REPUBLIC OF BOTSWANA
SOUTHERN DISTRICT DEVELOPMENT
PLAN 6 : 2003 – 2009
Kanye
#
“Towards Realisation of Vision 2016: Sustainable and Diversified Development Through
Competitiveness in Global Markets”
SOUTHERN DISTRICT COUNCIL
SOUTHERN DISTRICT DEVELOPMENT COMMITTEE
MINISTRY OF LOCAL GOVERNMENT
P24-00
FOREWORD
The Southern District Development Plan 6 is a 6-year plan that will guide developments
from the 1st April 2003 to 31st March 2009 in the entire district. It is indeed a true
reflection of bottom up planning being a product of intense consultation and debate
from all village institutions to the National District Development Committee.
This plan comes at a time when the macroeconomic outlook is considered bright
notwithstanding that prudence in spending is still our main commitment. The theme for
NDP 9 is “Towards Realisation of Vision 2016: Sustainable and Diversified
Development through competitiveness in Global Markets.” The plan therefore has to
deliver on a number of government initiatives, notably Vision 2016, while faced with
challenges such as the deteriorating state of the environment due to the cyclical drought
phenomenon, increasing population, HIV/AIDS scourge, cattle diseases to mention but
a few. With the introduction of public service reforms such as Performance
Management Systems (PMS), Work Improvement Teams, and ongoing Productivity
Movement, we can make this country economically competitive and thereby create
more wealth for ourselves. We have the capacity, let us now summon the will to do it.
I have no doubt that our communities will own this blue print for action and deliver as
expected since the authorities were, but only mere facilitators and agents for harnessing
energies and ideas. It is in light of this backdrop that I conclude with a word of
appreciation to all stakeholders for the work well done.
Hon. Councillor P.L. SIELE
COUNCIL CHAIRMAN
JULY 2003
i
TABLE OF CONTENTS
Foreword
Table of Contents
Appendices
List of Tables
List of Maps
List of Acronyms
i
ii
xi
xi
xiv
xiv
1
DISTRICT AND THE PEOPLE
1
1.1
1.1.1
REGIONAL AND GEOGRAPHIC SETTING
Location and size
1
1
1.2
1.2.1
1.2.2
DISTRICT LINKAGES
Communication Linkages
Economic Linkages
2
2
2
1.3
1.3.1
1.3.2
1.3.3
DISTRICT ENVIRONMENTAL FEATURES
Physical Features
Vegetation and Soil
Natural Resources
3
3
4
4
1.4
1.4.1
1.4.2
1.4.3
1.4.4
1.4.5
1.4.6
1.4.7
1.4.8
1.4.9
1.4.10
DISTRICT SOCIAL DEVELOPMENT
Culture/Ethnicity
Population Characteristics
Population density
Population Distribution and Settlement Patterns
Migration
Settlement Patterns in the District
Population Projections and Prospects
Age-Sex Structure
Employment and Unemployment
District HIV / AIDS Status
6
6
6
6
6
7
8
8
9
10
11
1.5
1.5.1
1.5.2
1.5.3
DISTRICT ECONOMIC DEVELOPMENT
Major Economic Activities and Developments
Major Infrastructure Developments
Institutional Framework
11
11
12
12
1.6
STRATEGIC ENVIRONMENTAL ASSESSMENT PRINCIPLES
13
2
REVIEW OF THE DDP5
DEVELOPMENT POTENTIAL
AND
LONG
TERM
15
2.1
2.1.1
INTRODUCTION
Overview of DDP5 Goals and Objectives
15
15
2.2
ACHIEVEMENTS/OPPORTUNITIES – DDP5
15
2.3
2.3.1
2.3.2
2.3.3
2.3.4
2.3.5
SECTORAL ACHIEVEMENTS AND CONSTRAINTS – DDP5
Production
Physical Infrastructure
Industrial and Commercial Development
SERVICES
District Institutions
16
16
19
21
21
25
ii
2.4
CONSTRAINTS/CHALLENGES IN DDP5
27
2.5
2.5.1
2.5.2
LONG TERM POTENTIAL DEVELOPMENTS
Development Potential
Development Constraints
27
28
29
2.6
LINKS TO NDP9 THEME
29
3
DDP6 DEVELOPMENT GOALS & OBJECTIVES
30
3.1
3.1.1
3.1.2
3.1.3
3.1.4
3.1.5
PLANNING FRAMEWORK
Vision 2016
National and Environmental Key Issues
Ministry of Local Government - Strategic Plan
District Key Issues
Respective Long Term District Plans
30
30
33
33
34
35
3.2
3.2.1
3.2.2
3.2.3
3.2.4
3.2.5
3.2.6
DDP6 - OVERALL GOALS AND OBJECTIVES
Summary of Key Issues
DDP6 Development Goals
DDP6 Environmental Goals
Specific Objectives in relation to Overall Goals
Framework for Monitoring Sector Goals and Objectives - DDP6
Framework for Monitoring Environmental Goals and Objectives
36
36
37
37
37
39
40
3.3
3.3.1
FRAMEWORK FOR STRATEGIC ENVIRONMENTAL ASSESSMENT
Evaluation of Environmental Key Issues with overall goals and objectives of
DDP6
Evaluation of Policies and Programs against Overall Goals and Objectives for
DDP6
40
4
ENVIRONMENTAL CONSERVATION
42
4.1
4.1.1
4.1.2
4.1.3
INTRODUCTION:
Institutional Framework
Strategic Plans for Respective Departments
Environmental Priority Issues:
42
42
43
43
4.2
4.2.1
4.2.2
4.2.3
4.2.4
4.2.5
4.2.6
4.2.7
ENVIRONMENTAL POLICIES AND LEGISLATION
The National Conservation Policy:
Waste Management Act:
Environmental Impact Assessment Act:
Community Based Natural Resource Management Policy:
Wetlands Policy:
Biodiversity
Herbage Preservation Act number 27 of 1977
44
44
44
45
45
45
45
45
4.3
4.3.1
OVERALL ENVIRONMENTAL SECTOR GOALS AND OBJECTIVES:
Environmental Conservation Goals and Objectives:
46
46
4.4
4.4.1
4.4.2
FRAMEWORK FOR STRATEGIC ENVIRONMENTAL ASSESSMENT
Evaluation of Environmental Key Issues with sector Goals and Objectives
Evaluation of Sector Policies and Programs
46
46
46
4.5
4.5.1
4.5.2
PROPOSED PROJECTS/STRATEGIES
Evaluation of Negative Impacts on the Environment:
Performance Targets for DDP 6.
47
47
47
3.3.2
40
41
iii
4.6
4.6.1
4.6.2
RESOURCE REQUIREMENTS FOR DDP6
Issues (Weaknesses) and Strengths for DDP6
Plan monitoring Programme
48
48
48
5
LAND USE PLANNING
49
5.1
5.1.1
5.1.2
5.1.3
INTRODUCTION:
The Institutional Framework
Strategic Plans for Respective Departments
Land Use Planning Consultation Priories
49
49
50
50
5.2
5.2.1
5.2.2
5.2.3
5.2.4
LAND USE POLICIES AND LEGISLATION
Summary of Policies/Acts that have a bearing on land use planning
Integrated Land use Plan:
Wildlife Management Area
Other Conservation Measures
52
52
52
53
53
5.3
5.3.1
LAND USE PLANNING SECTOR GOALS AND OBJECTIVES:
Land Use Planning Sector Goals and Objectives
53
54
5.4
5.4.1
5.4.2
FRAMEWORK FOR STRATEGIC ENVIRONMENTAL ASSESSMENT:
Evaluation of Environmental Key Issues with Sector Goals and Objectives:
Evaluation of Sector Policies and Programs
54
54
55
5.5
5.5.1
5.5.2
PROPOSED STRATEGIES TO ACHIEVE LAND USE SECTOR GOALS
OBJECTIVES
Proposed Land use Projects
Potential Impacts of Proposed Projects
5.6
5.6.1
5.6.2
RESOURCE REQUIREMENTS FOR DDP6:
Issues and Strengths in Land Use Planning:
Plan Monitoring Programme:
56
56
57
6
SETTLEMENT AND HOUSING
58
6.1
6.1.1
6.1.2
6.1.3
INTRODUCTION
Institutional Framework
Strategic Plans for Respective Ministries- Settlement and Housing
Settlement and Housing Consultation Priorities.
58
58
58
59
6.2
6.2.1
6.2.2
6.2.3
6.2.4
6.2.5
6.2.6
6.2.7
NATIONAL POLICIES AND LEGISLATION
National Settlement Policy
District Settlement Strategy
Physical Development Plans in the District
Town and Country Planning Act 1977
Tribal Land Act
National Housing Policy
Self Help Housing Agency (SHHA)
59
59
59
60
60
61
61
62
6.3
6.3.1
6.3.2
6.3.3
6.3.4
SETTLEMENT AND HOUSING
Settlement Pattern and Geomorphology
Physical Development Growth.
Housing.
General Infrastructure and Services.
62
62
64
64
67
6.4
SETTLEMENT AND HOUSING SECTOR GOALS AND OBJECTIVES
68
6.5
FRAMEWORK FOR STRATEGIC ENVIRONMENTAL ASSESSMENT
69
AND
55
55
56
iv
6.5.1
6.5.2
Evaluation of environmental key issues with Sector Goals and Objectives.
Evaluation Sector Policies and Programmes against environmental issues
6.6
6.6.1
6.6.2
STRATEGIES TO ACHIEVE SETTLEMENTS AND HOUSING GOALS
OBJECTIVES
Strategies to achieve Settlement and Housing Goals and Objectives.
Proposed Projects.
6.7
6.7.1
6.7.2
6.7.3
6.7.4
RESOURCE REQUIREMENTS FOR DDP6
Issues for Settlements and Housing
Strengths for Settlement and Housing
Performance Targets and Development Budget for DDP6.
Plan Monitoring Program
76
76
77
77
77
7
AGRICULTURE
78
7.1
7.1.1
7.1.2
7.1.3
INTRODUCTION
Institutional Framework
Strategic plan for respective Ministries
Agriculture Consultation Priorities
78
78
78
79
7.2
7.2.1
7.2.2
7.2.3
7.2.4
7.2.5
7.2.6
7.2.7
7.2.8
NATIONAL POLICIES AND LEGISLATION
Community Based Strategy for Rural Development
National Settlement Policy.
National Forest Policy
NAMPAADD
Tribal Land Act
Agricultural Resource Act.
Societies Co-operative Act
National Policy on Agricultural Development (Fencing Component)
79
79
79
79
80
80
80
80
81
7.3
7.3.1
7.3.2
7.3.3
AGRICULTURE SECTOR ACTIVITIES
Crop Sub-Sector
Livestock Sub-sector
Cooperatives sub-sector
81
81
81
82
7.4
7.4.1
7.4.2
7.4.3
AGRICULTURAL SECTOR GOALS AND OBJECTIVES
Crop Sub-Sector
Animal Health and production
Cooperative Sub Sector
82
82
82
83
7.5
7.5.1
7.5.2
FRAMEWORK FOR STRATEGIC ENVIRONMENTAL ASSESSMENT
Evaluation of Environmental Key Issues and Sector Goals and Objectives.
Evaluation Of Environmental Key Issues With Sector Policies And Programs
83
83
84
7.6
7.6.1
STRATEGIES TO ACHIEVE THE AGRICULTURE SECTOR GOALS
OBJECTIVES.
Proposed projects, Potential impacts and mitigation measures
84
84
7.7
7.7.1
7.7.2
RESOURCES REQUIREMENTS FOR DDP 6
Strengths for Agriculture
Implementation schedule
84
84
85
7.8
PLAN MONITORING PROGRAM
85
8
TRADE, INDUSTRY, WILDLIFE AND TOURISM
86
8.1
INTRODUCTION
86
69
69
AND
70
70
70
AND
v
8.1.1
8.1.2
8.1.3
8.1.4
Institutional Framework
Strategic Plans for Respective Departments.
Role of the Private Sector
Consultation Priorities
86
86
87
87
8.2
8.2.1
8.2.2
8.2.3
8.2.4
8.2.5
8.2.6
NATIONAL POLICIES AND LEGISLATION
Industrial Development Policy
Small, Medium and Micro Enterprises Policy
Consumer Protection Act
The Local Licensing Act
Tourism Policy
Wildlife Conservation Policy
87
87
88
88
88
88
89
8.3
8.3.1
8.3.2
8.3.3
8.3.4
8.3.5
TRADE AND INDUSTRY
Citizen Entrepreneurship Development Agency
Wildlife and Tourism
Integrated Field Services and Consumers Protection Unit
National Food Technology Research Centre
Rural Industries Innovation Centre (RIIC)
89
89
89
90
90
90
8.4
8.4.1
TRADE, INDUSTRY, WILDLIFE AND TOURISM SECTOR GOALS
OBJECTIVES
Summary of sector goals and objectives
8.5
8.5.1
FRAMEWORK FOR STRATEGIC ENVIRONMENTAL ASSESSMENT
Evaluation of Environmental Issues with Sector Goals and Objectives
91
91
8.6
8.6.1
8.6.2
PROPOSED STRATEGIES TO ACHIEVE TRADE, INDUSTRIES, TOURISM,
WILDLIFE AND INDUSTRY GOALS AND OBJECTIVES.
Proposed projects
Potential Impact of Proposed Projects
92
92
92
8.7
8.7.1
RESOURCE REQUIREMENTS FOR DDP 6/UDP 2
Plan Monitoring Programme:
92
94
9
EDUCATION AND TRAINING
95
9.1
9.1.1
9.1.2
INTRODUCTION
Institutional Framework
Education and Training Consultation Priorities
95
95
97
9.2
9.2.1
9.2.2
9.2.3
NATIONAL POLICIES AND LEGISLATION
National Policy on Day Care Centre
Revised National Policy on Education (RNPE)
Policy on Tertiary Education
97
97
98
98
9.3
9.3.1
9.3.2
EDUCATION
Schools
Training
98
98
100
9.4
EDUCATION AND TRAINING SECTOR GOALS AND OBJECTIVES.
101
9.5
FRAMEWORK FOR STRATEGIC ENVIRONMENTAL ASSESSMENT.
102
9.6
STRATEGIES
OBJECTIVES.
102
9.7
9.7.1
9.7.2
TO
ACHIEVE
EDUCATION
AND
RESOURCE REQUIREMENTS FOR DDP6
Issues and Strengths for Education and Training
Performance Targets for DDP 6
TRAINING GOALS
AND
90
91
AND
102
102
103
vi
9.7.3
9.7.4
Development Budget for DDP 6
Plan Monitoring Programme for DDP6
103
104
10
HEALTH
105
10.1
10.1.1
10.1.2
10.1.3
10.1.4
INTRODUCTION
Institutional Framework
Strategic Plans for Respective Ministries
Role of Private Sector
Health Consultation Priorities
105
106
106
107
107
10.2
10.2.1
10.2.2
10.2.3
10.2.4
NATIONAL POLICIES AND LEGISLATION
National Policy on HIV/AIDS
National Health Policy
Health Strategy and Plans
Waste Management Act
108
108
108
109
109
10.3
10.3.1
10.3.2
10.3.3
10.3.4
10.3.5
HEALTH
Environmental Health
Hospital Services
District Health Systems
Primary Health Care
Control of Pandemic Diseases
109
109
110
110
111
111
10.4
HEALTH SECTOR GOALS AND OBJECTIVES
113
10.5
FRAMEWORK FOR STRATEGIC ENVIRONMENTAL ASSESSMENT
10.5.1 Evaluation of Environmental Key Issues with Sector Goals and Objectives
10.5.2 Evaluation of Sector Policies and Programs
114
114
115
10.6
STRATEGIES TO ACHIEVE THE HEALTH SECTOR GOALS AND
OBJECTIVES
115
10.6.1 Proposed Projects /Activities
115
10.6.2 Potential Impacts of Proposed Projects
115
10.7
10.7.1
10.7.2
10.7.3
RESOURCE REQUIREMENTS FOR DDP6
Issues and Strengths for Health
Performance Targets and Development Budget for DDP6
Plan Monitoring Program
116
116
116
117
11
LABOUR AND HOME AFFAIRS
118
11.1
INTRODUCTION
11.1.1 Institutional Framework
11.1.2 Culture and Social Consultation Priorities.
118
118
119
11.2
11.2.1
11.2.2
11.2.3
11.2.4
11.2.5
11.2.6
11.2.7
119
119
119
119
119
119
120
120
NATIONAL POLICIES AND LEGISLATION
National Youth Policy.
National Policy on Culture.
National Archives Act
Broadcasting Act
National Registration Act
Community Based Natural Resource Management Policy:
Disability Policy
11.3
LABOUR, CULTURE AND SOCIAL SERVICES
11.3.1 Labour and Social Security
120
120
vii
11.3.2
11.3.3
11.3.4
11.3.5
11.3.6
11.3.7
11.3.8
Sports and Recreation
Civil and National Registration
Botswana National Library Services
Information and Broadcasting
National Museum, Monuments and Art Gallery
National Archives and Records Services
Culture and Youth
120
120
121
121
121
122
122
11.4
LABOUR, CULTURE AND SOCIAL SERVICE SECTOR GOALS AND OBJECTIVES.
122
11.5
FRAMEWORK FOR STRATEGIC ENVIRONMENTAL ASSESSMENT.
11.5.1 Evaluation of Environmental Key Issues with Sector Goals and Objectives.
11.5.2 Evaluation Environmental Issues with Sector Policies and Programmes.
11.6
STRATEGIES TO ACHIEVE THE LABOUR, CULTURE
SECTOR GOALS AND OBJECTIVES.
11.6.1 General Strategies
AND
124
124
124
SOCIAL SERVICE
125
125
11.7
RESOURCE REQUIREMENTS FOR DDP 6
11.7.1 Issues and Strengths for Culture and Social Services.
11.7.2 Plan Monitoring Program for DDP 6
125
125
126
12
MINERALS, ENERGY AND WATER
127
12.1
12.1.1
12.1.2
12.1.3
INTRODUCTION
The Institutional Framework
The role of the private sector
Consultation priorities
127
127
128
128
12.2
12.2.1
12.2.2
12.2.3
NATIONAL POLICIES AND LEGISLATION
Minerals
Energy
Water
128
129
129
129
12.3
12.3.1
12.3.2
12.3.3
MINING, ENERGY AND WATER
Mining Sector
Energy Sector
Water Sector
129
129
129
130
12.4
SECTOR GOALS AND OBJECTIVES
133
12.5
FRAMEWORK FOR STRATEGIC ENVIRONMENT ASSESSMENT
134
12.6
STRATEGIES TO ACHIEVE THE GOALS AND OBJECTIVES OF THE MINING,
ENERGY AND WATER SECTOR
12.6.1 General Strategies
12.6.2 Proposed Projects
12.6.3 Potential impacts of Proposed Projects on the Environment and Mitigation
Measures.
134
134
135
136
12.7
12.7.1
12.7.2
12.7.3
RESOURCE REQUIREMENTS FOR DDP6
Issues and Strengths for Water Sector
Performance Targets
Plan Monitoring Program
136
136
137
137
13
WORKS, TRANSPORT AND COMMUNICATION
139
13.1
INTRODUCTION
139
viii
13.1.1
13.1.2
13.1.3
13.1.4
The Institutional Framework
Strategic Plans For Respective Ministries
Works and Transport Consultation Priorities
The Role of the Private Sector
139
139
140
140
13.2
13.2.1
13.2.2
13.2.3
13.2.4
13.2.5
13.2.6
NATIONAL POLICIES AND LEGISLATION
Vision 2016
Road Traffic Act
Road Safety Policy
Town and Country Planning Act
Urban Development Standards
Public Health Act
140
141
141
141
141
141
142
13.3
13.3.1
13.3.2
13.3.3
13.3.4
13.3.5
13.3.6
13.3.7
WORKS, TRANSPORT AND COMMUNICATION
Roads
Transport and Road Safety
Botswana Railways
Central Transport Organisation
Telecommunication
Postal Services
District Council
142
142
142
143
143
143
143
143
13.4
13.4.1
13.4.2
13.4.3
13.4.4
WORKS, TRANSPORT AND COMMUNICATION STRATEGIES, GOALS
OBJECTIVES
Roads
Meteorological Services
Postal Services
District Council Roads
13.5
POTENTIAL IMPACTS AND MITIGATION MEASURES
144
13.6
13.6.1
13.6.2
13.6.3
13.6.4
RESOURCE REQUIREMENTS FOR DDP6
Issues and Strengths
Performance Targets
Development Budget
Plan Monitoring Program
145
145
145
146
146
14
LAW, JUSTICE AND SECURITY
148
14.1
14.1.1
14.1.2
14.1.3
14.1.4
INTRODUCTION
The Institutional Framework
Strategic Plans for Respective Ministries
The Role of the Private Sector
Consultation Priorities
148
148
148
149
149
14.2
14.2.1
14.2.2
14.2.3
NATIONAL POLICIES AND LEGISLATION
Botswana Police Act
Immigration Act
Prisons Act
150
150
150
150
14.3
14.3.1
14.3.2
14.3.3
14.3.4
14.3.5
LAW, JUSTICE AND SECURITY
Botswana Police Service
Directorate on Corruption and Economic Crime
Immigration and Citizenship
Prisons and Rehabilitation
Defence
150
150
151
151
151
152
14.4
LAW, JUSTICE AND SECURITY GOALS AND OBJECTIVES
152
AND
143
144
144
144
144
ix
14.4.1
14.4.2
14.4.3
14.4.4
Immigration and Citizenship
Botswana Police Services
Administration of Justice
Prisons and Rehabilitation
14.5
FRAMEWORK FOR STRATEGIC ENVIRONMENTAL ASSESSMENT WITH SECTOR
GOALS AND OBJECTIVES.
153
14.6
PROPOSED PROJECTS
152
152
153
153
154
14.7
RESOURCE REQUIREMENTS
14.7.1 Issues and Strengths for Law, Justice and Security
14.7.2 Plan Monitoring Program
154
154
155
15
CONTINGENCY PLANNING
156
15.1
15.1.1
15.1.2
15.1.3
INTRODUCTION
The Institutional Framework
Strategic Plans for Respective Ministries
The role of the private sector
156
156
157
157
15.2
15.2.1
15.2.2
15.2.3
NATIONAL POLICIES AND LEGISLATION
National Policy on Disaster Management
National Disaster Management Plan
Vision 2016
158
158
158
158
15.3
15.3.1
15.3.2
15.3.3
CONTINGENCY PLANS
Drought Relief Management System
Disaster Relief Plans
Drought Relief Sector Priorities
158
158
159
160
15.4
FRAMEWORK FOR STRATEGIC ENVIRONMENTAL ASSESSMENT
161
15.5
PERFORMANCE INDICATORS FOR DDP6
161
15.6
RESOURCE REQUIREMENTS AND PLAN MONITORING FOR DDP6
161
16
LOCAL GOVERNMENT
163
16.1
16.1.1
16.1.2
16.1.3
16.1.4
INTRODUCTION
The Institutional Framework
Strategic Plans for Respective Ministries
Role of the Private Sector
Local Government Consultation Priorities
163
163
163
166
166
16.2
16.2.1
16.2.2
16.2.3
16.2.4
16.2.5
16.2.6
NATIONAL POLICIES AND LEGISLATION
District Administration
District Councils Act
Tribal Land Act
Waste Management Act
National Settlement Policy
The Revised Destitute Policy
166
166
167
167
167
167
168
16.3
16.3.1
16.3.2
16.3.3
16.3.4
LOCAL GOVERNMENT
District Council
Tribal Land Board
District Administration
Tribal Administration
168
168
175
176
177
x
16.4
16.4.1
16.4.2
16.4.3
16.4.4
LOCAL GOVERNMENT GOALS AND OBJECTIVES
District Council
Land Boards
District Administration
Tribal Administration
178
178
181
181
181
16.5
FRAMEWORK FOR STRATEGIC ENVIRONMENTAL ASSESSMENT
16.5.1 Evaluation of Sector Policies and Programs
16.6
STRATEGIES
TO ACHIEVE
LOCAL GOVERNMENT SECTOR GOALS
182
183
AND
OBJECTIVES
184
16.7
16.7.1
16.7.2
16.7.3
16.7.4
RESOURCE REQUIREMENTS FOR DDP6
Issues and strengths
Performance Targets for DDP6
Development Budget for DDP6
Plan Monitoring Program
184
184
185
186
208
17
PLAN MONITORING AND EVALUATION
210
17.1
INTRODUCTION
17.1.1 The Institutional Framework
17.1.2 Plan Management
210
210
210
17.2
17.2.1
17.2.2
17.2.3
210
210
210
211
ENVIRONMENTAL MONITORING ACTIVITIES
Environmental Impact Assessment
Strategic Environmental Assessment (SEA)
Public Awareness
17.3
FINANCIAL AND PERSONNEL CONSTRAINTS
17.3.1 Public Sector Resources
17.3.2 Financial Resources
211
211
211
17.4
17.4.1
17.4.2
17.4.3
17.4.4
211
211
212
212
212
PROPOSED PLAN MONITORING ACTIVITIES DURING DDP6
Project Performance Indicators
Quarterly Progress Reports
Annual Project Review
Mid Term Review
APPENDICES
Appendix A : DDP6 MATRIX
213
LIST OF TABLES
Table 1.1
Table 1.2
Table 1.3
Table 1.4
Table 1.5
Table 1.6
Table 1.7
Table 1.8
Table 1.9
Water Supply for Kanye and Moshupa
Status of Council Water Supply
Wildlife Estimation 1994 & 2001
Population Density By District - 2001
Populations by Type and Size of Settlement in 1991 and 2001
Population present and previous Districts of residence 5 years ago
Population Projections of Southern District
Population Data by Sex & Age
Population Employed and Unemployed by Census District.
4
5
5
6
7
8
9
10
10
xi
Table 1.10
Table 1.11
Table 1.12
Table 2.1
Table 2.2
Table 2.3
Table 2.4
Table 2.5
Table 2.6
Table 2.7
Table 2.8
Table 2.9
Table 2.10
Table 2.11
Table 2.12
Table 5.1
Table 6.1
Table 6.2
Table 6.3
Table 6.4
Table 6.5
Table 6.6
Table 6.7
Table 6.8
Table 6.9
Table 6.10
Table 6.11
Table 7.1
Table 7.2
Table 8.1
Table 9.1
Table 9.2
Table 9.3
Table 10.1
Table 10.2
Table 10.3
Table 10.4
Table 10.5
Table 10.6
Table 11.1
Table 11.2
Table 12.1
Table 12.2
Table 12.3
Table 12.4
Table 12.5
Table 12.6
Table 12.7
Table 13.1
Table 13.2
Population by Economic Activity
HIV/AIDS update information in Southern District
Population by census Districts and Major Industry
Achieved Projects – Arable Sector
Achieved Projects – Animal Health & Production
Achieved Projects - Roads
Achieved Projects - Water
FAP Grants During DDP 5 - Southern District
Achieved Projects - Health
Achieved Projects – Environmental Health
Achieved Projects - Education
Achieved Projects – Social & Community Development
Achieved Projects - RADP
Achieved Projects – Tribal Administration
Projects Implemented Under Maintenance of Public Facilitators
Resource Requirements and Performance Targets
Material of wall for Housing Units in Southern District
Local Authorities Housing Needs 2003/09.
Village development plans 2003 - 2009
District settlement strategy
Planned District Housing (Lh203) Projects- 2003/2004
Planned District Housing (Lh203) Projects- 2004/2005
Planned District Housing (Lh203) Projects- 2005/2006
Planned District Housing (Lh203) Projects- 2006/2007
Planned District Housing (Lh203) Projects- 2007/2008
Planned District Housing (Lh203) Projects- 2008/2009
Summary Of Cost Estimates For Planned District Housing projects (Lh 203)
Livestock Population
Crop sector
Outline of Proposed Projects, Resources Needed, Implementation Schedule
and Budget.
Primary Schools Enrolment Projections 2002-2008
Development Budget
Summary of Cost Estimates( Primary Education)
Health Services and Service Providers
HIV/AIDS Prevalence per age and sex
Activities of the programme for the year 2002
Percentage Tested over the total New Anti - Natal Attendance
Sector goals, objectives and environmental issues
Projects, resources needed, performance targets, implementation schedule
and budget
Proposed Projects
Plan Implementation for DDP 6
Standards for Water Quality
Water Supply Kanye and Moshupa
Status of Council Water Supply
Daily Water Consumption in 2002
Proposed Projects
Potential Impacts of Proposed Projects on the Environment and Mitigation
Measures
Resource Requirement and Performance Targets
Services and Service Providers in the Works, Transport and Communication
Sector
Road Network 2002
10
11
11
16
17
19
20
21
22
22
23
23
24
26
27
57
65
66
71
71
71
72
73
74
75
76
77
81
85
93
99
103
103
111
111
112
112
114
116
125
126
130
131
131
132
135
136
137
139
142
xii
Table 13.3
Table 14.1
Table 15.1
Table 16.1
Table 16.2
Table 16.3
Table 16.4
Table 16.5
Development Budget
Resource Requirements and Performance Targets
Performance Indicators for DDP6
Existing waste disposal facilities, vehicles and plant equipment in 2002
Social Problems in Southern District
Growth in number of cases
RAD- settlements and their main characteristics in 2002
Summary of Development Expenditure – Infrastructure Maintenance(LG
101)
Table 16.6 Lg 102 – La Fleet Management
Table 16.7 Summary Of Development Estimates For Lg 104
Table 16.8 Development Cost Estimates For Lg 301
Table 16.9 Lg 907 - Customary Courts
Table 16.10 Summary Of Cost Estimates For Lg 901
Table 16.11 Primary Education Facilities: 2003/04
Table 16.12 Primary School Facilities: 2004/05
Table 16.13 Primary Education Facilities:2005/06
Table 16.14 Primary School Facilities: 2006/07
Table 16.15 Primary School Facilities: 2007/08
Table 16.16 Primary Education Facilities: 2008/09
Table 16.17 Power Connection
Table 16.18 Summary Cost For School Facilities (Lg 1102)
Table 16.19 New Schools - Full Fledged
Table 16.20 Two-Teachers Schools
Table 16.21 Vehicles
Table 16.22 Special Education Facilities
Table 16.23 Summary of Cost Estimates for Primary School Facilities(LG1102)
Table 16.24 Proposed Projects For Parks & Recreation
Table 16.25 Summary Of Cost Estimates For Lg 1103
Table 16.26 Planned Primary Health Facilities - 2003/2004
Table 16.27 Planned Primary Health Facilities - 2004/2005
Table 16.28 Planned Primary Health Facilities - 2005/2006
Table 16.29 Planned Primary Health Projects Facilities - 2006/2007
Table 16.30 Planned Primary Health Facilities - 2007/2008
Table 16.31 Planned Primary Health Facilities – 2008/2009
Table 16.32 Summary Of Development Expenditure – Primary Health Facilities
Table 16.33 Planned Rural Administration Centre (Lg 1105) Projects
Table 16.34 Summary Of Cost Estimates For Lg 1105-Racs
Table 16.35 Planned Projects For Remote Area Development –Lg1106
Table 16.36 Summary Of Cost Estimates For Remote Area Development (Lg 1106)
Table 16.37 Planned Labour Intensive Projects(Lg 1107) –2003/04-2008/09
Table 16.38 Summary Of Cost Estimates For Lg1107
Table 16.39 Planned Rural Sanitation Projects – 2003/2004
Table 16.40 Planned Rural Sanitation Projects – 2004/2005
Table 16.41 Planned Rural Sanitation Projects – 2005/2006
Table 16.42 Planned Rural Sanitation Projects – 2006/2007
Table 16.43 Planned Rural Sanitation Projects – 2007/2008
Table 16.44 Planned Rural Sanitation Projects (Lg1108) – 2008/2009
Table 16.45 Summary Of Cost Estimates For Rural Sanitation(Lg1108)
Table 16.46 Planned Community Projects(Lg 1109) – 2003/2004
Table 16.47 Planned Community Projects(Lg 1109) – 2004/2005
Table 16.48 Planned Community Projects (Lg 1109)– 2005/2006
Table 16.49 Planned Community Projects (Lg 1109) – 2006/2007
Table 16.50 Planned Community Projects (Lg 1109) – 2007/2008
146
155
161
170
171
172
174
186
186
187
187
187
187
188
189
190
192
192
193
193
194
194
194
195
195
195
196
196
196
197
197
198
198
198
198
199
199
199
199
200
200
200
201
201
202
202
202
203
203
204
204
204
205
xiii
Table 16.51
Table 16.52
Table 16.53
Table 16.54
Table 16.55
Table 16.56
Table 16.57
Table 16.58
Table 16.59
Table 16.60
Table 16.61
Planned Community Projects (Lg 1109) – 2008/2009
Development Expenditure for Social & Community Development
Planned District Water And Waste Water Projects(Lg 1110)
206
Summary Of Cost Estimates For Water And Waste Water (Lg 1110)
Planned village infrastructure projects (lg 1111) – 2003/04-2008/09
Summary Of Cost Estimate For Village Infrastructure (Lg1111)
Planned Municipal Services Projects 2003/04-2008/09
Summary Of Cost Esimates For Lg 1112-Municipal Services
Planned District Roads Projects
Summary Of Cost Estimates For District Road (Lg1115)
205
205
205
206
206
207
207
207
207
208
LIST OF MAPS
Map 1.1 Location of Southern District
Map 1.2 Location of major centres
1
2
LIST OF ACRONYMS
AD
Agricultural Demonstrator
AIDS
Acquired Immune Deficiency Syndrome
ALDEP
Arable Land Development Programme
AOJ
Administration of Justice
ATTS
Auto Trades Training School
BAMB
Botswana Agricultural Marketing Board
BDF
Botswana Defence Force
BHC
Botswana Housing Corporation
BISA
Botswana Institutions Sports Council
BMC
Botswana Meat Commission
BML
Building Material Loan
BNOC
Botswana National Olympic Committee
BNPC
Botswana National Productivity Centre
BNSC
Botswana National Sports Council
BOCODOL
Botswana College of Distance and Open Learning
BOCONGO
Botswana Council of Non-Governmental Organisations
BPC
Botswana Power Corporation
BPS
BR
Botswana Postal Services
Botswana Railways
BTC
Botswana Telecommunications Corporation
CBNRM
Community Based Natural Resource Management
CBO
Community Based Organisations
CEDA
Citizen Entrepreneurial Development Agency
CHA
Controlled Hunting Area
xiv
CJSS
Community Junior Secondary School
CSO
Central Statistics Office
CTO
Central Transport Organisation
DA
District Administration
DABS
Department of Architecture and Buildings Services
DAHP
Department of Animal Health and Production
DAO
District Agricultural Office (r)
DCA
Department of Civil Aviation
DC
District Commissioner
DDC
District Development Committee
DDP
District Development Plan
DET
District Extension Team
DEMS
Department of Electrical and Mechanical Services
DHT
District Health Team
DLUPU
District Land Use Planning Unit
DNFE
Department of Non-Formal Education
DNTRS
Department of National Transport and Road Safety
DO (D)
District Officer (Development)
DOT
Daily Observed Therapy
DRP
Drought Relief Programme
DTRP
Department of Town and Regional Planning
DWA
Department of Water Affairs
DWNP
Department of Wildlife and National Parks
EPF
Economic Promotion Fund
EWTC
Early Warning Technical Committee
FAP
Financial Assistance Policy
FWE
Family Welfare Educator
HIV
Human Immuno Virus
HBC
Home Based Care
IFS
Integrated Field Services
IEC
Information Education and Communication
IHS
Institute of Health Sciences
ILO
International Labour Organisation
IMDC
Interministerial Drought Committee
IT
Information Technology
KSDA
Kanye Seventh Day Adventist
LA
Local authority
LAC
Livestock Advisory Centre
xv
LBRP
Labour Based Relief Programme
MFDP
Ministry of Finance and Development Planning
MLHA
Ministry of labour and Home Affairs
MLHE
Ministry of Lands Housing and Environment
MLG
Ministry of Local Government
MMEWA
Ministry of Minerals Energy and Water Affairs
MOA
Ministry of Agriculture
MOE
Ministry of Education
MOH
Ministry of Health
MSP
Ministry of State President
MTP II
Medium Term Plan II
MTTC
Madirelo Training and Testing Centre
MTIWT
Ministry of Trade Industry Wildlife and Tourism
MTR
Mid Term Review
MWTC
Ministry of Works Transport and Communication
NAMPAADD
National Master Plan for Arable Agriculture and Dairy Development
NCS (CA)
National Conservation Strategy (Coordinating Agency)
NDB
National Development Bank
NDP
National Development Plan
NFTRC
National Food Technology Research Centre
NGO
Non-Governmental Organisation
NLB
Ngwaketse Land Board
NSP
National Settlement Policy
NWMP
National Water Development Master Plan
O&M
Organisations and Methods
OP
Office of the President
PHC
Primary Health Care
PLWHA
People Living With HIV/AIDS
PMC
Plan Management Committee
PMS
Performance Management System
PMTCT
Prevention of Mother To Child Transmission
PTA
Parents and Teachers Association
RADO
Remote Area Development Officer
RADP
Remote Area Development Programme
RIIC
Rural Industries Innovation Centre
S&CD
Social and Community Development
SHHA
Self Help Housing Programme
SLB
Sub Land Board
xvi
SMME
Small and Medium Micro Enterprise
STD
sexually Transmitted Diseases
TA
Tribal Administration/Technical Assistant
TEC
Total Estimated Cost
TGLP
Tribal Grazing Land Policy
TQM
Total Quality Management
UB
University of Botswana
UDP
Urban Development Plan
VA
Veterinary Assistant
VCT
Voluntary Counseling and Testing
VDC
Village Development Committee
VET
Village Extension Team
WMA
Wildlife Management Area
WQMP
WATER QUALITY MANAGEMENT PROJECT
xvii
CHAPTER ONE
1
DISTRICT AND THE PEOPLE
1.1 REGIONAL AND GEOGRAPHIC SETTING
1.1.1
Location and size
Southern District is located in the south east of Botswana. It has an area of 26,876
square kilometres of which 98.8% is Tribal Land and 1.2 State Land. This district lies
between 24 and 26 degrees south of the equator and 23 and 29 degrees east of
Greenwich. It is the sixth largest district in the country after Central District, North
West, Ghanzi, Kgalagadi and Kweneng District. The district is bordered to the north by
Kweneng District, to the south by the Republic of South Africa (RSA), to the east by
South East District, and to the West by the Kgalagadi District. (Refer to Map 1.1)
Map 1.1
Location of Southern District
21°
23°
25°
27°
29°
x
Kasane
CHO BE
DIST RICT
19°
19°
NG AM ILAND DIST RICT
MAUN
x
Masunga
x
21°
21°
NO RT H-EAS T
DISTRICT
LEGEND
GHANZ I
x
CE NTRAL DIS TRICT
x
Serowe
GHANZ I DIS TRICT
23°
23°
x
District Headquarters
Main Road
Southern District
KW ENE NG DIS TRICT
KGA TLENG
DIST RICT
x
Mochudi
Molepolole
x
SOU THERN D ISTRICT
KGA LAGA DI DIST RICT
25°
Ram otswa
25°
x
KANYE
x
SOUT H-EA ST
DIS TRICT
N
Tsabong
30
x
21°
23°
25°
27°
0
30
60
90
120 150 180
Kilom eters
29°
The major centres in the district are Kanye and Jwaneng. The village of Kanye is the
administrative and commercial centre. Jwaneng is a fast growing mining town and it is
the commercial centre for Ngwaketse West. Sub-regional centres are Moshupa,
Goodhope and Mabutsane. Mabutsane and Goodhope were declared sub district centres
during DDP4, and Kanye/Moshupa will be considered during the next plan (DDP6).
(Refer to Map 1.2)
1
Map 1.2
Location of major centres
24°00'
24°0 0'
24°3 0'
25° 0 0'
25°3 0'
24°00'
23° 3 0'
#
#
M orw a m os u M otok w e
Kok o ng
#
M abu ts a ne
#
24°30'
24°30'
LEG END
Sek o m a
#
Jw a ne ng
So uth ern D is trict H ead qua rters
x
Ot her Se ttlem ent s
Major R oa d
Major R ive r
Dist ric t B ou nd ary
#
#
Kub un g
Kha k he a
#
#
M os hu pa
#
Lek g olo botlo
M os ha nen g
#
R ana k a
#
KAN YE x#
M ago th w an e
#
25°00'
25°00'
#
#
Sel ok ol ela
Kgo m ok a s itwa
#
M ola pow a boj ang
#
M m at he th e
#
D iga wa na #
#
G ath w ane
M etlob o
25°30'
#
#
M ok go m an e
#
Tl har es el eel e
25°30'
M ago ria pits e
#
Goo dh ope
#
N
#
R am atla ba m a
#
10
Pits ha ne M o lop o
0
10
20
30
40
50 Kilom eters
#
M m ak go ri
#
23° 3 0'
24°0 0'
24°3 0'
25° 0 0'
25°3 0'
The existing land tenure pattern is laid down in the Southern District Land Use Plan,
which will be gazetted under the Tribal Land Act. Table 1.2 shows a breakdown of land
uses in the district.
1.2 DISTRICT LINKAGES
1.2.1
Communication Linkages
The district is linked to other districts through various road networks, the A2 - TransKalahari Highway to the western region
and the A10 - Kanye-Gaborone – to the northern and eastern region. The district is
linked to South Africa through the Ramatlabama and Phitshane Molopo border posts.
The transport network has also improved as the district has daily inter-district buses.
There is also a bus that connects the district to South Africa.
Most of the villages in the district are connected to telecommunications network. The
villages that have not yet benefited will be connected in the current ‘Nteletsa”
programme which is on going.
1.2.2
Economic Linkages
In terms of food and domestic supplies, the district is able to support itself but 30% of
the commodities are obtained from Lobatse and Gaborone. About 90% of the district
cattle sales are absorbed by the Botswana Meat Commission and the remaining 10% by
local butcheries.
2
Apart from the major centres, South African towns near the border, such as Rustenburg
and Mafikeng serve as supply and service centres to the district. Family and traditional
relations intensify this across the border of the said country.
There are telecommunications and postal services in the district. However, more needs
to be done regarding development of telecommunications in some parts of the district,
particularly in the small villages.
The railway line in the eastern part of the district provides transport for people and
goods to and from major centres such as Lobatse, Gaborone and Francistown.
1.3 DISTRICT ENVIRONMENTAL FEATURES
1.3.1
Physical Features
1.3.1.1 Topography
In very broad terms, the Southern District is composed of two distinct physiographic
units: the hardveld and the sandveld. The terrain varies from nearly flat to hilly rock
outcrops. The six most obvious landforms are plateaus, hills, plains, dry river valleys,
pans and dunes. The hardveld\sandveld boundary runs north to south with the northern
portion forming a gently sloping escarpment while the central and the southern portions
gradually grades into one another and it is difficult to precisely distinguish the
boundary.
The hardveld covers approximately one-third of the district and is located on its eastern
margin, except for a 10 km wide belt (known as the hardveld tongue) immediately north
of the old Ghanzi road and extending from Moshaneng to Samane. Apart from a few
hills and rocky zones, the area is flat grazing land, described as woodland and savannah.
The sandveld covers the remaining two-thirds of the district and is nearly flat to
undulating plains in the east, and to hummocky plains in the west. The sandveld area is
generally used for extensive grazing of livestock and wildlife.
1.3.1.2 Geology
Geological interpretation is based on borehole information and geophysical surveys.
The area is mostly covered by a significant, but highly variable thickness of Kgalagadi
Beds (Recent to Tertiary). This consists of windborne fine to medium grained sand and
gravel, calcrete, clay and minor silcrete, exceeding 100m in thickness. Generally, the
thickness increases to the west.
1.3.1.3 Hydrology
The drainage pattern of the district is formed by high ground running from Hildavale
through Kanye, and then north at the eastern edge of the Kgalagadi. This division
differentiates the easterly flowing Limpopo river system and the westerly underground
drainage of the Molopo and Kgalagadi systems.
The Limpopo river system includes the Metsemotlhaba and Notwane catchments where
active ephemeral rivers are to be found. The mean annual runoff from these catchments
is 10mm. Within the Kgalagadi and Molopo drainage systems, fossil rivers are found
with occasional flows during heavy precipitation.
Ground water recharge is generally low due to the thick Kgalagadi beds, thereby
limiting ground water exploitation potential over a substantial part of the district.
Localized recharged aquifers are often encountered in shallow fossil river and pan
sediments. Recharge also occurs where there is little bedrock cover, for example, in the
area between Khakhea and Sekoma.
The district, therefore, has moderate ground water potentials, which can be divided, into
five areas in terms of yield. These are the areas between Kanye and Mmathethe, the area
3
north of the Kanye-Jwaneng road, the Barolong area, the central part of the district, and
the area west of Jwaneng.
1.3.1.4 Climate
Like the rest of the country the district has a semi-arid climate with summer rainfall.
The potential evapo-transpiration is more than the mean annual rainfall. The rainfall
season for the district is from November to March. The eastern part of the district
receives more rainfall than the western part.
1.3.2
Vegetation and Soil
The hardveld is a flat grazing land, described as woodland and savannah. Dominant
species are varieties of acacia and cobretum aplicatum. Mixed farming system is
dominant in the, area with both livestock and arable agriculture.
The sandveld is a flat savannah, with vegetation mainly consisting of different acacia
species. The sandveld area is generally used for extensive grazing of livestock and
wildlife.
The soils in the hardveld are dark reddish-brown, medium textured, of varying depths
and associated with dark-coloured clay soils and medium-to-fine textured brown-grey
mottled soils in depressions. These soil units are the most fertile and are adequate for
cultivation, combining as they are with the mean annual rainfall of 500-550mm.
In the sandveld the soils are brown and grey of medium-to-coarse texture with
intrusions of Verdi soils and other fine textured clay soils in depressions, often highly
saline and alkaline. These soils are generally not suitable for cultivation and rainfall is
much lower (300-550mm) and more erratic than in the in the hardveld area.
1.3.3
Natural Resources
1.3.3.1 Water
The district relies on ground water for human and livestock consumption. There are
few dams in the district that are able to hold water throughout the year, such as
Moshupa and Mmakgodumo dams. The rivers in the district are ephemeral. The
western part of the district is experiencing a water shortage and poor quality water, and
water investigations are on going
Table 1.1
Water Supply for Kanye and Moshupa
Village
Population
2001
Water
source
Tank
capacity
cubic
metres
No. of public
standpipes
(12/07/02)
No of
private
connections
(12/07/02)
No. of
people per
private con
Kanye
40 628
Borehole
6 375
165
7 628
5-6
Moshupa
16 922
Interconnection
63
3 199
5-6
Source: Southern District Council
The provision of Kanye and Moshupa with public standpipes and private connections is shown
in table 1.1 above. The Department of Water Affairs will continue to source out small private
water connections to small contractors to clear the backlog for all the major villages including
Kanye.
The consumption for the two villages is in the region of 151 000 cubic metres which is
equivalent to 5000 cubic metres per day. Water interruptions are normally experienced
in the village mainly due to power failure and some pipe bursts.
The Council provides 94 villages and settlements with water through a water supply
system. A summary of the Council Water Supply is shown in the table 1.2 below,
details per village/settlement are shown in the appendix.
4
Table 1.2
Villages
Status of Council Water Supply
Pop.
No. of Villages/Settlements with
2001
93
169 586
VW
Inter-
Water
Good
SS
connection
Reliability
water
(%)
quality
79
77
94
12
Bore
Water
holes
tanks
PSP
private
Connection.
130
86
784
7 755
Source: Southern District Council
Key:
VWSS: Village Water Supply and Sanitation
PSP: Public Stand Pipe
1.3.3.2 Wildlife
Wildlife in the district is concentrated in the western part and the wildlife population in
the district in 1994 and 2001 was estimated to be 27 770 and 10420 respectively, as
shown in Table 1.3. In 1994 the springbok accounted for 49.3%, while hartebeest and
ostriches accounted for 11.6% and 10.6% respectively whereas in 2001 springbok
accounted for 29.5% while hartebeest and ostriches accounted for 28.5% and 12.7%
respectively. Therefore, the wildlife species, which are in large numbers in the district,
are springbok, ostrich, hartebeest, and steenbok. The dry season estimates show that the
wildlife population decreased by 63% from 1994 to 2001.
Within the district there is a Wildlife Management Area with the primary use being
wildlife related activities. Compared to the western and northern districts such as the
Chobe and Kgalagadi, the Southern District has very limited wildlife.
Table 1.3
Species
Wildlife Estimation 1994 & 2001
1994
2001
NO.
%
NO.
%
Kudu
371
1.3
137
1.3
Gemsbok
104
0.4
_
_
Hartebeest
3 215
11.6
2967
28.5
Wildebeest
677
2.4
589
5.7
Springbok
13 699
49.3
3077
29.5
Duiker
1 613
5.8
26
0.2
Steenbok
2 596
9.3
883
8.5
Ostrich
2 950
10.6
1321
12.7
Baboon
2 290
8.2
172
1.7
Jackal
255
0.9
55
0.5
Eland
_
_
341
3.3
Zebra
_
_
852
8.1
Total
27 770
100
10420
100
Source: Department of Wildlife and National Parks, Aerial Census of Animals in Botswana, Dry Season, 1994
and 2001.
5
1.3.3.3 Energy
The major source of energy in the district is fuel wood. Other sources are electricity,
coal Liquid Petroleum Gas and petroleum. Like the rest of the country, the district has
an abundance of sunshine. However, the contribution of solar energy remains
insignificant in relation to contributions by other sources.
Fuel wood is particularly scarce in the Barolong area. The problem is now spreading to
the rest of the district.
1.3.3.4 Minerals
Various mineral deposits are found in the district with the most notable being diamonds
at Jwaneng, manganese at Kgwakgwe hill, dolomite at Moshaneng, limestone at Sesung
and slate at Dipotsana. The diamonds and dolomite mines are in operation, others are
not because the economic return is insignificant.
1.4 DISTRICT SOCIAL DEVELOPMENT
1.4.1
Culture/Ethnicity
The district is predominantly Bangwaketse, followed by Barolong and Bakgalagadi.
There are other ethnic tribes in the district such as Basarwa and Balala who are mostly
found in the Remote Area settlements of Kutuku, Kanaku, Thankane and Sekhutlane.
1.4.2
Population Characteristics
The population and housing census of 2001 enumerated 171,652 people in the whole
Southern District. The district is divided into three sub districts of Kanye/Moshupa,
Good Hope and Mabutsane with populations of 113 704, 47 477 and 10 471
respectively.
1.4.3
Population density
With an area of 26 876 square kilometres, the district has a population density of 6.4
persons per square kilometre as compared to 4.7 persons per square kilometre in 1991.
This shows an increase in population density of 36%. The western part of the district is
sparsely populated and this is a constraint when it comes to service and infrastructure
provision since most of the settlements do not meet threshold populations for services.
Table 1.4
District
Population Density By District - 2001
Area (KM2)
Population 2001
Density
2
No.
%
No.
Person/km
North East
5,311
0.9
49,399
9.3
%
8.9
Central
147,810
25.4
501,381
3.4
3.3
South East
907
0.2
60,623
66.8
64.4
Kweneng
38,122
6.6
230,235
6.0
5.8
Southern
26,876
4.6
171,652
6.4
6.2
Kgatleng
7,960
1.4
73,507
9.2
8.9
Kgalagadi
106,940
18.4
42,049
0.4
0.4
Ghanzi
117,910
20.3
32,481
0.3
0.3
Ngamiland
109,100
18.8
122,024
1.1
1.1
Chobe
20,800
3.6
18,258
0.9
0.9
TOTAL
581,736
100.0
1,301,609
103.8
100.2
Source: Population and Housing Census, CSO, 2001
1.4.4
Population Distribution and Settlement Patterns
The population distribution by type and size of settlement in the district in 1991 and
2001 is shown in table 1.3. In contrast in 1991, 53,986 people or 34% were urban based,
6
and 104, 591 people or 66% were rural. In 2001 about 72,729 people or 39% were
urban based, while114, 102 people or 61% were located in rural areas. The urban
population has increased by 5% over the inter-censal period. According to the 2001
Population and Housing Census, Jwaneng, Kanye and Moshupa are still the only urban
centres in the district.
In terms of the distribution of the rural population, in 2001 there were 60 settlements
with a population of 500 people or more as compared to 46 in 1991. Out of these 60
settlements, 23 had a population range of 1000 to 4999.
In 2001 there were 799 settlements with a population range of less than 500 people,
accounting for 114,102 people or 61% of the total population. This population category
includes Remote Dwellers Settlements.
Table 1.5
Populations by Type and Size of Settlement in 1991 and 2001
Type and size of settlement
No. of settlements
Total Population
Urban
1991
2001
1991
2001
Kanye
1
1
31 354
40 628
Moshupa
1
1
11 444
16 922
Jwaneng
1
1
11 188
15 179
Sub Total
3
3
53 986
72 729
Rural
1991
2001
1991
2001
20 000 +
-
-
-
-
10 000-19 999
-
-
-
-
5 000-9 999
-
-
-
-
1 000-4 999
18
23
30 579
48 550
500-999
28
37
19 505
26 596
<500(RADs)
6
4
1 438
1 140
Sub Total
52
64
51 522
76 286
Other settlements
-
795
53 069
37 816
Southern District
55
862
158 577
186 831
Source: Population and Housing Census, CSO, 2001
Developments have affected the natural growth rate of large villages as they
experienced a lot of in-migration. The structure and pattern of settlements is also
encouraged by socio-economic, political and technological changes
The factors influencing the growth and decline of settlements can be summarized as
follows:



1.4.5
Introduction of boreholes and water pumping technology. This led to cattle
ranches to move into the western parts of the country for new boreholes
Issuing of trade licenses and land rights to entrepreneurs with freedom to locate
business at places of their choice encourages establishment of settlements
Provision of social amenities to settlements; (especially through drought relief
programme under the disguise of drought relief and employment creation),
which are predominately lands or cattle posts areas where the population of
less than 500 people, has enhanced growth and permanency of such
settlements.
Migration
The 2001 census indicates that there has been a growth of in-migration since 1991. This
is probably due to increased job opportunities in government and other sectors.
7
Table 1.6
Population present and previous Districts of residence 5 years ago
Kanye
Moshupa
/
Barolong
Ngwaketse West
Total (Southern)
Central Tutume
200
57
26
283
North East
88
41
13
142
Ngamiland South
99
27
25
151
Ngamiland West
46
14
65
125
Chobe
52
15
2
69
Ngamiland Delta
-
-
-
-
Ghanzi
160
82
79
321
CKGR
-
1
-
1
Kgalagadi South
281
112
166
559
Kgalagadi North
105
40
118
263
Abroad
1070
500
34
1604
Unknown
686
260
104
1050
Not Born
14 462
6 134
1 376
21 972
Source: Population and Housing Census, CSO, 2001
The columns show the present residence while the rows show the previous districts of
some residents of the Southern District five years ago.
1.4.6
Settlement Patterns in the District
There are two major settlement types in the district. The Barolong area is characterised
by dispersed homestead settlements. These settlements have all the three land uses of
residential, grazing and arable together hence creating a more dispersed and less
efficient settlement structure. This settlement pattern tends to promote the proliferation
of small settlements, making the provision of services and infrastructure difficult and
costly. However, this settlement type is good for agricultural production, as farmers do
not have to travel long distances to their fields.
The other settlement type is the three tier, where there is the village, lands area and the
cattle post operating in three different areas. In most parts of the district, drift fences
demarcate them.
However, for agricultural purposes, this settlement pattern adversely affects agricultural
production. As such there is a conflict as regards the appropriate type of settlement,
which can either enhance agricultural production or facilitate the provision of
infrastructure and services at least cost. People who have settled in lands areas and
cattle posts have created numerous small settlements in the district, which are very
expensive to service.
1.4.7
Population Projections and Prospects
The population projections are based on the 1991 Central Statistics Office (CSO)
Population and Housing Census. The 2001 population and housing census projections
were not available as at end of April 2003. These projections have been made for a
twenty-year planning period. Provisional figures from the CSO indicate that population
would grow at 1.7% per annum from 1991 - 1996 and will slightly increase to 1.8%
between the period 1997 and 2001. The growth rate will gradually decline until it
reaches a minimum of 1.46% p.a. in the period 2017 to 2021.
The projected district growth rate is lower than the national average, which is in the
range of 2.0 and 2.4%. According to provisional figures from CSO the projected five
8
yearly growth rates indicate that from period 1991-1996 the projected national growth
rate would be 2.4%, followed by 2.5% in period 1997-2001, 2.5% in period 2002-2006,
2.3% in period 2007-2011, 2.2% in period 2012 - 2016, and 2.0% in period 2017-2021.
The lower district growth rate is probably due to the fact that more and more women are
exposed to family planning methods, education and employment and consequently opt
for smaller families.
Table 1.7
Population Projections of Southern District
Year
Population
Growth (Number)
Growth Rates %
2001
175,322
2002
178,432
3110
1.77
2003
181,597
3165
1.77
2004
184,818
3221
1.77
2005
188,097
3279
1.77
2006
191,433
3336
1.77
2007
194,680
3247
1.70
2008
197,983
3303
1.70
2009
201,341
3358
1.70
2010
204,757
3416
1.70
2011
208,230
3473
1.70
2012
211,461
3231
1.55
2013
214,742
3281
1.55
2014
218,074
3331
1.55
2015
221,457
3384
1.55
2016
224,893
3436
1.55
2017
228,186
3293
1.46
2018
231,153
3342
1.46
2019
234,918
3390
1.47
2020
238,359
3440
1.46
2021
241,849
3491
1.46
Source: Population and Housing Census, CSO, 2001
Comparison between Good Hope and Mabutsane Sub Districts indicates that the
Mabutsane Sub District has a higher projected growth rate than the Good Hope Sub
District between the periods 1991-2021.
1.4.8
Age-Sex Structure
Table 1.8 shows the age distribution by sex and age for the Southern district. The table
shows that the district has a youthful population of 0-19 years age group, which makes
53% of the district population. There is a decline in numbers as the years rise, which is
between 20 –64 age group. The drop can be attributed to the scourge of HIV/AIDS,
which has affected mostly this age group. The district population is mainly females,
which makes 52% of the total district population.
9
Table 1.8
Population Data by Sex & Age
Five Year Age Group
De-facto Population
Males
Females
0-4
11022
10790
5-9
11914
11761
10-14
12225
11939
15-19
11253
10362
20-24
6098
7258
25-29
4842
5697
30-34
4102
4817
35-39
3379
4657
40-44
3165
4186
45-49
2953
3921
50-54
2253
2866
55-59
2189
2421
60-64
1808
2004
65+
4955
6560
Unknown
380
45
Total
82568
89284
Source: Population and Housing Census, CSO, 2001
1.4.9
Employment and Unemployment
The district has a total of 42 362 economically active people. 76.6% of the economically
active people are employed whilst 33.4% are not employed.
Table 1.9
Population Employed and Unemployed by Census District.
District
Employed
Unemployed
Kanye/Moshupa
21175
7494
Borolong
8783
2082
Ngwaketse West
2473
355
Total
32431
9931
Source: Population and Housing Census, CSO, 2001
Table 1.10 Population by Economic Activity
District
Employee
Paid Cash
Self- Employed
Unpaid
Worked
Econ.
Paid
Without
With
Family
in own
Activity
In Kind
Employees
Employees
Helper
Lands/
Unknown
Total
Cattlepost
(Unpaid)
Kanye/
15910
192
2420
767
395
2186
25
21178
6629
116
823
238
307
663
7
8783
Moshupa
Borolong
10
Ngwaketse
1998
28
122
47
25
253
-
2473
23817
336
3365
1052
727
3102
32
32431
west
Total
Source: Population and Housing Census, CSO, 2001
In 1991 out of the 29,722 employed, 59.4% were employed for cash, while in 2001, 23817or
73.4% of the economically active were paid in cash.11.3% were self-employed or employed in
family business in 1991 compared to in 13.6% 2001.In 1991, 29.3% were working at lands,
farms and cattle posts and this has decreased by 1.7% to 9.6 in 2001.
1.4.10 District HIV / AIDS Status
Table 1.11 HIV/AIDS update information in Southern District
Year
Number tested
Number positive
% Positive
Deaths
1997
801
510
63.6
106
1998
614
389
63.4
140
1999
325
201
61.8
Not known
2000
648
389
60
Not known
Source: Southern District Council
NB: 2001 and 2002 statistics were not available at the time of compiling this report.
1.5 DISTRICT ECONOMIC DEVELOPMENT
1.5.1
Major Economic Activities and Developments
The dominant sector in terms of employment is agriculture as most of the people in the
rural areas earn their living from farming. Activities are diverse and cover crop
production, cattle rearing, horticulture, poultry and small stock farming. Crop
production is more concentrated in the eastern hardveld, while cattle farming is
practiced in the western part of the district.
The second dominant sector is public administration due to the fact that the sector itself
is labour intensive and due to decentralization more services are brought closer to the
people therefore require more staff to dispense of such services.
The third dominant sector is the trading sector comprised mainly by small general
dealers; restaurants, bottle stores, and other commercial establishments that are
predominant retail businesses located in almost all the villages.
With construction of more schools in the District employment in the education sector has
increased to 10.5% in 2001 as compared to 8.2% 1991. Other economic activities that are
carried out in the district include manufacturing, mining and hotels and restaurants.
Table 1.12 Population by census Districts and Major Industry
Type of industry
Kanye/ Moshupa
Borolong
Ngwaketse
West
Agriculture, hunting and forestry
4906
2450
760
Fishing
-
Mining and quarrying
481
70
20
Manufacturing (includes repair of machinery and
equipment)
1433
584
58
-
-
Electricity, gas and water supply
79
47
7
Construction
2246
1191
689
11
Type of industry
Kanye/ Moshupa
Borolong
Ngwaketse
West
Wholesale and retail trade (includes repair of
motor vehicles, and personal household goods)
2626
788
158
Hotels and restaurants
406
186
38
Transport, storage and communications
537
112
23
Financial intermediaries
119
15
6
Real estates, renting and business activities
412
56
21
Public administration
2786
1429
362
Education
2434
807
166
Health and social work
702
290
77
Other community, social and personal service
activities
791
235
31
Private household with employed persons (for
household surveys only)
1002
493
52
Foreign missions, international organisations
6
5
-
Unknown
109
61
5
Total
21175
8783
2473
Source: Population and Housing Census, CSO, 2001
1.5.2
Major Infrastructure Developments
The major village infrastructure that has been carried out during DDP5 are the
education centre, National Food Technology Centre in Kanye, the construction of
Lobatse-Kanye by pass and the police stations for Kanye and Mabutsane. Currently the
major village infrastructure projects include: Goodhope phase 1 project, which is
expected to be handed over on the 15th April 2003; Kanye phase IV stage works project,
which has just started; and Council has been allocated funds amounting to 2 million for
the design stage of the project: Moshupa Infrastructure Development Phase I.
1.5.3
Institutional Framework
1.5.3.1 District Council
The Southern District Council has its main offices in Kanye, which is the district head
quarters, and Mabutsane and Goodhope, which is sub district, head quarters.
The council has the following statutory responsibilities:
a.
b.
c.
d.
e.
f.
g.
h.
i.
j.
k.
Primary Education
Rural water supplies
Primary health care and sanitation
Bye-laws
Regulatory and trade licensing
Social and community development
Self- help housing
Labour intensive public works
Matimela
Remote area development
Physical planning
12
1.5.3.2 District Administration
District Administration, has offices in Kanye, Good Hope and Mabutsane and the
district head quarters is in Kanye.
It is responsible for the following core duties:





Coordination of central government program implementation and District
development plans preparations.
Provision of administrative supervision for all government departments at the
local level.
Facilitation of development in the district through its development and land use
offices.
Coordination of drought relief and other disaster programs.
Provision of supplementary feeding to vulnerable groups and primary school
children.
The department of District Administration has three main units of administration,
development and food relief services. There are some offices, which are attached to the
department, and these include: Civil registration, Election office, AIDS coordination
and Lands. The department also has a task in administration of justice and
solemnization of marriages.
1.5.3.3 Land Boards
There are two main Land boards in the district namely Ngwaketse and Rolong land
boards. Rolong land board has its offices in Goodhope while Ngwaketse main land
board has its offices in Kanye and subordinate land board offices in Mabutsane,
Mmathethe, Moshupa and Phitshane Molopo.
Their statutory responsibilities are as follows:





The granting of rights to use land.
Authorizing transfers of tribal land.
Authorizing changes of use of tribal land.
Cancellation of the grant of any rights to use any land
Imposition of restrictions on the use of tribal land.
1.5.3.4 Tribal Administration
In the Southern District there are two tribal administration authorities namely Barolong
and Bangwaketse tribal authorities. They have their headquarters in Goodhope and
Kanye respectively.
The core duties of tribal administration are as follows:





Promotion of the welfare of members of the tribe.
Informing the tribe of any development projects in the area, which affect them.
Maintaining and preserving cultural norms and heritage.
Encouraging peace and stability within the community.
Encouraging and supporting rural development initiatives at the village level.
1.6 STRATEGIC ENVIRONMENTAL ASSESSMENT PRINCIPLES
Strategic Environmental Assessment (SEA) is an environmental assessment tool applied
at the strategic level of the planning hierarchy, i.e. policies, plans and programmes. It is
of paramount importance to include environmental issues in this plan as we have
observed in the past plans that environmental issues were not thoroughly taken into
account before formulation and implementation of projects.
13
The main aim of SEA is to identify opportunities and constraints that projects will have
on the environment thus enabling comparison of alternative projects. This allows
formulation of indicators and monitoring tools to be used during implementation of the
plan. Strategic Environmental Assessment will therefore examine proposed
developments within the context of ecological objectives of the district; national and
international level thus promoting sustainable development and use of natural resources.
14
CHAPTER TWO
2
REVIEW OF THE DDP5 AND LONG TERM DEVELOPMENT
POTENTIAL
2.1 INTRODUCTION
The chapter aims to evaluate successes and failures of District Development Plan 5 in
its long-term development potential as envisaged during the preparation of the plan, as
well as to review sectoral performance on the plan.
2.1.1
Overview of DDP5 Goals and Objectives
District Development Plan 5 was founded on developmental oriented goals as
summarized below. The development goals for DDP5 were based on the following:








Significant overall output depends on the productive work of a better-educated,
well-trained and adequately equipped labour force. Productive education is
power.
Data has indicated that the stimulus for future growth must come from nonmining activities (in the private sector). The IFS, FAP, RIP and brigades
provide the stimulus.
The benefits of comparative advantages have not been fully exploited. It is
projected that failures in the processing industries provide relevant
opportunities to dissect their causes, propose solution and move forward.
Exploration of reliable local resource base for the small scale processing
industry will favour commercial industrialisation and boost diversification of
the local economy.
Often low market price of primary products acts as disincentive to farmers.
Value added through processing mark-up prices is an important aspect of the
strategy to diversify. Employment will generate household incomes and secure
livelihoods.
Basic social services are essential components of decentralisation of the district
towards planning Areas and sub districts both now and in the future.
Various programmes structured towards enhancement of human capital aim at
offering equality of opportunities to all
Diversification of the economy is necessary for the promotion of social justice
rapid economic growth and sustained development.
2.2 ACHIEVEMENTS/OPPORTUNITIES – DDP5
The District Development Plan 5 was based on the following goals: 

To promote economic diversification with particular emphasis on creating
alternative sources of livelihood for low income household and marginal
communities. The objective has not been met largely because the whole plan
period was characterised by drought therefore resources were channelled to
drought relief measures.
To promote the conservation of natural resources and their sustainable use
toward diversification and broadening income earning opportunities in the rural
areas. In this regard, wildlife utilisation as income earning projects will be
promoted. Despite efforts to encourage the communities in Ngwaketse west to
utilise Control Hunting Area (CHA) SO 2, the process has been very slow.
However there has been some progress as the communities have registered a
15




Trust, but the area is not yet demarcated. There is also an indication of
declining population of wildlife in the CHA.
To extend water supply to all villages to meet the minimum water supply
demand. This has been done with some degree of success however the water
situation in the Mabutsane sub-district continues to be a problem, as there is no
groundwater. Groundwater investigations are continuing in the area.
To develop the Health Care delivery system. The aim is to expand health care
service district-wide (within financial limits) with a view to achieving the
target of WHO’s "Health For All by the Year 2000". This has also been done
with limited success because HIV/AIDS is over burdening the existing health
facilities. The district is also facing the problem of transfers of staff without
replacement and resignations of staff leave most of the health facilities with
skeletal staff.
To continue to provide physical and social infrastructure. The expansion of
physical and social facilities derives from the policy of decentralisation to the
sub-districts. The construction/maintenance of these infrastructures is also a
major priority during DDP5. The district has continued to provide the facilities
however delays were experienced as some contractors were deserting the
projects incomplete. The other problem experienced was shortage of technical
staff to inspect the projects, however after Mid-Term Review some
professionals were employed. The cost escalations of projects also limited the
number of projects that were supposed to be implemented in the district.
Overall, the objective of providing facilities has been met.
To revitalise the extension service to support and guide the efforts of the Plan
and Communities. The Health, Agriculture and Social and Community
Development, IFS will be strengthened to make them more responsive and
result oriented. The district has not been able to make the extension service
effective due to problems such as; the non-functioning of Village Extension
Teams, VETs did not know their roles, this was the major problem identified,
lack of orientation of newly employed officers, transfer of officers without
replacement, lack of commitment, low morale of extension officers due to poor
of working conditions e.g. shortage of housing accommodation and vehicles.
2.3 SECTORAL ACHIEVEMENTS AND CONSTRAINTS – DDP5
2.3.1
Production
2.3.1.1 Crop Production and Forestry
This sub-sector has not improved as projected in the subsequent plans due to a number
of constraints drought inclusive. However labour shortage appears to be the major
problem, majority of arable farmers are old as such they are unable to carry out the
required crop husbandry procedures or increase production.
The table shows the project/activities that were planned for DDP5 and what the district
has been able to achieve.
Table 2.1
Achieved Projects – Arable Sector
Objective
Planned Activity
Achievement
To promote afforestation
650 000 seedlings provided
725 355 seedlings provided
Establish tree nursery
Nursery established at Jwaneng
1 288 diversion channels
111 diversion channels made
346 gully control structures
66 structures achieved
5 fire breaks constructed
11 fire breaks constructed
To Control Soil Erosion
To manage veld fires
16
Objective
Planned Activity
Achievement
Establish Agricultural projects
11 4B clubs to establish gardens
10 4B clubs established gardens
Establish Irrigation schemes
15 irrigation schemes
20 irrigation schemes installed
Promote appropriate land uses
15 drift fences maintained
8 fences maintained
16 new drift fences
3 new fences done
139 projects to be established
12 projects established
8 projects expanded
4 projects expanded
8 projects revived
2 projects revived
38 bee colonies to be established
12 bee colonies established
14 bee colonies to be replaced
19 bee colonies established
10 458 farmers to be trained
7 019 farmers trained
Establish horticultural projects
Establish bee colonies
Train farmers
2.3.1.2 Animal Health and Production
The department realised major success during the plan period. The period started off
with drought and at the mid term review there was some element of flooding and good
rains though late in the beginning of 2001.
Poultry production was the most successful enterprise during the plan period making the
area self sufficient in poultry meat but not eggs.
The problems encountered during the first phase were shortage of manpower and
shortage of transport. Marketing of produce of animal was a major constraint during
this entire period and future programs should address this issue for continuity of the
projects.
Table 2.2
Achieved Projects – Animal Health & Production
Proposed project
Progress
Outstanding
To build 4 T/A houses
10 T/A houses constructed
Nil
Intensify
extension
by
deploying more extension staff
Of the 15 extension areas 14 have
extension agents
Four T/A requested
Conduct in-service courses for
T/As and V/As
95% of T/A trained
To be trained in the next plan
To train farmers
Done on various fields
On-going
Construct 5 loading rumps
2 complete (Mabule &Molopo)
Continue building crushes in
district
Good progress in respect of new
and renovating old ones
Still continuing on going exercise
Continue mobile LAC sales
Two every year done
Target achieved
Finish construction of AI
houses at Tsatsu & Good hope
Complete
Nil
Train farmers on AI
Done once every year
On-going exercise
Vaccination for Quarter Evil
(Q/E), Anthrax, Contagious
Abortion(C/A) and Rabies
1997
1998
1999
2000
2001
Anthra
x
139
861
145
821
189
239
157
587
126 489
QE
47 420
62 120
80 011
86 628
57 966
C/A
18 034
-
19 302
14 262
-
Rabies
6 961
122
033
15 163
9 816
-
17
Proposed project
Establish sub-district office and
LAC Warehouse
Progress
Outstanding
Botulis
m
-
122
033
98 970
-
-
LSD
-
-
-
127
000
-
Good hope - construction on
progress
Gasita – awaiting plot allocation.
P/Molopo – plot available
Phitshane- Molopo
Gasita
Dairy Unit
Periodic visits to dairy projects and assessment of new sites were done to advice farmers
during the plan period. There are 6 new projects established in the district of which one
is defunct. Five dairy courses were conducted for farmers and dairy farmers attended 5
National Dairy Conferences from the district. One individual pasteurising plant has been
established in Mmathethe. Government under NDP8 constructed a Milk Collection
Centre for farmers as a co-operative in Pitsane.
Constraints:



Transport problems to visit projects.
Land allocation for projects was slow.
Dairy animals were not easily available locally and no animals could be
imported from South Africa due to Foot and Mouth Disease outbreak.
Poultry
Government institutions such as Community Junior Secondary Schools were not
allowed anymore to benefit from AE10 or FAP during the plan period. Farmer training
courses conducted were 11 (eleven) and one workshop. A market survey was carried out
for poultry products and 3 (three) Kgotla meetings were conducted to educate the
community on government policies.
Constraints


There were disease outbreaks such as Newcastle that affected some projects.
Poor management of projects by farmers was a major problem.
Small stock
Under SLOCA programme, six (6) small stock dip tanks and handling facilities were
constructed at Malokaganyane, Sesung, Maisane, Lokgwathi, Metlojane and
Mogobiakgomo. There were 56 FAP projects established during the plan period. Even
though most projects were established, there was low off take to BMC. Farmers were
trained on small stock courses and 12 were achieved.
2.3.1.2 Department of Cooperatives
The major objective of the department is to provide technical advisory services that
promote competitiveness, productivity and economic sustainability of cooperatives.
Moshupa Multi-Purpose Cooperative Society expanded its operations by expanding the
supermarket, opening a liquor restaurant and purchasing a truck. The society also leased
properties from Ntlhantlhe Multi-Purpose. However the society has not done well in
supplying agricultural inputs to farmers as the Department of Crop Production and
Forestry have been supplying the farmers with the inputs. Tshwaraganang Dehuller
Milling Group-Ranaka, Kanye Group, Phitshane Molopo and Ranaka multi purpose
cooperatives are not functioning due to liquidity problems, lack of commitment from
members and mismanagement problems. The Western Ngwaketse Marketing
18
Cooperative has been only engaged in livestock marketing since 1996 after the retail
section collapsed. The cooperatives are currently processing the leasing of its premises.
Pitsane Dairy Marketing Cooperative Group consists of nineteen (19) dairy farmers in
the Barolong Farms catchment area. This group is in the process of registration and
once registered it will assume the management of the milk pasteurising plant. The plant
was constructed with the assistance of the Ministry of Agriculture at a cost of P1 700
000.00. The members have to raise funds to enable them to purchase a refrigerated van
and to meet the running costs.
2.3.2
Physical Infrastructure
2.3.2.1 Transport and Communication
Roads
The DDP5 target was to provide reliable access to communities and to areas with
economic potential and supporting decentralisation of services by improving/upgrading
the external road network and strengthening the implementation capacity for
development and maintenance of roads. At the end of the plan period, 62 out of 83
villages (with Primary Schools) can be accessed by tarred or gravel road.
Table 2.3
Achieved Projects - Roads
Planned Projects
Implemented Projects
Upgrading of 392km road
61km upgraded to earth standard
394 to gravel standard
6km to bitumen standard
2 light duty vehicles
3 vehicles bought
4 tipper trucks
4 tipper trucks bought
3 motor grader
1 motor grader purchased
1 front-end loader
Not realised
1 water bowser
Not realised
1 compaction roller
Not realised
Roads – Central Government
The planned projects for the plan were re-construction of Jwaneng – Sekoma road and
construction of Mogobane – Ranaka road. The projects have started in DDP5 but will
spill over to DDP6. Other projects that are being implemented are the Lobatse – Kanye
by-pass that also spills over to DDP6 and the fencing of Kanye-Ramatlabama road has
been carried over to NDP9.
Telecommunications
During DDP5, the projects planned were to develop the telecommunications network in
the Barolong areas including Ngwaketse west. The project is still on going and it would
be completed during the first year of DDP6.
2.3.2.2 District Housing
The district has actually implemented more projects than planned. A total of 234 houses
of which 61 are still ongoing were implemented compared to the 191, which were
planned. Of these houses, 56 are for District Council, 28 for Land Boards, 87 for
District Administration and 63 for Tribal Administration.
19
2.3.2.3 Water Supply
Water and Waste Water
The DDP5 target was to improve the reliability of village water supply systems in the
district by rehabilitating/upgrading village water supply systems, replacement of water
tanks and construction of new water department offices at Good Hope and Mabutsane.
The rehabilitation of water supply systems at Molapowabojang, Lotlhakane East and
Mosi will be carried over to DDP6.
Table 2.4
Achieved Projects - Water
Planned Projects
Implemented Projects
Rehabilitation/upgrading of 37 water supply systems
All have been upgraded/rehabilitated
Replacement of 29 water tanks
20 tanks have been replaced
New Water offices at Good Hope and Mabutsane
Offices constructed
8 new village water systems
8 established
Purchase of truck and 3 light duty vehicles
Vehicles bought
91 villages to have reliable water supply
86 villages have reliable water source
Constraints




Areas with acute water shortage due to low groundwater potential (Ngwaketse
West and Manyana/Ntlhantlhe/Ranaka/Kgomokasitwa area)
Water wastage as a result of livestock watering from public standpipes
Shortage of manpower at senior and junior level partly due to
vacancies/transfers without replacement
Shortage of transport due to limited funds.
Department Of Water Affairs
Additional boreholes have been drilled and equipped at Kgwakgwe and Ramonnedi. To
this effect the water reticulation scheme has been completed as such water supply to
Kanye and Moshupa have been augmented. Therefore the water supply is sufficient and
more consumers are being provided with private water connections and the water works
area has also been extended. The expansion in the water works area has resulted in
increased number of water consumers with subsequent increase in revenue accruing
from private water connections. The introduction of the computerized water billing
system has significantly improved the efficiency in billing and revenue collection.
However there is a serious shortage of trained computer personnel and the available
ones are not easy to retain due to poor conditions of service and low salary offered by
government.
2.3.2.4 Land Servicing/Village Infrastructure
The DDP5 target was improving/upgrading industrial, commercial and residential areas
by providing the necessary physical infrastructure such as tarred roads, bus rank,
parking space, storm water drainage, street lighting to 4 major villages of Kanye, Good
hope, Moshupa, and Mabutsane. These projects have not been met in spite of increased
funds due to the large amount of funds these projects require. Only 2 villages, Kanye
and Good hope have improved their physical infrastructure during the plan period.
Infrastructure development for Kanye stage 2, Moshupa and Mabutsane will be carried
over to DDP6.
Constraints

Labour intensive methods delays road works as it attracts old people.
20


Lack of adequate manpower to decentralise for better supervision of projects
and other road works. This has reflected badly on Council’s performance
(expenditures) and has sometimes resulted in the reduction of funds provided
to Council. Lack of base maps and cadastral surveys.
Delays in release of funds that are usually insufficient to undertake projects.
2.3.2.5 Power
Electricity
Electricity supply is improving through the village electrification programme. During
DDP 5, all villages that were planned for power connection have been connected, these
are: Mabutsane, Khakhea, Mabule, Metlojane, Rakhuna, Magotlhwane, Ntlhantlhe,
Sedibeng, Ramatlabama, Moshaneng, Gathwane, Lotlhakane East, Lekgolobotlo, and
Kgomokasitwa villages were electrified.
Solar Energy
Solar energy is mainly used for water heating through out the district, mostly in
government and council houses. Council is also using the energy for health and school
facilities for lighting.
2.3.3
Industrial and Commercial Development
2.3.3.1 Integrated Field Services (IFS)
IFS is charged with the responsibility of promoting the development of industry and the
transfer of technology through a variety of public policies and programmes aimed at
diversifying the economy, increasing employment opportunities, developing local
entrepreneurship and increasing the participation of Batswana in industrial projects.
During DDP 5 much emphasis was placed on training. The department offered a
number of short courses on business management and technical training. Even though
training was provided, production on the small-scale projects did not improve.
Table 2.5
FAP Grants During DDP 5 - Southern District
Project type
No. Of
projects
Agriculture
approved
Total investment in
pula
Total
FAP
grant in pula
Projected
employment
648
39 149 084.69
31 426 504.31
1 623
Industrial
488
48 511 222.77
15 179 954.58
1 840
TOTAL
1 136
87 660 307.46
46 606 458.89
3 463
Source: IFS - Southern
2.3.3.2 Wildlife & National Parks
The department was supposed to assist the community on the Bird Sanctuary at
Mmakgodumo, but the project ha not yet started. The Vultury at Manyana project did
not take off the ground due to the fact that the cape vulture, which used to nest at
Manyana, migrated to Manyelanong as such there are no vultures in the area since 1998.
The Gasita Game Ranching project was not implemented due to the conflicts existing in
the area as some borehole owners around the area are against the idea of having a game
ranch.
2.3.4
SERVICES
2.3.4.1 Health
The health goal has been to develop the health care delivery system and expand the
health care services district-wide by providing sufficient manpower and necessary
facilities.
21
Table 2.6
Achieved Projects - Health
Planned Projects
Implemented Projects
1 clinic
1 clinic
4 maternity wards
3 maternity wards
2 health posts,
3 health posts
24 nurse’s houses
44 nurse’s houses
11 incinerators
8 incinerators
2 DHT offices
2 DHT offices
14 DHT houses
6 DHT houses
11 vehicles
11 vehicles
15 radio communications
9 radio communications
Constraints





Due to lack of accommodation (currently the shortfall is 74 houses), nurses
have to seek accommodation in private homes and VDC houses outside clinic
premises; this adversely affects service to patient after hours.
Shortage of transport affects the management of programs by District Health
Teams (shortfall of 15 vehicles).
Shortage of manpower. This is worsened by transfers without replacement and
resignations therefore clinics run with skeleton staff.
DHTs have not been expanded to include specialised services like eye nurse,
dentist, and occupational health.
Insufficient and irregular supply of drugs.
2.3.4.2 Environmental Health
During DDP5, the goal for the Environmental unit was to maintain a high standard of
environmental health services in order to reduce the incidence of preventable and
communicable diseases.
Table 2.7
Achieved Projects – Environmental Health
Planned Projects
Achieved Projects
Kanye landfill and 6 refuse disposal sites
Not Done
3 vacuum tankers, 3 refuse trucks and 2 tipper trucks
4 Vacuum tankers, 5 Refuse trucks, 1 Tipper truck
Latrine construction by providing 3000 substructures
837 sub structures & 215 dry compost latrines
Constraints
The following constraints/problems have been identified:



Shortage of waste collection vehicles to cover adequately the whole district,
including specialised vehicles for transporting medical waste and builders’
rubble.
Lack of properly designed facilities to dispose off liquid waste, which is
currently being disposed off in a burrow pit and seriously posing a threat to
groundwater aquifers (contamination).
With regard to the latrine construction program, beneficiaries take time to
register and prepare the pits and some beneficiaries also take a very long time
to build the superstructures. Funding was not released during the first two
22

years of the plan because of the threat of these toilets to contaminate
groundwater.
Shortage of manpower to supervise sanitation activities at community level.
2.3.4.3 Education
Primary
The main goal of the district IS to improve primary education by providing the
necessary facilities and equipment.
Table 2.8
Achieved Projects - Education
Planned Projects
Implemented Projects
314 classrooms
287 classrooms
238 teacher’s quarters
373 teacher’s quarters
14 administration blocks
5 administration blocks
9 school kitchens
5 kitchen/stores,
318 pit latrines,
200 toilets
1 special education facility (Kanye)
2 special education facilities
2 buses.
2 school buses, 2 mini buses, 2 trucks and 3 light
duty vehicles
Secondary and Tertiary Education
There was a provision in DDP 5 to upgrade some CJSS in the district to increase
capacity, but due to financial constraints most of the schools were not upgraded. The
expansion of Seepapitso and Moshupa senior secondary schools is on gong and would
spill over to DDP6. The Kanye Education Centre was constructed during the plan
period and it is in operation. The Moshupa brigade has been established but the first
intake for the brigade would be in 2004/05.
2.3.4.4 Social and Community Development
The Social and Community Development assists communities under the Community
Projects programme to identify and solve their economic and social problems by
providing financial support, skill and leadership training (running various training
workshops) and strengthening the extension service.
Table 2.9
Achieved Projects – Social & Community Development
Planned Projects
Achieved Projects
Assisting 19 villages with block grants
4 block grants have been issued
57 small projects
6 small projects
16 pilot components
Not Done
38 micro projects
Not Done
2 trucks and 1 light duty vehicle
One truck has been provided
Constraints

Continuously increasing, in the case of orphans escalating numbers of clients,
whereas the necessary manpower and the supporting infrastructure, in
particular transport, have not been made available (e.g. orphan care) or are not
23



been increased to the same extent. For an ideal situation the staff need at least
to be doubled in all three programmes.
Specialised manpower is needed or the existing manpower better trained on
acts, legislation, proclamations, policies and other blue prints like short- term
plans and in handling disaster.
Lack of education on the part of the community regarding the orphan care
program.
Communities find it difficult to raise the required contribution of 10% or 25%
in some cases for Community Projects.
2.3.4.5 Remote Area Development Programme (RADP)
The DDP5 goal under this department was to promote economic diversification with
particular emphasis on creating alternative sources of livelihood for low income
households and marginalized communities by providing physical infrastructure,
supporting institutional building, promoting productive income and employment
opportunities and strengthening extension services.
Table 2.10 Achieved Projects - RADP
Planned Projects
Implemented Projects
1 village water supply scheme
Assisting in 31 small-scale industrial projects
14 small-scale projects were initiated and
9 projects are operating
Distributing 400 goats, 275 cows and 12 bulls
560 heifers, 23 bulls, 650 female goats
and 65 rams have been distributed to 239
beneficiaries.
2 light duty vehicles and 1 truck
1 truck and 3 light duty vehicles have
been provided
2 staff houses
Not Done
Constraints


The sustainability of the projects, in particular of most of the small-scale
industrial projects but also of the cattle purchase scheme, is questionable,
especially due to market problems, poor business management skills and lack
of embarking on feasibility studies before engaging in the projects. There is a
need for close monitoring the projects and timely interventions.
Due to the low potential of potable groundwater in the Mabutsane Sub District,
some RAD settlements in this area have a problem of water supply for the
successful implementation of agricultural projects with a higher water demand,
i.e. horticulture and poultry.
2.3.4.6 Labour and Social Security
The Department of Labour and Social Security provides labour administration services
and these include mediation of labour disputes, provision of labour and factory
inspectorate services, work permit processing, apprenticeship training and testing,
workers safety and health management as well as workers compensation administration.
During the DDP 5 plan period the department has been covering Southern District from
Lobatse and Jwaneng offices, as they have not yet decentralised to the district. The
Labour department will continue to provide these mobile services, until an office is
constructed in Kanye.
2.3.4.7 National Museum, Monuments and Art Gallery
The primary goal of the National Museum is to preserve and promote Botswana’s
cultural and natural properties for now and for posterity. Oral traditions also form an
24
integral part of this process. A community museum, Kgosi Bathoen II (Segopotso), was
established in Kanye in 1999. The museum is housed in the former District
Administration offices. During DDP 5 plan period the museum carried out several
exhibitions including; Local Artists, Bessie Head and World War II Veterans. The
museum is having financial constraints to run planned activities.
2.3.4.8 Culture and Youth
In southern District there are two operating youth offices in Kanye and Good Hope. The
Kanye office covers 50 villages whilst Good Hope office covers 49 villages. District
Youth Office’s structure is very thin to the extent that district officers are over burdened
and overstretched in terms of their areas of coverage.
Achievements Of Youth Affairs During DDP 5/ NDP 8





The department decentralized and established an office in the district to assist
in youth issues
Assisted youth with grants for youth empowerment i.e. is promoting youth
initiatives and projects
Review of District youth Councils to deal with all aspects of youth
Development
Developed networking, collaborative mechanisms and a directory of youth
clubs particularly out of school groups.
Conducted a variety of workshops, seminars, training, youth symposiums,
youth festivals/ rallies and HIV/ AIDS campaigns
Constraints


Guidelines for funding these projects are not yet approved, and there is no
committee in place to assess the projects, therefore the officer awards alone,
yet the officer is not trained on project assessment and monitoring.
There are no penalties for young people who default.
2.3.4.9 Botswana Police
During DDP5, two (2) police stations were planned for implementation. They have all
been implemented and these are Sejelo Police Station in Kanye and Mabutsane Police
Station. The housing units for Kanye, Mabutsane have been completed and Moshupa
(10) will spill over to DDP6. The increase in manpower met the requirements of new
facilities and extension of the existing stations. It was not possible to expand manpower
to most existing stations due to lack of office and housing accommodation.
2.3.5
District Institutions
2.3.5.1 Tribal Administration
The table below shows the villages that the Customary Court Offices were built during
DDP5 and those not implemented due to financial constraints.
25
Table 2.11 Achieved Projects – Tribal Administration
Projects Realised – Kgotla Offices
Projects not Done – Kgotla Offices
Kgoro, Tlhareseleele, Cwagare, Ramatlabama,
Mmakgori, Ga Segwagwa, Mokgomane, Lotlhakane
West, Manyana
Leporung, Mokhomma, Gasita, Molapowabojang,
Sedibeng, Thankane & Kanye
2.3.5.2 Land Board
The district has planned to implement five (5) Land Board offices at Phitshane Molopo,
Mmathethe, Moshupa, Mabutsane and Maokane. Three projects were implemented
(Phitshane Molopo, Mmathethe and Moshupa). The rest would be carried over to
DDP6.
2.3.5.3 District Administration
The coordination role played by District Administration in the district remains
important, but it is limited by inadequate manpower and logistics such as transport.
This is even made worse by the departments that are established in the district and the
DA has to support them with the limited manpower and transport.
The
development/planning cadres still remain a problem and need to be increased so as to
effectively and efficiently cope with the ever expanding government services to rural
areas and strengthen further the institution’ coordination role. The warehouse that was
planned for Mabutsane has been constructed and this has improved food distribution in
the Ngwaketse west.
2.3.5.4 Council
Rural administration centres
One of the big projects implemented in the district during DDP5 is the Mabutsane Rural
Administration Centre (RAC). Over and above the new RAC for Mabutsane, the district
had planned to upgrade Kanye and Good Hope RACs but due to lack of funds these
could not be done.
Council Chamber – Kanye
Construction of a Council Chamber in Kanye is ongoing at 98%. The project was
funded under Development fund. Funds amounting to P1.06m have been allocated for
the completion of the project for the 2003/04 financial year. The project is not left any
major construction works and the funds will be mainly for utility services (power,
water, telecommunications) and finishing stages.
Local Authority Development Grant
This programme has had a problem of funding for the whole plan period. All the
planned projects two (2) Mechanical Workshops – for Good Hope and Mabutsane,
Upgrading Workshop at Kanye and Warehouse at Mabutsane could not be implemented
due to insufficient funding. The only projects that were implemented are purchase of
vehicles – two (2) trucks for S&CD and RADP, a light duty vehicle for RADP and
wiring of Council and Land Board houses at Mabutsane.
Maintenance of public facilities
Poor maintenance of public facilities (especially education and health facilities) has
been a public outcry in the entire district. Funding of maintenance projects under
recurrent was quite insufficient to cope with the maintenance requirements of all the
facilities. Introduction of the Maintenance of Public Facilities vote (a capital fund vote)
came as a rescue because with the funds allocated under this vote a large scale of
projects could be covered.
26
Currently the district is undertaking various projects worth P5, 706,747.00 across the
district. Table 2.6 below shows the number and location of facilities that are covered
under the first batch of the maintenance programme.
Table 2.12 Projects Implemented Under Maintenance of Public Facilitators
Project Component
Qty
Location
Upgrading of staff houses
19
Kanye (15), Pitsane (4)
19
Pitseng, Moshupa, Digawana, Mmakgori, Khakhea
Motsentshe, Tshidilamolomo, Khonkhwa, Tshwaane,
Mokhomma, Lotlhakane West, Ralekgetho, Moshana
Selokolela, Magotlhwane, Sebego, Sekhutlane,
Mabutsane, Lorolwane
Maintenance of Education facilities
17
Sebego, Motsatsing, Matsaakgang, Makaba, Rachele,
Mokgadi, Kgabophuti, Lotlhakane East, Gatlhwane,
Mokgomane, Kgoro, Phihetswane, Sedibeng,
Thankane, Cwaanyaneng, Mokhomma, Samane
Maintenance of S&CD offices
4
Molapowabojang, Phitshane
Mmathethe
Other Council facilities
2
Good Hope, Mabutsane Water offices,
Maintenance/
facilities
upgrading
of
health
Molopo, Digawana,
2.4 CONSTRAINTS/CHALLENGES IN DDP5











Insufficient resource allocation for planned projects has led to postponement of
projects.
The District continues to experience cost overruns as a result of delay in
implementation of development projects, policies and programmes caused by
lack of capacity, unskilled personnel, brain drain and defaulting contractors.
The management of transport remains a major challenge. Most departments are
operating without adequate transport and equipment.
The scarcity of drinking water especially in the Mabutsane sub district is still a
problem. Most of the boreholes drilled, either have poor quality water or they
are blank. This hampers some developments to be put up because of water
scarcity.
Unserviced commercial plots in major villages was a problem, but Kanye and
God Hope, the servicing of the plots is on-going and will spill over to DDP6.
Shortage of housing and office accommodation for both Central and Local
Government needs to be critically looked into especially in the interest of
productivity and decentralisation.
Mushrooming of settlements is a serious problem. The settlements want to be
provided with essential services such as health, water and primary education.
Poverty and unemployment which has been exacerbated by HIV/AIDS
epidemic has also been a major challenge for DDP5 and will continue so in
DDP6
Environmental degradation caused by over grazing.
Poor waste disposal
Veld fires.
2.5 LONG TERM POTENTIAL DEVELOPMENTS

Promotion of economic diversification: this will entail vigorous support in
the form of training of entrepreneurs in the aspects of project identification,
management and marketing. In this regard, relevant stakeholders such as IFS,
27




2.5.1
Agriculture, RIIC, etc will be expected to take the lead. The manufacturing
industry has grown from 3% in 1991 to 6.4% in 2001; therefore it can be
intensified in the district to promote diversification. The tourism sector also
has potential in the district, as there are some sites such as Manyana,
Mmakgodumo, etc that can be developed. The National Master Plan for
Arable Agriculture and Dairy Development (NAMPAADD) can also be
utilised in Barolong farms area where the soils are very good for arable
farming.
Promotion of conservation of natural resources and their sustainable use
for income earning opportunities:
o The district needs to be strengthened to perform its role of extension
effectively. Transport and provision of trained/re-training of existing
manpower is necessary.
o The promotion of alternative energy sources such as coal, solar power
technology. Government institutions should take a lead role in promoting
these technologies.
o The district to vigorously educate communities on utilising natural
resources to create income-earning opportunities.
Investigation and expansion of water resources to support agribusiness:
o The small dams section in the Ministry of Agriculture should play a
major role.
o The district should also educate communities on conservation techniques
on the use of water.
o More research on groundwater investigations and uses should be done.
Continued provision of physical and social infrastructure.
o Service provision to also consider economic potential of regions. For
example, productive areas to be given priority. This is not to disregard
social dimensions.
Cost Recovery.
o It should be carefully implemented so as to target according to ability to
pay and/or level of use by individuals. It should be consistent with redistribution of resources from the better off to the needy, at the same
time without being used as penalty or disincentive to the former.
Development Potential
There are a number of potential economic development growth areas that can be further
looked into during the implementation of DDP6. These are:
2.5.1.1 Agriculture
The growth potential for this sector will be based upon increasing the level of
commercial farming. With the implementation of NAMPAADD, farmers can group
themselves and venture into commercial farming. Areas around the Barolong area can
venture into arable farming whilst those in the western part of the district can intensify
pastoral farming, as there is potential for fencing ranches.
2.5.1.2 Tourism
There is potential for the tourism sector to be of importance to the district. The
communities can be encouraged to utilise the Wildlife Management Areas (WMAs) in
28
the district to go into eco-tourism, game farming and establish any other tourism related
activities in the area. The Trans Kalahari Highway passes through the district and it
serves as a link between South-Africa, Botswana and Namibia and it’s a coast-to-coast
corridor (Maputo-Walvis Bay corridor) linking Botswana, Swaziland, Mozambique,
Namibia and South Africa. Support infrastructure for tourism such as accommodation
facilities, vehicle repair and related services, fuel points, etc is still limited, therefore it
is an area that the district has potential.
2.5.1.3 Formal and Informal Businesses
With the servicing of Kanye and Good Hope villages, there is potential for plot owners
within these areas to develop them so as to create formal and informal employment.
2.5.2
Development Constraints
The National Master Plan for Arable Agriculture and Dairy Development encourages
farmers to group themselves so as to be productive. Experience has shown that
syndicating is not effective in the country; most syndicates’ projects have collapsed.
Community projects can do very well, but it is still difficult for the benefits of these
projects to trickle down to the household level. Most of the households within the
community are not benefiting, except for those who are employed in the project.
The market for tourism in the country is still limited, and most people do not have the
marketing and entrepreneurial skills to start and market their businesses.
2.6 LINKS TO NDP9 THEME
The theme for the National Development Plan 9 is ‘Towards Realisation of Vision
2016; Sustainable and Diversified Development Competitiveness in Global Markets.’
The DDP6 is enshrined in NDP9, which emphasises on economic diversification for
employment creation and poverty alleviation and environmental conservation. The
district’s development goals also try to address these issues.
29
CHAPTER THREE
3
DDP6 DEVELOPMENT GOALS & OBJECTIVES
3.1 PLANNING FRAMEWORK
The theme for National Development Plan 9 is “ Towards Realisation of Vision 2016:
Sustainable and Diversified Development through Competitiveness in Global Markets.”
The District Development Plan is in line with the National Development Plan 9 goals
and objectives and they will therefore make specific reference to the strategic plans of
the Ministry of Local Government and other ministries, which are geared towards
realisation of Vision 2016 goals.
3.1.1
Vision 2016
The vision envisages a society at full employment with equitable income and no
absolute poverty. The National Development Plan 9 theme emphasises on
competitiveness in the global market, which is essential for sustainable development,
which in turn, will reduce unemployment and poverty. The Southern District
Development Plan 6 through its set goals and objectives commits itself to actualizing all
pillars of Vision 2016 with specific attention given to provision of basic infrastructure
and services including safe water, waste disposal, telecommunication, health, education
and recreational facilities
3.1.1.1 An Educated, Informed Nation
The district through different sector will work towards improvement of the education
systems and information dissemination. One the district’s goals is to improve the
standards of living of the community in Southern District. Education has been viewed as
an investment leading to higher quality of human capacity and productivity and better
quality of life. The district has therefore put public education as its objective to achieve
improved living standards for its community. Through different sectors the community
will be educated on different aspects. Workshops will be conducted to educate the
community on government schemes and programmes and the district will also provide
entrepreneurial training for the youth and the Remote Area Dwellers (RADs).
Under its goal of providing adequate and quality infrastructure the district has as one of
its objectives, provision of adequate education facilities. This will target pre-primary,
primary, secondary and non-formal education. Through provision of infrastructure the
district will be improving access and quality of education. During DDP5 the district
tried to implement the Revised National Policy on Education, especially in provision of
teachers quarters, classrooms, toilets and Administration Blocks. In DDP6 the district
aims at eradicating the backlog of education facilities – classrooms and teachers
quarters (to attain classroom/pupil ratio of 1:35 and provide each teacher with a 2 bed –
roomed house), toilets, construction of a few new primary schools to relieve the existing
ones and to provide more access to areas that were not covered in DDP5. Provision has
also been made for construction of Science Rooms, Resource Centres, Special
Education Facilities, Administration Blocks and provision of power. Furthermore, the
district is providing two teacher schools for small and Remote Area Development
settlement. As an effort to enhance equity in provision of education, through the Remote
Area Development and Social and Community Development departments the district is
encouraging and also providing pupils with the necessary support for them to attend
school.
On secondary education there will be upgrading of Seepapitso and Moshupa Secondary
Schools and construction of a new senior school for Goodhope. On tertiary education
30
the district will upgrade Kanye Brigade and a proposal for a new brigade at Moshupa to
increase access to technical education.
The district also aims at improving access and quality of pre- school education through
closer monitoring of licensing of pre – schools and through the Social and Community
Development department, the district will assist in construction equipping and staffing
community Day Care Centres, will also assist in training and running workshops for
community Day Care Centre staff
A regional office for the department of Information and Broadcasting will be
constructed in Kanye and district offices will be constructed at Goodhope and Moshupa
to provide adequate office accommodation. This will improve the district’s services on
publication for BOPA, Radio Botswana and Botswana Television.
The district also realises information dissemination through the National Library
Services. A new public library, extension of Kanye public library as well as mobile
libraries has been provided for in DDP6.
3.1.1.2 A Prosperous, Productive and Innovative Nation
Public Sector Reform is one important aspect in achieving sustainable economic
diversification. The government needs to make the public sector more efficient and
accountable through implementation of programmes like Performance Management
System, computerisation, decentralisation and privatisation.
The district, like the rest of the country has had problems of poor implementation of
planned projects/ programmes, which to some extent has been due to lack of
productivity on the public sector. In an endeavour to address this problem the district
has put as one of its goals, improvement of service delivery in the public services and
that will be achieved through continuous training on Performance Management System
for the entire public service. In addition to that further decentralisation of some
functions, privatisation and computerisation will be continued in this plan period.
Citizen empowerment through education and training and hand infrastructure
development in the district will go a long way in encouraging industrialisation and
foreign investment. The district plan has made provision for infrastructure development
projects like the Moshupa internal roads, sewerage project in Goodhope and Kanye
Infrastructure project (continuing from DDP5). The district also has six RADs
settlements for which the plan has provided for entrepreneurial training and assistance
for implementation of income generating projects.
The Southern District is also facing a challenge to make agriculture productive and
profitable. The district will implement agricultural policies and programmes aimed at
improvement of food security through adoption of high productive resource efficient
technologies and practices and promotion of natural resources
Availability of quality housing and shelter plays a major role in public health and
productivity. When the programme was started during DDP5 it was based in the district
headquarters of Kanye, Goodhope and Mabutsane. In DDP6 the district will be
extending SHHA to cover more communities, recently few 18 more villages Moshupa,
Manyana, Mabule, Pitsane, Phitshane Molopo, Mokgomane, Mmathethe, Digawana,
Molapowabojang, Lotlhakane East, Mahotshwane, Sekoma, Keng, Khonhwa, Itholoke,
Khakhea, Morwamosu and Kokong. Provision has been made in the plan for
improvement in transport for material delivery and project supervision hence the
programme would be easily extended to other areas.
3.1.1.3 A Compassionate Just and Caring Nation
Through implementation of government policies/ programmes the district will provide
social safety nets like destitution, orphan care, home based care and pension. Poverty
alleviation in the district is addressed by provision of economic resources especially for
31
selected groups of the community like the Remote Area Dwellers and the youth through
Remote Area Development Programme (RADP) and Youth development programme.
By end of DDP5 the district needs with regard to provision of access to health facilities
was not met. The district has been operating with only two hospitals, Goodhope Primary
Hospital and Kanye Seventh Day Adventist hospital. The nearby towns of Jwaneng and
Lobatse have assisted in provision of health services including environmental health
services like the incinerator. The district has during this plan period proposed for two
new hospitals to improve access to health services and a regional landfill with an
incinerator in Kanye. In additional to that there will be construction of new clinics,
health posts and upgrading of existing facilities, reduction of HIV/AIDS spread and
impact through health education and Community Home Based Care. Furthermore the
district will mainstream AIDS into development projects during implementation.
3.1.1.4 An Open, Democratic and Accountable Nation
Openness, democracy and accountability can be realised where there is transparency,
political freedom and where the community has an understanding of their role in
governance. This can only be achieved through public education, and the district will
with the assistance of the Independent Electoral Commission provide the public with
information to make them aware of their responsibility in political leadership and the
importance of their participation in selection of their leaders. The district, through
department like Social and Community Development will also continue to educate
community representatives like the Village Development Committees and village
leaders on issues relating to government policies and programmes would encourage and
programmes. Through continuous consultations and community mobilization on issues
relating to developments of the local community the district will achieve openness,
democracy and accountability as that will keep people aware of what is going on and
also allow them to make contributions.
3.1.1.5 A Moral and Tolerant United and Proud Nation
Preservation and promotion of the community’s culture and history is an important
aspect of pride, and tolerance and acceptance of other people’s cultural, ethnicity or
spiritual values indicates morality and could encourage unity in the society. The district
plan encourages and supports the community’s preservation through projects like the
museums and monuments. The district’s community museum, Kgosi Bathoen II has
carried out several exhibitions during DDP5 and plans to continue carrying out
exhibitions and also increase its collection of cultural objects. Other projects include
fencing and conservation of historical sites like the Gasita pan, “Lenao la ga Matsieng”
in the Kanye area and Livingstone Tree in the Manyana area. The district also has in its
plan the observation or commemoration of Youth Cultural day, Women’s Day lead by
the department of Youth and Culture and BOFWA.
Sports and recreation is also used to display peoples norms and values, and they are also
tool for unity and pride. To encourage sports and recreation the district will construct a
sports stadium in Kanye and at least four Youth Centres and two recreational facilities
will be constructed under the Community Development programme. One of the
objectives for these recreational facilities is to discourage immoral practices like alcohol
abuse, especially for the youth.
3.1.1.6 A Safe and Secure Nation
Safety and security can be ensured through protection and law enforcement by
government institutions of Tribal administration, Botswana, Local Police and Prisons.
The district is faced with crime to the same extent as other local districts, with cases
varying from stock theft, robbery, assaults, rape and murder. The district plans to
increase and improve its coverage in crime prevention through construction of
customary courts in 20 villages. Social safety will be maintained by attending to natural
32
disasters like fires, floods and drought through the Drought Committee and District
Disaster Committee (operating in case of outbreaks – with the assistance of the National
Disaster Committee and Office of the President.
3.1.2
National and Environmental Key Issues
The Key Environmental issues highlighted as the nations main concerns are; natural
resource utilisation, land and water, wetlands conservation, pollution, waste
management and use of firewood for energy. The main challenge facing the nation now
is to work towards efficient and sustainable and optimal use of natural resources, to
raise productivity of resources and reduce wastage.
3.1.2.1 Pollution and Waste Management
The district has experienced air pollution, though very minimal and specific to large
centres - Kanye and Goodhope. Due to poor waste management (lack of abattoir, lack of
sewerage systems) some areas are characterised by bad smells from liquid waste from
some of the village institutions like the primary hospital in Good hope, prison, the mall
area in Kanye and also from some local butcheries. Land and soil pollution has also
existed due to both untreated solid waste and littering.
Underground water pollution was experienced in Mabutsane and the problem was
attributed to the location of graveyards near a water source.
3.1.2.2 Use of Firewood for Energy
Southern District as a rural district still has a majority of its population using firewood
for energy. That has resulted in land degradation and it is evident that there has been
depletion in firewood sources in village surroundings, as people now have to travel long
distances to fetch firewood.
3.1.2.3 Land
Overgrazing in some areas has occurred and that has resulted in land degradation. With
persistent droughts, it will take time for the land to recover. The other issue on land is
the high demand for land in residential areas, which has resulted in villages expanding
into lands / farming areas.
3.1.2.4 Water
Water shortage and poor water quality has been a problem especially in the western part
of the district.
Livestock watering in public standpipes is another issue of concern in the district. The
communities have been addressed and efforts were also made to enforce byelaws on
water misuse but with difficulties as the offenders normally water their livestock during
the night.
The district has a task to protect the environment through proper waste management,
avoid pollution and discourage use of firewood for energy. It also has the responsibility
to manage land use, to provide sufficient potable water and control / ensure proper use
of water.
3.1.3
Ministry of Local Government - Strategic Plan
The Ministry of Local Government is charged with the responsibility to provide basic
physical and social facilities to the communities. The Ministry's strategy is based on the
seven pillars of Vision 2016 with the overall objective of being a competitive and
customer focused centre of excellence. This would be achieved through embarking on
comprehensive public sector reforms.
The Ministry's Strategic Plan consist of six Key Result areas (KRAs) namely:
a.
Employee competency
33
b.
c.
d.
e.
f.
Customer satisfaction
Policy implementation effectiveness
Ministry leadership effectiveness
Community quality life
Productivity and organisation effectiveness
To achieve its goals the Ministry will roll out the PMS concept to Local Authorities and
request them to produce strategic plans that are in line with the Ministry's strategic plan.
All the local institutions in district are aware of PMS and have a responsibility to put
PMS concepts into use.
3.1.4
District Key Issues
The district's Key issues are as follows:
3.1.4.1 Poor Implementation and Monitoring Of Planned Projects
Projects were not implemented as planned, some projects were either started later than
planned or left out altogether without consulting the affected community. The
implemented projects also took very long to complete. It was indicated that consultation
is very important, in case projects are not taken up, either due to non-funding, change of
priority or any other reasons, and even in case of slow progress in project
implementation stakeholders should be informed.
3.1.4.2 Poverty/ Unemployment
Lack of employment opportunities in the district especially in the rural villages, which
form the majority of the population. A large proportion of the population, especially the
young, are affected and they tend to migrate to the district towns of Jwaneng and
Lobatse and even Gaborone and also to the district centre - Even in case of slow
progress in project implementation Kanye to look for employment.
3.1.4.3 Shortage Of Education Facilities (Teachers' Quarters, Classrooms and Toilets)
The district has done a lot in trying to reduce the backlog on education facilities. On
teachers quarters the district implemented more than planned, classroom 91 % of
planned projects was implemented and toilets 63%. From the consultations the major
outcry was on shortage and lack of maintenance of school toilets followed by shortage
of teachers quarters which resulted in teachers sharing houses and some even
commuting from nearby major villages/towns (commuting would also be for other
reasons e.g. to stay with family)
3.1.4.4 General Shortage Of Office And Residential Accommodation For Tribal
Administration Staff
There is a general shortage of accommodation for Tribal Administration staff. VDC
houses are used for both office and residential accommodation.
3.1.4.5 Poor Maintenance Of Facilities
This was a major outcry during the consultation. Public facilities especially schools
were left for too long without being maintained. The district had problems of lack of
capacity and shortage of funding as maintenance was done through recurrent. With the
introduction of the new Public Facility Maintenance programme funded as a capital vote
the district hopes to do much better since the problem of funding and poor capacity will
be alleviated because the district can now contract most of the maintenance works
3.1.4.6 Poor Waste Management
The district has a problem with both solid and liquid waste disposal. There is a serious
need for a large-scale waste disposal site (a landfill) at one for the Kanye and one for
34
Goodhope catchments areas. Clinical waste is currently disposed off at Lobatse from all
areas in the district.
Another equally serious problem is the lack of sewerage stabilisation ponds in Kanye.
The village is the largest in the district and the fourth largest in the country (ref. 2001
Census report), with a population of over 42,000 people and a number of institutions
like, the hospital, a Senior Secondary School, 6 Junior Secondary Schools, a Vocational
School, Brigade and many others. The hospital has a sewerage pond that is too small to
even accommodate it alone and waste generated by the hospital has become a health
hazard to the nearby community.
3.1.4.7 Lack of Food Quality Monitoring Facilities
There is need for an abattoir/slaughter house in the district. There is not a single one in
the district. Animals are slaughtered at butcheries and sold to people un-inspected.
3.1.4.8 Excavation/ Extraction Of Sand From Natural Sources
There was a concern that there is lack of control / management of excavation of sand/
pit sand from streams / rivers. And with the ongoing constructions around the district
this has left the streams with no sand to hold water during the rainy seasons. The
communities were advised to form committees that would be responsible to make sure
that legal action is taken against anyone who excavates sand without a permit from
Mining department. Contractors will have to produce their permits to the village leaders
when they extract materials from their areas.
3.1.4.9 HIV/AIDS
HIV/AIDS has affected the district; even if there was still some sense of denial the
communities are aware of the effects of the epidemic. In the rural areas agriculture is
affected as the people (the labour force), are either sick or caring for the sick and
leaving very little or even no time to do agricultural activities.
3.1.4.10
Water Shortage And Poor Water Quality
The district has water problems especially for villages in the Western part of the district
(Mabutsane sub district). The water is either not adequate or not of good quality. A
regional ground water survey has been undertaken for the Mabutsane area and the
consultant is in the process of producing a report and that will probably assist in
identifying better water sources for the region.
3.1.4.11
Productivity In Public Sector.
This was also an issue of major concern. It was in relation to the poor implementation of
programmes and poor public relations by the public sector – a national outcry. The
communities had a strong feeling that the slow implementation of projects was due to
lack of supervision by the responsible workers. Also on maintenance the communities
complained that even if maintenance needs were reported to the relevant office no
action is taken.
3.1.5
Respective Long Term District Plans
The district has a draft District Settlement Strategy that was done in 1994 for a 20-year
period (from 1991 to 2011). The purpose of this strategy is to come up with a settlement
hierarchy and provide guidelines for the location of infrastructure and services to each
level of settlements. It guides government developers as to which settlements to
concentrate their resources depending on the settlement's growth potential.
Other district long - term (24 year) plans available for the district are the development
plans for Manyana (1999 – 2023), Moshupa (2000 – (2024), Mmathethe (2000 – 2024),
Kanye (1996 - 2020) and Mabutsane. These plans are aimed at addressing, in a rational
comprehensive manner the development growth of the settlements. The plans set out
35
policy statements and proposals, which deal with major issues of population,
employment, land use, social and community needs, transportation and infrastructure
development in the settlements. The scope of the plans is such that it makes proposals
for the built up areas and preparation of detailed layout plans for the proposed zoning of
the villages.
The district development plan covers partly the proposed projects for the Village
Development plans. Some of the projects proposed for DDP6 are detailed layout plans
for all villages, infrastructure development – design for Moshupa Internal Roads and
Street Lighting, a bridge for Kolobeng river in Manyana, New Health Post and Primary
Hospital at Moshupa, Primary Hospital at Mabutsane, a new clinic at Mmathethe, one
additional school at Moshupa and at Manyana as well as provision of education
facilities (classrooms, teachers quarters and toilets) to all the other villages.
3.2 DDP6 - OVERALL GOALS AND OBJECTIVES
3.2.1
Summary of Key Issues
3.2.1.1 Environmental






Waste Management - Council takes too long to collect refuse and that mainly
because there is shortage of refuse collecting vehicles.
There is a serious need for sewerage stabilization ponds in Kanye village. Lack
of sewerage ponds in the village leaves the environment prone to pollution.
Lack of Food Quality Monitoring Facilities. Without any facility for food
quality monitoring (slaughter house/ abattoir) the district is faced with a serious
problem because animals are slaughtered at butcheries and sold to the public
not inspected and leaving the butchery back yards with unbearable smells.
Over harvesting of natural resources (Excavation of sand, pit sand and gravel
for construction and use of firewood for energy especially in rural areas).
Water shortage for villages in the western part of the district. The water is
either not adequate or of poor quality.
Outbreak of veld fires - in the western part of the district (Mabutsane sub
district) veld fires have been a common feature and have left the area
completely depleted of it vegetation.
3.2.1.2 Social




Lack of recreational facilities in the district. Other than liquor outlets (bars,
bottle stores) most of the villages in the district have no recreational facilities
and with the problem of HIV/AIDS the communities, especially the youth need
such facilities to help them refrain from bad sexual behaviour.
Provision of extension services to the villages. There was a general request for
further provision of extension services, in particular Adult Education,
Agricultural Demonstrators, Social Worker and Nurses to the local
communities.
HIV/AIDS - like the rest of the country the district is affected by the epidemic.
This has affected the social life of the communities as it leaves families with
orphaned children; increase the burden on provision of social safety nets. This
has exaggerated the need for extension services in villages.
Poverty - Due to the occurrence of drought and HIV/AIDS more people who
were dependent on farming have gradually become destitute and that also
increases the burden on the government.
36
3.2.1.3 Economic
Poverty - In some settlements almost all the residents are living very poor lives and it
was suggested that Council should consider assisting such settlements through the
Remote Area Development Programme (RADP) i.e. declare them RADs. Productivity
in the agricultural sector has gone down (especially due to the recurring drought) and
that has worsened the situation since people are now not making any effort to produce
just for subsistence purposes like before
Unemployment - There are very limited employment opportunities in the entire district.
Provision of services in commercial and industrial centres. The district has not been able
to service some of its commercial/ industrial land and that has made it difficult for
investors especially small-scale investor to get in operation.
3.2.1.4 Cross Cutting







3.2.2





3.2.3

3.2.4
Poor implementation and monitoring of planned Development Projects. There
was a general concern that projects in the last development plan are
implemented at a very slow pace, and sometimes projects are eliminated
without informing or consulting the affected community.
Health: there is a need for extension of health services to all settlements and
upgrading of the existing facilities to improve the health situation for the
communities.
Health workers (especially nurses) should be availed in all villages and to that
effect the number of training institutions should be increased in order to
decrease shortage of nurses in the country.
Lack of maintenance of the available structures; school facilities, teachers’
houses and nurses’ houses.
Development/ improvement of physical infrastructure (e.g. provide electricity,
water)
Shortage of Education facilities (classrooms, teachers' quarters and toilets) was
also sited as a major concern.
Drought - the entire plan period was characterised by drought throughout the
country. This has affected the communities' economic and social welfare as it
depends mostly on agriculture.
DDP6 Development Goals
Improve standard of living of the community in the Southern District by
improving access to available government scheme.
To promote economic diversification for the Southern District communities
To improve service delivery in the Public Sector for the district.
To combat the spread of HIV/AIDS and mitigate AIDS effects on those already
affected
To provide adequate and quality physical and social infrastructure in the
district
DDP6 Environmental Goals
To promote environmental conservation and sustainable utilisation of Natural
Resources
Specific Objectives in relation to Overall Goals
Goal 1
37
Improve standard of living of the community in the Southern District by improving
access to available government scheme.
Objectives

To continue conducting public education on various government scheme and
programmes for the Southern District communities throughout the plan period
Goal 2
To promote economic diversification for the Southern District communities
Objective



To promote and encourage community participation in income generating
activities during the plan period
To promote livestock and arable farming through provision of vaccines,
artificial insemination, and education for the farmers on farming programmes
every year
To promote dry land farming through encouragement of horticultural farming,
poultry, small stock and dairy farming
Goal 3
To improve service delivery in the Public Sector for the district.
Objectives



To adopt government programmes aimed at improving productivity e.g.
improvement of conditions of service through provision of housing
Continuous training on Performance Management System for the entire public
service
Advocate for further decentralisation (of authority) in decision - making
Goal 4
To combat the spread of HIV/AIDS and mitigate AIDS effects on those already affected
Objectives


Provision of health education on different aspects like PMTCT, introduction of
ARV, Community Home Based Care (infection control for care givers), school
health. This will be achieved through conducting workshops for community
leaders, health workers, and caregivers at least twice every quarter for each sub
district.
Intensifying campaigns against spread of HIV/AIDS through health talks every
two months at the clinics.
Goal 5
To provide adequate and quality physical and social infrastructure in the district
Objectives




To provide adequate education (primary, secondary and non-formal education)
facilities in the district by end of plan period.
To assist communities in establishment, construction and equipping of pre primary education facilities during the plan period.
To provide adequate basic primary health care facilities for quality health care
services during the DDP6.
Improve transport infrastructure according to transport needs - accessibility,
road safety and environmental standards
38


To improve availability of affordable housing by provision of staff houses.
To facilitate house acquisition through SHHA loans to community members all
over the district by end of plan period
Goal 6
To promote environmental conservation and sustainable utilisation of Natural Resources
Objectives


3.2.5
Facilitating effective and sustainable utilisation of resources through public
education, community mobilisation and guidance throughout the plan period
Conserving water resources by avoiding/ reducing misuse of water, water
pollution and contamination through public education and enforcement of the
existing bye-laws
Framework for Monitoring Sector Goals and Objectives - DDP6
To monitor achievement of the sector goals and objectives relevant departments will be
preparing progress reports in order to establish the physical and financial status, to
detect problems that may occur and find solutions. The district will also (through the
department) re-prioritise projects were necessary.
Monitoring will be done annually (during project review) and at mid term.
3.2.5.1 Annual Review
Before the beginning of each financial year the previous annual plan is reviewed to look
at the progress in implementation and the problems encountered. This will help in
preparation of the next annual plan - ensure that problems are avoided.
3.2.5.2 Mid - Term Review
Halfway through the plan the district will conduct the mid-term review. This will look
at the progress in project implementation, constraints, and also look at the extent to
which project implementation has led to the achievement of the sector goals and
objectives. Finally the review will suggest the way forward for the last half with regard
to implementation strategies and determining projects to be implemented.
The set performance targets in relation to sectoral goals and objectives are as follows:



Improve standard of living of the community in the Southern District by
improving access to available government scheme. The district through the
different departments like Youth and Culture, Public Education Social and
Community Development, Non- Formal Education will conduct workshops for
different groups of the community (Youth, Women, Community
Organisations) to educate them on available government schemes. A group of
people from each of these different societies will be trained at least once a year.
To promote economic diversification for the Southern District communities.
The district aims at training people on different causes once a year, also to train
people from different groups of the community like the RADs, Youth and
Women in order to equip them with entrepreneurial skills to assist them engage
in economic activities that will help improve their standards of living.
Provision is also made for financial assistance of beneficiaries under RADP to
help them start operation.
Due to the persistent drought and perhaps other factors like HIV/AIDS, people
have neglected agriculture (even for subsistence farming). The district will
therefore continue encourage and promote sustainable agriculture through
farmers education, strengthening of livestock by vaccinations, and artificial
39



3.2.6
insemination, promotion of horticulture, poultry, small stock, and dairy for all
communities including the RADs.
To improve service delivery in the Public Sector for the district. The district
has been concerned with the level of productivity, especially in the public
sector. To address the situation the district plans to train the entire civil service
on PMS. Workshops will be conducted every year for all departments to cover
all employees.
To combat the spread of HIV/AIDS and mitigate against AIDS effects on those
already affected. This will also be done through public education,
disseminating information on HIV/AIDS. Through the health education
department, and other stakeholders like the Youth and Culture, BOFWA and
with the assistance of the District Multi Sectoral AIDS Committee the
awareness campaigns, workshops, school and clinic talks will be conducted.
The district will also use funding from NACA to engage in activities to assist
the affected. The district will also mainstream AIDS into development projects
during implementation, for all development projects estimated to engage a
relatively large group of people for a long period of time (e.g. over 10 people
staying for a duration of over a month).
To provide adequate and quality physical and social infrastructure in the
district. The district has planned to improve physical infrastructure through
constructing and upgrading of roads, eradicate the backlog on education
facilities in existing schools, construct new schools, improve/upgrade health
facilities as well as providing a few new facilities. The district will also provide
staff housing through district housing and provide individual houses by
assisting the community through SHHA.
Framework for Monitoring Environmental Goals and Objectives
Environmental goals and objectives are aimed at protecting the environment from
possible unfavourable effects that may result from implementation of projects or even
from inconsiderate use of natural resources and disposal of waste which may lead to
environmental degradation.
The district will monitor achievement of the goals by looking at the progress of projects
aimed at reducing environmental problems e.g. the landfill, abattoir. The district will
also put in place policies, legislation and regulatory measures such as National
Conservation Policy, Waste Management Act, Wetlands Policy and Community Based
Natural Resource Management regulatory to monitor environmental issues.
Implementation of Environmental Impact Assessment (EIA), Strategic Environmental
Assessment (SEA) to ensure that there is continued attention to environmental effects of
implemented projects and to check if the planned mitigation measures are adequate.
3.3 FRAMEWORK FOR STRATEGIC ENVIRONMENTAL ASSESSMENT
Strategic Environmental Assessment (SEA) is a systematic process for evaluating the
environmental consequences of proposed policy, plan or programme initiatives to
ensure that environmental issues are dealt with at the appropriate policy, plan or
programme level.
3.3.1
Evaluation of Environmental Key Issues with overall goals and objectives of
DDP6
The Strategic Environmental Assessment will examine the overall goals and objectives
with a view to ensure that the proposed projects will not negatively affect the
environment.
Goals and Objectives
Environmental Key Issues
Strategy
40
Improve standard of living of the
community in the Southern District by
improving access to available government
scheme through public education
Littering
Provide litter collection device
To promote economic diversification for the
Southern District communities through
promotion of arable and livestock farming
and support of income generating project
Land degradation through overstocking
& overgrazing and crop production.
Excessive demand for water for
livestock watering and irrigation
(horticulture)
Farmers education, roof-top
collection of water, fencing
standpipes
To improve service delivery in the Public
Sector for the district by provision of
housing
Land degradation through concrete,
sand harvesting, cutting down trees
Selective bush clearing &
landscaping after construction
Rehabilitation of borrow pits
To combat the spread of HIV/AIDS and
mitigate AIDS effects on those already
affected
Littering
Provide litter collection device
To provide adequate and quality physical
and social infrastructure in the district
Land degradation through concrete,
sand harvesting, cutting down trees
Selective bush clearing &
landscaping after construction
Rehabilitation of borrow pits
3.3.2
Evaluation of Policies and Programs against Overall Goals and Objectives for
DDP6
Environmental
Programmes
 National
Policy
Policies
Conservation
 National Settlement Policy
 Tribal Grazing Land Policy
and
Goals and Objectives
Environmental Issues
To promote economic diversification for
the Southern District communities
through promotion of arable and
livestock farming and support of income
generating project
 Overgrazing
 Soil erosion
 Pressure on water sources
 Decline in indigenous and
woodlots
 National
Policy
on
Agriculture Development
To improve service delivery in the Public
Sector for the district by provision of
housing
 Poor Waste Management
 Botswana Strategy of Waste
Management
To combat the spread of HIV/AIDS and
mitigate AIDS effects on those already
affected
 Poor waste management
 Environmental
Assessment Act
To provide adequate and quality physical
and social infrastructure in the district
 Poor Waste Management
 Environmental
Assessment Act
Impact
 National Settlement Policy
Impact
 National Settlement Policy
 Pressure on water sources
41
CHAPTER FOUR
4
ENVIRONMENTAL CONSERVATION
4.1 INTRODUCTION:
The 1990 National Policy on Natural Resource Conservation and Development is
founded on the notion of sustainable development, more ably defined by Go Harlem
Brandlend’s ‘Our Common Future’, which defines sustainable development as follows;
That it is ‘the development that meets the needs of the present generation without
compromising the ability of future generations to meet their own needs’. Development
planning programmes should strive to meet the needs of the present generation for
instance through poverty alleviation. This however should not be at the expense of
future generations for instance through programmes that are not self-sustaining such as
handouts in the name of subsidies. The environment performs vital economic functions
including life support services and the provision of inputs for production and
consumption.
Environmental conservation should be the overall cornerstone of development planning.
Vision 2016 has also identified the environment as one of the challenges that should be
tackled in order for the country to achieve sustainable development through its pillar of
“A Prosperous, Productive and Innovative Nation”. Therefore the development
objectives needs to be adjusted to promote economic growth and efficiency, to diversify
the economy in order to reduce economic vulnerability, to promote social justice and
meet people’s basic need and to promote sustainable environmental management as
espoused in the national vision. The National Policy on Natural Resources Conservation
and Development focuses on key environmental issues and solution packages such as
the implementation of the NCS Action plan, the National Agenda 21, poverty
alleviation, social equity measures and combating HIV-AIDS.
4.1.1
Institutional Framework
A major policy paper, Government Paper No.1 of 1990, the National policy on Natural
Resources and Conservation and Development, governs environmental Conservation.
Its primary goals are to:


Increase the effectiveness with which natural resources are used and managed,
so that beneficial results are maximised and harmful environmental side-effects
are minimised and
Integrate the work of many sectoral Ministries and interest groups, thereby
improving the development of natural resources through environmental
conservation.
At the Ministry, Environmental conservation is the responsibility of an Advisory Board,
under the chairmanship of the Minister of Lands, Housing and Environment. The Major
responsibility of the board is to coordinate the implementation of the National
Conservation Strategy. The NCS Agency is the secretariat and it is thus the
implementation arm of the board. At the district level Institutional Framework for the
Environmental Conservation programme is not well defined currently. There was a talk
of establishing the post of Environmental Liaison Officer that never materialized. It has
also been suggested that the Lands Officers could be co-opted to take over the
responsibility of Environmental Conservation, but this also has not been realised. At the
moment Lands Officers as line Ministry representatives, do still have the environmental
conservation activities under land use planning but their efforts still need to be
complemented, as their workload is excessive. The Ministry of Agriculture also has two
42
aspects of environmental conservation falling under them namely Agricultural
Resources Conservation and Sub Herbage Preservation.
4.1.2
Strategic Plans for Respective Departments
Department
Strategic plans
Action
Ministry of Mineral,
Energy and Water Affairs
Conservation and protection of the
environment
Provision of sewerage facilities to
major villages
Crop Production
Forestry
Agriculture Resources Conservation
(Conduct land resources inventories
and land evaluation for land use
planning)
 Rehabilitation of degraded
areas.
 Sustained Wildlife populations
and habitats
To develop and strengthened
existing area management plans so
as to protect sensitive habitats and
rehabilitate degraded ones on
continuous basis
Wildlife
Parks
and
and
National
 Promotion of partnership in
sustainable utilisation and
management
of
wildlife
resources
4.1.3
 To
improve
land
management practices
Environmental Priority Issues:
4.1.3.1 Land and Water
Land scarcity and pressure are causing conflict. The absence of a coherent land policy
has resulted in land degradation, speculative land acquisition, self-allocation, nondevelopment, non-compliance with land use plans, encroachment and an increasing
number of land disputes. Dual grazing rights add to a growing trend towards suboptimal land management. Guided by the Land Policy review, DDP 6 will seek to
improve the overall land management
Water has become an increasingly scarce resource. Whilst consumption is growing,
boreholes and wells are drying up and aquifers become polluted. Ground water stocks
are largely unknown.
4.1.3.2 Natural Resources Utilisation
Natural resources utilisation and conservation need to be pursued simultaneously.
Natural resources need to be used more sustainably. Wildlife populations indicate a
decline in species. With the advent of the implementation of the National Policy on
Agricultural Development, wildlife populations will even be more displaced.
Community Based Natural Resources Management activities should be encouraged to
balance utilisation and management. Opportunities do exist to expand the scope of
CBNRM e.g. veldt-products and forestry.
4.1.3.3 Biodiversity
Biodiversity loss and damage is probable but not documented. Discernible human
influence in principally pristine areas, habitat loss, land-use change and climate change
will further reduce Biodiversity.
4.1.3.4 Waste Management
Waste management has been a neglected issue in villages and has now been recognised
as a critical health and environmental concern. The correct management of waste can
help minimise or avoid associated risks.
Littering and uncontrolled dumping of refuse causes land and ground water pollution.
Water pollution by effluent discharge especially in major villages such as Kanye as a
result of lack of sewerage systems is on the increase. Medical waste production is also
on the increase and there are currently no comprehensive collection and disposal
43
systems. The home-based care programme has introduced a significant amount of
medical waste, the management of which is a problem. Waste policy and legislation
requires the preparation of district waste management plans.
The indiscriminate dumping of waste especially from the construction industry has a
negative bearing on the environment. Borrow pits are being filled up with waste
resulting in dumping of waste in undesignated places.
4.1.3.5 Energy
Firewood remains the traditional means of energy in rural areas. This poses a problem
that relates to over harvesting. Therefore other forms of energy need to be explored,
notably solar energy, which has enormous potential. Institutions such as schools and
correctional facilities need to shift from intensive use of fuel-wood as an energy source.
4.1.3.6 Settlement Encroachment into Good Arable Lands
The Concentration of settlements in the eastern part of the district has resulted in the
reduction of good arable lands and continues unabated. It would be an ideal thing to
avoid further encroachment of settlements into good arable lands, by for example
planning settlements at areas less suitable for arable farming.
4.1.3.7 Commercialisation of Sand and Gravel Extraction
The construction industry is putting more pressure on natural resources such as sand and
gravel. The potential for over harvesting has some implications on the environment.
Indiscriminate harvesting also impacts badly on the physical environment. Some
regulatory mechanisms need to put in place to arrest the situation before it gets worse.
Some contractors from outside the district come in to harvest sand and gravel mostly for
commercial purposes.
4.1.3.8 High competition between livestock and Wildlife
The areas targeted for implementation of the fencing component of the National Policy
on Agricultural Development are also habitats for wildlife. This obvious conflict will
lead to wildlife disturbance, depletion and possible extinction. However, expansion into
game farming could help save the situation. The bigger antelopes especially are
becoming more and scarcer.
4.2 ENVIRONMENTAL POLICIES AND LEGISLATION
4.2.1
The National Conservation Policy:
The national Policy on Natural Resources Conservation and Development (National
Conservation Strategy, 1990) focuses on key environmental issues and solution
packages. It establishes the NCS Co-ordinating Agency together with its advisory body,
the NCS Board and proposes environmental legislation. The NCS action plan, which
captures on going and new projects, was drafted in 1997. The implementation of the
action of the plan in the district is non-existence as the NCS Co-ordinating Agency is
centralised in Gaborone. Decentralisation of the Agency to the district will aid the easy
implementation of the action plan
4.2.2
Waste Management Act:
The Waste Management Act (CAP.40.01 of 1998) deals with the management of
controlled and hazardous waste, provision of waste management plans and
identification of water pollution. Though the Act calls for waste management plans the
district has none of the above, the correct management of waste can help minimise or
avoid associated risks. Under this Act, the District Council is to have its own landfill
and collection vehicle registered with the Department of Sanitation and Waste
Management. Construction of the landfill is in progress and is planned to be completed
by end of June 2003.
44
4.2.3
Environmental Impact Assessment Act:
The Environmental Impact Assessment (EIA) legislation is to be promulgated soon and
its umbrella Environmental Management Act is in preparation. Most major projects in
the district are still undertaken without EIA except those that are funded by NGOs who
usually make EIA mandatory.
4.2.4
Community Based Natural Resource Management Policy:
The Community based Natural Resources Management refers to a situation where
natural resources are managed and utilised by the local community, with proceeds
accrued from utilisation going back to the community. This way, the community has a
sense of ownership; hence the incentive to manage the resources in a sustainable
manner. These policy will go a long way in improving the lives of the rural district
especially Mabutsane sub district where arable farming is practical impossible. So far
the community has formed a trust known as the Mekgatshi Wildlife Conservation Trust,
duly registered with the Registrar of Societies.
Though the concept of CBNRM was meant to improve the lives of Ngwaketse west
communities and facilitate the sustainable resources utilization, its contribution in
Southern District is minimal mainly because there is no management plan to guide the
utilization of the area and lack of capacity by the local communities to manage the
resources.
4.2.5
Wetlands Policy:
The Government of Botswana ratified the Wetlands convention on 4th April 1997,
which required countries to formulate national policies and strategies, which could be
adopted for international recognition. Two national workshops, one in Kasane in 1996
and the other in Maun in 1997 culminated in the recommendation to develop the issues
paper from which the policy on wetlands would emerge. Due to lack of the policy most
of the people in the district especially in Barolong area establish cemetery within
Molopo River.
4.2.6
Biodiversity
Biodiversity is the functional relationship of organisms within the environment or
ecosystem. These include plants, insects, flora and fauna. Population increase has put
pressure on the ecosystem and some species of plants and animals are becoming extinct
due to loss of their habitat. Conflicts have rose especially between livestock and wildlife
sectors as competition for the resources increases.
During DDP 6 increased human influence must be minimised to protect the ecosystem.
4.2.7
Herbage Preservation Act number 27 of 1977
This Act deals with control of veldt fires and stipulates penalties for offences. The Act
has not been implemented fully due to lack of understanding of the Act by customary
courts. Permit for controlled fire is to be given by the Agricultural Resource Board
based on the purpose of the fire, time of the day and wind speed to anyone who might
need to burn portion of his/her area.
In general, it is important to note that environmental law enforcement; compliance,
implementation and monitoring issues require strengthening. Furthermore, preparations
of other policies or legislation such as EIA, Environmental Management Act needs to be
speeded up.
45
4.3 OVERALL ENVIRONMENTAL SECTOR GOALS AND OBJECTIVES:
4.3.1
Environmental Conservation Goals and Objectives:
Sector Goal
Sector Objectives
Environmental Problems
To promote environmental
conservation and sustainable
utilisation of natural Resources.
Encourage tree plantation to replenish
fuel wood stock resources
Indiscriminate cutting of live
trees and over harvesting of
thatching grasses
Encouraging the use of environmental
friendly toilets and chemicals
Waste
management
disposal
Incorporation
of
Impact Assessment
feasible
Major projects
Environmental
(EIA) where
and
Promotion of proper land management
to reduce land degradation
Encroachment
into
good
arable lands and Over grazing
Create public awareness through
workshops and Kgotla meetings
Sustainable
utilisation
natural resources
Encourage the use of rain water
catchments tanks
Water scarcity
Encouragement/promotion
of
community based natural resources
management (CBNRM)
Indiscriminate cutting of live
trees and over harvesting of
thatching grasses, Harvesting
and commercialisation of sand
and gravel extraction.
of
4.4 FRAMEWORK FOR STRATEGIC ENVIRONMENTAL ASSESSMENT
4.4.1
Evaluation of Environmental Key Issues with sector Goals and Objectives
Sector Goal
Sector Objectives
Environmental Impact
To promote environmental
conservation and sustainable
utilisation of natural Resources.
Encourage tree plantation to replenish
fuel wood stock resources
Enhance environment
Encouraging the use of environmental
friendly toilets and chemicals
Enhance environment
Incorporation
of
Impact Assessment
feasible
Environmental
(EIA) where
Enhance environment
Promotion of proper land management
to reduce land degradation
Enhance environment
Create public awareness through
workshops and Kgotla meetings
Enhance environment
Encourage the use of rain water
catchments tanks
Enhance environment
Encouragement/promotion
of
community based natural resources
management (CBNRM)
Enhance environment
4.4.2
Evaluation of Sector Policies and Programs
The policies discussed in this chapter enhance environmental conservation hence do not
have negative impacts.
46
4.5 PROPOSED PROJECTS/STRATEGIES
The environmental projects proposed for implementation as the District Environmental
Action Programme as a matter of priority is as follows:



4.5.1
The establishment of a co-ordinating agency (Environmental Liaison Officer)
in the District
Community education to sensitise them on environmental issues
o -Sustainability in the use of fuel-wood
o -Reduction in cutting live trees
o -Positive off-take rate
Subjecting all major projects to EIA
Evaluation of Negative Impacts on the Environment:
All the projects proposed do not have any environmental impacts.
4.5.2
Performance Targets for DDP 6.
Project
Performance
Community
education
through
four (4) workshops
and ten (10) Kgotla
meetings
on
sustainable utilisation
of natural resources
Kgotla Meeting (1)
Kgotla Meeting (1)
workshop
Kgotla meetings (2)
workshop
Kgotla Meeting (1)
workshop
Kgotla Meeting (1)
Kgotla Meeting (1)
workshop
Implementation
Schedule
Budget
2003/04
2004/05
P100 000.00
and a
and a
2005/06
and a
and a
2006/07
2007/08
2008/09
Creation and filling
of ELO post
-Post filled
2003/04
Establishing
two
CBNRM projects in
the district
Mobilisation
(two
workshops per community)
Preparation of constitution
and Registration
Preparation of terms of
reference and sourcing of
funds
Preparation of Management
plans
Advertisement of the area
2003/04
P300, 000.00
2004/05
2005/06
2006/07
2007/08
Preparation of Land
Use Plan
Plan prepared
2004/05
P1000, 000.00
47
Project
Performance
Implementation
Schedule
EIA for all major
projects
Number
of
Projects
subjected to EIA increased
by 50%
2003/09
Budget
4.6 RESOURCE REQUIREMENTS FOR DDP6
4.6.1
Issues (Weaknesses) and Strengths for DDP6
The fact that there are no officers responsible for environmental conservation is a threat
for the performance of the plan. The environmental problems need to be monitored to
see if there is any progress towards improvement. A lot of education is required on
environmental awareness such as littering, waste disposal and environmental
conservation. Without an officer responsible for this there are bound to be problems.
Databases have to be developed for use in quantification of environmental issues.
Resource requirements such as transport:
The strengths of DDP6 are that there are some environmental policies in place. The
Preparation of DDP6 has put a lot of emphasis on environmental conservation probably
more than ever before. This is a well come development, as environmental problems are
usually not easy to correct. Species extinction is a case in point.
4.6.2
Plan monitoring Programme
Plan monitoring will be done at different levels thus from sub-committees to main
committee. At the beginning of each financial year Annual plan will be prepared
outlining all the projects earmarked to be implemented that financial year.
At every DLUPU meeting progress will be reported to the committee. Progress will
further be reported to DDC.
Furthermore, quarterly progress reports will be prepared and submitted to the relevant
Department or Ministry.
48
CHAPTER FIVE
5
LAND USE PLANNING
5.1 INTRODUCTION:
Like other rural districts, most Southern district’s population lives in the rural
settlements and many rural families are poor with limited access to economic
opportunities as such they entirely depend on land for food, fuel, shelter, etc. However,
land is a finite resource, while the natural resources it supports can vary over time and
according to management practices and uses whilst its use must be well co-ordinated.
Integrated Land use Planning is an extremely practical way of achieving the above. Its
purpose is to select and put into practices those land uses that will best meet the needs
of the people while safeguarding resources for the future. In other words, land Use
Planning aid in resolving land use conflicts, attaining optimal use of land and ensuring
that land is used for its suitable purpose. This is therefore means land use planning
should not loose sight of the protection of natural resources that are normally threatened
by developments.
Southern district, as indicated in Chapter one is the sixth largest district in terms of the
area and covers approximately 26 876 square kilometres. Land use planning in Southern
District recognises two-land tenure system, namely; Tribal land, and State land.
State land comprises of Sedibeng corridor farms and Jwaneng Township, which falls
under the responsibilities of Department of Lands. It occupies an area of 332 square
kilometres that is 1.2% of the district area.
The tribal land, which is the most dominant, occupies about 26, 520 square kilometres
that is 98.8% of the total area of the district. The Land board through Tribal Land Act
manages the land. The tribal land accommodates a number of land use zones and these
are Communal areas, Wildlife Management Areas, Communal Service Centre, AMA
ranches, TGLP ranches, leasehold and NPAD commercial ranches.
5.1.1
The Institutional Framework
The responsibility of Land Use Planning is rested on the Ministry of Lands, Housing
and Environment through the Department of Lands and Department of Town and
Regional Planning. Other stakeholders are the Land Use Division from Agriculture,
responsible for agricultural land use, the Agricultural Resources Board responsible for
Natural Resources Conservation and the Land Board, responsible for tribal land
allocation and management.
At the district level various departments that deal with land use-planning, discharges
their mandates through District Land Use Planning unit. This is a technical committee
that advises land board on land use issues and is also responsible for the preparation,
implementation and general coordination of integrated land use planning. Members of
the committee are from different government departments and local authorities such as
Crop Production and Forestry, Wildlife and National Parks, Animal Health and
Production, Land board and District Council.
49
5.1.2
Strategic Plans for Respective Departments
5.1.2.1 Strategic plans for various Departments that deal with Land use planning
Department
Responsibility
Strategic plans
Action
Lands
Provide direction on all land
related matters
Formulating,
implementing,
coordinating and monitoring of
land policies for the benefit and
development of Botswana.
Speedy and efficient land
allocation
Efficient and effective
land management system
Facilitate designation of
land for implementation
of Government policies
Preparation of District and local
development plans:
District
settlement Strategy, Land use
plans, settlement development
plans for villages
Effective and efficient
service delivery
Town and Regional
Planning
To develop an efficient
and
effective
land
management system to
guide decision making
Quality
physical
development plans
To strengthen existing
planning policies and
legislation by making
them
responsive
to
present day challenges.
To
produce
quality
physical
development
plans through the use of
trained
manpower
appropriate technology
and timely acquisition of
planning information.
Crop Production and
Forestry
Conduct
land
resources
inventories and land evaluation
for land use planning
Agriculture
Conservation
Resources
Rehabilitation
degraded areas.
of
To
improve
land
management practices
Wildlife and National
Parks
Sustained wildlife populations and
habitats.
Promotion of partnership in
sustainable
utilisation
and
management of wildlife resources
within WMAs
5.1.3
Sustained
Wildlife
populations and habitats
To
develop
and
strengthened
existing
area management plans
so as to protect sensitive
habitats and rehabilitate
degraded
ones
on
continuous basis
Land Use Planning Consultation Priories
Land Use Planning priority issues did not arise from the consultation process, the fact
that issues were not raised does not mean that there are no land related issues, but rather
that the communities have a tendency to look at development in terms of infrastructure
development projects. The following are burning issues in the district:
5.1.3.1 Indiscriminate Cutting of live trees and Over- harvesting of thatching grasses
There is a serious mismanagement of natural resources in the district; indiscriminate
cutting of trees and over-harvesting of thatching grass are common problems.
Appropriate measures need to be put in place to ensure that natural resources are used in
a sustainable manner. Community Based Natural Resources Management activities
should be encouraged to balance utilization and management.
5.1.3.2 Waste Management and Disposal
Waste management has been a neglected issue in villages and has now been recognized
as a critical health and environmental concern. At the moment Kanye village which the
district headquarters does not have a disposal site for liquid waste. Most of the
institutions rely on septic tanks, which are health hazards for instance the RAC septic
50
tanks, and hospital ponds, during the rainy season they spill over. There is a need for a
District Waste Management Strategy.
5.1.3.3 Over-harvesting of fuel wood
Firewood remains the traditional means of energy in rural areas. Institutions such as
Schools and Correctional Services still use fuel-wood as energy source, this poses a
serious problem to the environment. Alternative sources of energy in the district need to
be pursued and awareness campaigns pursued.
5.1.3.4 Overgrazing
Overgrazing is one of the serious problems in the district especially within communal
areas and commercial areas. This is due to uncontrolled stocking rate leading to
extinction of palatable species. Despite the fact that livestock farming is a commercial
venture, the commercial outlook is still lacking among most farmers. Educational
programmes that create awareness among farmers need to be intensified during this plan
period.
5.1.3.5 Encroachment into Good Arable Lands
Due to the growth of the population in the district there is an increase demand for both
residential and commercial plot. As a result built up area expands to fertile agricultural
land, this lead to loss of fertile land. Furthermore proliferation of settlements within the
lands areas also contributes to the loss of fertile agricultural land.
5.1.3.6 Harvesting and commercialisation of Sand and Gravel Extraction
The collection of sand and gravel in the district is done at a rate and manner in which
replenishing is almost impossible. Both big and small contractors and individuals for
construction purposes and commercial purposes collect Sand. This is mainly due to the
fact that there are no areas designated for extraction of these resources and no regulatory
mechanisms governing the extraction of these. Guidelines for extraction of sand and
gravel need to be prepared during this plan period.
5.1.3.7 High competition between livestock and Wildlife
As the settlements expand to the lands areas, lands areas in turn expand to grazing areas
and grazing areas in WMA. As a result there is a conflict between wildlife and
livestock, this obvious conflict will lead to wildlife disturbance, depletion and possible
extinction.
5.1.3.8 Outbreak of Veld-fire
The outbreak of bush-fire is one of the major environmental problems, which are
common in the district. These fires are caused by negligence’s on part of the public.
These fires destroy Grazing and properties. Public awareness campaigns need to be
intensified.
5.1.3.9 Lack of Borehole Data Base
Southern district water point survey was conducted in 1991 by Geotechnical Consulting
Services, but was never updated nor stored in reliable software. As a result all the
information was misplaced which led to both double allocation and delay in land
allocation. There is a need for a reliable and up-to-date registry of water points in the
district, organised as a computerised data storage and retrieval system that will be
compatible with other similar systems available with different Government Departments
to aid efficient and efficient decision making.
51
5.2 LAND USE POLICIES AND LEGISLATION
There are various existing policies, programmes and acts, administered by different
departments, which have a bearing on land use planning and environmental
conservation and are summarised below.
5.2.1
Policy,
Plans
Summary of Policies/Acts that have a bearing on land use planning
Strategies,
Programmes
Purpose of Policy
District
Problem(s)
Environmental
Tribal Grazing Land Policy (1975)
-Control grazing through limitation of
the stocking
-Uncontrolled
overgrazing.
grazing
National Policy on Land Tenure
Rigorous
enforcement
of
Conservation Act in all grazing areas,
including
communal
areas,
commercial grazing areas, state and
freehold land
-Misuse and mismanagement of
grazing areas
-Devolve management rights over
natural resources directly to qualifying
local communities
-Inadequate local capacity to
manage natural resources
-Competition between wildlife and
livestock
Community Based Natural
Management Policy (Draft)
and
Resources
and
-Overstocking
-Ensure communities benefit from the
management of their natural resources
National
Policy
Development (1991)
on
Agricultural
-Conserve agricultural land and other
resources for future generations
-Encroachment of residential use
into agricultural land
-Ensure sustainable use of range
resources
-Erratic rainfall
Wildlife Conservation Policy (1986)
-Ensure sustainable wildlife resource
utilization
-Adverse effects inappropriate or
incompatible land use practices
-Competition between livestock
and wildlife
Vision 2016
-Use
renewable
resources
at
sustainable rates i.e. the rate that is in
balance with their generating capacity
-Depletion
resources
-Direct benefit from and involve
communities in the use and
preservation of environment assets
National Policy on Natural Resource
Conservation and Development (1990)
-Efficient and effective
resource management
natural
of
Non-renewable
-Inadequate utilization of natural
resource base, including wildlife.
-Poor
natural
management
resources
-Over/under utilization of natural
resources
-Growing
resources
-Degraded
resources
5.2.2
pressure
on
water
range-land/pasture
Integrated Land use Plan:
Efforts were made in 1987 towards the preparation of Southern District Integrated Land
Use plan/zones, but it was never completed nor gazetted. As a result the whole
information is outdated due to changes that have occurred since 1987. There is a need to
52
prepare an Integrated Land use Plan for the district and be gazetted. The gazetted land
use zones will be demarcated on ground and management plans evolved for individual
uses.
5.2.3
Wildlife Management Area
There is one Community Based Natural Resources Management Area in the Mabutsane
Sub-District, known as the S02 Wildlife Management Area. Within this wildlife
management area, the community has formed a trust known as the Mekgatshi Wildlife
Conservation Trust, duly registered with the Registrar of Societies.
The objective of the trust is to protect and conserve the environment and the natural
resources of the S02 area and generates revenue for the local community from tourism
and sustainable harvesting of wildlife resources. The other purpose is to educate the
community of Western Ngwaketse area on the importance of, and the most prudent
management of their natural resources. Finally and most importantly is to facilitate and
support research work relating to nature conservation and to equitably share the benefits
of the natural resources.
Though the concept of WMA was meant to facilitate the sustainable resources
utilization, its contribution in Southern District is minimal mainly because there is no
management plan to guide the utilization of the area. Furthermore there is no clear
boundary between the WMA and other land uses.
5.2.4
Other Conservation Measures
The other nature conservation trust within the Southern District is the Bathoen Dam
Nature Sanctuary Management Trust also duly registered with the Registrar of
Societies. The aim and objective, which is to protect the fragile eco-system around the
Mmakgodumo dam and the adjoining hillsides otherwise, designated as the nature
conservation areas. This also includes the sustainable utilisation of the natural resources
of the area for the benefit and development of the Kanye community and to protect and
conserve the natural resources of the area. The management trust intends to link the
conservation based natural resources management of the area with improving the
livelihoods of the community.
5.3 LAND USE PLANNING SECTOR GOALS AND OBJECTIVES:
Implementation of the land use-planning sector will be aligned to the vision 2016
specifically addressing pillar of “A Prosperous, Productive and Innovation Nation” and
the mandate of the Department of Lands as reflected through strategic goals and
objectives. In view of this the focus will be on speedy and efficient land allocation and
efficient and effective land management system. The major thrust of land use planning
sector will be to ensure that each piece of land is used according to its respective
capacity and suitability as well as in harmony with the land user’s needs, aspirations and
priorities as espoused by the National Vision. Land use-planning objectives for DDP6
are as follows: -
53
5.3.1
Land Use Planning Sector Goals and Objectives
Sector Goal
Sector Objective(s)
Environmental issues
To develop an efficient and
effective land management
systems to guide decision
making
To prepare and facilitate gazettement of
Southern District Land Use Plan
-Conflict between different land uses
To prepare and implement Southern
District Communal area management
plan
-Conflict between different uses within
communal area
-Overgrazing
-Over-harvesting of natural resources
To facilitate demarcation of different
land use zones
-Conflict between different land uses
Facilitate designation of controlled
extraction sites for extraction of sand
and gravel
-Indiscrimination extraction of sand and
gravel
To undertake water point survey
-Conflict between different uses within
communal area
To facilitate preparation of guidelines
for extraction of sand and gravel
Commercialisation of sand and gravel
Encourage the public and government
institutions to use other energy sources
such as coal, solar etc
-Over harvesting of fuel wood and
indiscriminate cutting of live trees
Promotion of Community
Natural Resource management.
Based
-Over harvesting of natural resources
Promotion of the use rain water
catchments tanks
Inadequate and poor water resources
To facilitate designation of land for
implementation of NPAD policy in
Southern district
-Overgrazing
-Land degradation
To facilitate the implementation of
tourism policy (CBNRM) in Southern
district
-Over harvesting of natural resources
To promote environmental
conservation and sustainable
utilisation of natural resources
To speed up land allocation
through streamlined processes
and procedures
5.4 FRAMEWORK FOR STRATEGIC ENVIRONMENTAL ASSESSMENT:
5.4.1
Evaluation of Environmental Key Issues with Sector Goals and Objectives:
Sector Goal
Sector Objective(s)
Environmental Impact
To develop an efficient
and
effective
land
management systems to
guide decision making
To prepare and facilitate gazettement of
Southern District Land Use Plan
-Enhance environment
To prepare and implement Southern
District Communal area management plan
Enhance environment
To facilitate demarcation of different land
use zones
-Cutting down of trees
-Air Pollution
-Disturbance of the ecosystem
-Soil erosion
Facilitate designation of controlled
extraction sites for extraction of sand and
gravel
-Air pollution
-Over harvesting
resources
To undertake water point survey
- Enhance environment
To facilitate preparation of guidelines for
extraction of sand and gravel
Enhance environment
Encourage the public and government
institutions to use other energy sources
such as coal, solar etc
Enhance environment
To
environmental
conservation
promote
and
of
the
54
Sector Goal
sustainable utilisation of
natural resources
To
speed
up
land
allocation
through
streamlined processes and
procedures
5.4.2
Sector Objective(s)
Environmental Impact
Promotion of Community Based Natural
Resource management.
- Enhance environment
Promotion of the
catchments tanks
Enhance environment
use
rain
water
To facilitate designation of land for
implementation of NPAD policy in
Southern district
-Blocking
of
migratory route
-Bush clearing
wildlife
To facilitate the implementation of
tourism policy (CBNRM) in Southern
district
Enhance environment
Evaluation of Sector Policies and Programs
Policy,
Strategies,
Programmes and Plans
Purpose of Policy
Environmental Impacts
Tribal Grazing Land Policy
(1975)
-Control grazing through limitation
of the stocking rate.
-Blockage/disturbance
of
migratory route
-Overgrazing in communal areas
-Bush clearing
-Land shortage
National
Policy
on
Agricultural Development
(1991)
-Conserve agricultural land and other
resources for future generations
-Ensure sustainable use of range
resources
-Encroachment of residential use
into agricultural land
5.5 PROPOSED STRATEGIES
OBJECTIVES
5.5.1








TO
ACHIEVE
-Erratic rainfall
LAND USE SECTOR GOALS
AND
Proposed Land use Projects
Preparation and Gazettment of the District Integrated Land Use Plan
Ranch demarcation and implementation of the National Policy on Agricultural
Development
Production of management plans for various land use zones
Establishment of Community Based Natural Resources Utilisation
Designated and controlled extraction sites for natural resources such as sand
and gravel
Demarcation of WMA boundary
Kgotla meetings and workshops
Undertake Water Point Survey
55
5.5.2
Potential Impacts of Proposed Projects
Proposed project
Environmental impacts
Mitigation measures
Integrated Land use plan
No impact
Enhances environment
Communal area management
plan
No impact
Enhances environment
Ranch demarcation
-Blocking of wildlife migratory
route
-Bush clearing
-Disturbances to the ecosystem
-Usage wildlife friendly fences
-Population and land use survey
Demarcation of boundaries
-Cutting down of trees
-Air Pollution
-Disturbance of the ecosystem
-Soil erosion
-Avoiding big standing trees and
replanting
Designation of extraction sites
-Noise
-Air pollution
-Over harvesting of the resources
EIA
Implementation of CBNRM
No impact
Enhances environment
Water point survey
No impact
Enhances environment
5.6 RESOURCE REQUIREMENTS FOR DDP6:
5.6.1
Issues and Strengths in Land Use Planning:
The fact that land use policies and programmes are already put in place is in itself is a
strength. The Division also has motivated and skilled manpower. There are however a
number of issues, notably being the issue of centralisation of funds. Decentralisation is
still a dream when it comes to the Department everything is centralised to an extent that
it becomes difficult to plan. All votes are controlled in Gaborone including subsistence
allowances this makes planning very difficult.
Another issue is disintegration of policies and legislation that deals with Land Use
Planning. These policies and Legislation are administered from different departments
this makes coordination difficult if not impossible. And lastly the issue of limited
manpower, one officer mans each district, this makes it difficulty for them to effectively
and efficiently prepare and monitor land use plans hence the engagement of
consultancies.
56
Table 5.1
Objective
Resource Requirements and Performance Targets
Project
Resources
Performance
Implementation
Needed
Indicators
Schedule
Plan prepared
2003/2004
P1 500 000.00
plan
and
2008/2009
P1 700 000.00
points
2003/2004
P 500 000.00
plan
2003/2009
P3000 000
To
prepare
and
facilitate gazettement
of Southern District
Land Use Plan
Integrated Land Use
Plan
Funds
To
prepare
and
implement Southern
District
Communal
area management plan
Communal
area
management plan
Funds
Facilitate designation
of
controlled
extraction sites for
extraction of sand and
gravel per village
Designated extraction
areas
for
natural
resources such as sand
and gravel
Transport
To
facilitate
the
implementation
of
tourism
policy
(CBNRM)
Land
use
and
management plan for
SO2 (WMA)
Manpower
Funds
Management
prepared
To
facilitate
designation of land for
implementation
of
NPAD policy
Implementation
NPAD Policy
Manpower
Policy implemented
2003/2009
In Southern District
Transport
Encourage the public
and
government
institutions to use
other energy sources
such as coal, solar etc
and sustainable use of
other resources used.
Address 12 Kgotla
meetings and conduct
three workshops about
utilisation of natural
resources
Manpower
Kgotla meeting (2)
Kgotla meeting (2) and
a workshop
2003/04
of
Budget
Manpower
Manpower
Funds
Management
prepared
implemented
Extraction
designated
Funds
Transport
Funds
Kgotla meeting (2)
Kgotla meeting (2) and
a workshop
P20 000.00
2004/05
2005/06
2006/07
Kgotla meeting (2)
To
facilitate
demarcation
of
different land use
zones
Demarcation of WMA
boundary
To undertake Water
point survey
Water point survey
Manpower
Kgotla meeting (2) and
a workshop
2007/08
Boundary demarcated
2003/2004
P 250 000.00
Survey undertaken
2003/2005
P 200 000.00
2008/09
Transport
Funds
Manpower
Transport
Funds
5.6.2
Plan Monitoring Programme:
Plan monitoring will be done at different levels thus from sub-committees to main
committee. At the beginning of each financial year Annual plan will be prepared
outlining all the projects earmarked to be implemented that financial year.
At every DLUPU meeting progress will be reported to the committee. Progress will
further be reported to DDC.
Furthermore, quarterly progress reports will be prepared and submitted to the relevant
Department or Ministry.
57
CHAPTER SIX
6
SETTLEMENT AND HOUSING
6.1 INTRODUCTION
6.1.1
Institutional Framework
The settlement and Housing sector is mainly the primary responsibility of the Ministry
of Lands, Housing and Environment. However a number of activities are being
implemented by District Council (Ministry of Local Government) through delegated
powers.
At the District level housing and settlement sectors are major responsibilities of District
Council, Land Boards and the District Land Use Planning Unit. District Council is
charged with preparation of detailed layouts for settlements and to enforce development
control to guide development and growth. The land Board is responsible for zoning of
land uses, allocation and demarcation of land.
Provision of institutional housing for all local authorities is vested with the District
Council. The SHHA unit in Councils is mandated to facilitate provision of housing to
low income category through loans and technical expertise.
DLUPU facilitates the implementation of government policies to assist in the
production District Development Plans and advisors both councils and land boards on
land issues and also resolves land conflicts.
The main of the Southern District Council is to utilize development plans and detailed
layouts to secure adequate serviced land for prompt allocation to eligible customers.
SHHA will be the main instrument for provision of housing for low-income households
through the utilization of the building material loan scheme to facilitate access to basic
shelter as enshrined in the Vision 2016 pillar of a Prosperous, Productive and Innovative
nation.
6.1.2
Strategic Plans for Respective Ministries- Settlement and Housing
6.1.2.1 Ministry of Lands, Housing and Environment
The core responsibilities on the ministry is managing land and related functions,
facilitation of national housing development programmes and promoting environmental
management through out the country. Its key performances areas are to provide
equitable distribution of land, facilitate housing delivery and home ownership through
the following strategic objectives:



To secure land for distribution to eligible customers
To facilitate equitable distribution of land through appropriate policies and
legislation.
To facilitate home ownership by providing SHHA loans to eligible citizens.
For these objectives to be realized, local authorities, in particular land boards and
Council will undertake the following measures:
Securing land for distribution
The Land Boards will effectively zone, demarcate and allocate land under their
jurisdiction for different uses within the parameters of their existing policies and
legislature.
58
Home ownership through SHHA loans
The district council will continue to facilitate affordable quality housing through SHHA
loans and assisting eligible citizens with technical expertise.
6.1.3
Settlement and Housing Consultation Priorities.
Consultation priorities for settlement and housing that arose were:




Provision of adequate staff housing since accommodation plays a pivotal role
as far as productivity of staff is concerned.
Securing land in advance for housing projects
Reduction of indiscriminate cutting of trees and over harvesting of grass for
thatching
Prevention and control of settlement growth into good arable land
6.2 NATIONAL POLICIES AND LEGISLATION
6.2.1
National Settlement Policy
The National Settlement Policy (NSP) has established a settlement hierarchy for the
country to promote the development of concentrated settlements, which in turn will
facilitate rural development. According to the NSP, services should only be provided to
recognised gazetted villages, which serve as central places.
A recognised gazetted village is defined as a settlement with a minimum population of
500 people, and is more than 15 KM away from the periphery of the main or parent
village. It should have a tribal authority and permanent water source, capable of
supporting a small commercial/industrial business on a sustainable basis. It should be
located outside national parks, game reserves, preserved fertile arable lands, forest
reserves and environmentally sensitive areas.
There are other settlements in Southern District, which have services such as 2 teacher
schools, health posts and water. But have a population of less than 500 people (Not
Remote Area Dwellers Settlements). These are therefore not included in the settlement
hierarchy. The population for these settlements ranges from 105 to 498 people.
According to the National Settlement Policy, settlements below Tertiary III level should
either be regrouped or join larger villages within their vicinity. However, those, which
have services, can be allowed to grow in order to utilise the services as long as they
follow the guidelines for establishing a village.
In the Southern District misinterpretation of the National Settlement Policy coupled
with political pressure has lead to areas, which are not recognised settlements to be
provided with services therefore setting a precedence, which leads to proliferation of
settlements which makes it impossible to provide services equitably and also leads to
settlements encroaching into fertile agricultural areas as most of these settlements are in
the lands and cattle post areas. The district is also characterised by scattered settlements
especially in the western part this makes provision of services very costly as they failure
to serve the purpose of service centres due to the distance.
6.2.2
District Settlement Strategy
Ideally the application of the NSP is through the preparation of a District Settlement
Strategy where a comprehensive study of the settlement pattern, population distribution
and socio – economic status is undertaken. This plan endeavours to resolve conflicts in
allocation / distribution of resources/services to settlements and identifies potentials. It
is therefore recommended that this plan be prepared during DDP 6.
59
6.2.3
Physical Development Plans in the District
Southern District Council has a number of Village Development Plans at varying level
of preparation, which will be complete at the beginning of this plan period. Though
these plans are not prepared strictly according to the requirements of the Town and
Country Planning Act since the villages are not planning areas, the Development Plans
still play an important role of guiding and control of developments/developers. The
following villages had plans prepared during DDP 5 and NDP 8. Mabutsane, Kanye,
Manyana, Mmathethe and Moshupa. Plans have been approved and are being
implemented.
Other settlements in the district need Development Plans during DDP 6.These are
Goodhope, Molapowabojang, Lotlhakane East, Digawana, Phitshane Molopo, Mabule,
Ranaka, Khakhea, and Pitsane. This is because of the high rate of population growth,
the role they play and the existence of public and private sector investment in these
areas that necessitates the plan to guide and coordinates development.
6.2.4
Town and Country Planning Act 1977
The aim of the Act is to make provision for the orderly and progressive development of
land in urban and rural areas and to preserve and improve the amenities thereof: for the
grant of permission to develop land and for other powers of control over the use of land:
and for purposes ancillary to or connected with the matters aforesaid provided the
settlement is declared a planning area.
There is only one Planning Area in Southern District, which is Kanye Village the
district headquarters. Prior to the declaration of this major village as planning area there
was no planning law guiding physical planning.
Issues resulting from areas not being declared planning areas



Haphazard developments characterized by incompatible land uses.
Village sprawl, unplanned developments leading to overcrowding of housing
units on the plots and construction of buildings, which are not structurally,
sound.
Inadequate access and circulation for fire fighting needs, draining of septic
tanks and also compromises aesthetics.
This is evidenced in Kanye as the previous unplanned pattern and structure of land
allocation and development is proving to be very costly to accommodate new
infrastructure (Kanye phase iv infrastructure development) as either buildings and other
structures have to be relocated after being compensated for. Lack of guiding instruments
before it became a planning area has led to most commercial and industrial plot owners
not providing on plot parking to cater for their customers and is proving to be a costly
exercise, as now council has to incur all the costs in providing communal parking.
Implications of Declaring an Area a Planning Area.



Once an area is declared a Planning Area, the Town and Country Planning Act
of 1977 becomes operational together with its supporting regulations like
Development Control Code and the Urban Development Standards.
The Minister of Lands and Housing has to prepare a Development Plan two (2)
years after such a declaration.
No development (residential, Commercial, Industrial and Civic and
Community etc) shall take place without permission granted by the Town and
Country Planning Act.
The Town and Country Planning Act defines development as
60
“... the carrying out of building, engineering, mining or other operations in, on, over or
under any land or the making of any material change in the use of any buildings…”
The ills of unplanned and uncontrolled developments are still evident in some of our
settlements, especially those that experience rapid growth both in terms of population
and physical development.
Settlements that need to be considered as Planning Areas during DDP 6 in Southern
District are Moshupa, Goodhope, and Mabutsane, which are Sub-District Centres.
6.2.5
Tribal Land Act
The Tribal Land Act provides for the establishment of the tribal land boards and defines
the powers and duties of such boards. The functions of Land Board under this Act are:





The granting of rights to use any land, for residential, commercial, industrial,
arable and grazing.
The cancellation of the grant of any rights to use any land including a grant
made prior to the coming into operation of this Act;
Hearing of appeals from, confirming or setting aside any decision of any
subordinate land authority;
.The imposition of restrictions on the use of tribal land.
Monitoring Land use and settling land conflicts.
The Land board is an important institution playing a pivotal role in developments
through timely provision of land. The Land board has over the years played a proactive
role by ensuring that land allocation conformed to approved development plans and plot
layout plans.
Problems associated with land allocations:




6.2.6
Lack of enforcement of Development and plot layout plans by land boards in
land allocation results in uncoordinated developments and conflicting land
uses.
Delays in land allocations especially in major villages often results in squatting
as evidenced in villages like Kanye. (Goorra Seno)
Growth of settlements leads to land allocations encroaching into fertile arable
lands.
There are some settlements in the district which have services but are not
recognized settlements therefore the land board does not allocate in these areas.
This leads to uncoordinated developments and conflicting land uses.
National Housing Policy
The National Policy on Housing in Botswana was approved by the National Assembly
on the 17th December, 1999 as a review of the 1982 Housing Policy which had become
inadequate to address the current housing issues and needs. This policy is in fulfilment
of the Botswana Vision 2016, which envisages that all Botswana will be able to obtain
good quality basic shelter in both urban and rural areas.
In addressing current housing problems, the thrust of this policy is fourfold:
i.
ii.
iii.
To change the emphasis of Government from home provision to facilitation
in the various settlements in partnership with other stakeholders;
To channel more Government resources (and emphasis) to low and middle
lower income housing in both urban and rural areas;
To promote housing as an instrument for economic empowerment and
poverty alleviation; and
61
iv.
To foster a partnership with the Private Sector and all major employers in
home development and facilitating home ownership.
In the Southern District
programme.
6.2.7
(i), (ii), and (iii) would be achieved through the SHAA
Self Help Housing Agency (SHHA)
In District Councils of particular interest is the establishment of Self Help Housing
Agency (SHHA) to provide guidance and assistance to the eligible public in the
improvement of quality of houses through provision of technical advice and financial
assistance. This is in a bid to achieve Institutional Capacity Building.
The SHHA Department has been introduced in the Council and the initial focus is the
entire Mabutsane Sub district and selected settlements in Kanye/Moshupa and
Goodhope Sub districts. These are Molapowabojang Letlhakane East, Kanye, Moshupa,
Manyana, Goodhope, Digawana, Mmathethe, Pitsane, Mokgomane, Phitshane Molopo
and Mabule. This Department assists only the low-income category whether formerly
employed or self employed to build suitable accommodation for themselves through the
provision of the SHHA loan and the Technical expertise from council staff.
As the SHHA programme is rolled out to cover the whole district which has 104
recognised settlements during DDP6 much needs to be done in provision of office
space, staff, transport and complete decentralisation of funds to the local authority for
speedy delivery of the service.
Problems encountered during the implementation of SHHA.



Land certificates are one of the requirements that are needed in processing
SHHA applications therefore later issuances of certificates to plot owners by
land Boards is proving to be a hindrance, as funds cannot be approved without
them.
Issue of standard plans is not appreciated by most of the applicants but they are
failing to produce plans of their own choice, which conform to the building
control regulations and also complain of expenses incurred in engaging
draughtsman, this is prevalent in Kanye.
One of the requirements for extension of a housing unit is for it to have a
maximum of 5 rooms anything more than that does not qualify. This is
cumbersome, as most applicants over look this even when they don’t qualify
forcing officers to go to the site to assess the current situation and this puts
strain on the already limited staff.
6.3 SETTLEMENT AND HOUSING
6.3.1
Settlement Pattern and Geomorphology
Settlement pattern describes the way in which settlements are arranged in a geographic
area. The description includes a group of homesteads in a settlement or a group of
settlement in the district, region or country. Geomorphology in the other hand describes
the condition of the landscape and its potentiality to different uses or activities.
Geomorphology thus will have a bearing in the settlement pattern.
Human beings settle in the environment and interact with it so as to get the best out of
it. Different people will therefore have different ways in which they relate with the
environment hence different settlement patterns.
As indicated in earlier chapters, two distinct hypsographic areas that have had influence
in the settlement pattern characterize Southern District. These are the hardveld in the
north and the sandveld in the west. It must however be noted that though there are two
physiographic areas there are on contrary three identifiable settlement patterns in the
district. These are agro towns, dispersed homesteads and semi modern settlements.
62
6.3.1.1 The Agro Towns
The agro towns are prevalent in the Northern hardveld. These are old villages and have
their establishment dating back to many years. The villages are characterized by a ward
system that is breaking down especially in the new development areas. Wards in most
cases consist of members of the community who are related patrimonialy. Villages
consist of distant fields and cattle post that are placed in different areas sometimes the
drift fences are used to divide these areas. Examples of these are villages such as Kanye,
Moshupa, Ranaka Manyana, Mmathethe, Molapowabojang, Kgomokasitwa, Ntlhantlhe,
Digawana, etc.
This type of settlement pattern promotes the proliferation of settlement with subsequent
need for provision of services to these areas. This is because most of these lands or
cattle posts, in no time assume natural growth acquiring the qualification of villages as
stipulated by the national settlement policy hence need for services. Example here are
Ralekgetho, Sesung, Tshwaane, Mosi, etc, which started as lands and have since been
provided with services.
This situation thus over stretches the resources and services because most people in
these settlements do not lose affiliation to their place of origin or bigger villages like
Kanye and Moshupa. They build in two villages thus leading to double allocation of
services.
Most settlements have thus outgrown the status of Lands area and are potential
candidates of this transformation in terms of the national settlement policy criteria of
population, functions and status.
6.3.1.2 Dispersed Settlements
The dispersed homestead pattern is found mostly in the Barolong area. This is made up
of scattered homesteads either surrounded by fields or with fields not far from 5km.
This however must not be disputed by the fact that there are some established villages in
this area which are a result of the past government policies, effort and appeal to
congregating people in one area for ease of provision of services but a substantial
number of people still live in this manner. Most of the villages in this area have
population less than 1000 inhabitants.
The problem with this pattern is the spatial coverage of these areas and the undivorceable problem of hiked per capita associated with provision of services in such
areas. There is also a problem of proliferation of settlement that is a result of natural
growth. Good examples are Cwagare, Mogwalale, Sheepfarm, Ngwatsau, Madingwane,
etc. which are graduates of the process of a transformation from Lands to Villages.
There are also many prospective candidates of this.
The dispersed homesteads are also evident in the western part of the district in the
Ngwaketse West and Mabutsane. The area is predominantly pastoral farming.
Homesteads in these areas are mostly cattle posts and are usually grouped around a
water source or with water source less than 8 km. Villages in this area are small with
population of approximately 500 people. All Remote Area Dwellers Settlements in the
district are found in this area. The area is thus the least populated.
The dispersed settlement is also identified in villages along the Molopo River. This
appears as linear settlements. The villages owe their establishment from the Molopo
River and the growth follow this river. Examples of this are Mokatako, Phitshane –
Molopo, Leporung, Dikhukhung, and Mabule etc. The river was for a long time a source
of water for both livestock and Domestic use. In dry seasons shallow wells can be dug
on the riverbed.
63
6.3.1.3 The Modern Commercial Towns
The third type of pattern is the modern commercial town. Jwaneng is the only modern
commercial town that falls within the boundary of southern district. There is also Kanye
and Moshupa that are slowly moving towards that status. The modern economy of cash
employment is slowly taking over from the traditional sector economy based on
agriculture.
The settlements are of high density. They have nucleated pattern. The traditional
arrangement of the ward system is dying especially in the new areas where layout plans
are prepared. This is because of in-migration that is made up of people who are not
related coming from different parts of the country. Because of the population and urban
dynamics as well as the functions these settlements perform they attract most
investments.
6.3.2
Physical Development Growth.
With an area of 26 876 km2, the district had a density of 5,9 and 6 persons per km2 in
1991and 2001 respectively. There was a slight increase in the population density during
the intercensal period.
The Southern district is the fifth most dense district in the country after Southeast,
Northeast and Kgatleng districts. The district's population density is also higher than the
national average which was 2,3 persons per square kilometre in 2001. In general, the
district, especially the western part is sparsely populated. This is a constraint when it
comes to the provision of infrastructure and services, as most settlements do not meet
the threshold population for the services.
Most settlements in the District fall within 100 km from the railway and within a radius
of 200 km from Gaborone the economic centre of Botswana. There are also the urban
centre of Jwaneng and Lobatse that also provide services as well as employment to
these villages. Some of the cash got from employment in these centres are invested in
local economy in terms of house construction. This has, as a result, contributed to the
physical development and high densities Service provision in these areas is therefore
done at less per capita because of high densities.
Physical development in the western part of the district is very poor. This area is remote
and poorly serviced due to low densities and population.
6.3.3
Housing.
Housing is a process in which accommodation is provided. It is determined by factors
such as housing policy, land delivery systems, housing finance. All these have a bearing
on the housing market forces of demand and supply.
6.3.3.1 Housing Demand
Housing demand is the sum total of dwelling units required in a settlement. It is
measured by the total number of households against the total number of housing stock
where housing stock refers to the total number of the minimum standard room that can
meet the requirement of housing.
The 2001 population and housing census report that the total number of people in the
district was 148,210 it also states that for the total number of rooms was 146,512. Using
the crude method of one room per person, there will be a shortfall of 1698 rooms. It
should however be noted that the census report does not give a clue on how many of
these rooms are habitable. The number can thus fall far beyond this.
There are also some people who use traditional building materials in mud and poles as
well as thatch. This should be considered as shortfall in housing stock particularly if we
consider that the poles are depleted through deforestation. Thatch grasses are also
64
depleted through overgrazing, drought, and desertification, which are threatening the
western part of the district.
Table 6.1
Material of wall for Housing Units in Southern District
Material of wall
No of housing units
Concrete bricks
16868
Mud bricks
4966
Mud and poles
1722
Poles and reeds
185
Corrugated iron
391
Asbestos
44
Wood
55
Stone
15
Others
187
Not recorded
30
Total
24463
Source: Population and Housing Census, CSO, 2001.
The 2001 census, indicate that, out of the total number of 24463 households, 16868 or
68.9% households used concrete bricks and cement mortar as plaster to build the main
house. This shows that only 31.1 % of households in the district still use the inferior
materials to build their main houses.
A number of reasons could be attributed to this.




Lack of cash employment opportunities to raise funds for housing.
Lack of housing finance, e.g. schemes like SHHA which are only limited to
urban areas.
Lack of services
Escalating prices of building materials coupled with the additional cost of
having to transport these materials especially to remote areas.
6.3.3.2 Housing supply
There are three ways in which housing is supplied in the district. This is through Private
housing, institutional housing, and rental housing.
Private Housing.
These are houses built by individual household on self-help efforts to cater for housing
need of the family. These constitute the majority of the housing stock in the district.
This type of housing is characterized by mixture of modern and traditional house types.
Due to the rapid depletion of traditional building materials, especially thatch materials
and wooden poles, most houses are of cement and bricks with the exception for the
western part of the District and the RAD settlements. Perhaps this is due to affordability
in terms of monetary cost as well as distance to suppliers of these building materials.
This has thus resulted in people building using the mixture of modern and traditional
materials in construction. Walls could be built using traditional mud bricks and then
mixture of cow dung and mud is used as mortar and plastering material. This is common
in the Borolong area and in the Kanye Moshupa but to a lesser extent.
In the western part of the district, most people use wooden poles for walls, which are
then plastered with a mixture of cow dung and mud, perhaps this is due to poor
65
conditions of sand aggregate in this area. The mud and cow dung mixture would be poor
or inferior in quality no matter what mixing ratio and would dissolve with few drops of
rain water. This was evidenced during the past heavy rains where most of the people in
this area were left homeless after heavy rains. Some owners of such houses however
give them cement covering to protect them from weathering.
Institutional housing
Institutional housing are built by various organisations to house their employees. This
housing is a form of rental housing but it is restricted only to the workers of these
organisations. They are not available for the rest of the housing market. These are of
modern style built as detached dwellings with a single unit in a plot. There are also semi
detached and to some extend double storey buildings these are however prevalent in
Secondary Schools.
The organisations that build houses in the district are, central government departments,
District council, tribal administration, and some few private and parastatal organisations
found in the district though at an insignificant extent. These houses are in most cases
grouped together or they can be located in various public facilities that are scattered
with the district.
LG 203 provides institutional housing for District Councils and Central Government
staff based at Districts, Sub-Districts, Headquarters and Villages.
Table 6.2 indicates the housing need for local authorities for the whole of DDP 6 plan
period.
Table 6.2
Local Authorities Housing Needs 2003/09.
LA
Number needed
Existing housing stock
Deficit
Council
621
309
312
Rolong Land board
32
16
16
Ngwaketse Land board
116
23
93
Tribal Admin
364
95
269
District admin
294
182
112
Table 6.2 indicates that there was inadequate housing for the District council and the
land boards. Tribal and District administration also faced accommodation problem.
Inadequate housing as shown in Table 6.2. has grown especially with the expansion of
Council operations both at District and the two Sub-District levels. Table shows housing
problems for the Land boards. Tribal and District administration also face
accommodation problem due to growth in government functions.
There is need to decentralize operations to the Subordinate Land Boards. These offices
require Revenue Officers, Legal Advisors, Bye Law Enforcement officers, for effective
business operations and there is also a need to make provision for their accommodation.
6.3.3.3 Rental Housing.
The housing market, particularly in the rural districts of Botswana is at an infant stage
limited only to major urban centres and to a limited scale to urban villages which are
undergoing transformation from traditional to urban centres as well as those which are
in the periphery of towns alias peri-urban areas. Southern district is not an exception.
With only one urban centre in Jwaneng and urban villages such as Kanye and Moshupa
as well as peri-urban areas such as Molapowabojang, Sese and Digawana, rental
housing is limited to these areas and almost non-existent in rural areas of the district.
The 2001 population and housing census report, stipulates that there were a total of
24463 households in the district and out of this 2317 h/h rented housing which amount
66
to only 9.5% of the total number of households. This was from Government, Council,
Individual and Companies. Rental from individual amounted to 1108 with the
government and council accounting for 381 and 525, respectfully. The rest of rental
accommodation goes to the companies and VDC.
It can be seen that most of the houses for rental is supplied by individual households.
These houses are built either as separate houses structures from the main house or
rooms within the main house. The latter is however prevalent in urban areas. Suppliers
of these are the families for the purpose of income generation to meet the family needs
or to supplement family income. Government and council are the second largest
suppliers and companies contribute a small amount.
Housing accommodation provide by VDC is accessible to all members of the
communities however priority is given to civil servants whose departments have not
been able to provide accommodation.
The rents paid in all instances are very minimal and therefore cannot be able to
raise adequate funds to be ploughed back into the market to produce more housing
units.
6.3.4
General Infrastructure and Services.
Housing does not only refer to the structure but also the supporting facilities that are
available. E.g. water, roads, sanitation, energy etc.
6.3.4.1 Water
All recognized settlements in the district are serviced with potable water. Members
of the community can obtain the service through private connections. Those who do
not afford private connections get the water from standpipes. For those who get
water from the standpipes, there is a problem with wastage through breakage caused
by animals, watering from standpipes, resulting in water authorities closing down
these services.
There is also a problem of settlements outgrowing the water works area especially in
fast growing villages.
6.3.4.2 Sanitation.
Many residents excavate pits on their plots and fill them with domestic refuse, which
they either burn or bury when the pit is full, and then they dig a new pit. Some times
these are just thrown indiscriminately.
The sanitation department of council sometimes distributes plastic bags to members of
the community to use for collection of refuse with the intension of collecting them when
full. The council is however failing to do this and the plastic bags are often left for a
long period and consequently get damaged and contents spilled and would be seen
blown by wind all over the village.
The district council always explain its failure to lack of manpower, limited resources in
terms of transport and funds to engage private sector as well as poor road condition
which makes some of the residential plots inaccessible especially in Kanye. A handful
of dustbins are distributed to all institutional houses.
A landfill is planned and is hoped will assist in the management of solid waste.
According to 1991 census figures, only 2/3 of the households had access to a toilet
facility either flush or pit latrine. The rest either used neighbours toilet or used the bush.
This form of sanitation is a threat to pathogenic spread as well as contamination to
67
underground water resources. No formal sewage system or treatment facility exists in
any village except which the design has been completed and construction is to
commence this year (2003).
6.3.4.3 Fuel For Lighting and Cooking.
Paraffin and candles were the principal sources of energy for lighting in 1991.
Few people used electricity perhaps this is due to the fact that very few villages were
connected to the national electricity grid. More villages have since been connected
and a shift from paraffin to electricity is expected.
Fuel wood on the other hand was a principal source of energy for cooking. This is a
threat to the environment because it leads to deforestation exposing the soil to wind as
well as water erosion.
6.3.4.4 Roads.
While the district council has made tremendous effort in making linkages between
villages possible by either gravel or graded roads, the maintenance of this leaves a lot to
be desired. The council however relates the problem to lack of manpower as well as
financial resources that constrain them to engage private sector. There is also limited
equipment.
Efforts are also made by the district council to improve the internal roads of most of the
settlements. The improvements are done either through grading or gravelling. Tarring of
internal roads in major Kanye and Goodhope is done through major village
infrastructure programme.
6.3.4.5 Telecommunications.
Most villages are connected to the grid. 63 villages in the District will be covered by the
Botswana Telecommunications Corporation under the Nteletsa project.
6.4 SETTLEMENT AND HOUSING SECTOR GOALS AND OBJECTIVES
Goal 1:
To promote physical development in a sustainable quality environment in the District
settlements.
Objectives:


To ensure planned settlements through preparation of layout plans and
development plans
To recommend more settlements to be declared more settlements planning
areas to ensure statutory planning.
Goal 2:
To facilitate provision of quality housing for all.
Objectives


To insure prompt provision of land through preparation of detailed plot layouts
To ensure adherence to building standards and development control code.
Goal 3:
To protect the Environment
68
Objectives


To ensure utilization of modern building material by extending SHHA to rural
areas.
To ensure proper management of aggregates sites.
6.5 FRAMEWORK FOR STRATEGIC ENVIRONMENTAL ASSESSMENT
6.5.1
Evaluation of environmental key issues with Sector Goals and Objectives.
Sector Goal
Sector Objective
Environmental Issues
To
promote
physical
development in a sustainable
quality environment in the
District settlements
-To ensure planned settlements through
the preparation of developments and
layout plans
Encroachment into fertile arable land.
-To recommend more settlements to be
declared more settlements planning areas
to ensure statutory planning.
To facilitate provision
quality housing for all.
of
-To insure prompt provision of land
through preparation of detailed plot
layouts
-To ensure adherence to building
standards and development control code.
Indiscriminate extraction of sand and
gravel for construction.
Clearing of vegetation cover and cutting
of trees.
Indiscriminate
rubble
dumping
of
building
Dust and noise pollution
To protect the Environment
To ensure utilization of modern building
material by extending SHHA to rural
areas.
To ensure proper
aggregates sites.
6.5.2
Policy,
Plans
Acts,
management
Nil
of
Evaluation Sector Policies and Programmes against environmental issues
Programmes and
Purpose of Policy/Act/Plans
District
Problem(s)
Environment
National Settlement Policy
To establish a settlement hierarchy for the
country to promote the development of
concentration of settlements.
To facilitate rural development.
Encroachment of residential use
into agricultural land.
Physical Development Plan
To guide and control developments
Encroachment of residential use
into agricultural land
Town and Country Planning Act
It provides for the orderly and progressive
development of land in urban and rural
areas and to preserve and improve the
amenities thereof.
Nil
Tribal Land Act
It vests tribal land in land boards and
defines the powers and duties of land
Boards.
Nil
National Housing Policy
It facilitates stakeholders to obtain good
quality basic shelter in both urban and rural
areas.
Nil
69
6.6 STRATEGIES TO ACHIEVE SETTLEMENTS AND HOUSING GOALS AND OBJECTIVES
The strategies to achieve settlement and housing goals and objectives are threefold.
They entail implementation of the following programmes in the district.



6.6.1
Preparation of the settlement district strategy.
Preparation of village development plans and plot layout.
The adoption of SHHA in the entire district and construction of institutional
housing.
Strategies to achieve Settlement and Housing Goals and Objectives.
Goal/Objective
Activity/Proposed Project
Potential Impacts
Proposed
measures.
To promote physical
development
in
a
sustainable
quality
environment
in
the
district.
Preparation of development and
layout plans.
NIL
NIL
To facilitate provision of
quality housing for all.
Servicing of residential areas.
Cutting of trees
Vegetation clearance
Building rubble
Extraction of sand and
gravel
Planting trees
Loss of biodiversity
EIA
Construction of houses.
To
protect
environment.
6.6.2
the
Identify areas for extraction of
sand and gravel and encourage
use
of
modern
building
materials.
mitigation
Identify sites for disposal of
rubble.
Identify some areas for
extraction of sand and
gravel,
Proposed Projects.
6.6.2.1 Proposed Village Development Plans.
The development proposals and prioritization is based on the following reasons.



High rate of population growth in a settlement, which calls for immediate
intervention through preparation of a village development plan to guide spatial
growth to avoid haphazard development.
Settlement’s strategic role in terms of its existing and or potential function in
the area/region e.g. administrative centre, agriculture production zone e.t.c.
The existing public and private sector investment that perform a centrifugal
force for further investment due to agglomeration economies.
70
Table 6.3
Village development plans 2003 - 2009
Location
Project component
Capital cost
Justification
Molapowabojang
Village Development Plan.
P500.000
High rate of population
growth and spatial extent
and Pop. 7499
Lotlhakane East.
Village Development plan
P500.000
Population
extent.
Good hope
Village development plan
P5000.000
Sub district headquarters,
population, public sector
investment
Khakhea
Village development plans
P500.000
Rate of growth, spatial
growth, biggest village in
Mabutsane Sub-District
Digawana
Village Development Plan
P500.000
Proximity
population
extent.
Mabule,
Ranaka,
Moshaneng,
Kanye
Phitshane-Molopo,
Ntlhantlhe, Mogonye,
Plot layout plans
P100.000 each
Population growth, spatial
coverage.
and
spatial
to
Lobatse,
size, spatial
Funds for these are centralized and controlled by the Department of town and regional
Planning (DTRP). The District does not know which plans DTRP will implement first.
The District has listed the plans in order of priority.
Table 6.4
District settlement strategy
Location
Project component
Capital Cost
Justification
Southern District
District
Strategy.
P875.000
Implementation of NSP, to
resolve a wide range of
issues and land use conflicts.
Settlement
6.6.2.2 Planned District Housing
Table 6.5
Planned District Housing (Lh203) Projects- 2003/2004
Location
Project Component
Qty
Unit cost
Total Cost
LA 2 House
4
200,000
1,390,000
LA 3 House
1
280,000
Senior Staff House
1
310,000
Moshupa
LA 2 House
1
200,000
200,000
Keng
LA 2 House –S&CD Extension staff
1
200,000
200,000
Pitseng
LA 2 House – S&CD Extension Staff
1
200,000
200,000
Itholoke
LA 2 House - RADP
1
200,000
200,000
Mabutsane
LA 2 House
3
200,000
400,000
Good Hope
LA 2 House
3
200,000
400,000
a) Southern District Council
Kanye/Moshupa
Subtotal
16
3,390,000
b) District Administration
Kanye
LA 2 House
5
200,000
1,000,000
Mabutsane
LA 2 House
3
200,000
600,000
Good Hope
LA 2 House
3
200,000
600,000
71
Location
Project Component
Subtotal
Qty
Unit cost
11
Total Cost
2,200,000
c) Land Board
Kanye
LA 2 House
2
200,000
400,000
Maokane
LA 2 House
2
200,000
400,000
Good Hope
LA 2 House
2
200,000
400,000
Sub total
6
1,200,000
C)Tribal Administration
Goodhope
LA 2 House
2
200,000
400,000
Pitsane
LA 2 House
1
200,000
200,000
Hebron
LA 2 House
1
200,000
200,000
Cwagare
LA 2 House
1
200,000
200,000
Ramatlabama
LA 2 House
2
200,000
400,000
Magoriapitse
LA 2 House
1
200,000
200,000
Mogojogojo
LA 2 House
1
200,000
200,000
Lekgolobotlo
LA 2 House
1
200,000
200,000
Ranaka
LA 2 House
1
200,000
200,000
Khonkhwa
LA 2 House
1
200,000
200,000
Sekoma
LA 2 House
1
200,000
200,000
Moshaneng
LA 2 House
1
200,000
200,000
Molapowabojang
LA 2 House
1
200,000
200,000
Subtotal
15
3,000,000
TOTAL
Table 6.6
Location
9,790,000
Planned District Housing (Lh203) Projects- 2004/2005
Project Component
Qty
Unit cost
Total Cost
LA 2 House
5
200,000
1,590,000
LA 3 House
1
280,000
Senior Staff House
1
310,000
Mokgomane
LA 2 House
1
200,000
200,000
Tsonyane
LA 2 House –S&CD Extension staff
1
200,000
200,000
Digawana
LA 2 House – S&CD Extension Staff
1
200,000
200,000
Kanaku
LA 2 House - RADP
1
200,000
200,000
Mabutsane
LA 2 House
3
200,000
880,000
LA 3 House
1
280,000
a) Southern District Council
Kanye/Moshupa
Subtotal
15
3,270,000
b) District Administration
Moshupa
LA 2 House
5
200,000
1,000,000
Good Hope
LA 2 House
3
200,000
600,000
Mabutsane
LA 2 House
3
200,000
600,000
Subtotal
11
2,200,000
c) Land Board
Kanye
LA 2 House
2
200,000
400,000
72
Location
Project Component
Qty
Unit cost
Total Cost
Mabutsane
LA 2 Houses
4
200,000
800,000
Sub total
6
1,200,000
Tribal Administration
Goodhope
LA 2 House
2
200,000
LA 3 House
1
280,000
Ditlharapa
LA 2 House
1
200,000
200,000
Metlojane
LA 2 House
1
200,000
200,000
Cwaanyaneng
LA 2 House
1
200,000
200,000
Ramatlabama
LA 2 House
2
200,000
400,000
Mokatako
LA 2 House
1
200,000
200,000
T/dilamolomo
LA 2 House
1
200,000
200,000
P/Molopo
LA 2 House
1
200,000
200,000
Moshupa
LA 2 House
1
200,000
200,000
Magotlhwane
LA 2 House
1
200,000
200,000
Kokong
LA 2 House
1
200,000
200,000
Morwamosu
LA 2 House
1
200,000
200,000
Pitseng
LA 2 House
1
200,000
200,000
Kgomokasitwa
LA 2 House
1
200,000
200,000
Sub total
17
3,480,000
TOTAL
Table 6.7
Location
680,000
10,150,000
Planned District Housing (Lh203) Projects- 2005/2006
Project Component
Qty
Unit cost
Total Cost
LA 2 House
10
200,000
2,590,000
LA 3 House
1
280,000
Senior Staff House
1
310,000
Ranaka
LA 2 House
1
200,000
200,000
Morwamosu
LA 2 House –S&CD Extension staff
1
200,000
200,000
Thankane
LA 2 House – S&CD Extension Staff
1
200,000
200,000
Kutuku
LA 2 House - RADP
1
200,000
200,000
Good Hope
LA 2 House
2
200,000
680,000
LA 3 House
1
280,000
a) Southern District Council
Moshupa
Subtotal
19
4,070,000
b) District Administration
Moshupa
LA 2 House
10
200,000
Kanye
LA2 House
5
200,000
LA 3 House
1
280,000
Subtotal
16
3,280,000
3,280,000
c) Land Board
Good Hope
LA 2 House
1
200,000
200,000
Maokane
LA 2 House
1
200,000
200,000
Sub total
2
400,000
73
Location
Project Component
Qty
Unit cost
Total Cost
LA 2 House
2
200,000
680,000
LA 3 House
1
280,000
Ramatlabama
LA 2 House
2
200,000
400,000
Kgoro
LA 2 House
1
200,000
200,000
Metlojane
LA 2 House
1
200,000
200,000
Pitsane
LA 2 House
2
200,000
400,000
Hebron
LA 2 House
1
200,000
200,000
Mmathethe
LA 2 House
1
200,000
200,000
Metlobo
LA 2 House
1
200,000
200,000
Ntlhantlhe
LA 2 House
1
200,000
200,000
Manyana
LA 2 House
1
200,000
200,000
Mabutsane
LA 2 House
1
200,000
200,000
Khakhea
LA 2 House
1
200,000
200,000
Gasita
LA 2 House
1
200,000
200,000
Lotlhakane/East
LA 2 House
1
200,000
200,000
Tribal Administration
Goodhope
Sub Total
18
3,680,000
TOTAL
18
11,430,000
Table 6.8
Planned District Housing (Lh203) Projects- 2006/2007
Location
Project Component
Qty
Unit cost
Total Cost
LA 2 House
7
200,000
2,240,000
LA 3 House
3
280,000
LA 2 House
2
200,000
LA 3 House
1
280,000
a) Southern District Council
Moshupa
Mabutsane
Subtotal
13
680,000
2,920,000
b) District Administration
Good Hope
LA 2 House
3
200,000
600,000
Mabutsane
LA2 House
3
200,000
600,000
Moshupa
LA 2 House
3
200,000
600,000
Subtotal
9
1,800,000
c) Land Board
Kanye
LA 2 House
2
200,000
400,000
Maokane
LA 2 House
1
200,000
200,000
Sub total
3
600,000
Tribal Administration
Papatlo
LA 2 House
2
200,000
400,000
Rakhuna
LA 2 House
1
200,000
200,000
Cwagare
LA 2 House
1
200,000
200,000
Tlhareselele
LA 2 House
2
200,000
400,000
Goodhope
LA 2 House
2
200,000
400,000
74
Location
Project Component
Qty
Unit cost
Total Cost
Cwaanyaneng
LA 2 House
1
200,000
200,000
Mabule
LA 2 House
1
200,000
200,000
Sedibeng
LA 2 House
1
200,000
200,000
Ranaka
LA 2 House
1
200,000
200,000
Lotlhakane/West
LA 2 House
1
200,000
200,000
Keng
LA 2 House
1
200,000
200,000
Maokane
LA 2 House
1
200,000
200,000
Kanye
LA 2 House
2
200,000
400,000
Sese
LA 2 House
1
200,000
200,000
Sub Total
18
3,600,000
TOTAL
Table 6.9
Location
8,920,000
Planned District Housing (Lh203) Projects- 2007/2008
Project Component
Quantity
Unit cost
Total Cost
LA 2 House
3
200,000
880,000
LA 3 House
1
280,000
LA 2 House
2
200,000
680,000
LA 3 House
1
LA 2 House
2
200,000
680,000
LA 3 House
1
a) Southern District Council
Kanye
Good Hope
Mabutsane
Subtotal
10
2,240,000
b) District Administration
Good Hope
Mabutsane
LA 2 House
4
LA 3 House
1
LA2 House
LA 3 House
Subtotal
200,000
1,080,000
3
200,000
880,000
1
280,000
9
1,960,000
c) Land Board
Kanye
LA 2 House
Sub total
2
200,000
2
400,000
400,000
Tribal Administration
Pitsane
LA 2 House
1
200,000
200,000
Goodhope 4
LA 2 House
3
200,000
600,000
Hebron (2)
LA 2 House
1
200,000
200,000
Ditlharapa
LA 2 House
1
200,000
200,000
Segwagwa
LA 2 House
1
200,000
200,000
Digawana
LA 2 House
1
200,000
200,000
Ntlhantlhe
LA 2 House
1
200,000
200,000
Mogonye
LA 2 House
1
200,000
200,000
Mokhomma
LA 2 House
1
200,000
200,000
Samane
LA 2 House
1
200,000
200,000
Selokolela
LA 2 House
1
200,000
200,000
75
Location
Project Component
Quantity
Unit cost
Total Cost
M/powabojang
LA 2 House
1
200,000
200,000
Sub Total
14
2,800,000
TOTAL
7,400,000
Table 6.10 Planned District Housing (Lh203) Projects- 2008/2009
Location
Project Component
Qty
Unit cost
Total Cost
2
200,000
680,000
1
280,000
LA 2 House
3
200,000
LA 3 House
1
280,000
Mabutsane
LA 2 House
2
200,000
400,000
Good Hope
LA 2 House
2
200,000
400,000
a) Southern District Council
Kanye
LA 2 House
Moshupa
Subtotal
10
880,000
2,360,000
b) District Administration
Good Hope
Mabutsane
LA 2 House
6
200,000
LA 3 House
1
280,000
LA2 House
3
200,000
LA 3 House
1
280,000
Subtotal
9
1,480,000
880,000
2,360,000
Tribal Administration
Goodhope
LA 2 House
2
200,000
680,000
LA 3 House
1
280,000
Pitsane
LA 2 House
1
200,000
200,000
Metlojane
LA 2 House
1
200,000
200,000
Ramatlabama
LA 2 House
1
200,000
200,000
Leporung
LA 2 House
1
200,000
200,000
Mokgomane
LA 2 House
1
200,000
200,000
Magotlhwane
LA 2 House
1
200,000
200,000
Ranaka
LA 2 House
1
200,000
200,000
Mabutsane
LA 2 House
1
200,000
200,000
Sekoma
LA 2 House
1
200,000
200,000
Moshaneng
LA 2 House
1
200,000
200,000
Lotlhakane/East
LA 2 House
1
200,000
200,000
Sub Total
14
2,880,000
TOTAL
33
7,600,000
6.7 RESOURCE REQUIREMENTS FOR DDP6
6.7.1



Issues for Settlements and Housing
Uncoordinated settlement patterns that lead to proliferation of settlements.
Settlement patterns that lead to sprawl that make provision of infrastructure
and social services difficult and expensive.
Fifty percent of the district population uses the traditional building materials
that have a bearing on the depletion of natural resources.
76






6.7.2



6.7.3
Lack of cash, employment opportunities to raise funds for housing.
Poor quality houses
Poor housing market in rural areas to attract the private sector to provide
housing.
Lack of adequate funds to provide institutional housing.
Lack of services.
Centralization of funds by Ministry of Lands, Housing and Environment.
Strengths for Settlement and Housing
Legislation and policies that are in place provide a framework within which to
operate.
Some villages have development plans, which serve as a guide for both
development and growth of these villages.
Skilled manpower.
Performance Targets and Development Budget for DDP6.
Implementation Budget
Figure 6.1
Total Number Of Houses To Be Constructed Under Lh 203 In Ddp6
Institution
2003/04
2004/05
2005/06
2006/07
2007/08
2008/09
Total
District Council
16
15
19
13
10
10
83
District Admin
11
11
16
9
9
9
65
Land Board
6
6
2
3
2
-
19
Tribal Admin
15
17
18
18
14
14
96
Total
48
49
55
43
35
33
263
Table 6.11 Summary Of Cost Estimates For Planned District Housing projects (Lh 203)
Institution
2003/04
2004/05
2005/06
2006/07
2007/08
2008/09
Total TEC
District Council
3,390,000
3,270,000
4,070,000
2,920,000
2,240,000
2,360,000
18,250,000
District Admin
2,200,000
2,200,000
3,280,000
1,800,000
1,960,000
2,360,000
13,800,000
Land Board
1,200,000
1,200,000
400,000
600,000
400,000
0
3,800,000
Tribal Admin
3,000,000
3,480,000
3,680,000
3,600,000
2,800,000
2,880,000
19,440,000
Total
9,790,000
10,150,000
11,430,000
8,920,000
7,400,000
7,600,000
55,290,000
6.7.4
Plan Monitoring Program
Continuous monitoring of the plan will be necessary through preparation of annual
plans. This can only be possible if the plan is made flexible and responsive to any
situation that might arise. Monitoring will also be done through quarterly reports to
PMC, DDC and Full Council.
77
CHAPTER SEVEN
7
AGRICULTURE
7.1 INTRODUCTION
7.1.1
Institutional Framework
The Ministry of Agriculture has five departments. That is, Department of Animal Health
and Production, Crop Production and Forestry, Agricultural Research, Cooperatives.
Three divisions that include, Division of Agricultural Planning and Statistics, Division
of Agricultural Information and Public Relations and Agricultural Resources Board,
support the departments.
7.1.1.1 Animal Health and Production
The Animal Health and Production department in the district is responsible to support,
train and education farmers on animal health and range management. Its activities
include prevention and control of animal diseases, improvement of livestock production
and provision of veterinary public health services.
7.1.1.2 Crops Production and Forestry
The department is responsible for promotion, education and assistance of farmers on
profitable crop production.
7.1.1.3 Cooperatives
It is responsible for promoting, registration and development of cooperative societies
and ensuring compliance with cooperative societies act.
There are two parastatals that fall under the auspices of the Ministry and these are
Botswana Agricultural Marketing Board (BAMB), and Banyana Pty (Ltd) (former
Molopo CDC ranches).
The BAMB provides a market for agricultural produce in the district. Banyana ranches
are responsible for improvement of animal breeds in the district through research in
mixed breeding as well as proving artificial insemination services.
7.1.2
Strategic plan for respective Ministries
7.1.2.1 Summary of Strategic plans for various Department, which deals with
Agriculture
Department
Responsibility
Strategic plans
District Action
Lands
Provide direction on all land
related matters
Formulating,
implementing,
coordinating and monitoring land
policies for the benefit and
development of Botswana.
Speedy and efficient land
allocation
Prepares
Integrated
land use plans.
Ensures adherence to
plans and advises on
all matters related to
land
use
through
DLUPU.
Advises farmers on all matters
relating to Arable agriculture
Technology Transfer
Crop Production and
Forestry
Conduct
land
resources
inventories and land evaluation
for land use planning
Efficient and effective
land management system
Agriculture
Conservation
Resources
Runs workshops and
train farmers on the
use
of
modern
technology
in
agriculture
Rehabilitation
degraded areas.
78
of
Department
Responsibility
Strategic plans
District Action
Improve
land
management practices
Animal Health and
Production
Control animal disease, advises on
animal production and manages
rangeland.
Healthy livestock
cordon fences
vaccinations
range assessment
Sustained wildlife populations and
habitats.
Sustained
Wildlife
populations and habitats
Animal disease control
-Hunting quotas
-Game farming
-Patrols
-Public
education
campaigns
- formation of trust
Cooperatives
Wildlife and National
Parks
Promotion of partnership in
sustainable
utilisation
and
management of wildlife resources
within WMAs
7.1.3










Agriculture Consultation Priorities
Poor rains
Shortage of extension officers
Low prices at Botswana Agricultural Marketing Board
Overgrazing and dual grazing
Poor maintenance of fire breaks
Outbreak of Veld fires
Shortage of transport for extension Staff
Inadequate staff accommodation
Conflict between wildlife and livestock
Encroachment of villages into arable land
7.2 NATIONAL POLICIES AND LEGISLATION
7.2.1
Community Based Strategy for Rural Development
The policy gives the community power to utilize and manage natural resource in a
sustainable manner with the accrued proceeds going back to the community. This is
done through the Community Based Natural Resources Management. The District has
many natural resources that can be utilized through this program, such as land for
horticultural projects and grazing.
7.2.2
National Settlement Policy.
The requirement to provide basic services to settlements and villages with a population
more than 250 encourages the proliferation of settlements. The problem is prevalent in
Good Hope sub district and Kanye/ Moshupa area. This has impact in Agriculture land
as these settlements eventually grow and take up agriculture land.
The district has a draft District Settlement Strategy that will be reviewed and updated
during DDP 6 Plan period. The strategy will have bearing in agriculture, as it will guide
the sector on resources distribution.
7.2.3
National Forest Policy
The main goal of the draft policy is to develop Legal framework for the management of
woodlands in communal areas with the participation of local communities. The Forest
79
Act of 1968 does not address this provision. Currently the Forestry section has no legal
mandate to operate in communal areas and indeed has no mandate to work with
communities on joint ventures or develop tourism activities/opportunities in the forest
reserves. It is not implemented in the district as there are no declared forest areas in the
area.
7.2.4
NAMPAADD
The Ministry has recently introduced an intervention for Agricultural development
called National Agriculture Master Plan for Arable Agriculture and Dairy Development
(NAMPAADD), the programme emphasizes on rainfed farming, dairy production and
irrigation. However, the programme is still at infant stage as the community is still
being sensitised by the programme. Southern District has been identified as pilot
location for the irrigation and rainfed farming. However, for sustainable production,
there should be more emphases on investigation on under ground water in the district.
NAMPAADD proposes a farming area of 150 hectares to attain economies of scale, this
therefore calls for more farm labourers which can lead to mushrooming of settlements
in lands areas and eventually requiring service provision, contrary to the NSP.
7.2.5
Tribal Land Act
The Tribal Land Act establishes the Land boards and gives them power over
administration of the tribal land. The act also gives the Land boards power to make
policies and guidelines to use in discharging its duties. Tribal Land, which includes
arable, ranches, communal etc falls under the jurisdiction of Ngwaketse and Rolong
Land Boards.
Currently the Land boards allocate arable fields at a size of 400mx400m 16(ha). This is
a viable farm size for subsistence farming, however NAMPAADD promotes farming to
be an economic venture recommends large farms in order to meet its objectives.
The recent farms under the fencing component of the Agriculture policy have a size of
6km x 6km. Other land for different activities is allocated according to
recommendations of various guidelines.
There is also no provision of leasing and subletting of agricultural fields. However, with
the emphasis in shifting from the agriculture as a social to an economic activity the
question of land tenure systems must be looked into as NAMPAADD is recommending.
7.2.6
Agricultural Resource Act.
This provides for measures that increase the effectiveness with which Agricultural
resources are used and managed so that beneficial interaction is optimised. The issues of
overgrazing and overstocking are still rampant. Due to capacity constraints the
agricultural resource board is unable to put this act into place in the district.
7.2.7
Societies Co-operative Act
The Co-operative Societies Act No.5 of 1989 states that producer co-operatives should
have a minimum number of fifteen (15) where as under the defunct Agricultural
Management Associations (AMA) only required a minimum of five (5) persons. The
department has realized that registration of producer co-operatives is very difficult
because of the highly restrictive minimum number of members required for registration.
However after consultation with stakeholders a minimum of 10 members was deemed
reasonable. Therefore the act is being reviewed to address in an effort to create a better
and conducive statutory environment for co-operatives of all kinds.
The department is also planning to formulate a comprehensive Co-operative
Development policy in consultation with stakeholders. This will provide the guiding
principles for co-operative societies. This policy will also ensure that the banking
policies of savings and credit co-operatives are in line with the banking act.
80
7.2.8
National Policy on Agricultural Development (Fencing Component)
The policy is mandated to conservation of agricultural land and other resources for
future generations as well as range management through fencing of ranches. Currently
the problem faced by the district that majority of the subsistence farmers will be left out
due to difficulty in land availability and affordability. Further more most of the
communal land will be fenced and used as ranches hence depriving small farmers
access to the land
7.3 AGRICULTURE SECTOR ACTIVITIES
7.3.1
Crop Sub-Sector
Crop Production in Southern District is at both subsistence and medium scale. The
District is characterized by good soil on the South East and fragile on the West and
North West coupled with erratic rainfalls. The production levels are always fluctuating
due to the above trends.
There are three Agriculture districts in the District, these are, Kanye, Moshupa and
Barolong. The District is subdivided into the Agriculture extension areas that are
manned by extension officers. The extension officers advise farmers in all arable
agriculture activities in order to promote high yields. It also assists in conservation of
soils. The ALDEP II was phased out during DDP5 implementation as such there were
farmers whose packages were still outstanding and hence they will be supplied during
DDP6.
The sector is faced with the following problems:




7.3.2
Erratic Rainfalls
Poor soils mainly in the western part of the district
Lack of commitment by farmers, they leave farms non-attended.
Low prices for agricultural produce by BAMB
Livestock Sub-sector
The department of animal health and production is responsible for the livestock sector.
Its activities revolve around the following;




Prevention and control of animal diseases
Effective extension service
Provision of veterinary public health service
Improvement of livestock production
To fulfil the above, the Southern Region is subdivided into 35 Extension areas with a
total of 450 crushes. The region has a live stock population of 259,426 cattle, 23,728
sheep, 71,772 goats and 5,020 horses. Refer to table 7.2 below:
Table 7.1
Livestock Population
Jwaneng
Kanye
Lobatse
Total
Cattle
75,418
134,377
49,631
259,426
Sheep
6,886
11,204
5,638
23,728
Goats
21,463
38,069
12,240
71,772
Horses
3,498
1,150
372
5,020
Donkeys
6,081
16,751
5,850
28,682
Source: Department of Animal Health & Production – Southern
81
The department has problems of unavailability of surface water and it is difficult for
most farmers to get underground water through borehole drilling.
7.3.3
Cooperatives sub-sector
The Department of Cooperatives is responsible for promoting, registration and
development of cooperative societies and ensuring compliance with cooperative
societies act. The department also provide business advice and human resource
development programme to the cooperative movement.
The district has a total of 24 cooperative societies. A total of seven cooperatives were
assisted during DDP 5. The major problems facing the Co-operatives department are
mismanagement and lack commitment by members.
7.4 AGRICULTURAL SECTOR GOALS AND OBJECTIVES
7.4.1
Crop Sub-Sector
Goals
Objectives
To enhance technology transfer through
development and delivery of appropriate
extension messages.
To train 4B Members on various agricultural disciplines
To provide targeted extension messages to all extension areas.
To promote establishment of projects in various disciplines of Crop Production
and Forestry
To satisfy clients needs through
provision of appropriate technologies.
To provide and develop irrigated Agriculture
To clear ALDEP backlog
To conserve agricultural resources
through provision of appropriate
knowledge and skills on their sustainable
use.
To rehabilitate degraded land
To improve land management practices
To provide land resource inventory and monitoring data
To motivate staff by providing a
conducive working environment.
To build staff houses
To build a Regional Office
Extension of Pelotshetha Research station
To disseminate technical information
through various media in Southern
Region
To disseminate information through relevant media, e.g. radio, agric-facts, TV,
pamphlets, kgotla meetings and workshops.
7.4.2
Animal Health and production
Goal
Objectives
To promote a healthy livestock population through
effective disease prevention and control strategies
To control four major disease of livestock (Anthrax, Quarter
Evil, Brucellosis & Rabies)
To monitor all dairy cattle for two zoonotic diseases
(Brucellosis & TB)
To erect cordon fence and provide boreholes along the
Botswana/RS.A border.
To provide effective livestock extension service through
education and advice to farmers.
To achieve extension agents – farmer ratio of 1:300
To train 955 farmers
Expansion of AI camp at Goodhope
To complete 3 Animal Health Centres at Gasita, Goodhope
and Thankane
To motivate and promote staff by providing a conducive
working environment
To construct 2 ALDEP type houses at Morwamosu and
Sekgwasentsho
To construct one Regional Veterinary Office at Kanye
To fulfil stakeholder /customer requirements through
continuous consultation and timely delivery of service
To increase LITS coverage from 74% to 100%
To facilitate the establishment of communal farms
To conduct annual market surveys for all animal production
disciplines
To assist farmers with SLOCA grants
82
7.4.3
Cooperative Sub Sector
Goal
Objective
To maximize customer/stakeholder satisfaction
through quality and client oriented service
To monitor performance of twenty four (24) cooperative societies
To provide a conducive working environment
To construct an office block and two staff houses in
Kanye
To provide skills and knowledge transfer through cooperative employee training and member education
To train twenty five (25) co-operative movement
employees
To educate two thousand (2000) co-operative members
on corporate principles
7.5 FRAMEWORK FOR STRATEGIC ENVIRONMENTAL ASSESSMENT
7.5.1
Evaluation of Environmental Key Issues and Sector Goals and Objectives.
7.5.1.1 Crop production
Goal
Objective
Environmental Issue
To motivate staff by
providing a conducive
working environment
To build staff houses and offices
Felling of trees and extraction of sand
and gravel aggregates.
To satisfy clients needs
through provision of
appropriate
technologies.
To provide and develop irrigated
Agriculture
Ground water pollution
Clearance of vegetation
To clear ALDEP backlog
7.5.1.2 Animal health and production
Goal
Objective
Environmental Issue
To promote a healthy
livestock
population
through
effective
disease prevention and
control strategies.
To erect cordon fence and provide boreholes
along the Botswana/RSA border
•Uprooting of trees
• soil erosion
• overgrazing.
To provide conducive
working environment
To construct 3 ALDEP type houses at
Morwamosu and Sekgwasentsho
To construct one Veterinary office at
Lobatse
To construct one Regional office at Kanye
To construct 13 loading ramps attached
cattle crushes
• Uprooting trees
• Extraction of sand
from rivers
To fulfil stakeholder
/customer requirements
through
continuous
consultation and timely
delivery of service
To facilitate the establishment of communal
farms
To construct livestock marketing facilities
Dairy improvement at Pitsane
Improvement of AI services at Goodhope
Overgrazing due to dual rights
problem
83
7.5.1.3 Cooperatives
Goal
Objective
Environmental Issue
To provide a conducive working
environment
To construct an office block and
two staff houses in Kanye
Uprooting trees
Extraction of sand from rivers
To provide skills and knowledge
transfer through co-operative
employee training and member
education
To train twenty five (25) cooperative movement employees
To educate two thousand (2000)
co-operative
members
on
corporate principles
Littering
7.5.2
Evaluation Of Environmental Key Issues With Sector Policies And Programs
Policy
Objective
Environmental Issues
NAMPAAD
To increase food production hence
enhancing food security and sustainability
Groundwater
pesticides.
pollution
because
of
Cutting and felling of trees
Mushrooming of settlements
National Settlement Policy
Provision of basic services to settlements
with populations
Encroachment into fertile lands areas
Over 250.
Community Based Strategy
Utilisation and management of natural
resources
Over harvesting of resources
National
Policy
on
Agricultural
Development ( fencing component)
Conserve agricultural land and other
resources for future generations
Overgrazing in communal areas
Disturbance of free movement of game
Curtailed access to veld products
7.6 STRATEGIES TO ACHIEVE THE AGRICULTURE SECTOR GOALS AND OBJECTIVES.
7.6.1
Proposed projects, Potential impacts and mitigation measures
Proposed projects
Potential impacts
Mitigation measures
Construction and improvements of offices and
staff housing
Vegetation destruction
felling of trees.
due
to
Proper disposal of waste
Dam and irrigation development
Vegetation destruction
felling of trees.
due
to
EIA Study
Ground water pollution
Felling of trees.
Reducing grazing land
promoting overgrazing
thus
Afforest ration
Erection of cordon fence
Cutting down of trees
Destruction of vegetation
Avoid cutting of mature
trees
Workshops and kgotla meetings
Littering
Provision
receptacles
Livestock marketing facilities
Cutting down of trees
Destruction of vegetation
of
waste
7.7 RESOURCES REQUIREMENTS FOR DDP 6
7.7.1



Strengths for Agriculture
Pool of qualified staff
Availability of land
Policies and guidelines
84
7.7.2
Implementation schedule
Table 7.2
Crop sector
Proposed Project
Location
Implementation
Budget (P)
Schedule
Clear ALDEP backlog
District
2003/09
1,360,000
2003/04
2,202,380
Prepare course materials
Train 4B members
Construction of 10 A/Ds houses
Tsonyane
Moshupa,
Ditharapa,
Mokgomane, Mokhomma,
Lotlhakane
West,
2004/05
Segwagwa, Mmathethe, Pelotshetha, Digawana
2005/06
SRTC Office Block
Pelotshetlha
2007/08
3,204,355
Irrigation and Water Development
Southern District
2003/09
8 035 000
To conduct 6 workshops on various
Agric. Disciplines in Southern
Region by March 2009
Southern District
April - March
48 000
Livestock
Marketing
(Loading Ramps)
Good Hope
Facilities
2003/09
Hebron
Mokatako
Pitsane
Digawana
Molapowabojang
Dairy Improvement
Pitsane
2003/09
445 000
Animal Health Centres
Good Hope
2003/04
479 424
Gasita
478 126
Thankane
402 700
Regional Office – AH&P
Kanye
2004/05
6 490 218
ALDEP Houses
Sekgwasentsho
2005/06
460 070
Morwamosu
Improvement to Ais
Good Hope
1 742 000
Cooperatives Development – Office
& Staff Housing
Kanye
1 839 000
7.8 PLAN MONITORING PROGRAM
The plan-monitoring program should ensure that projects are implemented according to
plan and that plan deviations are analysed and either remedy measures are taken or plan
objectives revised. Relevant departments will regularly monitor the implementation of
the approved projects and quarterly progress reports will be produced and presented to
both the district plan monitoring bodies (e.g. District Development Committee, Plan
Management Committee) and the Ministry. The plan will also be monitored annually
through Project Review and half way through the plan by mid -Term Review
Quarterly progress reports will indicate whether the responsible departments have
implemented projects/ activities in time and within the budget. For physical projects the
planned projects should have been completed as per schedule.
85
CHAPTER EIGHT
8
TRADE, INDUSTRY, WILDLIFE AND TOURISM
8.1 INTRODUCTION
The Government through different departments and also existing non-governmental
organizations mainly spearheads this sector. It also comprises a growing private sector
of both small, medium and large enterprises and industries. The sector has committed
itself to implement efficiently existing policies and programmes and develop new ones
in support of sustainable growth and diversification of the economy. This commitment
is contained in the Ministry and Department’s Strategic Plans (2001 – 2009). The sector
has incorporated in its strategic goals the crucial elements contained in vision 2016, as
they relate to economic growth and diversification:






8.1.1
Fostering skills development
Promoting partnership arrangements between local and foreign investors
Achieving citizen empowerment
Protection and conservation of Botswana’s natural, scenic, aesthetic and
cultural principles and values.
Ensuring sustainable use of natural resources (Wildlife included)
Contribution to poverty alleviation
Playing advocacy role on behalf of the commercial and industrial sectors.
Institutional Framework
This sector comprises of several units in the Southern district. On the government side
there is the department of Wildlife and National Parks, Industrial Field Services and
Consumer’s Affairs unit as well as the District Council. These mainly serve as
regulatory bodies and providing support services to the sector. There are several nongovernment organizations, cooperatives, consumer groups and other community based
organizations of which some are non-profit driven but just providing support services.
The are also two major Parastatals which also provide skills and innovation to the sector
namely the Rural Industries Innovation Centre, and National Food Technology
Research Centre.
8.1.2
Strategic Plans for Respective Departments.
Sector
Strategic Plan
Action
Trade,
Industry ,
Wildlife and Tourism
Conducive Environment for diversified
sustainable
economic
activities
established and maintained.
i)Formulation
review,
implementation and enforcement
of policies.
ii)
Continuously
rendering
training to potential and existing
businesses.
Wildlife and National
Parks.
Sustained wildlife population and
habitats as well as partnerships in
sustainable utilization and management
of wildlife resources.
i) To reduce major human –
wildlife conflict.
ii) consult on policies for the
conservation of species of
concern
iii)all relevant communities
utilizing the Southern WMA.
CEDA
To ensure development of viable,
sustainable citizen owned business
To make application for loans
non prohibitive for potential
86
Sector
Strategic Plan
enterprises able to add value to the
economy.
Action
entrepreneurs.
Lands
Speedy and efficient land allocation
and management.
To develop land management
systems to guide decisionmaking.
Finance
and
development Planning
To ensure efficient
economic management
sound
To develop and implement
appropriate monetary and fiscal
policies.
Local Government
To promote local governance through
participatory development and to
enhance service delivery.
Ensure
development
coordination effectiveness and
improved service provision.
8.1.3
and
Role of the Private Sector
The role of private sector is mainly for provision of services such as retailing and
banking
The banking fraternity in the Southern District consist of Barclays Bank, National
Development Bank, First National Bank and Botswana Savings Bank through post
offices. The banks help in providing funds for establishing and running of business
enterprises. Though the district has numerous private contractors most major projects
are still carried out by foreign firms from other countries. Retail enterprises are also
numerous around the district settlements and mostly are citizen owned. There are major
chain shops established in Kanye such as Score Supermarket, Friendly Grocer, Pep
Stores as well as chain furniture shops.
The private sector through engagement of consultants is fully engaged in assisting plan
formulations such as among others, preparation of village development plans.
8.1.4
Consultation Priorities
Below are some of the main issues raised during public consultations. The issues are an
indicator of the public’s concerns and needs. Even though the plan emphasizes on
resolving them it cannot be stated that all will be attained by the goals and objectives of
this sector.







Lack of services industrial and commercial plots
Establishment of CEDA offices in Mabutsane sub-district
Problem animals
Poor infrastructural developments
Shortage of transport
Shortage of skilled manpower
Lack of adequate and appropriate office accommodation
8.2 NATIONAL POLICIES AND LEGISLATION
8.2.1
Industrial Development Policy
This policy was developed and approved by Parliament in December 1997. The main
emphasis of the policy is on diversification of the industrial base. The essential
principles of the policy are much relevant and need to be advocated extensively in the
Southern district. These are:


To encourage a highly productive and efficient export industry which
emphasizes on utilization of local natural resources
To promote and expand an efficient support services and component
manufacturing, many of which will be small and medium size businesses and;
87

To assist the district’s small-scale entrepreneurs. Local communities and nongovernment organizations will also be utilized to develop business activities
and opportunities in the rural areas of the district.
The Southern district has structures in place to assist aspirant entrepreneurs to provide
them with services they need. Such services include land allocation through the two
land boards( Rolong and Ngwaketse), water, electric and telecommunication networks
will be provided to create a conducive environment for business operations.
8.2.2
Small, Medium and Micro Enterprises Policy
The SMME policy was approved by Parliament in December 1998. The main objectives
of the policy are;





To foster citizen entrepreneurship and empowerment
To promote SMME exports
To achieve economic diversification
To encourage the development of a competitive and sustainable SMME
community.
To promote efficiency in the delivery of services.
Government of Botswana established the Citizen Entrepreneurship Development
Agency that is charged with offering and administering SMME loans. An office has
been opened in Kanye that serves the Southern district as well as Northern Kgalagadi
and Ghanzi Districts. Most loans obtained were mostly utilized by the informal sector
such as in the hawking business. This resulted in the mushrooming of tuck shops
(dimausu) especially in most populated areas like Kanye, Mmathethe, Goodhope etc.
8.2.3
Consumer Protection Act
The Consumer Protection Act aims to provide protection of consumers by means of
investigation, prohibition and control of unfair business practices. The act gives the
Consumer Affairs office the mandate to protect the rights of consumers though it has
already proven to have some loopholes e.g. on business inspection. The office does this
on quarterly basis providing situational reports for each quarter. Thus the office does not
have powers to condemn and destroy defective/spoiled goods without the help of Health
Inspectors. However few consumer groups are in place in the district.
8.2.4
The Local Licensing Act
The Local Licensing Act empowers the District Council to issue licenses for certain
trading activities in the district. Though the number of license has been issued to the
business community the impact of the policy in terms of job creation and raising the
economy of the district is very minimal, the major reason being lack of entrepreneurship
skills among the community. Monitoring is also a constraint.
8.2.5
Tourism Policy
Tourism has been identified as a major sector for economic growth as shown by the
development of a tourism policy. The general objective of the policy is to obtain, on a
sustainable basis, the greatest possible net social and economic benefits for Botswana
from their tourism resources, scenic beauty, wildlife and unique ecological, geological
and cultural characteristics. Specifically it aims to:




Increase foreign exchange earnings
Generate employment, mainly in rural areas
Raise income in rural areas to reduce urban drift
Generally promote rural development and to stimulate service provision in
remote areas.
88
The Trans Kalahari road, amongst other cultural and ecological aspects of the Southern
district, presents opportunities for tourism development. Also opportunities in the
provision of accommodation services such as hotels, lodges and guesthouses would
greatly enhance the sector during DDP 6. This policy should be exploited to maximize
tourism in the district through popularization of the district’s historical sites. It is
planned to come up with a District’s Tourism Plan that will guide implementation of
this policy.
8.2.6
Wildlife Conservation Policy
This policy put emphasis on utilization of natural resources by communities in order for
them to appreciate and conserve wildlife and other resources. The Southern district
WMA is earmarked for utilization by the communities attached to it.
8.3 TRADE AND INDUSTRY
8.3.1
Citizen Entrepreneurship Development Agency
CEDA is an agency for the development of viable, sustainable citizen owned business
enterprises. It provides financial assistance in the form of loans at subsidized interest
rates. Through CEDA one can get a loan from P500 to P150 000 at a 5% interest rate
per annum and P150 001 to P2 million at 7% per annum. Citizens aged 18 years and
over qualify for such loans. One can fund expansion of an existing business or a totally
new business venture.
There is a CEDA office based in Kanye that assist the district’s prospective
entrepreneurs with financial assistance for viable, sustainable proposals. The office is
incapacitated in that it serves a wide area. Its jurisdiction includes Northern Kgalagadi
and Ghanzi district. This poses a problem of assessing applications of their suitability
and viability as well as monitoring of projects.
8.3.2
Wildlife and Tourism
The Department of Wildlife and National Parks is responsible for coordination,
development and implementation of policies and programs for the management and
conservation of wildlife resources in the district. In Southern district the department has
two divisions namely,
i.
ii.
Management and Utilization
Community Extension and Outreach.
There is only one Community Wildlife Management Area (SO2) in Southern district in
which communities around it have been mobilized for utilization of its resources. This
though is still at an infant stage. Most work for the department is basically control of
problem animals.
There is currently no Tourism office in Southern district. Any assistance sought in
tourism is obtained in Gaborone. The district boasts of several tourism attractions such
as historical sites namely:









Kanye Hill Stone Walls
Makaba’s Tree
Kgwakgwe Hills
Pharing Gorge
Sobe ruins
Gokodisa Iron mine
Ranaka old stone settlement and iron smelting ruins
Historical Livingstone Tree
Mmasechele Gorge
89
Utilization of these by communities living amongst them as tourist destinations could
also create employment and bring income. The establishment of support services in
accommodation and catering( food, transport etc) services at these sights and along the
Trans Kalahari road presents viable opportunities. This and much more will be entailed
in the District’s Tourism Plan to be prepared during DDP 6.
8.3.3
Integrated Field Services and Consumers Protection Unit
The Integrated Field Services division has offices both in the Sub Districts and district
headquarters. It is charged with the responsibility of promoting industry development
and technical transfer. The Consumers Protection Unit is charged with enforcing the
Consumers Protection Act, Standards Act, Hire Purchase Act, Trade and Liquor Act
amongst others. It has offices in Kanye. The unit establishes consumer groups
throughout the district.
8.3.4
National Food Technology Research Centre
The NFTRC is a newly formed parastatal organization located in Kanye with a mandate
to stimulate development in the food sector. The NFTRC has a broad based mandate to
contribute to development of the country at the macro level through the following
objectives:



Provide relevant science and technology assistance to the local food industry
Facilitate the improvement in the quality of locally processed food products,
ensuring maintenance of food standards
Promote the utilization of local food materials through product development,
thereby facilitating import substitution
To assist in creation of jobs by way of entrepreneurial skills development in the
area of food technology.
The NFTRC has conducted four one-month courses through which 100 women were
trained. Among the 100 women trained 25 women were from Southern district. The
NFTRC has also produced educational booklets on nutrition and HIV/AIDS for the
southern district.
8.3.5
Rural Industries Innovation Centre (RIIC)
RIIC is a parastatal institution that pursues a Technology Transfer Programme. This
programme transfers the manufacture of viable technologies to local engineering
workshops for commercial production. This programme has enhanced the
manufacturing capacities of local workshops that work with it. The technologies
involved includes manufacture of farming implements, sorghum dehuller, kgotetso
oven, bush pump, chuff cutters, diamond mesh wire machines and plough planters
Another notable technology advanced by RIIC is in the provision of Solar Energy
Utilisation for lighting and heating suitable for the rural areas where there is no electric
grid. RIIC will continue to also identify technologies outside Botswana to mainstream
them for manufacturing locally. This aims at increasing RIIC’s product range for
onward transfer to local workshops.
8.4 TRADE, INDUSTRY, WILDLIFE AND TOURISM SECTOR GOALS AND OBJECTIVES
In line with the aspirations articulated by Botswana Vision 2016 of a prosperous,
productive, innovative and accountable nation the following goals and objectives have
been adopted in DDP 6.
90
8.4.1
Summary of sector goals and objectives
GOALS
OBJECTIVES
1. To reduce major human and wildlife conflicts.
i) To reduce length of time taken to attend problem
animal reports from 12 to 2 days.
ii) To train at least 10 local communities to
undertake problem animal control yearly.
2. To educate general public on importance of
wildlife and beneficially engage in utilization.
i) To conduct two kgotla meetings per financial.
ii) To establish two CBNRM projects.
3) To develop an entrepreneurial and business culture
among southern district community
i) To conduct two workshops/seminars every year.
4) To support the development of small-scale
indigenous enterprises in the rural areas.
To provide four (4) Managerial and technical
business training every year.
5) To have in place a portfolio of Departmental
products and services that effectively meet customer
needs
i) To have established three (3) sustainable
consumer groups at the end of each financial year
ii) To have established three active consumers
school clubs at the end of every financial year.
To have in place suitable accommodation to support
delivery of DTCA business and DWNP work
To construct offices for both Department of
Consumer Affairs and Department Wildlife and
National parks
To have in place highly motivated staff to deliver
products and services that meet customer
expectations.
To construct two staff houses
8.5 FRAMEWORK FOR STRATEGIC ENVIRONMENTAL ASSESSMENT
8.5.1
Evaluation of Environmental Issues with Sector Goals and Objectives
Goals
Objectives
Environmental Issues
1. To reduce major human and
wildlife conflicts.
i) To reduce length of time taken to
attend problem animal reports from
12 to 2 days.
ii) To train at least 10 local
communities to undertake problem
animal control yearly.
Enhance environment
2. To educate general public on
importance of wildlife and
beneficially
engage
in
utilization.
i) To conduct two kgotla meetings
per financial.
ii) To establish two CBNRM
projects.
Enhance environment
3) To develop an entrepreneurial
and business culture among
southern district community
i)
To
conduct
two
workshops/seminars every year.
Littering
4) To support the development
of
small-scale
indigenous
enterprises in the rural areas.
To provide four (4) Managerial
and technical business training
every year.
No environmental impact
5) To have in place a portfolio
of Departmental products and
services that effectively meet
customer needs
i) To have established three (3)
sustainable consumer groups at the
end of each financial year
No environmental impact
ii) To have established three active
consumers school clubs at the end
of every financial year.
To
have
in
place
suitable
To construct offices for both
Enhance environment
No environmental impact
-Bush clearing,
91
Goals
accommodation
to
support
delivery of DTCA business and
DWNP work
Objectives
Department of Consumer Affairs
and Department Wildlife and
National parks
Environmental Issues
-Sand
and
gravel
extraction
To have in place highly
motivated staff to deliver
products and services that meet
customer expectations.
To construct two staff houses
-Bush clearing
-Sand
and
extraction
gravel
8.6 PROPOSED STRATEGIES TO ACHIEVE TRADE, INDUSTRIES, TOURISM, WILDLIFE
AND INDUSTRY GOALS AND OBJECTIVES.
8.6.1




8.6.2
Proposed projects
Office block for the department of Wildlife and National Parks and Consumer
Affairs
Establishment of Community utilization groups (CBNRM projects).
Educational and training Workshops, Seminars and Kgotla meetings
Industrial and Commercial Business Development
Potential Impact of Proposed Projects
Proposed project
Environmental Impacts
Mitigation Measures
-sand and gravel extraction
Designating areas and user friendly
form of extraction
CBNRM Projects
No impact
Enhances environment
Industrial Development
Commercial development
-land degradation
-pollution
-conserving
vegetation
landscaping.
-waste management
Office blocks
housing
and
staff
and
8.7 RESOURCE REQUIREMENTS FOR DDP 6/UDP 2
The strengths of this sector exert itself in that clear and comprehensive policies have
been put in place. Consultations with all stakeholders are periodically undertaken to
review such policies in order to harmonize them. This enables adaptation to evolving
changes. Another strength is even though not adequate, the availability of trained and
experienced manpower. There is also the availability of a potentially good tourism
product.
The issues in the sector include unfavourable competition of foreign companies against
Botswana due to external regulation of some industries as well as fronting. Lack of
entrepreneurial skills and information is also of concern among the district population.
Performance targets are set out in the strategic plans of respective departments as well
as periodic plans such as annual development plans. These through provision of
progress reports are tools of monitoring DDP 6 program.
92
Table 8.1
Outline of Proposed Projects, Resources Needed, Implementation Schedule
and Budget.
Project
Resources Needed
Performance
indicators
Implementation
Schedule
Local
training
(10) people per
year in problem
animal control
Funds
Manpower
Ten people trained
2003/2009
Two
CBNRM
projects
Funds
Manpower
Mobilisation
(two
workshops
per
community)
Preparation
of
constitution
and
Registration
Preparation of terms of
reference and sourcing
of funds
Preparation
of
Management plans
Advertisement of the
area
2003/04
Two
workshops
conducted yearly
2003/2009
Budget
P 300 000.00
2004/05
2005/06
2006/07
2007/08
To conduct two
entrepreneurial
and
business
workshops and
four
training
yearly
Manpower
Funds
Three sustainable
consumer group
and three active
consumer clubs
per year
Manpower
Funds
Three consumer group
and
three
clubs
conducted yearly
2003/2009
DWNP Offices
Kanye
Mabutsane
Manpower
Funds
Offices constructed
2005/2006
DCA
houses
Manpower
Funds
Houses constructed
1 260 623
Plan Completed
Project Completed
Project Completed
Project Completed
6 125 523
3 705 000
7 804 500
645 000
Centres Constructed
33610 000
staff
NFTRC
Master Plan
Staff Housing
Lab Equipment
Information
Technology
RIIC
Industrial
Satellite Service
Centres
Technology
Adaptation
Kanye
Staff Housing
Complete HQ
Refurbish
Four
courses
conducted per year
3 000
500 000
Project Completed
Project Completed
Building Completed
Properties Complete
14 665 000
1 545 000
2 000 000
1 300 000
1 070 000
93
Project
Resources Needed
Properties
Information
Technology
IFS
Staff
House
Kanye
Goodhope
Tourism
Plan
Master
Conservation
Initiatives
CBNRM
8.7.1
Performance
indicators
Project Completed
Implementation
Schedule
Budget
Houses complete
1 101 168
565 784
Plan Complete
1 000 000
Proposals
100 000
100 000
Plan Monitoring Programme:
Plan monitoring will be done at different levels thus from sub-committees to main
committee. At the beginning of each financial year Annual plan will be prepared
outlining all the projects earmarked to be implemented that financial year.
Progress will further be reported to DDC.
Furthermore, quarterly progress reports will be prepared and submitted to the relevant
Department or Ministry.
94
CHAPTER NINE
9
EDUCATION AND TRAINING
9.1 INTRODUCTION
Education is a valued basic need and a precondition for development. As economic
development especially under globalisation depends on a highly skilled and productive
workforce, applied and life-long education has to be given highest priority. Vision 2016
expects that Batswana will be an informed, educated, hard working and disciplined
nation. To this end, the Ministry of Education and other ministries involved will
provide quality education and training that is accessible to learners of all age groups to
enable individuals to attain their potential and contribute to the national socio-economic
and technical advancement.
9.1.1
Institutional Framework
The Ministry of education is responsible for national education policy formulation and
managing the national education and training system. The ministry comprise of nine
departments namely Primary Education, Secondary Education, Non Formal Education,
Teachers and Development, Student Placement and Welfare Teaching Service
Management, Vocational Education and Training, and Examinations Research Division.
In order to execute its duties effectively, the department shares some of these
responsibilities with other ministries such as Ministry of Local Government, Private
Sector and Non Governmental Organisations such as Botswana College of Distance
Learning (BOCODOL.)
At district level, the ministry is represented the following departments; Primary
Education, Secondary Education, and Non Formal Education. The responsibility of
primary education is shared between two Departments of Primary Education under the
Ministry of Education and Southern District Council. The department of primary
education under the Southern District Council is responsible for provision of
infrastructure, stationary and equipment, provision of ancillary staff, transportation of
teachers and pupils during educational tours and sporting activities. On the other hand,
the department of Primary education under the ministry of education is responsible for
the provision of curriculum materials to schools, management of schools, teachers’
welfare and recruitment. The department of secondary education is responsible for
management, recruitment and the welfare of teachers in secondary schools. The
department of Non Formal Education is responsible for provision of literacy education.
There is only one Education Centre in the district responsible for in-service training for
teachers at primary and secondary schools.
Southern District provides educational services and facilities for Pre-Primary, Primary
and Secondary and Tertiary Education (Distant Education only). Service providers are
the Government (Ministry of Education (MoE), Ministry of Labour and Home Affairs
(MLHA), Southern District Council (SDC) and Non-Government Organisations (NGO),
which can be Community Organisations or Private Organisations.
Responsible for Pre-Primary Education is the Ministry of Education and Southern
District Council (S&CD –Home Economics), for Primary Education the Ministry of
Education and Southern District Council, for Secondary Education the Ministries of
Education and Labour & Home Affairs, for Tertiary Education the Ministry of
Education
95
9.1.1.1 Strategic Plan for the Ministry of Education.
The promotion of a culture of lifelong learning as a key component of national human
resources development, involving Government, the private sector and Non-Government
Organisations (NGOs). Lifelong learning can contribute to the achievement of many of
Southern District’s economic and social goals.
9.1.1.2 Strategic Plan for the Ministry of Local Government.
The mandate of the Ministry of Local Government is to provide basic physical and
social infrastructure in particular through provision and maintenance of primary school
infrastructure and provision of social protection systems. This will be achieved through
the following goals;




To improve the quality of life by providing primary school infrastructure in the
district.
To clear the maintenance backlog of primary school facilities in the district.
To improve social safety net by targeting vulnerable groups, such as needy
pupils, under the national strategy for poverty reduction
To provide social protection by improving delivery of food and other amenities
to vulnerable groups.
9.1.1.3 Strategic Plans - Ministries
Key Result Area
Strategic Goal
District Action
A high level of HIV/AIDS
awareness
To infuse HIV/AIDS concept in all
curriculum at all levels of the
Education and Training System.
Guidance and Counselling teachers
have been recruited and posted to
Schools in the District.
A competent national human
resource
To integrate the development of
employable skills in the delivery of
the curriculum and facilitate
exposure of students to the world of
work.
Construct and equip vocational
schools and Brigades in the
District: Moshupa Brigade and
Ravos.
To raise qualifications of serving
teachers to a minimum of a
diploma
Almost all secondary schools have
a BOCODOL branch to address
this issue.
To set a minimum for physical
facilities, equipment and materials
for all Education facilities
All facilities in education facilities
are either constructed or upgraded
in the whole District.
To develop an appropriate standard
curriculum for Pre Primary schools.
More fully equipped Pre-schools
are established in the district
adhering
to
the
standard
curriculum.
To strengthen mechanisms for
support to PTAs and Boards in
educational institutions.
Workshops are being conducted
throughout
the
District
to
resuscitate these committees.
Provision of Infrastructure
To
provide
infrastructure.
-Construct and maintain education
facilities
Social Protection
To provide social protection
Ministry of education
Quality Education and Training
An
Enabling
environment
learning
Ministry of Local Government
basic
physical
-Timely purchase and delivery of
school
uniforms
and
other
amenities
96
Key Result Area
Strategic Goal
District Action
Ministry of Labour and Home Affairs
Customer Satisfaction
To improve customer satisfaction
by providing services in an
excellent, effective, efficient and
friendly manner.
-Provision of Pension money.
Information Provision
To
generate,
acquire
and
disseminate information through
efficient services for purposes of
education and research
-Up grade the Bathoen Memorial
Museum.
-Construction of a records centre in
Kanye
9.1.1.4 Strategic Plan for the Ministry of Agriculture
The Ministry of Agriculture plans to increase Agricultural Technology Development
and Transfer through the following strategic goals:


9.1.1.5
To promote science and technology based agricultural development through
strong research extension linkages.
To increase agricultural knowledge through regular targeted technology based
training. That is developing specialized training modules according to the
customer needs. At the district level there is the Ramatlabama Research
Institute that trains on agricultural research.
Role of the Private Sector
The role of the private sector in providing educational services is to complement the
capacity of educational services provided by the Government as well to provide an
option in the ways to better education.
In the Southern District , the private sector is to some extent involved in the running of
mostly Day Care Centres and some private schools. The private sector is mainly
involved in the service provision of education equipment, stationery and the
construction and maintenance of facilities.
9.1.2
Education and Training Consultation Priorities
Community Consultation:








Improvement of services for primary schools.
Use of coal/solar/electricity for cooking or provision of firewood by Council.
Shortage of classrooms, teacher’s quarters and toilets.
The need for a Senior Secondary School in the District together with the
relevant amenities.
Backlog in basic education facilities.
(Classrooms, teachers’ quarters, toilets, admin blocks, kitchen/dining halls etc.)
Access to basic education for children living in small settlements and disabled.
Strengthening planning and co-ordination capacity at District level for better
utilization of resources. E.g. adjusting the enrolment of schools to their
capacities
9.2 NATIONAL POLICIES AND LEGISLATION
9.2.1
National Policy on Day Care Centre
This Policy was adopted in 1980 based on the UN convention on the Rights of the child.
All members states were to adhere to this in order promote the rights of the child. It is to
97
this end that in Botswana in pursuance of this Declaration
established.
9.2.2
Pre- Schools were
Revised National Policy on Education (RNPE)
In 1992, a Presidential Commission was appointed to review the education system in
Botswana with particular emphasis on universal access to basic education, vocational
and training and preparation to the world of work. The commission’s report was
adopted by Government as Paper no. 2 of 1994, the Revised National Policy on
Education (RNPE).
The RNPE spells out the strategy for educational development whose long-term
perspective is up to twenty-five years through the following main issues:






Access and equity;
Effective preparation of students for life, citizenship and the world of work;
Improvement and maintenance of quality of the education system;
Enhancement of the performance and status of the teaching profession;
Effective management of the education system;
Cost effectiveness and cost sharing in the financing of the education system.
In the Southern District some of the recommendations of the policy have been achieved.
For instance:


9.2.3
The transition from Primary to secondary schools although the shortage of
facilities has a negative impact.
The reduction of class size from 45-40 at primary level even though plans to
reduce it further as per the Policy are hampered by the implementation capacity
and limited funding.
Policy on Tertiary Education
On the backdrop of the Revised National Policy on Education of 1994, in 1999 an act
was passed by Parliament that commissioned the establishment of the Tertiary
Education Council (TEC). By this Policy, the TEC was given the mandate of
coordinating the development of tertiary education and of determining and maintaining
standards of teaching, examinations and research at this level.
In the Southern District this policy has enabled the establishment of private commercial
schools that are allowed to operate. The only problem that is facing these schools is that
government does not employ these schools graduates because it does not recognise their
certificates. It therefore not clear as to why government has allowed them to operate in
the first place. There is urgent need for proper monitoring of certification and
accreditation of these institutions.
9.3 EDUCATION
9.3.1
Schools
9.3.1.1 Pre-School Education
These facilities offer reception classes to children of ages four to six with the aim of
preparing them for Primary schools, they also offer baby sitting services for those
parents who are working without maids/babysitters. In the Southern District there are
quite a number of these facilities. They maybe owned by individuals or run by
Communities through the Village Development Committees (VDC) as is the case in
most Pre-Schools in the rural areas of the District. Trained Personnel where available is
trained at Lobatse Day Care Centre.
98
9.3.1.2 Primary Education
The Southern District has a total of One hundred and four (104) primary schools with an
estimated enrolment of thirty-five thousand three hundred and fifty (35 350) pupils for
2003.There are schools maintenance construction underway in order to address the
increasing enrolment. (See Table 9.3.1.2 for the projected enrolment projection beyond
2003.)
Table 9.1
Primary Schools Enrolment Projections 2002-2008
2003
2004
2005
2006
2007
2008
Standard 1
5700
5738
5815
5540
5770
5760
Standard 2
5370
5500
5410
5400
5380
5360
Standard 3
4970
4800
4850
4750
4730
4770
Standard 4
5630
5650
5780
5800
5790
5760
Standard 5
4890
4895
4800
4790
4780
4750
Standard 6
4750
4780
4789
4790
4700
4750
Standard 7
4040
4680
4090
4710
4750
4780
Total
35350
36043
35534
35780
35900
35930
Source: Education Dept - Southern
9.3.1.3 Secondary School education
The District has twenty-four (24) Community Junior Secondary Schools and Two (2)
Senior Secondary Schools that offer further education to the Primary School pupils.
They enrol a total of Fourteen Thousand three hundred and sixty (14 360) and Three
thousand and eighty(3 080) students respectively. Construction is on going at
Seepapitso and Moshupa Senior Secondary Schools in order to cater for the growth in
enrolment.
9.3.1.4 Private Schools
In Southern District there are two registered Private Schools. These exist to augment
and accommodate all those students who could not be enrolled by the government
schools either because of their grades or overcrowding. These are registered with the
Ministry of Education, this is to ensure that they offer quality education and adhere to
the existing syllabus. The two schools are:- Kanye Private Secondary School ( provides
secondary education up to form five level) and Forest hill School which offers preschool, Primary Education and Limited Secondary Education ( up To Junior Level).
9.3.1.5 Non – Formal Education
This sector experienced a decrease in the number of the participants and Literacy Group
Leaders for the plan period and this was contributed by a number of factors. Literacy
participants enrol in the programme for various reasons. For instance some enrol in
order to learn to write their names and upon achieving the intended goals they quit.
Some enrol in order to learn how to read and write and as soon as they master the skills
they leave and all this is done irrespective of the fact that the number of the set primers
has been completed or not. Domestic commitments also contribute to a large extent to
the high-drop-out rate. With the HIV/AIDS pandemic on the scene the dropout rate
became more and more severe as learners had to take care of the beloved members of
family. Last but not least there were those who left after graduating from the
programme. The decrease in the number of Literacy Group Leaders is however a result
of the fact that most of them leave the programme for greener pastures.
Three clusters fell vacant when officers resigned. A reshuffle was effected therefore
leaving Maokane, Hebron and Moshaneng vacant. These resignations contributed to the
99
drop out rate in the number of learners because it became very difficult to supervise
those clusters with the current officers.
9.3.1.6 Distance Education
The responsibility of distance learning has been transferred to the Botswana College of
Distance Learning (BOCODOL) as per the recommendation of the Revised National
Policy on Education. In the Southern District this facility exists in almost all the
Secondary schools to offer the people a chance to continue their studies. However in the
District enrolment continues to be the problem since people do not turn up in large
numbers as expected.
9.3.2
Training
9.3.2.1 Tertiary Training
Ramatea Vocational School
This school offers vocational training to the students who could not find places in other
institutions of higher learning. It is located in Kanye.
As regards our proposal, our strength is most of the villages are being electrified and
urbanization is fast taking place in these areas. Coming with these urbanization is the
desire of residents owning items such as TV, Refrigerators and Radios hence the
introduction of a new course –TV, Radio and Refrigerator repair. It is hoped that
graduates can easily find employment. If they fail to get employed in the formal sector,
they can easily sustain themselves by establishing small-scale business units. Secondly
we have also looked at the existing infrastructures in the school that can easily be
converted to cater for this course.
With the proposal mentioned above, it has become necessary to increase the intake
because of the number of aspiring candidates. The number has increased due to
cancellation of Tirelo Sechaba and increase in population for Kanye Village. As an
example of the school places demand, in 2001/2002 Secretarial, Computer and
Accounts courses, 672 aspirants turned up for interviews and only 80 were taken on.
Courses offered currently are as follows; Livestock, Dressmaking, Fabric Dyeing and
Printing and Administration Business and Computers.
Kanye Brigades Development Trust
Training Unit
Increase intake of students in existing courses, that is, in Auto Mechanics and Electrical
Installation and Implementation. With the new building structure and equipment
structures the Brigade had been approved by Ministry of Education to train up to NCC
in Auto Mechanics and Electrical Trades.
Gasumana Hardware Unit
The Hardware Unit in order to increase its services to the community will have to
expand the main Hardware Shop.
Purchases of vehicles to replace the old ones to facilitate delivery of building material to
customers. The Unit needs replacement of 2 vehicles that is 4 ton Dyna Truck and a
two (2) ton Hilux Bakkie.
Roof the yard to protect other building materials from the extreme weather conditions.
Replacement of Hardware gatehouse
9.3.2.2 STUMP Vocational Training Institute
This is a Non- Government Institution established in 1989 located in Good Hope.
Stump Development Trust runs it. It is made up of one office block, two workshops, a
100
dormitory block, a church hall and a bore- hole in the campus yard. The institute offers
the following courses; Carpentry, Dressmaking and Knitting. These are offered at
certificate level i.e. Graduates are given MTTC Trade Certificates upon completion.
Also offered is short term training courses to textile business. New courses that are to be
introduced in the near future are as follows; Repair of Music Instruments and Computer
Designing in Textiles. The institute has plans in place to increase their intake of
students.
9.3.2.3 Barolong Vocational Training
This is a Community Based Learning/Training Institution located in Pitsane. It was
established in 1994. The institution offers the following courses at certificate level
(Trade C and B): Accountancy, Computer Skills, Carpentry, Horticulture, Textile, and
Husbandry. Future expansion envisaged by the institution will enable them to step up on
their intake of students. Still on these developments there are new courses to be
introduced. These are ; Secretarial Course, Advanced Livestock Animal Husbandry.
The intakes are done at the beginning of each year for the first three courses and for the
rest it's in May of each year.
Kanye SDA College of Nursing
Kanye SDA College of Nursing is a mission institution that provides education and
trains nurses to function within the philosophy and objectives of Seventh-day Adventist
education worldwide. As it is affiliated with the University of Botswana and also
supported by Ministry of Health, it accepts and supports the University’s mission of
teaching and objectives of Ministry of Health. The college has a problem of lack of
space for further development. It was planned for relocation in DDP5 but could not be
implemented due to unavailability of funds.
9.4 EDUCATION AND TRAINING SECTOR GOALS AND OBJECTIVES.
Goal 1
To provide an enabling learning environment for all the learners by development of
adequate and accessible infrastructure and provision of enough equipment and
materials.
Objectives



To construct education facilities
To provide facilities for special education
Upgrade, expand and maintain existing secondary school facilities.
Goal 2
To provide HIV/AIDS counselling and strengthen the support system to those affected
within the Education System.
Objectives



Develop HIV/AIDS work place programme.
Develop teachers to offer guidance and counselling to students affected.
Provide facilities for guidance and counselling.
Goal 3
To provide vocational skills to a cross-section of students who are mostly Primary and
Secondary school leavers through development of adequate and accessible
infrastructure and equipment.
101
Objectives

To intensify training with production to give the students practical experience
in the District by providing necessary equipment for training.
9.5 FRAMEWORK FOR STRATEGIC ENVIRONMENTAL ASSESSMENT.
Objectives
Potential Impacts
Mitigation Measures
Construction
Deforestation and Desertification due to the
cutting down of trees during site clearance.
Conduct an Environmental Impact
Assessment (EIA). Replanting of trees
and landscaping.
Pressure on water sources and general
pollution (underground water and soil
erosion).
Uncontrolled dumping of rubble.
The use of water conservatively in order
to reduce pressure on the water sources
both surface and underground.
Controlled disposal of construction
rubble by identifying a landfill site.
Consultation meetings
Littering and other health hazards.
- Workshops and Seminars
HIV/AIDS awareness.
on
Maintenance and upgrading of existing
education facilities.
Proper waste disposal
Provision of waste disposal equipment
Public education
Sanitation
Noise Pollution
Deforestation
Controlled
Landfill
Soil Erosion
Re-planting
disposal
on
Hygiene
and
rubble
e.g.
of
Uncontrolled disposal of rubble.
9.6 STRATEGIES TO ACHIEVE EDUCATION AND TRAINING GOALS AND OBJECTIVES.
Proposed Projects
Potential Impacts
Mitigation Measures
Deforestation and Desertification
due to the cutting down of trees
during site clearance.
Pressure on water sources and
general
pollution
of
the
environment( under ground water
and soil erosion).
Uncontrolled dumping of rubble.
Conduct
an
Environmental
Impact Assessment (EIA)
Re-planting of trees and
landscaping.
The use of water conservatively
in order to ease the pressure on
the water sources both surface
and underground.
Controlled
disposal
of
construction
rubble.
E.g.
Landfill.
Consultation meetings
-Workshops and Seminars on
HIV/AIDS awareness.
Littering and other sanitary hazards.
Proper waste disposal
Provision of waste disposal
equipment
Public Education on Hygiene
and Sanitation.
Maintenance and upgrading of
existing education facilities:
Noise pollution
Deforestation
Soil Erosion
Uncontrolled disposal of rubble.
Controlled disposal of rubble.
E.g. Landfill
Re-planting of trees.
Construction of
facilities.
Education
9.7 RESOURCE REQUIREMENTS FOR DDP6
9.7.1
Issues and Strengths for Education and Training
The realization of this plan will be hampered by the following major challenges:



Limited access Post-Secondary Education.
The problem of HIV/AIDS which if left unchecked can reverse the gains that
have been made in the development of the Education system.
There is also a problem of limited funding.
102



9.7.2
Shortage of implementation capacity.
The plan has amongst others one major strength, which is geared towards cost
recovery that is cost sharing amongst the various partners in the provision of
Education.
Availability of modern technology (machinery and computers)
Performance Targets for DDP 6
The performance targets for Education and Training will be measured in terms of
project implementation during the plan period.
9.7.3
Development Budget for DDP 6
Table 9.2
Development Budget
Project
Project Cost
Implementation Period
Moshupa Brigade (New)
National figure
2003/2004
Upgrade Brigade- Kanye
P 10 000 000
2003/2004
Upgrading School- Kanye
P 14 000 000(national)
2003/2004
Upgrade School-Moshupa
P 32 000 000(National)
2003/2004
Senior Secondary(G/hope)
P 59 000 000 (National)
Horticulture-Mmakgodumo
Brigade)
(Kanye
Pitsane CJSS facilities
National figure
Maiteko CJSS facilities
National figure
Game Farming Project at Ramatea
Ranch
Note: The district does not have the implementation schedules for some of the projects implemented by the
Ministry.
Table 9.3
Summary of Cost Estimates( Primary Education)
Projects
2003/04
2004/05
2005/06
2006/07
2007/08
2008/09
Total
Two-Teacher Schools
350,000
1,560,000
1,560,000
1,560,000
1,560,000
1,560,000
8,150,000
3,640,000
3,640,000
3,640,000
3,640,000
14,560,000
700,000
700,000
2,100,000
Full
Schools
Fledged
Special Ed. Facilities
700,000,
Classrooms
5,850,000
3,600,000
2,250,000
1,800,000
450,000
300,000
14,250,000
Teacher's quarters
10,600,000
11,400,000
10,640,000
4,800,000
3,200,000
3,000,000
43,600,000
1x2 toilet
3,440,000
3,480,000
3,440,000
1,720,000
2,000,000
1,000,000
15,120,000
Administration block
0
1,200,000
900,000
1,500,000
1,200,000
1,200,000
6,000,000
A/B Extension
180,000
720,000
540,000
720,000
720,000
720,000
3,600,000
Libraries
0
900,000
900,000
900,000
600,000
600,000
3,900,000
Resources rooms
0
600,000
600,000
600,000
400,000
400,000
2,600,000
Science rooms
0
750,000
750,000
750,000
500,000
500,000
3,250,000
160,000
240,000
240,000
240,000
160,000
160,000
1,200,000
800,000
300,000
300,000
200,000
200,000
200,000
2,000,000
200,000
570,000
29,290,000
26,330,000
Grid
connection
Power
Solar power provision
Vehicles
TOTAL
21,380,000
770,000
19,130,000
15,330,000
9,640,000
121,100,000
103
9.7.4
Plan Monitoring Programme for DDP6
The plan-monitoring program should ensure that projects are implemented according to
plan and that plan deviations are analysed and either remedial measures are taken or
plan objectives revised. The planning stage indicates the number of projects funded
under DDP6 and the anticipated timeframe until completion. The approved stage
indicates that funds have been approved by PM, in the case of construction that land has
been acquired, site and design plans are available and, if necessary, an EIA has been
carried out. The tendering stage indicates that tender documents have been prepared,
tenders invited, appraised and awarded. The implementation stage indicates that the
project has been implemented and completed. The monitoring of the implementation
will be done through the consultative committees such as the District Development
Committee and the Plan Management Committee, which will address problems
encountered during implementation of projects. These Committees meeting quarterly
will offer remedial measures where possible and advice accordingly.
104
CHAPTER TEN
10 HEALTH
10.1 INTRODUCTION
The Ministry Health is responsible for the Health Policy formulation on behalf of the
government. The Ministry is committed to the Primary Health Strategy of attaining
health for all through prevention, detection and control of environment hazards that
detect human health and treatment of diseases as guided by the National Health Policy
(1995).
Health is an integral and indispensable component for all the pillars of vision 2016. The
country needs a healthy community as well as a healthy public service to attain the
national vision. Provision of health service in the district goes a long way in "building a
compassionate, just and caring nation", one of the pillars of vision 2016.
The district plans to increase its coverage in health care provision, working towards
achievement of the policy regulation of provision of clinics with maternity wards to a
30km radius, clinics without maternity wards to 15km radius and mobile stops to 8km
radius. To that effect, the plan has made provision for construction of 2 new hospitals at
Moshupa and Mabutsane, upgrading of the mission hospital, construction of new
clinics/ health post as well as upgrading some of the existing health facilities. Provision
has also been made to improve sanitary services through provision of a regional landfill,
provision of and abattoir for the district. Further to that the district has planned to
intensify health education on issues relating to HIV/AIDS into the development plan so
as to reduce the spread of the disease, intensify public education on issues of sanitation
and environmental protection so as to control the out breaks of communicable diseases.
With all these in place the district will be improving the communities access to health
care services as well as improving the health service itself, which in turn leads to
achievement of the vision pillar of "a compassionate just and caring nation". The district
will actually produce healthy community and a community that will be capable of
achieving other vision pillars like:
"A Prosperous, Innovative and Productive Nation"- A healthy community will have
people with healthy minds and bodies that would allow innovation and able to work
towards prosperity and also work hard enough to improve productivity.
"An Educated and Informed Nation" - A healthy community will be capable of learning
or educating others. For example, in the case of learning from the formal education
systems both the learners and the teachers or educators need to be healthy in order for
them to achieve their goals.
"A Moral, Tolerant, United and Proud Nation" - the community needs a healthy
leadership that will be able to guide them effectively and allow them to be moral,
tolerant, united and proud.
"A Safe and Secure Nation" - a healthy workforce that would be able to protect the
community from crime. The community itself also needs to be healthy for it to
participate in crime prevention. In terms of social safety and security, a healthy
community would be able to engage in income generating activities to survive out
breaks of natural disasters like drought and would also participate and save itself from
floods or fire out breaks.
105
10.1.1 Institutional Framework
Health service provision in Botswana (especially in rural areas) is mainly a
responsibility of the government through the Ministry of Health and Ministry of Local
Government (District Councils). The private sector plays a significant role mostly in
urban areas.
The Ministry, through the hospitals covers diagnostic services, support to Primary
Health Care curative services and management of health services. The hospitals provide
the above-mentioned services and also act as referral facilities for the clinics and health
posts in the district.
The District Council has two main health sections; the Clinics and Environmental
Health section and they are run by District Health Teams (DHT). The district has three
DHTs based at the three sub districts of Goodhope, Mabutsane and Kanye. The
Environmental Health section also has offices at the all the three sub districts
10.1.2 Strategic Plans for Respective Ministries
Ministry of Health
The Ministry is responsible for the health policy formulation and facilitating
implementation of the policy. It also has a duty to provide comprehensive preventive,
promotive, curative and rehabilitative health care services.
The goals of Ministry of Health are as follows:





To improve the efficiency and cost effectiveness of health care delivery
To ensure equitable distribution of health services
To improve the quality of health care
To train appropriate skilled personnel
To strengthen Primary Health Care Programmes
The key result areas (KRAs) in the Ministry of Health Strategic Plans cover the
following:




Improvement of Health status of the nation
Customer satisfaction
Organizational efficiency and effectiveness
Human resource management
The district aims at improving the community's access to health services, improvement
of the quality of health services, development of the health sector by providing adequate
manpower and transport, which is in line with vision 2016. The district also wants to
reduce the spread and impacts of HIV/AIDS through health education and support for
the infected together with their families.
Ministry of Local Government
The Ministry's core business is to provide basic physical and social facilities to
communities. Through the Local Government Service Management and the Sanitation
and Waste Management departments the ministry is responsible for the provision
primary health care services.
The Ministry's Key Result Areas include;



Customer Satisfaction
Policy implementation effectiveness
Productivity and organizational effectiveness
106
Through the health institutions the district has a duty to ensure customer satisfaction
through timely delivery of quality service. The district will also ensure sufficient
provision of health facilities to make health services accessible to the communities.
National AIDS Coordinating Agency
NACA is responsible for ensuring a multi-sectoral action amongst all Ministries,
sectors, districts, NGOs, community organizations PLWHA and private sector and also
to mobilize resources for a long term, sustainable response to the epidemic.
The district will continue implement programmes such as Community Home Based
Care and Prevention of Mother To Child Transmission, which are in line with the
national vision pillar of caring and compassionate Nation.
10.1.3 Role of Private Sector
The role of the private sector in providing health services is to complement the capacity
of health services provided by Government as well as to provide an option in the ways
to better health.
There are 8 private medical practitioners, 1 dental clinic and 5 pharmacies in the district.
These institutions complement the government by providing curative and prevention
services and also counselling services.
The Jwaneng Mine Hospital together with the private medical practitioners at Jwaneng
play an important role in the health services provision for the Southern District
communities as the town is located within the district. Communities in the western part
of the district are major beneficiaries of the Jwaneng private clinics
10.1.4 Health Consultation Priorities
10.1.4.1
Diseases
HIV/AIDS
The district is seriously affected by the pandemic. The HIV/AIDS prevalence rate for
the district is about 34% with the 0-4 years, 30-44 and 45-59 years age brackets most
affected. The number of people tested is relatively low but may be with the introduction
of ARV therapy to the district more people will come up for testing. The district's
proximity to towns like the Jwaneng mining town, Lobatse and Gaborone may influence
a high rate of population mobility (especially the young looking for jobs) that may result
in an increase in the rate of infection. The district like other rural districts is also
characterized by high unemployment rates, teenage pregnancy, which also contributes
to the spread of the disease.
TB
The number of cases has been rising due to the high prevalence of HIV.
Hypertension
There is a high proportion of people with hypertension especially old age persons.
10.1.4.2
Staff shortage
The district is still experiencing shortage of nurses due to transfers, promotions training
and resignations.
10.1.4.3
Lack of Food Quality Monitoring Facilities
The Southern District is quite a large district with a population of over 171,000 people.
Without any facility for food quality monitoring (slaughter house/ abattoir) the district is
faced with a serious problem because animals are slaughtered at butcheries and sold to
the public without proper inspection.
107
10.1.4.4
Waste Management
The district has a problem of clinical waste disposal. Currently materials like sharps and
expired drugs are disposed at Lobatse at a cost to the Council because the incinerators
available at clinics are too small to handle such items.
There is a serious need for sewerage stabilization ponds for Kanye village. The village
is the largest in the district and the fourth largest in the country with a population of
over 42,000 people. It has a lot of institutions like the District hospital (KSDA hospital),
a prison, a senior secondary school and 20 schools (Primary and Junior Secondary
Schools), a vocational schools, Brigade a Rural Administration Centre and others. All
these institutions plus the community use septic tanks and pit latrines and this poses a
threat to the environment. The hospital has a sewerage pond that is too small to cater for
the waste generated by the hospital. The ponds sometimes over spill and that become a
health hazard. In addition to that the water table is also high and without proper
sewerage disposal there is a possibility of underground pollution.
10.1.4.5
Transport
The environmental health department still needs more transport to be able to cover the
district on refuse collection. The hospitals are also faced with a problem of shortage of
transport for referrals and also for home visits.
10.1.4.6
Inadequacy of the Existing Health Post Structures
The old health post structure is too small to allow proper operations by the health staff.
The structures need to be upgraded to open up more space for better service delivery.
10.1.4.7
Need for Additional Hospitals in the District
The need for primary hospitals was highlighted during community consultations. At
Mabutsane sub district the nearest hospital is the Jwaneng Mine hospital that is a nongovernment institute and access to the hospital gives priority to the mineworkers.
For the Kanye/ Moshupa area, the existing hospital is a mission hospital and the
community expressed dissatisfaction on the operations of the hospital. The hospital is
too small to cater for both the Kanye and Moshupa populations, hence they requested
for an additional hospital in Kanye and or Moshupa.
10.2 NATIONAL POLICIES AND LEGISLATION
10.2.1 National Policy on HIV/AIDS
The National policy on HIV/AIDS suggests strategies that can be adopted, the rights
and responsibilities of the infected and non-infected. The policies need to be updated to
include relief measures like Anti-Retroviral Treatments.
MTPII calls for a multi-sectoral response to the epidemic. The Southern District has a
District / Sub District Multi-Sectoral AIDS Committees (DMSAC) are mandated to
establish Village AIDS Committees (VACs), which are responsible for carrying out
community based activities. Some villages in the district like Moshaneng, Moshupa,
Ranaka, Lothakane East, Lothakane West, Gasita, Sese, Maokane, Mokhomma,
Kgomokasitwa, Magotlhwane, Ntlhantlhe, Molapowabojang, Pitseng have wellestablished VACs that are very effective in supporting the affected. Some of the
activities carried out include establishment of vegetable gardens, awareness workshops
and home visits to the sick to assist caregivers.
10.2.2 National Health Policy
The health care system of Botswana is based on the principles of Primary Health Care
as contained in the Alma Ata declaration of 1978.
108
The government, when planning its activities, puts health promotion and care, and
disease prevention, among its priorities. The basic objectives of which shall be access
by all citizens of Botswana to essential health care, whatever their financial resources or
place of domicile, and the assurance of an equitable distribution of health resources and
utilisation of health services.
Health services is structured and operated in such a way that they will be linked with
each other as well as with social services.
The policy has a mandate to support the development of the private health sector and in
particular the cooperation of such sector with the public sector will be encouraged.
The District's provision of primary health facilities (hospitals, public and private clinics)
to the local communities is based on the policy regulation of providing clinics with
maternity to a 30km radius, clinics without maternity ward to 15km and health posts to
8km radius.
10.2.3 Health Strategy and Plans
The Ministry of Health through the department of Primary Health Care has a
responsibility to provide preventive, rehabilitative and curative health care services to
the public. Through Hospitals department the Ministry is responsible for provision of
diagnostic services and gives support to Primary Health Care
10.2.4 Waste Management Act
The Waste Management Act aims to make provision for the planning, facilitation and
implementation of advanced systems for the regulating management of waste in order to
prevent harm to human, animal and plant life. Also to minimise environmental
pollution, conservation of natural resources and regulate the movement of hazardous
waste and its disposal.
The district through the Environmental Health department implements the policy by
providing and improving its waste disposal systems and also adoption of strategies such
as the formation of enforcement committee to deal with the law offenders.
10.3 HEALTH
10.3.1 Environmental Health
The Environmental Health unit covers the following areas:






Sanitary refuse collection, storage and disposal
Disposal of human excreta
Food quality monitoring
Water quality monitoring
Pollution control
Prevention, monitoring and control of communicable diseases
The section is responsible for the control of all factors that may have negative effect on
the environment and also on human health. It has to ensure that households and business
premises have safe sanitary facilities, (toilets and rubbish bins) and safe water supply,
and also monitoring food hygiene in shops and restaurants.
The Southern District still has a lot to do to cover all concepts of environmental health.
The department is trying its best to provide refuse collection services to most areas in
the district. To further improve refuse collection services the district is planning to
privatize in some areas.
There are however still some serious environmental health problems like disposal of
waste, poor food quality - there are no facilities for ensuring food quality (abattoir/
109
slaughter house). There is a serious need for implementation of the planned landfill
(carry over from DDP5) as it will be able to cover a number of villages. The need for an
abattoir/ slaughterhouse for ensuring food quality cannot be over emphasized for a
district as large as the Southern.
10.3.2 Hospital Services
The district has one mission hospital and one primary hospital. The Primary Hospitals
act as referral hospitals for the clinics in the district. They provide the following
services:






Diagnostic service
Support to Primary Health Care
Treatment Services
Research
Professional standards
Management of Health Services
Kanye Seventh Day Adventist (KSDA) hospital: coverage
The KSDA hospital (a mission hospital) provides services like laboratory services, x ray, surgical services and dental services, and it has in-patient and out patient facilities.
The hospital acts as a referral hospital for clinics, especially those in the central and
northern part of the district. It is also open to individuals direct from the community
(acting as a 24- hour clinic).
The hospital has a total of 7 Medical Doctors and 119 nurses (including those on study
leave). Though there are no unfilled posts the hospital experiences shortage of nurses
due to the current health conditions. The Ministry is therefore requested to revise the
ceiling for nurses. The hospital also has a problem of lack of equipment but is trying its
best to utilize what is available.
Good Hope Primary Hospital
The hospital has in-patient and outpatient facilities and it provides laboratory services, x
- ray and surgical services. Dental services are offered by the Athlone hospital in
Lobatse. The Good Hope hospital also acts as a referral hospital for clinics in the
Southern part of the district (i.e. in the Good Hope sub district).
The hospital has 2 Medical Doctors and a total of 21 nurses and like the KSDA hospital
it is also faced with a problem of shortage of staff (both nurses and doctors).
10.3.3 District Health Systems
The Southern District is a rural district and it depends mostly on the government
through the Ministry of Health and Ministry of Local Government for health care
services.
In addition to the two hospitals Kanye Seventh Day Adventist Hospital (a mission
hospital) and Good Hope Primary Hospital mentioned above, the district runs a network
of 11 clinics with maternity, 14 clinics without maternity, 50 health posts, and 53
mobile stops. These facilities cover the population as follows: 93% of the population is
within 30km radius of clinics with maternity, 83% within 15km radius of clinics
without maternity and 95% within 8km radius of mobile stops.
The Clinics section is responsible for provision of curative, preventive and rehabilitative
health services through clinics, health posts and mobile stops as well as the district
rehabilitation unit. Nurses and FWEs man clinics and health posts while doctors are
based at the DHTs and only visit clinics twice per month. Doctors at the hospitals only
attend to patients referred to the hospitals, they do not visit the health clinics.
110
Though there has been some improvement during the course of the plan, the district still
has a problem of staff and transport shortage. The clinics are staffed with three (3)
instead of five (5) nurses, and most health posts have one nurse while others are manned
by Family Welfare Educators (FWEs). On transport, 24 health posts are without
ambulances.
10.3.4 Primary Health Care
The Primary Health Care in Southern District is mainly run by the Ministry of Local
Government (District /Town Councils) through the District Health Team.
Southern District provides the health services as shown in table 10.1. Service provider is
the Government (Ministry of Health (MoH)), Southern District Council (SDC), NonGovernment Organisations (NGO) and the private sector.
Table 10.1 Health Services and Service Providers
Services provided
Facility
Service
Provider
Limited PHC services
Mobile Health Stop
SDC
PHC including family planning, environmental health, MCH, school health,
first aid treatment of common diseases, case finding and follow up; periodic
visits by area clinic staff
Health Post
Staffed by one nurse and
FWEs
SDC
Maternal/child health; preventive work as health post; diagnosis and treatment
of common diseases; simple laboratory tests; case finding and follow up with
emphasis on TB
Clinic without maternity
ward
SDC
As above but including deliveries
Clinic
ward
SDC
At clinic; general inpatient care; laboratory tests; X-rays and surgery
Primary Hospital Level
MoH
Preventive, promotive and curative health services
District Hospital Level
MoH
Preventive, promotive and curative health services
Private doctors/ clinics
Private sector
with
maternity
Rehabilitation of the disabled
SDC, NGO
Environmental Health Services
SDC
10.3.5 Control of Pandemic Diseases
10.3.5.1
HIV/AIDS
Currently the district is implementing programmes such as PMTCT, CHBC, Voluntary
Counselling and Testing and there are committees such Village AIDS committees and
District Multi- Sectoral AIDS Committee (DMSAC) responsible for implementation
and monitoring of programmes aimed at mitigation of the impacts of AIDS. Health
Education at all levels - individual, community and even at clinics is another tool for
controlling the epidemic. Preparations to start Anti-Retroviral Therapy are underway
and since it is still at inception stage there are no patients directly assisted by the district
but they are referred to operating centres like Gaborone.
HIV/AIDS Status in the district is as follows:
Table 10.2 HIV/AIDS Prevalence per age and sex
Gender
Age Group (years)
15-19
20-24
25-29
30-34
35-39
40-49
Totals
Female
2030
2511
2932
2520
893
2641
13527
Male
380
645
1370
1789
764
2336
7283
Total
2410
3156
4302
4309
1657
4977
20810
%
15.6
33.0
43.9
44.7
18.1
26.7
30.4
Source: NACA – Botswana 2002 Second Generation HIV/AIDS Surveillance Report
111
Prevention of Mother To Child Transmission (PMTCT)
PMTCT is one of the government's forms of intervention to prevent the spread of
HIV/AIDS as well as relieve the impacts of the pandemic. The programme has been
running in the Southern District since 2001 and like any other new programmes it has
been faced with some teething problems in the initial stages. Problems like manpower
shortage, which adversely affected the counselling component of the programme. The
placement of Lay Counsellors some health facilities by the end of 2002, has
tremendously improved the uptake and acceptance of the programme but there is
however need to continue with community mobilisation to promote support of the
clients. Improvement of resources has also been realized, focal persons like nurses for
the programme have been appointed.
Table 10.3 Activities of the programme for the year 2002
Activities
Kanye/
Moshupa
Goodhope
Mabutsane
Total
New Ante Natal Attendance
2176
847
266
3289
Pre- test counselled
1954
800
240
2994
Tested
955
420
156
1531
Tested Positive
233
146
37
416
No. on AZT at 34 weeks
169
42
17
228
Total Number of Deliveries
2063
646
102
2811
Infants enrolled on AZT
221
35
16
272
Infants tested at 18 months
7
0
0
7
Infants tested positive
0
0
0
0
Source: Southern District Heath Team
Table 10.4 Percentage Tested over the total New Anti - Natal Attendance
Kanye/Moshupa
Goodhope
Mabutsane
% Pre – test
89.8
94.4
90.2
% Tested
42
52.5
58.5
% Tested Positive
10
17.2
23.7
% Mothers on AZT
72.5
28.7
45.9
% Infants on AZT
10
5.4
15.6
Source: Southern District Heath Team
Community Home Based Care (CHBC)
The district through the District Health Team (DHT) and Social and Community
Development (S&CD), is implementing the CHBC programme to assist the affected.
Patients are registered and assisted or cared for according to their needs. The CHBC
team among other things carries out activities like training CHBC volunteers and
caregivers and visiting patients' homes to provide material as well as counselling. The
programme has been faced with problems such as transport shortage and waste disposal
facilities/transport. The landfill site construction provided for in this plan would help
reduce the problem of waste disposal.
The district has a total of over 2688 Home Based Care clients (as at April 2003) who are
supported with health and or social services. The number however keeps fluctuating due
to deaths and new registrations.
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Efforts by Non-Governmental Organizations (NGOs) include the Total Community
Mobilization (TCM), a programme that enhances awareness and mobilizes communities
on HIV/AIDS issues. The district is currently in the process of recruiting personnel to
undertake the programme.
Other organisations involved in the fight against AIDS are Tebelopele Testing and
Counselling Centre and BOFWA Counselling Clinic providing testing and counselling
services. The organisations have gone a long way in providing moral and emotional
support to the infected.
Mainstreaming HIV/AIDS into Development Plans
Implementation of physical development projects, which involve movement of people
from one, place to the other (contractors) increase the risk of spread of HIV/AIDS. The
government has therefore decided to mainstream HIV/AIDS activities into development
plans in order to control the epidemic. The district will make provision for HIV/AIDS
activities aimed at controlling the spread of AIDS during preparation of project
memoranda.
Tuberculosis
The prevalence of TB has shown an increase especially for the age group 20 - 49 and
this has been attributed to the scenario of HIV/AIDS for the same age group. To control
the disease the district is implementing the National TB policy - screening of patients,
contact tracing and Daily Observed Therapy (DOT).
10.4 HEALTH SECTOR GOALS AND OBJECTIVES
The Health sector goals and objectives are as follows:
Goal 1
To improve the health quality for the Southern District communities through
construction of basic primary health care facilities and delivery of quality health care
services during the DDP6.
Objectives


To construct 2 new hospitals at and upgrade the existing mission hospital
during the plan period.
To construct 1x 24hour clinic, 2 maternity wards, 7 clinics, 6 health posts and
upgrade 5 health posts to clinics by end of plan period.
Goal 2
To facilitate management of patient care, referral and out-reach services and health
programmes.
Objectives

Providing every maternity ward with 2 ambulances, clinics and health posts
with one vehicle during the plan
Goal 3
To reduce the prevalence of epidemics such as HIV/AIDS, Malaria, TB by intensifying
health education in the Southern District.
Objectives


To conduct workshops for community leaders, health workers, and care givers
twice every quarter for each sub district.
Intensifying campaigns against spread of HIV/AIDS through health talks for
schools, out of school youth and at clinics every two weeks.
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Goal 4
To improve the standard of environmental health in Southern District in order to avoid
the incidence of preventable and communicable diseases through provision of proper
sanitary facilities and public education through the plan period.
Objectives






To construct 2 regional land fill sites in Kanye and Good Hope by 2003/04 and
2006/08 respectively.
To improve 1 existing dumping site in Mabutsane, upgrade 3 existing dumping
sites at Sekhutlane, Thankane, and Lorolwane beginning 2003/04 to 2005/05.
To privatize refuse collection in 3 villages at the beginning of the plan period.
To provide appropriate equipment and vehicles for proper disposal and
management of waste.
To ensure safety of food through construction of 2 abattoirs in Kanye and
Good hope in 2003/04 and 2006/07.
To conduct monthly inspection of shops and other food outlets.
10.5 FRAMEWORK FOR STRATEGIC ENVIRONMENTAL ASSESSMENT
10.5.1 Evaluation of Environmental Key Issues with Sector Goals and Objectives
Table 10.5 Sector goals, objectives and environmental issues
Sector Goal
Sector Objective
Environmental Issues
To improve the health quality
for the Southern District
communities
through
construction of basic primary
health care facilities and
delivery of quality health care
services during the DDP6.
- To construct 2 new hospitals at and
upgrade the existing mission hospital
during the plan period.
- To construct 1x 24hour clinic, 2
maternity wards, 7 clinics, 6 health posts
and upgrade 5 health posts to clinics by
end of plan period.
- Clearing of vegetation / soil
erosion
- Air pollution (dust)
- Noise pollution
- Interference with other activities
- Accumulation of building rumble
- Excavation of sand and gravel
To facilitate management of
patient care, referral and outreach services and health
programmes.
- Providing every maternity ward with 2
ambulances, clinics and health posts with
one vehicle during the plan
-
To reduce the prevalence of
epidemics such as HIV/AIDS,
Malaria, TB by intensifying
health education in the
Southern District.
- To conduct workshops for community
leaders, health workers, and care givers
twice every quarter for each sub district.
Littering
To improve the standard of
environmental
health
in
Southern District in order to
avoid
the
incidence
of
preventable and communicable
diseases through provision of
proper sanitary facilities and
public education through the
plan period.
- To construct 2 regional land fill sites in
Kanye and Good Hope by 2003/04 and
2006/08 respectively.
- To improve 1 existing dumping site in
Mabutsane, upgrade 3 existing dumping
sites at Sekhutlane, Thankane, and
Lorolwane beginning 2003/04 to 2005/05.
- Intensifying campaigns against spread of
HIV/AIDS through health talks for
schools, out of school youth and at clinics
every two weeks.
Clearing of vegetation / soil
erosion
- Air pollution (dust)
- Noise pollution
- Interference with other activities
- Accumulation of building rumble
- Excavation of sand and gravel
- To privatize refuse collection in 3
villages at the beginning of the plan
period.
- To provide appropriate equipment and
114
Sector Goal
Sector Objective
vehicles for proper
management of waste.
Environmental Issues
disposal
and
- To ensure safety of food through
construction of 2 abattoirs in Kanye and
Good hope in 2003/04 and 2006/07.
- To conduct monthly inspection of shops
and other food outlets.
Environmental key issues of the health sector are




generation of hazardous medical waste
safe terminal disposal of waste
Poor food hygiene due to lack of meat inspection facilities
Poor sanitary services due to lack of sewerage stabilisation ponds
Goals and objectives of the health sector are addressing the above environmental key
issues
10.5.2 Evaluation of Sector Policies and Programs
Goals and objectives of the health sector are in line with sector policies and programs
and are not in conflict with goals and objectives of other sectors.
10.6 STRATEGIES TO ACHIEVE THE HEALTH SECTOR GOALS AND
OBJECTIVES
10.6.1 Proposed Projects /Activities
The following projects will be implemented during the plan period;










Upgrading of mission hospital (KSDA)
Moshupa Primary Hospital
Mabutsane Primary Hospital
Construction of MEMS workshop at Good Hope P. Hospital.
Construction of clinics 10 clinics, 5 health posts
Upgrading 6 health posts
Provision of vehicles
Construction of 2 Landfill sites
Construction of an abattoir
Conduct awareness campaigns, health education workshops across the district
throughout the plan period.
10.6.2 Potential Impacts of Proposed Projects
Phases
Potential Impacts
Mitigation Measures
Construction/
upgrading
of
hospitals,
clinics,
health posts, houses
- Clearing of vegetation / soil erosion
- Air pollution (dust)
- Noise pollution
- Accumulation of building rumble
- Excavation of sand and gravel
- Selective bush clearing and tree planting or
landscaping immediately after construction
- Rehabilitation of burrow pits or finding
alternative building materials where possible
115
Phases
Constriction
Landfill sites
Construction
Abattoir
of
of
Potential Impacts
Mitigation Measures
- Clearing of vegetation / soil erosion
- Air pollution (dust)
- Noise pollution (during &
construction)
- Accumulation of building rumble
- Excavation of sand and gravel
- EIA
- Proper site planning
- Selective bush clearing and tree planting or
landscaping immediately after construction
- Rehabilitation of burrow pits or finding
alternative building materials where possible
post
- Clearing of vegetation / soil erosion
- Air pollution (dust, waste from abattoir)
- Noise pollution (during construction)
- Accumulation of building rumble
- Excavation of sand and gravel
- Pollution of ground water
- EIA
- Proper site planning
- Selective bush clearing and tree planting or
landscaping immediately after construction
- Rehabilitation of burrow pits or finding
alternative building materials where possible
- Recycle waste products from the abattoir
10.7 RESOURCE REQUIREMENTS FOR DDP6
10.7.1 Issues and Strengths for Health
Issues
Manpower shortage especially nurses.
Infrastructure development - need for new
facilities and upgrading the existing ones
Lack of implementation capacity, monitoring
and evaluation of projects and programmes.
HIV/AIDS: its impact on the Health Sector is
depleting both health manpower and financial
resources.
Strengths
Availability and access to health services
Implementation of Primary Health Care system
Continuous planning process for human resources development,
budgeting and materials
Availability of trained human resources
Private sector consultative process enhances cross fertilization
of ideas leading to effective communication and strong
partnership
HIV/AIDS calls for national mobilisation of resources and
formulation of appropriate strategies to negate its impact on the
delivery of health services
Free services delivery for non-health care activities enables the
district to be more efficient
10.7.2 Performance Targets and Development Budget for DDP6
Table 10.6 Projects, resources needed, performance targets, implementation schedule
and budget
Objective
Increase access
to
health
facilities
for
Southern
District
Communities
Health
Education
intensified for
the Southern
District
communities
health,
workers,
Project
Resources
Needed
Performance
Targets
Implementation
Budget
Construction 2
primary
hospitals
Funds Lands
manpower
1 primary hospital at
Moshupa
2009
50,000,000.00
1 primary hospital at
Mabutsane
2009
52,000,000.00
Upgrading
mission
hospital
Funds Land
1 mission
upgrading
hospital
2009
29,312,667.00
Construction of
MEMS
workshop
Funds Land
1 MEMS workshop
constructed by 2009
2009
Not indicated
Conduct
workshops and
campaigns on
both public and
environmental
health issues
Funds
2 workshops per sub
district each quarter,
clinic talks every two
months,
school
health
workshops
every year for each
schools
2003/09
(360,000)
Schedule
Recurrent
116
Objective
Project
Resources
Needed
Performance
Targets
Implementation
Budget
Schedule
community
leaders,
care
givers, schools
For projects implemented by the District Council the objectives include: to upgrade
health facilities for growing villages, provide every nurse with a house, provide all
clinics with maternity with incinerators and medical waste sheds, all health facilities
with ambulances, telephones, radios and remote facilities with mobile radios. To
provide full coverage in refuse collection, upgrade transport capacity and establish
slaughter house/abattoir for the district. The performance are further detailed in Local
Government chapter (Chapter 16)
10.7.3 Plan Monitoring Program
The plan-monitoring program should ensure that projects are implemented according to
plan and that plan deviations are analysed and either remedy measures are taken or plan
objectives revised. Relevant departments will regularly monitor the implementation of
the approved projects and quarterly progress reports will be produced and presented to
both the district plan monitoring bodies (e.g. District Development Committee, Plan
Management Committee) and the Ministry. The plan will also be monitored annually
through Project Review and half way through the plan by mid -Term Review
Quarterly progress reports will indicate whether the responsible departments have
implemented projects/ activities in time and within the budget. For physical projects the
planned projects should have been completed as per schedule (see also Local
Government chapter for Council projects)
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CHAPTER ELEVEN:
11 LABOUR AND HOME AFFAIRS
11.1 INTRODUCTION
Responsibilities for cultural and social services reviewed in this chapter fall under the
mandate of various stakeholders namely; Ministry of Labour and Home Affairs
(MLHA) and its affiliated Non-Governmental Organisations (NGOs), the Ministry of
Local Government (through the Social Welfare and Social Benefit Divisions) and
Ministry of Communications, Science and Technology (through the Department of
Information and Broadcasting).
The Ministry of Labour and Home Affairs is a key provider of a wide range of cultural
and social services that are essential for the social and economic development of our
country. In the Southern district the ministry is responsible for the provision of both
cultural and social services through the following departments; Pensions, Culture and
Youth, Civil and National Registration and National Library Services.
11.1.1 Institutional Framework
At the district level the following departments; Immigration and Citizenship, National
Library Services, Civil Registration, National Registration and Culture and Youth
represent the Ministry. The failure by the Ministry to decentralise some critical services
such as those provided by the Department of Labour and Social Security and Sports and
Recreation has made their programmes and policies not to be effectively implemented at
the district level. This is a serious problem that needs to be addressed during the NDP 9
/ DDP 6 plan period by decentralising to the districts.
11.1.1.1
Strategic Plans for the Ministry of Labour and Home Affairs.
The ministry’s strategic plan is well defined through these basic strategic goals.


To improve customer satisfaction by providing services in an excellent,
effective , efficient and friendly manner.
To generate, acquire and disseminate information through efficient services for
purposes of education, research creation, personal empowerment and socioeconomic development.
The Ministry is responsible for the following;
Cultural Services
These are provided through the following departments;




Botswana National Library Services
National Museum, Monument and Art Gallery
National Archives and Records Services
Culture and youth
Social Services
These are provided through the following departments;




Labour and Social Security
Sports and Recreation
Civil Registration
National Registration
118


Industrial Court
Women’s Affairs
11.1.1.2
Strategic Plan for the Ministry of Local Government
The mandate of the Ministry of Local Government is to provide basic physical and
social infrastructure in particular through the provision of social protection systems. In
the Southern District the Departments of Social and Community Development and
Remote Area Development have a mandate of providing social protection systems to
those in need especially the vulnerable groups.
11.1.2 Culture and Social Consultation Priorities.







Production of Omang is centralized
Delay in replacement of Identification cards, up to one year.
Certificates done manually hence time consuming
Late payments of pensions and effects of VAT.
Youth grant/funds insufficient.
No appraising committee for youth projects.
Shortage of office accommodation
11.2 NATIONAL POLICIES AND LEGISLATION
11.2.1 National Youth Policy.
This was adopted in 1996 and it came up with the National Action Plan for Youth that
was approved by parliament in June, 2001. This programme came up with means on
how to address the issues that are affecting the Youth and how they can be resolved thus
the major campaigns to construct facilities for the Youth and offer guidance and
counselling with respect to the HIV/AIDS scourge.
11.2.2 National Policy on Culture.
The National Policy on Culture was adopted in December 2001 by Parliament. The act
empowers the Department of Culture and Youth to undertake programmes and activities
that promote and preserve culture and the general public to participate in cultural
development. The district will continue to undertake cultural activities and engage all
stakeholders in order to preserve the culture in the district.
11.2.3 National Archives Act
This act mandates for the provision of an economic records management service to
Government and the Parastatals, and to preserve public records of archival value for
posterity and information purposes. The construction of the Records office in the
district will go a long way in trying to address this issue.
11.2.4 Broadcasting Act
The act was adopted in 1998 and its was to free the airwaves for commercial and
community broadcasting. A law to be enacted to augment this act is the Mass Media
Communications Law, which will regulate the print media. The district does not have
any commercialized broadcasting and the print media.
11.2.5 National Registration Act
The act was adopted in 1986 and mandates the Division of National Registration to
register all citizens aged sixteen years and above and those who become citizens
through registration or naturalization for purposes of issuing them with National
Identity Cards (Omang). The issuance of these cards has a security element, which in
the long run facilitate the attainment of a safe and secure nation. The problem with
119
this act is that people are able to register for their Omang cards but fail to collect the
cards.
11.2.6 Community Based Natural Resource Management Policy:
The Community based Natural Resources Management refers to a situation where
natural resources are managed and utilised by the local community, with proceeds
accrued from utilisation going back to the community. This way, the community has a
sense of ownership; hence the incentive to manage the resources in a sustainable
manner. These policy will go a long way in improving the lives of the rural district
especially Mabutsane sub district where arable farming is practical impossible. So far
the community has formed a trust known as the Mekgatshi Wildlife Conservation Trust,
duly registered with the Registrar of Societies.
11.2.7 Disability Policy
The policy tries to integrate the people living with disability into the main society. The
district has established some special education facilities at Bakgatla primary school at
Moshupa and Segopotso Primary School in Kanye. Council through the clinics
department assists in the rehabilitation of people living with disability by giving them
equipment such wheel chairs etc.
11.3 LABOUR, CULTURE AND SOCIAL SERVICES
11.3.1 Labour and Social Security
The Department of Labour and Social Security provides labour administration services
and these include mediation of labour disputes, provision of labour and factory
inspectorate services, work permit processing, apprenticeship training and testing,
workers safety and health management as well as workers compensation administration.
These services promote stable industrial relations, which is an important pre-requisite
for sustainable economic growth, prosperity and socio-economic development.
During the DDP 5 plan period the department has been covering Southern District from
Lobatse and Jwaneng offices, as they have not yet decentralised to the district. The
Labour department will continue to provide these mobile services, until an office is
constructed in Kanye.
11.3.2 Sports and Recreation
The Department of Sports and Recreation was established in April 1997 as the primary
government agency responsible for the formulation and implementation of policies and
programmes pertaining to the development of sport and recreation in the country. The
department is charged with the responsibility of ensuring equal opportunities for all
citizens to participate in sport and recreation activities of their choice regardless of their
age, sex, physical ability or socio-economic background.
The Department is not yet decentralised but will continue to cooperate with Local
authorities in empowering district sports committees as part of community mobilization
through district sports festivals. These will also be strengthened to play a major role in
fostering club formation and community mobilization for sport in the districts. The need
to decentralize to the district is very necessary so as to coordinate various sport
activities taking place in the district.
11.3.3 Civil and National Registration
The Division of Civil Registration is responsible for the registration of births, deaths,
marriages, societies, Trade Unions and Employers’ Federation as well as administration
of the Lotteries and Betting Act and the Change of Name Act.
The Division of National Registration is mandated by the National Registration Act of
1986 to register all citizens aged sixteen (16) years and above and those who become
120
citizens through registration or naturalization for purposes of issuing them with National
Identity Cards (OMANG). Embedded in the issuance and use of Omang cards for
identity purposes, is the security element. As such, the use of OMANG will in the long
run facilitate, to some extent, the attainment of a safe and secure nation.
11.3.4 Botswana National Library Services
The Botswana National Library Service’s mission is to ‘provide the nation with
information and promote its utilization for educational, research and recreational
purposes. Provision of services is through a network of public, educational and special
libraries.
Core responsibilities of the Department are;



To establish and manage the public library system through the establishment of
branch libraries, reading rooms, and mobile libraries.
To advise government, Parastatals, Non-Governmental Organisations in the
development of their libraries and information centres.
To collect and preserve for posterity, the literary culture of Botswana.
All these activities will contribute towards the achievement of an educated and
informed nation that will in the long run translate into a prosperous, productive,
innovative and accountable nation.
Library service in the Southern District is provided through two Public Libraries in
Kanye and Moshupa, Eight Village Reading Rooms located in the Villages of
Goodhope, Mabule, Phitshane, Khakhea, Mabutsane, Mogojogojo, Mmathethe and
Manyana, and 37 Book Box service Points operating in the Barolong, Kanye and
Moshupa areas.
11.3.5 Information and Broadcasting
The district has an Information and Broadcasting office in Kanye, which caters for the
Kanye/Moshupa area. The Good Hope sub district is covered by Lobatse office and
Mabutsane sub district by Jwaneng office. The responsibility of the office is to:



Interprets the policy and actions of government to the community by service of
information and public relations.
Distribute daily news newspaper to the public.
To encourage and assist the people to take an increasing interest in and
responsibility for the economic, cultural and political development in the
country.
11.3.6 National Museum, Monuments and Art Gallery
The primary goal of the National Museum is to preserve and promote Botswana’s
cultural and natural properties for now and for posterity. Oral traditions also form an
integral part of this process. This is achieved through;





Collection of natural and cultural objects for storage and display.
Information generation and dissemination to the public through available
media.
Research into art, natural sciences, ethnography, archaeology and education.
Networking with other professional local and international organisations.
Identification and establishment of cultural and natural monuments or
landscapes.
A community museum, Kgosi Bathoen II (Segopotso), was established in Kanye in
1999. The museum is housed in the former District Administration offices. During DDP
121
5 plan period the museum carried out several exhibitions including; Local Artists,
Bessie Head and World War II Veterans.
Kgosi Bathoen II (Segopotso) museum faces financial constraints to run planned
activities as it is only partly funded by government. The museum relies on private
sponsors to meet its financial needs.
11.3.7 National Archives and Records Services
The Department is responsible for the provision of an economic records management
service to the government and Parastatals and to preserve public records of archival
value for posterity and information purposes as mandated by the National Archives Act
of 1978. This responsibility is achieved through Registries, Records Centres and the
Archives Administration Services. Provision of these services will facilitate the
attainment of an educated, informed, open and accountable nation.
The National Archives serves as a centre for public information and guardian of the
national documentary heritage. To decentralize its services, the department will
construct a records centre in Kanye.
11.3.8 Culture and Youth
Youth work was initially with the Ministry of Local Government under the Department
of Social and Community Development. The 1985 O&M Review Exercise
recommended the transfer of Youth Affairs to the Ministry of Labour and Home
Affairs. Only the coordination of youth affairs was transferred while implementation
was left with Local Government where youth workers were based. This arrangement
presented coordination and implementation as well as other logistical problems.
In 1996 the transfer of youth function (youth development) from Local Government to
Central Government was effected to ensure that coordination and implementation are
consolidated. It took sometime to transfer youth workers (officers) due to logistical
problems. The transfer of youth workers was effected during the mid-term review of
DDP5/NDP8. It was compounded with constraints of office accommodation, inadequate
resources being financial and human.
The institutional capacity for implementing the youth policy at districts needs
strengthening to enhance youth development programming, programmes
implementation, monitoring and review at both national and district level as well as
between government and non governmental sectors. The Department requires
strengthening in terms of human resources, personnel trained in youth affairs, research
and information, to enhance its capacity as both coordinator and secretariat of youth
programme. There is also a need to strengthen its links with other government
departments, district youth councils, Botswana National Youth Council, NonGovernmental Organisations, and other organs of the civil society through training,
resource allocation, networking, information sharing and an efficient organization
structure that embraces district and local level agencies. District Youth Office’s
structure is very thin to the extent that district officers are over burdened and
overstretched in terms of their areas of coverage.
In southern District there are two operating youth offices. These are in Kanye and Good
Hope respectively. One officer covering 50 and 49 villages, respectively, mans each of
the offices.
11.4 LABOUR, CULTURE AND SOCIAL SERVICE SECTOR GOALS AND OBJECTIVES.
Goal 1
To improve efficiency in service delivery and bring services nearer to the people at
various locations.
Objectives
122


Construct the Information and Broadcasting Regional offices in Kanye and the
district offices at Good Hope and Moshupa.
Construct a new branch library at Good Hope
Goal 2
To ensure that labour disputes are resolved amicably and timorously.
Objectives

To establish a unit that specializes in mediation and arbitration in Kanye.
Goal 3
To provide the District with information and promote it's utilization for educational,
research and recreational purposes.
Objectives






To collect and preserve for posterity the literature culture of Botswana.
Installation of on-line Public Access System at the Kanye public library.
To offer extension services in the form of village reading rooms, book box
services and mobile libraries.( Upgrading Ranaka Book Box to a Village
Reading room and 30 more Book Box services)
Establishment of a database and resource centres on HIV/AIDS information
and research.
To construct libraries in the district and extend the one in Kanye.
Construct a record centre in Kanye
Goal 4
To improve information dissemination to the rest of the district
Objectives



To ensure continuous research in order to determine audience needs.
To increase coverage of Radio Botswana
Increase the distribution of the Daily news.
Goal 5
To encourage and support sport and recreational activities in the District.
Objectives



To organize or conduct sports festivals annually
Construct a sports stadium in Kanye.
Workshops and drama.
Goal 6
To empower women on their rights and responsibilities in this changing society.
Objectives




Increase support to women’s economic empowerment projects.
To commemorate World women's Day annually.
Conduct workshops/seminars on abuse, rape and children's rights.
Establish an office in Kanye
Goal 7
123
To promote and preserve culture and to create an enabling environment for Youth and
the general public to participate in cultural development in the District.
Objectives


Improve access to financial resources as well as offer training for youth in
business.
Encourage the use of historical and cultural aspects that relate to behavioural
change to address HIV/AIDS amongst the Youth.
Goal 8
To provide an economic records management service to the public, and to preserve
public records of archival value for posterity and information purposes in the District.
Objectives


To provide an effective records management as well as archives
administration.
To construct a records centre in Kanye
11.5 FRAMEWORK FOR STRATEGIC ENVIRONMENTAL ASSESSMENT.
11.5.1 Evaluation of Environmental Key Issues with Sector Goals and Objectives.
Objective
Potential Impacts
Mitigation Measures
Construction of Libraries,
Records Centre and other
facilities planned
Deforestation, Pressure on Water
sources, Noise Pollution and
uncontrolled disposal of rubble.
Conduct an Environmental Impact
Assessment(EIA)
Replant trees, identify and
construct a Landfill site.
Conservative usage of water during
construction.
Maintenance
facilities
Deforestation, Noise Pollution,
uncontrolled disposal of rubble.
Replanting trees, construction of a
land fill site.
Consultative meetings such as
seminars, rallies and
Festivals
Littering, noise pollution
Place waste disposal receptacles
strategically to ensure maximum
usage. These include waste bins
and where necessary portable
toilets.
Construction of sports stadium
Felling of trees
Noise pollution
Dust
Vegetation disturbance
Avoiding mature trees
Sprinkling water to reduce dust
of
existing
11.5.2 Evaluation Environmental Issues with Sector Policies and Programmes.
Policies
Environmental Issues
Mitigation Measures
CBNRM
Over harvesting of resources
Resource monitoring
National Archives Act
Nil
Nil
Broadcasting Act
Nil
Nil
National Policy on Culture
Nil
Nil
Sports and Recreation.
124
This sector has a programme that is aimed at protecting the environment: Sports and the
Environment. Through this programme communities will be mobilized in order to
promote public health and the protection of the environment.
National Library Services.
This sector plans to establish a database and resource centre on HIV/AIDS and the
environment issues to increase awareness of environmental issues as well as HIV/AIDS.
National Museum, Monuments and Art Gallery.
Legislation on monuments, which stipulates that Environmental Impacts Assessment
and the Archaeological Impacts Assessment, is mandatory before any construction of
any project, will be implemented during this plan period. This legislation will ensure
that all constructions adhere to the recommendations of the EIAs thus environment
friendly.
11.6 STRATEGIES TO ACHIEVE THE LABOUR, CULTURE
SECTOR GOALS AND OBJECTIVES.
AND
SOCIAL SERVICE
11.6.1 General Strategies
The following strategies will have been identified to implement the goals of the
Ministry;



Human Resource Development Strategy, with a view to improving staff
skills, motivation and productivity
Decentralization of authority, to reduce delays in decision-making.
Information Technology Strategy, with a view to improving efficiency and
effectiveness of service delivery.
Table 11.1 Proposed Projects
Proposed Projects
Environmental Issues
Mitigation Measures
Construction of Libraries,
Records Centre and other
facilities planned
Deforestation, Pressure on Water
sources, Noise Pollution and
uncontrolled disposal of rubble.
Conduct an Environmental Impact
Assessment(EIA)
Replant trees, identify and
construct a Landfill site.
Conservative usage of water during
construction.
Maintenance
facilities
Deforestation, Noise Pollution,
uncontrolled disposal of rubble.
Replanting trees, construction of a
land fill site.
Littering, noise pollution
Place waste disposal receptacles
strategically to ensure maximum
usage. These include waste bins
and where necessary portable
toilets.
of
existing
Consultative meetings such as
seminars, rallies and festivals
11.7 RESOURCE REQUIREMENTS FOR DDP 6
11.7.1 Issues and Strengths for Culture and Social Services.
11.7.1.1
Strengths
This plan has in it a component of computerization for efficient and effective service
delivery.
HIV/AIDS mitigation measures and campaigns will be stepped up during this plan
period.
Generally this plan is putting forward the needs of the consumer (customer based)
Manpower – Civil & National Registration
125
11.7.1.2
Weakness/Issues
Limited funds to carry out the planned projects.
Shortage of adequate human resources to implement /carry out to fulfilment items
proposed (Counselling, Records keeping and others.)
Table 11.2 Plan Implementation for DDP 6
Project
Funding
Location
Implementation period
Labour Office
P 4 612 000
Kanye
2004/04 – 2005/6
Integrated Sports Facility
P 14 000 000
Kanye
2004/05 – 2006/7
Library
P 15 500 000
Good hope
2006/07 – 2007/08
Extension-Library
P 1 711 300
Kanye
2004/05 – 2005/06
Mobile Library
P 1 000 000
Kanye
2005/06
Computerization of Library
P6 000 000 The figure
is national
Kanye
2003/04 – 2006/07
Records Centre
P16 245 794
Kanye
2003/2004
–
P 7 500 000
Kanye
2005/06
District
Office
Information
–
P 2 216 000
Good hope
2006/07
District
Office
Information
–
P2 216 000
Moshupa
2007/08
Regional
Information
Office
National Sports Festival
Budgeted
recurrent.
under
The district
1 per year
Women’s
Commemoration
Budgeted
recurrent.
under
The district
1 per year
Budgeted
recurrent.
under
The district
1 per year
National Youth Rallies
Day
11.7.2 Plan Monitoring Program for DDP 6
The plan-monitoring program should ensure that projects are implemented according to
the plan and that plan deviations are analysed and remedial measures are taken or plan
objectives are revised. The planning stage indicates the number of projects funded under
DDP 6 and the anticipated timeframe until completion. The approved stage indicates
that funds have been approved by PM, in the case of construction that land has been
acquired, site and design plans are available, and if necessary, an EIA has been carried
out. The tendering stage indicates that tender documents have been prepared, tenders
invited, appraised and awarded. The monitoring of the implementation stage indicates
that the project has been implemented and completed. The monitoring of the
implementation will be done through the consultative committees such as the District
Development Committee and the Plan Monitoring Committee that will address
problems encountered during implementation of projects. These Committees meeting
quarterly will offer remedial measures where possible and advice accordingly.
126
CHAPTER TWELVE
12 MINERALS, ENERGY AND WATER
12.1 INTRODUCTION
12.1.1 The Institutional Framework
The Ministry of Minerals, Energy and Water Affairs (MMEWA) is responsible for the
formulation, direction, coordination, development and implementation of national
policies and programs for the minerals, energy and water resource sectors. The Ministry
carries out these responsibilities through various divisions, departments and parastatals,
namely: the Divisions of Ministry Management, Energy Affairs, and Minerals Affairs;
the Departments of Geological Survey, Mines and Water Affairs and the two parastatals
namely the Water Utilities Corporation (WUC) and the Botswana Power Corporation
(BPC).
Botswana Power Corporation is a statutory body responsible for all matters concerning
the generation, importation, transmission and supply of electricity.
At the district level the responsibility of providing water is shared by the Department of
Water Affairs, which supplies two major villages being Kanye and Moshupa and
Southern District Council water department that supplies small villages and settlements.
The goals and objectives of the aforesaid departments are armatures on which the
possibilities of realizing Vision 2016: Sustainable and Diversified Development through
Competitiveness in Global Markets.
12.1.1.1
Strategic Plans for Respective Ministries on Minerals, Energy and Water
The performance of the sub-sectors minerals, energy and water are guided by strategic
plans of ministries/institutions as follows:
Ministry of Minerals, Energy & Water
The ministry strategic plan was designed to facilitate the implementation of the
development plans in such a way that all goals are arrived at through the following
strategies:








Decentralization of Authority
Southern District local authorities, most notably the District Council, facilitate
the exploitation of minerals such as river sand and gravel. It provides water to
small villages and directs the use energy resources.
Research and Development Strategy
District local authorities facilitate research and develop strategies for minerals,
energy and water within their jurisdiction.
Information Technology
Regional Co-operation
Commercialisation/Privatisation
Performance Management System
The Council cascades PMS and has so far introduced the system to most of its
employees.
Ministry of Local Government Strategic Plan
The Ministry of Local Government is responsible for basic physical and social
infrastructure such as provision of water. It ensures efficient operation of local
127
authorities. This therefore holds that the realization of the sector key result areas is
dependent on the commitment of local authorities as an extension arm of local
government. Local authorities in Southern District ensure that the key result areas
pertaining to Minerals, Water and Energy are realized.
12.1.2 The role of the private sector
Water Sector
Village water supply: Private companies are engaged in groundwater investigations,
drilling of boreholes and the construction of water supply systems or components of
them. This enables accelerated implementation with quality output. However, this calls
for adequate staff to be placed in Council to ensure that work is done to standard and
specification.
Agriculture: Private companies are engaged in drilling and equipping of boreholes and
in their maintenance. As the farming community in rural areas competes for
groundwater sources with other consumers, the most notable impact is the risk of
pollution to aquifers because there are little or no measures taken to prevent the
occurrence at private boreholes. Monitoring needs to be put in place that would include
advising to the farmers on how to safely operate their boreholes.
Mineral Sector
Currently the private sector in Southern District the private sector is limited to small
mining activities such as quarrying. A notable such activity is Moshana Quarries which
has considerably supported the construction industry. However, the role of the private
sector in other larger mining activities such as diamond mining in Jwaneng cannot be
overemphasized. Private companies provide consultancy, equipment and are even
engaged in other complementary activities such as construction of houses for miners
and storerooms.
Energy Sector
The role of the private sector has been more prominent in this sector. Provision of fuel
such as gas, paraffin and petrol has been largely the responsibility of private companies.
Southern District has enjoyed the services of private companies in provision of energy.
12.1.3 Consultation priorities
The following main issues/priorities were arising from community consultations:








Accelerated provision of power, in particular for extension staff.
Water shortage for villages in the Western part of the district (mostly in
Mabutsane Sub district). The water is either not adequate or of poor quality.
The non-reliability of only one borehole for a village- there is need for backup
boreholes.
High cost of private water connection.
Villages are growing much faster than the rate of extension, resulting in long
distances to standpipes, especially for villages that are not included in the plan
Deterioration of water quality both bacterially and chemically
High rate of livestock watering by village water supply schemes and failure to
control due to lack of strong laws to prevent it.
Long process of registration for extraction of sand and gravel.
12.2 NATIONAL POLICIES AND LEGISLATION
The national policies and legislation which sets the political and legal framework for the
Minerals, Energy and Water are as follows:
128
12.2.1 Minerals
Waste Management Act (1998)
The Waste Management Act provides for the establishment of the Department of
Sanitation and Waste Management; to make provision for the planning, facilitation and
implementation of advanced systems for regulating the management of controlled waste
in order to prevent harm to human, animal and plant life; to minimize pollution of the
environment, to conserve natural resources; to cause the provisions of the Basel
Convention to apply in regulating the trans-frontier movement of hazardous waste and
their disposal; and for matters incidental to and connected to the foregoing.
12.2.2 Energy
Botswana National Settlement Policy (1998)
The Botswana National Settlement Policy emphasizes development and job creation in
the least developed areas, especially rural ones. In Southern District the policy directs
the reconciliation of settlements and mining activities such as the diamond mine in
Jwaneng. Distribution of water and energy is also in line with the Policy. The district
guides service provision.
12.2.3 Water
Tribal Land Act (AMENDED 1999)
The amended Tribal Land Act provides for the establishment of tribal land boards: to
vest tribal land in such boards: to define the powers and duties of such boards and to
provide for matters incidental thereto.
Tribal land is on the other hand subject to the provisions of the Mines and Minerals Act,
the Water Act and the Mineral Rights in Tribal Territories Act.
Water Act (1968)
The Water Act seeks to define the ownership of any rights to the use of water; to
provide for the grant of water rights and servitudes; and to make provision incidental
thereto.
The district has, through Department of Water Affairs and Council Water Department,
established impressive water systems in line with the Water Act. .
The policy states that settlements with population ranging from 150 to 249 shall be
provided with potable water and Southern District has adhered to.
12.3 MINING, ENERGY AND WATER
12.3.1 Mining Sector
The only mining activity on large scale in Southern District is the diamond mine at
Jwaneng. Small mining activities are taking place for extracting sand and gravel for
construction work. There are also ongoing prospecting activities.
The Government has introduced regulations for mining of sand and gravel to control the
impact of these activities on the environment.
Mining is one of the activities that consume large amounts of water and other forms of
energy hence competing with other equally essential activities.
12.3.2 Energy Sector
Energy Sources
The main energy sources in Southern District are grid power, solar power, gas, paraffin,
diesel and wood. The principal energy source for cooking, lighting and heating used by
129
households in Southern District is firewood. The high dependency on fuel wood as a
source of domestic energy has adverse effects on the environment.
The following villages in Southern District have been connected to the national power
grid:



Kanye/Moshupa Sub-District: Kanye, Moshupa, Molapowabojang, Lotlhakane
East, Ranaka, Manyana, Lekgotlobotlo, Ntlhantlhe, Magotlhwane,
Kgomokasitwa
Goodhope
Sub-District:
Mmathethe,
Digawana,
Pitshane/Molopo,
Ramatlabama, Gathwane, Sedibeng, Metlojane, Mabule
Mabutsane Sub-District: Mabutsane, Khakhea
Solar Energy:
In those villages where grid power is not accessible or connection is beyond resource
constraints solar power has been provided to government institutions.
12.3.3 Water Sector
12.3.3.1
Water Quality
Groundwater, which is the main source of water for rural villages, is highly susceptible
to pollution. The main pollution factors are:




Pit latrines
Agricultural chemicals such as fertilizers and pesticides
Animal waste from nearby boreholes, which share aquifers with those
supplying people
Natural changes in quality due to presence of certain unacceptable substances
in the aquifer.
The most frequent determinants to be found in Southern District and the requirements
for potable water for human consumption are shown in table 16 below.
Table 12.1 Standards for Water Quality
Chemical requirements
Microbiological requirements
Inorganic
Upper limits and ranges
Determinants
mg/l
Ideal
Chloride
100
Determinants
Hardness
0.7
Allowable compliance contribution*
Accep-
Max
95%
4%
1%
table
allowable
min.
max.
max.
200
600
10
100
1
10
10
100
Total
Count/
Not
coliform
100ml
detected
1.5
Faecal
Count/
100ml
(salinity)
Flouride
Units
1.0
20
200
500
coliform
45
45
45
Faecal
Count/
streptococci
100ml
(CaCO3)
Nitrate
Nitrite
3.0
3.0
3.0
Sulfate
200
250
400
Source: Council Water - Southern
12.3.3.2
Supply and Demand
Kanye Water Supply scheme are supplied from 2 well fields namely Ramonnedi and
Kgwakgwe with a total of 12 boreholes. Ramonnedi produce about 2000 cubic metres
per hour, while Kgwakgwe produces 4900 cubic metres per hour. Moshupa Water
Supply scheme is connected to the Kanye scheme. The combined output of 200 000
cubic metres per month supply both Kanye and Moshupa villages.
130
The boreholes are pumped to the limit due to yields drop in the Ramonnedi well field,
although supply situation has not yet reached a crisis point. Measures were undertaken
to drill additional boreholes in the Kgwakgwe area during DDP 5. The storage capacity
of the 7 reservoirs is equivalent to 125% of the projected demand.
The provision of Kanye and Moshupa with public standpipes and private connections is
shown in table 12.1 below. The Department of Water Affairs will continue to source out
small private water connections to small contractors to clear the backlog for all the
major villages including Kanye.
Table 12.2 Water Supply Kanye and Moshupa
Village
Population
Water
Tank
No. of public
No of private
No. of people
2001
source
capacity
standpipes
connections
per private
cubic metres
(12/07/02)
(12/07/02)
connection
6 375
165
7 628
5-6
63
3 199
5-6
Kanye
40 628
Borehole
Moshupa
16 922
Interconnecton
Source ; Dept of Water Affairs – Kanye & Moshupa
The consumption for the two villages is in the region of 151 000 cubic metres which is
equivalent to 5000 cubic metres per day. Water interruptions are normally experienced
in the village mainly due to power failure and some pipe bursts.
Water Supply
The main water source in Southern District is groundwater procured by boreholes and
wells. Other sources are rainwater harvested in natural depressions (pans), dams and
rainwater tanks attached to staff houses and public facilities. The latter sources are of
importance for livestock during good rainfalls. As the potential of potable groundwater
and its spatial occurrence in Southern District is likely not sufficient and unfavourable
for a sustainable water supply, strong emphasis shall be given towards improvement and
identification of reliable water sources and to stepping up interconnections to
villages/areas with better sources.
Council provides 94 villages and settlements with water through a water supply system.
A summary of the Council Water Supply is shown in the table below, details per
village/settlement are shown in the appendix.
Table 12.3 Status of Council Water Supply
Villages/
Pop.
Settlement.
2001
93
169586
No.of Villages/Settlements with
Bore
Water-
VWSS
holes
tanks
130
86
94
Inter-
Water
Good
connection
Reliability
water
(%)
quality
79
77
12
PSP
Private
connections
784
7 755
Source: Council Water – Southern
Note:* The allowable compliance contribution shall be at least 95 % to the limits
indicated in column 3, with a maximum of 4% and 1% respectively, to the limits
indicated in columns 4 and 5. The objective of the disinfection should, nevertheless, be
to attain 100% compliance to the limits indicated in column 3.
In 2002, there were 3 villages with serious water quality problems namely Kokong,
Mokgomane, and Digawana.
Water Demand
In 2002, total daily water consumption in Southern District amounted to 18,152 cubic
litres; daily water consumption per head amounted to 0.075cubic litres. It varies per
village between seasons and litres per head. The daily water demand per selected area
is shown in the table below while details per village are in the appendix. The main
131
cause of high variations in water consumption is watering of livestock from public
standpipes, especially in the dry season. In order to cope with the rapid increase
especially in big villages and those near urban centres demand monitoring will be done.
Measures will also be put in place to control livestock watering especially for villages
near lands areas and cattle posts.
Table 12.4 Daily Water Consumption in 2002
Area
Population
2001
Water Consumption
Cum/day
Water Consumption
per head Cum/day
Southern District
without Kanye and Moshupa
169,586
10,175
0.06
Kanye village
56120
6454
0.115
Moshupa village
16,922
1523
0.09
Source: Water Affairs & Council Water
12.3.3.3
Water Conservation and Management
The Department of Water Affairs (DWA) has responded to this call for action and has
of late prepared a National Water Conservation Policy and Strategy Framework. This
document provides the rationale, methodology, and a recommended “way forward”
process to facilitate the introduction of widespread water conservation practices and
water demand management measures at the national and at local levels.
The successful implementation of water conservation programmes and initiatives relies
on the active involvement of a number of stakeholders representing literally all
segments of society, including the public and private sectors as well as rural and urban
communities. The multitude of likely involved partners and the diversity of activities to
be carried out call for some multi-disciplinary approach.
As a consequence, and in line with the recommendations provided in the water
conservation strategy framework document, the preparatory steps have been taken for a
special section for water conservation, source protection and environmental aspects,
named Water Conservation Unit’s establishment is to institute a focal for the emerging
water conservation programme tasks, and to create the required central coordinating
body to spearhead and oversee implementation of the programme activities. The Water
Conservation Unit will thus act as the lead partner in long-term campaign to promote
and encourage water conservation practices and demand control measures in the district.
The expected outputs are:




Development of a fully negotiated water conservation policy, including action
plans for implementation.
The capacitating of the water conservation unit (once established), in order to
ensure that the unit can actively pursue the development and implementation of
water saving techniques, water re-use and recycling of wastewater.
The development of guidelines and training material of awareness rising.
The preparation of statutory orders etc. in order to create the administrative
tools, including pricing mechanisms, and performance and quality standards,
for different water uses.
Some of the conservation measures in place are :



Pollute Pace Principle
To encourage private connection
Piloting of meters
132
12.3.3.4
Water Protection
It is fact that water in Botswana is a valuable and scarce resource, which is also
vulnerable to pollution. Water quality plays a crucial role despite its limited availability
and competition between different users. About 80 % of our water emanates from
underground sources and only a few represent surface water sources. Water sources
often become polluted due to anthropogenic inputs from different water users, such as
individuals, farmers and industry. These indiscriminately discharge their wastewater
into open environment, with potential to contaminate these limited water resources. The
increasing pollution risk is exacerbated by rapid urbanization and developing industrial
activities. These warrant that water should be protected from such polluting activities.
The dams are more vulnerable to pollution than groundwater. The main pollution hazard
to dams comes from domestic and industrial wastewaters and potential pollution
accidents. The land use also creates a serious threat to dams, as there is conflict of
industrial and agricultural developments that are increasingly locating on dam
catchments. Groundwater is still relatively unpolluted in most places, though faecal and
nitrate pollution is evident in some areas due to improper sanitation practices.
Agricultural activities such as poultry farming, horticulture will inevitably have an
impact on the water quality due to increased levels of nutrients and pesticides.
In an effort to protect our valuable water resources, Botswana developed protection
zones and guidelines for major well fields, aquifers and dams. The protection zones
have been delineated using the appropriate methodologies based upon the re-evaluation
of existing hydrological and hydro-geological information. Groundwater vulnerability
maps have been developed for 12 towns and major villages to provide guidance to
planners and developers. Kanye is one of the well fields studied.
In addition, in 1997 a Water Quality Management Project (WQMP) was carried out
with the aim of also providing guidelines and procedures for water resources protection
and conservation.
12.3.3.5
Government Buildings
Construction has been one of the sectors that have increased pressure on water resources
in the district and water departments have devised some cost recovery measures.
Government departments are expected to pay for the water they use in construction of
their of their buildings.
12.3.3.6
Agriculture vs. Water
Traditionally agriculture has not been a major threat to water security but since the
commercialization of agricultural activities, there has been a higher demand for water.
In Southern District a myriad of agricultural projects which most of them were funded
by FAP have mushroomed and one of the requirements for funding was the
identification of water sources. Livestock, piggeries, diary projects, horticulture, poultry
projects have been identified as great consumers of water and Water Affairs department
has began to decline from issuing water rights to these projects. Water Affairs
department has however given rights to contaminated water sources and this has seen
some of the boreholes being used for livestock watering and other agricultural projects.
Some of these projects are situated along rivers.
12.4 SECTOR GOALS AND OBJECTIVES
The goals the next plan are as follows;
Goal 1
Promote the quality of life through a sustainable supply of safe water.
133
Objective

To decontaminate water for human consumption and increase the rate of water
connections in all major villages throughout the plan period.
Goal 2
Improve service delivery
Objectives


To provide Water Affairs offices in Moshupa by the year 2004.
Continue to recruit officers for the delivery of services.
Goal 3
Reduce time and unit costs of delivering the services/products to stakeholders
implementing effective policies, systems, procedures and structures.
Objectives


To encourage private water connections by speeding up the process.
To enhance public awareness by using media fora.
Goal 4
To protect the environment by enforcing environmental protection legislation.
Objectives


To enforce legislation through the Council byelaw division.
To minimize the exploitation of natural resources.
12.5 FRAMEWORK FOR STRATEGIC ENVIRONMENT ASSESSMENT
Sector goal
Objectives
Environmental
Issues
Sustainable supply
of safe water.
Decontaminate water
and increase the rate of
public connections.
Cutting down of trees
during clearing of water
lines.
Planting of trees after
bush clearing.
Improve
delivery
service
Provide Water Affairs
offices in Moshupa
Bush clearing, extraction
of river sand and gravel
Planting of trees,
refilling of burrow
pits
Reduce time and
unit
costs
of
delivering services.
Encourage
private
water connections
Cutting down of trees
during clearing of water
lines.
Planting of trees after
bush clearing.
12.6 STRATEGIES TO ACHIEVE THE GOALS
ENERGY AND WATER SECTOR
AND
Key
OBJECTIVES
Mitigation
Measures
OF THE
MINING,
12.6.1 General Strategies
The following strategies will have been identified to implement the goals of the
Ministry;




Human Resource Development Strategy, with a view to improving staff
skills, motivation and productivity.
Decentralization of authority, to reduce delays in decision-making.
HIV/AIDS Strategy, with a view to counter the threat of manpower depletion
posed by the HIV/AIDS pandemic which has not spared MMEWA from its
devastating effects.
Research and Development Strategy, in order to channel scarce resources to
areas offering the most potential benefits.
134





Information Technology Strategy, with a view to improving efficiency and
effectiveness of service delivery.
Regional Cooperation, in order to optimize the flow of economic benefits to
Botswana and benefit from economies of scale particularly in the power and
water sectors.
Commercialisation /Privatisation of some activities to improve service
delivery and reduce costs.
Performance Management System, with a view to improving overall
performance of MMEWA and integrate all performance improvement
initiatives.
Mineral Investment Promotion Strategy, to attract more investment and
increase net economic benefits from mineral exploitation.
12.6.2 Proposed Projects
The proposed projects to achieve the set goals and objectives are shown in table 12.5
below.
Table 12.5 Proposed Projects
Sector
Project
Component
No.
Location
Implementation
period
Mining
MR
217Mineral
exploration
Molopo Farms
Complex
1
Southern/
Kgalagadi
2004
MR
413Mining & Air
Pollution
Control
Expansion of air
pollution monitoring
network
1
Kanye
2005
Regional Core Shed
1
Molapowabojang
2004
Pitsane Potlokwe
2003
Energy
MR
124National
Power
Supplies
Village electrification
Mokgomane
Sekoma
Metlobo
Mokatako
Selokolela
2004
Tlhareseleele
Mogojogojo
Kgoro
2005
Tshidilamolomo
Maokane
2006
Kokong
Leporung
Dinatshana
Bethel
Water
MR
116Renewable
Energies
Photovoltaic
Electrification
MR 316-Water
Affairs
Buildings
Office Block
1
Moshupa
2003/04
135
Sector
Project
Component
No.
Location
Implementation
period
MR 337-Major
Villages
Water/Sanitati
on
Development
Water Supply
1
Moshupa
2004/05
Connection to NorthSouth Carrier
1
Kanye
2005/06
Sanitation
2
Kanye
Moshupa
2003/04
12.6.3 Potential impacts of Proposed Projects on the Environment and Mitigation
Measures.
Measures of potential impacts of proposed water and sewerage projects on the
environment and mitigation are shown in table 12.6
Table 12.6 Potential Impacts of Proposed Projects on the Environment and Mitigation
Measures
Phases
Short-term Impacts
Long-term Impacts
Mitigation Measures
Construction
Soil erosion
Land requirement
- EIA is required for
Proper
site
and
implementation
planning
Water quantity: Pressure on
water resources
- Water-saving applications
- Rainwater tanks
Water quality: Pollution
- Water protection zones
- Water monitoring
Spills and leakage of water
- Water monitoring
Desertification
- EIA is required
- Monitoring
- Planting of trees
Air pollution (dust)
Noise pollution
Interference with other
activities
–
Operation
Water:
Connection to
North-South
Water Carrier
Air pollution
Land degradation
Interference with other
activities.
Operation
Sewerage
-
Village
electrification
Land
conflicts
use/location
Soil erosion
Water pollution
Air pollution
Land degradation
Interference with other
activities
- Planning with participation
- EIA
- Monitoring
- Monitoring
- Planting of trees
12.7 RESOURCE REQUIREMENTS FOR DDP6
12.7.1 Issues and Strengths for Water Sector
The following constraints will affect the achievement of the water sector goals and
objectives:






Lack of database on water resources
No integrated planning on water requirement and management
Dependence on DWA due to shortage of senior staff
Lack of enforcement mechanism to conserve water
Availability of human resources
Availability of modern technology (computers)
136
12.7.2 Performance Targets
The implementation of the following projects, are the performance targets for DDP6 as
per the planned implementation year:
Table 12.7 Resource Requirement and Performance Targets
Sector
Project
Component
No
Location
Budget
Implementation
period
Mining
Energy
MR
217Mineral
exploration
Molopo Farms
MR
413Mining
&
Air Pollution
Control
Expansion of air
pollution
monitoring
network
1
Regional
Shed
1
MR
124National
Power
Supplies
1
Complex
Southern/
3,600,000
2005
Kanye
465,000
2005
Molapowabojang
2,000,000
2004
Kgalagadi
Core
Village
electrification
Pitsane Potlokwe
2003
Mokgomane
Sekoma
Metlobo
Mokatako
Selokolela
2004
Tlhareseleele
Mogojogojo
Kgoro
2005
Tshidlamolomo
Maokane
2006
Kokong
Leporung
Dinatshana
Bethel
Water
MR
116Renewable
Energies
Photovoltaic
Electrification
MR
316Water Affairs
Buildings
Office Block
1
Moshupa
6,430,000
2003/04
MR
337Major
Villages
Water/Sanitat
ion
Development
Water Supply
1
Moshupa
61,104,000
2004/05
Connection
to
North-South
Carrier
1
Kanye
61,104,000
2005/06
Sanitation
2
Kanye
2003/04
Moshupa
Groundwater
Investigations
1
Mabutsane
31,880,000
2003/2004
12.7.3 Plan Monitoring Program
The plan-monitoring program should ensure that projects are implemented according to
plan and that plan deviations are analyzed and either remedy measures are taken or plan
objectives revised. Respective departments will be responsible for implementing their
projects and monitoring progress throughout the plan period. Project Reviews will be
used as implements for monitoring progress. Sub-DDC Committees shall sit regularly to
review progress prior to reporting to DDC whose mandate shall be to analyze progress
at district level. Furthermore, quarterly progress reports will be prepared to depict both
physical and financial status of progress, and be sent to the Ministry of Local
137
Government. The Mid-Term Review will be undertaken halfway through the plan
period.
138
CHAPTER THIRTEEN
13 WORKS, TRANSPORT AND COMMUNICATION
13.1 INTRODUCTION
District Roads infrastructure continues to be an important Government framework in
service delivery and poverty alleviation for rural dwellers. Programmes such as labour
Intensive Earth Roads construction have provided temporary employment to unskilled
labour. Construction of roads in general plays a vital role for the people since it renders
essential services such as easier access to health, education facilities etc. Transportation
costs go down as a result of provision of roads hence improvements in the general
standards of living of communities.
13.1.1 The Institutional Framework
In Southern District services providers in the Works, Transport and Communication
Sector are shown in Table 13.The service providers are the Ministry of Works,
Transport and Communication (MWTC), Southern District Council (SDC), Parastatals
such as Botswana Telecommunication Corporation (BTC) and the private sector.
Table 13.1 Services and Service Providers in the Works, Transport and Communication
Sector
Services
Service Providers
Works
- Architecture
Services
&
Building
Electrical
Services
&Mechanical
MWTC/DABS
MLG/SDC
MWTC/DEMS
BPC
MLG/SDC
Responsible for providing and maintaining Government
buildings are DABS and DEMS.
District Councils are responsible for constructing Council
and Land Board buildings, District and Tribal
Administration staff houses and maintaining Council
buildings. The Technical Unit in the MLG is providing
technical and professional guidance.
- Meteorological Services
MWTC
Provides meteorological data to the district
- CTO
MWTC
Provide road transport service to government departments
- Roads
MWTC
MLG/SDC
Responsibility for public road construction and
maintenance is shared by the MWTC/Roads Department
(primary and secondary roads) and the MLG through
District Councils (tertiary, access and internal roads)
- Railway
MWTC,BR
Provide rail transportation services
- Road Transport and Safety
MWTC
Promote and regulate safety
- Postal Services
BPS
Provides postal communication to the public and business
community
- Telecommunications
MWTC,BTA,BC
Regulates and provides telecommunication services
Transport
Communication
13.1.2 Strategic Plans For Respective Ministries
Works, Transport and Communication
The responsibility of the ministry is to provide safe and secure transport,
communication, building, meteorological, mechanical and electrical infrastructure so as
to improve the overall quality of life in the District and the region. In order to achieve
this the ministry has set the following key result areas;

Customer satisfaction
139


Delivery of products and services within set time and budget
Provide safe, secure and accessible infrastructure.
Local Government
The mandate of the ministry is to improve the quality of life of Batswana by providing
basic physical infrastructure and services. Southern district Council will ensure that the
overall key result areas are attained through:


Improved quality of life of Communities. To coordinate and provide basic
infrastructure
Customer satisfaction. To ensure customer satisfaction through timely
delivery of services
Lands, Housing and Environment
The Ministry is responsible for providing services in management and development of
land as well as promoting environmental protection. To achieve this strategic plan the
ministry will ensure availability of land for equitable distribution. In the district the
responsibility to allocate land is vested on the Land Boards. The Land Board ensures
that land is available for construction of roads in the District.
13.1.3 Works and Transport Consultation Priorities
The following main issues/priorities were arising from community consultations:







Slow implementation of planned Development Projects. There was a general
concern that projects in the last development plan were implemented at a very
slow pace and some projects were deferred and no feedback was given to the
concerned communities. Defaulting contractors have also worsened low
implementation of planned projects.
Inadequate supervision of contractors. This is largely due to shortage of trained
personnel. There is therefore need to intensify supervision of contractors.
Lack of maintenance of the available structures. Schools, teachers and nurses’
houses stay for too long without maintenance. Schools facilities are the most
affected and that results in a non-conducive learning environment for the
pupils. The water toilets (recently adopted by the Council) are either not
properly done or not properly maintained. They are still new and almost all of
them are not functioning.
Communities were very much concerned about the road conditions in the
district. They proposed that government should provide tarred roads or at the
least gravel roads and do away with earth roads because they were a waste of
funds since they do not last long.
Vandalism of Public phone
Vehicles take too long when they have gone for servicing at CTO and also
CTO takes long to replace boarded vehicles.
Stray animals are prevalent in most roads.
13.1.4 The Role of the Private Sector
In the Southern District construction work is let out to construction companies, which
are registered with the Central Tender Board. Design and supervision work is rarely let
out to the private sector despite the workload and manpower limitations.
13.2 NATIONAL POLICIES AND LEGISLATION
The National Policies and Legislation set the political and legal framework for the
Works, Transport and Communication Sector.
140
13.2.1 Vision 2016
Vision 2016 spells out the following goals and strategies for the Works, Transport and
Communication Sector:






Under the pillar to build a prosperous, productive and innovative nation,
The quality of construction and maintenance of roads must be improved,
particularly with regard to road signs and marking for improving road safety.
Improving roads and communication in small and remote settlements must be
accelerated. Botswana must ensure that every village has tarred and wellmaintained roads linking it to other settlements.
Road and rail network and local transport services must be improved to
facilitate the orderly development of other sectors, particularly tourism.
Under the pillar to build a safe and secure nation,
Road safety and driving standards must be improved by means of the more
stringent enforcement of the laws pertaining to vehicle use and roadworthiness,
incorporating road safety in public education, training and information
network, incorporating road safety into infrastructure design (fencing,
pedestrian and cycle tracks).
13.2.2 Road Traffic Act
This is the act that provides for the registration and licensing of motor vehicles; issue of
drivers licenses, regulation of traffic and for creation of offences relating to the use of
vehicles. There is an office in Kanye that issues drivers licenses. Problems found in
administering this act is that there are no frequent tests done for drivers license or
vehicles because there is only one Instructor for the Southern Region (Lobatse, Kanye
and Jwaneng).
13.2.3 Road Safety Policy
This is the policy that regulates and monitors road safety in the District. It makes it
mandatory for the creation of District Road Safety Committee. During the plan period
the Committee will continue to play a vital role in educating the community therefore
the Roads Safety Department as a legislative member will ensure full participation at
community level so that safety becomes a number one priority. The following form part
of activities;


Running awareness seminars for school Children
Making sure issues discussed at committees in villages form part of
implementation plan for the department.
13.2.4 Town and Country Planning Act
This is planning tool that guides development in planning areas. Kanye is the only
village declared Planning Area in the district. The act makes it a compulsory for
developers to seek Planning and Building Permission before any buildings can be
construction. In the other areas that are not yet declared planning areas we use Building
control Act. The Town and Country Planning Act can also be applied in the rest of the
District as advisory tool that guides development. Currently government departments
and individuals are adhering to act, however Council is lagging behind.
13.2.5 Urban Development Standards
These are the design standards that are used at the planning stage on the size of
infrastructure (roads) to be built. In the District the standards are followed that is why
when Kanye Village Infrastructure project was implemented existing roads were
expanded to meet the standards.
141
13.2.6 Public Health Act
The Public Health Act provides the framework for regulating public health in all roads
in the District. This act empowers Officers to use the provisions of the statute to ensure
protection of all road users. There is a problem of littering in all roads and for Central
Government roads private companies have been given the responsibility to pick litter
and chase animals from the roads. The Council’s Environmental Health unit is
responsible for picking litter in all internal roads.
13.3 WORKS, TRANSPORT AND COMMUNICATION
13.3.1 Roads
In Southern District, road transport is a vital and necessary means to meet the basic need
of mobility and a necessary condition to promote economic development. Therefore
road transport is the only means in the district to transport persons and goods in larger
quantities. Whilst the traffic volume within the district is still low, the development of
the road sector is important because a major part of the road network needs permanent
maintenance (grading) and many roads can only be used by vehicles with four-wheel
drive.
The total length of the road network in Southern District is 473 km. The District’s road
network is shown in map 13. The breakdown of the road network according to category
and type of roads is shown in Table 13.2. Details of all external roads and all internal
roads in major villages are listed in table in the appendix.
Table 13.2 Road Network 2002
Road Category
Total Km
Paved
Gravel
Primary roads
285.9
189.4
473
Secondary roads
198.4
282.8
477.2
District roads
Internal roads
40
Earth
139
774
68
78
Sand-double spur
691
Total
1604
196
Source: Roads Dept & Council Roads - Southern
13.3.2 Transport and Road Safety
Vision 2016 has identified road safety as one of the priority areas in the quest to build a
‘safe and secure nation” and identifies better traffic flow, enforcement, road safety
education, better training and licensing, elimination of drunken driving etc. as the
priority areas for policy intervention. While continuing with the on-going Road Safety
Programme, a National Road Safety Strategic Plan was formulated to deal with road
safety problems in a holistic manner.
The vision of the department is to promote and regulate efficient, effective, safe,
sustainable, customer oriented and environmentally sensitive road transport services to
international standards which will meet the social, economic and mobility needs of the
citizens of Botswana, the SADC region and beyond. The successful completion of the
planned network of VTS will facilitate introduction of six monthly testing of public
service vehicles (passenger and goods whose standards are rapidly deteriorating).
Mandatory testing of all vehicles over the age of three years will also be introduced as a
precondition of renewal of licenses. Furthermore, a sufficient of number of vehicle
examiners will increase roadside testing of the compliance of critical roadworthy
requirements, including transit vehicles.
142
13.3.3 Botswana Railways
Botswana Railways is responsible for the provision of local and regional rail transport.
The predominance of road transport network within the country, limited geographical
coverage of the rail network and widespread availability of the private vehicles for
shorter trips have generated new travel patterns and drew passengers from the rail. Due
to the unsatisfactory service, rail transport has become a less attractive transport mode
for travel within and outside the country. To promote the use of railways within an
integrated transport system, strategies that emphasises network expansion, better
customer service both in terms of speed and quality of service will be developed. In the
district there is 48km of railway line from Lobatse to Ramatlabama border. This is used
mainly for transportation of goods between Botswana and South Africa.
13.3.4 Central Transport Organisation
The Ministry through the Central Transport Organisation will further enhance private
sector participation through the leasing of workshops and to, in the long term empower
citizen employees to take over the workshops. This will contribute towards Vision 2016
pillar of creating a prosperous nation. The decentralization of the transport services will
ensure that the various Ministries and Departments take responsibility for their transport
requirements as it has been difficult to monitor and control these services from a central
point due to lack of capacity.
13.3.5 Telecommunication
Since the adoption of the Telecommunications Policy in 1995 there has been an increase
in teledensity, availability of Information Communications Technologies (ICTs), and
improvement in the range of telecommunications services. Further provision of ICTs
infrastructure and services, especially in rural areas is essential to accelerate the pace of
developments to achieve rapid integration of the country with the global economy. The
challenge before Government is to narrow the digital divide in the shortest time
possible. In this regard it is the aim of Botswana Telecommunications Corporation to
improve the existing service and provide service to the rural communities. To achieve
universal service and access, provision of funds to BTC to carry out rural
telecommunications programmes, will be continued during NDP 9.
13.3.6 Postal Services
Postal services still play a key role in maintaining communication links between the
communities. Botswana Post is therefore committed to the continued postal services
even where the postal agencies or offices are not making profit. The Government will
however consider meeting the operational loss making entities in the event that the
profit making entities can no longer support the loss making ones. There is need to carry
general maintenance of post offices in the entire district. There is also need to provide
additional staff housing. The district will continue to encourage the communities to
provide Postal Agencies in areas where it is not economically viable to provide post
offices.
13.3.7 District Council
The major responsibility of Council is infrastructure provision. Under this sector
Council is tasked with the responsibility to maintain and construct district roads (tertiary
and access roads).
13.4 WORKS, TRANSPORT
OBJECTIVES
AND
COMMUNICATION STRATEGIES, GOALS
AND
The sector goals and objectives of the Works, Transport and Communication Sector are
derived from Vision 2016, policies in places and planning standards in comparison with
the existing situation, expressed in key issues.
143
13.4.1 Roads
Goals
Objectives
To upgrade and extend the life of the
roads
1.To control over loading in accordance to standards
2.To continue managing roads according to the recommendation
of the Maintenance and Rehabilitation Plan
To provide and maintain adequate road
infrastructure
1.To provide and maintain adequate road furniture
2.To reduce littering on the Public Highway Network
To respond timely to emergencies and
correspondence
1.To attend to all emergencies within 12 Hours after occurrence
13.4.2 Meteorological Services
The goal of the department is to provide accurate weather and climate data and
information on time. The objectives to meet the goal are:


To upgrade 3 climate stations in the District.
To construct Office and residential accommodation at Lorolwana.
13.4.3 Postal Services
The department is committed to the delivery of services in a transparent, proactive,
responsive and acceptable manner with available resources to ensure timely service
delivery. The goal will be met through encouraging communities to run Postal agencies
in their villages.
13.4.4 District Council Roads
The goal is to provide reliable access to communities and areas of economic potential
through continuous development and maintenance of district road network. The
objectives are:



To improve roads to bitumen standards.
To upgrade earth roads gravel roads and culverts in the district.
To improve maintenance through purchase of equipment.
(For details on proposed projects see Chapter 16)
13.5 POTENTIAL IMPACTS AND MITIGATION MEASURES
The potential impacts of proposed projects on the environment and mitigation measures
are shown in the table below.
Projects
Short-term Impacts
Long-term Impacts
Mitigation Measures
144
Projects
Short-term Impacts
Long-term Impacts
Mitigation Measures
Construction
and operation
of facilities
- Water consumption
- Air pollution (dust)
- Noise pollution
- Waste generation
- Land consumption
- Proper site and implementation
planning
- Water-saving applicant
- Rainwater tanks
- Water consumption
- Waste generation
- Energy consumption
Construction of
Roads
- Land
conflicts
use/location
Ecosystem
destruction
Landscape
destruction
(borrow
pits)
- Water consumption
- Air pollution (dust)
- Noise pollution
- Use of environment-friendly materials
- Proper disposal facilities
- Energy-saving applicants
- Solar power
- Land consumption
- Land use conflicts
(wildlife movement)
Ecosystem
destruction
- EIA
- Air pollution (dust,
motor
vehicle
emissions)
- Noise pollution
- Waste generation
- Generating hazardous
potentials
(traffic
accidents)
- Traffic control, low-emitting vehicles
- Borrow pit rehabilitation and
enforcement of available legislation
- Traffic control
- Providing waste receptacles
- Road marking, signing and traffic
control
- Separating traffic participants
13.6 RESOURCE REQUIREMENTS FOR DDP6
13.6.1 Issues and Strengths
The following constraints will affect the achievement of sector goals and objectives:



Shortage of qualified manpower
Poor performance of contractors
Lack of funding for some projects such as tarring of Moshupa –Manyana,
Phitshane- Mabule and some bridges.
13.6.2 Performance Targets
Sector
Strategic Objective
Key Performance Indicators
Botswana Railways
Carryout Feasibility Study on the
Trans Kalahari Rail Link
1.Study Completed
2.Implemetation
Road
Transport
Control and Safety
Construction of Vehicle Testing
Station, Driver Testing ground
and refurbish Office
1.Tender Documentation
2.Progress Reports
3.Commissionning
Roads Department
1.Road Construction
2.Construction of Bridges
1.Tender Documentation
2.Progress Reports
3.Commissionning
Metrological
Services
1.Upgrading Climatic Stations
2.Constuction of Office and
residential accommodation
Synoptic Stations Functional
1.Tender Documentation
2.Progress Reports
3.Commissionning
Central
Transport
Organisation
Electrification of Fuel Point
Fuel Point Electrified
Department
Electrical
Construction of regional Office
1.Design Started
of
and
145
Sector
Mechanical Services
Strategic Objective
Key Performance Indicators
2.Depot Operational
Postal Services
Mobilize communities to run
postal agencies
2 Postal agencies run by communities.
13.6.3 Development Budget
Table 13.3 Development Budget
Proposed Projects
Amount
Year of Implementation
1 500 000.00
-
Vehicle Testing Station-Kanye
P10 658 000.00
-
Driver Testing Ground- Kanye
P3 500 000.00
-
Refurbishment of Office-Kanye
P1 300 000.00
-
Ramatlabama Weighbridge & Offices
P2 200 000.00
2003/04
Jwaneng –Sekoma Reconstruction
P5 000 000.00
2003/04
Fencing Kanye- Ramatlabama Border Post
P2 640 000.00
2003/04
Kanye By –Pass
P6 000 000.00
2003/04
Mogobane- Ranaka (completion)
P20 000 000.00
2003/04
P4 000 000.00
2003/04
P400 000.00
-
Pelotshetlha
P300 000.00
-
- Kanye
P300 000.00
-
Goodhope
P300 000.00
-
P60 000.00
-
Botswana Railways
Feasibility Study on the Trans Kalahari Rail
Link
Road Transport Control and Safety
Department of Roads
Phitshane Molopo Bridge
Moshupa- Lotlhakane West
Moshupa River
Molapowabojang-Mogojogojo
Kolobeng River ( Manyana)
Drainage-Moshupa
Meteorological Services
Office and
Lorolwana
Residential
accommodation
Upgrading Climate Stations:
Central Transport Organisation
Electrification of Fuel Point-Kanye
DEMS
DEMS Regional Office in Kanye
P4 378 000.00
* The Plan Implementation Schedule for the Ministry was not ready at time of preparation.
13.6.4 Plan Monitoring Program
The plan-monitoring program should ensure that projects are implemented according to
plan and that plan deviations are analysed and either remedy measures are taken or plan
objectives revised.
146
For this sector plan monitoring will be followed through monthly site meetings,
quarterly meetings, annual plan and reports. The performance Indicators as shown on
13.7.3 will be used to monitor the different stages of the projects. The existing
structures such as District Development Committee (DDC) and Plan Management
Committee (PMC) will ensure that the performance targets are met.
147
CHAPTER FOURTEEN
14 LAW, JUSTICE AND SECURITY
14.1 INTRODUCTION
14.1.1 The Institutional Framework
The institutions involved in making and enforcing laws to ensure a stable and peaceful
environment conducive to the nation’s development are as outlined below
Parliament
The Constitution provides for a unicameral legislature, the National Assembly.
Members are directly elected from 57 constituencies and themselves elect specially
elected members and a Speaker of the National Assembly. Out of 57 constituencies, six
are in the Southern District namely Kanye South, Kanye North, Barolong, Ngwaketse
South, Ngwaketse West and Moshupa.
Administration of Justice
Chapter IV of the Constitution established the Judiciary of the Republic of Botswana,
which consists of the High Court and the Court of Appeal located in Lobatse. A
Magistrate Court is situated in Kanye and it handles those cases that are within its
jurisdiction. Customary courts that are the responsibility of the Ministry of Local
Government mainly apply customary law and on rare cases apply common law. There
are two Tribal Administration offices, one in Goodhope and one in Kanye, which try
criminal and civil cases as well as settling disputes. In other centres of the district there
are traditional kgotlas, which are manned by sub-chiefs and also execute customary law.
Botswana Police Service
The Police Service is deployed throughout the country to protect life and property,
prevent and detect crime, repress internal disturbances, maintain security and public
tranquillity, apprehend offenders, bring offenders to justice, duly enforce written laws
with which it is charged, and generally maintain peace. The Police Service is headed by
the Commissioner of Police and comes under the supervision of the Office of the
President. The No 14 Police District is composed of 6 Police Stations at Jwaneng,
Kanye (2), Moshupa, Phitshane-Molopo and Mabutsane. However Good Hope Police
Station falls within Southern District though not under No 14 Police District. The
District Headquarters is based in Kanye.
14.1.2 Strategic Plans for Respective Ministries
14.1.2.1


Ministry of Local Government Strategic Plan
To ensure understanding of laws and policies that govern the activities of
customary courts through dissemination of information
To ensure satisfaction through acceleration of cases put before customary
courts.
The Ministry of Local Government through Southern district local authorities is
responsible for enforcing law, providing security and justice.
The ministry facilitates law enforcement through Local Police that has its stations in
many villages in the district.
Customary courts (kgotlas) are established and supported by the Ministry that ensures
that they handle both criminal and civil cases within their jurisdiction efficiently. There
148
are two tribal authorities (Ngwaketse and Rolong) that act as umbrella authorities over
other subordinate kgotlas.
14.1.2.2


Botswana Police Strategic Plan
To provide a quality service to the people of Botswana which provides for their
needs and focuses on the reduction of crime and making communities safer.
To increase public confidence in the Police by developing a community style
of policing which entails both consultation and partnership with the
community.
The Police Service is headed by the Commissioner of Police and comes under the
supervision of the Office of the President. The No. 14 Police District is composed of 6
Police Stations at Jwaneng, Kanye (2), Moshupa, Phitshane-Molopo and Mabutsane.
However Good Hope Police Station falls within Southern District though not under No
14 Police District. The District Headquarters is based in Kanye.
14.1.2.3



Department of Prisons and Rehabilitation Strategic Plan
To provide safe custody of prisoners through improved prison facilities,
reforms and adequate basic human needs.
To facilitate rehabilitation of offenders through training and counselling.
To provide quality and timely service delivery to customers through
commitment and prompt action.
Southern district is served by the state prison in Kanye .The prison currently faces
problems varying from congestion, inadequate accommodation for staff , shortage of
transport and dilapidating buildings. However, some of these problems should be
alleviated by the construction of a women’s wing in Moshupa and some improvements
to the state prison in Kanye during NDP 9.
14.1.2.4

Department of Immigration and Citizenship Strategic Plan
To protect society against the entrance, residence and movement in and out of
the country of people with undesirable behaviour, while at the same time
ensuring the smooth passage of genuine travellers.
In Southern district there are immigration offices in Kanye, Pitsane/ Molopo,
Ramatlabama, and Jwaneng.
14.1.3 The Role of the Private Sector
The private sector has a major role to play in the implementation of the objectives of the
Law, Justice and Security sector. Private institutions have continued to work hard in
ensuring a safe and secure environment for investment. There is a myriad of security
companies operating in the district. They provide security services to both governmental
and non-governmental institutions as well as to the communities at large. The private
sector is also engaged in providing housing, offices and other implements to security
departments.
14.1.4 Consultation Priorities
The following priorities arose during consultations with communities:




Trials of cases that are put before courts of law to be accelerated.
Police patrols along national borders to be intensified.
More chiefs of record be designated in various centres in the district to reduce
the backlog of cases.
Another police station be built in the district.
149
14.2 NATIONAL POLICIES AND LEGISLATION
14.2.1 Botswana Police Act
The Botswana Police Service performs its duties under the strength and the guidance of
the Police Act, Cap. 21:01 and the regulations thereto. The Act is constituted in the
Botswana Laws passed by Parliament.
Police District No.14 is composed of 6 police stations that provide service to the entire
Southern District. Goodhope Police Station does not fall within district No.14 but it also
serves the southern part of the Southern district.
14.2.2 Immigration Act
The department of Immigration and Citizenship acts under the guidance or strength of
the Immigration Act CAP 25:02 which among other things protects society against the
entrance, residence and movement in and out of the country of people with undesirable
behaviour, while at the same time ensuring the smooth passage of genuine travellers.
In Southern district there are immigration offices in Kanye, Pitsane/ Molopo,
Ramatlabama, and Jwaneng.
14.2.3 Prisons Act
The acts provides for custody of any individual who commits any offence punishable by
law for the purpose of protecting the society and rehabilitate the prisoner. It further sets
the procedures of custody and rehabilitation. In Southern district there is a State Prison
in Kanye and a Boy’s Prison that is under construction in Moshupa. A Woman’s Wing
is to be added during NDP 9.
14.3 LAW, JUSTICE AND SECURITY
14.3.1 Botswana Police Service
Botswana Police Service is charged with the responsibility of protecting lives, property,
prevention of crime, maintenance of security, public tranquillity and enforcing law.
Botswana Police is therefore committed to developing more effective methods of
reducing crime levels and making communities safer. In Southern District, there are
police stations in Good-Hope, Phitshane/Molopo, Ramatlabama, Mabutsane and Kanye.
The Southern District analysis of crime trend for the year 2002 reveals an increase in
crimes such as Rape, Burglary and Shop/Store breaking. These crimes were prevalent at
Kanye, Moshupa and Jwaneng. In breaking-in cases, items targeted were electrical
gargets and cash. Moreover, data from the just ended District Annual Policing Plan
shows that men and male juveniles are the perpetrators of crime whilst women and
children are the victims in most incidents. These facts can be illustrated further as
follows:
Penal Code Offences
Penal code offences continued to increase from 2591 in year 2000 to 2772 in 2001 and
to 3003 in the year 2002.
Other offences
Other offences, which include Traffic, Stock theft and Drug, related offences shot up
from 5180 in 2001 to 9597 in 2002.
Murder
Statistics show that 67% of all murder cases occur when people are either at or from
drinking places, and that 87.5% of such cases involve people who are not related to each
other. This shows that alcohol has an influence on the incidence of murder. Conflicts
between lovers account for 33% of all murder cases that occurred during 2002 in No. 14
district. In most of these cases an Okapi knife and/or sharp instrument is used. This
150
prompted the police to embark on a stop and search mission, the sole aim of which is to
minimize possession of dangerous weapons by our society
Rape and attempts
Fifty two percent (52%) of rape incidents occurred at night in the bush/street and
between unrelated people. Most of the rape incidents (51%) that occur inside houses are
those between people who know each other well, either ex-lovers or are relatives. In
most incidents condoms are not used, further increasing the fear of HIV/AIDS.
Another observation of note is that due to the unavailability of streetlights in villages
like Kanye and Moshupa women and children continue to be victims of rapists who take
advantage of the darkness.
Robbery, Assaults and Break-ins
Analyses show that most victims are attacked at night at bus stops and terminals where
there are no streets lights.
Assaults mostly occur at shebeen spots and at times it results in murder.
Cases of Burglary, house breaking and shop breaking are prevalent in major centres
such as Kanye, Moshupa and Jwaneng. It has come to the Police attention that these
cases are exacerbated by people leaving their residential places unattended for a long
time, shop owners forgetting to switch-on security lights or shop owners employing
elderly people. The Police therefore encourage people to form neighbourhood watch
schemes or engage security companies.
Road Accidents
Causes of road accidents include among others drunken driving, over-speeding and
driving without drivers licence. Statistics show that road accidents have increased from
945 in year 2000 to 971 in 2001 and to 1057 in 2002.
14.3.2 Directorate on Corruption and Economic Crime
The Directorate on Corruption and Economic Crime (DCEC) was established in
September 1994 under the Corruption and Economic Crime Act No. 13 of 1994 to
prevent and investigate suspected cases of corruption and economic crime in Botswana.
DCEC has no offices in Southern District, therefore the district is served by officers
from Gaborone. This has a negative impact as cases are not attended to satisfactorily.
14.3.3 Immigration and Citizenship
The Department of Immigration and Citizenship is part of the Ministry of Labour and
Home Affairs. Its role is to protect society against the entrance, residence and
movement in and out of the country of people with undesirable behaviour, while at the
same time ensuring the smooth passage of genuine travellers. It also offers immigration
related services to the public e.g. passport service and acquisition of Botswana
Citizenship. The Regional offices are in Lobatse and the district offices are currently in
Kanye. Therefore there is need to decentralize the offices to other parts of the district.
The offices planned for DDP 5 at Mabutsane and Moshupa were deferred due to
shortage of funds.
14.3.4 Prisons and Rehabilitation
The Department of Prisons and Rehabilitation falls under the Ministry of Labour and
Home Affairs and is responsible for the safe custody of people detained under the law.
The Department periodically reviews the relevance of Prisons Legislation and where
necessary, makes recommendations for amendments. It further recommends and
monitors the existence of various committees such as Parole Boards, Prison Councils,
Prison Visiting Committees, Prison Advisory Committee as stipulated by the Prisons
151
Act. The district has State Prison in Kanye and Boys Prison under construction at
Moshupa and will be operational during DDP 6.
However, the state prison in Kanye is facing some problems such as congestion, office
accommodation, rehabilitation of old buildings and inadequate housing for staff.
14.3.5 Defence
The Botswana Defence Force (BDF) was formed by an Act of Parliament in 1977 in
response to incursions into Botswana arising from conflicts in neighbouring states.
Since its formation, BDF has played a significant role in security operations, and antipoaching activities. The Botswana Defence Force has a base in Pitsane that occasionally
undertakes patrols along the South African border and mounts roadblocks to prevent
entry of weapons.
14.4 LAW, JUSTICE AND SECURITY GOALS AND OBJECTIVES
14.4.1 Immigration and Citizenship
Goal 1
To reduce all forms of unlawful entry into the country by mounting regular cleanup
operations in the district.
Objectives

To undertake regular clean up operations every six months.
Goal 2
To continue to keep consumers informed by dissemination of pertinent information to
customers through kgotla meetings, seminars and other forums. Necessary activities will
cover the whole district to ensure even distribution of information.
Objectives

To conduct public awareness campaigns on the functions of the department
through kgotla meetings.
14.4.2 Botswana Police Services
Goal 1
To maintain a conducive environment by improving living conditions for police
officers.
Objective

To provide 47 police houses in Kanye, and 26 in Phitsane/Molopo
Goal 2
To provide quality service to the people of Botswana which provides for their needs and
focuses on the reduction of crime and making communities safer.
Objective





To reduce the number of deaths on our roads by 5% from 57 to 54 by 31 st
December 2003.
To reduce the number of preventable crime by 10% fro 3959 to 3563 by 31st
December 2003.
To increase the Police detection rate by 8% by December 2003.
To enhance the effectiveness of intelligence and information gathering
To continuously and timorously give feedback to the people
152
Goal 3
To increase public style of policing which entails both consultation and partnership with
the community
Objectives


To develop the existing Crime Prevention Committees into effective
consultative policing
To develop local partnerships with a range of agencies to tackle problems.
14.4.3 Administration of Justice
Goal
To enhance access to legal assistance for the communities and individuals during the
DDP6 plan period.
Objective

To develop magistrate court in Kanye.
14.4.4 Prisons and Rehabilitation
Goal
To continue to provide safe custody and rehabilitation to all prisoners.
Objective


To provide women’s wing in Moshupa Prison.
Improvements to Kanye prison
14.5 FRAMEWORK FOR STRATEGIC ENVIRONMENTAL ASSESSMENT
GOALS AND OBJECTIVES.
WITH
SECTOR
Evaluation of Environmental Key Issues.
Goal
Objectives
Environmental Key Issues
To provide a conducive
working environment
for
police officers.
To provide 47 police houses in
Kanye
and
26
in
Phitsane/Molopo
Land degradation as a result of
cutting down of trees and extraction
of building materials.
To enhance access to legal
assistance.
To develop magistrate court in
Kanye
Land degradation due to extraction of
building
material
from
the
environment.
To continue to provide safe
custody and rehabilitation to all
prisoners.
To provide women’s wing in
Moshupa Prison.
Land degradation as a result of
cutting down of trees and extraction
of building materials.
To reduce all forms of unlawful
entry into the country by
mounting regular clean-up
operations
To undertake regular clean-up
operations every six months
Littering
153
14.6 PROPOSED PROJECTS
Projects
Impacts
Mitigation measures
Police housing
Cutting down of trees
Interference with river flow due
to extraction of river sand
Avoid cutting down all the
trees
Extraction of river sand be
monitored/regulated
Construction of a women’s
wing
Cutting down of trees
Interference with river flow due
to extraction of river sand
Avoid cutting down all the
trees
Extraction of river sand be
monitored/regulated
Construction of a magistrate
court
Cutting down of trees
Interference with river flow due
to extraction of river sand
Avoid cutting down all the
trees
Extraction of river sand be
monitored/regulated
Improvements
houses
existing
Interference with river flow due
to extraction of river sand
Extraction of river sand be
monitored/regulated
to
police
Interference with river flow due
to extraction of river sand
Extraction of river sand be
monitored/regulated
-
-
to
Improvements
Phitshane/Molopo
station
Extension
trucking
of
VHF
radio
Improvements to state prison in
Kanye
14.7 RESOURCE REQUIREMENTS
14.7.1 Issues and Strengths for Law, Justice and Security
Summary of Strengths


Decentralization
Teamwork and co-operation
Summary of weaknesses




Limited financial and human resources
Responsibilities not well defined
Forging of documents
Inadequate transport
Summary of opportunities





Decentralization
Regional integration in matters such as those of immigration.
Changes in legislation
Political and socio-economic stability
Computerization
Summary of Threats


Increased crime and influx of illegal immigrants
Impacts of HIV/AIDS
154


Lack of project implementation capacity
Brain drain
Table 14.1 Resource Requirements and Performance Targets
Project
Location
Implementation schedule
Budget
Police Housing
Kanye
2003/2004
16,000,000
Phitsane/Molopo
2003/2004
9,613,000
Moshupa
prison
women’s wing
Moshupa
Improvement
existing houses
Kanye
2003/2004
3,500,000
Phitshane/Molopo
2003/2004
600,000
9,090,000
to
14,518,619
Extension of VHF
radio trucking
Construction
magistrate court
of
Kanye
Improvement
Police station
to
Phitshane/Molopo
2003/2004
Improvements
state prison
to
Kanye
2003/2004
14.7.2 Plan Monitoring Program
The plan-monitoring program should ensure that projects are implemented according to
plan and that plan deviations are analyzed and either remedy measures are taken or plan
objectives revised. Respective departments will be responsible for implementing their
projects and monitoring progress throughout the plan period. Project Reviews will be
used as implements for monitoring progress. Sub-DDC Committees shall sit regularly to
review progress prior to reporting to DDC whose mandate shall be to analyze progress
at district level. Furthermore, quarterly progress reports will be prepared to depict both
physical and financial status of progress, and be sent to the Ministry of Local
Government. The Mid-Term Review will be undertaken halfway through the plan
period.
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CHAPTER FIFTEEN
15 CONTINGENCY PLANNING
15.1 INTRODUCTION
Botswana is prone to a number of disasters, drought and veld fires being the most
common. Other disasters that occur are transport and industrial accidents, chemical
spills, animal diseases, etc. It is therefore imperative that some contingency plans need
to be in place so as to respond to any disaster that may occur.
15.1.1 The Institutional Framework
15.1.1.1
National Level
President
The President of the Republic of Botswana has the overall responsibility for ensuring
the security, safety, social and economic well being of the citizens of the country. In this
responsibility the Cabinet assists the President. Under the Disaster Management Act the
President has the power to declare a state of disaster according to the provisions of the
Act.
Cabinet
Cabinet has to define national policy on disaster management and ministerial and
departmental responsibilities. They also call for disaster mitigation, risk and
vulnerability reduction strategies and programmes to be integrated into the development
planning process.
National Council on Disaster Management (NCDM)
The National Council on Disaster Management is the principal policy formulating and
coordinating body. The council prepares and recommends the national disaster
management plan and approves the budget for disaster management. The Permanent
Secretary to the President who is the overall head of the disaster management system
chairs the Council. Membership pf the council consists of Permanent Secretaries of key
ministries, Commander of BDF, commissioner of Botswana Police Service, Directors of
Botswana Red Cross Society and Botswana Council of Non-Governmental
Organisations, representative from the Botswana Chamber of Commerce to represent
the Private Sector and the UNDP Resident Representative as an ex-Officio member.
National Disaster Management Office (NDMO)
The National Disaster Management Office within the Office of the President is the
centre of disaster management activities. The office is responsible for the management
and administration of disaster activities and actions. The major responsibility of the
office is to ensure a high state of disaster preparedness and capacity at national, district
and community levels to ensure effective, appropriate and timely response to any
disaster that may strike. It oversees the activities of responsible sectors to ensure that
mitigation programmes are integrated into the national development plan.
Disaster Management Technical Committee (DMTC)
The DMTC is multi-sectoral advisory body chaired by the Director NDMO. The
committee is composed of representatives from sectoral ministries, the Botswana Red
Cross, the Botswana Defence Force and the Botswana Police Services and a
representative of the UNDP. The committee will have the authority to co-opt any
persons to provide specialized technical input on specific issues. Its main functions are
to advise the Director and the National Council on Disaster Management on all disaster
156
operations issues and activities and to review the national disaster management plan and
recommend any changes or amendments to the NCDM.
15.1.1.2
District Level
District Disaster Management Committee
The district has Disaster Management Committee. The committee is multi-sectoral
composed of heads of central government and Council departments or their designated
representatives. The membership includes also both Botswana and Local Police
Services, members of the Botswana Defence Force, Non-governmental organisations
and representatives of the Private Sector. Its main functions are to provide an overview
of disaster management programmes and priorities for the district and to act as a twoway channel of information to the NCDM on national disaster management objectives
and community needs and priorities.
15.1.2 Strategic Plans for Respective Ministries
The water sector in the Ministry of Minerals, Energy and Water Affairs has the primary
responsibility for the planning, investigation, assessment, development, management
and protection of both the underground and surface water resources. Southern district is
highly dependent upon underground water resource and as a result, during drought
years, the situation worsens leading to drying up of some boreholes. During the plan
period it will be ensured that the problem of water scarcity and water harvesting is
solved even in times of drought.
Local Government strategic plan has been developed to assist its leadership establish the
direction the ministry should take and guide its members to envision its future and
develop the necessary procedures and operations to achieve the preferred future of
excellence and continuous improvement. It also seeks to improve community quality of
life of Batswana by coordinating and providing basic infrastructure. In terms of disaster
management in the district, this will be achieved by timely implementation of projects
and activities aimed at reducing the impact from future disasters and vulnerability of the
population. It will also be insured that effective disaster preparedness measures are in
place to cope with disasters and that the emergency response and recovery initiatives are
in place when disaster strikes.
The Ministry of Lands Housing and Environment during DDP6 plan period will foster
environment friendly practice through formulation, review and facilitation of
implementation of relevant environmental policies and legislation. This will assist in
wise management of the environment as the ministry will promote environmental
education through public awareness programmes and will review environmental
policies by the year 2003 in order to promote environmental friendly practices.
The Botswana Police Service will review their major Incident Plan and new
contingency plans will be drawn up to deal with the most likely types of incidents they
are called to respond to. The Police Service in the district intends to hold multi-agency
training courses for various organisations to ensure their readiness to work with other
agencies.
15.1.3 The role of the private sector
The Private Sector as a partner with government will be expected to play an active part
in the management as members of the DDMC. They will be expected to assist in
providing relief measures in times of disaster. As such there is need to increase
collaboration with the private sector, in this regard awareness creation will remain an
important tool in reaching the private sector during DDP 6.
157
15.2 NATIONAL POLICIES AND LEGISLATION
15.2.1 National Policy on Disaster Management
This policy emphasises the need to have a comprehensive district disaster management
plan. It also indicates that all agencies, government, NGOs have to develop their own
detailed internal disaster management plan. The areas for high risk of disaster need to
be mapped and vulnerable populations within such areas so as to have an effective
database. The district has already in place the District Disaster Committee, and during
the plan period, emphasis would be on having a district database on areas with high risk
of disaster and the available resources in the district that can be used in times of
disaster.
15.2.2 National Disaster Management Plan
The National Disaster Management Plan is still in draft form, but is calls for districts to
have a Disaster Management Officer appointed by the Director. This move will enable
the district to have a coordinated Disaster Plans and implementation of these plans will
be done, as there will an officer in place to the monitoring. This will also help in
monitoring of disaster activities in the district and reduce the duplication of duties.
15.2.3 Vision 2016
The vision calls for a safe and secure nation. Although the district does not receive high
amounts of rainfall, especially in the western part, the district is susceptible to the
outbreak of floods (as was experienced in 2000/2001 rainy season) and drought is
recurrent. Veld fires are also common in the district. It is the mandate of the district
through the District Disaster Preparedness Committee and the Village Disaster
Preparedness committees to make the public aware of disasters that might occur in the
district and to make them to be on the alert always.
15.3 CONTINGENCY PLANS
Contingency Planning Goals and Objectives are:






To provide structures for coordination and management of disaster
management resources and activities at community, district, national and
regional levels.
To provide structures and actions for dealing with disaster emergency.
To provide functional responsibilities and the requirements for the various
elements of disaster management, namely preparedness, recovery and
rehabilitation.
To outline a framework for incorporating disaster mitigation activities into
development planning.
To provide a framework for training and capacity building as disaster
management support services.
To provide the framework for disaster management early warning and
information system.
15.3.1 Drought Relief Management System
As the Southern District comprises three sub-districts, the spatial management of the
programme followed the same pattern. In this regard, all the sub-districts have Drought
Relief Offices manned by a Drought Coordinator and a Technical Officer. These
officers are lead agents in managing the programme, particularly with regard to the
labour-relief aspect. Their immediate supervision falls under the Assistant Council
Secretaries, Council Secretary and ultimately the District Drought Relief Committee.
To strengthen this mechanism, the Southern district has initiated the formation of
drought committees at sub-district level, with similar membership found at district level.
158
Presently, Good Hope and Mabutsane sub-districts are the only ones with operational
committees. Kanye/Moshupa will follow during DDP6 once the Sub-District has been
established
Other personnel involved in the management of the programme are as follows:







District Health and Nutrition Officer has the responsibility, through field staff,
of implementing selection and efficient rationing to beneficiaries of direct and
supplementary feeding schemes.
Food Relief Depot Manager coordinates supply, storage, transportation, and
delivery of food supplies to distribution points.
The Regional Agricultural Officer, through field staff, promotes, implements
and monitors agricultural assistance schemes.
Senior Council Water Engineer coordinates operations and maintenance of
village water supplies. Water bowsing is a major aspect of this responsibility.
The Chief Community Development Officer (CCDO), again through field
staff, assists VDCs in identification and implementation of appropriate
development projects to be undertaken through relief programmes.
Perhaps even more important, the CCDO's office, through the Senior Social
Welfare Officer, identifies drought-induced destitute and implements,
coordinates/manages, and monitors relief targeted at this category of
beneficiaries.
The Remote Area Development Officer coordinates relief efforts to remote
area dwellers.
The Council Treasurer ensures efficient accounting of drought relief funds
allocated to the Council through the Ministry of Local Government.
As mentioned earlier, other relief efforts are implemented and managed through some
central government departments. Funds allocated to these are accounted for by their line
ministries, though regular reporting is made to the drought committee at district level.
With regard to logistics, problems relating to storage and transport inadequacy
continued to constrain effective and efficient management of the programme. It is,
therefore, important that during DDP 6 or the next drought cycle, these issues are
addressed adequately. This should take the form of close monitoring of vehicles being
assigned particular tasks to ensure that, for example a truck sent to deliver materials at a
particular village does not do the job in more hours than it can be justified.
Further, apart from the need to purchase additional vehicles, transport resources will
have to be pooled from various departments rather than perceive drought
implementation a Council's responsibility alone.
Sufficient storage facilities need to be provided to facilitate immediate response and
delivery of materials where they are needed. This should help improve on management,
costs and time saving on programme delivery.
15.3.2 Disaster Relief Plans
The district has a Disaster Preparedness Committee, which has the responsibility to
coordinate disaster response efforts such as acquisition and distribution of tents, food
etc. to those affected. This committee operates under the umbrella of the DDC, and in
theory must report regularly to the latter and ultimately to the National Disaster
Committee.
Major disasters experienced in the district, like in other parts of the country, are veld
fires.
159
15.3.3 Drought Relief Sector Priorities
The drought relief programme is implemented by various sectors in the district such as
council for labour-based programme, agriculture for agricultural programmes and
District Administration for food distribution to the vulnerable groups.
Council – Labour Based Programme



In the drought programme the issue of productivity does not exist. Most of the
works are done at snail pace as a deliberate act to increase the number of days
worked. The number of days set for completion of the project has to be
adhered to and close supervision of labourers will be done in order to reduce
cost over runs in drought projects.
Maintenance of drought projects is usually left to the VDCs for maintenance,
but VDCs do not have capacity. During DDP 6, all projects that have been
completed will be handed over to council for maintenance.
There is always delay in material delivery to projects sites due to transport
problems. During the plan, the supply of materials will be done by private
hire, especially during mobilisation, so as not overstretch the drought relief
vehicle fleet.
Crop Production and Forestry
The department is charged with promoting, implementing and monitoring agricultural
assistance schemes and maintenance of firebreaks in the district. During the plan
period, the department will: 

Perform public awareness on various assistance packages that the department
has for the farmers.
Educate the public on the importance of reporting and participating in
suppressing bush fires.
District Administration
The department is charged with the coordination of supply, storage, transportation, and
delivery of food supplies to distribution points. During DDP6 the department will:


Regular and timely distribution of the food commodities to the intended
beneficiaries.
Address the transport problem so as not to inconvenience the beneficiaries.
Council Health
Council health has the responsibility of, through the field staff, implementing selection
and efficient rationing to beneficiaries of direct and supplementary feeding scheme.
The priorities of the sector will be to:



Conduct regular analysis of nutrition data from health facilities for action.
Sensitise the communities on malnutrition so as to reduce the malnutrition rate
from the current 12.9% to a figure less than 10%
Educate the community on the importance of preparing the supplementary
feeding foods to the intended beneficiaries.
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15.4 FRAMEWORK FOR STRATEGIC ENVIRONMENTAL ASSESSMENT
Sector Goal
Sector Objective
Environmental Issues
To prevent famine in the
district
To provide a source of income for
the marginalized groups during the
drought period by engaging them in
drought projects.
Cutting down of trees during
the implementation of drought
projects such as roads and drift
fences.
To assist extension departments is
speedy implementation of projects.
Excessive extraction of sand
and gravel during construction
of drought projects.
To deliver food commodities to the
vulnerable groups on time.
Harvesting of fuel wood to
cook the food delivered.
Educate the public on the negative
impacts of veld fires
Littering
To promote environmental
conservation
15.5 PERFORMANCE INDICATORS FOR DDP6
During DDP 6, the district intends to undertake the following activities:
Table 15.1 Performance Indicators for DDP6
Proposed Projects
Resources Needed
Performance Indicators
Decentralise the Disaster committee to subdistricts.
Manpower
Quarterly meetings held by the sub
committee.
Quarterly reports of the
committee to main committee
Involve community institutions such as VDCs
and village leaders in mobilising resources for
disaster efforts.
Transport
Manpower
sub
One (1) Kgotla meeting addressed
per annum.
Formation of community forum on
responding to and managing disaster
situations
Maintaining the firebreaks to avoid excessive
damage during fire outbreak in the district.
Manpower
Funds
Machinery
Fire breaks maintained twice a year
Public awareness on the importance or
reporting fire out breaks and voluntary
participation in putting out the fires.
Transport
Manpower
Prompt reporting of veld fires.
Disaster committee to enforce its efforts to seek
contributions in kind or cash from the public at
large.
Transport
Manpower
Take stock of all existing resources that can be
used during times of disaster and make sure that
are always ready should disaster strike.
Transport
Manpower
Data base in place and is reviewed
every year.
Identify and map all areas in the district that are
of high risk to disaster and all the vulnerable
people
Transport
Manpower
Data base in place and is reviewed
every year.
Voluntarism in putting out fire
Contributions collected
People benefiting from contributions
made.
15.6 RESOURCE REQUIREMENTS AND PLAN MONITORING FOR DDP6
Resources required for implementation of the disaster management contingency plan
will be sourced from already existing resources held in different departments and
organisations, and in so doing unnecessary expenditure will be avoided. Financial
support needed for this plan period will be limited to facilitating education and training
161
for all stakeholders involved in disaster management. Monitoring of the disaster
activities will be done through the District Disaster Committee meetings, which would
be held quarterly.
162
CHAPTER 16
16 LOCAL GOVERNMENT
16.1 INTRODUCTION
16.1.1 The Institutional Framework
Local Government as a decentralised arm of Government at district, sub-district and
community level plays a crucial role in the development process by being responsible
for the provision and management of basic infrastructure and services to the
communities. Local Government is composed of four Local Authorities namely District
and City/Town Councils, Tribal Administration, Tribal Land Boards, and District
Administration. The overall responsibility of ensuring efficient operation of local
government lies with the Ministry of Local Government, which is the parent ministry
for all the four local authorities. The responsibilities of local authorities cut across
various sectors of government. The Department of District Administration has the
primary responsibility of effective coordination of central government departments at
district level. Its role is that of overall development coordinator in the district to ensure
effective coordination of government programmes. The district council is responsible
for provision of basic physical and social infrastructure such as primary school
facilities, primary health care facilities, public health and sanitation service, water, roads
and various social welfare services. In addition, council also promote rural housing
through administering the Self Help Hosing Agency (SHHA), which was recently
introduced in district councils. Tribal Administration is composed of chiefs, sub chiefs,
headmen, administrative staff, and local police. It is responsible for administration of
justice under the system of customary law and also plays an important role in supporting
development initiatives at community level. Tribal land boards on the other hand are
responsible for allocation of tribal land for residential, commercial, industrial, arable
and grazing use.
At district level Local Government is further decentralised by dividing Southern District
into three areas viz; Kanye as the district head quarters, Good Hope Sub-District with
headquarters in Good Hope, Mabutsane Sub-District with headquarters in Mabutsane.
The four Local Authorities are represented at sub-district and community level through
extension staff (teachers, health staff, social &community development staff, tribal
administration staff). However the other two arms of local government being tribal
administration and Tribal Land Boards are based at the two tribal territories of the
Southern District namely Ngwaketse and Rolong. Ngwaketse tribal territory has its
headquarters in Kanye and Rolong tribal territory has its headquarters in Good Hope.
The programmes and projects of local government have been designed to further the
ideals of Vision 2016, which among other things call for a prosperous, productive and
innovative Botswana. Efforts have been made to align the plan with overall national
policies such as National Policy for Rural Development and strategic plans for all
relevant ministries
16.1.2 Strategic Plans for Respective Ministries
In order for Local Authorities, to achieve their desired deliverables, their strategies must
be aligned to the strategic plans for different ministries such as Ministry of Local
Government, Ministry of Home Affairs, Ministry of Mineral Resources, Energy, and
Water Affairs, and Ministry of Lands, Housing and Environment, and Ministry of
Education. The strategic plans for some of these ministries are discussed as hereunder;
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16.1.2.1
Ministry of Local Government Strategic Plan
The mandate of the ministry of local government is to provide basic physical and social
infrastructure, such as water provision, primary school and clinics construction, to the
community. The other core business as stipulated in the ministry strategic plan is that of
ensuring efficient operation of local authorities through policy direction, capacity
building, and supervision. In order to achieve its core objectives the ministry has set
itself key result areas in relation to local authorities as thus;





Customer satisfaction
Social Protection
Physical and social Infrastructure Provision
Policy implementation effectiveness
Productivity and organizational effectiveness
These key result areas have a direct bearing on the operations of local authorities and
form a major part of their core business. Therefore, realization of these key result areas
is dependent on the commitment of local authorities as an extension arm of local
government. Local authorities in the Southern District will therefore ensure that the
overall key result areas of the ministry are attained through the following goals;
Customer Satisfaction


To ensure customer satisfaction through timely delivery of quality service
To ensure continuous improvement in service delivery through continuous
consultation and communication with customers.
Physical and Social Infrastructure Provision




Construction and maintenance of basic infrastructure such as primary schools,
primary health care, and sanitary facilities.
Provide serviced land to facilitate diversification of the district economy
Construct 1 storage and distribution facilities
To construct 13 customary courts and upgrade 2 old offices
Social Protection Provision



Improve procurement and delivery of food to vulnerable youths such as youth
Provide social safety nets to youth, destitute, the elderly and other vulnerable
groups
Continue to provide counselling services
Policy Implementation



Improve local authorities’ project implementation through timely submission
of project memoranda and preparation of tenders.
To ensure education, dissemination of information, and effective consultation
of communities.
Effective plan coordination
Improved quality of life of Communities


To undertake social mobilization and consultation with communities and
provide an enabling environment for enhanced participatory development
To promote sustainable self-reliance amongst the communities through
programmes such as LG 1109 –Community Facilities, Community Based
Natural Resource Management.
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

To improve quality of life of Batswana, by coordinating and providing basic
infrastructure and services.
To reduce the level of crime by adopting community policing.
16.1.2.2
Ministry of Mineral Resources, Energy, and Water Affairs
The core responsibilities of the ministry are provision of sufficient and portable water to
the major villages, supply and utilization of renewable energy resources, conservation
and protection of the environment. The Ministry will undertake various water
development projects and electrification of villages in the district in an endeavour to
improve the standard of living of Batswana. Some of the responsibilities, such as
provision of water and are shared with local authorities, in particular district councils.
To this end, Southern District will undertake the following to ensure that the
responsibility of providing adequate and safe water is met;



The Southern District Council, will undertake various water development
projects during the plan to ensure that consumers get sufficient and safe water.
Provide sewerage facilities during the plan period in Good Hope, and Moshupa
Increase the private water connections in all the villages in the southern district
during the DDP6.
16.1.2.3
Ministry of Lands, Housing and Environment
The primary responsibilities of the ministry is managing land and related functions,
facilitation of national housing development programmes and promoting environmental
management through out the country. Its key performance areas, with respect to local
government are, availability and equitable distribution of land, housing delivery and
home ownership facilitated, and environmental friendly conscious nation. The ministry,
through council and land board, will achieve these key result areas through the
following strategic objectives;



To secure/acquire land for distribution to eligible customers
To facilitate equitable distribution of land through appropriate policies and
legislation
To facilitate home ownership by providing SHHA loans to eligible citizens.
16.1.2.4
Ministry of Health
The Departments of Primary Health Care in the ministry of Health is responsible for
integration of Preventive, Promotive, Rehabilitative, and appropriate Curative Health
Care through the participation and involvement of community groups at all levels of the
health delivery system. The Primary Health Care delivery system in Botswana is
managed with a two-tier system viz; Hospital services which are run by the Ministry of
Health, and the clinics system, which is a responsibility of District/Town councils. The
key result area of the ministry with respect to primary health care is improved health
status of the nation. This will be achieved in collaboration with other stakeholders
such as councils as stated below;


To improve the life expectancy of Batswana through implementation of the
Primary Health Care Strategy. In particular the district will;
o Intensify health education as a preventative measure.
o Improve service delivery
o Construct health facilities in various villages of the country
To provide quality health services to Batswana in order to improve their health
status. This will be achieved through reduction in the occurrence of
preventable diseases. To this end, the district will construct various sanitary
facilities in selected parts of the district.
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16.1.3 Role of the Private Sector
The role of the private sector in relation to local authorities will continue to be of
paramount importance. Its role can be defined as supplier of goods and services, which
are not produced by the public sector. In addition, the private sector implements
projects, mainly construction projects, under the supervision of district council.
Furthermore, the private sector is expected to take over some of the services currently
provided by council through the privatisation initiatives implemented by various
government departments. The hiving off of activities is expected to improve efficiency
in service delivery. The Southern District Council has already started hiving off some
activities such as servicing of vehicles and refuse collection. This process will continue
during the plan, as more activities will be given to the private sector. Therefore, the role
of the private sector in the southern district is seen as that of a partner in development.
16.1.4 Local Government Consultation Priorities
The following main issues/priorities arose from community consultations:










Provision of extension services to the villages. There was a general request for
further provision of extension services, in particular Adult Education,
Agricultural Demonstrators, Social Workers and Nurses to the local
communities.
Slow implementation of planned development projects. There was a general
concern that projects in the last development plan were implemented at a very
slow pace and some projects were deferred and no feedback was given to the
concerned communities.
The community representatives called for continuous education to improve the
information dissemination/communication between VDCs and extension staff
and enhance better co-ordination of activities.
Maintenance of the available infrastructure; It was observed that the state of
some of the public infrastructure such as buildings, and roads left a lot to be
desired as some are dilapidated.
General shortage of office and residential accommodation for extension
officers especially of the department of Tribal Administration.
Officers in the extension areas should be provided with the same houses of the
same standard as those in major villages (i.e. with electricity and all the other
amenities like tiled floors)
Poverty - In some settlements almost all the residents are living far below the
poverty datum line and it was suggested that Council should consider assisting
such settlements through the Remote Area Development Programme (RADP)
i.e. declare them RADs settlements.
Low productivity in the Public Service.
General shortage of facilities and services such as roads, primary school
facilities, health facilities, water supply and village infrastructure.
Inadequate funding to undertake projects.
16.2 NATIONAL POLICIES AND LEGISLATION
16.2.1 District Administration
The District Commissioner has legal powers to perform various functions as stipulated
in the laws of Botswana. These judicial powers are in terms of the Magistrate Courts
Act Section 8(3) and if she/he has been appointed by the president on the advise of the
Judicial Service Commission. The District Commissioner then becomes a Judicial
Officer or a magistrate and performs various duties performed by the Magistrate Grade I
and II. Some of these legal duties are in terms of the Inquests CAP 07:01,
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Authentication of Documents CAP14:02, Prisons CAP 21:03, Local Police CAP21:04,
Adoption of Children CAP28:01, Children’s Act CAP28:04, Deserted Wives and
Children Protection CAP28:03, and Marriage ACT CAP29:01. These additional
responsibilities require training in law to enable District Commissioners to carry out
their duties effectively. Some of these responsibilities also require specialised
manpower like Marriage Counsellors in the case of Marriage Act CAP29:01. There is
therefore need to provide the department with necessary resources to enable them to
carry out their duties more effectively and efficiently.
16.2.2 District Councils Act
The District Councils and Town Councils were established by an act of parliament with
the responsibility to provide various infrastructure facilities and services to Batswana as
elaborated in section 16.3.1 below.
Although district councils, in particular Southern District Council, continue to provide
basic services they are faced with a lot of constraints. The increase in the number of
small settlements makes it difficult for council to provide facilities and services
effectively. This over stretches the scarce financial and human resources rendering
service delivery not cost effective. The other problem relates to limited funding to
carryout development projects. Southern District Council, like other councils in the
country, is wholly dependent on government for funding and does not generate its own
revenue.
16.2.3 Tribal Land Act
Under the Tribal Land Act, land boards are tasked with the responsibility of granting of
rights to use land, for residential, commercial, industrial, arable and grazing use, and
monitoring land use and settling land conflicts in accordance with the existing laws and
plans. However, there is a conflict with other policies such as the National Settlement
Policy and the Remote Area Development Programme. The National Settlement Policy
allows villages with a population of 250 and above to be provided with basic facilities
such as 2 teacher schools and water. This encourages people to settle in such
settlements on a permanent basis and other similar settlements to develop. On the other
hand, according to the Tribal Land Act, land boards do not allocate land for residential
purposes in such areas, which are not recognised villages. According to the National
Settlement Policy, a settlement is only recognised as a village with a population of 500
and above. This result in uncoordinated developments in the areas affected and makes
such settlements difficult to plan for and develop once they are recognised as villages.
16.2.4 Waste Management Act
Under the waste management act councils are tasked with the responsibility of
collection and disposal of household waste within their areas of jurisdiction. This duty
cannot be dealt with adequately without the necessary resources both human, financial,
and machinery. Some of these resources as follows;


Sanitary landfill; the district does not have an engineered sanitary landfill.
There is, however, increased risk of pollution with the current situation where
waste is collected and dumped in dumping sites.
Funding; Lack of sufficient funding for purchase of enough waste receptacles
to be supplied to commercial and industrial areas also makes proper
management of waste difficult.
16.2.5 National Settlement Policy
The National Settlement Policy (NSP) has established a settlement hierarchy for the
country to promote the development of concentrated settlements, which in turn will
facilitate rural development. According to the NSP, services should only be provided to
recognised gazetted villages, which serve as central places. It uses the criteria of
167
population, and importance of settlements for cost effective allocation of resources. It
defines a recognised village as a settlement with a minimum population of 500 people
and 15km away form the periphery of the main parent village. In the Southern District
there are settlements with populations ranging from 105-498, such as Remote Area
Dwellers Settlements, which are provided with basic services such as 2 teacher schools,
health posts, and water. The NSP also allows provision of rudimentary services such as
water and mobile health services to non Remote Area Dwellers Settlements, with
populations of 250 and above. This overstretches the limited resources as it increases
the cost of providing services.
16.2.6 The Revised Destitute Policy
The main aim of the new policy remains that of providing minimum assistance to
genuine destitute persons to ensure their good health and social welfare. Although the
basic goals of the policy remains the same, the policy has now been amended to take
into consideration the significantly changed circumstances in Botswana since 1980.
Under the new policy there is an exit policy, which excludes those individuals who
refuse to participate in those activities that are intended to improve their livelihoods.
Some of the highlight of the new policy is;



Increase of the food ration from P111 to P211.90
Introduction of the cash component for households to meet their non-food
requirements. Under the new policy destitute are given P55.00 in cash to cater
for other necessities.
It also targets people whose incomes are not sufficient to buy enough food to
cover the daily caloric requirements of all members of the household.
The Southern District Council started implementing the policy on the 1st April 2003.
An extensive assessment of beneficiaries was carried out to prepare for implementation
of the policy. Although implementation of the policy has recently started, there are
already some teething problems especially with the payment of the cash component.
Most beneficiaries have not received their payments due to unavailability of pay books,
lack of identity cards, and distance to the paying points especially in cases where
beneficiaries live at cattle posts. In order to ensure smooth implementation of the
policy, the implementing departments have to resolve these problems.
16.3 LOCAL GOVERNMENT
16.3.1 District Council
The Southern District Council, like other district/urban councils in the country, has
delegated powers stipulated by law. It has the power and discretion to allocate
resources within its area of jurisdiction. The power base is local and the decisions
reflect the aspirations of the communities of Southern District. It is accountable to the
Ministry of Local Government through which the development grants are channelled.
The Southern District Council has the following delegated functions;







Provision of primary education facilities
Provision of primary health care facilities
Construction and maintenance of district roads (tertiary and access roads)
Construction and maintenance of village water supplies
Provision of social services and promotion of community development
including remote area development
Provision of public health and sanitation services
Promoting rural housing through administering Self Help Housing Agencies
(SHHA)
168
There are other functions, which may be conferred to district councils, which cover
sanitation services, promotion of rural housing through administering Self Help
Housing Agency (SHHA), Municipal abattoirs, maintenance and control of market
stalls, cemeteries and burial grounds, parks, recreational grounds, and public ground.
Some of these functions are complemented by central government ministries and
parastatals (e.g. education, health, water).
The above responsibilities or functions are exercised by various council departments
namely Education, Health Clinics, Roads, Water & Sewerage, Social & Community
Development, Remote Area Development, Environmental Health, and SHHA. These
departments are providing services direct to the public. There are other Council
Departments or Sections, which are providing general services or centralised services to
the aforementioned departments.
These departments are Secretariat, Treasury,
Architecture and Buildings, and Transport.
There are other added general responsibilities due to the increasing role of district
councils and their impact on national key issues which cut across various sectors and
departments that is poverty reduction, environmental conservation and the fight against
the HIV/AIDS epidemic.
Summary of Key Issues and Constraints
The above discussion indicates that council have been given a lot of additional
responsibilities to perform. It must, however, be noted that these additional
responsibilities have tremendously increased the workload of council as programmes
are often pushed to councils without the corresponding manpower and transport
resources. This has impacted negatively on service delivery. The following is a
summary of constraints faced by council;
Manpower
Council is responsible for implementation of a lot of government programmes and
policies. This has overstretched the available limited manpower. The situation has
been worsened by the introduction of other programmes such as Self Help Housing
Agency, Orphan Care Programme, Home Based Care, and Drought Relief, which did
not come with manpower and other resources. Council is further hampered by the high
staff turnover to central government and private sector. Furthermore, the Southern
District Council is constrained by shortage of skilled manpower such engineers,
quantity surveyors, and Architects for proper implementation, and monitoring of
development projects which more often than not results in poor quality of projects.
Inadequacy of Supporting Infrastructure
Council is also hampered inadequate supporting infrastructure such as offices, staff
accommodation, storage facilities, mechanical workshops, transport, and equipment.
There is urgent need for additional office accommodation in Kanye of 42 offices and 16
offices in Good Hope. The construction of a new RAC in Moshupa, extension of Good
Hope RAC, and Mmathethe Revenue Offices during the DDP6 would go along way in
relieving office accommodation problems in the aforementioned areas.
Regarding staff accommodation, council continues to renovate the existing housing
stock through the Maintenance of Public Facilities Programme (LG 101) in an
endeavour to improve the living conditions of its staff. An Additional 65 houses will be
constructed during the plan period to augment the existing housing stock.
Delays by local contractors to complete projects
This problem of poor performing contractors is of major concern to Southern District
Council. As a result, a number of projects especially under LG1102 – Primary School
Facilities, LG 1115 –District Roads, and LH203 – District Housing have been carried
forward from the DDP5. This has tremendously increased the cost of implementing
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projects in this district. Concerted efforts, aimed at detecting and dealing with
unscrupulous contractors, will continue to be pursued during the DDP6.
Delays in release of approved funding
The delay in release of funding has adversely affected implementation of projects
during the past plan.
Limited funding for implementation of projects
This has been a major concern during the past plan resulting in only a limited number of
projects implemented as the ceilings did not take into account cost increases that are
beyond the control of council.
16.3.1.1
Sanitation and Waste Management
Sanitation and Waste management in the Southern District is the responsibility of
council, which is executed through the department of Environmental Health. The
department provides the following services: Refuse and liquid waste disposal, pest
control, water and food quality monitoring, scrutinizing of building plans and assistance
in latrine provision through the National Rural Sanitation Programme.
Collection fees for refuse collection are currently only paid by Government employees.
A policy is under preparation to authorize collection of fees from other clients.
The district has no proper waste disposal sites, no comprehensive medical waste
collection system and no sewerage system. However, the design stage of the Kanye
landfill site, which will cater for 17 villages in the Kanye/Moshupa area, is complete.
Some of the waste is disposed at Lobatse and Jwaneng landfill sites. In an endeavour to
improve health, the department will provide medical waste collection shed.
Table 16.1 Existing waste disposal facilities, vehicles and plant equipment in 2002
Facility
Waste
disposal
facilities
Kanye/Moshupa
Goodhope
Mabutsane
Total
Land fill site
Medium dumping site
2: Kanye, Moshupa
Small dumping site
2: M/wabojang,
4: Goodhope, Digawana,
Manyana
Phitshane/M,Mabule
Very small dumping site
2
3: Mabutsane,
9
Khakhea,Sekoma
3: Borobadilepe,
3
Mokgomane,
Tshidilamolomo
Incinerators
3: Moshupa,
2: Digawana,Mmathethe
Manyana
2: Khakhea,
7
Mabutsane
Maokane
Disposal site for liquid waste
1: Kanye
2: Mabutsane,
3
Khakhea
Sewer ponds
3: Kanye,Moshupa
3
Source: Environmental Health Department – Southern District Council
Environmental Health Key Issues
The following have been identified as key issues in the sector and have to be addresses
during the DDP6:


Waste disposal equipment; Shortage of waste collection vehicles to
adequately cover the whole district, including specialised vehicles for
transporting medical waste and builders’ rubble. The southern district council,
has planned to purchase clinical waste vehicles during this plan period in order
to address the problem.
Waste disposal facilities; Lack of properly designed facilities to dispose liquid
waste, which is currently being disposed of in a borrow pit seriously poses a
170



threat to groundwater aquifers contamination. The situation is expected to be
improved by the planned sanitary landfill in Kanye and Good Hope. The
council will also construct improved dumping sites in other parts of the district
in order to improve the overall sanitary situation in the district.
Sanitary facilities; With regard to the latrine construction program,
beneficiaries take time to register and prepare the pits and some beneficiaries
also take a very long time to build the superstructures. Other delays in the
latrine construction program are anticipated because the new dry compost
latrine is currently under pilot.
Manpower; Shortage of manpower to supervise sanitation activities at
community level. As a solution to the problem, the district has started to
privatize refuse collection.
Abattoir facilities; Due to lack of facilities such as abattoir, and
slaughterhouses, no proper meat inspection is done, therefore the community
remains at a greater risk of consuming infected meat and contracting zoonotic
diseases. During the DDP6 2 abattoirs will be constructed in Kanye and Good
Hope, which will go along way in improving proper meat inspection.
16.3.1.2
Social and Community Development
The department of Social and Community Development in the Southern District
Council is responsible for social and community development in the district. The main
responsibilities of the department are social welfare and community development. The
department comprise of the following sections; General Administration, social welfare,
Home Economics, Orphan Care, and Community Home Based Care. It operates
through a network of extension offices, which are located in the following villages;



Kanye/Moshupa Area: Molapowabojang, Lotlhakane East, Ntlhantlhe,
Ranaka, Moshupa, Lotlhakane West, Moshaneng, Pitseng, Maokane
Goodhope Sub District: Mmathethe, Digawana, Pitsane, Ramatlabama,
Metlojane, Mokgomane, Hebron, Phitshane/Molopo, Tshidilamolomo
Mabutsane Sub District: Sekoma, Keng, Khakhea, Morwamosu
Social Welfare
Social welfare services in the Southern district are a responsibility of the department of
Social and Community Development in the Southern District Council. The services
provided at district level encompass a wide range of responsibilities such as child
welfare and right, juvenile and after care services, orphan care services, destitution
programme, elderly programme, community home based care programme, casework,
and home economics. The main objective of social welfare services is to assist
disadvantaged individuals, groups, and communities with resources with a view to
improving their quality of life. During the DDP5, the section has dealt with a number of
social problems and issues as shown in the table 16.2 and 3 below.
Table 16.2 Social Problems in Southern District
Social Problem
Main Causes
Spatial Distribution
Destitution
Poverty
In all villages
Juvenile
delinquency
Peer pressure, socio-economic status of their
families, drug and alcohol influence, effects of
martial conflicts, inability to cope with
developmental transition
Concentration is in bigger
villages and those villages,
which are nearer to towns,
e.g. Kanye, Moshupa, Sese,
Digawana, and Goodhope
Marital problems
Multiple partners, drug and alcohol influence,
mismanagement of funds, inability to accept the
HIV/AIDS status and opportunistic diseases if one
Concentration is in bigger
villages,
e.g.
Kanye,
Moshupa
171
Social Problem
Main Causes
partner is affected, children born out of wedlock
Spatial Distribution
Repatriation
Migration due to employment opportunities,
cohabitation, terminal and chronic diseases
Mostly in bigger villages and
areas nearer to towns
Affiliation
Cohabitation, negligence of children by men,
multiple partners, men betray women and leave them
with many children
In all villages
Adoption
Children born out of wedlock, orphaned children,
neglected, abused and dumped children
Mostly in bigger villages
Home based care
HIV/AIDS and opportunistic diseases, chronic
diseases e.g. cancer, mental illness, hypertension,
epileptic
In all villages
Needy students
Negligence of children by their parents, children
from poverty stricken families
In all villages
Children in need of
care
Neglected, abused and dumped children, children
from poverty stricken families
In all villages
Disaster
Heavy rains, storms, fire
In all villages
Suicidal
Love affairs, financial constraints, inability to accept
the HIV/AIDS status and opportunistic diseases,
marital disputes
In all villages
Source: Department of Social and Community Development – Southern District Council
Table 16.3
Growth in number of cases
Category
2000(Dec)
2001(July)
2002
(Febr)
2002
(Nov)
Destitute
1152
1783
2007
2209
1020
1241
1326
Needy students
Orphans
1939
2838
3239
3746
CHBC
401
780
847
1202
Source: Department of Social and Development – Southern District Council
The above table show a general increase in the number of destitute, orphans and CHBC
cases. The growth is attributable to among other things, the impact of the HIV/AIDS
scourge, and poverty, increasing social conflicts as a consequence of developmental
transition, and further decentralisation of social services.
Community Development
In addition to the social welfare programme, the department also deals with community
development. The main aim of community development is to enhance local
institutional building and leadership and promote community participation through selfhelp activities and community projects (funded under LG 1109). The department
therefore works closely with local institutions such as VDC in community development
through its extension workers based at village level. There are currently 88 VDCs and
Ward Development Committees (10 in Kanye and 4 in Moshupa) in operation in the
southern district.
Social and Community Services Key Issues
The following issues were identified as the key issues under the sector;

The continuous increase in the number of social welfare programmes such as
orphan care programme, and Community Home Based Care Programmes
which were decentralized to the district without the necessary manpower and
the supporting infrastructure, in particular transport. There is therefore need to
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



provide the corresponding manpower and other resources for better
implementation and monitoring of these programmes.
Specialised manpower is needed or the existing manpower better trained on
acts, legislation, proclamations, policies and other blue prints like short- term
plans and in handling disaster.
Lack of education on the part of the community regarding the orphan care
program.
Slow implementation of Community Projects (LG 1109; Communities find it
difficult to raise the required contribution of 10% or 25% required under the
Community Projects and Micro Projects Components.
Community development is unintentionally but unavoidably neglected due to
limited manpower and the higher priority given for obvious reasons to the
Social Welfare, Orphan Care and Home Based Care programmes. There is
only one project officer for the whole district, who is also assigned with social
welfare duties.
In order for community projects to be implemented
successfully during the DDP6, the number of project officers has to be
increased.
Lack of recreational facilities in the form of Community Halls, Youth Centres and play
grounds to keep people (especially the youth) occupied so as to reduce the crime rate in
rural areas.
The following key areas were identified from the review and consultations the under the
social and community service sector and should be addressed during the DDP 6 plan
period:



Active involvement of communities, CBOs and NGOs.
Empowerment of Communities/local institutions to identify problems and
provide solutions for themselves
Sufficient resources (manpower, transport); There is need for more capacity
building in the form of increasing social workers to plan, implement and
monitor all the programmes.
16.3.1.3
Remote Area Development
The department of Remote Area Development, within council, is responsible for
implementing the Remote Area Development Programme. There are 6 remote area
settlements in the district namely, Sekhutlane, Thankane, Kutuku, Kanaku, Itholoke,
and Mahotshwane. Sekhutlane is situated in the South West corner of the district while
the rest of the settlements are in the western part of the district. The settlements are a
compost of people from different ethnic origins viz; Bangwaketse, Barolong, Basarwa,
and Balolo. Remote area development is guided by the Remote Area Development
Programme. The primary aim of the policy is to integrate Remote Area Dwellers
(RADs) into the mainstream society by providing access to economic opportunities and
basic public services. Table 16.4 shows RAD settlement and their main characteristics.
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Table 16.4 RAD- settlements and their main characteristics in 2002
RAD settlement
Thankane
Sekhutlane
Population
Distance to next
Existing basic
Existing basic
Assisted economic
1991
2001
village (road km)
infrastructure
services
activities
311
503
30
Water supply
Primary school
Livestock rearing
Sand track
Health post
Water supply
Primary school
Gravel road
Health post
Water supply
Primary school
Gravel road
Health post
Water supply
RAD school
Sand track
Mobile stop
Water supply
Primary school
Sand track
Health post
Water supply
Mobile stop
398
Mahotshwane
251
Kanaku
597
487
149
Itholoke
156
Kutuku
138
283
221
20
38
7
13
15
Livestock rearing
Livestock rearing
Livestock rearing
Livestock rearing
Livestock rearing
Sand track
Source: CSO 1991 & 2001, and Department of Remote Area Development-Southern District Council
Constraints/Issues
The following constraints/problems have been identified:







The sustainability of most of the small-scale industrial projects and the cattle
purchase scheme is questionable, especially due to market problems, poor
business management skills and lack of embarking on feasibility studies before
engaging in the projects. There is a need for close monitoring of the projects
and timely interventions. RADs also abandon their projects when an easier
income source is offered, e.g. implementation of drought relief projects.
Due to the low potential of potable groundwater in the Mabutsane Sub District,
some RAD settlements in this area in the have a problem of water supply for
the successful implementation of agricultural projects with a higher water
demand, i.e. horticulture and poultry.
Encouraging and supporting young RADs children to go to school so as to
achieve the development of skills towards realisation of self-sufficiency and
social security.
Revival of existing industrial projects in the settlements using different
approaches as outlined in the project evaluation report made by Applied
Research Unit of Ministry of Local Government.
Improvement of extension services. The revival of projects will be boasted by
the placement of trained personnel in RAD-settlements.
Conducting workshops aimed at empowering the RADs and sensitizing them
on Government assistance schemes and their rights.
Monitoring of developments of settlements will be observed so that the aims of
the programmes can be met by graduating some of the settlements to the
village level.
16.3.1.4
Infrastructure Provision
Infrastructure provision is a major responsibility of council. The Southern District
Council is tasked with the responsibility of providing infrastructure in the form of
primary school facilities, primary health facilities, maintenance and construction of
district roads, construction and maintenance of water supplies, and other public
facilities. These functions are carried out through the departments of Buildings and
Architecture, Water and Waste Water, and Roads. During the past plan, the council
continued to provide infrastructure throughout the district. These facilities will continue
174
to be provided during this plan period as elaborated in 16.7 of this chapter. However,
the Southern District Council is constrained by limited funding, inadequate skilled
manpower and the ever-increasing number of settlements that need to be provided with
services.
16.3.2 Tribal Land Board
There are two tribal land board authorities in the Southern District namely Rolong Land
Board for Barolong Tribal Land and Ngwaketse Land Board for Ngwaketse tribal land.
Ngwaketse Land Board operates through a network of five subordinate land boards
namely Kanye, Moshupa, Mmathethe, Pitshane-Molopo, and Mabutsane Sub Land
Board. The Rolong Land Board on the other hand, which covers the Barolong tribal
territory and it does not have any subordinate land board operating under it. The land
board is a statutory land authority, and in terms of the act establishing it, it holds the
land within its area of jurisdiction in trust for the citizens of Botswana. The
responsibilities of a land board under the act can be summarised as follows;






The granting of rights to use land
The cancellation of the grant of any rights to use any land
The imposition of restrictions on the use of tribal land
Authorising any change of use of tribal land
Authorising any transfer of tribal land
Hearing and adjudication of tribal disputes/appeals arising from decisions of
subordinate land boards.
16.3.2.1
Ngwaketse Land Board
The Ngwaketse main land board operates with a network of five Sub Land Boards
located at the Kanye, Moshupa, Pitshane Molopo, Mmathethe, and Mabutsane. It has a
total establishment of 74 pensionable staff and 71 industrial employees. The functions
of the Sub Land Boards are;




Hearing, granting or refusal of applications for customary Land Rights
Receiving applications for boreholes and making recommendations to the main
Land Board
Receiving applications for Common Law Grants and making recommendations
to the main Land Board
Dispute resolution on Customary Land Rights matters
Issues/ Constraints



Office Accommodation. Office accommodation for the main Land Board and
Sub Land Boards is adequate except Mabutsane. However, Sub Land Board
Offices and conference hall for Mabutsane and Kanye Sub Land Boards
respectively will be constructed during the first year of this plan.
Staff Housing. Although accommodation is adequate for the Ngwaketse Land
Board, its quality still leaves a lot to be desired. Some of the houses are very
old while some need to be improved, as the houses in question do not have
facilities such as toilets and bathrooms. However, the Land Board does not
have funds to improve and maintain its housing stock. In order for the land
board to deliver high quality services in line with the aspirations of vision
2016, there is need to improve accommodation for staff.
Inadequate Transport. There is also inadequate transport for efficient and
effective delivery of service. All the Subordinate Land Boards operate with
one vehicle. This has resulted in delays in allocation of plots at especially at
175

Subordinate land boards. In order to curb the problem, subordinate land boards
should be provided with an additional vehicle.
Inability to attract skilled staff. Land Boards are also unable to retain and
attract attorneys as a result of low grading. As a result, Land Board is often
compelled to seek advise on both legal and administrative matters which
sometimes comes late.
16.3.2.2
Rolong Land Board.
The Rolong Land Board is located in Good Hope, the Sub District Head quarters. It
does not have any subordinate land boards. It has an establishment of thirty eight (38)
permanent and pensionable staff and thirty four (34) industrial employees. The
following are some of the key issues raised concerning the land board;
Office Accommodation
Rolong Land Board is currently experiencing shortage of office space. The plan was to
construct another block of 8 offices to alleviate the shortage. In addition, there is no
proper storage facility hence storage of supplies and equipments is a problem.
However, due to limited funding, the projects have not been funded. It must, however,
be noted that the warehouse was a DDP5 project and was not implemented then due to
lack of funding.
Land Allocation and Management
The Rolong Land Board has not experienced major setbacks in land allocation and
management except. During the DDP6 the land board intends to expand village layout
plans for Good Hope, Pitsane, and Hebron. In addition, lay out plans for 4 villages of
Papatlo, Madingwane, Metlojane and Dinatshana have been proposed. A layout plan
for Morule’s farm has bean approved and its implementation awaits tribalisation by
parliament in July 2003.
16.3.3 District Administration
The department of District Administration has been in existence since the colonial era
and at one point it was a division within the Ministry of Management commonly known
as Common Services. District Administration, which is headed by the district
Commissioner, has the primary responsibility of ensuring effective representation of
central government in the district. It plays the overall role of development coordinator
in the southern district through coordination, compilation, and implementation of the
district development plans, and annual plans. Apart form the planning responsibilities,
the department, also performs various legal responsibilities as stipulated in the
Botswana Laws. The department has its offices in Kanye, which is the head quarters,
and the two sub districts of Mabutsane and Good Hope. The department is headed by
the District Commissioner while the Sub district offices are headed by District Officers.
Problems/Constraints
Coordination
The main problem of the department at district level is that of coordination. The
problem is with regard to coordination of central government departments who owe
allegiance to their head offices.
Shortage of storage facilities
The department has the problem of storerooms in all its offices in the Southern District.
In order to curb the problem, it is suggested that RAC offices be provided with enough
storage when they are constructed. However, efforts are being made to construct
storerooms through the drought relief programme.
176
Vacancies
The department is also affected by vacancies especially for the post of District Officer
Development (DOD) in Mabutsane Sub District.
This seriously hampers
implementation of government programmes and projects especially at sub district level.
16.3.4 Tribal Administration
There are two tribal administration institutions in the Southern District namely, Rolong
Tribal Administration and Ngwaketse Tribal Administration. The institution operates
through a network of customary courts headed by Sub chiefs and headmen of records
located in all the villages in district. Tribal Administration, which has the Kgotla as its
central organ, is one of the oldest institutions in Botswana society. It was in existence
long before the introduction of the public service, which came into being during the
colonial era. The main responsibility of tribal administration is administration of justice
under the system of customary law; it conducts the network of customary courts, which
handles the majority of criminal and civil cases in Botswana. Apart from the
administration of justice, the department has developmental duties through supporting
development initiatives, particularly at the community level.
16.3.4.1
Ngwaketse Tribal Administration
The Ngwaketse Tribal Administration comprise of 43 customary courts out of which 7
are headed by Senior Chief Representatives, 10 by chief representatives while 36 are
headed by headmen of records.
16.3.4.2
Rolong Tribal Administration
The Rolong Tribal Administration is headed by the paramount chief. It operates
through a network of customary courts which comprise14 customary courts of records
and 19 courts of arbitration. These are headed by headmen of records and arbitration
respectively.
16.3.4.3




Tribal Administration key issues/constraints
Staffing. The department is constrained by inadequate staff especially Court
Clerks and local police officers. All the customary courts in the district have
only one court clerk, which is not adequate considering the workload. The
number of police officers per station is also not enough in view of the
escalating crime especially along the boarder with the Republic of South Africa
Lack of Sufficient Trained manpower. Inadequate trained manpower
hampers service delivery. In an endeavour to address the problem, training has
been stepped up by sending officers for further training at BIAC, IDM and the
University of Botswana. Staff is also encouraged to upgrade their educational
qualification by enrolling in part-time courses.
Transport. The department does not have adequate transport to carry out its
duties effectively. Adequate transport is needed to adequately fight crime
especially cross border crime, and trace defaulters.
Office and Residential Accommodation.
Residential and office
accommodation is also not adequate is impeding placement of officers in some
parts of the district. This increases the workload in the other customary courts
resulting in delays in hearing of cases. However, the problem will be
addressed during the DDP6 through construction of 96 staff houses, and 13
type II customary offices. In addition Good Hope, Mabutsane and Pitsane
customary courts have been planned for extension during this plan period to
alleviate the congestion currently experienced.
177
16.4 LOCAL GOVERNMENT GOALS AND OBJECTIVES
16.4.1 District Council
The goals and objectives of district council are in line with all the pillars of vision 2016
which sets out the long term planning guide for Botswana. The council will continue to
provide infrastructure in the district, in line with the pillars of an educated and informed
nation, and a prosperous, productive and innovative nation, with the aim of creating an
environment where business and entrepreneurial activities can develop. To this end, the
council will address implementation problems, and strengthen monitoring mechanisms.
In pursuing the objective of infrastructure provision, particular attention will be paid to
addressing environmental concerns as these activities have negative impacts on the
environment. The district council, through the department of social and community will
continue to engage in community institutional building, in line with the pillar of
building an open, democratic and accountable nation. Furthermore, social safety nets
will continue to be delivered through various welfare services provided by council in
line with the pillar of a compassionate, safe, and caring nation. All in all, the pillars of
vision 2016 are adequately addressed in the plan.
Goal 1
To improve the quality of pre-primary education by assisting the communities with
adequate infrastructure, and training of teachers during the DDP6.
Objectives


To assist the communities in construction of 2 day care centres in the district
every financial year, train 24 teachers, and conduct 2 seminars per annum.
To provide a conducive learning environment by providing adequate teachers
and supporting staff.
Goal 2
To create a conducive learning environment for a cross-section of pupils in the Southern
District through provision of adequate and accessible primary school facilities and
services during the plan period.
Objectives



To construct 92 classrooms, 218 teachers quarters and 380 toilets in all the 104
primary schools in the district during the plan period.
To modify all facilities in order to improve accessibility by pupils with
disabilities, and construct 3 special units in existing schools in 2004/2005,
2006/2007, and 2007/2008.
To construct 4 new fully fledged schools and 5 two-teacher schools in the
district during the plan period.
Goal 3
To improve the quality of education in the Southern District through provision of
adequate supporting infrastructure during the plan period.
Objectives


To construct 40 administration blocks in large schools, 13 libraries, and 4
science labs through out the plan.
To facilitate the operation, and running of schools through provision of one
truck, 5 mini buses during the plan.
178
Goal 4
To improve the quality of health for residents of Southern District through construction
of basic primary health care facilities, and delivery of quality health care services during
the DDP6.
Objectives



To construct 1 x 24hour clinic, 6 health posts, 7 clinics, 2 maternity wards, and
upgrading 5 health posts to clinics during the plan period.
To facilitate management of patient care, referral and out-reach services and
health programmes by providing 10 ambulances and 12 vehicles during the
plan.
To intensify health education in the Southern District Council as a preventive
measure for combating epidemics such as HIV/AIDS, Malaria, and TB by
conducting 2 seminars quarterly per sub district during the plan period.
Goal 5
To improve the standard of environmental health in the Southern District in order to
avoid the incidence of preventable and communicable diseases through provision of
proper sanitary facilities.
Objectives






To construct 2 regional landfill sites in Kanye and Good Hope by 2003/2004
and 2006/2008 respectively.
To construct 1 new dumping site in Mabutsane, and upgrade 3 existing
dumping sites at Sekhutlane, Thankane, and Lorolwane beginning 2003/2004
up to 2005/2006.
To construct out collection of refuse in 3 villages at the beginning of the plan
period.
To provide appropriate equipment and vehicles for proper disposal and
management of waste.
To ensure safety of food through monthly inspection of shops and other food
outlets.
To construction of 2 abattoirs in Kanye and Good Hope in 2003/2004 and
2006/2007 respectively.
Goal 6
To improve the standard of public health through public education during the plan
period
Objectives


To conduct 1 public health education workshops and seminars annually
To conduct national commemoration on environmental cleanliness annually
Goal 7
To improve the general welfare of individuals, groups, and Southern district through
provision of welfare services during the plan period.
Objectives

To assist the communities in provision of 31 large self-help projects, at least 1
small project per village, and 6 income-generating projects during the plan
period.
179


To assist in community institutional building by conducting at 2 workshops
and 1 leadership course per sub district in a year.
To conduct 1 skills training courses per sub district on a quarterly basis
Goal 8
To promote economic diversification with particular emphasis on creating alternative
sources of livelihood for low income households and marginalized communities
Objectives


To assist the disadvantaged communities in the remote areas of Southern
District with income generating activities during the plan as follows;
o To provide 700 heifers and 27 bulls in 6 settlements
o To provide 1200 goats and 50 rams in 6 settlements
o To assist 2 poultry projects
o To assist 2 horticulture projects
o To assist 2 settlement with drift fences
o To assist 2 settlements with 40 donkeys and 2 ploughs
o To assist all settlements in sustainable use of Sengaparile
To improve the quality of life of RADs through provision of a 2 teacher school
in Kanaku Settlement, construction of 2 small dumping sites, and other sanitary
facilities during the plan.
Goal 9
To improve access to water and wastewater disposal services through provision,
operation, and maintenance of village water supply and sewerage schemes during the
DDP6.
Objectives


To implement and complete all water improvement and reticulation projects
planned in the DDP6 within schedule in order to improve water supply in the
district.
To implement Good Hope sewage and sewerage scheme during 2003/2004.
Goal 10
To provide reliable access to communities and areas of economic potential through
continuous development and maintenance of district roads network during the DDP6.
Objectives



To improve 60 kilometres of roads to bitumen standard by 2006/2007
To upgrade 48 kilometres of earth roads, 190 kilometres of gravel roads and 11
culverts in the district during the plan period.
To improve maintenance of roads during DDP6 through purchase of 3 light
duty vehicles, 2 tipper trucks, 2 motor graders, 1 front-end loader, 1 low bed
transporters, and 1 bull dozer by 2004/2005.
Goal 11
To enhance the investment potential of major villages by providing serviced industrial,
commercial, and residential areas.
Objectives

To upgrade village infrastructure in Moshupa during 2003/2004.
180
Goal 12
To promote and enhance employee motivation by creating a conducive environment
Objective

To construct 83 staff houses during the plan period
16.4.2 Land Boards
Land Boards goals and objectives are derived from Vision 2016, policies in place in
comparison with the existing situation, expressed in the key issues and problems
prevailing in the district. The overall goals and objectives to be met are as listed below;
Goal 1
Improving access to land for industrial, commercial, and residential to the community
through timely delivery of services during the plan period.
Objectives


To construct sub land board offices at Mabutsane in 2003/2004 and establish
new service stations in various villages in the district during the plan.
To allocate 7000 plots for residential, commercial industrial use per annum
during the plan period.
To promote and enhance staff motivation by creating a conducive work environment
Objective

To provide 16 staff houses for land boards staff
16.4.3 District Administration
The following are the goals and objectives of District Administration in the district.






To provide co-ordination in the district development planning and policies
coordination and linkage between national and local level planning and
development machineries.
To provide central government representation at the district or local level and
coordination and monitoring locally based central government departments and
extension services.
To undertake all relevant ceremonial and statutory responsibilities.
To respond effectively to food relief and deficiency needs as dictated by
natural disasters and other deserving circumstances.
To ensure that district administration authorities are provided with adequate
resources and administrative support services
To efficiently and effectively manage resources allocated to the department.
16.4.4 Tribal Administration
The goals and objectives for the department of district Administration were derived
form the vision 2016 and other policies.
Goal
To improve efficiency in service delivery in the Southern District through provision of
adequate infrastructure and supporting facilities during the plan period.
Objectives

To construct 3 customary courts offices every financial year from 2003/2004 to
2007/2008 during plan period.
181


To provide 96 staff houses for tribal administration staff during the plan
To acquire 51 vehicles for efficient delivery of service in the whole district.
16.5 FRAMEWORK FOR STRATEGIC ENVIRONMENTAL ASSESSMENT
Environmental Key Issues with Sector Goals
and Objective Sector Goal
Sector Objective
Environmental Issues
To improve the quality of life for all Batswana by
providing basic health infrastructure, primary
school facilities, and supporting infrastructure
such as offices.

To construct primary school
facilities in all the villages


To construct basic health
facilities such as nurses
houses, clinics in the district
Loss of vegetation and tree
spices some of which have
medicinal value during bush
clearing

Dust and noise pollution
Assist in self-help projects

Indiscriminate extraction of sand
and gravel

Indiscriminate
building rubble

Bush clearing

Cutting of trees

To improve access to water and wastewater
disposal services
To improve access to communities and areas of
economic potential through development and
maintenance of road network
To enhance investment potential of major villages
by developing physical infrastructure
To improve communities’ access to land for
various uses through decentralisation
To maintain a high standard of Environmental
health through construction of proper sanitary
facilities, and public education
Information dissemination

Implementation of
improvement
reticulation projects
water
and
dumping
of
extraction
of

Implementation of sewerage
schemes at Good Hope and
Kanye in 2003/2004

To improve 60 km of roads
to bitumen standard

Indiscriminate
gravel

To upgrade 48km of earth
roads, 190km of gravel
roads, and 11 culverts.

Burrow pits

Contamination of underground
water
To
upgrade
village
infrastructure in Moshupa in
2003/2004

Loss of vegetation and tree
spices some of which have
medicinal value during bush
clearing

Dust and noise pollution

Indiscriminate extraction of sand
and gravel

Indiscriminate
building rubble
dumping
of
at

Indiscriminate
building rubble
dumping
of
village

Conflicting land uses within
communal area viz; overgrazing,
overgrazing, over harvesting of
natural resources

Indiscriminate extraction of sand
and gravel

Cutting of trees and shrubs

Noise
pollution
construction

Unpleasant spells from dumping
sites

Indiscriminate
building rubble

Littering


To construct
Mabutsane

To
produce
development plans

Demarcation
land uses

Designation of
extraction sites

Construction of 2 regional
land fills

Improving and rehabilitating
the existing dumping sites

Construct 2 abattoirs for
Good Hope and Kanye

offices
of
different
controlled
Hold
Workshops
seminars
and
during
dumping
182
of
16.5.1 Evaluation of Sector Policies and Programs
Policies/Programmes
Purpose of Policy/programme
Environmental Issues
Revised National Policy on Education
To provide education facilities in
the district
 Excessive extraction of
sand and gravel
 Pressure on natural
resources such as water
 Loss of vegetation and
tree spices due to bush
clearing
 Unsightly and unhealthy
environment as a result
of careless disposal of
building rubble
Tribal Land Act
It vests tribal land in land boards
and defines the powers and duties
of land boards
 No negative impact
Waste Management and Sanitation
To provide appropriate facilities for
collection and disposal of waste
 No negative impact
Primary Health facilities
To provide health facilities in the
district
 High risk of pollution
arising
from
management of clinical
waste
 Pressure on natural
resources such as sand,
gravel and sand
 Loss of vegetation and
tree spices due to bush
clearing
District Roads Programme
The major thrust of the programme
is to access and communication in
the district.
 Indiscriminate
of burrow pits
digging
 Indiscriminate
of burrow pits
digging
 Loss of vegetation and
tree spices during site
clearing
 Unsightly and unhealthy
environment due to
littering as a result of
increased movement of
people
Remote
Programme
Area
Labour Intensive
programme
Development
Public
works
The main focus of the programme
is
to
promote
economic
diversification
with
particular
emphasis
on
economic
empowerment of marginalized and
low-income communities.
 Incompatible land use
practices
The main purpose of the policy is
to generate employment by using
labour intensive methods and
simple tools to construct and
maintain facilities.
 Indiscriminate
extraction of sand and
gravel
 Competition
between
wildlife and livestock
 overgrazing
resulting
from cattle grazing
183
Policies/Programmes
Purpose of Policy/programme
Environmental Issues
Community Projects Programme
The main aim of the programme is
to improve the economic and social
welfare of communities through
strengthening institutions such as
VDCs, to plan and implement
development activities; improving
communities access to public
facilities;
and
promoting
employment and income generating
activities
 Indiscriminate
extraction of sand and
gravel
To establish a settlement hierarchy
for the country to promote the
development of concentration of
settlements to facilitate rural
development.
 Encroachment
of
residential use into good
agricultural land.
National Settlement Policy
 Loss of vegetation and
tree spices during site
clearing
 Unsightly and unhealthy
environment due to
littering as a result of
increased movement of
people
16.6 STRATEGIES TO ACHIEVE LOCAL GOVERNMENT SECTOR GOALS AND OBJECTIVES
Proposed Project
Environmental impacts
Mitigation measures
Building construction projects

Excessive extraction of sand and
gravel

Environmental
Assessment

Pressure on natural resources
such as water

Replanting of trees


Loss of vegetation and tree spices
due to bush clearing
Identification and management
of gravel extraction sites


Unsightly
and
unhealthy
environment as a result of
careless disposal of building
rubble
Implementation of the existing
legislature such as waste
Management Act

Indiscriminate digging of burrow
pits

Environmental
Assessment

Loss of vegetation and tree spices
during site clearing

Replanting of trees


Unsightly
and
unhealthy
environment due to littering as a
result of increased movement of
people
Identification and management
of gravel and sand extraction
sites

Enforcement
of
legislature and laws
Littering

Provision of waste receptacles

Enforcement of bye-laws

Public education on waste
management

Proper and adequate waste
water disposal systems
Village Infrastructure and Roads Projects
Workshops and Seminars
Abattoirs –Post construction


Pollution of underground water

Air Pollution
Impact
Impact
existing
16.7 RESOURCE REQUIREMENTS FOR DDP6
16.7.1 Issues and strengths
16.7.1.1
Strengths
The main strength of local authorities is that they are nearer to the communities they
serve. As such, they are familiar with the needs of the communities. This is possible
through the consultation of communities, which facilitates participatory development.
Through the consultation process local authorities are able to constantly improve their
184
service delivery. It is against this background that local authorities can be said to have
the following strengths;






Timely response to the needs of communities they serve
Customer focused service
Conversant with the felt needs and aspirations of people
Provision of basic infrastructure and social services
Consultations with communities on their development needs
Decentralised services
16.7.1.2
Weaknesses
Despite the strengths that local authorities posses, they are constantly faced with a lot of
constraints which hamper their ability to perform to the highest standard. Some of the
weaknesses identified are;








Resource constraints in terms of manpower and finance
Delay in implementation of projects
Poor service delivery
Poor coordination and supervision
Low staff morale
Centralised decision making
Lack of comprehensive human resource development policy/strategy
Inadequate monitoring and supervision
16.7.1.3





Privatisation policy
Public service reforms
Political and economic stability
Community participation in development
Emerging information technology
16.7.1.4









Opportunities
Threats
Epidemics like HIV/AIDS
Population growth and mushrooming of settlements
Brain drain
Political pressure and other pressure groups
Natural disasters
Budgetary constraints
Lack of harmonisation of policies and acts
Resistance to change by external customers
Economic uncertainty
16.7.2 Performance Targets for DDP6
The overall performance targets for Local Government will be measured in terms of
project implementation schedule during the plan period as elaborated in section 16.7.3.
For Land Boards, project implementation schedule is tabulated in the Chapter 6.
185
16.7.3 Development Budget for DDP6
LG 101 – MAINTENANCE OF PUBLIC INFRASTRUCTURE
Table 16.5 Summary of Development Expenditure – Infrastructure Maintenance(LG
101)
Projects
Building
2003/
2004/
2005/
2006/
2007/
2008/
04
05
06
07
08
09
Total
5,825,000
4,316,000
10,141,000
7,500,000
2,000,000
9,500,000
maintenance
Roads
maintenance
Water
1,122,000
1,122,000
maintenance
Total
14,447,000
6,316,000
20,763,000
Table 16.6 Lg 102 – La Fleet Management
Department
Secretariat
Secretariat
Treasury
Supplies
Matimela
S&CD
Projects
Arch & Buildings
Workshops
Commercial & ByeLaw
TOTAL
Qty
Unit
Total
Implementation
Price
Cost
Period
S/cab L/duty vehicle
Moshupa
2
150,000
300,000
2007/08
D/Cab
Moshupa
3
180,000
540,000
2006/07
3
180,000
540,000
2007/08
Kanye
1
180,000
180,000
2003/04
GoodHope
2
180,000
360,000
2004/05
Mabutsane
1
180,000
180,000
2005/06
S/cab vehicle
Kanye
1
150,000
150,000
2003/04
D/cab vehicle
Good Hope
1
180,000
180,000
2004/05
S/cab L/duty
Good Hope
1
150,000
150,000
2003/04
Mabutsane
1
150,000
150,000
2004/05
H/duty vehicle
Kanye
1
250,000
250,000
2005/06
Truck
Mabutsane
1
300,000
300,000
2006/07
L/duty vehicle-s/cab
Good Hope
1
150,000
150,000
2005/06
Mabutsane
1
150,00
150,000
2006/07
H/duty vehicle
Good Hope
1
250,000
250,000
2004/05
L/duty –S/cab
Good Hope
1
150,000
150,000
2004/05
Mabutsane
1
150,000
150,000
2004/05
Kanye
1
150,000
150,000
2005/06
Mabutsane
1
250,000
250,000
2003/04
Good Hope
1
250,000
250,000
2004/05
Kanye
1
180,000
180,000
2003/04
Good Hope
1
180,000
180,000
2003/04
Moshupa
1
180,000
180,000
2005/06
Mabutsane
1
180,000
180,000
2007/08
L/duty –d/cab vehicle
Kanye
1
180,000
180,000
2003/04
L/duty-s/cab vehicle
Kanye
1
150,000
150,000
2005/06
L/duty-d/cab vehicle
Kanye
1
150,000
150,000
2004/05
L/duty-d/cab vehicle
Mabutsane
1
180,000
180,000
2005/06
L/duty-d/cab vehicle
Good Hope
1
180,000
180,000
2006/07
L/Duty-d/cab
Kanye
1
180,000
180,000
2004/05
Good Hope
1
180,000
180,000
2005/06
Mabutsane
1
180,000
180,000
2006/07
D/cab vehicles
Trucks
SHHA
Location
L/Duty –d/cab vehicle
34
6,950,000
186
Table 16.7 Summary Of Development Estimates For Lg 104
Projects
2003/04
2004/05
2005/06
2006/07
2007/08
2008/09
Total
L/duty vehicle-s/cab
450,0000
450,000
450,000
150,000
450,000
1,950,000
L/duty vehicle-d/cab
720,000
540,000
720,000
900,000
720,000
3,600,000
H/duty vehicle
0
250,000
250,000
0
0
500,000
Trucks
300,000
300,000
300,000
0
0
Total
1,520,000
1,520,000
1,520,000
1,270,000
1,120,000
0
900,000
6,950,000
LG 301 – FOOD STORAGE FACILITIES
Table 16.8 Development Cost Estimates For Lg 301
Projects
2003/04
2004/05
2005/06
2006/07
2007/08
2008/09
Food Storage facility
Total
4,893,000
Total
Table 16.9 Lg 907 - Customary Courts
Project Component
2003/04
2004/05
2005/06
2006/07
2007/08
2008/09
1. Extension of Office
Good Hope
1
Mabutsane
1
2. Type I Offices
Pitsane
1
Molapowabojang
1
Gasita
1
Cwaanyaneng
1
Metlojane
1
Thankane
1
Moshaneng
1
1
Sedibeng
1
Mokhomma
1
Magotlhwane
1
Mogonye
1
Lepurung
1
Mogojogojo
1
TOTALS
3
3
3
3
3
Table 16.10 Summary Of Cost Estimates For Lg 901
Project
2003/04
2004/05
2005/06
2006/07
2007/08
2008/09
Total
931,600
-
-
931,600
-
-
1,863,200
Type 1 Offices
1,863,200
2,794,800
2,794,800
1,863,200
2,794,800
-
12,110,800
Total
2,794,800
2,794,800
2,794,800
2,794,800
2,794,800
Extension
Office
of
13,974,000
187
LG 1101 – LA PLANNING AND MANAGEMENT
The vote is centralised.
LG 1102 – PRIMARY SCHOOL FACILITIES
Table 16.11 Primary Education Facilities: 2003/04
LOCATION
CR
TQ
Toilets
(1 x2)
Kanye-Kuto
1
Kanye-Logaba
1
Kanye-Rachele
1
Kanye-Sebako
1
Kanye-Mokgadi
1
2
Kanye-Maisantwa
1
1
S/R
LB
RC
(ext)
1
Kanye-Matsaakgang
2
Kanye-Sebego
Moshupa-Bakoko
A/B
1
Kanye-Maranyane
Kanye-Makaba
A/B
2
Moshupa-Bakgatla
1
2
1
2
1
2
Moshupa-Kgabophuti
2
Moshupa-Kgabosetso
1
Dipotsana
1
Kgomokasitwa
1
1
2
Lotlhakane E-Phutisutlha
1
1
Lotlhakane West-Ranoi
1
1
Magotlhwane
1
Manyana
1
1
Mogonye
1
Molapowabojang
1
Mosamowakwena
Moshaneng-Modisi
1
Ntlhantlhe
1
1
2
1
2
1
Ralekgetho
1
1
Ranaka
1
2
Segwagwa
1
Borobadilepe
1
1
1
Digawana
2
2
3
Dikhukhung
2
Dinatshana
3
Gamajaalela
1
Goodhope
1
Hebron-Marojane
2
Lejwana
1
1
Lorwana
1
2
Metlobo
3
Metlojane
1
1
Mmakgori
1
2
Mmathethe
3
188
LOCATION
CR
TQ
Toilets
A/B
A/B
(1 x2)
Mogwalale
1
1
Pitsane/Potlokwe
2
1
3
3
1
Rakhuna
3
Ramatlabama
Sedibeng
RC
1
1
Pitsane-Maiphitlhwane
LB
2
Mokgomane
Mosi
S/R
(ext)
3
1
1
1
Tlhareseleele
1
Tswaaneng
2
2
Tswaanyaneng
1
2
1
Tswagare
1
3
1
Gasita
1
1
2
Itholoke
1
Keng
1
Khakhea
1
1
2
3
Khonkhwa
2
Lorolwane
2
Mabutsane
2
1
3
Mokhomma
1
Morwamosu
1
1
1
Pitseng
2
1
2
Samane
1
Sekoma
1
1
2
Selokolela
2
1
2
Sesung
1
2
1
2
Thankane
TOTAL
1
39
53
86
0
1
Table 16.12 Primary School Facilities: 2004/05
LOCATION
CR
TQ
Toilets
(1 x2)
Moshupa-Bakgatla
A/B
A/B
S/R
RC
(ext)
2
Moshupa-Mosielele
LB
1
4
1
2
4
1
2
1
Moshupa-Kgabosetso
2
1
Moshupa-Kgabophuti
1
Kanye-Matlotlakgang
Kanye-Makaba
1
Moshupa-Kebonyekgotla
1
Kanye-Logaba
1
1
Kanye-Maranyane
2
1
Kanye-Mokgadi
2
4
Kanye-Maisantwa
2
4
Kanye-Segopotso
2
3
Kanye-Sebako
1
2
Kanye-Mafhikana
2
4
Kanye-Rachele
2
1
1
1
1
1
189
LOCATION
CR
TQ
Toilets
A/B
(1 x2)
Lotlhakane-Lothakane E
2
2
Kgomokasitwa
2
M/wabojang-Pitsonyane
1
1
Moshaneng-Modisi
2
3
Ralekgetho
1
1
2
2
Manyana
2
Magotlhwane
2
Dinatshana
2
2
2
1
2
Goodhope
2
Madingwan-Mmaditlou
1
2
Magoriapitse
2
2
Mmathethe-Mmathethe
1
4
2
2
Mogojogojo
Mokatako
RC
2
2
Mmathethe-Ramolefhe
LB
2
Lekgolobotlo
Gathwane
S/R
(ext)
2
Lotlhakane-Phutisutlha
Lotlhakane West-Ranoi
A/B
1
Mokgomane
1
1
2
2
2
1
1
2
2
Papatlo
1
1
Phitshane-Molopo
3
2
Pitsane-Maiphitlhwane
2
Ramatlabama
2
2
1
2
Sekhutlane
2
Tshidilamolomo
2
Khakhea
1
Khonkhwa
1
2
Kokong
2
Mabutsane
2
1
Mahotshwane
1
2
2
Maokane
1
2
2
Mokhomma
1
1
2
Sese
2
2
2
TOTAL
24
57
87
1
4
4
3
3
3
A/B
A/B
S/R
LB
RC
Table 16.13 Primary Education Facilities:2005/06
LOCATION
CR
TQ
Toilets
(1 x2)
Diabo
1
Lotlhakane E-Phutisutlha
2
Moshupa-Bakoko
2
(ext)
2
Moshupa-Kgabophuti
2
3
Moshupa-Mosielele
1
2
Kanye-Mafhikana
2
4
Kanye-Rachele
2
2
Kanye-Motsatsing
2
2
1
1
1
190
LOCATION
CR
TQ
Toilets
A/B
(1 x2)
Kanye-Sebego
2
1
Kanye-Matlotlakgang
1
2
Kanye-Makaba
1
2
Kanye-Logaba
1
2
Lotlhakane-Phutisutlha
1
2
Lotlhakane-L/East
1
4
Mosamowakwena
1
2
Segwagwa
1
2
Dipotsana
1
1
Manyana
3
2
Lotlhakane W-Ranoi
1
1
Ntlhantlhe
2
Digawana
1
2
Mmathethe-Mmathethe
2
2
Mmathethe-Ramolefhe
2
2
Pitsane-Maiphitlhwane
3
3
Goodhope
2
3
Mmakgori
1
Gamajaalela
1
1
1
1
1
1
2
2
Sekhutlane
3
1
Tlhareseleele
3
1
1
Pitsane/Potlokwe
1
2
1
1
Dinatshana
1
2
2
Leporung
1
Kgoro
1
2
3
Rakhuna
1
Hebron
1
Maokane
2
3
Mahotshwane
1
2
Khakhea
2
2
Pitseng
1
1
2
2
Mabutsane
2
1
1
Samane
3
16
53
1
2
Morwamosu
TOTAL
1
2
Tswagare
Sekoma
RC
1
Metlojane
Lorwana
LB
1
3
Dikhukhung
S/R
(ext)
2
Tswaaneng
Madingwan-Mmaditlou
A/B
87
3
3
1
1
3
3
2
191
Table 16.14 Primary School Facilities: 2006/07
LOCATION
CR
TQ
Toilets
A/B
(1 x2)
Kanye-Matsaakgang
2
Kanye-Sebako
1
Kanye-Kuto
2
2
Moshupa-Bakoko
1
2
Polokwe
1
Mogonye
1
Moshaneng-Modisi
2
S/R
LB
RC
(ext)
2
2
1
3
Kgoro
1
1
Mabule
2
4
Metlobo
1
Metlojane
2
Mogwalale
1
1
Mogojogojo
1
3
Gathwane
2
2
Sekoma
2
Selokolela
2
2
Mabutsane
1
2
3
1
3
2
Keng
Khakhea
1
2
Sesung
1
2
1
Sese
1
5
Kokong
1
3
Itholoke
A/B
1
1
1
1
1
Lekgolobotlo
1
Molapowabojang
Ranaka
1
1
1
1
3
Kanye-Segopotso
1
1
1
1
Pitsane
1
Metlobo
1
Phitshane/Molopo
4
Digawana
2
TOTAL
11
24
1
43
5
4
1
1
2
3
2
Table 16.15 Primary School Facilities: 2007/08
LOCATION
CR
TQ
Toilets
A/B
(1 x2)
Kanye-Khuto
2
2
3
Kanye - Maranyane
2
3
Kanye-Rachele
2
3
Kanye-Mafhikana
2
3
Manyana
4
Lotlhakane East
3
Goodhope
1
S/R
LB
RC
(ext)
1
Ranaka
Mosamowakwena
A/B
1
2
1
1
1
1
1
1
192
LOCATION
CR
TQ
Toilets
A/B
A/B
(1 x2)
Motsentshe
1
2
Pitsane-Maiphithwane
3
5
Hebron
2
Ngwatsau
1
3
Mabule
1
3
Leporung
1
Pitsane
2
Ramatlabama
1
LB
RC
1
1
1
1
1
Tshwaane
1
1
Lorolwane
2
1
Maokane
2
Sese
2
Seherelela
2
TOTAL
S/R
(ext)
3
15
1
50
4
4
2
3
1
Table 16.16 Primary Education Facilities: 2008/09
LOCATION
CR
TQ
Toilets
A/B
A/B
(1 x2)
(ext)
4
1
Kanye-Sebego
3
Kanye-Logaba
3
Mokgadi
2
Moshupa-Bakgatla
2
Moshupa-Bakoko
2
Ntlhantlhe
1
4
1
Manyana
1
4
1
Segwagwa
4
Mabule
2
LB
RC
1
4
Magoriapitse
S/R
1
1
Sesung
3
1
Selokolela
1
Maokane
1
Gasita
2
2
2
1
TOTAL
2
18
27
4
4
0
0
2
Table 16.17 Power Connection
Implementation Period
Grid Power
Solar Power
2003/04
Rakhuna, Metlojane
Diabo,Dipotsana,Ralekgetho,Segwagwa,Tshwaane,
Kanngwe,
Hebron, Mosi,
Motsentshe, Sekhutlane Tswaaneng,Gasita,
Samane,Mokhomma, Khonkhwa, Lorolwane
2004/05
Lotlhakane West, Mokatako, Mokgomane
Dikhukhung, Dinatshana,Ditlharapa,Ngwatsau, Sese Mabule
2005/06
Sekoma, Pitsane Potlokwe, Metlobo
Pitseng, Thankane,Gathwane,Lejwana,Sesung, Selokolela
2006/07
Maokane, Tshidilamolomo, Kgoro
Tsonyane,Madingwana,Magoriapitse,Ramatlabama
2007/08
Kokong, Tlhareseleele
Mogwalale,Sedibeng,Tswaanyaneng,Tswagare
2008/09
Mogojogojo, Leporung
Maiphitlhwane, Mmakgori, Mogwalale,Kutuku
Total
15
40
193
Table 16.18 Summary Cost For School Facilities (Lg 1102)
Project Component
No.
Cost per Unit
Total cost
Classrooms
94
150,000
14,100,000
Teacher's quarters
220
200,000
44,000,000
1x2 toilet
380
40,000
15,200,000
Administration block
20
300,000
6,000,000
A/B Extension
20
180,000
3,600,000
Libraries
12
300,000
3,600,000
Resources rooms
10
200,000
2,000,000
Science rooms
10
250,000
2,500,000
Grid Power connection
15
80,000
1,200,000
Solar power provision
40
50,000
2,000,000
Total
94,200,000
Table 16.19 New Schools - Full Fledged
LOCATION
CR
TQ
Toilets
A/B
SP
GP
(1 x2)
School
School
kitchens
Cost (P)
1
3,640,000
1
3,640,000
2004/05
Kanye(new)
7
7
14
1
1
7
7
14
1
7
7
14
1
1
1
3,640,000
Manyana
7
7
14
1
1
1
3,640,000
Total
28
28
56
4
1
3
4
14,560,000
Toilets
A/B
SP
2005/06
Gopong(new)
1
2006/07
Moshupa (New)
2007/08
Table 16.20 Two-Teachers Schools
LOCATION
CL
TQ
(1 x2)
School
Cost
kitchens
2003/04
Kutuku
Lefhoko
1
,350,000
2
2
4
1
1
1
1,575,000
2
2
4
1
1
1
1,575,000
2
2
4
1
1
1
1,575,000
2
2
4
1
1
1
1,575,000
2
2
4
1
1
1
1,575,000
Molete
2
2
4
1
1
1
1,575,000
Total
10
10
20
5
5
6
9,800,000
2004/05
Sheepfarm-2 teacher school
2005/06
Betesankwe
2006/07
Logagane
2007/08
Kanaku
2008/09
194
Table 16.21 Vehicles
Project
Location
Year
Cost
Truck
Kanye
2005/06
370,000
Minibus
Goodhope
2004/05
200,000
Minibus
Mabutsane
2005/06
200,000
Total
770,000
Table 16.22 Special Education Facilities
Project Component
Location
Implementation
Period
Cost
Mabutsane
2004/05
500,000
Goodhope
2006/07
500,000
Facility for visually impaired
Khakhea
2007/08
500,000
Minibus for disabled
Mabutsane
2004/05
200,000
Goodhope
2006/07
200,000
Khakhea
2007/08
200,000
Facility
for
handicapped
Mentally
Total
2,100,000
Table 16.23 Summary of Cost Estimates for Primary School Facilities(LG1102)
Projects
2003/04
2004/05
2005/06
2006/07
2007/08
2008/09
Total
Two-Teacher
Schools
1,925,000
1,575,000
1,575,000
1,575,000
1,575,000
1,575,000
9,800,000
3,640,000
3,640,000
3,640,000
3,640,000
14,560,000
700,000
700,000
2,100,000
Full
Schools
Fledged
Special Ed. Facilities
700,000
Classrooms
5,850,000
3,600,000
2,250,000
1,800,000
450,000
300,000
14,250,000
Teacher's quarters
10,600,000
11,400,000
10,600,000
4,800,000
3,200,000
3,400,000
44,000,000
1x2 toilet
3,440,000
3,480,000
3,480,000
1,720,000
2,000,000
1,080,000
15,200,000
Administration block
0
1,200,000
900,000
1,500,000
1,200,000
1,200,000
6,000,000
A/B Extension
180,000
720,000
540,000
720,000
720,000
720,000
3,600,000
Libraries
0
900,000
900,000
900,000
900,000
0
3,600,000
Resources rooms
0
600,000
400,000
400,000
200,000
400,000
2,000,000
Science rooms
0
750,000
750,000
500,000
500,000
0
2,500,000
160,000
240,000
240,000
240,000
160,000
160,000
1,200,000
800,000
300,000
300,000
200,000
200,000
200,000
2,000,000
200,000
570,000
29,305,000
26,145,000
Grid
connection
Power
Solar
provision
power
Vehicles
TOTAL
22,955,000
770,000
18,695,000
15,445,000
9,035,000
121,580,000
195
LG 1103 – Recreational Facilities
Recreation Facilities is a new programme under the Ministry of Local Government
aimed at providing funds for assisting District Councils to carry out their statutory
responsibility for the establishment of recreation grounds, parks, other public places and
cemeteries. Council has not been involved in these activities and there exist no
Department or Unit responsible for these activities. Council currently owns 2
multipurpose halls in Kanye, which are mainly used for meetings.
The proposed projects for recreation are shown in the table below;
Table 16.24 Proposed Projects For Parks & Recreation
Projects
Location
Design-Central Park
Establishing
Central Park
and
furnishing
Design-Multipurpose
grounds
Sports
Multipurpose sports grounds
Qt
y
Unit
Cost
Total
Cost
Implem
Kanye
1
100,000
100,000
2003/04
Kanye
1
600,000
600,000
2004/05
1
100,000
100,000
2003/04
Moshupa, Good
Mabutsane
Hope,
period
Moshupa
1
2004/05
Good Hope
1
2005/06
Mabutsane
1
2006/07
Table 16.25 Summary Of Cost Estimates For Lg 1103
Projects
2003/
04
2004/05
2005/06
Central Park
200,000
600,000
Sportsgrounds
200,000
200,000
200,000
400,000
800,000
200,000
Total
0
2006/07
2007/
08
2008/
09
Total
800,000
600,000
0
0
1,400,000
LG 1104 – PRIMARY HEALTH FACILITIES
Table 16.26 Planned Primary Health Facilities - 2003/2004
Project Component
Location
Qty
Unit cost
Total Cost
New Clinic
Good Hope
1
P1,205,000
P1,205,000
Kanye-Kgwatlheng
1
P1,205,000
P1,205,000
New Health Post
Moshupa
1
P905,000
P905,000
Maternity Ward
Molapowabojang
1
P2,205,000
P2,205,000
Upgrading H/Post to Clinic
Sese
1
P1,205,000
P1,205,000
Kokong
1
P1,205,000
P1,205,000
Lotlhakane West, Mokatako,
3
P35,000
P105,000
Lotlhakane/W,Segwagwa,
Sesung,
Gasita,
Mokhomma, Tsonyane, Mmakgori,Papatlo,
Magoriapitse, Motshentse, Tshwaane, Mogonye
12
P20,000
P240,000
Good Hope, Sese
2
P171,000
P342,000
Moshupa,
1
P171,000
Kanye-Main
2
P342,000
Mmathethe
1
P171,000
Moshupa –New H/Post
1
P171,000
Mabule
1
P171,000
Pitshane/M, Mabule, Kanye-Main
5
P250,000
P1,250,000
14
P20,000
P280,000
Grid Power
Facilities
to
Solar Power
Facilties
to
Existing
Mokgomane,
Nurses Houses
Incinerators
Existing
Pitsane, Ntlhantlhe,
Medical waste sheds
Kanye-main, Manyana, Digawana, Khakhea,
Mmathethe, Moshupa, Goodhope, Mabutsane,
196
Project Component
Location
Maokane, Phitshane/M,
Ntlhantlhe, Pitsane
Mabule,
Qty
Unit cost
Total Cost
Hebron,
Ambulances
Goodhope,Kanye-Sebego, Gamajaalela
3
P200,000
P600,000
DHT H/quarters Vehicles
Goodhope,Kanye/Moshupa, Mabutsane
5
P210,000
P1,050,000
Rehabilitation Vehicles
Kanye, Good Hope, Mabutsane
3
P160,000
P480,000
Design–District Drug store
Kanye
1
P100,000
P100,000
Table 16.27 Planned Primary Health Facilities - 2004/2005
Project Component
Location
Qty
Unit cost
Total Cost
New Clinic
Mmathethe, Ramatlabama
2
P1,205,000
P2,410,000
New Health Post
Kanye-Dilolwe,Moshupa
2
P905,000
P1,810,000
Maternity Ward
Pitsane
1
P2,205,000
P2,205,000
24 Hour Clinic
Kanye-Main
1
P5,005,000
P5,005,000
Upgrading H/Post to Clinic
Rakhuna, Sekuma
2
P1,205,000
P2,410,000
Grid Power Connection to
existing facilities
Sekoma, Selokolela, Hebron, Mogojogojo
4
P35,000
P140,000
Solar Power to Existing
Facilties
Dikhukhung,
Ralekgetho,
Dipotsana,
Diabo, Samane, Kanngwe, Sekhutlane
7
P20,000
P140,000
Nurses Houses
Kanye-Kgwatheng, Ramatlabama
2
P171,000
P342,000
Hebron, Tshidilamolomo
2
P171,000
P342,000
Molapowabojang, Kokong
2
P171,000
P342,000
Good Hope, Rakhuna
2
P171,000
P342,000
Incinerators
Molapowabojang
1
P250,000
P250,000
Medical waste sheds
Molapowabojang
1
P20,000
P20,000
District Drug Depot
Kanye
1
P1,908,000
P1,908,000
Ambulances
Rakhuna,,Kanye-Dilolwe, P/Potlokwe
3
P200,000
P600,000
DHT H/Quarters vehicles
Mabutsane, Kanye
3
P170,000
P510,000
Rehabilitation Vehicles
Goodhope,Kanye/Moshupa, Mabutsane
3
P160,000
P480,000
Table 16.28 Planned Primary Health Facilities - 2005/2006
Project Component
Location
Quantity
Unit cost
Total Cost
New Clinic
Ntlhantlhe, Digawana
2
P1,205,000
P2,410,000
New Health Post
Lorwana
1
P905,000
P905,000
Nurses Houses
Rakhuna, Lorwana
1
P171,000
P171,000
Pitseng, Morwamosu
2
P171,000
P342,000
Pitshane/Molopo
1
P171,000
P171,000
Kanye-Main
2
P171,000
P342,000
Grid Power Connection to
existing facilities
Kgoro,
Tlhareseleele,
Ts/lamolomo,
3
P26,666
P80,000
Ambulances
Kanye-Main,
Phihetshwane, Kgoro,
3
P200,000
P600,000
DHT H/Quarters vehicles
Good Hope, Mabutsane,
Kanye
3
P170,000
P510,000
Supply Vehicles
Small Vehicles
Truck
Kanye
2
P175,000
P350,000
Kanye
1
P450,000
P450,000
Rehabilitation Vehicles
Kanye
2
P150,000
P300,000
197
Table 16.29 Planned Primary Health Projects Facilities - 2006/2007
Project Component
Location
Quantity
Unit cost
Total Cost
New Clinic
Khakhea
1
P1,205,000
P1,205,000
New Health Post
Lorolwane
1
Moshana
1
P1,205,000
P1,205,000
Metlobo, Manyana
2
P171,000
P342,000
Moshana, Sekoma
2
P171,000
P342,000
Grid Power Connection
to existing facilities
Kokong, Maokane,
Leporung,
3
P26,666
P80,000
Ambulances
Lorwana
1
P200,000
P200,000
Upgrading
Clinic
H/Post
to
Nurses Houses
Table 16.30 Planned Primary Health Facilities - 2007/2008
Project Component
Location
Quantity
Unit cost
Total Cost
New Health Post
Keng, Tlhareseleele
2
P905,000
P1,810,000
Nurses Houses
Keng,
Tlhareseleele,
Magotlhane
3
P171,000
P513,000
Table 16.31 Planned Primary Health Facilities – 2008/2009
Project Component
Location
Quantity
Unit cost
Total Cost
New Health Post
Magotlhwane
1
P905,000
P905,000
Nurses Houses
Phihetshwane,
Lepurong
3
P171,000
P513,000
Mokatako,
Table 16.32 Summary Of Development Expenditure – Primary Health Facilities
Projects
24
hour
(structure)
2003/04
clinic
2004/05
2005/06
2006/07
2007/08
2008/09
5,005,000
Total
5,005,000
Clinic (structure)
4,820,000
4,820,000
Maternity ward
2,205,000
2,205,000
Health post (structure)
905,000
905,000
905,000
905,000
1,810,000
905,000
6,335,000
Nurses houses
1,368,000
1,368,000
1,026,000
684,000
513,000
513,000
5,472,000
Power supply
340,000
240,000
80,000
80,000
Incinerator
1,250,000
250,000
1,500,000
Medical waste store
280,000
20,000
300,000
District medical store
100,000
1,908,000
2,008,000
Ambulances
600,000
600,000
600,000
Headquarters vehicles
1,050,000
510,000
510,000
2,070,000
800,000
800,000
1,260,000
Supply vehicles
2,410,000
2,410,000
14,460,000
4,410,000
Rehabilitation vehicles
480,000
480,000
300,000
Total
13,398,000
18,311,000
6,631,000
740,000
200,000
4,279,000
2,000,000
2,323,000
1,418,000
46,360,000
198
LG 1105 – RURAL ADMINISTRATION CENTRE
Table 16.33 Planned Rural Administration Centre (Lg 1105) Projects
Projects
Location
No
Unit Cost
Total Cost
Implementation
period
Design-RAC
Moshupa
1
500,000
500,000
2003/04
Rural Administration Centre
Moshupa
1
19,700,000
19,700,000
2004/05
Provision of Revenue offices
Mmathethe
1
150,000
150,000
2004/05
Extension of RAC
Goodhope
1
6,000,000
6,000,000
2005/06
Table 16.34 Summary Of Cost Estimates For Lg 1105-Racs
Projects
2003/04
2004/05
RAC Moshupa
500,000
19,700,000
Extension of RAC –Good Hope
100,000
Extension offices- Mmathethe
2005/06
2006/07
2007/08
2008/09
20,200,000
6,000,000
6,100,000
150,000
Total
600,000
20,850,000
Total
150,000
6,000,000
0
0
0
26,450,000
LG 1106 – REMOTE AREA DEVELOPMENT
Table 16.35 Planned Projects For Remote Area Development –Lg1106
Projects
Qty
Location
Cows+
700cows+
Bulls
28bulls
Total
Implem
Cost
Period
Kanaku,Kutuku (25c+1b each) Mahotshwane,Itholoke
(125c+ 5b each) Thankane,Sekhutlane (100c+ 4b each)
91,500
2003/04
457,500
2004/05
Kanaku,Kutuku (100c+4b each)
366,000
2005/06
366,000
2006/07
Goats
1200g+
Thankane,Sekhutlane (100g +4r each)
103,600
2003/04
+ rams
50rams
Kanaku,Kutuku (200g +8r each)
207,200
2004/05
Mahotshwane,Itholoke (150g +6r each)
155,400
2005/06
Thankane,Sekhutlane (150g +7r each)
158,800
2006/07
Poultry
2
Itholoke,Kutuku
75,000
2007/08
Drift fence
1(8km)
Thankane
120,000
2004/05
2(8km)
Kanaku,Kutuku
120,000
2005/06
Donkeys for draft power
80
Kanaku,Kutuku (40 each)
240,000
2006/07
Ploughs
4
Kanaku,Kutuku (2 each)
30,000
2006/07
Horticulture
2
Sekhutlhane,Thankane
25,000
2004/05
Conservation of Sengaparile
1
Thankane
25,000
2003/04
Leather Work
1
Sekhutlane
25,000
2004/05
Purchase of farms
1
1,200,000
2004/05
1
1,200,000
2006/07
Table 16.36 Summary Of Cost Estimates For Remote Area Development (Lg 1106)
Projects
2003/04
2004/05
2005/06
2006/07
Cattle
91,500
457,500
366,000
366,000
1,281,000
Smallstock
103,600
207,200
155,400
158,800
625,000
Arable farming
240,000
240,000
30,000
510,000
Farmland purchase
1,200,000
1,200,000
2,400,000
Small-scale projects
Total
25,000
50,000
220,100
2,154,700
2007/08
2008/09
75,000
761,400
1,754,800
75,000
Total
150,000
0
4,966,000
199
LG 1107 – LABOUR INTENSIVE PUBLIC WORKS
Table 16.37 Planned Labour Intensive Projects(Lg 1107) –2003/04-2008/09
Projects
Location
Handstamper’s shelter
Qty
Unit
Total
Implementation
Price
Cost
Period
Kanye,Pitseng,Seherelela, Hebron,Kgoro,
5
25,000
125,000
2003/04
Mogojogojo,Tshidilamolomo,Leporung,
Lejwana,
4
25,000
100,000
2004/05
Moshupa(Mosielele), Tshwaane, Hebron,
Gathwane, Metlojane, Selokolela
6
20,000
120,000
2003/04
Ramatlabama, Manyana, Kanye,
6
20,000
120,000
2004/05
P/Potlokwe,
Ralekgetho,
Mogonye,
Madingwane,Dinatshana, Phitshane/M
6
20,000
120,000
2005/06
D/toilets for health facilities
K-Dada,Pitsane,Ranaka
3
20,000
60,000
2004/05
S&CD extension offices
Ntlhantlhe,Mmathethe,Maokane,Pitshane/
M,
5
65,000
304,167
2003/04
Ranaka,Hebron,Keng,Morwamosu
5
65,000
325,000
2004/05
1
65,000
65,000
2005/06
Guard shelter (pr/schools)
Phihetswane,Lotlhakane/W, Pitseng
Tsonyane, Metlojane,
RAD extension offices
Sekhutlane
1
60,833
60,833
2003/04
Matimela storeroom
Goodhope
1
30,000
60,000
2003/04
2007/08
2008/09
Table 16.38 Summary Of Cost Estimates For Lg1107
Projects
2003/04
2004/05
H/stampers shelter
125,000
100,000
225,000
Guard shelter (pr/school)
120,000
120,000
360,000
60,000
60,000
Double toilet(health fac)
Extension offices
325,000
Storeroom(Matimela)
30,000
Total
600,000
325,000
2005/06
2006/07
65,000
Total
715,000
30,000
605,000
185,000
1,390,000
LG 1108 – RURAL SANITATION PROGRAMME
Table 16.39 Planned Rural Sanitation Projects – 2003/2004
Project Component
Location
Quantity
Unit cost
Total Cost
Land Fill Site
Kanye
1
P14,500,000
P14,500,000
New Dumping Site
Sekhutlane
1
P50,000
P50,000
Upgrading Dumping Site
Mabutsane
1
P150,000
P150,000
Refuse Compactor
Kanye,
Good
Mabutsane
3
P550,000
P1,650,000
Skip Carriers
Kanye
1
P220,000
P220,000
Skips
Kanye
10
P20,000
P200,000
Tipper Trucks
Kanye
1
P300,000
P300,000
Medical Waste Vehicles
Kanye, Mabutsane, Good
Hope
3
P300,000
P900,000
Vacuum Tanker
Mabutsane
1
P350,000
P350,000
Latrine Substructures
Rakhuna
25
P6,000
P150,000
Good Hope
40
P6,000
P240,000
Mabutsane
35
P6,000
P210,000
Hope,
200
Abattoir/Slaughter
Design
House-
Supervision Vehicles
Sheepfarm
20
P6,000
P120,000
Manyana
30
P6,000
P180,000
Kanye
1
P200,000
P200,000
GoodHope, Mabutsane
2
P165,000
P330,000
Table 16.40 Planned Rural Sanitation Projects – 2004/2005
Project Component
Location
Quantity
Unit cost
Total Cost
New Dumping Site
Thankane
1
P50,000
P50,000
Refuse Compactor
Kanye
1
P550,000
P550,000
Skip Carriers
Kanye
1
P220,000
P220,000
Skips
Mabutsane
4
P20,000
P80,000
Good Hope
6
P20,000
P120,000
Medical Waste Vehicles
Good Hope
1
P300,000
P300,000
Latrine Substructures
Ralekgetho
20
P6,000
P120,000
Sese
25
P6,000
P150,000
Lotlhakane/E
40
P6,000
P240,000
Digawana
40
P6,000
P240,000
Kutuku
10
P6,000
P60,000
P/Potlokwe
15
P6,000
P90,000
Abattoir/Slaughter House
Kanye
1
P3,650,000
P3,650,000
Refrigerated Truck
Kanye
1
P300,000
P300,000
Supervision Vehicles
Kanye/Moshupa
1
P150,000
P150,000
Table 16.41 Planned Rural Sanitation Projects – 2005/2006
Project Component
Location
Quantity
Unit cost
Total Cost
New Dumping Site
Lorolwane
1
P50,000
P50,000
Refuse Compactor
Good Hope,
1
P550,000
P550,000
Tipper Truck
Kanye
1
P300,000
P300,000
Vacuum Tanker
Good Hope
1
P350,000
P350,000
Medical Waste Vehicles
Kanye-Main
2
P300,000
P600,000
Latrine Substructures
Mabule
30
P6,000
P180,000
Moshupa
40
P6,000
P240,000
M/wabojang
40
P6,000
P240,000
Phihetshwane
15
P6,000
P90,000
Keng
25
P6,000
P150,000
Kanye/Moshupa
1
P180,000
P180,000
Supervision Vehicles
201
Table 16.42 Planned Rural Sanitation Projects – 2006/2007
Project Component
Location
Quantity
Unit cost
Total Cost
Design- Landfill
Good Hope
1
P900,000
P900,000
Refuse Compactor
Mabutsane
1
P550,000
P550,000
Latrine Substructures
Mmathethe
35
P6,000
P210,000
Lefhoko
15
P6,000
P90,000
Polokwe
15
P6,000
P90,000
Gathwane
10
P6,000
P60,000
Papatlo
15
P6,000
P90,000
Ditlharapeng
20
P6,000
P120,000
Mmakgori
15
P6,000
P90,000
Leporung
10
P6,000
P60,000
Gamajaalela
15
P6,000
P90,000
Abattoir/Slaughter House
Good Hope
1
P3,650,000
P3,650,000
Refrigerated Truck
Good Hope
1
P300,000
P300,000
Table 16.43 Planned Rural Sanitation Projects – 2007/2008
Project Component
Location
Quantity
Unit cost
Total Cost
New Landfill Site
Good Hope
1
P14,500,000
P14,500,000
Vacuum Tanker
Kanye
1
P350,000
P350,000
Latrine Substructures
Phitshane/M
25
P6,000
P150,000
Ranaka
30
P6,000
P180,000
Mogonye
20
P6,000
P120,000
Khonkwa
20
P6,000
P120,000
Khakhea
30
P6,000
P180,000
Ntlhantlhe
25
P6,000
P150,000
Table 16.44 Planned Rural Sanitation Projects (Lg1108) – 2008/2009
Project Component
Location
Quantity
Unit cost
Total Cost
Latrine Substructures
Samane
20
P6,000
P120,000
Selokolela
20
P6,000
P120,000
Maokane
20
P6,000
P120,000
Pitseng
20
P6,000
P120,000
Pitsane
20
P6,000
P120,000
Magotlhwane
15
P6,000
P90,000
Dikhukhung
15
P6,000
P90,000
Thankane
10
P6,000
P60,000
Mokhomma
10
P6,000
P60,000
202
Table 16.45 Summary Of Cost Estimates For Rural Sanitation(Lg1108)
Projects
2003/04
Land fill site + plant
14500,000
Upgrading
site
150,000
dumping
2004/05
2005/06
50,000
50,000
50,000
Refuse compactors
1650,000
550,000
550,000
Skip carrier + skips
420,000
420,000
Tipper truck
300,000
waste
Vacuum tanker
900,000
900,000
14500,000
2008/09
Total
29900,000
150,000
550,000
3300,000
840,000
300,000
350,000
Front-end loader
2007/08
150,000
New dumping sites
Medical
vehicles
2006/07
300,000
600,000
600,000
1800,000
350,000
350,000
1050,000
350,000
350,000
Latrine substructures
900,000
900,000
Slaughter house
200,000
3650,000
3650,000
7500,000
300,000
300,000
600,000
Refrigerated truck
Supervision vehicles
330,000
Privatisation
900,000
150,000
900,000
900,000
900,000
5400,000
180,000
660,000
1000,000
Total
19750,000
1000,000
7670,000
2930,000
6300,000
15750,000
900,000
53300,000
LG 1109 - Community Projects
Table 16.46 Planned Community Projects(Lg 1109) – 2003/2004
Projects
Location
Quantity
UnitCost
Total Cost
Maokane, Mmathethe, Kokong
3
160,000
480,000
Vegitable garden
Hebron, Mokatako,
Molapowabojang
4
20,000
80,000
3. Block Grant
villages to be determined
10
6,000
60,000
3
6,000
18,000
1
180,000
180,000
1. Small Projects
Day Care Centre
2. Pilot Component
Ralekgetho,
4. Training Component
Training
Mabutsane, Good
Kanye/Moshupa sub
5. Light Duty Vehicle
(extension)
Kanye/Moshupa
Hope,
and
203
Table 16.47 Planned Community Projects(Lg 1109) – 2004/2005
Projects
Location
Quantity
UnitCost
Total Cost
Manyana, Morwamosu, , Moshupa
3
160,000
480,000
Vegetable Garden
Kgomokasitwa,
Mafhikana,
Maokane, Molapowabojang
4
20,000
80,000
3. Block Grant
Villages to be determined
10
6,000
60,000
3
6,000
18,000
1
180,000
180,000
1. Small Projects
Community Hall
2. Pilot Component
4. Training Component
Workshops, seminars
and
district
conferences
Mabutsane, Good Hope,
Kanye/Moshupa sub districts
5. Light Duty Vehicle
– Extension
Good Hope
and
Table 16.48 Planned Community Projects (Lg 1109)– 2005/2006
Projects
Location
Quantity
UnitCost
Total Cost
3
160,000
480,000
1. Small Projects
Day Care Centres
Gathwane,
Sekoma
Kgomokasitwa,
2. Pilot Component
VDC House
Ntlhanthe,
1
80,000
80,000
3. Block Grant
Villages to be determined
10
6,000
60,000
Workshops, seminars
and
district
conferences
Mabutsane, Good Hope, and
Kanye/Moshupa sub districts
3
6,000
18,000
5. Light Duty Vehicle
– Extension
Mabutsane
1
180,000
180,000
4. Training Component
Table 16.49 Planned Community Projects (Lg 1109) – 2006/2007
Projects
Location
Quantity
UnitCost
Total Cost
3
160,000
480,000
1. Small Projects
Community Hall
Tshidilamolomo,
Lotlhakane East
Mmakgori,
2. Pilot Component
VDC House
Selokolela
1
80,000
80,000
3. Block Grant
Villages to be determined
10
6,000
60,000
Mabutsane, Good Hope, and
Kanye/Moshupa sub districts
3
6,000
18,000
4. Training Component
Workshops, seminars
and
district
conferences
204
Table 16.50 Planned Community Projects (Lg 1109) – 2007/2008
Projects
Location
Quantity
UnitCost
Total Cost
Sese, Dikhukhung, Dilolwe
3
160,000
480,000
VDC House
Sebako,
1
80,000
80,000
3. Block Grant
Villages to be determined
10
6,000
60,000
Mabutsane, Good Hope, and
Kanye/Moshupa sub districts
3
6,000
18,000
1. Small Projects
Day Care Centre
2. Pilot Component
4. Training Component
Workshops, seminars and
district conferences
Table 16.51 Planned Community Projects (Lg 1109) – 2008/2009
Projects
Location
Quantity
UnitCost
Total Cost
Mmakgori,
Magoriapitse,
Lotlhakane West
3
160,000
480,000
Knitting and Sewing
House
Tshwaane, Seherelela, Mogonye
4
3. Block Grant
villages to be determined
10
6,000
60,000
Mabutsane, Good Hope, and
Kanye/Moshupa sub districts
3
6,000
18,000
1. Small Projects
Community Halls
2. Pilot Component
80,000
4. Training Component
Workshops, seminars
and
district
conferences
Table 16.52 Development Expenditure for Social & Community Development
Projects
2003/04
2004/05
2005/06
2006/07
2007/08
2008/09
Total
Small projects
480,000
480,000
480,000
480,000
480,000
480,000
2,880,000
Pilot component
80,000
80,000
80,000
80,000
80,000
80,000
480,000
Block grant
60,000
60,000
60,000
60,000
60,000
60,000
360,000
Training & Logistics
18,000
18,000
18,000
18,000
18,000
18,000
108,000
Vehicles
180,000
180,000
180,000
Total
818,000
818,000
818,000
Micro projects
540,000
638,000
638,000
638,000
4,368,000
LG 1110 – DISTRICT WATER AND WASTE WATER
Table 16.53 Planned District Water And Waste Water Projects(Lg 1110)
Projects
Location
Qty
New Water Supply System
New villages
2
Cost
Implem period
2004/09
Rehabilitation of WSS with interconnection &tank
Ranaka, Molabowabojang
2
2003/04
Rehabilitation of WSS with new
boreholes and tank
Lejwana, Lotlhakane East
5
2003/04
Sekoma
2004/06
Mosi
2005/07
Maokane
2006/08
205
Projects
Location
Qty
Rehabilitation of WSS with new
boreholes
Pitsane,Keng,Mabule,Lorolwane,
Tswaane
18
Cost
Implem period
2004/06
Tswaneng,Khakhea,Tshidilamolomo
2005/07
Magoriapitse,Mokgomane,Seherelela
2006/08
Kokong, Magotlhwane
Goodhope,Metlojane,Sedibeng,
2007/09
Dipotsana,Sesung
Extension of reticulation/
Mabutsane
Additional public stand pipes*
Pitsane/Potlokwe
8
2003/04
2004/05
Tshwanyaneng,Gamoswaana,Sese,
2005/06
Maisane/Mosamowakwena
Phitshane/Molopo,Mmakgori
2006/07
Workshops
Goodhope, Mabutsane
1
2005/06
Light duty vehicle
Mabutsane, Goodhope
2
2003/05
Truck
Mabutsane
1
2004/05
Truck with crane
Goodhope
1
2003/04
Table 16.54
Projects
Location
Qty
Cost
Implem period
Sewer Ponds
Good Hope
1
11,500,000
2004/05
L/Duty Vehicles
Kanye
1
150,000
2004/05
Table 16.55 Summary Of Cost Estimates For Water And Waste Water (Lg 1110)
Projects
2003/04
2004/05
2005/06
2006/07
2007/08
1150,000
563,000
1150,000
563,000
6737,000
2008/09
Total
Water:
New w/supply system
Rehabilitation
4740,000
8202,000
7163,000
8303,000
Ext. of reticulation
380,000
235,000
660,000
187,000
Workshop
3,426,000
1692,000
1,462,000
1560,000
Vehicles
520,000
36,017,000
1,560,000
430,000
950,000
11500,000
11,500,000
Sewerage:
Sewer ponds
Vehicle
11500,000
Total
5640,000
20697,000
10906,000
150,000
9640,000
7300,000
1692,000
55,065,000
LG 1111 – VILLAGE INFRASTRUCTURE
Table 16.56 Planned village infrastructure projects (lg 1111) – 2003/04-2008/09
Projects
Location
Qty
Unit Cost
Total Cost
Implementation
Period
Design–Village Infrastructure
Moshupa
1
1,500,000
1,500,000
2003/04
Upgrading of village infrastructure (30 km
tarred roads, drainage)
Moshupa
1
57,000,000
57,000,000
2004/05
Upgrading of village infrastructure (30 km
tarred roads, drainage)
Kanye (stage II works)
1
50,100,000
50,100,000
2005/2006
L/duty vehicle – station wagon
Kanye (HQ)
1
250,000
500,000
2003/04
Aerial platform vehicle
Kanye
1
300,000
300,000
2003/04
206
Table 16.57 Summary Of Cost Estimate For Village Infrastructure (Lg1111)
Projects
2003/04
2004/05
2005/06
2006/07
Village infrastructure
1,500,000
57,000,000
50100,000
Vehicles
800,000
Total
2300,000
2007/08
2008/09
Total
108600,000
800,000
57000,000
50100,000
109,400,000
LG 1112 – MUNICIPAL SERVICES
Table 16.58 Planned Municipal Services Projects 2003/04-2008/09
Project
Location
Quantity
Supplies
Warehouse
Kanye
4
Mechanical
Workshop
Unit Cost
Total Cost
Implementation
year
4,260,000
2003/04
Goodhope
2,110,000
2003/04
Mabutsane
2,110,000
2004/05
Moshupa
2,110,000
2005/06
Kanye
1
3,410,000
3,410,000
2005/06
Mabutsane
1
2,210,000
2,210,000
2004/05
Table 16.59 Summary Of Cost Esimates For Lg 1112-Municipal Services
Projects
2003/04
Warehouse-big
4,260,000
Warehouse-small
2,110,000
2004/05
Total
2006/07
2,110,000
2008/09
Total
2,110,000
6,330,000
3,410,000
3,410,000
2,210,000
6,370,000
2007/08
4,260,000
Mech. Workshop-big
Mech. Workshop-sm
2005/06
4,320,000
5,520,000
2,210,000
4,420,000
2,210,000
18,420,000
LG 1115 – DISTRICT ROADS
Table 16.60 Planned District Roads Projects
Projects
Location
Qty
Unit Cost
Total Cost
Implementation
Period
Upgrading to earth roads
Upgrading to gravel roads
Goodhope-Mogwalale
8km
230,000
230,000
2004/05
Bikwe-Fikeng
10km
287,500
287,500
2003/04
Moshupa-Pyetle
16km
460,000
460,000
2003/04
Pyetle-Manyana
10km
287,500
287,500
2003/04
Leporung-Tshidilamolomo
42km
3,460,800
3,460,800
2003/04
Lorolwane-Sekhutlane
38km
3,131,200
2004/05
Ralekgetho-Pitseng
17km
1,400,800
2004/05
Lotlhakane West-Moshana
16km
1,318,400
2004/05
Lefoko-Mokhomma
15km
1,236,000
2004/05
SUBTOTAL
7,086,400
Sesung-Selokolela
14km
1,153,600
2005/06
Pitseng-Naledi
22km
1,812,800
2005/06
Mosi-B101 jct.
7km
576,800
2005/06
SUBTOTAL
3,543,200
Keng-Itholoke
12km
988,800
2006/07
Mabutsane-Kanaku
7km
576,800
2006/07
207
Projects
Location
Qty
Unit Cost
Total Cost
Implementation
Period
Pitseng-Mosepele
17km
1,400,800
SUBTOTAL
Upgrading to bitumen roads
2006/07
2,966,400
Kgomokasitwa-Tshweneyagae
14km
16,660,000
2005/06
Moshupa-Lotlhakane West
10km
11,900,000
2006/07
Phitshane/M-Mokatako-
10km
11,960,000
2004/05
Subtotal
40,520,000
Construction of culverts
Lotlhakane West-Polokwe
2
100,000
200,000
2003/04
Lotlhakane West-Moshana
1
100,000
100,000
2003/04
Kgomokasitwa-Magotlhwane
3
100,000
300,000
2003/04
Molapowabojang-Lorwana
2
100,000
200,000
2004/05
Mmathethe-Metlobo
3
100,000
300,000
2004/05
Sub Total
11
1,100,000
1,360,200
2005/06
Construction of bridges
See under MWTC
Construction of road depot
Kanye/Moshupa
1
Light duty vehicles
Kanye/M,Goodhope,Mabutsane
3
150,000
450,000
2003/06
Trucks/crane
Kanye
1
500,000
500,000
2004/05
Tipper truck
Goodhope-2
2
350,000
700,000
2003/04
Motor grader
Goodhope
2
1,000,000
2,000,000
2003/04
Mabutsane
2005/06
Roller
Goodhope
1
850,000
850,000
2004/05
F/end loader
Kanye
1
700,000
700,000
2004/05
Bulldozer
Kanye
1
2,147,000
2,147,000
2003/04
Low-bed transporter
Kanye
1
600,000
600,000
2003/04
Table 16.61 Summary Of Cost Estimates For District Road (Lg1115)
Projects
2003/
2004/
2005/
04
05
06
Upgrading to earth roads
1035,000
230,000
Upgrading to gravel roads
3460,800
7086,400
3543,200
2966,400
17056,800
Upgrading to tar roads
900,000
11,900,000
16600,000
11900,000
40460,000
Culverts
600,000
500,000
Road depot
100,000
L/duty vehicles
150,000
150,000
H/duty vehicles
700,000
450,000
Plant equipment
3747,000
1550,000
1000,000
Total
10692,800
22226,400
22253,400
7,500,000
2,000,000
Roads maintenance (LG104)
2006/07
2007/
2008/
08
09
Total
1265,000
1100,000
1260,200
1360,200
150,000
450,000
1150,000
6297,000
13966,400
69139,000
9,500,000
16.7.4 Plan Monitoring Program
The plan monitoring program should ensure that projects are implemented according to
plan and that plan deviations are analysed and either remedy measures are taken or plan
objectives revised. In addition to the implementation schedule detailed above, plan
monitoring will be undertaken through the existing tools such as quarterly financial and
physical progress reports, monthly reports, Annual Development plans, Project review
exercises, and the midterm reviews.
208
Quarterly Financial and Physical Progress Reports
Quarterly Financial and Physical Reports will be produced which will show the physical
and financial status of the projects implemented. This will enable the implementing
departments in reviewing whether projects are completed within their time frame and
budget as stipulated in the contracts. In addition, monthly reports site meetings for big
projects will be held where progress will be discussed.
Project Review
Project Review meetings will also be held on annual basis between the district and the
ministry to for purposes of reviewing overall progress in project implementation and
consideration of project proposals for the following financial year. Implementation
constraints will be discussed and resolved during these meetings to facilitate smooth
implementation of projects.
Annual Development Plans
The annual development plans detailing a priority list of development projects to be
implemented in the following financial year will be prepared.
For project
implementation to start on schedule, these plans will be completed in February to enable
other pre-tender activities to be done before the financial year begins.
Mid-Term Review
The mid-term review will be held midway through the plan period. The main aim of the
tool is to review progress on programme and project implementation during the DDP6
with a view to identifying achievements, failures, and proposing plan changes where
necessary.
209
CHAPTER SEVENTEEN
17 PLAN MONITORING AND EVALUATION
17.1 INTRODUCTION
Plan monitoring and evaluation ensures smooth implementation and management of the
plan. It makes it possible to identify constraints that hinder implementation and find
remedial measures to address these constraints.
17.1.1 The Institutional Framework
The preparation and monitoring of the district development plan is the responsibility of
the District Development Committee with the District Commissioner and the Council
Secretary being the two co-managers. The Council Planning Officer and the District
Development Officer assist in the coordination and implementation of the plan.
17.1.2 Plan Management
The responsibility of plan monitoring and evaluation of the plan generally lie with the
District Development Committee as the plan overseer and the District Full Council as
the ultimate approver of all implementation strategies. Other stakeholders like
Parastatals, non-governmental organizations, and to some extent the private sector,
especially the contractors that are involved in the construction industry also have a
significant role in this process. The plan managers and the planners will continue to link
all players involved in the implementation of the plan.
To facilitate proper monitoring and evaluation, periodic preparations of reports on
programmes and projects implementation are being prepared, which state the targets
each department sets to achieve annually. Based on the annual plans the departments
are expected to report quarterly to the District Development Committee on the progress
in implementation and outlining any constraints experienced. This arrangement helps
the district to take timely and corrective measures in cases there are deviations on
project implementation.
The communities through the Village Development Committees also have limited
monitoring on the plan especially when projects are delayed or when plot is being sort
for a particular project.
17.2 ENVIRONMENTAL MONITORING ACTIVITIES
17.2.1 Environmental Impact Assessment
Before any major project can be implemented in the district, there has to be an
environmental audit to check on those projects that would have to undergo the
environmental impact assessment so as to identify all positive and negative impacts to
the environment. The implementing body has to make sure that all recommended
mitigation measures are carried out during the implementation of the project. Where it
is not possible to carry out an intensive EIA, the concerned departments have to come
up with potential impacts of the project and some mitigation measures.
17.2.2 Strategic Environmental Assessment (SEA)
The main aim of SEA is to identify opportunities and constraints that the projects will
have on the environment thus enabling comparison of alternative projects. This allows
formulation of indicators and monitoring tools to be used during implementation of the
plan. Strategic Environmental Assessment will therefore examine proposed
developments within the context of ecological objectives of the district; national and
international level thus promoting sustainable development and use of natural resources.
210
17.2.3 Public Awareness
To ensure that projects do not have negative impact on the environment in the district,
management and the private sector will facilitate community education on
environmental awareness and make use of policies, legislation and regulatory measures
in place. In addition advices will continually be sought from NCSA and similar
conservation bodies on how to address environmental issues.
17.3 FINANCIAL AND PERSONNEL CONSTRAINTS
17.3.1 Public Sector Resources
At the end of District Development Plan 5, Southern district was running short of
technical officers in order to effectively implement the projects planned, this is so
especially in the Labour Based Public Works which needs Technical officers for
efficient supervision and monitoring of implemented projects. The district is also faced
with the problems of ministries placing junior officers at the district level that cannot
take decisions on their own without firstly contacting headquarters. This brings delays
in project implementation.
In order to achieve the intended objectives of the plan adequately trained and
experienced
Personnel should be made available to implement, monitor and review the development
plan. The need to have experienced and adequately trained personnel cannot be over
emphasized.
17.3.2 Financial Resources
Councils still have dependence on central government for financial resources. The
ceilings set by the ministries mainly determine the capital budget. These ceilings are
normally lower than the proposed budget due to the economic situation of the country
and the priorities set by government. Lack of capacity is also a factor affecting the
ceilings offered to districts programmes.
For the council to implement a project/programme funding has to be sourced from the
ministry, this sometimes takes long and end up with cost over runs. The ministry
usually delays in approving funds being requested, as it has to wait for all project
memoranda from all districts before funds can be released to the district. This results in
poor performance on project implementation, as there is sometimes a gap between
estimated financial requirements and actual earnings.
The recurrent budget constraint is affecting the replacement of machinery and
equipment that are vital for effective implementation of projects and programmes. This
problem creates shortage of transport and the few available are over stretched and
results in regular breakdowns.
As DDP6 is Performance Management Systems complaint, the limited financial
resources allocated will be used to the optimal use to avoid cost over runs on projects.
Implementation of programmes and projects will depend on the availability, timely
approval and disbursement of funds on yearly basis.
17.4 PROPOSED PLAN MONITORING ACTIVITIES DURING DDP6
17.4.1 Project Performance Indicators
For plan monitoring to be effective, project performance indicators set in the plan need
to be revisited now and then to check on the progress made. The project performance
indicators will indicate if at all there are some achievement or progress made, if not,
they need to be revisited and find best ways in which they can be achieved.
211
17.4.2 Quarterly Progress Reports
The quarterly progress reports is one of the most important ways in which the district
can identify any constraints that may hinder the progress of the project and improve
project management. It provides information on implementation progress to all
interested parties and helps in checking whether progress is being made as planned in
carrying out programmes and projects.
17.4.3 Annual Project Review
Annual Project Review will be part of the plan monitoring and evaluation process that
the district will endeavour to promote during the implementation of DDP6. The review
will:




Review the implementation status of programmes and projects for each
financial year.
Devise strategies to achieve programme goals and objectives for the annual
plan.
Justify projects proposed for the next financial year
Make trade-offs where necessary.
Local level organizations, departments and agencies should be involved in the
implementation of the projects more so that they are end users and sometimes may have
to provide basic facilities such as land, roads and water to make such projects
operational.
17.4.4 Mid Term Review
Mid term review is conducted mid way of the implementation of the District
Development Plan. The aim of the review is to:




Review policies and assess the performance of the plan
Address major or controversial issues and suggest re-prioritisation alternatives
for policies, strategies, programmes and projects where appropriate.
Serve as future ground work for the next plan
Ensure the highest success in the implementation of the remaining part of the
plan.
All stakeholders need to be involved when the mid term review is conducted. Successful
project implementation and monitoring depends solely on the availability of supportive
resources like manpower, funding and availability of competent contractors. Transfers
of key personnel during project implementation does have an effect on the plan, hence it
need to be done cautiously. Public enterprises such as Botswana Power Corporation
and Botswana Telecommunications Corporation need to provide the essential services
in the shortest possible time to avoid cost overruns especially for power connection.
212
APPENDIX A : DDP6 MATRIX
Projects
Qty
2003/04
2004/05
Building maintenance
5,825,000
4,316,000
10,141,000
Roads maintenance
7,500,000
2,000,000
9,500,000
Water maintenance
1,122,000
Subtotal
14,447,000
6,316,000
MINISTRY
OF
GOVERNMENT
Unit Cost
2005/06
2006/07
2007/08
2008/09
DDP6 TEC
LOCAL
LG 101 – Maintenance of Public
infrastructure
1,122,000
20,763,000
LG104 – LA Fleet Management
L/duty vehicle-s/cab
13
150,000
450,000
450,000
450,000
150,000
450,000
0
1,950,000
L/duty vehicle-d/cab
20
180,000
720,000
540,000
720,000
900,000
720,000
0
3,600,000
H/duty vehicle
2
250,000
0
250,000
250,000
0
0
0
500,000
Trucks
3
300,000
300,000
300,000
300,000
0
0
0
900,000
Subtotal
38
1,520,000
1,520,000
1,520,000
1,270,000
1,120,000
0
6,950,000
LG 301 – Food Storage Facilities
Food Storage facility (LG301)
4,893,000
4,893,000
LG 901 – Customary Courts
Extension of Office
2
931,600
931,600
Customary Court Offices
13
931,600
1,863,200
2,794,800
Subtotal
15
931,000
2,794,800
1,925,000
LG1101 –
Management
LA
Planning
931,600
0
0
2,794,800
1,863,200
2,794,800
0
2,794,800
2,794,800
2,794,800
2,794,800
1,575,000
1,575,000
1,575,000
1,575,000
3,640,000
3,640,000
3,640,000
3,640,000
1,863,200
13,974,000
&
LG 1102 –Primary School Facilities
Two-Teacher Schools
Full - Fledged Schools
1,575,000
9,800,000
14,560,000
213
Projects
Qty
Unit Cost
2003/04
Special Ed. Facilities
2004/05
2005/06
700,000
2006/07
2007/08
700,000
700,000
2008/09
DDP6 TEC
2,100,000
Classrooms
5,850,000
3,600,000
2,250,000
1,800,000
450,000
300,000
14,250,000
Teacher's quarters
10,600,000
11,400,000
10,600,000
4,800,000
3,200,000
3,400,000
44,000,000
1x2 toilet
3,440,000
3,480,000
3,480,000
1,720,000
2,000,000
1,080,000
15,200,000
Administration block
0
1,200,000
900,000
1,500,000
1,200,000
1,200,000
6,000,000
A/B Extension
180,000
720,000
540,000
720,000
720,000
720,000
3,600,000
Libraries
0
900,000
900,000
900,000
900,000
0
3,600,000
Resources rooms
0
600,000
400,000
400,000
200,000
400,000
2,000,000
Science rooms
0
750,000
750,000
500,000
500,000
0
2,500,000
Grid Power connection
160,000
240,000
240,000
240,000
160,000
160,000
1,200,000
Solar power provision
800,000
300,000
300,000
200,000
200,000
200,000
2,000,000
200,000
570,000
22,955,000
29,305,000
26,145,000
Vehicles
TOTAL
770,000
18,695,000
15,445,000
9,035,000
121,580,000
LG 1103 – Recreational Facilities
Central Park
1
0
200,000
600,000
Sports Grounds
1
0
200,000
200,00
200,000
400,000
800,000
200,000
LG 1104
Facilities
–
Primary
Health
24 hour clinic (structure)
800,000
600,000
0
0
5005,000
1,400,000
5,005,000
Clinic (structure)
4820,000
4820,000
2410,000
2410,000
14,460,000
Maternity ward
2205,000
2205,000
Health post (structure)
905,000
905,000
905,000
905,000
1810,000
905,000
6,335,000
Nurses houses
1368,000
1368,000
1026,000
684,000
513,000
513,000
5,472,000
Power supply
340,000
240,000
80,000
80,000
Incinerator
1250,000
250,000
1,500,000
Medical waste store
280,000
20,000
300,000
District medical store
100,000
1908,000
2,008,000
Ambulances
600,000
600,000
4,410,000
600,000
200,000
740,000
2,000,000
214
Projects
Qty
Unit Cost
Headquarters vehicles
2003/04
2004/05
2005/06
1050,000
510,000
510,000
2,070,000
800,000
800,000
1,260,000
Supply vehicles
Rehabilitation vehicles
480,000
480,000
300,000
Subtotal
13,398,000
18,311,000
6,631,000
RAC Moshupa
500,000
19,700,000
Extension of RAC-Good Hope
100,000
2006/07
4,279,000
2007/08
2,323,000
2008/09
1,418,000
DDP6 TEC
46,360,000
LG 1105 – Rural Administration
Centre
Extension offices
–
6,000,000
6,100,000
150,000
Subtotal
LG
1106
Development
20,200,000
Remote
150,000
600,000
20,850,000
6,000,000
0
0
0
26,450,000
Area
Cattle
728
91,500
457,500
366,000
366,000
1,281,000
Smallstock
1250
103,600
207,200
155,400
158,800
625,000
240,000
240,000
30,000
510,000
1,200,000
2,400,000
Arable farming
Farmland purchase
2
Small-scale projects
6
Subtotal
1,200,000
25,000
50,000
220,100
2,154,700
75,000
761,400
1,754,800
75,000
150,000
0
4,966,000
LG 1107 – Labour Intensive Public
Works Programme
Hand /Stampers
9
125,000
100,000
Guard Shelter (pr/school)
18
120,000
120,000
Double Toilet (Health facility)
3
0
60,000
Extension Offices
11
325,000
325,000
65,000
770,000
Storeroom (matimela)
1
30,000
605,000
185,000
1,390,000
Subtotal
600,000
225,000
120,000
300,000
60,000
LG 1108 – Rural Sanitation
Land fill site + plant
2
14,500,000
14500,000
Upgrading dumping site
1
150,000
150,000
900,000
14500,000
29900,000
150,000
215
Projects
Qty
Unit Cost
2003/04
2004/05
2005/06
New dumping sites
3
50,000
50,000
50,000
50,000
Refuse compactors
6
550,000
1650,000
550,000
550,000
Skip carrier
2
220,000
220,000
220,000
Skips
20
20,000
200,000
200,000
Tipper truck
2
300,000
300,000
Medical waste vehicles
6
300,000
900,000
Vacuum tanker
3
350,000
350,000
Front-end loader
1
350,000
Latrine substructures
900
6,000
900,000
900,000
Slaughter house
2
3,650,000
200,000
3650,000
3650,000
7500,000
Refrigerated truck
2
300,000
300,000
300,000
600,000
Supervision vehicles
4
2007/08
2008/09
330,000
550,000
3,300,000
840,000
300,000
600,000
600,000
1,800,000
350,000
150,000
DDP6 TEC
150,000
350,000
1,050,000
350,000
Privatization
Total
300,000
2006/07
350,000
900,000
900,000
900,000
900,000
180,000
5400,000
660,000
1,000,000
1,000,000
19750,000
7670,000
2930,000
6300,000
15750,000
900,000
53,300,000
Small projects
480,000
480,000
480,000
480,000
480,000
480,000
2,880,000
Pilot component
80,000
80,000
80,000
80,000
80,000
80,000
480,000
Block grant
60,000
60,000
60,000
60,000
60,000
60,000
360,000
Training & Logistics
18,000
18,000
18,000
18,000
18,000
18,000
108,000
Vehicles
180,000
180,000
180,000
Total
818,000
818,000
818,000
638,000
638,000
1150,000
563,000
1150,000
563,000
6737,000
LG 1109 – Community Projects
Micro projects
540,000
638,000
4,368,000
LG 1110 – District Water Supply
New w/supply system
Rehabilitation
4740,000
8202,000
7163,000
8303,000
Ext. of reticulation
380,000
235,000
660,000
187,000
Workshop
Vehicles
1560,000
520,000
430,000
3426,000
1692,000
36017,000
1,462,000
1,560,000
950,000
Sewerage:
216
Projects
Qty
Unit Cost
2003/04
Sewer ponds
2004/05
2005/06
2006/07
2007/08
2008/09
1,1500,000
Vehicle
11,500,000
1,1500,000
Subtotal
DDP6 TEC
5,640,000
2,0697,000
1,0906,000
Village infrastructure
1,500,000
57,000,000
50,100,000
Vehicles
800,000
Total
2,300,000
150,000
9,640,000
7,300,000
1,692,000
55,065,000
LG 1111 – Village Infrastructure
108,600,000
800,000
57,000,000
50100,000
109,400,000
LG1112 – Municipal Services
Warehouse-big
3,660,000
Warehouse-small
3,660,000
2,110,000
2,110,000
Mech.Workshop-big
3,010,000
Mech.Workshop-sm
3,010,000
1,610,000
Subtotal
1,610,000
2,110,000
5,270,000
3,010,000
10,390,000
Upgrading to earth roads
1035,000
230,000
Upgrading to gravel roads
3460,800
7086,400
3543,200
2966,400
17056,800
Upgrading to tar roads
900,000
12260,000
16300,000
11000,000
40460,000
Culverts
600,000
500,000
Road depot
100,000
L/duty vehicles
150,000
150,000
H/duty vehicles
700,000
450,000
Plant equipment
3747,000
1550,000
1000,000
Subtotal
10692,800
22,226,400
22,253,400
13,966,400
3,035,000
3,035,000
3,035,000
3,035,000
LG 1115 – District Roads
1265,000
1100,000
1260,200
1360,200
150,000
450,000
1150,000
6297,000
69,139,000
MINISTRY OF LANDS, HOSING
AND ENVIRONMENT
LH 203 – District Housing
Staff Houses – DA
110
3,035,000
3,033,000
18,208,000
217
Projects
Qty
Unit Cost
2003/04
2004/05
2005/06
2006/07
2007/08
2008/09
Staff Houses – TA
DDP6 TEC
17,600,000
Staff Houses – Council
97
2,770,000
2,700,000
2,770,000
2,770,000
2,770,000
2,770,000
16,620,000
Staff Houses – Land Board
2,720,000
Subtotal
55,298,000.00
LH 1001 – District Land Use Plan
1,600,000
800,000
1,600,000
4,000,000
Sub Land Board Offices
1,200,000
-
1,200,000
2,400,000
Vehicles
400,000
360,000
400,000
1,160,000
GSP Equipment
440,000
LH 1102- Land Use Planning
MINISTRY OF FINANCE
DEVELOPMENT PLANNING
1,200,000
440,000
200,000
700,000
3,900,000
3,900,000
-
-
875,000
2,975,000
&
Revenue Offices &Staff Houses
7,800,000
Customs & Excise;
Ramatlabama Offices
12,900,000
12,900,000
Phitshane /Molopo Offices
MINISTRY OF
HOME AFFAIRS
LABOUR
3,700,000
3,700,000
&
HA 41/120 –National Archives &
Records Services
Kanye Records Centre
16,245,794
16,245,794
HA 301 – Prison Facilities
Moshopa Women’s Prison
1
22,097,606
Improvement to Kanye Prison
1
3,883,999
2,000,000
1,000,000
20,097,606
22,097,606
2,883,999
3,883,999
HA 419 – Labour Facilites
Kanye Labour Office
1,000,000
3,612,100
4,612,100
711,300
1,000,000
1,711,300
HA 502 – National Library Services
Kanye Extension
1
1,711,300
Goodhope Library
1
15,500,000
1,000,000
14,500,000
15,500,000
218
Projects
Qty
Unit Cost
Kanye mobile library
1
1,000,000
2003/04
2004/05
2005/06
2006/07
2007/08
2008/09
1,000,000
DDP6 TEC
1,000,000
Village Reading Rooms*
To be decided
Book Box Services*
To be decided
HA 902 – Sports & Recreation
Kanye Stadium
1
1,000,000
6,000,000
7,000,000
14,000,000
MINISTRY
OF
MINERALS,
ENERGY &WATER AFFAIRS
MR101/104 MMEWR Facilities
Moshupa Office
MR
124Development
1
National
6,330,000
2,281,000
4,049,000
6,330,000
Power
Village Electrification
Village Electrification (20km form
existing grid)
MR
215-Geological
Facilities
Survey
Molapowabojang Coresheds
2,000,000
MR217- Mineral Exploration
Molopo Farms Complex
1
5,200,000
5,200,000
5,200,000
Molopo Weir
1
215,000
215,000
215,000
MR315 – Water Affairs Facilities
Moshupa Office Block
2,281,000
MR302-Major Village Water Supply
& Development
4,149,000
6,430,000
3,853,000
4,598,000
12,771,000
39,882,000
61,104,000
3,853,000
4,598,000
12,771,000
39,882,000
61,104,000
-
-
Thamaga/ Moshupa water supply &
Dev
1
Kanye Connection to N-S carrier
1
28,848,000
2,281,000
11,855,000
14,712,000
1
31,880,000
17,314,000
13,312,000
1,255,000
-
28,848,000
MR342- Village Water Supplies and
Energy
Mabutsane
Investigation
Ground
Water
31,880,000
219
Projects
Good
Hope
Area
Evaluation Project
Resource
Qty
Unit Cost
1
19,000,000
2003/04
2004/05
2005/06
8,000,000
11,000,000
2006/07
2007/08
2008/09
DDP6 TEC
19,000,000
MR413- Mining and Air pollution
Control
Expansion
of
air
pollution
monitoring network (Kanye)
465,000
Rehabilitation of old and abandoned
Shafts (Moshaneng)
285,000
2,371,000
3,065,000
465,000
5,721,000
MINISTRY OF EDUCATION
ED 107- Regional Education Offices
Kanye
3,300,000
ED801-Community
Secondary Schools
Junior
Additional Facilities
24
44,301,450
ED 802 – Senior Secondary Schools
New Senior Sec. School-Gooodhope
59,200,000
Senior sec.
Moshupa
School
upgrading-
16,731,000
Senior sec.
Seepapetso
School
upgrading
9,250,000
ED 201 – Brigades Development
Moshupa
13,000,000
MINISTRY OF AGRUCULTURE
AG 105-NAMPAADD
AG 101 – Livestock Marketing
Facilities
Goodhope,Hebron,
Pitsana,
Molapowabojang
Mokatako,
Digawana,
AG 104 – Dairy Improvement
Sunnyside, Pitsane
445,000
AG 206 - SLOCA
220
Projects
Qty
Unit Cost
2003/04
2004/05
2005/06
2006/07
2007/08
Ramatlabama
2008/09
DDP6 TEC
17,950,000
AG 216- Improvement to Disease
Control
Animal Health Centre -Goodhope
479,424
Regional Office -Kanye
479,424
6,490,218
6,490,218
Animal Health Centre -Gasita
478,126
478,126
Animal Health Centre -Thankane
402,700
402,700
ALDEP House-Sekgwasentsho
230,035
230,035
ALDEP House-Phuduhudu
230,035
230,035
ALDEP House-Morwamosu
237,984
237,984
AG 270 – Artificial Insemination
Services
Goodhope & Tsatsu
1,742,000
AG 301 - ALDEP
1,360,000
AG 302 – Irrigation and Water
Development
Southern District
8,035,000
AG 315 –Development of Extension
Services
A/Ds Moshopa
A/Ds Tsonyane
220,238
220,238
220,238
220,238
A/Ds Ditlharapeng
220,238
220,238
A/Ds Lotlhakane West
220,238
220,238
A/Ds Mokgomane
220,238
220,238
A/Ds Mokhomma
220,238
220,238
A/Ds Segwagwa
220,238
220,238
A/Ds Mathethe
220,238
220,238
A/D’sPelotshetlha
220,238
220,238
A/Ds Digawana
220,238
220,238
SRTC Pelotshetlha
440,476
440,476
221
Projects
Qty
SRTC
Office
Pelotshetlha
Block/HE
AG
406-Research
Support
-
Unit Cost
2003/04
2004/05
2005/06
2006/07
2007/08
3,204,355
2008/09
DDP6 TEC
3,204,355
Programme
Goodhope & Selokolela
1,381,980
AG 423-Agricultural Research
Southern District Villages
5,631,650
AG 501-Coorporative Development
Kanye
1,839,000
MINISTRY OF HEALTH
MD 101 – MOH Computarisation
Computerization of SDA School of
Nursing
MD 201–Institute of Health Sciences
Upgrading
Nursing
of
SDA
School
of
29,312,670
MD 405- Primary Hospitals
3,140,335
Primary Hospital-Moshupa
50,000,000
50 bed Hospital - Mabutsane
52,000,000
MD 425 – Oral Health Services
SDA Hospital
6,000,000
MD 511 – Improvement to Technical
Support Services Infrastructure
Construction of MEMS Workshop
at Goodhope Primary Hospital
7,000,000
MINISTRY
OF
TRADE
INDUSTRY & WILDLIFE
Local Enterprise Development
Construction of Staff house Phase I
Kanye
1,101,168
222
Projects
Qty
Construction of Staff houses Phase
II Goodhope
Unit Cost
2003/04
2004/05
2005/06
2006/07
2007/08
2008/09
DDP6 TEC
565,784
Rural Industries Promotion
Construction of Industrial Satellite
Service Centres
3,610,000
Technology Adaptation (Kanye)
14,665,000
Staff housing
1,545,000
Completion
(Kanye)
of
H/Q
Building
2,000,000
Refurbishment of RIIC Properties
(Kanye)
1,300,000
Information Technology
1,070,000
Food Technology Research Services
NFTRC Master Plan
6,125,523
Staff Housing
3,705,000
Lab Equipment
7,804,500
Information Technology
645,000
Development of DTCA
Staff houses - Kanye
1,260,623
Development of Tourism
Development
Tourism Plan
of
the
District
1,000,000
Development of the Department of
Wildlife and National Parks
Office Block – Kanye
Extension
Mabutsane
Community
Initiatives
to
Office
Private
3,000,000
Block–
500,000
Sector
Conservation Initiatives
100,000
CBRNM
100,000
223
Projects
MINISTRY
OF
TRANSPORT
COMMUNICATIONS
Qty
Unit Cost
2003/04
2004/05
2005/06
2006/07
2007/08
2008/09
DDP6 TEC
WORKS,
AND
Botswana Railway Finances
Feasibility study on Trans-Kalahari
Rail link
1500,000
Road Transport Control & Safety
Ramatlabama w/bridge office &
equipment
583,400
Vehicle Testing Station-Kanye
10,658,000
Driver Testing Ground-Kanye
3,500,000
Refurbishment of Office-Kanye
1,300,000
WT502-Bitumen
Improvement
Roads
Jwaneng-Sekoma
5,000,000
Sekoma-Kokotsha
30,000,000
Mogobane-Ranaka
20,000,000
Rehabilitation Projects;
Thamaga-Kanye
15,320,000
Boatle-Ramatlabama
36,385,000
Lobatse-Kanye
16,852,000
Kanye Shoulder Reseal
4,704,000
Phitshane-Molopo Bridge
Moshopa-Lotlhakane
WT508(91/508)- Trunk Roads in
Urban Roads
Kanye by Pass
18,000,000
WT509(91/509)- Secondary Roads
Construction
Phitshane - Mabule
60,000,000
Mogobane-Ranaka
20,000,000
224
Projects
Qty
WT521(91/521)Construction
Unit Cost
2003/04
2004/05
2005/06
2006/07
2007/08
2008/09
DDP6 TEC
Bridge
Phitshane/Molopo(Boarder)
Mosope River in Moshopa
Molapowabojang-Mogojogojo
Kolobeng river (Manyana)
Moshupa-Lotlhakane West
Metereological Services
Office
&
Accommodation
Residential
Upgrading Climatic Stations
900,000
Central Transport Organisation
Electrification of Fuel point-Kanye
60,000
Electrical & Mechanical Services
DEMS Regional Office-Kanye
MINISTRY
PRESIDENT
OF
4,378,000
STATE
OP 413(21/413)- Development of
Broadcasting Network
UHF/VHF Bands- RB1,RB2 & TV
Medium
Khakhia)
Wave(Mmathethe
District Offices
Goodhope
&
Housing
Regional Offices – Kanye
2,560,000
&
2
4,000,000
8,000,000
-
1
2,216,000
2,216,000
1
7,500,000
7,500,000
1
9,090,000
Improvement to Police Stations
Phitshane-Molopo Police station
9,090,000
9,090,000
225
Projects
Qty
Unit Cost
2003/04
2004/05
2005/06
2006/07
2007/08
2008/09
DDP6 TEC
OP 413 (21/413) – Police Housing
Phitshane-Molopo
26
9,613,000
9,613,000
Kanye
47
16,000,000
16,000,000
Improvement to Existing Houses
Pitshane-Molopo
6
100,000
600,000
600,000
Kanye
35
100,000
3,500,000
3,500,000
Police
Telecommunication
Equipment
&
Extension of VHF Radio trunking
226