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INTEGRATED
DEVELOPMENT
DRAFT
IDPLAN
2004/5
TABLE OF CONTENTS
CONTENTS PAGE
I SECTION 1: INTRODUCTION
53
1.1 Introduction 4
1.2 Brief Review Report 5 Formatted: Bullets and Numbering
1.3 Process plan 6
1.4 Community Participation 7
II SECTION 2: ANALYSIS 87
2.1 Background 98
2.2 Socio-Economic Profile 110
2.3 Economic Potential 167
2.4 Key Developmental 1718
Challenges
2.5 Key Institutional Challenges 2629
2.6 Implications of situational analysis 30 Formatted: Bullets and Numbering
III SECTION: 3: PRIORITY NEEDS 3128
AND STRATEGIES
3.1 Vision and Mission 3229
3.2 Strategic Objectives 330
IV SECTION 4: PRIORITY NEEDS, 35
1
PROGRAMMES AND PROJECTS 33
PROJECTS
4.1 Priority Needs 36 Formatted: Bullets and Numbering
4.14.2 Social DevelopmentProgrammes and
Projects 394
4.2 Economic Vitality 72
4.3 Environment 74
4.4 People Development 82
4.5 Good Governance 91
V SECTION 5: SECTOR PLANS 9866
5.1 Social Development Programme 9967
Including HIV/AIDS
5.2 Spatial Development Framework 10371
5.3 Transportation Strategy 10775
5.4 Local Economic Development 11078
Strategy
5.5 Integrated Environmental Programme 11795
5.5.1 State of the Environment 11795
Report
5.5.2 Environmental Management 12098
Framework
5.5.3 Open Space Project 122100
5.5.4 Cradle of Humankind World 12806
Heritage Site
5.5.5 Disaster Management Plan 12908
5.5.6 Urban Greening Strategy 13412
5.5.7 Integrated Waste Management 142 Formatted: Bullets and Numbering
5.6 Municipal Performance Management 15331
System
5.7 Water Services Development Plan 16744
VI SECTION 6: ANNEXURES
6.1 Annexure I IDP Process plan
6.2 Annexure II IDP Review Report
6.3 Annexure III Organogram
6.4 Annexure IV Budget
2
6.5. Annexure V Maps
3
SECTION:
I
INTRODUCTION
4
1.1 Introduction Formatted: Bullets and Numbering
Integrated development planning (IDP) is the process through
which a municipality prepares a strategic development plan, which
is in the main, the principal strategic instrument guiding all
planning, management, investment, development and
implementation decisions, taking into account input from all
stakeholders.
The IDP crosses departmental divisions by linking the physical,
social, institutional and economic components of planning and
development with management and development structure. The IDP
alsoIt also integrates and alignaligns planning in the different
spheres of government and therefore enforcing and upholding the
spirit of co-operative governance in the public sector.
The IDP also integrates the municipality with service providers,
citizens and groups within the community in an endeavour to find
sustainable ways to meet their social, economic and material needs
and improve the quality of their lives.
This section provides a brief overview of the process followed by
Mogale City in reviewing its IDP for 2004/05.
5
1.2 Brief Review Report
In line with the legislative requirements of the Municipal Systems
Act, 2000 (Act 32 of 2000), the city embarked on the secondcond
round of reviewing its Integrated Development Plan (See Annexure
II). in terms of the
The first stage of review was in response to the Draft comments
from the MEC for the Department of Local Government and
Development Planning’s assessment of the Mogale City Integrated
Development Plan (IDP). The comments were discussed in depth
and addressed during the IDP review process.
The second phase entailed both internal and external review.
Departments monitored and evaluated their work and reported back
on progress made, deviations and improvements. Road Shows were
conducted as part of the review process. The aim of the latter was
to inform and report back to the communities on the IDP. They also
provided a forum to consult communities on the performance of the
municipality. All the consultation and feedback sessions were
effective and informative. The outcomes were noted and taken into
consideration during in the review process.
The third and final phase will entailentailed both vertical and
horizontal alignment of the IDP with the District and Provincial Line
6
Departments, as well as twenty-one days public display of the IDP
document for public scrutiny.
1.3 Process plan Formatted
Formatted
Formatted
In terms of the Municipal Systems Act, 2000 (Act 32 of 2000), the
Executive Mayor is responsible for managing the compilation of the
IDP. The co-ordination of this responsibility was delegated to the
Municipal Manager who reports directly to the Executive Mayor and
the Mayoral Committee.
The Mayoral Committee adopted a process plan for reviewing the
IDP on the 18th of February 2004 (See Annexure I). The process Formatted
plan complies with the minimum requirements of the Municipal
Systems Act, 2000 (Act 32 of 2000).
7
1.4 Community Participation Formatted
Municipal Systems Act of 2000 requires municipalities to adopt a
democratic approach to local government in order to meet their
mandate of playing a developmental role.
The approach implies that all the stakeholders need to be afforded
an opportunity to voice their opinions before final decisions are
made on the integrated development planning process. This gives
real meaning to the notion of a participatory concept in local
government affairs.
It is against this legislative background that MCLM embarked on an
extensive community consultation and participation processes. The
city utilized the following structures to ensure that it reaches out to
all the members of the community:
Council meetings Formatted: Bullets and Numbering
Ward meetings
Community Roadshows
Sector meetings
- Business
- Labour
8
- Youth
- Churches
- Community Policing Forums
SECTION:
2II
IDP ANALYSIS
9
2.1 Background
HISTORY
Mogale City, previously known as the Krugersdorp Local Council, is
named after Chief Mogale-Wa-Mogale, the young heir to the Po
Chiefdom of the Batswana. The Po-Tribe (the Ndebele migrant
Group) was among the early groups to occupy the Mogale City area.
Later, surrounded by the Batswana – Bafokeng and Bakwena
people, their Nguni culture and language were gradually replaced by
that of the Batswana. The Po occupied the region from Magaliesburg
and extended as far east as present day North-Cliff Ridge, and
Haartebeespoort to North-West
Chief Mogale – wa – Mogale is recognised as one of the first South
African freedom fighters. Generations have been inspired by his
bravery and tireless attempts at restoring ancestral land to his
10
people. He was: “A true son of Africa, who is rightfully honoured by
naming the Cit after him.
LOCATION
Mogale City is situated at the Western side of the Gauteng
Province (See Annexure V Map I). It also forms part of the broader
West Rand District. .
Mogale City is made up of the following entities (See Annexure V
Map 9.2)::
Kagiso & Rietvallei 1,2 & 3
Krugersdorp
Muldersdrift
Munsieville
Tarlton
Sterkfontein
Magaliesburg
Hekpoort.
Formatted: Bullets and Numbering
The city covers an area of approximately 110 000 hectares. It is
accessible from all the major centres of Gauteng and North West
province, namely Johannesburg, Pretoria, Midrand,
Haartebeesportdam, Randfontein, and Soweto to name but a few
places.
BRIEF DESCRIPTION OF DEVELOPMENT
Mogale City is a mixture of urban and rural areas with some very
unique features. The urban areas reflect different levels of
11
development. The former black townships are a mixture of clearly
laid out sections and a concentration of informal settlements with
no or minimum provision for open space.
The former townships are also divided into ‘old sections’, which
comprises of a mixture formal dwellings and shacks within the same
yards. ‘Recently developed sections’ (less than 15 years), comprise
of the original formal structures, with no backyard settlements.
The former white areas are fully serviced with tarred roads, storm
water systems, parks, piped water, electricity and street lighting.
The level of service provided in the latter areas is the standard the
municipality wants to maintain to provide services throughout its
area of jurisdiction.
The rural areas provide the scenic beauty of the area, with areas
like Magaliesberg hosting primarily tourist-oriented farming
activities. The majority of farm labourers have no land of their own
and live under difficult conditions. Service provision is a challenge
with residences scattered over vast areas on farms. Service
provision and land reform are a challenge with residences scattered
over vast areas on farms.
2.2 Socio-Economic Profile
According to the 2001 Census, Mogale City has the following
demographic profile:
TOTAL POPULATION
Nationality Population number Percentage
African 219 931 75.91
Coloured 2 090 0.72
Indian / Asian 6 459 2.22
12
White 61 240 21.13
TOTALS 289 720 100%
AGE CATEGORIES
0-4 23 820 8.22
5-9 22 400 7.73
10-14 22 877 7.80
15-19 25 138 8.68
20-24 30 943 10.68
25-29 32 593 11.25
30-34 27 740 9.57
35-39 26 177 9.03
40-44 22 042 7.61
45-49 16 887 5.83
50-54 12 340 4.26
55-59 8 563 2.95
60-64 6 598 2.28
65-69 4 263 1.47
70-74 3 103 1.07
75-79 2 104 0.73
80-84 1 377 0.47
85+ 755 0.26
Total 289 720 100%
DISABILITY
No disability 276 996 95.61
Sight 3 907 1.35
Hearing 1 443 0.40
Communication 377 0.13
Physical 2 856 0.98
Intellectual 1 015 0.35
Emotional 1 704 0.58
Multiple 1 427 0.49
13
Total 289 725 100%
12 729 (4.39%) people have disabilities, whilst 276996 (95.61%)
have no disabilities.
EMPLOYMENT
Male
Employed 58 727 27.96
Unemployed 23 340 11.11
Not economically active 27 842 13.26
TOTAL 109 909 52.33
Female
Employed 38 766 18.46
Unemployed 27 069 12.89
Not economically active 34 263 16.31
TOTAL 100 098 47.66
GRAND TOTAL 210 007 100%
97 493 (46.42%) people are employed, 50 409 (24.00%) people
are unemployed and 62 105 (29.57%) people are not economically
active.
INCOME LEVELS
Income category.
No income 1 818 1.86
R 1 - R 400 9 190 9.43
R 401 - R 800 18 937 19.42
R 801 - R 1600 23 028 23.62
R 1601 - R 3200 18 240 18.71
R 3201 - R 6400 14 218 14.58
R 6401 - R 12800 7 693 7.89
14
R 12801 - R 25600 2 921 2.90
R 25601 - R 51200 801 0.82
R 51201 - R 102400 335 0.34
R 102401 - R 204800 158 0.16
R 204801 or more 156 0.16
Total 97 495 100%
ILLETERACY RATE
17 917 people are illiterate.
TYPES OF DWELLINGS
House or brick structure on a separate stand or yard 47 317 58.08
Traditional dwelling/hut/structure made of 1.74
1 419
traditional materials
Flat in block of flats 2 347 0.02
Town/cluster/semi-detached house (simplex: 2.57
2 101
duplex: triplex)
House/flat/room in back yard 4 062 4.98
Informal dwelling/shack in back yard 9 758 11.97
Informal dwelling/shack NOT in back yard e.g. in an 17.75
14 464
informal/squatter settlement
Total 81 468 100 %
57 246 (70.28%) residents live in formal housing, while 24 222
(29.75%) live informal housing.
ENERGY SOURCES
Energy or fuel for cooking.
Electricity 57 211 68.49
Gas 1 299 1.56
Paraffin 21 501 25.74
Wood 1 824 2.18
Coal 1 200 1.44
15
Animal dung 212 0.25
Solar 167 0.10
Other 116 0.14
Total 83 530 100%
Energy or fuel for heating.
Electricity 54 300 67.77
Gas 1 237 1.54
Paraffin 11 390 14.21
Wood 5 069 6.33
Coal 7 695 9.60
Animal dung 122 0.15
Solar 306 0.38
Total 80 119 100%
Energy or fuel for lighting.
Electricity 66 848 80.02
Gas 97 0.11
Paraffin 1 295 15.50
Candles 15 004 17.96
Solar 140 1.68
Other 146 0.17
Total 83 530 100 %
WATER SUPPLY
Piped water inside dwelling 32 850 39.83
Piped water inside yard 38 074 46.16
Piped water on community stand: distance less 7.77
6 409
than 200m from dwelling
Piped water on community stand: distance greater 5.24
4 329
than 200m from dwelling
Borehole 680 0.82
Spring 21 0.02
16
Rain-water tank 108 0.13
Total 82 471 100 %
REFUSE REMOVAL
Removed by local authority at least once a week 61 985 74.20
Removed by local authority less often 849 1.01
Communal refuse dump 2 321 2.77
Own refuse dump 14 670 17.56
No rubbish disposal 3702 4.43
Total 83 527 100 %
SANITATION
Flush toilet (connected to sewerage system) 59 622 71.73
Flush toilet (with septic tank) 5 352 6.40
Chemical toilet 1 384 1.65
Pit latrine with ventilation (VIP) 1 615 1.93
Pit latrine without ventilation 10 101 12.09
Bucket latrine 1 891 2.26
None 3 566 4.26
Total 83 531 100 %
79965 (95.74%) households have access to sanitation, whilst 3566
(4.26%) have no access.
TELEPHONE
Phone service.
Telephone in dwelling and cell-phone 15 964 19.11
Telephone in dwelling only 8 914 10.67
Cell-phone only 19 102 22.86
At a neighbour nearby 3 884 4.65
At a public telephone nearby 31 021 37.14
At another location nearby 1 562 1.87
17
At another location; not nearby 638 0.76
No access to a telephone 2 446 2.93
Total 83 531 100%
81 085 (97.07%) households have access to telephone service,
whilst 2446 (2.93%) have no access.
2.2 Economic Potential
In the past, gold mining was the core of the region’s economy, but
because of closure of mines, the focus has shifted to tourism,
manufacturing and agribusiness.
Mogale City, the “Treasure chest of the West”, has maintained its
standard of economic performance. Businesses in the former white
18
areas/suburbs enjoy the support of a strong business chamber, the
Mogale Chamber of Commerce and Industry, whose interest is
focused on local economic development and the provision of value
adding services.
New developments include the Key West Shopping centre, with 130
shops and restaurants, and plans are underway for more
developments. Several retail, business and commercial areas have
been developed in greater Mogale City. Currently the dominant
economic sectors are; retail, service, manufacturing and industrial.
The Industrial areas are: Boltonia, Chamdor, Delporton and
Luipardsvlei. A number of serviced erven are available in Chamdor,
Factoria, Delporton and Boltonia, and a number of potential
unserviced erven are also available in Chamdor extension 2,
Fariaville, and Muldersdrift.
19
2.4 Key Developmental Challenges And Backlogs
Housing
The Mogale City Local Municipality is confronted with the challenge
of ensuring access to adequate housing to all its inhabitants. The
provision of adequate housing or access thereto is underpinned by
the principles of promoting economic viability, environmental
sustainability, urban integration and most importantly creating
sustainable communities where people live in human dignity. The
city is progressively working towards reducing the significant
housing backlog and to ensure that the rights of its inhabitants to
have access to adequate housing is upheld and realised. The major
challenge is on delay of EIA approval by GDACEL., objectors and
land availability in rural areas.
Water and Sanitation
The Mogale City boundaries cover an area of approximately 1 520
km2, of which 8% of the total area is serviced by a waterborne
sewer reticulation system of approximately 1200km network and 10
pumpstations. Six drainage areas, with its smaller sub-drainage
areas have been identified and recorded in a detailed Wastewater
Masterplan. The drainage areas include six outfall sewers, which
respectively contribute their wastewater loads to the three Mogale
City bulk wastewater treatment plants (Flip Human WCW, Percy
Stewart WCW and Magaliesburg WCW). A part of wastewater
generated is networked to the Driefontein and Roodepoort
treatment works.
20
The majority of stands in Mogale City residential areas are
connected to a pressured metered water supply network. The bulk
service provider to Mogale City is Rand Water through nineteen
connection points, and to lesser extent Johannesburg Water through
2 connection points. The bulk water is distributed through a
network of 19 reservoirs/water towers and 1400 m distribution
network.
The challenges currently facing the city are the following:
Provision Of Free Basic Water and Sanitation
Reduction Of Service Backlogs particularly in the Rural
Communities
Revenue Generation
Development, Expand, Operate And Maintain Infrastructure
Affordable And Financially Viable Services
People Development, Capacity Building and retain expertise
Optimising Water Resource Utilisation And Demand
Management, With Specific Focus On Unaccounted For Water
Compliance To Legal And Quality Requirements
Lack of Policies and Operating Procedures
Ringfencing of water and sanitation units
The update and completion of a Water Services Development
Plan
Electricity
Eskom and the municipality supply electricity within the boundaries
of the City. This creates a problem due to the variance in terms of
service standards rendered by the two service providers. The
21
problem impacts more on the municipality as the area is its
governing the area.
The major challenges of electricity distribution within Mogale City
are the following:
Provision Of Free Basic Electricity Particularly In Rural Areas
Electrification Of Rural Areas
Service Backlogs
Poor Payment Levels
New Connections And Upgrading Of Existing Networks
Legal Compliance
Illegal Connections
Metering Problems
Roads and Storm Water
The responsibility of roads within the demarcated municipal area is
shared between the national, provincial and local government, with
the municipality responsible for the majority of the network.
The challenge is to address the roads, storm water and kerbing
backlogs in townships, informal settlement and rural areas. There is
also a need to upgrade roads in the former Black areas to meet
minimum acceptable development standards.
22
Environmental Management
Environment Stability is one of Mogale City’s Strategic Objectives,
and therefore a Key Performance Area. Some of the major
challenges faced by the city are the following:
Competent Authority Status at Local Level for resourced
Municipalities
Establishment Of Environmental Co-Operative Agreements
with Mining Houses and relevant Stakeholders
Statutory Compliance by Developers and integration of Intra-
Departmental programmes
Municipal Service Partnership
Development Of An Auditing Programme For Industries Within
MCLM In Order To Ensure Proper Environmental Performance
Implementation Of The State Of the Environment Report And
Environment Management Framework Recommendations
Implementation Of The Integrated Pest Control Policy
Ensuring Effective Management Of Disasters Within MCLM
Ensuring Effective Legal Compliance
Waste Management
Increase in waste generation is an inevitable consequence of
development and must be systematically managed in order to
conserve resources and protect the Environment (DWAF, 1997).
23
The lack of proper waste management policies results in pollution of
the air, land and fresh water systems, and subsequently disruption
of ecosystem processes, habitat destruction and species loss. It also
has negative impact on people’s health.
The amount of waste produced also places increasing pressure on
the landfills where the waste is discarded. Increasing amounts of
land set aside for landfills could lead to further habitat destruction
and species loss. MCLM currently operates two Landfill Sites,
Luipaardsvlei Landfill (servicing Urban Areas) & Magaliesburg
(servicing Rural Areas).
Mogale City Local Municipality is faced with various pressures in
terms of waste management. The most salient pressures being the
following:
Development and Implementation of municipalities Integrated
Waste Management Plan.
Refuse Removal, With Particular Focus On Rural Areas And
Informal Settlements
Statutory Compliance
Establishment Of A Facility For The Disposal Of Hazardous And
Medical Waste- Regional Inceneration Facility
Addressing Illegal Dumping in a sustainable manner
Illegal Dumping
Waste Minimisation In Accordance With The White Paper On
Integrated Pollution And Waste Management In South Africa
(March, 2002).
Parks and Cemeteries:
24
The are numerous parks and seven cemeteries in City. The standard
of parks and cemeteries in the former Black areas differs from those
in the former White areas due to historical background. The major
challenges currently facing the management of parks and
cemeteries in Mogale City are the following:
Managing Grass Cutting And Garden Maintenance Functions
Implementation Of The Urban Greening Strategy
The Impact Of HIV Aids On Burial Space and MCLM workforce
Improvement Of Parks And Cemeteries In Previously
Disadvantaged Areas
Delay in EIA process for The Development Of Cemeteries In
Rural Areas
Procurement Of Land For The Development Of Cemeteries In
Rural Areas
High Crime Rates
Mogale City is one of the low crime areas of Gauteng. Private
security companies provide security in commercial, industrial and
residential areas and there is a working relationship between the
police and private sector organizations in fighting crime. There is
also a new drive to work with business to secure the city centre.
There is also a new initiative to establish a Municipal Police force.
Unemployment
According to 2001 census figures (where the term employment
applies to those between 15 and 65 years who are employed),
25
97 493 (46.42%) people are employed, 50 409 (24.00%) people
are unemployed.
HIV AND AIDS And Related Matters
The following HIV/Aids related issues are still a challenge for Mogale
City:
Issue CONSTRAINTS/ CAUSAL FACTORS
OPPORTUNITIES
HIV & AIDS Lack Of Institutional And Social behaviour
Pandemic Home Based Care Rape and sex abuse
Facilities Sex work for
Stigmatisation survival – poverty
Family Disintegration and unemployment
Aids Orphans And Low educational
Households Managed By levels
Minors Family dysfunction
Unemployment And
Poverty Of HIV & AIDS
Affected People
Loss Of The
Breadwinner
Indigence
Rural Development
The richness of Mogale City as well as its competitve advantage
within the West Rand District and the Gauteng region lies in the fact
that it has a mixture of both rural and urban areas.
26
This mixture gives Mogale city an edge over its counter parts in
terms of local economic development opportunities. The reality is
that rural areas are less developed than the urban areas, and thus,
offer an opportunity for more economic growth within the
municipality.
The challenges currently facing rural development and management
are the following:
Development Of A Comprehensive Rural Development And
Tourism Strategy And Implementation Plan For The City
Raising Of Awareness On Land Tenure, Labour Rights, Rural
Development
Establishment Of Partnerships With Key Role Players In Rural
Development
Reduction In The Number Of Evictions Taking Place In Rural
Areas
Increase In Security Of Land Tenure Among Rural
Communities
Availability of suitable land for development closer/closest to
Developmental nodes as identified in SDF
Establishment Of Sustainable Rural Settlements.
Tourism
Mogale City is the ‘Treasure Chest of the West’. It boasts of its rich
Heritage and being on the map of the World’s Heritage Sites. It is
one of the Tourist’s destinations not only within the West Rand and
Gauteng regions, but also in the whole country.
27
Tourism as one of the fast-growing industries in the country, within
Mogale city it offers an opportunity for Local Economic Development
through the development of local SMME and previously
disadvantaged entrepreneurs.
The challenges currently facing the tourism industry of Mogale city
are the following:
Development Of A Comprehensive Tourism Development
Strategy
Development Marketing Strategy And Implementation Plan
For The City
Integration Of The Tourism Industry Operators And Tourism
Offering In Mogale City
Establishment Of Heritage, Arts & Culture Institutions In
Mogale City.
Establishment Of Partnerships With Key Role Players In Rural
Development & Tourism.
Transport InfrasructureInfrastructure
As one of the tourist’s destinations in the country, it is important
that our transport infrastructure does not only facilitate access from
all major cities, town and ports, but it also complies with world class
standards in order to ensure that Mogale City is the first stop point
for tourists before they move to other areas.
28
The transport infrastructure issues facing Mogale City are shown
below:
Constraints/challenges Causal Factors
Public Lack of infrastructure Transport is not a
Transport No public transport – with local government
major areas not being competency – we
accessible render only support
No transport policy and/or services
planning Cost of commuting
Available transport not – Increase in petrol
affordable – people spend price
more on transport than on Devaluation of the
basic needs, e.g. food Rand – money does
Cost of petrol impacts on the not go so far
movement of people
29
2.5 KEY INSTITUTIONAL CHALLENGES
Mogale City continues to improve the alignment of its operations
with the vision of making the city a desirable place to work in. The
delivery of quality services rests on the efforts of a committed,
skilled and professional work force. It is envisaged that during this
financial year the following key institutional capacity issues will be
addressed.
Staff Placement
90% of management posts have been filled. The re-designing of the
micro-structure has also been completed and it is envisaged that
the placement of staff will be completed during the 2004/5 financial
year.
Policies, Strategies And Systems
All the departments and sections are making tremendous progress
in reviewing and updating their policies, strategies and systems.
The areas that are covered are the following:
Support Services
Strategic Services
Marketing and Communications
Information Technology
Human Resources
Finance
30
Socio-Economic Development Sector
Rural Development and Tourism
Local Economic Development
Community Services
Public Safety
Infrastructure Management Sector
Housing
Water and Sanitation
Integrated Environmental Management
Infrastructure Management
2.6 IMPLICATIONS OF THE SITUATIONAL ANALYSIS Formatted
Formatted
The situational analysis of the city implies that there is an urgent
need to address the following issues:
Unemployment Formatted: Bullets and Numbering
Poverty Alleviation
Indigence
Housing backlog
Services backlog including Free Basic Services
HIV/AIDS
Health Care
Local Economic Development
Infrastructure Upgrade
Rural Development
Land Acquisition
Environmental Conservation
Community Development
Skills development
31
Institutional Development
32
SECTION:
III
PRIORITY
NEEDS
VISION
33
&
STRATEGIES
3.1 VISION AND MISSION
Our Vision is:
That Mogale City will be a desirable place to live, invest and visit;
where all people may enjoy a sustainable quality of life.
Our Mission is:
To create a people centred and economically viable city where all:
Have equal access to-
Basic social services;
Education and skills enhancement programmes; and
Job and entrepreneurial opportunities.
34
Enjoy:
A clean and sustainable environment; and
Safety and security.
Are governed by a:
Participative, professional, transparent and accountable
administration.
3.2 STRATEGIC OBJECTIVES
3.2.1 Social Development Development Formatted: Bullets and Numbering
To promote social and economic development within Mogale
City through the provision of:
Basic services and equal access to health;
Education;
Welfare;
Safety;
Housing;
Sport; and
Recreation.
3.2.2 Economic Vitality
35
To create an enabling environment for sustained economic
growth and development by:
Marketing the city to potential investors and tourists;
Developing a strong and integrated road, rail, air,
pipeline and information systems infrastructure;
Creating job opportunities through the promotion and
support of SMMEs and the development of human
resources;
Putting in place favourable policies and legislation (land
use, rates and taxes, tariffs, etc);
Reducing crime through the effective implementation of
the National Crime Prevention Strategy;
Promoting the development of agri-business and eco-
tourism;
Establishing an information technology hub for the
region; and
Building financial and economic management capacity
(both for the institutional and the people).
To develop the infrastructure and asset base of Mogale City
by:
Reducing the housing backlog;
Upgrading the city infrastructure; and
Promoting the integration of residential and business
areas
Through the development of appropriate land utilisation
Policies and legislation.
3.2.3 Environmental Stability
36
Promote a sustainable environment by:
Promoting environmental awareness;
Preserving the heritage and cultural sites;
Promoting and maintaining parks, fauna and flora;
Effectively managing waste and pollution; and
Developing relevant legislation and regulations to
protect the environment and ensure sustainable
development.
3.2.4 Good Governance
To promote a seamless, open, ethical, professional and
accountable system of governance by:
Continuously engaging the broader community in the
decision making process through appropriate public,
private and development sector partnerships;
Ensuring social, ethical and political accountability;
Developing appropriate monitoring, evaluation and
reporting systems and processes; and
Building the capacity and capability of all relevant
governance bodies within Mogale city.
3.2.5 People Development
To invest in the development of human resource
capacity by:
Linking educational institutions, at all levels, with
government and business organisations;
Promoting a culture of life-long learning and innovation
throughout all educational, governmental, business and
community organisations;
37
Developing comprehensive education, training and
leadership development programmes that focus on the
most disadvantaged sectors of the community (i.e.
youth, women, the disabled and the aged);
Accelerating the implementation of all policies and
legislation related to the development of human
resources (Skills Development Act, Employment Equity
Act, SAQA, NQF, LRA, BCEA etc.); and
Promoting the rights of children, women and the
disabled as enshrined in their respective Charters and
the Constitution.
SECTION: 4IV
PRIORITY
NEEDS,
38
PROGRAMMES
AND
PROJECTS
Formatted: Bullets and Numbering
4.1 PRIORITY NEEDS
The community needs of Mogale City that were identified for 2000-
2006 IDP, have not changed significantly during the recent review
processes and they are still prioritised as follows:
Urgent Needs Important Needs Less pressing needs
Housing Recreational facilities Street paving
Job creation Improved service Conversion of hostels
delivery into family units
Public safety SMME development Development of
39
parks
Health facilities Demarcation of areas Construction of an
for street vendors old age home
Roads and street Community
maintenance Development Projects
Skills Development Cleaning dumping sites
Projects
Education facilities Community
consultation and
feedback
Electricity
Clean water
Council to address
racism and farm
evictions
40
4.14.2 PROGRAMMES AND PROJECTS Formatted: Bullets and Numbering
This section provides a list of the projects that have been identified by Mogale City
Local Municipality through an intensive consultation with the communities.
The projects were influenced by Sector plans and prioritized according to the
following criteria:
Financial Sustainability Formatted: Bullets and Numbering
- Revenue Collection
Social Development Formatted: Bullets and Numbering
- Poverty Alleviation
- Health Care
- Access to Basic Services
- Combating Crime and Corruption
- Environmental Stability
Economic Development Formatted: Bullets and Numbering
- Job Creation
- Promotion of Investment
- Promotion BEE
- Skills Development
Governance Formatted: Bullets and Numbering
- Community Participation
- Equity and Empowerment
- Policies, Systems and Procedures
The projects are outlined in accordance with the five key performance areas of the
municipality.
42
STRATEGIC OBJETIVE 1: SOCIAL DEVELOPMENT
Housing
Projects PERFORMANCE TARGETS
2004/05 2005/06 2006/07
430 Toilets & Top
Sinqobile (Phase 2) Structures Completed Completed
470 Toilets & Top
Sinqobile (Phase 3) Structures Completed Completed
338 Serviced Erven 338 Top
Munsieville X 4 (Phase 2) Structures Completed
Purchase Land & 161 Affordable
Kagiso X 15 Develop Plan Housing Completed
1730 Serviced Erven 1000 Top 730 Affordable
Riet Vallei X 4
Structure Housing
Land Purchase & 5000 Serviced 2500 Top
Sinqobile X 1
Develop Plan Erven Structures
Land Purchase & 500 Serviced
Tudor Shaft/Soul City
Develop Plan Erven 500 Top Structures
250 Plans 250 Top
Vlakplaats Structures Completed
203 Serviced Erven 203 Top
Rietfontein Village Structures Completed
250 Planned Erven 250 Serviced
Tarlton Village 1 Erven 250 Top Structures
250 Planned Erven 250 Serviced
Tarlton Village 2 Erven 250 Top Structures
250 Planned Erven 250 Serviced
Magaliesburg Erven 250 Top Structures
250 Planned Erven 250 Serviced
Nooitgedacht Erven 250 Top Structures
Hekpoort 250 Planned Erven 250 Planned
Develop Plan Erven 250 Top Structures
Purchase Land &
MuldersdriftRiet Vallei X Develop Plan for 1032 Top 250 Planned Erven
5 (Phase 2) servicing 1032 Erven Structures Completed
Munsieville Hostel 100 Social Housing 3150 Social 200 Social Housing
UnitsBusiness Plans & Housing Units Units Completed
designs
Munsieville Horse Shoe Business Plans, 3200 Units00 150 Med Density
designs & 100 Med Med Density Units Completed
Density Units550 Units Units
Kagiso Old Hostel Business Plans, 500 Affordable 2500 Affordable
designs &300 Rental Units Rental Units
Affordable Rental
Units
43
Projects PERFORMANCE TARGETS
2004/05 2005/06 2006/07
Joshua Doore Hostel Business Plans & 40 Social; Housing
designs Units
Kagiso Ext. 12 - Php 1000 Top structures 350 Housing Completed
Units
Rietvallei Proper & Ext. 1 2029 Top structures 350 Housing Completed
- Php Units
44
Formatted
COMMUNITY SERVICES:
Projects PERFORMANCE TARGETS
2004/05 2005/06 2006/07
Poverty Alleviation
Food security: Holiday 2800 children - 400 20 Household 10 Areas of Mogale Formatted
Feeding per facility20 Food Gardens City
SchemeHousehold Gardens
Food Gardens 4 Communal 20 Household Formatted
Gardens Gardens
Job creation Magaliesburg Project 2 Areas of Hekpoort 3 Areas of Moglae Formatted
(10) and Tarlton City, Muldersdrift Formatted: Bullets and Numbering
and urban Formatted
Food Parcels for Identified poor Poor families 80 Poor families Formatted
indigents, families 40 per identified by social identified by social
Formatted
2000 and 2500 aged month 6 Poor Areas workers workers
10 000 soup recipients Of Mogale City 60 per month 60 per month
School Holiday Number Of School 2500 indigents 3000 indigents
Feeding Scheme Children 3500 aged 4500 aged
10 000 soup 10 000 soup
recipients 8 Poor recipients 10 Poor
Areas Areas
Indigent Support
Programme
Indigent Households Subsidise 750 Subsidise 1000 Subsidise 1500 Formatted
Support indigents 1000 indigents 12000 indigents 1500
Indigent Households Indigent Households Indigent
Supported Supported Households
Supported
Indigent Volunteer 64 Jobs Created For Support 96 Support 96
Support Volunteers Support volunteers 75 Jobs volunteers Create Formatted
96 volunteers For Volunteers Jobs For 85
Volunteers
Holiday Feeding 2800 children - 400 3010 children - 430 3220 children - Formatted
scheme per facility per facility 460 per facility
Indigent Pauper Burial 35 Families Assisted Helping 120 indigent Helping 130
Helping 100 indigents families with pauper indigents families Formatted
families with pauper burials 60 Indigent with pauper burials
burials Families Assisted 70 Families
Assisted
Women
Empowerment
45
Projects PERFORMANCE TARGETS
2004/05 2005/06 2006/07
Handling Domestic 100 Women trained 90 women trained (3 224 women trained Formatted
Violence (3 per ward) per ward) (7 per ward) Formatted
Award ceremony 100 70 MCLM women 150 30 MCLM women Formatted
Women Trained Women Trained 200 Women
Trained
Skills Development 320 women trained 320 women trained in 320 women trained Formatted
in flower advanced sowing in toilet paper
arrangement (home industry) 200 making
320 women trained Women Trained In 320 women trained Formatted
in fabric painting 150 Skills Development in fabric painting
Women Trained In 320 women trained
Skills Development in advanced baking
200 Women
Trained In Skills
Development
16 Days Of Activism March in partnership March in partnership March in Formatted
Against Women And with 250 men with 500 men (10 partnership with
Children Abuse (2 men & 3 women per ward) Conference 750 men Formatted
per ward) on abuse (10 men & Summit on abuse
Seminars and 10 women per ward) (10 men & 10 Formatted
workshops March In March In Partnership women) March In
Partnership With Men With Men Partnership With
Women
Shelter For Abused 1 Shelter Built In One shelter in urban Management And
Women And Children Urban Areas area Management Operation Of The
And Operation Of The Shelter
Shelter
Local Programme Of
Action For Children
Parenting Skills 2 Support groups 64 4 support groups 64 6 Support Group 64 Formatted
women (2 women women (2 per ward) women (2 per
per ward) 2 Support 4 Support Groups ward) 6 Support
Groups Trained Groups
Children Festival Entertainment 1200 1500 Children 2000 Children Formatted
and Awareness for Involved
children 1200
Children Involved
Child Protection Week Awareness Campaign Awareness Campaign Awareness
Campaign
Life Skills and Lifeskills training for Lifeskills training for Lifeskills training Formatted
aftercare training for 320 orphaned 320 orphaned for 320 orphaned
Training For Orphaned children & Aftercare children & Aftercare children &
Children centre per area 300 centre per area 400 Aftercare centre
Orphaned Children Orphaned Children per area 500
Orphaned
46
Projects PERFORMANCE TARGETS
2004/05 2005/06 2006/07
LPAC Committee 12 LAPC Committees Running Of The 12 Running Of The 12
(Workshops and Established 12 L-PAC LAPC Committees 12 LAPC Committees Formatted
research) Committees (10 L-PAC Committees
committees per area) (10 committees per
area)
Counselling sessions 5 sessions per client 5 sessions per client 5 sessions per Formatted
e.g. trauma debriefing (10 per area) (10 per area) client (10 per area)
perpretor programme
in partnership with
Government Depts,
NGO and CBO
Arts & Culture 50 children per area 50 children per area 50 children per Formatted
area
After Care Centre for Building of after care Formatted
vulnerable children center and furniture Formatted
Youth Development
Youth Month 3200 youth involved 3200 youth involved 3200 youth Formatted
Campaign in substance abuse in substance abuse involved in
and crime prevention and crime prevention substance abuse
(100 per ward) 3000 (100 per ward) 3 000 and crime
Youth Informed On Youth Counseled On prevention (100
Substance Abuse Substance Abuse per ward) 30 Peer
Counselors Trained
Coordination of Youth 32 Youth Forums 32 Youth Forums 32 Youth Forums
Seminars & workshops
on topics Coordination
Of Youth Forum
Technical Skills 320 trained youth in 320 trained youth in 320 trained youth Formatted
DevelopmentAnd Life technical skills technical skills in technical skills Formatted
Skills Training For The 320 youth attended 320 youth attended 320 youth attended Formatted
Youth supplementary for supplementary for supplementary for Formatted
grd 12 grd 12 grd 12
Formatted
320 youth trained in 320 youth trained in 320 youth trained
Formatted
arts and craft 100 arts and craft 100 in arts and craft
Youth Trained Youth Trained 100 Youth Trained Formatted
Youth camp (life skills) 320 trained 320 trained 320 trained Formatted
Formatted
Youth involved in 1600 youth (50 per 1600 youth (50 per 1600 youth (50
project work ward) ward) per ward) Formatted
Care For The Aged Formatted
Formatted
Craft Work For The 160 trained aged (5 160 trained aged (5 160 trained aged (5 Formatted
Aged per ward) 26 Elders per ward) 26 Elders per ward) 26 Elders Formatted
Trained On Craftwork Trained Trained
Formatted
To Complement
Pension Grant
47
Projects PERFORMANCE TARGETS
2004/05 2005/06 2006/07
Luncheon Clubs For 4 Clubs Developed 4 Clubs Developed 4 Clubs Developed
The Aged
Soup Kitchens For The Soup kitchen per Soup kitchen per Soup kitchen per Formatted
Aged area 10 000 area 10 000 area 10 000
Pensioners Reached Pensioners Reached Pensioners Reached
Per Month During Per Month During Per Month During
Pension Pay Out Pension Pay Out Pension Pay Out
Disability Formatted
Awareness in Kagiso All ward committee 20% of youth leaders All principals in the Formatted
members reached reached area reached
Awareness in Lusaka All ward committee 20% of youth leaders All principals in the Formatted
members reached reached area reached
Awareness in KDP, All ward committee 20% of youth leaders All principals in the
Rural areas members reached reached area reached Formatted
Disability Forum Coordinate Coordinate Coordinate Formatted
organizations of organizations of organizations of
disabled in MC. disabled in MC. disabled in MC.
Interdirectorate Forum Coordinate Coordinate Coordinate Formatted
directorates disability directorates disability directorates
projects projects disability projects
International day of Attendance of 300 Attendance of 400 Attendance of 1000 Formatted
the disabled disabled persons disabled persons disabled persons
Health Services
Construction Of 1 Primary Health Improved Access To Improved Access
Clinics For Primary Clinic In Tarlton Primary Health Care To Primary Health
Health Care In Tarlton Care In Tarlton
1 Primary Health Improved Access To Improved Access
Care Clinic In Primary Heath Care To Primary Heath
Rietvallei In Rietvallei Care In Rietvallei
1 Mobile Clinic For Improved Access To Improved Access
Vlakplaats Primary Health Care To Primary Health
Service In Vlakplaats Care Service In
Vlakplaats
1 Mobile Clinic For Improved Access To Improved Access
Rietfontein Primary Health Care To Primary Health
Service In Vlakplaats Care Service In
Rietfontein
48
Projects PERFORMANCE TARGETS
2004/05 2005/06 2006/07
1 HIAV/AIDS Haven Improved Access To Improved Access
In Mogale City Primary Health Care To Primary Health
Service For HIV Care Service For
People HIV People
Purchase Of All Clinics Are Well All Clinics Are Well All Clinics Are Well
Equipment Equipped Equipped Equipped
Air Quality Monitoring Station Established Air Quality
Air Quality Monitoring
Station And Operational Records/ And Reports Monitoring Records
Readings and / Readings and
Corrective measures Corrective
undertaken measures
undertaken And
Reports
Health Communication 3 000 Households 3500 Households 3 500 Households
Campaign Reached In Letsema Reached In Letsema Reached In
Letsema
World AIDS Day 5000 Youth Reached 5000 Youth Reached 5000 Youth
During World AIDS World During AIDS Reached During
Day 1 December Day 1 December World AIDS Day 1
2004 2005 December 2006
Management of the Documented Developed Standards Developed
HIV/AIDS programme HIV/AIDS Monitored & Standards
Management Sustained; Monitored &
Standard Developed Improvements Sustained;
& the initiated where Improvements
Implementation Plan applicable. initiated where
to address gaps. applicable.
Establishment of Clinic 8 Clinic Health 8 Clinic Health 8 Clinic Health
Committees Committees Committees Committees
(Governance) Established Functioning Functioning
Health Information Health Information Health Information
Management Management System Management System
For Mogale City For Mogale City
Sports, Recreation,
& Libraries
49
Projects PERFORMANCE TARGETS
2004/05 2005/06 2006/07
Upgrading Of Sport Kagiso Sport Phase 2 consisting of Phase 3 with
Facilities Complex standardised 400m fencing and
Phase 1 completed Athletic grass tract installation of
and consisted of with proper drainage floodlights to
construction of which will include accommodate night
clubhouse ablution soccer field and games.
with home and away pavilions and will
teams change rooms have standardised Construction of
with public toilets, fence to allow only Bowling green.
office, tuck shop and Officials and players Construction of an
caretakers room and in the field of play academy by
electric power and bar spectators Provincial
installation. from entering the Government.
field of play
Kagiso Sport
Complex
Kagiso Extension 13
Sports Complex Phase 2 consisting of Phase 3 will consist
standardised athletics of floodlights,
Phase 1 completed track with soccer pavilions and extra
and consisted of field, an erection of practice fields
ablution block with fencing around the
toilets and change complex, construction
rooms for both males of caretaker’s house,
and females. The combo courts and
complex is not public toilets will be
handed over to done in the new year.
Council, awaiting
Electrical connection
from Eskom. Director
to seek funds for
electric installation to
building
Lusaka Sport
Complex
50
Projects PERFORMANCE TARGETS
2004/05 2005/06 2006/07
Lusaka Sport
Complex
Phase 2 applied for Phase 3 will include
Phase 1 completed and approved. It will perimeter fence
and consists of consist of two extra around the entire
ablution block with fields that will complex, with
public and change accommodate Soccer, parking bays and
rooms for both males Athletics and Rugby, turnstile gates.
and females. construction of
Office with Cricket pitch, combo
boardroom and courts
storeroom, grassed accommodating
soccer field that Netball, Basketball,
accommodates Volleyball and
athletics track. 2 Handball, Sitting
extra soccer fields Pavilions and
not grassed, with Floodlights.
uneven Cricket
pitch.Muldersdrift
Sport Complex
Rietvallei 2 & 3
sports complex
Phase 1 completed Phase 2 will consist of Phase 3 will be the Formatted
and consists of a grassed football field, additional fields to Formatted
Community with ablution block accommodate Formatted
Recreation Hall, with consisting of both Rugby, Cricket and
public toilets, tuck public and change Floodlights.
shop, caretaker’s rooms to
room and office. accommodate home
and away teams.
Combo courts for
Netball, Volleyball,
Basketball and
Handball
51
Projects PERFORMANCE TARGETS
2004/05 2005/06 2006/07
Munsieville Sports
complex
Phase 1 completed Phase 2 will consist of Phase 3 will be an
and consists of extension of ablution application for
ablution block building to include more sporting fields
consisting of change upstairs to include
rooms, public toilets, VIP rooms,
office with kitchen Caretakers room
and tuck shop, floodlights, Lapa and
storeroom used as pavilions
caretakers room,
grassed football field
with tennis courts,
netball, basketball
and volleyball.
Fencing of wall
around the entire
facility with entrance
gates.
Muldersdrift Sport Formatted
Complex
Phase 1 completed Phase 3 will consist of Formatted
and consists of open pavilions and Formatted
soccer field with floodlights, with Formatted
fencing. Phase 2 is additional sports
on and consists of fields..
ablution block with
public and change
rooms for both
males and females,
caretaker’s room,
office and lapa.
Grassed soccer field
with sitting
embankment,
construction of
combo courts to
accommodate
Netball, Volleyball,
Handball and Tennis.
52
Projects PERFORMANCE TARGETS
2004/05 2005/06 2006/07
Ga-Mogale sports
complex
Phase 1 completed. Phase 2 to include Phase 3 to include
It consisted of pavilions, public pavilions and
grassed soccer field toilets for males and floodlights.
with ablution block females, Caretaker’s
consisting of room, combi courts
changerooms for to include Netball,
both home and away Volleyball, Handball,
teams. Waiting for Tennis and fencing
handing over from around the entire
contractor after complex. Formatted
electrical installation
by Eskom. Formatted
Bob Van Reenen and Application for
Jan Lotz Stadium funding: additional Formatted
pavilions, upgrading
of kombi courts
surface and fencing
and floodlight
upgrading Formatted
Johanna Botha Park Application for Formatted
upgrading of building,
fencing around the
stadium, caretaker’s
room and office
furniture and
maintenance
equipments Formatted
Coronation Application for
Swimming pool funding to upgrade Formatted
the swimming pool Formatted
West Krugersdorp Application for
Swimming pool funding to upgrade Formatted
the Swimming pool Formatted
Literacy Enhancement Kagiso Library Formatted
Building completed
Need to procure
furnitureMagaliesburg
Library
Muldersdrift & Formatted
Hekpoort Library two
new libraries were
completed as part of
the MPCC but no
furniture was
procured
53
Projects PERFORMANCE TARGETS
2004/05 2005/06 2006/07
Lusaka Library Formatted
extension phase 2.
2x study rooms will
be added to the
existing library
Magaliesburg Library
Library Orientation
2250 Learners And
90 Teachers
SA Library Week,
1350 Users
Participating
Readathon 1800
Users
Literacy Education;
Training Of 18
Facilitators
Multi-Purpose Magaliesburg Multi-
Community Centres Purpose Community
Centre
54
Rural Development and Tourism
KEY PROJECTS PERFORMANCE TARGETS
2004/05 2005/06 2006/07
Heritage Resources Management
Heritage conservancy 80% of Mogale 90% of Mogale citizens 100% of Mogale
citizens involved involved citizens involved
Upgrading and 10% of identified 30% of identified sites 50% of identified
maintenance of sites upgraded upgraded sites upgraded
heritage sites
Heritage and historical 50% of the sites 70% of the sites 90% of the sites
sites signage’s and covered covered covered
plagues
Upgrading of the 40% of the 60% of the workscope 60% of the
museum workscope completed workscope
completed completed
Tourism
Development of One route and Hosting heritage day Hosting heritage
heritage and cultural precinct developed celebrations day celebrations
routes and precincts
Erection of tourism 50% of facilities 70% of facilities have 90% of facilities
signage have signage signage have signage
Tourism promotion Integrated brochure Continues Continues
developed and maintenance of the maintenance of
tourism website website the website
upgraded
Promotion of 5 MICE projects 5 MICE projects 5 MICE projects
Meetings, Incentives, supported supported supported
Conferences and
Events
Arts and Culture Promotion
Local arts and culture 30% support to all 50% support to all 80% support to all
development forms of arts and forms of arts and forms of arts and
culture culture culture
Investigation & No. of Feasibility No. of No. of
Development of the studies conducted Recommendations beneficiaries
arts and culture Implemented
industries
Visual art and ceramic 4 workshops 4 workshops conducted 4 workshops
design workshops conducted conducted
Gallery exhibitions 6 exhibitions 6 exhibitions 6 exhibitions
Travelling exhibitions 4 traveling 4 traveling exhibitions traveling
exhibitions arranged and staged exhibitions
arranged and arranged and
staged staged
55
KEY PROJECTS PERFORMANCE TARGETS Formatted
2004/05 2005/06 2006/07
Rural Development
Establishment of Legal Legal aid centres
Aid Clinics in the rural function effectively
Areas of Mogale City
Land acquisition 60 ha acquired
Establishment of 4Township Ongoing support Ongoing support
sustainable rural establishment and development and development of
settlements in Mogale applications approved of the settlements the settlements
City
Purchase of Carmel 80 % of the Ongoing Ongoing
Estate productivity of the
estate maintained
Development of land 100 % of the land put Ongoing Ongoing
purchased in rural in effective use
areas
Revitalisation of 50 % of the land 70 % of the land 90 % of the land
Tswelopele and portions put into portions put into portions put into
Vlakdrift (Tarlton) Land productive use productive use productive use
reform projects
56
Public Safety
KEY PERFORMANCE TARGETS
PROJECTS 2004/05 2005/06 2006/07
Improving
institutional
capacity to
ensure public
safety
Establishing MCMPD is successfully 5 Additional Officers 15 Additional Officers
municipal launched Appointed. Appointed.
Police Gazetting of Increase in
Department Establishment of satisfaction levels of
Municipal Police Increase in policing service and
MCMPD launched in the satisfaction levels of feelings of safety
media on 1 policing service and
September 2004 feelings of safety 2nd Anniversary
37 Additional personnel 1st celebration
appointed Anniversary
Vehicles procured celebration
firearms procured
portable radios procured
% Increase in
operational law
enforcement personnel
% Increase in citations
issued or arrests
% Decrease in reporting
statistics for specific
crime types
% Increase in
satisfaction levels of
policing service and
feelings of safety
57
KEY PERFORMANCE TARGETS
PROJECTS 2004/05 2005/06 2006/07
Establishment Fully functioning Fully functioning Fully functioning
of municipal dedicated municipal dedicated municipal dedicated municipal
court court court court
Prosecutor appointed Additional Prosecutors Prosecutor appointed
Infrastructure in place appointed Infrastructure in
Magistrate salary Additional Magistrate place
allocated salary appointed Magistrate salary
Productivity Productivity allocated
50% Increase overall in 70% Increase overall Productivity
successful prosecutions in successful 95% Increase overall
% Increase in multi- prosecutions in successful
sectoral By-Law 90% Increase in prosecutions
prosecutions multi-sectoral By-Law 95% Increase in
prosecutions multi-sectoral By-Law
prosecutions
58
KEY PERFORMANCE TARGETS
PROJECTS 2004/05 2005/06 2006/07
Safer Cities Safer Cities Coordinator International meeting Projects
Project appointed of Safer Cities implemented: MCCI
Strategy developed and Initiatives held in Partnership
approved Mogale City Full Victim Support
Safety audit conducted rollout of strategy Services Safer
20 Stakeholder Projects Cities empowerment
consultation sessions implemented: Women initiatives/Various
held (UNHABITAT, ICPC, Empowerment community centres
IFUP, Youth Commission Youth Empowerment Crime Prevention
NGOs and CBOs) CPFs and Ward through
Safer Cities Coalition Committees environmental design
established and (CSIR, Town Planning
launched etc)
Implementation of Social Public Participation
crime prevention (Work shops)
projects.
Victim Empowerment
project approved and
functional
· Youth Empowerment
project approved and
functional
· Diversion project
approved and functional
· CPTED project
approved and functional
·. Project for the support
of CPFs and CSFs
approved and functional
Youth Empowerment
(2400 Youth trained at
public safety self
defence academy)
59
KEY PERFORMANCE TARGETS
PROJECTS 2004/05 2005/06 2006/07
Road safety Law Enforcement Law Enforcement Law Enforcement
campaigns 52 Road blocks executed 100 Road blocks 150 Road blocks
% increase in citations executed executed
issued % increase in % increase in
% increase in arrests citations issued citations issued
made % % increase in arrests % increase in arrests
increase in successful made made
prosecutions % increase in % increase in
Education successful successful
12 Education sessions prosecutions prosecutions
conducted 6000 Education Education
Motorists reached 24 Education sessions 36 Education sessions
12 Workshops/seminars conducted conducted
conducted 24 000 Motorists 36 000 Motorists
1million various reached reached
Publications produced 12 12
and distributed Workshops/seminars Workshops/seminars
conducted conducted
1million various 1million various
Publications produced Publications produced
and distributed and distributed
60
KEY PERFORMANCE TARGETS
PROJECTS 2004/05 2005/06 2006/07
Rural safety Strategy developed and Projects identified. Projects evaluated
strategy approved Education Project Plans Education
10 Stakeholder documented and 12 Stakeholder
Meetings/Workshops costed. Meetings/Workshops
held (SAPS, SANDF, Memorandums of held (SAPS, SANDF,
CPFs, etc.) 10 understanding i.t.o. CPFs, etc.)
Training community community 150 000 Information
sessions held partnerships formed leaflets produced and
Memorandums of Education distributed
understanding i.t.o. 12 Stakeholder 20 Training
community partnerships Meetings/Workshops community sessions
formed held (SAPS, SANDF, held
Crime combatting CPFs, etc.) Crime combatting
% Increase in citations 120 000 Information % Increase in
issued % leaflets produced and citations issued
Increase in arrests made distributed % Increase in arrests
% Increase in 20 Training made
prosecutions community sessions % Increase in
12 Law enforcement held prosecutions
operations (roadblocks) Crime combatting 24 Law enforcement
conducted % Increase in operations
citations issued (roadblocks)
% Increase in arrests conducted
made
% Increase in
prosecutions
24 Law enforcement
operations
(roadblocks)
conducted
Joint Taxi 100% Reduction in 100% Reduction in 100% Reduction in
operation unroadworty vehicles unroadworty vehicles unroadworty vehicles
(Operation & Increase in the & Increase in the & Increase in the
Lungisa) number of roadworthy number of roadworthy number of
vehicles vehicles roadworthy vehicles
% decrease in Taxi % decrease in Taxi % decrease in Taxi
related road accidents related road accidents related road
% decrease in vehicle % decrease in vehicle accidents
defect related accidents defect related % decrease in vehicle
involving taxis accidents involving defect related
taxis accidents involving
taxis
61
KEY PERFORMANCE TARGETS
PROJECTS 2004/05 2005/06 2006/07
Road safety 168 Children trained to 105 Children trained 70 Children trained to
training operate scholar patrols to operate scholar operate scholar
(Scholar 24 Scholar patrol teams patrols patrols
Patrols) operational at schools 15 Scholar patrol 10 Scholar patrol
15 schools with teams operational at teams operational at
functional scholar patrols schools schools
15 schools with 10 schools with
functional scholar functional scholar
patrols patrols
Tourist Training programme for 100 Officers are 150 Officers are
ambassador officers developed trained as tourist trained as tourist
training 50 Officers are trained ambassadors ambassadors
as tourist ambassadors. 60 Tourist (Additional staff and
30 Tourist ambassadors ambassadors are refresher course) 90
are placed at key placed at key Tourist ambassadors
locations locations are placed at key
Bench mark Perception Perception study on locations
study on tourist safety tourist safety Effectiveness of the
initiatives conducted initiatives conducted tourism intervention
is evaluated
Safer schools 24 Schools visited for 48 Schools nominated 100 Schools
education purposes and for education nominated for
distribution of purposes and education purposes
educational material distribution of and distribution of
24 Identified schools educational material educational material
raided for weapons and 48 identified schools 100 identified schools
drugs amongst pupils raided for concealed raided for concealed
weapons and drugs weapons and drugs
Access control 80 Security officers 80 Security officers 80 Security officers
training trained in respect of trained in respect of trained in respect of
access control access control access control and
80 Refresher training refresher courses as
and advance training well as additional
training
Firearm 120 Officers Trained 140 Officers Trained 40 Officers Trained
training
Peace officers 20 Municipal Police 20 Mogale City 20 Mogale City
training members trained Council employees Council employees
trained trained
62
KEY PERFORMANCE TARGETS
PROJECTS 2004/05 2005/06 2006/07
Crime 4 Road shows conducted 12 Road shows 24 Road shows
awareness 24 Print media conducted conducted
campaigns publications 24 Print media 24 Print media
500 000 Brochures publications publications
produced and distributed 500 000 Brochures 500 000 Brochures
1000 000 Pamphlets produced and produced and
produced and distributed distributed distributed
10 000 T-shirts 1000 000 Pamphlets 1000 000 Pamphlets
5000 Posters produced and produced and
10 Banners distributed distributed
10 000 T-shirts 10 000 T-shirts
5000 Posters 5000 Posters
10 Banners 10 Banners
Execution of 3000 Warrants of arrest 3000 Warrants of 3000 Warrants of
Warrants of finalized arrest finalized arrest finalized
arrest and
outstanding
fines
City Pilot project 30 Additional 30 Additional
surveillance implemented Cameras installed Cameras installed
20 Cameras installed in Increased capacity of Increased capacity of
Mogale City CBD Surveylance Centre Surveylance Centre
Surveillance Centre
operational
Neighbourhood Policy for neighbourhood 20 Neighborhood 30 Neighborhood
watch watch programmes Watch Programmes Watch Programmes
produced supported supported
10 Neighbourhood 20 Copies of Code of 40 Copies of Code of
Watch Programmes Conduct distributed Conduct distributed
supported 10 000 Copies of 20 000 Copies of
Framework for Emergency Emergency
Constitution produced information packs information packs
Code of Conduct distributed distributed
produced and distributed
Emergency information
packs produced and
distributed
Anti corruption Strategy Document Strategy analysed, Strategy evaluated
strategy developed and approved evaluated and refined and refined
Strategy implemented
63
KEY PERFORMANCE TARGETS
PROJECTS 2004/05 2005/06 2006/07
Regional Secure operational Maintain operational Maintain operational
Policing premises in Kagiso Mall premises in Kagiso premises in Kagiso
Sattellite Secure operational Mall Mall
Stations premises in Hekpoort Maintain operational Maintain operational
Secure operational premises in Hekpoort premises in Hekpoort
premises in Maintain operational Maintain operational
Magaliesburg premises in premises in
Secure operation police Magaliesburg Magaliesburg
head office space Maintain operation Maintain operation
police head office police head office
space space
Back to basics Secure operational Maintain operational Maintain operational
(By-law premises in Kagiso Mall premises in Kagiso premises in Kagiso
enforcement) Secure operational Mall Mall
premises in Hekpoort Maintain operational Maintain operational
Secure operational premises in Hekpoort premises in Hekpoort
premises in Maintain operational Maintain operational
Magaliesburg premises in premises in
Secure operation police Magaliesburg Magaliesburg
head office space Maintain operation Maintain operation
police head office police head office
space space
Road traffic 50% Compliance to the 80% Compliance to 100% Compliance to
signs to comply SADC Protocol on all the SADC Protocol on the SADC Protocol on
with SADC road traffic signs all road traffic signs all road traffic signs
Protocol 800 Signs replaced 800 Signs replaced 800 Signs replaced
300 km Road markings 300 km Road 300 km Road
painted markings painted markings painted
Purchase of 15 Vehicles purchased 15 Vehicles purchased 15 Vehicles
Vehicles 15 Vehicles branded and 15 Vehicles branded purchased 15
fitted with radio and blue and fitted with radio Vehicles branded and
lights and sirens and blue lights and fitted with radio and
sirens blue lights and sirens
Public/Passeng Strategy Document Strategy evaluated Strategy evaluated
er Transport developed and approved and realigned and realigned
Operations Transport forum Transport forum Transport forum
established revitalised revitalised
5000 citations issued 3000 citations issued 3000 citations issued
195 vehicles 120 vehicles 80 vehicles
discontinued 12 discontinued discontinued
Meetings held 12 Meetings held 12 Meetings held
64
KEY PERFORMANCE TARGETS
PROJECTS 2004/05 2005/06 2006/07
Regional Operational premises in Operational premises Operational premises
Licensing Kagiso Oerational in Kagiso and in Kagiso and
Satellite premises in Key West Magalies expanded to Magalies expanded to
Stations Operational premises in provide motor license provide motor license
Magaliesburg renewals renewals
3 L-Grade examiners Operational premises Operational premises
appointed in Kagiso and in Kagiso and
3 Cashiers appointed magalies expanded to magalies expanded to Formatted: Bullets and Numbering
3 Senior Clerks provide driver's provide driver's
appointed license renewals license renewals
3 Satellite station 2 L-Grade examiners 2 L-Grade examiners
personnel trained appointed appointed
IT infrastructure 2 Cashiers appointed 2 Cashiers appointed
installed 4 Satellite station 4 Satellite station
4 live scanning unit personnel trained personnel trained Formatted: Bullets and Numbering
acquired IT infrastructure IT infrastructure
10 560 Learners Licence upgraded upgraded
applications processed 15 840 Learners 15 840 Learners
10 560 Learners Licence License applications License applications
tests conducted processed processed
15 840 Learners 15 840 Learners
License tests License tests
conducted conducted
600 motor license 600 motor license
renewals processed renewals processed
1450 driver license 1450 driver license
renewals processed renewals processed
Operation Discontinued vehicles Discontinued vehicles Discontinued vehicles
follow-up are investigated to are investigated to are investigated to
ensure that they are not ensure that they are ensure that they are
illegally re-registered not illegally re- not illegally re-
and licensed registered and roadworthied
investigation of fraud licensed investigation of fraud
and corruption with investigation of fraud and corruption with
regards to discontinued and corruption with regards to
vehicles regards to discontinued vehicles
discontinued vehicles
65
Formatted
Water and Sanitation
Projects PERFORMANCE TARGETS
2004/05 2005/06 2006/07
Upgrade Flip Human Upgrade of aerators Upgrade of aerators Preventative
WCW to maintain 95% & mixers to maintain maintenance of
compliance with 95% compliance aerators & mixers to
DWAF with DWAF 100% maintain 95%
compliance compliance with
DWAF
Improved sludge
pumping system to
maintain 95%
compliance with
DWAF
Electrical lightning Electrical lightning
Protection devices Electrical lightning Protection devices
on all motor driven Protection devices on all motor driven
equipment 95% on all motor driven equipment
compliance equipment 100% compliance
Upgrade Percy Stewart Stabilize concrete Increase wcw
WCW structures to capacity, minimize
minimize pollution of pollution of
environment environment
Investigation & Upgrade/replace Upgrade/replace
monitoring report of equipment to equipment to
ground movement maintain 95% maintain 95%
95% compliance compliance with compliance with
DWAF 100% DWAF 100%
compliance compliance
Wastewater strategy for Capacity evaluation,
Muldersdrift long term impact study
plan
2.5km reroute pipe
Re-route Flip Human 2.5 km reroute pipe
and discharge point DWAF commitment
Discharge Point and discharge point
DWAF commitment
Upgrade of pump Electrical/mechanical Electrical/mechanical
stations Electrical/mechanical refurbs and/or refurbs and/or
refurbs and/or replacements 100% replacements
replacements uninterrupted 100% uninterrupted
service service
66
Projects PERFORMANCE TARGETS
2004/05 2005/06 2006/07
Engineering building Repairs to the roof Repair and Repair and Formatted
maintenance at Flip human wcw maintenance to roof maintenance to roof
and concrete and concrete
DWS maintenance of structure structure
pump stations and Formatted
sub-stations (mech
& electr & roofs)
Reclamation and reuse Building of breeding Create 15 jobs for Selling of 200 kg Formatted
of water tanks, cultivation of woman, selling of fish/month
breeding fish, 200 kg fish/month, (income), quality
quality compliance quality compliance compliance WMC
Create 15 jobs for WMC (PPP), SMME) (PPP), SMME)
woman, 200 kg Formatted
fish/month, F/H
based greenhouses,
WMC (PPP), SMME)
Construction of a A building
building at Magaliesburg subdivided to
WCW accommodate a
Extension of existing control-, conference- Meet market Meet market
laboratory water and , store-, cloak room, demand demand
wastewater analysis to maintenance,
include milk and food kitchen
By-laws Up grade of Implementation of
Laboratory compliance at
industries, Increase capacity Increase capacity
consultant fees
Review of Trade Effluent Implementation of Replacement after Ongoing
Critical lab equipment penalties for life time expansion
industries,
consultant fees
LIMS System Equipment, network Equipment, network
Data and customer Data management,
Data and customer
interface consultant fees Data
interface
management (ISO), management
management (ISO)
Consultant fees
Laboratory
management system
ISO Accreditation Accredited - Water Maintenance, audit Maintenance, audit
Laboratory (SANS), fees fees
consultant fees
67
Projects PERFORMANCE TARGETS
2004/05 2005/06 2006/07
Biogas PPP (Watergy) Formatted
PPP (Watergy)
utilize 2 WCW, 40%
utilize 2 WCW, 40%
reduced fuel cost,
reduced fuel cost,
consultant fees
consultant fees
Conversion of 50%
Conversion of 50%
of councils vehicles
of councils vehicles
Upgrade sludge disposal
- Flip Human Pipeline, installed at
6 ha lawn
Cultivation of instant Cultivation,
lawn on 6 ha harvesting of instant
lawn on 6 ha, SMME
Sludge handling
Magaliesburg Pump sludge to 1 ha
lawn area
Spray irrigation of 1
ha lawn
1 ha lawn, SMME,
income R 30 000 p/a
1 ha lawn, SMME, 1 ha lawn, SMME,
income R 30 000 p/a income R 30 000 p/a
Fencing in of instant 10 000 m of fencing
lawn for protection to
community
Rural Upgrade - Water Provide services on
and Sanitation demand within 4
weeks of request
Basic water facilities 6 kl Free basic water
to all households
Basic sanitation facilities Basic sanitation to
all households
68
Projects PERFORMANCE TARGETS
2004/05 2005/06 2006/07
Infrastructure Upgrade of baseline
Development - Rural audit to Master Plan,
areas and implementation
of services. Backlog
reduced by
20%/year
Development of Master
Water infrastructure
Plan
Sewer infrastructure
Noordheuwel/Rangeview Noordheuwel Noordheuwel
Infrastructure Extensions Extension 4
Sewer service No. Of Sewer 100% compliance 100% compliance
connectionsISO connections
Accreditation Accredited - Water
Laboratory (SANS)
Water service FBW, 700
connections connections/a
Renewals - CBD and Renew reticulation
Kagiso for 4000 erven /
annum
Water reticulation and
CBD and Munsieville
connections
Water reticulation and
Kagiso
connections
Reduce Unaccounted for Reduce with 15% /3
water yrs
Vehicles and trucks Enable delivery on
all DWS projects
Water Engineering LDV 4X4 (2X) LDV LDV 4X4 (2X) Tipper 3tn (1x)
4X2 (2X) TLB (1X) crane truck 5tn (1x)
Wastewater Engineering Cleaning machine, LDV 4X2 (2X) Tipper 3tn (1x) LDV
crane for truck, 4X2 (2X)
water truck, panel
van (1x)
Scientific Services and LDV 4X2 (2X) trailer LDV 4X2 (2X) LDV 4X2 (2X)
Wastewater Treatment (1x) cranetruck (1x)
Computer hardware and Computers, printers,
software (DWS) software
69
Projects PERFORMANCE TARGETS
2004/05 2005/06 2006/07
Mechanical and Waterpumps,
Spesialized Equipment generators, radios,
compactors, drills,
etc
Cutting machine,
grinders, feather
bags, radios, water
pumps, welding
mach, generators,
etc.
Refurbish Kenmare Improve structure to
Sump ensure stability-
Safety
Unmetered Fire Increase income,
Connections reduce water losses
Renewal of Luipaard & Service delivery,
Sanner str. reduce UAW
Seal of Reservoirs Reduce water
losses, Service
delivery
Pre-paid Water meters Install 4000 /
annum
Management Increase service
Information System delivery, reduce
maintenance
Purchase of prepaid All areas, increase
water meters income, 6kl FBW
Release of retention Sinqobile Phase 2
Sinqobile Phase 3
Fencing for pump Pump stations (5x)
stations and reservoirs Reservoirs (10x)
Alarm/monitoring Pump stations (9x)
systems Reservoirs (10x)
70
Projects PERFORMANCE TARGETS
2004/05 2005/06 2006/07
Policies, Procedures and Update by-laws,
Plans tariffs, WSDP
Electronic Base of Update & maintain
Technical drawings electronic data
Training Excellence Facilitators, Assessing,
Programme Accesses, NQF 3-6 mentoring NQF 3-6
NQF 3-6 level (ww
level for ww level to external ww
operations), 12
operations, 12 operations (income),
school groups per
school groups per 12 school groups per
annum
annum annum
ELECTRICITY
Projects PERFORMANCE TARGETS Formatted
2004/05 2005/06 2006/07
Lighting of
streetlights
and public
areas
Streetlight on 5 km of street lights
Hendrik (one side of the
Potgieter road)
Streetlight on
3,5 km of street 3,5 km of street lights 3,5 km of street lights
the R28
lights (high mast in (high mast in the (high mast in the
Muldersdrift to
the median) median) median)
Beyers Naude
Streetlights on
6 km of street lights
the K13 from 6 km of street lights
(one side of the
Windsor Road (one side of the road)
road)
to K198
Streetlights on
the road 7,5 km of street
7,5 km of street lights
between lights (one side of
(one side of the road)
magaliesburg the road)
and Tarlton
Streetlights on 5,5 km of street 5,5 km of street lights
the Hekpoort lights (one side of (one side of the road)
road from the road)
Oktree
crossing
Streetlights in Street lights (one
Street lights (one side Street lights (one side of
Ga-Mohale 1 side of the road)
of the road) phase 3 the road) phase 4
phase 2
71
Projects PERFORMANCE TARGETS Formatted
2004/05 2005/06 2006/07
Street lights (one
Streetlights in Street lights (one side Street lights (one side of
side of the road)
Sinqobile of the road) phase 2 the road) phase 3
phase 1,
Streetlights in Street lights (one
Munsieville side of the road) the
Phase 3 last phase
lighting of rural Area lighting in open Area lighting in open Area lighting in open
areas and open spaces and parks spaces and parks spaces and parks (phase
parks (phase 1) (phase 2) 3)
Replacement of Street lights (on the Street lights (on the
streetlights on median of the road) median of the road) the
Voortrekker & the first first refurbishment
Paardekraal refurbishment phase phase
Replacement of Street lights (one Street lights (one side Street lights (one side of
old streetlights side of the road) the of the road) the first the road) the first
in Krugersdorp first refurbishment refurbishment phase refurbishment phase
West, phase
Burgershoop
Traffic light on One three phase
the traffic light
intersection of
Kagiso Drive &
K198
Traffic light on One three phase
the traffic light
intersection of
K13 & K198
Traffic Light on Three three phase
the entrances traffic lights
to Munsieville
and inside
Upgrading of First phase of traffic Second phase of traffic Third phase of traffic
traffic lights to lights refurbishment lights refurbishment lights refurbishment
meet
legislation
Addition to As per community As per community As per community
existing traffic demand demand demand
lights as
requested by
Public Safety
Replacing Modern Modern synchronisable Modern synchronisable
outdated synchronisable traffic lights traffic lights
technology traffic lights
traffic
controllers
Muldersdrift 33 33 kV Sub station in
kV Substation Muldersdrift
72
Projects PERFORMANCE TARGETS Formatted
2004/05 2005/06 2006/07
33 kV Electricity supply to
Transmission the Substation
line to
Muldersdrift
Muldersdrift Distribution 11kV
distribution substations
Substations
Upgrade 33 kV Security fence
Substation around Substations
fencing
Alteration to Replaced old oil
Chamdor & cables with
Factoria 33 kV transmission
substations (aluminium) lines
Conversion of Electricity meters Electricity meters Electricity meters
overhead wire outside the outside the properties outside the properties
to cable properties
Overhead Bundle conductors Bundle conductors Bundle conductors
conductor to instead of bare instead of bare copper instead of bare copper
bundle cable in copper conductors conductors conductors
Krugersdorp
West,
Burgershoop
Munsieville Pre payment
prepaid meters.
conversion
Rangeview Electrical networks Electrical networks in Electrical networks in
Electrical in the area the area the area
reticulation
Bulk supply to Electrical networks
heritage in the area
heights
11 Kv upgrade Upgrading electrical
in Chancliff networks in the area
Bulk supply to Establishment of Establishment of Establishment of
Protea Dal electrical networks electrical networks in electrical networks in
in the area the area the area
Muldersdrift 33 33 kV Sub station in
Kv Substation Muldersdrift
Bulk supply to Upgrading electrical
Blouberg networks in the area
Developments
Electrical Upgrading electrical Upgrading electrical Upgrading electrical
distribution networks in the area networks in the area networks in the area
supplies for
Oatlands
holdings
73
Projects PERFORMANCE TARGETS Formatted
2004/05 2005/06 2006/07
Conversion of Upgrading electrical Upgrading electrical Upgrading electrical
6,6 kV to 11 networks in the area networks in the area networks in the area
kV network
Refurbishment Maintaining of old Maintaining of old Maintaining of old
of substations electrical networks electrical networks in electrical networks in
older than 50 in the area the area the area
years
ROADS
Projects PERFORMANCE TARGETS Formatted
2004/05 2005/06 2006/07
Kagiso road backlog 6,3 km 6,3 km 6,3 km
Lusaka road backlog 8,3 km 8,3 km 8,3 km
Agricultural holdings 5,8 km 5,8 km 5,8 km
road backlog
Magaliesburg road 5,0 km 5,0 km 5,0 km
backlog
Kerbing and sidewalk 4,0 km 4,0 km 4,0 km
backlog
Commuter transport Number Number Number
and taxi facilities
Speed calming As per community As per community As per community
measures and armco demand demand Demand
barriers
Stormwater Evaluation Number Number
infrastructure Mogale
City (sms)
Surveyor vehicle and Procurement
equipment
Electronic plan and Replacement
recording system
74
Building and Maintenance
Projects Performance Targets Formatted
2004/05 2005/06 2006/07
Renovations Of Painting,
Kagiso Sports Waterproofing, New
Complex Ceiling Etc
Painting,
Renovations Of Waterproofing, New
Munsieville Sports Ceiling, Doors And
Complex Burglar Proofing
New Flooring,
Sealing Of Roofs,
Ceiling Painting,
Renovations Of Renovations Of
Kagiso Hall Ablution Block Etc
Painting, Of
Renovations Of Ablution Block Etc,
Centenary Hall Repair Ceiling And
Waterproofing
Replacement Of New Carpets
Infrastructure
Management
Carpets
Waterproofing Of
Jacksmiet
Roofs, Painting Of
Building-
Walls, Ceiling, Tiles
Renovations
Etc
Waterproofing Of Waterproofing Of
Jack Cotton Homes Roofs
Waterproofing Of Waterproofing Of
Old Age Home Roofs
Renovations Of Painting, New
Kagiso Swimming Ceiling
Pool
New Lights,
Painting, Repair
Bob Van Reenen - Plaster,
Installation Of New Waterproofing Of
Lights And Roofs, R Repaint Of
Renovations Steel Chairs
Traffic Department Varnish Windows,
Repair Of Windows New Burglar
And New Burglar Proofing
Proofing
Waterproofing Of
Roofs, Painting Of
Walls, New Ceiling,
Palisade Fencing,
Central Library- New Burglar
Renovations Proofing
75
Projects Performance Targets Formatted
2004/05 2005/06 2006/07
Waterproofing Of
Roofs, Painting Of
Walls, New Ceiling,
Palisade Fencing,
Azaadville Library- Ablution Block,
Renovations Signage Board
Internal And
External Painting,
Renovations Of Roofs, Etc
Kagiso Clinic 1,2
And Ext 12
Waterproofing Of
Renovations Of Roofs, Painting Of
Munsieville Clinics Walls, CelingCeiling
And Offices Etc
Renovations-Civil Renovate Kitchen,
Maintenance Ablution Block,
Workshop(Chamdor Offices Roofs Etc
Yard)
Painting, New
Ramp, Paraplegic
Toilets,
Renovation Of Maintenance Of
Azaadville Clinic Roofs
Renovations- Painting, Roofs Etc
Rietvallei Clinic
Renovations - Jan Painting, Floors,
Maree Clinic Roofs
Varnish Floors,
Painting, Ceiling,
Renovations Paul Ramp, Paraplegic
Kruger Kall Toilets
Krugersdorp Revamp Swimming Pool,
Swimming Pool- Painting,NewPainting,
Upgrading And New Doors, Ablution
Renovations Block, New Roller Doors
Maintenance Of Roofs,
Dr Nelson Mandela Painting, Fire
Community Centre Extinguishers
Painting Of Walls, New
Ramp, New Paraplegic
Renovations Toilets, Maintenance Of
Magalies Library Roofs
Painting Of Walls, New
Ramp, New Paraplegic
Munsieville Toilets, Maintenance Of
Comminity Hall Roofs
Painting, Waterproofing
Muldersdrift Houses Of Roofs,
76
Projects Performance Targets Formatted
2004/05 2005/06 2006/07
SecutitySecurity Gates
Etc
Renovations Of Painting Of Windows,
Burgershoop Walls Etc
Community Centre
Painting Of Walls,
Azaadville Paraplegic Toilets, New
Swimming Polls Ramp
Renovations Of
Kagiso Library
Waterproofing Of Roofs,
Painting Of Walls, New
Azaadville Ceiling, Palisade Fencing,
Community Hall- Ablution Block, Signage
Renovations Board
Waterproofing Of Roofs,
Painting Of Walls, New
Jubileum Hall- Ceiling, Ablution Block,
Lewisham Signage Board
Fleet Management
Projects Performance Targets Formatted
2004/05 2005/06 2006/07
Fleet Management 100% June 2005
System 100%
Workshop 100% June 2005
Management
System
Tracking System 30 Vehicles 50 Vehicles 50 Vehicles
Replace Vehicles 25% Entire Fleet 25% Fleet 25% Fleet
Renovate 100% Utilised
Workshop Maintenance
Purchase Tools 100% Utilised 100% Utilised 100% Procurement
Parking Area For Parking For 30
Completed Vehicles
Vehicles And Staff Park 30 Vehicles
77
Rural Development & Tourism
Public Safety
78
STRATEGIC OBJECTIVE: 32 ECONOMIC VITALITY
PERFORMANCE TARGETS
KEY PROJECTS
2004/05 2005/06 2006/7
LED Strategy Increased Business Increased Business Increased
start-ups, business start-ups, business Business start-
growth and retention. growth and retention. ups, business
Targeted enterprise Targeted enterprise growth and
development development retention.
Targeted
enterprise
development
Business Development Increase in Increase in Increase in
& investor attraction investment and investment and investment and
strategy business development business development business
in Mogale City in Mogale City development in
Mogale City
Update Business Profile Mogale City Business Mogale City Business Mogale City
of MCLM Profile Report Profile Report Business Profile
Report
Business Development 200 SMMEs assisted 300 SMMEsSMME 400
Support Services to start, grow and assisted to start, grow SMMEsSMME
sustain their and sustain their assisted to
businesses; 500 jobs businesses; 600 jobs start, grow and
created. 3 co- created sustain their
operatives businesses;
established. 10 700 jobs
Businesses created
information platforms
Skills Development and 300 SMMEsSMME 400
Training 500 youth and assisted to start, grow SMMEsSMME
indigents trained and sustain their assisted to
businesses; 600 jobs start, grow and
created sustain their
79
PERFORMANCE TARGETS
KEY PROJECTS
2004/05 2005/06 2006/7
businesses;
700 jobs
created
SMME infrastructure 2 SMME infrastructure R4 million R500 000
development developed
Trade, Investment and 2 export awareness 2 export awareness 2 export
market development courses; 20 courses; 20 awareness
SMMEsSMME trained. SMMEsSMME trained courses; 20
A record of SMME SMMEsSMME
products and trained
services marketed
SMME development Documented SMME Ongoing Ongoing
strategy development Strategy implementation and implementation
review of the SMME and review of
development strategy the SMME
development
strategy
SMME database Electronic SMME Electronic SMME Electronic
database database SMME database
SMME finance 20 SMMEsSMME 40 SMMEsSMME 60
guarantee fund access business loans. access business loans SMMEsSMME
through a retail access business
finance intermediary. loans through a
retail finance
intermediary
Compilation of Precinct Precinct plans and Precinct plans and Precinct plans
Plans & MCLM Land Use land use management land use management and land use
Management System system to guide and system to guide and management
(town Planning manage development manage development system to guide
Scheme) and land uses and land uses and manage
development
and land uses
Urban edge Delineate urban edge Revision of SDF Delineate
in consultation with compilation local area urban edge in
the province re- plans consultation
delineate and with the
designate new edges province re-
in delineate and
consultation with designate new
bordering edges in
municipalities, Jo'burg consultation
80
PERFORMANCE TARGETS
KEY PROJECTS
2004/05 2005/06 2006/7
& Tswane with bordering
municipalities,
Jo'burg &
Tswane
CBD Urban Renewal Policy that will Urban regeneration Implementation
encourage and upgrade of the of policy to
investments in the CBD area attract
CBD investors
Revitalization K13/ To establish an Appropriate business Negotiate the
land use/SMME of mine environment plans to attract clearance of
land (hospitality conducive to investment mining land to
industry and related investment and public be
uses health environmentally
acceptable &
formulate
strategy to
attract
investment
Establish high tech R 28 high tech Precinct plan & nodal Address
industries along R28 development corridor development plan integration and
(Muldersdrift area) create a tax
base for
dormitory
townships
GIS Updating and maintenance and maintenance
integration of all further development and further
design of the GIS development of
programs/directorates the GIS
aerial photographs
Digitising of building Put in place digitising of building digitising of
plans infrastructure to plans building plans
enable the
modernization of the
system finalize the
training of personnel
81
STRATEGIC OBJECTIVE: 43 ENVIRONMENTAL STABILITY
PROJECTS PERFORMANCE TARGETS
2004/05 2005/06 2006/07
Parks Development
& Cemeteries
Parks Development of one Upgrading of Upgrading of park
DevelopmentDevelopment regional park in existing parks facilities &
of new parks for Mogale Kagiso ext 1. Urban facilities in Development of
City Greening. Creation Rietvallei and Regional Park -
of 25 temporary rehabilitation of MunsievilleDevelopment
jobs. Preferential urban reverine of a regional park in
procurement from areas – Kagiso Munsieville. Creation of
SMME's.1 new parks 8Development of 25 temporary jobs.
(Hekpoort) a regional park in Preferential
4 upgraded parks Kagiso ext. 8. procurement from
Magaliesburg Urban Greening. SMME's.
Kagiso Creation of 25
Lusaka temporary jobs.
Munsieville Preferential
procurement
from SMME's.
82
PROJECTS PERFORMANCE TARGETS
2004/05 2005/06 2006/07
Improvement and Kagiso Cemetery Road network Improvement of Kagiso
upgrading of facilities in Roads, Area. Lightning CemeteryRoads,
cemeteries communication syst, Landscaping concrete paths, grave
concrete paths, grave # telecom numbers, new sections,
Kagiso Cemetery grave numbers, new connection foot trees, landscaping,
sections, trees, paths Roads, create 18 permanent
laptop computer, concrete paths, jobs, Second Ablution
ablution block, grave numbers, Facility, SMME
landscaping, Create new sections, empowerment.
18 permanent jobs, trees,
SMME landscaping,
empowerment. create 18
permanent jobs,
SMME
empowerment.
Sterkfontein Cemetery Road network, Road network, Road network, grave
grave numbers, grave numbers, numbers, foot paths,
complete fence, foot foot paths, new new section, trees,
paths, new section, section, trees, create 15 permanent
trees, create 15 create 15 jobs, SMME
permanent jobs, permanent jobs, empowermentOngoing
SMME SMME Improvement of
empowerment empowerment Sterkfontein cemetery
Fence Completion; Ongoing
Road network; Improvement of
concrete grave #; Sterkfontein
Foot paths; cemetery
landscaping
Muldersdrift Cemetery Road network, Road network, Road network, fencing,
fencing, grave fencing, grave grave numbers,
numbers, numbers, landscaping, create 8
landscaping, landscaping, permanent jobs, SMME
ablution block, create 8 empowerment
create 8 permanent permanent jobs, Extended infrastructure
jobs, SMME SMME to provide for growth
empowerment Road empowerment (ongoing)
network; fencing; Extended
concrete grave #; infrastructure to
landscaping ablution provide for
block; new section growth (ongoing)
layout plans
83
PROJECTS PERFORMANCE TARGETS
2004/05 2005/06 2006/07
Hekpoort New Cemetery New cemetery - Road network, Road network, fencing,
Hekpoort Road network; fencing, gravenumbers,
fencing; concrete gravenumbers, landscaping, create 8
grave #; landscaping, permanent jobs, SMME
landscaping ablution create 8 empowerment
block; new section permanent jobs, Extended infrastructure
layout plans Road SMME to provide for growth
network, fencing, empowerment
gravenumbers, Extended
landscaping, infrastructure to
ablution block, provide for
create 8 permanent growth
jobs, SMME
Talton New Cemetery Road network, Road network, Road network, fencing,
Talton fencing, fencing, gravenumbers,
gravenumbers, gravenumbers, landscaping, ablution
landscaping, landscaping, block, create 8
ablution block, ablution block, permanent jobs, SMME
create 8 permanent create 8 empowerment
jobs, SMME permanent jobs, Extended infrastructure
empowerment New SMME to provide for growth
cemetery - Road empowerment
network; fencing; Extended
concrete grave #; infrastructure to
landscaping ablution provide for
block; new section growth
layout plans
Food gardens Six greenhouses, Six greenhouses, Six greenhouses,
irrigation systems irrigation systems irrigation systems and
and water supply, and water supply, water supply, seeds
seeds and seeds and and seedlings, food
seedlings, food seedlings, food security, poverty
security, poverty security, poverty alleviation for 70
alleviation for 50 alleviation for 60 households, addressing
households, households, malnutrition New and
addressing addressing extended food gardens
malnutrition New malnutrition (6 additional)
and extended food New and
gardens projects (6) extended food
structures (incl. gardens (6
Irrigation & tools) additional)
Muldersdrift
Hekpoort
Lusaka
Kagiso 8
Magaliesburg
Sinqobile
84
PROJECTS PERFORMANCE TARGETS
2004/05 2005/06 2006/07
Replace Old Machinery & 12 new 12 new 12 new lawnmowers, 8
Equipment 1.4. Purchase lawnmowers, 8 lawnmowers, 8 bushcutters. 5
of new equipment for bushcutters. 5 bushcutters. 5 chainsaws and 4 pole
parks maintenance chainsaws and 4 chainsaws and 4 pruners, better
pole pruners, 1 new pole pruners, maintained parks &
baling machine, 1 better maintained sidewalks Herbicide
rotavator, 2 Ride-on parks & sidewalks applicator; 5 new lawn
lawnowers, better 12 new mowers and plowing
maintained parks & lawnmowers; 8 implements
sidewalks bush cutters; 5
12 new chainsaws; 4 pole
lawnmowers; 8 pruners; 1 new
bush cutters; 5 bailing machine
chainsaws; 4 pole
pruners; 1 new
bailing machine
PARKS DEVELOPMENT Grass cutting of all Grass cutting of Grass cutting of all play
CONTINUEJob Creation play parks, main all play parks, parks, main routes, city Formatted
Partnerships With Abe's - routes, city main routes, city entrances to ensure a
Grass Cutting Function entrances to ensure entrances to better maintained
a better maintained ensure a better Mogale City and
Mogale City and maintained environmental stability.
environmental Mogale City and Creation of 30
stability. Creation of environmental permanent jobs
30 permanent jobs stability. Creation
of 30 permanent
jobs
2. Waste Management
2.1 240 l bins At R300/bin – 12121 bins – 12778 bins @ R360/bin
(4933) – 240L Bins 240L @ R330/bin
additional
2.2 Finalization Drop-off facilities in Two additional FinilazationFinalization
Construction of drop-off Munsieville and drop-off facilities of two drop-off facilities
facilities Kagiso (Apple Park & (Apple Park &
Muldersdrift area) Munsieville
2.3 Purchasing mass Provision of new Provision of new Provision of new mass
containers mass containers and mass containers containers 6m3; 5m3;
6m3 (5); 12m3 (6); 5m3 replacement of old 6m3; 5m3; 12m3 12m3
(4) containers
85
PROJECTS PERFORMANCE TARGETS
2004/05 2005/06 2006/07
2.4 Management of Expansion of the Construction & Construction &
landfill sites – Luipaardsvlei site expansion landfill expansion landfill site
Luipaardsvlei EIA; Permit; site (ongoing) (ongoing)
Construction
(Complete Site
office; Roads + Cell
+ storm water
drainage & Ponds
etc.)
Magaliesburg Permitting and Management of Management of landfill
management of landfill site site according to
Magaliesburg landfill according to regulations
site (EIA & Permit & regulations
Cover)
Implementation of Waste Info 70% 100% Implementation
integrated waste Management Implementation of IWMP
management plan System; Waste Min of the IWMP and
Programmes (2); improvement
Cleaner Tech
Strategy
Rural Waste management Rural Waste 90% 95% stat compliance &
(RWM) Management statutarystatutory implementation
strategy compliance with
implementation
Risk Waste management Risk Waste 70% Compliance 80% Compliance with
Management with risk risk management
strategy management regulations
regulations
Satellite tracking for DIEM Installation of
vehicles (60) tracking device in all
vehicles used by the
Directorate
DIEM(60)
Replacement of waste 19m3 (4); Double 19m3 (4); Daxle 19m3 (2); Daxle
management fleet axle Lugger Lugger (2);Roll; Lugger (1);Roll on
(2);Roll; Roll on Roll on truck(1);7 Ton trucks
truck(truck (1); truck(truck
Vtanker(Vtanker (1);LDV’s; LDV’s
(1);Road; Road
Cleaner;Bcat; Bcat
FEL; Pay off Street
sweeper & Office
Equipment
86
PROJECTS PERFORMANCE TARGETS
2004/05 2005/06 2006/07
Purchasing of 85L 500 – 85L Street 1000 – 85L 1500 – 85L Street Bins
Concrete Street Litter Bins Street Bins
Bins
Env Planning & Alien Eradicated Alien Eradicated Alien Eradicated
Management (Hectares cleared) (Hectares (Hectares cleared)
Env policies & cleared) Env policies &
strategies Env policies & strategies
LA 21 Programmes strategies LA 21 Programmes
LA 21
Programmes
Env Auditing EMCA’s EMCA’s EMCA’s
Environmental Environmental Environmental Auditing
Auditing Auditing Programmes (2)
Programmes (2) Programmes (2)
Env Education & Environmental Environmental Environmental
Awareness Education Education Centre Education Programmes
Workshops (4) Magaliesburg (4)
Environmental Area Workshops (4)
Resource Material Resource material (10
(5000) Env Education 000)
Environmental Workshops (6)
Education Centre Env Resource
(Phase 1) material (5900)
Disaster Management & Tents Tents Tents
Conservation Water Tanks Water Tanks Water Tanks
Management Dry Sanitation Dry Sanitation Dry Sanitation Toilets
Toilets Toilets Emergency lights
Emergency lights Emergency lights Transformer
Transformer Transformer Borehole pumps &
Borehole pumps & Borehole pumps cabling
cabling & cabling Electrodes
Electrodes Electrodes (Ongoing)
(Ongoing)
Pest Control Knap sacks Rodent boxes Rodent boxes
Bee suits Knap sacks Knap sacks
Rodent boxes Snake pliers Snake pliers
Snake pliers Fogger/Mister Fogger/Mister
Secure tool box Chemicals Chemicals
Pest control LDV
Fogger/Mister
Chemicals
SS HP Sprays
87
STRATEGIC OBJECTIVE:4 PEOPLE DEVELOPMENT
Projects Performance Targets
2004/05 2005/06 2006/07
Skills Audit Update Annual Skills Updated Skills Updated Skills
Audit report Mogale Inventory Inventory
City’s Skills Inventory
ABET Programme Statistics of learners 30 Employees on 30 Employees
who are literate ABET level 3 on ABET level 3
Implementation Of 4 Learnerships 4 Learnerships 4 Learnerships
Leanerships Implemented Stats of Implemented Implemented
qualified Learners
Sustain Experiential Stats of competency 6 employees 20 employees
Training programme certificate acquired participate in the for RPL
programme
Recognition of Prior Stats of Formal 20 employees RPL 20 employees
Learning certificates acquired RPL
Employee Wellness Decreased Decreased Decreased
Programme absenteeism absenteeism absenteeism
Employee Wellness Ongoing Ongoing
Policy And Strategy In Implementation Of Implementation
Place Employee Wellness Of Employee
Wellness
Implementation Of Stats of Learners Bursaries granted to Bursaries
Internal Bursary utilising the scheme deserving granted to
SchemeEstablish internal Internal Bursary employees Ongoing deserving
Bursary scheme Policy And Strategy Implementation Of employees
Approved By Council Bursary Scheme Ongoing
Implementation
Of Bursary
Scheme
AccrediationAccreditation Certificate of Equipped centre Functional
Of Computer Learning Accreditation Seta Seta Accredited centre Seta
Center Accredited Computer Computer Learning Accredited
Learning Center Center Computer
Learning Center
Cascading Of Pms To All Pms Implemented Signed PM Contracts Monitoring of
Employees Through Out All Pms Implemented performance
Levels Signed PM Through Out All Pms
Contracts Levels Implemented
Through Out All
Levels
Roll-out the Induction Orientated employees Inducted Employees Orientated
Programme employees
Climate Survey Implemented steps of Trained Managers Monitoring of
the Strategy for performance
implementation
88
Alignment of employee Adopted document for Uniform conditions Uniform
benefits to BCEA implementation of Service conditions of
Service
Integrated HR Maintenance of a Identification of Maintenance of a
healthy environment health hazards healthy
environment
OHASA Maintenance of a Identification of Maintenance of a
healthy environment health hazards healthy
environment
Building of sound labour Adopted code of Decreased disputes Maintenance of
relations Conducting conduct Annual Annual Climate DC code Annual
Staff Climate Survey Climate Survey Survey Report Climate Survey
Report Report
STRATEGIC OBJECTIVE: :5 GOOD GOVERNANCE
Projects Performance Targets Formatted
2004/5 2005/6 2006/7
REVENUE
ENHANCEMENT
Vending Machines. To be installed on all To be installed on all Completed and
Spars by December Friendly Grocer by review the
2004. First phase to June 2005. effective of the
be completed on machines.
January 2005.
Relocating Of Water First phase to be Continuing with the Continuing with
And Electricity completed on relocation of meters. the relocation of
89
Projects Performance Targets Formatted
2004/5 2005/6 2006/7
Meters To The February 2005. meters.
Pavements. Relocating meters to
have access to get
meter readings and
also to implement
credit control.
Data Cleansing Verifying the present Continuous process Last phase by
data collected by PSU by Revenue and PSU June 2005.
from the pilot areas to other areas.
by July 2004. Second phase to be
Switching the correct completed by
data by September January 2005
2004.
Prepaid Meters For Installation of prepaid Continuing with the Continuing with
All Indigents. meters by October installation of new the installation of
2004 for the approved indigents. new approved
approved indigents. indigents.
Absa-Kiosk Pilot machine at Install to the next Review and install
Krugersdorp Civic five points by to other identified
Centre by September January 2005. points.
2004.
Revenue
Enhancement
Security Of Main Install cameras and Install security in Complete the
Cash Office And card swiping system Azaadville, Kagiso installation of all
Sattelites Points. at Krugersdorp Civic Main and Munsinvlle other pay points.
. Centre by August points by January
2004. 2005.
Networking Of Connecting the pay Continuous Continuous
Satellites Points points to the Main maintenance maintenance
Civic Centre by July
2004.
Training Of Ward Train all Kagiso ward Identify the next Continue with
Committees Re committees by area with very low training of ward
Revenue October 2004. payment levels and committees.
Operations. train the ward
committees.
Traing And Multi- Pay point staff Extend services to Monitor and
Skilling Of Staff And multiskilled by June all pay points by review.
Extending Credut 2004. Jan.2005. Train and
Control Services To multi-skill all
All Paypoints. revenue staff by
October 2005.
Mapping And Customer Care Billing processes Credit Control
Documenting All processes mapped mapped and processes mapped
90
Projects Performance Targets Formatted
2004/5 2005/6 2006/7
Processes And and documented by documented by Feb and documented.
Procedures. June 2004. 2005.
Cash Receipting
System
Strategic Service
Integrated
Development
Planning
Co-Ordination And Revised Idp Is Revised Idp Is Revised Idp Is
Compilation Of The Idp Approved By The Approved By The Approved By The
Document Document Municipal Council Municipal Council Municipal Council
Managing Community 3 Community Road 3 Community Road 3 Community
Participation During Shows Are Held Shows Are Held Road Shows Are
The Review Of The Idp Annually Annually Held Annually
Responding To All Community All Community All Community
Community Queries Queries And Queries And Queries And
And Comments On The Comments Are Comments Are Comments Are
Idp Responded To Responded To Responded To
Research And Development And Continues Update Continues Update
Information Implementation Of A And Maintenance Of And Maintenance
Management Database For The Idp The Idp Database Of The Idp
Database
Organisational
Performance
Management
Training Of Ward All Ward Committees Ward Committees Ward Committees
Committees On The Are Trained On The Are Continuously Are Continuously
Application Of The Pms Application Of The Involved In Involved In
Pms Performance Performance
Reviews Reviews
Training Of All Directors / Deputy Ongoing Support Ongoing Support
Directors/Deputy Directorsd Are Trained For Directors / For Directors /
Directors On The On The Application Of Deputy Directors Deputy Directors
Application Pms The Performance D/Dd D/Dd
Management
Framework
Internal Reporting Monthly And Quarterly Monthly And Monthly And
Reports Per Quarterly Reports Quarterly Reports
Directorate Per Directorate Per Directorate
External Reporting 3 Quarterly And 1 3 Quarterly And 1 3 Quarterly And 1
Annual Report Annual Report Annual Report
Reviewing And Annual Review Of The Annual Review Of Annual Review Of
Evaluating The Pms Pms Framework The Pms Framework The Pms
91
With Internal Auditors Framework
Marketing And
Communication
Mogale City Website Upgrading Of Mogale Ongoing Ongoing
Management City’s Website Maintenance Of Maintenance Of
Website Website
Monthly Publications Publishing Monthly Publishing Monthly Publishing
Newspaper Newspaper Monthly
Newspaper
Corporate Branding Of Corporate Branding Of Design And Erection Continues
Mogale City City Structure Of Welcome Signs; Upgrading Of The
Branding Of City Corporate Image
Parks, Cemeteries; Of Mogale City
Call Centre A Fully Operational Ongoing Upgrading Ongoing
24/7 Call Center And Maintenance Of Upgrading And
Call Center Maintenance Of
Call Center
Batho Pele Principles Development Of
Batho Pele Poster
For All Council
Offices
Internal Auditing
Performance Of The Update Of The Risk Ongoing Ongoing
Annual Risk Profiles The Risk Assessment Assessment
Assessment Management
Strategies For The
Council.
Perform Adequacy And Ongoing Review And Ongoing Review Ongoing Review
Effectiveness Audits In Assessment Of And Assessment Of And Assessment
Accordance With Internal Controls. Internal Controls. Of Internal
Internal Audit Controls.
Strategic And
Operational Plans.
Perform Adhoc As Per Management As Per Management As Per
Investigation On Request Request Management
Alleged Irregularities. Request
Facilitate Audit Quarterly Meetings Of Quarterly Meetings Quarterly
Committee Meetings The Audit Committee Of The Audit Meetings Of The
Committee Audit Committee
Implementation Of Monitoring Compliance Monitoring Monitoring
Council Fraud Compliance Compliance
Prevention Plan &
Fraud Policy.
Audit Of Performance Quarterly Quarterly Quarterly
Measurements Assessments As Per Assessments As Per Assessments As
92
Municipal Systems Act Municipal Systems Per Municipal
Act Systems Act
It & Forensic Audit Annual Review Of The Annual Review Of Annual Review Of
ItT General And The ITt General And The ITt General
Application Controls. Application And Application
Outsource Complex Controls. Controls.
Forensic Audit Work. Outsource Complex Outsource
Forensic Audit Complex Forensic
Work. Audit Work.
Intergovernmental
Relations
Facilitating Twinning Signing of Twinning Maintenance of the Maintenance of
Agreement With Agreement by Mogale signed Twinning the signed
Klerksdorp City City Local Municipality Agreement between Twinning
and Klerksdorp City Mogale City Local Agreement
Council Twinning Municipality and between Mogale
Agreement Is Signed Klerksdorp City City Local
By The Two Council Ongoing Municipality and
Municipalities Cooperation Klerksdorp City
Between The Two Council Ongoing
Municipalities Cooperation
Between The Two
Municipalities
Formaliseing Preliminary Maintenance of the Maintenance of
International discussions with one signed Twinning signed Twinning
Cooperation With Municipality in Ghana Agreement between Agreement
Ghana, And Cuba and one Municipality Mogale City Local between Mogale
in Cuba International Municipality and City Local
Relations Agreements Klerksdorp City Municipality and
Are Signed With The Council Ongoing the identified
Two Countries Cooperation With Municipal partners
Two Countries in Ghana and
Cuba Ongoing
Cooperation With
Two Countries
Revival Of Twinning Re-establishment of Maintenance of Maintenance of
Agreement With China relations with Wujiang relationship with relationship with
Revival of Dormant Municipality Re- Wujiang Wujiang
Twinning Agreement Establishment Of Municipality Municipality
with Wujiang Relations With China Ongoing Ongoing
Municipality (Chinese) Cooperation With Cooperation With
China China
Establishment Of An Operational Operational Operational
Igr Forum Intergovernmental Intergovernmental Intergovernmental
Development Of An Igr Relations Forum Relations Forum Relations Forum
Database Igr Database Ongoing Update Ongoing Update
And Maintenance Of And Maintenance
Igr Database Of Igr Database
Administration
Services
93
Upgrading Of The Pa Reduced chances of Installation of an Installation of an
System In Council wear and tear due to online Committee online Committee
Chamber constant relocation of Administrating Administrating
the PA System Fully system Ongoing system Ongoing
Operational Pa System Update And Update And
In Place Maintenance Of Pa Maintenance Of Pa
System System
Acquisition Of Voice Proper recording of Proper recording of Proper recording
Recorders Council Committee Council Committee of Council
meetings Effective meetings Ongoing Committee
And Efficient System Maintenance Of meetings Ongoing
For Recording Of Recording System Maintenance Of
Meetings Recording System
Protocol Training Protocol compliance Protocol compliance Protocol
by both Administration by both compliance by
and Councilors 100% Administration and both
Protocol Compliance Councilors Ongoing Administration
By Both Compliance and Councilors
Administrative Staff Ongoing Update
And Elected Officials And Maintenance
Of Igr Database
Corporate Signage Branding Of Municipal Installation of Installation of
Building corporate signage corporate signage
Installation of at the remote at the remote
corporate signage at municipal offices municipal offices
the President Building,
Civic Centre and the
Old Receiver of
Revenue Building
Name tags Council and Installation of 30 Maintenance of Maintenance of
Mayoral Committee Mayoral Committee Mayoral and Council Mayoral and
Chambers Chamber name tags Committee Council
and 80 Council Chambers Committee
Chamber name tags Chambers
Bidding to host the Submission of MCLM
AULGA bid for consideration
by AULGA Bid
Committee
Archive
Rollout Of Purchase of scanners Operational Operational
Munadministration and desktops MunAdmin System MunAdmin System
System Functional Ongoing Ongoing
Munadministration Management And Management And
System In Place Maintenance Of Maintenance Of
Munadministration Munadministration
And Electronic
Access Installed
94
Establishment of Established Resource Integrated service Facilitation of an
Resource Centre Centre in 4 MPCCAll delivery mechanism integrated service
(MPCC) 17 Scanners Directorates Have by the Municipality delivery
For All Directors And 2 Access To in conjunction with mechanism by the
Pcs For Records Office Munadministration government Municipality in
System departments and conjunction with
parastatals Ongoing government
Maintenance And departments and
Upgrade parastatals
Ongoing
Maintenance And
Upgrade
Information
Technology System
Microsoft Software 350 Microsoft licenses 50 desktop 70 desktop
LicencesLicenses procuredUpgrade Of Microsoft licenses Microsoft licenses
Licences Software procuredOngoing procuredOngoing
ItT Firewall 50% protection of 70% protection of 100% protection
unauthorized access unauthorized access of unauthorized
to data and computer to data and access to data and
networkMunicipal computer computer
Information Is networkOngoing networkOngoing
Secured
Upgrade Of Computer Painting, flooring, Maintenance and Maintenance and
Room cabling, and upgrade of back-up upgrade of back-
installation of data system at Civic up data system at
computer cabinets & centre computer Civic centre
CF2 gas Installation Of room Ongoing computer room
Cf2 Gas Unit To Ongoing
Reduce Fire Risk
Disaster Recovery Establishment of Maintenance and Maintenance and
System disaster recovery site upgrade of disaster upgrade of
at Licensing office recovery site. disaster recovery
Functional Disaster Gradual site. Gradual
Recovery System In Implementation Of Implementation
Place Msp Of Msp
Data Back Up System 50%data recovery 70%data recovery 100%data
Data Back Up System Gradual recovery
Installed Implementation Of
Msp
Network linkages 4 remote sites 3 remote sites 3 remote sites
Lan/Wan linkedOngoing linked linked
Connection Of Users
To Lan/Wan
Servers & Computer 2 Windows login Maintenance and Maintenance and
equipment servers, Intranet upgrade of servers upgrade of
server, Financial servers
server, Project
Management server
Upgrade of GIS server Hardware & software Hardware & Hardware &
software software
95
Property
Maintenance And
Management Legal
Services
Land acquisition Addition 100 hectares Addition 80 Addition 50 Formatted
of acquired to land the hectares of acquired hectares of
register land to land register acquired land to
land register
Office Furniture Provision for office Provision for office Provision for office
furniture for an furniture for an furniture for an
improved working improved working improved working
enviromment to enviromment to enviromment to
support sound labour support sound support sound
relations. Procurement labour relations. labour relations.
Of Additional Office Provision Of
Furniture Furniture For Newly
Appointed
Office Renovations and Renovated and usable Renovated and Renovated and
Equipment office space Ongoing usable office space usable office
Maintenance And Ongoing space
Renovation Of Maintenance And
Municipal Building Renovation Of
Municipal Building
Building Acquisition Of Addition of two (2) Additional 200 Additional 100
Building buildings of office square metres of square metres of
space to promote office space to office space to
sound labour practice promote sound promote sound
and a sound labour practice and labour practice
environment for a sound and a sound
community liaison and environment for environment for
participation. Building community liasion community liasion
Purchased And ans participation. ans participation.
Transfer To The Building Purchased
Municipality And Transfer To The
Municipality
Legal Technical Fully resourced legal Fully resourced Fully resourced
Literature Acquisition library for improved legal library for legal library for
Of Land For Municipal quality research and improved quality improved quality
Building skills Land Purchased research and skills research and skills
And Transfer To The Land Purchased And
Municipality Transfer To The
Municipality
Delegation Of Powers Efficient and effective Efficient and Efficient and
administrative and effective effective
decision-making administrative and administrative and
process. decision-making decision-making
process. process.
96
Strategy for Property Implement a Implement a Implement a
Alienation and transparent and transparent and transparent and
Acquisition effective process of effective process of effective process
acquiring and acquiring and of acquiring and
disposing land. disposing land. disposing land.
Establishment and Easily accessible Easily accessible Easily accessible
Management of record of contracts record of contracts record of
Contracts and SLA and SLA that are in and SLA that are in contracts and SLA
Database force for effective force for effective that are in force
administration. administration. for effective
administration.
Graduate Trainee 4 Graduates trained 4 Graduates trained 4 Graduates
Programme trained
Revision of Policies Adopted revised Adopted revised Adopted revised
policies policies policies
Legislative Compliance 100% compliance 100% compliance 100% compliance
Property Management Establishment of Database Database
and Maintenance Plan database for maintenance and maintenance and
Implementation properties and a regular inspection regular inspection
system of regular
inspection.
Review of By-Laws 40% of By-laws 60% of By-laws 80% of By-laws
reviewed reviewed reviewed
Review of Contracts 50% of contracts 75% of contracts 100% of contracts
and SLA's reviewed reviewed
reviewed
Review the 30% of PDI attorneys 50% of PDI 70% of PDI Formatted
Engagement of Panel engaged attorneys engaged attorneys engaged
of Attorneys Legal
Services
Implementation of 100% enforcement 100% enforcement 100%
Revised Property Ongoing Legal Advice enforcement
Rentals Legal Advice And Support To
Municipal Council And
Administration
97
SECTION: 5
V
SECTOR
PLANS
98
5.1 SOCIAL DEVELOPMENT PROGRAMME INCLUDING HIV/AIDS
5.1.1 introduction
The process for formulating the Social Development Programme has complied with
the five phases outlined in the national IDP guidelines. However, only three first
phases form the focal point of this programme and they are:
Analysis,
Strategies, and
Projects development phases.
5.1.2 Analysis
In the analysis process, the following were identified as priority communities:
Rietvallei, Muldersdrift, Magaliesburg, Hekpoort and Tarlton. These communities
present development challenges faced by both urban and rural areas.
Analysis of these communities identified the following priority issues/ problems:
Poverty and unemployment.
Low levels of literacy.
Landlessness and homelessness.
Infrastructure development problems associated with both rural and peri-
urban areas.
HIV/AIDS pandemic.
99
5.1.3 Strategies
The vision of Mogale City is to make the city ‘a desirable place to live, invest and
visit: where all people may enjoy a sustainable quality of life’, the following
strategies were developed to deal with the above-mentioned issues.
Below are themes of strategic objectives for each priority issue. A detailed
discussion of the actual objectives is provided in the main document:
Priority Issue Strategic Objective Theme
Priority Poverty And “Initiate, support and facilitate
issue 1: Unemployment development of SMME’s that are informed
by both local, economic and export needs
and are geared towards poverty alleviation
and job creation to stimulate local
economic development”
Priority Low levels of Literacy. “Facilitation of the processes for the
Issue 2: provision of Adult Basic Education and
Training (ABET) programmes as well as
building early childhood centres”.
Priority Landlessness and “Contribute, mediate and facilitate the
Issue 3 Homelessness process for ensuring that landless rural
people gain access to land and farm
evictions are stopped”
Priority Infrastructure “Facilitate the process for building multi-
Issue 4: Development Problems purpose one-stop service centres”.
(Associated with both
rural and peri-urban
areas)
100
Priority HIV/AIDS Pandemic “Facilitate the process of offering support
Issue 5: services to the infected and affected
especially AIDS orphans
There are two main strategic initiatives identified to address the above strategic
objectives, namely:
Strategic Initiative 1: Build and/or improve existing facilities and multi-
purpose centres in all communities.
Strategic Initiative 2: Initiate and/or support sector generic programmes
that are largely targeted to vulnerable groups.
5.1.4 Projects
The two strategic initiatives identified elicited a series of projects that were costed
and are found in Appendix A of the main document. Following is a selected list of
some of these projects:
Multi-purpose centres that cater for services such as:
SMME development advisory services.
Library services.
Older persons pay points.
Sport and Recreation services.
Cultural enrichment.
SMME that are geared to poverty alleviation.
Direct services to children.
Direct services to youth.
All the strategic initiatives and projects identified above are supported by
legislation, a summary of which is included in the main document.
101
5.1.5 Conclusion
Five communities of Rietvallei, Muldersdrift, Magaliesburg, Hekpoort and Tarlton
were identified for the Social Development Programme. Based on the available
information about these communities, issues of poverty and unemployment, low
levels of literacy, landlessness and homelessness, HIV/AIDS and infrastructure
development problems associated with both rural and peri-urban areas were
identified. Strategic objectives for each of these social issues were developed. To
achieve these strategic objectives, various projects ranging from infrastructure
development to land acquisition were identified for implementation.
It must be noted that similar projects are planned for implementation in other
parts of Mogale City that are not targeted as priority areas.
102
5.2 SPATIAL DEVELOPMENT FRAMEWORK
Executive Summary
This report provides a concise overview with regard to guidelines that form the
basis of the relevant planning approach, as well as the proposals pertaining to the
study area based on these principles.
This report is the second of three reports: the first being the Status Quo Report,
and the third being the Map Book. These three reports should be read in
conjunction with one another. This summary provides a short overview of the most
strategic that determines the character of the final Spatial Development
Framework (SDF).
• TheThe relevant area of its jurisdiction was constituted by the amalgamation of
the
Magaliesburg and Magaliesberg Rural Councils with the Krugersdorp Local
Council to form a new local municipality covering approximately 1100 square
kilometresKilometers. The purpose of the amalgamation was to establish an
economy of
scale and thereby achieve sustainable and manageable integrated development
within a local authority demarcated by functional boundaries.
• It is firstly of utmost importance to realise the strategic ‘fit’ of this Spatial
Development Framework. As in integral part of the Integrated Development
Plan, it structures all the other sectoral programmes and policies in terms of
their relevant spatial implication. It also serves to integrate and align other SDFs
of the surrounding Local Municipalities, the District Municipality, and the
Provincial Government.
• In terms of relevant policy and legal requirements, a SDF for a Local Municipality
103
in Gauteng must be on an appropriate scale in terms of detail and application.
Accordingly, this SDF must be followed up by detailed Precinct Plans for the
Relevant Zones as delineated in Map 17 and Map 18. Spatial planning and
development issues pertaining to a urban-level scale (e.g. the Muldersdrift Nodal
development) will be dealt with in the Precinct Plans.
• The aim of the Status Quo Report was to identify spatial constraints and
opportunities from a regional and provincial perspective. This second Report
aims to formulate guidelines for spatial planning within the study area, as well as
to formulate a spatial framework to guide the future development of the
municipality.
• It is imperative to note that this SDF is not meant to serve as a blueprint-
planning tool that allocates land uses to every portion of land in the study area.
It is meant to provide strategic guidelines and principles in terms of which
development initiatives or land use applications can be evaluated.
• The main strategic issues that must be dealt with in this SDF, are the following:
• Leratong crossing
• Soweto interface
• Re-alignment of Hendrik Potgieter Road
• Proposed casino development
• Urban renewal
• Urbanization boundary
• Cosmo city
• Formal housing and land acquisition
• Mining land
• World Heritage Site
• Urban integration
• Rural development
• Nodal development
104
• Public transportation
• Although all these strategic issues are not necessarily appropriate at this level,
they have a relevant spatial implication and provide direction for the Precinct
Plans in terms of focus and prioritisation. Based on input through public
participation, the issues that need to be dealt with most critically refer to the
Urbanisation Boundary, Urban Renewal, Hendrik Potgieter re-alignment, and the
Leratong Node.
• It is proposed in this document that the urbanisation boundary be shifted to
include some parcels of land in Krugersdorp and areas to the east of the R28
(N14) around Muldersdrift. The highest urbanisation pressures are focused on
these parcels of land (see Map 17).
• One of the main findings of this SDF is the inherent potential of Mogale City to
development increasingly as a dormitory city structure as a result of its location
with regard to the rest of Gauteng. People seem to be migrating from the
metropolitan core centres to Mogale City, mainly because of its excellent
accessibility and environmental quality.
• The economic base of Mogale City has changed significantly in the past decades,
away from the primary mining function. The potential Mogale City has in terms
of its location relative to the metropolitan core must be utilisedutilized to its full
potential for the city to expand and diversify its economic base. The re-
alignment of the urbanization boundary is critical in this regard. Muldersdrift
seems to be experiencing the highest urbanisation pressures, and a significant
shift of the urbanisation boundary is proposed in this regard – especially as a
result of the quarries in this area that sterilises large sections of land for future
development.
• For the purposes of guiding future development in the municipality, the study
area was structured according to four broad planning regions (see Map 18), as
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well as 18 detailed functional planning zones. All these zones are spatially
structured as a result of the nodal hierarchy and the relevant interlinking
development corridors.
• Lastly, it is of utmost importance that a Land Use Management System and
Precinct Plans be compiled to support the guidelines formulated in this SDF.
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5.3TRANSPORTATION STRATEGY
5.3.1 introduction
Transport plan will be developed so as to enhance the effective functioning of the
city. It will be developed to ensure the integration of transport infrastructure with
other facilities. The plan will cover transport, operational including Freight
movements, bulk services and public transport services within the context of
integrated development planning within the region broadly and Mogale city in
particular.
5.3.2 Purpose Of The Sector Plan
The plan provides the general terms of reference for transport planning within the
West Rand District Municipality area. The WRDM is the recognized transport
authority (TA) for this area. An agreement has been reached with the WRDM to
allow Mogale City to develop and manage its own Public Transport Policy and Plan.
The latter will be linked to that of the District.
5.3.3. Compilation Of Process
Since the transport function was devolved to Gautrans, funding had originally only
been provided by WGSC for all projects. However, more recently, additional
funding was received from Gautrans as well.
The ITP for 2001/2002 is a continuation of the previous planning process. In fact it
is a continuous revision and update of the previous planning processes and reports
that were submitted and approved. The Mogale plan will also take into
consideration the ITP.
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5.3.4. Situation Analysis
The advantages and benefits of an integrated transport plan are briefly the
following: -
Improved public transport services for all.
Meeting local transport needs
Improved public transport infrastructure
The opportunities are the following
Eradication of fragmentation of public transport services
Minimization of route over trading resulting in conflicts
Securing funds from both National and Provincial Government
Better integration of all modes of transport
5.3.5. Development Rational
Transport plans will direct employment opportunities and activities, mixed land
uses and high-density residential development into high utilisation. It will
furthermore enhance accessibility to public transport services and facilities. In
addition, it will be developed so as to minimize adverse impacts on the
environment
5.3.6. Key strategic objectives
The planning for functioning transport systems and facilities is the key objective of
the transport plan.
The aim is to execute such planning to the benefits of all the people within the
WRDM. Reviews and updates are essential given the changing circumstances,
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additional statutory requirements and new directives and priorities that have
emerged.
5.3.7. Projects
Mogale City Local Municipality has secured the services of a professional consulting
institution to undertake its mini transport strategy and policy during the 2002/03
financial year budget.
The Taxi ranks of Munsieville and Magalisburg were refurbished during 2002/03
financial year.
5.3.8. Alignemnt
The ITP is aligned to the IDPs of both the Local Municipality and the District
Municipality.
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5.4 . LOCAL ECONOMIC DEVELOPEMNT
5.4.1. Introduction
The key objective of the LED strategy will be to provide the framework within
which LED-focused projects and programmes can be identified and selected in
support of the Mogale City Local Municipality IDP.
The economic base and focus of the Mogale City area is evolving from mining and
industrial related activities to residential, services and tourism related activities
over the last number of years. The north-eastern sector of Mogale City
(Muldersdrift to the east of the R28 and the north of the Ridge) is currently
experiencing the greatest residential and business related development pressures.
Tourism development potential is the greatest in the northern rural territory,
especially adjacent to the Cradle of Humankind World Heritage Site and
Magaliesburg.
Due to the limited resources available and the urgency of the need for economic
growth, the LED-strategy will be targeted with those areas in which it is believed
that Mogale City Local Municipality has a comparative advantage. These are:
Tourism;
Small, Micro and Medium Enterprises (SMMEs); and
Higher Income housing.
5.4.2. Purpose Of The Sector Plan
To compile a strategy that will address the following:
To create a conducive environment for the growth and establishment of
SMME’s
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Tourism Development in order to encourage investment, promote cultural,
historical and architectural heritage, create a community-based
entrepreneurship, to develop SMME’sSMME and crafters, and to promote
township and rural tourism focussed on marginalized community sectors.
Ensure skills transfer and also to align the strategy to the available skills in
Mogale City
Rural and urban development strategies including the alignment thereof to
the available resources, housing needs and infrastructure
Marketing of Mogale City
Industrial revitalization and development
5.4.3. Compilation Of Process
Mogale City is still in the process of compiling its LED Strategy. The Strategy as
well as the prioritisation of the implementation stages thereof will be compiled in
consultation with Local Business and other stakeholders.
5.4.4. Situation Analysis
The following are the key issues to be considered in the LED Strategy:
The size/scale of the local economy
Social/demographic issues
The natural environment
Geophysical conditions
Culture
Urban/rural distinctions
Infrastructure availability
Municipal human capacity
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5.4.5. Development Rationale
The attraction, creation and retention of sustainable business activities to
create quality job opportunities, build a diverse economy (activity and
employment base) and to contribute towards the tax base of Mogale City
(Encourage and attract new businesses to Mogale as well expand existing
business)
SMME Development – by growing existing SMME’sSMME and to create a
supportive and conducive environment for the establishment of emerging
SMME’sSMME – especially amongst the marginalized communities by
stimulating innovation and entrepreneurship within the community
The development and establishment of Housing and Tourism Sectors with a
focus on the marginalized communities and targeted groups in order to have
representative participation in the community and improve the quality of life
of the communities of Mogale City.
To formulate policies and to investigate procedures in order to promote the
suitable development of the Urban and rural areas and to advance investor
security
Establishment of a Regional Chamber of Commerce in order to have a more
integrated strategy towards the development and growth of the wider
economy and to create proper business linkages and support towards
increasing inward investment in Mogale City in addition to the promotion and
development of BEE Entities.
Focus on skills development and the promotion of the use of local labour in
order to promote employment growth and minimise unemployment.
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5.4.6. Key Strategic Objectives
The general Strategic Objectives relating to the LED strategy are the promotion
and development of the following:
Sustainability - To ensure that the strategy is aligned to the principle of
sustainability with reference to the economy of the region, the community, the
environment and the availability of resources in Mogale City.
Equality - To create opportunities for all sectors of the community with a focus of
assisting marginalized communities and targeted groups such as BEE entities,
women, children, youth and rural communities in Mogale City who currently does
not play a sufficiently significant role in the local economy and the labour market
Innovation -To establish the competitive advantage of Mogale City and to develop
innovative projects and opportunities responding to the local stakeholder needs
Partnerships - Improvement of linkages between the Mogale City Local
Municipality, Public and Private institutions as well as the voluntary and community
sectors and to promote partnerships toward reaching common developmental,
regeneration and integration goals
Quality - Towards the improvement of the quality of service delivery by Mogale
City but also to improve the quality of jobs created, the quality of businesses and
SMME’s locating in the area and the quality of Spatial Development in the area.
More specific Strategic Objective relating to the specific areas of economic focus
are as follows:
6.2.1 Tourism
Strategic create job opportunities;
Objectives attract tourism related enterprises and industries to support
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SMME activities;
increase the revenue potential of the City;
develop the business potential of Mogale City as small and
micro tourism enterprises often develop into medium
enterprises creating capital, investment and job opportunities;
and
establish Mogale city as a City of Preference for national and
international visitors to Gauteng and South Africa.
6.2.2 SMME
Strategic create job opportunities;
Objectives increase the revenue potential of the City; and
develop the business potential of Mogale City as small and
micro enterprises often develop into medium enterprises
creating capital, investment and job opportunities.
6.2.3 Housing
Strategic To ensure that:
Objectives land for low income group is identified well in advance so as to
prevent illegal settlement which may require expensive in
situsite upgrading, resettlement or lead to settlement in areas
where it may be detrimental to the people staying in the
settlement and/or Mogale City;
to utilise the opportunities provided by high income housing in
the scenic parts of Mogale City for the generation of rates and
taxes, associated retail and office developments and the
location of industries owned or operated by the higher income
residents of these houses in Mogale City;
the apartheid landscape of Mogale City is broken down; and
Mogale City addresses the needs of all its inhabitants, rich and
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poor, and is seen as a residential area of choice.
6.2.4 Spatial Development
Strategic The following objectives are pursued:
Objectives Co-ordination of development;
Creating a positive image for Mogale City;
Effective land development facilitation and fast tracking of
development where desired;
Effective land use management in areas where development is
not desired;
Identification and making available of land; and
Maintaining the existing, and building out a new rates and tax
base.
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5.4.7. PROJECTS
Possible projects identified for the main areas of Economic Development focus are
the following:
7.1 Tourism
Potential Projects and The tourism-SMMEs that could be promoted through
Programmes specific projects, programmes and kick start funding are
inter alia located in the following categories:
anthropological tourism (e.g. Cradle of Humankind)
rural tourism (e.g. Muldersdrift)
scenic tourism (e.g. Magaliesburg)
indigenous tourism (e.g. shebeens)
industrial/mining tourism (old mining sites)
hospitality related enterprises (adjacent to World
Heritage site and the nature reserve)
food and beverage related enterprises (city centre).
Additional projects to ensure that the tourism strategy is
successful include the following.
provide a shuttle service (from international airport and
Lanseria;
grade available accommodation;
assure safety by strong crime prevention measures;
co-ordinate the activities of tourist guides (currently
various operators act independently and often in
competition with one another); and
train hospitality staff to ensure a culture of high quality
service delivery.
Requirements/Pre- tourism must involve communities and previously
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conditions for success disadvantaged groups;
the general environment must be both safe and stable;
the industry must be competitive and offer quality
services and value for money;
the industry must be demand-driven, innovative and
responsive to changing consumer needs;
attention must be given to training and education for
tourism;
creative and aggressive marketing and promotion must
be undertaken;
economic linkages must be developed;
appropriate institutional structures must be put in place;
and
land development must be done in such a way that it
does not harm the tourism sector.
Detail regarding spatial Areas in which tourism should be focused, include:
dimension of the Sterkfontein Caves (Cradle of humankind);
intervention the Krugersdorp game reserve;
Magaliesburg (Ubuntu Craft Centre) Ha-Mogale;
the First Gold Mine (Bloubank);
Magaliesburg (Magalies Meander);
the Paardekraal Monuments;
Krugersdorp Museum;
the Craft Centre at Muldersdrift;
Oldest House in the City of Mogale (Commissioner St 5);
CBD Krugersdorp;
the Magaliesburg Area;
Kagiso Township; and
Munsieville Township.
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7.2 SMME
Potential Projects and Positive discrimination:
Programmes In terms of this approach the municipality will formulate
and actively pursue measures that would support LED,
and more specifically the SMME-sector. The municipality
could:
set aside, or provide specific areas/sites as market
places for the sale of goods produced by the SMMEs;
improve access to domestic and international markets
by setting up “selling organisations” or market offices;
provide incentives to larger firms that buy from small
firms;
provide better operating premises where required;
build partnerships between local government and the
private sector, promoting private investment and
assisting in the provision of finances to SMMEs;
ensure that the public sector buys from small firms;
provide tax incentives and financial “rewards” to
successful small firms;
build links between small suppliers and large firms in
the municipality and the region, as well as in overseas
countries;
start a “Buy Mogale”-strategy with a distinct focus on
the goods and services produced by SMMEs in the
municipal area;
initiate capacity-building through the provision of
training, information (including information on tenders),
advisory services and assistance;
breed an entrepreneurial culture at school level through
competitions (as is already done in many schools);
set up a databank of SMMEs and make this available to
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the public;
assist the operators in the sector in setting up an
association of sorts to represent them in matters that
affect them and to lobby for causes that will facilitate
their business; and
provide assistance in the setting up of co-operation
networks between SMMEs, so as to enable them to
compete in wider area.
Active neutrality:
In terms of this approach the Municipality would not
take any measure to intervene in support of SMMEs or
on behalf of the sector, but would make sure that all
restrictive measures and red tape are removed so as to
support the SMME sector. Some of these measures that
the local government could pursue are to:
earmark certain parts of its municipal area for mixed
land use, treating applications for SMME land uses in
such areas in a favourable light;
being sympathetic to the needs of SMMEs in the
application of council regulations and town planning
rules and requirements;
doing an audit of the current local regulatory framework
and remove all unnecessary hindrances on SMME-
establishment, leaving a minimum set of measures in
place;
providing for an “SMME Impact Assessment” in all
policy, plan and strategy formulation exercises whereby
all such measures would need to be tested in
accordance with their impact on SMMEs prior to
approval or implementation;
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negotiating favourable rates and/or lending
policies/regimes from banks that operate in the
municipal area; and
ensuring that small firms are addressed in all local
government plans and policies.
Requirements/Pre- SMMEs could thrive in Mogale city if the following are
conditions for success done:
clear policy guidelines from Council regarding type and
locality of specific categories of SMMEs are set;
financial support to create infrastructure conducive to
the development of SMMEs is provided;
training facilities are created to enhance the
management and operational skills of small, micro and
medium entrepreneurs; and
mentorship for especially emerging entrepreneurs in the
micro enterprise sector is provided.
Detail regarding spatial Areas that need to be targeted for SMME-development
dimension of are:
intervention Leratong;
Rietvallei;
Muldersdrftt; and
The CBD.
7.3 Housing
Potential Projects and The following projects and programmes can be pursued:
Programmes Identify pockets of land for development within the
urban edge and in full consideration of the existing
infrastructure backlog;
Formalise informal housing areas through appropriate
legislation;
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Facilitate a process of formalising land rights and
provision of tenure security with the Department of Land
Affairs;
Co-ordinate and facilitate applications for housing
subsidies;
Market land for high income housing with property
developers;
Consolidate land use management regulations and
legislation in the rural areas to streamline administrative
processes.
Do a comprehensive geo-technical study to determine
which lands cannot be developed.
Challenges The prospect of a large influx of people from other areas
when it becomes known that Mogale City has land
available for settlement.
Ensuring that the no to low income areas become viable
entities in which the communities enjoy a good quality
of life and (can) pay for their services.
Dolomatic & Ecologically sensitive areas that are limiting
Housing development as highlighted in SoER & EMF
Pre-conditions for Clear guidance on preferred and strategic localities for
success housing developments;
Ensure investor confidence;
Pro-active role of council in terms of identifying land and
localities for development;
Strong co-ordination and facilitation role for council;
Take into account financial implications for council and
residents in terms of land, development and
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maintenance and long term affordability;
Strategically decide on the utilisation of council
contributions and consider both the short and long term
financial implications for council in creating quality
settlements;
Sustainability of housing developments;
Avoid ad hoc housing development and ensure synergy
in terms of existing infrastructure (services and
transport) and social and economic opportunities;
Consistent decisions and procedures from Council;
Strategically consider alternatives in terms of types of
housing, use of subsidies, social housing, quality of
structures, etc.;
Take cognisance of the locality, scale and image of
housing projects and the impact of the projects on the
image of the city, tourism and other potential income
generating opportunities; and
Support the use of local labour and contractors in
housing construction.
Detail regarding spatial Muldersdrift area:
dimension of Identify small pockets of land for low income housing,
intervention integrated into the area;
Reserve prime land for high income housing;
Utilise opportunity for integrating the segregated city;
and
Ensure that the various housing segments are
harmonised well to avoid sterilising the area for income
generating development;
Provide adequate infrastructure services.
Rural Areas (Magaliesburg):
Ensure that impact on the environment and tourism
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potential of the area is minimised;
Ensure that upgrading of services can be done in an
economically viable way.
Central Business District:
Consider providing alternative housing options for
medium income housing;
Utilise the opportunity to redevelop under- utilised office
blocks for residential purposes;
Ensure that engineering services and social,
recreational, education etc. services are adequate; and
Involve business chamber/s.
South of old Krugersdorp:
Identify pockets of land suitable for development;
Commission once-off geo-technical analysis to
determine the location of no-go mining land; and
Utilise the opportunity to integrate the segregated city.
Consider the following areas for high-income housing:
along Hendrik Potgieter;
at the intersection of Hendrik Potgieter and the R28;
and
in the vicinity of the new Casino development on the
R28.
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7.4 Spatial
Potential Projects and Develop an incentive scheme to attract suitable
Programmes investors.
Commission a study into perceptions of the West Rand
and Mogale City and ways of addressing negative
views/images.
Develop a new land use management system for the
whole municipal area of Mogale City.
Challenges The following are regarded as the main challenges:
The prevailing negative Perception/image of Mogale City.
Inadequate road links to the south & east.
Integration of Kagiso & “the old Krugersdorp”.
Supporting Tools and The Gauteng Urban Edge as structuring element.
Measures
Providing incentives for selected land uses and localities,
such as:
Property tax-pinning;
Waiving bulk service contributions;
Reduced municipal charges;
Providing inexpensive, serviced land; and
Fast-tracking land development applications.
Facilitating higher densities through creative use of the
housing subsidy system
Making provision for informal activities in the land use
management system.
Detail regarding spatial Areas deserving special attention are:
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dimension of The CBD;
intervention Existing Industrial & office areas;
The Lerathong corridor;
Muldersdrift area: demand-driven housing and tourism;
Casino area: tourism, retail, demand-driven housing;
The R28/Hendrik Potgieter “‘node”: demand- driven
housing;
Alongside Hendrik Potgieter: demand-driven housing;
Magalies and rural areas: tourism;
The World Heritage site and surroundings: tourism;
South of former Krugersdorp: needs-driven housing; and
Kagiso, Munsieville: needs-driven housing and tourism.
5.4.8. Alignment
The Mogale City LED Strategy will be aligned to the IDP and therefore be subject
to constant monitoring and review in consultation with stakeholders. The Strategy
will further be aligned to the following sectoral plans to ensure the success thereof:
Spatial Development Framework
Environmental Management Framework
Water Services Plan
Integrated Transport Plan
Housing Strategy
Financial Management Plan
The strategy will additionally be aligned to the LED strategies of the following:
City of Johannesburg (Specifically in relation to Regions 1,3,5, 6 and 9);
City of Tswane
Randfontein LM;
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Merafong City LM;
West Rand District Municipality;
Madibeng LM;
Gauteng Provincial LED Strategy
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5.5 INTEGRATED ENVIRONMENTAL MANAGEMENT
5.5.1 STATE OF THE ENVIRONMENT REPORT
EXECUTIVE SUMMARY
State of Environment Report
Mogale City Local Municipality (MCLM) protects, conserves and improves all
elements of the environment in its Jurisdiction including water and other natural
resources, through robust, integrated systems and judicious
decision-making that advances sustainable development for all its citizens.
MCLM vision, 2002
BACKGROUND
This City State of the Environment Report was commissioned by the Mogale City
Local Municipality (MCLM) and compiled by Strategic
Environmental Focus (SEF). The Mogale Integrated Development Plan (IDP), 2002
formed an important basis for the formulation of this
document.
The IDP identifies environmental stability as one of its key strategic priorities,
addressing environmental awareness, preserving heritage and cultural sites,
promoting parks, fauna and flora, effectively managing waste and pollution and
developing relevant legislation and regulations to protect the environment. It is the
aim of this report to assist in achieving these strategic priorities.
The main objectives of a State of the Environment Report are to:
State of the Environment Report for Mogale City Local Municipality, Gauteng
Prepared by Strategic Environmental Focus Page 2
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Increase awareness and understanding of environmental trends and conditions and
their causes and consequences among all stakeholders;
Provide a foundation for improved decision making at all levels, from the individual
to national governments, as well as international organisations; and facilitate the
measurement of progress towards sustainability. Making the information available
on the Internet allows the information to be more easily accessible and also allows
city comparison at a global level.
A SOER can also form the basis to a Strategic Environmental Assessment.
The reporting system, which was used, reports on each theme in terms of cause,
what the current status is, and what is being done or should be done to alleviate
environmental problems which impact on human health and quality of life. This
approach is called, Pressure – State – Response.
Some of the most important themes that emerged from this SoER are the
following:
The Natural Environment
• Air quality
• Water quality and quantity
• Habitat and Biodiversity
• Geomorphology
The Built Environment
• Agriculture, Housing, Industrial, Mining
• Open Space
• Cultural Heritage
• Infrastructure
Socio Economic Environment
• Local Economy
• Health
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• Education
• Safety and Security
• Governance
• Tourism
In compiling this SoER, the municipality joins five other cities in South Africa who
have also compiled their SoER, and have therefore responded to Agenda 21, which
calls for improved environmental information for decision making. The closing
paragraph of the "Local Government Declaration", delivered during the recent
World Summit on Sustainable Development, states the following: "We live in an
increasingly interconnected world. The local and the global are intertwined. Local
Government cannot afford to be insular and inward-looking. Fighting poverty,
exclusion and environmental decay is a moral issue, but also one of self-interest.
Ten years after Rio, it is time for action by all spheres of government, all partners.
And local action, undertaken in solidarity, can move the world".
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5.5.2 ENVIRONMENT MANAGEMENT FRAMEWORK (EMF)
The Mogale City EMF is a decision support tool that aims to pro-actively identify
areas of potential conflict between development proposals and critical/sensitive
environments. It has been directly informed by the Mogale City SoER and MCLM
IDP.
The Mogale City EMF is GIS-based product. A complex methodology was developed
to assess the value/importance of land in MCLM. For this purpose, land categories
were mapped using a nomenclature of thirty classes. The land categories utilised
for the Mogale City EMF are a combination of land cover and land use. In order to
assess the value of land categories, an Importance Rating (IR) system was
developed. The intention of the IR rating is to highlight specific aspects of land
categories that are important when managing EIA applications and making
strategic planning decisions. A variety of criteria were selected to determine the
importance of land categories within the MCLM area in terms of their heritage,
agricultural, social, infrastructural and ecological values (see below).
Importance Rating (IR) Criteria
Heritage IR
Agricultural IR
Social IR Public Amenity Value
Community Land Use Preference
Economic Value
Visual Absorption Capacity
Infrastructural IR Major Pollution Sources
Development Suitability
Essential Services
Ecological IR Floral Biodiversity
Faunal Biodiversity
Disturbance
Circularity Ratio
Ecological Function
Ecological Sensitivity
Connectivity
Conservation of Biodiversity Status
Ridges
Protected Areas
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Public participation formed an integral component in drawing up the Mogale City
EMF. It was conducted in such a way as to involve as many potential interested
and affected people as possible. The process comprised a Public Open Day, a
series of Focus Group Meetings and a questionnaire. All comments received and
issues raised from the public participation exercise have been incorporated into the
Mogale City EMF where possible.
The final product comprises a report accompanied by a GIS tool and a set of
management guidelines. The user of the final product will be able to determine the
ranking of each of the IR categories for a particular land parcel in the GIS. After
completing the “Development Application Checklist”, the user will access the
relevant management guidelines from the interactive “Management Guideline
Tool”.
MCLM has responded positively to sustainable development challenges by initiating
the Mogale City EMF. The Mogale City EMF provides municipality\ with a point of
departure not only for assessing development applications but, at a larger scale,
the opportunity to incorporate various environmental provisions into policies. The
implementation of these policies should lead to improved environmental
management practice and guide development onto a more sustainable path.
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5.5.3 MOGALE CITY OPEN SPACE PROJECT
Strategic Environmental Focus (SEF) was appointed by the Mogale City Local
Municipality to undertake the creation of an Urban Open Space System for the
Directorate for Integrated Environmental Management of Mogale City Local
Municipality. This process is captured as a Sector Plan in Mogale City’s Integrated
Development Plan for 2003/2004.
The city’s green spaces are a unique and vital part of its urban structure, as are
open spaces for any city throughout the world. Open spaces are critical
components of our basic infrastructure, just like roads, telecommunications and
housing. They are an attractive and economic means of meeting a wide range of
social and environmental needs.
Many city planners over the last couple of years have become increasingly
interested and knowledgeable about the importance of utilising all existing
vegetated lands within the city landscape as open space areas. This realisation has
partially been a result of planners identifying the role that these areas can play in
terms of flood attenuation and reducing air pollution, water contamination, health
risks, heat, noise and excessive wind (An Introduction to Sustainable Urban
Greening Strategies For Local Government and Partnerships With Local
Government, Undated).
A greening strategy for Mogale needs to address open space standards, as these
are required to act as guidelines in the Local Integrated Development Plans (IDP)
planning and decision making process. Public open spaces do and will continue to
play a crucial role in the history of Mogale. They will be among the few places left
in the urban environment in their natural or landscaped form for future
generations to enjoy. However, for them to remain as green areas, they are going
to need protection against development pressure, and thus the need to develop
standards that may identify differential importance. This will ensure that these
areas remain functional for whatever purpose they are/were designed.
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The absence of a comprehensive policy framework or guideline document for the
protection, management and optimization of open space areas can result in the
ongoing loss of valuable resources. Mogale City Local Municipality has realised this
and has thus initiated the process of identifying all open spaces within the Mogale
urban edge. Once this preliminary study has been completed and the MCLM has
identified where all the open spaces are and what their ownership and zoning is,
the council will have an accurate GIS database from which they will be able to
formulate open space management strategies that are in line with the principles of
sustainable development as set out in Local Agenda 21.
MCLM has further realised that the lack of such plans can impact negatively on the
future planning of its urban environment and other planning processes, such as
the formulation of Integrated Development Plans (IDP), which have previously not
been adequately informed by open space considerations. In addition, assessments
regarding impacts of new developments on open spaces are largely being
undertaken on an ad-hoc basis without being contextualised within a broader open
space network. Therefore, it is essential that open space systems should form an
important and integral part of and inform both the Local Integrated Development
Plans (LIDP) and Strategic Development Framework (SDF), encouraging the
effective management of Mogale City’s natural resources in a way that will
promote sustainable development.
MCLM have thus requested the assistance of SEF to create an up to date database
and GIS map of all existing open spaces within the urban edge. This phase of the
Mogale Urban Open Spaces project has largely been a desktop study that has
included the assistance of various people from the MCLM for the purposes of the
open spaces within the study area. To ensure that this product does not become
another document and tool that is not utilised, it is suggested that the next phase
include policy suggestions and management guidelines for Mogale’s open spaces
that draw on national and international experience in preserving these precious
resources.
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The identification of open spaces for this phase of the Mogale Urban Open Space
(MCUOS) project required that GIS data from a wide and varied number of sources
be used to build a complex overall GIS open space system for the Mogale city
area. Although the best available GIS datasets were used, the accuracy of the
spatial information is not always guaranteed. This is particularly evident with the
erven dataset that was sourced from the municipality that has been used as a GIS
layer to assist in the calculation of statistics, such as the total amount of open
space zoned as residential. As such, the results obtained are not 100% accurate,
but are as accurate as they can be with current datasets.
The study area of approximately 10317.032ha is defined by the urban edge of
Mogale City Local Municipality (Figure 1). This area was increased by 1404.335ha
by adding a two-kilometre buffer around the urban edge. Open spaces within the
urban edge and within a 2 kilometre buffer of the urban edge were captured and
investigated, with the intention of maintaining a linked Metropolitan Open Space
System (MOSS), even as the urban edge boundary is revised to accommodate
future development needs. The urban edge represents the maximum permissible
extent of urban development at the present time, the determination of which takes
as the point of departure the existing extent of this development. Urban edges are
demarcated through sub-regional and local planning, with the aim to establish a
clear urban growth boundary that has legal or statutory standing.
Statistical findings for the six open space categories.
OPEN SPACE CATEGORY AREA (ha) % OF TOTAL AREA
Ecological 3927.241 80%
Social 248.46 5%
Institutional 391.916 8%
Heritage 19.236 0.4%
Agricultural 193.941 4%
Prospective 119.559 2.4%
Total 4900.353 100%
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Mogale City has a very high open space to residential/ industrial/ commercial
ration, which is in excess of 48%. The generally accepted benchmark for Town
Planners in South Africa is at least 10%. This provides great opportunities for open
space conservation and development. The topography of the area within the urban
edge plays a pertinent role in the extent of open space in Mogale City. Steep cliffs
and ridges as well as waterways are unsuitable to development and has been cast
aside for public open space.
This initial Phase of the MCUOS has resulted in and open space system for Mogale
City, based on a precautionary ‘catch all’ approach, ensuring that all existing open
spaces are captured and taken into account during the initial development of this
MOSS. This product therefore allows Mogale City Local Municipality to work with
the product and identify areas in which they would like to refine the product in
subsequent phases to this project.
As an outflow of this project the following now needs to be addressed:
Involvement of stakeholders at all levels within all communities of Mogale.
An urban greening strategy that identifies priority open space that require
attention, including those areas that form part of the prospective open space
category. Forging partnerships between the public and private sector to ensure the
implementation of the urban greening strategy. Ascribing costs and responsibility
to the urban greening strategy. The identification of a set of natural assets, from
which performance indicators can be determined and measured over time.
Once the above factors have been addressed then the MCUOS will be:
A tool, which can be used to ensure that development, takes place in a sustainable
manner. Mogale City officials will be able to use it to ensure that areas of high
conservation value are kept as open spaces for conservation purposes. There will
be a general acceptance of the value of open spaces as apposed to these areas
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being viewed as waste lands. There will be a common goal between officials,
residents and developers for each of the open spaces that have been identified.
Until such time as the above steps have been carried out and Mogale City has
received public input, it is strongly recommended that permission for development
in those areas with high connectivity and within the ecological open spaces is
withheld, as these are the ecologically sensitive “green” open spaces of the MOSS.
It would further be advisable that development of the “connecting” supplementary
open spaces be avoided, as far as this is possible, as these areas form vital links
between the ecological open spaces and hence have a potential to play an
important part in the open space network. The Mayoral Committee has
nonetheless decided in principle on 18 September 2003 that the Municipality
should no longer permit the sale of public open spaces for development.
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5.5.4 CRADLE OF HUMANKIND WORLD HERITAGE SITE – INTEGRATED
MANAGEMENT PLAN
1 Introduction:
The Cradle of Humankind was declared a World Heritage Site in December 1999,
together with Robben Island and the Greater St Lucia Wetland Park.
In Gauteng, the Cradle of Humankind World Heritage Site (hereafter COH-WHS) is
one of the Province’s “Blue IQ” projects. In other words, it has been identified as
one of ten special projects of the Provincial Government, designed to maximise
jobs in the area and to stimulate economic development. The economy of this area
does not currently provide full employment for residents and work seekers. It is
believed that if government carefully invests in bulk public infrastructure and
works with the private sector in marketing initiatives to attract domestic and
international tourists, there could be a significant increase in benefits to the local
community.
In terms of the World Heritage Convention Act, every WHS Authority must prepare
and implement an integrated management plan (hereafter IMP) to ensure the
protection and management of the World Heritage Site concerned in a manner
consistent with the objectives and principles of the Act. The document, Cradle of
Humankind – towards a Management Plan, DACEL 2000, proposes a vision and
lists the principles and objectives that drive the project.
2 Purpose of the IMP for the COH-WHS:
“To achieve an acceptable balance in the World Heritage Site between the
conservation of cultural and natural resources, access, education and scientific
research, the interests of those living and working in the Area, and its use for the
economic and social benefit of the population at large, within the framework of the
World Heritage Convention.” (Cradle of Humankind –towards a Management Plan,
DACEL 2000).
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3 Process:
GDACEL and the Office of the MEC is driving the whole process.
4 Situation Analysis:
Strengths – Tourism & Economic growth
Weaknesses – WRDM & MCLM full involvement
Opportunities – Tourism; SMME empowerment
Threats – Policy implementation – uniform application by GDACEL for
development
5 Development Rationale
Covered already under (2.2).
6 Key Strategic Objectives:
The Objectives of the IMP are aimed at protecting and preserving the scientific,
natural and cultural assets of the site and of managing the site for the benefit of
all.
Key objectives, of particular relevance to development, management and activities
within the COH-WHS are:
To preserve identified paleontology and paleo-anthropology sites
To protect the Iron Age and Stone Age relics and other archaeology and rock
art sites
To promote scientific research
To promote educational and learning opportunities
To facilitate appropriate access strategies
To integrate, coordinate and optimize the sustainable use of resources
To develop a coordinated interpretation strategy
To provide new and upgraded business opportunities
To provide a tourist attraction of international and national significance
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To provide a tourist attraction of local significance
To provide skills training and capacity building particularly within the local
community
7 Projects/Programmes for 2003/04:
To be confirmed with GDACEL.
8 Alignment:
The sector plans for the Directorate: Integrated Environmental Management are all
aligned with the IMP for the COH-WHS.
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5.5.5 DISASTER MANAGEMENT PLAN FOR MCLM
1 Introduction:
All Local Authorities will be forced by the Disaster Management Act to play a much
more proactive and leading role with regard to the integration of Disaster
Management in the Integrated Development Planning processes. For this purpose,
knowledgeable capacity, competency and commitment at Local Authority level – as
a support function for other lead agents (i.e. relevant Government Departments) –
is considered crucially important to ensure environmental, social & economic
sustainability.
The impact of unsustainable development, global warming, and the El Nino/La Nina
phenomena now reached the stage where the world could no longer simply talk
about sustainable development, but procedures & mechanisms must be put in
place in order to ensure real sustainability and avoid disasters through proper
planning.
It is significant that the Local Government: Municipal Systems Act, 2000 in section
26 identifies disaster management plan as a “core component” of the IDP.
Disaster management legislation in South Africa will therefore compel all three
spheres of government to focus on prevention and mitigation measures. It will
challenge in particular municipalities to plan and commit resources. This would be
done with the view to reduce the vulnerability of our people. Municipalities are
compelled by section 28(g) of the Local Government: Municipal Systems Act, 2000
to regard disaster management plans as a core element of its IDP’s. Disaster
management has become an essential part of the rebuilding and development of
and the disaster management legislation will pose specific challenges to all three
spheres of government.
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2 Purpose of the DMP for MCLM
The Directorate: Integrated Environmental Management has been appointed by
the Municipal Manager to coordinate & facilitate Disaster Management in MCLM.
Although the accountability of Disaster Management as a regional function lies with
the WRDM, assistance is provided on request, or in cases where resources
(equipment, manpower and knowledgeable capacity) are needed.
MCLM has its own challenges with regard to Disaster Management, especially
where communities have to be evacuated due to natural disasters (e.g. Orient Hills
& Vlakplaats). Several sinkholes have also been reported in close proximity to
those communities situated on dolomites (e.g. Le Grange Brick Yard). Evictions
also add to the challenges that MCLM face (e.g. Rietfontein; Zwartkops; White
Stones; etc.) where affected communities had to be accommodated and provided
with essential services.
3 Process:
Diagrammatically the process could be depicted as follows:
IDP
Social
Vulnerability
Plan
Directorate
Public
Safety
(WRDM)
Mission
Statement
Pro-active Reactive
Objectives Objectives
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Activities Activities
Budget
Goals Methods Goals Methods
Performance
Management
4 Situation Analysis:
Strengths – Competent staff to handle the situation
Weaknesses – Availability of funds to address the Assessment Report
Opportunities – Enter into Co-operation agreements with the WRDM to
conduct certain specialist functions; to co-fund projects/procurement of
equipment; partial training needs to be accommodated by the WRDM at no
costs to MCLM
Threats – Limited support from Commerce & Industry; high prices of
specialised services (i.e. toxic & chemical spills) and equipment;
unpredictability of weather patterns (flood; hail; wind) that could affect poor
communities with limited available services; Limited staff for back-up & relief
purposes)
5 Development Rationale:
Already covered under (5.5.3.1) & (5.5.3.2).
6 Key Strategic Objectives:
Visibly and recognizably carry the banner of effective disaster management
— promoting and realizing prevention and mitigation;
Mobilise local stakeholders, with the assistance of regional and provincial
resources, into effective, efficient and assertive teams preventing and
mitigating the consequences of environmental degradation, disease,
infrastructural decline, social crime, escalating occurrences of devastating
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fires, flooding, the abuse of hazardous materials and the persistent eroding
of the social fibre of our society;
Manage outcomes rather than simply conducting and communicating risk
and vulnerability assessments;
Improve awareness and capacity levels within communities turning
vulnerable communities into robust communities.
7 Projects/Programmes for 2003/04:
To purchase nine tents for temporary housing & shelter
To purchase a generator and pump to supply limited electricity and water to
affected communities;
To purchase storage tanks for water – for affected communities;
To purchase mobile toilets for affected communities in order to prevent
pollution
8 Alignment:
This strategic initiative is in line with the Environmental Stability Strategic
Objective of Mogale City. It is therefore in line with the Council’s vision and
strategic direction.
This is a challenge for MCLM to plan for and commit resources to risk reductions
measures with the view to reduce the vulnerability of our people — and in
particular those marginalized communities, which cannot recover from disasters
themselves.
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5.5.6 Urban Greening Strategy
1. Introduction Formatted: Bullets and Numbering
The Department of Water Affairs and Forestry is currently, in cooperation with the
Institute of Environment and Recreation Management, leading the establishment of
a strategic framework for urban greening in the Gauteng Province. The Sub-
Directorate of Parks is represented in the steering committee.
Urban Greening aims to improve the quality of life of urban residents. The positive
impact of a green urban environment on residents is seen across sociological,
health, economical and political spheres, which leaves it to be an undisputable
necessity. It is unfortunately the poor, who make up the majority of urban
populations, whose residential areas are most lacking in terms of urban greenery.
This is largely attributed to poor planning and inequitable access to resources
resultant from a legacy of apartheid.
Given the numbers and needs of the lower income population, it is imperative that
they play a central role in planning and implementing urban greening and become
architects in the heritage they will leave for future generations. The mandate given
to Local Authorities for urban greening implementation is prominent in various
national policies and legislation and leaves no justifiable grounds for non-
compliance.
South Africa has been a signatory of the Rio Declaration on Environment and
Development (1992). The Internationally endorsed Agenda 21 captures the
principles of the Rio conference in a practical set of recommendations for
sustainable development. Most of the problems and solutions addressed by Agenda
21 have their roots in local activities. It was therefore highlighted that that the
cooperation and participation of local authorities will be a determining factor in
fulfilling the Agenda 21 objectives.
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It is therefore necessary that Mogale City aligns itself with national directives and
includes urban greening in its Integrated Development Plan.
2. Purpose Formatted: Bullets and Numbering
The purpose of this sector plan is to set about a platform from which a strategic
framework for the implementation for urban greening in Mogale City can be
formulated.
3. Compilation of process Formatted: Bullets and Numbering
Phase one will involve the identification of key priority areas through GIS Formatted: Bullets and Numbering
system, consultation with stakeholders to gather information, determining
specific needs and identification of stakeholders and responsible parties.
Phase two will focus on the formulation of an Urban Greening Plan based on
the feedback of phase one.
Phase three will be the implementation phase where urban greening can take
effect.
Phase four will ensure the maintenance, monitoring and evaluation of urban
greening.
Running concurrently with this process will be the review and alignment of
policies and By-Laws with the urban greening plan.
4. Situation analysis
Strengths:
Operational Municipal Nursery Formatted: Bullets and Numbering
GIS system enabled with open space data as handy decision-making
Resource.
Well established parks and natural areas available to the residents of Mogale
City.
A keen focus towards urban greening among top management.
A complete Environmental Management Framework.
Weaknesses:
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Lack of an urban greening strategy Formatted: Bullets and Numbering
Limited experience and exposure to urban greening concepts among
horticulturists.
Limited environmental awareness in local community.
Shortage of human and capital resources.
Opportunities:
Ensure equitable access to green resources in a sustainable manner though Formatted: Bullets and Numbering
reasonable policies and by-laws.
Upgrade former ‘black townships’ to the same standard and quality of former
‘white areas’ and doing away with the racial, socio-economic and political
divide of the past.
To improve the living environment of all Mogale City residents by improving
the natural environment.
Educate the community about the value of urban greening through
constructive programs.
For Mogale City to align itself with national and provincial initiatives and to
be a leader rather that a follower in the field.
Threats:
That urban greening tends to receive the smallest portion of the budget and Formatted: Bullets and Numbering
is rated least important due to ignorance.
Lack of urban greening leads to environmental degradation, devaluation of
open spaces and socio-economic downfall of the urban environment.
5. Development Rationale
The Bill of Rights as reflected in our constitution provides for all South Africans to
have an environment that is not harmful to their health or well-being and that is
protected from degradation. It should be a key priority for Local Government to
ensure that the urban areas where people reside are greened and developed so
that amenity value is added to their living environment. This forms the rationale
behind Urban Greening.
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6. Key Strategic Objectives
The objective of this plan is in line with Mogale City’s strategic objectives of which
the most relevant are;
To create an environment where people want to live and invest. Formatted: Bullets and Numbering
To ensure a sustainable quality of life for its residents
This plan will certainly drive Mogale City, in collaboration with other efforts,
towards achieving these objectives as is captured in the City’s vision.
7. Projects
Parks Development and Food Gardens are sub-categories of urban greening and
are funded in the 2003/2004 capital budget with R1’000’000 and R170’000
respectively. No significant provision has been made for the purchasing of trees for
sidewalks though and this needs to be addressed in future budgets.
These projects are summarised as follows:
7.1 Parks Development
7.1.1 Aim of the Project
The main aim of the project is to create a beautiful urban environment which
improves the living condition of Mogale City’s residents and which provides the
necessary recreational facilities, that promotes relaxation and recreational
behaviour. This is in line with the Council’s vision and mission for Mogale City.
7.1.2 Objectives of the project
To procure all necessary services through the MCLM procurement procedure. Formatted: Bullets and Numbering
To upgrade existing park facilities in Kagiso 1 and Munsieville.
To provide more street trees throughout Mogale City with main focus on
Main Routes.
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To appoint a Landscape Architect to assist with the Parks development
project.
To secure existing parks and open spaces where security has become a
major concern
To provide more secure shelters for animals at the animal farm as required
by the Performing Animals Protection Act, Act 24 of 1935.
To improve infrastructure at the animal farm that will be conducive to
increased visits.
To fence the remainder of the park on Johan Jonker roadside for it to be
safer and to allow access control.
7.1.3 Benefits
Better parks infrastructure meeting the recreational needs of its residents. Formatted: Bullets and Numbering
An improved environment leading to healthier residents, better climate and
aesthetically appealing facilities and an improved face-value of Mogale City.
Well-maintained and improved infrastructure capable of absorbing increased
demand.
A boost in tourism attraction.
Job creation and possible economic growth.
7.2 Food Gardens
7.2.1 Aim of the Project
Food gardens links up directly with four of the major cornerstones of community
development as; health, education and training, economic development and job
creation.
To get involved in community development programmes to the importance of
sound partnerships, not only with words but with deeds, as well as the important
role of food gardens as tool to promote the upliftment of quality of life.
To provide food to the poor, unemployed people, especially woman from previously
disadvantaged areas with the necessary resources to produce food for them and
perhaps even provide and income.
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7.2.2 Objectives of the Project
Procurement as per MCLM procurement policy Formatted: Bullets and Numbering
Identify beneficiaries (Social Development)
Identify suitable land.
Assist with land preparation.
Assist with training
Provide water and irrigation – boreholes preferable.
Provide seedlings and seed to communities.
Erection of green houses and shade netting structures.
7.2.3 Benefits
The food gardens at Kagiso 9 and Munsieville has literally grabbed the Formatted: Bullets and Numbering
attention of an enormous amount of people and groups. The existing food
gardens is very special to all, and holds a wonderful message of
development as far as the community is concerned
Providing a food security base for poor communities.
Involving women, children and schools. Effective co-operation and uniformity
between MCLM, the community, NGO groups and schools.
Fighting the impact of malnutrition.
Establishing a sense of belonging and self worth in communities especially
with aids victims.
Developing the skills of communities.
Instilling the calming psychological influence of gardening on people.
Better utilization of open spaces and therefore reducing illegal dumping and
the spreading of weeds.
8. Alignment
The Urban Open Spaces Project had informed the SDF and EMF. The Urban Open
Space Project would inform the Urban Greening Strategy. Furthermore, the Precint
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Plans and other developments would be informed by the Urban Greening Strategy.
It is also of paramount importance that Town Planning and housing projects are
aligned with the Urban Greening Strategy in that a holistic approach is followed
during such planning processes.
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5.5.57. Integrated Waste Management
5.5.57.1 WASTE MANAGEMENT SERVICES
1. Introduction
Increase in waste generation is an inevitable consequence of development and
must be systematically managed in order to conserve resources and protect the
Environment (DWAF, 1997). The lack of proper waste management services
results in pollution of the air, land and fresh water systems, and subsequently
disruption of ecosystem processes, habitat destruction and species loss. It also has
negative impact on people’s health. It is therefore imperative to provide a
sustainable refuse collection, transportation and disposal service to all businesses
and residential areas within Mogale City. However in line with the Polokwane
Declaration, waste generated within Mogale City has been reduced by 20% since
2002.
2. Purpose
The purposes of the waste management services are the following
A daily refuse removal service is provided for businesses as per request and
need.
A weekly refuse collection, transportation and subsequent disposal service
provided to all premises.
A street sweeping and litter picking service to clean main routes in and
around business is being provided.
A cleaning service to clear all illegal dumping on the Municipality owned land
on a regular basis.
Vacuum tanks services
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3. Process:
The waste management services are provided for, on an on-going basis to
residents and businesses within urban areas of Mogale City, however, a phased
approach would be instituted to address Rural Areas as a job creation programme.
Currently, 90% of waste management service is being provided for and the 10%
would be rolled out in FY 2004/2005.
Other specific projects related to the provision of this service are illustrated below:
Provision of mass containers: an on-doing process
Provision of pavement bins: an on-going process
240l bin Project: A phased process is being followed where all premises in
the urban areas (newly developed areas) would be supplied with 240L bins
for refuse removal. The process will also unfold in the rural areas during the
2005/2006 financial year.
Replacement Waste Management fleet and purchasing new vehicles: This will
be a on-going process to be guided by the proposed Fleet Management
Strategy
4. Situation Analysis
The strengths of this Section include:
The existence of a well-motivated work force.
Institutionalisation of legal requirements
The main weaknesses are the following:
Lack of appropriate equipment and vehicles in view of poor replacement of
vehicles and equipment
Shortage of personnel that is able to deliver.
Financial and Human Resources
Poor status of some fleet
Old By-Laws
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Many opportunities exist:
Income generation through proper billing system of the refuse bins,
improvement of the container services, opening washbay for public use
Littering and illegal dumping reduction through awareness programmes,
clean-up campaigns and provision of pavement litter bins and provision of
drop-off facilities while the most important challenge remains the
commitment to extend the full service to all rural areas.
The main threat to this service is that, because of poor equipment and vehicles,
the service cannot be executed satisfactorily with the resultant frustrated
customers. Furthermore, co-operation from Environmental Health with regard to
follow-up’s of By-Laws.
5. Development Rationale
To achieve a satisfactory and sustainable Waste Management Service for all
residents/businesses and clients of Mogale City.
6. Key Strategic Objectives
This Section’s key objective is to contribute in achieving the vision of Mogale City,
particularly with regard to the provision of a clean and safe environment for
everyone and in line with the Strategic Objective – Environmental stability.
7. Projects
Purchasing pavement litter bins and no dumping signage
Purchasing of 240l bins
Landfill Management - Permitting & Construction of Luipaardsvlei Landfill &
Magaliesburg Landfill Sites
Placement of fleet and equipment [Refuse Removal Trucks etc.
Purchase mass refuse containers
Fit satellite tracking system to all vehicles
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8. Alignment
This sector plan makes up a part of the MCLM IDP as a whole and is in line with
IWMP’s, WRDM and all National & Provincial Legislation/Policies.
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5.5.5.25.5.7.2 LANDFILL MANAGEMENT Formatted: Bullets and Numbering
1. Introduction
Mogale City Local Municipality presently operates two landfill sites in which non-
hazardous solid waste is disposed; the Luipaardsvlei Landfill Site and the
Magaliesburg Landfill Site. It is a fact that the amount of waste produced places
increasing pressure on the landfills where the waste is discarded. Increasing
amounts of land set aside for landfills could lead to further habitat destruction and
species loss. However, it is also a fact that due to expanding economy, increased
production of goods together with expanding population, more waste is generated
and it is therefore necessary to have a place to dispose of the waste. The
Luipaardsvlei and Magaliesburg landfill sites are presently operating without
permits, which is statutory non-compliance. It is therefore critical to permit the
two landfill sites in order to acquire a permit from the Department of Water Affairs
and Forestry (DWAF) and to operate the site in accordance with DWAF’s Minimum
Requirements for Waste Disposal by Landfill (2nd Ed.) 1998. All Waste Management
Systems and programmes of Mogale city are aligned to all National and Provincial
Legislation/Policies in particular, the Polokwane Declaration (2001).
2. Purpose
The purpose of the landfill management service is the following
Permitting, Construction and operation of two Landfill Sites that can handle
all non-toxic waste in accordance with the Minimum Requirements for Waste
Disposal by Landfill.
Provision of Composting Site at the Landfill Site
Construction and proper management of Recycling Plant on Site.
Provision of building rubble and garden waste disposal facilities nearer to
communities in the form of Drop-off facilities to reduce amount of waste
dumped at the Landfill Site.
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3. Process:
The following process will be followed in this regard:
Permitting, Expansion and Construction of Luipaardsvlei Landfill Site: A
phased approach is instituted to this project, which will reach completion in
2013. The various phases include:
1. Permitting of the closure and expansion of the landfill site by DWAF
2. Building infrastructure (in the form of formal site offices, paving,
landscaping) on the landfill site construction and access to the new
site.
3. Extension of the landfill site, which includes the construction of the
landfill cells.
4. Closure and Rehabilitation of the old site
Permitting of the Magaliesburg landfill site: the process to take place
during in 2004/5 following which the landfill will be managed in
accordance with the statutory requirements
Construction of Drop-Off facilities: It is envisaged that to cater for the
whole of Mogale City, it will be necessary to build 20 drop-off facilities in
total. A phased approach is therefore being ins
4. Situation Analysis
The strengths of this Section include:
The existence of a well-motivated work force.
Institutionalisation of legal requirements
Well experienced and skilled waste contractors managing the Site.
The main weaknesses are the following:
Delay in the permitting process
Financial resources.
Many opportunities exist:
Better management of the landfill sites
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statutory compliance
conversion of the landfill into a regional landfill site
The main threat to this service:
Permitting process finalisation before the landfill runs out of airspaces
Development Rationale
To ensure Statutory Compliance and achieve environmental stability
6. Key Strategic Objectives
This Section’s key objective is to contribute in achieving the vision of Mogale City,
particularly with regard to the provision of a clean and safe environment for
everyone to live in.
7. Projects
Construction and Permitting of Luipaardsvlei Landfill Site
Permitting of the Magaliesburg landfill site
Finalization of two drop-off facilities each financial year
8. Alignment
This sector plan make up a part of the MCLM IDP as a whole and are in line with
IWMP’s, WRDM and National & Provincial Legislation/ Policies.
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5.5.57.3 RURAL WASTE MANAGEMENT
1. Introduction
There is minimum refuse removal in a large part of the rural areas of MCLM thus
causing various forms of pollution. The refuse removal service is provided for
businesses. This is exacerbated by the increase in population in rural areas and
lack of housing, which has resulted in the growth of numerous informal
settlements around rural areas of MCLM. This was inherited from the former
Western Gauteng Service Council. Some of these lack formal waste management
service with their waste often disposed of in nearby open spaces and rivers. The
development of a Rural Waste Management Strategy commenced in the 2003/4
financial year and would be finalised in the 2004/5 financial year. This will be
followed by implementation of the strategy, which will be an on-going process.
2. Purpose
The purposes of the rural waste management strategy are the following:
Develop and implement a strategy for waste removal in the rural areas. As
the communities and businesses in the rural area have different needs from
the urban areas in terms of waste management, it is important to develop
and implement strategy best suited for the rural areas specific situation.
Provide a weekly refuse collection, transportation and subsequent disposal
service to rural areas
3. Process:
The following process will be undertaken:
Development of the strategy
Call from proposals from various groupings including SMMEs, community &
youth groups etc. in Rural Areas
Implementation of waste management service
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Capacity building for SMME/Youth and Community groups
4. Situation Analysis
The strengths of this Section include:
The able people in rural areas who will be contracted to undertake refuse
removal initiative for Council
The main weaknesses are the following:
Lack of appropriate equipment and vehicles in view of poor replacement of
vehicles and equipment
Shortage of personnel that is able to deliver.
Many opportunities exist:
Income generation through proper billing system of the refuse bins,
improvement of the container services, opening washbay for public use
The main threat commitment to extending the full service to all rural areas.
5. Development Rationale
The purpose of the plan is to implement a waste management service for the rural
areas of Mogale City by delivering a refuse removal and cleansing service to all
rural areas in Mogale City in a sustainable way.
6. Key Strategic Objectives
This Section’s key objective is to contribute in achieving the vision of Mogale City,
particularly with regard to the provision of a clean and safe environment for
everyone to live in.
7. Projects
Call for proposal to provide waste management service to rural areas
Implementation of the rural waste management strategy through provision
of waste management services and other initiatives
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8. Alignment
This plan is premised from various pieces of South African legislation including the
Constitution, the National Environmental Management Act (Act 107 of 1998), the
Environment Conservation Act (Act 73 of 1989) and in particular, the Local
Government Municipal Systems Act (Act 32 of 2000), which provide for core
principles, mechanisms and processes for Municipalities.
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5.5.57.4 RISK WASTE MANAGEMENT
1. Introduction
MCLM does not have a facility for the disposal of hazardous and medical waste,
resulting in expensive transportation of this waste to other facilities for disposal.
This increases illegal dumping in order to avoid the cost of proper disposal. The
Waste Sub-Directorate is initiating the Risk Waste Management Strategy, which
will incorporate a strategic approach in dealing with this hazardous waste.
2. Purpose
To develop a Risk waste management strategy for MCLM
3. Process:
Development of a Risk waste strategy for Mogale City
Implementation of initiatives of risk waste management
4. Situation Analysis
The strengths of this Section include:
The existence well established Ward Committees and Environmental
Groupings within communities who will assist in driving the process.
A developed Risk Waste Management Strategy
The main weaknesses are the following:
Lack of environmental protection in the communities
Shortage of human resources within the Municipality to drive the process to
full capacity
Financial resources
Many opportunities exist:
Development of a Regional Incinerator
A community that is aware of implications of unmanaged waste and how it
affects the environment
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Business opportunities for the SMME
The main threat to this plan will be non-receptiveness of business, the community
and industry to the programmes
5. Development Rationale
This Section wants to use this plan to achieve a satisfactory and sustainable Risk
Waste Management for all inhabitants of Mogale City.
6. Key Strategic Objectives
This Section’s key objective is to contribute in achieving the vision of Mogale City,
particularly with regard to the provision of a clean and safe environment for
everyone to live in.
7. Projects
Development of the Risk Waste Management Strategy including:
Health Care Waste Management
Hazardous waste management
Implementation of the Risk Waste Management strategy
8. Alignment
These sector plans make up a part of the South African legislation including the
Gauteng Province Health Care Risk Waste Management Bill, the White Paper on
Integrated Pollution and Waste Management in South Africa, National
Environmental Management Act and the Environment Conservation Act.
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5.5.6. Urban Greening Strategy
1.Introduction Formatted: Bullets and Numbering
The Department of Water Affairs and Forestry is currently, in cooperation with the
Institute of Environment and Recreation Management, leading the establishment of
a strategic framework for urban greening in the Gauteng Province. The Sub-
Directorate of Parks is represented in the steering committee.
Urban Greening aims to improve the quality of life of urban residents. The positive
impact of a green urban environment on residents is seen across sociological,
health, economical and political spheres, which leaves it to be an undisputable
necessity. It is unfortunately the poor, who make up the majority of urban
populations, whose residential areas are most lacking in terms of urban greenery.
This is largely attributed to poor planning and inequitable access to resources
resultant from a legacy of apartheid.
Given the numbers and needs of the lower income population, it is imperative that
they play a central role in planning and implementing urban greening and become
architects in the heritage they will leave for future generations. The mandate given
to Local Authorities for urban greening implementation is prominent in various
national policies and legislation and leaves no justifiable grounds for non-
compliance.
South Africa has been a signatory of the Rio Declaration on Environment and
Development (1992). The Internationally endorsed Agenda 21 captures the
principles of the Rio conference in a practical set of recommendations for
sustainable development. Most of the problems and solutions addressed by Agenda
21 have their roots in local activities. It was therefore highlighted that that the
cooperation and participation of local authorities will be a determining factor in
fulfilling the Agenda 21 objectives.
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It is therefore necessary that Mogale City aligns itself with national directives and
includes urban greening in its Integrated Development Plan.
2.Purpose Formatted: Bullets and Numbering
The purpose of this sector plan is to set about a platform from which a strategic
framework for the implementation for urban greening in Mogale City can be
formulated.
3.Compilation of process Formatted: Bullets and Numbering
Phase one will involve the identification of key priority areas through GIS Formatted: Bullets and Numbering
system, consultation with stakeholders to gather information, determining
specific needs and identification of stakeholders and responsible parties.
Phase two will focus on the formulation of an Urban Greening Plan based on
the feedback of phase one.
Phase three will be the implementation phase where urban greening can take
effect.
Phase four will ensure the maintenance, monitoring and evaluation of urban
greening.
Running concurrently with this process will be the review and alignment of
policies and By-Laws with the urban greening plan.
4. Situation analysis
Strengths:
Operational Municipal Nursery Formatted: Bullets and Numbering
GIS system enabled with open space data as handy decision-making
Resource.
Well established parks and natural areas available to the residents of Mogale
City.
A keen focus towards urban greening among top management.
A complete Environmental Management Framework.
Weaknesses:
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Lack of an urban greening strategy Formatted: Bullets and Numbering
Limited experience and exposure to urban greening concepts among
horticulturists.
Limited environmental awareness in local community.
Shortage of human and capital resources.
Opportunities:
Ensure equitable access to green resources in a sustainable manner though Formatted: Bullets and Numbering
reasonable policies and by-laws.
Upgrade former ‘black townships’ to the same standard and quality of former
‘white areas’ and doing away with the racial, socio-economic and political
Todivide of the past. environment of all Mogale City residents by improving
improve the living
the natural environment.
Educate the community about the value of urban greening through
constructive programs.
For Mogale City to align itself with national and provincial initiatives and to be
a leader rather that a follower in the field.
Threats:
That urban greening tends to receive the smallest portion of the budget and is Formatted: Bullets and Numbering
important due to ignorance.
Lack of urban greening leads to environmental degradation, devaluation of
open spaces and socio-economic downfall of the urban environment.
5. Development Rationale
The Bill of Rights as reflected in our constitution provides for all South Africans to
have an environment that is not harmful to their health or well-being and that is
protected from degradation. It should be a key priority for Local Government to
ensure that the urban areas where people reside are greened and developed so
that amenity value is added to their living environment. This forms the rationale
behind Urban Greening.
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6. Key Strategic Objectives
The objective of this plan is in line with Mogale City’s strategic objectives of which
the most relevant are;
To create an environment where people want to live and invest. Formatted: Bullets and Numbering
To ensure a sustainable quality of life for its residents
This plan will certainly drive Mogale City, in collaboration with other efforts,
towards achieving these objectives as is captured in the City’s vision.
7. Projects
Parks Development and Food Gardens are sub-categories of urban greening and
are funded in the 2003/2004 capital budget with R1’000’000 and R170’000
respectively. No significant provision has been made for the purchasing of trees for
sidewalks though and this needs to be addressed in future budgets.
These projects are summarised as follows:
7.1 Parks Development
7.1.1 Aim of the Project
The main aim of the project is to create a beautiful urban environment which
improves the living condition of Mogale City’s residents and which provides the
necessary recreational facilities, that promotes relaxation and recreational
behaviour. This is in line with the Council’s vision and mission for Mogale City.
7.1.2 Objectives of the project
To procure all necessary services through the MCLM procurement procedure. Formatted: Bullets and Numbering
To upgrade existing park facilities in Kagiso 1 and Munsieville.
To provide more street trees throughout Mogale City with main focus on Main
Routes.
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To appoint a Landscape Architect to assist with the Parks development project.
To secure existing parks and open spaces where security has become a major
concern
To provide more secure shelters for animals at the animal farm as required by
the Performing Animals Protection Act, Act 24 of 1935.
To improve infrastructure at the animal farm that will be conducive to
increased visits.
To fence the remainder of the park on Johan Jonker roadside for it to be safer
and to allow access control.
7.1.3 Benefits
Better parks infrastructure meeting the recreational needs of its residents. Formatted: Bullets and Numbering
An improved environment leading to healthier residents, better climate and
aesthetically appealing facilities and an improved face-value of Mogale City.
Well-maintained and improved infrastructure capable of absorbing increased
demand.
A boost in tourism attraction.
Job creation and possible economic growth.
7.2 Food Gardens
7.2.1 Aim of the Project
Food gardens links up directly with four of the major cornerstones of community
development as; health, education and training, economic development and job
creation.
To get involved in community development programmes to the importance of
sound partnerships, not only with words but with deeds, as well as the important
role of food gardens as tool to promote the upliftment of quality of life.
To provide food to the poor, unemployed people, especially woman from previously
disadvantaged areas with the necessary resources to produce food for them and
perhaps even provide and income.
7.2.2 Objectives of the Project
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Procurement as per MCLM procurement policy Formatted: Bullets and Numbering
Identify beneficiaries (Social Development)
Identify suitable land.
Assist with land preparation.
Assist with training
Provide water and irrigation – boreholes preferable.
Provide seedlings and seed to communities.
Erection of green houses and shade netting structures.
7.2.3 Benefits
The food gardens at Kagiso 9 and Munsieville has literally grabbed the Formatted: Bullets and Numbering
attention of an enormous amount of people and groups. The existing food
gardens is very special to all, and holds a wonderful message of
development as far as the community is concerned
Providing a food security base for poor communities.
Involving women, children and schools. Effective co-operation and uniformity
between MCLM, the community, NGO groups and schools.
Fighting the impact of malnutrition.
Establishing a sense of belonging and self worth in communities especially with
aids victims.
Developing the skills of communities.
Instilling the calming psychological influence of gardening on people.
Better utilization of open spaces and therefore reducing illegal dumping and
the spreading of weeds.
8. Alignment
The Urban Open Spaces Project had informed the SDF and EMF. The Urban Open
Space Project would inform the Urban Greening Strategy. Furthermore, the Precint
Plans and other developments would be informed by the Urban Greening Strategy.
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It is also of paramount importance that Town Planning and housing projects are
aligned with the Urban Greening Strategy in that a holistic approach is followed
during such planning processes.
5.6 MUNICIPAL PERFORMANCE MANAGEMENT SYSTEM
Institutional Arrangements For PMS
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The following table below depicts various role and responsibilities of various
stakeholders,
ROLE PLAYER RESPONSIBILITY
Municipal Council Approving the PMS, monitoring and reviewing the
IDP in terms of the PMS.
Councillors Encouraging the community to get involve in the
development, implementation and review of the
municipality’s performance, management system
and, in the setting of appropriate key
performance indicators and performance targets
for the municipality.
Providing input into the development and
implementation of the PMS and the annual
performance report.
Municipal Manager Overall management and coordination
responsibility to ensure that all relevant role
players are involved and that the process is
proceeding as planned.
PMS Co-ordinator Day to day co-ordination and facilitation of the
application of the PMS; fulfil the role of the
“Performance Champion” which entails
Supporting other components in the
implementation of PMS
Maintaining and managing the PMS database
Heads of Departments Providing technical and sector expertise and
(Directors) information relating to performance measures
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ROLE PLAYER RESPONSIBILITY
and targets. Implement and manage the PMS in
their departments.
Internal Auditor Auditing performance measures & performance
report.
ROLES AND RESPONSIBILITIES OF IDP STRUCTURES
Structures Composition Roles and Responsibilities
IDP Steering Committee Municipal Manager (IDP Provides Terms of Reference
Manager) - Chair for planning activities
Secretariat Commission Research
Heads of Departments Considers inputs
Chief Financial Officer Processes, summarises and
documents outputs
Makes content
recommendations
Prepares, facilitates and
documents meetings
IDP Representative Executive Mayor/Mayoral Represent the interests of
Forum Committee Member their constituents
IDP Steering Committee Provide Forum for discussion,
(provide secretariat) negotiation and decision
Mayoral Committee making between stakeholders
Councillors Ensure communication
Heads of Departments between stakeholders and
Organised Stakeholder representatives
Groups Monitor performance of the
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Resource Persons planning and implementation
Community process
Representatives
7.2 Following below is diagrammatic representation of the institutional
arrangement to be utilised in the development, implementation and review
of the performance management framework:
Mogale City
Council
Executive Mayoral
Committee
IDP Steering Committee
Municipal Manager &
Executive Management
IDP Steering Committee
IDP Representative Forum
Project Task Team
Ward Committees
The IDP planning and implementation structure we will be utilised in the
development, implementation and review of the Performance Management
Framework as follows:
How the Performance Management is structured?
a. Integrated Development Plan
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The Municipal System Act (2000) requires municipalities to develop a five-year
based strategic plan, popularly known as the Integrated Development Plan, which
will document the strategic vision, mission of the municipality and outline services
delivery targets and development targets. In addition to this municipalities are
furthered obliged by the Act to develop a performance management framework,
which will clearly outline how the performance targets set for the IDP will be
monitored.
b. Strategic Imperatives and Objectives
Mogale City’s performance management framework is anchored by the above-
mentioned five strategic imperatives set in the 2002/06 Integrated Development
Planning:
Following below is diagrammatic representation of the performance management
framework. This diagrammatic representation reflects the interconnectedness of
the key elements that constitute framework. The IDP projects falls within the set of
structure strategic priorities as identified by Mogale City communities, council, and
administrative arm.
Governance
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People
Environmental
Development
Stability
PMS
The are five performance management areas aligned to the strategic
imperatives and under each there are specific programmes that there the
municipal administration undertakes. A structured set of generic key
performance indicators have been developed for each of the performance area.
These performance indicators are generic in the sense that the municipality
determines specific targets for each year on an annual basis.
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Key Performance Municipal Goal and Objectives Key Performance Indicators
Area
1. Good To promote a seamless, open, ethical, 98% debt recovery
Governance professional and accountable system 100% compliance with code of
of governance through: conduct
Promoting community Organisational structures in place
participation; 100% budget spent efficiently
Ensuring social, ethical, and and effectively
political accountability; Annual IDP & Budget approved
Developing credible information; by Council on time
Achieving financial viability; Community Participation
Fulfilling Batho principles 100% compliance with applicable
legislative framework
Publicity of the performance
progress reports quarterly and
annually
2. Social Top improve access to social services % Reduction in basic services
Development and infrastructure through backlogs
coordinating provision of equitable % Increase of the households
access to: earning less than R1100
Water and Sanitation receiving free access to water
Electricity and electricity
Transport Increase of BEE companies
Roads providing service to MCLM
Welfare No of jobs created through the
Safety various MCLM programmes
Health No of people benefiting from the
Housing poverty alleviation programme
No of programmes targeting
women, youth, and elderly
% Of budget spent
% Of budget funded through the
grants
% of budget spent on poverty
alleviation
Number of people benefiting
from poverty alleviation
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3. Environmental Facilitate integrated development No of education and awareness
stability that does not harm the ability of raising programmes
future generations to sustain % Reduction in pollution levels
themselves through: 100% compliance with legislative
co-ordinate the promotion of obligations
environmental awareness Applicable policies and By-laws in
Preserve the heritage and place
cultural sites No of SMME supported
Promote fauna and flora of the 100% compliance on land fill site
area management
Ensure appropriate waste and No of jobs created through various
pollution programmes
Coordinate the creation of an % Of income generated
integrated set of by-laws and % Of budget spent
regulations for environmental % budget funded through grants
management No of joint ventures established
5 of budget spent of poverty
alleviation
Number of people benefiting from
poverty alleviation
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Key Performance Municipal Goal and Key Performance Indicators
area Objectives
4. Economic To coordinate the creation of Marketing and Communication Plan
Growth & an enabling environment for in place
Development sustained economic growth and Public Transport plan in place
development through the No of women, youth & disabled,
relevant development empowered
initiatives No of people with security of tenure
Marketing the City to in rural areas
potential investors No of public private partnerships
Develop a strong and established
integrated transport Enabling policies an by-laws in place
and information No of jobs created through various
infrastructure programmes
Promote Agri-business % Of income generated
and Eco-Tourism % Of budget spent
Establish a regional % Budget funded through grants
chamber No of joint ventures established
% Budget spent on poverty
alleviation
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5. People Ensuring excellence through No of Councillors and staff trained
Management and competent and committed % of skills development levy
Development personnel who reflect received n rebate
community demographic 100% compliance to applicable
profiles legislation
Developing Human 100% compliance to employment
Resources equity targets
Promote sound labour Sound labour relations
practices relations % Reduction in grievance and
Ensure institutional compliance
transformation All performance contracts signed
Promote employment % Reduction in staff turnover
equity
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Monitoring And Performance Reporting
The following reporting schedule will be followed:
Performance Data Deliverable By whom To whom
Gathering
Timeframe
Monthly Monthly Reports Supervisors Directors
PMS Co-ordinator
Quarterly Quarterly Directors Municipal Manager
Performance Executive Directors
Reports PMS Co-ordinator
Mayoral Committee
Municipal Council
Provincial DDPLG
Annual Annual Director Executive Director
Performance Municipal Manager
Reports PMS Co-ordinator
Mayoral Committee
Municipal Council
Provincial DDPLG
Each level in the municipal hierarchy takes responsibility for the performance of
the organisation:
At operational level Supervisors And Managers oversee the execution
of action steps that contribute to the accomplishment of performance
targets. The directors monitor the accomplishment of performance
targets and submit regular reports to their respective executive
manager.
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At cluster level the Executive Directors consolidate the reports received
and, together with their management teams, evaluate to what extent
the performance targets and KPIs are being achieved.
At strategic level the Municipal Manager and the Executive
Management team review the performance of departments and
evaluate to what extent the strategic goals of the municipality are
being achieved.
Linking Organisational And Individual Performance Management
The performance of a municipality is integrally linked to that of the staff. If all the
steps described in the preceding Chapters are expertly executed the municipality
will still fail if the employees do not perform. It is therefore important to link
organisational performance to individual performance and to manage both at the
same time, but separately.
The legislative mandate for measuring individual performance is found in section
57 of the Municipal Systems Act that requires the municipal manager and heads of
department to sign performance contracts that must include, inter alia:
Performance objectives, targets and timeframes;
Standards and procedures for evaluating performance with the intervals for
evaluation being indicated; and
The performance objectives and targets must be practical, measurable and
based on key performance indicators set out in the IDP.
In order to ensure that this is achieved the Human Resource policy provides
that the employment contracts of each employee has the following:
Workscope Profile – This consists of the job description that sets out the
requirements of the post and a profile of the incumbent that describes the
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skills and competencies that an individual would require in order to succeed
in the position.
Individual Performance Plan – This consists of the details of the deliverables with
key performance indicators, performance targets and target dates.
Individual Skills Development and Performance Improvement Plan – This plan sets
out the training needs of the individual and a programme for addressing these
needs.
Although the legislation only requires the municipal manager and heads of
department to sign formal performance contracts it is also a requirement that all
employees have job descriptions. These job descriptions must be aligned with the
individual performance plan of the head of department. In this way all employees
are working towards a common goal. It is however the responsibility of the
employer to create an environment in which the employees can deliver on the
objectives and targets set for them in their performance contracts and job
descriptions.
Auditing Of Performance Management System
The Municipal Systems Act, 2000 (section 41(1)(c)) requires that as part of the
municipality’s internal auditing process, the results of its performance measures be
audited. Section 45 of the Act requires that the results of performance
measurements in terms of section 41 (1)(c), must be audited as part of the
internal auditing process and annually by the Auditor-General.
All auditing must comply with section 14 of the Municipal Planning and
Performance Management Regulations, 2001. In terms of regulation 14(1) it is the
municipality’s responsibility to develop and implement mechanisms, systems and
processes for auditing the results of performance measurements as part if its
internal audit processes. The Regulations further recommend that the municipality
establish a ‘performance management audit committee’ or utilise the audit
committee. The operation of this committee is governed by section 14 (2) and (3)
of the Regulations.
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The Regulations require auditors to assess the functionality of the municipality’s
performance management system as well as to ensure that it complies with the
Municipal Systems Act. As part of the internal auditing process, the results of a
municipality’s performance measurements must be audited. The internal auditor
must:
Continuously audit the performance measurements of the municipality;
Report on the extent to which the performance indicators, comprising the
social, economic and service delivery indicators are reliable in measuring
performance on indicators;
Submit quarterly reports on audits to the Municipal Manager and the
Performance Audit Committee.
The framework will be implemented according to the following schedule:
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Requirements What Needs To Be Done By Whom By When
Developing a PMS Development of PMS linked to IDP MM Done
that meets all HOD
legislative Writing up of PMS Framework PMS Coordinator 20 February
requirements 2004
PMS framework to be approved by PMS Coordinator 28 February
Executive Management Team MM 2004
PMS framework to be adopted by MM 31 May
Mayoral Committee PMS Coordinator 2004
PMS framework to be approved by MM 31 May
Municipal Council PMS Coordinator 2004
Implementation of Developing institutional PMS Coordinator 31 May
PMS arrangements for PMS and IDP IDP Coordinator 2004
Identifying suitable PMS database/ PMS Coordinator 31 April
software 2004
Training of HODs or staff in the PMS Coordinator 31 April
application of the PMS database 2004
Internal Reporting Collecting monthly feedback PMS Coordinator Monthly
reports from HODs in the
prescribed formats
Prepare and submission of PMS Coordinator Quarterly
quarterly reports to EXCO
Presentation of quarterly reports PMS Coordinator Quarterly
to Mayoral Committee MM
External Reporting Prepare and Submit quarterly PMS Coordinator Quarterly
performance reports to Ward
Committees; Province
Prepare Annual Report for the PMS Coordinator Quarterly
Community, Province and national
government
Re-viewing and 5.1 Performance Audit Committee Internal Auditor Annual
evaluating the PMS to review PMS framework, and OAG
system application of PMS System
5.2Implementation of the PMS Coordinator Annual
recommendation of the Internal MM
Audit HOD
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5.7 WATER SERVICE DEVELOPMENT PLAN
The Mogale City Water Services Development Plan (WSDP) provides a
comprehensive plan which deals with socio-economic, technical, financial,
organisational and environmental issues. The document is a strategic plan and
relates to- and impacting on the delivery of water and sanitation in Mogale City.
The WSDP is seen as central to all other planning processes relating to the water
sector in Mogale City, and provides extensive support to the IDP process. The
water supply and sanitation services strategy is based on the Mogale City Local
Municipality vision to provide a desirable city to live in, invest in and visit – it is a
place where all people can enjoy a sustainable quality of life.
Concurrently, it is the strive and responsibility of Mogale City Directorate Water
and Sanitation to provide potable water in the correct quantity and quality to all
registered water customers throughout Mogale City in the most efficient,
affordable and sustainable manner and to progressively extend this service to
those who do presently have access to the same; and to collect, treat and release
all wastewater generated in Mogale City in a cost effective and environmentally
sound manner, striving to minimise the potentially adverse impacts, while
enhancing those with promise and potential.
Key components to service delivery are considered to be the following: Service
delivery to local and regional customers; community health; environmental
quality; development, expand, operate and maintain infrastructure; affordable and
financially viable services; people development and capacity building; optimise
water resource utilisation and demand management; and compliance to legal and
quality requirements.
The Mogale City boundaries cover an area of more than 1 500 km2, of which 8% of
the total area is serviced by a waterborne sewer reticulation system of
approximately 1200 km network and 10 pumpstations. Six drainage areas, with
its smaller sub-drainage areas have been identified and recorded in a detailed
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Wastewater Masterplan. The drainage areas include 6 outfall sewers, which
respectively contribute their wastewater loads to the three Mogale City bulk
wastewater treatment plants (Flip Human WCW, Percy Stewart WCW and
Magaliesburg WCW).
A part of wastewater generated is reticulated to the Driefontein treatment works.
The Mogale City treatment works are modern installations and were upgraded and
extended as recently as 2002. The plants have total hydraulic capacities in excess
of 71 Ml/day and organic capacities of up to 76 000 kg COD /day, with current
status being under utilised hydraulically. Sludge are produced at a rate of 850
kl/day with a total solids concentration of 1.5 to 3.0% and are irrigated to a total
of 130 ha of farmland for the beneficial use of instant lawn cultivation.
All water and wastewater analysis and monitoring are done by a centralised
support services unit – Scientific Services, which are completing preparation for
ISO accreditation by December 2004. This unit is also responsible for the
proactive monitoring, sampling and tariffing of 69 major wet industries in Mogale
City, as well as the most predominant natural water environments and all
reservoirs, through the implementation of the WRC developed NATSURV Industrial
Classification System.
The majority of stands in Mogale City residential areas are connected to a
pressured metered water supply network. The bulk service provider to Mogale City
is Rand Water through 19 connection points, and to lesser extent Johannesburg
Water through 2 connection points. The bulk water is distributed through a
network of 20 reservoirs/water towers and 1400 m distribution network, for which
maintenance Mogale City is responsible. The demand distribution for the major
areas shows highest consumption by Krugersdorp area (60%), Azaadville (19%)
and Kagiso (16%).
Water quality remains within the required SABS standards. A policy of Free Basic
Water has been implemented and all connected consumers receive 6 kl free water
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per month. Indigents receive free basic water, as part of a program to provide
free services to registered indigents. Free Basic Water is also provided to informal
settlements via standpipe installations. Substantial progress has been made in
zone identification and metering, as part of a partnership program with Rand
Water. The 45 zones in Mogale City are measured through 48 zone meters, many
of which are supplied with pressure reducing valves (139 in total). Proactive
programmes on pressure management have been undertaken, which include
servicing and installation of PRV’s, setting at a minimum of 30 m pressure at
critical points, (55 m averaged) and installation of pressure controllers. Such
pressure management has resulted in a 10% reduction in Average Annual Daily
Demand over the period 1998 - 2002. Unaccounted for water needs to be
confirmed, but is estimated at 35%. The billed average consumption for water
services equates to 1 22 097 kl, whilst the consumption bought by Mogale City is 1
861 636 kl. The average value of water bought amounts to R 4 297 608 for
2003/04.
The provision of services to rural areas is in need of serious attention, both on
policy / strategic level, as well as in terms of technical and budgetary viability. A
nichniche area of backlog which has been identified in the replacement of existing
water meters and installation of new prepayment water meters, following a policy
decision to proceed the prepayment route. A total amount of 19 655
prepayment655-prepayment meters have been installed, amounting to more than
R 8 million water purchases through this system. Mogale City remains one of the
largest prepayment implementer in Southern Africa.
Financial resources in terms of operational budget are being met at an average 6%
escalation per annum. The total budgeted expenditure for FY 2002/03 was R 103
747 468, with an estimated total income for water and sanitation services of R 112
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058 000. Actual OPEX and CAPEX to the fiscal year of 2003/04 will be available at
year end June 2003. Dedicated auditing and financial assessment are being
conducted in Mogale City during 2004 on aspects of revenue enhancement, to
include prepayment. The capital budget is aligned with the IDP, as established
and supported through a process of proactive community consultation and
participation. These processes include two extensive roadshows in December 2003
and March 2004, the implementation of Performance Management System, and
close involvement amongst Portfolio Chairpersons, municipal officials, stakeholders
and the community.
The IDP programs related to water and sanitation in the Mogale City area for
2003/04 include; Prepayment water metering, water and sanitation to rural areas,
6 kl free water and free sanitation, reduce unaccounted water by 8%, Kagiso and
CBD water renewals, new infrastructure in the Muldersdrift area, pumpstations
security and upgrades, Lusaka 2&3 upgrades, and innovative programs such as
biogas and reuse and reclamation of wastewater. Various partnerships, with
amongst other Rand Water, Mvula Trust and Rand Water, will enhance delivery on
these projects.
The WSDP covers organisational capacity extensively, and points out the critical
needs in terms of specialist human resources, especially on managerial and
specialist levels 3 – 6. Efficient and sustainable development and maintenance of
services may be compromised should these needs not be addressed as a matter of
urgency. The baseline of progress in this regard is the implementation of the
organisational microstructure, which was approved in 2003.
The WSDP further identify key sector projects, based on forecasting - in detail
(with budget estimates and time frames). These sector drivers include service
delivery and customer care initiatives, water and wastewater infrastructure,
institutional and management initiatives, human resource development,
community health and environmental quality.
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The existing WSDP have been developed and updated with-in Mogale City
Directorate Water and Sanitation, and will be further updated to meet the national
target of October 2004. The plan was developed parallel with the PMS, IDP, SDF,
Environmental Framework and Housing Strategies. The WDSP
update is due for completion by end April 2004 and will be submitted to Council
after discussions with all relevant stakeholders (District, Provincial and others).
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Formatted
SECTION:
Formatted
VI
Formatted
ANNEXURES
189
Formatted
190
