SECTION 5 SECTOR PLANS

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					Mogale City Local Municipality                 24




      SECTION 5:
     SECTOR PLANS




    Integrated Development Plan (IDP) Review
Mogale City Local Municipality                                                      25




For Mogale City Local Municipality the IDP is a process of continuous updating,
improvement and alignment. The City has embarked on a number of programmes
addressing the shortcomings as identified by the MEC. This section presents an
overview of the current status of the various sector plans and the processes that
were engaged to strengthen and or expand, align and integrate the various plans.


  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:

        I)      Analysis,
        II)     Strategies, and
        III)    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.


5.1.3 STRATEGIES

It line with the vision of Mogale City 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:




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Mogale City Local Municipality                                                             26




               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 “Facilitation of the processes for the
Issue 2:          Literacy.                       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          purpose one-stop service centres”.
                  Problems (Associated
                  with both rural and
                  peri-urban areas)

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.




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Mogale City Local Municipality                                                       27



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’s development advisory services.
    •   Library services.
    •   Older persons pay points.
    •   Sport and Recreation services.
    •   Cultural enrichment.
    •   SMME’s 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.

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 pandemic 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.




5.2 SPATIAL DEVELOPMENT FRAMEWORK

5.2.1. INTRODUCTION

    The Mogale City Spatial Development Framework forms part of the IDP
    Process and is an urban and regional management tool that deals with a
    municipality’s planning strategy with regard to issues such as land use,
    transportation, engineering services, housing, and open spaces. It is aimed at
    achieving the municipality’s vision of building a thriving, but sustainable city,
    and it provides development direction, co-ordinates initiatives and identifies
    key development areas for improvement.




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Mogale City Local Municipality                                                    28




In Mogale City specifically, urban integration is lacking behind due to the urban
scale and dispersed nature of the urban core areas. The proposed development
framework will create the opportunity not only to integrate the sub-regions of
Krugersdorp, Kagiso/Rietvallei, Muldersdrift and Magaliesburg, but will eventually
ensure the proper integration of the relevant rural service centres with other land
uses in the area. The process includes input from and dissemination of info to
public in order to establish various development scenarios for the Municipality.

An SDF is a legal requirement and this will be reconfirmed with the promulgation
of the Gauteng Planning and Development Act in the near future.


5.2.2. PURPOSE OF THE SDF SECTOR PLAN

    The purpose of the SDF Sector Plan is to establish a comprehensive
    development framework for Mogale City with the following anticipated
    outcomes:

            a) A current effective, spatial framework to guide development in the
               municipality;

            b) Comprehensive community and stakeholder inputs;

            c) Alignment with and spatial representation of the current IDP process;

            d) To comply with legal requirements;

            e) To motivate and accommodate developments;

            f) The identification and reaffirmation of development trends, needs
               and shortcomings;


5.2.3.          COMPILATION PROCESS

    The following process is being followed in the compilation of the Mogale City
    SDF:

    a) Appointment of consultant to champion the process;

    b) The drafting of a status quo report;

    c) Identification of strategic issues related to spatial development;

    d) Comprehensive process of community and stakeholder participation;




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    e) Submission of draft SDF for perusal and comments;

    f) Submission of final document;

    g) Acceptance by Council;

    h) Implementation;

    i) Development of precinct specific guideline plans;


5.2.4. SITUATION ANALYSIS

      (a) Challenges

                 Severe time constraints;
                 Unavailability of relevant information;
                 Incomplete Geographical Information System;
                 Gauteng urbanization boundary;
                 Significant development pressures in Mogale City;
                 Rural development and rural housing;
                 Integration;

      (b) Opportunities

                 Adequate funding available;
                 Process of compiling SDF well underway;
                 Co-ordination with adjoining local authorities;


      (c) Assessment

            The development of a SDF for Mogale City is considered critical in order
            to inform the district and provincial SDF’s and to facilitate and guide
            development. It is further a legal requirement and is an essential tool
            for the practical implementation of IDP’s.


5.2.5. DEVELOPMENT RATIONALE

      The purpose of the Mogale City SDF is to create and implement a competent
      spatial development tool in order to facilitate and guide development in the
      city and to facilitate the implementation of Integrated Development Plans.

      The SDF will further form the basis for area specific development plans and
      strategies that will be more specific development tools.




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Mogale City Local Municipality                                                   30




5.2.6. KEY STRATEGIC OBJECTIVES

      The following key strategic objectives have been identified in the process of
      compiling the SDF:

            a) Leratong Crossing / Soweto Interface;
            b) Realignment of Pinehaven Crossing;
            c) Cosmo City Development;
            d) Urban Renewal;
            e) Urbanization Boundary;
            f) Proposed Casino Development;
            g) Formal Housing and Land Acquisition;
            h) Mining Land;
            i) Cradle of Humankind WHS;
            j) Integration (Internal and External);
            k) Rural Development;
            l) Nodal Development;
            m) Public Transport;
            n) Environmental Issues.


5.2.7. PROJECTS

    The following specific projects were identified in the 2002 – 2006 IDP process
    and in relation to the current budged:

     a)     Job Creation;
     b)     SMME Development;
     c)     Tourism Development;
     d)     Transport Infrastructure Development;
     e)     Wine Land Estates;
     f)     Blaauwbank Mine Development;
     g)     Cultural Villages;
     h)     IT Academy;
     i)     Education, Training and Skills Development Centre;
     j)     SMME Skill Development and Advice Centre;
     k)     Agri-Cultural Projects


5.2.8. ALIGNMENT

     In the process of developing a spatial development framework for Mogale City
     alignment with the following spatial strategies is pursued:

    a) City of Johannesburg SDF (Specifically in relation to Regions 1,3, 5, 6 and
       9);




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    b)   City of Tswane SDF;
    c)   Randfontein LM Draft SDF;
    d)   Merafong City LM Draft SDF;
    e)   West Rand District Municipality SDF;
    f)   Madibeng LM SDF;
    g)   Rustenburg LM SDF;
    h)   Bonala Platinum DM SDF.


5.2.9. CONCLUSION

It is anticipated that the Mogale City SDF will be completed by the end of August
2003. All physical developments will be adjudicated in accordance with and
guided to comply and follow the development principles and policies promoted
and advocated by the SDF.


5.3 TRANSPORTATION STRATEGY


5.3.1 INTRODUCTION

Transport plans will be developed so as to enhance the effective functioning of
cities. 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




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Mogale City Local Municipality                                                     32



that were submitted and approved. The Mogale plan will also take into
consideration the ITP.


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,
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.




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 Mogale City Local Municipality                                                    33



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.




5.4   . LOCAL ECONOMIC DEVELOPEMNT

5.4.1. INTRODUCTION

The Mogale City LED Strategy is in the process of being developed, and will be
included in the IDP by September 2003.

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’s 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:

a)           The size/scale of the local economy:
b)           Social/demographic issues:
c)           The natural environment:
d)           Geophysical conditions:
e)           Culture:
f)           Urban/rural distinctions:
g)           Infrastructure availability:
h)           Municipal human capacity:


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)




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      SMME Development – by growing existing SMME’s and to create a supportive
      and conducive environment for the establishment of emerging SMME’s –
      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.


5.4.6. KEY STRATEGIC OBJECTIVES

6.1   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




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Mogale City Local Municipality                                                    36



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.

6.2  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 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 no to low income is identified well in advance
                        so as to prevent illegal settlement which may require
                        expensive in situ 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




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                         down; and
                     •   Mogale City addresses the needs of all its inhabitants,
                         rich and 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.

5.4.7. PROJECTS

Possible projects identified for the main areas of Economic Development focus are
the following:

7.1     Tourism

Potential  Projects The tourism-SMMEs that could be promoted
and Programmes      through 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;




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                         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
conditions         for   previously disadvantaged groups;
success                • 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 Areas in which tourism should be focused, include:
spatial 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 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.




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                                 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;
                                 • 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.
Challenges                       The following are regarded as the major
                                 challenges facing the advancement of the sector:
                                  • The understaffed City Council of Mogale City.
                                  • The SMME-measures could be very inefficient
                                     in terms of the benefit that would be gained
                                     from the scarce public funds expended. They
                                     could furthermore also only benefit a very
                                     small component of the community.
                                  • Medium and larger firms could perceive
                                     support for the SMME-sector as a form of
                                     discrimination against them.
                                  • The support measures could lead to the
                                     development of SMMEs that are weak and that
                                     become reliant on public support for their
                                     survival.




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Requirements/Pre-      SMMEs could thrive in Mogale city if the
conditions for success following are 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 Areas that need to be targeted for SMME-
spatial dimension of development are:
intervention            • Leratong;
                        • Rietvallei;
                        • Muldersdrftt; and
                        • The CBD.


7.3     HOUSING

Potential Projects and The following projects and programmes can be
Programmes             pursued:
                       • 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;
                       • 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




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                        viable entities in which the communities enjoy a
                        good quality of life and (can) pay for their
                        services.
Pre-conditions      for • Clear guidance on preferred and strategic
success                    localities for 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 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 Muldersdrift area:
spatial dimension of • Identify small pockets of land for no to low
intervention                income housing, 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 potential of the area is minimised;




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                                 •  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.


7.4     SPATIAL

Potential  Projects Develop an incentive scheme to attract suitable
and 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:




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                             •   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 Areas deserving special attention are:
spatial 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




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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;
            Merafong City LM;
            West Rand District Municipality;
            Madibeng LM;
            Gauteng Provincial LED Strategy




5.5 NTEGRATED ENVIRONMENTAL MANAGEMENT


5.5.1    STATE OF THE ENVIRONMENT                  REPORT     &   ENVIRONMENTAL
        MANAGEMENT FRAMEWORK

1.1     Introduction:

Mogale is one of the most unique areas in Gauteng and is the tourism focus for
the West Rand. The Mogale area has a rich natural, cultural and international
heritage, worth conserving for future generations allowing great opportunities for
tourism in the area. In order to develop this area to its fullest potential, the
information of this report will be of vital importance.

The Mogale Integrated Development Plan (IDP), June 2002,                     identified
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 Mogale State of Environment Report (SOER) and Environmental Management
Framework (EMF) attempt to create an awareness of the environmental
challenges facing the Mogale City and how the causes for environmental change
can be addressed in an ecologically sensitive, economically viable and socially
beneficial way. We hope that this report will be one of the first steps of Mogale’s
future path towards sustainable development.




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1.2     Purpose:

Purpose of SOER:
     To increase and provide awareness and understanding of environmental
     trends whilst taking into account conditions and their causes and
     consequences among all stakeholders;
     Providing a foundation for improved decision making at all levels, from the
     individual to the national governments and international organisations; and
     Facilitating the measurement of progress towards sustainability;
     Making the information available on the internet, allows the information to
     be more easily accessible to the citizens of the city and also allows city
     comparison at the global scale; and
     It forms the basis for Strategic Environmental Assessment.

Purpose of EMF:
     The SOER created an environmental baseline for MCLM and determined the
     environmental and ecological footprint.
     Digital decision support system to assist in the holistic environmental
     decision-making.
     The EMF should inform future planning processes in MCLM, such as the
     Spatial Development Framework that is currently underway.
     Identify sensitive environments (from a social. economic, agricultural,
     heritage, infrastructural and ecological perspective).
     Assist in identifying a holistic strategy and hierarchy for open space
     management and planning.
     Assist in identifying local authority environmental priority areas.
     Establish objectives for the management of the environment in MCLM.
     Establish management guidelines based on defined management
     objectives.

In order to conduct the heritage IR data was obtained from the Mogale SOER as
well as the Gauteng Open Space Project Phase 3 (GOSP 3). Information for the
Agricultural IR was obtained from Gauteng Agricultural Potential Atlas (GAPA).

The social criteria were identified with the aid of the Mogale SOER, Mogale IDP
and GOSP 3. A number of workshops were held to assign social IR values to the
various land categories. The social criteria included: public amenity value, public
amenity usage frequency, basic needs and services, a healthy environment,
housing, essential services, health, education, economic value, community
perception and visual absorption capacity.

The ecological IR is based largely on GOSP 3, however as MCLM has detailed
information that is specific to the Mogale jurisdiction, more detailed information
has been included. The ecological criteria used in assessing ecological value
included: habitat diversity, disturbance, ecological function, size, connectivity,
conservation value, red data fauna species, and red data flora! Species, faunal
biodiversity, floral biodiversity, ridges and nature reserves.




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1.3     Process:

Strategic Environmental Focus has been appointed by MCLM in June 2002 to
compile a SOER and EMF. A phased approach was followed, involving the
following:

        Phase 1 (State of the Environment Report and Environmental Management
        Framework Compilation):
           o Development & Presentation of different sensitivity zones;
           o Attach management criteria to the zones identified;
           o Ground Truthing 15 random sites;
           o Review & Amend Final Report & GIS Data;

       Phase    2 (Public Consultation & Distribution):
          o     Identification of all potential I&AP’s;
          o     Hold an Open Day with I&AP’s;
          o     Hold 3 focus group meetings with I&AP’s
          o     Collate proceedings & amend final product;
          o     Reproduction of product;
          o     Distribution of product;
          o     Presentation of final deliverable to the Municipality

The final SOER was submitted for final printing on 20 June 2003, whilst the EMF
would be finalised on 27 June 2003.


1.4     Situation Analysis:

        Strengths – Sustainability and proper strategic management
        Weaknesses -
        Opportunities
        Threats


1.5     Development Rationale

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. The
development rationale for the SOER and EMF is therefore to:

        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




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        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 and Spatial
Development Framework. 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.


1.6     Key Strategic Objectives:

        Comply with all relevant statutory requirements w.r.t. environmental
        legislation, policies, by-laws;
        Comply with the strategic vision of Environmental Stability of MCLM


1.7     Projects/Programmes for 2003/04:

        Update of SOER & EMF (GIS; Webpage);
        Training on GPS; GIS & Webpage Management


1.8     Alignment:

The SOER is aligned with:
      IDP for MCLM;
      Vision & Mission of MCLM;
      Agenda 21 on Sustainable Development;
      Johannesburg Plan of Action (stemming from the WSSD, 2002)




5.5.2 CRADLE OF HUMANKIND WORLD HERITAGE SITE – INTEGRATED
      MANAGEMENT PLAN

2.1     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




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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.


2.2     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).


2.3     Process:

GDACEL and the Office of the MEC, M Metcalfe, drove the whole process.


2.4     Situation Analysis:

        Strengths
        Weaknesses
        Opportunities
        Threats


2.5     Development Rationale

Covered already under (2.2).


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.




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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
        To provide a tourist attraction of local significance
        To provide skills training and capacity building particularly within the local
        community


2.7     Projects/Programmes for 2003/04:

To be confirmed with GDACEL.


2.8     Alignment:

The sector plans for the Directorate: Integrated Environmental Management are
all aligned with the IMP for the COH-WHS.




5.5.3 DISASTER MANAGEMENT PLAN FOR MCLM

3.1     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.




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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.


3.2     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.


3.3     Process:

Diagrammatically the process could be depicted as follows:


                                               IDP

                                              Social
                                           Vulnerability
                                               Plan

                                            Directorate
                                           Public Safety
                                             (WRDM)




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                                                Mission
                                               Statement

                  Pro-active                                        Reactive
                  Objectives                                       Objectives

                   Activities                                      Activities
                                                Budget


         Goals                   Methods                   Goals                Methods

                                           Performance
                                           Management


3.4     Situation Analysis:

        Strengths – Competent staff to handle the situation
        Weaknesses – Availability of funds to address the Assessment Report
        Opportunities -
        Threats


3.5     Development Rationale:

Already covered under (3.1) & (3.2).


3.6     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
        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.




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3.7     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

3.8     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.


5.5.4 URBAN OPEN SPACE & PARKS STRATEGY

4.1     INTRODUCTION

Mogale City has a large number of vacant erven and public open spaces. The
records of these stands is scattered through various data sets and referencing has
been difficult. It therefore became essential that the records of vacant erven and
open spaces be consolidated. This is especially necessary in the light of
government’s focus on urban greening and environmental sustainability. It will
form the master framework from which park resources are determined and urban
greening facilitated.

4.2     PURPOSE OF THE SECTOR PLAN

The purpose of this strategy plan is to have an information resource that would
assist both the Directorate’s of Local Economic Development and Integrated
Environmental Management in drafting plans and making informed decisions
concerning developmental pressures on the one hand and environmental
sustainability on the other-hand.

4.3     COMPILATION OF PROCESS

    •   Identifying the problem of scattered data.
    •   Identifying the need for a consolidated and categorized information
        reference system.




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    •    Allocating funds for the project.
    •    Procuring the services of a consultant to do the work.
    •    Gathering data, verifying status of erven and sending it to consultant.
    •    Now awaiting presentation from consultants.


4.4      SITUATION ANALYSIS

    STRENGTHS:
         a. Available data
         b. Majority of data already GIS enabled
         c. Knowledgeable staff
         d. Vast experience of consultants with Open Space
         e. Projects.
         f. Well-established parks and natural areas available
         g. to the residents of Mogale City.
         h. A keen focus towards urban greening.

WEAKNESSES:

    a)   Data of vacant erven and open spaces scattered
    b)   Not all erven’s status and zoning captured in the GIS system.
    c)   Limited staff that can capture data and work with GIS applications.
    d)   Limited funds available for urban greening.

OPPORTUNITIES:
  a) The sale of vacant residential and business erven can be fast tracked.
  b) Council owned stands can be identified with ease and sold.
  c) Development opportunities can be presented to investors in short periods of
     time.
  d) Open Space to residential ration can be monitored more accurately.
  e) Natural open spaces with conservation worthy status can immediately be
     identified and excluded from development, reducing the risks of rejection of
     development proposals based on EIA outcomes.

THREATS:
  a) Staff shortages may lead to irregular updates and maintenance of the GIS
     Open Space reference system and users can then extract inaccurate
     information.
  b) Crime and socio-economic factors may cloud the need and importance of
     parks and well-maintained open space systems in the urban environment.




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4.5             DEVELOPMENT RATIONALE

This plan endeavours to have an information resource about all the vacant erven
and Open Spaces in Mogale City in place that will enable decision makers to be
objective, factual and productive. This will create an enabling environment for
development and investment as it informs the Spatial Development Framework
and Environmental Management Framework, but at the same time ensures the
conservation of our natural resources and recreation opportunities.


4.6             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.
    •   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.


4.7             PROJECTS

The mapping of urban open spaces is funded from the budget of 2002/2003
financial year at a cost of R65’151. A follow up project involving the mapping of
agricultural land and open spaces in rural areas needs to be undertaken in the
2003/2004 financial year. In addition a policy is formulated about the
establishment of Community Parks that will be much dependant on this plan.
Future park development will also have to refer to this as a means to calculate
needs and to restore the impact of apartheid on previously disadvantaged areas in
terms of equitable access to recreational facilities.


4.8             ALIGNMENT

This plan/project will inform the SDF and EMF and it is therefore essential that
these Sector plans be aligned with this one.




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5.5.5. Integrated Waste Management Plans


1.       Introduction

This sector plan for Waste Management was done to form the basis for agree on
the way forward with Integrated Waste Management and to highlight the
problems experienced to provide an efficient Waste Management service to all
Mogale City inhabitants.


2.       Purpose

2.1      A weekly refuse removal service will be provided to all premises.
2.2      A street sweeping service to clean all roads in business areas and on main
         routes of litter will be provided.
2.3      A cleaning service to clear all illegal dumping on Council owned land
         regularly would be done.
2.4      A proper registered Landfill Site will be operated that can handle all non-
         toxic waste in Mogale City.


3.       Compilation of Process

A phased process is being followed where all premises in the urban areas are now
receiving 240L bins for refuse removal. By 2004 the rural areas would also be
covered.

To assist with the illegal dumping, public drop off facilities are in the process of
erection in Kagiso and Munsieville. These facilities will be extended to all other
areas in Mogale City by 2005.


The Landfill Site is in the process of being closed and a new permitted one will be
opened during the next year.


4.       Situation Analysis

4.1      The strengths of this Section include the existence of a well-motivated work
         force.
4.2      The weaknesses are mainly a lack of appropriate equipment and vehicles as
         well as shortage of personnel that is able to deliver.
4.3      Many opportunities exist while the most important challenge remains the
         commitment to extend the full service to all rural areas.




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4.4      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.


5.       Development Rationale

This Section wants to use this plan to achieve a satisfactory and sustainable
Waste Management Service for all inhabitants of Mogale City.

6.       Key Strategic Objectives

This Section’s key objective is to assist with the vision of Mogale City and in
particular to provide a clean and safe environment for everyone to live in.

7.       Projects

7.1      Closing of Luipaardsvlei Landfill Site
7.2      Opening of new Landfill Site
7.3      Erecting two transfer stations/drop-off facilities
7.4      Purchasing litter bins and no dumping signage
7.5      Purchase mass refuse containers
7.6      Fit tracking to all vehicles


8.       Alignment

These sector plans make up a part of the Council’s IDP as a whole and
are in line with IWMP’s, WRDM and GDACEL - BkB.



5.6 MUNICIPAL PERFORMANCE MANAGEMENT SYSTEM

                          EXECUTIVE SUMMARY OF
                THE PERFORMANCE MANAGEMENT FRAMEWORK OF
                      MOGALE CITY LOCAL MUNICIPALITY
                                JUNE 2003

SECTION A: BACKGROUND

1. Background

1.1      Introduction

Chapter six of the Municipal System Act (32 of 2000) requires municipalities to
develop a performance management framework that entails how the municipality




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will monitor the implementation                of the Integrated Development Plan. This
document presents an executive                 summary of the Performance Management
Framework of Mogale City Local                 Municipality. The Performance Management
Framework will be submitted to the             Municipal Council for approval in July 2003.


2. EXPECTED BENEFITS                   OF       THE    PERFORMANCE        MANAGEMENT
   FRAMEWORK

The development and implementation of a performance management framework
has the following benefits for Mogale City:

    Strategic objectives of the performance management framework are to:
       o Inform executive decision making processes;
       o Provide an early warning signal of problematic areas where the
          municipality is likely to under perform; and
       o Create a culture of organisational performance measurement

    Enhancing local democracy and accountability: As local communities
    participate in the development and implementation of the performance
    management framework, the process will further enhance the culture of local
    democracy and performance accountability. Local communities are presented
    with a platform to engaged the municipal administrative officials on the
    performance of their municipality and foster transparency and harmonious
    relations between the municipality and the communities;

    Meeting statutory obligations for PMS: the municipality will be able to
    comply with the legislative requirements for the development and
    implementation of a performance management framework;

    Intergovernmental cooperation: the framework will enable Mogale City to
    meet provincial and national expectations with regard to municipal
    performance. The provincial sphere of government has a mandate to collect
    and consolidate municipal performance reports on annual basis;

    Enhancing planning and budgeting: Service delivery and performance
    measurement enhances integrated planning and budgeting as it assists
    managers to account for the use of resources and to reprioritise resources. It
    also provides quantitative information on policy implementation that may
    support the need for possible revision of policies and expenditure programmes;

   Benefits for individual employees: Ensure alignment of their individual
   goals and objectives with that of the organisation and to coordinate their
   efforts to achieve those goals. To understand what is expected from them, by
   when it is expected and according to what standard.




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3. PRINCIPLES FOR IMPLEMENTATION OF PERFORMANCE MANAGEMENT
   FRAMEWORK

        Ability is the efficient, effective, ethical and economic use of resources to
        attain objectives. Most performance measurement standards focus on
        post-implementation/output evaluation rather than capability. But
        performance gaps are often linked to weak capacity and include capital
        (financial, technological, physical, etc.), human (people, knowledge, skill,
        experience, leadership, management, etc.), and organisational (structure,
        systems, information, strategic focus, culture);
        Innovation is critical. Key performance areas and performance indicators,
        aligned to strategic objectives and operational targets must be appropriate
        for the South African context where issues of equity & empowerment,
        HIV/AIDS, Sustainable Development, Cooperative Governance, Private-
        Public Partnerships and Poverty Alleviation and Human Rights are
        paramount; Measurement criteria stem from national agendas, legislative
        frameworks, voluntary standards, business mission, and stakeholder
        expectations. Rigor, relevance, comparability, replicability, timeliness and
        integration are principles to guide performance assessment. Measurement
        provides information to PROVE conformance to standards, legislative
        requirements, stakeholder expectations, and corporate objectives. Data
        must be objectively verified;
        Partnership is an enabler of accountability. Meaningful participation of
        stakeholders is critical to accountability processes. This requires sincerity
        from enterprises to meaningfully engage stakeholders. To minimize
        stakeholder scepticism, an enterprise must undertake adequate and
        appropriate awareness and trust building interventions with their
        stakeholders and effectively manage stakeholder expectations;

        Transformation of institutions by embedding a culture of human rights is
        the ultimate performance measurement standard. Transformation must
        reflect sector specific standards, voluntary global standards, national
        regulatory frameworks and community/stakeholder expectations. It must
        address issues of governance, human capital, social contribution, economic
        growth and development and environmental stability; and
        Commitment must be embedded in an enterprise’s leadership ethos and
        management practices. A performance management system adds value
        when its stakeholders understand the added value it brings them.




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4. KEY CONSIDERATIONS

The following issues were taken into consideration when developing the
performance management framework and will be taken into consideration
during the implementation of the performance management system as
they might have either negative or positive impact on both the framework
and the system:

4.1     Linking Performance Management with Strategic Plan

An organization’s strategic plan is its foundation, and it is the foundation for an
effective performance measurement system. Mogale City will take into
consideration the need to continuously ensure the alignment of its performance
management system with its IDP. This will be realised by always ensuring that
whenever the IDP is reviewed, the performance targets and performance
indicators of the revised programmes and projects also reviewed to cover new
changes.

4.2     Key Business Processes

At the core of a successful integrated performance measurement system is the
identification of the organisation’s key” business processes. That is, determining
those processes having the most impact on the success or failure of the
organisation’s goals.    The development and implementation of performance
management alone cannot be successful if other management systems are not in
place, and management position are not occupied.


4.3     Municipal Finance Management Bill

The Municipal         Finance Management Bill will introduce onerous reporting
obligations on        municipalities hence it is important the development and
implementation         of the performance management take into consideration
requirements of      the Municipal Finance Management Bill.

4.4     Community Participation

Stakeholders’ points of view and expectations were considered in developing
strategic goals and objectives. If they have a stake in the output of the process,
they should have a stake in the input to the process.


4.4     Senior Management Involvement

Leadership commitment to the development and use of performance measures is
a critical element in the success of the performance measurement system. As
senior managers will use the performance data in decision-making processes,




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they have to ensure that the development and implementation of the performance
management framework meet their expectations.

4.5     Employee Involvement

Employee involvement is one of the best ways to create a positive culture that
thrives on performance measurement. Employees should be trained on the
implementation of the performance management system and to be update on
future changes in advance.

4.6    Municipal Resources available for PMS

The Municipal System Act (2000) requires municipalities to develop a performance
management system that is commensurate with its resources. Hence Mogale City
will adopt a minimalist approach, which will begin by using the most simplest
performance model and incremental move towards a complex comprehensive
system that relies on extensive information technology. For the first two years
Mogale City will use a simple spreadsheet or word template for data collection and
an Access Database for storing performance data.




SECTION B: THE FRAMEWORK

5. Mogale City’s Performance Management Framework
Mogale City’s first Performance Management framework was designed and
developed with consideration to the specific needs and capabilities of the
municipality. It is anchored in legislative and regulatory requirements and was
informed by stakeholder and community needs and expectations. In particular,
its design has been guided by requirements set out in the Municipal Systems Act
and accompanying regulations.

Each official i.e., Director, Deputy Director, Section Head, was personally
responsible for the setting of performance objectives, targets, and indicators for
their areas of responsibility, based on the relevant sections of the Mogale City’s
IDP for their Directorate. They also identified the means of objective verification
for each target set and are fully aware of the link between the organisational
performance management system and their individual performance management.
Their accountability for performance will be based on the targets set in their
relevant PMS templates, which will be reported on quarterly basis.

5.1 STRUCTURE OF THE FRAMEWORK

The framework is comprised of six key inter-related components. Each
component is itself a sub-system with its own inter-related processes and
tasks.  The PMS is the cohering framework that enabled officials to




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 operationalise mogale city’s IDP. Since the pms implements the IDP in five
 one year cycles, the first pms cycle commenced July 1st 2002 and
 concludes June 30th 2003. As a result, each official individually planned
 work activities for the 2002-2003 fiscal period, and determined the
 mechanisms for monitoring, measuring, reviewing, and reporting on their
 directorate’s performance. They also mapped out how they would identify
 performance improvement opportunities, within their directorates, sub-
 directorates and sections, for the next (2003-2004) pms cycle.


 The following schematic captures the macro framework used by mogale
 city to link its IDP and pms. It must be noted how external pressures
 (legislation, community expectations, and voluntary standards); mogale
 city’s vision and mission have been incorporated to develop macro
 performance indicators and key focus areas.



 Legislative  Community Voluntary
                                                                                        KEY FOCUS
Requirements Expectations Standards
                                            INTERNAL INDICATORS:                        AREAS
                                                Institutional Sustainability
                  VISION
  MogaleCity is a desirable place to
  invest & visit; where all people enjoy                                                GOOD
  sustainable quality of                                                           GOVERNANCE &
                                           •Financial Performance
                                           •Policy, Strategy and                       PEOPLE
  MISSION                                                                         DEVELOPMENT
                                           Systems
  To create a people centred               •Ethics and Values
  economically viable city where all       •Legislative Compliance
  have equal access to: Basic Social       •People Development
  Services,                                •Industrial & Labour                               ECONOMIC
  Education & Skills Programmes,           Relations                           SOCIAL
                                                                                              DEVELOPMENT
  Jobs & Entrepreneurial Opportunities     •Service Delivery                DEVELOPMENT       & GROWTH
  A clean & Sustainable Environment
  and are governed by a participative &
  transparent administration
                                                                                    ENVIRONMENTAL
                                           EXTERNAL INDICATORS:
                                           Quality of Life Sustainability                 STABILITY
                  VALUES
  Commitment, Integrity,
  Batho Pele, Loyalty,
 In ccountability, Teamwork,
  A developing an inclusive and appropriate Mission, Mogale City drew on the results of its
                                     •Social with
 community participation and balanced thisImpact its constitutional and other legislative
  Punctuality, Transparency,
                                      •Economic Growth
 requirements. Its mission statement speaks to the five key focus areas of its IDP and hence,
 based on which its PMS was designed:•Environmental Impact




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 1.   Good Governance
 2.   People Development
 3.   Social Development
 4.   Economic Growth and Development
 5.   Environmental Stability

Each of the five key focus areas is made more concrete through specific MACRO LEVEL
“corporate” strategic objectives that set the parameters for each official to plan within. As an
expediency initiative and because they are closely related, the good governance and people
development focus areas are combined in one PMS template.

    Good Governance: This key focus area addresses the way in which the
    decision makers of the municipality make decisions and take action to ensure
    operational efficiency (no wastage of resources), effectiveness (it addresses
    what it needs to address), economy (good stewardship), and ethical conduct
    (with integrity and credibility). It is about balancing the conflicting interests of
    stakeholders with the resource and other capacity of the municipality and its
    fulfilment of legislative requirements. The PMS will enable both Mogale City
    politicians and officials to account for the municipality’s performance and to be
    transparent in their decision-making and operational processes.

    People Development: This focus area is about the tangible
    commitment the MCLM makes to train and develop its staff so that they
    are competent to perform their jobs and to prepare them for future
    positions. This includes employment equity targets and skills
    development plans.


                                                                                   STRATEGIC
                                                                                 RESPONSIBILITY
                                  •Promote Community                                CLUSTERS
           GOOD                    Participation
      GOVERNANCE &
          PEOPLE                  •Ensure Social,                            Shared Services
      DEVELOPMENT                  Ethical and Political                     •Finance
                                                                             •Human Resources
                                   Accountability
                                                                             •Information Technology
                                                                             •Corporate Services
    Promote A Seamless,           •Develop Human
         Open, Ethical,            Resources / People
       Professional And                                                      Strategic           Services
    Accountable System            •Promote good                          •Information & Knowledge
      of Governance &              Labour Relations                      •Strategic Planning
          Invest in the                                                  •Marketing & Communication
        Development of            •Implement Information                 •Valuations
    Social eople
             P Development:this focus area is                             ons the MCLM
                                                           the contributi•Organisation Performance & desires to
                             Management
    make to the quality of community and                   family life, cultural preservation and
                                                                         Auditing
    development, sports and recreation, and access to basic services such as
                            •Achieve Financial
       OVERALL                                              social securit
    health care, water and sanitation, education, food and Service Deliveryy.
                             Responsibility
      STRATEGIC                                            •Community Services
                            •Provide Excellent
      OBJECTIVES                  Service
                                                           •Local Economic Development
                                                                             •Housing & Land
                                                                             •Integrated Environmental Mgmt
                                  •Fulfill Batho Pele                        •Public Safety & Security
                                   Principles                                •Water & Sanitation
                                                                             •Infrastructure Mgmt
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Mogale City Local Municipality                                              64




                                        VRL
                                       O E AL              T A E IC
                                                          SRT G
                                       T A E IC
                                      SRT G              E P N IB IT
                                                        R S O S IL Y
         O IA
         SC L                          BE T E
                                      O J C IV S           L SE S
                                                          CUT R
     E EOMN
    DVL P E T
                                 O
                                 T:

     T p m te
       o ro o                     ro e q a cce :
                                 P vid E u l A ssto
         o ia
        Sc l                       a r n tio
                                 •w te &sa ita n
     ee p et
    D v lo mn                      le
                                 •E ctricity
    w in M g le
     ith o a                                           h re e s
                                                      S a d S rvice
                                 •T n o
                                   ra sp rt             um esources
                                                      •H anR
         City
                                   od
                                 •R a s
                                                       e      e ry
                                                      S rviceD live
                                   e re
                                 •Wlfa                  o mn e s
                                                      C m u ityS rvice
                                                      •
                                   a ty
                                 •S fe                •
                                                         o sin a d
                                                       H u g&L n
                                                      • u lic a ty e rity
                                                      P b S fe &S cu
                                   e lth
                                 •H a                 •
                                                        a r a ita n
                                                      •W te &S n tio
                                   o sin
                                 •H u g               •
                                                        fra ctu g t
                                                      In stru reMm
                                 •S o &R cre tio
                                   p rts e a n         u l e lo m n o rism
                                                      R ra D ve p e t &T u




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Economic Development: This is the contribution Mogale City desires to make to promote
SMME development, either directly through its procurement/supplier lists, or indirectly through
requirements to suppliers that they support SMME development. It is about the job /
employment creation initiatives, and the strategies to attract business investment in the
municipality through the creation of an “enabling” policy and legislative environment.



                                                                         STRATEGIC
                                        OVERALL                        RESPONSIBILITY
                                       STRATEGIC                         CLUSTERS
       ECONOMIC                        OBJECTIVES
     DEVELOPMENT &
        GROWTH                                                      Shared Services
                                                                    •Finance
                                 •Marketing the district to
                                                                    •Human Resources
                                 potential investors and tourists
       Create an                 •Develop a strong and
       enabling                  integrated transport and           Strategic Services
    environment for              information infrastructure         •Marketing & Communication
       sustained                                                    •Valuations
                                 •Coordinate creation of job
   economic growth               opportunities through cluster
   and development               development for SMMEs.
                                                                    Service Delivery
                                 •Put in place support policies     •Community Services
                                 and By-laws                        •Local Economic Development
                                                                    •Housing & Land
                                 •Promote Agri-Business and         •Integrated Environmental Mgmt
                                 Eco-Tourism                        •Public Safety & Security
                                                                    •Water & Sanitation
                                 •Establish a regional              •Infrastructure Mgmt
                                                                    •Rural Development & Tourism
                                 Agricultural Chamber




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Environmental Stability: The commitment of the MCLM to issues of pollution, waste
management, greening, recycling, energy conservation, ergonomics, quality of the physical
environment within workplaces, and protection of the natural environments e.g., wetlands, etc.
are implemented through its environmental stability objectives and targets.




                                                                         A IC
                                                                      STR TEG
                                        VER LL
                                       O A                          R    N ILITY
                                                                     ESPO SIB
    E V OMN L
     N IR N E TA                         A IC
                                      STR TEG                          LU
                                                                      C STER  S
        S B
         TA ILITY                      B TIVES
                                      O JEC

                                                                 Shared Services
                                   rom
                                 •P ote environmental            •HumanResources
      Toprom aote                aw areness                      •Corporate Services
       sustainable
                                 •Preserve the heritage
      environm ent               and cultural sites
                                 •prom and m
                                       ote      aintain          Strategic Services
                                 parks, fauna and flora of       •Marketing&Communication
                                 the area
                                 •A            aste
                                   ppropriate w and
                                 pollution managem ent
                                                                 Service Delivery
                                 •D          ent
                                    evelopm of                   •Local E       ic evelopm
                                                                          conom D           ent
                                            y-law
                                 relevant B s and                •H ousing&Land
                                                                                      ental gm
                                                                 •Integrated Environm M t
                                 R egulations to protect
                                                                 •Public Safety &Security
                                 the environm  ent                  ater
                                                                 •W &Sanitation
                                                                    ural evelopm &Tourism
                                                                 •R D             ent




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5.2      IDP and PMS Linkage

The challenge of operationalising the IDP through the PMS has to be reduced to a
question of how Mogale City’s administrative structures and processes should
engage, on a yearly basis, with the IDP. The solution was found in a direct
correspondence of the five key focus areas (from the IDP) with each of the
administrative structures (strategic responsibility clusters) set out in Mogale City’s
organisation chart:

      Shared Services – the support functions such as human resources, legal,
      information technology, etc.

      Strategic Services – the specific activities carried out by the municipality to
      ensure that it is responsive to environmental pressures and proactively, given
      its spheres of influence, determine its future positioning.

      Service Delivery – the actual services provided by the municipality e.g.,
      infrastructure development, health, social/community services, etc.

Through the “Strategic Responsibility Clusters”, each official was able to identify
strategic objectives, programmes and projects through which operational targets
(one year time frames), would be achieved, and the pre-requisite “enablers” for
them to achieve their targets.


SECTION C: PLANNING PROCESS
6.       2003/04 Planning Approach

6.1      Strategic Planning – PMS Cycle 2003-2004

Given the key focus areas that were identified, officials were requested to identify
specific objectives, programmes, projects and activities. This required officials to
think beyond their core services and to use an integrated sustainable
development model for their operational planning. The challenge was for them to
make a bridge between the macro and long term planning of the IDP and the
need for concrete yearly/operational planning for the IDP’s implementation. This
bridge was possible through the design and development of a PMS framework
made up of three “slides”.

The first slide (below) required each official to do “strategic planning” for their
specific Sub-Directorate. Housing completed it for their sections. This set the
framework for their operational planning, performance measurement and
reporting, and continuous improvement. Once this broad framework was
completed, an official was able to move to the next level of operational planning.
The different sections of the slide are explained below.




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       In s tit u t io n a l R e s p o n s ib ilit y :                  K e y P e rfo rm a n c e A re a
       D e liv e r y A r e a :                                             GOOD GOVERNANCE

         O b je c tiv e s




           P ro g ra m s                                 P ro je c ts                A c tiv it ie s




        O u tc o m e s / D e liv e r a b le s




    Header Bar: This row requests each official to specify which strategic cluster
    his/her function fell within (Institutional Responsibility), which specific function
    he/she was responsible for (Sub-Directorate, Section), and which key
    performance / focus area he/she was planning for.

    Objectives: This second row is titled “objectives” and required an official to
    write a crisp objective to be achieved given the key performance/focus area.
    This objective had to be high level in that it lives over the course of the IDP
    and should be aligned with the municipality’s overall (“corporate”) strategic
    objectives.

    Programs: These are the broad clusters of activities that the official’s unit
    undertakes to achieve objectives. They are long term and on-going initiatives.
    They do not end on completion of a PMS cycle or a fiscal period. Rather,
    programs can run for an IDP five-year term.

    Projects: Projects are the special initiatives that an official identified for
    his/her unit to undertake in a particular PMS cycle. These are short-term (one
    year time frame) undertakings specially identified because of a performance
    gap in a program hence, projects are program linked.

    Activities: The ongoing clusters of activities that an official oversees within
    his/her Sub-Directorate/Section are called “activities”. These initiatives do not
    change from year to year. Rather, they are the “maintenance” functions
    performed by officials to ensure smooth service delivery, strategic services,
    and/or shared services. Activity clusters are the target of the PMS because
    officials ask the following questions:

               “What are the performance gaps in each activity cluster?”




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            “What are the consequence of these gaps given legislative
            requirements, community needs/expectations, voluntary standards and
            budgetary realities?”

            “What is the best way to improve performance in this activity?”

            “Given the budgetary and other constraints within which we operate,
            what should our Sub-Directorate/Section pick up as a performance
            improvement project for the upcoming PMS cycle?”

    Outcomes/Deliverables: When considering the strategic objectives for their
    organisational units, officials must clearly define the end result using
    qualitative language.    They must answer the question, “When we have
    achieved our objective, what difference will we see?” Outcomes facilitate
    integrated and rigorous planning.


6.2     Operational Planning – PMS Cycle 2003/04

Once the strategic planning for a Sub-directorate or Section is completed, the
official is ready to move to the next level of concrete/operational planning. This is
done using the following template.


OBJECTIVE:
      INDICATOR          BENCHMARK             BASELINE         ENABLERS           TARGET

    Performance           This can be        The baseline is What are the      A target is a clear
   Indicators are         provincial,      the current status  resources      statement of intent
  MEASURES that            national,        of the indicator.  available to    (expressed as a
    describe the         international                         realize the       performance
   DIMENSION of                               What levels /    target(s)        measure) as to
    performance         Should include        percentages / What are the            how an
     considered         prevailing local    numbers/ etc are   resources      organisation aims
    important to        standards and        currently being   needed to              to
      measure              averages            achieved?       achieve the        improve its
         i.e.                                                  targets?          performance.
  # of houses built
                                                                                It indicates the
  % of households                                           Enablers are:       planned level of
                                                            • Staff           performance or the
                                                            • Skills             milestones an
                                                            • Leadership       organisation   sets
                                                                               for itself for each
                                                            • Structures
                                                                              indicator identified
                                                            • Systems
                                                            • Strategy
                                                            • Financial
                                                               Resources


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(a)     Performance Measurement and Review

Having detailed the specific targets to be achieved in a PMS cycle, the next step is
to identify the specific records that will be used to objectively demonstrate the
achievement of targets and/or performance gaps. This information is captured in
the following template:


  O b je c tiv e E v id e n c e fo r P e rfo rm a n c e M e a s u re m e n t a n d R e p o rtin g
      TARGET:


           R e c o rd s                        C o lle c to r                  C u s to d ia n




      TARGET:




For each target, officials are required to identify the specific records “paper trail”
or “non-financial book-keeping system” that needs to be kept as objective
evidence of performance. Each record needs to have a “collector” which is the
person actually completing and collecting the record. Records must also have a
“custodian” which is the person ultimately responsible for the maintenance and
accessibility of the record particularly for auditing purposes. This part of the PMS
requires that officials very clearly identify and set up a “non-financial book-
keeping system” for their parts of the overall municipal PMS.


(b)     Performance Monitoring, Evaluation, Reporting and Auditing

Having set out their strategic objectives, special performance improvement
projects for the PMS cycle, the specific targets they wish to achieve through these
projects, and the non-financial book-keeping system (objective evidence through
rigorous record keeping), officials are ready to commence implementation.
Performance monitoring should be carried out on a quarterly basis and




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documented in “progress to date” reports. These reports should then feed into
end of cycle (a PMS cycle e.g., 2002-2003) evaluation and reporting procedures.

These reports become the basis for personal performance evaluations,
accountability to other levels of government and communities, and the basis for
identifying performance improvement opportunities for the next PMS cycle. The
credibility and integrity of the PMS system must be confirmed through internal
and external auditing of the entire PMS for each cycle. It is envisaged that the
internal audit unit will validate the performance reports. An external service
provider like the National Productivity Unit and IDP Forum would also be
approached to validate performance.



5.7 WATER SECTOR PLAN


Mogale City Interim Water Services Development Plan

EXECUTIVE SUMMARY


The Mogale City boundaries cover an area of approximately 1520 km2, of which
8% of the total area is serviced by a waterborne sewer reticulation system of
approximately 1200 km network. It has 10 pump stations. Six drainage areas,
with its smaller sub-drainage areas have been identified and recorded in a
detailed Wastewater Master plan. 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 networked to the
Driefontein and Roodepoort 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
(71 – 92%). Sludge are produced at a rate of 850 kl/day with a total solids
concentration of 1.5 3.0% and are irrigated to a total of 130 ha of farmland for
the beneficial use of instant lawn cultivation.

All water and a centralised support services unit – Scientific Services, which are
currently in the process of ISO accreditation, does wastewater analysis and
monitoring. 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




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Johannesburg Water through 2 connection points. The bulk water is distributed
through a network of 19 reservoirs/water towers and 1400 m distribution
network, for which Mogale City is responsible for maintenance. 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 applies to all properties in terms of 6 kl free water per month. 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 35 zones in Mogale City are
measured through 41 zone meters, some of which are supplied with pressure
reducing valves. Proactive programmes on pressure management have been
undertaken, which include servicing and installation of PRV’s, setting at 30 m
pressure at critical points and installation of pressure controllers. Such pressure
management has resulted in a 10% reduction in Average Annual Daily Demand
over the past 5 years. Unaccounted for water needs to be confirmed, but is
estimated at 25%.

Currently no backlogs exist with regard to all formal erven, which has been
serviced to a high level. It appears as though the need for water and sanitation in
the peri-urban areas has largely been met. A flexibility and budget are available
to accommodate these needs within a five year planning horizon.

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
niche area of backlog, which has been identified, is the replacement of existing
water meters and installation of new prepayment water meters, following a policy
decision to proceed the prepayment route. As at end May 2003, a total amount of
19 311-prepayment meters have been installed, amounting to R 7 887 224 water
purchases through this system. Mogale City remains 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 financial year
2002/03 was R 103 747 468, with an estimated total income for water and
sanitation services of R 112 058 000. These estimates need to be verified and
compared to actual expenditure and income, with real calculations on payment
levels. Dedicated auditing and financial assessment are being conducted in
Mogale City during 2003 on these aspects. The capital budget is aligned with the
IDP, as established and supported through a process of proactive community
consultation and participation.

The Mogale City Water Services Development Plan (WSDP) will be developed in
the first quarter of the 2003/4 financial years. It is envisaged that it will be a
comprehensive plan, which deals with socio-economic, technical, financial,
organisational and environmental issues, related to and impacting on the delivery
of water and sanitation in Mogale City. The WSDP is seen as central to all other




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planning processes relating to the water sector in Mogale City, and provides
extensive support to the IDP process.

The plan will outline how Mogale City will 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. In addition it will focus on
how and to progressively extend this service to those who do presently have
access to the same. The focus will also be on the collection, treatment and release
all wastewater generated in Mogale City in a cost effective and environmentally
sound manner.

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.

The existing document serves as Interim WSDP, and have been developed
in-house Mogale City as a Sector Plan, following the amalgamation of the previous
Water Section and Wastewater Engineering Section. The plan was developed
parallel with the PMS, IDP, SDF, Environmental Plan, and Housing Plans, and
those contents needs to be verified and updated in the final WSDP as required.
Some detail assessments, updates and verifications are still to be included, and
the plan will be procured to an external service provider for specialist input. The
target date for final completion is October 2003, whereafter the WSDP will be
discussed with all relevant stakeholders (District, Provincial and others).




    Integrated Development Plan (IDP) Review