gsdm final draft idp 2018 - 2019 sibande... · 2018. 8. 14. · gsdm final draft idp 2018 - 2019 ....
TRANSCRIPT
GERT SIBANDE DISTRICT MUNICIPALITY
GSDM FINAL DRAFT IDP
2018 - 2019
1
CONTENTS
INTRODUCTIONS 4
EXECUTIVE MAYOR’S FOREWORD 5
MUNICIPAL MANAGER’S OVERVIEW 6
CHAPTER 1: EXECUTIVE SUMMARY 8
1.1 BACKGROUND AND MANDATE 8
1.2. POLICY AND LEGISLATIVE CONTEXT 9
1.2.1. NATIONAL AND PROVINCIAL FRAMEWORKS GOVERNING GSDM 11
1.2.2. NATIONAL SPATIAL DEVELOPMENT PERSPECTIVE (NSDP) 11
1.2.3. NATIONAL GROWTH PATH 13
1.2.4. NATIONAL DEVELOPMENT PLAN 13
1.2.5. GOVERNMENT OUTCOMES 14
1.2.6. MEDIUM - TERM STRATEGIC FRAMEWORK 15
1.2.7. MPUMALANGA GROWTH AND DEVELOPMENT PATH 16
1.2.8. INTEGRATED SUPPORT PLAN (ISP) FOR ACCELERATED MUNICIPAL SERVICE DELIVERY 19
1.2.9. BACK TO BASICS 20
1.2.10. MUNICIPAL STANDARD CHART OF ACCOUNTS (MSCOA) 21
1.3. STRATEGY DEVELOPMENT 22
1.3.1. SWOT ANALYSES 22
1.3.2. VISION 23
1.3.3. MISSION 23
1.3.4. CORPORATE VALUES 23
1.4. IDP PLANNING PROCESS 24
1.4.1. DISTRICT IDP FRAMEWORK PLAN 24
1.4.2. SUMMARY OF COMMUNITY/ STAKEHOLDER PARTICIPATION 27
CHAPTER 2: GERT SIBANDE DISTRICT MUNICIPALITY AT A GLANCE 30
2.1. STATE OF GSDM DEVELOPMENT, ENVIRONMENT AND DISTRICT POPULATION DYNAMICS:
30
2.1.1. REGIONAL CONTEXT 30
2.1.2. DISTRICT DEMOGRAPHIC ANALYSIS 33
2.1.3. AGE AND SEX STRUCTURE 34
2.1.4. EDUCATION LITERACY AND EDUCATION LEVELS 35
2.1.5. HUMAN DEVELOPMENT INDEX 36
2.1.6. POVERTY ASPECTS IN GERT SIBANDE 37
2.1.7. UNEMPLOYMENT AND EMPLOYMENT LEVELS 38
2.1.8. GERT SIBANDE ECONOMY 40
2
2.1.9. NATURAL ENVIRONMENT 41
3.1. KPA1: MUNICIPAL TRANSFORMATION AND ORGANIZATIONAL DEVELOPMENT 45
3.1.1. MUNICIPAL POWERS AND FUNCTIONS 45
3.1.2. ORGANIZATIONAL DESIGN 49
3.1.3. SKILLS DEVELOPMENT AND CAPACITY BUILDING 52
3.1.4. ICT SERVICES 52
3.1.5. KEY ISSUES TO BE ADDRESSED ON KPA 1 55
3.2. KPA 2: BASIC SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT56
3.2.1. DISTRICT COMMUNITY HEALTH AND WELLNESS 56
3.2.2. MUNICIPAL HEALTH AND ENVIRONMENTAL SERVICES 64
3.2.3. GERT SIBANDE LIBRARY SERVICES 70
3.2.4. SAFETY AND SECURITY 71
3.2.5. DISASTER MANAGEMENT 72
3.2.6. ACCESS TO SERVICES: REGIONAL DISTRIBUTION 74
3.2.7. RUDIMENTARY WATER SUPPLY (RURAL AND FARM AREAS INCLUDING SCHOOLS) 78
3.2.8. WATER CONSERVATION AND WATER DEMAND MANAGEMENT 78
3.2.9. SCIENTIFIC SERVICES 80
3.2.10. ROADS AND COMMUNITY FACILITIES 83
3.3. KPA 3: LOCAL ECONOMIC DEVELOPMENT 85
3.3.1. UNEMPLOYMENT AND EMPLOYMENT LEVELS 85
3.3.2. SECTORAL EMPLOYMENT AND OUTPUT 90
3.3.3. GSDM SOCIO -ECONOMIC ANALYSIS (STATE OF DEVELOPMENT) 91
3.3.4. REGIONAL ECONOMIC GROWTH AND SPATIAL FEATURES 93
3.3.5. GERT SIBANDE TOURISM CORRIDOR 96
3.3.6. POTENTIAL ECONOMIC DEVELOPMENT CORRIDORS 98
3.3.7. CLIMATE CHANGE IMPACT 99
3.3.8. ECONOMIC DEVELOPMENT OBJECTIVES 100
3.3.9. COMPREHENSIVE RURAL DEVELOPMENT PROGRAMME 101
3.3.10. DISTRICT IMPLEMENTATION PROGRAM 103
3.3.11. EXPANDED PUBLIC WORKS PROGRAMME 104
3.4. KPA 4: MUNICIPAL FINANCIAL VIABILITY AND MANAGEMENT 106
3.4.1. CREDIT CONTROL AND DEBT COLLECTION STRATEGY FOR LOCAL MUNICIPALITIES 107
3.4.2. SUPPLY CHAIN MANAGEMENT AND THE INTRODUCTION OF THE CENTRALIZED SUPPLIER DATABASE AND E-TENDER
PORTAL 109
3.4.3. FINANCIAL VIABILITY 110
3.5. KPA5: INTERGOVERNMENTAL RELATIONS, GOOD GOVERNANCE AND PUBLIC
PARTICIPATION 112
3.5.1. INTERFACE BETWEEN IGR, COMMUNICATION AND PUBLIC PARTICIPATION 112
3.5.2. COMMUNITY DEVELOPMENT WORKERS (CDWS) 113
3.6 KPA 6: SPATIAL DEVELOPMENT ANALYSIS AND RATIONALE 116
3.6.1 LAND USE MANAGEMENT 119
3.6.2 HUMAN SETTLEMENTS: 120
3
3.6.3 SUPPORT PROVIDED TO MUNICIPALITIES 123
CHAPTER 4: GSDM PERFORMANCE MANAGEMENT SYSTEM 125
4.1. ORGANIZATIONAL PERFORMANCE MANAGEMENT SYSTEMS 125
4.1.1. ORGANIZATIONAL PERFORMANCE MANAGEMENT 125
4.1.2. PERFORMANCE MANAGEMENT FRAMEWORK 126
4.2. RISK MANAGEMENT 128
4.3. ANTI -FRAUD AND ANTI - CORRUPTION POLICY 130
CHAPTER 5: STRATEGIC GOALS, STRATEGIC OBJECTIVES, PROJECTS & PRIORITIES 132
5.1. GSDM IDP STRATEGIC GOALS, OBJECTIVES & PRIORITIES 132
5.2. IDP SCORE CARD 140
KPA 1: MUNICIPAL TRANSFORMATION AND INSTITUTIONAL TRANSFORMATION 140
KPA 2: BASIC SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT 146
KPA3: LOCAL ECONOMIC DEVELOPMENT 161
KPA 4: MUNICIPAL FINANCIAL VIABILITY AND MANAGEMENT 164
KPA 5: INTERGOVERNMENTAL RELATIONS, GOOD GOVERNANCE AND PUBLIC PARTICIPATION
167
IDP KEY PERFORMANCE INDICATOR DEFINITIONS 174
NATIONAL KEY PERFORMANCE INDICATORS 2017/2018 214
CHAPTER 6: GSDM STRATEGIES, SECTOR PLANS, POLICIES AND SWOT ANALYSIS 217
6.1. SECTOR PLANS 217
CHAPTER 7: SECTOR DEPARTMENTS, PARASTATALS, PRIVATE SECTOR PRO 219
7.1. DEPARTMENT OF HUMAN SETTLEMENTS 219
7.2. DEPARTMENT OF AGRICULTURE AND RURAL DEVELOPMENT, LAND AND ENVIRONMENTAL
AFFAIRS 229
7.3. DEPARTMENT OF HEALTH 238
7.4. DEPARTMENT COMMUNITY SAFETY SECURITY AND LIAISON 240
7.5. DEPARTMENT OF CULTURE SPORTS AND RECREATION 246
4
7.6. DEPARTMENT OF ENERGY ERROR! BOOKMARK NOT DEFINED.
INTRODUCTIONS
5
Executive Mayor’s Foreword
Integrated Development Plan Review 2018/19
This Integrated Development Plan (IDP 2018/19) remains the cornerstone of our planning and
implementation due to the extensive work that has been put into it.
The year 2018 has been declared the centenary celebration (100) year of Nelson Mandela, it is a year of
Unity Renewal and Jobs. Nothing will be more befitting in the celebration of the life of this hero than
achieving these afore-mentioned goals during this year. His dedication to the freedom of South African
people is unquestioned; he bared his life and soul for the people of this country so that they may be free
someday. His humility, grace, forgiving and caring nature remains a pillar of strength for all the people of
South Africa. As Gert Sibande District Municipality we are envisioned and deeply inspired to follow on the
foot- steps of this Giant.
Our plan has allowed us to implement our programmes and projects with confidence because of the
credibility of our 5 year Integrated Development Plan. As we review our IDP we are certain that the
adjustments will be minimal and will be in-line with our current programmes and projects. The public
participation and izimbizo programmes spearheaded by both the Executive Mayor and the speaker, have
took us to every part of our district and have continually enforced our commitments to the emancipation of
our people.
Delivering quality infrastructure to our people remains at the pinnacle of our commitment to service delivery.
The RBIG schemes in Lusushwana and Amsterdam are in track to be completed in time. This will allow us
to speed up the connection of our people to clean, safe and drinkable water. Our laboratory accreditation
has also given us confidence that we will be able to produce the desired results with speed.
Other projects such as community halls renovations, maintenance of high mast light and pothole patching
have been going well and will continue to feature in our 5 year plan. The road blading and regravelling
project is also a critical feature in the improvement of the places where our people live. This is one of the
projects that will receive a lot of support even from the province.
We will continue to focus on improving on our bursary scheme to make sure that our kids go to school,
Nelson Mandela once said “Education is the most powerful weapon, which you can use to change the
world” these words go a long way in assuring us that we are on the right track. There are many other
programmes that the District is involved in, and all of these programmes are aimed at fighting all the
inequalities in our communities. These programmes are the Mayoral Super cup, the famous GSDM
Marathon and many more. The youth of Gert Sibande District is always close to our hearts in the District, we
are therefore compelled to have programmes that are going to open employment opportunities. These
programmes are driven by the youth manager in the office of the Executive Mayor. Women, children and
people living with disability are also catered for in the office of the Executive Mayor.
We will continue to work hard in order to change the lives of our people; the values that were shown by
leader like Nelson Mandela will continue to give us strength even when all seems lost.
………………………………….
COUNCILLOR M.G. CHIRWA
EXECUTIVE MAYOR
6
Municipal Manager’s Overview
Integrated Development Plan Review 2018/19
As we are about to embark to a new Financial Year 2018/19, it is the requirement of the Municipal Systems
Act (Act 32 of 2000) that each municipal council, within the prescribed period after the start of its elected
term, must adopt a process set out in writing to guide the planning, drafting, adoption and review of its
Integrated Development Plan (IDP). The IDP is a strategic plan that guides and informs all planning
processes, activities, decision making, budgeting and management in the municipality. According to Section
34 of the Municipal System Act (Act 32 of 2000) a municipal council must review its IDP Annually.
The IDP is the key instrument to achieve developmental local governance for decentralised, strategic,
participatory, implementation orientated, coordinated and integrated development. Preparing an IDP is not
only a legal requirement in terms of the legislation but it is actually the instrument for realising Municipalities’
major developmental responsibilities to improve the quality of life of citizens. It seeks to speed-up service
delivery by securing a buy-in of all relevant role-players and provides government departments and other
social partners with a clear framework of the Municipality’s development trajectory to harness
implementation efforts.
Integrated development planning also promotes intergovernmental co-ordination by facilitating a system of
communication and co-ordination between local, provincial and national spheres of government. Local
development priorities, identified in the IDP process, constitute the backbone of the local governments’
budgets, plans, strategies and implementation activities. Hence, the IDP forms the policy framework on
which service delivery, infrastructure development, economic growth, social development, environmental
sustainability and poverty alleviation rests. The IDP therefore becomes a local expression of the
government’s plan of the government’s plan of action as it informs and is informed by the strategic
development plans at national and provincial spheres of government.
In terms of Section 26 of the Municipal Systems Act, the core components of an IDP are:
The Municipal Council’s vision for the long term development of the Municipality with special
emphasis on the Municipality’s most critical development and internal transformation needs;
an assessment of the existing level of development in the Municipality, which must include an
identification of communities which do not have access to basic Municipal Services;
The Council’s development priorities and objectives for its elected term, including its local economic
development aims and its internal transformation needs;
The Council’s development strategies which must be aligned with any National or Provincial
Sectoral Plans and planning requirements binding on the Municipality in terms of legislation;
A spatial development framework which must include the provision of basic guidelines for a land
use management system for the Municipality;
The Council’s operational strategies;
Applicable disaster management plans;
A financial plan, which must include a budget projection for at least the next three years; and
The key performance indicators and performance targets determined in terms of the Performance
Management System.
7
Guiding Criterions
Within the multitude of government policy frameworks, legislation, guidelines and regulations that seek to
advocate for the path, pace and direction for the country’s socio-economic development agenda, the section
below focuses on Vision 2014; Popular Mandate across Spheres of Government;); the National
Development Vision 2030 (NDP); Mpumalanga Vision 2030; National Growth Path; the Mpumalanga Growth
Path; Millennium Development Goals; State of the Nation Address (SONA); sustainable development goals
(SDG’s) and State of the Province Address (SOPA).
Dr Nelson Mandela once said “For to be free is not merely to cast off one’s chains, but to live in a way that
respects and enhances the freedom of others”
………………….………..
C.A. HABILE
MUNICIPAL MANAGER
8
CHAPTER 1: EXECUTIVE SUMMARY
1.1 Background and Mandate
The objectives of Local Government are based on a co-operative governance framework that
encourages participation of all Local Councils within the District, as well as the Provincial and
National spheres of Government, in public policy setting, development planning and the delivery of
services.
The Constitutional Mandate for Municipalities is that they strive, within their financial and
administrative capacity to achieve these objectives, and carry out the developmental duties
assigned to Local Government. Municipal Councils therefore take charge of the following principal
responsibilities:
The provision of democratic and accountable government without favour or prejudice.
To encourage the involvement of the local community.
To provide all members of the local community with equitable access to the municipal
services that they are entitled to.
To plan at the local and regional levels for the development and future requirements of the
area.
To monitor the performance of the Municipality by carefully evaluating Budget reports and
Annual reports to avoid financial difficulties, and if necessary, to identify causes and remedial
measures for the identified Financial and Administrative challenges.
To provide services, facilities and financial capacity, within the guidelines provided by the
Constitution and Legislative Authority.
Integrated development planning is a process through which a District Municipality, its constituent
local municipalities, other government Sector Departments, various service providers, and
interested and affected parties come together to identify development needs, and to outline clear
objectives and strategies which serve to guide the allocation and management of resources within
the Municipality’s jurisdictional area. From this planning process emanates the Municipal
Integrated Development Plan (IDP), with its main objective being the improvement of coordination
and integration of planning, budgeting and development within the municipal area. As a five (5)
year budgeting, decision-making, strategic planning and development tool, the IDP is used by the
Municipality to fulfil its role of ‘developmental local governance’. Central to this are the overarching
objectives and strategies encapsulated in the plans which guide the Municipality in the realm of:
Municipal Budgeting;
Institutional restructuring in order to realize the strategic intent of the plan;
Integrating various sectors in the form of Infrastructure, Land Use, and Agriculture with
Socio-economic and Ecological dimensions; and
Performance Management System
9
This document therefore represents the Revised Integrated Development Plan as prepared by the
Gert Sibande District Municipality (GSDM) as part of its 2017/18 IDP Review process. It is
submitted and prepared in fulfilment of the Municipality’s legal obligation in terms of Section 34 of
the Local Government: Municipal Systems Act, 2000 (MSA Act 32 of 2000).
1.2. POLICY AND LEGISLATIVE CONTEXT
In addition to the legal requirement for every Municipality to compile an Integrated Development
Plan as referred to in section 1 above, the Municipal Systems Act, Act 32 of 2000 (MSA) also
requires that:
the IDP be implemented;
the Municipality monitors the implementation of the IDP;
the Municipality evaluates its performance with regard to the IDP’s implementation; and
the IDP be reviewed annually to effect improvements where necessary.
Section 34 of the Act deals with the Review and Amendment of the IDP and states that:
The Municipal Council:
Must review its Integrated Development Plan annually in accordance with an assessment
of its performance measures in terms of Section 41 and;
To the extent that changing circumstances so demand and;
May amend its Integrated Development Plan in accordance with the prescribed process
The annual review process thus relates to the assessment of the Municipality’s performance
against organisational objectives as well as implementation delivery, and also takes into
cognisance any new information or change in circumstances that might have arisen subsequent to
the adoption of the previous IDP. The review and amendment process must also adhere to the
requirements for public participation as articulated in Chapter 4 of the MSA (2000).
In terms of the IDP Review Guidelines, IDPs are reviewed based on four primary areas of
intervention, i.e. Annual IDP Review, the IDP Process, Amendments in Response to Changing
Municipal Circumstances, and Comment from the MEC.
The process described and outlined in Figure 1 below represents a continuous cycle of planning,
implementation, monitoring and review. Implementation commences after the Municipal Council
adopts the Final Draft IDP and Budget for the subsequent financial year and Implementation feeds
into the Performance Management System of the municipality. Public Participation remains pivotal
throughout the process of the IDP as graphically illustrated on Figure 1 below.
10
Figure 1: IDP drafting and review process
11
1.2.1. National and Provincial Frameworks governing GSDM
Development in South Africa is broadly guided and directed by a wide range of legislation.
Some legislation is sector specific e.g. housing, transport and environment, while others are
more generic in nature, focusing on planning processes, alignment of planning processes
and proposals, and the legal requirements pertaining to plans to be compiled.
In addition to existing legislation, a range of National, Provincial and Local development
policies and plans exist to further guide and direct development in South Africa. Some of
these are of particular importance in developing an Integrated Development Plan for the Gert
Sibande District Municipality. The following section briefly deals with each of these, and
highlights the most salient aspects emanating from the aforementioned policies/plans.
1.2.2. National Spatial Development Perspective (NSDP)
The National Spatial Development Perspective was initiated in 1999 with the aim of not only
providing a strategic assessment of the spatial distribution and socio-economic
characteristics of the South African population, but gaining a shared understanding of the
distribution of economic activities and potential across the South African landscape. Based
on the research conducted, and with key trends and issues identified, the NSDP currently
delineates a number of guidelines for infrastructure investment in South Africa.
The rationale behind the guidelines is rooted in the argument that instead of investing in
physical infrastructure to improve the quality of life of people living in low productivity areas,
government should rather invest in people. The logic of the latter argument is that investing
in people is a more efficient use of government resources. Investing in people potentially
results in increased opportunities and choice to relocate to high growth areas. Investing in
places can leave people trapped in low growth areas without any guarantee that this will
attract new investment into the area.
Hence, in essence, the NSDP argues that government’s social objectives will be best
achieved through infrastructure investment in economically sustainable areas with proven
development potential. Therefore, areas displaying little or no potential for growth should
only be provided with the constitutionally mandated minimum levels of services, and the
focus of government spending should rather be on the people, i.e. social development
spending. Social development spending may involve developing labour market intelligence,
human resource development, health and social transfers. Crucially, this kind of
“development spending” is specifically aimed at enabling the South African population,
particularly youth located in areas in which they have no hope of finding employment, to
gradually gravitate to areas with high economic potential.
12
Emanating from the broad philosophy and actions put forward by the NSDP, five principles
to guide development decisions have also been formulated. A brief summary of each
principle is given below:
Principle One: Economic growth is the prerequisite for the achievement of other policy
objectives such as poverty eradication and equitable development.
Principle Two: Government infrastructure investment – beyond basic service delivery – will
be in areas of high development potential or economic growth. Focusing
future settlement and economic development opportunities into activity
corridors and nodes adjacent to, or linked to main growth centres.
Rather increase the footprint of existing urban areas through incremental
development and densification than to initiate new Greenfield developments
far removed from all existing infrastructure and economic activity.
Principle Three: Efforts to address inequalities should focus on people and not places.
Principle Four: Areas with high levels of poverty and high development potential should
receive investment beyond basic services to exploit this potential.
Principle Five: Areas with high levels of poverty and low development potential should
receive investment to provide basic services as well as social transfers,
HRD, and labour market information.
By applying and contextualising the NSDP in the Province, the following spatial construct
emerges for the Gert Sibande District Municipality from the Mpumalanga Growth and
Development Strategy in terms of variations in social need (poverty), economic activity
(potential) and environmental sensitivity.
Table 1: NSDP Classification for selected Municipalities in Gert Sibande
NSDP Classification Municipal Name
A High Levels of Economic Activity
(Potential)
Govan Mbeki LM and Lekwa LM
B High Levels of Poverty
Concentrations
Albert Luthuli LM, Mkhondo LM, Pixley Ka Isaka
Seme LM, Lekwa LM, Msukaligwa LM, Govan
Mbeki LM and Dipaleseng LM
C Area of Combined Poverty and
Economic Activity
Govan Mbeki LM, Lekwa LM, Msukaligwa LM,
Albert Luthuli LM
Mkhondo LM, Dipaleseng LM and Pixley Ka Isaka
Seme LM
13
1.2.3. National Growth Path
The New Growth Path provides bold, imperative and effective strategies to create the
millions of new jobs South Africa needs. It also lays out a dynamic vision for how we can
collectively achieve a more developed, democratic and equitable economy and society over
the medium-term, in the context of sustainable growth.
The shift to a New Growth Path requires the creative and collective efforts of all sections of
South African society. It requires leadership and strong governance. It further takes account
of the new opportunities and the strengths available, and the constraints to be overcome. It
requires the development of a collective action to change the character of the South African
economy and ensure that the benefits are shared more equitably among all people,
particularly the poor.
The following targets have been set nationally, with Mpumalanga Province (including Gert
Sibande District Municipality) having to proportionally contribute towards the achievement of
these and has done so by initiating projects and programmes in line with these drivers,
namely:
Jobs Driver 1: Infrastructure
Jobs Driver 2: Main Economic Sectors
Jobs Driver 3: Seizing the Potential Of New Economies
Jobs Driver 4: Investing In Social and Public Services
Jobs Driver 5: Spatial Development (Regional Integration)
1.2.4. National Development Plan
The National Development Plan envisages an economy that serves the needs of all South
Africans – rich and poor, black and white, skilled and unskilled, those with capital and those
without, urban and rural, women and men. The Vision is that, in 2030, the economy should
be close to full employment, equip people with the skills they need, ensure that ownership of
production is less concentrated and more diverse (where black people and women own a
significant share of productive assets) and be able to grow rapidly, providing the resources
to pay for investment in human and physical capital.
Subsequently, the National Development Plan proposes to create eleven million jobs by
2030 by ensuring that there is an environment which is conducive for sustainable
employment and inclusive economic growth consequently promoting employment in labour-
14
absorbing industries. Furthermore ensure the strengthening of government’s capacity to give
leadership to economic development through raising exports and competitiveness, and
mobilising all sectors of society around a national vision.
1.2.5. Government Outcomes
In January 2010, Cabinet adopted 12 Outcomes within which to frame public-service delivery
priorities. Cabinet Ministers accordingly signed Performance Agreements linked to these
Outcomes. More detailed Delivery Agreements have since been developed to extend targets
and responsibilities to National and Provincial Departments, Agencies and Municipalities.
All Municipalities are expected to consider the 12 Outcomes when reviewing their IDPs and
developing their annual Budgets. Below are the 12 Outcomes and the related outputs,
together with indicative areas where Mpumalanga Province and Municipalities have a role to
play in either contributing directly to the realisation of the Outcomes or facilitate the work of
National and Provincial Departments in realising them. Moreover the outcomes which are
listed below are further elaborated on in relation to GSDM in the following chapters of the
IDP:
OUTCOME 1: Improve ahe Quality Of Basic Education OUTCOME 2: Improve Health and Life Expectancy OUTCOME 3: All People In South Africa Protected and Feel Safe OUTCOME 4: Decent Employment through Inclusive Economic Growth OUTCOME 5: A Skilled and Capable Workforce to Support Inclusive Growth OUTCOME 6: An Efficient, Competitive and Responsive Economic
Infrastructure Network OUTCOME 7: Vibrant, Equitable and Sustainable Rural Communities and Food Security OUTCOME 8: Sustainable Human Settlements and Improved Quality Of
Household Life OUTCOME 9: A Responsive and, Accountable, Effective and Efficient Local Government
System OUTCOME 10: Protection and Enhancement of Environmental Assets And Natural
Resources OUTCOME 11: A Better South Africa, a Better and Safer Africa And World OUTCOME 12: A Development-Orientated Public Service and Inclusive
Citizenship
15
1.2.6. Medium - Term Strategic Framework
The Medium Term Strategic Framework (MTSF) seeks to identify the major strategic choices
that need to be made in order to put the country on a higher trajectory in dealing with poverty
and underdevelopment. It is also meant to serve as a backdrop to guide planning and
budgeting across the three spheres of government. The document seeks to identify the few
critical things that need to be done to define a new course for the country’s development.
Among these are the key objectives for 2014 which include:
Reducing poverty and unemployment by half;
Providing the skills required by the economy;
Ensuring that all South Africans are able to fully exercise their constitutional rights
and enjoy the full dignity of freedom;
Compassionate government services to the people;
Achieving a better national health profile and massively reduce preventable causes
of death, including violent crime and road accidents;
Significantly reducing the number of serious and priority crimes and cases awaiting
trial;
Positioning South Africa strategically as an effective force in global relations.
These strategic objectives are broken down into various thematic areas which include a
growing economy; sustainable livelihoods; access to services; comprehensive social
security; crime and corruption; constitutional rights and governance; and Africa and the
world. In order to ensure capacity to meet these objectives, the following critical measures
would in terms of the MTSF have to be adopted:
Cooperation among economic partners;
Stronger partnership across all sectors;
Improving the system of monitoring and evaluation;
Focusing on economic development in areas with economic potential; as well as
Recruiting and skilling law-enforcement agencies.
Emanating from the above, the logic of the path of development can be summarised as
follow:
The central and main intervention required in the current period is to grow the
economy;
The state has to intervene decisively to promote the involvement of the marginalised
in economic activity, including sustainable livelihoods;
To the extent that able-bodied South Africans are reliant on welfare grants, these
grants should be seen as a temporary intervention which should diminish in the same
measure as the economic interventions succeed;
The performance of the state, the campaign against crime, and international relations
should improve in the main to promote economic growth and social inclusion.
16
The MTSF is the linkage between South Africa’s national development planning and the
Sustainable Development Goals (SDG’s). The proposed SDGs offer major improvements on
the millennium development goals (MDGs) The framework addresses systematic barriers to
sustainable development which the MDGs has neglected.
Table 2: MTSF Linkage between South Africa’s national development planning and the SDGs
MTSF Strategic Elements Relevant SDGs
Strategic
Priority 1
Speeding up growth and transforming the economy to
create decent work and sustainable livelihoods
SDG 1, SDG 2,
SDG 8 , SDG 17
Strategic
Priority 2
Massive programme to build economic and social
infrastructure
SDG 9,SDG 7,
SDG 1
Strategic
Priority 3
Comprehensive rural development strategy linked to land
and agrarian reform and food security
SDG2 , SDG1 ,
SDG
Strategic
Priority 4
Strengthen the skills and human resource base SDG 4, SDG 5
Strategic
Priority 5
Improve the health profile of all South Africans SDG 1, SDG 3,
SDG 6,
Strategic
Priority 6
Intensify the fight against crime and corruption SDG 5, SDG
4,SDG 8, SDG 16
Strategic
Priority 7
Build cohesive, caring and sustainable communities SDG 6, SDG 11,
SDG 14, SDG 15,
SDG 16
Strategic
Priority 8
Pursuing African advancement and enhanced international
cooperation
SDG 10, SDG 17
Strategic
Priority 9
Sustainable resource management and use SDG 6, SDG 7,
SDG 12,SDG 13,
SDG 14,
Strategic
Priority
10
Building a developmental state, including improvement of
public services and strengthening democratic institutions
SDG 1, SDG 4,
SDG 5, SDG 17
1.2.7. Mpumalanga Growth and Development Path
The primary objective of the Mpumalanga Economic Growth and Development Path
(MEGDP) is to foster economic growth that creates jobs, reduces poverty and inequality in
the Province. The following are the main economic sectors (all of which occur in the Gert
Sibande District) that have been identified as pivotal in spurring economic growth and
employment creation:
Agriculture and forestry
Mining and energy
Tourism and cultural industries
The Green Economy and ICT
17
Manufacturing and beneficiation.
Agriculture
Key areas for intervention to facilitate growth and job creation in the agricultural sector
include:
Massive drive on infrastructure development
Massive drive in skills development.
Comprehensive support to small-scale farmers and agri-businesses.
Fast-track the settlement of the outstanding land claims.
Optimal utilisation of resituated and distributed land.
Increase acquisition of agricultural land for the previously disadvantaged.
Revisit current legislation to create balanced development in areas of competition
between mining and farming.
Assistance (technical, material and finance) to identified Agricultural co-operatives in
traditional areas as well as the establishment of the fresh produce market in the
District.
Forestry
Key areas for intervention to facilitate growth and job creation in the forestry sector
include:
Resolving water issues to foster expansion in the forestry industry.
Accelerating settlement of land claims under forestry.
Comprehensive support to SMMEs, particularly cooperatives.
Investing in infrastructure.
Mining
Key areas for intervention to facilitate growth and job creation in the mining industry are as
follow:
Upgrading and maintenance of the coal haulage network.
Increase the level of higher skilled graduates.
Expand the water network and increase reliance on water transfer schemes.
Increase South Africa’s load and improve alternate energy supply.
Establishment of a mining supplier park to enhance enterprise development in the
province.
Resolve land claims to release land for development.
Comprehensive support to small-scale mining enterprises to exploit opportunities
presented by corporate social investment initiatives, retreatment of sub-economic
deposits and dumps, and dimension stones.
Improving rail haulage of minerals to reduce shipping costs(currently done by road)
18
Energy industry
Key areas for intervention to facilitate growth and job creation in the manufacturing sector
comprise:
Invest in industrial infrastructure to encourage enterprise development.
Enhance skills development, especially in the areas of engineering, artisan, business
and project management.
Provide comprehensive support to SMMEs development.
Supporting the development of clean forms of energy like wind and hydro power
generations opportunities including gas production from landfill and organic waste.
Tourism and cultural industries
Key areas for intervention to facilitate growth and job creation in the tourism and cultural
industries include the following:
Broadening and diversifying the primarily nature-based tourism product offerings of
Mpumalanga into more mainstream segments of the market such as sports events,
business/conference meetings, theme/amusement park, and subsequently grow the
economy that create jobs, the following key interventions will be critical:
Sustained investment in all aspects of the industry – new products, destination
marketing, human capital development in the service industry.
Investing in economic infrastructure, e.g. airport, International Conference Centre,
sports Academy, roads for tourism routes, etc.
Comprehensive support to SMMEs to exploit opportunities in the tourism and cultural
industries.
Supporting critical heritage events e.g. Gandhi centenary commemoration.
The Green Economy and ICT
Key areas for intervention to facilitate growth and job creation in the green economy and ICT
are:
Invest in research for new technologies to promote green economy.
Invest in infrastructure for ICT development.
Train and assist SMMEs to provide them with the necessary tools for moving their
businesses on-line.
Regional and international cooperation
The Growth Path also states that the proximity of Mozambique, Swaziland and the other
SADC countries, including the memoranda of understanding signed with few overseas
19
countries, provide Mpumalanga with regional and international trade, investment and tourism
opportunities.
With regard to neighbouring countries, road, rail and air infrastructure is key in terms of
facilitating trade and other economic opportunities – e.g. border posts between Gert Sibande
District Municipality and Swaziland and improve railings in line with recent Cabinet
pronouncement.
Infrastructure as a major job driver
Infrastructure development is one of the key drivers for economic growth and job creation.
All the sectors that have been discussed above rely, in the main, on infrastructure
development for their own growth and development. Investment in massive infrastructure
development by both government and the private sector will go a long way in terms of
unlocking opportunities for economic growth and development, including massive jobs. In
essence, for the Economic Growth and Development Path to succeed, infrastructure
development will be critical.
The Mpumalanga Infrastructure Development Plan (MIDP) which is currently underway will
guide the province with regard to the rollout of infrastructure projects. The Plan is covering
both the economic and social infrastructure and should be completed during 2012. What is
also worth noting is that the Expanded Public Works Programme will feature highly as part
the roll-out of the Infrastructure Plan. The following projects are listed as priority Economic
Infrastructure projects for Mpumalanga Province in the Mpumalanga Growth Path.
1.2.8. Integrated support plan (ISP) for accelerated municipal service delivery
This Integrated Support Plan for Local Government is developed by the Mpumalanga
Department of Cooperative Governance and Traditional Affairs (COGTA) to ensure that all
municipalities (including Gert Sibande District Municipality) in the Mpumalanga Province are
Functional and provide services to communities in a sustainable manner both now and in the
future. A Functional Municipality is defined in this ISP as a municipality that successfully,
strive within its Financial and Administrative Capability to achieve the five objects of Local
Government as set out in Chapter 7 of the Constitution including the Object on Financial
management as outlined in the MFMA which are:
To provide democratic and accountable government for local municipalities
To ensure the provision of service to communities in a sustainable manner
to promote social and economic development
to promote a safe and healthy environment
to encourage the involvement of communities and community organisation in matters
of local government
20
To secure sound and sustainable management of the fiscal and financial affairs of
municipalities and municipal entities by establishing norms, standards and other
requirements
Mpumalanga Province consists of 16 Local Municipalities, a metro and 3 District
Municipalities that have a myriad of challenges ranging from:
None provision of democratic and accountable Government for Local communities
Erratic provision of basic services to communities in a sustainable manner
Promotion of social and economic development not adequate
Inadequate Promotion of a safe and healthy environment
Lack of encouragement of involvement of communities and community organisations
in the matters of local Government
Sound and sustainable Financial management inadequate
Tasks that were developed to take South Africa forward during the next 5 years:
Back to Basics: Setting clear benchmarks of performance in our efforts to ensure that
all municipalities perform their basic responsibilities, every day, without fail;
Responding vigorously to the immediate crises;
Understanding and responding to the structural challenges;
Continuing to build resilient local government institutions; and
Collectively constructing more rigorous systems of intergovernmental relations/
planning and delivery.
1.2.9. Back to Basics
Governance
All municipal council structures must be functional - meet regularly;
Clear delineation of roles and responsibilities between key leadership structures of
the municipality (Mayor, Chief Whip, Speaker and MM)
Oversight committees must be in place and perform their responsibilities, without any
interference, e.g. Audit Committee and MPAC’s; and
Transparency, accountability and regular engagements with communities.
Administration
All municipalities enforce competency standards for managers and appoint persons
with the requisite skills, expertise and qualifications;
All managers sign performance agreements; and
Implement and manage performance management systems.
Sound Financial Management
All municipalities have a functional financial management system;
21
Rigorous Internal controls;
Cut wasteful expenditure;
SCM structures and controls with appropriate oversight;
Cash-backed budgets;
Post Audit Action Plans are addressed; and
Act decisively against fraud and corruption.
Community engagements and participation: putting people first
All Councillors report regularly to their wards;
Municipalities have clear engagement platforms with communities, e.g. ward level
service delivery plans, IDPs and budget report backs; and
Transparent, responsive and accountable processes to communities, etc.
Basic Service Delivery: creating conditions for decent living
To ensure that municipalities develop new infrastructure at a faster pace whilst
adhering to the relevant standards, and to enable them to improve operations and
maintenance of existing infrastructure to ensure continuity of service provision.
1.2.10. Municipal Standard Chart of Accounts (MSCOA)
The Minister of Finance promulgated Government Gazette No 37577, Municipal Regulations
on Standard Chart of Accounts, effective 01 July 2017. The regulation seeks to Provide a
National Standard for uniform recording and classification of municipal budget and financial
information at a transactional level in order to:
Improve compliance with budget regulations and accounting standards;
Better inform national policy coordination and reporting, benchmarking and
performance measurement.
Repercussion of non-compliance with Regulation by 1 July 2017 will result in Grant
Funding stopped.
Benefits of MSCOA include:
Accurate recording of transactions, therefore reducing material misstatements,
Reduce the month/year end reconciliation processes and journals processed,
Improve quality of information for budgeting and management decision making,
Improve oversight function by Council as the required information will be tabled for
policy decisions, tariff modelling, and monitoring,
Ensure alignment and implementation of the IDP as all expenditure, both capital and
operating, will be driven from a project and
Improve measurement of the impact on service delivery and the community.
22
1.3. Strategy Development
1.3.1. SWOT Analyses
Strengths
• Institutional and legislative system in
place to provide efficient services
• Libraries present in all 7 local
municipalities
• Approved Organisational Structure
• Good Governance structure are in
place and functional
• Functional Regional IGR structures
• Effective Performance Management
Systems (OPMS and IPMS)
• All Section 54A and 56 positions
filled
• Most sector plans and strategies are
in place
• Fixed grant income
• Generating more income from our
investments
• Timely payment of creditors to avoid
penalties and interests
• Good partnership with Traditional
Leaders, Sector Departments and
other stakeholders
Weaknesses
• Insufficient professionals and artisans
to provide equitable and quality
service to the community
• Lack of personnel capacity to support
LMs
• Inadequate functioning of the Disaster
management and fire services
• Inconsistent provision of library
service
• Insufficient funds to meet all service
delivery requirements
• Lack of succession plan
• Lack of Employee Assistance
Programme
• Lack of procedure manuals
• Long turnaround time on filling
vacancies
• Lack of service delivery infrastructure
maintenance
• Non-compliance with some statutory
guidelines
• Poor integration among stakeholders
and role players that are involved in
planning and development
• Inadequate By-law enforcement
• Dependence on grant income with
lower increase percentage than the
increase in the expenditure
• Poor planning and weak controls
• Lack of basic understanding of the
mSCOA (practical exposure)
• Road infrastructure continuously
damaged by heavy trucks
Opportunities
• The District has a potential to be a
Water Service Authority - In
accordance with Section 156(1) (d) of
the Constitution
Threats
• Uncertainty and instability created by
end of section 54A and 56 contracts
• High rate of protests by communities
within the District resulting in damage
23
• Aggressive deployment of technology
• Sourcing of more grants to expand
services and infrastructure
development
• Potential for better integration and
coordination with LMs and the Sector
Departments
• Potential for internal research
capacity
• Availability of natural resources to
support economic development (land
for agriculture, tourism, minerals etc.)
• Planning ahead to avoid land use
conflicts
• Low vacancy rate provides a
potential to strengthen internal
controls
• Internal support staff that will assist
challenges faced by local
municipalities
• Opportunity to generate more income
from the laboratory
• Creation of talent pool through
GSDM Bursary.
• Industrial businesses to assist in
funding some of the infrastructure
investments
to infrastructure
• Inconsistent attendance of IGR
Structure meetings
• Ageing infrastructure leading to
collapse in service provision
• High losses on electricity and water
resulting in a loss of potential revenue
for LMs
• Pollution speeding the negative
effects of climate change
• Mining operations threatening food
security
• Increased unrest caused by
inequitable resource allocation
• Inability to recruit and retain skilled
personnel.
• Exorbitant prices by service providers
(value for money for procurement)
• High level of debts by the LMs
• Increased level of unemployment
resulting from possible disinvestment
by Eskom
1.3.2. Vision
A community driven district of excellence and development
1.3.3. Mission
To support and coordinate our local municipalities to provide excellent services and development
1.3.4. Corporate Values
Implementing the above, the Gert Sibande District Municipality subscribes to the following corporate values:
Customer Focus
Accountability
Responsiveness
Excellence
24
Service Oriented
1.4. IDP Planning Process
The Gert Sibande District Municipality Council approved and adopted a Framework for the
drafting of the 2017/22 IDP for its area of jurisdiction. This was followed by Process Plans
being developed by the seven (7) constituent Local Municipalities for their respective IDP
Review processes. These plans were adopted to dictate the process followed in developing
this IDP.
During the development cycle, changes to the IDP process and content have been
necessitated due to:
Institutional Issues;
Amendments in response to changing circumstances;
Needs to improve the IDP process and content;
Mainstreaming of Transversal programmes
1.4.1. District IDP Framework Plan
The District Framework Plan was formulated and adopted to serve as a guide to all of the
local municipalities within the GSDM area of jurisdiction, in the preparation of their respective
Review Process Plans. In brief, the District Framework Plan outlines the time frames of
scheduled events/activities, structures involved, and their respective roles and
responsibilities during the review process.
The GSDM Framework which was formulated and adopted by Council further outlines the
way in which the GSDM embarked on its own IDP drafting Process from its commencement
in August 2016 which will be fully approved by council during the month of May 2017.
The following structures guided the IDP Management and Review Process within the GSDM:
IDP Representative Forums
IDP Steering committees
IDP Management Committees
The aforementioned structures were utilized during the IDP process in accordance with the
roles and responsibilities assigned to them as stipulated in the table below:
Organisational Arrangements for Organised Public Participation
NO. ROLE PLAYERS ROLES AND RESPONSIBILITIES
1. Municipal Council The District Council will approve the reviewed IDP.
Will consider the Framework/Process Plan which should set out
25
NO. ROLE PLAYERS ROLES AND RESPONSIBILITIES
the process for the new IDP cycle.
2. Executive Mayor
and Mayoral
Committee
The Mayoral Committee must:
Decide on the Framework/Process Plan for IDP Review.
Responsible for overall management, co-ordination and monitoring
of the review process, and may assign responsibilities to the
Municipal Manager.
Submit reviewed IDP framework and draft IDP to Council.
Develop terms and criteria for Representative Forum.
Give political direction.
3. Municipal Manager
with delegated
powers to the
Senior Manager
Planning
The Municipal Manager is responsible for the management and co-
ordination of the preparation of the IDP process which include but
not limited to the following:
Responsible for the day to day management of the planning
framework/process plan and ensuring that timeframes are being
adhere to and resources are managed effectively and efficiently.
Co-ordinate the involvement of all different role players.
Ensuring the horizontal and vertical alignment in the planning
process, including Sectors.
Ensure that the links between the processes of performance
management, monitoring, evaluation and review are maintained.
Ensuring compliance with National and Provincial requirements
and legislations.
Ensure appropriate participation of all the relevant Stakeholders.
Ensure proper documentation of outcomes.
Chairing the Steering Committee, Technical Committee.
Management of Service Providers.
4. IDP Steering
Committee
Framework/Process Plan management structure.
Allocation of duties and monitoring.
Overall management including the appointment of technical
consultants.
Decision on roles and responsibilities.
Commission research studies and recommend appointment of
service providers.
Decide on matters to be referred to IDP Forum for alignment and
integration purposes.
5. IDP Representative
Forum
The Executive Mayor or Representative chairs the forum meetings.
Constituted of all the Executive Mayors/ Municipal Managers/
MMC Responsible for IDP/IDP managers/
coordinators/CBO’s/NGO’s/Business Forums/ Community Forums/
Youth /Woman/ Disabled Org./ Political parties /Traditional
26
NO. ROLE PLAYERS ROLES AND RESPONSIBILITIES
Leadership, GSDM GIS Manager.
This Forum consists of community participation
structure/stakeholders in their respective organised formations, to
represent the interests of all stakeholders and ensure proper
communication to guarantee representative and collaborative
participation during the review process.
Provide an organizational mechanisms for discussion, negotiations
and decision making between the stakeholders including
municipalities and government departments during the Municipal
process.
Monitor the performance of the planning and implementation
process.
Make recommendations to Council on planning and development
priorities.
6. IDP Sectoral
Forums
Air Quality
Stakeholders Forum
Authorities Air
Quality Forum
CFOs Forum
Corporate
Services/HR Forum
Disaster
Management Forum
District
Communications
Forum
District Planners
Forum
Environmental
Health Practitioners
Forum
Food Control Forum
HIV/AIDS Council
HOD Technical
Forum
Pollution and Waste
Forum
Each municipality will be represented by the head of department or
second in charge in the department and senior representatives
from sector departments operating within the District. The IDP
Sectoral Forums will be responsible for:
Advising the Steering Committee on terms of reference for the
various planning activities;
Deliberate on reports and consider inputs from the relevant
stakeholders. (study teams and consultants, and also inputs from
provincial sector on sector departments and support providers);
processes, summarizes and document outputs;
consider and report on department outputs;
makes content recommendations;
prepare, facilitate and document meetings;
Provide sectional IDP progress report on quarterly basis;
Discuss challenges encountered and recommend possible
solutions within their respective line functions;
ensure alignment regarding relational matters, and agree on the
programme of action to be pursued towards achieving goals as
articulated in the respective Municipal IDPs;
Use the 5 Year LGSA as the basis of their discussions and
information assimilation and dissemination tool;
Provide technical guidelines on environment and Municipal health
issues, provide assessment of district state in terms of compliance
and pollution matters;
Coordinate planning, support, regulatory issue, compliance and
27
NO. ROLE PLAYERS ROLES AND RESPONSIBILITIES
Transport Forum enforcement of environmental laws by all authorities;
Coordinate stakeholder participation, implementation guidance and
awareness, to provide platform for stakeholders to raise common
issues or concerns, to mobilise support and participation on
government programmes and give feedback;
Coordinate planning, support, regulatory issue, compliance and
enforcement of environmental laws by all authorities
7. IDP Technical
Committee
Will be chaired by the District Municipal Manager or a designated
Official. Consists of all Municipal Managers and Heads of
Departments as well as representatives from sector departments.
Will deal with matters relevant and relating to District wide issues.
Consider District wide programs and integration to PGDS.
Consider and advise the IDP Representative Forum on the
evaluation of sector plans.
Attend to the alignment of the Local IDPs to that of the GSDM.
Deliberate on inter-sectoral programmes and recommends to the
Representative Forum.
Give advice to municipalities and foster sectoral alignment.
Will timeously report on progress which will then be forwarded to
the Steering Committee.
8. IDP Management
Committee
Will be responsible for, among others, the following functions:
Chaired by the GSDM IDP Manager and consisting of all the IDP
Directors/Managers from the seven (7) Local Municipalities.
Harness shared understanding of development between the Local
and District Municipalities during the IDP implementation and
review as well as other planning processes.
Support the planning and implementation management process of
local municipalities and District municipality.
Establish and maintain close links with public and private service
providers for proper programme alignment in municipal planning.
Provide information to municipalities on relevant national and
provincial policy and legislative frameworks.
Organize/conduct relevant training events for municipalities to build
their planning and implementation management capacity.
Liaise with donors and other state agencies for funding the
municipalities.
1.4.2. Summary of Community/ Stakeholder Participation The GSDM has hosted IDP/ Budget consultation meetings during which the District meet
each local municipality with the aim of emphasizing Government’s commitments via
programmes such as the Medium Term Strategic Framework priorities, presenting the draft
28
GSDM IDP, improvement in service delivery, and ensuring better life for all District residents
within the constituent Local Municipalities. The following table reflects the GSDM IDP/
Budget consultation meetings programme.
GSDM IDP/Budget Consultation Schedule
Municipality Venue Dates Time People
Expected
Chief Albert Luthuli Glenmore Community Hall 18/04/2018 10:00 350
Dipaleseng Grootvlei Community Hall 24/04/2018 14:00 200
Dr Pixley Isaka Ka Seme Daggakraal Community Hall 17/04/2018 14:00 200
Govan Mbeki Bethal Town Hall 19/04/2018 10:00 350
Lekwa Thuthukani Community Hall 24/04/2018 10:00 250
Mkhondo Driefontein Community Hall 25/04/2018 10:00 350
Msukaligwa Ermelo Town Hall 19/04/2018 14:00 250
The major issues recorded in each of the respective municipalities during this IDP/ Budget
consultation meetings are summarized as follow:
Community Issues Raised
Municipality Issues raised during Public Consultations
Chief Albert Luthuli Potholes patching
Invest more on cooperatives
Electrifying of new houses
Servicing of boreholes
Job creation
Dipaleseng Invest more on cooperatives
There is a need to have steady electricity provision
There is a need for running water in Households
There is a need for road repairs
Govan Mbeki Local Economic Development initiatives
Lack of land for Agricultural practices
Invest more on assisting cooperatives meet standard
requirements to bid for projects
Poor road conditions
Illegal dumping sites
Apollo street lights in poor state
Youth Development needs to be prioritised
Protection of the elderly from crime
Vandalism on existing infrastructure
Maintenance of sport fields
Land invasion and erection of shacks in Section 25
Increase support to youth in colleges and universities
Lack of assistance at DRDLR Ermelo offices
Maintenance of the cemetery
There is a need for an old age home
29
There is a need for formalising squatter settlements
Lekwa Increase of drug use amongst the youth
Vandalising of infrastructure at public parks
Sewer spillages are on the rise
There is a need for clean drinking water from household taps.
Need for pothole patching
Contents of closed dumping sites are becoming a nuisance
There is a need for schools catering for people living with
disabilities
There is a need to support local artist through donations
There is a need for an old age home
Increase budget for assisting cooperatives
Mkhondo Prioritise the installation of toilets
Proper grading of roads
Msukaligwa There is a need for capacity building for cooperatives
Revitalisation of public swimming pools
Settlements outside the urban are still without water
Dr Pixley Isaka Ka Seme Prioritise the fencing of the cemetery
Investment to small upcoming cooperatives
Proper grading of roads
Poor drainage system at sport grounds
Coordinate assistance from DAFF with farming initiatives
Schedule for other District’s IDP Public Participation structures are table below.
IDP MANCOM
Date Time Venue
05/05/2018 10:00 GSDM Boardroom
01/11/2018 10:00 Dipaleseng LM Boardroom
07/02/2019 10:00 Mkhondo LM Boardroom
08/05/2019 10:00 Chief Albert Luthuli LM Boardroom
IDP Steering Committee
Date Time Venue
09/08/2018 10:00 Boardroom
08/11/2018 10:00 Boardroom
22/02/2019 10:00 Boardroom
10/05/2019 10:00 Boardroom
IDP Representative Forum
Date Time Venue
19/09/2018 10:00 Council Chamber
22/11/2018 10:00 Council Chamber
05/03/2019 10:00 Council Chamber
16/05/2019 10:00 Council Chamber
30
CHAPTER 2: GERT SIBANDE DISTRICT MUNICIPALITY AT A GLANCE
2.1. State of GSDM Development, Environment and District Population Dynamics:
This chapter seeks to highlight the state of development in Gert Sibande district municipality
looking at the regional context and status quo of development with a focus on certain
indicators. Furthermore this chapter is highlights the demographic analysis of the district.
2.1.1. Regional Context
GSDM is demarcated as DC30 as per the Municipal Demarcation Board, and is one of the
three (3) District Municipalities that constitute Mpumalanga Province. The District
Municipality is bordered by the Ekurhuleni Metropolitan Municipality to the west and
Sedibeng District Municipality to the south-west respectively and Thabo Mofutsanyane
District Municipality to the south-east. The Ehlanzeni District Municipality is located to the
north-east and Nkangala District Municipality to the north, while the Amajuba and Zululand
District Municipalities in KwaZulu-Natal Province are located to the south-east, and
Swaziland to the east.
Gert Sibande District Municipality is the largest of the three Districts in Mpumalanga
Province at 31 841 km², covering 40% of the Mpumalanga Province’s land mass. The
western portion of the District mostly comprises typical Highveld vegetation and climate, with
the eastern end of the District being more mountainous and characterised by extensive
forestry and rural settlements and tribal villages in the north-east in the Albert Luthuli Local
Municipality near the Oshoek Border Post with Swaziland.
The concentration of conservation and protected areas also increases towards the east.
Apart from the east-west orientated N17/N2 corridor running through the GSDM, there are
also two main north-south routes running through the District: the N3 freeway to the west,
and the N11 route running through the central part of the District.
The District comprises seven (7) constituent Local Municipalities as depicted in the table
below and Map 1 overleaf.
GSDM Local Municipalities
Name of Municipality Main Admin Location Area (km²)
Chief Albert Luthuli Carolina 5559
Dipaleseng Balfour 2616
Lekwa Standerton 4585
Msukaligwa Ermelo 6017
Mkhondo Piet Retief 4882
Dr Pixley Isaka Ka Seme Volksrust 5227
Govan Mbeki Secunda 2955
31
Municipal Demarcation Board: Municipalities of South Africa 2010
32
Gert Sibande District Municipality
33
2.1.2. District Demographic Analysis
According to StatsSA (2016 Community Survey - CS), Gert Sibande’s population increased from 1
043 194 in 2011 to 1 135 409 people in 2016 – second largest population among the 3 districts in
the province and 26.2% of the total population of Mpumalanga in 2016.
Population grew by 92 215 in the relevant period and recorded a population growth rate of 1.9%
per annum between 2011 & 2016 – economic growth rate per annum lower than the population
growth rate. The population number for 2030 is estimated at more or less 1.5 million people given
the historic population growth per annum – will put pressure on the infrastructure, basic service
delivery and employment opportunities.
The number of households in Gert Sibande increased from 273 490 in 2011 to 333 815
households (almost 60 000 households increase) in 2016 - represents 27% of the Mpumalanga
household figure - household size declining from 3.8 to 3.4 in the same period. Youth population
(15-34 years) forms 39.3% of the total population. The share of the female population in 2016
according to the CS was 50.3% and males 49.7%.
GSDM population data and projections
Local municipal area Population Average annual population
growth
Projected 2030 number
2011 (Census) 2016 (CS) 2011-2016
City of Mbombela 655 950 693 369 1.3% 830 801
Mbombela 588 794 622 158 1.3% 745 475
Bushbuckridge 541 248 548 760 0.3% 572 263
Emalahleni 395 466 455 228 3.2% 707 530
Nkomazi 393 030 410 907 1.0% 472 327
Govan Mbeki 294 538 340 091 3.3% 535 796
Thembisile Hani 310 458 333 331 1.6% 416 282
Steve Tshwete 229 831 278 749 4.4% 509 355
Dr JS Moroka 249 705 246 016 -0.3% 235 882
Mkhondo 171 982 189 036 2.1% 252 874
Chief Albert Luthuli 186 010 187 630 0.2% 192 952
Msukaligwa 149 377 164 608 2.2% 223 236
Lekwa 115 662 123 419 1.5% 152 022
Thaba Chweu 98 387 101 895 0.8% 113 920
Dr Pixley Ka Isaka Seme 83 235 85 395 0.6% 92 855
Victor Khanye 75 452 84 151 2.5% 118 903
Umjindi 67 156 71 211 1.3% 85 326
Emakhazeni 47 216 48 149 0.4% 50 917
Dipaleseng 42 390 45 232 1.5% 55 715
Mpumalanga 4 039 939 4 335 964 1.6% 5 533 629
Source: Statistics South Africa, 2016
34
2.1.3. Age and sex structure The age and sex structure of the population is a key determinant of population change and
dynamic. The shape of the age distribution is an indication of both current and future needs
regarding educational provision for younger children, health care for the whole population and
vulnerable groups such as the elderly and children, employment opportunities for those in the
economic age groups, and provision of social security services such as pension and assistance to
those in need.
Age structure of Gert Sibande District Municipality
Source: Stats SA, Community survey 2016
The figure above clearly depicts that majority of people in the District constitute youth from the age
group 15 to 34. This means that focus in terms of investment should be on youth development in
order to ensure a sustainable future for all. Gert Sibande DM population exhibits many of the
national population characteristics. Women and youth are in the majority and there is a relatively
high population dependency. These characteristics have several related implications for socio-
economic development which include: A relatively high number of people below the age of 15
means that provision of health, early childhood development, basic education, sports development
and recreation must be given a priority in developing the communities within GSDM.
Secondly, the concentration of the economically active population below the age of 35 implies that
life skills services enabling ease of access to employment and economic opportunities must reflect
a bias towards youth which may include intensive skills development, on the job training etc; the
youth, in particular young women are considered to be more vulnerable leading them to social and
economic deficit and most often at risk of contracting HIV. Lastly the future size and quality of the
economically active population will depend in large part on the ability of Gert Sibande DM to
35
develop and advocate for the appropriate and requisite skills and most importantly, to retain these
skills within the District municipality where practically possible
Development Indicators
Development indicators refer to the four elements of development namely; education, Human
Development Index, Gini co-efficient and poverty levels of the Gert Sibande district municipality.
These elements are used to determine if whether development is reached or not.
2.1.4. Education Literacy and Education Levels
The table below indicates that there is an slight improvement in terms of percentage of people
enrolling for secondary education but the rate of further education is still low .The figures are not
impressive particularly for the District due to the fact that employers hire people who either have
had a formal educational background or qualifications from institutions of higher learning. This is
also a contributing factor which could lead to even higher unemployment rates in the district.
Literacy and Educational Levels in GSDM Local Municipalities for 2016
Source: Stats SA 2016
Gert Sibande District municipality's Education Indicators
EDUCATION INDICATORS Census IHS Global
Insight
2014
Trend Ranking:
best (1) –
worst (3) 2001 2011
Population 20+ with no
schooling (%) 26.3%
13.4% 10.7%
2
Population 20+ with post
matric qualification (%) 5.5%
9.7% 9.6%
3
36
Functional literacy rate (%) 59.3% 76.5% 79.5%
2
Source: Mpumalanga Provincial Treasury, Socio-Economic Situation and Challenges of Gert Sibande 2015
Population 20+ with no schooling improved from 13.4% in 2011 to 10.7% in 2014, ranking 2nd
among the districts. Population 20+ with post matric qualification improved since 2011 but slightly
deteriorated from 9.7% in 2011 to 9.6% in 2014 – lowest among the districts. Lastly the functional
literacy rate (15+ with grade 7+) improved from 76.5% in 2011 to 79.5% in 2014.
Comparative grade 12 results for districts in Mpumalanga, 2011-2016
Local municipal area Grade 12 Pass Rate Admission to B degree
2011 2016 2017 2017
Thaba Chweu 69.0% 88.8% 87.5% 29.2%
Victor Khanye 70.3% 82.1% 82.5% 27.1%
Msukaligwa 74.1% 77.8% 82.3% 29.5%
Lekwa 71.1% 87.5% 81.9% 32.3%
Emakhazeni 74.8% 84.5% 81.6% 32.0%
Emalahleni 75.8% 88.0% 80.9% 22.9%
Chief Albert Luthuli 69.7% 80.9% 79.0% 28.6%
Nkomazi 76.2% 80.4% 78.9% 26.1%
Steve Tshwete 74.4% 81.0% 77.9% 28.9%
Mkhondo 55.2% 66.1% 76.7% 29.8%
City of Mbombela 69.1% 78.8% 75.3% 26.9%
Govan Mbeki 71.3% 77.6% 73.0% 22.0%
Bushbuckridge 51.2% 71.1% 71.2% 18.0%
Dipaleseng 42.6% 65.2% 68.6% 22.2%
Thembisile Hani 67.2% 77.3% 67.5% 14.8%
Dr. JS Moroka 57.6% 73.5% 67.1% 18.9%
Dr Pixley Ka Isaka Seme 46.0% 64.5% 65.1% 18.8%
Source: Stats SA 2016
According to the 2016 CS of StatsSA, the population in Gert Sibande aged 20+ completed grade
12, increased from 220 949 in 2011 to 278 137 (increase of 57 188) in 2016 – an increase of 26%
in the relevant period. Gert Sibande’s grade 12 pass rate improved from 65.4% in 2011 to 75.9% in
2016 and then to 76.5% in 2017, which was the 2nd highest of the 4 educational districts in the
Province. Highest pass rates in Msukaligwa and Lekwa and lowest Dr Pixley. The admission rate
to degree studies also increased in 2017 to 26.7%, which was the highest of the districts and
higher than the provincial average.
2.1.5. Human Development Index The Human Development Index (HDI) is a composite, relative index that attempts to quantify the
extent of human development of a community. It is based on measures of life expectancy, literacy
and income. The HDI can assume a maximum level of 1, indicating a high level of human
development, and a minimum value of 0.According to the United Nations, HDI is considered high
37
when it is 0.8 and higher, medium when it ranges between 0.5 and 0.8 and an index value of 0.5
and lower will be considered as a low rating. Gert Sibande showed a slight increase of Human
Development Index (HDI) from 0.56 in 2011 to 0.61 in 2016
Human Development Index (HDI)
Local Municipal Area Human Development Index
2011 2016
Steve Tshwete 0.63 0.67
Emalahleni 0.63 0.66
Govan Mbeki 0.62 0.66
Thaba Chweu 0.59 0.65
City of Mbombela 0.58 0.63
Emakhazeni 0.56 0.62
Msukaligwa 0.57 0.61
Lekwa 0.56 0.61
Victor Khanye 0.56 0.61
Dipaleseng 0.57 0.60
Chief Albert Luthuli 0.56
Dr Pixley Ka Isaka Seme 0.51
Thembisile Hani 0.49 0.55
Dr JS Moroka 0.48 0.55
Mkhondo 0.48 0.53
Nkomazi 0.47 0.53
Bushbuckridge 0.48 0.52
Source: Stats SA, 2016
2.1.6. Poverty aspects in Gert Sibande
The share of the population in Gert Sibande is below the lower-bound poverty line of 41.2% in
2016. Gert Sibande’s share of population below the lower-bound poverty line the 2nd highest
(unfavourable) among the districts. The number of people below the lower bound poverty line was
high at almost 448 014 in 2016. According to the 2016 Community Survey of StatSA, the poverty
headcount (multi-dimensionally) of Gert Sibande improved from 8.4% in 2011 to 7.2% in 2016 –
the poverty intensity however deteriorated from 41.6% to 43.1% in the same period. The poverty
rates are the lowest in Govan Mbeki and highest in Mkhondo.
Poverty rate is increasing in all the Gert Sibande municipal areas except for Chief Albert Luthuli.
Poverty drivers according to the 2016 CS of StatsSA are more specifically unemployment and
factors such as the level of education.
Local Municipal Area Poverty rate
(lower bound)
2011
Poverty rate
(lower bound)
2016
Poverty numbers
(lower bound)
2016
38
Steve Tshwete 21.2% 26.0% 103 148
Thaba Chweu 24.1% 26.2% 43 329
Emalahleni 22.0% 28.0% 186 204
Govan Mbeki 26.9% 31.0% 143 271
Emakhazeni 31.1% 32.6% 23 628
Dipaleseng 33.2% 35.4% 22 907
City of Mbombela (incl Umjindi) 36.0% 35.7% 365 710
Lekwa 31.7% 36.0% 61 882
Victor Khanye 33.3% 37.9% 44 619
Msukaligwa 33.6% 38.2% 86 245
Chief Albert Luthuli 50.1% 45.9% 117 168
Thembisile Hani 47.9% 48.3% 223 880
Dr JS Moroka 51.4% 50.1% 172 068
Dr Pixley Ka Isaka Seme 49.6% 51.3% 55 620
Nkomazi 53.7% 54.6% 301 571
Mkhondo 53.7% 56.6% 133 754
Bushbuckridge 57.1% 61.1% 432 433
Source: Stats SA, 2016
2.1.7. Unemployment and Employment Levels
Unemployment remains one of the most pressing socio economic challenge throughout South
Africa, Mpumalanga and globally. High rates of unemployment have direct links with the other
social issues and problems such as poverty, inequality, social instability and crime. In assessing
the unemployment in Gert Sibande, Statistics South Africa uses the strict (official) definition and
distinction needs to be made between it and the expanded definition. According to the official
definition, unemployed people are those that: have not worked seven days prior to an interview,
want to work and are available to work, and take active steps to search employment.
The expanded definition incorporates both (a) and (b), but excludes condition (c). The people
affected by (c) are called discouraged work seekers. The official definition of unemployment
regards the discouraged work sectors as not economically active, while the expanded definition
regards them as unemployed.
Unemployment rates in Gert Sibande and its local municipalities
Local Municipal Area Unemployment rate
Census 2011
Unemployment rate
2016 IHS Global Insight figures
Steve Tshwete 19.7% 17.3%
Thaba Chweu 20.5% 20.3%
39
Govan Mbeki 26.2% 22.5%
Emakhazeni 25.9% 22.8%
Lekwa 25.9% 23.4%
Msukaligwa 26.8% 23.6%
City of Mbombela (incl Umjindi) 28.0% 24.3%
Victor Khanye 28.2% 25.6%
Emalahleni 27.3% 26.6%
Mkhondo 35.9% 31.5%
Chief Albert Luthuli 35.4% 31.7%
Nkomazi 34.3% 32.6%
Dr Pixley Ka Isaka Seme 36.1% 33.4%
Dipaleseng 37.2% 34.4%
Thembisile Hani 37.0% 38.5%
Dr JS Moroka 46.6% 47.7%
Bushbuckridge 52.1% 49.3%
Source: Stats SA, 2016
The unemployment rate of Gert Sibande was around 26% in 2016 with the unemployment rate for
females at 33.5% and that of males 21.2%. Youth unemployment rate according to the Census
figures 38.4% indicated a challenge with especially very high youth unemployment rate of females
which is more than 50% in Mpumalanga. The lowest unemployment rate was recorded in Govan
Mbeki and highest in Dipaleseng and Dr Pixley.
Labour force
Indicator Chief
Albert
Luthuli
Msukal
igwa
Mkhondo Dr
Pixley
ka seme
Lekwa Dipale
seng
Govan
Mbeki
TOTAL
Employed 29141 41 698 30 510 13 979 34 118 10 546 99 138 259 129
Unemployed 15 975 15 267 17 123 7 906 11 895 6 244 35 249 109 658
Discouraged job
seeker
9 282 5 311 6 060 4 184 2 600 1 295 6 787 35 518
Not
economically
active
53944 35 625 48 086 23 383 28 171 9 877 63 301 262 387
Total 108 342 97 900 101 779 49 452 76 784 27 961 204 474 666 692
Youth
unemployment
35.4 26.8 35.9 36.1 25.9 37.2 26.2 29.7
Source: Stats SA, 2011
Unemployment rate of 29.7% (strict definition) in 2011 (109 661) is a percentage of the
Economically Active Population of 368 787 – decreasing trend. Unemployment rate for females
40
38.4% and males 22.9%, this shows that there is still a huge gap in terms of equity between man
and women in terms of employment and it affect the state of development of the district badly when
measuring equity and income, hence the Gini co- efficient figure is not good. Employment number
only 26.0% of Mpumalanga employed. Gert Sibande had 259 130 individuals that were employed
in 2011.
2.1.8. Gert Sibande Economy
Socio Average annual economic growth rate for Gert Sibande at 1.5% over the period 1996 to
2016 - forecasted average annual GDP growth for Gert Sibande for 2016-2021 more or less 1.3%
per annum in line with national and provincial growth expectations.
Almost 50% of the economy mining and manufacturing (role of Sasol) and other important
industries include community services, trade (including industries such as tourism) and finance.
The District has the smallest economy of the 3 districts, but dominant in especially manufacturing
with the contribution to the Mpumalanga economy more or less 28%.
The size of the economy in 2016 was estimated at more or less R80 billion in current prices. The
area has ccomparative advantage in economic industries/sectors such as manufacturing, mining
and agriculture. The largest economy being that of Govan Mbeki and smallest being that of
Dipaleseng. Tourism expenditure in the area as a percentage of the local GDP relatively low at
almost 4% – tourism spending more than R3.6 billion pa.
Local municipal area % contribution to Mpumalanga
economy 2016
Average annual economic growth
1996-2016
Average annual economic growth
2011-2016
Average annual economic growth
2016-2021
City of Mbombela 23.4% 4.0% 2.2% 2.0%
Emalahleni 16.6% 1.2% -0.9% 0.9%
Govan Mbeki 14.3% 0.9% 2.1% 1.4%
Steve Tshwete 13.5% 2.5% 1.3% 1.4%
Msukaligwa 4.2% 2.5% 1.4% 1.5%
Bushbuckridge 4.2% 0.5% 1.1% 1.6%
Thaba Chweu 3.6% 3.3% 2.1% 2.1%
Nkomazi 3.3% 1.9% 1.3% 1.8%
Lekwa 3.1% 0.7% -0.1% 1.4%
Mkhondo 2.6% 3.3% 2.2% 2.0%
Chief Albert Luthuli 2.3% 2.5% 2.5% 1.5%
Victor Khanye 2.2% 3.3% 2.2% 1.9%
41
Thembisile Hani 2.1% 1.5% 2.0% 1.7%
Dr JS Moroka 1.8% -0.3% 0.5% 1.3%
Emakhazeni 1.2% 2.6% 2.3% 1.8%
Dr Pixley Ka Isaka Seme 0.9% 1.4% -0.4% 1.6%
Dipaleseng 0.7% 2.0% -0.1% 1.3%
Source: Stats SA, 2016
Gert Sibande Regional Contribution
Economic Sector
Gert Sibande Nkangala Ehlanzeni Total
Agriculture 35.1% 22.4% 42.5% 100%
Mining 29.7% 63.6% 6.7% 100%
Manufacturing 39.8% 32.6% 27.6% 100%
Electricity 24.5% 40.2% 35.4% 100%
Construction 22.7% 30.3% 47.0% 100%
Trade 25.3% 27.3% 47.4% 100%
Transport 27.6% 30.3% 42.1% 100%
Finance 20.2% 30.7% 49.1% 100%
Community services 23.1% 26.8% 50.1% 100%
Total 27.7% 38.1% 34.2% 100%
Source: Stats SA, 2016
2.1.9. Natural Environment Analysis of the natural environment gives a clear summary of the environmental aspects within
GSDM. The purpose of this analysis is to give the state of the environment of the district for proper
planning, policy formulation towards informed proactive decision making aimed at improving
sustainability of the environment whilst also promoting economic livelihood in communities of the
district
Topography, Hydrology and Climate
From a regional topographical perspective, the largest part of the Gert Sibande DM is situated on
the Highveld Grasslands of Mpumalanga. Hence, the District generally features an undulating to
strongly undulating landscape with intermittent hills. The intensity of the undulations generally
increases from west to east, in the direction of the Drakensberg Escarpment and Swaziland. Once
past the escarpment (in the general direction of Piet Retief), the landscape is characterised by
undulating hills and lowlands. The far north-eastern and south-eastern extents of the District (in the
direction of Barberton and Volksrust / Wakkerstroom) are characterised by the occurrence of low to
high mountains.
42
Soil Types
There are six broadly defined soil types present in the Gert Sibande District Municipality and are as
follows:
Black and red strongly structured clayey soils with high base status;
Red and yellow massive or weak structured soils;
Red-yellow and greyish soils with low to medium base status;
Rock with limited soils;
Soils with a marked clay accumulation – strongly structured and a reddish colour; and
Soils with minimal development, usually shallow on hard or weathering rock with or without
intermittent diverse soils.
Map 2: Soil Potential, GSDM Rural Development Plan (RDP)
The most dominant soil patterns are the black and red clayey, and the red-yellow and greyish soils.
Geology and Mineral Potential
The majority of the Municipality is underlain by the Karoo Super Group. The spatial distribution of
the dominant underlying rock types forming part of the Karoo Super Group are as follows:
Arenite dominates the majority of the Municipality.
Dolerite is spread throughout the central extents of the Municipality (Govan Mbeki,
Msukaligwa, Lekwa and Dr Pixley Ka Isaka Seme Local Municipalities) in the form of
intrusions.
43
Shale patches dominate southern extents of the Municipality (Dr Pixley Ka Isaka Seme
Local Municipalities), with some isolated patches occurring in the Balfour / Greylingstad
area within the Dipaleseng Local Municipality.
Isolated patches of underlying Dolomite are found within the Badplaas area (Chief Albert
Luthuli Local Municipality), which has given rise to the development of a series of caves.
More specifically, this phenomenon forms part of the eastern Malmani dolomite karst cave
area. Importantly, these caves house a major component of the biodiversity found within
the District, and hence need to be conserved.
Quartz Monzonite dominates the north-eastern extents of the Municipality (Chief Albert
Luthuli Local Municipality).
Granite dominates the south-eastern extents of the Municipality (Mkhondo Local
Municipality), around Piet Retief.
Biodiversity, Conservation areas and nature reserves
Map 3: Bio-diversity and Nature Conservation, GSDM Spatial Development Framework (SDF)
44
Forest
Map 4: Forestry, GSDM Spatial Development Framework (SDF)
Wetlands
Map 5: Fresh water Bio-diversity, GSDM Rural Development Plan (RDP)
45
CHAPTER 3: KEY PERFORMANCE AREAS
3.1. KPA1: Municipal Transformation and Organizational Development
3.1.1. Municipal Powers and Functions
Several functions at some of our local municipalities are shared due capacity constraints.
Constitutional Mandate, Powers
and Functions
GSDM ALBERT
LUTHULI
DIPALESENG GOVAN
MBEKI
LEKWA MKHONDO MSUKALIGWA PIXLEY
KA
SEME
Water & Sanitation in terms of
Section 84(3) 1(b) & 1(d) of the MSA
LED in terms of Schedule 4 & 5 part
(b) of the constitution & Chapter 7
(153)
MHS in terms of Section 84(1) (i) of
the MSA
Х х х х х Х х
Municipal Airports in terms of section
84(i) (j) schedule 4 part (b)
х х
Fire Fighting in terms of Section 84(i)
(j) schedule 4 part (b)
Disaster Management in terms of
section 25,42 & 53 of the DMA 57 of
2002
The Constitution of Republic of SA
Act of 1996 in terms schedule 4& 5
46
part (b) of the constitution
Electricity in terms of section 84(1)
(c) except planning of the MSA
Waste Management in terms of
schedule 4 & part (b) of the
constitution
Housing in terms of providing land
and bulk services
FBS – targeted indigent register
available
Х
Greening programme in terms of
Schedule 4 & part (b) of the
Constitution Environmental
promotion
Municipal Planning in terms of MSA
Section 84 (1) (a)
Х
Municipal Roads in terms of
Schedule 4 & part (b) of the
Constitution
MSA
S84(1)
Child Care Facilities in terms of
Schedule 5 & part (b) of the
Constitution
Control of undertaking to sell liquor
to the public in terms of Schedule 5
47
& part (b) of the Constitution
Facilities for accommodation, care/
burial of animals in terms of
Schedule 5 & part (b) of the
Constitution
Markets in terms of MSA S84(1)(k) Х Х Х Х Х Х
Municipal Abattoirs in terms of
Schedule 5 & part (b) of the
Constitution
MSA
S84(1)(k)
MSA
S84(1)(k)
Promotion of Tourism In terms of
Schedule 4 & part (b) of the
Constitution[ planning]
MSA
S84(1)(k)
Local Amenities / Sports facilities /
Parks & Recreation in terms of
Schedule 5 & part (b) of the
constitution
х
Billboards in terms of Schedule 5 &
part (b) of the constitution
х
Public Places in terms of Schedule 5
& part (b) of the Constitution
48
General comments on capacity in
terms of Powers and Functions
The District needs to increase its capacity to support its local municipalities and build capacity
The municipalities are having financial and human constrains to perform their functions
The municipalities are having a challenge to recruit and retain special skills and managers due to their rural
nature and conditions of service / salaries
The municipalities need to look into the institutional arrangements to improve on its capacity to deliver services
and have a staff retention policy
General comments from
demarcation board assessments in
terms of Priority 1-3 Functions
That there should be service level agreements where DWAF or other providers are still performing water
services on behalf of the locals
That all locals must ring fence their budgets per service rendered independently
That municipalities should improve on the performance of their functions [service delivery mechanisms]
49
3.1.2. Organizational Design
The election of new political leadership necessitates that the Organizational Structure be reviewed
in order to address programmes as identified in the manifesto. Furthermore, it is recommended
that the department of Human Settlement, Public Safety, Roads and Transport be abolished from
the current structure as this is not the mandate of the District.
Committee Service
The Committee section also supports with the secretariat service for Section 79 and 80 committees
of Council wherein the section 79 quarterly and section 80 meeting are held monthly.
Section 79 Committees
Municipal Public Accounts [MPAC]
Rural Development and Traditional Affairs
Rules and Ethics
By-Laws and Policy
Local Labour Forum
Section 80 Committees
Corporate Services
Community and Social Services
Infrastructure and Technical Services
Planning and Economic Development
Finance
Special programmes
Institutional Capacity
Filling of critical positions: Senior Manager: Planning, General Manager Cooperate service
amongst other positions and address the Employment Equity targets as envisaged from the
Employment Equity Plan approved by Council.
GENERAL
MANAGER
PLANNING AND
ECONOMIC
DEVELOPMENT
50
51
GSDM EMPLOYEE HEAD COUNT
OCCUPATIONAL POST WHITES INDIANS COLOUREDS AFRICANS BLACKS
TOTAL
FEMALES
LEVELS LEVEL
STR
ENG
TH
N
O %
MAL
E
FEM
ALE
N
O %
M
AL
E
FEM
ALE
N
O %
MAL
E
FEMA
LE
N
O %
MAL
E
FEM
ALE NO. % NO. %
1 Top Management 0 5 0
0,00
% 0 0 0
0,00
% 0 0 0 0,00% 0 0 5 100,00% 5 0 0 0%
2
Senior
Management 14-18 52 6
12,2
4% 5 1 2
3,85
% 2 0 0 0,00% 0 0 44 84,62% 28 16 17 33%
3
Professionally
qualified
& experienced
specialists & mid-
management 13 14 4
28,5
7% 2 2 0
0,00
% 0 0 0 0,00% 0 0 10 71,43% 4 6 8 57%
4
Skilled technical
& academically
qualified workers,
junior mgt,
supervisors,
foremen &
superintendents 9-12 105 0
0,00
% 0 0 1
0,95
% 0 1 0 0,00% 0 0
10
4 99,05% 49 55 56 53%
5
General skilled &
discretionary
decision making 4-8 59 1
1,69
% 0 1 0
0,00
% 0 0 1 1,69% 0 1 57 96,61% 31 27 29 49%
6 Basic skilled and
defined decision
making
1-3 33 0 0,00
%
0 0 0
0,00
%
0 0 0
0,00%
0 0 33
100,00%
16 17
17 52%
TOTAL
PERMANENT 268 11
4,21
% 7 4 3
1,12
% 2 1 1 0,37% 0 1
25
3 94,40% 133 121 127 47%
Non-perm.
Employees 0 0
0,00
% 0 0 0
0,00
% 0 0 0 0,00% 0 0 0 0,00% 0 0 0 0%
TOTAL 268 11
4,21
% 7 4 3
1,12
% 2 1 1 0,37% 0 1
25
3 94,40% 133 121 0 0 127 47%
52
3.1.3. Skills Development and Capacity Building
Much is therefore required of Local Government; service delivery; management; financial
and accountability demands placed on Local Government sphere are enormous. In case
where municipalities do not stand up to these demands, skills shortage is often cited as the
cause.
It is known that certain skills categories, including artisans, engineers, financial
administrators & management, general planning, strategic planning and project management
are in short supply in Local Government Sphere.
Artisans and technical skills, with priority attention to those needs for infrastructure
development.
Management and Planning Skills in education, health and in municipalities.
Skills requisite to Local Economic Development needs of municipalities, especially
developmental economists
The following key issues have been identified with regard to Skills Development and
Capacity Building:
Mobilizing all stakeholders to enter into partnership and commit towards a
comprehensive strategy aimed at addressing skills shortage in and around the
region.
Optimising the capacity of Municipalities to effectively perform their functions through
continuous skilling of Municipal officials and Councillors.
Identification of learnership programmes for GSDM community in fields such as; ICT
and Engineering.
3.1.4. ICT Services
ICT services in municipalities within the District are generally informal and poorly resourced.
They lack proper governance roles and responsibilities ranging from ICT management to
Executive management and Leadership. As a result the ICT value adds is non-existent or
demising and the municipal service delivery is being compromised.
ICT needs to transform to a business aligned strategic enabler in order to create value in
municipalities. This transformation has started as a national initiative of the DPSA in
November 2012, with a 3 phase approach over two years. In 2014 COGTA together with the
AG and other stakeholders recognised the under-capacity in the local government sphere
and amended that this transformation spreads over four years.
53
Roadmap to transform ICT to a Strategic Enabler
Relationship between the IDP and ICT Strategy
The timing is perfect, as the new leadership has been elected in and taken office and will
embark on a new business strategy as informed by the political mandate. This business
Phase 1
• Enablement
• Due June 2017
Phase 2
• Strategic Alignment
• Due June 2019
Phase 3
• Continuous Improvement
• Beyond June 2019
54
District
Leadership
Management
Workforce
National Government
Provincial
Government
Communities
Business
NGO
Other
Local
Municipalaties
strategy formulation will culminate in a credible IDP that will inform the ICT Strategy or Mater
Systems Plan (MSP) inter alia other business strategic plans.
Drivers of the ICT Strategy
The District will not only aim at synergising strategic plans amongst in internal departments,
but will strive to increase the value of ICT as an enabler by synergising the ICT strategies of
all local municipalities within the boundaries as well as with the whole of government ICT
Programmes. The stakeholder consultation process will be enhanced to include all parties
of interest.
Stakeholder Relationship
National Objectives
of Goverment
Local Objectives
of Government
Bussiness
Objectives
(IDP)
ICT
Objectives
ICT
Stratergy
MSP
55
3.1.5. Key Issues to be addressed on KPA 1
TASK job evaluation – The project is currently being implemented by SALGA
Mpumalanga throughout the District.
Categorization of the District – Organizational grading to determine the pay curve
municipalities have been provided with the tool to calculate the grading outcome
which have to be submitted to Council for endorsement.
Training of Councillors and Officials – Develop programs and mechanisms to support
capacity development of officials and councillors.
Compliance with legislation requirements (Compliance Register) – Progressively
ensuring that the monitoring of compliance to ALL local government legislations are
reported and implemented.
Performance Management for employee below section 56 – Need to proactively
capacitate all supervisory positions on issues of performance management.
56
HIV PREVALENCE BY DISTRICT: 2008 - 2013
1
3.2. KPA 2: BASIC SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
3.2.1. District Community Health and Wellness
Coordination of HIV, TB and STI's, Home Based Care and Orphans/Vulnerable
Children
Mpumalanga Province is one of Provinces with the highest infection rates of HIV. Latest
statistics reveals a slight decrease among the three District Municipalities of Mpumalanga;
we have a higher HIV prevalence rate at 40.5% (2013 DOH Survey) which shows a slight
decrease from the previous stats of 2011 which was 46.1%. Poor infrastructure at some of
the Local Municipalities has resulted in the District recording the highest infection rate due to
inaccessibility of health services. Some people end up defaulting as they cannot collect their
medication (ARV's). Poverty, unemployment and inequality are some of the key drivers of
the HIV epidemic.
The District AIDS Council has a good relationship with Sector Departments, Developmental
Partners, NGO's, Civil Society Organisations. The National HIV, TB and STIs Strategic Plan
2017 - 2022 has been developed. After that the Provincial, District and Local
Implementation Plans will be developed in line with the National HIV, TB and STIs Strategic
Plan. The locality of the District Municipality poses a threat as it is situated where there is a
lot of traffic passing through including trucks. Currently Dipaleseng Local Municipality has
the highest HIV prevalence rate (58.8%) in Gert Sibande District followed by Mkhondo Local
Municipality (50.0%). Although there is a slight decrease of HIV prevalence we need to do
our best to alleviate this problem and come up with new strategies and solutions.
HIV prevalence in Mpumalanga
57
Mpumalanga Department of Health, 2013
HIV prevalence per Local Municipality
Mpumalanga Department of Health, 2013
Key Issues to Be Addressed
The District supports the seven Local Municipalities in launching Ward AIDS
Committees
Ensure the establishment of War Rooms at all the Local Municipalities guided by
Operation Vuka Sisebente where all issues affecting the community are discussed
and addressed
Increase HIV, TB and STI's Awareness especially to the Key Populations, Vulnerable
Groups and the Youth.
To intensify HIV Awareness Campaigns, with emphasis on prevention strategies
such as Medical Male Circumcision (MMC), Condom distribution and usage and
further conduct capacity building workshops.
Ensure that the 90 90 90 Strategy is adhered to.
Home Based Care
Gert Sibande District Municipality supports Home Based Care Centres by distributing Home
Based Care Kits. The District recognises and appreciates work that is done by the Home
Based Carers for the communities. We also urge that other stakeholders support Home
Based Care Centres. As a District, we will continue and support Home Based Care Centres
across the District.
HIV PREVALENCE BY SUB-DISTRICTS: 2011-13
58
Orphans and Vulnerable Children
Children living in child-headed households (CHH) are amongst the most vulnerable
members of the community. Protection of their rights needs to be strengthened and be
elevated to be the main focus of all individuals and agencies dealing with these children.
These children are extremely vulnerable to abuse, exploitation, child trafficking and
commercial sex work due to the fact that they do not have an adult to ensure their protection
and safety. There is therefore a dire need to have guidelines for the statutory services for
child headed households to ensure that their rights are protected.
These guidelines are meant for Social Workers and other service providers rendering
services to Child Headed Households. The guidelines will inform service delivery to children
living in Child Headed Households and ensure that Section 137 of the Act is effectively
implemented.
Key Issues
Facilitate coordination of service delivery for fulfilment of the Rights of CHH’s.
Provide material assistance to CHH.
Provide psychosocial support to vulnerable children and their families with other
stakeholders.
Report any abuse, maltreatment and exploitation of children in CHH.
Mobilise communities to protect, care for and support the vulnerable children;
Mobilise and distribute resources.
Establish Child Care Forums at community level to link vulnerable children to various
services.
To prioritise and mainstream the issues of children in all the programs.
Monitor and ensure that there is proper infrastructure at ECD Centres which meet the
required standard
Sports and Recreation
The District has a challenge in facilitating the support for Youth to be able to safely and
effectively participate in Sports, Arts and cultural activities. The major challenge faced by the
District is inadequate and dilapidated facilities within the communities. The Sector
Department responsible for promotion and support of these programs has very limited
capacity and resources. The Local Municipality has a huge backlog of basic service delivery
hence little is provided for development and upgrading of these facilities.
The District is also confronted with this challenge hence the need to coordinate, facilitate and
support development of Sports, Arts and Culture within the District. Sport and Recreational
59
programmes play a major role in youth development and they contribute towards social
harmony and reduction of crime.
GSDM together with the Sporting Fraternity has developed a Sport and Recreation Strategy
2012 to 2016, this has been a guiding document for Gert Sibande District Municipality
Programmes. These Programmes include:
GSDM Mayoral Cup
GSDM Gert Sibande Cup
Promotional Play Off
Municipal Official Games
Regional School Championship (Athletics)
GSDM Marathon (Road Running , Track & Field and Cross Country)
Cultural Festival
Disability Sport
Support for Athletes and teams representing GSDM in the Province and National
tournaments.
Disability Coordination and Support
There is a serious lack of reliable and relevant information on the nature and prevalence of
disability in South Africa. Historically this has been due to a variety of reasons, such as
failure to mainstream disability into Government statistical processes, the use of divergent
survey methodologies, negative attitudes towards persons with disabilities, poor
infrastructure and violence in underdeveloped areas which impedes data collection and
diverse definitions of disability.
Universal access for People with Disabilities is the ultimate goal of the disability movement.
This means the removal of all cultural, physical, social and other barriers that prevent people
with disabilities from entering, using or benefiting from the various systems of society that
are available to other citizens. The SAHRC report mentioned above identified the following
kinds of areas which need to be accessible to people with disabilities: activities, buildings,
communication, education, facilities, gatherings, houses, information, jobs, kerbs, language,
news, opportunities, parking, services, transport, voting, workplaces, youth groups and zebra
crossings.
Challenge of ensuring that necessary support is given to People with Disabilities. A lot of
work still needs to be done to ensure that as we strive for better life for all, people with
disabilities are not excluded. All programmes that are implemented within the communities
should prioritise the needs and conditions of People with Disabilities and ensuring that
employment opportunities are created for them. The National Policy states that 2% of the
60
staff at all institutions should be People with Disabilities and it has recently been increased to
7% and all efforts have to be made to reach that target.
Furthermore people with disabilities are still confronted with challenges regarding their
participation in economic activities, access to public facilities, access to information, housing
and other social services rendered by the state and the private sector. Some strides have
been made in terms of Legislation to address the matter, but not much has been done to
affect the intention and expectations of the Legislation and the People with Disabilities. The
District Municipality is working on the challenge of not having full time Coordinators at the
Local Municipalities, who are responsible for Special Programs and one of them People with
Disabilities Desk.
The District Disability Forum is operational. The Forum promotes coordination of services.
Organisations of People with Disabilities have a platform to be involved in service delivery
and these stakeholders have influence in Policy matters. The District Municipality has also
facilitated and supported the Department of Health to meet its backlog of providing for
people in distress with wheel chairs while the Business Sector has donated assistive devices
including spectacles, talking watches and hearing aids to those in need of such.
The District commemorates the International Day for People with Disabilities on an annual
basis in order to create awareness. In order to intensify our commitments, we have
supported our deaf community by hosting workshops on sign language. The District hold
Vukuzenzele Disability Programme yearly and rotates all the seven Local Municipalities.
This is done in conjunction with other relevant Stakeholders. The District continues to
support People with Disabilities with assistive devices such as wheel chairs, white cane, and
crutches.
Key Issues pertaining to people with disabilities include among others the following:
Inadequate facilities
Strengthening of Local Disability Forums at all the seven Local Municipalities
Insufficient access to economic, training /development and employment opportunities
Poor access to proper housing and public facilities
Poor access to information for example sign language and Braille Documents
Inadequate social and health services
Finalisation of the District Disability Strategy (Draft Completed)
61
Disability Figures in GSDM
Source: STATSSA, COMMUNITY SURVEY 2016
Chief Albert Luthuli
Msukaligwa MkhondoDr Pixley Ka Isaka Seme
Lekwa DipalesengGovan Mbeki
Seeing 96 120 111 26 124 37 162
Hearing 94 40 171 44 54 22 108
Communicating 147 77 169 102 70 46 118
Walking 452 507 866 283 312 322 1 087
Remembering 192 56 200 44 90 77 233
Self Care 339 484 696 398 145 95 923
0
200
400
600
800
1 000
1 200N
umbe
r of p
eopl
e
62
Youth Development
South Africa has a youthful population most of which is either unemployed, underdeveloped
or living under unpleasant poverty circumstances. This very picture is cascaded down in the
context of GSDM where a majority of our young people, due to their background, lack of
information on career development, lack of skills necessary for the regional economic
growth, are confronted with bleak future prospects.
All the GSDM social partners have a responsibility to ensure that such challenges are
addressed effectively. Young people alone cannot overcome the hurdles that they face
without purposeful support of all the relevant stakeholders led by local government.
In the National Youth Commission Act, youth are defined as those people who are between
14 and 35 years of age (this is the definition that has been used in all youth planning and
statistical representations of Statistics South Africa, 2001 and 2011).
The Target Groups Identified in the National Youth Development Policy Framework 2002-
2007
Young women;
Youth with disabilities;
Unemployed Youth;
School aged and out of school Youth;
Youth based in rural areas; and
Youth at risk.
The District Municipality has a responsibility of ensuring that the above target group are
attended to.
Gender Mainstreaming
There are many compelling reasons as to why Local Government must look at its Gender
Policies and practices. Consider some of the ways in which women’s concerns, work and
issues are interwoven into Local Governance issues on a virtually daily basis. Most of the
everyday issues are of primary concern to women. Women are rooted in local areas,
frequently unable to leave these areas, often because they lack the means to do so. Women
are thus inclined to get involved in local politics because of their concern for “home” issues,
as well as their commitment to their families and emancipation of other women. Access to
water and sanitation, or lack of access, impacts heavily on women since they fetch water if it
is not available at their homes and also collect firewood where there is no electricity. This
often requires long erratic hours of hard labour. They also need to ensure the well being of
their families. Poor quality water and lack of sanitation can cause illness and strain their
already depleted resources.
63
While out in the woods collecting firewood, they face the challenge of being raped thus all
efforts are being made to ensure that basic services are available for all in the District.
Gert Sibande District has developed a Gender Mainstreaming Policy which should be
cascaded down to all the Local Municipalities. Gender mainstreaming should be incorporate
into all the programs and projects within the District.
Unemployment is often higher amongst women than men, and when they do generate
income it is through the informal sector, often at a survivalist level. This requires access to
business centres, requiring suitable roads and means of transport. Provision of primary
health care facilities at local level impacts on women who have to travel long distances for
their children or members of their families who need to access health services. A lack of
access to grid electricity creates additional labour for women and young girls, also reducing
their available time for family and income generating activities. Women often struggle to get
access to premises where they can work from and it creates a problem as usually they do
not have funds to rent property.
Ownership of land and housing is often restricted to men, excluding women from land and
home security. Yet, women often maintain the home and attend to home activities for the
sake of the family. High crime rates impact on women and children, often exacerbated by
lack of electricity, water, sanitation and safer recreational facilities.
Key Issues pertaining to Gender include among others the following:
Ensure involvement of all sectors and response of their programmes to gender
mainstreaming;
Pay more attention to issues affecting women;
Harness the access of economic opportunities to women in the District;
Mainstreaming of Women in the development initiatives of Municipalities;
Prioritise a number of women empowerment issues and find ways of mainstreaming
them in all the decision making, planning and budgeting processes of the District;
Ensure that men are also involved in gender mainstreaming issues; this will enable
them to understand what gender mainstreaming is.
The District Municipality has to ensure that there are Women’s Desks at all the Local
Municipalities in order to effectively coordinate and facilitate women’s issues at local
level.
Older Persons
Older Persons are amongst the most vulnerable members of the community. It is therefore
important that they are prioritised and every effort made to ensure that they are catered for in
our plans. As Gert Sibande District Municipality, we prioritise programs related to Older
64
Persons as per the Constitution of the Republic of South Africa. The Premier of
Mpumalanga launched the Older Persons Program.
As stated in section 9 of the Constitution, older persons have the right to: participate in
community life in any appropriate position, take part in inter-generational programmes, set
up and participate in structures and associations for older persons, live in an environment
suitable to their changing abilities, and access opportunities that promote their social,
physical, mental and emotional wellbeing.
The Older Persons Act therefore aims to alleviate the plight of older citizens in South Africa
by setting up a framework for their empowerment and protection. The Act promotes and
maintains the rights, status, wellbeing, and safety and security of older persons. ... to combat
abuse of older persons.
The Act aims to do five things:
to maintain and promote the status, wellbeing, safety and security of older persons,
to maintain and protect the rights of older persons,
to help older persons to stay in their homes in the community for as long as possible,
to regulate services and residential facilities for older persons, and
to combat abuse of older persons
Key Issues pertaining to Older Persons include among others, the following:
Programs related to Older Persons should be mainstreamed
Develop the Older Persons Mainstreaming Policy.
Ensure that Older Persons are involved in the Older Persons mainstreaming issues
Establish the Older Persons Forum in the District
Wheel-chair access to public buildings and provision assistive devices when
necessary;
The right to receive care at home when unable to seek outside care.
Appropriate residential care when needed, regardless of financial status.
Access to social and legal services when needed including training programmes and
respite care if we care for others.
3.2.2. Municipal Health and Environmental Services
Gert Sibande District Municipality (GSDM) established a dedicated section: Municipal Health
and Environmental Services with the purposes of curbing environmental health and
environmental issues within the district. The section is made up of two components:
Municipal Health Services and
Municipal Environmental Services.
65
The primary aim of the section is to ensure that the community and any persons within
GSDM are living in a healthy and safe environment as required by the Constitution.
Air Quality Management
Five (05) of the seven (07) LMs within the Gert Sibande District Municipality has been
declared under the Highveld Priority Area in 2007 in terms of NEM: AQA, by the then
Minister of Environmental Affairs and Tourism, Martinus van Schalkwyk. The Highveld
priority area is associated with poor air quality, and elevated concentrations of criteria
pollutants occur due to the concentration of industrial and non-industrial sources (Held et al,
1996; DEAT, 2006). As the area overlaps provincial boundaries, the Department of
Environmental Affairs (DEA) functions as the lead agent in the management of the priority
area and as required in terms of Section 19(1) of the National Environmental Management:
Air Quality Act (Act 39 of 2004) (AQA), the Highveld Priority Area Air Quality Management
Plan (AQMP) has been developed for the priority area.
The primary aim of declaration of a priority area is to develop goals and an implementation
plan aimed at preventing, minimizing and managing air pollution with the intention to improve
and maintain the area's air quality and to bring it into compliance with the National Ambient
Air Quality standards. This is done in the district through an administrative application of
NEM: AQA as well as through quarterly engagement meetings with various stakeholders
within the district wherein any strengths, weaknesses, threats and opportunities are dealt
with.
Waste Management
The Gert Sibande District Municipality has about 26 waste sites and 1 buy back centre
categorised as below:
13 licensed as landfill sites
08 licensed as transfer station
07 licensed for closure
01 Buy-back Centre
The ongoing challenge is that of improper management of landfill sites.
Buy back centres in the district
FACILITIES LICENCED
FACILITIES LICENCED IN THE
DISTRICT
Local Municipality TOWN /
TOWNSHIP
TOTAL
BUY BACK CENTRE Govan Mbeki LM Embalenhle 1
66
Licensed facilities
FACILITIES LICENCED IN THE
DISTRICT
Local Municipality TOWN / TOWNSHIP TOTAL
LICENSED TO OPERATE AS
LANDFILL SITES
Dipaleseng LM Balfour 1
Dr PKI Seme LM Wakkerstroom 3
Volksrust
Amersfoort
Govan Mbeki LM Leandra 3
Bethal
Secunda
Chief Albert
Luthuli LM
Carolina 2
Elukwatini
Mkhondo LM Piet Retief 1
Msukaligwa LM Ermelo 2
Breyten
Lekwa LM Standerton 1
TOTAL 13
FACILITIES LICENCED IN THE
DISTRICT
Local Municipality TOWN / TOWNSHIP TOTAL
LICENSED TO CLOSE
Dipaleseng LM Greylingstad 1
Govan Mbeki LM Kinross
Embalenhle
Morgenzon Road
4
Evander
Msukaligwa LM Davel 1
67
Lekwa LM Morgenzon 1
TOTAL 07
FACILITIES LICENCED IN
THE DISTRICT
Local Municipality TOWN /
TOWNSHIP
TOTAL
LICENSED AS TRANSFER
STATIONS
Dipaleseng LM Grootvlei 1
Dr PKI Seme LM Perdekop 1
Chief Albert Luthuli LM Empuluzi 3
Badplaas
Ekulindeni
Mkhondo LM Amsterdam 1
Msukaligwa LM Chrissiesmeer 2
Lothair
TOTAL 08
Environmental Management Services
The primary aim of the District municipality is to ensure that communities have access to
environmental services that promotes bio-diversity, conservation of animals and plants,
promotes a balance between environmental sustainability, equitable and just economic use
of environmental resources. However, there are a number of environmental management
challenges that face the district, many of which include:
In-house development of policies, strategies and plans;
Prevalent illegal dumping sites in open spaces within Local Municipalities;
Non-compliance of landfill sites within the district despite the scheduled visits to the
landfills as well as the platforms present to discuss various waste management;
Insufficient capacity in Local Municipalities to perform environmental management
functions;
Ageing infrastructure such as fleet for the management of environmental services
functions such as that of waste management;
Limited resources for environmental functions including that for waste management;
Lack of limited environmental management tools in municipalities;
68
Poor air quality in the district. Five of the seven local municipalities fall under the
declared Highveld Priority Area due to elevated levels of pollutants above the
national standard;
Infestation with invasive species;
Land degradation and deforestation due to imbalance due to natural and man-made
factors;
Misalignment of environmental programmes by various sectoral departments across
the tiers of government;
Unavailability of funds for programmes such as that of rehabilitation of deserted
mines, wetlands, landfills;
Budgetary constraints.
The District Municipality through its partnership, collaboration and limited resources has
managed to provide Environmental Management Services [EMS]. The EMS will provide
communities with access to bio-diversity and conservation management, environmental
pollution control, environmental management inspectorate services, community and
stakeholder’s capacity building and empowerment, community participation and mobilisation
of environmental groups and multi-stakeholder, inter-sectoral collaboration programs and
projects
Key strategic interventions to improve Environmental Services delivery:
Improving regulatory services [development & review of By-Laws, integrated
environmental management Plans]
Alignment of Environmental Services with National and Provincial Environmental
plans, policies and strategies;
Alignment of Environmental Services with the National Development Plan;
Alignment of Environmental management programmes and projects with the IDP;
Implementation of Environmental management policies, plans and strategies;
Allocate funding and support community and stakeholders on awareness and
capacity building programmes;
Improve community participation and involvement through community and
stakeholder mobilisation;
Initiate and support environmental management initiatives that promote job creation
and sustainable livelihoods;
Initiate environmental programmes and projects
Identify various environmental programmes and projects that need to be
implemented and engage with other stakeholders for funding;
Improvement of Inter-sectoral collaboration and partnership through the IGR forums;
Improving corporation and partnership with other relevant stakeholders through
compliance monitoring and enforcement.
69
Municipal Health Services
The communities and members of the public will have access to the following Municipal
Health Services:
water quality monitoring;
food control;
waste management;
health surveillance of premises;
surveillance and prevention of communicable diseases, excluding immunisations;
vector control;
environmental pollution control;
disposal of the dead; and
chemical safety,
Key issues to be addressed at local municipalities pertaining to Municipal Health
Services include:
Community access to safe drinking water;
Community access to safe sanitation services;
Food safety with emphasis on preparation and distribution of food for sale to public;
Community access to waste management services;
Monitoring of medical and hazardous waste;
Minimisation and control of environmental pollution and environmental health risk;
Key strategic approach to improve Municipal Health Services delivery:
Improving regulatory services [development & review of By-Laws, District Health
Plans]
Alignment of Municipal Health Services to implement National Health Insurance;
Alignment of Municipal Health Services to the National Development Plan;
Improving compliance monitoring and enforcement;
Extend Municipal Health Services to rural communities with Gert Sibande district;
Support community and stakeholders through awareness and capacity building;
Improve community participation and involvement in government issues through
community and stakeholder mobilisation;
Support initiatives that promote job creation and sustainable livelihoods;
Improvement of Inter-sectoral collaboration and partnership through the IGR forums:
andImprove surveillance and monitoring of high risk communities, environmental
health
70
Cemeteries and Graveyards
The District is confronted with a challenge in terms of the unacceptable conditions of its
cemeteries. Some are likely to reach the end of their lifespan, while others are in an
unacceptable state due to lack of maintenance, grass cutting, fencing, road paving, and
ablution facilities etc.
The District undertook and completed a comprehensive assessment of all cemetery facilities
within its jurisdictional area. This forms the basis for future planning of new facilities and or
upgrading of the existing ones to acceptable standards. This assessment is also used as a
basis to source funding for upgrade or planning of new facilities.
Key Issues identified as far as cemeteries and graveyards in the GSDM are
concerned:
Addressing the condition of cemeteries and possible improvements thereto;
Addressing capacity issue of cemeteries reaching full capacity; and
Maintenance of graveyards.
The District will need to consider the establishment of at least 2 regional cemeteries in the
current operational regions to serve the District.
3.2.3. Gert Sibande Library Services
Gert Sibande District Municipality Library was officially opened on the 15th of May 2014
within its premises in order to assist the GSDM community, which has been struggling to go
the nearest libraries or even find it difficult to source library material that can assist them to
do assignments, research project and for individual development.
The abovementioned Library has benchmark with other libraries in South Africa to see how
best the GSDM can follow on the footsteps of other best and oldest library in the country.
The benchmark was also done specifically with Msunduzi Library known as Bessie Head
located in Msunduzi Municipality, in Pietermaritzburg. The GSDM library has a capacity of
70 000 books depending on the size of each book. The District Library has afforded the
community of Gert Sibande the opportunity to link up with other libraries and tertiary
institutions within South Africa and world-wide.
The GSDM has also entered into an agreement with the Department of Culture Sports and
Recreation (DCSR) in a form of Service Level Agreement as the custodian of the Libraries in
Mpumalanga. The DCSR has seconded two Library staff in order to assist the Library on a
contract basis. The Department also provide and support with ICT in the Library. The GSDM
has taken an initiative in supporting of the Public Libraries in all Local Municipalities during
Library awareness’s.
71
However, the library struggles with internet as it is not reliable. The internet is a crucial tool
that is used to catalogue books, Circulating library material, opening of membership cards
and so forth in the library. The GSDM is using a system called SITA Library and Information
Management System (SLIMS). Library collection is also kept on SLIMS. When the internet is
down that means library administration is done manually and there is on access to the
information mentioned above.
The implication is that the creation of library visibility through marketing and awareness will
amount to nothing when the public cannot borrow books from the library. It will invariably
become a wild goose chase, to market a product that is not available due to accessibility
constraints.
3.2.4. Safety and Security
GSDM together with the Department of Safety, Security and Liaison are continuously
working together in ensuring safe neighbourhoods. The department has contributed to
community empowerment especially with the social crime prevention programme which has
assisted in the decline in crime rates over the years.
Some of the projects include workshops for the farming community (paralegal), victim
gender based violence and regulations on liquor trading. There have been awareness
campaigns on human trafficking, forms of assaults, rape prevention strategies, stock
branding to prevent stock theft, moral regeneration. The department is closely working with
communities through Tourism Safety Monitors in ensuring the safety of our tourists.
Key Issues pertaining to Safety and Security include the following:
Poorly designed human settlement increases the response time;
RDP houses constructed with minimal or zero consideration of safety and security
aspects for the inhabitants or their belongings;
Vehicle parking systems in most CBD’s too congested and thus complicating security
measures;
High number of liquor stores and their location in relation to other community
amenities, of which more licences, are still awaiting approval;
Poor planning of taxi ranks across the DM, with particular emphasis on location of
Local taxi ranks as compared to the long-distance ones;
Poor lighting in some of the areas coupled with conditions of roads particularly in rural
areas;
Lack of insufficient support by communities to community safety programs;
Insufficient or lack of support by communities to provide evidence, report crime or
information on crime;
Lack of duty of care by same communities or taking precautions to prevent crime;
Infrastructure development e.g. Street lighting;
72
Full participation and support of CPF;
Promotion of awareness campaign and support of visible policing.
Safety (crime) figures
Source: STATS SA Community Survey 2016
According to Crime Statistics, the District is in fact gradually becoming safer compared to
other years as different types of crime have drastically declined over the past few years. This
however does not imply that there is no more crime. It simply means as the District, in
collaboration with the Department of Safety and Security, need to be more vigilant in working
towards ensuring that neighbourhoods in the District are safer.
3.2.5. Disaster Management
The Disaster Management Act, Act No 57 of 2002 stipulates that Disaster Management
Centres must be established at National, Provincial and District levels. The Act also specifies
that an integrated and coordinated Disaster Management Policy Framework and other
Disaster Management Plans, focusing on the prevention and reduction of the risks of
Disasters, mitigating of the severity of disasters, emergency preparedness, rapid and
effective response to Disasters, post-disaster recovery and Climate Change be put in place
by all three spheres of government.
The following are some of the challenges and hazards which are prevalent within the district:
No budget allocation in LMs for disaster management activities.
No disaster officers in LMs and GSDM to address the disaster management
daily activities.
Albert Luthuli
Msukaligwa
Mkhondo
Pixley Ka
Seme Lekwa
Dipaleseng
Govan Mbeki
Very safe 31 208 26 650 23 599 14 762 16 372 8 778 32 813
Fairly safe 15 330 14 326 11 753 4 122 12 603 3 490 39 860
A bit unsafe 5 176 7 853 8 215 2 645 4 682 1 406 19 468
Very unsafe 1 754 2 241 2 028 1 017 3 609 1 186 16 597
0 5 000
10 000 15 000 20 000 25 000 30 000 35 000 40 000 45 000
Nu
mb
er o
f h
ou
seh
old
s
73
Ineffective disaster management forums and task teams to facilitate risk
reduction projects in LM's.
Priority is not given by LM’s to the refurbishment of fire stations with their
equipments
Shortage of fire personnel in all the local municipalities.
Flooding (storm water and natural)
Veldt fires
Road accidents
Hazmat spills
District and LM Disaster Management and Emergency Services Capacity
Source: Local Municipalities Data 2013
GSDM has and will continue to capacitate its constituent municipalities to harness the ability
to cope and be ready to adequately mitigate and respond to disaster incidents by providing
the required resources and support. Although the LMs are not fully equipped including in the
Institution Fire &
Rescue
Staff
Disaster
Management
Staff
Number of Fire
& DM Vehicles
Status of
Vehicles
Disaster
Management
Plan &
Framework
Chief Albert
Luthuli
07 01 06 vehicles All operational Adopted DRM
Plan
Dipaleseng 04 - 03 vehicles 1 operational Adopted DRM
Plan
Govan Mbeki 33 02 22 vehicles 14 operational Adopted DRM
Plan
Lekwa 25 - 12 vehicles All operational Adopted DRM
Plan
Mkhondo 08 - 08 vehicles All operational Adopted DRM
Plan
Msukaligwa 22 02 07 vehicles All
Operational
Adopted DRM
Plan
Dr. Pixley Ka
Isaka Seme
05 - 2 vehicles All operational Adopted DRM
Policy
Gert Sibande
District
Municipality
- 03 04 vehicles All
Operational
Adopted
Framework and
Supporting
Policy for
Execution
74
areas of disaster personnel, they try to respond timeously to incidents such as veldt fires,
floods and road accidents.
Key issues to be addressed to effectively implement the Disaster Management Act,
Act 57 of 2002 the GSDM Disaster Management Framework:
Capacity building programme
Establishment of veldt fire management structures in Dr. Pixley Ka Isaka Seme Local
Municipality in partnership with Working on Fire.
Continuous capacity Assessment and planning
Implementation of Risk Reduction and Awareness Programmes
Sufficient provision of relief material and support to LM during Incidents
Provision of firefighting tools to Local Municipalities
Development of MOU with Dipaleseng, Mkhondo, Chief Albert Luthuli and Dr. Pixley
Ka Isaka Seme for the allocation of a Fire Station/Satellite Disaster Management
Centre to support veldt fire management programmes and general fire and rescue
services operations.
Establishment of central communication centre in LM’s with satellite centres to
facilitate central communication, coordination and incident management.
The District Disaster Management Centre
The District is susceptible to disasters such as floods, veldt & shack fires, road accidents,
accidental chemical spillage or explosions of toxic substances, climate change and civilian
unrests. Whilst there will be disaster sub-centre's in all the seven constituent Local
Municipalities for prompt responses to emergency calls, the District is in the process of
building a Disaster Satellite Centre in Dr Pixely Ka Isaka Seme Local Municipality. This will
be followed by a project to build or construct District Disaster Management Centre in Ermelo.
The purpose of the District Centre is to facilitate centralized the command and coordination
in all disaster response by all municipalities within the Districts.
It is also envisaged that this will enhance the capacity to all the municipalities to adequately
mitigate and respond to disasters with the help of their neighboring municipalities. This
District Centre will also assist in operationalizing the response to the risks on the Risk
Register.
3.2.6. Access to Services: Regional Distribution
According to the Stats SA Community Survey, 2016 between 2011 and 2016, the Gert
Sibande household numbers increased from 273 490 to 333 815. According to the 2016
Community Survey only 68. 7 % of the households in Mpumalanga have access to safe
drinking water.
75
The delivery of basic services is essential in improving the quality of life and sustainable
development for communities. The percentage of households served is highest around the
major towns and settlements in each municipal area and it rapidly declines into the rural
areas. Water and electricity are the two most extensive services provided in the District
followed by sanitation.
For a household to be considered having adequate access to sanitation, the household
should have a facility that; removes human waste, is affordable, hygienic, and accessible.
Outcome 8 provides for sustainable human settlements and an improved quality of life sets
out clear outputs on the provision of targets for local municipalities as a primary
responsibility of Department of Cooperative Governance and Traditional Affairs to contribute
in achieving these national targets:
Access to water
Local Municipal area Number of households without
access to water*
Share of total households
2011 2016 2011 2016
Chief Albert Luthuli 8690 9 824 18.2% 18.4%
Msukaligwa 3841 4 243 9.4% 8.3%
Mkhondo 8039 6 805 21.5% 14.9%
Dr Pixley Ka Isaka
Seme
1410 2 212 7.1% 9.8%
Lekwa 731 2 347 2.4% 6.3%
Dipaleseng 688 1 397 5.4% 9.4%
Govan Mbeki 885 1 703 1.1% 1.6%
Totals 24
284
28 532 65.1% 68.7%
Stats SA Community Survey, 2016
76
Level of services
Level of Service Access Water Sanitation Electricity Waste removal
HH with
access
HH without
access
HH with
access to
Flush toilets
HH with
access to VIP
toilets
HH without
access
HH with
access
HH without
access
HH with
access
HH without
access
Chief Albert Luthuli 43 656
(81.6%)
9 824
(18.4%)
12 559
(23.5%)
39 120
(73.1%)
1 801 (3.4%) 51 383
(96.1%)
2 097
(3.9%)
12 908
(24.1%)
45 572 (75.9%)
Dipaleseng 13 480
(90.6%)
1 397
(9.4%)
10 996
(73.9%)
2 980
(20.0%)
901
(6.1%)
12 126
(81.5%)
2 751
(18.5%)
9 452
(63.5%)
5 425
(36.5%)
Dr Pixley Ka Isaka Seme 20 334
(90.2%)
2 212
(9.8%)
15 101
(67.0%)
6 485
(28.8%)
960
(4.3%)
19 824
(87.9%)
2 722
(12.1%)
14 943
(66.3%)
7 603
(33.7%)
Govan Mbeki 107 191
(98.4%)
1 703
(1.6%)
103 086
(94.7%)
5 082
(4.7%)
726
(0.7%)
102 752
(94.4%)
6 142
(5.6%)
81 150
(74.5%)
27 744
(25.5%)
Lekwa 34 987
(93.7%)
2 347
(6.3%)
32 318
(86.6%)
3 902
(10.5%)
1 114
(3.0%)
33 991
(91.0%)
3 343
(9.0%)
25 946
(69.5%)
11 388
(30.5%)
Mkhondo 38 789
(85.1%)
6 806
(14.9%)
21 312
(46.7%)
22 318
(48.9%)
1 965
(4.3%)
36 163
(79.3%)
9 431
(20.7%)
30 576
(67.1%)
15 019
(32.9%)
Msukaligwa 46 846
(91.7%)
4 243
(8.3%)
38 895
(76.1%)
10 899
(21.3%)
1 295
(2.5%)
42 222
(8.6%)
8 867
(17.4%)
31 943
(62.5%)
19 146
(37.5%)
TOTAL 305 283
(91.5%)
28 532
(8.5)
234 267
(66.9)
35 685
(10.7%)
63 863
(19.1)
298 461
(89.4%)
35 354
(10.6%)
206 918
(62.0%)
126 897
(38.0%)
77
Table 19 shows that a good proportion of households 91.5% have access to piped water at district
level. The districts municipality is assisting local municipalities in efforts to make clean water
accessible to the households which do not have access to safe water through installation and
maintenance of boreholes in rural communities though there are still communities which still
depend on unsafe sources such as rivers and streams.
Water sources in GSDM for 2011
Stats SA, 2011
Bulk Water and Sanitation Regional Provision
The district supports its local municipalities in improving water and sanitation service delivery.
Much work has already been performed regarding the establishment of the current status of water
services infrastructure, water services development planning and the reconciliation of water
resources within the district area.
Integrated Water Services
Roles and responsibilities (water services)
22
40
39
17
74
3
31
29
93
9
32
27
78
09
17
44
10
34
5
45
16
0
50000
100000
150000
200000
250000
Water sources in GSDM-2011
Roles & Responsibilities
Local Municipalities District Municipality
Local Planning (WSDP) Regional Planning (IWSDP)
Water Services Authority
Activities
Bulk Water & Sanitation Supply (including plants
treatments)
Water Reticulation and
Distribution
Water Quality Management & Pollution Control
Water and Sanitation network O
& M
Rudimentary Water Supply (Rural and Farm Areas)
Water metering installation & Water Loss Management
78
Although the Local Municipalities within the GSDM are the Water Services Authorities and in terms
of the Water Services Act, 1997 (Act 108 of 1997), are responsible for meeting the obligations as
stated in the Water Services Act and not the GSDM, the District does support the Local
Municipalities with water services activities. Emanating from the Resolutions of the GSDM Council
and other forums, roles and responsibilities have been shared to encourage intergovernmental
cooperation, in terms of Section 88 of the Municipal Structures Act, between municipalities and
other spheres of government so as to harness improvements in service delivery.
The shared roles and responsibilities have been defined as provided below with the GSDM
supporting its Local Municipalities where financial and human resources are available to do so.
The District focus is predominantly on water services planning and capital infrastructural
development and not on the operations of services provided as this is by law the Local
Municipalities prerogative.
3.2.7. Rudimentary Water Supply (Rural and Farm Areas Including Schools)
GSDM is progressing with the implementation of rudimentary water and sanitation supply by way
of planning such projects and the production of standard tender documentation for both
rudimentary water and sanitation supply. These mainly consist of drilling and equipping boreholes
in farming areas and at schools. In other LMs like Dr Pixley Ka Isaka Seme and Msukaligwa the
District intervened by use of water tankers during the height of the droughts. The District has also
built a water borne sanitation block at MP Magagula Secondary School in Mayflower under Chief
Albert Luthuli Local Municipality.
3.2.8. Water Conservation and Water Demand Management
GSDM intends to perform water demand and loss studies of all the reticulations within its
jurisdictional area and capture all the built information for the entire water services infrastructure
within the District. All this information will be provided to the WSA’s and captured on the District-
wide Geographical Information System (GIS) on completion of the studies. The information will
further be maintained by GIS officers that the District has appointed and is in the process of
training.
GSDM replaced all bulk water meters within all its Local Municipalities and thus far has a full
record of the location and condition of all the existing bulk water meters. The process that is now
unfolding is the maintenance, replacement and provision of new bulk water meters where required
that will proceed as and when funding becomes available for this very necessary project.
maintenance
Meter reading for distribution Water Conservation and Water Demand Management
Tariff and standards Bulk meter installation / maintenance & reading
Billing and collection Regional Bulk Water and Sanitation Master Plan
79
In addition to the bulk water meter replacement programme the GSDM is proceeding with the
installation of a Management Information System (MIS) for the capture of bulk water meter
readings, reservoir levels and the recording of other critical operations information. The full cost for
the above two projects has been determined through a competitive bidding process and is
proceeding slowly with its implementation due to the limitation of funding.
The GSDM has progressed with this strategy over the past two years with the limited funding that
has been made available and continues with this endeavour utilising every opportunity that
presents itself.
To assess the potential savings that can be achieved through the various possible WC/WDM
interventions, it is first important to establish the existing water demand distribution in the study
area, and then follow through on secondary aspects. The situation analysis and future trends and
goals would suggest that the following outline to be considered in conceptualizing a WC/DM plan
for GSDM Development of a concept WC/DM plan for each municipality, building upon the current
‘status quo’ as baseline.
Motivate/apply for ‘seed funding’ from the existing DWS and DBSA programmes and provide
counter funding to establish the project. Use motivations in terms of Return on Investment to
conclude funding of the project, and align project with suitable MIG counter-projects where
applicable (e.g. water meters, etc)
Proceed with implementation of the plan that outlines the phased approach
80
3.2.9. Scientific Services
Blue drop levels
MPUMALANGA RISK PROFILE (GREEN DROP)
81
A steep increase in critical risk plants, from 18 to 40, is observed. The majority of plants now reside
in the critical risk space (40 systems), and this isvery disconcerting. From the 21 plants which
resided in low risk space in 2012, only 4 plants are now considered low risk.
Critical/high risk WSAs
Key Issues to be addressed in terms of Water Services
Bulk water and sanitation treatment plants require refurbishment and an amount of R183m
needs to be budgeted
All WSAs must engage in asset management strategies to apply preventative maintenance,
replace what needs replacing, and extend the useful life of infrastructure without having to
replace infrastructure at a high capital cost.
Proper training of the operators of the treatment plants to effectively operate the plants.
82
WSAs need to have water conservation and demand management strategies or
programmes, and systems for performing water balances.
Very little work is currently being performed on this vital aspect of water services, with little
or no expertise available within the GSDM area to perform the required work.
General operations and maintenance of the water and sewerage reticulation networks need
to be routine and not reactive.
There is need for development of maintenance, refurbishment and water quality monitoring plans.
Municipalities need to improve on the frequency and number of water quality samples that are
analysed in each municipality and that each respective local municipality within Gert Sibande
District Municipality enter into the appropriate agreement with the GSDM for the utilisation of the
District Municipality Water Quality laboratory, which will include for the collection of the correct
number of samples for analysis.
All municipalities make submissions for the next round of the Green and Blue drop assessments
and utilise the information already contained in the WSDP’s for this submission
That projects be prioritised and the correct and appropriate service level / technology be
considered, dependant on the affordability of the consumer;
Consolidation of water services by-laws with the Municipal Health Services by-laws
Ring-fencing their water authority functions from their water operations functions
WSAs to have revenue enhancement plans
The District to support the local municipalities in the proper management of water services
provider / Intermediaries contracts.
Status of GSDM Electrification Programme
Figure below indicates a commendable increase of households with electricity in GSDM from 58%
in 2001 to 87.55% in 2016. Of the seven local municipalities, Govan Mbeki, Lekwa, Dr Pixley Ka
Isaka Seme and Chief Albert Luthuli averaged higher than the District rate of 87.55%. Attention
needs to be given to Mkhondo, Dipaleseng and Msukaligwa Local Municipalities which are much
lower than district average at 79.3%, 81.5% and 82.64% respectively, making it more challenging
for the district to meet higher set targets.
83
Percentage of households with electricity connections in Mpumalanga, Gert Sibande and
Local Municipalities, 2001-2016
Source: Stats SA 201
Key issues pertaining to Electricity:
Limited capacity at district level to cater for new developments.
Most households which constitute backlogs in the district are in the informal settlements
which are not yet proclaimed or where township extensions are taking place.
The current housing projects which are either at planning and undergoing construction
phase contributes to the slowing down of electrification program
There is currently no plan or strategy ensuring that all new houses are electrified
immediately, and this is being discussed by all the concerned stakeholders.
The electrification in the rural areas has also slowed down due to the building of bulk
electrical infrastructure which requires large amount of funding for proper electrification.
Additional funding needs to be allocated on projects that requires bulk electrical
infrastructure so as to eradicate the remaining backlogs.
3.2.10. ROADS AND COMMUNITY FACILITIES
The District roads are in a bad state due to high volumes of coal haulage trucks that transport coal
to the four power stations within and beyond its jurisdictional area; thus, inflating the maintenance
expenditure of all three spheres of government on roads across the District. National, provincial
and municipal roads construction and maintenance is a joint effort from three spheres of
government, hence the significance of a joint alliance to be established towards addressing
matters of common interest. The National Roads like N17, N11 and N2 have undergone
84
reconstruction which improves the mobility of transport as this link the District with the
neighbouring provinces and Swaziland.
Visual condition index summary for Municipal roads in Gert Sibande
SOURCE: RRAMS: 2016
Visual condition summary per Local Municipality
LM
Average Condition VCI
(tmh22) %
Average Condition VCI (trh22)
%
Mkhondo local municipality 41 51
Pixley ka seme local
municipality 56 69
Govan Mbeki local
municipality 60 74
Dipaleseng local municipality 45 65
Lekwa local municipality 58 72
Msukaligwa local
municipality 50 67
Chief Albert Luthuli local
municipality 52 62
SOURCE: RRAMS, 2016
Key Issues Pertaining to GSDM Road Network
Ageing of road network
The condition of the road due to heavy traffic within the District
Lack funding
Lack of Road condition data
Lack of maintenance of a road Asset Management system.
85
3.3. KPA 3: LOCAL ECONOMIC DEVELOPMENT
3.3.1. Unemployment and Employment Levels
Unemployment remains one of the most pressing socio economic challenge throughout South
Africa, Mpumalanga and globally. High rates of unemployment have direct links with the other
social issues and problems such as poverty, inequality, social instability and crime. In assessing
the unemployment in Gert Sibande, Statistics South Africa uses the strict (official) definition and
distinction needs to be made between it and the expanded definition. According to the official
definition, unemployed people are those that: have not worked seven days prior to an interview,
want to work and are available to work, and take active steps to search employment.
The expanded definition incorporates both (a) and (b), but excludes condition (c). The people
affected by (c) are called discouraged work seekers. The official definition of unemployment
regards the discouraged work sectors as not economically active, while the expanded definition
regards them as unemployed.
Unemployment rates in Mpumalanga, Gert Sibande and its local municipalities, 1996 - 2011
Source: Stats SA, 2011
In 1996, Lekwa recorded the lowest unemployment rate at 24 per cent while Chief Albert Luthuli
had the highest unemployment at 52 per cent. There has been tremendous improvement in the
employment figures in Chief Albert Luthuli, going from the highest unemployment rate in 1996 to
fourth highest in 2011 at 35.41%. Albert Luthuli and Govan Mbeki are the only two municipalities
whose unemployment figures in 2011 are better than the 1996 figures.
43
42
52
.24
38
.2 4
5.7
9
50
.62
36
.5
45
.72
39
.85
31
.6
29
.73
35
.41
26
.8 3
5.9
5
36
.13
25
.85
37
.19
26
.23
0
10
20
30
40
50
60
Unemployed 1996
unemployed 2001
unemployed 2011
86
Unemployment figures in Mpumalanga , 2011-2016
Local Municipal Area Unemployment rate
Census 2011
Unemployment rate
2015 IHS Global Insight figures
Unemployment rate
2016 IHS Global Insight figures
Steve Tshwete 19.7% 16.4% 17.3%
Lekwa 25.9% 19.3% 23.4%
Thaba Chweu 20.5% 20.3% 20.3%
Victor Khanye 28.2% 21.6% 25.6%
Emalahleni 27.3% 23.2% 22.8%
Govan Mbeki 26.2% 23.6% 22.5%
Emakhazeni 25.9% 23.8% 22.8%
Umjindi 26.9% 24.1%
Msukaligwa 26.8% 25.6% 23.6%
City of Mbombela 28.1% 27.6% 24.3% (Inclusive of
Umjindi)
Mkhondo 35.9% 31.7% 31.5%
Nkomazi 34.3% 32.1% 32.6%
Chief Albert Luthuli 35.4% 32.7% 31.7%
Thembisile Hani 37.0% 33.3% 38.5%
Dr Pixley Ka Isaka Seme 36.1% 33.7% 33.4%
Dipaleseng 37.2% 38.8% 34.4%
Dr JS Moroka 46.6% 44.9% 47.7%
Bushbuckridge 52.1% 46.4% 49.3%
Source: Mpumalanga Provincial Treasury, 2016
Unemployment is still a challenge in Mpumalanga and Gert Sibande District municipalities with
more than 20% ratings in all the six municipalities in Gert Sibande. Dipaleseng is the municipality
with the highest unemployment in Gert Sibande with a rate of 38.8% in 2015 and Lekwa local
municipality is the lowest at 19.3%. The unemployment rate in the district is however on the
decrease in all the local municipalities in comparison with 2011 unemployment rate.
87
Local municipal area % contribution
to
Mpumalanga
economy
2016
Average annual
economic growth
1996-2016
Average annual
economic growth
2011-2016
Average
annual
economic
growth
2016-2021
Govan Mbeki 14.3% 0.9% 2.1% 1.4%
Msukaligwa 4.2% 2.5% 1.4% 1.5%
Lekwa 3.1% 0.7% -0.1% 1.4%
Mkhondo 2.6% 3.3% 2.2% 2.0%
Chief Albert Luthuli 2.3% 2.5% 2.5% 1.5%
Dr Pixley Ka Isaka Seme 0.9% 1.4% -0.4% 1.6%
Dipaleseng 0.7% 2.0% -0.1% 1.3%
Lekwa, Dr. Pixley Ka Isaka Seme and Dipaleseng are recording slow econmic growth trend and
high unemployment rates. There is a need for targeted economic intervention to stimulate
economic growth in the three municipalitie.
Labour force
Indicator Gert
Siban
de
Chief
Albert
Luthul
i
Msukalig
wa
Mkhond
o
Dr
Pixley
ka
Seme
Lekw
a
Dipalesen
g
Govan
Mbeki
TOTA
L
Employed 259
129
29141 41 698 30 510 13 979 34
118
10 546 99 138 259
129
Unemploy
ed
109
658
15 975 15 267 17 123 7 906 11
895
6 244 35 249 109
658
Discourag
ed job
seeker
35 518 9 282 5 311 6 060 4 184 2 600 1 295 6 787 35
518
Other not
economic
ally active
262
387
53944 35 625 48 086 23 383 28
171
9 877 63 301 262
387
Total 662
692
108
342
97 900 101 779 49 452 76
784
27 961 204
474
666
692
Youth
unemploy
ment
29.7 35.4 26.8 35.9 36.1 25.9 37.2 26.2 29.7
Source: Stats SA, 2011
Unemployment rate of 29.7% (strict definition) in 2011 – 109 661 unemployed as a percentage of
the Economically Active Population of 368 787 – decreasing trend. Unemployment rate for females
88
38.4% and males 22.9%, this shows that there is still a huge gap in terms of equity between man
and women in terms of employment and it affect the state of development of the district badly when
measuring equity and income, hence the Gini co- efficient figure is not good. Employment number
only 26.0% of Mpumalanga employed. Gert Sibande had 259 130 individuals that were employed
in 2011.
Youth Unemployment
High number of youth unemployment is one of the challenges in Gert Sibande, Mpumalanga
province and the country as a whole, which means most of the provincial and district funds should
be directed to job creation for youth and skills development in order to make the youth marketable
and employable. Below its the figures for youth unemployment in Mpumalanga, and Gert Sibande
district.
Figure 6 : Youth Unemployment Rate per District
Source: Stats SA, 2011
Mpumalanga recorded a decline in unemployment amongst the youth between 2001 and 2011.
However, the highest decline was recorded in Nkangala district, which is higher than the provincial
average at almost 10%. Notwithstanding the decline in unemployment in the District, there is still a
significant number of youths who are unemployed.
Figure: 7 Youth Unemployment Volumes for GSDM and LMs from 1996 to 2011
89
Source: Stats SA, 2011
Youth unemployment rate in GSDM and its locals from 1996-2011
Source: Stats SA 2011
Despite the increasing volume of unemployed youth, there is a general decrease in the proportion
of youth unemployment in the district from 2001 to 2011.The number of unemployed youth for
2011 is higher than the 2001 levels across the district with Govan Mbeki, Albert Luthuli,
Msukaligwa and Mkhondo recording the highest increases in volume. Pixley Ka Isaka Seme,
Lekwa and Dipaleseng recording slight increase in the number of unemployed youths.
61
84
7
14
22
3
73
43
78
02
44
55
59
16
27
65
19
34
4
54
63
8
89
97
74
22
86
11
46
71
64
65
25
71
15
90
2
77
88
1
11
39
9
11
00
0
12
31
3
53
35
84
05
43
85
25
04
6
0
10000
20000
30000
40000
50000
60000
70000
80000
90000
Unemployed 1996
Unemployed 2001
Unemloyed 2011
65
.3
66
.9
60
.9
63
.6
60
.3
60
.3
72
.8
66
.4
37
.77
44
.44
34
.01
43
.96
44
.55
34
.53
44
.62
33
.83
0
10
20
30
40
50
60
70
80
1996
2001
2011
90
3.3.2. Sectoral Employment and Output
Sectoral employment refers to the available sectors in the GSDM where people are likely to find
employment. By the output we are referring to the percentage or number of people employed in a
certain sector so as to indicate which sector is dominating in terms of employment opportunities in
the GSDM. Sectors available in GSDM include trade, mining, manufacturing, agriculture,
community services, private households, transport, finance, construction and utilities.
Gert Sibande- Sectoral Employment 2001-2011
Source: Mpumalanga Department of finance, Socio-economic Profile of Gert Sibande, 2015
Gert Sibande- Sectoral Employment 2012
Source: Mpumalanga Department of finance, Socio-economic Profile of Gert Sibande, 2015
Leading industries in terms of employment in the district - trade (18.8%) community services
(17.0%), mining (14.5%) and agriculture (13.9%).There is a decrease in role of agriculture & trade
as employer and increase in role of community services & mining as employer.
Agriculture 19.6%
Mining 12.5%
Manufacturing 13.7%
Utilities 1.3% Construction
4.1% Trade 20.1%
Transport 4.0%
Finance 3.3%
Community services 13.1%
Private households
8.0%
2001
Agriculture 9.9%
Mining 8.4%
Manufacturing 10.6%
Utilities 1.5% Construction
6.7% Trade 22.1%
Transport 3.6%
Finance 9.8%
Community services 18.3%
Private households
9.1%
2013
91
3.3.3. GSDM Socio -Economic Analysis (State Of Development)
Socio - economic analysis refers to an analysis of how the community/society of a particular area
progresses, stagnates or declines looking at their local and regional economy.
Gross Domestic Product (GDP) Growth
GDP per capita is often considered an indicator of a region's standard of living on the rationale that
all citizens would benefit from the region's increased economic production (Gert Sibande socio-
economic profile, 2013). Looking at the GDP growth rate of Gert Sibande District Municipality it
shows that the municipality is experiencing an increasing figure from 1996 -2012. Table 16 below
illustrates more.
Gert Sibande District Municipality's GDP Growth of the district.
Municipality Trend 1996-
2013
Forecast
2013-2018
Better (+) or
worse than (-)
province
Ranking: best(1)
or worst(3)
Gert Sibande
District
1.8% 1.9% (-) (2.2%) 3
2001(trend) 2009(trend) Latest
figure(2013)
Ranking: best(1)
or worst(3)
Contribution
to
Mpumalanga
GVA%
29.9% 29.9% 27.6% 3
Source: Mpumalanga Department of finance, Socio-economic Profile of Gert Sibande, 2015
Currently the district is expected to record the highest GDP growth (1.9% per annum) among the 3
districts over the period 2013-2018 with a historic growth 1.8% per annum in the period 1996-2013.
Manufacturing, finance & community services should contribute the most to Gert Sibande’s
economic growth in the period 2012-2018.
Regional Contribution
This refers to the gross change in economic activity associated with an industry or any event in an
existing regional economy. The region can be district, province, or country wide. This IDP will only
focus on the provincial and district economic contribution looking at the available industries in the
province.
Provincial Contribution
The economic industries are classified according to the International Standard Industrial
Classification of all Economic Activities (ISIC). This classification system groups together economic
activities that are closely related. In 2012, Gert Sibande had a competitive advantage in terms of
92
Mpumalanga’s manufacturing (57.4 per cent) and agriculture industries (41.4 per cent) as
compared to Nkangala and Ehlanzeni Districts.
Gert Sibande was the second largest contributor after Nkangala. Govan Mbeki contributed (19.4
per cent), Mbombela (19.3 per cent), Emalahleni (18.2 per cent) and Steve Tshwete (14.3 per
cent) which made up to 71.2 per cent of the Mpumalanga economy in 2012. Dipaleseng (0.6 per
cent) and Dr Pixley Ka Isaka Seme (1.1 percent) made the smallest contributions to the provincial
economy.
Regional contribution to Mpumalanga’s industries (GVA at constant 2005 prices), 1996-2012
Industry
GERT SIBANDE Nkangala EHLANZENI
1996 2012 1996 2012 1996 2012
Agriculture 41.7 41.4 23.9% 22.9% 34.4% 35.7%
Mining 36.1% 23.9% 49.1% 69.4% 14.9% 6.7%
Manufacturing 42.6% 57.4% 31.4% 24.4% 26.0% 18.1%
Utilities 26.2% 25.7% 70.0% 71.4% 3.9% 2.8%
Construction 24.8% 26.8% 30.4% 32.6% 44.8% 40.6%
Trade 26.4% 25.8% 27.4% 30.5% 46.2% 43.7%
Transport 27.2% 24.5% 33.6% 37.8% 39.2% 37.7%
Finance 22.2% 21.2% 34.9% 36.8% 43.0% 42.0%
Community
Services
22.4% 22.5% 32.2% 32.5% 45.4% 45.0%
TOTAL 31.0% 31.0% 37.7% 39.3% 31.2% 29.7%
Source: Socio Economic review and outlook of Mpumalanga, 2013
District Contribution
Manufacturing (57.4%), is the leading industry in terms of % contribution to Gert Sibande’s
economy, followed by mining (14.1%) and community services (12.3%). Construction is the lowest
with (2.1%).There is a Decreasing role/share of mining and increasing role/share of manufacturing.
Below it’s a graph indicating sectors which contributes to the Gert Sibande's economy.
Contribution by Districts to Mpumalanga’s industries (GVA constant 2005 prices)
INDUSTRY Gert Sibande Nkangala Ehlanzeni
Agriculture 41.6% 22.9% 35.5%
Mining 23.8% 70.2% 6.0%
Manufacturing 51.9% 28.5% 19.6%
Utilities 24.7% 72.5% 2.8%
Construction 24.6% 34.4% 41.0%
93
Trade 24.2% 31.8% 44.0%
Transport 24.2% 38.3% 37.5%
Finance 20.6% 36.3% 43.1%
Community services 22.7% 32.8% 44.5%
Total 27.6% 44.0% 28.4%
Source: Mpumalanga Department of finance, Socio-economic Profile of Gert Sibande, 2015
Gert Sibande’s manufacturing (role of Sasol) contributed 51.9% & agriculture 41.6% to the relevant
provincial industries.
Gert Sibande's Economic Contributors
Source: Mpumalanga Department of finance, Socio-economic Profile of Gert Sibande, 2013
3.3.4. Regional Economic Growth and Spatial Features
Manufacturing
The manufacturing sector is the major contributor to the both the district and provincial gross value
added. Mining products, electricity generation; and petrochemicals manufacturing dominate the
sector. There is general consensus however that the growth of the GSDM economy as a whole,
the Govan Mbeki municipality in particular, is highly dependent on the development trajectory of
the SASOL in Secunda.
Mining
Mining activity in the Gert Sibande District, and more specifically the Govan Mbeki (Secunda) Local
Municipality, is one of the main contributors to the Province’s GVA. Coal and gold are the most
important mining products, with electricity generation, petrochemical and metallurgical production,
and industrial and domestic applications dominating the local consumption of coal.
MINING FINANCE TRANSP
ORT TRADE
CONSTRUCTION
MANUFACTURIN
G
UTILITIES
AGRICULTURE
AGRICULTURE
2001 24.80% 8.90% 6.10% 8.90% 1.30% 29.80% 36% 4.70% 11.90%
2012 14.10% 11.50% 7.30% 9.60% 2.10% 35.00% 3.70% 4.70% 12.30%
0.00% 5.00%
10.00% 15.00% 20.00% 25.00% 30.00% 35.00% 40.00%
ECONOMIC CONTRIBUTORS
2001
2012
94
Due to the occurrence of the District’s coal reserve within the High Veld Ridge and Coal Belt, the
majority of mining operations are concentrated along the N17 highway, around and between
Secunda and Ermelo. Notable collieries include Sasol’s Syferfontein and Twistdraai and Anglo
Coal’s New Denmark. Other smaller mining operations occur near Driefontein in the Mkhondo
Municipality.
Energy Generation and Supply
The District has Four out of 10 operational coal-fired power stations in Mpumalanga namely,
Tutuka, Camden, Majuba and Grootvlei. As such coal fired power generation is a major industry in
Gert Sibande and these power stations are located in close proximity to the coal mines due to the
high cost associated with the transportation of coal.
Majuba Rail Network is under was commissioned ease the pressure placed on the existing road
infrastructure between Ermelo and Amersfort by truck transporting coal to Majuba Power Station.
Agriculture
Gert Sibande features the largest agricultural sector, with strong services centres like Standerton,
Ermelo, Bethal and Piet Retief. Agricultural products produced within the District include maize,
sunflower, grain, sorghum, wheat, mutton (cattle and sheep), dairy and wool. Although some
irrigated commercial agriculture does occur to the south of Ermelo and to the north and east of
Manzana, the majority of the aforementioned commercial crops are grown on dryland.
In total 23% of the District’s land surface is under cultivation, of which approximately 80%
constitutes commercial dry land under grains.
Significantly, the area between Carolina, Bethal and Ermelo produces the most sheep and wool in
South Africa. The Standerton area is known for its large dairy industry and maize agriculture. Yet,
although Standerton is known for its dairy, the majority of cattle farming activity occur within the Dr
Pixley ka Isaka Seme and Mkhondo Local Municipalities. Other types of crops grown in the District
include potatoes, sweet potatoes, groundnuts and soybeans. A small measure of bee keeping and
honey harvesting also occurs within the forests. Apart from commercial agriculture, subsistence
farming plays an important part in the livelihoods of many of the District’s communities, especially
those in the Manzana and Lochiel areas.
Due to the numerous agriculture and related activities located within the Mkhondo District, the Gert
Sibande Agri-Parks Business Plan identified eMkhondo (Piet Retief) as the most suitable site for
the establishment of an Agri Hub within the broader GSDM
Forestry
Whilst commercial agriculture dominates the central and western extents of the District, the eastern
extents are characterised by a north – south running band of commercial forestry stretching all the
95
way from Carolina and Warburton in the north, to Amsterdam and Piet Retief in the south. Forests
and plantations which covers some 9.73% of the District’s total land surface. The majority of the
plantations found within the District are privately owned by Sappi, Mondi and CPA's. Forestry
activities primarily consist of pine, eucalyptus and wattle plantations. Wood from the plantations are
primarily used in the production of structural timber for housing, and the manufacturing of joinery
packaging such as pallets, boxes and cable drums.
Tourism
Tourism, which is generally classified under the Wholesale and Retail Trade, is another growing
sector within GSDM. Its potential is derived from its huge natural resources which includes
wetland; historical sites and heritage and liberation routes. The district offers various tourism
attractions, which includes the Nooitgedacht Dam Nature Reserve, Songimvelo Game Reserve,
the historical town of Chrissiesmeer, numerous Anglo-Boer War battlefield sites, stone ruins dating
back to 1500BC at places such as Legoya near Ermelo.
Chrissiesmeer is the largest freshwater lake in South Africa. This lake, together with a plethora of
other smaller lakes and wetlands provide a home to a wide diversity of birds especially water birds
such as Flamingos
One of the most important tourism destinations within the region is the Songimvelo Game Reserve.
It is being proposed that Songimvelo should link-up with the Nkomazi Wilderness to the west and
the Malolotja reserve within Swaziland to the east, thereby forming a trans-frontier park
Map 2: Mpumalanga Tourism Strategy
96
3.3.5. Gert Sibande tourism corridor
The eastern extent of the GSDM forms the anchor of the tourism corridor in the district. It presents
an opportunity given the proclamation of protected areas and further proposed environmental
protected areas along the R23 and R541 routes connecting KZN to the Kruger National Park.
Sustainable Integrated Agricultural Development Programme for GSDM Land Reform
Projects
Gert Sibande
Tourism
corridor
Songimvelo
Game reserve
Chrissiesmeer
Goliad's Footprint
GSDM Tourism
precincts identified in
the provincial tourism
strategy
97
The beneficiaries of the land re-form projects within the District are to date faced with
uncoordinated capacity building and limited support, which has led to challenges in maintaining the
sustainability in most of the previously economically viable farms. The District, in collaboration with
its relevant stakeholders, has started to coordinate development and support for the agricultural
sector with emphasis on enhancing partnerships, training and development, management, farm
worker labour training and development, and overall economic empowerment within the
agricultural sector for the District agricultural communities.
The District envisages coordinating the participation and support of the agricultural unions, and the
establishment of commercial farmers. The Department of Rural Development and Land Reform,
and Department of Labour who form part of the agricultural development cluster, have to work
together and will be encouraged to form joint focus initiatives in the development of a robust
Agricultural Development Strategy addressing the following key development areas:
Training and skills transfer on management of farms
District Agro-Value Chain industry
Comprehensive Post-Settlement support
Advance training on farming methods
Partnerships and marketing
Support more farming inputs and implements
Agricultural development will be best achieved through proper integrated planning and targeted
support services for the farms while responding to other District Sector Plans like Environmental
Management Plan, Spatial Development Framework, etc. This approach must still integrate
sustainable farming techniques with various other elements such as poultry, livestock, traditional
medicinal plants and traditional co-ops to succeed. The District Municipality in partnership with the
Mpumalanga Department of Agriculture, Rural Development, Land Administration and
Environment.(District Offices) and the Agricultural Colleges in the various Local Municipalities need
to forge Agricultural Development Initiatives to establish a centre for Sustainable Development of
the sector within the Gert Sibande District Municipality.
Regional Fresh Produce Market
GSDM is a rich agricultural hub, with different agricultural products being exported from the District
in raw form and brought back as finished products.
The District has realised that the whole agricultural value chain and the benefits emanating from
there are not benefiting communities within its jurisdictional area. In order to turn that around, it is
important to device methods to retain most of the economic benefits therein. A viability study on
the Fresh Produce Market was developed in 2014/15.The study has confirmed the viability of
establishing a fresh produce market within its jurisdictional area to take advantage of the
opportunities that emanate in the value chain of agriculture, e.g. storage, warehousing, packaging,
transportation, etc.
98
3.3.6. Potential Economic Development Corridors
In terms of Development Principle number two (2) of the GDSM SDF 2009, the District needs “To
optimally capitalise on the strategic location of the District and its five key economic
strips/corridors, and to functionally link all towns and settlements to one another through
establishing and maintaining a strategic road and rail network comprising internal and external
linkages.”
The Gert Sibande District does not function in isolation but is part of a broader regional and sub-
continental economy. It is, therefore, important that the District area be properly linked to
surrounding districts and even bordering countries (like Swaziland) to ensure an efficient flow of
goods and services in all directions within the economical region.
An analysis of the Gert Sibande and regional economy (as presented by the MPISDF and
MPGDS) revealed five key economic/corridors traversing the District. These perform significant
regional functions in terms of linking the District to prominent activity nodes and areas in adjacent
areas, and comprise the following:
The N17/N2 Corridor with Trichardt-Evander-Kinross-Secunda (TEKS Area) as an industrial
node.
The R23 Corridor which is the main link between Gauteng and KZN.
The N11 National Corridor which is the main road link between the Limpopo Province
through Mpumalanga and into KwaZulu-Natal.
The R35 Corridor which links the central and western parts of the Gert Sibande District
converging with the N11 to the Limpopo Province. To the south it links to the national N3
Corridor between Gauteng and KZN.
The R33 Corridor which extends along the eastern border where it runs parallel to the
border with Swaziland. It also gives access to a number of border posts with Swaziland,
including Oshoek, Sicunusa, Gege and Mahamba.
99
Implications/actions:
The thorough maintenance and upgrading of the national and provincial road network
constituting the five main transportation corridors in the Gert Sibande District.
The efficient “branding” of the five corridors through appropriate signage in order to attract
more tourist traffic through the area (Establishment of “Theme Routes”).
Active promotion of rail as transport mode in the district – especially as an alternative to
road- trucking of coal in the District, e.g. Lothair Swaziland Maputo Rail link.
Formalisation of the provincial road between Badplaas and Barberton as a short-cut to the
Lowveld Tourism Precinct.
The feasibility study into the development of the abovementioned Corridors will result in proper
planning and implementation to harness the growth of the District economy. This will provide
downstream industries for petro-chemical industry and the mines within the District including
forestry beneficiation industries. The District, in partnership with potential investors and other
spheres of Government and Private Sector, will be looking at undertaking feasibility studies along
the corridors for the following:
Manufacturing Hubs-industrial zones (light and medium industrial parks)
Industrial Workshops
Cold rooms and storage facilities
International Conference Centre
Regional sport facilities
Medium to High density housing developments
Shopping centres or malls
Tourist Attraction centres and Leisure facilities including cultural villages
Agro-processing Facilities
Forestry downstream manufacturing hubs
Enhanced farming with co-ordinated market
Economic diversification and empowerment
The District thus has confidence in the economic potential of the corridors which will, among
others, translate into improved revenues for Local Municipalities, which will assist them to provide
more and improved services. It is pleasing to note that over the past few years, major roads in the
District have been upgraded to high standards. National and Regional roads most notably N17, N2,
N11, R33 , etc.
3.3.7. Climate Change Impact
Climate change is one of the most important environmental issues facing the world today. The
impact of climate change is a reality and it cuts across all climate-sensitive sectors including the
100
Agriculture sector. The change in the climate has threatened sectors such as Agriculture leading to
a decrease in food production and therefore putting pressure on the existing sectors.
3.3.8. Economic Development Objectives
The District, in collaboration with its seven (7) constituent Local Municipalities and other
stakeholders endeavours to optimise the impact of economic growth in the district through the
proper implementation of the District Local Economic Development Strategy which addresses, the
following:
Partnerships towards progressively responding to the skills need by the growing Regional
Economy.
Visible promotion and support of SMMEs (Financial and Non-Financial).
Visible promotion of the Tourism Sector.
Increasing local beneficiation and shared Economic Growth across the District.
Promoting and supporting sustainability of the existing businesses within the District.
Identification and implementation of high impact LED projects/programmes like Bio-
Fuel Plant as part of rural economic development in response to Land Reform
Programmes.
Providing support services, mentorship and investment towards ensuring sustainability and
effective utilisation of farms attained through Land Reform Programme.
Development and Training of Co-operatives and SMMEs and establish database thereof.
Promotion of Trade and Investments through Regional Development Agency.
Informal Sector development and Second economy interventions (i.e. skills development).
Promotion of the usage of alternative sources of energy.
The above objectives are aligned to the National and Provincial economic growth plans and
programmes.
101
3.3.9. Comprehensive Rural Development Programme
GSDM rural development plan
Rural Development Plan
The Guidelines for Development of Rural Development Plans published by the Department of
Rural Development and Land Reform states that “The RDP should be focused on homogeneous
functional areas identified according to factors such as unique environmental and climatic
conditions, land ownership profile (communal land areas), and rural areas of high population
concentration or unique settlement functions and spatial distribution”. Furthermore, the RDP is
seen as a “regional spatial development framework”, and therefore the plan is not compiled for the
entire district municipality, but rather for such functional regions within the district.
The rural development plan aims to formulate a comprehensive plan of action for rural
communities living in extreme poverty. GSDM Functional demarcation Areas;
Functional Region 1: The GSDM Highveld area characterised by coal mining, electricity generation
and maize and livestock farming. It comprises the areas of jurisdiction of the Dipaleseng, Govan
Mbeki, Lekwa, Dr Pixley Ka Isaka Seme and a section of the Msukaligwa Local Municipalities.
Functional Region 2: The GSDM Eastern escarpment which holds extensive potential for forestry,
tourism and limited fruit farming. The Eastern Escarpment (Central and South) comprises the
102
majority part of the area of jurisdiction of the Chief Albert Luthuli, Mkhondo and sections of the
Msukaligwa Local Municipality.
Fourteen (14) Rural Intervention Areas/RIA identified in the Gert Sibande District. These are briefly
summarised as follows;
Functional Region 1: Highveld South Region
RIA 1.1: This represents the rural communities in Dipaleseng local municipality and
specifically around Greylingstad, Balfour and Grootvlei.
RIA 1.2: Leandra is the central node to this area and during the consultation process it was
indicated that there is significant potential (and interest) in the establishment of agro
industries in this area.
RIA 1.3: The Lekwa Municipality requested that this rural hinterland between Secunda and
Standerton be identified as a Rural Intervention Area with the focal point being a potential
Rural Node in the vicinity of Thuthukani.
RIA 1.4: This RIA serves the rural hinterland between Standerton and Volksrust with
Perdekop as the Rural Node serving the large number of rural communities in the
surrounding area.
RIA 1.5: The same principle was applied in the triangular shaped rural area between
Bethal, Ermelo and Amersfoort where Morgenzon can be strengthened as a Rural Node
serving surrounding rural communities.
RIA 1.6: Daggakraal is the focal point for this Rural Intervention Area which mainly covers
the area between Wakkerstroom, Volksrust, Amersfoort and Saul Mkhizeville.
RIA 1.7: The Breyten-Kwazanele node is central to this Rural Intervention area which is
located between Bethal, Ermelo and Carolina. This area is characterised by a number of
Land Reform initiatives.
Functional Region 2: Eastern Escarpment Central and South
RIA 2.1: This is a rural cluster around Manzana (Badplaas) in the northern extents of Chief
Albert Luthuli municipality and which also links up with RIA 3.4 in Emakhazeni in Nkangala
District Municipality.
RIA 2.2: Represents the central part of the rural villages in Chief Albert Luthuli Municipality
with Elukwatini being the central focal point.
RIA 2.3: Represents the southern cluster of rural villages in Chief Albert Luthuli Municipality
with Dundonald being the main node serving the area.
RIA 2.4: Lothair is the most prominent node within this Rural Intervention Area. It forms part
of the forestry belt and a number of Land Reform initiatives are located in the area.
RIA 2.5: This area includes the forestry areas to the north of route N2 between Ermelo and
Piet Retief with Sheepmoor and Iswepe being the main nodal points. There are several
103
incidences of informal settlement in these forested areas with Mondi currently working on
the establishment of a number of agri villages in the area (nine in total).
RIA 2.6: This represents the Driefontein-KwaNgema-Emahashini cluster of rural settlement
in the vicinity of the Heyshope Dam. This is also a CRDP priority area and represents one
of the largest rural concentrations of people in the Gert Sibande District Municipality. Mining
was also introduced into the area over the past decade.
RIA 2.7: This intervention area represents the southern rural parts of Mkhondo Local
Municipality and includes two proposed Rural Nodes at Sulphur Springs and Ntombe
respectively.
3.3.10. District Implementation Program
Speed up and finalise Land Reform initiatives in the area.
Compile a Rural Intervention Area Precinct Plan (Development Framework and Business
Plan) for each of the Rural Intervention Areas in line with the following programme (see
Figure 2).
Investigate the possibilities of water harvesting initiatives to improve the water supply in the
area, and the introduction of solar panels to enhance energy supply and cost efficiency to
farmers.
Land Reform and Agricultural Support Programmes
Land Reform and Agricultural Support Programmes (which respond to outcome 7) will be
completed within the next two years and the land restitution programme combined with intensive
agricultural support, with resources allocated for interventions where failures are registered, launch
the Agricultural Support Scheme.
The Comprehensive Agricultural Support Programme (CASP) has been expanded to improve the
effectiveness of the land restitution and reform programmes, finalise and implement Black
Economic Empowerment (BEE) with regard to land acquisition and skills development. The GSDM
has established a land and agricultural coordination unit to streamline rural and agricultural
development activities within the District. A rural and agricultural development strategy was
developed and adopted by council and is under implementation. A vetting exercise to determine
the existence and needs of Agricultural Co-operatives in rural / traditional areas has been
successfully completed and approved by council for implementation in 2015/16.
Agri-Park Programme
The Agri-Park Programme forms part of Government’s undertaking to review all land reform
policies as enunciated in the 2011 Green Paper on Land Reform and the support that needs to be
provided; . The move for its establishment is in line with the President’s 2015 State of the Nation
Address. The aim was to bring small, communal and commercial farmers into the Agri-Park net,
giving them access to training, infrastructure, equipment, logistics and markets.
104
The concept for Agri-Parks draws from existing models here and abroad, including
educational/experimental farms, collective farming, farmer-incubator projects, Agri-clusters, eco-
villages, and urban-edge allotments and market gardens
The focus of the Agri-Park is primarily the processing of ‘agricultural products’ (and the mix of ‘non-
agricultural’ industries may be low or non-existent). Of prime importance will be linkages between
the parks and surrounding agricultural land for production.
The Agri-Park approach will include the selection and training of smallholder farmers, as well as
selecting farms per province for the placement, incubation and training of unemployed agricultural
graduates and other agro-entrepreneurs
The Agri-Park will comprise of three basic units:
The Farmer Production Support Unit (FPSU). The FPSU is a rural outreach unit connected
with the Agri-hub. The FPSU does primary collection, some storage, some processing for
the local market, and extension services including mechanisation. These units will be
available in all 7 local municipalities with GSDM.
Agri-Hub Unit (AH). The Agri-Hub is a production, equipment hire, processing, packaging,
logistics and training (demonstration) unit. The Agri-Hub will be located in Mkhondo Local
municipality.
The Rural Urban Market Centre Unit (RUMC), which will based in Ermelo, Msukaligwa local
municipality. The RUMC has three main purposes;
Linking and contracting rural, urban and international markets through contracts.
Acts as a holding-facility, releasing produce to urban markets based on seasonal
trends.
Provides market intelligence and information feedback, to the AH and FPSU, using
latest Information and communication technologies.
And furthermore the district has launched an District Agri-Park Advisory Committee in support of
the programme. GSDM intends to lead the programme and avail resources to support small-holder
farmers through the provision of capacity building, mentorship, farm infrastructure, production
inputs.
3.3.11. Expanded Public Works Programme
The EPWP is a nationwide programme covering all spheres of government and state-owned
enterprises. The Programme provides an important avenue for labour absorption and income
transfers to poor households in the short to medium-term. It is also a deliberate attempt by the
public sector bodies to use expenditure on goods and services to create work opportunities for the
unemployed. EPWP Projects employ workers on a temporary or on-going basis either by
government, by contractors, or by other non-governmental organizations under the Ministerial
Conditions of Employment for the EPWP or learnership employment conditions.
105
GSDM has established an EPWP unit in the LED department (Outcome 4 and 5) to facilitate the
creation of economic opportunities in the implementation of its capital projects in the applicable
communities.
GSDM aims to create over 1200 job opportunities through local development initiatives including
capital projects, which involves Road Construction, Bulk Supply Line upgrades and Sewer
reticulation projects. Phezkomkhono has been registered on the EPWP MIS System as Social and
Environmental Sector project which led to the creation of over 400 job opportunities in each local
municipality within the district.
106
3.4. KPA 4: Municipal Financial Viability and Management
In terms of the Local Government Municipal Structures Act 1998, Section 83(3), the District
Municipality should build the capacity of local municipalities in its area of jurisdiction to enable them
to perform their functions and carry out their respective powers where such capacity is lacking. In
order for GSDM to meet these obligations, the following programmes are anticipated and service
level agreements will be negotiated with respective Local Municipalities in terms of Section 88(2)
(a) of the Municipal Structures Act.
In order to maintain the financial viability and management, and ensure that the District achieves
its objectives, the following priority matters have to be taken into consideration:
Assistance through a Credit Control Debt Collection Strategy and Revenue Enhancement
Plan for Local Municipalities
Maintain efficient Financial Management Strategies through timeous reporting
Support to Local Municipalities on Institutional and Financial matters whereby an initial
support Senior Manager will be assigned and be dedicated to assess the Local
Municipality’s position.
Benchmarking and introducing Best Practices
Identifying Funding Mechanisms with National Treasury and Provincial Treasury
Harnessing Accountability and Responsibility.
Ensuring that the mSCOA Project for all local Municipalities are being effectively
implemented ensuring compliance
The GSDM is faced with a huge backlog in terms of providing in the basic needs of its community.
Financial investments towards accelerating the provision of free basic services and other major
infrastructural projects have assisted in making sure that more people are enjoying the benefits of
democracy. Much has been done towards attaining the MDGs while improving the lives of all
communities, but access to additional funding from the Treasury Departments is of paramount
importance. Currently the District has a fairly strong balance sheet and would be able to attract
capital from the respective Government Departments and Provincial depts. .e.g Implementing of
RBIG funding through DWS.
The Revenue replacement Grant and the equitable share, increases by approximately 2.94% per
Annum and these increases are well below the inflationary increases. Consequently the District
has limited finding to assist the Local Municipalities, it is contemplated that a District wide revenue
enhancement plan be prepared in conjunction with the local Municipalities to ensure that adequate
funding is available to address the increasing service delivery backlogs. The factors influencing this
year’s budget preparation were the National Government priorities which, amongst others, include
the following:
107
Job Creation
Education and skills Development
Quality Health Care
Rural Development and
The fight against crime and corruption
Vibrant equitable and sustainable rural communities and food security
A development - oriented public service and inclusive citizenship
3.4.1. Credit Control and Debt Collection Strategy for Local Municipalities
It must be highlighted that the debtors book of the Local Municipalities on average exceeds
approximately R250 million. This non-collection timeously of revenues has placed the Local
Municipality in extremely non-viable financial problems and in some instances has resulted in
measure creditors e.g. Eskom not being paid timeously. The Revenue Enhancement Plan referred
to above would take into consideration the Culture of payment for services and the timeous
collection of outstanding debts by rate payers. This includes more accurate tariff setting modules.
Further, the District has continuously embraced its GIS data cleansing Project with all Local
Municipalities in its area of jurisdiction.
The GIS financial data cleansing operations at all local municipalities has reached the stage where
all processes and procedures must be standardised throughout all departments, through the use of
software applications forming part of the day-to-day activities to ensure that data maintained on the
financial and other services information systems are integrated and thus deliver more accurate
data. Accurate data will ensure that the revenue projections done are more realistic and hence
collection can be more effective.
Further, the on-going compliance and implementation of the Municipal Properties Rates Act by
local municipalities into their operations including MSCOA, as well as the management and
recovery of outstanding debt is of extreme importance, as it will ensure that sustainable local
government at local level maybe achieved. The implementation of the Property Rates Act will
enable local municipalities to maximize their fixed revenue in order to finance their operational
expenditure. In future GSDM's funding allocation will be prioritized to areas in the local
municipalities where significant service delivery demands are required especially to address water
and sanitation needs.
The financial data is an area of grave concern and supply of this data to an integrated system are
not taking place as speedily and accurately as expected, mainly due to non-availability of trained
staff and lack of automation. The GIS project raised the issue of clean, standardised financial data
and systems, which the GSDM and the local municipality staff hope to address through the signing
of Memorandums of Understanding between the District-, Local Municipality, Financial System -
and GIS vendors to establish automated applications, data standards and system implementation
.Also the implementation of resolutions in relation to Digital Technology vigorously will assist in the
accessing of data speedily.
108
GSDM intends to maintain and further develop the Shared GIS Service into an Integrated
Management Information System, shared with the Local Municipality Departments and the District.
The advantage of this innovation is that at all times and in any location, the management decision
processes are enhanced through the provision of multi-disciplinary information systems i.e.
financial systems, spatial development and land use management systems, all services
development plans, payment and debt recovery trend, management systems and property
valuation information to ensure that service delivery goals are achieved in a sustainable manner.
Other assistance provided to Local Municipalities
Outline below are the following material Projects that are undertaken by the District:
For the provision of bulk water services, water quality testing and the co-ordination of water
services operations generally throughout the GSDM area of jurisdiction;
For the joint eradication of water services backlogs by way of a co-ordinated approach to
development between DWS, CoGTA, DARDLA, GSDM and Local Municipalities. This is
being achieved through the adoption of the Implementation Protocol on water services;
Sharing of financial, technical and administrative information and experiences. In addition
to the technical and administrative forum, a District Finance Forum needs to meet regularly
to discuss common areas of concern. Further, information relating to best practices, as
well as Treasury Circulars is tabled at these meetings. Matters discussed at the Municipal
Managers Forum are also cascaded down to the Finance Forum meeting and vice versa.
The District together with DWS and COGTA are administering Water related Projects in
terms of the DORA/ RBIG funding
The District and its constituent local municipalities have noted with concern the escalating debt
within its jurisdictional area and through the data cleansing project they intend to provide the much
needed assistance to address the challenges faced by the locals to reduce their growing debts.
The main focus of the aforementioned and any other financial investments throughout the District
is to:
Harness the Municipalities’ capacity to adequately address community needs
Encourage Municipalities to progressively contribute towards the attainment of the SDG’s
targets
Harness the creation of an environment suitable for sustainable creation of jobs and
continued investment in skills development for the Regional economy
Harness excellence and sustained improvement of service delivery and infrastructure
maintenance
Harness improved communication with and optimal community participation of all the
relevant stakeholders in all the developmental imperatives of the District within and beyond
the jurisdiction of the District
109
3.4.2. Supply Chain Management and the introduction of the Centralized Supplier Database and e-Tender Portal
The Local Government: Municipal Finance Management Act requires Municipalities to adopt a
Supply Chain Management Policy that provides legislative guidance and the District has over the
years established a centralised Supply Chain Management Unit which addresses the following:
Procuring goods and services;
Appointment of contractors and other external mechanisms to provide assistance in the
provision of Municipal Services; and
Disposing of assets, including goods no longer needed.
The Supply Chain Management Policy (SCM) is focussed on integrity, efficiency and realizing the
best value for money. This is envisaged to harness public confidence that public funds are being
spent prudently, on its behalf, and not for the personal benefits of public office bearers, officials or
their friends. Diligent care must therefore be taken in establishing controls in order to eliminate
even the perception of fraud or abuse, which can be just as destructive to the public trust in reality.
With the institutional Capacity currently being established with the regard to the Demand and
Acquisition area and Monitoring and Compliance aspects a clear division of duties is being created.
Henceforth within the Demand and Acquisition portfolio the fast tracking and the implementation of
the GSDM budget will be achieved. Hence once the budget are satisfactorily utilised, there will be
more opportunities to attract additional capital from third parties.
The District is co-ordinating activities around the shared audit services concept with at one of its
local municipalities. The Audit Committee is functioning effectively as envisaged. 3-year Audit Risk
Plans in terms of MFMA will be produced by Internal Auditors and these would be reviewed
annually. Further risk plans also allows the municipality to prioritize its risks into high, medium and
low. The high risks are attended to immediately and subsequently the internal controls are
strengthened.
Pertaining to Performance Management Audit Committee, the current Audit Committee will be
utilised instead of establishing an additional Committee to focus specifically on overall
Organizational Performance. In the last five financial years, the Gert Sibande District Municipality
has received the following audit reports:-
2012/13 Unqualified with findings
2013/14 Qualified
2014/15 Unqualified with findings
2015/16 Qualified
2016/17 Unqualified with findings
110
3.4.3. Financial Viability
Currently the District has a positive financial viability status and its able to fund its short medium
and long term commitments at this stage the District need not consider Loan income funding to
finance its Projects and assistance given to LM's.
Outlined below are the key Issues to be addressed in regard to Financial Viability include amongst
others the following:
Standardisation of financial aspects throughout the District and adequately supporting all
municipalities in all financial matters.
Obtaining sufficient financial resources to enable municipalities to be in compliance with
various legislative requirements.
Compliance to all the Government Legislation’s Financial Management prescripts.
Ensuring as far as practicable unqualified Audit reports are being received throughout the
District
Ensuring sound Internal control and Financial Management practices
Ensuring that risk and fraud prevention plans are in place as mechanisms to mitigate
corrupt practices
Coordinating the implementation of the new GRAP standards for Local Municipalities.
Ensuring that the Supply Chain Management and Procurement issues are in place and
adhered to Ensuring that all improvements implemented within the Local Municipalities are
sustainable.
Financial Strategy Plan: Revenue Enhancement Plan
It is anticipated that through the District wild Financial Forum, a standardized Revenue Plan is to
be adopted that incorporates the following:
To effectively manage the revenue value chain
To target debt collection
Improve data integrity
Protect and enhance the revenue base
Action Plan Addressing Core Areas
The Cost Curtailment measures to be introduced
Stringent Cash Management Principles to be adopted
The debtor book to be managed effectively ensuring that the number of days outstanding is
reduced dramatically.
A Steering Committee to be established and be supported by a Technical Committee as follows:
Chief Financial Officer
Head of Departments
Relevant Managers
111
Areas to be addressed
Increasing the tax base of the Local Municipality through Planning and Development
matters
Interacting with LMs regarding their Spatial Plans and Land Use Management
Infrastructure Development to include upgrading of bulk services, introducing incentives,
review of tariff structures.
On Finance Matter – reviewing of contracts ensuring that all investment properties are
taken into consideration
Improvement of Cash Collection, Billing Circles to be Shortened, Profiling of Customers,
Automated meter reading.
Personal to target top hundred financial institutions/businesses, Capacity of debtors
Department to be increased, disconnection and reconnection to be aggressively instituted.
Data Purification and Cleansing to be given priorities.
Stringent Cash Management to be introduced, Daily, Weekly and Monthly cash forecasting
Cost Curtailment Circular to be strictly applied and non – priority expenditure to be
eradicated
112
3.5. KPA5: INTERGOVERNMENTAL RELATIONS, GOOD GOVERNANCE AND PUBLIC PARTICIPATION
The Municipal Systems Act is very specific on the need for community participation. Community
participation – derive from Section 152 (1) e of the Constitution, requires municipalities to
encourage the involvement of the community organizations in the matters of the Local
Government. GSDM has been encouraging communities to participate on affairs of the District.
3.5.1. Interface Between IGR, Communication and Public Participation
The Gert Sibande District Municipality has over the years developed a culture of municipal
governance that complements formal representative government with a system of participatory
governance, and must for this purpose encourages and creates conditions for, the local community
to participate in the affairs of the municipality, including:
The preparation, implementation and review of its IDP;
Establishment , implementation, review of its performance management system;
The monitoring and review of its performance management system;
The preparation of its budget,
And strategic decisions relating to the provision of municipal services.
There is a need for the central co-ordination of programs in order for the Public Participation
strategy to yield the desired goals. Such integration will be guided by the Intergovernmental
Relations Framework Policy, Act No.15 of the IGRFA, 2005. The Act gives guidance in the vertical
and horizontal co-ordination of Government Structures with an aim of enhancing a cooperative
system of Government.
The Key role players in the municipality with regards to public participation are the Councillors
since they serve as:
Facilitators of community/constituency input
Communication link between council and community
Councillors help to monitor the performance of the municipality
The central responsibility of municipalities is to work together with local communities to find
sustainable ways to meet their needs and improve the quality of their lives. Public participation is
outlined in:
The Constitution –Chapter 7 (section 152) two objectives of local government that apply to
public participation:
Provide democratic and accountable government for local communities
Encourage the involvement of communities and community organisations in matters of local
government
The White Paper on Local Government, 1998
The Municipal Structures Act, 117 of 1998
113
The Municipal Systems Act, 32 of 2000
3.5.2. Community Development Workers (CDWs)
CDWs are public officials who work with municipalities where they live to bridge the gap between
services provided by government and access by the communities to these services.
CDWs can attend ward committee meetings and offer advice
CDWs could offer secretarial support to the ward committees
CDW Programme
Municipality No of CDWs Vacancies
Chief Albert Luthuli L M 26 4 (9,14,20,23)
Dipaleseng L M 9 None
Govan Mbeki L M 29 12 (5,11,12,13,15,18,21,25,26,28,30,32)
Lekwa L M 11 4 (1,3,4,8,9)
Msukaligwa L M 17 3 (7,8 & 18)
Mkhondo L M 24 None
Dr Pixley Ka Isaka Seme L M 9 2 (4 & 5)
Functional Wards Committees in GSDM
Municipality No of wards No of functional wards committees None functional
Chief Albert Luthuli L M 25 22 3 (7,9 & 24)
Dipaleseng L M 6 6 00
Govan Mbeki L M 32 28 4
Lekwa L M 15 13 2
Msukaligwa L M 19 16 3 (2,9 & 15)
Mkhondo L M 19 16 3 (1,4 & 11)
Dr Pixley Ka Isaka Seme L M 11 11 0
Total 127 112 15
Ward operational plans
Municipality No of wards No of ward submitted Not submitted
Chief Albert Luthuli L M 25 22 3 (7,9 & 24)
Dipaleseng L M 6 6 00
114
Govan Mbeki L M 32 32 00
Lekwa L M 15 15 00
Msukaligwa L M 19 18 1 (Ward 14)
Mkhondo L M 19 16 3
Dr Pixley Ka Isaka Seme L M 11 11 0
War rooms
Municipality No of established war rooms No of war rooms still to be established No of functional war rooms
Chief Albert Luthuli L M 23 2(7,9) 23
Dipaleseng L M Not yet established None
Govan Mbeki L M 12 20 1 (Ward 29)
Lekwa L M Not yet established 0 None
Msukaligwa L M 1 (Ward 16) 18 1 (Ward 16)
Mkhondo L M 17 2
Dr Pixley 10 1 10
Presidential Hotline
The aim of the Presidential Hotline is to increase the participation of the public in their
government. The Presidential Hotline is instrumental in defining a government that understands the
needs of its people and responds faster to those needs. The initiative does not ask if government
will or is able to provide the services. It focuses on how government should improve the service by
working faster and smarter.
Presidential Hotline Issues
Municipality Open calls Resolved Total Calls
Chief Albert Luthuli L M 57 none 57
Dipaleseng L M 17 7 17
Govan Mbeki L M 64 43 64
Lekwa L M
Msukaligwa L M 174 155 174
Mkhondo L M 334 34 334
Dr Pixley Ka Isaka Seme L M - - -
115
Traditional leadership and partnerships
The involvement of Traditional leaders plays a major role in service delivery in rural areas. The
severe service delivery backlogs in rural areas and the inadequate communication between the
institution of Traditional Leadership and the Municipalities on development initiatives had to be
addressed, thus the formation of a sustainable synergistic partnership between the Gert Sibande
District Municipality and the respective Gert Sibande Local House of Traditional Leaders. This has
played a role in ensuring that both parties are in a position to guarantee full participation of the
rural communities in the decision making processes for their own development.
The total number of traditional Council in the District is Seventeen (17). A total of seven (7)
Traditional Leaders participate in the Municipal Council as per the above mentioned Gazette. The
District ensured that all matters relating to Traditional and Cultural Affairs are budgeted for in order
to maintain and strengthen the relationship between the District Municipality and the Local House
of Traditional Leaders and, has undertaken to support ummemo and traditional council cultural
events held annually hosted by Amakhosi.
Donation towards the traditional events hosted by each Traditional Council as agreed with the Gert
Sibande House of Traditional Leaders. In terms of skills development purposes , the District
enrolled the Traditional Leaders into Leadership and Good Governance programme facilitated by
University of KwaZulu-Natal
116
3.6 KPA 6: SPATIAL DEVELOPMENT ANALYSIS AND RATIONALE
GSDM Strategic Development Framework
The spatial development trajectory of the district is guided by the set of development principles
outlined below.
Actively protect, enhance and manage the natural environmental resources of the District
by way of the guidelines provided in the GSDM Environmental Management Framework
(EMF).
Optimally capitalise on the strategic location of the District through strengthening of the five
national/provincial economic corridors, and to functionally link all towns and settlements to
one another and to surrounding regions.
Establish a functional hierarchy of nodal points in the Gert Sibande District area to optimise
the delivery of social and engineering infrastructure/services, promote local economic
development, and protect valuable agricultural land.
Provide a full range of social services at all the identified nodal points, in accordance with
the nationally approved Thusong Centre concept.
Consolidate the urban structure of the District around the highest order centres by way of
residential infill development and densification in Strategic Development Areas (SDAs)
identified in Municipal Spatial Development Frameworks.
Ensure that all areas in the GSDM (urban and rural) are at least provided with the
constitutionally mandated minimum levels of services as prescribed by the NDP and
enshrined in the Constitution.
Utilise the Chressiesmeer-Heyshope-Wakkerstroom precincts as Tourism Anchors around
which to develop and promote the eastern parts of the District (around route R33) as a
Primary Tourism Corridor.
Promote forestry within and along the identified Primary Tourism Corridor.
Promote intensive and extensive commercial farming activities throughout the District, and
facilitate Agrarian Transformation within the CRDP priority areas.
Facilitate and accommodate mining in the District in a sustainable manner in order to
support local electricity generation and industrial development.
Unlock the industrial development potential of existing towns through developing industry specific
Special Economic Zones/Economic Clusters throughout the District, in line with the Mpumalanga
SDF and the Mpumalanga Vision 2030 Strategy in accordance with the following sectors:
Agricultural Cluster
Forestry Cluster
Industrial Cluster
Enhance business activities (formal and informal) in the Central Business Districts of
identified nodal points in the District, and consolidate business activities around Thusong
Centres and modal transfer facilities in rural areas.
117
Each of these principles are graphically/spatially illustrated in the GSDM SDF map below: In terms
of SPLUMA
118
GSDM SDF map
119
3.6.1 Land Use Management Land Use Management is the system of legal requirements and regulations that apply to land in
order to achieve desirable and harmonious development of the built environment. Every property
has a set of regulations to control development. These regulations are determined by the zoning of
the property.
The challenges around land use management in the GSDM mainly manifest in these groupings:
Urban, built up areas
Town planning schemes regulate land use in the majority of urban nodes in the GSDM. They have
jurisdiction over areas within the urban edge and detail the permitted development in each
property. However, there are challenges regarding the enforcement of these schemes. Residential
erven present the highest rates of contraventions as they are converted to business sites without
the requisite municipal approvals. The result is an increase in densities , leading to infrastructure
problems (e.g Ermelo rental units) and change in character leading to conflicting, unregulated land
uses. The spread of informal settlements in the urban nodes across the district is a symptom of
weak land use management amongst other deficiencies in local municipalities
Rural built up areas
Land use management in the rural areas not covered by land use schemes is barely given any
attention in the GSDM. This is predominantly in the former Kangwane homeland areas. The
populous built up areas perform a crucial developmental function in areas such as Elukwatini,
Dundonald e.t.c. Development in these areas has been left to the markets and headmen to control.
The consequences are best manifesting in Elukwatini which is fast developing without the requisite
planning and development control.
Rural agricultural land
Agricultural land in the GSDM is under constant threat by mining activities. The crucial and
competing land uses require careful and considered management. The majority of municipalities
do not perform land use management in farm areas. However, the Maccsand vs CoCT (2010)
defines municipal planning to include rezoning of land to mining. The 2012 water pollution in
Carolina is an example of some of the challenges associated with unregulated land use in rural
areas.
The main challenges leading to the weak land use control are as follows:
Insufficient human resource capacity to enforce land use By Laws
Inadequate land use management system (e.g developments being connected to services
without planning approvals)
Land Use Management Tools:
SPLUMA provides for the development of plans and policies by the 3 spheres of government to
help municipalities in achieving the prescribed development principles in executing their spatial
planning, land use management and land development functionsThe legal documents regulating
120
land use management are currently under review in order to comply with the requirements of the
Spatial Planning and Land Use management Act 16 (2013). The following is a summary of the
documents under review:
Land use management tools
Status Quo Remedies 2017-2020 Reviews Within Five Years Of Commencement Of
The Act
Land Use Schemes Spatial Development Framework
Land Use
Management Tools
Not Yet Spluma
Compliant:
Spatial
Development
Framework
Land Use Scheme
Land Use
Management
System
Dr. Pixley Ka Isaka Seme
Lekwa
Msukaligwa
Dipaleseng
Gert Sibande Disttrict Municipality
Msukaligwa
Dipaleseng
Dr. Pixley Ka Isaka Seme
Implementing And
Integrating Land Use
Management Systems
Across The District With
Provincial Oversight
Departments
Gmm Already Implementing
Electronic Land Use
Management System
3.6.2 Human Settlements:
The rate at which human settlements planning and development is taking place is slower than the
spread of informal settlements. Human settlements planning in the district is mostly reactive than
proactive. The majority of established townships in Ermelo in the recent history are formalization
processes than greenfield developments. This indicates need to focus on the establishment of
townships to meet the demand and increase revenue generating potential of LMs.
Households in informal settlements.
Local Municipal
area
Number of households in informal
dwellings
Share of total households
2011 2016 2011 2016
Chief Albert Luthuli 2 857 5 206 6.0% 9.7%
Msukaligwa 5 715 4 819 14.0% 9.4%
Mkhondo 1 150 1 086 3.1% 2.4%
Dr Pixley Ka Isaka 1 448 578 7.3% 2.6%
121
Seme
Lekwa 7 414 7 129 23.9% 19.1%
Dipaleseng 3 985 3 832 31.5% 25.8%
Govan Mbeki 23 365 22 212 27.9% 20.4%
Mpumalanga economic development and tourism
Informal settlements sprawling
beyond the approved
settlement edge
Invasion of vacant land
in urban areas
122
Spatial analysis also indicates that a bulk of the service delivery backlogs across the district
coincide with informal settlements. This happens in three main categories:
Planned areas: approved general plan but development on the ground is not consistent
with the general plan making it difficult to connect services.
Unplanned areas: land invasions in areas not planned for residential development
Rural areas where minimum land use management occurs.
GSDM Human Settlements Strategy Proposals
In order to address the human settlements challenges in the GSDM, the Human Settlements
strategy proposes the following priority actions/initiatives to be undertaken by the GSDM towards
enhancing and promoting sustainable human settlement in the district:
Establish the GSDM Human Settlement Working Group and facilitate at least four
coordination and alignment meetings with the seven local municipalities and Mpumalanga
Department of Human Settlement representatives.
Expand the existing GSDM GIS System to include an informal settlement database and
monitoring system and frequently report on informal settlement trends in various parts of
the GSDM.
Allocate funding towards the compilation of Precinct Plans and Feasibility Assessments of
priority Strategic Development Areas as identified/nominated by local municipalities.
Allocate funding towards the compilation of Upgrading Plans for priority informal
settlements earmarked for in-situ upgrading (Category B1).
Coordinate/Fund the annual update and alignment of District and Municipal IDP Housing
Chapters in GSDM area.
Provide consolidated human settlement related funding needs input to Mpumalanga
Department of Human Settlement and GSDM annual budgeting process.
Continuously monitor progress and report on housing projects being implemented in the
GSDM area and incrementally develop an inventory (historic record) delivery in the District
for performance assessment purposes.
Geographical Information Services
As outlined in above, a digital data storage and manipulation platform is necessary for
administrators to address administer planning and revenue functions effectively. Geographic
Information Services provides a base platform on which municipalities can integrate data from
various functions like finance, planning and services in order to streamline municipal planning
efforts. The provision of a GIS platform will enable municipalities to perform, amongst others the
following:
View the status quo of all services and other influencing factors;
Model impacts of interventions and projects;
Measure and analyse progress of projects/challenges visually and
123
Integrate various datasets into the modelling process to enable scenario creation and
impact assessment, to name but a few.
GIS
Chief
Albert
Luthul
i
Dipale
seng
DPKIS Gova
n
Mbe
ki
LEKW
A
Mkho
ndo
Msukaligw
a
Gert Sibande
GIS
Hardware
(Server)
N N N Y N N Y Y
Software
GSDM GSDM GSDM GSD
M
GSDM GSDM GSDM Y
GIS
Practitioner
01 01 0 01 0 0 01 03
Given the lack of GIS hardware and personnel in the majority of the local municipalities, the GSDM
GIS policy promotes the shared services approach to the provision of GIS service to our local
municipalities. This will allow the municipalities that do not have a functional GIS unit to utilise the
GSDM GIS platform. The municipal datasets will be hosted in the GSDM server and made
available to local municipality via portal services. The GSDM is currently paying for GIS licences
for all 7 local municipalities as a first phase of the implementation of the shared services model.
3.6.3 Support Provided to Municipalities
The enactment of the Spatial Planning and Land Use management Act (PLUMA) 16 of 2013
introduced additional planning functions to local government which were performed by provincial
and national spheres of government empowered. The implications of these additional functions are
placing enormous pressure on municipal resources. The GSDM is actively supporting its LMs in
the following areas in order to help them successfully carry out their municipal planning function:
Human resource: Through the ISDG programme, the GSDM is able to recruit graduates in
need of practical training. These graduates are available to support municipalities where
there are human resource constraints in a municipality. During the 2017/18 financial year, 5
town planning graduates were recruited and 1 GIS graduate is also available in the
municipal support team.
Municipal Planning Tribunal: The GSDM is financing and administering the Joint municipal
Planning Tribunal on behalf of 6 local municipalities, namely: Chief Albert Luthuli,
Dipaleseng, Dr. Pixley Ka Isaka Seme, Lekwa, Mkhondo and Msukaligwa LM.
124
GIS licence and data maintenance: The GSDM is paying for GIS software licences for all 7
local municipalities in its area of jurisdiction. The district is also planning on subscribing for
spatial data updates for all 7 local municipalities in order to ensure that spatial and financial
plans are based on a credible database
Update of planning sector plans: The GSDM is supporting municipalities develop land use
schemes in order to comply with the provisions of SPLUMA
Key Issues to be Addressed
Township establishments
Integration of town planning and project packaging (Bulk Infrastructure and for new
Townships)
Identification, audit and acquisition of strategic land for future development (e.g residential,
industrial, cemeteries and landfill sites )
Electronic land use managements systems for the GSDM
125
CHAPTER 4: GSDM PERFORMANCE MANAGEMENT SYSTEM
4.1. Organizational Performance Management Systems
Performance measurement is essentially the process of analyzing the data provided by a
monitoring system in order to assess performance. The aim of performance management is to
improve service delivery by clarifying institutional arrangements, roles and responsibilities and
procedures to be followed in order to ensure effective application of the performance management
system.
Two levels of performance management operate within the municipality:
Organisational level - How the municipality as a whole is achieving its developmental
objective’s as measured against the targets set in the Integrated Development Plan (IDP)
Individual level – Relates to individual performance measured against their respective
accountabilities with regards set objectives in line with the strategic goals of the
organization as directed by the IDP
4.1.1. Organizational Performance Management
Municipalities in South Africa use integrated development planning as a method to plan for the
achievement of sustainable developmental objectives in their respective area of jurisdiction. An
Integrated Development Plan (IDP) provides a five year strategic programme of action aimed at
setting strategic and budget priorities. The IDP aligns the resources and the capacity of a
municipality to its overall developmental objectives and informs the municipal budget.
At the core of effective strategic management lie three functions:
Strategic planning;
Budgeting and financial management
Performance management
Integration of these three functions ensures that the management function is effective and that
service delivery within the municipality takes place according to stakeholder expectations. If any of
the three functions are not planned for and executed well, the system as a whole will be
compromised. In the municipal context, performance management is the logical extension and
completion of the IDP and performance budgeting / financial management processes. The
performance management system is designed to monitor and evaluate the progress made in the
implementation of a municipality’s development objectives, taking into account the timeframe of
projects and budget.
With respect to performance management, this discipline is governed by various key statutory
legislative requirements that provide guidance to ensure compliance and good corporate
governance. The main legislative components are as follows:
Municipal Systems Act 32 (2000)
126
Municipal Finance Management Act (MFMA) 2001.
The Constitution of the Republic of South Africa (Act 108 of 1996)
Municipal Planning and Performance Management Regulations, 2001
Municipal Performance Regulations for Municipal Managers and Managers directly
accountable to Municipal Managers, 2006
Municipal Structures Act, 1998
It is best described in Chapter 6 of the Municipal System Act, 2000, which specifically emphasises
that the municipality must implement a performance management system that is in line with the
priorities, objectives, indicators and targets contained in the IDP. The saying “what you measure
you manage” is appropriate because it is only in the course of performance management that a
municipality will know whether it has achieved its priorities through an integrated planning and
implementation process.
Performance Management, as defined by the Department of Local Government (DPLG), is a
strategic approach to management, which equips leaders, managers, employees and stakeholders
at various levels with a set of tools and techniques to regularly plan, continuously monitor,
periodically measure and review performance of the organization in terms of key performance
indicators (KPI’s) and targets for efficiency, effectiveness and impact. This strategic approach
correlates with the IDP review process, and will also integrate with the development of the SDBIP
and budgetary implementation plan for the year. Strategic direction setting from a performance
driven point of view is important to drive the organisation in a performance-oriented way.
4.1.2. Performance Management Framework
This document represents the reviewed and approved framework for Gert Sibande District
Municipality which will serve as its guiding policy for performance management. It outlines the
processes of how the municipality will undertake its planning (starting of the process), development
and implementation of a performance management system together with the detailed key
performance indicators, the corresponding targets and timelines. The framework outlines important
aspects of the municipality’s performance review (development and review of the measurement
framework), monitoring and assessment and reporting including the determination of the roles of
different role-players. Performance management is a dynamic process and the aim of this
document is to provide a framework within which the dynamics can be managed.
The framework outlines the municipality’s performance management operations regarding –
the legal requirements that the performance management system will fulfil;
the guiding principles that should inform the reviewing, monitoring and reporting of
performance of municipal officials; departments (services) and that of the whole municipal
organisation;
the institutional arrangements to be followed in order to make the system work, and to
facilitate effective delegation of responsibilities to the different role-players in the
municipality’s performance management system process;
127
an approach or a model that describes what areas of performance will be managed, what
mechanisms will be used to report and review performance; and
a programme of action for the development and implementation of the performance
management system.
This performance management framework is based on the document: “Performance management:
A guide for Municipalities” by the Department of Provincial and Local Government, 2001, that gives
direction and includes steps to be followed in the development and implementation of the
performance management system.
This performance management framework is divided into five (5) sections, namely the legislative
and regulations context; the starting of the performance management system; the developing of
the performance management system, the implementation of the performance management
system that includes the reviewing; the monitoring and reporting on the performance management
system; the individual performance management system and capacity building.
Individual Employee Performance Management
Senior managers performance agreements are governed by Section 57 of the Local Government:
Municipal Systems Act, 2000 (Act no. 32 of 2000), and subsequently they are referred to as
section 56 employees. Their performance agreements / plans are guided by the Performance
Regulations 2006 which outline key aspects such as the relationship between organizational and
employee performance management as well as performance agreements, performance plans,
personal development plans, core competency requirements, performance bonus, performance
reviews, performance evaluation system, and management of evaluation outcomes.
According to section 57, a person to be appointed as the municipal manager of a municipality and
a person to be appointed as a manager directly accountable to the municipal manager, may be
appointed to that position only in terms of a written employment contract with the municipality
complying with the provisions of this section and subject to a separate performance agreement
concluded annually.
The performance agreement must be concluded within a reasonable time after a person has been
appointed as the municipal manager or as a manager directly accountable to the municipal
manager and thereafter within one month after the beginning of the financial year of the
municipality. The employment contract must include, subject to applicable labour legislation, details
of duties, remuneration, benefits and other terms and conditions of employment and the
performance agreement must include:
Performance objectives and targets reflected in the annual performance plan which forms
an annexure to the performance agreement that must be met,
Time frames within which those performance objectives and targets must be met;
Performance objectives and targets that must be practical, measurable and based on the
key performance indicators set out in the municipality’s integrated development plan;
128
Standards and procedures for evaluating performance and intervals for evaluation; and
The consequences of substandard performance.
The employment contract for a municipal manager must:
Be for a fixed term of employment not exceeding a period ending two years after the
election of the next council of the municipality;
Include a provision for cancellation of the contract in the case of non compliance with the
employment contract or, where applicable, the performance agreement;
Stipulate the terms of the renewal of the employment contract, but only by agreement
between the parties; and
Reflect the values and principles referred to in section 50, the Code of Conduct set out in
Schedule 2, and the management standards and practices contained in section 51 of the
same act (Act no. 32 of 2000).
A municipality may extend the application of the employment contract and/or performance
agreement for a municipal manager to any manager directly accountable to the municipal manager
according to the agreement between the parties.
In order to ensure that the municipality meets its organisational performance indicators and
standards, performance management system has been cascaded down to all levels of staff. Each
individual is given performance objectives, targets and standards that are linked to the objectives
of his /her team, her/his department and ultimately her/his municipality. Once organisational
objectives and targets have been set, it is possible to cascade them down to relevant departments
and individuals. In turn, the individuals and departments, by achieving their objectives and targets,
contribute towards the Municipality achieving the objectives and targets in its IDP.
Performance management cycle has four key phases. These phases must be linked to the
planning and reviewing phases of the organisation as a whole. Within municipalities, an annual
cycle of planning and budgeting takes place. Out of that, the broad outcomes and key performance
areas for a municipality are developed or re-confirmed by the political leadership. Based on the
broad indicators, the various departments should develop business plans that translate the
municipality’s Key Performance Indicators (KPIs) into indicators for the function. The targets set
out in the business plan for a function become the key performance objectives or indicators for the
head of a particular function.
Thus the performance management cycle is linked to the municipality’s financial year (i.e. 1July –
June the following year). As soon as the IDP is adopted in June, managers and staff sign their
annual performance plan or scorecard in July. Monitoring takes place throughout the year while
reviewing and rewarding are carried out at the end of the financial year i.e. the following June.
4.2. Risk Management
In accordance with Section 62 (1) (c)(i)of the MFMA:
129
“The Accounting Officer of the Municipality must ensure that the Municipality/entity has and
maintains: Effective, efficient and transparent systems of financial and risk management and
internal control.”
The municipality incorporates risk management activities into their daily activities by ensuring that
risk management becomes a standing agenda items in the departmental meetings. Risk
Management is also incorporated into the Head of Department's score card to certify proper
implementation of risk management policy and strategy. Training sessions are done to create
awareness to municipal officials.
The role of risk management within the municipality is to ensure municipal strategic objectives are
achieved by putting in place proper control measures and enabling management to make decisive
decisions.
Risk management has become a culture within municipality as it is incorporated into daily activities
of all the respective departments. The municipality has developed risk management policy and
strategy approved by Council. Risk assessments have been performed to determine potential
threats that may hinder the municipality from achieving its goals. Where the identified risks are
above the risk appetite level, response plans are devised and reported on continuously.
Risk Management Policy
The risk management policy has been developed and approved by the Municipal Council. This
policy is being reviewed on a yearly basis or (and as when circumstances dictate) to factor in
changes in legal framework, organizational development, political and economic trends.
The intent of the policy is to ensure that the Gert Sibande District Municipality identifies, assesses,
manages and monitor risks in an effective and efficient manner to enable management to make
informed decisions to improve service delivery. The policy emphasizes that risk management is the
responsibility of each and every employee.
Risk Management Strategy
The municipal risk management strategy has been developed and approved by Council and is
being reviewed on an annual basis. The strategy indicates how the risk management policy should
be implemented to ensure efficient and effective use of resources.
The risk profile (register) for the municipality has been developed by management in order to avoid
surprises which may occur whilst trying to achieve the municipal strategic objectives. Response
plans clearly indicating mitigation strategies are utilized in ensuring risks are minimized to an
acceptable level as per approved risk management strategy and these are reported on a quarterly
basis to the Risk Management Committee (RMC). Emerging risks are also identified by
management.
130
The RMC was appointed by the Accounting Officer and the Risk Management Committee charter
has been developed and approved to ensure responsibilities of risk management are carried out as
expected. This committee meets on a quarterly basis to monitor risk management activities.
On a yearly basis significant high risks are identified in order to achieve strategic goals as set out
in the Integrated Development Plan (IDP).
4.3. Anti -fraud and Anti - Corruption Policy
The policy developed and approved by Municipal Council to enable the municipality to prevent
fraud before it happens. Awareness sessions are being carried out to reiterate in fraud matters.
The developed municipal risk profile incorporates fraud and corruption related risks and response
plans are developed to mitigate the risks.
Fraud Prevention Plan
The primary objective of the Fraud Prevention Plan is to encourage a culture within the municipality
where all employees continuously behave ethically in their dealings with members of the public and
other stakeholders. Furthermore to encourage all employees and other stakeholders to strive
towards the prevention and detection of fraud impacting, or having the potential to impact on the
municipality.
Internal Audit
The District has its own in house Internal Audit unit which comprises of 3 fulltime employees. A risk
based annual internal audit plan has been developed for the 2015/16 financial year. The core
functions of the internal audit unit are:
To advise the accounting officer and report to the audit committee on matters relating to –
Internal audits
Internal controls
Accounting procedures and practices
Risk and risk management
Performance management
Loss control and
Compliance with legislation
The internal audit unit also engages the services of professional third parties on an adhoc basis to
assist in specialist areas of auditing e.g Information & Communication Technology.
The head of the internal audit unit reports functionally to the audit committee which oversees the
internal audit activities. The internal audit unit has played a major role in the strengthening of
internal controls over the following business units:
Supply Chain Management
Performance Management
131
Human Resources
Finance
Asset Management
Leave Management
Fleet Management
Project Management
132
CHAPTER 5: STRATEGIC GOALS, STRATEGIC OBJECTIVES, PROJECTS & PRIORITIES
5.1. GSDM IDP Strategic Goals, Objectives & Priorities
Strategic Goals Provide equitable, consistent and
sustainable services to the community Improve Socio-economic Growth Achieve and Sustain Financial Viability
within all 8 Municipalities Strengthen Municipal capability
Strategic objectives Support 7 LM’s to improve access to
basic services (water 100%, sanitation 100% and refuse removal 85%)
Support 7 LMs to improve the provision of MH and ES, Disaster Management and library information services through capacity building and resource allocation by 5%
Recruit 11 professionals in the planning and economic development fields
Establish 1 multi-disciplinary municipal support unit for LMs
Achieve unqualified audit outcome with no findings for the District and 2 LMs
Retain 80% skilled personnel to enhance organisational performance
Priorities Increase the number of economically
active co-operatives and SMMEs Pro-active development planning. Develop and implement a co-
operative/SMME biased procurement strategy
Enforcement of land use By-laws Assist local municipalities to utilise
Geographic Information Systems Training and continuous interacting on
mSCOA Explore alternative sources of funding Implementation of the archives policy Enforce internal controls Realign the finance department to
ensure segregation of duties Finalise the establishment of the
municipal support unit Strengthen Public Participation Skills and capacity development Reduce turnaround time in filling of all
vacancies Bulk Infrastructure development Marketing of the laboratory Expand water quality monitoring Intervene and support LMs in addressing
hazardous landfill sites
133
Office of the Municipal Manager
Strategic Goal: Strategic Objectives: Programme /Projects: Priorities:
Provide equitable, consistent and sustainable services to the community
Improve Socio-economic Growth
Achieve and Sustain Financial Viability within all 8 Municipalities
Strengthen Municipal capability
Support 7 LM’s to improve access to basic services (water 100%, sanitation 100% and refuse removal 85%)
Support 7 LMs to improve the provision of MH and ES, Disaster Management and library information services through capacity building and resource allocation by 5%
Recruit 11 professionals in the planning and economic development fields
Establish 1 multi-disciplinary municipal support unit for LMs
Achieve unqualified audit outcome with no findings for the District and 2 LMs
Retain 80% skilled personnel to enhance organisational performance
Co-ordinate IGR Forum. Approval of Municipal IDP by 31st May. Fill approved Sec 54A and 56 posts Compile Quarterly progress reports on the
implementation of the audit plan. Co-ordinate District Internal Audit Forum. Compile Risk based audit plan. Obtain an unqualified audit opinion with no
material findings on reporting on performance objectives and compliance with legislation.
Conduct quarterly performance reviews. Co-ordinate District PM Forum Review the PMS Framework annually. Percentage increase of the institutional
performance. Co-ordinate District Risk Management Forum. Review risk register Co-ordinate and compile quarterly progress
reports on corrective action to address strategic and operational risks.
Maintained full MSCOA readiness. Manage the employee cost against the total
budget Maintained full MSCOA readiness. Manage the employee cost against the total
budget Co-ordinate District Communicators Forum. Develop and distribute an external Newsletter
(Promotion of the District)
Increase the number of economically
active co-operatives and SMMEs
Pro-active development planning.
Develop and implement a co-
operative/SMME biased procurement
strategy
Enforcement of land use By-laws
Assist local municipalities to utilise
Geographic Information Systems
Implementation of the archives policy
Training and continuous interacting on
mSCOA
Explore alternative sources of funding
Enforce internal controls
Realign the finance department to
ensure segregation of duties
Finalise the establishment of the
municipal support unit
Strengthen Public Participation
Skills and capacity development
Reduce turnaround time in filling of all
vacancies
Bulk Infrastructure development
Marketing of the laboratory
Expand water quality monitoring
Intervene and support LMs in
addressing hazardous landfill sites
134
Planning and Economic Development
Strategic Goal: Strategic Objectives: Programme /Projects: Priorities:
Provide equitable, consistent and sustainable services to the community
Improve Socio-economic Growth
Strengthen Municipal capability
Recruit 11 professionals in the planning and economic development fields
Establish 1 multi-disciplinary municipal support unit for LMs
Support LMs in compiling SPLUMA compliant Spatial Development Frameworks (SDFs)
Support LMs in compiling SPLUMA compliant Land Use Schemes (LUSs)
Coordinate Gert Sibande District Joint Municipal Planning Tribunal (JMPT)meetings
Conduct technical studies to support implementation of SDFs
Pay GIS licence subscription fees for 7 LMs Co-ordinate the development of Electronic land use
management system across 7 Local Municipalities Co-ordinate implementation of EPWP Support development of SMME & Co-operatives Co-ordinate and Support Rural Dev programmes Indentify, package and lobby funding for Anchor Projects Co-ordinate LED forum meetings Develop and Review 5 year Integrated Development Plan Co-ordinate IDP forum meetings Co-ordinate Strategic Economic Sector Development Assess structural conditions of Municipal Roads Support public Transport Regulation programmes Co-ordinate the development of the Gert Sibande District
Airport
Increase the number of economically active co-operatives and SMMEs
Pro-active development planning.
Develop and implement a co-operative/SMME biased procurement strategy
Enforcement of land use By-laws
Assist local municipalities to utilise Geographic Information Systems
Implementation of the archives policy
Enforce internal controls
135
136
Financial Services
Strategic Goal: Strategic Objectives: Programme /Projects: Priorities:
Achieve and
Sustain Financial
Viability within all 8
Municipalities
Strengthen
Municipal capability
Establish 1 multi-
disciplinary municipal
support unit for LMs
Achieve unqualified
audit outcome with no
findings for the
District and 2 LMs
Developed a joint audit action plan with managers from all
departments.
Monitor the implementation of action plan and report
monthly to top management and provincial treasury
Preparation of interim AFS (6 and 9 months) with the proper
review processes by CFO, Internal audit and Audit
committee
Quarterly physical verification of assets
Recalculation of the depreciation from the system
Development of LM support strategy
Workshop MPAC of all LMs on how to deal with opening
balance of UIFW
Develop SOPs and procurement strategy to prevent
irregular and unauthorised expenditure
Implementation of the
archives policy
Training and continuous
interacting on mSCOA
Explore alternative
sources of funding
Enforce internal controls
Realign the finance
department to ensure
segregation of duties
Finalise the establishment
of the municipal support
unit
137
Community & Social Services
Strategic Goal: Strategic Objectives: Programme /Projects: Priorities:
Provide equitable, consistent and sustainable services to the community
Improve Socio-economic Growth
Strengthen Municipal capability
Support 7 LM’s to improve access to basic services (water 100%, sanitation 100% and refuse removal 85%)
Support 7 LMs to improve the provision of MH and ES, Disaster Management and library information services through capacity building and resource allocation by 5%
Review of the District Municipal Health Plan Review of GSDM approved by-laws (Health By-laws) Inspect food handling and preparation facilities Take water samples per scheduled target Inspect child care facilities Inspect funeral undertakers Inspect learning institutions Conduct health surveillance inspections on hospitals Perform health surveillance inspections on SAPS premises Perform health surveillance inspections on prison facilities Perform site inspections on clinics Implement of a GSDM Bio-Diversity (Regional Plan) Review of GSDM approved by-law (Waste By-law) Review of GSDM Integrated Waste Management Plan Monitor operational landfill sites in line with Department of
Environmental Affairs (DEA) requirements Library awareness campaigns Review of GSDM Disaster Management Framework and
submissions to council for approval
Expand water quality monitoring
Intervene and support LMs in addressing hazardous landfill sites
interacting on mSCOA
Explore alternative sources of funding
Enforce internal controls
Implementation of the archives policy
Enforce internal controls
138
Corporate Services
Strategic Goal: Strategic Objectives: Programme /Projects: Priorities:
Improve Socio-economic Growth
Strengthen Municipal capability
Recruit 11 professionals in the planning and economic development fields
Establish 1 multi-disciplinary municipal support unit for LMs
Retain 80% skilled personnel to enhance organisational performance
Coordination of community approved consultative meetings
Co-ordinate Sittings of Council meetings as per the approved schedule
Co-ordinate Sittings of Section 80 Committee meetings as per the approved schedule
Facilitate the Review of Organizational Structure to address the objectives of the IDP
Filling of critical position TK 14 and above Support & monitor Performance Management System Develop & implement the Workplace Skills Plan Provision of bursaries to external learners Facilitate recruitment and training of young graduates to
register as technicians / professionals Facilitate the review of municipal policies Monitor compliance with legislation. Co-ordinate Sitting of the district ICT Forum Prepare & submit ICT security reports to the Risk
Management Committee Co-ordinate the implementation of the National
Broadband roll out Procure ICT Hardware in line with ICT migration plan Implementation of the Governance ICT Policy
Framework Percentage increase of the institutional performance. Co-ordinate District PM Forum Conduct quarterly performance reviews. Review the PMS Framework annually Develop and distribute an external Newsletter (Promotion
of the District) Co-ordinate District Communicators Forum
Finalise the
establishment of the
municipal support unit
Strengthen Public
Participation
Skills and capacity
development
Reduce turnaround time
in filling of all vacancies
Implementation of the archives policy
Enforce internal controls
139
Infrastructure and Technical Services
Strategic Goal: Strategic Objectives: Programme /Projects: Priorities:
Provide equitable, consistent and sustainable services to the community
Improve Socio-economic Growth
Support 7 LM’s to improve access to basic services (water 100%, sanitation 100% and refuse removal 85%)
Support 7 LMs to improve the provision of MH and ES, Disaster Management and library information services through capacity building and resource allocation by 5%
Rehabilitation of paved / tarred roads Patching of potholes in all LMs Renovation of community halls Maintenance of 25 high mast lights Disaster Management Centre Construction of DPKIS Procurement of LAB equipment Conduct quarterly reviews of the LAB to maintain accreditation
status by SANAS Provide water quality testing service to all water samples
received from the 7 LMs Refurbishment of Metula & Mpuluzi WTW Procure road maintenance plant & equipment Upgrading of Eerstehoek / Ekulindeni Bulk Water Scheme Construction of the Lusushwane Bulk Water Scheme P2 & P3 Procure borehole maintenance material as per SLA with LMs Procurement of a honey suckers Construction of Amsterdam Bulk Water Scheme Upgrading of Balfour WWTW Upgrading of AC pipes at Msukaligwa Upgrading of the Balfour WTW
Bulk Infrastructure
development
Marketing of the
laboratory
Expand water
quality monitoring
Training and continuous interacting on mSCOA
Explore alternative sources of funding
Implementation of the archives policy
Enforce internal controls
140
5.2. IDP Score Card
KPA 1: MUNICIPAL TRANSFORMATION AND INSTITUTIONAL TRANSFORMATION
Strategic
Objective
Programm
e Outcome
Owne
r KPI
KPI
Ref
Baseline Outer year Targets
2016/17 2018/19 2019/20 2020/21
Recruit 11
professionals in
the planning and
economic
development
fields
Establish 1 multi-
disciplinary
municipal
support unit for
LMs
Institution
al Capacity
-
Organisati
onal
Structure
Build and attract
specialised human
capital MM
% approved Section 54A
and Section 56 positions
filled as per the approved
Organisational Structure
with signed Performance
Agreements
1.1 100% 100% 100% 100%
CS
% approved and budgeted
vacant management
positions filled (Task level
14 and above)
1.2 53.85% 90% 90% 90%
Institution
al Capacity
- ISDG
Build long-term and
sustainable capacity
through training
young professionals
with technical and
project and
operations
management skills
related to water,
Number of candidate
technicians registered as
Professionals (ISDG
Business Plan)
1.3 N/A -
New KPI 12 12 12
141
Strategic
Objective
Programm
e Outcome
Owne
r KPI
KPI
Ref
Baseline Outer year Targets
2016/17 2018/19 2019/20 2020/21
sanitation, electricity,
town planning, GIS
and other built
environment
professions
Strategic
Objective
Programm
e Outcome
Owne
r KPI
KPI
Ref
Baseline Outer year Targets
2016/17 2018/19 2019/20 2020/21
Recruit 11
professionals in
the planning and
economic
development
fields
Establish 1 multi-
disciplinary
Institution
al Capacity
- ISDG
Build long-term and
sustainable capacity
through training
young professionals
with technical and
project and
operations
management skills
related to water,
CS
% of ISDG students
absorbed by the
District/LMs
1.4 N/A -
New KPI 100%1 N/A 100%2
1 Refers to 2014/15 intake.
2 Refers to 2018/19 intake.
142
Strategic
Objective
Programm
e Outcome
Owne
r KPI
KPI
Ref
Baseline Outer year Targets
2016/17 2018/19 2019/20 2020/21
municipal
support unit for
LMs
Retain 80%
skilled personnel
to enhance
organisational
performance
sanitation, electricity,
town planning, GIS
and other built
environment
professions
Institution
al Capacity
-
Employme
nt Equity
To ensure a workforce
reflective of the
demographics of the
District
% of employees from
previously disadvantaged
groups appointed in the
three highest levels of
management as per the
approved EE plan (NKPI)
1.5 92.86% 85% 85% 85%
Recruit 11
professionals in
the planning and
economic
development
fields
Establish 1 multi-
ICT
Services
Improved ICT
enablement of
business/Improved
ICT and business
alignment
CS
% Implementation of
phase 2 of the Corporate
Governance Information
and Communication
Technology Policy
Framework
1.6 N/A -
New KPI 100% N/A3 N/A
3 Outer year targets relate to the implementation of phase 3 of the Corporate Governance Information and Communication Technology Policy Framework.
143
Strategic
Objective
Programm
e Outcome
Owne
r KPI
KPI
Ref
Baseline Outer year Targets
2016/17 2018/19 2019/20 2020/21
disciplinary
municipal
support unit for
LMs
Retain 80%
skilled personnel
to enhance
organisational
performance
Continuous
improvement of
Corporate
Governance and
Governance of ICT
% Implementation of
phase 3 of the Corporate
Governance Information
and Communication
Technology Policy
Framework
1.7 N/A -
New KPI N/A4 100% 100%
Skills
Developme
nt and
Capacity
Building
To ensure the District
invest in the skills of
its employees to fulfil
its roles, in line with
its WSP
Approved Workplace Skills
Plan submitted to LG SETA
on or before 30 April 2019 1.8
WSP
approved
and
submitted
1 1 1
% budget spent on
implementing the
Workplace Skills Plan 1.9 1.09% 1.0% 1.0% 1.0%
4 Implementation of Phase 3 includes coherent assessments that encompass both the Corporate Governance of ICT and Governance of ICT. This KPI is a work
in progress and assessment methods will be developed during the 2018/19 Financial Year to identify gaps between what was expected and was realised.
144
Strategic
Objective
Programm
e Outcome
Owne
r KPI
KPI
Ref
Baseline Outer year Targets
2016/17 2018/19 2019/20 2020/21
Establish 1 multi-
disciplinary
municipal
support unit for
LMs
Achieve
unqualified audit
outcome with no
findings for the
District and 2 LMs
Skills
Developme
nt and
Capacity
Building
Capacitated
Councillors on Local
Government Trends
CS
# of Workshops, seminars
and conferences held to
ensure that Office Bearers
and Councillors are
informed and trained on
Local Government trends
1.10 4 4 4 4
Addressing the
shortage in critical
skills to support
economic growth and
development
Number of learners
supported at tertiary level
through a Bursary-
Contract 1.11 13 14 14 14
Establish 1 multi-
disciplinary
municipal
support unit for
LMs
Achieve
unqualified audit
outcome with no
findings for the
Organizati
onal
Performan
ce
Manageme
nt
To inculcate the
culture of excellence
and performance
management,
monitoring &
evaluation of
achievement of
strategic and
operational objectives
within the District
MM
Overall organisational
performance score
achieved (measured
against all KPIs and Targets
included in the IDP and
SDBIP)
1.12 N/A -
New KPI 3.00 3.00 3.00
Annual Review of
approved PMS Framework
and submission to Council 1.13
Framework
reviewed
and
approved
1 1 1
145
Strategic
Objective
Programm
e Outcome
Owne
r KPI
KPI
Ref
Baseline Outer year Targets
2016/17 2018/19 2019/20 2020/21
District and 2 LMs
Number of Quarterly
Performance Reviews
conducted 1.14 4 4 4 4
All
HODs
Roll out of the
Performance Management
System to all levels of staff
(% of staff members with
completed performance
reviews)
1.15
N/A -
New
measure
ment
100% 100% 100%
146
KPA 2: BASIC SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
Strategic
Objective
Programme Outcome Owner KPI KPI
Ref
Baseline Outer year Targets
2016/17 2018/19 2019/20 2020/21
Support 7
LM’s to
improve
access to
basic
services
(water 100%,
sanitation
100% and
refuse
removal
85%)
LM Allocation
(GSDM Funded
&
Departmental
Allocation)
Improving the
quality of life
and sustainable
development for
communities
ITS
% of GSDM funded
projects as identified in
the IDP completed
(Excluding RBIG)
2.1 48.15% 100% 100% 100%
RBIG
(DWS Funded)
To provide a
sustainable and
holistic value
chain of water
supply and
sanitation
infrastructure
% of Water and Sanitation
(RBIG) projects completed
(Construction Phase) 2.2 N/A -
New KPI 50% 50%5 50%6
% of Water and Sanitation
(RBIG)planning projects
completed (Planning
Phase)
2.3 N/A -
New KPI 100% TBA TBA
5 To be assessed based on completion of RBIG planning projects measured under KPI ID: 2.2.
6 To be assessed based on completion of RBIG planning projects measured under KPI ID: 2.2.
147
Strategic
Objective
Programme Outcome Owner KPI KPI
Ref
Baseline Outer year Targets
2016/17 2018/19 2019/20 2020/21
LM Allocation
(GSDM
Funded)
Development of a
Water Conservation
and Demand
Management Plan for at
least one additional
Local Municipality
2.4 1 N/A7 2 2
Support 7
LM’s to
improve
access to
basic
services
(water 100%,
sanitation
100% and
refuse
removal
85%)
LM Allocation
(GSDM
Funded)
To provide a
sustainable and
holistic value
chain of water
supply and
sanitation
infrastructure
ITS
Review and Update of
the Integrated Water
Services Development
Plan (IWSDP)
2.5 1
Target
relevant
to
2020/218
Target
relevant
to
2020/21
1
7 This KPI in its previous format measured the compilation of a District Integrated Water Conservation and Demand Management Plan. Due to
limited resources all available funding was utilized to develop a Water Conservation and Demand Management Plan for Dipalaseng Local
Municipality and Lekwa Local Municipality in terms of the RBIG Roll Out Plan. No funding was made available for the 2018/19 Financial Year but
the outer year targets remain as the Department will request funds during the 2019/20 IDP/Budget review cycle.
8 KPI to be included in 2018/19 SDBIP with regard to annual reporting on the implementation of the IWSDP.
148
Strategic
Objective
Programme Outcome Owner KPI KPI
Ref
Baseline Outer year Targets
2016/17 2018/19 2019/20 2020/21
Support 7
LM’s to
improve
access to
basic
services
(water 100%,
sanitation
100% and
refuse
removal
85%)
LM Allocation
(Capital
Budget)
To ensure that
the Local
Municipalities
within the
jurisdiction of
GSDM are
capacitated to
provide
minimum levels
of disaster
management
services
% Construction
Completion of Disaster
Management Centre in Dr
Pixely Ka Isaka Seme local
municipality
2.6 3.36% 60% 100% N/A
To ensure
centralized
tactical,
command and
coordination in
response to
disasters within
the district
% Construction
Completion of a Regional
Disaster Management
Centre 2.7
N/A -
New KPI TBA9 TBA TBA
9 To be assessed based on available of funding.
149
Strategic
Objective
Programme Outcome Owner KPI KPI
Ref
Baseline Outer year Targets
2016/17 2018/19 2019/20 2020/21
Pothole Repair
(Departmental
Allocation)
Improved road
transport system
to the benefit of
all citizens
Total square meters [m2]
of roads repaired 2.8 0m² 5000m² 5000m² 5000m²
Support 7 LMs
to improve the
provision of
MH and ES,
Disaster
Management
and library
information
services
through
capacity
building and
resource
allocation by
5%
Municipal
Health Services
(Departmental
Allocation)
To maintain and
improve the
health of all
communities
within the
district
CSS
Review of the District
Municipal Health Plan
2.9 N/A -
New KPI 100% 100% 100%
To enable the
Council to
protect and
promote the
long term
health and
well-being of
people in the
Review of GSDM approved
by-laws (Health By-laws)
2.10
Tariff and
Health
By-Law
review
and
approved
100%10 N/A N/A11
10
Refers to the review of the review of the Municipal Health By-Law.
11 Refers to the review of the Tariff and Municipal Health By-law 2021/22.
150
Strategic
Objective
Programme Outcome Owner KPI KPI
Ref
Baseline Outer year Targets
2016/17 2018/19 2019/20 2020/21
municipal area
Municipal
Health Services
(Health
surveillance)
Identify,
assess,
control and
manage health
hazards and
risks
Number of food handling
and preparation facility
inspections conducted in
terms of the Foodstuffs,
Cosmetics, Disinfectant
Act (FCDA)
2.11
N/A -
New
measure
ment
2000 2000 2000
% of water samples taken
per month compared to
scheduled target 2.12 76.55% 80% 80% 80%
Support 7 LMs
to improve the
provision of
MH and ES,
Disaster
Management
and library
Municipal
Health Services
(Health
Surveillance)
Identify,
assess,
control and
manage health
hazards and
risks
CSS
Number of child care
facility inspections
conducted 2.13 916 700 1000 1000
% of site inspections
performed on funeral
undertakers with a
Certificate of Compliance
2.14 84.80% 75% 80% 100%
151
Strategic
Objective
Programme Outcome Owner KPI KPI
Ref
Baseline Outer year Targets
2016/17 2018/19 2019/20 2020/21
information
services
through
capacity
building and
resource
allocation by
5%
% of site inspections
performed on learning
institutions 2.15 73.33% 25% 35% 50%
% of health
surveillance
inspections performed
on hospitals
2.16 100% 100% 100% 100%
% of health
surveillance
inspections performed
on SAPS premises
2.17 100% 100% 100% 100%
% of health
surveillance
inspections performed
on prison facilities
2.18 100% 100% 100% 100%
Support 7 LMs
to improve the
provision of
MH and ES,
Disaster
Management
and library
Municipal
Health Services
(Health
Surveillance)
Identify,
assess,
control and
manage health
hazards and
risks
CSS
% of site inspections
performed clinics
2.19 87.18% 60% 70% 100%
152
Strategic
Objective
Programme Outcome Owner KPI KPI
Ref
Baseline Outer year Targets
2016/17 2018/19 2019/20 2020/21
information
services
through
capacity
building and
resource
allocation by
5%
Environmental
Services (Air
Quality)
Ensure clean air
and to maintain
the air quality
for future
generations
Review of GSDM approved
by-laws (Environmental
By-laws) 2.20
2 By-laws
(Noise and
Air Quality)
reviewed
and
submitted to
Council
100%12
N/A -
Target
relevant
to
2021/22
N/A -
Target
relevant
to
2021/22
Review of a GSDM Air
Quality Management Plan 2.21
Approved
2015/16
Target
relevant
to
2020/2113
Target
relevant
to
2020/21
100%
% of section 21 facility
inspections conducted in
terms of NEMAQA
2.22 13.24% 10% 20% 30%
% of section 23 facility
inspections conducted in
terms of NEMAQA
2.23 11.54% 10% 20% 30%
12
Refers to the review of the Noise and Air Quality By-laws.
13 KPI to be included in 2018/19 SDBIP with regard to annual reporting on the implementation of the Air Quality Management Plan.
153
Strategic
Objective
Programme Outcome Owner KPI KPI
Ref
Baseline Outer year Targets
2016/17 2018/19 2019/20 2020/21
Support 7 LMs
to improve the
provision of
MH and ES,
Disaster
Management
and library
information
services
through
capacity
building and
resource
allocation by
5%
Environmental
Services (Air
Quality)
Ensure clean air
and to maintain
the air quality
for future
generations
CSS
% reduction in biomass
burning and agricultural
emissions
2.24 N/A -
New KPI
Target
relevant
to
2021/22
Target
relevant
to
2021/22
Target
relevant
to
2021/22
% reduction in emissions
from waste management
2.25 N/A -
New KPI
Target
relevant
to
2021/22
Target
relevant
to
2021/22
Target
relevant
to
2021/22
Environmental
Services
(Pollution
Control)
Minimize the
negative
health impacts
resulting from
intentional and
unintentional
exposure of
communities
to
environmental
pollutants
Development of a
pollution control plan
2.26 N/A -
New KPI N/A N/A 100%
154
Strategic
Objective
Programme Outcome Owner KPI KPI
Ref
Baseline Outer year Targets
2016/17 2018/19 2019/20 2020/21
Environmental
Services
(Bio Diversity)
Conserve and
manage
biodiversity to
ensure
sustainable
benefits
Development/review of a
GSDM Bio-Diversity
(Regional) Plan
2.27 Approved
2014/15 100%
N/A -
Target
relevant
2022/2314
N/A -
Target
relevant
2022/23
Support 7
LM’s to
improve
access to
basic
services
(water 100%,
sanitation
100% and
refuse
removal
85%)
Environmental
Services
(Waste
Management)
To ensure safe
and sound waste
management
within the
District
CSS
Review of GSDM approved
by-laws (Waste By-law) 2.28
N/A -
New KPI N/A N/A 100%
Review of GSDM
Integrated Waste
Management Plan
2.29 Approved
2014 N/A 100%
Target
relevant
to
2024/25
% of Local Municipality
Integrated Waste
Management Plans
reviewed
2.30
Compilation
of LM
IWMPs
Completed
2014
N/A 100%
Target
relevant
to
2024/25
14
KPI to be included in 2018/19 SDBIP with regard to annual reporting on the implementation of the Bio-diversity plan.
155
Strategic
Objective
Programme Outcome Owner KPI KPI
Ref
Baseline Outer year Targets
2016/17 2018/19 2019/20 2020/21
% of operational landfill
sites monitored in line
with Department of
Environmental Affairs
(DEA) requirements
2.31 51.92% 40% 50% 100%
Support 7 LMs
to improve the
provision of
MH and ES,
Disaster
Management
and library
information
services
Community
Health & Social
Development
(HIV/AIDS)
To reduce
infections in
the district
whilst
providing the
best possible
care and
support for the
infected and
affected
CS
Conduct review of the
GSDM District Aids Council
Strategic Plan for HIV &
AIDS, STIs and TB
2.32
Approved
Strategic
Plan
N/A15 N/A 100%
15
KPI to be included in 2018/19 SDBIP with regard to annual reporting on the implementation of the GSDM District Aids Council Strategic Plan for HIV & AIDS, STIs
and TB
156
Strategic
Objective
Programme Outcome Owner KPI KPI
Ref
Baseline Outer year Targets
2016/17 2018/19 2019/20 2020/21
through
capacity
building and
resource
allocation by
5%
Community
Health & Social
Development
(Youth
Development)
To improve the
socio-
economic
atmosphere of
the youth and
eliminate the
triple
challenge
which is
describing the
youth of
unemployment
, inequality
and poverty
Number of Youth
Development programs
implemented
2.33 5 4 4 4
Support 7 LMs
to improve the
provision of
MH and ES,
Disaster
Management
and library
information
services
Community
Health & Social
Development
(Women
Development))
To conform to
the
constitutional
imperatives of
gender
equality/promo
te gender
equality within
the district
CS
# of Women development
programs implemented
2.34 5 1 1 1
157
Strategic
Objective
Programme Outcome Owner KPI KPI
Ref
Baseline Outer year Targets
2016/17 2018/19 2019/20 2020/21
through
capacity
building and
resource
allocation by
5%
Community
Health & Social
Development
(Religious
Affairs)
Foster greater
religious
tolerance and
cooperation
for moral
renewal
# of Religious affairs/moral
regeneration programmes
implemented
2.35 1 1 1 1
Support 7 LMs
to improve the
provision of
MH and ES,
Disaster
Management
and library
information
services
through
capacity
Community
Health & Social
Development
(People with
Disabilities)
To create an
enabling
environment
that will lead
to the full
participation
and
equalization of
opportunities
for persons
with
disabilities
CS
Number of programs
implemented for people
with disabilities
2.36 0 2 2 2
158
Strategic
Objective
Programme Outcome Owner KPI KPI
Ref
Baseline Outer year Targets
2016/17 2018/19 2019/20 2020/21
building and
resource
allocation by
5%
Community
Health & Social
Development
(GSDM
Marathon)
To encourage
social
cohesion,
promote
mental and
physical
development
and well-
being, as well
as help
combat
antisocial
behavior
CSS
Host the Annual GSDM
Marathon
2.37 1 1 1 1
Community
Health & Social
Development
(Culture, Sport
and
Recreation)
Number of Sport,
Recreation and Culture
events held
2.38 9 3 3 3
159
Strategic
Objective
Programme Outcome Owner KPI KPI
Ref
Baseline Outer year Targets
2016/17 2018/19 2019/20 2020/21
Support 7 LMs
to improve the
provision of
MH and ES,
Disaster
Management
and library
information
services
through
capacity
building and
resource
allocation by
5%
Community
Health & Social
Development
(Library
Services)
To provide the
widest range
and choice of
stock to
ensure access
to information
to students
within the
District
CSS
# of Library awareness
campaigns held
2.39 6 5 5 5
Disaster
Management
and safety
D
To ensure that
the Local
Municipalities
within the
jurisdiction of
GSDM are
capacitated to
provide
minimum levels
of disaster
management
services
Review of GSDM Disaster
Management Framework
and submission to Council
for approval
2.40 0 100%
N/A -
Target
relevant
to
2022/23
N/A -
Target
relevant
to
2022/23
160
Strategic
Objective
Programme Outcome Owner KPI KPI
Ref
Baseline Outer year Targets
2016/17 2018/19 2019/20 2020/21
Support 7
LM’s to
improve
access to
basic
services
(water 100%,
sanitation
100% and
refuse
removal
85%)
Laboratory
Services
To provide a
equitable and
sustainable
municipal health
services within
the District ITS
Obtain Laboratory
accreditation
2.41 0% -
Accreditation
not obtained
100% -
Maintain
accredita
tion
status
based on
SANAS
annual
review
process
100% -
Increase
schedule
of
accredita
tion
100% -
Increase
schedule
of
accredita
tion
161
KPA3: LOCAL ECONOMIC DEVELOPMENT
Strategic
Objective Programme Outcome
Own
er KPI
KPI
Ref
Baseline Outer year Targets
2016/17 2018/19 2019/20 2020/21
Support 7 LM’s
to improve
access to basic
services (water
100%,
sanitation
100% and
refuse removal
85%)
Recruit 11
professionals
in the planning
and economic
development
fields
LED,
Tourism and
Agriculture
Reduce
unemployment
PED
The number of Full
Time equivalent job
opportunities created
through a
municipality’s local
economic
development
initiatives, including
capital projects
3.1 276 180 TBA16 TBA
The number of job
opportunities created
through a
municipality’s local
economic
development
initiatives, including
capital projects
3.2 360 500 TBA17 TBA
16
To be assessed based on available funding.
17 To be assessed based on available funding.
162
Strategic
Objective Programme Outcome
Own
er KPI
KPI
Ref
Baseline Outer year Targets
2016/17 2018/19 2019/20 2020/21
Review LED strategy
and submit to Council
for approval 3.3
Strategy
approved
2014
N/A -
Target
relevant to
2020/2118
N/A -
Target
relevant
to
2020/21
100%
Support 7 LM’s
to improve
access to basic
services (water
100%,
sanitation
100% and
refuse removal
85%)
Establish 1 multi-
disciplinary
municipal
support unit for
LMs
LED,
Tourism and
Agriculture
Reduce
unemployment
PED
Hosting of LED
summit
3.4 N/A - New
KPI N/A 1 1
LED,
Tourism and
Agriculture
(Phezukomk
hono)
# work opportunities
created through
municipal
Phezukomkhono
initiatives
3.5 300 ≥300 ≥300 ≥300
LED,
Tourism and
Agriculture
(Co-
operatives/
Rural and
Agri
Developme
# of established co-
operatives financially
assisted by GSDM
through purchasing
and distributing of
production inputs
3.6 23 50 70 50
18
KPI to be included in 2018/19 SDBIP with regard to annual reporting on the implementation of the LED Strategy.
163
Strategic
Objective Programme Outcome
Own
er KPI
KPI
Ref
Baseline Outer year Targets
2016/17 2018/19 2019/20 2020/21
nt)
LED,
Tourism and
Agriculture
(Regional
Airport)
Total meters of Regional Airport Fenced 3.7
N/A - New
KPI 1600m 1600m 1600m
164
KPA 4: MUNICIPAL FINANCIAL VIABILITY AND MANAGEMENT
Strategic
Objective Programme Objectives
Own
er KPI
KPI
Ref
Baseline Outer year Targets
2016/17 2018/19 2019/20 2020/21
Establish 1 multi-
disciplinary
municipal
support unit for
LMs
Achieve
unqualified audit
outcome with no
findings for the
District and 2
LMs
Financial
Management
To ensure that
Organizational
Finances are
managed in an
effective and
efficient manner
CFO
To obtain an
unqualified
audit opinion
4.1
Unqualified
Audit
Opinion
(2016/17)
100% -
Unqualified
Audit
Opinion
100% -
Unqualified
Audit
Opinion
100% -
Unqualified
Audit
Opinion
Asset
Management
GRAP
compliant
asset register
(Measured in
terms of AG
Report)
4.2
100% - No
findings
raised in
audit
report
100% (No
GRAP
Findings in
2017/18 AG
Report)
100% (No
GRAP
Findings in
2018/19 AG
Report)
100% (No
GRAP
Findings in
2019/20
AG
Report)
Financial
Management MM
Full SCOA
readiness
achieved
4.3 100% 100% 100% 100%
Operation
Clean Audit
Improved audit
outcomes for
Local
Municipalities
within the
jurisdiction of
GSDM
CFO
Number of
Local
Municipalities
within the
jurisdiction of
GSDM with
Annual
Financial
Statements
4.4 N/A -
New KPI 7 7 7
165
Strategic
Objective Programme Objectives
Own
er KPI
KPI
Ref
Baseline Outer year Targets
2016/17 2018/19 2019/20 2020/21
submitted on
or before 31
August
Achieve
unqualified audit
outcome with no
findings for the
District and 2
LMs
Operation
Clean Audit
Improved audit
outcomes for
Local
Municipalities
within the
jurisdiction of
GSDM
CFO
Number of
Local
Municipalities
within the
jurisdiction of
GSDM with
improved
audit
outcomes
4.5 N/A - New
Measurement 2 2 3
Budget and
Expenditure
Management
Services
Ensure that the
budget is
adequately
prepared and
reported on
operational
strategy to
minimize
ITS
% of the
Municipality's
capital budget
actually spent
on capital
projects
identified ito
the IDP
4.6 83.50% 70% 85% 90%
166
Strategic
Objective Programme Objectives
Own
er KPI
KPI
Ref
Baseline Outer year Targets
2016/17 2018/19 2019/20 2020/21
financial impact
Ensure that the
budget is
adequately
prepared and
reported on
operational
strategy to
minimize
financial impact
MM
% Employee
costs of total
budget
(annual)
4.7 35% ≤35% ≤35% ≤35%
CFO
Cost coverage
ratio as per IDP
regulations
2001 (annual)
4.8 164.73% 100% 100% 100%
167
KPA 5: INTERGOVERNMENTAL RELATIONS, GOOD GOVERNANCE AND PUBLIC PARTICIPATION
Strategic Objective Programme Outcome Ow
ner KPI
KPI
Ref
Baseline Outer year Targets
2016/17 2018/19 2019/20 2020/21
Achieve
unqualified audit
outcome with no
findings for the
District and 2 LMs
Governance
and
Administratio
n
Unqualified
audit opinion
with no
material
findings on
reporting on
performance
objectives or
non-
compliance
with
legislation
M
M
To obtain an
Audit Report
with No Other
Matters
(Clean Audit
Report) 5.1
Unqualified
Audit
Opinion
with
Emphasis of
Matter
100% -
Clean Audit
Report
(No Other
Matters)
100% -
Clean
Audit
Report
(No Other
Matters)
100% -
Clean
Audit
Report
(No Other
Matters)
To ensure sound
management of
risk that will
enable GSDM to
anticipate and
respond to
changes in the
service delivery
environment
Reviewed and
approved Risk
Based Audit
Plan (Approved
by 30 June)
5.2 2017/18 Audit
Plan approved
25 July 2017 1 1 1
Number of
quarterly
progress
reports on
corrective
5.3 4 4 4 4
168
Strategic Objective Programme Outcome Ow
ner KPI
KPI
Ref
Baseline Outer year Targets
2016/17 2018/19 2019/20 2020/21
action to
address
strategic and
operational
risks
Support 7 LM’s
to improve
access to basic
services (water
100%, sanitation
100% and refuse
removal 85%)
Governance
and
Administratio
n
To provide
oversight on
municipal
activities CS
Number of
Council
meetings held
annually
5.4 13 4 4 4
Number of
Mayoral
Committee
meetings held
5.5 14 12 12 12
Establish 1 multi-
disciplinary
municipal support
unit for LMs
Promotion of
the District
Enhancing
and promoting
the GSDM
brand,
services and
products
through
various
communicatio
n and
stakeholder
M
M
# of External
newsletters
(Insight)
developed and
distributed 5.6 4 4 4 4
169
Strategic Objective Programme Outcome Ow
ner KPI
KPI
Ref
Baseline Outer year Targets
2016/17 2018/19 2019/20 2020/21
engagement
platforms
Mayoral
Excellence
Awards
To recognise
individuals,
groups and
organisations
that have made
a positive
contribution in
improving the
quality of life for
our people
CS
Hosting of
Mayoral
excellence
awards function
held 5.7 1 1 1 1
Support 7 LM’s
to improve
access to basic
services (water
100%, sanitation
Community
Participation
(Mayoral
Imbizos)
Improving
service delivery
and community
involvement in
decision making
CS
# of Mayoral
Imbizo's
scheduled and
held 5.8 1 4 4 4
170
Strategic Objective Programme Outcome Ow
ner KPI
KPI
Ref
Baseline Outer year Targets
2016/17 2018/19 2019/20 2020/21
100% and refuse
removal 85%)
Community
Participation
(Community
Participation)
processes of the
municipality
# of IDP/Budget
consultations
scheduled and
held
5.9 7 2 2 2
Support 7 LM’s
to improve
access to basic
services (water
100%, sanitation
100% and refuse
removal 85%)
Traditional
Affairs
Community
involvement in
Council affairs
# of Traditional
Councils
supported
through
donations
5.1
0 32 17 17 17
Establish 1 multi-
disciplinary
municipal support
unit for LMs
Coherent
Decision-
Making
To ensure that
decisions across
the District are
taken in a
coherent,
efficient and
effective
manner to
influence shared
developmental
direction of the
District
M
M
# of District
MM Forum
meetings held
5.1
1 10 4 4 4
171
KPA 6: SPATIAL RATIONALE AND MUNICIPAL PLANNING ALIGNMENT
Strategic Objective Programme Outcome Ow
ner KPI
KPI
Reference
Baseline Outer year Targets
2016/17 2018/19 2019/20 2020/21
Support 7 LM’s
to improve
access to basic
services (water
100%, sanitation
100% and refuse
removal 85%)
Recruit 11
professionals in
the planning
and economic
development
fields
Municipal
IDP
Improve
integration,
alignment and
co-ordination of
plans and
programmes
PED
Municipal IDP
approved by
Council by no later
than 31 May 6.1
IDP
approved
25 May
2017
100% - IDP
approved
by no later
than 31
May
100% -
IDP
approved
by no
later than
31 May
100% -
IDP
approved
by no
later than
31 May
Spatial
Planning
Improve data
on rural roads
to guide
infrastructure
investment
Finalization of
RAMS Analysis
Report 6.2 1 1 1 1
Enhancing the
human capacity
at
municipalities
for the
operation of
RAMS within
GSDM
Number of S4 Civil
Engineering
Technician
Graduate
employment
opportunities
created
6.3 N/A -
New KPI
6 - Target
achieved
2017/18
To be
assessed
based on
business
plan
To be
assessed
based on
business
plan
172
Strategic Objective Programme Outcome Ow
ner KPI
KPI
Reference
Baseline Outer year Targets
2016/17 2018/19 2019/20 2020/21
Improved
Service
Delivery,
Management
Efficiency and
data sharing
which supports
decision making
Implementation of
the GIS Strategy
through entering
into a Enterprise
Licensing
Agreement
6.4 Zero
Weighted 7 7 7
Support 7 LM’s
to improve
access to basic
services (water
100%, sanitation
100% and refuse
removal 85%)
Spatial
Planning
To ensure that
the District
remains a
quality place to
live, work and
visit
PED
Review of Spatial
Development Plan
and submission to
Council 6.5
Reviewed
and
approved
29 June
2017
Target
relevant
to
2020/21
Target
relevant
to
2020/21
100%
To ensure that
Human
Settlement
development is
done in line
with SDF's and
other adopted
strategic plans
Completion of land
audit on identified
strategic
development areas
6.6 N/A -
New KPI 100% 100% 100%
Develop Land Use
Scheme for local
municipalities 6.7
N/A - New
KPI 1 1 1
173
174
IDP Key Performance Indicator Definitions
Key Performance Indicator IDP Ref Definition/Instruction
% approved Section 54A and
Section 56 positions filled as
per the approved
Organisational Structure
1.1 Section 54A & 56 of the Municipal Systems Act state that a Municipal
Council must appoint a Municipal Manager and Managers directly
accountable to the Municipal Manager.
The 2018/19 Organizational Structure allows for the following Section
54A & 56 posts:
Municipal Manager
General Manager: Corporate Services
General Manager: Community and Social Services
Chief Financial Officer
General Manager: Infrastructure and Technical Services
General Manager: Planning and Local Economic Development
Measurement detail :
Numerator:
# of Section 54A & 56 positions filled (In terms of the Municipal
Systems Act) with a signed Performance Agreement
Denominator:
6 - Total number of Section 54A & 56 positions as per the approved
Organizational Structure
% approved and budgeted
vacant management
positions filled (Task level 14
and above)
1.2 This KPI refers to the filling of vacant management positions as per the
approved Organizational Structure aligned with the IDP and Budget.
Management positions were determined as all posts from Task Level 14
upwards.
This KPI includes positions vacated during the financial year.
Measurement detail :
Numerator:
# of budgeted vacant management positions filled (Task level 14 and
above)
Denominator:
175
Key Performance Indicator IDP Ref Definition/Instruction
Total number of budgeted vacant management positions as per the
approved Organizational Structure/Approved budget (Task Level 14 and
above)
Number of candidate
technicians registered as
Professionals
1.3 The goal of the Infrastructure Skills Development Grant is to develop
infrastructure delivery management capacity within municipalities by
creating a long term and sustainable pool of registered professionals
with skills in the following areas:
Engineering
Town Planning
Architecture
Quantity Surveying
Geographic Information System
Project Management
The Gert Sibande District Municipality's target is to deliver trained
technicians in the following areas -
Civil Engineering Technicians
Chemistry Technicians
Biochemistry Technicians
Microbiology Technicians
Geographic Information System
Town Planner
The candidates will be registered with the relevant statutory bodies as
candidate technicians in the beginning of the program and then as
Professionals upon completion of their experimental training.
% of ISDG students
absorbed by the
District/LMs
1.4 Government does not have the right kinds of skills to meet the specific demands of infrastructure projects and associated service delivery and continues to face the dichotomy of high unemployment among the unskilled and semi-skilled, and high vacancy rates for the highly skilled. Government has committed to investing in developing a graduate pipeline in order to supply the professional and skilled workers, through the Infrastructure Skills Development Grant (ISDG). The strategic goal of the ISDG is to support municipalities to build long-
176
Key Performance Indicator IDP Ref Definition/Instruction
term and sustainable capacity by training a pool of young
professionals with technical and project and operations management
skills related to water, sanitation, electricity, town planning, GIS and
other built environment professions.
An item has been presented to Council sighting absorption by the
District and local municipalities. GSDM have initiated a path towards
having the Recruitment Policy accommodating the absorption of
graduates.
One major challenge is Local Municipalities adhering to the District call as their Councils have not committed to the implementation of ISDG Program. GSDM will strive through its IGR structures to ensure that the skills acquired through the ISDG Program is not lost for the District. Measurement detail of KPI and Target: Numerator: Total number of 2014/15 ISDG student intake absorbed by GSDM/LMs Denominator: Total number of 2014/15 ISDG student intake
% of employees from
previously disadvantaged
groups appointed in the
three highest levels of
management as per the
approved EE plan (NKPI)
1.5 In line with the Employment Equity Act no 55 of 1998, Gert Sibande
District Municipality is striving to promote the constitutional right and
eliminate unfair discrimination in employment and ensure the
implementation of employment equity to redress the effects of
discrimination. GSDM remains committed to providing equal
employment opportunities and endorses the philosophy of affirmative
action and employment equity to achieve a diverse workforce broadly
representative of our people.
The purpose of the plan is the eradication of discrimination in relation
to race, gender and disability that has denied access to opportunities
for education, employment, promotion and wealth creation to South
Africans.
This KPI aims to measure the annually achievement of the targets set
177
Key Performance Indicator IDP Ref Definition/Instruction
out in the municipality's Employment Equity Plan thereby achieving
100% of the Employment Equity Plan by 2021.
* Designated Groups - Black people (Africans, Coloured and Indians),
women and people with disabilities.
Measurement detail of Actual and Target:
Numerator:
Number of black people, women and people with disabilities appointed
in the 3 highest levels of management (Management, Senior
Management and Top Management as per the VIP Employment Equity
Report)
Denominator:
Total staff compliment (Management, Senior Management and Top
Management positions filled as per the VIP Employment Equity Report)
<Note> Management, Senior Management and Top Management
identified through all positions on a Task Level 14 and above)
% Implementation of phase
2 of the Corporate
Governance Information
and Communication
Technology Policy
Framework
1.6 The purpose of the Corporate Governance of Information and
Communication Technology Policy Framework (CGICTPF) project is to
institutionalise the Corporate Governance of and Governance of ICT as
an integral part of the corporate governance within departments.
This CGICTPF provides the Political and Executive Leadership with a set
of principles and practises that must be complied with, together with
an implementation approach to be utilised for Corporate Governance
of ICT within departments.
The detailed phased approach per financial year details the following
deliverables to be completed by June 2019 (Phase 2):
Approved Enterprise Architecture informing the ICT
Architecture;
Approved medium term ICT Strategy.
178
Key Performance Indicator IDP Ref Definition/Instruction
Approved ICT Migration Plan with annual milestones linked
to an enabling budget;
Approved ICT Performance Indicators as contained in the
municipality’s performance management system.
Measurement detail:
Numerator:
Number of implementation deliverables to be completed by June 2019
achieved/completed - All phase 2 deliverables completed by June 2019
Denominator:
Total number of implementation deliverables to be completed by June
2019 (Total of 4 Deliverables)
% Implementation of phase
3 of the Corporate
Governance Information
and Communication
Technology Policy
Framework
1.7 The successful implementation of a Corporate Governance of ICT
system leads to continuous improvement in the creation of value
to the municipality. ICT delivery must be assessed on an on-going
basis to identify gaps between what was expected and what was
realised.
Assessments must be performed coherently and encompass
both:
The Corporate Governance of ICT (ICT contribution to realisation of Municipal value); and
Governance of ICT. (Continuous improvement of the management of ICT).
This KPI is a work in progress and will be based on the
achievement of ICT Performance Indicators as developed through
implementation of Phase 2 - Strategic Alignment, to be completed
by June 2019.
Approved Workplace Skills
Plan submitted to LG SETA
on or before 30 April 2019
1.8 As per Skills Development Act of 1998, organizations are legislated to
pay 1% of their total remuneration costs, charged monthly as a Skills
Development Levy.
A Workplace Skills Plan is a document that outlines the planned
education, training and development interventions for the
organization. Its purpose is to formally plan and allocate budget for
179
Key Performance Indicator IDP Ref Definition/Instruction
appropriate interventions which will address the needs arising out of
local government skills sector plan, the municipality's strategic
requirements as contained in the IDP and the individual departmental
staffing strategies. The WSP shall also take into account the
Employment Equity Plan ensuring incorporation of relevant
developmental equity interventions into the plan.
This KPI will be measured in terms of the submission of the Original
signed Authorization and Stakeholder Support Declaration by no later
than 30 April 2019.
% budget spent on
implementing the
Workplace Skills Plan
1.9 As per Skills Development Act of 1998, organisations are legislated to
pay 1% of their total remuneration costs, charged monthly as a Skills
Development Levy.
A Workplace Skills Plan is a document that outlines the planned
education, training and development interventions for the
organisation. Its purpose is to formally plan and allocate budget for
appropriate interventions which will address the needs arising out of
local government skills sector plan, the municipality's strategic
requirements as contained in the IDP and the individual departmental
staffing strategies. The WSP shall also take into account the
Employment Equity Plan ensuring incorporation of relevant
developmental equity interventions into the plan. Measured against
spending of the training budget.
Measurement detail of Target and Actual:
Numerator:
Total actual expenditure of training & committed expenditure of
training as reported per the 2017/18 Annual Training Report
(Employed)
Denominator:
Total employee and Councilor remuneration budget for the period May
2018 - April 2019
180
Key Performance Indicator IDP Ref Definition/Instruction
# of Workshops, seminars
and conferences held to
ensure that Office Bearers
and Councillors are
informed and trained on
Local Government trends
1.10 The councilor's role is not an easy one and will demand expertise
and knowledge about the local government system and municipal
environment. Councilors require an in depth understanding of
their mandate. High level of expectations of the community they
serve, competing interests among the different groups of citizens
living in the municipality, limited human and financial resources
and tight timeframes for delivery of services are some of the
difficult challenges that Councilors will face during their term of
Office.
Through the Capacity Building vote, GSDM aims at keeping the
Office Bearers and Councilors up to date with Local Government
trends through attending workshops, conferences and seminars.
Number of learners
supported at tertiary level
through a Bursary-Contract
1.11 The Gert Sibande District Municipality is committed to developing
skills of persons who express an interest in developing his/her
knowledge and in doing so, furthering the interest of the Gert
Sibande District Municipality.
The GSDM Bursary-Scheme means financial assistance with
possible in-service training provided by the Gert Sibande District
Municipality to enable the bursar to study at an approved
institution with a view to the bursar obtaining a particular
qualification.
This KPI will be measured through the number of students
sponsored by GSDM to obtain a certain qualification through
awarding of a Bursary-Contract .
Overall organisational
performance score
achieved (measured
against all KPIs and Targets
included in the IDP and
SDBIP)
1.12 The purpose of this KPI is to give feedback regarding the
performance of Gert Sibande District Municipality as required
through The Municipal Systems Act No 32 of 2000 and Municipal
Finance Management Act No 52 of 2003.
Information included in quarterly performance reports is based on
the IDP and SDBIP as developed for the financial year 2018/19.
Scorecards are developed to reflect cumulative performance,
therefore the status of indicators are a reflection of the overall
performance level achieved year to date.
181
Key Performance Indicator IDP Ref Definition/Instruction
Reporting is based on information received from each department
as per the applicable targets per quarter.
The quarterly Organisational Performance Report is a high-level
report based on scores obtained through a process whereby
actual information per Key Performance Area (KPA), strategic
objective, programme and the aligned Key Performance
Indicators and projects are compared to the budget and initial
planning included in the 2018/19 Integrated Development Plan.
Overall performance for Gert Sibande District Municipality is
based on the Departmental Performance Scorecards which is
inclusive of the IDP and SDBIP. Sub-sections are included that
discuss the progress made in achieving the targets as detailed in
each scorecard in terms of the contribution made by each
Department.
Results are presented in the form of scores as detailed below and
are calculated using an automated system and based on the
guidelines contained in the DPLG Regulation 805; Municipal
Performance Regulations for Municipal Managers and Managers
Directly Accountable to Municipal Managers, 2006.
The KPI and Target set aims to measure overall organisational
performance at a score of 3 which is equal to target.
Annual Review of approved
PMS Framework and
submission to Council
1.13 The Performance Management System Framework is the guiding policy
for performance management which outlines the processes of how the
municipality will undertake its planning development and
implementation of a performance management system together with
the detailed key performance indicators, the corresponding targets and
timelines. The framework outlines important aspects of the
municipality's performance planning, monitoring, measurement,
review, reporting and auditing including the determination of the roles
of the different role players.
Measurement will be based on the annual submission of the
Performance Management Framework to Council for approval.
182
Key Performance Indicator IDP Ref Definition/Instruction
Number of Quarterly
Performance Reviews
conducted
1.14 The purpose of this KPI is to give feedback regarding the performance
of Gert Sibande District Municipality as required through The Municipal
Systems Act No 32 of 2000 and Municipal Finance Management Act No
52 of 2003. Information included in the quarterly reviews should be
based on the IDP and SDBIP as developed for the financial year
2018/2019. Scorecards will be developed to reflect cumulative
performance, therefore the status of indicators are a reflection of the
overall performance level achieved year to date.
Overall performance for Gert Sibande District Municipality will be
based on the Departmental Performance scorecards which is inclusive
of all the IDP and SDBIP.
Roll out of the Performance
Management System to all
levels of staff (% of staff
members with completed
performance reviews)
1.15 In the municipal context performance management is the logical
extension and completion of the Integrated Development Planning and
performance budgeting/financial management processes. The
performance management system is designed to monitor and evaluate
the progress made in the implementation of a municipality's
development objectives, taking into account the timeframe of the
projects and budget.
Two levels of Performance Management must be implemented within
the municipality:
1) Organisational level, i.e. how the municipality as a whole is achieving
its development objectives. This is the level of Council, Municipal
Manager and all directors/managers reporting directly to the Municipal
Manager (Section 56 Managers).
2) Individual level: i.e. how well an individual is performing his or her
own duties in line with the requirements of the organisation.
This KPI refers to the Implementation of the Performance Management
System at Individual Level (All staff other than Section 56 Managers)
and will be measured as follows:
Numerator:
Total number of completed performance reviews/appraisals for ALL
Corporate Services staff members for the period of review (1st, 2nd,
3rd & 4th Quarter)*
183
Key Performance Indicator IDP Ref Definition/Instruction
* First Quarter (All Employees as at 30 June 2018)
Second Quarter (All Employees as at 30 September 2018)
Third Quarter (All Employees as at 31 December 2018)
Fourth Quarter (All Employees as at 30 March 2019)
Denominator:
Total number of staff members (Excluding employees removed from
payroll due to resignation, termination of services, retirement or death)
% of GSDM funded projects
as identified in the IDP
completed
2.1 This indicator will measure the # of GSDM funded Projects (Allocation
to LMs & Departmental Allocation) funded and project managed
(GSDM Implementing Agent) by the District and identified in the
2017/18 IDP. This KPI only measures actual construction projects with
completion to be determined through the issuing of the earlier of a
final payment certificate or completion certificate.
This KPI excludes:
- Disaster Management Centre in Pixley (Measured under KPI ID: 2.6)
- Delivery of ashphalt (Procurement only)
- Regravelling and Blading
- Projects implemented through Service Delivery Agreements
- Projects Relating to Water Quality Testing (Water quality measured on
the CSS Scorecard - KPI ID: 2.12.)
- RBIG projects.
This KPI only measures construction projects implemented by GSDM
(measured through completion certificate on or before 30 June 2018)
either through the appointment of Contractors and project managed by
Consultants and/or GSDM.
Measurement detail of Target and Actual:
Numerator:
# of identified 2018/19 ITS projects completed as at 30 June 2019*
184
Key Performance Indicator IDP Ref Definition/Instruction
* Completion reached through the issue on the earlier of final payment
certificate or completion certificate.
Denominator:
Total # of Capital projects (Excluding projects as listed above)
% of Water and Sanitation
(RBIG) projects completed
(Construction Phase)
2.2 This indicator will measure the # of RBIG Projects (DWA funded) with
GSDM as the implementing agent in the 2018/19 IDP completed. This
KPI only measures actual construction projects with completion to be
determined through the issuing of the earlier of a final payment
certificate or completion certificate (Excluding planning projects not yet
in construction phase).
This KPI only measures construction projects implemented by GSDM
either through the appointment of Contractors and project managed by
Consultants and/or GSDM.
Measurement detail of Target and Actual:
Numerator:
# of identified 2018/19 DWA funded RBIG projects completed as at 30
June 2018*
* Completion reached through the issue on the earlier of final payment
certificate or completion certificate.
Denominator:
Total # of RBIG projects (Excluding projects in planning phase not yet in
construction phase)
% of Water and Sanitation
(RBIG)planning projects
completed (Planning Phase)
2.3 This indicator will measure the # of RBIG Projects (DWS funded) with
completed feasibility studies.
This KPI only measures projects currently in the planning and design
phase.
185
Key Performance Indicator IDP Ref Definition/Instruction
Measurement detail of Target and Actual:
Numerator:
# of identified 2018/19 RBIG planning projects completed as at 30 June
2019 (Planning Phase)*
* Completed feasibility studies
Denominator:
Total # of RBIG planning projects (Planning Phase)
Development of a Water
Conservation and Demand
Management Plan for at
least one additional Local
Municipality
2.4 The GSDM intends on embarking on the programme to
understand the operations of the water reticulation system and
the respective water losses that are prevalent in most reticulation
systems.
GSDM intends to support all its local municipalities in terms of
Section 88 (2)a) of the Municipal Structures Act, Act 117 of 1998,
with conducting a study that looks into various strategies for the
modeling of the water services infrastructure, implementation of
Non-revenue water loss studies and the implementation of high
intervention infrastructure projects including the design and
implementation of the proposed management information
management system. The result will be the development of a plan
that will help municipalities in managing and conserving water
considering South Africa is a water scarce country.
This KPI in its previous format measured the compilation of a
District Integrated Water Conservation and Demand Management
Plan. Due to limited resources all available funding was utilized
to develop a Water Conservation and Demand Management Plan
for Dipalaseng Local Municipality and Lekwa Local Municipality in
terms of the RBIG Roll Out Plan.
No funding was made available for the 2018/19 Financial Year but
the outer year targets remain as the Department will request
funds during the 2019/20 IDP/Budget review cycle.
186
Key Performance Indicator IDP Ref Definition/Instruction
Review and Update of
the Integrated Water
Services Development
Plan (IWSDP)
2.5 The District Integrated Water Master Plan (IWMP) provides a
comprehensive sustainable integrated high level District wide, water
service process perspective with respect to bulk and internal water
supply taking cognisance of all factors inclusive of social, economic,
technical, institutional, financial, legal and environmental impact.
% Construction Completion
of Disaster Management
Centre in Dr Pixely Ka Isaka
Seme local municipality
2.6 The District is susceptible to disasters such as floods, veld fires,
road accidents, accidental chemical spillage or explosions of toxic
substances and civilian unrest. A satellite Disaster Management
Centre were completed within the Albert Luthuli Local
Municipality, Dipalaseng Local Municipality and Mkhondo Local
Municipality to be followed by a project to construct another
Disaster Satellite Centre in Dr. Pixley ka Isaka Seme Local
Municipality.
Procurement processes finalised with site establishment in
process. Construction status to be verified and signed off by
consulting engineer at the end of each financial year with practical
completion status earmarked for 2019/20 financial year
confirmed through the issue of a practical completion certificate.
% Construction Completion
of a Regional Disaster
Management Centre
2.7 The District is susceptible to disasters such as floods, veldt fires,
road accidental chemical spillage or explosions of toxic
substances and civilian unrest. Whilst there will be Disaster Sub
Centre's in all the seven constituent Local Municipalities for
prompt responses to emergency calls, the District has identified
the need for a Regional Disaster Centre.
The purpose of the Regional Centre is to facilitate centralized
tactical, command and coordination to all disasters within the
district. It is also envisaged that this will enhance the capacity to
all the municipalities to adequately mitigate and respond to
disasters with the help of neighboring municipalities. The
Regional Centre will assist in operationalising the response to the
Risk Assessment Framework.
Target will be assessed based on available funding.
187
Key Performance Indicator IDP Ref Definition/Instruction
Total square meters [m2] of
roads repaired
2.8 South Africa, being one of the foremost emerging economies in
Africa, is highly reliant on sufficient good infrastructure linking
economic hubs to each other and South Africa to the world. A
major component of this is the roads infrastructure which, among
others, serves as a vital backbone for the movement of people,
goods and services.
Roads that are not under the control of SANRAL and DPWRT
revert to the pertaining local municipalities for maintenance.
These roads are mainly found in urban/town areas.
The seven local municipalities around the Gert Sibande District
are experiencing challenges in terms of pothole maintenance on
municipal paved roads and as such R3,000,000 was allocated to
address these challenges.
Review of the District
Municipal Health Plan
2.9 Under the National Health Act of 2003, Council has a statutory
obligation to develop a plan that seeks to protect, improve and
promote public health within the municipal district. Developing
the plan will result in a far better integration of the District's
Integrated Development Plan.
This KPI and target will be measured through the development of
a District Health Plan and submission to the Mayoral Committee
for final approval.
Review of GSDM approved
by-laws (Health By-laws)
2.10 The responsibility of providing Municipal Health and Environmental
Services was delegated to the District Municipality from the Local
Municipalities, National Departments and Environmental Affairs
respectively as from 2003.
In order to effect service delivery and to serve as comprehensive
regulatory tools the GSDM Municipal Health Division drafted the
following By-laws:
• Tariff by-law
• Municipal Health by-law
This indicator will be measured in terms of the number of by-laws
188
Key Performance Indicator IDP Ref Definition/Instruction
reviewed and submitted to Council.
Only the Municipal Health bylaw scheduled for review during the
2018/19 financial year for submission to Council.
Number of food handling
and preparation facility
inspections conducted in
terms of the Foodstuffs,
Cosmetics, Disinfectant Act
(FCDA)
2.11 Food Control is described by the World Health Organization (WHO) as a mandatory regulatory activity of enforcement by National or Local authorities to provide consumer protection and ensure that all foods during production, handling, storage, processing and distribution are safe, wholesome and for human consumption; conform to quality and safety requirements and are honestly and accurately labeled as prescribed by law.
The GSDM Environmental Health Unit ensures that both the Informal and Formal sectors are monitored to ensure the safe handling of food during production, storage and delivery of these foodstuffs. This is done by evaluating food premises and issuing of COA to compliant premises, as well as monitoring compliance with legal requirements and instituting remedial measures where necessary.
KPI measurement will be based on the number of Food Control inspections done on food premises within the District.
% of water samples taken
per month compared to
scheduled target
2.12 In accordance with the National Health Act of 2003, drinking water supply must regularly be sampled to assess its fitness for human consumption, both on an operational level and on a compliance level. Health services should develop and implement a Water Quality Monitoring Plan for monitoring of water from catchment to consumer, which has the potential to impact human health following use.
Measurement detail for Target and Actual:
Numerator:
Actual number of samples taken per month as against the Municipal Health Water Sample Plan
Denominator:
Total sampling points as per the monthly Municipal Health Water
Sample Plan
189
Key Performance Indicator IDP Ref Definition/Instruction
Number of child care
facility inspections
conducted
2.13 Residential, business and public premises are monitored in order to identify, assess, control and manage health hazards and risks emanating from the use of such premises, This function also includes scrutinising of building plans and providing health comments on environmental impact assessment o proposed new developments in order to ensure that all health aspects are considered.
KPI will be measured in terms of the number of Child Care Facility Inspections conducted during a quarter.
% of site inspections
performed on funeral
undertakers with a
Certificate of Compliance
2.14 Residential, business and public premises are monitored in order to identify, assess, control and manage health hazards and risks emanating from the use of such premises, This function also includes scrutinising of building plans and providing health comments on environmental impact assessment o proposed new developments in order to ensure that all health aspects are considered.
Measurement detail of Target and Actual:
Numerator:
Total number of funeral undertaker facilities inspected
Denominator:
Total number of funeral undertakers with a COC as per the GSDM Database
% of site inspections
performed on learning
institutions
2.15 Residential, business and public premises are monitored in order to identify, assess, control and manage health hazards and risks emanating from the use of such premises, This function also includes scrutinising of building plans and providing health comments on environmental impact assessment o proposed new developments in order to ensure that all health aspects are considered.
Measurement detail of Target and Actual:
Numerator:
Total number of learning institutions inspected
Denominator:
Total number of learning institutions as per the GSDM Database
190
Key Performance Indicator IDP Ref Definition/Instruction
% of health surveillance
inspections performed on
hospitals
2.16 Residential, business and public premises are monitored in order to identify, assess, control and manage health hazards and risks emanating from the use of such premises, This function also includes scrutinising of building plans and providing health comments on environmental impact assessment o proposed new developments in order to ensure that all health aspects are considered.
Measurement detail of Target and Actual:
Numerator:
Total number of hospitals inspected
Denominator:
Total number of hospitals as per the GSDM Database
% of health surveillance
inspections performed on
SAPS premises
2.17 Residential, business and public premises are monitored in order to identify, assess, control and manage health hazards and risks emanating from the use of such premises, This function also includes scrutinising of building plans and providing health comments on environmental impact assessment o proposed new developments in order to ensure that all health aspects are considered.
Measurement detail of Target and Actual:
Numerator:
Total number of SAPS premises inspected
Denominator:
Total number of SAPS premises as per the GSDM Database
% of health surveillance
inspections performed on
prison facilities
2.18 Residential, business and public premises are monitored in order to identify, assess, control and manage health hazards and risks emanating from the use of such premises, This function also includes scrutinising of building plans and providing health comments on environmental impact assessment o proposed new developments in order to ensure that all health aspects are considered.
Measurement detail of Target and Actual:
Numerator:
Total number of prison facilities premises inspected
Denominator:
Total number of prison facilities as per the GSDM Database
191
Key Performance Indicator IDP Ref Definition/Instruction
% of site inspections
performed clinics
2.19 Residential, business and public premises are monitored in order to identify, assess, control and manage health hazards and risks emanating from the use of such premises, This function also includes scrutinising of building plans and providing health comments on environmental impact assessment o proposed new developments in order to ensure that all health aspects are considered.
Measurement detail of Target and Actual:
Numerator:
Total number of health clinics inspected
Denominator:
Total number of health clinics as per the GSDM Database
Review of GSDM approved
by-laws (Environmental By-
laws)
2.20 The responsibility of providing Municipal Health and Environmental
Services was delegated to the District Municipality from the Local
Municipalities, National Departments and Environmental Affairs
respectively as from 2003.
In order to effect service delivery and to serve as comprehensive
regulatory tools the GSDM Municipal Environmental Services Division
drafted the following By-laws:
Noise by-law (Environmental Services)
Air Quality by-law (Environmental Services)
This indicator will be measured in terms of the number of by-laws
reviewed and submitted to Council.
Review of a GSDM Air
Quality Management Plan
2.21 The purpose of this plan is to ensure that clean air is achieved and
maintained in the District over the next 10 to 20 years. It should
include the vision, mission, objectives, strategies and actions needed to
achieve this.
An Air Quality Management Plan was approved during the 2015/16
Financial Year.
This KPI will measure the review of the approved Air Quality
192
Key Performance Indicator IDP Ref Definition/Instruction
Management Plan with submission to Council for approval.
% of section 21 facility
inspections conducted in
terms of NEMAQA
2.22 Measurement detail of KPI and Target:
Numerator:
Total number of Authorised Section 21 facilities inspected during the
reporting period
Denominator:
Total number of Authorised Section 21 facilities as per the GSDM
database
% of section 23 facility
inspections conducted in
terms of NEMAQA
2.23 Measurement detail of KPI and Target:
Numerator:
Total number of Section 23 facilities inspected during the reporting
period
Denominator:
Total number of Section 23 facilities as per the GSDM database
% reduction in biomass
burning and agricultural
emissions
2.24 The National Air Quality Management Act (2005) requires that
each Municipality develops an air quality management plan with
the objective to systematically address air quality concerns. The
outcome of the AQMP will be to achieve compliance with air
quality objectives and to ensure that the ambient air media is
conducive to health and wellbeing of our people.
This outcome based KPI is a work in progress with reporting
requirements and KPI Definitions to be formalised to ensure accurate
and relevant reporting. Implementation of the AQMP will be
monitored through developing KPI's and targets based on an approved
business plan with set actions to be reported on annually.
193
Key Performance Indicator IDP Ref Definition/Instruction
% reduction in emissions
from waste management
2.25 The National Air Quality Management Act (2005) requires that
each Municipality develops an air quality management plan with
the objective to systematically address air quality concerns. The
outcome of the AQMP will be to achieve compliance with air
quality objectives and to ensure that the ambient air media is
conducive to health and wellbeing of our people.
This outcome based KPI is a work in progress with reporting
requirements and KPI Definitions to be formalised to ensure accurate
and relevant reporting. Implementation of the AQMP will be
monitored through developing KPI's and targets based on an approved
business plan with set actions to be reported on annually.
Development of a pollution
control plan
2.26 This project seeks to develop an implementable Environmental
Pollution Control Plan that will guide and assist Gert Sibande
District Municipality in controlling and addressing the pollution
posed by the polluting agents within the District. The objective is
to minimize the negative health impacts resulting from intentional
and unintentional exposure of communities to environmental
pollutants. This plan will lay down provisions for safe and effective
management of Environmental Pollution Control Management
Plan from Pollutants.
Due to budget constraints for the 2017/18 and 2018/19 financial
years, the target has been set for development of this plan for
completion during the 2019/20 financial year.
Measurement will be based on the completion of the
Environmental Control Plan and submission to Council.
Development/review of a
GSDM Bio-Diversity
(Regional) Plan
2.27 Biodiversity considerations are integrated into all other strategies
and plans, such as poverty eradication strategies and
development programmes.
The Goal of the NBSAP is to conserve and manage biodiversity
to ensure sustainable benefits to the people of South Africa,
through co-operation and partnerships that build on strengths and
194
Key Performance Indicator IDP Ref Definition/Instruction
opportunities.
Strategic objectives of the NBSAP can be summarised as follows:
• An enabling framework integrates biodiversity into the socio-
economy
• Biodiversity contributes to socioeconomic development and
sustainable livelihoods
• Biodiversity, including species, ecosystems and ecological
processes, is effectively conserved across the landscape and
seascape, with a focus on biodiversity priority areas
• South Africa’s international obligations are met where feasible
and in the national interest
• A cross-cutting objective which relates to all the above
objectives is: Enhanced institutional effectiveness and efficiency
ensures good governance in the biodiversity sector.
KPI will be measured in terms of development of the Biodiversity
Policy and Strategy and submission to Council.
Review of GSDM approved
by-laws (Waste By-laws))
2.28 The responsibility of providing Municipal Health and Environmental
Services was delegated to the District Municipality from the Local
Municipalities, National Departments and Environmental Affairs
respectively as from 2003.
In order to effect service delivery and to serve as comprehensive
regulatory tools the GSDM Municipal Environmental Services Division
drafted the following By-laws:
Waste By-law
This indicator will be measured in terms of the Waste by-law reviewed
and submitted to Council.
Review of GSDM Integrated
Waste Management Plan
2.29 The development of an Integrated Waste Development Plan (IWMP) is
a requirement for certain organs of state in terms of Section 11 of the
National Environmental Management Waste Act of 2008 for
government to properly plan and manage waste.
In terms of section 11(4)(a)(ii) of the Waste Act, municipalities must
incorporate the approved IWMP in their IDP's as called for by chapter 5
195
Key Performance Indicator IDP Ref Definition/Instruction
of the Municipal Systems Act of 2000. Section 36 of the MSA states
that, a municipality must give effect to its IDP and conduct its affairs in
a manner which is consistent with its IDP. This means that the
development and implementation of the IWMP must be aligned with
the IDP.
Gert Sibande District Municipality is responsible for the implementation
of the IWMP and the evaluating and reviewing of the plan to ensure
that the respective objectives are being met.
The current IWMP was approved during March 2014 with the next
review cycle aimed for the end of the 2019/20 financial year.
% of Local Municipality
Integrated Waste
Management Plans
reviewed
2.30 The development of an Integrated Waste Development Plan (IWMP) is
a requirement for certain organs of state in terms of Section 11 of the
National Environmental Management Waste Act of 2008 for
government to properly plan and manage waste.
In terms of section 11(4)(a)(ii) of the Waste Act, municipalities must
incorporate the approved IWMP in their IDP's as called for by chapter 5
of the Municipal Systems Act of 2000. Section 36 of the MSA states
that, a municipality must give effect to its IDP and conduct its affairs in
a manner which is consistent with its IDP. This means that the
development and implementation of the IWMP must be aligned with
the IDP.
This Indicator refers to the number of Local Municipalities with
reviewed Integrated Waste Management Plans.
% of operational landfill
sites monitored in line with
Department of
Environmental Affairs
(DEA) requirements
2.31 Measurement detail for Target and Actual:
Numerator:
Actual number of landfill Sites inspected during the year as listed on
GSDM Environmental Health Department Database
196
Key Performance Indicator IDP Ref Definition/Instruction
Denominator:
Total number of formal landfill sites inspected
Conduct review of the
GSDM District Aids Council
Strategic Plan for HIV &
AIDS, STIs and TB
2.32 The District Strategic Plan will be subject to an annual and end of term review. Annual strategic reviews are mainly done by the District AIDS Council to assess progress and challenges and develop annual implementation plans and budget.
The end of term evaluation to be done during the 2017/18 financial year will be undertaken to:
Critically assess the extent to which program objectives were achieved
Assess the cost effectiveness of program activities and the likelihood that results will be sustained over the medium to long run
Identify challenges and document lessons and best practices that will inform future strategic program decisions
Provide recommendations on strategic actions that need to be taken to improve future implementation and ensure sustainability of outcomes and institutionalization of key lessons learnt.
Number of Youth
Development programs
implemented
2.33 This KPI relates to Awareness Campaigns, Workshops and Training conducted during the quarter aimed at capacitating the youth.
Planned activities include:
1) Career exhibition
2) Youth Summit
3) Celebrating Youth Day
# of Women development
programs implemented
2.34 This KPI relates to public awareness and education through
Awareness Campaigns, Workshops and Training conducted
during the quarter aimed at capacitating women/girls.
197
Key Performance Indicator IDP Ref Definition/Instruction
# of Religious affairs/moral
regeneration programmes
implemented
2.35 The Moral Regeneration Movement (MRM) is a networking
platform that facilitates and coordinates all processes and
initiatives aimed at combating moral degeneration. As a civil
society-driven initiative that is supported by the government, the
MRM provides the opportunity to redouble our efforts as a full
partnership of the people, and pay special attention to the issues
of development, social cohesion, and nation building. The MRM
also supports traditional and cultural programmes.
Refer to the "Renew the Moral of the People" campaign
scheduled for the second quarter.
Training provided to people
with disabilities to obtain at
least NQF level 5 status
2.36 This KPI relates to public awareness and education through Awareness
Campaigns, Workshops and Training conducted during the quarter
aimed specifically to People with Disabilities.
Host the Annual GSDM
Marathon
2.37 In order to promote a healthy lifestyle and to unleash talent within the
District through sport and recreational activities the District is hosting
an annual GSDM marathon.
Due to budget constraints the target has been moved to the 2019/20
Financial Year.
Number of Sport,
Recreation and Culture
events held
2.38 This KPI relates to Sports, Arts and Culture Campaigns, Workshops,
Training and events conducted during the quarter.
# of Library awareness
campaigns held
2.39 This KPI refers to public awareness and education through Awareness
Campaigns, Training and Workshops held to promote reading among
the youth and the use of library facilities.
Review of GSDM Disaster
Management Framework
and submission to Council
for approval
2.40 The Disaster Management Framework (DMF) is a strategic
policy document and guides all spheres of government in the
implementation of the disaster management act. Hence, the DMF
of GSDM guides all local municipalities in the GSDM area of
jurisdiction in the implementation of disaster management.
This KPI will be measured in terms of the review and submission
198
Key Performance Indicator IDP Ref Definition/Instruction
of the GSDM Disaster Management Framework to Council for
adoption.
Obtain laboratory
accreditation
2.41 The South African National Accreditation System (SANAS) is
recognised by the South African Government as the single
National Accreditation Body that gives formal recognition that
Laboratories, Certification Bodies, Inspection Bodies, Proficiency
Testing Scheme Providers and Good Laboratory Practice (GLP)
test facilities are competent to carry out specific tasks in terms of
the Accreditation for Conformity Assessment, Calibration and
Good Laboratory Practice Act (Act 19 of 2006).
The Gert Sibande District Municipality established a water quality
laboratory to service all the local municipalities and industries
within the district. The laboratory started its operations in August
2010 after receiving the required equipment.
Currently the laboratory is working in collaboration with Mhlathuze
Water as a sub-contracted laboratory, performing analysis that
the GSDM Water Quality Laboratory is currently not equipped to
perform.
The accreditation process was initiated in February 2012.
Feedback on gaps and corrective actions to be implemented was
received but the process was halted due to staff resignations.
Subsequent to the initial failed attempt at accreditation, the
GSDM Water Quality Laboratory has made good strides at trying
to ensure that the implemented system does not fade away.
This KPI refers to the accreditation for the GSDM Water Laboratory to
be maintained based on the Annual Review to be performed from the
South African National Accreditation System within the 2018/19
Financial year.
199
Key Performance Indicator IDP Ref Definition/Instruction
The number of Full Time
job opportunities created
through a municipality’s
local economic
development initiatives,
including capital projects
3.1 The indicator measures the number of full time equivalent jobs created
through the Expanded Public Works Programme (EPWP).
1. Full Time Equivalent (FTE’s) employment:
Means 230 person days of work (i.e. 365 days less 104 weekend days, less 10 public holidays and less 21 annual leave days but inclusive of paid sick leave created by an EPWP project or programme within a financial year. Full time equivalent is the same as person years of work.
The EPWP specifically targets the creation of employment for the poor unemployed people who are unskilled or poorly skilled. Through this employment opportunity, the programme provides basic income for these people on a temporary basis.
2. Characteristics of EPWP projects and how they differ from a normal
job:
• They are highly labour intensive: a large percentage of the overall
project’s cost is paid out in wages to the target group.
• They employ large numbers of EPWP target groups.
• The EPWP target group is paid wages between R50 and R100 per day.
• The EPWP target groups are employed under the working conditions
of the Special Public Works Programme (SPWP).
All EPWP compliant projects must have or display the elements of
employment, and EPWP projects should either be labour intensive or
labour enhanced (activity based).
200
Key Performance Indicator IDP Ref Definition/Instruction
The number of jobs
opportunities created
through a municipality’s
local economic development
initiatives, including capital
projects
3.2 The indicator measures the number of job opportunities jobs created
through the Expanded Public Works Programme (EPWP).
1. An EPWP job opportunity:
• Job opportunity refers to paid work created for an individual on an
EPWP job. The same person can be employed on different projects and
each period of employment will be counted.
• This involves short-term and ongoing work opportunities with an
average duration of 100 days.
• The EPWP specifically targets the creation of employment for the
poor unemployed people who are unskilled or poorly skilled. Through
this employment opportunity, the programme provides basic income
for these people on a temporary basis.
2. Characteristics of EPWP projects and how they differ from a normal
job:
• They are highly labour intensive: a large percentage of the overall
project’s cost is paid out in wages to the target group.
• They employ large numbers of EPWP target groups.
• The EPWP target group is paid wages between R50 and R100 per day.
• The EPWP target groups are employed under the working conditions
of the Special Public Works Programme (SPWP).
All EPWP compliant projects must have or display the elements of
employment, and EPWP projects should either be labour intensive or
labour enhanced (activity based).
Review LED strategy and
submit to Council for
approval
3.3 The purpose of local economic development (LED) is to build up the
economic capacity of a local area to improve its economic future and
the quality of life for all. It is a process by which public, business and
nongovernmental sector partners work collectively to create better
conditions for economic growth and employment generation.
This LED Strategy was prepared as a sector plan of the GSDM Integrated
Development Plan (IDP). Its purpose is to provide GSDM with a
strategic vision, goals and smart objectives, as well as a coherent set of
strategies, programmes and projects through which it must
201
Key Performance Indicator IDP Ref Definition/Instruction
systematically pursue economic development within its jurisdiction.
The formulation of a LED Strategy must be in accordance with the
'Credible LED Framework' that has been put forward by the National
Department of Provincial and Local Government (DPLG). The
framework identifies the following as constituting some of the critical
elements of a credible strategy:
The process followed must involve a high degree of participation by key local and external stakeholders
The strategy must be informed by a sound analysis of the social-economic challenges of the locality, as well as its comparative and competitive advantages
The strategies and projects developed must be realistic and implementable
KPI to be measured through the reviewed LED Strategy submitted to
Council for approval.
Hosting of LED summit 3.4 The purpose of the summit is to build partnerships with relevant
stakeholders and to establish platforms from where continuous
engagements will take place. These platforms will encourage
open dialogue between private and public sector and will assist in
the sharing of best practices within different industries. It will
further encourage local businesses to participate in local
economic development and assist in creating sustainable job
opportunities and eradicating poverty.
KPI and Target will be measured through the actual hosting of the
LED Summit.
# work opportunities
created through municipal
Phezukomkhono initiatives
3.5 The indicator measures the average number of Phezomkhondo Town
Cleaning Staff payed by GSDM during the 2018/19 Financial year.
The average will based on the total number paid employees per month
for the year divided by the total number of months (12).
# of established co-
operatives financially
assisted by GSDM through
purchasing and distributing
of production inputs
3.6 The Community Based Support Plan establishes a basis for the design,
implementation and assessment of mechanisms and processes that
support the development of a more competitive and sustainable SMME
sector. It provides a basis for collaboration and coordination among
public, private and community actors and creates the space for these
actors to contribute to SMME development in the District in a mutually
202
Key Performance Indicator IDP Ref Definition/Instruction
reinforcing and synergistic manner, while enhancing the opportunities
for mobilising resources that can be used to boost the contribution
SMMEs make to sustainable social and economic development in the
District.
The target was set at (20) Co-Operatives to be financially assisted
during the 2018/19 Financial Year.
Total meters of Regional Airport Fenced
3.7 KPI to be measured against the number of meters fenced at the
Regional Airport situated in Ermelo.
To obtain an unqualified
audit opinion
4.1 This indicator refers to the 2017/18 Annual Financial Statements that
are free of material misstatement and measures compliance with
accounting practices that will be evaluated by the Auditor General in
expressing their opinion.
GRAP compliant asset
register (Measured in terms
of AG Report)
4.2 The Gert Sibande District Municipality received a qualified audit opinion
for the 2013/14 financial year. The basis for the qualification was as a
result of the following findings with regard to Property, Plant and
Equipment:
- GRAP 13 requires entities to recognize assets acquired under finance
leases as assets and the associated lease obligations as liabilities in their
statement of financial position. The municipality entered into a finance
sale and lease back agreement for a building with its subsidiary. The
lease contract did not include the lease term and the interest rate and
therefore the auditor's was unable to determine the amount of the
financed leased building, finance lease obligation and the deferred
lease profit on sale and leaseback.
- Overstatement of Non-Current Assets by R30,700,000.
- Assets to the value of R4,729,913 could not be physically verified by
the Auditor's for existence.
Through implementation of the Management Audit Action Plan, GSDM
improved the 2016/17 with no findings related to the disclosure of
assets included in the final audit report.
The target will be measured in terms of no GRAP findings relating to the
203
Key Performance Indicator IDP Ref Definition/Instruction
GSDM Asset Register as determined through the AG Report for the
Financial Year ending 2017/18.
Full SCOA readiness
achieved
4.3 Standard Chart of Accounts (SCOA) means a multi-dimensional
classification framework providing the method and format for
recording and classifying financial transaction information in the
general ledger forming part of the books of account containing a
standard list of all available accounts.
The object of the Municipal Regulations on Standard Chart of Accounts
is to provide for a national standard for the uniform recording and
classification of municipal budget and financial information at a
transaction level by prescribing a standard chart of accounts for
municipalities and municipal entities which -
Are aligned to the budget formats and accounting standards prescribed for municipalities and municipal entities and with the standard charts of accounts for national and provincial government; and
enable uniform information sets recorded in terms of national norms and standards across the whole of government for the purposes of national policy coordination and reporting, benchmarking and performance measurement in the local government sphere.
MSCOA readiness/implementation will be measured in terms of the
following two deliverables:
2019/20 Council approved budget with incorporated MSCOA segments (Finance)
2020/21 Council approved IDP with incorporated MSCOA segments (Planning and Local Economic Development)
Overall implementation to be measured on through the Office of the
Municipal Manager with operational targets incorporated into
Departmental Scorecards.
Compliance to be determined through the Opinion Expressed by the
Auditor-General.
204
Key Performance Indicator IDP Ref Definition/Instruction
Number of Local
Municipalities within the
jurisdiction of GSDM with
Annual Financial
Statements submitted on
or before 31 August
4.4 GSDM is involved in the design and implementation of a
comprehensive turnaround strategy within the District to identify
matters of concern relating to the following:
Financial management and audit readiness
Financial viability/funding assessment
IDP Assessment and Planning
Governance matters
Compliance with Legislation
Local Economic Development
IT Systems
Infrastructure Engineering Technical capacity
Performance Management and Service Delivery
Skills assessment - Senior management
Customer care and community management
This KPI measures the outcome of the implementation of the
turnaround strategy through the submission of Annual Financial
Statements by the legislative date for all 7 Local Municipalities within
the jurisdiction of GSDM.
Number of Local
Municipalities within the
jurisdiction of GSDM with
improved audit outcomes
4.5 GSDM earmarked R1,000,000 in budget allocation for the 2018/19
financial year in terms of the Operation Clean Audit vote to focus on
audit readiness for Mkhondo and Msukaligwa Local Municipality's
respectively. In addition to the budget allocation, GSDM will also
allocate human capital from GSDM to assist where needed.
This KPI will measure the outcome of GSDM's efforts in ensuring
improved audit outcomes for Mkhondo and Msukaligwa in achieving
unqualified audit opinions for the 2017/18 Financial Year.
% of the Municipality's
capital budget actually
spent on capital projects
identified ito the IDP
4.6 % Reflecting actual expenditure/Planned expenditure
Measurement detail:
Numerator:
Actual expenditure - GSDM ITS Projects
Denominator:
Budgeted Expenditure - GSDM ITS Projects
205
Key Performance Indicator IDP Ref Definition/Instruction
% Employee costs of total
budget (annual)
4.7
Indicates the extent to which income is applied to the payment of
personnel. Provides assurance that the proportion of personnel
expenditure to total income is manageable and the impact of personnel
cost increases on the overall budget is limited.
Measurement detail:
Numerator:
Personnel Costs (The amount expended on employees, both part-time
and full-time and which cost relates directly to the employment of
personnel)
Denominator:
Total Income (Income from all sources, including loans and accumulated
surpluses that may be used to defray any expenditure)
Cost coverage ratio as per
IDP regulations 2001
(annual)
4.8 This indicator measures the municipality's ability to meet at least its
monthly fixed operating commitments.
Calculation to determine Cost coverage:
National Composite KPI: A=(B+C)/D where A= Cost coverage;
B=all available cash at a particular time less unspent conditional grants
(Gert Sibande is a district municipality. Income is secured as it
represents grant income as per DORA and as such ALL Grant Income to
be received during the period covering the cost coverage calculation
will be taken into consideration);
C = represents al short term investments;
D= presents monthly fixed operating expenditure*
* All expenditure included in the calculation except for Depreciation,
Amortisation, Provision for Bad Debts, Impairment and Loss on Disposal
of Assets.
206
Key Performance Indicator IDP Ref Definition/Instruction
<Note> As per MFMA Circular 71 the norm range will be based on a
period of 3 months expenditure coverage.
To obtain an Audit Report
with No Other Matters
5.1
This Indicator measures good governance and compliance with
legislation and will be evaluated and considered by the Auditor-General
in determining his opinion and findings on Predetermined Objectives,
Compliance with the MFMA and Internal Controls (Report on other
legal and regulatory requirements).
Clean Audit Report definition - The financial statements are free
from material misstatements (in other words, a financially
unqualified audit opinion) and there are no material findings on
reporting on performance objectives or non-compliance with
legislation.
KPI is reported on retrospectively meaning that the targets relates to
the 2017/18 audit outcome.
Reviewed and approved
Risk Based Audit Plan
(Approved by 30 June)
5.2 The Municipal Finance Management Act Section 152(2)(b) requires that
an Internal Audit Unit must prepare a risk based audit plan and an
internal audit program for each financial year, over and above the
Performance Standards of the IIA which requires the Head of the
Internal Audit Unit to establish a risk based audit plan to align priorities
of the Internal Audit Unit with the objectives and goals of the
Municipality.
207
Key Performance Indicator IDP Ref Definition/Instruction
This KPI will be measured through the approval of a Risk Based Internal
Audit Plan submitted and approved by the Audit Committee by at least
30 June of each year.
Number of quarterly
progress reports on
corrective action to address
strategic and operational
risks
5.3 In order to aid in the facilitation of Enterprise Risk Management
processes within the Gert Sibande District Municipality, and to aid in
the preparation of a risk based audit plan, the risk register must be
reviewed and updated on a continuous bases throughout the financial
year. This can be achieved through workshops, management meetings
or Risk Committee meetings.
This KPI will be measured through the submission of a quarterly Risk
Management Report and the Departmental Risk Management Action
Plans to the Risk Committee.
Number of Council
meetings held annually
5.4 The MFMA clearly separates roles and responsibilities between the
Executive Mayor and Council, and between the Executive Mayor and
the Municipal Manager and other senior officials. It creates a clear line
of authority between the Council, which must approve Council policy,
the Executive Mayor, who must provide political leadership, and the
Municipal Manager, who is accountable to the Mayor and Council for
implementing those polices.
Under the MFMA, councilors' policy setting and oversight functions
include:
setting the direction for municipal activities
setting policy parameters to guide the municipal directives
setting strategic objectives and priorities stating what outcomes and outputs are to be achieved
monitoring the implementation of policies and priorities
KPI to be measured through the number of ordinary Council meetings
held per annum.
208
Key Performance Indicator IDP Ref Definition/Instruction
Number of Mayoral
Committee meetings held
5.5 The MFMA clearly separates roles and responsibilities between the
Executive Mayor and Council, and between the Executive Mayor and
the Municipal Manager and other senior officials. It creates a clear line
of authority between the Council, which must approve Council policy,
the Executive Mayor, who must provide political leadership, and the
Municipal Manager, who is accountable to the Mayor and Council for
implementing those polices.
Under the MFMA, councilors' policy setting and oversight functions
include:
setting the direction for municipal activities
setting policy parameters to guide the municipal directives
setting strategic objectives and priorities stating what outcomes and outputs are to be achieved
monitoring the implementation of policies and priorities
KPI to be measured through the number of ordinary Mayoral meetings
held per annum.
# of External newsletters
(Insight) developed and
distributed
5.6 To promote the District through involvement of communities and
stakeholders by providing feedback and awareness on the
activities of the municipal council .
This will be achieved through the quarterly GSDM Insight
Magazine.
Hosting of Mayoral
excellence awards function
held
5.7 Gert Sibande District Municipality aims to honor individuals and
groups who continue to excel in different spheres – be it in sports,
education, netball, culture and service delivery through the Annual
Mayoral Excellence Awards Function.
KPI will be measured through the hosting of the Annual Mayoral
Excellence Awards Function.
# of Mayoral Imbizo's
scheduled and held
5.8 The Mayoral Imbizo is an on-going Mayoral Outreach Programme
aimed at bringing government closer to the people, whereby the
Municipality interacts with communities regarding upcoming service
delivery projects in their areas and progress on existing ones.
It also affords the public a platform to raise their concerns to the
Municipal leadership.
209
Key Performance Indicator IDP Ref Definition/Instruction
Four (4) Mayoral Imbizos are scheduled to be held during the financial
year.
# of IDP/Budget
consultations scheduled
and held
5.9 The GSDM has planned IDP/ Budget consultation meetings
during which the District meet each local municipality with the aim
of emphasizing Government’s commitments via programmes such
as the Medium Term Strategic Framework priorities, presenting
the draft GSDM IDP, improvement in service delivery, and
ensuring better life for all District residents within the constituent
Local Municipalities.
The target is set at one (1) IDP/Budget consultation meeting per
local municipality within the jurisdiction of GSDM (7 in total).
# of Traditional Councils
supported through
donations
5.10
Government acknowledges the critical role of traditional leadership in
South Africa's democracy and communities, particularly in relationship
to Rural Development. It therefore remains committed to
strengthening the institution of traditional leadership.
KPI will be measured through the number of Traditional Councils
assisted through donations.
# of District MM Forum
meetings held
5.11
This Indicator measures the number of Municipal Managers Forum
meetings held to ensure coordination of district strategy
implementation across the district.
Municipal IDP approved by
Council by no later than 31
May
6.1
This KPI measures adherence to the approved IDP Framework as to the
timeframes and deadlines for submission and approval.
In terms of the IDP Framework, the 2018/19 IDP must be approved by
Council by no later than 31 May 2017.
210
Key Performance Indicator IDP Ref Definition/Instruction
Finalization of RAMS
Analysis Report
6.2 The road network constitutes one of the largest community assets and
is predominantly government owned. It is for this reason that GSDM
introduced the concept of asset management within the roads sector.
KPI to be measured through the condition data (Road Visual
Assessment Report) submitted to the Department of Transport by at
least 30 June 2017.
Number of S4 Civil
Engineering Technician
Graduate employment
opportunities created
6.3 In order for the RAMS project to be a useful tool to GSDM, to ensure
the continuity of the system post-project, and to align the project
outcomes with RAMS grant requirements, six (6) graduates (comprising
unemployed S4 graduates and S3 graduates requiring in-service
training) were sourced from GSDM region to be employed on the
project for its duration.
These graduates shall attend SAQA accredited training courses to
capacitate them in the performance of their duties. They shall,
furthermore, be intimately involved in all aspects of the RAMS
administration, data maintenance and quality checking. The
graduates should ultimately become the custodians of the
implemented RAMS. For the project to be deemed successful, it is
critical that the graduates remain committed to the project for the full
duration. it is equally important that they be incorporated into the
GSDM structures post-project so that the investment (financial, time
and knowledge) can be maximized and the RAMS focused persisted
going forward.
This KPI will be measured in terms of the number graduates employed
within the structures of GSDM after completion of the training
program.
211
Key Performance Indicator IDP Ref Definition/Instruction
Implementation of the GIS
Strategy through entering
into a Enterprise Licensing
Agreement with ESRI SA
6.4 A geographic information system (GIS) integrates hardware, software,
and data for capturing, managing, analyzing, and displaying all forms of
geographically referenced information.
GIS allows us to view, understand, question, interpret, and visualize
data in many ways that reveal relationships, patterns, and trends in the
form of maps, globes, reports, and charts.
A GIS helps you answer questions and solve problems by looking at
your data in a way that is quickly understood and easily shared.
In essence GIS is an IT Application which is spatially accurate that is
used to map the real world. The power of GIS lies is its ability to attach
non spatial information to a spatial feature and to store this
information in a database such as SQL Server which enables the spatial
data to be queried and analyzed.
A typical example of a query is: Find all properties that are vacant and
larger than 1000m² or find all B&B’s in a particular area. The selected
spatial data is identified in the map.
An Enterprise license agreement will address the current challenges of
the municipality and future development planning. The nature of the
ELA is to support the vision of the municipality and continue to enable
development. Having a spatially enabled enterprise solution allows for
the ability to centrally managed data and where needed, have the
ability to pull data from other sources as well which may be in the same
department i.e billing as well.
This KPI will be measured through entering into a Licensing Agreement
with a service provider for GSDM and the 7 Local Municipalities within
the jurisdiction of the Gert Sibande District Municipality.
212
Key Performance Indicator IDP Ref Definition/Instruction
Review of Spatial
Development Plan and
submission to Council
6.5 The Spatial Development Framework (SDF) is an integral part of a
Municipality’s IDP. It represents the spatial expression of the Council’s
development vision, and should therefore be reviewed annually to take
into account changing circumstances.
Measurement will be based on the submission of the reviewed District
SDF to Council for approval.
Completion of land audit
on identified strategic
development areas
6.6 Since 1994, South Africa has embarked on several programmes towards
building a better life for all by providing amongst other, shelter and
basic services for the poorest of communities in the country. This
requires that the three spheres of government take all reasonable and
necessary steps within the framework of national and provincial
housing legislation and policy to initiate, plan, coordinate, facilitate,
promote and enable appropriate housing development in various parts
of the country as contemplated in the Housing Act (1997).
In pursuance of the above, the Gert Sibande District Municipality
initiated the compilation of a consolidated IDP Housing Chapter
comprising a summary of the local IDP Housing Chapters of each of the
seven local municipalities within its jurisdiction. This exercise is
intended to assist the delivery of sustainable human settlements in the
GSDM in the following ways:
Informing the current status quo of housing development needs and provide a projection for the future needs in the municipal area;
Providing the local and district IDP processes with sufficient information about human settlement planning, priority areas, benefits as well as operational and strategic requirements;
Providing sufficient information regarding the allocation of limited financial and human resources to a wide variety of human settlement development initiatives throughout the municipal area;
Providing guidance in prioritising housing projects for urban areas, rural nodal areas and agri-villages in the Gert Sibande District Municipality in order to ensure balanced urban and rural human settlement throughout the municipal area.
Measurement of this KPI will be based on the completion of a land
audit on identified strategic development areas. These areas are still to
be determined and will be defined during the first quarter of the
213
Key Performance Indicator IDP Ref Definition/Instruction
2018/19 Financial Year.
Develop Land Use Scheme
for local municipalities
6.7 Section 24 of the Spatial Planning and Land Use Management
Act of 2013 (SPLUMA) specifies that a municipality must, after
public consultation, adopt and approve a single land use scheme
(LUS) for its entire municipal area within five years from the
commencement of the act. Large parts of the country have never
been part of a land use scheme (e.g. many areas under traditional
leadership) and for many municipalities, land use management is
a new concept. A land use scheme is a tool used by
municipalities to guide and manage development according to the
vision, strategies and policies of the Integrated Development Plan
(IDP) and Spatial Development Framework (SDF), and in the
interests of the general public to promote sustainable
development and quality of life. The general purpose of a Scheme
is to create coordinated, harmonious and sustainable
development of a municipal area in such a way that it efficiently
promotes health, safety, order, amenity, convenience and general
welfare, as well as efficiency and economy in the process of
development.
This KPI will be measured through the development and
completion of a Land Use Scheme for Mkhondo Local
Municipality ( ) and Pixley ka Seme Local Municipality (2017/18).
2018/19 Target relate to the development and completion of a
Land Use Scheme for an additional identified Local Municipality.
214
National Key Performance Indicators 2017/2018
KPI Description
Method of Reporting
The percentage of households with access to basic
level of water, sanitation, electricity and solid
waste removal
Reporting only as per IDP
and Annual Report
The percentage of households earning less than R1
100 per month with access to free basic services
Reporting only as per IDP
and Annual Report
The percentage of a municipality’s capital budget
actually spent on capital projects identified for a
particular financial year in terms of the
municipality’s integrated development plan
Measured on IDP
Scorecard
< Refer to KPI ref: 4.6>
The number of jobs created through a
municipality’s local economic development
initiatives, including capital projects
Measured on IDP
Scorecard
<Refer to KPI ref: 3.1 &
3.2>
The number of people from employment equity
target groups employed in the three highest levels
of management in compliance with a
municipality's approved employment equity plan
Measured on IDP
Scorecard
<Refer to KPI ref: 1.5)
The percentage of a municipality’s budget actually
spent on implementing its workplace skills plan
Measured on IDP
Scorecard
<Refer to KPI ref: 1.9>
Financial ratios Cost coverage measured
on IDP Scorecard
<Refer to KPI ref: 4.8>
215
216
217
CHAPTER 6: GSDM STRATEGIES, SECTOR PLANS, POLICIES AND SWOT
ANALYSIS
This Section embodies Executive Summaries of the respective operational strategies (Sector
Plans) compiled and prepared by Gert Sibande District Municipality. These Sector Plans constitute
core components of the IDP of the District Municipality as per Section 26 of the MSA and plays a
significant role in the integration process. Some of these plans were/are/will be prepared /
developed and others reviewed in consideration of the relevant District wide development
initiatives and directly inform and align with those of the constituent municipalities.
6.1. Sector Plans
The list of sector plans herein includes among the following:
SECTOR PLAN/POLICY/STRATEGY STATUS QUO
Policy on Standing Orders of Council
Human Resources Strategy Approved
Employment equity plan Approved
Work skills plan Approved
Employee assistant programme Approved
Retention Strategy Approved
Succession Plan To be developed
Human Resources Plan Approved
Recruitment, Selection, Transfer, Promotion and Demotion Policy Approved
Leave Policy Approved
Occupational Health & Safety Approved
Cell Phone Allowance Policy Approved
Risk Management Policy & Risk Strategy Approved
Performance Management Framework Approved
Fraud Prevention Plan Approved
Telephone Policy Approved
Performance Management Framework and Procedure for Staff below
section 56
Approved
Security and Parking Policy Approved
Library Policy Approved
Municipal ICT Governance Policy Framework and Audit Compliance Approved
Catering Policy Approved
Travelling Allowance Policy Approved
Smoking Policy Approved
Practical Training For Volunteerism & Internship Policy Approved
People with Disability Policy Approved
Placement Policy Approved
ICT Policy Approved
218
Induction Policy Approved
HIV & AIDS Policy Approved
Fleet Management Policy Approved
Fraud and Prevention Policy Approved
Donation Policy Approved
Compensation for Occupation disease and Injuries Approved
Cash & investment Policy Approved
Bursary Scheme for Community Approved
Acting Allowance Policy Approved
Community/public participation strategy Draft
Youth development strategy To be developed
District disability strategy Draft
Gender mainstreaming strategy Approved
District HIV Plan To be developed
08 x Air Quality Management Plans draft
Integrated Waste Management plans Draft
Municipal Health Plan To be developed
Climate Change policy draft
An Integrated Rural and Agricultural Development Strategy approved
LED Strategy Approved
Tourism Sector Development Plan Approved
Spatial development Framework Approved( under review)
Integrated transport Plan Approved
Disaster Management plan Under review
The aforementioned Sector Plans are informed by the developmental priorities and objectives as
articulated in this document. It is for this reason they are incorporated in this plan so as to forge a
linkage with other Sector Plans and ensure seamless implementation of the IDP as an inclusive
and coherent strategic planning tool of the District.
219
CHAPTER 7: SECTOR DEPARTMENTS, PARASTATALS, PRIVATE SECTOR PROJECTS
7.1. Department of Human Settlements
Municipality Project/Programme
Name/Description
Project location Progress as at 31 April
2018
2017-18 Budget Total project
cost
R’000
MSUKALIGWA MUNICIPALITY
MSUKALIGWA ISUP/ TINONGO TRADING /
BREYTEN/ 100
BREYTEN
100
PROJECT COMPLETED R10,900,000.00 R11,780,251.00
MSUKALIGWA FARM WORKER AND
HOUSING
ASSISTANCE/SOKZA
CONSTRUCTION
GREY’S FARM
50
29 COMPLETIONS
R6 206 376.00 R4 437 306.50
REMAINING
R1 769 069.51
MSUKALIGWA IRDP/MOTHEO GROUP WESSELTON EXT. 6&7
500
496 COMPLETIONS
4 RECPLACEMT OF
BENEFICIARIES
R63 335 718.99 R59 318 137.14
REMAINNG
R4 017 581.85
MSUKALIGWA ISUP/MOTHEO GROUP WESSELTON EXT. 7&11
500
75 ROOFS
33 WALL PLATES
08 SLABS
R54 973 500.00 R4 000 421.35
REMAINING
R50 973 078.65
MSUKALIGWA ISUP/SUKUYIMANI KWAZANELE AND BREYTEN
500
NONE R54 973 500.00 R54 973 500.00
MSUKALIGWA ISUP/DR BONGANI WESSELTON
300
ONLY STARTED WITH SITE
ESTABLISHMENT
R32 984 100.00 R32 984 100.00
220
GOVAN MBEKI MUNICIPALITY
GOVAN MBEKI PH2 INFOR/XJR
CONSTRUCTION (500)
EMBALENHLE EXT. 20& 22
500
383 COMPLETE
32 ROOFS
36 WALL PLATES
19 SLABS
30 SITES WITH
CHALLENGES
R60 507 270.00 R51 747 635.00
REMAINING
R8 759 635.00
GOVAN MBEKI ISUP/PBAMBOO ROCK EMBALENHLE EXT.10,18,19
AND 20
500
124 COMPLETED
10 SLABS
5 WALL PLATES
R55 000 000.00 R17 536 883.91
REMAINING
R155 108 616.09
GOVAN MBEKI FARM WORKER AND
HOUSING
ASSISTANCE/SOKZA
CONSTRUCTION
SAKHISIZWE FARM
50
20 COMPLETIONS
11 ROOFS
R6 269 850.00
R3 142 529.95
REMAINING
R2 796 022.64
GOVAN MBEKI ISUP/XJR CONSTRUCTION
(1500)
EMZINONI AND VARIOUS
AREAS
500
95 COMPLETIONS
70 ROOFS
20 WALL PLATES
R177 675 000.00
R16 561 112.50
REMAININD
R161 113 887.50
Municipality Project/Programme
Name/Description
Project location Progress as at 31 April
2018
2017-18 Budget Total project cost
R’000
PIXLEY KAISAKA SEME MUNICIPALITY
PIXLEY
KAISAKA
SEME
PHP/YOUR TRADE DAGGAKRAAL
200
PROJECT COMPLETED 22 000 000.00 R11 045 187.66
REMAINING
R1 413 142.34
221
PIXLEY
KAISAKA
SEME
ISUP/GEBENGA WAKKERSTROOM AND
SIZAMELENI
250
212 COMPLETIONS
38 BENEFICIARIES DO NOT
HAVE SITES
R30 328 635.00. R24 330 727.50
REMAINING
R5 997 907.50
PIXLEY
KAISAKA
SEME
ISUP/ZAMANGCE KWAZAMOKUHLE
140
111 COMPLETIONS
9 ROOFS
20 FINISHES
R17 337 206.60 R15 164 666.32
REMAINING
R2 172 540.28
DIPALISENG MUNICIPALITY
DIPALISENG IRDP/ PRINCE OF TIDES/300 RIDGE VIEW –BALFOUR
300
300 ROOFS R32,700,000.00 R26,647,072.57
DIPALISENG DEEP SPACE PROJECTS GROOTVLEI AND
SIYATHEMBA
300
PROJECT COMPLETED R33 000 000.00 R36 135 288.00
REMAINING
R27 259 962.00
CHIEF ALBERT LUTHULI MUNICIPALITY
CHIEF ALBERT
LUTHULI
EMERGENCY/SOKZA
CONSTRUCTION
REDHILL/GLENMORE
36
19 COMPLETIONS
10 ROOFS
R4 494 268.80 R3 442 495.40
REMAINING
R1 051 773,40
CHIEF ALBERT
LUTHULI
FARM WORKER AND
HOUSING
ASSISTANCE/SOKZA
CONSTRUCTION
MANZANA
50
50 COMPLETE R6 226 075.00 R5 747 586.71
REMAINING
R4 785 488.29
CHIEF ALBERT
LUTHULI
RURAL/SOKZA
CONSTRUCTION
TSHAKASTAAD
14
10 COMPLETIONS
3 SLABS
1 UNTOUCHED
R 1 739 119.20
R1 148 471.61
REMAINING
R590 647.59
CHIEF ALBERT
LUTHULI
ISUP/UMCEBO SILOBELA
200
15 ROOFS
48 WALL PLATES
R25 079 400.00 R5 488 788.49
REMAINING
222
29 SLABS R19 590 611.51
CHIEF ALBERT
LUTHULI
ISUP/DELU SILOBELA EXT. 3 & 4
300
PROJECT COMPLETED R37 619 100.00 R37 619 097.00
REMAINING
R3.00
Municipality Project/Programme
Name/Description
Project location Progress as at 31 April
2018
2017-18 Budget Total project cost
R’000
MKHONDO MUNICIPALITY
MKHONDO PHP/K D MADONSELA/3 AMSTERDAAM
3
3 ROOFS R327,000.00 R219,344,25
MKHONDO IRDP ph2/NKOLELO PIET RETIEF ERF 1803
300
50 FINISHES
24 ROOFS
42WALL PLATES
07 SLABS
R68 270 479.50 R7 456 254.92
REMAINING
R60 814 224.58
MKHONDO IRDP ph1 and phase
2/NKOLELO
PIET RETIEF,
townlands
216
Design for reticulation R 9 288 000 23 544 000
9 288 000
32 832 000
223
LEKWA MUNICIPALITY
LEKWA IRDP/ VIKINDUKU
TRADING/150
STANDERTON EXT 8
150
150 SLABS
95 WALLPLATES
73 ROOFS
R16,350,000.00 R11,780,251.00
LEKWA IRDP/TRANSGARIEP/500 STANDERTON EXT 8
500
(500)PROJECT COMPLETED R63,766,500.00 R61,753,730.99
Municipality Project/Programme
Name/Description
Project Beneficiary/
Ward/Location
2018/19 Target 2018/19 Budget
Allocation (Annual)
R’000
Total project
cost
R’000
LEKWA IRDP / TRANS GARIEP
INFRA
STANDERTON EXT 8 500 R54,400,000.00 0.00
LEKWA IRDP/ISUP/ BOGANALA TRD SAKHILE 200 R21,800,000.00 0.00
DIPALISENG IRDP/ PRINCE OF TIDES RIDGE VIEW BALFOUR 500 R54,400,000.00 0.00
GOVAN MBEKI PH2 INFOR/TIGER
BUSINESS ENTERPRISE
EMBALENHLE EXT. 25 807 R88 727 229.00 0.00
CHIEF ALBERT
LUTHULI
PHP/ ASISHIYELANE
PROJECTS
CAROLINA 200 R22 000 000.00 0.00
CHIEF ALBERT
LUTHULI
DELU TRADING CAROLINA 200 22 000 000 .00 0.00
224
CHIEF ALBERT
LUTHULI
PHP/MBHENE EMANZANA 500 R55 000 000.00 0.00
Municipality Project/Programme
Name/Description
Project Beneficiary/
Ward/Location
2018/19 Target 2018/19 Budget
Allocation (Annual)
R’000
Total project
cost
R’000
GOVAN MBEKI ISUP/BAMBOO ROCK EXT. 22,18,10,19 &20 500 55 000 000 00 0.00
GOVAN MBEKI ISUP/XJR EMZINONI AND LEANDRA 500 R16 561 112.50 0.00
DIPALISENG DEEP SPACE GROOTVLEI AND
SIYATHEMBA
200 22.000 000.00 0.00
PIXLE KAISAKA
SEME
PHP/YOUR TRADE DAGGAKRAAL 200 R22 00 000 00 0.00
225
Performance Indicator /
Priority Output
Project Location &
Scope
Planned Target Actual Progress Financial Analysis
Scope: The scope of
work entails an upgrade of
the Amersfoort Waste Water
Treatment Plant to increase
capacity from 1,1Ml/day to
2,035Ml/day to meet the
current flow at Amersfoort.
(Shirdo)
The Pixley, Amersfoort
Waste Water Treatment Plant
Upgrade Project (from
1.1ML/d to 2.035ML/d)
(R16mil)
To complete 67% of the
Waste Water Treatment Plant
upgrade work
Progress at 30%. Site
Establishment has been
undertaken. The Municipality
appointed the Engineer and
the Department also assisted
by appointing the contractor
as such the construction work
has commenced (Latest
invoice of R1,5mil submitted
recently)
Budget - R16 608
443
Expenditure - R2 708
178
Balance of Expenditure
- R13
900 265
Scope: The scope of
work entails construction of
Sewer Pump Station and
Sewer Reticulation (18.7km
of 160mm sewer pipeline and
1.35km of 250mm sewer
pipeline). (Mott McDonald,
Shirdo)
The Pixley, Amersfoort
Sewer Pump Station and
Sewer Reticulation Project
(Construction of new Pump
stations and 22km of
pipework - 18km of 160mm,
1,8km of 200mm and 200m
of 250mm) (R33mil excludes
professional fees of R3mil
which was paid by the
municipality)
To complete 100% of the
Sewer Pump Station and
Sewer Reticulation
construction work
Completed 40% of Sewer
Pump Station and Sewer
Reticulation construction
work (excavation for the
pump stations, 6km
excavation, bedding,
pipelining and rock filling)
(R4mil was paid by the
Department during 2016/17
financial year)
Budget - R31 200
000
Expenditure - R 5 269
000
Balance of Expenditure
- R25
931 000
226
Scope: The scope of
work entails construction of a
new water pipeline (3,2km of
315mm) from the Standerton
reservoir to Standerton Ex 8
and Refurbishment of water
pipeline (6,5km of 315mm)
from WTP to the Standerton
Reservoir (Abaziyo)
The Lekwa, Standerton Bulk
Water
Project (3,2km of 315mm
rising main-repair and
commission; 6.5km of
315mm-new; and
commission water tanks)
(R9mil)
To complete 100% of the
pipeline construction work
(comprising excavation,
bedding, laying, filling,
installation of valves and
chambers)
Completed 100% of the
pipeline construction work
(comprising excavation,
bedding, laying, filling,
installation of valves and
chambers). (R4,5mil spend)
Budget - R 11 859
902
Expenditure - R6 927 000
Balance of Expenditure
- R2 141
000
Performance Indicator /
Priority Output
Project Location &
Scope
Planned Target Actual Progress Financial Analysis
Scope: The scope of
work entails the feasibility
study to resolve the sewer
spillage at Embalenhle
The Govan Mbeki,
Embalenhle Sewer Spillage
Project (To be completed
during the next financial year)
To complete the feasibility
study, master planning,
construction, rehabilitation,
upgrade and maintenance to
resolve the sewer spillage at
Embalenhle
A consultant has been
appointed
– Appointment of a
contractor is still pending,
tender evaluation is
underway.
Budget - R53 000
000
Expenditure – - R
0.00
Balance of Expenditure
- R53 000
000
227
Scope: Construction of Sewer
pump lines with pipe sizes
ranging from 200mm to
250mm diam. uPVC, 3 km
long, gravity outfall sewer
pipe, size 33mm uPVC –
2,6km long, sewer syphon
pipe 250mm uPVC 1,3 km
long
Dipaleseng LM, Construction
of Sewer pump lines with
pipe sizes ranging from
200mm to 250mm diam.
uPVC, 3 km long, gravity
outfall sewer pipe, size 33mm
uPVC – 2,6km long, sewer
syphon pipe 250mm uPVC
1,3 km long
To complete the
implementation of the
Construction of Sewer pump
lines with pipe sizes ranging
from 200mm to 250mm diam.
uPVC, 3 km long, gravity
outfall sewer pipe, size 33mm
uPVC – 2,6km long, sewer
syphon pipe 250mm uPVC
1,3 km long
A consultant and a contractor
have been appointed. The
contractor is establishing on
site.
Budget - R27 000
000
Expenditure - R
0.00
Balance of Expenditure
- R
0.00
TSALANANG RE-DEVELOPMENT CRU PROJECT
Municipality Expected Yield Annual Target 2017/2018 Annual Budget
2017/2018 Actual Output
Govan Mbeki Local
Municipality
The project will have a total yield of
384 rental housing opportunities.
It includes other amenities such as
Childcare facility, commercial facilities
for small businesses like Laundry &
tuck shop, workshop, Gate structure
and perimeter fences, office and
recreational facility including
infrastructure development.
100 CRU Units R 30 Million 32 units were completed during the last
financial year 2016/17.
100 units completed in the financial
year 2017/18.
A total of 132 units have been
completed for the project.
Child Care facility and Community Hall
and boundary wall are completed
228
MZINONI CRU PROJECT
Municipality Expected
Yield
Annual Target
2017/2018
Annual Budget
2017/2018 12 Months Actual Output Challenges Remedial Actions
Govan Mbeki Local
Municipality
182 CRU Units 48 CRU Units
(The target was
scaled down
during BP
revision)
R 14 400 000.00 Phase 1 of the project with 78
CRU Units was completed.
Plans and Designs for Phase 2
have been finalized and
approved by the Department.
Site Plans have been approved
by the Municipality.
Site establishment has been
done.
The construction has
not started due to the
delays in the
finalisation of
contractual matters
between the
Department and the
Service providers.
This matter has now been
resolved.
The scope of the project
was revised during budget
adjustment processes.
The project is planned in
the financial year
2018/19.
(Multiyear Project)
LEKWA CRU PROJECT
Lekwa Local Municipality
250 CRU Units 60 CRU Units: (The target was
scaled down during BP revision)
R 18 Million Plans and designs have been finalized.
Service provider has been appointed.
Stakeholders’ engagements have been done.
Site establishment has been done.
The project is at foundation stage.
Plans and designs
needed to be amended
in line with the newly
amended CRU policy
documents of
Government.
The scope of the project has
been revised during budget
adjustment.
However, the project is
included in the financial
year 2018/19
(Multiyear Project)
229
7.2. Department of Agriculture and Rural Development, Land and Environmental Affairs
8. Project /
Programme
Name
Description of Project / Programme
(Eg. Activities / Commodities)
Local
Municipality
Total 2017/18
allocation (Rands)
Total 2017/18
(Adjusted
budget)
Budget
Spent
Phyisical Progress Q4
FRUITS
Sinalo Renovation of balancinng dam, pump
house, 5 ha irrigation and hail nets, 1
km bonnox fencing, power supply,
admin block and abution and storage
block.
Dr Pixley Ka
Isaka Seme
R 1 000 000 R 256 000 R 256
000
1 borehole was
drilled,equippedand 2
water tanks were
installed
Ngisana Construction of earthdam, water
reticulation, pumphouse, water storage
tank, pump station, irrigation for 5
hectares and shade nets powe supply
Msukaligwa R 1 000 000 R 0 R 0 Project Terminated
Mthombeni Pump station, water storage tank,
irrigation system and hail nets, power
line
Chief Albert
Luthuli
R 1 000 000 R 0 R 0 Project Terminated
VEGETABLES
Amantungwase(Forever
green cooperative)
Construction of Pack house, 4 ha drip
Irrigation system, earth dam
Chief Albert
Luthuli
904 000 R 500 000 R 445 000 1 borehole was drilled,
equipped and 1 water
tank was instaslled. Pack
house to be done in
2018/2019.
LIVESTOCK
Pixley Family 18,2 km boundary and camps fence,
Planting of fodder on 10 ha, 75kW
tractor, Paving, Office/ Parkshome
furnishing, High Mast Light, cattle,
Dr Pixley Ka
Isaka Seme
R 3 400 000 R 4 031 000 R 0 Construction of 15.2
KM fence completed.
Highmast light, delivery
of livestock and
230
sheep furniture to be procured
in 2018/2019 financial
year
Ikusasalabasha 75KW tractor and implements,high
mast light.
Chief Albert
Luthuli
R 700 000 R 4 423 000 R 1 193
000
High Mast light is is at
procurement stage
CALM Animal Health
Clinic
Refurbishment of animal health centres
(animal clinics)
CALM R 375 000 R 0 R 0 Project not
implemented due top
change of scope.
Nkalane Drifter Construction of seasonal bridge CALM R 2 277 000 R 2 277
000
Seasonal bridge
Completed &handed
over to the
beneficiaries
POULTRY
Mangale poultry Feed silos, packhouse, Cages and Water
Development
Dr Pixley Ka Isaka
Seme
R 1 900 000 R 0 R 0 Project to be
reprioritised due to
Avian flu
Siyaphambili
Poultry
2 x 25 000 broiler houses, Furnishing of
Parkhomes, High Mast Light, production inputs,
bakkie, access road
Mkhondo R 5 000 000 R 0 R 112 000 Project at 70%
completion stage. Still
waiting for
electrification,drainage
and curtaining (Q2).
Contract Terminated
Pardekraal Poultry 2 x 25 000 broiler houses, High Mast Light,
production inputs, bakkie, access road
Dr Pixley Ka Isaka
Seme
R 2 500 000 R 0 R 0 Project to be
reprioritised due to
Avian flu
Mkhondo Mobile
Abattoir
1x Mobile abattoir(5000/shift) x 2 shift per day.
6 x containers for
Slaughtering,Evisceration,Chilling,Packaging,Cold
Mkhondo R 6 000 000 R 0 R 0 Implemented as part of
the Agribuh
231
storage & Ablution.
Rekaofela Construction of 2X25 000 conventional houses,
Fencing, access road
Msukaligwa R 5 000 000 R 0 R 0 To be reprioritised
for livestock due to
Avian flu
FORESTRY
Khulani Trust
Forestry
Revive the 500ha burned forestry Chief Albert
Luthuli
R 6 300 000 R 6 300 000 R 11 000 000 125 Ha planted
GRAINS
Gert Sibande Feed
Mill
Chiken feed mill feasibility study (Soya) Lekwa 500 000 R 0 R 0 Project Cancelled
Project
name
Municipali
ty
Village/T
own/War
d
Activities
2018-2019
Estimate
d
duration
Estimated
jobs to be
created
Net
incom
e
Market
Farmers
own
contributi
on
Budget
Sourc
e of
fundin
g
PER
M
TEM
P
Pixley
Family(F40
)
Dr Pixley Vlakplaats
W6
17km camps division, electric
connection(ESKOM),paving at park
homes, additional accommodation,
maintenance, earth works & 500M
access road (2 071 596)
High Mast light
Planting of 10ha fodder and 50ha soya
beans/maize (350 000)
July 2018-
December
2018
10 18 417 991 Volksrust
&
Standerton
auction.
TWK
Sweat
Equity
2 422 000
(Infrastructure,
2 422
000;production
inputs 350 000)
CASP
232
Ikusasalabasha (F40)
Chief Albert Luthuli
Emanzana W23
1km farm access road maintenance, 19km camps division and high-mast light (2 302 000)
July 2018-December 2018
9 13 573 771 BKB Badplaas. GNP
Sweat Equity 2 302 000 CASP
Khulani Forestry
Chief Albert Luthuli
Emanzana W21
375ha re-established, road maintenance and fire belts
April 2018-March 2019
57 200 7 000 000
Sawmill Sweat Equity 3 000 000 CASP
Siyaphambili(F40)
Mkhondo Eziphunzini W11
Completion of 2 x 25 000 broiler houses.(internal equipment, curtains, silos, drainage systems, bio-security & access control facility, production inputs) (3 200 000)
June 2018-March 2019
9 15 387 684(6 cycles)
Mkhondo Agrihub
Sweat Equity 3 200 000 (Infrastructure 3 800 000) (Production inputs 1 025)
Equitable Share
Project name
Municipality
Village/Town/ Ward
Activities 2018-2019
Estimated duration
Estimated jobs to be
created
Net income
Market Farmers own contribution
Budget Source of
funding
PERM
TEMP
Amatungwase
Chief Albert
Mbhejeka W18
Construction of packhouse, 1.5 Km access road, borehole drilling, equipping & reticulation. (2 500 000)
June 2018-December 2018
5 10 393 667
GNP & hawkers
Production inputs
2 500 000 (infrastructure)
CASP
Phezukomkhono milling
Dr Pixley Daggakraal W10
Supply and installation of 1 X 100 Tons maize silo, supply and installation of maize mill. Renovation & testing of way bridge. Drilling, equipping & reticulation (1 000 000)
June 2018- March 2019
33 10 Local communities
Production inputs & mechanisation
1 000 000 CASP
233
AGRI-PROCESSING: AGRIPARK
Gert Agripark Mkhondo eMahashini W 14
Fresh produce packhouse plant phase 2 (37 000 000)
June 2018-March 2019
20 80 Produce Fresh produce market
37 000 000 Equitable share
ONE- STOP - CENTRE
One stop centre
Mkhondo Eziphunzini W11
Phase 2;Construction of admin offices, tractor shed, gate houses boundary wall and fuel depot (4 000 000)
12 Months 25 0 N/A 4 000 000 (infrastructure)
Equitable share
Project name
Municipality Village/Town/ Ward
Activities 2018-2019
Estimated duration
Estimated jobs to be
created
Net income
Market Farmers own contribution
Budget Source of
Funding
PERM TEMP
ENVIRONMENTAL CENTRES
Amsterdam Mkhondo Amsterdam W 19
Renovation of existing infrastructure (R 900 000)
12 Months 13 0 N/A 0 900 000 Equitable share
RESEARCH
Nooidgedacht Research centre
Msukaligwa Ermelo W3
Completion of soil lab (supply and install of nitrogen analyser & gas piping.) (1 500 000)
June 2018-March 2019
6 0 N/A 0 1 500 000 Equitable share
Athole Research Farm
Mkhondo Athole W 19
Stable Connection of electricity and distribution to buildings and facilities
June 2018-March 2019
6 0 N/A 0 2 171 000 Equitable share
234
(1 900 000)
Rekaofela Coop (F40)
Msukaligwa Ermelo W3
Construction of livestock handling facility and provision of livestock(Cattle;100 pregnant,4 bulls).
June 2018-March 2019
6 15 262 991 Ermelo auctioneer
Sweat Equity 1 400 000 CASP
Isivikelo Coop Dr Pixley Daggakraal W9
Construction of 4 x vegetables tunnels, drilling & equipping of borehole, jojo tanks, fertilizers and chemicals storeroom and irrigation system. Administration block & ablution facilities.
June 2018-March 2019
5 15 1 061 180
Volksrust SPAR & GNP
Sweat Equity 2 700 000 Equitable Share
Project
name
Municipali
ty
Village/Town/
Ward Activities
Estimate
d
duration
Estimated
jobs to be
created
Net
income Market
Farmers
ow
contributi
on
Budget
Source
of
funding
PERM
TEM
P
Rekaofela
Coop (F40)
Msukaligwa Ermelo
W3
Construction of 2 X
vegetable tunnels, drilling
and equipping of
borehole,jojo tanks and
irrigation system
June
2018-
March
2019
6 15 530 590 GNP & local
supermarket
Sweat
Equity
550 000 CASP
235
Sibonelo
(F40)
Dr Pixley Daggakraal
W 10
Construction of 4(30 x 10)
vegetable tunnels, fertilizers
and chemical storeroom
drilling and equipping of 1
borehole, jojo tanks and
irrigation system
June
2018-
March
2019
10 10 1 061 180 GNP & local
supermarket
Sweat
Equity
2 700 000 Equitable
Share
Lephatsoane (F40)
Dr Pixley Daggakraal W10
Refurbishment of 100 sow unit and production inputs.
July 2018-March 2019
6 15 620 000 BKB /Vleissentraal
Sweat Equity 4 000 000 Equitable Share
Driefontein Youth
Dr Pixley Daggakraal W 10
Livestock handling facility, fencing
July 2018-March 2019
8 20 530 000 BKB /Vleissentraal
Sweat Equity 3 500 000 Equitable Share
Zimisele Cooperative
Govan Mbeki Embalenhle Section 14 W 13
Construction of 4 (30 x 10) vegetable tunnels, fertilizer & chemicals storeroom drilling and equipping of borehole, jojo tanks and irrigation system(TLP)
49 10 1 061 180
GNP & local supermarkets
Production inputs
1 500 000 Equitable Share
Zimisele Cooperative
Project
name Municipality Village/Town/Ward Activities
Estimated
Duration
Estimated
jobs to be
created
Net
income Market
Farmers
own
contribution
Budget
Sourc
e of
Fundi
ng
PERM TEMP
Steyndorp
gravity scheme
Chief Albert
Luthuli
Witklip
W19
Replacing ribloc pipe
section, connection point
& pump station and
repairing leaks on the
pipeline
July 2018-
December
2018
52 10 1 061
180
GNP & local
supermarkets
Production
inputs
800 000 CASP
236
VETINERARY SERVICES
Dip tanks Chief Albert
Luthuli
Steynsdorp
W19
Refurbishment of plunge
dip tank & soil
conservation
June 2018-
December
2018
0 3 0 None Local 300 000 CASP
DIARY PROJECTS
Msukaligwa Dairy(Sokwalisa-Buthelezi)
Msukaligwa Drinkwater Feasibility study(Consultation,planning & case study)
0 0 0 None 500 000 Equitable Share
Msukaligwa Dairy(Sokwalisa-Buthelezi)
KwaDuma Dairy (Chief Duma)
Chief Albert Luthuli
Bettysgoed Feasibility study(Consultation,planning & case study)
0 0 0 None 500 000 Equitable Share
KwaDuma Dairy (Chief Duma)
Sinethemba Dairy(Sibiya)
Goven Mbeki Bethal Feasibility study(Consultation,planning & case study)
0 0 0 None 500 000 Equitable Share
Sinethemba Dairy(Sibiya)
Thabethe Dairy Chief Luthuli Ntababovhu Feasibility study(Consultation,planning & case study)
0 0 0 None 500 000 Equitable Share
Thabethe Dairy
Project name Municipality Village/Town Activities Budget
WATER DEVELOPMENT
237
Gert Sibande water
development All Various
Sitting, drilling, testing, equipping and
reticulation 6 200 000
FENCING
Gert Sibande Fencing All Various Fencing of vegetable gardens and Amakhosi
field 1 900 000
238
7.3. Department of Health
Project/Programme Name/Description Project
Beneficiary/War
d/
Location
2018/19
Target
2018/19
Budget
Allocation
(Annual)
R`000
2019/20
Target
2020/21
Target
Total
Project
Cost
R`000
Balfour Mini Hospital:
(Construction of new Community Health Centre
and accommodation units including associated
external works)
Dipaliseng 10%
construction
20 978 50%
constr.
100%
constr.
50 508
Msukaligwa Community Health Centre:
(Construction of new Community Health Centre
and accomodation units) Phase 2
Msukaligwa 35%
construction
241 75%
constr.
100%
constr.
45 059
Thandukhanya Community Health Centre:
(Construction of new Community Health Centre
and accomodation units) Phase 2
Mkhondo 35%
construction
224 75%
constr.
100%
constr.
41 951
Vukuzakhe Clinic:
(Construction of new Clinic and accommodation
units including associated external works) Phase 2
Pixley Isaka Ka
Seme
50%
construction
183 100%
constr.
- 34 168
Nhlazatshe 6 Clinic:
(Construction of new Clinic and accommodation
units including associated external works) Phase 2
Albert Luthuli 50%
construction
209 100%
constr.
- 38 980
Ermelo Hospital:
(Construction of a new stores and linen rooms
building, including associated external works)
Msukaligwa 100%
construction
1 852 - - 34 010
239
Bethal Hospital:
(Major Upgrade of hospital, including rehabilitation
of existing facilities and stepdown of the hospital)
Govan Mbeki 100%
construction
175 755 Retention Final
account
706 053
General building Repairs of Nursing Colleges Gert Sibande 100%
construction
2 480 - - 2 480
Evander Hospital : (Admin block, roof and kitchen) Govan Mbeki Final account 326 - - 326
TOTALS 202 248 953 535
240
7.4. Department Community Safety Security and Liaison
Municipality: Msukaligwa
Project/Programme
Name/Description
Project Beneficiary/
Ward/Location
2018/19 Target 2018/19 Budget Allocation
(Annual) R’000
Total project cost
R’000
Civilian Oversight
Monitoring of Police Stations
on policy compliance
Davel, Breyten, Amersfoort,
Sheepmor , Lothair, Ermelo
Chrissimier
07 Police Stations monitored
on policy compliance
Operational Operational
Audits on the implementation
of Domestic Violence Act
(DVA)
Davel, Breyten, Amersfoort,
Sheepmor , Lothair, Ermelo
Chrissimier
07 Police Stations audited on
the implementation of
Domestic Violence Act (DVA)
Operational Operational
Educational Awareness campaigns
(01) Liquor traders workshop Warburton 03 Educational Awareness
campaigns conducted
R208 000 R208 000
(01) Gender based violence
campaign
Davel
(01 Tourism safety campaign Ermelo
Community Police Relations
Monitoring of Police Stations
on policy compliance
Mahamba ,Diekersdorp ,Piet
Retief
03 Police Stations monitored
on policy compliance
Operational Operational
Audits on the implementation
of Domestic Violence Act
(DVA)
Mahamba, Diekersdorp, Piet
Retief
03 Police Stations audited on
the implementation of
Domestic Violence Act (DVA)
Operational Operational
Community Outreach
Programme (Imbizo)
Diekersdorp 01 Community Outreach
Programme (Imbizo)
R500 000 R500 000
Educational Awareness
campaigns
Amsterdam. Mahamba &
Emahlabathini
03 Educational Awareness
campaigns conducted
R208 000 R208 000
241
(01) awareness campaign on
trio crimes
(02) Border security
awareness campaigns
Community Police Relations
Assess Community Safety
Forums
Mkhondo 01 Community Safety Forum
assessed
R50 000 R50 000
Assess Community Police
Forums
Dirkiesdorp ,Amsterdam 02 Community Police Forum
assessed
R250 000 R250 000
Municipality: Chief Albert Luthuli
Project/Programme
Name/Description
Project Beneficiary/
Ward/Location
2018/19 Target 2018/19 Budget Allocation
(Annual) R’000
Total project cost
R’000
Civilian Oversight
Monitoring of Police Stations Badplaas, Fernie , Elukwatini,
Mayflower, Ekulindeni
05 Police Stations monitored
on policy compliance
Operational Operational
Audits on the implementation
of Domestic Violence Act
(DVA)
Badplaas, Fernie, Elukwatini,
Mayflower
Ekulindeni
05 Police Stations audited on
the implementation of
Domestic Violence Act (DVA)
Operational Operational
Educational Awareness campaigns
(01) Human trafficking
campaign
Oshoek 06 Educational Awareness
campaigns conducted
R208 000 R208 000
(01) awareness campaign
against Trio crimes
Badplaas
(01) Border security campaign Oshoek
(01) Anti-stock theft campaign Mayflower
Community Police Relations
Assess Community Safety
Forum
Carolina 01 Community Safety Forum
assessed
R50 000 Assess Community Safety
Forum
Assess Community Police Ekulindeni, Mahamba, 08 Community Police Forums R250 000 Assess Community Police
242
Forum Mayflower
Carolina, Elukwatini, Badplaas
Haartebeeskop, Fernie
assessed Forum
Municipality: Govan Mbeki
Project/Programme
Name/Description
Project Beneficiary/
Ward/Location
2018/19 Target 2018/19 Budget Allocation
(Annual) R’000
Total project cost
R’000
Community Police Relations
Civilian Oversight
Monitoring of Police Stations Secunda, Embalenhle, Bethal
Evander, Charl Cilliers,
Trichardt, Kinross, Leslie
09 Police Stations monitored
on policy compliance
Operational Operational
Audits on the implementation
of Domestic Violence Act
(DVA)
Secunda Embalenhle, Bethal,
Evander, Charl Cilliers,
Trichardt, Emzinoni, Kinross,
Leslie
09 Police Stations audited on
the implementation of
Domestic Violence Act (DVA
Operational Operational
Educational Awareness campaigns
(01) awareness campaign
against Trio crimes
Charl Cilliers 04 Educational Awareness
campaigns conducted
R208 000 R208 000
(01) Liquor traders workshop Embalenhle
(01) Sports against crime
campaign
Leslie
(01) Awareness campaign on
Trio crimes
Mzinoni
Community Police Relations
Assess Community Safety
Forum
Secunda 01 Community Safety Forum
assessed
R50 000 R50 000
Assess Community Police
Forum
Embalenhle 07 Community Police Forum
assessed
R250 000 R250 000
Bethal
243
Leslie
Trichardt
Kinross
Evander
Emzinoni
Municipality:Dipaliseng
Project/Programme
Name/Description
Project Beneficiary/
Ward/Location
2018/19 Target 2018/19 Budget Allocation
(Annual) R’000
Total project cost
R’000
Civilian Oversight
Monitoring of Police Stations Val 04 Police Stations monitored
on policy compliance
Operational Operational
Grootvlei
Greylingstad
Balfour
Audits on the implementation
of Domestic Violence Act
(DVA)
Val, Grootvlei, Greylingstad,
Balfour
04 Police Stations audited on
the implementation of
Domestic Violence Act (DVA)
Operational Operational
Educational Awareness campaigns
(01) Anti-stolen goods
campaign at
Balfour 02 Educational Awareness
campaigns conducted
R208 000 R208 000
(01) Gender based violence
campaign
Grootvlei
Community Police Relations
Assess Community Safety
Forum
Balfour 01 Community Safety Forum
assessed
R50 000 R50 000
Municipality: Pixley Ka Isaka Seme
Project/Programme
Name/Description
Project Beneficiary/
Ward/Location
2018/19 Target 2018/19 Budget Allocation
(Annual) R’000
Total project cost
R’000
Civilian Oversight
244
Monitoring of Police Stations Wakkerstroom 03 Police Stations monitored
on policy compliance
Operational Operational
Perdekop
Volksrust
Audits on the implementation
of Domestic Violence Act
(DVA)
Wakkerstroom 03 Police Stations audited on
the implementation of
Domestic Violence Act (DVA)
Operational Operational
Perdekop
Volksrust
Educational Awareness campaigns
(01) Gender based violence
campaign
Volksrust 02 Educational Awareness
campaigns conducted
R208 000 R208 000
(01) Moral regenerations
movement campaign
Wakkerstroom
Community Police Relations
Assess Community Safety
Forum
Volksrust 01 Community Safety Forum
assessed
R50 000 R50 000
Assess Community Police
Forum
Perdekop, Volskrust,
Amersfoort, Daggakraal
Wakkerstroom
05 Community Police Forum
assessed
R250 000 R250 000
Lekwa Municipality
Project/Programme
Name/Description
Project Beneficiary/
Ward/Location
2018/19 Target 2018/19 Budget Allocation
(Annual) R’000
Total project cost
R’000
Civilian Oversight
Monitoring of Police Stations
on policy compliance
Standerton 03 Police Stations monitored
on policy compliance
Operational Operational
Morgenzon
Sakhile
Audits on the implementation
of Domestic Violence Act
(DVA)
Standerton 03 Police Stations audited on
the implementation of
Domestic Violence Act (DVA)
Operational Operational
Morgenzon
Sakhile
Educational Awareness campaigns
1 Assault GBH and common Holmdene 01 Educational Awareness R208 000 R208 000
245
assault campaigns conducted
Assess Community Safety
Forum
Standerton 01 Community Safety Forum
assessed
R50 000 R50 000
246
7.5. Department of Culture Sports and Recreation
PROGRESS ON THE IMPLEMENTATION 2018-19 PROJECTS/PROGRAMMES
Project/Programme
Name/Description
Project Beneficiary/
Ward/Location
2018/19 Target 2018/19 Budget
Allocation (Annual)
R’000
Total project
cost
R’000
EPWPs (07) Seven Municipalities 90 EPWPs shortlisted and to
be interviewed 25 – 25 May
2018
DCSR HEAD OFFICE R180 000.
01 Mpumalanga Cultural Experience All municipalities
December 2018 Head Office
UMkhosi womhlanga All municipalities
September 2018 Head Office R150 000.00
Cultural and Creative Industries Federation
of SA
All municipalities
June 2018 Head Office
MRM All municipalities
December 2018 Head Office
Cultural and Creative Industries Federation
of SA
Chief Albert Luthuli October 2018 Head Office R200 000.00
Chief Albert Luthuli
All municipalities
June 2018 Head Office
National and Historical Days
Celebrated
All municipalities
2018 Head Office
Support to Mpumalanga writers association All municipalities
June 2018 Head Office
247
Promotions interventions on National
symbols and orders.
- Communities - Schools
All municipalities
2018 Head Office
PROGRESS ON THE IMPLEMENTATION 2018-19 LIBRARY PROJECTS/PROGRAMMES
Project/Programme
Name/Description
Project Beneficiary/
Ward/Location
2018/19 Target 2018/19 Budget
Allocation (Annual)
R’000
Total project
cost
R’000
Delivery on Mzansi on line computers
(laptops, desktop, tablets)
All municipalities
June 2018 Head Office R180 000.
Provision of free Internet and Wi-fi plus
photocopiers
All municipalities
March 2019 Head Office
Marketing of Library services All municipalities September 2018 Head Office
PROGRESS ON THE IMPLEMENTATION 2018-19 PROJECTS/PROGRAMMES
Project/Programme
Name/Description
Project
Beneficiary/
Ward/Location
2018/19 Target 2018/19 Budget
Allocation
(Annual) R’000
Total
project
cost
R’000
Loskop Loskop 55 Athletes from 7 municipalities participated
Training of Educators Ermelo
30 educators trained in volley ball
248
Indigenous games Mkhondo 7 municipalities in regional indigenous games
Schools participating in winter games
Ermelo 520 Athletes selected to participate at provincial event
Big Walk Lekwa 200 Inmates from 4 correctional facilities participated in a
walk
Clubs receiving equipment All Municipalities 23 clubs from various municipalities received equipment in
October 2017
25 schools receiving equipment and
attire
Mkhondo; Lekwa;
Chief Albert Luthuli
Identify schools by educators received equipment
PROGRESS ON THE IMPLEMENTATION 2017-18 PROJECTS/PROGRAMMES
Project/Programme
Name/Description
Project
Beneficiary/
Ward/Location
Progress as at April 2018 2017/18 Budget
Allocation
(Annual) R’000
Total
project
cost
R’000
Clubs to received equipment and attire
All Municipalities Clubs identified by federations to receive equipment and
attire
25 Schools to receive equipment
Govan Mbeki;
Lekwa; Msukaligwa
Schools identified by education
Training for clubs All Municipalities Cricket; Netball; Boxing; Volleyball; Basketball
249
7.6. Department of Energy
8. PROGRESS ON THE IMPLEMENTATION 2017-18 PROJECTS/PROGRAMMES: Department of Energy- INEP
Name of the municipality: Msukaligwa
Project/Programme Name/Description
Project location Progress as at 31 April 2018 2017/18 Budget Allocation (Annual) R’000
Total project cost R’000
Wesselton Ext 2
(Households)
Ward 04 187 out of 177 connections have been achieved.
R2m has been spent to date. 78% expenditure
2 567 2 567
Wesselton Ext 5
(Households)
Ward 03 30 out of 1 39 connections have been achieved.
R1.9m has been spent to date. 94% expenditure
2 016 2 016
Wesselton Ext 6
(Households)
Ward 09 30 out of 30 connections have been achieved.
R357 000 has been spent to date. 82%
expenditure
435 435
88/11kV/20MVA Substation
Ext 34 Phase 4 (Bulk
Infrastructure)
Ward 16 Project will be completed in June 2018. R13m has
been Spent to date. 83% expenditure
15 983 37 983
Name of the municipality: Mkhondo
Project/Programme Name/Description
Project location Progress as at 31 April 2018 2017/18 Budget Allocation (Annual) R’000
Total project cost R’000
Upgrading of Phillip Greyling
Substation
Ward 7 No progress in terms of expenditure. 10 000 56 930
Name of the municipality: Lekwa
Project/Programme Name/Description
Project location Progress as at 31 April 2018 2017/18 Budget Allocation (Annual) R’000
Total project cost R’000
250
Standerton Ext 8 Phase 3
(Households)
Ward 8 The project is under construction for 500
connections and to date no connection has been
achieved. R6m has been spent to date. 83%
expenditure
7 250 7 250
Standerton Ext 8, (Bulk
Infrastructure)
Ward 8 Project was done by COGTA. Municipality to do
change control. 0% expenditure
750 750
Name of the municipality: Govan Mbeki
Project/Programme Name/Description
Project location Progress as at 31 April 2018 2017/18 Budget Allocation (Annual) R’000
Total project cost R’000
New 20MVA/88/11kV,
Embalenhle (Substation) 11
No progress in terms of expenditure 7 000 56 000
New Central (Bethal &
Emzinoni) 20MVA/88/11kV
(Substation)
No progress in terms of expenditure 7 000
2018-19 DEPARTMENTAL PROJECTS/PROGRAMMES: Department of Energy –INEP (Municipal Programme)
Name of the municipality: Chief Albert Luthuli
Project/Programme Name/Description
Project Beneficiary/ Ward/Location
2018/19 Target 2018/19 Budget Allocation (Annual) R’000
Total project cost R’000
Upgrade Silobela Substation Ward 15 0 8 334 28 700
Name of the municipality: Msukaligwa
251
Project/Programme Name/Description
Project Beneficiary/ Ward/Location
2018/19 Target 2018/19 Budget Allocation (Annual) R’000
Total project cost R’000
KwaZanele Ext 6 500 7 750 7 750
Wesselton Ext 7 150 2 325 2 325
Name of the municipality: Mkhondo
Project/Programme Name/Description
Project Beneficiary/ Ward/Location
2018/19 Target 2018/19 Budget Allocation (Annual) R’000
Total project cost R’000
Upgrading of Phillip Greyling
Substation
Ward 7 0 8 500 56 930
Name of the municipality: Dr Pixley Isaka Seme
Project/Programme Name/Description
Project Beneficiary/ Ward/Location
2018/19 Target 2018/19 Budget Allocation (Annual) R’000
Total project cost R’000
Vukuzakhe Phase 5 250 3 875 3 875
Vukuzakhe 10 MVA 88/11KV
Substation
Ward 1 0 8 500 44 000
Name of the municipality: Dipaleseng
Project/Programme Name/Description
Project Beneficiary/ Ward/Location
2018/19 Target 2018/19 Budget Allocation (Annual) R’000
Total project cost R’000
Ridge View RDP Houses 300 4 650 4 650
252
Construction of New Balfour
Substation
Ward 3 0 8 780 58 500
Name of the municipality: Govan Mbeki
Project/Programme Name/Description
Project Beneficiary/ Ward/Location
2018/19 Target 2018/19 Budget Allocation (Annual) R’000
Total project cost R’000
New 88/11kV/20MVA
Substation-Embalenhle Ext
10 Ward 11
0 8 000 56 000
253
7.7. Eskom
Munic Name Project Name TOTAL
Planned CAPEX - DoE
TOTAL Planned
Conn
TOTAL YTD Actual CAPEX
TOTAL YTD Actual Conn
Project Progress
MP307_Govan Mbeki
Enkomeni R929 200.00 67 R0.00 0 Project Cancelled, wetland
MP307_Govan Mbeki
Kense portion 1 & portion 2
R453 398.03 19 R437 518.01 19 Complete, finalising payments
MP307_Govan Mbeki
Penning R190 904.43 8 R250 365.94 7 Complete, finalising payments
MP307_Govan Mbeki
Frischewacht R47 726.11 2 R40 395.30 0 To be cancelled, wayleave refusals
MP307_Govan Mbeki
Mafray R286 356.65 12 R714 850.75 0 Project is comlpete
MP301_Albert Luthuli
Sabatha R506 098.16 45 R1 130 989.00 42 Complete, finalising payments
MP301_Albert Luthuli
Aarnhemburg R1 124 649.12 80 R1 423 156.58 72 Complete, finalising payments
MP301_Albert Luthuli
Embhuleni R562 324.56 50 R1 784 649.55 51 Complete, finalising payments
MP305_Lekwa Uys R119 315.27 5 R32 256.39 0 Wayleave refusal
MP305_Lekwa Hartebeesraai farm R238 630.54 10 R201 648.19 0 Project in construction
254
Munic Name Project Name TOTAL
Planned CAPEX - DoE
TOTAL Planned
Conn
TOTAL YTD Actual CAPEX
TOTAL YTD Actual Conn
Project Progress
MP303_Mkhondo Emahlathini R703 421.05 27 R0.00 0 To be cancelled, wayleave refusals
MP303_Mkhondo Nalithuba R532 461.03 15 R784 920.76 12 Complete, finalising payments
MP303_Mkhondo Emahoqo R956 491.23 58 R898 483.07 65 Complete, finalising payments
MP303_Mkhondo Leiden 1 ( Taaibosch 2 & KwaMbilitshisi)
R781 578.95 30 R11 000.00 0 Wetland issues
MP303_Mkhondo Prospect No2 R807 631.58 31 R0.00 0 To be cancelled – already electrified
MP303_Mkhondo Donkerhoek R2 631 578.95 120 R1 520 856.83 8 Busy with construction
MP303_Mkhondo Shabalala R532 461.03 15 R47 691.26 0 Already electrified
MP303_Mkhondo Canana R911 842.11 35 R35 785.75 0 Already electrified
MP303_Mkhondo Rooikoop R638 953.23 18 R13 750.00 0 wayleave refusals
MP303_Mkhondo Malayinini RDP's R1 220 350.88 74 R879 353.32 96 Complete, finalising payments
MP303_Mkhondo New Home R2 192 982.46 70 R62 361.28 0 Mondi request project to be deffered to 2018/2019, they are in the process of relocating occupants
MP303_Mkhondo Sandbank R1 104 912.28 67 R26 839.45 0 To be cancelled, wayleave refusals
255
Munic Name Project Name TOTAL
Planned CAPEX - DoE
TOTAL Planned Conn
TOTAL YTD Actual CAPEX
TOTAL YTD Actual Conn
Project Progress
MP303_Mkhondo Madola 1 R2 894 736.84 132 R199 115.94 0 To be cancelled – wayleave refusals
MP303_Mkhondo Madola 2 R729 473.68 28 R88 703.51 0 To be cancelled – wayleave refusals
MP303_Mkhondo Potgietershoek R567 958.43 16 R614 690.58 27 Complete, finalising payments
MP303_Mkhondo Gadlanga R599 210.53 23 R429 315.19 27 Complete, finalising payments
MP303_Mkhondo Driepan Ext 1(Section 1: Part 1 & 2; Section 2; Section 3: part 1,2,3,4)
R8 771 929.82 300 R3 216 368.32 338 Complete, finalising payments
MP303_Mkhondo Ngoweni R599 210.53 23 R773 257.66 36 Complete, finalising payments
MP303_Mkhondo Nkululeko (1 & 2) R923 508.77 56 R46 692.88 0 Wayleave refusal
MP303_Mkhondo Nkukhunde R471 057.52 15 R579 021.99 44 Complete, finalising payments
MP303_Mkhondo Ampie farm 1 R399 652.63 12 R576 919.73 19 Complete, finalising payments
MP303_Mkhondo Masihambisane R1 236 842.11 75 R1 984 527.10 87 Complete, finalising payments
MP303_Mkhondo St Helena R632 834.00 20 R959 247.79 47 Complete, finalising payments
MP303_Mkhondo Ezintandaneni R807 631.58 31 R12 732.02 0 Already electrified
MP303_Mkhondo Wagendrieft R989 473.68 60 R0.00 0 To be cancelled, wayleave refusals
MP303_Mkhondo Midrand R1 319 298.25 80 R0.00 0 To be cancelled, wayleave refusals
MP303_Mkhondo Jandrieft R514 917.17 15 R6 102.25 0 To be cancelled – already electrified
256
Munic Name Project Name TOTAL Planned
CAPEX - DoE
TOTAL Planned
Conn
TOTAL YTD Actual CAPEX
TOTAL YTD Actual Conn
Project Progress
MP303_Mkhondo Nkululeko 1& 2 2017/18 FY (CPA)
0 0 R 1 821 765.65 74 Project in construction
MP303_Mkhondo New St Helena 2017-2018
0 0 R 49 291.11 0 DRA/ERA to be presented, delayed by wayleave
MP303_Mkhondo Salem Ph 2 (33); Alzu 1&2 (32); Vezimpilo 1&2 (24); Emakhwabane (27)
0 0 R 254 970.00 0 Busy with contractor appointment
Munic Name Project Name TOTAL Planned
CAPEX - DoE TOTAL
Planned Conn TOTAL YTD
Actual CAPEX
TOTAL YTD Actual
Conn Project Progress
MP302_Msukaligwa Winkelhaak R95 452.22 4 R299 474.46 9 Complete
MP302_Msukaligwa Grasspan 1 R477 261.08 20 R21 795.61 0 ERA to be presented, wayleave still outstanding
MP302_Msukaligwa Bambanani CPA R357 945.81 15 R0.00 0 To be cancelled, wayleave refusals
MP302_Msukaligwa Edenvale 1,2,3 R668 168.42 28 R870 399.25 43 Complete, finalising payments
MP302_Msukaligwa Swartwater 3 R357 945.81 15 R1 056 474.58 0 Complete, finalising payments
257
MP302_Msukaligwa
Koolbank 1/Mooigelegen section A,B,C &D R524 989.47 22 R24 439.25 0 Wayleave refusal
MP302_Msukaligwa Bellport 1 &2 R262 493.59 11 R17 859.39 0 ERA to be presented, wayleave still outstanding
MP302_Msukaligwa Belleville Farm 1,2,3 R644 302.46 27 R0.00 0
To be cancelled, wayleave refusals
MP302_Msukaligwa
Florence Farm (Portion 1, 2,3, 4,5,6) R429 534.97 18 R541 149.09 11
Complete, finalising payments
MP302_Msukaligwa Dennendal portion 1 & 2 R429 534.97 18 R21 375.00 0
Busy with contractor appointment
MP302_Msukaligwa Pitville Farm (Rocky) R405 671.92 17 R448 358.11 19
Complete, finalising payments
MP302_Msukaligwa Churchhills R357 945.81 15 R414 393.24 16 Complete, finalising payments
MP302_Msukaligwa Mostead R95 452.22 4 R0.00 0 Project cancelled, families relocated to Broadholm
MP302_Msukaligwa Kransfointein/ kaNogadula R357 945.81 15 R0.00 0
Project cancelled, families relocated to Sgodiphola
MP302_Msukaligwa Sunnyside A & B R238 630.54 10 R828 789.63 10 Complete, finalising payments
Munic Name Project Name TOTAL Planned
CAPEX - DoE TOTAL
Planned Conn TOTAL YTD
Actual CAPEX
TOTAL YTD Actual
Conn Project Progress
MP302_Msukaligwa Busby R 644 302.46 27 0 0 To be cancelled, wayleave refusals
MP302_Msukaligwa Goedehoop Portion 1,2,3,4,5,6
R477 261.08 20 R971 677.40 23 Complete, finalising payments
MP302_Msukaligwa Drinkwater Portion 1
R262 493.59 11 R410 354.39 15 Complete, finalising payments
258
MP302_Msukaligwa Drinkwater Portion 2
R262 493.59 11 R423 699.92 15 Complete, finalising payments
MP302_Msukaligwa Drinkwater Portion 3
R143 178.32 6 R350 934.84 17 Complete, finalising payments
MP302_Msukaligwa Klipfontein farm R238 630.54 10 R530 419.82 0 Project in construction
MP302_Msukaligwa Koolbank 2 -Section A & B
R357 945.81 15 R562 500.00 21 Complete, finalising payments
MP302_Msukaligwa Onverwatch R47 726.11 2 R32 426.70 0 Busy with wayleave negotiations
MP302_Msukaligwa Zandspruit 2 R238 630.54 10 R11 000.00 0 Wayleave refusal
MP302_Msukaligwa Mpisikazi R501 124.13 21 R1 298 622.27 16 Project in construction
MP302_Msukaligwa Tweelfelaai R214 767.49 9 R34 998.60 0 ERA to be presented, wayleave still outstanding
MP302_Msukaligwa Tolderia/Bloemkrans
R739 754.67 31 R0.00 0 To be cancelled, wayleave refusals
MP302_Msukaligwa Bloemkrans (Herry) R95 452.22 4 R121 549.30 4 Wayleave refusal
MP302_Msukaligwa Tolde R238 630.54 10 R29 999.00 0 To be cancelled, wayleave refusals
MP302_Msukaligwa uMpilusi R262 493.59 11 R29 807.25 0 ERA to be presented, wayleave still outstanding
MP302_Msukaligwa Rietspruit/Uitgezocht
R190 904.43 8 R361 411.06 7 Complete, finalising payments
259
Munic Name Project Name
TOTAL Planned
CAPEX - DoE
TOTAL Planned
Conn
TOTAL YTD Actual CAPEX
TOTAL YTD Actual Conn
Project Progress
MP302_Msukaligwa Kroomdraai R238 630.54 10 R26 125.00 0 Busy with contractor appointment
MP302_Msukaligwa Nooitgedacht R71 589.16 3 R17 005.58 0 ERA to be presented, wayleave still outstanding
MP302_Msukaligwa Springbok R143 178.32 6 R33 206.69 0 ERA to be presented, wayleave still outstanding
MP302_Msukaligwa Elim Farm R95 452.22 4 R35 200.90 0 Busy with survey
MP302_Msukaligwa Kranspoort Farm R286 356.65 12 R277 150.75 11 Complete, finalising payments
MP302_Msukaligwa Ka-Joseph R47 726.11 2 R25 930.30 0 ERA to be presented, wayleave still outstanding
MP302_Msukaligwa Obbie Portion 1 &2 R262 493.59 11 R490 450.81 14 Complete, finalising payments
MP302_Msukaligwa Mbizeni R238 630.54 10 R0.00 0 To be cancelled, wayleave refusals
MP302_Msukaligwa Holland R262 493.59 11 R903 914.94 0 Project in construction
MP302_Msukaligwa Kranspan Portion 1, 2,3 R143 178.32 6 R32 828.06 0
ERA to be presented, wayleave still outstanding
MP302_Msukaligwa Grasspan 222 portion 1, 2,3 R119 315.27 5 R31 724.12 0
ERA to be presented, wayleave still outstanding
260
MP302_Msukaligwa Tranedal R71 589.16 3 R36 059.50 0 Wayleave refusal
MP302_Msukaligwa Orpenskraal farm R119 315.27 5 R25 010.92 0
ERA to be presented, wayleave still outstanding
MP302_Msukaligwa Boomplaats R143 178.32 6 R505 071.08 9 Complete, finalising payments
MP302_Msukaligwa Lieliefointein R167 041.38 7 R28 827.59 0 Project in construction
Munic Name Project Name
TOTAL Planned
CAPEX - DoE
TOTAL Planned
Conn
TOTAL YTD Actual CAPEX
TOTAL YTD Actual Conn
Project Progress
MP302_Msukaligwa Frere Farm R501 124.13 21 R72 930.09 0 Busy with contractor appointment
MP302_Msukaligwa Ouklip R167 041.38 7 R20 900.00 0 ERA to be presented, wayleave still outstanding
MP302_Msukaligwa Sigodiphola R310 219.70 13 R34 115.11 0 Wayleave refusal
MP302_Msukaligwa Sihanahana High Flats One
R262 493.59 11 R347 215.45 9 Complete, finalising payments
MP302_Msukaligwa Sihanahana High Flats Two
R190 904.43 8 R203 928.39 14 Complete, finalising payments
MP302_Msukaligwa Lilly burn R453 400.00 19 R550 742.97 12 Complete, finalising payments
261
MP302_Msukaligwa Roodewal R167 041.38 7 R325 987.00 9 Complete, finalising payments
Munic Name Project Name
TOTAL Planned
CAPEX - DoE
TOTAL Planned
Conn
TOTAL YTD Actual CAPEX
TOTAL YTD Actual Conn
Project Progress
MP304_Pixley Ka Seme
Gryshoek Farm & Twylfelfontein farm
R70 994.74 2 R48 704.15 0 ERA to be presented, wayleave still outstanding
MP304_Pixley Ka Seme
Enmakar R283 979.21 8 R17 923.18 0 Wayleave negotiations
MP304_Pixley Ka Seme
Suikerhoek R319 476.62 9 R0.00 0 Wayleave negotiations
MP304_Pixley Ka Seme
Loskop R141 989.61 4 R0.00 0 Wayleave negotiations
MP304_Pixley Ka Seme
Nooitgezyn R141 989.61 4 R44 668.23 0 To be cancelled, wayleave refusals
MP304_Pixley Ka Seme
Ebesuthwini R425 968.82 12 R27 876.09 0 To be cancelled, wayleave refusals
MP304_Pixley Ka Seme
Twyfelhoek R603 455.83 17 R438 176.06 13 Project in construction
MP304_Pixley Ka Seme
Thuthukani R573 157.89 22 R53 924.00 0 Wayleave negotiations
MP304_Pixley Ka Seme
Welgelegen R461 466.22 13 R61 183.76 0 Wayleave refusal
262
MP304_Pixley Ka Seme
Prospect farm 1
R709 948.04 20 R147 648.99 0 Busy with contractor appointment
Munic Name Project Name
TOTAL Planned
CAPEX - DoE
TOTAL Planned
Conn
TOTAL YTD Actual CAPEX
TOTAL YTD Actual Conn
Project Progress
MP304_Pixley Ka Seme
Valpoort R212 984.41 6 R359 180.35 5 Complete, finalising payments
MP304_Pixley Ka Seme
Vylegmeled farm
R461 465.79 13 R31 176.20 0 Busy with contractor appointment
MP304_Pixley Ka Seme
Tweefontein farm
R319 476.62 9 R20 549.65 0 Busy with contractor appointment
MP304_Pixley Ka Seme
Kalkoenkrans farm
R781 578.95 30 R1 352 920.39 0 Project in construction
MP304_Pixley Ka Seme
Kamfonlo farm R177 487.01 5 R457 586.13 12 Complete, finalising payments
MP304_Pixley Ka Seme
Enoni farm R496 963.62 14 R36 023.77 0 Busy with contractor appointment
MP304_Pixley Ka Seme
West Kalook R567 958.43 16 R21 479.15 0 To be cancelled, wayleave refusals
MP304_Pixley Ka Seme
Jandrieft farm R603 455.83 17 R0.00 0 To be cancelled, wayleave refusals
MP304_Pixley Ka Seme
Witbank farm R177 487.01 5 R28 758.46 0 Busy with survey/mapping
MP304_Pixley Ka Seme
Prospect farm 2
R496 963.62 14 R58 954.69 0 Busy with contractor appointment
263
MP304_Pixley Ka
Seme
Vryheid farm R106 492.21 3 R39 383.85 0 Wayleave negotiations
MP304_Pixley Ka
Seme
Turgfelfontein
farm
R496 963.62 14 R39 000.00 0 Busy with survey
MP304_Pixley Ka
Seme
Buitenzorg
farm
R70 994.80 2 R34 265.50 0 To be cancelled, wayleave refusals
Munic Name Project Name
TOTAL Planned
CAPEX - DoE
TOTAL Planned
Conn
TOTAL YTD Actual CAPEX
TOTAL YTD Actual Conn
Project Progress
MP307_Govan Mbeki
Govan Mbeki in-fills
R144 736.84 30 R338 374.33 85 Received more applications than planned
MP301_Albert Luthuli
Albert Luthuli in-fills
R4 824 561.40 1 000 R4 498 126.36 844 Insufficient applications received
MP303_Mkhondo Mkhondo in-fills
R482 456.14 100 R1 046 070.51 232 Received more applications than planned
MP302_Msukaligwa
Msukaligwa in-fills
R241 228.07 50 R214 763.24 39 Insufficient applications received
264
MP305_Lekwa Lekwa in-fills R241 228.07 50 R88 923.40 4 Insufficient applications received
MP304_Pixley Ka Seme
Pixley in-fills R144 736.84 30 R348 669.41 74 Received more applications than planned
MP306_Dipaleseng Dipaleseng in-fills
R144 736.84 30 R64 636.38 2 Insufficient applications received
Munic Name Project Name
TOTAL Planned
CAPEX - DoE
TOTAL Planned
Conn
TOTAL YTD Actual CAPEX
TOTAL YTD Actual Conn
Project Progress
MP301_Albert Luthuli
Albert Luthuli LV ext
R1 315 789.47 100 R2 507 999.73 244 Received more applications than planned
MP303_Mkhondo Mkhondo LV ext
R1 315 789.47 100 R1 002 915.72 110 Received more applications than planned
MP302_Msukaligwa
Msukaligwa LV ext
R657 894.74 50 R304 984.79 33 Insufficient applications received
265
MP304_Pixley Ka Seme
Pixley LV ext R394 736.84 30 R49 983.01 0 Insufficient applications received
MP306_Dipaleseng Dipaleseng LV ext
R394 736.84 30 R195 804.76 0 Insufficient applications received
266
ESKOM Electrification Progress Report 2018-19
Name of the municipality: Chief Albert Luthuli
Project/Programme Name/Description TOTAL Planned
CAPEX - DoE
TOTAL Planned
Connections
TOTAL YTD
Actual CAPEX
TOTAL YTD Actual
Connections
Project Progres
s
Albert Luthuli Electrification of various farms and villages:
Biskop; Witklip (Gingidwako; Moddergat;
Nkaba;Vlakplaats);Moedig; Hebron 1&2; Groenvlei; Varlen
1,2,3; Ka Zuka; Vleiland ; Lekkerlop; Holnek 1&2; Holnek
(Vlakfontein); Holnek (Bhizoli); Boeshoek; Khuzulwandle
R9,152,988.00
317
Network
capacity
checking
& Design
Leeufontein R811,641.24
15 Network
capacity
checking
& Design
Paardeplaats R1,297,660.86
25 Network
capacity
checking
& Design
Albert Luthuli in-fills R3 ,849 ,995. 03 700
In
Constructi
on,
dependan
t on
applicatio
ns
267
Albert Luthuli LV ext R3 000 000.00 200
In
Constructi
on,
dependan
t on
applicatio
ns
Name of the municipality: Msukaligwa
Project/Programme Name/Description TOTAL Planned
CAPEX - DoE
TOTAL Planned
Connections
TOTAL YTD
Actual CAPEX
TOTAL YTD Actual
Connections
Project Progres
s
Msukaligwa Electrification of various farms and villages:
Witbank Farm (Sun City)(4),Rietspruit 2 -
Jakob(9),Umgwempisi(10),Intuthuko Yesizwe-
Naudtchgdached (4),Brankfointein Portion 1 &
2(11),Tweenfointein - Jacobs 1 & 2(13),Klipfointein 2 (portion
1, 2,3)(11),Family Hoek 1 & 2(17), Bankfointein(4),
Goedeverwachting(1),Grassrich Farm 2(6),Staffelberg/
Borman(3),Meppel- Engisini (Lothair road)(11),Holbank 265
IT(9),Meppel 2 (Amsterdam Road(2),Onverwach-
Snyman(7),Coalbank 1(13),Sheepmore -KaMdenesi
(9),Sheepmore -KaMagqamzane- Scheidam2 (2),Jericho
Farm- Skekula (Portion1 &2)(17),Coalbank 2(10),Spioenkop
73 IT(10),Knockdhu Farm 93(8),Driefointein Farm 114
IT(4),Bothasrust(1),Uitgevallen Buurman
R7,565,100.00
236
Network
capacity
checking
& Design
268
Tafelkop(6),Blaauwkop Farm(16),Ka Mdliphi(4),Kliep Rog
(26)
Msukaligwa in-fills R165,000.00 30
Network
capacity
checking
& Design
Msukaligwa LV ext R600 000.00 40
In
Constructi
on,
dependan
t on
applicatio
ns
Name of the municipality: Mkhondo
Project/Programme Name/Description
TOTAL Planned
CAPEX - DoE
TOTAL Planned
Connections
TOTAL YTD
Actual CAPEX
TOTAL YTD Actual
Connections
Project Progres
s
269
Electrification of various farms and villages:Driefontein Farm(30),
Taaiboschspruit Farm Portion 5(12),Kangra Mine
houses(20),Taaibosspruit (1&2) (34), Simakade (Goodhope)(36),
Mashalabane 1 & 2(21), Ngwempisi (20),Makhanya (Incl.
Kitchens)(18),Sarahsof(3),Kwashongwe Plaas 1 &
2(3),KwaThabethe(2),Nkolovane 1 & 2(3),Sterkforntein 1 & 2(6),
Kamavumbuka(35),Cascade 2 & 3(21), Metshisweni (17),
Newpitoli (15),kwaDoffi(8),Matheni(23),Sulphur Springs(17),Kwa-
Manquma (Emadulini) (35),Alma 1, 2,
3(39),Ndlebe(13),Congo(25),Confidence(18), Salema ( 1 &
2)(19),Moolman (Nomandien) 1& 2(19),Skapland 2 (2),Khisela 1 &
2(22),Confidence part 1& 2(20), Ebumnyameni(9), Ogwayini(10),
Sikhala (48),Maraba(13),Kwamnaba(11),Kwagoli -
Thalagu(6),Emaphondleni Obumbane(11),Heyshope
Farm(15),Sobokken Farm(15),Zululiyaduma 1, 2,3 (close to Red
Cliff(4),Sluis/Mlazi phase 2 (Agri-village) (14),New Plaas phase
2(Agrivillage)(12),Haarlem(52),Ekuphileni(51),Gqamu(55),Mahlab
athini(170)
R16,759,453.74
641
Network
capacity
checking
& Design
Beyers Electrification R1,684,003.44 63 Network
capacity
checking
& Design
Mkhondo in-fills R550,000.00 100 In
constructi
on,
270
dependen
t on
applicatio
ns
Mkhondo LV ext R5 841 855.00 100 In
Constructi
on,
dependan
t on
applicatio
ns
Name of the municipality: Dr. Pixley Ka Isaka Seme
Project/Programme Name/Description TOTAL Planned
CAPEX - DoE
TOTAL Planned
Connections
TOTAL YTD
Actual CAPEX
TOTAL YTD Actual
Connections
Project Progres
s
Dr Pixley Electrification of various farms and villages:
Bergvleit Farm Number 2(1),Bergvleit Farm (1),Zonderhout
farms 1, 2,3,4(8),Klippaatdrift Farm(7),Kafferskraal 513,
portion 4(11),Hartebeesfontein Farm(1),Vlakfontein Farm 1,
2,3,4(18),Zoo ALS portion 8&9 Farm(3),Sterkspruit 508
Farm(6),Rietspruit Farm(14),Piet Zyn Drift
Farm(40),Koppieskraal Farm(2),Thuthukani
CPA/01/0314/A(15),Schulspruit Farm 60 portion
14(2),Khulani 1 & 2(26),Schulspruit Farm 1 &
2(21),Mooifontein (portion 1,2,3) No. 4971S Farm portion
R5 841 855.00
209
Network
capacity
checking
& Design
271
6&7(15),Vulamehlo Farming Entity (18)
Beyers Electrification R1,684,003.44 63 Network
capacity
checking
& Design
Pixley in-fills R274,998.76 100 In
constructi
on,
dependen
t on
applicatio
ns
Pixley LV ext R3 000 000.00 30 In
Constructi
on,
dependan
t on
applicatio
ns
272
Name of the municipality: Govan Mbeki
Project/Programme Name/Description TOTAL Planned
CAPEX - DoE
TOTAL Planned
Connections
TOTAL YTD
Actual CAPEX
TOTAL YTD Actual
Connections
Project Progres
s
Govan Mbeki in-fills
R274 ,998.76
50 In
constructi
on,
dependen
t on
applicatio
ns
Name of the municipality: Dipaleseng
Project/Programme Name/Description TOTAL Planned
CAPEX - DoE
TOTAL Planned
Connections
TOTAL YTD
Actual CAPEX
TOTAL YTD Actual
Connections
Project Progres
s
Dipaleseng in-fills
R275 ,000.00
50 In
constructi
on,
dependen
t on
applicatio
ns
273
Dipaleseng LV ext R750 000.00 50 In
Constructi
on,
dependan
t on
applicatio
ns
274
7.8. Department of Rural Development and Land Reform
Municipality Project/Programme
Name/Description
Project location Progress as at 31 April
2018
2017-18 Budget Total project
cost
R’000
Chief Albert
Luthuli
Ptn 0 & 1 of the farm
Kareebosch 413 IT
measuring 266.798 hectares
Standerton Awaiting appointment of
Valuer
R 48 000 000
Chief Albert
Luthuli
Ptn 10 of the farm Hebron
421 JT measuring 137.442
hectares
Carolina Awaiting appointment of
Valuer
R 9 000 000
Chief Albert
Luthuli
Ptn 0, 4 & 5 of the farm
Strathrae 496 JS measuring
1316.5725 hectares
Carolina Awaiting appointment of
Valuer
R 42 400 000
Dipaleseng Ptn 7, 8 & 10 of the farm
Grootvlei 604 IR measuring
932.2763 hectares
Grootvlei Awaiting appointment of
Valuer R 42 500 000
Dipaleseng Ptn 7 of the farm Roodepoort
598 IR measuring 214.133
hectares
Greylingstad Awaiting appointment of
Valuer R 4 925 000
275
Municipality Project/Programme Name/Description Project location Progress as at 31
April 2018 2017-18
Budget Total project
cost R’000
Lekwa Ptn 5 of the farm Roodekrans 457 IS, Ptn 1 of the
farm Ebenhaezer 455 IS, R/E of Ptn 7 the farm
Tweefontein 467 IS, Ptn 4 & 22 of the farm
Drinkwater 451 IS, Ptn 85 of the farm Dorsplaats 470
IS, R/E of Ptn 4 & 15, Ptn 8 (a ptn of ptn 4), Ptn 7,
Ptn 13 (a ptn of ptn 5) and ptn 2 of the farm
Vaalbank 456 IS measuring 2836.4452 hectares
Morgenzon The seller has
rejected the
department’s offer of
R 30 500 000. They
counter-offered with
R 42 500 000. OVG
has maintained their
initial offer of R 30
500 000
R 30 500 000
Msukaligwa Ptn 0 of the farm Glen Eland 413 IT measuring 1858.0235
hectares
Amsterdam Awaiting appointment
of Valuer
R 45 000 000
Msukaligwa Ptn 11 (a Ptn of Ptn 5) of the farm Waaihoek 286 IT
measuring 256.9596 hectares
Sheepmore Awaiting appointment
of Valuer
R 2 055 000
Msukaligwa Ptn 17 of the farm Bloemkrans 121 IT and proposed Ptn 4
(a Ptn of Ptn 1) of the farm Tolderia 128 IT measuring
322.12 hectares
Lothair Awaiting appointment
of Valuer
R 4 873 882
Municipality Project/Programme Name/Description Project location Progress as at 31
April 2018 2017-18
Budget Total project
cost R’000
Msukaligwa Ptn 1 & 2 of the farm Welgelegen 322 IT and Ptn 3 of
the farm Klipbank 295 IT measuring 2569.4361
hectares
Ermelo Awaiting appointment
of Valuer
R 46 249
849.80
276
Msukaligwa R/E of Ptn 0 & Ptn 10 of the farm Rietvlei 310 IT
measuring 896.4986 hectares
Sheepmore Awaiting appointment
of Valuer
R 37 270
535.00
Pixley Ka Seme Portion 2 Of The Farm Wydgelegen 53 Ht
measuring 900.018 hectares
Amersfoort Acquired for
Ezwelethu
Communal Property
Association in March
2018
R 10 750 000
R 10 750 000
Pixley Ka Seme Ptn 1 of the farm Buhrmanns Plaats 332 IT
measuring 1498.6814 hectares
Amersfoort Awaiting appointment
of Valuer
R 17 000 000
Msukaligwa
Remaining Extent and Portion 10 of the farm Rietvlei 310
IT, measuring 896.4986 hectares
Sheepmore 2018/19 R 14,700,000.00
Msukaligwa
Chief Albert
Luthuli
Ptns 0, 4, 5 of the farm Strathrae 496 JS Carolina 2018/19 R 42,400,000.00 Chief Albert
Luthuli
Chief Albert
Luthuli
Portion 1 of the farm Onbekend 54 IT measuring
508.6115 hectares
Carolina 2018/19 R 4000,000.00 Chief Albert
Luthuli
Municipality Project/Programme Name/Description Project
Beneficiary/
Ward/Location
2018/19
Target
2018/19 Budget
Allocation (Annual)
R’000
Total project
cost
R’000
Dipaleseng Remaining Extent of Portion 7, Portion 8 and 10 of
the farm Grootvlei 453 IR and Portion 10 and the
Remaining Extent of Portion 23 of the farm
Grootvlei 604 IR, measuring 932.2763 hectares
Grootvlei 2018/19 R 16,950,000.00
277
Dipaleseng Ptn 7 of the farm Roodepoort 598 IR Greylingstad 2018/19 R 4,925,000.00
Lekwa Ptn 0 (R/E) and Ptn 11 (R/E) of farm Kareebosch 413 IS Standerton 2018/19 R 48,000,000.00
Msukaligwa Portion 4 of the farm Florence 78 IT, Portion 5 of the
farm Bothwell 90 IT and Portion 1 & 2 of the farm
Simonsdal 88 IT
Chrissiesmier 2018/19 R 9,500,000.00
Pixley Ka Seme Portion 12 and 17 of the farm Mooifontein 497 IS and
Portion 5 of the farm Grootwal 496 IS, measuring
599.0971 hectares in total extent
Amersfoort 2018/19 R 9,300,000.00
Lekwa Ptn 0 (R/E) and Ptn 11 (R/E) of farm Kareebosch 413 IS Standerton 2018/19 R 48,000,000.00
Msukaligwa Portion 4 of the farm Florence 78 IT, Portion 5 of the
farm Bothwell 90 IT and Portion 1 & 2 of the farm
Simonsdal 88 IT
Chrissiesmier 2018/19 R 9,500,000.00
Pixley Ka Seme Portion 12 and 17 of the farm Mooifontein 497 IS and
Portion 5 of the farm Grootwal 496 IS, measuring
599.0971 hectares in total extent
Amersfoort 2018/19 R 9,300,000.00
Municipality Project/Progra
mme
Name/Descripti
on
Project location Progress as at 31 April 2018 2017-18 Budget Total project cost R’000
Dipaliseng Izidonga Ze
Afrika Recap
Portion 0 of the farm
Vogelstruisfontein No. 593 IR
The project has renovated 9 broiler
houses and farm is in production.
Furthermore the project is in process
of building three additional broiler
R9 821 476.95. R26 344 000.00
278
houses since most of the nine
houses are old.
Govan-Mbeki Sakhisizwe
1H1H
Portion 1 of the Farm
Witkleinfontein 131 IS
Implements, production inputs,
garden tools delivered to project for
planting 22 ha of soya beans.
R 1 334 669.67 R 2 896 648.00
Mkhondo Libhaba 1H1H Portion 4 of the Farm Tafelberg
186 HT
Implements, production inputs,
garden tools delivered to project for
planting 22 ha of soya beans.
R 2 204 611.02 R 740 662.62
Mkhondo Kwamashalabane
1H1H Portion 0 of the farm Uitgevallen
no 175 HT Portion 18 of the farm
Tafelburg No 186 HT
Implements, production inputs, garden
tools delivered to project for planting 22
ha of soya beans.
R 783 196.89 R 2 451 645.49
Msukaligawa
Grey and Grey
1H1H
Remaining Extent, Portion 9, 14,
Portion 10 of the farm Oshoek 454
IS, Portion 11 of the farm Uitzigt
450 IS
Production inputs, garden tools
delivered to project for planting 92 ha of
soya beans.
R 865 438.17 R 986 377.81
Msukaligwa Bankfontein /
Vlakfontein
Recap
Remaining Extent of Portion 1 of
the farm Vlakfontein 108 IT and
Portion 2 of the farm Bankfontein
215 IS
Purchase of implements and production
inputs for 105ha.
R821 840.96 R 1 757 945.96
279
Municipality Project/Programme Name/Description
Project location Progress as at 31 April 2018 2017-18 Budget Total project cost
R’000
Pixley Isaka ka Seme
Sigwinyamane 1H1H
Remaining Extent of Portion 4 (Fickland) of the Farm Langburg 85 HT
Implements, production inputs, garden tools delivered to project for planting 17 ha of soya beans.
R 2 102 050.17 2 856 762.58
Pixley Isaka ka Seme
Thembalethu 1H1H
Portion 2 of the Farm Vryheid 42 HT, Remaining Extent of the farm Ezelsklip 45 HT and Portion 14 and 15 of the farm Grootvallei 43 HT
Implements, production inputs, garden tools delivered to project for planting 22 ha of soya beans.
R 2 200 758.59 R 901 037.59
Albert Luthuli
Simunye CPA Portion 1 and 4 of the farm
Welgevonden No.412 JT
Ward 10
Purchase of cattle, machinery,
implements and infrastructure
development.
Budget not
approved as yet Budget not approved as
yet
Albert Luthuli Lijelenkosi CPA Portion 3 of the farm
Suikerboschfontein 429 JT and
Portion 10 of the farm
Leeuwfontein 427 JT
Ward 8
Purchase of cattle. R1 459 564.15 R1 459 564.15
Govan-Mbeki Sakhisizwe 1H1H Portion 1 of the Farm
Witkleinfontein 131 IS ,
Ward 17
Payment of site manager, employees
and infrastructure development. R 1 561 978.33 R 2 896 648.00
280
Municipality Project/Programme Name/Description
Project Beneficiary/
Ward/Location
2018/19 Target 2018/19 Budget Allocation (Annual) R’000
Total project cost
R’000
Lekwa Walanga CPA Portion 2 of the farm Tweefontein 467 IS
Ward 5
Purchase of cattle, machinery, implements and production inputs for 150ha of maize/soya beans.
Budget not approved as yet
Budget not approved as yet
Mkhondo Libhaba 1H1H Portion 4 of the Farm Tafelberg 186 HT
Ward 15
Purchase of additional implements for planting 22 ha of dry beans.
R 740 662.62 R2 945 273.64
Mkhondo Kwamashalabane 1H1H
Portion 0 of the farm Uitgevallen no 175 HT Portion 18 of the farm Tafelburg No 186 HT
Ward 3
Purchase of implements and infrastructure development.
R 2 451 645.49 R3 234 842.38
Mkhondo Amangcamane
CPA Ptn 0 of the farm Duitshland IT Purchase of implements, planting of
forestry and payment of overheads for
the project.
Budget not
approved as yet Budget not approved as
yet
Msukaligawa
Grey and Grey
1H1H Remaining Extent, Portion 9, 14,
Portion 10 of the farm Oshoek 454
IS, Portion 11 of the farm Uitzigt
450 IS
Ward 4
Payment of site manager, employees
and infrastructure development. R 986 377.81 R 1 851 815.98
Msukaligwa Bumbanani CPA 7, 8 and 9 of the farm Kelvinside 95
IT
Ward 3
Purchase of cattle, machinery,
implements and production inputs for
400ha of maize/soya beans.
Budget not
approved as yet Budget not approved as
yet
281
Municipality Project/Programme
Name/Description
Project Beneficiary/
Ward/Location
2018/19 Target 2018/19 Budget
Allocation (Annual)
R’000
Total project
cost
R’000
Msukaligwa Emahlubini CPA Ptn 1 of Lettieskeus 105 IT and
Ptn 1 of Driefontein 114 IT, Ward 11
Purchase of implements. R2 625 277.60 R2 625 277.60
Msukaligwa Mninwa CPA R/E and Ptn 1 & 7 of Knapdaar
221 IS Ward 6 Purchase of machinery and
implements. R2 625 277.60 R2 625 277.60
Pixley Isaka ka
Seme Sigwinyamane 1H1H Remaining Extent of Portion 4
(Fickland) of the Farm Langburg
85 HT Ward 10
Purchase of additional
implements for planting 17 ha
of dry beans.
R754 712.41 R2 856 762.58
282
7.9. Department of Education
2018-19 PROJECTS/PROGRAMMES: Department Of Education
Project/Programme
Name/Description
Project Beneficiary/
Ward/Location
2018/19 Target 2018/19 Budget
Allocation
(Annual) R’000
Total project
cost
R’000
Mhola Primary School Chief Albert Luthuli Replacement of damaged roof covering
complete with timber trusses to 6 classrooms.·
Replacement and servicing of damaged
electrical wiring and light fittings. ·
Replacement of hall partitioning, timber doors,
burglar proof gates & ironmongery · Paintwork
2,600,934 2,600,934
Mayflower Secondary
School
Chief Albert Luthuli Replacement of damaged roof covering
completed with timber trusses and ceilings,
damaged electrical wiring and lighting fittings,
door & ironmongery, glazing, chalkboards and
pinning boards and paintwork.
8,287,827 10,359,784
Ukuthokoza Primary
School
Lekwa Replacement of damaged roof covering
completed with timber trusses and ceilings,
damaged electrical wiring and lighting fittings,
door & ironmongery, glazing, chalkboards and
pinning boards and paintwork.
2,328,615 3,881,026
283
Buyani Primary School Govan Mbeki Replacement of damaged roof covering
completed with timber trusses and ceilings,
damaged electrical wiring and lighting fittings,
door & ironmongery, glazing, chalkboards and
pinning boards and paintwork.
7,033,863 8,792,328
Isu Elihle Primary
School
Dr Pixley Ka Isaka Seme Demolition of 10 Storm Damaged Classrooms
and Construction of 10 New Classrooms
4,912,216 10,156,325
Phembindlela Primary
School
Volksrust Provision of Fencing 1,850,000 4,460,400
Isifisosethu Primary
School
Dipaseleng Phase 1: Provision of toilets and planning for
construction of4 classrooms
Phase 2: 4 Classtooms
460,541 4,460,400
Baadjiesbult Combined
School
Chief Albert Luthuli Construction of 10 waterborne toilets, drilling
and casting of borehole, constructing septic tank
and french drain, providing electricity, 2No of
drinking fountains, 2No. Of 5000 liters jojo tanks
and palisade fence around storage tanks
1,000,000 2,104,172
Bergplaas Primary
School
Mkhondo Demolition of existing toilets, construction of 5
enviro-loo toilets and renovate existing
waterbourne ablutions.
830,771 2,388,065
Cana Combined School Mkhondo Construct 10 new toilets and renovate existing
toilets
2,627,911 2,907,131
Mzamo primary school Lekwa Construction of 11 new toilets 2,172,462
284
New Ermelo Primary
School
Msukaligwa Phase 1: Planning and Design, erection of fence
and provision of basic services.
Phase 2: Construct 24 Classrooms,
Administration block, library, computer centre,
School Hall, 30 Toilets, Fence, Electricity,
Water, Kitchen, ramps + rails, 3 Sports Grounds
and Car Park.
5,542,400 11,821,043
Nkokweni primary
school
Mkhondo Demolishing of existing toilets and construction
of 6 new ablution units and Provision of water
1,664,499 4,460,400
Sakhisizwe Primary
School
Govan Mbeki Demolition of existing toilets and construction of
8 toilets
935,371 4,460,400
Sibongangwane
Primary School
Chief Albert Luthuli Demolition of existing 4 pit latrines and
construction of 7 Enviroloo toilets, provision of
electricity, 2No. Of drinking fountains and 2 x
5000 liters of jojo tanks and palisade fencing
around storage tanks
2,289,072
Sizakele Primary
School
Thembisile Hani Drilling of borehole, equiping of borehole, 5
Water storage tanks, demolishing of existing Pit
Toilet blocks and Construction of 17 New Toilets
1,704,712 2,902,397
285
Sizani Primary School Dr JS Moroka Phase 1: Demolish existing pit toilets and build 9
waterborne toilets with septic tank. Provide 3 X
10000L water tank. Phase 2: Renovation of
existing 16 classrooms, construction of
additional 14 toilets and provision of fence.
Future phase: Construction of administration
block , Library , Computer Centre, Car Park and
2 S
1,724,480 2,952,290
Sizofunda Primary
School
Victor Khanye Phase 1: Provision of water. Phase 2:
Construction of 13 new toiulets and
refurbishment of the existing waterborne toilets
619,078 1,049,240
Sizuzile Primary School Victor Khanye Drillling of borehole,equiping of borehole and
refurbishment of the existing waterborne toilets
785,108 1,334,542
Sobhuza Primary
School
Chief Albert Luthuli Refurbishments of 35 waterborne toilets,
providing electricity, 2No. Of drinking fountains
and 4 x 5000 liters jojo tanks and palisade
fencing around the tanks
1,682,425 3,031,412
Sunduza Primary
School
Chief Albert Luthuli Phase 1: Provision of water. Phase 2:
Demolition of 10 pit toilets and construction of 13
Enviroloo toilets, , providing electricity,2No. Of
drinking fountains, 2No. Of 5000 liters jojo tanks
and palisade fencing around storage tanks
2,395,948 3,254,247
286
The Brook Primary
School
Chief Albert Luthuli Phase 1: Provision of water. Phase 2:
Demolition of existing 6 pit latrines and
construction of 8 Enviroloo toilet, providing
electricity, 2No.of drinking fountain and 2 x 5000
liters jojo tanks and palisade fence around
1,813,260 2,266,575
The Gem Combined
School
Msukaligwa Demolish existing and contruct 14 toilets 3,212,332 4,015,415
Thobelani Secondary
School
Lekwa Refurbishment of 16 toilets 100,000 600,000
Thuto-thebe Combined
School
Lekwa Renovations of existing toilets, JoJo Tanks 809,827 1,012,284
Tokoloho Primary
School
Dipaleseng Phase 1: Construction of 19 toilets
Phase 2:Construction of 6 Classroom, Grade R
center and provision of fence
Future phase: Construction of admin, library,
compute room , kitchen, ramps & rail, sport
fields, parking
1,627,890 2,034,863
Chief Albert Luthuli Refurbishments of 10 waterborne toilets and
construction of 7 waterborne toilets, providing
electricity, 2No. Of drinking fountains and 2No.
Of jojo tanks and palisade fence around the
tanks
1,444,640 1,805,801
287
Waverley Secondary
School
Chief Albert Luthuli Phase 1: Provision of water. Phase 2:
Demolition of existing 10 pit latrines and
construction of 5 Enviroloo toilets, , providing
electricity and 2No. Of 5000 liters jojo tanks
1,195,951 1,494,939
Zamokuhle Primary
School
Govan Mbeki Construction of 24 toilets 1,417,001 1,771,251
Badplaas Circuit Office Chief Albert Luthuli Construction of new circuit offices using the the
design of the administrative block of Steve
Tshwete Boarding School.
1,947,000 6,490,000
Basizeni Special
School
Govan Mbeki Dismantling and carting away of existing
damaged prefab buildings and construction of 8
new special school classrooms.
901,566 14,164,776
Leeuwpoort Primary
School
Chief Albert Luthuli Construction of 4 enviro-loo toilets and
renovation of classrooms.
958,115 1,197,644
Mkhondo Boarding
School
Mkhondo 28 Classrooms, Admin block, Library, Computer
Laboratory, Science Laboratory, 8 Ablution
blocks, Dining/ Multi/ purpose Hall, 8
Dormitories, 3 Grade R accommodation, Guard
House, Rails , Ramps, Parking, Paving, Fence,
Water Supply , Electricity, Sewerage and Storm
Water.
######### 400,000,000
Lekwa School 1 Lekwa Construction of the new school - 64,130,000
Lekwa School 2 Lekwa Construction of the new school - 64,130,001
288
Wesley Memorial
Primary School
Chief Albert Luthuli Construction of toilets facilities 1,828,000
Makhosonke Primary
School
Chief Albert Luthuli Demolishing of existing pit toilets and
construction of 10 new ablution units
204,120 2,230,200
Cothoza Secondary
School
Lekwa Demolishing of pit toilets and construction of 11
toilets
1,563,052 1,752,300
Lekelelani Primary
School
Ermelo 2 Provision of water 25,770 34,000
Jeugkrag Primary
School
Lekwa Repairing stair cases in double storey and three
storey buildings
200,000 200,000
Jackie Manana Primary
School
Govan Mbeki Planning design in 2018/19. 2019/20
Constrcution 20 classroon and provision of
fence. Future phases: demolishing and
construction of admin block, laboratory, libriary
and computer centre.
3,500,000 55,000,000
289
Ekulindeni Secondary
School
Chief Albert Luthuli Replacement of damaged roof covering
complete with timber trusses, gutters, electrical
works, ceilings, new paintwork, replace glazing,
timber doors, burglar proof gates, writing boards
and pinning boards to 4 Classroom. ·
Replacement of damaged roof covering
complete with timber trusses, gutters, electrical
works and ceilings to Library. · Replacement of
ceramic floor tiles, new library fittings, glazing,
new paintwork timber doors and burglar proof
gates to Library.
2,118,058 2,118,058
Sinethemba Secondary
School
Mkhondo Replacement of damaged roof covering
complete with timber trusses and gutters to 3
classrooms and 2 storerooms. · Replacement
and servicing of damaged electrical wiring and
light fittings.· Replacement of timber doors &
ironmongery· Paintwork· Replacement of
steel burglar proof gates, pinning boards and
writing boards to classrooms
- 1,894,074
Buyani Primary School Govan Mbeki Renovation and refurbishment of 10 classrooms 445,190
Engabezweni
Secondary School
Chief Albert Luthuli Renovate 18 classrooms,office and 17 toilets 471,378
Klein Vrystaat Primary
School
Mkhondo Renovate 5 classrooms and office 220,000
290
Ndawonye Primary
School
Mkhondo
A Block - Admin : Brick & mortar Structure - soil
poisioninig on floors,paint walls & ceiling.
B Block - 8 C/R : Brick & mortar Structure -
structural defects on walls & slabs,paint work on
walls & ceiling.
C Block - Library : Brick & mortar - paint work on
walls & ceiling. D,E,F & G Block - 4
C/R each : Asbestos Structure - Demolish &
build. H Block - Old staff room :
Asbestos Structure - Demolish & build.
I Block - Old store room : Mud Structure -
Demolish & build.
497,566
Waverley Secondary
School
Chief Albert Luthuli Renovate 8 classrooms and office 220,000
Izimbali Combined
Boarding School
Mkhondo Planned maintenance of entire boarding school. 1,000,000 3,000,000
Ezakheni Combined
Boarding School
Mkhondo Planned maintenance of entire boarding school. 848,000 3,000,000
291
CHAPTER 8: GSDM BUDGET
ALBERT LUTHULI
Department Account
Code
Description BUDGET BUDGET BUDGET
2018/2019 2019/2020 2020/2021
130 GRANTS TRANSFER
130 256703 WATER QUALITY TESTING 400 000 -
-
130 256705 ROADS EMPULUZI(UPGRADE) - -
-
130 TOTAL GRANTS TRANSFER 400 000 -
-
MSUKALIGWA
Department Account
Code
Description BUDGET BUDGET BUDGET
2018/2019 2019/2020 2020/2021
150 GRANTS TRANSFER
150 256713 WATER QUALITY TESTING 650 000 -
-
150 SHEEPMOOR WATER - -
-
150 TOTAL GRANTS TRANSFER 650 000 -
-
GOVAN MBEKI
Department Account
Code
Description BUDGET BUDGET BUDGET
2018/2019 2019/2020 2020/2021
292
160 GRANTS TRANSFER
160 256721 WATER QUALITY TESTING 600 000 -
-
160 TOTAL GRANTS TRANSFER 600 000 -
-
MKHONDO
Department Account
Code
Description BUDGET BUDGET BUDGET
2018/2019 2019/2020 2020/2021
172 GRANTS TRANSFER
172 256734 WATER QUALITY TESTING 700 000 -
-
172 REGIONAL BULK INFRA - -
-
172 TOTAL GRANTS TRANSFER 700 000 -
-
LEKWA
Department Account
Code
Description BUDGET BUDGET BUDGET
2018/2019 2019/2020 2020/2021
180 GRANTS TRANSFER
180 256744 WATER QUALITY TESTING 400 000 -
-
180 TOTAL GRANTS TRANSFER 400 000 -
-
DIPALESENG
293
Department Account
Code
Description BUDGET BUDGET BUDGET
2018/2019 2019/2020 2020/2021
184 GRANTS TRANSFER
184 REGIONAL BULK CO FUNDING
184 256754 WATER QUALITY TESTING 400 000 -
-
184 TOTAL GRANTS TRANSFER 400 000 -
-
DR PIXLEY KA ISAKA SEME
Department Account
Code
Description BUDGET BUDGET BUDGET
2018/2019 2019/2020 2020/2021
190 GRANTS TRANSFER
190 256761 WATER QUALITY TESTING 750 000 -
-
190 256774 AMERSFOORT SEWER RET/OUTFALL
S
- -
-
190 256786 TIPPER TRUCK - -
-
190 256787 VOLKSRUST/VUKUZAKHE STP - -
-
190 TOTAL GRANTS TRANSFER 750 000 -
-
RBIG ALBERT LUTHULI
Department Account
Code
Description BUDGET BUDGET BUDGET
294
2018/2019 2019/2020 2020/2021
330 GRANTS TRANSFER
330 256664 REGIONAL BULK EMPULUZI/METULA 20 000 000 52 284 000 100 000
000
330 256779 LUSHUSHWANE BULK WATER
SCHEME
41 622 000 57 000 000
-
330 EERSSTEHOEK EKULENDENI BULK
WATER
- 20 347 000 30 000
000
330 TOTAL GRANTS TRANSFER 61 622 000 129 631 000 130 000
000
RBIG MSUKALIGWA
Department Account
Code
Description BUDGET BUDGET BUDGET
2018/2019 2019/2020 2020/2021
350 GRANTS TRANSFER
350 MSUKALIGWA BWSS 10 000 000 30 000 000 68 407
000
350 REGIONAL SHEEPMOOR - -
-
350 TOTAL GRANTS TRANSFER 10 000 000 30 000 000 68 407
000
RBIG DIPALESENG
Department Account
Code
Description BUDGET BUDGET BUDGET
2018/2019 2019/2020 2020/2021
384 GRANTS TRANSFER
384 256666 REGIONAL BULK BALFOUR/SIYATHEM 20 818 000 100 000 000 100 000
295
000
384 256784 BALFOUR WASTE WATER
TREATMENT
42 000 000 10 000 000
-
384 TOTAL GRANTS TRANSFER 62 818 000 110 000 000 100 000
000
RBIG MKHONDO
Department Account
Code
Description BUDGET BUDGET BUDGET
2018/2019 2019/2020 2020/2021
372 GRANTS TRANSFER
372 25678 AMSTERDAM BULK WATER 25 000 000 40 000 000 40 000
000
372 TOTAL GRANTS TRANSFER 25 000 000 40 000 000 40 000
000
Gert Sibande 3 900 000 -
-
RBIG 159 440 000 309 631 000 338 407
000
Total 163 340 000 309 631 000 338 407
000
RBIG Grant 159 440 000 309 631 000 338 407
000
- -
-
GSDM PROJECTS 3 900 000 -
-
296
163 340 000 309 631 000 338 407
000
9 500 000 4 000 000 4 000
000
172 840 000 313 631 000 342 407
000
FINAL DRAFT
BUDGET
2018/19
PROPERTY SERVICES
Department Account
Code
Description BUDGET BUDGET BUDGET
2018/2019 2019/2020 2020/2021
89 OPERATING EXPENDITURE
89 REPAIRS AND MAINTENANCE
89 235020 Maintenance system 420 000 445 200 471 910
89 235040 BUILDINGS 720 000 763 200 808 990
89 TOTAL REPAIRS AND
MAINTENANCE
1 140 000 1 208 400 1 280 900
89 GENERAL EXPENDITURE OTHER
89 260350 CLEANING SERVICES 265 000 280 900 297 750
89 260920 GARDENING SERVICES 300 000 318 000 337 080
89 261290 FURNITURE AND EQUIPMENT - - -
297
89 261950 MUNICIPAL SERVICES 3 450 000 3 657 000 3 876 420
89 261960 SERVICES 900 000 954 000 1 011 240
89 262970 SECURITY 2 862 000 3 033 720 3 215 740
89 TOTAL GENERAL EXPENDITURE 7 777 000 8 243 620 8 738 230
89 TOTAL OPERATING EXPENDITURE 8 917 000 9 452 020 10 019 130
89 OPERATING(SURPLUS)/DEFICIT 8 917 000 9 452 020 10 019 130
DISASTER MANAGEMENT
Department Account Code Description BUDGET BUDGET BUDGET
2018/2019 2018/2019 2020/2021
90 OPERATING REVENUE
90 OTHER REVENUE
90 60060 REFUND TELEPHONE (110) (120) (130)
90 TOTAL OTHER REVENUE (110) (120) (130)
90 TOTAL OPERATING REVENUE (110) (120) (130)
90 OPERATING EXPENDITURE
90 SALARIES AND WAGES
90 200010 SALARIES 3 032 200 3 214 130 3 406 980
90 200020 HOUSING SUBSIDY 31 120 32 990 34 970
90 200060 LEAVE BONUS 252 690 267 850 283 920
90 200090 LEAVE COMMUTATION 30 000 31 800 33 710
90 200140 OVERTIME - - -
90 200200 TELEPHONE ALLOWANCE 38 400 40 700 43 140
90 200220 TRAVEL ALLOWANCE 465 020 492 920 522 500
90 TOTAL SALARIES AND WAGES 3 849 430 4 080 390 4 325 220
90 SOCIAL CONTRIBUTIONS
90 203010 GROUP INSURANCE 60 650 64 290 68 150
298
90 203020 MEDICAL AID CONTRIBUTION 199 370 211 330 224 010
90 203030 PENSIONFUND CONTRIBUTION 667 090 707 120 749 550
90 203040 UIF 14 280 15 140 16 050
90 203050 BARGANING COUNCIL 800 850 900
90 TOTAL SOCIAL CONTRIBUTIOND 942 190 998 730 1 058 660
90 DEPRECIATION
90 230010 DEPRECIATION 127 200 134 830 142 920
90 TOTAL DEPRECIATION 127 200 134 830 142 920
90 REPAIRS AND MAINTENANCE
90 235040 BUILDING 169 600 179 780 190 570
90 235060 VEHICLES 74 200 78 650 83 370
90 TOTAL REPAIRS AND
MAINTENANCE
243 800 258 430 273 940
90 GENERAL EXPENDITURE OTHER
90 260350 CLEANING MATERIAL 210 000 222 600 235 960
90 260570 DELEGATION COST 6 000 6 360 6 740
90 261950 MUNICIPAL SERVICES 63 600 67 420 71 470
90 262300 REFRESHMENTS 22 000 23 320 24 720
90 262410 RENTAL EQUIPMENT 10 000 10 600 11 240
90 262430 TRAVEL- AND SUBSISTANCE 31 800 33 710 35 730
90 262970 SECURITY 1 325 000 1 404 500 1 488 770
90 263190 STATIONERY 10 000 10 600 11 240
90 263340 TELEPHONE 100 700 106 740 113 140
90 263750 VEHICLE AND EQUIPMENT COST 784 400 831 460 881 350
90 TOTAL GENERAL EXPENDITURE 2 563 500 2 717 310 2 880 360
90 TOTAL OPERATING EXPENDITURE 7 726 120 8 189 690 8 681 100
90 OPERATING(SURPLUS)/DEFICIT 7 726 010 8 189 570 8 680 970
299
PLANNING
Department Account
Code
Description BUDGET BUDGET BUDGET
2018/2019 2019/2020 2020/2021
91 OPERATING REVENUE
91 OTHER REVENUE
91 60060 REFUND TELEPHONE (6 890) (7 300) (7 740)
91 60090 DONATED ASSETS
91 TOTAL OTHER REVENUE (6 890) (7 300) (7 740)
91 TOTAL OPERATING REVENUE (6 890) (7 300) (7 740)
91 OPERATING EXPENDITURE
91 SALARIES AND WAGES
91 200010 SALARIES 9 330 720 9 890 560 10 483 990
91 200020 HOUSING SUBSIDY 90 360 95 780 101 530
91 200060 LEAVE BONUS 875 100 927 610 983 270
91 200090 LEAVE COMMUTATION 30 000 31 800 33 710
91 200140 OVERTIME 20 000 21 200 22 470
91 200200 TELEPHONE 151 200 160 270 169 890
91 200220 TRAVEL ALLOWANCE 970 880 1 029 130 1 090 880
91 TOTAL SALARIES AND WAGES 11 468 260 12 156 350 12 885 740
91 SOCIAL CONTRIBUTIONS
91 203010 GROUP INSURANCE 171 080 181 340 192 220
91 203020 MEDICAL AID CONTRIBUTION 484 350 513 410 544 210
91 203030 PENSIONFUND CONTRIBUTION 2 052 760 2 175 930 2 306 490
91 203040 UIF 44 620 47 300 50 140
91 203050 BARGANING COUNCIL 2 380 2 520 2 670
91 TOTAL SOCIAL CONTRIBUTIOND 2 755 190 2 920 500 3 095 730
300
91 GENERAL EXPENDITURE OTHER
91 261290 FURNITURE AND EQUIPMENT 10 000 10 600 11 240
91 262300 REFRESHMENTS 30 000 31 800 33 710
91 262430 TRAVEL- AND SUBSISTANCE
ALLOWA
300 000 318 000 337 080
91 263190 STATIONERY 80 000 84 800 89 890
91 263340 TELEPHONE 26 500 28 090 29 780
91 TOTAL GENERAL EXPENDITURE 446 500 473 290 501 700
91 TOTAL OPERATING EXPENDITURE 14 669 950 15 550 140 16 483 170
91 OPERATING(SURPLUS)/DEFICIT 14 663 060 15 542 840 16 475 430
INTERNAL AUDIT
Department Account
Code
Description BUDGET BUDGET BUDGET
2018/2019 2019/2020 2020/2021
92 OPERATING REVENUE
92 OTHER REVENUE
92 60060 REFUND TELEPHONE (1 910) (2 020) (2 140)
92 TOTAL OTHER REVENUE (1 910) (2 020) (2 140)
92 TOTAL OPERATING REVENUE (1 910) (2 020) (2 140)
92 OPERATING EXPENDITURE
92 SALARIES AND WAGES
92 200010 SALARIES 2 020 530 2 141 760 2 270 270
92 200020 HOUSING SUBSIDY 15 560 16 490 17 480
92 200060 LEAVE BONUS 168 380 178 480 189 190
92 200090 LEAVE COMMUTATION 30 000 31 800 33 710
92 200140 OVERTIME 5 000 5 300 5 620
92 200200 TELEPHONE 32 400 34 340 36 400
301
92 200220 TRAVEL ALLOWANCE 517 320 548 360 581 260
92 TOTAL SALARIES AND WAGES 2 789 190 2 956 530 3 133 930
92 SOCIAL CONTRIBUTIONS
92 203010 GROUP INSURANCE 40 410 42 830 45 400
92 203020 MEDICAL AID CONTRIBUTION 136 330 144 510 153 180
92 203030 PENSIONFUND CONTRIBUTION 444 520 471 190 499 460
92 203040 UIF 8 930 9 470 10 040
92 203050 BARGANING COUNCIL 500 530 560
92 TOTAL SOCIAL CONTRIBUTIOND 630 690 668 530 708 640
92 GENERAL EXPENDITURE OTHER
92 260160 AUDIT FEES 3 800 000 4 028 000 4 269 680
92 260165 ADHOC AUDITS/CONSULTANTS 400 000 424 000 449 440
92 260170 AUDIT COMMITTEE 318 000 337 080 357 300
92 260570 DELEGATION COST 35 000 37 100 39 330
92 262300 REFRESHMENTS 10 000 10 600 11 240
92 262310 RISK MANAGEMENT 30 000 31 800 33 710
92 262430 TRAVEL- AND SUBSISTANCE
ALLOWA
159 000 168 540 178 650
92 263190 STATIONERY 10 000 10 600 11 240
92 263340 TELEPHONE 23 320 24 720 26 200
92 TOTAL GENERAL EXPENDITURE 4 785 320.00 5 072 440.00 5 376 790.00
92 TOTAL OPERATING EXPENDITURE 8 205 200.00 8 697 500.00 9 219 360.00
92 OPERATING(SURPLUS)/DEFICIT 8 203 290.00 8 695 480.00 9 217 220.00
WATER AND SANITATION
Department Account
Code
Description BUDGET BUDGET BUDGET
2018/2019 2019/2020 2020/2021
302
93 OPERATING REVENUE
93 OTHER REVENUE
93 10001 USER CHARGES (2 332 000) (2 471 920) (2 620 240)
93 60060 REFUND TELEPHONE (10 600) (11 240) (11 910)
93 TOTAL OTHER REVENUE (2 342 600) (2 483 160) (2 632 150)
93 TOTAL OPERATING REVENUE (2 342 600) (2 483 160) (2 632 150)
93 OPERATING EXPENDITURE
93 SALARIES AND WAGES
93 200010 SALARIES 6 672 580 7 072 930 7 497 310
93 200020 HOUSING SUBSIDY 40 680 43 120 45 710
93 200060 LEAVE BONUS 556 050 589 410 624 770
93 200090 LEAVE COMMUTATION 40 000 42 400 44 940
93 200140 OVERTIME 12 000 12 720 13 480
93 200200 TELEPHONE 73 200 77 590 82 250
93 200220 TRAVEL ALLOWANCE 840 000 890 400 943 820
93 TOTAL SALARIES AND WAGES 8 234 510 8 728 570 9 252 280
93 SOCIAL CONTRIBUTIONS
93 203010 GROUP INSURANCE 133 460 141 470 149 960
93 203020 MEDICAL AID CONTRIBUTION 351 550 372 640 395 000
93 203030 PENSIONFUND CONTRIBUTION 1 467 970 1 556 050 1 649 410
93 203040 UIF 34 950 37 050 39 270
93 203050 BARGANING COUNCIL 2 000 2 120 2 250
93 TOTAL SOCIAL CONTRIBUTIOND 1 989 930 2 109 330 2 235 890
93 REPAIRS AND MAINTENANCE
93 235040 BUILDINGS 201 400 213 480 226 290
93 235050 OFFICE EQUIPMENT 2 000 2 120 2 250
93 235060 VEHICLES 47 700 50 560 53 590
93 TOTAL REPAIRS AND 251 100 266 160 282 130
303
MAINTENANCE
93 GENERAL EXPENDITURE OTHER
93 260070 ADVERTISEMENTS 35 000 37 100 39 330
93 260350 CLEANING MATERIAL 106 000 112 360 119 100
93 260470 TECHNICAL SUPPORT 2 120 000 2 247 200 2 382 030
93 260570 DELEGATION COST 10 000 10 600 11 240
93 261290 EQUIPMENT AND FURNITURE 10 000 10 600 11 240
93 262140 POSTAGE 2 000 2 120 2 250
93 262270 RAILAGE / COURIER SERVICES 1 000 1 060 1 120
93 262300 REFRESHMENTS 7 000 7 420 7 870
93 262350 SAFETY CLOTHING 25 000 26 500 28 090
93 262430 TRAVEL- AND SUBSISTANCE
ALLOWA
250 000 265 000 280 900
93 263190 STATIONERY 5 000 5 300 5 620
93 263280 SUBSCR. FEES:
BOOKS/MAGAZINES
1 000 1 060 1 120
93 263340 TELEPHONE 153 700 162 920 172 700
93 263750 VEHICLE AND EQUIPMENT COST 201 400 213 480 226 290
93 TOTAL GENERAL EXPENDITURE 2 927 100 3 102 720 3 288 900
93 TOTAL OPERATING EXPENDITURE 13 402 640 14 206 780 15 059 200
93 OPERATING(SURPLUS)/DEFICIT 11 060 040 11 723 620 12 427 050
PROPERTY SERVICES(1)
Department Account
Code
Description BUDGET BUDGET BUDGET
2018/2019 2019/2020 2020/2021
94 OPERATING REVENUE
94 OTHER REVENUE
304
94 60060 REFUND TELEPHONE (2 540) (2 690) (2 850)
94 TOTAL OTHER REVENUE (2 540) (2 690) (2 850)
94 TOTAL OPERATING REVENUE (2 540) (2 690) (2 850)
94 OPERATING EXPENDITURE
94 SALARIES AND WAGES
94 200010 SALARIES 4 436 570 4 702 760 4 984 930
94 200020 HOUSING SUBSIDY 101 320 107 400 113 840
94 200060 LEAVE BONUS 369 720 391 900 415 410
94 200090 LEAVE COMMUTATION 30 000 31 800 33 710
94 200140 OVERTIME 265 000 280 900 297 750
94 200200 TELEPHONE 22 800 24 170 25 620
94 200220 TRAVEL ALLOWANCE 110 510 117 140 124 170
94 TOTAL SALARIES AND WAGES 5 335 920 5 656 070 5 995 430
94 SOCIAL CONTRIBUTIONS
94 203010 GROUP INSURANCE 88 730 94 050 99 690
94 203020 MEDICAL AID CONTRIBUTION 421 350 446 630 473 430
94 203030 PENSIONFUND CONTRIBUTION 976 100 1 034 670 1 096 750
94 203040 U I F 40 200 42 610 45 170
94 203050 BARGANING COUNCIL 3 070 3 250 3 450
94 TOTAL SOCIAL CONTRIBUTIOND 1 529 450 1 621 210 1 718 490
94 DEPRECIATION
94 230010 DEPRECIATION 13 780 000 14 606 800 15 483 210
94 TOTAL DEPRECIATION 13 780 000 14 606 800 15 483 210
94 GENERAL EXPENDITURE OTHER
94 260350 CLEANING MATERIAL 800 000 848 000 898 880
94 262430 TRAVEL- AND SUBSISTENCE
ALLOWA
100 000 106 000 112 360
94 TOTAL GENERAL EXPENDITURE 900 000 954 000 1 011 240
305
94 TOTAL OPERATING EXPENDITURE 21 545 370.00 22 838 080.00 24 208 370.00
94 OPERATING(SURPLUS)/DEFICIT 21 542 830.00 22 835 390.00 24 205 520.00
COMPUTER SERVICES
Department Account
Code
Description BUDGET BUDGET BUDGET
2018/2019 2019/2020 2020/2021
95 OPERATING REVENUE
95 OTHER REVENUE
95 60060 REFUND TELEPHONE (1 270) (1 350) (1 430)
95 TOTAL OTHER REVENUE (1 270) (1 350) (1 430)
95 TOTAL OPERATING REVENUE (1 270) (1 350) (1 430)
95 OPERATING EXPENDITURE
95 SALARIES AND WAGES
95 200010 SALARIES 1 803 410 1 911 610 2 026 310
95 200020 HOUSING SUBSIDY 12 560 13 310 14 110
95 200060 LEAVE BONUS 150 290 159 310 168 870
95 200090 LEAVE COMMUTATION 25 000 26 500 28 090
95 200140 OVERTIME 2 000 2 120 2 250
95 200200 TELEPHONE 21 600 22 900 24 270
95 200220 TRAVEL ALLOWANCE 120 000 127 200 134 830
95 TOTAL SALARIES AND WAGES 2 134 860 2 262 950 2 398 730
95 SOCIAL CONTRIBUTIONS
95 203010 GROUP INSURANCE 18 810 19 940 21 140
95 203020 MEDICAL AID CONTRIBUTION 63 740 67 560 71 610
95 203030 PENSION 206 910 219 320 232 480
95 203040 U I F 7 140 7 570 8 020
306
95 203050 BARGANING COUNCIL 300 320 340
95 TOTAL SOCIAL CONTRIBUTIOND 296 900 314 710 333 590
95 REPAIRS AND MAINTENANCE
95 235050 OFFICE EQUIPMENT 500 000 530 000 561 800
95 TOTAL REPAIRS AND
MAINTENANCE
500 000 530 000 561 800
95 FINANCE COST
95 240001 FINANCE COST - - -
95 TOT. INT. EXPENSE - EXT.BORROW - - -
95 GENERAL EXPENDITURE OTHER
95 250010 OPERATING LEASE 212 000 224 720 238 200
95 261290 EQUIPMENT AND FURNITURE 150 000 159 000 168 540
95 260410 IT SERVICES 2 300 000 2 438 000 2 584 280
95 261500 LICENSES 3 259 720 3 455 300 3 662 620
95 262190 PROGRAM ALTERATIONS 900 000 954 000 1 011 240
95 262410 RENTAL EQUIPMENT 1 400 000 1 484 000 1 573 040
95 262430 TRAVEL & SUBSISTENCE 60 000 63 600 67 420
95 263190 STATIONERY 300 000 318 000 337 080
95 263340 TELEPHONE 1 060 000 1 123 600 1 191 020
95 TOTAL GENERAL EXPENDITURE 9 641 720 10 220 220 10 833 440
95 TOTAL OPERATING EXPENDITURE 12 573 480 13 327 880 14 127 560
95 OPERATING(SURPLUS)/DEFICIT 12 572 210 13 326 530 14 126 130
COUNCIL SUPPORT STAFF
Department Account
Code
Description BUDGET BUDGET BUDGET
2018/2019 2019/2020 2020/2021
307
96 OPERATING REVENUE
96 OTHER REVENUE
96 60060 TELEPHONE REFUND (9 650) (10 230) (10 840)
96 TOTAL OTHER REVENUE (9 650) (10 230) (10 840)
96 TOTAL OPERATING REVENUE (9 650) (10 230) (10 840)
96 OPERATING EXPENDITURE
96 SALARIES AND WAGES
96 200010 SALARIES 11 759 110 12 464 660 13 212 540
96 200020 HOUSING SUBSIDY 43 700 46 320 49 100
96 200060 LEAVE BONUS 979 930 1 038 730 1 101 050
96 200090 LEAVE COMMUTATION 100 000 106 000 112 360
96 200140 OVERTIME 240 000 254 400 269 660
96 200200 TELEPHONE 324 000 343 440 364 050
96 200220 TRAVEL ALLOWANCE 1 020 840 1 082 090 1 147 020
96 TOTAL SALARIES AND WAGES 14 467 580 15 335 640 16 255 780
96 SOCIAL CONTRIBUTIONS
96 203010 GROUP INSURANCE 127 260 134 900 142 990
96 203020 MEDICAL AID CONTRIBUTION 343 840 364 470 386 340
96 203030 PENSIONFUND CONTRIBUTION 1 365 370 1 447 290 1 534 130
96 203040 UIF 62 550 66 300 70 280
96 203050 BARGANING COUNCIL 2 280 2 420 2 570
96 TOTAL SOCIAL CONTRIBUTIOND 1 901 300 2 015 380 2 136 310
96 GENERAL EXPENDITURE OTHER
96 262430 TRAVEL & SUBSISTENCE 220 000 233 200 247 190
96 TOTAL GENERAL EXPENDITURE 220 000 233 200 247 190
96 TOTAL OPERATING EXPENDITURE 16 588 880 17 584 220 18 639 280
96 OPERATING(SURPLUS)/DEFICIT 16 579 230 17 573 990 18 628 440
308
LEGAL SECTION
Department Account
Code
Description BUDGET BUDGET BUDGET
2018/2019 2019/2020 2020/2021
97 OPERATING REVENUE
97 OTHER REVENUE
97 60060 REFUND TELEPHONE (1 590) (1 690) (1 790)
97 TOTAL OTHER REVENUE (1 590) (1 690) (1 790)
97 TOTAL OPERATING REVENUE (1 590) (1 690) (1 790)
97 OPERATING EXPENDITURE
97 SALARIES AND WAGES
97 200010 SALARIES 1 361 340 1 443 020 1 529 600
97 200020 HOUSING SUBSIDY 12 560 13 310 14 110
97 200060 LEAVE BONUS 113 450 120 260 127 480
97 200090 LEAVE COMMUTATION 25 000 26 500 28 090
97 200200 TELEPHONE 24 000 25 440 26 970
97 200220 TRAVEL ALLOWANCE 466 190 494 160 523 810
97 TOTAL SALARIES AND WAGES 2 002 540 2 122 690 2 250 060
97 SOCIAL CONTRIBUTIONS
97 203010 GROUP INSURANCE 27 230 28 860 30 590
97 203020 MEDICAL AID CONTRIBUTION 66 120 70 090 74 300
97 203030 PENSIONFUND CONTRIBUTION 299 500 317 470 336 520
97 203040 UIF 3 570 3 780 4 010
97 203050 BARGANING COUNCIL 200 210 220
97 TOTAL SOCIAL CONTRIBUTIOND 396 620.00 420 410.00 445 640.00
97 GENERAL EXPENDITURE OTHER
97 260570 DELEGATION COSTS 5 000 5 300 5 620
309
97 261290 EQUIPMENT AND FURNITURE 5 000 5 300 5 620
97 261450 LEGAL COSTS 3 000 000 3 180 000 3 370 800
97 262430 TRAVEL- AND SUBSISTENCE
ALLOWA
53 000 56 180 59 550
97 TOTAL GENERAL EXPENDITURE 3 063 000 3 246 780 3 441 590
97 TOTAL OPERATING EXPENDITURE 5 462 160 5 789 880 6 137 290
97 OPERATING(SURPLUS)/DEFICIT 5 460 570 5 788 190 6 135 500
HUMAN RESOURCES
Department Account
Code
Description BUDGET BUDGET BUDGET
2018/2019 2019/2020 2020/2021
98 OPERATING REVENUE
98 OTHER REVENUE
98 60060 REFUND TELEPHONE (9 010) (9 550) (10 120)
98 TOTAL OTHER REVENUE (9 010) (9 550) (10 120)
98 TOTAL OPERATING REVENUE (9 010) (9 550) (10 120)
98 OPERATING EXPENDITURE
98 SALARIES AND WAGES
98 200010 SALARIES 3 157 390 3 346 830 3 547 640
98 200020 HOUSING SUBSIDY 18 560 19 670 20 850
98 200060 LEAVE BONUS 263 120 278 910 295 640
98 200090 LEAVE COMMUTATION 30 000 31 800 33 710
98 200140 OVERTIME 40 000 42 400 44 940
98 200200 TELEPHONE 30 000 31 800 33 710
98 200220 TRAVEL ALLOWANCE 354 700 375 980 398 540
98 TOTAL SALARIES AND WAGES 3 893 770 4 127 390 4 375 030
98 SOCIAL CONTRIBUTIONS
310
98 203010 GROUP INSURANCE 63 150 66 940 70 960
98 203020 MEDICAL AID CONTRIBUTION 261 900 277 610 294 270
98 203030 PENSIONFUND CONTRIBUTION 694 630 736 310 780 490
98 203040 U I F 16 070 17 030 18 050
98 203050 BARGANING COUNCIL 900 950 1 010
98 TOTAL SOCIAL CONTRIBUTIOND 1 036 650 1 098 840 1 164 780
98 GENERAL EXPENDITURE OTHER
98 260070 ADVERTISEMENTS 371 000 393 260 416 860
98 261290 EQUIPMENT AND FURNITURE 5 000 5 300 5 620
98 262430 TRAVEL- AND SUBSISTENCE
ALLOWA
212 000 224 720 238 200
98 262990 SERVICE TRAINING 650 000 689 000 730 340
98 262995 TRAINING BURSARIES 300 000 318 000 337 080
98 RECRUITMENT COST 30 000 31 800 33 710
98 263190 STATIONERY 10 000 10 600 11 240
98 263280 SUBSCR. FEES:
BOOKS/MAGAZINES
1 000 1 060 1 120
98 263340 TELEPHONE 148 400 157 300 166 740
98 263460 TRAINING FUND 1 166 000 1 235 960 1 310 120
98 263880 WORKMAN'S COMPENSATION 773 800 820 230 869 440
98 TOTAL GENERAL EXPENDITURE 3 667 200 3 887 230 4 120 470
98 TOTAL OPERATING EXPENDITURE 8 597 620 9 113 460 9 660 280
98 OPERATING(SURPLUS)/DEFICIT 8 588 610 9 103 910 9 650 160
CORPORATE SERVICES
Department Account
Code
Description BUDGET BUDGET BUDGET
2018/2019 2019/2020 2020/2021
311
99 OPERATING REVENUE
99 GRANTS AND SUBSIDIES
99 55095 DATA CLEANSING GRANT - - -
99 55096 ISDG (5 553 000) (6 500 000) (6 000 000)
99 TOTAL GRANTS AND SUBSIDIES (5 553 000) (6 500 000) (6 000 000)
99 OTHER REVENUE
99 60060 REFUND TELEPHONE (7 840) (8 310) (8 810)
99 65010 LOSS ON DISPOSAL
99 TOTAL OTHER REVENUE (7 840) (8 310) (8 810)
99 TOTAL OPERATING REVENUE (5 560 840) (6 508 310) (6 008 810)
99 OPERATING EXPENDITURE
99 SALARIES AND WAGES
99 200010 SALARIES 9 817 460 10 406 510 11 030 900
99 200020 HOUSING SUBSIDY 70 200 74 410 78 870
99 200060 LEAVE BONUS 859 830 911 420 966 110
99 200090 LEAVE COMMUTATION 80 000 84 800 89 890
99 200140 OVERTIME 400 000 424 000 449 440
99 200200 TELEPHONE ALLOWANCE 130 800 138 650 146 970
99 200220 TRAVEL ALLOWANCE 838 150 888 440 941 750
99 TOTAL SALARIES AND WAGES 12 196 440 12 928 230 13 703 930
99 SOCIAL CONTRIBUTIONS
99 203010 GROUP INSURANCE 180 990 191 850 203 360
99 203020 MEDICAL AID CONTRIBUTION 820 440 869 670 921 850
99 203030 PENSIONFUND CONTRIBUTION 2 122 800 2 250 170 2 385 180
99 203040 U I F 56 570 59 960 63 560
99 203050 BARGANING COUNCIL 3 170 3 360 3 560
99 TOTAL SOCIAL CONTRIBUTIOND 3 183 970 3 375 010 3 577 510
99 DEPRECIATION
312
99 230010 DEPRECIATION 3 190 600 3 382 040 3 584 960
99 TOTAL DEPRECIATION 3 190 600 3 382 040 3 584 960
99 REPAIRS AND MAINTENANCE
99 235060 VEHICLES 243 800 258 430 273 940
99 TOTAL REPAIRS AND
MAINTENANCE
243 800 258 430 273 940
99 GENERAL EXPENDITURE OTHER
99 260570 DELEGATION COSTS 40 000 42 400 44 940
99 260830 ENTERTAINMENT 220 000 233 200 247 190
99 261290 EQUIPMENT AND FURNITURE 80 000 84 800 89 890
99 261500 LICENSES 6 360 6 740 7 140
99 262140 POSTING, STAMPS & TELEGRAPHS 10 000 10 600 11 240
99 262430 PROTECTIVE CLOTHING 424 000 449 440 476 410
99 262270 RAILAGE / COURIER SERVICES 2 000 2 120 2 250
99 262430 TRAVEL- AND SUBSISTENCE
ALLOWA
604 200 640 450 678 880
99 263190 STATIONERY 100 000 106 000 112 360
99 263280 SUBSCR. FEES:
BOOKS/MAGAZINES
2 000 2 120 2 250
99 263340 TELEPHONE 598 900 634 830 672 920
99 263750 VEHICLE AND EQUIPMENT COST 318 000 337 080 357 300
99 265100 LOSS ON DISPOSAL
99 TOTAL GENERAL EXPENDITURE 2 405 460 2 549 780 2 702 770
99 TOTAL OPERATING EXPENDITURE 21 220 270 22 493 490 23 843 110
99 OPERATING(SURPLUS)/DEFICIT 15 659 430 15 985 180 17 834 300
EXECUTIVE MAYOR & COMMITTEE
Department Account Description BUDGET BUDGET BUDGET
313
Code
2018/2019 2019/2020 2020/2021
100 OPERATING REVENUE - - -
100 OPERATING EXPENDITURE - - -
100 SALARIES AND WAGES - - -
100 200010 SALARIES 3 485 820 3 694 970 3 916 670
100 200200 TELELEPHONE ALLOWANCE 285 600 302 740 320 900
100 200220 TRAVEL ALLOWANCE 1 394 870 1 478 560 1 567 270
100 TOTAL SALARIES AND WAGES 5 166 290 5 476 270 5 804 840
100 SOCIAL CONTRIBUTIONS
100 203020 MEDICAL AID CONTRIBUTION 175 910 186 460 197 650
100 203030 PENSIONFUND CONTRIBUTION 522 880 554 250 587 510
100 TOTAL SOCIAL CONTRIBUTIOND 698 790 740 710 785 160
100 DEPRECIATION
100 230010 DEPRECIATION 503 500 533 710 565 730
100 230020 IMPAIRMENT - - -
100 TOTAL DEPRECIATION 503 500 533 710 565 730
100 REPAIRS AND MAINTENANCE
100 235060 VEHICLES - - -
100 TOTAL REPAIRS AND
MAINTENANCE
- - -
100 GENERAL EXPENDITURE OTHER
100 260570 DELEGATION COSTS 60 000 63 600 67 420
100 260830 ENTERTAINMENT 180 000 190 800 202 250
100 261290 EQUIPMENT AND FURNITURE 40 000 42 400 44 940
100 261500 LICENSES 55 120 58 430 61 940
100 261640 MEMBERSHIP FEE 1 272 000 1 348 320 1 429 220
100 262430 TRAVEL- AND SUBSISTENCE 950 000 1 007 000 1 067 420
314
ALLOWA
100 262500 YEAR END FUNCTION 90 000 95 400 101 120
100 263190 STATIONERY 20 000 21 200 22 470
100 263280 SUBSCR. FEES:
BOOKS/MAGAZINES
2 000 2 120 2 250
100 263340 TELEPHONE 445 200 471 910 500 220
100 VEHICLE AND EQUIPMENT COST 180 200 191 010 202 470
100 265100 LOSS ON DISPOSAL - - -
100 265120 ACTUARIAL LOSS - - -
100 62050 FAIR VALUE ADJUSTMENT - - -
100 TOTAL GENERAL EXPENDITURE 3 294 520 3 492 190 3 701 720
100 TOTAL OPERATING EXPENDITURE 9 663 100 10 242 880 10 857 450
100 OPERATING(SURPLUS)/DEFICIT 9 663 100 10 242 880 10 857 450
MUNICIPAL MANAGER
Department Account
Code
Description BUDGET BUDGET BUDGET
2018/2019 2019/2020 2020/2021
101 OPERATING REVENUE
101 OTHER REVENUE
101 60060 REFUND TELEPHONE (1 520) (1 610) (1 710)
101 TOTAL OTHER REVENUE (1 520) (1 610) (1 710)
101 TOTAL OPERATING REVENUE (1 520) (1 610) (1 710)
101 OPERATING EXPENDITURE
101 SALARIES AND WAGES
101 200010 SALARIES 3 993 040 4 232 620 4 486 580
101 200020 HOUSING SUBSIDY 9 000 9 540 10 110
101 200060 LEAVE BONUS 381 670 404 570 428 840
315
101 200090 LEAVE COMMUTATION 200 000 212 000 224 720
101 200140 OVERTIME 3 000 3 180 3 370
101 200200 TELEPHONE 58 800 62 330 66 070
101 200220 TRAVEL ALLOWANCE 716 730 759 730 805 310
101 TOTAL SALARIES AND WAGES 5 362 240 5 683 970 6 025 000
101 SOCIAL CONTRIBUTIONS
101 203010 GROUP INSURANCE 57 520 60 970 64 630
101 203020 MEDICAL AID CONTRIBUTION 199 580 211 550 224 240
101 203030 PENSIONFUND CONTRIBUTION 752 670 797 830 845 700
101 203040 U I F 12 500 13 250 14 050
101 203050 BARGANING COUNCIL 600 640 680
101 TOTAL SOCIAL CONTRIBUTIOND 1 022 870 1 084 240 1 149 300
101 DEPRECIATION
101 230010 DEPRECIATION 556 500 589 890 625 280
101 TOTAL DEPRECIATION 556 500 589 890 625 280
101 FINANCE COST
101 240001 FINANCE COST - - -
101 TOT. INT. EXPENSE - EXT.BORROW - - -
101 GENERAL EXPENDITURE OTHER
101 260570 DELEGATION COSTS 50 000 53 000 56 180
101 260830 ENTERTAINMENT 50 000 53 000 56 180
101 261290 EQUIPMENT AND FURNITURE 5 000 5 300 5 620
101 261640 MEMBERSHIP FEES 10 600 11 240 11 910
101 262310 STAFF WELFARE 60 000 63 600 67 420
101 262430 TRAVEL- AND SUBSISTENCE
ALLOWA
200 000 212 000 224 720
101 263190 STATIONERY 30 000 31 800 33 710
101 263280 SUBSCR. FEES: 2 000 2 120 2 250
316
BOOKS/MAGAZINES
101 263340 TELEPHONE 121 900 129 210 136 960
101 RELOCATION COST
101 265120 ACTUARIAL LOSS - - -
101 TOTAL GENERAL EXPENDITURE 529 500 561 270 594 950
101 TOTAL OPERATING EXPENDITURE 7 471 110.00 7 919 370.00 8 394 530.00
101 OPERATING(SURPLUS)/DEFICIT 7 469 590.00 7 917 760.00 8 392 820.00
SUPPLY CHAIN MANGEMENT
Department Account
Code
Description BUDGET BUDGET BUDGET
2018/2019 2019/2020 2020/2021
102 OPERATING REVENUE
102 INT.EARNED - EXTERNAL INVEST.
102 25010 INTEREST INVESTMENTS (11 130 000) (11 797 800) (12 505 670)
102 25020 BANK INTEREST CURRENT
ACCOUNT
(3 816 000) (4 044 960) (4 287 660)
102 TOTAL INT. EARNED EXT. INVEST. (14 946 000) (15 842 760) (16 793 330)
102 INT. EARNED - OUSTANDING DRS.
102 30010 INTEREST DEBTORS - - -
102 TOTAL INT. EARNED - OUTS. DRS. - - -
102 GRANTS AND SUBSIDIES
102 55020 EQUITABLE SHARE -11 400 000 -12 682 000 (13 785 000)
102 55090 REVENUE REPLACEMENT GRANT -271 006 000 -278 972 000 (286 516 000)
102 TOTAL GRANTS AND SUBSIDIES (282 406 000) (291 654 000) (300 301 000)
102 OTHER REVENUE
102 60030 DEPOSIT TENDERS (29 680) (31 460) (33 350)
317
102 60060 REFUND TELEPHONE (210) (220) (230)
102 60070 LGSETA INCOME (265 000) (280 900) (297 750)
102 60080 SUNDRY - - -
102 60100 RETENTION WRITTEN BACK - - -
102 60120 INCOME FROM ENTITIES - - -
102 TOTAL OTHER REVENUE (294 890) (312 580) (331 330)
102 TOTAL OPERATING REVENUE (297 646 890) (307 809 340) (317 425 660)
102 OPERATING EXPENDITURE
102 SALARIES AND WAGES
102 200010 SALARIES 2 430 940 2 576 800 2 731 410
102 200020 HOUSING SUBSIDY 25 120 26 630 28 230
102 200060 LEAVE BONUS 202 580 214 730 227 610
102 200090 LEAVE COMMUTATION 40 000 42 400 44 940
102 200140 OVERTIME 20 000 21 200 22 470
102 200200 TELEPHONE 12 000 12 720 13 480
102 200220 TRAVEL ALLOWANCE 235 460 249 590 264 570
102 TOTAL SALARIES AND WAGES 2 966 100 3 144 070 3 332 710
102 SOCIAL CONTRIBUTIONS
102 203010 GROUP INSURANCE 48 620 51 540 54 630
102 203020 MEDICAL AID CONTRIBUTION 168 470 178 580 189 290
102 203030 PENSIONFUND CONTRIBUTION 534 810 566 900 600 910
102 203040 U I F 14 030 14 870 15 760
102 203050 BARGANING COUNCIL 800 850 900
102 TOTAL SOCIAL CONTRIBUTIOND 766 730 812 740 861 490
102 DEPRECIATION
102 230010 DEPRECIATION 238 500 252 810 267 980
102 TOTAL DEPRECIATION 238 500 252 810 267 980
102 REPAIRS AND MAINTENANCE
318
102 235050 OFFICE EQUIPMENT 2 120 2 250 2 390
102 TOTAL REPAIRS AND
MAINTENANCE
2 120 2 250 2 390
102 INTEREST EXPENSE -
EXT.BORROW.
102 240001 FINANCE COST - - -
102 TOT. INT. EXPENSE - EXT.BORROW - - -
102 GENERAL EXPENDITURE OTHER
102 260180 BANK COSTS 50 000 53 000 56 180
102 260190 BANKING SERVICE 45 000 47 700 50 560
102 260320 CFO FORUM 10 000 10 600 11 240
102 260570 DELEGATION COSTS 20 000 21 200 22 470
102 260830 ENTERTAINMENT 70 000 74 200 78 650
102 261290 EQUIPMENT AND FURNITURE 8 000 8 480 8 990
102 262140 POSTING, STAMPS & TELEGRAPHS 1 000 1 060 1 120
102 262270 RAILAGE / COURIER SERVICES 1 000 1 060 1 120
102 262430 TRAVEL- AND SUBSISTENCE
ALLOWA
63 600 67 420 71 470
102 263190 STATIONERY 47 700 50 560 53 590
102 263280 SUBSCR. FEES:
BOOKS/MAGAZINES
1 000 1 060 1 120
102 263340 TELEPHONE 222 600 235 960 250 120
102 TOTAL GENERAL EXPENDITURE 539 900 572 300 606 630
102 TOTAL OPERATING EXPENDITURE 4 513 350 4 784 170 5 071 200
102 OPERATING(SURPLUS)/DEFICIT (293 133 540) (303 025 170) (312 354 460)
HEALTH
Department Account Description BUDGET BUDGET BUDGET
319
Code
2018/2019 2019/2020 2020/2021
103 OPERATING REVENUE
103 OTHER REVENUE
103 10010 HEALTH INCOME (424 000) (449 440) (476 410)
103 60060 REFUND TELEPHONE (2 120) (2 250) (2 390)
103 TOTAL OTHER REVENUE (426 120) (451 690) (478 800)
103 TOTAL OPERATING REVENUE (426 120) (451 690) (478 800)
103 OPERATING EXPENDITURE
103 SALARIES AND WAGES
103 200010 SALARIES 12 423 930 13 169 370 13 959 530
103 200020 HOUSING SUBSIDY 123 720 131 140 139 010
103 200060 LEAVE BONUS 1 035 330 1 097 450 1 163 300
103 200090 LEAVE COMMUTATION 200 000 212 000 224 720
103 200140 OVERTIME 20 000 21 200 22 470
103 200200 TELEPHONE 184 800 195 890 207 640
103 200220 TRAVEL ALLOWANCE 2 472 360 2 620 700 2 777 940
103 TOTAL SALARIES AND WAGES 16 460 140 17 447 750 18 494 610
103 SOCIAL CONTRIBUTIONS
103 203010 GROUP INSURANCE 241 880 256 390 271 770
103 203020 MEDICAL AID CONTRIBUTION 840 260 890 680 944 120
103 203030 PENSIONFUND CONTRIBUTION 2 516 550 2 667 540 2 827 590
103 203040 U I F 64 250 68 110 72 200
103 203050 BARGANING COUNCIL 3 260 3 460 3 670
103 TOTAL SOCIAL CONTRIBUTIOND 3 666 200 3 886 180 4 119 350
103 REPAIRS AND MAINTENANCE
103 235060 VEHICLES 31 800 33 710 35 730
103 TOTAL REPAIRS AND 31 800 33 710 35 730
320
MAINTENANCE
103 GENERAL EXPENDITURE OTHER
103 260570 DELEGATION COSTS 10 000 10 600 11 240
103 261290 EQUIPMENT AND FURNITURE 500 000 530 000 561 800
103 261640 MEMBERSHIP FEES 45 000 47 700 50 560
103 262140 POSTING, STAMPS & TELEGRAPHS 1 000 1 060 1 120
103 262300 REFRESHMENTS 15 000 15 900 16 850
103 262430 TRAVEL- AND SUBSISTENCE
ALLOWA
900 000 954 000 1 011 240
103 262540 RENTAL OFFICES 212 000 224 720 238 200
103 262920 SAMPLE TAKING 100 000 106 000 112 360
103 263190 STATIONERY 30 000 31 800 33 710
103 263340 TELEPHONE 46 640 49 440 52 410
103 263750 VEHICLE AND EQUIPMENT COST 74 200 78 650 83 370
103 TOTAL GENERAL EXPENDITURE 1 933 840 2 049 870 2 172 860
103 TOTAL OPERATING EXPENDITURE 22 091 980 23 417 510 24 822 550
103 OPERATING(SURPLUS)/DEFICIT 21 665 860 22 965 820 24 343 750
MUNICIPAL INFRASTRUCTURE
Department Account
Code
Description BUDGET BUDGET BUDGET
2018/2019 2019/2020 2020/2021
104 OPERATING REVENUE
104 GRANTS AND SUBSIDIES
104 55065 GRANT DWA -159 440 000 -309 631 000 (338 407 000)
104 55070 GRANT COGTA 0 0 -
104 55080 GRANT RURAL ROADS -2 314 000 -2 451 000 (25 930 000)
104 TOTAL GRANTS AND SUBSIDIES (161 754 000) (312 082 000) (364 337 000)
321
104 OTHER REVENUE
104 60060 REFUND TELEPHONE (6 150) (6 520) (6 910)
104 65010 RPOFIT ON DISPOSAL
104 TOTAL OTHER REVENUE (6 150) (6 520) (6 910)
104 TOTAL OPERATING REVENUE (161 760 150) (312 088 520) (364 343 910)
104 OPERATING EXPENDITURE
104 SALARIES AND WAGES
104 200010 SALARIES 4 703 580 4 985 790 5 284 940
104 200020 HOUSING SUBSIDY 40 700 43 140 45 730
104 200060 LEAVE BONUS 429 660 455 440 482 770
104 200090 LEAVE COMMUTATION 50 000 53 000 56 180
104 200140 OVERTIME 5 000 5 300 5 620
104 200200 TELEPHONE 82 800 87 770 93 040
104 200220 TRAVEL ALLOWANCE 690 350 731 770 775 680
104 TOTAL SALARIES AND WAGES 6 002 090 6 362 210 6 743 960
104 SOCIAL CONTRIBUTIONS
104 203010 GROUP INSURANCE 77 770 82 440 87 390
104 203020 MEDICAL AID CONTRIBUTION 25 190 26 700 28 300
104 203030 PENSIONFUND CONTRIBUTION 1 034 790 1 096 880 1 162 690
104 203040 U I F 19 640 20 820 22 070
104 203050 BARGANING COUNCIL 990 1 050 1 110
104 TOTAL SOCIAL CONTRIBUTIOND 1 158 380 1 227 890 1 301 560
104 DEPRECIATION
104 230010 DEPRECIATION 2 120 000 2 247 200 2 382 030
104 TOTAL DEPRECIATION 2 120 000 2 247 200 2 382 030
104 REPAIRS AND MAINTENANCE
104 235040 BUILDINGS 4 369 320 4 631 480 4 909 370
104 235050 OFFICE EQUIPMENT 1 060 1 120 1 190
322
104 235060 VEHICLES 169 600 179 780 190 570
104 235080 FLEET MAINTENANCE 4 000 000 4 240 000 4 494 400
104 TOTAL REPAIRS AND
MAINTENANCE
8 539 980 9 052 380 9 595 530
104 GENERAL EXPENDITURE OTHER
104 260570 DELEGATION COSTS 26 000 27 560 29 210
104 260830 ENTERTAINMENT 63 600 67 420 71 470
104 261290 EQUIPMENT AND FURNITURE 10 000 10 600 11 240
104 261640 MEMBERSHIP FEES 15 370 16 290 17 270
104 262270 RAILAGE / COURIER SERVICES 1 000 1 060 1 120
104 262430 TRAVEL- AND SUBSISTENCE
ALLOWA
212 000 224 720 238 200
104 263190 STATIONERY 20 000 21 200 22 470
104 263280 SUBSCR. FEES:
BOOKS/MAGAZINES
1 000 1 060 1 120
104 263340 TELEPHONE 137 800 146 070 154 830
104 263750 VEHICLE AND EQUIPMENT COST 339 200 359 550 381 120
104 265100 LOSS ON DISPOSAL - - -
104 TOTAL GENERAL EXPENDITURE 825 970 875 530 928 050
104 TOTAL OPERATING EXPENDITURE 18 646 420 19 765 210 20 951 130
104 OPERATING(SURPLUS)/DEFICIT (143 113 730) (292 323 310) (343 392 780)
PLANNING, DEVELOPMENT AND IMPLEMENTATION
Department Account
Code
Description BUDGET BUDGET BUDGET
2018/2019 2019/2020 2020/2021
105 OPERATING REVENUE
105 GRANTS AND SUBSIDIES
323
105 55040 GRANT - EPWP (3 872 000) (4 000 000) (4 000 000)
105 TOTAL GRANTS AND SUBSIDIES (3 872 000) (4 000 000) (4 000 000)
105 OTHER REVENUE
105 60060 REFUND TELEPHONE (4 240) (4 490) (4 760)
105 TOTAL OTHER REVENUE (4 240) (4 490) (4 760)
105 TOTAL OPERATING REVENUE (3 876 240) (4 004 490) (4 004 760)
105 OPERATING EXPENDITURE
105 SALARIES AND WAGES
105 200010 SALARIES 2 540 070 2 692 470 2 854 020
105 200020 HOUSING SUBSIDY 327 000 346 620 367 420
105 200060 LEAVE BONUS 211 680 224 380 237 840
105 200090 LEAVE COMMUTATION 40 000 42 400 44 940
105 200140 OVERTIME 30 000 31 800 33 710
105 200200 TELEPHONE 75 600 80 140 84 950
105 200220 TRAVEL ALLOWANCE 341 810 362 320 384 060
105 TOTAL SALARIES AND WAGES 3 566 160 3 780 130 4 006 940
105 SOCIAL CONTRIBUTIONS
105 203010 GROUP INSURANCE 50 810 53 860 57 090
105 203020 MEDICAL AID CONTRIBUTION 279 940 296 740 314 540
105 203030 PENSION 558 820 592 350 627 890
105 203040 U I F 21 420 22 710 24 070
105 203050 BARGANING COUNCIL 1 190 1 260 1 340
105 TOTAL SOCIAL CONTRIBUTIOND 912 180 966 920 1 024 930
105 DEPRECIATION
105 230010 DEPRECIATION 124 390 131 850 139 760
105 TOTAL DEPRECIATION 124 390 131 850 139 760
105 GENERAL EXPENDITURE OTHER
105 260570 DELEGATION COSTS 3 500 3 710 3 930
324
105 261290 EQUIPMENT AND FURNITURE 500 530 560
105 262270 RAILAGE / COURIER SERVICES 500 530 560
105 262430 TRAVEL- AND SUBSISTENCE
ALLOWA
100 000 106 000 112 360
105 263190 STATIONERY 2 000 2 120 2 250
105 263280 SUBSCR. FEES:
BOOKS/MAGAZINES
500 530 560
105 263340 TELEPHONE 68 900 73 030 77 410
105 TOTAL GENERAL EXPENDITURE 175 900 186 450 197 630
105 TOTAL OPERATING EXPENDITURE 4 778 630 5 065 350 5 369 260
105 OPERATING(SURPLUS)/DEFICIT 902 390 1 060 860 1 364 500
SPEAKER, CHIEF WHIP AND COUNCIL
Department Account
Code
Description BUDGET BUDGET BUDGET
2018/2019 2019/2020 2020/2021
106 OPERATING REVENUE
106 OPERATING EXPENDITURE
106 SALARIES AND WAGES
106 200010 SALARIES 4 871 870 5 164 180 5 474 030
106 200200 TELELEPHONE ALLOWANCE 525 600 557 140 590 570
106 200220 TRAVEL ALLOWANCE 1 726 940 1 830 560 1 940 390
106 TOTAL SALARIES AND WAGES 7 124 410 7 551 880 8 004 990
106 SOCIAL CONTRIBUTIONS
106 203020 MEDICAL AID CONTRIBUTION 87 590 92 850 98 420
106 203030 PENSION 555 710 589 050 624 390
106 TOTAL SOCIAL CONTRIBUTIOND 643 300 681 900 722 810
106 GENERAL EXPENDITURE OTHER
325
106 260520 COMMITTEE - BY LAWS & POLICIES 50 000 53 000 56 180
106 260530 COMMITTEES 50 000 53 000 56 180
106 260570 DELEGATION COSTS 60 000 63 600 67 420
106 260830 ENTERTAINMENT 600 000 636 000 674 160
106 261290 EQUIPMENT AND FURNITURE 10 000 10 600 11 240
106 262430 TRAVEL- AND SUBSISTENCE
ALLOWA
1 250 000 1 325 000 1 404 500
106 263190 STATIONERY 10 000 10 600 11 240
106 263280 SUBSCR. FEES:
BOOKS/MAGAZINES
5 000 5 300 5 620
106 263340 TELEPHONE 84 800 89 890 95 280
106 TOTAL GENERAL EXPENDITURE 2 119 800 2 246 990 2 381 820
106 TOTAL OPERATING EXPENDITURE 9 887 510 10 480 770 11 109 620
106 OPERATING(SURPLUS)/DEFICIT 9 887 510 10 480 770 11 109 620
FINANCE
Department Account
Code
Description BUDGET BUDGET BUDGET
2018/2019 2019/2020 2020/2021
107 OPERATING REVENUE - - -
107 OTHER REVENUE - - -
107 60060 REFUND TELEPHONE (5 720) (6 060) (6 420)
107 TOTAL OTHER REVENUE (5 720) (6 060) (6 420)
107 TOTAL OPERATING REVENUE (5 720) (6 060) (6 420)
107 OPERATING EXPENDITURE
107 SALARIES AND WAGES
107 200010 SALARIES 9 494 380 10 064 040 10 667 880
326
107 200020 HOUSING SUBSIDY 87 360 92 600 98 160
107 200060 LEAVE BONUS 885 760 938 910 995 240
107 200090 LEAVE COMMUTATION 200 000 212 000 224 720
107 200140 OVERTIME 80 000 84 800 89 890
107 200200 TELEPHONE 154 800 164 090 173 940
107 200220 TRAVEL ALLOWANCE 1 647 260 1 746 100 1 850 870
107 TOTAL SALARIES AND WAGES 12 549 560 13 302 540 14 100 700
107 SOCIAL CONTRIBUTIONS
107 203010 GROUP INSURANCE 184 290 195 350 207 070
107 203020 MEDICAL AID CONTRIBUTION 531 420 563 310 597 110
107 203030 PENSION 2 015 170 2 136 080 2 264 240
107 203040 U I F 39 050 41 390 43 870
107 203050 BARGANING COUNCIL 2 080 2 200 2 330
107 TOTAL SOCIAL CONTRIBUTIOND 2 772 010 2 938 330 3 114 620
107 DEPRECIATION
107 230010 DEPRECIATION 6 040 6 400 6 780
107 TOTAL DEPRECIATION 6 040 6 400 6 780
107 REPAIRS AND MAINTENANCE
107 235050 OFFICE EQUIPMENT 2 000 2 120 2 250
107 TOTAL REPAIRS AND
MAINTENANCE
2 000 2 120 2 250
107 GENERAL EXPENDITURE OTHER
107 260180 BANK COSTS 45 000 47 700 50 560
107 260570 DELEGATION COSTS 35 000 37 100 39 330
107 260830 ENTERTAINMENT 55 000 58 300 61 800
107 261260 INSURANCE 1 200 000 1 272 000 1 348 320
107 261290 EQUIPMENT AND FURNITURE 10 000 10 600 11 240
107 261640 MEMBERSHIP FEES 15 000 15 900 16 850
327
107 262140 POSTING, STAMPS & TELEGRAPHS - - -
107 262270 RAILAGE / COURIER SERVICES - - -
107 262430 TRAVEL- AND SUBSISTENCE
ALLOWA
265 000 280 900 297 750
107 263190 STATIONERY 60 000 63 600 67 420
107 263280 SUBSCR. FEES:
BOOKS/MAGAZINES
1 000 1 060 1 120
107 263340 TELEPHONE 95 400 101 120 107 190
107 TOTAL GENERAL EXPENDITURE 1 781 400 1 888 280 2 001 580
107 TOTAL OPERATING EXPENDITURE 17 111 010 18 137 670 19 225 930
107 OPERATING(SURPLUS)/DEFICIT 17 105 290 18 131 610 19 219 510
COMMUNITY & SOCIAL SERVICES
Department Account Code Description BUDGET BUDGET BUDGET
2018/2019 2019/2020 2020/2021
108 OPERATING REVENUE
108 OTHER REVENUE
108 60060 REFUND TELEPHONE (2 330) (2 470) (2 620)
108 TOTAL OTHER REVENUE (2 330) (2 470) (2 620)
108 TOTAL OPERATING REVENUE (2 330) (2 470) (2 620)
108 OPERATING EXPENDITURE
108 SALARIES AND WAGES
108 200010 SALARIES 5 895 990 6 249 750 6 624 740
108 200020 HOUSING SUBSIDY 52 680 55 840 59 190
108 200060 LEAVE BONUS 586 730 621 930 659 250
108 200090 LEAVE COMMUTATION 50 000 53 000 56 180
108 200140 OVERTIME 45 000 47 700 50 560
108 200200 TELEPHONE 105 600 111 940 118 660
328
108 200220 TRAVEL ALLOWANCE 1 242 810 1 317 380 1 396 420
108 TOTAL SALARIES AND WAGES 7 978 810 8 457 540 8 965 000
108 SOCIAL CONTRIBUTIONS
108 203010 GROUP INSURANCE 101 870 107 980 114 460
108 203020 MEDICAL AID CONTRIBUTION 394 100 417 750 442 820
108 203030 PENSION 1 286 370 1 363 550 1 445 360
108 203040 UIF 28 570 30 280 32 100
108 203050 BARGANING COUNCIL 1 490 1 580 1 670
108 TOTAL SOCIAL CONTRIBUTIOND 1 812 400 1 921 140 2 036 410
108 DEPRECIATION
108 230010 DEPRECIATION 572 400 606 740 643 140
108 230020 IMPAIRMENT - - -
108 TOTAL DEPRECIATION 572 400 606 740 643 140
108 GENERAL EXPENDITURE OTHER
108 260570 DELEGATION COSTS 30 000 31 800 33 710
108 260830 ENTERTAINMENT 50 000 53 000 56 180
108 261290 EQUIPMENT AND FURNITURE 7 000 7 420 7 870
108 262270 RAILAGE / COURIER SERVICES 600 640 680
108 262430 TRAVEL- AND SUBSISTANCE
ALLOWA
380 000 402 800 426 970
108 263190 STATIONERY 12 000 12 720 13 480
108 263280 SUBSCR. FEES:
BOOKS/MAGAZINES
1 000 1 060 1 120
108 263340 TELEPHONE 55 120 58 430 61 940
108 265100 LOSS ON DISPOSAL
108 TOTAL GENERAL EXPENDITURE 535 720 567 870 601 950
108 TOTAL OPERATING EXPENDITURE 10 899 330 11 553 290 12 246 500
329
108 OPERATING(SURPLUS)/DEFICIT 10 897 000 11 550 820 12 243 880
COMMUNICATION
Department Account
Code
Description BUDGET BUDGET BUDGET
2018/2019 2019/2020 2020/2021
109 OPERATING REVENUE
109 OTHER REVENUE
109 60060 REFUND TELEPHONE (2 540) (2 690) (2 850)
109 TOTAL OTHER REVENUE (2 540) (2 690) (2 850)
109 TOTAL OPERATING REVENUE (2 540) (2 690) (2 850)
109 OPERATING EXPENDITURE
109 SALARIES AND WAGES
109 200010 SALARIES 1 746 870 1 851 680 1 962 780
109 200020 HOUSING SUBSIDY 19 120 20 270 21 490
109 200060 LEAVE BONUS 145 580 154 310 163 570
109 200090 LEAVE COMMUTATION 10 000 10 600 11 240
109 200140 OVERTIME 80 000 84 800 89 890
109 200200 TELEPHONE 21 600 22 900 24 270
109 200220 TRAVEL ALLOWANCE 264 410 280 270 297 090
109 TOTAL SALARIES AND WAGES 2 287 580 2 424 830 2 570 330
109 SOCIAL CONTRIBUTIONS
109 203010 GROUP INSURANCE 34 940 37 040 39 260
109 203020 MEDICAL AID CONTRIBUTION 91 010 96 470 102 260
109 203030 PENSION 384 320 407 380 431 820
109 203040 UIF 8 930 9 470 10 040
109 203050 BARGANING COUNCIL 500 530 560
109 TOTAL SOCIAL CONTRIBUTIOND 519 700 550 890 583 940
330
109 GENERAL EXPENDITURE OTHER
109 261290 EQUIPMENT AND FURNITURE 5 000 5 300 5 620
109 262270 RAILAGE / COURIER SERVICES 1 000 1 060 1 120
109 262430 TRAVEL- AND SUBSISTANCE
ALLOWA
130 000 137 800 146 070
109 263190 STATIONERY 2 500 2 650 2 810
109 263280 SUBSCR. FEES:
BOOKS/MAGAZINES
1 000 1 060 1 120
109 263340 TELEPHONE 84 800 89 890 95 280
109 TOTAL GENERAL EXPENDITURE 224 300 237 760 252 020
109 TOTAL OPERATING EXPENDITURE 3 031 580 3 213 480 3 406 290
109 OPERATING(SURPLUS)/DEFICIT 3 029 040 3 210 790 3 403 440
BUDGET & TREASURY
Department Account
Code
Description BUDGET BUDGET BUDGET
2018/2019 2019/2020 2020/2021
610 OPERATING REVENUE
610 GRANTS AND SUBSIDIES
610 55040 GRANT (1 000 000) (1 000 000) (1 000 000)
610 TOTAL GRANTS AND SUBSIDIES (1 000 000) (1 000 000) (1 000 000)
610 OTHER REVENUE
610 60060 TELEPHONE REFUND (150) (160) (170)
610 TOTAL OTHER REVENUE (150) (160) (170)
610 TOTAL OPERATING REVENUE (1 000 150) (1 000 160) (1 000 170)
610 OPERATING EXPENDITURE
610 SALARIES AND WAGES
610 200010 SALARIES 1 181 690 1 252 590 1 327 750
331
610 200020 HOUSING SUBSIDY 9 560 10 130 10 740
610 200060 LEAVE BONUS 98 480 104 390 110 650
610 200090 LEAVE COMMUTATION 40 000 42 400 44 940
610 200140 OVERTIME 50 000 53 000 56 180
610 200200 TELEPHONE 12 000 12 720 13 480
610 200220 TRAVEL ALLOWANCE 217 000 230 020 243 820
610 TOTAL SALARIES AND WAGES 1 608 730 1 705 250 1 807 560
610 SOCIAL CONTRIBUTIONS
610 203010 GROUP INSURANCE 12 650 13 410 14 210
610 203020 MEDICAL AID CONTRIBUTION 35 000 37 100 39 330
610 203030 PENSION FUND CONTRIBUTION 138 970 147 310 156 150
610 203040 U I F 7 750 8 220 8 710
610 203050 BARGANING COUNCIL 100 110 120
610 TOTAL SOCIAL CONTRIBUTIOND 194 470 206 150 218 520
610 GENERAL EXPENDITURE OTHER
610 262430 TRAVEL AND SUBSISTANCE 30 000 31 800 33 710
610 262990 SERVICE TRAINING 150 000 159 000 168 540
610 TOTAL GENERAL EXPENDITURE 180 000 190 800 202 250
610 TOTAL OPERATING EXPENDITURE 1 983 200 2 102 200 2 228 330
610 OPERATING(SURPLUS)/DEFICIT 983 050 1 102 040 1 228 160
IDP
Department Account
Code
Description BUDGET BUDGET BUDGET
2018/2019 2019/2020 2020/2021
620 OPERATING REVENUE
620 OTHER REVENUE
332
620 60060 REFUND TELEPHONE (110) (120) (130)
620 TOTAL OTHER REVENUE (110) (120) (130)
620 TOTAL OPERATING REVENUE (110) (120) (130)
620 OPERATING EXPENDITURE
620 SALARIES AND WAGES
620 200010 SALARIES 791 490 838 980 889 320
620 200020 HOUSING SUBSIDY 6 000 6 360 6 740
620 200060 LEAVE BONUS 65 960 69 920 74 120
620 200090 LEAVE COMMUTATION 15 000 15 900 16 850
620 200200 TELEPHONE 12 000 12 720 13 480
620 200220 TRAVEL ALLOWANCE 80 000 84 800 89 890
620 TOTAL SALARIES AND WAGES 970 450 1 028 680 1 090 400
620 SOCIAL CONTRIBUTIONS
620 203010 GROUP INSURANCE 15 830 16 780 17 790
620 203020 MEDICAL AID 50 680 53 720 56 940
620 203030 PENSIONFUND CONTRIBUTION 174 130 184 580 195 650
620 203040 UIF 3 570 3 780 4 010
620 203050 BARGANING COUNCIL 200 210 220
620 TOTAL SOCIAL CONTRIBUTIOND 244 410 259 070 274 610
620 GENERAL EXPENDITURE OTHER
620 260060 ADVERTISEMENT 5 000 5 300 5 620
620 260510 COURIER SERV & POSTAGE 2 000 2 120 2 250
620 260850 ENTERTAINMENT 5 000 5 300 5 620
620 262430 TRAVEL & SUBSISTANCE 20 000 21 200 22 470
620 263200 STATIONERY 10 000 10 600 11 240
620 263340 TELEPHONE 79 500 84 270 89 330
620 TOTAL GENERAL EXPENDITURE 121 500 128 790 136 530
333
620 TOTAL OPERATING EXPENDITURE 1 336 360 1 416 540 1 501 540
620 OPERATING(SURPLUS)/DEFICIT 1 336 250 1 416 420 1 501 410
MSIG
Department Account
Code
Description BUDGET BUDGET BUDGET
2018/2019 2019/2020 2020/2021
630 OPERATING REVENUE
630 GRANTS AND SUBSIDIES
630 55040 GRANT - - -
630 TOTAL GRANTS AND SUBSIDIES - - -
630 TOTAL OPERATING REVENUE - - -
630 OPERATING EXPENDITURE
630 GENERAL EXPENDITURE OTHER
630 262966 ENHANCEMENT IT SYSTEMS - - -
630 262971 AUDIT OUTCOMES - - -
630 TOTAL GENERAL EXPENDITURE - - -
630 TOTAL OPERATING EXPENDITURE - - -
630 OPERATING(SURPLUS)/DEFICIT - - -
Detail Budget Budget Budget
2018/2019 2019/2020 2020/2021
R R R
Salaries and wages 126 124 360 133 691 780 141 713 340
Social Contributions 27 732 240 29 396 200 31 159 970
Councillor Allowances 13 632 790 14 450 760 15 317 800
Depreciation 21 219 130 22 492 270 23 841 790
334
Repair and Maintenance 10 954 600 11 611 880 12 308 610
Finance Cost
Contracted Services
General Expenditure 50 659 150 53 698 690 56 920 670
Total 250 322 270 265 341 580 281 262 180
BUDGET BUDGET BUDGET
2018/2019 2019/2020 2020/2021
REVENUE
Interest Investments (14 946 000) (15 842 760) (16 793 330)
Total Grants & Subsidies (295 145 000) (305 605 000) (337 231 000)
DWA Funding (159 440 000) (309 631 000) (338 407 000)
Income from Tariffs (2 756 000) (2 921
360)
(3 096 650)
Other Revenue (371 180) (393
450)
(417 050)
Contribution accumulated Surplus (35 726 380) (22 492 270) (23 841 790)
TOTAL REVENUE (508 384 560) (656 885 840) (719 786 820)
EXPENDITURE
Allocations to Municipalities 3 900 000 13 470
240
20 000 000
RBIG Allocations to Municipalities 159 440 000 309 631 000 338 407 000
Departmental Allocations 56 565 040 51 122
040
51 351 040
Admin of the Act 250 322 270 265 341 580 281 262 180
Capital Expenditure 38 157 250 14 516
865
9 050 000
335
TOTAL EXPENDITURE
508 384 560 654 081 725 700 070 220
SURPLUS/( DEFICIT) - 2 804
115
19 716 600
Income (472 658 180) (634 393 570) (695 945 030)
Operating expenditure 470 227 310 639 564 860 691 020 220
Grants paid 219 905 040 374 223 280 409 758 040
DEPARTMENTAL MM BUDGET BUDGET BUDGET
2018/2019 2019/2020 2020/2021
GRANTS TRANSFER
PROMOTION OF THE DISTRICT/COMM 1 600 000 1 600 000 1 600 000
PMS WORKSHOPS 200 000 200 000 200 000
IDP - NEW AND UPDATE
TOTAL DEPARTMENTAL MM 1 800 000 1 800 000 1 800 000
DEPARTMENTAL ITS BUDGET BUDGET BUDGET
2018/2019 2019/2020 2020/2021
DEPARTMENTAL ITS
HIGHMAST LIGTE -
COMMUNITY HALLS 2 500 000 1 000 000 1 000 000
POTHOLE REPAIR - ALSPHAT 8 000 000 3 000 000 3 000 000
POTHOLE REPAIR - Corporatives 1 000 000
HIRE OF EARTH MOVING EQUIPMENT
VIP'S
BOREHOLES 3 000 000
WATER CONSERVATION AND DEMAND MAN -
336
ASSESMENT OF BOREHOLES OF GSDM -
DUE DILIGENT SECTION 78 OF MSA -
TOTAL DEPARTMENTAL ITS 14 500 000 4 000 000 4 000 000
DESCRIPTION BUDGET BUDGET BUDGET
2018/2019 2019/2020 2020/2021
DEPARTMENTAL CORPORATE SERVICES
BURSARIES 1 500 000
IT FOR THE REGION
ISDG 5 553 000 6 500 000 6 000 000
TOTAL DEPARTMENTAL CORPORATE SERVICES 7 053 000 6 500 000 6 000 000
DESCRIPTION BUDGET BUDGET BUDGET
2018/2019 2019/2020 2020/2021
DEPARTMENTAL CSS
MUNICIPAL HEALTH 1 300 000 1 940 000 2 056 000
REG LIBRARY & INFORMATION SERV 500 000 848 000 899 000
SAMSRA GAMES
DISASTER MANGEMENT 1 000 000 1 548 000 1 641 000
ENVIROMENTAL SERVICES 1 149 000 5 458 000 5 785 000
TOTAL DEPARTMENTAL CSS 3 949 000 9 794 000 10 381 000
Description BUDGET BUDGET BUDGET
2018/2019 2019/2020 2020/2021
DEPARTMENTAL FINANCE
337
EMERGENCY/CONTINGENCIES 500 000 500 000 500 000
OPERATION CLEAN AUDIT 1 000 000 1 000 000 1 000 000
TOTAL DEPARTMENTAL FINANCE 1 500 000 1 500 000 1 500 000
Description BUDGET BUDGET BUDGET
2018/2019 2019/2020 2020/2021
DEPARTMENTAL PLANNING
REVENUE COLLECTION/DATA CLEANS 1 893 650 1 893 650 1 893 650
RURAL ROADS ASSET MAN SYSTEMS 2 314 000 2 451 000 2 593 000
TRADITIONAL AFFAIRS/PROJECTS 60 000 60 000 60 000
IDP - NEW AND UPDATE 350 000 350 000 350 000
LED, TOURISM AND AGRICULTURE 530 000 530 000 530 000
REGIONAL AIRPORT 1 700 000 1 700 000 1 700 000
REGIONAL AIRPORT (TRANFER DUTY) 300 000
PHEZUKOMKHONO - ALBERT LUTHULI 3 893 390 3 893 390 3 893 390
PHEZUKOMKHONO - MSUKALIGWA
PHEZUKOMKHONO - GOVAN MBEKI
PHEZUKOMKHONO - MKHONDO
PHEZUKOMKHONO - LEKWA
PHEZUKOMKHONO - DIPALESENG
PHEZUKOMKHON - DR PIXLEY KA IS
PHEZUKOMKHON0 GSDM 3 872 000 4 000 000 4 000 000
CO - OPERATIVES 500 000 800 000 800 000
MUNICIPAL PLANNING SECTOR PLAN 250 000 250 000 250 000
RURAL AND AGRI DEVELOPMENT 500 000 500 000 500 000
FEASIBILITY STUDY 500 000 750 000 750 000
TOTAL DEPARTMENTAL PLANNING 16 663 040 16 428 040 16 570 040
338
DESCRIPTION BUDGET BUDGET BUDGET
2018/2019 2019/2020 2020/2021
DEPARTMENTAL OFFICE EXECUTIVE MAYOR
DONATIONS 500 000 500 000 500 000
MAYORAL EXCELLANCE AWARDS 300 000 400 000 400 000
CO-ORDINATION HIV AND AIDS 700 000 700 000 700 000
YOUTH DEVELOPMENT 2 000 000 2 000 000 2 000 000
WOMEN'S DEVELOPMENT CAPACITY 200 000 200 000 200 000
RELIGIOUS AFFAIRS(MORAL REGENA 100 000 100 000 100 000
OFFICE - RIGHTS OF THE CHILD 500 000 500 000 500 000
PEOPLE WITH DISABILITY 250 000 250 000 250 000
MAYORAL IMBIZO'S 1 000 000 1 000 000 1 000 000
CULTURAL FESTIVALS(DONATIONS) 650 000 650 000 650 000
CULTURE, SPORT & RECREATION 1 100 000 1 000 000 1 000 000
GSDM MARATHON - ANNUAL EVENT 600 000 600 000 600 000
TOTAL DEPARTMENTAL OFFICE EXECUTIVE MAYOR 7 900 000 7 900 000 7 900 000
Description BUDGET BUDGET BUDGET
2018/2019 2019/2020 2020/2021
DEPARTMENTAL OFFICE SPEAKER
CAPACITY BUILDING 600 000 600 000 600 000
COMMUNITY PARTICIPATION 2 300 000 2 300 000 2 300 000
VOTERS EDUCATION - -
TOTAL DEPARTMENTAL OFFICE SPEAKER 2 900 000 2 900 000 2 900 000
Description BUDGET BUDGET BUDGET
339
2018/2019 2019/2020 2020/2021
DEPARTMENTAL OFFICE CHIEF WHIP
PROJECTS CHIEF WHIP 300 000 300 000 300 000
TOTAL DEPARTMENTAL OFFICE CHIEF WHIP 300 000 300 000 300 000
TOTAL 56 565 040 51 122 040 51 351 040
Description
ADJUSTMENT
BUDGET BUDGET BUDGET
BUDGET 2018/2019 2019/2020 2020/2021
CAPITAL
FURNITURE AND EQUIPMENT 1 000 000 1 000 000 1 000
000
COMPUTER EQUIPMENT 4 400 000 3 000 000 3 000
000
DISASTER CENTRE PIXLEY 21 000 000 4 666 865
-
LAB EQUIPMENT 3 850 000 3 850 000 3 050
000
YELLOW FLEET - 1 000 000 1 000
000
DISASTER EQUIPMENT 1 500 000
FIELD TEST KITS 500 000
CSS VEHICLES (4X4) 700 000
CSS VEHICLES(SEDANS) 1 000 000
VEHICLES 1 000 000 1 000 000 1 000
000
340
JETPATCHER TRUCK 3 207 250
TOTAL 38 157 250 14 516 865 9 050
000