integrated development plan idp 2011-15.pdf(v) cllr s. o serothwane (head economic and land...

2011/16

INTEGRATEDDEVELOPMENT PLAN

1. ExecutiveCommitteeMembers(i) CllrN.JMahlake (Mayor)(ii) CllrP.AMohlala (HeadTechnicalServices)(iii) CllrM.AMalatjie (PortfolioDeputyTechnicalServices)(iv) CllrS.DNkosi (HeadCorporateServices)(v) CllrS.OSerothwane (HeadEconomicAndLandDevelopment)(vi) Cllr.M.EMakgoga (PortfolioDeputyChairpersonEconomicAndLandDevelopment)(vii) CllrS.CMphogo (HeadFinance)(viii) CllrL.DMoraba (PortfolioDeputyChairpersonFinance)(ix) CllrM.RKhoza (HeadCommunityServices)(x) CllrR.RManotwane (PortfolioDeputyChairpersonCommunityServices)

2. AddressesThe Greater Tubatse Municipality

01 Kastania street , Burgersfort

P O Box 206 , Burgersfort, 1150

Tel: (013 231 1000

Fax:( 013 231 7467

Website: http://www.tubatse.gov.za

3. ContactsM.F. Mokoko R.R. Molapo

Acting Municipal Manager Director Strategic Planning

Email: [email protected] Email: [email protected]

GENERAL INFORMATION

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I N T E G R AT E D D E V E L O P M E N T P L A N - 2 0 1 1 - 1 6

FOREWORD BY THE MAYOR

Majority of the people of Tubatse are celebrating delivery of services,

whilst there are yet many others who are still waiting.

This is as a result of the legacy of apartheid and colonial oppression

which cannot be outdone within a short period, however the ANC

led government is determined to achieve the mission of building

a better South Africa, Limpopo, Sekhukhune and Tubatse for all.

Of significance were programmes and projects that responded to the following key tenets as crafted then: Institutional Development and Organizational transformation, Basic service delivery, Local Economic development, financial viability and Good Governance. Transient to the actualization of the mentioned tenets, spatial rationale demanded due attention that was intermittently observed for institutional reporting.

The IDP process took queue from key national calls to drive service delivery and economic de-velopment. . To mention but a few these are: State of the nation’s address, turnaround strate-gies, outputs for outcome nine(9) most relevant to Lo-cal Government and signifi-cant to these, community inputs from public partici-pation and results of the 2010 community satisfac-tion survey.

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Key to thes are the inputs amassed from the several engagements held. Few conclusions were drawn with

due acknowledgements that Greater Tubatse faces challenges related to poor Revenue collection systems,

significant Electrification backlog, Poor roads infrastructure and maintenance plans and Limited capacity to

manage waste.

The Greater Tubatse Municipal vision is, “a developed platinum city for the benefit of all.”

We believe that through this vision, this municipality will be able to build a united, no-sexist, democratic and

prosperous Tubatse.

Our 2011/16 IDP document will be utilized as a tool to realize the above stated vision and the following key

areas have been prioritized:

- Institutional development and transformation

- Basic services delivery

- Local economic development

- Financial viability and management

- Good Governance and public participation and

- Spatial rationale

We are confident of the future and believe that our relationship and partnership with the community, Magoshi

and business and all stakeholders in Tubatse should be responsive, cautious and honest, focusing on good

governance, poverty eradication and sustainable development.

Working together we can develop Tubatse as South Africa’s first democratic platinum city for the benefit

of all.

I thank you.

MAYOR

CLLR N.J MAHLAKE

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The Municipal systems act has introduced the notion of integrated development planning in-order to promote

local democracy, integration of programmes and socio development for the local communities.

The Greater Tubatse Municipality has indeed for the past ten years lived to its commitments of improving the

quality of life of the people of Tubatse. A lot has been done and a lot more needs o be done during the next

five years. The 2011/16 IDP document for the Greater Tubatse Municipality is a five year programme for the

municipality and is focusing on the six local government strategic agenda items and the national priorities for

development.

Roads and other municipal infrastructure calls for adept focus and appropriate management systems inclusive

of detailed and well resourced maintenance plans. Limitations to these unfortunately undermine elements

like revenue collection, community confidence and others. The topography of Greater Tubatse create stress

to sustenance of access roads to key destinations given that mild rains easily wash away such amenities.

The Integrated Development Plan for 2006/11 has come and gone with its successes and limitations. To

mention but a few successes, the municipality has been recognised to perform well on Expanded Public Works

programme in the past year. Amidst electricity capacity challenges and limited budget provision over the years,

70% of households enjoy the basic amenity of their households being electrified. The compilation of the IDP

as a municipality has been acknowledged to be of good standard over the past two years and this is incumbent

upon the current and coming administration to maintain and sustain the standard.

In summary the municipality consolidated the focus areas for the coming five years in the following manner for

which appropriate strategies are drawn and these will be subject to annual reviews

- Capacity building programmes for both Councillors, Officials and Ward Committees

- Systems development and improvements

- Construction and maintenance of roads

- Constructions and maintenance of small access bridges

- Electrification and new connections to households

- Development and maintenance of sports facilities

- Refuse removal

- Capacitating and maintaining the municipal public works programme and

- Implementation of Mayor’s special programme and intensify the public participation programme etc.

The overall budget for the 2011/12 financial year is R 250 546 970 and an amount of R 54 700 00 will be utilised

as capital expenditure and R 195 846 971 for operational purposes.

I thank you.

M.F MOKOKO

Acting Municipal Manager

ExEcuTIvE suMMARY BY THE AcTING MuNIcIpAL MANAGER

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SECTION 1: EXECUTIVE SUMMARY 2

1.1 Greater Tubatse Municipality 2

1.2 Legal framework 3

1.2.1 Bill of Rights (The Constitution of the Republic of South Africa) 3

1.2.2 Objects of Local Government (Section 152) 3

1.2.3 Municipal Systems Act, Act 32 of 2000 3

1.3 Powers and functions of GTM 4

1.4 MEC’’S assessment reports 4

1.5 Local Government Key Performance Areas 5

1.6 National Outcomes 5

SECTION 2: PREPARATORY PHASE 10

2.1 11/16 IDP processes/methodology 10

2.2 IDP Process Plan 10

2.3 GTM Revised IDP Process plan (2011/2012 – 2015/2016.) 12

2.4 IDP and Budget Structures and responsibilities 12

SECTION 3: SITUATIONAL ANALYSIS 16

3.1 Population and Demographics 16

3.2 Special Focus Groups 17

3.3 Spatial Analysis 19

3.3.1 Spatial patterns 19

3.3.2 Roads 20

3.3.3 Topography 20

3.3.4 Land Tenure System/ Apartheid Legacy 20

3.3.5 Mining Belt 21

3.3.6 Delimitation of Municipal wards 22

3.3.7 Conservation Areas 23

3.3.8 Rural Settlements 24

3.3.9 Land claims 25

3.3.10 Landownership 25

3.3.11 Climate and Environmental Analysis 26

3.4 Infrastructure and Basic Services Analysis 35

TABLE OF cONTENTs

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3.4.1 Water 35

3.4.2 Sanitation 38

3.4.3 Electricity 39

3.4.4 Housing 42

3.4.5 Waste and Refuse Removal 45

3.4.6 Roads and Storm water 46

3.4.7 Transport 49

3.4.8 Cemeteries 50

3.5 Local Economic Development 51

3.5.1 Economic Profile of GTM 51

3.5.2 Comparative and Competitive advantages of the local economy 56

3.6 Socio Economic Analysis 57

3.6.1 Education 57

3.6.2 Health and Social Development 58

3.6.3 Health facilities 60

3.6.4 Safety and Security 61

3.6.5 Disaster Management 62

3.6.6 Sports, Arts and Culture 62

3.6.7 Post Offices 63

3.7 Good Governance and Public Participation 63

3.7.1 Communication 63

3.7.2 Public participation 64

3.7.3 Ward Committees 64

3.7.4 Community Development Workers 64

3.7.5 Traditional Leadership 64

3.7.6 Intergovernmental Relations 64

3.7.7 Special focus Groups 65

3.7.8 Audits 65

3.7.9 Risk management 77

3.7.10 Fraud and Anti corruption 78

3.8 Financial Viability and Management 78

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3.8.1 Municipal Sources of Revenue 78

3.8.2 Credit and Debt Control 80

3.8.3 Investments 80

3.8.4 Budget and Treasury 80

3.8.5 Revenue Management 80

3.8.6 Supply Cain Management 81

3.8.7 Asset Management 81

3.9 Municipal Transformation and Organisational Development 81

3.9.1 Council 81

3.9.2 Staff Component 82

3.9.2.1 Skills profile and needs for both Councillors and Officials 83

3.9.3 Legal services 84

3.9.4 Labour relations 84

3.9.5 Information Technology 84

3.9.6 Occupational Health and Safety 85

3.9.7 Policies and plans for GTM 86

3.9.8 Organisational Performance Management System (OPMS) and Performance Management System (PMS) 87

3.9.9 Ranked needs of Greater Tubatse Municipality 88

3.9.10 Organogram 88

3.9.11 SWOT ANALYSIS 97

3.9.11.1 Economic and Land Development 97

3.9.11.2 Departments: Executive Support. 98

3.9.11.3 Financial Services 99

3.9.11.4 Community Services Department 101

3.9.11.5 Strategic Planning 102

3.9.11.6 Technical services 103

3.9.11.7 Corporate services 105

SECTION 4: STRATEGY CHAPTER 110

4.1 Vision for Greater Tubatse Municipality 110

4.2 Mission statements for Greater Tubatse Municipality 110

4.3 Values for the Greater Tubatse Municipality 111

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4.4 Summary of the Strategy Chapter 111

4.5 KPA 1: Institutional Development and Transformation 112

4.6 KPA 2: Basic Services 112

4.7 KPA: 3 Local Economic Development 113

4.8 KPA: Financial Viability 113

4.9 KPA: 5 Good Governance and Public Participation 114

4.10 KPA: 6 Spatial Rationale 114

SECTION 5: MEDIUM TERM REVENUE AND EXPENDITURE FRAMEWORK 118

5.1 Revenue 118

5.2 Expenditure 119

SECTION 6: PROJECTS 124

6.1 Greater Tubatse Municipal Projects & Programmes 124

6.2 Sekhukhune District Municipality 134

6.2.1 Water and Sanitation Projects 134

6.3 Sector Departmental Projects 134

6.3.1 Submissions from Dept.Agriculture 134

6.3.2 Projects from Department of Health 136

6.3.3 Projects from Roads and Transport 136

6.3.4 Projects from DWAE 136

6.3.5 Submissions from LEDET 138

6.3.6 Projects from Department of Education 138

6.3.7 Submissions of Housing Projects by DLGH 140

6.3.8 Submissions from Department of Environmental Affairs 141

6.3.9 Community Works Programme Projects 141

6.4 ESCOM priority list 142

6.4.1 Villages that will benefit from Alternative Source of Energy/ None Grid/ Solar Systems 144

6.5 SUBMISSIONS FROM LOCAL MINES 144

6.5.1 Submissions from Marula mine 144

6.5.2 Submissions from Twickenham mine 145

6.5.3 Submissions from Dwarsriver Mine 145

6.5.4 Submissions from XSRATA 146

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6.5.5 Submissions from Modikwa mine 147

6.5.6 Submissions from Der Brochen mine 147

6.5.7 Submissions from Phoka Thaba Platinum mine 148

6.5.8 Submissions from Two Rivers mine 148

SECTION 7: INTEGRATION 152

7.1 Spatial Development Framework 152

7.2 Land Use Management Scheme 152

7.3 Integrated Waste Management Plan 153

7.4 Employment Equity Plan 153

7.5 Workplace Skills Plan 153

7.6 HIV/AIDS Plan 153

7.7 LED Strategy 154

7.8 Revenue Enhancement Plan 154

7.9 Disaster Management Plan 154

7.10 Capital Investment Framework 154

7.11 Integrated Transport Plan 154

7.12 Risk Management Plan 154

7.13. Water Services and Maintenance Strategy (Sekhukhune District) 155

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section onexii

section one

section onesection onesEcTION ONE:EXECUTIVE SUMMARY

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1.1 Greater Tubatse MunicipalityThe Greater Tubatse municipality was established after the Local Government elections of 2000. It comprise thirty one (31)

wards represented by one Ward Councillor per ward and is administered by a local Authority of which main offices are located

in Burgersfort.

The municipality is a category B municipality as determined in terms of the Municipal structures Act, Act 117 of 1998. It is a

municipality with collective system as contemplated in the Act.

GTM is located north of the N4 highway, Middelburg, Belfast and Nelspruit, east of the N1 highway, Groblersdal and South

of Polokwane. The area of Jurisdiction is approximately 4 550 km and is known as the middelveld as it is located between the

Highveld and lowveld regions. It forms part of the Sekhukhune District Municipality within the borders of the Limpopo Province.

Map 1: shows location of GTM

sEcTION 1:ExEcuTIvE suMMARY

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1.2 Legal framework1.2.1 BillofRights(TheConstitutionoftheRepublicofSouthAfrica)

• The Bill of rights is a cornerstone of democracy in South Africa. It enshrines the rights of all people in the

country and affirms the democratic values of human dignity; equality and freedom.

• The state must respect, protect, promote and fulfil the rights in the bill of rights.

• The rights in the Bill of rights are subjected to the limitations contained or referred for in section 36, or

elsewhere in the bill.

1.2.2 ObjectsofLocalGovernment(Section152)

The objects of local Government are, to provide democratic and accountable government for local communities,

to ensure the provision of services to communities in a sustainable manner, to promote social and economic

development, to promote a safe and healthy environment, and to encourage the involvement of communities and

community organisation in the matters of local government.

A municipality must strive, within its financial and administrative capacity, to achieve the objects set out in the act.

1.2.3 MunicipalSystemsAct,Act32of2000

• Section 23 of the act stipulates that a Municipality must undertake developmentally oriented planning so as

to ensure that it strives to achieve the objects of local government set out in section 152 of the Constitution;

gives effect to its developmental duties as required by section 153 of the Constitution and together with other

organs of state contributed to the progressive realisation of the fundamental rights contained in section 24, 25,

26, 27 and 29 of the Constitution.

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1.3 Powers and functions of GTMThe following powers and functions are assigned to the GTM In terms of the Municipal Structures Act of 1998 and the

Demarcations Board:

Table1: below reflects GTM power and functions for GTM: FuNcTION AuTHORIsED pROvIDED BY

Water and sanitation No GSDM

Electricity Reticulation No ESKOM

Municipal Roads Yes GTM

Other roads (District and Provincial) No GSDM and Limpopo Department Transport

Housing No Limpopo DPLGH

Building regulations Yes GTM

Local tourism Yes GTM

Fire fighting No GSDM

Street lighting Yes GTM

Traffic and Parking Yes GTM

Trading regulations Yes GTM

Local sports facilities yes GTM

Municipal planning yes GTM

Municipal public transport Yes GTM

Storm water No GSDM

Municipal airport Yes GTM

Billboards and advertising Yes GTM

Control of liquor and food outlet and street trading Yes GTM

Local amenities yes GTM

Waste and Cleansing yes GTM

1.4 MEC’S assessment reportsSection 32 (1) (a) of the Municipal systems act, act 32 of 2000 mandates the municipal manager of a municipality to submit a

copy of the integrated development plan as adopted by council of the municipality, and any subsequent amendment to the plan,

to the MEC for local government in the Province within 10 days of the adoption or amendment of the plan.

The Greater Tubatse municipality adopted its 2010/111 IDP review on the 30th May 2009 and was submitted to the MEC on the 05th June

2009.

Table 2: below are comments from the MEC for the 2010/111 IDP review document:FuNcTIONs FINDINGs REcOMMENDATIONs

KPA 1. Spatial Rationale Analysis: spatial analysis information indicated and hierarchy of settlements

None

Strategies: spatial objectives are clearly articulated To be maintained

Projects: spatial projects indicated None

Integration: SDF and LUMS are available Maintain status quo

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FuNcTIONs FINDINGs REcOMMENDATIONs

KPA 2:Infrastructure and basic service deliveryWATER AND SANITATION Analysis: Water and sanitation challenges and back-

logs are indicatedMaintain status quo

Strategies: water and sanitation strategies outlined Maintain status quo

Projects: water and sanitation projects indicated Maintain status quo

Integration: no indication of WSDP Indication must be made that water and sanitation issues are addressed by Sekhuk-hune District WSDP

ENERGY and ELECTRICITY Analysis: indication of electricity backlogs is made Maintain status quo

Strategies: strategies are indicated Maintain status quo

Projects: electricity and energy projects indicated Maintain status quo

Integration: no energy master plan indicated GTM must develop energy master plan

ROADS, STORM WATER AND PUBLIC TRANSPORT

Analysis: indication of backlogs on roads, storm water drainage and public transport challenges is made

Maintain status quo

Strategies: clear indication of strategic objectives for water, storm water drainage and public transport

Maintain status quo

Projects: roads and storm water drainage projects indicated

Indicate public transport projects in the next IDP

Integration: no roads master plan Develop roads master plan

WASTE MANAGEMENT Analysis: waste management backlogs indicated Maintain status quo

Strategies: strategies indicated Maintain status quo

Projects: waste management projects indicated Maintain status quo

Integration: indication of availability of IWMP Maintain status quo

LOCAL ECONOMIC DEVEL-OPMENT

Analysis: no indication of local skills base Indicate the skills base, challenges and op-portunities and the number of jobs created through LED

Strategies: LED strategic objectives indicated Maintain status quo

Projects: LED projects indicated Maintain status quo

Integration: LED strategy available Maintain status quo

GOOD GOVERNANCE AND PUBLIC PARTICIPATION

Analysis: relationship with traditional leaders indicated Maintain status quo

Strategies: Good Governance and public participation strategies outlined

Maintain status quo

Projects: Good Governance projects indicated Maintain status quo

Integration: no indication of public participation plan Develop public participation strategy

FINANCIAL VIABILITY Analysis: indication is made on financial standing, source of revenue and financial policies

Maintain status quo

Strategies: financial strategic objectives indicated Maintain status quo

Projects: finance projects indicated Maintain status quo

Integration: 5/3 financial plans available Maintain status quo

MUNICIPAL TRANSFORMA-TION AND ORGANISATION-AL DEVELOPMENT

Analysis: skills needs indicated Maintain status quo

Strategies: municipal transformation and organisational development strategies indicated

Maintain status quo

Projects: organisational development projects indicated Maintain status quo

Integration: no institutional plans available Develop institutional plan

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1.5 Local Government Key Performance AreasThis document was prepared in relation to the Local Government Strategic agenda which are:

• Spatial rationale

• Basic service delivery

• Local economic development

• Good Governance and Public participation

• Financial viability

• Institutional development and Transformation

1.6 National OutcomesThere are 12 National Outcomes as approved by the National Government. This document focuses mainly on the National

Outcome Number 09 which is more related to Local Government operations.

• Quality basic education

• A long and healthy life for all South Africans

• All people in South Africa are and feel safe

• Decent employment through inclusive economic growth

• An efficient, competitive and responsive economic infrastructure network

• Skilled and capable workforce to support inclusive growth path

• Vibrant, equitable, sustainable rural communities contributing towards food security for all

• Sustainable human settlement and improved quality of household life

• Responsive, accountable, effective and efficient local government system

• Protect and enhance our environmental assets and natural resources

• Create a better South Africa, a better Africa and a better world

• An efficient, effective and development orientated public service and an empowered, fair and inclusive citizenship.

6

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section two8

section two

section twosection twosEcTION TWO:PREPARATORY PHASE

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In order to ensure certain minimum quality standards of the IDP process and Proper co-ordination between and within the spheres

of government, the Preparation of the planning process must be regulated in terms of the Municipal Systems Act, 2000. Following is

summary of IDP processes which GTM undertook during the development of the 2011/16 IDP document.

2.1 11/16 IDP processes/methodology2.1.1 Analysisphase

During this phase, the municipality conducted a desk top analysis where by researches or information was collated

through internet and other relevant sources. A report was then developed and the Municipality constituted a team to

scrutinise the report. The information was then compiled into a document and was submitted to council for approval

and was then used to consult with various stake holders for inputs and or comments.

2.1.5 Strategyphase

The Greater Tubatse Municipal strategic planning session was fully internally facilitated. The Executive Committee

and Management of the Municipality formed a team that attended the session and was held in the municipal building

in Burgersort town.

Summary of the situational analysis was developed whereby key problems were identified and presented to the

session and a matrix was employed to analyse the information

This is the phase whereby the Municipality develops Vision statement, mission statements, objectives, strategies etc.

During this phase the Municipality also considers the relevance and applications of National policy guidelines in the

local context e.g the Local government strategic agenda, making sure that the government outcomes are built in the

municipal strategies, considering the provincial policies like Limpopo economic growth and development plan etc.

2.1.3. Projectphase

Projects and programmes were formulated and elementary costing exercise was conducted during this phase.

Projects from Sector departments, mining houses and other stakeholders were presented during this phase for

alignment.

2.1.4. Integrationphase

During this phase, projects are agreed upon and integrated programmes for the projects were identified.

2.2. IDP Process PlanSection 28(1) of the Local Government Municipal Systems act, Act 32 2000 stipulates that each Municipal Council, within a

prescribed period after the start of its elected term, must adopt a process set out in writing to guide the planning, drafting,

adoption and review of its integrated development Plan.

In responding to the above statutory obligation, the Greater Tubatse Municipality adopted the process plan for the drafting and

adoption of the 2011/12-2015/16 IDP document on the 31st August 2010 as resolution number A115/2010

sEcTION 2:pREpARATORY pHAsE

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Table 3: below is the process plan for the drafting and adoption of the 2011/12-2015/16 IDP: pLANNING AcTIvITY REspONsIBLE TIME scHEDuLE

TIME SCHEDULE RESPONSIBLE TIME SCHEDULEPHASE 1: ANALYSISTable time schedule outlining deadlines Strategic dept. August 2010

Establish committees and forums Strategic dept. August 2010

Compilation of existing information Strategic dept September 2010

Community and stakeholder analysis Strategic dept September 2010

Reconciling existing information and community stakeholder analysis Strategic dept September 2010

Municipal wide analysis All September 2010

Spatial analysis ELD and strategic dept October 2010

Socio economic gender differentiation Strategic dept. October 2010

In-depth analysis of priority issues Strategic dept October 2010

Consolidation of priority issues analysis Strategic dept. October 2010

PHASE 2: STRATEGIESVision All October 2010

Working objectives All October 2010

Strategic guidelines All October 2010

Creation of conditions for public debate on analysis Strategic dept. and Ex-ecutive support

November 2010

PHASE 3:PROJECTSPLANNING ACTIVITY RESPONSIBLE TIME SCHEDULE

Formulation of IDP steering committee Strategic dept November 2010

Establishing preliminary budgets Strategic dept and Finance

November 2010

Design project and programme proposals All November 2010

Involvement of project proposals All November 2010

Setting indicators for objectives All November 2010

Cost/budget estimates sources of financing All November 2010

PHASE 4:INTEGRATIONScreening of draft project proposals All December 2010

Integrating projects and programmes Strategic dept December 2010

Integrating sector programmes Strategic dept December 2010

5 year capital investment programme All December 2010

Integration of sector plans in the IDP All January 2011

Performance management indicators All February 2011

PHASE 5: APPROVALAdoption of draft IDP by council Council March 2011

Providing opportunity for comments from the District, Provincial, and National Government

Council April 2011

Providing opportunity for comments from the IDP representative forum All April 2011

Providing opportunity for comments from the public All April 2011

Incorporate comments from IDP Representative forum, Public, District, Pro-vincial and National Government.

Strategic dept April 2011

Final adoption of IDP by Council Council May 2011

Submission of the final IDP to District, Province and National Government Strategic ept June 2011

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2.3 GTM Revised IDP Process plan (2011/2012 – 2015/2016.)Circular No: 54, issued by COGTA, mandated all municipalities to revisit their IDP/Budget process plans due to the Local

Government elections scheduled for May 2011.

The Greater Tubatse Municipality therefore revised its process plan to comply with the above stated circular and below is the

revised process plan for GTM:

DATE AcTIvITY REspONsIBILITY

26th January SDBIP Adjustment (ELD, Finance, Technical and Strategic.

Strategic

28th January Finalize Adjustment AMM

29th January Draft outstanding PA’S Executive Support

31 Jan – 01 Feb Strategic Planning session (2nd phase) Strategic Dept.

02nd – 10th February Consolidate Strategic planning report in doc. Strategic Dept.

03rd February Audit Committee meeting AMM

15th February Possible Special ExCo Executive Support

17th February EconomicGrowthInterrogativeSession ELD

25TH February Council Meeting ( approval of Draft IDP/Budget Executive support

01st Mar – 31st March Public Participation Executive support/ Strategic Plan-ning

21st April Special ExCo (IDP/Budget) Executive Support

28th April Special Council (IDP/Budget) Executive Support

09 May Submission of final documents to MEC Strategic Dept.

2.4 IDP and Budget Structures and responsibilitiesThe 2011/16 IDP process plan requires the Municipality to establish forums and committees

with different responsibilities. The Committees will be responsible for the day to day monitoring

of the development of the IDP with special emphasis on technical matters whereas on the other

hand the IDP structures will be used as a vehicle during the consultation processes.

Table 4: below reflects IDP structures and respective responsibilities:

sTRucTuRE REspONsIBILITIEs

Municipalcouncil Consider and adopt a process planConsider, adopt and approve the IDP and budget

Executive committee chaired by the Mayor

Decide on the process planBe responsible for the overall management, co-ordination and monitoring of the process and drafting of the IDP, or to delegate this function to Municipal ManagerApprove nominated persons to be in charge of the different roles, activities and responsibilities of the process and drafting.

Ward councillors Link the planning process to their constituencies or wardsBe responsible for organising public consultation and participationEnsure that the annual business plans and municipal budgets are linked to and based on the IDP.

IDP Manager Prepare the process planUndertake the overall management and co-ordination of the planning processEnsure that all relevant actors are appropriately involvedNominate persons in charge of different rolesBe responsible for the day-to-day management of the drafting process

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sTRucTuRE REspONsIBILITIEs

IDP Manager Ensure that the planning process is participatory, strategic and implementation orientated and is aligned with and satisfies sector planning requirementsRespond to comments on the draft IDP from the public, horizontal alignment with other spheres of government to the satisfaction of the CouncilEnsure proper documentation of the results of the planning of the IDP document, andAdjust the IDP in accordance with the MEC for Local Government’s proposalsEven if the Municipal Manager delegates some of the functions to the IDP Manager, he or she is still accountable for the entire process.

HeadsofDepartmentsandOfficials/Steeringcommittee

Provide relevant technical, sector and financial information to be analysed for determining priority issuesContribute technical expertise in the consideration and finalisation of strategies and identification of projectsProvide departmental operational capital,Budgetary information

HeadsofDepartmentsandOfficials/Steeringcommittee

Responsible for preparing amendments to the draft IDP for submissions to municipal council for approval a

IDP representative forum

Represent the interests of their constituencies in the IDP processProvide an organisational mechanism for discussion, negotiation and decision making between stake-holders and the municipalityEnsure communication between all stake-holders representatives, and Monitor the performance of the planning and implementation process

IDP Representative forum code of conductMeeting schedules must be adhered toAgenda facilitation and documentation of meetingsAlign their activities with the responsibilities of the forum as outlined in the IDPRegular reporting to constituenciesRequire majority for any issue to be resolved

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section three14

section three

section threesection threesEcTION THREE:SITUATIONAL ANALYSIS

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3.1 Population and DemographicsThe population statistics for Greater Tubatse Local Municipality vary greatly depending on the source of information used.

According to the Community survey conducted by Statistics South Africa, 2007, the total population of this municipality is

approximately 343 468 with 66 611 households which makes Greater Tubatse Local Municipality a municipality with highest

population in the District. It also appears from 1996 to 2007 community survey results that there has been a positive population

growth in most of the local municipalities

Table 5: Population figures. Source: (Stats SA CS 2007) MuNIcIpALITY pOpuLATION 1996 % pOpuLATION 2007 %

Makhuduthamaga 267 951 30 262 726 24.4

Greater Tubatse 228 531 26 343 468 31.4

Elias Motsoaledi 217 198 24 247 488 22.6

Greater Marble Hall 95 911 11 124 510 11.4

Fetakgomo 83 947 9 112 232 10.2

Sekhukhune District 893 538 100 1 090 424 100

Table 6: below indicates population by gender and age: Source: (STATSA CS 2007) AGE MALE FEMALE GRAND TOTAL

0 – 4 22878 21999 44877

5 – 9 20271 22517 42788

10 – 14 22440 23354 45794

15 – 19 19349 19811 39160

20 – 24 15907 19112 35019

25 – 29 13245 14505 27750

30 – 34 10667 11582 22249

35 – 39 7324 8828 16152

40 – 44 6076 9519 15595

45 – 49 4952 7109 12061

50 – 54 4180 6448 10628

55 – 59 3241 3993 7234

60 – 64 2552 4075 6627

65 – 69 2256 3015 5271

70 – 74 1484 3086 4570

75–79 1124 2618 374280–84 362 1322 168485+ 355 1911 2266Grand Total 158663 184804 343467

The projected population growth within the growth points over the period 2005 to 2015 shows that it will be more than

double. This will have far more serious implications for the demand for services in the Municipal area; this is due to the mining

activities taking place around the area.

Table 7: below indicates projected population growth in some areas of the Municipality: AREA 2005 2010 2015

Burgersfort 13389 24525 28431

sEcTION 3:sITuATIONAL ANALYsIs

16

AREA 2005 2010 2015

Steelpoort 4015 9845 11414

Ohrigstad 1313 2115 2621

Total 18 717 36 485 42 466

The age group below 18 years comprise approximately 51% of the population, meaning the population is largely young. The

female ratio is almost equal at the age of between 0 and 17 years. This substantially changes when comparing male-female

distribution in the economical active age cohorts, i.e. 19-65 years where there are more women.

Table 8: Below indicate age cohorts: Source: (STATS CS 2007)AGE GROup MALE FEMALE TOTAL %

0-17 67 895 68 990 136 885 51%

8-64 49 252 70 351 119 603 44%

65+ 4 182 9 446 13 627 5%

Total 121 329 148 787 270 116 100%

Table 9: below indicates language frequently spoken in Households Source: (GTM households Survey 2007)

EN

GLI

sH

AFR

IkA

AN

s

IsIx

HO

sA

IsIZ

uLu

sE

pE

DI

sE

sO

TH

O

sIs

WA

TI

xIT

sO

NG

A

Ts

HIv

EN

DA

OT

HE

Rs

207 340 224 532 46 592 572 1864 822 38 406

3.2 Special Focus GroupsAccording to the survey conducted by the Greater Tubatse municipality in 2007, there are various focus groups which the

municipality has identified and needs to put more effort on. Statistics for the Focus groups such as youth, women and disabled

were developed and the following has been recorded:

17


Table 10: (Source STATSA survey 2007)

MA

LE

FEM

ALE

Age

gro

ups

Sig

ht (b

lind/

seve

re v

isua

l lim

itatio

n)

Hea

ring

(dea

f

Com

mun

icat

ion

(spe

ech

impa

irmen

t)

Phy

sica

l (ne

eds

whe

elch

air

Inte

llect

ual (

serio

us d

ifficu

lties

in le

arni

ng)

Em

otio

nal (

beha

viou

ral

Mul

tiple

dis

abili

ties

Sig

ht (b

lind/

seve

re v

isua

l lim

itatio

n)

Hea

ring

(dea

f

Com

mun

icat

ion

(spe

ech

impa

irmen

t)

Phy

sica

l (ne

eds

whe

elch

air

Inte

llect

ual (

serio

us d

ifficu

lties

in le

arni

ng)

Em

otio

nal (

beha

viou

ral

Mul

tiple

dis

abili

ties

Tota

l

0 - 4 - - - 31 76 142 - 5 29 - - - - - 283

5 - 9 39 69 66 211 69 - - - - - 123 - 70 - 647

10 - 14 92 72 35 - 70 161 - 165 - 13 198 54 - - 860

15 - 19 - 42 61 23 - 42 42 60 - - - 54 - - 324

20 - 24 - - 67 46 72 64 - 62 123 34 176 111 138 - 893

25 - 29 - - 58 124 89 18 - - - 70 185 68 - - 612

30 - 34 115 178 58 144 44 54 - - 85 - 126 60 125 42 1031

35 - 39 127 - - 169 - 219 - 59 - - 165 - 68 - 807

40 - 44 112 - 62 119 - 101 - 161 59 - 42 - - - 656

45 - 49 - - - 147 - - 42 123 61 - 201 84 34 - 692

50 - 54 62 - - 85 54 - - 175 - - 95 - 73 - 544

55-59 67 42 - 62 - 204 - - - 59 282 - - - 71660-64 198 - 121 133 - - - - - - 42 - - - 49465-69 143 59 - 78 - - - - - - 42 - 73 - 39570-74 40 - - 13 - 31 - 144 - - - - - - 22875-79 - - - - - - 42 - - - 35 - - - 7780-84 - - - - - - - 97 22 - - - - - 11985+ - - - - - - - - 104 - 77 - - - 181Total 995 462 528 1385 474 1036 126 1051 483 176 1789 431 581 42 9559

18

3.3 Spatial Analysis

3.3.1 Spatial patterns

The spatial patterns of the Greater Tubatse Municipality are shaped by 4 features, which collectively create a distinct

spatial character of the municipality, namely:

• Roads

• Mining belt

• Topography

• Apartheid tenure arrangements

Map 2: indicates structuring or development settlements

19


3.3.2 Roads

These are the most decisive structuring element of the municipality with three major corridors forming the central nerve system

of the municipality along which major spatial activities are taking place, namely:

(a) Dilokong and Burgersfort (R37) Corridor

(b) Stoffberg (R555) Corridor; and

(c) Ngwaabe Corridor to Jane Furse

(d) The Hoedspuit (R36) Corridor

The major roads either allow formation of nodes or settlements at certain appropriate points along the road which become

an anchor of spatial development agglomeration, e.g. Burgersfort, Ohrigstad and Steelpoort or smaller settlements such as

Kgautswana, Alverton, Penge, etc. or a continuous band of spatial development along a longer road section, e.g. settlements

between Mecklenburg and Driekop and Burgersfort or along the Ngwaabe Corridor.

3.3.3 Topography

The GTM area is highly mountainous hence development occurs mostly in valleys. Settlements sizes are small and scattered

due to extensive broken terrain. In fact the ridges and the mountains form linear dividers between the settlements. “In certain

areas the topography is very steep creating mountainous terrain which is impossible for inhabitation. The ridges further divide

the municipal areas creating pockets of homogenous compositions, which determine growth and development potential”

(GSDM: Central Tubatse-Driekop, Praktiseer and Burgersfort: Trends Report and Detail Development Plans; )

The terrain dictates that larger settlement development occurs mainly in flat, low lying areas in-between the mountain ranges.

Generally the roads run at the bottom of the basin/ valleys. It is therefore not surprising that the major roads, i.e. R555, R37

and R36 and Jane Furse/ Ngwaabe road) for most part run parallel to rivers. The position of cross-link roads is dictated by

topography that is flatter to allow the road to pass through at reasonable flat grades. Where these roads passes through wide

basin, particularly in rural hinterlands, an array of settlements has grown around these major roads. In other words there

is clustering of series of settlements for almost the entire length of the road, e.g. Mecklenburg-Driekop (R37), Mapareng

-Tswenyane (R36) and Mampuru to Eerste Geluk (parallel toR555). There is hardly undeveloped land between these settlements.

Even the scattered rural villages have located within more developable basin almost parallel to mountain range. The central

spine road (normally the bus and a taxi route) usually runs along the flatter alignment in the basin. Generally the settlements

are linear in form as they are bound by the undevelopable ridges on either side of the access through-road, usually located on

low-lying grounds adjacent to a stream.

3.3.4 Land Tenure System/ Apartheid Legacy

The apartheid policies expected African people to settle permanently only in demarcated areas of the former Lebowa territory

(i.e. scattered rural villages) while white people settled in the former Transvaal provincial area with few very compact

settlements/ towns (Burgersfort, Steelpoort & Ohrigstad). Land allocation procedures led by the tribal authorities myriad of

small settlements, further exacerbated by lack of formal settlement planning in former Lebowa government.

20

There is a clear and distinctive divide and pattern between the southern and northern areas of the municipality (with the R555

road as a buffer/ boundary). The southern part comprises mainly privately owned farms with intensive commercial agriculture

and a few compact towns/ settlements (Burgersfort, Steelpoort & Ohrigstad).

To the contrary, the northern part comprises mainly farms owned by the National Government of the Republic of South Africa,

the Limpopo Provincial Government and communities, with very few/ scarce incidences of private land ownership (recently by

mines). These areas are often characterized by scattered settlements as already explained. There is also an evident distinction

between these two areas in terms of socio-economic development (an apartheid legacy of separate development).

The continuation of historic pattern of ownership of land and current use makes it very difficult to reverse or restructure the

settlement and spatial patterns.

3.3.5 Mining Belt

The eastern limb of the Bushveld Igneous Complex (mining belt) is emerging as important structuring element of the

municipality’s spatial development, which will be increasingly dominant in future. The mining activities will affect

mainly the western quadrant of the municipality. It is expected that retail and service businesses will respond to the

opening of mines and the development of housing by also locating close to these areas. In time, this may eventually

alter the current fragmented spatial pattern by creating few large urban settlements, if the expected scale of mining

activities materialise.

Map 3: indicates mining belt development

21


Challenges facing land use in GTMCurrently the GTM has no unified land use management system across its municipal area. Historically parts of the

GTM area fell into self- governing territory of Lebowa and province of Transvaal. The apartheid laws resulted in

different land use and ownership regulations being applicable in the two areas.

The Black Laws Amendment Act 56 of 1944 specifically excluded the application of the provincial townships ordinances

in self governing territories. “Instead, separate regulations regarding township establishment and development in the

urban areas were published in terms of the Proclamation R293 of 1962 entitled Regulations for the Administration and

Control of Township in Black Areas promulgated in terms of the Black Administration Act 38 of 1927 and Development

Trust and Land Act 18 of 1936” (p102, van Wyk, Planning Law,1999). Evidently Praktiseer, Mecklenburg A and B, and

Ga-Mapodile were established in terms of this proclamation. Although Proclamation R293 has no elaborate land use

management system but it does make provision to alter the building and use of various facilities within the township

at the discretion of township superintendent, or Commissioner.

The rest of the traditional settlements and the land within former Lebowa territory were regulated in terms of

Proclamation R188 of 1969 called Black Areas Land Regulations. This proclamation “… contains measures to designate

areas for arable and residential allotment, to control, maintain and develop such land and to issue occupational

permits (Permission to Occupy Certificates) for residential, business, church, school and arable allotments” (p16,

Greater Tubatse Spatial Development Framework,2005). The proclamation however contains no land use planning

provisions.

Consequently development in these areas of the Greater Tubatse Municipality relies on other laws such as

Development Facilitation Act, Proclamation R293 of 1962, Less Formal Township Establishment Act, etc. that allows

specific use zones to be created through township application.

Development within the former Transvaal province part of GTM was regulated though the Town-Planning and Township

Ordinance 1986 (Ordinance No 15 of 1986). In terms of this Ordinance a Town-Planning scheme (Greater Tubatse Land

Use Scheme 2006) for Burgersfort, Steelpoort and Ohrigstad was promulgated, which provide detailed measures to

manage land uses within each scheme area. The application of this scheme generally excludes rural areas.

In order to overhaul the fractured or non-existent land use management in various parts of the municipality it is required

that the municipality must prepare a Land Use Management System that will cohere regulation and facilitation of

land development across the municipal area under a single system of management. This will afford the opportunity

to develop appropriate land development management procedures in the rural areas (former Lebowa territory) within

the same legal framework as the more developed urban nodes like Burgersfort and Steelpoort.

A draft document in this regard has been developed and is undergoing legal review before promulgation.

3.3.6 Delimitation of Municipal wards

During the past 10 (ten) years, Greater Tubatse Municipality was consisting of 29 wards and is currently having 31

(thirty one). This was published in June 2010 in terms of the Local Government Municipal Structures Act, 1998 (Act

22

No: 117 of 1998) and the Municipal Demarcation Board notice 186 of 2010.

The Municipality consists of approximately 166 villages, 5 formally proclaimed townships with 180 voting stations.

(xi) Map4:indicateswardsforGTM

3.3.7 Conservation Areas

The largest proportion of land in GTM area (probably in excess of 80%) is natural environment. The mines, agriculture

and urban development have barely encroached on these wilderness areas. The wilderness generally comprises of

bushveld and sparse grassland in limited parts of GTM. It is important to preserve the wilderness for posterity and

harvest plant and animal species in a manner that preserve the habitat.

The objectives of protecting habitats for animal and plant species occurring naturally in the wilderness area should be

conscious of subsistence requirements of local population and income generating tourism. The GTM area consists of

23


vast plains of bushveld, the rugged topography, natural features such as rivers, an abundance of wildlife, bird species

and flora. The expansive vacant land in the south and east is mainly owned by private individuals and in the north and

west by tribal authorities. An opportunity exists to revive and re-introduce indigenous species that were previously

endemic to the area.

Use of natural and biological resources will create or augment destinations for nature based tourism. Environmental

investigations will be necessary before specific habitats are set-aside for such purposes.

Unfortunately no environmental investigation has been conducted to determine whether any of the Red Data species

area is found in these areas.

These high-lying areas should be conserved to retain the natural vegetation and characteristics with the aim of

accommodating possible future tourism. The extensive natural environment provide opportunity for tourism activities

including caravan parks, hiking trails, mountain biking, sky diving, game parks, overnight accommodation, country

estate, etc. There are couple of cases where the environment has been kept in its natural states through a number of

private game and nature reserves.

Two areas in the municipal area have been identified as highly sensitive in terms of environment. The first lies on the

northern boundary of the region along the Olifants River stretching from the villages of Maretlwaneng and Makoloto

up to Morathong along the R527 to Hoedspruit. The area is endowed with forestry, deep gorges and waterfalls and

has been identified as the very sensitive environment area due to these features. The second is the area bordered by

the R36 to Hoedspruit on the west, by R532 to Bouke’s Luck on the south and the study area boundary on the north

east has been identified as one of the most sensitive area.

3.3.8 Rural Settlements

There are two categories of rural settlement envisaged in GTM viz the traditional homesteads in villages and the

country estate (see definition below) in aesthetical pleasant locals particularly around Ohrigstad. The rural settlements

are those settlements that are occurring outside the provincial, district and municipal growth points and population

concentration points (first order settlement) as articulated in the Limpopo Spatial Rationale, 2002. Essentially the

distinguishing characteristic of the rural and urban settlements is that in the former it is expected that the households

are to some degree for subsistence, economic or leisure reasons dependent on land livestock and wildlife.

The population concentration points i.e. Penge, Batau/Praktiseer, Ga-Masha and Ga-Masete are functional part of

urban areas and design of the built form reflect this though some households may still till land and keep livestock.

Whether or not the ploughing of land and animal husbandry is allowed, for purposes of settlement planning such

settlements should be treated as extension of urban settlements as the overwhelming majority of households earn

their living through employment in urban centres. All large scale and denser housing projects such that they require

urban engineering services should be located in growths points and to a very limited extent in population concentration

points. Consequently these settlements should receive priority in terms of bulk infrastructure.

24

3.3.9 Land claims

Approximately 50% of the land in Greater Tubatse Local Municipality is under claims. The claims are almost exclusively

in rural areas that were part of the former Lebowa territory. Only one claim is found in near an urban area, and that

is, in Steelpoort with none in Burgersfort and Ohrigstad. In the first quarter of 2007 the records of the Limpopo Land

Claims Commissioner indicated that, out of 52 land claims that were lodged in GTM, 13 have been gazetted and 39

are in the process of being gazetted. The offices of the Land Claims Commissioner in Greater Tubatse in Limpopo were

investigating the claims, as required in terms of the Restitution Act.

Nearly 48 % of land claims have been submitted by the communities, 24 % by tribal authority, and 18 % by individual

persons (private claimants). Successful land restitution is sometimes undermined by the profile of beneficiaries who,

mainly as a result of our colonial and racist past, have limited financial resources, skills, etc required for productive

utilisation of the land resources once handed over to them.

3.3.10 Landownership

The landownership investigation was conducted through Aktex (Deeds Web) in large farm areas and the Provisional

Valuation Roll was used in formally laid out settlements to establish trends discussed below

Table 11: indicated Land Situated Within Former-Lebowa Boundary NO. OF FARMs ExTENT OWNERsHIp %

35 69320.2347 Government of Lebowa SA Development Trust Tribal Land 56

25 43251.6938 RSA 37.4

7 11793.6509 Private 9.3

67 124365 100

Table 12: Properties within former “whites” Republic of South AfricaNO. OF FARMs ExTENT OWNERsHIp %

15 16208.0890 Government of Lebowa SA Development Trust Tribal Land 12

13 17404.8141 RSA 13

21 103343.2545 Private 75

49 136955.1576 100

The landownership within the former Lebowa area is predominantly in the hands of the State, Government of Lebowa,

SA Development Trust and a small proportion is privately owned. Some townships of GTM are owned by national

government as a result of pre-1994 constitutional negotiations that saw national government as the successor in-title

of all homeland government’s assets. However, some of these properties have been transferred to the local authority

that is an appropriate level of government where they should be managed, viz Praktiseer Extension 1 and 2, Ga-

Mapodile and Mecklenburg.

Penge on the other hand is not proclaimed as a township. It is owned by the provincial government of Limpopo and

there are processes underway to formalise it since 2001/2002 to date.

In the township of Tubatse Extension 1 the erven have been transferred to residents. However many residential erven;

some vacant and others built up; business erven, social facilities e.g. for churches, police stations, schools, crèches,

25


community halls etc, are owned by the Limpopo Province government. Ordinarily the management of most social

facility erven is a municipal function in terms of the constitution. This anomaly should therefore be corrected.

The balance of land within the former Lebowa territory that comprise of villages settled by various tribes or clans and

vast unoccupied woodlands is owned by Republic of South Africa, Government of Lebowa, South African Development

Trust and few traditional authorities.

Residents on the rural/ peri-urban settlements are allocated the land parcel that they are settled upon by traditional

authorities. They neither have formal title deed nor any other real right document to the land they occupy. Theoretically

these cause uncertainties as to the rights of the occupiers of the land who invariably improve it at their cost but

cannot dispose their properties to whomever by transferring title deeds at Deeds Office.

Challenges facing spatial development• The municipality does not own strategic or potential land in the area

• Majority of the land is under land claim

• Traditional Leaders are responsible for land allocation especially in the rural villages

• The area is mountainous and is full of dongas

• Scattered settlements poses threat to land development

3.3.10.1 Settlement Patterns

A stark contrast exists in the spatial structure of the GTM. These areas are associated with the division

of the apartheid planning policies of the past, i.e. the ‘former Lebowa homelands‘. The northern part is

very rural composition and subsistence-based, whilst the southern part is far more developed and has a

more diversified economy, see map below.

The map above shows the general land use patterns of the municipal area. The existing spatial patterns

of the GTM area is dispersed with limited hierarchy of functional order. The majority of settlements in

the area have low density per km². The majority of villages are located far apart which, of course, makes

the provision and maintenance of services very costly.

These villages are furthermore too small to attain the economic thresholds required to provide social

facilities in a cost-effective manner. Poor co-ordination amongst the relevant government departments,

both on local and provincial levels, further aggravates the situation as there is no hierarchy or functional

order in which priority areas are identified

3.3.11 Climate and Environmental Analysis

3.3.11.1 Climate

The weather conditions for Steelpoort, Ohrigstad and Burgersfort region as a whole is a sub-tropical by

nature and conducive to agricultural production. The summer tend to be extremely hot and humid with

26

temperatures often exceeding 35 degrees Celsius between the months of October and march, while the

winters tend to be warm during the day and cool to cold at night and in the early mornings.

3.3.11.2 Geology

The GTM is situated on the eastern side of the Bushveld Igneous Complex and the Transvaal geological

system and is therefore underlain by both sedimentary and volcanic rock formations. Owing to the

geological composition, the area is characterized by steep rising mountains, which are linked by

undulating river valleys.

Minerals are found in abundance in the Bushveld Igneous Complex, which has seen the establishment

of several mines in the area. The most fertile soils in the region are to be found in the lower lying areas

of Burgersfort and Steelpoort, which are deep, well-drained and characteristic of deep sandy/loamy

soils of exceptional quality. These soils are suitable for most agricultural purposes.

3.3.11.3 Settlements Hierarchy

The Limpopo Spatial Rationale, 2002 and the Limpopo Growth Development Strategy identify hierarchy

of settlements for the Limpopo Province, which provide a framework to analyse spatial development

trends in Greater Tubatse Local Municipality. The settlement hierarchy is as follows:

• First order settlements (Growth points)

• Second order settlements (Population concentration points)

• Third order settlements (Local Service Points)

• Fourth order settlements (Village service area

3.3.11.4 Growth Points

There are three categories of growth points. They are described in terms of their relative importance in

the proposed hierarchy

Population growth / concentration points are clusters of individual settlements with large numbers

of people and high population densities. GTM has three population growth points and this is where

most number of people is concentrated. The projected population growth within the growth points

as identified in the Limpopo Employment Growth and Development Plan over the period 2005 to 2015

which shows that it will be more than double. This will have far more serious implications for the

demand for services in the municipal area.

27


Map 5: indicates GTM growth points

28

Table 13: Settlement Classification and Population 2005 to 2020: Source (Greater Tubatse Municipality)pOpuLATION pROJEcTIONs INcREMENTAL

pOpuLATIONGROWTH RATE

pLANNING pOpuLA-

TION (2002)

sETTLEMENT cLAssIFIcATION 2005 2010 2020 2005-2010

2010-2020

2005-2010

2010-2020

577 Growth Point: Burgersfort Total 600 8589 28431 7989 19842 70.3 12.7

14700 Growth Point: Driekop Total 15291 16155 18985 864 2830 1.1 1.6

11065 Growth Point: Ga-Kgwete Total 11510 12161 14291 651 2130 1.1 1.6

207 Growth Point: Ohrighstad Total 215 227 267 12 40 1.1 1.6

998 Growth Point: Penge Total 1038 1097 1289 59 192 1.1 1.6

2019 Growth Point: Steelpoort Total 2100 2219 2607 119 388 1.1 1.6

54569 Pop Concentration: Batau / Praktiseer Total

56762 59968 70475 3206 10507 1.1 1.6

804 Pop Concentration: Ga-Masete Total 836 883 1038 47 155 1.1 1.6

15475 Pop Concentration: Ga-Masha Total 16098 17007 19986 909 2979 1.1 1.6

34773 Third Order Settlements Total 36171 38213 44910 2042 6697 1.1 1.6

6952 Commercial Farm Land Total 7231 7640 8979 409 1339 1.1 1.6

115439 Tribal Areas Scattered Total 120080 126867 149085 6787 22218 1.1 1.6

257578 Grand Total 267932 291026 360343 23094 69317 1.7 2.2

3.3.11.5 Provincial Growth Points (PGPs):

Burgersfort is identified as a provincial growth point and is located where the sections of R555 and R37

are coterminous, virtually at the centres of the Greater Tubatse. It is one of the major trading towns in

Limpopo. It consists of higher order land uses such as retail shops, warehouses, government offices

(e.g. Municipal offices), transport interchange facilities, e.g. taxi and bus rank, railway station; social

facilities, etc. serving the hinterland of about 50 km. This town is located roughly in the geographic

centre of the municipal area and this makes it accessible to the majority of people. “Burgersfort is also

a municipal capital of Greater Tubatse Local Municipality, which increases its status in the region.

A number of housing developments are planned on the northeast side of Burgersfort. This has also

triggered numerous retail and service businesses. The town is also starting to experience problem

characteristic of growing urban area, viz, the growth of informal settlements, traffic congestion on

certain road section, rising land prices, declining capacity of bulk engineering infrastructure, etc. It

also seems that the recent housing development is not match by the required social facilities, such as

schools and halls. The town is among the fast growing small towns in and around Limpopo.

3.3.11.6 District Growth Points (DGPs):

Steelpoort is identified as the second order of settlement hierarchy within the GTM. Steelpoort in

comparison to Burgersfort, comprised more of manufacturing industries and mining related suppliers

whilst the latter is more dominated by the retail and service centre. This growth point mostly serves

the mining community. There are about six operating mines around the town. Steelpoort town is

characterised by a mixed used development; including heavy engineering enterprises; suppliers to the

29


mines; transport facilities; building material suppliers; distributors/ wholesale, medium density housing

and small retail component. About sixty per cent of industrial township, i.e. Steelpoort Ext 7 is occupied.

Some of the service businesses related to mining have even emerged in fringe areas in the former

Lebowa i.e. Tukakgomo and Eerste Geluk, Mapodile just south of Steelpoort.

3.3.11.7 Municipal Growth Points (MGP):

These municipal growth points serve mainly the surrounding farming areas and most have higher

order goods. However, in traditional rural villages the economic sector is relatively small. There are

few local businesses but supported by a large number of population (GSDM LED, 2003). In GTM the

municipal growth points are Ohrigstad, Driekop and Mecklenburg. These settlements except Ohrigstad

are expected to grow faster due to mining related development occurring around them. More services

need therefore to be rendered in these settlements. Ohrigstad is a small rustic town located along major

roads of R36. The town is stagnant with little building activity taking place. There are number of vacant

stands and business premises in Ohrigstad.

These properties are also poorly maintained. Mecklenburg is located in the former Lebowa homeland

territory along the R37 Dilokong Corridor. The settlement of Mecklenburg is anchored by the police

station, Mines and the hospital, and surrounded by the series of hills forming an amphitheatre around

an extensive flat land. The settlement is formed along the movement spine road (R37) and a number of

roads taking off this main route at almost regular intersection. Generally, the housing densities in these

areas are not more than 10 units per ha.

3.3.11.8 Population Concentration Points (PCPs):

These are clusters of individual settlements with large number of people and high population densities.

Usually these settlements have a small or no economic base but with meaningful social facilities and

a substantial number of people. “In most instances the PCPs form part of the settlement cluster that

also has one or more growth points within a cluster. The PCPs are mainly located adjacent to the tarred

road or intersections of main district roads which provide accessibility to job opportunities elsewhere”

(GTM SDF, 2005 p: 25). In GTM, there are currently four population concentration points: Riba Cross,

Bothashoek, Mashamothane and Praktiseer. Praktiseer is a fast growing settlement that is merging with

Bothashoek. Some of the informal settlements around the east and south of Praktiseer e.g. Gamatodi

are in the process of being formalized.

3.3.11.9 Local Service Points (LSP):

LSPs are those settlement with a population of 5 000 people or more and do not form part of any clusters.

Most of these settlements are dispersed and it is only in few instances where two or more settlements

are grouped to each other (GSDM ISDF, 2005). “The potential for self-sustained development is limited

by the lack of development in these settlements” (GTM SDF, 2005 p: 29).

30

However, some LSPs have a potential to develop based on population growth or servicing function

potential. Some of these settlements have well-developed social facilities and are big in size

compared to the third and fourth order settlements. The LSP settlements in GTM are; viz, Kgautswana,

Maakgongwane, Masakeng, Mophalema, Mampuru and Extension, Malokela A and B and Leboeng.

Most of these settlements are small in sizes, and are located a distance from each other and this makes

it difficult to provide public facilities unless these are sited adjacent to a movement route (taxi or buses).

3.3.11.10 Village Service Point:

This category of settlements in the settlement hierarchy has been identified to allow for circumstances

in mainly traditional rural areas where three or more settlements are located in such a way that they are

interdependent or linked to one another by means of a specific social- infrastructure. These settlements

are mutually dependent on these services. The settlements are small and have small number of people.

For instance, there is only one high school in Maretlwaneng, Maadiswane and Ga-mamogolo (North

West of Penge).

3.3.11.11 Corridor development

Limpopo Employment growth and development plan (LEGDP), was developed due to the need to put in

place a development framework that should guide growth and development in Limpopo. With its strong

emphasis on improving the quality of life and sustainable development, the LEGDP aims to create a

conductive environment for the people of the province and is identifying the following areas for corridor

development:

• Dilokong corridor

• Burgersfort Stoffberg corridor

• Mining belt development

3.3.11.12 Strategic Located land

There are a number of strategically located portions of land in various growth points of the municipality,

namely:

3.3.11.12.1 Strategic land in Burgersfort

• Steelpoortsdrift 296 KT

• Appiesdoorndraai 298 KT (portions owned by National Government)

• Dresden 304 KT

• Viljoenshoop 301 KT

• Praktiseer 275 KT

All the above portions are owned by the national government (Department of Rural

Development and Land Reform). Processes are already underway by the municipality

to have the land transferred from the National government to the municipality in

31


order to develop integrated human settlements. In other instances (Praktiseer) the

municipality has already taken further steps to plan for settlement expansion in order

to accommodate the increasing pressure to occupy the land in search of proximity to

conventional services and work opportunities.

3.3.11.12.2 Strategic land in Steelpoort (privately owned)

• Olifantspoortjie 219 KT (some undeveloped portions thereof)

• Goudmyn 337 KT (some undeveloped portions thereof)

Funding is required to purchase the undeveloped portions from the current owners for

integrated human settlements and expansion of the town.

3.3.11.12.3 Topography

The northern part of the GTM is mountainous, thereby presenting engineering

challenges as far as the development and provision of infrastructure is concerned.

The southern part of the GTM is high-lying and has a more moderate topography. The

management of the koppies, valleys and the mountain ranges in the area is critical

to ensure environmental sustainability. The GTM area is highly mountainous hence

development occurs mostly in valleys. Settlements sizes are small and scattered due

to extensive broken terrain. In fact the ridges and the mountains form linear dividers

between the settlements. “In certain areas the topography is very steep creating

impossible mountainous terrain which is barely inhabited. The ridges further divide

the municipal areas creating pockets of homogenous composition, which determine

growth and development potential” (GSDM: Central Tubatse-Driekop, Praktiseer and

Burgersfort: Trends Report and Detail Development Plans).

The terrain dictates that larger settlement development occurs mainly in flat, low

lying areas in-between the mountain ranges. Generally the roads run at the bottom

of the basin/ valleys. It is therefore not surprising that the major roads, i.e. R555,

R37 and R36 and Jane Furse to Lydenburg road for most part run parallel to rivers.

The position of cross-link roads is dictated by topography that is flatter to allow the

road to pass through at reasonable flat grades. Where these roads pass through wide

basin, particularly in former Lebowa homeland motley of settlements have grown

around these major roads. In other words there is clustering of series of settlements

for almost the entire length of the road, e.g. Mecklenburg-Driekop (R37), Mapareng

-Tswenyane (R36) and Mampuru to Eerste Geluk (parallel toR555).

In former ‘white areas’ the spatial development is contrasting as it tends to be more

nodular therefore not continuous. For example, there is approximately 20 km of vacant

of intervening land between Steelpoort and Burgersfort and about 50 km between

Burgersfort and Ohrigstad along R555. This land need to be managed properly for the

expansion or growth of Burgersfort, Steelpoort and Ohrigstad towns.

32

Even the scattered rural villages have located within more developable basin almost

parallel to mountain range. The central spine road (normally the bus and a taxi route)

usually runs along the flatter alignment in the basin.

3.3.11.13 Rivers

There are three main rivers in the GTM, namely the Spekboom, Steelpoort and the Olifants, which is the

largest. The existence and topography of these water sources present an opportunity to create water

storage facilities. The construction of De hoop dam in the Steelpoort River which will be finalised in

2011 will have major benefits for agriculture, as well as for general development in the region. There

is a need to carefully assess the water needs of the area, taking into consideration the development of

the mining industry, which in itself need large quantities of water. Given the present water needs in the

municipal area, an increase in storage facilities or the expansion of the existing storage facilities needs

to be investigated.

Due to the lack of waterborne sewerage infrastructure in many of the villages, one of the major

challenges is the pollution occurring in these rivers. These rivers are a major source of drinking water

for the communities who do not have access to piped water. These rivers are also used for irrigation

purposes for agricultural activities within the municipal area.

3.3.11.14 Air quality and pollution

Air pollutants are defined as substances which, when present at high enough concentrations, produce

significant negative impacts on people and/or the environment. The main or key pollutants that are

likely to be detected in the district include SO2, NOX, CO, PM and VOCs. The origin and health impacts

associated with these pollutants will be discussed in a later chapter.

The Tubatse Local Municipality is found in the Northern eastern part of the District. The main towns

in the area are Burgersfort and Steelpoort. The main activity in this area is the mining of chrome and

platinum. There are also three chrome smelters in the area. This then means that the area is likely to

have air pollutants like sulphur dioxide, nitrous oxides, chromium (VI) and particulate matter. There is

also significant traffic in the area due to the transportation of minerals which introduces a substantial

pollution from the vehicles. Other pollutants like pesticides can also emanate from the farms around

Orighstad towards Burgersfort, of which the extent has not yet been determined.

One key element, which is of paramount importance for the Greater Tubatse is to put real time air

pollution monitoring measures in place as soon as is practically feasible, so as to determine the extent of

the problem and/or the concentrations of air pollutants in the area of jurisdiction, since air pollution has

economic and social implications. This will also allow for accurate dispersion modelling. Currently, the

district has three passive air quality monitoring stations which are being monitored by an independent

company. The pollutants being monitored include SO2, NOX and Fallout dust. The results that are being

obtained indicate the following:

33


Table 14: Air Quality Monitoring Station Positions in Tubatse (source GSDM air quality management strategy)

NAME OF THE FARM sTATION NuMBER

cOORDINATEs

Lion Ferrochrome 01 S24º49’10.1” E30º07’36.2”

Transmix 02 S24º39’46.3” E30º17’27.9”

Modikwa 03 S24º37’49.3” E30º09’04.3”

Table 15: Average Monthly SO2 concentrations in Tubatse (source GSDM air quality management strategy)

sAMpLE ID MONTHLY sO2 RsA/

spEc (ppB)

MAY/JuN AvERAGE

JuN/JuL AvERAGE

JuL/AuG AvERAGE

AuG/sEp AvERAGE

sEp/OcT AvERAGE

Lion Ferr 50 1.4 3.0 2.2 1.8 0.2

Transmix 50 1.0 1.7 0.6 0.3 0.1

Modikwa 50 1.5 2.0 0.9 0.2 0.2

Table 16: Average Monthly NOX concentrations in Tubatse (source GSDM air quality management strategy)

sAMpLE ID MONTHLY NOx RsA/

spEc (ppB)

MAY/JuN AvERAGE

JuN/JuL AvERAGE

JuL/AuG AvERAGE

AuG/sEp AvERAGE

sEp/OcT AvERAGE

Lion Ferr 80 10.4 11.3 16.0 7.8 5.2

Transmix 80 18.9 19.4 17.0 8.6 7.1

Modikwa 80 13.4 13.9 6.5 4.1 5.9

Table 17: Average Monthly Dust Fallout results (30 Day Average mg/m2/day) in Tubatse (source GSDM air quality management strategy)

sAMpLE ID MONTHLY DusT RsA/

spEc MG/M2/DAY

MAY/JuN AvERAGE

JuN/JuL AvERAGE

JuL/AuG AvERAGE

AuG/sEp AvERAGE

sEp/OcT AvERAGE

Lion Ferr 1200 377.00 - - -

Transmix 1200 119.00 169.00 499.31 504.25 537.18

Modikwa 1200 107.00 279.03 285.98 295.07

Surface pollution

The Municipality has outsourced the refuse removal services in Burgersfort Town and the contract

which was supposed to elapse on 31 October 2009 has been extended up to 2013.The Service

Provider appointed is The Waste Group Ingwe and Bauba Marumo Waste Management. The said Joint

Venture shared responsibilities for Burgersfort town whereby Bauba Marumo Waste Management is

responsible for refuse collection & street cleaning and picking up a litter while The Waste Group Ingwe

is responsible for the management of landfill site.

All the waste is collected and dumped at Burgersfort municipal landfill site. Empty cans, bottles, plastics

and paper are the most dumped litter in the areas of Burgersfort, Ohrigstad, Praktiseer, Steelpoort and

Ga-mapodile. There are no formal litter picking done in the rural areas of Greater Tubatse Municipality.

Old mining areas such as Penge, Taung, and Krommelenboog etc are regarded as the most hazardous

areas due to the asbestos remains exposed either by rain and life stock.

34

Emphasis must also be made on the mines and agricultural activities that are currently taking place in

the area in making sure that they are restricted from using hazardous chemicals that might result as a

threat to the environment. There is a need for the Municipality to develop Environmental management

policy and strategy in making sure that the environment is managed properly. Total amount of waste

collected for 2008/09 in Greater Tubatse amounts to 32 341 m³.

Challenges facing environment in GTM

• Lack of by-laws.

• Excess littering by hawkers in the areas of Burgersfort, Steelpoort and Ohrigstad

• Community with little education on environmental issues

• The Municipality has insufficient capacity on environmental management issues

• Mining activities causing serious threat to environment

• High Traffic volume

3.4 Infrastructure and Basic Services Analysis

3.4.1 Water

GTM is currently not either water services provider or authority. The Sekhukhune district municipality is the Water

services Authority. Due to the rapid growth of the municipality, GTM has made an application to the Minister and MEC

for local government to be designated as both the water and sanitation Authority and is still a-waiting for a response.

Due to its status as both water authority and provider, Sekhukhune District Municipality is also responsible for the

development of the Water Sector plans.

There are four main sources of water within GTM:

• Abstraction from surface sources within the area of jurisdiction (dams, springs, large rainwater collectors such

as natural rock surfaces or streams).

• There are 3 main rivers in GTM from which water is collected, i.e. Spekboom, Steelpoort, Tubatse and Olifants

rivers.

• Abstraction from groundwater sources within the area of jurisdiction (boreholes or dug wells);

• Purchase from external sources (e.g. bottled water)

There are five water schemes within the Greater Tubatse Local Municipality. These are:

• Lebalelo water scheme (northern portion)

• Penge local sources (north eastern portion)

• Lower Steelpoort Tubatse water supply scheme (central portion)

• Blyde Local source (eastern portion)

• De Hoop 1,8, and 13 water scheme (western portion)

35


Table 18: indicates 4 (four) water purification plants in Tubatse local municipality: NAME cApcITY REQuIREMENT

Burgersfort water treatment works 5ml/day Increase capacity

Steelpoort water treatment plant 2ml/day Increase capacity

Praktiseer water treatment plant 5ml/day Increase capacity

Penge water treatment plant Refurbishment

Historically, piped potable water at GTM was available only in the towns of Burgersfort, Steelpoort and Ohrigstad,

few ‘black” formal townships e.g. Praktiseer and Eerste Geluk, mines and public institutions, e.g. hospital, police

stations, etc. Most public institutions had their own supply system, mainly from boreholes. Recently the water supply

network has been extended for domestic uses to many villages within the former Lebowa homeland territory. In the

rural or peri-urban areas, water is provided mainly through standpipes on the streets. It is therefore not surprising

that “17 % of the people obtain their water from natural resources which includes rivers, streams and rainfall, 51.8

% of people obtain water from public taps, 6.8% from a borehole and only 12.3% from an on-site tap”. Based on the

census survey, 2007, it is expected that the proportion of urban households will increase gradually in future as people

move from scattered (remote) villages to denser population concentration points where more services are available.

The voluntary movement of young people away from remote rural settlements will reduce water demand at these

places in future and will increase water demand at the concentration points where the people are moving to. It is

important to prioritise planning of larger and denser settlements where people are migrating towards for service

delivery to ensure greater impact.

The protracted drought in Sekhukhune region has forced the public authorities to speed up the extension of water

network or delivery of water through tanks in the rural / peri-urban areas. This demand has been exacerbated by

the increasing densification of few settlements where population is gravitating towards. The recent proliferation of

mining activities, edging closer to twenty in the municipal area will be more than double the amount of water required

in the future. In this regard the estimated total mining water demand was between 27.2 and 38.5 millilitres per day

in 2005 and is projected to be between 76.1 and 100.1 by 2020.

The recent investigation by the Department of Water Affairs confirmed that most feasible option to improve water

supply in this drought stricken region was to construct De Hoop dam and bulk raw water distribution system with

connections of Olifants via Lebalelo Water Scheme. The construction of the dam has commenced and will only be

functional in 2010. Following are figures indicating water access by households in the area:

Table 19: indicates Source: comparative information on basic services 2009: COGTA sERvIcE TOTAL

HOusE-HOLDs

HOusE-HOLDs

AccEss

HOusEHOLDs AccEss pER-

cENTAGE

HOusEHOLDs BELOW BAsIc LEvEL/ BAck-

LOGs

HOusEHOLDs BE-LOW BAsIc LEvEL/BAckLOGs pER-

cENTAGE

Water 66 611 53 026 79.3% 13 759 20.7%

The Greater Tubatse Municipality has entered into a Public Private Partnership project with the National Treasury

for the conducting of study which commenced in June 2009 on water supply and reticulation in the area, however

there are currently five known categories of consumer profile; viz. households, mines, industrial, commercial and the

36

others, which refers to users such as irrigation, institutional, etc. There is no available database on the number of

commercial users in Greater Tubatse Local Municipality. However, it can be noted that there is a spatial concentration

of commercial activities at urban nodes i.e. Burgersfort, Steelpoort and Ohrigstad.

Total consumption (for commercial activities) can be estimated as a small fraction of domestic consumption and is

unlikely to change much in the foreseeable future. Other consumers include agriculture and government institutional

users” (GSDM WSP, 2005, p: 38). The commercial users are highly competitive users with well established water

rights.

Mines and Smelters are by far the greatest consumers of water in Greater Tubatse municipality, followed by irrigation

and domestic use. The (mines) water needs are likely to increase even further in the medium term. Irrigation needs

are also likely to increase considerably with the re- establishment of former government irrigation schemes (RESIS

Project by Department of Agriculture) that is currently underway. The spatial plan should take cognisance of the

need to extend water infrastructure particularly to meet water requirements of mines and households. Table below

indicates different water sources in GTM.

3.4.1.1 Free basic water

The municipality is providing free basic water services to its communities especially in the areas falling

within the then Lebowa borders. Most of the households in Greater Tubatse can be defined as poor

or indigent – where the total income is below R1, 500 per month. Present, approximately 60% of the

households in Greater Tubatse fall into this category, however the municipality updates its Indigent

Register on annual basis. These are the households to which Free Basic Water must be supplied, and

to whom the Equitable Share subsidy applies. The Municipality has last updated its Indigent Policy and

Register for provision of Free Basic Services during 2008/09 financial year.

Table 20: below indicates free basic water service backlogs. Source: basic services publication: 2009: COGTAsERvIcE TOTAL

HOusE-HOLDs

TOTAL INDIGENT HOusE-

HOLDs REG-IsTERED

TOTAL INDIGENT HOusE-HOLDs sERvED

TOTAL INDI-GENT HOusE-HOLD sERvED IN A pERcENT-

AGE

TOTAL HOusE-HOLDs sERvED

TOTAL HOusE-HOLD sERvED As A pERcENT-

AGE

Free basic water

66 611 39 000 41 610 105.5% 41 610 105.5%

Water critical challenges

• Aging infrastructure

• Drought

• Lack of financial resources

• Topography of the area

• Informal and scattered settlements

• GTM Municipality not water authority

37


3.4.2 Sanitation

The Water Services Provider status which has been delegated to GTM in towns of Burgersfort, Steelpoort and

Ohrigstad also includes the provisioning of sanitation services to the identified areas. Only 8.5 % of households

have access to waterborne sewerage systems and they are concentrated in and around Burgersfort, Steelpoort and

Ohrigstad. The three towns within Tubatse Municipality are served with potable and waterborne sewer system. In

rural areas, it is estimated that 25% of all villages are served to RDP level of service. Generally, sanitation facilities

in some villages are in poor state (GSDM Cross Border Feasibility Study, 2003). Most industrial consumers are in the

existing urban centres (e.g. Burgersfort) and discharge their effluent into the municipal sewers for treatment at the

Waste Water Treatment Works.

Table 20: indicates the list of the current status of Wastewater Treatment Works is indicated below:LOcATION TYpE pREsENT cApAcITY REQuIREMENT

Burgersfort Conventional 1.5Ml/day Increase capacity

Praktiseer Ponds 0.4Ml/day Increase capacity

Penge Conventional Under construction

Ga-mapodile Ponds Needs proper fencing and increase capacity

Ohrigstad Septic tanks Construction of new sewerage system

Steelpoort Conventional 0.5ml/day Increase capacity

The Steelpoort sewerage plant is refurbished to cater for the development taking place in the area and to eliminate

overcapacity to the facility. There is a clear overloading of the plant due to chemical toilet and septic tank discharged

at treatment works. However there is a planned sewerage works downstream for Steelpoort and Winterveldt.

Almost 5.5 % of the households use VIP (Ventilated Improved Toilets) toilets with no bucket system in use. In terms

of the National Sanitation Policy, there is a variety of forms or equivalent of VIP as long as it meets certain criteria, in

terms of cost, structures, health benefits and environmental impact. Bucket latrines are the most obvious that do not

meet RDP requirements and are not in existence in GTM.

Table21: below indicates sanitation services by households: Source: basic services publication: 2009: COGTAsERvIcE TOTAL

HOusE-HOLDs

HOusEHOLDs AccEss TO sANITATION

HOusEHOLDs AccEss TO sANITATION

IN A pERcENT-AGE

HOusEHOLDs BE-LOW BAsIc LEvEL/

BAckLOGs

pERcENTAGE BAck-LOGs

Sanitation 66 611 10 193 19.3% 53 736 80.7%

The envisaged increase urbanisation within the GTM will invariably require substantial investment in bulk sanitation

infrastructure.

38

Table 22: below indicates household by type of toilet facility in GTM. TOILET TYpE cs 2007 2008-09

Flush toilets (connected to sewerage system) 4796 5221

Flush toilets with septic tanks 865 1112

Dry toilet facility 2931 2931

Chemical toilets 4330 4567

Pit latrine with ventilation (VIP) 46961 47411

None 6728 6278

Sanitation challenges

• Water treatment plants over capacity

• Aging infrastructure

• Informal settlements

• GTM not water and sanitation authority

• Limited resources

3.4.3 Electricity

GTM is not the electricity Authority nor Provider and this is the sole competency of ESKOM. The municipality is only

responsible for the coordination of the service by making sure that communities are consulted and by compiling a

priority list. The only provider of electricity in the region is ESKOM; which has installed basic infrastructure to provide

electricity to the communities. For most part, the rural population has no electricity. Lack of access to electricity to

some villages poses a problem to the GTM as it impacts negatively on local economic development and community

projects.

It is important that ESKOM and DME speed up the process of electrification by making sure that all communities

have access to electricity by 2014 as set in the millennium targets. According to the report presented by ESCOM,

in August 2009, indication was made that a total number of 144 villages within the jurisdiction of the Greater

Tubatse municipality is already electrified and 56 villages are still without electricity. ESCOM has connected 37 650

households and a total of 28 961 households are without electricity. DME, ESKOM and Greater Tubatse municipality

have developed electricity priority list, which will be used as a guiding tool for the electrification of villages within

the area of Tubatse.

For the 2009/10 financial year ESKOM has electrified Dresden village benefitting 600 households. The municipality

with the assistance of the Department of Cooperative Governance and Traditional Affairs has electrified Tswenyane

village (245 connections), Lepelle village (210 connections), Bokome village (218 connections), Ditentseng village

(262 connections) and Kalkfontein (358 connections). An overall amount of R11 760m has been utilised to electrify

the above stated villages.

ESKOM has developed a District Wide Energy Master Plan which will also assist in fast racking electrification of

villages within the Greater Tubatse Municipal area of jurisdiction.

39


Table 23: below indicates total number of households with electricity and backlogs: Source: basic services publications 2009: COGTA

sERvIcE TOTAL HOusE-HOLDs

HOusEHOLDs WITH AccEss

HOusEHOLD AccEss IN pER-

cENTAGE

HOusEHOLDs BELOW sERvIcE/BAckLOGs

BAckLOG pERcENTAGE

Electricity 66 611 37 650 63.3% 28 961 29.7%

Table 24: below indicates villages electrified by GTM during 2006/07 to 2010/11 FYpROJEcT NAME HOusE-

HOLDs BENEFITED

BuDGET sTATus

06/07 07/08 08/09 09/10 10/11

Installation of communal lights in Ohrigstad

230 3.0m Complete

Installation of Apollo lights 32 692 1.5m Complete

Electrification of Magakala and Manoke villages

2 147 5.0m Complete

Electrification of Kalkfontein, Ditenseng, Bokome, Lepelle and Tswenyane villages

1 293 11.7m Complete

Electrification of Ga-Maepa village

200 2.0m

Electrification of Kgotlopong village

423 4.2m

Electrification of Maahlashi village

297 2.9m

Table 25: below indicates backlog electrification per Village: Source: Stats SA CS2007 vILLAGE TOTAL BAckLOGs

Shakung(MorokeCluster) 630

Motloulela(MalokelaCluster) 410

Modubeng(MalokelaCluster) 700

Ga-phala(Malokelacluster) 225

Malokela(Malokelacluster) 850

Kgopaneng(Malokelacluster) 280

Maakubu(Malokelacluster) 620

Moshira(Malokelacluster) 300

Makgalane 540

Banareng 660

Makopung 563

Mokutung 2 60

Malaeneng 439

Mapareng 480

Sekopung 360

Makofane/Pidima 240

Ga-Malepe/Ga-Moraba/Ga-Motshana 110,50,300

Ga-Mokgotho/Maretlwaneng/Mankele 370,290

Segorong/Mamogolo/lefahla 256,70,45

Kgotlopong/Taung/Matokomane/Makotaseng 2700

Madikane 312

Senyatho 530

40

vILLAGE TOTAL BAckLOGs

Radimpsa 420

Sekhwakhwaila 390

Dithamaga 38

Leboeng/Newstands 439

Phadishanong 545

Driekop-France 1500

Mandelapark 680

Kampeng 610

Magologolo 188

Maputle 393

Dibakwane 290

Barelong/Barcelona 261

Kutollo 350

Koppie

Buffelshoek

Table 26: below indicates other source of energy used per household:sOuRcE OF ENERGY cENsus 2008/09

Gas 104 67

Paraffin 2931 5679

Solar 156 77

Wood 22890 22890

Animal dug 666 666

Free Basic Electricity

The main challenges facing GTM revolves around the electricity capacity in the area as outlined by Eskom. Improved

awareness in terms of the collection of tokens by beneficiaries also needs to be improved. Currently only 22.1% of

the total households in GTM are receiving Free Basic Electricity.

Table 27: below indicates total number of households receiving free basic electricity and backlogs. Source: public service publication 2009: COGTA

sERvIcE TOTAL HOusE-HOLDs

TOTAL INDIGENT HOusE-HOLDs

TOTAL HOusE-

HOLDs Ac-cEss

HOusEHOLD sERvED

pERcENTAGE

BAckLOGs BAckLOGs pERcENTAGE

Free basic electricity

66 611 39 000 6 471 22.1% 32 529 70.8%

Challenges

• GTM not electricity authority

• Highest electricity backlogs in the district

• No electricity capacity available in the area

• No accurate indigent register for the provisioning of free basic electricity

• Limited resources

41


3.4.4 Housing

Bulk of the 66 611 units within GTM are found in rural and peri-urban settlements. For historically reasons these rural

or peri-urban settlements occurred within the former Lebowa homeland part of the municipality. Generally these rural

settlements are very small with most of them comprising of less than 1000 housing units. There are close to 180

settlements spread across the GTM area. Although the settlements are scattered they are only found in the northern

and north-western parts of the municipal area with private housing developments taking place in the southern part

of the GTM.

The biggest complex of settlements occur around the Praktiseer/ Bothashoek /GaMatodi and Riba-cross where about

40 000 people reside, which is more than 15% of the total population. Another expansive cluster of settlements is

the band along R37 (Dilokong Corridor) that includes Mecklenburg and Driekop. There are other eight clusters of

settlements that are comprised of relatively fewer housing units. These include a linear grouping of settlements

(Parallel to R555) from Mampuru in the south to Eerste-Geluk in the north.

The Mampuru - Eerste Geluk settlements mainly accommodate people working in the mines, retail and industries

around Steelpoort. The other clusters of settlements are around Alverton- Maahlashi, Kgotlopong-Kgautswana,

Matokomane-Taung, Mabotsha, Ga-Moraba, Maakubu- Motloulela, Mapareng-Tswenyane, Ga-Maepa, Ga-malekane

and Penge and its environs.

The majority of these settlements are unplanned. There are however few planned and formal housing development

within the GTM that were planned prior to 1994 i.e. Mecklenburg A and B, Penge, Driekop, Mapodile/Eerste Geluk and

Praktiseer. These settlements except Mecklenburg A and B and Driekop in the main enjoy full engineering services

like waterborne sewerage, water connected to plumbing fixtures inside the house, some or most roads are surfaced

with asphalt, regular waste disposal and electricity. These settlements together provide about 6000 residential erven.

The unplanned villages generally have poor services characterized by gravel roads, self-made pit toilets and lack

of electricity and solid waste disposal. However in most settlements water is provided through standpipes at least

along the main roads. As stated above, historically the former “white towns” of Burgersfort, Steelpoort and Ohrigstad

had limited housing stock. Before the recent housing development associated with the expansion of platinum group

minerals mining activities there were only 405 formal houses in these towns (299 on township erven and 106 on farm

portion) as late as 2001/2002. High level of engineering services was generally provided in these areas including

housing on the farm portions. In the farm portions there was reliance to on-site services, e.g. septic tanks, water

boreholes, etc.

Until very recently the formal housing stock in the entire municipal area was about formally demarcated housing

erven estimated to be about 6000, which is just 10% more of the total housing stock. A significant number of housing

in these areas is still rudimentary in terms of quality of material and construction technology. Most of these houses

are in Driekop, Mecklenburg and parts of Praktiseer, This underscores the importance of formalizing housing in peri-

urban settlements in appropriate locations so that the residents can have more secure tenure so that high level of

engineering and several services can be extended and housing could be improved.

42

Table 28: indicates the Greater Tubatse Housing Backlog source: Source: Greater Tubatse Municipal IDP Housing Chapter

WARD NO. NuMBER AND TYpE OF HOusING uNITs WARDs BAsED WAITING LIsTs

SETTLEMENT NAME

INFO

RM

AL

BA

CK

YAR

D

HO

STEL

TRA

DIT

ION

AL

FAR

M

SUB

-TO

TAL

SOC

IAL

GA

P

BO

ND

ED

SUB

TOTA

L

TOTAL

Ward 1 65 1 184 250 0 250 155

Ward2(Steelpoort) 144 4 215 363 500 500 863 201

Ward3 66 0 128 194 0 194 117

Ward4 48 1 143 192 0 192 172

Ward5 67 3 53 123 0 123 298

Ward6 49 3 346 398 0 398 198

Wad7 201 11 88 300 0 300 152

Ward8 179 4 116 299 0 299 271

Ward9 20 0 109 129 0 129 168

Ward10 75 0 52 127 0 127 232

Ward11 277 2 84 363 0 363 269

Ward12 41 1 117 159 0 159 183

Ward13(Praktiseer)

255 3 28 286 2500 2500 2786 115

Ward 14 203 4 90 297 0 297 152

Ward15 33 0 119 152 0 152 259

Ward16 23 2 311 356 0 336 237

Ward17 18 0 61 79 0 79 413

Ward18(Burgersfort)

51 4 400 455 3500 3500 3955 290

Ward19 8 3 108 119 0 119 191

Ward20 49 1 154 204 0 204 266

Ward21 48 0 31 79 0 79 175

Ward22 21 2 257 280 0 280 163

Ward23 59 2 151 212 0 212 187

Ward 24 25 0 353 378 0 378 156

Ward 25 312 3 80 395 2000 2000 2395 339

Ward 26 53 0 238 291 0 291 160

Ward 27 150 4 180 334 0 334 150

Ward 28 5 3 375 384 0 384 177

Wad 29 23 9 203 235 0 235 152

2568 70 0 4775 0 7413 5000 0 3500 8500 15913 5989

43


Table 29: below indicates household by type of main dwelling in GTM (source stats SA.CS 2007)HOusING TYpE cENsus 2001 cENsus 2007

House or brick on a separate stand or yard 36222 48497

Traditional dwelling/huts/structures made of traditional material 9568 7593

Flat in block of flats 364 66

Town/cluster/semi detached house(simple, duplex, triplex) 208 66

House/flat room in backyard 520 1132

Informal dwelling/shark in backyard 1404 1998

Not in back yard e.g. in an informal/squatter camp settlement 3276 5528

Room/flat not back yard but on a shared property 312 733

Caravan or tent 156 66

Private ship/boat 00 00

Workers’ hostel(bed/room) 00 733

Other 00 198

Table 30: Housing needs for the period 2008-2012 TYpE 2007 2008 2009 2010 2011 2012

TRADITIONAL 5440 5518 5590 5659 5726 5790

INFORMAL 3677 3729 3778 3825 3870 3913

BACKYARD 1574 1597 1617 1637 1657 1675

TOTAL 10691 10844 10985 11121 11253 11378

% growth per annual 1.4 1.3 1.2 1.2 1.1 1.3

In terms of the report prepared by EastCon for Steelpoort Valley Producers Forum about 8500 additional housing

is required to accommodate new mining workers and their families in the short term. These housing units will be

distributed as follows: Burgersfort (3500) Praktiseer (2500 residential erven), Driekop (2000 residential erven) and

Steelpoort (500 residential erven). In 2003, specific sites were identified to locate the required housing units.

The proposed housing development at Driekop (part of Dilokong Corridor) is located on the eastern side of Modikwa

Mine but on the western side of R37 on the farm Hendricksplaats 281 KT. At Burgersfort, housing is proposed in

five different locations on portions of farms Leeuwvallei 297 KT, Appiesdoorndraai 297 KT, Witgatboom 316 KT and

Mooifontein 313 KT. These farms are vacant properties from eastern, to northern and western parts of the existing

town.

At Praktiseer the proposed development is located to the east and south of the existing township of Praktiseer 275

KT and Appiesdoorndraai respectively. At Steelpoort a medium income housing i.e. Steelpoort Extension 1 and 4 was

recently completed on the portion of Goudmyn 337kT on the western side of R555. Between 2002 – 2008 residential

township of Burgersfort Extensions 10, 15, 16, 26, 30 and 34 in Burgersfort town yielding just more than 2500 erven

were approved. This is a testimony to rapid demand for housing.

44

Housing challenges

• Staffing shortages with only one person (building inspector) working on housing in the municipality.

• Lacking of experience/expertise regarding technical aspects around housing in the municipal area.

• Poor communication and information dissemination between Limpopo Provincial Government and the local

authority regarding housing matters.

• Lacking of consumer education for housing beneficiaries.

• The bulk water, sanitation and electricity network in and around the various Development Nodes will have to

be extensively upgraded to cater for projected future growth.

• No land within the municipal area belongs to the municipality, while some of the land portions belonging to the

other spheres of government are subject to land claims.

3.4.5 Waste and Refuse Removal

Waste management services are rendered in a few areas of GTM by the municipality or independent contractors in

private properties. Dumping and burning of waste is the more common way of disposing waste.

Most villages in Tubatse do not have access to this service. The rate of improvement in refuse removal has also

been very slow. Starting off a low base of only 4 729 in 2007/08 of the households having their refuse removed by

municipality weekly, the situation only improved to 4707 of the households receiving the service by 2009.

Table 31: indicates Basic services publications 2009 COGTAsERvIcE TOTAL

HOusE-HOLDs

HOusEHOLD AccEss TO

sERvIcE

pERcENTAGE HOusEHOLDs

AccEss TO sERvIcE

BAckLOGs TO sERvIcE

pERcENTAGE BAckLOGs TO

sERvIcE

Refuse removal 66 611 4 707 7.1% 61 904 92.9%

Table 32: below shows other means of refuse removal by type per household:REFusE BY TYpE cENsus 2001 cENsus 2007 2009

At least once a week 3484 4729 8557

Less often 312 733 733

Communal refuse dump 260 932 932

Own refuse dumps 33852 50454 50454

No refuse disposal 14092 8926 8926

Other 00 67 67

Table 32: indicates the areas or villages receiving refuse removal services in GTM: source GTM Accounts 2009AREA NO: OF HOusEHOLD REcEIvING sERvIcE

Ohrigstad 190

Praktiseer 2332

Steelpoort 230

Burgersfort 1264

Ga-mapodile 691

Solid waste disposal and industrial waste disposal infrastructure is needed as there has been an emergence of many

industries thus the high demand. There is a little of these waste disposal facilities in place within GTM, some are not

regulated to ensure environmental soundness, health and hygiene.

45


The municipality renders waste collection and cleaning service. Waste is collected and deposited in landfill sites. Bins

and containers are provided in public areas for collection of waste. Waste collection is done on Monday to Friday. In

Burgersfort business and household waste is collected daily except on Sundays. However, waste is not collected in

time and it was reported that the personnel is not enough for the rendering of efficient service. In year 2005 it was

estimated that 50 000 tons of waste was generated throughout GTM but only 5% was collected.

The projected population in 2025 is 415 000 which will generate 75 000 tons of waste. This would require significantly

improved operations on parts of the local authority to extend its service to all households and substantially improve

landfill capacity. The Municipality has initiated a Public Private Partnership on Waste Management Project which will

assist in alleviating the waste removal backlogs as experienced in the area. The National Treasury has supported

the initiative and has funded the project with an amount of R5 million during the 2008/09 financial year. Section 78

processes are already done and the municipality is looking forward to commence with the second phase which is the

procurement stage.

CHALLENGES

• Permit of the existing landfill site has expired; Department of Environmental Affairs and Tourism was approached

for the extension of the license.

• Companies and communities utilizing municipal landfill site not paying the service and this affects revenue

negatively.

• BY-laws not yet gazetted to regulate illegal dumping.

3.4.6 Roads and Storm water

The road network of Greater Tubatse is approximately 1 318 km in extent. 39 % of this is a surfaced road and the

61% is comprised of un-surfaced roads. This means the majority of the nodes depend on un-surfaced roads for access

to socio-economic opportunities (GTM Local Economic Development -Phase 2, 2007). These un-surfaced roads are

particularly found in scattered villages. Most of these roads are poorly maintained and thus transport routes are

limited by deteriorating roads.

In its quest to upgrade the standard of roads in the area, the municipality has created a public works unit which

was officially launched on the 10 September 2008. These roads are mainly used by buses and taxis to transport

passengers in the area. Both surfaced and un-surfaced roads deteriorate during rainy seasons and lack of storm water

drainage and bridges worsen the problem.

Table 34: below indicates road ownership in terms of kilometres: NAME pAvED GRAvEL EARTH TRAcks

SANRAL 173km

RAL 127km 103km

DISTRICT roads 15km 381km

GTM roads 76km 194km 249km

46

Table 35: below indicates roads and storm-water projects implemented during the 2006/07 to 2010/11 financial years:

pROJEcT NAME HOusEHOLDs BENEFITED

BuDGET sTATus

06/07 07/08 08/09 09/10 10/11

Upgrading of Mapodile road 727 2.5m Complete

Upgrading of Ohrigstad roads 230 3.5m Complete

Upgrading of Praktiseer roads 4 800 4.8m Complete

Upgrading of Burgersfort roads 2 000 6.2m Complete

Upgrading of Ngwaabe roads 3 980 3.8m Complete


Upgrading of Burgersfort roads 32 682 8.8m Complete

Upgrading of Ngwaabe roads 3 980 4.5m Complete

Upgrading of Burgersfort public transport interchange facility

32 692 14m Complete

Upgrading of Praktiseer roads 4 800 3.7m 5.5m Complete

Upgrading of Praktiseer roads 4 800 Complete

Upgrading of Burgersfort roads 32 692 complete

Ga-malekane bridge 9 161 5.4m 7.7m

Riba cross to Ga-Riba road 3 817 3.5m Complete

Regravelling of Ga-moraba road(ward 26)

300 2.6m Complete

Regravelling of Kgautswane road 1 163 2.8m Complete


Upgrading of Ohrigstad roads 230 4.9m Complete

Construction of Tukakgomo bridge

553 1.5m Complete

Construction of manyaka bridge 677 1.5m Complete

Construction of Mareseleng bridge

2 268 4.5m Complete

Upgrading of Burgersfort roads 32 692 4.8m On-going

Development of bridges for Mandela, Molongwane and Taung villages

3 366 1.2m Complete

Upgrading of Praktiseer roads 4 800 3.2m On-going

Upgrading of Ngwaabe roads 4 852 2.5m On-going

Construction of Tidintitsane bridge

396 1.7m Complete

Upgrading of Bothashoek roads 2 495 4.4m Complete

Construction of Lekgwareng bridge

310 1.9m Complete

Construction of Makofane bridge 816 1.9m Complete

Upgrading of Ga-phala to Modubeng bridge

1 325 4.4m Complete

Construction of Leboeng access road

2 611 4.3 On-going

47


Table35: below indicates backlogs on Municipal roads: Source GTM roads and storm water infrastructure asset management plan 2008

WARD NO: EsTIMATED kM AssuMED TOTAL HOusEHOLDs

EsTIMATED HOusE-HOLDs AFFEcTED

1 20 2 356 471

2 80 100 80

3 50 1 664 832

4 10 1 664 166

5 30 1 664 499

6 20 1 664 333

7 50 1 664 832

8 20 1664 333

9 10 1 664 166

10 20 1664 333

11 80 1 664 1 331

12 60 1 664 998

13 10 1 384 138

14 20 2 412 482

15 30 2 594 778

16 50 1 664 832

17 50 1 664 832

18 20 50 10

19 50 1 664 832

20 40 1 664 666

21 30 1 664 499

22 10 2 100 210

23 30 1 664 499

24 30 1 664 499

25 10 2 1OO 210

26 60 1 664 998

27 30 1 664 499

28 10 1 664 166

29 70 2 733 1 913

There is however a fair road networks system that links most areas in Tubatse with major provincial road such as

R555, R36 and R37. R37 (which has recently become a national road) connects GTM to other municipal areas and it

forms part of the Dilokong Corridor. The poor conditions of roads make public transport critical to the movement of

goods and service. But this is undermined by the fact that the settlements are dispersed and have low population

densities leaving public transport less frequent.

The busiest roads are Road R37 and R555. These serve also as the main collector routes from the major urban

nodes such as Burgersfort, Driekop, Mecklenburg, Steelpoort and Bothashoek and the respective villages. These

urban nodes are main areas where passengers are concentrated hence are perceived as the major generators of

traffic. The mining activities along Road R37 and the villages located along this road generate high volumes of public

transport on this route. It was therefore recommended in the Local Economic Development report that the widening

and rehabilitation of R37 should be prioritized.

48

The conditions of the roads result in traffic congestion, accidents, high repair and maintenance cost...etc which

combine to reduce productivity. Lack of maintenance and upgrade of roads increase the economic inefficiencies of

the road transport services. There is a need to encourage haulage of goods, to and from the mines to rail system,

particularly those in bulk.

3.4.7 Transport

The Greater Tubatse municipality has developed an integrated transport plan which indicates that the municipality

has two modes of transport found in the area, viz, railway and road transport. The road transport is the common public

transport to provide service to the community in remote areas, i.e. buses (Greater North Transport) and mini-taxis. It

also serves as the mode to transport raw materials to and from the mines including agricultural products.

The route utilisation survey recorded 405 taxi vehicles and 18 Great North Transport buses and a number of other

private bus transport companies like, Sekhukhune express, Mahlangu bus services and Thembalethu bus services are

providing service in this municipal area.

Unregulated and influx of Mini taxis operating as metered taxis within the Burgersfort and Steelpoort areas are

posing a threat to road users as majority of them are not road-worthy. The survey also showed a high volume of

weekend operations to transport shoppers from rural hinterlands to Burgersfort. The taxi route survey showed that

there were 71 taxi and bus routes in Greater Tubatse Municipality but in this survey the outward bound and inward

bound route were individually identified.

These routes virtually penetrate all the villages around the urban centres of Burgersfort, Steelpoort and Ohrigstad.

The spatial structure of GTM particularly the radial nature of public transport into and from Burgersfort town sees

this town function as a focal point but there is no real inter-modal system to speak of. The buses and the taxis do not

feed each other but generally compete along the same routes. The buses however tend to pick the denser routes,

Burgersfort function as transport interchange where passengers can change routes within the GTM area or beyond.

In terms of destination Burgersfort functions as fulcrum of the local taxi movement with the rest going to either

Ohrigstad or Steelpoort. There are long distance taxis operating from three urban nodes going to areas beyond

municipal boundaries such as Polokwane, Witbank, Jane Furse, Middleburg, Tembisa and Johannesburg. Railway

transport of general freight is only rendered in Ohrigstad, Burgersfort and Steelpoort. There is no passenger train

service, particular referring to daily commuter service, operating in the area. The Greater Tubatse municipality

in partnership with the department of Transport is busy with the construction of multimodal transport facility in

Burgersfort town and a taxi rank around Driekop area. Few transport facilities are available in the area and their state

is as follows:

The availability of stable public transport and different modes of transport (taxis and buses) is a strength that is

acknowledged in GTM area. However lack of infrastructure has become a challenge. There is lack of public transport

facilities and as such the overwhelming majority of the taxi facilities are informal. The National department of

transport, Provincial department of transport together with the municipality are busy with the development of plans

49


for the integrated modal transport facility in the Burgersfort town which will also add value to the transport service

after its completion. There are only seven identified formal public transport facilities:

• One in Praktiseer

• Four in Burgersfort

• One in Steelpoort

• One in Ohrigstad

The state of taxi ranks is as follows:

• - 28.6 % of taxi facilities are on street facilities

• - 85.7% of taxi facilities are informal facilities;

• - 8.6 % of taxi facilities have lighting;

• - 17.6 % of taxi facilities are paved;

• - 2.9 % of taxi facilities have public phones;

• - 14.3% of taxi facilities have offices

• - 11.4 % of taxi facilities have shelters; and

• - 14.3 % of taxi facilities have ablution facilities

Challenges facing Transport

• Insufficient taxi rank infrastructure

• Most of the Mini or metered taxis not road worthy

• Traffic congestion

• No transport facilities in some parts of the municipality especially in rural areas.

• Mushrooming of pick up points within town by mini taxis

• Mini taxi operating beyond their boundaries

• Delay by the department of road and transport to issue permits for taxis.

3.4.8 Cemeteries

There are 4 (four) well developed or formal cemeteries in the Greater Tubatse municipality’s area of jurisdiction. The

four cemeteries were developed by the municipality during the last three financial years. Praktiseer cemetery site is

the largest in the area followed by Penge, Ga-Mapodile and Ohrigstad cemeteries.

Community members in rural areas are using community grave yards which are not well fenced, have no ablution

facilities and no water to drink during funeral processes. Several requests were received from the communities

during the IDP consultative meetings for the development of better cemeteries. The municipality has identified 1 (one)

cemetery from each ward for fencing and construction of ablution facilities using the EPWP Allocation received during

2010/11 financial year. This process will be facilitated until majority of graveyards in rural areas are well developed

50

Table 36: below indicates cemeteries projects implemented during 06/07 financial year to 10/11 FY

pROJEcT NAME HOusEHOLDs BENEFITED

BuDGET sTATus

06/07 07/08 08/09 09/10 10/11

Upgrading of Mapodile cemetery 727 Complete

Upgrading of Ohrigstad cemetery 300 Complete

Upgrading of Praktiseer cemetery 4 800 Complete

Upgrading of Penge cemetery 300 Complete

Challenges

• There are still villages where people use their backyards or kraals as graveyards

• Lack of land for the development of Burgersfort Cemetery

• The cemeteries which were developed at Praktiseer, Ohrigstad and Mapodile are falling apart because of poor

workmanship during construction.

3.5 Local Economic Development

3.5.1 Economic Profile of GTM

The Greater Tubatse Municipality has adopted an LED strategy in 2007 which makes emphasis that the area has a

high level of poverty and unemployment of which indication of the following programmes and thrusts are made to

improve the status of the economy:

Table 37: indicates programmes and thrusts pROGRAMME THRusTs

Sector development Mining cluster developmentHorticulture developmentMeat cluster developmentTourism cluster developmentNodal developmentInformal sector development

2. Economic infrastructure support 2.1 Road and transport 2.2 Water 2.3 Electricity 2.4 Telecommunication 2.5 Infrastructure investment plan 2.6 Enterprise development

3.Social development 3.1Educationandskillsdevelopment3.2Housing3.3Health

4.Institutional/Governance reform 4.1Regulatoryframework4.2Waste&Environmentalmanagement4.3financialmanagement4.4LEDdirectoratecapacitybuilding

The northern area of the GTM is economically the most marginal region of the Limpopo province, and had no

economic base. The area is solely dependent on government handouts and migrant labour income for survival. With

the development of mines in GTM, the area is currently benefitting economically from the mines in many ways,

however the economic melt-down experienced during 2008 and 2009 has left most of the mining industries with no

option but to seize operations and some mines had to retrench their employees.

51


This has left the municipality and its communities in drastic economic difficulties due to the fact that some of the

residents are un-able to pay for the services rendered by either the municipality or the private sector. The Limpopo

Employment Growth and Development Plan for 2009 suggests programmes that will improve the economic status of

the Province like: integrated poverty reduction programme, Building Material manufacturing Programme, SMME’s and

Co-operatives and the integration of the National Youth Agency Programmes into the provincial programmes.

The following sections will give a broad overview of the four sectors contributing to the economy in the GTM:

• Agriculture

• Mining

• Manufacturing

• Trade

• Tourism

Table 38: below indicates Highest Education level or Skills level: Source GTM Household Survey 2007.

NO

sc

HO

OLI

NG

GR

AD

E 0

-GR

AD

E

2 GR

AD

E 3

–7

GR

AD

E 8

- 1

2

GR

AD

E 1

2 p

Lus

O

TH

ER

DIp

LOM

A

BA

cH

ELO

R

DE

GR

EE

HO

NO

uR

s

MA

sT

ER

s

pH

.D

40 956 33 824 64 892 99 580 6 296 3 386 968 174 64 36

Table 39: below indicates employment by gender : Source: Stats SA survey 2007 MALE FEMALE GRAND TOTAL

Employed 26842 18479 45321

Unemployed 20868 30683 51551

Not economically active 36785 53911 90696

Unspecified 2954 2356 5310

Institutions 441 244 685

Grand Total 87890 105673 193563

Table 40: below indicates jobs created through LED initiativesBENEFIcIARIEs YEARs vARIENcEs

2009 2010

Youth 212 578 366

Women 324 702 378

Disabled 01 10 9

Total 537 1290 753

52

Table 41: indicates income level by gender and race: Source Stats SA survey 2007

INcOME LEvEL MALE FEMALE GRAND TOTAL

Black Coloured Indian or Asian

White Black Coloured Indian or Asian

White

No income 52831 38 - 59 77264 76 35 164 130467

R1 - R400 2067 - - - 4460 - - 14 6541

R401 - R800 3004 38 - - 4980 - - 4 8026

R801 - R1 600 7812 76 - - 8333 - - 27 16248

R1 601 - R3 200 7019 - 24 4 2920 58 12 4 10041

R3 201 - R6 400 6629 - - 4 1826 - - 90 8549

R6 401 - R12 800 2775 - - 81 677 - - 123 3656

R12 801 - R25 600 524 38 12 152 196 - - 42 964

R25 601 - R51 200 62 - 12 109 64 - - 33 280

R51 201 - R102 400 30 - - - - - - - 30

R102 401 - R204 800 74 - - - - - - - 74

R204 801 or more - - - - - - - - 0

Response not given 3909 - 12 56 3957 - - 67 8001

Institutions 420 - - 21 232 - - 12 685

GRAND TOTAL 87156 190 60 486 104909 134 47 580 193562

Tourism

Tourism in GTM is underdeveloped as most tourist attraction places are found beyond the boundaries of GTM,

particularly the world’s famous Blyde River Canyon and a couple of game farms e.g. Kruger National Park, Malamala

Game Reserve, etc east of the municipal area. However the municipal area has a potential to develop tourism industry

by way of adopting two different strategies with regard to tourisms cluster development as indicated in the GTM

LED strategy. The first is to promote a small number of high-impact projects as identified in the GSDM Tourism Development strategy and the second is to promote small, local community tourism projects that can be financially sustainable. The area is very rich in tourist attractions particularly cultural diversity, historic places and the natural beauty of the land associated with dramatic topography. The eastern part of the municipal area (around length of R36) is a better place to lead the exploitation of tourism potential, as it is the part of the well-marketed Panaroma Route.

The Panaroma route “leads through the rugged mountain range of the northern Drakensburg, passes through the north-eastern part of Great Escarpment, the inland Plateau declines abruptly and steeply and opens up a fantastic views of plains of the low-veld on thousands metres below” (www.africa-explore.co.za/ct-panaroma_route html. The four tourist attractions in the northern reaches of the route, namely, The Strydom Tunnel, Abel Erasmus Pan, Museum of Man and Echo Caves are within the GTM area.

Ohrigstad as a stop-over centre for tourist travelling to various destinations along Panaroma Route will have to provide more restaurants, rest rooms, entertainment facilities, and overnight accommodation facilities such as hotels, guest houses.

The good views that include the dramatic vantage points, river systems, natural landscape, and the green valleys of

the eastern part of Greater Tubatse will serve as attractions for tourist and transient residents with a wide range of

places of interests such as game farms, farmstays, etc.

53


There are number of tourism potential areas within the former Lebowa territory that has not been explored viz

Mahubehube Caves in Bothashoek, Mankele and Ga-Mokgotho water-falls and dramatic topographical relief around

Penge, discontinued mining settlement of Penge and Taung , old coach wagon in Leboeng, King Sekhukhune statue at

Tjate and miraculous trees (with healing powers) at Phiring. These tourist attractions related to the generally ignored

cultural history and areas of African people. Lack of convenient access, support infrastructure including marketing and

on-site infrastructure and facilities are impacting negatively on tourism exploitation within the area.

Tjate heritage site as identified above as one of the potential tourism projects in Tubatse has been budgeted for by

Sekhukhune District municipality. The Limpopo Employment growth and Development plan has identified Tjate as one

of the fag-ship projects to be implemented during the financial year under review. Work is been done and the project

is currently at phase 5 of the proposed scope of work.

The existence of the world re-known Panorama route nearby provides an opportunity to divert some of the tourist

already in the area to these forgotten attractions. Opening up another tourism route linking these attractions is the

key first step to promote rural natural and cultural attraction spots.

Ohrigstad is ideally located to be used as the base or stop over from which to explore the Blyde River Canyon,

Bourkei’s Luck Potholes, God’s Window, Three Rondavels and game reserves. Unfortunately there are very few

overnight accommodations in this town and environs.

There are a number of identified accommodation establishments, i.e., country game lodges, in Ohrigstad and

Burgersfort namely, Iketla Lodge, Hannah Game Lodge, khumula lodge, water-gat lodge, Lapeng lodge, Gethlane

lodge, kusile quest house, snowy owl guest lodge, khaya ndlovu guest lodge, Hosanna guest lodge, Didingwe river

lodge, Rooi ivoor lodge, Burgersfort town lodge, Ruud’s country lodge, Lalalanga chalets, Mantsibi guest lodge,

Helmon’ palace, van zyl’s chalets, Bonamanzi lodge, Senare Lodge and George Steelpoort Lodge.

3.5.1.1 Agriculture and forestry

Farming is an important economic resource as a wide range of products are cultivated owing to good soil

conditions, the sub-tropical climate and reasonable access to water. The following type of products is

produced: fruit, vegetables, grain, cotton, citrus, maize, tobacco and meat. The main resources that en-

courage agricultural production are the Olifants, Steelpoort and Spekboom Rivers, which provide water

to the region. These sources of natural water are essential for present and long term irrigation of crops.

Potential land for agricultural purpose is found on the river banks of three above mentioned rivers,

however some of the land is not used optimally e.g. the land at Penge on the river bank of Olifants river

and others.

No other region in the GTM reveals a higher potential for desertion, resultant from overgrazing over a

prolonged period by a highly impoverished rural population that struggles to plan and control their area.

Their lack of skills prevents them from managing their resource for long-term production. This type of

farming makes the region vulnerable to periodic droughts that affect both the regional resources and the

potential to generate work opportunities for the unemployed.

54

3.5.1.2 Mining

The intrusion of the Volcanic Bushveld Igneous Complex into the sedimentary rock of the Transvaal sys-

tem resulted in great metamorphism, which caused the introduction of many minerals including chrome,

vanadium, platinum, asbestos and magnetite in the area.

• Chrome is mined extensively at Dwars-river, Dooringbosch, Tweefontein and Lannex mine and the

product is exported by rail and sea to overseas destinations.

• The following chrome mines are still under prospection; Lwala mine and Mooihoek mine.

• Vanadium is mined and smelted at only one mine and this product caters for most of the demand

in the country.

• Platinum is found in the well-known Merensky Ridge and this resource accounts for more than

50% of all platinum resources on earth and is mined at Helena (XSTRATA), Thorncliff (XSTRATA),

Mototolo (XSTRATA), Marula mine, Twickenham mine, Modikwa mine, Two- rivers mine and De

Brochen mine.

• The following platinum mines are still under prospection, Phokathaba mine, Spitzkop mine, Groot-

boom mine, Nkwe platinum mine and Tjate mine.

• Two Andalusite mines exist in the areas of Segororng and Modubeng, which are Rhino minerals

and Annesley havecroft mines.

• Granite is mined at Elephant’s river mine near Tjate village.

• Clay is mined at one mine and most of the product is used for manufacturing of cat litter.

• Asbestos was mined at Penge and Taung, but because asbestos products have been banned

worldwide, the mines were closed down and are currently the areas are being rehabilitated.

• Slate is mined at Saringa mine near Kgautswane village and is used to manufacture roof and floor

tiles.

• Silica is mined for the production of sand and stone aggregate, and serves as a flux in the chrome

smelting process.

• Magnetite is an iron-ore mined at Goede Hoop and transported to Witbank for the production of

steel in the Highveld Steel Plant.

• Magnisite was mined extensively in the Burgersfort area, but as it does not meet the required

standard anymore, mining operations were ceased.

• There are currently three chrome smelters operating in the area, Lion Ferrochrome (XSTRATA), ASA

Metals at Ga-Maroga village and Tubatse Ferrochrome in Steelpoort.

Although there are several mines in the area, the existing resources remain unexploited. Investment in

this sector is important as it brings with it investment in infrastructure, results in creation of job opportu-

nities and generates many other economic spin-offs. The lack of economic growth in the region warrants

special attention and support to optimise the available opportunities. However, cognisance should be

taken of the outflow of money from the mines in Greater Tubatse to other regions.

55


General Challenges facing economic development

• Brain drain

• High level of illiteracy

• Lack of infrastructure for agriculture and tourism development

• Migration and immigration

• High level of HIV/AIDS

3.5.2 Comparative and Competitive advantages of the local economy

Greater Tubatse Municipality has significant mining and manufacturing (ferrochrome smelters) sectors, but unemploy-

ment is still significantly above the provincial average. Information from different sources suggests that the new min-

ing developments that have already been around could reduce unemployment from 73% (expanded unemployment

rate definition) in 2001 to 44% in 2010.

Further reduction in the unemployment rate will depend on effective intervention by public sector institutions to fa-

cilitate economic sector diversification through competitive cluster value-chain development. This implies upstream

development in the manufacturing and trade sector to provide essential items in the mining supply chain by local

Entrepreneurs. It also implies side-stream development in the form of construction and Urban renewal. This approach

is consistent with the Limpopo Employment Growth and Development Plan.

Constraints to cluster development include:

• Lack of infrastructure, with reference to water reticulation, poor road conditions, electricity and sanitation

• Land ownership limitations in former homeland areas and inappropriate land use management

• Shortage of skills , particularly in the local labour force and among unemployed people

• Institutional capacity limitations in Local Government, with specific reference to economic development man-

agement capacity

Clusters affect competition in three broad ways that both reflect and amplify the parts of the platinum belt, namely:

• Increasing the current productivity of constituent firms or industries

• Increasing the capacity of cluster participants for innovation and productivity growth

• Stimulating new business formation that supports innovation and expands cluster

Most cluster advantages rest on the external economies or spill-over across firms, industries and institutions of

various sorts. Thus a cluster is system of interconnected firms and industries whose role is bigger than the sum of

its parts. These three broad influences of clusters on competition depend on personal relationship, face-to-face com-

munication and networks of individuals and institutions that interact. Within GTM local economic development our

cluster building blocks are the following:

• Mining cluster development

• Tourism cluster development

• Horticulture cluster development

56

• Nodal development

• Informal sector development

• Economic infrastructure development

Following projects are been implemented by the municipality and are driven by the LED strategy, some are still on

planning stages

• Mining input supply park

• Fresh produce market

• Institutionalization of informal trading

• Formalisation of both Mashifane park and Burgersfort EXT 10

• Praktiseer commercial development EXT 11 (support NDPG)

• Tourism strategy development

• Multimodal transport facility

3.6 Socio Economic Analysis

3.6.1 Education

The quality of education for the African population has long been poor and insufficient in terms of standard require-

ments. The Limpopo province’s education achievements lag behind those of other provinces. For example, the literacy

rate of the Limpopo province was 73.6% in 1991, while average literacy in South Africa was 82.2%. Population

Development Program (PDP) indicators suggest that, in 1991 nearly one in every ten children of a school going age

did not attend school.

According to the Education Atlas of the Education Foundation, which gives detailed data for 1991, the overall pupil/

classroom ratio for African pupils was 56:1 in the southern region of GTM. In addition to the inadequate education

facilities, costs are generally also high, as families spend on average R710 .00 per child per year on tuition, uniforms

and books, which is extremely high given the overall subsistence existence that it lead in this region.

There are 247 schools (primary and secondary) situated in GTM. Steelpoort, Ohrigstad and Burgersfort have one pri-

mary school each with Burgersfort having additional private primary schools. The Department of education Limpopo

has developed two state of the art schools namely Nthame Primary School at Riba – Cross and Batubatse Primary

School at Praktiseer. Generally in rural or semi-rural areas such as this, the predominance of primary schools is not

unusual as many pupils leave school at the earliest possible time to find employment to assist and support the family.

The privileged scholars, who can afford to further their education, either attend the secondary schools in the area or

secondary schools located in larger towns outside the area.

57


Table 42: Below indicates education level by gender: Source Stats SA survey 2007 MALE FEMALE GRAND TOTAL

Some Primary Education 44213 50700 94913

Completed Primary Education 9615 10337 19952

Some Secondary Education 49353 57027 106380

Completed Secondary Education 8766 8226 16992

Certificate with/without Std 10/Gr 12 3277 2968 6245

Diploma with/without Std 10/Gr 12 2203 2281 4484

Degree & Higher 1314 717 2031

No schooling 14399 27899 42298

Unspecified 2151 2385 4536

Institutions 503 270 773

Grand Total 135794 162810 298604

The expansion of the mining activities in the GTM area presents an opportunity to address unemployment in the area.

However, the low skills levels pose a threat in this regard. Education should be geared towards meeting the skills

needs of the growing economy as a result of the mining activities. The FET (Further Education and Training) facility at

Dr CN Phatudi College is assisting majority of the Young people in acquiring different skills in the area. There are no

tertiary education facilities like Technikons and Universities in the areas of GTM. Plans are underway to develop a

Technical school by the Mining houses in consultation with the Municipality and the Limpopo Provincial Department

of education.

Challenges

• Shortage of classrooms in some schools within the municipality

• Shortage of high schools

• Children still crossing the busy R37 road and got involved in accidents

3.6.2 Health and Social Development

Welfare facilities in the GTM fall under the jurisdiction of the Department of Health and Social Development of the

Limpopo Province. Although there are still challenges in terms of distribution of welfare services, the population

within the GTM has fair access to social welfare services. SASSA indicates that a big portion of the State resources

are spent in the form of child grant in the Area of Greater Tubatse Municipality especially in areas that are predomi-

nantly rural. Many of the beneficiaries are either fostered, old aged, need support one way or the other hence they

receive different forms of grant, issues contributing to high dependency rate on grants range from amongst others,

orphans resulting from HIV/AIDS related death, child-headed households

58

Table 43: below shows statistics on grant beneficiaries in GTM (SASA Annual Performance 2009/10)

MONTH

cs

G

cs

G E

xT

W/v

DG

Op

G

AG

E

cD

G

FcG

Q7

FcG

Q7

DG

Q7

cs

G

sD

R

GIA

DEC 09 1320 - - 313 95 - 17 213 - 01 08 - 02

NOV09 545 - - 160 96 - 46 105 - - - - 01

OCT09 833 01 - 332 122 - 13 129 - - - - 03

SEP09 837 12 - 109 82 - 08 137 - - - - 05

AUG09 415 08 - 136 71 - 02 11 - - - - 01

JUL09 347 - - 140 64 - 06 30 - - - - -

JUN 10 2972 - - 248 357 - 18 153 - - - - 07

MAY10 1361 - - 135 155 - 06 59 - - - 250 02

APR10 270 - - 13 10 - 03 07 - - - - -

MAR10 615 86 - 157 189 12 07 608 01 - 07 100 01

FEB10 248 132 - 51 68 14 15 41 - - 06 - 02

JAN10 246 81 - 36 23 19 02 72 - - 02 2200 -

TOTAL 10045 320 - 1830 1332 45 149 1565 01 01 26 2550 24

Food insecurity occurs when people are under-nourished, a state that usually arises when their food intake falls

below their minimum calorie (energy) requirements. Under-nourishment can be the result of several factors, including

the physical unavailability of food e.g. during drought or an inability to purchase food because of financial constraints.

Food insecurity is therefore an extreme revealing indicator of poverty levels in the municipality.

Food insecurity is very complex, however it involves a multiple factors like land availability, access to natural re-

sources and socio-economic circumstances of communities. The national Department of Agriculture undertook a

comprehensive livelihoods survey in the area of Sekhukhune in both 2004 and 2006. The survey highlights that some

of the areas facing the worst levels of food insecurity in Greater Tubatse at the following villages:

Table 44: below shows levels of food insecurity in GTM vILLAGE scORE

Ga-Mamapuru 42.86

Ga-Masha 42.85

Santeng 42.85

Pidima 42.85

Kgautswane 42.78

Tshehlwaneng 42.70

Factors that give rise to food insecurity within the Greater Tubatse are food price increase, petrol hikes, growing costs

of producing food, an increase in the number o individuals within households, violence, theft and illnesses etc. There

is also evidence that ongoing water scarcity and limited economic opportunities within the area limit the ability of its

residents to adapt and cope to external stresses and shocks.

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3.6.3 Health facilities

There are 11 medical facilities in the GTM, which mainly constitute regional clinics that provide localised inputs to

the community. The Dilokong Hospital is the biggest hospital followed by Mecklenburg, HC Boschof and Penge health

centre. There are Clinics scattered in the area, i.e. Burgersfort, Bothashoek, Praktiseer, Ga-makofane, Motshana, Ga-

mashabela, Ga-motodi, Ga-rantho Ga-riba, Leboeng, Malokela, Mampuru, Montwaneng, Mophalema, Phiring, Taung,

Motlolo and Ga-selala. There are three clinics located respectively in Steelpoort, Ohrigstad and Burgersfort, which

were previously the responsibility of the National Health Department and hence, these clinics offer improved service

to those scattered across the region. Specialist treatment is exclusively available at the major hospitals outside of

the municipal area, where sustainable health care is at an optimum.

General Challenges facing health services:

• Lack of access to health services.

• Shortage of doctors in Government Hospital.

• Shortage of medication in clinics.

• Lack of mobile clinics and the irregular services provided by Mobile clinics that are there must be attended to.

• The long distances and/ or poor road conditions make hospitals and Clinics inaccessible

• Clinics should operate on a 24 hour basis.

• The stipend for Home-based carers must be adjusted upwards.

• Ill-treatment of community members by officials at clinics

• Response of ambulance services need to be addressed

• Poor services in clinics e.g. nurses sleeping while on duty

3.6.3.1 HIV and AIDS

HIV and AIDS is increasingly becoming a major public health problem and accounting for the highest

number of deaths in the country. Statistics already indicates that one out of five people are HIV positive.

Apart from addressing preventative and curative approaches it is important to address social conditions

aggravating the vulnerability of communities to HIV and AIDS, such as poverty especially among rural

women. Linkages between community care and support services and health facilities should be devel-

oped to ensure holistic approach to the handling of the epidemic.

Dependency ratio will increase dramatically in the short term and decline in the medium to long term

(10 to 15 years) source: Town and Regional Planning Commission Report. The Impact of HIV and AIDS

on Planning Issues is enormous as the change of demographics is rapid and unpredictable. The Town

and Regional Planning Commission Report indicate that the number of orphans will increase resulting in

children headed households. This is already a problem especially in housing with an increase in children

headed households.

The economy will be affected negatively as the household income will increasingly be spent on medi-

cal costs initially, and finally resulting in loss of income. In order to fight against this pandemic HIV and

AIDS, GTM has developed local HIV and AIDS strategy to address the pandemic appropriately.

60

Table 45: HIV and AIDS Stats: Source: Limpopo – Facility Indicator Data 2008-09sORT DATA ELEMENTs NAME GRAND TOTAL

128 HIV pre-test counselled (excluding antenatal) 25 011

129 HIV client tested( excluding antenatal) 16 136

130 HIV test positive – new ( excluding antenatal) 3 186

133 Antenatal client tested for HIV 7 314

134 Antenatal client tested for HIV-new 1 236

135 Nevirapine dose to woman at antenatal or labour 881

136 Live birth to woman with HIV 630

137 Nevirapine close to baby born to woman with HIV 621

138 HIV test of baby born to HIV woman at 9 months 249

139 HIV test positive of baby born to HIV pos woman at 9 months 25

140 Blood drawn for CD4 5 035

141 Referral to ART service point for ART assessment-new 345

142 Registered ART patient 4 906

143 Registered ART patient on any adult regimen 4 550

144 Sexual assault case-new 75

145 Sexual assault case-new given ARV prophylaxis 68

146 Occupational HIV exposure-new case 6

147 Occupational HIV exposure case given ARV prophylaxis-new 6

148 HIV positive new patient screened for TB 1 216

149 HIV positive new patient with confirmed TB 83

150 HIV positive new patient started on INH prevention therapy 36

151 HIV positive new patient started on Co-trimoxazole prophylaxis 1 129

155 Scheduled dose issued(within 3 days) ART any regimen 4541

156 Scheduled dose defaulted(>3 days) ART any regimen 18

157 Impatient days-ART patient 2

General Challenges facing HIV/AIDS• Insufficient drop in centres• Most orphaned children are not in foster care due to long children procedures• Inaccessible ARV sites and HIV and AIDS support groups• Insufficient co-ordination of HIV and AIDS data from private agencies e.g. private medical facili-

ties, mining institution and nongovernmental organisation.

3.6.4 Safety and Security There are currently five police stations within the GTM, namely Burgersfort, Leboeng, Mecklenburg, Ohrigstad and Tubatse police stations. There are three satellite police stations in the area, namely Penge, Driekop and Ga-Mapodile. Various types and degrees of crimes are reported in various police stations on daily basis i.e. rape, murder, armed rob-bery, and house breaking. Penge satellite police station has recorded the lowest levels of crime, whereas the Tubatse station has recorded the highest in the region followed by Mecklenburg and then Leboeng.

Community Policing Forums (CPFs) have been established in several areas with varying degrees of success. Magis-trate courts are also available in the following areas of Burgersfort, Leboeng, Mecklenburg and Tubatse police sta-

tions. There is a need for the development and implementation of a crime prevention strategy in the area.

61


The department of Safety and Security and Liaison deployed 13 personnel as safety ambassadors in various wards

within the municipal area. The Deployed personnel work jointly with SAPS and Municipal officials in driving a pro-

gramme of anti crime and creating awareness through public co-ordination. The area itself is composed of rural and

urban settlements with more influx of foreign nationals in particular, the mining industries. Crime rate is relatively

high with the following statics recorded:

Table 46: Table below indicates crime rates in GTM: source SAPS crime situation 2010 cRIME NAME pERcENTAGE

House robbery 16%

ATM blasting 75%

Business robbery 15%

Rape 18%

Armed robbery 10%

Car hijackings 25%

Assaults 64%

Theft of copper 66%

General theft (including shop lifting) 80%

Domestic related crimes 74%

The following areas are regarded as flash points within the vicinity of the Greater Tuba-tse municipality:• Burgersfort town, Steelpoort town, Manoke village, Dresden village, Riba cross Village, Bothashoek village,

Mashamothane village, Praktiseer, Moroke village, Diphale village, Driekop village.

3.6.5 Disaster ManagementDisaster management service is shared service between GTM and Sekhukhune District Municipality in terms of the Municipal demarcation board and Municipal systems Act, Act 32 of 2000. The Municipality established disaster management sub unit in 2007 whose role is to co-ordinate disaster management related issues.

General Challenges facing Disaster Management• Unit is unable to assist victims with necessary relief material e.g. tents, blankets and food parcels due to lack

of funding

3.6.6 Sports, Arts and Culture Well-developed sport and recreation facilities generally exist at the urban schools and mines. Hence, these facili-ties are placed in the urban areas and are therefore not accessible to the extended rural population. A formal sports facility (Ntoampe sports facility) has been constructed in the Moroke area through the assistance of the Provincial department of sports arts and culture and Transnet.

The rural villages often have some informal sport facilities such as an open soccer field used for community sports. However, these are just open pitches in the communities that do not have the necessary infrastructure to develop

sustainable sports and recreation precincts.

62

For the 2010 soccer tournament, the Greater Tubatse municipality has been accorded an opportunity to host the tour-

nament on a big screen. The screen will be mounted at Ntoampe sports facility in Moroke village. The municipality is

therefore charged with a responsibility of developing strategy on how the said event will be hosted.

There are currently three community centres within the GTM and are Leboeng, Kgautswane and Kgopaneng Thusong

centres. The Ga-mapodile community centre in Ward 7; built by XSTRATA is still under construction and is earmarked

to be completed by 2010. GTM has progressively constructed two community halls during the 2008/09 financial for

Driekop and Mokgotho village in ward 16. During the 2009/10 financial year, the municipality has budgeted for the

construction of another two community halls in both Leboeng and Tjate village. Various mining houses have also build

community halls as part of their social labour plans in areas like, Ga-selala, Mandagshoek and Legabeng village near

Ga-Maroga.

In areas without community hall facilities, School halls and church buildings are often used by communities during

elections, community meetings, etc.

3.6.7 Post Offices

There are at least five post offices in Greater Tubatse Municipality which are at Burgersfort, Ohrigstad, Steelpoort,

Driekop and Penge. Lobby boxes are found in areas like Leboeng, Praktiseer, Ga-Mapodile, Ngwaabe, and Moroke,

and other rural areas. The South African Post offices has developed lobby-boxes which assist in making the services

accessible to communities. There is a need for the South African Post Office Services to expand the services to other

rural and marginalised areas

3.7 Good Governance and Public Participation

3.7.1 Communication

The Greater Tubatse municipality has developed its communication strategy in 2008 and is reviewed on annual basis.

There is a dedicated communication unit available in GTM which serves as a key driver of the strategy. The unit is

attached to the Executive support department and has three officials.

There are several means of communications used e.g. print media and electronic media. The municipality also uses

its web-site for communication purposes. Several structures such as Ward Councillors, Ward committees, Community

Development workers and Magoshi are also used as vehicles for communication in the area.

The Municipality communicates its planning processes and the implementation of both the IDP and Budget using the

media for both internal and external communication.

Plans are underway to make arrangements with Tubatse community radio station for a slot every Thursday whereby

Municipal information can be communicated.

63


3.7.2 Public participation

Greater Tubatse Municipality has established its public participation unit in 2006. The unit comprise four officials

focusing on special programmes and public participation. Community development workers and ward committees are

linked to this unit for reporting purposes and alignment. Public participation strategy is in place to guide activities

that have to be undertaken by the unit. The Unit has also established clusters for the purpose of public participation

processes for the IDP and the Budget. Public gatherings are the sole responsibilities of the Public participation unit.

3.7.3 Ward Committees

The municipality comprises of 29 wards with 10(ten) ward committee members each. The ward councillor serves as

the chairperson of the ward committee. Training for ward committees is conducted each year to assist with the day

to day running of the ward. Annual Schedule of meetings is submitted to the office of the Speaker each year. This

will assist the Speaker to track down minutes of the said meetings and monitor functionality of the ward committees

in different wards. The Greater Tubatse municipality budgeted for the provision of sty-pens to the ward committees

which is paid on monthly basis.

3.7.4 Community Development Workers

There are 27(Twenty Seven) community development workers appointed by office of the Premier in the Greater Tuba-

tse municipality. An intensive training or capacity building was conducted by the OTP through the University of Venda.

All CDWs in the GTM have graduated as qualified community development workers.

3.7.5 Traditional Leadership

The Greater Tubatse municipality had 29 wards and is currently having 31 (thirty one) wards and a larger portion of

the municipality is predominantly rural. With its rural nature, the area is administered by Traditional Leaders and are

responsible for the day to day running of the traditional authorities including land allocation in the rural areas .Major-

ity of the land claims in the Greater Tubatse municipality are lodged by Traditional Leaders.

There are 23 (twenty three) recognised Traditional Leaders and 11(eleven) are serving in the Greater Tubatse munici-

pality as members of the Council. The relationship between Traditional Leaders and the Municipality is generally good

and therefore needs to be maintained.

3.7.6 Intergovernmental Relations

Intergovernmental relations is a cross cutting function in all departments, however the Greater Tubatse municipality

has created a unit in the strategic planning department to deal specifically with IGR matters. The unit is staffed with

2 (two) members. The Municipality has approved Customer Care Framework during 2009/10 financial year which lays

a foundation for the IGR matters in the municipality. The unit is also responsible for the day to day handling of the

Presidential queries as raised on the hotline by way of referring them to relevant departments for investigation and

attention. The unit is also responsible for reporting to the President progress in terms of solving all queries as raised

on the hotline.

64

3.7.7 Special focus Groups

Greater Tubatse Municipality has appointed officials to deal with special focus groups such as Disabled, Youth,

Women and Children. The Municipality has also created a forum that deals specifically with matters relating to dis-

ability and the forum is functional.

3.7.8 Audits

Internal Audit for the municipality has been developed and is functional. Audit committee for the municipality is also

formulated and is reporting directly to Council as required by law. The Risk Management Strategy of the Greater

Tubatse municipality is identifying risk areas which need to be monitored on daily basis. The audit plan which is

developed by the Internal Audit unit is linked or integrated into the risk strategy and serves as a vehicle to monitor

progress and processes followed during the risk reduction phase. Annual financial statements are prepared annually

and are submitted to the Auditor General for auditing.

The municipality is annually developing action plans to deal with issues or comments in the management letter raised

by the Auditor General. For the past two years, the Greater Tubatse municipality did not get a clean audit report and

as a result the management has developed or created a position of a risk management officer who will be responsible

for the day to day implementation, monitor, and report, evaluate and review of the risk management strategy.

3.7.8.1 Internal Audits

Below are internal audit findings for the 2009/10 financial year.

Table 47: Performance Information Review

NO. DETAILED FINDINGs

1. Lack of procedures manual for guiding the process of collecting, processing and monitoring performance information.

2. Insufficient portfolio of evidence to substantiate quarterly reports.

3. Reports not made public through municipal website.

4. Key performance indicators in the SDBIP are not linked to a specific budget.

5 Lack of Management Information System (MIS) to manage and facilitate effective performance information reporting.

6 Inaccurate reporting against the key performance indicators in the quarterly performance report.

7 Quarterly reports not submitted.

Table 48: Performance Audit on Technical ServicesNO DETAILED FINDINGs

1. Project Business plan is not comprehensively achieved and not coordinated with community services.

2. There is no proof that service providers were assessed to determine if they had adequate capacity and competence to carry out the work tendered for.

3. There is no documentary evidence that the quality of work performed by the contractors was adequately monitored by the municipality.

4. Municipal Infrastructure Grant Management Information System (MIG) (MIS) was never used by the project management unit (PMU).

5. A fully fleshed project management unit was not established and adequately capacitated.

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Table 49: Disasters ManagementNO DETAILED FINDINGs

1. Inadequate Recording and registering of disasters.

2. Disaster information not validated.

3. Non implementation of approved disaster management structure.

4. Lack of communication structure.

5. Late response to the reported disaster incidents.

6. Lack of disaster recovery and business continuity policy and procedures.

7. In adequate movement and issuing of disaster relief materials.

8. Movement and issuing of disaster relief materials not reported to relevant stakeholders

Table 50: Supply Chain ManagementNO DETAILED FINDINGs

1 Lack of contract management and administration.

2 Lack of supplier clearance checks prior to awarding of contracts

3 Lack of contracts register by Legal Department.

4 Invoice not signed by the relevant head of department.

5 No blacklisting of suppliers for inferior services or goods.

6 Payment packs not stamped “PAID” after processing of payment.

7 Required number of quotations not obtained.

8 Supplier’s database not adequately maintained.

Table 51: Economic and Land DevelopmentNO. DETAILED FINDINGs

1. LED forum meetings not held.

2. Preliminary actions for the implementation of the LED Strategy not undertaken.

3. No evidence of monitoring and evaluation of Implementation of LED strategy.

4. Projects not implemented.

5. Vacant positions within the Economic and Land Development Section.

6. Inadequate policy and procedure manual that guides processing and administration of Land use and Town planning applications

7. No screening committee to provide strategic guidance and to ensure that land use and town planning applications are efficiently and effectively administered.

8 No proper register in place to effectively administer application processing.

9 No evidence that applications were evaluated by the technical and finance department.

10 Site inspection not done by town planner.

Table 52: Performance Management for Second QuarterNO. MATTERs RAIsED

1 Lack of performance agreements for Section 57 Managers

2 Lack of Performance Management System (Electronic)

3 The reported actual performance results are not complete and substantiated by relevant source documentation

4 Non compliance with Section 45 of the Municipal System Act

5 Targets were not specific, measurable and time bound

66

Table 53: Asset ManagementNO DETAILED FINDINGs

1 Movement and transfer of assets policy not communicated.

2 Municipal assets not properly bar-coded

3 Unauthorised movement of asset to another location.

4 Inaccurate asset register.

5 Municipal assets not properly safeguarded

6 Asset disposal committee not in place.

7 In adequate adverting for auctioning of municipal assets

8 Municipal asset not regularly verified.

Table 54: Corporate GovernanceNO DETAILED FINDINGs

1. Lack of central Partnership Governance Framework

2. The municipality does not keep any transcript records as evidence for decisions taken at High Courts

3. No measure in place to safeguard employees against conflicts of interest

4. No effective Audit Committee in the municipality

5. No effective Risk Management and Whistle-blowing policy

6. Information loaded on the website is not updated on a regular basis

7. Code of conduct not communicated to employees

Table 55: Human Resources ManagementNO DETAILED FINDINGs

1 Some of the Policies and procedures are not approved.

2 Declaration of interest not always done by the interview panel members.

3 No reference checks performed

4 Overtime not pre-authorised

5 Overtime worked not in terms of regulation

6 Inadequate monitoring of leave management

7 Retention Strategy not in place

8 Succession plan not in place

9 Recruitment forms not in employee’s personnel files

10 Exit interviews were not always conducted

Table 56: Performance Management SystemNO DETAILED FINDINGs

1. Lack of performance agreements for Section 57 Managers.

2. Lack of Performance Management System (Electronic).

3. The reported actual performance results are not complete and substantiated by relevant source documentation.

4. Non compliance with Section 45 of the Municipal System Act.

5. Targets were not specific, measurable & time bound.

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Table 57: Document management systemNO. DETAILED FINDINGs

1. No policies and procedures in place for Document Management Systems

2. Records are not classified in accordance with the Minimum Information Security Standards

3. Confidential records of the municipality are not kept in a centralized secured place

4. No structured system/framework for document management systems

5. Access to the Registry is not restricted

6. No forms of request are completed when records are requested from the registry

7. There is no separate register for recording confidential and sensitive records

8. Disposals of financial records not done in accordance with the National Archive and Records Services of South Africa

Table 58: Information Technology general control reviewNO. DETAILED FINDING

1 There were no change management policies and procedures or practices relating to normal and emergency changes

2 There were no human resource policies and procedures relating to recruitment, retention and termination of ICT personnel

3 The disaster recovery policies and procedures for IT Infrastructure are not yet formally ap-proved

4 No Facilities Management policies and procedures or practices were in place

5 There were no operations management policies and procedures or practices in place.

6 There was inadequate Logical Access management

Table 59: Occupational Health and safetyNO. DETAILED FINDINGs

1. Non implementation of Occupational Health and Safety policy

2. Health and Safety inspection not conducted regularly.

3. Lack of disaster recovery and business continuity policy and procedures.

4. Non compliance with the relevant regulations.

5. Non implementation of Record keeping in terms of the Occupational Health & Safety Act.

6. Non functional of the Health and Safety structure

Table 60: Financial Management Review

NO. DETAILED FINDINGs

1. Low Revenue Collection.

2. Debtors’ statements not delivered to all debtors.

3. Challenges affecting revenue base not addressed.

4. Unallocated Receipts.

5. Indigent Register not yet up to date.

6. Creditors Reconciliations not reconciled to statements.

7. Requisitions not signed by Head of Department.

68

Table 61: Inter-Governmental Relations ReviewNO. DETAILED FINDINGs

1 Minutes of District Intergovernmental Forums as per the IGR Act are not maintained.

2 There is no complaint handling register that is kept and maintained by the municipality.

3 Turnaround time for complaint handling process not established.

4 There is no Public Private Partnership Framework within the municipality.

5 Non compliance to Batho Pele Principles in relation to Consultation and Courtesy.

Table 61: Performance Management System 3rd Quarter 2009/2010NO. DETAILED FINDINGs

1. Lack of controls and procedures for employee goal setting and Performance

2. No proof that Section 57 Managers have been assessed based on the Quarterly Report and the Performance Agreement

Table 62:Inter-Governmental Relations ReviewNO. DETAILED FINDINGs

1 Minutes of District Intergovernmental Forums as per the IGR Act are not maintained.

2 There is no complaint handling register that is kept and maintained by the municipality.

3 Turnaround time for complaint handling process not established.

4 There is no Public Private Partnership Framework within the municipality.

5 Non compliance to Batho Pele Principles in relation to Consultation and Courtesy.

3.7.8.2 Auditor General‘s Report Table 63: Below are the Audit Findings and Action plan for 2009/10 financial year:

NO suMMARY cLAssIFIcATION AcTION pLAN TO ADDREss AuDIT QuERIEs

1 Accumulated surplus –difference between the annual financial statements and the trial balance

Financial Year-end reconciliation for balance sheet/statement of financial statements preparation. This reconciliation should form part of the audit pack to be submit-ted to the Auditors.

2 Non compliance with section 15 of the MFMA

Compliance (Non AFS) Develop compliance checklist for monthly reviews

3 Approved cash manage-ment policy not in place

Compliance (Non AFS) Perform monthly reconciliation s along with the monthly management pack for review by designated officials.

4 Bank reconciliations not reviewed by the account-ing officer

Compliance (Non AFS) Perform monthly reconciliations along with the management pack review by designated officials

5 Contravention of section 9 of the MFMA

Control Perform monthly reconciliation along with the monthly management pack for review by designated officials

6 Cash and cash equiva-lents prior year error

Financial Perform monthly reconciliations along with the monthly management pack for review by designated officials.

7 Petty cash reconciliation not performed

Control Perform monthly reconciliations along with the monthly management pack for review by designated officials

8 Cash and bank journal entries lack of supporting documents

Financial Perform monthly reconciliations along with the monthly management pack for review by designated officials

69



9 Prior year audit findings raised : contravention of section 131 (1) of the MFMA

Compliance (Non AFS) Compile action plan to address all man-agement letter queries and portable mat-ters in the AU

10 Accounting policies dis-closed not applicable

Financial Compile checklist for compilation of An-nual Financial Statements, including reviews of Accounting policies therein applied.

11 Annual financial state-ments disclosure

Financial Compile a checklist for compilation of Annual Financial Statements, including review of Accounting policies therein ap-plied.

12 Employee cost: 21 % va-cancy rate

Compliance (Non AFS) Management to come –up with the deci-sion on implementation thereof

13 Employee costs – over-time

Compliance (Non AFS) Compile monthly report for monitoring of leave records and statistics for appropri-ate management action.

14 Employee cost- Annual leave

Compliance (Non AFS) Compile monthly report for monitoring o leave records and statistics for appropri-ate management action.

15 Contravention of section 5 of the unemployment insurance contribution Act No.4 of 2002

Compliance (Non AFS) Develop a checklist of all relevant regu-laratory and legislative framework and ensure that it is covered by Internal Audit in the Compliance Review audits to en-sure adherence.

16 Overtime policy not in place

Compliance (Non AFS) Develop Overtime Policy for approval and adoption by Council

17 Employee cost –leave accrual non compli-ance of section 7 (3) of the South African Local Government Association (SALGA)

Compliance (Non AFS) Develop a checklist of all relevant regu-latory and legislative frameworks and ensure that it is covered by Internal Audit in the Compliance Reviews audit to en-sure adherence.

18 Employee costs- Annual leave

Control Implementation and compliance to rel-evant and applicable policies to manage human resources effectively.

19 Employee costs – Sick leave

Control Implementation and compliance to rel-evant and applicable policies to manage human resource effectively.

20 Employee costs - other leave


21 Employee costs – leave encashment


22 Employee costs –termi-nations


23 Employees costs ap-pointments


24 Employee costs – Leave a crucial

Financial Calculation of annual provision in accor-dance with the legislative framework

70


25 Task team report Compliance (Non AFS) Any task team report commissioned and since been completely by the respective task team appointed should be made available to the auditors in the event that it is requested.

26 contravention of section 125 (2) of the MFMA

Compliance (Non AFS) Aggressive application of the MFMA prior year visions. Implementation of Internal Audit Recommendations with respect to issue of non

27 Inventory valuation Development of accounting policy in preparation of annual financial state-ments

28 Investments prior year error

Financial Address all prior year audit findings prior to commencements of next scheduled audit. Engage with auditor general to en-sure issues are

29 Expenditure –operating leases

Financial Adhere to financial requirement in ac-cordance with the applicable reporting standards.

30 Audit committee: contra-vention of section 166 of the MFMA

Financial Ensure compliance to audit committee charter

31 Audit committee meet-ings

Compliance (Non AFS) Ensure compliance to audit committee charter

32 Excessive legal costs in-curred

Operating expenditure Review of legal costs incurred and de-vise measures o minimise the spend. This cost is however driven by external factors.

37 VAT input claimed in the incorrect financial year

Financial Review of vat reconciliations to ensure correct treatment thereof in the financial records of the municipality

38 Expenditure – payments exceeding 30 days

Financial Implement controls to ensure compli-ance to financial and operational policies

39 Expenditure – quotations Compliance (Non AFS) Implement controls to ensure compli-ance to financial and operational policies

40 Expenditure – payment vouchers not signed by the delegated official

Control Implement controls to ensure compli-ance to financial and operational policies

41 Water and sanitation ex-penditure overstated

Financial Compliance with the provisions con-tained in the relevant and applicable legislation, service level agreements in place to ensure compliance and accu-rate revenue recognition

42 Systems description not in place

Financial Compile a listing of all critical financial processes and develop system descrip-tions to assist users in understanding and executing

43 Management comments not satisfactory

Control Timely preparations for the annual fi-nancial year audit through preparation of audit packs to assist with substantive responses. Implement a robust process for addressing audit queries and review of the responses thereof.

44 Subsequent events –pro-cedures not established to identify subsequent events

Control Implementation of applicable procedures to identify subsequent events and incor-porate this as part of Annual Financial Statements compilation checklist.

71



45 Purchase and payables – system description

Compliance (Non AFS) Compile a listing of all critical financial processes and develop system descrip-tions to assist users in understanding and executing

46 Purchases and payable – system description

Financial Review of financial statements items disclosure to ensure appropriate clas-sification

47 Unallocated receipts Financial Implementation of the statements items disclosure to ensure appropriate classi-fication

48 VAT input incorrectly clas-sified as liability


48 VAT input incorrectly clas-sified as liability


49 Difference between the creditors age analysis and the annual financial statements

Financial Development of a creditor’s ledger, sub ledger and preparation of monthly rec-onciliations of individual suppler state-ments to invoices. Review of year end cumulative reconciliation as part of an-nual financial statements compilation preparations.

50 Sundry creditors – debit balance

Financial Review of annual financial statements items for correct account classification and disclosure thereof.

51 Unrecorded liabilities Financial Develop subsequent event procedures to be carried after year end to determine unrecorded liabilities

52 Accrued expenses not recognised at year end

Financial Incorporated accrual computations as part of year end preparation for annual financial statements.

53 Trade creditors – no cred-itors listing

Control Development of a creditor ledger, sub ledger and preparation of monthly rec-onciliation of individual supplier state-ments to invoices. Review of year end cumulative reconciliation as part of an-nual financial statements compilation preparations.

54 Other payables – no ac-cruals listing

Control Development of a creditor’s ledger, sub ledger and preparation of monthly rec-onciliations of individual supplier state-ments to invoices. Review of year end cumulative reconciliation as part of An-nual Financial Statements compilation preparations.

55 VAT input claimed in the incorrect financial year

Financial Review of vat reconciliation to ensure correct treatment thereof in the financial records of the municipality

56 VAT input not claimed Financial Review of vat reconciliations to ensure correct treatment thereof in the financial records of the municipality

72


57 Individual reconciliation performance

Control Development of a creditor’s ledger, sub ledger and preparation of monthly rec-onciliations of individual supplier state-ments to invoices. Review of year end cumulative reconciliation as part of the Annual Financial Statements compila-tion preparations.

58 Reconciliation of the creditors control account not performed

Control Development of creditor’s ledger, sub ledger and preparations of monthly rec-onciliations of individual supplier state-ments to invoices. Review of year end cumulative reconciliation as part of An-nual Financial Statements compilation preparations.

59 Trade creditors – year end statements not pro-vided for audit purposes

Control Development of creditor’s ledger, sub ledger and preparations of monthly rec-onciliation of individual supplier state-ments to invoices. Review of year end cumulative reconciliation as part of An-nual Financial Statements compilation preparations.

60 VAT input – capital na-ture difference between trial balance and general ledger


61 Assignment of the re-sponsibility of drafting the IDP to the Municipal Manager

Compliance (Non AFS) Responsibility to compile the IDP should be delegated by the Municipal Manager to the relevant municipal official. Key performance indicators should be identi-fied and linked to the IDP for use in moni-toring and review of performance and ef-fective implementation thereof.

62 Inadequate information reported in the Annual Performance report

Performance informa-tion

Responsibility to compile the IDP should be delegated by the Municipal Manager to relevant municipal officials. Key per-formance indicators should be identified and linked to the IDP for use in monitor-ing and review of performance and effec-tive implementation thereof.

63 Inadequate time given to community to comment on the final draft IDP


Public participation time should be in-creased to allow for inputs from the com-munity

64 Documents that must be made public not pub-lished on the website


Critical municipal documents should be identified for listing in the municipal web-site.

65 Inconsistencies in report-ing performance informa-tion


Key performance indicators should be identified and linked to the IDP for use in monitoring and review of performance and effective implementation thereof.

66 Measures to improve per-formance not disclosed for certain KPI’s



67 Key performance indica-tors not budgeted


Key performance indicators should be identified and linked to the IDP for use in monitoring and review of performance and effective

73



68 Incorrect actual perfor-mance recorded in the annual performance re-port



69 Key performance indica-tors not budgeted



70 Inadequate controls over performance information



71 Project score cards not development during the setting of targets



72 Key performance indica-tor not reported in the an-nual performance report

Financial Key performance indicators should be identified and linked to the IDP for use in monitoring and review of performance and effective implementation thereof.

73 Difference between the fixed assets register and the annual financial state-ments

Financial Correctly update assets transactions on the asset register (additions, disposal, transfer, revaluations and write –up or write down, depreciation) in accordance with accounting policy for assets and national treasury minimum requirement for a complaint asset register. Ensure assets annual financial disclosure note ties to the updated asset register of the municipality

74 Property plant and equip-ment difference between the general ledger and the annual financial state-ments

Financial Correctly upstate assets transaction on the asset register (additions, disposal, transfers, revaluations, and write-up or write down, depreciation) in accordance with accounting policy for assets and national treasury minimum requirement for a complaint asset register. Ensure assets annual financial disclosure note ties to the updated asset register of the municipality

75 Property plant and equip-ment difference between the general ledger and the annual financial state-ments


76 Fixed assets register –non compilation of sec-tion (63) of the MFMA

Compliance (Non AFS) Correctly upstate assets transaction on the asset register (additions, disposal, transfers, revaluations, and write-up or write down, depreciation) in accordance with accounting policy for assets and national treasury minimum requirement for a complaint asset register. Ensure assets annual financial disclosure note ties to the updated asset register of the municipality

74


77 Depreciation –system verification weaknesses


78 Property plant and equip-ment system verification weakness


79 Fixed assets physical verification competencies

Financial Annual performance of asset count and verification, updating asset register with the relevant findings from the verification exercise

80 Fixed assets physical verification existence

Financial Annual performance of asset count and verification, updating asset register with the relevant findings from the verification exercise

81 Assets with no cost in the fixed asset register

Financial Correctly update assets transactions on the asset register (additions, disposal, transfers, revaluations, and write-up or write down, depreciatin0 in accordance with accounting policy for assets and national treasury minimum requirement for a complaint asset register. Ensure assets annual financial disclosure note ties to the updated asset register of the municipality.

82 Difference in depreciation as per asset register and financial statements

Control Correctly update assets transactions on the register (additions, disposal, trans-fers, revaluation, and write-up or write down, depreciation) in accordance with accounting policy for assets and national treasury minimum requirement for a compliant asset register. Ensure assets annual financial disclosure note ties to the updated asset register of the munici-pality.

83 Water infrastructure of community assets accu-mulated depreciation

Financial Review assets for impairment and apply appropriate provisions provided within the financial reporting standard on im-pairment of assets.

84 Understatement of com-munity assets accumu-lated depreciation

Control Correctly update assets transactions on the asset register (additions, disposal, transfers, revaluations and write-up or write down, depreciation) in accordance with accounting policy for assets and national treasury minimum requirement for a complaint asset register. Ensure asset annual financial disclosure note ties to the updated asset register of the municipality.

75



85 Weakness identified re-valuation of fixed assets

Financial Correctly update assets transactions on the asset register (additions, transfers, disposals, revaluations and write-up or write down, depreciation) in accordance with accounting policy for assets and national treasury minimum requirement for a complaint asset register. Ensure assets annual financial disclosure note ties to the updated asset register of the municipality

86 Assets from completed projects not capitalised

Financial Correctly update assets transactions on the asset register (additions, transfers, disposals, revaluations and write-up or write down, depreciation) in accordance with accounting policy for assets and national treasury minimum requirement for a complaint asset register. Ensure assets annual financial disclosure note ties to the updated asset register of the municipality

87 Debtors average collec-tion period

Compliance (Non AFS) Debtor data cleansing and implementa-tion of the debt management and credit control policies. Monitoring and review of Debt collector’s efforts in recovery of long outstanding debt and collection through development of performance indicators.

88 Difference between the debtors age analysis and the annual financial state-ments

Financials Preparations of monthly management packs and supporting reconciliations

89 77% total debtors out-standing as per age anal-ysis at year end 30 June 2009 are more 90 days

Control Debtor data cleansing and implementa-tion of the debt management and credit control policies. Monitoring and review of Debt collectors efforts in recovery of long outstanding debt and collection through development

90 Debtors outstanding for more than 12 years

Control Debtor data cleansing and implementa-tion of the debt management and credit control policies. Monitoring and review of Debt collectors efforts in recovery of long outstanding debt and collection through development

91 New indigents debtors application forms were not verified by an official or municipal agent ap-pointed by council

Control Implementation of the indigent policy

92 Trade receivables not dis-closed correctly in the an-nual financial statements

Compliance ( Non AFS) Compilation of annual financial disclo-sure checklist to assist with the prepara-tion of annual financial year audit

93 VAT liability incorrectly recognised as an asset

Financial Review of vat reconciliations to ensure correct treatment thereof in the prepara-tion of Annual Financial Year Audit

94 Bad debts policy used by the municipality not dis-closure

Control Compilation of annual financial disclo-sure checklist to assist with the prepara-tion of annual financial year audit

76


95 Traffic fine revenue un-derstated

Financial Development of measures and accept-able procedures to be applied in ac-counting for traffic revenue in consulta-tion with the Auditor general

96 Overstatement of water and sanitation revenue

Financial Compliance with the provisions con-tained in the relevant and applicable legislation, service level agreements in place to ensure compliance and accu-rate revenue recognition

97 Revenue interest income difference between bank certificate and the gen-eral ledger

Financial Monthly review of bank reconciliations and corroborate to supporting documen-tation for competencies.

98 Infrastructure projects CIDB projects

Value for money Effective monitoring and reporting on infrastructure projects through review of progress against service level agree-ments and effective project.

3.7.9 Risk management

The Greater Tubatse Municipality has adopted a Risk Management Strategy in June 2010 and is reviewed annually

to suite the current situation or circumstances. Objective of the risk management strategy is to identify asses and

prioritise the risks that need to be managed in order to achieve the vision, mission and strategic objectives of the

municipality. The following risk areas are identified in the risk management strategy:

REF RIsk INHERENT RATING

1 Inadequate information and communications technology 252 Inadequate financial management 253 Fraud and corruption 254 Inadequate compliance with Legislation and policies 25

5 Inadequate business continuity management 256 Inadequate implementation of supply chain management process and systems 207 Inadequate infrastructure 168 Inadequate funding to fulfill mandate 169 Inadequate financial accounting 16

10 Inadequate inter-governmental relations 16

11 Ineffective implementation of spatial development framework 16

12 Inadequate monitoring and evaluation 16

13 Inadequate service delivery infrastructure 16

14 Poor payment culture 16

15 Poor tenure system 16

16 Inadequate technical capacity 16

17 Inadequate funding 16

18 Inadequate human resource management 16

19 Inadequate monitoring of projects 16

20 Inadequate stakeholder engagement 12

21 Inadequate implementation of governance systems 12

77


REF RIsk INHERENT RATING

22 Impaired reputation of the municipality 12

23 Inadequate communication systems (Internal and external) 12

24 Inadequate community participation 12

25 Inadequate disaster management 9

26 Local reliance on commodities 6

27 Lack of revenue generation in rural area 4

28 High service delivery expectations 4

29 Poor perceptions 4

3.7.10 Fraud and Anti corruption

Greater Tubatse Municipality has adopted the Fraud and Anti corruption Strategy in May 2008, however no implemen-

tation of the strategy was witnessed due to lack of resources. Risk Management Officer was appointed in 2010 and it

was agreed that the Risk Officer will be currently responsible for the implementation of the Strategy until such time

that Risk Manager and Additional Risk Officer are appointed. The Municipality is also planning to develop a fraud and

Corruption Policy during the 2011/12 financial year.

Fraud and Corruption in its wider meaning, and as referred to in the document, includes any conduct or behaviour

where a person accepts, agrees or offers any gratification for him/her or for another person where the purpose is to

act dishonestly or illegally, such behaviour also includes the misuse of material or information, abuse of a position of

authority or a breach of trust or violation of duty.

The following forms of corruption are identified in the GTM fraud and Corruption strategy:

• Bribery

• Embezzlement

• Fraud

• Extortion

• Abuse of power

• Conflict of interest

• Abuse of privileged information

• Favouritism and

• Nepotism

3.8 Financial Viability and Management

3.8.1 Municipal Sources of Revenue

A Municipality has to generate its own revenue by way of levying its Clients on the services rendered and receive

income from National Government for a Municipality to be able to perform its powers and functions as in terms of

section 152 of the Constitution of the Republic of South Africa. It is in this context that the National Government has

to allocate some resources in a form of Grants for Municipalities to be able to render services.

78

3.8.1.1 Grants received by GTM

Section 214(1) of the Constitution of the Republic of South Africa, 1996 requires an Act of Parliament to

provide for the equitable division of revenue raised nationally among the National, Provincial and Local

Spheres of Government and any other allocation to Provinces, Local Government or Municipalities from

the National Government’s share of revenue, and conditions on which those allocations may be made.

Table 64: below indicates revenue received from Grants and subsidies for the 2010/11 F/Y sOuRcE AMOuNT

Equitable share Councillor contribution 3 168 000

Equitable shares 91 358 000

Finance management grant 1 000 000

Municipal support grant 750 000

MIG funds 28 884 576

PMU funds 1 375 456

City development strategy grant 1 250 000

IRMA grant 4 300 000

Electrification grant 9 000 000

LGSETA 250 000

Institutional grant 1 200 000

EPWP grant 870 000

3.8.1.2 GTM Own sources of revenue

GTM is collecting revenue by way of levies, tax and services mainly from the proclaimed areas such as

Burgersfort, Steelpoort, Ohrigstad, Ga-Mapodile and Praktiseer. The municipality has also developed

traffic stations which generate income by way of traffic fines and testing of motor vehicles within the

area.

Table 64: following indicates own revenue by source for the 2010/11 F/Y: sOuRcE AMOuNT

Assessment rates 37 000 000

Refuse management fees 4 500 000

Sewerage fees 4 080 000

Water 9 616 084

Building plans and inspection fees 530 000

Cemeteries fees 70 000

Clearance certificate 30 000

Drivers licences 800 000

Interests on outstanding debtors 2 817 055

Learners licences 805 000

Libraries fees 1 000

Outdoor advertisement 30 000

Rent on property 350 000

Traffic fines 3 300 00

Interests on investments 650 000

79


Offsetting of depreciation 2 400 000

Bulk water contribution 1 000 000

Table 65: below indicates GTM cash flow for 2009/10 financial year:MONTH INcOME

OWN GRANT TOTAL INcOME

ExpENDITuRE OpERATION

ExpENDITuRE cApITAL

July 4 495 041 33 141 148 37 636 189 11 258 178 1 096 770

August 3 908 967 750 000 4 658 967 13 969 459 3 082 551

September 4 317 926 - 4 317 926 11 737 750 3 005 922

October 4 783 778 228 375 5 012 151 11 976 790 445 257

November 4 340 109 4 500 000 8 840 109 11 038 730 2 451 485

December 4 181 441 24 783 287 28 964 728 12 619 570 4 066 249

January 4 386 088 - 4 386 088 4 428 633 11 071 033

February 2 874 981 3 667 471 6 542 452 9 366 781 20 443 267

March 4 481 822 18 587 465 23 069 287 9 905 762

April 9 502 046 - 9 502 046 9 269 204

May 4 204 120 - 4 204 120 9 594 200

June 4 012 820 228 375 4 241 195 17 963 600

3.8.2 Credit and Debt Control

Creditors and Debt collection manual was adopted in terms with chapter 9 of the municipal Systems act, act 32 of

2000. Purpose of this policy is to ensure that credit control forms part of the municipality’s financial system and to

disclose the intension of the Council to standardise procedures for each individual case.

3.8.3 Investments

The Greater Tubatse municipality has adopted an investment of funds policy and principle in 2008. The policy is aimed

at gaining the highest possible return without undue risk during those periods when funds are not needed. Its main

objectives are that effective cash management must be met at all times, efficient cash collection procedure, effective

payment of creditors, management of investment in inventories and investment of surplus cash.

There were no investments made or budgeted for by the Greater Tubatse municipality during the 2009/10financial

year.

3.8.4 Budget and Treasury

The municipality has developed a unit which manages the budgetary and treasury issues. The unit is in the finance

section and its main objectives are to develop a budget process plan which is linked to the IDP process plan. The unit

has to oversee the implementation of the plan and to manage activities culminating during the development of the

budget. It must develop a credible and realistic budget which is linked or integrated to the IDP.

80

3.8.5 Revenue Management

Greater Tubatse municipality has a unit that deals with revenue management. The unit was developed in 2000 and its

main objectives are to effectively manage the day to day income of the municipality. Procedure manual is being de-

veloped in November 2008 for the control over cash funds, depositing and receiving of funds by municipal employees.

Valuation roll for the municipality is in place and is reviewed regularly. The following are also used for the manage-

ment of funds in GTM; rates policy, credit control policy, indigent policy, indigent register and audit standards.

3.8.6 Supply Cain Management

The municipality has developed and adopted a supply management policy in 2005, which is reviewed regularly to

suite current circumstances. It is managed by supply chain management unit that forms part of the finance depart-

ment. The unit comprises of a Manager and four other officials who runs the activities of the unit

3.8.7 Asset Management

Asset management policy was approved By GTM in 2008. Objectives of the policy is to govern the management of

assets owned by GTM (both operational and financial) to ensure that they are managed, controlled, safeguarded and

used in an efficient and effective manner.

Asset management register for the municipality was compiled during 2008/09 financial year and is updated regularly.

The municipality created asset management unit which comprises of one senior manager who will always keep track

of all municipal assets and is reporting to the Chief Financial Officer.

3.9 Municipal Transformation and Organisational Development

3.9.1 Council

GTM has a Council made up of 57 Councillors comprising 29 ward Councillors and 28 PR Councillors. It has a collective

executive system headed by the Mayor, while the Council is chaired by the Speaker elected in terms of Section 48 and

Section 36 of the Municipal Structures Act (117 of 1998) respectively.ANC is the majority party in the council, it com-

prises of 52(fifty two) councillors followed by PAC with only 2(two) and UIF, NVP and DA with one representative each.

GTM committees were established following the provisions of Section 80 of the Municipal Systems Act of 2000.

There are 11 Traditional Leaders seconded by the Limpopo House of Traditional Leaders serving in the GTM council.

81


Table 66: below shows representation of different Political parties and Traditional Leaders in the CouncilsTAkEHOLDER NuMBER

Africa National Congress 52

Pan African Congress 2

Democratic Alliance 1

UIF 1

NVP 1

Traditional Leaders 11

The relationship between the Council and Traditional Leaders in GTM is sound as there are no serious incidents

reported between the two parties. The Municipality also comprises of 28 CDWs appointed by Office of the Premier

to assist in fast racking development in the area. 29 ward committee structures were launched and work-shopped by

the municipality through office of the speaker in 2008. Each ward comprises of 10 members of the ward committee

with the ward councillor being the chairperson of the structure. An amount of R1.2 million was budgeted during the

2009/10 financial year for the sustainability of the structures.

Table 67: Section 79 committees of the Municipal Systems Act NAME OF cOMMITTEE DATE

EsTABLIsHED

Rules Committee 2009

Oversight Committee

Audit committee 2009

Municipal public Accounts committee 2010

Town planning committee 2010

Geographic names committee 2008

Petition and Ethics committee 2010

Table 68: Section 80 Committees established in GTM cOMMITTEE DATE

EsTABLIsHED

Finance Committee March 2006

Corporate Services Committee March 2006

Economic, Land and Development committee March 2006

Community Services Committee March 2006

Technical Services Committee March 2006

Strategic Planning Committee March 2006

3.9.2 Staff Component

The Community Services Department is by far the largest, followed by Corporate Services and Technical services

respectively. While the larger allocation of staff to technical services is welcome, the size of Corporate Services

compared to Community Services seems anomalous. There is a high vacancy rate within the departments of which

such posts needs to be filled. The GTM Council has raised a moratorium that there should be no new appointments

made during the 2008/09 financial year and that the Municipality must conduct staff assessment during the financial

year under review.

82

Table 69: below indicates Organizational Structure analysis 2010/11 FY Source: GTM Organogram 2010DEpARTMENT TOTAL NO

pOsTs NO: FILLED

pOsTs vAcANT pOsITIONs

BuDGETED uNBuDGETED TOTAL

Municipal manager’s office 8 6 2 0 2

Finance 60 34 3 23 26

Community services 88 58 0 30 30

Corporate services 54 38 0 16 16

Technical services 93 57 2 34 36

Strategic planning 17 8 0 9 9

Economic and Land 40 18 1 21 22

Executive support 34 24 1 9 10

TOTAL 394 243 9 142 151

3.9.2.1 Skills profile and needs for both Councillors and Officials

Municipalities are required in terms of the Skills Development Act no 97 of 1998 to facilitate training

for capacity building in order to address skills gaps created as a result of the past. GTM pays the skills

development levy on a monthly basis as required by the Skills Development Levies Act no 9 of 1999.

A skills audit is conducted on an annual basis to inform the Workplace skills plan which guides all the

training to be conducted throughout the year, the Workplace skills plan and Annual Training Report s are

then submitted annually to the LGSETA; budget is allocated for both councillors and officials.

GTM has a training committee which comprises of labour, Management and council; its role is to ensure

that all training activities are done in consultation with all relevant stakeholders.

Table 70: below indicates the skills needs for Councillors and Officials: Source GTM WSP 2010FINANcE ADMIN TEcHNIcAL AND pROJEcT

MANAGEMENTLEGAL AND cORpORATE

MANAGEMENT AND LEADERsHIp

44 26 55 75 65

The implementation of planned programmes is minimal due to cash flow problems.

Table 71: below indicates skills interventions as in the 2009/10 WSP and Annual training reportFINANcE ADMIN sOcIAL/cOMMu-

NITY/EcONOMIcDEvELOpMENT &

pLANNING

LEGAL AND cOR-pORATE

MANAGEMENT AND LEADERsHIp

NO: OF INTERvEN-

TIONs

NO OF pEOpLE

NO: OF IN-TERvEN-TIONs

NO: OF pEOpLE

NO: OF INTER-vENTIONs

NO: OF pEOpLE

NO: OF INTERvEN-

TIONs

NO: OF pEOpLE

NO: OF INTERvEN-

TIONs

NO: OF pEO-pLE

6 39 3 14 6 96 4 19 3 7

TOTAL NO OF INTERVENTIONS : 22TOTAL NO OF PEOPLE TRAINED : 175

83


3.9.3 Legal services

During the financial year under review; the Municipality experienced high number of law-suits as a result of adminis-

trative decision that were either right or wrong. It should be noted that administrative actions of the Municipality can

be only challenge if they are erratic and or in other instances, Citizens and business challenges actions taken by the

Municipality if such actions are made to be sound or prudent.

Table 72: Following are cases against the municipality for the F/Y 2009/10NAME AMOuNT cLAIMED ExpENDITuRE TO DATE sTATus

Ipeleng Group 8 000 000 2 100 000 Supreme court

Mopicon construction 2 000 000 00 Awaiting trial

Mmalekgowa Trading 650 000 50 000 Awaiting trial

Limpopo Road Binders 700 000 Funded by DPLGH Awaiting trial

Amelia Mashego 1 000 000 Funded by DPLGH Awaiting trial

Kgoete Justice 150 000 Awaiting trial

Challenges facing legal

• Cases drag through different financial years and take long to be finalised

• Litigation too expensive

• Lack of resources

• Insufficient understanding of legal procedures by the Municipal personnel

3.9.4 Labour relations

Greater Tubatse Municipality subscribes to all legislation regulating employment relations within the workplace. La-

bour relations sub-unit has been established with the sole mandate of ensuring a balance with regard to employment

practices within the workplace.

GTM has a functional Local Labour Forum constituted in line with the SALGBC main collective agreement. The com-

mittee sits on a monthly to discus s issues relating to employment relations.

Several activities were witnessed wherein employees were exercising their rights by raising their grievances through

the relevant channels as presented by SALGABC.

During the year under review the municipality had six grievances ending in arbitration of which only two were award-

ed in favour of the Municipality.

3.9.5 Information Technology

The IS audit was carried out in accordance with the International Standards on Auditing of the International Auditing

and Assurance Standards Board (IAASB) and the Standards for Information Systems Auditing of the Information Sys-

tems Audit and Control Association (ISACA). The effectiveness of the general controls surrounding the IT environment

at the municipality was measured against the internationally accepted Control Objectives for Information and Related

Technology (COBIT) framework and industry best practices.

84

Table 73: below indicates IT risks as identified by the auditcLAssIFIcATION DEscRIpTION

High Weaknesses that could seriously compromise the system of internal control and data integ-rity and should therefore be addressed as soon as possible.

Medium Matters that are important to the system of internal control and the reduction of overall risk, but do not require immediate attention.

Low Suggested improvements that would enhance internal control efficiency, but are not vital to the system of internal control.

Challenges associated with IT in GTM

• IT security policy not in place and responsibility for internal control and security had not been assigned to a

specific employee.

• No change control policy and procedures were in place.

• No formal backup and restoration procedures were in place and the informal backup process was found to be

inadequate.

• The service level agreements (SLAs) for the Payday, E-Venus and Cash-drawer systems were not monitored.

3.9.6 Occupational Health and Safety

GTM has established occupational Health safety sub-units one during the 2006/07 financial year within the Human

Resource Unit. The functions of the unit are guarded to advance the objects of Occupational Health and Safety Act,

85 of 1993.

The sub-unit performs the following functions in an effort to ensure health and safety within the workplace.

• Enforcement or implementation of Occupational Health and Safety Act.

• Responsible for all administrative duties related to OHS including policy formulation and reviewing.

• Conducting health and safety workshop, meetings and seminars.

• Providing full range of Employee assistance programme, that is assisting employee with solving problem which

might affect him from executing his/her duties

The sub-unit is currently manned by the Health and Safety Officer who is also responsible for Employee Wellness. A

Health and Safety Committee is functional which has also been established as per legislative requirement and also

there are six health and safety reps in place. The committee meets on quarterly basis .Committee members have thus

far received training on First Aid Level one.

The challenges within the unit are:

• Decentralized protective clothing and equipment budget. Departments are procuring on their own protective

clothing and equipment of which in some instances does not comply with legislative provisions and the result

is high injury incidences.

• Cash flow challenges

• Understaffing within the unit.

85


3.9.7 Policies and plans for GTM pOLIcY/pLAN sTATus DATE AppROvED

Integrated SDF Approved June 2007

LUMS Approved June 2007

Integrated waste management plan Approved

Employment equity plan Approved 2007

Workplace skills plan Approved September 2007

HIV/AIDS plan Approved October 2008

LED strategy Approved June 2007

Housing sector plans Draft

Revenue enhancement plan Approved May 2009

Disaster management plan Approved 2008

Capital investment plan Approved April 2008

Environment management plan None (district)

Energy master plan None (ESKOM)

Water services development plan None (district)

Integrated transport plan Approved 2004

Risk management strategy and plan Approved 2008

5 year investment plan Approved April 2008

Consolidated infrastructure plan Draft

Roads and storm water management plan Approved 2008

Water sector plan Draft

Investment of funds policy Approved May 2008

Credit control policy and debt control manual Approved February 2006

Water services operations and maintenance strategy(GSDM) Approved June 2007

Water services by-laws(GSDM) Approved June 2007

Asset management policy Approved April 2007

Supply chain management policy Approved June 2006

Fleet management policy Approved June 2007

Performance management policy Approved 2007

Communication strategy Approved 2008

Customer Care Framework Approved 2010

Public participation policy Draft 2010

Mayor and Speaker discretionary policy Draft 2010

Mangement of public gathering policy Draft 2010

Delegation of powers and functions policy Review 2010

Rules of order policy Review 2010

IT policy Approved 2009

Street by-law Gazetted

Management and control of Hostel by-law Gazetted

Informal street trading by-law Gazetted

Waste management by-law Gazetted

Traffic by-law Gazetted

Noise abatement Gazetted

Hiring of community by-law Gazetted

86

pOLIcY/pLAN sTATus DATE AppROvED

Electricity by-law Gazetted

Crematories and crematoria by-law Gazetted

Emergency services by-law Gazetted

Licensing and control of establishment that sell food to the public by-law

Gazetted

Municipal Turnaround Strategy Approved 2010

Granting aid Draft 2010

3.9.8 Organisational Performance Management System (OPMS) and Performance Management

System (PMS)

The Greater Tubatse municipality has adopted its performance management policy during the year 2007. A perfor-

mance management unit was established during 2007 which is currently focusing on the organisational performance

management system. Immediately after the adoption of the IDP and budget, the municipality develops service deliv-

ery and budget implementation plans (SDBIP) which will serve as business plans for individual departments within

the municipality. The adopted SDBIP is integrated into the performance contracts of the section 57 employees for

implementation.

Performance management review workshops are conducted on quarterly basis. After every performance manage-

ment review session, a report is tabled to the EXCO lekgotla which comprises of management and members of the

Executive committee. Purpose of this sitting will be to monitor progress in terms of the implementation of the IDP and

budget and to propose reviews where necessary.

The EXCO lekgotla report also has to serve before Executive committee and to council for directions and adoption.

Half yearly report (section 72report) is developed from the quarterly reports generated during the EXCO lekgotla

sessions. Municipal annual service delivery reports are generated from this process on annual basis which amongst

others will inform the formulation of the annual report.

After the adoption of the annual report by the municipal council, the oversight committee scrutinises the report and

makes final recommendations to the council for the adoption of the final oversight report which will then be open for

public consumption.

3.9.8.1 Individual PMS

Greater Tubatse Municipality’s performance management system is not fully operational. Only section

57 managers have signed performance contracts with the municipality and plans are underway to cas-

cading the performance management to the level-one Managers, and other staff members for perfor-

mance monitoring and evaluation.

87


3.9.9 Ranked needs of Greater Tubatse Municipality

The following 10 needs are ranked in-accordance with the order of their priority:

1. Water

2. Electricity

3. Roads and storm water drainage

4. Waste removal

5. Housing

6. Cemeteries

7. Land acquisition

8. Hawkers stalls

9. Sports and recreational facilities

10. Street and traffic lights

3.9.9.1 Administrative Structure

EXPENDITURE

ENVIRO-NMENTAL

TRAFFIC & PROTECTION

SERVICES

SOCIALSERVICES DISASTER CEMETARIES

REVENUE BUDGET ADMIN SECRETARIAT IDP PMS IGRPUBLICPARTICIPATION

COMMUNI-TIONSLEGAL HUMAN

RESOURCES

FINANCIAL SERVICES

PMU WATER SEWARAGE ROADS &STORMWATER REFUSE

TECHNICAL SERVICES ECONOMIC & LAND DEVELOPMENT COMMUNITY SERVICES

STRATEGIC PLANNINGCORPORATE SERVICES EXECUTIVE SUPPORT

MUNICIPAL MANAGER

TOWN PLANNING LAND & DEVELOPMENT

ADMINISTRATIVE STRUCTURE

3.9.10 Organogram

GREATER TUBATSE MUNICIPALITYORGANIZATIONAL STRUCTURE

General Council

Office of the Mayor

Section 80Committees

ExecutiveCommittee

Office of theMunicipal Manager

Municipal InstitutionalManagement &Administration

Office of the Speaker

Section 79 Committees

Office of the Chief Whip

88

MUNICIPAL MANAGER’S OFFICE

Personal Assistant

Secretary Admin Clerk

Risk managementOfficer

Internal Auditor

Internal Audit Clerk

Municipal Manager

DIRECTORATES:Finance

Corporate ServicesExecutive Support

Community ServicesEconomic and Land Development

Strategic PlanningTechnical Services

Manager in theMunicipal Manager’s office

FINANCE DEPARTMENT

CFO

Deputy CFO

ManagerExpenditure

ManagerRevenue

ManagerBudget & Reporting

Manager SupplyChain Management

Manager Informationand Technology

FINANCE DEPARTMENT CONTINUEDEXPENDITURE:

ManagerExpenditure

Deputy ManagerExpenditure

Assistant ManagerExpenditure

Chief AccountantExpenditure

Accountant Expenditure(Creditors)

Admin ClerkX 2

Admin ClerkX 2

Accountant Expenditure(Payroll)

89


FINANCE DEPARTMENT CONTINUEDREVENUE:

Manager Revenue

Deputy Manager Revenue

Chief AccountantRevenue x 2

Senior Clerk

Admin Clerk x 3

Cashier x 6

Senior Clerk

Admin Clerk

Accountant Billing Accountant Credit Control Accountant AssessmentRates

Senior Clerk

Admin Clerk x 2

Cashier x 4

FINANCE DEPARTMENT CONTINUEDBUDGET AND REPORTING:

ManagerBudget and Reporting

Assistant ManagerBudget and Reporting

Admin Assistant

Messenger x 5

FINANCE DEPARTMENT CONTINUEDSUPPLY CHAIN MANAGEMENT:

Deputy ManagerAssets

Assets Officer Fleet ManagementOfficer

ProcurementOfficer x 3

Admin Assistant x 2

Admin Clerk

Manager SupplyChain management

90

FINANCE DEPARTMENT CONTINUEDINFORMATION AND TECHNOLOGY:

Manager Informationand Technology

Assistant ManagerInformation and Technology

IT Clerk IT Clerk

IT OfficerTelephone Systems

IT OfficerSoftware

IT OfficerNetwork

COMMUNITY SERVICES DEPARTMENT

Director Community Services

ManagerTraffic Registration and

Licensing

Assistant ManagerDisaster

Manager SocialServices

Assistant ManagerEnvironment, Parks &

Recreation

Secretary

COMMUNITY SERVICES CONTINUEDSOCIAL SERVICES:

Manager SocialServices

Librarian x 2

Assistant Librarianx 3

Sports and Arts MPCCCoordinator HIV & Aids Coordinator Chief Librarian Social Facilitator

91


COMMUNITY SERVICES CONTINUEDENVIRONMENT, PARKS & RECREATION:

Assistant ManagerEnvironment, Parks & Recreation

Supervisor:Environment, Parks and Recreation

Cemetery Foreman Parks & Recreation Foreman

General Worker x 5 General Assistant x 14

Driver

COMMUNITY SERVICES CONTINUEDTRAFFIC & LICENSING:

Manager Traffic & Licensing

Examiner ofDriving Licenses

x 5

Superintendant Licensing

SuperintendantVehicles Steelpoort

Examiner ofVehicles x 4

AssistantSuperintendent

VTS

SuperintendentRegistering Authority

AssistantSuperintendent

Snr LicensingOfficer

Clerk

E Natis Clerkx 8

SuperintendantTraffic

Assistant Superintendant

x 2

Traffic Officerx 10

Senior AssClerk

Clerk x 2

Assistant Superintendant

Traffic

GeneralAssistant

Traffic Wardenx 3

Messenge of Court

Chief: Traffic OfficerLogistics & Admin

Chief: Traffic OfficerOperationalChief Licensing Officer

Pitman x 2

COMMUNITY SERVICES CONTINUEDDISASTER MANAGEMENT:

Assistant ManagerDisaster

-Disaster Coordinator

Assistant Coordinator x 2

Admin Assistant

92

CORPORATE SERVICES DEPARTMENT

Secretary

ManagerCorporate Administration

ManagerHuman Resources

ManagerLegal Services

DirectorCorporate Services

CORPORATE SERVICES DEPARTMENT CONTINUEDCORPORATE ADMINISTRATION:

ManagerCorporate Administration

Admin Assistant Receptionist x 2

Records OfficerArea HeadMapodile

Admin Assistant Admin Assistant

Area Head Ohrigstad

Admin Officer

Area HeadPraktiseer

Records Clerk

Admin Clerk Driver/Messenger

Admin Clerk

CORPORATE SERVICES DEPARTMENT CONTINUEDHUMAN RESOURCES:

Manager Human Resources

HR CLERK

Senior HR OfficerOHS and Labour Relations

Senior HR OfficerEmployee Benefits and

Personnel Administration

Senior HR OfficerTraining/Recruitment and

Organizational Development

OHS Officer

Cleaners x 16

Labor RelationsOfficer

SupervisorCleaners

Assistant HR OfficerEmployee benefits and


Assistant HROfficer Recruitment

and Training

HR Officer :Training and

Development

HR Officer:Work study

93


CORPORATE SERVICES DEPARTMENT CONTINUEDLEGAL SERVICES:

ManagerLegal Services

Legal officer

CORPORATE SERVICES DEPARTMENT CONTINUEDHUMAN RESOURCES:

Manager Human Resources

HR CLERK

Senior HR OfficerOHS and Labour Relations

Senior HR OfficerEmployee Benefits and


Senior HR OfficerTraining/Recruitment and

Organizational Development

OHS Officer

Cleaners x 16

Labor RelationsOfficer

SupervisorCleaners

Assistant HR OfficerEmployee benefits and


Assistant HROfficer Recruitment

and Training

HR Officer :Training and

Development

HR Officer:Work study

TECHNICAL SERVICES DEPARTMENT

DirectorTechnical Services

Secretary

ManagerPMU Municipal Engineer Manager

Waste ManagementManager

Roads and Storm Water

TECHNICAL SERVICES DEPARTMENTPROJECT MANAGEMENT UNIT

ManagerPMU

Technician x 3

Admin Officer

94

TECHNICAL SERVICES DEPARTMENTMUNICIPAL ENGINEER

Municipal Engineer

Technician

SupervisorSewerage

Foreman Foreman

Electrician

Admin Clerk

SupervisorWater

GeneralAssistants x 4

PumpOperator x 3 Pump Operator General

Assistant x 4

Technician

Supervisor

Admin Officer

TECHNICAL SERVICES DEPARTMENTROADS & STORMWATER/ PUBLIC WORKS UNIT

ManagerRoad & Storm Water

Machine Operator/ Grader x 6 Truck Driver x 2 TLB Driver x 2 Driver Foreman

General Assistantx 14

TECHNICAL SERVICES DEPARTMENTREFUSEManager

Waste

SupervisorWaste

Truck Driver Street Cleaner x 13 General Assistant x 8

Admin Officer

95


STRATEGIC PLANNING DEPARTMENT

Director

ManagerIDP

IDP Officer x 21 Vacant

Assistant IDP Officer

ManagerPMS

PMS Officer x 2

Assistant PMS Officer

ManagerIGR

Assistant Manager IGR

IGR Officer

Coordinator AssistantIGR OFFICER

Secretary Admin Officer

Admin Assistant x 2

ECONOMIC AND LAND DEVELOPMENT DEPARTMENT

Secretary

ManagerDevelopment Planning

Services

ManagerHousing & Property Management

& Building Control

ManagerLocal Economic Development

Director

ECONOMIC AND LAND DEVELOPMENT CONTINUEDDEVELOPMENT PLANNING SERVICES

ManagerDevelopment Planning Services

Admin Assistant

Assistant ManagerTown Planning

GIS Specialist

Town PlannerSpatial Planning x 2

Town PlannerLand Use GIS Technician

DatabaseAdministrator

Driver Mayor

ProtocolOfficer

EXECUTIVE SUPPORT DEPARTMENT

Municipal Secretary

Assistant Municipal Secretary

AdminAssistant x 2 Typist

Admin Support:Chief Whip Office

SecretaryMayor's Office

Special ProgrammesOfficer x 3 Driver

PublicParticipation

Social Facilitatorx 2

Secretary Officeof the Speaker Admin Officer

ManagerCommunication

Spokesperson

Communication Officer

Admin Assistant

Director

SecretaryDirector’s Office

ManagerOffice of the Mayor

Manager Special Programmes

ManagerCommunity Participation

CommitteeSecretary x 3

AdminOfficer

Report Coordinator

BodyguardMayor

96

3.9.11 SWOT ANALYSIS

3.9.11.1 KPA: Spatial rationale and Local Economic development

Economic and Land Development

Town planning and Local economic development

sTRENGTH WEAkNEss OppORTuNITIEs THREATs

Land policies in place, LUMS,SDF, Building regulations

Booming of mines in the area.

Illegal land invasions.

Four qualified town planners in place, one is a registered profes-sional.

Top land developers are investing in the area.

Non cooperation of tra-ditional leaders on land management issues.

GIS established (sys-tem in place with one specialist).

Inadequate applica-tions and equipments

Potential to create PPP Topographical shapes of the area hampers more land develop-ment.(for human settle-ments and other related developments)

Inadequate personnel Formalization of some rural areas

Most of the land is privately owned.

Local Economic Development

sTRENGTHs WEAkNEss OppORTuNITIEs THREATs

LED strategy in place Business linkages with mines

LED unit established LED Unit understaffed Potential for tourism Government agricultural projects not properly supported by communi-ties.

LED Forum not func-tional

Potential for agricul-tural growth

Land invasion on poten-tial agricultural projects.

Integration of LED forum / IDP forum

Poor relationship be-tween mines, munici-pality and communities.

High unemployment rate

Mines not beneficiating

Poor skills based on major economic sec-tors.

FET College available for development of required skills

FET College not well equipped

Business support unit established (LIBSA & LEDET)

Ineffective engagement with provincial sector departments

Potential growth of BEE in the mining industry

KPA: Good Governance and Public Participation.

97


3.9.11.2 Departments: Executive Support.

Communication Unit, Secretariat, Public participation, Special programme


Communication unit in place with two person-nel.

Insufficient personnel Local radio station established.

Local news papers available.

Communication strat-egy in place.

Not well resourced Local news papers available.

Inadequate civic education.

Website in place Inadequate skills and personnel

GCIS available Local news papers available.

No clear job descrip-tions/delegation

Established communi-cation forums e.g. ward committees.

Decentralized advertis-ing.

Web site not fully functional

Secretariat unit


Unit in place. No clear job descrip-tions.

Support by the district municipality

Policies and systems available

Inadequate skills. Separation of powers bill available.

Audio recording system available

No backup systems (records)

No proper filing sys-tems

Late submissions of agenda items by de-partments.

Inadequate communi-cation

Public participation unit


Unit in place The unit is under-staffed.Inadequate capacity.

Public participation policy in place.

Public participation strategy in place

Established and func-tional ward committees

Late submissions of reports by ward com-mittees.

CDW’s in place Lack of cooperation by CDW’s.

No clear line of report-ing for CDW’s.

98

Special Programmes


Unit in place Understaffed, operate without a manager

Programmes are in place and functional.(Youth, elderly, local AIDS council, moral re-generation movement, disability forum and geographic names)

Children and Gender forums dysfunctional.

Local HIV and AIDS policy in place

No policies ( youth, children, people with disability, gender and elderly)

National ministry on children, women and disabled and National youth development agency are in place.

NYDA not accessible, the agency is not yet cascaded to municipal level

Local youth council launched.

KPA: Financial viability

3.9.11.3 Financial Services

Information technology, supply chain management, Asset management, Revenue and Expenditure


Fraud prevention strategy.

Supply chain policy.

Asset management policy.

IT systems in place. No IT Master plan in compliant to Legislative requirement

Policies in place but pending approval

Physical access control system in place but not yet commissioned

No off site data storage solution in place

ICT infrastructure and resources in place

Frequent network con-nectivity downtime

Website and Email in place

Inadequate of website content management

Expenditure


The unit is in place with seven employees.

No clear supervision and communication with service providers.

Municipal finance man-agement act is in place to regulate financial matter.

99


Venus financial sys-tems in place.

Total disregard of legis-lation during procure-ment processes.

Pay day system in place.

The municipality is not price conscious.

Procedure manuals in place.

Inadequate specialized equipments.

Monthly and quarterly Reports generated and submitted in time.

Uncontrolled study leaves.

Inadequate participa-tion during budgetary processes.

Inadequate manage-ment of budget.

Revenue


Revenue enhancement strategy is in place.

Cash flow problems. Low payments rate by Government depart-ments and rate payers.

Indigent policy. Data base is not ac-curate.

Indigent register. Debt collector

Credit control policy in place.

Inadequate control over service provision

Lengthy legal pro-cesses for recovery of debts.

Monthly and quarterly Reports generated and submitted in time.

Inadequate manage-ment of service provid-ers.

Qualified audit opinion

Assets Management Unit

sTRENGTH WEAKNESS OPPORTUNITIES THREATSThe unit in place with one employee.

Inadequate staff. The security company not responsible for the loss of municipal property.

Asset management policy in place.

Unauthorized movement of assets.

Asset audit system in place.

Asset registers GRAB compliant.

The asset management policy not fully communi-cated and implemented.

Violation of asset man-agement policy.

Inadequate security for municipal assets.

KPA’s: Basic services delivery

100

3.9.11.4 Community Services Department

Environment parks and cemetery, Social services, Traffic and licensing and Disaster management


Unit in place with one supervisor and ten general assistants.

The unit is acutely under staffed.

Unproductive work force.

Good stakeholder rela-tions

No local environmental management plan.

District environmental management plan in place.

Availability of working tools.

Poor workmanship of some facilities during construction

Vandalism

Good relationship with stakeholders.

Lack of cemetery management system for newly built cemeteries.

Availability of recre-ational parks

Shortage of recreational parks

Lack of response by potential sponsors

Availability of munici-pal cemeteries

Lack of cemetery and crematorium in Burgers-fort

Accessibility of MIG to develop cemetery and crematorium

Land Availability

Social Services


Unit in place with one manager and 04 as-sistant librarians and 02 officers.

skills match and short-age

HIV/AIDS local response strategy in place

lack of HIV/AIDS Coordinator to drive the implementation

Viable stakeholder rela-tions E.g. Public, Pri-vate & NPO’s, CBO’s.

Social influxHigh HIV/AIDS infec-tion rate.

Available community facilities

Poor workmanship of some facilities during construction

Incomplete and non handing over to end user depts.

Availability of health and social facilities.

Vandalism

Accessibility of MIG to develop sports and recreational facilities.

Lack of sporting, arts recreational facilities.

Availability of potential sponsors.

Land Availability

Functional Libraries Shortage of libraries Availability of potential sponsors

Good stakeholder rela-tions.

Land availability

101


Traffic & Licensing

sTRENGTH WEAkNEssEs OppORTuNITIEs THREATs

Suitably qualified personnel

Shortage of staff

Lack of dedication by traffic officers.

Non functionality of robots that impacts on the schedules of law enforcement officers.

High rate of Accidents during none functioning of the robots.

Available working tools Inadequate working tools

Accessible registration and licensing centers.


80/20 apportionment for licensing fees.

Disaster Management

sTRENGTH WEAkNEss OppORTuNITIEs THREAT

Functional Unit with 01 coordinator and assistant.

District intervention in terms of disasters of greater magnitude.

Flood line settlements

Rapid response by the unit

Functional disaster forum


KPA’s: Local economic development, Good governance and public participation and Institutional devel-

opment

3.9.11.5 Strategic Planning

IDP, PMS and IGR

sTRENGTH WEAkNEssEs OppORTuNITIEs THREATs

IDP Unit in place with three officials.

IDP forum not fully functional

DLGH support and District support

Rely on STATSSA for data.

Credible IDP in place.

IDP forum available. Inconsistent represen-tation by members.

IDP Sub-steering com-mittee established for proof reading of the document.

IDP Sub-steering committee not having adequate skills.

Shortage of sector plans

None compliance to IDP process plan

Public participation not fully attended to

102

Performance Management System


Effective PMS in place

Insufficient staff and resources in the unit

District and provincial support thorough the District and provincial for a

PMS policy, Manuel and framework are in place

PMS not fully implemented, it is implemented only at institutional and senior management level

Availability of PMS legislations

Turnaround strategic is fully implemented

IGR

sTRENGHTs WEAkNEssEs OppORTuNITIEs THREATs

IGR Unit is in place with 2 officials

Unit is understaffed SALGA IGR FORUM, DISTRICT BATHO PELE FORUM

Inconsistency of the forum

Customer Care framework adopted by Council

Incapacity to deal with the volume of Presiden-tial queries within the required time

SADC MOU

Draft IGR Strategy Non availability of the Ambassadorship frameworkNon implementation of the IGR framework

Draft language policy PANSALB Litigation by Minority groups

KPA: Basic service delivery

3.9.11.6 Technical services

Waste Management, Water and Sanitation, Project Management, Roads and Transport and Electricity


Waste management unit in place with 21 general assistants and one supervisor.

Unit is understaffed Support from Depart-ment of Water Affairs and Environment

Lack environmental awareness campaigns

Integrated waste man-agement plan in place.

Waste management plan not reviewed

Waste management by-law in place.

Inadequate equipment for waste management

Registered with Insti-tute for Waste Manage-ment of Southern Africa

Unit operates on a loss

103


Inadequate enforce-ment of waste manage-ment by-law

Waste management partially outsourced

License for Burgersfort landfill site has expired

High waste manage-ment services backlog

Inadequate beneficia-tion on waste manage-ment projects

Water and Sanitation (GTM not water services authority nor provider)


District WSDP in place GTM not water services authority nor provider

Institutional Social Development (ISD) in place

District WSDP not reviewed to suit the cur-rent status

Support from local mines

High water services backlog

District Municipality outsourced O&M to Lepelle water services (Turn around time)

Vandalism of water infrastructure

Aging infrastructure

Poor maintenance of the existing infra-structure in rural and townships

Project Management Unit


PMU established with three technicians and one admin officer

No PMU manager Access support from Bigen Africa, DPLGH,COGTA, & Public Works

Inadequate funding for implementation of the projects

Reports submitted to stakeholders in time

Capital projects imple-mented in time

Job creation through EPWP programmes

Project steering com-mittees in place

Project steering commit-tees are incapacitated

Poor workmanship

Roads and Storm water

104


Integrated Roads Mas-ter Plan in place

Inadequate equipments for road maintenance

Support from SANRAL & RAL

Poor maintenance on Provincial and National roads

Roads and storm water unit in place

Poor maintenance of equipments

Municipal Public Works programmes in place

High backlog of access roads and access bridges

Integrated Transport plan in place

Lack environmental awareness campaigns

GTM not water services authority nor provider

District WSDP not reviewed to suit the current status

Electricity


Dedicated official ap-pointed for electricity programme

No electricity plan Support from ESCOM & DE

GTM not electricity authority

Support from local mines

High electricity backlog

Inadequate electricity capacity

KPA: Institutional development and Transformation

3.9.11.7 Corporate services

Human Resource Unit, Legal services and Administration


Availability of HR Poli-cies Training

Poor work ethic Access to Support by the District, Provincial and SALGA

Non compliance with the Employment Equity Act

Poor personnel records keeping

Availability of Office Space

Inadequate HR systems

Communication Infra-structure

Work Skills Plan – dedicated Skills De-velopment Facilitator

Lack of capacity in per-sonnel OD / work study

105


Functional Training Committee

Decentralized training budget

None compliance to Skills

Audit Process by end-users

90% of vacant posi-tions are filled

Lack of Job descriptions

Lack of Individual per-formance Management Systems

Resignation of em-ployees from critical positions

Competition with private sectors over personnel


Functional Labour Relation sub-unit

Functional Local Labour Forum

Employee Benefits administration func-tional

Occupational Health and Safety Committee functional

Shortage of personnel in the OHS subunit

Lack of Occupational Health and Safety plan ( Evacuation plan, Emer-gency response plan, EAP plan and Employee HIV and Aids plan)

Lack of personnel in em-ployees wellness program.

Legal Unit


Timeous response to litigation matters

Access to support by DLGH

Land invasion

Contracted Attorney

Vetting of contract and Service Level Agree-ments within 14 days

Not all stake holders are consulted during vetting of SLA

Some SLA are still with end-users departments

Appointment of Service providers without comple-tion/signing of SLA

By-laws in place By-laws not being imple-mented

Lack of personnel

106

Administration Unit


Competent personnel

Improved communication between the satellite and the main office.

Availability of office space No maintenance plan for satellite offices.

File plan not yet ad-opted by council

Inadequate personnel

Lack of security man-agement plan

Poor security Services

Poor management of contracts

Inadequate front line skills

Corporate Image deteriorated

None functional elec-tronic record manage-ment system

Risk assessment of building ( Certificate of safety from engineers)

Building can col-lapse

107


section four108

section four

section foursection foursEcTION FOuR:STRATEGY CHAPTER

109

Chapter 5 of the Municipal Systems Act 32 of 2000 stipulates the core components of integrated development plans must reflect the

following:

• (c) the council ‘s development priorities and objectives for its elected term, including its local economic development aims and its

internal transformation needs;

• (d) the council‘s development strategies which must be aligned with any national or provincial sectoral plans and planning require-

ments binding on the municipality in terms of legislation.

Methodology and Processes followed during the development of the strategy chapter

• Sector departments were engaged from 29th November 2010 to 10th December 2010 to conduct SWOT Analysis and develop

departmental strategies.

- Status quo analysis key findings presentation.

- SWOT analysis for various KPA’s and functions

- Departmental strategy formulation

• Municipal Strategic Planning Workshop was held on the 15th December 2010 and 09th -11th February 2011 and the following was

discussed:

- High level status quo analysis presentations

- Austerity measures presented by HOD

- Formulation of Vision, mission and values

- Development of strategic objectives and strategies

- Projects and programmes identification and costing

4.1 Vision for Greater Tubatse MunicipalityA vision is a compelling picture of the future. It involves the heart and minds of the Employees and Councillors of the Municipality to

motivate them towards co-operation to create the idealised destination.

The Vision statement of the Greater Tubatse Municipality is:

“A developed platinum city for the benefit of all”

4.2 Mission statements for Greater Tubatse MunicipalityA mission describes the purpose of a municipality. It describes the focus for the municipal area. The mission addresses the

objects of local government as stipulated in Section 152 of the Constitution that is based on:

• democratic and accountable governance;

• sustainable services;

• social and economic development;

• safe and healthy environment; and

• Encourages community involvement.

sEcTION 4:sTRATEGY cHApTER

110

The mission statements for Greater Tubatse Municipality are:

• Local accountable democracy through active community participation

• Economic advancement to fight poverty and unemployment

• Accessible, needs-satisfying services rendering in a sustainable and affordable manner

• Municipal transformation and institutional development and

• Environmental management to ensure a balance between safe human settlements and the economic base of the munici-

pality

4.3 Values for the Greater Tubatse Municipality Values underline the behavioural characteristics of the GTM. It guides the people within the municipality towards the achieve-

ment of the mission and ultimately the vision of the municipality by not necessarily outlining solutions how this will be done

but rather the manner in which it is accomplished.

The following are Values of the Greater Tubatse Municipality:

• Mutual Respect

• Commitment

• Transparency

• Accountability

• Discipline

4.4 Summary of the Strategy Chapter

111


4.5 KPA 1: Institutional Development and Transformation pROBLEM sTATEMENT OBJEcTIvEs sTRATEGY OuTcOMEs sTRATEGIc pROJEcTs

Skills shortage To develop a credible skills planning institu-tional mechanism

Skills Development A skilled and capable workforce to support inclusive growth

Developing Workplace skills plan

Inadequate utilization of workforce

To ensure effective utilization of the available workforce

Conduct a research development and innovation in human capital

A skilled and capable workforce to support inclusive growth

Skills audit and place-mentOrganizational Re-engineering

Development of job descriptions

Poor work ethics To build a disciplined organizational culture

Facilitate change management

A development orientated public service and inclusive citizenship

Enforcement of em-ployee code of conduct

Limited power and functions To acquire additional powers and func-tions that will impact positively on basic services

Transfer of water services authority and provision to the local municipality

Acquire electricity license

Acquire housing ac-creditation

An efficient, competi-tive and responsive economic infrastruc-ture network

Engagement with Dis-trict and local govt.

Apply for supply of electricity in the Urban and township areas

Applying for housing accreditation

4.6 KPA 2: Basic ServicespROBLEM sTATEMENT OBJEcTIvEs sTRATEGIEs OuTcOMEs sTRATEGIc pROJEcTs

Inadequate development and maintenance of mu-nicipal infrastructure

High roads backlogs

To improve develop-ment and mainte-nance of municipal infrastructure

To improve acces-sibility and mobility of transport

Improve infrastruc-tural development and maintenence

Review and implement integrated transport plan and road master plan

An efficient, effective and responsive eco-nomic infrastructure network


Stakeholder engagement

Review and Implement the environmental man-agement plan

Review and implement integrated transport plan and road master plan and infrastructure manage-ment plan

Inadequate access to waste management services

To improve access to waste management services

Review waste man-agement implemen-tation plan

A responsive, ac-countable effective and efficient local government system

Extension of services. Review of current waste management contract. PPP project.

High electricity backlogs (28000 HH)

To facilitate in-creased allocation of grid electricity

Increase capacity for engagement



High water and sanitation backlogs

To facilitate in-creased allocation of water and sanitation projects in GTM

Increase capacity for engagements



High housing backlogs To facilitate in-creased allocation of housing projects in GTM

Increase capacity for engagement



112

4.7 KPA: 3 Local Economic Development

pROBLEM sTATEMENT OBJEcTIvE sTRATEGY OuTcOME sTRATEGIc pROJEcT

Limited benefit from min-ing opportunities

To Improve stake-holder relationship

facilitate access to opportunities

Decent employment through inclusive economic growth

Coordinated benefit model for communities (SLP)

Limited benefit from stake-holder initiated projects and planning

To improve municipal support, planning and financing To improve support to small business and cooperatives

Facilitate integrated planning culture

Decent employment through inclusive economic growth

Structure institutional-izationCredible IDP

Limited skills appropriate for mining employment

To facilitate resourc-ing of the available learning facilities

Resource and influ-ence transforma-tion of the learning outcome

A skilled and capable workforce to support inclusive growth

Harness provisions of LEGDP and local LED Strategy

High unemployment rate To reduce unemploy-ment rate

Facilitate creation of 1000 jobs /A through CWP and others

A responsive and ac-countable , effective and efficient local government

Implement CWP and other related pro-grammes

4.8 KPA: Financial Viability pROBLEM sTATEMENT OBJEcTIvEs sTRATEGIEs OuTcOME sTRATEGIc pROJEcT

Poor budget management(planning, implementation and review)

To improve budget planning manage-ment processes across departments

Facilitate compre-hensive budget processes across departments

Responsive and bud-get implementation

Establish budget steer-ing committee

Poor revenue collection To improve revenue collection

Develop and imple-ment revenue en-hancement strategy

Improve quality of services

Improve revenue collection

Reduction of debtors

Improved cash flow

Implement revenue strategy

Responsive services maintenance pro-gramme in billing areas

Inadequate asset manage-ment

To ensure account-able and effective as-set management

Facilitate effective use of asset man-agement

Proper management of asset by respec-tive asset users

Establish asset steering committee

Monthly reporting on assets use

Inadequate implementation of SCM policy

Ensure legislative compliance of SCM policy

Enforcement of SCM policy

Legislative compli-ance with the policy

Monitoring monthly re-porting on compliance

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4.9 KPA: 5 Good Governance and Public Participation pROBLEM sTATEMENT OBJEcTIvEs sTRATEGIEs OuTcOME sTRATEGIc pROJEcT

Inadequate communication To ensure council is portrayed in ways that restores trust in local government

Improve stakeholder relation

Development orientated public service and inclusive citizenship

Updated website;Review and implementa-tion of communication strategyCivic education pro-grammesMedia house relationsImplement public partici-pation strategyImprove IGR

Limited functionality of the oversight tools PMSRiskAudit CommitteeWard Committee

To improve perfor-mance monitoring and evaluation

Improve oversight environment

Responsive account-able, effective and efficient local govern-ment system

Review of the PMS framework;Strengthening of the RISK and Audit unit’s functionality;Ward committee capaci-tating

Limited guidelines/policies of special programmesLimited functionality of forumsConflicting roles of CDWs and council structures

Enable institutional environment for func-tionality of forums

Strengthening the IGR environment

Responsive account-able, effective and efficient local govern-ment system

Policy development /guidelinesMaximised linkagesCapacity building of forums

Inadequate enforcement of by-laws

To promote enforce-ment of municipal by-laws

Facilitate enforce-ment of the gazette municipal by-laws

All people in South Africa protected and feel safe

Stakeholder engage-mentContract managementFinalization of the appointment of peace officers

4.10 KPA: 6 Spatial RationalepROBLEM sTATEMENT OBJEcTIvEs sTRATEGY OuTcOMEs sTRATEGIc pROJEcT

Land invasion on potential agricultural projects and earmarked development by communities.

To facilitate formal acquisition an requi-site use of land

Land acquisition and improvement OF stakeholder relation

Sustainable human settlement and improved quality of household life

Implementation of SDF

Enforcement of LUMS

Formalization of settle-ments.

Lack of Municipal owned land.

To facilitate formal acquisition an requi-site use of land

Land acquisition Sustainable human settlement and improved quality of household life

Land acquisition.

Inadequate stakeholder relations

To strengthen rela-tionship

Diverse engagement modalities.

Responsive, ac-countable, effective and efficient local government systems.

Formation of Forums.

Delayed finalization of Land claims

To facilitate finaliza-tion of land claims

Strengthening en-gagement capacity.

Sustainable human settlement and improved quality of household life

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115


section five116

section five

section fivesection fivesEcTION FIvE:MEDIUM TERM REVENUE AND EXPENDITURE FRAMEWORK

117

5.1 Revenue ITEM BuDGET YEAR BuDGET YEAR +1 BuDGET YEAR +2

2011/12 20012/3 2013/14

PROPERTY RATES (40,700,000) (44,770,000) (49,247,000)

SALE OF WATER - UNITS (11,534,692) (12,688,162) (13,956,978)

SALE OF WATER -PREPAID (693,000) (762,300) (838,530)

SEWERAGE CHARGES (2,948,000) (3,242,800) (3,567,080)

REFUSE REMOVAL CHARGES (6,050,000) (6,655,000) (7,320,500)

EQUITABLE SHARE COUNCILLOR CONTRIBUTION (3,730,000) (393,800) (4,167,000)

EQUITABLE SHARE (110,407,000) (122,281,000) (130,313,000)

EQUITABLE SHARE FREE BASIC ELECTRICITY - - -

FINANCE MANAGEMENT GRANT (1,250,000) (3,000,000) (3,300,000)

GRANT MUNICIPAL SUPPORT (CAPACITY BUILD) (790,000) (800,000) (900,000)

INSTITUTIONAL GRANT (913,500) (1,004,850) (1,105,335)

LGSETA - TRAINING - - -

GRANTS - INTERGRATED NAT ELECTRIFICATION - - -

GRANTS - MIG FUNDS (2,065,550) (2,407,550) (2,529,000)

NEIGBOUR DEVELOP PARTNER (CAPITAL GRANT) - - -

EXP PUBLIC WORKS PROG INCENTIVE GRANT - - -

CITY / DEVELOPMENT STRATEGY - - -

INVESTMENTS (165,000) (181,500) (199,650)

LATE PAYMENT (1,049,400) (1,154,340) (1,269,774)

INTEREST ON OUTSTANDING DEBTORS (3,098,761) (3,408,637) (3,749,501)

RENT - HOUSING (420,000) (462,000) (508,200)

ADVERTISING SIGNS (33,000) (36,300) (39,930)

BUILDING PLANS & INSPECTIONS (250,000) (275,000) (302,500)

BURIAL FEES (60,000) (66,000) (72,600)

CLEARANCE CERTIFICATES (18,145) (19,960) (21,955)

CONNECTION FEES - WATER (15,746) (17,321) (19,053)

FINES - LIBRARY AND LOST BOOKS (1,100) (1,210) (1,331)

LICENSING - COMMISSION ON VEHICLE REGIST (2,000,000) (2,200,000) (2,420,000)

LICENSING - DRIVERS LICENSES (1,100,000) (1,210,000) (1,331,000)

LICENSING - LEARNER LICENSES (1,100,000) (1,210,000) (1,331,000)

LICENSING - CHANGE OF LIC/ APPL FEES (832,000) (915,200) (1,006,720)

LICENSING - PERMITS (10,000) (11,000) (12,100)

LICENSING - HAWKERS (30,000) (33,000) (36,300)

MEMBERSHIP FEES (5,000) (5,500) (6,050)

SUNDRY INCOME - - -

WATER BULK CONTRIBUTION (440,000) (484,000) (532,400)

VALUATION CERTIFICATE (583) (641) (705)

IRMA AND ACCESS PAVING to COMMUNITY HALL (leboeng) 2,300,000

SUB-TOTAL DIRECT OPERATING INCOME -192,915,477 -211,022,570 -231,563,242

INCOME FOREGONE 1,600,000 1,760,000 1,936,000

TOTAL OPERATING INCOME -191,315,477 -209,262,570 -229,627,242

sEcTION 5: MEDIuM TERM REvENuE AND ExpENDITuRE FRAMEWORk

118

5.2 Expenditure BuDGET

ITEM Year Year +1 Year +2

2011/12 20012/3 2013/14

EMPLOYEE SAL AND ALLOWANCE 78,352,647 84,620,858 91,390,527

COUNCILLORS REMUNERATION 17,339,676 18,726,850 20,224,998

ADVERTISEMENTS 385,000 423,500 465,850

ALLOWANCES TRADITIONAL LEADERS 88,000 96,800 106,480

AUDIT COMMITTEE 150,000 150,000 150,000

AUDIT FEES - INTERNAL 280,000 308,000 338,800

AUDIT FEES - EXTERNAL 1,750,000 2,000,000 2,250,000

BANK CHARGES 275,000 302,500 332,750

BOOK REPLACEMENTS 17,600 19,360 21,296

BURIALS - NEEDY PERSONS 38,500 42,350 46,585

BURSARY FUND 330,000 363,000 399,300

COLLECTION COST 500,000 700,000 90,000

COMMUNICATION SYSTEM - - -

COORDINATED BENEFIT MODEL FOR COMMUNITIRES (SLP) 30,000 40,000 50,000

CITY DEVELOPMENT STRATEGY 1,375,000 1,512,500 1,663,750

DEPARTMENTAL BUSINESS PLANS - - -

DISATER PLAN REVIEW 30,000 - -

MAYOR’S DISCRETIONERY FUND 110,000 121,000 133,100

ENTERTAINMENT PUBLIC 264,000 290,400 319,440

SPEAKER’S DISCRETIONERY FUND 46,200 50,820 55,902

EVENTS &SPECIAL PROJECTS 209,000 229,900 252,890

E & S CHILDREN PROGRAMMES 22,000 24,200 26,620

E & S YOUTH PROGRAMMES 275,000 302,500 332,750

E & S DISABILITY 374,000 411,400 452,540

E & S GENDER 55,000 60,500 66,550

E & S ELDERY 33,000 36,300 39,930

E & S GEOGRAPHIC NAMES CHANGE 22,000 24,200 26,620

E & S HIV/AIDS 110,000 121,000 133,100

E & S MORAL REGENERATION MOVEMENT 50,000 55,000 60,500

E & S ISSUE BASED IMIBIZOS 50,000 50,000 50,000

E & S EXCO OUTREACH 150,000 200,000 250,000

E & S SOLMA 700,000 800,000 900,000

E & S IDP/PM/BUDGET FORUM 50,000 60,000 70,000

E & S MAYORS Special Program 1,500,000 1,000,000 1,000,000

E & S TRAINING OF WARD COMMITEES 120,000 130,000 140,000

E & S TRAINING OF COUNCILLORS - 400,000 500,000

E & S TRAINING OF FORUMS 50,000 50,000 50,000

E & S SUPPORT SECURED LINKAGES 500,000 1,000,000 1,000,000

E & S INSTITUTIONALISATION OF INFORMAL SECTOR 1,000,000 - -

E & S RELOCATION OF BEACONS IN URBAN TOWNSHIP 1,000,000 3,200,000 3,400,000

119


BuDGET


2011/12 20012/3 2013/14

E & S ENGAGEMENT WITH MAGOSHI 50,000 60,000 70,000

E & S AUDIT URBAN PROPERTIES FOR COMPLIANCE 50,000 60,000 70,000

E & S DEVELOP OF BUILDONG PLANS FOR BGF. S/POORT & O/STAD 500,000 300,000 100,000

E & S PLANING / SURVEY OF MASHIFANE PARK 800,000 600,000 -

FREE BASIC ELECTRICITY EXPENSES 3,500,000 3,850,000 4,235,000

FREE BASIC WATER EXPENSES - - -

FUEL 715,000 786,500 865,150

GIS 610,000 671,000 738,100

GRANTS IN AID 330,000 363,000 399,300

IDP PROCESS 235,000 258,500 284,350

INTER GOVERNMENTAL RELATION 220,000 242,000 266,200

INDIGENTS (COUNCIL CONTRIBUTION) 55,000 60,500 66,550

IMPLEMENTATION MFSA GRANT 1,250,000 1,375,000 1,512,500

INSPECTORATE FEES 66,000 72,600 79,860

RECORDS MANAGEMENT 110,000 121,000 133,100

INSURANCE - GENERAL 440,000 484,000 532,400

EMPLOYEES WELLNESS PROGRAMME 280,500 308,550 339,405

LED STAKEHOLDER FORUM 44,000 48,400 53,240

LED PROJECTS 1,000,000 1,100,000 1,210,000

IT SYSTEM 550,000 605,000 665,500

LEGAL FEES 2,000,000 2,200,000 2,420,000

NOTICE BOARDS - - -

DEBT COLLECTION 650,000 715,000 786,500

OCCUPATIONAL HEALTH & SAFETY 200,000 300,000 400,000

PERIODICALS 50,000 - 30,000

POLICIES & BY-LAWS 100,000 40,000 30,000

PLANNING FEES - - -

PMS MANAGEMENT 220,000 242,000 266,200

PMU ADMINISTRATION - - -

PMU SKILLS DEVELOPMENT GRANT - - -

POSTAGE & TELEGRAMS 1,100 1,210 1,331

PRINTING & STATIONERY 798,600 878,460 966,306

PROTECTIVE EQUIPMENT 368,500 405,350 445,885

RENT OF EQUIPMENT & OFFICES 1,870,000 2,057,000 2,262,700

RENT OF CEVIC CENTRE 11,600,000 11,600,000 11,600,000

RENT OF FURNITURE 2,164,800 2,381,280 2,619,408

RENT OF IT NETWORK 2,706,000 2,976,600 3,274,260

LEASE OF GRADERS 970,000 1,067,000 1,173,700

STOCK & MATERIAL - - -

STATUTORY LEVIES - STAFF 220,000 242,000 266,200

SUNDRY EXPENSES 33,000 36,300 39,930

120

BuDGET


2011/12 20012/3 2013/14

SYSTEMS - FINANCIAL 200,000 430,000 460,000

SYSTEMS - TELEPHONE 250,000 150,000 160,000

SYSTEMS - SECURITY - CCTV 5,800,000 800,000 1,000,000

SYSTEMS - WEBSITE 140,000 150,000 160,000

SYSTEMS - WIRELESS & I.C.A.S.A 200,000 300,000 400,000

SYSTEMS - PREPAID WATER 150,000 400,000 450,000

SYSTEMS - INTERNAL AUDIT 150,000 165,000 181,500

TELEPHONE EXPENSES 567,600 624,360 686,796

TOWNSHIP ESTABLISHMENT 550,000 605,000 665,500

TRAINING - STAFF 800,000 850,000 900,000

TRAINING - COUNCILLORS 300,000 330,000 363,000

VALUATION COSTS 260,000 286,000 314,600

VALUATION COURT EXPENSES 58,300 64,130 70,543

WARD COMMITTEES 3,720,000 4,092,000 4,501,200

CASH COLLECTION COST (DEPOSIT FEES) - - -

PROFESSIONAL SERVICES 165,000 181,500 199,650

PROFESSIONAL SERVICES (CONTRACTED) 6,699,000 7,368,900 8,105,790

SECURITY SERVICES 8,778,500 9,656,350 10,621,985

SECURITY BANKING SERVICES 229,790 252,769 278,046

REDEMPTION EXTERNAL 2,724,700 2,997,170 3,296,887

R & M OF CEMETRY 33,000 36,300 39,930

R & M OF MACHINERY & EQUIPMENT 1,258,755 1,384,631 1,523,094

R & M OF OFFICE FURNITURE & EQUIPMENT 33,000 36,300 39,930

R & M OF PIPELINES - - -

R & M OF STREETS AND PLANT 3,436,450 3,780,094 4,158,104

R & M OF LIGHTS & ROBOTS 990,000 1,089,000 1,197,900

R & M OF VEHICLE & MACHINERY 187,000 205,700 226,270

DEPARTMENTAL: ELECTRICITY 1,760,000 1,936,000 2,129,600

DEPRECIATION ON ASSETS 2,970,000 3,267,000 3,593,700

CONTRIBUTIONS TO BAD DEBTS RESERVE 3,322,000 3,654,200 4,019,620

SUB-TOTAL EXPENDITURE (GROSS) 191,540,524 203,303,730 218,904,149

121


section six122

section six

section sixsection sixsEcTION sIx:PROJECTS

123

6.1 Greater Tubatse Municipal Projects & Programmes

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1.1 Developing Work-place skills plan

1.1.1 Work place skills plan

GTM % progress development of WSP

0 0 0 0 0

1.2 Skills audit and placement

1.2.1 Skills Audit GTM % progress skills audit 0 0 0 0 0

1.2.2 Placement GTM % progress placement 0 0 0 0 0

1.2.3

1.2.3.1 Training Staff GTM % progress training 800k 850k 900k 950k 1m

1.3 Organizational Re-engineering

1.3.1 Work Study GTM % progress work study 0 0 0 0 0

1.3.2 Job Descriptions GTM % progress development of job descriptions

0 0 0 0 0

1.3.3 Job Evaluation GTM % progress job evalu-ations

0 0 0 0 0

1.4 Enforcement of employee code of conduct

1.4.1 Sign off for code of conduct

GTM % progress singing off code of conduct

0 0 0 0 0

1.4.2 Procurement of legislative banners and national symbols

GTM % progress procurement of national symbols

50k 0 30k 0 30k

1.4.2 Occupational health and safety programme

GTM % progress implementa-tion of health and safety programme

200k 300k 400k 500k 600k

1.5 Engagement with District and local govt.

1.5.1 Task Team GTM % progress development of task team

0 0 0 0 0

1.5.2 Progress reports GTM # of reports generated 0 0 0 0 0

1.6 Apply for supply of electricity in the Urban and town-ship areas

1.6.1 Task Team GTM % progress development of task team

0 0 0 0 0


1.7 Applying for hous-ing accreditation

1.7.1 Task Team GTM % progress establish-ment of task team

0 0 0 0 0


1.8 Contract manage-ment

1.8.1 Vetting of con-tracts

GTM # of contracts vetted 0 0 0 0 0

1.8.2 Service level agreement

GTM # of service level agree-ment signed

0 0 0 0 0

1.8.3 Development of by-laws

GTM # of by-laws developed 50k 40k 30k 20k 10k

1.8.5 Revisit existing maintenance contract.

GTM # of maintenance con-tracts revisited

0 0 0 0 0

1.8.6 Review current waste manage-ment contract.

GTM % progress review of waste management contract

0 0 0 0 0

sEcTION 6:pROJEcTs

124

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1.8.7 Review disaster response plan

GTM % progress review of disaster response plan

30k 0 0 0 0

1.8.8 Develop pauper policy

GTM % progress development of pauper policy

50k 0 0 0 0

2.1 Extension of ser-vices.

2.1.1

Roads & storm water

2.1.1.1 Alverton access bridge

MIG % progress develop-ment of bridge

3.1m 0 0 0 0

2.1.2.2 Dresden access bridge


3.1m 0 0 0 0

2.1.2.3 Maropong ac-cess bridge


3.45m 0 0 0 0

2.1.2.4 Mokobola access bridge


3.45m 0 0 0 0

2.1.2.5 Molawetsi ac-cess bridge


3.45m 0 0 0 0

2.1.2.6 Motlolo access bridge


3.42m 0 0 0 0

2.1.2.7 Mapodile sports complex

MIG % progress development of complex

2.0m 3.0m 2.2m 0 0

2.1.2.8 Burgersfort inter-nal street

MIG % progress development of streets

2.5m 4.0m 5.4m 7.0m 8.5m

2.1.2.9 Ngwaabe access roads

MIG % progress development of road

1.5m 3.0m 0 0 0

2.1.2.10 Praktiseer inter-nal streets

MIG % progress development of street

2.5m 4.0m 5.4m 6.0m 7.0m

2.1.2.11 Ohrigstad inter-nal streets

MIG % progress development of streets

2.5m 3.0m 0 0 0

2.1.2.12 Kampeng access bridge

MIG % progress development of bridge

0 2.9m 0 0 0

2.1.2.13 Phiring access bridge

MIG % progress development of bridge

0 3.0m 0 0 0

2.1.2 Electricity

2.1.2.1 Maahlashi DoE % progress electrifica-tion of village

517K 0 0 0 0

2.1.2.2 Mafarafara DoE % progress electrifica-tion of village

2.86m 0 0 0 0

2.1.2.3 Malepe DoE % progress electrifica-tion of village

1.43m 0 0 0 0

2.1.2.4 Moraba DoE % progress electrifica-tion of village

910k 0 0 0 0

2.1.2.5 Motshana DoE % progress electrifica-tion of village

3.9m 0 0 0 0

2.1.2.6 Mokgotho DoE % progress electrifica-tion of village

4.55m 0 0 0 0

2.1.2.7 Maretlwaneng DoE % progress electrifica-tion of village

2.86m 0 0 0 0

125


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2.1.2.8 Mankele DoE % progress electrifica-tion of village

1.69m 0 0 0 0

2.1.2.9 Mamogolo DoE % progress electrifica-tion of village

1.08m 100k 0 0 0

2.1.2.10 Lefahla DoE % progress electrifica-tion of village

0 900k 0 0 0

2.1.2.11 Kutollo DoE % progress electrifica-tion of village

0 4.8m 0 0 0

2.1.3 Establishment of libraries

2.1.3.1 Refurbishment of Burgersfort library

MIG % progress refurbish-ment of Burgersfort library

0 0 1.5m 0 0

2.1.3.2 Establishment of rural libraries

MIG % progress establish-ment of rural libraries

0 0 0 0 0

2.1.4 Establishment of cemeteries

2.1.4.1 Establishment of Burgersfort cemetery

MIG % progress establish-ment of Burgersfort cemetery

0 0 0 2m 0

2.1.4.2 Establishment of Praktiseer 2nd cemetery

GTM % progress establish-ment of Praktiseer cemetery

0 200k 300k 0 0

2.1.4.3 Fencing of Rural cemeteries

MIG % progress fencing of Rural cemeteries

3.5m 4m 4.5m 5m 5.4m

2.1.5.1 Purchase of disaster vehicles

GTM % progress purchase of disaster vehicle

250k 250k 250k 0 0

2.1.5.2 Provision of disaster relief material

GTM % progress provision of disaster relief material

100k 100k 100k 100k 100k

2.1.6.1 Establishment of 7 parks

GTM % progress establish-ment of parks

0 0 0 0 0

2.1.8 Waste manage-ment

GTM % progress manage-ment of waste

4.9m 5.4m 5.9m 6.4m 6.9m

2.1.7 Establishment of sport and culture complexes and events

2.1.7.1 Establishment of Ngwabe sport complex

MIG % progress establish-ment of sports complex

0 500k 500k 1m 1m

2.1.7.2 Establishment of Ohrigstad sport complex


0 500k 500k 1m 1m

2.1.7.3 Establishment of Driekop sport complex


0 500k 500k 1m 1m

2.1.7.4 Establishment of Praktiseer sport complex


0 500k 500k 1m 1m

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2.1.7.5 Establishment of Leboeng Sport complex


0 500k 500k 1m 1m

2.1.8 Development of arts and culture centre

MIG % progress development of arts & culture centre

0 1m 2m 2m 0

2.1.9.1 Establishment of Burgersfort test-ing station

MIG % progress establish-ment of Burgersfort testing station

0 200k 1m 0 0

2.1.9.2 Extension of Praktiseer testing station

MIG % progress extension of Praktiseer station

0 0 1m 0 0

2.1.9.3 Upgrading of Steelpoort road worthy centre

MIG % progress upgrading of Steelpoort road worthy centre

0 0 0 2m 0

2.1.9.4 Establishment of vehicle pound

MIG % progress establish-ment of Vehicle pound

0 0 0 1.5m 0

2.2 PPP Project. 2.2.1 Refuse removal National Treasury

% progress implementa-tion of refuse removal project

2.2.2 Food for waste National Treasury

% progress implementa-tion of refuse food for waste project

2.2.3 Recycling National Treasury

% progress implementa-tion of recycling project

2.2.4 Land fill site National Treasury

% progress implementa-tion of land fill site

3.1 Coordinated ben-efit model for com-munities (SLP)

3.1.1 Draft Document GTM % progress development of document

0 0 0 0 0

3.1.2 Engagement sessions

GTM # of engagement ses-sions held

30k 40k 50k 60k 70k

3.1.3 MOU sign of support

GTM % progress signing of M.O.U

0 0 0 0 0

3.2 Institutionalization of Structures and IDP

3.2.1 IGR Structures GTM % progress establish-ment of IGR structures

0 0 0 0 0

3.2.2 Beneficiary structures

GTM # of meetings held with beneficiary structures

20k 20k 20k 20k 20k

3.2.3 Credible IDP

3.2.3.1 Status quo analysis

GTM % progress development of status quo analysis

30K 30K 30K 30K 30K

3.3 Harness provisions of LEGDP and lo-cal LED Strategy

3.3.1 Engagement of appropriate stakeholders (Mines & FET)

GTM % of stakeholder engagement meetings resolutions implemented

0 0 0 0 0

3.3.2 Fresh Produce market

GTM % progress facilitation of fresh produce market

0 0 0 0 0

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3.3.3 Development of DJate heritage site

GTM % progress facilitation of development of Djate heritage site

0 0 0 0 0

3.3.4 Poverty allevia-tion projects

GTM # of poverty alleviation projects funded

700k 800k 900k 1m 1.1m

3.3.5 Mining supply park

GTM % progress facilitation of mining supply park

0 0 0 0 0

3.3.6 Institutionalisa-tion of informal business sector

GTM % progress institution-alisation of informal businesses

1m 0 0 0 0

3.4 Implement CWP and other related programmes

3.4.1 Jobs created by;

3.4.1.1 In-house projects GTM # of in-house jobs cre-ated

0 0 0 0 0

3.4.1.2 Mines GTM # of jobs created by mines

0 0 0 0 0

3.4.1.3 Business GTM # of jobs created retail 0 0 0 0 0

3.4.1.4 Social institutions GTM # of jobs created by social institutions

0 0 0 0 0

3.4.1.5 Farming GTM # of jobs created by farms

0 0 0 0 0

3.4.1.6 Tourism GTM # of jobs created by tourism

0 0 0 0 0

3.4.1.7 CWP GTM # of jobs created by CWP

0 0 0 0 0

3.4.1.8 Government offices

GTM # of jobs created by Government

0 0 0 0 0

3.4.1.9 Others GTM # of jobs created by others

0 0 0 0 0

3.4.2 Establishment of employment data system

GTM % progress establish-ment of employment data system

0 0 0 0 0

4.1 Promote function-ality of Budget steering committee

4.1.1 Promote functionality of Budget steering committee

GTM % progress promotion of functionality of budget steering committee

0 0 0 0 0

4.2 Implement revenue Enhancement strategy.

4.2.1 *Campaigns GTM # of revenue campaigns held

0 0 0 0 0

4.2.2 *Debtor data cleansing

GTM % progress cleansing of Debtor data

0 0 0 0 0

4.2.3 *Debt Arrange-ments

GTM % progress arrange-ments of debts

0 0 0 0 0

4.2.4 Reduction of municipal service debts

GTM % progress in reducing debts.

0 0 0 0 0

128

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4.2.6 Suppliers pay-ments manage-ment

GTM % compliance to 30 days payment time

0 0 0 0 0

4.2.7 Creditors recon-ciliation

GTM % reconciliation of all payment transactions

0 0 0 0 0

4.2.8 Conditional grants manage-ment

GTM % compliance to grant expenditure conditions

0 0 0 0 0

4.2.9 Cash manage-ment and invest-ments

GTM R-value of cash avail-able to monthly expendi-ture commitments

0 0 0 0 0

4.2.9 Statutory pay-ments

GTM % compliance to statu-tory obligations

0 0 0 0 0

4.2.10 Pay roll manage-ment

GTM % accuracy in payroll management

0 0 0 0 0

4.3 Responsive ser-vices maintenance program in billing areas.

4.3.1 Monetary provi-sion for basic maintenance

Collection of mu-nicipal services billed

GTM % progress monetary provision for basic main-tenances conducted

% collection of billed revenue

0 0 0 0 0

4.4 Establish asset steering commit-tee.

4.4.1 Reports gener-ated from the system

GTM % implementation of resolutions from asset steering committee

200k 210k 220k 230k 240k

4.4.2 Replacement and repairs of assets

GTM % progress replacement and repair of assets

5m 5m 5m 5m 5m

4.5.5 Wireless System & I.C.A.S.A

GTM % progress maintenance of wireless system

400k 400k 400k 400k 400k

4.5.6 Prepaid Water System

GTM % progress maintenance f prepaid system

350k 400k 450k 500k 550k

4.5.7 Internal audit systems

GTM % progress maintenance f internal audit system

200k 0 0 0 0

4.6 Implementation of the audit action plan

4.6.1 Internal Audit GTM # of internal audits undertaken

0 0 0 0 0

4.6.2 External Audit GTM # of external audits undertaken

# of reports produced

1.75m 2m 2.25m 2.5m 2.75m

4.6.3 Audit Committee GTM # of audit committee meetings held

# of audit reports pro-duced

150k 150k 150k 150k 150k

129


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4.7 Review and Implementation of IT plan

4.7.1 Desktop support GTM Turnaround time for desktop support

0 0 0 0 0

4.8.2 Support for small businesses

GTM % budget allocated to small businesses

0 0 0 0 0

4.8.3 Small businesses subcontracted

GTM % of tenders subcon-tracted to small busi-nesses

0 0 0 0 0

4.2.4 Procurement to local bussi-nesses

% procurement to local businesses

0 0 0 0 0

5.1 • Updated web-site;

5.1.1 Information col-lating

GTM % progress collating information

0 0 0 0 0

5.1.2 legislative com-pliance

GTM % progress legislative compliance

0 0 0 0 0

• Review and implementation of communica-tion strategy

5.1.3 Status quo analysis

GTM % progress compilation of status quo analysis

0 0 0 0 0

5.1.4 Final approval GTM % progress approval of communication strategy

0 0 0 0 0

5.1.5 Implementation plan for Focus areas

GTM % progress implementa-tion of communication strategy

0 0 0 0 0

• Civic education programmes

5.1.6 Talk shows

GTM # talk shows held

0 0 0 0

5.1.7 Issue based imbizos

GTM # of Imbizos held 50k 50k 50k 50k 50k

5.1.8 Newsletters GTM # of news letters pro-duced

250k 260k 270k 280k 290k

5.1.9 Media release GTM # media statements released

50k 50k 50k 50k 50k

5.1.10 Marketing and branding

GTM % progress marketing and branding of the municipality

600k 700k 800k 900k 1m

Implement public participation strategy

5.1.11 EXCO Outreach GTM % EXCO outreaches issues addressed

150k 200k 250k 300k 350k

5.1.12 SOLMA GTM # SOLMA conducted 700k 800k 900k 1m 1.2m

5.1.13 IDP/PMS/Budget Forums

GTM # IDP/PMS/Budget forums held

50k 60k 70k 80k 90k

5.1.14 Establishment of project steering committees

GTM # of project steering committees established

0 0 0 0 0

5.1.15 Mayors special programmes

GTM % progress implementa-tion of Mayor’s special programmes

2.7m 2.8m 2.9m 3m 3.1m

Implementation of PMS

5.2.1 Development of SDBIP

GTM % progress development of SDBIP

0 0 0 0 0

130

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5.2.2 Development and signing of performance agreements

GTM % progress development and signing of P.A

0 0 0 0 0

5.2.3 Management review

GTM # management reviews conducted

100k 0 0 0 0

5.2.5 Individual as-sessments

GTM % progress conducting of individual assess-ments

0 0 0 0 0

5.2.6 Half yearly report GTM % progress development of Half yearly report

0 0 0 0 0

5.2.7 Annual report GTM % progress development of Annual report

0 0 0 0 0

5.2.8 Printing of An-nual reports

GTM # reports printed 0 0 0 0 0

5.2 • Review of the PMS framework;

5.2.1 Incentive model GTM % progress development of incentive model

0 0 0 0 0

5.2.2 Cascading pro-grammes

GTM % progress cascading of PMS to other levels

0 0 0 0 0

5.3 • Strengthening of the RISK and Audit unit’s functionality;

5.3.1 Capacity addition GTM % progress capacitating Risk and Audit unit

430k 450k 460k 470k 480k

5.3.2 Compliance GTM % progress compliance to legislation

0 0 0 0 0

• Council’s struc-tures capacitat-ing

5.2.5 Establishment and induction of Councillors

GTM % progress induction of Councillors

350k 0 0 0 0

5.2.6 Training of ward committees

GTM % progress training of ward committees

120k 130k 140k 150k 160k

5.2.7 Inauguration of new Council

GTM % progress inauguration of council

50k 0 0 0 0

5.2.9 Training of coun-cillors

GTM 300K 400K 500K 600K 700K

5.2.10 Training of forums

GTM % progress training of forums

50K 50K 50K 50K 50K

• Policy develop-ment /guidelines

5.2.11 Draft Policy GTM # of policies developed 0 0 0 0 0

5.2.12 Approval GTM # policies approved 0 0 0 0 0

Intergovernmental relations

5.3.1 Presidential hotline

GTM # presidential queries responded in time

0 0 0 0 0

5.3.2 Implementation of IGR strategy

GTM % implementation of IGR strategy

100k 120k 130k 140k 150k

5.3.4 Implementation of customer care framework

GTM % implementation of customer care frame-work

50k 60k 70k 80k 90k

5.3.4 Implementa-tion of language policy

GTM % implementation of language policy

0 0 0 0 0

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• Maximised link-ages/advocacy

5.4.1 T.O.R for linkage arrangements

GTM % progress T.O.R link-age development

0 0 0 0 0

5.4.2 Support secured linkages

GTM % progress securing linkages for T.O.R

Incentives for ward committees

5.4.3. Ward committee incentives

GTM % progress payment of ward committee incen-tives

3,720m 4,2m 4,8m 5,3m

Systems manage-ment

5.4.4 Wireless System & I.C.A.S.A

GTM % progress maintenance of wireless system

400k 400k 400k 400k 400k

5.4.5 Prepaid Water System

GTM % progress maintenance f prepaid system

350k 400k 450k 500k 550k

4.5 Monitoring monthly reporting on com-pliance

5.4.6 Financial Sys-tems

GTM % progress maintenance of financial systems

400k 430k 460k 490k 520k

5.4.7 Telephone Sys-tems

GTM % progress maintenance of telephone systems

250k 150k 160k 170k 180k

5.4.8 CCTV GTM % progress maintenance of CCTV

500k 800k 1.2m 1.4m 1.6m

5.4.8 Website System GTM % progress maintenance of website system

140k 150k 160k 170k 180k

5.4.9 Internal audit systems

GTM % progress maintenance f internal audit system

200k 0 0 0 0

5.4.10 External Audit GTM # of external audits undertaken

# of reports produced

1.75m 2m 2.25m 2.5m 2.75m

5.4.11 Audit Committee GTM # of audit committee meetings held

# of audit reports pro-duced

150k 150k 150k 150k 150k

4.5 Monitoring monthly reporting on com-pliance

5.4.12 Financial Sys-tems

GTM % progress maintenance of financial systems

400k 430k 460k 490k 520k

6.1 Implementation of SDF

6.1.1 Demarcation of sites

GTM # of sites demarcated 1.5M 1.5M 1M 1M 1M

6.1.2 Engagement with developers

GTM % progress engagement with developers

0 0 0 0 0

6.1.3 Relocation of beacons in urban townships

GTM % progress relocation of beacons in Urban and Townships

2,8m 3,2m 3,4m 3,6m 3,8

6.1.4 Engagement with Magoshi

GTM % progress engagement with Magoshi

50k 60k 70k 80k 90k

6.1.5 GIS database GTM % progress establish-ment of GIS

1,5m 1,5m 600k 500k 300k

Enforcement of LUMS

6.1.5 Audit urban properties for compliance

GTM % progress Auditing of Urban properties for compliance

50k 60k 70k 80k 90k

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6.1.6 Development of building plans for BGF, Steelpoort & Ohrigstad

GTM % progress develop-ment of building plans for BGF, Steelpoort and Ohrigstad

1m 300k 100k 100k 100k

Formalization of settlements.

6.1.7 Planning/ survey of Mashifane park

GTM % progress formalisation of Mashifane park

800k 600k 0 0 0

6.2 Land acquisition. Facilitating trans-fer of strategic govt land to the Municipality; Steelpoortdrift, Aapiesboomen, Aapiesdoring-draai

GTM % progress facilitation of transfere of strategic govt land to the Munici-pality

0 0 0 0 0

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6.2 Sekhukhune District Municipality

6.2.1 Water and Sanitation Projects

pROGRAMME OBJEcTIvEs cATEGORY pROJEcTs sTATus

BuDGET RAND vALuE

TOTAL 11/12 12/13 13/14

To supply sanitation to basic level of service

Sanitation Batau & Ga Manoke Sani-tation

Design R 33 439 475 R 33 439 475 0.00 0.00

MIG and District Infrastructure Development Programme


Sanitation Burgersfort WWTW 7Ml (new Plant)

Design R 130 000 000 7 000 000 R 62 000 000 R 61 000 000



Sanitation Dithabaneng VIP Sanitation Design R 1 100 000 1 100 000 0.00 0.00



Sanitation Mahlashi, Makosaneng and Motokomane

Design R3 274 592 R3 274 592 0.00 0.00


To supply water Water Mooihoek Tubatse Bulk Water Supply Scheme Phase 3

Ongoing R 56 000 000 R56 000 000 0.00 0.00


To supply water Water Mooihoek Command Resevoir

New R16,582,748.00 R16,582,748.00 0.00 0.00


To supply water Water Mafolopark – Motwaneng BWS

New R 4 428 705 R 1 800 000 R 2 628 705 0.00


To supply water Water Praktiseer Water Supply Design R 27 500 000 R 9 500 000 R 18 000 000 0.00


To supply water Water Reservoir SB (0.8ML/day) (Montwaneng)

Design R 3 324 754 R 3 324 754 0.00 0.00


To supply water Water Taung reticulation Design R 9 000 000 R 9 000 000 0.00 0.00

6.3 Sector Departmental Projects

6.3.1 Submissions from Dept.AgricultureNO. pROJEcT NAME LOcAL

MuNIcIpALITYpROJEcTs DEscRIpTION / TYpE OF

sTRucTuREIMpLEMENT-ING AGENT

OvERALL BuDGET

pLANNING AND DEsIGN IMpLEMENTATION pERIOD AND BuDGET

FY BuDGET 167 7/12 154 10/13 143 11/14 134 4/15 125 15/16

1 2 Tubatse Piggeries Tubatse Construction of 2 x 25 sow units LDA 50 500 00 - - 50 500 00 - - - -

2 Moketeng Poultry Tubatse Broiler production, fencing 1 ha, equipping borehole, construction of 2 x 1000 capacity houses, electrification.

LDA 1000000 1000000 0 0 0 0

3 Cattle handling facilities Tubatse Construction of a basic cattle handling facility LDA 60 000 182 8/11 0 60 000 0 0 0 0

4 Cattle handling facilities Tubatse Construction of basic cattle handling facility LDA 60 000 182 8/11 0 60 000 0 0 0


6 Leolo Tubatse Soil conservation LDA 433460 - 0 433460 0 0 0 0

7 Praktiseer Pump Station Tubatse Rehabilitation of irrigation scheme LDA 1000 000 200 9/10 0 500 000 500 000 0 0 0

8 Sterkspruit Tubatse Rehabilitation of irrigation scheme LDA R12 100 000 167 7/12 R 1 100 000 0 10 450 000 R550 000 0 0

9 Boschkloof Tubatse Rehabilitation of irrigation scheme LDA R22 000 000 154 10/13 R2 000 000 0 0 R19 m R1m 0

10 Steelpoortdrift Tubatse Rehabilitation of irrigation scheme LDA R7 920 000 134 4/15 R720 000 0 0 0 0 R7 200 000

134

6.2 Sekhukhune District Municipality

6.2.1 Water and Sanitation Projects

pROGRAMME OBJEcTIvEs cATEGORY pROJEcTs sTATus

BuDGET RAND vALuE

TOTAL 11/12 12/13 13/14


Sanitation Batau & Ga Manoke Sani-tation

Design R 33 439 475 R 33 439 475 0.00 0.00



Sanitation Burgersfort WWTW 7Ml (new Plant)

Design R 130 000 000 7 000 000 R 62 000 000 R 61 000 000



Sanitation Dithabaneng VIP Sanitation Design R 1 100 000 1 100 000 0.00 0.00



Sanitation Mahlashi, Makosaneng and Motokomane

Design R3 274 592 R3 274 592 0.00 0.00


To supply water Water Mooihoek Tubatse Bulk Water Supply Scheme Phase 3

Ongoing R 56 000 000 R56 000 000 0.00 0.00


To supply water Water Mooihoek Command Resevoir

New R16,582,748.00 R16,582,748.00 0.00 0.00


To supply water Water Mafolopark – Motwaneng BWS

New R 4 428 705 R 1 800 000 R 2 628 705 0.00


To supply water Water Praktiseer Water Supply Design R 27 500 000 R 9 500 000 R 18 000 000 0.00


To supply water Water Reservoir SB (0.8ML/day) (Montwaneng)

Design R 3 324 754 R 3 324 754 0.00 0.00


To supply water Water Taung reticulation Design R 9 000 000 R 9 000 000 0.00 0.00

6.3 Sector Departmental Projects

6.3.1 Submissions from Dept.AgricultureNO. pROJEcT NAME LOcAL

MuNIcIpALITYpROJEcTs DEscRIpTION / TYpE OF

sTRucTuREIMpLEMENT-ING AGENT

OvERALL BuDGET


FY BuDGET 167 7/12 154 10/13 143 11/14 134 4/15 125 15/16

1 2 Tubatse Piggeries Tubatse Construction of 2 x 25 sow units LDA 50 500 00 - - 50 500 00 - - - -

2 Moketeng Poultry Tubatse Broiler production, fencing 1 ha, equipping borehole, construction of 2 x 1000 capacity houses, electrification.

LDA 1000000 1000000 0 0 0 0


4 Cattle handling facilities Tubatse Construction of basic cattle handling facility LDA 60 000 182 8/11 0 60 000 0 0 0


6 Leolo Tubatse Soil conservation LDA 433460 - 0 433460 0 0 0 0

7 Praktiseer Pump Station Tubatse Rehabilitation of irrigation scheme LDA 1000 000 200 9/10 0 500 000 500 000 0 0 0

8 Sterkspruit Tubatse Rehabilitation of irrigation scheme LDA R12 100 000 167 7/12 R 1 100 000 0 10 450 000 R550 000 0 0

9 Boschkloof Tubatse Rehabilitation of irrigation scheme LDA R22 000 000 154 10/13 R2 000 000 0 0 R19 m R1m 0

10 Steelpoortdrift Tubatse Rehabilitation of irrigation scheme LDA R7 920 000 134 4/15 R720 000 0 0 0 0 R7 200 000

135


6.3.2 Projects from Department of HealthNO pROJEcT NAME LOcAL MuNIcI-

pALITYpROJEcTs DEscRIpTION / TYpE OF

sTRucTuREIMpLEMENTING

AGENTOvERALL BuDGET


FY BuDGET 2011/12 2012/13 2013/14 2014/15 2015/16

1 Dilokong Hospital Revi-talisation

Tubatse Hospital District DPW 2 000 Multiple 0 2 000 0 0 0 0

2 HC Boshoff CHC Tubatse Community Health Centre DPW 65 139 2004/05 7 000 R1 000 0 0 0 0

3 Sekhukhune Malaria Unit (Naboomkopies)

Tubatse Malaria Camp SAKHIWO HS 6 329 2010/11 633 2 000 0 0 0 0

4 Leboeng EMS Tubatse Ambulance base SAKHIWO HS 5 326 2010/11 533 1 626 0 0 0 0

5 Mecklenburg hospital Tubatse Accommodation SAKHIWO HS 6 532 2009/10 563 285 0 0 0 0

6.3.3 Projects from Roads and TransportNO pROJEcT NAME LOcAL MuNIcI-



AGENTOvERALL BuDGET


FY BuDGET 2011/12 2012/13 2013/14 2014/15 2015/16








6.3.4 Projects from DWAENO pROJEcT NAME LOcAL MuNIcI-



AGENTOvERALL BuDGET


FY BuDGET 2011/12 2012/13 2013/14 2014/15 2015/16

1 Intermodal public trans-port facility

Tubatse Intermodal public transport facility (Burgersfort CBD)

LDRT R353m 2010/11 & 2011/12

R43m R50m R40m R110m R110m

PUBLIC AND FREIGHT TRANSPORT PUBLIC AND FREIGHT TRANSPORT

2 Extension of traffic station to multipurpose traffic centre

Tubatse Extension of traffic station to multipurpose traffic centre (Dilokong)

LDRT R16m 2010/11 R693 100 80 R3 157 459 20 0 0 0 0

3 Mashamothane (R37) to Bothashoek to Praktiseer

Tubatse Road preventative maintenance and rehab

LDRT R10m 2010/11 R1m R9m 0 0 0 0

4 Aapiesdooringdraai (P169/3) to Praktiseer to Maphoko to Penge


LDRT R7m 2010/11 R700 000 R6 3m 0 0 0

5 R37 , P33/2 to P169/2 Tubatse Road preventative maintenance and rehab

LDRT R15m 2010/11 R1 5m R13 5m 0 0 0 0

6 Ohrigstad (P8/2&P8/3) to Erasmas pass


LDRT R15m 2010/11 R43m R1 5m R13 5m 0 0 0

7 Ga-Malekane to Tshehl-waneng to Jane Furse to Nebo to Monsterlus

Tubatse / Makhuduthama-ga

Road preventative maintenance and rehab

LDRT R10m 2010/11 R1m R9m 0 0 0 0

8 D2346 to P169/1 and P169/2


LDRT R7m 2010/11 R700 000 R6 3m 0 0 0 0

9 Extension of Dilokong Traffic station to Multipur-pose centre

Tubatse Extension of Dilokong Traffic station to Multipurpose centre

LDRT R16m R3.1m 0 0 0 0

10 Praktiseer Motor vehicle testing centre

Tubatse Motor vehicle testing Pit LDRT R2.5m 0 0 R2.4m 0 0

136

6.3.2 Projects from Department of HealthNO pROJEcT NAME LOcAL MuNIcI-



AGENTOvERALL BuDGET


FY BuDGET 2011/12 2012/13 2013/14 2014/15 2015/16








6.3.3 Projects from Roads and TransportNO pROJEcT NAME LOcAL MuNIcI-



AGENTOvERALL BuDGET


FY BuDGET 2011/12 2012/13 2013/14 2014/15 2015/16








6.3.4 Projects from DWAENO pROJEcT NAME LOcAL MuNIcI-



AGENTOvERALL BuDGET


FY BuDGET 2011/12 2012/13 2013/14 2014/15 2015/16

1 Intermodal public trans-port facility

Tubatse Intermodal public transport facility (Burgersfort CBD)

LDRT R353m 2010/11 & 2011/12

R43m R50m R40m R110m R110m

PUBLIC AND FREIGHT TRANSPORT PUBLIC AND FREIGHT TRANSPORT

2 Extension of traffic station to multipurpose traffic centre

Tubatse Extension of traffic station to multipurpose traffic centre (Dilokong)

LDRT R16m 2010/11 R693 100 80 R3 157 459 20 0 0 0 0

3 Mashamothane (R37) to Bothashoek to Praktiseer


LDRT R10m 2010/11 R1m R9m 0 0 0 0

4 Aapiesdooringdraai (P169/3) to Praktiseer to Maphoko to Penge


LDRT R7m 2010/11 R700 000 R6 3m 0 0 0

5 R37 , P33/2 to P169/2 Tubatse Road preventative maintenance and rehab

LDRT R15m 2010/11 R1 5m R13 5m 0 0 0 0

6 Ohrigstad (P8/2&P8/3) to Erasmas pass


LDRT R15m 2010/11 R43m R1 5m R13 5m 0 0 0

7 Ga-Malekane to Tshehl-waneng to Jane Furse to Nebo to Monsterlus

Tubatse / Makhuduthama-ga

Road preventative maintenance and rehab

LDRT R10m 2010/11 R1m R9m 0 0 0 0

8 D2346 to P169/1 and P169/2


LDRT R7m 2010/11 R700 000 R6 3m 0 0 0 0

9 Extension of Dilokong Traffic station to Multipur-pose centre

Tubatse Extension of Dilokong Traffic station to Multipurpose centre

LDRT R16m R3.1m 0 0 0 0

10 Praktiseer Motor vehicle testing centre

Tubatse Motor vehicle testing Pit LDRT R2.5m 0 0 R2.4m 0 0

137


NO pROJEcT NAME LOcAL MuNIcI-pALITY

pROJEcTs DEscRIpTION / TYpE OF sTRucTuRE

IMpLEMENTING AGENT

OvERALL BuDGET


FY BuDGET 2011/12 2012/13 2013/14 2014/15 2015/16

11 Alverton (D2537) to Rietfontein to Kgautswane(P116/1)

Tubatse Upgrade (gravel to tar) RAL R135m R108m R27m 0 0 0

12 Mankele road and Bridge Tubatse Upgrade from gravel to tar RAL R43.6m R43.6m 0 0 0 0

13 Maredi to Senyatho bridge

Tubatse Upgrade from gravel to tar RAL R40m R40m 0 0 0 0

6.3.5 Submissions from LEDETwNO pROJEcT NAME IMpLEMENTING

AGENTOvERALL BuDGET

IMpLEMENTATION pERIOD AND BuDGET

2010/11 2011/12 2012/13 2013/14 2014/15 2015/16

Development of a CA-SINO

LEDET R240m R240m

Development of mining supply park

LEDET

Maandagshoek 3 and 4 dumps

LEDET R70m

Tshepong chrome mine LEDET R6.5m

Khumong chrome mine LEDET R3.26m

Vanadium and Magnetite explorations

LEDET R10.5m

6.3.6 Projects from Department of Education

NO pROJEcT NAME LOcAL MuNIcIpALITY

pROJEcTs DEscRIpTION

/ TYpE OF sTRucTuRE

IMpLEMENT-ING AGENT

OvERALL BuDGET


2011/12 2012/13 2013/14 2014/15 2015/16

Burgersfort (Driekop)

Tubatse New secondary school

LDOE 0 17,865 13,572 0 0

Itireleng Tubatse New primary school

LDOE 0 22,725 00 0

Morewane Primary

Tubatse New Primary school

LDOE 0 4,764 22,725 26,765 0

Maelebe primary school

Tubatse Sanitation DWAF 0 0 0 0 0

Mokabudi pri-mary

Tubatse Sanitation DWAF 0 0 - -

Kgoboko primary Tubatse Sanitation DWAF 0 0 - - -

Mampuru pri-mary -2

Tubatse Sanitation DWAF 0 - - - -

Taung high Tubatse Sanitation DWAF 0 - - - -

Teleki high Tubatse Sanitation DWAF 0 - - - -

Mante primary Tubatse Sanitation DWAF 0 - - - -

Magantshe primary


Penge Tubatse Sanitation DWAF 0 - - - -

Nkotwane sec-ondary


Matsiri primary Tubatse Sanitation DWAF 0 - - - -

138

NO pROJEcT NAME LOcAL MuNIcI-pALITY


IMpLEMENTING AGENT

OvERALL BuDGET


FY BuDGET 2011/12 2012/13 2013/14 2014/15 2015/16

11 Alverton (D2537) to Rietfontein to Kgautswane(P116/1)

Tubatse Upgrade (gravel to tar) RAL R135m R108m R27m 0 0 0

12 Mankele road and Bridge Tubatse Upgrade from gravel to tar RAL R43.6m R43.6m 0 0 0 0

13 Maredi to Senyatho bridge

Tubatse Upgrade from gravel to tar RAL R40m R40m 0 0 0 0

NO pROJEcT NAME LOcAL MuNIcIpALITY


/ TYpE OF sTRucTuRE

IMpLEMENT-ING AGENT

OvERALL BuDGET


2011/12 2012/13 2013/14 2014/15 2015/16

Mmutlane Tubatse Sanitation DWAF 0 - 0 - -

Shorwane Tubatse Sanitation DWAF 0 - 0 - -

Moisele Primary Tubatse Sanitation DWAF 0 - 0 - -

Masha Tubatse Sanitation DWAF 0 - 0 - -

Tibamoshito Primary

Tubatse Sanitation DWAF 0 - 0 - -

Dikgageng Tubatse Sanitation DWAF 0 - 0 - -

Mohlarutse secondary


Mashak-waneneng secondary


Marota primary Tubatse Sanitation DWAF 0 - 0 - -

Masenyeletje Primary


Itirele primary Tubatse Sanitation DWAF 0 - 0 - -

Kanama Tubatse Water DWAF 0 - - - -

Tantanyane Tubatse Water DWAF 0 - - - -

Mamogolo Tubatse Water DWAF 0 - - - -

Mapiti Tubatse Water DWAF 0 - - - -

Mabu Tubatse Water DWAF 0 - - - -

Nkgomeleng Tubatse Water DWAF 0 - - - -

Mohlope Tubatse Water DWAF 0 - - - -

Paepae Tubatse Water DWAF 0 - - - -

Shai Tubatse Water DWAF 0 - - - -

Phogole Tubatse Water DWAF 0 - - - -

Ntibaneneg Tubatse Water DWAF 0 - - - -

Mape Tubatse Water DWAF 0 - - - -

Tantanyane Tubatse Rehabilitation /additions at old schools

LDPW 0 - - - -

Gowe Tubatse Rehabilitation / additions at old schools

LDPW 0 - - - -

139


6.3.7 Submissions of Housing Projects by DLGH

NO pROJEcT NAME

LOcAL Mu-NIcIpALITY


/ TYpE OF sTRucTuRE

IMpLEMENTING AGENT

OvERALL BuDGET

IMpLEMENTATION pERIOD AND NuMBER OF ALLOcATIONs

2011/12 2012/13 2013/14 2014/15 2015/16

1. Rural housing development

Riba cross /polaseng

DLGH 100

2. Ga-phasha DLGH 95

3. Mampuru DLGH 94

4. Ga-manyaka DLGH 87

5. Ga-kgoete DLGH 100

6. Paeng DLGH 26

7. Kgautswane DLGH 26

8. Ga-rantho DLGH 87

9. Ga-riba DLGH 50

10. Motlolo DLGH 50

11. lebalelo DLGH 26

12. Moloyi DLGH 26

13. Matsheretsane DLGH 26

14. Phadishanong 26

15. Legoleng 26

16. Makgwareng 26

17. Mashamothane 284

18. Ga-Rantho 90

19. Ga-Maepa 152

20. Tsakane 63

21. Dithamaga/Maganagobuswa/Tukakgomo/Kalk-fontein

200

22. Makgopa 113

23. Swale

24. Seelane

25. Matlammotse

26. Malaeneng

27. Moshate

28. Marapong

29. Tidintsane

30. Sefufule

31. Maakgake

32. Morapaneng

33. Ditwebeleng 4

34. Difataneng 152

35. Mashemong

36. Maditameng

37. Kampeng

38. Gowe

140

6.3.8 Submissions from Department of Environmental Affairs

NO pROJEcT NAME


IMpLEMENT-ING AGENT

OvERALL BuDGET


2011/12 2012/13 2013/14 2014/15 2015/16

1. Control of bush encroachment at Ga-Riba (Lapholaena corrifolia)

DAE 10m 10m 0 0 0 0

2 Tufa conservation at Phiring DAE 7.5m 7.5m 0 0 0 0

3 Tukakgomo soil conservation project

DAE 8m 8m 0 0 0 0

6.3.9 6.3.9 Community Works Programme ProjectspROJEcT

NO:sTRATEGIc pROJEcT

uNpAckED pROJEcTs BuDGET BuDGETR vALuEs

11/12 12/13 13/14 14/15 15/16 15/16

Building and fencing of commu-nity centre - Dithamaga

R 20 000 R 20 000 0 0 0 0

Establishment of community garden - Dithamaga

R 30 000 R30 000 0 0 0 0

Establishment of goat project - Dithamaga

R 75 000 R 75 000 0 0 0 0

Fencing of graveyard - GaKgwete R 30 000 R 30 000 0 0 0 0

Building of pit toilets at graveyard – GaMampuru A

R 15 000 R 15 000 0 0 0 0

Installation of water pipes in the village – GaMampuru A

R 35 000 R 35 000 0 0 0 0

Establishment of goat project – GaMampuru A

R 75 000 R 75 000 0 0 0 0

Installation of poles at mentioned fields – GaMampuru B

R 10 000 R 10 000 0 0 0 0

Building of pit toilets at graveyard – GaMampuru B

R 15 000 R 15 000 0 0 0 0

Provision of parking lot at school – GaMampuru B

R 20 000 R 20 000 0 0 0 0

Development of parks – GaMa-mpuru B

R 35 000 R 35 000 0 0 0 0

Fencing community garden – GaMampuru B

R 30 000 R 30 000 0 0 0 0

Building of crèche – GaMampuru B

R 50 000 R 50 000 0 0 0 0

Rehabilitation of fence at grave-yard - GaMashishi

R 20 000 R 20 000 0 0 0 0

Building of pit toilet at graveyard - GaMashishi

R 15 000 R 15 000 0 0 0 0

141


6.4 ESCOM priority list

pROJ-EcT NO:

sTRATEGIc pROJEcT

uNpAckED pROJEcT

NO:

uNpAckED pROJEcTs

sOuRcE OF FuNDING

INDIcA-TORs

BuDGETR vALuEs & TOTAL cONNEcTIONs

11/12 12/13 13/14 14/15 15/16

Electrifi-cation of villages

Shakung ESCOM 7.98m 0 0 0 0

Moshira ESCOM 6.747m 0 0 0 0

Modubeng ESCOM 3.363m 0 0 0 0

Malokela ESCOM 850

Motloulela ESCOM 410

Ga-phala ESCOM 225

Kgopaneng ESCOM 280

Maakubu ESCOM 535

Moshira ESCOM 300

Electrifi-cation of villages

Shakung ESCOM 7.98m 0 0 0 0

Moshira ESCOM 6.747m 0 0 0 0

Modubeng ESCOM 3.363m 0 0 0 0

Malokela ESCOM 850

Motloulela ESCOM 410

Ga-phala ESCOM 225

Kgopaneng ESCOM 280

Maakubu ESCOM 535

Moshira ESCOM 300

Makofane/Sekopung/Pidima

ESCOM 600

Mokutung ESCOM 185

Makgalane ESCOM 540

Banareng ESCOM 660

Makopung ESCOM 563

Malaeneng ESCOM 493

Mapareng ESCOM 480

Taung/ma-tokomane/makotaseng

ESCOM 2000

Podile ESCOM 550

Selala/man-yaka/Maepa/mphethi

ESCOM 2470

Phiring ESCOM 1235

Madikane ESCOM 312

Senyatho ESCOM 530

Radimpsa ESCOM 420

Sekhwakh-waila

ESCOM 390

142

pROJ-EcT NO:

sTRATEGIc pROJEcT

uNpAckED pROJEcT

NO:

uNpAckED pROJEcTs

sOuRcE OF FuNDING

INDIcA-TORs

BuDGETR vALuEs & TOTAL cONNEcTIONs

11/12 12/13 13/14 14/15 15/16

Dithamaga ESCOM 38

Leboeng new satnds

ESCOM 545

phadishanong ESCOM 545

Ditensing ESCOM 525

Bokome ESCOM 525

Driekop france

ESCOM 1500

Mandela park ESCOM 680

Kampeng ESCOM 610

Magololo ESCOM 393

Maputle ESCOM 290

Dibakwane ESCOM 261

Barcelona ESCOM

Burgersfort ext.10

ESCOM

Alternative Electrifi-cation of villages

Taung ESCOM * 0 0 0 0

Matokomane ESCOM * 0 0 0 0

Koppie ESCOM * 0 0 0 0

Mokutung ESCOM * 0 0 0 0

Makotaseng ESCOM * 0 0 0 0

Makgalane ESCOM * 0 0 0 0

Makopung ESCOM * 0 0 0 0

Banareng ESCOM * 0 0 0 0

Mapareng ESCOM * 0 0 0 0

Malaeneng ESCOM * 0 0 0 0

Makofane ESCOM * 0 0 0 0

Sekopung ESCOM * 0 0 0 0

Pidima ESCOM * 0 0 0 0

Leboeng New stands

ESCOM * 0 0 0 0

143


6.4.1 Villages that will benefit from Alternative Source of Energy/ None Grid/ Solar SystemspROJEcT


uNpAckED pROJEcT

NO:

uNpAckED pROJEcTs

sOuRcE OF FuNDING

INDIcA-TORs

BuDGETR vALuEs

11/12 12/13 13/14 14/15 15/16

Alternative Electrification of villages

Taung ESCOM * 0 0 0 0

Matokomane ESCOM * 0 0 0 0

Koppie ESCOM * 0 0 0 0

Mokutung ESCOM * 0 0 0 0

Makotaseng ESCOM * 0 0 0 0

Makgalane ESCOM * 0 0 0 0

Makopung ESCOM * 0 0 0 0

Banareng ESCOM * 0 0 0 0

Mapareng ESCOM * 0 0 0 0

Malaeneng ESCOM * 0 0 0 0

Makofane ESCOM * 0 0 0 0

Sekopung ESCOM * 0 0 0 0

Pidima ESCOM * 0 0 0 0

Leboeng New stands

ESCOM * 0 0 0 0

6.5 SUBMISSIONS FROM LOCAL MINES

6.5.1 Submissions from Marula minepROJEcT


uNpAckED pROJEcT

NO:

uNpAckED pROJEcTs

BuDGET INDIcATORs BuDGETR vALuEs

11/12 12/13 13/14 14/15 15/16

Electrical engi-neering infrastruc-ture for villages in ward 8 and 10.

14m 4m 4m 4m 2m 0

Water supply and reticulation network in ward 8 and 10.

16m 500k 4m 6m 3m 2.5m

School infrastruc-ture development.

7.5m 3.5m 1m 1m 1m 1m

Hydroponics project

310k 310k

Hydroponics project 2

2.8m 700k 1.5m 310k 200k 100k

Brick making project

225k 125k 100k

Chrome project 22.5m

Community road 9.1m 4m 4m 1.1m

Business Support Unit

5.1m 800k 960k 970k 1.1m 1.3m

Housing Develop-ment

105m 5m 20m 45m 25m 10m

144

6.5.2 Submissions from Twickenham minepROJEcT


uN-pAckED pROJEcT

NO:

uN-pAckED

pROJ-EcTs


11/12 12/13 13/14 14/15 15/16

Electrifica-tion

R3,700 000 R3,7m 0 0 0 0

OVC Comple-tion

R300,000 R300k 0 0 0 0

Farmer Support

R2,500,000 R2,5m 0 0 0 0

Road R3,000,000 R3m 0 0 0 0

Communi-ty Access Bridge

R2,000, 000 R2m 0 0 0 0

Water Provision

R6,400,000 R6,4m 0 0 0 0

School Infra-structure Upgrading

R2,200,000 R2,2m 0 0 0 0

Feasibil-ity study- Communi-ty Centre/Multipur-pose cen-tre

R2,900,000 R2,9 0 0 0

6.5.3 Submissions from Dwarsriver MinepROJEcT


uN-pAckED pROJEcT

NO:

uNpAckED pROJEcTs


11/12 12/13 13/14 14/15 15/16

Early Child-hood Develop-ment Project

R 2.5m R 2.5m 0 0 0 0

Olive tree project

R 2.5m R 2.5m 0 0 0 0

Electrification project (Solar System)

R 500k R 500k 0 0 0 0

Building Local Trade Stores

R 500k R 500k 0 0 0 0

Water project R 500k R 500k 0 0 00 0

Building of 10 VIP toilets

R 200k R 200k 0 0 0 0

145


Preparation of Slab for container Fencing in of clinic area Toilets for the clinic

R 200k R 200k 0 0 0 0

LIBSA incubation program

R 200 000

R 200 000

0 0 0 0

6.5.4 Submissions from XSRATA

pROJEcT NO:

sTRATEGIc pROJEcT

uN-pAckED pROJEcT

NO:

uNpAckED pROJ-EcTs BuDGET INDIcATORs BuDGET

R vALuEs

11/12 12/13 13/14 14/15 15/16

Crop production and hydroponics gardening

13.5m 5.7m 7.8m 0 0 0

Bophelong home based care

690k 540k 150k 0 0 0

Craft and needle-work centre

700k 600k 100k 0 0 0

Welding centre 650k 200k 150k 0 100k 200k

Jewellery making centre

500k 300k 100k 100k 0 0

Nkholeng poultry farm

1m 900k 100k 0 0 0

MPCC 6.2m 6.2m 0 0 0 0

Access Road – Mpuru (1.5km

R2m

Creche at Mpuru R1.5m

Agricultural Projects-MDHK and Matimatjatji

Water provision at Mpuru

Water provision at Maroga

R2m

Electricity Supply at Maroga (France Village)

Arts and Craftwork Business – Beads Manufacturing

R1m

Pension Paypoint Facility at Seuwe

Orchard establish-ment e.g. Citrus Fruit – Maandag-shoek

R300k

Water provision at Hwashi

146

Access Road Seuwe

R 2m

Building bridges Mpuru and Mam-phahlane

Arts and Craftwork Business – Pottery Manufacturing

Multi-purpose Centre (library) Sehlaku

R8.8m

Tribal Office at Diphale

Biodiesel project

6.5.5 Submissions from Modikwa mine

pROJEcT NO:

sTRATEGIc pROJEcT

uNpAckED pROJEcT

NO:

uNpAckED pROJEcTs

BuDGET INDIcATORs BuDGET R vALuEs

11/12 12/13 13/14 14/15 15/16

Mamphahlane ac-cess road(3km)

R1.5k R2.0m

Upgrading of Driekop-Mam-phahlane access road(11km)

R1.0m

Mamphahlane Tribal office

R1.5m

Sehlaku Tribal office R2.0m

Maroga water project R1.5m

Mpuru creche R5.0m

Mpuru access road R1.0m

Agricultural projects at MDHK and mati-matjatji

R2.0m

Mandaagshoek water

R2.0m R2.0m

6.5.6 Submissions from Der Brochen minepROJEcT

NO:sTRATE-

GIc pROJ-EcT

uNpAckED pROJEcT NO:

uNpAckED pROJEcTs


11/12 12/13 13/14 14/15 15/16

Kalkfontein olive farming

R3.0m R3.0m 0 0 0

Kalkfontein processing plant

0 R2.5m R3.0m 0 0

Construction of clinic

0 0 R4.0m 0 0

147


6.5.7 Submissions from Phoka Thaba Platinum minepROJEcT



uNpAckED pROJEcTs


11/12 12/13 13/14 14/15 15/16

Maan-daagshoek water project

R1.0m 0 0 0 0

Tar surfac-ing of road D4170(2km)

0 R7.8m 0 0 0

Upgrade of crossing soc-cer field

R1.8m 0 0 0 0

Establish-ment of local company to transport chrome

R240k 0 0 0 0

6.5.8 Submissions from Two Rivers minepROJ-

EcT NO:sTRATEGIc pROJEcT


uNpAckED pROJEcTs


11/12 12/13 13/14 14/15 15/16

Ikageng Project R300k 0 0 0 0

Community storage support at Buffelshoek

R216K 0 0 0 0

Community storage facility at kalkfontein

R216k 0 0 0 0

Day care infrastructure at Steelpoort park

R216k 0 0 0 0

148

149


section seven150

section seven

section sevensection sevensEcTION sEvEN:INTEGRATION

151

7.1 Spatial Development Framework

The Greater Tubatse Municipality has adopted its Spatial Development Framework in June 2007. The GTM Spatial Develop-

ment Framework is aligned with the Provincial Development Strategy (PGDS) with its strong emphasis on improving the quality

of life and sustainable development; the PGDS is informed by the National Spatial Development Plan and all provincial docu-

ments that have a bearing on growth and development in Limpopo.

The aim of a Spatial Development Framework is to provide general direction of preferred land use which therefore guide

decision-making and over a multi-year period aimed at the creation of integrated and habitable built and natural environment.

In other words the SDF aims at informing the decision of different organs of state as well as creating a framework to guide and

facilitate spatial investment of both private and public sector entities

The SDF aims in addressing the following deliverables:

• Existing policies, plans, resolutions and by-laws in the municipality pertaining to spatial issues

• The municipal-wide spatial issues ( in relation to the needs and the projects identified)

• The settlement spatial patterns and dysfunctionalities.

• Identification and analysis of the existing nodal points

• Major structuring elements, urbanisation trends and spatial implications

• Strategic roads and transportation networks

• Municipal investment and spending patterns

• Location and trends of basic services and infrastructure

• Location of low income houses

• Environment conservation and sensitive areas and the impact which development may have on the environment

• Areas of agricultural potential ad land currently affected by land claims

• Major sporting nodes or areas with relevant infrastructure

• Spatial relationship between urban and rural areas

• Relationship between the spatial issues and the vision of the municipality

7.2 Land Use Management Scheme GTM Land – Use Management Scheme has been developed in terms of the provision of section 18 of the Town Planning and

Township ordinance, 1986. Its main objectives are to protect and control Land environment, handling and drainage of storm

water, excavations etc.

A consent granted by the municipality by virtue of the provisions of the scheme does not entitle any person the right to use any

land, or to erect or use buildings thereon in any manner or for any purpose which is prohibited by the provisions of any condi-

tions registered against the title deed under which land is held, or imposed by legislation in respect of such land.

sEcTION 7:INTEGRATION

152

7.3 Integrated Waste Management Plan GTM has developed its Waste Management Plan in June 2007. Its main objectives are to enable the municipality to progres-

sively develop an Integrated Waste Management System. GTM Waste Management Plan is aligned with the White Paper on

Integrated pollution and Waste Management (2000) and the National Waste Management Strategy (NWMS 1999).

Purpose of the plan is to enable the municipality to progressively develop an integrated waste management system capable of

delivering waste management services to all households and businesses.

National policy requires municipalities to implement an IWMS where the focus is to prevent and minimisation of waste, recy-

cling of waste and treatment that is able yo reduce the potential of harmful impacts of waste.

The plan projects that it will take the municipality about 20 years from 2005 to achieve the goal of 100% service.

7.4 Employment Equity PlanGTM has adopted its employment equity plan in June 2007. Its main objectives are to meet the objects of the Employment

equity Act No. 53 of 1998. The plan is aligned with the municipal budget, GTM organisational structure and the IDP.

7.5 Workplace Skills Plan A Workplace Skills Plan for the Greater Tubatse Municipality was adopted in September 2007 and its main objectives are to

capacitate employees with necessary skills in order to maximise service delivery in municipal workplace. This was developed

in terms with SAQA requirements and is reviewed annually for its alignment with the IDP.

7.6 HIV/AIDS Plan The Constitution of the Republic of South Africa (1996) in section 152(1) and section 153 states that the role of local govern-

ment is to give priority to basic needs of the community ; and provide a safe and healthy environment, where communities and

community organizations are involved in the matters of local government.

The GTM has developed its HIV/AIDS Plan in 2009 and is aligned with the framework for an integrated local government

response to HIV/Aids developed by the provincial and local government (2007) and the HIV and AIDS and STI strategy plan for

South Africa 2007-2011.

Following are HIV and AIDS and STI strategic plan for South Africa 2007-2011 developed by the South African National Aids

Council:

• Partnership

• Leadership

• Capacity building

• Communication

• Equal access

• Protecting rights of the children

• Targeting vulnerable groups

153


7.7 LED Strategy GTM has developed its LED Strategy in June 2007 and is aligned with the Limpopo Growth and Development Strategy, Provin-

cial Spatial Framework, National Spatial Development Perspectives and ASGISA.

7.8 Revenue Enhancement Plan Revenue Enhancement Plan for the Greater Tubatse Municipality was adopted in April 2008. Its main objectives are to put in

place systems and programmes that will assist the municipality in maximising its revenue collection. The plan is aligned with

the PGDS, NSDP, GTM LED strategy and other provincial and national documents that inform growth and development.

7.9 Disaster Management PlanMain objects of the Disaster Management Plan are to identify and implement disaster risk reduction measures to reduce the

vulnerability of communities and infrastructure at risk. The plan was adopted in 2008. The plan is aligned with the GSDM

disaster management plan.

The plan is in line with national policy (National Disaster Management Framework).

The Disaster management plan for the Greater Tubatse municipality comprises various plans like:

• District disaster management framework

• Disaster Hazard, vulnerability and risk plan

• Disaster risk reduction plan

• Disaster response and recovery plan

• Guidelines to establish the disaster management advisory forum and volunteer contingent.

7.10 Capital Investment FrameworkThe CIF for the Greater Tubatse Municipality is developed in accordance with the local government: Municipal Finance Man-

agement Act (MFMA) Act No:56 of 2003 and the investment and PPP regulations for the MFMA published in Government

Gazette 27431 of 2005.

7.11 Integrated Transport Plan Greater Tubatse Municipality has adopted its plan in 2004. The plan and development framework in integrated with land de-

velopment objectives(LDOs) integrated development plans (IDPs) prepared in terms of provincial development planning legisla-

tion, such as guide plans, structure plans, development plans, policy plans or other plans affecting the development of land,

prepared by other relevant sphere of government.

7.12 Risk Management Plan A Risk Management Plan for the Greater Tubatse Municipality was adopted in June 2008 in conjunction with section 62 and

79 of the MFMA. Its objectives are to provide a level of assurance that current significant risks are effectively and improving

decision making and planning, promote less risk averse culture in which the taking of calculated risk in pursuit of opportunities

154

to benefit the organisation is encouraged and to provide sound basis for integrated risk management and basis for integrated

risk management and internal control as components of good corporate governance.

GTM has identified the following strategic risks pertaining to each residual risk:

• Office space

• Lack of finance

• Poor intergovernmental relations

• Lack of land ownership

• Fraud and corruption

• Harm to reputation

• Loss of investments by investors

• Unclear roles and responsibilities

• Ineffective internal communication

• Brain drain

• Dependence on contractors

• High staff turn over

• Natural disaster

7.13 Water Services and Maintenance Strategy (Sekhukhune District)The plan seek to achieve the following key objectives: Analyse the current level of service to the communities, determine the

desired level of service by the community, determine future demand and forecasts, lifecycle of assets including background

data, routine maintenance plan and information flow requirements.

155


NOTEs

156

NOTEs

157


NOTEs

158

The GreaTer TubaTse MunicipaliTy01 Kastania street , BurgersfortP O Box 206 , Burgersfort, 1150

Tel: (013 231 1000Fax:( 013 231 7467Website: http://www.tubatse.gov.za