GSDM FINAL DRAFT IDP 2018 - 2019 Sibande... · 2018. 8. 14. · gsdm final draft idp 2018 - 2019 ....

GERT SIBANDE DISTRICT MUNICIPALITY

GSDM FINAL DRAFT IDP

2018 - 2019

1

CONTENTS

INTRODUCTIONS 4

EXECUTIVE MAYOR’S FOREWORD 5

MUNICIPAL MANAGER’S OVERVIEW 6

CHAPTER 1: EXECUTIVE SUMMARY 8

1.1 BACKGROUND AND MANDATE 8

1.2. POLICY AND LEGISLATIVE CONTEXT 9

1.2.1. NATIONAL AND PROVINCIAL FRAMEWORKS GOVERNING GSDM 11

1.2.2. NATIONAL SPATIAL DEVELOPMENT PERSPECTIVE (NSDP) 11

1.2.3. NATIONAL GROWTH PATH 13

1.2.4. NATIONAL DEVELOPMENT PLAN 13

1.2.5. GOVERNMENT OUTCOMES 14

1.2.6. MEDIUM - TERM STRATEGIC FRAMEWORK 15

1.2.7. MPUMALANGA GROWTH AND DEVELOPMENT PATH 16

1.2.8. INTEGRATED SUPPORT PLAN (ISP) FOR ACCELERATED MUNICIPAL SERVICE DELIVERY 19

1.2.9. BACK TO BASICS 20

1.2.10. MUNICIPAL STANDARD CHART OF ACCOUNTS (MSCOA) 21

1.3. STRATEGY DEVELOPMENT 22

1.3.1. SWOT ANALYSES 22

1.3.2. VISION 23

1.3.3. MISSION 23

1.3.4. CORPORATE VALUES 23

1.4. IDP PLANNING PROCESS 24

1.4.1. DISTRICT IDP FRAMEWORK PLAN 24

1.4.2. SUMMARY OF COMMUNITY/ STAKEHOLDER PARTICIPATION 27

CHAPTER 2: GERT SIBANDE DISTRICT MUNICIPALITY AT A GLANCE 30

2.1. STATE OF GSDM DEVELOPMENT, ENVIRONMENT AND DISTRICT POPULATION DYNAMICS:

30

2.1.1. REGIONAL CONTEXT 30

2.1.2. DISTRICT DEMOGRAPHIC ANALYSIS 33

2.1.3. AGE AND SEX STRUCTURE 34

2.1.4. EDUCATION LITERACY AND EDUCATION LEVELS 35

2.1.5. HUMAN DEVELOPMENT INDEX 36

2.1.6. POVERTY ASPECTS IN GERT SIBANDE 37

2.1.7. UNEMPLOYMENT AND EMPLOYMENT LEVELS 38

2.1.8. GERT SIBANDE ECONOMY 40

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2.1.9. NATURAL ENVIRONMENT 41

3.1. KPA1: MUNICIPAL TRANSFORMATION AND ORGANIZATIONAL DEVELOPMENT 45

3.1.1. MUNICIPAL POWERS AND FUNCTIONS 45

3.1.2. ORGANIZATIONAL DESIGN 49

3.1.3. SKILLS DEVELOPMENT AND CAPACITY BUILDING 52

3.1.4. ICT SERVICES 52

3.1.5. KEY ISSUES TO BE ADDRESSED ON KPA 1 55

3.2. KPA 2: BASIC SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT56

3.2.1. DISTRICT COMMUNITY HEALTH AND WELLNESS 56

3.2.2. MUNICIPAL HEALTH AND ENVIRONMENTAL SERVICES 64

3.2.3. GERT SIBANDE LIBRARY SERVICES 70

3.2.4. SAFETY AND SECURITY 71

3.2.5. DISASTER MANAGEMENT 72

3.2.6. ACCESS TO SERVICES: REGIONAL DISTRIBUTION 74

3.2.7. RUDIMENTARY WATER SUPPLY (RURAL AND FARM AREAS INCLUDING SCHOOLS) 78

3.2.8. WATER CONSERVATION AND WATER DEMAND MANAGEMENT 78

3.2.9. SCIENTIFIC SERVICES 80

3.2.10. ROADS AND COMMUNITY FACILITIES 83

3.3. KPA 3: LOCAL ECONOMIC DEVELOPMENT 85

3.3.1. UNEMPLOYMENT AND EMPLOYMENT LEVELS 85

3.3.2. SECTORAL EMPLOYMENT AND OUTPUT 90

3.3.3. GSDM SOCIO -ECONOMIC ANALYSIS (STATE OF DEVELOPMENT) 91

3.3.4. REGIONAL ECONOMIC GROWTH AND SPATIAL FEATURES 93

3.3.5. GERT SIBANDE TOURISM CORRIDOR 96

3.3.6. POTENTIAL ECONOMIC DEVELOPMENT CORRIDORS 98

3.3.7. CLIMATE CHANGE IMPACT 99

3.3.8. ECONOMIC DEVELOPMENT OBJECTIVES 100

3.3.9. COMPREHENSIVE RURAL DEVELOPMENT PROGRAMME 101

3.3.10. DISTRICT IMPLEMENTATION PROGRAM 103

3.3.11. EXPANDED PUBLIC WORKS PROGRAMME 104

3.4. KPA 4: MUNICIPAL FINANCIAL VIABILITY AND MANAGEMENT 106

3.4.1. CREDIT CONTROL AND DEBT COLLECTION STRATEGY FOR LOCAL MUNICIPALITIES 107

3.4.2. SUPPLY CHAIN MANAGEMENT AND THE INTRODUCTION OF THE CENTRALIZED SUPPLIER DATABASE AND E-TENDER

PORTAL 109

3.4.3. FINANCIAL VIABILITY 110

3.5. KPA5: INTERGOVERNMENTAL RELATIONS, GOOD GOVERNANCE AND PUBLIC

PARTICIPATION 112

3.5.1. INTERFACE BETWEEN IGR, COMMUNICATION AND PUBLIC PARTICIPATION 112

3.5.2. COMMUNITY DEVELOPMENT WORKERS (CDWS) 113

3.6 KPA 6: SPATIAL DEVELOPMENT ANALYSIS AND RATIONALE 116

3.6.1 LAND USE MANAGEMENT 119

3.6.2 HUMAN SETTLEMENTS: 120

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3.6.3 SUPPORT PROVIDED TO MUNICIPALITIES 123

CHAPTER 4: GSDM PERFORMANCE MANAGEMENT SYSTEM 125

4.1. ORGANIZATIONAL PERFORMANCE MANAGEMENT SYSTEMS 125

4.1.1. ORGANIZATIONAL PERFORMANCE MANAGEMENT 125

4.1.2. PERFORMANCE MANAGEMENT FRAMEWORK 126

4.2. RISK MANAGEMENT 128

4.3. ANTI -FRAUD AND ANTI - CORRUPTION POLICY 130

CHAPTER 5: STRATEGIC GOALS, STRATEGIC OBJECTIVES, PROJECTS & PRIORITIES 132

5.1. GSDM IDP STRATEGIC GOALS, OBJECTIVES & PRIORITIES 132

5.2. IDP SCORE CARD 140

KPA 1: MUNICIPAL TRANSFORMATION AND INSTITUTIONAL TRANSFORMATION 140

KPA 2: BASIC SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT 146

KPA3: LOCAL ECONOMIC DEVELOPMENT 161

KPA 4: MUNICIPAL FINANCIAL VIABILITY AND MANAGEMENT 164

KPA 5: INTERGOVERNMENTAL RELATIONS, GOOD GOVERNANCE AND PUBLIC PARTICIPATION

167

IDP KEY PERFORMANCE INDICATOR DEFINITIONS 174

NATIONAL KEY PERFORMANCE INDICATORS 2017/2018 214

CHAPTER 6: GSDM STRATEGIES, SECTOR PLANS, POLICIES AND SWOT ANALYSIS 217

6.1. SECTOR PLANS 217

CHAPTER 7: SECTOR DEPARTMENTS, PARASTATALS, PRIVATE SECTOR PRO 219

7.1. DEPARTMENT OF HUMAN SETTLEMENTS 219

7.2. DEPARTMENT OF AGRICULTURE AND RURAL DEVELOPMENT, LAND AND ENVIRONMENTAL

AFFAIRS 229

7.3. DEPARTMENT OF HEALTH 238

7.4. DEPARTMENT COMMUNITY SAFETY SECURITY AND LIAISON 240

7.5. DEPARTMENT OF CULTURE SPORTS AND RECREATION 246

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7.6. DEPARTMENT OF ENERGY ERROR! BOOKMARK NOT DEFINED.

INTRODUCTIONS

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Executive Mayor’s Foreword

Integrated Development Plan Review 2018/19

This Integrated Development Plan (IDP 2018/19) remains the cornerstone of our planning and

implementation due to the extensive work that has been put into it.

The year 2018 has been declared the centenary celebration (100) year of Nelson Mandela, it is a year of

Unity Renewal and Jobs. Nothing will be more befitting in the celebration of the life of this hero than

achieving these afore-mentioned goals during this year. His dedication to the freedom of South African

people is unquestioned; he bared his life and soul for the people of this country so that they may be free

someday. His humility, grace, forgiving and caring nature remains a pillar of strength for all the people of

South Africa. As Gert Sibande District Municipality we are envisioned and deeply inspired to follow on the

footsteps of this Giant.

Our plan has allowed us to implement our programmes and projects with confidence because of the

credibility of our 5 year Integrated Development Plan. As we review our IDP we are certain that the

adjustments will be minimal and will be in-line with our current programmes and projects. The public

participation and izimbizo programmes spearheaded by both the Executive Mayor and the speaker, have

took us to every part of our district and have continually enforced our commitments to the emancipation of

our people.

Delivering quality infrastructure to our people remains at the pinnacle of our commitment to service delivery.

The RBIG schemes in Lusushwana and Amsterdam are in track to be completed in time. This will allow us

to speed up the connection of our people to clean, safe and drinkable water. Our laboratory accreditation

has also given us confidence that we will be able to produce the desired results with speed.

Other projects such as community halls renovations, maintenance of high mast light and pothole patching

have been going well and will continue to feature in our 5 year plan. The road blading and regravelling

project is also a critical feature in the improvement of the places where our people live. This is one of the

projects that will receive a lot of support even from the province.

We will continue to focus on improving on our bursary scheme to make sure that our kids go to school,

Nelson Mandela once said “Education is the most powerful weapon, which you can use to change the

world” these words go a long way in assuring us that we are on the right track. There are many other

programmes that the District is involved in, and all of these programmes are aimed at fighting all the

inequalities in our communities. These programmes are the Mayoral Super cup, the famous GSDM

Marathon and many more. The youth of Gert Sibande District is always close to our hearts in the District, we

are therefore compelled to have programmes that are going to open employment opportunities. These

programmes are driven by the youth manager in the office of the Executive Mayor. Women, children and

people living with disability are also catered for in the office of the Executive Mayor.

We will continue to work hard in order to change the lives of our people; the values that were shown by

leader like Nelson Mandela will continue to give us strength even when all seems lost.

………………………………….

COUNCILLOR M.G. CHIRWA

EXECUTIVE MAYOR

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Municipal Manager’s Overview

Integrated Development Plan Review 2018/19

As we are about to embark to a new Financial Year 2018/19, it is the requirement of the Municipal Systems

Act (Act 32 of 2000) that each municipal council, within the 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 (IDP). The IDP is a strategic plan that guides and informs all planning

processes, activities, decision making, budgeting and management in the municipality. According to Section

34 of the Municipal System Act (Act 32 of 2000) a municipal council must review its IDP Annually.

The IDP is the key instrument to achieve developmental local governance for decentralised, strategic,

participatory, implementation orientated, coordinated and integrated development. Preparing an IDP is not

only a legal requirement in terms of the legislation but it is actually the instrument for realising Municipalities’

major developmental responsibilities to improve the quality of life of citizens. It seeks to speed-up service

delivery by securing a buy-in of all relevant role-players and provides government departments and other

social partners with a clear framework of the Municipality’s development trajectory to harness

implementation efforts.

Integrated development planning also promotes intergovernmental co-ordination by facilitating a system of

communication and co-ordination between local, provincial and national spheres of government. Local

development priorities, identified in the IDP process, constitute the backbone of the local governments’

budgets, plans, strategies and implementation activities. Hence, the IDP forms the policy framework on

which service delivery, infrastructure development, economic growth, social development, environmental

sustainability and poverty alleviation rests. The IDP therefore becomes a local expression of the

government’s plan of the government’s plan of action as it informs and is informed by the strategic

development plans at national and provincial spheres of government.

In terms of Section 26 of the Municipal Systems Act, the core components of an IDP are:

The Municipal Council’s vision for the long term development of the Municipality with special

emphasis on the Municipality’s most critical development and internal transformation needs;

an assessment of the existing level of development in the Municipality, which must include an

identification of communities which do not have access to basic Municipal Services;

The Council’s development priorities and objectives for its elected term, including its local economic

development aims and its internal transformation needs;

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;

A spatial development framework which must include the provision of basic guidelines for a land

use management system for the Municipality;

The Council’s operational strategies;

Applicable disaster management plans;

A financial plan, which must include a budget projection for at least the next three years; and

The key performance indicators and performance targets determined in terms of the Performance

Management System.

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Guiding Criterions

Within the multitude of government policy frameworks, legislation, guidelines and regulations that seek to

advocate for the path, pace and direction for the country’s socio-economic development agenda, the section

below focuses on Vision 2014; Popular Mandate across Spheres of Government;); the National

Development Vision 2030 (NDP); Mpumalanga Vision 2030; National Growth Path; the Mpumalanga Growth

Path; Millennium Development Goals; State of the Nation Address (SONA); sustainable development goals

(SDG’s) and State of the Province Address (SOPA).

Dr Nelson Mandela once said “For to be free is not merely to cast off one’s chains, but to live in a way that

respects and enhances the freedom of others”

………………….………..

C.A. HABILE

MUNICIPAL MANAGER

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CHAPTER 1: EXECUTIVE SUMMARY

1.1 Background and Mandate

The objectives of Local Government are based on a co-operative governance framework that

encourages participation of all Local Councils within the District, as well as the Provincial and

National spheres of Government, in public policy setting, development planning and the delivery of

services.

The Constitutional Mandate for Municipalities is that they strive, within their financial and

administrative capacity to achieve these objectives, and carry out the developmental duties

assigned to Local Government. Municipal Councils therefore take charge of the following principal

responsibilities:

The provision of democratic and accountable government without favour or prejudice.

To encourage the involvement of the local community.

To provide all members of the local community with equitable access to the municipal

services that they are entitled to.

To plan at the local and regional levels for the development and future requirements of the

area.

To monitor the performance of the Municipality by carefully evaluating Budget reports and

Annual reports to avoid financial difficulties, and if necessary, to identify causes and remedial

measures for the identified Financial and Administrative challenges.

To provide services, facilities and financial capacity, within the guidelines provided by the

Constitution and Legislative Authority.

Integrated development planning is a process through which a District Municipality, its constituent

local municipalities, other government Sector Departments, various service providers, and

interested and affected parties come together to identify development needs, and to outline clear

objectives and strategies which serve to guide the allocation and management of resources within

the Municipality’s jurisdictional area. From this planning process emanates the Municipal

Integrated Development Plan (IDP), with its main objective being the improvement of coordination

and integration of planning, budgeting and development within the municipal area. As a five (5)

year budgeting, decision-making, strategic planning and development tool, the IDP is used by the

Municipality to fulfil its role of ‘developmental local governance’. Central to this are the overarching

objectives and strategies encapsulated in the plans which guide the Municipality in the realm of:

Municipal Budgeting;

Institutional restructuring in order to realize the strategic intent of the plan;

Integrating various sectors in the form of Infrastructure, Land Use, and Agriculture with

Socio-economic and Ecological dimensions; and

Performance Management System

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This document therefore represents the Revised Integrated Development Plan as prepared by the

Gert Sibande District Municipality (GSDM) as part of its 2017/18 IDP Review process. It is

submitted and prepared in fulfilment of the Municipality’s legal obligation in terms of Section 34 of

the Local Government: Municipal Systems Act, 2000 (MSA Act 32 of 2000).

1.2. POLICY AND LEGISLATIVE CONTEXT

In addition to the legal requirement for every Municipality to compile an Integrated Development

Plan as referred to in section 1 above, the Municipal Systems Act, Act 32 of 2000 (MSA) also

requires that:

the IDP be implemented;

the Municipality monitors the implementation of the IDP;

the Municipality evaluates its performance with regard to the IDP’s implementation; and

the IDP be reviewed annually to effect improvements where necessary.

Section 34 of the Act deals with the Review and Amendment of the IDP and states that:

The Municipal Council:

Must review its Integrated Development Plan annually in accordance with an assessment

of its performance measures in terms of Section 41 and;

To the extent that changing circumstances so demand and;

May amend its Integrated Development Plan in accordance with the prescribed process

The annual review process thus relates to the assessment of the Municipality’s performance

against organisational objectives as well as implementation delivery, and also takes into

cognisance any new information or change in circumstances that might have arisen subsequent to

the adoption of the previous IDP. The review and amendment process must also adhere to the

requirements for public participation as articulated in Chapter 4 of the MSA (2000).

In terms of the IDP Review Guidelines, IDPs are reviewed based on four primary areas of

intervention, i.e. Annual IDP Review, the IDP Process, Amendments in Response to Changing

Municipal Circumstances, and Comment from the MEC.

The process described and outlined in Figure 1 below represents a continuous cycle of planning,

implementation, monitoring and review. Implementation commences after the Municipal Council

adopts the Final Draft IDP and Budget for the subsequent financial year and Implementation feeds

into the Performance Management System of the municipality. Public Participation remains pivotal

throughout the process of the IDP as graphically illustrated on Figure 1 below.

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Figure 1: IDP drafting and review process

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1.2.1. National and Provincial Frameworks governing GSDM

Development in South Africa is broadly guided and directed by a wide range of legislation.

Some legislation is sector specific e.g. housing, transport and environment, while others are

more generic in nature, focusing on planning processes, alignment of planning processes

and proposals, and the legal requirements pertaining to plans to be compiled.

In addition to existing legislation, a range of National, Provincial and Local development

policies and plans exist to further guide and direct development in South Africa. Some of

these are of particular importance in developing an Integrated Development Plan for the Gert

Sibande District Municipality. The following section briefly deals with each of these, and

highlights the most salient aspects emanating from the aforementioned policies/plans.

1.2.2. National Spatial Development Perspective (NSDP)

The National Spatial Development Perspective was initiated in 1999 with the aim of not only

providing a strategic assessment of the spatial distribution and socio-economic

characteristics of the South African population, but gaining a shared understanding of the

distribution of economic activities and potential across the South African landscape. Based

on the research conducted, and with key trends and issues identified, the NSDP currently

delineates a number of guidelines for infrastructure investment in South Africa.

The rationale behind the guidelines is rooted in the argument that instead of investing in

physical infrastructure to improve the quality of life of people living in low productivity areas,

government should rather invest in people. The logic of the latter argument is that investing

in people is a more efficient use of government resources. Investing in people potentially

results in increased opportunities and choice to relocate to high growth areas. Investing in

places can leave people trapped in low growth areas without any guarantee that this will

attract new investment into the area.

Hence, in essence, the NSDP argues that government’s social objectives will be best

achieved through infrastructure investment in economically sustainable areas with proven

development potential. Therefore, areas displaying little or no potential for growth should

only be provided with the constitutionally mandated minimum levels of services, and the

focus of government spending should rather be on the people, i.e. social development

spending. Social development spending may involve developing labour market intelligence,

human resource development, health and social transfers. Crucially, this kind of

“development spending” is specifically aimed at enabling the South African population,

particularly youth located in areas in which they have no hope of finding employment, to

gradually gravitate to areas with high economic potential.

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Emanating from the broad philosophy and actions put forward by the NSDP, five principles

to guide development decisions have also been formulated. A brief summary of each

principle is given below:

Principle One: Economic growth is the prerequisite for the achievement of other policy

objectives such as poverty eradication and equitable development.

Principle Two: Government infrastructure investment – beyond basic service delivery – will

be in areas of high development potential or economic growth. Focusing

future settlement and economic development opportunities into activity

corridors and nodes adjacent to, or linked to main growth centres.

Rather increase the footprint of existing urban areas through incremental

development and densification than to initiate new Greenfield developments

far removed from all existing infrastructure and economic activity.

Principle Three: Efforts to address inequalities should focus on people and not places.

Principle Four: Areas with high levels of poverty and high development potential should

receive investment beyond basic services to exploit this potential.

Principle Five: Areas with high levels of poverty and low development potential should

receive investment to provide basic services as well as social transfers,

HRD, and labour market information.

By applying and contextualising the NSDP in the Province, the following spatial construct

emerges for the Gert Sibande District Municipality from the Mpumalanga Growth and

Development Strategy in terms of variations in social need (poverty), economic activity

(potential) and environmental sensitivity.

Table 1: NSDP Classification for selected Municipalities in Gert Sibande

NSDP Classification Municipal Name

A High Levels of Economic Activity

(Potential)

Govan Mbeki LM and Lekwa LM

B High Levels of Poverty

Concentrations

Albert Luthuli LM, Mkhondo LM, Pixley Ka Isaka

Seme LM, Lekwa LM, Msukaligwa LM, Govan

Mbeki LM and Dipaleseng LM

C Area of Combined Poverty and

Economic Activity

Govan Mbeki LM, Lekwa LM, Msukaligwa LM,

Albert Luthuli LM

Mkhondo LM, Dipaleseng LM and Pixley Ka Isaka

Seme LM

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1.2.3. National Growth Path

The New Growth Path provides bold, imperative and effective strategies to create the

millions of new jobs South Africa needs. It also lays out a dynamic vision for how we can

collectively achieve a more developed, democratic and equitable economy and society over

the medium-term, in the context of sustainable growth.

The shift to a New Growth Path requires the creative and collective efforts of all sections of

South African society. It requires leadership and strong governance. It further takes account

of the new opportunities and the strengths available, and the constraints to be overcome. It

requires the development of a collective action to change the character of the South African

economy and ensure that the benefits are shared more equitably among all people,

particularly the poor.

The following targets have been set nationally, with Mpumalanga Province (including Gert

Sibande District Municipality) having to proportionally contribute towards the achievement of

these and has done so by initiating projects and programmes in line with these drivers,

namely:

Jobs Driver 1: Infrastructure

Jobs Driver 2: Main Economic Sectors

Jobs Driver 3: Seizing the Potential Of New Economies

Jobs Driver 4: Investing In Social and Public Services

Jobs Driver 5: Spatial Development (Regional Integration)

1.2.4. National Development Plan

The National Development Plan envisages an economy that serves the needs of all South

Africans – rich and poor, black and white, skilled and unskilled, those with capital and those

without, urban and rural, women and men. The Vision is that, in 2030, the economy should

be close to full employment, equip people with the skills they need, ensure that ownership of

production is less concentrated and more diverse (where black people and women own a

significant share of productive assets) and be able to grow rapidly, providing the resources

to pay for investment in human and physical capital.

Subsequently, the National Development Plan proposes to create eleven million jobs by

2030 by ensuring that there is an environment which is conducive for sustainable

employment and inclusive economic growth consequently promoting employment in labour-

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absorbing industries. Furthermore ensure the strengthening of government’s capacity to give

leadership to economic development through raising exports and competitiveness, and

mobilising all sectors of society around a national vision.

1.2.5. Government Outcomes

In January 2010, Cabinet adopted 12 Outcomes within which to frame public-service delivery

priorities. Cabinet Ministers accordingly signed Performance Agreements linked to these

Outcomes. More detailed Delivery Agreements have since been developed to extend targets

and responsibilities to National and Provincial Departments, Agencies and Municipalities.

All Municipalities are expected to consider the 12 Outcomes when reviewing their IDPs and

developing their annual Budgets. Below are the 12 Outcomes and the related outputs,

together with indicative areas where Mpumalanga Province and Municipalities have a role to

play in either contributing directly to the realisation of the Outcomes or facilitate the work of

National and Provincial Departments in realising them. Moreover the outcomes which are

listed below are further elaborated on in relation to GSDM in the following chapters of the

IDP:

OUTCOME 1: Improve ahe Quality Of Basic Education OUTCOME 2: Improve Health and Life Expectancy OUTCOME 3: All People In South Africa Protected and Feel Safe OUTCOME 4: Decent Employment through Inclusive Economic Growth OUTCOME 5: A Skilled and Capable Workforce to Support Inclusive Growth OUTCOME 6: An Efficient, Competitive and Responsive Economic

Infrastructure Network OUTCOME 7: Vibrant, Equitable and Sustainable Rural Communities and Food Security OUTCOME 8: Sustainable Human Settlements and Improved Quality Of

Household Life OUTCOME 9: A Responsive and, Accountable, Effective and Efficient Local Government

System OUTCOME 10: Protection and Enhancement of Environmental Assets And Natural

Resources OUTCOME 11: A Better South Africa, a Better and Safer Africa And World OUTCOME 12: A Development-Orientated Public Service and Inclusive

Citizenship

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1.2.6. Medium - Term Strategic Framework

The Medium Term Strategic Framework (MTSF) seeks to identify the major strategic choices

that need to be made in order to put the country on a higher trajectory in dealing with poverty

and underdevelopment. It is also meant to serve as a backdrop to guide planning and

budgeting across the three spheres of government. The document seeks to identify the few

critical things that need to be done to define a new course for the country’s development.

Among these are the key objectives for 2014 which include:

Reducing poverty and unemployment by half;

Providing the skills required by the economy;

Ensuring that all South Africans are able to fully exercise their constitutional rights

and enjoy the full dignity of freedom;

Compassionate government services to the people;

Achieving a better national health profile and massively reduce preventable causes

of death, including violent crime and road accidents;

Significantly reducing the number of serious and priority crimes and cases awaiting

trial;

Positioning South Africa strategically as an effective force in global relations.

These strategic objectives are broken down into various thematic areas which include a

growing economy; sustainable livelihoods; access to services; comprehensive social

security; crime and corruption; constitutional rights and governance; and Africa and the

world. In order to ensure capacity to meet these objectives, the following critical measures

would in terms of the MTSF have to be adopted:

Cooperation among economic partners;

Stronger partnership across all sectors;

Improving the system of monitoring and evaluation;

Focusing on economic development in areas with economic potential; as well as

Recruiting and skilling law-enforcement agencies.

Emanating from the above, the logic of the path of development can be summarised as

follow:

The central and main intervention required in the current period is to grow the

economy;

The state has to intervene decisively to promote the involvement of the marginalised

in economic activity, including sustainable livelihoods;

To the extent that able-bodied South Africans are reliant on welfare grants, these

grants should be seen as a temporary intervention which should diminish in the same

measure as the economic interventions succeed;

The performance of the state, the campaign against crime, and international relations

should improve in the main to promote economic growth and social inclusion.

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The MTSF is the linkage between South Africa’s national development planning and the

Sustainable Development Goals (SDG’s). The proposed SDGs offer major improvements on

the millennium development goals (MDGs) The framework addresses systematic barriers to

sustainable development which the MDGs has neglected.

Table 2: MTSF Linkage between South Africa’s national development planning and the SDGs

MTSF Strategic Elements Relevant SDGs

Strategic

Priority 1

Speeding up growth and transforming the economy to

create decent work and sustainable livelihoods

SDG 1, SDG 2,

SDG 8 , SDG 17

Strategic

Priority 2

Massive programme to build economic and social

infrastructure

SDG 9,SDG 7,

SDG 1

Strategic

Priority 3

Comprehensive rural development strategy linked to land

and agrarian reform and food security

SDG2 , SDG1 ,

SDG

Strategic

Priority 4

Strengthen the skills and human resource base SDG 4, SDG 5

Strategic

Priority 5

Improve the health profile of all South Africans SDG 1, SDG 3,

SDG 6,

Strategic

Priority 6

Intensify the fight against crime and corruption SDG 5, SDG

4,SDG 8, SDG 16

Strategic

Priority 7

Build cohesive, caring and sustainable communities SDG 6, SDG 11,

SDG 14, SDG 15,

SDG 16

Strategic

Priority 8

Pursuing African advancement and enhanced international

cooperation

SDG 10, SDG 17

Strategic

Priority 9

Sustainable resource management and use SDG 6, SDG 7,

SDG 12,SDG 13,

SDG 14,

Strategic

Priority

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Building a developmental state, including improvement of

public services and strengthening democratic institutions

SDG 1, SDG 4,

SDG 5, SDG 17

1.2.7. Mpumalanga Growth and Development Path

The primary objective of the Mpumalanga Economic Growth and Development Path

(MEGDP) is to foster economic growth that creates jobs, reduces poverty and inequality in

the Province. The following are the main economic sectors (all of which occur in the Gert

Sibande District) that have been identified as pivotal in spurring economic growth and

employment creation:

Agriculture and forestry

Mining and energy

Tourism and cultural industries

The Green Economy and ICT

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Manufacturing and beneficiation.

Agriculture

Key areas for intervention to facilitate growth and job creation in the agricultural sector

include:

Massive drive on infrastructure development

Massive drive in skills development.

Comprehensive support to small-scale farmers and agri-businesses.

Fast-track the settlement of the outstanding land claims.

Optimal utilisation of resituated and distributed land.

Increase acquisition of agricultural land for the previously disadvantaged.

Revisit current legislation to create balanced development in areas of competition

between mining and farming.

Assistance (technical, material and finance) to identified Agricultural co-operatives in

traditional areas as well as the establishment of the fresh produce market in the

District.

Forestry

Key areas for intervention to facilitate growth and job creation in the forestry sector

include:

Resolving water issues to foster expansion in the forestry industry.

Accelerating settlement of land claims under forestry.

Comprehensive support to SMMEs, particularly cooperatives.

Investing in infrastructure.

Mining

Key areas for intervention to facilitate growth and job creation in the mining industry are as

follow:

Upgrading and maintenance of the coal haulage network.

Increase the level of higher skilled graduates.

Expand the water network and increase reliance on water transfer schemes.

Increase South Africa’s load and improve alternate energy supply.

Establishment of a mining supplier park to enhance enterprise development in the

province.

Resolve land claims to release land for development.

Comprehensive support to small-scale mining enterprises to exploit opportunities

presented by corporate social investment initiatives, retreatment of sub-economic

deposits and dumps, and dimension stones.

Improving rail haulage of minerals to reduce shipping costs(currently done by road)

18

Energy industry

Key areas for intervention to facilitate growth and job creation in the manufacturing sector

comprise:

Invest in industrial infrastructure to encourage enterprise development.

Enhance skills development, especially in the areas of engineering, artisan, business

and project management.

Provide comprehensive support to SMMEs development.

Supporting the development of clean forms of energy like wind and hydro power

generations opportunities including gas production from landfill and organic waste.

Tourism and cultural industries

Key areas for intervention to facilitate growth and job creation in the tourism and cultural

industries include the following:

Broadening and diversifying the primarily nature-based tourism product offerings of

Mpumalanga into more mainstream segments of the market such as sports events,

business/conference meetings, theme/amusement park, and subsequently grow the

economy that create jobs, the following key interventions will be critical:

Sustained investment in all aspects of the industry – new products, destination

marketing, human capital development in the service industry.

Investing in economic infrastructure, e.g. airport, International Conference Centre,

sports Academy, roads for tourism routes, etc.

Comprehensive support to SMMEs to exploit opportunities in the tourism and cultural

industries.

Supporting critical heritage events e.g. Gandhi centenary commemoration.

The Green Economy and ICT

Key areas for intervention to facilitate growth and job creation in the green economy and ICT

are:

Invest in research for new technologies to promote green economy.

Invest in infrastructure for ICT development.

Train and assist SMMEs to provide them with the necessary tools for moving their

businesses on-line.

Regional and international cooperation

The Growth Path also states that the proximity of Mozambique, Swaziland and the other

SADC countries, including the memoranda of understanding signed with few overseas

19

countries, provide Mpumalanga with regional and international trade, investment and tourism

opportunities.

With regard to neighbouring countries, road, rail and air infrastructure is key in terms of

facilitating trade and other economic opportunities – e.g. border posts between Gert Sibande

District Municipality and Swaziland and improve railings in line with recent Cabinet

pronouncement.

Infrastructure as a major job driver

Infrastructure development is one of the key drivers for economic growth and job creation.

All the sectors that have been discussed above rely, in the main, on infrastructure

development for their own growth and development. Investment in massive infrastructure

development by both government and the private sector will go a long way in terms of

unlocking opportunities for economic growth and development, including massive jobs. In

essence, for the Economic Growth and Development Path to succeed, infrastructure

development will be critical.

The Mpumalanga Infrastructure Development Plan (MIDP) which is currently underway will

guide the province with regard to the rollout of infrastructure projects. The Plan is covering

both the economic and social infrastructure and should be completed during 2012. What is

also worth noting is that the Expanded Public Works Programme will feature highly as part

the roll-out of the Infrastructure Plan. The following projects are listed as priority Economic

Infrastructure projects for Mpumalanga Province in the Mpumalanga Growth Path.

1.2.8. Integrated support plan (ISP) for accelerated municipal service delivery

This Integrated Support Plan for Local Government is developed by the Mpumalanga

Department of Cooperative Governance and Traditional Affairs (COGTA) to ensure that all

municipalities (including Gert Sibande District Municipality) in the Mpumalanga Province are

Functional and provide services to communities in a sustainable manner both now and in the

future. A Functional Municipality is defined in this ISP as a municipality that successfully,

strive within its Financial and Administrative Capability to achieve the five objects of Local

Government as set out in Chapter 7 of the Constitution including the Object on Financial

management as outlined in the MFMA which are:

To provide democratic and accountable government for local municipalities

To ensure the provision of service to communities in a sustainable manner

to promote social and economic development

to promote a safe and healthy environment

to encourage the involvement of communities and community organisation in matters

of local government

20

To secure sound and sustainable management of the fiscal and financial affairs of

municipalities and municipal entities by establishing norms, standards and other

requirements

Mpumalanga Province consists of 16 Local Municipalities, a metro and 3 District

Municipalities that have a myriad of challenges ranging from:

None provision of democratic and accountable Government for Local communities

Erratic provision of basic services to communities in a sustainable manner

Promotion of social and economic development not adequate

Inadequate Promotion of a safe and healthy environment

Lack of encouragement of involvement of communities and community organisations

in the matters of local Government

Sound and sustainable Financial management inadequate

Tasks that were developed to take South Africa forward during the next 5 years:

Back to Basics: Setting clear benchmarks of performance in our efforts to ensure that

all municipalities perform their basic responsibilities, every day, without fail;

Responding vigorously to the immediate crises;

Understanding and responding to the structural challenges;

Continuing to build resilient local government institutions; and

Collectively constructing more rigorous systems of intergovernmental relations/

planning and delivery.

1.2.9. Back to Basics

Governance

All municipal council structures must be functional - meet regularly;

Clear delineation of roles and responsibilities between key leadership structures of

the municipality (Mayor, Chief Whip, Speaker and MM)

Oversight committees must be in place and perform their responsibilities, without any

interference, e.g. Audit Committee and MPAC’s; and

Transparency, accountability and regular engagements with communities.

Administration

All municipalities enforce competency standards for managers and appoint persons

with the requisite skills, expertise and qualifications;

All managers sign performance agreements; and

Implement and manage performance management systems.

Sound Financial Management

All municipalities have a functional financial management system;

21

Rigorous Internal controls;

Cut wasteful expenditure;

SCM structures and controls with appropriate oversight;

Cash-backed budgets;

Post Audit Action Plans are addressed; and

Act decisively against fraud and corruption.

Community engagements and participation: putting people first

All Councillors report regularly to their wards;

Municipalities have clear engagement platforms with communities, e.g. ward level

service delivery plans, IDPs and budget report backs; and

Transparent, responsive and accountable processes to communities, etc.

Basic Service Delivery: creating conditions for decent living

To ensure that municipalities develop new infrastructure at a faster pace whilst

adhering to the relevant standards, and to enable them to improve operations and

maintenance of existing infrastructure to ensure continuity of service provision.

1.2.10. Municipal Standard Chart of Accounts (MSCOA)

The Minister of Finance promulgated Government Gazette No 37577, Municipal Regulations

on Standard Chart of Accounts, effective 01 July 2017. The regulation seeks to Provide a

National Standard for uniform recording and classification of municipal budget and financial

information at a transactional level in order to:

Improve compliance with budget regulations and accounting standards;

Better inform national policy coordination and reporting, benchmarking and

performance measurement.

Repercussion of non-compliance with Regulation by 1 July 2017 will result in Grant

Funding stopped.

Benefits of MSCOA include:

Accurate recording of transactions, therefore reducing material misstatements,

Reduce the month/year end reconciliation processes and journals processed,

Improve quality of information for budgeting and management decision making,

Improve oversight function by Council as the required information will be tabled for

policy decisions, tariff modelling, and monitoring,

Ensure alignment and implementation of the IDP as all expenditure, both capital and

operating, will be driven from a project and

Improve measurement of the impact on service delivery and the community.

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1.3. Strategy Development

1.3.1. SWOT Analyses

Strengths

• Institutional and legislative system in

place to provide efficient services

• Libraries present in all 7 local

municipalities

• Approved Organisational Structure

• Good Governance structure are in

place and functional

• Functional Regional IGR structures

• Effective Performance Management

Systems (OPMS and IPMS)

• All Section 54A and 56 positions

filled

• Most sector plans and strategies are

in place

• Fixed grant income

• Generating more income from our

investments

• Timely payment of creditors to avoid

penalties and interests

• Good partnership with Traditional

Leaders, Sector Departments and

other stakeholders

Weaknesses

• Insufficient professionals and artisans

to provide equitable and quality

service to the community

• Lack of personnel capacity to support

LMs

• Inadequate functioning of the Disaster

management and fire services

• Inconsistent provision of library

service

• Insufficient funds to meet all service

delivery requirements

• Lack of succession plan

• Lack of Employee Assistance

Programme

• Lack of procedure manuals

• Long turnaround time on filling

vacancies

• Lack of service delivery infrastructure

maintenance

• Non-compliance with some statutory

guidelines

• Poor integration among stakeholders

and role players that are involved in

planning and development

• Inadequate By-law enforcement

• Dependence on grant income with

lower increase percentage than the

increase in the expenditure

• Poor planning and weak controls

• Lack of basic understanding of the

mSCOA (practical exposure)

• Road infrastructure continuously

damaged by heavy trucks

Opportunities

• The District has a potential to be a

Water Service Authority - In

accordance with Section 156(1) (d) of

the Constitution

Threats

• Uncertainty and instability created by

end of section 54A and 56 contracts

• High rate of protests by communities

within the District resulting in damage

23

• Aggressive deployment of technology

• Sourcing of more grants to expand

services and infrastructure

development

• Potential for better integration and

coordination with LMs and the Sector

Departments

• Potential for internal research

capacity

• Availability of natural resources to

support economic development (land

for agriculture, tourism, minerals etc.)

• Planning ahead to avoid land use

conflicts

• Low vacancy rate provides a

potential to strengthen internal

controls

• Internal support staff that will assist

challenges faced by local

municipalities

• Opportunity to generate more income

from the laboratory

• Creation of talent pool through

GSDM Bursary.

• Industrial businesses to assist in

funding some of the infrastructure

investments

to infrastructure

• Inconsistent attendance of IGR

Structure meetings

• Ageing infrastructure leading to

collapse in service provision

• High losses on electricity and water

resulting in a loss of potential revenue

for LMs

• Pollution speeding the negative

effects of climate change

• Mining operations threatening food

security

• Increased unrest caused by

inequitable resource allocation

• Inability to recruit and retain skilled

personnel.

• Exorbitant prices by service providers

(value for money for procurement)

• High level of debts by the LMs

• Increased level of unemployment

resulting from possible disinvestment

by Eskom

1.3.2. Vision

A community driven district of excellence and development

1.3.3. Mission

To support and coordinate our local municipalities to provide excellent services and development

1.3.4. Corporate Values

Implementing the above, the Gert Sibande District Municipality subscribes to the following corporate values:

Customer Focus

Accountability

Responsiveness

Excellence

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Service Oriented

1.4. IDP Planning Process

The Gert Sibande District Municipality Council approved and adopted a Framework for the

drafting of the 2017/22 IDP for its area of jurisdiction. This was followed by Process Plans

being developed by the seven (7) constituent Local Municipalities for their respective IDP

Review processes. These plans were adopted to dictate the process followed in developing

this IDP.

During the development cycle, changes to the IDP process and content have been

necessitated due to:

Institutional Issues;

Amendments in response to changing circumstances;

Needs to improve the IDP process and content;

Mainstreaming of Transversal programmes

1.4.1. District IDP Framework Plan

The District Framework Plan was formulated and adopted to serve as a guide to all of the

local municipalities within the GSDM area of jurisdiction, in the preparation of their respective

Review Process Plans. In brief, the District Framework Plan outlines the time frames of

scheduled events/activities, structures involved, and their respective roles and

responsibilities during the review process.

The GSDM Framework which was formulated and adopted by Council further outlines the

way in which the GSDM embarked on its own IDP drafting Process from its commencement

in August 2016 which will be fully approved by council during the month of May 2017.

The following structures guided the IDP Management and Review Process within the GSDM:

IDP Representative Forums

IDP Steering committees

IDP Management Committees

The aforementioned structures were utilized during the IDP process in accordance with the

roles and responsibilities assigned to them as stipulated in the table below:

Organisational Arrangements for Organised Public Participation

NO. ROLE PLAYERS ROLES AND RESPONSIBILITIES

1. Municipal Council The District Council will approve the reviewed IDP.

Will consider the Framework/Process Plan which should set out

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the process for the new IDP cycle.

2. Executive Mayor

and Mayoral

Committee

The Mayoral Committee must:

Decide on the Framework/Process Plan for IDP Review.

Responsible for overall management, co-ordination and monitoring

of the review process, and may assign responsibilities to the

Municipal Manager.

Submit reviewed IDP framework and draft IDP to Council.

Develop terms and criteria for Representative Forum.

Give political direction.

3. Municipal Manager

with delegated

powers to the

Senior Manager

Planning

The Municipal Manager is responsible for the management and co-

ordination of the preparation of the IDP process which include but

not limited to the following:

Responsible for the day to day management of the planning

framework/process plan and ensuring that timeframes are being

adhere to and resources are managed effectively and efficiently.

Co-ordinate the involvement of all different role players.

Ensuring the horizontal and vertical alignment in the planning

process, including Sectors.

Ensure that the links between the processes of performance

management, monitoring, evaluation and review are maintained.

Ensuring compliance with National and Provincial requirements

and legislations.

Ensure appropriate participation of all the relevant Stakeholders.

Ensure proper documentation of outcomes.

Chairing the Steering Committee, Technical Committee.

Management of Service Providers.

4. IDP Steering

Committee

Framework/Process Plan management structure.

Allocation of duties and monitoring.

Overall management including the appointment of technical

consultants.

Decision on roles and responsibilities.

Commission research studies and recommend appointment of

service providers.

Decide on matters to be referred to IDP Forum for alignment and

integration purposes.

5. IDP Representative

Forum

The Executive Mayor or Representative chairs the forum meetings.

Constituted of all the Executive Mayors/ Municipal Managers/

MMC Responsible for IDP/IDP managers/

coordinators/CBO’s/NGO’s/Business Forums/ Community Forums/

Youth /Woman/ Disabled Org./ Political parties /Traditional

26


Leadership, GSDM GIS Manager.

This Forum consists of community participation

structure/stakeholders in their respective organised formations, to

represent the interests of all stakeholders and ensure proper

communication to guarantee representative and collaborative

participation during the review process.

Provide an organizational mechanisms for discussion, negotiations

and decision making between the stakeholders including

municipalities and government departments during the Municipal

process.

Monitor the performance of the planning and implementation

process.

Make recommendations to Council on planning and development

priorities.

6. IDP Sectoral

Forums

Air Quality

Stakeholders Forum

Authorities Air

Quality Forum

CFOs Forum

Corporate

Services/HR Forum

Disaster

Management Forum

District

Communications

Forum

District Planners

Forum

Environmental

Health Practitioners

Forum

Food Control Forum

HIV/AIDS Council

HOD Technical

Forum

Pollution and Waste

Forum

Each municipality will be represented by the head of department or

second in charge in the department and senior representatives

from sector departments operating within the District. The IDP

Sectoral Forums will be responsible for:

Advising the Steering Committee on terms of reference for the

various planning activities;

Deliberate on reports and consider inputs from the relevant

stakeholders. (study teams and consultants, and also inputs from

provincial sector on sector departments and support providers);

processes, summarizes and document outputs;

consider and report on department outputs;

makes content recommendations;

prepare, facilitate and document meetings;

Provide sectional IDP progress report on quarterly basis;

Discuss challenges encountered and recommend possible

solutions within their respective line functions;

ensure alignment regarding relational matters, and agree on the

programme of action to be pursued towards achieving goals as

articulated in the respective Municipal IDPs;

Use the 5 Year LGSA as the basis of their discussions and

information assimilation and dissemination tool;

Provide technical guidelines on environment and Municipal health

issues, provide assessment of district state in terms of compliance

and pollution matters;

Coordinate planning, support, regulatory issue, compliance and

27


Transport Forum enforcement of environmental laws by all authorities;

Coordinate stakeholder participation, implementation guidance and

awareness, to provide platform for stakeholders to raise common

issues or concerns, to mobilise support and participation on

government programmes and give feedback;

Coordinate planning, support, regulatory issue, compliance and

enforcement of environmental laws by all authorities

7. IDP Technical

Committee

Will be chaired by the District Municipal Manager or a designated

Official. Consists of all Municipal Managers and Heads of

Departments as well as representatives from sector departments.

Will deal with matters relevant and relating to District wide issues.

Consider District wide programs and integration to PGDS.

Consider and advise the IDP Representative Forum on the

evaluation of sector plans.

Attend to the alignment of the Local IDPs to that of the GSDM.

Deliberate on inter-sectoral programmes and recommends to the

Representative Forum.

Give advice to municipalities and foster sectoral alignment.

Will timeously report on progress which will then be forwarded to

the Steering Committee.

8. IDP Management

Committee

Will be responsible for, among others, the following functions:

Chaired by the GSDM IDP Manager and consisting of all the IDP

Directors/Managers from the seven (7) Local Municipalities.

Harness shared understanding of development between the Local

and District Municipalities during the IDP implementation and

review as well as other planning processes.

Support the planning and implementation management process of

local municipalities and District municipality.

Establish and maintain close links with public and private service

providers for proper programme alignment in municipal planning.

Provide information to municipalities on relevant national and

provincial policy and legislative frameworks.

Organize/conduct relevant training events for municipalities to build

their planning and implementation management capacity.

Liaise with donors and other state agencies for funding the

municipalities.

1.4.2. Summary of Community/ Stakeholder Participation The GSDM has hosted IDP/ Budget consultation meetings during which the District meet

each local municipality with the aim of emphasizing Government’s commitments via

programmes such as the Medium Term Strategic Framework priorities, presenting the draft

28

GSDM IDP, improvement in service delivery, and ensuring better life for all District residents

within the constituent Local Municipalities. The following table reflects the GSDM IDP/

Budget consultation meetings programme.

GSDM IDP/Budget Consultation Schedule

Municipality Venue Dates Time People

Expected

Chief Albert Luthuli Glenmore Community Hall 18/04/2018 10:00 350

Dipaleseng Grootvlei Community Hall 24/04/2018 14:00 200

Dr Pixley Isaka Ka Seme Daggakraal Community Hall 17/04/2018 14:00 200

Govan Mbeki Bethal Town Hall 19/04/2018 10:00 350

Lekwa Thuthukani Community Hall 24/04/2018 10:00 250

Mkhondo Driefontein Community Hall 25/04/2018 10:00 350

Msukaligwa Ermelo Town Hall 19/04/2018 14:00 250

The major issues recorded in each of the respective municipalities during this IDP/ Budget

consultation meetings are summarized as follow:

Community Issues Raised

Municipality Issues raised during Public Consultations

Chief Albert Luthuli Potholes patching

Invest more on cooperatives

Electrifying of new houses

Servicing of boreholes

Job creation

Dipaleseng Invest more on cooperatives

There is a need to have steady electricity provision

There is a need for running water in Households

There is a need for road repairs

Govan Mbeki Local Economic Development initiatives

Lack of land for Agricultural practices

Invest more on assisting cooperatives meet standard

requirements to bid for projects

Poor road conditions

Illegal dumping sites

Apollo street lights in poor state

Youth Development needs to be prioritised

Protection of the elderly from crime

Vandalism on existing infrastructure

Maintenance of sport fields

Land invasion and erection of shacks in Section 25

Increase support to youth in colleges and universities

Lack of assistance at DRDLR Ermelo offices

Maintenance of the cemetery

There is a need for an old age home

29

There is a need for formalising squatter settlements

Lekwa Increase of drug use amongst the youth

Vandalising of infrastructure at public parks

Sewer spillages are on the rise

There is a need for clean drinking water from household taps.

Need for pothole patching

Contents of closed dumping sites are becoming a nuisance

There is a need for schools catering for people living with

disabilities

There is a need to support local artist through donations

There is a need for an old age home

Increase budget for assisting cooperatives

Mkhondo Prioritise the installation of toilets

Proper grading of roads

Msukaligwa There is a need for capacity building for cooperatives

Revitalisation of public swimming pools

Settlements outside the urban are still without water

Dr Pixley Isaka Ka Seme Prioritise the fencing of the cemetery

Investment to small upcoming cooperatives

Proper grading of roads

Poor drainage system at sport grounds

Coordinate assistance from DAFF with farming initiatives

Schedule for other District’s IDP Public Participation structures are table below.

IDP MANCOM

Date Time Venue

05/05/2018 10:00 GSDM Boardroom

01/11/2018 10:00 Dipaleseng LM Boardroom

07/02/2019 10:00 Mkhondo LM Boardroom

08/05/2019 10:00 Chief Albert Luthuli LM Boardroom

IDP Steering Committee

Date Time Venue

09/08/2018 10:00 Boardroom

08/11/2018 10:00 Boardroom

22/02/2019 10:00 Boardroom

10/05/2019 10:00 Boardroom

IDP Representative Forum

Date Time Venue

19/09/2018 10:00 Council Chamber




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CHAPTER 2: GERT SIBANDE DISTRICT MUNICIPALITY AT A GLANCE

2.1. State of GSDM Development, Environment and District Population Dynamics:

This chapter seeks to highlight the state of development in Gert Sibande district municipality

looking at the regional context and status quo of development with a focus on certain

indicators. Furthermore this chapter is highlights the demographic analysis of the district.

2.1.1. Regional Context

GSDM is demarcated as DC30 as per the Municipal Demarcation Board, and is one of the

three (3) District Municipalities that constitute Mpumalanga Province. The District

Municipality is bordered by the Ekurhuleni Metropolitan Municipality to the west and

Sedibeng District Municipality to the south-west respectively and Thabo Mofutsanyane

District Municipality to the south-east. The Ehlanzeni District Municipality is located to the

north-east and Nkangala District Municipality to the north, while the Amajuba and Zululand

District Municipalities in KwaZulu-Natal Province are located to the south-east, and

Swaziland to the east.

Gert Sibande District Municipality is the largest of the three Districts in Mpumalanga

Province at 31 841 km², covering 40% of the Mpumalanga Province’s land mass. The

western portion of the District mostly comprises typical Highveld vegetation and climate, with

the eastern end of the District being more mountainous and characterised by extensive

forestry and rural settlements and tribal villages in the north-east in the Albert Luthuli Local

Municipality near the Oshoek Border Post with Swaziland.

The concentration of conservation and protected areas also increases towards the east.

Apart from the east-west orientated N17/N2 corridor running through the GSDM, there are

also two main north-south routes running through the District: the N3 freeway to the west,

and the N11 route running through the central part of the District.

The District comprises seven (7) constituent Local Municipalities as depicted in the table

below and Map 1 overleaf.

GSDM Local Municipalities

Name of Municipality Main Admin Location Area (km²)

Chief Albert Luthuli Carolina 5559

Dipaleseng Balfour 2616

Lekwa Standerton 4585

Msukaligwa Ermelo 6017

Mkhondo Piet Retief 4882

Dr Pixley Isaka Ka Seme Volksrust 5227

Govan Mbeki Secunda 2955

31

Municipal Demarcation Board: Municipalities of South Africa 2010

32

Gert Sibande District Municipality

33

2.1.2. District Demographic Analysis

According to StatsSA (2016 Community Survey - CS), Gert Sibande’s population increased from 1

043 194 in 2011 to 1 135 409 people in 2016 – second largest population among the 3 districts in

the province and 26.2% of the total population of Mpumalanga in 2016.

Population grew by 92 215 in the relevant period and recorded a population growth rate of 1.9%

per annum between 2011 & 2016 – economic growth rate per annum lower than the population

growth rate. The population number for 2030 is estimated at more or less 1.5 million people given

the historic population growth per annum – will put pressure on the infrastructure, basic service

delivery and employment opportunities.

The number of households in Gert Sibande increased from 273 490 in 2011 to 333 815

households (almost 60 000 households increase) in 2016 - represents 27% of the Mpumalanga

household figure - household size declining from 3.8 to 3.4 in the same period. Youth population

(15-34 years) forms 39.3% of the total population. The share of the female population in 2016

according to the CS was 50.3% and males 49.7%.

GSDM population data and projections

Local municipal area Population Average annual population

growth

Projected 2030 number

2011 (Census) 2016 (CS) 2011-2016

City of Mbombela 655 950 693 369 1.3% 830 801

Mbombela 588 794 622 158 1.3% 745 475

Bushbuckridge 541 248 548 760 0.3% 572 263

Emalahleni 395 466 455 228 3.2% 707 530

Nkomazi 393 030 410 907 1.0% 472 327

Govan Mbeki 294 538 340 091 3.3% 535 796

Thembisile Hani 310 458 333 331 1.6% 416 282

Steve Tshwete 229 831 278 749 4.4% 509 355

Dr JS Moroka 249 705 246 016 -0.3% 235 882

Mkhondo 171 982 189 036 2.1% 252 874

Chief Albert Luthuli 186 010 187 630 0.2% 192 952

Msukaligwa 149 377 164 608 2.2% 223 236

Lekwa 115 662 123 419 1.5% 152 022

Thaba Chweu 98 387 101 895 0.8% 113 920

Dr Pixley Ka Isaka Seme 83 235 85 395 0.6% 92 855

Victor Khanye 75 452 84 151 2.5% 118 903

Umjindi 67 156 71 211 1.3% 85 326

Emakhazeni 47 216 48 149 0.4% 50 917

Dipaleseng 42 390 45 232 1.5% 55 715

Mpumalanga 4 039 939 4 335 964 1.6% 5 533 629

Source: Statistics South Africa, 2016

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2.1.3. Age and sex structure The age and sex structure of the population is a key determinant of population change and

dynamic. The shape of the age distribution is an indication of both current and future needs

regarding educational provision for younger children, health care for the whole population and

vulnerable groups such as the elderly and children, employment opportunities for those in the

economic age groups, and provision of social security services such as pension and assistance to

those in need.

Age structure of Gert Sibande District Municipality

Source: Stats SA, Community survey 2016

The figure above clearly depicts that majority of people in the District constitute youth from the age

group 15 to 34. This means that focus in terms of investment should be on youth development in

order to ensure a sustainable future for all. Gert Sibande DM population exhibits many of the

national population characteristics. Women and youth are in the majority and there is a relatively

high population dependency. These characteristics have several related implications for socio-

economic development which include: A relatively high number of people below the age of 15

means that provision of health, early childhood development, basic education, sports development

and recreation must be given a priority in developing the communities within GSDM.

Secondly, the concentration of the economically active population below the age of 35 implies that

life skills services enabling ease of access to employment and economic opportunities must reflect

a bias towards youth which may include intensive skills development, on the job training etc; the

youth, in particular young women are considered to be more vulnerable leading them to social and

economic deficit and most often at risk of contracting HIV. Lastly the future size and quality of the

economically active population will depend in large part on the ability of Gert Sibande DM to

35

develop and advocate for the appropriate and requisite skills and most importantly, to retain these

skills within the District municipality where practically possible

Development Indicators

Development indicators refer to the four elements of development namely; education, Human

Development Index, Gini co-efficient and poverty levels of the Gert Sibande district municipality.

These elements are used to determine if whether development is reached or not.

2.1.4. Education Literacy and Education Levels

The table below indicates that there is an slight improvement in terms of percentage of people

enrolling for secondary education but the rate of further education is still low .The figures are not

impressive particularly for the District due to the fact that employers hire people who either have

had a formal educational background or qualifications from institutions of higher learning. This is

also a contributing factor which could lead to even higher unemployment rates in the district.

Literacy and Educational Levels in GSDM Local Municipalities for 2016

Source: Stats SA 2016

Gert Sibande District municipality's Education Indicators

EDUCATION INDICATORS Census IHS Global

Insight

2014

Trend Ranking:

best (1) –

worst (3) 2001 2011

Population 20+ with no

schooling (%) 26.3%

13.4% 10.7%

2

Population 20+ with post

matric qualification (%) 5.5%

9.7% 9.6%

3

36

Functional literacy rate (%) 59.3% 76.5% 79.5%

2

Source: Mpumalanga Provincial Treasury, Socio-Economic Situation and Challenges of Gert Sibande 2015

Population 20+ with no schooling improved from 13.4% in 2011 to 10.7% in 2014, ranking 2nd

among the districts. Population 20+ with post matric qualification improved since 2011 but slightly

deteriorated from 9.7% in 2011 to 9.6% in 2014 – lowest among the districts. Lastly the functional

literacy rate (15+ with grade 7+) improved from 76.5% in 2011 to 79.5% in 2014.

Comparative grade 12 results for districts in Mpumalanga, 2011-2016

Local municipal area Grade 12 Pass Rate Admission to B degree

2011 2016 2017 2017

Thaba Chweu 69.0% 88.8% 87.5% 29.2%

Victor Khanye 70.3% 82.1% 82.5% 27.1%

Msukaligwa 74.1% 77.8% 82.3% 29.5%

Lekwa 71.1% 87.5% 81.9% 32.3%

Emakhazeni 74.8% 84.5% 81.6% 32.0%

Emalahleni 75.8% 88.0% 80.9% 22.9%

Chief Albert Luthuli 69.7% 80.9% 79.0% 28.6%

Nkomazi 76.2% 80.4% 78.9% 26.1%

Steve Tshwete 74.4% 81.0% 77.9% 28.9%

Mkhondo 55.2% 66.1% 76.7% 29.8%

City of Mbombela 69.1% 78.8% 75.3% 26.9%

Govan Mbeki 71.3% 77.6% 73.0% 22.0%

Bushbuckridge 51.2% 71.1% 71.2% 18.0%

Dipaleseng 42.6% 65.2% 68.6% 22.2%

Thembisile Hani 67.2% 77.3% 67.5% 14.8%

Dr. JS Moroka 57.6% 73.5% 67.1% 18.9%

Dr Pixley Ka Isaka Seme 46.0% 64.5% 65.1% 18.8%


According to the 2016 CS of StatsSA, the population in Gert Sibande aged 20+ completed grade

12, increased from 220 949 in 2011 to 278 137 (increase of 57 188) in 2016 – an increase of 26%

in the relevant period. Gert Sibande’s grade 12 pass rate improved from 65.4% in 2011 to 75.9% in

2016 and then to 76.5% in 2017, which was the 2nd highest of the 4 educational districts in the

Province. Highest pass rates in Msukaligwa and Lekwa and lowest Dr Pixley. The admission rate

to degree studies also increased in 2017 to 26.7%, which was the highest of the districts and

higher than the provincial average.

2.1.5. Human Development Index The Human Development Index (HDI) is a composite, relative index that attempts to quantify the

extent of human development of a community. It is based on measures of life expectancy, literacy

and income. The HDI can assume a maximum level of 1, indicating a high level of human

development, and a minimum value of 0.According to the United Nations, HDI is considered high

37

when it is 0.8 and higher, medium when it ranges between 0.5 and 0.8 and an index value of 0.5

and lower will be considered as a low rating. Gert Sibande showed a slight increase of Human

Development Index (HDI) from 0.56 in 2011 to 0.61 in 2016

Human Development Index (HDI)

Local Municipal Area Human Development Index

2011 2016

Steve Tshwete 0.63 0.67

Emalahleni 0.63 0.66

Govan Mbeki 0.62 0.66

Thaba Chweu 0.59 0.65

City of Mbombela 0.58 0.63

Emakhazeni 0.56 0.62

Msukaligwa 0.57 0.61

Lekwa 0.56 0.61

Victor Khanye 0.56 0.61

Dipaleseng 0.57 0.60

Chief Albert Luthuli 0.56

Dr Pixley Ka Isaka Seme 0.51

Thembisile Hani 0.49 0.55

Dr JS Moroka 0.48 0.55

Mkhondo 0.48 0.53

Nkomazi 0.47 0.53

Bushbuckridge 0.48 0.52

Source: Stats SA, 2016

2.1.6. Poverty aspects in Gert Sibande

The share of the population in Gert Sibande is below the lower-bound poverty line of 41.2% in

2016. Gert Sibande’s share of population below the lower-bound poverty line the 2nd highest

(unfavourable) among the districts. The number of people below the lower bound poverty line was

high at almost 448 014 in 2016. According to the 2016 Community Survey of StatSA, the poverty

headcount (multi-dimensionally) of Gert Sibande improved from 8.4% in 2011 to 7.2% in 2016 –

the poverty intensity however deteriorated from 41.6% to 43.1% in the same period. The poverty

rates are the lowest in Govan Mbeki and highest in Mkhondo.

Poverty rate is increasing in all the Gert Sibande municipal areas except for Chief Albert Luthuli.

Poverty drivers according to the 2016 CS of StatsSA are more specifically unemployment and

factors such as the level of education.

Local Municipal Area Poverty rate

(lower bound)

2011

Poverty rate

(lower bound)

2016

Poverty numbers

(lower bound)

2016

38

Steve Tshwete 21.2% 26.0% 103 148

Thaba Chweu 24.1% 26.2% 43 329

Emalahleni 22.0% 28.0% 186 204

Govan Mbeki 26.9% 31.0% 143 271

Emakhazeni 31.1% 32.6% 23 628

Dipaleseng 33.2% 35.4% 22 907

City of Mbombela (incl Umjindi) 36.0% 35.7% 365 710

Lekwa 31.7% 36.0% 61 882

Victor Khanye 33.3% 37.9% 44 619

Msukaligwa 33.6% 38.2% 86 245

Chief Albert Luthuli 50.1% 45.9% 117 168

Thembisile Hani 47.9% 48.3% 223 880

Dr JS Moroka 51.4% 50.1% 172 068

Dr Pixley Ka Isaka Seme 49.6% 51.3% 55 620

Nkomazi 53.7% 54.6% 301 571

Mkhondo 53.7% 56.6% 133 754

Bushbuckridge 57.1% 61.1% 432 433


2.1.7. Unemployment and Employment Levels

Unemployment remains one of the most pressing socio economic challenge throughout South

Africa, Mpumalanga and globally. High rates of unemployment have direct links with the other

social issues and problems such as poverty, inequality, social instability and crime. In assessing

the unemployment in Gert Sibande, Statistics South Africa uses the strict (official) definition and

distinction needs to be made between it and the expanded definition. According to the official

definition, unemployed people are those that: have not worked seven days prior to an interview,

want to work and are available to work, and take active steps to search employment.

The expanded definition incorporates both (a) and (b), but excludes condition (c). The people

affected by (c) are called discouraged work seekers. The official definition of unemployment

regards the discouraged work sectors as not economically active, while the expanded definition

regards them as unemployed.

Unemployment rates in Gert Sibande and its local municipalities

Local Municipal Area Unemployment rate

Census 2011

Unemployment rate

2016 IHS Global Insight figures

Steve Tshwete 19.7% 17.3%

Thaba Chweu 20.5% 20.3%

39

Govan Mbeki 26.2% 22.5%

Emakhazeni 25.9% 22.8%

Lekwa 25.9% 23.4%

Msukaligwa 26.8% 23.6%

City of Mbombela (incl Umjindi) 28.0% 24.3%

Victor Khanye 28.2% 25.6%

Emalahleni 27.3% 26.6%

Mkhondo 35.9% 31.5%

Chief Albert Luthuli 35.4% 31.7%

Nkomazi 34.3% 32.6%

Dr Pixley Ka Isaka Seme 36.1% 33.4%

Dipaleseng 37.2% 34.4%

Thembisile Hani 37.0% 38.5%

Dr JS Moroka 46.6% 47.7%

Bushbuckridge 52.1% 49.3%


The unemployment rate of Gert Sibande was around 26% in 2016 with the unemployment rate for

females at 33.5% and that of males 21.2%. Youth unemployment rate according to the Census

figures 38.4% indicated a challenge with especially very high youth unemployment rate of females

which is more than 50% in Mpumalanga. The lowest unemployment rate was recorded in Govan

Mbeki and highest in Dipaleseng and Dr Pixley.

Labour force

Indicator Chief

Albert

Luthuli

Msukal

igwa

Mkhondo Dr

Pixley

ka seme

Lekwa Dipale

seng

Govan

Mbeki

TOTAL

Employed 29141 41 698 30 510 13 979 34 118 10 546 99 138 259 129

Unemployed 15 975 15 267 17 123 7 906 11 895 6 244 35 249 109 658

Discouraged job

seeker

9 282 5 311 6 060 4 184 2 600 1 295 6 787 35 518

Not

economically

active

53944 35 625 48 086 23 383 28 171 9 877 63 301 262 387

Total 108 342 97 900 101 779 49 452 76 784 27 961 204 474 666 692

Youth

unemployment

35.4 26.8 35.9 36.1 25.9 37.2 26.2 29.7


Unemployment rate of 29.7% (strict definition) in 2011 (109 661) is a percentage of the

Economically Active Population of 368 787 – decreasing trend. Unemployment rate for females

40

38.4% and males 22.9%, this shows that there is still a huge gap in terms of equity between man

and women in terms of employment and it affect the state of development of the district badly when

measuring equity and income, hence the Gini co- efficient figure is not good. Employment number

only 26.0% of Mpumalanga employed. Gert Sibande had 259 130 individuals that were employed

in 2011.

2.1.8. Gert Sibande Economy

Socio Average annual economic growth rate for Gert Sibande at 1.5% over the period 1996 to

2016 - forecasted average annual GDP growth for Gert Sibande for 2016-2021 more or less 1.3%

per annum in line with national and provincial growth expectations.

Almost 50% of the economy mining and manufacturing (role of Sasol) and other important

industries include community services, trade (including industries such as tourism) and finance.

The District has the smallest economy of the 3 districts, but dominant in especially manufacturing

with the contribution to the Mpumalanga economy more or less 28%.

The size of the economy in 2016 was estimated at more or less R80 billion in current prices. The

area has ccomparative advantage in economic industries/sectors such as manufacturing, mining

and agriculture. The largest economy being that of Govan Mbeki and smallest being that of

Dipaleseng. Tourism expenditure in the area as a percentage of the local GDP relatively low at

almost 4% – tourism spending more than R3.6 billion pa.

Local municipal area % contribution to Mpumalanga

economy 2016

Average annual economic growth

1996-2016


2011-2016


2016-2021

City of Mbombela 23.4% 4.0% 2.2% 2.0%

Emalahleni 16.6% 1.2% -0.9% 0.9%

Govan Mbeki 14.3% 0.9% 2.1% 1.4%

Steve Tshwete 13.5% 2.5% 1.3% 1.4%

Msukaligwa 4.2% 2.5% 1.4% 1.5%

Bushbuckridge 4.2% 0.5% 1.1% 1.6%

Thaba Chweu 3.6% 3.3% 2.1% 2.1%

Nkomazi 3.3% 1.9% 1.3% 1.8%

Lekwa 3.1% 0.7% -0.1% 1.4%

Mkhondo 2.6% 3.3% 2.2% 2.0%


Victor Khanye 2.2% 3.3% 2.2% 1.9%

41

Thembisile Hani 2.1% 1.5% 2.0% 1.7%

Dr JS Moroka 1.8% -0.3% 0.5% 1.3%

Emakhazeni 1.2% 2.6% 2.3% 1.8%

Dr Pixley Ka Isaka Seme 0.9% 1.4% -0.4% 1.6%

Dipaleseng 0.7% 2.0% -0.1% 1.3%


Gert Sibande Regional Contribution

Economic Sector

Gert Sibande Nkangala Ehlanzeni Total

Agriculture 35.1% 22.4% 42.5% 100%

Mining 29.7% 63.6% 6.7% 100%

Manufacturing 39.8% 32.6% 27.6% 100%

Electricity 24.5% 40.2% 35.4% 100%

Construction 22.7% 30.3% 47.0% 100%

Trade 25.3% 27.3% 47.4% 100%

Transport 27.6% 30.3% 42.1% 100%

Finance 20.2% 30.7% 49.1% 100%

Community services 23.1% 26.8% 50.1% 100%

Total 27.7% 38.1% 34.2% 100%


2.1.9. Natural Environment Analysis of the natural environment gives a clear summary of the environmental aspects within

GSDM. The purpose of this analysis is to give the state of the environment of the district for proper

planning, policy formulation towards informed proactive decision making aimed at improving

sustainability of the environment whilst also promoting economic livelihood in communities of the

district

Topography, Hydrology and Climate

From a regional topographical perspective, the largest part of the Gert Sibande DM is situated on

the Highveld Grasslands of Mpumalanga. Hence, the District generally features an undulating to

strongly undulating landscape with intermittent hills. The intensity of the undulations generally

increases from west to east, in the direction of the Drakensberg Escarpment and Swaziland. Once

past the escarpment (in the general direction of Piet Retief), the landscape is characterised by

undulating hills and lowlands. The far north-eastern and south-eastern extents of the District (in the

direction of Barberton and Volksrust / Wakkerstroom) are characterised by the occurrence of low to

high mountains.

42

Soil Types

There are six broadly defined soil types present in the Gert Sibande District Municipality and are as

follows:

Black and red strongly structured clayey soils with high base status;

Red and yellow massive or weak structured soils;

Red-yellow and greyish soils with low to medium base status;

Rock with limited soils;

Soils with a marked clay accumulation – strongly structured and a reddish colour; and

Soils with minimal development, usually shallow on hard or weathering rock with or without

intermittent diverse soils.

Map 2: Soil Potential, GSDM Rural Development Plan (RDP)

The most dominant soil patterns are the black and red clayey, and the red-yellow and greyish soils.

Geology and Mineral Potential

The majority of the Municipality is underlain by the Karoo Super Group. The spatial distribution of

the dominant underlying rock types forming part of the Karoo Super Group are as follows:

Arenite dominates the majority of the Municipality.

Dolerite is spread throughout the central extents of the Municipality (Govan Mbeki,

Msukaligwa, Lekwa and Dr Pixley Ka Isaka Seme Local Municipalities) in the form of

intrusions.

43

Shale patches dominate southern extents of the Municipality (Dr Pixley Ka Isaka Seme

Local Municipalities), with some isolated patches occurring in the Balfour / Greylingstad

area within the Dipaleseng Local Municipality.

Isolated patches of underlying Dolomite are found within the Badplaas area (Chief Albert

Luthuli Local Municipality), which has given rise to the development of a series of caves.

More specifically, this phenomenon forms part of the eastern Malmani dolomite karst cave

area. Importantly, these caves house a major component of the biodiversity found within

the District, and hence need to be conserved.

Quartz Monzonite dominates the north-eastern extents of the Municipality (Chief Albert

Luthuli Local Municipality).

Granite dominates the south-eastern extents of the Municipality (Mkhondo Local

Municipality), around Piet Retief.

Biodiversity, Conservation areas and nature reserves

Map 3: Bio-diversity and Nature Conservation, GSDM Spatial Development Framework (SDF)

44

Forest

Map 4: Forestry, GSDM Spatial Development Framework (SDF)

Wetlands

Map 5: Fresh water Bio-diversity, GSDM Rural Development Plan (RDP)

45

CHAPTER 3: KEY PERFORMANCE AREAS

3.1. KPA1: Municipal Transformation and Organizational Development

3.1.1. Municipal Powers and Functions

Several functions at some of our local municipalities are shared due capacity constraints.

Constitutional Mandate, Powers

and Functions

GSDM ALBERT

LUTHULI

DIPALESENG GOVAN

MBEKI

LEKWA MKHONDO MSUKALIGWA PIXLEY

KA

SEME

Water & Sanitation in terms of

Section 84(3) 1(b) & 1(d) of the MSA

LED in terms of Schedule 4 & 5 part

(b) of the constitution & Chapter 7

(153)

MHS in terms of Section 84(1) (i) of

the MSA

Х х х х х Х х

Municipal Airports in terms of section

84(i) (j) schedule 4 part (b)

х х

Fire Fighting in terms of Section 84(i)

(j) schedule 4 part (b)

Disaster Management in terms of

section 25,42 & 53 of the DMA 57 of

2002

The Constitution of Republic of SA

Act of 1996 in terms schedule 4& 5

46

part (b) of the constitution

Electricity in terms of section 84(1)

(c) except planning of the MSA

Waste Management in terms of

schedule 4 & part (b) of the

constitution

Housing in terms of providing land

and bulk services

FBS – targeted indigent register

available

Х

Greening programme in terms of

Schedule 4 & part (b) of the

Constitution Environmental

promotion

Municipal Planning in terms of MSA

Section 84 (1) (a)

Х

Municipal Roads in terms of


Constitution

MSA

S84(1)

Child Care Facilities in terms of


Constitution

Control of undertaking to sell liquor

to the public in terms of Schedule 5

47

& part (b) of the Constitution

Facilities for accommodation, care/

burial of animals in terms of


Constitution

Markets in terms of MSA S84(1)(k) Х Х Х Х Х Х

Municipal Abattoirs in terms of


Constitution

MSA

S84(1)(k)

MSA

S84(1)(k)

Promotion of Tourism In terms of


Constitution[ planning]

MSA

S84(1)(k)

Local Amenities / Sports facilities /

Parks & Recreation in terms of


constitution

х

Billboards in terms of Schedule 5 &

part (b) of the constitution

х

Public Places in terms of Schedule 5

& part (b) of the Constitution

48

General comments on capacity in

terms of Powers and Functions

The District needs to increase its capacity to support its local municipalities and build capacity

The municipalities are having financial and human constrains to perform their functions

The municipalities are having a challenge to recruit and retain special skills and managers due to their rural

nature and conditions of service / salaries

The municipalities need to look into the institutional arrangements to improve on its capacity to deliver services

and have a staff retention policy

General comments from

demarcation board assessments in

terms of Priority 1-3 Functions

That there should be service level agreements where DWAF or other providers are still performing water

services on behalf of the locals

That all locals must ring fence their budgets per service rendered independently

That municipalities should improve on the performance of their functions [service delivery mechanisms]

49

3.1.2. Organizational Design

The election of new political leadership necessitates that the Organizational Structure be reviewed

in order to address programmes as identified in the manifesto. Furthermore, it is recommended

that the department of Human Settlement, Public Safety, Roads and Transport be abolished from

the current structure as this is not the mandate of the District.

Committee Service

The Committee section also supports with the secretariat service for Section 79 and 80 committees

of Council wherein the section 79 quarterly and section 80 meeting are held monthly.

Section 79 Committees

Municipal Public Accounts [MPAC]

Rural Development and Traditional Affairs

Rules and Ethics

By-Laws and Policy

Local Labour Forum

Section 80 Committees

Corporate Services

Community and Social Services

Infrastructure and Technical Services

Planning and Economic Development

Finance

Special programmes

Institutional Capacity

Filling of critical positions: Senior Manager: Planning, General Manager Cooperate service

amongst other positions and address the Employment Equity targets as envisaged from the

Employment Equity Plan approved by Council.

GENERAL

MANAGER

PLANNING AND

ECONOMIC

DEVELOPMENT

51

GSDM EMPLOYEE HEAD COUNT

OCCUPATIONAL POST WHITES INDIANS COLOUREDS AFRICANS BLACKS

TOTAL

FEMALES

LEVELS LEVEL

STR

ENG

TH

N

O %

MAL

E

FEM

ALE

N

O %

M

AL

E

FEM

ALE

N

O %

MAL

E

FEMA

LE

N

O %

MAL

E

FEM

ALE NO. % NO. %

1 Top Management 0 5 0

0,00

% 0 0 0

0,00

% 0 0 0 0,00% 0 0 5 100,00% 5 0 0 0%

2

Senior

Management 14-18 52 6

12,2

4% 5 1 2

3,85

% 2 0 0 0,00% 0 0 44 84,62% 28 16 17 33%

3

Professionally

qualified

& experienced

specialists & mid-

management 13 14 4

28,5

7% 2 2 0

0,00

% 0 0 0 0,00% 0 0 10 71,43% 4 6 8 57%

4

Skilled technical

& academically

qualified workers,

junior mgt,

supervisors,

foremen &

superintendents 9-12 105 0

0,00

% 0 0 1

0,95

% 0 1 0 0,00% 0 0

10

4 99,05% 49 55 56 53%

5

General skilled &

discretionary

decision making 4-8 59 1

1,69

% 0 1 0

0,00

% 0 0 1 1,69% 0 1 57 96,61% 31 27 29 49%

6 Basic skilled and

defined decision

making

1-3 33 0 0,00

%

0 0 0

0,00

%

0 0 0

0,00%

0 0 33

100,00%

16 17

17 52%

TOTAL

PERMANENT 268 11

4,21

% 7 4 3

1,12

% 2 1 1 0,37% 0 1

25

3 94,40% 133 121 127 47%

Non-perm.

Employees 0 0

0,00

% 0 0 0

0,00

% 0 0 0 0,00% 0 0 0 0,00% 0 0 0 0%

TOTAL 268 11

4,21

% 7 4 3

1,12

% 2 1 1 0,37% 0 1

25

3 94,40% 133 121 0 0 127 47%

52

3.1.3. Skills Development and Capacity Building

Much is therefore required of Local Government; service delivery; management; financial

and accountability demands placed on Local Government sphere are enormous. In case

where municipalities do not stand up to these demands, skills shortage is often cited as the

cause.

It is known that certain skills categories, including artisans, engineers, financial

administrators & management, general planning, strategic planning and project management

are in short supply in Local Government Sphere.

Artisans and technical skills, with priority attention to those needs for infrastructure

development.

Management and Planning Skills in education, health and in municipalities.

Skills requisite to Local Economic Development needs of municipalities, especially

developmental economists

The following key issues have been identified with regard to Skills Development and

Capacity Building:

Mobilizing all stakeholders to enter into partnership and commit towards a

comprehensive strategy aimed at addressing skills shortage in and around the

region.

Optimising the capacity of Municipalities to effectively perform their functions through

continuous skilling of Municipal officials and Councillors.

Identification of learnership programmes for GSDM community in fields such as; ICT

and Engineering.

3.1.4. ICT Services

ICT services in municipalities within the District are generally informal and poorly resourced.

They lack proper governance roles and responsibilities ranging from ICT management to

Executive management and Leadership. As a result the ICT value adds is non-existent or

demising and the municipal service delivery is being compromised.

ICT needs to transform to a business aligned strategic enabler in order to create value in

municipalities. This transformation has started as a national initiative of the DPSA in

November 2012, with a 3 phase approach over two years. In 2014 COGTA together with the

AG and other stakeholders recognised the under-capacity in the local government sphere

and amended that this transformation spreads over four years.

53

Roadmap to transform ICT to a Strategic Enabler

Relationship between the IDP and ICT Strategy

The timing is perfect, as the new leadership has been elected in and taken office and will

embark on a new business strategy as informed by the political mandate. This business

Phase 1

• Enablement

• Due June 2017

Phase 2

• Strategic Alignment

• Due June 2019

Phase 3

• Continuous Improvement

• Beyond June 2019

54

District

Leadership

Management

Workforce

National Government

Provincial

Government

Communities

Business

NGO

Other

Local

Municipalaties

strategy formulation will culminate in a credible IDP that will inform the ICT Strategy or Mater

Systems Plan (MSP) inter alia other business strategic plans.

Drivers of the ICT Strategy

The District will not only aim at synergising strategic plans amongst in internal departments,

but will strive to increase the value of ICT as an enabler by synergising the ICT strategies of

all local municipalities within the boundaries as well as with the whole of government ICT

Programmes. The stakeholder consultation process will be enhanced to include all parties

of interest.

Stakeholder Relationship

National Objectives

of Goverment

Local Objectives

of Government

Bussiness

Objectives

(IDP)

ICT

Objectives

ICT

Stratergy

MSP

55

3.1.5. Key Issues to be addressed on KPA 1

TASK job evaluation – The project is currently being implemented by SALGA

Mpumalanga throughout the District.

Categorization of the District – Organizational grading to determine the pay curve

municipalities have been provided with the tool to calculate the grading outcome

which have to be submitted to Council for endorsement.

Training of Councillors and Officials – Develop programs and mechanisms to support

capacity development of officials and councillors.

Compliance with legislation requirements (Compliance Register) – Progressively

ensuring that the monitoring of compliance to ALL local government legislations are

reported and implemented.

Performance Management for employee below section 56 – Need to proactively

capacitate all supervisory positions on issues of performance management.

56

HIV PREVALENCE BY DISTRICT: 2008 - 2013

1

3.2. KPA 2: BASIC SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT

3.2.1. District Community Health and Wellness

Coordination of HIV, TB and STI's, Home Based Care and Orphans/Vulnerable

Children

Mpumalanga Province is one of Provinces with the highest infection rates of HIV. Latest

statistics reveals a slight decrease among the three District Municipalities of Mpumalanga;

we have a higher HIV prevalence rate at 40.5% (2013 DOH Survey) which shows a slight

decrease from the previous stats of 2011 which was 46.1%. Poor infrastructure at some of

the Local Municipalities has resulted in the District recording the highest infection rate due to

inaccessibility of health services. Some people end up defaulting as they cannot collect their

medication (ARV's). Poverty, unemployment and inequality are some of the key drivers of

the HIV epidemic.

The District AIDS Council has a good relationship with Sector Departments, Developmental

Partners, NGO's, Civil Society Organisations. The National HIV, TB and STIs Strategic Plan

2017 - 2022 has been developed. After that the Provincial, District and Local

Implementation Plans will be developed in line with the National HIV, TB and STIs Strategic

Plan. The locality of the District Municipality poses a threat as it is situated where there is a

lot of traffic passing through including trucks. Currently Dipaleseng Local Municipality has

the highest HIV prevalence rate (58.8%) in Gert Sibande District followed by Mkhondo Local

Municipality (50.0%). Although there is a slight decrease of HIV prevalence we need to do

our best to alleviate this problem and come up with new strategies and solutions.

HIV prevalence in Mpumalanga

57

Mpumalanga Department of Health, 2013

HIV prevalence per Local Municipality

Mpumalanga Department of Health, 2013

Key Issues to Be Addressed

The District supports the seven Local Municipalities in launching Ward AIDS

Committees

Ensure the establishment of War Rooms at all the Local Municipalities guided by

Operation Vuka Sisebente where all issues affecting the community are discussed

and addressed

Increase HIV, TB and STI's Awareness especially to the Key Populations, Vulnerable

Groups and the Youth.

To intensify HIV Awareness Campaigns, with emphasis on prevention strategies

such as Medical Male Circumcision (MMC), Condom distribution and usage and

further conduct capacity building workshops.

Ensure that the 90 90 90 Strategy is adhered to.

Home Based Care

Gert Sibande District Municipality supports Home Based Care Centres by distributing Home

Based Care Kits. The District recognises and appreciates work that is done by the Home

Based Carers for the communities. We also urge that other stakeholders support Home

Based Care Centres. As a District, we will continue and support Home Based Care Centres

across the District.

HIV PREVALENCE BY SUB-DISTRICTS: 2011-13

58

Orphans and Vulnerable Children

Children living in child-headed households (CHH) are amongst the most vulnerable

members of the community. Protection of their rights needs to be strengthened and be

elevated to be the main focus of all individuals and agencies dealing with these children.

These children are extremely vulnerable to abuse, exploitation, child trafficking and

commercial sex work due to the fact that they do not have an adult to ensure their protection

and safety. There is therefore a dire need to have guidelines for the statutory services for

child headed households to ensure that their rights are protected.

These guidelines are meant for Social Workers and other service providers rendering

services to Child Headed Households. The guidelines will inform service delivery to children

living in Child Headed Households and ensure that Section 137 of the Act is effectively

implemented.

Key Issues

Facilitate coordination of service delivery for fulfilment of the Rights of CHH’s.

Provide material assistance to CHH.

Provide psychosocial support to vulnerable children and their families with other

stakeholders.

Report any abuse, maltreatment and exploitation of children in CHH.

Mobilise communities to protect, care for and support the vulnerable children;

Mobilise and distribute resources.

Establish Child Care Forums at community level to link vulnerable children to various

services.

To prioritise and mainstream the issues of children in all the programs.

Monitor and ensure that there is proper infrastructure at ECD Centres which meet the

required standard

Sports and Recreation

The District has a challenge in facilitating the support for Youth to be able to safely and

effectively participate in Sports, Arts and cultural activities. The major challenge faced by the

District is inadequate and dilapidated facilities within the communities. The Sector

Department responsible for promotion and support of these programs has very limited

capacity and resources. The Local Municipality has a huge backlog of basic service delivery

hence little is provided for development and upgrading of these facilities.

The District is also confronted with this challenge hence the need to coordinate, facilitate and

support development of Sports, Arts and Culture within the District. Sport and Recreational

59

programmes play a major role in youth development and they contribute towards social

harmony and reduction of crime.

GSDM together with the Sporting Fraternity has developed a Sport and Recreation Strategy

2012 to 2016, this has been a guiding document for Gert Sibande District Municipality

Programmes. These Programmes include:

GSDM Mayoral Cup

GSDM Gert Sibande Cup

Promotional Play Off

Municipal Official Games

Regional School Championship (Athletics)

GSDM Marathon (Road Running , Track & Field and Cross Country)

Cultural Festival

Disability Sport

Support for Athletes and teams representing GSDM in the Province and National

tournaments.

Disability Coordination and Support

There is a serious lack of reliable and relevant information on the nature and prevalence of

disability in South Africa. Historically this has been due to a variety of reasons, such as

failure to mainstream disability into Government statistical processes, the use of divergent

survey methodologies, negative attitudes towards persons with disabilities, poor

infrastructure and violence in underdeveloped areas which impedes data collection and

diverse definitions of disability.

Universal access for People with Disabilities is the ultimate goal of the disability movement.

This means the removal of all cultural, physical, social and other barriers that prevent people

with disabilities from entering, using or benefiting from the various systems of society that

are available to other citizens. The SAHRC report mentioned above identified the following

kinds of areas which need to be accessible to people with disabilities: activities, buildings,

communication, education, facilities, gatherings, houses, information, jobs, kerbs, language,

news, opportunities, parking, services, transport, voting, workplaces, youth groups and zebra

crossings.

Challenge of ensuring that necessary support is given to People with Disabilities. A lot of

work still needs to be done to ensure that as we strive for better life for all, people with

disabilities are not excluded. All programmes that are implemented within the communities

should prioritise the needs and conditions of People with Disabilities and ensuring that

employment opportunities are created for them. The National Policy states that 2% of the

60

staff at all institutions should be People with Disabilities and it has recently been increased to

7% and all efforts have to be made to reach that target.

Furthermore people with disabilities are still confronted with challenges regarding their

participation in economic activities, access to public facilities, access to information, housing

and other social services rendered by the state and the private sector. Some strides have

been made in terms of Legislation to address the matter, but not much has been done to

affect the intention and expectations of the Legislation and the People with Disabilities. The

District Municipality is working on the challenge of not having full time Coordinators at the

Local Municipalities, who are responsible for Special Programs and one of them People with

Disabilities Desk.

The District Disability Forum is operational. The Forum promotes coordination of services.

Organisations of People with Disabilities have a platform to be involved in service delivery

and these stakeholders have influence in Policy matters. The District Municipality has also

facilitated and supported the Department of Health to meet its backlog of providing for

people in distress with wheel chairs while the Business Sector has donated assistive devices

including spectacles, talking watches and hearing aids to those in need of such.

The District commemorates the International Day for People with Disabilities on an annual

basis in order to create awareness. In order to intensify our commitments, we have

supported our deaf community by hosting workshops on sign language. The District hold

Vukuzenzele Disability Programme yearly and rotates all the seven Local Municipalities.

This is done in conjunction with other relevant Stakeholders. The District continues to

support People with Disabilities with assistive devices such as wheel chairs, white cane, and

crutches.

Key Issues pertaining to people with disabilities include among others the following:

Inadequate facilities

Strengthening of Local Disability Forums at all the seven Local Municipalities

Insufficient access to economic, training /development and employment opportunities

Poor access to proper housing and public facilities

Poor access to information for example sign language and Braille Documents

Inadequate social and health services

Finalisation of the District Disability Strategy (Draft Completed)

61

Disability Figures in GSDM

Source: STATSSA, COMMUNITY SURVEY 2016

Chief Albert Luthuli

Msukaligwa MkhondoDr Pixley Ka Isaka Seme

Lekwa DipalesengGovan Mbeki

Seeing 96 120 111 26 124 37 162

Hearing 94 40 171 44 54 22 108

Communicating 147 77 169 102 70 46 118

Walking 452 507 866 283 312 322 1 087

Remembering 192 56 200 44 90 77 233

Self Care 339 484 696 398 145 95 923

0

200

400

600

800

1 000

1 200N

umbe

r of p

eopl

e

62

Youth Development

South Africa has a youthful population most of which is either unemployed, underdeveloped

or living under unpleasant poverty circumstances. This very picture is cascaded down in the

context of GSDM where a majority of our young people, due to their background, lack of

information on career development, lack of skills necessary for the regional economic

growth, are confronted with bleak future prospects.

All the GSDM social partners have a responsibility to ensure that such challenges are

addressed effectively. Young people alone cannot overcome the hurdles that they face

without purposeful support of all the relevant stakeholders led by local government.

In the National Youth Commission Act, youth are defined as those people who are between

14 and 35 years of age (this is the definition that has been used in all youth planning and

statistical representations of Statistics South Africa, 2001 and 2011).

The Target Groups Identified in the National Youth Development Policy Framework 2002-

2007

Young women;

Youth with disabilities;

Unemployed Youth;

School aged and out of school Youth;

Youth based in rural areas; and

Youth at risk.

The District Municipality has a responsibility of ensuring that the above target group are

attended to.

Gender Mainstreaming

There are many compelling reasons as to why Local Government must look at its Gender

Policies and practices. Consider some of the ways in which women’s concerns, work and

issues are interwoven into Local Governance issues on a virtually daily basis. Most of the

everyday issues are of primary concern to women. Women are rooted in local areas,

frequently unable to leave these areas, often because they lack the means to do so. Women

are thus inclined to get involved in local politics because of their concern for “home” issues,

as well as their commitment to their families and emancipation of other women. Access to

water and sanitation, or lack of access, impacts heavily on women since they fetch water if it

is not available at their homes and also collect firewood where there is no electricity. This

often requires long erratic hours of hard labour. They also need to ensure the well being of

their families. Poor quality water and lack of sanitation can cause illness and strain their

already depleted resources.

63

While out in the woods collecting firewood, they face the challenge of being raped thus all

efforts are being made to ensure that basic services are available for all in the District.

Gert Sibande District has developed a Gender Mainstreaming Policy which should be

cascaded down to all the Local Municipalities. Gender mainstreaming should be incorporate

into all the programs and projects within the District.

Unemployment is often higher amongst women than men, and when they do generate

income it is through the informal sector, often at a survivalist level. This requires access to

business centres, requiring suitable roads and means of transport. Provision of primary

health care facilities at local level impacts on women who have to travel long distances for

their children or members of their families who need to access health services. A lack of

access to grid electricity creates additional labour for women and young girls, also reducing

their available time for family and income generating activities. Women often struggle to get

access to premises where they can work from and it creates a problem as usually they do

not have funds to rent property.

Ownership of land and housing is often restricted to men, excluding women from land and

home security. Yet, women often maintain the home and attend to home activities for the

sake of the family. High crime rates impact on women and children, often exacerbated by

lack of electricity, water, sanitation and safer recreational facilities.

Key Issues pertaining to Gender include among others the following:

Ensure involvement of all sectors and response of their programmes to gender

mainstreaming;

Pay more attention to issues affecting women;

Harness the access of economic opportunities to women in the District;

Mainstreaming of Women in the development initiatives of Municipalities;

Prioritise a number of women empowerment issues and find ways of mainstreaming

them in all the decision making, planning and budgeting processes of the District;

Ensure that men are also involved in gender mainstreaming issues; this will enable

them to understand what gender mainstreaming is.

The District Municipality has to ensure that there are Women’s Desks at all the Local

Municipalities in order to effectively coordinate and facilitate women’s issues at local

level.

Older Persons

Older Persons are amongst the most vulnerable members of the community. It is therefore

important that they are prioritised and every effort made to ensure that they are catered for in

our plans. As Gert Sibande District Municipality, we prioritise programs related to Older

64

Persons as per the Constitution of the Republic of South Africa. The Premier of

Mpumalanga launched the Older Persons Program.

As stated in section 9 of the Constitution, older persons have the right to: participate in

community life in any appropriate position, take part in inter-generational programmes, set

up and participate in structures and associations for older persons, live in an environment

suitable to their changing abilities, and access opportunities that promote their social,

physical, mental and emotional wellbeing.

The Older Persons Act therefore aims to alleviate the plight of older citizens in South Africa

by setting up a framework for their empowerment and protection. The Act promotes and

maintains the rights, status, wellbeing, and safety and security of older persons. ... to combat

abuse of older persons.

The Act aims to do five things:

to maintain and promote the status, wellbeing, safety and security of older persons,

to maintain and protect the rights of older persons,

to help older persons to stay in their homes in the community for as long as possible,

to regulate services and residential facilities for older persons, and

to combat abuse of older persons

Key Issues pertaining to Older Persons include among others, the following:

Programs related to Older Persons should be mainstreamed

Develop the Older Persons Mainstreaming Policy.

Ensure that Older Persons are involved in the Older Persons mainstreaming issues

Establish the Older Persons Forum in the District

Wheel-chair access to public buildings and provision assistive devices when

necessary;

The right to receive care at home when unable to seek outside care.

Appropriate residential care when needed, regardless of financial status.

Access to social and legal services when needed including training programmes and

respite care if we care for others.

3.2.2. Municipal Health and Environmental Services

Gert Sibande District Municipality (GSDM) established a dedicated section: Municipal Health

and Environmental Services with the purposes of curbing environmental health and

environmental issues within the district. The section is made up of two components:

Municipal Health Services and

Municipal Environmental Services.

65

The primary aim of the section is to ensure that the community and any persons within

GSDM are living in a healthy and safe environment as required by the Constitution.

Air Quality Management

Five (05) of the seven (07) LMs within the Gert Sibande District Municipality has been

declared under the Highveld Priority Area in 2007 in terms of NEM: AQA, by the then

Minister of Environmental Affairs and Tourism, Martinus van Schalkwyk. The Highveld

priority area is associated with poor air quality, and elevated concentrations of criteria

pollutants occur due to the concentration of industrial and non-industrial sources (Held et al,

1996; DEAT, 2006). As the area overlaps provincial boundaries, the Department of

Environmental Affairs (DEA) functions as the lead agent in the management of the priority

area and as required in terms of Section 19(1) of the National Environmental Management:

Air Quality Act (Act 39 of 2004) (AQA), the Highveld Priority Area Air Quality Management

Plan (AQMP) has been developed for the priority area.

The primary aim of declaration of a priority area is to develop goals and an implementation

plan aimed at preventing, minimizing and managing air pollution with the intention to improve

and maintain the area's air quality and to bring it into compliance with the National Ambient

Air Quality standards. This is done in the district through an administrative application of

NEM: AQA as well as through quarterly engagement meetings with various stakeholders

within the district wherein any strengths, weaknesses, threats and opportunities are dealt

with.

Waste Management

The Gert Sibande District Municipality has about 26 waste sites and 1 buy back centre

categorised as below:

13 licensed as landfill sites

08 licensed as transfer station

07 licensed for closure

01 Buy-back Centre

The ongoing challenge is that of improper management of landfill sites.

Buy back centres in the district

FACILITIES LICENCED

FACILITIES LICENCED IN THE

DISTRICT

Local Municipality TOWN /

TOWNSHIP

TOTAL

BUY BACK CENTRE Govan Mbeki LM Embalenhle 1

66

Licensed facilities


DISTRICT

Local Municipality TOWN / TOWNSHIP TOTAL

LICENSED TO OPERATE AS

LANDFILL SITES

Dipaleseng LM Balfour 1

Dr PKI Seme LM Wakkerstroom 3

Volksrust

Amersfoort

Govan Mbeki LM Leandra 3

Bethal

Secunda

Chief Albert

Luthuli LM

Carolina 2

Elukwatini

Mkhondo LM Piet Retief 1

Msukaligwa LM Ermelo 2

Breyten

Lekwa LM Standerton 1

TOTAL 13


DISTRICT

Local Municipality TOWN / TOWNSHIP TOTAL

LICENSED TO CLOSE

Dipaleseng LM Greylingstad 1

Govan Mbeki LM Kinross

Embalenhle

Morgenzon Road

4

Evander

Msukaligwa LM Davel 1

67

Lekwa LM Morgenzon 1

TOTAL 07

FACILITIES LICENCED IN

THE DISTRICT

Local Municipality TOWN /

TOWNSHIP

TOTAL

LICENSED AS TRANSFER

STATIONS

Dipaleseng LM Grootvlei 1

Dr PKI Seme LM Perdekop 1

Chief Albert Luthuli LM Empuluzi 3

Badplaas

Ekulindeni

Mkhondo LM Amsterdam 1

Msukaligwa LM Chrissiesmeer 2

Lothair

TOTAL 08

Environmental Management Services

The primary aim of the District municipality is to ensure that communities have access to

environmental services that promotes bio-diversity, conservation of animals and plants,

promotes a balance between environmental sustainability, equitable and just economic use

of environmental resources. However, there are a number of environmental management

challenges that face the district, many of which include:

In-house development of policies, strategies and plans;

Prevalent illegal dumping sites in open spaces within Local Municipalities;

Non-compliance of landfill sites within the district despite the scheduled visits to the

landfills as well as the platforms present to discuss various waste management;

Insufficient capacity in Local Municipalities to perform environmental management

functions;

Ageing infrastructure such as fleet for the management of environmental services

functions such as that of waste management;

Limited resources for environmental functions including that for waste management;

Lack of limited environmental management tools in municipalities;

68

Poor air quality in the district. Five of the seven local municipalities fall under the

declared Highveld Priority Area due to elevated levels of pollutants above the

national standard;

Infestation with invasive species;

Land degradation and deforestation due to imbalance due to natural and man-made

factors;

Misalignment of environmental programmes by various sectoral departments across

the tiers of government;

Unavailability of funds for programmes such as that of rehabilitation of deserted

mines, wetlands, landfills;

Budgetary constraints.

The District Municipality through its partnership, collaboration and limited resources has

managed to provide Environmental Management Services [EMS]. The EMS will provide

communities with access to bio-diversity and conservation management, environmental

pollution control, environmental management inspectorate services, community and

stakeholder’s capacity building and empowerment, community participation and mobilisation

of environmental groups and multi-stakeholder, inter-sectoral collaboration programs and

projects

Key strategic interventions to improve Environmental Services delivery:

Improving regulatory services [development & review of By-Laws, integrated

environmental management Plans]

Alignment of Environmental Services with National and Provincial Environmental

plans, policies and strategies;

Alignment of Environmental Services with the National Development Plan;

Alignment of Environmental management programmes and projects with the IDP;

Implementation of Environmental management policies, plans and strategies;

Allocate funding and support community and stakeholders on awareness and

capacity building programmes;

Improve community participation and involvement through community and

stakeholder mobilisation;

Initiate and support environmental management initiatives that promote job creation

and sustainable livelihoods;

Initiate environmental programmes and projects

Identify various environmental programmes and projects that need to be

implemented and engage with other stakeholders for funding;

Improvement of Inter-sectoral collaboration and partnership through the IGR forums;

Improving corporation and partnership with other relevant stakeholders through

compliance monitoring and enforcement.

69

Municipal Health Services

The communities and members of the public will have access to the following Municipal

Health Services:

water quality monitoring;

food control;

waste management;

health surveillance of premises;

surveillance and prevention of communicable diseases, excluding immunisations;

vector control;

environmental pollution control;

disposal of the dead; and

chemical safety,

Key issues to be addressed at local municipalities pertaining to Municipal Health

Services include:

Community access to safe drinking water;

Community access to safe sanitation services;

Food safety with emphasis on preparation and distribution of food for sale to public;

Community access to waste management services;

Monitoring of medical and hazardous waste;

Minimisation and control of environmental pollution and environmental health risk;

Key strategic approach to improve Municipal Health Services delivery:

Improving regulatory services [development & review of By-Laws, District Health

Plans]

Alignment of Municipal Health Services to implement National Health Insurance;

Alignment of Municipal Health Services to the National Development Plan;

Improving compliance monitoring and enforcement;

Extend Municipal Health Services to rural communities with Gert Sibande district;

Support community and stakeholders through awareness and capacity building;

Improve community participation and involvement in government issues through

community and stakeholder mobilisation;

Support initiatives that promote job creation and sustainable livelihoods;

Improvement of Inter-sectoral collaboration and partnership through the IGR forums:

andImprove surveillance and monitoring of high risk communities, environmental

health

70

Cemeteries and Graveyards

The District is confronted with a challenge in terms of the unacceptable conditions of its

cemeteries. Some are likely to reach the end of their lifespan, while others are in an

unacceptable state due to lack of maintenance, grass cutting, fencing, road paving, and

ablution facilities etc.

The District undertook and completed a comprehensive assessment of all cemetery facilities

within its jurisdictional area. This forms the basis for future planning of new facilities and or

upgrading of the existing ones to acceptable standards. This assessment is also used as a

basis to source funding for upgrade or planning of new facilities.

Key Issues identified as far as cemeteries and graveyards in the GSDM are

concerned:

Addressing the condition of cemeteries and possible improvements thereto;

Addressing capacity issue of cemeteries reaching full capacity; and

Maintenance of graveyards.

The District will need to consider the establishment of at least 2 regional cemeteries in the

current operational regions to serve the District.

3.2.3. Gert Sibande Library Services

Gert Sibande District Municipality Library was officially opened on the 15th of May 2014

within its premises in order to assist the GSDM community, which has been struggling to go

the nearest libraries or even find it difficult to source library material that can assist them to

do assignments, research project and for individual development.

The abovementioned Library has benchmark with other libraries in South Africa to see how

best the GSDM can follow on the footsteps of other best and oldest library in the country.

The benchmark was also done specifically with Msunduzi Library known as Bessie Head

located in Msunduzi Municipality, in Pietermaritzburg. The GSDM library has a capacity of

70 000 books depending on the size of each book. The District Library has afforded the

community of Gert Sibande the opportunity to link up with other libraries and tertiary

institutions within South Africa and world-wide.

The GSDM has also entered into an agreement with the Department of Culture Sports and

Recreation (DCSR) in a form of Service Level Agreement as the custodian of the Libraries in

Mpumalanga. The DCSR has seconded two Library staff in order to assist the Library on a

contract basis. The Department also provide and support with ICT in the Library. The GSDM

has taken an initiative in supporting of the Public Libraries in all Local Municipalities during

Library awareness’s.

71

However, the library struggles with internet as it is not reliable. The internet is a crucial tool

that is used to catalogue books, Circulating library material, opening of membership cards

and so forth in the library. The GSDM is using a system called SITA Library and Information

Management System (SLIMS). Library collection is also kept on SLIMS. When the internet is

down that means library administration is done manually and there is on access to the

information mentioned above.

The implication is that the creation of library visibility through marketing and awareness will

amount to nothing when the public cannot borrow books from the library. It will invariably

become a wild goose chase, to market a product that is not available due to accessibility

constraints.

3.2.4. Safety and Security

GSDM together with the Department of Safety, Security and Liaison are continuously

working together in ensuring safe neighbourhoods. The department has contributed to

community empowerment especially with the social crime prevention programme which has

assisted in the decline in crime rates over the years.

Some of the projects include workshops for the farming community (paralegal), victim

gender based violence and regulations on liquor trading. There have been awareness

campaigns on human trafficking, forms of assaults, rape prevention strategies, stock

branding to prevent stock theft, moral regeneration. The department is closely working with

communities through Tourism Safety Monitors in ensuring the safety of our tourists.

Key Issues pertaining to Safety and Security include the following:

Poorly designed human settlement increases the response time;

RDP houses constructed with minimal or zero consideration of safety and security

aspects for the inhabitants or their belongings;

Vehicle parking systems in most CBD’s too congested and thus complicating security

measures;

High number of liquor stores and their location in relation to other community

amenities, of which more licences, are still awaiting approval;

Poor planning of taxi ranks across the DM, with particular emphasis on location of

Local taxi ranks as compared to the long-distance ones;

Poor lighting in some of the areas coupled with conditions of roads particularly in rural

areas;

Lack of insufficient support by communities to community safety programs;

Insufficient or lack of support by communities to provide evidence, report crime or

information on crime;

Lack of duty of care by same communities or taking precautions to prevent crime;

Infrastructure development e.g. Street lighting;

72

Full participation and support of CPF;

Promotion of awareness campaign and support of visible policing.

Safety (crime) figures

Source: STATS SA Community Survey 2016

According to Crime Statistics, the District is in fact gradually becoming safer compared to

other years as different types of crime have drastically declined over the past few years. This

however does not imply that there is no more crime. It simply means as the District, in

collaboration with the Department of Safety and Security, need to be more vigilant in working

towards ensuring that neighbourhoods in the District are safer.

3.2.5. Disaster Management

The Disaster Management Act, Act No 57 of 2002 stipulates that Disaster Management

Centres must be established at National, Provincial and District levels. The Act also specifies

that an integrated and coordinated Disaster Management Policy Framework and other

Disaster Management Plans, focusing on the prevention and reduction of the risks of

Disasters, mitigating of the severity of disasters, emergency preparedness, rapid and

effective response to Disasters, post-disaster recovery and Climate Change be put in place

by all three spheres of government.

The following are some of the challenges and hazards which are prevalent within the district:

No budget allocation in LMs for disaster management activities.

No disaster officers in LMs and GSDM to address the disaster management

daily activities.

Albert Luthuli

Msukaligwa

Mkhondo

Pixley Ka

Seme Lekwa

Dipaleseng

Govan Mbeki

Very safe 31 208 26 650 23 599 14 762 16 372 8 778 32 813

Fairly safe 15 330 14 326 11 753 4 122 12 603 3 490 39 860

A bit unsafe 5 176 7 853 8 215 2 645 4 682 1 406 19 468

Very unsafe 1 754 2 241 2 028 1 017 3 609 1 186 16 597

0 5 000

10 000 15 000 20 000 25 000 30 000 35 000 40 000 45 000

Nu

mb

er o

f h

ou

seh

old

s

73

Ineffective disaster management forums and task teams to facilitate risk

reduction projects in LM's.

Priority is not given by LM’s to the refurbishment of fire stations with their

equipments

Shortage of fire personnel in all the local municipalities.

Flooding (storm water and natural)

Veldt fires

Road accidents

Hazmat spills

District and LM Disaster Management and Emergency Services Capacity

Source: Local Municipalities Data 2013

GSDM has and will continue to capacitate its constituent municipalities to harness the ability

to cope and be ready to adequately mitigate and respond to disaster incidents by providing

the required resources and support. Although the LMs are not fully equipped including in the

Institution Fire &

Rescue

Staff

Disaster

Management

Staff

Number of Fire

& DM Vehicles

Status of

Vehicles

Disaster

Management

Plan &

Framework

Chief Albert

Luthuli

07 01 06 vehicles All operational Adopted DRM

Plan

Dipaleseng 04 - 03 vehicles 1 operational Adopted DRM

Plan

Govan Mbeki 33 02 22 vehicles 14 operational Adopted DRM

Plan

Lekwa 25 - 12 vehicles All operational Adopted DRM

Plan

Mkhondo 08 - 08 vehicles All operational Adopted DRM

Plan

Msukaligwa 22 02 07 vehicles All

Operational

Adopted DRM

Plan

Dr. Pixley Ka

Isaka Seme

05 - 2 vehicles All operational Adopted DRM

Policy

Gert Sibande

District

Municipality

- 03 04 vehicles All

Operational

Adopted

Framework and

Supporting

Policy for

Execution

74

areas of disaster personnel, they try to respond timeously to incidents such as veldt fires,

floods and road accidents.

Key issues to be addressed to effectively implement the Disaster Management Act,

Act 57 of 2002 the GSDM Disaster Management Framework:

Capacity building programme

Establishment of veldt fire management structures in Dr. Pixley Ka Isaka Seme Local

Municipality in partnership with Working on Fire.

Continuous capacity Assessment and planning

Implementation of Risk Reduction and Awareness Programmes

Sufficient provision of relief material and support to LM during Incidents

Provision of firefighting tools to Local Municipalities

Development of MOU with Dipaleseng, Mkhondo, Chief Albert Luthuli and Dr. Pixley

Ka Isaka Seme for the allocation of a Fire Station/Satellite Disaster Management

Centre to support veldt fire management programmes and general fire and rescue

services operations.

Establishment of central communication centre in LM’s with satellite centres to

facilitate central communication, coordination and incident management.

The District Disaster Management Centre

The District is susceptible to disasters such as floods, veldt & shack fires, road accidents,

accidental chemical spillage or explosions of toxic substances, climate change and civilian

unrests. Whilst there will be disaster sub-centre's in all the seven constituent Local

Municipalities for prompt responses to emergency calls, the District is in the process of

building a Disaster Satellite Centre in Dr Pixely Ka Isaka Seme Local Municipality. This will

be followed by a project to build or construct District Disaster Management Centre in Ermelo.

The purpose of the District Centre is to facilitate centralized the command and coordination

in all disaster response by all municipalities within the Districts.

It is also envisaged that this will enhance the capacity to all the municipalities to adequately

mitigate and respond to disasters with the help of their neighboring municipalities. This

District Centre will also assist in operationalizing the response to the risks on the Risk

Register.

3.2.6. Access to Services: Regional Distribution

According to the Stats SA Community Survey, 2016 between 2011 and 2016, the Gert

Sibande household numbers increased from 273 490 to 333 815. According to the 2016

Community Survey only 68. 7 % of the households in Mpumalanga have access to safe

drinking water.

75

The delivery of basic services is essential in improving the quality of life and sustainable

development for communities. The percentage of households served is highest around the

major towns and settlements in each municipal area and it rapidly declines into the rural

areas. Water and electricity are the two most extensive services provided in the District

followed by sanitation.

For a household to be considered having adequate access to sanitation, the household

should have a facility that; removes human waste, is affordable, hygienic, and accessible.

Outcome 8 provides for sustainable human settlements and an improved quality of life sets

out clear outputs on the provision of targets for local municipalities as a primary

responsibility of Department of Cooperative Governance and Traditional Affairs to contribute

in achieving these national targets:

Access to water

Local Municipal area Number of households without

access to water*

Share of total households

2011 2016 2011 2016

Chief Albert Luthuli 8690 9 824 18.2% 18.4%

Msukaligwa 3841 4 243 9.4% 8.3%

Mkhondo 8039 6 805 21.5% 14.9%

Dr Pixley Ka Isaka

Seme

1410 2 212 7.1% 9.8%

Lekwa 731 2 347 2.4% 6.3%

Dipaleseng 688 1 397 5.4% 9.4%

Govan Mbeki 885 1 703 1.1% 1.6%

Totals 24

284

28 532 65.1% 68.7%

Stats SA Community Survey, 2016

76

Level of services

Level of Service Access Water Sanitation Electricity Waste removal

HH with

access

HH without

access

HH with

access to

Flush toilets

HH with

access to VIP

toilets

HH without

access

HH with

access

HH without

access

HH with

access

HH without

access

Chief Albert Luthuli 43 656

(81.6%)

9 824

(18.4%)

12 559

(23.5%)

39 120

(73.1%)

1 801 (3.4%) 51 383

(96.1%)

2 097

(3.9%)

12 908

(24.1%)

45 572 (75.9%)

Dipaleseng 13 480

(90.6%)

1 397

(9.4%)

10 996

(73.9%)

2 980

(20.0%)

901

(6.1%)

12 126

(81.5%)

2 751

(18.5%)

9 452

(63.5%)

5 425

(36.5%)

Dr Pixley Ka Isaka Seme 20 334

(90.2%)

2 212

(9.8%)

15 101

(67.0%)

6 485

(28.8%)

960

(4.3%)

19 824

(87.9%)

2 722

(12.1%)

14 943

(66.3%)

7 603

(33.7%)

Govan Mbeki 107 191

(98.4%)

1 703

(1.6%)

103 086

(94.7%)

5 082

(4.7%)

726

(0.7%)

102 752

(94.4%)

6 142

(5.6%)

81 150

(74.5%)

27 744

(25.5%)

Lekwa 34 987

(93.7%)

2 347

(6.3%)

32 318

(86.6%)

3 902

(10.5%)

1 114

(3.0%)

33 991

(91.0%)

3 343

(9.0%)

25 946

(69.5%)

11 388

(30.5%)

Mkhondo 38 789

(85.1%)

6 806

(14.9%)

21 312

(46.7%)

22 318

(48.9%)

1 965

(4.3%)

36 163

(79.3%)

9 431

(20.7%)

30 576

(67.1%)

15 019

(32.9%)

Msukaligwa 46 846

(91.7%)

4 243

(8.3%)

38 895

(76.1%)

10 899

(21.3%)

1 295

(2.5%)

42 222

(8.6%)

8 867

(17.4%)

31 943

(62.5%)

19 146

(37.5%)

TOTAL 305 283

(91.5%)

28 532

(8.5)

234 267

(66.9)

35 685

(10.7%)

63 863

(19.1)

298 461

(89.4%)

35 354

(10.6%)

206 918

(62.0%)

126 897

(38.0%)

77

Table 19 shows that a good proportion of households 91.5% have access to piped water at district

level. The districts municipality is assisting local municipalities in efforts to make clean water

accessible to the households which do not have access to safe water through installation and

maintenance of boreholes in rural communities though there are still communities which still

depend on unsafe sources such as rivers and streams.

Water sources in GSDM for 2011

Stats SA, 2011

Bulk Water and Sanitation Regional Provision

The district supports its local municipalities in improving water and sanitation service delivery.

Much work has already been performed regarding the establishment of the current status of water

services infrastructure, water services development planning and the reconciliation of water

resources within the district area.

Integrated Water Services

Roles and responsibilities (water services)

22

40

39

17

74

3

31

29

93

9

32

27

78

09

17

44

10

34

5

45

16

0

50000

100000

150000

200000

250000

Water sources in GSDM-2011

Roles & Responsibilities

Local Municipalities District Municipality

Local Planning (WSDP) Regional Planning (IWSDP)

Water Services Authority

Activities

Bulk Water & Sanitation Supply (including plants

treatments)

Water Reticulation and

Distribution

Water Quality Management & Pollution Control

Water and Sanitation network O

& M

Rudimentary Water Supply (Rural and Farm Areas)

Water metering installation & Water Loss Management

78

Although the Local Municipalities within the GSDM are the Water Services Authorities and in terms

of the Water Services Act, 1997 (Act 108 of 1997), are responsible for meeting the obligations as

stated in the Water Services Act and not the GSDM, the District does support the Local

Municipalities with water services activities. Emanating from the Resolutions of the GSDM Council

and other forums, roles and responsibilities have been shared to encourage intergovernmental

cooperation, in terms of Section 88 of the Municipal Structures Act, between municipalities and

other spheres of government so as to harness improvements in service delivery.

The shared roles and responsibilities have been defined as provided below with the GSDM

supporting its Local Municipalities where financial and human resources are available to do so.

The District focus is predominantly on water services planning and capital infrastructural

development and not on the operations of services provided as this is by law the Local

Municipalities prerogative.

3.2.7. Rudimentary Water Supply (Rural and Farm Areas Including Schools)

GSDM is progressing with the implementation of rudimentary water and sanitation supply by way

of planning such projects and the production of standard tender documentation for both

rudimentary water and sanitation supply. These mainly consist of drilling and equipping boreholes

in farming areas and at schools. In other LMs like Dr Pixley Ka Isaka Seme and Msukaligwa the

District intervened by use of water tankers during the height of the droughts. The District has also

built a water borne sanitation block at MP Magagula Secondary School in Mayflower under Chief

Albert Luthuli Local Municipality.

3.2.8. Water Conservation and Water Demand Management

GSDM intends to perform water demand and loss studies of all the reticulations within its

jurisdictional area and capture all the built information for the entire water services infrastructure

within the District. All this information will be provided to the WSA’s and captured on the District-

wide Geographical Information System (GIS) on completion of the studies. The information will

further be maintained by GIS officers that the District has appointed and is in the process of

training.

GSDM replaced all bulk water meters within all its Local Municipalities and thus far has a full

record of the location and condition of all the existing bulk water meters. The process that is now

unfolding is the maintenance, replacement and provision of new bulk water meters where required

that will proceed as and when funding becomes available for this very necessary project.

maintenance

Meter reading for distribution Water Conservation and Water Demand Management

Tariff and standards Bulk meter installation / maintenance & reading

Billing and collection Regional Bulk Water and Sanitation Master Plan

79

In addition to the bulk water meter replacement programme the GSDM is proceeding with the

installation of a Management Information System (MIS) for the capture of bulk water meter

readings, reservoir levels and the recording of other critical operations information. The full cost for

the above two projects has been determined through a competitive bidding process and is

proceeding slowly with its implementation due to the limitation of funding.

The GSDM has progressed with this strategy over the past two years with the limited funding that

has been made available and continues with this endeavour utilising every opportunity that

presents itself.

To assess the potential savings that can be achieved through the various possible WC/WDM

interventions, it is first important to establish the existing water demand distribution in the study

area, and then follow through on secondary aspects. The situation analysis and future trends and

goals would suggest that the following outline to be considered in conceptualizing a WC/DM plan

for GSDM Development of a concept WC/DM plan for each municipality, building upon the current

‘status quo’ as baseline.

Motivate/apply for ‘seed funding’ from the existing DWS and DBSA programmes and provide

counter funding to establish the project. Use motivations in terms of Return on Investment to

conclude funding of the project, and align project with suitable MIG counter-projects where

applicable (e.g. water meters, etc)

Proceed with implementation of the plan that outlines the phased approach

80

3.2.9. Scientific Services

Blue drop levels

MPUMALANGA RISK PROFILE (GREEN DROP)

81

A steep increase in critical risk plants, from 18 to 40, is observed. The majority of plants now reside

in the critical risk space (40 systems), and this isvery disconcerting. From the 21 plants which

resided in low risk space in 2012, only 4 plants are now considered low risk.

Critical/high risk WSAs

Key Issues to be addressed in terms of Water Services

Bulk water and sanitation treatment plants require refurbishment and an amount of R183m

needs to be budgeted

All WSAs must engage in asset management strategies to apply preventative maintenance,

replace what needs replacing, and extend the useful life of infrastructure without having to

replace infrastructure at a high capital cost.

Proper training of the operators of the treatment plants to effectively operate the plants.

82

WSAs need to have water conservation and demand management strategies or

programmes, and systems for performing water balances.

Very little work is currently being performed on this vital aspect of water services, with little

or no expertise available within the GSDM area to perform the required work.

General operations and maintenance of the water and sewerage reticulation networks need

to be routine and not reactive.

There is need for development of maintenance, refurbishment and water quality monitoring plans.

Municipalities need to improve on the frequency and number of water quality samples that are

analysed in each municipality and that each respective local municipality within Gert Sibande

District Municipality enter into the appropriate agreement with the GSDM for the utilisation of the

District Municipality Water Quality laboratory, which will include for the collection of the correct

number of samples for analysis.

All municipalities make submissions for the next round of the Green and Blue drop assessments

and utilise the information already contained in the WSDP’s for this submission

That projects be prioritised and the correct and appropriate service level / technology be

considered, dependant on the affordability of the consumer;

Consolidation of water services by-laws with the Municipal Health Services by-laws

Ring-fencing their water authority functions from their water operations functions

WSAs to have revenue enhancement plans

The District to support the local municipalities in the proper management of water services

provider / Intermediaries contracts.

Status of GSDM Electrification Programme

Figure below indicates a commendable increase of households with electricity in GSDM from 58%

in 2001 to 87.55% in 2016. Of the seven local municipalities, Govan Mbeki, Lekwa, Dr Pixley Ka

Isaka Seme and Chief Albert Luthuli averaged higher than the District rate of 87.55%. Attention

needs to be given to Mkhondo, Dipaleseng and Msukaligwa Local Municipalities which are much

lower than district average at 79.3%, 81.5% and 82.64% respectively, making it more challenging

for the district to meet higher set targets.

83

Percentage of households with electricity connections in Mpumalanga, Gert Sibande and

Local Municipalities, 2001-2016


Key issues pertaining to Electricity:

Limited capacity at district level to cater for new developments.

Most households which constitute backlogs in the district are in the informal settlements

which are not yet proclaimed or where township extensions are taking place.

The current housing projects which are either at planning and undergoing construction

phase contributes to the slowing down of electrification program

There is currently no plan or strategy ensuring that all new houses are electrified

immediately, and this is being discussed by all the concerned stakeholders.

The electrification in the rural areas has also slowed down due to the building of bulk

electrical infrastructure which requires large amount of funding for proper electrification.

Additional funding needs to be allocated on projects that requires bulk electrical

infrastructure so as to eradicate the remaining backlogs.

3.2.10. ROADS AND COMMUNITY FACILITIES

The District roads are in a bad state due to high volumes of coal haulage trucks that transport coal

to the four power stations within and beyond its jurisdictional area; thus, inflating the maintenance

expenditure of all three spheres of government on roads across the District. National, provincial

and municipal roads construction and maintenance is a joint effort from three spheres of

government, hence the significance of a joint alliance to be established towards addressing

matters of common interest. The National Roads like N17, N11 and N2 have undergone

84

reconstruction which improves the mobility of transport as this link the District with the

neighbouring provinces and Swaziland.

Visual condition index summary for Municipal roads in Gert Sibande

SOURCE: RRAMS: 2016

Visual condition summary per Local Municipality

LM

Average Condition VCI

(tmh22) %

Average Condition VCI (trh22)

%

Mkhondo local municipality 41 51

Pixley ka seme local

municipality 56 69

Govan Mbeki local

municipality 60 74

Dipaleseng local municipality 45 65

Lekwa local municipality 58 72

Msukaligwa local

municipality 50 67

Chief Albert Luthuli local

municipality 52 62

SOURCE: RRAMS, 2016

Key Issues Pertaining to GSDM Road Network

Ageing of road network

The condition of the road due to heavy traffic within the District

Lack funding

Lack of Road condition data

Lack of maintenance of a road Asset Management system.

85

3.3. KPA 3: LOCAL ECONOMIC DEVELOPMENT

3.3.1. Unemployment and Employment Levels

Unemployment remains one of the most pressing socio economic challenge throughout South

Africa, Mpumalanga and globally. High rates of unemployment have direct links with the other

social issues and problems such as poverty, inequality, social instability and crime. In assessing

the unemployment in Gert Sibande, Statistics South Africa uses the strict (official) definition and

distinction needs to be made between it and the expanded definition. According to the official

definition, unemployed people are those that: have not worked seven days prior to an interview,

want to work and are available to work, and take active steps to search employment.

The expanded definition incorporates both (a) and (b), but excludes condition (c). The people

affected by (c) are called discouraged work seekers. The official definition of unemployment

regards the discouraged work sectors as not economically active, while the expanded definition

regards them as unemployed.

Unemployment rates in Mpumalanga, Gert Sibande and its local municipalities, 1996 - 2011


In 1996, Lekwa recorded the lowest unemployment rate at 24 per cent while Chief Albert Luthuli

had the highest unemployment at 52 per cent. There has been tremendous improvement in the

employment figures in Chief Albert Luthuli, going from the highest unemployment rate in 1996 to

fourth highest in 2011 at 35.41%. Albert Luthuli and Govan Mbeki are the only two municipalities

whose unemployment figures in 2011 are better than the 1996 figures.

43

42

52

.24

38

.2 4

5.7

9

50

.62

36

.5

45

.72

39

.85

31

.6

29

.73

35

.41

26

.8 3

5.9

5

36

.13

25

.85

37

.19

26

.23

0

10

20

30

40

50

60

Unemployed 1996

unemployed 2001

unemployed 2011

86

Unemployment figures in Mpumalanga , 2011-2016

Local Municipal Area Unemployment rate

Census 2011

Unemployment rate


Unemployment rate


Steve Tshwete 19.7% 16.4% 17.3%

Lekwa 25.9% 19.3% 23.4%

Thaba Chweu 20.5% 20.3% 20.3%

Victor Khanye 28.2% 21.6% 25.6%

Emalahleni 27.3% 23.2% 22.8%

Govan Mbeki 26.2% 23.6% 22.5%

Emakhazeni 25.9% 23.8% 22.8%

Umjindi 26.9% 24.1%

Msukaligwa 26.8% 25.6% 23.6%

City of Mbombela 28.1% 27.6% 24.3% (Inclusive of

Umjindi)

Mkhondo 35.9% 31.7% 31.5%

Nkomazi 34.3% 32.1% 32.6%

Chief Albert Luthuli 35.4% 32.7% 31.7%

Thembisile Hani 37.0% 33.3% 38.5%

Dr Pixley Ka Isaka Seme 36.1% 33.7% 33.4%

Dipaleseng 37.2% 38.8% 34.4%

Dr JS Moroka 46.6% 44.9% 47.7%

Bushbuckridge 52.1% 46.4% 49.3%

Source: Mpumalanga Provincial Treasury, 2016

Unemployment is still a challenge in Mpumalanga and Gert Sibande District municipalities with

more than 20% ratings in all the six municipalities in Gert Sibande. Dipaleseng is the municipality

with the highest unemployment in Gert Sibande with a rate of 38.8% in 2015 and Lekwa local

municipality is the lowest at 19.3%. The unemployment rate in the district is however on the

decrease in all the local municipalities in comparison with 2011 unemployment rate.

87

Local municipal area % contribution

to

Mpumalanga

economy

2016

Average annual

economic growth

1996-2016

Average annual

economic growth

2011-2016

Average

annual

economic

growth

2016-2021

Govan Mbeki 14.3% 0.9% 2.1% 1.4%

Msukaligwa 4.2% 2.5% 1.4% 1.5%

Lekwa 3.1% 0.7% -0.1% 1.4%

Mkhondo 2.6% 3.3% 2.2% 2.0%


Dr Pixley Ka Isaka Seme 0.9% 1.4% -0.4% 1.6%

Dipaleseng 0.7% 2.0% -0.1% 1.3%

Lekwa, Dr. Pixley Ka Isaka Seme and Dipaleseng are recording slow econmic growth trend and

high unemployment rates. There is a need for targeted economic intervention to stimulate

economic growth in the three municipalitie.

Labour force

Indicator Gert

Siban

de

Chief

Albert

Luthul

i

Msukalig

wa

Mkhond

o

Dr

Pixley

ka

Seme

Lekw

a

Dipalesen

g

Govan

Mbeki

TOTA

L

Employed 259

129

29141 41 698 30 510 13 979 34

118

10 546 99 138 259

129

Unemploy

ed

109

658

15 975 15 267 17 123 7 906 11

895

6 244 35 249 109

658

Discourag

ed job

seeker

35 518 9 282 5 311 6 060 4 184 2 600 1 295 6 787 35

518

Other not

economic

ally active

262

387

53944 35 625 48 086 23 383 28

171

9 877 63 301 262

387

Total 662

692

108

342

97 900 101 779 49 452 76

784

27 961 204

474

666

692

Youth

unemploy

ment

29.7 35.4 26.8 35.9 36.1 25.9 37.2 26.2 29.7


Unemployment rate of 29.7% (strict definition) in 2011 – 109 661 unemployed as a percentage of

the Economically Active Population of 368 787 – decreasing trend. Unemployment rate for females

88

38.4% and males 22.9%, this shows that there is still a huge gap in terms of equity between man

and women in terms of employment and it affect the state of development of the district badly when

measuring equity and income, hence the Gini co- efficient figure is not good. Employment number

only 26.0% of Mpumalanga employed. Gert Sibande had 259 130 individuals that were employed

in 2011.

Youth Unemployment

High number of youth unemployment is one of the challenges in Gert Sibande, Mpumalanga

province and the country as a whole, which means most of the provincial and district funds should

be directed to job creation for youth and skills development in order to make the youth marketable

and employable. Below its the figures for youth unemployment in Mpumalanga, and Gert Sibande

district.

Figure 6 : Youth Unemployment Rate per District


Mpumalanga recorded a decline in unemployment amongst the youth between 2001 and 2011.

However, the highest decline was recorded in Nkangala district, which is higher than the provincial

average at almost 10%. Notwithstanding the decline in unemployment in the District, there is still a

significant number of youths who are unemployed.

Figure: 7 Youth Unemployment Volumes for GSDM and LMs from 1996 to 2011

89


Youth unemployment rate in GSDM and its locals from 1996-2011


Despite the increasing volume of unemployed youth, there is a general decrease in the proportion

of youth unemployment in the district from 2001 to 2011.The number of unemployed youth for

2011 is higher than the 2001 levels across the district with Govan Mbeki, Albert Luthuli,

Msukaligwa and Mkhondo recording the highest increases in volume. Pixley Ka Isaka Seme,

Lekwa and Dipaleseng recording slight increase in the number of unemployed youths.

61

84

7

14

22

3

73

43

78

02

44

55

59

16

27

65

19

34

4

54

63

8

89

97

74

22

86

11

46

71

64

65

25

71

15

90

2

77

88

1

11

39

9

11

00

0

12

31

3

53

35

84

05

43

85

25

04

6

0

10000

20000

30000

40000

50000

60000

70000

80000

90000

Unemployed 1996

Unemployed 2001

Unemloyed 2011

65

.3

66

.9

60

.9

63

.6

60

.3

60

.3

72

.8

66

.4

37

.77

44

.44

34

.01

43

.96

44

.55

34

.53

44

.62

33

.83

0

10

20

30

40

50

60

70

80

1996

2001

2011

90

3.3.2. Sectoral Employment and Output

Sectoral employment refers to the available sectors in the GSDM where people are likely to find

employment. By the output we are referring to the percentage or number of people employed in a

certain sector so as to indicate which sector is dominating in terms of employment opportunities in

the GSDM. Sectors available in GSDM include trade, mining, manufacturing, agriculture,

community services, private households, transport, finance, construction and utilities.

Gert Sibande- Sectoral Employment 2001-2011

Source: Mpumalanga Department of finance, Socio-economic Profile of Gert Sibande, 2015

Gert Sibande- Sectoral Employment 2012


Leading industries in terms of employment in the district - trade (18.8%) community services

(17.0%), mining (14.5%) and agriculture (13.9%).There is a decrease in role of agriculture & trade

as employer and increase in role of community services & mining as employer.

Agriculture 19.6%

Mining 12.5%

Manufacturing 13.7%

Utilities 1.3% Construction

4.1% Trade 20.1%

Transport 4.0%

Finance 3.3%

Community services 13.1%

Private households

8.0%

2001

Agriculture 9.9%

Mining 8.4%

Manufacturing 10.6%

Utilities 1.5% Construction

6.7% Trade 22.1%

Transport 3.6%

Finance 9.8%

Community services 18.3%

Private households

9.1%

2013

91

3.3.3. GSDM Socio -Economic Analysis (State Of Development)

Socio - economic analysis refers to an analysis of how the community/society of a particular area

progresses, stagnates or declines looking at their local and regional economy.

Gross Domestic Product (GDP) Growth

GDP per capita is often considered an indicator of a region's standard of living on the rationale that

all citizens would benefit from the region's increased economic production (Gert Sibande socio-

economic profile, 2013). Looking at the GDP growth rate of Gert Sibande District Municipality it

shows that the municipality is experiencing an increasing figure from 1996 -2012. Table 16 below

illustrates more.

Gert Sibande District Municipality's GDP Growth of the district.

Municipality Trend 1996-

2013

Forecast

2013-2018

Better (+) or

worse than (-)

province

Ranking: best(1)

or worst(3)

Gert Sibande

District

1.8% 1.9% (-) (2.2%) 3

2001(trend) 2009(trend) Latest

figure(2013)

Ranking: best(1)

or worst(3)

Contribution

to

Mpumalanga

GVA%

29.9% 29.9% 27.6% 3


Currently the district is expected to record the highest GDP growth (1.9% per annum) among the 3

districts over the period 2013-2018 with a historic growth 1.8% per annum in the period 1996-2013.

Manufacturing, finance & community services should contribute the most to Gert Sibande’s

economic growth in the period 2012-2018.

Regional Contribution

This refers to the gross change in economic activity associated with an industry or any event in an

existing regional economy. The region can be district, province, or country wide. This IDP will only

focus on the provincial and district economic contribution looking at the available industries in the

province.

Provincial Contribution

The economic industries are classified according to the International Standard Industrial

Classification of all Economic Activities (ISIC). This classification system groups together economic

activities that are closely related. In 2012, Gert Sibande had a competitive advantage in terms of

92

Mpumalanga’s manufacturing (57.4 per cent) and agriculture industries (41.4 per cent) as

compared to Nkangala and Ehlanzeni Districts.

Gert Sibande was the second largest contributor after Nkangala. Govan Mbeki contributed (19.4

per cent), Mbombela (19.3 per cent), Emalahleni (18.2 per cent) and Steve Tshwete (14.3 per

cent) which made up to 71.2 per cent of the Mpumalanga economy in 2012. Dipaleseng (0.6 per

cent) and Dr Pixley Ka Isaka Seme (1.1 percent) made the smallest contributions to the provincial

economy.

Regional contribution to Mpumalanga’s industries (GVA at constant 2005 prices), 1996-2012

Industry

GERT SIBANDE Nkangala EHLANZENI

1996 2012 1996 2012 1996 2012

Agriculture 41.7 41.4 23.9% 22.9% 34.4% 35.7%

Mining 36.1% 23.9% 49.1% 69.4% 14.9% 6.7%

Manufacturing 42.6% 57.4% 31.4% 24.4% 26.0% 18.1%

Utilities 26.2% 25.7% 70.0% 71.4% 3.9% 2.8%

Construction 24.8% 26.8% 30.4% 32.6% 44.8% 40.6%

Trade 26.4% 25.8% 27.4% 30.5% 46.2% 43.7%

Transport 27.2% 24.5% 33.6% 37.8% 39.2% 37.7%

Finance 22.2% 21.2% 34.9% 36.8% 43.0% 42.0%

Community

Services

22.4% 22.5% 32.2% 32.5% 45.4% 45.0%

TOTAL 31.0% 31.0% 37.7% 39.3% 31.2% 29.7%

Source: Socio Economic review and outlook of Mpumalanga, 2013

District Contribution

Manufacturing (57.4%), is the leading industry in terms of % contribution to Gert Sibande’s

economy, followed by mining (14.1%) and community services (12.3%). Construction is the lowest

with (2.1%).There is a Decreasing role/share of mining and increasing role/share of manufacturing.

Below it’s a graph indicating sectors which contributes to the Gert Sibande's economy.

Contribution by Districts to Mpumalanga’s industries (GVA constant 2005 prices)

INDUSTRY Gert Sibande Nkangala Ehlanzeni

Agriculture 41.6% 22.9% 35.5%

Mining 23.8% 70.2% 6.0%

Manufacturing 51.9% 28.5% 19.6%

Utilities 24.7% 72.5% 2.8%

Construction 24.6% 34.4% 41.0%

93

Trade 24.2% 31.8% 44.0%

Transport 24.2% 38.3% 37.5%

Finance 20.6% 36.3% 43.1%

Community services 22.7% 32.8% 44.5%

Total 27.6% 44.0% 28.4%


Gert Sibande’s manufacturing (role of Sasol) contributed 51.9% & agriculture 41.6% to the relevant

provincial industries.

Gert Sibande's Economic Contributors


3.3.4. Regional Economic Growth and Spatial Features

Manufacturing

The manufacturing sector is the major contributor to the both the district and provincial gross value

added. Mining products, electricity generation; and petrochemicals manufacturing dominate the

sector. There is general consensus however that the growth of the GSDM economy as a whole,

the Govan Mbeki municipality in particular, is highly dependent on the development trajectory of

the SASOL in Secunda.

Mining

Mining activity in the Gert Sibande District, and more specifically the Govan Mbeki (Secunda) Local

Municipality, is one of the main contributors to the Province’s GVA. Coal and gold are the most

important mining products, with electricity generation, petrochemical and metallurgical production,

and industrial and domestic applications dominating the local consumption of coal.

MINING FINANCE TRANSP

ORT TRADE

CONSTRUCTION

MANUFACTURIN

G

UTILITIES

AGRICULTURE

AGRICULTURE

2001 24.80% 8.90% 6.10% 8.90% 1.30% 29.80% 36% 4.70% 11.90%

2012 14.10% 11.50% 7.30% 9.60% 2.10% 35.00% 3.70% 4.70% 12.30%

0.00% 5.00%

10.00% 15.00% 20.00% 25.00% 30.00% 35.00% 40.00%

ECONOMIC CONTRIBUTORS

2001

2012

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Due to the occurrence of the District’s coal reserve within the High Veld Ridge and Coal Belt, the

majority of mining operations are concentrated along the N17 highway, around and between

Secunda and Ermelo. Notable collieries include Sasol’s Syferfontein and Twistdraai and Anglo

Coal’s New Denmark. Other smaller mining operations occur near Driefontein in the Mkhondo

Municipality.

Energy Generation and Supply

The District has Four out of 10 operational coal-fired power stations in Mpumalanga namely,

Tutuka, Camden, Majuba and Grootvlei. As such coal fired power generation is a major industry in

Gert Sibande and these power stations are located in close proximity to the coal mines due to the

high cost associated with the transportation of coal.

Majuba Rail Network is under was commissioned ease the pressure placed on the existing road

infrastructure between Ermelo and Amersfort by truck transporting coal to Majuba Power Station.

Agriculture

Gert Sibande features the largest agricultural sector, with strong services centres like Standerton,

Ermelo, Bethal and Piet Retief. Agricultural products produced within the District include maize,

sunflower, grain, sorghum, wheat, mutton (cattle and sheep), dairy and wool. Although some

irrigated commercial agriculture does occur to the south of Ermelo and to the north and east of

Manzana, the majority of the aforementioned commercial crops are grown on dryland.

In total 23% of the District’s land surface is under cultivation, of which approximately 80%

constitutes commercial dry land under grains.

Significantly, the area between Carolina, Bethal and Ermelo produces the most sheep and wool in

South Africa. The Standerton area is known for its large dairy industry and maize agriculture. Yet,

although Standerton is known for its dairy, the majority of cattle farming activity occur within the Dr

Pixley ka Isaka Seme and Mkhondo Local Municipalities. Other types of crops grown in the District

include potatoes, sweet potatoes, groundnuts and soybeans. A small measure of bee keeping and

honey harvesting also occurs within the forests. Apart from commercial agriculture, subsistence

farming plays an important part in the livelihoods of many of the District’s communities, especially

those in the Manzana and Lochiel areas.

Due to the numerous agriculture and related activities located within the Mkhondo District, the Gert

Sibande Agri-Parks Business Plan identified eMkhondo (Piet Retief) as the most suitable site for

the establishment of an Agri Hub within the broader GSDM

Forestry

Whilst commercial agriculture dominates the central and western extents of the District, the eastern

extents are characterised by a north – south running band of commercial forestry stretching all the

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way from Carolina and Warburton in the north, to Amsterdam and Piet Retief in the south. Forests

and plantations which covers some 9.73% of the District’s total land surface. The majority of the

plantations found within the District are privately owned by Sappi, Mondi and CPA's. Forestry

activities primarily consist of pine, eucalyptus and wattle plantations. Wood from the plantations are

primarily used in the production of structural timber for housing, and the manufacturing of joinery

packaging such as pallets, boxes and cable drums.

Tourism

Tourism, which is generally classified under the Wholesale and Retail Trade, is another growing

sector within GSDM. Its potential is derived from its huge natural resources which includes

wetland; historical sites and heritage and liberation routes. The district offers various tourism

attractions, which includes the Nooitgedacht Dam Nature Reserve, Songimvelo Game Reserve,

the historical town of Chrissiesmeer, numerous Anglo-Boer War battlefield sites, stone ruins dating

back to 1500BC at places such as Legoya near Ermelo.

Chrissiesmeer is the largest freshwater lake in South Africa. This lake, together with a plethora of

other smaller lakes and wetlands provide a home to a wide diversity of birds especially water birds

such as Flamingos

One of the most important tourism destinations within the region is the Songimvelo Game Reserve.

It is being proposed that Songimvelo should link-up with the Nkomazi Wilderness to the west and

the Malolotja reserve within Swaziland to the east, thereby forming a trans-frontier park

Map 2: Mpumalanga Tourism Strategy

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3.3.5. Gert Sibande tourism corridor

The eastern extent of the GSDM forms the anchor of the tourism corridor in the district. It presents

an opportunity given the proclamation of protected areas and further proposed environmental

protected areas along the R23 and R541 routes connecting KZN to the Kruger National Park.

Sustainable Integrated Agricultural Development Programme for GSDM Land Reform

Projects

Gert Sibande

Tourism

corridor

Songimvelo

Game reserve

Chrissiesmeer

Goliad's Footprint

GSDM Tourism

precincts identified in

the provincial tourism

strategy

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The beneficiaries of the land re-form projects within the District are to date faced with

uncoordinated capacity building and limited support, which has led to challenges in maintaining the

sustainability in most of the previously economically viable farms. The District, in collaboration with

its relevant stakeholders, has started to coordinate development and support for the agricultural

sector with emphasis on enhancing partnerships, training and development, management, farm

worker labour training and development, and overall economic empowerment within the

agricultural sector for the District agricultural communities.

The District envisages coordinating the participation and support of the agricultural unions, and the

establishment of commercial farmers. The Department of Rural Development and Land Reform,

and Department of Labour who form part of the agricultural development cluster, have to work

together and will be encouraged to form joint focus initiatives in the development of a robust

Agricultural Development Strategy addressing the following key development areas:

Training and skills transfer on management of farms

District Agro-Value Chain industry

Comprehensive Post-Settlement support

Advance training on farming methods

Partnerships and marketing

Support more farming inputs and implements

Agricultural development will be best achieved through proper integrated planning and targeted

support services for the farms while responding to other District Sector Plans like Environmental

Management Plan, Spatial Development Framework, etc. This approach must still integrate

sustainable farming techniques with various other elements such as poultry, livestock, traditional

medicinal plants and traditional co-ops to succeed. The District Municipality in partnership with the

Mpumalanga Department of Agriculture, Rural Development, Land Administration and

Environment.(District Offices) and the Agricultural Colleges in the various Local Municipalities need

to forge Agricultural Development Initiatives to establish a centre for Sustainable Development of

the sector within the Gert Sibande District Municipality.

Regional Fresh Produce Market

GSDM is a rich agricultural hub, with different agricultural products being exported from the District

in raw form and brought back as finished products.

The District has realised that the whole agricultural value chain and the benefits emanating from

there are not benefiting communities within its jurisdictional area. In order to turn that around, it is

important to device methods to retain most of the economic benefits therein. A viability study on

the Fresh Produce Market was developed in 2014/15.The study has confirmed the viability of

establishing a fresh produce market within its jurisdictional area to take advantage of the

opportunities that emanate in the value chain of agriculture, e.g. storage, warehousing, packaging,

transportation, etc.

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3.3.6. Potential Economic Development Corridors

In terms of Development Principle number two (2) of the GDSM SDF 2009, the District needs “To

optimally capitalise on the strategic location of the District and its five key economic

strips/corridors, and to functionally link all towns and settlements to one another through

establishing and maintaining a strategic road and rail network comprising internal and external

linkages.”

The Gert Sibande District does not function in isolation but is part of a broader regional and sub-

continental economy. It is, therefore, important that the District area be properly linked to

surrounding districts and even bordering countries (like Swaziland) to ensure an efficient flow of

goods and services in all directions within the economical region.

An analysis of the Gert Sibande and regional economy (as presented by the MPISDF and

MPGDS) revealed five key economic/corridors traversing the District. These perform significant

regional functions in terms of linking the District to prominent activity nodes and areas in adjacent

areas, and comprise the following:

The N17/N2 Corridor with Trichardt-Evander-Kinross-Secunda (TEKS Area) as an industrial

node.

The R23 Corridor which is the main link between Gauteng and KZN.

The N11 National Corridor which is the main road link between the Limpopo Province

through Mpumalanga and into KwaZulu-Natal.

The R35 Corridor which links the central and western parts of the Gert Sibande District

converging with the N11 to the Limpopo Province. To the south it links to the national N3

Corridor between Gauteng and KZN.

The R33 Corridor which extends along the eastern border where it runs parallel to the

border with Swaziland. It also gives access to a number of border posts with Swaziland,

including Oshoek, Sicunusa, Gege and Mahamba.

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Implications/actions:

The thorough maintenance and upgrading of the national and provincial road network

constituting the five main transportation corridors in the Gert Sibande District.

The efficient “branding” of the five corridors through appropriate signage in order to attract

more tourist traffic through the area (Establishment of “Theme Routes”).

Active promotion of rail as transport mode in the district – especially as an alternative to

road- trucking of coal in the District, e.g. Lothair Swaziland Maputo Rail link.

Formalisation of the provincial road between Badplaas and Barberton as a short-cut to the

Lowveld Tourism Precinct.

The feasibility study into the development of the abovementioned Corridors will result in proper

planning and implementation to harness the growth of the District economy. This will provide

downstream industries for petro-chemical industry and the mines within the District including

forestry beneficiation industries. The District, in partnership with potential investors and other

spheres of Government and Private Sector, will be looking at undertaking feasibility studies along

the corridors for the following:

Manufacturing Hubs-industrial zones (light and medium industrial parks)

Industrial Workshops

Cold rooms and storage facilities

International Conference Centre

Regional sport facilities

Medium to High density housing developments

Shopping centres or malls

Tourist Attraction centres and Leisure facilities including cultural villages

Agro-processing Facilities

Forestry downstream manufacturing hubs

Enhanced farming with co-ordinated market

Economic diversification and empowerment

The District thus has confidence in the economic potential of the corridors which will, among

others, translate into improved revenues for Local Municipalities, which will assist them to provide

more and improved services. It is pleasing to note that over the past few years, major roads in the

District have been upgraded to high standards. National and Regional roads most notably N17, N2,

N11, R33 , etc.

3.3.7. Climate Change Impact

Climate change is one of the most important environmental issues facing the world today. The

impact of climate change is a reality and it cuts across all climate-sensitive sectors including the

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Agriculture sector. The change in the climate has threatened sectors such as Agriculture leading to

a decrease in food production and therefore putting pressure on the existing sectors.

3.3.8. Economic Development Objectives

The District, in collaboration with its seven (7) constituent Local Municipalities and other

stakeholders endeavours to optimise the impact of economic growth in the district through the

proper implementation of the District Local Economic Development Strategy which addresses, the

following:

Partnerships towards progressively responding to the skills need by the growing Regional

Economy.

Visible promotion and support of SMMEs (Financial and Non-Financial).

Visible promotion of the Tourism Sector.

Increasing local beneficiation and shared Economic Growth across the District.

Promoting and supporting sustainability of the existing businesses within the District.

Identification and implementation of high impact LED projects/programmes like Bio-

Fuel Plant as part of rural economic development in response to Land Reform

Programmes.

Providing support services, mentorship and investment towards ensuring sustainability and

effective utilisation of farms attained through Land Reform Programme.

Development and Training of Co-operatives and SMMEs and establish database thereof.

Promotion of Trade and Investments through Regional Development Agency.

Informal Sector development and Second economy interventions (i.e. skills development).

Promotion of the usage of alternative sources of energy.

The above objectives are aligned to the National and Provincial economic growth plans and

programmes.

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3.3.9. Comprehensive Rural Development Programme

GSDM rural development plan

Rural Development Plan

The Guidelines for Development of Rural Development Plans published by the Department of

Rural Development and Land Reform states that “The RDP should be focused on homogeneous

functional areas identified according to factors such as unique environmental and climatic

conditions, land ownership profile (communal land areas), and rural areas of high population

concentration or unique settlement functions and spatial distribution”. Furthermore, the RDP is

seen as a “regional spatial development framework”, and therefore the plan is not compiled for the

entire district municipality, but rather for such functional regions within the district.

The rural development plan aims to formulate a comprehensive plan of action for rural

communities living in extreme poverty. GSDM Functional demarcation Areas;

Functional Region 1: The GSDM Highveld area characterised by coal mining, electricity generation

and maize and livestock farming. It comprises the areas of jurisdiction of the Dipaleseng, Govan

Mbeki, Lekwa, Dr Pixley Ka Isaka Seme and a section of the Msukaligwa Local Municipalities.

Functional Region 2: The GSDM Eastern escarpment which holds extensive potential for forestry,

tourism and limited fruit farming. The Eastern Escarpment (Central and South) comprises the

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majority part of the area of jurisdiction of the Chief Albert Luthuli, Mkhondo and sections of the

Msukaligwa Local Municipality.

Fourteen (14) Rural Intervention Areas/RIA identified in the Gert Sibande District. These are briefly

summarised as follows;

Functional Region 1: Highveld South Region

RIA 1.1: This represents the rural communities in Dipaleseng local municipality and

specifically around Greylingstad, Balfour and Grootvlei.

RIA 1.2: Leandra is the central node to this area and during the consultation process it was

indicated that there is significant potential (and interest) in the establishment of agro

industries in this area.

RIA 1.3: The Lekwa Municipality requested that this rural hinterland between Secunda and

Standerton be identified as a Rural Intervention Area with the focal point being a potential

Rural Node in the vicinity of Thuthukani.

RIA 1.4: This RIA serves the rural hinterland between Standerton and Volksrust with

Perdekop as the Rural Node serving the large number of rural communities in the

surrounding area.

RIA 1.5: The same principle was applied in the triangular shaped rural area between

Bethal, Ermelo and Amersfoort where Morgenzon can be strengthened as a Rural Node

serving surrounding rural communities.

RIA 1.6: Daggakraal is the focal point for this Rural Intervention Area which mainly covers

the area between Wakkerstroom, Volksrust, Amersfoort and Saul Mkhizeville.

RIA 1.7: The Breyten-Kwazanele node is central to this Rural Intervention area which is

located between Bethal, Ermelo and Carolina. This area is characterised by a number of

Land Reform initiatives.

Functional Region 2: Eastern Escarpment Central and South

RIA 2.1: This is a rural cluster around Manzana (Badplaas) in the northern extents of Chief

Albert Luthuli municipality and which also links up with RIA 3.4 in Emakhazeni in Nkangala

District Municipality.

RIA 2.2: Represents the central part of the rural villages in Chief Albert Luthuli Municipality

with Elukwatini being the central focal point.

RIA 2.3: Represents the southern cluster of rural villages in Chief Albert Luthuli Municipality

with Dundonald being the main node serving the area.

RIA 2.4: Lothair is the most prominent node within this Rural Intervention Area. It forms part

of the forestry belt and a number of Land Reform initiatives are located in the area.

RIA 2.5: This area includes the forestry areas to the north of route N2 between Ermelo and

Piet Retief with Sheepmoor and Iswepe being the main nodal points. There are several

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incidences of informal settlement in these forested areas with Mondi currently working on

the establishment of a number of agri villages in the area (nine in total).

RIA 2.6: This represents the Driefontein-KwaNgema-Emahashini cluster of rural settlement

in the vicinity of the Heyshope Dam. This is also a CRDP priority area and represents one

of the largest rural concentrations of people in the Gert Sibande District Municipality. Mining

was also introduced into the area over the past decade.

RIA 2.7: This intervention area represents the southern rural parts of Mkhondo Local

Municipality and includes two proposed Rural Nodes at Sulphur Springs and Ntombe

respectively.

3.3.10. District Implementation Program

Speed up and finalise Land Reform initiatives in the area.

Compile a Rural Intervention Area Precinct Plan (Development Framework and Business

Plan) for each of the Rural Intervention Areas in line with the following programme (see

Figure 2).

Investigate the possibilities of water harvesting initiatives to improve the water supply in the

area, and the introduction of solar panels to enhance energy supply and cost efficiency to

farmers.

Land Reform and Agricultural Support Programmes

Land Reform and Agricultural Support Programmes (which respond to outcome 7) will be

completed within the next two years and the land restitution programme combined with intensive

agricultural support, with resources allocated for interventions where failures are registered, launch

the Agricultural Support Scheme.

The Comprehensive Agricultural Support Programme (CASP) has been expanded to improve the

effectiveness of the land restitution and reform programmes, finalise and implement Black

Economic Empowerment (BEE) with regard to land acquisition and skills development. The GSDM

has established a land and agricultural coordination unit to streamline rural and agricultural

development activities within the District. A rural and agricultural development strategy was

developed and adopted by council and is under implementation. A vetting exercise to determine

the existence and needs of Agricultural Co-operatives in rural / traditional areas has been

successfully completed and approved by council for implementation in 2015/16.

Agri-Park Programme

The Agri-Park Programme forms part of Government’s undertaking to review all land reform

policies as enunciated in the 2011 Green Paper on Land Reform and the support that needs to be

provided; . The move for its establishment is in line with the President’s 2015 State of the Nation

Address. The aim was to bring small, communal and commercial farmers into the Agri-Park net,

giving them access to training, infrastructure, equipment, logistics and markets.

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The concept for Agri-Parks draws from existing models here and abroad, including

educational/experimental farms, collective farming, farmer-incubator projects, Agri-clusters, eco-

villages, and urban-edge allotments and market gardens

The focus of the Agri-Park is primarily the processing of ‘agricultural products’ (and the mix of ‘non-

agricultural’ industries may be low or non-existent). Of prime importance will be linkages between

the parks and surrounding agricultural land for production.

The Agri-Park approach will include the selection and training of smallholder farmers, as well as

selecting farms per province for the placement, incubation and training of unemployed agricultural

graduates and other agro-entrepreneurs

The Agri-Park will comprise of three basic units:

The Farmer Production Support Unit (FPSU). The FPSU is a rural outreach unit connected

with the Agri-hub. The FPSU does primary collection, some storage, some processing for

the local market, and extension services including mechanisation. These units will be

available in all 7 local municipalities with GSDM.

Agri-Hub Unit (AH). The Agri-Hub is a production, equipment hire, processing, packaging,

logistics and training (demonstration) unit. The Agri-Hub will be located in Mkhondo Local

municipality.

The Rural Urban Market Centre Unit (RUMC), which will based in Ermelo, Msukaligwa local

municipality. The RUMC has three main purposes;

Linking and contracting rural, urban and international markets through contracts.

Acts as a holding-facility, releasing produce to urban markets based on seasonal

trends.

Provides market intelligence and information feedback, to the AH and FPSU, using

latest Information and communication technologies.

And furthermore the district has launched an District Agri-Park Advisory Committee in support of

the programme. GSDM intends to lead the programme and avail resources to support small-holder

farmers through the provision of capacity building, mentorship, farm infrastructure, production

inputs.

3.3.11. Expanded Public Works Programme

The EPWP is a nationwide programme covering all spheres of government and state-owned

enterprises. The Programme provides an important avenue for labour absorption and income

transfers to poor households in the short to medium-term. It is also a deliberate attempt by the

public sector bodies to use expenditure on goods and services to create work opportunities for the

unemployed. EPWP Projects employ workers on a temporary or on-going basis either by

government, by contractors, or by other non-governmental organizations under the Ministerial

Conditions of Employment for the EPWP or learnership employment conditions.

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GSDM has established an EPWP unit in the LED department (Outcome 4 and 5) to facilitate the

creation of economic opportunities in the implementation of its capital projects in the applicable

communities.

GSDM aims to create over 1200 job opportunities through local development initiatives including

capital projects, which involves Road Construction, Bulk Supply Line upgrades and Sewer

reticulation projects. Phezkomkhono has been registered on the EPWP MIS System as Social and

Environmental Sector project which led to the creation of over 400 job opportunities in each local

municipality within the district.

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3.4. KPA 4: Municipal Financial Viability and Management

In terms of the Local Government Municipal Structures Act 1998, Section 83(3), the District

Municipality should build the capacity of local municipalities in its area of jurisdiction to enable them

to perform their functions and carry out their respective powers where such capacity is lacking. In

order for GSDM to meet these obligations, the following programmes are anticipated and service

level agreements will be negotiated with respective Local Municipalities in terms of Section 88(2)

(a) of the Municipal Structures Act.

In order to maintain the financial viability and management, and ensure that the District achieves

its objectives, the following priority matters have to be taken into consideration:

Assistance through a Credit Control Debt Collection Strategy and Revenue Enhancement

Plan for Local Municipalities

Maintain efficient Financial Management Strategies through timeous reporting

Support to Local Municipalities on Institutional and Financial matters whereby an initial

support Senior Manager will be assigned and be dedicated to assess the Local

Municipality’s position.

Benchmarking and introducing Best Practices

Identifying Funding Mechanisms with National Treasury and Provincial Treasury

Harnessing Accountability and Responsibility.

Ensuring that the mSCOA Project for all local Municipalities are being effectively

implemented ensuring compliance

The GSDM is faced with a huge backlog in terms of providing in the basic needs of its community.

Financial investments towards accelerating the provision of free basic services and other major

infrastructural projects have assisted in making sure that more people are enjoying the benefits of

democracy. Much has been done towards attaining the MDGs while improving the lives of all

communities, but access to additional funding from the Treasury Departments is of paramount

importance. Currently the District has a fairly strong balance sheet and would be able to attract

capital from the respective Government Departments and Provincial depts. .e.g Implementing of

RBIG funding through DWS.

The Revenue replacement Grant and the equitable share, increases by approximately 2.94% per

Annum and these increases are well below the inflationary increases. Consequently the District

has limited finding to assist the Local Municipalities, it is contemplated that a District wide revenue

enhancement plan be prepared in conjunction with the local Municipalities to ensure that adequate

funding is available to address the increasing service delivery backlogs. The factors influencing this

year’s budget preparation were the National Government priorities which, amongst others, include

the following:

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Job Creation

Education and skills Development

Quality Health Care

Rural Development and

The fight against crime and corruption

Vibrant equitable and sustainable rural communities and food security

A development - oriented public service and inclusive citizenship

3.4.1. Credit Control and Debt Collection Strategy for Local Municipalities

It must be highlighted that the debtors book of the Local Municipalities on average exceeds

approximately R250 million. This non-collection timeously of revenues has placed the Local

Municipality in extremely non-viable financial problems and in some instances has resulted in

measure creditors e.g. Eskom not being paid timeously. The Revenue Enhancement Plan referred

to above would take into consideration the Culture of payment for services and the timeous

collection of outstanding debts by rate payers. This includes more accurate tariff setting modules.

Further, the District has continuously embraced its GIS data cleansing Project with all Local

Municipalities in its area of jurisdiction.

The GIS financial data cleansing operations at all local municipalities has reached the stage where

all processes and procedures must be standardised throughout all departments, through the use of

software applications forming part of the day-to-day activities to ensure that data maintained on the

financial and other services information systems are integrated and thus deliver more accurate

data. Accurate data will ensure that the revenue projections done are more realistic and hence

collection can be more effective.

Further, the on-going compliance and implementation of the Municipal Properties Rates Act by

local municipalities into their operations including MSCOA, as well as the management and

recovery of outstanding debt is of extreme importance, as it will ensure that sustainable local

government at local level maybe achieved. The implementation of the Property Rates Act will

enable local municipalities to maximize their fixed revenue in order to finance their operational

expenditure. In future GSDM's funding allocation will be prioritized to areas in the local

municipalities where significant service delivery demands are required especially to address water

and sanitation needs.

The financial data is an area of grave concern and supply of this data to an integrated system are

not taking place as speedily and accurately as expected, mainly due to non-availability of trained

staff and lack of automation. The GIS project raised the issue of clean, standardised financial data

and systems, which the GSDM and the local municipality staff hope to address through the signing

of Memorandums of Understanding between the District-, Local Municipality, Financial System -

and GIS vendors to establish automated applications, data standards and system implementation

.Also the implementation of resolutions in relation to Digital Technology vigorously will assist in the

accessing of data speedily.

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GSDM intends to maintain and further develop the Shared GIS Service into an Integrated

Management Information System, shared with the Local Municipality Departments and the District.

The advantage of this innovation is that at all times and in any location, the management decision

processes are enhanced through the provision of multi-disciplinary information systems i.e.

financial systems, spatial development and land use management systems, all services

development plans, payment and debt recovery trend, management systems and property

valuation information to ensure that service delivery goals are achieved in a sustainable manner.

Other assistance provided to Local Municipalities

Outline below are the following material Projects that are undertaken by the District:

For the provision of bulk water services, water quality testing and the co-ordination of water

services operations generally throughout the GSDM area of jurisdiction;

For the joint eradication of water services backlogs by way of a co-ordinated approach to

development between DWS, CoGTA, DARDLA, GSDM and Local Municipalities. This is

being achieved through the adoption of the Implementation Protocol on water services;

Sharing of financial, technical and administrative information and experiences. In addition

to the technical and administrative forum, a District Finance Forum needs to meet regularly

to discuss common areas of concern. Further, information relating to best practices, as

well as Treasury Circulars is tabled at these meetings. Matters discussed at the Municipal

Managers Forum are also cascaded down to the Finance Forum meeting and vice versa.

The District together with DWS and COGTA are administering Water related Projects in

terms of the DORA/ RBIG funding

The District and its constituent local municipalities have noted with concern the escalating debt

within its jurisdictional area and through the data cleansing project they intend to provide the much

needed assistance to address the challenges faced by the locals to reduce their growing debts.

The main focus of the aforementioned and any other financial investments throughout the District

is to:

Harness the Municipalities’ capacity to adequately address community needs

Encourage Municipalities to progressively contribute towards the attainment of the SDG’s

targets

Harness the creation of an environment suitable for sustainable creation of jobs and

continued investment in skills development for the Regional economy

Harness excellence and sustained improvement of service delivery and infrastructure

maintenance

Harness improved communication with and optimal community participation of all the

relevant stakeholders in all the developmental imperatives of the District within and beyond

the jurisdiction of the District

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3.4.2. Supply Chain Management and the introduction of the Centralized Supplier Database and e-Tender Portal

The Local Government: Municipal Finance Management Act requires Municipalities to adopt a

Supply Chain Management Policy that provides legislative guidance and the District has over the

years established a centralised Supply Chain Management Unit which addresses the following:

Procuring goods and services;

Appointment of contractors and other external mechanisms to provide assistance in the

provision of Municipal Services; and

Disposing of assets, including goods no longer needed.

The Supply Chain Management Policy (SCM) is focussed on integrity, efficiency and realizing the

best value for money. This is envisaged to harness public confidence that public funds are being

spent prudently, on its behalf, and not for the personal benefits of public office bearers, officials or

their friends. Diligent care must therefore be taken in establishing controls in order to eliminate

even the perception of fraud or abuse, which can be just as destructive to the public trust in reality.

With the institutional Capacity currently being established with the regard to the Demand and

Acquisition area and Monitoring and Compliance aspects a clear division of duties is being created.

Henceforth within the Demand and Acquisition portfolio the fast tracking and the implementation of

the GSDM budget will be achieved. Hence once the budget are satisfactorily utilised, there will be

more opportunities to attract additional capital from third parties.

The District is co-ordinating activities around the shared audit services concept with at one of its

local municipalities. The Audit Committee is functioning effectively as envisaged. 3-year Audit Risk

Plans in terms of MFMA will be produced by Internal Auditors and these would be reviewed

annually. Further risk plans also allows the municipality to prioritize its risks into high, medium and

low. The high risks are attended to immediately and subsequently the internal controls are

strengthened.

Pertaining to Performance Management Audit Committee, the current Audit Committee will be

utilised instead of establishing an additional Committee to focus specifically on overall

Organizational Performance. In the last five financial years, the Gert Sibande District Municipality

has received the following audit reports:-

2012/13 Unqualified with findings

2013/14 Qualified


2015/16 Qualified


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3.4.3. Financial Viability

Currently the District has a positive financial viability status and its able to fund its short medium

and long term commitments at this stage the District need not consider Loan income funding to

finance its Projects and assistance given to LM's.

Outlined below are the key Issues to be addressed in regard to Financial Viability include amongst

others the following:

Standardisation of financial aspects throughout the District and adequately supporting all

municipalities in all financial matters.

Obtaining sufficient financial resources to enable municipalities to be in compliance with

various legislative requirements.

Compliance to all the Government Legislation’s Financial Management prescripts.

Ensuring as far as practicable unqualified Audit reports are being received throughout the

District

Ensuring sound Internal control and Financial Management practices

Ensuring that risk and fraud prevention plans are in place as mechanisms to mitigate

corrupt practices

Coordinating the implementation of the new GRAP standards for Local Municipalities.

Ensuring that the Supply Chain Management and Procurement issues are in place and

adhered to Ensuring that all improvements implemented within the Local Municipalities are

sustainable.

Financial Strategy Plan: Revenue Enhancement Plan

It is anticipated that through the District wild Financial Forum, a standardized Revenue Plan is to

be adopted that incorporates the following:

To effectively manage the revenue value chain

To target debt collection

Improve data integrity

Protect and enhance the revenue base

Action Plan Addressing Core Areas

The Cost Curtailment measures to be introduced

Stringent Cash Management Principles to be adopted

The debtor book to be managed effectively ensuring that the number of days outstanding is

reduced dramatically.

A Steering Committee to be established and be supported by a Technical Committee as follows:

Chief Financial Officer

Head of Departments

Relevant Managers

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Areas to be addressed

Increasing the tax base of the Local Municipality through Planning and Development

matters

Interacting with LMs regarding their Spatial Plans and Land Use Management

Infrastructure Development to include upgrading of bulk services, introducing incentives,

review of tariff structures.

On Finance Matter – reviewing of contracts ensuring that all investment properties are

taken into consideration

Improvement of Cash Collection, Billing Circles to be Shortened, Profiling of Customers,

Automated meter reading.

Personal to target top hundred financial institutions/businesses, Capacity of debtors

Department to be increased, disconnection and reconnection to be aggressively instituted.

Data Purification and Cleansing to be given priorities.

Stringent Cash Management to be introduced, Daily, Weekly and Monthly cash forecasting

Cost Curtailment Circular to be strictly applied and non – priority expenditure to be

eradicated

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3.5. KPA5: INTERGOVERNMENTAL RELATIONS, GOOD GOVERNANCE AND PUBLIC PARTICIPATION

The Municipal Systems Act is very specific on the need for community participation. Community

participation – derive from Section 152 (1) e of the Constitution, requires municipalities to

encourage the involvement of the community organizations in the matters of the Local

Government. GSDM has been encouraging communities to participate on affairs of the District.

3.5.1. Interface Between IGR, Communication and Public Participation

The Gert Sibande District Municipality has over the years developed a culture of municipal

governance that complements formal representative government with a system of participatory

governance, and must for this purpose encourages and creates conditions for, the local community

to participate in the affairs of the municipality, including:

The preparation, implementation and review of its IDP;

Establishment , implementation, review of its performance management system;

The monitoring and review of its performance management system;

The preparation of its budget,

And strategic decisions relating to the provision of municipal services.

There is a need for the central co-ordination of programs in order for the Public Participation

strategy to yield the desired goals. Such integration will be guided by the Intergovernmental

Relations Framework Policy, Act No.15 of the IGRFA, 2005. The Act gives guidance in the vertical

and horizontal co-ordination of Government Structures with an aim of enhancing a cooperative

system of Government.

The Key role players in the municipality with regards to public participation are the Councillors

since they serve as:

Facilitators of community/constituency input

Communication link between council and community

Councillors help to monitor the performance of the municipality

The central responsibility of municipalities is to work together with local communities to find

sustainable ways to meet their needs and improve the quality of their lives. Public participation is

outlined in:

The Constitution –Chapter 7 (section 152) two objectives of local government that apply to

public participation:

Provide democratic and accountable government for local communities

Encourage the involvement of communities and community organisations in matters of local

government

The White Paper on Local Government, 1998

The Municipal Structures Act, 117 of 1998

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The Municipal Systems Act, 32 of 2000

3.5.2. Community Development Workers (CDWs)

CDWs are public officials who work with municipalities where they live to bridge the gap between

services provided by government and access by the communities to these services.

CDWs can attend ward committee meetings and offer advice

CDWs could offer secretarial support to the ward committees

CDW Programme

Municipality No of CDWs Vacancies

Chief Albert Luthuli L M 26 4 (9,14,20,23)

Dipaleseng L M 9 None

Govan Mbeki L M 29 12 (5,11,12,13,15,18,21,25,26,28,30,32)

Lekwa L M 11 4 (1,3,4,8,9)

Msukaligwa L M 17 3 (7,8 & 18)

Mkhondo L M 24 None

Dr Pixley Ka Isaka Seme L M 9 2 (4 & 5)

Functional Wards Committees in GSDM

Municipality No of wards No of functional wards committees None functional

Chief Albert Luthuli L M 25 22 3 (7,9 & 24)

Dipaleseng L M 6 6 00

Govan Mbeki L M 32 28 4

Lekwa L M 15 13 2

Msukaligwa L M 19 16 3 (2,9 & 15)

Mkhondo L M 19 16 3 (1,4 & 11)

Dr Pixley Ka Isaka Seme L M 11 11 0

Total 127 112 15

Ward operational plans

Municipality No of wards No of ward submitted Not submitted

Chief Albert Luthuli L M 25 22 3 (7,9 & 24)


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Lekwa L M 15 15 00

Msukaligwa L M 19 18 1 (Ward 14)

Mkhondo L M 19 16 3

Dr Pixley Ka Isaka Seme L M 11 11 0

War rooms

Municipality No of established war rooms No of war rooms still to be established No of functional war rooms

Chief Albert Luthuli L M 23 2(7,9) 23

Dipaleseng L M Not yet established None

Govan Mbeki L M 12 20 1 (Ward 29)

Lekwa L M Not yet established 0 None

Msukaligwa L M 1 (Ward 16) 18 1 (Ward 16)

Mkhondo L M 17 2

Dr Pixley 10 1 10

Presidential Hotline

The aim of the Presidential Hotline is to increase the participation of the public in their

government. The Presidential Hotline is instrumental in defining a government that understands the

needs of its people and responds faster to those needs. The initiative does not ask if government

will or is able to provide the services. It focuses on how government should improve the service by

working faster and smarter.

Presidential Hotline Issues

Municipality Open calls Resolved Total Calls

Chief Albert Luthuli L M 57 none 57



Lekwa L M

Msukaligwa L M 174 155 174

Mkhondo L M 334 34 334

Dr Pixley Ka Isaka Seme L M - - -

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Traditional leadership and partnerships

The involvement of Traditional leaders plays a major role in service delivery in rural areas. The

severe service delivery backlogs in rural areas and the inadequate communication between the

institution of Traditional Leadership and the Municipalities on development initiatives had to be

addressed, thus the formation of a sustainable synergistic partnership between the Gert Sibande

District Municipality and the respective Gert Sibande Local House of Traditional Leaders. This has

played a role in ensuring that both parties are in a position to guarantee full participation of the

rural communities in the decision making processes for their own development.

The total number of traditional Council in the District is Seventeen (17). A total of seven (7)

Traditional Leaders participate in the Municipal Council as per the above mentioned Gazette. The

District ensured that all matters relating to Traditional and Cultural Affairs are budgeted for in order

to maintain and strengthen the relationship between the District Municipality and the Local House

of Traditional Leaders and, has undertaken to support ummemo and traditional council cultural

events held annually hosted by Amakhosi.

Donation towards the traditional events hosted by each Traditional Council as agreed with the Gert

Sibande House of Traditional Leaders. In terms of skills development purposes , the District

enrolled the Traditional Leaders into Leadership and Good Governance programme facilitated by

University of KwaZulu-Natal

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3.6 KPA 6: SPATIAL DEVELOPMENT ANALYSIS AND RATIONALE

GSDM Strategic Development Framework

The spatial development trajectory of the district is guided by the set of development principles

outlined below.

Actively protect, enhance and manage the natural environmental resources of the District

by way of the guidelines provided in the GSDM Environmental Management Framework

(EMF).

Optimally capitalise on the strategic location of the District through strengthening of the five

national/provincial economic corridors, and to functionally link all towns and settlements to

one another and to surrounding regions.

Establish a functional hierarchy of nodal points in the Gert Sibande District area to optimise

the delivery of social and engineering infrastructure/services, promote local economic

development, and protect valuable agricultural land.

Provide a full range of social services at all the identified nodal points, in accordance with

the nationally approved Thusong Centre concept.

Consolidate the urban structure of the District around the highest order centres by way of

residential infill development and densification in Strategic Development Areas (SDAs)

identified in Municipal Spatial Development Frameworks.

Ensure that all areas in the GSDM (urban and rural) are at least provided with the

constitutionally mandated minimum levels of services as prescribed by the NDP and

enshrined in the Constitution.

Utilise the Chressiesmeer-Heyshope-Wakkerstroom precincts as Tourism Anchors around

which to develop and promote the eastern parts of the District (around route R33) as a

Primary Tourism Corridor.

Promote forestry within and along the identified Primary Tourism Corridor.

Promote intensive and extensive commercial farming activities throughout the District, and

facilitate Agrarian Transformation within the CRDP priority areas.

Facilitate and accommodate mining in the District in a sustainable manner in order to

support local electricity generation and industrial development.

Unlock the industrial development potential of existing towns through developing industry specific

Special Economic Zones/Economic Clusters throughout the District, in line with the Mpumalanga

SDF and the Mpumalanga Vision 2030 Strategy in accordance with the following sectors:

Agricultural Cluster

Forestry Cluster

Industrial Cluster

Enhance business activities (formal and informal) in the Central Business Districts of

identified nodal points in the District, and consolidate business activities around Thusong

Centres and modal transfer facilities in rural areas.

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Each of these principles are graphically/spatially illustrated in the GSDM SDF map below: In terms

of SPLUMA

118

GSDM SDF map

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3.6.1 Land Use Management Land Use Management is the system of legal requirements and regulations that apply to land in

order to achieve desirable and harmonious development of the built environment. Every property

has a set of regulations to control development. These regulations are determined by the zoning of

the property.

The challenges around land use management in the GSDM mainly manifest in these groupings:

Urban, built up areas

Town planning schemes regulate land use in the majority of urban nodes in the GSDM. They have

jurisdiction over areas within the urban edge and detail the permitted development in each

property. However, there are challenges regarding the enforcement of these schemes. Residential

erven present the highest rates of contraventions as they are converted to business sites without

the requisite municipal approvals. The result is an increase in densities , leading to infrastructure

problems (e.g Ermelo rental units) and change in character leading to conflicting, unregulated land

uses. The spread of informal settlements in the urban nodes across the district is a symptom of

weak land use management amongst other deficiencies in local municipalities

Rural built up areas

Land use management in the rural areas not covered by land use schemes is barely given any

attention in the GSDM. This is predominantly in the former Kangwane homeland areas. The

populous built up areas perform a crucial developmental function in areas such as Elukwatini,

Dundonald e.t.c. Development in these areas has been left to the markets and headmen to control.

The consequences are best manifesting in Elukwatini which is fast developing without the requisite

planning and development control.

Rural agricultural land

Agricultural land in the GSDM is under constant threat by mining activities. The crucial and

competing land uses require careful and considered management. The majority of municipalities

do not perform land use management in farm areas. However, the Maccsand vs CoCT (2010)

defines municipal planning to include rezoning of land to mining. The 2012 water pollution in

Carolina is an example of some of the challenges associated with unregulated land use in rural

areas.

The main challenges leading to the weak land use control are as follows:

Insufficient human resource capacity to enforce land use By Laws

Inadequate land use management system (e.g developments being connected to services

without planning approvals)

Land Use Management Tools:

SPLUMA provides for the development of plans and policies by the 3 spheres of government to

help municipalities in achieving the prescribed development principles in executing their spatial

planning, land use management and land development functionsThe legal documents regulating

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land use management are currently under review in order to comply with the requirements of the

Spatial Planning and Land Use management Act 16 (2013). The following is a summary of the

documents under review:

Land use management tools

Status Quo Remedies 2017-2020 Reviews Within Five Years Of Commencement Of

The Act

Land Use Schemes Spatial Development Framework

Land Use

Management Tools

Not Yet Spluma

Compliant:

Spatial

Development

Framework

Land Use Scheme

Land Use

Management

System

Dr. Pixley Ka Isaka Seme

Lekwa

Msukaligwa

Dipaleseng

Gert Sibande Disttrict Municipality

Msukaligwa

Dipaleseng

Dr. Pixley Ka Isaka Seme

Implementing And

Integrating Land Use

Management Systems

Across The District With

Provincial Oversight

Departments

Gmm Already Implementing

Electronic Land Use

Management System

3.6.2 Human Settlements:

The rate at which human settlements planning and development is taking place is slower than the

spread of informal settlements. Human settlements planning in the district is mostly reactive than

proactive. The majority of established townships in Ermelo in the recent history are formalization

processes than greenfield developments. This indicates need to focus on the establishment of

townships to meet the demand and increase revenue generating potential of LMs.

Households in informal settlements.

Local Municipal

area

Number of households in informal

dwellings

Share of total households

2011 2016 2011 2016

Chief Albert Luthuli 2 857 5 206 6.0% 9.7%

Msukaligwa 5 715 4 819 14.0% 9.4%

Mkhondo 1 150 1 086 3.1% 2.4%

Dr Pixley Ka Isaka 1 448 578 7.3% 2.6%

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Seme

Lekwa 7 414 7 129 23.9% 19.1%

Dipaleseng 3 985 3 832 31.5% 25.8%

Govan Mbeki 23 365 22 212 27.9% 20.4%

Mpumalanga economic development and tourism

Informal settlements sprawling

beyond the approved

settlement edge

Invasion of vacant land

in urban areas

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Spatial analysis also indicates that a bulk of the service delivery backlogs across the district

coincide with informal settlements. This happens in three main categories:

Planned areas: approved general plan but development on the ground is not consistent

with the general plan making it difficult to connect services.

Unplanned areas: land invasions in areas not planned for residential development

Rural areas where minimum land use management occurs.

GSDM Human Settlements Strategy Proposals

In order to address the human settlements challenges in the GSDM, the Human Settlements

strategy proposes the following priority actions/initiatives to be undertaken by the GSDM towards

enhancing and promoting sustainable human settlement in the district:

Establish the GSDM Human Settlement Working Group and facilitate at least four

coordination and alignment meetings with the seven local municipalities and Mpumalanga

Department of Human Settlement representatives.

Expand the existing GSDM GIS System to include an informal settlement database and

monitoring system and frequently report on informal settlement trends in various parts of

the GSDM.

Allocate funding towards the compilation of Precinct Plans and Feasibility Assessments of

priority Strategic Development Areas as identified/nominated by local municipalities.

Allocate funding towards the compilation of Upgrading Plans for priority informal

settlements earmarked for in-situ upgrading (Category B1).

Coordinate/Fund the annual update and alignment of District and Municipal IDP Housing

Chapters in GSDM area.

Provide consolidated human settlement related funding needs input to Mpumalanga

Department of Human Settlement and GSDM annual budgeting process.

Continuously monitor progress and report on housing projects being implemented in the

GSDM area and incrementally develop an inventory (historic record) delivery in the District

for performance assessment purposes.

Geographical Information Services

As outlined in above, a digital data storage and manipulation platform is necessary for

administrators to address administer planning and revenue functions effectively. Geographic

Information Services provides a base platform on which municipalities can integrate data from

various functions like finance, planning and services in order to streamline municipal planning

efforts. The provision of a GIS platform will enable municipalities to perform, amongst others the

following:

View the status quo of all services and other influencing factors;

Model impacts of interventions and projects;

Measure and analyse progress of projects/challenges visually and

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Integrate various datasets into the modelling process to enable scenario creation and

impact assessment, to name but a few.

GIS

Chief

Albert

Luthul

i

Dipale

seng

DPKIS Gova

n

Mbe

ki

LEKW

A

Mkho

ndo

Msukaligw

a

Gert Sibande

GIS

Hardware

(Server)

N N N Y N N Y Y

Software

GSDM GSDM GSDM GSD

M

GSDM GSDM GSDM Y

GIS

Practitioner

01 01 0 01 0 0 01 03

Given the lack of GIS hardware and personnel in the majority of the local municipalities, the GSDM

GIS policy promotes the shared services approach to the provision of GIS service to our local

municipalities. This will allow the municipalities that do not have a functional GIS unit to utilise the

GSDM GIS platform. The municipal datasets will be hosted in the GSDM server and made

available to local municipality via portal services. The GSDM is currently paying for GIS licences

for all 7 local municipalities as a first phase of the implementation of the shared services model.

3.6.3 Support Provided to Municipalities

The enactment of the Spatial Planning and Land Use management Act (PLUMA) 16 of 2013

introduced additional planning functions to local government which were performed by provincial

and national spheres of government empowered. The implications of these additional functions are

placing enormous pressure on municipal resources. The GSDM is actively supporting its LMs in

the following areas in order to help them successfully carry out their municipal planning function:

Human resource: Through the ISDG programme, the GSDM is able to recruit graduates in

need of practical training. These graduates are available to support municipalities where

there are human resource constraints in a municipality. During the 2017/18 financial year, 5

town planning graduates were recruited and 1 GIS graduate is also available in the

municipal support team.

Municipal Planning Tribunal: The GSDM is financing and administering the Joint municipal

Planning Tribunal on behalf of 6 local municipalities, namely: Chief Albert Luthuli,

Dipaleseng, Dr. Pixley Ka Isaka Seme, Lekwa, Mkhondo and Msukaligwa LM.

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GIS licence and data maintenance: The GSDM is paying for GIS software licences for all 7

local municipalities in its area of jurisdiction. The district is also planning on subscribing for

spatial data updates for all 7 local municipalities in order to ensure that spatial and financial

plans are based on a credible database

Update of planning sector plans: The GSDM is supporting municipalities develop land use

schemes in order to comply with the provisions of SPLUMA

Key Issues to be Addressed

Township establishments

Integration of town planning and project packaging (Bulk Infrastructure and for new

Townships)

Identification, audit and acquisition of strategic land for future development (e.g residential,

industrial, cemeteries and landfill sites )

Electronic land use managements systems for the GSDM

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CHAPTER 4: GSDM PERFORMANCE MANAGEMENT SYSTEM

4.1. Organizational Performance Management Systems

Performance measurement is essentially the process of analyzing the data provided by a

monitoring system in order to assess performance. The aim of performance management is to

improve service delivery by clarifying institutional arrangements, roles and responsibilities and

procedures to be followed in order to ensure effective application of the performance management

system.

Two levels of performance management operate within the municipality:

Organisational level - How the municipality as a whole is achieving its developmental

objective’s as measured against the targets set in the Integrated Development Plan (IDP)

Individual level – Relates to individual performance measured against their respective

accountabilities with regards set objectives in line with the strategic goals of the

organization as directed by the IDP

4.1.1. Organizational Performance Management

Municipalities in South Africa use integrated development planning as a method to plan for the

achievement of sustainable developmental objectives in their respective area of jurisdiction. An

Integrated Development Plan (IDP) provides a five year strategic programme of action aimed at

setting strategic and budget priorities. The IDP aligns the resources and the capacity of a

municipality to its overall developmental objectives and informs the municipal budget.

At the core of effective strategic management lie three functions:

Strategic planning;

Budgeting and financial management

Performance management

Integration of these three functions ensures that the management function is effective and that

service delivery within the municipality takes place according to stakeholder expectations. If any of

the three functions are not planned for and executed well, the system as a whole will be

compromised. In the municipal context, performance management is the logical extension and

completion of the IDP and performance budgeting / financial management processes. The

performance management system is designed to monitor and evaluate the progress made in the

implementation of a municipality’s development objectives, taking into account the timeframe of

projects and budget.

With respect to performance management, this discipline is governed by various key statutory

legislative requirements that provide guidance to ensure compliance and good corporate

governance. The main legislative components are as follows:

Municipal Systems Act 32 (2000)

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Municipal Finance Management Act (MFMA) 2001.

The Constitution of the Republic of South Africa (Act 108 of 1996)

Municipal Planning and Performance Management Regulations, 2001

Municipal Performance Regulations for Municipal Managers and Managers directly

accountable to Municipal Managers, 2006

Municipal Structures Act, 1998

It is best described in Chapter 6 of the Municipal System Act, 2000, which specifically emphasises

that the municipality must implement a performance management system that is in line with the

priorities, objectives, indicators and targets contained in the IDP. The saying “what you measure

you manage” is appropriate because it is only in the course of performance management that a

municipality will know whether it has achieved its priorities through an integrated planning and

implementation process.

Performance Management, as defined by the Department of Local Government (DPLG), is a

strategic approach to management, which equips leaders, managers, employees and stakeholders

at various levels with a set of tools and techniques to regularly plan, continuously monitor,

periodically measure and review performance of the organization in terms of key performance

indicators (KPI’s) and targets for efficiency, effectiveness and impact. This strategic approach

correlates with the IDP review process, and will also integrate with the development of the SDBIP

and budgetary implementation plan for the year. Strategic direction setting from a performance

driven point of view is important to drive the organisation in a performance-oriented way.

4.1.2. Performance Management Framework

This document represents the reviewed and approved framework for Gert Sibande District

Municipality which will serve as its guiding policy for performance management. It outlines the

processes of how the municipality will undertake its planning (starting of the process), development

and implementation of a performance management system together with the detailed key

performance indicators, the corresponding targets and timelines. The framework outlines important

aspects of the municipality’s performance review (development and review of the measurement

framework), monitoring and assessment and reporting including the determination of the roles of

different role-players. Performance management is a dynamic process and the aim of this

document is to provide a framework within which the dynamics can be managed.

The framework outlines the municipality’s performance management operations regarding –

the legal requirements that the performance management system will fulfil;

the guiding principles that should inform the reviewing, monitoring and reporting of

performance of municipal officials; departments (services) and that of the whole municipal

organisation;

the institutional arrangements to be followed in order to make the system work, and to

facilitate effective delegation of responsibilities to the different role-players in the

municipality’s performance management system process;

http://www.info.gov.za/documents/constitution/1996/a108-96.pdf

http://www.thedplg.gov.za/subwebsites/idp/documents/IDP%20Regulations240801.pdf

http://www.participation.org.za/docs/MunicipalPerformance%20Regs2006.pdf

http://www.participation.org.za/docs/MunicipalPerformance%20Regs2006.pdf

http://www.info.gov.za/gazette/acts/2000/a33-00.pdf

127

an approach or a model that describes what areas of performance will be managed, what

mechanisms will be used to report and review performance; and

a programme of action for the development and implementation of the performance

management system.

This performance management framework is based on the document: “Performance management:

A guide for Municipalities” by the Department of Provincial and Local Government, 2001, that gives

direction and includes steps to be followed in the development and implementation of the

performance management system.

This performance management framework is divided into five (5) sections, namely the legislative

and regulations context; the starting of the performance management system; the developing of

the performance management system, the implementation of the performance management

system that includes the reviewing; the monitoring and reporting on the performance management

system; the individual performance management system and capacity building.

Individual Employee Performance Management

Senior managers performance agreements are governed by Section 57 of the Local Government:

Municipal Systems Act, 2000 (Act no. 32 of 2000), and subsequently they are referred to as

section 56 employees. Their performance agreements / plans are guided by the Performance

Regulations 2006 which outline key aspects such as the relationship between organizational and

employee performance management as well as performance agreements, performance plans,

personal development plans, core competency requirements, performance bonus, performance

reviews, performance evaluation system, and management of evaluation outcomes.

According to section 57, a person to be appointed as the municipal manager of a municipality and

a person to be appointed as a manager directly accountable to the municipal manager, may be

appointed to that position only in terms of a written employment contract with the municipality

complying with the provisions of this section and subject to a separate performance agreement

concluded annually.

The performance agreement must be concluded within a reasonable time after a person has been

appointed as the municipal manager or as a manager directly accountable to the municipal

manager and thereafter within one month after the beginning of the financial year of the

municipality. The employment contract must include, subject to applicable labour legislation, details

of duties, remuneration, benefits and other terms and conditions of employment and the

performance agreement must include:

Performance objectives and targets reflected in the annual performance plan which forms

an annexure to the performance agreement that must be met,

Time frames within which those performance objectives and targets must be met;

Performance objectives and targets that must be practical, measurable and based on the

key performance indicators set out in the municipality’s integrated development plan;

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Standards and procedures for evaluating performance and intervals for evaluation; and

The consequences of substandard performance.

The employment contract for a municipal manager must:

Be for a fixed term of employment not exceeding a period ending two years after the

election of the next council of the municipality;

Include a provision for cancellation of the contract in the case of non compliance with the

employment contract or, where applicable, the performance agreement;

Stipulate the terms of the renewal of the employment contract, but only by agreement

between the parties; and

Reflect the values and principles referred to in section 50, the Code of Conduct set out in

Schedule 2, and the management standards and practices contained in section 51 of the

same act (Act no. 32 of 2000).

A municipality may extend the application of the employment contract and/or performance

agreement for a municipal manager to any manager directly accountable to the municipal manager

according to the agreement between the parties.

In order to ensure that the municipality meets its organisational performance indicators and

standards, performance management system has been cascaded down to all levels of staff. Each

individual is given performance objectives, targets and standards that are linked to the objectives

of his /her team, her/his department and ultimately her/his municipality. Once organisational

objectives and targets have been set, it is possible to cascade them down to relevant departments

and individuals. In turn, the individuals and departments, by achieving their objectives and targets,

contribute towards the Municipality achieving the objectives and targets in its IDP.

Performance management cycle has four key phases. These phases must be linked to the

planning and reviewing phases of the organisation as a whole. Within municipalities, an annual

cycle of planning and budgeting takes place. Out of that, the broad outcomes and key performance

areas for a municipality are developed or re-confirmed by the political leadership. Based on the

broad indicators, the various departments should develop business plans that translate the

municipality’s Key Performance Indicators (KPIs) into indicators for the function. The targets set

out in the business plan for a function become the key performance objectives or indicators for the

head of a particular function.

Thus the performance management cycle is linked to the municipality’s financial year (i.e. 1July –

June the following year). As soon as the IDP is adopted in June, managers and staff sign their

annual performance plan or scorecard in July. Monitoring takes place throughout the year while

reviewing and rewarding are carried out at the end of the financial year i.e. the following June.

4.2. Risk Management

In accordance with Section 62 (1) (c)(i)of the MFMA:

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“The Accounting Officer of the Municipality must ensure that the Municipality/entity has and

maintains: Effective, efficient and transparent systems of financial and risk management and

internal control.”

The municipality incorporates risk management activities into their daily activities by ensuring that

risk management becomes a standing agenda items in the departmental meetings. Risk

Management is also incorporated into the Head of Department's score card to certify proper

implementation of risk management policy and strategy. Training sessions are done to create

awareness to municipal officials.

The role of risk management within the municipality is to ensure municipal strategic objectives are

achieved by putting in place proper control measures and enabling management to make decisive

decisions.

Risk management has become a culture within municipality as it is incorporated into daily activities

of all the respective departments. The municipality has developed risk management policy and

strategy approved by Council. Risk assessments have been performed to determine potential

threats that may hinder the municipality from achieving its goals. Where the identified risks are

above the risk appetite level, response plans are devised and reported on continuously.

Risk Management Policy

The risk management policy has been developed and approved by the Municipal Council. This

policy is being reviewed on a yearly basis or (and as when circumstances dictate) to factor in

changes in legal framework, organizational development, political and economic trends.

The intent of the policy is to ensure that the Gert Sibande District Municipality identifies, assesses,

manages and monitor risks in an effective and efficient manner to enable management to make

informed decisions to improve service delivery. The policy emphasizes that risk management is the

responsibility of each and every employee.

Risk Management Strategy

The municipal risk management strategy has been developed and approved by Council and is

being reviewed on an annual basis. The strategy indicates how the risk management policy should

be implemented to ensure efficient and effective use of resources.

The risk profile (register) for the municipality has been developed by management in order to avoid

surprises which may occur whilst trying to achieve the municipal strategic objectives. Response

plans clearly indicating mitigation strategies are utilized in ensuring risks are minimized to an

acceptable level as per approved risk management strategy and these are reported on a quarterly

basis to the Risk Management Committee (RMC). Emerging risks are also identified by

management.

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The RMC was appointed by the Accounting Officer and the Risk Management Committee charter

has been developed and approved to ensure responsibilities of risk management are carried out as

expected. This committee meets on a quarterly basis to monitor risk management activities.

On a yearly basis significant high risks are identified in order to achieve strategic goals as set out

in the Integrated Development Plan (IDP).

4.3. Anti -fraud and Anti - Corruption Policy

The policy developed and approved by Municipal Council to enable the municipality to prevent

fraud before it happens. Awareness sessions are being carried out to reiterate in fraud matters.

The developed municipal risk profile incorporates fraud and corruption related risks and response

plans are developed to mitigate the risks.

Fraud Prevention Plan

The primary objective of the Fraud Prevention Plan is to encourage a culture within the municipality

where all employees continuously behave ethically in their dealings with members of the public and

other stakeholders. Furthermore to encourage all employees and other stakeholders to strive

towards the prevention and detection of fraud impacting, or having the potential to impact on the

municipality.

Internal Audit

The District has its own in house Internal Audit unit which comprises of 3 fulltime employees. A risk

based annual internal audit plan has been developed for the 2015/16 financial year. The core

functions of the internal audit unit are:

To advise the accounting officer and report to the audit committee on matters relating to –

Internal audits

Internal controls

Accounting procedures and practices

Risk and risk management

Performance management

Loss control and

Compliance with legislation

The internal audit unit also engages the services of professional third parties on an adhoc basis to

assist in specialist areas of auditing e.g Information & Communication Technology.

The head of the internal audit unit reports functionally to the audit committee which oversees the

internal audit activities. The internal audit unit has played a major role in the strengthening of

internal controls over the following business units:

Supply Chain Management

Performance Management

131

Human Resources

Finance

Asset Management

Leave Management

Fleet Management

Project Management

132

CHAPTER 5: STRATEGIC GOALS, STRATEGIC OBJECTIVES, PROJECTS & PRIORITIES

5.1. GSDM IDP Strategic Goals, Objectives & Priorities

Strategic Goals Provide equitable, consistent and

sustainable services to the community Improve Socio-economic Growth Achieve and Sustain Financial Viability

within all 8 Municipalities Strengthen Municipal capability

Strategic objectives Support 7 LM’s to improve access to

basic services (water 100%, sanitation 100% and refuse removal 85%)

Support 7 LMs to improve the provision of MH and ES, Disaster Management and library information services through capacity building and resource allocation by 5%

Recruit 11 professionals in the planning and economic development fields

Establish 1 multi-disciplinary municipal support unit for LMs

Achieve unqualified audit outcome with no findings for the District and 2 LMs

Retain 80% skilled personnel to enhance organisational performance

Priorities Increase the number of economically

active co-operatives and SMMEs Pro-active development planning. Develop and implement a co-

operative/SMME biased procurement strategy

Enforcement of land use By-laws Assist local municipalities to utilise

Geographic Information Systems Training and continuous interacting on

mSCOA Explore alternative sources of funding Implementation of the archives policy Enforce internal controls Realign the finance department to

ensure segregation of duties Finalise the establishment of the

municipal support unit Strengthen Public Participation Skills and capacity development Reduce turnaround time in filling of all

vacancies Bulk Infrastructure development Marketing of the laboratory Expand water quality monitoring Intervene and support LMs in addressing

hazardous landfill sites

133

Office of the Municipal Manager

Strategic Goal: Strategic Objectives: Programme /Projects: Priorities:

Provide equitable, consistent and sustainable services to the community

Improve Socio-economic Growth

Achieve and Sustain Financial Viability within all 8 Municipalities

Strengthen Municipal capability

Support 7 LM’s to improve access to basic services (water 100%, sanitation 100% and refuse removal 85%)




Achieve unqualified audit outcome with no findings for the District and 2 LMs


Co-ordinate IGR Forum. Approval of Municipal IDP by 31st May. Fill approved Sec 54A and 56 posts Compile Quarterly progress reports on the

implementation of the audit plan. Co-ordinate District Internal Audit Forum. Compile Risk based audit plan. Obtain an unqualified audit opinion with no

material findings on reporting on performance objectives and compliance with legislation.

Conduct quarterly performance reviews. Co-ordinate District PM Forum Review the PMS Framework annually. Percentage increase of the institutional

performance. Co-ordinate District Risk Management Forum. Review risk register Co-ordinate and compile quarterly progress

reports on corrective action to address strategic and operational risks.

Maintained full MSCOA readiness. Manage the employee cost against the total

budget Maintained full MSCOA readiness. Manage the employee cost against the total

budget Co-ordinate District Communicators Forum. Develop and distribute an external Newsletter

(Promotion of the District)

Increase the number of economically

active co-operatives and SMMEs

Pro-active development planning.

Develop and implement a co-

operative/SMME biased procurement

strategy

Enforcement of land use By-laws

Assist local municipalities to utilise

Geographic Information Systems

Implementation of the archives policy

Training and continuous interacting on

mSCOA

Explore alternative sources of funding

Enforce internal controls

Realign the finance department to

ensure segregation of duties

Finalise the establishment of the

municipal support unit

Strengthen Public Participation

Skills and capacity development

Reduce turnaround time in filling of all

vacancies

Bulk Infrastructure development

Marketing of the laboratory

Expand water quality monitoring

Intervene and support LMs in

addressing hazardous landfill sites

134

Planning and Economic Development







Support LMs in compiling SPLUMA compliant Spatial Development Frameworks (SDFs)

Support LMs in compiling SPLUMA compliant Land Use Schemes (LUSs)

Coordinate Gert Sibande District Joint Municipal Planning Tribunal (JMPT)meetings

Conduct technical studies to support implementation of SDFs

Pay GIS licence subscription fees for 7 LMs Co-ordinate the development of Electronic land use

management system across 7 Local Municipalities Co-ordinate implementation of EPWP Support development of SMME & Co-operatives Co-ordinate and Support Rural Dev programmes Indentify, package and lobby funding for Anchor Projects Co-ordinate LED forum meetings Develop and Review 5 year Integrated Development Plan Co-ordinate IDP forum meetings Co-ordinate Strategic Economic Sector Development Assess structural conditions of Municipal Roads Support public Transport Regulation programmes Co-ordinate the development of the Gert Sibande District

Airport

Increase the number of economically active co-operatives and SMMEs

Pro-active development planning.

Develop and implement a co-operative/SMME biased procurement strategy

Enforcement of land use By-laws

Assist local municipalities to utilise Geographic Information Systems



136

Financial Services


Achieve and

Sustain Financial

Viability within all 8

Municipalities

Strengthen

Municipal capability

Establish 1 multi-

disciplinary municipal

support unit for LMs

Achieve unqualified

audit outcome with no

findings for the

District and 2 LMs

Developed a joint audit action plan with managers from all

departments.

Monitor the implementation of action plan and report

monthly to top management and provincial treasury

Preparation of interim AFS (6 and 9 months) with the proper

review processes by CFO, Internal audit and Audit

committee

Quarterly physical verification of assets

Recalculation of the depreciation from the system

Development of LM support strategy

Workshop MPAC of all LMs on how to deal with opening

balance of UIFW

Develop SOPs and procurement strategy to prevent

irregular and unauthorised expenditure

Implementation of the

archives policy

Training and continuous

interacting on mSCOA

Explore alternative

sources of funding


Realign the finance

department to ensure

segregation of duties

Finalise the establishment

of the municipal support

unit

137

Community & Social Services







Review of the District Municipal Health Plan Review of GSDM approved by-laws (Health By-laws) Inspect food handling and preparation facilities Take water samples per scheduled target Inspect child care facilities Inspect funeral undertakers Inspect learning institutions Conduct health surveillance inspections on hospitals Perform health surveillance inspections on SAPS premises Perform health surveillance inspections on prison facilities Perform site inspections on clinics Implement of a GSDM Bio-Diversity (Regional Plan) Review of GSDM approved by-law (Waste By-law) Review of GSDM Integrated Waste Management Plan Monitor operational landfill sites in line with Department of

Environmental Affairs (DEA) requirements Library awareness campaigns Review of GSDM Disaster Management Framework and

submissions to council for approval

Expand water quality monitoring

Intervene and support LMs in addressing hazardous landfill sites

interacting on mSCOA





138

Corporate Services







Coordination of community approved consultative meetings

Co-ordinate Sittings of Council meetings as per the approved schedule

Co-ordinate Sittings of Section 80 Committee meetings as per the approved schedule

Facilitate the Review of Organizational Structure to address the objectives of the IDP

Filling of critical position TK 14 and above Support & monitor Performance Management System Develop & implement the Workplace Skills Plan Provision of bursaries to external learners Facilitate recruitment and training of young graduates to

register as technicians / professionals Facilitate the review of municipal policies Monitor compliance with legislation. Co-ordinate Sitting of the district ICT Forum Prepare & submit ICT security reports to the Risk

Management Committee Co-ordinate the implementation of the National

Broadband roll out Procure ICT Hardware in line with ICT migration plan Implementation of the Governance ICT Policy

Framework Percentage increase of the institutional performance. Co-ordinate District PM Forum Conduct quarterly performance reviews. Review the PMS Framework annually Develop and distribute an external Newsletter (Promotion

of the District) Co-ordinate District Communicators Forum

Finalise the

establishment of the

municipal support unit

Strengthen Public

Participation

Skills and capacity

development

Reduce turnaround time

in filling of all vacancies



139

Infrastructure and Technical Services






Rehabilitation of paved / tarred roads Patching of potholes in all LMs Renovation of community halls Maintenance of 25 high mast lights Disaster Management Centre Construction of DPKIS Procurement of LAB equipment Conduct quarterly reviews of the LAB to maintain accreditation

status by SANAS Provide water quality testing service to all water samples

received from the 7 LMs Refurbishment of Metula & Mpuluzi WTW Procure road maintenance plant & equipment Upgrading of Eerstehoek / Ekulindeni Bulk Water Scheme Construction of the Lusushwane Bulk Water Scheme P2 & P3 Procure borehole maintenance material as per SLA with LMs Procurement of a honey suckers Construction of Amsterdam Bulk Water Scheme Upgrading of Balfour WWTW Upgrading of AC pipes at Msukaligwa Upgrading of the Balfour WTW

Bulk Infrastructure

development

Marketing of the

laboratory

Expand water

quality monitoring

Training and continuous interacting on mSCOA




140

5.2. IDP Score Card

KPA 1: MUNICIPAL TRANSFORMATION AND INSTITUTIONAL TRANSFORMATION

Strategic

Objective

Programm

e Outcome

Owne

r KPI

KPI

Ref

Baseline Outer year Targets

2016/17 2018/19 2019/20 2020/21

Recruit 11

professionals in

the planning and

economic

development

fields

Establish 1 multi-

disciplinary

municipal

support unit for

LMs

Institution

al Capacity

-

Organisati

onal

Structure

Build and attract

specialised human

capital MM

% approved Section 54A

and Section 56 positions

filled as per the approved

Organisational Structure

with signed Performance

Agreements

1.1 100% 100% 100% 100%

CS

% approved and budgeted

vacant management

positions filled (Task level

14 and above)

1.2 53.85% 90% 90% 90%

Institution

al Capacity

- ISDG

Build long-term and

sustainable capacity

through training

young professionals

with technical and

project and

operations

management skills

related to water,

Number of candidate

technicians registered as

Professionals (ISDG

Business Plan)

1.3 N/A -

New KPI 12 12 12

141

Strategic

Objective

Programm

e Outcome

Owne

r KPI

KPI

Ref


2016/17 2018/19 2019/20 2020/21

sanitation, electricity,

town planning, GIS

and other built

environment

professions

Strategic

Objective

Programm

e Outcome

Owne

r KPI

KPI

Ref


2016/17 2018/19 2019/20 2020/21

Recruit 11

professionals in

the planning and

economic

development

fields

Establish 1 multi-

disciplinary

Institution

al Capacity

- ISDG

Build long-term and

sustainable capacity

through training

young professionals

with technical and

project and

operations

management skills

related to water,

CS

% of ISDG students

absorbed by the

District/LMs

1.4 N/A -

New KPI 100%1 N/A 100%2

1 Refers to 2014/15 intake.

2 Refers to 2018/19 intake.

142

Strategic

Objective

Programm

e Outcome

Owne

r KPI

KPI

Ref


2016/17 2018/19 2019/20 2020/21

municipal

support unit for

LMs

Retain 80%

skilled personnel

to enhance

organisational

performance

sanitation, electricity,

town planning, GIS

and other built

environment

professions

Institution

al Capacity

-

Employme

nt Equity

To ensure a workforce

reflective of the

demographics of the

District

% of employees from

previously disadvantaged

groups appointed in the

three highest levels of

management as per the

approved EE plan (NKPI)

1.5 92.86% 85% 85% 85%

Recruit 11

professionals in

the planning and

economic

development

fields

Establish 1 multi-

ICT

Services

Improved ICT

enablement of

business/Improved

ICT and business

alignment

CS

% Implementation of

phase 2 of the Corporate

Governance Information

and Communication

Technology Policy

Framework

1.6 N/A -

New KPI 100% N/A3 N/A

3 Outer year targets relate to the implementation of phase 3 of the Corporate Governance Information and Communication Technology Policy Framework.

143

Strategic

Objective

Programm

e Outcome

Owne

r KPI

KPI

Ref


2016/17 2018/19 2019/20 2020/21

disciplinary

municipal

support unit for

LMs

Retain 80%

skilled personnel

to enhance

organisational

performance

Continuous

improvement of

Corporate

Governance and

Governance of ICT

% Implementation of

phase 3 of the Corporate


and Communication

Technology Policy

Framework

1.7 N/A -

New KPI N/A4 100% 100%

Skills

Developme

nt and

Capacity

Building

To ensure the District

invest in the skills of

its employees to fulfil

its roles, in line with

its WSP

Approved Workplace Skills

Plan submitted to LG SETA

on or before 30 April 2019 1.8

WSP

approved

and

submitted

1 1 1

% budget spent on

implementing the

Workplace Skills Plan 1.9 1.09% 1.0% 1.0% 1.0%

4 Implementation of Phase 3 includes coherent assessments that encompass both the Corporate Governance of ICT and Governance of ICT. This KPI is a work

in progress and assessment methods will be developed during the 2018/19 Financial Year to identify gaps between what was expected and was realised.

144

Strategic

Objective

Programm

e Outcome

Owne

r KPI

KPI

Ref


2016/17 2018/19 2019/20 2020/21

Establish 1 multi-

disciplinary

municipal

support unit for

LMs

Achieve

unqualified audit

outcome with no

findings for the

District and 2 LMs

Skills

Developme

nt and

Capacity

Building

Capacitated

Councillors on Local

Government Trends

CS

# of Workshops, seminars

and conferences held to

ensure that Office Bearers

and Councillors are

informed and trained on

Local Government trends

1.10 4 4 4 4

Addressing the

shortage in critical

skills to support

economic growth and

development

Number of learners

supported at tertiary level

through a Bursary-

Contract 1.11 13 14 14 14

Establish 1 multi-

disciplinary

municipal

support unit for

LMs

Achieve

unqualified audit

outcome with no

findings for the

Organizati

onal

Performan

ce

Manageme

nt

To inculcate the

culture of excellence

and performance

management,

monitoring &

evaluation of

achievement of

strategic and

operational objectives

within the District

MM

Overall organisational

performance score

achieved (measured

against all KPIs and Targets

included in the IDP and

SDBIP)

1.12 N/A -

New KPI 3.00 3.00 3.00

Annual Review of

approved PMS Framework

and submission to Council 1.13

Framework

reviewed

and

approved

1 1 1

145

Strategic

Objective

Programm

e Outcome

Owne

r KPI

KPI

Ref


2016/17 2018/19 2019/20 2020/21

District and 2 LMs

Number of Quarterly

Performance Reviews

conducted 1.14 4 4 4 4

All

HODs

Roll out of the

Performance Management

System to all levels of staff

(% of staff members with

completed performance

reviews)

1.15

N/A -

New

measure

ment

100% 100% 100%

146

KPA 2: BASIC SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT

Strategic

Objective

Programme Outcome Owner KPI KPI

Ref


2016/17 2018/19 2019/20 2020/21

Support 7

LM’s to

improve

access to

basic

services

(water 100%,

sanitation

100% and

refuse

removal

85%)

LM Allocation

(GSDM Funded

&

Departmental

Allocation)

Improving the

quality of life

and sustainable

development for

communities

ITS

% of GSDM funded

projects as identified in

the IDP completed

(Excluding RBIG)

2.1 48.15% 100% 100% 100%

RBIG

(DWS Funded)

To provide a

sustainable and

holistic value

chain of water

supply and

sanitation

infrastructure

% of Water and Sanitation

(RBIG) projects completed

(Construction Phase) 2.2 N/A -

New KPI 50% 50%5 50%6


(RBIG)planning projects

completed (Planning

Phase)

2.3 N/A -

New KPI 100% TBA TBA

5 To be assessed based on completion of RBIG planning projects measured under KPI ID: 2.2.

6 To be assessed based on completion of RBIG planning projects measured under KPI ID: 2.2.

147

Strategic

Objective


Ref


2016/17 2018/19 2019/20 2020/21

LM Allocation

(GSDM

Funded)

Development of a

Water Conservation

and Demand

Management Plan for at

least one additional

Local Municipality

2.4 1 N/A7 2 2

Support 7

LM’s to

improve

access to

basic

services

(water 100%,

sanitation

100% and

refuse

removal

85%)

LM Allocation

(GSDM

Funded)

To provide a

sustainable and

holistic value

chain of water

supply and

sanitation

infrastructure

ITS

Review and Update of

the Integrated Water

Services Development

Plan (IWSDP)

2.5 1

Target

relevant

to

2020/218

Target

relevant

to

2020/21

1

7 This KPI in its previous format measured the compilation of a District Integrated Water Conservation and Demand Management Plan. Due to

limited resources all available funding was utilized to develop a Water Conservation and Demand Management Plan for Dipalaseng Local

Municipality and Lekwa Local Municipality in terms of the RBIG Roll Out Plan. No funding was made available for the 2018/19 Financial Year but

the outer year targets remain as the Department will request funds during the 2019/20 IDP/Budget review cycle.

8 KPI to be included in 2018/19 SDBIP with regard to annual reporting on the implementation of the IWSDP.

148

Strategic

Objective


Ref


2016/17 2018/19 2019/20 2020/21

Support 7

LM’s to

improve

access to

basic

services

(water 100%,

sanitation

100% and

refuse

removal

85%)

LM Allocation

(Capital

Budget)

To ensure that

the Local

Municipalities

within the

jurisdiction of

GSDM are

capacitated to

provide

minimum levels

of disaster

management

services

% Construction

Completion of Disaster

Management Centre in Dr

Pixely Ka Isaka Seme local

municipality

2.6 3.36% 60% 100% N/A

To ensure

centralized

tactical,

command and

coordination in

response to

disasters within

the district

% Construction

Completion of a Regional

Disaster Management

Centre 2.7

N/A -

New KPI TBA9 TBA TBA

9 To be assessed based on available of funding.

149

Strategic

Objective


Ref


2016/17 2018/19 2019/20 2020/21

Pothole Repair

(Departmental

Allocation)

Improved road

transport system

to the benefit of

all citizens

Total square meters [m2]

of roads repaired 2.8 0m² 5000m² 5000m² 5000m²

Support 7 LMs

to improve the

provision of

MH and ES,

Disaster

Management

and library

information

services

through

capacity

building and

resource

allocation by

5%

Municipal

Health Services

(Departmental

Allocation)

To maintain and

improve the

health of all

communities

within the

district

CSS

Review of the District

Municipal Health Plan

2.9 N/A -

New KPI 100% 100% 100%

To enable the

Council to

protect and

promote the

long term

health and

well-being of

people in the

Review of GSDM approved

by-laws (Health By-laws)

2.10

Tariff and

Health

By-Law

review

and

approved

100%10 N/A N/A11

10

Refers to the review of the review of the Municipal Health By-Law.

11 Refers to the review of the Tariff and Municipal Health By-law 2021/22.

150

Strategic

Objective


Ref


2016/17 2018/19 2019/20 2020/21

municipal area

Municipal

Health Services

(Health

surveillance)

Identify,

assess,

control and

manage health

hazards and

risks

Number of food handling

and preparation facility

inspections conducted in

terms of the Foodstuffs,

Cosmetics, Disinfectant

Act (FCDA)

2.11

N/A -

New

measure

ment

2000 2000 2000

% of water samples taken

per month compared to

scheduled target 2.12 76.55% 80% 80% 80%

Support 7 LMs

to improve the

provision of

MH and ES,

Disaster

Management

and library

Municipal

Health Services

(Health

Surveillance)

Identify,

assess,

control and

manage health

hazards and

risks

CSS

Number of child care

facility inspections

conducted 2.13 916 700 1000 1000

% of site inspections

performed on funeral

undertakers with a

Certificate of Compliance

2.14 84.80% 75% 80% 100%

151

Strategic

Objective


Ref


2016/17 2018/19 2019/20 2020/21

information

services

through

capacity

building and

resource

allocation by

5%


performed on learning

institutions 2.15 73.33% 25% 35% 50%

% of health

surveillance

inspections performed

on hospitals

2.16 100% 100% 100% 100%

% of health

surveillance


on SAPS premises

2.17 100% 100% 100% 100%

% of health

surveillance


on prison facilities

2.18 100% 100% 100% 100%

Support 7 LMs

to improve the

provision of

MH and ES,

Disaster

Management

and library

Municipal

Health Services

(Health

Surveillance)

Identify,

assess,

control and

manage health

hazards and

risks

CSS


performed clinics

2.19 87.18% 60% 70% 100%

152

Strategic

Objective


Ref


2016/17 2018/19 2019/20 2020/21

information

services

through

capacity

building and

resource

allocation by

5%

Environmental

Services (Air

Quality)

Ensure clean air

and to maintain

the air quality

for future

generations


by-laws (Environmental

By-laws) 2.20

2 By-laws

(Noise and

Air Quality)

reviewed

and

submitted to

Council

100%12

N/A -

Target

relevant

to

2021/22

N/A -

Target

relevant

to

2021/22

Review of a GSDM Air

Quality Management Plan 2.21

Approved

2015/16

Target

relevant

to

2020/2113

Target

relevant

to

2020/21

100%

% of section 21 facility


terms of NEMAQA

2.22 13.24% 10% 20% 30%



terms of NEMAQA

2.23 11.54% 10% 20% 30%

12

Refers to the review of the Noise and Air Quality By-laws.

13 KPI to be included in 2018/19 SDBIP with regard to annual reporting on the implementation of the Air Quality Management Plan.

153

Strategic

Objective


Ref


2016/17 2018/19 2019/20 2020/21

Support 7 LMs

to improve the

provision of

MH and ES,

Disaster

Management

and library

information

services

through

capacity

building and

resource

allocation by

5%

Environmental

Services (Air

Quality)

Ensure clean air

and to maintain

the air quality

for future

generations

CSS

% reduction in biomass

burning and agricultural

emissions

2.24 N/A -

New KPI

Target

relevant

to

2021/22

Target

relevant

to

2021/22

Target

relevant

to

2021/22

% reduction in emissions

from waste management

2.25 N/A -

New KPI

Target

relevant

to

2021/22

Target

relevant

to

2021/22

Target

relevant

to

2021/22

Environmental

Services

(Pollution

Control)

Minimize the

negative

health impacts

resulting from

intentional and

unintentional

exposure of

communities

to

environmental

pollutants

Development of a

pollution control plan

2.26 N/A -

New KPI N/A N/A 100%

154

Strategic

Objective


Ref


2016/17 2018/19 2019/20 2020/21

Environmental

Services

(Bio Diversity)

Conserve and

manage

biodiversity to

ensure

sustainable

benefits

Development/review of a

GSDM Bio-Diversity

(Regional) Plan

2.27 Approved

2014/15 100%

N/A -

Target

relevant

2022/2314

N/A -

Target

relevant

2022/23

Support 7

LM’s to

improve

access to

basic

services

(water 100%,

sanitation

100% and

refuse

removal

85%)

Environmental

Services

(Waste

Management)

To ensure safe

and sound waste

management

within the

District

CSS


by-laws (Waste By-law) 2.28

N/A -

New KPI N/A N/A 100%

Review of GSDM

Integrated Waste

Management Plan

2.29 Approved

2014 N/A 100%

Target

relevant

to

2024/25

% of Local Municipality

Integrated Waste

Management Plans

reviewed

2.30

Compilation

of LM

IWMPs

Completed

2014

N/A 100%

Target

relevant

to

2024/25

14

KPI to be included in 2018/19 SDBIP with regard to annual reporting on the implementation of the Bio-diversity plan.

155

Strategic

Objective


Ref


2016/17 2018/19 2019/20 2020/21

% of operational landfill

sites monitored in line

with Department of

Environmental Affairs

(DEA) requirements

2.31 51.92% 40% 50% 100%

Support 7 LMs

to improve the

provision of

MH and ES,

Disaster

Management

and library

information

services

Community

Health & Social

Development

(HIV/AIDS)

To reduce

infections in

the district

whilst

providing the

best possible

care and

support for the

infected and

affected

CS

Conduct review of the

GSDM District Aids Council

Strategic Plan for HIV &

AIDS, STIs and TB

2.32

Approved

Strategic

Plan

N/A15 N/A 100%

15

KPI to be included in 2018/19 SDBIP with regard to annual reporting on the implementation of the GSDM District Aids Council Strategic Plan for HIV & AIDS, STIs

and TB

156

Strategic

Objective


Ref


2016/17 2018/19 2019/20 2020/21

through

capacity

building and

resource

allocation by

5%

Community

Health & Social

Development

(Youth

Development)

To improve the

socio-

economic

atmosphere of

the youth and

eliminate the

triple

challenge

which is

describing the

youth of

unemployment

, inequality

and poverty

Number of Youth

Development programs

implemented

2.33 5 4 4 4

Support 7 LMs

to improve the

provision of

MH and ES,

Disaster

Management

and library

information

services

Community

Health & Social

Development

(Women

Development))

To conform to

the

constitutional

imperatives of

gender

equality/promo

te gender

equality within

the district

CS

# of Women development

programs implemented

2.34 5 1 1 1

157

Strategic

Objective


Ref


2016/17 2018/19 2019/20 2020/21

through

capacity

building and

resource

allocation by

5%

Community

Health & Social

Development

(Religious

Affairs)

Foster greater

religious

tolerance and

cooperation

for moral

renewal

# of Religious affairs/moral

regeneration programmes

implemented

2.35 1 1 1 1

Support 7 LMs

to improve the

provision of

MH and ES,

Disaster

Management

and library

information

services

through

capacity

Community

Health & Social

Development

(People with

Disabilities)

To create an

enabling

environment

that will lead

to the full

participation

and

equalization of

opportunities

for persons

with

disabilities

CS

Number of programs

implemented for people

with disabilities

2.36 0 2 2 2

158

Strategic

Objective


Ref


2016/17 2018/19 2019/20 2020/21

building and

resource

allocation by

5%

Community

Health & Social

Development

(GSDM

Marathon)

To encourage

social

cohesion,

promote

mental and

physical

development

and well-

being, as well

as help

combat

antisocial

behavior

CSS

Host the Annual GSDM

Marathon

2.37 1 1 1 1

Community

Health & Social

Development

(Culture, Sport

and

Recreation)

Number of Sport,

Recreation and Culture

events held

2.38 9 3 3 3

159

Strategic

Objective


Ref


2016/17 2018/19 2019/20 2020/21

Support 7 LMs

to improve the

provision of

MH and ES,

Disaster

Management

and library

information

services

through

capacity

building and

resource

allocation by

5%

Community

Health & Social

Development

(Library

Services)

To provide the

widest range

and choice of

stock to

ensure access

to information

to students

within the

District

CSS

# of Library awareness

campaigns held

2.39 6 5 5 5

Disaster

Management

and safety

D

To ensure that

the Local

Municipalities

within the

jurisdiction of

GSDM are

capacitated to

provide

minimum levels

of disaster

management

services

Review of GSDM Disaster

Management Framework

and submission to Council

for approval

2.40 0 100%

N/A -

Target

relevant

to

2022/23

N/A -

Target

relevant

to

2022/23

160

Strategic

Objective


Ref


2016/17 2018/19 2019/20 2020/21

Support 7

LM’s to

improve

access to

basic

services

(water 100%,

sanitation

100% and

refuse

removal

85%)

Laboratory

Services

To provide a

equitable and

sustainable

municipal health

services within

the District ITS

Obtain Laboratory

accreditation

2.41 0% -

Accreditation

not obtained

100% -

Maintain

accredita

tion

status

based on

SANAS

annual

review

process

100% -

Increase

schedule

of

accredita

tion

100% -

Increase

schedule

of

accredita

tion

161

KPA3: LOCAL ECONOMIC DEVELOPMENT

Strategic

Objective Programme Outcome

Own

er KPI

KPI

Ref


2016/17 2018/19 2019/20 2020/21

Support 7 LM’s

to improve

access to basic

services (water

100%,

sanitation

100% and

refuse removal

85%)

Recruit 11

professionals

in the planning

and economic

development

fields

LED,

Tourism and

Agriculture

Reduce

unemployment

PED

The number of Full

Time equivalent job

opportunities created

through a

municipality’s local

economic

development

initiatives, including

capital projects

3.1 276 180 TBA16 TBA

The number of job


through a

municipality’s local

economic

development

initiatives, including

capital projects

3.2 360 500 TBA17 TBA

16

To be assessed based on available funding.

17 To be assessed based on available funding.

162

Strategic


Own

er KPI

KPI

Ref


2016/17 2018/19 2019/20 2020/21

Review LED strategy

and submit to Council

for approval 3.3

Strategy

approved

2014

N/A -

Target

relevant to

2020/2118

N/A -

Target

relevant

to

2020/21

100%

Support 7 LM’s

to improve

access to basic

services (water

100%,

sanitation

100% and

refuse removal

85%)

Establish 1 multi-

disciplinary

municipal

support unit for

LMs

LED,

Tourism and

Agriculture

Reduce

unemployment

PED

Hosting of LED

summit

3.4 N/A - New

KPI N/A 1 1

LED,

Tourism and

Agriculture

(Phezukomk

hono)

# work opportunities

created through

municipal

Phezukomkhono

initiatives

3.5 300 ≥300 ≥300 ≥300

LED,

Tourism and

Agriculture

(Co-

operatives/

Rural and

Agri

Developme

# of established co-

operatives financially

assisted by GSDM

through purchasing

and distributing of

production inputs

3.6 23 50 70 50

18

KPI to be included in 2018/19 SDBIP with regard to annual reporting on the implementation of the LED Strategy.

163

Strategic


Own

er KPI

KPI

Ref


2016/17 2018/19 2019/20 2020/21

nt)

LED,

Tourism and

Agriculture

(Regional

Airport)

Total meters of Regional Airport Fenced 3.7

N/A - New

KPI 1600m 1600m 1600m

164

KPA 4: MUNICIPAL FINANCIAL VIABILITY AND MANAGEMENT

Strategic

Objective Programme Objectives

Own

er KPI

KPI

Ref


2016/17 2018/19 2019/20 2020/21

Establish 1 multi-

disciplinary

municipal

support unit for

LMs

Achieve

unqualified audit

outcome with no

findings for the

District and 2

LMs

Financial

Management

To ensure that

Organizational

Finances are

managed in an

effective and

efficient manner

CFO

To obtain an

unqualified

audit opinion

4.1

Unqualified

Audit

Opinion

(2016/17)

100% -

Unqualified

Audit

Opinion

100% -

Unqualified

Audit

Opinion

100% -

Unqualified

Audit

Opinion

Asset

Management

GRAP

compliant

asset register

(Measured in

terms of AG

Report)

4.2

100% - No

findings

raised in

audit

report

100% (No

GRAP

Findings in

2017/18 AG

Report)

100% (No

GRAP

Findings in

2018/19 AG

Report)

100% (No

GRAP

Findings in

2019/20

AG

Report)

Financial

Management MM

Full SCOA

readiness

achieved

4.3 100% 100% 100% 100%

Operation

Clean Audit

Improved audit

outcomes for

Local

Municipalities

within the

jurisdiction of

GSDM

CFO

Number of

Local

Municipalities

within the

jurisdiction of

GSDM with

Annual

Financial

Statements

4.4 N/A -

New KPI 7 7 7

165

Strategic


Own

er KPI

KPI

Ref


2016/17 2018/19 2019/20 2020/21

submitted on

or before 31

August

Achieve

unqualified audit

outcome with no

findings for the

District and 2

LMs

Operation

Clean Audit

Improved audit

outcomes for

Local

Municipalities

within the

jurisdiction of

GSDM

CFO

Number of

Local

Municipalities

within the

jurisdiction of

GSDM with

improved

audit

outcomes

4.5 N/A - New

Measurement 2 2 3

Budget and

Expenditure

Management

Services

Ensure that the

budget is

adequately

prepared and

reported on

operational

strategy to

minimize

ITS

% of the

Municipality's

capital budget

actually spent

on capital

projects

identified ito

the IDP

4.6 83.50% 70% 85% 90%

166

Strategic


Own

er KPI

KPI

Ref


2016/17 2018/19 2019/20 2020/21

financial impact

Ensure that the

budget is

adequately

prepared and

reported on

operational

strategy to

minimize

financial impact

MM

% Employee

costs of total

budget

(annual)

4.7 35% ≤35% ≤35% ≤35%

CFO

Cost coverage

ratio as per IDP

regulations

2001 (annual)

4.8 164.73% 100% 100% 100%

167

KPA 5: INTERGOVERNMENTAL RELATIONS, GOOD GOVERNANCE AND PUBLIC PARTICIPATION

Strategic Objective Programme Outcome Ow

ner KPI

KPI

Ref


2016/17 2018/19 2019/20 2020/21

Achieve

unqualified audit

outcome with no

findings for the

District and 2 LMs

Governance

and

Administratio

n

Unqualified

audit opinion

with no

material

findings on

reporting on

performance

objectives or

non-

compliance

with

legislation

M

M

To obtain an

Audit Report

with No Other

Matters

(Clean Audit

Report) 5.1

Unqualified

Audit

Opinion

with

Emphasis of

Matter

100% -

Clean Audit

Report

(No Other

Matters)

100% -

Clean

Audit

Report

(No Other

Matters)

100% -

Clean

Audit

Report

(No Other

Matters)

To ensure sound

management of

risk that will

enable GSDM to

anticipate and

respond to

changes in the

service delivery

environment

Reviewed and

approved Risk

Based Audit

Plan (Approved

by 30 June)

5.2 2017/18 Audit

Plan approved

25 July 2017 1 1 1

Number of

quarterly

progress

reports on

corrective

5.3 4 4 4 4

168


ner KPI

KPI

Ref


2016/17 2018/19 2019/20 2020/21

action to

address

strategic and

operational

risks

Support 7 LM’s

to improve

access to basic

services (water

100%, sanitation

100% and refuse

removal 85%)

Governance

and

Administratio

n

To provide

oversight on

municipal

activities CS

Number of

Council

meetings held

annually

5.4 13 4 4 4

Number of

Mayoral

Committee

meetings held

5.5 14 12 12 12

Establish 1 multi-

disciplinary

municipal support

unit for LMs

Promotion of

the District

Enhancing

and promoting

the GSDM

brand,

services and

products

through

various

communicatio

n and

stakeholder

M

M

# of External

newsletters

(Insight)

developed and

distributed 5.6 4 4 4 4

169


ner KPI

KPI

Ref


2016/17 2018/19 2019/20 2020/21

engagement

platforms

Mayoral

Excellence

Awards

To recognise

individuals,

groups and

organisations

that have made

a positive

contribution in

improving the

quality of life for

our people

CS

Hosting of

Mayoral

excellence

awards function

held 5.7 1 1 1 1

Support 7 LM’s

to improve

access to basic

services (water

100%, sanitation

Community

Participation

(Mayoral

Imbizos)

Improving

service delivery

and community

involvement in

decision making

CS

# of Mayoral

Imbizo's

scheduled and

held 5.8 1 4 4 4

170


ner KPI

KPI

Ref


2016/17 2018/19 2019/20 2020/21

100% and refuse

removal 85%)

Community

Participation

(Community

Participation)

processes of the

municipality

# of IDP/Budget

consultations

scheduled and

held

5.9 7 2 2 2

Support 7 LM’s

to improve

access to basic

services (water

100%, sanitation

100% and refuse

removal 85%)

Traditional

Affairs

Community

involvement in

Council affairs

# of Traditional

Councils

supported

through

donations

5.1

0 32 17 17 17

Establish 1 multi-

disciplinary

municipal support

unit for LMs

Coherent

Decision-

Making

To ensure that

decisions across

the District are

taken in a

coherent,

efficient and

effective

manner to

influence shared

developmental

direction of the

District

M

M

# of District

MM Forum

meetings held

5.1

1 10 4 4 4

171

KPA 6: SPATIAL RATIONALE AND MUNICIPAL PLANNING ALIGNMENT


ner KPI

KPI

Reference


2016/17 2018/19 2019/20 2020/21

Support 7 LM’s

to improve

access to basic

services (water

100%, sanitation

100% and refuse

removal 85%)

Recruit 11

professionals in

the planning

and economic

development

fields

Municipal

IDP

Improve

integration,

alignment and

co-ordination of

plans and

programmes

PED

Municipal IDP

approved by

Council by no later

than 31 May 6.1

IDP

approved

25 May

2017

100% - IDP

approved

by no later

than 31

May

100% -

IDP

approved

by no

later than

31 May

100% -

IDP

approved

by no

later than

31 May

Spatial

Planning

Improve data

on rural roads

to guide

infrastructure

investment

Finalization of

RAMS Analysis

Report 6.2 1 1 1 1

Enhancing the

human capacity

at

municipalities

for the

operation of

RAMS within

GSDM

Number of S4 Civil

Engineering

Technician

Graduate

employment

opportunities

created

6.3 N/A -

New KPI

6 - Target

achieved

2017/18

To be

assessed

based on

business

plan

To be

assessed

based on

business

plan

172


ner KPI

KPI

Reference


2016/17 2018/19 2019/20 2020/21

Improved

Service

Delivery,

Management

Efficiency and

data sharing

which supports

decision making

Implementation of

the GIS Strategy

through entering

into a Enterprise

Licensing

Agreement

6.4 Zero

Weighted 7 7 7

Support 7 LM’s

to improve

access to basic

services (water

100%, sanitation

100% and refuse

removal 85%)

Spatial

Planning

To ensure that

the District

remains a

quality place to

live, work and

visit

PED

Review of Spatial

Development Plan

and submission to

Council 6.5

Reviewed

and

approved

29 June

2017

Target

relevant

to

2020/21

Target

relevant

to

2020/21

100%

To ensure that

Human

Settlement

development is

done in line

with SDF's and

other adopted

strategic plans

Completion of land

audit on identified

strategic

development areas

6.6 N/A -

New KPI 100% 100% 100%

Develop Land Use

Scheme for local

municipalities 6.7

N/A - New

KPI 1 1 1

174

IDP Key Performance Indicator Definitions

Key Performance Indicator IDP Ref Definition/Instruction

% approved Section 54A and

Section 56 positions filled as

per the approved

Organisational Structure

1.1 Section 54A & 56 of the Municipal Systems Act state that a Municipal

Council must appoint a Municipal Manager and Managers directly

accountable to the Municipal Manager.

The 2018/19 Organizational Structure allows for the following Section

54A & 56 posts:

Municipal Manager

General Manager: Corporate Services

General Manager: Community and Social Services

Chief Financial Officer

General Manager: Infrastructure and Technical Services

General Manager: Planning and Local Economic Development

Measurement detail :

Numerator:

# of Section 54A & 56 positions filled (In terms of the Municipal

Systems Act) with a signed Performance Agreement

Denominator:

6 - Total number of Section 54A & 56 positions as per the approved

Organizational Structure

% approved and budgeted

vacant management

positions filled (Task level 14

and above)

1.2 This KPI refers to the filling of vacant management positions as per the

approved Organizational Structure aligned with the IDP and Budget.

Management positions were determined as all posts from Task Level 14

upwards.

This KPI includes positions vacated during the financial year.

Measurement detail :

Numerator:

# of budgeted vacant management positions filled (Task level 14 and

above)

Denominator:

175


Total number of budgeted vacant management positions as per the

approved Organizational Structure/Approved budget (Task Level 14 and

above)

Number of candidate

technicians registered as

Professionals

1.3 The goal of the Infrastructure Skills Development Grant is to develop

infrastructure delivery management capacity within municipalities by

creating a long term and sustainable pool of registered professionals

with skills in the following areas:

Engineering

Town Planning

Architecture

Quantity Surveying

Geographic Information System

Project Management

The Gert Sibande District Municipality's target is to deliver trained

technicians in the following areas -

Civil Engineering Technicians

Chemistry Technicians

Biochemistry Technicians

Microbiology Technicians

Geographic Information System

Town Planner

The candidates will be registered with the relevant statutory bodies as

candidate technicians in the beginning of the program and then as

Professionals upon completion of their experimental training.

% of ISDG students

absorbed by the

District/LMs

1.4 Government does not have the right kinds of skills to meet the specific demands of infrastructure projects and associated service delivery and continues to face the dichotomy of high unemployment among the unskilled and semi-skilled, and high vacancy rates for the highly skilled. Government has committed to investing in developing a graduate pipeline in order to supply the professional and skilled workers, through the Infrastructure Skills Development Grant (ISDG). The strategic goal of the ISDG is to support municipalities to build long-

176


term and sustainable capacity by training a pool of young

professionals with technical and project and operations management

skills related to water, sanitation, electricity, town planning, GIS and

other built environment professions.

An item has been presented to Council sighting absorption by the

District and local municipalities. GSDM have initiated a path towards

having the Recruitment Policy accommodating the absorption of

graduates.

One major challenge is Local Municipalities adhering to the District call as their Councils have not committed to the implementation of ISDG Program. GSDM will strive through its IGR structures to ensure that the skills acquired through the ISDG Program is not lost for the District. Measurement detail of KPI and Target: Numerator: Total number of 2014/15 ISDG student intake absorbed by GSDM/LMs Denominator: Total number of 2014/15 ISDG student intake

% of employees from

previously disadvantaged

groups appointed in the

three highest levels of

management as per the

approved EE plan (NKPI)

1.5 In line with the Employment Equity Act no 55 of 1998, Gert Sibande

District Municipality is striving to promote the constitutional right and

eliminate unfair discrimination in employment and ensure the

implementation of employment equity to redress the effects of

discrimination. GSDM remains committed to providing equal

employment opportunities and endorses the philosophy of affirmative

action and employment equity to achieve a diverse workforce broadly

representative of our people.

The purpose of the plan is the eradication of discrimination in relation

to race, gender and disability that has denied access to opportunities

for education, employment, promotion and wealth creation to South

Africans.

This KPI aims to measure the annually achievement of the targets set

177


out in the municipality's Employment Equity Plan thereby achieving

100% of the Employment Equity Plan by 2021.

* Designated Groups - Black people (Africans, Coloured and Indians),

women and people with disabilities.

Measurement detail of Actual and Target:

Numerator:

Number of black people, women and people with disabilities appointed

in the 3 highest levels of management (Management, Senior

Management and Top Management as per the VIP Employment Equity

Report)

Denominator:

Total staff compliment (Management, Senior Management and Top

Management positions filled as per the VIP Employment Equity Report)

<Note> Management, Senior Management and Top Management

identified through all positions on a Task Level 14 and above)

% Implementation of phase

2 of the Corporate


and Communication

Technology Policy

Framework

1.6 The purpose of the Corporate Governance of Information and

Communication Technology Policy Framework (CGICTPF) project is to

institutionalise the Corporate Governance of and Governance of ICT as

an integral part of the corporate governance within departments.

This CGICTPF provides the Political and Executive Leadership with a set

of principles and practises that must be complied with, together with

an implementation approach to be utilised for Corporate Governance

of ICT within departments.

The detailed phased approach per financial year details the following

deliverables to be completed by June 2019 (Phase 2):

Approved Enterprise Architecture informing the ICT

Architecture;

Approved medium term ICT Strategy.

178


Approved ICT Migration Plan with annual milestones linked

to an enabling budget;

Approved ICT Performance Indicators as contained in the

municipality’s performance management system.

Measurement detail:

Numerator:

Number of implementation deliverables to be completed by June 2019

achieved/completed - All phase 2 deliverables completed by June 2019

Denominator:

Total number of implementation deliverables to be completed by June

2019 (Total of 4 Deliverables)

% Implementation of phase

3 of the Corporate


and Communication

Technology Policy

Framework

1.7 The successful implementation of a Corporate Governance of ICT

system leads to continuous improvement in the creation of value

to the municipality. ICT delivery must be assessed on an on-going

basis to identify gaps between what was expected and what was

realised.

Assessments must be performed coherently and encompass

both:

The Corporate Governance of ICT (ICT contribution to realisation of Municipal value); and

Governance of ICT. (Continuous improvement of the management of ICT).

This KPI is a work in progress and will be based on the

achievement of ICT Performance Indicators as developed through

implementation of Phase 2 - Strategic Alignment, to be completed

by June 2019.

Approved Workplace Skills

Plan submitted to LG SETA

on or before 30 April 2019

1.8 As per Skills Development Act of 1998, organizations are legislated to

pay 1% of their total remuneration costs, charged monthly as a Skills

Development Levy.

A Workplace Skills Plan is a document that outlines the planned

education, training and development interventions for the

organization. Its purpose is to formally plan and allocate budget for

179


appropriate interventions which will address the needs arising out of

local government skills sector plan, the municipality's strategic

requirements as contained in the IDP and the individual departmental

staffing strategies. The WSP shall also take into account the

Employment Equity Plan ensuring incorporation of relevant

developmental equity interventions into the plan.

This KPI will be measured in terms of the submission of the Original

signed Authorization and Stakeholder Support Declaration by no later

than 30 April 2019.

% budget spent on

implementing the

Workplace Skills Plan

1.9 As per Skills Development Act of 1998, organisations are legislated to

pay 1% of their total remuneration costs, charged monthly as a Skills

Development Levy.

A Workplace Skills Plan is a document that outlines the planned

education, training and development interventions for the

organisation. Its purpose is to formally plan and allocate budget for

appropriate interventions which will address the needs arising out of

local government skills sector plan, the municipality's strategic

requirements as contained in the IDP and the individual departmental

staffing strategies. The WSP shall also take into account the

Employment Equity Plan ensuring incorporation of relevant

developmental equity interventions into the plan. Measured against

spending of the training budget.

Measurement detail of Target and Actual:

Numerator:

Total actual expenditure of training & committed expenditure of

training as reported per the 2017/18 Annual Training Report

(Employed)

Denominator:

Total employee and Councilor remuneration budget for the period May

2018 - April 2019

180


# of Workshops, seminars

and conferences held to

ensure that Office Bearers

and Councillors are

informed and trained on

Local Government trends

1.10 The councilor's role is not an easy one and will demand expertise

and knowledge about the local government system and municipal

environment. Councilors require an in depth understanding of

their mandate. High level of expectations of the community they

serve, competing interests among the different groups of citizens

living in the municipality, limited human and financial resources

and tight timeframes for delivery of services are some of the

difficult challenges that Councilors will face during their term of

Office.

Through the Capacity Building vote, GSDM aims at keeping the

Office Bearers and Councilors up to date with Local Government

trends through attending workshops, conferences and seminars.

Number of learners

supported at tertiary level

through a Bursary-Contract

1.11 The Gert Sibande District Municipality is committed to developing

skills of persons who express an interest in developing his/her

knowledge and in doing so, furthering the interest of the Gert

Sibande District Municipality.

The GSDM Bursary-Scheme means financial assistance with

possible in-service training provided by the Gert Sibande District

Municipality to enable the bursar to study at an approved

institution with a view to the bursar obtaining a particular

qualification.

This KPI will be measured through the number of students

sponsored by GSDM to obtain a certain qualification through

awarding of a Bursary-Contract .

Overall organisational

performance score

achieved (measured

against all KPIs and Targets

included in the IDP and

SDBIP)

1.12 The purpose of this KPI is to give feedback regarding the

performance of Gert Sibande District Municipality as required

through The Municipal Systems Act No 32 of 2000 and Municipal

Finance Management Act No 52 of 2003.

Information included in quarterly performance reports is based on

the IDP and SDBIP as developed for the financial year 2018/19.

Scorecards are developed to reflect cumulative performance,

therefore the status of indicators are a reflection of the overall

performance level achieved year to date.

181


Reporting is based on information received from each department

as per the applicable targets per quarter.

The quarterly Organisational Performance Report is a high-level

report based on scores obtained through a process whereby

actual information per Key Performance Area (KPA), strategic

objective, programme and the aligned Key Performance

Indicators and projects are compared to the budget and initial

planning included in the 2018/19 Integrated Development Plan.

Overall performance for Gert Sibande District Municipality is

based on the Departmental Performance Scorecards which is

inclusive of the IDP and SDBIP. Sub-sections are included that

discuss the progress made in achieving the targets as detailed in

each scorecard in terms of the contribution made by each

Department.

Results are presented in the form of scores as detailed below and

are calculated using an automated system and based on the

guidelines contained in the DPLG Regulation 805; Municipal

Performance Regulations for Municipal Managers and Managers

Directly Accountable to Municipal Managers, 2006.

The KPI and Target set aims to measure overall organisational

performance at a score of 3 which is equal to target.

Annual Review of approved

PMS Framework and

submission to Council

1.13 The Performance Management System Framework is the guiding policy

for performance management which outlines the processes of how the

municipality will undertake its planning development and

implementation of a performance management system together with

the detailed key performance indicators, the corresponding targets and

timelines. The framework outlines important aspects of the

municipality's performance planning, monitoring, measurement,

review, reporting and auditing including the determination of the roles

of the different role players.

Measurement will be based on the annual submission of the

Performance Management Framework to Council for approval.

182


Number of Quarterly

Performance Reviews

conducted

1.14 The purpose of this KPI is to give feedback regarding the performance

of Gert Sibande District Municipality as required through The Municipal

Systems Act No 32 of 2000 and Municipal Finance Management Act No

52 of 2003. Information included in the quarterly reviews should be

based on the IDP and SDBIP as developed for the financial year

2018/2019. Scorecards will be developed to reflect cumulative

performance, therefore the status of indicators are a reflection of the

overall performance level achieved year to date.

Overall performance for Gert Sibande District Municipality will be

based on the Departmental Performance scorecards which is inclusive

of all the IDP and SDBIP.

Roll out of the Performance

Management System to all

levels of staff (% of staff

members with completed

performance reviews)

1.15 In the municipal context performance management is the logical

extension and completion of the Integrated Development Planning and

performance budgeting/financial management processes. The

performance management system is designed to monitor and evaluate

the progress made in the implementation of a municipality's

development objectives, taking into account the timeframe of the

projects and budget.

Two levels of Performance Management must be implemented within

the municipality:

1) Organisational level, i.e. how the municipality as a whole is achieving

its development objectives. This is the level of Council, Municipal

Manager and all directors/managers reporting directly to the Municipal

Manager (Section 56 Managers).

2) Individual level: i.e. how well an individual is performing his or her

own duties in line with the requirements of the organisation.

This KPI refers to the Implementation of the Performance Management

System at Individual Level (All staff other than Section 56 Managers)

and will be measured as follows:

Numerator:

Total number of completed performance reviews/appraisals for ALL

Corporate Services staff members for the period of review (1st, 2nd,

3rd & 4th Quarter)*

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* First Quarter (All Employees as at 30 June 2018)

Second Quarter (All Employees as at 30 September 2018)

Third Quarter (All Employees as at 31 December 2018)

Fourth Quarter (All Employees as at 30 March 2019)

Denominator:

Total number of staff members (Excluding employees removed from

payroll due to resignation, termination of services, retirement or death)

% of GSDM funded projects

as identified in the IDP

completed

2.1 This indicator will measure the # of GSDM funded Projects (Allocation

to LMs & Departmental Allocation) funded and project managed

(GSDM Implementing Agent) by the District and identified in the

2017/18 IDP. This KPI only measures actual construction projects with

completion to be determined through the issuing of the earlier of a

final payment certificate or completion certificate.

This KPI excludes:

- Disaster Management Centre in Pixley (Measured under KPI ID: 2.6)

- Delivery of ashphalt (Procurement only)

- Regravelling and Blading

- Projects implemented through Service Delivery Agreements

- Projects Relating to Water Quality Testing (Water quality measured on

the CSS Scorecard - KPI ID: 2.12.)

- RBIG projects.

This KPI only measures construction projects implemented by GSDM

(measured through completion certificate on or before 30 June 2018)

either through the appointment of Contractors and project managed by

Consultants and/or GSDM.


Numerator:

# of identified 2018/19 ITS projects completed as at 30 June 2019*

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* Completion reached through the issue on the earlier of final payment

certificate or completion certificate.

Denominator:

Total # of Capital projects (Excluding projects as listed above)


(RBIG) projects completed

(Construction Phase)

2.2 This indicator will measure the # of RBIG Projects (DWA funded) with

GSDM as the implementing agent in the 2018/19 IDP completed. This

KPI only measures actual construction projects with completion to be

determined through the issuing of the earlier of a final payment

certificate or completion certificate (Excluding planning projects not yet

in construction phase).

This KPI only measures construction projects implemented by GSDM

either through the appointment of Contractors and project managed by

Consultants and/or GSDM.


Numerator:

# of identified 2018/19 DWA funded RBIG projects completed as at 30

June 2018*

* Completion reached through the issue on the earlier of final payment

certificate or completion certificate.

Denominator:

Total # of RBIG projects (Excluding projects in planning phase not yet in

construction phase)


(RBIG)planning projects

completed (Planning Phase)

2.3 This indicator will measure the # of RBIG Projects (DWS funded) with

completed feasibility studies.

This KPI only measures projects currently in the planning and design

phase.

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Numerator:

# of identified 2018/19 RBIG planning projects completed as at 30 June

2019 (Planning Phase)*

* Completed feasibility studies

Denominator:

Total # of RBIG planning projects (Planning Phase)

Development of a Water

Conservation and Demand

Management Plan for at

least one additional Local

Municipality

2.4 The GSDM intends on embarking on the programme to

understand the operations of the water reticulation system and

the respective water losses that are prevalent in most reticulation

systems.

GSDM intends to support all its local municipalities in terms of

Section 88 (2)a) of the Municipal Structures Act, Act 117 of 1998,

with conducting a study that looks into various strategies for the

modeling of the water services infrastructure, implementation of

Non-revenue water loss studies and the implementation of high

intervention infrastructure projects including the design and

implementation of the proposed management information

management system. The result will be the development of a plan

that will help municipalities in managing and conserving water

considering South Africa is a water scarce country.

This KPI in its previous format measured the compilation of a

District Integrated Water Conservation and Demand Management

Plan. Due to limited resources all available funding was utilized

to develop a Water Conservation and Demand Management Plan

for Dipalaseng Local Municipality and Lekwa Local Municipality in

terms of the RBIG Roll Out Plan.

No funding was made available for the 2018/19 Financial Year but

the outer year targets remain as the Department will request

funds during the 2019/20 IDP/Budget review cycle.

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Review and Update of

the Integrated Water

Services Development

Plan (IWSDP)

2.5 The District Integrated Water Master Plan (IWMP) provides a

comprehensive sustainable integrated high level District wide, water

service process perspective with respect to bulk and internal water

supply taking cognisance of all factors inclusive of social, economic,

technical, institutional, financial, legal and environmental impact.

% Construction Completion

of Disaster Management

Centre in Dr Pixely Ka Isaka

Seme local municipality

2.6 The District is susceptible to disasters such as floods, veld fires,

road accidents, accidental chemical spillage or explosions of toxic

substances and civilian unrest. A satellite Disaster Management

Centre were completed within the Albert Luthuli Local

Municipality, Dipalaseng Local Municipality and Mkhondo Local

Municipality to be followed by a project to construct another

Disaster Satellite Centre in Dr. Pixley ka Isaka Seme Local

Municipality.

Procurement processes finalised with site establishment in

process. Construction status to be verified and signed off by

consulting engineer at the end of each financial year with practical

completion status earmarked for 2019/20 financial year

confirmed through the issue of a practical completion certificate.

% Construction Completion

of a Regional Disaster

Management Centre

2.7 The District is susceptible to disasters such as floods, veldt fires,

road accidental chemical spillage or explosions of toxic

substances and civilian unrest. Whilst there will be Disaster Sub

Centre's in all the seven constituent Local Municipalities for

prompt responses to emergency calls, the District has identified

the need for a Regional Disaster Centre.

The purpose of the Regional Centre is to facilitate centralized

tactical, command and coordination to all disasters within the

district. It is also envisaged that this will enhance the capacity to

all the municipalities to adequately mitigate and respond to

disasters with the help of neighboring municipalities. The

Regional Centre will assist in operationalising the response to the

Risk Assessment Framework.

Target will be assessed based on available funding.

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Total square meters [m2] of

roads repaired

2.8 South Africa, being one of the foremost emerging economies in

Africa, is highly reliant on sufficient good infrastructure linking

economic hubs to each other and South Africa to the world. A

major component of this is the roads infrastructure which, among

others, serves as a vital backbone for the movement of people,

goods and services.

Roads that are not under the control of SANRAL and DPWRT

revert to the pertaining local municipalities for maintenance.

These roads are mainly found in urban/town areas.

The seven local municipalities around the Gert Sibande District

are experiencing challenges in terms of pothole maintenance on

municipal paved roads and as such R3,000,000 was allocated to

address these challenges.

Review of the District

Municipal Health Plan

2.9 Under the National Health Act of 2003, Council has a statutory

obligation to develop a plan that seeks to protect, improve and

promote public health within the municipal district. Developing

the plan will result in a far better integration of the District's

Integrated Development Plan.

This KPI and target will be measured through the development of

a District Health Plan and submission to the Mayoral Committee

for final approval.


by-laws (Health By-laws)

2.10 The responsibility of providing Municipal Health and Environmental

Services was delegated to the District Municipality from the Local

Municipalities, National Departments and Environmental Affairs

respectively as from 2003.

In order to effect service delivery and to serve as comprehensive

regulatory tools the GSDM Municipal Health Division drafted the

following By-laws:

• Tariff by-law

• Municipal Health by-law

This indicator will be measured in terms of the number of by-laws

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reviewed and submitted to Council.

Only the Municipal Health bylaw scheduled for review during the

2018/19 financial year for submission to Council.

Number of food handling

and preparation facility


terms of the Foodstuffs,

Cosmetics, Disinfectant Act

(FCDA)

2.11 Food Control is described by the World Health Organization (WHO) as a mandatory regulatory activity of enforcement by National or Local authorities to provide consumer protection and ensure that all foods during production, handling, storage, processing and distribution are safe, wholesome and for human consumption; conform to quality and safety requirements and are honestly and accurately labeled as prescribed by law.

The GSDM Environmental Health Unit ensures that both the Informal and Formal sectors are monitored to ensure the safe handling of food during production, storage and delivery of these foodstuffs. This is done by evaluating food premises and issuing of COA to compliant premises, as well as monitoring compliance with legal requirements and instituting remedial measures where necessary.

KPI measurement will be based on the number of Food Control inspections done on food premises within the District.

% of water samples taken

per month compared to

scheduled target

2.12 In accordance with the National Health Act of 2003, drinking water supply must regularly be sampled to assess its fitness for human consumption, both on an operational level and on a compliance level. Health services should develop and implement a Water Quality Monitoring Plan for monitoring of water from catchment to consumer, which has the potential to impact human health following use.

Measurement detail for Target and Actual:

Numerator:

Actual number of samples taken per month as against the Municipal Health Water Sample Plan

Denominator:

Total sampling points as per the monthly Municipal Health Water

Sample Plan

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Number of child care

facility inspections

conducted

2.13 Residential, business and public premises are monitored in order to identify, assess, control and manage health hazards and risks emanating from the use of such premises, This function also includes scrutinising of building plans and providing health comments on environmental impact assessment o proposed new developments in order to ensure that all health aspects are considered.

KPI will be measured in terms of the number of Child Care Facility Inspections conducted during a quarter.


performed on funeral

undertakers with a

Certificate of Compliance



Numerator:

Total number of funeral undertaker facilities inspected

Denominator:

Total number of funeral undertakers with a COC as per the GSDM Database


performed on learning

institutions



Numerator:

Total number of learning institutions inspected

Denominator:

Total number of learning institutions as per the GSDM Database

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% of health surveillance

inspections performed on

hospitals



Numerator:

Total number of hospitals inspected

Denominator:

Total number of hospitals as per the GSDM Database



SAPS premises



Numerator:

Total number of SAPS premises inspected

Denominator:

Total number of SAPS premises as per the GSDM Database



prison facilities



Numerator:

Total number of prison facilities premises inspected

Denominator:

Total number of prison facilities as per the GSDM Database

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performed clinics



Numerator:

Total number of health clinics inspected

Denominator:

Total number of health clinics as per the GSDM Database


by-laws (Environmental By-

laws)






regulatory tools the GSDM Municipal Environmental Services Division

drafted the following By-laws:

Noise by-law (Environmental Services)

Air Quality by-law (Environmental Services)

This indicator will be measured in terms of the number of by-laws

reviewed and submitted to Council.

Review of a GSDM Air

Quality Management Plan

2.21 The purpose of this plan is to ensure that clean air is achieved and

maintained in the District over the next 10 to 20 years. It should

include the vision, mission, objectives, strategies and actions needed to

achieve this.

An Air Quality Management Plan was approved during the 2015/16

Financial Year.

This KPI will measure the review of the approved Air Quality

192


Management Plan with submission to Council for approval.



terms of NEMAQA

2.22 Measurement detail of KPI and Target:

Numerator:

Total number of Authorised Section 21 facilities inspected during the

reporting period

Denominator:

Total number of Authorised Section 21 facilities as per the GSDM

database



terms of NEMAQA

2.23 Measurement detail of KPI and Target:

Numerator:

Total number of Section 23 facilities inspected during the reporting

period

Denominator:

Total number of Section 23 facilities as per the GSDM database

% reduction in biomass

burning and agricultural

emissions

2.24 The National Air Quality Management Act (2005) requires that

each Municipality develops an air quality management plan with

the objective to systematically address air quality concerns. The

outcome of the AQMP will be to achieve compliance with air

quality objectives and to ensure that the ambient air media is

conducive to health and wellbeing of our people.

This outcome based KPI is a work in progress with reporting

requirements and KPI Definitions to be formalised to ensure accurate

and relevant reporting. Implementation of the AQMP will be

monitored through developing KPI's and targets based on an approved

business plan with set actions to be reported on annually.

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% reduction in emissions

from waste management

2.25 The National Air Quality Management Act (2005) requires that

each Municipality develops an air quality management plan with

the objective to systematically address air quality concerns. The

outcome of the AQMP will be to achieve compliance with air

quality objectives and to ensure that the ambient air media is

conducive to health and wellbeing of our people.

This outcome based KPI is a work in progress with reporting

requirements and KPI Definitions to be formalised to ensure accurate

and relevant reporting. Implementation of the AQMP will be

monitored through developing KPI's and targets based on an approved

business plan with set actions to be reported on annually.

Development of a pollution

control plan

2.26 This project seeks to develop an implementable Environmental

Pollution Control Plan that will guide and assist Gert Sibande

District Municipality in controlling and addressing the pollution

posed by the polluting agents within the District. The objective is

to minimize the negative health impacts resulting from intentional

and unintentional exposure of communities to environmental

pollutants. This plan will lay down provisions for safe and effective

management of Environmental Pollution Control Management

Plan from Pollutants.

Due to budget constraints for the 2017/18 and 2018/19 financial

years, the target has been set for development of this plan for

completion during the 2019/20 financial year.

Measurement will be based on the completion of the

Environmental Control Plan and submission to Council.

Development/review of a

GSDM Bio-Diversity

(Regional) Plan

2.27 Biodiversity considerations are integrated into all other strategies

and plans, such as poverty eradication strategies and

development programmes.

The Goal of the NBSAP is to conserve and manage biodiversity

to ensure sustainable benefits to the people of South Africa,

through co-operation and partnerships that build on strengths and

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opportunities.

Strategic objectives of the NBSAP can be summarised as follows:

• An enabling framework integrates biodiversity into the socio-

economy

• Biodiversity contributes to socioeconomic development and

sustainable livelihoods

• Biodiversity, including species, ecosystems and ecological

processes, is effectively conserved across the landscape and

seascape, with a focus on biodiversity priority areas

• South Africa’s international obligations are met where feasible

and in the national interest

• A cross-cutting objective which relates to all the above

objectives is: Enhanced institutional effectiveness and efficiency

ensures good governance in the biodiversity sector.

KPI will be measured in terms of development of the Biodiversity

Policy and Strategy and submission to Council.


by-laws (Waste By-laws))






regulatory tools the GSDM Municipal Environmental Services Division

drafted the following By-laws:

Waste By-law

This indicator will be measured in terms of the Waste by-law reviewed

and submitted to Council.

Review of GSDM Integrated

Waste Management Plan

2.29 The development of an Integrated Waste Development Plan (IWMP) is

a requirement for certain organs of state in terms of Section 11 of the

National Environmental Management Waste Act of 2008 for

government to properly plan and manage waste.

In terms of section 11(4)(a)(ii) of the Waste Act, municipalities must

incorporate the approved IWMP in their IDP's as called for by chapter 5

195


of the Municipal Systems Act of 2000. Section 36 of the MSA states

that, a municipality must give effect to its IDP and conduct its affairs in

a manner which is consistent with its IDP. This means that the

development and implementation of the IWMP must be aligned with

the IDP.

Gert Sibande District Municipality is responsible for the implementation

of the IWMP and the evaluating and reviewing of the plan to ensure

that the respective objectives are being met.

The current IWMP was approved during March 2014 with the next

review cycle aimed for the end of the 2019/20 financial year.

% of Local Municipality

Integrated Waste

Management Plans

reviewed

2.30 The development of an Integrated Waste Development Plan (IWMP) is

a requirement for certain organs of state in terms of Section 11 of the

National Environmental Management Waste Act of 2008 for

government to properly plan and manage waste.

In terms of section 11(4)(a)(ii) of the Waste Act, municipalities must

incorporate the approved IWMP in their IDP's as called for by chapter 5

of the Municipal Systems Act of 2000. Section 36 of the MSA states

that, a municipality must give effect to its IDP and conduct its affairs in

a manner which is consistent with its IDP. This means that the

development and implementation of the IWMP must be aligned with

the IDP.

This Indicator refers to the number of Local Municipalities with

reviewed Integrated Waste Management Plans.

% of operational landfill

sites monitored in line with

Department of

Environmental Affairs

(DEA) requirements

2.31 Measurement detail for Target and Actual:

Numerator:

Actual number of landfill Sites inspected during the year as listed on

GSDM Environmental Health Department Database

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Denominator:

Total number of formal landfill sites inspected

Conduct review of the

GSDM District Aids Council

Strategic Plan for HIV &

AIDS, STIs and TB

2.32 The District Strategic Plan will be subject to an annual and end of term review. Annual strategic reviews are mainly done by the District AIDS Council to assess progress and challenges and develop annual implementation plans and budget.

The end of term evaluation to be done during the 2017/18 financial year will be undertaken to:

Critically assess the extent to which program objectives were achieved

Assess the cost effectiveness of program activities and the likelihood that results will be sustained over the medium to long run

Identify challenges and document lessons and best practices that will inform future strategic program decisions

Provide recommendations on strategic actions that need to be taken to improve future implementation and ensure sustainability of outcomes and institutionalization of key lessons learnt.

Number of Youth

Development programs

implemented

2.33 This KPI relates to Awareness Campaigns, Workshops and Training conducted during the quarter aimed at capacitating the youth.

Planned activities include:

1) Career exhibition

2) Youth Summit

3) Celebrating Youth Day

# of Women development

programs implemented

2.34 This KPI relates to public awareness and education through

Awareness Campaigns, Workshops and Training conducted

during the quarter aimed at capacitating women/girls.

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# of Religious affairs/moral

regeneration programmes

implemented

2.35 The Moral Regeneration Movement (MRM) is a networking

platform that facilitates and coordinates all processes and

initiatives aimed at combating moral degeneration. As a civil

society-driven initiative that is supported by the government, the

MRM provides the opportunity to redouble our efforts as a full

partnership of the people, and pay special attention to the issues

of development, social cohesion, and nation building. The MRM

also supports traditional and cultural programmes.

Refer to the "Renew the Moral of the People" campaign

scheduled for the second quarter.

Training provided to people

with disabilities to obtain at

least NQF level 5 status

2.36 This KPI relates to public awareness and education through Awareness

Campaigns, Workshops and Training conducted during the quarter

aimed specifically to People with Disabilities.

Host the Annual GSDM

Marathon

2.37 In order to promote a healthy lifestyle and to unleash talent within the

District through sport and recreational activities the District is hosting

an annual GSDM marathon.

Due to budget constraints the target has been moved to the 2019/20

Financial Year.

Number of Sport,

Recreation and Culture

events held

2.38 This KPI relates to Sports, Arts and Culture Campaigns, Workshops,

Training and events conducted during the quarter.

# of Library awareness

campaigns held

2.39 This KPI refers to public awareness and education through Awareness

Campaigns, Training and Workshops held to promote reading among

the youth and the use of library facilities.

Review of GSDM Disaster

Management Framework

and submission to Council

for approval

2.40 The Disaster Management Framework (DMF) is a strategic

policy document and guides all spheres of government in the

implementation of the disaster management act. Hence, the DMF

of GSDM guides all local municipalities in the GSDM area of

jurisdiction in the implementation of disaster management.

This KPI will be measured in terms of the review and submission

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of the GSDM Disaster Management Framework to Council for

adoption.

Obtain laboratory

accreditation

2.41 The South African National Accreditation System (SANAS) is

recognised by the South African Government as the single

National Accreditation Body that gives formal recognition that

Laboratories, Certification Bodies, Inspection Bodies, Proficiency

Testing Scheme Providers and Good Laboratory Practice (GLP)

test facilities are competent to carry out specific tasks in terms of

the Accreditation for Conformity Assessment, Calibration and

Good Laboratory Practice Act (Act 19 of 2006).

The Gert Sibande District Municipality established a water quality

laboratory to service all the local municipalities and industries

within the district. The laboratory started its operations in August

2010 after receiving the required equipment.

Currently the laboratory is working in collaboration with Mhlathuze

Water as a sub-contracted laboratory, performing analysis that

the GSDM Water Quality Laboratory is currently not equipped to

perform.

The accreditation process was initiated in February 2012.

Feedback on gaps and corrective actions to be implemented was

received but the process was halted due to staff resignations.

Subsequent to the initial failed attempt at accreditation, the

GSDM Water Quality Laboratory has made good strides at trying

to ensure that the implemented system does not fade away.

This KPI refers to the accreditation for the GSDM Water Laboratory to

be maintained based on the Annual Review to be performed from the

South African National Accreditation System within the 2018/19

Financial year.

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The number of Full Time

job opportunities created

through a municipality’s

local economic

development initiatives,

including capital projects

3.1 The indicator measures the number of full time equivalent jobs created

through the Expanded Public Works Programme (EPWP).

1. Full Time Equivalent (FTE’s) employment:

Means 230 person days of work (i.e. 365 days less 104 weekend days, less 10 public holidays and less 21 annual leave days but inclusive of paid sick leave created by an EPWP project or programme within a financial year. Full time equivalent is the same as person years of work.

The EPWP specifically targets the creation of employment for the poor unemployed people who are unskilled or poorly skilled. Through this employment opportunity, the programme provides basic income for these people on a temporary basis.

2. Characteristics of EPWP projects and how they differ from a normal

job:

• They are highly labour intensive: a large percentage of the overall

project’s cost is paid out in wages to the target group.

• They employ large numbers of EPWP target groups.

• The EPWP target group is paid wages between R50 and R100 per day.

• The EPWP target groups are employed under the working conditions

of the Special Public Works Programme (SPWP).

All EPWP compliant projects must have or display the elements of

employment, and EPWP projects should either be labour intensive or

labour enhanced (activity based).

200


The number of jobs


through a municipality’s

local economic development

initiatives, including capital

projects

3.2 The indicator measures the number of job opportunities jobs created

through the Expanded Public Works Programme (EPWP).

1. An EPWP job opportunity:

• Job opportunity refers to paid work created for an individual on an

EPWP job. The same person can be employed on different projects and

each period of employment will be counted.

• This involves short-term and ongoing work opportunities with an

average duration of 100 days.

• The EPWP specifically targets the creation of employment for the

poor unemployed people who are unskilled or poorly skilled. Through

this employment opportunity, the programme provides basic income

for these people on a temporary basis.

2. Characteristics of EPWP projects and how they differ from a normal

job:

• They are highly labour intensive: a large percentage of the overall

project’s cost is paid out in wages to the target group.

• They employ large numbers of EPWP target groups.

• The EPWP target group is paid wages between R50 and R100 per day.

• The EPWP target groups are employed under the working conditions

of the Special Public Works Programme (SPWP).

All EPWP compliant projects must have or display the elements of

employment, and EPWP projects should either be labour intensive or

labour enhanced (activity based).

Review LED strategy and

submit to Council for

approval

3.3 The purpose of local economic development (LED) is to build up the

economic capacity of a local area to improve its economic future and

the quality of life for all. It is a process by which public, business and

nongovernmental sector partners work collectively to create better

conditions for economic growth and employment generation.

This LED Strategy was prepared as a sector plan of the GSDM Integrated

Development Plan (IDP). Its purpose is to provide GSDM with a

strategic vision, goals and smart objectives, as well as a coherent set of

strategies, programmes and projects through which it must

201


systematically pursue economic development within its jurisdiction.

The formulation of a LED Strategy must be in accordance with the

'Credible LED Framework' that has been put forward by the National

Department of Provincial and Local Government (DPLG). The

framework identifies the following as constituting some of the critical

elements of a credible strategy:

The process followed must involve a high degree of participation by key local and external stakeholders

The strategy must be informed by a sound analysis of the social-economic challenges of the locality, as well as its comparative and competitive advantages

The strategies and projects developed must be realistic and implementable

KPI to be measured through the reviewed LED Strategy submitted to

Council for approval.

Hosting of LED summit 3.4 The purpose of the summit is to build partnerships with relevant

stakeholders and to establish platforms from where continuous

engagements will take place. These platforms will encourage

open dialogue between private and public sector and will assist in

the sharing of best practices within different industries. It will

further encourage local businesses to participate in local

economic development and assist in creating sustainable job

opportunities and eradicating poverty.

KPI and Target will be measured through the actual hosting of the

LED Summit.

# work opportunities

created through municipal

Phezukomkhono initiatives

3.5 The indicator measures the average number of Phezomkhondo Town

Cleaning Staff payed by GSDM during the 2018/19 Financial year.

The average will based on the total number paid employees per month

for the year divided by the total number of months (12).

# of established co-

operatives financially

assisted by GSDM through

purchasing and distributing

of production inputs

3.6 The Community Based Support Plan establishes a basis for the design,

implementation and assessment of mechanisms and processes that

support the development of a more competitive and sustainable SMME

sector. It provides a basis for collaboration and coordination among

public, private and community actors and creates the space for these

actors to contribute to SMME development in the District in a mutually

202


reinforcing and synergistic manner, while enhancing the opportunities

for mobilising resources that can be used to boost the contribution

SMMEs make to sustainable social and economic development in the

District.

The target was set at (20) Co-Operatives to be financially assisted

during the 2018/19 Financial Year.

Total meters of Regional Airport Fenced

3.7 KPI to be measured against the number of meters fenced at the

Regional Airport situated in Ermelo.

To obtain an unqualified

audit opinion

4.1 This indicator refers to the 2017/18 Annual Financial Statements that

are free of material misstatement and measures compliance with

accounting practices that will be evaluated by the Auditor General in

expressing their opinion.

GRAP compliant asset

register (Measured in terms

of AG Report)

4.2 The Gert Sibande District Municipality received a qualified audit opinion

for the 2013/14 financial year. The basis for the qualification was as a

result of the following findings with regard to Property, Plant and

Equipment:

- GRAP 13 requires entities to recognize assets acquired under finance

leases as assets and the associated lease obligations as liabilities in their

statement of financial position. The municipality entered into a finance

sale and lease back agreement for a building with its subsidiary. The

lease contract did not include the lease term and the interest rate and

therefore the auditor's was unable to determine the amount of the

financed leased building, finance lease obligation and the deferred

lease profit on sale and leaseback.

- Overstatement of Non-Current Assets by R30,700,000.

- Assets to the value of R4,729,913 could not be physically verified by

the Auditor's for existence.

Through implementation of the Management Audit Action Plan, GSDM

improved the 2016/17 with no findings related to the disclosure of

assets included in the final audit report.

The target will be measured in terms of no GRAP findings relating to the

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GSDM Asset Register as determined through the AG Report for the

Financial Year ending 2017/18.

Full SCOA readiness

achieved

4.3 Standard Chart of Accounts (SCOA) means a multi-dimensional

classification framework providing the method and format for

recording and classifying financial transaction information in the

general ledger forming part of the books of account containing a

standard list of all available accounts.

The object of the Municipal Regulations on Standard Chart of Accounts

is to provide for a national standard for the uniform recording and

classification of municipal budget and financial information at a

transaction level by prescribing a standard chart of accounts for

municipalities and municipal entities which -

Are aligned to the budget formats and accounting standards prescribed for municipalities and municipal entities and with the standard charts of accounts for national and provincial government; and

enable uniform information sets recorded in terms of national norms and standards across the whole of government for the purposes of national policy coordination and reporting, benchmarking and performance measurement in the local government sphere.

MSCOA readiness/implementation will be measured in terms of the

following two deliverables:

2019/20 Council approved budget with incorporated MSCOA segments (Finance)

2020/21 Council approved IDP with incorporated MSCOA segments (Planning and Local Economic Development)

Overall implementation to be measured on through the Office of the

Municipal Manager with operational targets incorporated into

Departmental Scorecards.

Compliance to be determined through the Opinion Expressed by the

Auditor-General.

204


Number of Local

Municipalities within the

jurisdiction of GSDM with

Annual Financial

Statements submitted on

or before 31 August

4.4 GSDM is involved in the design and implementation of a

comprehensive turnaround strategy within the District to identify

matters of concern relating to the following:

Financial management and audit readiness

Financial viability/funding assessment

IDP Assessment and Planning

Governance matters

Compliance with Legislation

Local Economic Development

IT Systems

Infrastructure Engineering Technical capacity

Performance Management and Service Delivery

Skills assessment - Senior management

Customer care and community management

This KPI measures the outcome of the implementation of the

turnaround strategy through the submission of Annual Financial

Statements by the legislative date for all 7 Local Municipalities within

the jurisdiction of GSDM.

Number of Local

Municipalities within the

jurisdiction of GSDM with

improved audit outcomes

4.5 GSDM earmarked R1,000,000 in budget allocation for the 2018/19

financial year in terms of the Operation Clean Audit vote to focus on

audit readiness for Mkhondo and Msukaligwa Local Municipality's

respectively. In addition to the budget allocation, GSDM will also

allocate human capital from GSDM to assist where needed.

This KPI will measure the outcome of GSDM's efforts in ensuring

improved audit outcomes for Mkhondo and Msukaligwa in achieving

unqualified audit opinions for the 2017/18 Financial Year.

% of the Municipality's

capital budget actually

spent on capital projects

identified ito the IDP

4.6 % Reflecting actual expenditure/Planned expenditure

Measurement detail:

Numerator:

Actual expenditure - GSDM ITS Projects

Denominator:

Budgeted Expenditure - GSDM ITS Projects

205


% Employee costs of total

budget (annual)

4.7

Indicates the extent to which income is applied to the payment of

personnel. Provides assurance that the proportion of personnel

expenditure to total income is manageable and the impact of personnel

cost increases on the overall budget is limited.

Measurement detail:

Numerator:

Personnel Costs (The amount expended on employees, both part-time

and full-time and which cost relates directly to the employment of

personnel)

Denominator:

Total Income (Income from all sources, including loans and accumulated

surpluses that may be used to defray any expenditure)

Cost coverage ratio as per

IDP regulations 2001

(annual)

4.8 This indicator measures the municipality's ability to meet at least its

monthly fixed operating commitments.

Calculation to determine Cost coverage:

National Composite KPI: A=(B+C)/D where A= Cost coverage;

B=all available cash at a particular time less unspent conditional grants

(Gert Sibande is a district municipality. Income is secured as it

represents grant income as per DORA and as such ALL Grant Income to

be received during the period covering the cost coverage calculation

will be taken into consideration);

C = represents al short term investments;

D= presents monthly fixed operating expenditure*

* All expenditure included in the calculation except for Depreciation,

Amortisation, Provision for Bad Debts, Impairment and Loss on Disposal

of Assets.

206


<Note> As per MFMA Circular 71 the norm range will be based on a

period of 3 months expenditure coverage.

To obtain an Audit Report

with No Other Matters

5.1

This Indicator measures good governance and compliance with

legislation and will be evaluated and considered by the Auditor-General

in determining his opinion and findings on Predetermined Objectives,

Compliance with the MFMA and Internal Controls (Report on other

legal and regulatory requirements).

Clean Audit Report definition - The financial statements are free

from material misstatements (in other words, a financially

unqualified audit opinion) and there are no material findings on

reporting on performance objectives or non-compliance with

legislation.

KPI is reported on retrospectively meaning that the targets relates to

the 2017/18 audit outcome.

Reviewed and approved

Risk Based Audit Plan

(Approved by 30 June)

5.2 The Municipal Finance Management Act Section 152(2)(b) requires that

an Internal Audit Unit must prepare a risk based audit plan and an

internal audit program for each financial year, over and above the

Performance Standards of the IIA which requires the Head of the

Internal Audit Unit to establish a risk based audit plan to align priorities

of the Internal Audit Unit with the objectives and goals of the

Municipality.

207


This KPI will be measured through the approval of a Risk Based Internal

Audit Plan submitted and approved by the Audit Committee by at least

30 June of each year.

Number of quarterly

progress reports on

corrective action to address

strategic and operational

risks

5.3 In order to aid in the facilitation of Enterprise Risk Management

processes within the Gert Sibande District Municipality, and to aid in

the preparation of a risk based audit plan, the risk register must be

reviewed and updated on a continuous bases throughout the financial

year. This can be achieved through workshops, management meetings

or Risk Committee meetings.

This KPI will be measured through the submission of a quarterly Risk

Management Report and the Departmental Risk Management Action

Plans to the Risk Committee.

Number of Council

meetings held annually

5.4 The MFMA clearly separates roles and responsibilities between the

Executive Mayor and Council, and between the Executive Mayor and

the Municipal Manager and other senior officials. It creates a clear line

of authority between the Council, which must approve Council policy,

the Executive Mayor, who must provide political leadership, and the

Municipal Manager, who is accountable to the Mayor and Council for

implementing those polices.

Under the MFMA, councilors' policy setting and oversight functions

include:

setting the direction for municipal activities

setting policy parameters to guide the municipal directives

setting strategic objectives and priorities stating what outcomes and outputs are to be achieved

monitoring the implementation of policies and priorities

KPI to be measured through the number of ordinary Council meetings

held per annum.

208


Number of Mayoral

Committee meetings held

5.5 The MFMA clearly separates roles and responsibilities between the

Executive Mayor and Council, and between the Executive Mayor and

the Municipal Manager and other senior officials. It creates a clear line

of authority between the Council, which must approve Council policy,

the Executive Mayor, who must provide political leadership, and the

Municipal Manager, who is accountable to the Mayor and Council for

implementing those polices.

Under the MFMA, councilors' policy setting and oversight functions

include:

setting the direction for municipal activities

setting policy parameters to guide the municipal directives

setting strategic objectives and priorities stating what outcomes and outputs are to be achieved

monitoring the implementation of policies and priorities

KPI to be measured through the number of ordinary Mayoral meetings

held per annum.

# of External newsletters

(Insight) developed and

distributed

5.6 To promote the District through involvement of communities and

stakeholders by providing feedback and awareness on the

activities of the municipal council .

This will be achieved through the quarterly GSDM Insight

Magazine.

Hosting of Mayoral

excellence awards function

held

5.7 Gert Sibande District Municipality aims to honor individuals and

groups who continue to excel in different spheres – be it in sports,

education, netball, culture and service delivery through the Annual

Mayoral Excellence Awards Function.

KPI will be measured through the hosting of the Annual Mayoral

Excellence Awards Function.

# of Mayoral Imbizo's

scheduled and held

5.8 The Mayoral Imbizo is an on-going Mayoral Outreach Programme

aimed at bringing government closer to the people, whereby the

Municipality interacts with communities regarding upcoming service

delivery projects in their areas and progress on existing ones.

It also affords the public a platform to raise their concerns to the

Municipal leadership.

209


Four (4) Mayoral Imbizos are scheduled to be held during the financial

year.

# of IDP/Budget

consultations scheduled

and held

5.9 The GSDM has planned IDP/ Budget consultation meetings

during which the District meet each local municipality with the aim

of emphasizing Government’s commitments via programmes such

as the Medium Term Strategic Framework priorities, presenting

the draft GSDM IDP, improvement in service delivery, and

ensuring better life for all District residents within the constituent

Local Municipalities.

The target is set at one (1) IDP/Budget consultation meeting per

local municipality within the jurisdiction of GSDM (7 in total).

# of Traditional Councils

supported through

donations

5.10

Government acknowledges the critical role of traditional leadership in

South Africa's democracy and communities, particularly in relationship

to Rural Development. It therefore remains committed to

strengthening the institution of traditional leadership.

KPI will be measured through the number of Traditional Councils

assisted through donations.

# of District MM Forum

meetings held

5.11

This Indicator measures the number of Municipal Managers Forum

meetings held to ensure coordination of district strategy

implementation across the district.

Municipal IDP approved by

Council by no later than 31

May

6.1

This KPI measures adherence to the approved IDP Framework as to the

timeframes and deadlines for submission and approval.

In terms of the IDP Framework, the 2018/19 IDP must be approved by

Council by no later than 31 May 2017.

210


Finalization of RAMS

Analysis Report

6.2 The road network constitutes one of the largest community assets and

is predominantly government owned. It is for this reason that GSDM

introduced the concept of asset management within the roads sector.

KPI to be measured through the condition data (Road Visual

Assessment Report) submitted to the Department of Transport by at

least 30 June 2017.

Number of S4 Civil

Engineering Technician

Graduate employment


6.3 In order for the RAMS project to be a useful tool to GSDM, to ensure

the continuity of the system post-project, and to align the project

outcomes with RAMS grant requirements, six (6) graduates (comprising

unemployed S4 graduates and S3 graduates requiring in-service

training) were sourced from GSDM region to be employed on the

project for its duration.

These graduates shall attend SAQA accredited training courses to

capacitate them in the performance of their duties. They shall,

furthermore, be intimately involved in all aspects of the RAMS

administration, data maintenance and quality checking. The

graduates should ultimately become the custodians of the

implemented RAMS. For the project to be deemed successful, it is

critical that the graduates remain committed to the project for the full

duration. it is equally important that they be incorporated into the

GSDM structures post-project so that the investment (financial, time

and knowledge) can be maximized and the RAMS focused persisted

going forward.

This KPI will be measured in terms of the number graduates employed

within the structures of GSDM after completion of the training

program.

211


Implementation of the GIS

Strategy through entering

into a Enterprise Licensing

Agreement with ESRI SA

6.4 A geographic information system (GIS) integrates hardware, software,

and data for capturing, managing, analyzing, and displaying all forms of

geographically referenced information.

GIS allows us to view, understand, question, interpret, and visualize

data in many ways that reveal relationships, patterns, and trends in the

form of maps, globes, reports, and charts.

A GIS helps you answer questions and solve problems by looking at

your data in a way that is quickly understood and easily shared.

In essence GIS is an IT Application which is spatially accurate that is

used to map the real world. The power of GIS lies is its ability to attach

non spatial information to a spatial feature and to store this

information in a database such as SQL Server which enables the spatial

data to be queried and analyzed.

A typical example of a query is: Find all properties that are vacant and

larger than 1000m² or find all B&B’s in a particular area. The selected

spatial data is identified in the map.

An Enterprise license agreement will address the current challenges of

the municipality and future development planning. The nature of the

ELA is to support the vision of the municipality and continue to enable

development. Having a spatially enabled enterprise solution allows for

the ability to centrally managed data and where needed, have the

ability to pull data from other sources as well which may be in the same

department i.e billing as well.

This KPI will be measured through entering into a Licensing Agreement

with a service provider for GSDM and the 7 Local Municipalities within

the jurisdiction of the Gert Sibande District Municipality.

212


Review of Spatial

Development Plan and

submission to Council

6.5 The Spatial Development Framework (SDF) is an integral part of a

Municipality’s IDP. It represents the spatial expression of the Council’s

development vision, and should therefore be reviewed annually to take

into account changing circumstances.

Measurement will be based on the submission of the reviewed District

SDF to Council for approval.

Completion of land audit

on identified strategic

development areas

6.6 Since 1994, South Africa has embarked on several programmes towards

building a better life for all by providing amongst other, shelter and

basic services for the poorest of communities in the country. This

requires that the three spheres of government take all reasonable and

necessary steps within the framework of national and provincial

housing legislation and policy to initiate, plan, coordinate, facilitate,

promote and enable appropriate housing development in various parts

of the country as contemplated in the Housing Act (1997).

In pursuance of the above, the Gert Sibande District Municipality

initiated the compilation of a consolidated IDP Housing Chapter

comprising a summary of the local IDP Housing Chapters of each of the

seven local municipalities within its jurisdiction. This exercise is

intended to assist the delivery of sustainable human settlements in the

GSDM in the following ways:

Informing the current status quo of housing development needs and provide a projection for the future needs in the municipal area;

Providing the local and district IDP processes with sufficient information about human settlement planning, priority areas, benefits as well as operational and strategic requirements;

Providing sufficient information regarding the allocation of limited financial and human resources to a wide variety of human settlement development initiatives throughout the municipal area;

Providing guidance in prioritising housing projects for urban areas, rural nodal areas and agri-villages in the Gert Sibande District Municipality in order to ensure balanced urban and rural human settlement throughout the municipal area.

Measurement of this KPI will be based on the completion of a land

audit on identified strategic development areas. These areas are still to

be determined and will be defined during the first quarter of the

213


2018/19 Financial Year.

Develop Land Use Scheme

for local municipalities

6.7 Section 24 of the Spatial Planning and Land Use Management

Act of 2013 (SPLUMA) specifies that a municipality must, after

public consultation, adopt and approve a single land use scheme

(LUS) for its entire municipal area within five years from the

commencement of the act. Large parts of the country have never

been part of a land use scheme (e.g. many areas under traditional

leadership) and for many municipalities, land use management is

a new concept. A land use scheme is a tool used by

municipalities to guide and manage development according to the

vision, strategies and policies of the Integrated Development Plan

(IDP) and Spatial Development Framework (SDF), and in the

interests of the general public to promote sustainable

development and quality of life. The general purpose of a Scheme

is to create coordinated, harmonious and sustainable

development of a municipal area in such a way that it efficiently

promotes health, safety, order, amenity, convenience and general

welfare, as well as efficiency and economy in the process of

development.

This KPI will be measured through the development and

completion of a Land Use Scheme for Mkhondo Local

Municipality ( ) and Pixley ka Seme Local Municipality (2017/18).

2018/19 Target relate to the development and completion of a

Land Use Scheme for an additional identified Local Municipality.

214

National Key Performance Indicators 2017/2018

KPI Description

Method of Reporting

The percentage of households with access to basic

level of water, sanitation, electricity and solid

waste removal

Reporting only as per IDP

and Annual Report

The percentage of households earning less than R1

100 per month with access to free basic services

Reporting only as per IDP

and Annual Report

The percentage of a municipality’s capital budget

actually spent on capital projects identified for a

particular financial year in terms of the

municipality’s integrated development plan

Measured on IDP

Scorecard

< Refer to KPI ref: 4.6>

The number of jobs created through a

municipality’s local economic development

initiatives, including capital projects

Measured on IDP

Scorecard

<Refer to KPI ref: 3.1 &

3.2>

The number of people from employment equity

target groups employed in the three highest levels

of management in compliance with a

municipality's approved employment equity plan

Measured on IDP

Scorecard

<Refer to KPI ref: 1.5)

The percentage of a municipality’s budget actually

spent on implementing its workplace skills plan

Measured on IDP

Scorecard

<Refer to KPI ref: 1.9>

Financial ratios Cost coverage measured

on IDP Scorecard

<Refer to KPI ref: 4.8>

217

CHAPTER 6: GSDM STRATEGIES, SECTOR PLANS, POLICIES AND SWOT

ANALYSIS

This Section embodies Executive Summaries of the respective operational strategies (Sector

Plans) compiled and prepared by Gert Sibande District Municipality. These Sector Plans constitute

core components of the IDP of the District Municipality as per Section 26 of the MSA and plays a

significant role in the integration process. Some of these plans were/are/will be prepared /

developed and others reviewed in consideration of the relevant District wide development

initiatives and directly inform and align with those of the constituent municipalities.

6.1. Sector Plans

The list of sector plans herein includes among the following:

SECTOR PLAN/POLICY/STRATEGY STATUS QUO

Policy on Standing Orders of Council

Human Resources Strategy Approved

Employment equity plan Approved

Work skills plan Approved

Employee assistant programme Approved

Retention Strategy Approved

Succession Plan To be developed

Human Resources Plan Approved

Recruitment, Selection, Transfer, Promotion and Demotion Policy Approved

Leave Policy Approved

Occupational Health & Safety Approved

Cell Phone Allowance Policy Approved

Risk Management Policy & Risk Strategy Approved

Performance Management Framework Approved

Fraud Prevention Plan Approved

Telephone Policy Approved

Performance Management Framework and Procedure for Staff below

section 56

Approved

Security and Parking Policy Approved

Library Policy Approved

Municipal ICT Governance Policy Framework and Audit Compliance Approved

Catering Policy Approved

Travelling Allowance Policy Approved

Smoking Policy Approved

Practical Training For Volunteerism & Internship Policy Approved

People with Disability Policy Approved

Placement Policy Approved

ICT Policy Approved

218

Induction Policy Approved

HIV & AIDS Policy Approved

Fleet Management Policy Approved

Fraud and Prevention Policy Approved

Donation Policy Approved

Compensation for Occupation disease and Injuries Approved

Cash & investment Policy Approved

Bursary Scheme for Community Approved

Acting Allowance Policy Approved

Community/public participation strategy Draft

Youth development strategy To be developed

District disability strategy Draft

Gender mainstreaming strategy Approved

District HIV Plan To be developed

08 x Air Quality Management Plans draft

Integrated Waste Management plans Draft

Municipal Health Plan To be developed

Climate Change policy draft

An Integrated Rural and Agricultural Development Strategy approved

LED Strategy Approved

Tourism Sector Development Plan Approved

Spatial development Framework Approved( under review)

Integrated transport Plan Approved

Disaster Management plan Under review

The aforementioned Sector Plans are informed by the developmental priorities and objectives as

articulated in this document. It is for this reason they are incorporated in this plan so as to forge a

linkage with other Sector Plans and ensure seamless implementation of the IDP as an inclusive

and coherent strategic planning tool of the District.

219

CHAPTER 7: SECTOR DEPARTMENTS, PARASTATALS, PRIVATE SECTOR PROJECTS

7.1. Department of Human Settlements

Municipality Project/Programme

Name/Description

Project location Progress as at 31 April

2018

2017-18 Budget Total project

cost

R’000

MSUKALIGWA MUNICIPALITY

MSUKALIGWA ISUP/ TINONGO TRADING /

BREYTEN/ 100

BREYTEN

100

PROJECT COMPLETED R10,900,000.00 R11,780,251.00

MSUKALIGWA FARM WORKER AND

HOUSING

ASSISTANCE/SOKZA

CONSTRUCTION

GREY’S FARM

50

29 COMPLETIONS

R6 206 376.00 R4 437 306.50

REMAINING

R1 769 069.51

MSUKALIGWA IRDP/MOTHEO GROUP WESSELTON EXT. 6&7

500

496 COMPLETIONS

4 RECPLACEMT OF

BENEFICIARIES

R63 335 718.99 R59 318 137.14

REMAINNG

R4 017 581.85

MSUKALIGWA ISUP/MOTHEO GROUP WESSELTON EXT. 7&11

500

75 ROOFS

33 WALL PLATES

08 SLABS

R54 973 500.00 R4 000 421.35

REMAINING

R50 973 078.65

MSUKALIGWA ISUP/SUKUYIMANI KWAZANELE AND BREYTEN

500

NONE R54 973 500.00 R54 973 500.00

MSUKALIGWA ISUP/DR BONGANI WESSELTON

300

ONLY STARTED WITH SITE

ESTABLISHMENT

R32 984 100.00 R32 984 100.00

220

GOVAN MBEKI MUNICIPALITY

GOVAN MBEKI PH2 INFOR/XJR

CONSTRUCTION (500)

EMBALENHLE EXT. 20& 22

500

383 COMPLETE

32 ROOFS

36 WALL PLATES

19 SLABS

30 SITES WITH

CHALLENGES

R60 507 270.00 R51 747 635.00

REMAINING

R8 759 635.00

GOVAN MBEKI ISUP/PBAMBOO ROCK EMBALENHLE EXT.10,18,19

AND 20

500

124 COMPLETED

10 SLABS

5 WALL PLATES

R55 000 000.00 R17 536 883.91

REMAINING

R155 108 616.09

GOVAN MBEKI FARM WORKER AND

HOUSING

ASSISTANCE/SOKZA

CONSTRUCTION

SAKHISIZWE FARM

50

20 COMPLETIONS

11 ROOFS

R6 269 850.00

R3 142 529.95

REMAINING

R2 796 022.64

GOVAN MBEKI ISUP/XJR CONSTRUCTION

(1500)

EMZINONI AND VARIOUS

AREAS

500

95 COMPLETIONS

70 ROOFS

20 WALL PLATES

R177 675 000.00

R16 561 112.50

REMAININD

R161 113 887.50


Name/Description


2018

2017-18 Budget Total project cost

R’000

PIXLEY KAISAKA SEME MUNICIPALITY

PIXLEY

KAISAKA

SEME

PHP/YOUR TRADE DAGGAKRAAL

200

PROJECT COMPLETED 22 000 000.00 R11 045 187.66

REMAINING

R1 413 142.34

221

PIXLEY

KAISAKA

SEME

ISUP/GEBENGA WAKKERSTROOM AND

SIZAMELENI

250

212 COMPLETIONS

38 BENEFICIARIES DO NOT

HAVE SITES

R30 328 635.00. R24 330 727.50

REMAINING

R5 997 907.50

PIXLEY

KAISAKA

SEME

ISUP/ZAMANGCE KWAZAMOKUHLE

140

111 COMPLETIONS

9 ROOFS

20 FINISHES

R17 337 206.60 R15 164 666.32

REMAINING

R2 172 540.28

DIPALISENG MUNICIPALITY

DIPALISENG IRDP/ PRINCE OF TIDES/300 RIDGE VIEW –BALFOUR

300

300 ROOFS R32,700,000.00 R26,647,072.57

DIPALISENG DEEP SPACE PROJECTS GROOTVLEI AND

SIYATHEMBA

300

PROJECT COMPLETED R33 000 000.00 R36 135 288.00

REMAINING

R27 259 962.00

CHIEF ALBERT LUTHULI MUNICIPALITY

CHIEF ALBERT

LUTHULI

EMERGENCY/SOKZA

CONSTRUCTION

REDHILL/GLENMORE

36

19 COMPLETIONS

10 ROOFS

R4 494 268.80 R3 442 495.40

REMAINING

R1 051 773,40

CHIEF ALBERT

LUTHULI

FARM WORKER AND

HOUSING

ASSISTANCE/SOKZA

CONSTRUCTION

MANZANA

50

50 COMPLETE R6 226 075.00 R5 747 586.71

REMAINING

R4 785 488.29

CHIEF ALBERT

LUTHULI

RURAL/SOKZA

CONSTRUCTION

TSHAKASTAAD

14

10 COMPLETIONS

3 SLABS

1 UNTOUCHED

R 1 739 119.20

R1 148 471.61

REMAINING

R590 647.59

CHIEF ALBERT

LUTHULI

ISUP/UMCEBO SILOBELA

200

15 ROOFS

48 WALL PLATES

R25 079 400.00 R5 488 788.49

REMAINING

222

29 SLABS R19 590 611.51

CHIEF ALBERT

LUTHULI

ISUP/DELU SILOBELA EXT. 3 & 4

300

PROJECT COMPLETED R37 619 100.00 R37 619 097.00

REMAINING

R3.00


Name/Description


2018

2017-18 Budget Total project cost

R’000

MKHONDO MUNICIPALITY

MKHONDO PHP/K D MADONSELA/3 AMSTERDAAM

3

3 ROOFS R327,000.00 R219,344,25

MKHONDO IRDP ph2/NKOLELO PIET RETIEF ERF 1803

300

50 FINISHES

24 ROOFS

42WALL PLATES

07 SLABS

R68 270 479.50 R7 456 254.92

REMAINING

R60 814 224.58

MKHONDO IRDP ph1 and phase

2/NKOLELO

PIET RETIEF,

townlands

216

Design for reticulation R 9 288 000 23 544 000

9 288 000

32 832 000

223

LEKWA MUNICIPALITY

LEKWA IRDP/ VIKINDUKU

TRADING/150

STANDERTON EXT 8

150

150 SLABS

95 WALLPLATES

73 ROOFS

R16,350,000.00 R11,780,251.00

LEKWA IRDP/TRANSGARIEP/500 STANDERTON EXT 8

500

(500)PROJECT COMPLETED R63,766,500.00 R61,753,730.99


Name/Description

Project Beneficiary/

Ward/Location

2018/19 Target 2018/19 Budget

Allocation (Annual)

R’000

Total project

cost

R’000

LEKWA IRDP / TRANS GARIEP

INFRA

STANDERTON EXT 8 500 R54,400,000.00 0.00

LEKWA IRDP/ISUP/ BOGANALA TRD SAKHILE 200 R21,800,000.00 0.00

DIPALISENG IRDP/ PRINCE OF TIDES RIDGE VIEW BALFOUR 500 R54,400,000.00 0.00

GOVAN MBEKI PH2 INFOR/TIGER

BUSINESS ENTERPRISE

EMBALENHLE EXT. 25 807 R88 727 229.00 0.00

CHIEF ALBERT

LUTHULI

PHP/ ASISHIYELANE

PROJECTS

CAROLINA 200 R22 000 000.00 0.00

CHIEF ALBERT

LUTHULI

DELU TRADING CAROLINA 200 22 000 000 .00 0.00

224

CHIEF ALBERT

LUTHULI

PHP/MBHENE EMANZANA 500 R55 000 000.00 0.00


Name/Description


Ward/Location


Allocation (Annual)

R’000

Total project

cost

R’000

GOVAN MBEKI ISUP/BAMBOO ROCK EXT. 22,18,10,19 &20 500 55 000 000 00 0.00

GOVAN MBEKI ISUP/XJR EMZINONI AND LEANDRA 500 R16 561 112.50 0.00

DIPALISENG DEEP SPACE GROOTVLEI AND

SIYATHEMBA

200 22.000 000.00 0.00

PIXLE KAISAKA

SEME

PHP/YOUR TRADE DAGGAKRAAL 200 R22 00 000 00 0.00

225

Performance Indicator /

Priority Output

Project Location &

Scope

Planned Target Actual Progress Financial Analysis

Scope: The scope of

work entails an upgrade of

the Amersfoort Waste Water

Treatment Plant to increase

capacity from 1,1Ml/day to

2,035Ml/day to meet the

current flow at Amersfoort.

(Shirdo)

The Pixley, Amersfoort

Waste Water Treatment Plant

Upgrade Project (from

1.1ML/d to 2.035ML/d)

(R16mil)

To complete 67% of the

Waste Water Treatment Plant

upgrade work

Progress at 30%. Site

Establishment has been

undertaken. The Municipality

appointed the Engineer and

the Department also assisted

by appointing the contractor

as such the construction work

has commenced (Latest

invoice of R1,5mil submitted

recently)

Budget - R16 608

443

Expenditure - R2 708

178

Balance of Expenditure

- R13

900 265

Scope: The scope of

work entails construction of

Sewer Pump Station and

Sewer Reticulation (18.7km

of 160mm sewer pipeline and

1.35km of 250mm sewer

pipeline). (Mott McDonald,

Shirdo)

The Pixley, Amersfoort


Sewer Reticulation Project

(Construction of new Pump

stations and 22km of

pipework - 18km of 160mm,

1,8km of 200mm and 200m

of 250mm) (R33mil excludes

professional fees of R3mil

which was paid by the

municipality)



Sewer Reticulation

construction work

Completed 40% of Sewer

Pump Station and Sewer

Reticulation construction

work (excavation for the

pump stations, 6km

excavation, bedding,

pipelining and rock filling)

(R4mil was paid by the

Department during 2016/17

financial year)

Budget - R31 200

000

Expenditure - R 5 269

000


- R25

931 000

226

Scope: The scope of

work entails construction of a

new water pipeline (3,2km of

315mm) from the Standerton

reservoir to Standerton Ex 8

and Refurbishment of water

pipeline (6,5km of 315mm)

from WTP to the Standerton

Reservoir (Abaziyo)

The Lekwa, Standerton Bulk

Water

Project (3,2km of 315mm

rising main-repair and

commission; 6.5km of

315mm-new; and

commission water tanks)

(R9mil)


pipeline construction work

(comprising excavation,

bedding, laying, filling,

installation of valves and

chambers)

Completed 100% of the

pipeline construction work

(comprising excavation,

bedding, laying, filling,

installation of valves and

chambers). (R4,5mil spend)

Budget - R 11 859

902

Expenditure - R6 927 000


- R2 141

000

Performance Indicator /

Priority Output

Project Location &

Scope

Planned Target Actual Progress Financial Analysis

Scope: The scope of

work entails the feasibility

study to resolve the sewer

spillage at Embalenhle

The Govan Mbeki,

Embalenhle Sewer Spillage

Project (To be completed

during the next financial year)

To complete the feasibility

study, master planning,

construction, rehabilitation,

upgrade and maintenance to

resolve the sewer spillage at

Embalenhle

A consultant has been

appointed

– Appointment of a

contractor is still pending,

tender evaluation is

underway.

Budget - R53 000

000

Expenditure – - R

0.00


- R53 000

000

227

Scope: Construction of Sewer

pump lines with pipe sizes

ranging from 200mm to

250mm diam. uPVC, 3 km

long, gravity outfall sewer

pipe, size 33mm uPVC –

2,6km long, sewer syphon

pipe 250mm uPVC 1,3 km

long

Dipaleseng LM, Construction

of Sewer pump lines with

pipe sizes ranging from

200mm to 250mm diam.

uPVC, 3 km long, gravity

outfall sewer pipe, size 33mm

uPVC – 2,6km long, sewer

syphon pipe 250mm uPVC

1,3 km long

To complete the

implementation of the

Construction of Sewer pump

lines with pipe sizes ranging

from 200mm to 250mm diam.

uPVC, 3 km long, gravity

outfall sewer pipe, size 33mm

uPVC – 2,6km long, sewer

syphon pipe 250mm uPVC

1,3 km long

A consultant and a contractor

have been appointed. The

contractor is establishing on

site.

Budget - R27 000

000

Expenditure - R

0.00


- R

0.00

TSALANANG RE-DEVELOPMENT CRU PROJECT

Municipality Expected Yield Annual Target 2017/2018 Annual Budget

2017/2018 Actual Output

Govan Mbeki Local

Municipality

The project will have a total yield of

384 rental housing opportunities.

It includes other amenities such as

Childcare facility, commercial facilities

for small businesses like Laundry &

tuck shop, workshop, Gate structure

and perimeter fences, office and

recreational facility including

infrastructure development.

100 CRU Units R 30 Million 32 units were completed during the last

financial year 2016/17.

100 units completed in the financial

year 2017/18.

A total of 132 units have been

completed for the project.

Child Care facility and Community Hall

and boundary wall are completed

228

MZINONI CRU PROJECT

Municipality Expected

Yield

Annual Target

2017/2018

Annual Budget

2017/2018 12 Months Actual Output Challenges Remedial Actions

Govan Mbeki Local

Municipality

182 CRU Units 48 CRU Units

(The target was

scaled down

during BP

revision)

R 14 400 000.00 Phase 1 of the project with 78

CRU Units was completed.

Plans and Designs for Phase 2

have been finalized and

approved by the Department.

Site Plans have been approved

by the Municipality.

Site establishment has been

done.

The construction has

not started due to the

delays in the

finalisation of

contractual matters

between the

Department and the

Service providers.

This matter has now been

resolved.

The scope of the project

was revised during budget

adjustment processes.

The project is planned in

the financial year

2018/19.

(Multiyear Project)

LEKWA CRU PROJECT

Lekwa Local Municipality

250 CRU Units 60 CRU Units: (The target was

scaled down during BP revision)

R 18 Million Plans and designs have been finalized.

Service provider has been appointed.

Stakeholders’ engagements have been done.

Site establishment has been done.

The project is at foundation stage.

Plans and designs

needed to be amended

in line with the newly

amended CRU policy

documents of

Government.

The scope of the project has

been revised during budget

adjustment.

However, the project is

included in the financial

year 2018/19

(Multiyear Project)

229

7.2. Department of Agriculture and Rural Development, Land and Environmental Affairs

8. Project /

Programme

Name

Description of Project / Programme

(Eg. Activities / Commodities)

Local

Municipality

Total 2017/18

allocation (Rands)

Total 2017/18

(Adjusted

budget)

Budget

Spent

Phyisical Progress Q4

FRUITS

Sinalo Renovation of balancinng dam, pump

house, 5 ha irrigation and hail nets, 1

km bonnox fencing, power supply,

admin block and abution and storage

block.

Dr Pixley Ka

Isaka Seme

R 1 000 000 R 256 000 R 256

000

1 borehole was

drilled,equippedand 2

water tanks were

installed

Ngisana Construction of earthdam, water

reticulation, pumphouse, water storage

tank, pump station, irrigation for 5

hectares and shade nets powe supply

Msukaligwa R 1 000 000 R 0 R 0 Project Terminated

Mthombeni Pump station, water storage tank,

irrigation system and hail nets, power

line

Chief Albert

Luthuli

R 1 000 000 R 0 R 0 Project Terminated

VEGETABLES

Amantungwase(Forever

green cooperative)

Construction of Pack house, 4 ha drip

Irrigation system, earth dam

Chief Albert

Luthuli

904 000 R 500 000 R 445 000 1 borehole was drilled,

equipped and 1 water

tank was instaslled. Pack

house to be done in

2018/2019.

LIVESTOCK

Pixley Family 18,2 km boundary and camps fence,

Planting of fodder on 10 ha, 75kW

tractor, Paving, Office/ Parkshome

furnishing, High Mast Light, cattle,

Dr Pixley Ka

Isaka Seme

R 3 400 000 R 4 031 000 R 0 Construction of 15.2

KM fence completed.

Highmast light, delivery

of livestock and

230

sheep furniture to be procured

in 2018/2019 financial

year

Ikusasalabasha 75KW tractor and implements,high

mast light.

Chief Albert

Luthuli

R 700 000 R 4 423 000 R 1 193

000

High Mast light is is at

procurement stage

CALM Animal Health

Clinic

Refurbishment of animal health centres

(animal clinics)

CALM R 375 000 R 0 R 0 Project not

implemented due top

change of scope.

Nkalane Drifter Construction of seasonal bridge CALM R 2 277 000 R 2 277

000

Seasonal bridge

Completed &handed

over to the

beneficiaries

POULTRY

Mangale poultry Feed silos, packhouse, Cages and Water

Development

Dr Pixley Ka Isaka

Seme

R 1 900 000 R 0 R 0 Project to be

reprioritised due to

Avian flu

Siyaphambili

Poultry

2 x 25 000 broiler houses, Furnishing of

Parkhomes, High Mast Light, production inputs,

bakkie, access road

Mkhondo R 5 000 000 R 0 R 112 000 Project at 70%

completion stage. Still

waiting for

electrification,drainage

and curtaining (Q2).

Contract Terminated

Pardekraal Poultry 2 x 25 000 broiler houses, High Mast Light,

production inputs, bakkie, access road

Dr Pixley Ka Isaka

Seme

R 2 500 000 R 0 R 0 Project to be

reprioritised due to

Avian flu

Mkhondo Mobile

Abattoir

1x Mobile abattoir(5000/shift) x 2 shift per day.

6 x containers for

Slaughtering,Evisceration,Chilling,Packaging,Cold

Mkhondo R 6 000 000 R 0 R 0 Implemented as part of

the Agribuh

231

storage & Ablution.

Rekaofela Construction of 2X25 000 conventional houses,

Fencing, access road

Msukaligwa R 5 000 000 R 0 R 0 To be reprioritised

for livestock due to

Avian flu

FORESTRY

Khulani Trust

Forestry

Revive the 500ha burned forestry Chief Albert

Luthuli

R 6 300 000 R 6 300 000 R 11 000 000 125 Ha planted

GRAINS

Gert Sibande Feed

Mill

Chiken feed mill feasibility study (Soya) Lekwa 500 000 R 0 R 0 Project Cancelled

Project

name

Municipali

ty

Village/T

own/War

d

Activities

2018-2019

Estimate

d

duration

Estimated

jobs to be

created

Net

incom

e

Market

Farmers

own

contributi

on

Budget

Sourc

e of

fundin

g

PER

M

TEM

P

Pixley

Family(F40

)

Dr Pixley Vlakplaats

W6

17km camps division, electric

connection(ESKOM),paving at park

homes, additional accommodation,

maintenance, earth works & 500M

access road (2 071 596)

High Mast light

Planting of 10ha fodder and 50ha soya

beans/maize (350 000)

July 2018-

December

2018

10 18 417 991 Volksrust

&

Standerton

auction.

TWK

Sweat

Equity

2 422 000

(Infrastructure,

2 422

000;production

inputs 350 000)

CASP

232

Ikusasalabasha (F40)


Emanzana W23

1km farm access road maintenance, 19km camps division and high-mast light (2 302 000)

July 2018-December 2018

9 13 573 771 BKB Badplaas. GNP

Sweat Equity 2 302 000 CASP

Khulani Forestry


Emanzana W21

375ha re-established, road maintenance and fire belts

April 2018-March 2019

57 200 7 000 000

Sawmill Sweat Equity 3 000 000 CASP

Siyaphambili(F40)

Mkhondo Eziphunzini W11

Completion of 2 x 25 000 broiler houses.(internal equipment, curtains, silos, drainage systems, bio-security & access control facility, production inputs) (3 200 000)

June 2018-March 2019

9 15 387 684(6 cycles)

Mkhondo Agrihub

Sweat Equity 3 200 000 (Infrastructure 3 800 000) (Production inputs 1 025)

Equitable Share

Project name

Municipality

Village/Town/ Ward

Activities 2018-2019

Estimated duration

Estimated jobs to be

created

Net income

Market Farmers own contribution

Budget Source of

funding

PERM

TEMP

Amatungwase

Chief Albert

Mbhejeka W18

Construction of packhouse, 1.5 Km access road, borehole drilling, equipping & reticulation. (2 500 000)

June 2018-December 2018

5 10 393 667

GNP & hawkers

Production inputs

2 500 000 (infrastructure)

CASP

Phezukomkhono milling

Dr Pixley Daggakraal W10

Supply and installation of 1 X 100 Tons maize silo, supply and installation of maize mill. Renovation & testing of way bridge. Drilling, equipping & reticulation (1 000 000)

June 2018- March 2019

33 10 Local communities

Production inputs & mechanisation

1 000 000 CASP

233

AGRI-PROCESSING: AGRIPARK

Gert Agripark Mkhondo eMahashini W 14

Fresh produce packhouse plant phase 2 (37 000 000)


20 80 Produce Fresh produce market

37 000 000 Equitable share

ONE- STOP - CENTRE

One stop centre

Mkhondo Eziphunzini W11

Phase 2;Construction of admin offices, tractor shed, gate houses boundary wall and fuel depot (4 000 000)

12 Months 25 0 N/A 4 000 000 (infrastructure)

Equitable share

Project name

Municipality Village/Town/ Ward

Activities 2018-2019

Estimated duration

Estimated jobs to be

created

Net income

Market Farmers own contribution

Budget Source of

Funding

PERM TEMP

ENVIRONMENTAL CENTRES

Amsterdam Mkhondo Amsterdam W 19

Renovation of existing infrastructure (R 900 000)

12 Months 13 0 N/A 0 900 000 Equitable share

RESEARCH

Nooidgedacht Research centre

Msukaligwa Ermelo W3

Completion of soil lab (supply and install of nitrogen analyser & gas piping.) (1 500 000)


6 0 N/A 0 1 500 000 Equitable share

Athole Research Farm

Mkhondo Athole W 19

Stable Connection of electricity and distribution to buildings and facilities


6 0 N/A 0 2 171 000 Equitable share

234

(1 900 000)

Rekaofela Coop (F40)

Msukaligwa Ermelo W3

Construction of livestock handling facility and provision of livestock(Cattle;100 pregnant,4 bulls).


6 15 262 991 Ermelo auctioneer

Sweat Equity 1 400 000 CASP

Isivikelo Coop Dr Pixley Daggakraal W9

Construction of 4 x vegetables tunnels, drilling & equipping of borehole, jojo tanks, fertilizers and chemicals storeroom and irrigation system. Administration block & ablution facilities.


5 15 1 061 180

Volksrust SPAR & GNP

Sweat Equity 2 700 000 Equitable Share

Project

name

Municipali

ty

Village/Town/

Ward Activities

Estimate

d

duration

Estimated

jobs to be

created

Net

income Market

Farmers

ow

contributi

on

Budget

Source

of

funding

PERM

TEM

P

Rekaofela

Coop (F40)

Msukaligwa Ermelo

W3

Construction of 2 X

vegetable tunnels, drilling

and equipping of

borehole,jojo tanks and

irrigation system

June

2018-

March

2019

6 15 530 590 GNP & local

supermarket

Sweat

Equity

550 000 CASP

235

Sibonelo

(F40)

Dr Pixley Daggakraal

W 10

Construction of 4(30 x 10)

vegetable tunnels, fertilizers

and chemical storeroom

drilling and equipping of 1

borehole, jojo tanks and

irrigation system

June

2018-

March

2019

10 10 1 061 180 GNP & local

supermarket

Sweat

Equity

2 700 000 Equitable

Share

Lephatsoane (F40)

Dr Pixley Daggakraal W10

Refurbishment of 100 sow unit and production inputs.

July 2018-March 2019

6 15 620 000 BKB /Vleissentraal


Driefontein Youth

Dr Pixley Daggakraal W 10

Livestock handling facility, fencing

July 2018-March 2019

8 20 530 000 BKB /Vleissentraal


Zimisele Cooperative

Govan Mbeki Embalenhle Section 14 W 13

Construction of 4 (30 x 10) vegetable tunnels, fertilizer & chemicals storeroom drilling and equipping of borehole, jojo tanks and irrigation system(TLP)

49 10 1 061 180

GNP & local supermarkets

Production inputs

1 500 000 Equitable Share

Zimisele Cooperative

Project

name Municipality Village/Town/Ward Activities

Estimated

Duration

Estimated

jobs to be

created

Net

income Market

Farmers

own

contribution

Budget

Sourc

e of

Fundi

ng

PERM TEMP

Steyndorp

gravity scheme

Chief Albert

Luthuli

Witklip

W19

Replacing ribloc pipe

section, connection point

& pump station and

repairing leaks on the

pipeline

July 2018-

December

2018

52 10 1 061

180

GNP & local

supermarkets

Production

inputs

800 000 CASP

236

VETINERARY SERVICES

Dip tanks Chief Albert

Luthuli

Steynsdorp

W19

Refurbishment of plunge

dip tank & soil

conservation

June 2018-

December

2018

0 3 0 None Local 300 000 CASP

DIARY PROJECTS

Msukaligwa Dairy(Sokwalisa-Buthelezi)

Msukaligwa Drinkwater Feasibility study(Consultation,planning & case study)

0 0 0 None 500 000 Equitable Share

Msukaligwa Dairy(Sokwalisa-Buthelezi)

KwaDuma Dairy (Chief Duma)


Bettysgoed Feasibility study(Consultation,planning & case study)


KwaDuma Dairy (Chief Duma)

Sinethemba Dairy(Sibiya)

Goven Mbeki Bethal Feasibility study(Consultation,planning & case study)


Sinethemba Dairy(Sibiya)

Thabethe Dairy Chief Luthuli Ntababovhu Feasibility study(Consultation,planning & case study)


Thabethe Dairy

Project name Municipality Village/Town Activities Budget

WATER DEVELOPMENT

237

Gert Sibande water

development All Various

Sitting, drilling, testing, equipping and

reticulation 6 200 000

FENCING

Gert Sibande Fencing All Various Fencing of vegetable gardens and Amakhosi

field 1 900 000

238

7.3. Department of Health

Project/Programme Name/Description Project

Beneficiary/War

d/

Location

2018/19

Target

2018/19

Budget

Allocation

(Annual)

R`000

2019/20

Target

2020/21

Target

Total

Project

Cost

R`000

Balfour Mini Hospital:

(Construction of new Community Health Centre

and accommodation units including associated

external works)

Dipaliseng 10%

construction

20 978 50%

constr.

100%

constr.

50 508

Msukaligwa Community Health Centre:


and accomodation units) Phase 2

Msukaligwa 35%

construction

241 75%

constr.

100%

constr.

45 059

Thandukhanya Community Health Centre:


and accomodation units) Phase 2

Mkhondo 35%

construction

224 75%

constr.

100%

constr.

41 951

Vukuzakhe Clinic:

(Construction of new Clinic and accommodation

units including associated external works) Phase 2

Pixley Isaka Ka

Seme

50%

construction

183 100%

constr.

- 34 168

Nhlazatshe 6 Clinic:

(Construction of new Clinic and accommodation

units including associated external works) Phase 2

Albert Luthuli 50%

construction

209 100%

constr.

- 38 980

Ermelo Hospital:

(Construction of a new stores and linen rooms

building, including associated external works)

Msukaligwa 100%

construction

1 852 - - 34 010

239

Bethal Hospital:

(Major Upgrade of hospital, including rehabilitation

of existing facilities and stepdown of the hospital)

Govan Mbeki 100%

construction

175 755 Retention Final

account

706 053

General building Repairs of Nursing Colleges Gert Sibande 100%

construction

2 480 - - 2 480

Evander Hospital : (Admin block, roof and kitchen) Govan Mbeki Final account 326 - - 326

TOTALS 202 248 953 535

240

7.4. Department Community Safety Security and Liaison

Municipality: Msukaligwa

Project/Programme

Name/Description


Ward/Location

2018/19 Target 2018/19 Budget Allocation

(Annual) R’000

Total project cost

R’000

Civilian Oversight

Monitoring of Police Stations

on policy compliance

Davel, Breyten, Amersfoort,

Sheepmor , Lothair, Ermelo

Chrissimier

07 Police Stations monitored


Operational Operational

Audits on the implementation

of Domestic Violence Act

(DVA)

Davel, Breyten, Amersfoort,

Sheepmor , Lothair, Ermelo

Chrissimier

07 Police Stations audited on

the implementation of

Domestic Violence Act (DVA)


Educational Awareness campaigns

(01) Liquor traders workshop Warburton 03 Educational Awareness

campaigns conducted

R208 000 R208 000

(01) Gender based violence

campaign

Davel

(01 Tourism safety campaign Ermelo

Community Police Relations



Mahamba ,Diekersdorp ,Piet

Retief






(DVA)

Mahamba, Diekersdorp, Piet

Retief





Community Outreach

Programme (Imbizo)

Diekersdorp 01 Community Outreach

Programme (Imbizo)

R500 000 R500 000

Educational Awareness

campaigns

Amsterdam. Mahamba &

Emahlabathini

03 Educational Awareness

campaigns conducted

R208 000 R208 000

241

(01) awareness campaign on

trio crimes

(02) Border security

awareness campaigns


Assess Community Safety

Forums

Mkhondo 01 Community Safety Forum

assessed

R50 000 R50 000

Assess Community Police

Forums

Dirkiesdorp ,Amsterdam 02 Community Police Forum

assessed

R250 000 R250 000

Municipality: Chief Albert Luthuli

Project/Programme

Name/Description


Ward/Location


(Annual) R’000

Total project cost

R’000

Civilian Oversight

Monitoring of Police Stations Badplaas, Fernie , Elukwatini,

Mayflower, Ekulindeni






(DVA)

Badplaas, Fernie, Elukwatini,

Mayflower

Ekulindeni






(01) Human trafficking

campaign

Oshoek 06 Educational Awareness

campaigns conducted

R208 000 R208 000

(01) awareness campaign

against Trio crimes

Badplaas

(01) Border security campaign Oshoek

(01) Anti-stock theft campaign Mayflower



Forum

Carolina 01 Community Safety Forum

assessed

R50 000 Assess Community Safety

Forum

Assess Community Police Ekulindeni, Mahamba, 08 Community Police Forums R250 000 Assess Community Police

242

Forum Mayflower

Carolina, Elukwatini, Badplaas

Haartebeeskop, Fernie

assessed Forum

Municipality: Govan Mbeki

Project/Programme

Name/Description


Ward/Location


(Annual) R’000

Total project cost

R’000


Civilian Oversight

Monitoring of Police Stations Secunda, Embalenhle, Bethal

Evander, Charl Cilliers,

Trichardt, Kinross, Leslie






(DVA)

Secunda Embalenhle, Bethal,

Evander, Charl Cilliers,

Trichardt, Emzinoni, Kinross,

Leslie



Domestic Violence Act (DVA



(01) awareness campaign

against Trio crimes

Charl Cilliers 04 Educational Awareness

campaigns conducted

R208 000 R208 000

(01) Liquor traders workshop Embalenhle

(01) Sports against crime

campaign

Leslie

(01) Awareness campaign on

Trio crimes

Mzinoni



Forum

Secunda 01 Community Safety Forum

assessed

R50 000 R50 000


Forum

Embalenhle 07 Community Police Forum

assessed

R250 000 R250 000

Bethal

243

Leslie

Trichardt

Kinross

Evander

Emzinoni

Municipality:Dipaliseng

Project/Programme

Name/Description


Ward/Location


(Annual) R’000

Total project cost

R’000

Civilian Oversight

Monitoring of Police Stations Val 04 Police Stations monitored



Grootvlei

Greylingstad

Balfour



(DVA)

Val, Grootvlei, Greylingstad,

Balfour






(01) Anti-stolen goods

campaign at

Balfour 02 Educational Awareness

campaigns conducted

R208 000 R208 000


campaign

Grootvlei



Forum

Balfour 01 Community Safety Forum

assessed

R50 000 R50 000

Municipality: Pixley Ka Isaka Seme

Project/Programme

Name/Description


Ward/Location


(Annual) R’000

Total project cost

R’000

Civilian Oversight

244

Monitoring of Police Stations Wakkerstroom 03 Police Stations monitored



Perdekop

Volksrust



(DVA)

Wakkerstroom 03 Police Stations audited on




Perdekop

Volksrust



campaign

Volksrust 02 Educational Awareness

campaigns conducted

R208 000 R208 000

(01) Moral regenerations

movement campaign

Wakkerstroom



Forum

Volksrust 01 Community Safety Forum

assessed

R50 000 R50 000


Forum

Perdekop, Volskrust,

Amersfoort, Daggakraal

Wakkerstroom

05 Community Police Forum

assessed

R250 000 R250 000

Lekwa Municipality

Project/Programme

Name/Description


Ward/Location


(Annual) R’000

Total project cost

R’000

Civilian Oversight



Standerton 03 Police Stations monitored



Morgenzon

Sakhile



(DVA)

Standerton 03 Police Stations audited on




Morgenzon

Sakhile


1 Assault GBH and common Holmdene 01 Educational Awareness R208 000 R208 000

245

assault campaigns conducted


Forum

Standerton 01 Community Safety Forum

assessed

R50 000 R50 000

246

7.5. Department of Culture Sports and Recreation

PROGRESS ON THE IMPLEMENTATION 2018-19 PROJECTS/PROGRAMMES

Project/Programme

Name/Description


Ward/Location


Allocation (Annual)

R’000

Total project

cost

R’000

EPWPs (07) Seven Municipalities 90 EPWPs shortlisted and to

be interviewed 25 – 25 May

2018

DCSR HEAD OFFICE R180 000.

01 Mpumalanga Cultural Experience All municipalities

December 2018 Head Office

UMkhosi womhlanga All municipalities

September 2018 Head Office R150 000.00

Cultural and Creative Industries Federation

of SA

All municipalities

June 2018 Head Office

MRM All municipalities

December 2018 Head Office

Cultural and Creative Industries Federation

of SA

Chief Albert Luthuli October 2018 Head Office R200 000.00


All municipalities


National and Historical Days

Celebrated

All municipalities

2018 Head Office

Support to Mpumalanga writers association All municipalities


247

Promotions interventions on National

symbols and orders.

- Communities - Schools

All municipalities

2018 Head Office

PROGRESS ON THE IMPLEMENTATION 2018-19 LIBRARY PROJECTS/PROGRAMMES

Project/Programme

Name/Description


Ward/Location


Allocation (Annual)

R’000

Total project

cost

R’000

Delivery on Mzansi on line computers

(laptops, desktop, tablets)

All municipalities

June 2018 Head Office R180 000.

Provision of free Internet and Wi-fi plus

photocopiers

All municipalities

March 2019 Head Office

Marketing of Library services All municipalities September 2018 Head Office


Project/Programme

Name/Description

Project

Beneficiary/

Ward/Location


Allocation

(Annual) R’000

Total

project

cost

R’000

Loskop Loskop 55 Athletes from 7 municipalities participated

Training of Educators Ermelo

30 educators trained in volley ball

248

Indigenous games Mkhondo 7 municipalities in regional indigenous games

Schools participating in winter games

Ermelo 520 Athletes selected to participate at provincial event

Big Walk Lekwa 200 Inmates from 4 correctional facilities participated in a

walk

Clubs receiving equipment All Municipalities 23 clubs from various municipalities received equipment in

October 2017

25 schools receiving equipment and

attire

Mkhondo; Lekwa;


Identify schools by educators received equipment


Project/Programme

Name/Description

Project

Beneficiary/

Ward/Location

Progress as at April 2018 2017/18 Budget

Allocation

(Annual) R’000

Total

project

cost

R’000

Clubs to received equipment and attire

All Municipalities Clubs identified by federations to receive equipment and

attire

25 Schools to receive equipment

Govan Mbeki;

Lekwa; Msukaligwa

Schools identified by education

Training for clubs All Municipalities Cricket; Netball; Boxing; Volleyball; Basketball

249

7.6. Department of Energy

8. PROGRESS ON THE IMPLEMENTATION 2017-18 PROJECTS/PROGRAMMES: Department of Energy- INEP

Name of the municipality: Msukaligwa

Project/Programme Name/Description

Project location Progress as at 31 April 2018 2017/18 Budget Allocation (Annual) R’000

Total project cost R’000

Wesselton Ext 2

(Households)

Ward 04 187 out of 177 connections have been achieved.

R2m has been spent to date. 78% expenditure

2 567 2 567

Wesselton Ext 5

(Households)

Ward 03 30 out of 1 39 connections have been achieved.

R1.9m has been spent to date. 94% expenditure

2 016 2 016

Wesselton Ext 6

(Households)

Ward 09 30 out of 30 connections have been achieved.

R357 000 has been spent to date. 82%

expenditure

435 435

88/11kV/20MVA Substation

Ext 34 Phase 4 (Bulk

Infrastructure)

Ward 16 Project will be completed in June 2018. R13m has

been Spent to date. 83% expenditure

15 983 37 983

Name of the municipality: Mkhondo




Upgrading of Phillip Greyling

Substation

Ward 7 No progress in terms of expenditure. 10 000 56 930

Name of the municipality: Lekwa




250

Standerton Ext 8 Phase 3

(Households)

Ward 8 The project is under construction for 500

connections and to date no connection has been

achieved. R6m has been spent to date. 83%

expenditure

7 250 7 250

Standerton Ext 8, (Bulk

Infrastructure)

Ward 8 Project was done by COGTA. Municipality to do

change control. 0% expenditure

750 750

Name of the municipality: Govan Mbeki




New 20MVA/88/11kV,

Embalenhle (Substation) 11

No progress in terms of expenditure 7 000 56 000

New Central (Bethal &

Emzinoni) 20MVA/88/11kV

(Substation)

No progress in terms of expenditure 7 000

2018-19 DEPARTMENTAL PROJECTS/PROGRAMMES: Department of Energy –INEP (Municipal Programme)

Name of the municipality: Chief Albert Luthuli


Project Beneficiary/ Ward/Location

2018/19 Target 2018/19 Budget Allocation (Annual) R’000


Upgrade Silobela Substation Ward 15 0 8 334 28 700


251





KwaZanele Ext 6 500 7 750 7 750

Wesselton Ext 7 150 2 325 2 325






Upgrading of Phillip Greyling

Substation

Ward 7 0 8 500 56 930

Name of the municipality: Dr Pixley Isaka Seme





Vukuzakhe Phase 5 250 3 875 3 875

Vukuzakhe 10 MVA 88/11KV

Substation

Ward 1 0 8 500 44 000

Name of the municipality: Dipaleseng





Ridge View RDP Houses 300 4 650 4 650

252

Construction of New Balfour

Substation

Ward 3 0 8 780 58 500






New 88/11kV/20MVA

Substation-Embalenhle Ext

10 Ward 11

0 8 000 56 000

253

7.7. Eskom

Munic Name Project Name TOTAL

Planned CAPEX - DoE

TOTAL Planned

Conn

TOTAL YTD Actual CAPEX

TOTAL YTD Actual Conn

Project Progress

MP307_Govan Mbeki

Enkomeni R929 200.00 67 R0.00 0 Project Cancelled, wetland

MP307_Govan Mbeki

Kense portion 1 & portion 2

R453 398.03 19 R437 518.01 19 Complete, finalising payments

MP307_Govan Mbeki

Penning R190 904.43 8 R250 365.94 7 Complete, finalising payments

MP307_Govan Mbeki

Frischewacht R47 726.11 2 R40 395.30 0 To be cancelled, wayleave refusals

MP307_Govan Mbeki

Mafray R286 356.65 12 R714 850.75 0 Project is comlpete

MP301_Albert Luthuli

Sabatha R506 098.16 45 R1 130 989.00 42 Complete, finalising payments


Aarnhemburg R1 124 649.12 80 R1 423 156.58 72 Complete, finalising payments


Embhuleni R562 324.56 50 R1 784 649.55 51 Complete, finalising payments

MP305_Lekwa Uys R119 315.27 5 R32 256.39 0 Wayleave refusal

MP305_Lekwa Hartebeesraai farm R238 630.54 10 R201 648.19 0 Project in construction

254


Planned CAPEX - DoE

TOTAL Planned

Conn



Project Progress

MP303_Mkhondo Emahlathini R703 421.05 27 R0.00 0 To be cancelled, wayleave refusals

MP303_Mkhondo Nalithuba R532 461.03 15 R784 920.76 12 Complete, finalising payments

MP303_Mkhondo Emahoqo R956 491.23 58 R898 483.07 65 Complete, finalising payments

MP303_Mkhondo Leiden 1 ( Taaibosch 2 & KwaMbilitshisi)

R781 578.95 30 R11 000.00 0 Wetland issues

MP303_Mkhondo Prospect No2 R807 631.58 31 R0.00 0 To be cancelled – already electrified

MP303_Mkhondo Donkerhoek R2 631 578.95 120 R1 520 856.83 8 Busy with construction

MP303_Mkhondo Shabalala R532 461.03 15 R47 691.26 0 Already electrified

MP303_Mkhondo Canana R911 842.11 35 R35 785.75 0 Already electrified

MP303_Mkhondo Rooikoop R638 953.23 18 R13 750.00 0 wayleave refusals

MP303_Mkhondo Malayinini RDP's R1 220 350.88 74 R879 353.32 96 Complete, finalising payments

MP303_Mkhondo New Home R2 192 982.46 70 R62 361.28 0 Mondi request project to be deffered to 2018/2019, they are in the process of relocating occupants

MP303_Mkhondo Sandbank R1 104 912.28 67 R26 839.45 0 To be cancelled, wayleave refusals

255


Planned CAPEX - DoE

TOTAL Planned Conn



Project Progress

MP303_Mkhondo Madola 1 R2 894 736.84 132 R199 115.94 0 To be cancelled – wayleave refusals

MP303_Mkhondo Madola 2 R729 473.68 28 R88 703.51 0 To be cancelled – wayleave refusals

MP303_Mkhondo Potgietershoek R567 958.43 16 R614 690.58 27 Complete, finalising payments

MP303_Mkhondo Gadlanga R599 210.53 23 R429 315.19 27 Complete, finalising payments

MP303_Mkhondo Driepan Ext 1(Section 1: Part 1 & 2; Section 2; Section 3: part 1,2,3,4)

R8 771 929.82 300 R3 216 368.32 338 Complete, finalising payments

MP303_Mkhondo Ngoweni R599 210.53 23 R773 257.66 36 Complete, finalising payments

MP303_Mkhondo Nkululeko (1 & 2) R923 508.77 56 R46 692.88 0 Wayleave refusal

MP303_Mkhondo Nkukhunde R471 057.52 15 R579 021.99 44 Complete, finalising payments

MP303_Mkhondo Ampie farm 1 R399 652.63 12 R576 919.73 19 Complete, finalising payments

MP303_Mkhondo Masihambisane R1 236 842.11 75 R1 984 527.10 87 Complete, finalising payments

MP303_Mkhondo St Helena R632 834.00 20 R959 247.79 47 Complete, finalising payments

MP303_Mkhondo Ezintandaneni R807 631.58 31 R12 732.02 0 Already electrified

MP303_Mkhondo Wagendrieft R989 473.68 60 R0.00 0 To be cancelled, wayleave refusals

MP303_Mkhondo Midrand R1 319 298.25 80 R0.00 0 To be cancelled, wayleave refusals

MP303_Mkhondo Jandrieft R514 917.17 15 R6 102.25 0 To be cancelled – already electrified

256

Munic Name Project Name TOTAL Planned

CAPEX - DoE

TOTAL Planned

Conn



Project Progress

MP303_Mkhondo Nkululeko 1& 2 2017/18 FY (CPA)

0 0 R 1 821 765.65 74 Project in construction

MP303_Mkhondo New St Helena 2017-2018

0 0 R 49 291.11 0 DRA/ERA to be presented, delayed by wayleave

MP303_Mkhondo Salem Ph 2 (33); Alzu 1&2 (32); Vezimpilo 1&2 (24); Emakhwabane (27)

0 0 R 254 970.00 0 Busy with contractor appointment


CAPEX - DoE TOTAL

Planned Conn TOTAL YTD

Actual CAPEX

TOTAL YTD Actual

Conn Project Progress

MP302_Msukaligwa Winkelhaak R95 452.22 4 R299 474.46 9 Complete

MP302_Msukaligwa Grasspan 1 R477 261.08 20 R21 795.61 0 ERA to be presented, wayleave still outstanding

MP302_Msukaligwa Bambanani CPA R357 945.81 15 R0.00 0 To be cancelled, wayleave refusals

MP302_Msukaligwa Edenvale 1,2,3 R668 168.42 28 R870 399.25 43 Complete, finalising payments

MP302_Msukaligwa Swartwater 3 R357 945.81 15 R1 056 474.58 0 Complete, finalising payments

257

MP302_Msukaligwa

Koolbank 1/Mooigelegen section A,B,C &D R524 989.47 22 R24 439.25 0 Wayleave refusal

MP302_Msukaligwa Bellport 1 &2 R262 493.59 11 R17 859.39 0 ERA to be presented, wayleave still outstanding

MP302_Msukaligwa Belleville Farm 1,2,3 R644 302.46 27 R0.00 0

To be cancelled, wayleave refusals

MP302_Msukaligwa

Florence Farm (Portion 1, 2,3, 4,5,6) R429 534.97 18 R541 149.09 11

Complete, finalising payments

MP302_Msukaligwa Dennendal portion 1 & 2 R429 534.97 18 R21 375.00 0

Busy with contractor appointment

MP302_Msukaligwa Pitville Farm (Rocky) R405 671.92 17 R448 358.11 19

Complete, finalising payments

MP302_Msukaligwa Churchhills R357 945.81 15 R414 393.24 16 Complete, finalising payments

MP302_Msukaligwa Mostead R95 452.22 4 R0.00 0 Project cancelled, families relocated to Broadholm

MP302_Msukaligwa Kransfointein/ kaNogadula R357 945.81 15 R0.00 0

Project cancelled, families relocated to Sgodiphola

MP302_Msukaligwa Sunnyside A & B R238 630.54 10 R828 789.63 10 Complete, finalising payments


CAPEX - DoE TOTAL

Planned Conn TOTAL YTD

Actual CAPEX

TOTAL YTD Actual

Conn Project Progress

MP302_Msukaligwa Busby R 644 302.46 27 0 0 To be cancelled, wayleave refusals

MP302_Msukaligwa Goedehoop Portion 1,2,3,4,5,6


MP302_Msukaligwa Drinkwater Portion 1


258





MP302_Msukaligwa Klipfontein farm R238 630.54 10 R530 419.82 0 Project in construction

MP302_Msukaligwa Koolbank 2 -Section A & B


MP302_Msukaligwa Onverwatch R47 726.11 2 R32 426.70 0 Busy with wayleave negotiations

MP302_Msukaligwa Zandspruit 2 R238 630.54 10 R11 000.00 0 Wayleave refusal

MP302_Msukaligwa Mpisikazi R501 124.13 21 R1 298 622.27 16 Project in construction

MP302_Msukaligwa Tweelfelaai R214 767.49 9 R34 998.60 0 ERA to be presented, wayleave still outstanding

MP302_Msukaligwa Tolderia/Bloemkrans

R739 754.67 31 R0.00 0 To be cancelled, wayleave refusals

MP302_Msukaligwa Bloemkrans (Herry) R95 452.22 4 R121 549.30 4 Wayleave refusal

MP302_Msukaligwa Tolde R238 630.54 10 R29 999.00 0 To be cancelled, wayleave refusals

MP302_Msukaligwa uMpilusi R262 493.59 11 R29 807.25 0 ERA to be presented, wayleave still outstanding

MP302_Msukaligwa Rietspruit/Uitgezocht


259

Munic Name Project Name

TOTAL Planned

CAPEX - DoE

TOTAL Planned

Conn



Project Progress

MP302_Msukaligwa Kroomdraai R238 630.54 10 R26 125.00 0 Busy with contractor appointment

MP302_Msukaligwa Nooitgedacht R71 589.16 3 R17 005.58 0 ERA to be presented, wayleave still outstanding

MP302_Msukaligwa Springbok R143 178.32 6 R33 206.69 0 ERA to be presented, wayleave still outstanding

MP302_Msukaligwa Elim Farm R95 452.22 4 R35 200.90 0 Busy with survey

MP302_Msukaligwa Kranspoort Farm R286 356.65 12 R277 150.75 11 Complete, finalising payments

MP302_Msukaligwa Ka-Joseph R47 726.11 2 R25 930.30 0 ERA to be presented, wayleave still outstanding

MP302_Msukaligwa Obbie Portion 1 &2 R262 493.59 11 R490 450.81 14 Complete, finalising payments

MP302_Msukaligwa Mbizeni R238 630.54 10 R0.00 0 To be cancelled, wayleave refusals

MP302_Msukaligwa Holland R262 493.59 11 R903 914.94 0 Project in construction

MP302_Msukaligwa Kranspan Portion 1, 2,3 R143 178.32 6 R32 828.06 0

ERA to be presented, wayleave still outstanding

MP302_Msukaligwa Grasspan 222 portion 1, 2,3 R119 315.27 5 R31 724.12 0


260

MP302_Msukaligwa Tranedal R71 589.16 3 R36 059.50 0 Wayleave refusal

MP302_Msukaligwa Orpenskraal farm R119 315.27 5 R25 010.92 0


MP302_Msukaligwa Boomplaats R143 178.32 6 R505 071.08 9 Complete, finalising payments

MP302_Msukaligwa Lieliefointein R167 041.38 7 R28 827.59 0 Project in construction


TOTAL Planned

CAPEX - DoE

TOTAL Planned

Conn



Project Progress

MP302_Msukaligwa Frere Farm R501 124.13 21 R72 930.09 0 Busy with contractor appointment

MP302_Msukaligwa Ouklip R167 041.38 7 R20 900.00 0 ERA to be presented, wayleave still outstanding

MP302_Msukaligwa Sigodiphola R310 219.70 13 R34 115.11 0 Wayleave refusal

MP302_Msukaligwa Sihanahana High Flats One


MP302_Msukaligwa Sihanahana High Flats Two


MP302_Msukaligwa Lilly burn R453 400.00 19 R550 742.97 12 Complete, finalising payments

261

MP302_Msukaligwa Roodewal R167 041.38 7 R325 987.00 9 Complete, finalising payments


TOTAL Planned

CAPEX - DoE

TOTAL Planned

Conn



Project Progress

MP304_Pixley Ka Seme

Gryshoek Farm & Twylfelfontein farm

R70 994.74 2 R48 704.15 0 ERA to be presented, wayleave still outstanding


Enmakar R283 979.21 8 R17 923.18 0 Wayleave negotiations


Suikerhoek R319 476.62 9 R0.00 0 Wayleave negotiations


Loskop R141 989.61 4 R0.00 0 Wayleave negotiations


Nooitgezyn R141 989.61 4 R44 668.23 0 To be cancelled, wayleave refusals


Ebesuthwini R425 968.82 12 R27 876.09 0 To be cancelled, wayleave refusals


Twyfelhoek R603 455.83 17 R438 176.06 13 Project in construction


Thuthukani R573 157.89 22 R53 924.00 0 Wayleave negotiations


Welgelegen R461 466.22 13 R61 183.76 0 Wayleave refusal

262


Prospect farm 1

R709 948.04 20 R147 648.99 0 Busy with contractor appointment


TOTAL Planned

CAPEX - DoE

TOTAL Planned

Conn



Project Progress


Valpoort R212 984.41 6 R359 180.35 5 Complete, finalising payments


Vylegmeled farm



Tweefontein farm



Kalkoenkrans farm

R781 578.95 30 R1 352 920.39 0 Project in construction


Kamfonlo farm R177 487.01 5 R457 586.13 12 Complete, finalising payments


Enoni farm R496 963.62 14 R36 023.77 0 Busy with contractor appointment


West Kalook R567 958.43 16 R21 479.15 0 To be cancelled, wayleave refusals


Jandrieft farm R603 455.83 17 R0.00 0 To be cancelled, wayleave refusals


Witbank farm R177 487.01 5 R28 758.46 0 Busy with survey/mapping


Prospect farm 2


263

MP304_Pixley Ka

Seme

Vryheid farm R106 492.21 3 R39 383.85 0 Wayleave negotiations

MP304_Pixley Ka

Seme

Turgfelfontein

farm

R496 963.62 14 R39 000.00 0 Busy with survey

MP304_Pixley Ka

Seme

Buitenzorg

farm

R70 994.80 2 R34 265.50 0 To be cancelled, wayleave refusals


TOTAL Planned

CAPEX - DoE

TOTAL Planned

Conn



Project Progress

MP307_Govan Mbeki

Govan Mbeki in-fills

R144 736.84 30 R338 374.33 85 Received more applications than planned


Albert Luthuli in-fills

R4 824 561.40 1 000 R4 498 126.36 844 Insufficient applications received

MP303_Mkhondo Mkhondo in-fills

R482 456.14 100 R1 046 070.51 232 Received more applications than planned

MP302_Msukaligwa

Msukaligwa in-fills

R241 228.07 50 R214 763.24 39 Insufficient applications received

264

MP305_Lekwa Lekwa in-fills R241 228.07 50 R88 923.40 4 Insufficient applications received


Pixley in-fills R144 736.84 30 R348 669.41 74 Received more applications than planned

MP306_Dipaleseng Dipaleseng in-fills



TOTAL Planned

CAPEX - DoE

TOTAL Planned

Conn



Project Progress


Albert Luthuli LV ext

R1 315 789.47 100 R2 507 999.73 244 Received more applications than planned

MP303_Mkhondo Mkhondo LV ext

R1 315 789.47 100 R1 002 915.72 110 Received more applications than planned

MP302_Msukaligwa

Msukaligwa LV ext


265


Pixley LV ext R394 736.84 30 R49 983.01 0 Insufficient applications received

MP306_Dipaleseng Dipaleseng LV ext


266

ESKOM Electrification Progress Report 2018-19

Name of the municipality: Chief Albert Luthuli

Project/Programme Name/Description TOTAL Planned

CAPEX - DoE

TOTAL Planned

Connections

TOTAL YTD

Actual CAPEX

TOTAL YTD Actual

Connections

Project Progres

s

Albert Luthuli Electrification of various farms and villages:

Biskop; Witklip (Gingidwako; Moddergat;

Nkaba;Vlakplaats);Moedig; Hebron 1&2; Groenvlei; Varlen

1,2,3; Ka Zuka; Vleiland ; Lekkerlop; Holnek 1&2; Holnek

(Vlakfontein); Holnek (Bhizoli); Boeshoek; Khuzulwandle

R9,152,988.00

317

Network

capacity

checking

& Design

Leeufontein R811,641.24

15 Network

capacity

checking

& Design

Paardeplaats R1,297,660.86

25 Network

capacity

checking

& Design

Albert Luthuli in-fills R3 ,849 ,995. 03 700

In

Constructi

on,

dependan

t on

applicatio

ns

267

Albert Luthuli LV ext R3 000 000.00 200

In

Constructi

on,

dependan

t on

applicatio

ns



CAPEX - DoE

TOTAL Planned

Connections

TOTAL YTD

Actual CAPEX

TOTAL YTD Actual

Connections

Project Progres

s

Msukaligwa Electrification of various farms and villages:

Witbank Farm (Sun City)(4),Rietspruit 2 -

Jakob(9),Umgwempisi(10),Intuthuko Yesizwe-

Naudtchgdached (4),Brankfointein Portion 1 &

2(11),Tweenfointein - Jacobs 1 & 2(13),Klipfointein 2 (portion

1, 2,3)(11),Family Hoek 1 & 2(17), Bankfointein(4),

Goedeverwachting(1),Grassrich Farm 2(6),Staffelberg/

Borman(3),Meppel- Engisini (Lothair road)(11),Holbank 265

IT(9),Meppel 2 (Amsterdam Road(2),Onverwach-

Snyman(7),Coalbank 1(13),Sheepmore -KaMdenesi

(9),Sheepmore -KaMagqamzane- Scheidam2 (2),Jericho

Farm- Skekula (Portion1 &2)(17),Coalbank 2(10),Spioenkop

73 IT(10),Knockdhu Farm 93(8),Driefointein Farm 114

IT(4),Bothasrust(1),Uitgevallen Buurman

R7,565,100.00

236

Network

capacity

checking

& Design

268

Tafelkop(6),Blaauwkop Farm(16),Ka Mdliphi(4),Kliep Rog

(26)

Msukaligwa in-fills R165,000.00 30

Network

capacity

checking

& Design

Msukaligwa LV ext R600 000.00 40

In

Constructi

on,

dependan

t on

applicatio

ns



TOTAL Planned

CAPEX - DoE

TOTAL Planned

Connections

TOTAL YTD

Actual CAPEX

TOTAL YTD Actual

Connections

Project Progres

s

269

Electrification of various farms and villages:Driefontein Farm(30),

Taaiboschspruit Farm Portion 5(12),Kangra Mine

houses(20),Taaibosspruit (1&2) (34), Simakade (Goodhope)(36),

Mashalabane 1 & 2(21), Ngwempisi (20),Makhanya (Incl.

Kitchens)(18),Sarahsof(3),Kwashongwe Plaas 1 &

2(3),KwaThabethe(2),Nkolovane 1 & 2(3),Sterkforntein 1 & 2(6),

Kamavumbuka(35),Cascade 2 & 3(21), Metshisweni (17),

Newpitoli (15),kwaDoffi(8),Matheni(23),Sulphur Springs(17),Kwa-

Manquma (Emadulini) (35),Alma 1, 2,

3(39),Ndlebe(13),Congo(25),Confidence(18), Salema ( 1 &

2)(19),Moolman (Nomandien) 1& 2(19),Skapland 2 (2),Khisela 1 &

2(22),Confidence part 1& 2(20), Ebumnyameni(9), Ogwayini(10),

Sikhala (48),Maraba(13),Kwamnaba(11),Kwagoli -

Thalagu(6),Emaphondleni Obumbane(11),Heyshope

Farm(15),Sobokken Farm(15),Zululiyaduma 1, 2,3 (close to Red

Cliff(4),Sluis/Mlazi phase 2 (Agri-village) (14),New Plaas phase

2(Agrivillage)(12),Haarlem(52),Ekuphileni(51),Gqamu(55),Mahlab

athini(170)

R16,759,453.74

641

Network

capacity

checking

& Design

Beyers Electrification R1,684,003.44 63 Network

capacity

checking

& Design

Mkhondo in-fills R550,000.00 100 In

constructi

on,

270

dependen

t on

applicatio

ns

Mkhondo LV ext R5 841 855.00 100 In

Constructi

on,

dependan

t on

applicatio

ns

Name of the municipality: Dr. Pixley Ka Isaka Seme


CAPEX - DoE

TOTAL Planned

Connections

TOTAL YTD

Actual CAPEX

TOTAL YTD Actual

Connections

Project Progres

s

Dr Pixley Electrification of various farms and villages:

Bergvleit Farm Number 2(1),Bergvleit Farm (1),Zonderhout

farms 1, 2,3,4(8),Klippaatdrift Farm(7),Kafferskraal 513,

portion 4(11),Hartebeesfontein Farm(1),Vlakfontein Farm 1,

2,3,4(18),Zoo ALS portion 8&9 Farm(3),Sterkspruit 508

Farm(6),Rietspruit Farm(14),Piet Zyn Drift

Farm(40),Koppieskraal Farm(2),Thuthukani

CPA/01/0314/A(15),Schulspruit Farm 60 portion

14(2),Khulani 1 & 2(26),Schulspruit Farm 1 &

2(21),Mooifontein (portion 1,2,3) No. 4971S Farm portion

R5 841 855.00

209

Network

capacity

checking

& Design

271

6&7(15),Vulamehlo Farming Entity (18)

Beyers Electrification R1,684,003.44 63 Network

capacity

checking

& Design

Pixley in-fills R274,998.76 100 In

constructi

on,

dependen

t on

applicatio

ns

Pixley LV ext R3 000 000.00 30 In

Constructi

on,

dependan

t on

applicatio

ns

272



CAPEX - DoE

TOTAL Planned

Connections

TOTAL YTD

Actual CAPEX

TOTAL YTD Actual

Connections

Project Progres

s

Govan Mbeki in-fills

R274 ,998.76

50 In

constructi

on,

dependen

t on

applicatio

ns

Name of the municipality: Dipaleseng


CAPEX - DoE

TOTAL Planned

Connections

TOTAL YTD

Actual CAPEX

TOTAL YTD Actual

Connections

Project Progres

s

Dipaleseng in-fills

R275 ,000.00

50 In

constructi

on,

dependen

t on

applicatio

ns

273

Dipaleseng LV ext R750 000.00 50 In

Constructi

on,

dependan

t on

applicatio

ns

274

7.8. Department of Rural Development and Land Reform


Name/Description


2018

2017-18 Budget Total project

cost

R’000

Chief Albert

Luthuli

Ptn 0 & 1 of the farm

Kareebosch 413 IT

measuring 266.798 hectares

Standerton Awaiting appointment of

Valuer

R 48 000 000

Chief Albert

Luthuli

Ptn 10 of the farm Hebron

421 JT measuring 137.442

hectares

Carolina Awaiting appointment of

Valuer

R 9 000 000

Chief Albert

Luthuli

Ptn 0, 4 & 5 of the farm

Strathrae 496 JS measuring

1316.5725 hectares

Carolina Awaiting appointment of

Valuer

R 42 400 000

Dipaleseng Ptn 7, 8 & 10 of the farm

Grootvlei 604 IR measuring

932.2763 hectares

Grootvlei Awaiting appointment of

Valuer R 42 500 000

Dipaleseng Ptn 7 of the farm Roodepoort

598 IR measuring 214.133

hectares

Greylingstad Awaiting appointment of

Valuer R 4 925 000

275

Municipality Project/Programme Name/Description Project location Progress as at 31

April 2018 2017-18

Budget Total project

cost R’000

Lekwa Ptn 5 of the farm Roodekrans 457 IS, Ptn 1 of the

farm Ebenhaezer 455 IS, R/E of Ptn 7 the farm

Tweefontein 467 IS, Ptn 4 & 22 of the farm

Drinkwater 451 IS, Ptn 85 of the farm Dorsplaats 470

IS, R/E of Ptn 4 & 15, Ptn 8 (a ptn of ptn 4), Ptn 7,

Ptn 13 (a ptn of ptn 5) and ptn 2 of the farm

Vaalbank 456 IS measuring 2836.4452 hectares

Morgenzon The seller has

rejected the

department’s offer of

R 30 500 000. They

counter-offered with

R 42 500 000. OVG

has maintained their

initial offer of R 30

500 000

R 30 500 000

Msukaligwa Ptn 0 of the farm Glen Eland 413 IT measuring 1858.0235

hectares

Amsterdam Awaiting appointment

of Valuer

R 45 000 000

Msukaligwa Ptn 11 (a Ptn of Ptn 5) of the farm Waaihoek 286 IT


Sheepmore Awaiting appointment

of Valuer

R 2 055 000

Msukaligwa Ptn 17 of the farm Bloemkrans 121 IT and proposed Ptn 4

(a Ptn of Ptn 1) of the farm Tolderia 128 IT measuring

322.12 hectares

Lothair Awaiting appointment

of Valuer

R 4 873 882

Municipality Project/Programme Name/Description Project location Progress as at 31

April 2018 2017-18

Budget Total project

cost R’000

Msukaligwa Ptn 1 & 2 of the farm Welgelegen 322 IT and Ptn 3 of

the farm Klipbank 295 IT measuring 2569.4361

hectares

Ermelo Awaiting appointment

of Valuer

R 46 249

849.80

276

Msukaligwa R/E of Ptn 0 & Ptn 10 of the farm Rietvlei 310 IT


Sheepmore Awaiting appointment

of Valuer

R 37 270

535.00

Pixley Ka Seme Portion 2 Of The Farm Wydgelegen 53 Ht


Amersfoort Acquired for

Ezwelethu

Communal Property

Association in March

2018

R 10 750 000

R 10 750 000

Pixley Ka Seme Ptn 1 of the farm Buhrmanns Plaats 332 IT


Amersfoort Awaiting appointment

of Valuer

R 17 000 000

Msukaligwa

Remaining Extent and Portion 10 of the farm Rietvlei 310

IT, measuring 896.4986 hectares

Sheepmore 2018/19 R 14,700,000.00

Msukaligwa

Chief Albert

Luthuli

Ptns 0, 4, 5 of the farm Strathrae 496 JS Carolina 2018/19 R 42,400,000.00 Chief Albert

Luthuli

Chief Albert

Luthuli

Portion 1 of the farm Onbekend 54 IT measuring

508.6115 hectares

Carolina 2018/19 R 4000,000.00 Chief Albert

Luthuli

Municipality Project/Programme Name/Description Project

Beneficiary/

Ward/Location

2018/19

Target

2018/19 Budget

Allocation (Annual)

R’000

Total project

cost

R’000

Dipaleseng Remaining Extent of Portion 7, Portion 8 and 10 of

the farm Grootvlei 453 IR and Portion 10 and the

Remaining Extent of Portion 23 of the farm

Grootvlei 604 IR, measuring 932.2763 hectares

Grootvlei 2018/19 R 16,950,000.00

277

Dipaleseng Ptn 7 of the farm Roodepoort 598 IR Greylingstad 2018/19 R 4,925,000.00

Lekwa Ptn 0 (R/E) and Ptn 11 (R/E) of farm Kareebosch 413 IS Standerton 2018/19 R 48,000,000.00

Msukaligwa Portion 4 of the farm Florence 78 IT, Portion 5 of the

farm Bothwell 90 IT and Portion 1 & 2 of the farm

Simonsdal 88 IT

Chrissiesmier 2018/19 R 9,500,000.00

Pixley Ka Seme Portion 12 and 17 of the farm Mooifontein 497 IS and

Portion 5 of the farm Grootwal 496 IS, measuring

599.0971 hectares in total extent

Amersfoort 2018/19 R 9,300,000.00

Lekwa Ptn 0 (R/E) and Ptn 11 (R/E) of farm Kareebosch 413 IS Standerton 2018/19 R 48,000,000.00

Msukaligwa Portion 4 of the farm Florence 78 IT, Portion 5 of the

farm Bothwell 90 IT and Portion 1 & 2 of the farm

Simonsdal 88 IT

Chrissiesmier 2018/19 R 9,500,000.00

Pixley Ka Seme Portion 12 and 17 of the farm Mooifontein 497 IS and

Portion 5 of the farm Grootwal 496 IS, measuring

599.0971 hectares in total extent

Amersfoort 2018/19 R 9,300,000.00

Municipality Project/Progra

mme

Name/Descripti

on

Project location Progress as at 31 April 2018 2017-18 Budget Total project cost R’000

Dipaliseng Izidonga Ze

Afrika Recap

Portion 0 of the farm

Vogelstruisfontein No. 593 IR

The project has renovated 9 broiler

houses and farm is in production.

Furthermore the project is in process

of building three additional broiler

R9 821 476.95. R26 344 000.00

278

houses since most of the nine

houses are old.

Govan-Mbeki Sakhisizwe

1H1H

Portion 1 of the Farm

Witkleinfontein 131 IS

Implements, production inputs,

garden tools delivered to project for

planting 22 ha of soya beans.

R 1 334 669.67 R 2 896 648.00

Mkhondo Libhaba 1H1H Portion 4 of the Farm Tafelberg

186 HT

Implements, production inputs,

garden tools delivered to project for

planting 22 ha of soya beans.

R 2 204 611.02 R 740 662.62

Mkhondo Kwamashalabane

1H1H Portion 0 of the farm Uitgevallen

no 175 HT Portion 18 of the farm

Tafelburg No 186 HT

Implements, production inputs, garden

tools delivered to project for planting 22

ha of soya beans.

R 783 196.89 R 2 451 645.49

Msukaligawa

Grey and Grey

1H1H

Remaining Extent, Portion 9, 14,

Portion 10 of the farm Oshoek 454

IS, Portion 11 of the farm Uitzigt

450 IS

Production inputs, garden tools

delivered to project for planting 92 ha of

soya beans.

R 865 438.17 R 986 377.81

Msukaligwa Bankfontein /

Vlakfontein

Recap

Remaining Extent of Portion 1 of

the farm Vlakfontein 108 IT and

Portion 2 of the farm Bankfontein

215 IS

Purchase of implements and production

inputs for 105ha.

R821 840.96 R 1 757 945.96

279

Municipality Project/Programme Name/Description

Project location Progress as at 31 April 2018 2017-18 Budget Total project cost

R’000

Pixley Isaka ka Seme

Sigwinyamane 1H1H

Remaining Extent of Portion 4 (Fickland) of the Farm Langburg 85 HT

Implements, production inputs, garden tools delivered to project for planting 17 ha of soya beans.

R 2 102 050.17 2 856 762.58

Pixley Isaka ka Seme

Thembalethu 1H1H

Portion 2 of the Farm Vryheid 42 HT, Remaining Extent of the farm Ezelsklip 45 HT and Portion 14 and 15 of the farm Grootvallei 43 HT

Implements, production inputs, garden tools delivered to project for planting 22 ha of soya beans.

R 2 200 758.59 R 901 037.59

Albert Luthuli

Simunye CPA Portion 1 and 4 of the farm

Welgevonden No.412 JT

Ward 10

Purchase of cattle, machinery,

implements and infrastructure

development.

Budget not

approved as yet Budget not approved as

yet

Albert Luthuli Lijelenkosi CPA Portion 3 of the farm

Suikerboschfontein 429 JT and

Portion 10 of the farm

Leeuwfontein 427 JT

Ward 8

Purchase of cattle. R1 459 564.15 R1 459 564.15

Govan-Mbeki Sakhisizwe 1H1H Portion 1 of the Farm

Witkleinfontein 131 IS ,

Ward 17

Payment of site manager, employees

and infrastructure development. R 1 561 978.33 R 2 896 648.00

280

Municipality Project/Programme Name/Description


Ward/Location


Total project cost

R’000

Lekwa Walanga CPA Portion 2 of the farm Tweefontein 467 IS

Ward 5

Purchase of cattle, machinery, implements and production inputs for 150ha of maize/soya beans.

Budget not approved as yet

Budget not approved as yet

Mkhondo Libhaba 1H1H Portion 4 of the Farm Tafelberg 186 HT

Ward 15

Purchase of additional implements for planting 22 ha of dry beans.

R 740 662.62 R2 945 273.64

Mkhondo Kwamashalabane 1H1H

Portion 0 of the farm Uitgevallen no 175 HT Portion 18 of the farm Tafelburg No 186 HT

Ward 3

Purchase of implements and infrastructure development.

R 2 451 645.49 R3 234 842.38

Mkhondo Amangcamane

CPA Ptn 0 of the farm Duitshland IT Purchase of implements, planting of

forestry and payment of overheads for

the project.

Budget not


yet

Msukaligawa

Grey and Grey

1H1H Remaining Extent, Portion 9, 14,

Portion 10 of the farm Oshoek 454

IS, Portion 11 of the farm Uitzigt

450 IS

Ward 4

Payment of site manager, employees

and infrastructure development. R 986 377.81 R 1 851 815.98

Msukaligwa Bumbanani CPA 7, 8 and 9 of the farm Kelvinside 95

IT

Ward 3

Purchase of cattle, machinery,

implements and production inputs for

400ha of maize/soya beans.

Budget not


yet

281


Name/Description


Ward/Location


Allocation (Annual)

R’000

Total project

cost

R’000

Msukaligwa Emahlubini CPA Ptn 1 of Lettieskeus 105 IT and

Ptn 1 of Driefontein 114 IT, Ward 11

Purchase of implements. R2 625 277.60 R2 625 277.60

Msukaligwa Mninwa CPA R/E and Ptn 1 & 7 of Knapdaar

221 IS Ward 6 Purchase of machinery and

implements. R2 625 277.60 R2 625 277.60

Pixley Isaka ka

Seme Sigwinyamane 1H1H Remaining Extent of Portion 4

(Fickland) of the Farm Langburg

85 HT Ward 10

Purchase of additional

implements for planting 17 ha

of dry beans.

R754 712.41 R2 856 762.58

282

7.9. Department of Education

2018-19 PROJECTS/PROGRAMMES: Department Of Education

Project/Programme

Name/Description


Ward/Location


Allocation

(Annual) R’000

Total project

cost

R’000

Mhola Primary School Chief Albert Luthuli Replacement of damaged roof covering

complete with timber trusses to 6 classrooms.·

Replacement and servicing of damaged

electrical wiring and light fittings. ·

Replacement of hall partitioning, timber doors,

burglar proof gates & ironmongery · Paintwork

2,600,934 2,600,934

Mayflower Secondary

School

Chief Albert Luthuli Replacement of damaged roof covering

completed with timber trusses and ceilings,

damaged electrical wiring and lighting fittings,

door & ironmongery, glazing, chalkboards and

pinning boards and paintwork.

8,287,827 10,359,784

Ukuthokoza Primary

School

Lekwa Replacement of damaged roof covering





2,328,615 3,881,026

283

Buyani Primary School Govan Mbeki Replacement of damaged roof covering





7,033,863 8,792,328

Isu Elihle Primary

School

Dr Pixley Ka Isaka Seme Demolition of 10 Storm Damaged Classrooms

and Construction of 10 New Classrooms

4,912,216 10,156,325

Phembindlela Primary

School

Volksrust Provision of Fencing 1,850,000 4,460,400

Isifisosethu Primary

School

Dipaseleng Phase 1: Provision of toilets and planning for

construction of4 classrooms

Phase 2: 4 Classtooms

460,541 4,460,400

Baadjiesbult Combined

School

Chief Albert Luthuli Construction of 10 waterborne toilets, drilling

and casting of borehole, constructing septic tank

and french drain, providing electricity, 2No of

drinking fountains, 2No. Of 5000 liters jojo tanks

and palisade fence around storage tanks

1,000,000 2,104,172

Bergplaas Primary

School

Mkhondo Demolition of existing toilets, construction of 5

enviro-loo toilets and renovate existing

waterbourne ablutions.

830,771 2,388,065

Cana Combined School Mkhondo Construct 10 new toilets and renovate existing

toilets

2,627,911 2,907,131

Mzamo primary school Lekwa Construction of 11 new toilets 2,172,462

284

New Ermelo Primary

School

Msukaligwa Phase 1: Planning and Design, erection of fence

and provision of basic services.

Phase 2: Construct 24 Classrooms,

Administration block, library, computer centre,

School Hall, 30 Toilets, Fence, Electricity,

Water, Kitchen, ramps + rails, 3 Sports Grounds

and Car Park.

5,542,400 11,821,043

Nkokweni primary

school

Mkhondo Demolishing of existing toilets and construction

of 6 new ablution units and Provision of water

1,664,499 4,460,400

Sakhisizwe Primary

School

Govan Mbeki Demolition of existing toilets and construction of

8 toilets

935,371 4,460,400

Sibongangwane

Primary School

Chief Albert Luthuli Demolition of existing 4 pit latrines and

construction of 7 Enviroloo toilets, provision of

electricity, 2No. Of drinking fountains and 2 x

5000 liters of jojo tanks and palisade fencing

around storage tanks

2,289,072

Sizakele Primary

School

Thembisile Hani Drilling of borehole, equiping of borehole, 5

Water storage tanks, demolishing of existing Pit

Toilet blocks and Construction of 17 New Toilets

1,704,712 2,902,397

285

Sizani Primary School Dr JS Moroka Phase 1: Demolish existing pit toilets and build 9

waterborne toilets with septic tank. Provide 3 X

10000L water tank. Phase 2: Renovation of

existing 16 classrooms, construction of

additional 14 toilets and provision of fence.

Future phase: Construction of administration

block , Library , Computer Centre, Car Park and

2 S

1,724,480 2,952,290

Sizofunda Primary

School

Victor Khanye Phase 1: Provision of water. Phase 2:

Construction of 13 new toiulets and

refurbishment of the existing waterborne toilets

619,078 1,049,240

Sizuzile Primary School Victor Khanye Drillling of borehole,equiping of borehole and

refurbishment of the existing waterborne toilets

785,108 1,334,542

Sobhuza Primary

School

Chief Albert Luthuli Refurbishments of 35 waterborne toilets,

providing electricity, 2No. Of drinking fountains

and 4 x 5000 liters jojo tanks and palisade

fencing around the tanks

1,682,425 3,031,412

Sunduza Primary

School

Chief Albert Luthuli Phase 1: Provision of water. Phase 2:

Demolition of 10 pit toilets and construction of 13

Enviroloo toilets, , providing electricity,2No. Of

drinking fountains, 2No. Of 5000 liters jojo tanks

and palisade fencing around storage tanks

2,395,948 3,254,247

286

The Brook Primary

School


Demolition of existing 6 pit latrines and

construction of 8 Enviroloo toilet, providing

electricity, 2No.of drinking fountain and 2 x 5000

liters jojo tanks and palisade fence around

1,813,260 2,266,575

The Gem Combined

School

Msukaligwa Demolish existing and contruct 14 toilets 3,212,332 4,015,415

Thobelani Secondary

School

Lekwa Refurbishment of 16 toilets 100,000 600,000

Thuto-thebe Combined

School

Lekwa Renovations of existing toilets, JoJo Tanks 809,827 1,012,284

Tokoloho Primary

School

Dipaleseng Phase 1: Construction of 19 toilets

Phase 2:Construction of 6 Classroom, Grade R

center and provision of fence

Future phase: Construction of admin, library,

compute room , kitchen, ramps & rail, sport

fields, parking

1,627,890 2,034,863

Chief Albert Luthuli Refurbishments of 10 waterborne toilets and

construction of 7 waterborne toilets, providing

electricity, 2No. Of drinking fountains and 2No.

Of jojo tanks and palisade fence around the

tanks

1,444,640 1,805,801

287

Waverley Secondary

School


Demolition of existing 10 pit latrines and

construction of 5 Enviroloo toilets, , providing

electricity and 2No. Of 5000 liters jojo tanks

1,195,951 1,494,939

Zamokuhle Primary

School

Govan Mbeki Construction of 24 toilets 1,417,001 1,771,251

Badplaas Circuit Office Chief Albert Luthuli Construction of new circuit offices using the the

design of the administrative block of Steve

Tshwete Boarding School.

1,947,000 6,490,000

Basizeni Special

School

Govan Mbeki Dismantling and carting away of existing

damaged prefab buildings and construction of 8

new special school classrooms.

901,566 14,164,776

Leeuwpoort Primary

School

Chief Albert Luthuli Construction of 4 enviro-loo toilets and

renovation of classrooms.

958,115 1,197,644

Mkhondo Boarding

School

Mkhondo 28 Classrooms, Admin block, Library, Computer

Laboratory, Science Laboratory, 8 Ablution

blocks, Dining/ Multi/ purpose Hall, 8

Dormitories, 3 Grade R accommodation, Guard

House, Rails , Ramps, Parking, Paving, Fence,

Water Supply , Electricity, Sewerage and Storm

Water.

######### 400,000,000

Lekwa School 1 Lekwa Construction of the new school - 64,130,000

Lekwa School 2 Lekwa Construction of the new school - 64,130,001

288

Wesley Memorial

Primary School

Chief Albert Luthuli Construction of toilets facilities 1,828,000

Makhosonke Primary

School

Chief Albert Luthuli Demolishing of existing pit toilets and

construction of 10 new ablution units

204,120 2,230,200

Cothoza Secondary

School

Lekwa Demolishing of pit toilets and construction of 11

toilets

1,563,052 1,752,300

Lekelelani Primary

School

Ermelo 2 Provision of water 25,770 34,000

Jeugkrag Primary

School

Lekwa Repairing stair cases in double storey and three

storey buildings

200,000 200,000

Jackie Manana Primary

School

Govan Mbeki Planning design in 2018/19. 2019/20

Constrcution 20 classroon and provision of

fence. Future phases: demolishing and

construction of admin block, laboratory, libriary

and computer centre.

3,500,000 55,000,000

289

Ekulindeni Secondary

School

Chief Albert Luthuli Replacement of damaged roof covering

complete with timber trusses, gutters, electrical

works, ceilings, new paintwork, replace glazing,

timber doors, burglar proof gates, writing boards

and pinning boards to 4 Classroom. ·

Replacement of damaged roof covering

complete with timber trusses, gutters, electrical

works and ceilings to Library. · Replacement of

ceramic floor tiles, new library fittings, glazing,

new paintwork timber doors and burglar proof

gates to Library.

2,118,058 2,118,058

Sinethemba Secondary

School

Mkhondo Replacement of damaged roof covering

complete with timber trusses and gutters to 3

classrooms and 2 storerooms. · Replacement

and servicing of damaged electrical wiring and

light fittings.· Replacement of timber doors &

ironmongery· Paintwork· Replacement of

steel burglar proof gates, pinning boards and

writing boards to classrooms

- 1,894,074

Buyani Primary School Govan Mbeki Renovation and refurbishment of 10 classrooms 445,190

Engabezweni

Secondary School

Chief Albert Luthuli Renovate 18 classrooms,office and 17 toilets 471,378

Klein Vrystaat Primary

School

Mkhondo Renovate 5 classrooms and office 220,000

290

Ndawonye Primary

School

Mkhondo

A Block - Admin : Brick & mortar Structure - soil

poisioninig on floors,paint walls & ceiling.

B Block - 8 C/R : Brick & mortar Structure -

structural defects on walls & slabs,paint work on

walls & ceiling.

C Block - Library : Brick & mortar - paint work on

walls & ceiling. D,E,F & G Block - 4

C/R each : Asbestos Structure - Demolish &

build. H Block - Old staff room :

Asbestos Structure - Demolish & build.

I Block - Old store room : Mud Structure -

Demolish & build.

497,566

Waverley Secondary

School

Chief Albert Luthuli Renovate 8 classrooms and office 220,000

Izimbali Combined

Boarding School

Mkhondo Planned maintenance of entire boarding school. 1,000,000 3,000,000

Ezakheni Combined

Boarding School

Mkhondo Planned maintenance of entire boarding school. 848,000 3,000,000

291

CHAPTER 8: GSDM BUDGET

ALBERT LUTHULI

Department Account

Code

Description BUDGET BUDGET BUDGET

2018/2019 2019/2020 2020/2021

130 GRANTS TRANSFER

130 256703 WATER QUALITY TESTING 400 000 -

-

130 256705 ROADS EMPULUZI(UPGRADE) - -

-

130 TOTAL GRANTS TRANSFER 400 000 -

-

MSUKALIGWA

Department Account

Code


2018/2019 2019/2020 2020/2021

150 GRANTS TRANSFER


-

150 SHEEPMOOR WATER - -

-


-

GOVAN MBEKI

Department Account

Code


2018/2019 2019/2020 2020/2021

292

160 GRANTS TRANSFER


-


-

MKHONDO

Department Account

Code


2018/2019 2019/2020 2020/2021

172 GRANTS TRANSFER


-

172 REGIONAL BULK INFRA - -

-


-

LEKWA

Department Account

Code


2018/2019 2019/2020 2020/2021

180 GRANTS TRANSFER


-


-

DIPALESENG

293

Department Account

Code


2018/2019 2019/2020 2020/2021

184 GRANTS TRANSFER

184 REGIONAL BULK CO FUNDING


-


-

DR PIXLEY KA ISAKA SEME

Department Account

Code


2018/2019 2019/2020 2020/2021

190 GRANTS TRANSFER


-

190 256774 AMERSFOORT SEWER RET/OUTFALL

S

- -

-

190 256786 TIPPER TRUCK - -

-

190 256787 VOLKSRUST/VUKUZAKHE STP - -

-


-

RBIG ALBERT LUTHULI

Department Account

Code


294

2018/2019 2019/2020 2020/2021

330 GRANTS TRANSFER

330 256664 REGIONAL BULK EMPULUZI/METULA 20 000 000 52 284 000 100 000

000

330 256779 LUSHUSHWANE BULK WATER

SCHEME

41 622 000 57 000 000

-

330 EERSSTEHOEK EKULENDENI BULK

WATER

- 20 347 000 30 000

000

330 TOTAL GRANTS TRANSFER 61 622 000 129 631 000 130 000

000

RBIG MSUKALIGWA

Department Account

Code


2018/2019 2019/2020 2020/2021

350 GRANTS TRANSFER

350 MSUKALIGWA BWSS 10 000 000 30 000 000 68 407

000

350 REGIONAL SHEEPMOOR - -

-


000

RBIG DIPALESENG

Department Account

Code


2018/2019 2019/2020 2020/2021

384 GRANTS TRANSFER

384 256666 REGIONAL BULK BALFOUR/SIYATHEM 20 818 000 100 000 000 100 000

295

000

384 256784 BALFOUR WASTE WATER

TREATMENT

42 000 000 10 000 000

-


000

RBIG MKHONDO

Department Account

Code


2018/2019 2019/2020 2020/2021

372 GRANTS TRANSFER

372 25678 AMSTERDAM BULK WATER 25 000 000 40 000 000 40 000

000


000

Gert Sibande 3 900 000 -

-

RBIG 159 440 000 309 631 000 338 407

000

Total 163 340 000 309 631 000 338 407

000

RBIG Grant 159 440 000 309 631 000 338 407

000

- -

-

GSDM PROJECTS 3 900 000 -

-

296

163 340 000 309 631 000 338 407

000

9 500 000 4 000 000 4 000

000

172 840 000 313 631 000 342 407

000

FINAL DRAFT

BUDGET

2018/19

PROPERTY SERVICES

Department Account

Code


2018/2019 2019/2020 2020/2021

89 OPERATING EXPENDITURE

89 REPAIRS AND MAINTENANCE

89 235020 Maintenance system 420 000 445 200 471 910

89 235040 BUILDINGS 720 000 763 200 808 990

89 TOTAL REPAIRS AND

MAINTENANCE

1 140 000 1 208 400 1 280 900

89 GENERAL EXPENDITURE OTHER

89 260350 CLEANING SERVICES 265 000 280 900 297 750

89 260920 GARDENING SERVICES 300 000 318 000 337 080

89 261290 FURNITURE AND EQUIPMENT - - -

297

89 261950 MUNICIPAL SERVICES 3 450 000 3 657 000 3 876 420

89 261960 SERVICES 900 000 954 000 1 011 240

89 262970 SECURITY 2 862 000 3 033 720 3 215 740

89 TOTAL GENERAL EXPENDITURE 7 777 000 8 243 620 8 738 230

89 TOTAL OPERATING EXPENDITURE 8 917 000 9 452 020 10 019 130

89 OPERATING(SURPLUS)/DEFICIT 8 917 000 9 452 020 10 019 130

DISASTER MANAGEMENT

Department Account Code Description BUDGET BUDGET BUDGET

2018/2019 2018/2019 2020/2021

90 OPERATING REVENUE

90 OTHER REVENUE

90 60060 REFUND TELEPHONE (110) (120) (130)

90 TOTAL OTHER REVENUE (110) (120) (130)

90 TOTAL OPERATING REVENUE (110) (120) (130)


90 SALARIES AND WAGES

90 200010 SALARIES 3 032 200 3 214 130 3 406 980

90 200020 HOUSING SUBSIDY 31 120 32 990 34 970

90 200060 LEAVE BONUS 252 690 267 850 283 920

90 200090 LEAVE COMMUTATION 30 000 31 800 33 710

90 200140 OVERTIME - - -

90 200200 TELEPHONE ALLOWANCE 38 400 40 700 43 140

90 200220 TRAVEL ALLOWANCE 465 020 492 920 522 500

90 TOTAL SALARIES AND WAGES 3 849 430 4 080 390 4 325 220

90 SOCIAL CONTRIBUTIONS

90 203010 GROUP INSURANCE 60 650 64 290 68 150

298

90 203020 MEDICAL AID CONTRIBUTION 199 370 211 330 224 010

90 203030 PENSIONFUND CONTRIBUTION 667 090 707 120 749 550

90 203040 UIF 14 280 15 140 16 050

90 203050 BARGANING COUNCIL 800 850 900

90 TOTAL SOCIAL CONTRIBUTIOND 942 190 998 730 1 058 660

90 DEPRECIATION

90 230010 DEPRECIATION 127 200 134 830 142 920

90 TOTAL DEPRECIATION 127 200 134 830 142 920


90 235040 BUILDING 169 600 179 780 190 570

90 235060 VEHICLES 74 200 78 650 83 370


MAINTENANCE

243 800 258 430 273 940


90 260350 CLEANING MATERIAL 210 000 222 600 235 960

90 260570 DELEGATION COST 6 000 6 360 6 740

90 261950 MUNICIPAL SERVICES 63 600 67 420 71 470

90 262300 REFRESHMENTS 22 000 23 320 24 720

90 262410 RENTAL EQUIPMENT 10 000 10 600 11 240

90 262430 TRAVEL- AND SUBSISTANCE 31 800 33 710 35 730

90 262970 SECURITY 1 325 000 1 404 500 1 488 770

90 263190 STATIONERY 10 000 10 600 11 240

90 263340 TELEPHONE 100 700 106 740 113 140

90 263750 VEHICLE AND EQUIPMENT COST 784 400 831 460 881 350




299

PLANNING

Department Account

Code


2018/2019 2019/2020 2020/2021


91 OTHER REVENUE

91 60060 REFUND TELEPHONE (6 890) (7 300) (7 740)

91 60090 DONATED ASSETS

91 TOTAL OTHER REVENUE (6 890) (7 300) (7 740)

91 TOTAL OPERATING REVENUE (6 890) (7 300) (7 740)



91 200010 SALARIES 9 330 720 9 890 560 10 483 990

91 200020 HOUSING SUBSIDY 90 360 95 780 101 530

91 200060 LEAVE BONUS 875 100 927 610 983 270


91 200140 OVERTIME 20 000 21 200 22 470

91 200200 TELEPHONE 151 200 160 270 169 890

91 200220 TRAVEL ALLOWANCE 970 880 1 029 130 1 090 880



91 203010 GROUP INSURANCE 171 080 181 340 192 220


91 203030 PENSIONFUND CONTRIBUTION 2 052 760 2 175 930 2 306 490

91 203040 UIF 44 620 47 300 50 140

91 203050 BARGANING COUNCIL 2 380 2 520 2 670

91 TOTAL SOCIAL CONTRIBUTIOND 2 755 190 2 920 500 3 095 730

300


91 261290 FURNITURE AND EQUIPMENT 10 000 10 600 11 240

91 262300 REFRESHMENTS 30 000 31 800 33 710

91 262430 TRAVEL- AND SUBSISTANCE

ALLOWA

300 000 318 000 337 080

91 263190 STATIONERY 80 000 84 800 89 890

91 263340 TELEPHONE 26 500 28 090 29 780

91 TOTAL GENERAL EXPENDITURE 446 500 473 290 501 700



INTERNAL AUDIT

Department Account

Code


2018/2019 2019/2020 2020/2021


92 OTHER REVENUE






92 200010 SALARIES 2 020 530 2 141 760 2 270 270

92 200020 HOUSING SUBSIDY 15 560 16 490 17 480

92 200060 LEAVE BONUS 168 380 178 480 189 190


92 200140 OVERTIME 5 000 5 300 5 620

92 200200 TELEPHONE 32 400 34 340 36 400

301




92 203010 GROUP INSURANCE 40 410 42 830 45 400



92 203040 UIF 8 930 9 470 10 040


92 TOTAL SOCIAL CONTRIBUTIOND 630 690 668 530 708 640


92 260160 AUDIT FEES 3 800 000 4 028 000 4 269 680

92 260165 ADHOC AUDITS/CONSULTANTS 400 000 424 000 449 440

92 260170 AUDIT COMMITTEE 318 000 337 080 357 300

92 260570 DELEGATION COST 35 000 37 100 39 330

92 262300 REFRESHMENTS 10 000 10 600 11 240

92 262310 RISK MANAGEMENT 30 000 31 800 33 710


ALLOWA

159 000 168 540 178 650

92 263190 STATIONERY 10 000 10 600 11 240

92 263340 TELEPHONE 23 320 24 720 26 200

92 TOTAL GENERAL EXPENDITURE 4 785 320.00 5 072 440.00 5 376 790.00

92 TOTAL OPERATING EXPENDITURE 8 205 200.00 8 697 500.00 9 219 360.00

92 OPERATING(SURPLUS)/DEFICIT 8 203 290.00 8 695 480.00 9 217 220.00

WATER AND SANITATION

Department Account

Code


2018/2019 2019/2020 2020/2021

302


93 OTHER REVENUE

93 10001 USER CHARGES (2 332 000) (2 471 920) (2 620 240)


93 TOTAL OTHER REVENUE (2 342 600) (2 483 160) (2 632 150)

93 TOTAL OPERATING REVENUE (2 342 600) (2 483 160) (2 632 150)



93 200010 SALARIES 6 672 580 7 072 930 7 497 310

93 200020 HOUSING SUBSIDY 40 680 43 120 45 710

93 200060 LEAVE BONUS 556 050 589 410 624 770


93 200140 OVERTIME 12 000 12 720 13 480

93 200200 TELEPHONE 73 200 77 590 82 250




93 203010 GROUP INSURANCE 133 460 141 470 149 960



93 203040 UIF 34 950 37 050 39 270




93 235040 BUILDINGS 201 400 213 480 226 290

93 235050 OFFICE EQUIPMENT 2 000 2 120 2 250

93 235060 VEHICLES 47 700 50 560 53 590

93 TOTAL REPAIRS AND 251 100 266 160 282 130

303

MAINTENANCE


93 260070 ADVERTISEMENTS 35 000 37 100 39 330


93 260470 TECHNICAL SUPPORT 2 120 000 2 247 200 2 382 030

93 260570 DELEGATION COST 10 000 10 600 11 240

93 261290 EQUIPMENT AND FURNITURE 10 000 10 600 11 240

93 262140 POSTAGE 2 000 2 120 2 250

93 262270 RAILAGE / COURIER SERVICES 1 000 1 060 1 120

93 262300 REFRESHMENTS 7 000 7 420 7 870

93 262350 SAFETY CLOTHING 25 000 26 500 28 090


ALLOWA

250 000 265 000 280 900

93 263190 STATIONERY 5 000 5 300 5 620

93 263280 SUBSCR. FEES:

BOOKS/MAGAZINES

1 000 1 060 1 120

93 263340 TELEPHONE 153 700 162 920 172 700





PROPERTY SERVICES(1)

Department Account

Code


2018/2019 2019/2020 2020/2021


94 OTHER REVENUE

304






94 200010 SALARIES 4 436 570 4 702 760 4 984 930

94 200020 HOUSING SUBSIDY 101 320 107 400 113 840

94 200060 LEAVE BONUS 369 720 391 900 415 410


94 200140 OVERTIME 265 000 280 900 297 750

94 200200 TELEPHONE 22 800 24 170 25 620




94 203010 GROUP INSURANCE 88 730 94 050 99 690


94 203030 PENSIONFUND CONTRIBUTION 976 100 1 034 670 1 096 750

94 203040 U I F 40 200 42 610 45 170



94 DEPRECIATION

94 230010 DEPRECIATION 13 780 000 14 606 800 15 483 210

94 TOTAL DEPRECIATION 13 780 000 14 606 800 15 483 210



94 262430 TRAVEL- AND SUBSISTENCE

ALLOWA

100 000 106 000 112 360

94 TOTAL GENERAL EXPENDITURE 900 000 954 000 1 011 240

305



COMPUTER SERVICES

Department Account

Code


2018/2019 2019/2020 2020/2021


95 OTHER REVENUE






95 200010 SALARIES 1 803 410 1 911 610 2 026 310

95 200020 HOUSING SUBSIDY 12 560 13 310 14 110

95 200060 LEAVE BONUS 150 290 159 310 168 870


95 200140 OVERTIME 2 000 2 120 2 250

95 200200 TELEPHONE 21 600 22 900 24 270




95 203010 GROUP INSURANCE 18 810 19 940 21 140


95 203030 PENSION 206 910 219 320 232 480

95 203040 U I F 7 140 7 570 8 020

306






MAINTENANCE

500 000 530 000 561 800

95 FINANCE COST

95 240001 FINANCE COST - - -

95 TOT. INT. EXPENSE - EXT.BORROW - - -


95 250010 OPERATING LEASE 212 000 224 720 238 200


95 260410 IT SERVICES 2 300 000 2 438 000 2 584 280

95 261500 LICENSES 3 259 720 3 455 300 3 662 620

95 262190 PROGRAM ALTERATIONS 900 000 954 000 1 011 240

95 262410 RENTAL EQUIPMENT 1 400 000 1 484 000 1 573 040

95 262430 TRAVEL & SUBSISTENCE 60 000 63 600 67 420

95 263190 STATIONERY 300 000 318 000 337 080

95 263340 TELEPHONE 1 060 000 1 123 600 1 191 020




COUNCIL SUPPORT STAFF

Department Account

Code


2018/2019 2019/2020 2020/2021

307


96 OTHER REVENUE

96 60060 TELEPHONE REFUND (9 650) (10 230) (10 840)





96 200010 SALARIES 11 759 110 12 464 660 13 212 540

96 200020 HOUSING SUBSIDY 43 700 46 320 49 100

96 200060 LEAVE BONUS 979 930 1 038 730 1 101 050


96 200140 OVERTIME 240 000 254 400 269 660

96 200200 TELEPHONE 324 000 343 440 364 050

96 200220 TRAVEL ALLOWANCE 1 020 840 1 082 090 1 147 020



96 203010 GROUP INSURANCE 127 260 134 900 142 990



96 203040 UIF 62 550 66 300 70 280




96 262430 TRAVEL & SUBSISTENCE 220 000 233 200 247 190




308

LEGAL SECTION

Department Account

Code


2018/2019 2019/2020 2020/2021


97 OTHER REVENUE






97 200010 SALARIES 1 361 340 1 443 020 1 529 600

97 200020 HOUSING SUBSIDY 12 560 13 310 14 110

97 200060 LEAVE BONUS 113 450 120 260 127 480


97 200200 TELEPHONE 24 000 25 440 26 970




97 203010 GROUP INSURANCE 27 230 28 860 30 590



97 203040 UIF 3 570 3 780 4 010


97 TOTAL SOCIAL CONTRIBUTIOND 396 620.00 420 410.00 445 640.00


97 260570 DELEGATION COSTS 5 000 5 300 5 620

309


97 261450 LEGAL COSTS 3 000 000 3 180 000 3 370 800


ALLOWA

53 000 56 180 59 550




HUMAN RESOURCES

Department Account

Code


2018/2019 2019/2020 2020/2021


98 OTHER REVENUE






98 200010 SALARIES 3 157 390 3 346 830 3 547 640

98 200020 HOUSING SUBSIDY 18 560 19 670 20 850

98 200060 LEAVE BONUS 263 120 278 910 295 640


98 200140 OVERTIME 40 000 42 400 44 940

98 200200 TELEPHONE 30 000 31 800 33 710




310

98 203010 GROUP INSURANCE 63 150 66 940 70 960



98 203040 U I F 16 070 17 030 18 050

98 203050 BARGANING COUNCIL 900 950 1 010



98 260070 ADVERTISEMENTS 371 000 393 260 416 860



ALLOWA

212 000 224 720 238 200

98 262990 SERVICE TRAINING 650 000 689 000 730 340

98 262995 TRAINING BURSARIES 300 000 318 000 337 080

98 RECRUITMENT COST 30 000 31 800 33 710

98 263190 STATIONERY 10 000 10 600 11 240


BOOKS/MAGAZINES

1 000 1 060 1 120

98 263340 TELEPHONE 148 400 157 300 166 740

98 263460 TRAINING FUND 1 166 000 1 235 960 1 310 120

98 263880 WORKMAN'S COMPENSATION 773 800 820 230 869 440




CORPORATE SERVICES

Department Account

Code


2018/2019 2019/2020 2020/2021

311


99 GRANTS AND SUBSIDIES

99 55095 DATA CLEANSING GRANT - - -

99 55096 ISDG (5 553 000) (6 500 000) (6 000 000)

99 TOTAL GRANTS AND SUBSIDIES (5 553 000) (6 500 000) (6 000 000)

99 OTHER REVENUE


99 65010 LOSS ON DISPOSAL





99 200010 SALARIES 9 817 460 10 406 510 11 030 900

99 200020 HOUSING SUBSIDY 70 200 74 410 78 870

99 200060 LEAVE BONUS 859 830 911 420 966 110


99 200140 OVERTIME 400 000 424 000 449 440

99 200200 TELEPHONE ALLOWANCE 130 800 138 650 146 970




99 203010 GROUP INSURANCE 180 990 191 850 203 360



99 203040 U I F 56 570 59 960 63 560



99 DEPRECIATION

312

99 230010 DEPRECIATION 3 190 600 3 382 040 3 584 960



99 235060 VEHICLES 243 800 258 430 273 940


MAINTENANCE

243 800 258 430 273 940



99 260830 ENTERTAINMENT 220 000 233 200 247 190


99 261500 LICENSES 6 360 6 740 7 140

99 262140 POSTING, STAMPS & TELEGRAPHS 10 000 10 600 11 240

99 262430 PROTECTIVE CLOTHING 424 000 449 440 476 410



ALLOWA

604 200 640 450 678 880

99 263190 STATIONERY 100 000 106 000 112 360


BOOKS/MAGAZINES

2 000 2 120 2 250

99 263340 TELEPHONE 598 900 634 830 672 920






EXECUTIVE MAYOR & COMMITTEE

Department Account Description BUDGET BUDGET BUDGET

313

Code

2018/2019 2019/2020 2020/2021

100 OPERATING REVENUE - - -

100 OPERATING EXPENDITURE - - -

100 SALARIES AND WAGES - - -

100 200010 SALARIES 3 485 820 3 694 970 3 916 670

100 200200 TELELEPHONE ALLOWANCE 285 600 302 740 320 900







100 DEPRECIATION

100 230010 DEPRECIATION 503 500 533 710 565 730

100 230020 IMPAIRMENT - - -



100 235060 VEHICLES - - -


MAINTENANCE

- - -



100 260830 ENTERTAINMENT 180 000 190 800 202 250


100 261500 LICENSES 55 120 58 430 61 940

100 261640 MEMBERSHIP FEE 1 272 000 1 348 320 1 429 220

100 262430 TRAVEL- AND SUBSISTENCE 950 000 1 007 000 1 067 420

314

ALLOWA

100 262500 YEAR END FUNCTION 90 000 95 400 101 120

100 263190 STATIONERY 20 000 21 200 22 470


BOOKS/MAGAZINES

2 000 2 120 2 250

100 263340 TELEPHONE 445 200 471 910 500 220

100 VEHICLE AND EQUIPMENT COST 180 200 191 010 202 470

100 265100 LOSS ON DISPOSAL - - -

100 265120 ACTUARIAL LOSS - - -

100 62050 FAIR VALUE ADJUSTMENT - - -




MUNICIPAL MANAGER

Department Account

Code


2018/2019 2019/2020 2020/2021


101 OTHER REVENUE






101 200010 SALARIES 3 993 040 4 232 620 4 486 580

101 200020 HOUSING SUBSIDY 9 000 9 540 10 110

101 200060 LEAVE BONUS 381 670 404 570 428 840

315


101 200140 OVERTIME 3 000 3 180 3 370

101 200200 TELEPHONE 58 800 62 330 66 070




101 203010 GROUP INSURANCE 57 520 60 970 64 630



101 203040 U I F 12 500 13 250 14 050



101 DEPRECIATION

101 230010 DEPRECIATION 556 500 589 890 625 280


101 FINANCE COST

101 240001 FINANCE COST - - -




101 260830 ENTERTAINMENT 50 000 53 000 56 180


101 261640 MEMBERSHIP FEES 10 600 11 240 11 910

101 262310 STAFF WELFARE 60 000 63 600 67 420


ALLOWA

200 000 212 000 224 720

101 263190 STATIONERY 30 000 31 800 33 710

101 263280 SUBSCR. FEES: 2 000 2 120 2 250

316

BOOKS/MAGAZINES

101 263340 TELEPHONE 121 900 129 210 136 960

101 RELOCATION COST

101 265120 ACTUARIAL LOSS - - -




SUPPLY CHAIN MANGEMENT

Department Account

Code


2018/2019 2019/2020 2020/2021


102 INT.EARNED - EXTERNAL INVEST.

102 25010 INTEREST INVESTMENTS (11 130 000) (11 797 800) (12 505 670)

102 25020 BANK INTEREST CURRENT

ACCOUNT

(3 816 000) (4 044 960) (4 287 660)

102 TOTAL INT. EARNED EXT. INVEST. (14 946 000) (15 842 760) (16 793 330)

102 INT. EARNED - OUSTANDING DRS.

102 30010 INTEREST DEBTORS - - -

102 TOTAL INT. EARNED - OUTS. DRS. - - -


102 55020 EQUITABLE SHARE -11 400 000 -12 682 000 (13 785 000)

102 55090 REVENUE REPLACEMENT GRANT -271 006 000 -278 972 000 (286 516 000)


102 OTHER REVENUE

102 60030 DEPOSIT TENDERS (29 680) (31 460) (33 350)

317


102 60070 LGSETA INCOME (265 000) (280 900) (297 750)

102 60080 SUNDRY - - -

102 60100 RETENTION WRITTEN BACK - - -

102 60120 INCOME FROM ENTITIES - - -





102 200010 SALARIES 2 430 940 2 576 800 2 731 410

102 200020 HOUSING SUBSIDY 25 120 26 630 28 230

102 200060 LEAVE BONUS 202 580 214 730 227 610


102 200140 OVERTIME 20 000 21 200 22 470

102 200200 TELEPHONE 12 000 12 720 13 480




102 203010 GROUP INSURANCE 48 620 51 540 54 630



102 203040 U I F 14 030 14 870 15 760



102 DEPRECIATION

102 230010 DEPRECIATION 238 500 252 810 267 980



318



MAINTENANCE

2 120 2 250 2 390

102 INTEREST EXPENSE -

EXT.BORROW.

102 240001 FINANCE COST - - -



102 260180 BANK COSTS 50 000 53 000 56 180

102 260190 BANKING SERVICE 45 000 47 700 50 560

102 260320 CFO FORUM 10 000 10 600 11 240


102 260830 ENTERTAINMENT 70 000 74 200 78 650





ALLOWA

63 600 67 420 71 470

102 263190 STATIONERY 47 700 50 560 53 590


BOOKS/MAGAZINES

1 000 1 060 1 120

102 263340 TELEPHONE 222 600 235 960 250 120



102 OPERATING(SURPLUS)/DEFICIT (293 133 540) (303 025 170) (312 354 460)

HEALTH

Department Account Description BUDGET BUDGET BUDGET

319

Code

2018/2019 2019/2020 2020/2021


103 OTHER REVENUE

103 10010 HEALTH INCOME (424 000) (449 440) (476 410)






103 200010 SALARIES 12 423 930 13 169 370 13 959 530

103 200020 HOUSING SUBSIDY 123 720 131 140 139 010

103 200060 LEAVE BONUS 1 035 330 1 097 450 1 163 300


103 200140 OVERTIME 20 000 21 200 22 470

103 200200 TELEPHONE 184 800 195 890 207 640




103 203010 GROUP INSURANCE 241 880 256 390 271 770



103 203040 U I F 64 250 68 110 72 200




103 235060 VEHICLES 31 800 33 710 35 730

103 TOTAL REPAIRS AND 31 800 33 710 35 730

320

MAINTENANCE




103 261640 MEMBERSHIP FEES 45 000 47 700 50 560


103 262300 REFRESHMENTS 15 000 15 900 16 850


ALLOWA

900 000 954 000 1 011 240

103 262540 RENTAL OFFICES 212 000 224 720 238 200

103 262920 SAMPLE TAKING 100 000 106 000 112 360

103 263190 STATIONERY 30 000 31 800 33 710

103 263340 TELEPHONE 46 640 49 440 52 410





MUNICIPAL INFRASTRUCTURE

Department Account

Code


2018/2019 2019/2020 2020/2021



104 55065 GRANT DWA -159 440 000 -309 631 000 (338 407 000)

104 55070 GRANT COGTA 0 0 -

104 55080 GRANT RURAL ROADS -2 314 000 -2 451 000 (25 930 000)


321

104 OTHER REVENUE


104 65010 RPOFIT ON DISPOSAL





104 200010 SALARIES 4 703 580 4 985 790 5 284 940

104 200020 HOUSING SUBSIDY 40 700 43 140 45 730

104 200060 LEAVE BONUS 429 660 455 440 482 770


104 200140 OVERTIME 5 000 5 300 5 620

104 200200 TELEPHONE 82 800 87 770 93 040




104 203010 GROUP INSURANCE 77 770 82 440 87 390



104 203040 U I F 19 640 20 820 22 070

104 203050 BARGANING COUNCIL 990 1 050 1 110


104 DEPRECIATION

104 230010 DEPRECIATION 2 120 000 2 247 200 2 382 030



104 235040 BUILDINGS 4 369 320 4 631 480 4 909 370


322

104 235060 VEHICLES 169 600 179 780 190 570

104 235080 FLEET MAINTENANCE 4 000 000 4 240 000 4 494 400


MAINTENANCE

8 539 980 9 052 380 9 595 530



104 260830 ENTERTAINMENT 63 600 67 420 71 470


104 261640 MEMBERSHIP FEES 15 370 16 290 17 270



ALLOWA

212 000 224 720 238 200

104 263190 STATIONERY 20 000 21 200 22 470


BOOKS/MAGAZINES

1 000 1 060 1 120

104 263340 TELEPHONE 137 800 146 070 154 830


104 265100 LOSS ON DISPOSAL - - -



104 OPERATING(SURPLUS)/DEFICIT (143 113 730) (292 323 310) (343 392 780)

PLANNING, DEVELOPMENT AND IMPLEMENTATION

Department Account

Code


2018/2019 2019/2020 2020/2021



323

105 55040 GRANT - EPWP (3 872 000) (4 000 000) (4 000 000)


105 OTHER REVENUE






105 200010 SALARIES 2 540 070 2 692 470 2 854 020

105 200020 HOUSING SUBSIDY 327 000 346 620 367 420

105 200060 LEAVE BONUS 211 680 224 380 237 840


105 200140 OVERTIME 30 000 31 800 33 710

105 200200 TELEPHONE 75 600 80 140 84 950




105 203010 GROUP INSURANCE 50 810 53 860 57 090


105 203030 PENSION 558 820 592 350 627 890

105 203040 U I F 21 420 22 710 24 070


105 TOTAL SOCIAL CONTRIBUTIOND 912 180 966 920 1 024 930

105 DEPRECIATION

105 230010 DEPRECIATION 124 390 131 850 139 760




324

105 261290 EQUIPMENT AND FURNITURE 500 530 560

105 262270 RAILAGE / COURIER SERVICES 500 530 560


ALLOWA

100 000 106 000 112 360

105 263190 STATIONERY 2 000 2 120 2 250


BOOKS/MAGAZINES

500 530 560

105 263340 TELEPHONE 68 900 73 030 77 410



105 OPERATING(SURPLUS)/DEFICIT 902 390 1 060 860 1 364 500

SPEAKER, CHIEF WHIP AND COUNCIL

Department Account

Code


2018/2019 2019/2020 2020/2021




106 200010 SALARIES 4 871 870 5 164 180 5 474 030

106 200200 TELELEPHONE ALLOWANCE 525 600 557 140 590 570





106 203030 PENSION 555 710 589 050 624 390



325

106 260520 COMMITTEE - BY LAWS & POLICIES 50 000 53 000 56 180

106 260530 COMMITTEES 50 000 53 000 56 180


106 260830 ENTERTAINMENT 600 000 636 000 674 160



ALLOWA

1 250 000 1 325 000 1 404 500

106 263190 STATIONERY 10 000 10 600 11 240


BOOKS/MAGAZINES

5 000 5 300 5 620

106 263340 TELEPHONE 84 800 89 890 95 280




FINANCE

Department Account

Code


2018/2019 2019/2020 2020/2021

107 OPERATING REVENUE - - -

107 OTHER REVENUE - - -






107 200010 SALARIES 9 494 380 10 064 040 10 667 880

326

107 200020 HOUSING SUBSIDY 87 360 92 600 98 160

107 200060 LEAVE BONUS 885 760 938 910 995 240


107 200140 OVERTIME 80 000 84 800 89 890

107 200200 TELEPHONE 154 800 164 090 173 940




107 203010 GROUP INSURANCE 184 290 195 350 207 070


107 203030 PENSION 2 015 170 2 136 080 2 264 240

107 203040 U I F 39 050 41 390 43 870



107 DEPRECIATION

107 230010 DEPRECIATION 6 040 6 400 6 780





MAINTENANCE

2 000 2 120 2 250


107 260180 BANK COSTS 45 000 47 700 50 560


107 260830 ENTERTAINMENT 55 000 58 300 61 800

107 261260 INSURANCE 1 200 000 1 272 000 1 348 320


107 261640 MEMBERSHIP FEES 15 000 15 900 16 850

327

107 262140 POSTING, STAMPS & TELEGRAPHS - - -

107 262270 RAILAGE / COURIER SERVICES - - -


ALLOWA

265 000 280 900 297 750

107 263190 STATIONERY 60 000 63 600 67 420


BOOKS/MAGAZINES

1 000 1 060 1 120

107 263340 TELEPHONE 95 400 101 120 107 190




COMMUNITY & SOCIAL SERVICES

Department Account Code Description BUDGET BUDGET BUDGET

2018/2019 2019/2020 2020/2021


108 OTHER REVENUE






108 200010 SALARIES 5 895 990 6 249 750 6 624 740

108 200020 HOUSING SUBSIDY 52 680 55 840 59 190

108 200060 LEAVE BONUS 586 730 621 930 659 250


108 200140 OVERTIME 45 000 47 700 50 560

108 200200 TELEPHONE 105 600 111 940 118 660

328




108 203010 GROUP INSURANCE 101 870 107 980 114 460


108 203030 PENSION 1 286 370 1 363 550 1 445 360

108 203040 UIF 28 570 30 280 32 100



108 DEPRECIATION

108 230010 DEPRECIATION 572 400 606 740 643 140

108 230020 IMPAIRMENT - - -




108 260830 ENTERTAINMENT 50 000 53 000 56 180


108 262270 RAILAGE / COURIER SERVICES 600 640 680


ALLOWA

380 000 402 800 426 970

108 263190 STATIONERY 12 000 12 720 13 480


BOOKS/MAGAZINES

1 000 1 060 1 120

108 263340 TELEPHONE 55 120 58 430 61 940




329


COMMUNICATION

Department Account

Code


2018/2019 2019/2020 2020/2021


109 OTHER REVENUE






109 200010 SALARIES 1 746 870 1 851 680 1 962 780

109 200020 HOUSING SUBSIDY 19 120 20 270 21 490

109 200060 LEAVE BONUS 145 580 154 310 163 570


109 200140 OVERTIME 80 000 84 800 89 890

109 200200 TELEPHONE 21 600 22 900 24 270




109 203010 GROUP INSURANCE 34 940 37 040 39 260


109 203030 PENSION 384 320 407 380 431 820

109 203040 UIF 8 930 9 470 10 040



330





ALLOWA

130 000 137 800 146 070

109 263190 STATIONERY 2 500 2 650 2 810


BOOKS/MAGAZINES

1 000 1 060 1 120

109 263340 TELEPHONE 84 800 89 890 95 280




BUDGET & TREASURY

Department Account

Code


2018/2019 2019/2020 2020/2021



610 55040 GRANT (1 000 000) (1 000 000) (1 000 000)


610 OTHER REVENUE

610 60060 TELEPHONE REFUND (150) (160) (170)





610 200010 SALARIES 1 181 690 1 252 590 1 327 750

331

610 200020 HOUSING SUBSIDY 9 560 10 130 10 740

610 200060 LEAVE BONUS 98 480 104 390 110 650


610 200140 OVERTIME 50 000 53 000 56 180

610 200200 TELEPHONE 12 000 12 720 13 480




610 203010 GROUP INSURANCE 12 650 13 410 14 210


610 203030 PENSION FUND CONTRIBUTION 138 970 147 310 156 150

610 203040 U I F 7 750 8 220 8 710




610 262430 TRAVEL AND SUBSISTANCE 30 000 31 800 33 710

610 262990 SERVICE TRAINING 150 000 159 000 168 540



610 OPERATING(SURPLUS)/DEFICIT 983 050 1 102 040 1 228 160

IDP

Department Account

Code


2018/2019 2019/2020 2020/2021


620 OTHER REVENUE

332



620 TOTAL OPERATING REVENUE (110) (120) (130)



620 200010 SALARIES 791 490 838 980 889 320

620 200020 HOUSING SUBSIDY 6 000 6 360 6 740

620 200060 LEAVE BONUS 65 960 69 920 74 120


620 200200 TELEPHONE 12 000 12 720 13 480


620 TOTAL SALARIES AND WAGES 970 450 1 028 680 1 090 400


620 203010 GROUP INSURANCE 15 830 16 780 17 790

620 203020 MEDICAL AID 50 680 53 720 56 940


620 203040 UIF 3 570 3 780 4 010




620 260060 ADVERTISEMENT 5 000 5 300 5 620

620 260510 COURIER SERV & POSTAGE 2 000 2 120 2 250

620 260850 ENTERTAINMENT 5 000 5 300 5 620

620 262430 TRAVEL & SUBSISTANCE 20 000 21 200 22 470

620 263200 STATIONERY 10 000 10 600 11 240

620 263340 TELEPHONE 79 500 84 270 89 330


333



MSIG

Department Account

Code


2018/2019 2019/2020 2020/2021



630 55040 GRANT - - -

630 TOTAL GRANTS AND SUBSIDIES - - -

630 TOTAL OPERATING REVENUE - - -



630 262966 ENHANCEMENT IT SYSTEMS - - -

630 262971 AUDIT OUTCOMES - - -

630 TOTAL GENERAL EXPENDITURE - - -

630 TOTAL OPERATING EXPENDITURE - - -

630 OPERATING(SURPLUS)/DEFICIT - - -

Detail Budget Budget Budget

2018/2019 2019/2020 2020/2021

R R R

Salaries and wages 126 124 360 133 691 780 141 713 340

Social Contributions 27 732 240 29 396 200 31 159 970

Councillor Allowances 13 632 790 14 450 760 15 317 800

Depreciation 21 219 130 22 492 270 23 841 790

334

Repair and Maintenance 10 954 600 11 611 880 12 308 610

Finance Cost

Contracted Services

General Expenditure 50 659 150 53 698 690 56 920 670

Total 250 322 270 265 341 580 281 262 180

BUDGET BUDGET BUDGET

2018/2019 2019/2020 2020/2021

REVENUE

Interest Investments (14 946 000) (15 842 760) (16 793 330)

Total Grants & Subsidies (295 145 000) (305 605 000) (337 231 000)

DWA Funding (159 440 000) (309 631 000) (338 407 000)

Income from Tariffs (2 756 000) (2 921

360)

(3 096 650)

Other Revenue (371 180) (393

450)

(417 050)

Contribution accumulated Surplus (35 726 380) (22 492 270) (23 841 790)

TOTAL REVENUE (508 384 560) (656 885 840) (719 786 820)

EXPENDITURE

Allocations to Municipalities 3 900 000 13 470

240

20 000 000

RBIG Allocations to Municipalities 159 440 000 309 631 000 338 407 000

Departmental Allocations 56 565 040 51 122

040

51 351 040

Admin of the Act 250 322 270 265 341 580 281 262 180

Capital Expenditure 38 157 250 14 516

865

9 050 000

335

TOTAL EXPENDITURE

508 384 560 654 081 725 700 070 220

SURPLUS/( DEFICIT) - 2 804

115

19 716 600

Income (472 658 180) (634 393 570) (695 945 030)

Operating expenditure 470 227 310 639 564 860 691 020 220

Grants paid 219 905 040 374 223 280 409 758 040

DEPARTMENTAL MM BUDGET BUDGET BUDGET

2018/2019 2019/2020 2020/2021

GRANTS TRANSFER

PROMOTION OF THE DISTRICT/COMM 1 600 000 1 600 000 1 600 000

PMS WORKSHOPS 200 000 200 000 200 000

IDP - NEW AND UPDATE

TOTAL DEPARTMENTAL MM 1 800 000 1 800 000 1 800 000

DEPARTMENTAL ITS BUDGET BUDGET BUDGET

2018/2019 2019/2020 2020/2021

DEPARTMENTAL ITS

HIGHMAST LIGTE -

COMMUNITY HALLS 2 500 000 1 000 000 1 000 000

POTHOLE REPAIR - ALSPHAT 8 000 000 3 000 000 3 000 000

POTHOLE REPAIR - Corporatives 1 000 000

HIRE OF EARTH MOVING EQUIPMENT

VIP'S

BOREHOLES 3 000 000

WATER CONSERVATION AND DEMAND MAN -

336

ASSESMENT OF BOREHOLES OF GSDM -

DUE DILIGENT SECTION 78 OF MSA -

TOTAL DEPARTMENTAL ITS 14 500 000 4 000 000 4 000 000

DESCRIPTION BUDGET BUDGET BUDGET

2018/2019 2019/2020 2020/2021

DEPARTMENTAL CORPORATE SERVICES

BURSARIES 1 500 000

IT FOR THE REGION

ISDG 5 553 000 6 500 000 6 000 000

TOTAL DEPARTMENTAL CORPORATE SERVICES 7 053 000 6 500 000 6 000 000


2018/2019 2019/2020 2020/2021

DEPARTMENTAL CSS

MUNICIPAL HEALTH 1 300 000 1 940 000 2 056 000

REG LIBRARY & INFORMATION SERV 500 000 848 000 899 000

SAMSRA GAMES

DISASTER MANGEMENT 1 000 000 1 548 000 1 641 000

ENVIROMENTAL SERVICES 1 149 000 5 458 000 5 785 000

TOTAL DEPARTMENTAL CSS 3 949 000 9 794 000 10 381 000


2018/2019 2019/2020 2020/2021

DEPARTMENTAL FINANCE

337

EMERGENCY/CONTINGENCIES 500 000 500 000 500 000

OPERATION CLEAN AUDIT 1 000 000 1 000 000 1 000 000

TOTAL DEPARTMENTAL FINANCE 1 500 000 1 500 000 1 500 000


2018/2019 2019/2020 2020/2021

DEPARTMENTAL PLANNING

REVENUE COLLECTION/DATA CLEANS 1 893 650 1 893 650 1 893 650

RURAL ROADS ASSET MAN SYSTEMS 2 314 000 2 451 000 2 593 000

TRADITIONAL AFFAIRS/PROJECTS 60 000 60 000 60 000

IDP - NEW AND UPDATE 350 000 350 000 350 000

LED, TOURISM AND AGRICULTURE 530 000 530 000 530 000

REGIONAL AIRPORT 1 700 000 1 700 000 1 700 000

REGIONAL AIRPORT (TRANFER DUTY) 300 000

PHEZUKOMKHONO - ALBERT LUTHULI 3 893 390 3 893 390 3 893 390

PHEZUKOMKHONO - MSUKALIGWA

PHEZUKOMKHONO - GOVAN MBEKI

PHEZUKOMKHONO - MKHONDO

PHEZUKOMKHONO - LEKWA

PHEZUKOMKHONO - DIPALESENG

PHEZUKOMKHON - DR PIXLEY KA IS

PHEZUKOMKHON0 GSDM 3 872 000 4 000 000 4 000 000

CO - OPERATIVES 500 000 800 000 800 000

MUNICIPAL PLANNING SECTOR PLAN 250 000 250 000 250 000

RURAL AND AGRI DEVELOPMENT 500 000 500 000 500 000

FEASIBILITY STUDY 500 000 750 000 750 000

TOTAL DEPARTMENTAL PLANNING 16 663 040 16 428 040 16 570 040

338


2018/2019 2019/2020 2020/2021

DEPARTMENTAL OFFICE EXECUTIVE MAYOR

DONATIONS 500 000 500 000 500 000

MAYORAL EXCELLANCE AWARDS 300 000 400 000 400 000

CO-ORDINATION HIV AND AIDS 700 000 700 000 700 000

YOUTH DEVELOPMENT 2 000 000 2 000 000 2 000 000

WOMEN'S DEVELOPMENT CAPACITY 200 000 200 000 200 000

RELIGIOUS AFFAIRS(MORAL REGENA 100 000 100 000 100 000

OFFICE - RIGHTS OF THE CHILD 500 000 500 000 500 000

PEOPLE WITH DISABILITY 250 000 250 000 250 000

MAYORAL IMBIZO'S 1 000 000 1 000 000 1 000 000

CULTURAL FESTIVALS(DONATIONS) 650 000 650 000 650 000

CULTURE, SPORT & RECREATION 1 100 000 1 000 000 1 000 000

GSDM MARATHON - ANNUAL EVENT 600 000 600 000 600 000

TOTAL DEPARTMENTAL OFFICE EXECUTIVE MAYOR 7 900 000 7 900 000 7 900 000


2018/2019 2019/2020 2020/2021

DEPARTMENTAL OFFICE SPEAKER

CAPACITY BUILDING 600 000 600 000 600 000

COMMUNITY PARTICIPATION 2 300 000 2 300 000 2 300 000

VOTERS EDUCATION - -

TOTAL DEPARTMENTAL OFFICE SPEAKER 2 900 000 2 900 000 2 900 000


339

2018/2019 2019/2020 2020/2021

DEPARTMENTAL OFFICE CHIEF WHIP

PROJECTS CHIEF WHIP 300 000 300 000 300 000

TOTAL DEPARTMENTAL OFFICE CHIEF WHIP 300 000 300 000 300 000

TOTAL 56 565 040 51 122 040 51 351 040

Description

ADJUSTMENT

BUDGET BUDGET BUDGET

BUDGET 2018/2019 2019/2020 2020/2021

CAPITAL

FURNITURE AND EQUIPMENT 1 000 000 1 000 000 1 000

000

COMPUTER EQUIPMENT 4 400 000 3 000 000 3 000

000

DISASTER CENTRE PIXLEY 21 000 000 4 666 865

-

LAB EQUIPMENT 3 850 000 3 850 000 3 050

000

YELLOW FLEET - 1 000 000 1 000

000

DISASTER EQUIPMENT 1 500 000

FIELD TEST KITS 500 000

CSS VEHICLES (4X4) 700 000

CSS VEHICLES(SEDANS) 1 000 000

VEHICLES 1 000 000 1 000 000 1 000

000

340

JETPATCHER TRUCK 3 207 250

TOTAL 38 157 250 14 516 865 9 050

000

GSDM FINAL DRAFT IDP 2018 - 2019 Sibande... · 2018. 8. 14. · gsdm final draft idp 2018 - 2019 ....

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