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Year: 2017-2022

Integrated Development Plan

Gamagara Local Municipality

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Table of Contents

Foreword by the Mayor ......................................................................................................... v

Foreword by the Municipal Manager ................................................................................ v ii

Executive summary ................................................................................................................ ix

Acronyms .................................................................................................................................xii

Chapter 1.................................................................................................................................. 1

1. Legislative Framework…….…………………………………………………………………….1

1.1 Introduction ........................................................................................................................ 1

1.2. Legislative Frameworks..……………………………………………………………………...1

1.2.1 Constitution of Republic Of South Africa (1996) ........................................................ 1

1.2.2 White Paper on Local Government (1998) ................................................................. 2

1.2.3 Municipal Systems Act ................................................................................................... 2

1.2.4. National Development Plan..……………………………………………………………..2

1.2.5 National Outcomes…………………………………………………………...…………….3

1.2.6 Provincial Spatial Development plan…………………………………………………...3

1.2.7 Gamagara Spatial Development Framework…………………………………………3

1.3. Process Followed .............................................................................................................. 4

1.3.1. IDP Process Plan…………………………………………………..………………………….5

1.3.2. Public Participation………………………………………………………………………….6

1.3.2.1. Table of Public Participation…………………..………………………………………7

1.4. Community Needs indicated...………..……………………………………………………7

1.5. Powers and function of the municipality .................................................................... 11

Chapter 2: Situational Analysis ........................................................................................... 11

2. Introduction ........................................................................................................................ 11

2.1 Geographical Location .................................................................................................. 11

2.2 Spatial rational ................................................................................................................. 13

2.2.1 Spatial Efficiency……………………………………………………………………………14

2.3 Env ironment................................................................................................................. 15

2.3.1 Climate ................................................................................................................. 15

2.3.2 Topography and geology.................................................................................. 17

2.3.3 Water sources ...................................................................................................... 17

2.3.4 Biodiversity ............................................................................................................ 17

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2.3.5 Heritage and assets ............................................................................................ 18

2.3.6 Env ironmental threats ......................................................................................... 19

2.4 Demographic profile of the municipality ................................................................ 19

2.4.1 Population Distribution ........................................................................................ 20

2.4.2 Age Distribution ................................................................................................... 20

2.5 Basic services............................................................................................................... 21

2.5.1 Housing ................................................................................................................. 22

2.6 Municipal institutional development and transformation .................................... 24

2.6.1 Municipal management and operational systems........................................ 24

2.6.1.1 Political composition ....................................................................................... 24

2.6.1.2 Administration .................................................................................................. 24

2.6.1.3 Complaints management systems ............................................................... 30

2.6.1.4 Fraud prevention plan .................................................................................... 30

2.6.1.5 Stakeholders mobilisation ............................................................................... 30

2.6.2 Institutional development and transformation ............................................... 30

2.6.2.1 Human Capital ................................................................................................ 30

2.6.2.2 Skills development ........................................................................................... 31

2.6.2.3 Performance Management System ............................................................. 32

2.6.2.4 Information technology .................................................................................. 32

2.6.2.5 Human resources policies............................................................................... 32

2.7 Local economic development ................................................................................ 34

2.7.1 Socio-economic indicators ................................................................................ 34

2.7.1.1 Official employment status ............................................................................ 34

2.7.1.2 Education levels............................................................................................... 35

2.7.1.3 Income levels ................................................................................................... 36

2.7.2 Economic indicators ........................................................................................... 37

2.7.2.1 Sectors ............................................................................................................... 38

2.7.2.2 Tourism and SMMEs ......................................................................................... 38

2.7.2.3 Job creation initiatives ................................................................................... 39

2.7.2.4 LED Friendly ...................................................................................................... 39

2.8 Financial Plan………………………………………………………………………………..…39

2.8.1 Municipal financial viability ....................................................................................... 39

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2.8.1.1 Auditor General’s finding ................................................................................... 40

2.8.2 Financial management system ......................................................................... 40

2.8.3 Operating Revenue Framework ....................................................................... 41

2.8.4 Operating Expenditure Framework .................................................................. 41

2.8.5 Capital expenditure............................................................................................ 44

2.9 Good governance and public participation ......................................................... 44

2.9.1 Democratic governance ................................................................................... 44

2.9.2 Communication .................................................................................................. 44

2.9.3 Governance structure ........................................................................................ 44

Chapter 3................................................................................................................................ 45

3.1. Political Environment ...................................................................................................... 45

3.2. Economic Environment.................................................................................................. 47

3.3. Local Situation………………………………………………………………………………...48

3.4. Social Env ironment…………………………………………………………………………..49

3.5. Technology and Environment……………………………………………………………..49

4. Risk Analysis……………………………………………………………………………………50

5. Swot Analysis………………………………………………………………………………….54

6. Vision……………………………………………………………………………………………55

7. Mission…………………………………………………………………………………………..55

8. Values…………………………………………………………………………………………..56

9. Strategic Goals………………………………………………………………………………..56

10. Strategic Implementation Plan…………………………………………………………….74

11. Back to Basics…………………………………………………………………………………76

Chapter 4................................................................................................................................ 77

Integration - Sector Plans...................................................................................................... 77

Chapter 5................................................................................................................................ 80

Projects list............................................................................................................................... 80

I ssue 1: Basic Infrastructure Development……………...…………………………………….80

I ssue 2: Water and Sanitation……..…………………………………………………………….87

I ssue 3: Roads and Streets.……………………………………………………………………….93

Issue 4: Housing and Landuse Management………….…………………………………….96

I ssue 6: Local Economic Development……………………………………………………….98

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I ssue 7: Youth Development and Special Programmes..………………………………….99

Issue 8: Env ironmental Management and Cleansing..…………………………………...100

SDBIP(To be completed)

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FOREWORD BY THE MAYOR:

MAYOR OF GAMAGARA LOCAL MUNICIPALITY

COUNCILLOR: DINEO MOYO

The prev ious cycle of the IDP ended on an unprecedented tone of economic

depression. 2015/16 was a turbulent year for Gamagara Local Municipality as it was

for the first time that the municipality had to adjust its budget 48% downward. The

prolonged valuation dispute took its toll on our development, which ended with a

loss of the case to Kumba resulted in our budget be cut by almost R350 million. It was

a very challenging term again in that it was an election brought more diversity into

the municipal leadership.

The Municipality experience a loss when Councillor J. Johnson passed on and

Councillor Johannes Kaars resigned from Council. This meant introduction of new

Councillors when the financial year was on the brink of ending. These, however, made

us strong as team and it strengthened the spirit of community development and

improved service delivery.

This is ev idenced by the municipal response to the unexpected rapid growth by

starting and completing the following projects planning for the upgrade of bulk

electricity in Kathu, Olifantshoek and Dibeng, phase 2 and 3 of the sewerage network

in Dibeng, two parks were upgraded, completion of the 70 RDP houses in Mapoteng

amongst others.

The Dingleton Resettlement process progressed well and only few households were

not relocated to the new area called Siyathemba in Kathu. Some of the few

households refused to be relocated as they want their dispute with Kumba to be

resolved before they can move out of Dingleton. The process encouraged the

municipality to transfer the exchange houses that belonged to the Municipality to the

people who have rented these houses for extended period of time. The project is at

the point of issuing people with title deeds. This demonstrated commitment of the

municipality to promoting and implementing better life for all.

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We managed to deliver the basic serv ices to the people as required and also

implemented most of the infrastructure projects through the assistance of our social

partners as well as the mines. On behalf of the Council I also wish to applaud all ward

committee members for the commitment they’ve shown and outstanding

performance throughout despite the challenges in the community.

In conclusion we want to also appreciate the work done by the Gamagara

administration, led by the Municipal Manager. We urge you to continue working

tirelessly to make Gamagara a better place for all its residents and potential investors.

There is a lot that still need to be done, the war on poverty, unemployment, inequality,

and underdevelopment is still far, and it has begun in earnest. We dare not give up

until the finish line.

KEY POLICY DEVELOPMENTS FOR THE CURRENT IDP CYCLE:

In v iew of the challenges preceding cycle, a turnaround approach to development

is required. I t is required of the municipality to take advantage of the national

development trajectory and leverage on national government economic

development agenda. The municipality should embark on industrialisation of the

municipality through government programmes like Mining Towns Regeneration, Small

Town Regeneration, Strategic Industrial Plans, Industrial Policy Action Plan,

Manufacturing Development Act, Industrial Development Zone and the National

Industrial Policy Framework.

The municipality should express itself explicitly on how it is going to leverage on these

programmes in order to leave the mine dependency shackles. In its endeavour to

develop, our development systems should not leave behind skills development, local

SMME development and promotion of local economies. Our involvement in the

education sector has been of just a supporting role even though the EFT College has

being producing qualifications that were not supporting the economic development

in the municipality, this IDP cycle should see serious interventions through discussions

with various stakeholders so to ensure synergy between the education sector and the

markets.

Spatial settings in our municipality is displeasing as it is still perpetuating the apartheid

set-up, i.e. prev iously disadvantaged areas are planned as RDP areas where

amenities are not aligned to facilitate integration. Moving forward spatial impressions

should integrate our communities and create equal access to economic activ ities.

Our LED should move away from project based initiatives rather create conducive

environment for economy to strive. LED should filter in all the development projects of

the municipality and Supply Chain Management should be a key stakeholder to

economic transformation.

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Back to basics formed cornerstone of our serv ice delivery. This meant Batho Pele

became the fundamental principle to service delivery. Customer Care and

improvement on turn- around time to customer queries and improved maintenance

planning. These included provision of basic service, water, waste water management,

sanitation, establishment of customer care serv ice, replacement of broken

streetlights, management of solid waste, etc.

On the other front the municipality tried to improve provision of serv ices and had to

focus on maintenance of the existing infrastructure. This will assist to increase interest

of investors as the establishment of the Kathu Industrial Park and the development of

the 1600 mixed human settlement development which included 300 houses for

Transnet was kick-started. The growth of the town necessitates partnerships to ensure

we deliver on our mandate and thus a shift to engaging private partners is needed.

PUBLIC PARTICIPATION:

This has been a biggest challenge to our planning process, stakeholders are not

participating and do not attend meetings when called to meetings. New strategies

need to be developed to encourage sectoral participation in our planning process.

FUTURE DEVELOPMENTS:

Due to the expansion of mining activ ities in the Gamagara municipal jurisdiction, there

is a high need for basic and bulk infrastructure. Population grew despite the mines

retrenching workers, the increase was observed mostly on the informal settlement

areas as compared to the formal towns. This has led to a growth in backyard dwelling

thus putting a strain on the infrastructure which was not built to accommodate high

numbers.

This situation calls upon the municipality, prov incial and national government to plan

appropriately together to guard against any unintended consequences from this

growth. Key among the most pressing need is the upgrading of the existing

infrastructure, especially, sewerage system, water network, electrical capacity and

roads. The municipality applied to the Human Settlement Department for a

restructuring zone, which will aloe for mixed development and integration of society.

There is also a high need for affordable housing, rental stock and low cost housing.

Government has also launched the Sishen to Saldanah railway project (SIP 5- Strategic

Infrastructure Project 5) this project will also change the town of Kathu and Gamagara

Municipality in general forever. The Municipality’s Planning should thus take into

account this sudden growth.

The municipality need to fast-track the establishment of the Kathu Supplier Park. The

aim of this initiative is to diversify the economy of the area, so that the town can still

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be sustainable when mining downscales. These prospects of growth should be

harnessed for the benefit of all and should be used as tools for a modern human

settlement development. Considering that we need to increase our pace on the

building of human settlements, industrialisation of Gamagara should facilitate the

establishment of a clothing company in Olifantshoek, establishment of a brickmaking

factory in Kathu, window making, furniture making, tannery and recycling project in

Dibeng and establishment of a shopping centre and a warehouse in Mapoteng.

These are just a few that need to pursued to diversify our economy, decentralise

economic opportunities and take them to where people are.

Amidst of all these developments, improved service delivery is the core mandate from

me to all citizens of Gamagara.

__________________

CLLR D. P MOYO 30th MARCH 2017

MAYOR DATE

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FOREWORD BY THE MUNICIPAL MANAGER:

MUNICIPAL MANAGER

MR T.C. ITUMELENG

The economic depression did not only affect the municipality by loss of revenue due

to retrenchment in the mining industry, the loss of the property valuation case against

Kumba did not only come as loss of the case but also as a loss of revenue. On the

other hand the municipality did not stop to grow faster statistically but also grew in

serv ice demand. Gamagara is still seen as a strategic mining town nationally and

internationally as it is at the centre of the biggest iron ore and manganese ore belt in

the country.

The municipality is not only growing into a mining mega-town but also as a solar

energy centre, this does not only pressure the municipality with infrastructure provision

but also attract people to come and settle around these developments. Considering

the impact of these projects on the state of environment and in the planning process

within available resources this is means a need for change of strategy going forward.

The 2016 Community Survey has revealed that despite the economic depression and

massive retrenchments at Sishen Mine and Khumani which was more than 4000

employees, population continue to grow by 28,4% from 2011 to 2016. According to

Statssa (2011) the unemployment rate was 17,7% and the dependency rate of 39 and

youth unemployment was 22,4%, female headed households was 27,7% and the

economic growth was at -1,13% this tells a story of a town that needs an unorthodox

planning which will have to capture this development and steer them. As these

industries grow, housing become a challenge over and above the job creation.

People migrating into town especially in Kathu are the youth, who constitute the

highest sector of unemployed. This poses a serious challenge of creating conducive

environment for youth development and employment, which calls for different

stakeholder to contribute.

Housing need is another challenge as migration progresses into town, sprawling of

informal settlement is imminent and inevitable. Housing is much more dependent on

availability of infrastructure and serv ices like water, sanitation and electricity.

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Considering that Gamagara is a water scarce area, planning for water is very huge

challenge because all the services bulk infrastructure is operating at full capacity and

do not for any further developments. Water sources are another challenges

especially for Dibeng which entirely dependent of borehole water. The borehole

water is a finite resource and depends on the recharge rate to provide constant water

supply and increased demand could lead to serious strain on these water resources.

The Vaal Gamagara water pipeline brings hope to a limited extend as it does not

reach Dibeng, which is the most water stressed area. Vaal Gamagara is part of the

Strategic Infrastructure Plan (SIP) 3& 5 and Industrial Policy Action Plan (IPAP) 2&3

projects.

In as far as electricity is a challenge, Gamagara host one of the biggest electricity

distribution network at Ferrum just outside Kathu. The entire Gamagara Development

Corridor is supplied from this network. The recently 400kV powerline that go across

Gamagara is a boost in electricity supply. The electricity is part of the SIP 3 & 5 and

IPAP 2 &3. Gamagara has an opportunity to take advantage of the national and

provincial development plans to turn around its developmental challenges. The

municipality is currently in the process of upgrading electricity bulk supply in Kathu

and Olifantshoek so as to unlock development in these areas.

In pursuing the municipal v ision: BUILDING PROSPEROUS AND SUSTAINABLE

COMMUNITIES and considering all these challenges mentioned above, it is still my

v ision to build a city of Gamagara by 2060 which will be preceded by upgrading of

Gamagara into an industrial and manufacturing city which does not only rely on

mining. By the end of 2030 Gamagara should have developed into an industrial town

and developing towards a manufacturing town. I t is in this 5 year IDP cycle that our

plans will move towards industrialisation of the municipality in line with the National

Development Plan 2030 which has identified different development vehicles like SIP’s,

IPAPs, National Industrial Policy Framework and the Industrial Development zones. The

turnaround of the municipal planning should leverage on this national plans in order

to break its development and mine dependency shackles.

In leveraging on these development instruments prov ided by national government,

the municipality will facilitate and fast-track the development of the Kathu Supplier

Park which is envisaged to trigger other subsidiary economic development around

the municipality, establish a clothes manufacturing factory in Olifantshoek which it is

envisaged that it will trigger a shopping mall and other developments around

Olifantshoek, establish a brick making factory in Kathu which will support the inherent

human settlement development and other infrastructure development in the area,

furniture factory, aluminium and window making factory, tannery, recycling project

in Dibeng and a warehouse in Mapoteng which will ignite development and job

creation in the Gamagara.

Still being driven by the municipal mantra: KHUMO E MO LEFATSHENG, development

of the Spatial Development Framework (SDF) will assist the municipality to drive the

municipal growth trajectory. This will assist to determine the direction of development

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spatially, direct land use and encourage stakeholders to be part of the development.

I t will facilitate spatial integration. This will supported by the 2030 infrastructure

development plan which will support the implementation of the SDF and the

Gamagara 2030 Development Plan which currently being developed.

In line with the municipal mission: TO PROVIDE UNIVERSAL, SUSTAINABLE SERVICES TO

THE COMMUNITY IN ORDER TO ATTAIN A SAFE AND HEALTHY ENVIRONMENT, AS WELL

AS SOCIO-ECONOMIC DEVELOPMENT BY EXPLOITING ECONOMIC BENEFITS AND

STRENGTHENING STAKEHOLDER RELATIONS, the municipality is on a journey to

enhance its revenue, through the assistance of Anglo American the municipality has

embarked on the revenue enhancement plan, where all the areas of loss were

identified and plans were designed to rectify them. This term of the IDP cycle,

implementation of such plans should be translated into action plans.

Considering the growth of the municipality, in terms of serv ice delivery, we shall review

the organogram to ensure that the municipality reach its mandate. The municipality

has put in place an employee bursary scheme over and above the Skills Development

Programme to upskill and develop careers for the employees. The municipality has a

well-functioning skills development programme which has produced Technicians and

other professionals.

This Integrated Development Plan will provide the integrated and systematic plan to

achieve all the plans stated above as it was informed by all relevant stakeholders and

communities through extensive consultation processes and fora.

This presents the municipal developmental plans for growth

_______________________________

T. C. ITUMELENG 30TH MARCH 2017

MUNICIPAL MANAGER DATE

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EXECUTIVE SUMMARY

Gamagara Local Municipality forms part of the John Taolo Gaetsewe district

area. The municipality is part of the region now commonly referred to as the

Gamagara Mining Corridor which is experiencing a boom in mining activities.

The populat ion of Gamagara municipal area increased from 41 617 (2011) to

53 656 (2011). The populat ion grew by 28%. Two factors attributed to this

exponential increase is the increase in mining activities and the solar parks. The

populat ion has almost doubled in the last 10 years. This can be attributed to

the high numbers of people coming to the municipal area, in search for

employment or better living condit ions, due to the booming mining activities

and solar energy plants.

With the growth in mining activities, the town of Kathu and adjacent towns

have seen a growth in accommodation need. Due to the high demand, rental

prices have gone up leading to unaffordability and mushrooming of illegal

second dwellings (log homes in Kathu) and backyard shanties in these areas.

To address this problem, the municipality will need to have a strong building

inspectorate division and stringent law enforcement. There is also a need to

develop affordable rental houses both in Kathu and Sesheng.

Municipality experience two major challenges during the past financial year,

i.e. illegal land grab and two major contributors to the municipal budget in

terms of assessment rates, failed to pay according to the valuation roll. These

affected the implementation of the IDP to a certain extent. The illegal land

grab was unfortunate because the municipality had planned to install bulk

infrastructure for water and sewer in the illegally occupied land and that has

delayed the project. The area concerned was surveyed and may need re-

surveying. Two mining houses in the municipal area, did not object on the

valuation roll but they did not pay assessment rates as billed to them. That has

affected the municipal cash flow and thus the implementation of the budget

The above-mentioned scenario has led to a huge strain on the available

infrastructure. The Kathu Waste Water Treatment Works (KWWTW) has brought

relief to sewer challenges in both Kathu and Sesheng (KWWTW). In Dibeng the

upgrade of the sewer system is also at phase two and this will relief the

sewerage challenges. The building of Water Reservoir at Olifantshoek which is

mult i-year project will assist to alleviate the water problem. However, the

current electricity provisions are below the demand which will stall major

development unt il the electricity upgrade towards the end of 2017 as Eskom

promised. This will delay developments in the municipality.

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The Kathu Village Mall and the Heritage Square Shopping Centre are amongst

the developments sett ing Gamagara and Kathu on the path to be the main

commercial centre on the district with all other towns st ill lagging behind in

terms of modern shopping facilit ies. As part of commercialising Kathu, the

Village Mall is extending to add more shopping outlets which will enhance the

town as commercial hub of the district. The development of the Kathu

Industrial Supplier Park is at the advance stage, this will Kathu as an Industrial

town according to the vision of Council. This set the pace for sound

development towards devloping Kathu a City.

Another factor to highlight is the refuse removal service which is proving to be

a challenge for the municipality. Waste removal from Kathu, Dingleton and

Dibeng is disposed of at the Dibeng landfill site (unlicensed landfill) which is

27km away from Kathu. This situation has led to this service being expensive to

deliver. Plans are however underway to establish a registered landfill site,

(Environmental consultants have been appointed). The preliminary feasibility

report recommends that Dibeng is the only suitable site for the provision of this

service and will provide relieve to the municipality as the service had become

expensive to deliver.

Last ly, emphasis should also be made of the need for a well-developed

Disaster Centre. The municipality experiences an increase in the number of

vehicles or t rucks transporting harmful materials and have no plans in place

should something go extremely wrong. Council has agreed to establish a

Disaster Management Centre a service provider be appointed to build

capacity (inst itutional and resource based) to ensure that Gamagara become

a world class city with all the necessary resources to deal with issues of disaster.

Despite all these challenges, the municipality prides itself in doing its utmost

best to deliver on its mandate. We believe that if all stakeholders (Provincial

government, Private sector, etc) can come together and join hands with the

municipality, the road to building the “City of Kathu” can be a smooth one.

The municipality has in line with chapter 4 of the MSA (2000), consulted the

communit ies and other stakeholders to determine their needs or priorit ies for

the 2014/15 financial year. The IDP will be advert ised in the local newspapers

for public comments. Subsequent to that, community meetings will be held in

every ward for community and other stakeholders to comment on the draft

budget and draft IDP for 2014/2015 financial year.

After the various engagements with the community, the following were

indicated as priorit ies for the 2014/15 financial year as in order of their priority:

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• Basic Service Delivery and Infrastructure Investment

• Financial Sustainability

• Good Governance & Public Part icipation

• Inst itutional Transformation

• Community Safety, Development & Sustainable Environment

• Economic Development

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Acronyms

CDW COMMUNITY DEVELOPMENT WORKERS

COGHSTA CO-OPERATIVE GOVERNANCE, HUMAN SETTLEMENTS AND

TRADITIONAL AFFAIRS

DBSA DEVELOPMENT BANK OF SOUTH AFRICA

DGDS DISTRICT GROWTH AND DEVELOMENT STRATEGY

DORA DIVISION OF REVENUE ACT

DRDLR DEPARTMENT RURAL DEVELOPMENT AND LAND REFORM

EIA ENVIRON MENTAL IMPACT ASSESSMENT

EIMP ENVIRONMENTAL INTEGRATED MANAGEMENT PLAN

EPWP EXPANDED PUBLIC WORKS PROGRAMME

GLM GAMAGARA LOCAL MUNICIPALITY

IDP INTEGRATED DEVELOPMENT PLAN

INEP INTEGRATED NATIONAL ELECTRIFICATION PROGRAMME

ITP INTEGRATED TRANSPORT PLAN

JTGDM JOHN TAOLO GAETSEWE DISTRICT MUNICIPALITY

KPA KEY PERFORMANCE AREA

KPI KEY PERFORMANCE INDICATOR

LED LOCAL ECONOMIC DEVELOPMENT

MFMA MUNICIPAL FINANCE MANAGEMENT ACT

MIG MUNICIPAL INFRASTRUCTURE GRANT

MSA MUNICIPAL SYSTEMS ACT

MTEF MEDIUM TERM EXPENDITURE FRAMEWORK

NCPGDS NORTHERN CAPE GROWTH AND DEVELOPMENT STRATEGY

NC PSDF NORTHERN CAPE PROVINCIAL SPATIAL DEVELOPMENT FRAMEWORK

NDP NATIONAL DEVELOPMENT PLAN

NEMA NATIONAL ENVIRONMENTAL MANAGEMENT ACT

NGO’s NONE GOVERNMENTAL ORGANISATIONS

PMS PERFORMANCE MANAGEMENT SYSTEM

PMS PERFORMANCE MANAGEMENT SYSTEM

SDBIP SERVCIE DELIVERY BUDGET IMPLEMENTATION PLAN

SLP SOCIAL AND LABOUR PLAN

SMME SMALL MICRO AND MACRO ENTERPRISES

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WMP WASTE MANAGEMENT PLAN

SHRA SOCIAL HOUSING REGULATORY AUTHORITY

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Chapter 1

1.1 Introduction

The Constitution, 1996 (Act, no. 108 of 1996) conferred Gamagara Local Municipality

the executive and admmistrative powers. These powers include planning,

implementing and monitoring initiatives, programmes and projects to better the lives

of its inhibitants. The Constitution further requires Gamagara Locoal Municipality to be

developmental in nature, prov ide basic services to its inhabitants in a sustainable

manner and within its financial and human resources capabilities. I t further confers

the power to collect revenue so as to sustain the basic needs infrastructure. It is in that

light that, Municipal Systems Act, 2000(Act, no 32 of 2000) prescribe the manner in

which Gamagara Local Municipality should prov ide the basic serv ices. The Act

prescribe the planning process for prioritising services as be available resources. These

include participatory planning. The Act prov ides that Gamagara Local Municipality

should develop an Integrated Development Plan, to guide municipal operation for

the 5 year period.

Gamagara Local Municipality engaged communities and different stakeholders

interested in the development of Gamagara. Community consultations and

engagements were conducted in all the wards, IDP Steering Committee Meetings,

IDP Representative Forum Meetings, SLP deliberations with different mines were held

to map out the developmental agenda of Gamagara over the next 5 years and

beyond. A Strategic planning session was held and the following v ision was

determined “Building prosperous and sustainable communities”

1.2 Legislative framework

➢ Constitution of the Republic of South Africa (1996)

The Constitution, 1996 (Act, no. 108 of 1996) conferred Gamagara Local Municipality

the executive and admmistrative powers. These powers include planning,

implementing and monitoring initiatives, programmes and projects to better the lives

of its inhibitants. The Constitution further requires Gamagara Locoal Municipality to be

developmental in nature, prov ide basic services to its inhabitants in a sustainable

manner and within its financial and human resources capabilities. The Constitution

prescribes the object of Local Government as:

• To prov ide democratic and accountable government for local communities;

• To ensure the provision of services to communities in a sustainable manner;

• To promote social and economic development;

• To promote a safe and healthy environment; and

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• To encourage the involvement of communities and community organisations

in the matters of local government.

➢ White Paper on Local Government (1998)

The White Paper goes further to explain what a development local government would

be; it indicates that it would be a government that works with the communities to find

sustainable ways to meet the community’s needs as well as finding ways to improving

the quality of life of the residents; through meeting their social and economic needs.

“Developmental local government requires that Municipalities become more

strategic, v isionary and ultimately influential in the way they operate”(White Paper,

1998: 52). That a developmental government would be concerned about where

people live, if they have access to serv ices and economic opportunities, access to

social and recreational facilities.

➢ Municipal Systems Act (2000)

The MSA (2000) indicate that the Municipality must undertake developmentally-

oriented planning, so as to give effect to the provisions of section 152 of the

Constitution. Chapter 5 further spells out, the process to be followed when compiling

an IDP as well as core components of the IDP; so as to ensure that the IDP is the

principal strategic document of the Municipality.

The MSA further highlights the need to engage communities on matters related to

local government. During the public participation process the community have been

engaged on what they their needs are and what they want the Municipality to do.

➢ National Development Plan (2030)

The main aims of the NDP is to eliminate poverty and reduce inequality by 2030. This

can be achieved through the role played by various stakeholders, enhancing the

capacity of the state and responsive leadership.

The 2011 Diagnostic Overview Report alluded to the following challenges:

1. Too few people work

2. The quality of school education for black people is poor

3. Infrastructure is poorly located, inadequate and under-maintained

4. Spatial div ides hobble inclusive development

5. The economy is unsustainably resource intensive

6. The public health system cannot meet demand or sustain quality

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7. Public serv ices are uneven and often of poor quality

8. Corruption levels are high

9. South Africa remains a div ided society.

➢ National Government Outcomes

The outcomes for 2014 to 2019 is published as annexures to the Medium Term Strategic

Framework, the outcomes are indicated below:

Outcome 1: Improve the quality of basic education

Outcome 2: Improve health and life expectancy

Outcome 3: All people in South Africa protected and feel safe

Outcome 4: Decent employment through inclusive growth.

Outcome 5: A skilled and capable workforce to support inclusive growth

Outcome 6: An efficient, competitive and responsive economic infrastructure

network.

Outcome 7: Vibrant, equitable and sustainable rural communities and food security.

Outcome 8: Sustainable human settlements and improved quality of household life.

Outcome 9: A responsive and accountable, effective and efficient local government

system.

Outcome 10: Protection and enhancement of environmental assets and natural

resources.

Outcome 11: A better South Africa and safer Africa and world.

Outcome 12: A developmental-oriented public service and inclusive citizenship.

➢ Provincial Spatial Development Framework

The PSDF allude to the mining development corridor, which stretches from John Taolo

Gaetsewe DM to ZF Mgcawu DM. The mining corridor has resulted in a lot of inward

migration and pressure on the various municipality to prov ide bulk services,

necessitating an increase in bulk service capacity.

➢ Gamagara Spatial Development Framework (2010)

The Spatial Development Framework (SDF) for Gamagara Municipality was prepared

and adopted by Council in 2010. The SDF was prepared in compliance with the

provisions of section 26(e) of the Municipal Systems Act (2000) and the Northern Cape

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Planning and Development Act. The Municipality has budgeted for Gamagara

Municipality SDF that complies with the provisions of the Spatial Planning and Land

Use Management Act 2013 and SDF Guidelines.

The SDF intended to guide the orderly and desirable spatial development of the

Municipality by inter-alia developing, development strategies/guidelines. The SDF will

prov ide general direction to guide decision-making on an on-going basis, aiming at

the creation of integrated, sustainable and habitable areas/towns for Gamagara

Municipal area.

➢ Broad-based Socio-economic Empowerment Charter or Mining Charter,

2002

As part of its objective, the Act aims to expand the skills base of Historically

Disadvantaged South Africans in order to serve the community, it further aims to

promote employment and advance the social and economic welfare of mining

communities and the major labour distribution areas and promote beneficiation of

South Africa’ s minerals With respect to mine community and rural development, it commits stakeholders in

partnership with all spheres of government to undertake to “co-operate in the

formulation of integrated development plans for communities where mining takes

place and for major labour sending areas, with special emphasis on development of

infrastructure.

➢ Industrial Development Act,

➢ Manufacturing Development Act, 1993 (Act, no. 197 of 1993)

➢ Special Economic Zones Act, 2014 (Act, no 16 of 2014)

➢ Minerals and Petroleum Resources Development Act, 2002 (Act,no. 28 of

2002)

1.3 Process followed

The IDP Process Plan indicated a written process that the Council adopted as a way

of undertaking the compilation of the IDP. A ward based participatory consultative

processes were undertaking to get communities’ priority for each particular ward.

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I tem

no.

Deliverable Legislative

requirements

Timeframes

1 Project plan

Tabling the draft IDP and budget process plan (time table)

to Council

MSA 32 of 2000

& MFMA No. 56

of 2003

August

2 Public Engagement:

Advertisement of time‐schedule on website, local

newspapers and notice boards

Acknowledgement of inputs received

MSA CH5 S29

MSA S28 October/

November

3 Annual Report:

Tabling of Annual report to Council

Annual report made public and submitted to MPAC

Council

Public making of oversight report

MFMA

January

February

March

April

4 Prov isional approval of Draft IDP and Budget:

Table draft IDP and Budget Report to Council

Advertise and publish final draft of IDP and Budget for

public comment and submit to National and Prov incial

Treasury and others as prescribed

MSA & MFMA

s16(2) March

April

5 IDP and Budget Hearings:

Conduct IDP/Corporate Scorecard / Budget Public

Hearings to obtain public comment and inputs from

communities, prov incial government and other relevant

stakeholders

Acknowledgement of comments received

Response to public comment i.t.o. Budget, tariffs and

policies

MSA s 74, 75 /

MFMA s23

April

May

June

6 Approval of the Budget and IDP: MFMA s23 April

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Draft IDP and Budget consultation feedback to Portfolio

Committees.

Council must give final approval of the IDP/Corporate

Scorecard and Budget document by resolution, setting

taxes and tariffs, approving changes to the IDP and

budget related policies, approve measurable

performance objectives for revenue by source and

expenditure by vote before the start of the financial year

MSA s 25 &

MFMA 24

May

7 Public Communication of Budget and IDP MSA and

MFMA

June

8 Section 57 (MSA) Performance Agreements:

Submit performance agreements to the Executive Mayor

within 10 days after approval of the IDP and Budget.

Council to note New Section 57 Scorecards

Notification of approved S57 (top management

performance agreements) to the public

MFMA s 16, 24,

26, 53 MFMA s

53

May

June

August/

September

9 Approval of SDBIP’s:

Executive Mayor to approve Municipal SDBIP within 28

days after approval of the budget

Place all Directorate Executive Summaries and SDBIPs and

Department Business Plans and SDBIPs on website

MFMA

June

Table1: Approved process plan

1.4 Public participation

Section 16 of the MSA (2000) indicate that “a Municipality must develop a culture of

municipal governance that complements formal representative government with a

system of participatory governance, and must for this purpose encourage, and

create conditions for, the local community to participate in the affairs of the

Municipality”.

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Table of public participation schedule

DATE VENUE COUNCILOR TIME

17/10/2016 Kathu Community Clr Du plessis 18h00

18/10/2016 Dibeng Community Clr A Booysen 18h00

19/10/2016 Diepkloof /Skerpdraai Clr Orpen 14h00

19/10/2016 Ditloung Community Clr B Lekgadi 18h00

20/10/2016 Sesheng Community Clr N Magagane 18h00

27/10/2016 Babatas Community Clr S Moreeng 14H00

03/11/2016 Siyathemba Community Clr C Joseph 17h00

In line with this prov ision, the Municipality embarked on public participation process,

to get an understanding of the community needs. The meetings were held as follows:

The community needs were indicated to be as follows:

Ward Community I ssues

Ward 1 Kathu

and

surrounding

farms.

Street names phase4

Dumping site policing

Name boards for streets

Leakage of fire hydrant- Melkbosstreet

Basic services; pump station at Boekenhoutstreet

Pump station 247

Ian Flemming road manhole problem

Cleaning of sewer effluent

PPE for employees

Workers transport

Speedbumps- Ian Flemming road

Accessibility at dumping site

Building or construction of houses

Prepaid water and electricity meters v/s revenue enhancement

Dumping sites at Mapoteng

Integrated transport plan

Kathu park- drinking and driv ing spree

General cleaning of town

Productivity of workers

Law enforcement officers

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Informal traders – Shoprite

Effluent of sewer

Cutting of camelthorn trees- protected specie

Prov ision of sanitation facilities at all new stands

Speedbumps

Water leakages

Availability of land v/s emerging entrepreneurs

Thorough consultations on renaming and street names

Resuscitation of Khai- appel

Ward 2 Prov ision of basic serv ices (Electricity, water and sanitation) other

part of Riemvasmaak

Unemployment

Refuse Removal

Sewer network extension for 478- 483

Taxi Rank v/s Shebeen

Extension of clinic hours, ambulance serv ices

Mushrooming of tuckshops

Overflowing of water at the reservoir

Visiting of shops by health inspector

Drugs and alcohol abuse and school dropouts

IElectricity provision in last year’s budget

Lack of development in dibeng

Allocation of church v/s Bussiness sites- criteria

Recreational and training facilities for young people

Library construction- WBHO

Social ills-(Drugs and substance abuse, School drop outs)

Application for business stands

Grading of roads at Riemvasmaak

Opening of pre-paid meters

Youth development

Completion of Plot numbers

Permanent doctor for Dibeng community

People with more than one erf

Ward 3

Skerpdraai,

Diepkloof

and

Dingleton.

Speed bumps for Main road

Water shortages (Diepkloof and Skerpdraai)

Street lights from Welgelee to Diepkloof off

Supply chain issues provision of materials

Closing of water taps – main pipeline for all

Broken water meters- repair

Road signs and cleaning of roads

Unemployment

Condition of parks

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Skills development

Storm water I ssue- Diepkloof and Skerpdraai

Prepaid water meters installation

I ssue at house 324

Ward Committee members airtime paid

Stray animals

Rape cases

Electricity and lights for new plots

Spray lights not working

Ward 4

Welgelee,

Ditloung,

Plakkerskam

p, Makalanie

Youth centre v/s Youth development

Health related issues

Completion of hospital

Repair lights; plugs and toilets at Ditloung Community Hall

Speedbumps and pedestrian lights on roads

Handling finances of municipality

Outsourcing v/s appointment of own municipal mechanical

department

Appointment of Technical staff

Overtime v/s shift workers

Toll free number for call centre

Rooiwal rezoning of plots

Prepaid water meters for indigent people

Write- off bad debts

Safety and health risk

Upgrading of swimming pools- welgelee and town

Paving road for Ditloung

Electricity connections at new stands

Basic service delivery

Asbestos roofing project- starting

Street names verification

Street lights- Welgelee

Ward 5

Sesheng and

Mapoteng

Sewerage effluent in streets in mapoteng

RDP Applications

Cutting of electricity for unemployed

Mosikhati contract to be terminated

Installation of pre-paid water meters

Allocation of sites to be prioritized

Instruments used to determine debts owed

Financial crisis at municipality

Outsourcing of services to costly

Sports and creation facilities

Criteria used to apply for sites

Incomplete tarr road

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Appeal case by Kumba valuation roll

Access to public documents and payments there-off

I llegal trading in town

Hygienic status at taxi rank toilets

Sewerage in yards

Application for bursaries

Breakage of RDP Houses during blasting

Sishen solar plants prov ision of funds

Development of by-laws and policies

Dust control by mine

Royalties of mines

Prov ision of water tanker

Rubbish removal

Bursaries

Ward 7

Babatas-

Communal

Property

Association

ECD Centre for grade R kids

Assistance by NCDOE to prov ide training for ECD Teachers

Water provision for farming and residential purposes

Mobile clinic and health related issues

CPA does not assist the community at all, no meetings, lack of

accountability

School transport for kids

Ward 6

Siyathemba

(Dingleton)

Computer classes- skills development for community

RDP Projects for young people

Upgrading of swimming pool

Health services v/s construction of hospital

Rural Metro integrate ambulance services

Construction of speed humps

Cutting of trees

Streetlights repair – Rooisand

Karee Avenue, Frikkey Meyer and Akasia rd- repair water leakages

Repair and removal of accidental street lights

Recreational facilities for young people

Health and safety and hazardous issues

Hawker stalls at shoprite for traders

I llegal squatters in front of shoprite

Tuckshop owners v/s required prosedures

Water leakages

Indigents subsidy’s

Writing off bad debts

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1.5 Powers and functions

The Constitution confers the municpality with both executive and administrative

functions. to matters that local government has executive authority over; schedule 4,

part B and schedule 5 part B. Which includes amongst others: air pollution, building

regulations, child care facilities, fire-fighting serv ices, local tourism, municipal

planning, storm ware management systems in built-up areas, trading regulations,

billboards and the display of advertisements in public places, local amenities, control

of public nuisances, street lighting, street trading, traffic and parking, etc.

The Municipality is performing all the functions assigned to it, except for the high

voltage electricity, which is done by Sishen I ron Ore Company Ltd on an agency basis

through serv ice level agreements. Additionally, Rural Metro does fire fighting and

emergency services on an agency basis through service level agreements.

Chapter 2: Situational Analysis

2.1 Introduction

This chapter in accordance with the requirements of the municipal System Act

prov ides a situational analysis of the existing trends and conditions in the Gamagara

local municipality.

2.2 Geographical Location

The Gamagara Local municipality is covering approximately 261 942 hectors, is one

of three local municipalities situated within the John Taolo Gaetsewe District in

Northern Cape Province. Gamagara local municipality is category B-municipality as

defined in the Municipal Structure Act. The administrative head office of the

municipality is located in Kathu.

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Map 1: Municipal map

The municipality is located on the north easterly direction of the Northern Cape

Prov ince, along the N14 which connects Upington and Kuruman. I t is approximately

200 km north east of Upington and 280 km on the north westerly direction of Kimberley.

2.2.1 Spatial rational

The Gamagara Municipality serves an area of 2619 square kilometres, which is

approximately 10% of the total John Taolo Gaetsewe District area. I t is located in the

north-eastern sector of the Northern Cape (see Figure 4), on the N14 National Road

between Upington and Vryburg. It is approximately 200km north-east of Upington.

The municipal area of Gamagara consists of 4 towns, Kathu, Sesheng, Dibeng, and

Olifantshoek; and the area is demarcated into 7 wards (Ward 1: Kathu, Ward 2:

Dibeng, Ward 3: Skerpdraai, Diepkloof and Town, Ward 4: Ditloung, Welgelee and

Ward 5: Sesheng); Ward 6: Siyathemba, Kathu Techncal College and Ben Alberts rd;

Ward 7: Dibeng Town, Bestwood and Babatas Communial property Association,

Kathu, ‘the town under the trees’, came into being because of I scor’s iron ore mining

activ ity in the Kalahari. Municipal status was allocated to the town of Kathu in July

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1979. Kathu is connected by rail (Dingleton Station) v ia Kimberley, as well as by road

to all the main centres namely Johannesburg, Bloemfontein, Windhoek and Cape

Town, and has an airport with a tarmac runway. The municipality originally consisted

of 2 towns, namely Sesheng and Kathu.

Sesheng is located to the west of Kathu and was initially planned as a high density

residential area for mine workers, without families of any social structure. I t consists of

group housing units that belong to the mine to the west, with small pockets of other

houses to the west thereof. Due to pressure from labour unions and Government

policy on hostels, group homes are to be changed to single flat units for employees

of the mine. The larger residential housing component of Sesheng is located nearer to

Kathu in the form of single residential houses (Ext. 5).

Dibeng is located approximately 28km north west of Kathu alongside the R380 road

in the Northern Cape Province. The settlement consists of two suburbs, namely Deben

and Haakbosdraai. Dibeng started off as a small settlement on the banks of the

Gamagara River, which provided water for the small town. The locations of the

residential areas are characterized by the river in the centre of town and the rocky

lime stone outcrops directly east and west of the river. Dibeng consists entirely of single

residential houses, but can be split into a low density area to the west and higher

density houses to the east. Dibeng was given its name by the Tswana and means "first

drinking place".

Dingleton developed in a linear form along the one side of the then main road

between Upington and Kuruman. Dingleton was consisted of almost total of low

density single residential houses. The tow n is surrounded by large mine activ ities and

the resettlement of Dingleton residents is eminent due to expansions of mining

activ ities in this direction. The town is currently left with few residents who are awaiting

to move to siyathemba were other residents are residing.

Olifantshoek is south-west of Kathu, south-west of Kuruman and north-east of

Upington. With the amalgamation of municipalities in 2000 Olifantshoek Municipality

became part of the Tsantsabane Local Municipality, until 2006 when it was

amalgamated with the Gamagara Local Municipality. The town is a low/medium

density residential area, but due to new developments which are underway it will in

future become a high density residential area.

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Map 2: Locating the municipality

The Gamagara Corridor “comprises the mining belt of the John Taolo Gaetsewe and

Siyanda districts and runs from Lime Acres and Danielskuil to Hotazel in the north. The

corridor focuses on the mining of iron and manganese” (NCPSDF 2012: 68).

2.2.1 Spatial Efficiency

“A municipality must, in order to determine land use and development applications

within its municipal area, establish a Municipal Planning Tribunal” (section 35(1) of

SPLUMA). The municipality had taken a decision to co-operate with municipalities in

the district, to form a District Municipal Planning Tribunal. The Memorandum of

Agreement, as entered in between the district and its locals, has been gazetted. The

Gamagara Local Municipality has seconded the following officials to serv e on the

DMPT: Mr P Leserwane and Mr K Ositang, while Ms M Halenyane, will be dealing with

category 2 applications, as the designated official for Gamagara Local Municipality.

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2.3 Environment

2.3.1 Climate

The municipality has “typical arid climatic circumstances generally found in the

Kalahari region, with temperatures ranging between 80C and 280C. The rainfall varies

between 350 mm and 500 mm per annum, which is below the generally accepted

average needed for dry land cropping” (Gamagara SDF, 2010: 9).

2.3.1.1 Climate Change

The United Nations Framework Convention on Climate Change (UNFCCC) defines it

as “a change of climate which is attributed directly or indirectly to human activ ity that

alters the composition of the global atmosphere and which is in addition to natural

climate variability observed over comparable time periods.”

• Climate change threatens food security, poverty alleviation and sustainable

socio-economic growth.

• The Northern Cape specifically will be affected very adversely by climate

change. Already the effects are ev ident in the provision of water due to

depletion or dewatering.

• Not only does the risk of climate change lie predictably in increased intensity

of drought leading to complete desertification and further water scarcity, there

is also a real risk of extreme flooding in some areas and potential damage to

infrastructure due to water-level rise and associated increased damage

capacity of storm surges.

• Fire will be a constant risk due to hot winds and dead or dry vegetation – fire

risk projections for the western parts of South Africa indicate an increase in risk

approximately 300%.

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▪ Climate Change will impact persons and groups that are already vulnerable to

food insecurity. Higher prices for agricultural inputs, water and food imports must

be expected.

▪ The productivity of livestock, farming and game farming will be affected, as well

as potential income from tourism. Subsistence farmers will suffer the most – they

are one of the social spectrum: poor, barely literate and quite likely to lose their

livelihood to the encroaching desert.

▪ Policy decisions taken in the next decade will largely determine the dimension of

the impact of climate change.

▪ Local government is on the front line of implementation and service delivery, and

thus local government need to pursue adequate mitigation and adaptation

strategies, which should include participation from the public sector, the private

sector and NGOs.

▪ The climate change challenge is complex and requires a collective action. A

sectoral approach is not advisable, as the challenge requires multi-sectoral

strategies. There is a need for collaboration amongst all stakeholders. Therefore,

the Northern Cape government needs to:

▪ Develop climate change scenarios and models that look at such parameters

as temperature, precipitation, extreme weather events, winds and humidity.

▪ Recognize regional (including cross-border) impact of climate change.

▪ Implement institutional arrangements that support integration of climate

change across sectors.

▪ Set goals and targets to address climate change, which are measurable,

verifiable and reportable.

▪ Develop mechanisms for adaption to climate change.

▪ Ensure that IDPs give recognition to aspects of climate change and consider

mainstreaming the issues.

▪ Ensure that social cohesion strategies are promoted and incorporated in the

IDPs.

▪ Ensure that planning process should include established communities and

migrant communities.

▪ Enhance public participation systems to strengthen the interface between

municipal representatives and migrants.

▪ Enhance early warning systems and emergency services to deal with climate

change issues.

▪ Enhance capacity building at local and regional government level.

▪ Enhance capacity building in communities – information on climate change

must be disseminated to the public.

▪ Farming techniques require changes – Farmers, including small-scale and

subsistence farmers, should be trained in desertification-prevention techniques

to stop their loss of soil and soil quality as they continue ploughing and farming

in an increasingly dry environment.

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▪ A strategy to deal with displaces farmers and farm workers.

▪ Ensure that buildings, whether private or public, are designed better, not only

to cope with climate change, but also as mitigation for reduction greenhouse

gases.

▪ Infrastructure investment, such as bridges, roads and railways need to be able

to withstand floods and other extreme climate conditions.

2.3.2 Topography and Geology

“The landscape of the Gamagara Local Municipality may be seen as relatively flat,

with a series of dry bedded rivers crossing the area. Mountainous areas do however

occur in some parts of the municipal area” (Gamagara SDF 2010: 9). The geologically

groups found in the municipal area are the Griquatown, Kalahari and Olifantshoek

group.

2.3.3 Water sources

The Gamagara Local Municipality, “being situated in an arid area, has extremely

limited water resources. Settlements in the area are therefore extremely dependent

on the extraction of groundwater for various uses. Although water resources in the

area are supplemented by Sedibeng Water, the exponential growth in the area,

especially around Kathu, has necessitated the close monitoring and protection of

underground water resources” (SDF 2010, 11).

The municipality has various acquiters such as the Khai Appel, Sishen and Kathu

aquifers. Sedibeng water prov ides clean/drinkable water to the residents of

Gamagara Local Municipality.

Water quality: Water quality is tested monthly. Chemical and bacteriological tests are

conducted and the results indicated an average healthy drinking water. The status of

our water quality is 40% blue drop and 83% green drop.

2.3.4 Biodiversity

96.9% of the area remains natural, while the remaining 3.1% covers an area where no

natural habitat remains.

2.3.4.1. Biomes

There is one biome covering the whole Gamagara municipal area, which is the

Savannah biome. The Savannah biome is famous for its wild animals hence the large

game reserves like the Kgalagadi Transfronteir Park. The Savanna biome is the centre

of wildlife tourism and meat production (game, cattle and goats) in South Africa,

which can be utilised to grow the local economy.

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2.3.4.2. Vegetation type

The municipal area is covered by seven vegetation types namely;

Vegetation type Size

Gordonia Duneveld 0.12% of municipality

Kathu Bushveld 60.18% of municipality

Koranna-Langeberg Mountain Bushveld 1.66% of municipality

Kuruman Mountain Bushveld 6.09% of municipality

Kuruman Thornveld 17.2% of municipality

Olifantshoek Plains Thornveld 14.66% of municipality

Southern Kalahari Salt Pans 0.09% of municipality

Threatened terrestrial ecosystems

Critically endangered None

Endangered None

Vulnerable None

2.3.5 Heritage and assets

Camel-thorn tree/ Kathu forest

The Gamagara municipal area owns an endemic camel-thorn tree forest, which

enjoys a National Heritage status. The tree gave Kathu its name; the “town under the

trees”. The Kathu forest situated north of the town of Kathu has been declared a

protected woodland in terms of section 12(1) (c) of the National Forests Act (1998) by

the Minister of Agriculture, Forestry and Fisheries. This was confirmed in the

Government gazette dated 10 July 2009. The Kathu Forest is a unique woodland of

exceptionally large camel thorn trees (Acacia erioloba). The woodland of

approximately 4000 hectares is one of only two such woodlands in the world. The

Kathu forest was registered as a national heritage site in 1995. The farms and portions

that make up the forest are currently privately owned.

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2.3.6 Environmental threats

The natural environment is confronted by various challenges. I t is important for these

challenges to be known, avoided or mitigated, so that the future generations can

also enjoy what nature has given the residents of Gamagara municipal area. The

environmental challenges are:

• unsustainable consumption and use of natural environment,

• uncontrolled development and expansion of the town of Kathu

• negative impact of mining on the ground water (either contamination or

depletion due to dewatering)

• diminishing ecological footprint in the area

• The state of air quality in the area which may diminish due continuous emissions

from both mining machinery and processes to the atmosphere.

2.4 Demographic Profile

2.4.1 Population

Statistics of South Africa Community survey 2016 indicates that Gamagara

Municipality has a total population of 53 656 as compared to 41,617 in 2011. Thus

translating to a population increase of 33.4% (12,039 indiv iduals) from 2011 to 2016.

Population is growing at a rate of 6.68% per year. Population density (people per

square kilometre) increased from 8.9 to 15.9. The Gamagara Municipality has a high

urbanisation rate of 97.6%, which is significantly higher than that of the District (24.9%).

Gamagara Municipality composition is characterised by African, Coloured, Whites

and Indian or Asian people. Population is comprised of 48, 6% African, 32, 6%

Coloured, 18% Whites and 0, 82 % Indian/Asian. Gender ratio was recorded at

120,1:100 male to females and mean age was 27 years as captured in census

2011(Statssa, 2011). The literacy level is low and only 24, 9 % have gone through matric

and 3, 6% has through higher education.

The most significant portion of Gamagara’s population is resident in Kathu (27.7% or

11,511 indiv iduals), followed by Sesheng (26.5% or 11,033 indiv iduals), Olifantshoek

(24.6% or 10,235 indiv iduals), and Dibeng (18.9% or 7,848 indiv iduals). Another 2.4%

(991 indiv iduals) of the Municipality’s population is resident in the Gamagara Non-

Urban (NU)8 area.

In terms of population growth, all the main places experienced a positive growth from

2001 to 2011 except the Gamagara NU mail place. Sesheng and Dibeng experienced

the most significant growth rate of 125.7% and 95.9% respectively. In terms of numbers,

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the main place that experienced the most significant growth is Sishen (6,144

indiv iduals) and Kathu (5,232 indiv iduals). The Gamagara NU area covers 89.6% of the

Gamagara Municipality’s total geographical area. The second largest geographical

area and largest urban area is Sishen, which covers 6.9% of the Municipality.

Graph 1: Population by race

Dependency ratio was 50.9% in 2001 and has now decreased to 39% in 2011. This can

be attributed to more people being economically active.

2.4.2 Age Distribution

Graph 2: Population pyramid

26062

17510

439

9644

0

5000

10000

15000

20000

25000

30000

African Coloured Indian or

Asian

White

Population by race

Population by race

4000 3000 2000 1000 0 1000 2000 3000

0-14

35-64

20 - 24

30 - 34

40 - 44

50 - 54

60 - 64

70 - 74

80 - 84

Population pyramid

Female

Male

21 | P a g e : D R A F T I D P 2 0 1 7 - 2 0 2 2

2.5 Basic services

The constitution of South Africa mandates local government to make sure that people

have access to basic serv ices; such as access to proper sanitation, clean/drinkable

water, energy and waste removal.

According to StatSA, 2011 Gamagara Municipality achieved to prov ide basic services

at:

• 99% households have access to water at RDP or above RDP level,

• 87,9% households have access to electricity at or above RDP level

• 91,5% households have access to sanitation at or above RDP level

• 100% households receive refuse removal services

There is however, backlogs that could not be officially verified due the dynamics and

movements of people who settle illegally on land. These illegal land grab impact

negatively on service delivery of Water and Sanitation, Electricity and Refuse Removal

in the following areas such as Dibeng, Olifantshoek and Sesheng.

The municipality prides itself in prov iding a higher level of serv ice in almost all the

formalised areas. Both Kathu and Sesheng have underground electricity, water and

sanitation yard connections. This has been extended to other areas like Olifantshoek

and Dibeng. For the past seven years, since 2009 the Municipal Infrastructure Grant

(MIG) has been spent in only these two towns as part of addressing the skewed

development practices of the past and to prov ide a decent standard of leaving to

our communities. These projects led to the whole of old Ditloung and Dibeng

townships being connected to the sewer network.

Despite these strides, more still need to be done as there is in-migration into these

areas and all surveyed stands (3500) have been illegally occupied and needs

serv ices. Councillors as well as the new ward committees will have to assist the

administration in ensuring that proper allocations are done as some people have

taken three to four stands, especially in Dibeng.

Projects are underway to capacitate electricity in Olifantshoek, which is municipal

supplied and Dibeng which is supplied by Eskom. Due to the growth experienced in

all the towns, a need exist to upgrade all bulk serv ices (Water reservoirs, electricity

substations, wastewater treatment works)

Some serv ices, to be specific, the high voltage electricity maintenance in Kathu is still

performed by the mine though there is no existing contract. Engagements are

however underway to formalise the arrangement.

22 | P a g e : D R A F T I D P 2 0 1 7 - 2 0 2 2

2.5.1 Land

The municipality does not have serviced land available currently due to illegal land

grab but the municipality is in a process of negotiating with the mine for small piece

of land. The only land that was available was recently sold on tender. Some land in

Babatas, Dibeng town, Bestwood and Kathu farm owned by CPA and private

developers.

2.5.2 Housing

The Municipality has an approved Revised Integrated Human Settlement Sector Plan.

The Plan indicates that housing needs in Gamagara has grown exponentially in a

period of ten years (in between 2001 and 2011 census years). The in-migration has

prompted a growth 211% of in number of households. There were 833 informal

households in Gamagara which constituted 15,7% of the total number of households

and the 2011 census found that there was an increase of 1757 households leading to

the total number of the informal households to 2 590 which constitute 24,4% of the

total households in Gamagara. The Gamagara Integrated Human Settlement Sector

Plan (GIHSSP) indicates that 98% of the informal settlements were found to be in the

urban areas. Farm land housing need was recorded as 24 households (Gamagara

Integrated Human Settlement Sector Plan: 2014).

The GIHSSP indicates further that 9,5% of the total households are backyard shacks

which grew by 797% in the past ten years and 13,9% of the total households are stand-

alone shacks which depicts 124% growth in the past ten years. I t further reveals that

there are households that stays in caravans or tents which constitute 0,6% of the total

households and indicates a growth of 136% during the past ten years.

Approximately 76% of households resident in the Gamagara Municipality are resident

in adequate housing. Although the number of households resident in adequate

housing increased 80% from 2001 to 2011 (translating to 3,568 households), the portion

of households resident in adequate housing decreased from 84% to 76% of

Gamagara’s total households. In 2001 16% of Gamagara’s households were resident

in inadequate housing which increased to 24% in 2011. Although informal dwellings in

in an informal/squatter settlement represent the most significant portion of the

inadequate housing (14% of Gamagara’s households), informal backyard dwellings

(representing 9% of Gamagara’s households) grew from 112 in 2001 to 1,005 in 2011

(797%).

The Integrated Human Settlement Sector Plan has identified a housing backlog to be

at 2 590 houses. The municipality has planned to fast track the institutional housing

development in all areas of the municipality to deal with the housing backlog.

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Graph 3: Main dwelling type

The majority of people residing in the municipal area are renting those properties,

followed by those that have fully paid their properties. The opportunity is characterised

by the migrant labour system and few industrial development around Kathu. Also

considering the property prices which are very high due to high economic boom in

the area, most people cannot afford to buy houses in Kathu. There appears to be a

huge market for rental properties in the Gamagara Local Municipality

Graph 4: Tenure status

0

1000

2000

3000

4000

5000

6000

Rented Owned but not

yet paid offOccupied rent-

freeOwned and

fully paid offOther

Tenure status

Tenure status

24 | P a g e : D R A F T I D P 2 0 1 7 - 2 0 2 2

2.6 Municipal institutional development and transformation

2.6.1 Municipal management and operational systems

The Gamagara Local municipality has a political and administrative component and

below is a brief description of the two components that sees to the delivery of services

for those residing in the municipal area.

2.6.1.1. Political composition

Gamagara Local Municipality has Municipal Council of thirteen (13) Councillors.

There seven (7) Ward Councillors and six Proportianal Representative Councillors. ANC

is the ruling party with seven (7) Councillors of which four (4) are Ward Councillors and

three are Proportional Representatives. DA has five (5) Councillors of which three (3)

are Ward Councillors and two (2) are Proportional Representative Councillors. There

is one(1) EFF Councillor who is a Proportional Representative. The Gamagara

Municipal Council is led by Cllr. Dineo P. Moyo as the Mayor.

CLLR: DP MOYO

HON. MAYOR

ANC

Cllr. A Booysen

Ward 2: Dibeng

ANC

Cllr. B. Lekgadi

Ward 4: O’hoek

ANC

ANC

Cllr. H Du Plessies

Ward 1: Kathu

(DA)

DA

Cllr. M. Orpen

Ward 3: O’hoek

ANC

Cllr: N. Magagane

Ward 5: Mapoteng

ANC

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Ward Councillors

Ward Councillor Portfolio Political party Gender

1 Cllr. H. du Plesis Ward 1 Councilor and Member

of Technical Serv ices Committee

DA Female

2 Cllr. A. Booysen Ward 2 Councilor and

Chairperson of MPAC

ANC Male

3 Cllr. M. Orpen Ward 3 Councilor and

Chairperson of Development

and Planning Committee

ANC Female

4 Cllr. B. Lekgadi Ward 4 Councilor and

Chairperson of Finance

Committee

ANC Male

Cllr. S Moreeng

Ward 7: Babatas

DA

Cllr. J Esau

PR Cllr

DA

Cllr. C Joseph

Ward 6: Kathu

DA Cllr. E Hantise

PR Cllr

ANC

Cllr. F Nqume

PR Cllr.

ANC

Cllr. A Morwe

PR Cllr.

DA

Cllr. M Skeman

PR. Cllr

EFF

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5 Cllr. N. Magagane Ward 5 Councilor and

Chairperson of Corporate

Serv ices Committee

ANC Male

6 Cllr. C. Joseph Ward 6 Councilor and Member

of Technical Serv ices Committee

DA Female

7 Cllr. S. Moreeng Ward 7 Councilor and Member

of Corporate Serv ices

Committee

DA Male

Proportional Representation Councillors

Councillor Portfolio Political party Gender

Cllr. F. Nqume Chairperson of Technical

Serv ices Committee

ANC Male

Cllr. D.P Moyo Mayor and member of Finance

Committee

ANC Female

Cllr. O.E Hantise Member of Corporate Serv ices

Committee

ANC Male

Cllr. J. Esau Member of Development and

Planning Committee

DA Male

Cllr. A. Morwe Chairperson of Corporate

Serv ices Committee

DA Female

Cllr. M. Skeiman Member of Community Serv ices

Committee

EFF Female

The core mandate of the Council is focused on the five themes listed below:

• Accountability, Oversight and Scrutiny

• Strengthen Capacity of the Council

• Public Participation to safeguard the local democratic processes

• Monitoring and Evaluation

• Sound Financial Management

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• Legislative functions also include the approval of By-laws, policies, budget, the

Integrated Development Plan, tariffs, rates, taxes and service charges. Council

further considers reports received from the Mayor, focuses on public

participation related to Council matters through discussions, stimulates debate

in multi-party portfolio committees, ensures community and stakeholder

participation as well as playing an oversight role of the on the Executive.

The system of delegations guides committees in terms of the role of oversight they play

within the Legislature. Councilors also physically v isit sites where projects, especially

serv ice delivery projects are implemented, so as to fulfil the oversight role that they

play.

Section 79 Portfolio Committees perform an oversight role by monitoring the delivery

and outputs of the Executive. These committees do not have any delegated decision-

making powers.

Functions include:

• Reviewing, monitoring and evaluating departmental policies;

• Reviewing and monitoring of plans and budgets;

• Considering quarterly and annual departmental reports;

• Examining the link between the strategy, plans and budgets of the

Municipality; and

• Holding the political Executive accountable for performance against policies

and the Municipality’s priorities.

Standing Committees have been established to deal with Council related matters.

These committees have decision-making powers and are chaired by Councilors, with

the exception of the Audit Committee which is chaired by an independent person.

This is in line with the prescriptions of the Municipal Finance Management Act

(MFMA).This chapter prov ides the situational analysis of the current trends and

conditions found in the municipality.

2.6.1.3 Administration

In terms of part 7 section 82 of the Municipal Structures Act 117 of 1998 as amended

the Municipality must appoint the Municipal Manager who shall be the head of

administration and therefore the Accounting Officer. The Municipal Manager shall be

required to uphold the prescripts of section 55 of the Municipal Systems Act, 32 of 2000

as amended. Some of which includes Municipal Council’s policy directives to form

and develop an efficient, economical, effective and accountable administration

within the confines of all legislation and policies pertaining to Local Government.

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Considering the size and intense nature of certain functions of the municipality, some

of the functions may be provided on a shared based arrangements. Serv ices like the

Internal Audit, Risk Management and appointment and management of the Audit

Committe may be renderd as shared serv ices with the John Taolo Gaetsewe District

Municipality.

All Directors are required to sign an annual performance contract linked to the IDP

and SDBIP as approved by Council and the Mayor respectively. Currently there is no

vacancy at the management level.

The municipality has appointed all senior managers or managers reporting to the

Municipal Manager. The munnicipality is composed of five (5) functional departments

to assist the municipal manager to achieve the object of Local Government as

prescribed in the Constitution.

Senior Management

The top organisational structure of the municipality is as follows:

Office of the Municipal Manager

Ensures the effective and efficient functionality of the municipality.

Technical Services

This department’s core function is to ensure that basic services are delivered to the

communities of Gamagara and to ensure infrastructure investment, development

and maintenance in the municipal area.

Corporate Services Department

I t is however important to highlight a few of the factors influencing the situation. The

municipality implemented its Task Job Evaluation System in March 2015. This situation

resulted in a re-evaluation of posts and had a negative impact in the financials of the

municipality as employees had to be back paid and a number of posts were

Municipal Manager

Mr. T.C. Itumeleng

Director :Technical Services

Mr. K. Ositang

Director: Financial Services

Mr.M. Grond

Director: Corporate Services

Mr. L. Seetile

Director: Community Services

Mrs. R. Sebogodi

Director: Strategic Services

Mr. K. Leserwane

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upgraded based on the T-Scale adjustment leading to high salaries. The salary budget

is now standing at R143 million. Due to revenue collection not being fully effective,

most of the posts, especially at junior levels are vacant and this impact negatively on

serv ice delivery in general.

Community Services

Despite challenges of understaffing, especially at the traffic section, the department

is doing its best to deliver on all its functions. Most of our towns are kept clean, using

mostly EPWP workers and other projects. Past projects to clean the townships of

rubbish dumps were successful, however residents have redone them thus undoing

the good work done by the department to prov ide a healthy and clean environment,

which is a mandate of local government as per the constitution of the Republic of

South Africa.

The department’s two main challenges are the landfill site in Dibeng, which

accommodates refuse from Kathu, Sesheng, Dingleton and Dibeng itself.

With increased volume of waste due to the population growth in the municipality, and

given that refuse has to be transported to a site 28 km away, this service has become

extremely expensive to the municipality.

This situation calls for a need for a comprehensive and affordable plan for waste

management in the municipality.

Strategic Services

This department was established late by the municipality and as such is still in its

insipient stage. The department has however been empowered with the filling of its

critical posts, e.g. town planning which was previously outsourced.

The department has been doing its best to resuscitate collapsed Local Economic

Development (LED) projects.

The Spatial Planning and Land Use Management Act (SPLUMA) which came into

operation in the beginning of July 2015 requires a lot of resources to be channelled

into the department for its proper implementation, however this has not been the

case due to the financial situation of the municipality.

The department is expected to start mobilizing all available sources of funds to

improve the local economy focusing especially on the support of SMME’s.

Financial Service Department

The department is responsible for ensuring sound financial management and making

sure that the municipality complies with the Municipal Finance Management Act.

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2.6.1.4 Complaints management systems

Municipality has two systems of managing complaints. There is a call centre and

customer care services. The call centre uses the remote complaint management

system where residents can phone in to complain or raise matters of concern to them.

The customer care services is for residents who came to the municipality to complaints

or raise concerns.

2.6.1.5 Fraud prevention plan

The whole management team is responsible for ensure that Fraud is curbed. Customer

Care Centre is been installed to assist the municipality with reporting any instances of

corruption or fraud.

2.6.1.6 Stakeholders mobilisation

The municipality has through its IDP/Budget Process Plan, illustrates how it intends to

engage with the different stakeholders. The municipality has been able to mobilise its

stakeholders in the compilation of the IDP, though it should be recorded that sector

departments are not active enough.

The municipality has a plan to increase the stakeholder participation by establishing

strategic sector stakeholder forums .e.g. Developer’s Forum, LED Forum, Chamber of

Commerce. The municipality has approved the communication strategy at a council

meeting held on 26th February 2015.

2.6.2 Institutional development and transformation

2.6.2.1 Human Capital

Gamagara, is guided by the recruitment and Selection Policy to fill the positions. The

Development of Human Resource Development Strategy has been considered as a

comprehensive plan that will ensure that human resources are aligned to

organizational plans and operational needs.

GRAPHICAL ILLUSTRATION OF THE STAFF ESTABLISHMENT AND VACANCIES

The municipality has a staff component of 359 people.

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2.6.2.2 Skills development

The municipality complies with the Skills Development Act (1998) by submitting its

Workplace Skills Plan and training report annually to LGSETA. This allows the

municipality to identify skills gaps and plan training interventions to help capacitate

0

50

100

150

200

250

300

Infrastructure andServices

Finance Corporate Services CommunityServices

Development andTown Planning

Office of theMunicipal Manager

Human Capital

Total budgeted posts Filled positions Vacant posts

32 | P a g e : D R A F T I D P 2 0 1 7 - 2 0 2 2

its workforce. The skills development plan is been rev iewed annually and each

employee must submit its personal development plan to be incorporated in the WSP.

2.6.2.3 Performance Management System

The MSA (2000) section 38 states that “a municipality must establish a performance

management system that is: commensurate with its resources, best suited to its

circumstances and in line with the priorities, objectives, indicators and targets

contained in its integrated development plan”. Performance management system

is important, as it allows the municipality to measure its performance and identifies its

performance shortcomings. When performance management system is properly and

fully implemented it can improve the overall performance of the municipality.

The municipality has only been able to implement performance management system

for the municipal manager and the directors. They have signed performance

agreements and scorecards. The municipality has appointed a Performance

Management System Officer to make sure that PMS is executed in a more effective

and satisfactory manner. The municipality will cascade the performance

management system to lower level employees and to give effect to the approval of

the Performance Management Plan.

2.6.2.4 Information technology

Currently there is no internal capacity to do ICT work; the municipality is using an

external serv ice provider, to do this function on behalf of the municipality. The

municipality has appointed an ICT person, but it is still not sufficient and intends to fill

other critical posts in the new financial year as reflected in the reviewed

organizational structure.

2.6.2.5 Human resources policies

The municipality has developed the following human resources policies to create the

necessary environment for fair and sound labour practices. Below is a list of the

policies and plans (and its current status) that the municipality has approved to guide

it in treating its workforce fair and consistently. All the policies below were reviewed

and workshop on 13th – 15th March 2017.

Policy name

Training and Development

Leave policy

Employment Equity

Sexual Harassment

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Substance and Traveling

Essential Serv ices

Disciplinary codes and Procedures

Human Resource and development

Grievance procedures

Job evaluation

Code of conduct for employees

Affirmative action

Delegations authorization

HIV/AIDS Policy

Employment Equity

Skills development

Remuneration Scales and allowances

Smoking policy

Uniforms and protective clothing

Resettlement

Payroll deductions

Information technology

Occupational health and safety

Exit Management policy

Official transport to attend funerals

Organizational rights Agreements

Special skills

Employee assistance and wellness

Official working hours and overtime

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Work organization

Official Housing

Official journeys

Performance Management Policy

Communications Policy

2.7. Local Economic Development

2.7.1 Socio-Economic Indicators

2.7.1.1 Official Employment Status

The majority of employed people in the municipal jurisdiction are male, while female

are the most unemployed and discouraged work-seekers.

Females also constitute a large number of those that are not economically active.

This analysis indicates that most of the job creation initiatives should be targeted at

females.

Graph 5: Gender based employment status

0

2000

4000

6000

8000

10000

12000

Employed Unemployed Discouraged

work-seekerOther not

economically

active

Not applicable

Male

Female

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Statssa (2011) indicates that 17,7% of the population of Gamagara were not

employed and 65% of those constitute youth.

Graph 6: Employment status

2.7.1.2 Education levels

Education is often a means to expand the range of career options a person may

choose from and influence a person’s income and ability to meet their basic needs.

Education levels and income levels thus become important indicators of human

development. From the table below it is clear that there is a high number of people

who has a secondary school education, followed by those who have matric. The

number of those with no schooling has increased from the 2007 survey to 2011. The

implication of the level of education indicate the the type of job opportunities that

can be accessed by the local communities.

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Graph 7: Highest education level

2.7.1.3 Income levels

“Income variable is one of the variables that measure indiv idual and household

welfare. I t is an important variable that assists in generating indicators relating to

poverty and development. Statistics on income levels also facilitate planning and

resources allocation” (Stats SA, Roambi).

The majority of people in the Gamagara municipal area have no monthly income, so

the developmental initiatives should try and improve these people’s lives.

0 2000 4000 6000 8000 10000 12000 14000 16000

No schooling

primary

secondary

Grade 12 /matric

Higher Education

Highest education level

Highest education level

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Graph 8: Individual monthly income

2.7.2 Economic indicators

Gamagara Local Municipality has become a significant player in the Northern Cape

Province and an important contributor to South Africa’s mining sector, and

international mining value chain. Thus making it a centre of concentration on the

development for providing relevant and up to date infrastructure to accommodate

such development. The municipality will benefit from infrastructure investments which

will drive and initiatives that have to characterize the town’s economic development

trajectory. The municipality has identify the economic pull and push factors, such as

education and training, research, entrepreneurship, community image and the arts.

Gamagara has planned to develop into a commercial and industrial town over and

above the mining economic spin-offs. I t has a potential to develop into an industrial

city by 2030 and a manufacturing city by 2060. The Northern Cape-Saldanah Bay

railway line as a national development corridor also present the municipaliy with the

opportunity to economically growth. Exploiting the benefits and spinoffs that could

be derived from the N14 road to Namibia could also contribute to the growth of the

municipal economy.

0 4000 8000 12000 16000

No income

R 1 - R 400

R 401 - R 800

R 801 - R 1 600

R 1 601 - R 3 200

R 3 201 - R 6 400

R 6 401 - R 12 800

R 12 801 - R 25 600

R 25 601 - R 51 200

R 51 201 - R 102 400

R 102 401 - R 204 800

R 204 801 or more

Unspecified

Not applicable

Individual monthly income

Individual monthly income

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2.7.2.1 Sectors

43% of the employed people are employed in the formal sector while 5% are those in

the informal sector. The importance of the informal sector in the local economy is

recognised, as it gives those who are not skilled an opportunity to create livelihoods

for themselves and their families. 5% are employed in private house, which means,

they work as gardeners, as housekeepers or child minders.

Graph 9: Sectors of employment

2.7.2.2 Tourism and SMMEs:

The following tourist attraction points exist namely, the mines, Kathu archeologically

complex consist of three heritage sites in and around the town of Kathu, which

includes the Kathu town lands, Kathu pan and the Best wood pan. The municipality

identified the need to draw on its heritage resources to generate jobs and alternate

economic streams for the socio- economic development of the communities it serves

and aligning it with other tourism opportunities. Focus has also been put on indigenous

knowledge as a possible tourist attracting activity. The Langeberg Hills has a potential

of being a tourist attraction based on its rich history. With assistance from the Mines

SLP programmes, SMME development programmes are derived over and above the

municipal initiative of SMME integration programme which consider the importance

of government and the mines procurement processes.

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2.7.2.3 Job creation initiatives

Prospects for economic growth and development within our Municipal area for the

short term and long term will focus on Textile Manufacturing, retail, solar energy

initiatives, the Kathu Supplier Park, Heritage & Tourism. In the development of the LED

value chain programme, which aims at developing a system that will promote

creating value in the production, distribution, after use of a service or a product.

The Kathu pan which is a heritage site and have attracted archaeologist from abroad

who are busy doing research on the artefacts found in this Municipal area – these

heritage site will make the Tourism sector to grow and also the upgrading of the Khai-

appel Resort will make an impact. Wholesale is expanding at a very high speed in

the area which will also create jobs, including the two Solar parks, namely Reisa and

Sishen Solar currently in operations and have already created significant amount of

jobs. Newly establsihed Solar plant named Kathu solar are currently under

construction and also contribute in the creation of jobs. The municipality aims to

diversify the job market. The municipality aims to increase job opportunities through

municipal procurement system including infrastructure development programme.

2.7.2.4 LED

Local Economic Development will include all the initiatives of job creation, tourism

and development of SMMEs. The main aim of LED in Gamagara is to play crucial role

in the planning of the town, so as to influence promotion of LED in the areas of

development. I t is thus seen as the major stakeholder in the town development

planning. I t startegically aims to influence policy and infrasturcture planning and

implementation. I t identifies development linkages in the town planning and

infrastucture planning and implementation. I t also intends to develop econommic

value chain in the municipal procurement system and influence the mines

procurement system to consider local economic transformation. I t has thus moved

away from the normative project based planning to strategic planning initiatives

which will identify bottlenecks in the development of local economic transformation

and devise means to unlock and untie such bottlenecks and to identify economic

developemtn potentials in and around the munnicipality especially regional

integration of Gamagara into the provincial and national economic systems.

2.8 Financial Plan

2.8.1 Municipal financial viability

Financial planning and v iability is determined mostly ability of the municipality to

identify sources of revenue and development of effective and efficient revenue

collection mechanism. This mechanism should be rev iewed every quarter of the year

to determine its effectiveness. The revenue collection and the expenditure patterns

40 | P a g e : D R A F T I D P 2 0 1 7 - 2 0 2 2

would then determine the financial v iability of the municipality. By 2016/17 mid-year

budget and performance rev iew, it was estimated that revenue collection was at

50%, which is cause for concern. The expenditure patterns were also spiking from

expectation form time to time due to rising needs from the community. Our

expenditure drivers over the years has been salaries, development of new

infrastructure and maintenance of old infrastructure. I t was also discovered that the

municipal tariffs were not cost based.

Reliance on property rates from the mines caused a dip in revenue as it was

discovered that valuation of the mines were not correctly done thus affected

municipal revenue. This has called the municipality to shift its planning from its previous

approaches to a new planning trajectory of risk and need based planning. The

municipality aims to source development funding from different stakeholders like

government grants, development agencies, mines and look for investment to

enhance the financial situation. The municipality further aims to establish Public-

Private Partnerships to promote development which will in turn generate funds for the

municipalities.

2.8.1.1 Auditor General’s finding

As required by section 188 of the Constitution of the Republic of South Africa, 1996

(Act No. 108 of 1996) and, section 4 of the Public Audit Act of South Africa, 2004 (Act

No. 25 of 2004) (PAA), the responsibility of the Auditor General is to express an opinion

on the municipality`s financial statements based on conducting an audit in

accordance with International Standards on Auditing.

The municipality received an unqualified audit opinion for the 2015/16 financial year.

The reason for the unqualified audit opinion was because of the execution of the

action plan by addressing all issues and queries raised by the Auditor General the

prev ious financial year.

The AG’s audit opinion for the last 3 years has been as follows:

2013/14 2014/15 2015/16

Qualified Qualified Unqualified

2.8.2 Financial management system

The municipality has set up a sound financial management system by drafting and

ensuring that Council approved financial management policies and procedures to

ensure uniformity and compliance to sound financial management. The following

table indicate the policies and procedure in place at the municipality. The following

policies was reviewed during the 2017/2018 financial year:

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Policy name

Review of Credit Control and Debt Collection Policy

Asset Management , Infrastructure Investment and Funding Policy

Budget Adjustment Policy

Supply Chain Management Policy

Budget and Virement policy

Cash Management and Investment Policy

Tarrif Policy

Financial Modeling and Scenario Planning policy

Property Rates Policy

Internal Audit and Risk Management function are prov ided as shared serv ices and

are overseen by the Audit and Performance Committee which sits regularly.

2.8.3 Operating Revenue Framework

For Gamagara Local Municipality to continue improving the quality of services provided to its

citizens it needs to generate the required revenue. In these tough economic times strong

revenue management is fundamental to the financial sustainabi lity of every municipality. The

reality is that we are faced with development backlogs and poverty. The expenditure required

to address these challenges will inevitably always exceed available funding; hence difficult

choices have to be made in relation to tariff increases and balancing expenditures against

realistically anticipated revenues.

The municipality’s revenue strategy is built around the following key components:

• National Treasury’s guidelines and macroeconomic policy;

• Growth in the municipality and continued economic development;

• Efficient revenue management, which aims to ensure a 95 per cent annual collection

rate for property rates and other key service charges;

• Electricity tariff increases as approved by the National Electricity Regulator of South

Africa (NERSA);

• Achievement of full cost recovery of specific user charges especially in relation to

trading services;

• Determining the tariff escalation rate by establishing/calculating the revenue

requirement of each service;

• The municipality’s Property Rates Policy approved in terms of the Municipal Property

Rates Act, 2004 (Act 6 of 2004) (MPRA) as amended;

• Increase ability to extend new services and recover costs;

• The municipality’s Indigent Policy and rendering of free basic services ; and

• Tariff policies of the municipality.

The following table is a summary of the 2017/18 MTREF (classified by main revenue source):

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Table 1 Summary of revenue classified by main revenue source (Preceding Figures)

Description Ref 2013/14 2014/15 2015/16 Current Year 2016/17

R thousand 1 Audited

Outcome Audited

Outcome Audited

Outcome Original Budget

Adjusted Budget

Full Year Forecast

Pre-audit

outcome

Revenue By Source

Property rates 2 23,623

390,936

415,584

281,254

53,486

53,486

53,486

Property rates - penalties & collection

charges – – – – – –

–

Serv ice charges - electricity revenue 2 111,303

121,717

123,347

173,705

173,705

173,705

173,705

Serv ice charges - water revenue 2 47,252

61,704

5,086

80,776

80,776

80,776

80,776

Serv ice charges - sanitation revenue 2 37,393

16,900

17,568

24,435

24,435

24,435

24,435

Serv ice charges - refuse revenue 2 13,700

15,834

18,300

27,126

27,126

27,126

27,126

Serv ice charges - other 0

50,438

12,014 – – –

–

Rental of facilities and equipment 630

254

349

730

730

730

730

Interest earned - ex ternal investments 446

1,120

266

450

450

450

450

Interest earned - outstanding debtors – – – – – –

Div idends received – – – – – –

Fines 775

363

683

607

607

607

607

Licences and permits 1,055

830

538

500

500

500

500

Agency services 2,476

2,473

2,598

2,456

2,456

2,456

2,456

Transfers recognised - operational

28,993

25,913

26,991

28,792

21,893

21,893

21,893

Other rev enue 2 5,979

2,623 –

3,260

22,078

22,078

22,078

Gains on disposal of PPE

1,979

1,979

1,979

Total Revenue (excluding capital transfers and contributions)

273,626

691,105

623,325

624,091

410,220

410,220

410,220

2.8.4 Operating Expenditure Framework

The municipality’s expenditure framework for the 2017/18 budget and MTREF is informed by

the following:

• The asset renewal strategy and the repairs and maintenance plan;

• Balanced budget constraint (operating expenditure should not exceed operating

revenue) unless there are existing uncommitted cash-backed reserves to fund any

deficit;

• Funding of the budget over the medium-term as informed by Section 18 and 19 of the

MFMA;

• Operational gains and efficiencies will be directed to funding the capital budget and

other core services; and

• Strict adherence to the principle of no project plan no budget . If there is no business

plan no funding allocation can be made.

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Table 2 Summary of operating expenditure by type (MTREF figures)

The budgeted allocation for employee related costs for the 2017/18 financial year totals R136

million, which equals 29 per cent of the total operating expenditure.

SALGA and Trade Unions (IMATU and SAMWU) in implementing The Salary and Wage

Collective Agreement for the period 1 July 2017 agreed to a 6,6 percent increase, which has

been factored in the increase of salaries.

The gazette for 2015 on the Remuneration of Public Office Bearers Act, 1998 (Act 20 of 1998)

which will indicate the actual costs to budget for the remuneration of councilors is still to be

released. The most recent proclamation of 5 percent in this regard has been taken into

account in compiling the Municipality’s final budget.

The provision of debt impairment was determined based on an annual collection rate of 95

per cent and the Debt Write-off Policy of the Municipality. For the 2017/18 financial year this

amount equates to R13 million. While this expenditure is considered to be a non-cash flow

item, it informed the total cost associated with rendering the services of the municipality, as

well as the municipality’s realistically anticipated revenues.

Provision for depreciation and asset impairment has been informed by the Municipality’s Asset

Management Policy. Depreciation is widely considered a proxy for the measurement of the

rate asset consumption. Budget appropriations in this regard total R61 million for the 2017/18

financial year and equates to 31 per cent of the total operating expenditure.

Finance charges consist primarily of the repayment of interest on long-term borrowing (cost of

capital). Finance charges make up 0.65 per cent or (R3 million) of operating expenditure

excluding annual redemption for 2016/17.

Bulk purchases amounts to 120 million or 26 per cent of the total operating expenditure and

are directly informed by the purchase of Electricity from Eskom and water from Sedibeng

Water. The annual price increases have been factored into the budget appropriations and

directly inform the revenue provisions. The expenditures include distribution losses.

Other materials and expenditure comprises of amongst others the purchase of fuel, diesel,

materials for maintenance, cleaning materials and chemicals. Other expenditure comprises

of various line items relating to the daily operations of the municipality. In line with the

Municipality’s repairs and maintenance plan this group of expenditure has been prioritized to

ensure sustainability of the Municipality’s infrastructure.

Figure 1 Main operational expenditure categories for the 2017/18 financial year

Description Ref 2013/14 2014/15 2015/16

R thousand 1Audited

Outcome

Audited

Outcome

Audited

Outcome

Original

Budget

Adjusted

Budget

Full Year

Forecast

Pre-audit

outcome

Budget Year

2017/18

Budget Year

+1 2018/19

Budget Year

+2 2019/20

2017/18 Medium Term Revenue &

Expenditure FrameworkCurrent Year 2016/17

Expenditure By Type

Employ ee related costs 2 – – – – – – – 136,477 152,297 169,818

Remuneration of councillors 4,449 4,747 5,061

Debt impairment 3 13,000 13,741 14,510

Depreciation & asset impairment 2 – – – – – – – 61,503 65,008 68,649

Finance charges 3,055 3,229 3,409

Bulk purchases 2 – – – – – – – 120,105 126,951 134,060

Other materials 8 10,839 11,454 12,099

Contracted serv ices – – – – – – – 42,304 44,795 47,295

Transfers and subsidies – – – – – – – – – –

Other ex penditure 4, 5 – – – – – – – 75,505 81,550 86,008

Loss on disposal of PPE

Total Expenditure – – – – – – – 467,237 503,774 540,909

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2.8.5 Capital expenditure

For 2017/18 an amount of R168 million has been appropriated for the development of

infrastructure which represents 81 per cent of the total capital budget. Community Services is

the second biggest capital appropriation with an allocation of R23 million followed by

Strategic Services with an allocation of R8 million. Please refer to table A5 and supporting table

SA36 on the detail of the capital budget.

2.9 Good governance and public participation

2.9.1 Democratic governance

In order to make sure that the IDP becomes a principal strategic document of the

municipality, the IDP Steering Committee and IDP Representative Forum also exists

and sits on a quarterly basis. IDP Imbizos are called regularly to ensure that community

needs are captured and prioritised in the IDP.

2.9.2 Communication

The municipality has an approved communication policy which guides and informs

how the municipality informs its residents on all municipal related issues. The strategy

seeks to encourage community members to actively participate in the affairs of the

municipality.

2.9.3 Governance structures

Audit Committees

Municipal Financial Management Act (MFMA) section 166 requires each municipality

to have an audit committee. The municipality does not have its own audit committee

and is thus sharing the serv ice with the John Taolo Gaetsewe District Municipality. The

audit committee is an independent advisory body which advises the municipal

council, the political office-bearers, the accounting officer and the management

staff of the municipality, on various matters.

Oversight Committees

The main purpose of the Municipal Public Accounts Committee (MPAC) is to exercise

oversight over the executive functionaries of council and to ensure good governance

in the municipality. This will include oversight over municipal entities. The MPAC has

been established and it is functional. MPAC is functional at the municipality ev en it

has challenges of sitting regularly as required.

Ward committee system

Five ward committees were establishment and are all in operation. There is, however,

a challenge regarding proper functioning of some ward committees due some

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members of some ward committees are not active, but the municipality intends to fill

vacant posts as soon as possible. The remaining members in these committees

continue with their normal functions.

Council Committees

The Gamagara Local Municipal Council was made up of 13 elected Councillors who

are sitting and chairing different Council Committees, namely:- Corporate Services

Portfolio Committee, Public Participation Infrastructure and Serv ice Delivery Portfolio

Committee, Community Serv ices Portfolio Committee, Technical Serv ices Portfolio

Committee, Finance Serv ices Portfolio Committee

The Gamagara Local Municipality is a plenary type of council consisting of 13

councillors, of which 7 Councillors were Ward Councillors and the other 6 Councillors

were Proportional Representatives. There is a good working relationship between

Mayor, Councillors’ and the Administration.

The main role of the municipal Council is to exercise legislative and executive authority

and to play an oversight role and make sure that public participation occurs. The

municipal Council consists of ten councillors. The Councillors chairs various

committees within the municipality such as: Corporate Services, Community Services

and Financial Serv ices, Public participation and Infrastructure services and Technical

Serv ices.

Chapter 3

ENVIRONMENTAL SCANNING

3.1 POLITICAL ENVIRONMENT

POLITICAL DYNAMICS

The 3rd August 2016 local government election brought a change in Gamagara Local

Municipality, in form and also in geo-political structures. Gamagara local municipality

used be comprised of 5 wards and has grown to a 7 ward municipality. The change

increased the number of Councillors generally from 10 to 13. The representation has

increased as political parties also diversity grew as political ideologies and

approaches contrasted more. Before Local Government Elections, the ANC was

represented by six (6) Councillors, DA was represented by three (3) Councillors and

COPE was represented by one (1) Councillors and there were 5 wards. The current set

up of Council is comprised for seven (7) Councillors from ANC, five (5) Councillors from

DA and one (1) Councillor from EFF. The Municipality is still ANC led. This politically

dynamics signalled some political change from the community expression during the

elections. I t is anticipated that it will breed more stability from the part of the

community.

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Understanding that the municipality is ANC-led, the provincial, regional and national

conference of the ANC leading to the ANC policy conference and then the ANC

national leadership election, these political developments could bring instability to its

structures which could affect the municipality and the rest of the country. Other

political parties might be going through the same process in preparation for the

national election in 2019, the build-up could affect the posture of the municipality and

also the country. Presence of the EFF and its strategies, which proved to be different

from the usual political approaches to development in the country and their coalition

with the DA could also turn the political arena in another direction that it would have

taken. The general relationship between and amongst political parties could sway the

manner in which this municipality has been doing its business which could be positive

or negative.

National legislations, Policies and Strategies

Strategic route that national government took to liberalise markets in an endeavour

to attract foreign investment, had culminated in introducing stiff competition

between the local emerging and the international markets. This has seen lot of local

businesses perishing and sprawling of conglomerations of business by foreign

businesses (e.g. Mass Mart). These led to in formalisation of businesses into tuck shops

and unregistered small businesses that causes a challenge to control. Most of these

tuckshop, are foreign owned and foodstuff they are selling cannot be authenticated

all the times as there is a shortage of Env ironmental Health Practitioners. Tuck shops

are not registered as businesses, which lead to loss tax revenue to the country.

Some legislations in the country like the Refugee Act, 1998 (Act, no 130 of 1998)

confers refugees rights similar to those of all South Africans as in section 27. Not

reasoning against the rights but control of influx is tasked to the Home Affairs

Department. Considering that the uncontrolled influx affects planning and distribution

of resources at Gamagara Local Municipality. There is a sprawl of tuck shops which

pose a challenge to control. From the public health point of v iew, the owners of the

tuck shops are not hygienic as they do not understand South African health

regulations and it is not easy to control them.

The International treaties like an American law called African Growth and Opportunity

Act, 2000 as amended in 2016, which fostered trade between SADC and America.

This agreement brought a tough time to the South African Chicken market which led

to closure of many chicken breeding companies and massive retrenchments. This

phenomenon was also observed with textile trade with China which brought cheap

fabric material which made it difficult for the local markets to compete, thus killing the

textile industry in the country.

Serv ice planning and provision at the local community level is not coordinated thus

pushing for more disintegrated approach. Prov incial, district and local departments’

set-up are not congruent and is difficult to coordinate as each plan indiv idually and

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implement their plan separately e.g. Public Works will determine their delivery plan

and implement to meet their mandate, similarly Agriculture Department will do so

separately, etc. and most cases their plans are not in line with the IDP. Integration of

serv ices from these institutions is very difficult in that their priorities are determined

differently.

3.2 ECONOMIC ENVIRONMENT

National Economic Policy

The space of national economic policy is facilitated from the macro, micro economic

policies and the economic modelling. There are about nine (9) Strategic Integrated

Projects (SIPs). The only registered SIP relevant to our district and municipality is the

Saldanah-Northern Cape Development Corridor.

Inflation

The March 2017 core inflation rate was 5, 50% with consumer price increase of 6.1%

year on year comparisons. Factors of inflation discussed below took cognisance that

the municipality is experiencing unemployment rate of 33, 7% and dependency rate

of 58, 1%.

Effects of inflation on distribution: Inflation has the effect of redistributing income

because prices of all factors do not in the same proportion. Change in the value of

money also result in the redistribution of wealth, partly because during inflation there

is no uniform rise in prices and partly because debts are expressed in terms of

money. Rural areas are mostly affected by inflation because income is largely

dependent on wage earners and the most hit will be the unemployed which

constitute 33, 7% of the productive section of the populace of Gamagara. The poor

tends to spend more when buying commodities thus decreasing access to basic

serv ices and commodities. Inflation is a kind of hidden tad, highly harmful to the

poorer sections of society. Thus, poor become poorer

Effects of inflation on wage earners: Wage earners generally suffer during inflation,

despite the fact that they obtain a wage rise to counter the rise in the cost of

liv ing. However, wages do not rise as much as the rise in price of those commodities

which the workers consume. Further, wages are allowed to rise much later than the

rise in prices. Thus, there is a lag between the two, which works to the disadvantage

of the worker. Considering that Gamagara has dependency rate of 58, 1%, most

sector of the population will be negatively by inflation.

Effects of inflation on middle class and salaried persons: The hardest hit are the

persons who receive fixed income, usually called the middle class. Persons who live

on past sav ings, fixed interest or rent, pensions, salaries etc., suffer during periods or

rising price as their incomes remain fixed. The middle class who by hard work take care of children's education, livelihood in the times of sickness and old age and

accommodate day to day expenses find it difficult to surv ive the times of serious

inflation. This translates to 58,1 % of the populace depend on them one way or the

other.

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Effects of inflation on Farmers: The price of farm products goes up faster than

costs. Costs lag behind prices of product received by the farmers. Considering that

agricultural activ ities in Gamagara is stock farming which means maintenance of

stock ranging from water, medicines and fodder purchases will affect these farmers,

transporting of stock to stock auctions usually travelling more than 40km to the

auction.

Effects of inflation on the entrepreneurs: When prices rise, producers, traders,

speculators and entrepreneurs gain on account of windfall profits because prices rise

at a faster rate than the cost of production. Besides, there is time-lag between the

price rise and the increase in cost. Moreover producers gain because the prices of

their stock go up due to inflation. Also they generally being borrowers of money for

business purpose, stand to gain.

Effects of inflation on Investors: Different kinds of investors are affected differently by

inflation. Investors may withdraw their investing and thus causing more job losses and

increasing the rate of unemployment.

Effects of inflation on public morale: inflation result in arbitrary redistribution of wealth

favouring businessmen and debts, and hurting consumers, creditors, petty shop-

keepers, small investors and fixed income earners. This lowers the public morale. The

ethical standards and the public morale falls to miserably low levels during the period

of hyper-inflation.

Effects of inflation on Gamagara: South Africa adopted a mixed economy system; the

public sector is affected by fluctuations in price level. As prices rise, the municipality

has to spend more on goods and serv ices, including raw materials, for carrying

through their projects. Estimates are revised and taxes are raised during the period of

inflation. This hamper serv ice delivery as the money budgeted for serv ices and

projects experience budgetary variance and fail to prov ide some of the services

especially the infrastructure projects.

Global business climate also contribute towards economic situation at Gamagara.

I ssues like global recession affect the economy of the municipality in that most of the

minerals produced in the region are sold to international markets e.g. China, Russia,

India, America, etc. and uncertainty on their economic v iability, determines flow of

the market.

3.3 LOCAL SITUATION

The drop in the commodity demand and prices affect most Manganese Ore and Iron

Ore mines. These mines are the surrounding Gamagara and they contribute largely

to the economy of the town. The contribution come in a form of rates and taxes from

employees that they build houses for in the municipal area, bulk serv ices charges for

development in the area, they support the growth of local business. When the mines

are not performing well, that has ripple effect on the municipal economy. When they

retrench, the municipality become a loser in the whole equation. The mines around

the municipality retrenched more than 4 000 people which create a burden of

people who cannot pay for services and closure of some key businesses in the area.

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3.4 Social Environment

Perception of the communities about the municipality determines their participation

in municipal activ ities. Paying of services is one fundamental matter that relates more

to community perception and attitudes. Demographic changes affect the societal

environment in that they bring new societal culture which will remain dynamic and in

constant change. Societal ownership of municipal activ ities and assets is very critical

in proper functioning of the municipality.

Level of literacy and employment rate also affect the functioning of the municipality.

The employment rate will only grow once the skills level improves. Currently the neighbouring mines require a minimum of grade 10 to be employed. This create a

barrier to the employment of those that do not have grade 10 to be absorbed in the

labour market thus increase the unemployment rate and the dependency rate in the

municipality and ultimately payment of services will also suffer. The situation will affect

the confidence level of the community if the municipality cannot afford to provide

some of the serv ices that communities are used to.

Literacy level also determines the general improvement of lifestyle of people.

Understanding that 63% of the Gamagara population are in production age group,

and only 8,4% are skilled and only 20% have completed matric, the situation affect

the municipal financial situation as 58,1% of these people are depending on 21,29%

employed and government grants, this means that the number of indigents increases

and less generation of revenue for the municipality. Further to the dependency is the

ratio is the 42, 7% households are headed by females and 0, 8 households are headed

by children.

Health status of the population also contributes a burden to the municipal functioning

as most of the time families lose bread winners and increase the level of poverty

amongst these families.

3.5 Technological Environment

Rapid development of technology affects the functioning of the municipality. The

advent of mobile communication and other communication technology brings

positive spin off if used and regulated properly. The use of social networks brings both

negative and positive development in the municipal functioning. Key factor with

technology in the municipality is communication and census 2011 indicates that 25,

63% of the population owns cell phones, 21, 57% owns television, 19, 38% own radio,

3, 85% own computer and 6, 33% have access to the internet. An average of 12, 75%

of the populace have access to communication in the municipality.

Access refers to availability of communication infrastructure, however usage of such

infrastructure is hampered by the cost of enabling tools like expensive data and high

cost of airtime. Availability of selling points of these tools i.e. airtime and data, poses

another challenge in areas that are less developed like the newly established

community of Babatas. The introduction of the pay TV channel multichoice has

improved access of information to those who can afford. In all instances the poor are

left lagging behind.

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4 RISK ANALYSIS AND MANAGEMENT

Considering that Gamagara Local Municipality operates in risk laden environment, it

has from time to time, assess the risks that may affects its operations to obtain its set

objectives. The following risk factors were identified during the strategic planning

session.

LIMITED WATER SOURCES AND RESOURCES

Gamagara Local Municipality is reliant on Sedibeng Water and Kumba Mine for water

supply. Sedibeng Water has been having some challenges in prov iding water

consistently to areas that are 100% reliant to its supply like in Olifantshoek. When

Sedibeng Water fails to supply, community of Olifantshoek stay without water until

such time that Sedibeng Water is capable of supplying water again. This is due to lack

of secondary water sources in the Olifantshoek area. At the same failure of Sedibeng

water to supply water, Kathu suffers low pressure water provision and a drop in water

levels in the dams. In Kathu, however, Kumba mine is augmenting water supply. The

challenge with Kumba supply is that Kumba cannot be drawn into a contract for

consistent water supply as they can guarantee consistent supply. This put the

municipality at bigger risk of consistent provision of water should Sedibeng Water and

Kumba fail to supply.

Mapoteng and Dibeng Communities are supplied from boreholes. Mapoteng is

however supplied from Sedibeng Water, Kumba Mine and Khai Appel boreholes. The

water from the Khai Appel sources has limited capacity as it only prov ide a certain

section of Mapoteng. Dibeng community is solely reliant on ground water supply. The

growth of the community threatens the potential and capacity of the aquifers. The

yield capacity of the aquifers has reached capacity as the recharge amount has

decreased. Lack of alternative source of water may hamper the growth and

development of the town.

All areas in Gamagara has limited water storage facilities to cater for the growth of

the towns. The minimum requirements for water storage should at least be able to

supply water after 48hours (to the community) of any breakdown or maintenance of

water source or water supply infrastructure. The Olifantshoek reservoir is not complaint

to the norm due to the rapid growth of the population in the area. The municipality is

currently building a second reservoir to ensure that water supply could be at least 72

hours to cater for future growth of the town. Kathu reservoirs are currently at 48hours

supply, however due to sharing with Mapoteng, the capacity is under immense

pressure. The supply from Khai Appel is not stored as it supplied directly into the

network due to lack of storage facilities. Dibeng water storage is not complaint to the

48 hours supply norm, the rapid growth in the area has also put pressure on the storage

facilities.

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• CONTROLS IN PLACE

There are three water sources in Gamagara. Sedibeng Water supply water to

Olifantshoek and Kathu and Dibeng and portion of Mapoteng are supplied from

boreholes.

There is a water reservoir being built in Olifantshoek to address the storage issue.

• MITIGATING MEASURES

Investigate the aquifers ability to supply more water in Khai Appel and develop more

boreholes to increase supply to Mapoteng

Construct the two reservoirs and elevated towers as planned in Kathu during the 5

year IDP programme.

Negotiate with Department of Water and Sanitation to divert the Sedibeng Water

pipeline to reach Dibeng Community so as to prov ide secondary source of water to

the Dibeng community.

INADEQUATE REVENUE COLLECTION MEASURES

The municipality was using an external financial management system which

presented the municipality with myriad of problems. These were revealed in the mid-

year budget assessment report. These include faulty billing and slow production of bills

due to regular attack by malware. This resulted in late billing and also billing R4 million

short, by billing R15 million instead of R19 million. The system led to serious revenue loss

to the municipality and dissatisfaction of the community.

Inconsistent and inefficient implementation of Council approved policies i.e. Credit

Control Policy led to failing revenue collection measures. It was also realised that there

is no by-laws that deals with credit control, and that coupled with community

education programmes that will raise awareness on the obligation to pay for services

consumed. Poor contract management is at the centre of inability to collect revenue,

the municipality fails to recognise that relationship between the consumers of services

and the municipality is a legal contract that binds the municipality to prov ide services

and the consumer to pay for such serv ices thus the municipality has the right to cut

prov ision of services that are not paid for.

• CONTROLS IN PLACE

The municipality has Council approved Credit Control and Debt Collection Policies.

The municipality has the revenue enhancement strategy in place.

• MITIGATION MEASURES

Develop and implement by-laws on revenue collection and debt collection. Develop

public awareness programme that will raise awareness to the community on the

importance, the right of the municipality to collect revenue for services provided etc.

Induct all employees on the policies and how to implement these policies especially

to those entrusted with revenue collection and debt collection. Manage contracts

related to financial management system to ensure efficiency, skill transfer from service

providers and ensure effectiveness of the system in meeting municipal objectives.

Develop and monitor performance management system for service providers.

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LIMITED SERVICES INFRASTRUCTURE

Section 4 (2) (d) (f) and (g) of the Municipal Systems Act, 2000 (Act, no.32 of 2000)

bind the municipality to prov ide services in an equitable manner. I t is further

understood that these services should be provided within the financial capability of

the municipality. Prov ision of services is directly linked to infrastructure both bulk and

reticulation infrastructure. An infrastructure assessment revealed that water,

electricity, waste water and solid waste bulk (storage) infrastructures were running at

maximum capacity. The state of infrastructure dictates that no further development

can take place as there will be no provision of services for such development.

• CONTROLS IN PLACE

The designs for infrastructure is in place, money to construct is not available.

• MITIGATION MEASURES

Source funds to construct infrastructure. Establish a committee to identify funding

agencies and apply for funds for development.

NO OF MATERIAL STORES

Most of the serv ices infrastructure is old and need constant repairs. The turn-around

time to repair of infrastructure in need of repair is too long due to lack of material

stores. I t also affect the response to community complaints that take too long to be

responded to. This tend to affect the integrity and reputation of the municipality.

Materials are acquired through the lengthy process of SCM and on the need basis

which is Adhoc.

• CONTROLS IN PLACE

There is a building at Technical Serv ices Workshop that can be revamped into material

stores.

• MITIGATION MEASURES

Revamp the building at Technical Workshop and turn it into Material Stores.

POOR COMPLAINT MANAGEMENT SYSTEM

There are two systems of dealing with complaints from the community. There is a call

centre and customer care serv ices. The two systems are not integrated nor working

together, thus allowing incoherent approach to complaint management. This lead to

matters taking too long to be resolved or attended to.

• CONTROLS IN PLACE

There is a call centre and customer care unit.

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• MITIGATION MEASURES

Integrate the two available services and ensure that they are managed from the

department

INADEQUATE IT SECURITY SYSTEM Municipality does not have any on-site and off-site IT back-up system. Should the

building burn or the server be affected by malware, the municipality might lose the

most valuable information.

• CONTROLS IN PLACE There are no controls in place

• MITIGATION MEASURES

Install the on-site back up system and acquire the services of off-site back-up system

A CULTURE OF NON-REPORTING The municipality is experiencing a culture of not reporting at all levels of the

municipality. Employees and management are keen to do the work but fails to report,

as such funds have been withheld or suspended because of this culture. The

municipality is rated low by stakeholders due to critical information of the

achievement of the municipality not being recorded. This is a reputational risk to the

municipality and may affect future funding to the municipality by funding institutions.

• CONTROLS IN PLACE

There are policies in place that could be used to ensure that the culture is eradicated

• MITIGATION MEASURES

Improve staff morale by implementing the Employee Wellness Programme

Improve institutional responsiveness to service delivery

Implement the organisational policies

UNAVAILABILITY OF LAND FOR DEVELOPMENT

Most land parcels belong to private persons and companies

Unaffordable land parcels for business development especially for the prev iously

disadvantaged individuals

Land disposal policy does not promote SMME development

• CONTROLS IN PLACE

There are no controls

• MITIGATION MEASURES

Allocate land for SMME development and make it available through various means,

i.e. lease or rental;

Make special provisions for SMME development in the land disposal policy;

54 | P a g e : D R A F T I D P 2 0 1 7 - 2 0 2 2

5 SWOT ANALYSIS

Strengths

High potential for economic growth:

• The municipality is at the centre of all economic activ ities around the mining

industry in the region. The industrial area growth and development is very

phenomenal as many small industries and big industry come to the area so as

to serve the mining needs in the area.

• Small businesses have the potential to grow and serve the improving

commercial and mining economic set-up. These businesses they either

prov ide mines with equipment or the sub-contract to big contractors in the

mine.

High tourism potential:

• Gamagara has a vast number of heritage sites that still need to be exploited.

These include religious monuments and heritage site, the oasis of the Kalahari,

the caves, etc.

Political maturity and stability

• Co-operation between political parties in delivering services is a progressive

one

• Ward Committees are functional and meeting their obligations as required

• There is strong political leadership and support to the municipal functioning

Weaknesses

Infrastructure:

• Inadequate infrastructure to cater for the rapid development in the

municipality

• Ageing infrastructure

Ineffective internal systems and controls:

• Communicating available systems and controls to junior officials is lacking

and leading to some of the crucial tasks not being performed accordingly

e.g. delegation of power

• Culture of non-payment is prevalent in the municipality because credit

control policy is not fully implemented.

• The municipality does not have a culture of retaining skilled personnel due to

inconsistent implementation of policies or lack of induction of new

employees;

• Lack of by-laws to guide and enforce compliance e.g. credit control

55 | P a g e : D R A F T I D P 2 0 1 7 - 2 0 2 2

Threats

• National and international economic trends may destabilise the municipality

to achieve its goals

• Retrenchments from the mines may affect the municipal revenue

• Influx of job seekers in the area is causing infrastructure system failure as they

overload the system

Opportunities

Developmental potential

• Integration of stakeholder contribution to the development of the

municipality is possible e.g. sector departments, mining industry, commercial

industry, agricultural industry and tourism industry.

• There is a potential to acquire more land for development

• Improve infrastructure and create jobs

Internal systems could be improved

• Can improve on the credit control system to encourage culture of payment

for services and increase municipal revenue.

• Improve customer care and uphold to the Batho Pele Principle

• Enhance the LED and Tourism markets by disseminating the LED and Tourism

strategy to members of the community using various methods of awareness.

6 VISION

BUILD PROSPEROUS AND SUSTAINABLE COMMUNITIES

7 MISSION

▪ Providing universal access to basic services

▪ Attain safe and healthy environment

▪ Strengthening stakeholders relations

▪ Promoting active citizenry in Local Government affairs

▪ Providing sustainable services to our communities

▪ Being developmental focus institution

▪ Promote social and economic development.

56 | P a g e : D R A F T I D P 2 0 1 7 - 2 0 2 2

8 VALUES

As stipulated in section 195 of the Constitution:

▪ Transparency

▪ Accountability

▪ Integrity

▪ Responsiveness

▪ Accessibility

▪ Professionalism

▪ Ethical

9 Strategic Goals

9.1 Objectives

Six overarching objectives were identified as aligned to the six KPA’s. The municipality

was still operating within its mandate and its strategic direction but there were some

areas that were impeding it from functioning optimally and those were lack of

integrated approach to serv ice planning, delivery and evaluation. Sector

departments and other stakeholders did not know the better procedure to work with

the municipality and they contributed to activ ities that were not part of the IDP thus

raising discontent from other sectors of the community and causing incoherent

approach to service delivery. Municipality’s internal systems were also found to be

inadequate to facilitate coordination of serv ices and general internal management

systems were not adequate.

In addressing the challenges noted above, the municipality has developed different

intervention strategies, which include increasing the capacity of the services

infrastructure in the entire municipal area, spatial integration, strengthening principles

of good governance, and establishment of a development committee that will focus

on developing funding models for different IDP projects and find funds for such

projects. The committee will be established from the management echelons of the

municipality. The committee shall also advice management on projects readiness

and prepare systems for implementation.

Considering the Kathu do not have distinguishable CBD and what is considered to be

the CBD is undergoing a state of decay, the municipal want to embark on the urban

renewal project of the Kameeldoring and Shoprite area. This will include identification

of urban spaces that are badly utilised and change them into useable spaces. This

will include restructuring some of the town set-up.

57 | P a g e : D R A F T I D P 2 0 1 7 - 2 0 2 2

Municipality intends to facilitate the establishment of the Kathu Supplier Park, which

will bring diversity into the municipal economy. The park is intended to bring in non-

mining manufacturing activ ities and other activities.

The Olifantshoek CBD is not attractive in terms of its state of decay and the general

use of space. The town is the prime spot of development and attraction of investors,

however that is hampered by the arrangement and use of space. Municipality aims

to do an urban renewal project of the Olifantshoek CBD to restructure the

arrangement and use of space, greening of the CBD and positioning of commercial

buildings. The purpose of the project is to ignite the investor confidence and job

creation in the area. As an extension of the project, municipality aims to facilitate the

building of a textile factory which will produce Personal Protective Equipments,

Uniform for different sectors of the economy and schools to designer clothing for retail

shops. I t is envisaged that this will stimulate other development opportunities like

shopping mall, etc.

The following strategic objectives were identified as the main vehicles towards

“building prosperous and sustainable communities”. Strategic objectives are

programmatised into Key Focus Areas which will direct actions/activities and projects

towards achieving the strategic objectives and ultimately the v ision.

STRATEGIC OBJECTIVE 1:

Improve life for all through sustainable infrastructure investment and development:

o KEY FOCUS AREA :Provision of Planning and Development Services

This Key Focus Area aims at improving the spatial dimension of the municipality. I t is

envisaged that through progressive land use planning, economic development could

be unlocked and stimulated through spatial locations of activ ities and amenities.

Spatial planning and land use planning build a resounding relationship between

human settlement, transportation, environmental resilience, economic development

and human development, poverty alleviation and reduction of unemployment rate.

Gamagara is spatially disintegrated and dislodged the poor from economic

development due to poor spatial planning. Communities of Dibeng, Olifantshoek and

Mapoteng are not connected to any v iable economic environment, further to that

there public transport in the municipal area. This Key Focus Area aims to bring spatial

change through the development of Integrated Urban Development Framework

which would guide the Urban Regeneration programme of Kathu and Olifantshoek

as key programmes of integration and development. Infrastructure was found to be

main source of development arrest in Gamagara. Disintegrated approach to

infrastructure planning led to poor planning, implementation and serv ice delivery.

58 | P a g e : D R A F T I D P 2 0 1 7 - 2 0 2 2

Kathu as the main economic centre, is alienating the poor by its land prices w hich are

so steep that only the rich can afford to purchase land in the area. Due to rapid

growth in the municipality, flaunting of the Scheme Regulations and the National

Building Regulation and Building Standards Act, 1977 (Act, no.103 of 1997).

OPERATIONAL OBJECTIVE START DATE END DATE PROPOSED

BUDGET

FUNDING

SOURCE

Human Settlement Planning and

Development

July 2017 January 2018 R0 Internal

serv ices

Conducting Land Audit and

Development of the Spatial

Development Framework

October 2017 September 2018 R 3 000 000 Internal funds

Development of the

Environmental Management

Framework

October 2017 September 2018 R 1 500 000 Internal Funds

Development of the

Environmental Resources

Management Plan

October 2017 September 2018 R

1 500 000.

00

Donor to be

established

Development of the Integrated

Urban Development Strategy

(Urban Renewal Plan, Small Town

Regeneration Strategy, etc.)

July 2018 June 2019 R 3 000 000.

00

Donor to be

established

Development of Integrated

Transport Plan

July 2017 June 2018 R0

Development of Public Transport

Plan

July 2018 June 2019 R0

Industrial Development Strategy October 2018 June 2019 R 1 500 000.

00

Donor to be

established

Development of the Integrated

Infrastructure Development and

Management Plan

July 2018 June 2019 R 3 500 000.

00

Donor to be

established

Urban regeneration of

Olifantshoek and Kathu

October 2019 June 2022 Budget to

be

established

by

integrated

Donor to be

established

59 | P a g e : D R A F T I D P 2 0 1 7 - 2 0 2 2

Urban

Developm

ent

Strategy

Land Use Management and

Building Control

Continuous Continuous

o KEY FOCUS AREA : Provision of Basic Services

▪ Water Provision Services

Gamagara Local Municipality is known for service excellence as most of the area are

prov ided with high level of services. Communities are prov ided with household

connections instead of RDP standard of communal taps. The major challenge is that

there is no bulk water supply for future development, all the bulk water storage

facilities at full capacity. Water sources were found not be enough as the municipality

is relying mostly on Sedibeng Water and Sishen Mine. Sishen Mine has not committed

to consistent water supply as they can guarantee such supply. Dibeng is entirely

dependent on underground water, which is finite and has recorded reduced yielding

capacity over the years.

OPERATIONAL OBJECTIVE START DATE END DATE PROPOSED

BUDGET

FUNDING

SOURCE

Identify and develop new water

sources to increase water

sources and capacity

July 2017 January 2018 R 1 200 000.

00

Internal funds

Divert Sedibeng Water Pipeline

to go through Dibeng

July 2017

Increase the bulk facilities to

cater for future development in

the municipal area (storage and

supply)

October 2018 September

2022

To be

informed by

the

Infrastructure

Development

Plan

Donor (s) to be

established

Improve water prov ision

infrastructure by consistent

maintenance (Water

On going On going To be

determined

by the

Infrastructure

Internal Funds

60 | P a g e : D R A F T I D P 2 0 1 7 - 2 0 2 2

infrastructure maintenance

plan)

Development

Plan

Reduce access to water

backlog by 90% in the 5 year

period

April 2018 June 2022 To be

informed by

the

Infrastructure

Development

plan

Donor (s) to be

established

Meet the Department of Water

and Sanitation requirements for

resources and staff compliments

in the Water Serv ices Division

July 2018 On-going Internal funds

Reach the blue drop status On-going June 2020 To be

informed by

the

Infrastructure

Development

plan

Combination of

funds i.e.

internal and

grants

▪ Sewerage Management Services

Gamagara Local Municipality is known for service excellence as most of the area are

prov ided with high level of services. The major challenge is that there is no bulk waste

water treatment facilities for future development.

OPERATIONAL OBJECTIVE START DATE END DATE PROPOSED

BUDGET

FUNDING

SOURCE

Upgrade all the sewage

treatment plant

On-going On-going To be

informed by

the

Infrastructure

Development

Plan

Internal funds

Increase the bulk sewerage

facilities to cater for future

development in the municipal

area (pipeline and treatment

works)

October 2018 September

2022

To be

informed by

the

Infrastructure

Donor (s) to be

established

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Development

Plan

Improve sewerage

infrastructure by consistent

maintenance (Sewerage

Infrastructure maintenance

plan)

On going On going To be

determined

by the

Infrastructure

Development

Plan

Internal Funds

Reduce access to sanitation

backlog by 90% in the 5 year

period

April 2018 June 2022 To be

informed by

the

Infrastructure

Development

plan

Donor (s) to be

established

Meet the Department of Water

and Sanitation requirements for

resources and staff

compliments in the Sanitation

Serv ices Division

July 2018 On-going Internal funds

Reach the green drop status On-going June 2020 To be

informed by

the

Infrastructure

Development

plan

Combination

of funds i.e.

internal and

grants

▪ Electricity Provision Services

The major challenge is that there is no enough bulk electricity supply for future

development.

OPERATIONAL OBJECTIVE START DATE END DATE PROPOSED

BUDGET

FUNDING

SOURCE

Upgrade all the electricity

facilities

On-going On-going To be

informed by

the

Infrastructure

Development

Plan

Internal funds

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Increase the bulk Infrastructure

to cater for future development

in the municipal area

October 2018 September

2022

To be

informed by

the

Infrastructure

Development

Plan

Donor (s) to be

established

Improve electrification

infrastructure by consistent

maintenance

(Electricity infrastructure

maintenance plan)

On going On going To be

determined

by the

Infrastructure

Development

Plan

Internal Funds

Reduce access to sanitation

backlog by 90% in the 5 year

period

April 2018 June 2022 To be

informed by

the

Infrastructure

Development

plan

Donor (s) to be

established

STRATEGIC OBJECTIVE 2:

To ensure the financial sustainability of the municipality is in order and to adhere

to statutory requirements

▪ KEY FOCUS AREA: Budgeting and Funding

Budgeting is fundamental planning tool which assist the municipality to understand its

development funding capabilties. I t is thus essential to prioritise budget in the

planning, implementation, monitoring and control phases of development in the

municipality. Compliance to MSCOA relies much on correct budgeting, i.e.

projectising of votes and activities. Propoer funding of development acitivities.

OPERATIONAL OBJECTIVE START DATE END DATE PROPOSED

BUDGET

FUNDING

SOURCE

Effective and efficent

management of the budget to

comply with MSCOA

July 2017 On-going Opex

Implement project based

budgeting and funding

July 2017 On-going Opex

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Distribute monthly budget

figures to all the Director for their

expenditure planning and

control

On going On going Opex

▪ KEY FOCUS AREA: Capital Expenditure

The municipality relies on its capital expenditure for development and building

serv ices infrastructure. Properly managed infrastructure expenditure will lead to

improved service delivery.

OPERATIONAL

OBJECTIVE

START DATE END DATE PROPOSED

BUDGET

FUNDING

SOURCE

Improve capital

expenditure processes

July 2017 On-going Opex

▪ KEY FOCUS AREA: Operational Expenditure and Cost Management

Municipality requires efficient use of resources and cost implications should be based

on sensible to their cost implications to the municipality and serv ice delivery.

OPERATIONAL

OBJECTIVE

START DATE END DATE PROPOSED

BUDGET

FUNDING

SOURCE

Improve management

systems and processes of

expenditure and cost

management

July 2017 On-going Opex

▪ KEY FOCUS AREA: Revenue Management

Revenue is the cornerstone of development of the municipality. Revenue collection

was found to be a challenge at Gamagara Local Municipality, which is also linked to

faulty billing system. Strenghthening of revenue collection will assist the municipality to

plan and provide quality services to the communnity.

OPERATIONAL

OBJECTIVE

START DATE END DATE PROPOSED

BUDGET

FUNDING

SOURCE

Improve the billing system On-going On-going

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Improve the revenue

collection methods

July 2017 On-going Opex

Implement the revenue

collection and credit

control policy

July 2017 On-going Opex

Improve the indigent

register

On going On going Opex

▪ KEY FOCUS AREA: Supply Chain Management

Supply chain management is the at the core of development in the municipality.

Efficient and effective supply chain management forms a strategic tool for economic

transformation of the municipality and its residents. I t is the main tool to facilitate

enterprise development. Timeous processing of procurement development

infrastructure become fundamental in improved service delivery.

OPERATIONAL

OBJECTIVE

START DATE END DATE PROPOSED

BUDGET

FUNDING

SOURCE

Improve the SCM

processes

July 2017 On-going Opex

Fast-track enterprise

development through

SCM processes

July 2017 On-going Opex

Review the SCM policies

to integrate LED aspects

in it.

July 2017 January 2018 Opex

▪ KEY FOCUS AREA: Asset Management

There has been an improvement on the management of assets, however lack of

proper system of recording and managing asset create a challenge. Lack of

integrative sytem that links activ ities at Infrastructure and serv ices department,

compromises proper management of assets.

OPERATIONAL

OBJECTIVE

START DATE END DATE PROPOSED

BUDGET

FUNDING

SOURCE

Improve management of

assets

July 2017 On-going Opex

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▪ KEY FOCUS AREA: Financial Reporting

Financial reporting is not only a legislative requirement but also a measure to financial

performance of the municipality. Reporting in general was found to be a challenge,

improving on it, will assit the municipality to be complaint.

OPERATIONAL

OBJECTIVE

START DATE END DATE PROPOSED

BUDGET

FUNDING

SOURCE

Improve financial

reporting

July 2017 On-going Opex

STRATEGIC OBJECTIVE 3:

To promote good governance through enhanced stakeholder participation

▪ KEY FOCUS AREA: Institutional Development (Governance Systems,

Policies, By-Laws and Procedures)

At the core of municipal functions, is good governance is fundamental in creating a

conducive environment for systematic approach to serv ice delivery. Good

Governance prov ide clarity on the relationship between different spheres of

government and between the municipality and the community. These provide for

structured engagement within the municipality and with the community.

OPERATIONAL OBJECTIVE START DATE END DATE PROPOSED

BUDGET

FUNDING

SOURCE

Develop governance

systems:

Improve the Document

Management System

On-going On-going Internal funds

Coordinate and manage

processes for the

development of

organisational policies

On-going On-going Opex

Coordinate and manage

processes for the

development of municipal

by-laws

On going On going R 1 200 000.

00

Opex

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Coordinate and manage

processes for the

development of municipal

standard operating

procedures

On-going On-going Opex

▪ KEY FOCUS AREA: Strengthened Stakeholder Participation

Community participation is the cornerstone of development. It is a prescribed activity

that will assist inclusive planning. Participation of different stakeholders has been a

challenge throughout the planning stage of the municipal development agenda. The

purpose is to improve the municipal stakeholder engagement strategies.

OPERATIONAL OBJECTIVE START DATE END DATE PROPOSED

BUDGET

FUNDING

SOURCE

Develop stakeholder

database

On-going On-going

Establish sector

committees

On-going On-going

Build ward committee

capacity

On going On going R 1 200 000.

00

Opex

Improve Councillor

Community feedback

mechanisms

On-going On-going Opex

Improve the Mayoral

Imbizos

Improve the Mayoral

Outreach Programmes

▪ KEY FOCUS AREA: Risk Management and Internal Auditing

Internal Auditing and risk management are mandatory fuctions of local government.

They play a fumndamental role in the strategic planning as they inform the planning

of the municipality. The municipality was prov iding these serv ices through shared

serv ices, which did not yield the expected results due to the remoteness of the

serv ices. The audit committee did not sit in the last financial year, which compromised

the risk status of the municipality.

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OPERATIONAL OBJECTIVE START DATE END DATE PROPOSED

BUDGET

FUNDING

SOURCE

Appoint the Risk

Management Committee

July 2017 September

2017

Internal funds

Appoint the Audit

Committee

July 2017 September

2017

Internal funds

Establish the Internal Audit

Unit

July 2017 June 2018 Internal funds

Establish the Risk

Management Unit

July 2017 June 2018 Internal funds

Review the Risk

Management Strategy

January 2019 May 2019 Opex

Review the Risk

Management Framework

January 2019 May 2019 Opex

Review the Risk

Management Policy

January 2019 May 2019 Opex

▪ KEY FOCUS AREA: Performance Management

OPERATIONAL OBJECTIVE START DATE END DATE PROPOSED

BUDGET

FUNDING

SOURCE

Establish a Performance

Management Committee

July 2017 September

2017

Internal funds

Build capacity in the

Performance

Management Unit

July 2017 June 2018

Develop performance

contracts for all staff

member from Task 10 to

HOD’s

July 2017 On-going

Review the Performance

Management Strategy

July 2017 September

2017

Review the Performance

Management Framework

January 2019 May 2019

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Review the Performance

Management Policy

January 2019 May 2019

▪ KEY FOCUS AREA: Intergovernmental Relations

OPERATIONAL OBJECTIVE START DATE END DATE PROPOSED

BUDGET

FUNDING

SOURCE

Compile IGR reports On-going On-going

Establish framework for IGR July 2017 June 2018

Participate in IGR

meetings aand related

engagements

July 2017 On-going

▪ KEY FOCUS AREA: IT and Communication

OPERATIONAL OBJECTIVE START DATE END DATE PROPOSED

BUDGET

FUNDING

SOURCE

Re-establish the IT Steering

Committee

July 2017 September

2017

Build capacity in the IT

Management Unit

July 2017 June 2018 Internal

Funds

Develop an intranet

system

July 2017 June 2018 Internal

Funds

Develop a municipal

controlled website

July 2017 June 2018 Internal

Funds

Establish off-site and on-

site IT back-up facility

July 2017 June 2018 Internal

Funds

Review the IT Security and

Management Policies

January 2019 May 2019

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STRATEGIC OBJECTIVE 4:

To prov ide for an effective and efficient resources by aligning our institutional

arrangements to our overall strategy in order to deliver quality services

▪ KEY FOCUS AREA: Organisational Structure

OPERATIONAL OBJECTIVE START DATE END DATE PROPOSED

BUDGET

FUNDING

SOURCE

Develop organisational

structure that is aligned to

the IDP

July 2017 June 2018

Fund the organisational

structure

July 2017 June 2018 Internal

Funds

Develop and distribute

Job description to all

employees

July 2017 June 2018 Internal

Funds

▪ KEY FOCUS AREA: Human Capital and Skills Development

OPERATIONAL OBJECTIVE START DATE END DATE PROPOSED

BUDGET

FUNDING

SOURCE

Conduct employee age

analysis to determine the

number of employees

going on pension, to

prepare for financial

planning

July 2017 On-going

Conduct job-task analysis

to determine proper

placement of employees

July 2017 Update

annually

Internal

Funds

Conduct skill analysis to

determine training needs

of employees

July 2017 Annually

Review the employee

wellness programme

On-going Review

annually

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Develop employee

development programme

July 2017 Review

annually

Internal funds

▪ KEY FOCUS AREA: Customer Care

OPERATIONAL OBJECTIVE START DATE END DATE PROPOSED

BUDGET

FUNDING

SOURCE

Develop and distribute a

Customer Charter to all

employees

July 2017 January 2018

Integrate the Customer

Care Centre and the Call

Centre to prov ide a

seamless compliant

management system

July 2017 June 2018 Internal

Funds

Capacitate the Customer

Care serv ices

July 2017 June 2018 Internal

Funds

▪ KEY FOCUS AREA: Programme and Project Management

OPERATIONAL OBJECTIVE START DATE END DATE PROPOSED

BUDGET

FUNDING

SOURCE

Improve the Contract

Management system

July 2017 September

2017

▪ KEY FOCUS AREA: Municipal Facilities and Equipments

OPERATIONAL OBJECTIVE START DATE END DATE PROPOSED

BUDGET

FUNDING

SOURCE

Consolidate management

of municipal facilities

July 2017 September

2017

Capacitate the unit July 2017 June 2018 Internal

Funds

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Develop facilities

management system that

accessible for community

use

July 2017 June 2018 Internal

Funds

STRATEGIC OBJECTIVE 5:

To facilitate the development of the community pro‐active identification,

prevention, mitigation and management of environmental health, fire and

disaster risks.

▪ KEY FOCUS AREA: Environmental control (development of green

areas, waste management, etc.)

OPERATIONAL OBJECTIVE START DATE END DATE PROPOSED

BUDGET

FUNDING

SOURCE

Improve Waste

Management Services

(fleet, trenches, etc)

On-going On-going

Establish a new landfill site July 2017 June 2022 R6 000 000 Khumani SLP

(Planning)

Develop and manage

green areas

On-going On-going Internal

Funds

Management of

cemetries

On-going June 2018 Internal

Funds

▪ KEY FOCUS AREA: Libraries

OPERATIONAL OBJECTIVE START DATE END DATE PROPOSED

BUDGET

FUNDING

SOURCE

Promote access to

information

On-going On-going

Promote culture of

learning

July 2017 June 2022 R6 000 000 Khumani SLP

(Planning)

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▪ KEY FOCUS AREA: Public safety

OPERATIONAL OBJECTIVE START DATE END DATE PROPOSED

BUDGET

FUNDING

SOURCE

Capacitate the Public

Safety office

July 2017 June 2022

Improve road safety July 2017 June 2022

Improve the public safety

infrastructure

July 2017 June 2018 R1 500 000.

00

Kumba SLP

▪ KEY FOCUS AREA: Disaster management and fire-fighting

OPERATIONAL OBJECTIVE START DATE END DATE PROPOSED

BUDGET

FUNDING

SOURCE

Capacitate the Disaster

Management Office

July 2017 June 2018

Promote fire safety On-going On-going

▪ KEY FOCUS AREA: Special programmes focusing on the vulnerable groups

OPERATIONAL OBJECTIVE START DATE END DATE PROPOSED

BUDGET

FUNDING

SOURCE

Improve project

management processes

on the programme

July 2017 June 2022

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STRATEGIC OBJECTIVE 6:

Create a conducive environment for economic development in the municipality

▪ KEY FOCUS AREA: Economic Development

OPERATIONAL OBJECTIVE START DATE END DATE PROPOSED

BUDGET

FUNDING

SOURCE

Develop LED strategy On-going June 2018

Establish econmic nodes July 2017 June 2018

Establish a regional airport July 2017 June 2022

Upgrade Khai Appel July 2017 June 2022 R6 000 000.

00

Khumani SLP

Develop a policy on LED

(Investor incentive policy)

July 2017

▪ KEY FOCUS AREA: Enterprise Development

OPERATIONAL OBJECTIVE START DATE END DATE PROPOSED

BUDGET

FUNDING

SOURCE

SCM process to be trump-

card to enterprise

development

July 2017 On-going

Develop and impplement

SMME incubator

programme

July 2017 June 2022 Internal

Funds

▪ KEY FOCUS AREA: Capacity building

OPERATIONAL OBJECTIVE START DATE END DATE PROPOSED

BUDGET

FUNDING

SOURCE

Soft skills training for

SMME’s

July 2017 September

2017

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Develop and maintain

SMME database

July 2017 June 2018 Internal

Funds

10 STRATEGY IMPLEMENTATION PLAN

INSTITUTIONAL DRIVERS

These are strategy implementation drivers that need to be institutionalised as they are

more human oriented and can be learned. They depict the values of an organisation

and what it stands for. These would include the type of culture that the organisation

develop and portrayed in its internal systems and ultimately perceived externally by

the community it serves or by other stakeholders like: mines, Development Trusts,

sector departments and other external observers.

The type of policies and implementation thereof w ould also depict the effectiveness

of the institution’s management system and ultimately the values of Gamagara Local

Municipality. In order for the strategy to be implemented successfully, internal systems

have to reflect the values of the municipality.

DEVELOP SOUND AND EFFECTIVE MANAGEMENT SYSTEMS:

Management System: Organisational Communicative Strategy Implementation:-

Develop a stakeholder forum for planning, implementation and monitoring of

serv ice delivery

Identify all the stakeholders, including all the sector departments,

mines, NGO’s, CBO’s, community stakeholders and leaders in the IDP

planning, implementation and monitoring phases.

Develop memorandum of understanding with all the stakeholders:

Agree on roles and responsibilities of all stakeholders as indiv idual

organisation or group

Agree on joint responsibilities ( for the collective)

Agree on the operational protocols and frequencies of meetings and

the type of meetings you will engage on

Determine meeting frequencies

Agree on assessment criteria of the programme implementation

Have regular planning, progress and evaluation reporting sessions

Have a schedule for activities which shall have timeframes and

expected outputs and outcomes as per IDP.

The purpose is to strengthen the participatory and integrated planning,

implementation and monitoring of serv ices and to ensure integrated quality,

affordable and sustainable serv ices and accountable governance to the Gamagara

Community.

Management System: Organisational Culture Development Strategy Implementation:

75 | P a g e : D R A F T I D P 2 0 1 7 - 2 0 2 2

Develop policy development, implementation and monitoring committee

Develop policies, procedures and by-laws and review them regularly

Ensure that all policies developed by municipality are representative to the

values of the municipality and are implemented accordingly by developing

evaluation programme and adhering to such programme

Fill up all the strategic and critical positions, this does only refers to top

management positions but refers also to positions that enhance service

delivery.

LEADERSHIP

Hitt, I reland& Hoskisson (2003) in Ehlers and Lazenby define leadership as the ability to

anticipate, envision, maintain flexibility and empower others to create strategic

change as necessary (Ehlers & Lazenby, 2009:217). In the endeavour to implement this

strategy, leaders should be chosen on the basis of being adequately knowledgeable

on the work ahead and should have good human relation skills. I t is therefore

imperative that Gamagara Local Municipality fill up all the strategic and critical

position with appropriately skilled personnel to be able to implement this strategy.

ORGANISATIONAL CULTURE

Ehlers & Lazenby define organisational culture as a “set of important, often unstated,

assumptions, beliefs, behavioural norms and values that members of an organisation

share” (Ehlers & Lazenby, 2009:223). Organisational culture represents the image and

what the organisation stands for. I t brands the organisation as it determines the

perception of the customers. I t is therefore imperative that Gamagara develops a

culture that would encourage people to recognise it as their institution of service

delivery and help. This could be derived from the values that the organisation has

chosen as relevant and representative to the municipality.

Ehlers & Lazenby identify different types of organisational cultures that affect the

performance of organisations towards achiev ing their v ision. Gamagara Local

Municipality should choose an Adaptive organisational culture in which employees

share a feeling of confidence that the organisation can neutralise threats and exploit

opportunities that it can come across. Employees should be allowed to take

reasonable risk and bring in innovation at the organisation. The Role organisational

culture is very critical in that it does not focus much on people in positions but in what

are supposed to do. I t is more reliant on the job-description of a person and the

performance of the person occupying that position rather than person himself or

herself. The Task organisational culture is very important for Gamagara because

serv ice delivery is a very complex and results driven process which needs multi-

disciplinary approach and multi-disciplinary teams. This is necessary for co-ordination

of sector department and other stakeholders to plan, implement and monitor services

prov ided to the community.

It is suggested that the following organisational cultures should be avoided:

76 | P a g e : D R A F T I D P 2 0 1 7 - 2 0 2 2

The Person organisational culture is when an indiv idual become a central point and

the organisation exists to serve only certain indiv iduals within it. The Power

organisational culture whereby every aspect raised to assist the organisation is

politicised.

11. “BACK TO BASICS”

The President in his State of the Nation Address on 12th February 2015; “Local

government is everybody’s business. We have to make it work. We have launched

the “Back to Basics” programme to promote good governance and effective

administration through cutting wastage, spending public funds prudently, and hiring

competent staff and ensure transparency and accountability in municipalities”.

Therefore it is imperative that this IDP is aligned to the “Back to Basics” strategy with

emphasis on:-

PILLARS HIGHLIGHTS OF KEY ON EACH AREAS OF IMPROVEMENT ON EACH

PILLAR

Basic Serv ices Dibeng and Olifanshoek has been move from basic to higher

level of services. E.g Sanitation

Good Governance Municipality has regular council meetings

Public participation:

Putting People First

Some councillors have improvement on their community

engagements and report back.

Building Capable

Institutions and

Administrations

Critical vacancies in the municipality have been filled. CPMD

Training is been extended to all senior officials including those

outside finance department.

Sound Financial

Management

Revenue enhancement strategy developed in collaboration

with DBSA. Electronic meter reading systems introduce.

77 | P a g e : D R A F T I D P 2 0 1 7 - 2 0 2 2

Chapter 4

4.1. Integration- Sector Plans

Integration takes place in both vertical and horizontal fashion. The vertical integration

will relate to integrating local plans of the municipality with the national policy,

programmes and plans to ensure synergy as South Africa is unitary state through with

three autonomous spheres.

78 | P a g e : D R A F T I D P 2 0 1 7 - 2 0 2 2

Horizontal integration would relate to local planning tools as may be deoicted below:

This document was informed by integration of the different planning tools of the

municipality. These planning tools are specific to delivery module in the municipality

which are structured into municipal departments. These tools together with the

national and provincial developmental imperatives directed planning particularly the

prioritising of projects to meet the municipal objectives. These planning tools over and

above the municipal developmental needs as determine by the community through

the IDP consultative meetings, IDP Representative Forum, the Community Feedback

Meetings by Councillors and the Ward Committee engagements with the community,

assist to give indications on the feasibility of achieving these needs on time and within

budget.

Planning tools that were considered during the planning phase of the IDP are listed

below. However, some of these tools are out dated but presented a picture of where

the municipality is and thus their use were still partially relevant even though there is a

need to rev iew. Some of the tools are still to be initiated due to the realisation of the

new needs as informed by the growing speed of the town.

The following planning tools were considered during planning of the IDP.

79 | P a g e : D R A F T I D P 2 0 1 7 - 2 0 2 2

Sector Plan Current status

Spatial Development Framework Will be rev iewed in the 2017/18 financial year

Land Use Management System Will be rev iewed in the 2017/18 financial year

LED Strategy Will be rev iewed in the 2017/18 financial year

Performance Management Policy Approved by Council

HIV/AIDS policy To be rev iewed

Water Services Development Strategy To be rev iewed

Integrated Waste Management Plan Approved by Council

Env ironmental Management Framework Reviewed

Integrated Environmental Management Plan Will be conducted in the 2017/18 financial year

Integrated Human Settlement Sector Plan Approved by Council

Integrated Transport Plan Currently under review

Gamagara 2030 Development Plan Serv ice provider to be appointed

Placement Policy implemented

Olifantshoek Electricity Master Plan Approved by Council

Dibeng Electricity Master Plan Approved by Council

Kathu Electricity Master Plan Approved by Council

Kathu Water Services Master Plan Approved by Council

Olifantshoek Water Services Master Plan Approved by Council

Kathu Waste Water Master Plan Approved by Council

Dibeng Waste Water Master Plan Approved by Council

Open Space Management Plan Approved by Council

80 | P a g e : D R A F T I D P 2 0 1 7 - 2 0 2 2

Chapter 5:

Project list -Service Delivery and Budget Implementation Plan (SDBIP)

ISSUE 1: Basic Infrastructure Development

Project Nr. Project Description Project

Outcome

Project output Location Financial Year (Project Input) Funding

Source

2017/18 2018/19 2019/20 2020/21 2021/22

PBID 001 Construction of

40MVA Substation

Upgrade

electrical

capacity

40 MVA

substation for

Kathu West

Kathu West

R 45,000,000 R0 R0 R0 R0 Internal

funds

PBID 002

Refurbish electrical

network

Upgrade

electrical

network.

Number of old

cables

replaced.

Kathu R0 R15,000,000 R 15,000,000 R 15,000,000 R15,000,000 Internal

funds

PBID 003 Upgrade of the Bulk

electricity supply

(Planning)

Provide

electricity

Electricity

upgrade plan

for Kathu

Kathu R 18,000,000 R10,000,000 R0 R0 R15,000,000 Internal

funds

PBID 004 Electrification of 300

stands

Provide

Electricity

300 electrified

stands in

Kathu

Kathu R 20,000,000 R0 R0 R0 R0 Transnet

PBID 005 Upgrade of the

Traffic station

Improve

customer

care

services

Upgraded

traffic station

in Kathu

Kathu

R 1,500,000

R 3,500,000 R 6,000,000 R 3,500,000 R 3,500,000 Internal

Funds

Kumba

SLP

81 | P a g e : D R A F T I D P 2 0 1 7 - 2 0 2 2

PBID 006 Refurbishment of

Stubbies and

Minisubs.

Upgrade

electrical

network.

Number of

stubbies and

minisubs

replaced

Kathu &

OFH

R0 R 5,000,000 R 10,000,000 R 10,000,000 R10,000,000 Internal

Funds

PBID 007 Refurbish electrical

network

Upgrade

electrical

network.

Number of old

cables

replaced.

Kathu R 10,000,000 R15,000,000 R 15,000,000 R 15,000,000 R15,000,000 Internal

funds

PBID 008 Upgrading of

Industrial Switchgear,

substation and civil

services of 19

industrial stands

Improve

electricity

supply

Provide

Electricity

Kathu R0 R10,000,000 R 10,000,000 R0 R0 Internal

funds

PBID 009 Upgrade of the Parks

Offices

Improve

accessibility

to offices

Upgrade Parks

Offices

Kathu R 2,400,000 R 3,000,000 R 4,500,000 R 2,800,000 R 1,500,000 Internal

funds

PBID 010 Renovation/Upgradi

ng of Technical

workshop

Improve

maintenan

ce of

municipal

properties

Renovate

technical

Workshop

Kathu R0 R 3,500,000 R 4,500,000 R 3,500,000 R 2,000,000 Internal

funds

PBID 0011 Lampoles

replacement

Increase

aesthetics

and

improve

lighting of

the town

Replaced

lampoles

Kathu R 1,500,000 R 1,000,000 R 2,000,000 R 2,000,000 R 2,000,000 Internal

funds

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PBID 0012 New Street lights Improved

lighting of

areas

New street

lights installed

Kathu R0 R 2,000,000 R 1,000,000 R3,000,000 R 3,000,000 Internal

funds

PBID 0013 Upgrade electrical

Master plan and

New Embedded

Generation Policy

Upgraded

policies.

Reviewed

policy and

New

Embedded

Generation

Policy

Gamagara R 500,000 R 200,000 R0 R0 R 300,000 Internal

funds

PBID 0014 Review of Bulk

Service Contribution

Policy

Updated

policy

Reviewed

policy

Gamagara R 200,000 R0 R0 R0 R 300,000 Internal

funds

PBID 0015 Replacement of old

electrical kwH Meters

More

accurate

metering.

Number of

meters

replaced

Gamagara

area –

(Kathu &

OFH)

R 2,000,000 R 2,000,000 R 1,000,000 R 1,000,000 R 1,000,000 Internal

funds

PBID 0016 Energy Efficiency

(Demand Side

Management)

Reduction

on internal

electricity

consumptio

n

Amount of

electricity

reduced.

Gamagara

area –

(Kathu &

OFH)

R 5,000,000 R 5,000,000 R 5,000,000 R 5,000,000 R 5,000,000 Internal

funds /

DOE

PBID 0017 Erection of high mass

lights

Improved

town

lighting

Erect high

mass lights

Dibeng R 3,000,000 R 2,000,000 R 3,000,000 R 3,000,000 R 3,000,000 Internal

funds

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PBID 0018 Upgrading of

workshop

Improved

service

delivery

and safe

keeping

municipal

property

Upgrade

Workshop

Dibeng R 250,000 R 150,000 R0,00 R0,00 R0,00 Internal

funds

PBID 0019

(**)

Construction of 5

classrooms

Improve

literacy

level

Construct 5

new

classrooms

Dibeng P/S R2,250,000 R0 R0 R0 R0 NCDOE

PBID 0020 Major repairs and

Renovations to hostel

Repairs and

Renovations

Dibeng P/S R 4,602,000 R 1,416,000 R 4,000,000

PHASE 2

NCDOE

TBD

PBID 0021 Construction of new

school

Building of

new school

building

Dibeng P/S R 5,916,808 R29,584,038 NCDOE

PSP

PBID 0021

(**)

Planning &

Construction of New

School building

Improve

literacy

level

Construct new

School

Dibeng R 15,000,000 NCDOE

PBID 0022 Upgrading of Library Upgrade

library

Encourage

culture of

reading and

improve level

of literacy

Dibeng R 300,000 R 180,000 R0,00 R0,00 R 100,000 Internal

funds

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PBID 0023 Construction of

Swimming pool

Promote

social

wellbeing

Construct

swimmingpool

Dibeng R0,00 R0,00 R0,00 R0,00 R0,00 Internal

funds

PBID 0024 Upgrading &

Renovation of

Municipal Buildings

Improve

service

delivery

and safe

keeping of

municipal

property

Renovated

municipal

buildings

GLM R 2,500,000 R 2,300,000 R 3,000,000 R 2,300,000 R 2,500,000 Internal

funds

PBID 0025 Bulk supply upgrade Provide

electricity

Upgrade bulk

electricity

O’hoek R0

R25,000,000 R 65,000,000 R0 R0 INEP

PBID 0026 Future electrification

of stands

Stands to

be

electrified.

Number of

stand

electrified.

O’hoek R0 R10,000,000 R 10,000,000 R 10,000,000 R10,000,000 Internal

funds

PBID 0027 New high mass lights Improved

town

lighting

New high

mass lights

O’hoek R0 R 3,000,000 R 3,000,000 R 3,000,000 R 3,000,000 Internal

Funds

PBID 0028 Refurbish electrical

network

Upgrade

electrical

network.

Number of

lines and

cables

replaced.

O’hoek R0,00 R0,00 R0,00 R0,00 R0,00 Internal

funds

PBID 0029 Furnishing of library Encourage

the culture

of reading

Furnished

Welgelee

Library

Welgelee R0,00 R0,00 R0,00 R0,00 R0,00 Internal

funds

85 | P a g e : D R A F T I D P 2 0 1 7 - 2 0 2 2

and

improve

level of

literacy

PBID 0030 Repairs and

renovations to Hostel

Langberg

High

O’hoek R 4,000,000 NCDOE

GDM

PBID 0031 Planning and

construction of new

community hall

Build access

of

community

services to

Welgelee

community

Construction

plan of the

new Welgelee

Community

Hall

Welgelee R0,00 R0,00 R0,00 R0,00 R0,00 Internal

funds

PBID 0032 Upgrade of the

Traffic station

Improve

customer

care

services

Upgraded

Olifantshoek

traffic station

O’hoek R0,00 R0,00 R0,00 R0,00 R0,00 Internal

funds

PBID 0033 Upgrading of library Encourage

the culture

of reading

and

improve

level of

literacy

Upgraded

Olifantshoek

Library

O’hoek R0,00 R0,00 R0,00 R0,00 R0,00 Internal

funds

86 | P a g e : D R A F T I D P 2 0 1 7 - 2 0 2 2

PBID 0034 Construction of

ablution facilities -

cemeteries

Access to

sanitation

facilities

Ditloung/

Skerpdraai

R0,00 R0,00 R0,00 R0,00 R0,00 Internal

funds

PBID 0035 Fencing of the Mini-

Substation

Secured

municipal

property

and

improved

community

safety.

Fenced mini-

substation in

Olifantshoek

O’hoek R0 R0,000 R0,00 R0 R0 Internal

funds

PBID 0036 Replacement of

Electricity meters

Improved

provision of

electricity

and

efficient

revenue

collection

Installed

electricity

meters in

Gamagara

GLM R0 R0 R 4,000,000 R 4,000,000 R0 Internal

funds

PBID 0037 Electrification of 1265

stands: Residential

development

Improve

Electricity

Capacity

1265

electrified

residential

stands in

Sesheng

Sesheng R 20,000,000

R15,000,000

R 20,000,000 R0 R0

Internal

funds

Khumani

SLP

87 | P a g e : D R A F T I D P 2 0 1 7 - 2 0 2 2

ISSUE 2: Water & Sanitation Project List

Project Nr. Project Description Project

Outcome

Project Output Location Financial Year (Project Input) Funding

Source

2017/18 2018/19 2019/20 2020/21 2021/22

PWS 001 Bulk Water supply Develop water

management

plan

Bulk water

supply

improvement

plan

Kathu R0 R0

R0 R0 R0 RBIG

PWS 002 Construction of

water link line

Water link-line

in Kathu West

Kathu -

West

R0 R0 R0 R0 R0 Internal

funds

PWS 003

(GU2)

Construction of

new water

treatment works

Improve the

quality of water

Water

Treatment

works

construction

plan

Kathu R0 R0 R0 R0 R0 Internal

funds

PWS 004

(KW.2)

Construct new 18

ML reservoir and

3ML elevated

tower

Improve water

supply

Construction

plan for the

new 8ML

reservoir and

3ML elevated

tower in Kathu

Kathu R0 R 13, 000,000 R 10,000,000 R0 R0

Internal

funds

PWS 005 Construction of

water link line from

export pipeline to

Water link

pipeline from

the water

Kathu R0 R0 R0 R0 R0 Internal

funds

88 | P a g e : D R A F T I D P 2 0 1 7 - 2 0 2 2

waste water

treatment works

treatment

works

PWS 006 Refurbishment and

upgrade of existing

pumps at WWTW

Refurbished

waste water

treatment

plant

Kathu R0 R 3,500,000 R0 R0 R0 Internal

funds

PWS 007 Research and

condition of

200mm water pipe

line from Eastern

Reservoir to Eastern

site of extension 3

Report on the

condition of

the 200mm

water pipeline

from Eastern

Reservoir to

Kathu

Extension 3

Kathu

West

R0 R0 R0 R0 R0 Internal

funds

PWS 008 Replace 2x garden

water pumps

Replaced 2

garden water

pumps

Kathu R0 R0 R0 R0 R0 Internal

funds

PWS 009 Construction of

water link line to

Kathu West

Reservoir

Improve water

supply

Water link line

to Kathu West

Reservoir

Kathu R0 R0 R0 R0 R0 Internal

funds

PWS 0010 Removal of part

supply from Kathu

Central to Kathu

West Reservoir

Improve water

supply

Removed

water supply

pipeline from

Kathu Central

to Kathu West

Kathu R0 R0 R0 R0 R0 Internal

funds

89 | P a g e : D R A F T I D P 2 0 1 7 - 2 0 2 2

PWS 0011 Fencing of

Water/Sewer

Works

Fenced

water/sewer

works

Kathu R 500,000 R0 R0 R0 R0 Internal

funds

PWS 0012 Construction of

sewer

pumpstation-

Dibeng crossing

New sewer

pumpstation

at Dibeng

Crossing

Kathu R 500,000 R 6,000,000 R 1,500,000 R0,00 R0,00 Khumani

SLP

PWS 0013 Refurbishing of

pumpstations

buildings

Kathu R 300,000 R0,00 R0,00 R0,00 R0,00 Internal

funds

PWS 0014 Upgrading of

Chlorination

storages

Health and

Safety

Dibeng R0,00 R0,00 R0,00

R0,00 R0,00 Internal

funds

PWS0015 A Upgrading of

WWTW

Improve sewer

infrastructure

Upgraded

Dibeng

WWTW

Dibeng R11,982,000

R 3,500,000

R 12,415,000

R 2,500,000

R 12,871,000 R0 R0 MIG

Khumani

SLP

PWS0015 B Construction of

internal Sewer

network- 797

Households

Improve sewer

infrastructure

797

households

connected to

the sewer

network

R0 R0 R0 R0 R0 MIG

Internal

funds

PWS0015 C Construction of

internal Sewer

network- 529

Households

Improve sewer

infrastructure

529

households

connected to

Dibeng R0 R0 R0 R0 R0 MIG

Internal

funds

90 | P a g e : D R A F T I D P 2 0 1 7 - 2 0 2 2

the sewer

network

PWS 0016 Water Reticulation Improve Basic

services

provision

1 300 stands

in Dibeng

provided with

RDP standard

water services

Dibeng

1300

stands

R 5,643,000 R0 R0 R0 R0 WSIG

PWS 0017 Provision of

temporary water

supply to 1300 plots

Improve water

supply

Dibeng R0 R0 R0 R0 R0 Internal

funds

PWS 0018 Augmentation of

Bulk Water Supply

Improve water

supply

Bulk water

distribution

plan for

Dibeng

Dibeng R14,357,000 R 20,000,000 R 25,000,000 R0 R0 WSIG

PWS 0019 Provision of water

services

Improve basic

services

provision

1 200 stands in

Olifantshoek

provided with

RDP standard

water services

O’hoek

1200

stands

R0 R0 R0 R 13,000,000

R 8,725,200

R13,000,000 Internal

funds

PWS 0020 Up grading of

chlorination

storages

Water

purification

Chlorination

Storage

O’hoek R0 R0 R0 R0 R0 Internal

funds

PWS 0021 Fencing of reservoir Improve water

supply

Fenced-Off

Olifantshoek

reservoir

O’hoek R0 R0 R0 R0 R0 Internal

funds

91 | P a g e : D R A F T I D P 2 0 1 7 - 2 0 2 2

PWS 0022 Sealing of Reservoir

and Tower

Sealed

Olifantshoek

reservoir

O’hoek R0 R0 R0 R0 R0 Internal

funds

PWS 0023 Feasibility Study for

provision of

portable water

Underground

water supply

Feasibility

report on

provision of

portable

water from

boreholes in

Olifantshoek

O’hoek R0 R0 R0

R0 R 3,200,000 OPEX

PWS 0024 Bulk Water Supply Improve water

supply

O’hoek R 0 R0 R0 R0 R0 Internal

funds

PWS 0025 Bulk sewer supply Improve

sanitation

O’hoek R0 R0 R0 R0 R10,000,000

Internal

funds

PWS0026 Upgrading of

WWTW

Improve

sanitation

Upgraded

WWTW in

Olifantshoek

O’hoek R0 R0 R0 R0 R 2,000,000 Internal

funds

PWS 0027

Provision of water

Reticulation to

1265

Provide water

for 500 stands (

Phase 1) : RDP

standard

500 stands

provided with

RDP standard

water supply

Sesheng -

1265

R0 R4,000,000 R14,000,000 R3,000,000 R0 Khumani

SLP

PWS 0028 Construction of

Sesheng 7ML east

and 1.7ML

Elevated Tower

Improve water

storage

capacity

Construction

plan for the

Sesheng East

reservoir (7ML

Sesheng

East

R0 R0 R0 R0 R0

Internal

funds

92 | P a g e : D R A F T I D P 2 0 1 7 - 2 0 2 2

and 1,7ML

elevated

tower)

PWS 0029 Construction of

water supply

pipeline from

Water treatment

works to Sesheng

new reservoir

Improve water

provision

Water supply

pipeline from

WTW to

Sesheng new

reservoir plan

Sesheng R0 R0 R0 R0 R0 Internal

funds

PWS 0030 Development of 8

boreholes- Khai -

Apple

Improve water

sources and

provision

Developed 3

boreholes

Sesheng/

Kathu

R 6,000,000 R0 R0 R0 R0 Khumani

SLP

PWS 0031 Upgrading of

sewer pump

station

Improve

sanitation

Upgrade plan

for the

Sesheng

sewer

pumpstation

Sesheng R 0 R0 R0 R0 R0

PWS 0032 Conversion of

water meters to

prepaid/smart

meters

Improve

revenue

collection and

monitoring

Converted

water meters

from

conventional

to pre-paid

meter

GLM R31,855,893 R0 R0 R0 R0 Internal

funds

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ISSUE 3: Roads & Streets Project List

Project

Nr.

Project Description Project

Outcome

Project

Output

Location Financial Year (Input) Funding

Source

2017/18 2018/19 2019/20 2020/21 2021/22

PRS 001

Construction of Hans

Coetzee Rd (1 km)

(Planning)

Improved

road linkage

infrastructure

Constructed

access road

between

joining

Rooisand

and main

road

Kathu

R0 R0 R0 R0 R0

Internal

funds

PRS 002

Resealing and new

storm water

drainage

Improved

road linkage

infrastructure

Reseal and

construct

storm water

drainage

system

Kathu

R0 R0 R0 R0 R0

Internal

funds

PRS 003

Raods and

Stormwater

masterplan

R0 R0 R0 R0 R0 Internal

funds

PRS 004

Resealing of 2,6 km

of Hendrick v. Eck

RD

R0 R 3,500,000 Internal

funds

PRS 005

Construction of new

2,6km Storm water

channel

Hendrick

v. Eck RD

R0 R 5,000,000 Internal

funds

94 | P a g e : D R A F T I D P 2 0 1 7 - 2 0 2 2

PRS 006 Resealing of 1,6 km

of road

Ben

Alberts

str.

R0 R 2,500,000 R 2,500,000 Internal

funds

PRS 007

Construction of new

1,6km Storm water

channel

Ben

Alberts

str.

R0 R 2,500,000 R 2,500,000 Internal

funds

PRS 008

Construct new 3,6

km storm water

channel

Frikkey

Meyer rd

R0 R 5,000,000 R0 Internal

funds

PRS 009 Resealing 3,6 km of

Road

Frikkey

Meyer rd

R0 R 5,000,000 R 4,000,000 Internal

funds

PRS 0010 Resealing of 1,9km

road

Ian

Flemming

rd

R0 R 2,500,000 R 2,500,000 Internal

funds

PRS 0011

Construction of new

1,9km storm water

channel

Ian

Flemming

rd

R0 R 2,500,000 R 2,500,000 Internal

funds

PRS 0012 Resealing of 1,4km

road

Mopanie

Avenue

R0 R 2,500,000 R 2,500,000 Internal

funds

PRS 0013

Construction of new

1,4km storm water

channel

Mopanie

Avenue

R0 R 5,000,000 R0 Internal

funds

PRS 0014 Upgrading of all

gravel Roads Dibeng

R0 R0 Internal

funds

95 | P a g e : D R A F T I D P 2 0 1 7 - 2 0 2 2

PRS 0015 Resealing of Internal

Roads Dibeng

R0 R 10,000,000 R10,000,000 Internal

funds

PRS 0016 Roads and Storm

water master plan Dibeng

R0 R 500,000 Internal

funds

PRS 0017 Resealing and new

Storm water project Dibeng

R0 R 500,000 Internal

funds

PRS 0018 Roads & storm water

Masterplan

Better living

condition of

the

community of

Olifantshoek.

O’hoek R0 R 500,000 R0 R0 R0 Internal

funds

PRS 0019 Upgrade storm

water retention

pond

Better living

condition of

the

community of

Sesheng

Roads

construction

O’hoek R0 R 10,000,000 R 10,000,000 R0 R0 Internal

funds

PRS 0020 Resealing of 2,4km

internal roads

Access to

public

amenities

O’hoek R0 R 5,000,000 R 5,000,000 R0 R0 Internal

funds

PRS 0021 Upgrade 1,4km

internal road

Paving

Road

O,hoek R0 R 5,000,000 R 5,000,000 Internal

funds

PRS 0022 Construction of new

canal

O’hoek R0 R 10,000,000 R 10,000,000 Internal

funds

96 | P a g e : D R A F T I D P 2 0 1 7 - 2 0 2 2

PRS 0023 Upgrade1,4km of

Roads

Maintaining

roads

Sesheng R0 R0 R 10,000,000 R0 R0 Internal

funds

PRS 0024 Roads and storm

water master plan

Sesheng R0 R 5,000,000 R 5,000,000 Internal

funds

ISSUE 4: HOUSING AND LANDUSE MANAGEMENT

Project

Nr.

Project Description Project

Outcome

Project

Output

Location Financial Year (Project Input) Funding

Source

2017/18 2018/19 2019/20 2020/21 2021/22

PH 001 Construction of the

200(50) mixed

development houses

Providing

housing for

different

housing

needs

Construction

Rental stock

Kathu R0 R0 R0 R0 R0 COGHSTA

PH 002 Upgrading of

employee living units

Improved

living

conditions

of

employees

Upgrade and

extension of

living units

Sesheng R0 R0 R0 R 800,000 R 410,000 Internal

funds

PH 003 Construction of 5

municipal houses

(Phase2)

Improved

living

conditions

of

employees

Completed 2

municipal

houses

GLM R0 R0 R0 R0 R0 Internal

funds

97 | P a g e : D R A F T I D P 2 0 1 7 - 2 0 2 2

PH 004 Moving of electrical

meter box from

shacks to RDP House

Improve

access to

electricity of

communitie

s

Moved

electrical

meter boxes

from shacks

to RDP

houses

GLM R0 R0 R 500,000 R0 R0 OPEX

PH 005 Upgrading of 3

municipal houses

Secure and

maintain

municipal

properties

and assets.

Maintain

municipal

property

GLM R0,00 R0,00 R0,00 R 150,000 R0,00 Internal

funds

PH 006 Feasibility study for

employee

accommodation

Improve

living

conditions

of municipal

employees

Feasibility

report on the

accommoda

tion plan for

employees

GLM R0,00 R0,00 R0,00 R0,00 R0,00 Internal

funds

PH 007 Planning & Surveying

and registration of

stands

Access to

land for the

poor

Planning of

Residential

stands

GLM R0,00 R0,00 R0,00 R 2,000,000 R 1,000,000 Internal

funds

PH 008 Development of

Environmental

Framework

Enhanced

planning for

the

municipality

Approved

EMF

GLM R 1,500,000 R 1,500,000

R0,00 R0,00 OPEX

PH 009 Development of SDF Enhanced

planning for

Approved

SDF

GLM R 1,500,000 R 1,500,000

R0,00 R0,00 OPEX

98 | P a g e : D R A F T I D P 2 0 1 7 - 2 0 2 2

the

municipality

PH 010 Development of

LUMS

Enhanced

planning for

the

municipality

Approved

LUMS

GLM R 1,500,000 R 1,500,000 R0,00 R0,00 R0,00 OPEX

ISSUE 6: Local Economic Development Project List

Project

Nr.

Project Description Project

Outcome

Project

Ouput

Location Financial Year (Project Input) Funding

Source

2017/18 2018/19 2019/20 2020/21 2021/22

PLED 001

(**)

Upgrading of Khai –

apple

Secured

amenity and

property of the

municipality

and safety of

the customers

at the resort

Fencing of

Khai-Appel

Kathu R 500,000 R 5,500,000 R0,00 R0,00 R0,00 Khumani

SLP

PLED 002 LED Enterprise

development

Promotion of

access to the

economy

4 enterprises

developed

GLM R 800,000 R0,00 R0,00 R0,00 R0,00 Internal

funds

PLED 003 Tourism Strategy Well branded

Gamagara

Local

Municipality

Approved

Tourism

strategy

GLM R 1,500,000 R0,00 R0,00 R0,00 R0,00 Internal

funds

99 | P a g e : D R A F T I D P 2 0 1 7 - 2 0 2 2

PLED 004 Kathu Furniture

making project

Incubation

and Training

GLM R 1,000,000 R 1,000,000 R 1,000,000 Khumani

SLP

PLED 005 Portable Skills

Training

Incubation

and Training

GLM R 2,000,000 R 1,500,000 R 1,500,000 R 1,000,000 R 1,000,000 Khumani

SLP

PLED006 Water and Fencing

of commonage

GLM R 500,000 Internal

funds

ISSUE 7: Youth Development Programme and Special Programmes

Project

Nr

Project

Description

Project

Outcome

Project

Output

Location Financial Year (Project Input) Funding

Source

2017/18 2018/19 2019/20 2020/21 2021/22

PYD 001

(**)

Bursaries for

Gamagara

students

Educational

empowerment

R1,000, 000

spent on

bursaries

Gamagara R 1,000,000 R 0,00 R 0,00 R 0,00 R0,00 Khumani

SLP

PYD 002 Youth

Development

Programme

Empowerment

and

Development

GLM R0,00 R0,00 R0,00 R0,00 R0,00 OPEX

PYD 003 Special

programmes

Health; elderly;

disabilities;

Women

GLM R0,00 R0,00 R0,00 R 0,00 R 0,00 OPEX

PYD 004 ABET Programme GLM R0,00 R0,00 R0,00 R 500,000 R 500,000 Khumani

SLP

100 | P a g e : D R A F T I D P 2 0 1 7 - 2 0 2 2

ISSUE 8: ENVIRONMENTAL MANAGEMENT AND CLEANSING

Project Nr. Project

Description

Project

Outcome

Project

Output

Location Financial Year (Project Input) Funding

Source

2017-18 2018-19 2019-20 2020 - 2021 2021-22

PEC 001 Upgrading of

park

Improved

public

amenities

Upgraded

park in

Kathu

Kathu R0,00 R0,00 R0,00 R0,00 R0,00 Internal

funds

PEC 002 Palisade

Fencing- Park

Improved

public

amenities

Fencing of

the Park

Kathu R0,00 R0,00 R0,00 R0,00 R0,00 Internal

funds

PEC 003 Installation of

lights at park

Improved

public

amenities

Installation

of lights in

park

Kathu R0,00 R0,00 R0,00 R0,00 R0,00 Internal

funds

PEC004A Upgrading of

transfer station

Environmental

Control and

Safe

Environment

Upgraded

Kathu waste

transfer

stations

Kathu R0,00 R 550,000 R0,00 R0,00 R0,00 Internal

funds

PEC004B Renovation of

existing wood

chipping site

Recycling Waste

disposal

Kathu R0,00 R0,00 R0,00 R0,00 R0,00 Internal

funds

PEC 005

Landscaping of

isle’s and traffic

circles

Beautification

of town

Landscape

d isle’s and

traffic circles

in Kathu

Kathu R0,00 R0,00 R0,00 R0,00 R0,00 Internal

funds

101 | P a g e : D R A F T I D P 2 0 1 7 - 2 0 2 2

PEC 006 Upgrading of

landfill site

(Trenches)

Environmental

Control and

Safe

Environment

Creating of

new cells to

ensure safe

environment

Dibeng

R 1,175,000

R0,00 R0,00 R0,00 R0,00 Internal

funds

PEC 007 Completion of

cemetery

boundary wall

Improved

social amenity

Completed

boundary

walls of the

Dibeng

cemetery

Dibeng R 558,000 R0,00 R0,00 R0,00 R0,00 Internal

funds

PEC 008 Fencing of

Landfill site

Dibeng R 250,000 R0,00 R0,00 R0,00 R0,00 Internal

funds

PEC 009 Establishment of

new landfill site

Community

Security and

pollution

control

Dibeng R 10,000,000

R 15,000,000 R0,00

R2,500,000

R2,500,000

MIG

Khumani

SLP

PEC 009A Construction of

control room at

landfill sites

Improve

community

service, safety

and illegal

dumping

Dibeng

R0,00 R0,00 R0,00 R0,00 R0,00 Internal

funds

PEC009B Improve

community

service, safety

and illegal

dumping

O’hoek R0,00 R0,00 R0,00 R0,00 R0,00 Internal

funds

102 | P a g e : D R A F T I D P 2 0 1 7 - 2 0 2 2

PEC 0010A Formalization &

licensing of

landfill site

Application

and licensing

of landfill and

to ensure

environmental

compliance

Licensed

landfill site

Dibeng R0,00 R0,00 R0,00 R0,00 R0,00 Internal

funds

PEC 0010B Formalization &

licensing of

landfill site

Application

and licensing

of landfill and

to ensure

environmental

compliance

Licensed

landfill site

O’hoek R0,00 R0,00 R0,00 R0,00 R0,00 Internal

funds

PEC 0015 BMX Skateboard

park

Recreational

Facilities

Completed

BMX,

Skateboard

park

O’Hoek R0,00 R0,00 R0,00 R0,00 R0,00 Internal

funds

PEC 0016 Establishment of

recycling and

Buyback facility

O’hoek R0,00 R0,00 R0,00 R0,00 R0,00

PEC 0017 Upgrading of

park and

palisade

fencing

Beautification

of town/

improve social

lives of the

residents

Construction

of ablution

facilities

Sesheng R 600,000 R0,00 R0,00 R0,00 R0,00 Internal

funds

103 | P a g e : D R A F T I D P 2 0 1 7 - 2 0 2 2

PEC 0018 Construction of

sports complex

Recreation &

sports

development

Construct

sports

ground

Sesheng R0 R0,00 R 500,000 R 2,000,000 R0,00 R 250,000 Internal

funds

PEC 0019 Construction of

Sports Complex

Recreation

and sports

development

Constructed

sports

ground

Kathu R10,000,000 R0,00 R0,00 R0,00 R0,00 Sports and

Recreatio

n

PEC 0020 Greening of

Municipal

Properties

Beautification Completed

greening

project

GLM R0,00 R0,00 R0,00 R 300,000 R0 R0,00 Internal

funds

Footnote: All Projects indicated by an astrich (**) will not reflect in the Annual budget due to:

The procurement and implementation executed similarly, by the donor.

The funding of these projects/programmes as reflected in the IDP will not be received into our coffers, but delivered in conj unction with the

municipality through service level agreements and memorandum of understanding and to be handed over at completion thereof.

ANNEXURE A

ANNEXURE B

ANNEXURE C

Gamagara Local Municipality

c/o Hendrik van Eck and Frikkie Meyer Road

KATHU

8446

Tel: 053 723 6000

Fax: 053 723 2021

Mr Hendry Horniet, hendryh@gamagara.co.za or

Mr. Protea Leserwane at protea@gamagara.co.za