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MODIMOLLE LOCAL MUNICIPALITY
Draft IDP Review for
2012/2013
MLM Final Draft 03 04 2012 Page - 2 -
MAYOR’S FOREWORD
To be crafted and inserted during the final document.
MLM Final Draft 03 04 2012 Page - 3 -
TABLE OF CONTENTS
Still to be crafted after all submissions refined.
MLM Final Draft 03 04 2012 Page - 4 -
SECTION A: EXECUTIVE SUMMARY
1. An Integrated Development Plan is a five year strategic plan that is developed for each municipality to guide
development within the municipal boundary. The strategic development plan is prepared through an intense
stakeholder consultation process and informs all planning, budgeting, management and decision-making
processes.
Modimolle Local Municipality’s Integrated Development Plan has been reviewed through a consultative process as
outlined within the Integrated Development Plan Approved Framework and Process Plan. The framework
outlines the legislative framework and states when, how and by whom activities will be undertaken.
The purpose of Integrated Development Planning is to foster more appropriate delivery of services and to provide
a framework for economic and social development in a municipality. A range of links exist between Integrated
Development Planning and its developmental outcomes (e.g. financial viability of municipalities, urgency of service
delivery and employment generation). Integrated Development legacy of the past, making the nation of
developmental local government work and fostering co-operative governance.
2. The Co-operative Governance, Human Settlement and Traditional Affairs IDP Guidelines summarise the purpose
of the Integrated Development Planning Process as follows:
2.1 To eradicate the development legacy of the past:
A mechanism to restructure our cities, towns and rural areas,
A mechanism to promote social equality,
A weapon in the fight against poverty, and
A catalyst in the creation of wealth.
2.2 To making the nation of developmental local government work:
To improve the quality of people’s lives through the formulation of integrated and sustainable projects and
programme,
To lay the foundation for community building,
To facilitate and improve municipal governance,
To act as an agent of local government transformation,
To serve as a channel for attracting investment,
To be instrumental in ensuring more effective and efficient resource allocation and utilization.
To be a vehicle to fast-track delivery, and
To act as a barometer for political accountability and a yardstick for municipal performance.
To foster co-operative governance:
MLM Final Draft 03 04 2012 Page - 5 -
A mechanism for alignment and co-ordination between spheres of government, and
A mechanism for alignment and co-ordination within spheres of government.
2.3 The IDP of Modimolle Local Municipality (MLM) will include the following strategic information:
Identify all needs, challenges and key development priorities,
Formulates a clear vision and mission,
Formulate appropriate strategies,
Develop an appropriate organizational structure and system to realize the vision and mission, and
Align resources with the development priorities.
2.4 Report Outline
The remainder of the report is structure under the following sections:
Section 1: Executive Summary
Section 2: Spatial Analysis
Section 3: Development Strategy
Section 4: High Level Spatial Development Framework
Section 5: Implementation Plan
Section 6: Annual Operational Plan
Section 7: Financial Strategy
Section 8: Organizational Performance Management System
MLM Final Draft 03 04 2012 Page - 6 -
1. IDP OVERVIEW
The Local Government: Municipal Systems Act, 32 of 2000, requires that all municipalities must develop the
Integrated Development Plans (IDPs). It requires as well that the municipality should develop and review the IDP
through a consultative process with its communities.
Modimolle Local Municipality’s IDP 2012/13has been reviewed through a consultative process as outlined within
the IDP approved Framework and reviewed Process Plan to produce the IDP document for 2012-2017. The
Framework outlines the legislative framework; and states when, how and by whom activities will be under taken.
Public participation was conducted through the IDP Representative forum, ward meetings in all wards, IDP
Steering Committee and various portfolio committees and forums of the municipality. The legislative frameworks
outlined in the Implementation phase were considered during the process of review of the IDP.
2.1 THE FOLLOWING ARE FIVE IDP PHASES
Phase 1: ANALYSIS PHASE
This phase provides the municipal status quo in terms of demographics, spatial rational, socio-economic status,
financial viability, good governance and institutional capacity.
PHASE 2: STRATEGY DEVELOPMENT
The phase focuses on prioritization of need and development of strategies that illustrate how the municipality is
going to address challenges and needs as identified in the analysis phase.
PHASE 3: PROJECT DEVELOPMENT
The phase ensures that subsequent to the strategy development phase; projects are developed and require that
the identified challenges and needs in the analysis phase are addresses.
PHASE 4: INTEGRATION
This phase ensures that development at local government is within the National and Provincial development
frameworks. Processes within all spheres of government must be aligned and integrated. It further ensures that
stakeholders are not planning and implementing their programmes in isolation.
PHASE 5: IMPLEMENTATION AND FEEDBACK
This phase outlines systems that the municipality has put in place to ensure that the IDP is implemented as
intended and that the community get feedback on the implementation and performance of the municipality.
MLM Final Draft 03 04 2012 Page - 7 -
SECTION B: SITUATION ANALYSIS (ANALYSIS PHASE)
The Modimolle Local Municipality (MLM) is situated in the Waterberg District Municipality (WDM) within the
Limpopo Province. The municipality shares borders all municipalities within the Waterberg District Municipality,
with Bela-Bela Local Municipality to the South, Mookgophong Local Municipality to the North, Thabazimbi Local
Municipality to the South-West, Lephalale Local Municipality to the West and Mogalakwena Local Municipality to
the North-West. MLM is a regional administrative capital of government and is home to the District Municipality.
The municipality is strategically located, with the R101 passing through it. The N1 connects Gauteng (Southern
neighbouring provinces) with Limpopo, the Northern neighbouring province. The link provided by the district can
creates an enabling business climate for the municipality as a distribution point to support vast growing
developments in the surrounding areas. The Modimolle town sits at the intersection of the R33 and R101 which
provide added economic advantage as outlined in the Road Network System.
The municipality is consisting urban and rural areas, with vast areas of land either under cultivation or being
utilised for game farming purposes. Modimolle/Phagameng is the nodal growth point of the municipality, while
Vaalwater (Mabatlane) and Alma (Mabaleng) can be described as service points. The area is characterised by:
prominent rivers, such as the Mokolo and Nyl Rivers which dominate the landscape, and
Settlement patterns characterised by townships informal settlements and farms.
Will assist in identifying the localised issues with reference to demographic and labour force dimensions.
1. SOCIO-ECONOMIC PROFILE
DEMOGRAPHY
Municipal population according to the official census of 2001 was 72 810 comprising 17 544 households. Estimates
of population at the settlement level that are compiled by the Department of Water Affairs (DWA) for water
service planning purpose suggest a population figure of 76643 persons for Modimolle Local Municipality in
2011,comprising 19132 households. The average size is 4 persons. This is probably the more accurate reflection of
the local demographic situation. It could be assumed that the average population growth rate in Modimolle Local
Municipality will be similar to the provincial population growth rate of 0.94% per year. The higher population
growth rate of the past decade was caused by people migrating from rural areas to Modimolle town, but this
migration process has now stabilized.
Table 1: Population in Modimolle Municipality
Census (2007)
Department of Water Affairs Database (2011)
MLM Council Data (2009)
Census according to Ward (2007
Government Communication Information Systems
Population 76 643 None 72 790
Households 19 132 30 000
MLM Final Draft 03 04 2012 Page - 8 -
Table 2: Employment Sector
Indicator 2007 2008 2009
Population –Total(Number) 62963 60536 60068
Population-Working age (Number) 41132 39945 40010
Employed-Formal and informal-Total(Number) 20504 19970 19142
Unemployed (Number) 5467 4799 4391
Unemployed rate (%) 21.1 19.4 18.7
Labour force participation rate (%) 63.1 62.0 58.8
(Please note that the information of the population 76643 is indicated for planning purposes).
Unemployed in Modimolle Local Municipality is lower than the provincial average, which could be due to the
high incidence of retired people in this municipality. The labour force participation rate is also considerably
higher than the provincial average. This could be the result of younger adults moving to Gauteng in search of
work opportunities
Table 3: Statistics per Ward
Statistics South Africa
Descriptive - South Africa by Electoral Ward
Table 1
Geography by Gender
for Person weighted
Wards Male Female Grand Total
Ward 1 4275 4945 9219
Ward 2 9053 8432 17 486
Ward 3 4684 4195 8879
Ward 4 3444 3671 7115
Ward 5 5819 5487 11 306
Ward 6 6396 6974 13 370
Ward 7 2653 2763 5415
Grand Total
36 324 36466 72 790
Source: Census 2001
Statistics South Africa (Descriptive Community
Survey 2007)
MLM Final Draft 03 04 2012 Page - 9 -
Table 4 Age by Gender
Male Female Grand Total
0 - 4 2536 2659 5195
5 - 9 2886 2135 5021
10 - 14 2467 2500 4967
15 - 19 2016 2881 4897
20 - 24 3033 2483 5516
25 - 29 2604 2233 4837
30 - 34 2605 1952 4557
35 - 39 2405 1737 4142
40 - 44 1348 1635 2983
45 - 49 1303 1516 2819
50 - 54 820 824 1644
55 - 59 755 511 1266
60 - 64 544 599 1143
65 - 69 457 706 1163
70 - 74 361 527 888
75 - 79 211 547 758
80 - 84 262 111 373
85 + 119 310 429
Grand Total 26732 25866 52598
MLM Final Draft 03 04 2012 Page - 10 -
Created on Friday, May 11,
2007
Statistics South Africa Web page: www.statssa.gov.za Statistics South Africa support: info@statssa.gov.za Copyright © 1993-2007 Space Time Research Pty Ltd. All rights reserved.
(Please note that this information is based on community survey and is not used for planning purposes)
Table 5: Employment Sector in Modimolle L Municipality
Sector 2008 2009 2010 2010%
Agriculture, Forestry & Fishing 2318 1828 1481 8
Mining & Quarrying 80 68 76 0
Manufacturing 1667 1520 1467 8
Electricity, Gas & Water 100 107 101 1
Construction 1565 1530 1265 7
Wholesale & retail trade, catering &
Communication
5480 5216 5234 28
Transport, Storage & Communication 641 680 706 4
Finance, Insurance, real estate & business
services
1878 1868 1870 10
Community, Social & Personal services 3508 3499 3211 17
General Government 2733 2826 2967 16
Total 19970 19142 18380 100
Wholesale & Retail trade is absorbing the larger percentage of the labour force, followed by Community, Social
& Personal Services. This sector includes tourism and civil services. Civil service is the major contributor to our
economy since Modimolle is the regional hub of government.
MLM Final Draft 03 04 2012 Page - 11 -
Table 5: Income per Individual
Male Female Grand Total
No income 3901 6889 10790
R1 - R400 482 540 1022
R401 - R800 2655 2034 4689
R801 - R1 600 4274 2974 7248
R1 601 - R3 200 1677 742 2419
R3 201 - R6 400 1046 863 1909
R6 401 - R12 800 865 807 1672
R12 801 - R25 600 406 239 645
R25 601 - R51 200 235 158 393
R51 201 - R102 400 180 73 253
R102 401 - R204 800 83 33 116
R204 801 or more - - 0
Response not given 517 670 1187
Institutions 1214 492 1706
Grand Total 17535 16514 34049
Created on Friday, May 11,
2007
MLM Final Draft 03 04 2012 Page - 12 -
Table 6: Economic Production
GROSS VALUE ADDED PER SECTOR IN MODIMOLLE LM @ CONSTANT 2005 PRICES, R’m
Sector 2008 2009 2010 2010%
Agriculture, Forestry & Fishing 116 101 102 5.1%
Mining & Quarrying 21 17 20 1.0%
Manufacturing 126 113 114 5.7%
Electricity, Gas & Water 57 60 62 3.1%
Construction 63 62 62 3.1%
Wholesale & retail trade, catering
& Communication
350 328 334 16.6%
Transport, Storage &
Communication
299 312 326 16.6%
Finance, Insurance ,real estate &
business services
478 485 492 24.4%
Community, Social & Personal
services
100 98 98 4.9%
General Government 386 391 405 20.1%
Total 1996 1967 2015 100.0
The Modimolle local economy is relatively small, with an estimated total economic value of production of only
R2 billion or 2010 (at constant price).The biggest contribution is from the finance , insurance, real estate and
business service sector, which largely reflects the inputted rental value of land. Government is a significant
contributor to the local economy .The third largest contribution is from trading activities and tourism
destinations.
MLM Final Draft 03 04 2012 Page - 13 -
Table 7: Employment Status by Gender
For Person weighted, LIM365: Modimolle Local Municipality
Employment Male Female Grand Total
Employed 11521 7802 19323
Unemployed 1637 3189 4826
Not Economically
Active
2742 4734 7476
Grand Total 15900 15725 31625
Created on Friday, May 11, 2007
Statistics South Africa Web page: www.statssa.gov.za
Statistics South Africa support: info@statssa.gov.za
Super CROSS. Copyright © 1993-2007 Space Time Research Pty Ltd. All rights reserved.
(Please note that this information is based on community survey and is not used for planning purposes)
0
10000
20000
30000
40000
50000
60000
70000
1 2 3 4
Series3
Series2
Series1
MLM Final Draft 03 04 2012 Page - 14 -
2. KPA 1: SERVICE DELIVERY & INFRASTRUCTURE DEVELOPMENT
Free Basic Services: Water Sanitation, electricity and Refuse Removal. The Free Basic Services are the services
that are provided by the municipality at no cost to the poor households as prescribed in the Indigent Policy.
The Municipality made provision of Free Basic Services such as Water, Electricity, and Sanitation according to the
indigent policy subsidised by the government which include 6kl of Water per month, 75kWh of Electricity per
month from 2009/10 and Refuse Removal per month free of charge.
Table 1: Provision of Water, Sanitation, Refuse Collection and Electricity 2011/2012
Service Total HH HH with Access
% With Access Total backlog % of Backlog
Water 19 804 18 654 94.19 1 150 5.81
Sanitation 19 804 14 840 74.93 4 964 25.07
Refuse Collection 19 804 18 000 90 1 804 10
Electricity 19 804 16 874 85.2 1 767 8.92 Source: MLM 2011/2012
Table 2: Provision of Free Basic Services 2011/2012
Municipality
Water Electricity Sewerage and
Sanitation
Solid Waste
Management
2008/20
09
2008/2009 2008/2009 2008/2009 2008/200
9
2008/2009 2008/200
9
2008/2009
Modimolle
Local
Municipality
2000
Beneficia
ries
R1,266,769.
00
2143
Beneficiarie
s
R
398,478.00
77 R
366,481.00
212
Beneficiari
es
R151,524.0
0
Source: MLM 2011/2012
2.1 Water Provision
Modimolle Local Municipality is a water service authority and has approximately 19,132 registered households.
The registered household’s water usage can be summarized as follows: (source: municipal finance system, 2011)
281hh are registered indigents with access to free basic services,
The farm dwellers water supply remains the responsibility of farm owners from the private
owners
Table 3: Provision of Water Services 2011/2012
Total No. Of HH Piped Water
inside the yard
Piped Water from
Access point outside
the yard
Piped Water inside
the dwelling
No access to piped
water
Other
2
2001
2
2007
2
2001
2
2007
2
2001
2
2007
2001 2
2007
2001 2
2007
2
2001
2
2007
1
2 410
1
5 826
5
948
6
982
1
539
4940 6
566
1 309 1
425
4
94
7
0
Source: Census 2001 & Stats SA, Community Survey 2007
MLM Final Draft 03 04 2012 Page - 15 -
Water Sources
Municipality Source
Surface Water Ground Water
Modimolle Local
Municipality
Donkerpoort Dam
Pipeline from Klipdrift
Purification Works
(Magalies Water)
Perdelaagte borehole in Modimolle
Mabaleng Borehole x1
Mabatlane Borehole x8
Donkerpoort water purification plant supply water to a part of Modimolle Town & Phagameng, as a result,
Magalies Water was appointed as service provider to supply the required amount to augment the latter. The
capacity of Modimolle reservoirs are currently at 24 mega litres, although there is a need for another 24 megalitres
storage facilities to ensure sufficient water supply for current and future development.
Actions have been identified to increase the capacity of the Donkerpoort dam for example:
Extend wall of Donkerpoort dam to increase the efficiency from 4mega litres to 6 mega litres.
Acquire generators for the dam to address emergency incidents (generator is used to run the plant in the
instance there is no electricity to supply reservoirs with water and to avoid the drying of the reservoirs).
Currently a water shortage exists in the Vaalwater area which solely depends on boreholes. In certain extensions
(part of Leseding Township Extension 1 and Extension 2) water carts are used (as reflection of the water shortage)
to supply the community with water. The reservoir, in Vaalwater is 3mega litres capacity. Although the MLM is
currently busy upgrading the water pipelines a water shortage still exist in the area. Sufficient water sources have
been identified on private farms in Vaalwater, but the land prices are high.
Table 4: Households Below Basic Level of Service/Backlogs-Water Provision
Municipality Households Below Level of
Service/Backlogs
Households Below Level of Service/Backlogs as
a Percentage
Modimolle Local
Municipality
1,425 4.5%
Source: COGTA, Basic Services Publication, (2009 Municipal Source)
2.2 SANITATION INFRASTRUCTURE
Modimolle waste water treatment plant is currently running at its full capacity of 3ML/day treating an average of
±4.5ml/d. The municipality is expanding the existing sewer treatment plant by another 3ML/day although it has
been indicated that the new expansions will still not address the full demand that currently exists. The existing
sewer capacities constrain future development in the municipality.
Vaalwater area is currently using oxidation ponds, but the ponds are over flowing which poses an environmental
challenge, especially in rainy seasons, due to the close proximity to the Mokolo River (±10m).
Alma presently has no waste water treatment plant. A total number of 480 hh in Alma and 400hh in Vaalwater
have a backlog respectively. The estimated cost for the development of waste water treatment plant is
MLM Final Draft 03 04 2012 Page - 16 -
approximately R9.2 million. Phase 1 is installing waste water mainlines in Mabatlane 210 HH will be connected
(Completed currently busy with phase 2). Phase 2 will start after Phase 1 has been completed.
Table 5: Service Levels-Sanitation Facilities
Municipality Flush Toilet (Connected to sewer)
Flush Toilet (with septic tank)
Dry Toilet Facility
Pit Toilet with Ventilation
Pit Toilet without ventilation
Chemical Toilet
Bucket Toilet System
None
Modimolle Local Municipality
9780 315 980 155 3614 136 34 813
Source: Stats SA Community Survey 2007
Table 6: Households Below Basic level of Service/Backlogs –Sanitation Facilities
Municipality
Households Below Basic
Level of Service/Backlogs
Households Below Basic
Level of Service/Backlogs as
a Percentage
Modimolle Local Municipality 1,425 4.5%
Source: COGTA, Basic Service Publication, (2009 Municipal Source)
2.3 ELECTRICITY SUPPLY
MLM is an electricity service provider and currently has a total of 23MVA capacity to supply the community.
Out of the 23MVA, Modimolle town has 20MVA of which its optimum utilisation is ±16MVA. The Vaalwater
area has a transformer of 3MVA and currently using 2.8 MVA. There is a need for additional capacity of
20MVA in Modimolle Town and 10 MVA in Vaalwater to enable further development. ESKOM provides
farming communities with electricity.
ESKOM is currently upgrading its site and intends to complete in July 2012. The municipality has intensions
to upgrade the internal capacity however it is challenged with lack of funds. DBSA has been approach with
application of a loan of ±R25m, whereas other option is to apply for a grant of ±R15m from Department of
Energy which the municipality had already explored through submission of a Business Plan.
Table 7: Energy Source for Lighting
Municipality Electricity Gas Paraffin Candles Solar Other
Modimolle Local
Municipality
13 370 28 313 3374 0 0
Source: Stats SA Community Survey 2007
BACKLOG IN TERMS OF ELECTRICITY CONNECTIONS IS 2 555HH. THE MUNICIPALITY IS CURRENTLY PROVIDING FREE BASIC
SERVICE (FBS) TO 3 036HH.
2.3.1 Energy Efficiency Programme
The municipality strives to develop programme that seeks to promote principles of green energy as
encouraged to all energy consumers and suppliers through COP 17 South Africa 2011 resolutions. The
MLM Final Draft 03 04 2012 Page - 17 -
municipality has developed a draft Strategy on Energy Efficiency. The project will be implemented at
municipal level (distribution of products within Alma, Vaalwater and Modimolle-Phagameng areas).
Table 8: Households below Basic Level of Service/Backlogs – Electricity
Municipality Households Basic Level of
Service/Backlogs
Households Below Basic Level of
Service/Backlogs as a Percentage
Modimolle Local
Municipality
4,114 36.7%
Source: COGTA Basic Service Publication, 2011
4 HOUSING INFRASTRUCTURE
The municipality is characterised by townships, farms and informal settlements. The unemployment rate
increased rapidly during the focus shift due to the increase in evicted farm workers. The increasing housing
backlog in the municipality is a huge challenge. The current RDP housing backlog is approximately 4,500 units.
Most of the housing structures are mainly built out of brick and cement and informal settlements are 100% tin
houses. The municipality has developed a Housing Chapter which has to provide guide to the above mentioned
situation.
Table 9: Housing Types – Main Dwelling
Mu
nic
ipal
ity
Ho
use
or
Bri
ck s
tru
ctu
re
on
a s
ep
arat
e s
tan
d o
r
yard
Tr
adit
ion
al
dw
elli
ng/
hu
t/st
ruct
ure
mad
e o
f tr
adit
ion
al
mat
eri
al
Flat
in b
lock
of
flat
s
Tow
n c
lust
er/
se
mi-
de
tach
ed
ho
use
(sim
ple
x: d
up
lex
trip
lex)
Ho
use
/fla
t/ r
oo
m in
bac
k ya
rd
Info
rmal
dw
elli
ng/
shac
k in
ba
ck y
ard
Info
rmal
dw
elli
ng/
shac
k N
OT
in b
ack
yard
e.g
. in
an
info
rmal
/sq
uat
ter
sett
lem
en
t
Ro
om
/fla
t le
t n
ot
in
bac
k ya
rd b
ut
on
a
shar
ed
pro
pe
rty
Car
avan
or
ten
t
Pri
vate
sh
ip/b
oat
Wo
rke
rs’ h
ost
el
(be
d/b
ed
ro
om
Modimolle
Local
Municipality
8657
395
98
140
152
675
3518
1888
24
0
251
MLM GIS Survey 2009
Table 10: Housing – Type of main Dwelling
Type of Infrastructure No. HH
House or brick structure on a separate stand or yard 29231
Traditional dwelling/hut/structure made of traditional materials 936
Flat in block of flats 136
Town/cluster/semi-detached house (simplex: duplex: triplex) 219
House/flat/room in back yard 190
Informal dwelling/shack in back yard 2533
MLM Final Draft 03 04 2012 Page - 18 -
Informal dwelling/shack NOT in back yard e.g. in an informal/squatter
settlement 13070
Room/flat let not in back yard but on a shared property 2674
Caravan or tent 26
Private ship/boat -
Workers’ hostel(bed/room) 551
Other 35
Institutions 3000
Grand Total 52601
Most houses are formal structures with basic services. Informal settlements in Modimolle have
been formalised and receive basic services. The growth of informal settlements is increasing
housing demand, which has direct impact on provision of basic services.
Source: MLM GIS Survey 2011
2.4.1 The municipality is encountering challenges in terms of addressing housing backlog due to:
• Lack of well located, developable land for housing (most of the land which is well located and well
suited is privately owned and insufficient for housing subsidies),
• Under staffed town planning unit,
• Lengthy procedure in dissemination between Limpopo Provincial Government and Local authorities
regarding housing matters,
• Lack of housing integrated planning and development (housing will be constructed without road
infrastructure and connection plans to the main bulk sewer line), and
• The municipal sewer treatment plant is operating above its capacity and threatening new
developments.
• Renting and selling out of RDP Houses at early years by beneficiaries
• RDP which were allocated to minor whom are still under their parent support- which tends to
increase a number of un-occupied RDP and vandalized structure within the jurisdiction.
• Illegal occupation of RDP houses.
• Selling of RDP structures
• Illegal allocation of RDP houses.
• Wrongful allocation of RDP houses to people not qualifying for RDP’s
• Duplication of stands/ erf numbers when beneficiaries are registered.
5. Road Network System
Modimolle strategically located with close proximity to Pretoria, Polokwane, Lephalale, Groblersdal and
Lebowakgomo. Modimolle is accessible to the N1, that links Gauteng Province and Limpopo Province and
the R33 is a freight corridor that connects the east and the west. It is used mostly by trucks passing through
Modimolle to Lephalale Local Municipality. The road is very narrow and many accidents have occurred due
to the amount of trucks.
There is a plan to commission a feasibility study on the bypass road to Mookgopong/ Lephalale. The R101
road is a link that connects the south to the east and trucks are restricted to use this road. A fine of R10 000
MLM Final Draft 03 04 2012 Page - 19 -
is being stipulated for non-compliance. Trucks driving from Bela-Bela to Modimolle use the Eersbewoon
road that intersects with R33; it passes through Modimolle town and then proceeds to Mookgophong or
Polokwane using the R101. The two roads that link Modimolle town and Mabaleng are gravel roads, which
pose a challenge on our public transport system.
The existing road infrastructure within MLM’s jurisdiction comprise of both provincial, district and local
roads. In general, the road network within the municipal area consists of gravel, concrete blocks and
surfaced roads.
The existing municipality road network comprises of a total of 186,4km. It is of particular importance that
the bulk of the surfaced road network is still in a relatively good to fair condition (±85%) and subsequently,
with appropriate and timeouts intervention, the integrity of the majority of the existing surface road
network can be preserved.
Table 11: Road Conditions
Area
Description
Surfaced Roads
Length (m)
Gravel Roads Length
(m)
Concrete Block
Roads Length (m)
Total Roads
Length (m)
Modimolle 66,414.00 7,600.00 - 74,014.00
Phagameng 8,208.00 48,828.90 65,477.98
Mabatlane 8,740.00 34,112.80 940.00 43,792.80
Mabaleng - 3,094.90 - 3,094.90
Total 83,362.00 93,636.60 940.00 186,379.68
Total
backlog
7600m backlog on
maintenance 93 637
82940m 184 177m
Storm water
backlog
16 948m 90 540m 940.00
The lengths in the above table, excludes the road links within the various “private residential developments”.
Source: Modimolle Local Municipality, 2011
For practical purposes and based on the visual assessment of the soil conditions of the site, it is
recommended that block paving must be considered for the upgrading of all gravel roads to surfaced
standards. This is deemed to be the most cost-effective technical solution for various reasons, refer to
(Modimolle Road Master Plan):
6. Public Transport System
The MLM has four taxi ranks, one in Vaalwater (Mabatlane), two in Modimolle town and one in Phagameng.
The distance from Phagameng to Modimolle CBD is about 3.5km by which some people prefer to walk to
town. There is currently no taxi rank in Alma (Mabaleng) and most people are transported by private car
owners. Public transport to Alma from Modimolle town is currently being challenged by the District road
condition. The two access roads to Alma are district roads and currently gravel roads.
The railway line connecting the south to the north is currently active and are being utilised for both
passengers and freight goods. The railway link from Modimolle to Vaalwater (Mabatlane) is currently closed
MLM Final Draft 03 04 2012 Page - 20 -
and was previously used to transport agricultural products. The municipality is not a transport authority.
Currently MLM do not have a bus transport network. The existing transport network is adequate at this
time, although it should be noted that the network must be re-evaluated regarding proposed development.
7. WASTE MANAGEMENT
Land fill sites
The MLM has two licensed landfill sites, one in Vaalwater and the other in Modimolle/Phagameng, with a
total capacity of 320 000m³ and the total general waste collected is 840 000 m³. Currently there is a need to
relocate the Modimolle Town Land Fill Site as it is at close proximity to the newly developed extention 10
township. The legal status of both the land fill sites in Vaalwater and the Modimolle town is being
compromised.
The Vaalwater land fill site is compromised by the encroachment of Leseding Extension 2 and new Extension
3 development and Modimolle is compromised by the new Extension 10 development. The landfill site in
Vaalwater is being rehabilitated with the assistance of WDM. The District is currently considering the
establishment of a district wide landfill site. The municipality has identified a new Landfill site in Modimolle
and the process of establishment of the site is underway.
Waste Collection: Refuse Removal
Waste collection service is provided to 18 000 households including informal settlements. Farms and game
lodges dump in their private properties. Farmers are required to acquire legal environment certificate that
permits them to do dumping at a minimal scale in designated private areas. The backlog of refuse removal is
2000 and target for 2012/13 is 81165.
Table 12: Service Level – Refuse Removal
Municipality Removed by Local
Authority/Private
Company at least once
a week
Removed by
Local
Authority/Private
Company at less
often
Communal
Refuse
Dump
Own
refuse
Dump
No
Rubbish
Disposal
Other
Modimolle
Local
Municipality
8743 238 173 6082 591 0
Source: Stats SA Community Survey 2007
Table 13: Households below level of service/Backlogs – Refuse Removal
Municipality Households Below basic Level of
service/Backlogs
Households Below Basic Level of
Service/Backlogs as a Percentage
Modimolle Local Municipality 2,000 10.4%
Source: StatsSA Community Survey 2007
8. COMMUNITY FACILITY AND SOCIAL AMINITIES
There is a need for an additional clinic to serve Ward 5 & 6. There is a need for community halls in Mabaleng
and Phagameng (ward 5& 6).
MLM Final Draft 03 04 2012 Page - 21 -
The municipality has a variety of community facilities namely:
6 municipal halls,
25 sport facilities
4 clinics,
2 hospitals, and
4 mobile clinics (Operating in the North and South of Modimolle.)
8.1 SCHOOLS
Modimolle Local Municipality has 19 Primary Schools, 7 Secondary/Middle Schools, 1 Special School and 1
Higher Learning Institution as indicated in Table 18 below. Most farm settlements have been affected by the
programme of merging of Primary Schools and people are vulnerable of not attending school. Due to the
lack of tertiary institutions in the municipal area; the youths are not likely to attend to post matriculation
education. It should also be noted that only one facility exists that caters for children with special needs.
There is a need for a High and Primary Schools in extension 10.
Table14: Education Institutions
Type of facility Number of
facilities
Backlog
Secondary 7 3
Special 1 1
Primary 19 1
Combined 10 2
Higher learning institution 1 1
Early Childhood Development
Center
8 9
Total number of facilities 38 8
Source: Department of Education, 2011
The municipality have a total of 543 educators which entails a 29.3 learner/educator ratio. A challenge that
should be addressed is limited services at schools. The following services are available at the 38 existing
schools:
Electricity: 37 (97.3%),
water: 37 (97.3%), and
Sanitation: 1 (2.6%).
Health facilities
MLM Final Draft 03 04 2012 Page - 22 -
Table 15: Distance Travel Time to Health Facilities
Population Percentage (%)
2.5 km (15 Minutes) 40465 58.8%
5 km (30 Minutes) 2964 4.3%
7.5 km (45 Minutes) 2537 3.7%
10 km (1 Hour) 1787 2.6%
12.5 km (1 Hr 15 Min) 2438 3.5%
15 km (1 Hr 30 Min) 2511 3.6%
More than 63% of the population is within 60 minutes from health facilities. For routine requirements, this
should be acceptable.
8.2 SAFETY AND SECURITY
It has been noted that the crime rate in MLM is very low although the municipality have only three police
stations (Modimolle, Rankinspass and Vaalwater). This is conducive for economic growth, especially in the
tourism and retail industry.
However, the Alma (Mabaleng settlement) is situated at ±15km away from the Rankin pass and ±30km
from Vaalwater Police stations). This further challenges social and security cluster communities for proper
planning. The Phagameng area has been provided with a satellite Police station; otherwise Phagameng
was at a radius of ±3.5 KM.
Table 16: Safety and Security Facilities
Area Police Station Satellite Station Magistrate court
Modimolle 1 1 1
Vaalwater 1 0 0
Alma 1 0 0
TOTAL 3 1 1
Source: Modimolle Local Municipality, 2010
Table 17: Drive Times from Police Stations
Population Percentage (% )
0-15 Minutes 45334 65.9%
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15 - 30 Minutes 8885 12.9%
30 - 45 Minutes 9419 13.7%
45 - 60 Minutes 4459 6.5%
1 Hour + 733 1.1%
Grand Total 68829 100.0%
Source: Modimolle Local Municipality internal records, 2012
The analysis shows that more than 79% of the population is within a 30 minute drive from a police station.
The most inaccessible areas coincide with the areas with high conservation potential and this also the most
sparsely populated areas. Satellite police station in Phagameng has been re-opened.
8.3 TRAFFIC AND LICENSING TESTING
There are two Vehicle testing stations in Modimolle whereby one is owned by the municipality and the
other is privately owned. The Vaalwater area is currently serviced by Provincial Department of Roads &
Transport with traffic control.
8.4 EMERGENCY SERVICES AND FIRE FIGHTING
Fire fighting is a District function and Modimolle Local Municipality is only providing the service at an
emergency level. The unit is currently understaffed. There is a need to establish an emergency
centre/satellite at Vaalwater to provide the service; however training programme is underway for newly
recruits at Vaalwater/Mabatlane area.
Table 18: Emergency Services and Fire Fighting
Area Ambulance services Fire & other emergency
service
Modimolle 1 1
Vaalwater 1 1
Alma 0 0
TOTAL 2 1
Source: Modimolle Local Municipality internal records 2010
The municipality have a total of 543 educators which entails a 29.3 learner/educator ratio. A challenge that
should be addressed is limited services at schools. The following services are available at the 38 existing
schools:
Electricity: 37 (97.3%),
water: 37 (97.3%), and
Sanitation: 1 (2.6%).
MLM Final Draft 03 04 2012 Page - 24 -
8.5 POST OFFICE AND AGENCIES
The Modimolle Local Municipality have two post offices and four retail postal agencies.
Table 19: Post Office and Agencies
Area Type of facility Grade of Facility
Modimolle Town Post office Levels
Vaalwater/Mabatlane Post office Unbranded
Alma/Mabaleng Retail Agency Retail Postal agency : Type C
Rankin’s Pass Retail Agency Retail Postal Agency: Type C
Kokanje Retail Agency Retail Postal Agency: Type B
Modimolle Uti Couriers Retail Postal Agency
Modimolle Local Municipality, 2011
The current postal services are strategically well located and sufficient for the existing demand within the
municipality.
These facilities must receive regular maintenance to ensure that the facility stays in usable condition.
8.6 MUNICIPAL LIBRARIES
A total of six libraries are located within MLM. Upgrading and expansion of the libraries are needed. An
increase in secondary schools can cause an increase in the usage of the libraries. Table 12 provide an
overview regarding the location of each library as well as the type of facility.
Table 20: Municipal Libraries
Area Type of Facility
Modimolle Town Main Library
Phagameng Branch Library
Kokanje Branch Library
Abraham Kriel Children `s home Book Deposit
Vaalwater Library
Source: Modimolle Local Municipality, 2011
8.7 CEMETRIES
There are 6 Cemeteries, 0nly two are operational, and two were closed due to high water table (Phagameng
and Leseding). There is a need to identify new sites. Currently the management of all the cemeteries is
operating with 11 casuals. There is also a need for an electronic system for grave registration. There is no
official cemetery in Mabaleng.
MLM Final Draft 03 04 2012 Page - 25 -
8.8 MUNICIPAL BUILDINGS
The building of the Headquarters of the municipality is dilapidated and there is a need for a totally
construction of new offices. Meanwhile there is a need for office space; the municipality has renovated Old
Commando buildings to house most of the technical and social services functions. The Modimolle Beehive
Incubation Centre which is currently accommodating the LED Unit requires urgently renovations.
There is a need for a new roof for the library in Modimolle. There is also a need for new library buildings in
Vaalwater as well as Phagameng.
The community halls are leased to private and government institutions and are a source of revenue with
very minimal contribution to the municipal revenue.
8.9 INFRASTRUCTURE DEVELOPMENT AND BASIC SERVICE DELIVERY CHALLENGES
Ageing engineering infrastructure
Insufficient capacity of sewer plant for Vaalwater area
Lack of sanitation facility at Mabaleng/ Alma
Lack of capacity of electricity to accommodate current and future developments in Modimolle area
Insufficient budget for resealing, gravelling and maintenance of roads.
Inappropriate storm water drainage (Top surface storm water drainage)
Inadequate sport facilities.
Inadequate community facilities to serve (Mabatlane extension 4, Mabaleng and Phagameng Ward 5
and 6).
Lack of staff and equipment to carry out maintenance on community facilities.
Land earmarked for sport facilities at Mabatlane extension 4 is being invaded by informal settlements.
Lack of updated reading material at our libraries
Land for parks has been invaded by informal settlements, especially at Phagameng and Leseding.
Lack of equipment and machinery
Parks unit is understaffed and currently operating mostly with casual employees.
Two Cemeteries that are in operation are anticipated to reach their capacity in the next two years.
Sector departments not willing to pay leasing fees of community halls
Need of land for cemetery at Alma
Need land for future development
The municipality must apply for Land Fill Sites for Modimolle, Mabatlane and Mabaleng
Too many red tapes :( licensing: certain documents to be submitted to provincial departments for
approval).
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Table 21: Service Delivery Challenges
Ageing infrastructure stifles development and service delivery
Culture of nonpayment of local communities.
Access to and the available of bulk water services is a serious challenge.
Sanitation
1127 household are without formal sanitation.
Electricity
Insufficient bulk water and electrical supply
Refuse Removal
Illegal dumping
Inadequate records are maintained of the quantities and types of waste collected and
disposed
Waste collection services are not provided to any rural, large number of resorts, lodges,
game farms and agriculture
Illegal refuse not collected regularly due to lack of transport.
No programmes to educate the community about the effect on dumping as well as littering
on the environment.
No waste management plan, as well as the environmental plan for the Municipality
Table 22: Service Delivery Health
SUB DISTRICT HOSPITALS CLINICS MOBILES COMMUNIT
Y HEALTH
CENTRES
Modimolle 1 *1 specialized 4 3
Implications
An application of a 5 km radius from each clinic suggests that a number of settlements are not well
provided with health facilities.
Such that most rural villages are located quite far from the health facilities i.e. beyond the twenty
kilometers of reach from hospitals and beyond five kilometers from clinics.
The need for the provision of either mobile or immovable clinics would need to be determined
within these settlements.
MLM Final Draft 03 04 2012 Page - 27 -
Table 23: Service Delivery Safety & Security
Location Level of service
Modimolle Modimolle Town – Main station
Vaalwater – Main station
Alma – Main station
Implications
The 2011/12 Modimolle Municipality IDP indicated Public Safety as a critical issue with the
following most prevalent crimes that have taken place in 2009:
Robbery with weapon other than firearm
Theft of motor vehicles
Indecent assault
Attempted murder
Burglary
Robbery aggravating
The need and location of future public safety facilities should be informed by the crime statistics and
the good road network to ensure that the emergencies are attended to efficiently.
8.10 BASIC SERVICE DELIVERY: ISSUES AND CHALLENGES
Lack of water resources.
Lack of bulk infrastructure (water, electricity, sanitation).
Ageing infrastructure in older towns.
Inadequate budgeting for operations and maintenance.
Overflowing of sewer plants
Utilisation of unlicensed Landfill Sites.
Sector planning is not coordinated and aligned to the municipal planning processes.
Inadequate capital funding for all infrastructure/service delivery.
Inadequate institutional capacity to respond to service delivery opportunities.
Inadequate intergovernmental integration and support
Poor water quality
8.11 ROADS INFRASTRUCTURE & TRANSPORT
Roads Infrastructure
Roads in the Modimolle Municipality area are adequately connected with National, Provincial, and District
Roads. The primary route network includes the N1, N11, R518, R572, R33, R510, R516, and the R101.
However, there is no direct route connecting the Limpopo Province and the North West Province. There is
concern on the rapidly degrading of many roads due to the increasing economic activities in the District
(increase in heavy vehicles with mining materials), and a lack of maintenance and rehabilitation.
MLM Final Draft 03 04 2012 Page - 28 -
In addition to the above roads, the local access roads are gravel and predominantly utilised by buses and
taxis. The condition of these roads is below standard. They require upgrading, improved storm water
management, lighting, parking, and other road furniture. There are also internal village streets and these are
generally in a bad state. Once the major roads have undergone general upgrading, attention can be given to
the upgrading the minor roads and management system.
There is no pavement management data, traffic data, etc. to prioritise the upgrading of roads. However, the
Road Agency Limpopo, South African National Roads Agency Limited, Limpopo in Motion, Limpopo 2020
Infrastructure Study, Public Transport Plan, and correspondence with the Transport Forum realised a list of
roads that should be prioritised.
Table 24: Priority Roads within District Growth Points
Description Distance (km)
Road No. Municipality
N11 to Modimolle to
Vaalwater to
Lephalale
235 P240/1
R571(P55/1,
P84/1, P198/1)
Mookhophong,
Modimolle, Lephalale
8.12 ROADS INFRASTRUCTURE & TRANSPORT ISSUE & ISSUES AND CHALLENGE
• Poor condition of roads.
• Recapitalization of unroadworthy taxis.
• Accidents.
• Poor storm water drainage systems
• Lack of transport facilities.
• Conflicts among taxi owners.
• Inadequate public transport facilities such as taxi ranks in local municipalities.
• Lack of shelters and ablution facilities.
• Heavy vehicles damaging roads in the local municipalities.
• Lack of parking areas in the municipal CBDs.
• Lack of pedestrian walk-ways in CBDs.
• Lack of funds for some locals to develop Road Infrastructure Strategies.
Table 25: Spatial Analysis
Nodes Settlement Growth and development prospects
2nd order
nodes
Modimolle
Modimolle is the focus of strong agriculture
activities and has a clear services centre role in
the Waterberg. It has the potential of to
develop more as a tourism support centre and a
gateway to the heart of Waterberg Biosphere.
MLM Final Draft 03 04 2012 Page - 29 -
8.12 SPATIAL - CHALLENGES
Delayed restitution of land
Existence of racial settlements defeating principles of integration settlements
Lack of integration of developmental planning for stakeholders
Lack of funding
Difficulties of acquiring land for developments
Inadequate staff compliment to deal with spatial and land use management to read inadequate staff
compliment to implement spatial and land use management
Inadequate land for development.
Poor planning in rural areas due to poor implementation of land use management scheme.
Illegal subdivision of agricultural land.
Inadequate strategies for biosphere management.
Poor community participation on land use planning.
Inadequate staff compliment to deal with spatial and land use management.
Dismantling of racial settlement in municipalities.
Delays in transfer of land
Shortage of planning skills
Table 26: Environmental Analysis- Challenges
Issue Detail
Sanitation Modimolle and Bela- Bela experience a lot of overflowing sewage due to
aged infrastructure
Overflow of inadequate capacities of facilities
Lack of focused unit for environment function
Harvesting of
firewood
Modimolle experiences high usage of firewood for cooking and heating
Water quality Most of the rural communities rely on borehole s / bulk storage for water
provision.
The aged /old infrastructure has a negative impact on the quality of water
especially the chemical content. This usually happens in Bela- Bela and
Modimolle
MLM Final Draft 03 04 2012 Page - 30 -
KPA 2: LOCAL ECONOMIC DEVELOPMENT (LED)
1.1 Background
Modimolle has an approved LED Strategy 2009. The strategy has indicated that Modimolle Local Municipality
has a Tress Index of 51.7 %, which it is a clear indication that the economy is neither diversified nor
concentrated. The economy is reliant on more than one sector and thus not vulnerable to external impacts.
Agricultural Sector is the most comparative sector with a high local quotient. This implies that the sector is
serving needs beyond the sector, which is exporting goods and services from this sector.
Mining, Utilities and Government Services have a low local quotient; this implies that local needs are not being
met by residents sector. The municipality is importing goods and services in these sectors. See Annexure A: LED
Strategy
LOCAL ECONOMIC DEVELOPMENT
Table 33: Local Economic Development – Agricultural Activities
Municipality Crop Fruit Vegetables LIVESTOCK;POULTRY&
PIGGERY
Modimolle Cotton
Maize
Millet
Tobacco
Paprika
Sorghum
Lucerne
Cowpeas
Groundnuts
Wheat
Jug beans
China beans
Sunflower
Citrus
(oranges)
Peaches
Table
Grapes
Potatoes
Tomatoes
Cabbage
Carrots
Onions
Cucurbits
(the
pumpkin
type)
Brahman, Nguni,
seminarian
Tulip, Bonsmara,
Drakensberg
And Simmental.
Sheep: Doper, Samara
and
Van Rooyen.
Goats: Boer goats,
Poultry: New
Hemisphere
white leghorns
Astrologers,
Potchefstroom Kooks,
Black leghorns.
Piggery: Large white,
Minnesota and Lindros
MLM Final Draft 03 04 2012 Page - 31 -
1.8 LOCAL ECONOMIC DEVELOPMENT - CHALLENGES
LED CHALLENGES
A need for funding for capital projects
A need to coordinate with other role players
A need for investment retention strategy
A need for industrialisation strategy
Limited land for LED Projects
A need to accelerate the establishment of cooperatives
A need to develop tourism strategy
Employment database
MLM Final Draft 03 04 2012 Page - 32 -
KPA 3: FINANCIAL VIABILITY
The purpose of this section is to provide financial viability of MLM within financial framework, legislation
and reviewed financial policies. Municipal budget is compiled in terms of the Municipal Finance
Management Act (MFMA), 56 of 2003. MFMA provides an environment which ensures sound and
sustainable management of the financial affairs of a municipality and establishes treasury norms and
standards for the local spheres of government.
3.1 Financial Policies
Financial policies ensure good governance and financial viability. These policies provide a framework within
which the municipality should operate in order to sustain, maintain, and provide service delivery and equal
opportunities for its communities.
3.2 Debt collection and credit control policy
The objective of this policy is to provide credit control and debt collection procedures and mechanisms. The
municipality has taken the initiative to vigorously hand over debtors to legal department to reduce the debt.
The municipality is encountering challenges in implementing this policy due to the lack of personnel. It is
again costly to hand over debts of minimal amount such as R500 since legal fees are more than the debt.
The policy further makes provision for indigents, which is consistent with its rates and tariff policies. The
policy also outlines powers to restrict or disconnect supply of service, service level agreements, disputes,
extension of payments, change to pre-pay and penalties.
3.3 Indigent Policy
An indigent household is where a verified total gross monthly income of all occupants over 18 years of age
does not exceeding the amount equal to twice the annual state pension as approved by National
Government such other amounts as the council may from time to time determine such households qualify
for subsidy on property rates and service charges for sewerage and refuse removal not less than a rebate of
50% on monthly amount billed and will additionally receive 6kl of water and 75 kWh of electricity per month
free of charge.
Only households where the accountholder or property owner has registered as indigent in terms of the
municipal annual registration programme, and whose registration has been accepted and entered into the
register of indigents shall qualify for the above concessions. Currently the municipality has registered 5050
indigent households.
The objective of this policy is to ensure that indigents receive at least basic municipal services. The
verification of indigent status is a challenge. The municipality has established the Indigent function with two
full time personnel (Indigent Officer and Indigent Clerk) who will be implementing necessary mechanism of
verifying and updating the register
3.4 Supply Chain Policy
Supply Chain Management policy is developed within the legislative framework of, the Constitution of SA,
MFMA, PPP Framework Act of 2000(Act No 5 of 2000), Broad based Economic Empowerment Act (Act No 53
of 2000). It outlines procurement processes within the municipality. Among others, it outlines the
competencies and delegations of the committees and officials that manage the procurement process, such
as the evaluation and adjudication committees, the CFO, the Municipal Manager ; Divisional Manager:
Supply Chain Management and Supply chain/ procurement officers.
The Supply Chain Management policy is linked to the asset policy and easy to keep records concerning
assets and there is a database register which is updated quarterly and procedure manual in place.
MLM Final Draft 03 04 2012 Page - 33 -
3.5 Cash and Investment Policy
The investment policy aims at gaining optimal return on investments without incurring undue risks, during
those periods where cash revenues are not needed for capital or operational purposes. The Investment
policy is dependent on the accuracy thereof together with the cash management programme which must
identify the amounts surplus to the municipality’s needs, as well as the time when and period for which such
sources are surplus.
3.6 Fraud Prevention and Anti Corruption Policy
This policy intends to set down the stance of the municipality to “Fraud” as well as to reinforce existing
systems, policies, procedures, rules, and regulations and regulations of the municipality aimed at deterring
prevention, detecting, reacting to and reducing the impact of fraud.
Currently the municipality has established Customer care unit which handle as well Presidential and Premier
hotline matters. The unit is provided with at least 3x personnel. The installed CCTV cameras, contracted
physical security and installed a palisade fence around the municipal main building has contributed in
reducing fraud and corruption activities. The other municipality centres have as well improved fencing and
contracted physical security; such enables proper control and accountability to municipal asserts.
3.7 Provision of Bad Debt Policy
Purpose of this policy is to ensure that collection of debt remains cost effective and Written-offs is
authorized at an appropriate time by Council. This policy must be implemented in line with Debt Collection
and Credit control Policy. All collections must be exhausted before any account is considered to be written-
off. No account should be written off where services are currently being rendered. Cut-off procedures
should be instituted in line with the policy.
4. Revenue Sources
The main sources of a budget for MLM are grants and internal sources:
Water
Electricity
Rates and taxes
Property operating transfers
Investment
And business rates).
MLM Final Draft 03 04 2012 Page - 34 -
Table 34: Revenue sources in MLM
Revenue Source
Water Utilised
Electricity Utilised
Property rates Utilised
Refuse removal Utilised
Private dumping at land fill sites Not utilised
Sewerage Utilised
Parking Not utilised
Recreational and sporting facilities Utilised
Licences (vehicles , learners & drivers) Utilised
Business Levy Not utilised
Source: Internal Municipal System
Among others Modimolle is experiencing challenges in term of revenue enhancement. Table in above
outlines revenue sources utilised in municipality and those that are not utilised. Currently there is no
revenue enhancement strategy in place, but provision has been made in the implementation of a
Municipal Turn-Around Strategy.
5. Financial Challenges
Revenue collection.
Most of the customers are indigent and no indigent verification system.
Financial System not compliant with GRAP
Lack of compliance with Supply Chain Policy
Asset management not centralized
Inadequate organizational structure as a result there is no segregation of duties.
CFO post is vacant.
Lack of Project and financial management: No correlation of project progress and payment
claims.
MLM Final Draft 03 04 2012 Page - 35 -
KPA 4: Good Governance and Public Participation
This KPA provides an overview of the systems and committees in place that promotes and encourages
good governance and public participation.
1. Good Governance
Audit committee:
The Audit committee has been established and comprises of the Municipal Manager and three
members who are not employed by the municipality. The committee meets quarterly and reports
directly to the municipal council. The committee liaises with the Internal Audit unit which reports
functionally to them and administratively to the Municipal Manager.
An approved Risk Based Audit plan has been developed to ensure compliance with MFMA.
Management developed Audit Recovery plan (ARP) and it is coordinated and facilitated by the audit
unit, to ensure that all Auditor General’s queries are addressed. Quarterly reports on ARP are done to
monitor the progress or performance of planned mitigations.
Internal Audit Unit: The unit is established in terms of Section 165 of MFMA. The unit is
understaffed and currently utilising the capacity of the following: 2x permanent, 1x intern and
1x risk Management intern
Performance Audit Committee: The committee has been established; it is responsible for
performance issues and it reports to council. It comprises of 3x individuals not being in the
employ of the municipality. The Performance Audit Committee is a section 79 committee and it
meets on quarterly basis.
Municipal Public Account Committee: The committee has been established in terms of
National Treasury guidelines and comprises of appointed municipal councilors. It reports to
council. The MPAC’s role is to oversee the accountability of the municipality on public finances.
2. Portfolio committees: Roles and responsibilities are as outlined in the Municipal Structures
Act, 32 of 2000. The municipality has 5 portfolio committee meetings on a monthly basis
3. The committees are as follows:
o Financial
o Technical,
o Corporate
o Social and community services
o Planning & Economic Development
4. Functionality of ward committees:
The municipality has eight wards and eight ward committees that meet on a monthly basis. Corporate
services provide administrative support to ward committees, among others, coordination of meetings,
taking of minutes and logistic arrangements. A monthly allowance of R1 000.00 is paid to ward
committee members on monthly basis.
5. Communication strategy:
A communication unit has been established and is currently under-staffed. The role of this unit is to
ensure that there is proper internal and external communication. The municipality has an approved
MLM Final Draft 03 04 2012 Page - 36 -
communication strategy in place which is reviewed annually. The strategy identifies appropriate and
effective mechanisms of communications. It ensures that communication is in line with the municipal
legislative framework. It also emphasises on issues of protocol or line authority; identifies all structures,
forums and committees and outlines the flow of information between these structures. Amongst
others, the strategy ensures that all stakeholders share information for proper planning.
Internal stakeholders:
Councilors and Officials
Intermediary stakeholders:
o CDWs.
o Ward Committees
o National Youth Development Agency
External stakeholders:
o Community of MLM,
o Private sector, and
o Government sectors.
Table 35: Communication Model
Source: Modimolle Local Municipality, 2011
Various challenges exist regarding the interactions between stakeholders. In order to improve
the above indicated communication model, the municipality must address these challenges
immediately.
6. Information Technology Challenges o Understaffed,
o Outdated operating system (provide limited technical support),
o Lack of network security,
o Lack of disaster planning,
MLM: Information Technology
Centre
Community: Issues of concern are raised by
ward and ward committees
Ward Committees: Monthly meetings with local
communities
CDW: Utilised in community
programmes for awareness or data
Government Sector Private Sector Media
MLM Final Draft 03 04 2012 Page - 37 -
o Poor cabling in data centre,
o Lack of power supply, and
o IT is not fully centralized.
7. Institutional Risks
a. The Risk Strategy and Policy are in place. A risk management plan has been
developed and most IDP objectives are at the risk of not being implemented as
intended due to the following:
i. Lack of budget,
ii. Lack of technical personnel,
iii. Inadequate organizational design,
iv. Lack of skills and training,
v. Negative environmental impact,
vi. Dilapidated infrastructure,
vii. Lack of economic growth due to infrastructure capacity, and
viii. Lack of management of personnel’s movement
8. PUBLIC PARTICIPATION
Public participation is being undertaken within the MFMA 56 OF 2003 and MSA 32 OF 2000. Public
participation strategy is integrated within the communication strategy. The development of IDP,
Budget and Sector plans are conducted within legislative structure. Coordination and awareness of
meetings or any other engagements with the community are done through advertising in news
papers, distribution of notices and publishing on radio stations.
Public participation strategy outlines the roles of politicians and officials in relation to the KPA. The
Municipality System Act, 2000 17(1) and 18
8.1 Needs Identified per Ward IDP during Public Participation
The Ward based meetings were coordinated by the IDP office with the focus on the identification of
ward needs. Communities were invited through the media and the dates of the meeting were
advertised in both national and local news papers. The meetings were chaired by respective ward
councillors. Figure 2 provides a short description of the needs per ward, as indicated during the
above described meeting. The meetings were held per approved process plan 2011/12.
MLM Final Draft 03 04 2012 Page - 38 -
Table 36: Needs per Ward
WARD 1
1 COMMUNITY NEEDS PRIORITY
NO.
PROGRESS REPORT BUDGET FINANCIAL
YEAR
1.1 Upgrading of
Electricity
2012
1.2 Need for play ground
and park
2012
1.3 Upgrading of sewer/
Connection of sewer
2
2012
1.4 Building of schools
2012
1.5 Dustbins for every
household
1.6 Taps for every
household
5
2012
1.7 Street Lights
2013
1.8 Side walk pavement
2011
1.9 RDP Houses needed
1.10 Storm Water Control 6
2012
1.11 Street Names
1.12 Fence for grave yard
2012
1.13 Big dustbins
2012
1.14 Cleaning of streets
(sweepers)
1.15 EPWP Programmers
and other Woman
Empowerment
Programmers
3
1.16 Need for Church Sites
2011
1.17 Need for Dumping site
2011
1.18 Need for Stadium
2011
1.19 Need Fire Station
1.20 Street Names 2013
MLM Final Draft 03 04 2012 Page - 39 -
1.21 Need for Library
2013
1.22 Upgrading of water
quality
2011
1.23 Need for Agri Hubs 4
2013
1.24 Community By-Law
awareness
2012
1.25 Visible policing
2011
1.26 Bursaries and back to
school campaigning
2012
1.27 Need Land 1
1.28 Crèche Site
MLM Final Draft 03 04 2012 Page - 40 -
WARD 2
No COMMUNITY NEEDS PRIORITY
NO
PROGRESS REPORT BUDGET FINAN
CIAL
YEAR
1.1 Do away with
communal taps and
install taps in every
yard
1.2 Need a clinic closer to
the community as the
one existing is very far
1.3 Need for electricity
1.4 Need for hall
1.5 Need for crèche
1.6 Land for relocation
1.7 Tarring the main road
to Mabaleng
1.8 Paving of all streets at
Mabaleng
1.9 Need for taxi rank
1.10 Satellite police station
1.11 Land for stock
1.12 Equipment for farmers
1.13 Sport facilities at
Mabaleng
1.14 Fence for school and
sports facilities
1.15 The municipality to
assist with sponsorship
in terms sports
1.16 Job Creation
1.17 Needs for Library
1.18 The woman of
Mabaleng needs the
municipality to assist
them with establishing
MLM Final Draft 03 04 2012 Page - 41 -
Chicken project to help
eradicate poverty.
1.19 The woman of
Mabaleng needs the
municipality to assist
them with establishing
Chicken project to help
eradicate poverty.
1.20 Need for water tap
and toilet at the
cemetery
1.21 Mobile toilets, Shades
and Chairs for the
pensioners at the pay
point venue.
1.212 Proper transport for
school children
1.23 Need for crèche at
Boschdraai
1.24 Needs for toilets
1.25 Need for public
phones
1.26 Fencing of graveyard
MLM Final Draft 03 04 2012 Page - 42 -
WARD 3
No COMMUNITY NEEDS PRIORITY
NO.
PROGRESS REPORT BUDGET FINANCIAL
YEAR
1.1 Integrated Sports
Facilities
6
1.2 Liquor Act Enforcement 7
1.3 Community Library 7
1.4 Additional Primary
School
1
1.5 Bursaries for
Matriculates
1
1.6 Water Purification
Plants
1
1.7 Satellite LED Office 14
1.8 Land for settlement
development &
Agricultural Land
2
1.9 Fencing old Community
Hall
4
1.10 Water & Electricity at
the old Community Hall
3
1.11 Ramps in municipal
building
8
1.12 Fence for grave yard 9
1.13 Need for Dumping site 10
1.14 Closing of water
channel in front of
Sentra and Pep Store
11
1.15 Market Stalls 13
1.16 Beautification of
Vaalwater
1.17 Storm water control ext
2 next to ZCC church
2
1.18 Early childhood
development Center
13
1.19 Expansion of Sewer line 5
1.20 Need for Church Sites 6
MLM Final Draft 03 04 2012 Page - 43 -
WARD 4
No COMMUNITY NEEDS PRIORITY
NO.
PROGRESS REPORT BUDGET FINANCIAL
YEAR
1.1 Creating two-way
communication with the
public
1.2 Maintaining and
upgrading of Boschoff
park on regular basis
and building of some
more parks for the
community.
1.3 Provide information on
how white communities
apply for RDP houses.
1.4 Provide information on
how white communities
apply for indigents
services.
1.5 The Muslim community
request land in
Phagameng to erect a
church for the local
Muslims who can’t
afford attend church in
town
1.6 Need for Street Lights
1.7 Upgrading Sewer
Treatment Plant
1.8 Adding another security
camera - Thabo Mbeki
street
MLM Final Draft 03 04 2012 Page - 44 -
WARD 5
No COMMUNITY
NEEDS
PRIORITY
NO.
PROGRESS REPORT BUDGET FINANCIAL YEAR
1.1 Street lights in
Extension 9.
2011
1.2 Improving of water
shortage and
quality.
2012
1.3 Eradication of illegal
squatting.
1.4 Upgrading of
electricity voltage.
1.5 Electrification of
extension 10
1.6 Request for Street
Lights in Extension 9
1.7 Maintenance of
gravel road in
Extension 10
1.8 Application of
Indigent Policy.
1.9 Rehabilitation of
dumping site in
extension 10
(closure)
1.10 Rehabilitation of
Burrow Pits in Ext
10
1.11 Economic
Development to
alleviate poverty
and unemployment
1.12 Request for Satellite
Police Station at
extension 10
1.13 Request for schools
at extension 10
1.14 Request for clinic at
extension 10
1.15 Watering of gravel
roads
MLM Final Draft 03 04 2012 Page - 45 -
WARD 6
No COMMUNITY NEEDS PRIORITY
No.
PROGRESS REPORT BUDGET FINANCIAL YEAR
1.1 Upgrading of the local
Library at the municipal
building.
6
2012
1.2 Shortage of water 1
2011
1.3 Request for sports
facilities.
9
1.4 Revival of the Youth
desk unit.
5
2011
1.5 Community
participation in
formulation of By-Laws.
4
1.6 Monitoring of
allocation of RDP’s.
10
2012
1.7 Job Creation 3
2012
1.8 Enforcement of health
by-laws on spaza shops
8
2011
WARD 7
No COMMUNITY NEEDS PRIORITY
No.
PROGRESS REPORT BUDGET FINANCIAL YEAR
1.1 Publishing of IDP
documents for
comments
1.2 Need for ward based
planning
1.3 Putting up of Technical
Information signs at
projects site.
1.4 Need for all the streets
to be paved especially
Phelindaba street.
1.5 Upgrading of the
Library.
1.6 Upgrading of Sports
facilities.
1.7 Requesting the
Municipal Manager and
the Mayor to come up
with a sports
programme for the
youth (Mayor’s
Games/Municipal
Manager’s Games).
1.8 Request the
municipality to
MLM Final Draft 03 04 2012 Page - 46 -
negotiate with all
departments in
Modimolle to employ
local community in case
of jobs that only
requires skills.
1.9 Upgrading of the
community hall into a
multipurpose facility
1.10 Municipal Bursaries
must be compulsory for
scares skills in our
community.
1.11 Trees which were
planted by the
municipalities must be
removed as their roots
are starting to affect
houses.
MLM Final Draft 03 04 2012 Page - 47 -
WARD 8
No COMMUNITY NEEDS PRIORITY
No.
PROGRESS REPORT BUDGET FINANCIAL YEAR
1.1 Paving of Peet Van Der
Schyff and Ad Diedericks
Streets in Hospital view.
1.2 Monitoring of manholes.
1.3 Fencing of Hagen Street
Park.
1.4 Development of Hans
Campher for middle
income housing.
MLM Final Draft 03 04 2012 Page - 48 -
WARD 9
No COMMUNITY NEEDS PRIORITY
No.
PROGRESS
REPORT
BUDGET FINANCIAL YEAR
1.1 Provision of
households refuse
bins.
8
2012
1.2 Request for Speed
Hump next to Rems
shop. Ward 9
9 2012
1.3 Request for the
municipality to do
regular maintenance
at the old bottle store
next to the taxi rank.
5
2012
1.4 Request for Clinic in
each Ward cause the
one Clinic in Ward 6 is
not enough for the
growing community of
Modimolle.
4
1.5 Paving of all Freedom
Park Streets.
1 2011
1.6 Need Street Lights at
Freedom Park.
2 2011
1.7 Request lights next to
the Cemetery.
6 2012
1.8 Request street names
at Ext 10.
1.9 Request for the old
Clinic to be
refurbished.
7 2012
1.10 Upgrading of streets
and storm water
control
3 2012
Source: Modimolle Local Municipality, 2012
General concerns of the communities of Modimolle Local Municipality are access to basic services for example
water, sanitation, roads, storm water drainage etc. Housing is a provincial (DLGH) competency, and as a result it
is challenging for the municipality to develop short-term strategies to address housing challenges on the quality
of houses provided.
MLM Final Draft 03 04 2012 Page - 49 -
Table 37: Identification of Priority Needs per KPA
KEY PERFORMANCE AREA (KPA) RATING KEY PERFORMANCE INDICATOR (KPI)
KPA 1: Infrastructure Development and Basic Service Delivery
Water& sanitation Electricity Solid waste Cemetery Roads & storm water
KPA 4: Institutional Development and Transformation
Review of organogram,
New posts’ Job Descriptions Recruitment & selection Succession plan and appointments Development of Public Participation strategy
KPA 3: Financial Viability Establishment of financial system to ensure GRAP compliance
KPA 2: Local Economic Development
Conceptualisation of Local Economic Development
KPA 6: Spatial Rational Application of Land use strategies/policies
KPA 5: Good Governance and Public participation
Clean Audit Public participation
Ratings 5: most prioritised; 4: second priority; 3: third priority; 2: fourth priority; 1: fifth priority
9. Municipal Priorities
Table 38: Priorities from a Community Perspective forwarded during Public Participation held in September 2011.
No. PRIORITY ISSUE AFFECTED WARDS NUMBER OF VOTES (“X”)
AGGREGATION “X”x100 8
1. Electricity 1,2,5,8 4 44.4%
2. Crime Prevention, Security & Safety 2,4 2 22.2%
3. Land and Cemeteries 1,2,3,5 4 44.4%
4. Roads & Storm Water 1,2,3,5,9 5 56%
5. LED & Unemployment 1,2,5,6,7,9 6 67%
6. Water & Sanitation 1,2,3,4,6 5 56%
7. Housing 1,2,3,5,6 5 56%
8. Health & Welfare 5, 1 11.1%
9. Community Facilities 2,3,5,6 4 44.4%
10. Communications 1,2,5,7 4 44.4%
11. Transport & Traffic Control 2,3,5,8 3 33.3%
12. Institutional Arrangements 8,5,7 3 33.3%
13. Education 3,5 2 22.2%
14. Sports Arts & Culture 1,2,3,4,6,8 6 67%
15. Solid Waste & Environmental Management
1,3,5 3 33.3%
MLM Final Draft 03 04 2012 Page - 50 -
10. Good Governance and Public Participation Challenges (GGPP)
Challenges per GGPP are outlined as follows:
Engagement of CDWs in Public participation not fully utilized.
Lack of public participation strategy
The IT network system is not fully centralized.
IT unit is understaffed.
AG-Mitigation plan not fully achieved.
Non-existence or establishment of Municipal Remuneration Committee which its role will be to assist
council with the determination and recommendations of best options on remuneration for section
57managers.
MLM Final Draft 03 04 2012 Page - 51 -
KPA 5: INSTITUTIONAL DEVELOPMENT AND TRANSFORMATION
KPA 2 outlines current institutional arrangement, capacity and challenges.
The Municipality Local Municipality is a category B municipality, which signifies that the jurisdiction of the
municipality is outlined in terms of the Municipal Demarcation Act. The municipality consists of an administrative
and political structure, which are established and assigned responsibilities, powers and functions as outlined or
guided by the Municipal Structures Act, 32 of 2000.
5.1 Municipal Organizational Structure 2012/13
The political structure consists of four full-time councilors; those are the Mayor, the Speaker, Chief Whip and 1x
member of EXCO. They form the Political Management Team together with the Municipal Manager. The Speaker
chairs the Council meetings and the Mayor chairs the Executive Committee meetings. The administrative
structure consists of six departments which report directly to the Municipal Manager, namely, Planning &
Economic Development, Corporate Services, Technical Services, Social and Community Service, Budget &
Treasury and Office of the Municipal Manager. The Head of Department, as indicated below, reports directly to
the Municipal Manager. The units established at a lower level that report directly to the Municipal Manager are
as follows:
Internal Audit
Risk Management
Mabatlane Management Area
Table 39: Municipal Powers and Functions
Function Responsible Department Definition
Local Tourism Planning and Economic
Development
The promotion, marketing and, if applicable, the development, of
any tourist attraction within the area of the municipality with a view
to attract tourists; to ensure access, and municipal services to such
attractions, and to regulate, structure and control.
Municipal Airport Finance A demarcated area on land or water or a building which is used or
intended to be used, either completely or in part, for the arrival or
departure of aircraft which includes the establishment and
maintenance of such a facility including all infrastructure and
services.
Municipal Planning Planning and Economic
Development
The compilation and implementation of an integrated development
plan in terms of the Municipal Systems Act.
Municipal Public
Transport
Technical Service: Public Works The regulation and control, and where applicable, the provision of:
services for the carriage of passengers, whether scheduled or
unscheduled, operated on demand along a specific route or routes
or, where applicable, within a particular area.
Storm Water Technical Service: Public Works The management of systems to deal with storm water in build-up
areas.
Trading Regulations Social and Community Services: The regulation of any area facility and/or activity related to the
MLM Final Draft 03 04 2012 Page - 52 -
Traffic Control trading of goods and services within the municipal area not already
being regulated by national and provincial legislation.
Water (Potable) Technical Service: Water &
Sanitation
The establishment, operation, management and regulation of a
potable water supply system, including the services and
infrastructure required for the regulation of water conservation,
purification, reticulation and distribution; bulk supply to local supply.
Sanitation Technical Service: Water &
Sanitation
The establishment, provision, operation, management, maintenance
and regulation of a system, including infrastructure, for the
collection, removal, disposal and/or purification of human excreta
and domestic waste-water to ensure minimum standard of service.
Local Amenities Technical Service: Town
planning
The provision, management, preservation and maintenance of any
municipal place, land, and building reserved for the protection of
places or objects of scenic, natural, historical and cultural value or
interest and the provision and control of any such amenities.
Local Sport Facilities Community and Social Services:
Parks, sports & recreation
The provision, management and/or control of any sport facility within
the municipal area.
Markets Corporate
Community and Social Services:
Traffic control
The establishment, operation, management, conduct, regulation
and/or control of markets other than fresh produce markets
including market permits, location, times, conduct etc.
Municipal Parks and
Recreation
Community and Social Services:
Parks, sports & recreation
The provision, management, control and maintenance of any land,
garden or facility set aside for recreation, sightseeing and/or tourism
and include playgrounds, but exclude sport facilities.
Municipal Roads Technical Service: Public Works The construction, maintenance and control of all public roads.
Noise Pollution Technical Service: Town
planning
The control and monitoring of any noise that adversely affects the
well-being of human health or the eco-system that is useful to
mankind, now or in the future.
Public Places Planning and Economic
Development
Community and Social Services:
Traffic control
The management, maintenance and control of any land or facility
owned by the municipality for public use.
Refuse removal,
refuse dumps and
solid waste disposal
Community and Social
Services: Waste
management
The removal of any household or other waste and the
disposal of such waste in an area, space or facility established
for such purpose, and includes the provision, maintenance
and control of any infrastructure or facility to ensure a clean
and healthy environment
Street Trading Community and Social
Services: Traffic control
The control, regulation and monitoring of the selling of goods
and services along a public pavement or road reserves.
Street Lighting Technical Service: Electricity The provision and maintenance of lighting for the illuminating
of streets.
MLM Final Draft 03 04 2012 Page - 53 -
Traffic and Parking Community and Social
Services: Traffic control
The management and regulation of traffic and parking within
the area of the municipality including but not limited to, the
control over the operating speed of vehicles on municipal
roads.
Municipal Public
Works
Technical Service dept:
Public Works
Any supporting infrastructure or services to empower a
municipality to perform its functions
Amusement facilities
/Beaches
Community and Social
Services: Parks, Sports &
Recreation
A public place for entertainment. The area for recreational
opportunities and facilities along the sea shore available for
public use and any other aspect in this regard which falls
outside the competence of the national and provincial
government.
Billboards and the
display of
advertisements in
public places
Corporate Services:
Communication
The display of written or visual descriptive material, any sign
or symbol or light that is not intended solely for illumination
or as a warning against danger which: promotes the sale and /
or encourages the use of goods and services found on the
streets.
Cemeteries, funeral
parlours and
crematoria
Community and Social
Services: Parks, sports
&recreation
The establishment; conduct and control of facilities for the
purpose of the disposing of human and animal remains.
Cleaning Community and Social
Services: Waste
management
The cleaning of public streets, roads and other public Open
spaces either manually or mechanically.
Control of public
nuisance
Community and Social
Services: Traffic control
The regulation, control and monitoring of any activity
Building regulations Planning & Economic
Development (Town
Planning)
The regulation, through by-laws, of any temporary or
permanent structure attached to, or to be attached to, the soil
within the area of jurisdiction of a municipality, which must at
least provide for: approval of building plans, building
inspections.
Electricity Reticulation Technical Services:
electricity
Maintenance of the electricity reticulation network, bulk supply
of electricity which includes for the purposes of such supply, the
transmission, distribution and where applicable, the generation
of electricity and regulation control.
Source: Municipal Demarcation Board, 2011
- 1 - | P a g e
Table37: Municipal Structure, 2012/13
Source: Modimolle Local Municipality, 2011
Each of the municipal departments identified above has various municipal powers and functions.
Municipal Manager
Finance Social and Community
Service
Technical Services Corporate Services Planning & Economic
Development
Manager: Office of the
Mayor
- 1 - | P a g e
5.2 Institutional Framework
Institutional activities are done within a framework of the Constitution of RSA, Acts and policies.
Various Policies exist within the municipality which focuses on the development of an equal and fair
working environment for all employees. These systems can be summarized as follows:
5.2.1 Employment Equity:
The municipality has an approved Employment Equity Plan, which focuses on addressing issues of
equitable representation for both gender groups and disabled people.
5.2.3 Previously Disadvantaged:
The municipality focuses on employing both previously disadvantaged individuals (70%) as well as
previously advantaged individuals (30%) in order to provide equal opportunities to all people.
5.2.4 Women
29% of the total staff is female. The is currently no female from the six posts for Section 57
Managers; and 2 female and 16 male divisional managers. The posts for Chief Financial Officer,
Manager Technical Services and Manager Planning and Economic Development (all Section 57) are
vacant. These vacancies were advertised and numerous applications were received. It is expected
that these critical posts be filled before the end of April 2012. An annual report is submitted to the
Department of Labour and challenges remain in reaching the targets set to appoint disabled persons.
5.2.5 Skills Development Facilitation:
The current Skills Development Policy in MLM provides the following support:
o external study grant,
o study bursary policy,
o employee study bursaries, and
o Implementation of training committee.
The Workplace Skills Plan (WSP) consists of an Annual Report and a Training Plan. Development plan
was approved and implemented follows:
Table 38: Training Achieved in 2011/12
Programme Training Provider Duration Number of beneficiaries
CPMD Wits Business School 1 year 6 months 2
Legislative drafting Department of Justice 5 days 1
Waste Management Monarch Training 2 days 1
HIV/AIDS Counseling Department of Health 5 days 3
Risk Based Auditing IIASA 5 DAYS 1
EMLDP University of Pretoria 1 year 2
SDBIPs AFROEC 2 days 1
Office Administration Tsebo Sechaba Training Solution
2 days 12
Basic Computer Literacy FET Lephalale College 6 weeks 7
Education Training and Development
University of Johannesburg 1 year 4
MFMA University of N.W 1 Year 6 months 3
Advance Computer Literacy FET Lephalale College 1 day 2
Occupational Health & Safety Representative (OHSR)
Trauma EMS Training 15
MLM Final Draft 03 04 2012 Page - 2 -
Supply Chain Management (SCM)
Bucks Consultant Trading 5cc
12
No. training/courses: 14x
No. of Learners: 66x
The Annual Report and Training Plan had been submitted to the Local Government Sector Education
& Training Authority (LGSETA) before the end of June each year. The SETA proportionally refunds the
council on the training expenses incurred the previous year. Further challenge being that internal
financial system does not return the training expenses after reimbursed by SETA back to HR votes.
5.2.6 Internal Audit:
The internal audit plan was established in terms of section 166 of the MFMA. This unit
consists of 2x permanent staff, 2x interns as well as 1x inter Risk. The internal audit reports
functionally to the Municipal Audit Committee and administratively to the Municipal
Manager. A risk based audit plan was approved by the audit committee which is consistent
with the MFMA.
5.2.7 Performance Management System
Council has approved a Performance Management System (PMS) Framework.
The municipality is now in the process of developing a fully functional Organizational
Performance Management System which will outline all planned programmers,
projects/activities, set targets, timeframes and budgets in order to evaluate implementation
progress. The cascading down of personal PMS is to be implemented soon.
5.2.8 Special Groups
Women
The municipality has approved an Employment Equity Policy. At management level, there
are2 females on divisional manager level out of a total of 18 divisional managers; there is
currently no female on the existing section 57 managers’ posts. 29% of municipal employees
are women.
Youth
The municipality has established a Youth Development Desk which is part of the
responsibilities of the post of Special Project Officer in the Office of the Mayor. Currently
youth programmers are not fairly attended to due to lack of funds. However, the
municipality managed to launch the Modimolle Youth Council during February 2012. During
public participation the target group rarely forward youth development
initiatives/programmes. The Modimolle Youth Council will assist to liaise between the
municipality and the youth sector with the aim to improve participation and involvement in
development initiatives.
The municipality has established as well National Youth Development Agency (NYDA)
Modimolle centre which is currently staffed with 2 personnel distributed within Mabatlane
management area and Modimolle-Phagameng area. Its function is to enhance youth
development programmes through facilitation role.
MLM Final Draft 03 04 2012 Page - 3 -
Disabled persons
A disability desk has been established in the Mayor’s office. A committee has been
established and meets on monthly basis. Only two disabled people are employed by the
municipality due to inadequate accessibility or appropriate resources such as specialized
computers (brail). This makes a calculation of about 0.6% of the total number of permanent
staff.
5.3 Institutional development and transformation Challenges
Disabled employees:
The municipality is not in a position yet to provide appropriate infrastructure that meets the
occupational health required standards due to financial constraints. This will be attended to
in future.
Staff retention strategy:
A draft staff retention strategy is in place. The municipality is experiencing a high staff
turnover of critical posts. These employees will resign after being with the municipality for a
short period of time. It is usually staff with critical skills will move to better paid posts
elsewhere.
No succession plan:
Various challenges occur to establish a succession plan
Inadequate staff:
Currently vacancies are filled in terms of HR Policies on staffing.
The improper implementation of policies due to lack of understanding and awareness of
these policies are addressed at Heads’ of Department meetings (management meeting) and
training interventions.
5.4 Organizational structure review:
There is a need for the review of the organizational structure which is advised by the
reviewed municipal strategic objectives and vision.
The Department of Corporative Governance, Human Settlement and Traditional Affairs
(COGHSTA) are running ongoing programmes to assist in organizational structure review.
Inadequate budget for skills development.
More resources need to be allocated for skills development and training.
Market Related Remunerations
The investigations on the proposed wage curve remuneration are in process of discussions
at Bargaining Council.
No Individual performance management
The municipality intends to roll out the individual performance management down to the
lower staff. The individual performance management is currently implemented at the top
management level only.
Lack of offices
Some managers are placed in overcrowded offices with junior staff and it is not conducive
for proper working environment.
Alternative sites (old commando premises accommodating mostly technical and social
MLM Final Draft 03 04 2012 Page - 4 -
services) and Beehive centre accommodating LED unit) have been identified.
The old commando premises had been renovated at least to the level that is acceptable to
both the social and technical services units; however the Beehive centre still require some
extent of renovations to meet an acceptable standard. Investigation for the building of new
Civic Centre is in place and will be performed within National Treasury regulations.
Labour Relations
Sound Labour Relations is essential for every employer. The municipality has appointed a
Labour Relations Officer who will assist the management to attend to grievances and
disciplinary issues.
MLM Final Draft 03 04 2012 Page - 5 -
SECTION C: VISION
“The eco-tourism destination of choice”
MLM Final Draft 03 04 2012 Page - 6 -
SECTION D: MISSION
“To provide sustainable services to the community of Modimolle through
efficient administration of resources”
MLM Final Draft 03 04 2012 Page - 7 -
SECTION E: STRATEGIC OBJECTIVES
Strategic objectives are broadly defined objectives that an organization must achieve to make its strategy succeed and in order for an organization to focus efforts and resources the number of objectives should not be more than ten (10).
Modimolle Local Municipality strategic objectives have been distilled from the situational and SWOT analysis, as well as stakeholder consultation process as follows:
Table 39: Strategic Objective and Outcomes
Strategic Objective Strategic Outcomes
Promote the welfare of the community Healthy and good living conditions
Promote and encourage sustainable economic environment
Prosperous community
Plan for the future Sustainable communities
Improve financial viability Financial sustainability
Resource management of infrastructure and services
Increased accessibility of basic services
Improve administrative and governance capacity Good governance
Attract, develop and retain human capital Improved employee satisfaction and increased productivity
Key Performance Areas (KPA)
The IDP has been developed within National Key Performance Areas as follows.
KPA 1: Infrastructure Development and Basic Services Delivery
KPA 2: Local Economic Development,
KPA 3: Financial Viability,
KPA 4:Institutional Development and Transformation
KPA 5: Good Governance and Public Participation.
KPA 6: Spatial Rationale
MLM Final Draft 03 04 2012 Page - 8 -
Table 40: KPA’s in terms of Key Performance Indicators, Objectives and Strategies and Target
Performance Indicator, 2012/13
MUNICIPAL KPA 1: INFRASTRUCTURE DEVELOPMENT AND BASIC SERVICE DELIVERY
STRATEGIC MUNICIPAL OBJECTIVES: PROMOTE THE WELFARE OF THE COMMUNITY
KEY PERFORMANCE
INDICATOR
OBJECTIVE
‘WHAT’
STRATEGY
‘HOW’
TARGET
PERFORMANCE
INDICATOR
‘WHEN’
Parks, Sport,
Recreation facilities
To develop a socially
responsible community
Upgrade sports facilities through
MIG and other sources of funding.
Establish and encourage
communities to volunteer in
development programmes.
Development of
sports facilities to
commence on 1st
July
2012
To optimally utilize
sport facilities
Develop sport programmes in
collaboration with Department of
Sport, Arts and Culture. Support
community development
programmes conducted by other
stakeholders.
Support development
programmes as and
when invited to do so.
Open Spaces To enhance the natural
features of the
municipality
Develop open space management
policies and strategies to ensure
appropriate utilization of the
spaces. Ensure that the SDF takes
the open spaces into consideration
and make recommendations
thereof.
100% preservation of
natural resources.
Safety and Security To ensure that all
members of the
community live in a
safe environment
Engage and support safety and
security programmes led by, SAPS,
Department of Health and Social
Services and communities
As and when
requested to
participate.
Encourage our
communities on a
continuous bases
MLM Final Draft 03 04 2012 Page - 9 -
MUNICIPAL KPA 1: INFRASTRUCTURE DEVELOPMENT AND BASIC SERVICE DELIVERY
STRATEGIC MUNICIPAL OBJECTIVES: PROMOTE THE WELFARE OF THE COMMUNITY
KEY
PERFORMANCE
INDICATOR
OBJECTIVE
‘WHAT’
STRATEGY
‘HOW’
TARGET PERFORMANCE
INDICATOR
‘WHEN’
Development of a
water demand and
conservation plan
by June 2013, with
the assistance of
DWA.
Embark on a water
conservation campaign in
our community’s
collaboration with Magalies
Water Board, WDM and
DWA.
Approved WDCP by June
2013.
ELECTRICITY
Access to free basic
electricity
To improve the
livelihood of our
community.
To provide electricity to all
communities and enforce
the indigent policy
(providing 75kwh free to all
indigents.
100% households have
access to electricity
including informal
settlement by 2014.
Provision of
electricity to all
communities by
2014
To improve the
livelihood of our
community.
Provide electricity to all
communities and encourage
new big developments by
increasing electricity
capacity of 20MVA to
40MVA, with the assistance
of ESKOM and DME.
100% electric connections
by 2014
ENVIRONMENTAL ISSUES
Refuse removal:
Cleanness
Landfill sites:
Development of
new landfill sites
and rehabilitation
of existing sites
To ensure a
healthy and clean
environment.
Development and
implementation of Waste
Removal Policy and Waste
Removal Strategy.
Ensure an ongoing process
that focus on developing a
healthy and clean
environment.
Policy and strategy to be
developed by 2013
Identification of new sites
and to be complete by
2014. And rehabilitation of
existing site is ongoing.
MLM Final Draft 03 04 2012 Page - 10 -
Cemetery:
establishment of
new cemetery sites
and upgrading of
existing sites
Identification of land for
new sites and to be
completed by 2014; source
funding to upgrade existing
sites.
ROADS
Roads
infrastructure
development
To develop a road
network to
support the socio-
economic
development of
the municipality.
Implementation of the
strategy through support
and allocations of MIG,
internal funding, MIG,
Commercial funding and
PPPs.
Adopt and implement the of
road master plan
Maintenance and
rehabilitation of roads and
storm water drainage.
Implementation plan for
2012/13to e completed in
June 2013/14and quarterly
progress reports.
Reviewed/Approved Road
Master Plan 2013/2014.
STORM WATER
DRAINAGE
Storm water
drainage
To develop
infrastructure to
minimize potential
disasters and
create a habitable
environment
To develop bottom storm
water drainage cost effective
purposes and unsure
minimal floods.
Development of storm
water drainage 10km by
2012/13.
Public Transport
System
To ensure
accessibility to
places on need to
improve the
livelihood of the
community.
Maintain roads
infrastructure to ensure
usable or accessible roads
through MIG.
Liaise with WDM & RAL on
state of District and
Provincial & National roads.
Ongoing interactions
MLM Final Draft 03 04 2012 Page - 11 -
KPA 1: INFRASTRUCTURE DEVELOPMENT AND BASIC SERVICE DELIVERY
MUNICIPAL STRATEGIC OBJECTIVE: ENSURE RESOURCE MANAGEMENT OF INFRASTRUCTURE AND
SERVICES
KEY PERFORMANCE
INDICATOR
OBJECTIVE
‘WHAT’
STRATEGY
‘HOW’
TAGRET
PERFORMANCE
INDICATOR
‘WHEN’
WATER AND SANITATION
Free Basic Water
Services
To improve the
livelihood of our
community by
ensuring that all
communities of
Modimolle has
access to water.
Review the Indigent Policy,
ensure updating regularly.
Review and update the
indigent register as guided by
the Indigent Policy and
through the assistance of
CDWs.
Identify more water projects
to be funded by MIG (Project
listing).
An updated indigent
register on quarterly
basis
A reviewed and
approved revenue
strategy.
All communities
have access to clean
water and decent
sanitation
To improve the
livelihood of our
community by
ensuring that all
communities have
access to clean
water and decent
sanitation by 2014.
To determine the demand of
water and sewer through
verification of backlog water
and sewer connections.
To develop a Water Service
Management Plan to ensure
that all communities have
access to clean water.
Al communities have
access to water and
sanitation by 2014
Verification of
municipal backlog
To establish a
culture of proper
and forward
planning.
To establish a municipal
information/data base by June
2013 through the assistance
of CDWs and temporary
workers and strategic support
by STATSSA and OTP
Data verification
report by end June
2013
MLM Final Draft 03 04 2012 Page - 12 -
KPA 1: INFRASTRUCTURE DEVELOPMENT AND BASIC SERVICE DELIVERY
MUNICIPAL STRATEGIC OBJECTIVE: ENSURE RESOURCE MANAGEMENT OF INFRASTRUCTURE AND
SERVICES
KEY PERFORMANCE
INDICATOR
OBJECTIVE
‘WHAT’
STRATEGY
‘HOW’
TARGET
PERFORMANCE
INDICATOR
‘WHEN’
Access of water and
sanitation to
community facilities
To ensure that that
all schools have
access to water.
Ensure that all households
around schools have access
to water by 2014.
To begin bi-literals with
Department of Education on
the water debt and develop a
water management strategy.
Access to water by
2014 June.
HUMAN SETTLEMENTS
Housing To improve the
livelihood of our
community by
ensuring that all
individuals have
access to Housing
Capacitate our the housing
unit and develop a Housing
Integrated Plan that will
indicate the demand and
various factors contributing
to the growth of the
demand, strategies and
projects to attend to all
housing function.
Housing Plan to be
developed by July
2012/13, within IDP
review framework for
2012/13
Housing To uplift the
standard of living of
our communities by
develop integrated
human settlements
Through township
establishment that is with a
distance that communities
can access employment
nodes and community
facilities
Alignment of LEGDP
and LED strategy, SDF
and other prescribed
plans.
MLM Final Draft 03 04 2012 Page - 13 -
KPA 2: LOCAL ECONOMIC DEVELOPMENT
MUNICIPAL STRATEGIC OBJECTIVE: PROMOTE AND ENCOURAGE SUSTAINABLE GROWTH
KEY PERFORMANCE
INDICATOR
OBJECTIVE
‘WHAT’
STRATEGY
‘HOW’
TARGET
PERFORMANCE
INDICATOR
‘WHEN’
Agriculture To create jobs and
reduce poverty
To ensure
sustainable economic
growth and skills
development
To identify potential
agricultural areas and
strengthen investment in the
sector.
To introduce land
rehabilitation programmes to
prevent land degradation.
To promote transfer of skills
by private partnership to the
community and small scale
farmers
To promote entrepreneurial
skills in the municipality.
Land Ownership by
co-operatives by
2014
Increased Economic
growth
5% jobs created by
June 2013
Retained businesses
Attractive business
environment
Increase in business
investors
KPA 2: LOCAL ECONOMIC DEVELOPMENT
MUNICIPAL STRATEGIC OBJECTIVE: PROMOTE AND ENCOURAGE SUSTAINABLE GROWTH
KEY PERFORMANCE
INDICATOR
OBJECTIVE
‘WHAT’
STRATEGY
‘HOW’
TARGET
PERFORMANCE
INDICATOR
‘WHEN’
Manufacturing and
trade
To develop and
ensure growth of
our economy
To establish policies that will
encourage and attract
business establishment in the
municipality.
Develop strategies that will
assist to retain business and
encourage investment.
Review business
investment strategy
by June 2013.
Tourism To declare, develop,
and promote MLM
as a Tourism Hub
To develop Tourism strategy
that will put the municipality
on the tourism map.
To develop corridors for
better accessibility of the
tourism spots and map in such
Growth of the
tourism Industry
Conducive and Safe
Environment for
Tourism
Accelerate
MLM Final Draft 03 04 2012 Page - 14 -
a way that they encourage
development.
To promote heritage sites and
use the tourism doorway to
the Modimolle
To develop appropriate
tourism skills and promote
cultural tourism attraction.
To develop programmes that
will allow the community to
be part of tourism
development and become
shareholders or beneficiaries
in those projects.
cooperative
development in the
sector
KPA 2: LOCAL ECONOMIC DEVELOPMENT
MUNICIPAL STRATEGIC OBJECTIVE: PROMOTE AND ENCOURAGE SUSTAINABLE GROWTH
KEY PERFORMANCE
INDICATOR
OBJECTIVE
‘WHAT’
STRATEGY
‘HOW’
TARGET
PERFORMANCE
INDICATOR
‘WHEN’
KPA 2: LOCAL ECONOMIC DEVELOPMENT
MUNICIPAL STRATEGIC OBJECTIVE: PROMOTE AND ENCOURAGE SUSTAINABLE GROWTH
KEY PERFORMANCE
INDICATOR
OBJECTIVE
‘WHAT’
STRATEGY
‘HOW’
TARGET
PERFORMANCE
INDICATOR
‘WHEN’
Mining To support the
implementation of the
mining charter
requirements.
To ensure that mining
undertake their social
responsibilities.
To ensure that future
spatial and infrastructure
development takes
cognizance of the impact of
To establish lines of
communication between
the DME & the
municipality to ensure
that all mining activities
within the MLM
jurisdiction develop
social responsibility
plans.
Coordination of
Social responsibility
programme by July
2013
MLM Final Draft 03 04 2012 Page - 15 -
existing mining operations.
Ensure that public sector
investment is critical in
infrastructure
development.
Capacity building &
skills development
To develop a self
sustainable economy.
To encourage the culture of
entrepreneurship
To create database of
SMME and private
companies.
To encourage
partnership between
SMMEs and private
business for the purpose
of transfer of skills.
achieve the vision of
the municipality by
2012/13
KPA 2: LOCAL ECONOMIC DEVELOPMENT
MUNICIPAL STRATEGIC OBJECTIVE: PROMOTE AND ENCOURAGE SUSTAINABLE GROWTH
KEY
PERFORMANCE
INDICATOR
OBJECTIVE
‘WHAT’
STRATEGY
‘HOW’
TARGET
PERFORMANCE
INDICATOR
‘WHEN’
Infrastructure To ensure economic
growth through
infrastructure
development; and be in
a competitive position
to attract businesses by
developing a adequate
infrastructure
To develop corridors for
better accessibility to the
tourism spots and map in
such a way that they
encourage development.
LED strategy Launch
June 2013, SDF, Road
Master Plan, By-Laws
and other prescribed
plans.
Marketing and
Promotion
To ensure business
growth by attracting
tourists and business
investors
To develop a marketing
strategy
Approved Marketing
strategy by
December 2012
MLM Final Draft 03 04 2012 Page - 16 -
KPA 3: FINANCIAL VIABILITY
MUNICPAL STRATEGIC OBJECTIVE: IMPROVE FINANCIAL VIABILITY
KEY PERFORMANCE
INDICATOR
OBJECTIVE
‘WHAT’
STRATEGY
‘HOW’
TARGET
PERFORMANCE
INDICATOR
‘WHEN’
Financial policies To have sound finance
management and
obtain a clean audit
Review financial policies
internally
All financial policies
to be reviewed by
and be approved by
council by June 30th
,2012
Municipal Revenue To increase municipal
revenue tax base
Develop a revenue
enhancement strategy.
Develop a debt reduction
plan and implement by
2013June.
Approved debt
reduction plan by
30th June 2013.
Indigent Register Uplift the livelihood of
the community
To embark on an awareness
campaign on registration of
indigents and update the
indigent register on a
continuous bases.
Indigent register to
be updated on a
day-to-day base.
Supply Chain To ensure good
practice and equitable
opportunities to all
service providers
Implement Centralized
Supply chain policy and
ensure monitoring of
implementation of the
policy
Submit monthly
report to
management and
council
Asset Management To ensure money for
value
Implementation a
centralized and integrated
asset management system
and policy.
Submit to council on
monthly basis an
updated asset
management
Debt Recovery
Strategy
To enhance municipal
revenue
Implementation of debt
collection policy Enforce
debt recovery policy
Evaluate on monthly
basis the
performance of debt
collectors.
MLM Final Draft 03 04 2012 Page - 17 -
Investment and
cash flow
management
To improve on
municipal cash flow
Through investing municipal
surplus.
Management of
investment and
financial reserves
MLM Final Draft 03 04 2012 Page - 18 -
KPA 4: INSTITUTIONAL DEVELOPMENT AND TRANSFORMATION
MUNICIPAL STRATEGIC OBJECTIVE: ATTRACT, DEVELOP AND RETAIN HUMAN CAPITAL
KEY PERFORMANCE
INDICATOR
OBJECTIVE
‘WHAT’
STRATEGY
‘HOW’
TARGET PERFORMANCE
INDICATOR
‘WHEN’
Organizational
Design and Human
Resource Capacity
To develop an
organizational
structure that will
enable the
municipality to
achieve its vision in
terms of the
Municipal Systems
Act.
Review the organizational
structure through the
linking of the IDP to the
MIP; identification of
organizational components
such as capital resources,
positions and job
descriptions and then
develop strategies to
ensure that these
components are structured
in such a way that the
municipality is able to
achieve its vision.
On annual basis
Skills Development To ensure that
employees are
skilled to perform
their duties in such
a manner that the
municipality is able
to provide
affordable,
excellent and
uninterrupted
services to the
community.
By ensuring that the
training committee is
effective. To ensure
implementation of the skills
development plan by
providing the necessary
resources and support to
the training programmers
and projects.
Approved:
review Skills
Development Plan by
May 2012, and
Training committee to
sit on monthly basis.
Gender Equity To ensure that the
gender equity
requirements are
met.
To make reference to the
municipal Employment
Equity Plan during
employment process of all
funded posts to be filled in
during 2012/13.
Quarterly reports on
employment addressing
gender equity
Performance
Management
To ensure optimum
service delivery.
Develop a PMS system that
will assist the municipality
to monitor and evaluate a
service delivery
implementation plan to
ensure optimum services.
Approved PMS Framework
and PMS Plan by June 2012.
Individual PMS policy and
SDBIPs: 14 days after
budget/IDP approval
Submission of PMS(SDBIPs)
quarterly
MLM Final Draft 03 04 2012 Page - 19 -
KPA 5: GOOD GOVERNANCE AND PUBLIC PARTICIPATION
STRATEGIC OBJECTIVE: IMPROVE ADMINISTRATIVE AND GOOD GOVERNANCE CAPACITY
KEY
PERFORMANCE
INDICATOR
OBJECTIVE
‘WHAT’
STRATEGY
‘HOW’
TARGET
PERFORMANCE
INDICATOR
‘WHEN’
Communication To establish good
relations between the
municipality and it’s
communities
To communicate with
the municipality in an
appropriate manner.
To lessen
misunderstandings and
conflicts between the
municipality and its
communities
To ensure that our
communities
understand municipal
processes
To ensure that all
communities have
access to information.
To review communication
policy & strategy and ensure
that it emphasizes on lines of
communications between all
stakeholders and ensure that
the municipality provides
feedback to its stakeholders.
Develop a communication
policy to manage information
flow internally and from
internal to external and vice-
versa
Develop a summarized and
readable IDP document and
translated in Sepedi and
Afrikaans for better
understanding.
Ensure that information reaches
our communities through
various mechanisms or tools
such as newsletters packaged in
their monthly bills utilize local
news papers, establish local
radio newspaper, put up
notices on notice boards and
loud hail for meetings and other
announcements.
An approved
communication
strategy by June
2012. Awareness
campaign to both
our communities
and staff on the
contents of the
policy
Summarized IDPs by
end July 2012
Increase the
number of Notice
boards
Established Local
radio station by
2013/2014
Establish monthly
news letter for
internal market and
on quarterly basis
for external market
Public
Participation
To ensure that all
municipal
developments are
community orientated.
Engage with communities and
other external stakeholders
through public participation
strategy
Engage with
stakeholders as
required by
legislation.
MLM Final Draft 03 04 2012 Page - 20 -
KPA 6: SPATIAL PERSPECTIVE
MUNICIPAL STRATEGIC OBJECTIVE: PLAN FOR THE FUTURE
KEY PERFORMANCE
INDICATOR
OBJECTIVE
‘WHAT’
STRATEGY
‘HOW’
TARGET PERFORMANCE
INDICATOR
‘WHEN’
Spatial Development Resource manages
infrastructure and
services for access
and mobility.
Utilizing the SDF as a
planning and developing
tool and using it as a
reference and management
tool for all town planning
applications.
Utilizing the framework
on an ongoing basis as a
day-to-day tool.
Land Use
Management
Scheme
To develop a Land Use
Management Strategy
through the assistance of
local government and
intense community
participation.
Land Use Management
Scheme developed by end
June 2013.
Land use Policies To develop Urban Line
Policy within the SDF
framework in consultation
with all stakeholders
(WDM, Department of
Agriculture, DLA &
community).
Embark on urban line
awareness and workshop
for communities by
December 2013.
Geographic
Information System
Establish a GIS system by
developing municipal data
base, employ GIS expert to
set up systems, capacitate
GIS users, and maintain the
system on a monthly basis.
GIS to be fully established
by June 2013.
Environment To create a
habitable
environment and
healthy society
Develop a environmental
plan that will ensure that all
infrastructure projects are
developed in a strategic and
proper manner
Approved environmental
plan by 2013 June
MLM Final Draft 03 04 2012 Page - 21 -
SECTION F: DEVELOPMENT STRATEGIES
Modimolle Local Municipality engaged in an intense Strategic Planning Session during February 2012
in order to assist the municipality to do an introspection that resulted in a SWOT and municipal
analysis on service delivery.
The outcomes of the strategic planning session amongst others were to:
A reviewed Vision.
A reviewed Mission.
The development of Municipal Strategic Objectives.
The development of the Key Performance Indicators per Key Performance Areas.
SWOT ANALYSIS
A SWOT Analysis illustrates the strengths, weaknesses, opportunities and threats that exist within a
specific area.
Note: strengths and weaknesses are internal factors that the municipality may control, whilst
opportunities and threats are external factors to the municipality and therefore the municipality has
little or no control over them.
The SWOT Analysis assisted in the development of a framework based on the recognition and
exploitation of strengths and strategic opportunities as well as the acknowledgement and mitigation
of weaknesses and threats that may exert adverse effects on economic expansion and growth as well
as improvements in standards of living.
The SWOT analysis reads as follows:
A SWOT analysis is often conducted as a major part of a situation analysis. SWOT is an acronym that
refers to Strengths, Weaknesses, Opportunities and Threats.
SWOT analysis is one of the most used forms of business analysis. A SWOT examines and assesses
the impacts of internal strengths and weaknesses, and external opportunities and threats, on the
success of the "subject" of analysis. An important part of a SWOT analysis involves listing and
evaluating the organization’s strengths, weaknesses, opportunities, and threats. Each of these
elements is described:
Strengths: Strengths are those factors that make an organization more competitive than its
marketplace peers. Strengths are attributes what the organization has as a distinctive advantage or
what resources it has that is strategic to the competition. Strengths are, in effect, resources,
capabilities and core competencies that the organization holds that can be used effectively to
achieve its strategic objectives.
Weaknesses: A weakness is a limitation, fault, or defect within the organization that will keep it from
achieving its objectives; it is what an organization does poorly or where it has inferior capabilities or
resources as compared to other organizations.
Opportunities: Opportunities include any favorable current prospective situation in the
organization’s environment, such as a trend, market, change or overlooked need that supports the
demand for a product or service and permits the organization to enhance its competitive position.
MLM Final Draft 03 04 2012 Page - 22 -
Threats: A threat includes any unfavorable situation, trend or impending change in an organization’s
environment that is currently or potentially damaging or threatening to its ability to compete. It may
be a barrier, constraint, or anything that might inflict problems, damages, harm or injury to the
organization.
The tables below outline the elements of SWOT as deliberated during the strategic planning session,
as follows:
Table 41: Strength and Weaknesses
Strength Weaknesses
Ability to provide basic services (very low
backlog) with sufficient staff
Ageing infrastructure (water, sanitation and
electricity)
Monthly and accurate Billing System Procurement and project management of capital
projects (unable to complete projects on time)
Functional governance structures Ownership of land for development (economic
development - industrial and residential and
extension of bulk infrastructure) especially
Vaalwater, but also in Modimolle owned by the
municipality
Credible and funded IDP and Budget
Institutional capacity (skills, competency,
systems, office space, performing constitutional
functions and monitoring of illegal connections)
Revenue collection (debt collection, water and
electricity losses)
Table 42: Opportunities and Threats
Opportunities Threats
Centrality / location of the municipality (east-
west and north-south corridors) (opportunity
leak) bordering to other municipalities
Escalating water and electricity tariffs by
Magalies Water and Eskom
Green economy (energy awareness campaign
which will result in job creation)
Withdrawal of grant funding from provincial
government departments such as Equitable
share being reduced will have a negative
bearing on the municipality
Gateway to Limpopo (Exposure, economic gain) Investors and local people going to Lephalale
area is due to growth over a period of time
Tourism hub (Modimolle and mountain) LED Average age of community members (high
prevalence of pensioners)
Attraction of investors (LED, engagement with
business to invest in Modimolle for job
creation)
Withdrawal of investors (such as Shoprite)
Optimisation of industrial land (Ext 33) Skills base of the community (correct curriculum
offered by FET's)
Corruption (inflicted by Service Providers)
HIV/AIDS - people dying and sick, life
expectancy, causing child headed families, and
MLM Final Draft 03 04 2012 Page - 23 -
Opportunities Threats
affecting socio-economy
External communication (sector departments
and other stakeholders not participating and
coordination)
Cooperation of farming communities in paying
taxes
Illegal connections (Electricity)
Crime’s likelihood 'chase' investors and
substance abuse by young people
Devolution of powers and functions deter the
municipality to deliver services for the
community
The information that was used to perform this process of analysis was based on the IDP status quo
analysis, SWOT analysis and the identification of key strategic priorities within the Modimolle
Municipality.
Table 43: Municipal Values
No Value Description
1 Integrity Always striving to have courtesy, dignity and honest our
dealings
2 Service Excellence Provision of first class services which reflect value for money
3 Consultation Consult with community and other stakeholders on decision
making
4 Commitment Committed to pledge (deliver on what is promised)
5 Transparency Openness in dealing with the community and giving
necessary information
MLM Final Draft 03 04 2012 Page 24
KPA 6: Spatial Rationale
MLM Spatial Development Framework is developed and approved within a spatial legislative framework, such as
the NSDP; White Paper of Spatial Planning and Land Use Management, 2000; Development Facilitation Act and
Limpopo Spatial Development plan. Modimolle Local Municipality is a rural municipality, with evident
unstructured settlement and economic infrastructure development patterns. It is a Bushveld area and strongly
characterized by tourism and hospitality facilities.
Spatial development framework objectives
To promote sustainable development;
To promote efficient development;
To promote equitable development;
To ensure integrated development, and
To improve the quality and image of the physical environment.
Land Uses
The current land uses still strongly reflect the history of the town and past patterns of development. This is not
unexpected since the level of economic growth to address spatial dysfunctional ties might not be strong enough to
make a significant impact. It is clear that development over the past decade was largely dictated by the availability
of land and specifically land ownership. The net result is that the apartheid structure of the town was largely
reinforced. This has lead to disjointed development with no functional integration
The development from the historical core took place in very strong patterns that still reflect historical development
trends and patterns.
The R33 (Nelson Mandela Drive) remain the dominant spine along which the town developed. The CBD exhibits a
strong linear pattern. There are some business development along the R101 (Thabo Mbeki Street) north of the
R101’s intersection with the R33. The fact that business development failed to penetrate along other main arterials
is a reflection of the dominance of the R101 and the lower levels of traffic carried by the other major routes.
The R101 south of the R33 intersection show elements of a civic spine with the NG Church, the old cemetery,
municipal library, the high school and its hostels as well as the hospital along this axis. This feature can be utilized to
develop this spine with a very specific character. The few low cost houses adjacent to the hospital are out of place
and out of character with the area.
The main railway line is a very strong barrier that still impact on the development of the town. The station on the
railway line largely determined the development and character of the adjacent area. The main railway line will
remain a strong barrier for development to the east. Should one consider development in this area it should be for
uses not dependent on strong links with the business or residential areas of the town. It is clearly not suite for
residential development except if safe railway crossings can be provided. This area cannot be regarded as a priority
development area.
MLM Final Draft 03 04 2012 Page 25
Land Cover
Land cover is an extension of land uses. It introduces the extent on natural phenomena such as plant cover and
noticeable geological features. Furthermore, by attaching qualitative aspects to land cover one gets an indication of
areas of degradation of natural plant cover as well as the agricultural uses of land.
The map below underlines the arid nature of the area and the farming techniques associated with dry land
cultivation. As is the case with general land uses, the map shows clear distinction between commercial farming
areas, conservation, and settlement activities. It is a pattern that is entrenched in most of the maps. The fact that it
is entrenched is important for two reasons. Firstly, broad land use patterns are clearly defined and show a natural
development path that should be recognized in planning. Secondly, the entrenched nature of the development and
the association of development patterns with natural phenomena might indicate that a natural optimization process
has developed over time. One should question the ability to radically change these patterns or to steer development
in a different direction.
MLM Final Draft 03 04 2012 Page 26
Map 1: Land Cover
MLM Final Draft 03 04 2012 Page 27
Land Restitution and Land Claims
Land claims and land restitution are very important albeit a contentious issue. However, from a spatial planning
point of view land ownership does not necessarily determine the preferred use of land. The exceptions are, as is
the case with tribal land, where uses are restructured through restricted ownership practices, and where land
restitution leads to commercially productive land becoming unproductive.
In Modimolle Local Municipality there are only two land claims and they are gazette and currently under
research. Development in the municipality has not being really affected by land claims.
The Spatial Footprint
The Modimolle Local Municipality area has a very well defined and established development footprint. There is
also a very high correlation between the existing development patterns and the potential as was highlighted
above.
MLM Final Draft 03 04 2012 Page 28
Map 2: Existing Development Footprint
The map focuses on three specific features. The first is the extent of the biosphere in the north, the second is
the road system and last, the three nodes identified in terms of the provincial SDF.
Modimolle is defined as a provincial growth point, Vaalwater as Municipal growth point and Alma a municipal
service point.
MLM Final Draft 03 04 2012 Page 29
Environmental Analysis
The environmental features of the municipal area are dominated by the river and specifically the river buffers
along it.
Map 3: Environmental Features
River buffers are ecologically important for the protection of ecosystems and should therefore be avoided and
not disturbed through development. In this respect, river buffers should be protected from urban, rural, mining
and crop farming activities as far as practically possible. There are signs of encroachment into the river buffer
areas through irrigation and other crop farming activities. River buffers should not negatively impact on ranching
activities if managed properly.
MLM Final Draft 03 04 2012 Page 30
Spatial Challenges
Under-staff
Lack of town planning equipments
Lack of application of land use management strategy.
Unstructured development.
Land invasion by informal settlements
Development of environmental sensitive areas.
Non-alignment of Vaalwater and Alma to the existing Spatial Development Framework (SDF)
Implementation Plan
This section provides an overview of the various projects identified by Modimolle Local Municipality in order to
achieve the objectives previously identified. Information regarding the location of projects, funding requirements,
sources of funding, and year of implementation indicated are provided.
The chosen development projects for Modimolle Local Municipality are listed in Table 31.Projects is reflected in
standardized table format. The projects are indicated according to the following headings:
Planning,
o Township establishment
o Feasibility study, etc.
Integrated Development Plan,
Local Economic Development,
o SMME development,
Performance Management System,
Roads and storm water drainage,
Water and Sanitation,
Electricity,
Mabatlane Management Area,
Communication,
Administration, Legal and Property services,
Human Resources,
Social Services,
Refuse removal,
Municipal Buildings, and
Traffic.
MLM Final Draft 03 04 2012 Page 31
It is important to note that:
projects/activities are not listed or referenced in order of priority or importance, and
Numbers of projects or activities do not have a direct financial or capital consequence.
MLM Final Draft 03 04 2012 Page 32
SECTION G: PROJECTS PHASE
PHASE 3: Project Phase
The Project Phase ensures that subsequent to the Strategy Phase projects are developed to warrant that; the
identified challenges in the analysis phase are addressed.
Project development include project costing, setting time targets, setting timeframes; identifying beneficiaries;
indicating the location of the project and source of funding.
The phase is linked to the budget process. Budget reflecting in the project sheet is the total costs of the projects,
total costs to be spent in 2012/13 financial year and budget approved by council.
Intense consultation with private /retails stores were done for proper costs estimation. Costing is market related
and has taken inflation into consideration.
The below table will illustrate the identified project to be implemented during the 2012/2013 financial year and
specific year of implementation depending on budget allocations.
MLM Final Draft 03 04 2012 Page 33
PROJECTS
FOR
2012/2013
MLM Final Draft 03 04 2012 Page 34
Table: IDP Projects, 2012/13-2016/17
PROJE
CT NO
PROJECT PROJECT
LOCATION
Budget
2011/12
Budget
2012/13
Budget
2013/14
Budget
2014/15
Budget
2015/16
Budget
2016/17
Funded
2012/13
STAKEHO
LDER
PLANNING Medium Term Expenditure Review
GIS01 Establishment of the
data & Mapping
MLM
Institution
500, 000 MLM
GIS02 Capacity Building and
Training Programme &
Software
MLM
Institution
200, 000 MLM
GIS03 Development of
Information
Management Plan
MLM
Institution
500,000 MLM
INTEGRATED DEVELOPMENT PLAN(IDP)
IDP01 Review of IDP
(Meetings, Strategic
Planning, and Printing
of IDP document)
MLM 250,000 350,000 300,000 350,000 MLM
IDP02 IDP Youth Awareness
Programme
MLM
(Schools)
50,000 30,000 20,000 15,000 MLM
MLM Final Draft 03 04 2012 Page 35
PROJECT
NO
PROJECT PROJECT
LOCATION
Budget
2011/2012
Budget
2012/13
Budget
2013/14
Budget
2014/15
Budget
2015/16
Budget
2016/17
Funded
2012/13
STAKEH
OLDER
PERFORMANCE MANAGEMENT SYSTEM Medium Term Expenditure Review
PMS01 Implementation &
Monitoring of PMS
MLM
Institution
500,000 300,000 300,000 MLM
PMS02 Satisfaction Survey MLM
Institution
100,000 MLML
PMS03 PMS Training for
Managers and
Councilors
MLM
Institution
100,000 100,000 100,000 200,000 MLM
INTERNAL AUDIT
IA01 Office Furniture MLM
Institution
85,000 MLM
IA02 Laptops 35,000 MLM
IA03 Office Space
LOCAL ECONOMIC DEVELOPMENT
LED01 Launching of LED
Strategy
MLM
Institution
350,000 MLM
LED02 Development of
Business Investment,
Retention &E
MLM
Institution
150,000
100,000 MLM
MLM Final Draft 03 04 2012 Page 36
PROJECT
NO
PROJECT PROJECT
LOCATION
Budget
2011/2012
Budget
2012/13
Budget
2013/14
Budget
2014/1
5
Budget
2015/16
Budget
2016/17
Funded
2012/13
STAKEHOL
DER
LOCAL ECONOMIC DEVELOPMENT Medium Term Expenditure Review
LED03 Agra-Village Modimoll
e
Mabatla
ne
Mabalen
g
150,000 PPP
LED04 Furniture MLM
Institution
100,000 MLM
LED05 Modimolle Mountain Modimoll
e Ward 7
2,000,000 PPP
LED06 Modimolle Art Centre Modimoll
e
Ward 8
450,000 DSAC,
MLM
LED07 Modimolle Market Stalls Modimoll
e
Ward 8
1,820,000 MIG
LED08 Mabatlane Market
Stalls
MLM
Vaalwat
er
860,000 50,000 MIG
MLM Final Draft 03 04 2012 Page 37
PROJE
CT NO
PROJECT PROJECT
LOCATION
Budget
2011/2012
Budget
2012/13
Budget
2013/14
Budget
2014/15
Budget
2015/16
Budget
2016/17
Funded
2012/13
STAKEH
OLDER
LOCAL ECONOMIC DEVELOPMENT Medium Term Expenditure Review
LED09 Industrial Location
Strategy (Dry Port)
1,000,000 DTI
LED10 Tourism Strategy MLM
Institution
800,000 MLM
LED11 Institution 0f Higher
Learning
Modimolle 500,000 500,000 26,000,000 PPP
LED12 Shopping Complex
Facilities
Modimolle/M
abatlane/
Alma
500,000 1,000,000 PPP
LED13 Place of Safety Alma 50,000,000 PPP
LED14 Vaalwater
Beautification
(Wildlife Study)
Modimolle 500,000 MLM,WDM
,LTA
MLM Final Draft 03 04 2012 Page 38
PROJE
CT NO
PROJECT PROJECT
LOCATIO
N
Budget
2011/12
Budget
2012/13
Budget
2013/14
Budget
2014/15
Budget
2015/16
Budget
2016/17
Funded
2012/13
STAKEHO
LDER
ROADS AND STORM WATER DRAINAGE Medium Term Expenditure Review
ROA01 Resealing of Thabo Mbeki
potion of street
Modimolle
Ward 8
2000,000 2000,000 3000,000 MLM
ROA02 Pedestrian Roller for
Mabatlane and
Modimolle with Trailers
Mabatlane
and
Modimolle
500,000 MLM
ROA03 Phagameng Storm water
Channel (Railway Side),
Refurbishment
Modimolle
Phagameng
900,000 MLM
ROA04 Palisade for Abattoir
Pump Station
Modimolle
Ward 8
50,000 MLM
ROA05 Refurbishment of
Phagameng Library
Roofing
MLM 250,000 MLM
ROA06 New Municipal Building
Offices
MLM 20,000,000 MLM
ROA07 Palisade Fencing for
Mabaleng Offices
Mabaleng
Ward 2
350,000 MLM
ROA08 Palisade Fencing for Old
and New Halls & Reservoir
Mabatlane
Mabatlane
Ward 1
1,000,000 MLM
MLM Final Draft 03 04 2012 Page 39
PROJE
CT NO
PROJECT PROJECT
LOCATION
Budget
2011/12
Budget
2012/13
Budget
2013/14
Budget
2014/15
Budget
2015/16
Budget
2016/17
Funded
2012/13
STAKEHO
LDER
ROADS AND STORM WATER DRAINAGE Medium Term Expenditure Review
ROA09 Renovation of
Beehive(LED Offices,
Remaining Blocks &
Wendy House)
Phagameng
Ward9
450,000 MLM
ROA10 Mabatlane Sewer
Treatment Plant
(Package Plant)
Vaalwater 3,000,000 MIG
ROA11 Phagameng Street
and Storm water
Phase 4
Modimolle
Phagameng
3,019,356 3,192,822.0
0
3,192,822,0
0
MIG
ROA12 Paving of Mabatlane
Ext4 Ring Road
Vaalwater
2,800,000 2,305,000 MIG
MLM Final Draft 03 04 2012 Page 40
PROJE
CT NO
PROJECT PROJECT
LOCATION
Budget
2011/2012
Budget
2012/13
Budget
2013/14
Budget
2014/15
Budget
2015/16
Budget
2016/17
Funded
2012/13
STAKEHO
LDER
ROADS AND STORM WATER DRAINAGE Medium Term Expenditure Review
ROA13 Modimolle Paving of
Streets
Modimolle 1,712,878 1,851,061 MIG
ROA14 Mabaleng Paving of
Streets
Alma 1,900,000 2,305,000 MIG
ROA15 Phagameng Paving
and Storm water
control for Freedom
Park Road
Modimolle
Phagameng
2,800,000 1,475,000 MIG
ROA16 Barney Molokoane
Low Level Bridge
Modimolle 4,000,000 MIG
ROA17 Ahmed Khathrada
Low Level Culvert
Bridge
Modimolle 4,000,000 MLM
ROA18 Mabatlane Side Walk
to Letshogotla Street
Vaalwater 2,850,000 MIG
ROA19 Rehabilitation of Lillian
Ngoyi Road and Low
Level Culvert Bridge
Modimolle
Ward 8
8,000,000 MIG
PMU20 Development of
Mabaleng Park
Alma 912,000 MIG
ROA21 Upgrading of
Limpopo and Joe
Slovo intersection
MLM 3,000,000 MIG
ROA22 Paving of Beehive
access road from Joe
Slovo street up to the
MLM 1,000,000 MLM
MLM Final Draft 03 04 2012 Page 41
interior of the
premises (Incorporate
Storm Water Control)
PROJE
CT NO
PROJECT PROJECT
LOCATION
Budget
2011/12
Budget
2012/13
Budget
2013/14
Budget
2014/15
Budget
2015/16
Budget
2016/17
Funded
2012/13
STAKEHO
LDER
ELECTRICITY Medium Term Expenditure Review
ELEC01 Relocation of Meter
boxes for Indigent
Households
Modimolle 50,000 MLM
ELEC02 Replace open
Overhead Lines with
ABC within the
residential areas
Modimolle 300,000 MLM
ELEC03 Replacement of
bridged Ring Main
Unit
Modimolle 35,000 MLM
ELEC04 Medium Voltage
Cable(P1) Shoprite to
Telkom
Modimolle 300,000 MLM
ELEC05 Streetlights for
Phagameng Ext11
and Ext9
Modimolle 590,000 MLM
ELEC06 Streetlights for
Extension 7
Modimolle 595,256 MIG
ELEC07 Streetlights for
Extension 10
Phagameng
Modimolle 595,256 MIG
ELEC08 Streetlights for
Extension 4
Modimolle 595,256 MIG
MLM Final Draft 03 04 2012 Page 42
Mabatlane
ELEC09 Streetlights for
Modimolle Town
Modimolle 297,628 MIG
ELEC10 Streetlights for
Extension 9
Phagameng
Modimolle 297,628 MIG
ELEC11 Mini Sub- Station 315
KVA
Modimolle 300,000 MLM
ELEC12 Pole transformer KVA
100 Spare 6.6 KVA.
300 Houses
Modimolle 90,000 MLM
MLM Final Draft 03 04 2012 Page 43
PROJE
CT NO
PROJECT PROJECT
LOCATION
Budget
2011/2012
Budget
2012/13
Budget
2013/14
Budget
2014/15
Budget
2015/16
Budget
2016/17
Funded
2012/13
STAKEHO
LDER
ELECTRICITY Medium Term Expenditure Review
ELEC13 Medium Voltage
Impala to Kerk Street
MLM 300,000 MLM
ELEC14 Cable with Ring-Main
Unit 400m form Mega
save to Stasie Street
MLM 200,000 MLM
ELEC15 Air Conditioners MLM
Institution
300,000 MLM
ELEC16 MV Cable Indian
Centre to Meat rite
with Ring-Main Unit
460m (P2)
MLM 230,000 MLM
ELEC17 Phagameng Line to
sewer Plant Ring-Main
Unit (P3)
MLM 50,000 MLM
ELEC18 Generator Main
Water Tower (1ML)
MLM 500,000 MLM
ELEC19 Shelving for Electrical
Stores
MLM 40,000 MLM
ELEC20 Contract for the
service of
Transformers yearly
MLM 2,000,000 MLM
ELEC21 Contract for the
service of Switchgears
yearly
MLM 500,000 MLM
MLM Final Draft 03 04 2012 Page 44
PROJE
CT NO
PROJECT PROJECT
LOCATION
Budget
2011/12
Budget
2012/13
Budget
2013/14
Budget
2014/15
Budget
2015/16
Budget
2016/17
Funded
2012/13
STAKEHO
LDER
ELECTRICITY Medium Term Expenditure Review
ELEC22 Contract for service of
Air corns yearly
MLM 500,000 MLM
ELEC23 Electrification of
Phagameng Ext 10
Modimolle 3,000,000 MIG
ELEC24 Energy Efficiency and
Demand Side
Management
MLM
8,000,000 MIG
WATER & SANITATION
WAT01 Waste Water
reticulation Repairs (Ext
10)
MLM 100,000 MLM
WAT02 Sealing of Reservoir B MLM 100,000 MLM
WAT03 Replacement of
Asbestos
MLM 100,000 MLM
WAT04 Monitoring of the main
final water pipeline
from Donkerpoort to
Modimolle
Modimolle
Ward 1
600,000 MLM
MLM Final Draft 03 04 2012 Page 45
PROJE
CT
NO
PROJECT PROJECT
LOCATION
Budget
2011/2012
Budget
2012/13
Budget
2013/14
Budg
et
2014/
15
Budget
2015/16
Budget
2016/17
Funded
2012/13
STAKEHO
LDER
WATER & SANITATION Medium Term Expenditure Review
WAT05 MDR Waste Water Pipe
line upgrade
Modimolle 100,000 MIG
WAT06 Mabatlane Sewer
Treatment Plant
(Package Plant) and
Oxidation Ponds
Vaalwater 3,900,000 MIG
WAT07 Mabatlane Sewer
Treatment Plant
(Package Plant)
Vaalwater 3,000,000 MIG
WAT08 Modimolle Waste
Water Treatment
Plant (Phase 2)
11,031,040 11,031,040 17,333,333 MIG
WAT09 Phagameng Ext 11
Water reticulation
1,000,000 MIG
WAT10 Upgrading of main
pipe line from
Donkerpoort to
Modimolle Town
Modimolle 0,000 MIG
WAT11 Donkerpoort Raw
Water Pipeline
Modimolle 0,000 MIG
WAT12 Modimolle 20ML
Reservoir
0,000 MIG
MLM Final Draft 03 04 2012 Page 46
PROJE
CT NO
PROJECT PROJECT
LOCATION
Budget
2011/2012
Budget
2012/13
Budget
2013/14
Budget
2014/15
Budget
2015/16
Budget
2016/17
Funded
2012/13
STAKEHOL
DER
TOWN PLANNING Medium Term Expenditure Review
TP01 Finalization of
Township
Establishment
Leseding Ext3
(Phase 1,2,3)
Mabatlane 500,000 MLM
TP02 Township
Establishment Low
Medium Income
Housing
MLM 50,000 600,000 600,000 600,000 MLM
TP03 Legislation of illegal
land use and
Administration Cost
MLM 200,000 MLM
TP04 Engineering fees
Regulations and
Policy
MLM 300,000 100,000 MLM
TP05 Detailed Study on
Mabaleng Township
Establishment
MLM 250,000 150,000 MLM
TP06 Office Furniture MLM 50,000 50,000 MLM
TP07 Auto Card MLM 30,000 30,000 MLM
TP08 Street Closure,
Rezoning
MLM 200,000 MLM
TP09 Town Planning
Vehicle
MLM 250,000 MLM
TP10 Review of Spatial
Development
Framework
MLM 100,000 MLM
MLM Final Draft 03 04 2012 Page 47
PROJECT
NO
PROJECT PROJECT
LOCATION
Budget
2011/2012
Budget
2012/13
Budget
2013/14
Budget
2014/15
Budget
2015/16
Budget
2016/17
Funded
2012/13
STAKEH
OLDER
Mabatlane Management Area Medium Term Expenditure Review
MMA01 Office Furniture Mabatlane
(Area
Manager
Office)
70,000 MLM
COMMUNICATION & IT
COM01 Voice Over Internet
Protocol
MLM 750,000 MLM
COM02 UPS for Server MLM 200,000 MLM
COM03 Site Connectivity MLM 800,000 MLM
COM04 HD TV(2 Sets) & DVD
Machines
MLM 50,000 MLM
COM05 Electronic Signage
Boards
MLM 100,000 100,000 MLM
COM06 Mayors Parlour
Furniture
MLM 200,000 200,000 MLM
MLM Final Draft 03 04 2012 Page 48
PROJEC
T NO
PROJECT PROJECT
LOCATION
Budget
2011/2012
Budget
2012/13
Budget
2013/14
Budget
2014/15
Budget
2015/16
Budget
2016/17
Fu f STAKEHOLDER
COMMUNICATION Medium Term Expenditure
Review
COM07 Information
Boards &
Notice Boards
MLM 100,000 MLM
COM08 Mobile
Recording
System
MLM 45,000 MLM
COM09 Office
Furniture
MLM 100,000 100,000 MLM
COM10 Corporate
Identity
MLM 250,000 MLM
COM11 Sever MLM 100,000 MLM
COM12 Sever Rack MLM 100,000 MLM
CORPORATE SERVICES
ALP01 Purchase of
Land (Agri-
Village)
Boschdraai 5,000,000 MLM
ALP02 Purchasing of
Land
Mabatlane 10,000,000 MLM
ALP03 Clocking
System
MLM 500,000 300,000 200,000 MLM
ALP04 Fire powder
borne
extinguisher,
Server Room &
Stores
MLM 250,000 250,000 MLM
MLM Final Draft 03 04 2012 Page 49
ALP05 Carpet at
Registry
MLM 20,000 MLM
ALP06 Fencing of
Grazing
Camps
MLM 320,000 MLM
MLM Final Draft 03 04 2012 Page 50
PROJE
CT NO
PROJECT PROJECT
LOCATION
Budget
2011/2012
Budget
2012/13
Budget
2013/14
Budget
2014/15
Budget
2015/16
Budget
2016/17
Funded
2012/13
STAKEHOL
DER
CORPORATE SERVICES Medium Term Expenditure Review
ALP07 Filling Cabinets MLM 120,000 120,000 MLM
ALP08 Office Furniture MLM 100,000 100,000 MLM
ALP09 Heavy Duty Shredder MLM 45,000 MLM
ALP10 Security Measures MLM 50,000 MLM
ALP11 Air Conditioner
(Record)
MLM 15,000 MLM
HUMAN
RESOURCES
HR01 HR Computer
Programme Module
MLM 50,000 40,000 45,000 50,000 MLM
HR02 Office Furniture MLM 100,000 100,000 MLM
HR03 Lockable Steel
Cabinet
MLM 250,000 MLM
HR04 Security Door MLM 10,000 MLM
HR05 Microwave MLM 3,000 MLM
HR06 Counter MLM 5,000 MLM
MLM Final Draft 03 04 2012 Page 51
PROJE
CT NO
PROJECT PROJECT
LOCATION
Budget
2011/12
Budget
2012/13
Budget
2013/14
Budget
2014/15
Budget
2015/16
Budget
2016/17
Funded
2012/13
STAKEHO
LDER
SOCIAL SERVICES Medium Term Expenditure Review
PAK01 Purchasing of FS 530
Brush Cutter x15
MLM 300,000 MLM
PAK02 4x M40 Slasher with
PTO & Clutch
MLM 180,000 MLM
PAK03 2x Ms 880 Chain Saw MLM 32,000 MLM
PAK04 1x Ms 440 Chain Saw MLM 17,000 MLM
PAK05 1x Pruna FS 101 MLM 11,000 MLM
PAK06 Parks Playing
Equipments
MLM 200,000 MLM
PAK07 Heavy Duty Machines
(Grass Machine)
MLM 40,000 MLM
PARK08 Irrigation
System/Equipments
MLM 200,000 MLM
PAK09 Extension of Walls:
Ephraim Mogale
Stadium
MLM 200,000 MLM
PAK10 Erection of Palisade
Fence at Modimolle
Old Cemetery (147m² x
3m)
MLM 350,000 MIG
MLM Final Draft 03 04 2012 Page 52
PROJE
CT NO
PROJECT PROJECT
LOCATION
Budget
2011/201
2
Budget
2012/13
Budget
2013/14
Budget
2014/15
Budget
2015/16
Budget
2016/17
Funded
2012/13
STAKEHOL
DER
SOCIAL SERVICES Medium Term Expenditure
Review
PAK11 4x Kudu Machines MLM 300,000 MLM
PAK12 Development of
Mabaleng Park
Alma 912,000 MIG
PAK13 Development of
Leseding Park
Vaalwater 912,000 MIG
PAK14 Development of
Phagameng Park
Modimolle 2,736,000 MIG
PAK15 Construction of
Recreational Facilities
at Mabaleng
Alma 200,000 MLM
PAK16 Fencing of
Phagameng Sports
Ground
Modimolle 4,500,000 MLM
PAK17 Development of
Phagameng Park
(Railway, Mandela &
Ext6)
MLM 2,736,000 MIG
PAK18 Development of
Modimolle Park
(Hagen & Chris Hani
Street)
MLM 2,280,000 MIG
PAK19 Development of
Modimolle Sports
Facilities (Soccer &
Mabatlane 1,300,000 MLM
MLM Final Draft 03 04 2012 Page 53
Tennis)
CEMETRY
CEM01 Cemetery Software
(Graves)
Modimolle 110,000 MLM
CEM02 Fencing of Old
Modimolle Cemetery
Modimolle 350,000 MLM
CEM03 Identification of New
Cemeteries
Modimolle,
Vaalwater &
Mabaleng
250,000 MLM
CEM04 Development of
Mabaleng Cemetery
Alma 1,3000,000 MIG
CEM05 Development of
Mabatlane New
Cemetery
Mabatlane 1,299,840 MIG
CEM06 Fencing of Mabatlane
Cemetery
Mabatlane 1,200,000 MIG
CEM07 Fencing of Current
Modimolle Cemetery
Modimolle 350,000 MIG
CEM08 Extension of Modimolle
Cemetery phase 2
Modimolle 2,736,000 MIG
MLM Final Draft 03 04 2012 Page 54
PROJE
CT NO
PROJECT PROJECT
LOCATION
Budget
2011/12
Budget
2012/13
Budget
2013/14
Budget
2014/15
Budget
2015/16
Budget
2016/17
Funded
2012/13
STAKEHOL
DER
ENVIRONMENTAL Medium Term Expenditure
Review
ENV01 Trolley (Waste
Carriers)
MLM 70,000 200,000 MLM
ENV02 Environmental
Management Plan
MLM 400,000 MLM/LEDET
ENV03 Integrated Waste
Management Plan
MLM 400,000 MLM/LEDET
ENV04 Mini Mass Bins MLM 200,000 200,000 200,000 250,000 MLM
ENV05 Dustbins (Households) MLM 100,000 100,000 100,000 100,000 MLM
ENV06 Waste Management
Equipment
MLM 25,000 MLM
LIBRARY
LIB01 Purchase of New
Books
MLM 50,000 50,000 50,000 MLM
MLM Final Draft 03 04 2012 Page 55
PROJE
CT NO
PROJECT PROJECT
LOCATION
Budget
2011/12
Budget
2012/13
Budget
2013/14
Budget
2014/15
Budget
2015/16
Budget
2016/17
Funded
2012/13
STAKEHOL
DER
DISASTER MANAGEMENT & EMERGENCY
SERVICES
Medium Term Expenditure
Review
DSM01 Medium Double Cab
Rapid Intervention
Vehicle
Modimolle 1,200,000 MLM
DSM02 Modimolle
Emergency
Equipment
MLM 250,000 MLM
DSM03 Construction of EMS
facility
MLM 12,000 800,000 MLM
DSM04 Modimolle 20 Army
Tents & 3 Bales Relief
Blankets
MLM 210,000 WDM
DSM05 Modimolle 1 4x4 LDV’s
with Skid Units
MLM 450,000 WDM
DSM06 Modimolle 4x4 Major
Rescue Engine
MLM 2,000,000 2,000,000 WDM
DSM07 Modimolle Heavy
Duty Foam Canon
Trailer
MLM 300,000 WDM
DSM08 Modimolle Equipment
(Compressor & SCBA
Set)
MLM 240,000 WDM
DSM09 Modimolle
Refurbishment of
Iveco Truck
MLM 200,000 WDM
MLM Final Draft 03 04 2012 Page 56
TRAFFIC
TRA01 Purchase of Alcohol
Tester
MLM 15,000 MLM
TRA02 Upgrading of Vehicle
Testing Station
MLM 200,000 MLM
TRA03 Upgrading of Licence
Office
MLM 200,000 MLM
TRA04 Furniture MLM 20,000 MLM
TRA05 Siren System MLM 45,000 MLM
TRA06 Security System for
Mabatlane area &
Stores in Modimolle
MLM/Mabatl
ane
100,000 MLM
TRA07 Modimolle Security
Cameras
Modimolle 100,000 50,000 WDM
PROJE
CT NO
PROJECT PROJECT
LOCATION
Budget
2011
/12
Budget
2012/13
Budget
2013/14
Budget
2014/15
Budget
2015/16
Budget
2016/17
Funded
2012/13
STAKEHOL
DER
PROJECT MANAGEMENT UNIT Medium Term Expenditure
Review
PMU01 Furniture MLM 37,000 MIG
MLM Final Draft 03 04 2012 Page 57
PMU02 Computer
Equipments
MLM 200,000 MIG
PUBLIC WORKS
PW01 Re-building of
Phagameng Storm
water to Railway Line
(Sediba Street)
MLM 2,000,000 2,000,000 MLM
PW02 Construction of storm
water Channel Ext9 to
WATRAP
MLM
PW03 Building of Mabatlane
Library (New Building)
Vaal water 1,000,000 MLM
PW04 Customer shelter at
Thusong Centre &
Municipal Offices
Vaalwater 50,000 MLM
PW05 Carport at Thusong
Centre
Vaalwater 50,000 MLM
PW06 Refurbishing of
Roofing Modimolle
Library
Modimolle 300,000 MLM
PW07 Paving at Thusong
Centre and Municipal
Offices
Vaalwater
Municipal
Offices
100,000 MLM
MLM Final Draft 03 04 2012 Page 58
PROJE
CT NO
PROJECT PROJECT
LOCATION
Budget
2011/12
Budget
2012/13
Budget
2013/14
Budget
2014/15
Budget
2015/16
Budget
2016/17
Funded
2012/13
STAKEHOL
DER
FINANCE Medium Term Expenditure
Review
FIN01 Munsoft Connectivity
to other Offices
Vaalwater,
Mabaleng &
Stores
260,000 MLM
FIN02 Electronic Hand
Device for Meters
MLM
Vaalwater
206,000 MLM
FIN03 Purchase of Safe Alma 10,000 MLM
FIN04 Revenue
Enhancement
Strategy
Modimolle 150,000 150,000 MLM
FIN05 Procurement and
Installation of Solar
Panels in Modimolle
RDP Houses
1,500,000 1,500,000 1,500,000 WDM
MLM Final Draft 03 04 2012 Page 59
PROPOSE PROJECTS/PROGRAMMES OF SECTOR DEPARTMENT
AGRICULTURE INFRASTRUCTURE
No Project Name Project Location Implementation Period and Budget Beneficiaries
2012/2013 2013/2014 2014/2015 2015/2016 2016/2017
AGR01 Vhuawelo Youth De NylZyn Oog 1,300,000 9
AGR02 Leseding Vegetables Ward 1 350,000 6
AGR03 Tirisanommogo Ward 7 383,200 4
AGR04 Alma Handling Facilities MABALENG (Ward 2)
CASP Animal Health
800,000 5
AGR05 Leseding Handling
Facilities
Leseding (Ward 1) CASP
Animal Health
400,000 16
AGR06 Brunza Sussenval 178,000 4
AGR07 Olifantspoort Farm
Workers trust
Olifantspoort 250,400 10
AGR08 Zenzeleni Olifantspoort 92,080 5
AGR09 Bakwena Rietspruit 128,890 8
AGR10 Modimolle Backyard
Projects
MLM Municipality 300,000 10
MLM Final Draft 03 04 2012 Page 60
SECTOR PLANS
PHASE 4: INTEGRATION PHASE
Integration Phase indicates all sector plans developed in the municipality. This section ensures that all
plans, projects and programmes that are implemented within the jurisdiction of the municipality are
integrated and aligned.
Development must be within the policies and strategies framework of all spheres of government,
Parastatals and private sector. This phase ensures that all IDP stakeholders plan together through a
consultative process with the community of Modimolle Local Municipality.
All projects must be spatially orientated, environmentally compatible and financially viable. Attached are
Annexure for all plans.
Spatial Development Framework (SDF)
The municipality has satisfactory progressed in terms of addressing outstanding sector plans. Among others
the approved SDF will assist planning to be in a strategic and structured manner. The SDF guides
development within a municipality. It analyzes the space, identify natural and man-made resources that are
to be taken into consideration when planning and developing.
The SDF provides developers with a new municipal pattern that identifies sensitive areas minerals,
wetlands, rivers, mountains and contours. It provides a clear character or identity of a municipality and it’s
potential. Modimolle Local Municipality is mainly rural with three towns, namely: Modimolle town,
Vaalwater town and Alma town. Modimolle has been noted as a growth nodal point and the other two as
service points. The municipality is characterized by informal settlements, farms and townships. The
municipality is mostly Bushveld with good soil and rain to support the agricultural sector.
The SDF proposes Land Use Management strategies that ensure that the agricultural land is protected. It
has identified that the tourism sector is growing and threatening the agricultural sector. Most farms are
converted into game farms. Vaalwater as much as it is challenged by the fact that there is a lack of water
and provides minimal chances for growth in agriculture; it has a strong potential for tourism. The R33
passes through the town connecting Modimolle town from the eastern side and Lephalale which is to the
western side. The R33 has been identified as a freight corridor due to the development in Lephalale; the
number of trucks has increased and the road is currently upgraded from the Marble town throughout
Modimolle town and Vaalwater up to Lephalale. The road also provides access to tourism destinations
within the municipality. See Annexure A: SDF
Land Use Management Schemes (LUMS)
LUMS is a tool used to manage and control development within a local municipal area. It must be compiled
in accordance with the vision, strategies and policies of the IDP and SDF of the local municipality in the
interests of the general public to promote sustainable development and quality of life and formally
approved in terms of relevance to legislation; it must consists of maps and set of regulations by which land
use is managed. The LUMS should clarify critical areas/issues of types of property developments intended
and its objectives amongst other should be;
MLM Final Draft 03 04 2012 Page 61
to promote the certainty of land use which protects property values and create investor
confidence;
To protect natural resources (ecosystem services) including agricultural resources (high potential
agricultural land) etc. See Annexure B: LUMS
Road Master Plan & Maintenance Plan
The Road Master Plan and Maintenance Plan provide the municipality with status quo of the existing road
network in municipal area of jurisdiction, assess the current conditions of the existing road network,
determine and prepare appropriate maintenance, repairs and upgrading actions. The plans assist during
the process of preparing costs estimation for budget planning purposes and establish a system of
prioritization of maintenance and upgrading needs. See Annexure C: Road Master Plan & Maintenance
Plan.
LED Strategy
LED Strategy will provide focus in terms of economic growth and development; its purpose is to provide the
municipality with an economic analysis of the municipality; indicating potential economic sectors and
competitive sectors. It identifies resources within the municipality and provides strategies on how to
optimally utilize them.
The development of the LED Strategy is performed within the following legal frameworks which provide
mandate to the municipality to develop local economy and offer a planning and implementing frameworks:
The Constitution of the RSA Act (108 of 1996), section 152 (1) assigns local government with inter alia with
function of promoting social and economic development.
The White Paper on Local Government further more charges the municipalities with the responsibility of
working with local communities to find sustainable ways of their lives in pursuit of being a developmental
local government. See Annexure D: LED Strategy
The State of the Nation Address (2011)
Infrastructure development to promote economic growth & job creation.
National Spatial Development Perspective (NSDP)
NSDP‘s vision is that South Africa will be become a nation in which investment in infrastructure and
development programs support government growth and development objectives by focusing on economic
growth and employment creation in areas where this is most effective and sustainable; by supporting
restructuring where feasible to ensure greater competitiveness; by fostering development on the basis of
local potential; and ensuring that development institutions are able to provide basic needs through the
country.
Development of Facilitation Act Objectives, among others states that:
The objectives relating to the urban and rural growth and form in relevant areas including objectives in
relations to sustained utilization of the environment, the provision of bulk infrastructure for the purpose of
MLM Final Draft 03 04 2012 Page 62
land development and facilitation of optimal involvement of sectors of the economy or sub sectors thereof
in the land development.
Preferential Procurement Policy Framework Act (Act no. 5 of 2002) implement program published in
Government Gazette No. 16085 dated 23 November 1994.
Bathos Pele Principles emphasizes the importance of community consultation, informing community about
the type of service they are getting and how they can access those services, being open about the
processes of government and giving them a value for money.
Growth and Development Strategy: - a municipality to have developmental economic approach that
concurrently addresses issues of sustainable economic growth. To have mechanisms in place to support
GDS Strategic objectives those are geared towards sustainable Socio-economic development.
Broad Objective of the LED Strategy: - it relates to reflections on LED Institutional arrangements and
suggests that the directorate should be allocated optimal financial and administrative capacity to sustain
the local economic.
Housing Chapter
The Housing chapter provides the housing status quo and analysis of the municipality and further indicates
the backlogs and demands.
Financial Plan
The IDP informs the budget process. During the IDP process from the first phase the budget process is
informed. All the needs of the communities and stakeholders are identified in the analysis phases and
challenges encountered during the IDP process were developed into projects and programmes; and they
were allocated budget (costing) accordingly. The budget process is as well informed by the revenue
collection
Performance Management Plan, the schedule on the PMS in the implementation phase and PMS
Framework outlines the importance of the municipality having proper performance management systems
in place. See Annexure on PMS Framework and in the implementation phase.
Work Skills Development Plan (WSDP)
The WSDP will ensure investment in Human capital. It is the important tool that the municipality must
develop to ensure that indeed the implementation of programme and the smooth running of the
administration take place. It ensures that proper skilling of personnel relevant to the market is provided
for.
It is as well imperative that the municipality is engage accredited institution with national standards
requirements so that proper training is acquired by personnel to perform their tasks efficiently and
communities realize value for money in the process of service delivery.
The Service Delivery Budget & Implementation Plan (SDBIP) and the Performance Management System
(PMS) must inform the skills Development Plan. The two monitoring and evaluation systems must
determine reasons for under performance and make necessary recommendations to the Human Resource
department on what skills are needed to ensure the implementation process is executed as intended.
MLM Final Draft 03 04 2012 Page 63
Table 44: SECTOR PLANS TABLE
NO SECTOR PLAN STATUS
1 Institutional Plan Available
2 Spatial Development Framework Plan Available
3 Land Use Management Plan Available
4 LED Strategy Available
5 Water Services Development Plan Available
6 Year Master Plan For Modimolle Available
7 Energy Master Plan Not Available
8 Employment Equity Plan Available
9 Workplace Skills Plan Available
10 Risk Management Support Plan Available
11 Social Crime Prevention Strategy Not Available
12 Integrated Transport Plan Available
13 Housing Strategy Available
14 Capital Investment Plan Available
15 Fraud and Anti Corruption Plan Available
16 Integrated Environmental Programme Not Available
17 Waste Management Plan Not Available
18 Communication Strategy Available
19 Tourism Development Strategy Available
20 Poverty Alleviation and Gender Equity Plan Available
21 National Spatial Development Perspective Available
22 Performance Management Plan Available
23 Financial Plan Available
24 Preferential Procurement Policy Framework Act Available
MLM Final Draft 03 04 2012 Page 64
ANNUAL IMPLEMENTATION PLAN
PHASE 5: IMPLEMENTATION PHASE
The implementation phase outlines the framework, systems and structures that the municipality put in
place to ensure that the IDP is implemented. The Municipal Systems Act requires municipalities to promote
a culture of performance among its political structures, political office bearers and councilors and its
administration; and administers its affairs in an economic al, effective, efficient and accountable manner.
The municipality has established structures that are assigned with the function of determining risks,
developing performance management system and auditing municipal processes and compliance.
IMPLEMENTATION OF STRUCTURES AND SYSTEMS
The municipality’s organizational structure makes provision for PMS Unit, which mainly deals with
organizational PMS. The organizational PMS ensures that the six Key Performance Areas (KPAs) in the IDP
are implemented as approved, by setting Key Performance Indicators (KPIs), setting output targets and
timeframes. The unit further monitors and assesses the performance of the management of the
administration.
The Internal Audit office is established and functional. It oversees both function of auditing internal
processes and compliance; and risk management.
An Audit Committee is in place and functional. Its function is to oversee the financial and performance of
the municipality. It has been recommended that the auditing of risk management be vested in this
committee.
Below figure will illustrate the institutional structure for political and administrative and council
committees as set out.
MLM Final Draft 03 04 2012 Page 65
Table 44: INSTITUTIONAL STRUCTURE: ORGANOGRAMS – POLITICAL STRUCTURE
COUNCIL
COUNCIL
COMMITTEES
Audit
Committee
Performance
Management Audit
Committee
Ward
Committees
Remuneration
Committee
Council
Sub-Committees
(Portfolios)
EXECUTIVE
COMMITTEE
MPAC
MLM Final Draft 03 04 2012 Page 66
MLM Final Draft 03 04 2012 Page 67
MLM Final Draft 03 04 2012 Page 68
ORGANOGRAMS – MUNICIPAL MANAGER’S OFFICE DIVISION
MUNICIPAL MANAGER
LEKALA KS
MTS VACANT
MSCS SELAMOLELA MJ
CFO VACANT
MCS Moagi N.J
MSPED VACANT
Area Manager Mabatlane
TEMA CJ
Head Internal Audit MATSETELA MD
Internal Auditor x 2 MABASWA M
Admin Clerk x1 Monyela M E
Personal Assistant JORDAAN A
MANAGER IN THE MAYOR VACANT
MLM Final Draft 03 04 2012 Page 69
ORGANOGRAMS – AREA MANAGER MABATLANE/MABALENG
ORGANOGRAMS – RISK MANAGEMENT DIVISION
MUNICIPAL MANAGER
LEKALA KS
DM: RISK MANAGEMENT
VACANT
MUNICIPAL MANAGER
LEKALA KS
Area Manager Mabatlane
TEMA CJ
Admin Clerk x1 VACANT
MLM Final Draft 03 04 2012 Page 70
ORGANOGRAMS – INTERNAL AUDIT UNIT
MUNICIPAL MANAGER
LEKALA KS
Head Internal Audit MATSETELA MD
Internal Audit MABASWA MA
MLM Final Draft 03 04 2012 Page 71
MLM Final Draft 03 04 2012 Page 72
ORGANOGRAMS – ASSETS & EXPENDITURE
CHIEF FINANCE OFFICER VACANT
DIVISIONAL MANAGER: ASSETS & EXPENDITURE
MOLEKOA JN
EXPENDITURE CLERK
VACANT
SALARY CLERK KEKANA MS
ACCOUNTANT: EXPENDITURE MOKONE TJ
ASSESTS CLERK SEANEGO LA
MLM Final Draft 03 04 2012 Page 73
ORGANOGRAMS – SUPPLY CHAIN MANAGEMENT
CHIEF FINANCE OFFICER VACANT
DIVISIONAL MANAGER: SUPPLY CHAIN MANAGEMENT
LEKALAKALA MM
ACCOUNTANT: SCM
MOHALE TM
DEMAND CLERK
MAAKWAANA MS
Acquisition CLERK
LANGA TT
STOREKEEPER MASHISHI MJ
STOREKEEPER ASSISTANT
HLONGWANE NS
MLM Final Draft 03 04 2012 Page 74
ORGANOGRAMS – REVENUE
CHIEF FINANCE OFFICER VACANT
DIVISIONAL MANAGER: REVENUE
BOTHA SSM
ACCOUNTANT: REVENUE
MAREMA MM G
ENQUIRY CLERK X 3 SELEMELA MP BOOYSEN SS MOKETO ML
DEBT COLLECTION CLERK
VAN DER MERWE GMM
DATA CAPTURER X 2 DIFETO DW
MORUWE PS METER READER X 11
MOTAU L J MATLOU ME PHALA ML MOALAMEDI SS MONYEKI ND MAKGAE MS MOLOMO MJ RAKUBU TJ MONINI JM MOABOHI RM MABULA W
CASHIER X 5 2x Vacant
MINAAR SE MOKONE DJ
SEPHOKGOLE S
ASSISTANT METER READER X4 MATHETHA AJ LEKALA A SEEMA DB MOTIMEDI SM
REVENUE CLERK DE WET GC
MLM Final Draft 03 04 2012 Page 75
ORGANOGRAMS – BUDGET AND REPORTING
CHIEF FINANCE OFFICER VACANT
DIVISIONAL MANAGER: BUDGET & REPORTING
VAN ROOYEN R
ACCOUNTANT: BUDGET & REPORTING
MOKASE RW
MLM Final Draft 03 04 2012 Page 76
MLM Final Draft 03 04 2012 Page 77
ORGANOGRAMS –SOCIAL SERVICE’S DEPARTMENT – HEALTH SERVICE’S DIVISION
MANAGER: SOCIAL & COMMUNITY SERVICES
SELAMOLELA MJ
TRUCK DRIVER APHANE JF
TRUCK DRIVER MANGANYE MW
TRUCK DRIVER
SEKOMANE S
TRUCK DRIVER MONYEKI SM
GENERAL WORKERS MLAMBO M
LEHONG J MANGANYI WM
MOHLAKE BO
GENERAL WORKERS DIPELA NJ
MATJILA SH NKUNA J V
LEKALAKALA OB
GENERAL WORKERS MOLEKWA RM
SEODISA SJ MAHOLO PP MOKOKA SJ
TRACTOR DRIVER MBONGO JY
GENERAL WORKERS (Street Cleaners)
MAKAU TP ADAMS T
NGULELA R LEKALAKALA MK
KHOZA P MOTLOUNG MF MAVHULULA ML
MOSIMA S BALOYI NM LAKA ND
PHUKUBYE AP MAYATHELA MF LEKALAKALA MM
DM: WASTE MANAGEMENT MOOBI RS
GENERAL WORKERS TLOU JH
GOOVADIA SS VIVIERS PJ MPYA MJ
MAHOLO PP
MLM Final Draft 03 04 2012 Page 78
ORGANOGRAMS –SOCIAL SERVICE’S DEPARTMENT – PROTECTION SERVICES
ASS SUPERINTENDENT LICENSING BAMBO MS
X1
X 1
EXAMINER OF VEHICLES & DRIVERS LICENSES X 2 SANTIE MP
JANSE VAN VUUREN H
ADMINISTRATIVE CLERK NKHUMISE M
LICENSING OFFICER x 3 MOSHOEU MM
NAWA SD MONARENG RS
FILING CLERK x3 VACANT
MOTAU V MPETE DL
PITT ASSISTANT MALEBANE CA
DIVISIONAL MANAGER: PROTECTION SERVICES
CLAASSENS AW
MANAGER: SOCIAL & COMMUNITY SERVICES
SELAMOLELA MJ
SWITCHBOARD OPERATOR Vacant
FIRE FIGHTERS
SITHOLE IS LEKALAKALA TD
MOJELA NE KEKANA MJ
LEDWABA KS KHOZA B
TRAFFIC OFFICER GR III MOKONE TE MPETE MP SAMBO TW NIEMANN D
X 4
TRAFFIC OFFICER GR II MASEKO MD
TRAFFIC OFFICER GR I DE LANGE JG LE ROUX TJ
SUPERINTENDENT TRAFFIC MTSWENE FT
MLM Final Draft 03 04 2012 Page 79
ORGANOGRAMS –SOCIAL SERVICE’S DEPARTMENT – SPORT, ARTS, CULTURE AND RECREATION SERVICE’S DIVISION
MANAGER: SOCIAL & COMMUNITY SERVICES
SELAMOLELA MJ
DIVISIONAL MANAGER: SPORT, ARTS, CULTURE & RECREATION REHLAMVU W
LIBRARIAN X 2 LEBUDI M
MOTHATA AT CARETAKER BUILDINGS
PUTTER ME
HORTICULTURIST MABJE S
LIBRARY ASSISTANT BODHANIA Z MATLOU MJ TSHABALALA TE VACANT x 2
PERSONAL ASSISTANT Vacant
MACHINE OPERATORS X 13 RAMANO KP MABYE MD SELUMI NP MALULEKA MC MAFAFO S MOSIMA TM MALESA K MORUE F MARAKALALA TK Vacant x 3 (1 x Modimolle) (2x Mabatlane)
CLEANERS X11
KEKANA DF LEGWABE MC MAKHUBELA J MALATJI M KOBE PT LAKA RR NOKO KW MAKILA TF NKGAU N NGOBENI DE
3 VACANT (MODIMOLLE)
GENERAL WORKERS – PARKS X8 MASHIANE S BALOI E VACANT X 2 PHALANE S.J TAUATSWALA T
GENERAL WORKERS – CEMETERY X 7
1 Vacant TSHABALALA O MANGANA IM MATLOU JM MAKGATHO P
TRACTOR DRIVER CHAUKE P
MOKEBE MS SITHOLE MA
MANYATHELA MF MAJADIBODU MJ
CLERK LECHELELE MR
X 5
MLM Final Draft 03 04 2012 Page 80
MLM Final Draft 03 04 2012 Page 81
ORGANOGRAM – HUMAN RESOURCE DIVISION
MANAGER: CORPORATE SERVICES MOAGI NJ
DIVISIONAL MANAGER: HUMAN RESOURCES
PHALA AOT
LABOUR RELATIONS OFFICER
OPK MOLOTO
MOLOTO OPK
HRD OFFICER Radipabe C
HR OFFICER TLOU RF
WELLNESS OFFICER CHISIZA SC
EAP CLERK ROBINSONN TR
H R CLERK LEHOBYE MJ
VAN ROOYEN N
SECRETARY MCS MALOPE TT
MLM Final Draft 03 04 2012 Page 82
ORGANOGRAM – ADMIN, LEGAL, PROPERTY & SERVICES DIVISION
MANAGER: CORPORATE SERVICES MOAGI NJ
ADMINISTRATIVE OFFICER (PL05) SEKGALA TW
X 1
ADMINISTRATIVE ASSISTANT (PL 06)
PHOLOBA KJ
RECORDS CLERK (PL 07)
MOLOANTOA ML RADEBE PE
CLERICAL ASSISTANT (PL12)
MAKETA MM LEGOABE LF
DM: ALPS (PL 02)
T X MOKHANDA
SECRETARY MCS MALOPE TT
MLM Final Draft 03 04 2012 Page 83
ORGANOGRAM – COMMUNICATION & IT DIVISION
SECRETARY MCS MALOPE TT DIVISIONAL MANAGER:
COMMUNICATION & IT SHIKA MP
IT OFFICER LEKALAKALA GM
INDIGENT CLERK MOSIMA MS
PERSONAL ASSISTANT X3 MASHABA NE (MAYOR)
VACANT (SPEAKER) VACANT (CHIEF WHIP)
SWITCHBOARD OPERATOR LEBESE SK (MODIMOLLE)
MAJADIBODU MM (MABATLANE)
CHAUFFEUR MASHIANE MM
SPECIAL PROJECT
OFFICER
MOLEKOA D
MANAGER: CORPORATE SERVICES MOAGI NJ
MLM Final Draft 03 04 2012 Page 84
MLM Final Draft 03 04 2012 Page 85
ORGANOGRAM
MANAGER: STRATEGIC PLANNING AND LED VACANT
DIVISIONAL MANAGER: IDP & LED GWEBU I
DIVISIONAL MANAGER: TOWN PLANNING
PHOGOLE H
DIVISIONAL MANAGER: PMS
T FREYSEN
MLM Final Draft 03 04 2012 Page 86
ORGANOGRAM – TOWN PLANNING DIVISION
MANAGER: STRATERGIC PLANNING AND LED
VACANT
DIVISIONAL MANAGER: TOWN PLANNING PHOGOLE H
BUILDING INSPECTOR MOAGI MA
HOUSING OFFICER KGATHI RA
ADMINISTRATIVE CLERK SELEMELA VC CHOKOE RO
MLM Final Draft 03 04 2012 Page 87
ORGANOGRAM – IDP DIVISION
MANAGER: STRATERGIC PLANNING AND LED
VACANT
DIVISIONAL MANAGER IDP GWEBU I
IDP COORDINATOR MALULEKA NM
IDP CLERK FIELIES MR
MLM Final Draft 03 04 2012 Page 88
ORGANOGRAM – LED DIVISION
MANAGER: STRATERGIC PLANNING AND LED
VACANT
LED OFFICER SHONGOANE MS
COORDINATOR: BEEHIVE CENTRE
MABETWA TL
ADMINISTRATIVE CLERK BALOI TM
YOUTH DEVELOPMENT COORDINATOR X2
MOKOKA D MAFORA J
DIVISIONAL MANAGER IDP & LED GWEBU I
MLM Final Draft 03 04 2012 Page 89
ORGANOGRAM – PERFORMANCE MANAGEMENT SYSTEM DIVISION
MANAGER: STRATEGIC PLANNING AND LED
VACANT
DM: PMS FREYSEN T
MLM Final Draft 03 04 2012 Page 90
MLM Final Draft 03 04 2012 Page 91
ORGANOGRAMS – TECHNICAL SERVICE’S DEPARTMENT – ELECTRICAL DIVISION
MANAGER: TECHNICAL SERVICES SKHWIVHILU N
DIVISIONAL MANAGER: ELECTRICAL MAZIBUKO MA
ARTISAN: ELECTRICAL EDWARDS A TSELANE M
LIEBENBERG R PRINSLOO RS
KHANYA H MATIDZE VH MULLER AD
2 Vacant
ARTISAN ASSISTANT: ELECTRICAL MAROPOLA CT
MOLEFE MJ THELEDI D MD Sithole
1 New Mabatlane
GENERAL WORKER MFEKA D MOLOANTOA L SEBETHA S CHAUKE JR MADIBA MJ Vacant x 1 MOSETJA J CHABALALA C SHIKA F SAMBO AJ RAMELA I MOLOTO N RAPETSWA I SETSHEDI I
ADMINISTRATIVE CKERK MAAKE TR
CLERICAL ASSISTANT / MESSENGER DHLODHLO MS
MLM Final Draft 03 04 2012 Page 92
ORGANOGRAMS – TECHNICAL SERVICE’S DEPARTMENT – PROJECTMANAGEMENT UNIT
PMU: MANAGER RAMTHLAKGWE KS
PMU: TECHNICIAN SINCLAIR K Y
PMU: DATA CAPTURER NGOBENI NM
PMU: TRAINEE X2 Molekoa JM Morake TJ
MANAGER: TECHNICAL SERVICES
SKHWIVHILU N
MLM Final Draft 03 04 2012 Page 93
ORGANOGRAMS – TECHNICAL SERVICE’S DEPARTMENT – PUBLIC WORK’S DIVISION
TRACTOR DRIVER X 1 SIDIDZA N
MANAGER: TECHNICAL SERVICES SKHWIVHILU N
DIVISIONAL MANAGER: PUBLIC WORKS
ARTISAN: ROADS AND STORM WATER PRINSLOO JPG MAKINTA AB ARTISAN: MECHANICAL
1X VACANT
OPERATOR: PUBLIC WORKS MAKWELA NJ
HLONGWANE MF MAVHUNGO M
NDOU
DRIVER X 3 MOLAPO MJ
SELAMOLELA L
ARTISAN ASSISTANT: PUBLIC WORKS X 3 MOOI MS
MOKWETLI C
GENERAL WORKER: PUBLIC WORKS X PHAHLANE E MOOKA E MATLATLE M MOKAU MS SEOKOTSA A MANGANYE D SHIVUI J RAMOKGOLA B MAKWELA L NAWA D MOLAPO KK MOABI MT SEBELEBELE LA LEBESE V LEDWABA JM MOREMI JL NDLOVU W MARIBA G
ARTISAN ASSISTANT: MECHANICAL MOLEFE BJ
PHASWANE MA
GENERAL WORKER: MECHANICAL LEHOTSO DJ
MLM Final Draft 03 04 2012 Page 94
ORGANOGRAMS – TECHNICAL SERVICE’S DEPARTMENT – WATER AND SEWER DIVISION
MANAGER: TECHNICAL SERVICES SKHWIVHILU N
DIVISIONAL MANAGER: WATER SERVICES MCE CHOKOLO
MODIMOLLE DONKERPOORT MODIMOLLE-WATER QUALITY MODIMOLLE WASTE WATER PLANT
PRODUCTION OFFICER/SNR PROCESS
CONTROLLER-CLASS 4
SB Mohlala
WATER QUALITY OFFICER LS Selemela-Class 4
MODIMOLLE-ASSISTANT PROCESS CONTROLLERS (PLANT ATTENDANTS) MJ Bjaloane HF Maketa MS Mphela MK Kubjane
PRODUCTION OFFICER PROCESS CONTROLLERS CLASS 4 JT Thobejane
ASSISTANT PROCESS CONTROLLERS NBJ Mokoena MJ Maphalla RD Sekwayo S Ramaphalla PN Madiba JM Morudu PM Tsebe
GENERAL WORKERS AE Malatjie LN Mashishi NI Kaisara JR Morolong LP Makhubela MJ Kekae MP Laka
MLM Final Draft 03 04 2012 Page 95
MAINTENANCE TEAM
DIVISIONAL MANAGER: WATER SERVICES MCE CHOKOLO
VAALWATER/ALMA
GENERAL WORKERS TK Monyeki MJ Manganyi MJ Molebatsi JM Baloyi I Motshegoa LM Masenya
GENERAL WORKER SJ Kemp S Loopeng DF Kemp SM Mundalamo PJ Motsanani T Rihlampfu A Ntsoe JS Manamela MVH Matome C Sehoko RD Sedie X3 Vacant BJ Dacket SH Shongoane SO Motshegoa MF Matje
MODIMOLLE
ARTISANS
Tj Makgoane PM Modimola
ARTISAN ASSISTANT
OP Monini MJ Sithole JR Sithole X1 Vacant
ARTISANS
LF Manamela J Chauke
ARTISAN ASSISTANT
J Mabula X1 (Artisan Assistant)
DRIVER
TB Molefe
DRIVER
HK Matsimbi MJ Seodisa
MLM Final Draft 03 04 2012 Page 96
PERFORMANCE MANAGEMENT SYSTEM FRAMEWORK
Performance Management System Framework is a strategic approach which provides a set of tools and
techniques to plan regularly, monitor and measure and review performance of the organization and individuals.
PMS is a system that is used to make sure that all parts of the municipality work together to achieve the goals
and targets that are set. The PMS Framework outlines the mandate of development and implementation
processes. It includes legislative framework, municipal objectives, stakeholders’ roles and responsibilities,
process plan, planning and reporting mechanisms.
PMS PURPOSE AND OBJECTIVES
The purpose of the performance management system is to assist the municipality to manage operational
functions, projects and program and ensures that set standards are met for effective service delivery. Its
objectives are as follows:
To translate councils mandate into implementable deliverables
To improve service delivery
To instill conscious in employees on their responsibilities and accountabilities
To cultivate the culture of team work
To ensure that the IDP is implemented as planned
To ensure integration and alignment of all sphere of government and its stakeholders
To ensure value for money
LEGISLATIVE FRAMEWORK
Local Government: Municipal Structures Act, powers and functions of the local municipality and its council
committees.
Local Government: Municipal Systems Act, states that the municipality must develop a municipal performance
management system and it provide clear guidance on the development of the system
Local Government: Municipal Finance Management Act:
It provides for the establishment of an audit committee which must:
Assess the functionality of the municipal PMS
Ensures that the municipality complies with the legislative requirements
Ensures that the performance indicators are realistic and measurable
Ensure that the municipality reports on a quarterly and annual basis
MLM Final Draft 03 04 2012 Page 97
White Paper on Service Delivery (Bathos Pele), 1998
The Performance Management System is based on the eight (8) principles of Batho Pele for improving service
delivery and such are outlined as follows:
Consultation
Service Standards
Access
Courtesy
Information
Openness/Transparency
Redress
Value for money
STAKEHOLDERS’ ROLES AND RESPONSIBILITIES
IDP Steering Committee
This committee is responsible for the development, implementation and management of the Performance
Management System (PMS), which will include advising the municipality on the assessment and evaluation
process. The committee is constituted by the management of the municipality.
IDP Representative Committee
This committee is constituted by representative of the stakeholders and the platform is utilized by the
municipality for feedback purposes and to solicit further inputs into the process.
Audit Committee
The regulations require that the council establish an Audit Committee, where the majority of the members are
not Councilors or employees of the municipality. The operation of the committee is governed by section 14 (2-3)
of the MFMA.
Executive Committee
The Executive Committee is established in terms of chapter 4 of the Local Government: Municipal Structures Act
117 of 1998. The Executive Committee must be composed in such a way that parties and interests in the
municipal are represented. The Executive Committee of Modimolle Council consists of the Mayor and two
Councilors, of which one Councilor and the Mayor are on full-time basis.
The functions and powers of the committee are amongst others; the following in terms of section 44 of the Local
Government: Municipal Structures Act 117 of 1998:
Identify the needs of the municipality
Review and evaluate those needs in order of priority
MLM Final Draft 03 04 2012 Page 98
Recommend to the municipal council strategies, programs and services to address priority needs through the
integrated development plan and estimates of revenue and expenditure, taking into account any applicable
national, provincial development plans.
The Executive Committee meets monthly. The Mayor decides when and where the executive committee meets.
Council
Municipal council is constituted by all Councilors in a municipality and it sits once on quarterly basis unless
otherwise in case of emergency, there is a provision for special council meeting. Its functions are to approve
policies and takes decisions on matters that affect the municipality. The council is chaired by the Speaker.
Ward Committee
The ward committees are regulated in terms of section 72-78 of the Local Government: Municipal Structures Act
117 of 1998. A ward committee must be composed of a Councilor representing the ward in the council and not
more than 10 other persons.
Ward committees are elected for the term of council (five years). Ward committees are given a monthly
allowance of R1000.00 which will assist them to executive their functions and duties. The municipality has
developed the By-Laws to regulate incentives for ward committees and a Policy on Establishment on ward
committees, the policy is reviewed on an annual basis.
Council Committees and Portfolio Committees
The Mayor distributes functions of the municipality among Councilors and their role is mainly to advise the
Mayor and council on the activities of the municipality. The committees do not take decision on matters that
affect the municipality but recommend to council. The committees meet on monthly basis.
The Municipal Public Accounts Committee is established in terms of the provision of the Local Government:
Municipal Structures Act 117 of 1998 and the Local Government: Municipal Finance Management Act 56 of
2003. The committee serves as an oversight committee to council; it assists council to hold the executive and
municipal entities to account and ensures the efficient and effective use of municipal resources. It will help to
increase council and public awareness of the financial and performance issues of the municipality and its
entities. MPAC is established in terms of section 79 of the Local Government: Municipal Structures Act 117 of
1998. The committee reports to council and meets on quarterly basis.
DEFINITIONS OF TERMS
The PMS Framework includes definitions of terms to establish common understanding between all stakeholders.
SERVICE DELIVERY BUDGET IMPLEMENTATION PLANS (SDBIPS)
The Municipal Finance Management Act (MFMA) requires that all section 57 managers including the Municipal
manager must develop and sign SDBIPs.
MLM Final Draft 03 04 2012 Page 99
IDP CONCLUSION
The IDP review has been a lengthy and intense interactive process with the stakeholders as required by the law;
the implementation of the 2011/12 FY has been a profound impact on the review process. The municipality was
able to become aware of the challenges that impede on the intended development. This relate to lack of funds,
skills shortage, lack of knowledge, integration and exposure and lack of participation by few provincial
departments and parastatals in municipal IDP processes; however the municipality will continue to engage and
mobilize all stakeholders to be on board to overcome this challenges.
Largely, the municipality has enjoyed the support of most of the Provincially Based National Government
Departments, provincial departments and parastatals such as:
National Treasury
Department of Provincial Treasury
Department of Agriculture
Limpopo Economic Development Environment and Tourism
Department of Rural Development and Land Affairs
Office of the Premier
Department of Sport, Arts and Culture
Department of Education
Department of Safety, Security and Liaison
Co-operative Governance Human Settlement and Traditional Affairs (CoGHSTA)
Department of Public Works (EPWP)
Department of Roads & Transport
Department of Health & Social Development
Limpopo Business Support Agency (LIBSA)
Small Enterprise Development Agency (SEDA)
National Development Agency (NDA)
Statistics SA
Most of the aforementioned institutions participated throughout the IDP processes and were supportive to
specific developmental initiatives.
The external and internal integration of plans/projects and programs is still a major challenge. The municipality
will continue to strive for optimum integration and alignment of programs and projects with other stakeholders
through the IDP processes.
MLM Final Draft 03 04 2012 Page 100
ACRONYMS DEFINITIONS
Acronyms Definitions
MLM Modimolle Local Municipality
MFMA Municipal Finance Management Act
COGHSTA Corporative Governance, Human Settlement & Traditional Affairs
SDF Spatial Development Framework
HR Human Resource
SDBIP Service Delivery Budget & Implementation Plan
LRA Labour Relations Act
SWOT Strengths, Weaknesses, Opportunities & Threats
LED Local Economic Development
IDP Integrated development Plan
HIV/AIDS Human Immunodeficiency Virus/ Acquired Immune Deficiency Syndrome
SP Service Provider
KPA Key Performance Area
KPI Key Performance Indicator
SAPS South African Police Services
DWA Department of Water Affairs
WDM Waterberg District Municipality
DME Department of Mineral & Energy
MIG Municipal Infrastructural Grant
RAL Road Agency Limpopo
CDWs Community Development Workers
STATSA Statistics South Africa
OTP Office of The Premier
LEPGD Limpopo Employment, Growth and Development Plan
SMME Small, Medium, Micro, Enterprise
NGO Non Governmental Organisation
MIP Municipal Investment Plan
MSA Municipal Systems Act
PMS Performance Management System
LUMS Land Use Management Act
GIS Geographic Information System
NSDP National Spatial Development Perspective
CBD Central Business District
CFO Chief Financial Officer
MCS Manager Corporate Services
MSCS Manager Social & Community Services
MTS Manager Technical Services
MSPED Manager Strategic Planning & Economic Development
MM Municipal Manager
PL Post Level
EXCO Executive Committee
EPWP Expanded Public Works Programme
LIBSA Limpopo Business Support Agency
SEDA Small Enterprise Development Agency
NDA National Development Agency
MLM Final Draft 03 04 2012 Page 101
FBS Free Basic Services
RDP Reconstruction & Development Programme
PA Personal Assistant
KL Kilo litre
ML Mega litre
DBSA Development Bank of Southern Africa
GDP Gross Domestic Product
WDSP Workplace Skills Development Plan
NYDA National Youth Development Agency
MLM Final Draft 03 04 2012 Page 102
Votes Operational objectives
Council and Office of the
Municipal Manager (Vote 1)
To provide the management of municipality's administration in accordance with Municipal legislation and
other legislation applicable to the Municipality, including management, discipline and development of
staff;
To formulate and develop of an economical, effective, efficient and accountable administration that is
equipped to carry out the task of implementing the municipality IDP and responsible to the needs of the
local community;
To facilitate of LED for the purposes of poverty reduction, economic growth, improved beneficiation for
all members of the community, integration of markets and establishment of partnerships;
To promote eco - tourism and marketing and branding of the Municipality - International Relations;
To facilitate investment in the Municipal for purposes of economic growth;
To provide the management and monitoring of Municipal services provided to local community in a
sustainable and equitable manner;
To provide the administration and implementation of the Municipality's by-laws and other legislation,
includes the implementation of National and Provincial directives, policies and legislation;
To exercise powers delegated to the Municipal Manager by the Municipal Council and other authorities
of the Municipality;
To render administrative and strategic support to the Mayor and other political structures in Council; and
To manage income and expenditure of the municipality to ensure sound financial management of
Council.
Budget and Treasury
(Vote 2)
To direct a value for money finance function that promotes effective financial management policies and
practices in a Municipality;
To ensure adequate and effective systems for accounting records and control systems;
To ensure effective and efficient financial reporting, as required by Municipal Finance Management Act;
To ensure proper monitoring and implementation support systems are put in place to ensure that all
duties are executed in accordance with budget allocation and within legislative requirements;
To maintain sufficient working capital by managing assets, investments, liabilities, borrowings and cash
flow effectively; and
To identify and monitor processes and procedures for financial and regulatory risks.
Corporate Services
(Vote 3)
To provide general office services including telecommunication services, switchboard and receptions,
office space provisioning, office cleaning services;
To provide administrative support to council and its committees through the implementation of the
standing rules of order of council;
MLM Final Draft 03 04 2012 Page 103
Votes Operational objectives
To record management and registry through the implementation of the records management policy and
the central registry manual and ensure adherence to the National Archives of South Africa Act;
To provide personnel administration and organizational design services to the municipality through
implementation of municipal policies and collective agreements as well as adherence to the national
labour legislation;
To ensure that the Skills Development and Equity Acts are implemented through the development and
implementation of the workplace skills plan and the equity plan as well as facilitate training and
development for staff and councilors;
To establish and maintain good employee relations;
To develop and implement the strategies for employee health and safety as well as employee wellness;
and
To provide information and technology support to the municipality.
Social and Community
Services (Vote 4)
To provide the management of Municipality's administration in accordance with Municipal legislation
and other legislation applicable to the Municipality, includes management, discipline and development of
staff;
Through Environmental management, ensuring clean, safe and quality water, pollution free environment
and the appropriate disposal of the dead and refuse;
Through Environmental Health Management, ensuring healthy and safe premises;
To coordinate Health programmes ensuring healthy communities, productive workforce and economic
growth;
To manage the provision of fire and rescue services in saving lives, the prevention of fires, safeguarding
of property, humans and animals;
To facilitate a crime free environment;
To monitor the provision of adequate housing and the restoration of dignity;
To provide the promotion of Sports, Arts and Culture for purposes of wellness, preserved and diverse
culture and a society with high morals; and
To provide the endorsement of literacy, economic growth, enrichment of minds, job security and safe
schools.
Technical Services (Vote 5) To provide the management of the Technical services department's administration in accordance with
Municipal legislation and other legislation applicable to the municipality, including management,
discipline and development of staff;
To ensure the provision of cost effective management of department’s budget and the timely
MLM Final Draft 03 04 2012 Page 104
Votes Operational objectives
implementation of resolutions and projects related to the department;
To provide the coordination of spatial planning and responsible land use; and
To provide the coordination of building control and management.
To ensure the provision of Basic Water and Hygienic Sanitation systems;
To ensure the construction of municipal roads for safe accessible roads;
To ensure cost effective project management of infrastructure development; and
To ensure compliance to national building regulations act.
MLM Final Draft 03 04 2012 Page 105
1. MONTHLY REVENUE BY SOURCE
Table 1: Monthly Revenue by Source
Description
R thousand July August Sept. October November December January February March April May JuneBudget Year
2012/13
Budget Year
+1 2013/14
Budget Year
+2 2014/15
Revenue By Source
Property rates 1 558 1 558 1 558 1 558 1 558 1 558 1 558 1 558 1 558 1 558 1 558 1 558 18 700 20 040 21 466
Property rates - penalties & collection charges – – – – – – – – – – – – – – –
Serv ice charges - electricity rev enue 5 708 5 708 5 708 5 708 5 708 5 708 5 708 5 708 5 708 5 708 5 708 5 708 68 500 75 712 83 600
Serv ice charges - w ater rev enue 2 375 2 375 2 375 2 375 2 375 2 375 2 375 2 375 2 375 2 375 2 375 2 375 28 500 30 200 32 000
Serv ice charges - sanitation rev enue 633 633 633 633 633 633 633 633 633 633 633 633 7 600 8 052 8 650
Serv ice charges - refuse rev enue 426 426 426 426 426 426 426 426 426 426 426 426 5 117 5 578 6 084
Serv ice charges - other – – – – – – – – – – – – – – –
Rental of facilities and equipment 6 6 6 6 6 6 6 6 6 6 6 6 71 76 80
Interest earned - ex ternal inv estments 125 125 125 125 125 125 125 125 125 125 125 125 1 500 1 600 1 600
Interest earned - outstanding debtors 167 167 167 167 167 167 167 167 167 167 167 167 2 000 1 900 1 800
Div idends receiv ed – – – – – – – – – – – – – – –
Fines 10 10 10 10 10 10 10 10 10 10 10 10 123 133 143
Licences and permits – – – – – – – – – – – – – – –
Agency serv ices 265 265 265 265 265 265 265 265 265 265 265 265 3 180 3 339 3 506
Transfers recognised - operational 5 191 5 191 5 191 5 191 5 191 5 191 5 191 5 191 5 191 5 191 5 191 5 191 62 293 65 041 70 469
Other rev enue 230 230 230 230 230 230 230 230 230 230 230 230 2 762 2 759 2 933
Gains on disposal of PPE – – – – – – – – – – – – – – –
Total Revenue (excluding capital transfers and contributions)16 695 16 695 16 695 16 695 16 695 16 695 16 695 16 695 16 695 16 695 16 695 16 695 200 346 214 430 232 332
Expenditure By Type
Employ ee related costs 5 807 5 807 5 807 5 807 5 807 5 807 5 807 5 807 5 807 5 807 5 807 5 807 69 687 72 664 76 898
Remuneration of councillors 462 462 462 462 462 462 462 462 462 462 462 462 5 540 5 872 6 225
Debt impairment 333 333 333 333 333 333 333 333 333 333 333 333 4 000 5 000 5 000
Depreciation & asset impairment 719 719 719 719 719 719 719 719 719 719 719 719 8 633 8 973 9 218
Finance charges 215 215 215 215 215 215 215 215 215 215 215 215 2 576 2 646 2 705
Bulk purchases 5 208 5 208 5 208 5 208 5 208 5 208 5 208 5 208 5 208 5 208 5 208 5 208 62 500 71 000 80 500
Other materials 734 734 734 734 734 734 734 734 734 734 734 734 8 806 9 810 10 578
Contracted serv ices 542 542 542 542 542 542 542 542 542 542 542 542 6 500 6 700 6 900
Transfers and grants – – – –
Other ex penditure 3 003 3 003 3 003 3 003 3 003 3 003 3 003 3 003 3 003 3 003 3 003 3 003 36 036 34 041 36 571
Loss on disposal of PPE – – – – – – – – – – – – – – –
Total Expenditure 17 023 17 023 17 023 17 023 17 023 17 023 17 023 17 023 17 023 17 023 17 023 17 023 204 277 216 706 234 594
Surplus/(Deficit) (328) (328) (328) (328) (328) (328) (328) (328) (328) (328) (328) (328) (3 932) (2 276) (2 261)
Transfers recognised - capital 4 203 4 203 4 203 4 203 4 203 4 203 4 203 4 203 4 203 4 203 4 203 4 203 50 430 41 602 43 979
Contributions recognised - capital – – – – – – – – – – – – – – –
Contributed assets – – – – – – – – – – – – – – –
Surplus/(Deficit) after capital transfers &
contributions3 875 3 875 3 875 3 875 3 875 3 875 3 875 3 875 3 875 3 875 3 875 3 875 46 499 39 326 41 718
Tax ation – – – – – – – – – – – – – – –
Attributable to minorities – – – – – – – – – – – – – – –
Share of surplus/ (deficit) of associate – – – – – – – – – – – – – – –
Surplus/(Deficit) 3 875 3 875 3 875 3 875 3 875 3 875 3 875 3 875 3 875 3 875 3 875 3 875 46 499 39 326 41 718
Budget Year 2012/13Medium Term Revenue and Expenditure
Framework
MLM Final Draft 03 04 2012 Page 106
2. MONTHLY REVENUE BY VOTE
Table 2: Monthly Revenue by Vote
Description
R thousand July August Sept. October November December January February March April May JuneBudget Year
2012/13
Budget Year
+1 2013/14
Budget Year
+2 2014/15
Revenue by Vote
Vote 1 - Ex ecutiv e and Council 2 271 2 271 2 271 2 271 2 271 2 271 2 271 2 271 2 271 2 271 2 271 2 271 27 250 29 261 31 922
Vote 2 - Financial Serv ices 2 434 2 434 2 434 2 434 2 434 2 434 2 434 2 434 2 434 2 434 2 434 2 434 29 212 30 951 32 773
Vote 3 - Corporate Serv ices 75 75 75 75 75 75 75 75 75 75 75 75 900 1 000 1 050
Vote 4 - Social and Community Serv ices 1 546 1 546 1 546 1 546 1 546 1 546 1 546 1 546 1 546 1 546 1 546 1 546 18 558 21 173 25 198
Vote 5 - Technical Serv ices 14 557 14 557 14 557 14 557 14 557 14 557 14 557 14 557 14 557 14 557 14 557 14 557 174 679 173 458 185 169
Vote 6 - Planning and Dev elopment 15 15 15 15 15 15 15 15 15 15 15 15 177 188 199
Ex ample 7 - Vote7 – – – – – – – – – – – – – – –
Ex ample 8 - Vote8 – – – – – – – – – – – – – – –
Ex ample 9 - Vote9 – – – – – – – – – – – – – – –
Ex ample 10 - Vote10 – – – – – – – – – – – – – – –
Ex ample 11 - Vote11 – – – – – – – – – – – – – – –
Ex ample 12 - Vote12 – – – – – – – – – – – – – – –
Ex ample 13 - Vote13 – – – – – – – – – – – – – – –
Ex ample 14 - Vote14 – – – – – – – – – – – – – – –
Ex ample 15 - Vote15 – – – – – – – – – – – – – – –
Total Revenue by Vote 20 898 20 898 20 898 20 898 20 898 20 898 20 898 20 898 20 898 20 898 20 898 20 898 250 776 256 032 276 311
Budget Year 2012/13Medium Term Revenue and Expenditure
Framework
MLM Final Draft 03 04 2012 Page 107
3. MONTHLY EXPENDITURE BY VOTE
Table 3: Monthly Expenditure by Vote
Description Ref
R thousand July August Sept. October November December January February March April May JuneBudget Year
2012/13
Budget Year
+1 2013/14
Budget Year
+2 2014/15
Expenditure by Vote to be appropriated
Vote 1 - Ex ecutiv e and Council 1 313 1 313 1 313 1 313 1 313 1 313 1 313 1 313 1 313 1 313 1 313 1 313 15 753 17 941 18 868
Vote 2 - Financial Serv ices 911 911 911 911 911 911 911 911 911 911 911 911 10 932 11 878 12 908
Vote 3 - Corporate Serv ices 1 163 1 163 1 163 1 163 1 163 1 163 1 163 1 163 1 163 1 163 1 163 1 163 13 950 15 748 17 211
Vote 4 - Social and Community Serv ices 2 609 2 609 2 609 2 609 2 609 2 609 2 609 2 609 2 609 2 609 2 609 2 609 31 312 31 858 33 465
Vote 5 - Technical Serv ices 10 446 10 446 10 446 10 446 10 446 10 446 10 446 10 446 10 446 10 446 10 446 10 446 125 357 132 286 144 596
Vote 6 - Planning and Dev elopment 581 581 581 581 581 581 581 581 581 581 581 581 6 973 6 996 7 546
Ex ample 7 - Vote7 – – – – – – – – – – – – – – –
Ex ample 8 - Vote8 – – – – – – – – – – – – – – –
Ex ample 9 - Vote9 – – – – – – – – – – – – – – –
Ex ample 10 - Vote10 – – – – – – – – – – – – – – –
Ex ample 11 - Vote11 – – – – – – – – – – – – – – –
Ex ample 12 - Vote12 – – – – – – – – – – – – – – –
Ex ample 13 - Vote13 – – – – – – – – – – – – – – –
Ex ample 14 - Vote14 – – – – – – – – – – – – – – –
Ex ample 15 - Vote15 – – – – – – – – – – – – – – –
Total Expenditure by Vote 17 023 17 023 17 023 17 023 17 023 17 023 17 023 17 023 17 023 17 023 17 023 17 023 204 277 216 706 234 594
Surplus/(Deficit) before assoc. 3 875 3 875 3 875 3 875 3 875 3 875 3 875 3 875 3 875 3 875 3 875 3 875 46 499 39 326 41 718
Tax ation – – – –
Attributable to minorities – – – –
Share of surplus/
(deficit) of
associate
– – – –
Surplus/(Deficit) 13 875 3 875 3 875 3 875 3 875 3 875 3 875 3 875 3 875 3 875 3 875 3 875 46 499 39 326 41 718
Budget Year 2012/13 Medium Term Revenue and Expenditure
Framework
MLM Final Draft 03 04 2012 Page 108
4. SERVICE DELIVERY, PERFORMANCE INDICATORS AND TARGETS
9.1 Office of the Municipal Manager – Vote 1
KPA Strategic Objective
Programme / Focus Area
Institutional Indicator
Target end Sept 2011
Target Note
Target end Dec 2011
Target Note
Target end Mar 2012
Target Note
Target end Jun 2012
Target Note
Annual Projected
Target 2011-12
Transforma tion and Organisational Development
Attract, develop and retain human capital
Human Resource Management
Percentage of budgeted vacancies on the organogram filled (Number of vacancies filled / total number of vacancies budgeted as percentage)
100 100% 100 100% 100% 100% 100 100% 100
Transforma tion and Organisational Development
Attract, develop and retain human capital
Human Resource Management
Percentage of S57 positions filled (Number of S57 positions filled / total number of S57 positions as per organogram as percentage)
100 100% 100 100% 100 100% 100 100% 100
Transforma tion and Organisational Development
Attract, develop and retain human capital
Human Resource Management
Percentage of strategically identified positions filled (Number of strategic positions filled / total number of strategic positions identified as percentage)
75 75% 75 75% 75 75% 75 75% 75
MLM Final Draft 03 04 2012 Page 109
KPA Strategic Objective
Programme / Focus Area
Institutional Indicator
Target end Sept 2011
Target Note
Target end Dec 2011
Target Note
Target end Mar 2012
Target Note
Target end Jun 2012
Target Note
Annual Projected
Target 2011-12
Transforma tion and Organisational Development
Attract, develop and retain human capital
Employee Performance Management
Percentage of section 57 employment contracts (Number of section 57 manager / total number of employment contracts signed as percentage)
100 100% 100 100% 100 100% 100 100% 100
Transforma tion and Organisational Development
Attract, develop and retain human capital
Human Resource Management
Percentage of OHS recommendations implemented related to department (Number of recommendations implemented / total number of hazards identified as percentage)
25 25% 50 50% 75 75% 100 100% 100
Transforma tion and Organisational Development
Attract, develop and retain human capital
Employee Performance Management
Number of formal individual performance assessments conducted and reported upon
1 1 - previous financial
year
N/A this
quarter
2 2 - mid-year
N/A this
quarter
2
Basic Service Delivery
Promote the welfare of the community
Social Welfare
Percentage of equitable share spent on free basic services (Rand value of equitable share spent on free basic services / total rand value received from
N/A this
quarter
N/A this
quarter
N/A this
quarter
5 5% 5
MLM Final Draft 03 04 2012 Page 110
KPA Strategic Objective
Programme / Focus Area
Institutional Indicator
Target end Sept 2011
Target Note
Target end Dec 2011
Target Note
Target end Mar 2012
Target Note
Target end Jun 2012
Target Note
Annual Projected
Target 2011-12
equitable share for free basic services as percentage)
Basic Service Delivery
Promote the welfare of the community
Social Welfare
Percentage of national and provincial HIV/AIDS programmes attended (Number national and provincial HIV/AIDS programmes attended / total number of Provincial and national HIV/AIDS programmes invitations received as percentage)
100 100% 100 100% 100 100% 100 100% 100
Basic Service Delivery
Promote the welfare of the community
Social Welfare
Percentage of rand value budget spent on HIV/AIDS Awareness (Rand value budget spent on HIV/AIDS Awareness / total rand value budgeted for HIV/AIDS awareness as Percentage)
N/A this
quarter
33 33% 66 66% 100 100% 100
MLM Final Draft 03 04 2012 Page 111
KPA Strategic Objective
Programme / Focus Area
Institutional Indicator
Target end Sept 2011
Target Note
Target end Dec 2011
Target Note
Target end Mar 2012
Target Note
Target end Jun 2012
Target Note
Annual Projected
Target 2011-12
Local Economic Development
Facilitate economic development while protecting the environment
LED Number of LED forum meetings held per annum y.t.d.
3 3 5 5 7 7 10 10 10
Local Economic Development
Facilitate economic development while protecting the environment
LED Number of Hawkers forum meetings held per annum y.t.d.
1 1 2 2 3 3 4 4 4
Local Economic Development
Facilitate economic development while protecting the environment
LED Number of Business forums meetings held per annum y.t.d.
N/A this
quarter
1 1 N/A this
quarter
2 2 2
Local Economic Development
Facilitate economic development while protecting the environment
LED Number Cultural tourism sites supported with training per annum y.t.d.
N/A this
quarter
N/A this
quarter
N/A this
quarter
1 1 1
Local Economic Development
Facilitate economic development while protecting the environment
LED Total Number of SMME support workshops held per annum y.t.d.
2 2 4 4 7 7 10 10 10
Local Economic Development
Facilitate economic development while protecting the environment
LED Number of Commercial Centres built per annum y.t.d.
3 3 3 3 3 3 3 3 3
MLM Final Draft 03 04 2012 Page 112
KPA Strategic Objective
Programme / Focus Area
Institutional Indicator
Target end Sept 2011
Target Note
Target end Dec 2011
Target Note
Target end Mar 2012
Target Note
Target end Jun 2012
Target Note
Annual Projected
Target 2011-12
Municipal Financial Viability
Improve financial viability
Expenditure Management
Percentage of personnel costs accrued (Rand value spent on salaries / total rand value budget spent from operational budget – excluding Councillors’ allowances as percentage)
32 32% 32 32% 32 32% 32 32% 32
Municipal Financial Viability
Improve financial viability
Expenditure Management
Percentage correlation of project progress against project expenditure (Number of projects implemented y.t.d. / rand value for project expenditure as percentage)
100 100% 100 100% 100 100% 100 100% 100
Municipal Financial Viability
Improve financial viability
Expenditure Management
Percentage expenditure variance of total projected Budget y.t.d. (Rand value capital budget actually spent / rand value capital budget projected as percentage)
10 10% 10 10% 10 10% 10 10% 10
MLM Final Draft 03 04 2012 Page 113
KPA Strategic Objective
Programme / Focus Area
Institutional Indicator
Target end Sept 2011
Target Note
Target end Dec 2011
Target Note
Target end Mar 2012
Target Note
Target end Jun 2012
Target Note
Annual Projected
Target 2011-12
Municipal Financial Viability
Improve financial viability
Expenditure Management
Percentage operating budget variance per department y.t.d. in terms of projected quarterly expenditure (Rand value operational budget actually spent / rand value operational budget projected as percentage)
10 10% 10 10% 10 10% 10 10% 10
Municipal Financial Viability
Improve financial viability
Financial Reporting
Financial Statement submitted to AG (Measure progress against the preparation and submission of financial statements to the AG by no later than the 31 August as prescribed in MFMA).
100 100% N/A this
quarter
N/A this
quarter
N/A this
quarter
100
Municipal Financial Viability
Improve financial viability
Budget Preparation
Percentage of Adjusted Budget adopted by Council (Measure progress against finalisation of the development and submission
N/A this
quarter
N/A this
quarter
100 100% N/A this
quarter
100
MLM Final Draft 03 04 2012 Page 114
KPA Strategic Objective
Programme / Focus Area
Institutional Indicator
Target end Sept 2011
Target Note
Target end Dec 2011
Target Note
Target end Mar 2012
Target Note
Target end Jun 2012
Target Note
Annual Projected
Target 2011-12
of adjustments budget to Council).
Municipal Financial Viability
Improve financial viability
Budget Preparation
Percentage of Final Budget adopted by Council by end of May (Measures progress against the finalisation of the development and adoption of the annual budget).
N/A this
quarter
N/A this
quarter
N/A this
quarter
100 100% 100
Good Governance and Public Participation
Improve administrative and governance capacity
Public Participation
Number of Local Izimbizo held y.t.d.
N/A this
quarter
1 1 2 2 3 3 3
Good Governance and Public Participation
Improve administrative and governance capacity
Public Participation
Number Public participation meetings held (1 per ward)
N/A this
quarter
N/A this
quarter
9 9 9 9 9
Good Governance and Public Participation
Improve administrative and governance capacity
Public Participation
Percentage of advertisement for public participation issued (Number of public participation events held / total number of public participation held with issued
100 100% 100 100% 100 100% 100 100% 100
MLM Final Draft 03 04 2012 Page 115
KPA Strategic Objective
Programme / Focus Area
Institutional Indicator
Target end Sept 2011
Target Note
Target end Dec 2011
Target Note
Target end Mar 2012
Target Note
Target end Jun 2012
Target Note
Annual Projected
Target 2011-12
notices two weeks before event as percentage).
Good Governance and Public Participation
Improve administrative and governance capacity
Special Programmes
Percentage of rand value spent on youth (Rand value of budget spent on Youth / total rand operating budget projected to be spent on Youth y.t.d. as percentage).
100 100% 100 100% 100 100% 100 100% 100
Good Governance and Public Participation
Improve administrative and governance capacity
Special Programmes
Number Institutions exhibited at career exhibitions
N/A this
quarter
N/A this
quarter
N/A this
quarter
12 12 12
Good Governance and Public Participation
Improve administrative and governance capacity
Special Programmes
Number of Awareness workshops on substance abuse hosted y.t.d.
N/A this
quarter
N/A this
quarter
1 1 2 2 2
Good Governance and Public Participation
Improve administrative and governance capacity
Special Programmes
Number of school career exhibitions organised y.t.d.
N/A this
quarter
N/A this
quarter
N/A this
quarter
2 2 2
MLM Final Draft 03 04 2012 Page 116
KPA Strategic Objective
Programme / Focus Area
Institutional Indicator
Target end Sept 2011
Target Note
Target end Dec 2011
Target Note
Target end Mar 2012
Target Note
Target end Jun 2012
Target Note
Annual Projected
Target 2011-12
Good Governance and Public Participation
Improve administrative and governance capacity
Special Programmes
Number of awareness campaign on child abuse y.t.d.
N/A this
quarter
1 1 N/A this
quarter
2 2 2
Good Governance and Public Participation
Improve administrative and governance capacity
Auditing Percentage of Audit Plan activities implemented
N/A this
quarter
N/A this
quarter
50 50% 100 100% 100
Good Governance and Public Participation
Improve administrative and governance capacity
Auditing Percentage of AG qualifications raised resolved
N/A this
quarter
N/A this
quarter
50 50% 100 100% 100
Good Governance and Public Participation
Improve administrative and governance capacity
Auditing Percentage of AG audit qualifications raised related to department resolved
N/A this
quarter
N/A this
quarter
50 50% 100 100% 100
Good Governance and Public Participation
Improve administrative and governance capacity
Auditing Number of Performance management reports audited by internal audit y.t.d.
1 1 2 2 3 3 4 4 4
Good Governance and Public Participation
Improve administrative and governance capacity
Auditing Percentage of quarterly reports audited by the PAC (Number of quarterly institutional performance reports audited / total number of quarterly institutional performance reports audited
100 100% 100 100% 100 100% 100 100% 100
MLM Final Draft 03 04 2012 Page 117
KPA Strategic Objective
Programme / Focus Area
Institutional Indicator
Target end Sept 2011
Target Note
Target end Dec 2011
Target Note
Target end Mar 2012
Target Note
Target end Jun 2012
Target Note
Annual Projected
Target 2011-12
by performance audit committee within three weeks of receipt of reports y.t.d. as percentage).
Good Governance and Public Participation
Improve administrative and governance capacity
Auditing Percentage of internal audit queries resolved within agreed timeframes from issuing of internal audit report per department
100 100% 100 100% 100 100% 100 100% 100
Good Governance and Public Participation
Improve administrative and governance capacity
Auditing Percentage of identified risks monitored and reported (Number risks monitored and reported on / total number risks identified as percentage)
100 100% 100 100% 100 100% 100 100% 100
Good Governance and Public Participation
Improve administrative and governance capacity
Administra tion
Percentage departmental meeting resolutions implemented per quarter (Number of departmental meeting resolutions implemented per quarter / total Number of departmental meeting
100 100% 100 100% 100 100% 100 100% 100
MLM Final Draft 03 04 2012 Page 118
KPA Strategic Objective
Programme / Focus Area
Institutional Indicator
Target end Sept 2011
Target Note
Target end Dec 2011
Target Note
Target end Mar 2012
Target Note
Target end Jun 2012
Target Note
Annual Projected
Target 2011-12
resolutions as percentage).
Good Governance and Public Participation
Improve administrative and governance capacity
Intergovernmental Relations
Number of strategic relations initiated (Inter-Governmental Relations) (i.e. number of MOU’s)
N/A this
quarter
N/A this
quarter
N/A this
quarter
2 2 MOU's signed
2
Good Governance and Public Participation
Improve administrative and governance capacity
Geographic Information System
Percentage Analysis and consolidation of GIS data
100 100% 100 100% 100 100% 100 100% 100
Spatial Rationale
Accelerate integrated human settlements
Integrated Development Planning
Percentage of projects implemented for the FY 2011/2012 (Number of Projects implemented / total number of IDP projects budgeted for Financial Year - 2011/2012 as percentage).
25 25% 50 50% 75 75% 100 100% 100%
Spatial Rationale
Accelerate integrated human settlements
Integrated Development Planning
Percentage draft IDP tabled to Council by end March
N/A this
quarter
N/A this
quarter
100 100% N/A this
quarter
100
Spatial Rationale
Accelerate integrated human settlements
Integrated Development Planning
Percentage final IDP adopted by Council by end of May
N/A this
quarter
N/A this
quarter
N/A this
quarter
100 100% 100
MLM Final Draft 03 04 2012 Page 119
KPA Strategic Objective
Programme / Focus Area
Institutional Indicator
Target end Sept 2011
Target Note
Target end Dec 2011
Target Note
Target end Mar 2012
Target Note
Target end Jun 2012
Target Note
Annual Projected
Target 2011-12
Spatial Rationale
Accelerate integrated human settlements
Organisational Performance Management
Number of Quarterly departmental performance reports completed within 10 working days after the end of quarter
1 1 2 2 3 3 4 4 4
Spatial Rationale
Accelerate integrated human settlements
Organisational Performance Management
Percentage of Annual Report adopted by Council by end March
N/A this
quarter
N/A this
quarter
100 100% N/A this
quarter
100
Spatial Rationale
Accelerate integrated human settlements
Organisational Performance Management
Number of departmental meetings held y.t.d.
3 3 6 6 9 9 12 12 12
Spatial Rationale
Accelerate integrated human settlements
Organisational Performance Management
Number of monthly departmental reports submitted y.t.d.
3 3 6 6 9 9 12 12 12
MLM Final Draft 03 04 2012 Page 120
9.2 Budget and Treasury – Vote 2
KPA Strategic Objective
Programme / Focus Area
Institutional Indicator
Target Sept 2011
Target Note
Target Dec 2011
Target Note
Target Mar 2012
Target Note
Target Jun 2012
Target Note
Annual Projected Target 2011-12
Spatial Rationale
Accelerate integrated human settlements
Organisational Performance Management
Number of departmental meetings held y.t.d.
3 3 6 6 9 9 12 12 12
Spatial Rationale
Accelerate integrated human settlements
Organisational Performance Management
Number of quarterly departmental performance reports completed within 10 working days after the end of quarter
1 1 2 2 3 3 4 4 4
Spatial Rationale
Accelerate integrated human settlements
Organisational Performance Management
Number of monthly departmental reports submitted y.t.d.
3 3 6 6 9 9 12 12 12
Transformation and Organisational Development
Attract, develop and retain human capital
Human Resource
Management
Percentage of OHS recommendations implemented related to department (Number of recommendations implemented / total number of hazards identified as percentage)
100 100% 100 100% 100 100% 100 100% 100
MLM Final Draft 03 04 2012 Page 121
KPA Strategic Objective
Programme / Focus Area
Institutional Indicator
Target Sept 2011
Target Note
Target Dec 2011
Target Note
Target Mar 2012
Target Note
Target Jun 2012
Target Note
Annual Projected Target 2011-12
Basic Service Delivery
Promote the welfare of the community
Social Welfare
Percentage of indigent receiving FBS (Number of indigent receiving Free Basic Services / total number of indigents registered as percentage).
100 100% 100 100% 100 100% 100 100% 100
Municipal Financial Viability
Improve financial viability
Financial Reporting
Percentage of Financial Statements for FY submitted to the Auditor-General by 31 August (as per MFMA)
100 100% N/A this
quarter
N/A this
quarter
N/A this
quarter
100
Municipal Financial Viability
Improve financial viability
Financial Reporting
Percentage of Financial Statements submitted to NERSA by end October
N/A this
quarter
100 100% N/A this
quarter
N/A this
quarter
100
Municipal Financial Viability
Improve financial viability
Financial Reporting
Number of monthly finance management grant reports submitted by 10 working days after month end
3 3 6 6 9 9 12 12 12
Municipal Financial Viability
Improve financial viability
Financial Reporting
Number of monthly Municipal Infrastructure Grants reports submitted by 10 working days after month end
3 3 6 6 9 9 12 12 12
MLM Final Draft 03 04 2012 Page 122
KPA Strategic Objective
Programme / Focus Area
Institutional Indicator
Target Sept 2011
Target Note
Target Dec 2011
Target Note
Target Mar 2012
Target Note
Target Jun 2012
Target Note
Annual Projected Target 2011-12
Municipal Financial Viability
Improve financial viability
Financial Reporting
Number of monthly Municipal Systems Improvement Grants reports submitted by 10 working days after month end
3 3 6 6 9 9 12 12 12
Municipal Financial Viability
Improve financial viability
Financial Reporting
Total Number of monthly cash reconciliation reports per annum done y.t.d.
3 3 6 6 9 9 12 12 12
Municipal Financial Viability
Improve financial viability
Financial Reporting
Number of SCM reports submitted to Council and National Treasury per annum y.t.d.
1 1 2 2 3 3 4 4 4
Municipal Financial Viability
Improve financial viability
Financial Reporting
Number of MFMA S66 reports submitted per annum y.t.d.
3 3 6 6 9 9 12 12 12
Municipal Financial Viability
Improve financial viability
Financial Reporting
Number S71 reports submitted within 10 working days after month end
3 3 6 6 9 9 12 12 12
Municipal Financial Viability
Improve financial viability
Budget Preparation
Number of draft Budget tabled to Council
N/A this
quarter
N/A this
quarter
1 1 N/A this
quarter
1
Municipal Financial Viability
Improve financial viability
Budget Preparation
Number of final Budget tabled to Council
N/A this
quarter
N/A this
quarter
N/A this
quarter
1 1 1
MLM Final Draft 03 04 2012 Page 123
KPA Strategic Objective
Programme / Focus Area
Institutional Indicator
Target Sept 2011
Target Note
Target Dec 2011
Target Note
Target Mar 2012
Target Note
Target Jun 2012
Target Note
Annual Projected Target 2011-12
Municipal Financial Viability
Improve financial viability
Budget Preparation
Number of adjustment Budget tabled to Council
N/A this
quarter
N/A this
quarter
1 1 N/A this
quarter
1
Municipal Financial Viability
Improve financial viability
Revenue Management
Rand value annual revenue actually received for services y.t.d.
15925000
15925000
31850000
31850000
47775000
47775000
63700000
63700000
63700000
Municipal Financial Viability
Improve financial viability
Revenue Management
Percentage revenue received (Actual rand value revenue / total projected revenue as percentage).
87 87% 88 88% 89 89% 90 90% 90
Municipal Financial Viability
Improve financial viability
Revenue Management
Percentage revenue generated through services (Rand value revenue from services / total rand value revenue as percentage).
Municipal Financial Viability
Improve financial viability
Revenue Management
Percentage actual income from property rates (Rand value actual income for property rates / total projected income for property rates as percentage).
N/A this
quarter
N/A this
quarter
N/A this
quarter
Municipal Financial
Improve financial
Revenue Management
Percentage revenue from
N/A this
N/A this
N/A this
MLM Final Draft 03 04 2012 Page 124
KPA Strategic Objective
Programme / Focus Area
Institutional Indicator
Target Sept 2011
Target Note
Target Dec 2011
Target Note
Target Mar 2012
Target Note
Target Jun 2012
Target Note
Annual Projected Target 2011-12
Viability viability grants (Rand value received from grants / total revenue received as percentage).
quarter quarter quarter
Municipal Financial Viability
Improve financial viability
Revenue Management
Rand value total operating revenue received y.t.d.
29573750
Municipal Financial Viability
Improve financial viability
Revenue Management
Rand value operating grants received y.t.d.
19441500
Municipal Financial Viability
Improve financial viability
Revenue Management
Rand value debt service payments (i.e. interest + redemption) due within financial year y.t.d.
405397
Municipal Financial Viability
Improve financial viability
Revenue Management
Average percentage payment rate for municipal area
77
Municipal Financial Viability
Improve financial viability
Expenditure Management
Percentage statutory payments made within prescribed timeframes
100 100% 100 100% 100 100% 100 100% 100
Municipal Financial Viability
Improve financial viability
Revenue Management
Percentage of debt over 90 days
70
Municipal Financial Viability
Improve financial viability
Expenditure Management
Percentage of capital budget spent in terms of projected expenditure
100 100% 100 100% 100 100% 100 100% 100
MLM Final Draft 03 04 2012 Page 125
KPA Strategic Objective
Programme / Focus Area
Institutional Indicator
Target Sept 2011
Target Note
Target Dec 2011
Target Note
Target Mar 2012
Target Note
Target Jun 2012
Target Note
Annual Projected Target 2011-12
Municipal Financial Viability
Improve financial viability
Expenditure Management
Percentage correlation of project progress and project expenditure
100 100% 100 100% 100 100% 100 100% 100
Municipal Financial Viability
Improve financial viability
Expenditure Management
Percentage of salary transfers within determined time frames
100 100% 100 100% 100 100% 100 100% 100
Municipal Financial Viability
Improve financial viability
Expenditure Management
Percentage operating budget variance per department y.t.d. in terms of projected quarterly expenditure
10 10% 10 10% 10 10% 10 10% 10
Municipal Financial Viability
Improve financial viability
Supply Chain Management
Percentage quotations approved within required timeframe (Number of quotations approved within timeframe/ total Number of quotations approved)
100 100% 100 100% 100 100% 100 100% 100
Municipal Financial Viability
Improve financial viability
Supply Chain Management
Percentage tenders awarded within 90 days of closure
100 100% 100 100% 100 100% 100 100% 100
MLM Final Draft 03 04 2012 Page 126
KPA Strategic Objective
Programme / Focus Area
Institutional Indicator
Target Sept 2011
Target Note
Target Dec 2011
Target Note
Target Mar 2012
Target Note
Target Jun 2012
Target Note
Annual Projected Target 2011-12
Municipal Financial Viability
Improve financial viability
Supply Chain Management
Number of invitation to service providers for registration on database
1 1 N/A this
quarter
2 2 N/A this
quarter
2
Municipal Financial Viability
Improve financial viability
Supply Chain Management
Percentage of Bid Specification meetings attended (Number of Bid Specification meeting attended / total number of Bid Specification meeting called as percentage).
100 100% 100 100% 100 100% 100 100% 100
Municipal Financial Viability
Improve financial viability
Supply Chain Management
Percentage bids opened on closing day and time (Number of bids opened on closing day and time / total number of bids received as percentage).
100 100% 100 100% 100 100% 100 100% 100
Municipal Financial Viability
Improve financial viability
Supply Chain Management
Number of SCM deviation reports submitted to Council y.t.d.
3 3 6 6 9 9 12 12 12
Municipal Financial Viability
Improve financial viability
Supply Chain Management
Number of SCM policy implementation reports submitted to Council
3 3 6 6 9 9 12 12 12
MLM Final Draft 03 04 2012 Page 127
KPA Strategic Objective
Programme / Focus Area
Institutional Indicator
Target Sept 2011
Target Note
Target Dec 2011
Target Note
Target Mar 2012
Target Note
Target Jun 2012
Target Note
Annual Projected Target 2011-12
Municipal Financial Viability
Improve financial viability
Supply Chain Management
Number of stores stock takes conducted
1 1 2 2 3 3 4 4 4
Municipal Financial Viability
Improve financial viability
Supply Chain Management
Number of quarterly SCM reports submitted to the Mayor
1 1 2 2 3 3 4 4 4
Municipal Financial Viability
Improve financial viability
Supply Chain Management
Number of monthly SCM reports submitted to national treasury
3 3 6 6 9 9 12 12 12
Municipal Financial Viability
Improve financial viability
Supply Chain Management
Number of monthly SCM reports submitted to Corporate services for drafting of SLA's
3 3 6 6 9 9 12 12 12
Municipal Financial Viability
Improve financial viability
Asset Management
Percentage GRAP compliance (Number of asset captured in the asset register meeting the GRAP requirements / total number of asset captured in the asset register as Percentage)
100 100% 100 100% 100 100% 100 100% 100
MLM Final Draft 03 04 2012 Page 128
KPA Strategic Objective
Programme / Focus Area
Institutional Indicator
Target Sept 2011
Target Note
Target Dec 2011
Target Note
Target Mar 2012
Target Note
Target Jun 2012
Target Note
Annual Projected Target 2011-12
Municipal Financial Viability
Improve financial viability
Asset Management
Percentage of assets insured as approved by the CFO (Number of asset insured / total number of asset registered as percentage)
100 100% 100 100% 100 100% 100 100% 100
Municipal Financial Viability
Improve financial viability
Asset Management
Number of times asset register is updated y.t.d.
3 3 6 6 9 9 12 12 12
Municipal Financial Viability
Improve financial viability
Asset Management
Rand value on current liabilities
0 N/A this
quarter
0 N/A this
quarter
0 N/A this
quarter
1946000 1946000 1946000
Municipal Financial Viability
Improve financial viability
Asset Management
Percentage of claims received submitted to insurance broker within 7 days from receipt of all relevant documents
100 100% 100 100% 100 100% 100 100% 100
Municipal Financial Viability
Improve financial viability
Asset Management
Number of monthly meetings held with insurance broker y.t.d.
3 3 6 6 9 9 12 12 12
Municipal Financial Viability
Improve financial viability
Revenue Management
Percentage MIG spent (Rand value fund for MIG spent / rand value projected y.t.d. expenditure on MIG funding as percentage).
100 100% 100 100% 100 100% 100 100% 100
MLM Final Draft 03 04 2012 Page 129
KPA Strategic Objective
Programme / Focus Area
Institutional Indicator
Target Sept 2011
Target Note
Target Dec 2011
Target Note
Target Mar 2012
Target Note
Target Jun 2012
Target Note
Annual Projected Target 2011-12
Good Governance and Public Participation
Improve administrative and governance capacity
Auditing Percentage of AG audit qualifications raised related to department resolved
N/A this
quarter
N/A this
quarter
50 50% 100 100% 100
Good Governance and Public Participation
Improve administrative and governance capacity
Auditing Percentage of identified risks monitored and reported (Number risks monitored and reported on / total number risks identified as percentage).
100 100% 100 100% 100 100% 100 100% 100
Good Governance and Public Participation
Improve administrative and governance capacity
Administration
Percentage departmental meeting resolutions implemented per quarter (Number of departmental meeting resolutions implemented per quarter / total number of departmental meeting resolutions as percentage).
100 100% 100 100% 100 100% 100 100% 100
MLM Final Draft 03 04 2012 Page 130
KPA Strategic Objective
Programme / Focus Area
Institutional Indicator
Target Sept 2011
Target Note
Target Dec 2011
Target Note
Target Mar 2012
Target Note
Target Jun 2012
Target Note
Annual Projected Target 2011-12
Good Governance and Public Participation
Improve administrative and governance capacity
Administration
Percentage council resolutions implemented per quarter (Number of council resolutions implemented per quarter / total number of council resolutions as percentage).
100 100% 100 100% 100 100% 100 100% 100
Good Governance and Public Participation
Improve administrative and governance capacity
Administration
Percentage departmental meeting resolutions implemented per quarter (departmental meeting resolutions implemented per quarter/ total Number of departmental meeting resolutions
100 100% 100 100% 100 100% 100 100% 100
MLM Final Draft 03 04 2012 Page 131
9.3 Corporate Services – Vote 3
KPA Strategic Objective
Programme / Focus
Area
Institutional Indicator
Target end Sept 2011
Target Note
Target end Dec 2011
Target Note
Target end Mar 2012
Target Note
Target end Jun 2012
Target Note
Annual Projected
Target 2011-12
Spatial Rationale
Accelerate integrated human settlements
Organisational Performance Management
Number of Departmental Meetings held y.t.d.
3 3 6 6 9 9 12 12 12
Spatial Rationale
Accelerate integrated human settlements
Organisational Performance Management
Number of quarterly departmental performance reports completed within 10 working days after the end of quarter
1 1 2 2 3 3 4 4 4
Spatial Rationale
Accelerate integrated human settlements
Organisational Performance Management
Number of monthly departmental reports submitted per annum y.t.d.
3 3 6 6 9 9 12 12 12
Transformation and Organisational Development
Attract, develop and retain human capital
Human Resource Management
Percentage of job descriptions for new posts developed
100 100% 100 100% 100 100% 100 100% 100
Transformation and Organisational Development
Attract, develop and retain human capital
Human Resource Management
Percentage of job descriptions for new posts signed
100 100% 100 100% 100 100% 100 100% 100
MLM Final Draft 03 04 2012 Page 132
KPA Strategic Objective
Programme / Focus
Area
Institutional Indicator
Target end Sept 2011
Target Note
Target end Dec 2011
Target Note
Target end Mar 2012
Target Note
Target end Jun 2012
Target Note
Annual Projected
Target 2011-12
Transformation and Organisational Development
Attract, develop and retain human capital
Human Resource Management
Percentage of OHS recommendations implemented related to department (Number of recommendations implemented / total number of hazards identified as percentage)
100 100% 100 100% 100 100% 100 100% 100
Municipal Financial Viability
Improve financial viability
Expenditure Management
Percentage operating budget variance per department y.t.d. in terms of projected quarterly expenditure
10 10% 10 10% 10 10% 10 10% 10
Good Governance and Public Participation
Improve administrative and governance capacity
Communication
Number of communication documents distributed
2 2 4 4 6 6 8 8 8
Good Governance and Public Participation
Improve administrative and governance capacity
Communication
Number of media statements submitted to media houses within 5 days before the event y.t.d.
3 3 6 6 9 9 12 12 12
MLM Final Draft 03 04 2012 Page 133
KPA Strategic Objective
Programme / Focus
Area
Institutional Indicator
Target end Sept 2011
Target Note
Target end Dec 2011
Target Note
Target end Mar 2012
Target Note
Target end Jun 2012
Target Note
Annual Projected
Target 2011-12
Good Governance and Public Participation
Improve administrative and governance capacity
Communication
Number of internal communication newsletter developed and distributed per annum y.t.d.
1 1 2 2 3 3 4 4 4
Good Governance and Public Participation
Improve administrative and governance capacity
Marketing and Branding
Number of billboards installed y.t.d.
N/A this
quarter
250 250 N/A this
quarter
250 250 250
Good Governance and Public Participation
Improve administrative and governance capacity
Marketing and Branding
Number of diaries distributed y.t.d.
N/A this
quarter
300 300 N/A this
quarter
N/A this
quarter
300
Good Governance and Public Participation
Improve administrative and governance capacity
Marketing and Branding
Number of calendars distributed y.t.d.
N/A this
quarter
4000 4000 N/A this
quarter
N/A this
quarter
4000
Good Governance and Public Participation
Improve administrative and governance capacity
Marketing and Branding
Percentage monthly website updates (Number of MFMA required website update submitted to SITA on monthly basis year to date calculated as percentage)
100 100% 100 100% 100 100% 100 100% 100
Good Governance and Public Participation
Improve administrative and governance capacity
Auditing Percentage of AG audit qualifications raised related to department resolved
N/A this
quarter
N/A this
quarter
50 50% 100 100% 100
MLM Final Draft 03 04 2012 Page 134
KPA Strategic Objective
Programme / Focus
Area
Institutional Indicator
Target end Sept 2011
Target Note
Target end Dec 2011
Target Note
Target end Mar 2012
Target Note
Target end Jun 2012
Target Note
Annual Projected
Target 2011-12
Good Governance and Public Participation
Improve administrative and governance capacity
Auditing Percentage of identified risks monitored and reported (Number risks monitored and reported on / total number risks identified as percentage).
100 100% 100 100% 100 100% 100 100% 100
Good Governance and Public Participation
Improve administrative and governance capacity
Fraud and Anti Corruption Campaigns
Percentage of corruption cases investigated and resolved within 3 months (Number of corruption cases resolved with 3 months / total number of corruption cases investigated and resolved within 3 months as percentage).
100 100% 100 100% 100 100% 100 100% 100
Good Governance and Public Participation
Improve administrative and governance capacity
Policies and By- Laws
Number policies reviewed y.t.d.
N/A this
quarter
6 6 6 6 12 12 12
Good Governance and Public Participation
Improve administrative and governance capacity
Legal Services
Percentage of legal opinions rendered within 10 working days from receipt of request
100 100% 100 100% 100 100% 100 100% 100
MLM Final Draft 03 04 2012 Page 135
KPA Strategic Objective
Programme / Focus
Area
Institutional Indicator
Target end Sept 2011
Target Note
Target end Dec 2011
Target Note
Target end Mar 2012
Target Note
Target end Jun 2012
Target Note
Annual Projected
Target 2011-12
Good Governance and Public Participation
Improve administrative and governance capacity
Legal Services
Percentage of Service Level Agreements drafted and signed within 10 working days after adjudication of tenders
100 100% 100 100% 100 100% 100 100% 100
Good Governance and Public Participation
Improve administrative and governance capacity
Human Resource Management
Percentage of disciplinary cases resolved within 3 months after disciplinary actions initiation
80 80% 80 80% 80 80% 80 80% 80
Good Governance and Public Participation
Improve administrative and governance capacity
Human Resource Management
Percentage employees grievances finalised within 3 months of grievance being lodged
80 80% 80 80% 80 80% 80 80% 80
Good Governance and Public Participation
Improve administrative and governance capacity
Information Communication and Technology
Percentage IT software complaints resolved within 1 day
100 100% 100 100% 100 100% 100 100% 100
Good Governance and Public Participation
Improve administrative and governance capacity
Administration
Percentage council Agendas issued 3 calendar days before the meeting
100 100% 100 100% 100 100% 100 100% 100
Good Governance and Public Participation
Improve administrative and governance capacity
Administration
Percentage EXCO agendas issued 3 calendar days before the
100 100% 100 100% 100 100% 100 100% 100
MLM Final Draft 03 04 2012 Page 136
KPA Strategic Objective
Programme / Focus
Area
Institutional Indicator
Target end Sept 2011
Target Note
Target end Dec 2011
Target Note
Target end Mar 2012
Target Note
Target end Jun 2012
Target Note
Annual Projected
Target 2011-12
Good Governance and Public Participation
Improve administrative and governance capacity
Administration
Number of Councillors trained
N/A this
quarter
N/A this
quarter
N/A this
quarter
18 18 18
Good Governance and Public Participation
Improve administrative and governance capacity
Administration
Percentage council resolutions implemented per quarter (Number of council resolutions implemented per quarter / total number of council resolutions as percentage).
100 100% 100 100% 100 100% 100 100% 100
Good Governance and Public Participation
Improve administrative and governance capacity
Administration
Percentage departmental meeting resolutions implemented per quarter (departmental meeting resolutions implemented per quarter/ total Number of departmental meeting resolutions
100 100% 100 100% 100 100% 100 100% 100
Good Governance and Public Participation
Improve administrative and governance capacity
Public Participation
Number functional ward committees
9 9 9 9 9 9 9 9 9
MLM Final Draft 03 04 2012 Page 137
KPA Strategic Objective
Programme / Focus
Area
Institutional Indicator
Target end Sept 2011
Target Note
Target end Dec 2011
Target Note
Target end Mar 2012
Target Note
Target end Jun 2012
Target Note
Annual Projected
Target 2011-12
Good Governance and Public Participation
Improve administrative and governance capacity
Public Participation
Number ward committee members trained
N/A this
quarter
N/A this
quarter
18 18 18 N/A this
quarter
18
MLM Final Draft 03 04 2012 Page 138
9.4 Social and Community Services – Vote 4
KPA Strategic Objective
Programme / Focus Area
Institutional Indicator
Target end Sept 2011
Target Note
Target end Dec 2011
Target Note
Target end Mar 2012
Target Note
Projected Target end Jun 2012
Target Note
Annual Projected Target 2011-12
Spatial Rationale
Accelerate integrated human settlements
Organisational Performance Management
Number of Departmental Meetings held y.t.d.
3 3 6 6 9 9 12 12 12
Spatial Rationale
Accelerate integrated human settlements
Organisational Performance Management
Number of quarterly departmental performance reports completed within 10 working days after the end of quarter
1 1 2 2 3 3 4 4 4
Spatial Rationale
Accelerate integrated human settlements
Organisational Performance Management
Number of monthly departmental reports submitted per annum y.t.d.
3 3 6 6 9 9 12 12 11
Basic Service Delivery
Promote the welfare of the community
Waste Management
Number of Households receiving weekly waste removal services
20000 20000 20000 20000 20000 20000 20000 20000 20000
Basic Service Delivery
Promote the welfare of the community
Waste Management
Number of cleaning inspections done per annum y.t.d.
6 6 12 12 18 18 24 24 24
MLM Final Draft 03 04 2012 Page 139
KPA Strategic Objective
Programme / Focus Area
Institutional Indicator
Target end Sept 2011
Target Note
Target end Dec 2011
Target Note
Target end Mar 2012
Target Note
Projected Target end Jun 2012
Target Note
Annual Projected Target 2011-12
Basic Service Delivery
Promote the welfare of the community
Libraries Number of queries raised in the library addressed
100 100% 100 100% 100 100% 100 100% 100
Basic Service Delivery
Promote the welfare of the community
Libraries Percentage of books returned within 14 days
90 90% 90 90% 90 90% 90 90% 98
Basic Service Delivery
Promote the welfare of the community
Traffic Management
Rand value received for fines issued year to date
37500 37500 75000 75000 112500 112500 150000 150000 150000
Basic Service Delivery
Promote the welfare of the community
Traffic Management
Number of speed checks per annum year to date
30 30 80 80 140 140 200 200 200
Basic Service Delivery
Promote the welfare of the community
Traffic Management
Number transport forum meetings attended y.t.d.
1 1 2 2 3 3 4 4 4
Basic Service Delivery
Promote the welfare of the community
Traffic Management
Rand value generated by the registration of vehicles, issuing of learners and drivers licences
675000 675000 1350000 1350000 2025000 2025000 2700000
2700000 2700000
Basic Service Delivery
Promote the welfare of the community
Traffic Management
Percentage of driver license tested (Number of drivers license tested / total number of drivers license recorded in the record book as percentage).
85 85% 85 85% 85 85% 85 85% 85
MLM Final Draft 03 04 2012 Page 140
KPA Strategic Objective
Programme / Focus Area
Institutional Indicator
Target end Sept 2011
Target Note
Target end Dec 2011
Target Note
Target end Mar 2012
Target Note
Projected Target end Jun 2012
Target Note
Annual Projected Target 2011-12
Basic Service Delivery
Promote the welfare of the community
Traffic Management
Number of people tested for learner driver license (Number people tested for learner driver license / total number of request made as percentage).
95 95% 95 95% 95 95% 95 95% 95
Basic Service Delivery
Promote the welfare of the community
Traffic Management
Number of complaints about the testing station
0 0 0 0 0 0 0 0 0
Basic Service Delivery
Promote the welfare of the community
Traffic Management
Percentage of SABS code requirements met
100 100% 100 100% 100 100% 100 100% 100
Basic Service Delivery
Promote the welfare of the community
Traffic Management
Number of emergency cases attended to within 60 minutes (number of emergency cases attended to within 60 minutes / Number emergency cases reported as percentage).
100 100% 100 100% 100 100% 100 100% 100
Basic Service Delivery
Resource management of infrastructure and services
Sports Facilities
Percentage of sport fields maintained on monthly basis (Number of sport fields
100 100% 100 100% 100 100% 100 100% 100
MLM Final Draft 03 04 2012 Page 141
KPA Strategic Objective
Programme / Focus Area
Institutional Indicator
Target end Sept 2011
Target Note
Target end Dec 2011
Target Note
Target end Mar 2012
Target Note
Projected Target end Jun 2012
Target Note
Annual Projected Target 2011-12
maintained on monthly basis / total number of sport fields in the municipal area which is the responsibility of the municipality to maintain as percentage).
Basic Service Delivery
Resource management of infrastructure and services
Cemeteries Number cemeteries maintained monthly
100 100% 100 100% 100 100% 100 100% 100
Good Governance and Public Participation
Improve administrative and governance capacity
Auditing Percentage of AG audit qualifications raised related to department resolved
N/A this
quarter
N/A this
quarter
50 50% 100 100% 100
Good Governance and Public Participation
Improve administrative and governance capacity
Auditing Percentage of identified risks monitored and reported (Number risks monitored and reported on / total number risks identified as percentage).
100 100% 100 100% 100 100% 100 100% 100
Good Governance and Public Participation
Improve administrative and governance capacity
Administration
Percentage council resolutions implemented per quarter (Number of
100 100% 100 100% 100 100% 100 100% 100
MLM Final Draft 03 04 2012 Page 142
KPA Strategic Objective
Programme / Focus Area
Institutional Indicator
Target end Sept 2011
Target Note
Target end Dec 2011
Target Note
Target end Mar 2012
Target Note
Projected Target end Jun 2012
Target Note
Annual Projected Target 2011-12
council resolutions implemented per quarter / total number of council resolutions as percentage).
Good Governance and Public Participation
Improve administrative and governance capacity
Administration
Percentage departmental meeting resolutions implemented per quarter (departmental meeting resolutions implemented per quarter/ total Number of departmental meeting resolutions
100 100% 100 100% 100 100% 100 100% 100
Transformation and Organisational Development
Attract, develop and retain human capital
Human Resource Management
Percentage of OHS recommendations implemented related to department (Number of recommendations implemented / total number of hazards identified as percentage)
100 100% 100 100% 100 100% 100 100% 100
MLM Final Draft 03 04 2012 Page 143
9.5 Technical Services – Vote 5
KPA Strategic Objective
Programme / Focus Area
Institutional Indicator
Target end Sept 2011
Target Note
Target end Dec 2011
Target Note
Target end Mar 2012
Target Note
Target end Jun 2012
Target Note
Annual Projected Target 2011-12
Spatial Rationale
Accelerate integrated human settlements
Organisational Performance Management
Number of departmental meetings held y.t.d.
3 3 6 6 9 9 12 12 12
Spatial Rationale
Accelerate integrated human settlements
Spatial and Town Planning
Percentage of projects implemented for the FY 2011/2012 (Number of Projects implemented / total number of IDP projects budgeted for Financial Year - 2011/2012 as percentage).
100 100% 100 100% 100 100% 100 100% 100
Spatial Rationale
Accelerate integrated human settlements
Spatial and Town Planning
Percentage of land use application processed within 6 months (Number of land use applications processed within 6 months /total number of land use applications received as Percentage).
100 100% 100 100% 100 100% 100 100% 100
MLM Final Draft 03 04 2012 Page 144
KPA Strategic Objective
Programme / Focus Area
Institutional Indicator
Target end Sept 2011
Target Note
Target end Dec 2011
Target Note
Target end Mar 2012
Target Note
Target end Jun 2012
Target Note
Annual Projected Target 2011-12
Spatial Rationale
Accelerate integrated human settlements
Spatial and Town Planning
Percentage of illegal use addressed (Number of illegal use addressed / total number of illegal land use identified as Percentage).
40 40% 60 60% 80 80% 100 100% 100
Spatial Rationale
Accelerate integrated human settlements
Spatial and Town Planning
Percentage of applications for township establishment processed within 6 months
100 100% 100 100% 100 100% 100 100% 100
Spatial Rationale
Accelerate integrated human settlements
Spatial and Town Planning
Percentage applications for rezoning processed within 6 months
100 100% 100 100% 100 100% 100 100% 100
Spatial Rationale
Accelerate integrated human settlements
Spatial and Town Planning
Percentage of consent use applications processed within 6 months of application
100 100% 100 100% 100 100% 100 100% 100
Spatial Rationale
Accelerate integrated human settlements
Spatial and Town Planning
Percentage of applications for subdivisions in proclaimed townships processed within 6 months of application
100 100% 100 100% 100 100% 100 100% 100
MLM Final Draft 03 04 2012 Page 145
KPA Strategic Objective
Programme / Focus Area
Institutional Indicator
Target end Sept 2011
Target Note
Target end Dec 2011
Target Note
Target end Mar 2012
Target Note
Target end Jun 2012
Target Note
Annual Projected Target 2011-12
Spatial Rationale
Accelerate integrated human settlements
Spatial and Town Planning
Percentage of applications for consolidations processed within 6 months of application
100 100% 100 100% 100 100% 100 100% 100
Spatial Rationale
Accelerate integrated human settlements
Building control
Number of building plans processed within 2 weeks of receipt /Number of building plans received as Percentage
80 80% 85 85% 87 87% 90 90% 90
Spatial Rationale
Accelerate integrated human settlements
Building control
Percentage of building inspection conducted within two days after a request (Number of building inspection conducted within two days after request / total number of building inspections applications submitted as Percentage).
100 100% 100 100% 100 100% 100 100% 100
Spatial Rationale
Accelerate integrated human settlements
Building control
Percentage of foundation inspection conducted within two days after a request
100 100% 100 100% 100 100% 100 100% 100
MLM Final Draft 03 04 2012 Page 146
KPA Strategic Objective
Programme / Focus Area
Institutional Indicator
Target end Sept 2011
Target Note
Target end Dec 2011
Target Note
Target end Mar 2012
Target Note
Target end Jun 2012
Target Note
Annual Projected Target 2011-12
Spatial Rationale
Accelerate integrated human settlements
Organisational Performance Management
Number of quarterly departmental performance reports completed within 10 working days after the end of quarter
100 100% 100 100% 100 100% 100 100% 100
Spatial Rationale
Accelerate integrated human settlements
Organisational Performance Management
Number of monthly departmental reports submitted per annum y.t.d.
3 3 6 6 9 9 12 12 12
Transformation and Organisational Development
Attract, develop and retain human capital
Human Resource Management
Percentage of OHS recommendations implemented related to department (Number of recommendations implemented / total number of hazards identified as percentage)
100 100% 100 100% 100 100% 100 100% 100
Basic Service Delivery
Promote the welfare of the community
Waste Management
Number of landfill evaluation reports submitted y.t.d.
1 1 2 2 3 3 4 4 4
MLM Final Draft 03 04 2012 Page 147
KPA Strategic Objective
Programme / Focus Area
Institutional Indicator
Target end Sept 2011
Target Note
Target end Dec 2011
Target Note
Target end Mar 2012
Target Note
Target end Jun 2012
Target Note
Annual Projected Target 2011-12
Basic Service Delivery
Resource management of infrastructure and services
Community facilities
Percentage of rand value spent on upgrading, maintenance and rehabilitation of community facilities (Rand value spent / total rand value projected y.t.d. for upgrading, maintenance and rehabilitation of community facilities as percentage).
100 100% 100 100% 100 100% 100 100% 100
Basic Service Delivery
Resource management of infrastructure and services
Water Number water samples taken for analysis y.t.d.
3 3 6 6 9 9 12 12 12
Basic Service Delivery
Resource management of infrastructure and services
Water Percentage of water-borne cases investigated (Number of water-borne cases investigated / total Number of water - borne cases reported as percentage).
100 100% 100 100% 100 100% 100 100% 100
Basic Service Delivery
Resource management of infrastructure and services
Water Number of water quality daily test conducted y.t.d.
90 90 180 180 270 270 360 360 360
MLM Final Draft 03 04 2012 Page 148
KPA Strategic Objective
Programme / Focus Area
Institutional Indicator
Target end Sept 2011
Target Note
Target end Dec 2011
Target Note
Target end Mar 2012
Target Note
Target end Jun 2012
Target Note
Annual Projected Target 2011-12
Basic Service Delivery
Resource management of infrastructure and services
Water Percentage of water interruptions attended within 48 hours of reporting
100 100% 100 100% 100 100% 100 100% 100
Basic Service Delivery
Resource management of infrastructure and services
Water Percentage of new water connections installed within 7 days of application
100 100% 100 100% 100 100% 100 100% 100
Basic Service Delivery
Resource management of infrastructure and services
Water Percentage of water pipe leaks and breaks fixed within 48 hours of reporting
100 100% 100 100% 100 100% 100 100% 100
Basic Service Delivery
Resource management of infrastructure and services
Water Percentage of hydrants serviced per annum year to date (Number of hydrants serviced year to date / total number of hydrants as percentage).
25 25% 50 50% 75 75% 100 100% 100
MLM Final Draft 03 04 2012 Page 149
KPA Strategic Objective
Programme / Focus Area
Institutional Indicator
Target end Sept 2011
Target Note
Target end Dec 2011
Target Note
Target end Mar 2012
Target Note
Target end Jun 2012
Target Note
Annual Projected Target 2011-12
Basic Service Delivery
Resource management of infrastructure and services
Water Percentage maintenance budget for water spent within the township and CBD - reticulation (Rand value budget allocated for water maintenance / rand value water maintenance projected y.t.d. budget spent) (include minor infrastructure maintenance)
100 100% 100 100% 100 100% 100 100% 100
Basic Service Delivery
Resource management of infrastructure and services
Water Percentage of pump stations serviced per month (Number of pump stations serviced per month / total number of pump stations scheduled for maintenance per month as percentage).
100 100% 100 100% 100 100% 100 100% 100
Basic Service Delivery
Resource management of infrastructure and services
Sanitation Percentage of sewer disposal works monitored every week
100 100% 100 100% 100 100% 100 100% 100
MLM Final Draft 03 04 2012 Page 150
KPA Strategic Objective
Programme / Focus Area
Institutional Indicator
Target end Sept 2011
Target Note
Target end Dec 2011
Target Note
Target end Mar 2012
Target Note
Target end Jun 2012
Target Note
Annual Projected Target 2011-12
Basic Service Delivery
Resource management of infrastructure and services
Sanitation Percentage of sewer lines ridded per annum
25 25% 50 50% 75 75% 100 100% 100
Basic Service Delivery
Resource management of infrastructure and services
Sanitation Percentage of new sewer connections installed within 7 working days of request
100 100% 100 100% 100 100% 100 100% 100
Basic Service Delivery
Resource management of infrastructure and services
Sanitation Percentage of sewer lines replaced within 5 working days
100 100% 100 100% 100 100% 100 100% 100
Basic Service Delivery
Resource management of infrastructure and services
Sanitation Percentage of sewer blockages attended to within 48 hours (Number of sewer blockages attended to within 48 Hours / total number of sewer blockages reported as Percentage).
100 100% 100 100% 100 100% 100 100% 100
Basic Service Delivery
Resource management of infrastructure and services
Electricity Percentage of new electricity connections provided in licensed distribution area within 1 month of application
90 90% 90 90% 90 90% 90 90% 90
MLM Final Draft 03 04 2012 Page 151
KPA Strategic Objective
Programme / Focus Area
Institutional Indicator
Target end Sept 2011
Target Note
Target end Dec 2011
Target Note
Target end Mar 2012
Target Note
Target end Jun 2012
Target Note
Annual Projected Target 2011-12
Basic Service Delivery
Resource management of infrastructure and services
Roads and Storm water
Rand value spent on maintenance and upgrade of street lighting y.t.d.
375000 375000 750000 750000 1125000 1125000 1500000 1500000 1500000
Basic Service Delivery
Resource management of infrastructure and services
Roads & Storm water
Kilometre of gravelled roads upgraded
N/A this
quarter
N/A this
quarter
4 4 4 4 4
Basic Service Delivery
Resource management of infrastructure and services
Roads & Storm water
Metre2 of
potholes repaired y.t.d.
500 500 1000 1000 1500 1500 2000 2000 2000
Basic Service Delivery
Resource management of infrastructure and services
Roads & Storm water
Percentage of potholes reported by the community fixed within 2-days (Number of potholes reported by the community fixed within 2 days of reporting / total Number of potholes reported by the community as Percentage).
100 100% 100 100% 100 100% 100 100% 100
Basic Service Delivery
Resource management of infrastructure and services
Roads & Storm water
Total metres of storm water pipes installed
99 99 198 198 297 297 396 396 396
MLM Final Draft 03 04 2012 Page 152
KPA Strategic Objective
Programme / Focus Area
Institutional Indicator
Target end Sept 2011
Target Note
Target end Dec 2011
Target Note
Target end Mar 2012
Target Note
Target end Jun 2012
Target Note
Annual Projected Target 2011-12
Municipal Financial Viability
Improve financial viability
Expenditure Management
Percentage operating budget variance per department y.t.d. in terms of projected quarterly expenditure
10 10% 10 10% 10 10% 10 10% 10
Good Governance and Public Participation
Improve administrative and governance capacity
Auditing Percentage of AG audit qualifications raised related to department resolved
N/A this
quarter
N/A this
quarter
50 50% 100 100% 100
Good Governance and Public Participation
Improve administrative and governance capacity
Auditing Percentage of identified risks monitored and reported (Number risks monitored and reported on / total number risks identified as percentage).
100 100% 100 100% 100 100% 100 100% 100
Good Governance and Public Participation
Improve administrative and governance capacity
Administration
Percentage council resolutions implemented per quarter (Number of council resolutions implemented per quarter / total number of council resolutions as percentage).
100 100% 100 100% 100 100% 100 100% 100
Good Governance
Improve administrative
Administration
Percentage departmental
100 100% 100 100% 100 100% 100 100% 100
MLM Final Draft 03 04 2012 Page 153
KPA Strategic Objective
Programme / Focus Area
Institutional Indicator
Target end Sept 2011
Target Note
Target end Dec 2011
Target Note
Target end Mar 2012
Target Note
Target end Jun 2012
Target Note
Annual Projected Target 2011-12
and Public Participation
and governance capacity
meeting resolutions implemented per quarter (departmental meeting resolutions implemented per quarter/ total Number of departmental meeting resolutions
Recommended