bojanala platinum distrct idp draft
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BOJANALA
PLATINUM
DISTRCT IDP DRAFT
5 YEAR IDP DRAFT DOCUMENT
2022/2027
OFFICE OF THE MUNICIPAL
MANAGER
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Table of Contents
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Acronyms and Abbreviations ....................................................................................... 5
FOREWORD BY THE EXECUTIVE MAYOR ................................................................... 6
MUNICIPAL MANAGER’S OVERVIEW ........................................................................... 8
INTRODUCTION AND BACKGROUND ........................................................................ 10
Our planning is not only focused on the immediate needs of our communities but it is also taking into consideration future needs, hence our planning has to have informed projections about the future demands, to ensure effective, efficient, and sustained service delivery over a short, medium and long term ................. 11
SECTION A .................................................................................................................... 11
1.1 EXECUTIVE SUMMARY ......................................................................................... 11
1.2 MUNICIPAL OVERVIEW ........................................................................................... 12
1.3 MUNICIPAL POWERS AND FUNCTIONS .............................................................. 13
1.4 MUNICIPAL SWOT ANALYSIS ................................................................................. 14
SECTION B ..................................................................................................................... 15
2.0 SITUATIONAL ANALYSIS OF THE DISTRICT...................................................... 15
2.1 DEMOGRAPHIC PROFILE ...................................................................................... 16
2.1.1 Total Population ............................................................................................... 16
2.1.2 Population Projections ..................................................................................... 17
2.1.3 Population Pyramid ........................................................................................... 17
2.1.4 Population by Group, Gender and Age ............................................................ 19
2.1.5 Population Density ........................................................................................... 19
2.1.6 Number of Households by Population Group ................................................. 20
2.1.7 Population Growth ............................................................................................ 20
2.1.8 Summary of key demographic challenges and opportunities ....................... 21
2.2 DEVELOPMENT PROFILE ...................................................................................... 22
2.2.1Poverty Index ........................................................................................................ 22
2.2.2 Inequality ........................................................................................................... 23
2.2.3 Employed /Unemployed .................................................................................... 24
2.2.4Crime ..................................................................................................................... 24
2.2.5Education and Skills Profile ................................................................................. 25
2.2.6Health Profile ......................................................................................................... 26
2.2.7 COVID - 19 ............................................................................................................ 27
2.3 SERVICE DELIVERY ............................................................................................... 29
2.3.1 Water and Sanitation ........................................................................................ 29
2.3.2 Human Settlement ............................................................................................ 30
2.3.3 Waste Management .......................................................................................... 31
2.3.4 Roads and Transport ....................................................................................... 31
2.3.5 Electricity .......................................................................................................... 32
2.4 ECONOMIC PROFILE OF THE DISTRICT .............................................................. 33
2.4.1 Key Drivers of the Economy ............................................................................. 33
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2.4.2 Mining ................................................................................................................ 33
2.4.3 Tourism ............................................................................................................. 35
2.4.4 Agriculture ......................................................................................................... 35
2.5.1 Factors affecting the Agricultural Sector: ....................................................... 36
2.5.2 Manufacturing .................................................................................................. 37
2.5.3 Factors affecting Manufacturing ......................................................................... 37
2.6.1 Main employers of the Economy ...................................................................... 38
2.7.1 Key economic Opportunities and Potentials ................................................... 39
2.8.1 Economic positioning ....................................................................................... 39
2.8.2 Economic opportunities mapping ...................................................................... 40
2.9 Key planned investments and projects including locally made products .......... 40
2.9.1 Special Economic Zone .................................................................................... 41
SECTION C .................................................................................................................... 43
DISTRICT MUNICIPALITY’S VISION AND MISSION ................................................. 43
VISION ........................................................................................................................... 43
MISSION ........................................................................................................................ 43
SECTION D ..................................................................................................................... 45
4.1 SPATIAL DEVELOPMENT FRAMEWORK .............................................................. 45
4.2 Status quo on implementation of spatial planning and land use management act (SPLUMA) ................................................................................................................ 45
4.3 Status of by laws .................................................................................................... 46
4.4 Land use regulations- status of Municipal Planning Tribunal (MPT) .................. 47
4.5 Authorised official and Appeals Authority ............................................................ 47
4.6 Status of Approved Delegations/ Tariffs in Bojanala ........................................... 48
4.7 Status on Land Use Management Schemes ......................................................... 48
4.8 Status of Spatial Development Framework (SDF’s) for Local Municipalities ..... 49
SECTION E ..................................................................................................................... 50
5.2 IDP PROCESS PLAN FOR 2021/22 FINANCIAL YEAR AS ADOPTED BY COUNCIL . 51
5.7ROLE OF INTEGRATED DEVELOPMENT PLANNING ........................................... 55
5.10 Policy context and linkage to National Government .......................................... 63
SECTION F ..................................................................................................................... 68
8.1 GOVERNANCE AND INSTITUTIONAL PERFORMANCE ....................................... 68
8.1.1 Leadership ......................................................................................................... 68
8.1.2 Municipal Council Meetings ............................................................................ 68
8.1.3 Intergovernmental Relation (IGR) .................................................................... 68
8.5 KEY PERFORMANCE AREAS ................................................................................... 79
8.12 BPDM STRATEGIES, PROJECTS AND BUDGETS (CORPORATE SUPPORT SERVICES) .............................................................................................................. 84
8.13.5 AGRICULTURE AND RURAL DEVELOPMENT UNIT ....................................................... 118
SECTION G .................................................................................................................. 164
SECTION H .................................................................................................................. 173
10.1PERFORMANCE MANAGEMENT SYSTEM ............................................................ 173
SECTION I ................................................................................................................... 177
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11.1 OPERATIONAL STRATEGIES .................................................................................. 177
11.1.1 FIRE MANAGEMENT STRATEGY .......................................................................... 177
11.1.2 DISASTER MANAGEMENT FRAMEWORK ........................................................... 178
DISASTER RISK MANAGEMENT PLAN .......................................................................... 179
11.1.5 LOCAL ECONOMIC DEVELOPMENT STRATEGY .......................................... 181
TOURISM DEVELOPMENT STRATEGY ..................................................................... 182
11.1.6 PMS FRAMEWORK .......................................................................................... 182
11.1.7 AIR QUALITY MANAGEMENT PLAN ................................................................ 183
11.1.8 ENVIRONMENTAL MANAGEMENT FRAMEWORK ........................................ 183
11.1.9 INTEGRATED WASTE MANAGEMENT PLAN ................................................. 183
11.1.10 INTERNAL AUDIT PLAN ................................................................................ 184
11.1.11 FRAUD POLICY AND RESPONSE PLAN ...................................................... 184
11.1.12 WORKPLACE SKILLS DEVELOPMENT PLAN ............................................. 184
SECTION J .................................................................................................................. 186
LIST OF PROJECTS FROM LOCAL MUNICIPALITIES AND SECTOR DEPARTMENTS ........ 186
SECTION H .................................................................................................................. 226
SECTION I ................................................................................................................... 233
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Acronyms and Abbreviations ABBREVIATION INTERPRETATION
AC Audit Committee
AGSA Auditor General South Africa
BPDM Bojanala Platinum District Municipality
CAPEX Capital Expenditure
CFO Chief Financial Officer
COGTA North West Department of Cooperative Governance, Human Settlement and Traditional Affairs
DPIs Development Priority Issues
DEA Department of Environmental Affairs
DGP District Growth Point
DSD Department of and Social Development
DMR Department of Minerals Resources
DoARD Department of Agriculture and Rural Development
DoE Department of Education
DPWRI Department of Public Works, Roads and Infrastructure
DRMF Disaster Risk Management Forum
EEP Employment Equity Plan
EHS Environmental Health Services
EIA Environmental Impact Assessment
EM Executive Mayor
EMP Environmental Management Plan
EPWP Expanded Public Works Programme
FMG Financial Management Grant
GDP Gross Domestic Product
GDS Growth and Development Strategy
GIS Geographical Information System
GRAP Generally Recognized Accounting Practice
HH Households
HR Human Resource
ICT Information and Communication Technology
IDP Integrated Development Plan
IGR Intergovernmental Relations
IT Information & Technology
KPA Key Performance Area
KPI Key Performance Indicator
LED Local Economic Development
LGSETA Local Government Sector Education and Training Authority
LM Local Municipality
LUM Land Use Management
SDGs Sustainable Development Goals
MDMC Municipal Disaster Management Centre
MFMA Municipal Finance Management Act 56 of 2003
MGP Municipal Growth Point
MPAC Municipal Public Accounts Committee
M&E Monitoring and Evaluation
MHS Municipal Health Services
ABBREVIATION INTERPRETATION
MIG Municipal Infrastructure Grant
MM Municipal Manager
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MMC Member of Mayoral Committee
MOU Memorandum of Understanding
MPAC Municipal Public Account Committee
MSA Municipal Systems Act 32 of 2000
MSIG Municipal System Improvement Grant
MTEF Medium Term Expenditure Framework
MTREF Medium Term Revenue and Expenditure Framework
MTSF Medium Term Strategic Framework
MWIG Municipal Water Infrastructure Grant
NEMA National Environmental Management Act 107 of 1998
NSDP National Spatial Development Perspectives
O&M Operations & Maintenance
OPEX Operational Expenditure
OTP Office of the Premier
PAIA Promotion of Access to Information Act
PMS Performance Management System
RRAMS Rural Road Asset Management System
RDP Reconstruction & Development Programme
REAL Revenue, Expenditure, Assets & Liability
SALGA South African Local Government Association
SCM Supply Chain Management
SDBIP Service Delivery & Budget Implementation Plan
SDF Spatial Development Framework
SDGs Sustainable Development Goals
SDI Spatial Development Initiatives
SETA Skills Education Training Authority
SLA Service Level Agreement
SODA State of the District Address
SPLUMA Spatial Planning and Land Use Management Act
STATSSA Statistic South Africa
SWOT Strength, Weaknesses, Opportunities and Threats
VAT Value Added Tax
WSP Work Skills Plan
FOREWORD BY THE EXECUTIVE MAYOR
It gives me great pleasure as the Executive Mayor of Bojanala Platinum District Municipality to
present to Council and the community at large, as well as to our stakeholders, our five (5) year
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plan - Integrated Development Plan (IDP).
The Integrated Development Plan (IDP) seeks to integrate and balance the economic and social
pillars of sustainability within the Bojanala Platinum District Municipal area without compromising
the institutional capacity required to implement and coordinate the efforts needed across sectors
and relevant spheres of government.
The IDP is therefore the principal strategic planning instrument that guides and informs all
planning, budgeting and all development in the Municipal area. It is also the strategic planning
tool of the municipality and is prepared within the first year after the newly elected Council has
been appointed and will be reviewed annually during the Council’s term of office. The priorities
and actions identified in the IDP will inform the structure of the municipality, the service delivery
standards, all financial planning and budgeting as well as performance reported by the
municipality.
This five-year IDP (2022-2027) set out a timeline for the years ahead that calls for relentless
management of all programmes and a dedicated team to drive it. The Bojanala Platinum District
Municipality has no illusions about the enormity of the challenges facing the institution with various
references to partnerships and making use of skills available from the community and the delivery
team. As a delivery team, Bojanala Platinum District Municipality will ensure that its plans are fit
to the task and manageable.
It will further make sure that the delivery team responsible for its effectiveness is not
overwhelmed. It thus plans to use this process to assist in meeting the expectations of the various
political drivers and communities. Importantly, Bojanala Platinum District Municipality believes
that the way to success is through flawless and capable administration.
In line with the above, the Council and the Community can expect the following:
Development of implementation plans outlining each quarter’s work
Oversight meetings by council, the oversight committee and the audit committee
A performance driven organization that includes a culture of performance, monitoring and
evaluations.
Quarterly Performance Reports to Council, internal Audit, Provincial Department
responsible for Local Government and Finance as well as the National Treasury.
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Our 2022/2027 Integrated Development Plan (IDP) will be amplified and reflect the provisions of
the District Development Model (DDM) as prescribed by the President.
In conclusion, I would like to share with you all my personal principle: “Life is a journey – let us all
enjoy this journey, and most importantly, let us keep safe all time – during the journey”.
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CLLR MATLAKALA NONDZABA
EXECUTIVE MAYOR
MUNICIPAL MANAGER’S OVERVIEW
The Bojanala Platinum District is one of the four (4) district municipalities in the North West
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Province. As a district municipality, we are compelled by legislation to ensure that we develop our
district by providing better services to our people to enable them to have better lives. One can
only do that through the development and successful implementation of the Integrated
Development Plan (IDP).
Integrated Development Plans are the most important mechanisms available to the government
to transform the structural differences in our previously divided society. Integrated development
planning is a process by which the planning efforts of different spheres and sectors of government
and other institutions are coordinated at the local government level. The IDP brings together
various economic, social, environmental, legal, infrastructural, and spatial aspects of a problem
or plan. This should take place in a way that enhances development and provides sustainable
empowerment, growth, and equity for the short, medium, and long term. Communities cannot
develop in isolation and integrated development planning ensures this.
The IDP review process aims to assess whether the Municipality is on course to deliver on the
strategic intent of the Council, and incorporates adjustments to be responsive to the ever-
changing realities that communities face.
One is confident that this IDP puts the finger on the pulse for the process propelled at the speed
of available resources to address challenges. As a district, we also position ourselves to secure
the most meaningful and beneficial strategic partnerships with willing stakeholders in both private
and public institutions to bring solutions for development challenges before us.
We have identified projects and programmes that will ensure a change in our district landscape.
We plan to have a district that is conducive to economic growth and more job creation.
This IDP document remains focused on ensuring that we, as a district,
Promote democratic and accountable local government;
Ensure the provision of services to communities in a sustainable manner;
Promote social and economic development;
Promote a safe and healthy environment; and
We encourage the involvement of communities and community organizations in the
matters of local government within our district
Ultimately, we will address these challenges through sustainable partnerships with our society
partners who will play a pivotal role in realizing our strategic programmes and projects
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This IDP is the first step of a continuous good working relationship between the Council executing
its oversight role and the administration’s pursuit of strategic and operational best practices.
I THANK YOU
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MR. AMOS KHUMALO
ACTING MUNICIPAL MANAGER
INTRODUCTION AND BACKGROUND
Integrated Development Planning (IDP) is a process through which the municipality prepares a
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strategic developmental plan, which is the principal strategic instrument guiding all planning,
management, investment, development, and implementation decisions, taking into account
inputs from all stakeholders.
The IDP crosses departmental divisions by linking the physical, social, institutional, and
economic components of planning and development with management and developmental
structure. It integrates and aligns planning in different spheres of government and therefore
enforces and upholds the spirit of cooperative governance in the public sector.
The Constitution of the Republic of South Africa (1996) commits the government to take
reasonable measures, within its available resources, to ensure that all South African have
access to adequate housing, health care, education, food, water, and social security.
The goal of our District Municipality is to establish a planning process, which is aimed at the
disposal of the imbalances created by the apartheid era. Developmental local government can
only be realized through integrated development planning and the compilation of the IDP.
The processes involved in compiling the municipal plan are inclusive, through the consultation
of the community and different stakeholders. The value of integrated development planning for
municipalities is embedded in the formulation of focused plans that are based on developmental
priorities. This approach will assist the municipality with the curbing of wasteful expenditure and
perpetual past spending patterns. Thus leading to a business-orientated approach that is aimed
at ensuring that our municipality is able to utilize the limited resources allocated as efficiently as
possible.
Our planning is not only focused on the immediate needs of our communities but it is also taking
into consideration future needs, hence our planning has to have informed projections about the
future demands, to ensure effective, efficient, and sustained service delivery over a short,
medium and long term
SECTION A
1.1 EXECUTIVE SUMMARY
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This document is the District Municipality’s 5 years strategic plan that guides the development
processes in governance. Similarly, it is of paramount importance to note that Bojanala Platinum
District Municipality is a Category C municipality and is solely dependent on Equitable Shares.
The successful implementation of the IDP and Budget can be achieved only through a partnership
between the municipalities, the other spheres of government, and other district stakeholders such
as the mines to create a single window of coordination as reflected in Outcome 9. This should be
complemented by partnerships with local communities and key stakeholders.
This document details several areas that are important for any member of the Bojanala District or
interested party to have a full understanding of what is planned for the coming five years. This
strategic document will also be the basis upon which macro targets for service delivery in the
district, taking into account the allocated powers and functions, will be shaped.
The 6th Generation IDP which must be approved by Council is developed in line with the IDP
process plan that was approved by the council in August 2021. The IDP process plan seeks to
identify and coordinate key stakeholders in the planning process in the district municipality and
coordinate their contribution to the development of the IDP.
In the original 6th Generation IDP, when approved, the following key features as per section 26 of
the Municipal Systems Act, 32 of 2000, are incorporated:
an assessment of the existing level of development
the council’s development priorities and objectives
the council’s development strategies
the spatial development framework – albeit, the review of the SDF in line with the Spatial
Planning & Land Use Management Act (SPLUMA);
the council’s operational strategies;
the disaster management plan;
a financial plan, and
the Key Performance Indicators and performance targets
1.2 MUNICIPAL OVERVIEW
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The Bojanala Platinum District Municipality is a Category C municipality situated in the North
West Province. It is bordered by the Waterberg District Municipality to the north, Dr. Kenneth
Kaunda District Municipality to the south, the City of Tshwane Metro to the east, West Rand
District Municipality to the southeast, and Ngaka Modiri Molema District Municipality to the
west. It is one of four district municipalities in the province and comprises five (5) local
municipalities (Kgetleng-Rivier LM, Madibeng LM, Moses-Kotane LM, Moretele LM, and
Rustenburg LM) and has a total of 139 wards.
The Bojanala Platinum District Municipality (BPDM) is the home of the cradle of humankind
and is strategically located on the ‘platinum belt’ of the north-eastern side of the North West
province. To the north, the BPDM is surrounded by Waterberg District Municipality (Limpopo
Province), Tshwane Metropolitan Municipality (Gauteng Province), and West-Rand District
Municipality (Gauteng Province) to the Southeast. To its south is Dr. Kenneth Kaunda District
Municipality and the Ngaka Modiri Molema District Municipality to the west.
1.3 MUNICIPAL POWERS AND FUNCTIONS
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A municipality has all the powers and functions assigned to it in terms of sections 156 and 229
of the Constitution and must exercise them subject to Chapter 5 of the Municipal Structures
Act. The Municipal Structures Act of 1998 made provision for the division of powers and
functions between the district and local municipalities. It assigned district-wide functions to
district municipalities and most day-to-day service delivery functions to local municipalities. The
following are powers and functions assigned to the District:-
1.4 MUNICIPAL SWOT ANALYSIS
Section Powers and functions Performance
84(a) Integrated Dev. Planning √
84(b) Portable water supply systems X
84(c) Bulk supply of electricity X
84(d) Domestic wastewater & sewage disposal X
84(e) Solid waste disposal sites X
84(f) Municipal Roads X
84(g) Regulation of passenger TPT services Function still to be
performed
84(h) Municipal Airports X
84(i) Municipal Health Services √
84(j) Fire Fighting Services for the whole district √
84(k) Fresh Produce markets & Abattoirs X
84(l) Cemeteries & Crematoria X
84(m) Local Tourism for the whole district √
84(n) Municipal Public Works X
84(o) Receipt of Grants √
84(p) Taxes, Levies & Duties as authorized by Nat Legislation X
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STRENGTHS WEAKNESSES
Adopted budget & IDP Equitable shares are the main source of income/funding
Political & Administrative Structure Municipal Policies are not reviewed annually
Good governance – Sec 79 committees in place The organizational structure that is not aligned to the District Mandate
Employment opportunities in the mining and construction sector
Unregulated informal markets
Silo operations within the municipality
Disclaimer of Audit Opinions five years consecutively
PMS is not cascaded to employees from middle management downwards
Not performing our Mandate as legislated
Lack of office space
OPPORTUNITIES THREATS
Collaborations with mining companies & partners Labour unrests
Tourism attractions Negative perception on the quality of municipal service provision at local municipalities
IGR/ stakeholder engagement (SALGA, LGSETA, LG& HS, etc.)
The district is a Covid_19 Hotspot Area
Growth and investment opportunities exist Land owned by traditional leadership
Bojanala is predominantly rural in nature and as a result there is an opportunity for agricultural development
Illegal/ informal settlements due to mining activities
SECTION B
2.0 SITUATIONAL ANALYSIS OF THE DISTRICT
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2.1 DEMOGRAPHIC PROFILE
2.1.1 Total Population
With 1.81 million people, the Bojanala Platinum District Municipality housed 3.1% of South
Africa's total population in 2018. Between 2008 and 2018 the population growth averaged
2.64% per annum which is close to double than the growth rate of South Africa as a whole
(1.61%). Compared to North-West's average annual growth rate (1.97%), the growth rate
in Bojanala Platinum's population at 2.64% was slightly higher than that of the province.
TABLE 1: BOJANALA PLATINUM, NORTH-WEST AND NATIONAL TOTAL, 2008-2018 [NUMBERS PERCENTAGE]
Bojanala Platinum
North-West National Total
Bojanala Platinum as % of province
Bojanala Platinum as % of national
2008 1,400,000 3,350,000 49,500,000 41.7% 2.8% 2009 1,440,000 3,410,000 50,300,000 42.1% 2.9% 2010 1,480,000 3,480,000 51,100,000 42.5% 2.9% 2011 1,530,000 3,560,000 52,000,000 42.9% 2.9% 2012 1,570,000 3,630,000 52,900,000 43.3% 3.0% 2013 1,620,000 3,710,000 53,700,000 43.6% 3.0% 2014 1,660,000 3,780,000 54,600,000 43.8% 3.0% 2015 1,700,000 3,850,000 55,500,000 44.1% 3.1% 2016 1,740,000 3,930,000 56,400,000 44.3% 3.1% 2017 1,780,000 4,000,000 57,200,000 44.4% 3.1% 2018 1,810,000 4,070,000 58,100,000 44.5% 3.1%
Average Annual growth 2008-2018 2.64% 1.97% 1.61%
Source: IHS Markit Districtal eXplorer version 1803
When compared to other District, the Bojanala Platinum District Municipality accounts
for a total population of 1.81 million, or 44.5% of the total population in the North-West
Province, which is the most populous District in the North-West Province for 2018.
Bojanala
Platinum
Ngaka
Modiri
Molema
Dr Ruth
Segomotsi
Mompati
Dr
Kenneth
Kaunda
Total population North-West Province, 2018
Source: IHS Markit Regional eXplorer version 1803
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The ranking in terms of the size of Bojanala Platinum compared to the other District
remained the same between 2008 and 2018. In terms of its share the Bojanala Platinum
District Municipality was significantly larger in 2018 (44.5%) compared to what it was in
2008 (41.7%). When looking at the average annual growth rate, it is noted that Bojanala
Platinum ranked highest (relative to its peers in terms of growth) with an average annual
growth rate of 2.6% between 2008 and 2018.
2.1.2 Population Projections
The population projection of Bojanala Platinum District Municipality shows an estimated
average annual growth rate of 1.7% between 2018 and 2023. The average annual growth
rate in the population over the forecasted period for North-West Province and South Africa
is 1.6% and 1.4% respectively and is lower than that the average annual growth in the
Bojanala Platinum District Municipality.
Table 2: Population Projection
Source: IHS Markit Districtal eXplorer version 1803
2.1.3 Population Pyramid
In 2018, the female population for the 20 to 34 years age group amounts to 14.0% of the
total female population while the male population group for the same age amounts to
16.9% of the total male population. In 2023, the male working age population at 15.2%
still exceeds that of the female population working age population at 12.5%, although both
are at a lower level compared to 2018.
Bojanala Platinum
North-West National Total
Bojanala Platinum as % of province
Bojanala Platinum as % of national
2018 1,810,000 4,070,000 58,100,000 44.5% 3.1% 2019 1,850,000 4,140,000 59,000,000 44.6% 3.1% 2020 1,880,000 4,210,000 59,800,000 44.7% 3.1% 2021 1,910,000 4,280,000 60,600,000 44.7% 3.2% 2022 1,940,000 4,340,000 61,500,000 44.8% 3.2% 2023 1,970,000 4,410,000 62,300,000 44.8% 3.2% Average Annual growth 2018-2023 1.72% 1.60% 1.38%
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The population pyramid below reflects a projected change in the structure of the
population from 2018 and 2023.
BOJANALA PLATINUM DISTRICT MUNICIPALITY, 2018 VS 2023 (PERCENTAGE)
By comparing the population pyramid of Bojanala District with the national age structure,
the most significant differences are;
there is a significantly larger share of young working age people between 20 and 34
(30.9%), compared to what is estimated in 2023 (27.6%)
The fertility rate in 2023 is estimated to be slightly higher compared to that experienced
in 2018.
The share of children between the ages of 0 to 14 years is projected to be significant
smaller (24.1%) in 2023 when compared to 2018 (25.5%)
150,000 100,000 50,000 ,0 50,000 100,000 150,000
00-04
05-09
10-14
15-19
20-24
25-29
30-34
35-39
40-44
45-49
50-54
55-59
60-64
65-69
70-74
75+
Population structure Bojanala Platinum, 2018 vs. 2023
2018
2023
Male Female
Source: IHS Markit Regional eXplorer version 1803
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2.1.4 Population by Group, Gender and Age
Table 4 - Bojanala Platinum and the rest of North-West Province, 2018 [Number].
Source: IHS Markit Districtal eXplorer version 1803
Male Female Total Bojanala Platinum 956,000 857,000 1,810,000 Ngaka Modiri Molema 461,000 486,000 947,000 Dr Ruth Segomotsi Mompati
247,000 268,000 515,000
Dr Kenneth Kaunda 390,000 407,000 797,000 North-West 2,050,000 2,020,000 4,070,000
Bojanala Platinum District Municipality's male/female split in population was 111.6 males
per 100 females in 2018. The Bojanala Platinum District Municipality has significantly more
males (52.73%) relative to South Africa (48.95%), and what is typically seen in a stable
population. This is usually because of physical labour intensive industries such as mining.
In total there were 857 000 (47.27%) females and 956 000 (52.73%) males. This
distribution holds for North-West as a whole where the female population counted
2.02 million which constitutes 49.56% of the total population of 4.07 million.
2.1.5 Population Density In 2018, with an average of 98.9 people per square kilometre, Bojanala Platinum District
Municipality had a higher population density than North-West (38.8 people per square
kilometre). Compared to South Africa (47.6 per square kilometre) it can be seen that there
are more people living per square kilometre in Bojanala Platinum District Municipality than
in South Africa.
,0
,20
,40
,60
,80
,100
,120
Bojanala Platinum North-West National Total
Population density - Number of people per km² Bojanala Platinum, North-West and National Total, 2018
Source: IHS Markit Regional eXplorer version 1803
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2.1.6 Number of Households by Population Group
If the number of households is growing at a faster rate than that of the population it means
that the average household size is decreasing, and vice versa. In 2018, the Bojanala
Platinum District Municipality comprised of 587 000 households. This equates to an
average annual growth rate of 3.35% in the number of households from 2008 to 2018.
With an average annual growth rate of 2.64% in the total population, the average
household size in the Bojanala Platinum District Municipality is by implication decreasing.
This is confirmed by the data where the average household size in 2008 decreased from
approximately 3.3 individuals per household to 3.1 persons per household in 2018.
Bojanala
Platinum North-West National
Total Bojanala Platinum as % of province
Bojanala Platinum as % of national
2008 422,000 952,000 13,500,000 44.4% 3.1% 2009 448,000 996,000 13,900,000 45.0% 3.2% 2010 466,000 1,020,000 14,100,000 45.6% 3.3% 2011 485,000 1,050,000 14,400,000 46.0% 3.4% 2012 502,000 1,080,000 14,700,000 46.4% 3.4% 2013 517,000 1,110,000 15,000,000 46.8% 3.4% 2014 530,000 1,130,000 15,300,000 47.1% 3.5% 2015 549,000 1,160,000 15,700,000 47.3% 3.5% 2016 564,000 1,190,000 16,100,000 47.5% 3.5% 2017 574,000 1,200,000 16,400,000 47.7% 3.5% 2018 587,000 1,230,000 16,700,000 47.9% 3.5% Average Annual growth 2008-2018 3.35% 2.58% 2.13%
Source: IHS Markit Districtal eXplorer version 1803
Relative to the province, the Bojanala Platinum District Municipality had a higher average
annual growth rate of 3.35% from 2008 to 2018. In contrast, the South Africa had a total
of 16.7 million households, with a growth rate of 2.13%, thus growing at a lower rate than
the Bojanala Platinum.
2.1.7 Population Growth
Population growth of Bojanala district represented in the graph below shows that the total
population for local municipalities increased throughout the years. Rustenburg recorded
the most growing municipality in the district from 2013 to 2017. Kgetleng Rivier has the
lowest population growth in the district.
Figure 115: BPDM population by local municipality (2013 – 2017 with 2022 projections)
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Data Source: IHS Global Insight (2018)
Bojanala platinum recorded a decreasing population growth from the period of 2006-2011
and 2017-2022. The District recorded the highest population growth rate at the beginning
of the period in 2006-2011 at 0.03 percent. The growth remained constant at 0.2 percent
for the period from 2011-2016 and 1996-2017. For the period 2017 to 2022, population
growth rate to decrease by 0.01.
Data Source: IHS Global Insight (2018)
2.1.8 Summary of key demographic challenges and opportunities BPDM hosts the highest population within the North West Province due to Economic
Opportunities presented by the locality and that has got its own challenges in social
and infrastructure burden
The numbers demonstrates clearly how the District is densely populated, with
Rustenburg the most dense, that could also indicates where the resources could
be channelled
Whilst BPDM has got the highest population, the pattern indicates a slight
decrease in growth, which has got its consequences in future planning.
Age of youthful population to be taken into consideration for planning purposes to
accommodate their needs and desire
0.03
0.02
0.02
0.01
0
0.005
0.01
0.015
0.02
0.025
0.03
2006-2011 2011-2016 1996-2017 2017-2022
1575331.0381731005.34
1828040.178
0
200000
400000
600000
800000
1000000
1200000
1400000
1600000
1800000
2000000
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Bojanala Platinum Moretele Madibeng
Rustenburg Kgetlengrivier Moses Kotane
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2.2 DEVELOPMENT PROFILE
2.2.1Poverty Index
In 2018, there were 959 000 people living in poverty, using the upper poverty line
definition, across Bojanala Platinum District Municipality - this is 8.96% higher than the
880 000 in 2008. The percentage of people living in poverty has decreased from 62.93%
in 2008 to 52.97% in 2018, which indicates a decrease of 9.97 percentage points.
NUMBER AND PERCENTAGE OF PEOPLE LIVING IN POVERTY - BOJANALA PLATINUM DISTRICT MUNICIPALITY, 2008-2018 [NUMBER PERCENTAGE]
In terms of the percentage of people living in poverty for each of the Municipality within
the Bojanala Platinum District Municipality, Moretele Local Municipality has the highest
percentage of people living in poverty, using the upper poverty line definition, with a total
of 74.4%. The lowest percentage of people living in poverty can be observed in the
Rustenburg Local Municipality with a total of 42.9% living in poverty, using the upper
poverty line definition.
0%
10%
20%
30%
40%
50%
60%
70%
,0
200,000
400,000
600,000
800,000
1000,000
1200,000
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
Number and percentage of people in poverty Bojanala Platinum, 2008-2018
Number of people in poverty
Source: IHS Markit Regional eXplorer version 1803
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2.2.2 Inequality
The Poverty gap rate graph below indicates that in 2018, the poverty gap rate was 31.3%
and in 2008 the poverty gap rate was 33.7%, it can be seen that the poverty gap rate
decreased from 2008 to 2018, which means that there were improvements in terms of
the depth of the poverty within Bojanala Platinum District Municipality. However the gap
between the rich and the poor remains high with a Gini Coefficient of 0,62 making it one
of the most unequal societies in South Africa
Since the advent of Democracy; one of the key objectives of our government has been
the reduction of poverty, inequality and unemployment. Poverty, which is defined in
various ways based on the approach that derives it, i.e., extent and profiling of the poor.
0.0%
20.0%
40.0%
60.0%
80.0%
Percentage of people living in poverty Bojanala Platinum District Municipality, 2018
Source: IHS Markit Regional eXplorer version 1803
28.0%
29.0%
30.0%
31.0%
32.0%
33.0%
34.0%
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
Poverty gap rate Bojanala Platinum District Municipality, 2018
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In recent years Stats SA has adopted the Multi-terminal Poverty Index to measures the
extent of poverty. This approach asses the simultaneous or joint deprivations poor people
or households experience in a set of indicators. The MPI comprise two measurers,
namely, poverty incidences (the percentage of population classified as multi-
dimensionally poor - poverty headcount) and poverty intensity (proportion of average
deprivation experienced by the poor).
2.2.3 Employed /Unemployed
In 2018 the labour force participation rate for Bojanala Platinum was at 52.4% which is
slightly lower when compared to the 56.7% in 2008. The participation rate is an efficient
indicator that measures the success rate of the labour force relative to employment. In
2008, the unemployment rate for Bojanala Platinum was 25% and increased overtime to
27.6% in 2018. The gap between the labour force participation rate and the
unemployment rate increased which indicates a positive outlook for the employment
within the Bojanala District.
The unemployment rate is 48,7% which is an above 3% increase from the 2008
registered 45,5%. In 2018, there were a total number of 180 000 people unemployed in
Bojanala Platinum, which is an increase of 44 900 from 135 000 in 2008. The total
number of unemployed people within Bojanala Platinum constitutes 48.66% of the total
number of the unemployed in North-West Province. The Bojanala Platinum District
Municipality experienced an average annual increase of 2.91% in the number of
unemployed people, which is worse than that of the North-West Province which had an
average annual increase in unemployment of 2.21%
2.2.4Crime
Low levels of skills, high rate of unemployment and abuse of substances in the Bojanala
has resulted in the district having the highest overall crime rate of the sub-regions within
the overall North West Province. Property crime is a major problem in the district, with
an index of 151 per 100 000.
However, this is indicative of the national and provincial challenge of this mode of crime.
Violent crimes are of concern in the district which indicator is not too far below the
provincial average of 80,9 per 100 000. The overall crime index comparison still puts
Bojanala Platinum District Municipality relatively low in comparison to the crime index
of both the Province and National.
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2.2.5Education and Skills Profile
38,7% of the residents have completed matric and some 6% have no education at all.
This means the people with no education have decreased at an annual rate of 1,53%
per annum between 2008 and 2018. The number of people within the 'matric only'
category, increased from 228,000 to 377,000. The number of people with 'matric and a
certificate/diploma' increased with an average annual rate of 3.71%, with the number of
people with a 'matric and a Bachelor's' degree increasing with an average annual rate
of 5.51%. Overall improvement in the level of education is visible with an increase in the
number of people with 'matric' or higher education.
The number of people with 'matric and a certificate/diploma' increased with an average
annual rate of 3.71%, with the number of people with a 'matric and a Bachelor's' degree
increasing with an average annual rate of 5.51%. Overall improvement in the level of
education is visible with an increase in the number of people with 'matric' or higher
education.
The number of people without any schooling in Bojanala Platinum District Municipality
accounts for 30.93% of the number of people without schooling in the province. In 2018,
the number of people in this District Municipality with a matric only was 377,000 which is
a share of 52.49% of the province's total number of people that has obtained a matric.
The number of people with a matric and a Postgrad degree constitutes 39.83% of the
province and 1.68% of the national.
Bojanala has organised its education districts in accordance with municipal boundaries.
The District has over 37% of schools and 38% of learners in the province. There are 566
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schools, 38 are independent schools. There are a total of 316 521 learners, 11 089 are
in independent schools supported by 10 592 educators. The Learner/Teacher Ratio in
the public schools is 1:31 and in the independent schools it is 1:15,3.
Despite these large numbers Bojanala does not have a university, however the
University of South Africa offers courses as does Orbit TVET College, which offers a
range of courses including engineering, public management, human resources, finance,
economics and accounting. There has been pressure to have a university in the district,
possibly in Rustenburg.
2.2.6Health Profile
Bojanala District has 125 healthcare facilities to provide Public Health Care across the
District. Out of the 125 Health Care Facilities in the District, only 10 are configured as
Community Health Centres and provide 24 hour services. There is an additional 17 Clinic
facilities providing 24 hour services to complement the work of the Community Health
Centres.
There is a total of 19 Mobile Clinics servicing 674 service points across the District. The
Mobile Clinics are mainly providing preventative and promotive health services with
minimum curative services0.3. The main interventions are done through referral to either
the Community Health Centres and or District Hospitals. The service in its nature is not
totally dependable as it is not available during bad weather, weekends and public
holidays. Plans are in place to gradually extend this service to weekends, holidays and
the provision of reliable appropriate vehicles.
Bojanala District faces the quadruple epidemic of disease such as HIV/AIDS,
Tuberculosis, Chronic diseases of lifestyle, Violence and trauma.
LEADING CAUSES OF DEATH:
Adults Children
1 HIV/AIDS & TB related complications 1 Diarrhoeal Disease
2 Tuberculosis 2 Lower respiratory tract infection
3 Lower respiratory tract infection 3 Preterm birth Complications
4 Hypertensive Diseases 4 Birth Asphyxia
5 Cerebrovascular Accidents 5 HIV/AIDS related complications
6 Interpersonal Violence 6 Malnutrition including severe acute malnutrition
7 Trauma due to road traffic accidents 7 Neonatal Sepsis
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2.2.7 COVID - 19
Following Presidential announcement of nationwide lockdown which commenced in March
2020, stringent measures were applied to contain the virus so as to prepare the Health
System to respond to anticipated COVID-19 cases and minimise pressure thereof. The
pandemic has severely affected the economy where we witnessed business closures, job
losses and economic impacts that have led to declining income revenues and budget cuts
in municipalities which somehow put a strain in capability of municipalities to provide quality
services to communities. This happened while the country had already been downgraded
to junk status.
COVID-19 pandemic has highlighted the critical role played by municipalities in service
delivery, economic development and infrastructure investments.
The Council for Scientific and Industrial Research (CSIR) in collaboration with Albert
Luthuli Centre for Responsible leadership have developed a set of COVID-19 Vulnerability
Indicators using available data and knowledge. It identifies vulnerabilities present in
communities and identifying areas in need of targeted coordinated interventions and early
response. The purpose of the indicators is intended to support the early
prevention/mitigation and preparedness phase of the disaster management cycle and
informing disaster management decision making. It is not based on epidemiological
modelling but a response to highlighting intervention areas due to underlying situation. The
composition of the index follows two main factors, namely: transmission potential and
health susceptibility.
Transmission potential areas identify areas that prevent social distancing to be practiced
and where limitations of practicing good basic hygiene. The health susceptibility index
denotes areas where large number of people are potential more susceptible to being
adversely affected by COVID-19 due to factors such as age and underlying health
conditions. The Bojanala vulnerability profile is presented below. The map shows low
vulnerability areas (blue dotted areas) versus areas with higher vulnerability (red dotted
areas)
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Vulnerability is generally along platinum belt with Rusternberg, Mooinoi and Brits showing
high vulnerability, particulalrly where there are informal settlements and townships. Letlabile
with its proximity to Mabopane (a Tshwane Hotspot) also displays some extreme vunerability.
Area specific live GIS vunerability maps are available curtosy of CSIR at:
The district established a Command Council under the leadership of Cllr Fetsang Mokati
that directs the Covid_19 response.
Bojanala Platinum District Municipality has been severely affected with the closure of mining
& tourism sectors which are the main employers in the district. This also have impacted on
municipal revenue and unemployment has increased due to retrenchments due to the
pandemic. This led to municipal revenue loss and potential jobs at risk due to instability. Other
impacted sectors are retail, manufacturing and transport. Decline in government grants
allocations for municipalities and National Treasury directed that budget be adjusted and
this will negatively affect service provision as most municipality are reliant on government
grants and revenue collection have declined. Having stated the above, the economy has
declined with high unemployment level and poverty. There is an increase demand to access
indigent programmes temporarily & COVID grants.
Bojanala Platinum District Municipality was the epicentre of the Province in terms of reported
positive cases of COVID-19 infections with Rustenburg as the leading town.
With the gradual opening of economy which started during lockdown level 3 and proceeded
to Level 1, there is some form of mobility with most the sectors opening. Opportunities are
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there to revive the economic sector, i.e. one plan (DDM) through collaborations, relief
measures for business by municipalities, business support services, private sector etc.
2.3 SERVICE DELIVERY
2.3.1 Water and Sanitation
Bojanala Platinum District Municipality had a total number of 154 000 (or 25.83%)
households with piped water inside the dwelling, a total of 306 000 (51.32%) households
had piped water inside the yard and a total number of 7 180 (1.20%) households had no
formal piped water.
The water backlog (number of households below RDP-level) in 2008 were 66 400 within
Bojanala Platinum District Municipality, this decreased annually at -0.66% per annum to
62 200 in 2018.
Water backlog Bojanala Platinum, 2008-2018
80,000
70,000
60,000
50,000
40,000
30,000
20,000
10,000
,0
69801,5
66389,4 67273,7
72342,5
73375,6
75114
74691,3
73116,4
67648,5
62156
62150,1
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
Water backlog - number of households below RDP-level
Source: IHS Markit Regional eXplorer version 1803
Bojanala Platinum District Municipality had a total number of 247 000 flush toilets
(41.47% of total households), 109 000 Ventilation Improved Pit (VIP) (18.33% of total
households) and 219 000 (36.67%) of total households’ pit toilets. The sanitation
backlog (number of households without hygienic toilets) in 2008 in Bojanala Platinum
District Municipality was 220 000, this increased annually at a rate of 0.86% to 240
000 in 2018.
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30
Sanitation Backlog (2008-2018)
245,000
240,000
235,000
230,000
225,000
220,000
215,000
210,000
205,000
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
Source: IHS Markit Regional eXplorer version 1803
2.3.2 Human Settlement
Bojanala Platinum District Municipality has a total number of 118 000 (19.79% of total
households) very formal dwelling units, a total of 320 000 (53.62% of total households)
formal dwelling units and a total number of 99 800 (16.73% of total households)
informal dwelling units.
Households by dwelling unit type Bojanala Platinum, North-West and National Total, 2018
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Other dwelling type
Traditional
Informal
Formal
Very Formal
Bojanala Platinum North-West National Total Source: IHS Markit Regional eXplorer version 1803
In 2008 the number of households not living in a formal dwelling were 131 000 within
Bojanala Platinum District Municipality. From 2008 this number increased annually at
1.95% to 159 000 in 201
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2.3.3 Waste Management
Bojanala Platinum District Municipality had a total number of 353 000 (59.17%)
households which had their refuse removed weekly by municipalities, a total of 12 600
(2.11%) households had their refuse removed less often than weekly by the authority
and a total number of 192 000 (32.17%) households which had to remove their refuse
personally (own dump).
The number of households with no formal refuse removal in 2008 in Bojanala Platinum
District Municipality was 228 000, this increased annually at 0.14% per annum to 231
000 in 2018. The total number of households within Bojanala Platinum District
Municipality increased at an average annual rate of 3.35% from 2008 to 2018, which
is higher than the annual increase of 2.13% in the number of households in South
Africa.
Refuse removal Bojanala Platinum, 2008-2018
245,000
240,000
235,000
230,000
225,000
220,000
215,000
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
Number of households with no formal refuse removal
Source: IHS Markit Regional eXplorer version 1803
2.3.4 Roads and Transport
Public transport vehicles operational within Bojanala district with regard to subsidized
bus transport, there are a total of 401 buses operational on the network, 232 belonging
to the Bojanala Bus Service, and 169 to Amarosa/Thari Bus service.
With regard to bus infrastructure there are 15 terminal facilities, 22 holding area and
an estimated 556 bus stops. Unfortunately, some of these facilities are in a poor
condition and there is generally considerable room for improvement of infrastructure,
and management and maintenance of the facilitie
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2.3.5 Electricity
Bojanala Platinum District Municipality had a total number of 15 000 (2.51%)
households with electricity for lighting only, a total of 522 000 (87.54%) households
had electricity for lighting and other purposes and a total number of 59 300 (9.95%)
households did not use electricity.
When looking at the number of households with no electrical connection over time, it
can be seen that in 2008 the households without an electrical connection in Bojanala
Platinum District Municipality was 79 300, this decreased annually at -2.86% per
annum to 59 300 in 2018.
90,000
80,000
70,000
60,000
50,000
40,000
30,000
20,000
10,000
,0
Electricity connection Bojanala Platinum, 2008-2018
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
Source : HIS .Markit Regional .eXplorer version 1803
Number of households with no electrical connect
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2.4 ECONOMIC PROFILE OF THE DISTRICT
2.4.1 Key Drivers of the Economy
The location quotient determines the comparative advantage of Bojanala DM
relative to the North West Province i.e. the quotient gives an indication of the
more competitive location in producing a product or service. A location quotient
larger than one indicates a comparative advantage and a quotient smaller than
one indicates a comparative disadvantage in an economic activity.
It is evident that Bojanala has a comparative advantage in the Mining sector but
it has a disadvantage in all of the other Sectors. Besides the Mining activities all
the other Sectors in the District are seen as underdeveloped and not competitive
at the Provincial level.
For 2008 it was estimated that about 265 599 people were employed in Bojanala
DM.
2.4.2 Mining
This sector accounted for an estimated 34.6% of all formal employment
opportunities in Bojanala DM during 2008. Apart from this sector, the Services
and Trade sectors were also estimated to play a significant role in the
employment opportunities for the people of Bojanala DM in line with the
Provincial trend.
As mining plays a significant role within the Bojanala PDM a greater
understanding of the mines is necessary. Thus the mines within the district will
be examined. Map 3 illustrates the mines for Impala Platinum Limited, Anglo
Platinum and Lonmin Platinum Limited amongst others.
Bojanala PDM is blessed with mineral deposits and currently there are no signs
that these mineral reserves will be depleted. Mining trends. The mining sector
has been on upward trend specifically from 2002 onwards, this was due to the
increase in demand for platinum which exceeded supply, resulting in a deficit
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and thus causing an increase in the price.
There has also been an increase in demand for coal as the stockpile used by
Eskom to generate electricity has been depleted. This may prove to be an
incentive to mining the assumed coal deposits within Moretele Local
Municipality. Availability of labour as with the agricultural sector most mining
activities require low levels of skill, which is quiet abundant in the District.
Economic linkages Most of the mining products extracted from BPDM are
beneficiated elsewhere. The local mining produce presents opportunities for
forward linkages such as the processing and beneficiation of mining products
such as the refining of minerals, manufacture of jewellery etc. Mining inputs,
such as machinery, piping, tubing, chemicals, mining timber, iron and steel
products, explosives, electrical machinery, cables and wiring and foodstuffs are
sourced from outside the North West, resulting in a massive income leakage
out of the area.
The mines potentially represent a substantial local market for these
manufactured products and by strengthening the local backward linkages, the
manufacturing sector can be stimulated. The mines also provide a market for
local SMME’s, which act as service providers to the mines, incl. brick making,
gearbox repair, general repairs, welding, office cleaning, catering, dry cleaning,
laundry services, etc. Technology change – The cost of extraction Overall
extraction costs are determined by a combination of variables such as grade of
ore, mining depth, geology, labour efficiency and technology. More efficient
technology and improved labour productivity can therefore increase the
profitability of the mines.
Small Scale Mining of Construction Minerals (i.e. small-scale mining of Tin,
Chrome, Slate, Lead and Granite) provides an opportunity to second economy
players to engage in first economy activities thus narrowing the gap between
the two.
The Department of Mineral & Energy promotes such activities through pre-
feasibility studies and expertise conducted in the following municipalities:
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Kgetlengrivier LM
Moses Kotane LM
Madibeng LM
Rustenburg LM
2.4.3 Tourism
Areas in Bojanala PDM are the area’s most visited in the North West Province
according to the LED Strategy, 2003 for Bojanala PDM. 52% of all overseas
tourists to the North West Province visit Sun City and 35% of all overseas
tourists visit the Pilanesberg National Park.
According to the LED Plan for Bojanala DM the following areas are the main
tourist attraction for Bojanala DM: Sun City/Lost City Complex: This is one of
the main tourist attractions in Bojanala DM. These resorts are internationally
renowned and host many recreational activities such as golf, gambling and
water based entertainment. The Pilanesberg National Park is home to the ‘big
five’ and is situated in close proximity to Johannesburg and Pretoria.
Hartebeespoortdam and Magaliesberg Complex: Water-based sports, hiking
and climbing are some of the activities found within the area. The Magaliesberg
area had been declared a protected natural environment in 1977. Borakalalo
National Park is home to numerous species and also provides for fishing
enthusiasts. The Vaalkop Dam Nature Reserve is renowned for its angling and
bird watching facilities. Kgaswane Mountain Reserve has a variety of Antelope
and birdlife
2.4.4 Agriculture
Agricultural commodities that can be produced within BPDM (although these
commodities are not suitable for all local municipalities and even when there
are suitable they are subject to constraints such as water supply etc.):
Vegetables,
citrus,
winter grains,
summer grains,
fodder,
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cattle,
goats,
sheep,
Poultry.
aloe production,
rosemary production,
oyster
mushroom
lavender
amaranth (Morogo)
Morula,
Paprika production.
2.5.1 Factors affecting the Agricultural Sector:
Land reform has created uncertainty and discouraged investment within
this sector and has resulted in many commercial farms becoming
subsistence farms. The mining industry receives priority in terms of land
use.
Many farms are being sold off for other development purposes.
A large portion of the land is under tribal rule.
Water scarcity and quality of water has been determined as factors which
negatively affect this sector.
Natural disasters
High input costs.
Safety & security.
Economic linkages Potential exists for forward linkages that result in a
greater value-addition to the agricultural produce
Technology change as land appears to be scarce with many constraints
placed upon this resource, improved technology is viewed as an
important factor to increase yields and improve the returns gained from
this sector Enabling environment Many farmers believe that they do not
have adequate support from government.
Farmers struggle to receive financing from commercial banks due to the
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37
increased costs of inputs Availability of labour and skill
As this sector requires low skills level there is a significant pool of labour
available for the Agricultural sector. However, small-scale farming which
is encouraged as it has the ability to directly reduce poverty requires
higher skills level. In particular, entrepreneurial skill is of high importance
and the lack thereof of such skills has resulted in many unsuccessful
ventures.
2.5.2 Manufacturing
This sector is broadly defined as the physical or chemical transformation of
materials or compounds into new products and can be classified into 10 sub-
groups namely:
Food, beverages & tobacco
Textiles, clothing & leather goods
Wood, cork & related products, straw, paper & printing/publishing
Coke, refined petroleum & nuclear fuel, chemicals, rubber & plastic
Other non-metallic mineral products
Basic metals, fabricated metal products, machinery & equipment
Electrical machinery and apparatus
Radio, TV & communication equipment + medical & optical instruments
Transport equipment
Furniture & recycling
2.5.3 Factors affecting Manufacturing
Availability of Raw Materials Bojanala PDM is endowed, as previously
alluded to, with many resources such as minerals, and various fruits and
vegetables that are farmed there.
Economic linkages as indicated previously there is little or no value
addition to many of the primary sector produce such as those from the
mining and agricultural sector.
It has also been indicated previously that many of the inputs required are
not available locally. Therefore, there appears to be economic leakages
as many consumers spend their money outside the districts borders.
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These linkages can be optimised through clustering and agglomeration
economies. This means that the centralisation of similar and other
businesses may amongst other reduce costs and increase productivity
within the district creating a comparative advantage.
Recent market trends indicate a shift towards alternative products which
are healthier and more environmentally friendly.
Waste management in many South African households is very poor.
Therefore, improved waste management by each household will help to
improve the environment in the long run. Africa’s production base is the
lowest in the world. This is because in most parts of the continent, South
Africa included, there is a small market for manufactured goods as the
majority have very low purchasing power. This trend is altering however,
with the increased demand for industrially-produced goods.
2.6.1 Main employers of the Economy
Mining
Mining sector created 51.2%, formal employment opportunities in the
District
Agriculture
Contributes about 2.6% to the total GDPR and 19% to formal employment
in the District
Tourism
Tourism created 5.6% employment in the District
Manufacturing
The Sector within Bojanala PDM was estimated to have contributed 7.1%
to total GGP and 10.1% for total employment
Construction
Construction only contributed 2.1% to the Gross Geographic Product of
Bojanala Platinum District Municipality employment.
Trade
Trade sector contributes 10.2% to the total Gross Geographic Product of
Bojanala Platinum District Municipality (BPDM) employment
Services
Services sector made up 27.8% of the Bojanala PDM GGP and it employed
28.1% of the total formal employment.
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2.7.1 Key economic Opportunities and Potentials The district has the following key economic opportunities and potentials
Construction of luxurious Medical Facility and shopping mall at Moses
Kotane LM
Provide rural areas with increased levels of economic activity at Moses
Kotane, Kgetleng Rivier and Moretele Local Municipalities.
Revitalisation of CBD’s in the District because they are dilapidated and
negatively affect investment
Construction of physical Markets and Service Facilities such as abattoirs,
tanneries etc. to support rural development.
Development of Mining supply park to establish a one-stop shop for all the
mines around the Bojanala PDM
To establish markets in rural areas in order to ensure that produce within
rural finds consumers. The specifications of the market will be informed by
the unique characteristics of the various rural areas
Establishment of a dry Logistics hub - One-stop site catering for all logistical
requirements that includes a truck stop/inn
Ensure excellent telecommunications network to resolve any challenges
identified to ensure that proposed BPO (see services section) can be
implemented.
2.8.1 Economic positioning
Despite the poor state, Bojanala Platinum District Municipality has a massive
potential of economic prosperity through its mines, tourism and agriculture. the
challenge in the district has been how to tap into these economic activities as
municipalities and communities in the area.
There is existing mining, tourism and agricultural opportunities which include
game reserves, some of which are owned and shared by communities including
hotels and guest houses. Some of the natural resources include dams like
Hartebeespoort and Molatedi dam and Magaliesberg Biosphere. The district still
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experiences high levels of unemployment, poverty and inequality mainly
amongst the youth, women and people with disabilities
While all of the opportunities are important, a focus on all of these issues
simultaneously may be counterproductive, as resources may be stretched too
thinly. To prioritise opportunities, a “voting” exercise was therefore undertaken,
where delegates were invited to indicate which of these opportunities should be
prioritised for action as soon as possible
2.8.2 Economic opportunities mapping
The following are prioritised for inclusion in the Regional Economic
Development planning initiatives or strategies for BPDM and its local
municipalities:
Bojanala sez
Local procurement
Mining beneficiation
Regional science, technology & innovation
SMME development and support
Tourism route
Agripark
Regional bulk water supply strategy
Fresh produce market/ hubs
2.9 Key planned investments and projects including locally made products
Dry logistic hub in Madibeng
Agripark in the District
Special Economic Zone at Moses Kotane LM
Tourism Route - BPDM
Theme park – Rustenburg
Revitalization of Borakalalo Game Park – Madibeng LM
Agricultural Processing facilities – Moses Kotane
Development of Koster Dam – Kgetleng River LM
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Sutelong River Park – Moretele LM
Small Town Renewal Programme – Brits
Fresh Produce Market – Rustenburg LM
Mining Supplier Park – Rustenburg LM
2.9.1 Special Economic Zone
In Bojanala Platinum District Municipality, the targeted area for the
establishment of the SEZ based on the comparative advantage was
Rustenburg. Department of Trade and Industry appointed a Company called
Mott McDonald to conduct a feasibility study for the establishment of an SEZ
project and the outcome of the study outline that availability of land is a
challenge. Available is land in small portions which becomes difficult to
implement this type of massive investment with spin-offs like housing, road and
rail infrastructure, CBD, logistic hubs etc.
The pre-feasibility study indicated that Moses Kotane Industrial area is a viable
option because more than 100hectares of land with an advantage of water,
electricity and road infrastructure already exists. Rustenburg and Madibeng
Local Municipalities will be the direct affected Municipalities in terms of
infrastructure development on the land which will be identified for future
expansion of the SEZ to link Rosslyn Automobile and other factories.
Special Economic Zone (SEZ) programme was established by the Department
of Trade and Industry to provide special provisions to develop industrial growth
in particular geographical areas. SEZ uses support measures to attract targeted
domestic and foreign direct investment and enable community beneficiation of
mineral and natural resources.
This programme was designed to respond to the challenging global and
domestic economic conditions which demand a sharper focus on new sources
of competitiveness, entrenched base in skills, infrastructure and efficient and
responsive state action.
As according to National Development Plan and National Industrial Framework
Special Economic Zones measures must be implemented to:
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Enhance domestic and regional demand,
Extend export promotion strategically,
Strengthen South African industries base
Promote labour-absorbing industrialization path
This initiative will create jobs for local communities and positively affect the
GDP of the District
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SECTION C
DISTRICT MUNICIPALITY’S VISION AND MISSION
VISION
The IDP is guided by Municipal vision which states that “Bojanala Platinum District
Municipality, a model of cooperative governance for effective and efficient service
delivery in partnership with local municipalities and all stakeholders”.
MISSION
In order to achieve the vision, the district municipality has to adhere to its Mission
Statement and the elucidation of the strategic IDP Objectives through shared
services, will coordinate, facilitate and support local municipalities by equitable
sharing of resources and maximizing community benefit of natural resources in a safe
and healthy environment.
This document details several areas that are important for any member of the public
or interested party to have a fuller understanding of what is planned over four quarters
of a financial year. It will also be the basis upon which macro targets for service
delivery in the district, taking into account the allocated powers and functions, will be
shaped.
The IDP is developed in line with section 25 of the Local Government: Municipal
Systems Act, 2000 (Act 32 of 2000), which requires each newly elected municipal
council, to adopt a single, inclusive and strategic plan (Integrated Development Plan
or IDP) for the development of the municipality which links, integrates and
coordinates plans and takes into account proposals for the development of the
municipality and which aligns the resources and capacity of the municipality with the
implementation of the said plan.
The newly elected council of Bojanala Platinum District Municipality developed this
IDP as the principal strategic planning instrument to guide and inform all planning,
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budgeting, management, and decision-making processes in line with the Local
Government Systems Act.
The 6th Generation IDP is developed in line with the IDP process plan which will be
approved by the council. The IDP process plan seeks to identify and coordinate key
stakeholders in the planning process in the district municipality and coordinate their
contribution to the development of the IDP.
When approved, the following key features as per section 26 of the Municipal
Systems Act, 32 of 2000, are included:
An assessment of the existing level of a development
The council’s development priorities and objectives
The council’s development strategies
The spatial development framework – albeit, the review of the SDF in line with
the Spatial Planning & Land Use Management Act (SPLUMA);
The council’s operational strategies;
The disaster management plan;
A financial plan, and
The key performance indicators and performance targets.
The IDP document will be reviewed at the end of each financial year after the
assessment of the performance of the municipality and an analysis of the situation at
the community level.
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SECTION D
4.1 SPATIAL DEVELOPMENT FRAMEWORK
The Bojanala PDM SDF provides the spatial framework for development in the
District. The objectives of the SDF are as follows:
Manage and use the District’s natural and build environment in a
sustainable manner.
Accommodate and promote sustainable economic development
Ensure sustainable human settlements
Ensure accessibility through the promotion and support a multimodal
transportation system and network Promote and support viable and
efficient infrastructure provision and management
In achieving these objectives, the following strategies were determined:
To consolidate the development in peri-urban development areas.
To enhance the development potential in the urban development areas
To promote rural development.
The manage and protect District level open spaces and conservation areas
To plan and manage the interface areas with Tshwane, City of
Johannesburg and Mogale City.
4.2 Status quo on implementation of spatial planning and land use management act (SPLUMA)
The Bojanala District Municipality is one of the four districts in the North West
province that administers the implementation of the SPLUMA provisions as
alluded above.
It is geographically located in Rustenburg town and it consists of 5 local
Municipalities within its jurisdiction namely, Rustenburg, Madibeng, Kgetleng
Rivier and Moses Kotane Local Municipalities. See the map below for
reference:
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All five (5) municipalities within Bojanala District have commenced with
SPLUMA compliance processes and are in different phases. The status of the
activities will be reflected per category (LUMS, SDF, MPT, Bylaws etc.)
4.3 Status of by laws
Draft bylaws
Customised bylaws
Council resoluitons
Public notice
Final draft bylaw
Adoption by council
Gazetting & date
Rustenburg
Done done done done Done Done
Moretele Done Done done Done done Done 18/3/2016
Moses Kotane
Done done done done Done Done 12/2/2016
Kgetleng Done done done Done done Done
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Rivier 22/3/2016
Madibeng Done Done Done done Done Done
As per table abpve, all five municipalities within Bojanala District have finalised
their spatial planning and land use management by-laws.
4.4 Land use regulations- status of Municipal Planning Tribunal (MPT)
Local authority
MPT Option
Council resolution
Nominations
Council approval
Gazette notice
Status of MPT
Action
Rustenburg
single done Done done done Active None required
Moretele Single done Done done Done Active None
Moses Kotane
Single Done done Done Done Done Active None required
Kgetleng Rivier
Single Done done Done Done Done Active Review SDF for alignment
Madibeng Single done Done done done Active Finalise cuncil resolution
All municipalities within Bojanala District have established the MPTs as
required in terms of section 35(1) of SPLUMA, however ,Madibeng Local
Municipality is in a process of obtaining a revised council resolution reflecting
positions and appointment of new members who will serve as MPT members.
Some of the initially appointed members are no longer in the employ of
Madibeng L.M therefore new appointments are key.
4.5 Authorised official and Appeals Authority
Only Rustenburg L.M has established its Appelas Authority while the other
four municipalities have not established their Appeal Authorities due to several
reasons. The four outstanding municipalities will be engaged in remedying the
current state of affairs as Appeals Authority is concerned, and technical
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support in obtaining council resolutions will be provided to these municipalities.
4.6 Status of Approved Delegations/ Tariffs in Bojanala
Out of five municipalities, Rustenburg L.M is the only one with approved
delegations and tariffs and implemented, and the remaining four do not have
council approval of the delegations (Moretele, Moses Kotane, Madibeng and
Kgetlengrivier L. M’s), however Kgetlengrivier is the only one with outstanding
council adoption for SPLUMA model tariffs the other four municipalities have
approved council resolution for SPLUMA model tariffs.
4.7 Status on Land Use Management Schemes
In terms of section 24(1) of SPLUMA a municipality must develop a single land
use scheme for its entire municipal area in order to regulate and evaluate
various land development applications that are lodged with it for approval
purposes. Therefore, out of five municipalities in Bojanala, only four have
developed their LUMS accordingly while Rustenburg is still busy finalizing its
LUMS. It is of great importance to note that DRDLR has funded several LUMS
in NW province as part of technical and financial support to local authorities
as expected. Below is a table indicating the status of LUMS Bojanala District
Municipality:
Local authority Wall to wall LUMS
Promulgated Funding Action
Rustenburg In process, estimated to be finalised
No Own funding
Engage RLM and provide support where needed to ensure compliance od section 24(1) of SPLUMA
Moretele Done Yes DALRAD None
Moses Kotane Done, 5/6/18 Done Own funding
None
Kgetleng Rivier Done, 31/10/18
Yes DRDLR Implementation of SPLUMA
Madibeng Still in draft stage
No Own funding
Engage MLM and provide support where needed to ensure compliance od section 24(1) of SPLUMA
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4.8 Status of Spatial Development Framework (SDF’s) for Local Municipalities
Within Bojanala District, all local authorities have commenced in reviewing
their SDF’s to comply with section 12(1) of SPLUMA.
Local authority Reviewing SDF Not Reviewing SDF
Action
Rustenburg In process of reviews through Housing Development Agency
Engagement with RLM and re-evaluate the draft and see if the SDF is aligned with the provisions of SPLUMA
Moretele In the process of
review through
DALRAD and
Bojanala
Platinum District
DALRAD and Bojanala Platinum
District to finalize the process of
review
Moses Kotane Done No, 2010 version
NOne
Kgetleng Rivier Intervention to complete the review process
Consultation with DALRAD to complete the review process and see if the SDF is aligned with the provisions of SPLUMA
Madibeng Yes, 2018 version
Engagement with MLM and re-evaluate the draft and see if the SDF is aligned with the provisions of SPLUMA
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SECTION E
5.1 PROCESS FOLLOWED TO DEVELOP THE IDP
The IDP guideline has set out a clear public participation process which is in
accordance with the Municipal Systems Act section 16. As the District Municipality,
we have always been following the process of collecting community needs from our
local municipalities.
During the analysis phase, councilors at local municipalities go out to their various
constituencies, meet with the communities assisted by their ward committee
members. Priority issues based on the community needs are determined in this
way. The exercise proves to be very fruitful and resulted in the councilors being the
link between the community and the municipality.
During the review process, the steering committee and in some instances the IDP
Representative forum as main participants attended the IDP Review process.
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5.2 IDP PROCESS PLAN FOR 2021/22 FINANCIAL YEAR AS ADOPTED BY COUNCIL
Phases Activity Role Players Time Frames
Phase 1
Preparation
Preparatory plans for 2021/22 IDP Approval and circulation of Municipal Framework and process plan by the District Municipality’s Council Tabling of Budget Process Schedule 4th Quarter Performance and Budget Report submitted to Council
Council Executive Mayor MMC’s, Municipal Manager Senior Managers, Budget, IDP and PMS Managers
July – Sept 2021
Analysis
Community meetings Stakeholder meetings Surveys and Opinions Feedback on previous performance Analysis phase of IDP Priority needs (well understood)
Ward Councillors Stakeholders IDP, Budget, PMS Managers Municipal Officials
July – Sept 2021
Phase 2 Strategies
Municipal Visions (done every 5 years) Objectives, strategies, and projects identification Consultation with communities and stakeholders through IDP Rep forum Meetings with communities and stakeholders 1st Quarter Performance and Budget Report submitted to Council for approval
Council Executive Mayor MMC’s Municipal Manager Senior Managers Manager responsible for IDP Manager responsible for PMS Budget Managers
October – December 2021
Phase 3 Projects
Inputs to the IDP from Sector Departments Clear project details (who is benefiting from the project, how much is it costing, project funding model, time frames, project manager) Setting clear targets and indicators to measure performance as well as the impacts of individual projects
Sector Departments Municipal Manager Manager responsible for IDP Manager responsible for PMS Budget Managers
January – March 2022
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Integration
Ensuring that identified projects contribute to the achievement of the objectives outlined in phase 2 to give an overall picture of the development plans Integration of development plans Integration of municipal strategies (HIV, Poverty Alleviation, Disaster Management strategies) with the IDP Tabling of municipal adjustment budget 2nd Quarter Performance and Budget Report submitted to Council Inputs to the IDP by sector Department Consultation with communities and stakeholders through IDP Rep forum Tabling of Annual draft Budget and IDP to Council
Council Executive Mayor MMC’s, IDP and Budget Steering Committee Municipal Manager Senior Managers, Budget, IDP and PMS Managers
January – March 2022
Phase 4 Approval
Consultation with communities and stakeholders through IDP Rep forum Adoption of the Budget and IDP for the next financial year Development and approval of SDBIP for the next Financial year in line with the adopted IDP
Council Executive Mayor MMC’s, IDP and Budget Steering Committee Municipal Managers Senior Managers, Budget, IDP and PMS Managers
April – June 2022
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5.3 ROLES AND RESPONSIBILITIES
The main roles and responsibilities allocated to each of the internal and external
role-players relating specifically to the IDP Review Process are set out in the table
below.
5.4 INTERNAL ROLE PLAYERS AND RESPONSIBILITIES
STRUCTURES ROLES AND RESPONSIBILITIES
Council The overall responsibility of the council is to adopt the
Framework/Process Plan,
Be responsible for the overall management and coordination
of the planning process
Adopt the final IDP
To ensure that the Budgets, SDBIP, Performance
Agreements are based on the approved IDP
Executive Mayor Provides Political guidance over the IDP Review process
and priorities
Members of the
Mayor Committee
Overall management, coordination, and monitoring of the
IDP Review Process
Municipal Manager Municipal Manager has the following responsibilities, that are
assigned to the IDP Manager
Preparation of the process plan;
Day to day management and coordination of the IDP
process in terms of the time, resources, and people, and
ensuring:
The involvement of all relevant role-players, especially
officials management officials; to ensure that;
The timeframes are being adhered to;
That the planning process is horizontally and vertically
aligned and complies with national and provincial
requirements;
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That condition for participation is provided and those
outcomes are documented.
IDP Manager Day to day management of the IDP process.
Coordination and facilitation of the IDP Review Process.
IDP/Budget Steering
Committee
Monitor, evaluate progress and provide feedback
Provide technical guidance to review process
Ensure alignment of the IDP and Budget
Record realistic revenue and expenditure projections for
current and future years
Take cognizance of national, provincial budgets, DORA, and
national fiscal and macro-economic policy
Municipal Officials Provide technical/sector expertise
Prepare selected Sector Plans
5.5 EXTERNAL ROLE PLAYERS AND RESPONSIBILITIES
ROLE PLAYER ROLES AND RESPONSIBILITIES
Sector Department
Officials
Provide sector information
Alignment of budgets with the IDP
Provide sector budget
Provide professional and technical support
Professionals/Service
Providers
Facilitation of planning workshops
Drafting sector plans
Assist with Performance Management System
Documentation of IDP
IDP Representative
Forum
Representing interest and contributing knowledge and
Ideas
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5.6 INTEGRATED DEVELOPMENT PLANNING
Integrated Development Planning is the process through which the municipality
prepares a strategic developmental plan, which is the principal strategic instrument
guiding all planning, management, investment, development, and implementation
decisions, taking into account inputs from all stakeholders.
The IDP crosses departmental divisions by linking the physical, social, institutional,
and economic components of planning and development with management and
development structure. It also integrates and aligns planning in different spheres of
government and therefore enforcing and upholding the spirit of cooperative
governance in the public sector.
The constitution of the Republic of South Africa (1996) commits the government to
take reasonable measures, within its available resources, to ensure that all South
Africans have access to adequate housing, health care, education, food, water, and
social security. The current goal of municipalities is to establish a planning process,
which is aimed at the disposal of the imbalances created by the apartheid era.
Developmental local government can only be realized through integrated
development planning and the compilation of an Integrated Development Plan
(IDP).
5.7ROLE OF INTEGRATED DEVELOPMENT PLANNING
Integrated development planning (IDP) is an approach to planning which is aimed
at involving the municipality and the community to find the best possible solutions
towards sustainable development. Integrated development planning provides a
strategic planning instrument that manages and guides all planning, development,
and decision-making in the municipality. ‘Integration’ means to consolidate all
various plans and actions of the municipality in order to achieve its vision and
mission.
It is used by municipalities to plan short and long-term future developments in their
area of jurisdiction. IDP is not the sole responsibility of the municipality. It is
integrated in such a way that all the relevant stakeholders who have a responsibility
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to develop our area are contributing. Sector departments and mines have to submit
their plans on how they are planning to provide service and develop our municipality.
Integrated development planning involves a process through which the municipality
compiles a five-year strategic plan, known as the Integrated Development Plan. This
plan is an overarching plan, which provides the framework for development and
planning in the area of the municipality. It is an operational and strategic planning
guideline that enables the municipality to fulfill its development mandate.
The purpose of integrated development planning is to better the quality of life of the
people living within the area of the municipality. It also provides guidelines as to how
to use the land within the municipality, which resources to use, and how to protect
the environment.
For our planning and programmes to be effective all strategic planning within the
municipality must take place within the framework of the IDP. Through integrated
development planning different plans are integrated, coordinated, and linked to the
use of natural, financial, human, and physical resources.
5.8 LEGAL FRAMEWORK FOR INTEGRATED DEVELOPMENT
PLANNING
According to the Constitution of the Republic of South Africa, the local sphere of
government is charged with the responsibility to implement developmental local
government as well as cooperative governance. The mandate to relate its
management, budgeting, and planning functions to its objectives gives a clear
indication of the intended purposes of municipal integrated development planning,
namely:
Ensure sustainable provision of services
Promote social and economic development
Promote a safe and healthy environment
Give priority to the basic needs of communities and
Encourage community involvement
The first piece of legislation drafted to reflect the responsibility of the local sphere of
government to implement integrated development planning by means of the
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compilation of an IDP document, was the Local Government Transition Act (1993)
as amended by the Local Government Transition Second Amendment Act (1996).
In this legislation, the IDP was presented as the main planning instrument that
guides all planning and decision-making processes of the municipality.
In lieu of the fact that the Local Government Transition Act was only an interim piece
of legislation applicable to the local sphere of government until the demarcation of
municipalities was finalized, the need arose to enact legislation regulating integrated
development planning on a more permanent basis.
In 2000 the Municipal Systems Act 32 of 2000 (MSA) came into operation. Section
25(1) of the Act stipulates that each municipal council must, after the start of its
elected term, adopt a single, inclusive, and strategic plan for the development of the
municipality which:
Links, integrates, and co-ordinates plans and takes into account proposals for
the development of the municipality;
Aligns the resources and capacity of the municipality with the implementation
of the plan;
Forms the policy framework and general basis on which annual budget must
be based; and
Is compatible with national and provincial development plans and planning
requirements binding on the municipality in terms of legislation.
The Municipal Systems Act is therefore the principal piece of legislation governing
integrated development planning at the municipal level. Municipalities are therefore
bound by and must ensure its implementation.
Other legislation and policy documents that contain a reference to integrated
development planning are:
The Constitution of the Republic of South Africa Act 108 of 1996;
Reconstruction and Development Programme (RDP);
Growth, employment and Redistribution Strategy (GEAR);
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Tourism Act 72 of 1993;
Development Facilitation Act 67 of 1995;
National Water Act 36 0f 1997;
Housing Act 107 of 1997;
White Paper on Local Government of 1998;
Local Government: Municipal Structures Act 117 of 1998;
National Environmental Management Act 107 of 1998;
National Land and Transportation Transition Act 22 of 2000;
Disaster Management Act 52 of 2002;
The Finance Municipal Management Act 56 0f 2003
National Development Plan
A further piece of legislation that has a tremendous impact on the IDP is the
Municipal Finance Management Act (MFMA). Due to the coming into effect of this
Act, the revision of the IDPs must be aligned with the stipulations and timeframes
as set out in this Act. Section 35 of the MSA states explicitly that an integrated
development plan adopted by the municipal council is the principal strategic
planning instrument that:
Guides and informs all planning and development, and all decisions with
regard to planning, management, and development in the municipality;
Binds the municipality in the exercise of its executive authority, except to
the extent of any inconsistency between a municipality’s IDP and national
or provincial legislation, in which case such legislation prevails; and
Binds all other persons to the extent that those parts of the IDP that impose
duties or affect the rights of those persons have been passed as a by-law.
The legislation stipulates clearly that a municipality must not only give effect to
its IDP, but must also conduct its affairs in a manner that is consistent with its
IDP.
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5.9 IDP PROCESS
5.9.1ANALYSIS PHASE
Process
The analysis phase deals with the current existing situation at the ward level and
institutionally. It is the focused analysis of the type of problems faced by the people
in the municipal area. The issues normally range from lack of basic services to crime
and unemployment. The problems identified are weighed according to their urgency
and/or importance to come up with priority issues.
During this phase, the municipality considers people’s perceptions of their problems
and needs, but also facts and figures. This phase does not deal only with the
symptoms, but also with the causes of the problems in order to make informed
decisions on appropriate solutions. Stakeholders and community participation are
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critical during this phase.
Outputs:
The outputs of the analysis phase are:
Assessment of existing levels of
development
Priority issues or problems
Information on causes of priority
issues/problems
Information on available resources
5.9.2 STRATEGIES PHASE
Process
After having analyzed the problems affecting the people of the area and their
causes, it is necessary to formulate solutions to address the identified problems.
Activities during this phase included the formulation of:
The municipal vision
The vision is a statement indicating the ideal situation that the municipality would
like to achieve in the long term. This is the situation the municipality would find
itself in, once it has addressed the problems identified in the analysis phase.
The development objectives
Once the priority issues are identified in the analysis phase, they need to be
translated into objectives. Development objectives are statements of what the
municipality would like to achieve in the medium term in order to address the
issues (problems) and also contribute to the realization of the vision. The
objectives should bridge the gap between the current reality and the vision.
The development strategies
Once the municipality knows where it wants to go (vision) and what it needs to
achieve and realize the vision (objectives), it must then develop strategies, to
provide answers to the question of how the municipality will reach its objectives.
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Project identification
Once the strategies are formulated, they result in the identification of projects.
Outputs
The outputs of this phase are:
The municipal vision
Objectives
Strategies
5.9.3 PROJECTS PHASE
Process
Phase 3 is about the design and specification of projects for implementation. The
municipality must make sure that the projects identified have a direct linkage to the
priority issues and the objectives that were identified in the previous phases. It
must also be clear on the target group (intended beneficiaries), the location of the
project, when it will commence and end, who will be responsible for managing it,
how much it will cost and where the money will come from. It must also identify
indicators to measure the performance and impact of the project.
Outputs
The outputs of this phase include:
Project output, targets, location
Project-related activities and time scheduled
Cost and budget estimates
Performance indicators
5.9.4 INTEGRATION PHASE
Process
Once the projects are identified, it is imperative to ensure that they are in line with
the municipality’s objectives and strategies, the resource framework, and comply
with the legal requirements. Furthermore, this phase is an opportunity for the
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municipality to harmonize the project in terms of contents, location, and timing in
order to arrive at a consolidated and integrated set of programs. E.g. a local
economic development program, spatial development framework, etc.
Outputs
The output of this phase is an operational strategy that includes:
5-year financial plan
5-year capital investment programme
Integrated Spatial Development Framework
Integrated sectoral programmes (LED, HIV, poverty alleviation, gender
equity, etc.)
Consolidated monitoring/performance management system
Disaster management plan
Institutional plan
Reference to sector plans
Phase 5: Approval
Process
Once the IDP has been completed, it has to be submitted to the municipal council
for consideration and approval. The council must look at whether the IDP identifies
the issues (problems) that affect the areas and the extent to which the strategies
and projects will contribute to addressing the problems. The council must also
ensure that the IDP complies with the legal requirements before it is approved.
Furthermore, before the approval of the IDP, the municipality must give the
opportunity to the public to comment on the draft. Once the IDP is amended
according to the inputs from the public, the council considers it for approval.
Outputs
The output of this phase is an approved IDP document for the municipality.
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5.10 Policy context and linkage to National Government
Policy context
The Constitution stipulates that all three spheres of governance are autonomous
but interdependent. This, therefore, calls for closer collaboration between all these
spheres of governance. Needless to mention, a number of national policies have
a particular bearing on the provincial and local spheres of government. A few
critical ones are highlighted below.
5.11 Medium Term Strategic Framework
The Medium Term Strategic Framework is a statement of government intent. It
identifies the development challenges facing South Africa and outlines the
medium-term strategy for improving the living conditions of South Africans. The
MTSF base document is meant to guide planning and resource allocation across
all spheres of government. National and provincial departments need to develop
their five-year strategic plans and budget requirements, taking into account the
medium-term imperatives.
Municipalities are also expected to adapt their integrated development plans in line
with the national medium-term priorities.
The MTSF identifies the following five development objectives:
To halve poverty and unemployment by 2014
To ensure more equitable distribution of the benefits of economic growth and
reduce inequality
To improve the nation’s health profile and skills base and ensure universal
access to basic services
To build a nation free of all forms of racism, sexism, tribalism, and xenophobia
To improve the safety of citizens by reducing incidents of crime and corruption
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5.12 The Government 12 Outcomes
From the development focus of the MTSF, the government has derived twelve (12)
outcome areas that set the guidelines for more results-driven performance.
The TWELVE (12) KEY OUTCOMES that have been identified and agreed upon by
the Cabinet are:
1. Improved quality of basic education
2. A long and healthy life for all South Africans
3. All people in South Africa are and feel safe
4. Decent employment through inclusive economic growth
5. A skilled and capable workforce to support an inclusive growth path
6. An efficient, competitive, and responsive economic infrastructure network
7. Vibrant, equitable and sustainable rural communities with food security for all
8. Sustainable human settlements and improved quality of household life
9. A responsive, accountable, effective, and efficient local government system
10. Environmental assets and natural resources that are well protected and
continually enhanced
11. Create a better South Africa and contribute to a better and safer Africa and
world
12. An efficient, effective, and development-oriented public service and an
empowered, fair and inclusive citizenship
Of the 12 outcomes above, Outcome 9 is closest to local government. The
champion of the goal is the national Department of Cooperative Governance and
Traditional Affairs. In order to achieve the vision of a “Responsive, accountable,
effective and efficient local government system”, seven (7) outputs have been
identified:
Output 1: Implement a differentiated approach to municipal financing, planning,
and support
Output 2: Improving Access to Basic Services
Output 3: Implementation of the Community Work Programme
Output 4: Actions supportive of the human settlement outcomes
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Output 5: Deepen democracy through a refined Ward Committee model
Output 6: Administrative and financial capability
Output 7: Single Window of Coordination
5.13 National Development Plan
The South African Government, through the Presidency, has published a National
Development Plan. The Plan aims to eliminate poverty and reduce inequality by
2030. The Plan has the target of developing people’s capabilities to improve their
lives through education and skills development, health care, better access to public
transport, jobs, social protection, rising income, housing, basic services, and
safety. It proposes the following strategies to address the above goals:
1. Creating jobs and improving livelihoods
2. Expanding infrastructure
3. Transition to a low-carbon economy
4. Transforming urban and rural spaces
5. Improving education and training
6. Providing quality health care
7. Fighting corruption and enhancing accountability
8. Transforming society and uniting the nation
At the core of the Plan is to eliminate poverty and reduce inequality is a
special focus on the promotion of gender equity and addressing the
pressing needs of youth.
More importantly for efficiency in local government, the NDP proposes 8 targeted
actions listed below:
Stabilize the political-administrative interface
Make public service and local government careers of choice
Develop technical and specialist professional skills
Strengthen delegation, accountability, and oversight
Improve interdepartmental coordination
Take a proactive approach in improving national, provincial, and local
government relations
Strengthen local government
Clarify the governance of SOE’s
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The National Development Plan 2030 has been adopted by the National Cabinet in
August 2012 and this place an injunction on the state and its agencies (including
municipalities) to implement the Plan.
The Plan makes the following policy pronouncements and proposes performance
targets that intersect with developmental mandates assigned to local government.
Importantly, municipalities are expected to respond to these developmental
imperatives when reviewing their Integrated Development Plan and developing the
corresponding three-year Medium Term Revenue and Expenditure Frameworks:
Youthful population presents opportunities to boost economic growth,
employment and reduce poverty;
Strengthen youth service programmes – community-based programmes to
offer young people life skills training, entrepreneurship training;
Increase employment from 13 million in 2010 to 24 million in 2030;
Ensure that skilled, technical, professional, and managerial posts better
reflect the country’s racial, gender, and disability makeup;
Establish effective, safe, and affordable public transport;
Produce sufficient energy to support the industry at competitive prices;
Ensure that all South African have access to clean running water in their
homes;
Make high-speed broadband internet universally accessible at competitive
prices;
Ensure household food and nutrition security;
Realize a developmental, capable, and ethical state that treats citizens with
dignity;
Ensure that all people live safely, with an independent and fair criminal justice
system;
Broaden social cohesion and unity while addressing the inequities of the
past;
Public infrastructure investment focusing on transport, energy, and water;
Ensure environmental sustainability
Professionalize the public service, strengthen accountability, improve co-
ordination and prosecute corruption
Reduce the cost of living for low-income and working-class households –
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(cost of food, commuter transport, and housing should be reduced);
Invest in new infrastructure in areas affecting the poor (food value chain,
public transport);
Prioritize infrastructure investment in – upgrading informal settlements,
public transport, establishing municipal fiber optic network
Ensure spatial transformation by 2030 – increased urban densities,
reliable public transport,
Protect the natural environment in all respects, leaving subsequent
generations with a least an endowment of at least an equal value;
Reduce greenhouse gas emissions and improve energy efficiency;
Review the allocation of powers and functions (Schedules 4& 5 of the
Constitution) – housing, water, sanitation, electricity and public transport
Fight corruption at three fronts – deterrence, prevention, and education;
5.14 DISTRICT DEVELOPMENT MODEL
The new District-based model was announced by President Cyril Ramaphosa in his
third state of the nation address in June 2019. Addressing the need for a capable and
developmental state, the President said a district-based approach, which will focus
on the 44 Districts and 8 Metros nationwide, will ensure that municipalities are
properly supported and adequately resourced.
The new model as “an important innovation” in the implementation of service
delivery will ensure coherent planning, budgeting, and implementation of service
delivery projects in all districts by all three spheres of government - national,
provincial, and local. The model is meant to enhance other alignment initiatives such
as integrated development plans (IDPs) with “a clear focus” of implementing one
plan in each district across all spheres of government. -
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SECTION F
8.1 GOVERNANCE AND INSTITUTIONAL PERFORMANCE
8.1.1 Leadership
The Council of the District Municipality consists of 72 Councillors and has 29
full time Coucillors, 43 part-time Councillors and 10 Magosi.The majority of
Councillors (41) are members of the African National Congress ( ANC);
followed by the Economic Freedom Fighters (EFF) with 12 members and the
Democratic Alliance (DA) with 09 members, VfrheidFront Plus (VF) with 04
members; Forum for Service Delivery (F4SD) with 1 members, Save Madibeng
(SAVE MAD) with 01 member, Tsogang with one (03) member and 1 member
from AIC
8.1.2 Municipal Council Meetings The Municipal Structures Act (Section 18(2)) provides that a municipal Council must
meet at least quarterly. The objective of the Municipal Council is to , amongst
others,
provide democratic and accountable government for local communities to
ensure the provision of services to communities in a sustainable manner;
to promote social and economic development and to promote a safe and
healthy environment
8.1.3 Intergovernmental Relation (IGR) The District Municipality has established the District IGR to:-
avoid municipalities working in silo’s
to improve the relationship between municipalities including Directors,
Managers, Sector Departments and Councils
The following technical forums has also been established
Municipal Managers Forum
IDP Forums
CFO Forums
LED Forums
Infrastructure forums
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8.2 POLITICAL LEADERSHIP
8.3 ADMINISTRATIVE STRUCTURE
EXEC
UTI
VE
MA
YO
R:
CLL
R M
NO
ND
ZAB
A
Office of the Municipal
Manager
PORTFOLIO COMMITTEE
HEAD
Budget and Treasury
Office
Office of the Executive
Mayor
Economic Development
& Tourism
Sports, Arts & Culture
Community Development
Services
Technical Services
Corporate Support
Services
PC
CORE FUNCTIONS DEPARTMENT
Ignatius Msoki
MMC IDP, PMS
Vincent Phusoane
MMC BTO
Suzan Nthangeni
MMC CSS
Annitjie Selebogo
MMC TS
Cyril Ramokadi
MMC CDS
Lucky Malope
MMC SAC
Mahommed Karani
MMC Economic Dev
Winnie Sono
MMC SPECIAL PROJECT
Legal Services, Information &
Technology, Internal Audit, PMS and IDP
Asset Management, Supply Chain
Management, Budget, Expenditure
Management
Human Resource Management, Records,
Administration & Fleet Management,
Water & Sanitation, Roads and Storm water,
Transport, Housing
Fire Services, Disaster, Social
Development
Sport, Arts and Culture
Economic Development &
Tourism
Special Projects
1
2
5
4
3
8
7
10
Health & Environmental
Services
Thomas Maremo
MMC H&ES
Municipal Health, Waste & Bio diversity
Management, Air Quality 6
Agriculture & Rural
Development
Tshidi Mangwathe
MMC ARD
Agriculture and Rural Development
9
SINGLE WHIP
CLLR DIREMELO
SPEAKER OF COUNCIL
CLLR MADIBA
ACCOUNTABLE OFFICIAL PC
CORE FUNCTIONS DEPARTMENTS
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AC
TIN
G M
UN
ICIP
AL
MA
NA
GER
: MR
A K
HU
MA
LO
Office of the Municipal
Manager
Budget and Treasury
Office
Office of the Executive
Mayor
EDTAR
Health and
Environmental Services
Community Development
Services
Technical Services
Corporate Support
Services
Vacant
Manager OMM
Morena Mofokeng
Acting CFO
Amos Khumalo
Overseer CSS
Amos Khumalo
Director TS
Gladys Skhosana
Director CDS
Tshepo Lenake
Director HES
Beauty Makganye
Director EDTAR
Chief of staff
Lucas Mokgara
Legal Services, Information &
Technology, Internal Audit, PMS and IDP
Asset Management, Supply Chain
Management, Budget, Expenditure
Management
Human Resource Management, Records,
Administration & Fleet Management,
Administration
Water & Sanitation, Roads and Storm water,
Transport, Housing
Fire Services, Sports Arts and Culture,
Disaster, Social Development
Municipal Health, Waste & Bio diversity
Management, Air Quality
Tourism, Agriculture, Economic
Development
Communications, IGR
1
2
5
4
3
7
6
8
Office of the Single Whip Manager Office of the
Singe Whip
Office of the Speaker
Manager Office of the
Speaker
Benneth Matlala
Council Administration
Communications, IGR
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8.4 MUNICIPAL ORGANOGRAM
OFFICE OF THE EXECUTIVE MAYOR
SECRETARY TO MMC’S
LEKALAKALA, G.K; MMOPE, N.K; NGOMANE, Z; MOTHIBEDI, O.J; BOGATSU, K; LETUPU,
N.S; FIHLA, I.J; SERUMOLA, B.LEVEL 9
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OFFICE OF THE SPEAKER
SPEAKER OF COUNCIL
L MADIBA
MPAC CHIARPERSON
T MASHOMO
MANAGER: OFFICE OF THE
SPEAKER
B MATLA
LEVEL 2A
CORDINATOR
MPAC
M. RAMAKOBYA
LEVEL 6
SECRETARY TO THE SPEAKER
T MOLETE
LEVEL 9
CORDINTOR OFFICE OF
THE SPEAKER X 2
B CHIDI
1 VACANT (LEVEL 5)
RESEACHER
MPAC
LEVEL 5
VACANT
SECRETARY
MPAC
VACANT
LEVEL 9
DRIVER X 1
LEVEL 14
VACANT
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OFFICE OF THE SINGLE WHIP
SINGLE WHIP OF
COUNCIL
L DIREMELO
SECRETARY TO THE SINGLE
WHIP
J MTHETHWA
LEVEL 9
MANAGER – OFFICE OF THE
SINGEL WHIP
VACANT
LEVEL 2A
CO-ORDINATOR
LEVEL 5
VACANT
CO-ORDINATOR
LEVEL 5
VACANT
RESEARCHER
LEVEL 14
VACANT
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OFFICE OF THE MUNICIPAL MANAGER
MUNICIPAL MANAGER
VACANT
EXECUTIVE SECRETARY TO
THE MM
G KEKANA
LEVEL 7
CHIEF
FINANCIAL
OFFICER
VACANT
DIRECTOR - TS
MR. A KHUMALO
DIRECTOR
EDTAR
Ms. B MAKGANYE
DIRECTOR - CDS
Ms. G T MAHLANGU
DIRECTO- H&ES
MR. T LENAKE
MANAGER
PMS
N QAYISO
LEVEL 2A
MANAGER INTERNAL AUDIT
R MOKOTJO
LEVEL 2A
MANAGER OFFICE OF THE
MM
(VACANT)
LEVEL 2A
MANAGER IT
V MOGALE
LEVEL 2A
MANAGER LEGAL
SERVICES
ME NGWASHENG
LEVEL 2A
DIRECTOR - CSS
VACANT
PMS CO-
ORDINATOR
T DIKGOLE
LEVEL 5
INTERNAL
AUDTOR
L DICHABA
LEVEL 5
INTERNAL
AUDTOR
C TSHIKUKUVHE
LEVEL 5
PMS CLERK X 2
VACANT (L 9)
IDP CO-ORDINATOR
K DILWANE
LEVEL 5
RISK OFFICER
T SEBOPELA
LEVEL 5
IT TECHNICIANS X 3
SS MOLEFE
EK PHATLHANE
J VAN HEERDEN
LEVEL 5
LEGAL
SERVICES
OFFICER
VACANT
LEVEL 5 PMS CLERK X 2
VACANT (L 9)
MMC IDP, PMS,
MONITORING &
EVALUATION
I MSOKI
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TECHNICAL SERVICES (A) DIRECTOR TECHNICAL
SERVICES
A KHUMALO
Ms. B Matlhase
SECRETARY
LEVEL 9
MANAGER: LAND, HOUSING
&ELECTRICITY
LEVEL 2(A)
SJ SELEPE
MANAGER: WATER
& SANITATION
LEVEL 2(A)
M.M.C:
TECHNICAL SERVICES
A SELEBOGO
Mrs K Monamodi
MANAGER:
ROADS & STORM WATER
LEVEL 2(A)
CIVIL
TECHNICIAN
PS MAKHAYE
Mr. Neo Mokone
SOCIAL FACILITATOR
LEVEL 5
MANAGER:
TRANSPORT PLANNING
VACANT
LEVEL 2A
CIVIL
TECHNICIAN
VACANT
LEVEL5
CIVIL
TECHNICIAN
VACANT
LEVEL5
GENERAL
MAINTANANCE
VACANT
LEVEL15
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TECHNICAL SERVICES (B)
MANAGER: TRANSPORT
PLANNING
(VACANT)
LEVEL 2(a)
DIRECTOR: TECHNICAL
SERVICES
PERMIT CORDINATOR
DM KHETHANI
LEVEL 5
TRANSPORT PLANNING
CORDINATOR
KK MOILWA
LEVEL 5
ADMINISTATOR
DORAH DIBETSO
LEVEL 8
ROAD TRANSPORT
LEGISLATION
CORDINATOR
S MAGAKWE
LEVEL 5
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CORPORATE SUPPORT SERVICES A
DIRECTOR CORPORATE SUPPORT
SERVICES
VACANT
SECRETARY
S RAMASIA
LEVEL 9 MANAGER: ADMINISTRATION
M MAAPE
Level 2 (A)
M.M.C:
Corporate Support Services
S NTHANGENI
PRINTING
OFFICER
C LEKABE
ADMIN SUPPORT OFFICER: COMMITTES
F MASILO
LEVEL 6
COUNCIL SECRETARY X 3
R TSATSANE
T MOGAPI
T MAIMELA
LEVEL 8
SUPERVISOR:
GENERAL WORKERS
B RAMONG LEVEL (14)
DRIVERS X5
S MOSAJWANE
S KGAKOE
B DIALE
M KUBAYIG
MKENGU
LEVEL 14
MESSENGERS X 2
L MABELE
B ZITHA
LEVEL 16
GENERAL WORKERS X15
M MOTSAPI
D KGWADI S POOE
D MAHUMA M MSIBI
I TSHOKOTSI MK MOOKETSI
M SEBEGO THWALA S
J SEDUMEDI MMOPE B
M LETSHOLO
B MOLEFE
J RAMOKOKA
G MALEBYE
K CUNA
B MARURE LEVEL 15
RECEPTIONISTS
X3
F MONYANA
E PHAKA
N SENELO
LEVEL 12
LOGISTICS OFFICER
S RAMAKHULA
LEVEL 7
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CORPORATE SUPPORT SERVICES B (HR UNIT)
DIRECTOR CORPORATE
SUPPORT SERVICES
VACANT
HR MANAGER
KH MPETE
(LEVEL 2(A)
LABOUR RELATIONS OFFICER
K RAMOKOPELWA
LEVEL 5
HR ADMIN OFFICER
N MPETE
LEVEL 7
OHS SAFETY OFFICER
K MOLAPISI
LEVEL (6)
HRD & OD
(LEVEL 5)
VACANT
HR ADMIN OFFICER
VACANT
LEVEL 7
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CORPORATE SUPPORT SERVICES C – RECORDS UNIT
DIRECTOR: CORPORATE SUPPORT
SERVICES
VACANT
RECORDS OFFICER: Records Keeping
D MMUSHI
LEVEL 7
RECORDS OFFICER: Archives
D MOGOTSI
LEVEL 7
FILING CLERK X 2
M MAFATLHE
H MOTSHABI
LEVEL 9
M TSHUKUDU
RECORD MANAGER
LEVEL (2A)
RECORDS CLERK
A MODISANE
C KGARIMETSA
R TSHOKE
O MOLEFI
LEVEL 9
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DEPARTMENT OF ECONOMIC DEVELOPMENT, TOURISM, AGRICULTURE & RURAL DEVELOPMENT (EDTAR)
DIRECTOR – ECONOMIC DEVELOPMENT, AGRICULTURE &
RURAL DEVELOPMENT
B MAKGANYE
SECRETARY
EA STROCH
LEVEL 9
MANAGER
TOURISM, MARKETING & DEVELOPMENT
VACANT
LEVEL 2(A)
MANAGER
RURAL DEVELOPMENT, AGRICULTURE
MOKGATSI L.M
LEVEL 2(A)
M.M.C: ECONOMIC DEV, TOURISM,
AGRIC & RURAL DEV.
T MANGOATHE & M KARANI
MANAGER:
MINING & ENTERPRISE
DEVELOPMENT
K.P MASEMOLA
2(A)
COORDINATOR: MINING &
ENTERPRISE DEVELOPMENT
MASHOMO T.M
LEVEL 5
COORDINATOR: AGRICULTURE &
RURAL DEVELOPMENT
M.D LETLAPE
LEVEL 5
OFFICER TOURISM & MARKETING
ENTERPRISE DEVELOPMENT
MATSHEGO O
LEVEL 5
CORDINATOR
AGRICULTURE AND RURAL
DEVELOPMENT
MOFOKENG KP
LEVEL 5
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DEPARTMENT OF MUNICIPAL HEALTH & ENVIRONMENTAL SERVICES A (HES)
MANAGER: WASTE MANAGEMENT &
BIODIVERSITY
J MASEBE
LEVEL 2A
M.M.C: HEALTH & ENVIRONMENT
T MAREMO
MANAGER: AIR QUALITY & REGULATORY
SERVICE (C)
LEVEL 2A
A BUBU
ADMINISTRATIVE OFFICER
LEBUSA MM
LEVEL 8
COORDINATOR BIODIVERSITY &
WASTE MANGEMENT
PROGRAMME
J BALOYI
LEVEL 5
SENIOR SPECIALIST WASTE POLICY
PLANNING & INFORMATION
R MKHONDO
LEVEL 5
INFORMATION
MANAGEMENT OFFICER
VR MOGOROSI
LEVEL 5
ENVIRONMENTAL PLANNING
OFFICER (VACANT)
LEVEL 6
LAW ENFORCEMENT
OFFICER
K Masemola
LEVEL 5
SECRETARY
A MODIBEDI
LEVEL 9
DIRECTOR
T LENAKE
MANAGER MUNICIPAL HEALTH &
ENVIROMENTAL SERVICES NOZI
MASEKWANE
LEVEL 2A
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DEPARTMENT OF MUNICIPAL HEALTH & ENVIRONMENTAL SERVICES B (HES)
MANAGER: MUNICIPAL HEALTH &
ENVIROMENTAL SERVICES
MOSEKWANE N
LEVEL 2A
Administrative Officer
RAKGOKONG MM
LEVEL 8
Assistant Manager Municipal
Health RUSTENBURG
L MONGOLOGA
LEVEL 4A
Chief EHPX1
Level 5 (Vacant)
Senior EHP x 2(1
VACANT) Level 6
EHP x 4
Environmental Education
Officer
VACANT x 2
LEVEL 7
Admin Officer
THWANE B
Level 8
Assistant Manager Municipal
Health MOSES KOTANE
MOLOBI MJP
LEVEL 4A
Assistant Manager Municipal
Health MADIBENG
J MOSS
LEVEL 4A
Assistant Manager Municipal
Health KGETLENGRIVIER
CHUMA FS
LEVEL 4A
Assistant Manager
Municipal Health
MORETELE
J MASHONGOANE
Admin Officer MOSENEKE MM
Level 8
Admin Officer
TP MAREMO
Level 8
Admin Officer
LETSHOLO MJ
Level 8
Admin Officer
THEKISO MI
Level 8
Chief EHPX1
Level 5 (Vacant)
Senior EHP x 2 Level
6
EHP x 2
Chief EHPX1
Level 5 (Vacant)
Senior EHP x 2 Level
6
EHP x2
Chief EHPX1
Level 5 (Vacant)
Senior EHP x 2 Level
6
EHP x 2
Chief EHPX1
Level 5 (Vacant)
Senior EHP x 2
Level 6
Environmental
Epidemiology Officer
MOSOTHOANE O LEVEL 6
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DEPARTMENT OF MUNICIPAL HEALTH & ENVIRONMENTAL SERVICES (C)
MANAGER: AIR QUALITY &
REGULATORY SERVICE
A BUBU
LEVEL (2a)
Administrative Officer
A Aphiri
LEVEL 8
Co-ordinator: Air Quality
and Regulatory Services
VACANT
LEVEL (5)
Climate Change and Cleaner
Production Officers
P MATHEBA
W MANGANYI
LEVEL 5
Compliance Monitoring
Officers
T PUSHOYABONE
A MUCHIPI
Emission Licensing
Officer
LEVEL (6)
Air Quality
Control officer
LEVEL (6)
Senior Specialist:
Permitting and Air
Quality (Management
T MATHEKGA
LEVEL 5
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DEPARTMENT OF COMMUNITY DEVELOPMENT SERVICES (A)
DIRECTOR COMMUNITY
DEVELOPMENT SERVICES
G MAHLANGU
MANAGER: FIRE
SERVICES
P DIRAPELO
LEVEL 2(a)
MANAGER: DISASTER
MANAGEMENT
VACANT
LEVEL 2(a)
M.M.C: COMMUNITY
DEVELOPMENT SERVICES
C RAMOKGADI
MANAGER: SOCIAL
DEVELOPMENT
J MOSETE
LEVEL 2(a)
ADMINISTRATIVE
OFFICER
VACANT
GIS OFFICER
T MALEBO
LEVEL 6
DISASTER
MANAGEMENT
FIELD OFFICER
D MAKGALE
S NCONGOLOX
LEVEL 9
MANAGER: SPORTS,
ARTS & CULTURE
M RADITLADI
LEVEL 2(a)
COMMUNICATION &
TRAINING OFFICER
I KGOMO
LEVEL 7
RISK OFFICER
K MOLAO
LEVEL 7
DISASTER
ASSESSMENT
OFFICER
P TSELAPEDI
LEVEL 7 RADIO CONTROL
OFFICER X 3
P LEKOTLOANE
R MOLOKWANE
T MASHIACHIDI
LEVEL 9
SECRETARY
L MODISE
LEVEL 9
COORDINATOR
COMMUNITY SAFETY
K DIKOBE
LEVEL 5
SOCIAL
DEVELOPMENT
COORDINATOR X2
M MALETE
N MOGOTSI
LEVEL 5
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DEPARTMENT OF COMMUNITY DEVELOPMENT SERVICES (B) – FIRE SERVICES
Chief Fire Officer:
Kgetleng Fire Station :
P.D.S.Mosito
Level 4A Assistant Chief Fire Officer
A.Mphahlele
Level 5
Chief Fire Officer:
Moretele Fire
Station:D.S.Khunou
Level 4A
Chief Fire Officer:
Mogwase Fire Station
:F.J.Mogale
Level 4A
Assistant Chief Fire Officer
P LEPHEANE
Level 5
Assistant Chief Fire Officer
:N.F.Tsitsi
Level 5
Manager: Fire Services:
P.Dirapelo
Level 2 a
STATION OFFICER
X18
2 VACANT Level 7
LEADING FIRE FIGHTER
X21
4 VACANT Level 8
SENIOR FIRE FIGHTER
X54
1 VACANT Level 9
FIRE FIGHTER
X18
4 VACANT Level 10
TRAINEE FIRE FIGHTER
X16
14 VACANT
Level 12
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CO-ORDINATOR: ARTS &
CULTURE
K MALAO
LEVEL 5
MANAGER: SPORTS, ARTS &
CULTURE
M RADITLADI
LEVEL 2a
SPORTS CO-ORDINATOR
X 2
KHUNOU K
MAGWETE J
LEVEL 5
DIRECTOR:
COMMUNITY DEVELOPMENT SERVICES
G MAHLANGU
DEPARTMENT OF COMMUNITY DEVELOPMENT SERVICES: SPORTS, ARTS AND CULTURE (C)
MMC SPORTS, ARTS
AND CULTURE
L MALOPE
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8.5 KEY PERFORMANCE AREAS
The objectives represent the link between the strategy and the operations. Through the
objectives, the vision, mission, and priorities are cascaded and operationalized to enable
monitoring and continuous reporting. These objectives are derived from the 2017/2021 IDP
but due to their long-term nature, they are still relevant to focusing the municipality on critical
areas that will expedite service delivery and improve the quality of life of the people of the
district.
The five (05) Key Performance Areas for the District Municipality are the following:-
Basic Service Delivery and Infrastructure Development
Municipal Institutional Development and Transformation
Municipal Financial Viability and Management
Local Economic Development
Good Governance and Public Participation
8.6 BASIC SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
We are compelled by the Constitution to ensure that communities within our local municipalities have access
to the following basic service delivery:
Water
Sanitation
Human Settlement
Waste Management
Roads and Transport, and
Electricity
The above-mentioned services are performed by our local municipalities in terms of their legislated powers and
functions
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8.7 MUNICIPAL INSTITUTIONAL DEVELOPMENT AND TRANSFORMATION
We have an IT unit which is not fully functional. Policies have been developed in relation to
Information Technology and they need to be reviewed. Employees will be trained on the
adopted IT policies.
All senior and middle management managers have the required skills to perform the jobs
they are employed to do, however, the Organizational structure needs to be reviewed as a
matter of urgency to ensure that it is aligned to the District Powers and Functions.
Council has last reviewed the current structure in May 2019. There is a need to review the
organizational structure to ensure that it is aligned to the IDP and the municipality’s powers
and functions
8.8 MUNICIPAL FINANCIAL VIABILITY AND MANAGEMENT
Financial viability is about being able to generate sufficient income to meet operating and
capital payments and where applicable, to allow growth while maintaining service levels. The
financial resources of municipalities also affect the extent to which services can be delivered.
The key challenge is to maximize revenue (generation and collection). Since the scrapping
of the RSC levies, there has been a need to look at other alternative sources of revenue for
financial sustainability. The municipality is dependent on grant allocations. In order for BPDM
to be self-sustainable, the following measures are, tariff setting, technical analysis of
potential billable areas have to be undertaken to ensure that there is cost recovery.
The municipality has adopted a number of policies that are assisting in achieving financial
viability:
Supply Chain Management Policy
Unauthorized, Irregular, Fruitless and Wasteful Expenditure Policy
Cost Containment Policy
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Budget Policy
Subsistence and Travel Allowance Policy
Virement Policy
Assets Management Policy
The municipality has been obtaining a disclaimer Audit Opinion from the Office of the Auditor-General, however,
internal controls are continuously improved to ensure that the municipality obtains an improved audit outcome
8.9 LOCAL ECONOMIC DEVELOPMENT
The District 2040 Growth and Development Strategy (GDS), which guides investment
attraction, economic growth, and development for the next 30 years was approved in 2018,
after a long consultative process with various stakeholders.
Despite the poor state, Bojanala Platinum District Municipality has massive potential for
economic prosperity through its mines, tourism, and agriculture. The challenge in the district
has been how to tap into these economic activities as municipalities and communities in the
area.
There are existing mining, tourism, and agricultural opportunities which include game
reserves, some of which are owned and shared by communities including hotels and guest
houses. Some of the natural resources include dams like Hartebeespoort and Molatedi dam
and Magaliesberg Biosphere. The district still experiences high levels of unemployment,
poverty, and inequality mainly amongst the youth, women, and people with disabilities
The mining sector is the largest within Bojanala Platinum District Municipality accounting for
R 71.5 billion or 52.1% of the total GVA in the district municipality's economy. The sector that
contributes the second most to the GVA of the Bojanala Platinum District Municipality is the
community services sector at 12.6%, followed by the finance sector with 10.5%. The sector
that contributes the least to the economy of Bojanala Platinum District Municipality is the
agriculture sector with a contribution of R 1.43 billion or 1.04% of the total GVA.
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8.10 GOOD GOVERNANCE AND PUBLIC PARTICIPATION
The Municipal System Act states that the Municipality must have a five (5) year vision
for the long-term development of the Municipality and development priorities, which
must be aligned with national and provincial sectoral plans and priorities. The IDP and
Service Delivery Budget Implementation Plan (SDBIP) are reviewed and adopted
annually by the council. Municipal Performance is measured through the SDBIP.
Annually the Municipality must base its performance against performance measures as
clearly outlined in the SDBIP. The SDBIP includes the annual delivery agenda of the
Municipality as it is spelled out in the IDP document.
8.10.1 MUNICIPAL COUNCIL MEETINGS
The Municipal Structures Act (Section 18(2)) provides that a Municipal Council must
meet at least quarterly. The objective of the municipal council is to provide a democratic
and accountable government for local communities; to ensure the provision of services
to communities in a sustainable manner; to promote social and economic development
and to promote a safe and healthy environment
8.10.2 MAYORAL COMMITTEE MEETINGS
Mayoral committee meetings have been sitting as per the approved Council Corporate
calendar.
8.10.3 AUDIT COMMITTEE COMPOSITION
The Audit and Performance Committee is established in accordance with the prescripts
of the MFMA no.56 of 2003, section 166.
Primary functions of the audit committee include:
Monitoring the integrity of Council financial statements
Reviewing the effectiveness of Council’s internal control and risk
management
Overseeing the relationship between management and the municipality’s
external auditors
The Committee will make recommendations to management via Council,
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83
resulting from activities carried out by the Committee in terms of the
reference
The compilation of reports to Council, at least twice during a financial year
To review the quarterly reports submitted to it by the Internal Audit
Evaluate the activities of the Internal Audit function in terms of their role as
prescribed by legislation
Review audit results and actions plans implemented by management; and
Making recommendations to Council and also carrying out its responsibility
to implement the recommendations
8.11 MUNICIPAL PUBLIC ACCOUNTS COMMITTEE (MPAC)
MPAC was established in terms of section 79 of the Municipal Structures Act, 117 of
1998.
The primary objectives of MPAC is to:-
To consider and evaluate the content of the annual report and make
recommendations
To examine financial statements and audit report of the municipality
To promote good governance, transparency and accountability on the
use of municipal resources
To recommend or undertake any investigation in its area of responsibility, after
viewing any investigation report already undertaken by the municipality of Audit
committee; and
To perform any other function assigned to it through a resolution of Council
within its area of responsibility
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8.12 BPDM STRATEGIES, PROJECTS AND BUDGETS (CORPORATE SUPPORT SERVICES)
MUNICIPAL TRANSFORMATION AND DEVELOPMENT
Key Performance Area (KPA) 4: Municipal Financial Viability and Management
Outcome 9: Responsive, Accountable, Effective and Efficient Local Government System
Output 1 Implement a differentiated approach to municipal financing, planning and support
Output 6 Administrative and financial capability
Key Strategic Organizational Objectives: To enhance financial viability and management
Priority Area Strategic Objectives Strategies Key Performance
Indicators
Proposed Project 5 Years Targets
2022/23 2023/24 2024/25 2025/26 2026/27
Labour Relations
Institutional Records
Management
To promote Local Labour Relations
To achieve sound and proper
records management
To achieve sound labour and
positive employee climate
Promoting Local
Labour Relations
Implementing Proper
Records Management
Occupational Health
and safety
Number of reports on
the local labour forum
meetings coordinated
Coordination of
LLF meetings
4 Reports on LLF meetings coordinated
4 Reports on
LLF meetings
coordinated
4 Reports on
LLF meetings
coordinated
4 Reports on
LLF meetings
coordinated
4 Reports on
LLF meetings
coordinated
Number of District
Records Management
Forum meetings held
Coordination of
District Records
Management
Forum
4 District
Records
Management
Forum meeting
held
4 District
Records
Management
Forum meeting
held
4 District
Records
Management
Forum meeting
held
4 District
Records
Management
Forum
meeting held
4 District
Records
Management
Forum meeting
held
Number of reports on
Occupational Health and
Safety (OHS) committee
meetings held
Coordination of
Occupational
Health & Safety
Committee
meetings
4 Occupational Health and Safety Committee (OHS) meetings held
4 Occupational
Health and
Safety
Committee
(OHS)
meetings held
4 Occupational
Health and
Safety
Committee
(OHS)
meetings held
4
Occupational
Health and
Safety
Committee
(OHS)
meetings held
4 Occupational
Health and
Safety
Committee
(OHS) meetings
held
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Key Performance Area (KPA) 4: Municipal Financial Viability and Management
Outcome 9: Responsive, Accountable, Effective and Efficient Local Government System
Output 1 Implement a differentiated approach to municipal financing, planning and support
Output 6 Administrative and financial capability
Key Strategic Organizational Objectives: To enhance financial viability and management
Priority Area Strategic Objectives Strategies Key Performance
Indicators
Proposed Project 5 Years Targets
2022/23 2023/24 2024/25 2025/26 2026/27
To achieve sound labour &
positive employee climate
Sound labour and
positive employee
climate
Implementation of
Employee Assistance
programme
Implementation of the
Employment Equity
Implementation of the
Employment Equity
Number of reports on the
review of HR Policies
Coordination of
HR policy review
1 Report on the review of HR Policie
1 Report on the review
of HR Policie
1 Report on the review
of HR Policie
1 Report on the review
of HR Policie
1 Report on the review
of HR Policie
Number of reports on the
implementation of
Employee Assistance
Programme (EAP)
Coordination of
employee
assistance
programme
4 Reports on the
implementation of
Employee Assistance
Programs (EAP)
4 Reports on the
implementation of
Employee Assistance
Programs (EAP)
4 Reports on the
implementation of
Employee Assistance
Programs (EAP)
4 Reports on the
implementation of
Employee Assistance
Programs (EAP)
4 Reports on the
implementation of
Employee Assistance
Programs (EAP)
Number of Employment
Equity Plan (EEP)
developed and submitted
Department of Labour
Submission of
Employment
Equity Plan (EEP)
to Department of
Labour
Employment Equity Plan (EEP) submitted to Department of Labour
Employment Equity
Plan (EEP) submitted
to Department of
Labour
Employment Equity
Plan (EEP) submitted
to Department of
Labour
Employment Equity
Plan (EEP) submitted
to Department of
Labour
Employment Equity
Plan (EEP) submitted
to Department of
Labour
Number of Employment
Equity Committee meetings
convened
Employment
Equity Committee
meetings
2 Employment Equity Committee meetings convened
2 Employment Equity
Committee meetings
convened
2 Employment Equity
Committee meetings
convened
2 Employment Equity
Committee meetings
convened
2 Employment Equity
Committee meetings
convened
Work Skill Plan To achieve sound labour & positive employee climate
Submission of work skills plan
Number of WSP reports
developed and submitted to
LGSETA
WSP report
submitted to
LGSETA
1 WSP report developed and submitted to LGSETA
1 WSP report
developed and
submitted to LGSETA
1 WSP report
developed and
submitted to LGSETA
1 WSP report
developed and
submitted to LGSETA
1 WSP report
developed and
submitted to LGSETA
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Key Performance Area (KPA) 4: Municipal Financial Viability and Management
Outcome 9: Responsive, Accountable, Effective and Efficient Local Government System
Output 1 Implement a differentiated approach to municipal financing, planning and support
Output 6 Administrative and financial capability
Key Strategic Organizational Objectives: To enhance financial viability and management
Priority Area Strategic Objectives Strategies Key Performance
Indicators
Proposed Project 5 Years Targets
2022/23 2023/24 2024/25 2025/26 2026/27
Enhance Employees
Skills
Organisational
Structure
Leave automation
Skills development
To achieve sound labour and
positive employee climate
To achieve sound labour and
positive employee climate
To achieve sound labour and
positive employee climate
To achieve sound labour and
positive employee climate
Coordinating bursary
committee meetings
Review of the
organizational
structure
Automated leave for
BPDM employees
Implementation of
skills programme
Number of bursary
committee meetings
coordinated
Bursaries
Committee
meetings
coordinated
2 Bursary committee meeting coordinated
2 Bursary committee
meeting coordinated
2 Bursary committee
meeting coordinated
2 Bursary committee
meeting coordinated
2 Bursary committee
meeting coordinated
Number of organizational
structures reviewed and
submitted to Council
Organizational
Structure
Reviewed and
Submitted to
Council
1 Organizational
Structure Reviewed
and submitted to
council
1 Organizational
Structure Reviewed
and submitted to
council
1 Organizational
Structure Reviewed
and submitted to
council
1 Organizational
Structure Reviewed
and submitted to
council
1 Organizational
Structure Reviewed
and submitted to
council
Number of reports on
Implementation
(automation) of leave for
BPDM employees
submitted to the
Accounting officer
Implementation of
leave for BPDM
employees
4 Reports on the Implementation of leave for BPDM employees submitted to the Accounting Officer
4 Reports on the
Implementation of
leave for BPDM
employees submitted
to the Accounting
Officer
4 Reports on the
Implementation of
leave for BPDM
employees submitted
to the Accounting
Officer
4 Reports on the
Implementation of
leave for BPDM
employees submitted
to the Accounting
Officer
4 Reports on the
Implementation of
leave for BPDM
employees submitted
to the Accounting
Officer
Number of reports on the
implementation of skills
programme submitted to the
Accounting Officer
Implementation
of skills
programme
3 Reports on the implementation of skills programme submitted to the Accounting Officer
3 Reports on the
implementation of skills
programme submitted
to the Accounting
Officer
3 Reports on the
implementation of skills
programme submitted
to the Accounting
Officer
3 Reports on the
implementation of skills
programme submitted
to the Accounting
Officer
3 Reports on the
implementation of skills
programme submitted
to the Accounting
Officer
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Key Performance Area (KPA) 4: Municipal Financial Viability and Management
Outcome 9: Responsive, Accountable, Effective and Efficient Local Government System
Output 1 Implement a differentiated approach to municipal financing, planning and support
Output 6 Administrative and financial capability
Key Strategic Organizational Objectives: To enhance financial viability and management
Priority Area Strategic Objectives Strategies Key Performance
Indicators
Proposed Project 5 Years Targets
2022/23 2023/24 2024/25 2025/26 2026/27
Council and Council
Committees
Council and Council
Committees
Records Management
To promote good governance through the
provision of administrative support
To promote good governance through the
provision of administrative support
To achieve sound and proper records
management
Portfolio Administrative
support
Mayoral Committee
Administrative support
Convening District
Records Management
Forum meetings
Number of reports on
portfolio committee
meetings held
Portfolio
committee
meetings
4 Reports on Portfolio committee meetings convened
4 Reports on
Portfolio
committee
meetings
convened
4 Reports on
Portfolio
committee
meetings
convened
4 Reports on
Portfolio
committee
meetings
convened
4 Reports on
Portfolio
committee
meetings
convened
Number of mayoral
committee meetings
convened
Mayoral
committee
meetings
8 Mayoral
Committee
meetings convened
8 Mayoral
Committee
meetings
convened
8 Mayoral
Committee
meetings
convened
8 Mayoral
Committee
meetings
convened
8 Mayoral
Committee
meetings
convened
Number of Records
Management Reports
submitted to Accounting
Officer
Records
Management
Reports
4 Records Management Reports submitted to the Accounting Officer
4 Records
Management
Reports submitted
to the Accounting
Officer
4 Records
Management
Reports
submitted to
the Accounting
Officer
4 Records
Management
Reports
submitted to
the Accounting
Officer
4 Records
Management
Reports
submitted to
the Accounting
Officer
Coordinating Ethics
programme
Number of reports on
Ethics programme
coordinated
Ethics
Programme
coordinated
1 Report on Ethics programme coordinated
1 Report on Ethics
programme
coordinated
1 Report on
Ethics
programme
coordinated
1 Report on
Ethics
programme
coordinated
1 Report on
Ethics
programme
coordinated
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Key Performance Area (KPA) 4: Municipal Financial Viability and Management
Outcome 9: Responsive, Accountable, Effective and Efficient Local Government System
Output 1 Implement a differentiated approach to municipal financing, planning and support
Output 6 Administrative and financial capability
Key Strategic Organizational Objectives: To enhance financial viability and management
Priority Area Strategic Objectives Strategies Key Performance
Indicators
Proposed
Project
5 Years Targets
2022/23 2023/24 2024/25 2025/26 2026/27
Administrative Management Fleet Management
To promote good through provision
of administrative support
Submitting Fleet
Management Reports
to the accounting
oficer
Procure Fleet
management
Number of fleet
management reports
submitted to the
Accounting officer
Fleet
Management
Reports
4 Fleet management reports submitted to Accounting Officer
4 Fleet management
reports submitted to
Accounting Officer
4 Fleet management
reports submitted to
Accounting Officer
4 Fleet management
reports submitted to
Accounting Officer
4 Fleet management
reports submitted to
Accounting Officer
Number of vehicles
procurementand delivered
Procurement
of a
municipal
vehicle
1 Municipal Vehicle
procured and delivered
N/A N/A N/A N/A
To achieve sound labour and
positive employee climate
Awarding employee
bursary Number of reports on
awarding of employee
bursaries
Awarding of
employee
bursaries
2 Reports on awarding
of employee bursaries
2 Reports on
awarding of
employee bursaries
2 Reports on
awarding of
employee bursaries
2 Reports on
awarding of
employee bursaries
2 Reports on
awarding of
employee bursaries
To achieve sound labour and
positive employee climate
Submission of
management labour
reports
Number of quarterly
reports on management of
labour cases submitted to
the Accounting Officer
Management
of labour
cases
4 Quarterly reports on
management of labour
cases submitted to the
Accounting Officer
4 Quarterly reports on
management of
labour cases
submitted to the
Accounting Officer
4 Quarterly reports on
management of
labour cases
submitted to the
Accounting Officer
4 Quarterly reports on
management of
labour cases
submitted to the
Accounting Officer
4 Quarterly reports on
management of
labour cases
submitted to the
Accounting Officer
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8.13.1 OFFICE OF THE MUNICIPAL MANAGER
Key Performance Area (KPA) MUNICIPAL INSTITUTIONAL DEVELOPMENT AND TRANSFORMATION
Outcome 9 Responsive, Accountable, Effective, and Efficient Local Government Systems
Output 1 Implement a differentiated approach to municipal financing, planning and support
Output 6 Administrative and financial capability
Key Strategic Organizational Objective Develop and strengthen a politically and administratively stable system of a municipality
Priority Area Strategic Objectives
Strategies Key Performance Indicators
Proposed Project 5 Years Targets
2022/23 2023/24 2024/25 2025/26 2026/27
Institutional Performance,
Monitoring and
Evaluation
To enhance
organizational
performance
Performance
Management
Number of institutional SDBIP developed and reviewed
Development and
review of Institutional
SDBIP
1 institutional SDBIP developed and reviewed
1 institutional SDBIP developed and reviewed
1 institutional SDBIP developed and reviewed
1 institutional SDBIP developed and reviewed
1 institutional SDBIP developed and reviewed
Number of quarterly institutional performance reports developed and submitted to the council
Development and
submission of
performance reports
4 quarterly institutional performance reports developed and submitted to the council
4 quarterly institutional performance reports developed and submitted to the council
4 quarterly institutional performance reports developed and submitted to the council
4 quarterly institutional performance reports developed and submitted to the council
4 quarterly institutional performance reports developed and submitted to the council
Number of mid-term performance reports developed and submitted to council
Development and
submission of Mid-
term Reports
1 mid-term performance reports developed and submitted to council
1 mid-term performance reports developed and submitted to council
1 mid-term performance reports developed and submitted to council
1 mid-term performance reports developed and submitted to council
1 mid-term performance reports developed and submitted to council
Number of performance reviews conducted and submitted to council
Conduct performance
reviews
2 performance reviews conducted and submitted to council
2 performance reviews conducted and submitted to council
2 performance reviews conducted and submitted to council
2 performance reviews conducted and submitted to council
2 performance reviews conducted and submitted to council
Number of PMS policy reviewed Review of PMS policy 1 PMS policy reviewed
1 PMS policy
reviewed
1 PMS policy
reviewed
1 PMS policy
reviewed
1 PMS policy
reviewed
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90
Key Performance Area (KPA) MUNICIPAL INSTITUTIONAL DEVELOPMENT AND TRANSFORMATION
Outcome 9 Responsive, Accountable, Effective and Efficient Local Government Systems
Output1 Implement a differentiated approach to municipal financing, planning and support
Output 6 Administrative and financial capability
Key Strategic Organizational Objective Develop and strengthen a politically and administratively stable system of a municipality
Priority Area Strategic Objectives Strategies Key Performance Indicators
Proposed Project
5 Years Targets
2022/23 2023/24 2024/25 2025/26 2026/27
Institutional
Performance,
Monitoring, and
Evaluation
To enhance
organizational
performance
Performance
Management
Number of Annual Reports developed and submitted to council
Development
and submission
of Annual
Report
1 Annual Report
developed and
submitted to council
1 Annual Report
developed and
submitted to
council
1 Annual Report
developed and
submitted to
council
1 Annual Report
developed and
submitted to
council
1 Annual Report
developed and
submitted to council
Number of performance
agreements developed
and signed
Development of
performance
agreements
7 performance agreements developed and signed
7 performance agreements developed and signed
7 performance
agreements
developed and
signed
7 performance
agreements
developed and
signed
7 performance
agreements
developed and
signed
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Key Performance Area (KPA) GOOD GOVERNANCE AND PUBLIC PARTICIPATION
Outcome 9: Responsive, Accountable, Effective, and Efficient Local Government Systems
Output 1 Implement a differentiated approach to municipal financing, planning, and support
Output 3 Implementation of the community work programme
Output 5 Deepen democracy through a refined ward committee model
Output 7 Single window of coordination
Key Strategic Organizational Objective Support Local Governance Structure
Priority Area Strategic Objectives Strategies Key Performance Indicators Proposed Project 5 Years Targets
2022/23 2023/24 2024/25 2025/26 2026/27
Internal Audit
Services
To strengthen accountability within the municipality
Provide assurance
and consulting audit
services
Number of risk-based audit plans developed and approved by the Audit Committee
Development of the
risk-based audit plan
1 risk-based audit plan developed and approved by the Audit Committee
1 risk-based audit
plan developed and
approved by the
Audit Committee
1 risk-based
audit plan
developed and
approved by the
Audit Committee
1 risk-based
audit plan
developed and
approved by the
Audit Committee
1 risk-based audit
plan developed
and approved by
the Audit
Committee
Number of quarterly IA reports on IA activities submitted to the Audit Committee
Development of
quarterly Internal
Audit Reports
4 Quarterly IA reports on IA activities submitted to the Audit Committee
4 Quarterly IA reports on IA activities submitted to the Audit Committee
4 Quarterly IA reports on IA activities submitted to the Audit Committee
4 Quarterly IA reports on IA activities submitted to the Audit Committee
4 Quarterly IA reports on IA activities submitted to the Audit Committee
Number of Internal audit reports
submitted to the Accounting
Officer
Development of
Internal Audit Reports
11 Internal Audit reports submitted to the Accounting Officer
12 Internal Audit reports submitted to the Accounting Officer
12 Internal
Audit reports
submitted to the
Accounting
Officer
12 Internal Audit
reports
submitted to the
Accounting
Officer
12 Internal Audit
reports
submitted to the
Accounting
Officer
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92
Number of Combined Assurance Frameworks developed
Development of a
Combined Assurance
Framework
1 Combined Assurance Framework developed
N/A N/A N/A N/A
Key Performance Area (KPA) GOOD GOVERNANCE AND PUBLIC PARTICIPATION
Outcome 9: Responsive, Accountable, Effective and Efficient Local Government Systems
Output 1 Implement a differentiated approach to municipal financing, planning and support
Output 3 Implementation of the community work programme
Output 5 Deepen democracy through a refined ward committee model
Output 7 Single window of coordination
Key Strategic Organizational Objective Support Local Governance Structure
Priority Area Strategic Objectives Strategies Key Performance Indicators
Proposed Project
5 Years Targets
2022/23 2023/24 2024/25 2025/26 2026/27
Internal Audit Services
To strengthen accountability
within the municipality
Provide assurance and
consulting audit
services
Provide assurance
and consulting audit
services
Assessment
of Internal
Audit function
by Audit
Committee
Provide
assurance and
consulting audit
services
Provide
assurance
and
consulting
audit services
Provide
assurance
and
consulting
audit
services
Provide
assurance
and
consulting
audit
services
Provide
assurance and
consulting audit
services
Number of Internal
Audit Charters
Reviewed and
approved by the
Audit Committee
Review of
Internal Audit
Charters
1 Internal Audit Charters reviewed and approved by the Audit Committee
1 Internal Audit Charters reviewed and approved by the Audit Committee
1 Internal Audit Charters reviewed and approved by the Audit Committee
1 Internal Audit Charter reviewed and approved by the Audit Committee
1 Internal Audit Charters reviewed and approved by the Audit Committee
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Provide oversight on
financial/non-financial
reporting processes,
internal controls, risk,
ethics and compliance
Number of Audit Committee meetings convened
Convene
quarterly Audit
Committee
meetings
4 audit committee meeting convened
4 audit committee meeting convened
4 audit committee meeting convened
4 audit committee meeting convened
4 audit committee meeting convened
Number of BPDM
Audit Committee
Reports adopted by
Council
Submission of
quarterly Audit
Committee
Reports
4 Audit
Committee
Reports adopted
by Council
4 Audit
Committee
Reports
adopted by
Council
4 Audit
Committee
Reports
adopted by
Council
4 Audit
Committee
Reports
adopted by
Council
4 Audit
Committee
Reports adopted
by Council
Key Performance Area (KPA) GOOD GOVERNANCE AND PUBLIC PARTICIPATION
Outcome 9: Responsive, Accountable, Effective and Efficient Local Government Systems
Output 1 Implement a differentiated approach to municipal financing, planning and support
Output 3 Implementation of the community work programme
Output 5 Deepen democracy through a refined ward committee model
Output 7 Single window of coordination
Key Strategic Organizational Objective Support Local Governance Structure
Priority Area Strategic Objectives Strategies Key Performance Indicators
Proposed Project 5 Years Targets
2022/23 2023/24 2024/25 2025/26 2026/27
Audit Committee advisory services
Provide oversight on
financial/non-financial
reporting processes,
internal controls, risk,
ethics, and compliance
Number of Audit Committee Charters reviewed and adopted by Council
Review of Audit
Committee
Charters
1 Audit Committee Charter reviewed and adopted by Council
1 Audit
Committee
Charter reviewed
and adopted by
Council
1 Audit
Committee
Charter
reviewed and
adopted by
Council
1 Audit
Committee
Charter
reviewed and
adopted by
Council
1 Audit
Committee
Charter reviewed
and adopted by
Council
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94
Disciplinary Board Services
To strengthen
accountability within the
municipality
Investigate financial
misconduct of Unauthorised,
Irregular, Fruitless, and
Wasteful expenditure and
other related financial
misconduct.
Number of DB Terms of References developed and adopted by Council
Development of the
DB Terms of
References
1 Terms of Reference developed and adopted by Council.
1 Terms of
Reference
reviewed and
adopted by
Council.
1 Terms of
Reference
reviewed and
adopted by
Council.
1 Terms of
Reference
reviewed and
adopted by
Council.
1 Terms of
Reference
reviewed and
adopted by
Council.
Number of Disciplinary Board meetings held
Conduct
Disciplinary Board
Meetings
4 Disciplinary Board meetings held
4 Disciplinary Board meetings held
4 Disciplinary Board meetings held
4 Disciplinary Board meetings held
4 Disciplinary Board meetings held
Number of Disciplinary Board reports submitted to Council
Submission of
Disciplinary Board
Reports to Council
4 Disciplinary Board reports submitted to Council
4 Disciplinary Board reports submitted to Council
4 Disciplinary Board reports submitted to Council
4 Disciplinary Board reports submitted to Council
4 Disciplinary Board reports submitted to Council
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95
Key Performance Area (KPA) MUNICIPAL INSTITUTIONAL DEVELOPMENT AND TRANSFORMATION
Outcome 9: Responsive, Accountable, Effective and Efficient Local Government Systems
Output 1 Implement a differentiated approach to municipal financing, planning and support
Output 6 Administrative and financial capability
Key Strategic Organizational Objective Develop and strengthen a politically and administratively stable system of a municipality
Priority Area Strategic Objectives Strategies Key Performance Indicators
Proposed Project 5 Years Targets
2022/23 2023/24 2024/25 2025/26 2026/27
Risk Management
To protect the
municipality from
potential risk
Risk Management
Number of institutional risk
registers developed and
reviewed
Review of the
institutional risk
register
1 institutional
risk register
developed and
reviewed
1 institutional risk
register developed and
reviewed
1 institutional
risk register
developed and
reviewed
1 institutional
risk register
developed and
reviewed
1 institutional risk
register
developed and
reviewed
Number of reports on risk registers updated
Developemnt and
updating of Risk
registers
4 Reports Risk
Registers
updated
4 Reports Risk
Registers updated 4 Reports Risk
Registers
updated
4 Reports Risk
Registers
updated
4 Reports Risk
Registers
updated
Number of reports on reviewed Risk Management Framework
Review of Risk
Management
Framework
1 Report on the
review of Risk
Management
Framework
1 Report on the review
of Risk Management
Framework
1 Report on
the review of
Risk
Management
Framework
1 Report on
the review of
Risk
Management
Framework
1 Report on the
review of Risk
Management
Framework
Number of reports on risk
management training
conducted
Risk Management
training
2 Reports on risk management training conducted
2 Reports on risk
management training
conducted
2 Reports on
risk
management
training
conducted
2 Reports on
risk
management
training
conducted
2 Reports on risk
management
training
conducted
Number of combined
assurance plans
developed and submitted
to the Accounting Officer
Development of
combined assurance
plan
N/A
1 combined assurance plan developed and submitted to the Accounting Officer
N/A N/A N/A
96
96
Key Performance Area (KPA) MUNICIPAL INSTITUTIONAL DEVELOPMENT AND TRANSFORMATION
Outcome 9: Responsive, Accountable, Effective and Efficient Local Government Systems
Output 1 Implement a differentiated approach to municipal financing, planning and support
Output 6 Administrative and financial capability
Key Strategic Organizational Objective Develop and strengthen a politically and administratively stable system of a municipality
Priority Area Strategic Objectives Strategies Key Performance Indicators
Proposed Project
5 Years Targets
2022/23 2023/24 2024/25 2025/26 2026/27
Information, Communication And Technology Services
To ensure effective and
efficient ICT services within
BPDM
Provision of
Information,
Communication And
Technology Services
Number of the ICT
Governance Committee
meetings convened
ICT
Governance
Committee
4 ICT
governance
committee
meeting
convened
4 ICT
governance
committee
meeting
convened
4 ICT
governance
committee
meeting
convened
4 ICT
governance
committee
meeting
convened
4 ICT
governance
committee
meeting
convened
Number of District ICT
Forum convened
District
ICT
Forum
4 District ICT Forum convened
4 District ICT
Forum
convened
4 District ICT
Forum convened
4 District ICT
Forum
convened
4 District ICT
Forum
convened
Number of computer
licenses renewed
annually
Renewal
of
computer
license
4 Computer licenses renewed annually
4 Computer
licenses
renewed
annually
4 Computer
licenses
renewed
annually
4 Computer
licenses
renewed
annually
4 Computer
licenses
renewed
annually
Number of ICT
Infrastructural Systems
Upgraded
Upgrading of
ICT
infrastructure
3 ICT Infrastructural systems upgraded
3 ICT
Infrastructural
systems
upgraded
3 ICT
Infrastructural
systems
upgraded
3 ICT
Infrastructural
systems
upgraded
3 ICT
Infrastructural
systems
upgraded
Number of reports on the
updated ICT Infrastructure
Update of ICT
Infrastructure
12 Reports on the updated ICT infrastructure
12 Reports on
the updated
ICT
infrastructure
12 Reports on
the updated ICT
infrastructure
12 Reports on
the updated
ICT
infrastructure
12 Reports on
the updated
ICT
infrastructure
97
97
Information, Communication And Technology Services
To ensure effective and
efficient ICT services within
BPDM
Provision of Information, Communication And Technology Services
MFMA Section 75 key
reports and information
uploaded on the municipal
website
Website
Upload
MFMA Section
75 key reports
and
information
uploaded on
the municipal
website
MFMA Section
75 key reports
and
information
uploaded on
the municipal
website
MFMA Section
75 key reports
and information
uploaded on the
municipal
website
MFMA Section
75 key reports
and
information
uploaded on
the municipal
website
MFMA Section
75 key reports
and
information
uploaded on
the municipal
website
Number of reports on the
ICT systems maintened
Maintenance
of ICT
systems
4 Reports on
the ICT
systems
maintained
4 Reports on
the ICT
systems
maintained
4 Reports on the
ICT systems
maintained
4 Reports on
the ICT
systems
maintained
4 Reports on
the ICT
systems
maintained
Key Performance Area (KPA) MUNICIPAL INSTITUTIONAL DEVELOPMENT AND TRANSFORMATION
Outcome 9: Responsive, Accountable, Effective and Efficient Local Government Systems
Output 1 Implement a differentiated approach to municipal financing, planning and support
Output 6 Administrative and financial capability
Key Strategic Organizational Objective Develop and strengthen a politically and administratively stable system of a municipality
Priority Area Strategic Objectives Strategies Key Performance Indicators
Proposed Project 5 Years Targets
2022/23 2023/24 2024/25 2025/26 2026/27
Legal Services
To provide legal services Provide internal and
legal services and
soliciting services of
external law firms as
and when required
Number of litigation reports
submitted to the
Accounting Officer
Litigation Reports 4 Litigation
reports
submitted to
the Accounting
Officer
4 Litigation
reports
submitted to
the Accounting
Officer
4 Litigation
reports
submitted to
the Accounting
Officer
4 Litigation
reports
submitted to
the
Accounting
Officer
4 Litigation
reports
submitted to
the Accounting
Officer
98
98
Key Performance Area (KPA) 2: Municipal Financial Viability and Management
Outcome 9: Responsive, Accountable, Effective and Efficient Local Government System
Outputs 1 & 7: Improving access to basic services • Actions supportive of human settlement outcome
Key Strategic Organizational Objectives: • To enhance financial viability and management
Priority Area Strategic Objectives Strategies Key Performance Indicators
Proposed Project 5 Years Targets
2022/23 2023/24 2024/25 2025/26 2026/27
Develop and strengthen a
politically and
administratively stable
system of a municipality
Organize and convene
strategic planning
sessions
Consult and
coordinate stakeholder
engagements
Coordinate District
Planning Forums
Number of strategic planning
sessions convened
Strategic Session
Planning
1 strategic
planning session
convened
1 strategic
planning
session
convened
1 strategic
planning
session
convened
1 strategic
planning session
convened
1 strategic
planning
session
convened
Number of IDP reviewed
and amended
IDP Review
and
amendment
IDP Review and
amendment
IDP Review
and
amendment
IDP Review
and
amendment
IDP Review and
amendment
IDP Review
and
amendment
Number of District IDP
Process Plan submitted
to council
District IDP
Process plan
1 District IDP
Process Plan
submitted to
council
1 District IDP
Process Plan
submitted to
council
1 District IDP
Process Plan
submitted to
council
1 District IDP
Process Plan
submitted to
council
1 District IDP
Process Plan
submitted to
council
Number of IDP Rep
Forum meetings
coordinated
IDP Rep
Forum
2 IDP Rep Forum coordinated
2 IDP Rep
Forum
coordinated
2 IDP Rep
Forum
coordinated
2 IDP Rep
Forum
coordinated
2 IDP Rep
Forum
coordinated
Number of District Planning
Forums coordinated
District Planning
Forum
4 District
Planning Forums
coordinated
4 District
Planning
Forums
coordinated
4 District
Planning
Forums
coordinated
4 District
Planning Forums
coordinated
4 District
Planning
Forums
coordinated
99
99
8.13. 2BUDGET AND TREASURY OFFICE: MUNICIPAL FINANCIAL VIABILITY
Key Performance Area (KPA) 4: Municipal Financial Viability and Management
Outcome 9: Responsive, Accountable, Effective and Eflcient Local Government System
Outputs 1 & 7: • Implement a differentiated approach to municipal financing, planning and support • Administrative and financial capability
Key Strategic Organizational Objectives:
• To enhance financial viability and management
Priority Area Strategic Objectives Strategies Key Performance Indicators
Proposed Project 5 Years Targets
2022/23 2023/24 2024/25 2025/26 2026/27
Financial Management
To prepare and submit
credible financial
information
Monthly
monit
oring finance
processes
Number of quarterly
financial reports
submitted to stakeholders
Submission of
AFSs to
stakeholders
4 quarterly financial reports submitted to stakeholder
4 quarterly
financial reports
submitted to
stakeholder
4 quarterly
financial reports
submitted to
stakeholder
4 quarterly
financial reports
submitted to
stakeholder
4 quarterly financial
reports submitted to
stakeholder
Number of annual financial
statements submitted to
Auditor General by 31st
August
Submission of
Annual Financial
Statements
1 annual financial
statements
submitted to the
Auditor General
by 31st August
1 annual financial
statements
submitted to the
Auditor General
by 31st August
1 annual financial
statements
submitted to the
Auditor General
by 31st August
1 annual financial
statements
submitted to the
Auditor General
by 31st August
1 annual financial
statements submitted
to the Auditor General
by 31st August
Number of monthly Budget
Statements (Section 71)
reports submitted to the
Executive Mayor and
National and Provincial
Treasuries
Submission of
Section 71 reports
12 Budget Statements (Section 71) reports submitted to the Executive Mayor, National and Provincial Treasuries
12 Budget
Statements
(Section 71)
reports submitted
to the Executive
Mayor, National
and Provincial
Treasuries
12 Budget
Statements
(Section 71)
reports submitted
to the Executive
Mayor, National
and Provincial
Treasuries
12 Budget
Statements
(Section 71)
reports submitted
to the Executive
Mayor, National
and Provincial
Treasuries
12 Budget Statements
(Section 71) reports
submitted to the
Executive Mayor,
National and Provincial
Treasuries
Number of Annual Budgets
submitted to Council for
approval
Submission of
annual budget
1 Annual Budget
submitted to
Council for
approval
1 Annual Budget
submitted to
Council for
approval
1 Annual Budget
submitted to
Council for
approval
1 Annual Budget
submitted to
Council for
approval
1 Annual Budget
submitted to Council
for approval
10
0
100
Number of Adjustment
Budget submitted to
Council for approval
Submission of
adjustment budget
1 Adjustment
Budget submitted
to Council for
approval
1 Adjustment
Budget submitted
to Council for
approval
1 Adjustment
Budget submitted
to Council for
approval
1 Adjustment
Budget submitted
to Council for
approval
1 Adjustment Budget
submitted to Council
for approval
Training
and
developmen
t
To achieve a
positive employee
climate
Training of BTO
personnel
Number of reports on
BTO personnel trained
Training of BTO
personnel
1 Report on BTO
personnel trained
1 Report on BTO
personnel trained 1 Report on BTO
personnel trained 1 Report on BTO
personnel trained 1 Report on BTO
personnel trained
Key Performance Area (KPA) 4: Municipal Financial Viability and Management
Outcome 9: Responsive, Accountable, Effective and Eflcient Local Government System
Outputs 1 & 7: • Implement a diffeerntiated approach to municipal financing, planning and support • Administrative and financial capability
Key Strategic Organisational Objectives:
• To enhance financial viability and management
Priority Area Strategic Objectives Strategies Key PerformanceIndicators
Proposed Project 5 Years Targets
2022/23 2023/24 2024/25 2025/26 2026/27
Supply
Chain
Managemen
t
To ensure that the
resources required to
fulfil the needs
identified in the
strategic plan of the
institution are efficient
and effective
Adherence to
Supply Chain
Management
Policy.
Number of municipal
procurement plan
developed and submitted
to the Accounting Officer
Demand
management
1 Municipal
Procurement plan Developed and submitted to the Accounting Officer
1 Municipal
Procurement plan Developed and submitted to the Accounting Officer
1 Municipal
Procurement plan Developed and submitted to the Accounting Officer
1 Municipal
Procurement plan Developed and submitted to the Accounting Officer
1 Municipal
Procurement plan Developed and submitted to the Accounting Officer
Number of quarterly
supply chain
management reports
submitted to Council
Supply chain reporting
4 quarterly supply chain management reports submitted to Council
4 quarterly supply
chain management
reports submitted
to Council
4 quarterly supply
chain management
reports submitted
to Council
4 quarterly supply
chain management
reports submitted
to Council
4 quarterly supply
chain management
reports submitted to
Council
AaAssets
Management To ensure proper
valuation,
safeguarding,
optimization and
disposal of municipal
assets in compliance
with relevant legislation
Coding of items,
setting of
inventory levels,
placing of orders,
receiving and
distribution
Number of reports on asset
verifications conducted
Asset and Logistics management
2 Reports on asset verification conducted
2 Reports on asset verification conducted
2 Reports on asset verification conducted
2 Reports on asset verification conducted
2 Reports on asset verification conducted
10
1
101
a Number of inventory and
asset registers compiled
and updated
Asset and
Logistics
management
1 Inventory and Asset register compiled and updated
1 Inventory and Asset register compiled and
1 Inventory and Asset register compiled and
1 Inventory and Asset register compiled and
1 Inventory and Asset register compiled and
Expend
iture
Manage
ment
To ensure effective
and eflcient payment
of salaries and
related costs
Accurate payment
of salaries and
related costs within
set time
Number of payroll runs
and reconciliations
performed
Employee cost
(payroll run)
12 payroll runs
and reconciliations
performed
12 payroll runs
and reconciliation s performed
12 payroll runs
and reconciliation s performed
12 payroll runs
and reconciliation s performed
12 payroll runs and
reconciliation s performed
Number of reports on
employee cost benefit
evaluations performed
Employee benefits 1 Report on
employee cost
benefit
evaluation
performed
1 Report on employee
cost benefit
evaluation
performed
1 Report on employee
cost benefit
evaluation
performed
1 Report on employee
cost benefit
evaluation
performed
1 Report on employee
cost benefit evaluation
performed
Key Performance Area (KPA) 4: Municipal Financial Viability and Management
Outcome 9: Responsive, Accountable, Effective and Eflcient Local Government System
Outputs 1 & 7: • Implement a differentiated approach to municipal financing, planning and support • Administrative and financial capability
Key Strategic Organisational Objectives:
• To enhance financial viability and management
Priority Area Strategic Objectives Strategies Key Performance Indicators
Proposed Project 5 Years Targets
2022/23 2023/24 2024/25 2025/26 2026/27
Expend
iture
Manage
ment
To ensure effective
and eflcient payment
of liabilities within
set time frame and
in compliance with
MFMA
Adhere to service
standards and
MFMA
for payment of liabilities
Number of reports on
creditors reconciliation and
payments within 30 days of
receipts of an invoice by
finance.
Payables Number of reports
on creditors
reconciliation and
payments within 30
days of receipts of
an invoice by
finance.
Number of reports
on creditors
reconciliation and
payments within 30
days of receipts of
an invoice by
finance.
Number of reports
on creditors
reconciliation and
payments within 30
days of receipts of
an invoice by
finance.
Number of reports
on creditors
reconciliation and
payments within 30
days of receipts of
an invoice by
finance.
Number of reports on
creditors reconciliation
and payments within 30
days of receipts of an
invoice by finance.
10
2
102
8.13.3 BASIC SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
Key Performance Area (KPA) 4: Basic Service Delivery and Infrastructure Development
Outcome 9: Responsive, Accountable, Effective and Efficient Local Government System
Outputs 2 Improving access to basic services
Output 4 Actions supportive of the human settlement outcome
10 POINT PLAN Improve the quantity and quality of municipal basic services to the people in the area of access to water, sanitation, electricity, waste management, roads and disaster management
Key Strategic Organisational Objectives:
• To enhance financial viability and management
Priority Area Strategic Objectives Strategies Key Performance Indicators
Proposed Project
5 Years Targets
2022/23 2023/24 2024/25 2025/26 2026/27
To ensure provision of
effective Municipal Health
Services in the District
Gazetting and submitting the
air quality and municipal
health by-laws to the
accounting officer.
Submitting status quo report
and update on latest
reviewed legislation.
Rehabilitation of illegal
dumping
Submission of awareness
programs reports to the
accounting officer
Number of By-laws
Gazzeted
By-Laws
Gazzeted for Air
Quality and
Municipal Health
Two By Laws gazzetted
n/a n/a n/a n/a
Number of Integrated
waste Management
plan Reviewed
Review of
Integrated Waste
Management
Plan
1 Integrated Waste
Management Plan
reviewed
1 Integrated
Waste
Management
Plan reviewed
1 Integrated
Waste
Management
Plan reviewed
1 Integrated
Waste
Management
Plan reviewed
1 Integrated
Waste
Management
Plan reviewed
Number of illegal
dumping Rehabilitation
program.
Rehabilitations
of illegal
dumping
2 Illegal dumping rehabilitation program
2 Illegal dumping
rehabilitation
program
2 Illegal dumping
rehabilitation
program
2 Illegal dumping
rehabilitation
program
2 Illegal
dumping
rehabilitation
program
Number of blitz
operations reports
submitted to the MM
Blitz operations
reports
12 Blitz operations reports submitted to MM
12 Blitz
operations
reports
submitted to MM
12 Blitz
operations
reports
submitted to MM
12 Blitz
operations
reports
submitted to MM
12 Blitz
operations
reports
submitted to MM
Number of Health
Awareness programs
coordinated
Health
awareness
programmes
coordinated
20 Health awareness programmes coordinated
20 Health
awareness
programmes
coordinated
20 Health
awareness
programmes
coordinated
20 Health
awareness
programmes
coordinated
20 Health
awareness
programmes
coordinated
10
3
103
Key Performance Area (KPA) 4: Basic Service Delivery and Infrastructure Development
Outcome 9: Responsive, Accountable, Effective and Efficient Local Government System
Outputs 2 Improving access to basic services
Output 4 Actions supportive of the human settlement outcome
10 POINT PLAN Improve the quantity and quality of municipal basic services to the people in the area of access to water, sanitation, electricity, waste management, roads and disaster management
Key Strategic Organisational Objectives:
• To enhance financial viability and management
Priority Area Strategic Objectives Strategies Key Performance Indicators
Proposed Project
5 Years Targets
2022/23 2023/24 2024/25 2025/26 2026/27
To ensure provision of
effective Municipal Health
Services in the Distrit
To ensure the
improvement of air quality
and compliance with
relevant regulations
To ensure that compliance
with relevant legislation
Sampling of water sources
Submiting Environmental
Awareness reports to the
accounting officer
Submitting climate change
awareness programme
report
Number of reports on
food and water quality
samples conducted
Food and water
quality monitoring
and sampling
12 Reports on food
and water quality
samples conducted
12 Reports on
food and water
quality samples
conducted
12 Reports on
food and water
quality samples
conducted
12 Reports on
food and water
quality samples
conducted
12 Reports on
food and water
quality samples
conducted
Number of reports on air
Quality Programmes
coordinated
Air quality
management
programmes
3 Reports on air quality
programmes
coordinated
3 Reports on air
quality
programmes
coordinated
3 Reports on air
quality
programmes
coordinated
3 Reports on air
quality
programmes
coordinated
3 Reports on air
quality
programmes
coordinated
Number of
Environmental
Awareness
Programmes Co
ordinated
Environmental
awareness
programmes co
ordinated
12 Environmental
awareness
programmes
coordinated
12
Environmental
awareness
programmes
coordinated
12
Environmental
awareness
programmes
coordinated
12
Environmental
awareness
programmes
coordinated
12
Environmental
awareness
programmes
coordinated
Number of climate
change awareness
programmes
implemented
Climate change
programmes
implemented
4 Climate change awareness programmes implemented
4 Climate
change
awareness
programmes
implemented
4 Climate
change
awareness
programmes
implemented
4 Climate
change
awareness
programmes
implemented
4 Climate
change
awareness
programmes
implemented
10
4
104
To ensure compliance with
waste management and
bio-diversity within the
district
Submitting Biodiversity
programs to MM
Number of Biodiversity
programs submmited to
MM
Biodiversity
programs
4 Biodiversity programs submitted to MM
4 Biodiversity
programs
submitted to MM
4 Biodiversity
programs
submitted to MM
4 Biodiversity
programs
submitted to MM
4 Biodiversity
programs
submitted to MM
10
5
105
Key Performance Area (KPA) 4: Municipal Financial Viability and Management
Outcome 9: Responsive, Accountable, Effective and Efficient Local Government System
Outputs 1 & 7: • Implement a diffeerntiated approach to municipal financing, planning and support • Administrative and financial capability
Key Strategic Organisational Objectives: • To enhance financial viability and management
Priority Area Strategic Objectives Strategies Key Performance Indicators Proposed Project 5 Years Targets
2022/23 2023/24 2024/25 2025/26 2026/27
Disaster Management Services To support local
municipalities to improve the
quantity and quality of
municipal disaster
management
To implement disaster
management plans or
policies to strengthen
its ability to respond to
disaster
Number of Disaster Risk
Assessments completed
Disaster Risk
Assessment
12 Disaster
Risk
Assessment
completed
12 Disaster
Risk
Assessment
completed
12 Disaster
Risk
Assessment
completed
12 Disaster
Risk
Assessment
completed
12 Disaster Risk
Assessment
completed
Number of Public
Awareness campaigns
conducted
Public
awareness and
training
12 public
awareness
campaigns
conducted
12 public
awareness
campaigns
conducted
12 public
awareness
campaigns
conducted
12 public
awareness
campaigns
conducted
12 public awareness
campaigns
conducted
Number of Municipal
Advisory Forum meetings
conducted
Disaster
Management
Advisory Forum
4 Municipal
Advisory
Forum
meetings
conducted
4 Municipal
Advisory
Forum
meetings
conducted
4 Municipal
Advisory
Forum
meetings
conducted
4 Municipal
Advisory
Forum
meetings
conducted
4 Municipal Advisory
Forum meetings
conducted
Number of support activities
to Local Municipalities in
disaster response incidents
Support to Local
Municipality
OPEX OPEX OPEX OPEX OPEX
10
6
106
Key Performance Area (KPA) 2: Municipal Financial Viability and Management
Outcome 9: Responsive, Accountable, Effective and Efficient Local Government System
Outputs 1 & 7: Improving access to basic services • Actions supportive of human settlement outcome
Key Strategic Organizational Objectives: • To enhance financial viability and management
Priority Area Strategic Objectives Strategies Key Performance Indicators
Proposed Project
5 Years Targets
2022/23 2023/24 2024/25 2025/26 2026/27
Social Development Services To promote and sustain an
integrated approach to Social
Development Services of CDS
Effective implementation of
Social Development
Services policies
Number of NGOs
supported in all 5 Local
Municipalities
5 NGO’s
supported in all 5
local
municipalities
5 NGO’s
supported in all
5 local
municipalities
5 NGO’s
supported in all
5 local
municipalities
5 NGO’s
supported in all
5 local
municipalities
5 NGO’s
supported in all
5 local
municipalities
5 NGO’s
supported in all
5 local
municipalities
Number of Food
parcels supported to 5
local municipalities
Support to
all 5 Local
Municipaliti
es
100 food
parcels
supported to 5
local
municipalities
100 food
parcels
supported to 5
local
municipalities
100 food
parcels
supported to 5
local
municipalities
100 food
parcels
supported to 5
local
municipalities
100 food
parcels
supported to 5
local
municipalities
Number of NGOs
supported through EPWP
in 5 local municipalities.
Support to all 5
Local
Municipalities
through EPWP
5 NGOs supported through EPWP in 5 local municipalities
5 NGOs
supported
through EPWP
in 5 local
municipalities
5 NGOs
supported
through EPWP
in 5 local
municipalities
5 NGOs
supported
through EPWP
in 5 local
municipalities
5 NGOs
supported
through EPWP
in 5 local
municipalities
10
7
107
Key Performance Area (KPA) 2: Basic Services Delivery
Outcome 9: Responsive, Accountable, Effective and Efficient Local Government System
Outputs: Improving access to basic services
Actions supportive of human settlement outcome
Key Strategic Organizational Objectives: To provide sustainable basic services and infrastructure development
Priority Area Strategic
Objectives
Strategies Key Performance Indicator Proposed Project
5 Years Targets
2022/23 2023/24 2024/25 2025/26 2026/27
Sport and
Recreation, Arts
and Culture
Coordination
To promote sports
and recreation,
Arts, and Culture
within the District.
Ensuring coordination
and development as
well as promotions of
sports, recreation, and
Arts and Culture in the
district
Number of sports and recreation programs supported
Organization/support of Sports program
3 sports and
recreation programs
supported
3 sports and
recreation
programs
supported
4 sports and
recreation
programs
supported
4 sports and
recreation
programs
supported
4 sports and
recreation
programs
supported
Number of sporting codes
provided with sports
equipment
Provision of
basic sports
equipment
4 sporting codes provided with sports equipment
4 sporting codes
provided with
sports equipment
4 sporting codes
provided with
sports equipment
4 sporting codes
provided with
sports equipment
4 sporting codes
provided with
sports equipment
Number of Arts and culture
programs coordinated
Coordination of Arts and culture programs
3 Arts and Cultural programs coordinated
3 Arts and
cultural programs
coordinated
3 Arts and culture
programs
coordinated
3 Arts and culture
programs
coordinated
3 Arts and culture
programs
coordinated
Review of Sports and Arts and Culture Policies and submitted for adoption
Policy review Sports and Arts and
Culture Policy
reviewed and
submitted for
adoption
Sports and Arts
and Culture
Policy reviewed
and submitted for
adoption
Sports and Arts
and Culture
Policy reviewed
and submitted for
adoption
Sports and Arts
and Culture Policy
reviewed and
submitted for
adoption
Sports and Arts
and Culture
Policy reviewed
and submitted for
adoption
Number of Sports, Arts, and Culture District Meetings coordinated
District Sports
and Recreation
Meetings
4 Sports, Arts, and
Culture District
meetings
coordinated
4 Sports, Arts,
and Culture
District meetings
coordinated
4 Sports, Arts,
and Culture
District meetings
coordinated
4 Sports, Arts, and
Culture District
meetings
coordinated
4 Sports, Arts,
and Culture
District meetings
coordinated
Number of Arts and Culture forum meetings conducted
District Arts and
Culture Forum
Meetings
coordinated
4 Arts and culture
forum meetings
conducted
4 Arts and
culture forum
meetings
conducted
4 Arts and
culture forum
meetings
conducted
4 Arts and culture
forum meetings
conducted
4 Arts and culture
forum meetings
conducted
10
8
108
Key Performance Area (KPA) 4: Municipal Financial Viability and Management
Outcome 9: Responsive, Accountable, Effective and Eflcient Local Government System
Outputs 1 & 7: • Implement a diffeerntiated approach to municipal financing, planning and support • Administrative and financial capability
Key Strategic Organisational Objectives: • To enhance financial viability and management
Priority Area Strategic Objectives Strategies Key Performance Indicators Proposed Project 5 Years Targets
2022/23 2023/24 2024/25 2025/26 2026/27
Fire and Emergency Services To ensure the
provision of effective
firefighting and rescue
services in the district.
Improve capacity to
render the services
through personnel,
equipment, partnerships
and facilities
Number of diving equipment
procured and delivered to 3
Fire Stations
Procurement
and delivery of
diving
equipment for 3
Fire Stations
4 sets of diving equipment procured and delivered to 3 Fire Stations
None 4 sets of diving equipment procured and delivered to 3 Fire Stations
None None
Number of fencing
equipment procured and
delivered to Kgetleng Fire
Station
Procurement and
delivery of fencing
materials
Fencing material
procured and
delivered to Kgetleng
Rivier Fire Station
None None None None
Number of water borehole
procured for Kgetleng,
Moretele and Mogwase fire
station and satellite fire
stations
Procurement of
water borehole and
equipment
3 water boreholes procured for Kgetleng, Moretele, and Mogwase fire stations and satellite fire stations
1 water
borehole
procured for
Swartruggens
satellite fire
station
None None None
Procurement and delivery of
simulation equipment for
Airports/Airstrips
Procurement and
delivery of simulation
equipment
Procurement and delivery of simulation equipment for Airports/Airstrips
None Procurement and delivery of simulation equipment for Airports/Airstrips
None Procurement and delivery of simulation equipment for Airports/Airstrips
10
9
109
Key Performance Area (KPA) 4: Municipal Financial Viability and Management
Outcome 9: Responsive, Accountable, Effective and Eflcient Local Government System
Outputs 1 & 7: • Implement a diffeerntiated approach to municipal financing, planning and support • Administrative and financial capability
Key Strategic Organisational Objectives: • To enhance financial viability and management
Priority Area Strategic Objectives Strategies Key Performance Indicators
Proposed Project 5 Years Targets
2022/23 2023/24 2024/25 2025/26 2026/27
Fire and Emergency
Services
To ensure provision
of effective firefighting
and rescue services in
the district.
Improve capacity to render
the services through
personnel, equipment,
partnerships and facilities
Number of personnel
protective
equipment/clothing
procured and delivered
Procurement and delivery of Personnel Protective Equipment/clothing
108 personnel protective equipment/clothing procured and delivered
None None 108 personnel protective equipment/clothing procured and delivered
None
Number of Extrication
Equipment procured and
delivered
Procurement and
delivery of
extrication
equipment
2 Sets of extrication
equipment procured
and delivered
1 Set of extrication
equipment procured
and delivered
None 1 Set of
extrication
equipment
procured and
delivered
1 Set of
extrication
equipment
procured and
delivered
Number of Compressed Air
Foam Systems and Vehicle
procured and delivered
Procurement and
delivery
Compressed Air
Foam System and
vehicles
2 Compressed Air Foam System and vehicles procured and delivered
1 Compressed Air
Foam System and
vehicles procured
and delivered
None 1 Compressed
Air Foam System
and vehicles
procured and
delivered
None
Number Breathing
Apparatus sets procured
and delivered
Procurement and
delivery of Breathing
Apparatus sets
20 sets of breathing apparatus procured and delivered
20 sets of breathing apparatus procured and delivered
20 sets of breathing apparatus procured and delivered
None None
11
0
110
Key Performance Area (KPA) 4: Municipal Financial Viability and Management
Outcome 9: Responsive, Accountable, Effective and Eflcient Local Government System
Outputs 1 & 7: • Implement a diffeerntiated approach to municipal financing, planning and support • Administrative and financial capability
Key Strategic Organisational Objectives: • To enhance financial viability and management
Priority Area Strategic Objectives Strategies Key Performance Indicators
Proposed Project 5 Years Targets
2022/23 2023/24 2024/25 2025/26 2026/27
Fire and Emergency
Services
To ensure provision of
effective firefighting and
rescue services
in the district.
Improve capacity to
render the services
through personnel,
equipment, partnerships
and facilities
Number of set of
Fire Fighting
equipment and
tools procured for
3 Fire Stations
Procurement of
miscellaneous
equipment and tools for
3 Fire Stations.
1 Set of of Fire Fighting equipment and tools procured for Kgetleng Fire Stations
1 Set of of Fire Fighting equipment and tools procured for Mogwase Fire
1 Set of of Fire Fighting equipment and tools procured for Moretele Fire
None None
Number of firefighting
water tankers
procured and
delivered
Procurement and delivery
of Firefighting water
tankers
1 firefighting water
tanker procured and
delivered
1 firefighting
water tanker
procured and
delivered
None None 1 firefighting
water tanker
procured and
delivered
Number of dual
response vehicles
procured and delivered
Procurement and delivery
of 2 dual response vehicles
2 dual response vehicle procured and delivered
1 dual response
rescue vehicle
procured and
delivered for
None None None
Number of standard
uniform for BPDM fire
personnel procured
and delivered
Procurement and delivery
of Standard Uniform for
BPDM fire personnel
108 standard uniform for BPDM fire personnel procured and delivered
None None 108 standard uniform for BPDM fire personnel procured and delivered
None
Fire and Emergency
Services
To ensure provision of
effective firefighting and
rescue services
in the district.
Improve capacity to
render the services
through personnel,
equipment, partnerships
and facilities
Number of hazardous
materials equipment
procured and delivered
for 3 Fire Stations
Procurement and
delivery of hazardous
equipment for 3 Fire
Stations
3 sets of hazardous materials equipment procured and delivered for 3 Fire Stations
None 3 sets of hazardous materials equipment procured and delivered for 3 Fire Stations
None None
11
1
111
Key Performance Area (KPA) 4: Municipal Financial Viability and Management
Outcome 9: Responsive, Accountable, Effective and Eflcient Local Government System
Outputs 1 & 7: • Implement a diffeerntiated approach to municipal financing, planning and support • Administrative and financial capability
Key Strategic Organisational Objectives: • To enhance financial viability and management
Priority Area Strategic Objectives Strategies Key Performance Indicators
Proposed Project 5 Years Targets
2022/23 2023/24 2024/25 2025/26 2026/27
Fire and Emergency Services To ensure provision
of effective firefighting
and rescue services in
the district.
Improve capacity to
render the services
through personnel,
equipment, partnerships
and facilities
Number of Backup power
generation systems
procured for 3 fire stations
and satellite stations
Procurement and
delivery of solar
power systems for 3
fire stations
3 Backup power generation systems procured for 3 Fire stations and satellite stations
None 1 Backup power generation systems procured for 3 Fire stations and satellite stations
None none
Number of portable
firefighting pumps procured
and delivered for 3 fire
stations
Procurement and
delivery of portable
fire fighting pumps for
the 3 fire stations
3 Portable firefighting pumps procured and delivered for 3 fire stations
None 3 Portable firefighting pumps procured and delivered for 3 fire stations
None None
11
2
112
Key Performance Area (KPA)
BASIC SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
Outcome 9: Responsive, Accountable, Effective and Efficient Local Government Systems
Output 2 Improving access to basic services
Output 4 Actions supportive of the human settlement outcome
10 POINT PLAN NUMBER 1
Improve the quantity and quality of municipal basic services to the people in the area of access to water, sanitation, electricity, waste management, roads and disaster management
Key Strategic Organizational Objective
Develop and strengthen a politically and administratively stable system of a municipality
Priority Area Strategic Objectives
Strategies Key Performance Indicator
Proposed Project 5-year target
22/23 23/24 24/25 25/26 26/27
Integrated Transport Planning
To promote and coordinate a safe road network, efficient, accessible and affordable transport services
Implement
and ,
monitor
integrated
transport
plans
Number of rural roads
assets management
systems (RRAMS)
developed
Development of rural
roads assets
management system
1 RRAMS
Developed
1 RRAMS
Developed
1 RRAMS
Developed
1 RRAMS
Developed
1 RRAMS
Developed
Number of Integrated transport plans reviewed
Review of Integrated
Transport Plan (ITP)
with Public Transport
Strategy (PTS)
N/a
1 District Integrated Transport Plan reviewed
N/a N/a
1 District Integrated Transport Plan reviewed
Number of Transport Forums meetings coordinated
Transport Forum
meetings
Transport Forum meetings coordinated
Transport Forum meetings coordinated
Transport Forum meetings coordinated
Transport Forum meetings coordinated
Transport Forum meetings coordinated
Number of reports on
monitoring of public
transport facilities
Monitoring of
public
transport
facilities
10 reports on monitoring of public transport facilities
10 reports on monitoring of public transport facilities
10 reports on monitoring of public transport facilities
10 reports on monitoring of public transport facilities
10 reports on
monitoring of
public transport
facilities
Provide road
safety
Number of reports on
road safety awareness
programmes submitted
Road Safety
awareness
programmes
4 reports on
road safety
awareness
4 reports on
road safety
awareness
4 reports on
road safety
awareness
4 reports on
road safety
awareness
4 reports on road
safety awareness
programmes
submitted
11
3
113
programmes
submitted
programmes
submitted
programmes
submitted
programmes
submitted
Key Performance Area (KPA)
BASIC SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
Outcome 9: Responsive, Accountable, Effective and Efficient Local Government Systems
Output 2 Improving access to basic services
Output 4 Actions supportive of the human settlement outcome
10 POINT PLAN NUMBER 1
Improve the quantity and quality of municipal basic services to the people in the area of access to water, sanitation, electricity, waste management, roads and disaster management
Key Strategic Organizational Objective
Develop and strengthen a politically and administratively stable system of a municipality
Priority Area Strategic Objectives
Strategies Key Performance Indicator
Proposed Project 5 year target
2022/23 2023/24 2024/25 2025/26 2026/27
Roads Development
To provide a safe road network, in support of Local Municipalities
To Provide
roads
Number of reports on
stakeholder engagements
on MIG funding for Roads
Stakeholder
engagements on
roads
4 reports on
Stakeholder
engagements
on MIG
funding for
Roads
1 Road project
constructed
1 Road project constructed
1 Road project constructed
1 Road project constructed
Water Infrastructure Development
To provide safe drinking water, in support of Local Municipalities
Provision of water to communities
Number of reports on
stakeholder engagements
on MIG funding for water
Stakeholder
engagements in
water
4 reports on Stakeholder engagements on MIG funding for water
1 Water
infrastructure
constructed
1 Water infrastructure constructed
1 Water infrastructure constructed
1 Water infrastructure constructed
Sanitation Infrastructure Development
To provide sanitation infrastructure, in support of Local Municipalities
Provision of sanitation services to the community
Number of reports on
stakeholder engagements
on MIG funding for
sanitation
Stakeholder
engagements in
sanitation
4 reports Stakeholder engagements on MIG funding for sanitation
1 Sanitation
projected
constructed
1 Sanitation projected constructed
1 Sanitation projected constructed
1 Sanitation projected constructed
Electricity Infrastructure Development
To provide electricity infrastructure, in support to Local Municipalities
Provision of electricity services to the community
Number of reports on
stakeholder engagements
on MIG funding for
electricity
Stakeholder
engagements in
electricity
4 reports on Stakeholder engagements on MIG funding for electricity
1 Electricity
project
developed
1 Electricity project developed
1 Electricity project developed
1 Electricity project developed
11
4
114
Housing Infrastructure Development
To provide housing infrastructure, in support to Local Municipalities
Provision of housing services to the community
Number of reports on
stakeholder engagements
on MIG funding for
housing
Stakeholder
engagements in
housing
4 reports Stakeholder engagements on MIG funding for housing
1 Housing
project
constructed
1 Housing project constructed
1 Housing project constructed
1 Housing project constructed
Roads Development
To provide a safe road network, in support of Local Municipalities
To provide routine road maintenance
Number of reports on
stakeholder engagements
on MIG funding for roads
maintenance
Stakeholder
engagements in
roads
maintenance
4 reports
Stakeholder
engagements
on MIG
funding for
roads
maintenance
4 Reports on
roads
maintenance
4 Reports on roads maintenance
4 Reports on roads maintenance
4 Reports on roads maintenance
BPDM office maintenance
To provide health and safety of employees
Maintenance
of BPDM
offices
Number of reports on
office maintenance
work
Office Maintenance
4 Reports on
office
maintenance
work
4 Reports on office maintenance work
4 Reports on
office
maintenance
work
4 Reports on office maintenance work
4 Reports on
office
maintenance
work
BPDM New Offices To provide a
conducive working environment to all employees
To ensure
the
development
of the New
Office
Building
Number of New office
building plans
developed
New office
buildings
1 Report on
new office
building plans
Developed
1 Report on the Construction Phase
1 Report on the
Construction
Phase
N/a N/a
Sector Plans
To promote bulk Integrated planning
To ensure
access to
roads
Services.
Number of roads and
storm water master
plans developed
Roads and Storm-
water Master Plan
1 Road and
Storm-water
Master Plan
Developed.
N/a N/a N/a
1 Road and
Storm-water
Master Plan
Reviewed
Sector Plans
To promote bulk Integrated planning
To ensure
access to
electricity
Services.
Number of electricity
master plans developed
Electricity master
plans
1 Electricity
Master Plan
Developed.
N/a N/a N/a 1 Electricity
Master Plan
Reviewed
11
5
115
Key Performance Area (KPA) GOOD GOVERNANCE AND PUBLIC PARTICIPATION
Outcome 9: Responsive, Accountable, Effective and Efficient Local Government Systems
Output 1 Implement a differentiated approach to municipal financing, planning and support
Output 3 Implementation of the community work programme
Output 5 Deepen democracy through a refined ward committee model
Output 7 Single window of coordination
Key Strategic Organizational Objective
Develop and strengthen a politically and administratively stable system of a municipality
Priority Area Strategic Objectives Strategies Key Performance Indicator
Proposed Project 5 year target
22/23 23/24 24/25 25/26 26/27
Project Management To ensure project specifications are implemented with the allocated timeframes and to promote quality work
To ensure
proper
monitoring and
evaluation of
the projects
Number of
Consultants
meetings
convened
Consultants
Meetings
4 Consultants
Meetings
convened
4 Consultants Meetings convened
4 Consultants Meetings convened
4 Consultants Meetings convened
4 Consultants Meetings convened
Key Performance Area (KPA) LOCAL ECONOMIC DEVELOPMENT
Outcome 9: Responsive, Accountable, Effective and Efficient Local Government Systems
Output 3 Implementation of the community work programme
Key Strategic Organizational Objective
Enhance the municipal contribution to job creation and sustainable livelihoods through Local Economic Development
Priority Area Strategic Objectives Strategies Key Performance Indicator
Proposed Project 5 year target
22/23 23/24 24/25 25/26 26/27
Local Economic Development To provide job creation through Expanded Public Works Programme
Implementation
n of EPWP
programmes in
the infrastructure
sector
Number of
EPWP work
opportunities
created
EPWP projects
implementation
60 EPWP work
opportunities
created
65 EPWP work opportunities created
65 EPWP
work
opportunities
created
65 EPWP work opportunities created
65 EPWP work
opportunities
created
11
6
116
8.13.4 LOCAL ECONOMIC DEVELOPMENT
Key Performance Area (KPA) 4: Basic Services Delivery
Outcome 9: Responsive, Accountable, Effective and Efficient Local Government Systems
Outputs 1 & 7: Implement a differentiated approach to municipal financing, planning and support
Administrative and financial capability
Key Strategic Organisational Objectives: To provide sustainable Tourism and Marketing development
Priority Area Strategic Objectives Strategies Key Performance Indicators Proposed Project 5 Years Targets
2022/23 2023/24 2024/25 2025/26 2026/27
Tourism & Marketing To promote District Tourism
development
To ensure sustainable
Tourism Trainings &
Capacity building
Number of District Tourism
Trainings & Capacity
building conducted.
District Tourism
Trainings &
Capacity
building
Conducted
2 District Tourism Trainings & Capacity building Conducted
2 District Tourism Trainings & Capacity building Conducted
2 District Tourism Trainings & Capacity building Conducted
2 District Tourism Trainings & Capacity building Conducted
2 District Tourism Trainings & Capacity building Conducted
Tourism & Marketing
To promote District Tourism
development
To ensure sustainable
Tourism Awareness
Campaigns
Number of Tourism
Awareness Campaigns
conducted
Tourism
Awareness
Campaigns
Conducted
2 Tourism
Awareness
Campaigns
Conducted
2 Tourism Awareness Campaigns Conducted
2 Tourism Awareness Campaigns Conducted
2 Tourism Awareness Campaigns Conducted
2 Tourism
Awareness
Campaigns
Conducted
Tourism & Marketing To promote District Tourism
development
To ensure sustainable
Tourism Development
Support
Number of Tourism
Development Support
conducted
Tourism Support
Development
Conducted
5 Tourism Development Support Conducted
5 Tourism
Development
Support
Conducted
5 Tourism
Development
Support
Conducted
5 Tourism
Development
Support
Conducted
5 Tourism
Development
Support
Conducted
Tourism & Marketing To promote District Tourism
development
To ensure sustainable
Tourism Development
Support
Number of District Tourism
Strategy Reviewed
District Tourism
Strategy
Reviewed
1 District Tourism Strategy Reviewed
1 District Tourism Strategy Reviewed
1 District Tourism Strategy Reviewed
1 District Tourism Strategy Reviewed
1 District Tourism Strategy Reviewed
11
7
117
Tourism & Marketing To promote District Tourism
development
To ensure sustainable
Tourism Development
Support
Number of District Tourism
Infrastructure Programme
supported
District Tourism
Infrastructure
programme
supported
3 District Tourism Infrastructure programme
supported
1 District Tourism Infrastructure programme
supported
1 District Tourism Infrastructure programme
supported
1 District Tourism Infrastructure programme
supported
1 District Tourism Infrastructure programme
supported
Tourism & Marketing To promote District Tourism
development
To ensure sustainable
participation of Tourism
Exhibitions
Number of Tourism
Exhibitions Participated
Participation of
Tourism
Exhibitions
4 Tourism
Exhibitions
Participated
4 Tourism
Exhibitions
Participated
4 Tourism
Exhibitions
Participated
4 Tourism
Exhibitions
Participated
4 Tourism
Exhibitions
Participated
Tourism & Marketing To promote District Tourism
development
To ensure sustainable
Tourism Branding &
Promotion
Number of Tourism Branding &
Promotions Developed
Tourism
Branding &
Promotions
2 Tourism Branding & Promotions developed
2 Tourism
Branding &
Promotions
developed
2 Tourism
Branding &
Promotions
developed
2 Tourism
Branding &
Promotions
developed
2 Tourism
Branding &
Promotions
developed
Tourism & Marketing To promote District Tourism
development
To ensure sustainable
District Tourism Routes Number of District Tourism
Routes Supported
District Tourism
Routes
1 District Tourism Routes suported
1 District
Tourism
Routes
suported
1 District
Tourism
Routes
suported
1 District
Tourism
Routes
suported
1 District
Tourism
Routes
suported
Tourism & Marketing To promote District Tourism
development
To ensure sustainable
District Tourism Forums Number of District Tourism
Forums Conducted
District Tourism
Forums
4 District Tourism Forums conducted
4 District Tourism Forums conducted
4 District Tourism Forums conducted
4 District Tourism Forums conducted
4 District Tourism Forums conducted
11
8
118
8.13.5 AGRICULTURE AND RURAL DEVELOPMENT UNIT
Outcom
e 9
OUTPUT 3 Implementation of the community work programme
Priority
Area
Strategic
Objective
Strategies
Key Performance
Indicator
Proposed Projects BUDGET Five Year Targets
2026/27 2022/23 2023/24 2024/25 2025/26
Number of District
agriculture & Rural
Development
strategies Reviewed
District agriculture &
Rural Development
strategy reviewed
N/A 1 District agriculture &
Rural Development
strategy reviewed
1 District agriculture
& Rural
Development
strategy reviewed
1 District
agriculture & Rural
Development
strategy reviewed
1 District
agriculture & Rural
Development
strategy reviewed
1 District agriculture &
Rural Development
strategy reviewed
To improve
agriculture and
rural
development in
the district
Number of AgriPark
supported in the
District
AgriPark supported in
the district
R1 500 000
2 Agripark supported in
the district.
2 Agripark supported
in the district.
2 Agripark
supported in the
district.
2 Agripark
supported in the
district.
2 Agripark supported in the
district.
Number of reports
on youth and
Women in
Agriculture
supported
Youth and Women in
agriculture supported
R1 250 000 4 Reports on youth and
Women in agriculture
supported
4 Reports on youth
and Women in
agriculture supported
4 Reports on youth
and Women in
agriculture
supported
4 Reports on youth
and Women in
agriculture
supported
4 Reports on youth and
Women in agriculture
supported
Number of reports
on fresh produce
marked submitted
Fresh produce market R5 000 000 1 Report on fresh
produce market
submitted
1 Report on fresh
produce market
submitted
1 Report on fresh
produce market
submitted
1 Report on fresh
produce market
submitted
1 Report on fresh produce
market submitted
Number of reports
on agricultural
Cooperatives/
individual farmer
submitted annually
Agricultural
Cooperatives/individua
l farmer supportted
R2 500 000
4 Reports on agricultural
cooperatives/individual
farmers submitted
annually
4 Reports on
agricultural
cooperatives/individu
al farmers submitted
annually
4 Reports on
agricultural
cooperatives/indivi
dual farmers
submitted annually
4 Reports on
agricultural
cooperatives/indivi
dual farmers
submitted annually
4 Reports on agricultural
cooperatives/individual
farmers submitted annually
11
9
119
Number of reports
on farmers capacity
building programme
submitted annually
Farmers capacity
building programme
R 1 000 000
4 Reports on farmers
Capacity building
programmes submitted
annually
4 Reports on farmers
Capacity building
programmes
submitted annually
4 Reports on
farmers Capacity
building
programmes
submitted annually
4 Reports on
farmers Capacity
building
programmes
submitted annually
4 Reports on farmers
Capacity building
programmes submitted
annually
Number of reports
on game farming
submitted annually
Game farming
R800 000
4 reports on game
farming submitted
annually
4 Reports on game
farming submitted
annually
4 reports on game
farming submitted
annually
4 reports on game
farming submitted
annually
4 reports on game farming
submitted annually
Outcome
9
OUTPUT 3 Implementation of the community work programme
Priority
Area
Strategic
Objective
Strategies
Key Performance
Indicator
Proposed Projects BUDGET Five Year Targets
2026/27 2022/23 2023/24 2024/25 2025/26
Number of reports on
LED Forum submitted
annually
LED Forum
R 500 000
4 Reports on LED Forum
submitted annually
4 Reports on LED
Forum submitted
annually
4 Reports on LED
Forum submitted
annually
4 Reports on LED
Forum submitted
annually
4 Reports on LED Forum
submitted annually
Number of LED
strategies reviewed
LED Strategy
Reviewed
R 1 million
1 LED strategy reviewed
annually
1 LED strategy
reviewed annually
1 LED strategy
reviewed annually
1 LED strategy
reviewed annually
1 LED strategy reviewed annually
12
0
120
To provide and
promote
enterprise
development
initiatives
Number of reports on
cooperatives/SMMEs
Enterprises submitted
annually
Support of
Cooperatives/SMME
Enterprises
R 3 million 4 reports on
cooperatives/SMMEs
Enterprises submitted
annually
4 reports on
cooperatives/SMME
s Enterprises
submitted annually
4 reports on
cooperatives/SMM
Es Enterprises
submitted annually
4 reports on
cooperatives/SMM
Es Enterprises
submitted annually
4 reports on cooperatives/SMMEs
Enterprises submitted annually
Number of reports on
Small Town
Regeneration
Programmes
submitted annually
Small Town
Regeneration
Programmes
R 2 million
1 report on Small Town
Regeneration
Programmes submitted
annually
1 report on Small
Town Regeneration
Programmes
submitted annually
1 report on Small
Town
Regeneration
Programmes
submitted annually
1 report on Small
Town
Regeneration
Programmes
submitted annually
1 report on Small Town
Regeneration Programmes
submitted annually
Number of reports on
Industrial Development
submitted annually
Support to Industrial
Development (SEZ)
R 100 000 1 report on Industrial
Development submitted
annually
1 report on Industrial
Development
submitted annually
1 report on
Industrial
Development
submitted annually
1 report on
Industrial
Development
submitted annually
1 report on Industrial Development
submitted annually
Number of reports on
mining Forums
submitted annually
Mining forum
R 200 000 1 reports on mining
Forums submitted
annually
1 reports on mining
Forums submitted
annually
1 reports on mining
Forums submitted
annually
1 reports on mining
Forums submitted
annually
1 reports on mining Forums
submitted annually
Number of report on
Disake Sewing Factory
submitted annually
Conclusion of Disake
Sewing Factory
activities
R 500 000
4 reports on Disake
Sewing Factory
submitted annually
4 reports on Disake
Sewing Factory
submitted annually
4 reports on
Disake Sewing
Factory submitted
annually
4 reports on
Disake Sewing
Factory submitted
annually
4 reports on Disake Sewing
Factory submitted annually
12
1
121
8.14 GOOD GOVERNANCE AND PUBLIC PARTICIPATION
8.14.1 OFFICE OF THE EXECUTIVE MAYOR
Key Performance Area (KPA)
MUNICIPAL INSTITUTIONAL DEVELOPMENT AND TRANSFORMATION
Outcome 9: Responsive, Accountable, Effective and Efficient Local Government Systems
OUTPUT 1 Implement a differentiated approach to municipal financing, planning and support
OUTPUT 6 Administrative and financial capability
Key Strategic Organizational
Objective
Develop and strengthen a politically and administratively stable system of a municipality
Priority Area Strategic
Objectives Strategies
Key Performance Indicator
Proposed Project
5 year target
22/23 23/24 24/25 25/26 26/27
Advocacy for the rights of the elderly, children, women and persons with disability
To support and
coordinate for
various advocacy
group
Establish and
coordinate district
forum of various
advocacy group
Number of Disability Program Supported per plan
Disability Program 4 Disability Program Supported per plan
4 Disability Program Supported per plan
4 Disability Program Supported per plan
4 Disability Program Supported per plan
4 Disability Program Supported per plan
Number of Awareness Campaigns for advocacy of elderly rights Program held
Awareness
campaign for Elderly
4 Awareness Campaigns for advocacy of elderly rights Program held
4 Awareness Campaigns for advocacy of elderly rights Program held
4 Awareness Campaigns for advocacy of elderly rights Program held
4 Awareness Campaigns for advocacy of elderly rights Program held
4 Awareness Campaigns for advocacy of elderly rights Program held
Number of ECDs supported per plan ECD Programs
4 ECDs supported per plan
4 ECDs supported per plan
4 ECDs supported per plan
4 ECDs supported per plan
4 ECDs supported per plan
Number of Youth Development Programs supported per plan
Youth Development
Programs
4 Youth development Programs supported per plan
4 Youth development Programs supported per plan
4 Youth development Programs supported per plan
4 Youth development Programs supported per plan
4 Youth development Programs supported per plan
Number of Girl Child taken to practical work environment
25 Girl Child taken to work Environment
25 Girl Child taken to practical work Environment
25 Girl Child taken to practical work Environment
25 Girl Child taken to practical work Environment
25 Girl Child taken to practical work Environment
25 Girl Child taken to
practical work
Environment
Number of Woman Program supported per plan
5 Woman Program
supported per plan
5 Woman Program
supported per plan
5 Woman Program supported per plan
5 Woman Program supported per plan
5 Woman Program supported per plan
5 Woman Program supported per plan
12
2
122
Key Performance Area (KPA)
MUNICIPAL INSTITUTIONAL DEVELOPMENT AND TRANSFORMATION
Outcome 9: Responsive, Accountable, Effective and Efficient Local Government Systems
OUTPUT 1 Implement a differentiated approach to municipal financing, planning and support
OUTPUT 6 Administrative and financial capability
Key Strategic Organizational
Objective
Develop and strengthen a politically and administratively stable system of a municipality
Priority Area Strategic
Objectives Strategies
Key Performance Indicator
Proposed Project
5 year target
22/23 23/24 24/25 25/26 26/27
To develop and promote Community Based Organizations
To support and
mobilize
different
organizations
within the
community
Coordinate and
empower
various
advocacy group
Number of CBO Programs Supported per plan
CBO Program 4 CBO Program
supported per plan
4 CBO Program supported per plan
4 CBO Program supported per plan
4 CBO Program supported per plan
4 CBO Program supported per plan
Number of HIV/AIDS Awareness programs supported
HIV/AIDS
Program
1 HIV/AIDS Program Awareness supported
1 HIV/AIDS Program Awareness supported
1 HIV/AIDS Program Awareness supported
1 HIV/AIDS Program Awareness supported
1 HIV/AIDS Program Awareness supported
Number of Moral Regeneration programs supported
Moral
Regeneration
program
4 Moral Regeneration Program Supported
4 Moral Regeneration Program Supported
4 Moral Regeneration Program Supported
4 Moral Regeneration Program Supported
4 Moral Regeneration Program Supported
To enhance and strengthen Intergovernemtal Relations (IGR)
To support different IGR initiatives
Coordinate IGR
initiatives
Number of IGR initiatives supported per plan
IGR Initiative
4 IGR initiatives supported per plan
4 IGR initiatives supported per plan
4 IGR initiatives supported per plan
4 IGR initiatives supported per plan
4 IGR initiatives supported per plan
Public participation To engage in programmes that foster public participation, interaction and partnership
Public
participation
Number of State of the District Address coordinated
State of the
District
Address
1 State of the District Address coordinated
1 State of the District Address coordinated
1 State of the District Address coordinated
1 State of the District Address coordinated
1 State of the District Address coordinated
Special Programmes
To promote the needs and interests of special focus
Special
Programmes
Number of Community Bursaries awarded
Number of
Community
Bursaries
awarded
50 Community
Bursaries awarded
50 Community Bursaries awarded
50 Community Bursaries awarded
50 Community Bursaries awarded
50 Community Bursaries awarded
12
3
123
groupings
Procurement of Marketing and Communications items
To support marketing and communications programmes
Procurement of
marketing and
communication
materials
Number of reports on Marketing and communications material procured
Marketing and
Communicatio
ns materials
4 Reports of marketing and Communications material procured
4 Reports of marketing and Communications material procured
4 Reports of marketing and Communications material procured
4 Reports of marketing and Communications material procured
4 Reports of marketing and Communications material procured
Marketing and Communications To support
marketing and communications programmes
Implementing
marketing and
communication
programme
Number of reports on Marketing and Communication programmes implemented
Marketing and
communicatio
ns program
4 Reports of Communication and marketing programmes implemented
4 Reports of Communication and marketing programmes implemented
4 Reports of Communication and marketing programmes implemented
4 Reports of Communication and marketing programmes implemented
4 Reports of Communication and marketing programmes implemented
12
4
124
8.14.2 OFFICE OF THE SPEAKER
Key Performance Area (KPA) GOOD GOVERNANCE AND PUBLIC PARTICIPATION
Outcome 9: Responsive, Accountable, Effective and Efficient Local Government Systems
Output 1 Implement a differentiated approach to municipal financing, planning and support
Output 3 Implementation of the community work programme
Output 5 Deepen democracy through a refined ward committee model
Output 7 Single window of coordination
Key Strategic Organizational Objective Support Local Governance Structure
Priority Area Strategic Objectives Strategies Key Performance Indicators
Proposed Project 5 Years Targets
2022/23 2023/24 2024/25 2025/26 2026/27
Council and Council Committees Public Participation
To Promote good
governance through
provision of
administrative support
To ensure good
governance and effective
public participation
Council Administrative support
Number of Council
Meetings coordinated Council Meetings
8 Council
Meetings
coordinated
8 Council
Meeting
Coordinated
8 Council
meeting
Coordinated
8 Council Meeting Coordinated
8 Council
Meeting
Coordinated
Number of ward
committee capacity
building programmes
coordinated
Number of ward
committee capacity
building programmes
coordinated
Ward committee
capacity building
programmes
4 ward committee
capacity building
programmes
coordinated
4 ward
committee
capacity
building
programmes
coordinated
4 ward
committee
capacity
building
programmes
coordinated
4 ward
committee
capacity
building
programmes
coordinated
4 ward
committee
capacity
building
programmes
coordinated
Number of mandatory
Speaker’s forum
coordinated
Mandatory
Speaker’s forum
4 Mandatory
Speaker’s forum
coordinated
4 Mandatory
Speaker’s forum
coordinated
4 Mandatory
Speaker’s forum
coordinated
4 Mandatory
Speaker’s forum
coordinated
4 Mandatory
Speaker’s forum
coordinated
Number of District
Batho Pele Monitoring
Campaigns conducted
District Batho
Pele Monitoring
Campaigns
conducted
2 District Batho
Pele Monitoring
Campaigns
conducted
2 District Batho
Pele Monitoring
Campaigns
conducted
2 District Batho
Pele Monitoring
Campaigns
conducted
2 District Batho
Pele Monitoring
Campaigns
conducted
2 District Batho
Pele Monitoring
Campaigns
conducted
12
5
125
Number of District
Batho Pele Forum
meetings coordinated
District Batho
Pele Forum
meetings
coordinated
1 District Batho
Pele Forum
meeting
coordinated
1 District Batho
Pele Forum
meeting
coordinated
1 District Batho
Pele Forum
meeting
coordinated
1 District Batho
Pele Forum
meeting
coordinated
1 District Batho
Pele Forum
meeting
coordinated
Number of Public Participation coordinated
Public Participation
4 Public
Participation
Coordinated
4 Public
Participation
Coordinated
4 Public
Participation
Coordinated
4 Public
Participation
Coordinated
4 Public
Participation
Coordinated
Number of training and
development
coordinated
Training and
Development
6 Trainings
development
coordinated
6 Trainings
development
coordinated
6 Trainings
development
coordinated
6 Trainings
development
coordinated
6 Trainings
development
coordinated
Number of Anti-
corruption strategy
reviewed
Review of Anti-
corruption
strategy
1 Anti-corruption
strategy Reviewed
1 Anti-corruption
strategy
Reviewed
1 Anti-corruption
strategy
Reviewed
1 Anti-corruption
strategy
Reviewed
1 Anti-corruption
strategy
Reviewed
Number of Anti-
corruption wareness
campaigns conducted
Anti-corruption
awareness
campaign
4 Anti-corruption
wareness
campaigns
conducted
4 Anti-corruption
wareness
campaigns
conducted
4 Anti-corruption
wareness
campaigns
conducted
4 Anti-corruption
wareness
campaigns
conducted
4 Anti-corruption
wareness
campaigns
conducted
12
6
126
8.14.3 MPAC
Key Performance Area (KPA) GOOD GOVERNANCE AND PUBLIC PARTICIPATION
Outcome 9: Responsive, Accountable, Effective and Efficient Local Government Systems
Output 1 Implement a differentiated approach to municipal financing, planning and support
Output 3 Implementation of the community work programme
Output 5 Deepen democracy through a refined ward committee model
Output 7 Single window of coordination
Key Strategic Organizational Objective Support Local Governance Structures
Priority Area Strategic Objectives Strategies Key Performance Indicators Proposed Project 5 Years Targets
2022/23 2023/24 2024/25 2025/26 2026/27
To Promote Good
Governance and
Community Participation
Ensuring
accountability and
oversight within
the institution
Number of MPAC meetings convened
MPAC meetings 4 MPAC meeting
convened
4 MPAC meeting
convened
4 MPAC
meeting
convened
4 MPAC
meeting
convened
4 MPAC meeting
convened
Number of MPAC reports submitted to
Council
MPAC
Reports 4 MPAC report
submitted to
Council
4 MPAC report
submitted to
Council
4 MPAC
reports
submitted to
Council
4 MPAC report
submitted to
Council
4 MPAC report
submitted to
Council
Number of District MPAC
Chairpersons’ Forum meetings
convened
District
MPAC
Chairperson
Forum
meetings
4 District MPAC
Chairpersons
Forum meeting
convened
4 District MPAC
Chairpersons
Forum meeting
convened
4 District
MPAC
Chairpersons
Forum meeting
convened
4 District
MPAC
Chairpersons
Forum meeting
convened
4 District
MPAC
Chairpersons
Forum meeting
convened
Number of MPAC Annual Work Plan
submitted to Council
MPAC
Annual Work
Plan
1 MPAC Annual
Work Plan submitted
to Council
1 MPAC Annual
Work Plan
submitted to
Council
1 MPAC Annual
Work Plan
submitted to
Council
1 MPAC Annual
Work Plan
submitted to
Council
1 MPAC Annual
Work Plan
submitted to
Council
12
7
127
8.14.4 OFFICE OF THE SINGLE WHIP
Key Performance Area (KPA) GOOD GOVERNANCE AND PUBLIC PARTICIPATION
Outcome 9: Responsive, Accountable, Effective and Efficient Local Government Systems
Output 1 Implement a differentiated approach to municipal financing, planning and support
Output 3 Implementation of the community work programme
Output 5 Deepen democracy through a refined ward committee model
Output 7 Single window of coordination
Key Strategic Organizational Objective Support Local Governance Structures
Priority Area Strategic Objectives
Strategies Key Performance Indicators
Proposed Project
5 Years Targets
2022/23 2023/24 2024/25 2025/26 2026/27
Convening and Coordination of
Chief Whips Forum meeting
To promote and
enhance good
governance
Whippery meetings
Number of District
Whippery Forum
meetings coordinated
District Whippery
Forum
4 District Whippery Forum meetings Coordinated
4 District Whippery Forum
meetings Coordinated
4 District Whippery
Forum meetings
Coordinated
4 District Whippery
Forum meetings
Coordinated
4 District Whippery
Forum meetings
Coordinated
Number of Multi-party
Whippery meetings
coordinated
Multi-party
Whippery
meetings
8 Multi-party Whippery
meetings coordinated
8 Multi-party Whippery
meetings coordinated
8 Multi-party
Whippery meetings
coordinated
8 Multi-party
Whippery meetings
coordinated
8 Multi-party
Whippery meetings
coordinated
Number of Ward Based
Whippery meetings
coordinated
Ward Based
Whippery
meetings
5 Ward Based Whippery meetings coordinated
5 Ward Based Whippery
meetings coordinated
5 Ward Based
Whippery meetings
coordinated
5 Ward Based
Whippery meetings
coordinated
5 Ward Based
Whippery meetings
coordinated
Number of Extended
Whippery meetings
coordinated.
Extended
Whippery
meetings
4 Extended Whippery meetings coordinated
4 Extended Whippery meetings coordinated
4 Extended Whippery meetings coordinated
4 Extended Whippery meetings coordinated
4 Extended Whippery meetings coordinated
12
8
128
Key Performance Area (KPA) GOOD GOVERNANCE AND PUBLIC PARTICIPATION
Outcome 9: Responsive, Accountable, Effective and Efficient Local Government Systems
Output 1 Implement a differentiated approach to municipal financing, planning and support
Output 3 Implementation of the community work programme
Output 5 Deepen democracy through a refined ward committee model
Output 7 Single window of coordination
Key Strategic Organizational Objective Support Local Governance Structures
Priority Area Strategic Objectives Strategies Key Performance
Indicators
Proposed Project 5 Years Targets
2022/23 2023/24 2024/25 2025/26 2026/27
Good Governance & Public
Participation
Proper coordination
and synchronization
of critical matters
Stakeholder
engagement
Ensuring the
provision of effective
and efficient political
oversight by all
parties represented
in the BPDM and at
local municipalities
Number of District
Home Affairs
Stakeholders Forum
meetings coordinated
District Home
Affairs
Stakeholders
Forum
4 District Home Affairs
Stakeholders Forum
meetings coordinated
4 District Home Affairs
Stakeholders Forum
meetings coordinated
4 District Home
Affairs
Stakeholders
Forum meetings
coordinated
4 District Home
Affairs
Stakeholders
Forum meetings
coordinated
4 District Home
Affairs
Stakeholders
Forum meetings
coordinated
Number of Whippery
Training Workshops
coordinated
Whippery
Training
Workshops
6 Whippery Training
Workshops coordinated
6 Whippery Training
Workshops coordinated 6 Whippery
Training
Workshops
coordinated
6 Whippery
Training
Workshops
coordinated
6 Whippery
Training
Workshops
coordinated
12
9
129
8.15 PROJECT LIST AND BUDGET
TECHNICAL SERVICES DEPARTMENT
Project
Number
Project Name
Project
Description
(major activities)
Location
Key
Performance
Indicator
MTERF Targets MTERF Budget R Source of
Funding
Implementing
Agent
EIA/B
AR/ EMP 2022/23 2023/24 2024/25 2022/23 2023/24 2024/25
INFR-01
RRAMS
Implementation and
monitoring of RRAMS
Programme
BPDM
Number of rural
roads assets
management
system (RRAMS)
developed
1 RRAMS
developed 1 RRAMS
developed 1 RRAMS
developed
2 529 000
2 539 000
2 631 000
Equitable
shares
And Dora
Grant
Technical Services
N/A
INFR-02
Transport Forum To conduct transport
forums
BPDM
Number of
Transport Forums
coordinated
4 Transport
forum
coordinated
4 Transport
forum
coordinated
4 Transport
forum
coordinated
150 000
170 000
190 000
Equitable
shares
Technical Services
N/A
INFR-03 public transport
facilities
Monitoring of public
transport facilities to
ensure compliance with
legislations
BPDM
Number of reports
on public transport
facilities monitored
10 reports on
public
transport
facilities
monitored
10 reports on
public transport
facilities
monitored
10 reports on
public transport
facilities
monitored
119 800
130 000
150 000
Equitable
shares
Technical Services
N/A
INFR 04 Road Safety
awareness
programme
To facilitate and conduct
road safety awareness
BPDM Number of reports
on road safety
awareness
programme
submitted
4 reports on
road safety
awarenesspr
ogrammes
submitted
4 reports on
road safety
awarenessprog
rammes
submitted
4 reports on road
safety
awarenessprogra
mmes submitted
180 000 190 000 200 000 Equitable
shares
Technical Services
N/A
INFRA 05 Office Maintenance General Office
maintenance work
BPDM Number of reports
on office
maintenance work
4 reports on
office
maintenance
work
4 reports on
office
maintenance
work
4 reports on
office
maintenance
work
2000 000 1 500 000 1 500 000 Equitable
shares
Technical Services
N/A
13
0
130
INFRA 06 Sector Plans Development of roads
and stormwater master
plan
BPDM Number of roads
and stormwater
master plans
developed
1 roads and
stormwater
master plan
developed
N/a N/a 1 500 000 N/a N/a Equitable
shares
Technical Services
N/A
INFRA 07 Sector Plans Development of master
plan
BPDM Number of
electricity master
plans developed
1 electricity
master plan
developed
N/a N/a 1 500 000 N/a N/a Equitable
shares
Technical Services
N/A
INFRA 08 EPWP projects
implementation
Basic Maintenance of
municipal infrastructure
such as roads; street
lighting;Office Buildings
and community
halls;Cleaning and
Clearing of storm-water
culverts;Basic
maintenance on water
treatment works;
andBasic maintenance
on sewer treatment
works.
BPDM Number of EPWP
work opportunities
created
55 Work
opportunities
created
65 Work
opportunities
created
65 Work
opportunities
created
1 585 000 1 585 000 158 000 Equitable
shares
Technical Services N/A
TOTAL BUDGET O&M CAPEX
13
1
131
Project No. Project Name Project Description (major activities)
Location Key performance indicator
MTERF Targets MTERF Budget (R) Source of
Funding
Implementin
g Agent
EIA/BA
R/EMP 2022/23 2023/24 2024/25 2022/23 2023/24 2024/25
CDS-01 Public Awareness Campaigns
Public Awareness
Campaigns
All 5 Local Municipalities
Number of
Public
Awareness
campaigns
conducted
20 Public
Awareness
campaigns
20 Public
Awareness
campaigns
20 Public
Awareness
campaigns
600 000 660 000 726 000 Equitable
Share
BPDM N/A
CDS-02 Risk Assessment Risk Assessment All 5 Local Municipalities
Number of Risk Assessment Conducted
20 Risk
Assessment
20 Risk
Assessment
20 Risk
Assessment
120 000 132 000
145 200 Equitable
Share
BPDM N/A
CDS-03 Advisory Forum Advisory Forum All 5 Local Municipalities
Number of
Advisory Forum
4 Advisory
Forum
meetings
4 Advisory Forum meetings
4 Advisory Forum meetings
320 000 352 000 387 200 Equitable
Share
BPDM N/A
CDS-04 GIS Organize GIS day All 5 Local Municipalities
Number of GIS
day(s)
conducted
GIS day GIS day GIS day 50 000 55 000 60 500 Equitable
Share
BPDM N/A
CDS-05 Communication Maintenance of two way digital radios
All 5 Local Municipalities
Maintenance of two way digital radios
5 Visits at all 5 local Municipalities
5 Visits at all 5 local Municipalities
5 Visits at all 5 local Municipalities
350 000 385 000 423 500 Equitable
Share
BPDM N/A
CDS-06 Disaster Relief
Materials
Relief assistance during incidents and disasters
All 5 Local Municipalities
Disaster Response and Recovery
Number of incidents
Number of
incidents
Number of
incidents
2 500 000
2 610 000
2 719 000
Equitable
Share
BPDM N/A
CDS-07 Workshop and
Registration
Workshop and Registration
National Annual membership renewal
2 Annual Disaster conferences
2 Annual
Disaster
conferences
2 Annual
Disaster
conferences
200 000 208 000 217 569 Equitable
share
BPDM N/A
13
2
132
COMMUNITY DEVELOPMENT SERVICES
Project No. Project Name Project
Description (major
activities)
Location Key
performance
indicator
MTERF Targets MTERF Budget (R) Source of
Funding
Implem
ent ing
Agent
EIA/BA
R/EMP 2022/23 2023/24 2024/25 2022/23 2023/24 2024/25
CMSD-01 Bojanala Half Marathon
Athletics running
event
BPDM Number of Sport
programmes
organised
1 event held 1 event held 1 event held 300 000 314 000 328 000 Equitable
Share
BPDM N/A
CMSD-02 Recreational
Programmes
Indigenous games BPDM Number of Recreation programmes organised
1 event held 1 event held 1 event held OPEX OPEX OPEX Equitable
Share
BPDM N/A
CMSD-03 Soccer
Development
Soccer Development
Tournament
BPDM Number of Sport
programmes
organised
1 event held 1 event held 1 event held 224 000 234 000 245 081 Equitable
Share
BPDM N/A
CMSD-04 Bojanala Netball
Championship
Netball development
Tournament
BPDM Number of sport
programmes
organised
1 event held 1 event held 1 event held 237 500 248 900 259 851 Equitable
Share
BPDM N/A
CMSD-05 Cricket
development
Cricket development
programme
BPDM Number of sport
programmes
organised
1 event held 1 event held 1 event held OPEX OPEX OPEX Equitable
Share
BPDM N/A
CMSD-06 Provision of sport
equipment
Provision of basic sports equipment
BPDM Number of sporting codes provided with sports equipment
4 sporting codes
4 sporting codes
4 sporting codes
150 000 165 000 181 000 Equitable
Share
BPDM N/A
CMSD-07 Heritage day
celebration
Cultural event BPDM Number of cultural
programmes
organised
1 event held 1 event held 1 event held 78 000 81 744 85340 Equitable
Share
BPDM N/A
CMSD-08 Visual / Fine arts
program
Arts exhibition BPDM Number of arts
programmes
organised
1 event held 1 event held 1 event held 50 000 52 400 54 705 Equitable
Share
BPDM N/A
CMSD-09 Drama workshop Drama workshop/
capacity building
BPDM Number of arts
programmes
organised
1 event held 1 event held 1 event held 50 000 52 400 54 705 Equitable
Share
BPDM N/A
13
3
133
CMSD-10 Performing Arts Performing arts
programme
BPDM Number of arts
programmes
organised
1 event held 1 event held 1 event held OPEX OPEX OPEX Equitable
Share
BPDM N/A
Project No. Project Name Project
Description (major
activities)
Location Key
performance
indicator
MTERF Targets MTERF Budget (R) Source of
Funding
Implem
enting
Agent
EIA/BA
R/EMP 2022/23 2023/24 2024/25 2022/23 2023/24 2024/25
CDS-01 Food Parcels Procurement of food
parcels
All 5 Local Municipalities
Number of food
parcels
distributed
150 food
parcels to
be
distributed
150 food
parcels to be
distributed
150 food
parcels to
be
distributed
500 000 524 000 547 056 Equitable
Share
BPDM N/A
CDS-02 NGOs support Financial assistance All 5 Local Municipalities
Number of NGOs supported
5 NGOs to
be assisted
5 NGOs to be
assisted
5 NGOs to
be assisted
500 000 524 000 547 056 Equitable
Share
BPDM N/A
CDS-03 NGOs support
through EPWP
Volunteers to assist
at NGOs
All 5 Local Municipalities
Number of NGOs
supported
through EPWP
Appointme
nt of 47
EPWP
volunteers
Appointment of 47 EPWP volunteers
Appointment of 47 EPWP volunteers
600 000 628 800 656 467 Equitable
Share
BPDM N/A
CDS-04 Volunteer’s Day Celebrate the work of
volunteers
All 5 Local Municipalities
Number of
volunteers
supported
Number of
volunteers
to be
identified
Number of volunteers to be identified
Number of volunteers to be identified
300 000 314 400 328 233 Equitable
Share
BPDM N/A
Project No. Project Name Project
Description (major
activities)
Location Key
performance
indicator
MTERF Targets MTERF Budget (R) Source of
Funding
Impleme
nting
Agent
EIA/BA
R/EMP 2022/23 2023/24 2024/25 2022/23 2023/24 2024/25
CDS-01 Public Awareness Campaigns
Public Awareness
Campaigns
All 5 Local Municipalities
Number of Public
Awareness
campaigns
conducted
20 Public
Awareness
campaigns
20 Public
Awareness
campaigns
20 Public
Awareness
campaigns
600 000 660 000 726 000 Equitable
Share
BPDM N/A
CDS-02 Risk Assessment Risk Assessment All 5 Local Municipalities
Number of Risk Assessment Conducted
20 Risk
Assessment
20 Risk
Assessment
20 Risk
Assessment
120 000 132 000 145 200 Equitable
Share
BPDM N/A
13
4
134
CDS-03 Advisory Forum Advisory Forum All 5 Local Municipalities
Number of
Advisory Forum
4 Advisory
Forum
meetings
4 Advisory Forum meetings
4 Advisory Forum meetings
320 000 352 000 387 200 Equitable
Share
BPDM N/A
CDS-04 GIS Organize GIS day All 5 Local Municipalities
Number of GIS
day(s) conducted
GIS day GIS day GIS day 50 000 55 000 60 500 Equitable
Share
BPDM N/A
CDS-05 Communication Maintenance of two way digital radios
All 5 Local Municipalities
Maintenance of two way digital radios
5 Visits at all 5 local Municipalities
5 Visits at all 5 local Municipalities
5 Visits at all 5 local Municipalities
350 000 385 000 423 500 Equitable
Share
BPDM N/A
CDS-06 Disaster Relief
Materials
Relief assistance during incidents and disasters
All 5 Local Municipalities
Disaster Response and Recovery
Number of incidents
Number of
incidents
Number of
incidents
2 500 000 2 750 000 3 025 000 Equitable
Share
BPDM N/A
CDS-07 Workshop and
Registration
Workshop and Registration
National Annual membership renewal
2 Annual Disaster conferences
2 Annual
Disaster
conferences
2 Annual
Disaster
conferences
200 000 220 000 242 000 Equitable
share
BPDM N/A
Project No. Project Name Project
Description (major
activities)
Location Key
performance
indicator
MTERF Targets MTERF Budget (R) Source of
Funding
Implemen
ting
Agent
EIA/BA
R/EMP 2022/23 2023/24 2024/25 2022/23 2023/24 2024/25
CDS-01 Food Parcels Procurement of
food parcels
All 5 Local Municipalities
Number of food
parcels
distributed
150 food
parcels to
be
distributed
150 food
parcels to be
distributed
150 food
parcels to
be
distributed
500 000 550 000 605 000 Equitable
Share
BPDM N/A
CDS-02 NGOs support Financial assistance
All 5 Local Municipalities
Number of NGOs supported
5 NGOs to
be
assisted
5 NGOs to
be assisted
5 NGOs to
be
assisted
500 000 550 000 605 000 Equitable
Share
BPDM N/A
CDS-03 NGOs support
through EPWP
Volunteers to assist
at NGOs
All 5 Local Municipalities
Number of
NGOs
supported
through EPWP
Appointm
ent of 47
EPWP
volunteers
Appointment of 47 EPWP volunteers
Appointment of 47 EPWP volunteers
600 000 660 000 726 000 Equitable
Share
BPDM N/A
CDS-04 Volunteer’s Day Celebrate the work
of volunteers
All 5 Local Municipalities
Number of
volunteers
supported
Number of
volunteers
to be
identified
Number of volunteers to be identified
Number of volunteers to be identified
300 000 330 000 363 000 Equitable
Share
BPDM N/A
13
5
135
Project No. Project Name Project Description (major activities)
Location Key performance indicator
MTERF Targets MTERF Budget (R) Source of
Funding
Implem
enting
Agent
EIA/B
A
R/EM
P
2022/23 2023/24 2024/25 2022/23 2023/24 2024/25
CDSF-01 Extrication Equipment Procurement of
extrication
equipment
CDS- all
stations
Number of set
of extrication
equipment
Procured.
2 set of
extrication
equipment
procured
1 set of
extrication
equipment
procured
1 set of
extrication
equipment
procured
1400 000 750 000 770 000 Equitable
Share
BPDM N/A
CDSF-02 Fire safety awareness
programme
Fire safety week CDS- all
stations
Number of Fire safety awareness events held.
1 fire safety
awareness
event held.
1 fire safety
awareness
event held.
1 fire safety
awareness
event held.
None 116 600 128 260 Equitable
Share
BPDM N/A
CMSD-03 Fire Equipment Procurement of
small gear
equipment and
tools
CDS- all
stations
Number of set of
small gear
equipment and
tools procured
1 set of small
gear
equipment and
tools
procured
1 set of small
gear
equipment
and tools
procured
1 set of small
gear
equipment and
tools
procured
900 000 950 000 100 000 Equitable
Share
BPDM N/A
CDSF-04 Compressed Air Foam
systems (CAFS) and vehicles
Procurement of
Compressed Air
Foam Systems
and vehicles
CDS-
Kgetleng,M
oretele
Number of
CAFS units
procured
2 CAFS units
procured
1 high CAFS
units procured
None 2 900 000 1 450 000 None Equitable
Share
BPDM N/A
CDSF-05 Complete Breathing
Apparatus sets
Procurement of complete Breathing Apparatus sets
CDS- all
stations
Number set of complete Breathing Apparatus sets
20 set of complete Breathing Apparatus
15 set of complete Breathing Apparatus
15 set of
complete
Breathing
Apparatus
400 000 330 000 363 000 Equitable
Share
BPDM N/A
CDSF-06 Medium Fire Tanker Procurement of 2 medium Fire Tankers
CDS-
Kgetleng,M
oretele
Number of Medium Fire Tankers Procured
2x Medium Fire Tanker Procured
1 Medium Fire Tanker Procured
1 Medium Fire
Tanker
Procured
11 000
000
605 000 6 655 000 Equitable
Share
BPDM N/A
CDSF-07 Rapid dual Response vehicle Procurement of dual Response vehicle
CDS-
Mogwase,K
getleng
Number of dual Response vehicles Procured
2 dual response vehicle Procured
1 dual response vehicle Procured
1 dual
response
vehicle
Procured
12 000
000
6 000 000 6 057 000 Equitable
Share
BPDM N/A
13
6
136
CDSF-08 Personnel Protective equipment Procurement of
Personnel
Protective
Equipment
CDS –all
stations
Number of PPE
Procured for fire
personnel
PPE for fire
personnel
Procured
PPE for fire
Personnel
Procured
PPE for fire
Personnel
Procured
5 768 400 None 6 862 152 Equitable
Share
BPDM N/A
CDSF-09 Fire personnel standard uniform Procurement of Fire
Personnel Standard
Uniform
CDS-all
station’s
Number of
Standard uniform
Procured
Standard
Uniform
Procured
Standard
Uniform
Procured
Standard
Uniform
Procured
1 300 000 None 1 505 918 Equitable
Share
BPDM N/A
CDSF-10 Complete Diving Equipment Procurement of
complete Diving
Equipment
CDS-all
stations
Number of Diving
Equipment
Procured
Complete Diving
set Procured
Complete
Diving set
Procured
Complete Diving
set Procured
250 000 270 800 None Equitable
Share
BPDM N/A
CDSF-11 Office Stationery Procurement of
Office Stationery
CDS- all
stations
Number of Office
Stationery
Procured
Office
Stationery
Procured
Office
Stationery
Procured
Office Stationery
Procured
98 150 105 765 116 342 Equitable
Share
BPDM N/A
CDS-12 Cleaning Materials Procurement of
Cleaning Materials
CDS- all
stations
Number of
Cleaning
Materials
Procured
Cleaning
Materials
Procured
Cleaning
Materials
Procured
Cleaning
Materials
Procured
130 290 112 519 123 771 Equitable
Share
BPDM N/A
CDS-13 Support To FPAs Procurement of
portable firefighting
equipment
CDS- all
Locals
Number of
firefighting
equipment
Procured
Firefighting
equipment
Procured
Firefighting
equipment
Procured
Firefighting
equipment
Procured
1 000 000 859 000 944 900 Equitable
Shares
BPDM N/A
CDS-14 Fire Personnel Medical
Programme surveillance Procurement of
Medical surveillance
Service
CDS -stations Number of
Medical
surveillance
conducted
Medical surveil
lance conducted
Medical
surveillance
conducted
Medical
surveillance
conducted
380 000 396 200 413 820 Equitable
Shares
BPDM N/A
CDS-15 Water Borehole Procurement of
water borehole
CDS
Kgetleng
Fire,
Mogwase.
And Moretele
Number of water
borehole
completed
Water borehole
completed
Water borehole
completed
Water borehole
completed
120 000 None 90 750 Equitable
Shares
BPDM N/A
CDS-16 Satellite Fire new fencing Procurement of new fencing equipment
CDS-
Kgetleng
Number of new fencing equipment procured
Kgetleng Satellite fire station new fencing
Kgetleng Satellite fire station new fencing
Kgetleng
Satellite fire
station new
fencingas
104 260 None 114 686 Equitable Shares
BPDM N/A
13
7
137
CDS-17 Office Furniture Procurement of office furniture
CDS – all
stations
Number of office furniture Procured
Office furniture Procured
Office furniture procured
Office furniture
Procured
200 000 100 300 150 930 Equitable
Shares
BPDM N/A
CDS-18 Complete Hazmat
set/equipment
Procurement of Hazmat equipment
CDS – all
stations
Number of Hazmat equipment Procured
Hazmat set equipment Procured
Hazmat set equipment Procured
Hazmat
equipment set
Procured
600 000 600 000 484 000 Equitable
Shares
BPDM N/A
CDS-19 Small breaking tools and
equipment
Procurement of small breaking tools
CDS- all
stations
Number of small braking tools Procured
Small miscellaneous tools procured
Small miscellaneous tools procured
Small
miscellaneous
tools procured
890 300 None 107 726 Equitable
Shares
BPDM N/A
CDS-20 Computers and Equipment Procurement of computers and equipment
CDS- all
stations
Number of computers and equipment procured
Computers and equipment procured
Computers and equipment procured
Computers and
equipment
procured
75 000 82 500 90 750
Equitable
Shares
BPDM N/A
CDS - 21 Vehicle Repairs and
Maintenance
Procurement of fire services fleet repairs and Maintenance
CDS – all
BPDM fire
stations
Number of repairs and maintenance procured
Repairs and maintenance procured
Repairs and maintenance procured
Repairs and
maintenance
procured
1 800 000 1 980 000 2 178 000 Equitable
Shares
BPDM N/A
CDS - 22 Fire personnel Membership
fees
Procurement of Membership payments fire personnel
CDS – all
BPDM fire
personnel
Number of membership payments procured(108)
SAESI membership payments procured
SAESI membership payments procured
SAESI
membership
payments
procured
80 000 84 600 85 860 Equitable
Shares
BPDM N/A
CDS - 23 Conference, Workshop
Attendance
Procurement of workshops conference attendance
CDS – all
BPDM fire
personnel
Number of workshops and conference procured
Workshops and conferences attended
Workshops and conferences attended
Workshops
and
conferences
attended
120 000 132 000 145 200 Equitable
Shares
BPDM N/A
CDS - 24 Airports/Strips Simulation
Support
Procurement of District Annual Airport/Strips Simulation support
CDS –
Moses
Kotane
Local
Municipality
Number of District Annual Airport/Strips supported in simulation exercise
Airport/ Strips Annual simulation exercise procured
Airport/Strips Annual simulation exercise procured
Airport/Strips
Annual
simulation
exercise
procured
80 000 88 000 96 800 Equitable
Shares
BPDM N/A
13
8
138
CDS - 25 Library and Training Materials Procurement of BPDM fire stations Library and Training materials
CDS – all
BPDM
stations
Number of Library and Training materials procured
Library and Training materials procured
Library and Training materials procured
Library and
Training
materials
procured
78 300 86 130 94 743 Equitable
Shares
BPDM N/A
CDS - 26 EPWP BPDM Fire Services
General workers
Procurement of EPWP BPDM Fire Services General Workers
CDS – all
BPDM Fire
Stations
Number of EPWP Fire Services general Workers Procured
15 EPWP Fire Services General workers procured
15 EPWP Fire Services General Workers procured
15 EPWP Fire
Services
General
Workers
procured
414 000 455 400 500 940 Equitable
Shares
BPDM N/A
CDS-27 Portable Fire Pumps Procurement of Portable Fire Pumps
CDS – all
BPDM Fire
Stations
Number of Portable Fire Pumps Procured
3 Portable Fire Pumps Procured
3 Portable Fire Pumps Procured
None 750 000 790 000 Equitable
shares
BPDM N/A
CDS-28 Backup Power Generation
System
Procurement of Solar power systems
CDS – all
BPDM Fire
Stations
Number of Solar power Systems procured
3 Solar power systems procured
600 000 400 000 100 000 Equitable
shares
BPDM N/A
13
9
139
MUNICIPAL HEALTH AND ENVIRONMENTAL SERVICES
Project No. Project Name Project Description (major activities)
Location Key performance indicator
MTERF Targets MTERF Budget (R) Source of
Funding
Implementi
ng Agent
EIA/BA
R/EMP 2022/23 2023/24 2024/25 2022/23 2023/24 2024/25
HES-01 Gazzeting of By laws Gazzeting of 2 By
laws, MHS and Air
quality
BPDM Number of By
laws
Gazzeted
2 By
Laws
gazzetted
N/A NA 1,600 000 R1,664000 R1,
730560
Equitable
Share
BPDM N/A
HES-02 Review of integrated
waste management plan
Review of 1
integrated waste management plan
BPDM Number of
Integrated
waste
Management
plan Reports
Reviewed
1 Report
per annum
1 Integrated
Waste
Management
Report
reviewed per
annum
1 Report per
annum
500 000 R520 000 R540 800 Equitable
Share
BPDM N/A
HES-03 Rehabilitation of illegal
dumps
Rehabilitation of 2
illegal dumps
BPDM Numbr of illegal
dumps
Rehabilitated.
2 Reports
per
annum
2 Reports per
annum
2 Reports per
annum
445 000 465 800 R483 312 Equitable
Share
BPDM N/A
HES-04 Coordination of health
awareness programs
Coordination of 20
health awareness
programs
BPDM Number of
Health
Awareness
programs Co
ordinated
20
Reports
per
annum
20 Reports
per annum
20 Reports
per annum
496 000 517 825 R539 572 Equitable
Share
BPDM N/A
HES-05 Food and Water quality sampling
12 Food and Water quality sampling
BPDM Number of
food and
water quality
sampling
12
Reports
per
annum
12 Reports
per annum
12 Reports
per annum
250 000 262 000 R273 528 Equitable Share
BPDM N/A
HES-06 Coordination of
Environmental
awareness programs
Coordination of 12
Environmental
awareness programs
BPDM Number of
Environmental
Awareness
Programmes
Co ordinated
12
Reports
per annum
12 Reports
per annum
12 Reports
per annum
R341 000 200 000 200 000 Equitable Share
BPDM N/A
HES-07 Coordination of climate
change programs
Coordination of 4
climate change programs
BPDM Number of
Climate
Change
programmes
Co ordinated
4 Reports
per
annum
4 Reports per
annum
4 Reports per
annum
R349 800 R350 000 R351
000
Equitable
Share
BPDM N/A
14
0
140
HES-08 Coordination of air quality
programs
Coordination of 4 air
quality programs
BPDM Number of Air
Quality
Programmes
Co ordinated
4 Reports
per annum 4 Reports per
annum 4 Reports per
annum R315 000 R328 860 R343 329 Equitable
Share
BPDM N/A
HES-09 Coordination of
biodiversity greening
projects
Coordination of 4
biodiversity greening
projects
BPDM Number of
Biodiversity
greening
Projects Co
ordinated
4 Reports
per
annum
4 Reports per
annum 4 Reports per
annum R351 000 R367 848 R384 033 Equitable
Share
BPDM N/A
HES-10 Coordination of waste recovery programs
Coordination of 4 waste recovery
programs
BPDM Number of
Waste
recovery
programmes
Co ordinated
4 Reports
per annum
4 Reports per
annum 4 Reports per
annum R359 300 R373 675 R388619 Equitable
Share
BPDM N/A
HES-11 Environmental
Rehabilitation programs
2 Environmental
Rehabilitation
programs
BPDM Number of
Environmental
Rehabilitation
programmes
2 Reports
per
annum
2 Reports per
annum 2 Reports per
annum R350 000 R365 4000 R381 477 Equitable
Share
BPDM N/A
14
1
141
CORPORATE SUPPORT SERVICES
Key Performance Area (KPA) 4: Municipal Financial Viability and Management
Outcome 9: Responsive, Accountable, Effective and Efficient Local Government System
Outputs 1 & 7: • Implement a differentiated approach to municipal financing, planning and support
Administrative and financial capability Key Strategic Organizational Objectives:
To enhance financial viability and management
Priority Area
Strategic Objectives Strategies Key Performance Indicators
Proposed Project 3 year targets MTREF
2022/23 2023/24 2024/25 2022/23 2022/23 2022/23 Source of
funding
Implementing
Agent
EIA/BAR/EM
P
Labour
Relations
To achieve sound labour
and positive employee
climate
Local Labour
Forum
Number of
reports on the
local labour
forum meetings
Coordination of
LLF meetings
4 meetings per
annum
4 meetings
per annum
4 meetings per
annum
100 000 100 000 100 000 Equitable
Share
BPDM N/A
Institutional Records Management
To achieve sound and
proper records
management
Proper
Records
Management
Number of
District Records
Management
Forum meetings
held
Coordination of
the District
Records
Management
Forum
4 meetings per
annum
4 meetings per annum
4 meetings per annum
8 400 9000 9500 Equitable
Share BPDM N/A
Employee
Wellness
To achieve sound labour
and positive employee
climate
Occupational
Health and
safety
Number of
occupational
Health and
safety committee
meetings held
Coordination of
Occupational
Health & Safety
Committee
meetings
4 meetings per
annum
4 meetings
per annum
4 meetings per
annum
12 320 12 500 13 000 Equitable
Share BPDM N/A
Labour
Relations
To promote Labour
Relations
Labour
Relations
Number of
labour relations
workshops held
Coordination of
labour relations
workshop
4 workshop per annum
4 workshop per annum
4 workshop per annum
12 320 12 500 13 000 Equitable
Share BPDM N/A
14
2
142
Key Performance Area (KPA) 4: Municipal Financial Viability and Management
Outcome 9: Responsive, Accountable, Effective and Efficient Local Government System
Outputs 1 & 7: • Implement a differentiated approach to municipal financing, planning and support • Administrative and financial capability
Key Strategic Organizational Objectives:
• To enhance financial viability and management
Priority Area
Strategic Objectives Strategies Key Performance Indicators
Proposed Project 3 year targets MTREF
2022/23 2023/24 2024/25 2022/23 2023/24 2024/25 Source of
funding
Implementing
Agent
EIA/BAR/EM
P
Positive employee relations
To achieve sound labour
and positive employee
climate
Sound labour and
positive employee
climate
Number of
workshops on
the review of HR
policies
Coordination of
HR policy review
1 review per
annum
1 review per
annum
1 review per
annum
R15 120 R16
120
R17 120 Equitable
Share
BPDM N/A
Employee Wellness
To achieve sound labour
and positive employee
climate
Implementation of
Employee
Assistance
programme
Number of
reports on the
implementation
of employee
assistance
programme
(EAP)
Coordination of
employee
assistance
programme
4 employee
assistance
programme
per annum
4 employee assistance programme per annum
4 employee assistance programme per annum
R65 000 R70 000 R75 000 Equitable
Share BPDM N/A
Employment Equity
To achieve sound labour
& positive employee
climate
Implementation of the Employment Equity
Number of
Employment Equity
Committee
meetings held
Employment Equity
committee meetings
2 employment equity committee meetings per annum
2 employment
equity committee
meetings per
annum
2 employment
equity
committee
meetings per
annum
R12 320 R13 320 R14 320 Equitable
Share BPDM N/A
Employment Equity
To achieve sound labour
& positive employee
climate
Implementation of the Employment Equity
Number of
Employment Equity
Committee
meetings held
Employment Equity
committee meetings
2 employment equity committee meetings per annum
2 employment
equity committee
meetings per
annum
2 employment
equity
committee
meetings per
annum
R12 320 R13 320 R14 320 Equitable
Share BPDM N/A
14
3
143
Work Skill Plan
To achieve sound labour & positive employee climate
-
Submission of work skills plan
Number of WSP
reports developed &
submitted to
LGSETA
WSP submitted to
LGSETA
1 per annum
1 per annum 1 per annum R1559 500 R1 659
500
R1 759 500 Equitable
Share BPDM N/A
Key Performance Area (KPA) 4: Municipal Financial Viability and Management
Outcome 9: Responsive, Accountable, Effective and Efficient Local Government System
Outputs 1 & 7: • Implement a differentiated approach to municipal financing, planning and support • Administrative and financial capability
Key Strategic Organizational Objectives:
• To enhance financial viability and management
Priority Area
Strategic Objectives Strategies Key Performance Indicators
Proposed Project 3 year targets MTREF
2022/23 2023/24 2024/25 2022/23 2023/24 2024/25 Source of
funding
Implementing
Agent
EIA/BAR/E
MP
Bursaries for employees
To achieve sound
labour and positive
employee climate
Awarding of
bursaries to
employees
Number of
reports on
awarding of
employees
bursaries
Bursaries
awarded to
employees
2 Reports per annum
2 Reports per
annum
2 Reports per
annum R3 000 000 R3 000 000
R3 000
000
Equitable
Share
BPDM N/A
Organisational Structure
To achieve sound
labour and positive
employee climate
Review of the
organogram
Number of
organizational
structures
reviewed &
submitted to the
Council
Review of
Organizational
Structure
1 review per annum
1 review per
annum
1 review per
annum
Operational Operational Operation
al
Equitable
Share BPDM N/A
Leave Automation
To achieve sound
labour and positive
employee climate
Automated Leave for BPDM
Number of reports
on Implementation
(automation) of
leave submitted to
the Accounting
Report on
implementation of
Leave Automation
4 Reports per annum
4 Reports per
annum
4 Reports per
annum
R200 000 R100 000 R100 000 Equitable
Share BPDM N/A
14
4
144
Skills Development
To achieve sound
labour and positive
employee climate
Implementation of skills programmes
Number of skills
program
implemented
Report on
implementation of
Skills
programmes
4 Reports per
annum 4 Reports per
annum
4 Reports per
annum Operational Operational Operation
al
Equitable
Share BPDM N/A
Council and Council Committees
To promote good
governance through
the provision of
administrative support
Council
Administrative
support
Number of
portfolio
committee
meetings held
Reports of the
portfolio
committee
meetings
4 Reports per
annum
4 Reports per
annum
4 Reports per
annum
R201 600 R203600 R205 600 Equitable
Share BPDM N/A
Council and Council Committees
To promote good
governance through the
provision of
administrative support
Mayoral
Committee
Administrative
support
Number of
mayoral
committee
meetings held
Mayoral
committee
meetings
8 meetings per
annum
8 meetings per
annum
8 meetings per
annum
Operational Operational Operation
al
Equitable
Share
BPDM N/A
Council and Council Committees
To promote good
governance through
the provision of
administrative support
Council
Administrative
support
Number of
council
meetings held
Council
meetings
6 meetings per
annum
6 meetings per
annum
6 meetings per
annum+
Operational Operational Operation
al Equitable
Share
BPDM N/A
14
5
145
Key Performance Area (KPA) 4:
Municipal Financial Viability and Management
Outcome 9: Responsive, Accountable, Effective and Efficient Local Government System
Outputs 1 & 7: • Implement a differentiated approach to municipal financing, planning and support • Administrative and financial capability
Key Strategic Organizational Objectives:
• To enhance financial viability and management
Priority Area Strategic Objectives
Strategies Key Performance Indicators
Proposed Project
3 year targets MTREF
2022/23 2023/24 2024/25 2022/23 2023/2024 2024/25 Source of
funding
Implementing
Agent
EIA/BAR/E
MP
Records Management
To promote a sound
records management
Implementati
on of proper
records
management
Number of records
management
reports submitted
to the Accounting
Officer
Reports on
records
managemen
t
4 Reports per
annum
4 Reports per
annum
4 Reports per
annum
R300 000
R300 000
R300 000
Equitable
Share
BPDM N/A
Administration management
Fleet management Procurement
of a
municipal
vehicle
Number of
vehicles procured
and delivered
Procuremen
t of 1x 10
seater
municipal
vehicle
1 Report N/A N/A R900 000 N/A N/A Equitable
Share
BPDM N/A
Administration management
Fleet management
Fleet Reports Number of fleet
management reports
submitted to the
Accounting officer
Submission of
fleet
management
Reports to the
Accounting
officer
4 Reports on
fleet
management
4 Reports per
annum
4 Reports per
annum
Operational Operational Operational Equitable
Share BPDM N/A
14
6
146
ECONOMIC DEVELOPMENT TOURISM AND AGRICULTURE
Project
Number
Project Name
Project
Description
(major
activities)
Location
Key
Performance
Indicator
MTERF Targets MTERF Budget R Sourc
e of
Fundi
ng
Implem
enting
Agent
EIA/B
AR/
EM
P
2022/23 2023/24 2024/25 2022/23 2023/24 2024/25
EDTAR -01 LED stakeholder
engagement
Hosting of LED
forum meetings
to integrate
plans
EDTAR Number of LED
Forum Meetings
held
District wide
LED Forum
held quarterly
District wide
LED Forum
held quarterly
District wide
LED Forum
held quarterly
200 000 200 000 200 000
Equitabl
e Share
EDTAR
EDTAR- 02 Sector plans -
LED Strategy
Review
Review of
LED
Strategy
EDTAR Number of LED
Strategies
reviewed
developed
Review and update of the strategy
Review and update of the LED strategy
Review and update of LED strategy
250 000
250 000 250 000
Equitabl
e share
EDTAR
EDTAR-03
Support to
Cooperatives/SM
ME Enterprises
Support to
Cooperatives/S
MME
Enterprises
EDTAR
Number of
cooperatives/SM
MEs Enterprises
supported
Identification
and support
to
cooperative/S
MME
enterprises
with capacity
building and
equipment’s
Identification
and support
to
cooperative/S
MME
enterprises
with capacity
building and
equipment’s
Identification and support to cooperative/SMME enterprises with capacity building and equipment’s
R 3 million
R 3 million R 3 million Equitabl
e share
EDTAR
EDTAR-04
Small Town
Regeneration
Programmes
Number of
Small Town
Regeneration
Programmes
supported
EDTAR
Number of Small
Town
Regeneration
Programmes
supported
Support
towards
implementatio
n of the STR
Support for
planning,
design and
implementatio
n of STR
Programme
Support
towards
implementatio
n of the STR
programme
R 2 million
R 2 million R 2 million Equitabl
e share
EDTAR
14
7
147
EDTAR-05
Support to
Industrial
Development
(SEZ)
Support to
Industrial
Development
(SEZ)
Number of
Industrial
Development
supported
Support in the
planning and
implementatio
n of SEZ
Support in the
planning and
implementatio
n of SEZ
Support in the
planning and
implementatio
n of SEZ
R 100 000 R 100 000 R 100 000 Equitabl
e share
EDTAR
EDTAR-06
District Mining
forum
To conduct
mining forum
EDTAR Number of
District mining
Forums
Conducted
2 mining
Forums
Conducted
2 mining
Forums
Conducted
2 mining
Forums
Conducted
R300 000 R300 000 R300 000 Equitabl
e share
EDTAR
EDTAR-07
Disake Sewing
Factory
.
Support for
Disake Sewing
Factory
Number of
activities to be
completed at
Disake Sewing
Factory
Identification
of outstanding
activities to be
supported and
implemented
in the Factory
Implementatio
n and
Monitoring
and
Evaluation
Monitoring
and
Evaluation
R 500 000 R 500 000 R 500 000 Equitabl
e share
EDTAR
EDTAR-08 Sector plans -
Tourism
Development
Strategy
review
Review of
Tourism
Developm
ent
Strategy
EDTAR Number of
Tourism
Development
Strategies
reviewed
Review of Tourism Development Strategy
Review of Tourism Development Strategy
Review of Tourism Development Strategy
250 000
250 000 250 000
Equitabl
e share
EDTAR
EDTAR-09 BPDM
Economic
Profile
Compilatio
n of district
economic
profile
EDTAR Number of
District Economic
Profiles produced
200 000
Equitabl
e share
EDTAR
EDTAR-10 Tourism
awareness
Participatio
n in and
hosting of
Tourism
EDTAR Number of
Tourism
Awareness
2 Tourism
Awareness
2 Tourism
Awareness
2 Tourism Awareness Campaigns Conducted
300 00 Equitabl
e share
EDTAR
14
8
148
exhibitions
&
campaign
Campaigns
conducted
Campaigns
Conducted
Campaigns
Conducted
EDTAR-11 Tourism
training &
capacity
building
District
Tourism
Trainings
& Capacity
building
Conducted
EDTAR Number of
District
Tourism
Trainings &
Capacity
building
conducted.
2 District
Tourism
Trainings &
Capacity
building
Conducted
2 District Tourism Trainings & Capacity building Conducted
2 District Tourism Trainings & Capacity building Conducted
R500 000
Equitabl
e share
EDTAR
EDTAR-12 Tourism
Branding &
Promotions
Conduncti
ng tourism
branding &
branding
initiatives
Number of
Tourism Branding
& Promotions
Developed
2 Tourism
Branding &
Promotions
2 Tourism Branding & Promotions
2 Tourism Branding & Promotions
R600 000
Equitabl
e share
EDTAR
EDTAR-13 Tourism
awareness
Participatio
n of torism
exhibitions
EDTAR
Number of
Tourism
Exhibitions
Participated
Participation
of Tourism
Exhibitions
Participation
of 4 Tourism
Exhibitions
Participation of 4 Tourism Exhibitions
R600 00 Equitabl
e share
EDTAR
EDTAR-14 District Tourism
Routes
Developing
district &
supporting
LMs to
develop
tourism routes
EDTAR Number of District
Tourism Routes
Supported
1 District
Tourism
Routes
Support for LMs to develop Tourism Routes
Support for LMs to develop Tourism Routes
R300 000
Equitabl
e share
EDTAR
EDTAR-15 District Tourism
Forums
Number of
District Tourism
4 District
Tourism
Forums
4 District Tourism Forums
4 District Tourism Forums
R160 000
Equitabl
e share
EDTAR
14
9
149
Forums
Conducted
EDTAR–16 EPWP grant
project
implementation
Implementatio
n of EPWP
grant
EDTAR Number of EPWP work opportunities created
20 Work
opportunities
created
20 Work
opportunities
created
20 Work
opportunities
created
300 000
300 000
300 000
Equitabl
e share
EDTAR
EDTAR-17 District
agriculture &
Rural
Development
strategy
Developmen
t of District
agriculture &
Rural
Developmen
t strategy
Number of District
agriculture &
Rural
Development
strategies
developed
1 District
agriculture &
Rural
Development
strategy
developed
1 District
agriculture &
Rural
Development
strategy
reviewed
1 District
agriculture &
Rural
Development
strategy
reviewed
R200
000
Equitabl
e Share
EDTAR
EDTAR-18 Support to
Farmer
Production
Support Units in
five Local
Municipalities
To provide
and facilitate
support
Support to
Farmer
Production
Support
Units in five
Local
Municipalitie
s
Number of
AgriPark (Farmer
Production
Support Unit)
supported in the
District
Support to
Moses Kotane
and Madibeng
LM FPSU’s Support to
Moses Kotane
and Madibeng
LM FPSU’s
Support to
Moretele,
Rustenburg
and Kgetleng
FPSU’s
R1 500
000
Equitabl
e Share
EDTAR
EDTAR-19
Fresh produce
market
Number of Fresh produce market supported
Stakeholder
engagement,
Assessment,
allocation and
zoning
planning, land
Investment
attraction
Establishment
of the project
R5 000
000
Equitabl
e Share
EDTAR
15
0
150
EDTAR-20 Agricultural
Cooperatives/indi
vidual farmer
support
Support farmers
with production
inputs,
Number of
Agricultural
Cooperatives/indi
vidual farmer
supported
Support
farmers with
production
inputs,
Support
farmers with
production
inputs,
Support
farmers with
production
inputs,
R 500 000
Equitabl
e Share
EDTAR
EDTAR-21 Farmers capacity
building
programme
Number of
Farmers capacity building programme implemented
2 farmers
Capacity
building
programmes
implemented
2 farmers
Capacity
building
programmes
implemented
2 farmers
Capacity
building
programmes
implemented
R 500 000
Equitabl
e Share
EDTAR
EDTAR-22 game farming
Number of
game farming
programmes
supported
Number of game
farming
programmes
supported
Identification
of areas with
game farming
potential and
develop a
programme to
support and
encourage
game farming
in the District
Involvement
of all relevant
stakeholders
and
capacitate
beneficiaries
on the
importance of
game farming
Implementatio
n, monitoring
and
evaluation of
the
programme
R500
000
Equitabl
e Share
EDTAR
EDTAR-23 Veld management
Veld
managemen
t
(establishme
nt of
pastures
and control
of bush
Number of Veld
management
(establishment of
pastures and
control of bush
encroachment)pre
program
supported
Development
and
implementatio
n of veld
management
programme
which
includes
Development
and
implementatio
n of veld
management
programme
which
includes
Development
and
implementatio
n of veld
management
programme
which
includes
R500
000
Equitabl
e Share
EDTAR
15
1
151
encroachme
nt)
control of
bush
encroachment
and pasture
establishment
in rural
villages
control of
bush
encroachment
and pasture
establishment
in rural
villages
control of
bush
encroachment
and pasture
establishment
in rural
villages
TOTAL BUDGET:
8 15.1 OFFICE OF THE MUNICIPAL MANAGER
LEGAL SERVICES
Project
No.
Project Name Project
Description
(major activities)
Location Key
performance indicator
MTERF Targets MTERF Budget (R) Source
of Funding
Implem
enting
Agent
EIA/B
AR/E MP
2021/22 2022/23 2023/24 2021/22 2022/23 2023/24
OMM -01 Attendance and
management of
effective litigation
Litigation
Managemen
t
BPDM Percentage
attendance and
management of
litigation cases
100% attendance
and management
of all cases
instituted or
defended
100% attendance
and management
of all cases
instituted or
defended
100%
attendance and
management of
all cases
instituted or
defended
7 500 000 5 000 000 4 000 000 Equitable
Shares
BPDM N/A
TOTAL :LEGAL SERVICES 7 500 000 5 000 000 4 000 000
15
2
152
PERFORMANCE MANAGEMENT SYSTEM
Project
No.
Project Name Project
Description (major
activities)
Location Key
performance indicator
MTERF Targets MTERF Budget (R) Source
of Funding
Implem
enting
Agent
EIA/B
AR/E
MP
2022/23 2023/24 2024/25 2022/23 2023/24 2024/25
OMM2 Development and review of institutional SDBIP
Develop and review the institutional SDBIP
BPDM Number of institutional SDBIPs developed and reviewed
1 institutional SDBIP developed and reviewed
1 institutional
SDBIP developed
and reviewed
1 institutional
SDBIP developed
and reviewed Opex Opex Opex
Equitable shares
PMS N/A
OMM3
Develop and submit quarterly institutional performance reports to Council for adoption
Develop and submit quarterly institutional performance reports
BPDM
Number of quarterly institutional performance reports submitted to Council for adoption
4 quarterly institutional performance reports submitted to Council for adoption
4 quarterly
institutional
performance
reports submitted to
Council for adoption
4 quarterly
institutional
performance
reports submitted
to Council for
adoption
Opex Opex Opex
Equitable
shares PMS N/A
OMM4 Conduct and submit performance reviews to Council
Conduct performance reviews
BPDM Number of performance reviews conducted and submitted to Council
2 performance reviews conducted and submitted to Council
2 performance
reviews conducted
and submitted to
Council
2 performance
reviews
conducted and
submitted to
Council
Opex Opex Opex
Equitable
shares PMS N/A
OMM5 Review PMS policy Review of PMS
policy BPDM Number of PMS
policies reviewed
1 PMS policy reviewed
1 PMS policy reviewed
1 PMS policy reviewed
Opex Opex Opex Equitable
shares PMS
N/A
OMM6 Annual report
submission
Develop and
submit Annual
report to Council
BPDM Number of Annual
Reports developed
and submitted to
Council
1 Annual Report developed and submitted to Council
1 Annual Report developed and submitted to Council
1 Annual Report developed and submitted to Council
Opex Opex Opex
Equitable
shares PMS N/A
OMM7 Signing of
performance
agreements
Development
and signing of
performance
agreements
BPDM Number of
performance
agreements
developed and signed
7 performance agreements developed and signed
7 performance agreements developed and signed
7 performance agreements developed and signed
Opex Opex Opex
Equitable
shares PMS N/A
TOTAL :PERFORMANCE MANAGEMENT SYSTEM 0 0 0
15
3
153
INTERNAL AUDIT
Project
No.
Project Name Project
Description
(major activities)
Location Key
performance indicator
MTERF Targets MTERF Budget (R) Source
of Funding
Implem
enting
Agent
EIA/B
AR/E
MP
2022/23 2023/24 2024/25 2022/23 2023/24 2024/25
OMM8
Development of a risk
based audit plan
Develop a risk
based audit plan BPDM
Number of risk based audit plans developed and approved by the Audit Committee
1 risk based audit plan developed and approved by the Audit Committee
1 risk based audit
plan developed and
approved by the
Audit Committee
1 risk based audit
plan developed
and approved by
the Audit
Committee
Opex Opex Opex Equitable shares
IA N/A
OMM9
Development of
quarterly Internal Audit
Reports
Develop quarterly
Internal Audit
Reports
BPDM Number of quarterly IA reports on IA activities submitted to the Audit Committee
4 Quarterly IA reports on IA activities submitted to the Audit Committee
4 Quarterly IA reports on IA activities submitted to the Audit Committee
4 Quarterly IA reports on IA activities submitted to the Audit Committee
Opex Opex Opex
Equitable
shares IA N/A
OMM10
Development of Internal
Audit Reports
Develop Internal
Audit Reports
BPDM Number of Internal
audit reports
submitted to the
Accounting Officer
11 Internal Audit
reports submitted
to the Accounting
Officer
12 Internal Audit
reports submitted
to the Accounting
Officer
12 Internal Audit
reports
submitted to the
Accounting
Officer
Opex Opex Opex
Equitable
shares IA N/A
OMM11 Development of a
Combined Assurance
Framework
Develop a
Combined
Assurance
Framework
BPDM
Number of Combined Assurance Frameworks developed
1 Combined Assurance Framework developed
N/A N/A Opex Opex Opex
Equitable
shares
IA N/A
OMM12
Assessment of Internal
Audit function by Audit
Committee
Assess the Internal
Audit function
BPDM Number of Internal Audit assessments conducted by the Audit Committee
1 Internal Audit assessment conducted by the Audit Committee
1 Internal Audit
assessment
conducted by the
Audit Committee
1 Internal Audit
assessment
conducted by the
Audit Committee
Opex Opex Opex
Equitable
shares IA
N/A
15
4
154
OMM13
Review of Internal Audit
Charters
Review Internal
Audit Charters
BPDM Number of Internal Audit Charters Reviewed and approved by the Audit Committee
1 Internal Audit Charters reviewed and approved by the Audit Committee
1 Internal Audit Charters reviewed and approved by the Audit Committee
1 Internal Audit Charters reviewed and approved by the Audit Committee
Opex Opex Opex
Equitable
shares
IA N/A
OMM14
Convene quarterly Audit
Committee meetings
Convene quarterly
Audit Committee
meetings
BPDM Number of Audit Committee meetings convened
4 audit committee meeting convened
4 audit committee meeting convened
4 audit committee meeting convened
R450 000.00 Opex Opex Equitable
shares IA N/A
OMM15
Submission of quarterly
Audit Committee Reports
Submit quarterly
Audit Committee
Reports
BPDM Number of BPDM Audit
Committee Reports
adopted by Council
4 Audit Committee
Reports adopted
by Council
4 Audit Committee
Reports adopted by
Council
4 Audit
Committee
Reports adopted
by Council
Opex Opex Opex
Equitable
shares IA N/A
OMM16
Review of Audit
Committee Charters
Review Audit
Committee
Charters
BPDM Number of Audit Committee Charters reviewed and adopted by Council
1 Audit Committee Charter reviewed and adopted by Council
1 Audit Committee
Charter reviewed
and adopted by
Council
1 Audit
Committee
Charter reviewed
and adopted by
Council
Opex Opex Opex
Equitable
shares
IA N/A
OMM17 Number of DB Terms of References developed and adopted by Council
Develop DB Terms of References for adoption by Council
BPDM Number of DB Terms of References developed and adopted by Council
4 audit committee meeting convened
4 audit committee meeting convened
4 audit committee meeting convened
Opex Opex Opex
Equitable
shares IA N/A
OMM18
Number of Disciplinary Board meetings held
Disciplinary Board meetings held
BPDM Number of Disciplinary Board meetings held
4 Audit Committee
Reports adopted
by Council
4 Audit Committee
Reports adopted by
Council
4 Audit
Committee
Reports adopted
by Council
Opex Opex Opex
Equitable
shares IA N/A
OMM19
Number of Disciplinary Board reports adopted by Council
Develop Disciplinary Board reports for adoption by Council
BPDM
Number of Disciplinary Board reports adopted by Council
1 Audit Committee Charter reviewed and adopted by Council
1 Audit Committee
Charter reviewed
and adopted by
Council
1 Audit
Committee
Charter reviewed
and adopted by
Council
Opex Opex Opex
Equitable
shares
IA N/A
TOTAL :INTERNAL AUDIT 0 0 0
15
5
155
8.15.2 Risk Management Project
No.
Project Name Project
Description (major
activities)
Location Key
performance indicator
MTERF Targets MTERF Budget (R) Source
of Funding
Implem
enting
Agent
EIA/B
AR/E
MP
2021/22 2022/23 2023/24 2021/22 2022/23 2023/24
Development of institutional risk register
Develop and monitor risk management register of BPDM
BPDM No of institutional risk registers developed
1 institutional risk register developed
1 institutional risk register developed
1 institutional risk register developed
OPEX OPEX OPEX Equitable share
BPDM N/A
Risk monitoring reports
Institutional Risk monitoring
BPDM
No of risk monitoring reports submitted to the Accounting Officer
4 risk monitoring reports submitted to the Accounting Officer
4 risk monitoring reports submitted to the Accounting Officer
4 risk monitoring reports submitted to the Accounting Officer
OPEX OPEX OPEX
Equitable
share BPDM N/A
Risk Management Framework review
Review of the Risk Management Framework
Review of the Risk Management Framework
1 Risk Management Framework reviewed
1 Risk Management Framework reviewed
1 Risk Management Framework reviewed
OPEX OPEX OPEX
Equitable
share BPDM N/A
Risk Management training
Training of all personnel within BPDM on Risk Management Processes
No of risk management training conducted for employees
2 risk management trainings conducted
2 risk management trainings conducted
2 risk management trainings conducted
OPEX OPEX OPEX
Equitable
share
BPDM N/A
Fraud prevention
programmes
(awareness
campaign)
Conducting
awareness
on fraud and
fraud
prevention
Development of fraud
and corruption
framework
1 fraud and corruption framework developed
1 fraud and corruption framework reviewed
1 fraud and corruption framework reviewed
OPEX OPEX OPEX
Equitable
share
TOTAL :RISK MANAGEMENT 0 0 0
15
6
156
8 .15.3 INFORMATION TECHNOLOGY Project
No.
Project Name Project
Description (major
activities)
Location Key
performance indicator
MTERF Targets MTERF Budget (R) 000 Source
of Funding
Implem
enting
Agent
EIA/B
AR/E
MP
2021/22 2022/23 2023/24 2021/22 2022/23 2023/24
OMM -20
Procure and deliver computer hardware
Procurement and delivery of computer hardware
BPDM Procurement and delivery of computer hardware
Computer hardware procured and delivered
Computer hardware procured and delivered
Computer hardware procured and delivered
1 240 000 1 240 000 1 240 000 Equitable shares
IT N/A
OMM -21
Maintenance of ICT systems
100% maintenance of ICT systems
BPDM Percentage of ICT systems maintained
100% ICT systems maintained
100% ICT systems maintained
100% ICT systems maintained Opex Opex Opex
Equitable shares
IT N/A
OMM -22
Maintenance of computer equipment
100% maintenance of computer equipment
BPDM Percentage of computer equipment maintained
100% computer equipment maintained
100% computer equipment maintained
100% computer equipment maintained 250 000 250 000 250 000
Equitable shares IT N/A
OMM -23 Maintenance of ICT licences
100% maintenance of ICT licences
BPDM Percentages of ICT licences maintained
100% of ICT licences maintained
100% of ICT licences maintained
100% of ICT licences maintained
4 158 500 4 158 500 4 158 500
Equitable shares
IT N/A
OMM -24 Implementation of server room monitoring
Monitoring of
server room BPDM
Number of server
room monitoring
system implemented
1 server room monitored
1 server room monitored
1 server room monitored
800 000 800 000 800 000
Equitable shares IT N/A
OMM -25
Development of intranet
Development
and
maintenance of
intranet
BPDM
Number of intranet
developed and
maintained for
BPDM
1 intranet developed for BPDM
1 intranet maintained for BPDM
1 intranet maintained for BPDM
200 000 200 000 200 000
Equitable shares
IT N/A
OMM -26 Procurement and delivery of network storage devices
Procure and
deliver network
storage devices
BPDM
Number of network
access storage
devices procured
and delivered
1 network storage device procured and delivered
1 network storage device procured and delivered
1 network storage device procured and delivered
1 000 000 1 000 000 1 000 000
Equitable shares
IT N/A
15
7
157
OMM -27
Website update
Upload and
update key
reports on the
municipal
website
BPDM
MFMA Section 75
key reports and
information
uploaded on the
municipal website
MFMA Section 75 key reports and information uploaded on the municipal website
MFMA Section 75 key reports and information uploaded on the municipal website
MFMA Section 75 key reports and information uploaded on the municipal website
100 000 100 000 100 000
Equitable shares
IT N/A
OMM -28
Internal communication system
Upgrading of
communication
system in
Council
Chamber
BPDM
Number of
communication
systems upgraded in
Council Chamber
1 communication system upgraded in Council Chamber
None None 200 000 200 000 200 000
Equitable shares
IT N/A
OMM -29 Upgrading of ICT infrastructure
Upgrading of
ICT
infrastructure
BPDM Percentage upgrade
of ICT infrastructure
100% upgrade of ICT infrastructure
None None 1 000 000 1 000 000 1 000 000
Equitable shares IT N/A
TOTAL :INFORMATION TECHNOLOGY 6 240 000 6 240 000 6 240 000
8.15.4 INTERGRATED DEVELOPMENT PLANNING
Project
No.
Project Name Project
Description (major
activities)
Location Key
performance indicator
MTERF Targets MTERF Budget (R)000 Source
of Funding
IA EIA
2021/22 2022/23 2023/24 2021/22 2022/23 2023/24
OMM -30
Develop/review IDP and submit to Council
Develop/review IDP
BPDM
Number of IDPs developed/reviewed and submitted to Council for adoption
1 IDP developed/reviewed and submitted to Council for adoption
1 IDP developed/reviewed and submitted to Council for adoption
1 IDP developed/reviewed and submitted to Council for adoption
120 000 120 000 120 000 Equitable shares
IDP N/A
OMM -31
Convene IDP Representative Forums
Convene IDP Representative Forums
BPDM Number of IDP Representative Forums convened
4 IDP Representative Forums convened
4 IDP Representative Forums convened
4 IDP Representative Forums convened
1 743 000 1 743 000 1 743 000
Equitable shares
IDP N/A
15
8
158
OMM -32 Organize and convene strategic planning sessions
Organize and convene strategic planning sessions
BPDM Number of strategic planning sessions convened
1 strategic planning session convened
1 strategic planning session convened
1 strategic planning session convened
Opex Opex Opex
Equitable shares
IDP N/A
OMM -33
Develop and review Spatial Planning Development Framework
Develop and
review Spatial
Planning
Development
Framework and
submit to
Council for
adoption
BPDM
Number of Spatial
Planning
Development
Framework
developed and
reviewed and
submitted to Council
for adoption
1 Spatial Planning Development Framework developed and submitted to Council for adoption
1 Spatial Planning Development Framework reviewed and submitted to Council for adoption
1 Spatial Planning Development Framework reviewed and submitted to Council for adoption
Opex Opex Opex
Equitable shares
IDP N/A
OMM -34 Coordination of District Planning Forums
Coordinate
District Planning
Forums
BPDM Number of District
Planning Forums
coordinated
4 District Planning Forums coordinated
4 District Planning Forums coordinated
4 District Planning Forums coordinated
Opex Opex Opex
Equitable shares
IDP N/A
TOTAL :INTERGRATED DEVELOPMENT PLANNING
15
9
159
8.15.5 BUDGET AND TREASURY OFFICE
Project
No.
Project Name Project
Description (major
activities)
Location Key
performance indicator
MTERF Targets MTERF Budget (R)000 Source
of Funding
IA EIA
2022/23 2023/24 2024/25 2022/23 2023/24 2024/25
OMM -30 Submission of AFSs
to stakeholders
Submission of AFSs
to stakeholders
BPDM
Number of section
52 (d) quarterly
financial reports
submitted to
stakeholders
4 section 52 (d) quarterly financial reports
4 section 52 (d) quarterly financial reports
4 section 52 (d) quarterly financial reports
Opex Opex Opex Equitable shares
IDP N/A
OMM -31 Submission of
Annual Financial
Statements
Submission of
Annual Financial
Statements BPDM
Number of annual
financial statements
submitted to Auditor
General by 31st
August
1 annual financial
statements
submitted to the
Auditor
General by 31st
August
1 annual financial
statements
submitted to the
Auditor by 31st
August
1 annual financial statements submitted to the Auditor by 31st August
1 000 000 Opex Opex
Equitable shares
IDP N/A
OMM -32 Submission of
Section 71 reports
Submission of
Section 71 reports
BPDM
Number of monthly
Budget Statements
(Section 71)
submitted to the
Executive Mayor and
National and
Provincial Treasuries
12 Budget Statements (Section 71) reports submitted to the Executive Mayor, National and Provincial Treasuries
12 Budget Statements (Section 71) reports submitted to the Executive Mayor, National and Provincial Treasuries
12 Budget Statements (Section 71) reports submitted to the Executive Mayor, National and Provincial Treasuries
Opex Opex Opex
Equitable shares
IDP N/A
OMM -33 Submission of
annual budget
Submission of
annual budget BPDM
Number of Annual
Budgets submitted to
Council for approval
1 Annual Budget submitted to Council for approval
1 Annual Budget submitted to Council for approval
1 Annual Budget submitted to Council for approval
Opex Opex Opex
Equitable shares
IDP N/A
OMM -34 Submission of
adjustment budget
Submission of
adjustment budget BPDM
Number of
Adjustment Budget
submitted to Council
for approval
1 Adjustment Budget submitted to Council for approval
1 Adjustment Budget submitted to Council for approval
1 Adjustment Budget submitted to Council for approval
Opex Opex Opex
Equitable shares IDP N/A
Demand
management
Demand
management
BPDM Number of
municipal
procurement plan
developed
1 Municipal
Procurement plan developed
1 Municipal
Procurement plan developed
1 Municipal
Procurement
plan developed
Opex Opex Opex
Equitable shares IDP N/A
16
0
160
Supply chain reporting
Supply chain reporting
BPDM Number of
quarterly supply
chain management
reports submitted
to Council
4 quarterly supply chain management reports submitted to Council
4 quarterly supply chain management reports submitted to Council
4 quarterly supply chain management reports submitted to Council
Opex Opex Opex
Equitable shares
IDP N/A
Asset and
Logistics
management
Asset and
Logistics
management
BPDM Number of asset
verifications performed
2 asset
verification
performed
2 of asset
verification
performed
2 asset
verification
performed Opex Opex Opex
Equitable shares IDP N/A
Asset and
Logistics
management
Asset and
Logistics
management
BPDM Number of asset
registers compiled
1 Asset register compiled and updated
1 Asset register compiled and
1 Asset register compiled and Opex Opex Opex
Equitable shares IDP N/A
Employee cost
(payroll run)
Employee cost
(payroll run)
BPDM Number of payroll
runs and
reconciliations
performed
12 payroll runs
and reconciliations
performed
12 payroll runs
and reconciliation s performed
12 payroll runs
and reconciliation s performed
Opex Opex Opex
Equitable shares
IDP N/A
Employee benefits Employee benefits BPDM Number of employee
cost benefit
evaluations
performed
1 employee cost
benefit
evaluation
1 employee cost
benefit evaluation performed
1 employee cost
benefit
evaluation performed
R50 000 R50 000 R50 000
Equitable shares
IDP N/A
Management of creditors
Management of creditors
BPDM Percentage creditors
paid within 30 days of
receipts of an invoice
by finance.
100% of
creditors
reconciled and
paid within 30
days
100% of
creditors
reconciled and
paid within 30
days
100% of
creditors
reconciled and
paid within 30
days
Opex Opex Opex
Equitable shares
IDP N/A
TOTAL BUDGET :Budget and Treasury Office 1050 000 50 000 50 000
16
1
161
8.15.6 OFFICE OF THE SPEAKER: PROJECT AND PROGRAMME LIST AND BUDGET
Project
Number
Project Name
Project Description (major activities)
Location
Key Performance Indicator
MTERF Targets MTERF Budget R Source of Funding
Implementing Agent
EIA/B
AR/ EMP
2021/22 2022/23 2023/24 2021/22 2022/23 2023/24
OFS- 01 Council
Meetings
Coordination of
Council Meetings
BPDM Number of
Council Meeting
Coordinated
8 Council meetings Coordinated
8 Council meeting Coordinated
8 Council meeting Coordinated
345 680 345 680 345 680 Equitable
share
BPDM N/A
OFS-02 Ward
Committee
Support
Strengthen capacity
of Ward Committees
BPDM Number of capacity building programmes coordinates
2 Ward Committee capacity Building prgramme coordinated
2 Ward Committee Capacity Prohramme coordinates
2 Ward
Committee
Capacity
Programme
Coordinated
532 500 532 500 532 500 Equitable
Share
BPDM N/A
OFS-O3 Public
Participation
Coordination of
Public
Participation
BPDM Number of Public Participation coordinated
2 Public Participation Coordinated
2 Public Participation Coordinated
2 Public Participation Coorinated
532 500 532 500 532 500 Eqiutable
Share
BPDM N/A
OFS-04 Public
Participation
Coordination of
Batho Pele Forum
campaign and
awareness
BPDM Number of Batho Pele campaign and Forum
conducted
1 District Batho Pele Campaign conducted
1 District Batho Pele Campaign conducted
1 District Batho Pele Campaign Conducted
482 100 482 100 482 100 Eqiutable
share
BPDM N/A
OFS-05 Speaker’s Forum Coordination of
Speaker’s Forum
BPDM Number of Speaker’s Forum Cordinated
4 District Speaker’s Forum Coordinated
4 District Speaker’s Forum Coordinated
4 District Speaker’s Forum Coordinated
Opex Opex Opex Equitable
Share
BPDM N/A
OFS-07 Councillor
Development
Coordination of
Councillor
Training
BPDM Number of Councillor Development programmes coordinated
6 Trainings coordinated
6 Trainings
coordinated 6 Trainings
coordinated 1 339 750 1 339 750 1 339 750
Equitable
Share
BPDM N/A
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Number of Anti-
corruption strategy reviewed
Review of Anti-corruption strategy annually
Review of Anti-
corruption
strategy annually
Review of Anti-
corruption
strategy annually
OPEX OPEX OPEX
TOTAL BUDGET : OFFICE OF THE SPEAKER 3 232 530 3 232 530 3 232 530
8.15.7 OFFICE OF THE EXECUTIVE MAYOR
Project
No.
Project Name Project
Description (major
activities)
Location Key
performance indicator
MTERF Targets MTERF Budget (R) Source
of
Fundin
g
Implem
enting
Agent
EIA/B
AR/E
MP
2022/23 2023/24 2024/25 2022/23 2023/24 2024/25
Disability Program BPDM Number of Disability Program Supported per plan
4 Disability Program Supported per plan
4 Disability Program
Supported per plan 4 Disability Program
Supported per plan R200 000,00 R230 000,00
R260 000,00
Equitable shares
BPDM
Awareness campaign for Elderly
BPDM
Number of Awareness Campaigns for advocacy of elderly rights Program held
4 Awareness Campaigns for advocacy of elderly rights Program held
4 Awareness
Campaigns for
advocacy of elderly
rights Program held
4 Awareness
Campaigns for
advocacy of elderly
rights Program held R200 000,00 R230 000,00 R260 000,00
Equitable
shares BPDM
ECD Programs BPDM Number of ECDs supported per plan
4 ECDs supported
per plan 4 ECDs supported per
plan 4 ECDs supported
per plan R200 000,00 R230 000,00
R260 000,00
Equitable
shares
BPDM
Youth development
Programs BPDM Number of Youth Development Programs supported per plan
4 Youth development Programs supported per plan
4 Youth development
Programs supported
per plan
4 Youth
development
Programs supported
per plan
R400 000,00 R440 000,00 R480 000,00
Equitable
shares BPDM
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25 Girl Child taken to
work Environment
25 Girl Child taken to
practical work
Environment
25 Girl Child taken to
practical work
Environment
25 Girl Child taken
to practical work
Environment
OPEX OPEX OPEX
5 Woman Program
supported per plan BPDM Number of Girl Child taken to practical work environment
5 Woman Program
supported per plan
5 Woman Program
supported annually 5 Woman Program
supported per plan Opex Opex Opex Equitable
shares BPDM
4 CBO Program BPDM Number of CBO
Programs Supported
per plan
4 CBO Program
supported per plan
4 CBO Program
supported per plan 4 CBO Program
supported per plan R100 000,00 R100 000,00 R100 000,00 Equitable
shares BPDM
HIV/AIDS Program
Awareness BPDM
Number of HIV/AIDS Awareness Program supported per plan
1 HIV/AIDS Program
Awareness
supported per plan
1 HIV/AIDS Program
Awareness supported
per plan
1 HIV/AIDS
Program Awareness
supported per plan
Equitable
shares
Moral Regeneration
Progra BPDM Number of Moral
Regeneration
programs supported
per plan
4 Moral
Regeneration
Program Supported
per plan
4 Moral Regeneration
Program Supported
per plan
4 Moral
Regeneration
Program Supported
per plan
R200 000,00 R240 000,00 R280 000,00
Equitable
shares BPDM
IGR initiatives BPDM Number of IGR initiatives supported per plan
4 IGR
initiatives
supported per
plan
4 IGR initiatives
supported per plan 4 IGR initiatives
supported per plan OPEX
OPEX OPEX Equitable
shares
Marketing &
Communication
programmes
Number of Marketing & Communication programmes implemented
Marketing &
Communication
programmes
implemented
Marketing &
Communication
programmes
implemented
Marketing &
Communication
programmes
implemented
R150 000,00
R150 000,00 R150 000,00
Marketing and
Communications
material
Marketing and Communications items procured
Marketing and
Communications
material procured
Marketing and
Communications
material procured
Marketing and
Communications
material procured
R500 000,00 R500 000,00 R500 000,00
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SECTION G
9.1 FINANCIAL MANAGEMENT/ PLAN
Section 16 (2) of the Municipal Finance Management Act, Act No 56 of 2003
indicates that the Mayor of the Municipality must table annual budget at Council
meeting at least 90 days before the start of the budget year
As prescribed by Section 17 (1), the annual budget of a Municipality must be a
schedule in the prescribed format –
(a) setting out realistically anticipated revenue for the budget year from each
revenue source;
(b) appropriating expenditure for the budget year under the different votes of the
Municipality
(c) setting out indicative revenue per revenue source and projected expenditure
by vote for the two financial years following the budget year
(d) setting out
(i) estimated revenue and expenditure by vote for the current year; and
(ii) actual revenue and expenditure by vote for the financial year
preceding the current year
National Treasury circulars 115 seeks to provide guidance to Municipalities with the
compilation of 2022/2023 Medium Terms and Revenue Expenditure Framework
(MTREF) which is linked to the Municipal Budget Reporting Regulation (MBRR).
The circular also wishes to demonstrate how municipalities should undertake the
annual budget preparation in accordance with the budget and financial reform
agenda and the associated factors, taking into consideration the 2021 local
government elections that will take place on a date to be confirmed.
The circular identifies the following key focus areas for the 2022/23 budget process
9.1.1 Local government conditional grants allocations
Over the 2022 MTEF period, direct transfers to municipalities will grow above
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inflation, at an annual average rate of 7.9 per cent. Direct conditional grants grow at
an annual average rate of 5.3 per cent over the MTEF, while the Local Government
Equitable Share (LGES) grows faster, at an annual average rate of 10.3 per cent
over the same period.
9.1.2 Changes to gazetted frameworks and allocations
Municipal Systems Improvement Grant – Over the MTEF, a portion of the grant will
be utilised to continue to support institutionalisation of the district development
model.
Local Government Financial Management (FMG) Grant – Over the 2022 MTEF, the
grant framework for the FMG will make provision for the preparation of asset
registers.
9.1.3 Employee related costs
The Salary and Wage Collective Agreement for the period 01 July 2021 to 30 June
2024 dated 15 September 2021 through the agreement that was approved by the
Bargaining Committee of the Central Council in terms of Clause 17.3 of the
Constitution should be used when budgeting for employee related costs for the
2022/23 MTREF. In terms of the agreement, all employees covered by this
agreement shall receive with effect from 01 July 2022 and 01 July 2023 an increase
based on the projected average CPI percentages for 2022 and 2023. The forecasts
of the Reserve Bank, in terms of the January 2022 and January 2023, shall be used
to determine the projected average CPI. Municipalities are encouraged to perform
an annual head count and payroll verification process by undertaking a once-a-year
manual salary disbursement, in order to root out ghost employees.
9.1.4 Remuneration of Councillors
Municipalities are advised to budget for the actual costs approved in accordance
with the Government Gazette on the Remuneration of Public Office Bearers Act:
Determination of Upper Limits of Salaries, Allowances and Benefits of different
members of municipal councils published annually between December and January
by the Department of Cooperative Governance. It is anticipated that this salary
determination will also take into account the fiscal constraints. Municipalities should
also consider guidance provided above on salary increases for municipal officials
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during this process. Any overpayment to councillors contrary to the upper limits as
published by the Minister of Cooperative Governance and Traditional Affairs will be
irregular expenditure in terms of Section 167 of the MFMA and must be recovered
from the councillor(s) concerned.
This then dictates that the below mentioned macro-economic forecasts be
considered when preparing the 2021/22 MTREF for municipal budgets
Fiscal Year 2020/21 2021/22 2022/23 2023/24 2024/25
Actual Estimate Forecast
CPI Inflation 2.9% 4.5% 4.8% 4.4% 4.5%
MFMA circulars 98, circular 97 were issued to assist municipalities and municipal
entities to implement cost containment measures in an effort to address the impact
of the country’s economic challenges and to promote growth, address
unemployment and equality, amongst others, consistent with the municipal cost
containment regulation.
9.2 REVENUE PER REVENUE SOURCE
CONSOLIDATED OVERVIEW OF THE 2022/2023 to 2024/25 MTREF
9.2.1REVENUE PER REVENUE SOURCE
The Municipality is dependent on equitable share which is allocated in terms of the
Division of Revenue Act (DORA). According to the Act, the Municipality has been
allocated R381 952 000 for the 2022/2023 financial year, which is 3% more than
the 2021/2022 allocation.
Transfers recognised includes the local government equitable share and other
operating grants from national and provincial government. It needs to be noted that
in real terms the grants receipts from national government are growing rapidly over
the MTREF for the outer years. The equitable share remains to be the most
important part of the municipality’s revenue base as no services are rendered for
DescriptionTotal Budget
2021/2022
Budget
2022/23
Budget
2023/24
Budget
2024/25
Total Revenue R383,631,000 R393,127,000 R405,985,000 R421,652,000
Expenditure R349,142,220 R379,627,784 R364,676,920 R382,738,434
Surplus/(Deficit) R 34,488,780 R 13,499,216 R 41,308,080 R 38,913,566
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which revenue can be collected.
Equitable share represents 98% of the Municipality’s total revenue and the
remaining 2% is made up of other conditional grants of which can only be realised
as an incoming after it meets its condition after the expenditure and the other is
interest on investment as well as revenue collected in respect of municipal by-laws
Total operating revenue has decreased by R9 496 000 for the 2022/2023 financial
year when compared to the 2021/2022 budget. For the outer year, operational
revenue will increase by R12 858 000 and R15 667 000 respectively.
For Bojanala Platinum District Municipality to continue improving the quality of
services provided to its citizens and local municipalities it needs to generate the
required revenue. In these tough economic times strong revenue management is
fundamental to the financial sustainability of every municipality. The reality is that
the municipality is faced with development backlogs and poverty. The expenditure
required to address these challenges will inevitably always exceed available
funding; hence difficult choices have to be made in balancing expenditures against
realistically anticipated revenues.
The Municipality has been allocated conditional grants to the value of R5 925 000.
These grants are made of the Finance Management Grant, Extended Public Works
Program as well as the Rural Asset Management Grants. Total conditional grants
represent 1.5% of total revenue of the Municipality.
With the monthly cash flow projections, the Municipality aims to keep and maintain
an investment portfolio which will generate money from interest on investments. An
amount of R5 000 000 has been projected in that regard.
Description 2021/2022 2022/2023 2023/2024 2024/2025
Equitable Share R 369,847,000 381,952,000R 395,846,000R 410,921,000R
RAMS 2,416,000R 2,529,000R 2,539,000R 2,631,000R
FMG 1,650,000R 1,850,000R 1,850,000R 1,850,000R
EPWP 1,468,000R 1,546,000R -R -R
Interest 8,000,000R 5,000,000R 5,500,000R 6,000,000R
Other Income 250,000R 250,000R 250,000R 250,000R
Total Revenue 383,631,000R 393,127,000R 405,985,000R 421,652,000R
Revenue
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9.2.2 EXPENDITURE PER VOTE
Expenditure per department/office summarises the budget allocation, highlighting
those that carries the most allocation as opposed to the lowest.
The 2022/2023 draft budget is R430 709 824, which in an increase by R4 265 9917
as compared to the February 2021 adjustment. The two outer years will decrease
by 4.4% and increase by 4.5% respectively.
Community Development Services carries the bigger portion of the budget to the
tune of R159 1287 873. This department is made up of the three fire stations,
disaster services as well as community development. The total allocation
constitutes 37% of the total budget of R430 766 824. The department intends to
acquire fire vehicles, fire equipment as well as personal protective equipment.
Office of the Municipal Manager is the second highest with an allocation of 11%
with a total budget amount of R48 765 144. The bulk of the allocation relates to
security services, telephone systems, information technology services and legal
services.
Health and Environmental Services is the third highest with an allocation of
R46 966 160. The bulk of the allocation relates to gazetting of bylaws, awareness
programs and the development of a waste management plan.
Corporate Support Services is the fourth highest with an allocation of R46 573 339.
The department carries the most of municipal day-to-day activities including but not
limited to Bursaries and skills development for municipal employees, rental of office
No Department 2022/23 2023/24 2024/25
1 CDS 159,128,873R 126,945,478R 126,396,995R
2 OMM 48,765,144R 48,450,152R 49,650,677R
3 CSS 46,573,339R 46,503,191R 47,380,951R
4 TEC 22,165,602R 20,119,616R 21,190,743R
5 BTO 39,253,610R 39,313,386R 41,811,129R
6 HES 46,966,160R 46,622,295R 49,338,850R
7 Executive 43,135,198R 44,582,016R 47,092,308R
8 EDTAR 24,778,899R 9,181,633R 9,714,531R
430,766,824R 381,717,767R 392,576,183R
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buildings, SALGA fees, machine rentals as well as municipal rates and taxes. The
department also plans to acquire new municipal fleet
9.2.3 EXPENDITURE PER EXPENDITURE TYPE
Total operating expenditure for the 2021/2022 financial year has been appropriated
at R379 627 920 and translates into a budgeted surplus of R13 499 216. When
compared to the 2021/22 Adjustments Budget, operational expenditure has
increased by R30 485 563 in the 2022/23, the reason for the increase is due to
funding of Economic Development Tourism Agriculture and Recreation projects as
well as increased funding for service delivery related programs in Health and
Environmental Services and Community Development Services.
In line with the formats prescribed by the Municipal Budget and Reporting
Regulations, capital transfers and contributions are excluded from the operating
statement, as inclusion of these revenue sources would distort the calculation of the
operating surplus/deficit.
9.2.4 CAPITAL EXPENDITURE
The Municipality has no infrastructure assets and this expenditure relates to
acquisition of Municipal assets ranging fire tankers, computer equipment, office
furniture as well as other municipal vehicles. A total amount of R51 139 040 has
been projected for these acquisitions, which is R12 231 353 more than the 2021/22.
EXPENDITURE BUDGET
2021/2022
Employee Related Cost 224,938,000R R - R 224,938,000 R 233,077,679 R 247,062,339 R 261,886,080
Remuneration of councillors 20,690,000R R - R 20,690,000 R 19,570,281 R 20,744,498 R 21,989,168
Depreciation & asset impairment 10,000,000R -R 4,000,000 R 6,000,000 R 6,000,000 R 4,448,000 R 4,672,068
Finance charges 300,000R R - R 300,000 R 120,000 R 120,000 R 120,000
Contracted services 40,866,000R R 2,485,539 R 43,351,539 R 79,132,704 R 60,682,600 R 60,663,188
Other expenditure 46,039,000R R 7,823,681 R 53,862,681 R 41,727,120 R 31,619,482 R 33,407,930
Subtotal 342,833,000R 6,309,220R 349,142,220R 379,627,784R 364,676,920R 382,738,434R
Capital 15,810,000R 23,097,687R R 38,907,687 R 51,139,040 R 17,040,848 R 9,837,749
TOTAL BUDGET 358,643,000R 29,406,907R 388,049,907R 430,766,824R 381,717,767R 392,576,183R
Total Adjusted Budget Adjustment Budget February 2022 Budget 2022/23 Budget 2023/24 Budget 2024/25
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9.2.5 DEPRECIATION AND AMORTISATION
The Municipality projected R6 000 000 for these non-cash items as they are used to
calculate the value of Municipal assets overtime. It is set aside to record loss of
value of municipal asset. Financial statements as at 30 June 2021 recorded
depreciation and amortisation to the tune of R3 619 682.
9.2.6 CREDITORS
The Municipality has R28 223 000 owed to different creditors, Creditors should be
paid within 30 days as stipulated by the MFMA except where there disputes
between the municipality and the creditors of which the municipality has. Of the
total outstanding amount R26 843 875 is in dispute while R1 379 125 is payable
within 30 days.
9.2.7 SALARIES
The employee cost is based on the Salary and Wage Collective Agreement for the
period 01 July 2021 and will remain in effect until 30 June 2024. The increases are
based on the projected CPI percentage issued out by the Reserve Bank. The
Description 2022/23
Boreholes and Jojo tanks 345,000R
Computers 1,983,000R
Equipments and Furniture 3,391,500R
Generator( power backup system) 600,000R
IT Infrastructure 950,000R
RAMS 2,529,000R
Stationery and Cleaning materials 1,440,540R
Vehicles 39,900,000R
51,139,040R
Budget Year 2020/21
R thousands
Creditors Age Analysis By Customer Type
Bulk Electricity 0100 – – – – – – – – – –
Bulk Water 0200 – – – – – – – – – –
PAYE deductions 0300 – – – – – – – – – –
VAT (output less input) 0400 – – – – – – – – – –
Pensions / Retirement deductions 0500 – – – – – – – – – –
Loan repayments 0600 – – – – – – – – – –
Trade Creditors 0700 450 225 193 – – – 5 9 772 10 644 10 644
Auditor General 0800 – – – – – – – – – –
Other 0900 369 0 2 0 0 8 (646) 17 845 17 578 17 578
Total By Customer Type 1000 819 225 194 0 0 8 (641) 27 616 28 223 28 223
Prior year totals
for chart (same
period)
DC37 Bojanala Platinum - Supporting Table SC4 Monthly Budget Statement - aged creditors - M08 February
181 Days -
1 Year
Over 1
Year
Total61 -
90 Days
91 -
120 Days
121 -
150 Days
151 -
180 Days
Description NT
Code0 -
30 Days
31 -
60 Days
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Municipalities projected an increment of salaries to 4%, which is in-line with the
Reserve Banks inflation targeting. This 4% bring the salaries and wages to an
increase to R233 077 679. Salaries and Councillor Allowances amounts to
R252 647 960 and constitutes 67% of the total expenditure, 32% more than the
35% norm of the salary bill as stipulated in circular 71 of the MFMA.
9.2.8 COUNCILLORS
Remuneration of councillors Municipalities are advised to budget for the actual
costs approved in accordance with the Government Gazette on the Remuneration
of Public Office Bearers Act: Determination of Upper Limits of Salaries, Allowances
and Benefits of different members of municipal councils published annually
between December and January by the Department of Cooperative Governance. It
is anticipated that this salary determination will also take into account the fiscal
constraints. . Councillor allowances has been decreased by 5% from R20 690 000
to R19 570 281. This will be in line with the current trajectory where public office
bearers have received zero percent increase in the 2021/22 financial year and to
reduce the inflationary increase which was incorporated in the 2021/22 budget, but
was not realised due to the gazette issued by the Minister responsible for local
government.
9.2.9 DEPRECIATION AND AMORTISATION
The Municipality projected an amount of R6 000 000 for depreciation and
amortisation for the 2022/23 financial year.
9.2.10 FINANCE COST
The Municipality projected an amount of R120 000 for finance cost for the 2022/23
financial year.
9.2.11 CONTRACTED SERVICES
Contracted services are projected to R79 132 704 as compared to R43 351 539 in
the budget adjustment of February 2022. The amounts are mainly made out of
disaster relief material, vehicle maintenance, supporting of sports and culture, legal
fees, Security, telephone and data, Human Resource and Coida, training,
formulation of sector plans and gazetting of bylaws.
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9.2.12 OTHER EXPENDITURE
Other expenditure is projected to R41 727 120 as compared to R53 862 681 in the
budget adjustment of February 2022. The amounts are mainly made out insurance,
SALGA fees, audit fees, uniform and protective clothing, IT systems, skills
development and LED programs.
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SECTION H
10.1PERFORMANCE MANAGEMENT SYSTEM
Strategic management of human capital requires that the municipality develop a
performance system that will measure the performance of the organization and the
contribution each individual makes to achieve organizational goals.
Performance management is a tool that we utilize to measure if the organizational
objectives have been achieved. Performance management process is used to
communicate organizational strategic goals, reinforce individual employee
accountability for meeting the set goals, track and evaluate organization
performance results.
Municipal Systems Act requires that a municipality establish a performance
management systems that is commensurate with its resources, best suited for its
circumstances, in line with their priorities, indicators and targets that are in the IDP.
The performance management process involves:
Performance planning
Monitoring organizational and employee performance
Employee development
Evaluating employee performance and
Recognition
Performance Management System Policy was reviewed by Council on the 26
September 2013. PMS is part of the broader system of strategic management.
Performance management is designed to assist the District Municipality in
achieving its objectives as set out in the IDP.
The IDP, Budgeting and PMS should be seen as a seamless documents aimed at
taking the municipality forward.
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10.1.1 Reporting
Monthly reporting
Section 71 of the MFMA stipulates that reporting on actual revenue targets and
spending against the budget should occur on a monthly basis. This reporting must
be conducted by the accounting officer of a municipality no later than 10 working
days, after the end of each month. Reporting must include the following:
Actual revenue, per source
Actual borrowings
Actual expenditure per vote
Actual capital expenditure, per vote
The amount of any allocations received
If necessary the information has got to include explanation in the monthly reports
on:
Variances on the projected revenue by sources from the expenditure
projects per vote
Any material variances from the SDBIP
Any remedial or corrective steps taken or to be taken to ensure that the
projected revenue and expenditure remain within the municipal approved
budget
10.1.2 Quarterly reporting
MFMA Section 52 (d) compels the Municipal Mayor to submit a report to Council
on the implementation of the budget and the financial state of affairs of the
municipality within 30 days of the end of each quarter.
The quarterly performance projections captured in the SDBIP will form the basis
for the Mayor’s quarterly report.
The municipality has been consistent in submitting quarterly reports and reports
for the past two (2) quarters have been submitted and adopted by Counci
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10.1.3 Mid-year reporting
MFMA Section 72 (1) (a) states clearly the requirements for mid-year reporting.
The accounting officer is required by the 25th January of each year to assess the
performance of the municipality during the first half of the year taking into account:
Monthly statements referred to in section 71 of the MFMA
Municipality’s service delivery performance during the first half of the
financial year
The past year’s annual report and progress made in resolving challenges
identified in the annual report
10.1.4 Annual Reporting
Section 121 of the MFMA stipulates that every municipality and every municipal
entity must for each financial year prepare an annual report. The Council of a
municipality must within nine (9) months after the end of the financial year deal
with the annual report of the municipality.
The purpose of the annual report is:
To provide a record of activities of the municipality or municipal entity during
the financial year
To provide a report on performance against the budget of the municipality
or municipal entity for the financial year
To promote accountability to the local community for decisions made
throughout the year by the municipality
The SDBIP informs the performance of the municipality and it will strengthen and
guide the preparation and adoption of the annual report, which will serve as part
of accountability to the stakeholders as required by the law.
10.1.5 Service Delivery Budget Implementation Plan
SDBIP has to be submitted by the mayor not later than 28th day after the municipal
budget has been approved. The SDBIP is a tool that the municipality uses to
implement and monitor the IDP and budget.
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10.1.6 Performance Agreements
Section 53 (c) (iii) of the MFMA requires that the Mayor ensures that the annual
performance agreement be signed for the municipal manager and all section 57
managers in terms of section 57 (1) of the Municipal Systems Act.
10.1.7The performance Agreements must:
Comply with the MFMA and section 57 of the Municipal Systems Act
Must be linked to measurable performance objectives as per the approved
IDP and SDBIP
Are made public together with SDBIP
Mayor has to ensure that the performance agreements have to be submitted to
the MEC for local government in the province, together with the SDBIP.
10.1.8 Council oversight
All the committees of Council have been seating consistently and receiving the
quarterly reports from administration. Committees have been providing political
leadership and oversight by monitoring the implementation of the IDP.
10.1.9 CONCLUSION
This draft IDP presents a significant paradigm shift on how we have been drafting
and presenting our reports. This Draft IDP gives Council and stakeholders insight
into what we have achieved. This IDP provides a basis for the planning for the next
financial year. We are shifting towards excelling in our mandate
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SECTION I
11.1 OPERATIONAL STRATEGIES
11.1.1 FIRE MANAGEMENT STRATEGY
Section 156(1)(a) of the Constitution of the Republic of South Africa, Act 108 of
1996, deals with the powers and functions of municipalities and specifies that “a
municipality has executive authority in respect of and has the right to administer the
local government matters listed in Part B of Schedule 4 and Part B of Schedule 5”.
Firefighting is listed as a local government function in Schedule 4 Part B. Fire
Fighting is also governed by the Municipal Structures Act number 117 of 1998 Sec
84 (j) and the Fire Brigade Act number 99 of 1987 Sec 13.
Section 83 & 84 of the Local Government Municipal Structures Act 117 of 1998 divide
Functions and powers in case of the district municipality and the Local municipalities
within the area of the district municipality. The district has the following functions and
powers in terms of section 84 (j) of the act: Support to local Firefighting services
(operating on 24 hours rotational 12 hour shift system) serving the area of district
municipality as a whole.
DISTRICT FIRE BRIGADE SERVICE
The main functions of a fire service are to prevent fires and to protect life and property
should a fire occur. To carry out these functions the service must be well organised
and equipped. . Two essentials for protection against fire are an efficient fire service
and an adequate water supply. Fire Strategy is a guideline in order to assist with the
planning and implementation of measures to ensure that the communities of the
District are protected by efficient, adequate and effective fire brigade services within
the area of jurisdiction of the Bojanala Platinum District Municipality.
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The objectives of the Fire Risk Management Plan are:
To reduce the number of human-induced bush/veld fire ignitions that cause
damage to life, property and the environment.
Manage fuel to reduce the rate of spread and intensity of bush/veld fires, while
minimizing environmental/ecological impacts.
Reduce the communities’ vulnerability to bush/veld fires by improving
preparedness.
Effectively contain fires with a potential to cause damage to life, property and
the environment.
Regulate the use/risks associated with liquefied petroleum gas.
Regulate the use/risks associated with flammable liquids (petrol, diesel etc.)
The aim of the Fire Risk Management Plan is to:
Achieve acceptable levels of fire risk.
Promote compliance with various legislation relating to fire risk.
Minimise the negative impact of fires on life, property and the environment.
Promote the involvement of all stakeholders in fire risk management.
Set up institutional and stakeholder mechanisms to implement the Plan.
Development of fire risk reduction strategies for priority fire risks.
Integrate fire risk management into all aspects of BPDM and stakeholder functions
11.1.2 DISASTER MANAGEMENT FRAMEWORK
The strategy of the framework is to provide a coherent, transparent and inclusive
policy on disaster management in the District Municipality and also to provide
municipalities in the Bojanala Platinum District Municipality, role-player
departments, NGO’s, CBO’s and other agencies with guidelines which will enable
these to establish structures and programs to empower communities to jointly
reduce their vulnerability, by the implementation of a process whereby such
communities can prevent disasters from occurring, mitigate against disasters,
prepare and respond to the consequences of any hazard or disaster situation that
communities can be confronted with. The strategic objectives aim to enable the
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policy framework to strengthen its ability to prepare and respond to disasters.
DISASTER RISK MANAGEMENT PLAN
BPDM has a Disaster Management Plan as part of its Integrated Development
Plans, according to the Municipal Systems Act. Disaster management aims to
reduce the occurrence of disasters and to reduce the impact of those that cannot be
prevented. The purpose of the plan, therefore, is to provide municipalities in the
Bojanala Platinum District Municipality, role-player departments, NGO’s, CBO’s and
other agencies with guidelines which will enable these to establish structures and
programs to empower communities to jointly reduce their vulnerability, by the
implementation of a process whereby such communities can prevent disasters from
occurring, mitigate against disasters, prepare and respond to the consequences of
any hazard or disaster situation that communities can be confronted with.
The Municipal Disaster Risk Management Plan should:-
Form an integral part of the Bojanala Platinum District Municipality IDP so that
disaster risk reduction activities can be incorporated into its developmental
initiatives;
Anticipate the likely types of disaster that might occur in the District Municipal area
and their possible effects;
Identify the communities at risk;
Provide for appropriate prevention, risk reduction and mitigation strategies;
Identify and address weaknesses in capacity to deal with possible disasters
Facilitate maximum emergency preparedness;
Establish the disaster risk management policy framework and organisation that will
be utilized to mitigate any significant emergency or disaster affecting the District
Municipality;
Establish the operational concepts and procedures associated with day-to-day
operational response to emergencies by District, Departments and other entities.
These SOPs will also form the basis for a more comprehensive disaster response
document;
Incorporate all special Hazard / Risk-specific and Departmental DRM Plans and
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related emergency procedures that are to be used in the event of a disaster. These
will provide for:-
o the allocation of responsibilities to the various role players and co-ordination in the
carrying out
o of those responsibilities;
o prompt disaster response and relief;
o disaster recovery and rehabilitation focused on risk elimination or mitigation;
o the procurement of essential goods and services;
o the establishment of strategic communication links;
o the dissemination of information.
11.1.3 SOCIAL DEVELOPMENT MANDATE
Social Development Unit, has a mandate to provide social development services
within the district.
• The following programmes are provided by Social Development Unit:
• Non Governmental Organisastion (NGOs/NPO’) Support Programme
• Expanded Public Works Programme
• NGO/NPO SUPPORT PROGRAMME
• The Bojanala Volunteers Awards Day’ initiative has been established since
2007 as a significant annual programme that continues to honour, recognize
and reward efforts by volunteers from different NGO’s who have dedicated
their lives to contribute in bringing a better life for their communities . These
NGOs voluntarism efforts assist government tirelessly by caring and providing
for, the sick, orphaned and vulnerable children and the needy.
11.1.4 SPORT ARTS AND CULTURE UNIT
• The Sport, Arts and Culture unit is guided by the White Paper on Sport and
Recreation and the White Paper on Arts, Culture and Heritage and also the
National Sport and Recreation Plan. The National Sport and Recreation Plan
is an implementation plan for the sport and recreation policy framework as
captured in the White Paper. The Unit’s role is also support the local
municipalities as their roles differ from the districts. The Sport Arts and Culture
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Unit is partnering with the Provincial Department of Sport Arts and Culture in
all their programs, this is assisting in terms of financial resources. The
partnership is also done with all Arts and Culture Associations, federations and
other institutions.
11.1.5 LOCAL ECONOMIC DEVELOPMENT STRATEGY
The purpose of the LED Strategy is to position the Bojanala Platinum District
Municipality as a centre of sustainable economic growth and development. The LED
is in partial fulfilment of the district’s IDP goals which will position the district in
attaining its vision as a “model of cooperative governance for effective and efficient
service delivery in partnership with local municipalities and all stakeholders”. The
LED strategy has an objective of economic growth for next 5 years; reduce
unemployment below in five years; decrease the number of households below
poverty line; increase and develop access to economic opportunities and expand
the municipal revenue base.
TOURISM
Tourism is identified as a sector with high potential. Key interventions in the areas
of marketing, developing identified tourist attractions, packaging and promoting
tourist destinations. The need to improve tourism research through different efforts
such as coordinating and engaging industry players, promoting trade relations and
supporting the development of community and local tourism should be explored.
Agriculture
Has a role to play in the District economy. The climatic and soil conditions may not
be the best; however, technological advances may lead to improved productivity in
this industry. Partnerships with research institutions such as the Agricultural
Research Council are required to explore high value crops and different production
methods and techniques. Forty one villages in the Amatole District municipality are
said to be benefiting from a similar partnership. Agro-processing is also viewed as
an industry with a lot of potential. This would add value to the raw materials the
District and the Province export for processing elsewhere.
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TOURISM DEVELOPMENT STRATEGY
This Strategy acts as a strategic planning document to provide direction to BPDM
on tourism development issues. The strategy aims to guide and coordinate
sustainable tourism development from a land use planning perspective within the
district in recognition of the important role that tourism plays in an economic, social
and environmental perspective.
11.1.6 PMS FRAMEWORK
The PMS framework is meant to provide measures and practical guidelines for the
optimal management of all aspects of the performance of BPDM as an organization
as well as individuals who work in BPDM in a manner that aligns their efforts and
achievements to increase the levels of service delivery in the municipality currently
deemed to be most appropriate. The framework is seen as a process that will
specifically contribute to the achievement of establishing an improved performance
culture in BPDM by planning, measuring, communicating, recognising and
rewarding performance and also serving as a vehicle for implementing BPDM’s
goals and strategies by facilitating continuous performance improvement,
individual and organisational development and continuously enhancing employees’
competence through the identification of KRA’s as well as career related training
and development needs and strategies to deliver the best training available while
communicating the standards and performance expectations of each employee by
evaluating performance fairly and objectively.
The MSA emphasises the need for performance management in local government
and requires municipalities to develop a Service Delivery and Budget
Implementation Plan (SDBIP) as the Municipal Planning and Performance
Management Regulations (2001) stipulate that a “Municipality’s Performance
Management System entails a framework that describes and represents how the
municipality’s cycle and processes of performance planning, monitoring,
measurement, reviewing and reporting and improvement will be conducted,
organized and managed, including determining the roles of the different role players”
(Chapter 3, Section 7, Municipal Planning and Performance Management
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Regulations, 2001). There is a Municipal Scorecard (SDBIP) that is critical
institutional performance management document that links strategic planning and
IDP processes. The municipal scorecard captures the key aspects of the IDP and
the Strategic Plan in terms of, inter alia:
Key Performance Areas;
Strategic objectives;
Key Performance Indicators;
Baseline;
Targets
11.1.7 AIR QUALITY MANAGEMENT PLAN
The National Environment Management: Air Quality Act, 2004 requires that a local
authority prepare a plan for the preservation or the improvement of air quality within
their area jurisdiction. BPDM Air Quality Management Plan is primarily directed at
protecting the valuable asset of good air quality in the district and particularly of
ensuring that adverse air quality does not impact on the most vulnerable of the
population. The district is currently reviewing the Air Quality Management Plan.
11.1.8 ENVIRONMENTAL MANAGEMENT FRAMEWORK Environmental issues have become an important part of developmental thinking
and decision making in South Africa and the Integrated Environmental Plan (IEP)
is therefore an important sector plan of the Integrated Development Plan (IDP),
which serves as a useful tool for the evaluation and alignment of development
proposals with the principles of sustainable development.
This Environmental Management Framework has been completed and is awaiting
authority from the Minister and the Provincial MEC before it can be gazette.
11.1.9 INTEGRATED WASTE MANAGEMENT PLAN
Waste Management Plan has a key role to play in achieving sustainable waste
management. Their main purpose is to give an outline of waste streams and
treatment options. More specifically it aims to provide a planning framework for the
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following:
Compliance with waste policy and target achievement;
Outline of waste characteristics and sufficient capacity for managing waste;
Control of technological measures; and
Outline of economy and investment requirements. 11.1.10 INTERNAL AUDIT PLAN
The internal audit plan sets out the Strategic Three Year Rolling Internal Audit Plan
as well as the Annual Internal Audit Plan for the financial year ending 30 June 2020.
The approach was to formulate a risk-based plan to align the priorities of the
internal audit function with the strategic objectives and goals of BPDM and related
strategic risks as identified by management.
11.1.11 FRAUD POLICY AND RESPONSE PLAN This policy is intended to set down the stance of BPDM to fraud and corruption and
to reinforce existing systems, policies and procedures of BPDM aimed at deterring,
preventing, detecting, reacting to and reducing the impact of fraud and corruption.
The policy of BPDM is zero tolerance to fraud and corruption. In addition, all fraud
and corruption will be investigated and followed up by the application of all remedies
available within the full extent of the law and the implementation of appropriate
prevention and detection controls. These prevention controls include the existing
financial and other controls and checking mechanisms as prescribed in the
systems, policies and procedures of BPDM.
11.1.12 WORKPLACE SKILLS DEVELOPMENT PLAN
Workplace Skills Plan (WSP) it is a well-researched and reasoned plan for
developing the skills needed by the institution. It includes a survey of the
qualifications and roles of the staff and an analysis of the institution's expected future
trends. The plan is developed for every financial year.
11.1.13 RISK MANAGEMENT
Risk management is the identification, evaluation and prioritization of risk followed
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by coordinated and economical application of resources to minimize, monitor, and
control the probability or impact of unfortunate events or to maximise the realization
of opportunities.
Risk can come from various sources including threats from project failures (at any
phase in design, development, production, or sustaining of life-cycle), legal
liabilities, credit risk, accidents, natural causes and disasters, deliberate attack from
an adversary, or events of uncertain or unpredictable root-cause
Risk management is an important process because it empowers an organisation
with the necessary tools so that it can adequately identify and deal with potential
risks. Moreover, the management will have the necessary information that they can
use to make informed decisions and ensures that business remains profitable
The risk assessment of the Bojanala Platinum District municipality is principally
motivated by the following prescripts:-
- Section 62(1) (c) (i) of the Municipal Finance Management Act requires that
the Accounting Officer for a municipality must take all reasonable steps to
ensure that the municipality has and maintains an effective, efficient and
transparent system of financial, risk management and internal control.
- The Council, is responsible for the governance of risk. The council shall
delegate to management the responsibility to design, implement and monitor
risk management plans. It is thus the responsibility of the council through
management to ensure that thorough risk assessments are performed on a
continual basis. These should be followed by risk responses, risk monitoring,
risk assurance and risk disclosures.
The Municipality should ensure that it has effective, efficient, and transparent
systems of financial and risk management and internal controls.
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SECTION J
LIST OF PROJECTS FROM LOCAL MUNICIPALITIES AND SECTOR DEPARTMENTS LIST OF CAPITAL PROJECTS AT LOCAL MUNICIPALITIES
MORETELE
CAPITAL BUDGET 2022/23 OUTER YEARS
Description MIG Budget 2022/23
WSIG Budget 2022/23
INTERNAL FUNDING
Total Budget 2021/22
MIG Budget 2023/24
WSIG Budget 2023/24
MIG Budget 2024/25
WSIG Budget 2024/25
WATER 45,000,000.00
65,000,000.00
-
110,000,000.00
59,991,094.86
75,000,000.00
54,989,050.00
80,000,000.00
Ward 25 Water Reticulation and Yard Connections (Motla, Ratjiepane)
15,000,000.00
15,000,000.00
21,582,523.43
19,989,050.00
Ward 6 Water reticulation and yard connections (Ngobi)
15,000,000.00
15,000,000.00
19,000,000.00
20,000,000.00
Ward 1 water reticulation and yard connections (Ruigtesloot)
15,000,000.00
15,000,000.00
19,408,571.43
15,000,000.00
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Drilling of boreholes and installation of steel tank with package plant in Mmakaunyane
20,000,000.00
20,000,000.00
Water supply in Ward 21 - Phase 2
5,000,000.00
5,000,000.00
Installation of package plant in Ward 1
10,000,000.00
10,000,000.00
10,000,000.00
Ward 25 Yard Connections (Msholozi)
25,000,000.00
10,000,000.00
Ward 9 Yard Connections (Motla)
30,000,000.00
Water supply in ward 17 (one & ten)
-
20,000,000.00
Drilling of boreholes in various villages with package plants
40,000,000.00
SANITATION 14,232,502.03
-
-
14,232,502.03
14,867,605.00
-
16,000,000.00
-
Ward 5 Basic Sanitation
5,000,000.00
5,000,000.00
6,000,000
8,000,000
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Mathibestad Basic Sanitation
4,232,502.03
4,232,502.03
Ward 26 basic sanitation
5,000,000.00
5,000,000.00
8,000,000
Ward 13&14 Basic Sanitation
-
8,867,605.00
ROADS 36,000,000.00
-
-
36,000,000.00
40,000,000.00
-
36,000,000.00
-
Upgrading of internal roads in Motla
12,000,000.00
12,000,000.00
15,000,000
12,000,000
Internal Roads & Stormwater Makapanstad (Ex ward 25)
12,000,000.00
12,000,000.00
15,000,000
Greater Maubane Internal roads
12,000,000.00
12,000,000.00
12,000,000
Swartdam Internal Roads
-
10,000,000
12,000,000
HIGH MAST LIGHTING
22,447,497.97
-
-
22,447,497.97
6,000,000.00
-
18,000,000.00
-
Instalation of High Mast Lights in Ward 9 (Ga-Motla)
4,096,947.25
4,096,947.25
Instalation of High Mast Lights in
5,006,507.20
5,006,507.20
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Ward 12 (Mathibestad)
Ward 13 High Mast Lights
2,226,285.84
2,226,285.84
6,000,000
Instalation of High Mast Lights in ward 14
9,065,300.00
9,065,300.00
6,000,000
Construction of High Mast Lights in ward 17
2,052,457.68
2,052,457.68
Ward 20 High Mast Lights
6,000,000
6,000,000
COMMUNITY FACILITIES
8,000,000.00
-
1,000,000.00
9,000,000.00
10,000,000.00
-
12,000,000.00
-
Construction of Community hall in ward 15
8,000,000.00
8,000,000.00
Ward 1 Community Hall
1,000,000.00
1,000,000.00
Construction of Ward Community Hall in Ward 18
-
10,000,000
Construction of Community Hall in Ward 20
12,000,000
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OTHER -
-
-
-
-
-
-
-
-
Total Capital Budget
125,680,000.00
65,000,000.00
1,000,000.00
191,680,000.00
130,858,699.86
75,000,000.00
136,989,050.00
80,000,000.00
RUSTENBURG LOCAL MUNICIPALITY
Project No. Project Description Location/
Ward
2022-2023
Budget
2023-2024
Budget
2024-2025
Budget
Funding
Source
IDP/22/23/01 Office and Specialized Library Furniture ALL - 500,000 574,176 Grant: CATA
IDP/22/23/02 Air Conditioners ALL 248,734 45,762 Grant: CATA
IDP/22/23/03 Water tanks and pumps ALL 130,000 100,000 Grant: CATA
IDP/22/23/04 Carport - Boitekong Library 20/21/40 150,000 - - Grant: CATA
IDP/22/23/05 Burglar proofing - Rustenburg Library 42 70,000 - - Grant: CATA
IDP/22/23/06 Installation of water gysers ALL - 100,000 Grant: CATA
IDP/22/23/07 Library counter - Tlhabane Library 11 20,000 - - Grant: CATA
IDP/22/23/08 Integrated National Electrification Programme (New
Boitekong 88/11kv Substation)
20/21/40 30,000,000 31,015,000 32,408,000 Grant: INEP
IDP/22/23/09 Upgrading of Rietvlei Cemetery Phase 2 16 5,000,000 10,000,000 - Grant: MIG
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Project No. Project Description Location/
Ward
2022-2023
Budget
2023-2024
Budget
2024-2025
Budget
Funding
Source
IDP/22/23/23 Installation of High Mast Light in Mosenthal/Ikageng
- Phase A
44 5,000,000 3,000,000 2,500,000 Grant: MIG
IDP/22/23/24 Installation of High Mast Light in Kanana Phase 2 23 5,000,000 - 2,500,000 Grant: MIG
IDP/22/23/25 Installation of Highmast lights in Kanana - Phase A 23 5,000,000 - - Grant: MIG
IDP/22/23/26 Installation of High Mast Light in Robega Phase 2 2 5,000,000 - - Grant: MIG
IDP/22/23/27 Installation of High Mast Light in Robega Phase 2 -
Phase A
2 5,000,000 - - Grant: MIG
IDP/22/23/28 Construction of Bospoort Bulk Water Pipeline 23 5,000,000 8,000,000 2,000,000 Grant: MIG
IDP/22/23/29 Bulk, Storage and Water Reticulation in Lekgalong 44 1,500,000 3,500,000 5,000,000 Grant: MIG
IDP/22/23/30 Bulk Augmentation and Water Reticulation in
Izwelakhe
All 1,500,000 2,000,000 5,000,000 Grant: MIG
IDP/22/23/31 Water Reticulation in New RDP Bokamoso 34 3,000,000 5,500,000 5,000,000 Grant: MIG
IDP/22/23/32 Boitekong Hawkers Stalls 20/21/40 3,000,000 5,000,000 8,000,000 Grant: MIG
IDP/22/23/33 PPEQ : TLHABANE TRADING HUB 10-Nov 11,000,000 11,484,000 11,989,296 Grant: MIG
IDP/22/23/34 PPEQ : LETHABONG BEEHIVES 27&28 14,000,000 14,616,000 15,259,104 Grant: MIG
IDP/22/23/35 Furniture ALL 500,000 550,000 600,000 Grant: MIG
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Project No. Project Description Location/
Ward
2022-2023
Budget
2023-2024
Budget
2024-2025
Budget
Funding
Source
IDP/22/23/36 Municipal Information Systems (New) ALL 600,000 200,000 200,000 Grant: MIG
IDP/22/23/37 Laptops ALL 450,000 500,000 750,000 Grant: MIG
IDP/22/23/38 Project Management Systems (ISO/QMS Standard) ALL 2,000,000 1,500,000 900,000 Grant: MIG
IDP/22/23/39 Phatsima Roads And Stormwater Drainage Phase 5 1 2,000,000 4,000,000 5,000,000 Grant: MIG
IDP/22/23/40 Boitekong Ward 19 Roads And Stormwater Drainage
Phase
20/21/40 5,000,000 4,000,000 4,000,000 Grant: MIG
IDP/22/23/41 Constrcution of roads and stormawater in Marikana
- Phase A
31/32 5,000,000 4,000,000 6,000,000 Grant: MIG
IDP/22/23/42 Construction of roads and stomwater in Phatsima -
Phase A
1 3,000,000 4,000,000 6,000,000 Grant: MIG
IDP/22/23/43 Construction of roads and stomwater in Phatsima -
Phase B
1 3,000,000 4,000,000 6,000,000 Grant: MIG
IDP/22/23/44 Construction of roads and stomwater in Phatsima -
Phase C
1 3,000,000 4,000,000 4,000,000 Grant: MIG
IDP/22/23/45 Construction of roads and stomwater in Phatsima -
Phase D
1 5,000,000 4,000,000 4,482,450 Grant: MIG
IDP/22/23/46 Construction of roads and stormawater in Marikana
- Phase B
31/32 5,000,000 4,000,000 6,000,000 Grant: MIG
IDP/22/23/47 Construction of roads and stormawater in Marikana
- Phase C
31/32 3,000,000 5,500,000 8,000,000 Grant: MIG
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Project No. Project Description Location/
Ward
2022-2023
Budget
2023-2024
Budget
2024-2025
Budget
Funding
Source
IDP/22/23/48 Construction of roads and stormawater in Marikana
- Phase D
31/32 3,000,000 5,500,000 8,000,000 Grant: MIG
IDP/22/23/49 Construction of roads and stormwater in Boitekong -
Phase A
20/21/40 4,450,000 4,000,000 4,000,000 Grant: MIG
IDP/22/23/50 Construction of roads and stormwater in Boitekong -
Phase B
20/21/40 5,000,000 4,000,000 4,000,000 Grant: MIG
IDP/22/23/51 Construction of roads and stormwater in Boitekong -
Phase C
20/21/40 5,000,000 4,000,000 6,000,000 Grant: MIG
IDP/22/23/52 Construction of roads and stormwater in Cluster A 3,000,000 5,500,000 8,000,000 Grant: MIG
IDP/22/23/53 Construction of roads and stormwater in Cluster B 1,500,000 2,000,000 5,000,000 Grant: MIG
IDP/22/23/54 Construction of roads and stormwater in Cluster C 3,000,000 5,500,000 5,000,000 Grant: MIG
IDP/22/23/55 Construction of roads and stormwater in Kanana -
Phase A
23 5,000,000 4,000,000 4,000,000 Grant: MIG
IDP/22/23/56 Construction of roads and stormwater in Kanana -
Phase B
23 5,000,000 4,000,000 4,000,000 Grant: MIG
IDP/22/23/57 Construction of roads and stormwater in Lethabong
Ward 27
27 3,000,000 5,500,000 8,000,000 Grant: MIG
IDP/22/23/58 Construction of roads and stormwater in Lethabong
Ward 28
28 3,000,000 5,500,000 8,000,000 Grant: MIG
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Project No. Project Description Location/
Ward
2022-2023
Budget
2023-2024
Budget
2024-2025
Budget
Funding
Source
IDP/22/23/59 Construction of roads and stormwater in
Mathopestad
36 3,000,000 5,500,000 8,000,000 Grant: MIG
IDP/22/23/60 Construction of roads and stormwater in Photsaneng 45 1,500,000 3,500,000 5,000,000 Grant: MIG
IDP/22/23/61 Construction of roads and stormwater in Robega 2 5,000,000 4,000,000 6,000,000 Grant: MIG
IDP/22/23/62 Construction of roads and stormwater in Robega -
Phase A
2 5,000,000 4,000,000 4,000,000 Grant: MIG
IDP/22/23/63 Construction of roads and stormwater in Robega -
Phase B
2 5,000,000 4,000,000 4,000,000 Grant: MIG
IDP/22/23/64 Construction of roads and stormwater in Tlaseng 26 5,000,000 4,000,000 4,000,000 Grant: MIG
IDP/22/23/65 Construction of roads and stormwater in Tlaseng -
Phase A
26 5,000,000 4,000,000 4,000,000 Grant: MIG
IDP/22/23/66 Construction of roads and stormwater in Tlaseng -
Phase B
26 5,000,000 4,000,000 4,000,000 Grant: MIG
IDP/22/23/67 Construction of roads and stormwater in Tlaseng -
Phase C
26 5,000,000 4,000,000 4,000,000 Grant: MIG
IDP/22/23/68 Construction of roads and stormwater in Tlaseng -
Phase D
26 5,000,000 4,000,000 4,000,000 Grant: MIG
IDP/22/23/69 Construction of roads and stormwater Makolokwe 29 3,000,000 5,500,000 8,000,000 Grant: MIG
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Project No. Project Description Location/
Ward
2022-2023
Budget
2023-2024
Budget
2024-2025
Budget
Funding
Source
IDP/22/23/70 Freedom Park Ward 24 Roads and Stormwater
Drainage
24/38 5,000,000 4,000,000 5,000,000 Grant: MIG
IDP/22/23/71 Freedom Park Ward 24 Roads and Stormwater
Drainage - Phase A
24/38 5,000,000 4,000,000 6,000,000 Grant: MIG
IDP/22/23/72 Freedom Park Ward 24 Roads and Stormwater
Drainage - Phase B
24/38 5,000,000 4,000,000 6,000,000 Grant: MIG
IDP/22/23/73 Marikana Roads & Stormwater Drainage Phase 5 31/32 5,000,000 4,000,000 6,000,000 Grant: MIG
IDP/22/23/74 Upgrading and Construction of Internal Access Roads
in Kanana Phase 2
23 5,000,000 4,000,000 4,000,000 Grant: MIG
IDP/22/23/75 AIRCONDITIONERS ALL 300,000 Grant: PTNG
IDP/22/23/76 BUS DEPOT ALL 31,131,249 32,376,499 33,671,559 Grant: PTNG
IDP/22/23/77 DESIGN, BUILDING AND OPERATIONS ALL 15,000,000 15,600,000 16,224,000 Grant: PTNG
IDP/22/23/78 EQUIPMENT ALL 20,000 28,000 39,200 Grant: PTNG
IDP/22/23/79 FURNITURE ALL 100,000 104,000 108,160 Grant: PTNG
IDP/22/23/80 LAPTOPS/DESKTOPS ALL 109,616 114,001 118,561 Grant: PTNG
IDP/22/23/81 MACHINERY AND EQUIPMENT ALL 404,373 420,548 437,370 Grant: PTNG
IDP/22/23/82 NON MOTORISED WALK AWAY ALL 3,000,000 3,120,000 - Grant: PTNG
IDP/22/23/83 STATIONS ALL 10,000,000 - - Grant: PTNG
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Project No. Project Description Location/
Ward
2022-2023
Budget
2023-2024
Budget
2024-2025
Budget
Funding
Source
IDP/22/23/84 TURNAROUND FACILITY ALL 10,000,000 Grant: PTNG
IDP/22/23/85 UPGRADE OF RRT OFFICE ALL 2,000,000 - - Grant: PTNG
IDP/22/23/86 Water Conservation and Demand Management All 41,908,211 50,672,173 51,381,748 Grant: WSIG
IDP/22/23/87 New mains from Cashan Resevoir to Geelhout and
Industrial reservoir
17 17,671,789 18,449,347 19,261,119 Grant: WSIG
IDP/22/23/88 Augmentation of groundwater supply to Makolokwe
village
29 10,420,000 10,878,480 11,357,133 Grant: WSIG
IDP/22/23/89 FURNITURE AND FITTINGS All 60,000 Own Revenue
IDP/22/23/90 CAMERAS All 80,000 - Own Revenue
IDP/22/23/91 RECORDERS All 80,000 - Own Revenue
IDP/22/23/92 Computer server All 3,500,000 Own Revenue
IDP/22/23/93 aircons All 500,000 300,000 Own Revenue
IDP/22/23/94 FURNITURE AND FITTINGS All 54,497 56,894 59,398 Own Revenue
IDP/22/23/95 REVAMP OF MPHENI All 5,413,190 5,651,370 5,900,031 Own Revenue
IDP/22/23/96 REVAMP_CIVIC CENTRE All 2,165,276 2,260,548 2,360,012 Own Revenue
IDP/22/23/97 Renovation of Rankelenyane RCC 29 768,673 802,495 837,804 Own Revenue
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Project No. Project Description Location/
Ward
2022-2023
Budget
2023-2024
Budget
2024-2025
Budget
Funding
Source
IDP/22/23/98 Renovation of Boitekong RCC 20/21/40 974,374 1,017,247 1,062,006 Own Revenue
IDP/22/23/99 Renovation of East End Sport Facility All 747,020 779,889 814,204 Own Revenue
IDP/22/23/100 Installation of emergency escape route for Speakers
Office
All 216,528 226,055 236,001 Own Revenue
IDP/22/23/101 Renovation of Harry Waffle Hall All 520,013 542,893 566,781 Own Revenue
IDP/22/23/102 Installation of fence at various facilities All 1,732,221 1,808,439 1,888,010 Own Revenue
IDP/22/23/103 Furniture(Chairs and Tables) All 250,000 260,500 271,441 Own Revenue
IDP/22/23/104 council chamber PA SYSTEM All 3,000,000 Own Revenue
IDP/22/23/105 Blower Machine All 5,000 - - Own Revenue
IDP/22/23/106 Rebuilding of Sunrisepark hall 19 2,500,000 1,000,000 500,000 Own Revenue
IDP/22/23/107 Grab truck All 2,000,000 - - Own Revenue
IDP/22/23/108 Capex : P.P.E > Brushcutters - Parks All - 300,000 - Own Revenue
IDP/22/23/109 05 tractor slashers All 300,000 - - Own Revenue
IDP/22/23/110 Ride On Lawn Mower All 220,000 - - Own Revenue
IDP/22/23/111 Blower Machine All 5,000 - - Own Revenue
IDP/22/23/112 Brush Cutters All 100,000 - 60,000 Own Revenue
19
8
198
Project No. Project Description Location/
Ward
2022-2023
Budget
2023-2024
Budget
2024-2025
Budget
Funding
Source
IDP/22/23/113 Construction of outdoor gym x1 All 350,000 700,000 750,000 Own Revenue
IDP/22/23/114 Tractor Slashers All 170,000 - 100,000 Own Revenue
IDP/22/23/115 Motors and Pumps All 100,000 105,000 110,000 Own Revenue
IDP/22/23/116 Blower Machine All 5,000 - - Own Revenue
IDP/22/23/117 Brush Cutters All 60,000 - 60,000 Own Revenue
IDP/22/23/118 Ride on Lawn Mower All 220,000 - - Own Revenue
IDP/22/23/119 Money Safes All 12,000 - Own Revenue
IDP/22/23/120 Fencing - Waste Management Depot All 1,000,000 - - Own Revenue
IDP/22/23/121 Mesh burglar proofing - Waste Depot All 1,500,000 - - Own Revenue
IDP/22/23/122 Carports - Waste Management Depot All 100,000 - - Own Revenue
IDP/22/23/123 Air conditioners - (All offices - Waste Depot) All 80,000 - - Own Revenue
IDP/22/23/124 Restoration of water supply for Waterval Landfill site 35 200,000 - - Own Revenue
IDP/22/23/125 Horse and trailor - Truck head and lowbwed trailer All 4,500,000 - - Own Revenue
IDP/22/23/126 Data rojector All 30,000 Own Revenue
19
9
199
Project No. Project Description Location/
Ward
2022-2023
Budget
2023-2024
Budget
2024-2025
Budget
Funding
Source
IDP/22/23/127 Computer Equipment/Acquisitions/Transfer from
Operational Revenue/Information
Technology/Administrative or Head Office (Including
Satellite Offices)/Default/INFORMATION
TECHNOLOGY [CORPORATE SUPPORT SERVICES]
All 1,500,000 1,000,000 1,000,000 Own Revenue
IDP/22/23/128 Land Acquisition All 6,252,000 6,527,088 6,814,279 Own Revenue
IDP/22/23/129 STOVES All 1,563,000 1,631,772 1,703,570 Own Revenue
IDP/22/23/130 SECURITY SYSTEMS & CCTV CAMERAS All 700,000 1,000,000 1,500,000 Own Revenue
IDP/22/23/131 BIOMETRICS SYSTEM All 500,000 1,000,000 1,000,000 Own Revenue
IDP/22/23/132 VEHICLES (TOWING VEHICLES 4 TON, TRUCK WITH
CANOPY, CANOPIES)
All 1,200,000 2,000,000 100,000 Own Revenue
IDP/22/23/133 PORTABLE OFFICE All - 700,000 - Own Revenue
IDP/22/23/134 EQUIPMENT (PORTABLE RADIO, FIREARMS) All 70,000 70,000 100,000 Own Revenue
IDP/22/23/135 POUND REFURBISHMENT All 50,000 1,000,000 50,000 Own Revenue
IDP/22/23/136 OFFICE FURNITURE All 20,000 30,000 50,000 Own Revenue
IDP/22/23/137 BLUE LIGHT MANAGERS All 10,000 50,000 20,000 Own Revenue
IDP/22/23/138 6 X Aero Drones All 500,000 200,000 100,000 Own Revenue
20
0
200
Project No. Project Description Location/
Ward
2022-2023
Budget
2023-2024
Budget
2024-2025
Budget
Funding
Source
IDP/22/23/139 10 x DOUBLE CAB BAKKIES WITH CANOPIES All 500,000 200,000 100,000 Own Revenue
IDP/22/23/140 DISASTER VEH- (SKIT UNIT, CABS, COMBI, PANEL
MINI TRUCK)
All 4,000,000 2,000,000 7,000,000 Own Revenue
IDP/22/23/141 REFURBISHMENT OF FIRE STATIONS X 3 All 1,000,000 1,000,000 500,000 Own Revenue
IDP/22/23/142 WATER TOWER AT MARIKANA FIRE HOUSE 31/32 1,000,000 1,000,000 - Own Revenue
IDP/22/23/143 OFFICE FURNITURE & EQUIPMENT (FRIDGE,
MICROWAVE, AIRCON)
All 310,000 143,000 148,000 Own Revenue
IDP/22/23/144 COMPUTERS/LAPTOP All 50,000 20,000 20,000 Own Revenue
IDP/22/23/145 UPGRADING OF EMERGENCY COMMUNICATION
SYSTEM
All 2,000,000 500,000 100,000 Own Revenue
IDP/22/23/146 FURNITURE AND EQUIPMENT All 120,000 - 60,000 Own Revenue
IDP/22/23/147 FLOOR TILE All 100,000 - - Own Revenue
IDP/22/23/148 CURTAINS All 30,000 - - Own Revenue
IDP/22/23/149 FRIDGE All 15,000 - - Own Revenue
IDP/22/23/150 AIR CONDITIONER All 80,000 - - Own Revenue
IDP/22/23/151 PROJECTOR All 25,000 - - Own Revenue
20
1
201
Project No. Project Description Location/
Ward
2022-2023
Budget
2023-2024
Budget
2024-2025
Budget
Funding
Source
IDP/22/23/152 CLEANING MACHINE HOOVER All 8,000 - - Own Revenue
IDP/22/23/153 STANDBY GENERATOR All 1,500,00 500,000 500,000 Own Revenue
IDP/22/23/154 BAKKIE WITH CANOPY FOR WARRANTS All - 300,000 - Own Revenue
IDP/22/23/155 PORTABLE RADIO All 80,000 50,000 50,000 Own Revenue
IDP/22/23/156 BLUE LAMPS FOR MANAGERS All 50,000 30,000 30,000 Own Revenue
IDP/22/23/157 OFFICE FURNITURE All 50,000 20,000 50,000 Own Revenue
IDP/22/23/158 CARPORTS FOR COUNCIL VEHICLES All - - - Own Revenue
IDP/22/23/159 AIRCONDITIONER All 100,000 50,000 20,000 Own Revenue
IDP/22/23/160 ANPR BUS FITMENT WITH EQUIPMENT (ROAD
BLOCK BUS)
All 350,000 - - Own Revenue
IDP/22/23/161 SPEED AND RED LIGHT PERMANENT CAMERA All 400,000 400,000 200,000 Own Revenue
IDP/22/23/162 BREAKDOWN TRUCK All 1,000,000 500,000 - Own Revenue
IDP/22/23/163 STANBY GENERATOR All 1,500,00 500,000 500,000 Own Revenue
IDP/22/23/164 Distribution - Refurbishment of 11KV Substation
Buildings
All 3,126,000 3,263,544 3,407,140 Own Revenue
IDP/22/23/165 Electrical Tools and Equipment All 2,500,000 2,610,000 2,724,840 Own Revenue
20
2
202
Project No. Project Description Location/
Ward
2022-2023
Budget
2023-2024
Budget
2024-2025
Budget
Funding
Source
IDP/22/23/166 Capex : HV Test machine and Equipment
(replacement)
All 2,084,000 2,175,696 2,271,427 Own Revenue
IDP/22/23/167 Capex : Distribution - Replacement of Hydraulic
Hand Tools In Store Room
All 208,400 217,570 227,143 Own Revenue
IDP/22/23/168 Capex : Injection tester - Primary and secondary All 1,250,400 1,305,418 1,362,856 Own Revenue
IDP/22/23/169 Capex : Distribution - Replacement of Electricians
Tool Boxes
All 521,000 543,924 567,857 Own Revenue
IDP/22/23/170 Capex : Batteries and Chargers All 1,042,000 1,087,848 1,135,713 Own Revenue
IDP/22/23/171 Dinie Estate - Electrification - Bulk line All 4,376,400 4,568,962 4,769,996 Own Revenue
IDP/22/23/172 NW373_310 - INTA - Software : Acquisitions
Supervisory Ctrl & Data Acquisition (S.C.A.D.A)
System
All 8,420,000 8,878,480 9,357,133 Own Revenue
IDP/22/23/173 Refurbishment of Traffic Light Intersections All 8,420,000 8,878,480 9,357,133 Own Revenue
IDP/22/23/174 Distribution - Refurbishment of 11kV Substation
Equipment
All 8,420,000 8,878,480 9,357,133 Own Revenue
IDP/22/23/175 Refurbishment of vandilized network All 13,756,000 14,581,264 14,442,840 Own Revenue
IDP/22/23/176 Refurbishment of Aged Rural Network All 13,025,000 13,598,100 14,196,416 Own Revenue
IDP/22/23/177 Replacement of 33 kV Cables (Noord Sub, Munic
Sub,etc)
All 30,043,100 31,672,996 32,374,608 Own Revenue
20
3
203
Project No. Project Description Location/
Ward
2022-2023
Budget
2023-2024
Budget
2024-2025
Budget
Funding
Source
IDP/22/23/178 Capex : P.P.E > Upgrading - Electricity Network All 3,126,000 3,263,544 3,407,140 Own Revenue
IDP/22/23/179 Furniture All 156,300 163,177 170,357 Own Revenue
IDP/22/23/180 Mobile Compressor All 26,050 27,196 28,393 Own Revenue
IDP/22/23/181 Portpack All 20,840 21,757 22,714 Own Revenue
IDP/22/23/182 Mobile Generator All 26,050 27,196 28,393 Own Revenue
IDP/22/23/183 Mobile Welding All 93,780 97,906 102,214 Own Revenue
IDP/22/23/184 Tool Boxes All 364,700 380,747 397,500 Own Revenue
IDP/22/23/185 Filters, Boilemakers and Air con tech All 156,300 163,177 170,357 Own Revenue
IDP/22/23/186 Upgrading of Boitekong Ext 8 Pump Station 20/21/40 3,126,000 3,263,544 3,407,140 Own Revenue
IDP/22/23/187 Savanna Falls - Sewer connection All 1,042,000 1,087,848 1,135,713 Own Revenue
IDP/22/23/188 PPEQ : REFURBISHMENT OF HAWKER STALLS All 500,000 522,000 544,968 Own Revenue
IDP/22/23/189 PPEQ : SHOWGROUNDS MAINTENANCE AND
UPGRADE
All 500,000 522,000 544,968 Own Revenue
IDP/22/23/190 PPEQ : LETHABONG BEEHIVES 27/28 6,000,000 6,264,000 6,539,616 Own Revenue
20
4
204
Project No. Project Description Location/
Ward
2022-2023
Budget
2023-2024
Budget
2024-2025
Budget
Funding
Source
IDP/22/23/191 PPEQ : REFURBISHMENT OF ZINNIAVILLE FACTORY
SHOPS
43 1,000,000 1,044,000 1,089,936 Own Revenue
IDP/22/23/192 PPEQ : REFURBISHMENT OF INDUSTRIAL SHOPS All - - - Own Revenue
IDP/22/23/193 PPEQ : SMME TRAINING CENTRE All 200,000 208,800 217,987 Own Revenue
IDP/22/23/194 PPEQ - OUTDOOR FURNITURE All 1,050,000 1,096,200 1,144,433 Own Revenue
IDP/22/23/195 INT ASSET : DATABASE SOFTWARE All 260,500 271,962 283,928 Own Revenue
IDP/22/23/196 PPEQ : COMPUTERS AND LAPTOPS All 150,000 156,600 163,490 Own Revenue
IDP/22/23/197 PPEQ : FURNITURE AND OFFICE EQUIPMENT All 250,000 261,000 272,484 Own Revenue
IDP/22/23/198 PPEQ : RENOVATION OF FARMER'S PRODUCTION
SUPPORT UNIT (FPSU)
All 4,000,000 4,176,000 4,359,744 Own Revenue
IDP/22/23/199 PPEQ : UPGRADING OF CHILDERN PLAY AREA All 300,000 313,200 326,981 Own Revenue
IDP/22/23/200 STAFF & PUBLIC TOILETS (MARIKANA REGISTERING
AUTHORITY & ROBEGA)
2/31/32 - 600,000 Own Revenue
IDP/22/23/201 OFFICE EQUIPMENT (FRIDGE x3, DUST HOOVERS,
WATER COOLERS, WATER PURIFIER, SCANNERS,
AIRCON)
All 110,000 775,000 Own Revenue
IDP/22/23/202 PUBLIC PARKING FOR ROBEGA 2 - 300,000 Own Revenue
IDP/22/23/203 REPLACEMENT OF WEIGH BRIDGE All 2,500,000 - Own Revenue
20
5
205
Project No. Project Description Location/
Ward
2022-2023
Budget
2023-2024
Budget
2024-2025
Budget
Funding
Source
IDP/22/23/204 Laptops All 50,000 - 50,000 Own Revenue
IDP/22/23/205 Hard drive All 3,500 - 3,500 Own Revenue
IDP/22/23/206 Tools of Trade All 70,000 - - Own Revenue
IDP/22/23/207 Laptops All 80,000 Own Revenue
IDP/22/23/208 Funiture All 250,000 - - Own Revenue
IDP/22/23/209 Appliance(Bar Fridge, Microwave) All 50,000 - - Own Revenue
Audit software All 280,000 - - Own Revenue
IDP/22/23/210 Furniture All 500,000 - - Own Revenue
IDP/22/23/211 IT Hardware and Equipment Monnakato 25 103,000 - - Own Revenue
IDP/22/23/212 FURNITURE MONNAKATO RCC 25 8,680 - - Own Revenue
IDP/22/23/213 FURNITURE LETHABONG RCC 27&28 14,960 - - Own Revenue
IDP/22/23/214 FURNITURE BOITEKONG RCC 20/21/40 89,326 - - Own Revenue
IDP/22/23/215 FURNITURE PHATSIMA RCC All 30,354 - - Own Revenue
IDP/22/23/216 FURNITURE MARIKANA RCC All 38,144 - - Own Revenue
IDP/22/23/217 FURNITURE TLHABANE RCC All 79,487 - - Own Revenue
20
6
206
Project No. Project Description Location/
Ward
2022-2023
Budget
2023-2024
Budget
2024-2025
Budget
Funding
Source
IDP/22/23/218 FURNITURE RANKELENYANE RCC All 144,964 - - Own Revenue
IDP/22/23/219 CONCRETE PALLISADE FENCING TLHABANE RCC 10 &11 120,000 - - Own Revenue
IDP/22/23/220 CONCRETE PALLISADE FENCING MONNAKATO RCC 25 120,000 - - Own Revenue
IDP/22/23/221 CONCRETE PALLISADE FENCING IKAGENG RCC 44 75,000 - - Own Revenue
IDP/22/23/222 CONCRETE PALLISADE FENCING LETHABONG RCC 20/21/40 120,000 - - Own Revenue
IDP/22/23/223 CONCRETE PALLISADE FENCING PHATSIMA RCC 1 120,000 - - Own Revenue
IDP/22/23/224 CONCRETE PALLISADE FENCING PHATSIMA RCC 1 60,000 - - Own Revenue
MOSES KOTANE LOCAL MUNICIPALITY
MSCOA Line Item No. Project No Project Description Ward Status Total Capital Budget Funder
2020/ 2021 2021/ 2022 2022/ 2023 2023/2024
Water Projects : Infrastructure and Technical Services
Financial Year 2020/2021 39056445020WSE26ZZ29 MKW – 65 Ledig Bulk Water Supply 14/28/30 Ongoing 3,628,500 WSIG
39056446020FBC59ZZ18 MKW – 75 Pella Water Supply 18 Adjusted 5,755,297 MIG
39056446020WSE08ZZ20 MKW – 76 Tlokweng Water Supply : Phase I 20 New 664,334 WSIG
39056446020WSE39ZZ20 MKW – 87 Lerome Bulk Water Augmentation 15 Adjusted 11,422,140 WSIG
39056446020FBC59ZZ18 MKW – 93 Pella Bulk Water Augmentation 18 / 19 Adjusted 18,658,923 WSIG
MKW - 124 Sandfontein Construction of Boreholes, Pipelines and
10 New BPDM
20
7
207
MSCOA Line Item No. Project No Project Description Ward Status Total Capital Budget Funder
2020/ 2021 2021/ 2022 2022/ 2023 2023/2024
Storage tank
39056446020WSE09ZZ20 MKW – 128 Tlokweng Water Supply : Phase II 20 New 4,779,600 WSIG
Rolled Over Projects
39056445020CCD42ZZ17 MKW – 130 Seolong Rural Bulk Water Supply 23 Adjusted 10,000,000 PIG
Financial Year 2020/2021 – 2021/2022 39056446020FBD76ZZ20 MKW – 114 Design Sandfontein Water Supply 10 Adjusted 1,006,789 14,000,000 MIG
39056446020FBD77ZZ20 MKW – 115 Design Maologane Water Supply 27 Adjusted 1,000,000 9,000,000 MIG
39056446020FBE38ZZ20 MKW – 116 Ledig Water Supply Various Sections 14/28/30 Adjusted 4,962,978 18,197,227 MIG
39056445020WSE28ZZ29 MKW – 117 Upgrading of Madikwe Water Treatment Plant (Phase I), Phase II (Bulk Water Supply) (Madikwe, Vrede, Seshibitswe)
19 Phase I Completed
6,000,000 12,000,000
WSIG
15,000,000 PIG
39056446020WSE32ZZ20 MKW – 118 Letlhakane/Kortloof Water Supply 18 New 1,120,000 6,880,000 WSIG
39056446020WSE33ZZ20 MKW – 119 Construction of Pitsedisulejang Water Supply
2 Adjusted 8,147,988 755,074
WSIG
39056446020WSE34ZZ20 MKW – 120 Losmetjerie to Goedehoop Water Supply
1 Adjusted 627,428 4,800,000 WSIG
39056446020WSE35ZZ20 MKW – 121 Construction of Letsheng Section Water Supply
32 Adjusted 8,664,763 WSIG
39056446020WSE36ZZ20 MKW – 122 Refurbishment of Makoshong Water Supply
24/26 Adjusted 4,809,250 WSIG
39056446020WSE37ZZ20 MKW – 123 Refurbishment of Tweelaagte Water Supply
26 New 4,391,838 WSIG
Financial Year 2021/2022 – 2022/2023 3905644020FBC50ZZ17 MKW – 74 Lerome (Thabeng Section) Water
Supply (Upgrading) 15 Ongoing 1,000,000 R0,00
39056446020WSE40ZZ20 MKW – 79 Manamakgotheng Reservoir and Bulk Water Supply
22/31 New 13,208,308 6,791,691 WSIG
39056446020WSE39ZZ29 MKW – 94 Mahobieskraal Bulk Water Supply and Reticulation
30 New 9,000,723 3,791,692 WSIG
39056446020WSE37ZZ20 MKW – 123 Tweelaagte Water Supply: Phase II 26 10,756,044 6,791,692 WSIG
39056445020WSE27ZZ29 MKW – 126 Lerome Water Supply 17 New 8,000,000 WSIG
Financial Year 2022/2023
39056446020FBE31ZZ20 MKW – 125 Maeraneng Water Supply 22 New 16,125,000 WSIG
39056446020FBE30ZZ20 MKW – 127 Segakwaneng Water Supply 31 New 15,000,000 WSIG
MKW – 128 Upgrading of Mogwase Sewer Plant 33 New 10,000,000
20
8
208
MSCOA Line Item No. Project No Project Description Ward Status Total Capital Budget Funder
2020/ 2021 2021/ 2022 2022/ 2023 2023/2024
MKW – 129 Tweelagte Water Supply – Phase 3 (New Stands)
26 New 8,000,000 MIG
MKW – 130 Sandfontein Water Supply – Phase 2 (Boikhutso Extension)
10 New 10,000,000 MIG
MKW – 131 Manamakgotheng Water Reticulation(Leagajang Extension)
31 New 10,000,000 MIG
MKW – 132 Molatedi Water Treatment Plant (Upgrading)
1 New 18,000,000 MIG
MKW – 133 Mogwase Replacement of Asbestos Pipes
13/15/33 New 21,030,849 MIG
MKW – 135 Mabeskraal to Uitkyk (Various Villages)
New 21,778,925 WSIG
Sanitation Provision MSCOA Line Item No. Project No Project Description Ward Status 2020/2021 2021/2022 2022/2023 2023/2024 Funder
Financial Year 2020/2021
38156449420FBE02ZZ02 MKS – 71 Makgophe Rural Sanitation (283) 27 Adjusted 7,221,761 MIG
38156449420FBD58ZZ02 MKS – 72 Disake Rural Sanitation (115) 5 Adjusted 2,611,395 MIG
38156449420FBD60ZZ02 MKS – 73 Ramokokastad Rural Sanitation (464) 12 Adjusted 11,003,531 MIG
38156449420FBD59ZZ02 MKS – 75 Bojating Rural Sanitation (205) 11 Adjusted 1,522,590 MIG
38156449420FBE05ZZ02 MKS – 76 Mabeskraal Rural Sanitation (212) 23 Adjusted 4,262,195 MIG
38156449420FBD62ZZ02 MKS – 77 Losmetjerie Rural Sanitation (137) 1 Adjusted 2,954,648 MIG
38156449420FBD63ZZ02 MKS – 78 Mabele a Podi Rural Sanitation (141) 13 Adjusted 2,828,190 MIG
38156449420FBE05ZZ24 MKS – 79 Mabeskraal Rural Sanitation (207) 24 Adjusted 4,146,525 MIG
38156449420FBD65ZZ02 MKS – 80 Sandfontein Rural Sanitation (285) 10 Adjusted 5,680,696 MIG
38156449420FBE01ZZ02 MKS – 82 Lerome (Thabeng Section) (182) 15 New 3,125,273 MIG
Financial Year 2021/2022 38156449420FBC64ZZ02 MKS – 51 David Katnagel Rural Sanitation 2 New R0,00 MIG
38156449420FBC68ZZ17 MKS – 52 Leruleng Rural Sanitation 17 New R0,00 MIG
38156449420FBC78ZZ26 MKS – 54 Phalane Rural Sanitation 26 New R0,00
MIG
38156449420FBC70ZZ22 MKS – 55 Manamakgotheng Rural Sanitation 22/31 New R0,00 MIG
38156449420FBD61ZZ24 MKS – 74 Makoshong Rural Sanitation 24/26 New R0,00 MIG
38156449420FBE10ZZ02 MKS – 83 Segakwana Rural Sanitation 31 New R0,00 MIG
Roads & Storm Water
Financial Year 2020/2021 – 2021/2022 37156472420FBE11ZZ32 MKRS – 62 Greater Moruleng Storm water Master
Plan 9/32 Adjusted 6,100,000 MIG
20
9
209
MSCOA Line Item No. Project No Project Description Ward Status Total Capital Budget Funder
2020/ 2021 2021/ 2022 2022/ 2023 2023/2024
37156472420FBD29ZZ32 MKRS – 82 Paving of Mabodisa internal road 32 Adjusted 7,466,665 MIG
37156472420FBD27ZZ11 MKRS – 83 Paving of Mmorogong internal road 11 Adjusted 6,450,674 MIG
37156472420FBD26ZZ02 MKRS – 84 Paving of Montsana internal road 2 Adjusted 518,178 MIG
37156472420FBD28ZZ17 MKRS – 85 Paving of Leruleng internal road 17 Adjusted 6,059,206 MIG
37156472420FBE07ZZ32 MKRS – 87 Paving of Madikwe (China section) internal roads
19 New 12,936,920 MIG
37156472420FBD69ZZ32 MKRS – 88 Paving of Ramoga internal roads 9 New 11,425,000 MIG
37156472420FBE12ZZ32 MKRS – 89 Vrede Storm water (Phase 1) 21 Adjusted 2,000,000 9,563,028 MIG
37156472420FBD67ZZ32 MKRS – 94 Paving of Tlokweng internal road 20 Adjusted 14,996,159 MIG
MKRS - 95 Lugkraal Internal road 22 Adjusted 1,315,656 MIG
Financial Year 2021/2022 – 2022/2023 37156472420FBE13ZZ32 MKRS – 90 Paving of Lerome (Thabeng
Section) internal road 15 New 15,460,174 2,990,714
MKRS – 91 Paving of Phalane internal road 26 New 16,537,516 2,990,714 MIG
37156472420FBE15ZZ32 MKRS – 92 Paving of Mononono internal road 8 New 16,537,515 2,990,714 MIG
MKRS – 93 Paving of Pella internal road (Phase 3) Moses Kotane Cemetery
18 New 26,000,000 MIG
Electricity: High Mast Lights
Financial Year 2020/2021 MSCOA Line Item No. Project No Project Description Ward Status 2020/2021 2021/2022 2022/2023 2023/2024 Funder 37206433020FBC97ZZ32 MKELC- 58 Energising of high mast lights
Moruleng (3) 9 Adjusted 183,735 MIG
37206433020FBD20ZZ01 MKELC- 74 Energising of high mast lights Goedehoop (1)
1 Adjusted 61,245 MIG
37206433020FBD21ZZ02 MKELC- 75 Energising of high mast lights Sesobe (1)
2 Adjusted 61,245 MIG
37206433020FBD24ZZ03 MKELC- 78 Energising of high mast lights Motlhabe (2)
6 Adjusted 122,490 MIG
37206433020FBC98ZZ209 MKELC- 79 Energising of high mast lights Moruleng (5)
32 Adjusted 306,225 MIG
37206433020FBD15ZZ17 MKELC- 80 Energising of high mast lights (Lerome) Leruleng, Phola Park, Mositwane (9)
17 Adjusted 551,205 MIG
37206433020FBD16ZZ11 MKELC- 82 Energising of high mast lights Phadi (4)
11 Adjusted 244,980 MIG
37206433020FBD16ZZ11 MKELC- 83 Energising of high mast lights Greater Ledig (7)
14/28/30 Adjusted 428,715 MIG
37206433020FBD18ZZ01 MKELC- 84 Energising of high mast lights Losmetjerie (4)
1 Adjusted 244,980 MIG
37206433020FBD19ZZ12 MKELC- 85 Energising of high mast lights Ramokokastad (5)
12 Adjusted 273,000
MIG
21
0
210
MSCOA Line Item No. Project No Project Description Ward Status Total Capital Budget Funder
2020/ 2021 2021/ 2022 2022/ 2023 2023/2024
37206433020FBD13ZZ02 MKELC- 86 Energising of high mast lights Khayakhulu (7)
2 Adjusted 428,715 MIG
37206433020FBE18ZZ15 MKELC- 89 Installation of high mast lights Mopyane (5)
34 New 1,727,796 MIG
37206433020FBE19ZZ15 MKELC- 90 Installation of high mast lights Ramotlhajwe (4)
2 Adjusted 1,629,155 MIG
37206433020FBE20ZZ15 MKELC- 91 Energising of high mast lights David Katganel (4)
2 Adjusted 1,836,744 MIG
37206433020FBE21ZZ15 MKELC- 92 Installation of high mast lights Pitsedisulejang (5)
2 New 1,962,763 MIG
37206433020FBE22ZZ15 MKELC- 93 Installation of high mast lights Letlhakeng (5)
2 New 1,727,796 MIG
37206433020FBE23ZZ15 MKELC- 94 Installation of high mast lights Ramokgolelwa(3)
2 Adjusted 1,360,653 MIG
MKELC- 101 Installation of high mast lights Ramokokastad (5)
12 Adjusted 720,000 MIG
MKELC- 102 Energizing of high mast lights & community halls constructed in prior years
2,817,913 MIG
Financial Year 2021/2022 37206433020FBE24ZZ15 MKELC- 95 Installation of high mast lights
Bapong - 4 25 New 1,866,095 MIG
37206433020FBE25ZZ15 MKELC- 96 Installation of high mast lights Pella 19 New 1,874,821 MIG
37206433020FBC89ZZ13 MKELC- 97 Installation of high mast lights Mabele a Podi - 3
13 New 960,000 MIG
37206433020FBE03ZZ15 MKELC- 98 Installation of high mast lights Masekolane - 2
3 New 960,000 MIG
37206433020FBE17ZZ15 MKELC- 99 Installation of high mast lights Greater Ledig - 17
14/28/30 New 7,832,169 MIG
37206433020FBE04ZZ15 MKELC- 100 Installation of high mast lights Molatedi - 3
1 New 1,410,874 MIG
Financial Year 2022/2023 MKELC- 106 Installation of high mast lights
Dwarsberg/Dinokaneng 1 New 2,280,000 MIG
MKELC- 107 Installation of high mast lights Uitkyk
4 New 2,280,000 MIG
MKELC- 108 Installation of high mast lights Molorwe
6 New 2,280,000 MIG
MKELC- 109 Installation of high mast lights Mapaputle
6 New 2,280,000 MIG
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MSCOA Line Item No. Project No Project Description Ward Status Total Capital Budget Funder
2020/ 2021 2021/ 2022 2022/ 2023 2023/2024
MKELC- 110 Installation of high mast lights Ntswanalemetsing
8 New 2,280,000 MIG
MKELC- 111 Installation of high mast lights Lerome (Mositwana East)
17 New 2,280,000 MIG
Institutional Development
Financial Year 2020/2021 – 2021/2022 34256473520FBE06ZZ12 MKID- 85 Phola Park Community Hall 17 New 9,040,420 MIG
MKID - 86 Mogwase Fresh Produce Market 33 New MIG
Ramokoka Community Hall 12 328,547 MIG
Mogwase Trading stalls 33 566,100
Sports / Parks / Recreation: Community Services
Financial Year 2020/2021 – 2021/2022 35306456020CCC03ZZHO MKSAC – 19 Purchasing of bush cutters & lawn
mowers Mogwase Ongoing OPEX
35306473520FBE41ZZ12 MKSAC – 30 Upgrading of Mogwase Sports Park 33 Adjusted 11,455,409 MIG
MKSAC - 31 Upgrading of Mogwase Sports Park Phase II
33 New 9,665,126 MIG
MKSAC – 32 Upgrading of Madikwe Sports Park 19 New 8,875,390
MIG
Solid Waste and Environment : Community Services
Financial Year 2020/2021 – 2022/2023 35356450020FBD87ZZ19 MKSWE - 01 Rehabilitation of Madikwe Landfill Site 19 New 3,000,000 3,076,847 20,000,000 MIG
Good Governance, Community Consultation & Communication
Financial Year 2020/2021 – 2021/2022
MKCP – 01 2018/2019 IDP/PMS/Budget review Public Participation
Ongoing 4,000,000 3,193,884 OPEX
MKCP – 08 Letsema Ongoing 500,000 444,366 OPEX
MKCP – 09 Business Awareness Ongoing 2,000,000 2,000,000 OPEX
MKCP – 10 Physically Challenged / Disabled Ongoing 500,000 500,000 OPEX
MKCP – 11 Youth Programmes Ongoing 1,000,000 1,000,000 OPEX
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MADIBENG LOCAL MUNICIPALITY
DESCRIPTION WARDS BUDGET 2022/23 BUDGET 2023/24 BUDGET 2024/25 Funding Source
KLIPGAT EXTENTION WATER SUPPLY 24,8,36,37 R 6 000 000,00 R 15 000 000,00 MIG
HEBRON/ KGABALATSANE/ ROCKVILLE/ITSOSENG/ WATER 10,15,16,41 R 9 000 000,00 R 30 000 000,00 R 55 000 000,00 MIG
AUGMENTATION OF WATER SUPPLY THROUGH EXPLORATION OF UNDERGROUND WATER
ALL R 15 000 000,00 R 30 000 000,00 R 55 000 000,00 MIG
KLIPGAT SANITATION ( RETICULATION AND PACKAGE PLANT) 24,8,36,37 R 23 500 000,00 R 20 000 000,00 R 55 000 000,00 MIG
WARD 1 VIP TOILETS 1 R 16 000 000,00 R 25 000 000,00 MIG
VIP TOILETS 34 R 8 000 000,00 R 10 000 000,00 MIG
VIP TOILETS 27 R 22 000 000,00 MIG
UPGRADING OF MOTHOTLUNG OUTFALL SEWER 20 R 30 000 000,00 R 10 000 000,00 MIG
UPGRADING OF OUKASIE OUTFALL SEWER 13;14;22, R 25 000 000,00 R 30 300 000,00 MIG
HIGH MASS LIGHT ENERGISING 10,15,16,41 R 1 500 000,00 R - MIG
HIGH MASS LIGHT (Solar energy) ALL WARDS R 32 000 000,00 R 55 000 000,00 R 38 000 000,00 MIG
BAPONG CONNECTOR ROAD 28 R 7 550 000,00 R - MIG
UPGRADING OF MOTHOTLUNG ROMAN CHURCH SECTION INTERNAL ROAD 20 R 7 250 000,00 R - MIG
UPGRADING OF ITSOSENG INTERNAL ROADS: CEMETERY ROAD 16 R 7 550 000,00 R - MIG
UPGRADING OF KGABALATSANE INTERNAL ROAD: FREEDOM ROAD 10 R 14 853 933,73 MIG
UPGRADING OF INTERNAL ROADS OF CLUSTER 5 ( MAPANTSOLENG ROAD) 11 R 11 000 000,00 MIG
UPGRADING OF INTERNAL ROADS OF CLUSTER 4 (Madibeng Hills Ext of Taxi Road)
3,8,24,36,37 R 8 000 000,00 R - MIG
UPGRADING OF INTERNAL ROADS OF CLUSTER 6 ( Jericho Taxi Road)(Sephai 23/24)
1,2 R 7 550 000,00 R 12 000 000,00 MIG
LETHABONG INTERNAL TAXI ROUTE 5 R 10 860 000,00 R - MIG
MMAKAU WARD 17 POLONIA INTERNAL ROAD 17 R 12 330 000,00 R - MIG
REHABILITATION AND RESEALING OF TAXI ROUTE- LETLHABILE 9,11,12,38,35 R 8 000 000,00 R 8 000 000,00 R 8 000 000,00 MIG
REHABILITATION AND RESEALING OF TAXI ROUTE- MOTHOTLUNG 20,21 R 8 000 000,00 R 8 000 000,00 R 8 000 000,00 MIG
REHABILITATION AND RESEALING OF TAXI ROUTE- OUKASIE 13,14,22 R 8 000 000,00 R 8 000 000,00 R 8 000 000,00 MIG
REHABILITATION AND RESEALING OF TAXI ROUTE- DAMONSVILLE 21 R 1 500 000,00 R 6 500 000,00 MIG
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REHABILITATION AND RESEALING OF TAXI ROUTE- BRITS 23 R 3 500 000,00 MIG
REHABILITATION AND RESEALING OF TAXI ROUTE- HARTEBEES 30 R 1 500 000,00 MIG
MMAKAU LIBRARY 17,18,19 R 2 000 000,00 MIG
OUKASIE TAXI RANK 13,14,39;22 R 1 500 000,00 MIG
MADIBENG SMME DEVELOPMENT HUB- BRITS ALL WARDS R 2 500 000,00 MIG
MADIBENG SPECIALIESD VEHICLES FOR WASTE MANAGEMENT ALL WARDS R 8 500 000,00 MIG
KLIPGAT FIRE STATION 3,8,24,36 R 10 000 000,00 MIG
OUKASIE CEMETERY 12,14,22 R 15 000 000,00 R - MIG
UPGRADING OF VUKA INTERNAL ROADS IN OUKASIE 39 R 17 398 956,63 MIG
UPGRADING OF KL TO CHECKERS ROAD MABOLOKA 6 R 14 113 078,88 MIG
MMAKAU WARD 18 CLINIC ROAD 18 R 8 180 000,00 MIG
MMAKAU WARD 19 ROAD ( FROM CHIPPA TO MAUMONG STORE RING ROAD)
19 R 7 720 000,00 MIG
FORMALISATION OF HEBRON STREAM AND STORMWATER 15;16 R 12 000 000,00 R 20 000 000,00 MIG
UPGRADING OF MOTHOTLUNG PHASE 2 ROAD ( Ext 2 TO THARI) 20,21 R 9 500 000,00 MIG
OUKASIE PHASE 5 ROAD 13,14,22 R 8 000 000,00 MIG
LEGONYANE INTERNAL ROAD 1 R 7 550 000,00 MIG
DLTC UPGRADE 13,14,39,22 R 1 500 000,00 MIG
UPGRADING OF BRITS FIRE STATION 3,8,24,36 R 10 000 000,00 MIG
BRITS FRESH PRODUCE MARKET 17,18,19 R 2 000 000,00 MIG
MABOLOKA SPORTS FACILITY PHASE 2 5 R 1 800 000,00
MIG
UPGRADING OF LETLHABILE SPORTS FACILITY 3;11;12 R 5 000 000,00 R 10 000 000,00 MIG
UPGRADING OF MOTHOTLUNG SPORTS FACILITY 20;21 R 5 000 000,00 R 10 000 000,00 MIG
PMU OPERATION MANAGEMENT R 9 464 066,27 R 10 409 964,49 R 10 703 000,00 MIG
TOTAL MIG R 324 408 000,00 R 339 702 000,00 R 355 973 000,00 MIG
LETHLABILE SUBSTATION R 45 500 000,00 R 25 000 000,00 R 26 123 000,00 INEP
TOTAL CAPITAL EXPENDITURE R 369 908 000,00 R 364 702 000,00 R 382 096 000,00
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KGETLENG-RIVIER LOCAL MUNICIPALITY
MIG 2022-23 FY PROJECTS
ITEM PROJECT NAME BUDGETED AMOUNT FOR 2022-23 FY
1
Construction of Precast Flushing Toilets in Reagile Ext 8 R11 645 895.7
2 Upgrading of Borolelo storage facility R4 423 918.44
3
Construction of Internal roads & stormwater in Reagile ext 6&7 R11 533 385.86
Total allocation R27 603 200
WSIG 2022-23 FY PROJECTS
ITEM PROJEC NAME BUDGETED AMOUNT FOR 2022-23 FY
1 Replacement of AC pipes in Koster R17 000 000.00
2 Upgrading of boreholes in Derby R5 000 000.00
3 Upgrading of Borolelo Booster Pump Station R5 000 000.00
4 Construction of elevated tank in Koster WTP R5 000 000.00
5 Construction of Koster raw water bulk pipeline R10 000 000.00
Total allocation R42 000 000.00
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SECTOR PLANS PROJECTS LIST
SOCIAL DEVELOPMENT
1. PROGRAMME
: OLDER PERSONS
SERVICE POINT NO. OF BUSINESS PLANS SUBMITTED
NO OF SLAs SIGNED
NO. OF SLAs IN PAYMENT
ALLOCATED BUDGET
EXPENDITURE YTD % EXPENDITURE
BUDGET BALANCE
CATEGORY
NO
1. MORETELE Service Clubs 6 0 0 876 000.00 599 999.80 68% 276 000.20
Service
Centres
-
-
-
-
-
-
-
Old Age
Homes
- - -
- - -
-
2. MADIBENG Service Clubs 0 472 000.00 80 400.00 17% 391 600.00
Service
Centres
- - - - - - -
Old Age
Homes
2 1 1 3 143 800.00 2 670 800.00 85% 473 000.00
3. KGETLENG Service Clubs 2 2 1 183 000.00 183 000.00 100% 0
Service
Centres
- - - - - - -
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Old Age
Homes
2 2 1 1 693 000.00 1 459 729.56 86% 233 270.44
4. MOSES KOTANE Service Clubs 2 0 0 0 1 024.00 0% -1 024.00
Service
Centres
- - - - - - -
Old Age
Homes
- - - - - - -
5. RUSTENBURG Service Clubs 0 0 0 0 40 641.60 0% -40 641.60
Service
Centres
1 01 0 267 886.00 267 886.00 100% 0
Old Age
Homes
2 0 0 2 041 561.00 1 671 242.72 82% 370 318.28
SUB TOTAL 20 4 4 8 677 247.00 6 911 723.36 80% 1 765 523.64
2.PROGRAMME
HIV & AIDS
SERVICE POINT NO. OF BUSINESS PLANS SUBMITTED
NO OF SLAs SIGNED
NO. OF SLAs IN PAYMENT
ALLOCATED BUDGET
EXPENDITURE YTD % EXPENDITURE BUDGET BALANCE
CATEGORY
NO
MORETELE HCBC 2 2 2 2 308 176.00 2 308 176.00 100%
0
MADIBENG HCBC 4 4
4 5 985 360.00 5 985 360.00
100%
0
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KGETLENG HCBC 1 1 1 1 633 392.00 1 633 392.00 100%
0
MOSES KOTANE HCBC 4 4 4 4 874 808.00 4 874 808.00 100%
0
RUSTENBURG HCBC 3 3 3 4 436 476.00 4 436 476.00 100%
0
SUB TOTAL 14 14 14 19 238 212.00 19 238 212.00 100%
0
3.PROGRAMME
PERSONS WITH DISABILITIES
SERVICE POINT NO. OF BUSINESS PLANS
SUBMITTED NO OF SLAs SIGNED
NO. OF SLAs IN PAYMENT
ALLOCATED BUDGET
EXPENDITURE YTD % EXPENDITURE BUDGET BALANCE
CATEGORY
NO
MORETELE PERSONS
WITH
DISABILITY
1 1 1
487 000.00 426 753.16 88%
60 246.84
MADIBENG PERSONS WITH DISABILITY
1 1 1 400 000.00 350 734.76 88% 49 265.24
KGETLENG PERSONS WITH DISABILITY
1 1 1 286 000.00 233 633.36 82% 52 366.64
MOSES KOTANE PERSONS WITH DISABILITY
1 1 1 500 000.00 468 908.52 94% 31 091.48
RUSTENBURG PERSONS WITH DISABILITY
2 1 1 4 063 000.00 3 431 180.00 84% 631 820.00
SUB TOTAL 6 5 5 5 736 000.00 4 911 209.80 86% 824 790.20
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4. PROGRAMME
CHILD CARE & PROTECTION
SERVICE POINT NO. OF BUSINESS PLANS SUBMITTED
NO OF SLAs SIGNED
NO. OF SLAs IN PAYMENT
ALLOCATED BUDGET
EXPENDITURE YTD % EXPENDITURE BUDGET BALANCE
CATEGORY
NO
MORETELE Drop in centre - - - - - - -
CYCC - - - - - - -
CPO - - - - - - -
MADIBENG Drop in centre - - - - - - -
CYCC 2 2 0 2 400 000 2 116 000.00 88% 284 000
CPO 1 1 1 552 069 279 344.50 51% 272 730
KGETLENG Drop in centre - - - - - - -
CYCC - - - - - - -
CPO - - - - - - -
MOSES KOTANE Drop in centre - - - - - - -
CYCC - - - - - - -
CPO - - - - - - -
RUSTENBURG Drop in centre - - - - - - -
CYCC 2 2 2 6 240 000 6 560 000.00 100% -320
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CPO 4 4 4 3 163 002 775 630.25 25% 2 387 872
SUB TOTAL 9 2 0 9 403 002 7 335 630.25 78% 0
5. PROGRAMME
FAMILY CARE AND SUPPORT
SERVICE POINT NO. OF BUSINESS PLANS SUBMITTED
NO OF SLAs SIGNED
NO. OF SLAs IN PAYMENT
ALLOCATED BUDGET
EXPENDITURE YTD % EXPENDITURE BUDGET BALANCE
CATEGORY
NO
MORETELE Family
preservation
-
MADIBENG Family
preservation
01 01 1 1 288 800.00 953 912.00 74% 334 888.00
KGETLENG Family
preservation
- - - - - - -
MOSES KOTANE Family
preservation
- - - - - - -
RUSTENBURG Family
preservation
01 01 01 1 471 100.00 1 471 100.00 100% 0
SUB TOTAL 02 02 01 2 759 900 2 425 012.00 88% 334 888.00
6. PROGRAMME
VEP
SERVICE POINT NO. OF BUSINESS PLANS SUBMITTED
NO OF SLAs SIGNED
NO. OF SLAs IN PAYMENT
ALLOCATED BUDGET
EXPENDITURE YTD % EXPENDITURE BUDGET BALANCE
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CATEGORY
NO
MORETELE VES 1 1 1 700 000.00 356 760.00 51%
343 240.00
MADIBENG VES 2 2 2 1 850 000.00 1 430 544.00 77% 419 456.00
KGETLENG VES - - - - - - -
MOSES KOTANE VES 2 2 2 1 200 000.00 930 099.00 78% 269 901.00
RUSTENBURG VES 2 2 2 1 330 000.00 679 140.00 51% 650 860.00
SUB TOTAL 07 07 07 5 080 000.00 3 396 543.00 67% 1 683 457.00
7. PROGRAMME
SUBSTANCE ABUSE
SERVICE POINT NO. OF BUSINESS PLANS SUBMITTED
NO OF SLAs SIGNED
NO. OF SLAs IN PAYMENT
ALLOCATED BUDGET
EXPENDITURE YTD % EXPENDITURE BUDGET BALANCE
CATEGORY
NO
MORETELE PREVENTION
PROGRAMME
01 01 01
600 000.00 445 289.50 74%
154 710.50
MADIBENG PREVENTION PROGRAMME
0 0 0 0 0 0%
0
KGETLENG PREVENTION PROGRAMME
0 0 0 0 0 0 0
MOSES KOTANE PREVENTION PROGRAMME
01 01 01 450 000.00 340 500.00 76% 109 500.00
RUSTENBURG PREVENTION PROGRAMME
0 0 0 0 0 0% 0
SUB TOTAL 02 02 02 1 050 000.00 785 789.50 75% 264210.50
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8. PROGRAMME
RESTORATIVE JUSTICE
SERVICE POINT NO. OF BUSINESS PLANS SUBMITTED
NO OF SLAs SIGNED
NO. OF SLAs IN PAYMENT
ALLOCATED BUDGET
EXPENDITURE YTD % EXPENDITURE BUDGET BALANCE
CATEGORY
NO
MORETELE SOCIAL CRIME
PREVENTION
0 0 0 0 0 0 0
MADIBENG SOCIAL CRIME
PREVENTION
01 01 01 450 000.00 337 425.00 75%
112 575.00
KGETLENG SOCIAL CRIME
PREVENTION
0 0 0 0 0 0 0
MOSES KOTANE SOCIAL CRIME
PREVENTION
0 0 0 0 0 0 0
RUSTENBURG SOCIAL CRIME
PREVENTION
0 0 0 0 0 0 0
9. PROGRAMME
COMMUNITY DEVELOPMENT
SERVICE POINT NO. OF BUSINESS PLANS SUBMITTED
NO OF SLAs SIGNED
NO. OF SLAs IN PAYMENT
ALLOCATED BUDGET
EXPENDITURE YTD % EXPENDITURE BUDGET BALANCE
CATEGORY
NO
MORETELE CNDC 2 2 0 2 534 827.18 2 346 224.89 93%
188 602.29
MADIBENG CNDC 2 2 0 1 403 618.36 1 026 420.76 73% 377,197.60
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KGETLENG CNDC 1 1 0 701 809.18 513 206.90 73% 188 602.28
MOSES KOTANE CNDC 3 3 0 2 047 475.25 794 259.19 39% 1 253 216.06
RUSTENBURG CNDC 3 3 0 2 227 978.74 1 297 367.29 58% 930 611.45
SUB TOTAL 11 11 0 8 915 708.71 6 007 479.74 67% 2 908 228.97
10. PROGRAMME
ECD & PARTIAL CARE
SERVICE POINT NO. OF BUSINESS PLANS SUBMITTED
NO OF SLAs SIGNED
NO. OF SLAs IN PAYMENT
ALLOCATED BUDGET
EXPENDITURE YTD % EXPENDITURE BUDGET BALANCE
CATEGORY
NO
MORETELE Equitable 0 4 4 920 000.00 919 986.80 100% 13.20
Conditional 0 4 4 1 650 000.00 1 649 086.90 100% 913.00
MADIBENG Equitable 10 0 0 2 000 000.00 1 820 632.00 91% 179 368.00
Conditional 20 4 2 5 000 000.00 2 210 340.00 44% 2 789 660.00
KGETLENG Equitable 7 7 2 1 100 000.00 831 402.00 76% 268 598.00
Conditional 5 5 2 1 080 000.00 1 079 061.20 100% 938.80
MOSES KOTANE Equitable 18 4 0 2 500 000.00 1 540 701.80 62% 959 298.20
Conditional 14 0 0 1 000 000.00 1 010 922.00 101% -10 922.00
RUSTENBURG Equitable 17 1 0 2 000 000.00 1 702 522.80 85% 297 477.00
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Conditional 10 0 0 1 725 000.00 1 724 488.00 100% 512.00
SUB TOTAL 101 21 14 18 975 000.00 14 489 143.50 76% 4 485 856.50
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LOCAL MUNICIPALITY’S PRIORITIES
The priorities of the district municipality are directly influenced by the priorities of
its five (05) local municipalities. As a category C municipality, Bojanala Platinum
District Municipality is responsible for supporting service delivery initiatives
undertaken by its local municipalities within the district:-
Kgetleng Rivier
Madibeng
Moretele
Moses Kotane, and
Rustenburg.
The priorities tabulated here below, arise from the commonly identified needs of
communities at ward level and submitted to the district municipality to inform planning
at local and district level. The needs reflected in the tables below are the District
Priorities as a cumulative priorities of local municipalities
MUNICIPALITY PRIORITIES
1 2 3 4 5
Kgetlengrivier Water &
Sanitation
Roads and
Storm-water
Local Economic
Development
Township
Establishment
Amenities
Madibeng Roads &
Stormawater
Water &
Sanitation
Land & Housing Electricity Social Services
Moretele Water Housing Internal Roads Stormwater
Drainage
High Mast
Lights
Moses Kotane Water &
Sanitation
Roads &
Stormwater
Sports &
Recreation
Municipal
Budget
allocated to
Projects
Institutional
Development
Rustenburg Water &
Sanitation
Roads &
stormwater
Electricity Land & Housing Sustainable
Rural
development
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THE DISTRICT-WIDE PRIORITIES
It is evident from the submissions received by our local municipalities that all the
priorities are not our District functions. Our main function as a District Municipality
is to support our local municipalities.
Should a request be received from our local municipalities indicating that they
need to be supported as per our District Functions, a Memorandum of
Understanding between the local municipality as well as the District Municipality
shall be entered into which will detail how the project or support shall unfold, who
shall be responsible for what and when.
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SECTION H
13 THE DISTRICT DEVELOPMENT MODEL
The District Development Model (DDM) is an operational model for improving
cooperative governance aimed at building a capable, ethical, and developmental
State. It embodies an approach by which the three spheres of government and state
entities work collaboratively in an impact-oriented way, and where there is higher
performance and accountability for coherent service delivery and development
outcomes. Furthermore, the DDM is an intergovernmental approach focusing on 52
district and metropolitan spaces as IGR impact zones for more effective joint planning,
budgeting, and implementation over multi-year planning and electoral cycles. Although
each sphere, sector, or entity has its distinct constitutional powers, functions, and
responsibilities, they cooperate and undertake collaborative planning, budgeting, and
implementation processes converging developmental efforts at the
district/metropolitan level. Accordingly, this joint work is expressed through the
formulation and implementation of a “One Plan” which is a long-term strategic
framework guiding investment, service delivery, and development in relation to each
of the district and metropolitan spaces.
In strengthening Cooperative Governance, the Constitution places an obligation on
National and Provincial Government to work with Local Government: Section 154 of
the Constitution:
“The national government and provincial government, by legislative and other
measures, must support and strengthen the capacity of municipalities to manage
their own affairs, to exercise their powers and to perform their functions.”
The adoption of the district development model presents us with an opportunity to
partner with all three spheres of government; society and the communities we serve.
This model enables us to:
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a) Continue implementing our existing constitutional framework whilst
strengthening the regulatory framework for Cooperative Governance
b) Reinforce Local Government and its proximity to communities
c) Distinction between long-term and Medium-term Strategic Planning /
Implementation Mechanisms
d) Build on Existing Good Practices
The district development model tries to solve:
1. Solve the Silos at a horizontal and vertical level.
2. Narrow the distance between the people and government by strengthening
the coordination role and capacities at the District and City levels as it is the
penultimate sphere closer to the people afterward and local.
3. Deliver Integrated Services whilst strengthening Monitoring and Evaluation
and impact at district and local levels.
4. Ensuring inclusive and gender mainstreamed budgets based on the needs
and aspirations of our people and communities at a local level.
5. Maximising impact and aligning resources at our disposal.
6. Changing the face of our rural and urban landscapes by ensuring
complementarity between urban and rural development, with a deliberate
emphasis on Local Economic Development.
7. Ensure sustainable development whilst accelerating initiatives to promote
poverty eradication, employment, and equality.
The model is not new. It is not presenting anything new, but simply taking us to our
Constitutional basics mandate, where we were tasked to:
a). provide a democratic and accountable government for local communities;
b). ensure the provision of services to communities in a sustainable manner;
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c). promote social and economic development;
d). promote a safe and healthy environment, and
e). encourage the involvement of communities and community organizations in
the matters of local government.
Mutual Beneficial Partnerships with Institutions of Traditional Leadership
Crucial to the implementation of the DDM, will be the building of systemic and mutually
beneficial partnerships with institutions of Traditional Leadership. This includes the
active involvement of Traditional Leaders in developing One Plan. Furthermore,
through programmes such as the Agrarian Revolution, the Community Work
Programme, and other development initiatives, traditional leaders will be integral
partners in process of implementation
By crowding in public, private, and not for profit investments to a district locality, in an
all-inclusive manner as directed by one plan, the model aims at maximizing impact
whilst capitalizing on a window of opportunity (over the next twelve to eighteen
months) whilst addressing the ‘burning’ and ‘stabilization’ challenges faced by local
municipalities who are seen as critical building blocks towards the realization of the
objectives of the model and the development aspirations of our people. By laying a
solid foundation in the short term a long-term, spatially relevant plan for South Africa
will be secured through the sum total of the District Implementation Plans into the One
Plan, which aligns and mutually reinforces the District Plans. In so doing the One Plan,
will:
Focus on the District/Metropolitan spaces as the appropriate scale and arena for
intergovernmental planning and coordination.
Focus on the 44 Districts + 8 Metros as developmental spaces (IGR Impact Zones)
that will be strategically aligned platforms for all three spheres of government.
Produce a Spatially Integrated Single Government Plan (as Intergovernmental
Compact) for each of the spaces that guides and directs all strategic investment
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spending and project delivery across government and forms the basis for
accountability.
Reinforce an outcomes-based IGR system where there is a systematic IGR
programme and process associated with the formulation and implementation of a
single government plan.
Take development to our communities as key beneficiaries and actors of what
government does.
Single Joined-Up plans will take the form of prioritized spatial expressions over the
long term and will be divided into 5 and 10-year implementation plans supported by
annual operation plans, which will be based on commonly agreed diagnostics,
strategies, and actions. Each sphere and sector department will have to elaborate in
more detail their own plans and actions.
The content of the Plans will elaborate on the key transformation processes required
to achieve long-term strategic goals and the desired future in each of the 44 districts
and 8 metro spaces.
DDM FOCUS AREAS
FOCUS AREA 1: FEW ECONOMIC INFRASTRUCTURE PROJECTS THAT
REQUIRE UNBLOCKING
FOCUS AREA 2: KEY CATALYTIC PROJECTS
FOCUS AREA 3: SPATIAL RESTRUCTURING AND ENVIRONMENTAL
SUSTAINABILITY
FOCUS AREA 4: KEY PROJECTS THAT ARE AIMED AT STIMULATING AN
DIVERSIFYING THE ECONOMY
FOCUS AREA 5: IMMEDIATE LG STABILIZATION AND INSTITUTIONAL
STRENGTHENING ACTIONS
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DDM HIGH IMPACT PROJECTS
No. Project Name Project
Objective
Lead Total
Budget
Required
Budget
Committed
2021/22
Budget
Committed
202/23
Budget
Committed
2023/24
Duration
of
Project
Local
Municipality
Focus
Area
1 Development of
Klipvoor Dam as a
Bulk Water
Provision of
Water Supply
BPDM 3.5
Billion
0 0 0 3 years Moretele LM
and Madibeng
LM
1
2 Development of
Molatedi Dam as Bulk
Water Scheme
Provision of
Water Supply
BPDM 1.5 0 0 0 3 years Moses Kotane
and Kgetleng-
Rivier LM
3 Replacement of aged
water Infrastructure
Reduce
interruption of
services and
increase
water quality
BPDM 200
million
Over 3
years
All LM’s
4 Upgrading of Brits
Water Treatment
Works
Provision of
water supply
BPDM 300
million
Over 3
years
Madibeng LM
5 Upgrading of
Electrical Main-Sub
Provision of
water supply
BPDM 50
million
Over 2
years
Kgetleng-Rivier
LM
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Station in
Swartruggens and
Derby
6 Waste to energy Provision of
electricity
BPDM 13 billion Over 3
years
All LM’s
7 Bojanala SEZ
Mogwase
SEZ is aimed
at
transforming
the Bojanala
region into a
sustainable
hub for PGM
minerals,
capital
equipment,
renewable
energy
components.
BPDM 3 billion 50 years Moses Kotane
LM
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8 Rustenburg Tertiary
Hospital
To improve
the level of
health care
BPDM 3 billion 3 years Rustenburg
9 Marikana Housing
Project (3000 units).
To provide
formal
housing and
social
facilities
BPDM 500
million
2 years Rustenburg
10 Rustenburg Airport
Development
To promote
local tourism,
training
facilities for
aviation and
job creation
BPDM 32
million
10 years Rustenburg LM
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SECTION I
14 GENDER-BASED VIOLENCE & FEMICIDE
The National Strategic Plan (NSP) on Gender-Based Violence and Femicide (GBVF)
sets out to provide a cohesive strategic framework to guide the national response to
this scourge. Recognizing the significance of preventing GBV, the NSP also draws
from the White Paper on Safety and Security as the overarching policy framework for
safety, crime, and violence prevention in the country and builds onto the six themes it
has identified. Furthermore, the NSP recognizes the strategic relevance of addressing
GBV as key to all seven priority areas that South Africa has identified for the next five
years
14.1 LEGISLATIVE AND POLICY FRAMEWORK TO RESPOND TO GBV IN SOUTH
AFRICA
The Constitution of South Africa sets the framework for an effective legislative
response to GBV: Chapter 1 positions human dignity, the achievement of equality, and
the advancement of human rights and freedoms as well as non-racialism and non-
sexism are founding principles. Chapter 2 affirms equality, human dignity, life,
freedom, and security of the person. These rights underscore a national commitment
to building a society that is free from all forms of violence and that respects, protects,
and fulfills the human rights principles of bodily integrity and autonomy. A number of
policies and legislation are in place to respond to GBV:
1. The National Crime Prevention Strategy (NCPS) 1996 establishes crimes of
violence against women and children as a national priority.
2. The Criminal Law Amendment Act 105 of 1997 establishes mandatory
minimum sentences for certain rapes.
3. The Criminal Procedure Second Amendment Act 85 of 1997 allows for bail
conditions to be tightened in cases of those charged with rape.
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4. 4 The Domestic Violence Act 116 of 1998 sets out to offer options to victims of
abuse through identifying certain obligations on law enforcement bodies and
making provision for interim protection orders.
5. The Criminal Law (Sexual Offences and Related Matters) Amendment Act 32
of 2007 codified and broadened the definition of rape and other sexual offenses
and introduced new offenses that relate to GBV, including using or exposing
children to child pornography and pornography (both off- and online). It provides
for the National Policy Framework on the Management of Sexual Offences
Matters, 2012.
6. The Criminal Law (Sexual Offences and Related Matters) Amendment Act 6 of
2012 was passed to provide for effective prosecution and conviction of
offenders. The National Development Plan, the Integrated Social Crime
Prevention Strategy (2011), and the White Paper on Safety and Security.
14.2 PRINCIPLES
The Principles that guide the implementation of the NSP's programmes are:
1. A multi-sectoral approach to optimally harness the roles, responsibilities,
resources, and commitment across government departments, different tiers of
government, civil society, movements, youth structures, development
agencies, the private sector, academic institutions, and all stakeholders;
2. Complementing and augmenting existing strategies, instruments, and national
initiatives on GBVF and overall safety in the country;
3. Active and meaningful participation of communities, civil society, movements,
and those most affected by GBVF in the design, implementation, monitoring,
and evaluation of the strategic plan;
4. A visionary, gender-responsive, and transformative approach that takes
account of inequality and gender-driven differences driving GBVF, and the need
for men specifically, to transform;
5. A human rights-based, survivor-centered approach to the provision of services
that reaches all, without the risk of financial hardship;
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6. An inter-generational, youth-friendly approach;
7. Progressive realization of outcomes through the prioritization of reforms and
strategic partnerships to address wider systemic challenges;
8. Forward-looking towards co-creation of social cohesion underpinned by
respect, compassion, and human dignity for all;
9. Mutual accountability for changes recognizing that meeting these outcomes
requires government, civil society, communities, social movements, the private
sector, development partners, and all stakeholders to work together to drive the
agenda forward;
10. Inclusiveness, embracing diversity and Intersectionality, recognizing the
importance of being rooted in women’s experiences who are most marginalized
by poverty, race, age, disability, sexual orientation, sexual identity, gender
identity, and nationality
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The NSP sets out to achieve the following outcomes over the next five years:
Pillar One:
Accountability,
Coordination, and
Leadership
Five-Year Outcomes
1.1. Bold leadership strengthened accountability across government and society that responds to GBVF
strategically with clear messaging and adequate technical and financial resources;
1.2. Strengthened multi-sectoral coordination and collaboration across different tiers of government and
sections of society based on relationships of trust that give effect to the pillars of the NSP.
Pillar Two: Prevention
and Rebuilding Social
Cohesion
2.1. Strengthened delivery capacity in South Africa to roll out evidence-based prevention programmes;
2.2. Changed behavior and social norms within key groups as a result of the rollout of evidence-based
prevention interventions;
2.3. Shifts away from toxic masculinities towards embracing positive alternative approaches for expressing
masculinities and other sexual and gender identities, within specific communities/groups;
2.4. Optimally harnessed VAC programmes that have an impact on GBV eradication;
2.5. Increased cross-fertilization and integration of prevention interventions on violence against LGBTQIA+
persons with broader GBVF prevention and violence prevention interventions;
2.6. Strengthened programming that addresses the restoration of human dignity, build caring communities,
and responds to historic and collective trauma;
2.7. Public spaces are made safe and violent free for all, particularly women and children.
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Pillar Three: Justice,
Safety and Protection
3.1. All GBV survivors are able to access efficient and sensitive criminal justice that is quick, accessible,
responsive, and gender-inclusive;
3.2. Strengthened capacity within the criminal justice system to address all impunity, effectively respond to
femicide, and facilitate justice for GBV survivors;
3.3. Amended legislation related to GBV areas that build on legislative reforms initiated under the
Emergency Response Action Plan.
Pillar Four: Response,
Care, Support and
Healing
4.1. Strengthened existing response, care, and support services by the state and civil society in ways that
are victim-centered and survivor-focused to facilitate recovery and healing;
4.2. Secondary victimization is eliminated through addressing specific individual and systemic factors that
drive it;
4.3. Victims feel supported by the system to access the necessary psychosocial, material, and other support
required to assist them with their healing;
4.4. Strengthened community and institutional responses to provide integrated care and support to GBVF
survivors and their families that take into account linkages between substance abuse and HIV and AIDS.
Pillar Five: Economic
Power
5.1. Accelerated initiatives that address women’s unequal economic and social position, through access to
government and private sector procurement, employment, housing, access to land, financial resources, and
income other generating initiatives;
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5.2. Safe workplaces that are free of violence against women and LGBTQIA+ persons, including but not
limited to sexual harassment;
5.3. Demonstrated commitment through policy interventions, by the South African state, private sector, and
other key stakeholders to eliminate the impact of economic drivers of GBV;
5.4. Strengthened child maintenance and related support systems to address the economic vulnerability of
women
Pillar Six: Research and
Information Management
6.1. Improved understanding of the extent and nature of GBVF, broadly and in relation to specific groups
and forms in South Africa; 6.2. Adoption of GBV policies and programming interventions that are informed
by existing evidence-based research;
6.3. GBVF related information across different government management information systems, is readily
used to address systemic challenges and facilitate effective solutions and responses
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14.3 STRATEGIES:
The outcomes listed above directly flow from the overarching high-level strategies
that will be used to drive the GBVF national agenda in the country over the next 10
years:
a) Strengthening state and societal accountability, at all levels, driven by bold
leadership and high-level political commitment
b) Driving prevention, addressing harmful social and gender norms, facilitating
healing and rebuilding social cohesion;
c) Locating response to GBVF as integral to responding to violence, poverty, and
inequality;
d) Widening the lens, deepening the understanding, and rooting the response in
communities
14.4 IMPLEMENTATION MODALITIES:
The roles and responsibilities of various stakeholders to accelerate, advance, and
realize the vision and outcomes of the strategic plan are outlined below:
The National Council on Gender-based Violence and Femicide (NCGBVF), a
national multi-sectoral structure championed by the President and mandated
through the Summit declaration, is the custodian of the plan and plays the role
of strategic oversight for the realization of the national outcomes outlined in
the plan;
Parliament to ensure that the Structure is governed by a statutory framework;
The NCGBVF reports to the President through the Minister in the Presidency
for Women, Youth, and Persons with Disabilities;
The Presidency to ensure government allocates adequate resources for the
optimal functioning of the Structure;
Guided by the NCGBVF, the secretariat, which will have the required sectoral
proficiencies, and will drive technical support in rolling out the six pillars;
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The Minister in the Presidency for Women, Youth, and Persons with
Disabilities provides the overall coordination of the Inter-Ministerial Committee
(IMC), government departments, and processes in ensuring the successful
implementation of the GBVF NSP;
The new structure should be inclusive, with at least 51% of its members
coming from civil society
Respective government departments, as articulated in respective sections of
the plan, will align related outputs within their respective five-year strategic
plans
The Presidency, led by the Department of Women, Children, and Persons with
Disabilities (DWYPD), will facilitate institutional coherence across
government;
The Commission for Gender Equality (CGE), as a chapter 9 institution with a
constitutional mandate to promote respect for gender equality, and the
protection, development, and attainment of gender equality will regularly
assess and monitor progress in the implementation of the GBVF NSP.
The Secretariat and strategic partners will support respective structures in
embedding and aligning the plan within their institutional arrangements;
The Structure shall regularly monitor and evaluate the NSP using a monitoring
and evaluation tool to be developed and adopted within six (6) months after
its establishment;
Harmonization of laws and policies, respective standardization of
implementation frameworks, comprehensive sector-wide monitoring and
evaluation (M&E) system, and integrated management information systems
will contribute to facilitating delivery on and accountability for the NSP.