FINAL 2011/16 INTEGRATED DEVELOPMENT PLAN Final IDP 2011-15.pdf(v) Cllr M. C Moshwana (portfolio...
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1 | Page FINAL 2011/16 INTEGRATED DEVELOPMENT PLAN
Transcript of FINAL 2011/16 INTEGRATED DEVELOPMENT PLAN Final IDP 2011-15.pdf(v) Cllr M. C Moshwana (portfolio...
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FINAL 2011/16
INTEGRATED DEVELOPMENT PLAN
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GENERAL INFORMATION
I. Executive Committee Members
(i) Cllr R.S Mamekoa (Mayor)
(ii) Cllr M.M Manamenla (portfolio chairperson Technical services)
(iii) Cllr M.B Pholoane (portfolio chairperson Corporate services)
(iv) Cllr A. P Mohlala ( portfolio chairperson Finance)
(v) Cllr M. C Moshwana (portfolio chairperson Strategic services)
(vi) Cllr N. J Mahlake ( portfolio chairperson Community services)
(vii) Cllr S. O Serothwane ( portfolio chairperson Economic and Land
Development)
(viii) Cllr S. M Nkosi ( Deputy chairperson Technical services)
(ix) Cllr T. A Maroga (Deputy chairperson Finance)
(x) Cllr M.R Khoza (Deputy chairperson Community services)
II. Addresses
The Greater Tubatse Municipality 01 Kastania street
Box 206 Burgersfort
Burgersfort
1150
Tel: (013 231 1000
Fax :( 013 231 7467
Website: http://www.tubatse.gov.za
III. Contacts
M.F. Mokoko R.R. Molapo
Acting Municipal Manager Director Strategic Planning
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FOREWORD BY THE MAYOR
Majority of the people of Tubatse are celebrating delivery of services, whilst there are yet many
others who are still waiting.
This is as a result of the legacy of apartheid and colonial oppression which cannot be outdone
within a short period, however the ANC led government is determined to achieve the mission of
building a better South Africa, Limpopo, Sekhukhune and Tubatse for all.
Of significance were programmes and projects that responded to the following key tenets as crafted then: Institutional Development and Organizational transformation, Basic service delivery, Local Economic development, financial viability and Good Governance. Transient to the actualization of the mentioned tenets, spatial rationale demanded due attention that was intermittently observed for institutional reporting.
The IDP process took queue from key national calls to drive service delivery and economic development.
. To mention but a few these are: State of the nation’s address, turnaround strategies, outputs for
outcome nine(9) most relevant to Local Government and significant to these, community inputs from
public participation and results of the 2010 community satisfaction survey.
Key to these are the inputs amassed from the several engagements held. Few conclusions were drawn
with due acknowledgements that Greater Tubatse faces challenges related to poor Revenue collection
systems, significant Electrification backlog, Poor roads infrastructure and maintenance plans and
Limited capacity to manage waste.
The Greater Tubatse Municipal vision is, “a developed platinum city for the benefit of all.”
We believe that through this vision, this municipality will be able to build a united, no-sexist,
democratic and prosperous Tubatse.
Our 2011/16 IDP document will be utilized as a tool to realize the above stated vision and the
following key areas have been prioritized:
- Institutional development and transformation
- Basic services delivery
- Local economic development
- Financial viability and management
- Good Governance and public participation and
- Spatial rationale
We are confident of the future and believe that our relationship and partnership with the
community, Magoshi and business and all stakeholders in Tubatse should be responsive, cautious
and honest, focusing on good governance, poverty eradication and sustainable development.
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Working together we can develop Tubatse as South Africa’s first democratic platinum city for the
benefit of all.
I thank you.
MAYOR
CLLR R.S MAMEKOA
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Executive summary by the Acting Municipal Manager
The Municipal systems act has introduced the notion of integrated development planning in-order to
promote local democracy, integration of programmes and socio development for the local communities.
The Greater Tubatse Municipality has indeed for the past ten years lived to its commitments of
improving the quality of life of the people of Tubatse. A lot has been done and a lot more needs o be
done during the next five years. The 2011/16 IDP document for the Greater Tubatse Municipality is a
five year programme for the municipality and is focusing on the six local government strategic agenda
items and the national priorities for development.
Roads and other municipal infrastructure calls for adept focus and appropriate management systems
inclusive of detailed and well resourced maintenance plans. Limitations to these unfortunately
undermine elements like revenue collection, community confidence and others. The topography of
Greater Tubatse create stress to sustenance of access roads to key destinations given that mild rains
easily wash away such amenities.
The Integrated Development Plan for 2006/11 has come and gone with its successes and limitations. To
mention but a few successes, the municipality has been recognised to perform well on Expanded Public
Works programme in the past year. Amidst electricity capacity challenges and limited budget provision
over the years, 70% of households enjoy the basic amenity of their households being electrified. The
compilation of the IDP as a municipality has been acknowledged to be of good standard over the past
two years and this is incumbent upon the current and coming administration to maintain and sustain
the standard.
In summary the municipality consolidated the focus areas for the coming five years in the following
manner for which appropriate strategies are drawn and these will be subject to annual reviews - Capacity building programmes for both Councillors, Officials and Ward Committees
- Systems development and improvements
- Construction and maintenance of roads
- Constructions and maintenance of small access bridges
- Electrification and new connections to households
- Development and maintenance of sports facilities
- Refuse removal
- Capacitating and maintaining the municipal public works programme and
- Implementation of Mayor’s special programme and intensify the public participation
programme etc.
The overall budget for the 2011/12 financial year is R 250 546 970 and an amount of R 54 700 00
will be utilised as capital expenditure and R 195 846 971 for operational purposes.
I thank you.
M.F MOKOKO
Acting Municipal Manager
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Table of Contents SECTION 1: EXECUTIVE SUMMARY ................................................................................................. 11
1.1 Greater Tubatse Municipality ..................................................................................................... 11
1.2 Legal framework ......................................................................................................................... 12
1.2.1 Bill of Rights (The Constitution of the Republic of South Africa) ........................................ 12
1.2.2 Objects of Local Government (Section 152) ....................................................................... 12
1.2.3 Municipal Systems Act, Act 32 of 2000 ............................................................................... 12
1.3 Powers and functions of GTM .................................................................................................... 13
1.4 MEC’’S assessment reports ........................................................................................................ 14
1.5 Local Government Key Performance Areas ................................................................................ 16
1.6 National Outcomes ..................................................................................................................... 16
SECTION 2: PREPARATORY PHASE .................................................................................................. 17
2.1. 11/16 IDP processes/methodology ..................................................................................... 17
2.2. IDP Process Plan ...................................................................................................................... 18
2.2 GTM Revised IDP Process plan (2011/2012 – 2015/2016.) .................................................. 19
2.3 IDP and Budget Structures and responsibilities...................................................................... 20
SECTION 3: SITUATIONAL ANALYSIS ............................................................................................... 22
3.1 Population and Demographics ................................................................................................... 22
3.2 Special Focus Groups .................................................................................................................. 24
3.3 Spatial Analysis ........................................................................................................................... 25
3.3.1 Spatial patterns ................................................................................................................... 25
3.3.2 Roads ................................................................................................................................... 26
3.3.3 Topography ......................................................................................................................... 26
3.3.4 Land Tenure System/ Apartheid Legacy .............................................................................. 26
3.3.5 Mining Belt .......................................................................................................................... 27
3.3.6 Delimitation of Municipal wards ......................................................................................... 28
3.3.7 Conservation Areas ............................................................................................................. 30
3.3.8 Rural Settlements ................................................................................................................ 30
3.3.9 Land claims .......................................................................................................................... 31
3.3.10 Landownership ................................................................................................................ 31
3.3.11 Climate and Environmental Analysis ............................................................................... 32
3.4 Infrastructure and Basic Services Analysis ................................................................................. 40
3.4.1 Water................................................................................................................................... 40
3.4.2 Sanitation ............................................................................................................................ 43
3.4.3 Electricity ............................................................................................................................. 44
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3.4.4 Housing ................................................................................................................................ 48
3.4.5 Waste and Refuse Removal................................................................................................. 54
3.4.6 Roads and Storm water ....................................................................................................... 55
3.4.7 Transport ............................................................................................................................. 61
3.4.8 Cemeteries .......................................................................................................................... 63
3.5 Local Economic Development .................................................................................................... 64
3.5.1 Economic Profile of GTM..................................................................................................... 64
3.5.2 Comparative and Competitive advantages of the local economy ...................................... 69
3.6 Socio Economic Analysis ............................................................................................................. 70
3.6.1 Education............................................................................................................................. 70
3.6.2 Health and Social Development .......................................................................................... 71
3.6.3 Health facilities .................................................................................................................... 72
3.6.4 Safety and Security .............................................................................................................. 74
3.6.5 Disaster Management ......................................................................................................... 75
3.6.6 Sports, Arts and Culture ...................................................................................................... 75
3.6.7 Post Offices.......................................................................................................................... 76
3.7 Good Governance and Public Participation ............................................................................... 76
3.7.1 Communication ................................................................................................................... 76
3.7.2 Public participation ............................................................................................................. 76
3.7.3 Ward Committees ............................................................................................................... 77
3.7.4 Community Development Workers .................................................................................... 77
3.7.5 Traditional Leadership ......................................................................................................... 77
3.7.6 Intergovernmental Relations .............................................................................................. 77
3.7.7 Special focus Groups ........................................................................................................... 77
3.7.8 Audits .................................................................................................................................. 77
3.7.9 Risk management .............................................................................................................. 101
3.7.10 Fraud and Anti corruption ............................................................................................. 102
3.8 Financial Viability and Management ........................................................................................ 103
3.8.1 Municipal Sources of Revenue .......................................................................................... 103
3.8.2 Credit and Debt Control .................................................................................................... 105
3.8.3 Investments ....................................................................................................................... 105
3.8.4 Budget and Treasury ......................................................................................................... 105
3.8.5 Revenue Management ...................................................................................................... 106
3.8.6 Supply Cain Management ................................................................................................. 106
3.8.7 Asset Management ........................................................................................................... 106
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3.9 Municipal Transformation and Organisational Development .................................................. 107
3.9.1 Council ............................................................................................................................... 107
3.9.2 Staff Component ............................................................................................................... 108
3.9.2.1 Skills profile and needs for both Councillors and Officials ............................................ 108
3.9.3 Legal services ..................................................................................................................... 109
3.9.4 Labour relations ................................................................................................................ 110
3.9.5 Information Technology .................................................................................................... 110
3.9.6 Occupational Health and Safety ........................................................................................ 110
3.9.7 Policies and plans for GTM ................................................................................................ 111
3.9.8 Organisational Performance Management System (OPMS) and Performance Management
System (PMS) .................................................................................................................................. 112
3.9.9 Ranked needs of Greater Tubatse Municipality ................................................................ 113
3.9.10 Organogram ................................................................................................................... 115
3.9.11 SWOT ANALYSIS .................................................................................................................... 143
3.9.11.1 Economic and Land Development ................................................................................. 143
3.9.11.2 Departments: Executive Support................................................................................... 145
3.9.11.3 Financial Services ........................................................................................................... 147
3.9.11.4 Community Services Department .................................................................................. 151
3.9.11.5 Strategic Planning .......................................................................................................... 155
3.9.11.6 Technical services .......................................................................................................... 157
3.9.11.7 Corporate services ......................................................................................................... 162
SECTION 4: STRATEGY CHAPTER ................................................................................................... 166
4.1 Vision for Greater Tubatse Municipality .................................................................................. 167
4.2 Mission statements for Greater Tubatse Municipality ............................................................ 167
4.3 Values for the Greater Tubatse Municipality ........................................................................... 167
4.4 Summary of the Strategy Chapter ............................................................................................ 169
4.5 KPA 1: Institutional Development and Transformation ........................................................... 170
4.6 KPA 2: Basic Services ................................................................................................................ 171
4.7 KPA: 3 Local Economic Development ....................................................................................... 172
4.8 KPA: Financial Viability ............................................................................................................. 173
4.9 KPA: 5 Good Governance and Public Participation .................................................................. 174
4.10 KPA: 6 Spatial Rationale ........................................................................................................ 175
SECTION 5: MEDIUM TERM REVENUE AND EXPENDITURE FRAMEWORK ..................................... 176
5.1 Revenue .................................................................................................................................... 176
5.2 Expenditure .............................................................................................................................. 178
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SECTION 6: PROJECTS ................................................................................................................... 182
6.1 Greater Tubatse Municipal Projects & Programmes ................................................................ 182
6.2 Sekhukhune District Municipality ............................................................................................. 214
6.2.1 Water and Sanitation Projects .......................................................................................... 214
6.3 Sector Departmental Projects .................................................................................................. 217
6.3.1 Submissions from Dept.Agriculture .................................................................................. 217
6.3.2 Projects from Department of Health ................................................................................ 219
6.3.3 Projects from Roads and Transport .................................................................................. 220
6.3.4 Projects from DWAE .......................................................................................................... 223
6.3.5 Submissions from LEDET ................................................................................................... 227
6.3.6 Projects from Department of Education ........................................................................... 228
6.3.7 Submissions of Housing Projects by DLGH ........................................................................ 231
6.3.8. Submissions from Department of Environmental Affairs ................................................ 234
6.3.9 Community Works Programme Projects ............................................................................... 235
6.4 ESCOM priority list.................................................................................................................... 239
6.4.1 Villages that will benefit from Alternative Source of Energy/ None Grid/ Solar Systems 243
6.5 SUBMISSIONS FROM LOCAL MINES ......................................................................................... 245
6.5.1 Submissions from Marula mine ........................................................................................ 245
6.5.2 Submissions from Twickenham mine ................................................................................ 247
6.5.3 Submissions from Dwarsriver Mine .................................................................................. 248
6.5.4 Submissions from XSRATA ................................................................................................ 249
6.5.5 Submissions from Modikwa mine ..................................................................................... 254
6.5.6 Submissions from Der Brochen mine ................................................................................ 255
6.5.7 Submissions from Phoka Thaba Platinum mine ................................................................ 256
6.5.8 Submissions from Two Rivers mine .................................................................................. 257
SECTION 7: INTEGRATION ............................................................................................................. 258
7.1 Spatial Development Framework ............................................................................................. 258
7.2 Land Use Management Scheme ............................................................................................... 259
7.3 Integrated Waste Management Plan ....................................................................................... 259
7.4 Employment Equity Plan .......................................................................................................... 260
7.5 Workplace Skills Plan ................................................................................................................ 260
7.6 HIV/AIDS Plan ........................................................................................................................... 260
7.7 LED Strategy.............................................................................................................................. 261
7.8 Revenue Enhancement Plan ..................................................................................................... 261
7.9 Disaster Management Plan ...................................................................................................... 261
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7.10 Capital Investment Framework ............................................................................................ 262
7.11 Integrated Transport Plan ..................................................................................................... 262
7.12 Risk Management Plan ......................................................................................................... 262
7.13. Water Services and Maintenance Strategy (Sekhukhune District) ........................................ 263
SECTION 1: EXECUTIVE SUMMARY
1.1 Greater Tubatse Municipality
The Greater Tubatse municipality was established after the Local Government elections of 2000
comprise thirty one (31) wards represented by one Ward
local Authority of which main offices are located in Burgersfort.
The municipality is a category B municipality as determined in terms of the Municipal structures Act,
Act 117 of 1998. It is a municipality with collective system as contemplated in the Act.
GTM is located north of the N4 highway, Middel
Groblersdal and South of Polokwane. The area of Jurisdiction is approximately 4
as the middelveld as it is located between the Highveld and lowveld regions. It forms part of
Sekhukhune District Municipality within the borders of the Limpopo Province.
Map 1: shows location of GTM
ECTION 1: EXECUTIVE SUMMARY
Greater Tubatse Municipality
Tubatse municipality was established after the Local Government elections of 2000
represented by one Ward Councillor per ward and is administered by a
local Authority of which main offices are located in Burgersfort.
municipality is a category B municipality as determined in terms of the Municipal structures Act,
Act 117 of 1998. It is a municipality with collective system as contemplated in the Act.
GTM is located north of the N4 highway, Middelburg, Belfast and Nelspruit, east of the N1 highway,
Polokwane. The area of Jurisdiction is approximately 4 550 km and is known
as the middelveld as it is located between the Highveld and lowveld regions. It forms part of
within the borders of the Limpopo Province.
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Tubatse municipality was established after the Local Government elections of 2000. It
per ward and is administered by a
municipality is a category B municipality as determined in terms of the Municipal structures Act,
east of the N1 highway,
550 km and is known
as the middelveld as it is located between the Highveld and lowveld regions. It forms part of the
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1.2 Legal framework
1.2.1 Bill of Rights (The Constitution of the Republic of South Africa)
• The Bill of rights is a cornerstone of democracy in South Africa. It enshrines the rights
of all people in the country and affirms the democratic values of human dignity;
equality and freedom.
• The state must respect, protect, promote and fulfil the rights in the bill of rights.
• The rights in the Bill of rights are subjected to the limitations contained or referred for
in section 36, or elsewhere in the bill.
1.2.2 Objects of Local Government (Section 152)
The objects of local Government are, to provide democratic and accountable government
for local communities, to ensure the provision of services to communities in a sustainable
manner, to promote social and economic development, to promote a safe and healthy
environment, and to encourage the involvement of communities and community
organisation in the matters of local government.
A municipality must strive, within its financial and administrative capacity, to achieve the
objects set out in the act.
1.2.3 Municipal Systems Act, Act 32 of 2000
• Section 23 of the act stipulates that a Municipality must undertake developmentally
oriented planning so as to ensure that it strives to achieve the objects of local
government set out in section 152 of the Constitution; gives effect to its developmental
duties as required by section 153 of the Constitution and together with other organs of
state contributed to the progressive realisation of the fundamental rights contained in
section 24, 25, 26, 27 and 29 of the Constitution.
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1.3 Powers and functions of GTM
The following powers and functions are assigned to the GTM In terms of the Municipal
Structures Act of 1998 and the Demarcations Board:
Table1: below reflects GTM power and functions for GTM:
FUNCTION AUTHORISED PROVIDED BY
Water and sanitation No GSDM
Electricity Reticulation No ESKOM
Municipal Roads Yes GTM
Other roads (District and Provincial) No GSDM and Limpopo Department Transport
Housing No Limpopo DPLGH
Building regulations Yes GTM
Local tourism Yes GTM
Fire fighting No GSDM
Street lighting Yes GTM
Traffic and Parking Yes GTM
Trading regulations Yes GTM
Local sports facilities yes GTM
Municipal planning yes GTM
Municipal public transport Yes GTM
Storm water No GSDM
Municipal airport Yes GTM
Billboards and advertising Yes GTM
Control of liquor and food outlet and street
trading
Yes GTM
Local amenities yes GTM
Waste and Cleansing yes GTM
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1.4 MEC’’S assessment reports
Section 32 (1) (a) of the Municipal systems act, act 32 of 2000 mandates the municipal manager
of a municipality to submit a copy of the integrated development plan as adopted by council of
the municipality, and any subsequent amendment to the plan, to the MEC for local government
in the Province within 10 days of the adoption or amendment of the plan.
The Greater Tubatse municipality adopted its 2010/111 IDP review on the 30th
May 2009 and
was submitted to the MEC on the 05th June 2009.
Table2: below are comments from the MEC for the 2010/111 IDP review document:
FUNCTIONS FINDINGS RECCOMMENDATIONS
KPA 1. Spatial
Rationale
Analysis : spatial analysis
information indicated and hierarchy
of settlements
None
Strategies: spatial objectives are
clearly articulated
To be maintained
Projects : spatial projects indicated None
Integration : SDF and LUMS are
available
Maintain status quo
KPA 2:Infrastructure
and basic service
delivery
WATER AND
SANITATION
Analysis: Water and sanitation
challenges and backlogs are
indicated
Maintain status quo
Strategies : water and sanitation
strategies outlined
Maintain status quo
Projects : water and sanitation
projects indicated
Maintain status quo
Integration : no indication of WSDP Indication must be made that
water and sanitation issues are
addressed by Sekhukhune
District WSDP
ENERGY and
ELECTRICITY
Analysis : indication of electricity
backlogs is made
Maintain status quo
Strategies: strategies are indicated Maintain status quo
Projects : electricity and energy
projects indicated
Maintain status quo
Integration : no energy master plan
indicated
GTM must develop energy
master plan
ROADS, STORM
WATER AND PUBLIC
TRANSPORT
Analysis : indication of backlogs on
roads, storm water drainage and
public transport challenges is made
Maintain status quo
Strategies : clear indication of
strategic objectives for water, storm
water drainage and public transport
Maintain status quo
Projects : roads and storm water
drainage projects indicated
Indicate public transport
projects in the next IDP
Integration : no roads master plan Develop roads master plan
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FUNCTIONS FINDINGS RECCOMMENDATIONS
WASTE MANAGEMENT Analysis : waste management
backlogs indicated
Maintain status quo
Strategies : strategies indicated Maintain status quo
Projects : waste management
projects indicated
Maintain status quo
Integration : indication of
availability of IWMP
Maintain status quo
LOCAL ECONOMIC
DEVELOPMENT
Analysis : no indication of local skills
base
Indicate the skills base,
challenges and opportunities
and the number of jobs
created through LED
Strategies : LED strategic objectives
indicated
Maintain status quo
Projects : LED projects indicated Maintain status quo
Integration : LED strategy available Maintain status quo
GOOD GOVERNANCE
AND PUBLIC
PARTICIPATION
Analysis : relationship with
traditional leaders indicated
Maintain status quo
Strategies : Good Governance and
public participation strategies
outlined
Maintain status quo
Projects : Good Governance projects
indicated
Maintain status quo
Integration : no indication of public
participation plan
Develop public participation
strategy
FINANCIAL VIABILITY Analysis : indication is made on
financial standing, source of revenue
and financial policies
Maintain status quo
Strategies : financial strategic
objectives indicated
Maintain status quo
Projects : finance projects indicated Maintain status quo
Integration : 5/3 financial plans
available
Maintain status quo
MUNICIPAL
TRANSFORMATION
AND
ORGANISATIONAL
DEVELOPMENT
Analysis : skills needs indicated Maintain status quo
Strategies : municipal
transformation and organisational
development strategies indicated
Maintain status quo
Projects : organisational
development projects indicated
Maintain status quo
Integration : no institutional plans
available
Develop institutional plan
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1.5 Local Government Key Performance Areas
This document was prepared in relation to the Local Government Strategic agenda which are:
• Spatial rationale
• Basic service delivery
• Local economic development
• Good Governance and Public participation
• Financial viability
• Institutional development and Transformation
1.6 National Outcomes
There are 12 National Outcomes as approved by the National Government. This document
focuses mainly on the National Outcome Number 09 which is more related to Local Government
operations.
• Quality basic education
• A long and healthy life for all South Africans
• All people in South Africa are and feel safe
• Decent employment through inclusive economic growth
• An efficient, competitive and responsive economic infrastructure network
• Skilled and capable workforce to support inclusive growth path
• Vibrant, equitable, sustainable rural communities contributing towards food
security for all
• Sustainable human settlement and improved quality of household life
• Responsive, accountable, effective and efficient local government system
• Protect and enhance our environmental assets and natural resources
• Create a better South Africa, a better Africa and a better world
• An efficient, effective and development orientated public service and an
empowered, fair and inclusive citizenship.
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SECTION 2: PREPARATORY PHASE In order to ensure certain minimum quality standards of the IDP process and Proper co-
ordination between and within the spheres of government, the Preparation of the planning
process must be regulated in terms of the Municipal Systems Act, 2000. Following is summary
of IDP processes which GTM undertook during the development of the 2011/16 IDP document.
2.1. 11/16 IDP processes/methodology
2.1.1. Analysis phase
During this phase, the municipality conducted a desk top analysis where by researches or
information was collated through internet and other relevant sources. A report was then
developed and the Municipality constituted a team to scrutinise the report. The information
was then compiled into a document and was submitted to council for approval and was then
used to consult with various stake holders for inputs and or comments.
2.1.2. Strategy phase
The Greater Tubatse Municipal strategic planning session was fully internally facilitated. The
Executive Committee and Management of the Municipality formed a team that attended the
session and was held in the municipal building in Burgersort town.
Summary of the situational analysis was developed whereby key problems were identified and
presented to the session and a matrix was employed to analyse the information
This is the phase whereby the Municipality develops Vision statement, mission statements,
objectives, strategies etc. During this phase the Municipality also considers the relevance and
applications of National policy guidelines in the local context e.g the Local government strategic
agenda, making sure that the government outcomes are built in the municipal strategies,
considering the provincial policies like Limpopo economic growth and development plan etc.
2.1.3. Project phase
Projects and programmes were formulated and elementary costing exercise was conducted
during this phase.
Projects from Sector departments, mining houses and other stakeholders were presented
during this phase for alignment.
2.1.4. Integration phase
During this phase, projects are agreed upon and integrated programmes for the projects were
identified.
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2.2. IDP Process Plan
Section 28(1) of the Local Government Municipal Systems act, Act 32 2000 stipulates that each
Municipal Council, within a prescribed period after the start of its elected term, must adopt a
process set out in writing to guide the planning, drafting, adoption and review of its integrated
development Plan.
In responding to the above statutory obligation, the Greater Tubatse Municipality adopted the
process plan for the drafting and adoption of the 2011/12-2015/16 IDP document on the 31st
August 2010 as resolution number A115/2010
Table3: below is the process plan for the drafting and adoption of the 2011/12-2015/16 IDP:
PLANNING ACTIVITY RESPONSIBLE TIME SCHEDULE
PHASE 1 : ANALYSIS
Table time schedule outlining deadlines Strategic dept. August 2010
Establish committees and forums Strategic dept. August 2010
Compilation of existing information Strategic dept September 2010
Community and stakeholder analysis Strategic dept September 2010
Reconciling existing information and community stakeholder
analysis
Strategic dept September 2010
Municipal wide analysis All September 2010
Spatial analysis ELD and
strategic dept
October 2010
Socio economic gender differentiation Strategic dept. October 2010
In-depth analysis of priority issues Strategic dept October 2010
Consolidation of priority issues analysis Strategic dept. October 2010
PHASE 2 : STRATEGIES
PLANNING ACTIVITY RESPONSIBLE TIME SCHEDULE
Vision All October 2010
Working objectives All October 2010
Strategic guidelines All October 2010
Creation of conditions for public debate on analysis Strategic dept.
and Executive
support
November 2010
PHASE 3 :PROJECTS
PLANNING ACTIVITY RESPONSIBLE TIME SCHEDULE
Formulation of IDP steering committee Strategic dept November 2010
Establishing preliminary budgets Strategic dept
and Finance
November 2010
Design project and programme proposals All November 2010
Involvement of project proposals All November 2010
Setting indicators for objectives All November 2010
Cost/budget estimates sources of financing All November 2010
PHASE 4 :INTEGRATION
TIME SCHEDULE RESPONSIBLE TIME SCHEDULE
Screening of draft project proposals All December 2010
Integrating projects and programmes Strategic dept December 2010
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PLANNING ACTIVITY RESPONSIBLE TIME SCHEDULE
Integrating sector programmes Strategic dept December 2010
5 year capital investment programme All December 2010
Integration of sector plans in the IDP All January 2011
Performance management indicators All February 2011
PHASE 5 : APPROVAL
TIME SCHEDULE RESPONSIBLE
PERSON
TIME SCHEDULE
Adoption of draft IDP by council Council March 2011
Providing opportunity for comments from the District,
Provincial, and National Government
Council April 2011
Providing opportunity for comments from the IDP
representative forum
All April 2011
Providing opportunity for comments from the public All April 2011
Incorporate comments from IDP Representative forum, Public,
District, Provincial and National Government.
Strategic dept April 2011
Final adoption of IDP by Council Council May 2011
Submission of the final IDP to District, Province and National
Government
Strategic ept June 2011
2.2 GTM Revised IDP Process plan (2011/2012 – 2015/2016.)
Circular No: 54, issued by COGTA, mandated all municipalities to revisit their IDP/Budget
process plans due to the Local Government elections scheduled for May 2011.
The Greater Tubatse Municipality therefore revised its process plan to comply with the above
stated circular and below is the revised process plan for GTM:
DATE ACTIVITY RESPONSIBILITY
26th January SDBIP Adjustment (ELD, Finance,
Technical and Strategic.
Strategic
28th January Finalize Adjustment AMM
29th January Draft outstanding PA’S Executive Support
31 Jan – 01 Feb Strategic Planning session (2nd phase) Strategic Dept.
02nd – 10th February Consolidate Strategic planning report
in doc.
Strategic Dept.
03rd
February Audit Committee meeting AMM
15th
February Possible Special ExCo Executive Support
17th
February Economic Growth Interrogative
Session
ELD
25TH February Council Meeting ( approval of Draft Executive support
20 | P a g e
DATE ACTIVITY RESPONSIBILITY
IDP/Budget
01st Mar – 31st March Public Participation Executive support/ Strategic
Planning
21st
April Special ExCo (IDP/Budget) Executive Support
28th
April Special Council (IDP/Budget) Executive Support
09 May Submission of final documents to MEC Strategic Dept.
2.3 IDP and Budget Structures and responsibilities
The 2011/16 IDP process plan requires the Municipality to establish forums and committees with
different responsibilities. The Committees will be responsible for the day to day monitoring of the
development of the IDP with special emphasis on technical matters whereas on the other hand
the IDP structures will be used as a vehicle during the consultation processes.
Table4: below reflects IDP structures and respective responsibilities:
STRUCTURE RESPONSIBILITIES
Municipal council - Consider and adopt a process plan
- Consider, adopt and approve the IDP and budget
Executive committee chaired by the
Mayor
- Decide on the process plan
- Be responsible for the overall management, co-
ordination and monitoring of the process and
drafting of the IDP, or to delegate this function to
Municipal Manager
- Approve nominated persons to be in charge of
the different roles, activities and responsibilities
of the process and drafting.
Ward councillors - link the planning process to their constituencies
or wards
- Be responsible for organising public consultation
and participation
- Ensure that the annual business plans and
municipal budgets are linked to and based on the
IDP.
IDP Manager - Prepare the process plan
- Undertake the overall management and co-
ordination of the planning process
- Ensure that all relevant actors are appropriately
involved
- Nominate persons in charge of different roles
- Be responsible for the day-to-day management
of the drafting process
- Ensure that the planning process is participatory,
strategic and implementation orientated and is
aligned with and satisfies sector planning
requirements
21 | P a g e
- Respond to comments on the draft IDP from the
public, horizontal alignment with other spheres of
government to the satisfaction of the Council
- Ensure proper documentation of the results of the
planning of the IDP document, and
- Adjust the IDP in accordance with the MEC for
Local Government’s proposals
Even if the Municipal Manager delegates some of the
functions to the IDP Manager, he or she is still
accountable for the entire process.
STRUCTURE RESPONSIBILITIES
Heads of Departments and Officials/
Steering committee
- Provide relevant technical, sector and financial
information to be analysed for determining
priority issues
- Contribute technical expertise in the
consideration and finalisation of strategies and
identification of projects
- Provide departmental operational capital,
- Budgetary information
- Responsible for preparing amendments to the
draft IDP for submissions to municipal council for
approval a
IDP representative forum - Represent the interests of their constituencies in
the IDP process
- Provide an organisational mechanism for
discussion, negotiation and decision making
between stake-holders and the municipality
- Ensure communication between all stake-holders
representatives, and
- Monitor the performance of the planning and
implementation process
IDP Representative forum code of conduct
- Meeting schedules must be adhered to
- Agenda facilitation and documentation of
meetings
- Align their activities with the responsibilities of
the forum as outlined in the IDP
- Regular reporting to constituencies
- Require majority for any issue to be resolved
22 | P a g e
SECTION 3: SITUATIONAL ANALYSIS
3.1 Population and Demographics
The population statistics for Greater Tubatse Local Municipality vary greatly depending on the
source of information used. According to the Community survey conducted by Statistics South
Africa, 2007, the total population of this municipality is approximately 343 468 with 66 611
households which makes Greater Tubatse Local Municipality a municipality with highest
population in the District. It also appears from 1996 to 2007 community survey results that
there has been a positive population growth in most of the local municipalities
Table 5: Population figures. Source: (Stats SA CS 2007)
Municipality Population
1996
% Population
2007
%
Makhuduthamaga 267 951 30 262 726 24.4
Greater Tubatse 228 531 26 343 468 31.4
Elias Motsoaledi 217 198 24 247 488 22.6
Greater Marble Hall 95 911 11 124 510 11.4
Fetakgomo 83 947 9 112 232 10.2
Sekhukhune District 893 538 100 1 090 424 100
Table 6: below indicates population by gender and age: Source: (STATSA CS 2007)
AGE MALE FEMALE Grand Total 0 – 4 22878 21999 44877 5 – 9 20271 22517 42788 10 – 14 22440 23354 45794 15 – 19 19349 19811 39160 20 – 24 15907 19112 35019 25 – 29 13245 14505 27750 30 – 34 10667 11582 22249 35 – 39 7324 8828 16152 40 – 44 6076 9519 15595 45 – 49 4952 7109 12061 50 – 54 4180 6448 10628 55 – 59 3241 3993 7234 60 – 64 2552 4075 6627 65 – 69 2256 3015 5271 70 – 74 1484 3086 4570
23 | P a g e
AGE MALE FEMALE Grand Total 75 – 79 1124 2618 3742 80 – 84 362 1322 1684 85+ 355 1911 2266 Grand Total 158663 184804 343467
The projected population growth within the growth points over the period 2005 to 2015 shows
that it will be more than double. This will have far more serious implications for the demand for
services in the Municipal area; this is due to the mining activities taking place around the area.
Table 7: below indicates projected population growth in some areas of the Municipality:
AREA 2005 2010 2015
Burgersfort 13 389 24 525 28 431
Steelpoort 4 015 9 845 11 414
Ohrigstad 1 313 2 115 2 621
Total 18 717 36 485 42 466
The age group below 18 years comprise approximately 51% of the population, meaning the population is
largely young. The female ratio is almost equal at the age of between 0 and 17 years. This substantially
changes when comparing male-female distribution in the economical active age cohorts, i.e. 19-65 years
where there are more women.
Table 8: below indicate age cohorts: Source: (STATS CS 2007)
AGE GROUP MALE FEMALE TOTAL PERCENTAGE
0-17 67 895 68 990 136 885 51%
8-64 49 252 70 351 119 603 44%
65+ 4 182 9 446 13 627 5%
Total 121 329 148 787 270 116 100%
Table 9: below indicates language frequently spoken in Households Source: (GTM households Survey
2007)
English Afrikaa
ns
IsiXhos
a
IsiZulu Sepedi Sesotho SiSwat
i
Xitsong
a
Tshivend
a
Others
207 340 224 532 46 592 572 1864 822 38 406
24 | P a g e
3.2 Special Focus Groups
According to the survey conducted by the Greater Tubatse municipality in 2007, there are
various focus groups which the municipality has identified and needs to put more effort on.
Statistics for the Focus groups such as youth, women and disabled were developed and the
following has been recorded:
Table 10: (Source STATSA survey 2007)
Male Female
Age
gro
up
s
Sig
ht (b
lind
/se
ve
re v
isu
al lim
ita
tion)
Hea
rin
g (
de
af
Com
mu
nic
atio
n (
sp
ee
ch im
pa
irm
en
t)
Ph
ysic
al (n
ee
ds w
he
elc
hair
Inte
llectu
al (s
eri
ous d
ifficu
ltie
s in
lea
rnin
g)
Em
otio
na
l (b
eh
avio
ura
l
Mu
ltip
le d
isab
ilitie
s
Sig
ht (b
lind
/se
ve
re v
isu
al lim
ita
tion)
Hea
rin
g (
de
af
Com
mu
nic
atio
n (
sp
ee
ch im
pa
irm
en
t)
Ph
ysic
al (n
ee
ds w
he
elc
hair
Inte
llectu
al (s
eri
ous d
ifficu
ltie
s in
lea
rnin
g)
Em
otio
na
l (b
eh
avio
ura
l
Mu
ltip
le d
isab
ilitie
s
To
tal
0 - 4 - - - 31 76 142 - 5 29 - - - - - 283
5 - 9 39 69 66 211 69 - - - - - 123 - 70 - 647
10 - 14 92 72 35 - 70 161 - 165 - 13 198 54 - - 860
15 - 19 - 42 61 23 - 42 42 60 - - - 54 - - 324
20 - 24 - - 67 46 72 64 - 62 123 34 176 111 138 - 893
25 - 29 - - 58 124 89 18 - - - 70 185 68 - - 612
30 - 34 115 178 58 144 44 54 - - 85 - 126 60 125 42 1031
35 - 39 127 - - 169 - 219 - 59 - - 165 - 68 - 807
40 - 44 112 - 62 119 - 101 - 161 59 - 42 - - - 656
45 - 49 - - - 147 - - 42 123 61 - 201 84 34 - 692
50 - 54 62 - - 85 54 - - 175 - - 95 - 73 - 544
55 - 59 67 42 - 62 - 204 - - - 59 282 - - - 716
60 - 64 198 - 121 133 - - - - - - 42 - - - 494
65 - 69 143 59 - 78 - - - - - - 42 - 73 - 395
70 - 74 40 - - 13 - 31 - 144 - - - - - - 228
75 - 79 - - - - - - 42 - - - 35 - - - 77
80 - 84 - - - - - - - 97 22 - - - - - 119
85 + - - - - - - - - 104 - 77 - - - 181
Total 995 462 528 1385 474 1036 126 1051 483 176 1789 431 581 42 9559
25 | P a g e
3.3 Spatial Analysis
3.3.1 Spatial patterns The spatial patterns of the Greater Tubatse Municipality are shaped by 4 features, which
collectively create a distinct spatial character of the municipality, namely:
- Roads
- Mining belt
- Topography
- Apartheid tenure arrangements
Map 2: indicates structuring or development settlements
26 | P a g e
3.3.2 Roads
These are the most decisive structuring element of the municipality with three major corridors
forming the central nerve system of the municipality along which major spatial activities are
taking place, namely:
(a) Dilokong and Burgersfort (R37) Corridor
(b) Stoffberg (R555) Corridor; and
(c) Ngwaabe Corridor to Jane Furse
(d) The Hoedspuit (R36) Corridor
The major roads either allow formation of nodes or settlements at certain appropriate points
along the road which become an anchor of spatial development agglomeration, e.g.
Burgersfort, Ohrigstad and Steelpoort or smaller settlements such as Kgautswana, Alverton,
Penge, etc. or a continuous band of spatial development along a longer road section, e.g.
settlements between Mecklenburg and Driekop and Burgersfort or along the Ngwaabe
Corridor.
3.3.3 Topography
The GTM area is highly mountainous hence development occurs mostly in valleys. Settlements
sizes are small and scattered due to extensive broken terrain. In fact the ridges and the
mountains form linear dividers between the settlements. “In certain areas the topography is
very steep creating mountainous terrain which is impossible for inhabitation. The ridges
further divide the municipal areas creating pockets of homogenous compositions, which
determine growth and development potential” (GSDM: Central Tubatse-Driekop, Praktiseer
and Burgersfort: Trends Report and Detail Development Plans; )
The terrain dictates that larger settlement development occurs mainly in flat, low lying areas
in-between the mountain ranges. Generally the roads run at the bottom of the basin/ valleys.
It is therefore not surprising that the major roads, i.e. R555, R37 and R36 and Jane Furse/
Ngwaabe road) for most part run parallel to rivers. The position of cross-link roads is dictated
by topography that is flatter to allow the road to pass through at reasonable flat grades.
Where these roads passes through wide basin, particularly in rural hinterlands, an array of
settlements has grown around these major roads. In other words there is clustering of series
of settlements for almost the entire length of the road, e.g. Mecklenburg-Driekop (R37),
Mapareng -Tswenyane (R36) and Mampuru to Eerste Geluk (parallel toR555). There is hardly
undeveloped land between these settlements.
Even the scattered rural villages have located within more developable basin almost parallel to
mountain range. The central spine road (normally the bus and a taxi route) usually runs along
the flatter alignment in the basin. Generally the settlements are linear in form as they are
bound by the undevelopable ridges on either side of the access through-road, usually located
on low-lying grounds adjacent to a stream.
3.3.4 Land Tenure System/ Apartheid Legacy
The apartheid policies expected African people to settle permanently only in demarcated
areas of the former Lebowa territory (i.e. scattered rural villages) while white people settled in
the former Transvaal provincial area with few very compact settlements/ towns (Burgersfort,
Steelpoort & Ohrigstad). Land allocation procedures led by the tribal authorities myriad of
small settlements, further exacerbated by lack of formal settlement planning in former
Lebowa government.
There is a clear and distinctive divide and pattern between the southern and northern areas of
the municipality (with the R555 road as a buffer/ boundary). The southern part comprises
mainly privately owned farms with intensive commercial agriculture and a few compact
towns/ settlements (Burgersfort, Steelpoort & Ohrigstad).
27 | P a g e
To the contrary, the northern part comprises mainly farms owned by the National
Government of the Republic of South Africa, the Limpopo Provincial Government and
communities, with very few/ scarce incidences of private land ownership (recently by mines).
These areas are often characterized by scattered settlements as already explained. There is
also an evident distinction between these two areas in terms of socio-economic development
(an apartheid legacy of separate development).
The continuation of historic pattern of ownership of land and current use makes it very
difficult to reverse or restructure the settlement and spatial patterns.
3.3.5 Mining Belt
The eastern limb of the Bushveld Igneous Complex (mining belt) is emerging as important
structuring element of the municipality’s spatial development, which will be increasingly
dominant in future. The mining activities will affect mainly the western quadrant of the
municipality. It is expected that retail and service businesses will respond to the opening of
mines and the development of housing by also locating close to these areas. In time, this may
eventually alter the current fragmented spatial pattern by creating few large urban
settlements, if the expected scale of mining activities materialise.
Map 3: indicates mining belt development
28 | P a g e
Challenges facing land use in GTM
Currently the GTM has no unified land use management system across its municipal area.
Historically parts of the GTM area fell into self- governing territory of Lebowa and province of
Transvaal. The apartheid laws resulted in different land use and ownership regulations being
applicable in the two areas.
The Black Laws Amendment Act 56 of 1944 specifically excluded the application of the provincial
townships ordinances in self governing territories. “Instead, separate regulations regarding
township establishment and development in the urban areas were published in terms of the
Proclamation R293 of 1962 entitled Regulations for the Administration and Control of Township
in Black Areas promulgated in terms of the Black Administration Act 38 of 1927 and
Development Trust and Land Act 18 of 1936” (p102, van Wyk, Planning Law,1999). Evidently
Praktiseer, Mecklenburg A and B, and Ga-Mapodile were established in terms of this
proclamation. Although Proclamation R293 has no elaborate land use management system but
it does make provision to alter the building and use of various facilities within the township at
the discretion of township superintendent, or Commissioner.
The rest of the traditional settlements and the land within former Lebowa territory were
regulated in terms of Proclamation R188 of 1969 called Black Areas Land Regulations. This
proclamation “… contains measures to designate areas for arable and residential allotment, to
control, maintain and develop such land and to issue occupational permits (Permission to
Occupy Certificates) for residential, business, church, school and arable allotments” (p16,
Greater Tubatse Spatial Development Framework,2005). The proclamation however contains no
land use planning provisions.
Consequently development in these areas of the Greater Tubatse Municipality relies on other
laws such as Development Facilitation Act, Proclamation R293 of 1962, Less Formal Township
Establishment Act, etc. that allows specific use zones to be created through township
application.
Development within the former Transvaal province part of GTM was regulated though the
Town-Planning and Township Ordinance 1986 (Ordinance No 15 of 1986). In terms of this
Ordinance a Town-Planning scheme (Greater Tubatse Land Use Scheme 2006) for Burgersfort,
Steelpoort and Ohrigstad was promulgated, which provide detailed measures to manage land
uses within each scheme area. The application of this scheme generally excludes rural areas.
In order to overhaul the fractured or non-existent land use management in various parts of the
municipality it is required that the municipality must prepare a Land Use Management System
that will cohere regulation and facilitation of land development across the municipal area under
a single system of management. This will afford the opportunity to develop appropriate land
development management procedures in the rural areas (former Lebowa territory) within the
same legal framework as the more developed urban nodes like Burgersfort and Steelpoort.
A draft document in this regard has been developed and is undergoing legal review before
promulgation.
3.3.6 Delimitation of Municipal wards
During the past 10 (ten) years, Greater Tubatse Municipality was consisting of 29 wards and is
currently having 31 (thirty one). This was published in June 2010 in terms of the Local
Government Municipal Structures Act, 1998 (Act No: 117 of 1998) and the Municipal
Demarcation Board notice 186 of 2010.
29 | P a g e
The Municipality consists of approximately 166 villages, 5 formally proclaimed townships with
180 voting stations.
Map 4: indicates wards for GTM
30 | P a g e
3.3.7 Conservation Areas
The largest proportion of land in GTM area (probably in excess of 80%) is natural environment.
The mines, agriculture and urban development have barely encroached on these wilderness
areas. The wilderness generally comprises of bushveld and sparse grassland in limited parts of
GTM. It is important to preserve the wilderness for posterity and harvest plant and animal
species in a manner that preserve the habitat.
The objectives of protecting habitats for animal and plant species occurring naturally in the
wilderness area should be conscious of subsistence requirements of local population and
income generating tourism. The GTM area consists of vast plains of bushveld, the rugged
topography, natural features such as rivers, an abundance of wildlife, bird species and flora. The
expansive vacant land in the south and east is mainly owned by private individuals and in the
north and west by tribal authorities. An opportunity exists to revive and re-introduce indigenous
species that were previously endemic to the area.
Use of natural and biological resources will create or augment destinations for nature based
tourism. Environmental investigations will be necessary before specific habitats are set-aside for
such purposes.
Unfortunately no environmental investigation has been conducted to determine whether any of
the Red Data species area is found in these areas.
These high-lying areas should be conserved to retain the natural vegetation and characteristics
with the aim of accommodating possible future tourism. The extensive natural environment
provide opportunity for tourism activities including caravan parks, hiking trails, mountain biking,
sky diving, game parks, overnight accommodation, country estate, etc. There are couple of
cases where the environment has been kept in its natural states through a number of private
game and nature reserves.
Two areas in the municipal area have been identified as highly sensitive in terms of
environment. The first lies on the northern boundary of the region along the Olifants River
stretching from the villages of Maretlwaneng and Makoloto up to Morathong along the R527 to
Hoedspruit. The area is endowed with forestry, deep gorges and waterfalls and has been
identified as the very sensitive environment area due to these features. The second is the area
bordered by the R36 to Hoedspruit on the west, by R532 to Bouke’s Luck on the south and the
study area boundary on the north east has been identified as one of the most sensitive area.
3.3.8 Rural Settlements
There are two categories of rural settlement envisaged in GTM viz the traditional homesteads in
villages and the country estate (see definition below) in aesthetical pleasant locals particularly
around Ohrigstad. The rural settlements are those settlements that are occurring outside the
provincial, district and municipal growth points and population concentration points (first order
settlement) as articulated in the Limpopo Spatial Rationale, 2002. Essentially the distinguishing
characteristic of the rural and urban settlements is that in the former it is expected that the
households are to some degree for subsistence, economic or leisure reasons dependent on land
livestock and wildlife.
The population concentration points i.e. Penge, Batau/Praktiseer, Ga-Masha and Ga-Masete are
functional part of urban areas and design of the built form reflect this though some households
may still till land and keep livestock. Whether or not the ploughing of land and animal
husbandry is allowed, for purposes of settlement planning such settlements should be treated
as extension of urban settlements as the overwhelming majority of households earn their living
through employment in urban centres. All large scale and denser housing projects such that
they require urban engineering services should be located in growths points and to a very
31 | P a g e
limited extent in population concentration points. Consequently these settlements should
receive priority in terms of bulk infrastructure.
3.3.9 Land claims
Approximately 50% of the land in Greater Tubatse Local Municipality is under claims. The claims
are almost exclusively in rural areas that were part of the former Lebowa territory. Only one
claim is found in near an urban area, and that is, in Steelpoort with none in Burgersfort and
Ohrigstad. In the first quarter of 2007 the records of the Limpopo Land Claims Commissioner
indicated that, out of 52 land claims that were lodged in GTM, 13 have been gazetted and 39
are in the process of being gazetted. The offices of the Land Claims Commissioner in Greater
Tubatse in Limpopo were investigating the claims, as required in terms of the Restitution Act.
Nearly 48 % of land claims have been submitted by the communities, 24 % by tribal authority,
and 18 % by individual persons (private claimants). Successful land restitution is sometimes
undermined by the profile of beneficiaries who, mainly as a result of our colonial and racist past,
have limited financial resources, skills, etc required for productive utilisation of the land
resources once handed over to them.
3.3.10 Landownership
The landownership investigation was conducted through Aktex (Deeds Web) in large farm areas
and the Provisional Valuation Roll was used in formally laid out settlements to establish trends
discussed below
Table 11: indicated Land Situated Within Former-Lebowa Boundary
No. Of Farms Extent Ownership %
35 69320.2347 Government of Lebowa SA
Development Trust Tribal
Land
56
25 43251.6938 RSA 37.4
7 11793.6509 Private 9.3
67 124365 100
Table 12: Properties within former “whites” Republic of South Africa
No. Of Farms Extent Ownership %
15 16208.0890 Government of Lebowa SA
Development Trust Tribal
Land
12
13 17404.8141 RSA 13
21 103343.2545 Private 75
49 136955.1576 100
The landownership within the former Lebowa area is predominantly in the hands of the State,
Government of Lebowa, SA Development Trust and a small proportion is privately owned. Some
townships of GTM are owned by national government as a result of pre-1994 constitutional
32 | P a g e
negotiations that saw national government as the successor in-title of all homeland
government’s assets. However, some of these properties have been transferred to the local
authority that is an appropriate level of government where they should be managed, viz
Praktiseer Extension 1 and 2, Ga-Mapodile and Mecklenburg.
Penge on the other hand is not proclaimed as a township. It is owned by the provincial
government of Limpopo and there are processes underway to formalise it since 2001/2002 to
date.
In the township of Tubatse Extension 1 the erven have been transferred to residents. However
many residential erven; some vacant and others built up; business erven, social facilities e.g. for
churches, police stations, schools, crèches, community halls etc, are owned by the Limpopo
Province government. Ordinarily the management of most social facility erven is a municipal
function in terms of the constitution. This anomaly should therefore be corrected.
The balance of land within the former Lebowa territory that comprise of villages settled by
various tribes or clans and vast unoccupied woodlands is owned by Republic of South Africa,
Government of Lebowa, South African Development Trust and few traditional authorities.
Residents on the rural/ peri-urban settlements are allocated the land parcel that they are
settled upon by traditional authorities. They neither have formal title deed nor any other real
right document to the land they occupy. Theoretically these cause uncertainties as to the rights
of the occupiers of the land who invariably improve it at their cost but cannot dispose their
properties to whomever by transferring title deeds at Deeds Office.
Challenges facing spatial development
• The municipality does not own strategic or potential land in the area
• Majority of the land is under land claim
• Traditional Leaders are responsible for land allocation especially in the rural villages
• The area is mountainous and is full of dongas
• Scattered settlements poses threat to land development
3.3.10.1 Settlement Patterns
A stark contrast exists in the spatial structure of the GTM. These areas are associated with the
division of the apartheid planning policies of the past, i.e. the ‘former Lebowa homelands‘. The
northern part is very rural composition and subsistence-based, whilst the southern part is far
more developed and has a more diversified economy, see map below.
The map above shows the general land use patterns of the municipal area. The existing spatial
patterns of the GTM area is dispersed with limited hierarchy of functional order. The majority of
settlements in the area have low density per km². The majority of villages are located far apart
which, of course, makes the provision and maintenance of services very costly.
These villages are furthermore too small to attain the economic thresholds required to provide
social facilities in a cost-effective manner. Poor co-ordination amongst the relevant government
departments, both on local and provincial levels, further aggravates the situation as there is no
hierarchy or functional order in which priority areas are identified
3.3.11 Climate and Environmental Analysis
3.3.11.1 Climate The weather conditions for Steelpoort, Ohrigstad and Burgersfort region as a whole is a sub-
tropical by nature and conducive to agricultural production. The summer tend to be extremely
33 | P a g e
hot and humid with temperatures often exceeding 35 degrees Celsius between the months of
October and march, while the winters tend to be warm during the day and cool to cold at night
and in the early mornings.
3.3.11.2 Geology The GTM is situated on the eastern side of the Bushveld Igneous Complex and the Transvaal
geological system and is therefore underlain by both sedimentary and volcanic rock formations.
Owing to the geological composition, the area is characterized by steep rising mountains, which
are linked by undulating river valleys.
Minerals are found in abundance in the Bushveld Igneous Complex, which has seen the
establishment of several mines in the area. The most fertile soils in the region are to be found
in the lower lying areas of Burgersfort and Steelpoort, which are deep, well-drained and
characteristic of deep sandy/loamy soils of exceptional quality. These soils are suitable for most
agricultural purposes.
3.3.11.3 Settlements Hierarchy
The Limpopo Spatial Rationale, 2002 and the Limpopo Growth Development Strategy identify
hierarchy of settlements for the Limpopo Province, which provide a framework to analyse
spatial development trends in Greater Tubatse Local Municipality. The settlement hierarchy is as
follows:
• First order settlements (Growth points)
• Second order settlements (Population concentration points)
• Third order settlements (Local Service Points)
• Fourth order settlements (Village service area
3.3.11.4 Growth Points There are three categories of growth points. They are described in terms of their relative
importance in the proposed hierarchy
Population growth / concentration points are clusters of individual settlements with large
numbers of people and high population densities. GTM has three population growth points and
this is where most number of people is concentrated. The projected population growth within
the growth points as identified in the Limpopo Employment Growth and Development Plan over
the period 2005 to 2015 which shows that it will be more than double. This will have far more
serious implications for the demand for services in the municipal area.
34 | P a g e
Map 5: indicates GTM growth points
35 | P a g e
Table 13: Settlement Classification and Population 2005 to 2020: Source (Greater Tubatse
Municipality
3.3.11.5 Provincial Growth Points (PGPs):
Burgersfort is identified as a provincial growth point and is located where the sections of R555
and R37 are coterminous, virtually at the centres of the Greater Tubatse. It is one of the major
trading towns in Limpopo. It consists of higher order land uses such as retail shops, warehouses,
government offices (e.g. Municipal offices), transport interchange facilities, e.g. taxi and bus
rank, railway station; social facilities, etc. serving the hinterland of about 50 km. This town is
located roughly in the geographic centre of the municipal area and this makes it accessible to
the majority of people. “Burgersfort is also a municipal capital of Greater Tubatse Local
Municipality, which increases its status in the region.
A number of housing developments are planned on the northeast side of Burgersfort. This has
also triggered numerous retail and service businesses. The town is also starting to experience
problem characteristic of growing urban area, viz, the growth of informal settlements, traffic
congestion on certain road section, rising land prices, declining capacity of bulk engineering
infrastructure, etc. It also seems that the recent housing development is not match by the
required social facilities, such as schools and halls. The town is among the fast growing small
towns in and around Limpopo.
3.3.11.6 District Growth Points (DGPs): Steelpoort is identified as the second order of settlement hierarchy within the GTM. Steelpoort
in comparison to Burgersfort, comprised more of manufacturing industries and mining related
suppliers whilst the latter is more dominated by the retail and service centre. This growth point
mostly serves the mining community. There are about six operating mines around the town.
Steelpoort town is characterised by a mixed used development; including heavy engineering
enterprises; suppliers to the mines; transport facilities; building material suppliers; distributors/
wholesale, medium density housing and small retail component. About sixty per cent of
industrial township, i.e. Steelpoort Ext 7 is occupied. Some of the service businesses related to
mining have even emerged in fringe areas in the former Lebowa i.e. Tukakgomo and Eerste
Geluk, Mapodile just south of Steelpoort.
3.3.11.7 Municipal Growth Points (MGP): These municipal growth points serve mainly the surrounding farming areas and most have
higher order goods. However, in traditional rural villages the economic sector is relatively small.
There are few local businesses but supported by a large number of population (GSDM LED,
POPULATION PROJECTIONS INCREMENTAL POPULATION GROWTH RATE
PLANNING
POPULATION
(2002) SETTLEMENT CLASSIFICATION 2005 2010 2020 2005-2010 2010-2020 2005-2010 2010-2020
577 Growth Point: Burgersfort Total 600 8589 28431 7989 19842 70.3 12.7
14700 Growth Point: Driekop Total 15291 16155 18985 864 2830 1.1 1.6
11065 Growth Point: Ga-Kgwete Total 11510 12161 14291 651 2130 1.1 1.6
207 Growth Point: Ohrighstad Total 215 227 267 12 40 1.1 1.6
998 Growth Point: Penge Total 1038 1097 1289 59 192 1.1 1.6
2019 Growth Point: Steelpoort Total 2100 2219 2607 119 388 1.1 1.6
54569 Pop Concentration: Batau / Praktiseer Total 56762 59968 70475 3206 10507 1.1 1.6
804 Pop Concentration: Ga-Masete Total 836 883 1038 47 155 1.1 1.6
15475 Pop Concentration: Ga-Masha Total 16098 17007 19986 909 2979 1.1 1.6
34773 Third Order Settlements Total 36171 38213 44910 2042 6697 1.1 1.6
6952 Commercial Farm Land Total 7231 7640 8979 409 1339 1.1 1.6
115439 Tribal Areas Scattered Total 120080 126867 149085 6787 22218 1.1 1.6
257578 Grand Total 267932 291026 360343 23094 69317 1.7 2.2
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2003). In GTM the municipal growth points are Ohrigstad, Driekop and Mecklenburg. These
settlements except Ohrigstad are expected to grow faster due to mining related development
occurring around them. More services need therefore to be rendered in these settlements.
Ohrigstad is a small rustic town located along major roads of R36. The town is stagnant with
little building activity taking place. There are number of vacant stands and business premises in
Ohrigstad.
These properties are also poorly maintained. Mecklenburg is located in the former Lebowa
homeland territory along the R37 Dilokong Corridor. The settlement of Mecklenburg is
anchored by the police station, Mines and the hospital, and surrounded by the series of hills
forming an amphitheatre around an extensive flat land. The settlement is formed along the
movement spine road (R37) and a number of roads taking off this main route at almost regular
intersection. Generally, the housing densities in these areas are not more than 10 units per ha.
3.3.11.8 Population Concentration Points (PCPs): These are clusters of individual settlements with large number of people and high population
densities. Usually these settlements have a small or no economic base but with meaningful
social facilities and a substantial number of people. “In most instances the PCPs form part of the
settlement cluster that also has one or more growth points within a cluster. The PCPs are mainly
located adjacent to the tarred road or intersections of main district roads which provide
accessibility to job opportunities elsewhere” (GTM SDF, 2005 p: 25). In GTM, there are currently
four population concentration points: Riba Cross, Bothashoek, Mashamothane and Praktiseer.
Praktiseer is a fast growing settlement that is merging with Bothashoek. Some of the informal
settlements around the east and south of Praktiseer e.g. Gamatodi are in the process of being
formalized.
3.3.11.9 Local Service Points (LSP): LSPs are those settlement with a population of 5 000 people or more and do not form part of
any clusters. Most of these settlements are dispersed and it is only in few instances where two
or more settlements are grouped to each other (GSDM ISDF, 2005). “The potential for self-
sustained development is limited by the lack of development in these settlements” (GTM SDF,
2005 p: 29).
However, some LSPs have a potential to develop based on population growth or servicing
function potential. Some of these settlements have well-developed social facilities and are big in
size compared to the third and fourth order settlements. The LSP settlements in GTM are; viz,
Kgautswana, Maakgongwane, Masakeng, Mophalema, Mampuru and Extension, Malokela A and
B and Leboeng. Most of these settlements are small in sizes, and are located a distance from
each other and this makes it difficult to provide public facilities unless these are sited adjacent
to a movement route (taxi or buses).
3.3.11.9.1 Village Service Point: This category of settlements in the settlement hierarchy has been identified to allow for
circumstances in mainly traditional rural areas where three or more settlements are located in
such a way that they are interdependent or linked to one another by means of a specific social-
infrastructure. These settlements are mutually dependent on these services. The settlements
are small and have small number of people. For instance, there is only one high school in
Maretlwaneng, Maadiswane and Ga-mamogolo (North West of Penge).
3.3.11.10 Corridor development Limpopo Employment growth and development plan (LEGDP), was developed due to the need
to put in place a development framework that should guide growth and development in
Limpopo. With its strong emphasis on improving the quality of life and sustainable
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development, the LEGDP aims to create a conductive environment for the people of the
province and is identifying the following areas for corridor development:
• Dilokong corridor
• Burgersfort Stoffberg corridor
• Mining belt development
3.3.11.10.1 Strategic Located land
There are a number of strategically located portions of land in various growth points of the
municipality, namely:
3.3.11.10.2 Strategic land in Burgersfort
o Steelpoortsdrift 296 KT
o Appiesdoorndraai 298 KT (portions owned by National Government)
o Dresden 304 KT
o Viljoenshoop 301 KT
o Praktiseer 275 KT
All the above portions are owned by the national government (Department of Rural
Development and Land Reform). Processes are already underway by the municipality to
have the land transferred from the National government to the municipality in order to
develop integrated human settlements. In other instances (Praktiseer) the municipality
has already taken further steps to plan for settlement expansion in order to
accommodate the increasing pressure to occupy the land in search of proximity to
conventional services and work opportunities.
3.3.11.10.3 Strategic land in Steelpoort (privately owned)
o Olifantspoortjie 219 KT (some undeveloped portions thereof)
o Goudmyn 337 KT (some undeveloped portions thereof)
Funding is required to purchase the undeveloped portions from the current owners for
integrated human settlements and expansion of the town.
3.3.11.10.4 Topography The northern part of the GTM is mountainous, thereby presenting engineering challenges as far
as the development and provision of infrastructure is concerned. The southern part of the GTM
is high-lying and has a more moderate topography. The management of the koppies, valleys and
the mountain ranges in the area is critical to ensure environmental sustainability. The GTM area
is highly mountainous hence development occurs mostly in valleys. Settlements sizes are small
and scattered due to extensive broken terrain. In fact the ridges and the mountains form linear
dividers between the settlements. “In certain areas the topography is very steep creating
impossible mountainous terrain which is barely inhabited. The ridges further divide the
municipal areas creating pockets of homogenous composition, which determine growth and
development potential” (GSDM: Central Tubatse-Driekop, Praktiseer and Burgersfort: Trends
Report and Detail Development Plans).
The terrain dictates that larger settlement development occurs mainly in flat, low lying areas in-
between the mountain ranges. Generally the roads run at the bottom of the basin/ valleys. It is
therefore not surprising that the major roads, i.e. R555, R37 and R36 and Jane Furse to
Lydenburg road for most part run parallel to rivers. The position of cross-link roads is dictated by
topography that is flatter to allow the road to pass through at reasonable flat grades. Where
these roads pass through wide basin, particularly in former Lebowa homeland motley of
settlements have grown around these major roads. In other words there is clustering of series of
38 | P a g e
settlements for almost the entire length of the road, e.g. Mecklenburg-Driekop (R37), Mapareng
-Tswenyane (R36) and Mampuru to Eerste Geluk (parallel toR555).
In former ‘white areas’ the spatial development is contrasting as it tends to be more nodular
therefore not continuous. For example, there is approximately 20 km of vacant of intervening
land between Steelpoort and Burgersfort and about 50 km between Burgersfort and Ohrigstad
along R555. This land need to be managed properly for the expansion or growth of Burgersfort,
Steelpoort and Ohrigstad towns.
Even the scattered rural villages have located within more developable basin almost parallel to
mountain range. The central spine road (normally the bus and a taxi route) usually runs along
the flatter alignment in the basin.
3.3.11.11 Rivers There are three main rivers in the GTM, namely the Spekboom, Steelpoort and the Olifants,
which is the largest. The existence and topography of these water sources present an
opportunity to create water storage facilities. The construction of De hoop dam in the
Steelpoort River which will be finalised in 2011 will have major benefits for agriculture, as well
as for general development in the region. There is a need to carefully assess the water needs of
the area, taking into consideration the development of the mining industry, which in itself need
large quantities of water. Given the present water needs in the municipal area, an increase in
storage facilities or the expansion of the existing storage facilities needs to be investigated.
Due to the lack of waterborne sewerage infrastructure in many of the villages, one of the major
challenges is the pollution occurring in these rivers. These rivers are a major source of drinking
water for the communities who do not have access to piped water. These rivers are also used
for irrigation purposes for agricultural activities within the municipal area.
3.3.11.12 Air quality and pollution
Air pollutants are defined as substances which, when present at high enough concentrations,
produce significant negative impacts on people and/or the environment. The main or key
pollutants that are likely to be detected in the district include SO2, NOX, CO, PM and VOCs. The
origin and health impacts associated with these pollutants will be discussed in a later chapter.
The Tubatse Local Municipality is found in the Northern eastern part of the District. The main
towns in the area are Burgersfort and Steelpoort. The main activity in this area is the mining of
chrome and platinum. There are also three chrome smelters in the area. This then means that
the area is likely to have air pollutants like sulphur dioxide, nitrous oxides, chromium (VI) and
particulate matter. There is also significant traffic in the area due to the transportation of
minerals which introduces a substantial pollution from the vehicles. Other pollutants like
pesticides can also emanate from the farms around Orighstad towards Burgersfort, of which the
extent has not yet been determined.
One key element, which is of paramount importance for the Greater Tubatse is to put real time
air pollution monitoring measures in place as soon as is practically feasible, so as to determine
the extent of the problem and/or the concentrations of air pollutants in the area of jurisdiction,
since air pollution has economic and social implications. This will also allow for accurate
dispersion modelling. Currently, the district has three passive air quality monitoring stations
which are being monitored by an independent company. The pollutants being monitored
include SO2, NOX and Fallout dust. The results that are being obtained indicate the following:
39 | P a g e
Table 14: Air Quality Monitoring Station Positions in Tubatse (source GSDM air quality management strategy)
Name of the farm Station number Coordinates Lion Ferrochrome 01 S24º49’10.1”
E30º07’36.2” Transmix 02 S24º39’46.3”
E30º17’27.9” Modikwa 03 S24º37’49.3”
E30º09’04.3”
Table 15: Average Monthly SO2 concentrations in Tubatse (source GSDM air quality management strategy)
Sample ID Monthly SO2 RSA/ Spec (ppb)
May/Jun Average
Jun/Jul Average
Jul/Aug Average
Aug/Sep Average
Sep/Oct Average
Lion Ferr 50 1.4 3.0 2.2 1.8 0.2
Transmix 50 1.0 1.7 0.6 0.3 0.1
Modikwa 50 1.5 2.0 0.9 0.2 0.2
Table 16: Average Monthly NOX concentrations in Tubatse (source GSDM air quality management strategy)
Sample ID Monthly NOX RSA/Spec (ppb)
May/Jun Average
Jun/Jul Average
Jul/Aug Average
Aug/Sep Average
Sep/Oct Average
Lion Ferr 80 10.4 11.3 16.0 7.8 5.2
Transmix 80 18.9 19.4 17.0 8.6 7.1
Modikwa 80 13.4 13.9 6.5 4.1 5.9
Table 17: Average Monthly Dust Fallout results (30 Day Average mg/m2/day) in Tubatse (source GSDM air quality management strategy)
Sample ID Monthly Dust RSA/Spec mg/m2/day
May/Jun Average
Jun/Jul Average
Jul/Aug Average
Aug/Sep Average
Sep/Oct Average
Lion Ferr 1200 377.00 - - -
Transmix 1200 119.00 169.00 499.31 504.25 537.18
Modikwa 1200 107.00 279.03 285.98 295.07
40 | P a g e
3.3.11.12.1 Surface pollution The Municipality has outsourced the refuse removal services in Burgersfort Town and the
contract which was supposed to elapse on 31 October 2009 has been extended up to 2013.The
Service Provider appointed is The Waste Group Ingwe and Bauba Marumo Waste Management.
The said Joint Venture shared responsibilities for Burgersfort town whereby Bauba Marumo
Waste Management is responsible for refuse collection & street cleaning and picking up a litter
while The Waste Group Ingwe is responsible for the management of landfill site.
All the waste is collected and dumped at Burgersfort municipal landfill site. Empty cans, bottles,
plastics and paper are the most dumped litter in the areas of Burgersfort, Ohrigstad, Praktiseer,
Steelpoort and Ga-mapodile. There are no formal litter picking done in the rural areas of
Greater Tubatse Municipality. Old mining areas such as Penge, Taung, and Krommelenboog etc
are regarded as the most hazardous areas due to the asbestos remains exposed either by rain
and life stock.
Emphasis must also be made on the mines and agricultural activities that are currently taking
place in the area in making sure that they are restricted from using hazardous chemicals that
might result as a threat to the environment. There is a need for the Municipality to develop
Environmental management policy and strategy in making sure that the environment is
managed properly. Total amount of waste collected for 2008/09 in Greater Tubatse amounts to
32 341 m³.
Challenges facing environment in GTM
• Lack of by-laws.
• Excess littering by hawkers in the areas of Burgersfort, Steelpoort and Ohrigstad
• Community with little education on environmental issues
• The Municipality has insufficient capacity on environmental management issues
• Mining activities causing serious threat to environment
• High Traffic volume
3.4 Infrastructure and Basic Services Analysis
3.4.1 Water
GTM is currently not either water services provider or authority. The Sekhukhune district
municipality is the Water services Authority. Due to the rapid growth of the municipality, GTM
has made an application to the Minister and MEC for local government to be designated as both
the water and sanitation Authority and is still a-waiting for a response. Due to its status as both
water authority and provider, Sekhukhune District Municipality is also responsible for the
development of the Water Sector plans.
There are four main sources of water within GTM:
• Abstraction from surface sources within the area of jurisdiction (dams, springs, large
rainwater collectors such as natural rock surfaces or streams).
• There are 3 main rivers in GTM from which water is collected, i.e. Spekboom, Steelpoort,
Tubatse and Olifants rivers.
• Abstraction from groundwater sources within the area of jurisdiction (boreholes or dug
wells);
• Purchase from external sources (e.g. bottled water)
There are five water schemes within the Greater Tubatse Local Municipality. These are:
• Lebalelo water scheme (northern portion)
41 | P a g e
• Penge local sources (north eastern portion)
• Lower Steelpoort Tubatse water supply scheme (central portion)
• Blyde Local source (eastern portion)
• De Hoop 1,8, and 13 water scheme (western portion)
Table 18: indicates 4 (four) water purification plants in Tubatse local municipality:
NAME CAPCITY REQUIREMENT
Burgersfort water treatment works 5ml/day Increase capacity
Steelpoort water treatment plant 2ml/day Increase capacity
Praktiseer water treatment plant 5ml/day Increase capacity
Penge water treatment plant Refurbishment
Historically, piped potable water at GTM was available only in the towns of Burgersfort,
Steelpoort and Ohrigstad, few ‘black” formal townships e.g. Praktiseer and Eerste Geluk, mines
and public institutions, e.g. hospital, police stations, etc. Most public institutions had their own
supply system, mainly from boreholes. Recently the water supply network has been extended
for domestic uses to many villages within the former Lebowa homeland territory. In the rural or
peri-urban areas, water is provided mainly through standpipes on the streets. It is therefore not
surprising that “17 % of the people obtain their water from natural resources which includes
rivers, streams and rainfall, 51.8 % of people obtain water from public taps, 6.8% from a
borehole and only 12.3% from an on-site tap”. Based on the census survey, 2007, it is expected
that the proportion of urban households will increase gradually in future as people move from
scattered (remote) villages to denser population concentration points where more services are
available.
The voluntary movement of young people away from remote rural settlements will reduce
water demand at these places in future and will increase water demand at the concentration
points where the people are moving to. It is important to prioritise planning of larger and
denser settlements where people are migrating towards for service delivery to ensure greater
impact.
The protracted drought in Sekhukhune region has forced the public authorities to speed up the
extension of water network or delivery of water through tanks in the rural / peri-urban areas.
This demand has been exacerbated by the increasing densification of few settlements where
population is gravitating towards. The recent proliferation of mining activities, edging closer to
twenty in the municipal area will be more than double the amount of water required in the
future. In this regard the estimated total mining water demand was between 27.2 and 38.5
millilitres per day in 2005 and is projected to be between 76.1 and 100.1 by 2020.
The recent investigation by the Department of Water Affairs confirmed that most feasible
option to improve water supply in this drought stricken region was to construct De Hoop dam
and bulk raw water distribution system with connections of Olifants via Lebalelo Water Scheme.
The construction of the dam has commenced and will only be functional in 2010. Following are
figures indicating water access by households in the area:
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Table 19: indicates Source: comparative information on basic services 2009: COGTA
Service Total
households
Households
access
Households
access
percentage
Households
below basic
level/
backlogs
Households
below basic
level/backlogs
percentage
Water 66 611 53 026 79.3% 13 759 20.7%
The Greater Tubatse Municipality has entered into a Public Private Partnership project with the
National Treasury for the conducting of study which commenced in June 2009 on water supply
and reticulation in the area, however there are currently five known categories of consumer
profile; viz. households, mines, industrial, commercial and the others, which refers to users such
as irrigation, institutional, etc. There is no available database on the number of commercial
users in Greater Tubatse Local Municipality. However, it can be noted that there is a spatial
concentration of commercial activities at urban nodes i.e. Burgersfort, Steelpoort and
Ohrigstad.
Total consumption (for commercial activities) can be estimated as a small fraction of domestic
consumption and is unlikely to change much in the foreseeable future. Other consumers include
agriculture and government institutional users” (GSDM WSP, 2005, p: 38). The commercial users
are highly competitive users with well established water rights.
Mines and Smelters are by far the greatest consumers of water in Greater Tubatse municipality,
followed by irrigation and domestic use. The (mines) water needs are likely to increase even
further in the medium term. Irrigation needs are also likely to increase considerably with the re-
establishment of former government irrigation schemes (RESIS Project by Department of
Agriculture) that is currently underway. The spatial plan should take cognisance of the need to
extend water infrastructure particularly to meet water requirements of mines and households.
Table below indicates different water sources in GTM.
3.4.1.1 Free basic water The municipality is providing free basic water services to its communities especially in the areas
falling within the then Lebowa borders. Most of the households in Greater Tubatse can be
defined as poor or indigent – where the total income is below R1, 500 per month. Present,
approximately 60% of the households in Greater Tubatse fall into this category, however the
municipality updates its Indigent Register on annual basis. These are the households to which
Free Basic Water must be supplied, and to whom the Equitable Share subsidy applies. The
Municipality has last updated its Indigent Policy and Register for provision of Free Basic Services
during 2008/09 financial year.
Table 20: below indicates free basic water service backlogs. Source: basic services
publication: 2009: COGTA
Service Total households
Total indigent households registered
Total indigent household served
Total indigent household served in a percentage
Total households served
Total household served as a percentage
Free basic water
66 611 39 000 41 610 105.5% 41 610 105.5%
43 | P a g e
Water critical challenges
• Aging infrastructure
• Drought
• Lack of financial resources
• Topography of the area
• Informal and scattered settlements
• GTM Municipality not water authority
3.4.2 Sanitation The Water Services Provider status which has been delegated to GTM in towns of Burgersfort,
Steelpoort and Ohrigstad also includes the provisioning of sanitation services to the identified
areas. Only 8.5 % of households have access to waterborne sewerage systems and they are
concentrated in and around Burgersfort, Steelpoort and Ohrigstad. The three towns within
Tubatse Municipality are served with potable and waterborne sewer system. In rural areas, it is
estimated that 25% of all villages are served to RDP level of service. Generally, sanitation
facilities in some villages are in poor state (GSDM Cross Border Feasibility Study, 2003). Most
industrial consumers are in the existing urban centres (e.g. Burgersfort) and discharge their
effluent into the municipal sewers for treatment at the Waste Water Treatment Works.
Table 20: indicates the list of the current status of Wastewater Treatment Works is indicated below:
LOCATION TYPE PRESENT CAPACITY
REQUIREMENT
Burgersfort Conventional 1.5Ml/day Increase capacity
Praktiseer Ponds 0.4Ml/day Increase capacity
Penge Conventional Under construction
Ga-mapodile Ponds Needs proper fencing and increase capacity
Ohrigstad Septic tanks Construction of new sewerage system
Steelpoort Conventional 0.5ml/day Increase capacity
The Steelpoort sewerage plant is refurbished to cater for the development taking place in the
area and to eliminate overcapacity to the facility. There is a clear overloading of the plant due to
chemical toilet and septic tank discharged at treatment works. However there is a planned
sewerage works downstream for Steelpoort and Winterveldt.
Almost 5.5 % of the households use VIP (Ventilated Improved Toilets) toilets with no bucket
system in use. In terms of the National Sanitation Policy, there is a variety of forms or equivalent
of VIP as long as it meets certain criteria, in terms of cost, structures, health benefits and
environmental impact. Bucket latrines are the most obvious that do not meet RDP requirements
and are not in existence in GTM.
Table21: below indicates sanitation services by households: Source: basic services publication: 2009: COGTA
Service Total households
Households access to sanitation
Households access to sanitation in a percentage
Households below basic level/backlogs
Percentage backlogs
Sanitation 66 611 10 193 19.3% 53 736 80.7%
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The envisaged increase urbanisation within the GTM will invariably require substantial
investment in bulk sanitation infrastructure.
Table 22: below indicates household by type of toilet facility in GTM.
TOILET TYPE CS 2007 2008-09
Flush toilets (connected to sewerage system) 4796 5221
Flush toilets with septic tanks 865 1112
Dry toilet facility 2931 2931
Chemical toilets 4330 4567
Pit latrine with ventilation (VIP) 46961 47411
None 6728 6278
Sanitation challenges
• Water treatment plants over capacity
• Aging infrastructure
• Informal settlements
• GTM not water and sanitation authority
• Limited resources
3.4.3 Electricity
GTM is not the electricity Authority nor Provider and this is the sole competency of ESKOM. The
municipality is only responsible for the coordination of the service by making sure that
communities are consulted and by compiling a priority list. The only provider of electricity in the
region is ESKOM; which has installed basic infrastructure to provide electricity to the
communities. For most part, the rural population has no electricity. Lack of access to electricity
to some villages poses a problem to the GTM as it impacts negatively on local economic
development and community projects.
It is important that ESKOM and DME speed up the process of electrification by making sure that
all communities have access to electricity by 2014 as set in the millennium targets. According to
the report presented by ESCOM, in August 2009, indication was made that a total number of
144 villages within the jurisdiction of the Greater Tubatse municipality is already electrified and
56 villages are still without electricity. ESCOM has connected 37 650 households and a total of
28 961 households are without electricity. DME, ESKOM and Greater Tubatse municipality have
developed electricity priority list, which will be used as a guiding tool for the electrification of
villages within the area of Tubatse.
For the 2009/10 financial year ESKOM has electrified Dresden village benefitting 600
households. The municipality with the assistance of the Department of Cooperative Governance
and Traditional Affairs has electrified Tswenyane village (245 connections), Lepelle village (210
connections), Bokome village (218 connections), Ditentseng village (262 connections) and
Kalkfontein (358 connections). An overall amount of R11 760m has been utilised to electrify the
above stated villages.
ESKOM has developed a District Wide Energy Master Plan which will also assist in fast racking
electrification of villages within the Greater Tubatse Municipal area of jurisdiction.
45 | P a g e
Table 23: below indicates total number of households with electricity and backlogs: Source:
basic services publications 2009: COGTA
Service Total households
Households with access
Household access in percentage
Households below service/backlogs
Backlog percentage
Electricity 66 611 37 650 63.3% 28 961 29.7%
Table 24: below indicates villages electrified by GTM during 2006/07 to 2010/11 FY
PROJECT NAME HOUSEHOLD
S BENEFITED
BUDGET STATUS
06/0
7
07/0
8
08/0
9
09/10 10/11
Installation of communal
lights in Ohrigstad
230 3.0m complete
Installation of Apollo lights 32 692 1.5m complete
Electrification of Magakala
and Manoke villages
2 147 5.0m complete
Electrification of Kalkfontein,
Ditenseng, Bokome, Lepelle
and Tswenyane villages
1 293 11.7m Complete
Electrification of Ga-Maepa
village
200 2.0m
Electrification of Kgotlopong
village
423 4.2m
Electrification of Maahlashi
village
297 2.9m
Table 25: below indicates backlog electrification per Village: Source: Stats SA CS2007
Village total backlogs
Shakung (Moroke Cluster) 630
Motloulela (Malokela Cluster) 410
Modubeng (Malokela Cluster) 700
Ga-phala (Malokela cluster) 225
Malokela (Malokela cluster) 850
Kgopaneng (Malokela cluster) 280
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Maakubu (Malokela cluster) 620
Moshira (Malokela cluster) 300
Makgalane 540
47 | P a g e
Village total backlogs
Banareng 660
Makopung 563
Mokutung 2 60
Malaeneng 439
Mapareng 480
Sekopung 360
Makofane/Pidima 240
Ga-Malepe/Ga-Moraba/Ga-Motshana 110,50,300
Ga-Mokgotho/Maretlwaneng/Mankele 370,290
Segorong/Mamogolo/lefahla 256,70,45
Kgotlopong/Taung/Matokomane/Makotaseng 2700
Madikane 312
Senyatho 530
Radimpsa 420
Sekhwakhwaila 390
Dithamaga 38
Leboeng/New stands 439
Phadishanong 545
Driekop- France 1500
Mandela park 680
Kampeng 610
Magologolo 188
Maputle 393
Dibakwane 290
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Village total backlogs
Barelong/Barcelona 261
Kutollo 350
Koppie
Buffelshoek
Table 26: below indicates other source of energy used per household:
SOURCE OF ENERGY CENSUS 2008/09 Gas 104 67
Paraffin 2931 5679
Solar 156 77
Wood 22890 22890
Animal dug 666 666
3.4.3.1 Free Basic Electricity The main challenges facing GTM revolves around the electricity capacity in the area as outlined
by Eskom. Improved awareness in terms of the collection of tokens by beneficiaries also needs
to be improved. Currently only 22.1% of the total households in GTM are receiving Free Basic
Electricity.
Table 27: below indicates total number of households receiving free basic electricity and
backlogs. Source: public service publication 2009: COGTA
Service Total
households
Total
indigent
households
Total
households
access
Household
served
percentage
Backlogs Backlogs
percentage
Free basic
electricity
66 611 39 000 6 471 22.1% 32 529 70.8%
Challenges
• GTM not electricity authority
• Highest electricity backlogs in the district
• No electricity capacity available in the area
• No accurate indigent register for the provisioning of free basic electricity
• Limited resources
3.4.4 Housing
Bulk of the 66 611 units within GTM are found in rural and peri-urban settlements. For
historically reasons these rural or peri-urban settlements occurred within the former Lebowa
homeland part of the municipality. Generally these rural settlements are very small with most
of them comprising of less than 1000 housing units. There are close to 180 settlements spread
across the GTM area. Although the settlements are scattered they are only found in the
northern and north-western parts of the municipal area with private housing developments
taking place in the southern part of the GTM.
49 | P a g e
The biggest complex of settlements occur around the Praktiseer/ Bothashoek /GaMatodi and
Riba-cross where about 40 000 people reside, which is more than 15% of the total population.
Another expansive cluster of settlements is the band along R37 (Dilokong Corridor) that includes
Mecklenburg and Driekop. There are other eight clusters of settlements that are comprised of
relatively fewer housing units. These include a linear grouping of settlements (Parallel to R555)
from Mampuru in the south to Eerste-Geluk in the north.
The Mampuru - Eerste Geluk settlements mainly accommodate people working in the mines,
retail and industries around Steelpoort. The other clusters of settlements are around Alverton-
Maahlashi, Kgotlopong-Kgautswana, Matokomane-Taung, Mabotsha, Ga-Moraba, Maakubu-
Motloulela, Mapareng-Tswenyane, Ga-Maepa, Ga-malekane and Penge and its environs.
The majority of these settlements are unplanned. There are however few planned and formal
housing development within the GTM that were planned prior to 1994 i.e. Mecklenburg A and
B, Penge, Driekop, Mapodile/Eerste Geluk and Praktiseer. These settlements except
Mecklenburg A and B and Driekop in the main enjoy full engineering services like waterborne
sewerage, water connected to plumbing fixtures inside the house, some or most roads are
surfaced with asphalt, regular waste disposal and electricity. These settlements together
provide about 6000 residential erven.
The unplanned villages generally have poor services characterized by gravel roads, self-made pit
toilets and lack of electricity and solid waste disposal. However in most settlements water is
provided through standpipes at least along the main roads. As stated above, historically the
former “white towns” of Burgersfort, Steelpoort and Ohrigstad had limited housing stock.
Before the recent housing development associated with the expansion of platinum group
minerals mining activities there were only 405 formal houses in these towns (299 on township
erven and 106 on farm portion) as late as 2001/2002. High level of engineering services was
generally provided in these areas including housing on the farm portions. In the farm portions
there was reliance to on-site services, e.g. septic tanks, water boreholes, etc.
Until very recently the formal housing stock in the entire municipal area was about formally
demarcated housing erven estimated to be about 6000, which is just 10% more of the total
housing stock. A significant number of housing in these areas is still rudimentary in terms of
quality of material and construction technology. Most of these houses are in Driekop,
Mecklenburg and parts of Praktiseer, This underscores the importance of formalizing housing in
peri-urban settlements in appropriate locations so that the residents can have more secure
tenure so that high level of engineering and several services can be extended and housing could
be improved.
50 | P a g e
Table 28: indicates the Greater Tubatse Housing Backlog source: Source: Greater Tubatse Municipal IDP Housing
Chapter
Ward No. Number and Type of Housing Units Wards
Based
Waitin
g Lists Settlement Name Informal Backyard Hostel Traditional Farm
Subtota
l Social Gap Bonded Subtotal Total
Ward 1 65 1 184 250 0 250 155
Ward 2
(Steelpoort)
144 4 215 363 500 500 863 201
Ward 3 66 0 128 194 0 194 117
Ward 4 48 1 143 192 0 192 172
Ward 5 67 3 53 123 0 123 298
Ward 6 49 3 346 398 0 398 198
Wad 7 201 11 88 300 0 300 152
Ward 8 179 4 116 299 0 299 271
Ward 9 20 0 109 129 0 129 168
Ward 10 75 0 52 127 0 127 232
Ward 11 277 2 84 363 0 363 269
Ward 12 41 1 117 159 0 159 183
Ward 13
(Praktiseer)
255 3 28 286 2500 2500 2786 115
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Ward No. Number and Type of Housing Units Wards
Based
Waitin
g Lists Settlement Name Informal Backyard Hostel Traditional Farm
Subtota
l Social Gap Bonded Subtotal Total
Ward 14 203 4 90 297 0 297 152
Ward 15 33 0 119 152 0 152 259
Ward 16 23 2 311 356 0 336 237
Ward 17 18 0 61 79 0 79 413
Ward 18
(Burgersfort)
51 4 400 455 3500 3500 3955 290
Ward 19 8 3 108 119 0 119 191
Ward 20 49 1 154 204 0 204 266
Ward 21 48 0 31 79 0 79 175
Ward 22 21 2 257 280 0 280 163
Ward 23 59 2 151 212 0 212 187
Ward 24 25 0 353 378 0 378 156
Ward 25 312 3 80 395 2000 2000 2395 339
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Ward No Number and Type of Housing Units
Wards
Based
Waitin
g
Lists Settlement Name Informal Backyard Hostel Traditional Farm
Subtota
l Social Gap Bonded
Subtota
l Total
Ward 26 53 0 238 291 0 291 160
Ward 27 150 4 180 334 0 334 150
Ward 28 5 3 375 384 0 384 177
Wad 29 23 9 203 235 0 235 152
2568 70 0 4775 0 7413 5000 0 3500 8500 15913 5989
53 | P a g e
Table 29: below indicates household by type of main dwelling in GTM (source stats SA.CS 2007)
HOUSING TYPE CENSUS 2001 CENSUS 2007
House or brick on a separate stand or yard
36222 48497
Traditional dwelling/huts/structures made of traditional material
9568 7593
Flat in block of flats 364 66 Town/cluster/semi detached house(simple, duplex, triplex)
208 66
House/flat room in backyard 520 1132
Informal dwelling/shark in backyard 1404 1998 Not in back yard e.g. in an informal/squatter camp settlement
3276 5528
Room/flat not back yard but on a shared property
312 733
Caravan or tent 156 66 Private ship/boat 00 00 Workers’ hostel(bed/room) 00 733
Other 00 198
Table 30: Housing needs for the period 2008-2012
TYPE 2007 2008 2009 2010 2011 2012
TRADITIONAL 5440 5518 5590 5659 5726 5790
INFORMAL 3677 3729 3778 3825 3870 3913
BACKYARD 1574 1597 1617 1637 1657 1675
TOTAL 10691 10844 10985 11121 11253 11378
% growth per annual 1.4 1.3 1.2 1.2 1.1 1.3
In terms of the report prepared by EastCon for Steelpoort Valley Producers Forum about 8500
additional housing is required to accommodate new mining workers and their families in the short
term. These housing units will be distributed as follows: Burgersfort (3500) Praktiseer (2500
residential erven), Driekop (2000 residential erven) and Steelpoort (500 residential erven). In 2003,
specific sites were identified to locate the required housing units.
The proposed housing development at Driekop (part of Dilokong Corridor) is located on the eastern
side of Modikwa Mine but on the western side of R37 on the farm Hendricksplaats 281 KT. At
Burgersfort, housing is proposed in five different locations on portions of farms Leeuwvallei 297 KT,
Appiesdoorndraai 297 KT, Witgatboom 316 KT and Mooifontein 313 KT. These farms are vacant
properties from eastern, to northern and western parts of the existing town.
At Praktiseer the proposed development is located to the east and south of the existing township of
Praktiseer 275 KT and Appiesdoorndraai respectively. At Steelpoort a medium income housing i.e.
Steelpoort Extension 1 and 4 was recently completed on the portion of Goudmyn 337kT on the
western side of R555. Between 2002 – 2008 residential township of Burgersfort Extensions 10, 15,
54 | P a g e
16, 26, 30 and 34 in Burgersfort town yielding just more than 2500 erven were approved. This is a
testimony to rapid demand for housing.
Housing challenges
• Staffing shortages with only one person (building inspector) working on housing in the
municipality.
• Lacking of experience/expertise regarding technical aspects around housing in the municipal
area.
• Poor communication and information dissemination between Limpopo Provincial Government
and the local authority regarding housing matters.
• Lacking of consumer education for housing beneficiaries.
• The bulk water, sanitation and electricity network in and around the various Development
Nodes will have to be extensively upgraded to cater for projected future growth.
• No land within the municipal area belongs to the municipality, while some of the land portions
belonging to the other spheres of government are subject to land claims.
3.4.5 Waste and Refuse Removal
Waste management services are rendered in a few areas of GTM by the municipality or independent
contractors in private properties. Dumping and burning of waste is the more common way of
disposing waste.
Most villages in Tubatse do not have access to this service. The rate of improvement in refuse
removal has also been very slow. Starting off a low base of only 4 729 in 2007/08 of the households
having their refuse removed by municipality weekly, the situation only improved to 4 707 of the
households receiving the service by 2009.
Table 31: indicates Basic services publications 2009 COGTA
Service Total
households
Household
access to
service
Percentage
households
access to
service
Backlogs
to service
Percentage
backlogs to
service
Refuse
removal
66 611 4 707 7.1% 61 904 92.9%
Table below shows other means of refuse removal by type per household:
REFUSE BY TYPE CENSUS 2001 CENSUS
2007
2009
At least once a week 3484 4729 8557
Less often 312 733 733
Communal refuse dump 260 932 932
Own refuse dumps 33852 50454 50454
No refuse disposal 14092 8926 8926
Other 00 67 67
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Table 32: indicates the areas or villages receiving refuse removal services in GTM: source GTM
Accounts 2009
AREA NO: OF HOUSEHOLD RECEIVING
SERVICE
Ohrigstad 190
Praktiseer 2332
Steelpoort 230
Burgersfort 1264
Ga-mapodile 691
Solid waste disposal and industrial waste disposal infrastructure is needed as there has been an
emergence of many industries thus the high demand. There is a little of these waste disposal
facilities in place within GTM, some are not regulated to ensure environmental soundness, health
and hygiene.
The municipality renders waste collection and cleaning service. Waste is collected and deposited in
landfill sites. Bins and containers are provided in public areas for collection of waste. Waste
collection is done on Monday to Friday. In Burgersfort business and household waste is collected
daily except on Sundays. However, waste is not collected in time and it was reported that the
personnel is not enough for the rendering of efficient service. In year 2005 it was estimated that
50 000 tons of waste was generated throughout GTM but only 5% was collected.
The projected population in 2025 is 415 000 which will generate 75 000 tons of waste. This would
require significantly improved operations on parts of the local authority to extend its service to all
households and substantially improve landfill capacity. The Municipality has initiated a Public Private
Partnership on Waste Management Project which will assist in alleviating the waste removal
backlogs as experienced in the area. The National Treasury has supported the initiative and has
funded the project with an amount of R5 million during the 2008/09 financial year. Section 78
processes are already done and the municipality is looking forward to commence with the second
phase which is the procurement stage.
CHALLENGES
• Permit of the existing landfill site has expired; Department of Environmental Affairs and Tourism
was approached for the extension of the license.
• Companies and communities utilizing municipal landfill site not paying the service and this
affects revenue negatively.
• BY-laws not yet gazetted to regulate illegal dumping.
3.4.6 Roads and Storm water
The road network of Greater Tubatse is approximately 1 318 km in extent. 39 % of this is a surfaced
road and the 61% is comprised of un-surfaced roads. This means the majority of the nodes depend
on un-surfaced roads for access to socio-economic opportunities (GTM Local Economic Development
-Phase 2, 2007). These un-surfaced roads are particularly found in scattered villages. Most of these
roads are poorly maintained and thus transport routes are limited by deteriorating roads.
In its quest to upgrade the standard of roads in the area, the municipality has created a public works
unit which was officially launched on the 10 September 2008. These roads are mainly used by buses
56 | P a g e
and taxis to transport passengers in the area. Both surfaced and un-surfaced roads deteriorate
during rainy seasons and lack of storm water drainage and bridges worsen the problem.
Table 33: below indicates road ownership in terms of kilometres:
NAME PAVED GRAVEL EARTH TRACKS
SANRAL 173km
RAL 127km 103km
DISTRICT roads 15km 381km
GTM roads 76km 194km 249km
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Table 34: below indicates roads and storm-water projects implemented during the 2006/07 to 2010/11 financial years:
PROJECT NAME HOUSEHOLDS
BENEFITED
BUDGET STATUS
06/07 07/08 08/09 09/10 10/11
Upgrading of Mapodile road 727 2.5m complete
Upgrading of Ohrigstad roads 230 3.5m complete
Upgrading of Praktiseer roads 4 800 4.8m complete
Upgrading of Burgersfort roads 2 000 6.2m Complete
Upgrading of Ngwaabe roads 3 980 3.8m complete
Upgrading of Praktiseer roads 4 800 4.1m complete
Upgrading of Burgersfort roads 32 682 8.8m complete
Upgrading of Ngwaabe roads 3 980 4.5m complete
Upgrading of Burgersfort public
transport interchange facility
32 692 14m complete
Upgrading of Praktiseer roads 4 800 3.7m complete
Upgrading of Praktiseer roads 4 800
5.5m
Complete
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PROJECT NAME HOUSEHOLDS
BENEFITED
BUDGET STATUS
06/07 07/08 08/09 09/10 10/11
Upgrading of Burgersfort roads 32 692 complete
Ga-malekane bridge 9 161 5.4m
7.7m
Riba cross to Ga-Riba road 3 817 3.5m complete
Regravelling of Ga-moraba road(ward
26)
300 2.6m complete
Regravelling of Kgautswane road 1 163 2.8m complete
Upgrading of Praktiseer roads 4 800 5.4m complete
Upgrading of Ohrigstad roads 230 4.9m complete
Construction of Tukakgomo bridge 553 1.5m complete
Construction of manyaka bridge 677 1.5m complete
Construction of Mareseleng bridge 2 268 4.5m complete
Upgrading of Burgersfort roads 32 692 4.8m On-going
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PROJECT NAME HOUSEHOLDS BENEFITED BUDGET STATUS
06/07 07/08 08/09 09/10 10/11
Development of bridges for Mandela,
Molongwane and Taung villages
3 366 1.2m complete
Upgrading of Praktiseer roads 4 800 3.2m On-going
Upgrading of Ngwaabe roads 4 852 2.5m On-going
Construction of Tidintitsane bridge 396 1.7m complete
Upgrading of Bothashoek roads 2 495 4.4m Complete
Construction of Lekgwareng bridge 310 1.9m complete
Construction of Makofane bridge 816 1.9m complete
Upgrading of Ga-phala to Modubeng
bridge
1 325 4.4m Complete
Construction of Leboeng access road 2 611 4.3 On-going
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Table35: below indicates backlogs on Municipal roads: Source GTM roads and storm water
infrastructure asset management plan 2008
WARD NO: ESTIMATED km ASSUMED TOTAL
HOUSEHOLDS
ESTIMATED
HOUSEHOLDS
AFFECTED
1 20 2 356 471
2 80 100 80
3 50 1 664 832
4 10 1 664 166
5 30 1 664 499
6 20 1 664 333
7 50 1 664 832
8 20 1664 333
9 10 1 664 166
10 20 1664 333
11 80 1 664 1 331
12 60 1 664 998
13 10 1 384 138
14 20 2 412 482
15 30 2 594 778
16 50 1 664 832
17 50 1 664 832
18 20 50 10
19 50 1 664 832
20 40 1 664 666
21 30 1 664 499
22 10 2 100 210
23 30 1 664 499
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WARD NO: ESTIMATED km ASSUMED TOTAL
HOUSEHOLDS
ESTIMATED
HOUSEHOLDS
AFFECTED
24 30 1 664 499
25 10 2 1OO 210
26 60 1 664 998
27 30 1 664 499
28 10 1 664 166
29 70 2 733 1 913
There is however a fair road networks system that links most areas in Tubatse with major provincial
road such as R555, R36 and R37. R37 (which has recently become a national road) connects GTM to
other municipal areas and it forms part of the Dilokong Corridor. The poor conditions of roads make
public transport critical to the movement of goods and service. But this is undermined by the fact
that the settlements are dispersed and have low population densities leaving public transport less
frequent.
The busiest roads are Road R37 and R555. These serve also as the main collector routes from the
major urban nodes such as Burgersfort, Driekop, Mecklenburg, Steelpoort and Bothashoek and the
respective villages. These urban nodes are main areas where passengers are concentrated hence are
perceived as the major generators of traffic. The mining activities along Road R37 and the villages
located along this road generate high volumes of public transport on this route. It was therefore
recommended in the Local Economic Development report that the widening and rehabilitation of
R37 should be prioritized.
The conditions of the roads result in traffic congestion, accidents, high repair and maintenance
cost...etc which combine to reduce productivity. Lack of maintenance and upgrade of roads increase
the economic inefficiencies of the road transport services. There is a need to encourage haulage of
goods, to and from the mines to rail system, particularly those in bulk.
3.4.7 Transport The Greater Tubatse municipality has developed an integrated transport plan which indicates that
the municipality has two modes of transport found in the area, viz, railway and road transport. The
road transport is the common public transport to provide service to the community in remote areas,
i.e. buses (Greater North Transport) and mini-taxis. It also serves as the mode to transport raw
materials to and from the mines including agricultural products.
The route utilisation survey recorded 405 taxi vehicles and 18 Great North Transport buses and a
number of other private bus transport companies like, Sekhukhune express, Mahlangu bus services
and Thembalethu bus services are providing service in this municipal area.
Unregulated and influx of Mini taxis operating as metered taxis within the Burgersfort and
Steelpoort areas are posing a threat to road users as majority of them are not road-worthy. The
survey also showed a high volume of weekend operations to transport shoppers from rural
hinterlands to Burgersfort. The taxi route survey showed that there were 71 taxi and bus routes in
Greater Tubatse Municipality but in this survey the outward bound and inward bound route were
individually identified.
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These routes virtually penetrate all the villages around the urban centres of Burgersfort, Steelpoort
and Ohrigstad. The spatial structure of GTM particularly the radial nature of public transport into
and from Burgersfort town sees this town function as a focal point but there is no real inter-modal
system to speak of. The buses and the taxis do not feed each other but generally compete along the
same routes. The buses however tend to pick the denser routes, Burgersfort function as transport
interchange where passengers can change routes within the GTM area or beyond.
In terms of destination Burgersfort functions as fulcrum of the local taxi movement with the rest
going to either Ohrigstad or Steelpoort. There are long distance taxis operating from three urban
nodes going to areas beyond municipal boundaries such as Polokwane, Witbank, Jane Furse,
Middleburg, Tembisa and Johannesburg. Railway transport of general freight is only rendered in
Ohrigstad, Burgersfort and Steelpoort. There is no passenger train service, particular referring to
daily commuter service, operating in the area. The Greater Tubatse municipality in partnership with
the department of Transport is busy with the construction of multimodal transport facility in
Burgersfort town and a taxi rank around Driekop area. Few transport facilities are available in the
area and their state is as follows:
The availability of stable public transport and different modes of transport (taxis and buses) is a
strength that is acknowledged in GTM area. However lack of infrastructure has become a challenge.
There is lack of public transport facilities and as such the overwhelming majority of the taxi facilities
are informal. The National department of transport, Provincial department of transport together
with the municipality are busy with the development of plans for the integrated modal transport
facility in the Burgersfort town which will also add value to the transport service after its completion.
There are only seven identified formal public transport facilities:
• One in Praktiseer
• Four in Burgersfort
• One in Steelpoort
• One in Ohrigstad
The state of taxi ranks is as follows:
- 28.6 % of taxi facilities are on street facilities
- 85.7% of taxi facilities are informal facilities;
- 8.6 % of taxi facilities have lighting;
- 17.6 % of taxi facilities are paved;
- 2.9 % of taxi facilities have public phones;
- 14.3% of taxi facilities have offices
- 11.4 % of taxi facilities have shelters; and
- 14.3 % of taxi facilities have ablution facilities
Challenges facing Transport
• Insufficient taxi rank infrastructure
• Most of the Mini or metered taxis not road worthy
• Traffic congestion
• No transport facilities in some parts of the municipality especially in rural areas.
• Mushrooming of pick up points within town by mini taxis
• Mini taxi operating beyond their boundaries
• Delay by the department of road and transport to issue permits for taxis.
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3.4.8 Cemeteries
There are 4 (four) well developed or formal cemeteries in the Greater Tubatse municipality’s area of
jurisdiction. The four cemeteries were developed by the municipality during the last three financial
years. Praktiseer cemetery site is the largest in the area followed by Penge, Ga-Mapodile and
Ohrigstad cemeteries.
Community members in rural areas are using community grave yards which are not well fenced,
have no ablution facilities and no water to drink during funeral processes. Several requests were
received from the communities during the IDP consultative meetings for the development of better
cemeteries. The municipality has identified 1 (one) cemetery from each ward for fencing and
construction of ablution facilities using the EPWP Allocation received during 2010/11 financial year.
This process will be facilitated until majority of graveyards in rural areas are well developed
Table 36: below indicates cemeteries projects implemented during 06/07 financial year to 10/11
FY
PROJECT NAME HOUSEHOLD
S BENEFITED
BUDGET STATUS
06/0
7
07/0
8
08/0
9
09/1
0
10/11
Upgrading of Mapodile
cemetery
727 complete
Upgrading of Ohrigstad
cemetery
300 complete
Upgrading of Praktiseer
cemetery
4 800 complete
Upgrading of Penge
cemetery
300 Complete
Challenges
• There are still villages where people use their backyards or kraals as graveyards
• Lack of land for the development of Burgersfort Cemetery
• The cemeteries which were developed at Praktiseer, Ohrigstad and Mapodile are falling apart
because of poor workmanship during construction.
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3.5 Local Economic Development
3.5.1 Economic Profile of GTM
The Greater Tubatse Municipality has adopted an LED strategy in 2007 which makes emphasis that
the area has a high level of poverty and unemployment of which indication of the following
programmes and thrusts are made to improve the status of the economy:
Table 37: indicates programmes and thrusts
PROGRAMME THRUSTS
1. Sector development
1.1 Mining cluster development
1.2 Horticulture development
1.3 Meat cluster development
1.4 Tourism cluster development
1.5 Nodal development
1.6 Informal sector development
2. Economic infrastructure support 2.1 Road and transport
2.2 Water
2.3 Electricity
2.4 Telecommunication
2.5 Infrastructure investment plan
2.6 Enterprise development
3. Social development 3.1 Education and skills development
3.2 Housing
3.3 Health
4. Institutional/Governance reform 4.1 Regulatory framework
4.2 Waste & Environmental
management
4.3 financial management
4.4 LED directorate capacity building
The northern area of the GTM is economically the most marginal region of the Limpopo province,
and had no economic base. The area is solely dependent on government handouts and migrant
labour income for survival. With the development of mines in GTM, the area is currently benefitting
economically from the mines in many ways, however the economic melt-down experienced during
2008 and 2009 has left most of the mining industries with no option but to seize operations and
some mines had to retrench their employees.
This has left the municipality and its communities in drastic economic difficulties due to the fact that
some of the residents are un-able to pay for the services rendered by either the municipality or the
private sector. The Limpopo Employment Growth and Development Plan for 2009 suggests
programmes that will improve the economic status of the Province like: integrated poverty
reduction programme, Building Material manufacturing Programme, SMME’s and Co-operatives and
the integration of the National Youth Agency Programmes into the provincial programmes.
The following sections will give a broad overview of the four sectors contributing to the economy in
the GTM:
• Agriculture
• Mining
• Manufacturing
• Trade
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• Tourism
Table 38: below indicates Highest Education level or Skills level: Source GTM Household Survey
2007.
No
Schooling
Grade
0-
Grade
2
Grade
3 –
Grade
7
Grade
8-
Grade
12
Grade
12
plus
other
Diploma Bachelor
Degree
Honours Masters Ph.d
40 956 33
824
64
892
99
580
6 296 3 386 968 174 64 36
Table 39: below indicates employment by gender : Source: Stats SA survey 2007
MALE FEMALE Grand Total
Employed 26842 18479 45321
Unemployed 20868 30683 51551
Not economically active
36785 53911 90696
Unspecified 2954 2356 5310
Institutions 441 244 685 Grand Total 87890 105673 193563
Table 40: below indicates jobs created through LED initiatives
BENEFICIARIES YEARS VARIENCES
2009 2010
Youth 212 578 366
Women 324 702 378
Disabled 01 10 9
Total 537 1290 753
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Table 41: indicates income level by gender and race: Source Stats SA survey 2007
Income level MALE
FEMALE
Grand Total
Black Coloured Indian or
Asian
White Black Coloured Indian or
Asian
White
No income 52831 38 - 59 77264 76 35 164 130467 R1 - R400 2067 - - - 4460 - - 14 6541
R401 - R800 3004 38 - - 4980 - - 4 8026 R801 - R1 600 7812 76 - - 8333 - - 27 16248 R1 601 - R3 200
7019 - 24 4 2920 58 12 4 10041
R3 201 - R6 400
6629 - - 4 1826 - - 90 8549
R6 401 - R12 800
2775 - - 81 677 - - 123 3656
R12 801 - R25 600
524 38 12 152 196 - - 42 964
R25 601 - R51 200
62 - 12 109 64 - - 33 280
R51 201 - R102 400
30 - - - - - - - 30
R102 401 - R204 800
74 - - - - - - - 74
R204 801 or more
- - - - - - - - 0
Response not given
3909 - 12 56 3957 - - 67 8001
Institutions 420 - - 21 232 - - 12 685
Grand Total 87156 190 60 486 104909 134 47 580 193562
3.5.1.1 Tourism Tourism in GTM is underdeveloped as most tourist attraction places are found beyond the
boundaries of GTM, particularly the world’s famous Blyde River Canyon and a couple of game farms
e.g. Kruger National Park, Malamala Game Reserve, etc east of the municipal area. However the
municipal area has a potential to develop tourism industry by way of adopting two different
strategies with regard to tourisms cluster development as indicated in the GTM LED strategy. The
first is to promote a small number of high-impact projects as identified in the GSDM Tourism
Development strategy and the second is to promote small, local community tourism projects that
can be financially sustainable. The area is very rich in tourist attractions particularly cultural
diversity, historic places and the natural beauty of the land associated with dramatic topography.
The eastern part of the municipal area (around length of R36) is a better place to lead the
exploitation of tourism potential, as it is the part of the well-marketed Panaroma Route.
The Panaroma route “leads through the rugged mountain range of the northern Drakensburg,
passes through the north-eastern part of Great Escarpment, the inland Plateau declines abruptly and
steeply and opens up a fantastic views of plains of the low-veld on thousands metres below”
(www.africa-explore.co.za/ct-panaroma_route html. The four tourist attractions in the northern
reaches of the route, namely, The Strydom Tunnel, Abel Erasmus Pan, Museum of Man and Echo
Caves are within the GTM area.
67 | P a g e
Ohrigstad as a stop-over centre for tourist travelling to various destinations along Panaroma Route
will have to provide more restaurants, rest rooms, entertainment facilities, and overnight
accommodation facilities such as hotels, guest houses.
The good views that include the dramatic vantage points, river systems, natural landscape, and the
green valleys of the eastern part of Greater Tubatse will serve as attractions for tourist and transient
residents with a wide range of places of interests such as game farms, farmstays, etc.
There are number of tourism potential areas within the former Lebowa territory that has not been
explored viz Mahubehube Caves in Bothashoek, Mankele and Ga-Mokgotho water-falls and dramatic
topographical relief around Penge, discontinued mining settlement of Penge and Taung , old coach
wagon in Leboeng, King Sekhukhune statue at Tjate and miraculous trees (with healing powers) at
Phiring. These tourist attractions related to the generally ignored cultural history and areas of
African people. Lack of convenient access, support infrastructure including marketing and on-site
infrastructure and facilities are impacting negatively on tourism exploitation within the area.
Tjate heritage site as identified above as one of the potential tourism projects in Tubatse has been
budgeted for by Sekhukhune District municipality. The Limpopo Employment growth and
Development plan has identified Tjate as one of the fag-ship projects to be implemented during the
financial year under review. Work is been done and the project is currently at phase 5 of the
proposed scope of work.
The existence of the world re-known Panorama route nearby provides an opportunity to divert some
of the tourist already in the area to these forgotten attractions. Opening up another tourism route
linking these attractions is the key first step to promote rural natural and cultural attraction spots.
Ohrigstad is ideally located to be used as the base or stop over from which to explore the Blyde River
Canyon, Bourkei’s Luck Potholes, God’s Window, Three Rondavels and game reserves. Unfortunately
there are very few overnight accommodations in this town and environs.
There are a number of identified accommodation establishments, i.e., country game lodges, in
Ohrigstad and Burgersfort namely, Iketla Lodge, Hannah Game Lodge, khumula lodge, water-gat
lodge, Lapeng lodge, Gethlane lodge, kusile quest house, snowy owl guest lodge, khaya ndlovu guest
lodge, Hosanna guest lodge, Didingwe river lodge, Rooi ivoor lodge, Burgersfort town lodge, Ruud’s
country lodge, Lalalanga chalets, Mantsibi guest lodge, Helmon’ palace, van zyl’s chalets, Bonamanzi
lodge, Senare Lodge and George Steelpoort Lodge.
3.5.1.2 Agriculture and forestry Farming is an important economic resource as a wide range of products are cultivated owing to good
soil conditions, the sub-tropical climate and reasonable access to water. The following type of
products is produced: fruit, vegetables, grain, cotton, citrus, maize, tobacco and meat. The main
resources that encourage agricultural production are the Olifants, Steelpoort and Spekboom Rivers,
which provide water to the region. These sources of natural water are essential for present and long
term irrigation of crops.
Potential land for agricultural purpose is found on the river banks of three above mentioned rivers,
however some of the land is not used optimally e.g. the land at Penge on the river bank of Olifants
river and others.
No other region in the GTM reveals a higher potential for desertion, resultant from overgrazing over
a prolonged period by a highly impoverished rural population that struggles to plan and control their
area. Their lack of skills prevents them from managing their resource for long-term production. This
type of farming makes the region vulnerable to periodic droughts that affect both the regional
resources and the potential to generate work opportunities for the unemployed.
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3.5.1.3 Mining The intrusion of the Volcanic Bushveld Igneous Complex into the sedimentary rock of the Transvaal
system resulted in great metamorphism, which caused the introduction of many minerals including
chrome, vanadium, platinum, asbestos and magnetite in the area.
• Chrome is mined extensively at Dwars-river, Dooringbosch, Tweefontein and Lannex mine
and the product is exported by rail and sea to overseas destinations.
• The following chrome mines are still under prospection; Lwala mine and Mooihoek mine.
• Vanadium is mined and smelted at only one mine and this product caters for most of the
demand in the country.
• Platinum is found in the well-known Merensky Ridge and this resource accounts for more
than 50% of all platinum resources on earth and is mined at Helena (XSTRATA), Thorncliff
(XSTRATA), Mototolo (XSTRATA), Marula mine, Twickenham mine, Modikwa mine, Two-
rivers mine and De Brochen mine.
• The following platinum mines are still under prospection, Phokathaba mine, Spitzkop mine,
Grootboom mine, Nkwe platinum mine and Tjate mine.
• Two Andalusite mines exist in the areas of Segororng and Modubeng, which are Rhino
minerals and Annesley havecroft mines.
• Granite is mined at Elephant’s river mine near Tjate village.
• Clay is mined at one mine and most of the product is used for manufacturing of cat litter.
• Asbestos was mined at Penge and Taung, but because asbestos products have been banned
worldwide, the mines were closed down and are currently the areas are being rehabilitated.
• Slate is mined at Saringa mine near Kgautswane village and is used to manufacture roof and
floor tiles.
• Silica is mined for the production of sand and stone aggregate, and serves as a flux in the
chrome smelting process.
• Magnetite is an iron-ore mined at Goede Hoop and transported to Witbank for the
production of steel in the Highveld Steel Plant.
• Magnisite was mined extensively in the Burgersfort area, but as it does not meet the
required standard anymore, mining operations were ceased.
• There are currently three chrome smelters operating in the area, Lion Ferrochrome
(XSTRATA), ASA Metals at Ga-Maroga village and Tubatse Ferrochrome in Steelpoort.
Although there are several mines in the area, the existing resources remain unexploited. Investment
in this sector is important as it brings with it investment in infrastructure, results in creation of job
opportunities and generates many other economic spin-offs. The lack of economic growth in the
region warrants special attention and support to optimise the available opportunities. However,
cognisance should be taken of the outflow of money from the mines in Greater Tubatse to other
regions.
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General Challenges facing economic development
• Brain drain
• High level of illiteracy
• Lack of infrastructure for agriculture and tourism development
• Migration and immigration
• High level of HIV/AIDS
3.5.2 Comparative and Competitive advantages of the local economy Greater Tubatse Municipality has significant mining and manufacturing (ferrochrome smelters)
sectors, but unemployment is still significantly above the provincial average. Information from
different sources suggests that the new mining developments that have already been around could
reduce unemployment from 73% (expanded unemployment rate definition) in 2001 to 44% in 2010.
Further reduction in the unemployment rate will depend on effective intervention by public sector
institutions to facilitate economic sector diversification through competitive cluster value-chain
development. This implies upstream development in the manufacturing and trade sector to provide
essential items in the mining supply chain by local Entrepreneurs. It also implies side-stream
development in the form of construction and Urban renewal. This approach is consistent with the
Limpopo Employment Growth and Development Plan.
Constraints to cluster development include:
- Lack of infrastructure, with reference to water reticulation, poor road conditions,
electricity and sanitation
- Land ownership limitations in former homeland areas and inappropriate land use
management
- Shortage of skills , particularly in the local labour force and among unemployed people
- Institutional capacity limitations in Local Government, with specific reference to
economic development management capacity
Clusters affect competition in three broad ways that both reflect and amplify the parts of the
platinum belt, namely:
- Increasing the current productivity of constituent firms or industries
- Increasing the capacity of cluster participants for innovation and productivity growth
- Stimulating new business formation that supports innovation and expands cluster
Most cluster advantages rest on the external economies or spill-over across firms, industries and
institutions of various sorts. Thus a cluster is system of interconnected firms and industries whose
role is bigger than the sum of its parts. These three broad influences of clusters on competition
depend on personal relationship, face-to-face communication and networks of individuals and
institutions that interact. Within GTM local economic development our cluster building blocks are
the following:
• Mining cluster development
• Tourism cluster development
• Horticulture cluster development
• Nodal development
• Informal sector development
• Economic infrastructure development
Following projects are been implemented by the municipality and are driven by the LED strategy,
some are still on planning stages
• Mining input supply park
• Fresh produce market
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• Institutionalization of informal trading
• Formalisation of both Mashifane park and Burgersfort EXT 10
• Praktiseer commercial development EXT 11 (support NDPG)
• Tourism strategy development
• Multimodal transport facility
3.6 Socio Economic Analysis
3.6.1 Education
The quality of education for the African population has long been poor and insufficient in terms of
standard requirements. The Limpopo province’s education achievements lag behind those of other
provinces. For example, the literacy rate of the Limpopo province was 73.6% in 1991, while average
literacy in South Africa was 82.2%. Population Development Program (PDP) indicators suggest that,
in 1991 nearly one in every ten children of a school going age did not attend school.
According to the Education Atlas of the Education Foundation, which gives detailed data for 1991,
the overall pupil/classroom ratio for African pupils was 56:1 in the southern region of GTM. In
addition to the inadequate education facilities, costs are generally also high, as families spend on
average R710 .00 per child per year on tuition, uniforms and books, which is extremely high given
the overall subsistence existence that it lead in this region.
There are 247 schools (primary and secondary) situated in GTM. Steelpoort, Ohrigstad and
Burgersfort have one primary school each with Burgersfort having additional private primary
schools. The Department of education Limpopo has developed two state of the art schools namely
Nthame Primary School at Riba – Cross and Batubatse Primary School at Praktiseer. Generally in
rural or semi-rural areas such as this, the predominance of primary schools is not unusual as many
pupils leave school at the earliest possible time to find employment to assist and support the family.
The privileged scholars, who can afford to further their education, either attend the secondary
schools in the area or secondary schools located in larger towns outside the area.
Table 42: below indicates education level by gender: Source Stats SA survey 2007
Male Female Grand Total Some Primary Education 44213 50700 94913 Completed Primary Education 9615 10337 19952 Some Secondary Education 49353 57027 106380 Completed Secondary Education
8766 8226 16992
Certificate with/without Std 10/Gr 12
3277 2968 6245
Diploma with/without Std 10/Gr 12
2203 2281 4484
Degree & Higher 1314 717 2031 No schooling 14399 27899 42298 Unspecified 2151 2385 4536 Institutions 503 270 773
Grand Total 135794 162810 298604
The expansion of the mining activities in the GTM area presents an opportunity to address
unemployment in the area. However, the low skills levels pose a threat in this regard. Education
should be geared towards meeting the skills needs of the growing economy as a result of the mining
activities. The FET (Further Education and Training) facility at Dr CN Phatudi College is assisting
majority of the Young people in acquiring different skills in the area. There are no tertiary education
facilities like Technikons and Universities in the areas of GTM. Plans are underway to develop a
Technical school by the Mining houses in consultation with the Municipality and the Limpopo
Provincial Department of education.
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Challenges
• Shortage of classrooms in some schools within the municipality
• Shortage of high schools
• Children still crossing the busy R37 road and got involved in accidents
3.6.2 Health and Social Development
Welfare facilities in the GTM fall under the jurisdiction of the Department of Health and Social
Development of the Limpopo Province. Although there are still challenges in terms of distribution of
welfare services, the population within the GTM has fair access to social welfare services. SASSA
indicates that a big portion of the State resources are spent in the form of child grant in the Area of
Greater Tubatse Municipality especially in areas that are predominantly rural. Many of the
beneficiaries are either fostered, old aged, need support one way or the other hence they receive
different forms of grant, issues contributing to high dependency rate on grants range from amongst
others, orphans resulting from HIV/AIDS related death, child-headed households
Table 43: below shows statistics on grant beneficiaries in GTM (SASA Annual Performance 2009/10)
Month CSG CSG
EXT
W/V DG OPG AGE CDG FCG Q7FCG Q7DG Q7CSG SDR GIA
DEC 09 1320 - - 313 95 - 17 213 - 01 08 - 02
NOV09 545 - - 160 96 - 46 105 - - - - 01
OCT09 833 01 - 332 122 - 13 129 - - - - 03
SEP09 837 12 - 109 82 - 08 137 - - - - 05
AUG09 415 08 - 136 71 - 02 11 - - - - 01
JUL09 347 - - 140 64 - 06 30 - - - - -
JUN 10 2972 - - 248 357 - 18 153 - - - - 07
MAY10 1361 - - 135 155 - 06 59 - - - 250 02
APR10 270 - - 13 10 - 03 07 - - - - -
MAR10 615 86 - 157 189 12 07 608 01 - 07 100 01
FEB10 248 132 - 51 68 14 15 41 - - 06 - 02
JAN10 246 81 - 36 23 19 02 72 - - 02 2200 -
TOTAL 10045 320 - 1830 1332 45 149 1565 01 01 26 2550 24
Food insecurity occurs when people are under-nourished, a state that usually arises when their food
intake falls below their minimum calorie (energy) requirements. Under-nourishment can be the
result of several factors, including the physical unavailability of food e.g. during drought or an
inability to purchase food because of financial constraints. Food insecurity is therefore an extreme
revealing indicator of poverty levels in the municipality.
Food insecurity is very complex, however it involves a multiple factors like land availability, access to
natural resources and socio-economic circumstances of communities. The national Department of
Agriculture undertook a comprehensive livelihoods survey in the area of Sekhukhune in both 2004
and 2006. The survey highlights that some of the areas facing the worst levels of food insecurity in
Greater Tubatse at the following villages:
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Table 44: below shows levels of food insecurity in GTM
Village Score
Ga-Mamapuru 42.86
Ga-Masha 42.85
Santeng 42.85
Pidima 42.85
Kgautswane 42.78
Tshehlwaneng 42.70
Factors that give rise to food insecurity within the Greater Tubatse are food price increase, petrol
hikes, growing costs of producing food, an increase in the number o individuals within households,
violence, theft and illnesses etc. There is also evidence that ongoing water scarcity and limited
economic opportunities within the area limit the ability of its residents to adapt and cope to external
stresses and shocks. - .
3.6.3 Health facilities
There are 11 medical facilities in the GTM, which mainly constitute regional clinics that provide
localised inputs to the community. The Dilokong Hospital is the biggest hospital followed by
Mecklenburg, HC Boschof and Penge health centre. There are Clinics scattered in the area, i.e.
Burgersfort, Bothashoek, Praktiseer, Ga-makofane, Motshana, Ga-mashabela, Ga-motodi, Ga-rantho
Ga-riba, Leboeng, Malokela, Mampuru, Montwaneng, Mophalema, Phiring, Taung, Motlolo and Ga-
selala. There are three clinics located respectively in Steelpoort, Ohrigstad and Burgersfort, which
were previously the responsibility of the National Health Department and hence, these clinics offer
improved service to those scattered across the region. Specialist treatment is exclusively available at
the major hospitals outside of the municipal area, where sustainable health care is at an optimum.
General Challenges facing health services:
• Lack of access to health services.
• Shortage of doctors in Government Hospital.
• Shortage of medication in clinics.
• Lack of mobile clinics and the irregular services provided by Mobile clinics that are there
must be attended to.
• The long distances and/ or poor road conditions make hospitals and Clinics inaccessible
• Clinics should operate on a 24 hour basis.
• The stipend for Home-based carers must be adjusted upwards.
• Ill-treatment of community members by officials at clinics
• Response of ambulance services need to be addressed
• Poor services in clinics e.g. nurses sleeping while on duty
3.6.3.1 HIV and AIDS
HIV and AIDS is increasingly becoming a major public health problem and accounting for the highest
number of deaths in the country. Statistics already indicates that one out of five people are HIV
positive. Apart from addressing preventative and curative approaches it is important to address
social conditions aggravating the vulnerability of communities to HIV and AIDS, such as poverty
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especially among rural women. Linkages between community care and support services and health
facilities should be developed to ensure holistic approach to the handling of the epidemic.
Dependency ratio will increase dramatically in the short term and decline in the medium to long
term (10 to 15 years) source: Town and Regional Planning Commission Report. The Impact of HIV
and AIDS on Planning Issues is enormous as the change of demographics is rapid and unpredictable.
The Town and Regional Planning Commission Report indicate that the number of orphans will
increase resulting in children headed households. This is already a problem especially in housing
with an increase in children headed households.
The economy will be affected negatively as the household income will increasingly be spent on
medical costs initially, and finally resulting in loss of income. In order to fight against this pandemic
HIV and AIDS, GTM has developed local HIV and AIDS strategy to address the pandemic
appropriately.
Table 45: HIV and AIDS Stats: Source: Limpopo – Facility Indicator Data 2008-09
Sort Data Elements Name Grand Total
128 HIV pre-test counselled (excluding antenatal) 25 011
129 HIV client tested( excluding antenatal) 16 136
130 HIV test positive – new ( excluding antenatal) 3 186
133 Antenatal client tested for HIV 7 314
134 Antenatal client tested for HIV-new 1 236
135 Nevirapine dose to woman at antenatal or labour
881
136 Live birth to woman with HIV 630
137 Nevirapine close to baby born to woman with HIV
621
138 HIV test of baby born to HIV woman at 9 months
249
139 HIV test positive of baby born to HIV pos woman at 9 months
25
140 Blood drawn for CD4 5 035
141 Referral to ART service point for ART assessment-new
345
142 Registered ART patient 4 906
143 Registered ART patient on any adult regimen 4 550
144 Sexual assault case-new 75
145 Sexual assault case-new given ARV prophylaxis
68
146 Occupational HIV exposure-new case 6
147 Occupational HIV exposure case given ARV prophylaxis-new
6
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Sort Data Elements Name Grand Total
148 HIV positive new patient screened for TB 1 216 149 HIV positive new patient with confirmed TB 83
150 HIV positive new patient started on INH
prevention therapy 36
151 HIV positive new patient started on Co-trimoxazole prophylaxis
1 129
155 Scheduled dose issued(within 3 days) ART any regimen
4541
156 Scheduled dose defaulted(>3 days) ART any regimen
18
157 Impatient days-ART patient 2
General Challenges facing HIV/AIDS
• Insufficient drop in centres
• Most orphaned children are not in foster care due to long children procedures
• Inaccessible ARV sites and HIV and AIDS support groups
• Insufficient co-ordination of HIV and AIDS data from private agencies e.g. private medical
facilities, mining institution and nongovernmental organisation.
3.6.4 Safety and Security
There are currently five police stations within the GTM, namely Burgersfort, Leboeng, Mecklenburg,
Ohrigstad and Tubatse police stations. There are three satellite police stations in the area, namely
Penge, Driekop and Ga-Mapodile. Various types and degrees of crimes are reported in various police
stations on daily basis i.e. rape, murder, armed robbery, and house breaking. Penge satellite police
station has recorded the lowest levels of crime, whereas the Tubatse station has recorded the
highest in the region followed by Mecklenburg and then Leboeng.
Community Policing Forums (CPFs) have been established in several areas with varying degrees of
success. Magistrate courts are also available in the following areas of Burgersfort, Leboeng,
Mecklenburg and Tubatse police stations. There is a need for the development and implementation
of a crime prevention strategy in the area.
The department of Safety and Security and Liaison deployed 13 personnel as safety ambassadors in
various wards within the municipal area. The Deployed personnel work jointly with SAPS and
Municipal officials in driving a programme of anti crime and creating awareness through public co-
ordination. The area itself is composed of rural and urban settlements with more influx of foreign
nationals in particular, the mining industries. Crime rate is relatively high with the following statics
recorded:
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Table 46: Table below indicates crime rates in GTM: source SAPS crime situation 2010
CRIME NAME PERCENTAGE
House robbery 16%
ATM blasting 75%
Business robbery 15%
Rape 18%
Armed robbery 10%
Car hijackings 25%
Assaults 64%
Theft of copper 66%
General theft (including shop lifting) 80%
Domestic related crimes 74%
The following areas are regarded as flash points within the vicinity of the Greater Tubatse
municipality:
• Burgersfort town, Steelpoort town, Manoke village, Dresden village, Riba cross Village,
Bothashoek village, Mashamothane village, Praktiseer, Moroke village, Diphale village, Driekop
village.
3.6.5 Disaster Management
Disaster management service is shared service between GTM and Sekhukhune District Municipality
in terms of the Municipal demarcation board and Municipal systems Act, Act 32 of 2000. The
Municipality established disaster management sub unit in 2007 whose role is to co-ordinate disaster
management related issues.
General Challenges facing Disaster Management
• Unit is unable to assist victims with necessary relief material e.g. tents, blankets and food
parcels due to lack of funding
3.6.6 Sports, Arts and Culture
Well-developed sport and recreation facilities generally exist at the urban schools and mines.
Hence, these facilities are placed in the urban areas and are therefore not accessible to the extended
rural population. A formal sports facility (Ntoampe sports facility) has been constructed in the
Moroke area through the assistance of the Provincial department of sports arts and culture and
Transnet.
The rural villages often have some informal sport facilities such as an open soccer field used for
community sports. However, these are just open pitches in the communities that do not have the
necessary infrastructure to develop sustainable sports and recreation precincts.
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For the 2010 soccer tournament, the Greater Tubatse municipality has been accorded an
opportunity to host the tournament on a big screen. The screen will be mounted at Ntoampe sports
facility in Moroke village. The municipality is therefore charged with a responsibility of developing
strategy on how the said event will be hosted.
There are currently three community centres within the GTM and are Leboeng, Kgautswane and
Kgopaneng Thusong centres. The Ga-mapodile community centre in Ward 7; built by XSTRATA is still
under construction and is earmarked to be completed by 2010. GTM has progressively constructed
two community halls during the 2008/09 financial for Driekop and Mokgotho village in ward 16.
During the 2009/10 financial year, the municipality has budgeted for the construction of another
two community halls in both Leboeng and Tjate village. Various mining houses have also build
community halls as part of their social labour plans in areas like, Ga-selala, Mandagshoek and
Legabeng village near Ga-Maroga.
In areas without community hall facilities, School halls and church buildings are often used by
communities during elections, community meetings, etc.
3.6.7 Post Offices There are at least five post offices in Greater Tubatse Municipality which are at Burgersfort,
Ohrigstad, Steelpoort, Driekop and Penge. Lobby boxes are found in areas like Leboeng, Praktiseer,
Ga-Mapodile, Ngwaabe, and Moroke, and other rural areas. The South African Post offices has
developed lobby-boxes which assist in making the services accessible to communities. There is a
need for the South African Post Office Services to expand the services to other rural and
marginalised areas
3.7 Good Governance and Public Participation
3.7.1 Communication
The Greater Tubatse municipality has developed its communication strategy in 2008 and is reviewed
on annual basis. There is a dedicated communication unit available in GTM which serves as a key
driver of the strategy. The unit is attached to the Executive support department and has three
officials.
There are several means of communications used e.g. print media and electronic media. The
municipality also uses its web-site for communication purposes. Several structures such as Ward
Councillors, Ward committees, Community Development workers and Magoshi are also used as
vehicles for communication in the area.
The Municipality communicates its planning processes and the implementation of both the IDP and
Budget using the media for both internal and external communication.
Plans are underway to make arrangements with Tubatse community radio station for a slot every
Thursday whereby Municipal information can be communicated.
3.7.2 Public participation
Greater Tubatse Municipality has established its public participation unit in 2006. The unit comprise
four officials focusing on special programmes and public participation. Community development
workers and ward committees are linked to this unit for reporting purposes and alignment. Public
participation strategy is in place to guide activities that have to be undertaken by the unit. The Unit
has also established clusters for the purpose of public participation processes for the IDP and the
Budget. Public gatherings are the sole responsibilities of the Public participation unit.
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3.7.3 Ward Committees
The municipality comprises of 29 wards with 10(ten) ward committee members each. The ward
councillor serves as the chairperson of the ward committee. Training for ward committees is
conducted each year to assist with the day to day running of the ward. Annual Schedule of meetings
is submitted to the office of the Speaker each year. This will assist the Speaker to track down
minutes of the said meetings and monitor functionality of the ward committees in different wards.
The Greater Tubatse municipality budgeted for the provision of sty-pens to the ward committees
which is paid on monthly basis.
3.7.4 Community Development Workers
There are 27(Twenty Seven) community development workers appointed by office of the Premier in
the Greater Tubatse municipality. An intensive training or capacity building was conducted by the
OTP through the University of Venda. All CDWs in the GTM have graduated as qualified community
development workers.
3.7.5 Traditional Leadership The Greater Tubatse municipality had 29 wards and is currently having 31 (thirty one) wards and a
larger portion of the municipality is predominantly rural. With its rural nature, the area is
administered by Traditional Leaders and are responsible for the day to day running of the traditional
authorities including land allocation in the rural areas .Majority of the land claims in the Greater
Tubatse municipality are lodged by Traditional Leaders.
There are 23 (twenty three) recognised Traditional Leaders and 11(eleven) are serving in the Greater
Tubatse municipality as members of the Council. The relationship between Traditional Leaders and
the Municipality is generally good and therefore needs to be maintained.
3.7.6 Intergovernmental Relations
Intergovernmental relations is a cross cutting function in all departments, however the Greater
Tubatse municipality has created a unit in the strategic planning department to deal specifically with
IGR matters. The unit is staffed with 2 (two) members. The Municipality has approved Customer
Care Framework during 2009/10 financial year which lays a foundation for the IGR matters in the
municipality. The unit is also responsible for the day to day handling of the Presidential queries as
raised on the hotline by way of referring them to relevant departments for investigation and
attention. The unit is also responsible for reporting to the President progress in terms of solving all
queries as raised on the hotline.
3.7.7 Special focus Groups
Greater Tubatse Municipality has appointed officials to deal with special focus groups such as
Disabled, Youth, Women and Children. The Municipality has also created a forum that deals
specifically with matters relating to disability and the forum is functional.
3.7.8 Audits
Internal Audit for the municipality has been developed and is functional. Audit committee for the
municipality is also formulated and is reporting directly to Council as required by law. The Risk
Management Strategy of the Greater Tubatse municipality is identifying risk areas which need to be
monitored on daily basis. The audit plan which is developed by the Internal Audit unit is linked or
integrated into the risk strategy and serves as a vehicle to monitor progress and processes followed
during the risk reduction phase. Annual financial statements are prepared annually and are
submitted to the Auditor General for auditing.
The municipality is annually developing action plans to deal with issues or comments in the
management letter raised by the Auditor General. For the past two years, the Greater Tubatse
municipality did not get a clean audit report and as a result the management has developed or
created a position of a risk management officer who will be responsible for the day to day
implementation, monitor, and report, evaluate and review of the risk management strategy.
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3.7.8.1 Internal Audits
Below are internal audit findings for the 2009/10 financial year.
Table 47: Performance Information Review
No. Detailed Findings
1. Lack of procedures manual for guiding the process of collecting, processing and monitoring
performance information.
2. Insufficient portfolio of evidence to substantiate quarterly reports.
3. Reports not made public through municipal website.
4. Key performance indicators in the SDBIP are not linked to a specific budget.
5 Lack of Management Information System (MIS) to manage and facilitate effective
performance information reporting.
6 Inaccurate reporting against the key performance indicators in the quarterly performance
report.
7 Quarterly reports not submitted.
Table 48: Performance Audit on Technical Services
No Detailed Findings
1. Project Business plan is not comprehensively achieved and not coordinated with community
services.
2. There is no proof that service providers were assessed to determine if they had adequate
capacity and competence to carry out the work tendered for.
3. There is no documentary evidence that the quality of work performed by the contractors was
adequately monitored by the municipality.
4. Municipal Infrastructure Grant Management Information System (MIG) (MIS) was never used
by the project management unit (PMU).
5. A fully fleshed project management unit was not established and adequately capacitated.
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Table 49: Disasters Management
No Detailed Findings
1. Inadequate Recording and registering of disasters.
2. Disaster information not validated.
3. Non implementation of approved disaster management structure.
4. Lack of communication structure.
5. Late response to the reported disaster incidents.
6. Lack of disaster recovery and business continuity policy and procedures.
7. In adequate movement and issuing of disaster relief materials.
8. Movement and issuing of disaster relief materials not reported to relevant stakeholders.
Table 50: Supply Chain Management
No Detailed Findings
1 Lack of contract management and administration.
2 Lack of supplier clearance checks prior to awarding of contracts
3 Lack of contracts register by Legal Department.
4 Invoice not signed by the relevant head of department.
5 No blacklisting of suppliers for inferior services or goods.
6 Payment packs not stamped “PAID” after processing of payment.
7 Required number of quotations not obtained.
8 Supplier’s database not adequately maintained.
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Table 51: Economic and Land Development
No. Detailed Findings
1. LED forum meetings not held.
2. Preliminary actions for the implementation of the LED Strategy not undertaken.
3. No evidence of monitoring and evaluation of Implementation of LED strategy.
4. Projects not implemented.
5. Vacant positions within the Economic and Land Development Section.
6. Inadequate policy and procedure manual that guides processing and administration of Land
use and Town planning applications
7. No screening committee to provide strategic guidance and to ensure that land use and town
planning applications are efficiently and effectively administered.
8 No proper register in place to effectively administer application processing.
9 No evidence that applications were evaluated by the technical and finance department.
10 Site inspection not done by town planner.
Table 52: Performance Management for Second Quarter
No. MATTERS RAISED
1 Lack of performance agreements for Section 57 Managers
2 Lack of Performance Management System (Electronic)
3 The reported actual performance results are not complete and substantiated by relevant
source documentation
4 Non compliance with Section 45 of the Municipal System Act
5 Targets were not specific, measurable and time bound
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Table 53: Asset Management
No Detailed Findings
1 Movement and transfer of assets policy not communicated.
2 Municipal assets not properly bar-coded
3 Unauthorised movement of asset to another location.
4 Inaccurate asset register.
5 Municipal assets not properly safeguarded
6 Asset disposal committee not in place.
7 In adequate adverting for auctioning of municipal assets
8 Municipal asset not regularly verified.
Table 54: Corporate Governance
No Detailed Findings
1. Lack of central Partnership Governance Framework
2. The municipality does not keep any transcript records as evidence for decisions taken at
High Courts
3. No measure in place to safeguard employees against conflicts of interest
4. No effective Audit Committee in the municipality
5. No effective Risk Management and Whistle-blowing policy
6. Information loaded on the website is not updated on a regular basis
7. Code of conduct not communicated to employees
Table 55: Human Resources Management
No Detailed Findings
1 Some of the Policies and procedures are not approved.
2 Declaration of interest not always done by the interview panel members.
3 No reference checks performed
4 Overtime not pre-authorised
5 Overtime worked not in terms of regulation
82 | P a g e
No Detailed Findings
6 Inadequate monitoring of leave management
7 Retention Strategy not in place
8 Succession plan not in place
9 Recruitment forms not in employee’s personnel files
10 Exit interviews were not always conducted
Table 56: Performance Management System
No Detailed Findings
1. Lack of performance agreements for Section 57 Managers.
2. Lack of Performance Management System (Electronic).
3. The reported actual performance results are not complete and substantiated by relevant
source documentation.
4. Non compliance with Section 45 of the Municipal System Act.
5. Targets were not specific, measurable & time bound.
Table 57: Document management system
No. Detailed Findings
1. No policies and procedures in place for Document Management Systems
2. Records are not classified in accordance with the Minimum Information Security Standards
3. Confidential records of the municipality are not kept in a centralized secured place
4. No structured system/framework for document management systems
5. Access to the Registry is not restricted
6. No forms of request are completed when records are requested from the registry
7. There is no separate register for recording confidential and sensitive records
8. Disposals of financial records not done in accordance with the National Archive and
Records Services of South Africa
83 | P a g e
Table 58: Information Technology general control review
No Detailed Finding
1 There were no change management policies and procedures or practices relating to
normal and emergency changes
2
There were no human resource policies and procedures relating to recruitment, retention
and termination of ICT personnel
3 The disaster recovery policies and procedures for IT Infrastructure are not yet formally
approved
4 No Facilities Management policies and procedures or practices were in place
5
There were no operations management policies and procedures or practices in place.
6 There was inadequate Logical Access management
Table 59: Occupational Health and safety
No Detailed Findings
1. Non implementation of Occupational Health and Safety policy
2. Health and Safety inspection not conducted regularly.
3. Lack of disaster recovery and business continuity policy and procedures.
4. Non compliance with the relevant regulations.
5. Non implementation of Record keeping in terms of the Occupational Health & Safety Act.
6. Non functional of the Health and Safety structure
Table 60: Financial Management Review
No. Detailed Findings
1. Low Revenue Collection.
2. Debtors’ statements not delivered to all debtors.
3. Challenges affecting revenue base not addressed.
4. Unallocated Receipts.
5. Indigent Register not yet up to date.
6. Creditors Reconciliations not reconciled to statements.
7. Requisitions not signed by Head of Department.
84 | P a g e
Table 61: Inter-Governmental Relations Review
Detailed Findings
1 Minutes of District Intergovernmental Forums as per the IGR Act are not maintained.
2 There is no complaint handling register that is kept and maintained by the municipality.
3 Turnaround time for complaint handling process not established.
4 There is no Public Private Partnership Framework within the municipality.
5 Non compliance to Batho Pele Principles in relation to Consultation and Courtesy.
Table 61: Performance Management System 3rd Quarter 2009/2010
Detailed Findings
1. Lack of controls and procedures for employee goal setting and Performance
2. No proof that Section 57 Managers have been assessed based on the Quarterly Report and
the Performance Agreement
Table 62:Inter-Governmental Relations Review
No Detailed Findings
1 Minutes of District Intergovernmental Forums as per the IGR Act are not maintained.
2 There is no complaint handling register that is kept and maintained by the municipality.
3 Turnaround time for complaint handling process not established.
4 There is no Public Private Partnership Framework within the municipality.
5 Non compliance to Batho Pele Principles in relation to Consultation and Courtesy.
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3.7.8.2 Auditor General‘s Report Table 63: Below are the Audit Findings and Action plan for 2009/10 financial year:
No Summary Classification Action plan to address
audit queries
1 Accumulated surplus –difference
between the annual financial
statements and the trial balance
Financial Year-end reconciliation for
balance sheet/statement of
financial statements
preparation. This reconciliation
should form part of the audit
pack to be submitted to the
Auditors.
2 Non compliance with section 15 of
the MFMA
Compliance (Non
AFS)
Develop compliance checklist
for monthly reviews
3 Approved cash management policy
not in place
Compliance (Non
AFS)
Perform monthly reconciliation
s along with the monthly
management pack for review
by designated officials.
4 Bank reconciliations not reviewed by
the accounting officer
Compliance (Non
AFS)
Perform monthly
reconciliations along with the
management pack review by
designated officials
5 Contravention of section 9 of the
MFMA
Control Perform monthly reconciliation
along with the monthly
management pack for review
by designated officials
6 Cash and cash equivalents prior year
error
Financial Perform monthly
reconciliations along with the
monthly management pack for
review by designated officials.
7 Petty cash reconciliation not
performed
Control Perform monthly
reconciliations along with the
monthly management pack for
review by designated officials
86 | P a g e
No Summary Classification Action plan to address
audit queries
8 Cash and bank journal entries lack of
supporting documents
Financial Perform monthly
reconciliations along with the
monthly management pack for
review by designated officials
9 Prior year audit findings raised :
contravention of section 131 (1) of
the MFMA
Compliance (Non
AFS)
Compile action plan to address
all management letter queries
and portable matters in the AU
10 Accounting policies disclosed not
applicable
Financial Compile checklist for
compilation of Annual Financial
Statements, including reviews
of Accounting policies therein
applied.
11 Annual financial statements
disclosure
Financial Compile a checklist for
compilation of Annual Financial
Statements, including review of
Accounting policies therein
applied.
12 Employee cost: 21 % vacancy rate Compliance (Non
AFS)
Management to come –up with
the decision on
implementation thereof
13 Employee costs – overtime Compliance (Non
AFS)
Compile monthly report for
monitoring of leave records
and statistics for appropriate
management action.
14 Employee cost- Annual leave Compliance (Non
AFS)
Compile monthly report for
monitoring o leave records and
statistics for appropriate
management action.
15 Contravention of section 5 of the
unemployment insurance
contribution Act No.4 of 2002
Compliance (Non
AFS)
Develop a checklist of all
relevant regularatory and
legislative framework and
ensure that it is covered by
Internal Audit in the
Compliance Review audits to
ensure adherence.
16 Overtime policy not in place Compliance (Non
AFS)
Develop Overtime Policy for
approval and adoption by
Council
87 | P a g e
No Summary Classification Action plan to address
audit queries
17 Employee cost –leave accrual non
compliance of section 7 (3) of the
South African Local Government
Association (SALGA)
Compliance (Non
AFS)
Develop a checklist of all
relevant regulatory and
legislative frameworks and
ensure that it is covered by
Internal Audit in the
Compliance Reviews audit to
ensure adherence.
18 Employee costs- Annual leave Control Implementation and
compliance to relevant and
applicable policies to manage
human resources effectively.
19 Employee costs – Sick leave Control Implementation and
compliance to relevant and
applicable policies to manage
human resource effectively.
20 Employee costs - other leave Control Implementation and
compliance to relevant and
applicable policies to manage
human resource effectively.
21 Employee costs – leave encashment Control Implementation and
compliance to relevant and
applicable policies to manage
human resource effectively.
22 Employee costs –terminations Control Implementation and
compliance to relevant and
applicable policies to manage
human resource effectively.
23 Employees costs appointments Control Implementation and
compliance to relevant and
applicable policies to manage
human resource effectively.
24 Employee costs – Leave a crucial Financial Calculation of annual provision
in accordance with the
legislative framework
88 | P a g e
No Summary Classification Action plan to address
audit queries
25 Task team report Compliance (Non
AFS)
Any task team report
commissioned and since been
completely by the respective
task team appointed should be
made available to the auditors
in the event that it is
requested.
26 contravention of section 125 (2) of
the MFMA
Compliance (Non
AFS)
Aggressive application of the
MFMA prior year visions.
Implementation of Internal
Audit Recommendations with
respect to issue of non
27 Inventory valuation Development of accounting
policy in preparation of annual
financial statements
28 Investments prior year error Financial Address all prior year audit
findings prior to
commencements of next
scheduled audit. Engage with
auditor general to ensure
issues are
29 Expenditure –operating leases Financial Adhere to financial
requirement in accordance with
the applicable reporting
standards.
30 Audit committee: contravention of
section 166 of the MFMA
Financial Ensure compliance to audit
committee charter
31 Audit committee meetings Compliance (Non
AFS)
Ensure compliance to audit
committee charter
32 Excessive legal costs incurred Operating
expenditure
Review of legal costs incurred
and devise measures o
minimise the spend. This cost is
however driven by external
factors.
89 | P a g e
No Summary Classification Action plan to address
audit queries
33 Contravention of supply chain
management policy 12 (1) (b) (c)
Compliance (Non
AFS)
Implement controls to ensure
compliance to financial and
operational policies
34 Operating expenditure – lack of
supporting documentation
Control Correct preparation of vat
returns support by relevant
calculations and reconciliations
35 Operating expenditure – payments
made on pro-forma invoices
Control Request suppliers in the
hospitality industry to always
submit a final invoice
subsequent to service provision
36 Expenditure recorded in the
incorrect financial year
Financial Implementation of cut –off
testing procedures to ensure
that expenditure is reported in
the correct financial reporting
period.
37 VAT input claimed in the incorrect
financial year
Financial Review of vat reconciliations to
ensure correct treatment
thereof in the financial records
of the municipality
38 Expenditure –payments exceeding 30
days
Financial Implement controls to ensure
compliance to financial and
operational policies
39 Expenditure – quotations Compliance (Non
AFS)
Implement controls to ensure
compliance to financial and
operational policies
40 Expenditure –payment vouchers not
signed by the delegated official
Control Implement controls to ensure
compliance to financial and
operational policies
41 Water and sanitation expenditure
overstated
Financial Compliance with the provisions
contained in the relevant and
applicable legislation, service
level agreements in place to
ensure compliance and
accurate revenue recognition
90 | P a g e
No Summary Classification Action plan to address
audit queries
42 Systems description not in place Financial Compile a listing of all critical
financial processes and develop
system descriptions to assist
users in understanding and
executing
43 Management comments not
satisfactory
Control Timely preparations for the
annual financial year audit
through preparation of audit
packs to assist with substantive
responses. Implement a robust
process for addressing audit
queries and review of the
responses thereof.
44 Subsequent events –procedures not
established to identify subsequent
events
Control Implementation of applicable
procedures to identify
subsequent events and
incorporate this as part of
Annual Financial Statements
compilation checklist.
45 Purchase and payables – system
description
Compliance (Non
AFS)
Compile a listing of all critical
financial processes and develop
system descriptions to assist
users in understanding and
executing
46 Purchases and payable – system
description
Financial Review of financial statements
items disclosure to ensure
appropriate classification
47 Unallocated receipts Financial Implementation of the
statements items disclosure to
ensure appropriate
classification
48 VAT input incorrectly classified as
liability
Financial Review of vat reconciliations to
ensure correct treatment
thereof in the financial records
of the municipality
91 | P a g e
No Summary Classification Action plan to address
audit queries
48 VAT input incorrectly classified as
liability
Financial Review of vat reconciliations to
ensure correct treatment
thereof in the financial records
of the municipality
49 Difference between the creditors age
analysis and the annual financial
statements
Financial Development of a creditor’s
ledger, sub ledger and
preparation of monthly
reconciliations of individual
suppler statements to invoices.
Review of year end cumulative
reconciliation as part of annual
financial statements
compilation preparations.
50 Sundry creditors – debit balance Financial Review of annual financial
statements items for correct
account classification and
disclosure thereof.
51 Unrecorded liabilities Financial Develop subsequent event
procedures to be carried after
year end to determine
unrecorded liabilities
52 Accrued expenses not recognised at
year end
Financial Incorporated accrual
computations as part of year
end preparation for annual
financial statements.
53 Trade creditors – no creditors listing Control Development of a creditor
ledger, sub ledger and
preparation of monthly
reconciliation of individual
supplier statements to invoices.
Review of year end cumulative
reconciliation as part of annual
financial statements
compilation preparations.
92 | P a g e
No Summary Classification Action plan to address
audit queries
54 Other payables – no accruals listing Control Development of a creditor’s
ledger, sub ledger and
preparation of monthly
reconciliations of individual
supplier statements to invoices.
Review of year end cumulative
reconciliation as part of Annual
Financial Statements
compilation preparations.
55 VAT input claimed in the incorrect
financial year
Financial Review of vat reconciliation to
ensure correct treatment
thereof in the financial records
of the municipality
56 VAT input not claimed Financial Review of vat reconciliations to
ensure correct treatment
thereof in the financial records
of the municipality
57 Individual reconciliation
performance
Control Development of a creditor’s
ledger, sub ledger and
preparation of monthly
reconciliations of individual
supplier statements to invoices.
Review of year end cumulative
reconciliation as part of the
Annual Financial Statements
compilation preparations.
58 Reconciliation of the creditors
control account not performed
Control Development of creditor’s
ledger, sub ledger and
preparations of monthly
reconciliations of individual
supplier statements to invoices.
Review of year end cumulative
reconciliation as part of Annual
Financial Statements
compilation preparations.
93 | P a g e
No Summary Classification Action plan to address
audit queries
59 Trade creditors – year end
statements not provided for audit
purposes
Control Development of creditor’s
ledger, sub ledger and
preparations of monthly
reconciliation of individual
supplier statements to invoices.
Review of year end cumulative
reconciliation as part of Annual
Financial Statements
compilation preparations.
60 VAT input – capital nature difference
between trial balance and general
ledger
Financial Review of vat reconciliations to
ensure correct treatment
thereof in the financial records
of the municipality
61 Assignment of the responsibility of
drafting the IDP to the Municipal
Manager
Compliance (Non
AFS)
Responsibility to compile the
IDP should be delegated by the
Municipal Manager to the
relevant municipal official. Key
performance indicators should
be identified and linked to the
IDP for use in monitoring and
review of performance and
effective implementation
thereof.
62 Inadequate information reported in
the Annual Performance report
Performance
information
Responsibility to compile the
IDP should be delegated by the
Municipal Manager to relevant
municipal officials. Key
performance indicators should
be identified and linked to the
IDP for use in monitoring and
review of performance and
effective implementation
thereof.
63 Inadequate time given to community
to comment on the final draft IDP
Performance
information
Public participation time should
be increased to allow for inputs
from the community
64 Documents that must be made
public not published on the website
Performance
information
Critical municipal documents
should be identified for listing
in the municipal website.
94 | P a g e
No Summary Classification Action plan to address
audit queries
65 Inconsistencies in reporting
performance information
Performance
information
Key performance indicators
should be identified and linked
to the IDP for use in monitoring
and review of performance and
effective implementation
thereof.
66 Measures to improve performance
not disclosed for certain KPI’s
Performance
information
Key performance indicators
should be identified and linked
to the IDP for use in monitoring
and review of performance and
effective implementation
thereof.
67 Key performance indicators not
budgeted
Performance
information
Key performance indicators
should be identified and linked
to the IDP for use in monitoring
and review of performance and
effective
68 Incorrect actual performance
recorded in the annual performance
report
Performance
information
Key performance indicators
should be identified and linked
to the IDP for use in monitoring
and review of performance and
effective
69 Key performance indicators not
budgeted
Performance
information
Key performance indicators
should be identified and linked
to the IDP for use in monitoring
and review of performance and
effective
70 Inadequate controls over
performance information
Performance
information
Key performance indicators
should be identified and linked
to the IDP for use in monitoring
and review of performance and
effective
71 Project score cards not development
during the setting of targets
Performance
information
Key performance indicators
should be identified and linked
to the IDP for use in monitoring
and review of performance and
effective implementation
thereof.
95 | P a g e
No Summary Classification Action plan to address
audit queries
72 Key performance indicator not
reported in the annual performance
report
Financial Key performance indicators
should be identified and linked
to the IDP for use in monitoring
and review of performance and
effective implementation
thereof.
73 Difference between the fixed assets
register and the annual financial
statements
Financial Correctly update assets
transactions on the asset
register (additions, disposal,
transfer, revaluations and write
–up or write down,
depreciation) in accordance
with accounting policy for
assets and national treasury
minimum requirement for a
complaint asset register. Ensure
assets annual financial
disclosure note ties to the
updated asset register of the
municipality
74 Property plant and equipment
difference between the general
ledger and the annual financial
statements
Financial Correctly upstate assets
transaction on the asset
register (additions, disposal,
transfers, revaluations, and
write-up or write down,
depreciation) in accordance
with accounting policy for
assets and national treasury
minimum requirement for a
complaint asset register. Ensure
assets annual financial
disclosure note ties to the
updated asset register of the
municipality
96 | P a g e
No Summary Classification Action plan to address
audit queries
75 Property plant and equipment
difference between the general
ledger and the annual financial
statements
Financial Correctly upstate assets
transaction on the asset
register (additions, disposal,
transfers, revaluations, and
write-up or write down,
depreciation) in accordance
with accounting policy for
assets and national treasury
minimum requirement for a
complaint asset register. Ensure
assets annual financial
disclosure note ties to the
updated asset register of the
municipality
76 Fixed assets register –non
compilation of section (63) of the
MFMA
Compliance (Non
AFS)
Correctly upstate assets
transaction on the asset
register (additions, disposal,
transfers, revaluations, and
write-up or write down,
depreciation) in accordance
with accounting policy for
assets and national treasury
minimum requirement for a
complaint asset register. Ensure
assets annual financial
disclosure note ties to the
updated asset register of the
municipality
77 Depreciation –system verification
weaknesses
Financial Correctly upstate assets
transaction on the asset
register (additions, disposal,
transfers, revaluations, and
write-up or write down,
depreciation) in accordance
with accounting policy for
assets and national treasury
minimum requirement for a
complaint asset register. Ensure
assets annual financial
disclosure note ties to the
updated asset register of the
municipality
97 | P a g e
No Summary Classification Action plan to address
audit queries
78 Property plant and equipment
system verification weakness
Financial Correctly upstate assets
transaction on the asset
register (additions, disposal,
transfers, revaluations, and
write-up or write down,
depreciation) in accordance
with accounting policy for
assets and national treasury
minimum requirement for a
complaint asset register. Ensure
assets annual financial
disclosure note ties to the
updated asset register of the
municipality
79 Fixed assets physical verification
competencies
Financial Annual performance of asset
count and verification, updating
asset register with the relevant
findings from the verification
exercise
80 Fixed assets physical verification
existence
Financial Annual performance of asset
count and verification, updating
asset register with the relevant
findings from the verification
exercise
81 Assets with no cost in the fixed asset
register
Financial Correctly update assets
transactions on the asset
register (additions, disposal,
transfers, revaluations, and
write-up or write down,
depreciatin0 in accordance with
accounting policy for assets and
national treasury minimum
requirement for a complaint
asset register. Ensure assets
annual financial disclosure note
ties to the updated asset
register of the municipality.
98 | P a g e
No Summary Classification Action plan to address
audit queries
82 Difference in depreciation as per
asset register and financial
statements
Control Correctly update assets
transactions on the register
(additions, disposal, transfers,
revaluation, and write-up or
write down, depreciation) in
accordance with accounting
policy for assets and national
treasury minimum requirement
for a compliant asset register.
Ensure assets annual financial
disclosure note ties to the
updated asset register of the
municipality.
83 Water infrastructure of community
assets accumulated depreciation
Financial Review assets for impairment
and apply appropriate
provisions provided within the
financial reporting standard on
impairment of assets.
84 Understatement of community
assets accumulated depreciation
Control Correctly update assets
transactions on the asset
register (additions, disposal,
transfers, revaluations and
write-up or write down,
depreciation) in accordance
with accounting policy for
assets and national treasury
minimum requirement for a
complaint asset register. Ensure
asset annual financial
disclosure note ties to the
updated asset register of the
municipality.
99 | P a g e
No Summary Classification Action plan to address
audit queries
85 Weakness identified revaluation of
fixed assets
Financial Correctly update assets
transactions on the asset
register (additions, transfers,
disposals, revaluations and
write-up or write down,
depreciation) in accordance
with accounting policy for
assets and national treasury
minimum requirement for a
complaint asset register. Ensure
assets annual financial
disclosure note ties to the
updated asset register of the
municipality
86 Assets from completed projects not
capitalised
Financial Correctly update assets
transactions on the asset
register (additions, transfers,
disposals, revaluations and
write-up or write down,
depreciation) in accordance
with accounting policy for
assets and national treasury
minimum requirement for a
complaint asset register. Ensure
assets annual financial
disclosure note ties to the
updated asset register of the
municipality
87 Debtors average collection period Compliance (Non
AFS)
Debtor data cleansing and
implementation of the debt
management and credit control
policies. Monitoring and review
of Debt collector’s efforts in
recovery of long outstanding
debt and collection through
development of performance
indicators.
88 Difference between the debtors age
analysis and the annual financial
statements
Financials Preparations of monthly
management packs and
supporting reconciliations
100 | P a g e
No Summary Classification Action plan to address
audit queries
89 77% total debtors outstanding as per
age analysis at year end 30 June
2009 are more 90 days
Control Debtor data cleansing and
implementation of the debt
management and credit control
policies. Monitoring and review
of Debt collectors efforts in
recovery of long outstanding
debt and collection through
development
90 Debtors outstanding for more than
12 years
Control Debtor data cleansing and
implementation of the debt
management and credit control
policies. Monitoring and review
of Debt collectors efforts in
recovery of long outstanding
debt and collection through
development
91 New indigents debtors application
forms were not verified by an official
or municipal agent appointed by
council
Control Implementation of the indigent
policy
92 Trade receivables not disclosed
correctly in the annual financial
statements
Compliance ( Non
AFS)
Compilation of annual financial
disclosure checklist to assist
with the preparation of annual
financial year audit
93 VAT liability incorrectly recognised as
an asset
Financial Review of vat reconciliations to
ensure correct treatment
thereof in the preparation of
Annual Financial Year Audit
94 Bad debts policy used by the
municipality not disclosure
Control Compilation of annual financial
disclosure checklist to assist
with the preparation of annual
financial year audit
95 Traffic fine revenue understated Financial Development of measures and
acceptable procedures to be
applied in accounting for traffic
revenue in consultation with
the Auditor general
101 | P a g e
No Summary Classification Action plan to address
audit queries
96 Overstatement of water and
sanitation revenue
Financial Compliance with the provisions
contained in the relevant and
applicable legislation, service
level agreements in place to
ensure compliance and
accurate revenue recognition
97 Revenue interest income difference
between bank certificate and the
general ledger
Financial Monthly review of bank
reconciliations and corroborate
to supporting documentation
for competencies.
98 Infrastructure projects CIDB projects Value for money Effective monitoring and
reporting on infrastructure
projects through review of
progress against service level
agreements and effective
project.
3.7.9 Risk management
The Greater Tubatse Municipality has adopted a Risk Management Strategy in June 2010 and is
reviewed annually to suite the current situation or circumstances. Objective of the risk management
strategy is to identify asses and prioritise the risks that need to be managed in order to achieve the
vision, mission and strategic objectives of the municipality. The following risk areas are identified in
the risk management strategy:
REF RISK
INHERENT
RATING
1 Inadequate information and communications technology 25
2 Inadequate financial management 25
3 Fraud and corruption 25
4 Inadequate compliance with Legislation and policies 25
5 Inadequate business continuity management 25
6
Inadequate implementation of supply chain management process and
systems 20
7 Inadequate infrastructure 16
8 Inadequate funding to fulfill mandate 16
9 Inadequate financial accounting 16
102 | P a g e
REF RISK
INHERENT
RATING
10 Inadequate inter-governmental relations 16
11 Ineffective implementation of spatial development framework 16
12 Inadequate monitoring and evaluation 16
13 Inadequate service delivery infrastructure 16
14 Poor payment culture 16
15 Poor tenure system 16
16 Inadequate technical capacity 16
17 Inadequate funding 16
18 Inadequate human resource management 16
19 Inadequate monitoring of projects 16
20 Inadequate stakeholder engagement 12
21 Inadequate implementation of governance systems 12
22 Impaired reputation of the municipality 12
23 Inadequate communication systems (Internal and external) 12
24 Inadequate community participation 12
25 Inadequate disaster management 9
26 Local reliance on commodities 6
27 Lack of revenue generation in rural area 4
28 High service delivery expectations 4
29 Poor perceptions 4
3.7.10 Fraud and Anti corruption
Greater Tubatse Municipality has adopted the Fraud and Anti corruption Strategy in May 2008,
however no implementation of the strategy was witnessed due to lack of resources. Risk
Management Officer was appointed in 2010 and it was agreed that the Risk Officer will be currently
responsible for the implementation of the Strategy until such time that Risk Manager and Additional
Risk Officer are appointed. The Municipality is also planning to develop a fraud and Corruption Policy
during the 2011/12 financial year.
Fraud and Corruption in its wider meaning, and as referred to in the document, includes any conduct
or behaviour where a person accepts, agrees or offers any gratification for him/her or for another
person where the purpose is to act dishonestly or illegally, such behaviour also includes the misuse
of material or information, abuse of a position of authority or a breach of trust or violation of duty.
103 | P a g e
The following forms of corruption are identified in the GTM fraud and Corruption strategy:
• Bribery
• Embezzlement
• Fraud
• Extortion
• Abuse of power
• Conflict of interest
• Abuse of privileged information
• Favouritism and
• Nepotism
3.8 Financial Viability and Management
3.8.1 Municipal Sources of Revenue
A Municipality has to generate its own revenue by way of levying its Clients on the services rendered
and receive income from National Government for a Municipality to be able to perform its powers
and functions as in terms of section 152 of the Constitution of the Republic of South Africa. It is in
this context that the National Government has to allocate some resources in a form of Grants for
Municipalities to be able to render services.
3.8.1.1 Grants received by GTM
Section 214(1) of the Constitution of the Republic of South Africa, 1996 requires an Act of Parliament
to provide for the equitable division of revenue raised nationally among the National, Provincial and
Local Spheres of Government and any other allocation to Provinces, Local Government or
Municipalities from the National Government’s share of revenue, and conditions on which those
allocations may be made.
Table 64: below indicates revenue received from Grants and subsidies for the 2010/11 F/Y
SOURCE AMOUNT
Equitable share Councillor contribution 3 168 000
Equitable shares 91 358 000
Finance management grant 1 000 000
Municipal support grant 750 000
MIG funds 28 884 576
PMU funds 1 375 456
City development strategy grant 1 250 000
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SOURCE AMOUNT
IRMA grant 4 300 000
Electrification grant 9 000 000
LGSETA 250 000
Institutional grant 1 200 000
EPWP grant 870 000
3.8.1.2 GTM Own sources of revenue
GTM is collecting revenue by way of levies, tax and services mainly from the proclaimed areas such
as Burgersfort, Steelpoort, Ohrigstad, Ga-Mapodile and Praktiseer. The municipality has also
developed traffic stations which generate income by way of traffic fines and testing of motor
vehicles within the area.
Table 64: following indicates own revenue by source for the 2010/11 F/Y:
SOURCE AMOUNT
Assessment rates 37 000 000
Refuse management fees 4 500 000
Sewerage fees 4 080 000
Water 9 616 084
Building plans and inspection fees 530 000
Cemeteries fees 70 000
Clearance certificate 30 000
Drivers licences 800 000
Interests on outstanding debtors 2 817 055
Learners licences 805 000
Libraries fees 1 000
Outdoor advertisement 30 000
Rent on property 350 000
Traffic fines 3 300 00
Interests on investments 650 000
Offsetting of depreciation 2 400 000
Bulk water contribution 1 000 000
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Table 65: below indicates GTM cash flow for 2009/10 financial year:
MONTH INCOME
OWN GRANT
TOTAL
INCOME
EXPENDITURE
OPERATION
EXPENDITURE
CAPITAL
July 4 495 041 33 141 148 37 636 189 11 258 178 1 096 770
August 3 908 967 750 000 4 658 967 13 969 459 3 082 551
September 4 317 926 - 4 317 926 11 737 750 3 005 922
October 4 783 778 228 375 5 012 151 11 976 790 445 257
November 4 340 109 4 500 000 8 840 109 11 038 730 2 451 485
December 4 181 441 24 783 287 28 964 728 12 619 570 4 066 249
January 4 386 088 - 4 386 088 4 428 633 11 071 033
February 2 874 981 3 667 471 6 542 452 9 366 781 20 443 267
March 4 481 822 18 587 465 23 069 287 9 905 762
April 9 502 046 - 9 502 046 9 269 204
May 4 204 120 - 4 204 120 9 594 200
June 4 012 820 228 375 4 241 195 17 963 600
3.8.2 Credit and Debt Control
Creditors and Debt collection manual was adopted in terms with chapter 9 of the municipal Systems
act, act 32 of 2000. Purpose of this policy is to ensure that credit control forms part of the
municipality’s financial system and to disclose the intension of the Council to standardise procedures
for each individual case.
3.8.3 Investments
The Greater Tubatse municipality has adopted an investment of funds policy and principle in 2008.
The policy is aimed at gaining the highest possible return without undue risk during those periods
when funds are not needed. Its main objectives are that effective cash management must be met at
all times, efficient cash collection procedure, effective payment of creditors, management of
investment in inventories and investment of surplus cash.
There were no investments made or budgeted for by the Greater Tubatse municipality during the
2009/10financial year.
3.8.4 Budget and Treasury
The municipality has developed a unit which manages the budgetary and treasury issues. The unit is
in the finance section and its main objectives are to develop a budget process plan which is linked to
the IDP process plan. The unit has to oversee the implementation of the plan and to manage
activities culminating during the development of the budget. It must develop a credible and realistic
budget which is linked or integrated to the IDP.
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3.8.5 Revenue Management
Greater Tubatse municipality has a unit that deals with revenue management. The unit was
developed in 2000 and its main objectives are to effectively manage the day to day income of the
municipality. Procedure manual is being developed in November 2008 for the control over cash
funds, depositing and receiving of funds by municipal employees.
Valuation roll for the municipality is in place and is reviewed regularly. The following are also used
for the management of funds in GTM; rates policy, credit control policy, indigent policy, indigent
register and audit standards.
3.8.6 Supply Cain Management
The municipality has developed and adopted a supply management policy in 2005, which is
reviewed regularly to suite current circumstances. It is managed by supply chain management unit
that forms part of the finance department. The unit comprises of a Manager and four other officials
who runs the activities of the unit
3.8.7 Asset Management
Asset management policy was approved By GTM in 2008. Objectives of the policy is to govern the
management of assets owned by GTM (both operational and financial) to ensure that they are
managed, controlled, safeguarded and used in an efficient and effective manner.
Asset management register for the municipality was compiled during 2008/09 financial year and is
updated regularly. The municipality created asset management unit which comprises of one senior
manager who will always keep track of all municipal assets and is reporting to the Chief Financial
Officer.
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3.9 Municipal Transformation and Organisational Development
3.9.1 Council
GTM has a Council made up of 57 Councillors comprising 29 ward Councillors and 28 PR Councillors.
It has a collective executive system headed by the Mayor, while the Council is chaired by the Speaker
elected in terms of Section 48 and Section 36 of the Municipal Structures Act (117 of 1998)
respectively.ANC is the majority party in the council, it comprises of 52(fifty two) councillors
followed by PAC with only 2(two) and UIF, NVP and DA with one representative each. GTM
committees were established following the provisions of Section 80 of the Municipal Systems Act of
2000. There are 11 Traditional Leaders seconded by the Limpopo House of Traditional Leaders
serving in the GTM council.
Table 66: below shows representation of different Political parties and Traditional Leaders in the
Council
Stakeholder Number
Africa National Congress 52
Pan African Congress 2
Democratic Alliance 1
UIF 1
NVP 1
Traditional Leaders 11
The relationship between the Council and Traditional Leaders in GTM is sound as there are no
serious incidents reported between the two parties. The Municipality also comprises of 28 CDWs
appointed by Office of the Premier to assist in fast racking development in the area. 29 ward
committee structures were launched and work-shopped by the municipality through office of the
speaker in 2008. Each ward comprises of 10 members of the ward committee with the ward
councillor being the chairperson of the structure. An amount of R1.2 million was budgeted during
the 2009/10 financial year for the sustainability of the structures.
Table 67: Section 79 committees of the Municipal Systems Act
NAME OF COMMITTEE DATE ESTABLISHED
Rules Committee 2009
Oversight Committee
Audit committee 2009
Municipal public Accounts committee 2010
Town planning committee 2010
Geographic names committee 2008
Petition and Ethics committee 2010
108 | P a g e
Table 68: Section 80 Committees established in GTM
COMMITTEE DATE ESTABLISHED
Finance committee March 2006
Corporate Services committee March 2006
Economic, Land and Development committee March 2006
Community services committee March 2006
Technical Services committee March 2006
Strategic Planning committee March 2006
3.9.2 Staff Component
The Community Services Department is by far the largest, followed by Corporate Services and
Technical services respectively. While the larger allocation of staff to technical services is welcome,
the size of Corporate Services compared to Community Services seems anomalous. There is a high
vacancy rate within the departments of which such posts needs to be filled. The GTM Council has
raised a moratorium that there should be no new appointments made during the 2008/09 financial
year and that the Municipality must conduct staff assessment during the financial year under review.
Table 69: below indicates Organizational Structure analysis 2010/11 FY Source: GTM Organogram
2010
DEPARTMENT TOTAL No
POSTS
No: FILLED
POSTS
VACANT POSITIONS
BUDGETED UNBUDGETED TOTAL
Municipal
manager’s
office
8 6 2 0 2
Finance 60 34 3 23 26
Community
services
88 58 0 30 30
Corporate
services
54 38 0 16 16
Technical
services
93 57 2 34 36
Strategic
planning
17 8 0 9 9
Economic and
Land
40 18 1 21 22
Executive
support
34 24 1 9 10
TOTAL 394 243 9 142 151
3.9.2.1 Skills profile and needs for both Councillors and Officials
Municipalities are required in terms of the Skills Development Act no 97 of 1998 to facilitate training
for capacity building in order to address skills gaps created as a result of the past. GTM pays the skills
development levy on a monthly basis as required by the Skills Development Levies Act no 9 of 1999.
A skills audit is conducted on an annual basis to inform the Workplace skills plan which guides all the
training to be conducted throughout the year, the Workplace skills plan and Annual Training Report
s are then submitted annually to the LGSETA; budget is allocated for both councillors and officials.
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GTM has a training committee which comprises of labour, Management and council; its role is to
ensure that all training activities are done in consultation with all relevant stakeholders.
Table 70: below indicates the skills needs for Councillors and Officials: Source GTM WSP 2010
Finance Admin Technical and
Project
Management
Legal and Corporate Management and
Leadership
44 26 55 75 65
The implementation of planned programmes is minimal due to cash flow problems.
Table 71: below indicates skills interventions as in the 2009/10 WSP and Annual training report
Finance Admin Social/Community/Econo
mic
Development & planning
Legal and Corporate Management and
Leadership
No: of
Interventi
ons
No of people No: of
Intervent
ions
No: of
people
No:
of
Interventions
No: of
people
No: of
Interventions
No: of
people
No: of
Interventions
No: of
people
6 39 3 14 6 96 4 19 3 7
TOTAL NO OF INTERVENTIONS : 22
TOTAL NO OF PEOPLE TRAINED : 175
3.9.3 Legal services
During the financial year under review; the Municipality experienced high number of law-suits as a
result of administrative decision that were either right or wrong. It should be noted that
administrative actions of the Municipality can be only challenge if they are erratic and or in other
instances, Citizens and business challenges actions taken by the Municipality if such actions are
made to be sound or prudent.
Table 72: Following are cases against the municipality for the F/Y 2009/10
Name Amount Claimed Expenditure to date Status
Ipeleng Group 8 000 000 2 100 000 Supreme court
Mopicon construction 2 000 000 00 Awaiting trial
Mmalekgowa Trading 650 000 50 000 Awaiting trial
Limpopo Road Binders 700 000 Funded by DPLGH Awaiting trial
Amelia Mashego 1 000 000 Funded by DPLGH Awaiting trial
Kgoete Justice 150 000 Awaiting trial
Challenges facing legal
• Cases drag through different financial years and take long to be finalised
• Litigation too expensive
• Lack of resources
• Insufficient understanding of legal procedures by the Municipal personnel
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3.9.4 Labour relations
Greater Tubatse Municipality subscribes to all legislation regulating employment relations within the
workplace. Labour relations sub-unit has been established with the sole mandate of ensuring a
balance with regard to employment practices within the workplace.
GTM has a functional Local Labour Forum constituted in line with the SALGBC main collective
agreement. The committee sits on a monthly to discus s issues relating to employment relations.
Several activities were witnessed wherein employees were exercising their rights by raising their
grievances through the relevant channels as presented by SALGABC.
During the year under review the municipality had six grievances ending in arbitration of which only
two were awarded in favour of the Municipality.
3.9.5 Information Technology
The IS audit was carried out in accordance with the International Standards on Auditing of the
International Auditing and Assurance Standards Board (IAASB) and the Standards for Information
Systems Auditing of the Information Systems Audit and Control Association (ISACA). The
effectiveness of the general controls surrounding the IT environment at the municipality was
measured against the internationally accepted Control Objectives for Information and Related
Technology (COBIT) framework and industry best practices.
Table 73: below indicates IT risks as identified by the audit
CLASSIFICATION DESCRIPTION
High Weaknesses that could seriously compromise the system of internal control and data integrity and should therefore be addressed as soon as possible.
Medium Matters that are important to the system of internal control and the reduction of overall risk, but do not require immediate attention.
Low Suggested improvements that would enhance internal control efficiency, but are not vital to the system of internal control.
Challenges associated with IT in GTM
• IT security policy not in place and responsibility for internal control and security had not
been assigned to a specific employee.
• No change control policy and procedures were in place.
• No formal backup and restoration procedures were in place and the informal backup process
was found to be inadequate.
• The service level agreements (SLAs) for the Payday, E-Venus and Cash-drawer systems were
not monitored.
3.9.6 Occupational Health and Safety
GTM has established occupational Health safety sub-units one during the 2006/07 financial year
within the Human Resource Unit. The functions of the unit are guarded to advance the objects of
Occupational Health and Safety Act, 85 of 1993.
The sub-unit performs the following functions in an effort to ensure health and safety within the
workplace.
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• Enforcement or implementation of Occupational Health and Safety Act.
• Responsible for all administrative duties related to OHS including policy formulation and
reviewing.
• Conducting health and safety workshop, meetings and seminars.
• Providing full range of Employee assistance programme, that is assisting employee with solving
problem which might affect him from executing his/her duties
The sub-unit is currently manned by the Health and Safety Officer who is also responsible for
Employee Wellness. A Health and Safety Committee is functional which has also been established as
per legislative requirement and also there are six health and safety reps in place. The committee
meets on quarterly basis .Committee members have thus far received training on First Aid Level one.
The challenges within the unit are:
• Decentralized protective clothing and equipment budget. Departments are procuring on
their own protective clothing and equipment of which in some instances does not comply
with legislative provisions and the result is high injury incidences.
• Cash flow challenges
• Understaffing within the unit.
3.9.7 Policies and plans for GTM
POLICY/PLAN STATUS DATE APPROVED
Integrated SDF Approved June 2007
LUMS Approved June 2007
Integrated waste management plan Approved
Employment equity plan Approved 2007
Workplace skills plan Approved September 2007
HIV/AIDS plan Approved October 2008
LED strategy Approved June 2007
Housing sector plans Draft
Revenue enhancement plan Approved May 2009
Disaster management plan Approved 2008
Capital investment plan Approved April 2008
Environment management plan None (district)
Energy master plan None (ESKOM)
Water services development plan None (district)
Integrated transport plan Approved 2004
Risk management strategy and plan Approved 2008
5 year investment plan Approved April 2008
Consolidated infrastructure plan Draft
Roads and storm water management plan Approved 2008
Water sector plan Draft
Investment of funds policy Approved May 2008
Credit control policy and debt control manual Approved February 2006
Water services operations and maintenance
strategy(GSDM)
Approved June 2007
Water services by-laws(GSDM) Approved June 2007
Asset management policy Approved April 2007
Supply chain management policy Approved June 2006
Fleet management policy Approved June 2007
Performance management policy Approved 2007
Communication strategy Approved 2008
Customer Care Framework Approved 2010
112 | P a g e
POLICY/PLAN STATUS DATE APPROVED
Public participation policy Draft 2010
Mayor and Speaker discretionary policy Draft 2010
Mangement of public gathering policy Draft 2010
Delegation of powers and functions policy Review 2010
Rules of order policy Review 2010
IT policy Approved 2009
Street by-law Gazetted
Management and control of Hostel by-law Gazetted
Informal street trading by-law Gazetted
Waste management by-law Gazetted
Traffic by-law Gazetted
Noise abatement Gazetted
Hiring of community by-law Gazetted
Electricity by-law Gazetted
Crematories and crematoria by-law Gazetted
Emergency services by-law Gazetted
Licensing and control of establishment that sell food
to the public by-law
Gazetted
Municipal Turnaround Strategy Approved 2010
Granting aid Draft 2010
3.9.8 Organisational Performance Management System (OPMS) and Performance
Management System (PMS)
The Greater Tubatse municipality has adopted its performance management policy during the year
2007. A performance management unit was established during 2007 which is currently focusing on
the organisational performance management system. Immediately after the adoption of the IDP and
budget, the municipality develops service delivery and budget implementation plans (SDBIP) which
will serve as business plans for individual departments within the municipality. The adopted SDBIP is
integrated into the performance contracts of the section 57 employees for implementation.
Performance management review workshops are conducted on quarterly basis. After every
performance management review session, a report is tabled to the EXCO lekgotla which comprises
of management and members of the Executive committee. Purpose of this sitting will be to monitor
progress in terms of the implementation of the IDP and budget and to propose reviews where
necessary.
The EXCO lekgotla report also has to serve before Executive committee and to council for directions
and adoption. Half yearly report (section 72report) is developed from the quarterly reports
generated during the EXCO lekgotla sessions. Municipal annual service delivery reports are
generated from this process on annual basis which amongst others will inform the formulation of
the annual report.
After the adoption of the annual report by the municipal council, the oversight committee
scrutinises the report and makes final recommendations to the council for the adoption of the final
oversight report which will then be open for public consumption.
3.9.8.1 Individual PMS
Greater Tubatse Municipality’s performance management system is not fully operational. Only
section 57 managers have signed performance contracts with the municipality and plans are
underway to cascading the performance management to the level-one Managers, and other staff
members for performance monitoring and evaluation.
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3.9.9 Ranked needs of Greater Tubatse Municipality
The following 10 needs are ranked in-accordance with the order of their priority:
1. Water
2. Electricity
3. Roads and storm water drainage
4. Waste removal
5. Housing
6. Cemeteries
7. Land acquisition
8. Hawkers stalls
9. Sports and recreational facilities
10. Street and traffic lights
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3.9.9.1 Administrative Structure
115 | P a g e
3.9.10 Organogram
GREATER TUBATSE MUNICIPALITY
ORGANIZATIONAL STRUCTURE
General Council
Office of the Mayor
Executive Committee
Section 80
Committees
Office of the Municipal Manager
Municipal Institutional
Management & Administration
Office of the Speaker
Section 79 Committees
Office Of the Chief Whip
116 | P a g e
Municipal Manager
DIRECTORATES:
Finance
Corporate Services
Executive Support
Community Services
Economic and Land Development
Strategic Planning
Technical Services
Manager in the
Municipal Manager’s office
Internal Auditor
Internal Audit Clerk
Risk management Officer
Personal Assistant
Secretary Admin Clerk
MUNICIPAL MANAGER’S OFFICE
117 | P a g e
FINANCE DEPARTMENT
CFO
Deputy CFO
Manager
ExpenditureManager Revenue
Manager
Budget & Reporting
Manager
Supply Cain Management
Manager
Information and Technology
118 | P a g e
FINANCE DEPARTMENT Continued
Expenditure:
Manager
Expenditure
Deputy Manager
Expenditure
Assistant Manager
Expenditure
Chief Accountant
Expenditure
Accountant Expenditure
(Creditors)
Admin Clerk
X 2
Accountant Expenditure
(Payroll)
Admin Clerk
X 2
119 | P a g e
FINANCE DEPARTMENT Continued
Revenue:
Manager
Revenue
Deputy Manager
Revenue
Chief Accountant Revenue x2
Accountant Billing
Senior Clerk
Admin Clerk x 3
Cashier x 6
Accountant
Credit control
Senior Clerk
Admin Clerk
Accountant Assessment Rates
Senior Clerk
Admin Clerkx2Cashier X 4
120 | P a g e
FINANCE DEPARTMENT ContinuedBudget and Reporting:
Manager
Budget and Reporting
Assistant Manager
Budget and Reporting
Admin Assistant
121 | P a g e
FINANCE DEPARTMENT Continued
Supply Chain Management:Manager
Supply Chain management
Deputy Manager
Assets
Assets Officer Fleet Management Officer
Messenger x 5
Procurement Officer x 3
Admin Assistant x 2
Admin Clerk
122 | P a g e
FINANCE DEPARTMENT Continued
Information and Technology:
Manager
Information and Technology
Assistant Manager
Information and Technology
IT Officer
Telephone Systems
IT Clerk
IT Officer
Software
IT Clerk
IT Officer
Network
123 | P a g e
COMMUNITY SERVICES DEPARTMENT
Director Community Services
ManagerTraffic Registration and
Licensing
Assistant ManagerDisaster
Manager Social ServicesAssistant Manager
Environment, Parks & Recreation
Secretary
124 | P a g e
Community Services continued
Social Services:
Manager Social Services
Sports and Arts MPCC Coordinator HIV & Aids Coordinator Chief Librarian
Librarian x 2
Assistant Librarianx 3
Social Facilitator
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Community Services continued
Environment, Parks & Recreation:
Assistant Manager
Environment, Parks & Recreation
Supervisor:
Environment, Parks and Recreation
Cemetery Foreman
General Worker
X 5
Parks & Recreation Foreman
General Assistant
X 14
Driver
126 | P a g e
Community Services Continued
Traffic & Licensing:
Manager Traffic & Licensing
Chief
Licensing Officer
Superintendant Licensing
Examiner of Driving Licenses
X 5
Superintendant Vehicles Steelpoort
Examiner of Vehicles
X 4
Pitman
X 2
Assistant
Superintendent VTS
Superintendent
Registering Authority
Assistant
Superintendent
Snr Licensing officer
Clerk
E Natis Clerk
X 8
Chief
Traffic Officer Logistics & Admin
Superintendant Traffic
Assistant Superintendant
X 2
Traffic Officer
X 10
Traffic Warden
X 3
Senior Ass Clerk
Clerk
X 2
Assistant
Superintendant Traffic
General Assistant
Chief
Traffic Officer Operational
Messenger of Court
127 | P a g e
Community Services Continued
Disaster Management:
Assistant Manager
Disaster
Disaster Co-ordinator
Assistant Coordinator
X 2
Admin Assistant
128 | P a g e
CORPORATE SERVICES DEPARTMENT
Director
Corporate Services
Manager
Corporate Administration
Manager
Human Resources
Manager
Legal Services
Secretary
129 | P a g e
CORPORATE SERVICES DEPARTMENT Continued
Corporate Administration:
Manager
Corporate Administration
Area Head
Mapodile
Admin Assistant
Area Head Ohrigstad
Admin Assistant
Area Head Praktiseer
Admin Officer
Admin Clerk
Records Officer
Records Clerk
Driver/Messenger
Admin Assistant
Admin Clerk
Receptionist x 2
130 | P a g e
CORPORATE SERVICES DEPARTMENT Continued
Legal Services:
ManagerLegal Services
Legal officer
131 | P a g e
CORPORATE SERVICES DEPARTMENT Continued
Human Resources: Manager
Human Resources
Senior HR Officer
Employee Benefits and Personnel Administration
Assistant HR Officer
Employee benefits and Personnel Administration
Senior HR Officer
OHS and
Labour Relations
OHS Officer
Supervisor - Cleaners
Cleaners x 16
Labor Relations
Officer
Senior HR Officer
Training/Recruitment and Organizational Development
Assistant HR Officer
Recruitment and Training
HR Officer :Training and development HR Officer: Work-study
HR CLERK
132 | P a g e
TECHNICAL SERVICES DEPARTMENT
Director
Technical Services
Manager
PMU Municipal Engineer
Manager
Waste Management
Manager
Roads and Storm Water
Secretary
133 | P a g e
TECHNICAL SERVICES DEPARTMENT
Project Management Unit
Manager
PMU
Technician x3
Admin Officer
134 | P a g e
TECHNICAL SERVICES DEPARTMENT
Municipal Engineer
Municipal Engineer
Technician
Supervisor-Sewerage
Foreman
General Assistants X 4 Pump Operatorx 3
Supervisor-Water
Foreman
Pump Operator General Assistantx4
Electrician
Admin Clerk
135 | P a g e
Manager
Road & Storm water
Technician
Supervisor
Machine Operator/Grader
X6
Truck Driver
X 2
TLB Driver
X2Driver
Foreman
General Assistant
X14
Admin Officer
TECHNICAL SERVICES DEPARTMENT
Roads & Stormwater/ Public Works Unit
136 | P a g e
TECHNICAL SERVICES DEPARTMENT
RefuseManager
Waste
Supervisor
Waste
Truck DriverStreet Cleaner
X 13
General Assistant
X 8
Admin Officer
137 | P a g e
STRATEGIC PLANNING DEPARTMENT
Director
Manager
IDP
IDP Officer x 2
1 Vacant
Assistant IDP Officer
Manager
PMS
PMS Officer x 2
Assistant PMS Officer
Manager
IGR
Assistant Manager
IGR
IGR Officer
Coordinator Assistant IGR OFFICER
Secretary Admin Officer
Admin Assistant X2
138 | P a g e
ECONOMIC AND LAND DEVELOPMENT DEPARTMENT
Director
ManagerDevelopment Planning Services
Manager
Housing & Property Management & Building Control
ManagerLocal Economic Development
Secretary
139 | P a g e
ECONOMIC AND LAND DEVELOPMENT CONTINUED
Development Planning Services
ManagerDevelopment Planning Services
Assistant ManagerTown Planning
Town Planner
Spatial Planning
X 2
Town Planner
Land Use
X 4
GIS Specialist
GIS Technician Database Administrator
Admin Assistant
140 | P a g e
ECONOMIC AND LAND DEVELOPMENT CONTINUED
Housing and Building Control
ManagerHousing Property
Management and Building Control
Assistant Manager: Housing and Property
Management
Housing Officer Property Management Officer.
Building Control Officer
Plan ExaminerBuilding Inspector
X 4
Admin Assistant
Admin Assistant
141 | P a g e
ECONOMIC AND LAND DEVELOPMENT CONTINUEDLocal Economic Development
ManagerLocal Economic Development
Assistant ManagerResearch and Development
Assistant Manager
Sector Coordination
Sector Coordination officer x2
Assistant ManagerTrading and Licensing
Licensing Officers X 4
Admin Assistant
142 | P a g e
EXECUTIVE SUPPORT DEPARTMENT
Director
Municipal Secretary
Assistant Municipal Secretary
Committee Secretary
X 3
Admin Officer
Admin Assistant x 2
Typist
Report Coordinator
ManagerOffice of the
Mayor
BodyguardMayor
Driver Mayor
Protocol Officer
Admin Support :Chief Whip
Office
Secretary Mayor's Office
Manager Special Programmes
Special Programmes
Officer x 3
Driver
ManagerCommunity Participation
Public Participation
Officer
Social FacilitatorX 3
Secretary Office of the Speaker
Admin Officer
ManagerCommunication
Spokesperson
Communication Officer
Admin Assistant
SecretaryDirector’s Office
143 | P a g e
3.9.11 SWOT ANALYSIS
KPA: Spatial rationale and Local Economic development
3.9.11.1 Economic and Land Development
Town planning and Local economic development
STRENGTH WEAKNESS OPPORTUNITIES THREATS
Land policies in place, LUMS,SDF,
Building regulations
Booming of mines in the area. Illegal land invasions.
Four qualified town planners in
place, one is a registered
professional.
Top land developers are investing
in the area.
Non cooperation of traditional
leaders on land management
issues.
GIS established (system in place
with one specialist).
Inadequate applications and
equipments
Potential to create PPP
Topographical shapes of the
area hampers more land
development.(for human
settlements and other related
developments)
Inadequate personnel Formalization of some rural areas Most of the land is privately
owned.
144 | P a g e
Local Economic Development
STRENGTHS WEAKNESS OPPORTUNITIES THREATS
LED strategy in place Business linkages with mines
LED unit established LED Unit understaffed Potential for tourism Government agricultural
projects not properly
supported by communities.
LED Forum not functional Potential for agricultural growth Land invasion on potential
agricultural projects.
Integration of LED forum / IDP
forum
Poor relationship between
mines, municipality and
communities.
High unemployment rate
Mines not beneficiating
Poor skills based on major
economic sectors.
FET College available for
development of required skills
FET College not well equipped
Business support unit established
(LIBSA & LEDET)
Ineffective engagement with
provincial sector departments
Potential growth of BEE in the
mining industry
145 | P a g e
KPA: Good Governance and Public Participation.
3.9.11.2 Departments: Executive Support.
Communication Unit, Secretariat, Public participation, Special programme
STRENGTH WEAKNESS OPPORTUNITIES THREATS
Communication unit in place
with two personnel.
Insufficient personnel
Local radio station established.
Local news papers available.
Communication strategy in place.
Not well resourced
Local news papers available.
Inadequate civic education.
Website in place Inadequate skills and personnel
GCIS available
Local news papers available.
No clear job
descriptions/delegation
Established communication
forums e.g. ward committees.
Decentralized advertising.
Web site not fully functional
Secretariat unit
STRENGTH WEAKNESS OPPORTUNITIES THREATS
Unit in place.
No clear job descriptions. Support by the district
municipality
Policies and systems available Inadequate skills. Separation of powers bill
available.
Audio recording system available No backup systems (records)
No proper filing systems
Late submissions of agenda
items by departments.
Inadequate communication
146 | P a g e
Public participation unit
STRENGTH WEAKNESS OPPORTUNITIES THREATS
Unit in place The unit is understaffed.
Inadequate capacity.
Public participation policy in
place.
Public participation strategy in
place
Established and functional ward
committees
Late submissions of reports by
ward committees.
CDW’s in place Lack of cooperation by CDW’s. No clear line of reporting for
CDW’s.
Special Programmes
STRENGTH WEAKNESS OPPORTUNITIES THREATS
Unit in place Understaffed, operate without a
manager
Programmes are in place and
functional.(Youth, elderly, local
AIDS council, moral regeneration
movement, disability forum and
geographic names)
Children and Gender forums
dysfunctional.
Local HIV and AIDS policy in place No policies ( youth, children,
people with disability, gender
and elderly)
National ministry on children,
women and disabled and
National youth development
agency are in place.
NYDA not accessible, the
agency is not yet cascaded to
municipal level
Local youth council launched.
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KPA: Financial viability
3.9.11.3 Financial Services
Information technology, supply chain management, Asset management, Revenue and Expenditure
STRENGTH WEAKNESS OPPORTUNITIES THREATS
Fraud prevention strategy.
Supply chain policy.
Asset management policy.
IT systems in place. No IT Master plan in compliant
to Legislative requirement
Policies in place but pending
approval
Physical access control system in
place but not yet commissioned
No off site data storage solution
in place
ICT infrastructure and resources
in place
Frequent network connectivity
downtime
Website and Email in place Inadequate of website content
management
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Expenditure
STRENGTH WEAKNESS OPPORTUNITIES THREATS
The unit is in place with seven
employees.
No clear supervision and
communication with service
providers.
Municipal finance management
act is in place to regulate financial
matter.
Venus financial systems in place. Total disregard of legislation
during procurement processes.
Pay day system in place. The municipality is not price
conscious.
Procedure manuals in place. Inadequate specialized
equipments.
Monthly and quarterly Reports
generated and submitted in time.
Uncontrolled study leaves.
Inadequate participation during
budgetary processes.
Inadequate management of
budget.
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Revenue
STRENGTH WEAKNESS OPPORTUNITIES THREATS
Revenue enhancement strategy is
in place.
Cash flow problems. Low payments rate by
Government departments and
rate payers.
Indigent policy. Data base is not accurate.
Indigent register. Debt collector
Credit control policy in place. Inadequate control over service
provision
Lengthy legal processes for
recovery of debts.
Monthly and quarterly Reports
generated and submitted in time.
Inadequate management of
service providers.
Qualified audit opinion
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Assets Management Unit
STRENGTH WEAKNESS OPPORTUNITIES THREATS
The unit in place with one
employee.
Inadequate staff. The security company not
responsible for the loss of
municipal property.
Asset management policy in
place.
Unauthorized movement of
assets.
Asset audit system in place.
Asset registers GRAB compliant. The asset management policy
not fully communicated and
implemented.
Violation of asset management
policy.
Inadequate security for
municipal assets.
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KPA’s: Basic services delivery
3.9.11.4 Community Services Department
Environment parks and cemetery, Social services, Traffic and licensing and Disaster management
STRENGTH WEAKNESS OPPORTUNITIES THREATS
Unit in place with one supervisor
and ten general assistants.
The unit is acutely under
staffed.
Unproductive work force.
Good stakeholder relations
No local environmental
management plan.
District environmental
management plan in place.
Availability of working tools. Poor workmanship of some
facilities during construction
Vandalism
Good relationship with
stakeholders.
Lack of cemetery management
system for newly built
cemeteries.
Availability of recreational parks Shortage of recreational parks Lack of response by potential
sponsors
Availability of municipal
cemeteries
Lack of cemetery and
crematorium in Burgersfort
Accessibility of MIG to develop
cemetery and crematorium
Land Availability
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Social Services
STRENGTH
WEAKNESS OPPORTUNITIES THREATS
Unit in place with one manager
and 04 assistant librarians and 02
officers.
skills match and shortage
HIV/AIDS local response strategy
in place
lack of HIV/AIDS Coordinator to
drive the implementation
Viable stakeholder relations E.g.
Public, Private & NPO’s, CBO’s.
Social influx
High HIV/AIDS infection rate.
Available community facilities Poor workmanship of some
facilities during construction
Incomplete and non handing
over to end user depts.
Availability of health and social
facilities.
Vandalism
Accessibility of MIG to develop
sports and recreational facilities.
Lack of sporting, arts
recreational facilities.
Availability of potential sponsors. Land Availability
Functional Libraries Shortage of libraries Availability of potential sponsors
Good stakeholder relations.
Land availability
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Traffic & Licensing
STRENGTH WEAKNESSES OPPORTUNITIES THREATS
Suitably qualified personnel Shortage of staff
Lack of dedication by traffic
officers.
Non functionality of robots that
impacts on the schedules of law
enforcement officers.
High rate of Accidents during
none functioning of the
robots.
Available working tools Inadequate working tools
Accessible registration and
licensing centers.
Good stakeholder relations 80/20 apportionment for
licensing fees.
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Disaster Management
STRENGTH WEAKNESS OPPORTUNITIES THREAT
Functional Unit with 01
coordinator and assistant.
District intervention in terms of
disasters of greater magnitude.
Flood line settlements
Rapid response by the unit
Functional disaster forum Good stakeholder relations
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KPA’s: Local economic development, Good governance and public participation and Institutional development
3.9.11.5 Strategic Planning
IDP, PMS and IGR
STRENGTH WEAKNESSES OPPORTUNITIES THREATS
IDP Unit in place with three
officials.
IDP forum not fully functional DLGH support and District support Rely on STATSSA for data.
Credible IDP in place.
IDP forum available. Inconsistent representation by
members.
IDP Sub-steering committee
established for proof reading of
the document.
IDP Sub-steering committee
not having adequate skills.
Shortage of sector plans
None compliance to IDP
process plan
Public participation not fully
attended to
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Performance Management System
STRENGTH WEAKNESS OPPORTUNITIES THREATS
Effective PMS in place Insufficient staff and resources
in the unit
District and provincial support
thorough the District and provincial
for a
PMS policy, Manuel and
framework are in place
PMS not fully implemented, it
is implemented only at
institutional and senior
management level
Availability of PMS legislations
Turnaround strategic is fully
implemented
IGR
STRENGHTS WEAKNESSES OPPORTUNITIES THREATS
IGR Unit is in place with 2
officials
Unit is understaffed SALGA IGR FORUM, DISTRICT
BATHO PELE FORUM
Inconsistency of the forum
Customer Care framework
adopted by Council
Incapacity to deal with the
volume of Presidential queries
within the required time
SADC MOU
Draft IGR Strategy Non availability of the
Ambassadorship framework
Non implementation of the
IGR framework
Draft language policy PANSALB Litigation by Minority groups
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KPA: Basic service delivery
3.9.11.6 Technical services
Waste Management, Water and Sanitation, Project Management, Roads and Transport and Electricity
STRENGHTS WEAKNESSES OPPORTUNITIES THREATS
Waste management unit in place
with 21 general assistants and
one supervisor.
Unit is understaffed Support from Department of Water
Affairs and Environment
Lack environmental
awareness campaigns
Integrated waste management
plan in place.
Waste management plan not
reviewed
Waste management by-law in
place.
Inadequate equipment for
waste management
Registered with Institute for
Waste Management of Southern
Africa
Unit operates on a loss
Inadequate enforcement of
waste management by-law
Waste management partially
outsourced
License for Burgersfort landfill
site has expired
High waste management
services backlog
Inadequate beneficiation on
waste management projects
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Water and Sanitation (GTM not water services authority nor provider)
STRENGHTS WEAKNESSES OPPORTUNITIES THREATS
District WSDP in place GTM not water services
authority nor provider
Institutional Social Development
(ISD) in place
District WSDP not reviewed to
suit the current status
Support from local mines High water services backlog
District Municipality
outsourced O&M to Lepelle
water services (Turn around
time)
Vandalism of water
infrastructure
Aging infrastructure
Poor maintenance of the
existing infrastructure in rural
and townships
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Project Management Unit
STRENGHTS WEAKNESSES OPPORTUNITIES THREATS
PMU established with three
technicians and one admin
officer
No PMU manager Access support from Bigen Africa,
DPLGH,COGTA, & Public Works
Inadequate funding for
implementation of the
projects
Reports submitted to
stakeholders in time
Capital projects implemented in
time
Job creation through EPWP
programmes
Project steering committees in
place
Project steering committees
are incapacitated
Poor workmanship
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Roads and Storm water
STRENGHTS WEAKNESSES OPPORTUNITIES THREATS
Integrated Roads Master Plan in
place
Inadequate equipments for
road maintenance
Support from SANRAL & RAL Poor maintenance on
Provincial and National roads
Roads and storm water unit in
place
Poor maintenance of
equipments
Municipal Public Works
programmes in place
High backlog of access roads
and access bridges
Integrated Transport plan in
place
Lack environmental awareness
campaigns
GTM not water services authority
nor provider
District WSDP not reviewed to
suit the current status
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Electricity
STRENGHTS WEAKNESSES OPPORTUNITIES THREATS
Dedicated official appointed for
electricity programme
No electricity plan Support from ESCOM & DE GTM not electricity authority
Support from local mines High electricity backlog
Inadequate electricity capacity
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KPA: Institutional development and Transformation
3.9.11.7 Corporate services
Human Resource Unit, Legal services and Administration
STRENGTH WEAKNESS OPPORTUNITIES THREATS
Availability of HR Policies
Training
Poor work ethic Access to Support by the District,
Provincial and SALGA
Non compliance with the
Employment Equity Act
Poor personnel records
keeping
Availability of Office Space Inadequate HR systems
Communication Infrastructure
Work Skills Plan – dedicated Skills
Development Facilitator
Lack of capacity in personnel
OD / work study
Functional Training Committee Decentralized training budget
None compliance to Skills
Audit Process by end-users
90% of vacant positions are filled Lack of Job descriptions
Lack of Individual performance
Management Systems
Resignation of employees
from critical positions
Competition with private
sectors over personnel
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STRENGTH WEAKNESS OPPORTUNITIES THREATS
Functional Labour Relation sub-
unit
Functional Local Labour Forum
Employee Benefits
administration functional
Occupational Health and Safety
Committee functional
Shortage of personnel in the
OHS subunit
Lack of Occupational Health
and Safety plan ( Evacuation
plan, Emergency response
plan, EAP plan and Employee
HIV and Aids plan)
Lack of personnel in
employees wellness program.
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Legal Unit
STRENGTH WEAKNESS OPPORTUNITIES THREATS
Timeous response to litigation
matters
Access to support by DLGH Land invasion
Contracted Attorney
Vetting of contract and Service
Level Agreements within 14 days
Not all stake holders are
consulted during vetting of
SLA
Some SLA are still with end-
users departments
Appointment of Service
providers without
completion/signing of SLA
By-laws in place By-laws not being
implemented
Lack of personnel
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Administration Unit
STRENGTH WEAKNESS OPPORTUNITIES THREATS
Competent personnel
Improved communication
between the satellite and the
main office.
Availability of office space No maintenance plan for
satellite offices.
File plan not yet adopted by
council
Inadequate personnel
Lack of security management
plan
Poor security Services
Poor management of
contracts
Inadequate front line skills
Corporate Image deteriorated
None functional electronic
record management system
Risk assessment of building (
Certificate of safety from
engineers)
Building can collapse
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SECTION 4: STRATEGY CHAPTER
Chapter 5 of the Municipal Systems Act 32 of 2000 stipulates the core components of integrated
development plans must reflect the following:
• (c) the council ‘s development priorities and objectives for its elected term, including its local
economic development aims and its internal transformation needs;
• (d) the council‘s development strategies which must be aligned with any national or provincial
sectoral plans and planning requirements binding on the municipality in terms of legislation.
Methodology and Processes followed during the development of the strategy chapter
• Sector departments were engaged from 29th November 2010 to 10th December 2010 to conduct
SWOT Analysis and develop departmental strategies.
- Status quo analysis key findings presentation.
- SWOT analysis for various KPA’s and functions
- Departmental strategy formulation
• Municipal Strategic Planning Workshop was held on the 15th December 2010 and 09th -11th
February 2011 and the following was discussed:
- High level status quo analysis presentations
- Austerity measures presented by HOD
- Formulation of Vision, mission and values
- Development of strategic objectives and strategies
- Projects and programmes identification and costing
167 | P a g e
4.1 Vision for Greater Tubatse Municipality
A vision is a compelling picture of the future. It involves the heart and minds of the Employees and
Councillors of the Municipality to motivate them towards co-operation to create the idealised destination.
The Vision statement of the Greater Tubatse Municipality is:
“A developed platinum city for the benefit of all”
4.2 Mission statements for Greater Tubatse Municipality
A mission describes the purpose of a municipality. It describes the focus for the municipal area. The
mission addresses the objects of local government as stipulated in Section 152 of the Constitution that is
based on:
• democratic and accountable governance;
• sustainable services;
• social and economic development;
• safe and healthy environment; and
• Encourages community involvement.
The mission statements for Greater Tubatse Municipality are:
• Local accountable democracy through active community participation
• Economic advancement to fight poverty and unemployment
• Accessible, needs-satisfying services rendering in a sustainable and
affordable manner
• Municipal transformation and institutional development and
• Environmental management to ensure a balance between safe human
settlements and the economic base of the municipality
4.3 Values for the Greater Tubatse Municipality
Values underline the behavioural characteristics of the GTM. It guides the people within the municipality
towards the achievement of the mission and ultimately the vision of the municipality by not necessarily
outlining solutions how this will be done but rather the manner in which it is accomplished.
The following are Values of the Greater Tubatse Municipality:
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• Mutual Respect
• Commitment
• Transparency
• Accountability
• Discipline
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4.4 Summary of the Strategy Chapter
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4.5 KPA 1: Institutional Development and Transformation
PROBLEM STATEMENT OBJECTIVES STRATEGY OUTCOMES STRATEGIC PROJECTS
Skills shortage To develop a credible skills
planning institutional mechanism
Skills Development A skilled and capable workforce
to support inclusive growth
Developing Workplace skills plan
Inadequate utilization of
workforce
To ensure effective utilization of
the available workforce
Conduct a research
development and
innovation in human
capital
A skilled and capable workforce
to support inclusive growth
Skills audit and placement
Organizational Re-engineering
Development of job descriptions
Poor work ethics To build a disciplined
organizational culture
Facilitate change
management
A development orientated
public service and inclusive
citizenship
Enforcement of employee code
of conduct
Limited power and
functions
To acquire additional powers and
functions that will impact
positively on basic services
Transfer of water
services authority and
provision to the local
municipality
Acquire electricity
license
Acquire housing
accreditation
An efficient, competitive and
responsive economic
infrastructure network
Engagement with District and
local govt.
Apply for supply of electricity in
the Urban and township areas
Applying for housing
accreditation
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4.6 KPA 2: Basic Services
PROBLEM STATEMENT OBJECTIVES STRATEGIES OUTCOMES STRATEGIC PROJECTS
Inadequate development and
maintenance of municipal
infrastructure
High roads backlogs
To improve development
and maintenance of
municipal infrastructure
To improve accessibility
and mobility of transport
Improve infrastructural
development and
maintenence
Review and implement
integrated transport plan and
road master plan
An efficient, effective and
responsive economic
infrastructure network
An efficient, effective and
responsive economic
infrastructure network
Stakeholder engagement
Review and Implement the
environmental management plan
Review and implement integrated
transport plan and road master
plan and infrastructure
management plan
Inadequate access to waste
management services
To improve access to waste
management services
Review waste management
implementation plan
A responsive, accountable
effective and efficient local
government system
Extension of services. Review of
current waste management
contract. PPP project.
High electricity backlogs
(28000 HH)
To facilitate increased
allocation of grid electricity
Increase capacity for
engagement
An efficient, effective and
responsive economic
infrastructure network
Stakeholder engagement
High water and sanitation
backlogs
To facilitate increased
allocation of water and
sanitation projects in GTM
Increase capacity for
engagements
An efficient, effective and
responsive economic
infrastructure network
Stakeholder engagement
High housing backlogs To facilitate increased
allocation of housing
projects in GTM
Increase capacity for
engagement
An efficient, effective and
responsive economic
infrastructure network
Stakeholder engagement
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4.7 KPA: 3 Local Economic Development
PROBLEM STATEMENT OBJECTIVE STRATEGY OUTCOME STRATEGIC PROJECT
Limited benefit from mining
opportunities
To Improve stakeholder
relationship
facilitate access to
opportunities
Decent employment
through inclusive
economic growth
Coordinated benefit model for
communities (SLP)
Limited benefit from
stakeholder initiated
projects and planning
To improve municipal
support, planning and
financing
To improve support to
small business and
cooperatives
Facilitate
integrated planning
culture
Decent employment
through inclusive
economic growth
Structure institutionalization
Credible IDP
Limited skills appropriate for
mining employment
To facilitate resourcing
of the available learning
facilities
Resource and
influence
transformation of
the learning
outcome
A skilled and capable
workforce to support
inclusive growth
Harness provisions of LEGDP and local
LED Strategy
High unemployment rate To reduce
unemployment rate
Facilitate creation
of 1000 jobs /A
through CWP and
others
A responsive and
accountable , effective
and efficient local
government
Implement CWP and other related
programmes
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4.8 KPA: Financial Viability
PROBLEM STATEMENT OBJECTIVES STRATEGIES OUTCOME STRATEGIC PROJECT
Poor budget
management(planning,
implementation and review)
To improve budget
planning management
processes across
departments
Facilitate
comprehensive budget
processes across
departments
Responsive and budget
implementation
Establish budget steering
committee
Poor revenue collection To improve revenue
collection
Develop and
implement revenue
enhancement strategy
Improve quality of
services
Improve revenue
collection
Reduction of debtors
Improved cash flow
Implement revenue strategy
Responsive services maintenance
programme in billing areas
Inadequate asset
management
To ensure accountable
and effective asset
management
Facilitate effective use
of asset management
Proper management of
asset by respective asset
users
Establish asset steering committee
Monthly reporting on assets use
Inadequate implementation of
SCM policy
Ensure legislative
compliance of SCM
policy
Enforcement of SCM
policy
Legislative compliance
with the policy
Monitoring monthly reporting on
compliance
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4.9 KPA: 5 Good Governance and Public Participation
Problem Statement Objectives Strategies Outcome STRATEGIC PROJECT
Inadequate communication To ensure council is
portrayed in ways that
restores trust in local
government
Improve stakeholder
relation
Development orientated
public service and
inclusive citizenship
• Updated website;
• Review and implementation
of communication strategy
• Civic education
programmes
• Media house relations
• Implement public
participation strategy
• Improve IGR
Limited functionality of the
oversight tools
• PMS
• Risk
• Audit Committee
• Ward Committee
To improve performance
monitoring and
evaluation
Improve oversight
environment
Responsive accountable,
effective and efficient
local government system
• Review of the PMS
framework;
• Strengthening of the RISK
and Audit unit’s
functionality;
• Ward committee
capacitating
Limited guidelines/policies of
special programmes
• Limited functionality
of forums
• Conflicting roles of
CDWs and council
structures
Enable institutional
environment for
functionality of forums
Strengthening the IGR
environment
Responsive accountable,
effective and efficient
local government system
• Policy development
/guidelines
• Maximised linkages
• Capacity building of forums
Inadequate enforcement of
by-laws
To promote enforcement
of municipal by-laws
Facilitate enforcement
of the gazette
municipal by-laws
All people in South Africa
protected and feel safe
Stakeholder engagement
Contract management
Finalization of the appointment
of peace officers
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4.10 KPA: 6 Spatial Rationale
Problem Statement Objectives Strategy Outcomes STRATEGIC PROJECT
Land invasion on potential
agricultural projects and earmarked
development by communities.
To facilitate
formal
acquisition an
requisite use of
land
Land acquisition
and
improvement OF
stakeholder
relation
Sustainable human
settlement and
improved quality of
household life
Implementation of SDF
Enforcement of LUMS
Formalization of settlements.
Lack of Municipal owned land. To facilitate
formal
acquisition an
requisite use of
land
Land acquisition Sustainable human
settlement and
improved quality of
household life
Land acquisition.
Inadequate stakeholder relations To strengthen
relationship
Diverse
engagement
modalities.
Responsive,
accountable,
effective and
efficient local
government systems.
Formation of Forums.
Delayed finalization of Land claims To facilitate
finalization of
land claims
Strengthening
engagement
capacity.
Sustainable human
settlement and
improved quality of
household life
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SECTION 5: MEDIUM TERM REVENUE AND EXPENDITURE FRAMEWORK
5.1 Revenue
ITEM Budget Year Budget Year +1 Budget Year +2
2011/12 20012/3 2013/14
PROPERTY RATES (40,700,000) (44,770,000) (49,247,000)
SALE OF WATER - UNITS (11,534,692) (12,688,162) (13,956,978)
SALE OF WATER -PREPAID (693,000) (762,300) (838,530)
SEWERAGE CHARGES (2,948,000) (3,242,800) (3,567,080)
REFUSE REMOVAL CHARGES (6,050,000) (6,655,000) (7,320,500)
EQUITABLE SHARE COUNCILLOR CONTRIBUTION (3,730,000) (393,800) (4,167,000)
EQUITABLE SHARE (110,407,000) (122,281,000) (130,313,000)
EQUITABLE SHARE FREE BASIC ELECTRICITY - - -
FINANCE MANAGEMENT GRANT (1,250,000) (3,000,000) (3,300,000)
GRANT MUNICIPAL SUPPORT (CAPACITY BUILD) (790,000) (800,000) (900,000)
INSTITUTIONAL GRANT (913,500) (1,004,850) (1,105,335)
LGSETA - TRAINING - - -
GRANTS - INTERGRATED NAT ELECTRIFICATION - - -
GRANTS - MIG FUNDS (2,065,550) (2,407,550) (2,529,000)
NEIGBOUR DEVELOP PARTNER (CAPITAL GRANT) - - -
EXP PUBLIC WORKS PROG INCENTIVE GRANT - - -
CITY / DEVELOPMENT STRATEGY - - -
INVESTMENTS (165,000) (181,500) (199,650)
LATE PAYMENT (1,049,400) (1,154,340) (1,269,774)
INTEREST ON OUTSTANDING DEBTORS (3,098,761) (3,408,637) (3,749,501)
RENT - HOUSING (420,000) (462,000) (508,200)
ADVERTISING SIGNS (33,000) (36,300) (39,930)
BUILDING PLANS & INSPECTIONS (250,000) (275,000) (302,500)
BURIAL FEES (60,000) (66,000) (72,600)
CLEARANCE CERTIFICATES (18,145) (19,960) (21,955)
CONNECTION FEES - WATER (15,746) (17,321) (19,053)
FINES - LIBRARY AND LOST BOOKS (1,100) (1,210) (1,331)
LICENSING - COMMISSION ON VEHICLE REGIST (2,000,000) (2,200,000) (2,420,000)
LICENSING - DRIVERS LICENSES (1,100,000) (1,210,000) (1,331,000)
LICENSING - LEARNER LICENSES (1,100,000) (1,210,000) (1,331,000)
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ITEM Budget Year Budget Year +1 Budget Year +2
LICENSING - CHANGE OF LIC/ APPL FEES (832,000) (915,200) (1,006,720)
LICENSING - PERMITS (10,000) (11,000) (12,100)
LICENSING - HAWKERS (30,000) (33,000) (36,300)
MEMBERSHIP FEES (5,000) (5,500) (6,050)
SUNDRY INCOME - - -
WATER BULK CONTRIBUTION (440,000) (484,000) (532,400)
VALUATION CERTIFICATE (583) (641) (705)
IRMA AND ACCESS PAVING to COMMUNITY HALL (leboeng) 2,300,000
SUB-TOTAL DIRECT OPERATING INCOME -192,915,477 -211,022,570 -231,563,242
INCOME FOREGONE 1,600,000 1,760,000 1,936,000
TOTAL OPERATING INCOME -191,315,477 -209,262,570 -229,627,242
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5.2 Expenditure
BUDGET
ITEM Year Year +1 Year +2
2011/12 20012/3 2013/14
EMPLOYEE SAL AND ALLOWANCE 78,352,647 84,620,858 91,390,527
COUNCILLORS REMUNERATION 17,339,676 18,726,850 20,224,998
ADVERTISEMENTS 385,000 423,500 465,850
ALLOWANCES TRADITIONAL LEADERS 88,000 96,800 106,480
AUDIT COMMITTEE 150,000 150,000 150,000
AUDIT FEES - INTERNAL 280,000 308,000 338,800
AUDIT FEES - EXTERNAL 1,750,000 2,000,000 2,250,000
BANK CHARGES 275,000 302,500 332,750
BOOK REPLACEMENTS 17,600 19,360 21,296
BURIALS - NEEDY PERSONS 38,500 42,350 46,585
BURSARY FUND 330,000 363,000 399,300
COLLECTION COST 500,000 700,000 90,000
COMMUNICATION SYSTEM - - -
COORDINATED BENEFIT MODEL FOR COMMUNITIRES (SLP) 30,000 40,000 50,000
CITY DEVELOPMENT STRATEGY 1,375,000 1,512,500 1,663,750
DEPARTMENTAL BUSINESS PLANS - - -
DISATER PLAN REVIEW 30,000 - -
MAYOR'S DISCRETIONERY FUND 110,000 121,000 133,100
ENTERTAINMENT PUBLIC 264,000 290,400 319,440
SPEAKER'S DISCRETIONERY FUND 46,200 50,820 55,902
EVENTS &SPECIAL PROJECTS 209,000 229,900 252,890
E & S CHILDREN PROGRAMMES 22,000 24,200 26,620
E & S YOUTH PROGRAMMES 275,000 302,500 332,750
E & S DISABILITY 374,000 411,400 452,540
E & S GENDER 55,000 60,500 66,550
E & S ELDERY 33,000 36,300 39,930
E & S GEOGRAPHIC NAMES CHANGE 22,000 24,200 26,620
E & S HIV/AIDS 110,000 121,000 133,100
E & S MORAL REGENERATION MOVEMENT 50,000 55,000 60,500
E & S ISSUE BASED IMIBIZOS 50,000 50,000 50,000
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BUDGET
ITEM Year Year +1 Year +2
2011/12 20012/3 2013/14
E & S EXCO OUTREACH 150,000 200,000 250,000
E & S SOLMA 700,000 800,000 900,000
E & S IDP/PM/BUDGET FORUM 50,000 60,000 70,000
E & S MAYORS Special Program 1,500,000 1,000,000 1,000,000
E & S TRAINING OF WARD COMMITEES 120,000 130,000 140,000
E & S TRAINING OF COUNCILLORS - 400,000 500,000
E & S TRAINING OF FORUMS 50,000 50,000 50,000
E & S SUPPORT SECURED LINKAGES 500,000 1,000,000 1,000,000
E & S INSTITUTIONALISATION OF INFORMAL SECTOR 1,000,000 - -
E & S RELOCATION OF BEACONS IN URBAN TOWNSHIP 1,000,000 3,200,000 3,400,000
E & S ENGAGEMENT WITH MAGOSHI 50,000 60,000 70,000
E & S AUDIT URBAN PROPERTIES FOR COMPLIANCE 50,000 60,000 70,000
E & S DEVELOP OF BUILDONG PLANS FOR BGF. S/POORT & O/STAD 500,000 300,000 100,000
E & S PLANING / SURVEY OF MASHIFANE PARK 800,000 600,000 -
FREE BASIC ELECTRICITY EXPENSES 3,500,000 3,850,000 4,235,000
FREE BASIC WATER EXPENSES - - -
FUEL 715,000 786,500 865,150
GIS 610,000 671,000 738,100
GRANTS IN AID 330,000 363,000 399,300
IDP PROCESS 235,000 258,500 284,350
INTER GOVERNMENTAL RELATION 220,000 242,000 266,200
INDIGENTS (COUNCIL CONTRIBUTION) 55,000 60,500 66,550
IMPLEMENTATION MFSA GRANT 1,250,000 1,375,000 1,512,500
INSPECTORATE FEES 66,000 72,600 79,860
RECORDS MANAGEMENT 110,000 121,000 133,100
INSURANCE - GENERAL 440,000 484,000 532,400
EMPLOYEES WELLNESS PROGRAMME 280,500 308,550 339,405
LED STAKEHOLDER FORUM 44,000 48,400 53,240
LED PROJECTS 1,000,000 1,100,000 1,210,000
IT SYSTEM 550,000 605,000 665,500
LEGAL FEES 2,000,000 2,200,000 2,420,000
180 | P a g e
BUDGET
ITEM Year Year +1 Year +2
2011/12 20012/3 2013/14
NOTICE BOARDS - - -
DEBT COLLECTION 650,000 715,000 786,500
OCCUPATIONAL HEALTH & SAFETY 200,000 300,000 400,000
PERIODICALS 50,000 - 30,000
POLICIES & BY-LAWS 100,000 40,000 30,000
PLANNING FEES - - -
PMS MANAGEMENT 220,000 242,000 266,200
PMU ADMINISTRATION - - -
PMU SKILLS DEVELOPMENT GRANT - - -
POSTAGE & TELEGRAMS 1,100 1,210 1,331
PRINTING & STATIONERY 798,600 878,460 966,306
PROTECTIVE EQUIPMENT 368,500 405,350 445,885
RENT OF EQUIPMENT & OFFICES 1,870,000 2,057,000 2,262,700
RENT OF CEVIC CENTRE 11,600,000 11,600,000 11,600,000
RENT OF FURNITURE 2,164,800 2,381,280 2,619,408
RENT OF IT NETWORK 2,706,000 2,976,600 3,274,260
LEASE OF GRADERS 970,000 1,067,000 1,173,700
STOCK & MATERIAL - - -
STATUTORY LEVIES - STAFF 220,000 242,000 266,200
SUNDRY EXPENSES 33,000 36,300 39,930
SYSTEMS - FINANCIAL 200,000 430,000 460,000
SYSTEMS - TELEPHONE 250,000 150,000 160,000
SYSTEMS - SECURITY - CCTV 5,800,000 800,000 1,000,000
SYSTEMS - WEBSITE 140,000 150,000 160,000
SYSTEMS - WIRELESS & I.C.A.S.A 200,000 300,000 400,000
SYSTEMS - PREPAID WATER 150,000 400,000 450,000
SYSTEMS - INTERNAL AUDIT 150,000 165,000 181,500
TELEPHONE EXPENSES 567,600 624,360 686,796
TOWNSHIP ESTABLISHMENT 550,000 605,000 665,500
TRAINING - STAFF 800,000 850,000 900,000
TRAINING - COUNCILLORS 300,000 330,000 363,000
181 | P a g e
BUDGET
ITEM Year Year +1 Year +2
2011/12 20012/3 2013/14
VALUATION COSTS 260,000 286,000 314,600
VALUATION COURT EXPENSES 58,300 64,130 70,543
WARD COMMITTEES 3,720,000 4,092,000 4,501,200
CASH COLLECTION COST (DEPOSIT FEES) - - -
PROFESSIONAL SERVICES 165,000 181,500 199,650
PROFESSIONAL SERVICES (CONTRACTED) 6,699,000 7,368,900 8,105,790
SECURITY SERVICES 8,778,500 9,656,350 10,621,985
SECURITY BANKING SERVICES 229,790 252,769 278,046
REDEMPTION EXTERNAL 2,724,700 2,997,170 3,296,887
R & M OF CEMETRY 33,000 36,300 39,930
R & M OF MACHINERY & EQUIPMENT 1,258,755 1,384,631 1,523,094
R & M OF OFFICE FURNITURE & EQUIPMENT 33,000 36,300 39,930
R & M OF PIPELINES - - -
R & M OF STREETS AND PLANT 3,436,450 3,780,094 4,158,104
R & M OF LIGHTS & ROBOTS 990,000 1,089,000 1,197,900
R & M OF VEHICLE & MACHINERY 187,000 205,700 226,270
DEPARTMENTAL: ELECTRICITY 1,760,000 1,936,000 2,129,600
DEPRECIATION ON ASSETS 2,970,000 3,267,000 3,593,700
CONTRIBUTIONS TO BAD DEBTS RESERVE 3,322,000 3,654,200 4,019,620
SUB-TOTAL EXPENDITURE (GROSS) 191,540,524 203,303,730 218,904,149
182 | P a g e
SECTION 6: PROJECTS
6.1 Greater Tubatse Municipal Projects & Programmes
Project No: Strategic
Project
Unpacked
project No:
Unpacked
Projects
Source of
Funding
Indicators BUDGET
R Values
KPA 1 11/12 12/13 13/14 14/15 15/16
1.1 Developing
Workplace
skills plan
1.1.1 Work place skills
plan
GTM % progress
development of WSP
0 0 0 0 0
1.2 Skills audit and
placement
1.2.1 Skills Audit GTM % progress skills
audit
0 0 0 0 0
1.2.2 Placement GTM % progress
placement
0 0 0 0 0
1.2.3
1.2.3.1
Training
Staff
GTM % progress training
800k
850k
900k
950k
1m
1.3 Organizational
Re-
engineering
1.3.1 Work Study GTM % progress work
study
0 0 0 0 0
1.3.2 Job Descriptions GTM % progress
development of job
descriptions
0 0 0 0 0
1.3.3 Job Evaluation GTM % progress job
evaluations
0 0 0 0 0
183 | P a g e
Project No: Strategic
Project
Unpacked
project No:
Unpacked
Projects
Source of
Funding
Indicators BUDGET
R Values
KPA1 11/12 12/13 13/14 14/15 15/16
1.4 Enforcement
of employee
code of
conduct
1.4.1 Sign off for code
of conduct
GTM % progress singing
off code of conduct
0 0 0 0 0
1.4.2
Procurement of
legislative
banners and
national symbols
GTM % progress
procurement of
national symbols
50k 0 30k 0 30k
1.4.2 Occupational
health and safety
programme
GTM % progress
implementation of
health and safety
programme
200k 300k 400k 500k 600k
1.5 Engagement
with District
and local govt.
1.5.1 Task Team GTM % progress
development of task
team
0 0 0 0 0
1.5.2 Progress reports GTM # of reports
generated
0 0 0 0 0
184 | P a g e
Project No: Strategic
Project
Unpacked
project No:
Unpacked
Projects
Source of
Funding
Indicators BUDGET
R Values
KPA1 11/12 12/13 13/14 14/15 15/16
1.6 Apply for
supply of
electricity in
the Urban and
township
areas
1.6.1 Task Team GTM % progress
development of task
team
0 0 0 0 0
1.6.2 Progress reports GTM # of reports
generated
0 0 0 0 0
1.7 Applying for
housing
accreditation
1.7.1 Task Team GTM % progress
establishment of
task team
0 0 0 0 0
1.7.2 Progress reports GTM # of reports
generated
0 0 0 0 0
1.8
Contract
management
1.8.1 Vetting of
contracts
GTM # of contracts vetted 0 0 0 0 0
1.8.2
Service level
agreement
GTM # of service level
agreement signed
0 0 0 0 0
1.8.3 Development of
by-laws
GTM # of by-laws
developed
50k 40k 30k 20k 10k
185 | P a g e
Project No: Strategic
Project
Unpacked
project No:
Unpacked
Projects
Source of
Funding
Indicators BUDGET
R Values
KPA1 11/12 12/13 13/14 14/15 15/16
1.8.5 Revisit existing
maintenance
contract.
GTM # of maintenance
contracts revisited
0 0 0 0 0
1.8.6 Review current
waste
management
contract.
GTM % progress review of
waste management
contract
0 0 0 0 0
1.8.7 Review disaster
response plan
GTM % progress review of
disaster response
plan
30k 0 0 0 0
1.8.8 Develop pauper
policy
GTM % progress
development of
pauper policy
50k 0 0 0 0
186 | P a g e
Project No: Strategic
project
Unpacked
project No:
Unpacked
projects
Source of
Funding
Indicators BUDGET
R Values
KPA 2 11/12 12/13 13/14 14/15 15/16
2.1 Extension of
services.
2.1.1
Roads & storm
water
2.1.1.1 Alverton access
bridge
MIG % progress
development of
bridge
3.1m
0
0
0
0
2.1.2.2 Dresden access
bridge
MIG % progress
development of
bridge
3.1m 0 0 0 0
2.1.2.3 Maropong access
bridge
MIG % progress
development of
bridge
3.45m 0 0 0 0
2.1.2.4 Mokobola access
bridge
MIG % progress
development of
bridge
3.45m 0 0 0 0
2.1.2.5 Molawetsi access
bridge
MIG % progress
development of
bridge
3.45m 0 0 0 0
2.1.2.6 Motlolo access
bridge
MIG % progress
development of
bridge
3.42m 0 0 0 0
2.1.2.7 Mapodile sports
complex
MIG % progress
development of
complex
2.0m 3.0m 2.2m 0 0
187 | P a g e
Project No: Strategic
project
Unpacked
project No:
Unpacked
projects
Source of
Funding
Indicators BUDGET
R Values
KPA2 11/12 12/13 13/14 14/15 15/16
2.1.2.8 Burgersfort
internal street
MIG % progress
development of
streets
2.5m 4.0m 5.4m 7.0m 8.5m
2.1.2.9 Ngwaabe access
roads
MIG % progress
development of road
1.5m 3.0m 0 0 0
2.1.2.10 Praktiseer
internal streets
MIG % progress
development of
street
2.5m 4.0m 5.4m 6.0m 7.0m
2.1.2.11 Ohrigstad internal
streets
MIG % progress
development of
streets
2.5m 3.0m 0 0 0
2.1.2.12 Kampeng access
bridge
MIG % progress
development of
bridge
0 2.9m 0 0 0
2.1.2.13 Phiring access
bridge
MIG % progress
development of
bridge
0 3.0m 0 0 0
188 | P a g e
Project No: Strategic
project
Unpacked
project No:
Unpacked
projects
Source of
Funding
Indicators BUDGET
R Values
KPA2 11/12 12/13 13/14 14/15 15/16
2.1.2 Electricity
2.1.2.1 Maahlashi DoE % progress
electrification of
village
517K 0 0 0 0
2.1.2.2 Mafarafara DoE % progress
electrification of
village
2.86m 0 0 0 0
2.1.2.3 Malepe DoE % progress
electrification of
village
1.43m 0 0 0 0
2.1.2.4 Moraba DoE % progress
electrification of
village
910k 0 0 0 0
2.1.2.5 Motshana DoE % progress
electrification of
village
3.9m 0 0 0 0
2.1.2.6 Mokgotho DoE % progress
electrification of
village
4.55m 0 0 0 0
189 | P a g e
Project No: Strategic
project
Unpacked
project No:
Unpacked
projects
Source of
Funding
Indicators BUDGET
R Values
KPA2 11/12 12/13 13/14 14/15 15/16
2.1.2.7 Maretlwaneng DoE % progress
electrification of
village
2.86m 0 0 0 0
2.1.2.8 Mankele DoE % progress
electrification of
village
1.69m 0 0 0 0
2.1.2.9 Mamogolo DoE % progress
electrification of
village
1.08m 100k 0 0 0
2.1.2.10 Lefahla DoE % progress
electrification of
village
0 900k 0 0 0
2.1.2.11 Kutollo DoE % progress
electrification of
village
0 4.8m 0 0 0
2.1.3 Establishment of
libraries
2.1.3.1 Refurbishment of
Burgersfort
library
MIG % progress
refurbishment of
Burgersfort library
0 0 1.5m 0 0
190 | P a g e
Project No:
Strategic
project
Unpacked
project No:
Unpacked projects Source of
Funding
Indicators BUDGET
R Values
KPA2 11/12 12/13 13/14 14/15 15/16
2.1.3.2 Establishment of
rural libraries
MIG % progress
establishment of rural
libraries
0 0 0 0 0
2.1.4 Establishment of
cemeteries
2.1.4.1 Establishment of
Burgersfort
cemetery
MIG % progress
establishment of
Burgersfort cemetery
0 0 0 2m 0
2.1.4.2 Establishment of
Praktiseer 2nd
cemetery
GTM % progress
establishment of
Praktiseer cemetery
0 200k 300k 0 0
2.1.4.3 Fencing of Rural
cemeteries
MIG % progress fencing of
Rural cemeteries
3.5m 4m 4.5m 5m 5.4m
2.1.5.1 Purchase of
disaster vehicles
GTM % progress purchase of
disaster vehicle
250k 250k 250k 0 0
2.1.5.2 Provision of
disaster relief
material
GTM % progress provision of
disaster relief material
100k 100k 100k 100k 100k
191 | P a g e
Project No: Strategic
project
Unpacked
project No:
Unpacked projects Source of
Funding
Indicators BUDGET
R Values
KPA2 11/12 12/13 13/14 14/15 15/16
2.1.6.1 Establishment of 7
parks
GTM % progress
establishment of parks
0 0 0 0 0
2.1.8 Waste
management
GTM % progress
management of waste
4.9m 5.4m 5.9m 6.4m 6.9m
2.1.7 Establishment of
sport and culture
complexes and
events
2.1.7.1 Establishment of
Ngwabe sport
complex
MIG % progress
establishment of sports
complex
0 500k 500k 1m 1m
2.1.7.2 Establishment of
Ohrigstad sport
complex
MIG % progress
establishment of sports
complex
0 500k 500k 1m 1m
2.1.7.3 Establishment of
Driekop sport
complex
MIG % progress
establishment of sports
complex
0 500k 500k 1m 1m
2.1.7.4 Establishment of
Praktiseer sport
complex
MIG % progress
establishment of sports
complex
0 500k 500k 1m 1m
192 | P a g e
Project No: Strategic
project
Unpacked
project No:
Unpacked
projects
Source of
Funding
Indicators BUDGET
R Values
KPA2 11/12 12/13 13/14 14/15 15/16
2.1.7.5 Establishment of
Leboeng Sport
complex
MIG % progress
establishment of
sports complex
0 500k 500k 1m 1m
2.1.8 Development of
arts and culture
centre
MIG % progress
development of
arts & culture
centre
0 1m 2m 2m 0
2.1.9.1 Establishment of
Burgersfort
testing station
MIG % progress
establishment of
Burgersfort testing
station
0 200k 1m 0 0
2.1.9.2 Extension of
Praktiseer testing
station
MIG % progress
extension of
Praktiseer station
0 0 1m 0 0
2.1.9.3 Upgrading of
Steelpoort road
worthy centre
MIG % progress
upgrading of
Steelpoort road
worthy centre
0 0 0 2m 0
2.1.9.4 Establishment of
vehicle pound
MIG % progress
establishment of
Vehicle pound
0 0 0 1.5m 0
193 | P a g e
Project No: Strategic
project
Unpacked
project No:
Unpacked
projects
Source of
Funding
Indicators BUDGET
R Values
KPA2 11/12 12/13 13/14 14/15 15/16
2.2 PPP Project.
2.2.1
Refuse removal National
Treasury
% progress
implementation of
refuse removal
project
2.2.2 Food for waste National
Treasury
% progress
implementation of
refuse food for
waste project
2.2.3 Recycling National
Treasury
% progress
implementation of
recycling project
2.2.4 Land fill site National
Treasury
% progress
implementation of
land fill site
194 | P a g e
Project No:
Strategic
project
Unpacked
project No:
Unpacked
projects
Source of
Funding
Indicators BUDGET
R Values
KPA3 11/12 12/13 13/14 14/15 15/16
3.1 Coordinated
benefit
model for
communities
(SLP)
3.1.1 Draft
Document
GTM % progress
development of
document
0 0 0 0 0
3.1.2 Engagement
sessions
GTM # of engagement
sessions held
30k 40k 50k 60k 70k
3.1.3 MOU sign of
support
GTM % progress signing
of M.O.U
0 0 0 0 0
3.2 Institutionaliz
ation of
Structures
and IDP
3.2.1 IGR Structures GTM % progress
establishment of
IGR structures
0 0 0 0 0
3.2.2 Beneficiary
structures
GTM # of meetings held
with beneficiary
structures
20k 20k 20k 20k 20k
3.2.3 Credible IDP
3.2.3.1 Status quo
analysis
GTM % progress
development of
status quo analysis
30K 30K 30K 30K 30K
195 | P a g e
Project No: Strategic
project
Unpacked
project No:
Unpacked
projects
Source of
Funding
Indicators BUDGET
R Values
KPA3 11/12 12/13 13/14 14/15 15/16
3.2.3.2 Strategy chapter GTM % progress
development of
strategy chapter
15K 15K 15K 15K 15K
3.2.3.3 Project phase GTM % progress
development of
Projects chapter
0 0 0 0 0
3.2.3.4 Integration
phase
GTM % progress
development of
integration chapter
0 0 0 0 0
3.2.3.5 Approval phase GTM % progress approval
of IDP
30K 30K 30K 30K 30K
3.2.3.6 Printing of IDP
document
GTM # of IDP documents
printed
140k 150k 160k 170k 180k
196 | P a g e
Project No: Strategic
project
Unpacked
project No:
Unpacked
projects
Source of
Funding
Indicators BUDGET
R Values
KPA3 11/12 12/13 13/14 14/15 15/16
3.3 Harness
provisions of
LEGDP and
local LED
Strategy
3.3.1 Engagement of
appropriate
stakeholders
(Mines & FET)
GTM % of stakeholder
engagement
meetings resolutions
implemented
0 0 0 0 0
3.3.2 Fresh Produce
market
GTM % progress
facilitation of fresh
produce market
0 0 0 0 0
3.3.3 Development of
DJate heritage
site
GTM % progress
facilitation of
development of
Djate heritage site
0 0 0 0 0
3.3.4 Poverty
alleviation
projects
GTM # of poverty
alleviation projects
funded
700k 800k 900k 1m 1.1m
3.3.5 Mining supply
park
GTM % progress
facilitation of mining
supply park
0 0 0 0 0
3.3.6 Institutionalisatio
n of informal
business sector
GTM % progress
institutionalisation of
informal businesses
1m 0 0 0 0
197 | P a g e
Project No: Strategic
project
Unpacked
project No:
Unpacked
projects
Source of
Funding
Indicators
BUDGET
R Values
KPA3 11/12 12/13 13/14 14/15 15/16
3.4 Implement
CWP and
other related
programmes
3.4.1 Jobs created by;
3.4.1.1 In-house projects GTM # of in-house jobs
created
0 0 0 0 0
3.4.1.2 Mines GTM # of jobs created by
mines
0 0 0 0 0
3.4.1.3 Business GTM # of jobs created
retail
0 0 0 0 0
3.4.1.4 Social institutions GTM # of jobs created by
social institutions
0 0 0 0 0
3.4.1.5 Farming GTM # of jobs created by
farms
0 0 0 0 0
3.4.1.6 Tourism GTM # of jobs created by
tourism
0 0 0 0 0
3.4.1.7 CWP GTM # of jobs created by
CWP
0 0 0 0 0
3.4.1.8 Government
offices
GTM # of jobs created by
Government
0 0 0 0 0
3.4.1.9 Others GTM # of jobs created by
others
0 0 0 0 0
3.4.2 Establishment of
employment data
system
GTM % progress
establishment of
employment data
system
0 0 0 0 0
198 | P a g e
Project No: Strategic
project
Unpacked
project No:
Unpacked
projects
Source of
Funding
Indicators BUDGET
R Values
KPA 4 11/12 12/13 13/14 14/15 15/16
4.1 Promote
functionality
of Budget
steering
committee
4.1.1 Promote
functionality of
Budget steering
committee
GTM % progress
promotion of
functionality of
budget steering
committee
0 0 0 0 0
4.2 Implement
revenue
Enhancement
strategy.
4.2.1 *Campaigns GTM # of revenue
campaigns held
0 0 0 0 0
4.2.2 *Debtor data
cleansing
GTM % progress cleansing
of Debtor data
0
0
0
0
0
4.2.3 *Debt
Arrangements
GTM % progress
arrangements of
debts
0
0
0
0
0
4.2.4 Reduction of
municipal service
debts
GTM % progress in
reducing debts.
0 0 0 0 0
199 | P a g e
Project No: Strategic
project
Unpacked
project No:
Unpacked
projects
Source of
Funding
Indicators BUDGET
R Values
KPA 4 11/12 12/13 13/14 14/15 15/16
4.2.6 Suppliers
payments
management
GTM % compliance to 30
days payment time
0 0 0 0 0
4.2.7 Creditors
reconciliation
GTM % reconciliation of
all payment
transactions
0 0 0 0 0
4.2.8 Conditional
grants
management
GTM % compliance to
grant expenditure
conditions
0 0 0 0 0
4.2.9 Cash
management and
investments
GTM R-value of cash
available to monthly
expenditure
commitments
0 0 0 0 0
4.2.9 Statutory
payments
GTM % compliance to
statutory obligations
0 0 0 0 0
4.2.10 Pay roll
management
GTM % accuracy in payroll
management
0 0 0 0 0
200 | P a g e
Project No: Strategic
project
Unpacked
project No:
Unpacked
projects
Source of
Funding
Indicators BUDGET
R Values
KPA4 11/12 12/13 13/14 14/15 15/16
4.3 Responsive
services
maintenance
program in
billing areas.
4.3.1 Monetary
provision for
basic
maintenance
Collection of
municipal
services billed
GTM % progress monetary
provision for basic
maintenances
conducted
% collection of billed
revenue
0 0 0 0 0
4.4 Establish
asset steering
committee.
4.4.1
Reports
generated from
the system
GTM % implementation of
resolutions from
asset steering
committee
200k 210k 220k 230k 240k
4.4.2 Replacement and
repairs of assets
GTM % progress
replacement and
repair of assets
5m 5m 5m 5m 5m
201 | P a g e
Project No: Strategic
project
Unpacked
project No:
Unpacked
projects
Source of
Funding
Indicators BUDGET
KPA4 11/12 12/13 13/14 14/15 15/16
4.5.5 Wireless System
& I.C.A.S.A
GTM % progress
maintenance of
wireless system
400k 400k 400k 400k 400k
4.5.6 Prepaid Water
System
GTM % progress
maintenance f
prepaid system
350k 400k 450k 500k 550k
4.5.7 Internal audit
systems
GTM % progress
maintenance f
internal audit system
200k 0 0 0 0
4.6 Implementatio
n of the audit
action plan
4.6.1 Internal Audit GTM # of internal audits
undertaken
0 0 0 0 0
4.6.2 External Audit GTM # of external audits
undertaken
# of reports
produced
1.75m 2m 2.25
m
2.5m 2.75m
4.6.3 Audit Committee GTM # of audit committee
meetings held
# of audit reports
produced
150k 150k 150k 150k 150k
4.7 Review and
Implementatio
n of IT plan
4.7.1 Desktop support GTM Turnaround time for
desktop support
0 0 0 0 0
202 | P a g e
Project No: Strategic
project
Unpacked
project No:
Unpacked
projects
Source of
Funding
Indicators BUDGET
KPA4 11/12 12/13 13/14 14/15 15/16
4.8.2 Support for small
businesses
GTM % budget allocated
to small businesses
0 0 0 0 0
4.8.3 Small businesses
subcontracted
GTM % of tenders
subcontracted to
small businesses
0 0 0 0 0
4.2.4 Procurement to
local bussinesses
% procurement to
local businesses
0 0 0 0 0
203 | P a g e
Project No: Strategic
project
Unpacked
project No:
Unpacked
projects
Source of
Funding
Indicators BUDGET
R Values
KPA 5 11/12 12/13 13/14 14/15 15/16
5.1 • Updated
website;
5.1.1 Information
collating
GTM % progress collating
information
0 0 0 0 0
5.1.2 legislative
compliance
GTM % progress
legislative
compliance
0 0 0 0 0
• Review and
implementa
tion of
communicat
ion strategy
5.1.3 Status quo
analysis
GTM % progress
compilation of status
quo analysis
0 0 0 0 0
5.1.4 Final approval GTM % progress approval
of communication
strategy
0 0 0 0 0
5.1.5 Implementation
plan for Focus
areas
GTM % progress
implementation of
communication
strategy
0 0 0 0 0
• Civic
education
programmes
5.1.6 Talk shows GTM # talk shows held 0 0 0 0 0
5.1.7 Issue based
imbizos
GTM # of Imbizos held 50k 50k 50k 50k 50k
5.1.8 Newsletters GTM # of news letters
produced
250k 260k 270k 280k 290k
5.1.9 Media release GTM # media statements
released
50k 50k 50k 50k 50k
5.1.10 Marketing and
branding
GTM % progress
marketing and
branding of the
municipality
600k 700k 800k 900k 1m
204 | P a g e
Project No: Strategic
project
Unpacked
project No:
Unpacked
projects
Source of
Funding
Indicators BUDGET
R Values
KPA5 11/12 12/13 13/14 14/15 15/16
Implement
public
participation
strategy
5.1.11 EXCO Outreach GTM % EXCO outreaches
issues addressed
150k 200k 250k 300k 350k
5.1.12 SOLMA GTM # SOLMA conducted 700k 800k 900k 1m 1.2m
5.1.13 IDP/PMS/Budget
Forums
GTM # IDP/PMS/Budget
forums held
50k 60k 70k 80k 90k
5.1.14 Establishment of
project steering
committees
GTM # of project steering
committees
established
0 0 0 0 0
5.1.15 Mayors special
programmes
GTM % progress
implementation of
Mayor’s special
programmes
2.7m 2.8m 2.9m 3m 3.1m
Implementation
of PMS
5.2.1 Development of
SDBIP
GTM % progress
development of
SDBIP
0 0 0 0 0
5.2.2 Development
and signing of
performance
agreements
GTM % progress
development and
signing of P.A
0 0 0 0 0
5.2.3 Management
review
GTM # management
reviews conducted
100k 0 0 0 0
205 | P a g e
Project No: Strategic
project
Unpacked
project No:
Unpacked
projects
Source of
Funding
Indicators BUDGET
R Values
KPA5 11/12 12/13 13/14 14/15 15/16
5.2.4 EXCO lekgotla GTM # EXCO lekgotla
meetings held
100k 0 0 0 0
5.2.5 Individual
assessments
GTM % progress
conducting of
individual
assessments
0 0 0 0 0
5.2.6 Half yearly report GTM % progress
development of Half
yearly report
0 0 0 0 0
5.2.7 Annual report GTM % progress
development of
Annual report
0 0 0 0 0
5.2.8 Printing of
Annual reports
GTM # reports printed 0 0 0 0 0
206 | P a g e
Project No: Strategic project
Unpacked
project No:
Unpacked
projects
Source of
Funding
Indicators BUDGET
R Values
11/12 12/13 13/14 14/15 15/16
5.2 • Review of
the PMS
framework;
5.2.1 Incentive model
GTM % progress
development of
incentive model
0 0 0 0 0
5.2.2 Cascading
programmes
GTM % progress
cascading of PMS
to other levels
0 0 0 0 0
5.3 • Strengthenin
g of the RISK
and Audit
unit’s
functionality;
5.3.1 Capacity addition GTM % progress
capacitating Risk
and Audit unit
430k 450k 460k 470k 480k
5.3.2 Compliance GTM % progress
compliance to
legislation
0 0 0 0 0
• Council’s
structures
capacitating
5.2.5 Establishment
and induction of
Councillors
GTM % progress
induction of
Councillors
350k 0 0 0 0
5.2.6 Training of ward
committees
GTM % progress training
of ward
committees
120k 130k 140k 150k 160k
207 | P a g e
Project No: Strategic project
Unpacked
project No:
Unpacked
projects
Source of
Funding
Indicators BUDGET
R Values
KPA5
11/12 12/13 13/14 14/15 15/16
5.2.7 Inauguration of
new Council
GTM % progress
inauguration of
council
50k 0 0 0 0
5.2.9 Training of
councillors
GTM 300K 400K 500K 600K 700K
5.2.10 Training of
forums
GTM % progress training
of forums
50K 50K 50K 50K 50K
• Policy
development
/guidelines
5.2.11 Draft Policy GTM # of policies
developed
0 0 0 0 0
5.2.12 Approval GTM # policies approved 0 0 0 0 0
208 | P a g e
Project
No:
Strategic project
Unpacked
project No:
Unpacked
projects
Source of
Funding
Indicators BUDGET
R Values
KPA5
11/12 12/13 13/14 14/15 15/16
Intergovernmental
relations
5.3.1 Presidential
hotline
GTM # presidential
queries responded
in time
0 0 0 0 0
5.3.2 Implementation
of IGR strategy
GTM % implementation
of IGR strategy
100k 120k 130k 140k 150k
5.3.4 Implementation
of customer care
framework
GTM % implementation
of customer care
framework
50k 60k 70k 80k 90k
5.3.4 Implementation
of language
policy
GTM % implementation
of language policy
0 0 0 0 0
209 | P a g e
Project No: Strategic project Unpacked
project No:
Unpacked
projects
Source of
Funding
Indicators BUDGET
11/12 12/13 13/14 14/15 15/16
• Maximised
linkages/adv
ocacy
5.4.1 T.O.R for linkage
arrangements
GTM % progress T.O.R
linkage
development
0 0 0 0 0
5.4.2 Support secured
linkages
GTM % progress
securing linkages
for T.O.R
• Incentives for
ward
committees
5.4.3. Ward committee
incentives
GTM % progress
payment of ward
committee
incentives
3,720m 4,2m 4,8m 5,3m 5,9m
210 | P a g e
Project No: Strategic
project
Unpacked
project No:
Unpacked
projects
Source of
Funding
Indicators BUDGET
KPA5 11/12 12/13 13/14 14/15 15/16
Systems
management
5.4.4 Wireless System
& I.C.A.S.A
GTM % progress
maintenance of
wireless system
400k 400k 400k 400k 400k
5.4.5 Prepaid Water
System
GTM % progress
maintenance f
prepaid system
350k 400k 450k 500k 550k
5.4.6 Financial Systems GTM % progress
maintenance of
financial systems
400k 430k 460k 490k 520k
5.4.7 Telephone
Systems
GTM % progress
maintenance of
telephone systems
250k 150k 160k 170k 180k
5.4.8 CCTV GTM % progress
maintenance of
CCTV
500k 800k 1.2m 1.4m 1.6m
5.4.8 Website System GTM % progress
maintenance of
website system
140k 150k 160k 170k 180k
5.4.9 Internal audit
systems
GTM % progress
maintenance f
internal audit system
200k 0 0 0 0
211 | P a g e
Project No: Strategic
project
Unpacked
project No:
Unpacked
projects
Source of
Funding
Indicators BUDGET
KPA5 11/12 12/13 13/14 14/15 15/16
5.4.10 External Audit GTM # of external audits
undertaken
# of reports
produced
1.75m 2m 2.25
m
2.5m 2.75m
5.4.11 Audit Committee GTM # of audit committee
meetings held
# of audit reports
produced
150k 150k 150k 150k 150k
5.4.12 Financial Systems GTM % progress
maintenance of
financial systems
400k 430k 460k 490k 520k
212 | P a g e
Project No: Strategic project Unpacked
project No:
Unpacked
projects
Source of
Funding
Indicators BUDGET
KPA 6 11/12 12/13 13/14 14/15 15/16
6.1 Implementation
of SDF
6.1.1 Demarcation
of sites
GTM # of sites
demarcated
1.5M 1.5M 1M 1M 1M
6.1.2 Engagement
with
developers
GTM % progress
engagement with
developers
0 0 0 0 0
6.1.3 Relocation of
beacons in
urban
townships
GTM % progress
relocation of
beacons in Urban
and Townships
2,8m 3,2m 3,4m 3,6m 3,8
6.1.4 Engagement
with Magoshi
GTM % progress
engagement with
Magoshi
50k 60k 70k 80k 90k
6.1.5 GIS database GTM % progress
establishment of GIS
1,5m 1,5m 600k 500k 300k
213 | P a g e
Project No: Strategic project Unpacked
project
No:
Unpacked
projects
Source of
Funding
Indicators BUDGET
R Values
KPA 6 11/12 12/13 13/14 14/15 15/16
Enforcement of
LUMS
6.1.5 Audit urban
properties for
compliance
GTM % progress Auditing
of Urban properties
for compliance
50k 60k 70k 80k 90k
6.1.6 Development of
building plans
for BGF,
Steelpoort &
Ohrigstad
GTM % progress
development of
building plans for
BGF, Steelpoort and
Ohrigstad
1m 300k 100k 100k 100k
Formalization of
settlements.
6.1.7 Planning/
survey of
Mashifane park
GTM % progress
formalisation of
Mashifane park
800k 600k 0 0 0
6.2 Land acquisition. Facilitating
transfer of
strategic govt
land to the
Municipality;
Steelpoortdrift,
Aapiesboomen,
Aapiesdoringdra
ai
GTM % progress
facilitation of
transfere of strategic
govt land to the
Municipality
0 0 0 0 0
214 | P a g e
6.2 Sekhukhune District Municipality
6.2.1 Water and Sanitation Projects
PROGRAMME OBJECTIVES CATEGORY PROJECTS
STATUS BUDGET
Rand value
TOTAL 11/12 12/13 13/14
To supply sanitation to basic
level of service
Sanitation Batau & Ga Manoke Sanitation
Design R 33 439 475 R 33 439 475 0.00 0.00
MIG and District Infrastructure Development Programme
To supply sanitation to basic level of service
Sanitation Burgersfort WWTW 7Ml (new Plant)
Design R 130 000 000 7 000 000 R 62 000 000
R 61 000 000
MIG and District Infrastructure Development Programme
To supply sanitation to basic level of service
Sanitation Dithabaneng VIP Sanitation
Design R 1 100 000 1 100 000 0.00 0.00
215 | P a g e
MIG and District Infrastructure Development Programme
To supply sanitation to basic level of service
Sanitation Mahlashi, Makosaneng and Motokomane
Design R3 274 592 R3 274 592 0.00 0.00
MIG and District Infrastructure Development Programme
To supply water Water Mooihoek Tubatse Bulk Water Supply Scheme Phase 3
Ongoing R 56 000 000 R56 000 000 0.00 0.00
MIG and District Infrastructure Development Programme
To supply water Water Mooihoek Command Resevoir
New R16,582,748.00 R16,582,748.00 0.00 0.00
216 | P a g e
MIG and District Infrastructure Development Programme
To supply water Water Mafolopark – Motwaneng BWS
New R 4 428 705 R 1 800 000 R 2 628 705
0.00
MIG and District Infrastructure Development Programme
To supply water Water Praktiseer Water Supply
Design R 27 500 000 R 9 500 000 R 18 000 000
0.00
MIG and District Infrastructure Development Programme
To supply water Water Reservoir SB (0.8ML/day) (Montwaneng)
Design R 3 324 754 R 3 324 754 0.00 0.00
MIG and District Infrastructure Development Programme
To supply water Water Taung reticulation Design R 9 000 000 R 9 000 000 0.00 0.00
217 | P a g e
6.3 Sector Departmental Projects
6.3.1 Submissions from Dept.Agriculture
NO
Project
Name
Local
Municipalit
y
Projects
Description
/ Type of
structure
Implement
ing agent
Overall
Budget
Planning and Design
Implementation Period and Budget
FY Budget 2011/12 2012/13 2013/
14
2014/15 2015/16
1 2 Tubatse
Piggeries
Tubatse Constructio
n of 2 x 25
sow units
LDA 50 500 00 - 50 500 00
2 Moketeng
Poultry
Tubatse Broiler
production,
fencing 1
ha,
equipping
borehole,
constructio
n of 2 x
1000
capacity
houses,
electrificati
on.
LDA 1000000 1000000 0 0 0 0
3 Cattle
handling
facilities
Tubatse Constructio
n of a basic
cattle
handling
facility
LDA 60 000 2010/11 0 60 000 0 0 0 0
4 Cattle
handling
facilities
Tubatse Constructio
n of basic
cattle
handling
facility
LDA 60 000 2010/11 0 60 000 0 0 0
0
218 | P a g e
NO
Project
Name
Local
Municipalit
y
Projects
Description
/ Type of
structure
Implement
ing agent
Overall
Budget
Planning and Design
Implementation Period and Budget
FY Budget 2011/12 2012/13 2013/14 2014/15 2015/16
5 Cattle
handling
facilities
Tubatse Constructio
n of a basic
cattle
handling
facility
LDA 60 000 2010/11 0 60 000 0 0 0 0
6 Leolo Tubatse Soil
conservatio
n
LDA 433460 - 0 433460 0 0 0
7 Praktiseer
Pump
Station
Tubatse Rehabilitati
on of
irrigation
scheme
LDA 1000 000 2009/10 0 500 000 500 000 0 0 0
8 Sterksprui
t
Tubatse Rehabilitati
on of
irrigation
scheme
LDA R12 100 000 2011/12 R 1 100 000 0 10 450 000 R550 000 0 0
9 Boschkloo
f
Tubatse Rehabilitati
on of
irrigation
scheme
LDA R22 000 000 2012/13 R2 000 000 0 0 R19 m R1m 0
10 Steelpoort
drift
Tubatse Rehabilitati
on of
irrigation
scheme
LDA R7 920 000 2014/15 R720 000 0 0 0 0 R7 200
000
219 | P a g e
6.3.2 Projects from Department of Health
NO
Project
Name
Local
Municipality
Projects
Description
/ Type of
structure
Implement
ing agent
Overall
Budget
Planning and
Design
Implementation Period and Budget
FY Budget 2011/12 2012/13 2013/14 2014/15 2015/16
1 Dilokong
Hospital
Revitalisatio
n
Tubatse Hospital
District
DPW 2 000 Multiple 0 2 000 0 0 0 0
2 HC Boshoff
CHC
Tubatse Community
Health
Centre
DPW 65 139 2004/05 7 000 R1 000 0 0 0 0
3 Sekhukhun
e Malaria
Unit
(Naboomko
pies)
Tubatse Malaria
Camp
SAKHIWO
HS
6 329 2010/11 633 2 000 0 0 0 0
4 Leboeng
EMS
Tubatse Ambulance
base
SAKHIWO
HS
5 326 2010/11 533 1 626 0 0 0 0
5 Mecklenbur
g hospital
Tubatse Accommoda
tion
SAKHIWO
HS
6 532 2009/10 563 285 0 0 0 0
220 | P a g e
6.3.3 Projects from Roads and Transport
NO
Project
Name
Local
Municipality
Projects
Description /
Type of
structure
Implementing
agent
Overall
Budget
Planning and Design
Implementation Period and Budget
FY Budget 2011/12 2012/
13
2013/
14
2014/
15
2015
/16
1 Intermodal
public
transport
facility
Tubatse Intermodal
public
transport
facility
(Burgersfort
CBD)
LDRT R353m 2010/11
&
2011/12
R43m R50m R40m R110m R110m
PUBLIC AND FREIGHT TRANSPORT
2 Extension
of traffic
station to
multipurpo
se traffic
centre
Tubatse Extension of
traffic
station to
multipurpose
traffic centre
(Dilokong)
LDRT R16m 2010/11 R693 100
80
R3 157 459 20 0 0 0 0
3 Mashamot
hane (R37)
to
Bothashoek
to
Praktiseer
Tubatse Road
preventative
maintenance
and rehab
LDRT R10m 2010/11 R1m R9m 0 0 0 0
4 Aapiesdoor
ingdraai
(P169/3) to
Praktiseer
to
Maphoko
to Penge
Tubatse Road
preventative
maintenance
and rehab
LDRT R7m 2010/11 R700 000 R6 3m 0 0 0
221 | P a g e
NO
Project
Name
Local
Municipality
Projects
Description /
Type of
structure
Implementing
agent
Overall
Budget
Planning and Design
Implementation Period and Budget
FY Budget 2011/12 2012/13 2013/14 2014/15 2015/16
5 R37 , P33/2
to P169/2
Tubatse Road
preventative
maintenance
and rehab
LDRT R15m 2010/11 R1 5m R13 5m 0 0 0 0
6 Ohrigstad
(P8/2&P8/
3) to
Erasmas
pass
Tubatse Road
preventative
maintenance
and rehab
LDRT R15m 2010/11 R43m R1 5m R13 5m 0 0 0
7 Ga-
Malekane
to
Tshehlwan
eng to Jane
Furse to
Nebo to
Monsterlus
Tubatse /
Makhudutha
maga
Road
preventative
maintenance
and rehab
LDRT R10m 2010/11 R1m R9m 0 0 0 0
8 D2346 to
P169/1 and
P169/2
Tubatse Road
preventative
maintenance
and rehab
LDRT R7m 2010/11 R700 000 R6 3m
0
0
0
0
9 Extension
of
Dilokong
Traffic
station to
Multipurpo
se centre
Tubatse Extension of
Dilokong
Traffic
station to
Multipurpos
e centre
LDRT R16m R3.1m 0
0
0 0
222 | P a g e
NO
Project
Name
Local
Municipalit
y
Projects
Description /
Type of
structure
Implementing
agent
Overall
Budget
Planning and Design
Implementation Period and Budget
FY Budget 2011/12 2012/13 2013/14 2014/15 2015/
16
10 Praktiseer
Motor
vehicle
testing
centre
Tubatse Motor
vehicle
testing Pit
LDRT R2.5m 0 0 R2.4m 0 0
11 Alverton
(D2537) to
Rietfontein
to
Kgautswane(
P116/1)
Tubatse Upgrade
(gravel to
tar)
RAL R135m R108m R27m 0 0 0
12 Mankele
road and
Bridge
Tubatse Upgrade
from gravel
to tar
RAL R43.6m R43.6m 0 0 0 0
13 Maredi to
Senyatho
bridge
Tubatse Upgrade
from gravel
to tar
RAL R40m R40m 0 0 0 0
223 | P a g e
6.3.4 Projects from DWAE
NO
Project
Name
Local
Municipality
Projects
Description /
Type of structure
Implementing
agent
Overall
Budget
Implementation Period and Budget
2010/11 2011/12 2012/13 2013/14 2014/15 2015/
16
1 Lebalelo
community
bulk water
supply
Tubatse Southern zone:
MIG/LP0068/W/0
5/09
DWAE 83 540 48 540 35 000 0 0 0 0
2 Praktiseer
WWTW
Tubatse Praktiseer
WWTW
(oxidation Ponds)
DWAE 4 000 4 000 0 0 0 0 0
3 Lebalelo
community
bulk water
supply
Tubatse Central & North
RBWS
DWAE 387 000 20 000 110 000 50 000 47 000 46 000 114
000
4 Lebalelo
feasibility
study:
LPR009
Tubatse Lebalelo
feasibility study:
LPR009
DWAE 0 200 0 200 0 0 0 0 0
5 Lebalelo
south
internal
reticulation
Tubatse Lebalelo south
internal
reticulation
DWAE 38 400 10 000 9 000 9 400 10 000 0 0
6 Ga-Kobe
Water
supply:
MIG/LP0350
/W/05/07)
Tubatse Ga-Kobe Water
supply:
MIG/LP0350/W/0
5/07)
DWAE 0 0 0 0 0 0
224 | P a g e
NO
Project
Name
Local
Municipality
Projects
Description /
Type of structure
Implementing
agent
Overall
Budget
Implementation Period and Budget
2010/11 2011/12 2012/13 2013/14 2014/15 2015/16
7 Lebalelo
central
reticulation
Tubatse Lebalelo central
reticulation
DWAE 24 600 8 000 16 600 0 0 00 0
8 Moroke
water supply
Tubatse Moroke water
supply phase 2
DWAE 1 700 1 700 0 0 0 0 0
9 Makotaseng
water supply
Tubatse Makotaseng
water supply
DWAE 0 0 0 0 0
10 Selala
househols
sanitation
Tubatse Selala household
sanitation
DWAE 0 0 0 0 0
11 Batau water
supply
Tubatse Batau water
supply
DWAE 6 000 2 000 4 000 0 0 0 0
12 Mabocha
water supply
Tubatse Mabocha water
supply
DWAE 3 171 3 171 0 0 0 0 0
13 Mokobola
water supply
Tubatse Mokobola water
supply
DWAE 0 0 0 0 0
14 Motlailane
water supply
Tubatse Motlailane water
supply
DWAE 0 415 0 414 0 0 0 0 0
15 Mooihoek
Tubatse RSW
Tubatse DWAF Regional
Bulk
Infrastructure
Grant : (LPR007)
DWAE 341 000 50 000 70 000 70 000 23 000 23 000 105 000
16 Ohrigstad
feasibility
study:
(LPR0007)
Tubatse Ohrigstad
feasibility study:
(LPR0007)
DWAE 0 400 0 400 0 0 0 0 0
225 | P a g e
NO
Project
Name
Local
Municipality
Projects
Description /
Type of structure
Implementing
agent
Overall
Budget
Implementation Period and Budget
2010/11 2011/12 2012/13 2013/14 2014/15 2015/16
17 Blyde Local
Sources
(proposed
feasibility
study)
Tubatse Blyde Local
Sources
(proposed
feasibility study)
DWAE 68 000 0 0 0 0 0 68 000
18 Blyde Local
Sources
Tubatse Blyde Local
Sources
DWAE 15 600 0 300 0 300 0 0 0 15 000
19 Burgersfort
Waste Water
Treatment
Works
Tubatse Extend and
upgrade Waste
Water Treatment
Works
DWAE 33 000 15 000 18 000 0 0 0 0
20 Tubatse
WSS:
(DWAFLP
075/W)
Tubatse Tubatse WSS:
(DWAFLP 075/W)
DWAE 0 0 0 0 0 0
21 Steelpoort
WTW
Tubatse Steelpoort WTW DWAE 8 000 8 000 0 0 0 0 0
22 Steelpoort
WWTW
Tubatse Steelpoort
WWTW, 2MI/day
DWAE 5 500 2 500 3 000 0 0 0 0
23 Nkosi water
supply
Tubatse Nkosi water
supply
DWAE 8 600 8 600 0 0 0 0 0
24 Leolo water
supply
Tubatse Leolo water
supply
DWAE 1 000 1 000 0 0 0 0 0
25 Nebo
Plateau RSW
Subproject
14
Tubatse Ga-Masha to
Eerstegeluk
DWAE 68 000 0 0 0 0 68 000
26 Penge WSS
and
Reticulation
Tubatse Penge WSS and
Reticulation
DWAE 9 660 4 000 5 660 0 0 0 0
226 | P a g e
NO
Project
Name
Local
Municipality
Projects
Description /
Type of structure
Implementing
agent
Overall
Budget
Implementation Period and Budget
2010/11 2011/12 2012/13 2013/14 2014/15 2015/16
27 Morgenzon
water supply
Tubatse Morgenzon water
supply
DWAE 0 537 0 537 0 0 0 0 0
28 Motshana
water supply
Tubatse Motshana water
supply
DWAE 1 700 1 700 0 0 0 0 0
29 Magolego
water supply
Tubatse Magolego water
supply
DWAE 1 000 1 000 0 0 0 0 0
30 Mohlake
water supply
Tubatse Mohlake water
supply
DWAE 1 200 1 200 0 0 0 0 0
31 Tubatse
Reticulation
Tubatse Water
reticulation in
Alverton,
Batau,Dithabanen
g,Ga-Manoke,Ga-
Motodi,Mahlashi,
Makotaseng,Mat
okomane,Makota
seng,Phasha/Ma
Mpuru
DWAE 38 000 18 000 20 000 0 0 0 0
32 Penge water
feasibility
study
Tubatse Penge water
feasibility study
DWAE 1 000 0 300 0 700 0 0 0 0
227 | P a g e
6.3.5 Submissions from LEDET
NO
Project Name
Implementing
agent
Overall
Budget
Implementation Period and Budget
2010/11 2011/12 2012/13 2013/14 2014/15 2015/16
Development of a CASINO LEDET R240m R240m
Development of mining supply park LEDET
Maandagshoek 3 and 4 dumps LEDET R70m
Tshepong chrome mine LEDET R6.5m
Khumong chrome mine LEDET R3.26m
Vanadium and Magnetite explorations LEDET R10.5m
228 | P a g e
6.3.6 Projects from Department of Education
NO
Project
Name
Local
Municipality
Projects
Description /
Type of structure
Implementing
agent
Overall
Budget
Implementation Period and Budget
2011/12 2012/13 2013/14 2014/15 2015/16
1. Burgersfort
(Driekop)
Tubatse New secondary
school
LDOE 0 17,865 13,572 0 0
2. Itireleng Tubatse New primary
school
LDOE 0 22,725 00 0
3. Morewane
Primary
Tubatse New Primary
school
LDOE 0 4,764 22,725 26,765 0
4. Maelebe
primary
school
Tubatse Sanitation DWAF 0 0 0 0 0
5. Mokabudi
primary
Tubatse Sanitation DWAF 0 0 - -
6. Kgoboko
primary
Tubatse Sanitation DWAF 0 0 - - -
7. Mampuru
primary -2
Tubatse Sanitation DWAF 0 - - - -
8. Taung high Tubatse Sanitation DWAF 0 - - - -
9. Teleki high Tubatse Sanitation DWAF 0 - - - -
10. Mante
primary
Tubatse Sanitation DWAF 0 - - - -
11. Magantshe
primary
Tubatse Sanitation DWAF 0 - - - -
12. Penge Tubatse Sanitation DWAF 0 - - - -
13. Nkotwane
secondary
Tubatse Sanitation DWAF 0 - - - -
14. Matsiri
primary
Tubatse Sanitation DWAF 0 - - - -
229 | P a g e
NO
Project
Name
Local
Municipality
Projects
Description /
Type of structure
Implementing
agent
Overall
Budget
Implementation Period and Budget
2011/12 2012/13 2013/14 2014/15 2015/16
15. Mmutlane Tubatse Sanitation DWAF 0 - 0 - -
16. Shorwane Tubatse Sanitation DWAF 0 - 0 - -
17. Moisele
Primary
Tubatse Sanitation DWAF 0 - 0 - -
18. Masha Tubatse Sanitation DWAF 0 - 0 - -
19. Tibamoshito
Primary
Tubatse Sanitation DWAF 0 - 0 - -
20. Dikgageng Tubatse Sanitation DWAF 0 - 0 - -
21. Mohlarutse
secondary
Tubatse Sanitation DWAF 0 - 0 - -
22. Mashakwane
neng
secondary
Tubatse Sanitation DWAF 0 - 0 - -
23. Marota
primary
Tubatse Sanitation DWAF 0 - 0 - -
24. Masenyeletj
e Primary
Tubatse Sanitation DWAF 0 - 0 - -
25. Itirele
primary
Tubatse Sanitation DWAF 0 - 0 - -
26. Kanama Tubatse Water DWAF 0 - - - -
27. Tantanyane Tubatse Water DWAF 0 - - - -
28. Mamogolo Tubatse Water DWAF 0 - - - -
29. Mapiti Tubatse Water DWAF 0 - - - -
230 | P a g e
NO
Project
Name
Local
Municipality
Projects
Description /
Type of structure
Implementing
agent
Overall
Budget
Implementation Period and Budget
2011/12 2012/13 2013/14 2014/15 2015/
16
30. Mabu Tubatse Water DWAF 0 - - - -
31. Nkgomeleng Tubatse Water DWAF 0 - - - -
32. Mohlope Tubatse Water DWAF 0 - - - -
33. Paepae Tubatse Water DWAF 0 - - - -
34. Shai Tubatse Water DWAF 0 - - - -
35. Phogole Tubatse Water DWAF 0 - - - -
36. Ntibaneneg Tubatse Water DWAF 0 - - - -
37. Mape Tubatse Water DWAF 0 - - - -
38. Tantanyane Tubatse Rehabilitation
/additions at old
schools
LDPW 0 - - - -
39. Gowe Tubatse Rehabilitation /
additions at old
schools
LDPW 0 - - - -
231 | P a g e
6.3.7 Submissions of Housing Projects by DLGH
NO
Project
Name
Local
Municipality
Projects
Description /
Type of structure
Implementing
agent
Overall
Budget
Implementation Period and number of allocations
2011/12 2012/13 2013/14 2014/15 2015/
16
1. Rural
housing
development
Riba cross
/polaseng
DLGH 100
2. Ga-phasha DLGH 95
3. Mampuru DLGH 94
4. Ga-manyaka DLGH 87
5. Ga-kgoete DLGH 100
6. Paeng DLGH 26
7. Kgautswane DLGH 26
8. Ga-rantho DLGH 87
9. Ga-riba DLGH 50
10. Motlolo DLGH 50
11. lebalelo DLGH 26
12. Moloyi DLGH 26
13. Matsheretsane DLGH 26
232 | P a g e
NO
Project
Name
Local
Municipality
Projects
Description /
Type of structure
Implementing
agent
Overall
Budget
Implementation Period and number of allocations
2011/12 2012/13 2013/14 2014/15 2015/
16
1. Rural
housing
development
Phadishanong 26
2. Legoleng 26
3. Makgwareng 26
4. Mashamothane 284
5. Ga-Rantho 90
6. Ga-Maepa 152
7. Tsakane 63
8. Dithamaga/Maga
nagobuswa/Tuka
kgomo/Kalkfontei
n
200
9. Makgopa 113
10. Swale
233 | P a g e
NO
Project
Name
Local
Municipality
Projects
Description /
Type of structure
Implementing
agent
Overall
Budget
Implementation Period and number of allocations
2011/12 2012/13 2013/14 2014/15 2015/
16
1. Rural
housing
development
Seelane
2. Matlammotse
3. Malaeneng
4. Moshate
5. Marapong
6. Tidintsane
7. Sefufule
8. Maakgake
9. Morapaneng
10. Ditwebeleng 4
11. Difataneng 152
12. Mashemong
13. Maditameng
14. Kampeng
15. Gowe
234 | P a g e
6.3.8. Submissions from Department of Environmental Affairs
NO
Project
Name
Projects
Description /
Type of
structure
Implementing
agent
Overall Budget
Implementation Period and budget
2011/12 2012/13 2013/14 2014/15 2015/16
1. Control of
bush
encroachment
at Ga-Riba
(Lapholaena
corrifolia)
DAE 10m 10m 0 0 0 0
2 Tufa
conservation
at Phiring
DAE 7.5m 7.5m 0 0 0 0
3 Tukakgomo
soil
conservation
project
DAE 8m 8m 0 0 0 0
235 | P a g e
6.3.9 Community Works Programme Projects
Project No: Strategic
project
Unpacked projects BUDGET BUDGET
R Values
11/12 12/13 13/14 14/15 15/16
Building and fencing of
community centre -
Dithamaga
R 20 000 R 20 000 0 0 0 0
Establishment of
community garden -
Dithamaga
R 30 000 R30 000 0 0 0 0
Establishment of goat
project - Dithamaga
R 75 000 R 75 000 0 0 0 0
Fencing of graveyard -
GaKgwete
R 30 000 R 30 000 0 0 0 0
Building of pit toilets at
graveyard –
GaMampuru A
R 15 000 R 15 000 0 0 0 0
Installation of water
pipes in the village –
GaMampuru A
R 35 000 R 35 000 0 0 0 0
Establishment of goat
project – GaMampuru A
R 75 000 R 75 000 0 0 0 0
236 | P a g e
Project
No:
Strategic
project
Unpacked projects BUDGET BUDGET
R Values
11/12 12/13 13/14 14/15 15/16
Installation of poles at
mentioned fields –
GaMampuru B
R 10 000 R 10 000 0 0 0 0
Building of pit toilets at
graveyard – GaMampuru B
R 15 000 R 15 000 0 0 0 0
Provision of parking lot at
school – GaMampuru B
R 20 000 R 20 000 0 0 0 0
Development of parks –
GaMampuru B
R 35 000 R 35 000 0 0 0 0
Fencing community garden –
GaMampuru B
R 30 000 R 30 000 0 0 0 0
Building of crèche –
GaMampuru B
R 50 000 R 50 000 0 0 0 0
Rehabilitation of fence at
graveyard - GaMashishi
R 20 000 R 20 000 0 0 0 0
Building of pit toilet at
graveyard - GaMashishi
R 15 000 R 15 000 0 0 0 0
237 | P a g e
Project
No:
Strategic
project
Unpacked projects BUDGET BUDGET
R Values
11/12 12/13 13/14 14/15 15/16
Establishment of new soccer
field - GaMashishi
R 15 000 R 15 000 0 0 0 0
Establishment of community
goat project - GaMashishi
R 75 000 R 75 000 0 0 0 0
Establishment of community
garden - GaPhasha
R 30 000 R 30 000 0 0 0 0
Toilets at cemetery - GaSelala R 15 000 R 15 000 0 0 0 0
Establishment of community
garden - GaSelala
R 30 000 R 30 000 0 0 0 0
Small access bridge – GaSelala R 50 000 R 50 000 0 0 0 0
Establishment of recreation
park – Stocking
R 35 000 R 35 000 0 0 0 0
Equip existing boreholes with
submissible pumps – Stocking
R 10 000 R 10 000 0 0 0 0
238 | P a g e
Project
No:
Strategic
project
Unpacked projects BUDGET BUDGET
R Values
11/12 12/13 13/14 14/15 15/16
Fencing and cleaning of grave
sites – Stocking
R 30 000 R 30 000
Shading of community pay
point - Stocking
R 5 000 R 5 000
Water reticulation (piping) -
Tukakgomo
R 35 000 R 35 000
Establishment of community
garden - Tukakgomo
R 30 000 R 30 000
Establishment of recreation
facilities -
Tukakgomo
R 25 000 R 25 000
239 | P a g e
6.4 ESCOM priority list
Project
No:
Strategic
project
Unpacked
project No:
Unpacked
projects
Source of
Funding
Indicators BUDGET
R Values & total connections
11/12 12/13 13/14 14/15 15/16
Electrificatio
n of villages
Shakung ESCOM 7.98m 0 0 0 0
Moshira ESCOM 6.747m 0 0 0 0
Modubeng ESCOM 3.363m 0
0
0
0
Malokela ESCOM 850
Motloulela ESCOM 410
Ga-phala ESCOM 225
Kgopaneng ESCOM 280
Maakubu ESCOM 535
Moshira ESCOM 300
240 | P a g e
Project
No:
Strategic
project
Unpacked
project No:
Unpacked
projects
Source of
Funding
Indicators Number of
connections
11/12 12/13 13/14 14/15 15/16
Makofane/Sekop
ung/Pidima
ESCOM 600
Mokutung ESCOM 185
Makgalane ESCOM 540
Banareng ESCOM 660
Makopung ESCOM 563
Malaeneng ESCOM 493
Mapareng ESCOM 480
Taung/matokoma
ne/makotaseng
ESCOM 2000
Podile ESCOM 550
241 | P a g e
Project
No:
Strategic
project
Unpacked
project No:
Unpacked
projects
Source of
Funding
Indicators Number of
connections
11/12 12/13 13/14 14/15 15/16
Selala/manyaka/
Maepa/mphethi
ESCOM 2470
Phiring ESCOM 1235
Madikane ESCOM 312
Senyatho ESCOM 530
Radimpsa ESCOM 420
Sekhwakhwaila ESCOM 390
Dithamaga ESCOM 38
Leboeng new
satnds
ESCOM 545
phadishanong ESCOM 545
Ditensing ESCOM 525
242 | P a g e
Project
No:
Strategic
project
Unpacked
project No:
Unpacked
projects
Source of
Funding
Indicators Number of
connections
11/12 12/13 13/14 14/15 15/16
Bokome ESCOM 525
Driekop france ESCOM 1500
Mandela park ESCOM 680
Kampeng ESCOM 610
Magololo ESCOM 393
Maputle ESCOM 290
Dibakwane ESCOM 261
Barcelona ESCOM
Burgersfort
ext.10
ESCOM
243 | P a g e
6.4.1 Villages that will benefit from Alternative Source of Energy/ None Grid/ Solar Systems
Project
No:
Strategic
project
Unpacked
project No:
Unpacked
projects
Source of
Funding
Indicators BUDGET
R Values
11/12 12/13 13/14 14/15 15/16
Alternative
Electrificatio
n of villages
Taung ESCOM * 0 0 0 0
Matokomane ESCOM * 0 0 0 0
Koppie ESCOM * 0 0 0 0
Mokutung ESCOM * 0 0 0 0
Makotaseng ESCOM * 0 0 0 0
Makgalane ESCOM * 0 0 0 0
Makopung ESCOM * 0 0 0 0
Banareng ESCOM * 0 0 0 0
Mapareng ESCOM * 0 0 0 0
Malaeneng ESCOM * 0 0 0 0
244 | P a g e
Project
No:
Strategic
project
Unpacked
project No:
Unpacked
projects
Source of
Funding
Indicators BUDGET
R Values
11/12 12/13 13/14 14/15 15/16
Makofane ESCOM * 0 0 0 0
Sekopung ESCOM * 0 0 0 0
Pidima ESCOM * 0 0 0 0
Leboeng New
stands
ESCOM * 0 0 0 0
245 | P a g e
6.5 SUBMISSIONS FROM LOCAL MINES
6.5.1 Submissions from Marula mine
Project
No:
Strategic
project
Unpacked
project No:
Unpacked
projects
BUDGET Indicators BUDGET
R Values
11/12 12/13 13/14 14/15 15/16
Electrical
engineering
infrastructure
for villages in
ward 8 and 10.
14m 4m 4m 4m 2m 0
Water supply
and reticulation
network in ward
8 and 10.
16m 500k 4m 6m 3m 2.5m
School
infrastructure
development.
7.5m 3.5m 1m 1m 1m 1m
Hydroponics
project
310k 310k
246 | P a g e
Hydroponics
project 2
2.8m 700k 1.5m 310k 200k 100k
Brick making
project
225k 125k 100k
Project
No:
Strategic
project
Unpacked
project No:
Unpacked
projects
BUDGET Indicators BUDGET
R Values
11/12 12/13 13/14 14/15 15/16
Chrome project 22.5m
Community
road
9.1m 4m 4m 1.1m
Business
Support Unit
5.1m 800k 960k 970k 1.1m 1.3m
Housing
Development
105m 5m 20m 45m 25m 10m
247 | P a g e
6.5.2 Submissions from Twickenham mine
Project
No:
Strategic
project
Unpacked
project No:
Unpacked
projects
BUDGET Indicators BUDGET
R Values
11/12 12/13 13/14 14/15 15/16
Electrification R3,700 000 R3,7m 0 0 0 0
OVC Completion R300,000 R300k 0 0 0 0
Farmer Support R2,500,000 R2,5m 0 0 0 0
Road R3,000,000 R3m 0 0 0 0
Community Access
Bridge
R2,000, 000 R2m 0 0 0 0
Water Provision R6,400,000 R6,4m 0 0 0 0
School Infrastructure
Upgrading
R2,200,000 R2,2m 0 0 0 0
Feasibility study-
Community
Centre/Multipurpose
R2,900,000 R2,9 0 0 0
248 | P a g e
centre
6.5.3 Submissions from Dwarsriver Mine
Project
No:
Strategic
project
Unpacked
project No:
Unpacked
projects
BUDGET Indicators BUDGET
R Values
11/12 12/13 13/14 14/15 15/16
Early Childhood
Development
Project
R 2.5m R
2.5m
0 0 0 0
Olive tree
project
R 2.5m R 2.5m 0 0 0 0
Electrification
project (Solar
System)
R 500k R 500k 0 0 0 0
Building Local
Trade Stores
R 500k R 500k 0 0 0 0
Water project R 500k R 500k 0 0 00 0
Building of 10
VIP toilets
R 200k R 200k 0 0 0 0
249 | P a g e
Preparation of
Slab for
container
Fencing in of
clinic area
Toilets for the
clinic
R 200k R 200k 0 0 0 0
LIBSA
incubation
program
R 200 000 R 200
000
0 0 0 0
6.5.4 Submissions from XSRATA
Project
No:
Strategic
project
Unpacked
project No:
Unpacked
projects
BUDGET Indicators BUDGET
R Values
11/12 12/13 13/14 14/15 15/16
Crop production
and
hydroponics
gardening
13.5m 5.7m 7.8m 0 0 0
Bophelong
home based
care
690k 540k 150k 0 0 0
Craft and
needlework
centre
700k 600k 100k 0 0 0
250 | P a g e
Welding centre 650k 200k 150k 0 100k 200k
Jewellery
making centre
500k 300k 100k 100k 0 0
Nkholeng
poultry farm
1m 900k 100k 0 0 0
MPCC 6.2m 6.2m 0 0 0 0
Project
No:
Strategic
project
Unpacked
project No:
Unpacked
projects
BUDGET Indicators BUDGET
R Values
11/12 12/13 13/14 14/15 15/16
Access Road –
Mpuru (1.5km
R2m
Creche at
Mpuru
R1.5m
Agricultural
Projects-MDHK
and
Matimatjatji
Water provision
at Mpuru
251 | P a g e
Water provision
at Maroga
R2m
Electricity
Supply at
Maroga (France
Village)
252 | P a g e
Project
No:
Strategic
project
Unpacked
project No:
Unpacked
projects
BUDGET Indicators BUDGET
R Values
11/12 12/13 13/14 14/15 15/16
Arts and
Craftwork
Business –
Beads
Manufacturing
R1m
Pension
Paypoint Facility
at Seuwe
Orchard
establishment
e.g. Citrus Fruit
–
Maandagshoek
R300k
Water
provision at
Hwashi
Access Road
Seuwe
R 2m
253 | P a g e
Project
No:
Strategic
project
Unpacked
project No:
Unpacked
projects
BUDGET Indicators BUDGET
R Values
11/12 12/13 13/14 14/15 15/16
Building bridges
Mpuru and
Mamphahlane
Arts and
Craftwork
Business –
Pottery
Manufacturing
Multi-purpose
Centre
(library) Sehlaku
R8.8m
Tribal Office at
Diphale
Biodiesel
project
254 | P a g e
6.5.5 Submissions from Modikwa mine
Project
No:
Strategic
project
Unpacked
project No:
Unpacked projects BUDGET Indicators BUDGET
R Values
11/12 12/13 13/14 14/15 15/16
Mamphahlane
access road(3km)
R1.5k R2.0m
Upgrading of
Driekop-
Mamphahlane
access road(11km)
R1.0m
Mamphahlane Tribal
office
R1.5m
Sehlaku Tribal office R2.0m
Maroga water
project
R1.5m
Mpuru creche R5.0m
Mpuru access road R1.0m
Agricultural projects
at MDHK and
matimatjatji
R2.0m
Mandaagshoek
water
R2.0m R2.0m
255 | P a g e
6.5.6 Submissions from Der Brochen mine
Project
No:
Strategic
project
Unpacked
project No:
Unpacked projects BUDGET Indicators BUDGET
R Values
11/12 12/13 13/14 14/15 15/16
Kalkfontein
olive farming
R3.0m R3.0m 0 0 0
Kalkfontein
processing plant
0 R2.5m R3.0m 0 0
Construction of
clinic
0 0 R4.0m 0 0
256 | P a g e
6.5.7 Submissions from Phoka Thaba Platinum mine
roject
No:
Strategic
project
Unpacked
project No:
Unpacked projects BUDGET Indicators BUDGET
R Values
11/12 12/13 13/14 14/15 15/16
Maandaagshoek
water project
R1.0m 0 0 0 0
Tar surfacing of
road
D4170(2km)
0 R7.8m 0 0 0
Upgrade of
crossing soccer
field
R1.8m 0 0 0 0
Establishment
of local
company to
transport
chrome
R240k 0 0 0 0
257 | P a g e
6.5.8 Submissions from Two Rivers mine
roject
No:
Strategic
project
Unpacked
project No:
Unpacked projects BUDGET Indicators BUDGET
R Values
11/12 12/13 13/14 14/15 15/16
Ikageng Project R300k 0 0 0 0
Community storage
support at
Buffelshoek
R216K 0 0 0 0
Community storage
facility at kalkfontein
R216k 0 0 0 0
Day care
infrastructure at
Steelpoort park
R216k 0 0 0 0
258 | P a g e
SECTION 7: INTEGRATION
7.1 Spatial Development Framework
The Greater Tubatse Municipality has adopted its Spatial Development Framework in June
2007. The GTM Spatial Development Framework is aligned with the Provincial Development
Strategy (PGDS) with its strong emphasis on improving the quality of life and sustainable
development; the PGDS is informed by the National Spatial Development Plan and all
provincial documents that have a bearing on growth and development in Limpopo.
The aim of a Spatial Development Framework is to provide general direction of preferred land
use which therefore guide decision-making and over a multi-year period aimed at the creation
of integrated and habitable built and natural environment. In other words the SDF aims at
informing the decision of different organs of state as well as creating a framework to guide
and facilitate spatial investment of both private and public sector entities
The SDF aims in addressing the following deliverables:
• Existing policies, plans, resolutions and by-laws in the municipality pertaining to
spatial issues
• The municipal-wide spatial issues ( in relation to the needs and the projects identified)
• The settlement spatial patterns and dysfunctionalities.
• Identification and analysis of the existing nodal points
• Major structuring elements, urbanisation trends and spatial implications
• Strategic roads and transportation networks
• Municipal investment and spending patterns
• Location and trends of basic services and infrastructure
• Location of low income houses
• Environment conservation and sensitive areas and the impact which development
may have on the environment
• Areas of agricultural potential ad land currently affected by land claims
• Major sporting nodes or areas with relevant infrastructure
259 | P a g e
• Spatial relationship between urban and rural areas
• Relationship between the spatial issues and the vision of the municipality
7.2 Land Use Management Scheme
GTM Land – Use Management Scheme has been developed in terms of the provision of
section 18 of the Town Planning and Township ordinance, 1986. Its main objectives are to
protect and control Land environment, handling and drainage of storm water, excavations etc.
A consent granted by the municipality by virtue of the provisions of the scheme does not
entitle any person the right to use any land, or to erect or use buildings thereon in any
manner or for any purpose which is prohibited by the provisions of any conditions registered
against the title deed under which land is held, or imposed by legislation in respect of such
land.
7.3 Integrated Waste Management Plan
GTM has developed its Waste Management Plan in June 2007. Its main objectives are to
enable the municipality to progressively develop an Integrated Waste Management System.
GTM Waste Management Plan is aligned with the White Paper on Integrated pollution and
Waste Management (2000) and the National Waste Management Strategy (NWMS 1999).
Purpose of the plan is to enable the municipality to progressively develop an integrated waste
management system capable of delivering waste management services to all households and
businesses.
National policy requires municipalities to implement an IWMS where the focus is to prevent
and minimisation of waste, recycling of waste and treatment that is able yo reduce the
potential of harmful impacts of waste.
The plan projects that it will take the municipality about 20 years from 2005 to achieve the
goal of 100% service.
260 | P a g e
7.4 Employment Equity Plan
GTM has adopted its employment equity plan in June 2007. Its main objectives are to meet
the objects of the Employment equity Act No. 53 of 1998. The plan is aligned with the
municipal budget, GTM organisational structure and the IDP.
7.5 Workplace Skills Plan
A Workplace Skills Plan for the Greater Tubatse Municipality was adopted in September 2007
and its main objectives are to capacitate employees with necessary skills in order to maximise
service delivery in municipal workplace. This was developed in terms with SAQA requirements
and is reviewed annually for its alignment with the IDP.
7.6 HIV/AIDS Plan
The Constitution of the Republic of South Africa (1996) in section 152(1) and section 153
states that the role of local government is to give priority to basic needs of the community ;
and provide a safe and healthy environment, where communities and community
organizations are involved in the matters of local government.
The GTM has developed its HIV/AIDS Plan in 2009 and is aligned with the framework for an
integrated local government response to HIV/Aids developed by the provincial and local
government (2007) and the HIV and AIDS and STI strategy plan for South Africa 2007-2011.
Following are HIV and AIDS and STI strategic plan for South Africa 2007-2011 developed by
the South African National Aids Council:
• Partnership
• Leadership
• Capacity building
• Communication
• Equal access
• Protecting rights of the children
• Targeting vulnerable groups
261 | P a g e
7.7 LED Strategy
GTM has developed its LED Strategy in June 2007 and is aligned with the Limpopo Growth and
Development Strategy, Provincial Spatial Framework, National Spatial Development
Perspectives and ASGISA.
7.8 Revenue Enhancement Plan
Revenue Enhancement Plan for the Greater Tubatse Municipality was adopted in April 2008.
Its main objectives are to put in place systems and programmes that will assist the
municipality in maximising its revenue collection. The plan is aligned with the PGDS, NSDP,
GTM LED strategy and other provincial and national documents that inform growth and
development.
7.9 Disaster Management Plan
Main objects of the Disaster Management Plan are to identify and implement disaster risk
reduction measures to reduce the vulnerability of communities and infrastructure at risk. The
plan was adopted in 2008. The plan is aligned with the GSDM disaster management plan.
The plan is in line with national policy (National Disaster Management Framework).
The Disaster management plan for the Greater Tubatse municipality comprises various plans
like:
• District disaster management framework
• Disaster Hazard, vulnerability and risk plan
• Disaster risk reduction plan
• Disaster response and recovery plan
• Guidelines to establish the disaster management advisory forum and volunteer
contingent.
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7.10 Capital Investment Framework
The CIF for the Greater Tubatse Municipality is developed in accordance with the local
government: Municipal Finance Management Act (MFMA) Act No:56 of 2003 and the
investment and PPP regulations for the MFMA published in Government Gazette 27431 of
2005.
7.11 Integrated Transport Plan
Greater Tubatse Municipality has adopted its plan in 2004. The plan and development
framework in integrated with land development objectives(LDOs) integrated development
plans (IDPs) prepared in terms of provincial development planning legislation, such as guide
plans, structure plans, development plans, policy plans or other plans affecting the
development of land, prepared by other relevant sphere of government.
7.12 Risk Management Plan
A Risk Management Plan for the Greater Tubatse Municipality was adopted in June 2008 in
conjunction with section 62 and 79 of the MFMA. Its objectives are to provide a level of
assurance that current significant risks are effectively and improving decision making and
planning, promote less risk averse culture in which the taking of calculated risk in pursuit of
opportunities to benefit the organisation is encouraged and to provide sound basis for
integrated risk management and basis for integrated risk management and internal control as
components of good corporate governance.
GTM has identified the following strategic risks pertaining to each residual risk:
• Office space
• Lack of finance
• Poor intergovernmental relations
• Lack of land ownership
• Fraud and corruption
• Harm to reputation
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• Loss of investments by investors
• Unclear roles and responsibilities
• Ineffective internal communication
• Brain drain
• Dependence on contractors
• High staff turn over
• Natural disaster
7.13. Water Services and Maintenance Strategy (Sekhukhune District)
The plan seek to achieve the following key objectives: Analyse the current level of service to the
communities, determine the desired level of service by the community, determine future demand
and forecasts, lifecycle of assets including background data, routine maintenance plan and
information flow requirements.
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