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MODIMOLLE LOCAL MUNICIPALITY

Draft IDP Review for

2012/2013

MLM Final Draft 03 04 2012 Page - 2 -

MAYOR’S FOREWORD

To be crafted and inserted during the final document.


TABLE OF CONTENTS

Still to be crafted after all submissions refined.


SECTION A: EXECUTIVE SUMMARY

1. An Integrated Development Plan is a five year strategic plan that is developed for each municipality to guide

development within the municipal boundary. The strategic development plan is prepared through an intense

stakeholder consultation process and informs all planning, budgeting, management and decision-making

processes.

Modimolle Local Municipality’s Integrated Development Plan has been reviewed through a consultative process as

outlined within the Integrated Development Plan Approved Framework and Process Plan. The framework

outlines the legislative framework and states when, how and by whom activities will be undertaken.

The purpose of Integrated Development Planning is to foster more appropriate delivery of services and to provide

a framework for economic and social development in a municipality. A range of links exist between Integrated

Development Planning and its developmental outcomes (e.g. financial viability of municipalities, urgency of service

delivery and employment generation). Integrated Development legacy of the past, making the nation of

developmental local government work and fostering co-operative governance.

2. The Co-operative Governance, Human Settlement and Traditional Affairs IDP Guidelines summarise the purpose

of the Integrated Development Planning Process as follows:

2.1 To eradicate the development legacy of the past:

A mechanism to restructure our cities, towns and rural areas,

A mechanism to promote social equality,

A weapon in the fight against poverty, and

A catalyst in the creation of wealth.

2.2 To making the nation of developmental local government work:

To improve the quality of people’s lives through the formulation of integrated and sustainable projects and

programme,

To lay the foundation for community building,

To facilitate and improve municipal governance,

To act as an agent of local government transformation,

To serve as a channel for attracting investment,

To be instrumental in ensuring more effective and efficient resource allocation and utilization.

To be a vehicle to fast-track delivery, and

To act as a barometer for political accountability and a yardstick for municipal performance.

To foster co-operative governance:


A mechanism for alignment and co-ordination between spheres of government, and

A mechanism for alignment and co-ordination within spheres of government.

2.3 The IDP of Modimolle Local Municipality (MLM) will include the following strategic information:

Identify all needs, challenges and key development priorities,

Formulates a clear vision and mission,

Formulate appropriate strategies,

Develop an appropriate organizational structure and system to realize the vision and mission, and

Align resources with the development priorities.

2.4 Report Outline

The remainder of the report is structure under the following sections:

Section 1: Executive Summary

Section 2: Spatial Analysis

Section 3: Development Strategy

Section 4: High Level Spatial Development Framework

Section 5: Implementation Plan

Section 6: Annual Operational Plan

Section 7: Financial Strategy

Section 8: Organizational Performance Management System


1. IDP OVERVIEW

The Local Government: Municipal Systems Act, 32 of 2000, requires that all municipalities must develop the

Integrated Development Plans (IDPs). It requires as well that the municipality should develop and review the IDP

through a consultative process with its communities.

Modimolle Local Municipality’s IDP 2012/13has been reviewed through a consultative process as outlined within

the IDP approved Framework and reviewed Process Plan to produce the IDP document for 2012-2017. The

Framework outlines the legislative framework; and states when, how and by whom activities will be under taken.

Public participation was conducted through the IDP Representative forum, ward meetings in all wards, IDP

Steering Committee and various portfolio committees and forums of the municipality. The legislative frameworks

outlined in the Implementation phase were considered during the process of review of the IDP.

2.1 THE FOLLOWING ARE FIVE IDP PHASES

Phase 1: ANALYSIS PHASE

This phase provides the municipal status quo in terms of demographics, spatial rational, socio-economic status,

financial viability, good governance and institutional capacity.

PHASE 2: STRATEGY DEVELOPMENT

The phase focuses on prioritization of need and development of strategies that illustrate how the municipality is

going to address challenges and needs as identified in the analysis phase.

PHASE 3: PROJECT DEVELOPMENT

The phase ensures that subsequent to the strategy development phase; projects are developed and require that

the identified challenges and needs in the analysis phase are addresses.

PHASE 4: INTEGRATION

This phase ensures that development at local government is within the National and Provincial development

frameworks. Processes within all spheres of government must be aligned and integrated. It further ensures that

stakeholders are not planning and implementing their programmes in isolation.

PHASE 5: IMPLEMENTATION AND FEEDBACK

This phase outlines systems that the municipality has put in place to ensure that the IDP is implemented as

intended and that the community get feedback on the implementation and performance of the municipality.


SECTION B: SITUATION ANALYSIS (ANALYSIS PHASE)

The Modimolle Local Municipality (MLM) is situated in the Waterberg District Municipality (WDM) within the

Limpopo Province. The municipality shares borders all municipalities within the Waterberg District Municipality,

with Bela-Bela Local Municipality to the South, Mookgophong Local Municipality to the North, Thabazimbi Local

Municipality to the South-West, Lephalale Local Municipality to the West and Mogalakwena Local Municipality to

the North-West. MLM is a regional administrative capital of government and is home to the District Municipality.

The municipality is strategically located, with the R101 passing through it. The N1 connects Gauteng (Southern

neighbouring provinces) with Limpopo, the Northern neighbouring province. The link provided by the district can

creates an enabling business climate for the municipality as a distribution point to support vast growing

developments in the surrounding areas. The Modimolle town sits at the intersection of the R33 and R101 which

provide added economic advantage as outlined in the Road Network System.

The municipality is consisting urban and rural areas, with vast areas of land either under cultivation or being

utilised for game farming purposes. Modimolle/Phagameng is the nodal growth point of the municipality, while

Vaalwater (Mabatlane) and Alma (Mabaleng) can be described as service points. The area is characterised by:

prominent rivers, such as the Mokolo and Nyl Rivers which dominate the landscape, and

Settlement patterns characterised by townships informal settlements and farms.

Will assist in identifying the localised issues with reference to demographic and labour force dimensions.

1. SOCIO-ECONOMIC PROFILE

DEMOGRAPHY

Municipal population according to the official census of 2001 was 72 810 comprising 17 544 households. Estimates

of population at the settlement level that are compiled by the Department of Water Affairs (DWA) for water

service planning purpose suggest a population figure of 76643 persons for Modimolle Local Municipality in

2011,comprising 19132 households. The average size is 4 persons. This is probably the more accurate reflection of

the local demographic situation. It could be assumed that the average population growth rate in Modimolle Local

Municipality will be similar to the provincial population growth rate of 0.94% per year. The higher population

growth rate of the past decade was caused by people migrating from rural areas to Modimolle town, but this

migration process has now stabilized.

Table 1: Population in Modimolle Municipality

Census (2007)

Department of Water Affairs Database (2011)

MLM Council Data (2009)

Census according to Ward (2007

Government Communication Information Systems

Population 76 643 None 72 790

Households 19 132 30 000


Table 2: Employment Sector

Indicator 2007 2008 2009

Population –Total(Number) 62963 60536 60068

Population-Working age (Number) 41132 39945 40010

Employed-Formal and informal-Total(Number) 20504 19970 19142

Unemployed (Number) 5467 4799 4391

Unemployed rate (%) 21.1 19.4 18.7

Labour force participation rate (%) 63.1 62.0 58.8

(Please note that the information of the population 76643 is indicated for planning purposes).

Unemployed in Modimolle Local Municipality is lower than the provincial average, which could be due to the

high incidence of retired people in this municipality. The labour force participation rate is also considerably

higher than the provincial average. This could be the result of younger adults moving to Gauteng in search of

work opportunities

Table 3: Statistics per Ward

Statistics South Africa

Descriptive - South Africa by Electoral Ward

Table 1

Geography by Gender

for Person weighted

Wards Male Female Grand Total

Ward 1 4275 4945 9219

Ward 2 9053 8432 17 486

Ward 3 4684 4195 8879

Ward 4 3444 3671 7115

Ward 5 5819 5487 11 306

Ward 6 6396 6974 13 370

Ward 7 2653 2763 5415

Grand Total

36 324 36466 72 790

Source: Census 2001

Statistics South Africa (Descriptive Community

Survey 2007)


Table 4 Age by Gender

Male Female Grand Total

0 - 4 2536 2659 5195

5 - 9 2886 2135 5021

10 - 14 2467 2500 4967

15 - 19 2016 2881 4897

20 - 24 3033 2483 5516

25 - 29 2604 2233 4837

30 - 34 2605 1952 4557

35 - 39 2405 1737 4142

40 - 44 1348 1635 2983

45 - 49 1303 1516 2819

50 - 54 820 824 1644

55 - 59 755 511 1266

60 - 64 544 599 1143

65 - 69 457 706 1163

70 - 74 361 527 888

75 - 79 211 547 758

80 - 84 262 111 373

85 + 119 310 429

Grand Total 26732 25866 52598


Created on Friday, May 11,

2007

Statistics South Africa Web page: www.statssa.gov.za Statistics South Africa support: [email protected] Copyright © 1993-2007 Space Time Research Pty Ltd. All rights reserved.

(Please note that this information is based on community survey and is not used for planning purposes)

Table 5: Employment Sector in Modimolle L Municipality

Sector 2008 2009 2010 2010%

Agriculture, Forestry & Fishing 2318 1828 1481 8

Mining & Quarrying 80 68 76 0

Manufacturing 1667 1520 1467 8

Electricity, Gas & Water 100 107 101 1

Construction 1565 1530 1265 7

Wholesale & retail trade, catering &

Communication

5480 5216 5234 28

Transport, Storage & Communication 641 680 706 4

Finance, Insurance, real estate & business

services

1878 1868 1870 10

Community, Social & Personal services 3508 3499 3211 17

General Government 2733 2826 2967 16

Total 19970 19142 18380 100

Wholesale & Retail trade is absorbing the larger percentage of the labour force, followed by Community, Social

& Personal Services. This sector includes tourism and civil services. Civil service is the major contributor to our

economy since Modimolle is the regional hub of government.


Table 5: Income per Individual

Male Female Grand Total

No income 3901 6889 10790

R1 - R400 482 540 1022

R401 - R800 2655 2034 4689

R801 - R1 600 4274 2974 7248

R1 601 - R3 200 1677 742 2419

R3 201 - R6 400 1046 863 1909

R6 401 - R12 800 865 807 1672

R12 801 - R25 600 406 239 645

R25 601 - R51 200 235 158 393

R51 201 - R102 400 180 73 253

R102 401 - R204 800 83 33 116

R204 801 or more - - 0

Response not given 517 670 1187

Institutions 1214 492 1706

Grand Total 17535 16514 34049

Created on Friday, May 11,

2007


Table 6: Economic Production

GROSS VALUE ADDED PER SECTOR IN MODIMOLLE LM @ CONSTANT 2005 PRICES, R’m

Sector 2008 2009 2010 2010%

Agriculture, Forestry & Fishing 116 101 102 5.1%

Mining & Quarrying 21 17 20 1.0%

Manufacturing 126 113 114 5.7%

Electricity, Gas & Water 57 60 62 3.1%

Construction 63 62 62 3.1%

Wholesale & retail trade, catering

& Communication

350 328 334 16.6%

Transport, Storage &

Communication

299 312 326 16.6%

Finance, Insurance ,real estate &

business services

478 485 492 24.4%

Community, Social & Personal

services

100 98 98 4.9%

General Government 386 391 405 20.1%

Total 1996 1967 2015 100.0

The Modimolle local economy is relatively small, with an estimated total economic value of production of only

R2 billion or 2010 (at constant price).The biggest contribution is from the finance , insurance, real estate and

business service sector, which largely reflects the inputted rental value of land. Government is a significant

contributor to the local economy .The third largest contribution is from trading activities and tourism

destinations.


Table 7: Employment Status by Gender

For Person weighted, LIM365: Modimolle Local Municipality

Employment Male Female Grand Total

Employed 11521 7802 19323

Unemployed 1637 3189 4826

Not Economically

Active

2742 4734 7476

Grand Total 15900 15725 31625

Created on Friday, May 11, 2007

Statistics South Africa Web page: www.statssa.gov.za

Statistics South Africa support: [email protected]

Super CROSS. Copyright © 1993-2007 Space Time Research Pty Ltd. All rights reserved.

(Please note that this information is based on community survey and is not used for planning purposes)

0

10000

20000

30000

40000

50000

60000

70000

1 2 3 4

Series3

Series2

Series1

http://www.statssa.gov.za/


2. KPA 1: SERVICE DELIVERY & INFRASTRUCTURE DEVELOPMENT

Free Basic Services: Water Sanitation, electricity and Refuse Removal. The Free Basic Services are the services

that are provided by the municipality at no cost to the poor households as prescribed in the Indigent Policy.

The Municipality made provision of Free Basic Services such as Water, Electricity, and Sanitation according to the

indigent policy subsidised by the government which include 6kl of Water per month, 75kWh of Electricity per

month from 2009/10 and Refuse Removal per month free of charge.

Table 1: Provision of Water, Sanitation, Refuse Collection and Electricity 2011/2012

Service Total HH HH with Access

% With Access Total backlog % of Backlog

Water 19 804 18 654 94.19 1 150 5.81

Sanitation 19 804 14 840 74.93 4 964 25.07

Refuse Collection 19 804 18 000 90 1 804 10

Electricity 19 804 16 874 85.2 1 767 8.92 Source: MLM 2011/2012

Table 2: Provision of Free Basic Services 2011/2012

Municipality

Water Electricity Sewerage and

Sanitation

Solid Waste

Management

2008/20

09

2008/2009 2008/2009 2008/2009 2008/200

9

2008/2009 2008/200

9

2008/2009

Modimolle

Local

Municipality

2000

Beneficia

ries

R1,266,769.

00

2143

Beneficiarie

s

R

398,478.00

77 R

366,481.00

212

Beneficiari

es

R151,524.0

0

Source: MLM 2011/2012

2.1 Water Provision

Modimolle Local Municipality is a water service authority and has approximately 19,132 registered households.

The registered household’s water usage can be summarized as follows: (source: municipal finance system, 2011)

281hh are registered indigents with access to free basic services,

The farm dwellers water supply remains the responsibility of farm owners from the private

owners

Table 3: Provision of Water Services 2011/2012

Total No. Of HH Piped Water

inside the yard

Piped Water from

Access point outside

the yard

Piped Water inside

the dwelling

No access to piped

water

Other

2

2001

2

2007

2

2001

2

2007

2

2001

2

2007

2001 2

2007

2001 2

2007

2

2001

2

2007

1

2 410

1

5 826

5

948

6

982

1

539

4940 6

566

1 309 1

425

4

94

7

0

Source: Census 2001 & Stats SA, Community Survey 2007


Water Sources

Municipality Source

Surface Water Ground Water

Modimolle Local

Municipality

Donkerpoort Dam

Pipeline from Klipdrift

Purification Works

(Magalies Water)

Perdelaagte borehole in Modimolle

Mabaleng Borehole x1

Mabatlane Borehole x8

Donkerpoort water purification plant supply water to a part of Modimolle Town & Phagameng, as a result,

Magalies Water was appointed as service provider to supply the required amount to augment the latter. The

capacity of Modimolle reservoirs are currently at 24 mega litres, although there is a need for another 24 megalitres

storage facilities to ensure sufficient water supply for current and future development.

Actions have been identified to increase the capacity of the Donkerpoort dam for example:

Extend wall of Donkerpoort dam to increase the efficiency from 4mega litres to 6 mega litres.

Acquire generators for the dam to address emergency incidents (generator is used to run the plant in the

instance there is no electricity to supply reservoirs with water and to avoid the drying of the reservoirs).

Currently a water shortage exists in the Vaalwater area which solely depends on boreholes. In certain extensions

(part of Leseding Township Extension 1 and Extension 2) water carts are used (as reflection of the water shortage)

to supply the community with water. The reservoir, in Vaalwater is 3mega litres capacity. Although the MLM is

currently busy upgrading the water pipelines a water shortage still exist in the area. Sufficient water sources have

been identified on private farms in Vaalwater, but the land prices are high.

Table 4: Households Below Basic Level of Service/Backlogs-Water Provision

Municipality Households Below Level of

Service/Backlogs

Households Below Level of Service/Backlogs as

a Percentage

Modimolle Local

Municipality

1,425 4.5%

Source: COGTA, Basic Services Publication, (2009 Municipal Source)

2.2 SANITATION INFRASTRUCTURE

Modimolle waste water treatment plant is currently running at its full capacity of 3ML/day treating an average of

±4.5ml/d. The municipality is expanding the existing sewer treatment plant by another 3ML/day although it has

been indicated that the new expansions will still not address the full demand that currently exists. The existing

sewer capacities constrain future development in the municipality.

Vaalwater area is currently using oxidation ponds, but the ponds are over flowing which poses an environmental

challenge, especially in rainy seasons, due to the close proximity to the Mokolo River (±10m).

Alma presently has no waste water treatment plant. A total number of 480 hh in Alma and 400hh in Vaalwater

have a backlog respectively. The estimated cost for the development of waste water treatment plant is


approximately R9.2 million. Phase 1 is installing waste water mainlines in Mabatlane 210 HH will be connected

(Completed currently busy with phase 2). Phase 2 will start after Phase 1 has been completed.

Table 5: Service Levels-Sanitation Facilities

Municipality Flush Toilet (Connected to sewer)

Flush Toilet (with septic tank)

Dry Toilet Facility

Pit Toilet with Ventilation

Pit Toilet without ventilation

Chemical Toilet

Bucket Toilet System

None

Modimolle Local Municipality

9780 315 980 155 3614 136 34 813

Source: Stats SA Community Survey 2007

Table 6: Households Below Basic level of Service/Backlogs –Sanitation Facilities

Municipality

Households Below Basic

Level of Service/Backlogs

Households Below Basic

Level of Service/Backlogs as

a Percentage

Modimolle Local Municipality 1,425 4.5%

Source: COGTA, Basic Service Publication, (2009 Municipal Source)

2.3 ELECTRICITY SUPPLY

MLM is an electricity service provider and currently has a total of 23MVA capacity to supply the community.

Out of the 23MVA, Modimolle town has 20MVA of which its optimum utilisation is ±16MVA. The Vaalwater

area has a transformer of 3MVA and currently using 2.8 MVA. There is a need for additional capacity of

20MVA in Modimolle Town and 10 MVA in Vaalwater to enable further development. ESKOM provides

farming communities with electricity.

ESKOM is currently upgrading its site and intends to complete in July 2012. The municipality has intensions

to upgrade the internal capacity however it is challenged with lack of funds. DBSA has been approach with

application of a loan of ±R25m, whereas other option is to apply for a grant of ±R15m from Department of

Energy which the municipality had already explored through submission of a Business Plan.

Table 7: Energy Source for Lighting

Municipality Electricity Gas Paraffin Candles Solar Other

Modimolle Local

Municipality

13 370 28 313 3374 0 0


BACKLOG IN TERMS OF ELECTRICITY CONNECTIONS IS 2 555HH. THE MUNICIPALITY IS CURRENTLY PROVIDING FREE BASIC

SERVICE (FBS) TO 3 036HH.

2.3.1 Energy Efficiency Programme

The municipality strives to develop programme that seeks to promote principles of green energy as

encouraged to all energy consumers and suppliers through COP 17 South Africa 2011 resolutions. The


municipality has developed a draft Strategy on Energy Efficiency. The project will be implemented at

municipal level (distribution of products within Alma, Vaalwater and Modimolle-Phagameng areas).

Table 8: Households below Basic Level of Service/Backlogs – Electricity

Municipality Households Basic Level of

Service/Backlogs

Households Below Basic Level of

Service/Backlogs as a Percentage

Modimolle Local

Municipality

4,114 36.7%

Source: COGTA Basic Service Publication, 2011

4 HOUSING INFRASTRUCTURE

The municipality is characterised by townships, farms and informal settlements. The unemployment rate

increased rapidly during the focus shift due to the increase in evicted farm workers. The increasing housing

backlog in the municipality is a huge challenge. The current RDP housing backlog is approximately 4,500 units.

Most of the housing structures are mainly built out of brick and cement and informal settlements are 100% tin

houses. The municipality has developed a Housing Chapter which has to provide guide to the above mentioned

situation.

Table 9: Housing Types – Main Dwelling

Mu

nic

ipal

ity

Ho

use

or

Bri

ck s

tru

ctu

re

on

a s

ep

arat

e s

tan

d o

r

yard

Tr

adit

ion

al

dw

elli

ng/

hu

t/st

ruct

ure

mad

e o

f tr

adit

ion

al

mat

eri

al

Flat

in b

lock

of

flat

s

Tow

n c

lust

er/

se

mi-

de

tach

ed

ho

use

(sim

ple

x: d

up

lex

trip

lex)

Ho

use

/fla

t/ r

oo

m in

bac

k ya

rd

Info

rmal

dw

elli

ng/

shac

k in

ba

ck y

ard

Info

rmal

dw

elli

ng/

shac

k N

OT

in b

ack

yard

e.g

. in

an

info

rmal

/sq

uat

ter

sett

lem

en

t

Ro

om

/fla

t le

t n

ot

in

bac

k ya

rd b

ut

on

a

shar

ed

pro

pe

rty

Car

avan

or

ten

t

Pri

vate

sh

ip/b

oat

Wo

rke

rs’ h

ost

el

(be

d/b

ed

ro

om

Modimolle

Local

Municipality

8657

395

98

140

152

675

3518

1888

24

0

251

MLM GIS Survey 2009

Table 10: Housing – Type of main Dwelling

Type of Infrastructure No. HH

House or brick structure on a separate stand or yard 29231

Traditional dwelling/hut/structure made of traditional materials 936

Flat in block of flats 136

Town/cluster/semi-detached house (simplex: duplex: triplex) 219

House/flat/room in back yard 190

Informal dwelling/shack in back yard 2533


Informal dwelling/shack NOT in back yard e.g. in an informal/squatter

settlement 13070

Room/flat let not in back yard but on a shared property 2674

Caravan or tent 26

Private ship/boat -

Workers’ hostel(bed/room) 551

Other 35

Institutions 3000

Grand Total 52601

Most houses are formal structures with basic services. Informal settlements in Modimolle have

been formalised and receive basic services. The growth of informal settlements is increasing

housing demand, which has direct impact on provision of basic services.

Source: MLM GIS Survey 2011

2.4.1 The municipality is encountering challenges in terms of addressing housing backlog due to:

• Lack of well located, developable land for housing (most of the land which is well located and well

suited is privately owned and insufficient for housing subsidies),

• Under staffed town planning unit,

• Lengthy procedure in dissemination between Limpopo Provincial Government and Local authorities

regarding housing matters,

• Lack of housing integrated planning and development (housing will be constructed without road

infrastructure and connection plans to the main bulk sewer line), and

• The municipal sewer treatment plant is operating above its capacity and threatening new

developments.

• Renting and selling out of RDP Houses at early years by beneficiaries

• RDP which were allocated to minor whom are still under their parent support- which tends to

increase a number of un-occupied RDP and vandalized structure within the jurisdiction.

• Illegal occupation of RDP houses.

• Selling of RDP structures

• Illegal allocation of RDP houses.

• Wrongful allocation of RDP houses to people not qualifying for RDP’s

• Duplication of stands/ erf numbers when beneficiaries are registered.

5. Road Network System

Modimolle strategically located with close proximity to Pretoria, Polokwane, Lephalale, Groblersdal and

Lebowakgomo. Modimolle is accessible to the N1, that links Gauteng Province and Limpopo Province and

the R33 is a freight corridor that connects the east and the west. It is used mostly by trucks passing through

Modimolle to Lephalale Local Municipality. The road is very narrow and many accidents have occurred due

to the amount of trucks.

There is a plan to commission a feasibility study on the bypass road to Mookgopong/ Lephalale. The R101

road is a link that connects the south to the east and trucks are restricted to use this road. A fine of R10 000


is being stipulated for non-compliance. Trucks driving from Bela-Bela to Modimolle use the Eersbewoon

road that intersects with R33; it passes through Modimolle town and then proceeds to Mookgophong or

Polokwane using the R101. The two roads that link Modimolle town and Mabaleng are gravel roads, which

pose a challenge on our public transport system.

The existing road infrastructure within MLM’s jurisdiction comprise of both provincial, district and local

roads. In general, the road network within the municipal area consists of gravel, concrete blocks and

surfaced roads.

The existing municipality road network comprises of a total of 186,4km. It is of particular importance that

the bulk of the surfaced road network is still in a relatively good to fair condition (±85%) and subsequently,

with appropriate and timeouts intervention, the integrity of the majority of the existing surface road

network can be preserved.

Table 11: Road Conditions

Area

Description

Surfaced Roads

Length (m)

Gravel Roads Length

(m)

Concrete Block

Roads Length (m)

Total Roads

Length (m)

Modimolle 66,414.00 7,600.00 - 74,014.00

Phagameng 8,208.00 48,828.90 65,477.98

Mabatlane 8,740.00 34,112.80 940.00 43,792.80

Mabaleng - 3,094.90 - 3,094.90

Total 83,362.00 93,636.60 940.00 186,379.68

Total

backlog

7600m backlog on

maintenance 93 637

82940m 184 177m

Storm water

backlog

16 948m 90 540m 940.00

The lengths in the above table, excludes the road links within the various “private residential developments”.

Source: Modimolle Local Municipality, 2011

For practical purposes and based on the visual assessment of the soil conditions of the site, it is

recommended that block paving must be considered for the upgrading of all gravel roads to surfaced

standards. This is deemed to be the most cost-effective technical solution for various reasons, refer to

(Modimolle Road Master Plan):

6. Public Transport System

The MLM has four taxi ranks, one in Vaalwater (Mabatlane), two in Modimolle town and one in Phagameng.

The distance from Phagameng to Modimolle CBD is about 3.5km by which some people prefer to walk to

town. There is currently no taxi rank in Alma (Mabaleng) and most people are transported by private car

owners. Public transport to Alma from Modimolle town is currently being challenged by the District road

condition. The two access roads to Alma are district roads and currently gravel roads.

The railway line connecting the south to the north is currently active and are being utilised for both

passengers and freight goods. The railway link from Modimolle to Vaalwater (Mabatlane) is currently closed


and was previously used to transport agricultural products. The municipality is not a transport authority.

Currently MLM do not have a bus transport network. The existing transport network is adequate at this

time, although it should be noted that the network must be re-evaluated regarding proposed development.

7. WASTE MANAGEMENT

Land fill sites

The MLM has two licensed landfill sites, one in Vaalwater and the other in Modimolle/Phagameng, with a

total capacity of 320 000m³ and the total general waste collected is 840 000 m³. Currently there is a need to

relocate the Modimolle Town Land Fill Site as it is at close proximity to the newly developed extention 10

township. The legal status of both the land fill sites in Vaalwater and the Modimolle town is being

compromised.

The Vaalwater land fill site is compromised by the encroachment of Leseding Extension 2 and new Extension

3 development and Modimolle is compromised by the new Extension 10 development. The landfill site in

Vaalwater is being rehabilitated with the assistance of WDM. The District is currently considering the

establishment of a district wide landfill site. The municipality has identified a new Landfill site in Modimolle

and the process of establishment of the site is underway.

Waste Collection: Refuse Removal

Waste collection service is provided to 18 000 households including informal settlements. Farms and game

lodges dump in their private properties. Farmers are required to acquire legal environment certificate that

permits them to do dumping at a minimal scale in designated private areas. The backlog of refuse removal is

2000 and target for 2012/13 is 81165.

Table 12: Service Level – Refuse Removal

Municipality Removed by Local

Authority/Private

Company at least once

a week

Removed by

Local

Authority/Private

Company at less

often

Communal

Refuse

Dump

Own

refuse

Dump

No

Rubbish

Disposal

Other

Modimolle

Local

Municipality

8743 238 173 6082 591 0


Table 13: Households below level of service/Backlogs – Refuse Removal

Municipality Households Below basic Level of

service/Backlogs

Households Below Basic Level of

Service/Backlogs as a Percentage

Modimolle Local Municipality 2,000 10.4%

Source: StatsSA Community Survey 2007

8. COMMUNITY FACILITY AND SOCIAL AMINITIES

There is a need for an additional clinic to serve Ward 5 & 6. There is a need for community halls in Mabaleng

and Phagameng (ward 5& 6).


The municipality has a variety of community facilities namely:

6 municipal halls,

25 sport facilities

4 clinics,

2 hospitals, and

4 mobile clinics (Operating in the North and South of Modimolle.)

8.1 SCHOOLS

Modimolle Local Municipality has 19 Primary Schools, 7 Secondary/Middle Schools, 1 Special School and 1

Higher Learning Institution as indicated in Table 18 below. Most farm settlements have been affected by the

programme of merging of Primary Schools and people are vulnerable of not attending school. Due to the

lack of tertiary institutions in the municipal area; the youths are not likely to attend to post matriculation

education. It should also be noted that only one facility exists that caters for children with special needs.

There is a need for a High and Primary Schools in extension 10.

Table14: Education Institutions

Type of facility Number of

facilities

Backlog

Secondary 7 3

Special 1 1

Primary 19 1

Combined 10 2

Higher learning institution 1 1

Early Childhood Development

Center

8 9

Total number of facilities 38 8

Source: Department of Education, 2011

The municipality have a total of 543 educators which entails a 29.3 learner/educator ratio. A challenge that

should be addressed is limited services at schools. The following services are available at the 38 existing

schools:

Electricity: 37 (97.3%),

water: 37 (97.3%), and

Sanitation: 1 (2.6%).

Health facilities


Table 15: Distance Travel Time to Health Facilities

Population Percentage (%)

2.5 km (15 Minutes) 40465 58.8%

5 km (30 Minutes) 2964 4.3%

7.5 km (45 Minutes) 2537 3.7%

10 km (1 Hour) 1787 2.6%

12.5 km (1 Hr 15 Min) 2438 3.5%

15 km (1 Hr 30 Min) 2511 3.6%

More than 63% of the population is within 60 minutes from health facilities. For routine requirements, this

should be acceptable.

8.2 SAFETY AND SECURITY

It has been noted that the crime rate in MLM is very low although the municipality have only three police

stations (Modimolle, Rankinspass and Vaalwater). This is conducive for economic growth, especially in the

tourism and retail industry.

However, the Alma (Mabaleng settlement) is situated at ±15km away from the Rankin pass and ±30km

from Vaalwater Police stations). This further challenges social and security cluster communities for proper

planning. The Phagameng area has been provided with a satellite Police station; otherwise Phagameng

was at a radius of ±3.5 KM.

Table 16: Safety and Security Facilities

Area Police Station Satellite Station Magistrate court

Modimolle 1 1 1

Vaalwater 1 0 0

Alma 1 0 0

TOTAL 3 1 1


Table 17: Drive Times from Police Stations

Population Percentage (% )

0-15 Minutes 45334 65.9%


15 - 30 Minutes 8885 12.9%

30 - 45 Minutes 9419 13.7%

45 - 60 Minutes 4459 6.5%

1 Hour + 733 1.1%

Grand Total 68829 100.0%

Source: Modimolle Local Municipality internal records, 2012

The analysis shows that more than 79% of the population is within a 30 minute drive from a police station.

The most inaccessible areas coincide with the areas with high conservation potential and this also the most

sparsely populated areas. Satellite police station in Phagameng has been re-opened.

8.3 TRAFFIC AND LICENSING TESTING

There are two Vehicle testing stations in Modimolle whereby one is owned by the municipality and the

other is privately owned. The Vaalwater area is currently serviced by Provincial Department of Roads &

Transport with traffic control.

8.4 EMERGENCY SERVICES AND FIRE FIGHTING

Fire fighting is a District function and Modimolle Local Municipality is only providing the service at an

emergency level. The unit is currently understaffed. There is a need to establish an emergency

centre/satellite at Vaalwater to provide the service; however training programme is underway for newly

recruits at Vaalwater/Mabatlane area.

Table 18: Emergency Services and Fire Fighting

Area Ambulance services Fire & other emergency

service

Modimolle 1 1

Vaalwater 1 1

Alma 0 0

TOTAL 2 1

Source: Modimolle Local Municipality internal records 2010

The municipality have a total of 543 educators which entails a 29.3 learner/educator ratio. A challenge that

should be addressed is limited services at schools. The following services are available at the 38 existing

schools:

Electricity: 37 (97.3%),

water: 37 (97.3%), and

Sanitation: 1 (2.6%).


8.5 POST OFFICE AND AGENCIES

The Modimolle Local Municipality have two post offices and four retail postal agencies.

Table 19: Post Office and Agencies

Area Type of facility Grade of Facility

Modimolle Town Post office Levels

Vaalwater/Mabatlane Post office Unbranded

Alma/Mabaleng Retail Agency Retail Postal agency : Type C

Rankin’s Pass Retail Agency Retail Postal Agency: Type C

Kokanje Retail Agency Retail Postal Agency: Type B

Modimolle Uti Couriers Retail Postal Agency

Modimolle Local Municipality, 2011

The current postal services are strategically well located and sufficient for the existing demand within the

municipality.

These facilities must receive regular maintenance to ensure that the facility stays in usable condition.

8.6 MUNICIPAL LIBRARIES

A total of six libraries are located within MLM. Upgrading and expansion of the libraries are needed. An

increase in secondary schools can cause an increase in the usage of the libraries. Table 12 provide an

overview regarding the location of each library as well as the type of facility.

Table 20: Municipal Libraries

Area Type of Facility

Modimolle Town Main Library

Phagameng Branch Library

Kokanje Branch Library

Abraham Kriel Children `s home Book Deposit

Vaalwater Library


8.7 CEMETRIES

There are 6 Cemeteries, 0nly two are operational, and two were closed due to high water table (Phagameng

and Leseding). There is a need to identify new sites. Currently the management of all the cemeteries is

operating with 11 casuals. There is also a need for an electronic system for grave registration. There is no

official cemetery in Mabaleng.


8.8 MUNICIPAL BUILDINGS

The building of the Headquarters of the municipality is dilapidated and there is a need for a totally

construction of new offices. Meanwhile there is a need for office space; the municipality has renovated Old

Commando buildings to house most of the technical and social services functions. The Modimolle Beehive

Incubation Centre which is currently accommodating the LED Unit requires urgently renovations.

There is a need for a new roof for the library in Modimolle. There is also a need for new library buildings in

Vaalwater as well as Phagameng.

The community halls are leased to private and government institutions and are a source of revenue with

very minimal contribution to the municipal revenue.

8.9 INFRASTRUCTURE DEVELOPMENT AND BASIC SERVICE DELIVERY CHALLENGES

Ageing engineering infrastructure

Insufficient capacity of sewer plant for Vaalwater area

Lack of sanitation facility at Mabaleng/ Alma

Lack of capacity of electricity to accommodate current and future developments in Modimolle area

Insufficient budget for resealing, gravelling and maintenance of roads.

Inappropriate storm water drainage (Top surface storm water drainage)

Inadequate sport facilities.

Inadequate community facilities to serve (Mabatlane extension 4, Mabaleng and Phagameng Ward 5

and 6).

Lack of staff and equipment to carry out maintenance on community facilities.

Land earmarked for sport facilities at Mabatlane extension 4 is being invaded by informal settlements.

Lack of updated reading material at our libraries

Land for parks has been invaded by informal settlements, especially at Phagameng and Leseding.

Lack of equipment and machinery

Parks unit is understaffed and currently operating mostly with casual employees.

Two Cemeteries that are in operation are anticipated to reach their capacity in the next two years.

Sector departments not willing to pay leasing fees of community halls

Need of land for cemetery at Alma

Need land for future development

The municipality must apply for Land Fill Sites for Modimolle, Mabatlane and Mabaleng

Too many red tapes :( licensing: certain documents to be submitted to provincial departments for

approval).


Table 21: Service Delivery Challenges

Ageing infrastructure stifles development and service delivery

Culture of nonpayment of local communities.

Access to and the available of bulk water services is a serious challenge.

Sanitation

1127 household are without formal sanitation.

Electricity

Insufficient bulk water and electrical supply

Refuse Removal

Illegal dumping

Inadequate records are maintained of the quantities and types of waste collected and

disposed

Waste collection services are not provided to any rural, large number of resorts, lodges,

game farms and agriculture

Illegal refuse not collected regularly due to lack of transport.

No programmes to educate the community about the effect on dumping as well as littering

on the environment.

No waste management plan, as well as the environmental plan for the Municipality

Table 22: Service Delivery Health

SUB DISTRICT HOSPITALS CLINICS MOBILES COMMUNIT

Y HEALTH

CENTRES

Modimolle 1 *1 specialized 4 3

Implications

An application of a 5 km radius from each clinic suggests that a number of settlements are not well

provided with health facilities.

Such that most rural villages are located quite far from the health facilities i.e. beyond the twenty

kilometers of reach from hospitals and beyond five kilometers from clinics.

The need for the provision of either mobile or immovable clinics would need to be determined

within these settlements.


Table 23: Service Delivery Safety & Security

Location Level of service

Modimolle Modimolle Town – Main station

Vaalwater – Main station

Alma – Main station

Implications

The 2011/12 Modimolle Municipality IDP indicated Public Safety as a critical issue with the

following most prevalent crimes that have taken place in 2009:

Robbery with weapon other than firearm

Theft of motor vehicles

Indecent assault

Attempted murder

Burglary

Robbery aggravating

The need and location of future public safety facilities should be informed by the crime statistics and

the good road network to ensure that the emergencies are attended to efficiently.

8.10 BASIC SERVICE DELIVERY: ISSUES AND CHALLENGES

Lack of water resources.

Lack of bulk infrastructure (water, electricity, sanitation).

Ageing infrastructure in older towns.

Inadequate budgeting for operations and maintenance.

Overflowing of sewer plants

Utilisation of unlicensed Landfill Sites.

Sector planning is not coordinated and aligned to the municipal planning processes.

Inadequate capital funding for all infrastructure/service delivery.

Inadequate institutional capacity to respond to service delivery opportunities.

Inadequate intergovernmental integration and support

Poor water quality

8.11 ROADS INFRASTRUCTURE & TRANSPORT

Roads Infrastructure

Roads in the Modimolle Municipality area are adequately connected with National, Provincial, and District

Roads. The primary route network includes the N1, N11, R518, R572, R33, R510, R516, and the R101.

However, there is no direct route connecting the Limpopo Province and the North West Province. There is

concern on the rapidly degrading of many roads due to the increasing economic activities in the District

(increase in heavy vehicles with mining materials), and a lack of maintenance and rehabilitation.


In addition to the above roads, the local access roads are gravel and predominantly utilised by buses and

taxis. The condition of these roads is below standard. They require upgrading, improved storm water

management, lighting, parking, and other road furniture. There are also internal village streets and these are

generally in a bad state. Once the major roads have undergone general upgrading, attention can be given to

the upgrading the minor roads and management system.

There is no pavement management data, traffic data, etc. to prioritise the upgrading of roads. However, the

Road Agency Limpopo, South African National Roads Agency Limited, Limpopo in Motion, Limpopo 2020

Infrastructure Study, Public Transport Plan, and correspondence with the Transport Forum realised a list of

roads that should be prioritised.

Table 24: Priority Roads within District Growth Points

Description Distance (km)

Road No. Municipality

N11 to Modimolle to

Vaalwater to

Lephalale

235 P240/1

R571(P55/1,

P84/1, P198/1)

Mookhophong,

Modimolle, Lephalale

8.12 ROADS INFRASTRUCTURE & TRANSPORT ISSUE & ISSUES AND CHALLENGE

• Poor condition of roads.

• Recapitalization of unroadworthy taxis.

• Accidents.

• Poor storm water drainage systems

• Lack of transport facilities.

• Conflicts among taxi owners.

• Inadequate public transport facilities such as taxi ranks in local municipalities.

• Lack of shelters and ablution facilities.

• Heavy vehicles damaging roads in the local municipalities.

• Lack of parking areas in the municipal CBDs.

• Lack of pedestrian walk-ways in CBDs.

• Lack of funds for some locals to develop Road Infrastructure Strategies.

Table 25: Spatial Analysis

Nodes Settlement Growth and development prospects

2nd order

nodes

Modimolle

Modimolle is the focus of strong agriculture

activities and has a clear services centre role in

the Waterberg. It has the potential of to

develop more as a tourism support centre and a

gateway to the heart of Waterberg Biosphere.


8.12 SPATIAL - CHALLENGES

Delayed restitution of land

Existence of racial settlements defeating principles of integration settlements

Lack of integration of developmental planning for stakeholders

Lack of funding

Difficulties of acquiring land for developments

Inadequate staff compliment to deal with spatial and land use management to read inadequate staff

compliment to implement spatial and land use management

Inadequate land for development.

Poor planning in rural areas due to poor implementation of land use management scheme.

Illegal subdivision of agricultural land.

Inadequate strategies for biosphere management.

Poor community participation on land use planning.

Inadequate staff compliment to deal with spatial and land use management.

Dismantling of racial settlement in municipalities.

Delays in transfer of land

Shortage of planning skills

Table 26: Environmental Analysis- Challenges

Issue Detail

Sanitation Modimolle and Bela- Bela experience a lot of overflowing sewage due to

aged infrastructure

Overflow of inadequate capacities of facilities

Lack of focused unit for environment function

Harvesting of

firewood

Modimolle experiences high usage of firewood for cooking and heating

Water quality Most of the rural communities rely on borehole s / bulk storage for water

provision.

The aged /old infrastructure has a negative impact on the quality of water

especially the chemical content. This usually happens in Bela- Bela and

Modimolle


KPA 2: LOCAL ECONOMIC DEVELOPMENT (LED)

1.1 Background

Modimolle has an approved LED Strategy 2009. The strategy has indicated that Modimolle Local Municipality

has a Tress Index of 51.7 %, which it is a clear indication that the economy is neither diversified nor

concentrated. The economy is reliant on more than one sector and thus not vulnerable to external impacts.

Agricultural Sector is the most comparative sector with a high local quotient. This implies that the sector is

serving needs beyond the sector, which is exporting goods and services from this sector.

Mining, Utilities and Government Services have a low local quotient; this implies that local needs are not being

met by residents sector. The municipality is importing goods and services in these sectors. See Annexure A: LED

Strategy

LOCAL ECONOMIC DEVELOPMENT

Table 33: Local Economic Development – Agricultural Activities

Municipality Crop Fruit Vegetables LIVESTOCK;POULTRY&

PIGGERY

Modimolle Cotton

Maize

Millet

Tobacco

Paprika

Sorghum

Lucerne

Cowpeas

Groundnuts

Wheat

Jug beans

China beans

Sunflower

Citrus

(oranges)

Peaches

Table

Grapes

Potatoes

Tomatoes

Cabbage

Carrots

Onions

Cucurbits

(the

pumpkin

type)

Brahman, Nguni,

seminarian

Tulip, Bonsmara,

Drakensberg

And Simmental.

Sheep: Doper, Samara

and

Van Rooyen.

Goats: Boer goats,

Poultry: New

Hemisphere

white leghorns

Astrologers,

Potchefstroom Kooks,

Black leghorns.

Piggery: Large white,

Minnesota and Lindros


1.8 LOCAL ECONOMIC DEVELOPMENT - CHALLENGES

LED CHALLENGES

A need for funding for capital projects

A need to coordinate with other role players

A need for investment retention strategy

A need for industrialisation strategy

Limited land for LED Projects

A need to accelerate the establishment of cooperatives

A need to develop tourism strategy

Employment database


KPA 3: FINANCIAL VIABILITY

The purpose of this section is to provide financial viability of MLM within financial framework, legislation

and reviewed financial policies. Municipal budget is compiled in terms of the Municipal Finance

Management Act (MFMA), 56 of 2003. MFMA provides an environment which ensures sound and

sustainable management of the financial affairs of a municipality and establishes treasury norms and

standards for the local spheres of government.

3.1 Financial Policies

Financial policies ensure good governance and financial viability. These policies provide a framework within

which the municipality should operate in order to sustain, maintain, and provide service delivery and equal

opportunities for its communities.

3.2 Debt collection and credit control policy

The objective of this policy is to provide credit control and debt collection procedures and mechanisms. The

municipality has taken the initiative to vigorously hand over debtors to legal department to reduce the debt.

The municipality is encountering challenges in implementing this policy due to the lack of personnel. It is

again costly to hand over debts of minimal amount such as R500 since legal fees are more than the debt.

The policy further makes provision for indigents, which is consistent with its rates and tariff policies. The

policy also outlines powers to restrict or disconnect supply of service, service level agreements, disputes,

extension of payments, change to pre-pay and penalties.

3.3 Indigent Policy

An indigent household is where a verified total gross monthly income of all occupants over 18 years of age

does not exceeding the amount equal to twice the annual state pension as approved by National

Government such other amounts as the council may from time to time determine such households qualify

for subsidy on property rates and service charges for sewerage and refuse removal not less than a rebate of

50% on monthly amount billed and will additionally receive 6kl of water and 75 kWh of electricity per month

free of charge.

Only households where the accountholder or property owner has registered as indigent in terms of the

municipal annual registration programme, and whose registration has been accepted and entered into the

register of indigents shall qualify for the above concessions. Currently the municipality has registered 5050

indigent households.

The objective of this policy is to ensure that indigents receive at least basic municipal services. The

verification of indigent status is a challenge. The municipality has established the Indigent function with two

full time personnel (Indigent Officer and Indigent Clerk) who will be implementing necessary mechanism of

verifying and updating the register

3.4 Supply Chain Policy

Supply Chain Management policy is developed within the legislative framework of, the Constitution of SA,

MFMA, PPP Framework Act of 2000(Act No 5 of 2000), Broad based Economic Empowerment Act (Act No 53

of 2000). It outlines procurement processes within the municipality. Among others, it outlines the

competencies and delegations of the committees and officials that manage the procurement process, such

as the evaluation and adjudication committees, the CFO, the Municipal Manager ; Divisional Manager:

Supply Chain Management and Supply chain/ procurement officers.

The Supply Chain Management policy is linked to the asset policy and easy to keep records concerning

assets and there is a database register which is updated quarterly and procedure manual in place.


3.5 Cash and Investment Policy

The investment policy aims at gaining optimal return on investments without incurring undue risks, during

those periods where cash revenues are not needed for capital or operational purposes. The Investment

policy is dependent on the accuracy thereof together with the cash management programme which must

identify the amounts surplus to the municipality’s needs, as well as the time when and period for which such

sources are surplus.

3.6 Fraud Prevention and Anti Corruption Policy

This policy intends to set down the stance of the municipality to “Fraud” as well as to reinforce existing

systems, policies, procedures, rules, and regulations and regulations of the municipality aimed at deterring

prevention, detecting, reacting to and reducing the impact of fraud.

Currently the municipality has established Customer care unit which handle as well Presidential and Premier

hotline matters. The unit is provided with at least 3x personnel. The installed CCTV cameras, contracted

physical security and installed a palisade fence around the municipal main building has contributed in

reducing fraud and corruption activities. The other municipality centres have as well improved fencing and

contracted physical security; such enables proper control and accountability to municipal asserts.

3.7 Provision of Bad Debt Policy

Purpose of this policy is to ensure that collection of debt remains cost effective and Written-offs is

authorized at an appropriate time by Council. This policy must be implemented in line with Debt Collection

and Credit control Policy. All collections must be exhausted before any account is considered to be written-

off. No account should be written off where services are currently being rendered. Cut-off procedures

should be instituted in line with the policy.

4. Revenue Sources

The main sources of a budget for MLM are grants and internal sources:

Water

Electricity

Rates and taxes

Property operating transfers

Investment

And business rates).


Table 34: Revenue sources in MLM

Revenue Source

Water Utilised

Electricity Utilised

Property rates Utilised

Refuse removal Utilised

Private dumping at land fill sites Not utilised

Sewerage Utilised

Parking Not utilised

Recreational and sporting facilities Utilised

Licences (vehicles , learners & drivers) Utilised

Business Levy Not utilised

Source: Internal Municipal System

Among others Modimolle is experiencing challenges in term of revenue enhancement. Table in above

outlines revenue sources utilised in municipality and those that are not utilised. Currently there is no

revenue enhancement strategy in place, but provision has been made in the implementation of a

Municipal Turn-Around Strategy.

5. Financial Challenges

Revenue collection.

Most of the customers are indigent and no indigent verification system.

Financial System not compliant with GRAP

Lack of compliance with Supply Chain Policy

Asset management not centralized

Inadequate organizational structure as a result there is no segregation of duties.

CFO post is vacant.

Lack of Project and financial management: No correlation of project progress and payment

claims.


KPA 4: Good Governance and Public Participation

This KPA provides an overview of the systems and committees in place that promotes and encourages

good governance and public participation.

1. Good Governance

Audit committee:

The Audit committee has been established and comprises of the Municipal Manager and three

members who are not employed by the municipality. The committee meets quarterly and reports

directly to the municipal council. The committee liaises with the Internal Audit unit which reports

functionally to them and administratively to the Municipal Manager.

An approved Risk Based Audit plan has been developed to ensure compliance with MFMA.

Management developed Audit Recovery plan (ARP) and it is coordinated and facilitated by the audit

unit, to ensure that all Auditor General’s queries are addressed. Quarterly reports on ARP are done to

monitor the progress or performance of planned mitigations.

Internal Audit Unit: The unit is established in terms of Section 165 of MFMA. The unit is

understaffed and currently utilising the capacity of the following: 2x permanent, 1x intern and

1x risk Management intern

Performance Audit Committee: The committee has been established; it is responsible for

performance issues and it reports to council. It comprises of 3x individuals not being in the

employ of the municipality. The Performance Audit Committee is a section 79 committee and it

meets on quarterly basis.

Municipal Public Account Committee: The committee has been established in terms of

National Treasury guidelines and comprises of appointed municipal councilors. It reports to

council. The MPAC’s role is to oversee the accountability of the municipality on public finances.

2. Portfolio committees: Roles and responsibilities are as outlined in the Municipal Structures

Act, 32 of 2000. The municipality has 5 portfolio committee meetings on a monthly basis

3. The committees are as follows:

o Financial

o Technical,

o Corporate

o Social and community services

o Planning & Economic Development

4. Functionality of ward committees:

The municipality has eight wards and eight ward committees that meet on a monthly basis. Corporate

services provide administrative support to ward committees, among others, coordination of meetings,

taking of minutes and logistic arrangements. A monthly allowance of R1 000.00 is paid to ward

committee members on monthly basis.

5. Communication strategy:

A communication unit has been established and is currently under-staffed. The role of this unit is to

ensure that there is proper internal and external communication. The municipality has an approved


communication strategy in place which is reviewed annually. The strategy identifies appropriate and

effective mechanisms of communications. It ensures that communication is in line with the municipal

legislative framework. It also emphasises on issues of protocol or line authority; identifies all structures,

forums and committees and outlines the flow of information between these structures. Amongst

others, the strategy ensures that all stakeholders share information for proper planning.

Internal stakeholders:

Councilors and Officials

Intermediary stakeholders:

o CDWs.

o Ward Committees

o National Youth Development Agency

External stakeholders:

o Community of MLM,

o Private sector, and

o Government sectors.

Table 35: Communication Model


Various challenges exist regarding the interactions between stakeholders. In order to improve

the above indicated communication model, the municipality must address these challenges

immediately.

6. Information Technology Challenges o Understaffed,

o Outdated operating system (provide limited technical support),

o Lack of network security,

o Lack of disaster planning,

MLM: Information Technology

Centre

Community: Issues of concern are raised by

ward and ward committees

Ward Committees: Monthly meetings with local

communities

CDW: Utilised in community

programmes for awareness or data

Government Sector Private Sector Media


o Poor cabling in data centre,

o Lack of power supply, and

o IT is not fully centralized.

7. Institutional Risks

a. The Risk Strategy and Policy are in place. A risk management plan has been

developed and most IDP objectives are at the risk of not being implemented as

intended due to the following:

i. Lack of budget,

ii. Lack of technical personnel,

iii. Inadequate organizational design,

iv. Lack of skills and training,

v. Negative environmental impact,

vi. Dilapidated infrastructure,

vii. Lack of economic growth due to infrastructure capacity, and

viii. Lack of management of personnel’s movement

8. PUBLIC PARTICIPATION

Public participation is being undertaken within the MFMA 56 OF 2003 and MSA 32 OF 2000. Public

participation strategy is integrated within the communication strategy. The development of IDP,

Budget and Sector plans are conducted within legislative structure. Coordination and awareness of

meetings or any other engagements with the community are done through advertising in news

papers, distribution of notices and publishing on radio stations.

Public participation strategy outlines the roles of politicians and officials in relation to the KPA. The

Municipality System Act, 2000 17(1) and 18

8.1 Needs Identified per Ward IDP during Public Participation

The Ward based meetings were coordinated by the IDP office with the focus on the identification of

ward needs. Communities were invited through the media and the dates of the meeting were

advertised in both national and local news papers. The meetings were chaired by respective ward

councillors. Figure 2 provides a short description of the needs per ward, as indicated during the

above described meeting. The meetings were held per approved process plan 2011/12.


Table 36: Needs per Ward

WARD 1

1 COMMUNITY NEEDS PRIORITY

NO.

PROGRESS REPORT BUDGET FINANCIAL

YEAR

1.1 Upgrading of

Electricity

2012

1.2 Need for play ground

and park

2012

1.3 Upgrading of sewer/

Connection of sewer

2

2012

1.4 Building of schools

2012

1.5 Dustbins for every

household

1.6 Taps for every

household

5

2012

1.7 Street Lights

2013

1.8 Side walk pavement

2011

1.9 RDP Houses needed

1.10 Storm Water Control 6

2012

1.11 Street Names

1.12 Fence for grave yard

2012

1.13 Big dustbins

2012

1.14 Cleaning of streets

(sweepers)

1.15 EPWP Programmers

and other Woman

Empowerment

Programmers

3

1.16 Need for Church Sites

2011

1.17 Need for Dumping site

2011

1.18 Need for Stadium

2011

1.19 Need Fire Station

1.20 Street Names 2013


1.21 Need for Library

2013

1.22 Upgrading of water

quality

2011

1.23 Need for Agri Hubs 4

2013

1.24 Community By-Law

awareness

2012

1.25 Visible policing

2011

1.26 Bursaries and back to

school campaigning

2012

1.27 Need Land 1

1.28 Crèche Site


WARD 2

No COMMUNITY NEEDS PRIORITY

NO

PROGRESS REPORT BUDGET FINAN

CIAL

YEAR

1.1 Do away with

communal taps and

install taps in every

yard

1.2 Need a clinic closer to

the community as the

one existing is very far

1.3 Need for electricity

1.4 Need for hall

1.5 Need for crèche

1.6 Land for relocation

1.7 Tarring the main road

to Mabaleng

1.8 Paving of all streets at

Mabaleng

1.9 Need for taxi rank

1.10 Satellite police station

1.11 Land for stock

1.12 Equipment for farmers

1.13 Sport facilities at

Mabaleng

1.14 Fence for school and

sports facilities

1.15 The municipality to

assist with sponsorship

in terms sports

1.16 Job Creation

1.17 Needs for Library

1.18 The woman of

Mabaleng needs the

municipality to assist

them with establishing


Chicken project to help

eradicate poverty.

1.19 The woman of

Mabaleng needs the

municipality to assist

them with establishing

Chicken project to help

eradicate poverty.

1.20 Need for water tap

and toilet at the

cemetery

1.21 Mobile toilets, Shades

and Chairs for the

pensioners at the pay

point venue.

1.212 Proper transport for

school children

1.23 Need for crèche at

Boschdraai

1.24 Needs for toilets

1.25 Need for public

phones

1.26 Fencing of graveyard


WARD 3


NO.


YEAR

1.1 Integrated Sports

Facilities

6

1.2 Liquor Act Enforcement 7

1.3 Community Library 7

1.4 Additional Primary

School

1

1.5 Bursaries for

Matriculates

1

1.6 Water Purification

Plants

1

1.7 Satellite LED Office 14

1.8 Land for settlement

development &

Agricultural Land

2

1.9 Fencing old Community

Hall

4

1.10 Water & Electricity at

the old Community Hall

3

1.11 Ramps in municipal

building

8

1.12 Fence for grave yard 9

1.13 Need for Dumping site 10

1.14 Closing of water

channel in front of

Sentra and Pep Store

11

1.15 Market Stalls 13

1.16 Beautification of

Vaalwater

1.17 Storm water control ext

2 next to ZCC church

2

1.18 Early childhood

development Center

13

1.19 Expansion of Sewer line 5

1.20 Need for Church Sites 6


WARD 4


NO.


YEAR

1.1 Creating two-way

communication with the

public

1.2 Maintaining and

upgrading of Boschoff

park on regular basis

and building of some

more parks for the

community.

1.3 Provide information on

how white communities

apply for RDP houses.

1.4 Provide information on

how white communities

apply for indigents

services.

1.5 The Muslim community

request land in

Phagameng to erect a

church for the local

Muslims who can’t

afford attend church in

town

1.6 Need for Street Lights

1.7 Upgrading Sewer

Treatment Plant

1.8 Adding another security

camera - Thabo Mbeki

street


WARD 5

No COMMUNITY

NEEDS

PRIORITY

NO.

PROGRESS REPORT BUDGET FINANCIAL YEAR

1.1 Street lights in

Extension 9.

2011

1.2 Improving of water

shortage and

quality.

2012

1.3 Eradication of illegal

squatting.

1.4 Upgrading of

electricity voltage.

1.5 Electrification of

extension 10

1.6 Request for Street

Lights in Extension 9

1.7 Maintenance of

gravel road in

Extension 10

1.8 Application of

Indigent Policy.

1.9 Rehabilitation of

dumping site in

extension 10

(closure)

1.10 Rehabilitation of

Burrow Pits in Ext

10

1.11 Economic

Development to

alleviate poverty

and unemployment

1.12 Request for Satellite

Police Station at

extension 10

1.13 Request for schools

at extension 10

1.14 Request for clinic at

extension 10

1.15 Watering of gravel

roads


WARD 6


No.


1.1 Upgrading of the local

Library at the municipal

building.

6

2012

1.2 Shortage of water 1

2011

1.3 Request for sports

facilities.

9

1.4 Revival of the Youth

desk unit.

5

2011

1.5 Community

participation in

formulation of By-Laws.

4

1.6 Monitoring of

allocation of RDP’s.

10

2012

1.7 Job Creation 3

2012

1.8 Enforcement of health

by-laws on spaza shops

8

2011

WARD 7


No.


1.1 Publishing of IDP

documents for

comments

1.2 Need for ward based

planning

1.3 Putting up of Technical

Information signs at

projects site.

1.4 Need for all the streets

to be paved especially

Phelindaba street.

1.5 Upgrading of the

Library.

1.6 Upgrading of Sports

facilities.

1.7 Requesting the

Municipal Manager and

the Mayor to come up

with a sports

programme for the

youth (Mayor’s

Games/Municipal

Manager’s Games).

1.8 Request the

municipality to


negotiate with all

departments in

Modimolle to employ

local community in case

of jobs that only

requires skills.

1.9 Upgrading of the

community hall into a

multipurpose facility

1.10 Municipal Bursaries

must be compulsory for

scares skills in our

community.

1.11 Trees which were

planted by the

municipalities must be

removed as their roots

are starting to affect

houses.


WARD 8


No.


1.1 Paving of Peet Van Der

Schyff and Ad Diedericks

Streets in Hospital view.

1.2 Monitoring of manholes.

1.3 Fencing of Hagen Street

Park.

1.4 Development of Hans

Campher for middle

income housing.


WARD 9


No.

PROGRESS

REPORT

BUDGET FINANCIAL YEAR

1.1 Provision of

households refuse

bins.

8

2012

1.2 Request for Speed

Hump next to Rems

shop. Ward 9

9 2012

1.3 Request for the

municipality to do

regular maintenance

at the old bottle store

next to the taxi rank.

5

2012

1.4 Request for Clinic in

each Ward cause the

one Clinic in Ward 6 is

not enough for the

growing community of

Modimolle.

4

1.5 Paving of all Freedom

Park Streets.

1 2011

1.6 Need Street Lights at

Freedom Park.

2 2011

1.7 Request lights next to

the Cemetery.

6 2012

1.8 Request street names

at Ext 10.

1.9 Request for the old

Clinic to be

refurbished.

7 2012

1.10 Upgrading of streets

and storm water

control

3 2012


General concerns of the communities of Modimolle Local Municipality are access to basic services for example

water, sanitation, roads, storm water drainage etc. Housing is a provincial (DLGH) competency, and as a result it

is challenging for the municipality to develop short-term strategies to address housing challenges on the quality

of houses provided.


Table 37: Identification of Priority Needs per KPA

KEY PERFORMANCE AREA (KPA) RATING KEY PERFORMANCE INDICATOR (KPI)

KPA 1: Infrastructure Development and Basic Service Delivery

Water& sanitation Electricity Solid waste Cemetery Roads & storm water

KPA 4: Institutional Development and Transformation

Review of organogram,

New posts’ Job Descriptions Recruitment & selection Succession plan and appointments Development of Public Participation strategy

KPA 3: Financial Viability Establishment of financial system to ensure GRAP compliance

KPA 2: Local Economic Development

Conceptualisation of Local Economic Development

KPA 6: Spatial Rational Application of Land use strategies/policies

KPA 5: Good Governance and Public participation

Clean Audit Public participation

Ratings 5: most prioritised; 4: second priority; 3: third priority; 2: fourth priority; 1: fifth priority

9. Municipal Priorities

Table 38: Priorities from a Community Perspective forwarded during Public Participation held in September 2011.

No. PRIORITY ISSUE AFFECTED WARDS NUMBER OF VOTES (“X”)

AGGREGATION “X”x100 8

1. Electricity 1,2,5,8 4 44.4%

2. Crime Prevention, Security & Safety 2,4 2 22.2%

3. Land and Cemeteries 1,2,3,5 4 44.4%

4. Roads & Storm Water 1,2,3,5,9 5 56%

5. LED & Unemployment 1,2,5,6,7,9 6 67%

6. Water & Sanitation 1,2,3,4,6 5 56%

7. Housing 1,2,3,5,6 5 56%

8. Health & Welfare 5, 1 11.1%

9. Community Facilities 2,3,5,6 4 44.4%

10. Communications 1,2,5,7 4 44.4%

11. Transport & Traffic Control 2,3,5,8 3 33.3%

12. Institutional Arrangements 8,5,7 3 33.3%

13. Education 3,5 2 22.2%

14. Sports Arts & Culture 1,2,3,4,6,8 6 67%

15. Solid Waste & Environmental Management

1,3,5 3 33.3%


10. Good Governance and Public Participation Challenges (GGPP)

Challenges per GGPP are outlined as follows:

Engagement of CDWs in Public participation not fully utilized.

Lack of public participation strategy

The IT network system is not fully centralized.

IT unit is understaffed.

AG-Mitigation plan not fully achieved.

Non-existence or establishment of Municipal Remuneration Committee which its role will be to assist

council with the determination and recommendations of best options on remuneration for section

57managers.


KPA 5: INSTITUTIONAL DEVELOPMENT AND TRANSFORMATION

KPA 2 outlines current institutional arrangement, capacity and challenges.

The Municipality Local Municipality is a category B municipality, which signifies that the jurisdiction of the

municipality is outlined in terms of the Municipal Demarcation Act. The municipality consists of an administrative

and political structure, which are established and assigned responsibilities, powers and functions as outlined or

guided by the Municipal Structures Act, 32 of 2000.

5.1 Municipal Organizational Structure 2012/13

The political structure consists of four full-time councilors; those are the Mayor, the Speaker, Chief Whip and 1x

member of EXCO. They form the Political Management Team together with the Municipal Manager. The Speaker

chairs the Council meetings and the Mayor chairs the Executive Committee meetings. The administrative

structure consists of six departments which report directly to the Municipal Manager, namely, Planning &

Economic Development, Corporate Services, Technical Services, Social and Community Service, Budget &

Treasury and Office of the Municipal Manager. The Head of Department, as indicated below, reports directly to

the Municipal Manager. The units established at a lower level that report directly to the Municipal Manager are

as follows:

Internal Audit

Risk Management

Mabatlane Management Area

Table 39: Municipal Powers and Functions

Function Responsible Department Definition

Local Tourism Planning and Economic

Development

The promotion, marketing and, if applicable, the development, of

any tourist attraction within the area of the municipality with a view

to attract tourists; to ensure access, and municipal services to such

attractions, and to regulate, structure and control.

Municipal Airport Finance A demarcated area on land or water or a building which is used or

intended to be used, either completely or in part, for the arrival or

departure of aircraft which includes the establishment and

maintenance of such a facility including all infrastructure and

services.

Municipal Planning Planning and Economic

Development

The compilation and implementation of an integrated development

plan in terms of the Municipal Systems Act.

Municipal Public

Transport

Technical Service: Public Works The regulation and control, and where applicable, the provision of:

services for the carriage of passengers, whether scheduled or

unscheduled, operated on demand along a specific route or routes

or, where applicable, within a particular area.

Storm Water Technical Service: Public Works The management of systems to deal with storm water in build-up

areas.

Trading Regulations Social and Community Services: The regulation of any area facility and/or activity related to the


Traffic Control trading of goods and services within the municipal area not already

being regulated by national and provincial legislation.

Water (Potable) Technical Service: Water &

Sanitation

The establishment, operation, management and regulation of a

potable water supply system, including the services and

infrastructure required for the regulation of water conservation,

purification, reticulation and distribution; bulk supply to local supply.

Sanitation Technical Service: Water &

Sanitation

The establishment, provision, operation, management, maintenance

and regulation of a system, including infrastructure, for the

collection, removal, disposal and/or purification of human excreta

and domestic waste-water to ensure minimum standard of service.

Local Amenities Technical Service: Town

planning

The provision, management, preservation and maintenance of any

municipal place, land, and building reserved for the protection of

places or objects of scenic, natural, historical and cultural value or

interest and the provision and control of any such amenities.

Local Sport Facilities Community and Social Services:

Parks, sports & recreation

The provision, management and/or control of any sport facility within

the municipal area.

Markets Corporate

Community and Social Services:

Traffic control

The establishment, operation, management, conduct, regulation

and/or control of markets other than fresh produce markets

including market permits, location, times, conduct etc.

Municipal Parks and

Recreation


Parks, sports & recreation

The provision, management, control and maintenance of any land,

garden or facility set aside for recreation, sightseeing and/or tourism

and include playgrounds, but exclude sport facilities.

Municipal Roads Technical Service: Public Works The construction, maintenance and control of all public roads.

Noise Pollution Technical Service: Town

planning

The control and monitoring of any noise that adversely affects the

well-being of human health or the eco-system that is useful to

mankind, now or in the future.

Public Places Planning and Economic

Development


Traffic control

The management, maintenance and control of any land or facility

owned by the municipality for public use.

Refuse removal,

refuse dumps and

solid waste disposal

Community and Social

Services: Waste

management

The removal of any household or other waste and the

disposal of such waste in an area, space or facility established

for such purpose, and includes the provision, maintenance

and control of any infrastructure or facility to ensure a clean

and healthy environment

Street Trading Community and Social

Services: Traffic control

The control, regulation and monitoring of the selling of goods

and services along a public pavement or road reserves.

Street Lighting Technical Service: Electricity The provision and maintenance of lighting for the illuminating

of streets.


Traffic and Parking Community and Social


The management and regulation of traffic and parking within

the area of the municipality including but not limited to, the

control over the operating speed of vehicles on municipal

roads.

Municipal Public

Works

Technical Service dept:

Public Works

Any supporting infrastructure or services to empower a

municipality to perform its functions

Amusement facilities

/Beaches


Services: Parks, Sports &

Recreation

A public place for entertainment. The area for recreational

opportunities and facilities along the sea shore available for

public use and any other aspect in this regard which falls

outside the competence of the national and provincial

government.

Billboards and the

display of

advertisements in

public places

Corporate Services:

Communication

The display of written or visual descriptive material, any sign

or symbol or light that is not intended solely for illumination

or as a warning against danger which: promotes the sale and /

or encourages the use of goods and services found on the

streets.

Cemeteries, funeral

parlours and

crematoria


Services: Parks, sports

&recreation

The establishment; conduct and control of facilities for the

purpose of the disposing of human and animal remains.

Cleaning Community and Social

Services: Waste

management

The cleaning of public streets, roads and other public Open

spaces either manually or mechanically.

Control of public

nuisance



The regulation, control and monitoring of any activity

Building regulations Planning & Economic

Development (Town

Planning)

The regulation, through by-laws, of any temporary or

permanent structure attached to, or to be attached to, the soil

within the area of jurisdiction of a municipality, which must at

least provide for: approval of building plans, building

inspections.

Electricity Reticulation Technical Services:

electricity

Maintenance of the electricity reticulation network, bulk supply

of electricity which includes for the purposes of such supply, the

transmission, distribution and where applicable, the generation

of electricity and regulation control.

Source: Municipal Demarcation Board, 2011

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Table37: Municipal Structure, 2012/13


Each of the municipal departments identified above has various municipal powers and functions.

Municipal Manager

Finance Social and Community

Service

Technical Services Corporate Services Planning & Economic

Development

Manager: Office of the

Mayor

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5.2 Institutional Framework

Institutional activities are done within a framework of the Constitution of RSA, Acts and policies.

Various Policies exist within the municipality which focuses on the development of an equal and fair

working environment for all employees. These systems can be summarized as follows:

5.2.1 Employment Equity:

The municipality has an approved Employment Equity Plan, which focuses on addressing issues of

equitable representation for both gender groups and disabled people.

5.2.3 Previously Disadvantaged:

The municipality focuses on employing both previously disadvantaged individuals (70%) as well as

previously advantaged individuals (30%) in order to provide equal opportunities to all people.

5.2.4 Women

29% of the total staff is female. The is currently no female from the six posts for Section 57

Managers; and 2 female and 16 male divisional managers. The posts for Chief Financial Officer,

Manager Technical Services and Manager Planning and Economic Development (all Section 57) are

vacant. These vacancies were advertised and numerous applications were received. It is expected

that these critical posts be filled before the end of April 2012. An annual report is submitted to the

Department of Labour and challenges remain in reaching the targets set to appoint disabled persons.

5.2.5 Skills Development Facilitation:

The current Skills Development Policy in MLM provides the following support:

o external study grant,

o study bursary policy,

o employee study bursaries, and

o Implementation of training committee.

The Workplace Skills Plan (WSP) consists of an Annual Report and a Training Plan. Development plan

was approved and implemented follows:

Table 38: Training Achieved in 2011/12

Programme Training Provider Duration Number of beneficiaries

CPMD Wits Business School 1 year 6 months 2

Legislative drafting Department of Justice 5 days 1

Waste Management Monarch Training 2 days 1

HIV/AIDS Counseling Department of Health 5 days 3

Risk Based Auditing IIASA 5 DAYS 1

EMLDP University of Pretoria 1 year 2

SDBIPs AFROEC 2 days 1

Office Administration Tsebo Sechaba Training Solution

2 days 12

Basic Computer Literacy FET Lephalale College 6 weeks 7

Education Training and Development

University of Johannesburg 1 year 4

MFMA University of N.W 1 Year 6 months 3

Advance Computer Literacy FET Lephalale College 1 day 2

Occupational Health & Safety Representative (OHSR)

Trauma EMS Training 15


Supply Chain Management (SCM)

Bucks Consultant Trading 5cc

12

No. training/courses: 14x

No. of Learners: 66x

The Annual Report and Training Plan had been submitted to the Local Government Sector Education

& Training Authority (LGSETA) before the end of June each year. The SETA proportionally refunds the

council on the training expenses incurred the previous year. Further challenge being that internal

financial system does not return the training expenses after reimbursed by SETA back to HR votes.

5.2.6 Internal Audit:

The internal audit plan was established in terms of section 166 of the MFMA. This unit

consists of 2x permanent staff, 2x interns as well as 1x inter Risk. The internal audit reports

functionally to the Municipal Audit Committee and administratively to the Municipal

Manager. A risk based audit plan was approved by the audit committee which is consistent

with the MFMA.

5.2.7 Performance Management System

Council has approved a Performance Management System (PMS) Framework.

The municipality is now in the process of developing a fully functional Organizational

Performance Management System which will outline all planned programmers,

projects/activities, set targets, timeframes and budgets in order to evaluate implementation

progress. The cascading down of personal PMS is to be implemented soon.

5.2.8 Special Groups

Women

The municipality has approved an Employment Equity Policy. At management level, there

are2 females on divisional manager level out of a total of 18 divisional managers; there is

currently no female on the existing section 57 managers’ posts. 29% of municipal employees

are women.

Youth

The municipality has established a Youth Development Desk which is part of the

responsibilities of the post of Special Project Officer in the Office of the Mayor. Currently

youth programmers are not fairly attended to due to lack of funds. However, the

municipality managed to launch the Modimolle Youth Council during February 2012. During

public participation the target group rarely forward youth development

initiatives/programmes. The Modimolle Youth Council will assist to liaise between the

municipality and the youth sector with the aim to improve participation and involvement in

development initiatives.

The municipality has established as well National Youth Development Agency (NYDA)

Modimolle centre which is currently staffed with 2 personnel distributed within Mabatlane

management area and Modimolle-Phagameng area. Its function is to enhance youth

development programmes through facilitation role.


Disabled persons

A disability desk has been established in the Mayor’s office. A committee has been

established and meets on monthly basis. Only two disabled people are employed by the

municipality due to inadequate accessibility or appropriate resources such as specialized

computers (brail). This makes a calculation of about 0.6% of the total number of permanent

staff.

5.3 Institutional development and transformation Challenges

Disabled employees:

The municipality is not in a position yet to provide appropriate infrastructure that meets the

occupational health required standards due to financial constraints. This will be attended to

in future.

Staff retention strategy:

A draft staff retention strategy is in place. The municipality is experiencing a high staff

turnover of critical posts. These employees will resign after being with the municipality for a

short period of time. It is usually staff with critical skills will move to better paid posts

elsewhere.

No succession plan:

Various challenges occur to establish a succession plan

Inadequate staff:

Currently vacancies are filled in terms of HR Policies on staffing.

The improper implementation of policies due to lack of understanding and awareness of

these policies are addressed at Heads’ of Department meetings (management meeting) and

training interventions.

5.4 Organizational structure review:

There is a need for the review of the organizational structure which is advised by the

reviewed municipal strategic objectives and vision.

The Department of Corporative Governance, Human Settlement and Traditional Affairs

(COGHSTA) are running ongoing programmes to assist in organizational structure review.

Inadequate budget for skills development.

More resources need to be allocated for skills development and training.

Market Related Remunerations

The investigations on the proposed wage curve remuneration are in process of discussions

at Bargaining Council.

No Individual performance management

The municipality intends to roll out the individual performance management down to the

lower staff. The individual performance management is currently implemented at the top

management level only.

Lack of offices

Some managers are placed in overcrowded offices with junior staff and it is not conducive

for proper working environment.

Alternative sites (old commando premises accommodating mostly technical and social


services) and Beehive centre accommodating LED unit) have been identified.

The old commando premises had been renovated at least to the level that is acceptable to

both the social and technical services units; however the Beehive centre still require some

extent of renovations to meet an acceptable standard. Investigation for the building of new

Civic Centre is in place and will be performed within National Treasury regulations.

Labour Relations

Sound Labour Relations is essential for every employer. The municipality has appointed a

Labour Relations Officer who will assist the management to attend to grievances and

disciplinary issues.


SECTION C: VISION

“The eco-tourism destination of choice”


SECTION D: MISSION

“To provide sustainable services to the community of Modimolle through

efficient administration of resources”


SECTION E: STRATEGIC OBJECTIVES

Strategic objectives are broadly defined objectives that an organization must achieve to make its strategy succeed and in order for an organization to focus efforts and resources the number of objectives should not be more than ten (10).

Modimolle Local Municipality strategic objectives have been distilled from the situational and SWOT analysis, as well as stakeholder consultation process as follows:

Table 39: Strategic Objective and Outcomes

Strategic Objective Strategic Outcomes

Promote the welfare of the community Healthy and good living conditions

Promote and encourage sustainable economic environment

Prosperous community

Plan for the future Sustainable communities

Improve financial viability Financial sustainability

Resource management of infrastructure and services

Increased accessibility of basic services

Improve administrative and governance capacity Good governance

Attract, develop and retain human capital Improved employee satisfaction and increased productivity

Key Performance Areas (KPA)

The IDP has been developed within National Key Performance Areas as follows.

KPA 1: Infrastructure Development and Basic Services Delivery

KPA 2: Local Economic Development,

KPA 3: Financial Viability,

KPA 4:Institutional Development and Transformation

KPA 5: Good Governance and Public Participation.

KPA 6: Spatial Rationale


Table 40: KPA’s in terms of Key Performance Indicators, Objectives and Strategies and Target

Performance Indicator, 2012/13

MUNICIPAL KPA 1: INFRASTRUCTURE DEVELOPMENT AND BASIC SERVICE DELIVERY

STRATEGIC MUNICIPAL OBJECTIVES: PROMOTE THE WELFARE OF THE COMMUNITY

KEY PERFORMANCE

INDICATOR

OBJECTIVE

‘WHAT’

STRATEGY

‘HOW’

TARGET

PERFORMANCE

INDICATOR

‘WHEN’

Parks, Sport,

Recreation facilities

To develop a socially

responsible community

Upgrade sports facilities through

MIG and other sources of funding.

Establish and encourage

communities to volunteer in

development programmes.

Development of

sports facilities to

commence on 1st

July

2012

To optimally utilize

sport facilities

Develop sport programmes in

collaboration with Department of

Sport, Arts and Culture. Support

community development

programmes conducted by other

stakeholders.

Support development

programmes as and

when invited to do so.

Open Spaces To enhance the natural

features of the

municipality

Develop open space management

policies and strategies to ensure

appropriate utilization of the

spaces. Ensure that the SDF takes

the open spaces into consideration

and make recommendations

thereof.

100% preservation of

natural resources.

Safety and Security To ensure that all

members of the

community live in a

safe environment

Engage and support safety and

security programmes led by, SAPS,

Department of Health and Social

Services and communities

As and when

requested to

participate.

Encourage our

communities on a

continuous bases


MUNICIPAL KPA 1: INFRASTRUCTURE DEVELOPMENT AND BASIC SERVICE DELIVERY

STRATEGIC MUNICIPAL OBJECTIVES: PROMOTE THE WELFARE OF THE COMMUNITY

KEY

PERFORMANCE

INDICATOR

OBJECTIVE

‘WHAT’

STRATEGY

‘HOW’

TARGET PERFORMANCE

INDICATOR

‘WHEN’

Development of a

water demand and

conservation plan

by June 2013, with

the assistance of

DWA.

Embark on a water

conservation campaign in

our community’s

collaboration with Magalies

Water Board, WDM and

DWA.

Approved WDCP by June

2013.

ELECTRICITY

Access to free basic

electricity

To improve the

livelihood of our

community.

To provide electricity to all

communities and enforce

the indigent policy

(providing 75kwh free to all

indigents.

100% households have

access to electricity

including informal

settlement by 2014.

Provision of

electricity to all

communities by

2014

To improve the

livelihood of our

community.

Provide electricity to all

communities and encourage

new big developments by

increasing electricity

capacity of 20MVA to

40MVA, with the assistance

of ESKOM and DME.

100% electric connections

by 2014

ENVIRONMENTAL ISSUES

Refuse removal:

Cleanness

Landfill sites:

Development of

new landfill sites

and rehabilitation

of existing sites

To ensure a

healthy and clean

environment.

Development and

implementation of Waste

Removal Policy and Waste

Removal Strategy.

Ensure an ongoing process

that focus on developing a

healthy and clean

environment.

Policy and strategy to be

developed by 2013

Identification of new sites

and to be complete by

2014. And rehabilitation of

existing site is ongoing.


Cemetery:

establishment of

new cemetery sites

and upgrading of

existing sites

Identification of land for

new sites and to be

completed by 2014; source

funding to upgrade existing

sites.

ROADS

Roads

infrastructure

development

To develop a road

network to

support the socio-

economic

development of

the municipality.

Implementation of the

strategy through support

and allocations of MIG,

internal funding, MIG,

Commercial funding and

PPPs.

Adopt and implement the of

road master plan

Maintenance and

rehabilitation of roads and

storm water drainage.

Implementation plan for

2012/13to e completed in

June 2013/14and quarterly

progress reports.

Reviewed/Approved Road

Master Plan 2013/2014.

STORM WATER

DRAINAGE

Storm water

drainage

To develop

infrastructure to

minimize potential

disasters and

create a habitable

environment

To develop bottom storm

water drainage cost effective

purposes and unsure

minimal floods.

Development of storm

water drainage 10km by

2012/13.

Public Transport

System

To ensure

accessibility to

places on need to

improve the

livelihood of the

community.

Maintain roads

infrastructure to ensure

usable or accessible roads

through MIG.

Liaise with WDM & RAL on

state of District and

Provincial & National roads.

Ongoing interactions


KPA 1: INFRASTRUCTURE DEVELOPMENT AND BASIC SERVICE DELIVERY

MUNICIPAL STRATEGIC OBJECTIVE: ENSURE RESOURCE MANAGEMENT OF INFRASTRUCTURE AND

SERVICES

KEY PERFORMANCE

INDICATOR

OBJECTIVE

‘WHAT’

STRATEGY

‘HOW’

TAGRET

PERFORMANCE

INDICATOR

‘WHEN’

WATER AND SANITATION

Free Basic Water

Services

To improve the

livelihood of our

community by

ensuring that all

communities of

Modimolle has

access to water.

Review the Indigent Policy,

ensure updating regularly.

Review and update the

indigent register as guided by

the Indigent Policy and

through the assistance of

CDWs.

Identify more water projects

to be funded by MIG (Project

listing).

An updated indigent

register on quarterly

basis

A reviewed and

approved revenue

strategy.

All communities

have access to clean

water and decent

sanitation

To improve the

livelihood of our

community by

ensuring that all

communities have

access to clean

water and decent

sanitation by 2014.

To determine the demand of

water and sewer through

verification of backlog water

and sewer connections.

To develop a Water Service

Management Plan to ensure

that all communities have

access to clean water.

Al communities have

access to water and

sanitation by 2014

Verification of

municipal backlog

To establish a

culture of proper

and forward

planning.

To establish a municipal

information/data base by June

2013 through the assistance

of CDWs and temporary

workers and strategic support

by STATSSA and OTP

Data verification

report by end June

2013


KPA 1: INFRASTRUCTURE DEVELOPMENT AND BASIC SERVICE DELIVERY

MUNICIPAL STRATEGIC OBJECTIVE: ENSURE RESOURCE MANAGEMENT OF INFRASTRUCTURE AND

SERVICES

KEY PERFORMANCE

INDICATOR

OBJECTIVE

‘WHAT’

STRATEGY

‘HOW’

TARGET

PERFORMANCE

INDICATOR

‘WHEN’

Access of water and

sanitation to

community facilities

To ensure that that

all schools have

access to water.

Ensure that all households

around schools have access

to water by 2014.

To begin bi-literals with

Department of Education on

the water debt and develop a

water management strategy.

Access to water by

2014 June.

HUMAN SETTLEMENTS

Housing To improve the

livelihood of our

community by

ensuring that all

individuals have

access to Housing

Capacitate our the housing

unit and develop a Housing

Integrated Plan that will

indicate the demand and

various factors contributing

to the growth of the

demand, strategies and

projects to attend to all

housing function.

Housing Plan to be

developed by July

2012/13, within IDP

review framework for

2012/13

Housing To uplift the

standard of living of

our communities by

develop integrated

human settlements

Through township

establishment that is with a

distance that communities

can access employment

nodes and community

facilities

Alignment of LEGDP

and LED strategy, SDF

and other prescribed

plans.


KPA 2: LOCAL ECONOMIC DEVELOPMENT

MUNICIPAL STRATEGIC OBJECTIVE: PROMOTE AND ENCOURAGE SUSTAINABLE GROWTH

KEY PERFORMANCE

INDICATOR

OBJECTIVE

‘WHAT’

STRATEGY

‘HOW’

TARGET

PERFORMANCE

INDICATOR

‘WHEN’

Agriculture To create jobs and

reduce poverty

To ensure

sustainable economic

growth and skills

development

To identify potential

agricultural areas and

strengthen investment in the

sector.

To introduce land

rehabilitation programmes to

prevent land degradation.

To promote transfer of skills

by private partnership to the

community and small scale

farmers

To promote entrepreneurial

skills in the municipality.

Land Ownership by

co-operatives by

2014

Increased Economic

growth

5% jobs created by

June 2013

Retained businesses

Attractive business

environment

Increase in business

investors



KEY PERFORMANCE

INDICATOR

OBJECTIVE

‘WHAT’

STRATEGY

‘HOW’

TARGET

PERFORMANCE

INDICATOR

‘WHEN’

Manufacturing and

trade

To develop and

ensure growth of

our economy

To establish policies that will

encourage and attract

business establishment in the

municipality.

Develop strategies that will

assist to retain business and

encourage investment.

Review business

investment strategy

by June 2013.

Tourism To declare, develop,

and promote MLM

as a Tourism Hub

To develop Tourism strategy

that will put the municipality

on the tourism map.

To develop corridors for

better accessibility of the

tourism spots and map in such

Growth of the

tourism Industry

Conducive and Safe

Environment for

Tourism

Accelerate


a way that they encourage

development.

To promote heritage sites and

use the tourism doorway to

the Modimolle

To develop appropriate

tourism skills and promote

cultural tourism attraction.

To develop programmes that

will allow the community to

be part of tourism

development and become

shareholders or beneficiaries

in those projects.

cooperative

development in the

sector



KEY PERFORMANCE

INDICATOR

OBJECTIVE

‘WHAT’

STRATEGY

‘HOW’

TARGET

PERFORMANCE

INDICATOR

‘WHEN’



KEY PERFORMANCE

INDICATOR

OBJECTIVE

‘WHAT’

STRATEGY

‘HOW’

TARGET

PERFORMANCE

INDICATOR

‘WHEN’

Mining To support the

implementation of the

mining charter

requirements.

To ensure that mining

undertake their social

responsibilities.

To ensure that future

spatial and infrastructure

development takes

cognizance of the impact of

To establish lines of

communication between

the DME & the

municipality to ensure

that all mining activities

within the MLM

jurisdiction develop

social responsibility

plans.

Coordination of

Social responsibility

programme by July

2013


existing mining operations.

Ensure that public sector

investment is critical in

infrastructure

development.

Capacity building &

skills development

To develop a self

sustainable economy.

To encourage the culture of

entrepreneurship

To create database of

SMME and private

companies.

To encourage

partnership between

SMMEs and private

business for the purpose

of transfer of skills.

achieve the vision of

the municipality by

2012/13



KEY

PERFORMANCE

INDICATOR

OBJECTIVE

‘WHAT’

STRATEGY

‘HOW’

TARGET

PERFORMANCE

INDICATOR

‘WHEN’

Infrastructure To ensure economic

growth through

infrastructure

development; and be in

a competitive position

to attract businesses by

developing a adequate

infrastructure

To develop corridors for

better accessibility to the

tourism spots and map in

such a way that they

encourage development.

LED strategy Launch

June 2013, SDF, Road

Master Plan, By-Laws

and other prescribed

plans.

Marketing and

Promotion

To ensure business

growth by attracting

tourists and business

investors

To develop a marketing

strategy

Approved Marketing

strategy by

December 2012


KPA 3: FINANCIAL VIABILITY

MUNICPAL STRATEGIC OBJECTIVE: IMPROVE FINANCIAL VIABILITY

KEY PERFORMANCE

INDICATOR

OBJECTIVE

‘WHAT’

STRATEGY

‘HOW’

TARGET

PERFORMANCE

INDICATOR

‘WHEN’

Financial policies To have sound finance

management and

obtain a clean audit

Review financial policies

internally

All financial policies

to be reviewed by

and be approved by

council by June 30th

,2012

Municipal Revenue To increase municipal

revenue tax base

Develop a revenue

enhancement strategy.

Develop a debt reduction

plan and implement by

2013June.

Approved debt

reduction plan by

30th June 2013.

Indigent Register Uplift the livelihood of

the community

To embark on an awareness

campaign on registration of

indigents and update the

indigent register on a

continuous bases.

Indigent register to

be updated on a

day-to-day base.

Supply Chain To ensure good

practice and equitable

opportunities to all

service providers

Implement Centralized

Supply chain policy and

ensure monitoring of

implementation of the

policy

Submit monthly

report to

management and

council

Asset Management To ensure money for

value

Implementation a

centralized and integrated

asset management system

and policy.

Submit to council on

monthly basis an

updated asset

management

Debt Recovery

Strategy

To enhance municipal

revenue

Implementation of debt

collection policy Enforce

debt recovery policy

Evaluate on monthly

basis the

performance of debt

collectors.


Investment and

cash flow

management

To improve on

municipal cash flow

Through investing municipal

surplus.

Management of

investment and

financial reserves


KPA 4: INSTITUTIONAL DEVELOPMENT AND TRANSFORMATION

MUNICIPAL STRATEGIC OBJECTIVE: ATTRACT, DEVELOP AND RETAIN HUMAN CAPITAL

KEY PERFORMANCE

INDICATOR

OBJECTIVE

‘WHAT’

STRATEGY

‘HOW’

TARGET PERFORMANCE

INDICATOR

‘WHEN’

Organizational

Design and Human

Resource Capacity

To develop an

organizational

structure that will

enable the

municipality to

achieve its vision in

terms of the

Municipal Systems

Act.

Review the organizational

structure through the

linking of the IDP to the

MIP; identification of

organizational components

such as capital resources,

positions and job

descriptions and then

develop strategies to

ensure that these

components are structured

in such a way that the

municipality is able to

achieve its vision.

On annual basis

Skills Development To ensure that

employees are

skilled to perform

their duties in such

a manner that the

municipality is able

to provide

affordable,

excellent and

uninterrupted

services to the

community.

By ensuring that the

training committee is

effective. To ensure

implementation of the skills

development plan by

providing the necessary

resources and support to

the training programmers

and projects.

Approved:

review Skills

Development Plan by

May 2012, and

Training committee to

sit on monthly basis.

Gender Equity To ensure that the

gender equity

requirements are

met.

To make reference to the

municipal Employment

Equity Plan during

employment process of all

funded posts to be filled in

during 2012/13.

Quarterly reports on

employment addressing

gender equity

Performance

Management

To ensure optimum

service delivery.

Develop a PMS system that

will assist the municipality

to monitor and evaluate a

service delivery

implementation plan to

ensure optimum services.

Approved PMS Framework

and PMS Plan by June 2012.

Individual PMS policy and

SDBIPs: 14 days after

budget/IDP approval

Submission of PMS(SDBIPs)

quarterly


KPA 5: GOOD GOVERNANCE AND PUBLIC PARTICIPATION

STRATEGIC OBJECTIVE: IMPROVE ADMINISTRATIVE AND GOOD GOVERNANCE CAPACITY

KEY

PERFORMANCE

INDICATOR

OBJECTIVE

‘WHAT’

STRATEGY

‘HOW’

TARGET

PERFORMANCE

INDICATOR

‘WHEN’

Communication To establish good

relations between the

municipality and it’s

communities

To communicate with

the municipality in an

appropriate manner.

To lessen

misunderstandings and

conflicts between the

municipality and its

communities

To ensure that our

communities

understand municipal

processes

To ensure that all

communities have

access to information.

To review communication

policy & strategy and ensure

that it emphasizes on lines of

communications between all

stakeholders and ensure that

the municipality provides

feedback to its stakeholders.

Develop a communication

policy to manage information

flow internally and from

internal to external and vice-

versa

Develop a summarized and

readable IDP document and

translated in Sepedi and

Afrikaans for better

understanding.

Ensure that information reaches

our communities through

various mechanisms or tools

such as newsletters packaged in

their monthly bills utilize local

news papers, establish local

radio newspaper, put up

notices on notice boards and

loud hail for meetings and other

announcements.

An approved

communication

strategy by June

2012. Awareness

campaign to both

our communities

and staff on the

contents of the

policy

Summarized IDPs by

end July 2012

Increase the

number of Notice

boards

Established Local

radio station by

2013/2014

Establish monthly

news letter for

internal market and

on quarterly basis

for external market

Public

Participation

To ensure that all

municipal

developments are

community orientated.

Engage with communities and

other external stakeholders

through public participation

strategy

Engage with

stakeholders as

required by

legislation.


KPA 6: SPATIAL PERSPECTIVE

MUNICIPAL STRATEGIC OBJECTIVE: PLAN FOR THE FUTURE

KEY PERFORMANCE

INDICATOR

OBJECTIVE

‘WHAT’

STRATEGY

‘HOW’

TARGET PERFORMANCE

INDICATOR

‘WHEN’

Spatial Development Resource manages

infrastructure and

services for access

and mobility.

Utilizing the SDF as a

planning and developing

tool and using it as a

reference and management

tool for all town planning

applications.

Utilizing the framework

on an ongoing basis as a

day-to-day tool.

Land Use

Management

Scheme

To develop a Land Use

Management Strategy

through the assistance of

local government and

intense community

participation.

Land Use Management

Scheme developed by end

June 2013.

Land use Policies To develop Urban Line

Policy within the SDF

framework in consultation

with all stakeholders

(WDM, Department of

Agriculture, DLA &

community).

Embark on urban line

awareness and workshop

for communities by

December 2013.

Geographic

Information System

Establish a GIS system by

developing municipal data

base, employ GIS expert to

set up systems, capacitate

GIS users, and maintain the

system on a monthly basis.

GIS to be fully established

by June 2013.

Environment To create a

habitable

environment and

healthy society

Develop a environmental

plan that will ensure that all

infrastructure projects are

developed in a strategic and

proper manner

Approved environmental

plan by 2013 June


SECTION F: DEVELOPMENT STRATEGIES

Modimolle Local Municipality engaged in an intense Strategic Planning Session during February 2012

in order to assist the municipality to do an introspection that resulted in a SWOT and municipal

analysis on service delivery.

The outcomes of the strategic planning session amongst others were to:

A reviewed Vision.

A reviewed Mission.

The development of Municipal Strategic Objectives.

The development of the Key Performance Indicators per Key Performance Areas.

SWOT ANALYSIS

A SWOT Analysis illustrates the strengths, weaknesses, opportunities and threats that exist within a

specific area.

Note: strengths and weaknesses are internal factors that the municipality may control, whilst

opportunities and threats are external factors to the municipality and therefore the municipality has

little or no control over them.

The SWOT Analysis assisted in the development of a framework based on the recognition and

exploitation of strengths and strategic opportunities as well as the acknowledgement and mitigation

of weaknesses and threats that may exert adverse effects on economic expansion and growth as well

as improvements in standards of living.

The SWOT analysis reads as follows:

A SWOT analysis is often conducted as a major part of a situation analysis. SWOT is an acronym that

refers to Strengths, Weaknesses, Opportunities and Threats.

SWOT analysis is one of the most used forms of business analysis. A SWOT examines and assesses

the impacts of internal strengths and weaknesses, and external opportunities and threats, on the

success of the "subject" of analysis. An important part of a SWOT analysis involves listing and

evaluating the organization’s strengths, weaknesses, opportunities, and threats. Each of these

elements is described:

Strengths: Strengths are those factors that make an organization more competitive than its

marketplace peers. Strengths are attributes what the organization has as a distinctive advantage or

what resources it has that is strategic to the competition. Strengths are, in effect, resources,

capabilities and core competencies that the organization holds that can be used effectively to

achieve its strategic objectives.

Weaknesses: A weakness is a limitation, fault, or defect within the organization that will keep it from

achieving its objectives; it is what an organization does poorly or where it has inferior capabilities or

resources as compared to other organizations.

Opportunities: Opportunities include any favorable current prospective situation in the

organization’s environment, such as a trend, market, change or overlooked need that supports the

demand for a product or service and permits the organization to enhance its competitive position.


Threats: A threat includes any unfavorable situation, trend or impending change in an organization’s

environment that is currently or potentially damaging or threatening to its ability to compete. It may

be a barrier, constraint, or anything that might inflict problems, damages, harm or injury to the

organization.

The tables below outline the elements of SWOT as deliberated during the strategic planning session,

as follows:

Table 41: Strength and Weaknesses

Strength Weaknesses

Ability to provide basic services (very low

backlog) with sufficient staff

Ageing infrastructure (water, sanitation and

electricity)

Monthly and accurate Billing System Procurement and project management of capital

projects (unable to complete projects on time)

Functional governance structures Ownership of land for development (economic

development - industrial and residential and

extension of bulk infrastructure) especially

Vaalwater, but also in Modimolle owned by the

municipality

Credible and funded IDP and Budget

Institutional capacity (skills, competency,

systems, office space, performing constitutional

functions and monitoring of illegal connections)

Revenue collection (debt collection, water and

electricity losses)

Table 42: Opportunities and Threats

Opportunities Threats

Centrality / location of the municipality (east-

west and north-south corridors) (opportunity

leak) bordering to other municipalities

Escalating water and electricity tariffs by

Magalies Water and Eskom

Green economy (energy awareness campaign

which will result in job creation)

Withdrawal of grant funding from provincial

government departments such as Equitable

share being reduced will have a negative

bearing on the municipality

Gateway to Limpopo (Exposure, economic gain) Investors and local people going to Lephalale

area is due to growth over a period of time

Tourism hub (Modimolle and mountain) LED Average age of community members (high

prevalence of pensioners)

Attraction of investors (LED, engagement with

business to invest in Modimolle for job

creation)

Withdrawal of investors (such as Shoprite)

Optimisation of industrial land (Ext 33) Skills base of the community (correct curriculum

offered by FET's)

Corruption (inflicted by Service Providers)

HIV/AIDS - people dying and sick, life

expectancy, causing child headed families, and


Opportunities Threats

affecting socio-economy

External communication (sector departments

and other stakeholders not participating and

coordination)

Cooperation of farming communities in paying

taxes

Illegal connections (Electricity)

Crime’s likelihood 'chase' investors and

substance abuse by young people

Devolution of powers and functions deter the

municipality to deliver services for the

community

The information that was used to perform this process of analysis was based on the IDP status quo

analysis, SWOT analysis and the identification of key strategic priorities within the Modimolle

Municipality.

Table 43: Municipal Values

No Value Description

1 Integrity Always striving to have courtesy, dignity and honest our

dealings

2 Service Excellence Provision of first class services which reflect value for money

3 Consultation Consult with community and other stakeholders on decision

making

4 Commitment Committed to pledge (deliver on what is promised)

5 Transparency Openness in dealing with the community and giving

necessary information

MLM Final Draft 03 04 2012 Page 24

KPA 6: Spatial Rationale

MLM Spatial Development Framework is developed and approved within a spatial legislative framework, such as

the NSDP; White Paper of Spatial Planning and Land Use Management, 2000; Development Facilitation Act and

Limpopo Spatial Development plan. Modimolle Local Municipality is a rural municipality, with evident

unstructured settlement and economic infrastructure development patterns. It is a Bushveld area and strongly

characterized by tourism and hospitality facilities.

Spatial development framework objectives

To promote sustainable development;

To promote efficient development;

To promote equitable development;

To ensure integrated development, and

To improve the quality and image of the physical environment.

Land Uses

The current land uses still strongly reflect the history of the town and past patterns of development. This is not

unexpected since the level of economic growth to address spatial dysfunctional ties might not be strong enough to

make a significant impact. It is clear that development over the past decade was largely dictated by the availability

of land and specifically land ownership. The net result is that the apartheid structure of the town was largely

reinforced. This has lead to disjointed development with no functional integration

The development from the historical core took place in very strong patterns that still reflect historical development

trends and patterns.

The R33 (Nelson Mandela Drive) remain the dominant spine along which the town developed. The CBD exhibits a

strong linear pattern. There are some business development along the R101 (Thabo Mbeki Street) north of the

R101’s intersection with the R33. The fact that business development failed to penetrate along other main arterials

is a reflection of the dominance of the R101 and the lower levels of traffic carried by the other major routes.

The R101 south of the R33 intersection show elements of a civic spine with the NG Church, the old cemetery,

municipal library, the high school and its hostels as well as the hospital along this axis. This feature can be utilized to

develop this spine with a very specific character. The few low cost houses adjacent to the hospital are out of place

and out of character with the area.

The main railway line is a very strong barrier that still impact on the development of the town. The station on the

railway line largely determined the development and character of the adjacent area. The main railway line will

remain a strong barrier for development to the east. Should one consider development in this area it should be for

uses not dependent on strong links with the business or residential areas of the town. It is clearly not suite for

residential development except if safe railway crossings can be provided. This area cannot be regarded as a priority

development area.


Land Cover

Land cover is an extension of land uses. It introduces the extent on natural phenomena such as plant cover and

noticeable geological features. Furthermore, by attaching qualitative aspects to land cover one gets an indication of

areas of degradation of natural plant cover as well as the agricultural uses of land.

The map below underlines the arid nature of the area and the farming techniques associated with dry land

cultivation. As is the case with general land uses, the map shows clear distinction between commercial farming

areas, conservation, and settlement activities. It is a pattern that is entrenched in most of the maps. The fact that it

is entrenched is important for two reasons. Firstly, broad land use patterns are clearly defined and show a natural

development path that should be recognized in planning. Secondly, the entrenched nature of the development and

the association of development patterns with natural phenomena might indicate that a natural optimization process

has developed over time. One should question the ability to radically change these patterns or to steer development

in a different direction.


Map 1: Land Cover


Land Restitution and Land Claims

Land claims and land restitution are very important albeit a contentious issue. However, from a spatial planning

point of view land ownership does not necessarily determine the preferred use of land. The exceptions are, as is

the case with tribal land, where uses are restructured through restricted ownership practices, and where land

restitution leads to commercially productive land becoming unproductive.

In Modimolle Local Municipality there are only two land claims and they are gazette and currently under

research. Development in the municipality has not being really affected by land claims.

The Spatial Footprint

The Modimolle Local Municipality area has a very well defined and established development footprint. There is

also a very high correlation between the existing development patterns and the potential as was highlighted

above.


Map 2: Existing Development Footprint

The map focuses on three specific features. The first is the extent of the biosphere in the north, the second is

the road system and last, the three nodes identified in terms of the provincial SDF.

Modimolle is defined as a provincial growth point, Vaalwater as Municipal growth point and Alma a municipal

service point.


Environmental Analysis

The environmental features of the municipal area are dominated by the river and specifically the river buffers

along it.

Map 3: Environmental Features

River buffers are ecologically important for the protection of ecosystems and should therefore be avoided and

not disturbed through development. In this respect, river buffers should be protected from urban, rural, mining

and crop farming activities as far as practically possible. There are signs of encroachment into the river buffer

areas through irrigation and other crop farming activities. River buffers should not negatively impact on ranching

activities if managed properly.


Spatial Challenges

Under-staff

Lack of town planning equipments

Lack of application of land use management strategy.

Unstructured development.

Land invasion by informal settlements

Development of environmental sensitive areas.

Non-alignment of Vaalwater and Alma to the existing Spatial Development Framework (SDF)

Implementation Plan

This section provides an overview of the various projects identified by Modimolle Local Municipality in order to

achieve the objectives previously identified. Information regarding the location of projects, funding requirements,

sources of funding, and year of implementation indicated are provided.

The chosen development projects for Modimolle Local Municipality are listed in Table 31.Projects is reflected in

standardized table format. The projects are indicated according to the following headings:

Planning,

o Township establishment

o Feasibility study, etc.

Integrated Development Plan,

Local Economic Development,

o SMME development,

Performance Management System,

Roads and storm water drainage,

Water and Sanitation,

Electricity,

Mabatlane Management Area,

Communication,

Administration, Legal and Property services,

Human Resources,

Social Services,

Refuse removal,

Municipal Buildings, and

Traffic.


It is important to note that:

projects/activities are not listed or referenced in order of priority or importance, and

Numbers of projects or activities do not have a direct financial or capital consequence.


SECTION G: PROJECTS PHASE

PHASE 3: Project Phase

The Project Phase ensures that subsequent to the Strategy Phase projects are developed to warrant that; the

identified challenges in the analysis phase are addressed.

Project development include project costing, setting time targets, setting timeframes; identifying beneficiaries;

indicating the location of the project and source of funding.

The phase is linked to the budget process. Budget reflecting in the project sheet is the total costs of the projects,

total costs to be spent in 2012/13 financial year and budget approved by council.

Intense consultation with private /retails stores were done for proper costs estimation. Costing is market related

and has taken inflation into consideration.

The below table will illustrate the identified project to be implemented during the 2012/2013 financial year and

specific year of implementation depending on budget allocations.


PROJECTS

FOR

2012/2013


Table: IDP Projects, 2012/13-2016/17

PROJE

CT NO

PROJECT PROJECT

LOCATION

Budget

2011/12

Budget

2012/13

Budget

2013/14

Budget

2014/15

Budget

2015/16

Budget

2016/17

Funded

2012/13

STAKEHO

LDER

PLANNING Medium Term Expenditure Review

GIS01 Establishment of the

data & Mapping

MLM

Institution

500, 000 MLM

GIS02 Capacity Building and

Training Programme &

Software

MLM

Institution

200, 000 MLM

GIS03 Development of

Information

Management Plan

MLM

Institution

500,000 MLM

INTEGRATED DEVELOPMENT PLAN(IDP)

IDP01 Review of IDP

(Meetings, Strategic

Planning, and Printing

of IDP document)

MLM 250,000 350,000 300,000 350,000 MLM

IDP02 IDP Youth Awareness

Programme

MLM

(Schools)

50,000 30,000 20,000 15,000 MLM


PROJECT

NO

PROJECT PROJECT

LOCATION

Budget

2011/2012

Budget

2012/13

Budget

2013/14

Budget

2014/15

Budget

2015/16

Budget

2016/17

Funded

2012/13

STAKEH

OLDER

PERFORMANCE MANAGEMENT SYSTEM Medium Term Expenditure Review

PMS01 Implementation &

Monitoring of PMS

MLM

Institution

500,000 300,000 300,000 MLM

PMS02 Satisfaction Survey MLM

Institution

100,000 MLML

PMS03 PMS Training for

Managers and

Councilors

MLM

Institution

100,000 100,000 100,000 200,000 MLM

INTERNAL AUDIT

IA01 Office Furniture MLM

Institution

85,000 MLM

IA02 Laptops 35,000 MLM

IA03 Office Space

LOCAL ECONOMIC DEVELOPMENT

LED01 Launching of LED

Strategy

MLM

Institution

350,000 MLM

LED02 Development of

Business Investment,

Retention &E

MLM

Institution

150,000

100,000 MLM


PROJECT

NO

PROJECT PROJECT

LOCATION

Budget

2011/2012

Budget

2012/13

Budget

2013/14

Budget

2014/1

5

Budget

2015/16

Budget

2016/17

Funded

2012/13

STAKEHOL

DER

LOCAL ECONOMIC DEVELOPMENT Medium Term Expenditure Review

LED03 Agra-Village Modimoll

e

Mabatla

ne

Mabalen

g

150,000 PPP

LED04 Furniture MLM

Institution

100,000 MLM

LED05 Modimolle Mountain Modimoll

e Ward 7

2,000,000 PPP

LED06 Modimolle Art Centre Modimoll

e

Ward 8

450,000 DSAC,

MLM

LED07 Modimolle Market Stalls Modimoll

e

Ward 8

1,820,000 MIG

LED08 Mabatlane Market

Stalls

MLM

Vaalwat

er

860,000 50,000 MIG


PROJE

CT NO

PROJECT PROJECT

LOCATION

Budget

2011/2012

Budget

2012/13

Budget

2013/14

Budget

2014/15

Budget

2015/16

Budget

2016/17

Funded

2012/13

STAKEH

OLDER

LOCAL ECONOMIC DEVELOPMENT Medium Term Expenditure Review

LED09 Industrial Location

Strategy (Dry Port)

1,000,000 DTI

LED10 Tourism Strategy MLM

Institution

800,000 MLM

LED11 Institution 0f Higher

Learning

Modimolle 500,000 500,000 26,000,000 PPP

LED12 Shopping Complex

Facilities

Modimolle/M

abatlane/

Alma

500,000 1,000,000 PPP

LED13 Place of Safety Alma 50,000,000 PPP

LED14 Vaalwater

Beautification

(Wildlife Study)

Modimolle 500,000 MLM,WDM

,LTA


PROJE

CT NO

PROJECT PROJECT

LOCATIO

N

Budget

2011/12

Budget

2012/13

Budget

2013/14

Budget

2014/15

Budget

2015/16

Budget

2016/17

Funded

2012/13

STAKEHO

LDER

ROADS AND STORM WATER DRAINAGE Medium Term Expenditure Review

ROA01 Resealing of Thabo Mbeki

potion of street

Modimolle

Ward 8

2000,000 2000,000 3000,000 MLM

ROA02 Pedestrian Roller for

Mabatlane and

Modimolle with Trailers

Mabatlane

and

Modimolle

500,000 MLM

ROA03 Phagameng Storm water

Channel (Railway Side),

Refurbishment

Modimolle

Phagameng

900,000 MLM

ROA04 Palisade for Abattoir

Pump Station

Modimolle

Ward 8

50,000 MLM

ROA05 Refurbishment of

Phagameng Library

Roofing

MLM 250,000 MLM

ROA06 New Municipal Building

Offices

MLM 20,000,000 MLM

ROA07 Palisade Fencing for

Mabaleng Offices

Mabaleng

Ward 2

350,000 MLM

ROA08 Palisade Fencing for Old

and New Halls & Reservoir

Mabatlane

Mabatlane

Ward 1

1,000,000 MLM


PROJE

CT NO

PROJECT PROJECT

LOCATION

Budget

2011/12

Budget

2012/13

Budget

2013/14

Budget

2014/15

Budget

2015/16

Budget

2016/17

Funded

2012/13

STAKEHO

LDER


ROA09 Renovation of

Beehive(LED Offices,

Remaining Blocks &

Wendy House)

Phagameng

Ward9

450,000 MLM

ROA10 Mabatlane Sewer

Treatment Plant

(Package Plant)

Vaalwater 3,000,000 MIG

ROA11 Phagameng Street

and Storm water

Phase 4

Modimolle

Phagameng

3,019,356 3,192,822.0

0

3,192,822,0

0

MIG

ROA12 Paving of Mabatlane

Ext4 Ring Road

Vaalwater

2,800,000 2,305,000 MIG


PROJE

CT NO

PROJECT PROJECT

LOCATION

Budget

2011/2012

Budget

2012/13

Budget

2013/14

Budget

2014/15

Budget

2015/16

Budget

2016/17

Funded

2012/13

STAKEHO

LDER


ROA13 Modimolle Paving of

Streets

Modimolle 1,712,878 1,851,061 MIG

ROA14 Mabaleng Paving of

Streets

Alma 1,900,000 2,305,000 MIG

ROA15 Phagameng Paving

and Storm water

control for Freedom

Park Road

Modimolle

Phagameng

2,800,000 1,475,000 MIG

ROA16 Barney Molokoane

Low Level Bridge

Modimolle 4,000,000 MIG

ROA17 Ahmed Khathrada

Low Level Culvert

Bridge

Modimolle 4,000,000 MLM

ROA18 Mabatlane Side Walk

to Letshogotla Street


ROA19 Rehabilitation of Lillian

Ngoyi Road and Low

Level Culvert Bridge

Modimolle

Ward 8

8,000,000 MIG

PMU20 Development of

Mabaleng Park

Alma 912,000 MIG

ROA21 Upgrading of

Limpopo and Joe

Slovo intersection

MLM 3,000,000 MIG

ROA22 Paving of Beehive

access road from Joe

Slovo street up to the

MLM 1,000,000 MLM


interior of the

premises (Incorporate

Storm Water Control)

PROJE

CT NO

PROJECT PROJECT

LOCATION

Budget

2011/12

Budget

2012/13

Budget

2013/14

Budget

2014/15

Budget

2015/16

Budget

2016/17

Funded

2012/13

STAKEHO

LDER

ELECTRICITY Medium Term Expenditure Review

ELEC01 Relocation of Meter

boxes for Indigent

Households

Modimolle 50,000 MLM

ELEC02 Replace open

Overhead Lines with

ABC within the

residential areas


ELEC03 Replacement of

bridged Ring Main

Unit


ELEC04 Medium Voltage

Cable(P1) Shoprite to

Telkom


ELEC05 Streetlights for

Phagameng Ext11

and Ext9



Extension 7

Modimolle 595,256 MIG


Extension 10

Phagameng



Extension 4



Mabatlane


Modimolle Town



Extension 9

Phagameng


ELEC11 Mini Sub- Station 315

KVA


ELEC12 Pole transformer KVA

100 Spare 6.6 KVA.

300 Houses



PROJE

CT NO

PROJECT PROJECT

LOCATION

Budget

2011/2012

Budget

2012/13

Budget

2013/14

Budget

2014/15

Budget

2015/16

Budget

2016/17

Funded

2012/13

STAKEHO

LDER


ELEC13 Medium Voltage

Impala to Kerk Street

MLM 300,000 MLM

ELEC14 Cable with Ring-Main

Unit 400m form Mega

save to Stasie Street

MLM 200,000 MLM

ELEC15 Air Conditioners MLM

Institution

300,000 MLM

ELEC16 MV Cable Indian

Centre to Meat rite

with Ring-Main Unit

460m (P2)

MLM 230,000 MLM

ELEC17 Phagameng Line to

sewer Plant Ring-Main

Unit (P3)

MLM 50,000 MLM

ELEC18 Generator Main

Water Tower (1ML)

MLM 500,000 MLM

ELEC19 Shelving for Electrical

Stores

MLM 40,000 MLM

ELEC20 Contract for the

service of

Transformers yearly

MLM 2,000,000 MLM

ELEC21 Contract for the

service of Switchgears

yearly

MLM 500,000 MLM


PROJE

CT NO

PROJECT PROJECT

LOCATION

Budget

2011/12

Budget

2012/13

Budget

2013/14

Budget

2014/15

Budget

2015/16

Budget

2016/17

Funded

2012/13

STAKEHO

LDER


ELEC22 Contract for service of

Air corns yearly

MLM 500,000 MLM

ELEC23 Electrification of

Phagameng Ext 10


ELEC24 Energy Efficiency and

Demand Side

Management

MLM

8,000,000 MIG

WATER & SANITATION

WAT01 Waste Water

reticulation Repairs (Ext

10)

MLM 100,000 MLM

WAT02 Sealing of Reservoir B MLM 100,000 MLM

WAT03 Replacement of

Asbestos

MLM 100,000 MLM

WAT04 Monitoring of the main

final water pipeline

from Donkerpoort to

Modimolle

Modimolle

Ward 1

600,000 MLM


PROJE

CT

NO

PROJECT PROJECT

LOCATION

Budget

2011/2012

Budget

2012/13

Budget

2013/14

Budg

et

2014/

15

Budget

2015/16

Budget

2016/17

Funded

2012/13

STAKEHO

LDER

WATER & SANITATION Medium Term Expenditure Review

WAT05 MDR Waste Water Pipe

line upgrade


WAT06 Mabatlane Sewer

Treatment Plant

(Package Plant) and

Oxidation Ponds


WAT07 Mabatlane Sewer

Treatment Plant

(Package Plant)


WAT08 Modimolle Waste

Water Treatment

Plant (Phase 2)

11,031,040 11,031,040 17,333,333 MIG

WAT09 Phagameng Ext 11

Water reticulation

1,000,000 MIG

WAT10 Upgrading of main

pipe line from

Donkerpoort to

Modimolle Town

Modimolle 0,000 MIG

WAT11 Donkerpoort Raw

Water Pipeline

Modimolle 0,000 MIG

WAT12 Modimolle 20ML

Reservoir

0,000 MIG


PROJE

CT NO

PROJECT PROJECT

LOCATION

Budget

2011/2012

Budget

2012/13

Budget

2013/14

Budget

2014/15

Budget

2015/16

Budget

2016/17

Funded

2012/13

STAKEHOL

DER

TOWN PLANNING Medium Term Expenditure Review

TP01 Finalization of

Township

Establishment

Leseding Ext3

(Phase 1,2,3)

Mabatlane 500,000 MLM

TP02 Township

Establishment Low

Medium Income

Housing

MLM 50,000 600,000 600,000 600,000 MLM

TP03 Legislation of illegal

land use and

Administration Cost

MLM 200,000 MLM

TP04 Engineering fees

Regulations and

Policy

MLM 300,000 100,000 MLM

TP05 Detailed Study on

Mabaleng Township

Establishment

MLM 250,000 150,000 MLM

TP06 Office Furniture MLM 50,000 50,000 MLM

TP07 Auto Card MLM 30,000 30,000 MLM

TP08 Street Closure,

Rezoning

MLM 200,000 MLM

TP09 Town Planning

Vehicle

MLM 250,000 MLM

TP10 Review of Spatial

Development

Framework

MLM 100,000 MLM


PROJECT

NO

PROJECT PROJECT

LOCATION

Budget

2011/2012

Budget

2012/13

Budget

2013/14

Budget

2014/15

Budget

2015/16

Budget

2016/17

Funded

2012/13

STAKEH

OLDER

Mabatlane Management Area Medium Term Expenditure Review

MMA01 Office Furniture Mabatlane

(Area

Manager

Office)

70,000 MLM

COMMUNICATION & IT

COM01 Voice Over Internet

Protocol

MLM 750,000 MLM

COM02 UPS for Server MLM 200,000 MLM

COM03 Site Connectivity MLM 800,000 MLM

COM04 HD TV(2 Sets) & DVD

Machines

MLM 50,000 MLM

COM05 Electronic Signage

Boards

MLM 100,000 100,000 MLM

COM06 Mayors Parlour

Furniture

MLM 200,000 200,000 MLM


PROJEC

T NO

PROJECT PROJECT

LOCATION

Budget

2011/2012

Budget

2012/13

Budget

2013/14

Budget

2014/15

Budget

2015/16

Budget

2016/17

Fu f STAKEHOLDER

COMMUNICATION Medium Term Expenditure

Review

COM07 Information

Boards &

Notice Boards

MLM 100,000 MLM

COM08 Mobile

Recording

System

MLM 45,000 MLM

COM09 Office

Furniture

MLM 100,000 100,000 MLM

COM10 Corporate

Identity

MLM 250,000 MLM

COM11 Sever MLM 100,000 MLM

COM12 Sever Rack MLM 100,000 MLM

CORPORATE SERVICES

ALP01 Purchase of

Land (Agri-

Village)

Boschdraai 5,000,000 MLM

ALP02 Purchasing of

Land

Mabatlane 10,000,000 MLM

ALP03 Clocking

System

MLM 500,000 300,000 200,000 MLM

ALP04 Fire powder

borne

extinguisher,

Server Room &

Stores

MLM 250,000 250,000 MLM


ALP05 Carpet at

Registry

MLM 20,000 MLM

ALP06 Fencing of

Grazing

Camps

MLM 320,000 MLM


PROJE

CT NO

PROJECT PROJECT

LOCATION

Budget

2011/2012

Budget

2012/13

Budget

2013/14

Budget

2014/15

Budget

2015/16

Budget

2016/17

Funded

2012/13

STAKEHOL

DER

CORPORATE SERVICES Medium Term Expenditure Review

ALP07 Filling Cabinets MLM 120,000 120,000 MLM

ALP08 Office Furniture MLM 100,000 100,000 MLM

ALP09 Heavy Duty Shredder MLM 45,000 MLM

ALP10 Security Measures MLM 50,000 MLM

ALP11 Air Conditioner

(Record)

MLM 15,000 MLM

HUMAN

RESOURCES

HR01 HR Computer

Programme Module

MLM 50,000 40,000 45,000 50,000 MLM

HR02 Office Furniture MLM 100,000 100,000 MLM

HR03 Lockable Steel

Cabinet

MLM 250,000 MLM

HR04 Security Door MLM 10,000 MLM

HR05 Microwave MLM 3,000 MLM

HR06 Counter MLM 5,000 MLM


PROJE

CT NO

PROJECT PROJECT

LOCATION

Budget

2011/12

Budget

2012/13

Budget

2013/14

Budget

2014/15

Budget

2015/16

Budget

2016/17

Funded

2012/13

STAKEHO

LDER

SOCIAL SERVICES Medium Term Expenditure Review

PAK01 Purchasing of FS 530

Brush Cutter x15

MLM 300,000 MLM

PAK02 4x M40 Slasher with

PTO & Clutch

MLM 180,000 MLM

PAK03 2x Ms 880 Chain Saw MLM 32,000 MLM

PAK04 1x Ms 440 Chain Saw MLM 17,000 MLM

PAK05 1x Pruna FS 101 MLM 11,000 MLM

PAK06 Parks Playing

Equipments

MLM 200,000 MLM

PAK07 Heavy Duty Machines

(Grass Machine)

MLM 40,000 MLM

PARK08 Irrigation

System/Equipments

MLM 200,000 MLM

PAK09 Extension of Walls:

Ephraim Mogale

Stadium

MLM 200,000 MLM

PAK10 Erection of Palisade

Fence at Modimolle

Old Cemetery (147m² x

3m)

MLM 350,000 MIG


PROJE

CT NO

PROJECT PROJECT

LOCATION

Budget

2011/201

2

Budget

2012/13

Budget

2013/14

Budget

2014/15

Budget

2015/16

Budget

2016/17

Funded

2012/13

STAKEHOL

DER

SOCIAL SERVICES Medium Term Expenditure

Review

PAK11 4x Kudu Machines MLM 300,000 MLM

PAK12 Development of

Mabaleng Park

Alma 912,000 MIG


Leseding Park

Vaalwater 912,000 MIG


Phagameng Park


PAK15 Construction of

Recreational Facilities

at Mabaleng

Alma 200,000 MLM

PAK16 Fencing of

Phagameng Sports

Ground



Phagameng Park

(Railway, Mandela &

Ext6)

MLM 2,736,000 MIG


Modimolle Park

(Hagen & Chris Hani

Street)

MLM 2,280,000 MIG


Modimolle Sports

Facilities (Soccer &

Mabatlane 1,300,000 MLM


Tennis)

CEMETRY

CEM01 Cemetery Software

(Graves)


CEM02 Fencing of Old

Modimolle Cemetery


CEM03 Identification of New

Cemeteries

Modimolle,

Vaalwater &

Mabaleng

250,000 MLM

CEM04 Development of

Mabaleng Cemetery

Alma 1,3000,000 MIG

CEM05 Development of

Mabatlane New

Cemetery

Mabatlane 1,299,840 MIG

CEM06 Fencing of Mabatlane

Cemetery

Mabatlane 1,200,000 MIG

CEM07 Fencing of Current

Modimolle Cemetery


CEM08 Extension of Modimolle

Cemetery phase 2



PROJE

CT NO

PROJECT PROJECT

LOCATION

Budget

2011/12

Budget

2012/13

Budget

2013/14

Budget

2014/15

Budget

2015/16

Budget

2016/17

Funded

2012/13

STAKEHOL

DER

ENVIRONMENTAL Medium Term Expenditure

Review

ENV01 Trolley (Waste

Carriers)

MLM 70,000 200,000 MLM

ENV02 Environmental

Management Plan

MLM 400,000 MLM/LEDET

ENV03 Integrated Waste

Management Plan

MLM 400,000 MLM/LEDET

ENV04 Mini Mass Bins MLM 200,000 200,000 200,000 250,000 MLM

ENV05 Dustbins (Households) MLM 100,000 100,000 100,000 100,000 MLM

ENV06 Waste Management

Equipment

MLM 25,000 MLM

LIBRARY

LIB01 Purchase of New

Books

MLM 50,000 50,000 50,000 MLM


PROJE

CT NO

PROJECT PROJECT

LOCATION

Budget

2011/12

Budget

2012/13

Budget

2013/14

Budget

2014/15

Budget

2015/16

Budget

2016/17

Funded

2012/13

STAKEHOL

DER

DISASTER MANAGEMENT & EMERGENCY

SERVICES

Medium Term Expenditure

Review

DSM01 Medium Double Cab

Rapid Intervention

Vehicle


DSM02 Modimolle

Emergency

Equipment

MLM 250,000 MLM

DSM03 Construction of EMS

facility

MLM 12,000 800,000 MLM

DSM04 Modimolle 20 Army

Tents & 3 Bales Relief

Blankets

MLM 210,000 WDM

DSM05 Modimolle 1 4x4 LDV’s

with Skid Units

MLM 450,000 WDM

DSM06 Modimolle 4x4 Major

Rescue Engine

MLM 2,000,000 2,000,000 WDM

DSM07 Modimolle Heavy

Duty Foam Canon

Trailer

MLM 300,000 WDM

DSM08 Modimolle Equipment

(Compressor & SCBA

Set)

MLM 240,000 WDM

DSM09 Modimolle

Refurbishment of

Iveco Truck

MLM 200,000 WDM


TRAFFIC

TRA01 Purchase of Alcohol

Tester

MLM 15,000 MLM

TRA02 Upgrading of Vehicle

Testing Station

MLM 200,000 MLM

TRA03 Upgrading of Licence

Office

MLM 200,000 MLM

TRA04 Furniture MLM 20,000 MLM

TRA05 Siren System MLM 45,000 MLM

TRA06 Security System for

Mabatlane area &

Stores in Modimolle

MLM/Mabatl

ane

100,000 MLM

TRA07 Modimolle Security

Cameras

Modimolle 100,000 50,000 WDM

PROJE

CT NO

PROJECT PROJECT

LOCATION

Budget

2011

/12

Budget

2012/13

Budget

2013/14

Budget

2014/15

Budget

2015/16

Budget

2016/17

Funded

2012/13

STAKEHOL

DER

PROJECT MANAGEMENT UNIT Medium Term Expenditure

Review

PMU01 Furniture MLM 37,000 MIG


PMU02 Computer

Equipments

MLM 200,000 MIG

PUBLIC WORKS

PW01 Re-building of

Phagameng Storm

water to Railway Line

(Sediba Street)

MLM 2,000,000 2,000,000 MLM

PW02 Construction of storm

water Channel Ext9 to

WATRAP

MLM

PW03 Building of Mabatlane

Library (New Building)

Vaal water 1,000,000 MLM

PW04 Customer shelter at

Thusong Centre &

Municipal Offices

Vaalwater 50,000 MLM

PW05 Carport at Thusong

Centre

Vaalwater 50,000 MLM

PW06 Refurbishing of

Roofing Modimolle

Library


PW07 Paving at Thusong

Centre and Municipal

Offices

Vaalwater

Municipal

Offices

100,000 MLM


PROJE

CT NO

PROJECT PROJECT

LOCATION

Budget

2011/12

Budget

2012/13

Budget

2013/14

Budget

2014/15

Budget

2015/16

Budget

2016/17

Funded

2012/13

STAKEHOL

DER

FINANCE Medium Term Expenditure

Review

FIN01 Munsoft Connectivity

to other Offices

Vaalwater,

Mabaleng &

Stores

260,000 MLM

FIN02 Electronic Hand

Device for Meters

MLM

Vaalwater

206,000 MLM

FIN03 Purchase of Safe Alma 10,000 MLM

FIN04 Revenue

Enhancement

Strategy

Modimolle 150,000 150,000 MLM

FIN05 Procurement and

Installation of Solar

Panels in Modimolle

RDP Houses

1,500,000 1,500,000 1,500,000 WDM


PROPOSE PROJECTS/PROGRAMMES OF SECTOR DEPARTMENT

AGRICULTURE INFRASTRUCTURE

No Project Name Project Location Implementation Period and Budget Beneficiaries

2012/2013 2013/2014 2014/2015 2015/2016 2016/2017

AGR01 Vhuawelo Youth De NylZyn Oog 1,300,000 9

AGR02 Leseding Vegetables Ward 1 350,000 6

AGR03 Tirisanommogo Ward 7 383,200 4

AGR04 Alma Handling Facilities MABALENG (Ward 2)

CASP Animal Health

800,000 5

AGR05 Leseding Handling

Facilities

Leseding (Ward 1) CASP

Animal Health

400,000 16

AGR06 Brunza Sussenval 178,000 4

AGR07 Olifantspoort Farm

Workers trust

Olifantspoort 250,400 10

AGR08 Zenzeleni Olifantspoort 92,080 5

AGR09 Bakwena Rietspruit 128,890 8

AGR10 Modimolle Backyard

Projects

MLM Municipality 300,000 10


SECTOR PLANS

PHASE 4: INTEGRATION PHASE

Integration Phase indicates all sector plans developed in the municipality. This section ensures that all

plans, projects and programmes that are implemented within the jurisdiction of the municipality are

integrated and aligned.

Development must be within the policies and strategies framework of all spheres of government,

Parastatals and private sector. This phase ensures that all IDP stakeholders plan together through a

consultative process with the community of Modimolle Local Municipality.

All projects must be spatially orientated, environmentally compatible and financially viable. Attached are

Annexure for all plans.

Spatial Development Framework (SDF)

The municipality has satisfactory progressed in terms of addressing outstanding sector plans. Among others

the approved SDF will assist planning to be in a strategic and structured manner. The SDF guides

development within a municipality. It analyzes the space, identify natural and man-made resources that are

to be taken into consideration when planning and developing.

The SDF provides developers with a new municipal pattern that identifies sensitive areas minerals,

wetlands, rivers, mountains and contours. It provides a clear character or identity of a municipality and it’s

potential. Modimolle Local Municipality is mainly rural with three towns, namely: Modimolle town,

Vaalwater town and Alma town. Modimolle has been noted as a growth nodal point and the other two as

service points. The municipality is characterized by informal settlements, farms and townships. The

municipality is mostly Bushveld with good soil and rain to support the agricultural sector.

The SDF proposes Land Use Management strategies that ensure that the agricultural land is protected. It

has identified that the tourism sector is growing and threatening the agricultural sector. Most farms are

converted into game farms. Vaalwater as much as it is challenged by the fact that there is a lack of water

and provides minimal chances for growth in agriculture; it has a strong potential for tourism. The R33

passes through the town connecting Modimolle town from the eastern side and Lephalale which is to the

western side. The R33 has been identified as a freight corridor due to the development in Lephalale; the

number of trucks has increased and the road is currently upgraded from the Marble town throughout

Modimolle town and Vaalwater up to Lephalale. The road also provides access to tourism destinations

within the municipality. See Annexure A: SDF

Land Use Management Schemes (LUMS)

LUMS is a tool used to manage and control development within a local municipal area. It must be compiled

in accordance with the vision, strategies and policies of the IDP and SDF of the local municipality in the

interests of the general public to promote sustainable development and quality of life and formally

approved in terms of relevance to legislation; it must consists of maps and set of regulations by which land

use is managed. The LUMS should clarify critical areas/issues of types of property developments intended

and its objectives amongst other should be;


to promote the certainty of land use which protects property values and create investor

confidence;

To protect natural resources (ecosystem services) including agricultural resources (high potential

agricultural land) etc. See Annexure B: LUMS

Road Master Plan & Maintenance Plan

The Road Master Plan and Maintenance Plan provide the municipality with status quo of the existing road

network in municipal area of jurisdiction, assess the current conditions of the existing road network,

determine and prepare appropriate maintenance, repairs and upgrading actions. The plans assist during

the process of preparing costs estimation for budget planning purposes and establish a system of

prioritization of maintenance and upgrading needs. See Annexure C: Road Master Plan & Maintenance

Plan.

LED Strategy

LED Strategy will provide focus in terms of economic growth and development; its purpose is to provide the

municipality with an economic analysis of the municipality; indicating potential economic sectors and

competitive sectors. It identifies resources within the municipality and provides strategies on how to

optimally utilize them.

The development of the LED Strategy is performed within the following legal frameworks which provide

mandate to the municipality to develop local economy and offer a planning and implementing frameworks:

The Constitution of the RSA Act (108 of 1996), section 152 (1) assigns local government with inter alia with

function of promoting social and economic development.

The White Paper on Local Government further more charges the municipalities with the responsibility of

working with local communities to find sustainable ways of their lives in pursuit of being a developmental

local government. See Annexure D: LED Strategy

The State of the Nation Address (2011)

Infrastructure development to promote economic growth & job creation.

National Spatial Development Perspective (NSDP)

NSDP‘s vision is that South Africa will be become a nation in which investment in infrastructure and

development programs support government growth and development objectives by focusing on economic

growth and employment creation in areas where this is most effective and sustainable; by supporting

restructuring where feasible to ensure greater competitiveness; by fostering development on the basis of

local potential; and ensuring that development institutions are able to provide basic needs through the

country.

Development of Facilitation Act Objectives, among others states that:

The objectives relating to the urban and rural growth and form in relevant areas including objectives in

relations to sustained utilization of the environment, the provision of bulk infrastructure for the purpose of


land development and facilitation of optimal involvement of sectors of the economy or sub sectors thereof

in the land development.

Preferential Procurement Policy Framework Act (Act no. 5 of 2002) implement program published in

Government Gazette No. 16085 dated 23 November 1994.

Bathos Pele Principles emphasizes the importance of community consultation, informing community about

the type of service they are getting and how they can access those services, being open about the

processes of government and giving them a value for money.

Growth and Development Strategy: - a municipality to have developmental economic approach that

concurrently addresses issues of sustainable economic growth. To have mechanisms in place to support

GDS Strategic objectives those are geared towards sustainable Socio-economic development.

Broad Objective of the LED Strategy: - it relates to reflections on LED Institutional arrangements and

suggests that the directorate should be allocated optimal financial and administrative capacity to sustain

the local economic.

Housing Chapter

The Housing chapter provides the housing status quo and analysis of the municipality and further indicates

the backlogs and demands.

Financial Plan

The IDP informs the budget process. During the IDP process from the first phase the budget process is

informed. All the needs of the communities and stakeholders are identified in the analysis phases and

challenges encountered during the IDP process were developed into projects and programmes; and they

were allocated budget (costing) accordingly. The budget process is as well informed by the revenue

collection

Performance Management Plan, the schedule on the PMS in the implementation phase and PMS

Framework outlines the importance of the municipality having proper performance management systems

in place. See Annexure on PMS Framework and in the implementation phase.

Work Skills Development Plan (WSDP)

The WSDP will ensure investment in Human capital. It is the important tool that the municipality must

develop to ensure that indeed the implementation of programme and the smooth running of the

administration take place. It ensures that proper skilling of personnel relevant to the market is provided

for.

It is as well imperative that the municipality is engage accredited institution with national standards

requirements so that proper training is acquired by personnel to perform their tasks efficiently and

communities realize value for money in the process of service delivery.

The Service Delivery Budget & Implementation Plan (SDBIP) and the Performance Management System

(PMS) must inform the skills Development Plan. The two monitoring and evaluation systems must

determine reasons for under performance and make necessary recommendations to the Human Resource

department on what skills are needed to ensure the implementation process is executed as intended.


Table 44: SECTOR PLANS TABLE

NO SECTOR PLAN STATUS

1 Institutional Plan Available

2 Spatial Development Framework Plan Available

3 Land Use Management Plan Available

4 LED Strategy Available

5 Water Services Development Plan Available

6 Year Master Plan For Modimolle Available

7 Energy Master Plan Not Available

8 Employment Equity Plan Available

9 Workplace Skills Plan Available

10 Risk Management Support Plan Available

11 Social Crime Prevention Strategy Not Available

12 Integrated Transport Plan Available

13 Housing Strategy Available

14 Capital Investment Plan Available

15 Fraud and Anti Corruption Plan Available

16 Integrated Environmental Programme Not Available

17 Waste Management Plan Not Available

18 Communication Strategy Available

19 Tourism Development Strategy Available

20 Poverty Alleviation and Gender Equity Plan Available

21 National Spatial Development Perspective Available

22 Performance Management Plan Available

23 Financial Plan Available

24 Preferential Procurement Policy Framework Act Available


ANNUAL IMPLEMENTATION PLAN

PHASE 5: IMPLEMENTATION PHASE

The implementation phase outlines the framework, systems and structures that the municipality put in

place to ensure that the IDP is implemented. The Municipal Systems Act requires municipalities to promote

a culture of performance among its political structures, political office bearers and councilors and its

administration; and administers its affairs in an economic al, effective, efficient and accountable manner.

The municipality has established structures that are assigned with the function of determining risks,

developing performance management system and auditing municipal processes and compliance.

IMPLEMENTATION OF STRUCTURES AND SYSTEMS

The municipality’s organizational structure makes provision for PMS Unit, which mainly deals with

organizational PMS. The organizational PMS ensures that the six Key Performance Areas (KPAs) in the IDP

are implemented as approved, by setting Key Performance Indicators (KPIs), setting output targets and

timeframes. The unit further monitors and assesses the performance of the management of the

administration.

The Internal Audit office is established and functional. It oversees both function of auditing internal

processes and compliance; and risk management.

An Audit Committee is in place and functional. Its function is to oversee the financial and performance of

the municipality. It has been recommended that the auditing of risk management be vested in this

committee.

Below figure will illustrate the institutional structure for political and administrative and council

committees as set out.


Table 44: INSTITUTIONAL STRUCTURE: ORGANOGRAMS – POLITICAL STRUCTURE

COUNCIL

COUNCIL

COMMITTEES

Audit

Committee

Performance

Management Audit

Committee

Ward

Committees

Remuneration

Committee

Council

Sub-Committees

(Portfolios)

EXECUTIVE

COMMITTEE

MPAC


ORGANOGRAMS – MUNICIPAL MANAGER’S OFFICE DIVISION

MUNICIPAL MANAGER

LEKALA KS

MTS VACANT

MSCS SELAMOLELA MJ

CFO VACANT

MCS Moagi N.J

MSPED VACANT

Area Manager Mabatlane

TEMA CJ

Head Internal Audit MATSETELA MD

Internal Auditor x 2 MABASWA M

Admin Clerk x1 Monyela M E

Personal Assistant JORDAAN A

MANAGER IN THE MAYOR VACANT


ORGANOGRAMS – AREA MANAGER MABATLANE/MABALENG

ORGANOGRAMS – RISK MANAGEMENT DIVISION

MUNICIPAL MANAGER

LEKALA KS

DM: RISK MANAGEMENT

VACANT

MUNICIPAL MANAGER

LEKALA KS

Area Manager Mabatlane

TEMA CJ

Admin Clerk x1 VACANT


ORGANOGRAMS – INTERNAL AUDIT UNIT

MUNICIPAL MANAGER

LEKALA KS

Head Internal Audit MATSETELA MD

Internal Audit MABASWA MA


ORGANOGRAMS – ASSETS & EXPENDITURE

CHIEF FINANCE OFFICER VACANT

DIVISIONAL MANAGER: ASSETS & EXPENDITURE

MOLEKOA JN

EXPENDITURE CLERK

VACANT

SALARY CLERK KEKANA MS

ACCOUNTANT: EXPENDITURE MOKONE TJ

ASSESTS CLERK SEANEGO LA


ORGANOGRAMS – SUPPLY CHAIN MANAGEMENT


DIVISIONAL MANAGER: SUPPLY CHAIN MANAGEMENT

LEKALAKALA MM

ACCOUNTANT: SCM

MOHALE TM

DEMAND CLERK

MAAKWAANA MS

Acquisition CLERK

LANGA TT

STOREKEEPER MASHISHI MJ

STOREKEEPER ASSISTANT

HLONGWANE NS


ORGANOGRAMS – REVENUE


DIVISIONAL MANAGER: REVENUE

BOTHA SSM

ACCOUNTANT: REVENUE

MAREMA MM G

ENQUIRY CLERK X 3 SELEMELA MP BOOYSEN SS MOKETO ML

DEBT COLLECTION CLERK

VAN DER MERWE GMM

DATA CAPTURER X 2 DIFETO DW

MORUWE PS METER READER X 11

MOTAU L J MATLOU ME PHALA ML MOALAMEDI SS MONYEKI ND MAKGAE MS MOLOMO MJ RAKUBU TJ MONINI JM MOABOHI RM MABULA W

CASHIER X 5 2x Vacant

MINAAR SE MOKONE DJ

SEPHOKGOLE S

ASSISTANT METER READER X4 MATHETHA AJ LEKALA A SEEMA DB MOTIMEDI SM

REVENUE CLERK DE WET GC


ORGANOGRAMS – BUDGET AND REPORTING


DIVISIONAL MANAGER: BUDGET & REPORTING

VAN ROOYEN R

ACCOUNTANT: BUDGET & REPORTING

MOKASE RW


ORGANOGRAMS –SOCIAL SERVICE’S DEPARTMENT – HEALTH SERVICE’S DIVISION

MANAGER: SOCIAL & COMMUNITY SERVICES

SELAMOLELA MJ

TRUCK DRIVER APHANE JF

TRUCK DRIVER MANGANYE MW

TRUCK DRIVER

SEKOMANE S

TRUCK DRIVER MONYEKI SM

GENERAL WORKERS MLAMBO M

LEHONG J MANGANYI WM

MOHLAKE BO

GENERAL WORKERS DIPELA NJ

MATJILA SH NKUNA J V

LEKALAKALA OB

GENERAL WORKERS MOLEKWA RM

SEODISA SJ MAHOLO PP MOKOKA SJ

TRACTOR DRIVER MBONGO JY

GENERAL WORKERS (Street Cleaners)

MAKAU TP ADAMS T

NGULELA R LEKALAKALA MK

KHOZA P MOTLOUNG MF MAVHULULA ML

MOSIMA S BALOYI NM LAKA ND

PHUKUBYE AP MAYATHELA MF LEKALAKALA MM

DM: WASTE MANAGEMENT MOOBI RS

GENERAL WORKERS TLOU JH

GOOVADIA SS VIVIERS PJ MPYA MJ

MAHOLO PP


ORGANOGRAMS –SOCIAL SERVICE’S DEPARTMENT – PROTECTION SERVICES

ASS SUPERINTENDENT LICENSING BAMBO MS

X1

X 1

EXAMINER OF VEHICLES & DRIVERS LICENSES X 2 SANTIE MP

JANSE VAN VUUREN H

ADMINISTRATIVE CLERK NKHUMISE M

LICENSING OFFICER x 3 MOSHOEU MM

NAWA SD MONARENG RS

FILING CLERK x3 VACANT

MOTAU V MPETE DL

PITT ASSISTANT MALEBANE CA

DIVISIONAL MANAGER: PROTECTION SERVICES

CLAASSENS AW


SELAMOLELA MJ

SWITCHBOARD OPERATOR Vacant

FIRE FIGHTERS

SITHOLE IS LEKALAKALA TD

MOJELA NE KEKANA MJ

LEDWABA KS KHOZA B

TRAFFIC OFFICER GR III MOKONE TE MPETE MP SAMBO TW NIEMANN D

X 4

TRAFFIC OFFICER GR II MASEKO MD

TRAFFIC OFFICER GR I DE LANGE JG LE ROUX TJ

SUPERINTENDENT TRAFFIC MTSWENE FT


ORGANOGRAMS –SOCIAL SERVICE’S DEPARTMENT – SPORT, ARTS, CULTURE AND RECREATION SERVICE’S DIVISION


SELAMOLELA MJ

DIVISIONAL MANAGER: SPORT, ARTS, CULTURE & RECREATION REHLAMVU W

LIBRARIAN X 2 LEBUDI M

MOTHATA AT CARETAKER BUILDINGS

PUTTER ME

HORTICULTURIST MABJE S

LIBRARY ASSISTANT BODHANIA Z MATLOU MJ TSHABALALA TE VACANT x 2

PERSONAL ASSISTANT Vacant

MACHINE OPERATORS X 13 RAMANO KP MABYE MD SELUMI NP MALULEKA MC MAFAFO S MOSIMA TM MALESA K MORUE F MARAKALALA TK Vacant x 3 (1 x Modimolle) (2x Mabatlane)

CLEANERS X11

KEKANA DF LEGWABE MC MAKHUBELA J MALATJI M KOBE PT LAKA RR NOKO KW MAKILA TF NKGAU N NGOBENI DE

3 VACANT (MODIMOLLE)

GENERAL WORKERS – PARKS X8 MASHIANE S BALOI E VACANT X 2 PHALANE S.J TAUATSWALA T

GENERAL WORKERS – CEMETERY X 7

1 Vacant TSHABALALA O MANGANA IM MATLOU JM MAKGATHO P

TRACTOR DRIVER CHAUKE P

MOKEBE MS SITHOLE MA

MANYATHELA MF MAJADIBODU MJ

CLERK LECHELELE MR

X 5


ORGANOGRAM – HUMAN RESOURCE DIVISION

MANAGER: CORPORATE SERVICES MOAGI NJ

DIVISIONAL MANAGER: HUMAN RESOURCES

PHALA AOT

LABOUR RELATIONS OFFICER

OPK MOLOTO

MOLOTO OPK

HRD OFFICER Radipabe C

HR OFFICER TLOU RF

WELLNESS OFFICER CHISIZA SC

EAP CLERK ROBINSONN TR

H R CLERK LEHOBYE MJ

VAN ROOYEN N

SECRETARY MCS MALOPE TT


ORGANOGRAM – ADMIN, LEGAL, PROPERTY & SERVICES DIVISION


ADMINISTRATIVE OFFICER (PL05) SEKGALA TW

X 1

ADMINISTRATIVE ASSISTANT (PL 06)

PHOLOBA KJ

RECORDS CLERK (PL 07)

MOLOANTOA ML RADEBE PE

CLERICAL ASSISTANT (PL12)

MAKETA MM LEGOABE LF

DM: ALPS (PL 02)

T X MOKHANDA

SECRETARY MCS MALOPE TT


ORGANOGRAM – COMMUNICATION & IT DIVISION

SECRETARY MCS MALOPE TT DIVISIONAL MANAGER:

COMMUNICATION & IT SHIKA MP

IT OFFICER LEKALAKALA GM

INDIGENT CLERK MOSIMA MS

PERSONAL ASSISTANT X3 MASHABA NE (MAYOR)

VACANT (SPEAKER) VACANT (CHIEF WHIP)

SWITCHBOARD OPERATOR LEBESE SK (MODIMOLLE)

MAJADIBODU MM (MABATLANE)

CHAUFFEUR MASHIANE MM

SPECIAL PROJECT

OFFICER

MOLEKOA D



ORGANOGRAM

MANAGER: STRATEGIC PLANNING AND LED VACANT

DIVISIONAL MANAGER: IDP & LED GWEBU I

DIVISIONAL MANAGER: TOWN PLANNING

PHOGOLE H

DIVISIONAL MANAGER: PMS

T FREYSEN


ORGANOGRAM – TOWN PLANNING DIVISION

MANAGER: STRATERGIC PLANNING AND LED

VACANT

DIVISIONAL MANAGER: TOWN PLANNING PHOGOLE H

BUILDING INSPECTOR MOAGI MA

HOUSING OFFICER KGATHI RA

ADMINISTRATIVE CLERK SELEMELA VC CHOKOE RO


ORGANOGRAM – IDP DIVISION


VACANT

DIVISIONAL MANAGER IDP GWEBU I

IDP COORDINATOR MALULEKA NM

IDP CLERK FIELIES MR


ORGANOGRAM – LED DIVISION


VACANT

LED OFFICER SHONGOANE MS

COORDINATOR: BEEHIVE CENTRE

MABETWA TL

ADMINISTRATIVE CLERK BALOI TM

YOUTH DEVELOPMENT COORDINATOR X2

MOKOKA D MAFORA J

DIVISIONAL MANAGER IDP & LED GWEBU I


ORGANOGRAM – PERFORMANCE MANAGEMENT SYSTEM DIVISION

MANAGER: STRATEGIC PLANNING AND LED

VACANT

DM: PMS FREYSEN T


ORGANOGRAMS – TECHNICAL SERVICE’S DEPARTMENT – ELECTRICAL DIVISION

MANAGER: TECHNICAL SERVICES SKHWIVHILU N

DIVISIONAL MANAGER: ELECTRICAL MAZIBUKO MA

ARTISAN: ELECTRICAL EDWARDS A TSELANE M

LIEBENBERG R PRINSLOO RS

KHANYA H MATIDZE VH MULLER AD

2 Vacant

ARTISAN ASSISTANT: ELECTRICAL MAROPOLA CT

MOLEFE MJ THELEDI D MD Sithole

1 New Mabatlane

GENERAL WORKER MFEKA D MOLOANTOA L SEBETHA S CHAUKE JR MADIBA MJ Vacant x 1 MOSETJA J CHABALALA C SHIKA F SAMBO AJ RAMELA I MOLOTO N RAPETSWA I SETSHEDI I

ADMINISTRATIVE CKERK MAAKE TR

CLERICAL ASSISTANT / MESSENGER DHLODHLO MS


ORGANOGRAMS – TECHNICAL SERVICE’S DEPARTMENT – PROJECTMANAGEMENT UNIT

PMU: MANAGER RAMTHLAKGWE KS

PMU: TECHNICIAN SINCLAIR K Y

PMU: DATA CAPTURER NGOBENI NM

PMU: TRAINEE X2 Molekoa JM Morake TJ

MANAGER: TECHNICAL SERVICES

SKHWIVHILU N


ORGANOGRAMS – TECHNICAL SERVICE’S DEPARTMENT – PUBLIC WORK’S DIVISION

TRACTOR DRIVER X 1 SIDIDZA N


DIVISIONAL MANAGER: PUBLIC WORKS

ARTISAN: ROADS AND STORM WATER PRINSLOO JPG MAKINTA AB ARTISAN: MECHANICAL

1X VACANT

OPERATOR: PUBLIC WORKS MAKWELA NJ

HLONGWANE MF MAVHUNGO M

NDOU

DRIVER X 3 MOLAPO MJ

SELAMOLELA L

ARTISAN ASSISTANT: PUBLIC WORKS X 3 MOOI MS

MOKWETLI C

GENERAL WORKER: PUBLIC WORKS X PHAHLANE E MOOKA E MATLATLE M MOKAU MS SEOKOTSA A MANGANYE D SHIVUI J RAMOKGOLA B MAKWELA L NAWA D MOLAPO KK MOABI MT SEBELEBELE LA LEBESE V LEDWABA JM MOREMI JL NDLOVU W MARIBA G

ARTISAN ASSISTANT: MECHANICAL MOLEFE BJ

PHASWANE MA

GENERAL WORKER: MECHANICAL LEHOTSO DJ


ORGANOGRAMS – TECHNICAL SERVICE’S DEPARTMENT – WATER AND SEWER DIVISION


DIVISIONAL MANAGER: WATER SERVICES MCE CHOKOLO

MODIMOLLE DONKERPOORT MODIMOLLE-WATER QUALITY MODIMOLLE WASTE WATER PLANT

PRODUCTION OFFICER/SNR PROCESS

CONTROLLER-CLASS 4

SB Mohlala

WATER QUALITY OFFICER LS Selemela-Class 4

MODIMOLLE-ASSISTANT PROCESS CONTROLLERS (PLANT ATTENDANTS) MJ Bjaloane HF Maketa MS Mphela MK Kubjane

PRODUCTION OFFICER PROCESS CONTROLLERS CLASS 4 JT Thobejane

ASSISTANT PROCESS CONTROLLERS NBJ Mokoena MJ Maphalla RD Sekwayo S Ramaphalla PN Madiba JM Morudu PM Tsebe

GENERAL WORKERS AE Malatjie LN Mashishi NI Kaisara JR Morolong LP Makhubela MJ Kekae MP Laka


MAINTENANCE TEAM

DIVISIONAL MANAGER: WATER SERVICES MCE CHOKOLO

VAALWATER/ALMA

GENERAL WORKERS TK Monyeki MJ Manganyi MJ Molebatsi JM Baloyi I Motshegoa LM Masenya

GENERAL WORKER SJ Kemp S Loopeng DF Kemp SM Mundalamo PJ Motsanani T Rihlampfu A Ntsoe JS Manamela MVH Matome C Sehoko RD Sedie X3 Vacant BJ Dacket SH Shongoane SO Motshegoa MF Matje

MODIMOLLE

ARTISANS

Tj Makgoane PM Modimola

ARTISAN ASSISTANT

OP Monini MJ Sithole JR Sithole X1 Vacant

ARTISANS

LF Manamela J Chauke

ARTISAN ASSISTANT

J Mabula X1 (Artisan Assistant)

DRIVER

TB Molefe

DRIVER

HK Matsimbi MJ Seodisa


PERFORMANCE MANAGEMENT SYSTEM FRAMEWORK

Performance Management System Framework is a strategic approach which provides a set of tools and

techniques to plan regularly, monitor and measure and review performance of the organization and individuals.

PMS is a system that is used to make sure that all parts of the municipality work together to achieve the goals

and targets that are set. The PMS Framework outlines the mandate of development and implementation

processes. It includes legislative framework, municipal objectives, stakeholders’ roles and responsibilities,

process plan, planning and reporting mechanisms.

PMS PURPOSE AND OBJECTIVES

The purpose of the performance management system is to assist the municipality to manage operational

functions, projects and program and ensures that set standards are met for effective service delivery. Its

objectives are as follows:

To translate councils mandate into implementable deliverables

To improve service delivery

To instill conscious in employees on their responsibilities and accountabilities

To cultivate the culture of team work

To ensure that the IDP is implemented as planned

To ensure integration and alignment of all sphere of government and its stakeholders

To ensure value for money

LEGISLATIVE FRAMEWORK

Local Government: Municipal Structures Act, powers and functions of the local municipality and its council

committees.

Local Government: Municipal Systems Act, states that the municipality must develop a municipal performance

management system and it provide clear guidance on the development of the system

Local Government: Municipal Finance Management Act:

It provides for the establishment of an audit committee which must:

Assess the functionality of the municipal PMS

Ensures that the municipality complies with the legislative requirements

Ensures that the performance indicators are realistic and measurable

Ensure that the municipality reports on a quarterly and annual basis


White Paper on Service Delivery (Bathos Pele), 1998

The Performance Management System is based on the eight (8) principles of Batho Pele for improving service

delivery and such are outlined as follows:

Consultation

Service Standards

Access

Courtesy

Information

Openness/Transparency

Redress

Value for money

STAKEHOLDERS’ ROLES AND RESPONSIBILITIES

IDP Steering Committee

This committee is responsible for the development, implementation and management of the Performance

Management System (PMS), which will include advising the municipality on the assessment and evaluation

process. The committee is constituted by the management of the municipality.

IDP Representative Committee

This committee is constituted by representative of the stakeholders and the platform is utilized by the

municipality for feedback purposes and to solicit further inputs into the process.

Audit Committee

The regulations require that the council establish an Audit Committee, where the majority of the members are

not Councilors or employees of the municipality. The operation of the committee is governed by section 14 (2-3)

of the MFMA.

Executive Committee

The Executive Committee is established in terms of chapter 4 of the Local Government: Municipal Structures Act

117 of 1998. The Executive Committee must be composed in such a way that parties and interests in the

municipal are represented. The Executive Committee of Modimolle Council consists of the Mayor and two

Councilors, of which one Councilor and the Mayor are on full-time basis.

The functions and powers of the committee are amongst others; the following in terms of section 44 of the Local

Government: Municipal Structures Act 117 of 1998:

Identify the needs of the municipality

Review and evaluate those needs in order of priority


Recommend to the municipal council strategies, programs and services to address priority needs through the

integrated development plan and estimates of revenue and expenditure, taking into account any applicable

national, provincial development plans.

The Executive Committee meets monthly. The Mayor decides when and where the executive committee meets.

Council

Municipal council is constituted by all Councilors in a municipality and it sits once on quarterly basis unless

otherwise in case of emergency, there is a provision for special council meeting. Its functions are to approve

policies and takes decisions on matters that affect the municipality. The council is chaired by the Speaker.

Ward Committee

The ward committees are regulated in terms of section 72-78 of the Local Government: Municipal Structures Act

117 of 1998. A ward committee must be composed of a Councilor representing the ward in the council and not

more than 10 other persons.

Ward committees are elected for the term of council (five years). Ward committees are given a monthly

allowance of R1000.00 which will assist them to executive their functions and duties. The municipality has

developed the By-Laws to regulate incentives for ward committees and a Policy on Establishment on ward

committees, the policy is reviewed on an annual basis.

Council Committees and Portfolio Committees

The Mayor distributes functions of the municipality among Councilors and their role is mainly to advise the

Mayor and council on the activities of the municipality. The committees do not take decision on matters that

affect the municipality but recommend to council. The committees meet on monthly basis.

The Municipal Public Accounts Committee is established in terms of the provision of the Local Government:

Municipal Structures Act 117 of 1998 and the Local Government: Municipal Finance Management Act 56 of

2003. The committee serves as an oversight committee to council; it assists council to hold the executive and

municipal entities to account and ensures the efficient and effective use of municipal resources. It will help to

increase council and public awareness of the financial and performance issues of the municipality and its

entities. MPAC is established in terms of section 79 of the Local Government: Municipal Structures Act 117 of

1998. The committee reports to council and meets on quarterly basis.

DEFINITIONS OF TERMS

The PMS Framework includes definitions of terms to establish common understanding between all stakeholders.

SERVICE DELIVERY BUDGET IMPLEMENTATION PLANS (SDBIPS)

The Municipal Finance Management Act (MFMA) requires that all section 57 managers including the Municipal

manager must develop and sign SDBIPs.


IDP CONCLUSION

The IDP review has been a lengthy and intense interactive process with the stakeholders as required by the law;

the implementation of the 2011/12 FY has been a profound impact on the review process. The municipality was

able to become aware of the challenges that impede on the intended development. This relate to lack of funds,

skills shortage, lack of knowledge, integration and exposure and lack of participation by few provincial

departments and parastatals in municipal IDP processes; however the municipality will continue to engage and

mobilize all stakeholders to be on board to overcome this challenges.

Largely, the municipality has enjoyed the support of most of the Provincially Based National Government

Departments, provincial departments and parastatals such as:

National Treasury

Department of Provincial Treasury

Department of Agriculture

Limpopo Economic Development Environment and Tourism

Department of Rural Development and Land Affairs

Office of the Premier

Department of Sport, Arts and Culture

Department of Education

Department of Safety, Security and Liaison

Co-operative Governance Human Settlement and Traditional Affairs (CoGHSTA)

Department of Public Works (EPWP)

Department of Roads & Transport

Department of Health & Social Development

Limpopo Business Support Agency (LIBSA)

Small Enterprise Development Agency (SEDA)

National Development Agency (NDA)

Statistics SA

Most of the aforementioned institutions participated throughout the IDP processes and were supportive to

specific developmental initiatives.

The external and internal integration of plans/projects and programs is still a major challenge. The municipality

will continue to strive for optimum integration and alignment of programs and projects with other stakeholders

through the IDP processes.


ACRONYMS DEFINITIONS

Acronyms Definitions

MLM Modimolle Local Municipality

MFMA Municipal Finance Management Act

COGHSTA Corporative Governance, Human Settlement & Traditional Affairs

SDF Spatial Development Framework

HR Human Resource

SDBIP Service Delivery Budget & Implementation Plan

LRA Labour Relations Act

SWOT Strengths, Weaknesses, Opportunities & Threats

LED Local Economic Development

IDP Integrated development Plan

HIV/AIDS Human Immunodeficiency Virus/ Acquired Immune Deficiency Syndrome

SP Service Provider

KPA Key Performance Area

KPI Key Performance Indicator

SAPS South African Police Services

DWA Department of Water Affairs

WDM Waterberg District Municipality

DME Department of Mineral & Energy

MIG Municipal Infrastructural Grant

RAL Road Agency Limpopo

CDWs Community Development Workers

STATSA Statistics South Africa

OTP Office of The Premier

LEPGD Limpopo Employment, Growth and Development Plan

SMME Small, Medium, Micro, Enterprise

NGO Non Governmental Organisation

MIP Municipal Investment Plan

MSA Municipal Systems Act

PMS Performance Management System

LUMS Land Use Management Act

GIS Geographic Information System

NSDP National Spatial Development Perspective

CBD Central Business District

CFO Chief Financial Officer

MCS Manager Corporate Services

MSCS Manager Social & Community Services

MTS Manager Technical Services

MSPED Manager Strategic Planning & Economic Development

MM Municipal Manager

PL Post Level

EXCO Executive Committee

EPWP Expanded Public Works Programme

LIBSA Limpopo Business Support Agency

SEDA Small Enterprise Development Agency

NDA National Development Agency


FBS Free Basic Services

RDP Reconstruction & Development Programme

PA Personal Assistant

KL Kilo litre

ML Mega litre

DBSA Development Bank of Southern Africa

GDP Gross Domestic Product

WDSP Workplace Skills Development Plan

NYDA National Youth Development Agency


Votes Operational objectives

Council and Office of the

Municipal Manager (Vote 1)

To provide the management of municipality's administration in accordance with Municipal legislation and

other legislation applicable to the Municipality, including management, discipline and development of

staff;

To formulate and develop of an economical, effective, efficient and accountable administration that is

equipped to carry out the task of implementing the municipality IDP and responsible to the needs of the

local community;

To facilitate of LED for the purposes of poverty reduction, economic growth, improved beneficiation for

all members of the community, integration of markets and establishment of partnerships;

To promote eco - tourism and marketing and branding of the Municipality - International Relations;

To facilitate investment in the Municipal for purposes of economic growth;

To provide the management and monitoring of Municipal services provided to local community in a

sustainable and equitable manner;

To provide the administration and implementation of the Municipality's by-laws and other legislation,

includes the implementation of National and Provincial directives, policies and legislation;

To exercise powers delegated to the Municipal Manager by the Municipal Council and other authorities

of the Municipality;

To render administrative and strategic support to the Mayor and other political structures in Council; and

To manage income and expenditure of the municipality to ensure sound financial management of

Council.

Budget and Treasury

(Vote 2)

To direct a value for money finance function that promotes effective financial management policies and

practices in a Municipality;

To ensure adequate and effective systems for accounting records and control systems;

To ensure effective and efficient financial reporting, as required by Municipal Finance Management Act;

To ensure proper monitoring and implementation support systems are put in place to ensure that all

duties are executed in accordance with budget allocation and within legislative requirements;

To maintain sufficient working capital by managing assets, investments, liabilities, borrowings and cash

flow effectively; and

To identify and monitor processes and procedures for financial and regulatory risks.

Corporate Services

(Vote 3)

To provide general office services including telecommunication services, switchboard and receptions,

office space provisioning, office cleaning services;

To provide administrative support to council and its committees through the implementation of the

standing rules of order of council;



To record management and registry through the implementation of the records management policy and

the central registry manual and ensure adherence to the National Archives of South Africa Act;

To provide personnel administration and organizational design services to the municipality through

implementation of municipal policies and collective agreements as well as adherence to the national

labour legislation;

To ensure that the Skills Development and Equity Acts are implemented through the development and

implementation of the workplace skills plan and the equity plan as well as facilitate training and

development for staff and councilors;

To establish and maintain good employee relations;

To develop and implement the strategies for employee health and safety as well as employee wellness;

and

To provide information and technology support to the municipality.

Social and Community

Services (Vote 4)

To provide the management of Municipality's administration in accordance with Municipal legislation

and other legislation applicable to the Municipality, includes management, discipline and development of

staff;

Through Environmental management, ensuring clean, safe and quality water, pollution free environment

and the appropriate disposal of the dead and refuse;

Through Environmental Health Management, ensuring healthy and safe premises;

To coordinate Health programmes ensuring healthy communities, productive workforce and economic

growth;

To manage the provision of fire and rescue services in saving lives, the prevention of fires, safeguarding

of property, humans and animals;

To facilitate a crime free environment;

To monitor the provision of adequate housing and the restoration of dignity;

To provide the promotion of Sports, Arts and Culture for purposes of wellness, preserved and diverse

culture and a society with high morals; and

To provide the endorsement of literacy, economic growth, enrichment of minds, job security and safe

schools.

Technical Services (Vote 5) To provide the management of the Technical services department's administration in accordance with

Municipal legislation and other legislation applicable to the municipality, including management,

discipline and development of staff;

To ensure the provision of cost effective management of department’s budget and the timely



implementation of resolutions and projects related to the department;

To provide the coordination of spatial planning and responsible land use; and

To provide the coordination of building control and management.

To ensure the provision of Basic Water and Hygienic Sanitation systems;

To ensure the construction of municipal roads for safe accessible roads;

To ensure cost effective project management of infrastructure development; and

To ensure compliance to national building regulations act.


1. MONTHLY REVENUE BY SOURCE

Table 1: Monthly Revenue by Source

Description

R thousand July August Sept. October November December January February March April May JuneBudget Year

2012/13

Budget Year

+1 2013/14

Budget Year

+2 2014/15

Revenue By Source

Property rates 1 558 1 558 1 558 1 558 1 558 1 558 1 558 1 558 1 558 1 558 1 558 1 558 18 700 20 040 21 466

Property rates - penalties & collection charges – – – – – – – – – – – – – – –

Serv ice charges - electricity rev enue 5 708 5 708 5 708 5 708 5 708 5 708 5 708 5 708 5 708 5 708 5 708 5 708 68 500 75 712 83 600

Serv ice charges - w ater rev enue 2 375 2 375 2 375 2 375 2 375 2 375 2 375 2 375 2 375 2 375 2 375 2 375 28 500 30 200 32 000

Serv ice charges - sanitation rev enue 633 633 633 633 633 633 633 633 633 633 633 633 7 600 8 052 8 650

Serv ice charges - refuse rev enue 426 426 426 426 426 426 426 426 426 426 426 426 5 117 5 578 6 084

Serv ice charges - other – – – – – – – – – – – – – – –

Rental of facilities and equipment 6 6 6 6 6 6 6 6 6 6 6 6 71 76 80

Interest earned - ex ternal inv estments 125 125 125 125 125 125 125 125 125 125 125 125 1 500 1 600 1 600

Interest earned - outstanding debtors 167 167 167 167 167 167 167 167 167 167 167 167 2 000 1 900 1 800

Div idends receiv ed – – – – – – – – – – – – – – –

Fines 10 10 10 10 10 10 10 10 10 10 10 10 123 133 143

Licences and permits – – – – – – – – – – – – – – –

Agency serv ices 265 265 265 265 265 265 265 265 265 265 265 265 3 180 3 339 3 506

Transfers recognised - operational 5 191 5 191 5 191 5 191 5 191 5 191 5 191 5 191 5 191 5 191 5 191 5 191 62 293 65 041 70 469

Other rev enue 230 230 230 230 230 230 230 230 230 230 230 230 2 762 2 759 2 933

Gains on disposal of PPE – – – – – – – – – – – – – – –

Total Revenue (excluding capital transfers and contributions)16 695 16 695 16 695 16 695 16 695 16 695 16 695 16 695 16 695 16 695 16 695 16 695 200 346 214 430 232 332

Expenditure By Type

Employ ee related costs 5 807 5 807 5 807 5 807 5 807 5 807 5 807 5 807 5 807 5 807 5 807 5 807 69 687 72 664 76 898

Remuneration of councillors 462 462 462 462 462 462 462 462 462 462 462 462 5 540 5 872 6 225

Debt impairment 333 333 333 333 333 333 333 333 333 333 333 333 4 000 5 000 5 000

Depreciation & asset impairment 719 719 719 719 719 719 719 719 719 719 719 719 8 633 8 973 9 218

Finance charges 215 215 215 215 215 215 215 215 215 215 215 215 2 576 2 646 2 705

Bulk purchases 5 208 5 208 5 208 5 208 5 208 5 208 5 208 5 208 5 208 5 208 5 208 5 208 62 500 71 000 80 500

Other materials 734 734 734 734 734 734 734 734 734 734 734 734 8 806 9 810 10 578

Contracted serv ices 542 542 542 542 542 542 542 542 542 542 542 542 6 500 6 700 6 900

Transfers and grants – – – –

Other ex penditure 3 003 3 003 3 003 3 003 3 003 3 003 3 003 3 003 3 003 3 003 3 003 3 003 36 036 34 041 36 571

Loss on disposal of PPE – – – – – – – – – – – – – – –

Total Expenditure 17 023 17 023 17 023 17 023 17 023 17 023 17 023 17 023 17 023 17 023 17 023 17 023 204 277 216 706 234 594

Surplus/(Deficit) (328) (328) (328) (328) (328) (328) (328) (328) (328) (328) (328) (328) (3 932) (2 276) (2 261)

Transfers recognised - capital 4 203 4 203 4 203 4 203 4 203 4 203 4 203 4 203 4 203 4 203 4 203 4 203 50 430 41 602 43 979

Contributions recognised - capital – – – – – – – – – – – – – – –

Contributed assets – – – – – – – – – – – – – – –

Surplus/(Deficit) after capital transfers &

contributions3 875 3 875 3 875 3 875 3 875 3 875 3 875 3 875 3 875 3 875 3 875 3 875 46 499 39 326 41 718

Tax ation – – – – – – – – – – – – – – –

Attributable to minorities – – – – – – – – – – – – – – –

Share of surplus/ (deficit) of associate – – – – – – – – – – – – – – –

Surplus/(Deficit) 3 875 3 875 3 875 3 875 3 875 3 875 3 875 3 875 3 875 3 875 3 875 3 875 46 499 39 326 41 718

Budget Year 2012/13Medium Term Revenue and Expenditure

Framework


2. MONTHLY REVENUE BY VOTE

Table 2: Monthly Revenue by Vote

Description


2012/13

Budget Year

+1 2013/14

Budget Year

+2 2014/15

Revenue by Vote

Vote 1 - Ex ecutiv e and Council 2 271 2 271 2 271 2 271 2 271 2 271 2 271 2 271 2 271 2 271 2 271 2 271 27 250 29 261 31 922

Vote 2 - Financial Serv ices 2 434 2 434 2 434 2 434 2 434 2 434 2 434 2 434 2 434 2 434 2 434 2 434 29 212 30 951 32 773

Vote 3 - Corporate Serv ices 75 75 75 75 75 75 75 75 75 75 75 75 900 1 000 1 050

Vote 4 - Social and Community Serv ices 1 546 1 546 1 546 1 546 1 546 1 546 1 546 1 546 1 546 1 546 1 546 1 546 18 558 21 173 25 198

Vote 5 - Technical Serv ices 14 557 14 557 14 557 14 557 14 557 14 557 14 557 14 557 14 557 14 557 14 557 14 557 174 679 173 458 185 169

Vote 6 - Planning and Dev elopment 15 15 15 15 15 15 15 15 15 15 15 15 177 188 199

Ex ample 7 - Vote7 – – – – – – – – – – – – – – –

Ex ample 8 - Vote8 – – – – – – – – – – – – – – –

Ex ample 9 - Vote9 – – – – – – – – – – – – – – –

Ex ample 10 - Vote10 – – – – – – – – – – – – – – –

Ex ample 11 - Vote11 – – – – – – – – – – – – – – –

Ex ample 12 - Vote12 – – – – – – – – – – – – – – –

Ex ample 13 - Vote13 – – – – – – – – – – – – – – –

Ex ample 14 - Vote14 – – – – – – – – – – – – – – –

Ex ample 15 - Vote15 – – – – – – – – – – – – – – –

Total Revenue by Vote 20 898 20 898 20 898 20 898 20 898 20 898 20 898 20 898 20 898 20 898 20 898 20 898 250 776 256 032 276 311

Budget Year 2012/13Medium Term Revenue and Expenditure

Framework


3. MONTHLY EXPENDITURE BY VOTE

Table 3: Monthly Expenditure by Vote

Description Ref


2012/13

Budget Year

+1 2013/14

Budget Year

+2 2014/15

Expenditure by Vote to be appropriated

Vote 1 - Ex ecutiv e and Council 1 313 1 313 1 313 1 313 1 313 1 313 1 313 1 313 1 313 1 313 1 313 1 313 15 753 17 941 18 868

Vote 2 - Financial Serv ices 911 911 911 911 911 911 911 911 911 911 911 911 10 932 11 878 12 908

Vote 3 - Corporate Serv ices 1 163 1 163 1 163 1 163 1 163 1 163 1 163 1 163 1 163 1 163 1 163 1 163 13 950 15 748 17 211

Vote 4 - Social and Community Serv ices 2 609 2 609 2 609 2 609 2 609 2 609 2 609 2 609 2 609 2 609 2 609 2 609 31 312 31 858 33 465

Vote 5 - Technical Serv ices 10 446 10 446 10 446 10 446 10 446 10 446 10 446 10 446 10 446 10 446 10 446 10 446 125 357 132 286 144 596

Vote 6 - Planning and Dev elopment 581 581 581 581 581 581 581 581 581 581 581 581 6 973 6 996 7 546

Ex ample 7 - Vote7 – – – – – – – – – – – – – – –

Ex ample 8 - Vote8 – – – – – – – – – – – – – – –

Ex ample 9 - Vote9 – – – – – – – – – – – – – – –

Ex ample 10 - Vote10 – – – – – – – – – – – – – – –

Ex ample 11 - Vote11 – – – – – – – – – – – – – – –

Ex ample 12 - Vote12 – – – – – – – – – – – – – – –

Ex ample 13 - Vote13 – – – – – – – – – – – – – – –

Ex ample 14 - Vote14 – – – – – – – – – – – – – – –

Ex ample 15 - Vote15 – – – – – – – – – – – – – – –

Total Expenditure by Vote 17 023 17 023 17 023 17 023 17 023 17 023 17 023 17 023 17 023 17 023 17 023 17 023 204 277 216 706 234 594

Surplus/(Deficit) before assoc. 3 875 3 875 3 875 3 875 3 875 3 875 3 875 3 875 3 875 3 875 3 875 3 875 46 499 39 326 41 718

Tax ation – – – –

Attributable to minorities – – – –

Share of surplus/

(deficit) of

associate

– – – –

Surplus/(Deficit) 13 875 3 875 3 875 3 875 3 875 3 875 3 875 3 875 3 875 3 875 3 875 3 875 46 499 39 326 41 718

Budget Year 2012/13 Medium Term Revenue and Expenditure

Framework


4. SERVICE DELIVERY, PERFORMANCE INDICATORS AND TARGETS

9.1 Office of the Municipal Manager – Vote 1

KPA Strategic Objective

Programme / Focus Area

Institutional Indicator

Target end Sept 2011

Target Note

Target end Dec 2011

Target Note

Target end Mar 2012

Target Note

Target end Jun 2012

Target Note

Annual Projected

Target 2011-12

Transforma tion and Organisational Development

Attract, develop and retain human capital

Human Resource Management

Percentage of budgeted vacancies on the organogram filled (Number of vacancies filled / total number of vacancies budgeted as percentage)

100 100% 100 100% 100% 100% 100 100% 100




Percentage of S57 positions filled (Number of S57 positions filled / total number of S57 positions as per organogram as percentage)

100 100% 100 100% 100 100% 100 100% 100




Percentage of strategically identified positions filled (Number of strategic positions filled / total number of strategic positions identified as percentage)

75 75% 75 75% 75 75% 75 75% 75






Target Note

Target end Dec 2011

Target Note

Target end Mar 2012

Target Note

Target end Jun 2012

Target Note

Annual Projected

Target 2011-12



Employee Performance Management

Percentage of section 57 employment contracts (Number of section 57 manager / total number of employment contracts signed as percentage)

100 100% 100 100% 100 100% 100 100% 100




Percentage of OHS recommendations implemented related to department (Number of recommendations implemented / total number of hazards identified as percentage)

25 25% 50 50% 75 75% 100 100% 100



Employee Performance Management

Number of formal individual performance assessments conducted and reported upon

1 1 - previous financial

year

N/A this

quarter

2 2 - mid-year

N/A this

quarter

2

Basic Service Delivery

Promote the welfare of the community

Social Welfare

Percentage of equitable share spent on free basic services (Rand value of equitable share spent on free basic services / total rand value received from

N/A this

quarter

N/A this

quarter

N/A this

quarter

5 5% 5






Target Note

Target end Dec 2011

Target Note

Target end Mar 2012

Target Note

Target end Jun 2012

Target Note

Annual Projected

Target 2011-12

equitable share for free basic services as percentage)



Social Welfare

Percentage of national and provincial HIV/AIDS programmes attended (Number national and provincial HIV/AIDS programmes attended / total number of Provincial and national HIV/AIDS programmes invitations received as percentage)

100 100% 100 100% 100 100% 100 100% 100



Social Welfare

Percentage of rand value budget spent on HIV/AIDS Awareness (Rand value budget spent on HIV/AIDS Awareness / total rand value budgeted for HIV/AIDS awareness as Percentage)

N/A this

quarter

33 33% 66 66% 100 100% 100






Target Note

Target end Dec 2011

Target Note

Target end Mar 2012

Target Note

Target end Jun 2012

Target Note

Annual Projected

Target 2011-12

Local Economic Development

Facilitate economic development while protecting the environment

LED Number of LED forum meetings held per annum y.t.d.

3 3 5 5 7 7 10 10 10



LED Number of Hawkers forum meetings held per annum y.t.d.

1 1 2 2 3 3 4 4 4



LED Number of Business forums meetings held per annum y.t.d.

N/A this

quarter

1 1 N/A this

quarter

2 2 2



LED Number Cultural tourism sites supported with training per annum y.t.d.

N/A this

quarter

N/A this

quarter

N/A this

quarter

1 1 1



LED Total Number of SMME support workshops held per annum y.t.d.

2 2 4 4 7 7 10 10 10



LED Number of Commercial Centres built per annum y.t.d.

3 3 3 3 3 3 3 3 3






Target Note

Target end Dec 2011

Target Note

Target end Mar 2012

Target Note

Target end Jun 2012

Target Note

Annual Projected

Target 2011-12

Municipal Financial Viability

Improve financial viability

Expenditure Management

Percentage of personnel costs accrued (Rand value spent on salaries / total rand value budget spent from operational budget – excluding Councillors’ allowances as percentage)

32 32% 32 32% 32 32% 32 32% 32




Percentage correlation of project progress against project expenditure (Number of projects implemented y.t.d. / rand value for project expenditure as percentage)

100 100% 100 100% 100 100% 100 100% 100




Percentage expenditure variance of total projected Budget y.t.d. (Rand value capital budget actually spent / rand value capital budget projected as percentage)

10 10% 10 10% 10 10% 10 10% 10






Target Note

Target end Dec 2011

Target Note

Target end Mar 2012

Target Note

Target end Jun 2012

Target Note

Annual Projected

Target 2011-12




Percentage operating budget variance per department y.t.d. in terms of projected quarterly expenditure (Rand value operational budget actually spent / rand value operational budget projected as percentage)

10 10% 10 10% 10 10% 10 10% 10



Financial Reporting

Financial Statement submitted to AG (Measure progress against the preparation and submission of financial statements to the AG by no later than the 31 August as prescribed in MFMA).

100 100% N/A this

quarter

N/A this

quarter

N/A this

quarter

100



Budget Preparation

Percentage of Adjusted Budget adopted by Council (Measure progress against finalisation of the development and submission

N/A this

quarter

N/A this

quarter

100 100% N/A this

quarter

100






Target Note

Target end Dec 2011

Target Note

Target end Mar 2012

Target Note

Target end Jun 2012

Target Note

Annual Projected

Target 2011-12

of adjustments budget to Council).



Budget Preparation

Percentage of Final Budget adopted by Council by end of May (Measures progress against the finalisation of the development and adoption of the annual budget).

N/A this

quarter

N/A this

quarter

N/A this

quarter

100 100% 100

Good Governance and Public Participation

Improve administrative and governance capacity

Public Participation

Number of Local Izimbizo held y.t.d.

N/A this

quarter

1 1 2 2 3 3 3




Number Public participation meetings held (1 per ward)

N/A this

quarter

N/A this

quarter

9 9 9 9 9




Percentage of advertisement for public participation issued (Number of public participation events held / total number of public participation held with issued

100 100% 100 100% 100 100% 100 100% 100






Target Note

Target end Dec 2011

Target Note

Target end Mar 2012

Target Note

Target end Jun 2012

Target Note

Annual Projected

Target 2011-12

notices two weeks before event as percentage).



Special Programmes

Percentage of rand value spent on youth (Rand value of budget spent on Youth / total rand operating budget projected to be spent on Youth y.t.d. as percentage).

100 100% 100 100% 100 100% 100 100% 100



Special Programmes

Number Institutions exhibited at career exhibitions

N/A this

quarter

N/A this

quarter

N/A this

quarter

12 12 12



Special Programmes

Number of Awareness workshops on substance abuse hosted y.t.d.

N/A this

quarter

N/A this

quarter

1 1 2 2 2



Special Programmes

Number of school career exhibitions organised y.t.d.

N/A this

quarter

N/A this

quarter

N/A this

quarter

2 2 2






Target Note

Target end Dec 2011

Target Note

Target end Mar 2012

Target Note

Target end Jun 2012

Target Note

Annual Projected

Target 2011-12



Special Programmes

Number of awareness campaign on child abuse y.t.d.

N/A this

quarter

1 1 N/A this

quarter

2 2 2



Auditing Percentage of Audit Plan activities implemented

N/A this

quarter

N/A this

quarter

50 50% 100 100% 100



Auditing Percentage of AG qualifications raised resolved

N/A this

quarter

N/A this

quarter

50 50% 100 100% 100



Auditing Percentage of AG audit qualifications raised related to department resolved

N/A this

quarter

N/A this

quarter

50 50% 100 100% 100



Auditing Number of Performance management reports audited by internal audit y.t.d.

1 1 2 2 3 3 4 4 4



Auditing Percentage of quarterly reports audited by the PAC (Number of quarterly institutional performance reports audited / total number of quarterly institutional performance reports audited

100 100% 100 100% 100 100% 100 100% 100






Target Note

Target end Dec 2011

Target Note

Target end Mar 2012

Target Note

Target end Jun 2012

Target Note

Annual Projected

Target 2011-12

by performance audit committee within three weeks of receipt of reports y.t.d. as percentage).



Auditing Percentage of internal audit queries resolved within agreed timeframes from issuing of internal audit report per department

100 100% 100 100% 100 100% 100 100% 100



Auditing Percentage of identified risks monitored and reported (Number risks monitored and reported on / total number risks identified as percentage)

100 100% 100 100% 100 100% 100 100% 100



Administra tion

Percentage departmental meeting resolutions implemented per quarter (Number of departmental meeting resolutions implemented per quarter / total Number of departmental meeting

100 100% 100 100% 100 100% 100 100% 100






Target Note

Target end Dec 2011

Target Note

Target end Mar 2012

Target Note

Target end Jun 2012

Target Note

Annual Projected

Target 2011-12

resolutions as percentage).



Intergovernmental Relations

Number of strategic relations initiated (Inter-Governmental Relations) (i.e. number of MOU’s)

N/A this

quarter

N/A this

quarter

N/A this

quarter

2 2 MOU's signed

2



Geographic Information System

Percentage Analysis and consolidation of GIS data

100 100% 100 100% 100 100% 100 100% 100

Spatial Rationale

Accelerate integrated human settlements

Integrated Development Planning

Percentage of projects implemented for the FY 2011/2012 (Number of Projects implemented / total number of IDP projects budgeted for Financial Year - 2011/2012 as percentage).

25 25% 50 50% 75 75% 100 100% 100%

Spatial Rationale



Percentage draft IDP tabled to Council by end March

N/A this

quarter

N/A this

quarter

100 100% N/A this

quarter

100

Spatial Rationale



Percentage final IDP adopted by Council by end of May

N/A this

quarter

N/A this

quarter

N/A this

quarter

100 100% 100






Target Note

Target end Dec 2011

Target Note

Target end Mar 2012

Target Note

Target end Jun 2012

Target Note

Annual Projected

Target 2011-12

Spatial Rationale


Organisational Performance Management

Number of Quarterly departmental performance reports completed within 10 working days after the end of quarter

1 1 2 2 3 3 4 4 4

Spatial Rationale



Percentage of Annual Report adopted by Council by end March

N/A this

quarter

N/A this

quarter

100 100% N/A this

quarter

100

Spatial Rationale



Number of departmental meetings held y.t.d.

3 3 6 6 9 9 12 12 12

Spatial Rationale



Number of monthly departmental reports submitted y.t.d.

3 3 6 6 9 9 12 12 12


9.2 Budget and Treasury – Vote 2




Target Sept 2011

Target Note

Target Dec 2011

Target Note

Target Mar 2012

Target Note

Target Jun 2012

Target Note

Annual Projected Target 2011-12

Spatial Rationale




3 3 6 6 9 9 12 12 12

Spatial Rationale



Number of quarterly departmental performance reports completed within 10 working days after the end of quarter

1 1 2 2 3 3 4 4 4

Spatial Rationale



Number of monthly departmental reports submitted y.t.d.

3 3 6 6 9 9 12 12 12

Transformation and Organisational Development


Human Resource

Management


100 100% 100 100% 100 100% 100 100% 100





Target Sept 2011

Target Note

Target Dec 2011

Target Note

Target Mar 2012

Target Note

Target Jun 2012

Target Note




Social Welfare

Percentage of indigent receiving FBS (Number of indigent receiving Free Basic Services / total number of indigents registered as percentage).

100 100% 100 100% 100 100% 100 100% 100



Financial Reporting

Percentage of Financial Statements for FY submitted to the Auditor-General by 31 August (as per MFMA)

100 100% N/A this

quarter

N/A this

quarter

N/A this

quarter

100



Financial Reporting

Percentage of Financial Statements submitted to NERSA by end October

N/A this

quarter

100 100% N/A this

quarter

N/A this

quarter

100



Financial Reporting

Number of monthly finance management grant reports submitted by 10 working days after month end

3 3 6 6 9 9 12 12 12



Financial Reporting

Number of monthly Municipal Infrastructure Grants reports submitted by 10 working days after month end

3 3 6 6 9 9 12 12 12





Target Sept 2011

Target Note

Target Dec 2011

Target Note

Target Mar 2012

Target Note

Target Jun 2012

Target Note




Financial Reporting

Number of monthly Municipal Systems Improvement Grants reports submitted by 10 working days after month end

3 3 6 6 9 9 12 12 12



Financial Reporting

Total Number of monthly cash reconciliation reports per annum done y.t.d.

3 3 6 6 9 9 12 12 12



Financial Reporting

Number of SCM reports submitted to Council and National Treasury per annum y.t.d.

1 1 2 2 3 3 4 4 4



Financial Reporting

Number of MFMA S66 reports submitted per annum y.t.d.

3 3 6 6 9 9 12 12 12



Financial Reporting

Number S71 reports submitted within 10 working days after month end

3 3 6 6 9 9 12 12 12



Budget Preparation

Number of draft Budget tabled to Council

N/A this

quarter

N/A this

quarter

1 1 N/A this

quarter

1



Budget Preparation

Number of final Budget tabled to Council

N/A this

quarter

N/A this

quarter

N/A this

quarter

1 1 1





Target Sept 2011

Target Note

Target Dec 2011

Target Note

Target Mar 2012

Target Note

Target Jun 2012

Target Note




Budget Preparation

Number of adjustment Budget tabled to Council

N/A this

quarter

N/A this

quarter

1 1 N/A this

quarter

1



Revenue Management

Rand value annual revenue actually received for services y.t.d.

15925000

15925000

31850000

31850000

47775000

47775000

63700000

63700000

63700000



Revenue Management

Percentage revenue received (Actual rand value revenue / total projected revenue as percentage).

87 87% 88 88% 89 89% 90 90% 90



Revenue Management

Percentage revenue generated through services (Rand value revenue from services / total rand value revenue as percentage).



Revenue Management

Percentage actual income from property rates (Rand value actual income for property rates / total projected income for property rates as percentage).

N/A this

quarter

N/A this

quarter

N/A this

quarter

Municipal Financial

Improve financial

Revenue Management

Percentage revenue from

N/A this

N/A this

N/A this





Target Sept 2011

Target Note

Target Dec 2011

Target Note

Target Mar 2012

Target Note

Target Jun 2012

Target Note


Viability viability grants (Rand value received from grants / total revenue received as percentage).

quarter quarter quarter



Revenue Management

Rand value total operating revenue received y.t.d.

29573750



Revenue Management

Rand value operating grants received y.t.d.

19441500



Revenue Management

Rand value debt service payments (i.e. interest + redemption) due within financial year y.t.d.

405397



Revenue Management

Average percentage payment rate for municipal area

77




Percentage statutory payments made within prescribed timeframes

100 100% 100 100% 100 100% 100 100% 100



Revenue Management

Percentage of debt over 90 days

70




Percentage of capital budget spent in terms of projected expenditure

100 100% 100 100% 100 100% 100 100% 100





Target Sept 2011

Target Note

Target Dec 2011

Target Note

Target Mar 2012

Target Note

Target Jun 2012

Target Note





Percentage correlation of project progress and project expenditure

100 100% 100 100% 100 100% 100 100% 100




Percentage of salary transfers within determined time frames

100 100% 100 100% 100 100% 100 100% 100




Percentage operating budget variance per department y.t.d. in terms of projected quarterly expenditure

10 10% 10 10% 10 10% 10 10% 10



Supply Chain Management

Percentage quotations approved within required timeframe (Number of quotations approved within timeframe/ total Number of quotations approved)

100 100% 100 100% 100 100% 100 100% 100




Percentage tenders awarded within 90 days of closure

100 100% 100 100% 100 100% 100 100% 100





Target Sept 2011

Target Note

Target Dec 2011

Target Note

Target Mar 2012

Target Note

Target Jun 2012

Target Note





Number of invitation to service providers for registration on database

1 1 N/A this

quarter

2 2 N/A this

quarter

2




Percentage of Bid Specification meetings attended (Number of Bid Specification meeting attended / total number of Bid Specification meeting called as percentage).

100 100% 100 100% 100 100% 100 100% 100




Percentage bids opened on closing day and time (Number of bids opened on closing day and time / total number of bids received as percentage).

100 100% 100 100% 100 100% 100 100% 100




Number of SCM deviation reports submitted to Council y.t.d.

3 3 6 6 9 9 12 12 12




Number of SCM policy implementation reports submitted to Council

3 3 6 6 9 9 12 12 12





Target Sept 2011

Target Note

Target Dec 2011

Target Note

Target Mar 2012

Target Note

Target Jun 2012

Target Note





Number of stores stock takes conducted

1 1 2 2 3 3 4 4 4




Number of quarterly SCM reports submitted to the Mayor

1 1 2 2 3 3 4 4 4




Number of monthly SCM reports submitted to national treasury

3 3 6 6 9 9 12 12 12




Number of monthly SCM reports submitted to Corporate services for drafting of SLA's

3 3 6 6 9 9 12 12 12



Asset Management

Percentage GRAP compliance (Number of asset captured in the asset register meeting the GRAP requirements / total number of asset captured in the asset register as Percentage)

100 100% 100 100% 100 100% 100 100% 100





Target Sept 2011

Target Note

Target Dec 2011

Target Note

Target Mar 2012

Target Note

Target Jun 2012

Target Note




Asset Management

Percentage of assets insured as approved by the CFO (Number of asset insured / total number of asset registered as percentage)

100 100% 100 100% 100 100% 100 100% 100



Asset Management

Number of times asset register is updated y.t.d.

3 3 6 6 9 9 12 12 12



Asset Management

Rand value on current liabilities

0 N/A this

quarter

0 N/A this

quarter

0 N/A this

quarter

1946000 1946000 1946000



Asset Management

Percentage of claims received submitted to insurance broker within 7 days from receipt of all relevant documents

100 100% 100 100% 100 100% 100 100% 100



Asset Management

Number of monthly meetings held with insurance broker y.t.d.

3 3 6 6 9 9 12 12 12



Revenue Management

Percentage MIG spent (Rand value fund for MIG spent / rand value projected y.t.d. expenditure on MIG funding as percentage).

100 100% 100 100% 100 100% 100 100% 100





Target Sept 2011

Target Note

Target Dec 2011

Target Note

Target Mar 2012

Target Note

Target Jun 2012

Target Note





N/A this

quarter

N/A this

quarter

50 50% 100 100% 100



Auditing Percentage of identified risks monitored and reported (Number risks monitored and reported on / total number risks identified as percentage).

100 100% 100 100% 100 100% 100 100% 100



Administration

Percentage departmental meeting resolutions implemented per quarter (Number of departmental meeting resolutions implemented per quarter / total number of departmental meeting resolutions as percentage).

100 100% 100 100% 100 100% 100 100% 100





Target Sept 2011

Target Note

Target Dec 2011

Target Note

Target Mar 2012

Target Note

Target Jun 2012

Target Note




Administration

Percentage council resolutions implemented per quarter (Number of council resolutions implemented per quarter / total number of council resolutions as percentage).

100 100% 100 100% 100 100% 100 100% 100



Administration

Percentage departmental meeting resolutions implemented per quarter (departmental meeting resolutions implemented per quarter/ total Number of departmental meeting resolutions

100 100% 100 100% 100 100% 100 100% 100


9.3 Corporate Services – Vote 3


Programme / Focus

Area



Target Note

Target end Dec 2011

Target Note

Target end Mar 2012

Target Note

Target end Jun 2012

Target Note

Annual Projected

Target 2011-12

Spatial Rationale



Number of Departmental Meetings held y.t.d.

3 3 6 6 9 9 12 12 12

Spatial Rationale




1 1 2 2 3 3 4 4 4

Spatial Rationale



Number of monthly departmental reports submitted per annum y.t.d.

3 3 6 6 9 9 12 12 12




Percentage of job descriptions for new posts developed

100 100% 100 100% 100 100% 100 100% 100




Percentage of job descriptions for new posts signed

100 100% 100 100% 100 100% 100 100% 100



Programme / Focus

Area



Target Note

Target end Dec 2011

Target Note

Target end Mar 2012

Target Note

Target end Jun 2012

Target Note

Annual Projected

Target 2011-12





100 100% 100 100% 100 100% 100 100% 100





10 10% 10 10% 10 10% 10 10% 10



Communication

Number of communication documents distributed

2 2 4 4 6 6 8 8 8



Communication

Number of media statements submitted to media houses within 5 days before the event y.t.d.

3 3 6 6 9 9 12 12 12



Programme / Focus

Area



Target Note

Target end Dec 2011

Target Note

Target end Mar 2012

Target Note

Target end Jun 2012

Target Note

Annual Projected

Target 2011-12



Communication

Number of internal communication newsletter developed and distributed per annum y.t.d.

1 1 2 2 3 3 4 4 4



Marketing and Branding

Number of billboards installed y.t.d.

N/A this

quarter

250 250 N/A this

quarter

250 250 250




Number of diaries distributed y.t.d.

N/A this

quarter

300 300 N/A this

quarter

N/A this

quarter

300




Number of calendars distributed y.t.d.

N/A this

quarter

4000 4000 N/A this

quarter

N/A this

quarter

4000




Percentage monthly website updates (Number of MFMA required website update submitted to SITA on monthly basis year to date calculated as percentage)

100 100% 100 100% 100 100% 100 100% 100




N/A this

quarter

N/A this

quarter

50 50% 100 100% 100



Programme / Focus

Area



Target Note

Target end Dec 2011

Target Note

Target end Mar 2012

Target Note

Target end Jun 2012

Target Note

Annual Projected

Target 2011-12




100 100% 100 100% 100 100% 100 100% 100



Fraud and Anti Corruption Campaigns

Percentage of corruption cases investigated and resolved within 3 months (Number of corruption cases resolved with 3 months / total number of corruption cases investigated and resolved within 3 months as percentage).

100 100% 100 100% 100 100% 100 100% 100



Policies and By- Laws

Number policies reviewed y.t.d.

N/A this

quarter

6 6 6 6 12 12 12



Legal Services

Percentage of legal opinions rendered within 10 working days from receipt of request

100 100% 100 100% 100 100% 100 100% 100



Programme / Focus

Area



Target Note

Target end Dec 2011

Target Note

Target end Mar 2012

Target Note

Target end Jun 2012

Target Note

Annual Projected

Target 2011-12



Legal Services

Percentage of Service Level Agreements drafted and signed within 10 working days after adjudication of tenders

100 100% 100 100% 100 100% 100 100% 100




Percentage of disciplinary cases resolved within 3 months after disciplinary actions initiation

80 80% 80 80% 80 80% 80 80% 80




Percentage employees grievances finalised within 3 months of grievance being lodged

80 80% 80 80% 80 80% 80 80% 80



Information Communication and Technology

Percentage IT software complaints resolved within 1 day

100 100% 100 100% 100 100% 100 100% 100



Administration

Percentage council Agendas issued 3 calendar days before the meeting

100 100% 100 100% 100 100% 100 100% 100



Administration

Percentage EXCO agendas issued 3 calendar days before the

100 100% 100 100% 100 100% 100 100% 100



Programme / Focus

Area



Target Note

Target end Dec 2011

Target Note

Target end Mar 2012

Target Note

Target end Jun 2012

Target Note

Annual Projected

Target 2011-12



Administration

Number of Councillors trained

N/A this

quarter

N/A this

quarter

N/A this

quarter

18 18 18



Administration


100 100% 100 100% 100 100% 100 100% 100



Administration


100 100% 100 100% 100 100% 100 100% 100




Number functional ward committees

9 9 9 9 9 9 9 9 9



Programme / Focus

Area



Target Note

Target end Dec 2011

Target Note

Target end Mar 2012

Target Note

Target end Jun 2012

Target Note

Annual Projected

Target 2011-12




Number ward committee members trained

N/A this

quarter

N/A this

quarter

18 18 18 N/A this

quarter

18


9.4 Social and Community Services – Vote 4





Target Note

Target end Dec 2011

Target Note

Target end Mar 2012

Target Note

Projected Target end Jun 2012

Target Note


Spatial Rationale



Number of Departmental Meetings held y.t.d.

3 3 6 6 9 9 12 12 12

Spatial Rationale




1 1 2 2 3 3 4 4 4

Spatial Rationale




3 3 6 6 9 9 12 12 11



Waste Management

Number of Households receiving weekly waste removal services

20000 20000 20000 20000 20000 20000 20000 20000 20000



Waste Management

Number of cleaning inspections done per annum y.t.d.

6 6 12 12 18 18 24 24 24






Target Note

Target end Dec 2011

Target Note

Target end Mar 2012

Target Note


Target Note




Libraries Number of queries raised in the library addressed

100 100% 100 100% 100 100% 100 100% 100



Libraries Percentage of books returned within 14 days

90 90% 90 90% 90 90% 90 90% 98



Traffic Management

Rand value received for fines issued year to date

37500 37500 75000 75000 112500 112500 150000 150000 150000



Traffic Management

Number of speed checks per annum year to date

30 30 80 80 140 140 200 200 200



Traffic Management

Number transport forum meetings attended y.t.d.

1 1 2 2 3 3 4 4 4



Traffic Management

Rand value generated by the registration of vehicles, issuing of learners and drivers licences

675000 675000 1350000 1350000 2025000 2025000 2700000

2700000 2700000



Traffic Management

Percentage of driver license tested (Number of drivers license tested / total number of drivers license recorded in the record book as percentage).

85 85% 85 85% 85 85% 85 85% 85






Target Note

Target end Dec 2011

Target Note

Target end Mar 2012

Target Note


Target Note




Traffic Management

Number of people tested for learner driver license (Number people tested for learner driver license / total number of request made as percentage).

95 95% 95 95% 95 95% 95 95% 95



Traffic Management

Number of complaints about the testing station

0 0 0 0 0 0 0 0 0



Traffic Management

Percentage of SABS code requirements met

100 100% 100 100% 100 100% 100 100% 100



Traffic Management

Number of emergency cases attended to within 60 minutes (number of emergency cases attended to within 60 minutes / Number emergency cases reported as percentage).

100 100% 100 100% 100 100% 100 100% 100



Sports Facilities

Percentage of sport fields maintained on monthly basis (Number of sport fields

100 100% 100 100% 100 100% 100 100% 100






Target Note

Target end Dec 2011

Target Note

Target end Mar 2012

Target Note


Target Note


maintained on monthly basis / total number of sport fields in the municipal area which is the responsibility of the municipality to maintain as percentage).



Cemeteries Number cemeteries maintained monthly

100 100% 100 100% 100 100% 100 100% 100




N/A this

quarter

N/A this

quarter

50 50% 100 100% 100




100 100% 100 100% 100 100% 100 100% 100



Administration

Percentage council resolutions implemented per quarter (Number of

100 100% 100 100% 100 100% 100 100% 100






Target Note

Target end Dec 2011

Target Note

Target end Mar 2012

Target Note


Target Note


council resolutions implemented per quarter / total number of council resolutions as percentage).



Administration


100 100% 100 100% 100 100% 100 100% 100





100 100% 100 100% 100 100% 100 100% 100


9.5 Technical Services – Vote 5





Target Note

Target end Dec 2011

Target Note

Target end Mar 2012

Target Note

Target end Jun 2012

Target Note


Spatial Rationale




3 3 6 6 9 9 12 12 12

Spatial Rationale


Spatial and Town Planning

Percentage of projects implemented for the FY 2011/2012 (Number of Projects implemented / total number of IDP projects budgeted for Financial Year - 2011/2012 as percentage).

100 100% 100 100% 100 100% 100 100% 100

Spatial Rationale



Percentage of land use application processed within 6 months (Number of land use applications processed within 6 months /total number of land use applications received as Percentage).

100 100% 100 100% 100 100% 100 100% 100






Target Note

Target end Dec 2011

Target Note

Target end Mar 2012

Target Note

Target end Jun 2012

Target Note


Spatial Rationale



Percentage of illegal use addressed (Number of illegal use addressed / total number of illegal land use identified as Percentage).

40 40% 60 60% 80 80% 100 100% 100

Spatial Rationale



Percentage of applications for township establishment processed within 6 months

100 100% 100 100% 100 100% 100 100% 100

Spatial Rationale



Percentage applications for rezoning processed within 6 months

100 100% 100 100% 100 100% 100 100% 100

Spatial Rationale



Percentage of consent use applications processed within 6 months of application

100 100% 100 100% 100 100% 100 100% 100

Spatial Rationale



Percentage of applications for subdivisions in proclaimed townships processed within 6 months of application

100 100% 100 100% 100 100% 100 100% 100






Target Note

Target end Dec 2011

Target Note

Target end Mar 2012

Target Note

Target end Jun 2012

Target Note


Spatial Rationale



Percentage of applications for consolidations processed within 6 months of application

100 100% 100 100% 100 100% 100 100% 100

Spatial Rationale


Building control

Number of building plans processed within 2 weeks of receipt /Number of building plans received as Percentage

80 80% 85 85% 87 87% 90 90% 90

Spatial Rationale


Building control

Percentage of building inspection conducted within two days after a request (Number of building inspection conducted within two days after request / total number of building inspections applications submitted as Percentage).

100 100% 100 100% 100 100% 100 100% 100

Spatial Rationale


Building control

Percentage of foundation inspection conducted within two days after a request

100 100% 100 100% 100 100% 100 100% 100






Target Note

Target end Dec 2011

Target Note

Target end Mar 2012

Target Note

Target end Jun 2012

Target Note


Spatial Rationale




100 100% 100 100% 100 100% 100 100% 100

Spatial Rationale




3 3 6 6 9 9 12 12 12





100 100% 100 100% 100 100% 100 100% 100



Waste Management

Number of landfill evaluation reports submitted y.t.d.

1 1 2 2 3 3 4 4 4






Target Note

Target end Dec 2011

Target Note

Target end Mar 2012

Target Note

Target end Jun 2012

Target Note




Community facilities

Percentage of rand value spent on upgrading, maintenance and rehabilitation of community facilities (Rand value spent / total rand value projected y.t.d. for upgrading, maintenance and rehabilitation of community facilities as percentage).

100 100% 100 100% 100 100% 100 100% 100



Water Number water samples taken for analysis y.t.d.

3 3 6 6 9 9 12 12 12



Water Percentage of water-borne cases investigated (Number of water-borne cases investigated / total Number of water - borne cases reported as percentage).

100 100% 100 100% 100 100% 100 100% 100



Water Number of water quality daily test conducted y.t.d.

90 90 180 180 270 270 360 360 360






Target Note

Target end Dec 2011

Target Note

Target end Mar 2012

Target Note

Target end Jun 2012

Target Note




Water Percentage of water interruptions attended within 48 hours of reporting

100 100% 100 100% 100 100% 100 100% 100



Water Percentage of new water connections installed within 7 days of application

100 100% 100 100% 100 100% 100 100% 100



Water Percentage of water pipe leaks and breaks fixed within 48 hours of reporting

100 100% 100 100% 100 100% 100 100% 100



Water Percentage of hydrants serviced per annum year to date (Number of hydrants serviced year to date / total number of hydrants as percentage).

25 25% 50 50% 75 75% 100 100% 100






Target Note

Target end Dec 2011

Target Note

Target end Mar 2012

Target Note

Target end Jun 2012

Target Note




Water Percentage maintenance budget for water spent within the township and CBD - reticulation (Rand value budget allocated for water maintenance / rand value water maintenance projected y.t.d. budget spent) (include minor infrastructure maintenance)

100 100% 100 100% 100 100% 100 100% 100



Water Percentage of pump stations serviced per month (Number of pump stations serviced per month / total number of pump stations scheduled for maintenance per month as percentage).

100 100% 100 100% 100 100% 100 100% 100



Sanitation Percentage of sewer disposal works monitored every week

100 100% 100 100% 100 100% 100 100% 100






Target Note

Target end Dec 2011

Target Note

Target end Mar 2012

Target Note

Target end Jun 2012

Target Note




Sanitation Percentage of sewer lines ridded per annum

25 25% 50 50% 75 75% 100 100% 100



Sanitation Percentage of new sewer connections installed within 7 working days of request

100 100% 100 100% 100 100% 100 100% 100



Sanitation Percentage of sewer lines replaced within 5 working days

100 100% 100 100% 100 100% 100 100% 100



Sanitation Percentage of sewer blockages attended to within 48 hours (Number of sewer blockages attended to within 48 Hours / total number of sewer blockages reported as Percentage).

100 100% 100 100% 100 100% 100 100% 100



Electricity Percentage of new electricity connections provided in licensed distribution area within 1 month of application

90 90% 90 90% 90 90% 90 90% 90






Target Note

Target end Dec 2011

Target Note

Target end Mar 2012

Target Note

Target end Jun 2012

Target Note




Roads and Storm water

Rand value spent on maintenance and upgrade of street lighting y.t.d.

375000 375000 750000 750000 1125000 1125000 1500000 1500000 1500000



Roads & Storm water

Kilometre of gravelled roads upgraded

N/A this

quarter

N/A this

quarter

4 4 4 4 4



Roads & Storm water

Metre2 of

potholes repaired y.t.d.

500 500 1000 1000 1500 1500 2000 2000 2000



Roads & Storm water

Percentage of potholes reported by the community fixed within 2-days (Number of potholes reported by the community fixed within 2 days of reporting / total Number of potholes reported by the community as Percentage).

100 100% 100 100% 100 100% 100 100% 100



Roads & Storm water

Total metres of storm water pipes installed

99 99 198 198 297 297 396 396 396






Target Note

Target end Dec 2011

Target Note

Target end Mar 2012

Target Note

Target end Jun 2012

Target Note






10 10% 10 10% 10 10% 10 10% 10




N/A this

quarter

N/A this

quarter

50 50% 100 100% 100




100 100% 100 100% 100 100% 100 100% 100



Administration


100 100% 100 100% 100 100% 100 100% 100

Good Governance

Improve administrative

Administration

Percentage departmental

100 100% 100 100% 100 100% 100 100% 100






Target Note

Target end Dec 2011

Target Note

Target end Mar 2012

Target Note

Target end Jun 2012

Target Note


and Public Participation

and governance capacity

meeting resolutions implemented per quarter (departmental meeting resolutions implemented per quarter/ total Number of departmental meeting resolutions

MODIMOLLE LOCAL MUNICIPALITY Draft Document Final.pdf · MLM Final Draft 03 04 2012 Page - 5 - A...

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