APPROVED IDP DOC 2011-16.BA PHALABORWA.pdf

Ba-Phalaborwa Municipality 

Approved IDP Document 

2011 - 2016 

The Home of Marula and Wildlife Tourism 

1

Cllr GD Mudunungu 

Mayor of Ba-Phalaborwa Municipality 

This 2011/16 IDP provides the strategic direction of the municipality, including the projects that will 

be undertaken in the municipality over the next five years until 2016. Except the difference in the 

format with the previous IDPs, there has also been a difference in the way we engage our partners in 

both community development and service extension. This includes having the Foskor and PMC 

undertaking to fund infrastructure upgrade in support of economic development and sustainability of 

the municipality. 

The public participation and stakeholder engagement process also reached and mobilized 

participation of more communities and stakeholders including the civic movement as the 

communities and our stakeholders actualize the spirit of “working together we can do more”. 

Therefore this IDP is an embodiment of the following: 

• A consolidated partnership in with stakeholders in service delivery and the pursuit of our 

Vision and Mission. 

• A deepened community-centred approach to development 

• A coordinated and integrated approach to planning and development of the municipality. 

The implementation of this IDP and its supportive Budget will result in ‘a better life for all’. 

Cllr. Gloria Dzunisani Mudunungu 

Mayor: Ba-Phalaborwa Municipality 

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TABLE OF CONTENTS 

Section A 

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Page No 

A1. Ba-Phalaborwa Municipality: Overview 07 

A2. The Current Situation 07 

A3. Key Challenges and Opportunities 07 

A4. Municipal Strategies 08 

A5. Powers and Functions of the Municipality 08 

A6. IDP Process Plan 10 

A6.1 Phases and Activities of the IDP Process Plan 11 

A6.2 Structures that manage/drive IDP/Budget and PMS Process 12 

A6.4 IDP, Budget and PMS Calendar 31 

Section B 

Situational Analysis 

B1. The Internal Environment 46 

B1.1 Corporate Structure 46 

B1.2 Corporate Culture 47 

B1.3 Organisational Resources 48 

B1.4 Marketing 48 

B1.5 Finance 49 

B1.6 Municipal Operations 49 

B1.7 Human Resources Management 49 

B1.8 Information Systems (IS) 50 

B2. The External Environment 51 

B2.1 Spatial Analysis 51 

B2.1.1 Geographic Location 51

B.2.1.2 Mopani District SDF – An Overview 55 

B2.1.3 Guidelines for Land Use Management 55 

B2.1.4 Spatial Planning and Land Use 55 

B2.2 Demographics 64 

B2.2.1 Population 64 

B2.3 Local Economic Development and Tourism 70 

B2.4 Safety and Security 91 

B2.5 Environmental Considerations 92 

B2.7 Disaster Management 93 

B3. Institutional Arrangements 95 

B4. Governance and Financial Viability 95 

B5. Municipal Backlogs 100 

B5.1 Water 100 

B5.2 Sanitation 102 

B5.3 Electricity/Energy 109 

B5.4 Waste Management 115 

B5.5 Housing 116 

B5.6 Roads and Transport 120 

B5.7 Thusong Services Centre 131 

B5.8 Libraries 132 

B5.9 Recreational Facilities 135 

B5.10 Health Facilities 137 

B5.11 HIV/Aids 142 

B5.12 Educational Facilities 147 

B5.13 Special Groups 147 

B6. Problem Statement 148 

B7. Recommendations 148 

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B8. Community Needs 148 

Section C 

Strategic Intent 

C1. Introduction 170 

C2. 2009/10 IDP Implementation Report 171 

C3. Analysis 176 

C4. Strategic Intent 184 

C4.1 Vision 190 

C4.2 Mission 191 

C4.3 Values 192 

C4.4 Strategy Map 192 

C4.5 Strategic Objectives 194 

C6 Ba-Phalaborwa Turnaround Strategy 217 

Section D 

Projects 

D1. Introduction 234 

D2 Operational and Maintenance 235 

D3. Programmes, Strategies and Plans 251 

D4. Capital Projects 262 

D5. MIG Projects 270 

D6. NDPG Projects 274 

D7. Mopani District Municipality Projects 275 

D8. Sector Departments Projects 277 

D9. Libsa Projects 287 

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D10. Foskor Projects 288 

D11. Rio Tinto Palabora Foundation Projects 291 

D12. Rio Tinto SLP Projects 292 

D13. SA Airlink Project 293 

Section E 

Summaries of Sector Plans 

E1. Ba-Phalaborwa IDP Housing Chapter 295 

E2. Land Use Management Scheme 299 

E3. Anti-Corruption Strategy 301 

E4. Local Economic Development Strategy 306 

E5. Spatial Development Framework 308 

E6. Integrated Waste Management Plan 311 

E7. Recruitment and Retention Strategy 313 

E8. Municipal Institutional Plan 314 

E9. Risk Management Strategy 316 

E10. Disaster Management Plan 317 

SECTION F 

Addedum: Organogram of the Municipality 

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A1. Ba-Phalaborwa Municipality: An Overview 

SECTION A 

Executive Summary 

Ba-Phalaborwa Municipality is a Category B municipality established in terms of Section 155 of the 

Constitution and strives to achieve the following objects of local government (as enshrined in Section 

152 of the Constitution): 

• To provide democratic and accountable government for local communities; 

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

• To promote social and economic development; 

• To promote a safe and healthy environment; and 

• To encourage the involvement of communities and community organisations in the matters of 

local government. 

The Municipality is situated in the North-Eastern part of South Africa in the Limpopo Province. It is one 

of the five local municipalities in the Mopani District family of municipalities. It has a geographical area 

of that constitutes 27% of the Mopani District. It serves as a convenient gateway to the 

Kruger National Park and the Transfrontier Park through the Mozambique Channel. 

A2. The Current Situation 

The current municipal Council is the third since the establishment of transitional local councils in 1995. 

The 1995 Council had 12 wards. Unlike the 2000 Council which had 14 wards and 28 councilors, the 

current Council (inaugurated in 2006) has 16 Wards with 32 councilors. The current term of this Council 

will expire in 2011. The new Council that will be inaugurated in 2011 will have 18 wards with 36 

councillors, this after the addition of two wards from the existing 16 wards. 

A3. Key Challenges and Opportunities 

The Municipality has a developmental mandate to fulfill, but is currently threatened by the downscaling 

of the mining sector (the main contributor to the local GDP). The mining sector is expected to shed jobs 

in the near future as a result of Palabora Mining Company (PMC) stopping copper mining and the 

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esultant closure of other related operations in the area. The Municipality’s main challenge is to 

stimulate the local economy and attract sustainable investment into the area. There is an abundance of 

a variety of minerals within the Phalaborwa area and the Gravelotte Greenstone Belt and that further 

presents an opportunity for small scale mining. The close proximity of the Municipality to the Kruger 

National Park Gate also presents an opportunity to grow the tourism industry. 

A4. Municipal Strategies 

The Municipality has taken a decision to focus on growing the Tourism industry in an attempt to 

mitigate for any losses from the mining sector. The strategic intent of the Municipality is, therefore, 

around economic development through tourism. 

A5. Powers and Functions of the Municipality 

In terms of the Municipal Demarcation Board’ assessment of the capacity of municipalities to perform 

their functions, Ba-Phalaborwa Municipality is authorized to exercise and perform the following powers 

functions: 

Table A5.1: Powers and functions of the Municipality 

POWERS & FUNCTIONS AUTHORISATION RESPONSIBLE DEPARTMENT 

Air pollution Yes Community Services 

Building regulations Yes Technical Services 

Child care facilities Yes Community Services 

Electricity reticulation Yes Technical Services 

Fire fighting No - 

Local tourism Yes Planning and Development 

Municipal airport Yes Community Services, Strategic Planning 

Municipal planning Yes Planning and Development 

Municipal health services Yes Community Services 

Municipal public transport Yes Community Services 

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Pontoons & ferries Yes Community Services 

Storm water Yes Technical Services 

Trading regulations Yes Community Services 

Water (potable) No - 

Billboards & the display of 

advertisements in public 

places 

Cemeteries, funeral parlous 

and crematoria 

Yes Corporate Services, Planning & Community 

Services 

Yes, including 

District 

Municipality 

function 

Community Services 

Cleansing Yes Community Services 

Control of public nuisance Yes Community Services 

Control of undertakings that 

sell liquor to the public 

Facilities for the 

accommodation, care and 

burial of animals 

Yes Community Services 


Fencing & fences Yes Technical Services 

Licensing and control of 

undertakings that sell food to 

the public 


Local amenities Yes Community Services, Corporate Services 

Local sport facilities Yes Community Services, Corporate Services 

Markets Yes Community Services, Planning 

Municipal abattoirs Yes Community Services 

Municipal parks & recreation Yes Community Services 

Municipal roads Yes Technical Services, Community Services 

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Noise pollution Yes Community Services 

Pounds Yes Community Services 

Public places Yes Community Services, Corporate Services 

Refuse removal, refuse 

dumps and solid waste 

disposal 

Yes, including 

District 

Municipality 

function 


Street trading Yes Planning & Community 

Street lighting Yes Technical Services 

Traffic and Parking Yes Community Services 

Source: Municipal Demarcation Board, 2008 

A6. IDP Process Plan 

Section 28 of the Municipal Systems Act, Act 32 of 2000 requires that each Municipal Council adopts a 

process plan that would guide the planning, drafting, adoption and review of the IDP and Budget. In line 

with the provisions of the above-mentioned Act, Ba-Phalaborwa Municipality has adopted the District 

IDP Framework and Process Pan in reviewing its 2011/12 IDP. The Process Plan was amended in January 

2011 to be in line with Option 1of the MFMA Circular 54 of 2010, which advises municipalities on the 

planning and budget issues to accommodate the 2011 local government elections. 

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A6.1Phases and Activities of the IDP Process 

The table below shows the phases/stages of the IDP Process and Activities entailed for the review of the 

2011/12 IDP: 

Stages/Phases of the IDP Process 

IDP Phases Activities 

Preparatory Phase 

Analysis Phase 

Strategies Phase 

Projects Phase 

Integration Phase 

Approval Phase 

- Identification and establishment of stakeholders and/or 

structures and sources of information. 

- Development of the IDP Framework and Process Plan. 

- Compilation of levels of development and backlogs that 

suggest areas of intervention. 

- Reviewing the Vision, Mission, Strategies and Objectives. 

- Identification of possible projects and their funding 

sources 

- Sector plans summary inclusion and programmes of action 

- Submission of Draft IDP to Council 

- Road-show on Public Participation and publication 

- Amendments of the Draft IDP according to comments; 

- Submission of final IDP to council for approval and 

adoption 

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A6.2 Structures that manage/drive the IDP, Budget and PMS process 

The following diagram is a schematic representation of the organisational structure that drives the IDP Process: 

Advisory Board 

Council 

Mayor 

Municipal Manager 

IDP, Budget & PMS Steering 

Committee 

IDP, Budget & PMS Technical 

Committee 

IDP, Budget & PMS Operational 

Task Team Meeting 

12 

Stakeholder Structures 

IDP, Budget & PMS Rep Forum 

Exco 

Public/Communit 

y Structures 

Ward 

Committees/LAP 

Facilitators

The following structures were responsible to develop, implement and monitor the IDP, Budget and PMS of Ba-Phalaborwa. Ba-Phalaborwa 

Municipality IDP, Budget and PMS process has been aligned with that of the District Municipality as indicated in the table below: 

Structures that manage/drive the IDP Process 

Structure Composition Role 

Mopani District 

Municipality 

Ba-Phalaborwa Mopani Ba-Phalaborwa Mopani 

• District Council 

• IDP Unit 

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• Approve and adopt a 

District-wide IDP 

Framework and Process 

Plan 

• Participate in the IDP 

Process 

• Provide methodological 

and technical assistance 

• Coordinate and support 

IDP activities 

• Ensure IDP alignment to 

district, provincial and 

national requirements.



Council Members of Council 

Mayoral Committee/ 

EXCO 


(Chair: Speaker) 

Mayor, Portfolio Heads, 

Municipal Manager, 

Directors, and IDP 

Manager 

(Chair: The Mayor) 

Members of Council 

(Chair: Speaker) 

Executive Mayor, 

Portfolio Heads, 

Municipal Manager and 

Senior 

Managers/Directors 

(Chair: Executive Mayor) 

14 

• Deliberate and adopt IDP 


plan. 

• Deliberate, adopt and 

approve the IDP. 

• Provide political oversight 

in the development of the 

IDP 

• Approve/adopt IDP 

• Assign responsibilities to • Submit draft IDP to Council 

Municipal Manager. 

• Deliberate and adopt IDP 


Plan. 

• Political oversight 

• Assign responsibilities to 

Municipal Manager



Advisory Board An independent board 


of senior leaders 

representing various 

sectors. 

15 

• Responsible for the 

overall management, co- 

ordination and monitoring 

of the planning process 

and drafting process, as 

delegated to the 


the IDP Technical Team. 

• Submit draft IDP to 

Council. 

• Oversee the 

implementation of the 

Development Charter. 

• Advice the IDP 

representative forum and 

mobilise resources for



Portfolio Committee Chairperson and 


members of Portfolio 

Committee – Planning & 

Development. (Chair: 

Head of Portfolio 

Committee) 

Ward Committees Ward councillors; Ward 

committee members; 

Local Area Planning 

Facilitators (LAPs); and 

Community 

Development Workers 

Councillors and Director 

Planning and 

Development. (Chair: 

Portfolio Head, 

Planning) 

16 

development 

programmes and projects 

• Manage the drafting of 

the IDP on behalf of the 

Executive Committee 

• Provide political oversight. 

• Collect, discuss and 

prioritise ward needs. 

• Submit ward needs to IDP 

Unit Link the planning 

process to their respective 

constituencies, wards and 

Ward Committees. 

• Manage the drafting of 

the IDP on behalf of the 

Mayoral Committee




(CDWs). Chair: Ward 

Councillor) 

Municipal Manager The Municipal Manager 

17 

• Responsible for organizing 

public consultation and 

participation. 

• Ensure the annual 

business plans and 

municipal budget are 

linked to and based on 

the IDP. 

• Ensure the IDP is aligned 

with provincial and 

national departments’ 

budgets. 


overall management,




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coordination and 

monitoring of the 

planning process, as 

delegated to the 


the IDP/Budget Technical 

Team. 

• Coordinates the 


IDP/Budget planning 

process. 

• Prepares the programme 

for the planning process. 

• Undertakes the overall 

management and co- 

ordination of the planning




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process, ensuring that all 

relevant actors are 

appropriately involved. 

• Assign persons in charge 

of different roles. 

• Ensures an efficient and 

effectively managed and 

organised planning 

process. 

• Responsible for the day- 

to-day management of 

the drafting process. 

• Ensures that planning 

process is participatory, 

strategic and 

implementation-




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orientated and is aligned 

to and satisfies sector- 

planning requirements. 

• Responds to comments 

on the draft IDP/Budget 

from the public, 

horizontal alignment and 

other spheres of 

government to the 

satisfaction of the 

Municipal Council. 

• Ensures that MEC for local 

government’s proposals 

are responded to and IDP 

relevantly adjusted.



IDP/Budget & PMS 

Steering Committee 


Mayor, Chairpersons of 

Portfolio Committees, 


Directors, Assistant 

Financial Officer: 

Budget, Asst Director: 

SP, IDP Manager, Ass 

Accountant Budget. 

(Chair: Mayor) 


Directors, IDP Manager, 

Middle Managers 

(Chair: Municipal 

Manager) 

21 

• Provide political oversight 

in the development of the 

IDP/Budget. 

• Supervises the 

implementation of 

IDP/Budget planning 

process. 

• IDP/Budget consultation 

with various sectors. 

• Oversee that 

amendments made to the 

draft IDP/Budget are to 

the satisfaction of the 

Municipal Council. 


drafting of the IDP. 

• Alignment of process & 

plans 

• IDP consultation with 

various sectors 

• Preparations for all IDP 

meetings



IDP /Budget & PMS 

Technical Committee 


Municipal Manager, All 

Directors, All Ass 

Directors, Middle 

Managers, Ass. Acc: 

22 

• Be responsible for the 

submission of the 

IDP/Budget to EXCO (for 

recommendation to 

Council) and MEC for local 

government (for 

alignment). 

• Undertakes 

responsibilities, in 

response to proposals 

made by the MEC. 

• Contribute technical 

expertise in the 

consideration and 

finalisation of strategies 

and identification of




Budget and IDP 

Manager (Chair: 

Municipal Manager) 

23 

projects. 

• Provide departmental, 

operational and capital, 

budgetary information. 

• Be responsible for project 

proposals. 

• Be responsible for the 

preparation and 

integration of projects 

and sector programmes. 

• Be responsible for 

preparing amendments 

for the IDP/Budget 

review. 

• Responsible for organising 

public consultation and



IDP/Budget & PMS 

Operational Task Teams 



Asst Director: SP, IDP 

Manager, LED Manager, 

PMS Manager, Public 

Participation Officer. 

(Chair: Deputy Director 

SP) 

Government 

Departments, Local 

Municipalities, District 

Management Area, 

Traditional Leaders, 

CBOs, SOEs, NPOs, 

CDWs, Associations, 

Interest groups, and 

Resource Persons. (Chair: 

Executive Mayor) 

24 

participation. 


• Implements the Process 

Plan. 

• Provide analysis of 

relevant technical and 

sector information. 


various sectors. 


meetings. 

• Ensures documentation of 

the results of the review 

of the IDP document. 

• Ensures amendments are 


various sectors. 


meetings



Budget 


CFO, Ass. Fin. Officer: 

Budget, Ass Acc: 

Budget, All Assistant 

Directors: (Chair: 

Budget & Treasury 

Manager) 

25 

Budget 

made to the draft IDP to 

the satisfaction of the 


• Implements the budget 

Process Plan. 

• Provides analysis of 

relevant technical, sector 

and financial information. 

• Ensure Departmental 

Budget Committees are 

functional 

• Ensures proper 

documentation of the




(Development Charter) 

IDP, Budget & PMS 


An independent board 

of senior leaders 

representing various 

sectors. 

26 

results of the drafting of 

Budget document. 

• Ensures amendments are 

made to the draft Budget 

to the satisfaction of the 

Technical Committee. 

• Oversee the 


Development Charter. 

• Advice the IDP 

representative forum and 

mobilise resources for 

development 

programmes and projects 

• Stakeholders forum • Government • Participate and ratify the • Debate and confirm the



Representative Forum comprising, 


amongst others, 

community 

structures, non- 

profit making 

organisations, 

Traditional Leaders, 

Ward Councillors, 

Associations, 

Interest Groups, 

Government 

departments, 

Church leaders, 

Ward Committee 

Members. (Chair: 

departments, local 

municipalities, 

district management 

area, traditional 

leaders, CBOs, SOEs, 

NPOs, CDWs, 

Associations, Interest 

groups and Resource 

Persons. (Chair: 

Executive Mayor) 

27 

completion of each phase of 

the IDP development and 

review process. 

• Represent the communities 

at strategic decision-making 

level. 

priorities of the 

municipality. 

• Represent the 

communities at decision- 

making level



Public Participation 

Team 

Cluster Technical 

Committee 


The Mayor) 

• Representatives 

from all directorates 

and the office of the 

Speaker (Chair: 

Assistant Director 

Strategic Planning) 

• Economic Technical 

Committee (Chair: 

Director Planning 

28 

• Coordination of the public 

participation programme. 

• Mobilise the involvement 

and commitment of 

stakeholders. 

• Ensure participation of 

previously disadvantaged 

groups, e.g. women, the 

disabled, etc. 

• Implement the IDP 

• Develop sector plans




and Development) 

• Social and 

Infrastructure 


(Chair: Director 

Community Services) 

• Governance and 

Administration 


(Chair: Chief 

Financial Officer) 

Performance Audit Audit Committee Members of the Audit 

29 

• IDP/Budget/PMS • IDP/Budget/PMS



Committee members, PMS 

District Development 

Planning Forum 

Dept, Local 

Government and 

Housing 


Coordinator, and 

Internal Auditor (Chair: 

Chairperson of the 

Audit Committee) 

Committee, PMS 

Coordinator, Internal 

Auditor 

MDM: District Sector Departments, SOEs, Youth 

commission, LMs 

MEC for Local Government and Housing 

30 

monitoring monitoring 

• Assess/Evaluate the IDP 

• Alignment of planning, 

National, Provincial & Local 

Government 

• Comment and Monitor IDP implementation

A6.3 IDP, Budget and PMS Calendar 

Ba-Phalaborwa Municipality followed the above calendar in reviewing its IDP, Budget and PMS in line with the Approved District Framework. 

Month Activity Time-Frame 

July 2010 Preparatory Phase: 


• Portfolio Committee (IDP 

Framework and Process Plan). 

• Mayor tables IDP/Budget 

Framework & Process Plan in 

(Special Council) 

Budget 

• Establish Departmental Budget 

Committees (include councillors & 

officials). 

PMS 

• Compilation of 2009/10 4 th 

quarterly report 

• Conclude 2010/11 annual 

31 

MDM only 

MDM only 

Ba-Phalaborwa Mopani 

• 23/07/2010 – 03/09/2010 

• 01/07/2010 - 11/07/2010 

31 July 2010

August 2010 


performance agreements 

• Compilation of 2009/10 IDP 

Implementation Report 

• Submit final approved SDBIP 

2010/11 


• IDP/Budget Operational Teams 

meetings (Process Plan) 

• IDP/Budget Technical Committee 

meeting (Process Plan) 

• IDP/Budget Steering Committee 

meeting (Process Plan) 

• Establish appropriate committees 

and consultation forums. Adopt a 

schedule for community 

involvement 

• IDP Representative (Rep) Forum 

(Process Plan) 

• Mayor tables IDP/Budget/PMS 

Process Plan in Council 

Budget 

32 


• 01/07/2010 - 31/07/2010 

• 01/07/2010 - 31/08/2010 

• 31/07/2010 

• 12/08/2010 

• 16/08/2010 

• 18/08/2010 

• 18/08/2010 

• 24/08/2010 

• 31/08/2010


• 2009/10 internal analysis of 

financial and non-financial 

performance. Determine financial 

position and assess financial 

capacity against future strategies. 

August 2010 PMS 

• Place 2009/10 quarterly (section 52) 

report on budget implementation 

on the municipal website. 

• Make public the 2010/11 SDBIP 

• Make public 2010/11 annual 

performance agreements and 

ensure copies are provided to 

council and MEC: DLGH 

• Submission of 2009/10 

Departmental Annual Performance 

Reports. 

• Place 2010/11 annual performance 

agreements on the municipal 

website. 

33 


• 31/08/2010 

• 04/08/2010 

• 11/08/2010 

• 11/08/2010 

• 12/08/2010 

• 16/08/2010 

September 2010 IDP 30 September 2010


Analysis Phase: 

• 2009/10 IDP implementation 

feedback: First Quarter Mayoral 

Imbizo 

• Data collection (ward-based 

planning) 

• Data analysis and interpretation 

Budget 

• Determine the funding revenue 

envelope potential (tariff review by 

departments) 

• Prepare initial allocation based on 

financial capacity & future outlook 

• Table indicative allocations to 

financial committee 

• Conclude initial consultation review 

and establish direction and policy, 

confirm priorities, identify other 

financial and non-financial budget 

parameters. Submission of priorities 

by departmental budget committees. 

PMS 

34 


• 01/09/2010 – 10/09/2010 

• 01/09/2010 – 30/09/2010 

• 01/09/2010 – 08/10/2010 

• 03/09/2010 – 26/09/2010 

• 08/09/2010–26/09/2010 

• 17/09/2010 

• 29/10/2010


• Submission of draft 2009/10 

departmental annual reports 

35 

• 25/09/2010 


September 2010 Budget 30 September 2010 

• Circulate budget schedules to all 

departments 

• Consolidate draft core departments 

business plans & budgets 

• Review resources frames and 

financial strategies 

October 2010 IDP 

ANALYSIS & STRATEGIES PHASES 


(Analysis Phase) 



• Portfolio Committee meeting 


• Advisory Board meeting with 


• 30/09/2010 – 05/11/2010 

• 30/09/2010 – 05/11/2010 

• 30/09/2010 – 05/11/2010 

• 08/10/2010 

• 12/10/2010 

• 14/10/2010 

• 11/10/2010 - 14/10/2010




• Rep. Forum (Data presentation & 

prioritization of needs) 

• Strategic session 

Budget 

• Commence preparation for the 

2010/14 departmental operational 

plans and service delivery and budget 

implementation plan aligned to 

strategic priorities in IDP and inputs 

from other stakeholders including 

government and bulk service 

providers (and NERSA) 

• Submission of departmental 

adjustment budgets 

• Departmental budgets inputs for 

2011/14 

36 

• 19/10/2010 

• 21/10/2010 


• 28/10/2010 – 29/10/2010 

• 15/12/2010 

• 15/12/2010 

• 15/12/2010 

31 October 2010

November 2010 


PMS 

• Individual Performance assessments 

(First Quarter) 

• Continuation of preparations for the 

2009/10 annual report utilizing 

financial and non-financial 

information first reviewed as part of 

the budget and IDP analysis. 

• Compilation of first quarter 

performance report. 

• Mayoral Imbizo on first quarter 

performance 

STRATEGIES PHASE 


(Strategies) 

• Develop list of projects (Strategies) 


(Strategies) 


37 


• 01/10/2010 – 30/10/2010 

• 01/10/2010 – 30/10/2010 

• 01/10/2010 – 30/10/2010 

• 14/11/2010 

IDP November 2010 

• 02/11/2010 

• 02/11/2010 – 16/11/2010 

• 04/11/2010




(Strategies) 

• IDP/Budget Rep Forum (Strategies) 

Budget 

• Community and stakeholder 

consultation process, review inputs, 

financial models, assess impacts on 

tariffs and charges and consider 

funding decisions including 

borrowing. Adjust estimates based 

on plans and resources. Commence 

consultation on the proposed tariffs. 

Check the tariff submission date and 

align 

December 2010 IDP 

PROJECTS PHASE 

• Review project design sheets 

38 

• 11/10/2010 

• 18/11/2010 


• 02/11/2010 – 27/11/2010 

• 01/12/2010 – 23/12/2010

January 2011 


Budget 

• Finalise the 2011/14 inputs from bulk 

resource providers (and NERSA) and 

agree on proposed price increase. 

(Align after submission of proposed 

tariffs) 

PMS 

• Oversight Training of all councillors 

for probing the 2009/10 

• Finalise the draft 2009/10 annual 

report incorporating financial and 

non-financial information on 

performance, audit reports and 

annual financial statements. 

• Present Draft Annual Report to EXCO 

39 

• 01/12/2010 


• 01/12/2010 – 14/12/2010 

• 14/12/2010 

• 17/12/2010 

IDP 31 January 2011 

PROJECTS 

PHASE 

PHASE & INTEGRATION 

• Projects prioritization task • 11/01/2011 – 13/01/2011 

team(Projects prioritization) 

• IDP/Budget Technical Committee • 18/01/2011 

(Projects prioritization)





(Projects Prioritization) 

• Joint Portfolio Committees seating 

(Priority list) 

• IDP Representative Forum (priority 

list) 

40 

• 20/01/2011 



Budget 

• Mid-Year Performance Assessment 

and recommend and adjustment 

budget, if necessary. 


• Incorporate priorities from the 

President’s State of the Nation • 21/01/2011 – 25/02/2011 

Address, National Treasury and 

SALGA for further budget 

• 

consideration. 

Review all aspects of the 2011/14 

budget including any unforeseen and 

unavoidable expenditure in light of 

need for an adjustment budget. 

• 11/01/2011 – 25/01/2011 

• Tabling and approval of an 

adjustments budget (if necessary) • 25/01/2011 

• Submit the 2011/14 approved 

adjustments budget to the Provincial • 11/03/2011 

Ba-Phalaborwa Mopani


& National Treasury & any other 

affected organ of state (10 days after 

approval.) 

PMS 

• Compilation of 2010/11 Mid-year 

report 

• Mayor tables 2009/10 annual report 

to council. 

• Make public the 2009/10 annual 

report and invite comments from 

local community, submit report to 

the Auditor-General, Provincial 

Treasury & DLGH 

• Consider monthly & mid-year reports 

for the period ended 31 December, 

review implementation of budget 

and service delivery and budget 

implementation plan, identify 

problems and amend or recommend 

appropriate amendments. Submit 

report to council and make public 

any amendment to the SDBIP – due 

end of month. 

• Mayor reports to Council the status 

of next three year budget, 2009/10 

annual report (including AFS & audit 

41 






• 31/01/2011

February 2011 


report) and summarizes overall 

findings of 2009/10 annual 

performance report. 

• Individual Performance Assessments 

(Second Quarter) 

APPROVAL PHASE(DRAFT IDP, BUDGET 

& PMS) 

• IDP/Budget Operational Teams (Draft 

IDP, Budget & PMS) 


(Draft IDP/Budget) 




Meeting (Draft IDP document) 

• IDP/Budget Representative Forum 

• Establishment of Public Participation 

Project Team 

• Mayor table the Draft IDP, Budget & 

PMS in Council for adoption 

42 



IDP 28 February 2011 

PMS 








• Place the 2009/10 annual report on 

the municipal website. 

43 



March 2011 IDP 

APPROVAL PHASE( DRAFT IDP, BUDGET 

& PMS) 

31 March 2011 

• Publicizing 

schedule. 

public participation • 28/02/2011 

March 2011 

Budget 31 March 2011 

• Consultation on tabled IDP, Budget & 

PMS, publicise and conduct public 

hearings and meetings within wards. 


• Consider the views of the community • 19/03/2011 – 25/03/2011 

and other stakeholders on the 

• 

2011/14 budget. 

Respond to submissions received & if 

necessary revise the budget and 


table amendments for council 

• 

consideration. 

IDP/Budget Operational Teams • 28/03/2011 

(Analysis & integration of public 

comments) 

• IDP/Budget Technical Committee • 29/03/2011 

(Analysis & integration of public 

comments)

April 2011 

June 2011 



(Analysis and integration of public 

comments) 

44 



IDP, BUDGET & PMS Adoption of Final IDP, Budget & 

APPROVAL PHASE (Final IDP, Budget 

& PMS 

PMS 18 April 2011 

• IDP/Budget & PMS Rep Forum 

(Analysis & Integration of public 

comments 


• Adjustment of IDP/Budget in • 06/04/2011 

• 

accordance with public comments 

and Budget 

EXCO considers Draft IDP/Budget and 

PMS 


• Mayor tables Final IDP/Budget and • 18/04/2011 

PMS in Council for final 

approval/adoption. 


• Summary of IDP 

• Public notice on adoption of 

IDP/Budget 

Budget 

• Submit approved IDP/Budget to 

National & Provincial Treasury, DLGH 





and District 

PMS 

• Submit draft SDBIP to the Mayor 

• Submit draft annual performance 

agreements to the Mayor 

• Approve the 2011/12 SDBIP - final 

date under legislation 28 July 

45 




Ba-Phalaborwa Mopani

B1. THE INTERNAL ENVIRONMENT 

SECTION B 

SITUATIONAL ANALYSIS 

The internal environment presents the strengths and weaknesses of the Municipality’s corporate 

structure, corporate culture and corporate resources: 

B1.1 Corporate Structure 

The overview of the organisational structure (organogram) of the Municipality indicates a 

hierarchical arrangement (See Figure B1.1 below). The structure has two divisions, namely the 

political division and the administrative division. The political division is led by the Mayor, whilst the 

administrative one is led by the Municipal Manager. The Executive Committee serves as a link 

between the two divisions. 

Although the Municipal Manager is the accounting officer, decision making authority is to a certain 

extent decentralized to the various departments or directorates. The directorates are organised on 

the basis of powers and functions allocated to each department (e.g. Corporate Services is 

responsible for, amongst other functions, administrative, human resources and legal matters). 

The structure is expected to be constantly aligned to current corporate objectives, strategies, 

policies, programmes and projects. The alignment and re-alignment processes are however costly to 

the Municipality since they require regular restructuring and job analysis. Resultantly, the present 

structure is not fully consistent with current corporate objectives, strategies, policies, programmes 

and projects. The Municipality is however going to address the challenge through a comprehensive 

institutional plan. 

46

The structure of the Municipality is basically similar to those of other municipalities. 

Figure B1.1: Basic Layout of the Municipality’s organisational structure 

B1.2 Corporate Culture 

The emerging and shared culture within the organisation is founded on cleanliness. The Municipality 

won the 2005 National Cleanest Town Competition. Table B1 presents the Municipality’s 

performance in the awards since the inception of the Cleanest Town Competition in 2005. The 

competition has been renamed the Greenest Municipality Competition in 2009. The Municipality has 

performed consistently in the new competition as indicated in the table below. 

Table B.1: The Municipality’s performance in the Cleanest 1 Town (Greenest Municipality) 

Competition between 2005 and 2010 

YEAR POSITION HELD 

2005 1, National 

2006 2, Provincial 

1 Cleanest Town competition’s name have changed to Greenest Town competition. The 

competition also focuses on all aspects of service delivery and not only on waste management 

47 

Political 

Division 

Admin 

Division

YEAR POSITION HELD 




2010 1, District & Provincial 

This emerging culture still has to be communicated to and shared by all internal stakeholders. The 

culture of cleanliness supports the Municipality’s strategic intent of being the best tourism 

destination in Limpopo by 2020. Organisational values will have to be developed around the 

emerging corporate culture. 

The Municipality has to embrace the greenest culture such that it gets inculcated into day-to-day 

municipal productivity and service delivery matters. 

B1.3 Organisational Resources 

The Municipality has invested in human resources, municipal buildings and other organisational 

assets as per the municipal asset register. There is a need for in-service training workshops and 

programmes to improve personnel capacity in line with the demands of the local government 

environment. There is also a need for a comprehensive strategy on the maintenance of physical 

infrastructure. 

B1.4 Marketing 

The marketing objectives, strategies, policies and programmes of the Municipality are not clearly 

stated but implied from performance and through municipal budgets (e.g. through Public 

participation and municipal imbizos). 

There is a need to ensure that marketing objectives, strategies, policies, programmes and projects 

are clearly articulated and consistent with the Municipality’s vision, mission and strategic objectives. 

The Municipality is not doing well in terms of analyzing the market position and the market mix 

(services, prices, place, and promotion). 

The Municipality’s strategic position to the Kruger National Park offers a marketing competitive 

advantage over other municipalities focusing on tourism. The municipality is still to develop the 

48

marketing strategy that will guide the marketing of the municipality in line with the vision and 

mission. 

B1.5 Finance 

The Municipality’s current financial objectives, strategies, policies, and programmes are clearly 

stated under municipal strategies. There is however a need to ensure that they are consistent with 

the organisation’s vision, mission, and strategic objectives. They also have to respond to both 

internal and external challenges. 

B1.6 Municipal Operations 

The Municipality’s current service objectives, strategies, policies, and programs are clearly stated 

and expressed through the following Key performance areas of local government: 

Spatial Rationale; 

Basic Service Delivery; 

Local Economic Development; 

Municipal Transformation and Organisational Development; 

Municipal Financial Viability and Management; and 

Good Governance and Public Participation. 

Municipal operations are consistent with the organisation’s vision, mission, objectives, strategies, 

and policies and respond to the needs of both the internal and external environments. The efficiency 

of services rendered needs to be improved and clients’ waiting period for municipal services 

reduced. There is also a need to regularly analyse the efficiency municipal services with the view to 

informing decision making at strategic management level. 

B1.7 Human Resources Management (HRM) 

Human resources management objectives, strategies, policies, and programmes are clearly stated, 

but there is still a need for an institutional plan in order to address both current and future 

personnel demands. The Municipality is gradually adopting strategic human resources planning to 

ensure that HR objectives are consistent with the organisation’s vision, mission, objectives, 

strategies, policies and programmes. 

49

B1.8 Information Systems (IS) 

The Municipality’s current IS objectives, strategies, policies, and programmes are not clearly stated 

and not consistent with the vision, mission, objectives, strategies, and policies of the organisation. 

The information system is not able to: 

Provide a useful database; 

Automate routine clerical operations; 

Assist managers in decision making; 

The Municipality’s IS performance and stage of IS development do not compare well with those of 

similar institutions. 

50

B2. THE EXTERNAL ENVIRONMENT 

The Municipality has scanned both the task and societal environments with the view to identifying 

threats and opportunities in the external environment. This subsection presents an in-depth analysis 

of the external environment. 

B2.1. Spatial Analysis 

B2.1.1 Geographic Location 

Ba-Phalaborwa Municipality is in the African continent and therefore affected by the political, social 

and economic realities of the continent. One of the fundamental ills inherited from the continent is 

underdevelopment, hence the local municipality’s mandate to be a developmental sphere of 

government. 

Map B1: The African Continent 

Ba-Phalaborwa Municipality is situated in the North-Eastern part of South Africa in the Limpopo 

Province (See Maps B1 and B2). South Africa is a democratic country and therefore adheres to 

democratic principles, such public participation in government. Local government processes, 

51 

Ba-

including the IDP process are therefore characterised by public participation. South Africa, as the 

economic hub in Southern Africa, has the responsibility to trade with and support neighbouring 

countries with the view to overcoming underdevelopment in the region. Ba-Phalaborwa’ close 

proximity to Mozambique implies that the Municipalities has to forge socio-economic relationships 

with its sister municipality (Xai-Xai) across the border. 

Map B2: The Republic of South Africa 

Ba-Phalaborwa Municipality is situated in Mopani District of Limpopo Province, where 

unemployment and poverty are rife. In executing its developmental mandate, the Municipality is 

mindful of the developmental challenges facing the African continent and has to adopt 

democratically acceptable local economic development strategies and measures in addressing 

(amongst other challenges) unemployment and poverty. The National Spatial Development 

Perspective (NSDP) endorsed by National Cabinet in March 2003 purports the following 

development principles: 

PRINCIPLE 1: Rapid economic growth that is sustained and inclusive is a pre-requisite for the 

achievement of other policy objectives, amongst which poverty is key 

PRINCIPLE 2: Government has a constitutional obligation to provide basic services to all citizens (e.g. 

water, energy, health and educational facilities, wherever they reside 

52 

Ba- 

Phalaborwa

PRINCIPLE 3: Government spending on fixed investment should be focused on localities of economic 

growth and/or economic potential 

PRINCIPLE 4: Efforts to address past and current social inequalities should focus on people not 

places 

PRINCIPLE 5: Future settlement and economic development opportunities should be channeled into 

activity corridors and nodes that are adjacent to or link the main growth centres 

Map B3 below shows the geographic location of Ba-Phalaborwa Municipality in both the Province 

and Mopani District. Without losing sight of National Spatial Development Perspective guidelines, 

development at municipal level has to be informed by the Limpopo Province’s Provincial Growth 

and Development Strategy (PGDS). Principles of the PGDS: 

PRINCIPLE 1: An integrated and developmental approach that brings together strategies and 

programmes of different spheres of government together towards achieving 

sustainable economic growth, poverty reduction, and unemployment; 

PRINCIPLE 2: Contributing to national and international commitments e.g. Reconstruction and 

Development Programme’s objectives, the outcomes of the World Summit on 

Sustainable Development, United Millennium Development Goals, etc; 

PRINCIPLE 3: Building of relationships, sharing of information and a shared vision between spheres 

of government, between municipalities and between departments; 

PRINCIPLE 4: Participatory development and good governance to ensure transparency and 

accountability in shaping the future of the Province. 

53

Map B3: Limpopo Province 

Thabazimbi 

&V 

Thabazimbi 

Ba-Phalaborwa 

Lephalale 

&V 

Lephalale 

Waterberg 

Mogalakwena 

Blouberg 

Dendron 

&V 

Aganang 

Vhembe 

Messina 

Makhado 

Makhado 

&V 

54 

&V 

Musina 

Thohoyandou 

&V 

Thulamela 

&V 

Giyani 

&V Greater Letaba 

Soekmekaar 

Molemole 

&V Modjadjikloof 

Greater 

Giyani 

Polokwane 

&V Tzaneen 

Ba-Phalaborwa 

&V Polokwane Greater Tzaneen 

&V Phalaborwa 

Capricorn 

&V 

Vaalwater 

Modimolle 

Modimolle 

&V 

Bela-Bela 

&V 

Mokopane 

&V 

Lepelle-Nkumpi 

Maruleng 

&V 

Fetakgomo Hoedspruit &V 

Lebowakgomo Tubatse 

&V 

Mookgopong Sekhukhune 

&V Burgersfort Bushbuckridge 

Mookgopong Makhudutamaga &V &V 

Steelpoort Ohrigstad 

Marble Hall 

Bela-Bela 

&V 

Marble Hall 

&V 

Mkhuhlu 'A' 

&V Groblersdal 

Groblersdal 

Mutale 

Mopani 

Bohlabela 

It is one of the five local municipalities in the Mopani District. The Municipality has a geographical 

area of 3 004.88 km 2 and that constitutes 27% of the total Mopani District area. The Municipality 

serves as a convenient gateway to the Kruger National Park and the Transfrontier Park through to 

the Mozambique Coast. 

Map B4 shows the boundaries of the municipal area together with the natural environment - 

minerals and mining in the municipal area. 

Kruger 

National 

Park

Map B4: Ba-Phalaborwa Municipal Boundaries 

B2.1.2 Mopani District SDF – An Overview 

Ba-Phalaborwa Municipality is a predominantly rural medium capacity local Municipality. It consists 

of 23 villages and four towns (namely Gravelotte, Namakgale Lulekani and Phalaborwa). The 

Municipality adopts the Mopani District SDF as well as district guidelines for land use management 

to inform the local Land Use Management Scheme. 

B2.1.3 Guidelines for Land Use Management 

The Municipality has adopted a Land Use Management Scheme (LUMS). All land use issues in the 

municipal area are dealt with according to the adopted LUMS. 

B2.1.4 Spatial Planning and Land Use 

The purpose of conducting a spatial analysis is to ensure that the Municipality’s spatial strategies 

and land use management decisions are based on a general awareness of: 

Spatial constraints, problems, opportunities, trends and patterns; 

55

The necessity for spatial restructuring; 

The need for land reform; and 

The spatial dimension of development issues. 

Ba-Phalaborwa Municipality covers an area of 3 004,88km² with farms covering an enormous area of 

land belonging to private farmers followed by the tribal land that is under the control of Traditional 

Leaders (namely, Majeje Traditional Authority, Ba-Phalaborwa Traditional Authority, Maseke 

Traditional Authority and Selwane Traditional Authority). The other areas are proclaimed towns 

(Phalaborwa, Lulekani, Namakgale, and Gravelotte) and farms. Most of the farms belong to private 

owners and are used for game and citrus farming. Table below indicates the number of towns, 

villages and farms in Ba-Phalaborwa area. 

Table B.2: Settlements in Ba-Phalaborwa 

Towns Villages Farms 

4 23 109 

Mapping 

All towns within the Ba-Phalaborwa Municipality area are having lay-out plans and general plans 

approved by the Surveyor General. All new demarcations for stands are now done to the same 

standard and lay-out plans and general plans are prepared and the establishment of a township is 

also done. 

During the last 5 years several towns were completed in the rural areas namely: 

Area Section Number of Stands Vacant Sites Occupation Status 

Maseke Ext 1 500 500 Not occupied yet (new) 

Majeje Lulekani South 403 403 Not occupied (private 

developer) 

Mashishimale R3 East 209 - Occupied 

Makhushane Malungane 

Village 

630 300 70% occupied 

Mashishimale Tlapeng 508 250 50% occupied 

Mashishimale R3 Resevoir 312 230 Busy with allocation 20% 

Maseke South of tar 

road 

225 200 Less than 10% (no water) 

Boyelang Makhushane 516 400 20% allocated 

56

Area Section Number of Stands Vacant Sites Occupation Status 

Majeje Benfarm 

Lulekani road 

Mashishimale 

R3 

522 - Occupied 

West of R3 200 150 20% occupied 

Majeje Matikoxikaya 630 - Occupied 

Selwane New 

Development 

- n/a New 

Benfarm C - n/a new 

Formalisation of Villages 

Several villages need formalization in order to provide stands with numbers and allocate sites. This is 

also required in order to provide plans for installation of services (Eskom, etc). 

The following settlements listed below were identified to be formalized and provided to the 

Department of Human Settlements and Mopani District Municipality to assist the Municipality. 

Tribal Authority 

Name of Area No of Sites Priority 

Majeje Humulani (balance) +-500 5 

Majeje Matikoxikaya +-500 6 

Ba-Phalaborwa 

Municipality 

Majeje Benfarm (North West 

Kurhula +-700 1 

of Tribal Authority 

Offices) 

57 

+-300 2 

Majeje Benfarm next to R71 +-400 7 

Makhushane North East of 

Namakgale Hospital 

+-300 10 

Makhushane Dairy, next to Dairy +-400 3 

Makhushane Nyakelang not settled 

according to plan 

Makhushane Mbambamencisi next 

to access road 

+-600 4 

+-500 8

Tribal Authority 

Name of Area No of Sites Priority 

Selwane Selwane East +-500 8 

Selwane Selwane North of Road +-200 11 

Development Control 

As previously mentioned a Land Use Management Scheme (LUMS) was adopted by Council. There is 

a definite lack of understanding/communication by Traditional Authorities on how the new LUMS 

will affect any land use change in their areas. 

In order to implement the LUMS, a prescribed procedure must be followed and professional people 

(Town Planners and Land Surveyors) are involved. This is a lengthy and costly process. The result of 

this is that most of the applicants (businesses) in rural areas are not able to afford to follow the 

procedure for land use changes. 

Land Claims 

Spatial planning in Ba-Phalaborwa is seriously affected by land claims. Development initiatives are 

also hampered by lack of land. There are 109 farms in the municipal area. 77 of the farms (i.e. about 

72% of them) are under land claim. There are seven claimants on the farms. Two community claims 

have so far been partially restored on 14 farms. The remainder of the claims is likely to be protracted 

as a result of counter and multiple claims. 

The following seven claims have been lodged in the Ba-Phalaborwa municipal area: 

Mashishimale community is claiming 16 adjoining farms; 

Selwane community is claiming 15 adjoining farms; 

Makhushane community is claiming 22 adjoining farms; 

Maseke community is claiming 7 adjoining farms; 

The above four communities are also claiming the five farms on which Phalaborwa town and 

its mines are situated; 

Again, the above four communities and the Makhuva-Mathevula Royal Council, are claiming 

three adjoining farms and a portion of the Kruger National Park; 

58

Maenetja and Balapye-Kgoatla communities are claiming 22 adjoining farms in the western 

part of the Municipal area. 

The abovementioned claims are reflected on the Ba-Phalaborwa Land Claims Map (see next page). 

The claims are on 77 farms out of the total 101 farms in the municipal area. In some cases different 

communities are claiming the same farm(s). The land restoration process to community property 

associations (CPAs) has been completed on fourteen farms (11 farms for the Mashishimale 

community during 2005 and 3 farms for Selwane during 2006). The willingness of the owners to sell 

expedited the process. 

The Settlement Support and Development Unit within the Regional Land Claims Commission is 

providing limited assistance to the CPAs. The provision of support was never intended to be a 

function of the Land Claims Commissioner’s Office, but has become a practical necessity. The 

Mashishimale community has been identified as a pilot project for the sustainable Restitution 

Support Programme that will be managed by the University of Pretoria from August 2007 to 

December 2008. 

The tables below provide some information on the Mashishimale Selwane land claims. All the other 

claims are still under investigation. The view of the Regional Land Claims Commissioner is that Ba- 

Phalaborwa Municipality should play a more active role in resolving conflicts among claimants and 

facilitating agreements among them within the context of a development strategy that is beneficial 

for all stakeholders. 

59

Map B.5 

SENOBELA 362 

RUNNYMEDE 426 

MEADOW BANK 429 

MAMITWAS LOCATION 461 

D3247 

TAGANASHOEK 465 

DELHI 520 

THE NECK 565 

LANGUEDOC 563 

Greater Tzaneen 

NOVENGILLA 562 

BERLYN 670 

D3768 

D3247 

D3767 

BONN 671 

P43/ 3 

DUSSELDORP 22 

D21 

D3246 

SEDAN 672 

RIVERSIDE 514 

LA GRATITUDE 513 

JANETSI 463 

ROOIWATER 673 

Farms 

Land Claims Status 

LUXEM BURG 24 

No Claims 

Maenetja & Balapye-Kgoatla Claims Pending 

HARMONY 140 

Makhushane Claims Gazetted 

Mashishimale Claims Pending 

NAT IONAAL 29 

Selwane Claims Finalised, 2006 

LOFDAL 42 

Selwane Claims Pending 

Roads 

Type 

Maruleng 

LORRAINE 73 

D3252 

EUREKA 564 

LA MO TTE 464 

MAKUBE 425 

SIRULURUL 427 

MAM ITWAS KOP 462 

THE PLAIN S 519 

ALSACE 74 

WOMGOLOLO 428 

NAGUDE 517 

BELLE OMBRE 518 

THE PLAIN S 828 

BELLE OMBRE 827 

P1 81/1 

D3215 

CARPEDIEM Paved 76 

D3186 

D1292 

P142/1 

P112/2 

MOLATLE 

D263 

D3249 

Legend 

MARANDA 675 

D3253 

LABORIE 515 

COTTONDALE 674 

GAMELA 679 

RADOO 682 

JASI 731 

DEESIDE 733 

BEESPLAAS 676 

Joint Ba-Phalaborwa & Makhuva Claims Gazetted 

D3235 

Joint Ba-Phalaborwa Claims Gazetted 

Maseke Claims Gazetted 

Mashishimale Claims Finalised, 2005 

Unpaved 

Leydsdorp 

HOSPITAL SITE 778 

D202 

BISMARCK 174 

D1826 

OOCHOCK 683 

THIERGARTEN 531 

RUBBERVALE 784 

D202 

MAWA 680 

GUNYULA 730 

LAURAI NE 742 

QUAGGA 759 

KAPIRI RANCH 760 

LA PARISA 729 

HENLEY 734 

EDEN 757 

GRAVELOTTE 783 

VALLAMBROSA 681 

MATUMA 735 

LEYDSDORP DORPSGRONDE 779 

MIRAGOMA 684 

LETABA DRIFT 727 

LA COTTE 736 

LANGALANGA 141 

Greater Letaba 

CHESTER 756 

THE BEACON 769 

MON DESI R 782 

MI AM I 732 

GRAVELOTTE SIDING 785 

GRAVELOTTE SIDING 785 

BLACK HILLS 740 

SOLO MONS MINE 762 

CONSTANTIA 685 

FARRELL 781 

MABETE 726 

RIVERHEAD 755 

MAZUNGA 142 

BLACK HILLS 737 

FREE STATE 763 

CLAIMLAND 780 

Table B.3: Mashishimale Claim 

D3200 

D202 

D3198 

D1827 

D3229 

D1828 

D3187 

GROO T-LETABA 

D3202 

MOUNGWANE 

D1597 

Eiland 

EILAND 725 

MASHET 4 

Ba - Phalaborwa Land Claims 

Greater Giyani 

M'BAULA RANCH 6 - 

GROOTFONTEIN 738 

WI LLIE 787 

MALATI 764 

Murchison 

P17/3 

D1267 

SELATI RANCH 143 

JOSEPHINE 777 

D3844 

VYGEBOOM 739 

VO LSTRUIS 753 

MAKALALI 601 

ARUNDEL 788 

PRIESKA 723 

LESH OGOLE 

DANIE 789 

BEGIN 765 

MANANTJI 166 

Prieska 

MASALAL 722 

PLATVELD 752 

KOEDOES RAND 790 

MPANDE 165 

D1100 

THANKERTON 144 

LAMULA 162 

B.V.B. RANCH 776 

CORUNDUM 147 

LUTOPI 164 

VLAKLAAGTE 751 

D1655 

KONDOWE 741 

HUJA 791 

TRANSPO RT 145 

SHOBI 161 

D3849 

D2512 

D3847 

WATERBO K 721 

KASTEEL 766 

LEKKERGOED 160 

MAGW ENA 750 

VORSTER 775 

LEKKERGOED 158 

LEKKERSMAAK 792 

HOED 146 

HOOF PYN 269 

INYOKU 159 

D1656 

OXFORD 183 

60 

NONDWENE 720 

MASHAWA 748 

D1191 

HARTBEEST 743 

Ba-Phalaborwa 

LANDRAAD 774 

BOSBOK 793 

LILLIE 148 

ELLENBO OG 794 

ARCHIE 169 

CAMBRIDGE 184 

Nondweni 

GRANVILLE 767 

EXCELLENCE 157 

D3848 

HAMMAN 747 

BREAKFAST 773 

GLIP 797 

HOPE 149 

ARCHIE 156 

HARDEKOOL 190 

Maruleng 

Gaselwana 

SILWANA' S LOCATION 719 

LOSKOP 744 

BROOK 772 

BRAND 798 

PARSONS 155 

ROME 185 

MAKUBA'S LOCATI ON 700 

Mukhwanana 

SQUARE 150 

Nyakalane Mahale 

ALONBRIDG E 768 

WI LDEBEEST 745 

SCHEIDING 746 

ZIEK 771 

RAM 799 

PUNT 151 

MAGDALENA 154 

MAHALE 718 

D3260 

TRY 153 

D3980 

D3187 

D3981 

MADRID 39 

BELASTI NG 7 

LEEUW KOP 10 

ZEBRA 19 

CELHARD 20 

D3781 

Mashishimale R 3 

MASHISI MALI LOCAT ION 800 

Mashishimale R 2 

LEEUWSPRUIT 18 

GRIETJE 6 

D3794 

MORELAG 5 

DROEBULT 27 

Namakgale 

Maseke 

Mashishim ale R1 

MASEKI LOCATION 2 

D2263 

GROOTDRAAI 38 

D3966 

BADEROUKWE 11 

BEN 26 

PAUL 7 

LISBON 37 

LETABA RANCH 17 

Matiko-Xikaya Lulekani A&B 

QUAGGA 21 

Farm Name Land USe Value in R’ RLCC Action 

Landraad 774 LT 

Portion 1 2 

MOLOMAHLAPI 

MAKH UTSWI 

MOLOTOTSI 

GA-SELATI 

D3187 

OLIFANT SRIVIER 

MOHLABETSI 

GROOT-LETABA 

MBH AWU LA 

Ben AB C 

D3782 

MAKUSHANE LOCATION 28 

Makhusane R2 

Makhusane R1 

D3786 

D4424 

Humulani 

P112/1 

SCHALK 3 

KLIPHEUVEL 36 

D3790 

DOREEN 8 

POMPEY 16 

N'DOLE 12 

Kharula 

D726 

D86 

WEGSTEEK 30 

IRON 

MOSCOW 41 

D2105 

SABLE 13 

SCHIETTOCHT 25 

RHODA 9 

DOVER 29 

GENOEG 15 

SILONQUE 23 

D3264 

Phalab orwa 

LAASTE 24 

LOOLE 31 

SHEILA 10 

LAASTE 24 

KLEIN-LETABA 



DUNDEE 32 

PITLO CHRY 14 

MERENSKY 32 

ZEEKOEGAT 12 

VEREENIGING 11 

Scale 1 : 35 00 0 

LETABA 

SHIPIKANI 

OLIFANTSRIVIER 

KLASERIE MO ND 15 

POLOKWANE 

No 1 DIEPKLOOF Propark 406 

Baobab Place, Hampton Court 

Bendor Drive 

Polokwan e 

Suite 77 

0699 

Private Bag 9676 

Polokwane 

P O Box 3519 

0700 

Polokwan e 

South Africa 

Tel: +27 15 29 6 0361 

RIETVLEY 28 

Fax: +27 15 296 0363 

NORTHUM BERLAND 31 

Tel: +27 15 297 2418 

Fax: +27 15 297 242 8 

DURHAM 30 

NDLOPHU 102 

0 5 10 15 

km 

Game Lodge 9,000,000 Restored to CPA in 

Jul. 2005 

Ellenboog 794 LT Game Farming 7,500,000 Restored to CPA in 

Jul. 2005 

Bosbok 793 LT Game Farming 21,000,000 Restored to CPA in 

Oct. 2006 

Hope 149 KT Game Farming 23,620,000 Restored to CPA in 

Oct. 2006 

2 A settlement planning grant of R2, 714million and a restitution discretionary grant of R5, 655million 

were awarded for the farms Landraad and Ellenboog.

Game Vest Croc 

Ranch 3 

Game Lodge 104,000,000 Restored to CPA in 

Oct. 2006 

Hoed 146 KT Unwilling seller 

Lekkersmaak 792 LT Unwilling seller 

Kasteel 830 LT Unwilling seller 

Vorster 775 LT Unwilling seller 

Table B.4: Selwane Claim 

Farm Name Land Use Value in R’ RLCC Action 

Waterbok 4 721 LT 

Ptns 4,5 & 6 

Nondwene 720 LT Ptn 

6 

Game, citrus & cash 

crops 

Game, citrus 

Kondwe 741 LT Game, citrus 

Belasting 7 LU 

Mahale 718 LT 

Wildebeest 745 LT 

Magwena 750 LT 

Hartebeest 743 LT 

State farms; Gazankulu 

3,850,00 Restored to CPA in 

2006 

12,550,000 

61 

Restored to CPA in 

2006 

3 The property includes the farms Ram 799 LT, Glip 797 LT, Punt 151 KT and remaining portions of 

Ziek 771 LT, Brook 772 LT, Breakfast 773 LT 

4 A settlement planning grant of R1, 172million and a restitution discretionary grant of R2, 442 

million were also awarded for the farms waterbok, Nondwene and Kondowe

Farm Name Land Use Value in R’ RLCC Action 

Loskop 744LT 

Granville 767 KU 

Leeukop 10 LU 

Letaba 8 LU 

Hamman 747 LT 

Stands demand and supply 

Table B.5: Types and number of consumer units 

Consumer Units % 

Households/stands 32 253 

Household density/ha 0.11 

Residential units 12 283 

Formal residential stands 15 233 

Non-residential stands 2 170 

Non-residential stands (vacant) 190 

Formal consumer units 32 123 

Backyard units 262 

Total consumer units 32 384 

The current supply of low cost residential stands is represented in below: 

Table B.6: Supply of low cost residential stands 

Projects No. of Stands Approximate Land Required 

2787 239 

62

Potential infill projects 

(Namakgale) 

Housing projects (Provincial 

database) 

1055 79 

2457 123 

TOTAL 6299 441 

Other: Phalaborwa Ext. 7, 9, 

10, etc. 

1420 

The demand for residential sites is always escalating. The table below presents the demand for low 

cost residential sites: 

Table B.7 Demand for low cost residential stands (Projected: 2012) 

Scenario Traditional Informal Backyard Total 

demand 

per 

traditional; 

informal; 

backyard 

63 

No. of units 

in provincial, 

projects, site 

demarcation, 

potential 

infill 

2012 

Estimated 

need 

Minimum 3036 1491 435 4962 6299 -1337 0 

Additional 

land 

required 

Maximum 6072 1491 435 7998 6299 1699 169.0 

Other (Planned and potential) 1420 

Allocations for business sites in rural areas 

In rural areas the allocation of land for business is done by Traditional Authorities. Applications are 

forwarded to the Municipality, which in turn forwards same to the Department of Local Government 

and Housing (DLGH) for processing. Actual site demarcation is only made after the approval of the 

application by the department. However, reality indicates that there are many informal businesses 

that are mushrooming in the rural areas. The tendency defeats attempts to have an integrated 

approach to spatial planning and land use management 

Key issues with regard to spatial planning: 

There is a need to regulate mushrooming informal businesses; 

Land allocation needs to be done in a planned and coordinated manner between the 

Municipality and the traditional authorities; 

(ha)

The red tape involved in the land application process frustrates potential land owners/users; 

Local area planning is needed in the rural areas to ensure pro-active land use; 

There is a high demand for residential sites; 

Lack of a common town planning scheme causes delays in processing applications, and 

confusion and dissatisfaction amongst members of the community. 

B2.2. DEMOGRAPHICS 

2.2.1. Population 

The table below compares municipal demographics as presented by Statistics South Africa (STATS 

SA) in the 2001 Census and the 2007 Community Survey. 

Table B.8: Municipal Demographics based on 2001 Census and 2007 Community Survey 

ISSUE 2001 CENSUS 2007 CS Difference 

Population 131 098 127 304 -3 794 

Households 33 529 33 792 263 

Average per Household 3.9 3.8 -0.1 

Blacks 91.50% 94.27% 2.77% 

Whites 8.17% 5.33% -2.84% 

Coloureds 0.26% 0.40% 0.33% 

Indians/Isians 0.07% 0% -0.07% 

Male 48.91% 50.94% 2.03% 

Female 51.09% 49.06% -2.03% 

Source: STATS SA (2001 Census & 2007 CS) 

The table below presents the population size, household size and gender. 

Table B.9: Population size and number of households 

Description Number % 

Population 131 522 

Household size 4.06 

64

Male 61 807 47% 

Female 69 717 53% 

Total 131 524 100% 

Source: The Development Partnership, 2008 

The table below presents the nature and number of consumer units in the municipal 

Table B.10: The nature and number of consumer units 

Types of consumer Units Number of Units 

Households/stands 32 253 

Household density/ha 0.11 

Residential units 12 283 

Formal residential stands 15 233 

Non-residential stands 2 170 

Non-residential stands (vacant) 190 

Formal consumer units 32 123 

Backyard units 262 

Total consumer units 32 384 


Interpretation and Implications to the developmental mandate of the Municipality 

Figures from the 2007 CS indicate a population decrease from the situation in 2001. The population 

has decreased by 2.89% (about 3 794 people). This implies a household decrease of 2.9% (i.e. 973 

households) based on the 3.9 average per household. However, the 2007 CS presents a 0.78% 

increase in the number of households (about 263 new households). Reality on the ground indicates a 

significant increase in the number of households. The Municipality renders services to households 

and therefore adopts the layman’s view that the number of households has increased significantly 

between 2001 and 2007. 

65

The increase in the number of households, particularly in the rural areas where there are minimal 

services has increased backlogs in electricity provision, housing needs, roads, access to water, 

sanitation needs, etc. 

There are arbitrary differences in figures with regard to racial groups’ representations for the two 

accounting years in question. Although racial integration is gradually being achieved through a few 

blacks moving from the traditional black towns and rural areas to settle in Phalaborwa, there is a 

widening gap between the rich and the poor. Racial segregation is replaced by socio-economic 

segregation. There is therefore a need to speed up integrated human settlement in order to 

proactively address resultant social ills (such as crime, and skewed unsustainable development). 

The following table presents the number of households and estimated population in the population 

concentration points of the municipality. 

Table B.11: Number of consumer units (or service delivery points) and population size per 

municipal population concentration point. 

Population Concentration 

Point 

Number of 

consumer units 

66 

Average per 

Consumer 

Unit 

Population % of 

Municipal 

Population 

Phalaborwa Town 4 152 3.9 16 192 12.7% 

Namakgale Town 9 348 4 37 392 29.4% 

Lulekani Town 3 909 4 15 636 12.3% 

Gravelotte Town 690 3.8 2 622 2.1% 

Selwane Village 2 700 5.5 14 850 11.7% 

Total 20 799 4.2 86 692 68.1% 

Source: Ba-Phalaborwa Municipality – Strategic Planning and Information Management 

The following table presents population concentration points in the municipal area. 

Table B.12: Population concentration points in the municipal area 

Concentration/Growth Point Surrounding areas % of Municipal Population 

Lulekani Matiko-Xikaya

Concentration/Growth Point Surrounding areas % of Municipal Population 

Humulani 

Kurhula 

Biko 

Namakgale Makhushane 

Mashishimale 

Maseke 

Boelang 

Phalaborwa Schittoch 

Silonque 

Selwane Mahale 

Prieska 

Nondweni 

Gravelotte Gravelotte Ext.1 

Manerva Mine 

Murchison Mine 

Rubberville 

Farms: 

Leon Thom 

Pringa 

Selati 

Makhoma 

Source: Ba-Phalaborwa Municipality – Strategic Planning and Information Management 

In general, Ba-Phalaborwa Municipality presents a good model of population densification, with 94% 

of the municipal population staying in or around the Phalaborwa urban complex. The remaining 6% 

67

comprises the populations of the Gravelotte and Selwane areas. The 94% leaves within a distance of 

15km from Phalaborwa town. The map below illustrates how the 94% population is distributed 

within the Phalaborwa urban complex. Namakgale and Lulekani, together, account for 49% of the 

population within the Complex; whereas Phalaborwa town accounts for 20% and the remainder 

(31%) is made up of rural population. 

Map B6: Population distribution within the Phalaborwa urban complex 

The following table presents population distribution according to home language. Xitsonga (at 

45.4%) and Sepedi (40.3%) are the most spoken languages in the municipal area. These (together 

with English) are the main languages the Municipality uses for public participation purposes 

Table B.13: Population by home language 

Persons % 

Afrikaans 6.8 

English 2.0 

IsiNdebele 0.1 

IsiXhosa 0.2 

IsiZulu 0.9 

68

Persons % 

Sepedi 40.3 

Sesotho 2.2 

Setswana 0.3 

SiSwati 1.0 

Tshivenda 0.7 

Xitsonga 45.4 

Other 0.3 

Total 100.0 

Source: Demarcation Board, 2003 

The following table shows population distribution according to age: 

Table B.14: Population distribution according to age 

AGE GROUP NUMBER % OF POPULATION 

0 – 4 13 693 10.8% 

5 - 14 27 934 21.9% 

15 – 34 46 191 36.3% 

35 – 64 35 264 27.7% 

OVER 65 4 227 3.3% 

TOTAL 127 304 100% 

Source: STATS SA (2007 CS) 

The majority (36.3%) of the population is aged between 15 and 34, which suggests that the 

municipality is dominated by people who are both socially and economically active. The Municipality 

has to prioritize social programmes and projects which will be able to address the socio-economic 

needs of the people. For example, there is a need to increase the number and improve the quality of 

social amenities in the municipal area, preferably within the municipal growth points (See table B 

above on Municipal growth points). There is also a high probability of the spread of sexually 

transmitted diseases, such as HIV/AIDS. The Municipality should therefore encourage and support 

69

HIV/AIDS programmes in at least all the nodal points. Attention should also be paid to local 

economic development initiatives in these population concentration points. 

Key Issues with regard to the population: 

• Very young population (almost 70% of the population is aged below 35 years) 

• Employment creation has to be a priority in order to address the economic needs of the 

population 

• The Municipality should focus on improving both the quantity and quality of social amenities 

to meet the social needs of the young population. 

• The municipal area is a high risk area for sexually transmitted diseases and HIV/AIDS 

B2.3. Local Economic Development and Tourism 

Global economic trends indicate fluctuations in interest rates, fuel prices, inflation, and cost of 

energy. These factors are expected to negatively affect underdeveloped and developing countries 

the most. Resultantly, layoffs and high unemployment rates may soon hit the local economy. The 

unstable value of the rand against foreign currencies will affect, amongst other sectors the mining 

industry and tourism. The economy of Ba-Phalaborwa Municipality is highly dependent on mining 

and there are moves to grow the tourism sector as an alternative to mining. 

Local economic development in Ba-Phalaborwa Municipality has to be founded on and guided by the 

principles and objectives of the National Spatial Development Perspective (NSDP), the Provincial 

Spatial Development Strategy (PGDS), the District Local Economic Development (LED) Strategy, 

recommendations of the District Growth and Development Summit, and the local Spatial 

Development Framework (SDF) (See Spatial Analysis above for NSDP and LEGDP). 

In order for economic development to be coordinated it is suggested that development be primarily 

focused on areas of high population concentration. The table below indicates population 

concentration points or growth points as identified in the Limpopo Province Spatial Rationale (2002): 

Table B2.15: Growth points identified in the Limpopo Province Spatial Rationale 

LOCATION CLASSIFICATION OF GROWTH POINT 

Phalaborwa Provincial growth point 

Namakgale District growth point 

70

Gravelotte District growth point 

Lulekani Municipal growth point 

A growth point is a high population concentration point and an economic hub in the area. The 

implication to the Municipality is that infrastructure in the growth points be strengthened in order to 

support economic development. 

2.3.1 District Growth and Development Summit Recommendations 

Mopani District Municipality convened a district growth and development summit from the 26 to 

27 th of February 2007 at the Hans Merensky in Ba-Phalaborwa Municipality. The aim of the summit 

was to determine and agree on: 

“A development path and programme for the district and what each social partner (government, 

business, labour and community sector) should contribute to the implementation of the 

programme” 

The following limitations to local economic growth were identified: 

Scattered human settlement patterns 

A limited manufacturing base 

Widespread poverty and high levels of unemployment 

Limited human resource base 

Outstanding land claims. 

High prevalence of HIV/AIDS. 

The summit acknowledged a district comparative advantage in the following sectors of the economy: 

Tourism; 

Agriculture; 

Forestry; and 

Mining. 

Ba-Phalaborwa Municipality has a fully developed mining industry and a high potential of growing 

the tourism industry into a competitive sector. The Selwane area, along the Groot Letaba River, has 

71

a potential of becoming a formidable agricultural cluster with a tourism element in the Eland and 

Letaba Ranch. 

The following anchor programmes and projects were identified by the district summit to accelerate 

economic development and job creation: 

District Fresh Produce Market 

Greater Giyani Natural Resource Programme 

Tunnel dried Tomato Project 

Small-scale mining projects across the District. 

Tiles from Clay, 

Moshupatsela Programme 

Sapekoe Tea Estates 

Modjadji Nature Reserve Initiative 

Shangoni gate Transfrontier park development 

Successful implementation of these programmes and projects is dependent on the availability and 

quality of basic services such as electricity, sanitation, water, and roads. In order for the district 

summit recommendations to be realised, the summit: 

Re-affirmed the implementation of the District LED Strategy. 

Resolved that a systemic partnership between the District Municipality and the Private 

Sector should be strengthened. This partnership is critical to ensure economic growth, job 

creation and poverty eradication. 

Resolved to develop a district-wide Human Resource Development Strategy to enhance 

emerging competitive sectors of the economy; and 

Finally, resolved to implement a comprehensive land reform that ensures a symbiotic 

balance between addressing a historic injustice and the imperatives of food security, and 

economic development. 

Comparative Contribution of Ba-Phalaborwa Municipality to the District Economy 

The table below presents a comparative GDP contribution of the Municipality to the Mopani District 

economy: 

72

Table B.16: Comparative contribution of local municipalities to the district economy 

MUNICIPALITY % GDP CONTRIBUTION TO THE DISTRICT 

Ba-Phalaborwa 47.4% 

Tzaneen 20.3% 

Giyani 16.7% 

Letaba 8.9% 

Maruleng 6.7% 

Source: Global Insight 

2.3.2 Economic Sectors 

The District LED Strategy identifies the following key economic Sectors for Ba-Phalaborwa 

Municipality: 

Agriculture; 

Mining; 

Manufacturing; and 

Tourism 

a. Mining Sector 

Ba-Phalaborwa has the highest concentration of minerals in the Mopani District hence mining is the 

largest economic sector in the Municipality and is also the largest employer. The table below shows 

mining’s percentage contribution to the municipal GDP and to employment. 

Table B.17: Ba-Phalaborwa mining sector’s contribution to municipal GDP and employment 

DESCRIPTION % CONTRIBUTION BY MINING SECTOR 

District GDP 59.6% 

District Employment 45.8% 

District Mining Sector Employment 91.2% 

Source: Mopani District Economic Data Baseline Study - 2008 

73

The Municipality’s mining sector contributes 92.5% to the District’s mining sector GDP. This 

contribution translates to 59.6% of the total district GDP. Mining gives Ba-Phalaborwa a competitive 

edge over other municipalities in the District. Unfortunately, copper mining (which constitutes the 

backbone of the mining sector in the municipal area) is destined to stop before 2020. 

The most mined resources in the Municipal area are copper and phosphate in the Phalaborwa area, 

with gold and antimony in the Murchison Greenstone Belt. 

The table below presents the range of minerals available in the municipal area 

Table B.18: Minerals available in the Phalaborwa Area and the Murchison Range 

PHALABORWA AREA MURCHISON RANGE 

Magnetite Mineral sand 

Copper Antimony 

Vermiculite Gold 

Nickel Zinc 

Apatite Mercury 

Zirconium Paving and clad stones 

Titanium Emeralds 

Uranium Ilmenite 

Mica 

Clay 

Key Mining operations in Ba-Phalaborwa 

Palabora Mining company: Palabora Mining Company, situated in the Ba-Phalaborwa area of 

Mopani, operates South Africa's largest copper mine. Daily production from the underground 

mine averaged 30,780 tons per day and the total mine production was 11,020,496 tons in 2006. 

Most of the finished copper product is for local consumption, while most of the vermiculite is 

exported. Palabora is the only producer of refined copper in South Africa and supplies the 

country with the majority of its copper needs. The mine has been operational for over forty 

years. The primary product of the company is copper, together with by-products, which include 

74

magnetite, nickel sulphate, anode slimes, sulphuric acid and vermiculite. A major exporting 

country of the Pabalabora mining company is Switzerland. 

Foskor: Foskor is the world’s largest producer of phosphate and phosphoric acid. Foskor 

produces phosphate rock, copper concentrate, magnetite and fused zirconia’s through a 

smelting furnace process. The Foskor group has two mining operations, namely a phosphate 

rock mine and beneficiation plant situated in Phalaborwa; and a phosphoric acid plant situated 

in Richards Bay. The major exporting countries of Foskor are India, Japan and Brazil. 

Consolidated Murchison Mine (Metorex Group): Situated at Gravelotte close to Phalaborwa in 

the Limpopo province, Consolidated Murchison is the single largest antimony orebody known in 

the world, having produced in excess of nine million tons of high-grade stibnite ore. Gold is 

produced at Consolidated Murchison as a co-product of antimony. The top exporting countries 

of Consolidated Murchison Mine are Mexico, India and China. 

Copper is mined and processed by Phalaborwa Mining Company (PMC) into copper rods. The by- 

products of the mining of copper are phosphate and sulphate, which are further processed by 

Foskor. There are opportunities for small scale mining in the municipal area. Possible mining projects 

in the Ba-Phalaborwa area include: 

Expansion of rock phosphate by Foskor; 

Phlogopite processing facility 

Koalin clay project 

Surface strip mining of mineral sand in Gravelotte 

Steel production plant (Magnetite processing) 

Red River Mining (Mining of Ilmenite) 

Iscor/Kumba (Mining of Ilmenite) 

The following table portrays the development potential as identified within the mining sector of Ba- 

Phalaborwa. 

Table B.19: Development potential within the mining sector in Ba-Phalaborwa 

DEVELOPMENT POTENTIAL POTENTIAL PROJECTS 

Large variety of mineral deposits 

• Local mineral processing 

beneficiation activities 

and 

• Small scale mining operations 

75


Production of copper 

• Increase in SMME development projects 

relating to the metal 

Production of clay 

• 

• 

Clay processing plant 

Brick manufacturing 

• Roof & floor tile manufacturing 

• Tile and cement products 

• Ceramic and sanitary ware 

Magnetite processing 

• Steel production plant 

Paving and cladding stones 

• 

• 

Processing of stones 

Increase in SMME development projects 

relating to paving and cladding stones 

Mining’s GDP contribution to the South African economy is less than 10%, while in the Limpopo 

Province it is estimated at 20%. In Ba-Phalaborwa Municipality, mining contributes 80% to the GDP 

and employs about 30% of the total labour force. 

The conclusions for the titano-magnetites are that both the Gravelotte and Red River deposits are 

major prospects for the production of ilmenite and possibly also iron and vanadium. Available 

information indicates that most of the parameters are in the range that would define a recoverable 

deposit. Little information has been found to indicate unsurmountable technical problems, though 

some possible problems in physical separation and smelting have been met during Mintek work on 

similar applications. One would expect the Iscor deposit to be the most likely to be developed but 

only a small amount of information is available to support this conclusion. An additional problem is 

the intellectual property situation covering relevant smelting technology. For antimony and gold, 

Metorex considers that the Murchison belt has potential and is trying to structure a joint venture to 

fund exploration. The possibility of a centralized gold processing plant in the area should be 

examined. 

Known reserves of zinc and copper in the Phalaborwa SDI are limited and do not justify a zinc or 

copper smelter, or even expansion of the mine, but there are reasonably high expectations of new 

finds which could be used to extend Maranda's life. No other significant deposits of zinc or copper 

have been identified. There may be a potential for small-scale mining of zinc or copper in the SDI, 

but this would not include artisanal operations. Should spare capacity arise at Phalaborwa Mining 

Company's smelter there may be an opportunity for Maranda to sell its copper concentrate to PMC 

at a considerable saving in transportation cost. 

76

The Mohale quartz deposit appears on the basis of initial information to be viable as a mine to 

supply the Pietersburg smelter of Silicon Smelters and/or exports. It would not be used for a silicon 

metal smelter in the SDI but it could be linked with other enterprises such as glass manufacture, 

SMME pegmatite producers or forestry operations. More exploration is needed on the Mohale 

deposit, the Marais deposit and for high quality quartz elsewhere in the SDI and the country 

generally. 

It is recommended that the factors impeding the development of the projects discussed be 

investigated in detail to see if any of them can be facilitated by government. This includes the 

administrative factors mentioned by Iscor as hindering the Gravelotte project. The Council for 

Geoscience should be asked to investigate the Marais deposit. 

The principle finding of a related study on small scale mining was that although there are 560 

identified mineral deposits in the Phalaborwa SDI, only two, slate and quartz offer a reasonable 

opportunity for small scale exploitation. While there are many reasons for this brief list including 

high capital cost, poor mineral markets, low grades, etc. it is evident that economically workable 

deposits are scarce. This is due, at least in part, to the fact that mining has been conducted in the 

area for over 100 years and many deposits are mined out. Secondly, although many suitable 

deposits may remain in regions such as the Murchison belt, insufficient geological information is 

available in the public domain to make a reasonable judgment. Nor has the study been able to 

identify sufficient deposits of one type and of good quality, to justify a central processing plant. 

The mineral rights holders have been identified for the five selected prospects. Further to this, a 

preliminary investigation on the mineral rights status of other deposits in the Limpopo revealed that 

many mineral rights belonged to the State. Yet, mining authorisations were granted in cases of up to 

55 subdivisions on each farm. Because the mining authorisations are granted in perpetuity the 

license holders are deemed to be “claim” holders. In such circumstances, the NSC will identify the 

specific holders concerned should this become necessary in terms of project development. 

An observation from a brief study of certain operating mines in the region is that although mines 

create permanent employment opportunities, relatively few jobs are created when compared with 

the considerable capital investment. 

77

. Agricultural Sector 

A broad scoping exercise was undertaken by the CSIR Food and Technology Division during 1999 to 

establish the current agricultural production and processing operations within the Phalaborwa 

Spatial Development Initiative (SDI). The aim of the scope was to identify current and possible 

future production and processing opportunities of agricultural produce in the area. 

The scope focused on subtropical fruit, vegetables, nuts and ornamentals. A wide variety of 

agricultural products are currently grown in the area. Fruit and vegetables are mostly destined for 

fresh consumption by the local and export markets. Farmers and private companies are responsible 

for some value addition. Value addition includes: manufacture of fruit juices, drying of fruit and 

vegetables, manufacture of atchaar. 

The table below presents the percentage contribution of the agricultural sector to the GDP and 

employment of both the Municipality and the District. 

Table B.20: Ba-Phalaborwa agricultural sector’s contribution to municipal GDP and employment 

DESCRIPTION % CONTRIBUTION BY AGRICULTURAL SECTOR 

District GDP 

District Employment 

District Tourism Sector Employment 


78 

1.1% 

15.6% 

15.9% 

The District LED Strategy identifies the following development opportunities and potential projects 

that can be undertaken in Ba-Phalaborwa: 

Table B.21: Development opportunities and potential projects in the agricultural sector 

DEVELOPMENT OPPORTUNITIES POTENTIAL PROJECTS 

Existing production of citrus and vegetables Juice making 

Existing livestock farming (Cattle, poultry, pigs, 

etc. 

Vegetable processing 

Meat processing plants 

Establishment of abattoirs 

Dairy products (Cheese, yoghurt, 

mass, etc.) 

Poultry processing and packaging 

Egg production and packaging

Game farming Game farming for selling and hunting 

c. Manufacturing Sector 

Manufacturing focuses on beneficiation of and value addition to products from the primary sector of 

the economy, namely mining and agriculture. It is, therefore, classified as the secondary sector of 

the economy. The manufacturing activities in the Municipality are mainly focused on the mining 

sector. There is, however, a potential for the processing and packaging of agricultural related 

products such as Cattle, poultry, vegetables, eggs, etc. 

The table below presents the percentage contribution of the manufacturing sector to the GDP and 

employment of both the Municipality and the District. 

Table B.22: Ba-Phalaborwa manufacturing sector’s contribution to municipal GDP and 

employment 

% CONTRIBUTION BY MANUFACTURING 

SECTOR 

District GDP 

District Employment 

District Manufacturing Sector Employment 


79 

0.5% 

1.9% 

14.4% 

The Municipality employs 14.4% of the total district labour force that is in the manufacturing 

industry and hence contributes only 0.5% to the overall District GDP. Manufacturing does not give 

the Municipality a competitive advantage over the other sister municipalities in the District. It then 

implies that the production of mining raw materials is not equally complemented with local 

beneficiation and value chain addition. In order to grow the manufacturing industry, the 

Municipality needs to strengthen support services, such as transport network, electricity and 

technology. It is also important to unblock land claims disputes to free land for development. 

Products currently manufactured in Ba-Phalaborwa include: 

Bricks for building and paving; 

Industrial chemical products;

Rubber products (lining); 

Printing; 

Pipe and tube manufacturing, 

Extracting oil from marula pips; 

Processing of Marula pulp; 

Food canning; and 

Protective clothing. 

The table below presents potential projects in the manufacturing sector: 

Table B.23: Potential projects in the manufacturing sector 


Available local agricultural produce • Fruit and vegetable processing plant 

80 

• Meat processing 

• Packaging of eggs and other products 

• Dairy products like cheese 

• Poultry factory processing 

• Canned fruit and vegetables 

Available mining products • Clay processing plant 

• Brick manufacturing 

• Roof and floor tile manufacturing 

• Tile and cement manufacturing 

• Ceramic and sanitary ware 

manufacturing 

• Manufacturing of steel products 

Other natural products • Processing of extracted oil from Marula 

pips 

d. Tourism Sector 

• Processing of extracted marula pulp 

The decline of the mining industry forces the Municipality to venture into other economic sectors. 

The geographic position of Ba-Phalaborwa and the abundance of wildlife in the Kruger National Park

present an opportunity for diversification into tourism. Tourism is the economic sector with the 

most potential for development in the Municipality as a result of the Municipality’s ideal location 

and climate. 

The Mopani Local Economic Development Strategy indicates the following with regard to 

Tourism in Ba-Phalaborwa: 

The Municipality has high business tourism flows – especially linked to commerce, industry 

and the mines. 

Leisure traffic stops briefly in and around the town usually en route to and from the Kruger 

National Park (KNP). 

There is a limited amount of traffic that stays outside the Park to make day visits into the 

Park. 

Similarly, very few KNP visitors spend a night in Phalaborwa before or after their visits to the 

Park. 

Stay-over leisure traffic is growing as far as the golf estate is concerned. 

Tourism operators believe that the opportunity to travel to the Mozambican coast via Ba- 

Phalaborwa represents a significant tourism advantage. Archeological sites and the history of the 

arrival of the Malatji clan are also believed to hold tourism potential. The area has a particularly 

pleasant winter climate. The concept of converting former mine hostels into educational facilities or 

youth academies is another possibility. The fact that the local labour force comprises a high 

proportion of single persons reflects a need for leisure facilities that are not sufficiently available. 

The Ba-Phalaborwa Tourism Development Strategy as compiled by Grant Thornton in February 2006 

recommends, in order of priority, the following market: 

Domestic general leisure tourists 

Foreign general leisure tourists 

Domestic transit tourists 

Foreign transit tourists 

The Grant Thornton strategy recommends that the following tourism products be explored, 

developed and marketed: 

Phalaborwa as a base for exploring KNP; 

Phalaborwa as a base to explore Greater Limpopo Trans-frontier Park (GLTP); 

81

Phalaborwa as a transit to KNP and GLTP; 

A destination for general leisure experience; 

An interesting transit stop; and 

A convenient conferencing venue 

According to the Grant Thornton study, there is a need for tourism support infrastructure. The 

strategy recommends that upgrading of roads, electricity, water supply and sanitation be done. 

Grant Thornton further recommends that the Municipality: 

Maintains public amenities; 

Ensures the safety of tourists at visiting points; 

Provides infrastructure in support of tourism; and 

Standardises tourism related signage. 

Ba-Phalaborwa is a popular tourist destination and many opportunities exist to expand the income 

generated from the tourism economic sector. A scoping report on tourism opportunities in the 

Phalaborwa Corridor by KPMG concluded that priority should be given to: 

Development of the Hans Merensky Club into an international resort, 

Construction of an international mid-range hotel at the gate to the Kruger Park, 

Promotion of the Marula industry. 

The following are existing tourist attraction points in Ba-Phalaborwa: 

Hans Merensky Golf Course and Estate; 

46 accommodation facilities; 

Bonlati Game Ranch; 

Water based activities in the lower Olifants River; 

Tours to the ‘Big Hole’ at the copper mine in Phalaborwa; 

Big baobab tree of Gravelotte; 

Eiland Resort; 

Tsonga Kraal; 

Letaba Game Ranch 

Mashishimale Croch Ranch 

The table below portrays the identified development potential and potential projects for stimulating 

development within the tourism sector of the Municipality. 

82

Table B.24: Development potentials and potential projects 


Various local tourist products, services and 

activities 

Existing attractions to be upgraded 

Development of cultural activities 

83 

Tourist services, product and activity 

packaging and marketing 

Development of a tourism development 

strategy 

Linking the existing tourist products and 

services to surrounding products and 

services 

Development of an anchor tourism 

site/facility 

The Big Boabab Tree in Gravelotte, 

interpretation of site and marketing 

development 

Road to Tsonga Kraal upgraded for better 

access 

Development of facilities at the Letaba 

Ranch 

Village tours and cultural activities south 

of Letaba Ranch 

Arts and crafts market 

Tourism infrastructure in the municipal area is presented in the table below and followed by a SWOT 

analysis of the tourism sector. 

Table B.25: SWOT analysis of the tourism sector 

Strengths Weaknesses 

Proximity to the Kruger National Park 

Abundant tourist accommodation 

Game Farms 

Open areas/parks and green belts 

Opportunities Threats 

Mopani worms 

Marula nuts 

Road to Mozambique via Phalaborwa gate 

Greater Ba-Phalaborwa trade and tourism 

forum 

Mopani District LED and tourism forum 

Eco-tourism 

Hunting 

Malaria area 

High temperatures in summer 

Deteriorating road infrastructure 

Increasing petty crime due to 

increased unemployment 

Pollution from mining activities 

Deforestation 

Over - development of parks and 

open spaces 

Land claims

Mining 

Birdlife South Africa initiative 

There is a rich potential of historical-cultural tourism with the existing archaeology and culture of 

ancient mining dating back from 800 AD to about 1350 AD. 

Bollanoto 

Bollanoto is a municipal property, a few metres from the Phalaborwa Gate. It was established with 

the view to making tourists destined for KNP to stop, spend and possibly stay in Phalaborwa town. It 

was meant to afford the previously disadvantaged (called beneficiaries) an opportunity to 

participate in the tourism industry. The existing structure is not functioning at its utmost potential. 

Assessment revealed that Bollanoto did not achieve its objectives as a result of, amongst other 

factors, the following: 

Beneficiaries felt it was too far from home and too costly to travel every day; 

No “champion”; 

Not enough feet passing through the Centre; 

Craft on sale along roadside and at KNP Gate (Hlanganani); 

Provincial support not sustained; 

Municipality was not interested in subsidizing the Centre, and the private sector did not see it as 

a viable project. 

Environmental and tourism education facilities – small lecture rooms and displays; 

Indigenous Tree Garden; 

“Touch and Feel” wildlife centre. 

A new approach has been suggested towards the physical upgrading and expansion of the Centre. 

The approach aims at ensuring that Bollanoto becomes the ‘heart and soul’ of tourism in Ba- 

Phalaborwa Municipality. The concept is to enclose the present buildings within a decorated wall 

and to construct all new facilities, such as gift shops, restaurants etc. facing outwards from this wall. 

This would create a flow of feet within the central circle and would ensure that a visitor heading for 

the restaurant, for example, would also see and pass the other facilities on offer. 

84

There is a possibility of creating a traffic roundabout (traffic circle) where there are traffic lights at 

present, and this would not only ease vehicle flow but would also assure higher visibility of the 

Centre. 

There is unused land (part of the Bollanoto property) extending to the north and northeast and this 

would be used for the Living Tree Museum, walks and trails, and some of the “touch and feel” 

animal experiences. Additional land may be available - at a price. 

The Municipality is currently considering the establishment of a legal municipal entity, which will be 

charged with the day to day management of Bollanoto tourism centre. The consideration takes into 

account the importance of public private partnership to ensure efficiency and sustainability. 

Annual Marula Festival 

The Marula Festival has become an annual event with Ba-Phalaborwa Municipality declared a 

permanent host. The festivities for 2011 were held over a period of three days in the picturesque 

town of Phalaborwa. The build-up activities of the festival will start on the 19 February 2011 in all 

the five (5) traditional authorities. The main venues for the 2011 activities will be Impala Park 

Stadium, Hans Merensky Golf Club and Spekboom Farm. 

Key issues with regard to tourism in Ba-Phalaborwa: 

Immigration bottlenecks in the Giryondo boarder; 

Crime and potential cross-border criminal activities may scare tourists; 

Lack of cross referrals between the KNP and accommodation facilities in the Ba-Phalaborwa 

area; 

Commercial banks meeting the needs of international tourists; 

Ensuring that the previously disadvantaged groups join the tourism industry as role players; 

Development of suitable infrastructure to meet the different tastes of tourists; 

Branding Ba-Phalaborwa as a tourist destination of choice; 

Lack of ownership of the tourism products by the stakeholders; and 

Cluttered signage 

e. Trade 

Currently, the trade situation in the Ba-Phalaborwa municipal area is segmented between the formal 

and the Informal sectors. There are currently 189 registered formal businesses in Phalaborwa town; 

85

whereas data on businesses in the two townships and the rural areas is still to be collated. The 

existent gap between the first and the second economies is evident from the operations of the 

businesses in both the formal and the informal sectors. 

Formal businesses in rural nodes, such as Makhushane, Maseke, Mashishimale, Majeje and Selwane 

are not well established. The businesses mainly serve as bread distributors with basic products not 

well stocked to the benefit of their customers. 

The Municipality’s concern is to close the gap between the first and the second economies by 

improving the informal economic sector without devaluing the formal sector. Glen Steyn & 

Associates’ analysis of the informal sector will assist the Municipality to understand the 

fundamentals of the informal sector and craft a relevant intervention strategy. 

f. Informal Economic Sector 

A survey was conducted, by Glen Steyn & Associates, to create a database on the state of informal 

trading in Ba-Phalaborwa. The above table represents the findings: 

Table B.26: Summary of the Traders and Trading Areas 

TRADING PLACE NUMBER OF TRADERS TRADERS INTERVIEWED 

Checkers Car Park 27 26 

Phalaborwa Taxi Rank 60 60 

Namakgale 143 12 

Majeje/Lulekani 68 5 

Mashishimale 37 24 

Makhushane 28 - 

Maseke 20 13 

Seloane 24 8 

Gravelotte 7 5 

Boelang 3 3 

TOTAL 417 156 

Source: Glen Steyn & Associates, 2007 Survey 

86

Needs identified by informal economy businesses. 

• The greatest need identified is the issue of decent trading structures and storage facilities at 

the places where they are currently trading. 

• Most traders in the Checkers Car Park indicated that they need access to micro-finance in 

order to increase their stock levels and variety. 

• Some Spaza owners mentioned the need for advertising materials (boards), to attract/ alert 

potential buyers 

• Electricity connections were requested by some traders. 

Employment 

The labour force in Phalaborwa was 51,510 persons in 2001 according to the strict definition. This 

indicates a participation rate of more than 39% (on a total population of 131,091), which is very high 

by South African standards. The average labour force participation rate in Limpopo was 24.6% in 

2001. This is an indication that Ba-Phalaborwa is a destination for labour migration. 

There was a modest increase in the number of employed persons between 1996 and 2001, but a 

considerable increase in the number of unemployed persons. The strict unemployment rate 

therefore increased from 29.2% in 1996 to 40.4% in 2001. The labour force participation rate in 

Phalaborwa was 34.6% in 1996, but increased to 39% as indicated above. More than half of the 

increase in the number of unemployed persons therefore originates as labour seekers from outside 

the municipal area. 

The following table presents employment of individuals per economic sector. Employment per 

sector: 

Table B2.27: Employment for individuals per employment sector 

Economic Sector Population % 

Primary 6 685 5.1% 

Secondary 12 424 9.4% 

87

Tertiary 14 507 11.0% 

Not applicable 97 868 74.4% 

Total 131 485 100% 

Source: Development Partnership, 2008 

The above table indicates a shift towards the services (Tertiary) sector. This may augur well for 

tourism development. At the same time, a sharp decline in the primary sector may greatly affect 

both the secondary and tertiary sectors, since their sustainability is dependent on the primary 

sector. 

The table below presents household heads’ occupations per sector 

Table B2:28 Household heads’ occupations per sector 

Occupations Number % of Household Head 

Population 

Legislators, Senior Officials and 

Managers 

1 541 4.6% 

Professionals 1 638 4.8% 

Technicians 1 217 3.6% 

Clerks 753 2.2% 

Service Workers, Shop & 

market Sales Workers 

Skilled Agricultural & Fishery 

Workers 

Crafts & related Trades 

Workers 

Plant & Machine Operators & 

assembly 

2 034 6.0% 

753 2.2% 

3 823 11.3% 

2 842 8.4% 

Elementary Occupations 3 946 11,7% 

Occupations unspecified 1 828 5.4% 


Total 33 792 100% 

Source: STATSA SA (2007 CS) 

88

The majority of household heads are employed in elementary occupations, do craft and related 

trade work or as plant and machine operators. It should therefore be noted that the forced shift of 

focus from mining to tourism will have to be complimented by the necessary workforce. Strategies 

need to be developed to train and/or retrain people in the different fields of the hospitality sector 

and support sectors. 

2.3.3 Employment Status and Income 

a. Employment Status 

The rate of unemployment in South Africa is currently at 43%. This analysis focuses on the 

employment status per household head in the municipal area (see the tables below). 

Table B.28: Employment status per household head in the municipal area 

2001 

EMPLOYMENT STATUS NUMBER % 

Employed 30704 54% 

Unemployed 20806 36% 

Could not find work 5830 10% 

100% 

Total 57340 

Source: STATS SA 2001 census Source: STATS SA 2007 CS 

According to the 2007 CS results, unemployment is at 11% per household head as compared to the 

36% in 2001. The difference may be attributed to the definitions of a household adopted in each of 

the studies and that the 2007 CS focused on household heads. 

b. Income Distribution and Categories 

Table B.29: Monthly income distribution per person in the municipal area in 2007 

CATEGORY NUMBER % OF POPULATION 

No Income 54 960 43.2% 

R1 – R400 30 753 24.2% 

R401 – R800 6 815 5.3% 

2007 

EMPLOYMENT STATUS NUMBER % 

Employed 19 913 59% 

Unemployed 3 842 11% 

Not economically active 7 282 22% 

Not applicable 2 755 8% 

Total 33 792 100 

89

R801 – R1 600 13 467 10.6% 

R1 601 – R3 200 5 893 4.6% 

R3 201 – R6 400 3 678 2.9% 

R6 401 – R12 800 3 123 2.5% 

R12 801 – R25 600 2 090 1.6% 

R25 601 – R51 200 587 0.5% 

R51 201 – R102 400 18 0.01% 

R102 401 – R204 800 - - 

R204 801 or more - - 

Response not given 3 845 3.0% 

Institution 2 079 1.6% 

Total 127 309 100% 

The per person income distribution in the municipal area indicates that about 83.3% of the 

municipal population earn a monthly income of R1 600 or less. If these figures are to translate to 

monthly household income, it can be surmised that the majority of household heads are either 

unemployed or under-employed and qualify to be declared indigents. 

The proportion of people without any income increased from 63.8% in 1996 to 69.6% in 2001. 

Factors that contributed to this picture were principally, the downscaling of mines and the fact that 

many people join the informal economy and are classified as not having income. The 2007 CS 

indicates a decrease in the percentage of people without an income from 69.6% in 2001 to 43.2%. 

Although the decrease is welcome, the figures are still unacceptably high and the situation warrants 

intervention. 

c. Dependence on social grants 

The following table shows distribution of food parcels by the Department of Social Development 

(Community Development section) 

90

Table B.30: Distribution of food parcels to needy families between 2006 and 2008 

YEAR NUMBER OF BENEFICIARIES 

(HOUSEHOLDS) IDENTIFIED PER 

WARD 

91 

NUMBER OF FOOD PARCELS DISTRIBUTED 

LULEKANI 

AREA 

NAMAKGALE AREA TOTAL 

2006/07 32 160 256 416 

2007/08 20 107 207 314 

B2.4 Safety and Security 

Greater Phalaborwa Cluster consists of 5 police stations, namely Phalaborwa Police Station, 

Namakgale Police Station, Lulekani Police Stations, Hoedspruit Police Station and Gravelotte Police 

Station. The Cluster is serving two municipalities, Ba-Phalaborwa Municipality and Maruleng Local 

Municipality. There are four police stations under Ba-Phalaborwa Municipality, namely, Phalaborwa 

Police Station, Namakgale Police Station, Lulekani Police Station and Gravelotte Police Station. 

Hoedspruit Police falls under Maruleng Local Municipality. 

B2.4.1 Analysis of Crime Trends 

An analysis of the Greater Phalaborwa Cluster crime situation is facilitated by grouping the crime 

tendencies into the following: 

• Contact crime 

• Contact related crime 

• Property crimes 

• Other serious crimes and 

• Crimes heavily dependent on police action for detection 

During the period 1 January 2008 until 1 January 2009 a total of 7366 crimes were registered in the 

Greater Phalaborwa cluster. 671 crimes were reported during 1 st January 2009 until 1 st January 2010. 

There is a decrease of 395 reported crimes.

B2.5 Environmental Considerations 

In terms of the National Environmental Management Act (Act 107 of 1998), Ba-Phalaborwa 

Municipality has to provide for co-operative environmental governance by establishing principles for 

decision-making on matters affecting the environment and to provide for matters connected 

therewith. This act works hand in hand with Environmental Conservation Act, 1989. Both Acts 

stipulate the provision of environmental impact assessments and exemption, noise control areas etc. 

and for the effective protection and controlled utilization of the environment and for matters 

incidental thereto. 

The purpose of environmental analysis is to ensure that municipal development strategies and 

projects take existing environmental problems and threats into consideration. It also aims at creating 

awareness about environmental assets that require protection or management. The Municipality, 

through the IDP, has to ensure sustainable development – development that meets the needs of the 

present generation without compromising the ability of future generations to meet their own needs 

(definition by the World Commission on the Environment and Development). According to the 

National Environmental Management Act (Act 107 of 1998), sustainable development should be 

perceived as the integration of social, economic and environmental factors into planning, 

implementation and decision making so as to ensure that development serves present and future 

generations. 

A number of wild animals roam freely within the area. Given the position of the area next to the 

National Park and private reserves, this is not an unnatural phenomenon and adds to the ambiance 

and attractiveness of the town. The provincial department responsible handles problem animals in 

conjunction with council and other role players. However, the area in general is under severe 

pressure from alien and invader plant species. The removal and control of such plants is the 

responsibility of government structure, the council and private landowners. Current legislation 

dictates us to control such plants according to their grading in the schedule to the act. Ba- 

Phalaborwa is regarded as an ecologically sensitive zone given its water sources and proximity to the 

Kruger National Park. 

Air pollution: 

The municipality does not have reliable information on the severity of air pollution in the area, 

taking into consideration the mining activities. At present, the Municipality does not have the 

capacity to perform air quality management. 

92

Water pollution: 

Mainly the mines, pit latrines and other sewage spillage cause the pollution of surface as well as 

underground water sources. Water pollution is also worsened by acid rain caused by air pollution. 

Water pollution poses a health risk to households that are dependant on water from rivers and/or 

boreholes. 

Deforestation: 

Deforestation is identified as major environmental problem in areas surrounding townships and 

villages. Deforestation is caused mainly by the creation of small farming plots, the use of firewood 

as main source of energy, uncontrolled veldfires and overgrazing. 

Veldfires: 

Veldfire is an environmental problem in the area, due to the fact that the majority of the area 

consists of game farms and borders on the Kruger National Park. Veldfires have a negative impact 

on biodiversity and contribute to soil erosion. 

Soil erosion: 

Soil erosion, although not so vast and confined mainly to areas around the villages, is due to 

deforestation and over-grazing. 

Chemical spills and hazardous accidents: 

A large area bordering the Kruger Park is utilized by the mining industry to dump their sludge and 

other waste products produced by mines. This, however, is well managed and does not pose an 

immediate threat to the environment. 

B2.7 Disaster Management 

The following hazards found to pose the greatest risks in the Municipal area on the economy, 

cultural, welfare, sustained development and sustained livelihoods. 

93

Natural Hazards 

B2.7.1 Hydro Meteorological Hazards 

• Drought 

• Cyclone 

• Floods 

• Fire 

• Hailstorm 

• Lightning 

• Severe storms 

• Wind storms 

• Tornado 

B2.7.2 Geological Hazards 

• Earthquake 

• Landslide/mudflow 

B2.7.3 Biological Hazards 

• Food poisoning 

• Foot and mouth disease 

• Malaria 

• Rabies (animals) 

• Communicable diseases 

B2.7.4 Technological Hazards 

• Dam failure 

• Hazardous installations 

• Hazardous material by rail 

• Hazardous material by road 

• Aircraft accidents 

B2.7.5 Environmental degradation 

• Air pollution 

• Deforestation 

• Soil pollution 

• Siltation 

• Land degradation 

94

B3. Institutional Arrangements 

The institutional arrangements of the Municipality are best presented through the organisational 

chart (organogram). See Annexure A for the Organogram of the Municipality. 

B4. Governance and Financial Viability 

B4.1 Financial Viability 

Budget and Management 

The Municipality has volunteered to table its budget in new reporting formats and fully complied. 

The municipality has fully complied with the provisions of the MFMA in preparing its 2009/10 

budget, compliance to the IDP/Budget Process Plan, submissions of MFMA and compliance to DoRA. 

Supply Chain 

The Municipality is at 93% in compliance the Supply Chain Management priorities as set out by the 

National Treasury. Supply Chain reports are tabled in council and submitted to National and 

Provincial Treasury. Through the Supply Chain Management, the Municipality has supported SMMEs. 

The Municipality has improved its fleet management; all Municipal vehicles are fitted with tracking 

devices that assist in tracking irregular issues. The tracking devices reports are printed on monthly 

basis and analysed. The Municipality has completed the GRAP compliant asset register. 

Revenue and Debt Management 

The Municipality has implemented a uniform tariff in the 2009/10 financial year. The Municipality 

has supported 3754 indigent households who qualified. The Municipality was able to collect R208 

million (R201 million budget) from own revenue sources. There is an improved average payment 

rate of services from 67% to 87%, an improved payment rate in town from 63% to 83%. An 

improvement was also noticed in the billing and customer care. 

Financial related Policies 

The Municipality has improved its business processes and developed and implemented 14 financial 

related policies: 

95

Debt Policy 

All the policies were public participated in all the wards in the Municipality. 

Revenue Enhancement Strategy 

Description Adjusted Budget Receipts to Date Variance Amount Percentage 

Collection 

Property rates 30 470 000 47 187 505 16 717 505 155% 

Electricity 

revenue 

62 508 000 40 458 677 -22 049 323 65% 

Water revenue 65 920 240 72 185 458 6 265 218 110% 

Sanitation 

revenue 

7 091 232 10 761 516 3 670 284 152% 

Refuse removal 4 530 924 6 126 709 1 595 785 135% 

Interest on 

outstanding debts 

4 908 742 26 222 137 21 313 395 534% 

Fines 780 000 524 404 -255 596 67% 

Licences and 

permits 

Service charges 

other 

5 468 813 4 396 182 -1 072 631 80% 

18 837 373 0 -18 837 373 0% 

Total 200 515 324 207 862 588 7 347 264 104% 

Grants and Subsidies received 

Grant Allocation Adjusted Budget Receipts to Date Percentage Allocation 

FMG 750 000 750 000 100% 

MSIG 500 000 500 000 100% 

MIG 12 812 000 12 335 000 96% 

NDPG 10 000 000 10 000 000 100% 

NDPG – Technical 2 500 000 - 0% 

96

Grant Allocation Adjusted Budget Receipts to Date Percentage Allocation 

Equitable Shares 39 033 100 39 033 100 100% 

FBS-MDM 4 849 085 4 849 085 100% 

Provincial Grant – 

Excess Employees 

2 440 000 2 440 000 100% 

DBSA Grant Funding 2 000 000 1 313 9191 66% 

MDM-GRAP 

Conversion 

0 1 000 000 100% 

Total 74 884 185 72 221 104 96% 

Budget Spending 

Standard Item Adjusted Budget Actual Year to 

date 

Employee related 

cost 

97 

Variance Amount Percentage Spent 

R R R 

Remuneration 62 183 975 63 664 435 -1 480 460 102% 

Employee related 

cost: social 

contributions 

Remuneration of 

councillors 

11 219 330 11 409 170 -189 840 102% 

11 617 000 8 345 349 3 271 651 72% 

Finance charges 795 780 1 708 796 -913 016 215% 

Bulk purchases 86 666 959 73 964 714 12 702 245 85% 

Repairs and 

Maintenance 

Contracted 

services 

Goods and 

services 

12 691 924 4 292 075 8 399 849 34% 

10 964 063 14 374 846 -3 410 783 131% 

25 797 780 30 712 160 -4 914 380 119% 

Vehicle expenses 5 300 512 5 045 048 255 464 95% 

Capital 16 000 000 350 000 15 650 000 2%

Standard Item 

expenditure from 

own revenue 

Adjusted Budget Actual 

date 

Year to 

Capital 

expenditure from 

grants funding 

98 

Variance Amount Percentage Spent 

25 312 000 30 679 245 -5 367 245 121% 

Other Express 2 849 085 5 888 513 -1 039 428 121% 

Total 273 398 408 250 434 351 22 964 057 92% 

Audit Opinion 

The Municipality has a history of receiving disclaimers from the Auditor General’s report. Even for 

the 2009/10 financial year the municipality has received a disclaimer opinion. The opinion has a 

serious bearing on the performance of the municipality. The municipality must come up with plans 

to address the audit challenges raised in the Auditor General’s report. The municipality has a target 

to get the clean audit be 2014 in line with the mandate of the current government. 

B4.2 Audit Committee 

The Municipality has appointed the Internal Auditor and Manager responsible for Risk. The 

Municipality does not have its own Audit Committee; Mopani District Municipality has appointed a 

shared Audit Committee that audits all local municipalities in the District. The District Audit 

Committee has been appointed for a three (3) year term. The District Audit Committee is part of the 

performance assessment of senior managers in the municipality. 

B4.3 Free Basic Services: 

Community Survey, 2007 5 indicates a total number of households as 33,791 of which 15,353 is 

indigent. No indication of number of households with access to free basic water is indicated. A total 

number of 2,638 indigent households are served with free basic electricity. Eskom is responsible for 

providing free basic electricity in townships. The Municipality has an Indigent Policy, which deals 

5 Basic Services Publication, 2009, Comparative information on basic services: Department of 

Cooperative Governance and Traditional Affairs

with the households that qualifies to be registered in the Indigent Register. Households that qualify 

to be registered in the Indigent Register qualify for free basic water, free basic electricity, free refuse 

removal, free sewerage and assessment rates. 

B4.4 Good Governance 

B4.4.1 Public Participation 

The Municipality has 16 ward committees, which is in line with the number of wards, a Public 

Participation Officer located in the Office of the Speaker and 13 appointed CDWs. All the 16 Ward 

Committees are functional. After the 2011 local government elections, the municipality will be 

having two additional wards and the total number of wards will be 18. Ward Committee reports are 

submitted on monthly basis to the Public Participation Officer in the office of the Speaker. The 

reports are processed through the Planning and Development Directorate Portfolio Committee. 

Ward Committee Reports forms part of agenda items in the Senior Management, Portfolio 

Committees, Exco and Council. 

B4.4.2 IGR Structures 

The Municipality is part of the established IGR structures in the Mopani District and the Limpopo. 

The established IGR structures include the following: 

District Ward Committee’s Forum 

District Municipal Manager’s Forum 

Speakers Forum 

Mayor’s Forum 

Premier’s Inter-Governmental Forum 

The forums provide a platform for the municipality to interactive with other governmental 

structures that has a bearing on its functionality. 

99

B5. Municipal Backlogs 

B5.1 Water 

The Selwane/Nondweni Water Scheme currently supplies 0,237MI/d to the Middle Letaba area and 

0,064Ml/d to Nondweni (See table below). 

Table B.31: Water Supply by the Selwane/Nondweni Water Scheme 

AREA CAPACITY (In 

Ml/d) 

SOURCE: Africon, 2007 

CALCULATED 

DEMAND 

100 

CURRENT SUPPLY (In Ml/d) 

MIDDLE 

LETABA 

AREA 

NONDWENI TOTAL 

1 0.340 0.237 0.064 0.301 

The total actual supply is 0,301MI/d compared to the calculated demand of 0,340Ml/d. There is a 

variance of 0,039MI/d. The implication is that there is an under supply of about 11.5%. In real terms, 

it implies that there are households in the areas which do not have access to RDP standard water. 

Water supply from the Namakgale/Lulekani Water Scheme is presented in the following table: 

Table B.32: Water supply from the Namakgale/Lulekani Water Scheme 

Capacity (MI/d) Actual (MI/d) Unutilized capacity (MI/d) 

Raw 72 66 6 

Potable 76 62 14 

Total 148 128 20 

Source: Africon, 2007 

Most of the water supply infrastructure is owned by Lepelle Northern Water Board. However, the 

Municipality owns some reservoirs, 78km of distribution lines and 512km of reticulation lines.

The following tables show access by households to water services: 

Table B.33: Households access to water 

SERVICE LEVEL DESCRIPTION NUMBER OF HOUSEHOLDS % 

Piped water in dwelling 12 251 36.3 

Piped water inside yard 17 082 50.6 

Piped water from access point 

outside yard 

3 812 11.3 

Borehole water 413 1.2 

Spring water - - 

Bam/Pool - - 

River/Stream - - 

Water vendor - - 

Rain water tank - - 

Other 234 0.7 

Total 33 792 100 


Table B.34: Water services 

Service Level Description Number of Households % 

In-house 10 057 31.3% 

Yard tap 12 535 39.0% 

Communal stand pipe 200m 4 379 13.6% 

No water 178 0.6% 

Total 32 123 100% 


101

Access to water through communal stand pipes outside the yard is estimated at 11% to 29% of the 

households in the area. The above tables are not able distinguish between availability of water 

infrastructure and access to water. 

The Municipality conducted a Quality of Life Survey in 2008 that indicated a shortage of water in 

most of the wards. The Local Area Planning (LAP) process conducted by the Independent 

Development Trust (IDT, 2007) also confirms shortage of water as the number one complaint in the 

wards. The implication of these findings is that although infrastructure reticulation in the municipal 

area is at 98%, but water supply remains a challenge. 

B5.2 Sanitation 

The Municipality currently supplies water borne sanitation to Phalaborwa Town, Namakgale and 

Lulekani. The table below shows the sanitation infrastructure capacity in the three areas: 

Table B.35: Sanitation infrastructure capacity 

Area Capacity Current Inflow Spare Capacity 

Phalaborwa Town 4.8 7.0 -2.2 

Lulekani 4.0 1.2 2.8 

Namakgale 8.0 6.0 2.0 

Source: Africon, 2007 

Sanitation infrastructure capacity in Phalaborwa Town needs attention in order to accommodate 

current inflow as well as future demands. The development of Extension 7 is one example that 

requires upgrading of sanitation infrastructure or an alternative sustainable system. 

Table B.35a: Access to sanitation facilities by households 

TYPE OF FACILITY NUMBER OF HOUSEHOLDS % 

Flush toilet (connected to 

sewerage system) 

14 056 41.6% 

Flush toilet (with septic tank) 1 090 3.2% 

Dry toilet facility 208 0.6% 

102

TYPE OF FACILITY NUMBER OF HOUSEHOLDS % 

Pit toilet with ventilation (VIP) 2 868 8.5% 

Pit toilet without ventilation 8 958 26.5% 

Chemical toilet 0 0% 

Bucket toilet 0 0% 

None 6 612 19.6% 

Total 33 792 100% 


STATS SA estimates that about 20% of the households do not have sanitation facilities, whereas The 

Development Partnership study puts the backlog at 40% (12 987 households out of an estimated 32 

123) It is evident from the above table that about 20% of the households in the municipal area does 

not have access to any type of toilet facility. The following table classifies households’ access to 

toilet facilities according to population group. The 20% population with no access to a toilet facility 

comprises of black people only. This confirms that access to some basic services, such as sanitation, 

is still skewed according to racial groups. 

Table B.36: Toilet facilities per household by population group: 

TYPE OF FACILITY % 

Flush toilet 

(connected to 

sewerage system) 

Flush toilet (with 

septic tank) 

BLACKS COLOUREDS INDIANS/ASIANS WHITES TOTAL 

32.4% 0.3% - 8.9% 41.6% 

3.0% - - 0.3% 3.3% 

Dry toilet facility 0.6% - - - 0.6% 

Pit toilet with 

ventilation (VIP) 

Pit toilet without 

ventilation 

8.0% - - 0.5% 8.5% 

26.5% - - - 26.5% 

Chemical toilet 0% - - - 0% 

Bucket toilet 0% - - - 0% 

103

TYPE OF FACILITY % 

BLACKS COLOUREDS INDIANS/ASIANS WHITES TOTAL 

None 19.6% - - - 19.6% 

Total 90% 0.3% - 9.7 100% 

104

The following table presents water and sanitation challenges faced by the communities in the various wards: 

Table B.37: Sanitation challenges faced in the wards 

WARD AFFECTED AREA 

(Village/Section) 

NATURE OF CHALLENGE INTERVENTION 

REQUIRED 

1 Haniville Partially reticulated with water 

network at RDP standard 

Water reticulation at 

high level of service with 

water meters 

Nyakelang 1 & 2 No water network Water reticulation at RDP 

standard 

2 Mahale Partially reticulated with water 


Nondweni Partially reticulated with water 


Prieska Partially reticulated at RDP 

standard with Borehole water 



water meters 



water meters 

Water reticulated at high 

level of service with cost 

recovery 

105 

NO. OF HOUSEHOLDS 

AFFECTED 

ESTIMATED 

COST 

RESPONSIBLE 

ENTITY 

1 109 R6.7m Mopani 


650 R4.0m Mopani 



3 - - - - - - 

4 Matiko-Xikaya 

Ext. A,B,C & D 

No water network Water reticulation to RDP 

standard 

Humulani No water network Reticulation with water 



500 R3.0m Mopani




REQUIRED 

106 


AFFECTED 

ESTIMATED 

COST 

5 - - - - - - 

6 - - - - - - 

7 Namakgale E 

(Topville) 

8 Benfarm A, B & 

C 

9 Mashishimale R3 

new Ext. 

10 Maseke 

Extensions 

Mashishimale R1 

Extensions 

Uncompleted sewer projects Outstanding works to be 

completed 

No sewer. Waste water is all over 

the areas, polluting the 

environment and promoting 

mosquitoes breeding 

Sewer reticulation to all 

planned areas 

No water network Water reticulation at RDP 

standard 


standard 


standard 

Boelang Partial reticulation at RDP 

standard 

Gravelotte (New 

development 

sites) 


higher level of service 

with water meters 

No water network Water reticulation at 


water meters 

RESPONSIBLE 

ENTITY 

R3.0m Mopani 






224 R1.4m Mopani



11 Makhushane 

Ntswelemotse 

Makhushane 

Gardenview 

Makhushane 

kanana 


REQUIRED 

No water network Water reticulation at 


water meters 


standard 

No formal water network (Partial 

self reticulation and connections) 

Water reticulation at RDP 

standard 

107 


AFFECTED 

ESTIMATED 

COST 

RESPONSIBLE 

ENTITY 


250 R1.5 Mopani 


12 - - - - - - 

13 - - - - - - 

14 Benfarm - 

Nobody 

Benfarm - 

Extensions 

Namakgale – 

Developed 323 

sites 

15 Makhushane- 

Maune 


standard 

No water network Water reticulation to 

RDP standard 

Unmetered water connections Provision of water 

meters 

Unmetered and unauthorized 

water connection at RDP standard 



water meters 



323 R0.2m Ba- 

Phalaborwa 

Municipality 


Makhushane - Unmetered and unauthorized Water reticulation at 700 R5.0m Mopani

WARD AFFECTED AREA NATURE OF CHALLENGE INTERVENTION 


REQUIRED 

Mabikiri water connection at RDP standard high level of service with 

water meters 

Makhushane - 

Sebera 


- Nguvo 

16 Kurhula (New 

Extensions) 


level of service 





Lulekani A No sewer, waste water is all over 

the area, encouraging mosquitoes’ 

breeding 

Lulekani – 

Stadium Ext. 

(New planned 

sites) 

Sewer reticulation should 

be provided to well 

planned stands 

No water network. No sewer. Water and sewer 

reticulation to a higher 

level of service with 

water meters 

108 


AFFECTED 

ESTIMATED 

COST 

RESPONSIBLE 

ENTITY 


100 R0.6 Mopani 


2 000 R17.m Mopani 

400 R6.0m Mopani

Key Issues with regard to water and sanitation: 

Ba-Phalaborwa Municipality is not a water services authority; 

The current water backlog requires about R34 million to correct, up to RDP level; 

R80 million is required to correct the backlog to yard connection status; 

Management of Nondweni Augmentation Scheme is a challenge; 

The distribution infrastructure is more than 35 years old; 

Supply to Phalaborwa town is operating at full capacity (25,6Ml/d); 

There is unbalanced water distribution caused by over utilization in unmetred areas as well as 

system capacity; 

There is over consumption (About 10MI/d due to non-metering, loss of income is estimated at 

R30 000 per day); 

Loss of income due to non-payment is about 5Ml/d or R15 000 per day; 

Service below RDP standard is at 23%; 

Communities that rely on boreholes complain about boreholes that are not working; 

Daily water supply interruptions are common in more that 75% of the wards; 

Some households in Wards 2, 11, and 16 still have to travel more than 200m to access water; 

Two Clinics, one in Ward 9 and the other in Ward 11 do not have piped water; 

Two schools in Ward 8 and one in Ward 12 do not have toilets; 

Delays in the approval of technical reports by DWA; and 

Cost recovery and the non-payment of services. 

Management supply problems affect water in the Selwane/Nondweni Water Scheme. 

Sanitation infrastructure in Phalaborwa Town needs to be upgraded in order to accommodate 

new developments 

B5.3 Electricity/Energy 

The National Electricity Regulator has licensed the Municipality to supply electricity within the 

boundaries of the old Phalaborwa area. ESKOM is the license holder within the Municipality for all 

the out-laying areas, which includes Namakgale, Lulekani, and all the villages such as Makhushane, 

Selwane, Nondweni, etc. 

109

The table below gives an indication of the backlog with regard to electrification within the 

Municipality’s area of jurisdiction. 

Table B.38: Electricity backlog 

Priority 

Village 

1 Selwane, Mahale 

Nondweni, Prieska 

Type of connection 

Grid Non-grid Post conn Total no of units 

3 Gravelotte 276 276 

110 

1050 

6 Makhushane 1650 1650 

7 Kurhula 

Lulekani 

500 500 

10 Maseke 100 100 

11 Matiko-Xikaya 700 250 

Total 3956 3826 

Source: Ba-Phalaborwa Energy Forum, 2011 

According to STATS SA figures, the municipality has 2 780 households (i.e. 8.2% of municipal 

households) that do not have electricity. 

The following table shows energy usage per energy source by households. 

Table B.39: Energy usage per energy source by households 

ENERGY SOURCE ENERGY USAGE 

COOKING HEATING LIGHTING 

Electricity 20 315 (60.1%) 20 353 (60.1%) 31 012 (91.8%) 

Gas 320 (0.9%) 149 (0.4%) -

Paraffin 2 684 (7.9%) 1 741 (5.2%) 182 ((0.5%) 

Candles - - 2 541 (7.5%) 

Wood 10 413 (30.8%) 11 285 (33.4%) - 

Coal 60 (0.2%) 60 (0.2%) - 

Animal Dung - - - 

Solar - - - 

Other - 203 (0.6%) 58 (0.2%) 

Total 33 792 33 792 33 792 


Although 91.8% of the municipal population (in households) has access to electricity (and do use 

electricity for lighting), only 60% use electricity for cooking and heating. Wood is used as an 

alternative source of energy for cooking and heating (used by about 33% of the population). The 

wide spread use of wood constitutes a grave danger to the environment as the aggressive denuding 

of the natural bush is evident over large areas. One of the main thrusts of the electrification 

campaign was to drastically reduce the dependence of the poorer sections of the population on the 

use of firewood as a source of cooking energy. From observation this has had very little impact on 

the use of wood and it would seem that a lot more intense use of electricity will have to be made 

before any significant reduction in the present rate of deforestation will be evident. The anticipated 

increases in electricity tariffs will increase the percentage dependant on firewood for heating and 

cooking. The Municipality may have to investigate the use of another energy source, such as solar, as 

an alternative to both electricity and firewood. 

Electricity Supply in Phalaborwa Town 

The Phalaborwa network supplies the town business, commercial, industrial and residential areas 

and has approximately four thousand connections varying from normal residential connections to 

three phase LV business connections to 11kv bulk supplies to large consumers. The Phalaborwa 

electricity distribution network is in dire need of reinforcement and refurbishment. A large 

percentage of the 11kv switchgear and transformer equipment has been in constant service for 

over 40 years. Some 11kV circuit breakers no longer meet modern safety requirements and in fact 

111

are positively dangerous to operate under certain fault conditions. Some of the mechanisms are 

inconsistent and erratic in their speed of operation, probably due to mechanical wear, with the 

result that the performance of the protection systems is not reliable. The redundant capacity of a 

number of 11 kV cable ring supplies are no longer capable of meeting the increased loads placed 

upon them during fault conditions. There are a number of faults scenarios which, should they 

occur, will result in a severe and prolonged curtailment of electricity supply to large areas of the 

town, including the central business district and industrial area. Furthermore, the capacity to 

transfer sufficient power from the Selati main in-take substation is not adequate during periods of 

heavy loading should one of the present lines be lost. The line feeding the whole northern area is 

critical and needs to be augmented by means of an additional line. 

The increased demand for electricity over the past number of years is set to continue and the point 

has been reached where significant parts of the network are no longer able to ensure a reliable 

supply. There is therefore a definite and urgent requirement for selective up grading of the network 

as well as ongoing refurbishment and replacement of ageing and obsolete equipment. 

Street Lighting 

The present situation regarding public lighting within the area of jurisdiction of the Ba-Phalaborwa 

Municipality for the main towns is as follows: 

Phalaborwa Town 

All streets in both the business and residential areas are well lit using roadside luminaries ranging 

from 125-watt mercury vapour lamps to 250-watt high-pressure sodium lighting. The sport stadium 

is also fully equipped with flood lighting. There is however a major part of the main thoroughfare to 

the Kruger Park Gate, namely Hendrik Van Eck road which does not have street lighting. 

Namakgale 

A total 7.7km of roads within the township is equipped with roadside lighting of good quality. In 

addition there are a total of 41 highmast lights spread throughout the township, which gives 

acceptable area coverage. The sport stadium is equipped with flood lighting. However, there are 

still a number of roads that need to have roadside street lighting installed. 

112

Lulekani 

A total of 9.75 km of roads within the township has roadside street lighting installed together with 

7 high mast lights providing area lighting. The sports stadium is also equipped with flood lighting. 

At a number of identified dangerous intersections street lighting has been installed on an ad-Hoc 

basis. There are however many areas, which need to have lighting, installed. 

Out Laying Villages 

With regard to the out laying villages of the municipal area, street lighting is non-existent. Some of 

these villages have not as yet been electrified and therefore no street lighting can be installed. 

Solar-based highmast lighting may be a solution. 

Table B.40: Number of households without electricity per Ward 

1 

Ward Area/Location No. of Households Estimated cost 6 

Nyakelang 4 225 2250 

2 Selwane 89 890 

10 Boelang 100 1.000 

Maseke/Mashishimale 

R1 492 4.920 

Gravelotte 392 3.920 

11 Maune 11 110 

6 Estimations at R10 000, 00 per Household 

Ntswelemotse 41 410 

Kananana 509 5.090 

Garden View 580 5.800 

113 

R’000

Ward Area/Location No. of Households Estimated cost 6 

Tipeng 69 690 

Boelang & Tselang 

Gape 500 500 

14 Namakgale Zone 2 1 100 111.000 

15 Makhushane 280 2.800 

16 

Source: Electricity Department 2009 

Key issues with regard to electricity supply: 

Maseke 81 810 

Kurhula / Pondo / 

Mlambo 84 840 

Total 7355 73.550.000 

Lack of street/area lighting in the rural areas promotes crime; 

Highmast lights are not properly maintained; 

Rates income not enough to cover both capital and operational costs; 

114 

R’000 

LAP information reveal that there are three schools, two in Ward 4 and 1 in Ward 11 that do not 

have electricity; 

Wards 2, 8, 12, and 13 complain about power cuts by the supplier without prior warnings; 

Electricity easily cuts-off during windy and rainy days; 

Cable theft, particularly in Wards 9 an 16, is a serious concern to electricity users; 

There is an urgent need for refurbishment of old network in Phalaborwa in order to attract 

investment.

B5.4 Waste Management 

The Municipality is providing waste management services to 22 553 households of its total 

households of 33 793. The number represents 67% of the total households in the Municipality that 

receives the services. The following areas are serviced on weekly basis: 

• Phalaborwa 

• Namakgale 

• Lulekani 

• Gravelotte 

• Mahishimale R1, R2, R3 

• Mandela Village (Namakgal 

Waste Management Backlog in the Municipality 

The solid waste management backlog is standing at 11 240 which represents 33% of the total 

households without the service. The Municipality has a five (5) year plan to extend the service to all 

the rural areas in the Municipal area. The following table represents the waste management backlog 

in the Municipal area: 

Table B.41 

Five Year Plan Area Number of Households Percentage 

2009/10 Matiko Xikaya & Humulani 2 673 8% 

2010/11 Selwane, Prieska, Nondweni, 

Silonque, Grietjie 

115 

2 873 9% 

2011/12 Makhushane 2 383 7.5% 

2012/2013 Kurhula, Maseke & Boyelang 3 311 8.5% 

Total 11 240 33%

Key Issues with regard to Waste Management 

• Ageing infrastructure. 

• Inadequate staffing. 

• Land claims in the Phalaborwa dumping site. 

• Licensing of new landfill site. 

• Rehabilitation and closing of Namakgale, Lulekani and Phalaborwa landfill sites. 

Waste Management Recycling 

The Municipality is able to recycle 20% of its waste in the Phalaborwa dumping site. The percentage as it is 

currently is very low. The challenge with recycle is the distance from Phalaborwa to Gauteng where waste 

recycle materials are sold and the lack of transport thereof. 

Other recycling in the Municipality is done by private companies in the Phalaborwa Industrial area. They 

receive most of their recyclables from the local mines and industrial factories. Sorting of recyclables is done 

in the yard as well as outside the yard. 

B5.5 Housing 

Ba-Phalaborwa Municipality is not a housing authority. The table below presents an overview of the 

housing situation in the municipal area over the years. 

Table B.42: Housing delivery, 2002/03 to 2007/08 

Year Allocation Delivery % Delivered 

2002/03 800 486 60.75 

2003/04 720 682 94.72 

2004/05 561 161 28.7 

2005/06 385 385 100

Year Allocation Delivery % Delivered 

2006/07 300 300 100 

2007/08 No new allocation 

(Except for 223 

Blocked housing 

units) 

2008/09 623 (300 rural and 

323 urban – 

Namakgale) 

Source: Department of Local Government and Housing 

Table B.43: Types of dwellings for households 

179 80.27 

TYPE OF DWELLING NUMBER OF HOUSEHOLDS % OF HOUSEHOLDS 

House or brick structure on a 

separate stand or yard 

Traditional 

dwelling/hut/structure made of 

traditional materials 

29 780 88.1% 

1 183 3.5% 

Flat in block of flats - - 

Town/cluster/semi-detached 

house 

217 0.6% 

House/flat/room in backyard 116 0.3% 

Informal dwelling/shack in 

backyard 

Informal dwelling/shack NOT in 

backyard (e.g. in an 

informal/squatter settlement) 

Room/flatlet not in backyard 

but on a shared property 

302 0.9% 

58 0.2% 

566 1.7% 

117

TYPE OF DWELLING NUMBER OF HOUSEHOLDS % OF HOUSEHOLDS 

Caravan or tent - - 

Private ship/boat - - 

Workers hostel (bed/room) 1 570 5.0% 

Other - - 

Total 33 792 100% 


Based on the above information, the housing backlog in the municipal area is estimated at 4 012, which is 

about 11.9% of the household population. This figure is arrived at by regarding any other type of 

dwelling which is not a house or brick structure on a separate stand or yard as a substandard dwelling 

type for a formal household. Some of the households with access to a house or structure on a separate 

stand may be exceeding the average household size of the municipality (which is at 3.8 people per 

household). It is evident from the table below that more than 50% of the households with access to a 

house or brick structure on a separate stand or yard have an above average household size. That may 

imply more housing needs in the near future. 

Table B.44: Household size per type of dwelling: 

TYPE OF 

DWELLING 

House or brick 

structure on a 

separate stand 

or yard 

Traditional 

dwelling/hut/str 

ucture made of 

traditional 

materials 

Flat in block of 

flats 

01 02 03 04 05 06 07 08 09 10+ Total 

5 134 5 352 3 858 5 026 4 026 2 797 1 266 851 754 716 29 780 

333 173 238 155 116 54 - 57 57 - 1 183 

- - - - - - - - - - - 

118

TYPE OF 

DWELLING 

Town/cluster/se 

mi-detached 

house 

House/flat/roo 

m in backyard 

Informal 

dwelling/shack 

in backyard 

Informal 

dwelling/shack 

NOT in backyard 

(e.g. in an 

informal/squatt 

er settlement) 

Room/flatlet not 

in backyard but 

on a shared 

property 

01 02 03 04 05 06 07 08 09 10+ Total 

62 64 92 - - - - - - - 217 

- - - - - 59 - - 57 - 116 

121 61 - - 120 - - - - - 302 

58 - - - - - - - - - 58 

504 62 - - - - - - - - 566 

Caravan or tent - - - - - - - - - - - 

Private 

ship/boat 

Workers hostel 

(bed/room) 

- - - - - - - - - - - 

1 436 74 60 - - - - - - - 1 570 

Other - - - - - - - - - - - 

Total 7 648 5 786 4 248 5 181 4 262 2 910 1 266 908 867 716 33 792 

119

Key issues with regard to RDP houses: 

• Wards 3, 4, 9, 10, and 11 complain about poor quality houses (problem areas include cracking 

walls, leaking roofs, peeling plastering, and poor foundations; 

• The housing backlog in the municipal area indicates 4500 households in the waiting list based on 

latest database registration done in 2009; 

• The Housing Audit indicated unoccupied houses in Namakgale (3), Lulekani (3), Selwane (1) and 

Gravelotte (15). 

B5.6 Roads and Transport 

The Municipality is responsible for the rehabilitation and maintenance of 310Km of municipal road. In the 

past two financial years, 9km of new roads was build. In the 2005/06 and 2006/07 financial years; R800 

000, 00 and R1 360 000, 00; respectively was allocated from operational budget to maintain the roads. In 

the same period, a total of R12 000 000, 00 from capital budget was spent to build municipal roads. Most 

of the municipal roads are still dirt roads and in bad condition. The municipality is struggling with road 

maintenance, given that there is no enough earthwork equipment. 

The table below shows the main roads in the municipal area. All the roads are provincial roads and 

therefore maintained by the Department of Roads and Transport. 

Table B.45: Main roads in the municipal area 

NAME OF ROAD DESCRIPTION CLASSIFICATION CONDITION 

R71 Phalaborwa to 

Polokwane via 

Gravelotte and 

Tzaneen 

Provincial Satisfactory 

R526 Gravelotte to Mica Provincial Satisfactory 

R40 Phalaborwa to 

Nelspruit via Mica 

R529 Western boarder. 

Links Greater 



120

Giyani to Greater 

Tzaneen 

Giyani to 

Phalaborwa via 

Letaba Ranch 

Figure B5.1 Major Roads in the municipal area 

Provincial Under construction 

(Upgrading from gravel 

to tar) 

121

Source: Draft Ba-Phalaborwa SDF 

The following are the most common needs associated with municipal roads: 

• Stormwater control and culverts 

• Regravelling 

• Street paving 

• Potholes repairs 

Each of the highlighted needs is presented separately according to location and estimated cost 

Table B.46: Backlog on Stormwater Control and Culverts 

WARD LOCATION QTY COST ESTIMATE 

1 Makhushane - Nyakelang 1 Struct. R180,000.00 

Makhushane - Haniville 2 Struct. R260,000.00 

Sub - total R440,000.00 

2 Selwane 1 Struct. R70,000.00 

Selwane - Mohale 2 Struct. R260,000.00 

Sub –total R330,000.00 

3 Namakgale Zone D 1 Struct. R50,000.00 

Sub – total R50,000.00 

4 Matiko-Xikaya 1 Struct. R130,000.00 

Sub - total R130,000.00 

5 - - - 

6 Lulekani 2 Structures R300,000.00 

Sub – total R300,000.00 

7 Namakgale - T/Mshong 1 Struct. R160,000.00 

Namakgale – Top Ville 1 Struct. R130,000.00 

122


Sub- total 290,000.00 

8 Majeje - Nanana 1 Struct. R160,000.00 

Sub – total R160,000.00 

9 Mashishimale R3 – Nkweshe 1 1 Struct. R180,000.00 

Mashishimale R3 – Nkweshe 2 

1 Struct. R130,000.00 

Mashishimale R3 - Tlapeng 1 Struct. R100,000.00 

Sub – total R410,000.00 

10 Gravelotte 1 Struct. R160,000.00 

Maseke 1 Struct. R160,000.00 

Mashishimale R1 1 Struct. R160,000.00 

Sub – total R480,000.00 

11 Makhushane - Changaan 1 Struct. R160,000.00 

Makhushane - Thlakisi 1 Struct. R160,000.00 

Sub – total R320,000.00 

12 Namakgale Zone D 1 Struct. R160,000.00 

Sub – total R160,000.00 

13 - - - 

14 Majeje 1 Struct. R160,000.00 

Sub – total R160,000.00 

15 Mashishimale R1 1 Struct. R140,000.00 

Mashishimale R2 - MPCC 1 Struct. R80,000.00 

Makhushane - Sebera 1 Struct. R160,000.00 

Sub – total R380,000.00 

123


16 Kurhula 2 Struct. R320,000.00 

Sub – total R320,000.00 

GRAND TOTAL R3,930,000.00 

The Municipality requires about four million rand (R3, 930,000.00) to address identified stormwater control 

and culverts challenges identified. Lack of proper stormwater control and culverts affect the socio- 

economic life of the municipality during rainy seasons. Amongst the services sacrificed during rainy seasons 

is schooling and hence the education of the municipal area. 

The follow table presents municipal roads, per location that need to be re-graveled 

Table B.47: Municipal roads per location that need upgrading 


1 Makhushane - Haniville 2km R4,000,000.00 

Sub - total R4,000,000.00 

2 Selwane 3km R6,000,000.00 

Sub –total R6,000,000.00 

3 Namakgale Zone A & D 4km R8, 000,000.00 

Sub – total R8, 000,000.00 

4 Matiko-Xikaya 2km R4,000,000.00 

5 - 

Humulani 2km R4,000,000.00 

Sub - total R8,000,000.00 

6 Lulekani – Far East 2km R4,000,000.00 

Sub – total R4, 000,000.00 

124


7 Namakgale - Aaron Dim 0.6km R1,200,000.00 

Namakgale – Zone E 1km R2,000,000.00 

Sub- total R3,000,000.00 

8 Majeje – Block C 2km R4,000,000.00 

Sub – total R4,000,000.00 

9 Mashishimale R3 - Tlapeng 1km R2,000,000.00 

Sub – total R2,000,000.00 

10 Gravelotte 2km R4,000,000.00 

Maseke 1km R2,000,000.00 

Mashishimale R1 1km R2,000,000.00 

Sub – total R8,000,000.00 

11 Makhushane - Maune 1km R2,000,000.00 

Makhushane - Thlakisi 1km R2,000,000.00 

Sub - total R4,000,000.00 

12 Namakgale Zone D 2.5km R5,000,000.00 

Sub – total R5,000,000.00 

13 Namakgale Zone C 2.5km R5,000,000.00 

Sub – total R5,000,000.00 

14 Namakgale Zone B 3km R6,000,000.00 

Majeje 2km R4,000,000.00 

Sub – total R8,000,000.00 

15 Mashishimale R1 - Phatamas 3km R6,000,000.00 

Mashishimale R2 - Mchongol 2km R4,000,000.00 

125


Makhushane - Patamedi 1.5km R3,000,000.00 

Sub – total R13,000,000.00 

16 Kurhula 2km R4,000,000.00 

Pondo 2km R4,000,000.00 

Sub - total R8,000,000.00 

GRAND TOTAL R291,000,000.00 

The Municipality has over 46.1km or dirt road to regravel at an estimated cost of R38, 675,000.00. 

regravelled roads are expected to improve mobility and access to various places and enhance socio- 

economic activities. 

There are certain priority roads, especially in high population concentration points (municipal growth 

points) that need to be upgraded from gravel to paved roads. The table below presents streets that are 

earmarked for paving. 

Table B.48: Streets earmarked for paving per location 

WARD LOCATION QTY COAST ESTIMATE 

1 Phalaborwa Extension 5 3km R3, 450,000.00 

Sub - total R3, 450,000.00 

2 - - - 

3 Namakgale Zone A & D 3km R3, 450,000.00 

Sub – total R3, 450,000.00 

4 Matiko-Xikaya 1.8km R2, 070,000.00 

Humulani 0.8km R920,000.00 

Sub - total R2, 990,000.00 

126


5 Phalaborwa - Bataleur 0.5km R425,000.00 

Sub-total R425,000.00 

6 Lulekani – CBD 1km R1, 150,000.00 

Sub – total R1, 150,000.00 

7 Namakgale – Zone C 1km R1, 150,000.00 

Sub- total R1, 150,000.00 

8 Majeje – Block C 1.7km R1, 955,000.00 

Sub – total R1, 955,000.00 

9 - - - 

10 Gravelotte 2km R2, 300,000.00 

Sub – total R2, 300,000.00 

11 - - - 

12 Namakgale Zone A&D 3km R3, 500,000.00 

Sub – total R3, 500,000.00 


Sub – total R1, 150,000.00 


Sub – total R2, 300,000.00 

15 - - - 

16 - - - 

GRAND TOTAL 20.8km R23, 820,000.00 

127

The streets prioritized for paving in the population concentration points, as per the table above, are 

expected to improve access to government and other services. To achieve this objective, the Municipality 

has to pave about 21km of streets at an estimated cost of R24, 000,000.00. 

The table below shows Municipal roads that need maintenance (potholes repairs) 

Table B.48: Streets per location that need maintenance (Potholes Repairs) 


1 Phalaborwa - CBD 

R112,000.00 

Sub - total R112,000.00 

2 - - - 

3 Namakgale Zone A & D 

R63,000.00 

Sub – total R63,000.00 

4 Matiko-Xikaya 

R8,400.00 

Sub - total R8,400.00 

5 Phalaborwa - Bataleur 

6 Lulekani 

R112,000.00 


R63,000.00 

Sub – total R63,000.00 

7 Namakgale – Zone C 

8 Majeje 

R14,000.00 

Sub- total R14,000.00 

R7,000.00 

Sub – total R7,000.00 

9 - - - 

10 Gravelotte 

R8,400.00 

128


Maseke - Boelang 60m 2 

R8,400.00 

Sub – total R16,800.00 

11 Makhushane – Main Road 120m 2 

R16,800.00 


12 Namakgale Zone A&D 150m 2 

R21,000.00 

Sub – total R21,000.00 

13 Namakgale Zone B&C 150m 2 

R21,000.00 

Sub – total R21,000.00 

14 Namakgale Zone B 180m 2 

Majeje 20m 2 

R25,200.00 

R2,800.00 

Sub – total R28,000.00 

15 Mashishimale - Maune 40m 2 

R5,600.00 

Sub – total R5,600.00 

16 - - - 

GRAND TOTAL 3,490m 2 R488,600.00 

Public Transport 

The table below presents modes of transport in the municipal area. 

Table B.49: Percentage population utilizing different modes of transport 

Mode of Transport Number utilizing transport mode % Utilizing the 

Transport Mode 

Foot/bicycle 45 577 34.7% 

Private 12 527 9.5% 

Bus 6 144 4.7% 

129

Taxi 7 405 5.6% 


Total 131 485 100% 

The Development Partnership, 2008 

The majority of people in the Municipal area do not own and use private transport. They rely on public 

transport to commute in and out of town on a daily basis. However there is no link between taxi and bus 

services as the two measure forms of public transport. There is a need for an inter-modal public transport 

system. This will require integrated bus and taxi ranks at strategic points in the municipal area. The other 

concern raised in the 2006/07 IDP review was the roadworthiness of the buses used to transport 

commuters. The buses have since been replaced by 22 brand new ones. This is a major contribution 

towards bettering the lives of people. 

Rail Transport 

Rail infrastructure in Ba-Phalaborwa is under utilised. The table below captures rail utilisation and cargo 

distribution from Ba-Phalaborwa: 

Table B.50: Rail utilisation and cargo distribution 

Rail Utilisation Cargo Source Cargo 

Distribution 

Areas 

Capacity 12 Megatons per 

annum (Mton/a) 

Mostly 

Phalaborwa 

Town 

Richardsbaai 

Sasolburg 

Broodsnyers 

Plaas 

Accessible Ports 

Maputo 

Richardsbaai 

Durban 

(International 

Capacity) 

Utilisation 8 Mton/a Bottle neck 

between 

Hoedspruit & 

Maputo 

130

Spare Capacity 4 Mton/a 

90% of wagons to Phalaborwa are 

empty 

Air Transport 

There is one airport in the Municipality. The airport only accommodates small air crafts, but proves to be 

useful to the local mines and other businesses. There is a need to improve the airport and number of flights 

in order to add value to the tourism sector in the area. 

Key issues, with regard to roads and transport: 

There is a need to upgrade existing roads; 

The Giyani - Phalaborwa and Eiland - Letaba Ranch roads have the potential to boost tourism in the 

area. 

Road maintenance is not satisfactory because of lack of enough equipment. 

The capacity by the Municipality to upgrade and maintain roads. 

The current rail link and service out of Phalaborwa is also inadequate to support the potential for 

magnetite beneficiation 

The air flights schedule for Phalaborwa Airport is not that responsive to the needs of the people who 

use the service. The Airport only offers afternoon flights; there are no morning flights from Phalaborwa 

and to Phalaborwa. 

B5.7 Thusong Service Centres 

The Municipality does not have a functional Thusong Service Centre (TSC). Mashishimale and Ben-Farm 

MPCCs / TSCs are not functional - given that there are no services rendered at the centres. The South 

African Social Security Agency (SASSA) and the South African Police Service (SAPS) are the only sectors that 

actively provide periodic services in the two centres. 

People living in and around the operational areas of Mashishimale and Ben-Farm TSCs do receive various 

forms of government services. The services include primary health care, traditional authority services, etc. 

131

in addition to security services and social grants. The challenge is that service delivery happens in a 

disintegrated manner and may not be sustainable. The Municipality is a process to revitalize both centres 

and officially launch them as second generation MPCCs or TSCs. 

The Municipality has built a TSC at Selwane. The TSC is complete and is expected to be officially launched 

by the Office of the Premier in April 2011. The TSC will house the following government departments, 

Home Affairs, Sassa, Agriculture, and Social Development, SAPS, SA Post Office and the Selwane Traditional 

Authority offices. There are still office spaces to accommodate more government departments. 

Key issues with regard to TSCs: 

The Mashishimale TSC needs to be revitalized; 

The Ben-Farm TSCs also needs to be revitalized; 

SelwaneTSC still to be officially launched by Office of the Premier. 

B5.8 Libraries 

The Municipality manages four fully established community libraries based in Phalaborwa, Gravelotte, 

Namakgale and Lulekani. The Municipality provides mobile library service (school/community library) to 

Mashishimale. The services are rendered at Lebeko and Makikele High Schools, respectively. Selwane 

library is complete and operations are at the pilot stage. 

Backlogs 

The following areas need library infrastructure in order for the Municipality to achieve the objective of 

increased access to library services: 

Mashishimale, 

Majeje, 

Makhushane, 

Maseke and 

Humulani/Matiko-Xikaya. 

132

Phalaborwa Library needs to be extended to include children’s section, a study hall, three offices, 

storeroom, and activity room. The extension will help the main library to support branch libraries. 

Table B.51. A synopsis of library services rendered in the municipal area 

Name of Library Ward Location Services Rendered 

Phalaborwa Town 

Library 

Leboneng Library 14 Namakgale 

Rixile Library 6 Lulekani 

Lebeko High School 

Library 

Makikela High School 

Library 

1 Phalaborwa Town Internet service (Phalaborwa only); 

9 Mashishimale 

2 Selwane 

Gravelotte Library 10 Gravelotte 

Tourist information (Phalaborwa only); 

Online public access library 

catalogue(Phalaborwa, Namakgale and 

Lulekani); User education 

Study space 

Advisory service to school libraries (at 

request) 

Community outreach programmes (all 

libraries) 

There is a need to enhance current municipal IT infrastructure to ensure that library services are able to 

achieve the objective of bridging the digital divide through library IT services. Gravelotte library and 

Mashishimale mobile library need IT network infrastructure to facilitate access to planned electronic 

information resources and for general library services administration. The five seconded library officials 

from the Limpopo Department of Sport, Arts and Culture have enhanced library service delivery. 

The table below presents statistics on the distribution and use of community libraries within the municipal 

area for the 2008/09 financial year. 

Table B.52: Library statistics: July 2008 – June 2009 

Activity Phalaborwa Leboneng Rixile Gravelotte Mashishimal 

e 

Selwane Total 

Membership 10537 1679 1127 15 450 87 13895 

133

Activity Phalaborwa Leboneng Rixile Gravelotte Mashishimal 

e 

Circulated 

items 

Tourist 

community 

information 

Reference / 

reader 

guidance 

Internal 

users 

New 

information 

resources 

Service 

income 

Selwane Total 

101068 20978 5453 1250 4312 2461 135522 

15768 16725 3934 135 216 189 36967 

30832 20323 5745 221 6894 546 64561 

46320 63597 41491 841 1941 11041 165231 

4259 2055 1912 1081 1761 1934 13002 

R54 968 R15 

889.50 

Key issues with regard to libraries: 

R11 

385,50 

R345,00 R250,00 R18,00 R82 

856,00 

Libraries need to be within walking distance to ensure that increased access to library services; 

Improved library services through IT infrastructure to enhance the objective of bridging the digital 

divide; 

Lack of resources makes it a challenge to maintain and upgrade current service levels and 

infrastructure; 

There is a need to ensure public participation in community library service delivery through 

sustainable library and information service committee; 

Lack of libraries and/or information centres makes it difficult for people to access government services 

and information that they are entitled to; 

134

There is a need for public participation in community library service delivery through establishing a 

library and information service committee; 

Improved collection development management to ensure library information resources continuously 

responds to the changing information needs for socio-economic development in the Municipality; 

Training and development of personnel to improve service standard levels as well as increased 

utilisation of all libraries; 

Finalisation of the library personnel structure to increase its capacity to deliver services; 

Improved relations with the Provincial Library Services and Palabora Foundation as key stakeholders in 

the development of library services. 

B5.9 Recreational Facilities 

Current sporting codes include golf, tennis, long distance running, squash, netball, cricket, soccer, long 

distance swimming, basketball, shooting, snooker, darts and rugby. The table below presents formalised 

sports infrastructure in the Municipal area in the municipal growth points. 

Table B.53: Formalised Sports infrastructure per municipal growth point 

Town Tennis 

court 

Soccer/Rugby field Swimming pool Athletics track 

Gravelotte - - - - 

Selwane - - - - 

Lulekani 2 1 - 1 

Namakgale - 1 - 1 

Phalaborwa - 3 - - 

Total 2 5 0 2 

Source: Municipality, 2004 

135

Sports infrastructure is concentrated within the Phalaborwa Urban Complex, namely, Phalaborwa, 

Namakgale and Lulekani. There are no recreational facilities in outlying areas, such as Selwane and 

Gravelotte. 

The condition of existing sports facilities is not satisfactory and therefore there is no value addition to 

tourism in the area. The Municipality has to increase both the quantity and quality of sports infrastructure 

in order to attract national and international events to the area and benefit local tourism. 

Phalaborwa 

The Impala Park, along with privately owned initiatives such as Hans Merensky club, provides sufficient 

sporting facilities to cater for the current population of the town and the various activities currently 

prevalent. The park is well maintained. 

Lulekani 

Lulekani stadium provides a well-developed infrastructure relatively suitable for large sports events, social 

gatherings and meetings. The soccer field and the athletics track are well maintained, although not up to 

international standards (in terms of size and pitch layout). The tennis and netball courts are currently being 

upgraded by Foskor. As soccer is the prevalent sport of choice, a number of areas have been graded to 

serve as practice areas. These areas, however, need to be formalised. 

Namakgale 

The Namakgale stadium has areas for soccer and athletics that are not convenient. Infrastructure for other 

sporting codes, that was previously provided, has fallen into disrepair as a result of non-use and insufficient 

funding for maintenance. The municipality planned to do renovations and built an indoor sports centre at 

the stadium through the NDPG grant. A contractor was appointed to commence with the renovations and 

the construction of the indoor sports centre, however the project was not approved by the National 

Treasury (NDPG). The municipality will in the meantime regularly do maintenance on the stadium until 

funding is secured to do the renovations and construction of the indoor sports centre. 

136

Gravelotte and Selwane 

There are no formalised sporting facilities in the Selwane and Gravelotte areas except for poorly 

maintained and under-utilised soccer pitches. There is a need to provide these population concentration 

points with recreational facilities. 

Rural Areas: 

The provision of sporting facilities is virtually non-existent in the rural areas. Basic soccer fields provided 

by the communities are insufficient in both quantity and quality, and do not meet the needs of the 

communities. Schools do not have sport fields and hence learners are denied their right to participate in 

sporting activities. 

Key issues with regard to sports infrastructure and activities: 

Sports is not properly marketed; 

Obtaining land and developing facilities across the area on an equitable basis, and prioritized according 

to needs; 

Sports council is not fully representative of all the sporting codes; 

There are no long term plans for sports development; 

Limited budget set aside for sports activities. 

B5.10 Health Facilities 

There are two hospitals in the municipal area, one in Phalaborwa town and another in Namakgale 

(Maphutha L Malatji Hospital). The Phalaborwa Hospital has been reduced to the status of a health centre. 

The current arrangement has put more strain on the Maphuta Hospital. There is a need to improve the 

quality of health facilities in order to accommodate the needs of tourists within the area. The nearest 

health facility that offers specialists’ services is Letaba Hospital and the Medi-Clinic in Greater Tzaneen 

Municipality. 

The table below presents the number of beds, occupancy rate and staff availability in the local health 

facilities. 

137

Table B.54: Number of beds, occupancy rate and staff availability in the local health facilities 

INDICATOR NO% REMARKS 

Number of beds 117 

UBUR 57.6% Occupacy is kept low due to limited 

capacity in Phalaborwa Health 

Centre, which is temporarily used for 

Maternity patients. Maphuta Malatji 

Maternity ward is under 

construction. 

Doctors: Permanent 9 1 terminating end of February 2010 

Doctors: Part time 5 

Doctors: Community Service 1 

Professional Nurses 62 Inclusive of Nursing Manager 

Staff Nurses 21 

Nursing Assistants 50 

Source: Dept. Health, 2010 

The Clinix group has acquired Phalaborwa Hospital and converted it into a private clinic. The clinic has not 

yet been officially opened to service the community. It is hoped that the private clinic will assist in 

improving health services in the municipal area. The improved health services will assist the Municipality’s 

intention to attract investors and professionals into the area. 

The table below shows the number of clinics per Ward, the level of service rendered and the estimated 

population served by each clinic. 

Table B.55: Number of clinics, level of service rendered and estmated population served 

WARD LOCATION NUMBER OF 

CLINICS 

1 Phalaborwa 1(Phalaborwa Bus 

stop) 

LEVEL OF SERVICE 

RENDERED 

ESTIMATED 

POPULATION 

SERVED 

PHC 14 243 

138

WARD LOCATION NUMBER OF 

CLINICS 

2 Selwane 2 

Selwane 

Mahale 

LEVEL OF SERVICE 

RENDERED 

PHC 

PHC 

ESTIMATED 

POPULATION 

SERVED 

1 867 

5 356 

3 Namakgale 1 (Namakgale A) PHC 7 479 

4 - - - - 

5 - - - - 

6 - - - - 

7 Namakgale 1 (Namakgale B) PHC 22 140 

8 Humulani 1 (Humulani) PHC 19 554 

9 - - - - 

10 Murchison Mine 1 (Murchison 

Mine) 

Step-Down health 

facility 

1 429 

11 Makhushane 1 (Makhushane) PHC 12 408 

12 - - - - 

13 - - - - 

14 Ben-Farm 1 (Ben-Farm) PHC 8 501 

15 - - - - 

16 Lulekani 1 (Lulekani CHC) PHC 25 376 

total 10 clinics 119 714 

Source: Department of Health 

The above table shows that 119 714 people out of a total population of 127 304 have access to health 

services through clinics in their wards. Although the picture painted here is that 94% of the municipal 

population has access, there are still challenges with regard to distances that residents have to walk to the 

nearest health facility as well as the standard of services rendered in the facilities. 

139

There are three mobile teams serving the mobile points in the Municipality. The Mobile service points 

have structures and are situated at Mashishimale Nkoana, Mashishimale Moshate and Maseke Moshate , 

with populations of 7 419; 4 102; and 6 988, respectively. Serious illnesses that are prevalent in Ba- 

Phalaborwa are HIV/AIDS, tuberculosis (TB) and Malaria. Out of the 2 019 people tested for HIV/AIDS in 

2000, almost 35 % were HIV positive. 

Malaria 

The prevalence of malaria in the area is a threat to tourism. The table below presents recorded malaria 

cases for Limpopo per district between January 2005 and January 2009: 

Table B.56: Malaria cases for Limpopo per district between January 2005 and January 2009 

District 2005 2006 2007 2008 Jan. 2009 

Mopani 652 2 121 699 1 036 16 

Capricorn 54 54 71 47 1 

Sekhukhune 13 60 54 46 - 

Vhembe 2 545 4 283 2 399 3 739 73 

Waterberg 197 234 92 112 3 

Source: Department of Health and Social Development Malaria Control 

Mopani District Municipality comes second in the Province with regard to reported malaria cases. The table 

below presents monthly statistics for Ba-Phalaborwa Municipality. 

Table B.57: Monthly malaria cases in Ba-Phalaborwa Municipality between January 2005 and January 

2009 

Month 2005 2006 2007 2008 2009 

January 28 99 22 36 7 

February 13 93 11 61 

March 16 47 9 25 

April 27 32 33 8 

May 11 17 11 18 

140

June 7 7 0 14 

July 1 5 2 1 

August 1 13 6 2 

September 23 14 33 27 

October 15 15 39 25 

November 13 32 7 7 

December 34 44 24 5 

Total 189 418 197 229 7 

Source: Department of Health and Social Development Malaria Control 

Social Grants 

With respect to welfare, Ba-Phalaborwa Municipality has the Christelike Maatskaplike Raad (CMR) based at 

the Dutch Reformed Church in Phalaborwa town, the Maroela house which serves as a house of safety for 

abused women and children. The number of people receiving social grants, as provided by the Lulekani 

office, is presented in Table below. The figures for the Disability Grant and the Child Support still needs to 

be confirmed since these figures do not seem realistic taking into consideration the monthly amounts paid 

for these grants 

Table B.58: Number of people receiving social grants, 2004 

Type of Grant Number of people Amount Rand value 

Old Age 4292 780 3 347 760 

Disability 2040 780 1 591 200 

Veteran (war) 4 780 3 120 

Granting Aid 48 180 8 640 

Foster Care 604 500 302 000 

141

Type of Grant Number of people Amount Rand value 

Child Support 21 749 180 34 943 220 

Dependency Grant 

(disabled under 18) 

Source: Department of Social Development 

Key Issues with regard to health and welfare: 

221 780 172 380 

Increasing number of people dependent on social grants, in particular the child support grant; 

Need for reducing incidences of malaria, diarrhea and other diseases; 

Need for developing and maintaining up-to-date databases at all health centres and linking this with 

the IDP office in the Municipality; 

Shortage of health facilities, coupled with low staff retention and high staff overload. 

B5.11 HIV/Aids 

It is recorded that serious illnesses that are prevalent in the Ba-Phalaborwa Municipality are HIV & AIDS, TB 

and Malaria. The connection between TB and HIV & AIDS cannot be overemphasized. 

The current District prevalence rate is at 25.2% which represents an increase from the previous rate of 

23.8%. However, the local prevalence rate is not yet known. These points to the fact that as a 

municipality, we have to do more to contribute towards the reduction of the prevalence rate by 5%, and 

also develop programmes to reduce the infection rate. In keeping with the NSP 2007-2011, all efforts are 

being made to reduce the HIV incidence rate by 50% by 2011. 

To this end, we have prevention programmes run by different stakeholders providing HIV & AIDS related 

services. The Ba-Phalaborwa Comprehensive Care, Management, Treatment and Support Programme, 

managed by Phelang, covers areas which include Mashishimale, Majeje, Namakgale, Humulani, Gravelotte, 

Selwane, Mahale, Prieska, Buyela, Nondweni, and Phalaborwa workplaces. 

142

Community Radio Station Educational discussions are also conducted, which include topics like positive use 

of male condoms and femidoms (female condoms), importance of VCT, abstinence, etc. Other 

stakeholders in the Local AIDS Council, which include sector departments, are doing more in their 

respective fields to respond to the pandemic. Programmes include: 

Awareness Campaigns like World AIDS Day, 

Candlelight Memorial, 

TB Awareness, 

Awareness in High Transmission Areas (HTA’s), E 

ducation and Training, 

School visits. 

ARV sites that provide treatment, care and support. 

Khanyisa Clinic – MPL Malatji; 

Lulekani Health Centre and 

Phelang Community Centre. 

Challenges on HIV/Aids treatment 

Self referred clients without relevant documents, 

Accessing the services very late, 

Self de-registration after commencement of the treatment, 

Individual ill-discipline, 

Substance abuse by clients on ARV’s. 

The Municipality is in partnership with other organizations and individuals, including other Municipalities. 

Through the Centre for Municipal Research and Advise (CMRA) and SALGA, the Municipality is 

mainstreaming HIV & AIDS in service provision. This is based on the understanding that HIV & AIDS is not a 

health issue but a developmental challenge facing Local Government, hence the involvement of SALGA. 

The SALGA Country Guide and the DPLG Framework assist municipalities to mainstream HIV & AIDS into all 

municipal services. The Municipality is also in the process of partnering with other municipalities like 

Greater Tubatse Municipality, Greater Tzaneen Municipality and Intsika Yethu (Eastern Cape) in developing 

143

the HIV & AIDS Municipal Strategy, HIV & AIDS Workplace Programme and Ward AIDS Councils 

respectively. 

Through the Local AIDS Council, the municipality will be able to respond appropriately to the scourge of HIV 

& AIDS and consequently reduce the HIV incidence rate through focusing on the priority areas identified in 

the NSP 2007 – 2011. 

The strength of the current response for our Municipality is that all interventions are beginning to have the 

requisite political and management support. 

Community Drop-In Centres 

Drop in centres have been established in communities with the aim of caring for orphans and vulnerable 

children, particularly as a result of HIV/AIDS. The orphans in the centres are between 3 and 18 years of age. 

The table below shows the caregiver-orphan ration per centre 

Table B.59: Caregiver – orphan ratio per centre 

NAME OF CENTRE NUMBER OF 

ORPHANS 

Tswelopele 

(Makhushane – Maune) 

NUMBER OF CARE 

GIVERS 

252 12 1:21 

Mashishimale (Tshubje) 155 11 1:14 

Lesedi 107 10 1:11 

Makhushane 182 10 1:18 

Majeje 97 7 1:14 

Maseke 125 12 1:10 

Total 918 62 1:15 

CARE-GIVER – 

ORPHAN RATIO 

144

The Drop-In centres are funded by the Department of Health and Social Development as well as 

Phalaborwa Rotary Club. Sediba Gymnasium also offers free subscriptions to clients. Some of the centres 

do not have proper buildings from which to practice their care-giving chores. The established centres are 

not sustainable given that the care-givers work on voluntary basis. 

Other strategies employed to fight HIV/AIDS 

A team of 30 young females conduct home visits on a regular basis to educate families and the youth on: 

• Sexually Transmitted Infections (STIs); 

• The importance of knowing one’s health status; and 

• The use of condoms 

Taverns in Namakgale, Majeje, Humulani, Matiko-Xikaya, Lulekani, Mashishimale, Maseke, and 

Makhushane have been identified as high transmission areas for HIV. 

Ba-Phalaborwa Municipality Drop-In-Centres 

The following table presents the Drop-In-Centres in the municipal area according to their numbers of 

orphans-and-vulnerable children and caregivers. 

Table B.60: Drop in centers in the municipal area 

DROP-IN-CENTRE No. OF 

ORPHANS 

Mashishimale 

(Tshube) 

AGE RANGE No. OF CARE- 

GIVERS 

216 6 - 18 11 20:1 

Lesedi 97 7 - 16 10 10:1 

Makhushane 

(Tshangana) 

253 5 - 18 10 25:1 

Majeje (Ben- 97 2 - 16 7 14:1 

ORPHAN:CARE-GIVER 

RATIO 

145

DROP-IN-CENTRE No. OF 

ORPHANS 

Farm) 

AGE RANGE No. OF CARE- 

GIVERS 

Maseke 144 3 - 16 12 12:1 

Tswelopele 

(Makhushane- 

Maune) 

278 6 - 12 15 18:1 

The centers perform at least the following services: 

• Provide daily nutritious meals; 

• Teach life skills to children; 

• Assist with children’s school and cultural activities. 

The following general challenges are experienced in the different centres: 

• The challenge faced is lack of funding to sustain the centre; 

• Lack of proper accommodation; 

• Lack of storage facilities; 

Key issues on HIV/AIDS: 

• 2 125 orphans and vulnerable children benefited from the HIV/AIDS programme; 

ORPHAN:CARE-GIVER 

RATIO 

• Funding is needed to support the individuals (Care-givers) who risk their own lives caring for both the 

infected and affected; 

• More stakeholders need to be brought on board in the fight against HIV/AIDS. 

146

B5.12 Educational Facilities 

Table B.61: Number and type of schools per circuit office in the municipal area 

Circuit Office Public Primary 

Schools 

Public 

Secondary 

Schools 

Combined 

Private 

schools 

Combined 

Public Schools 

Lulekani 19 7 5 1 32 

Namakgale 18 7 0 0 25 

Total 37 14 5 1 57 

Source: Department of Education 

B5.13 Special Groups 

The special groups in the municipality consist of the youth, women, child, the disable and the elderly 

people. The municipality has a desk that caters for the needs of the special groups. The desk is located in 

the Office of the Mayor. The municipality has appointed a full time coordinator to head the special groups’ 

desk. The desk is responsible for the coordination of all the activities of the special groups in the 

municipality. Special groups’ needs are projects are well captured in the IDP document and they are part of 

the IDP process. 

Key issues with regard to the special groups: 

• Unemployment 

• Access of government and municipal buildings 

• Lack skills 

• Limited economic opportunities 

• Inadequate Learnership and Internship opportunities 

The Municipality participates in the intergovernmental structures coordinated by the Mopani District 

Municipality and the Limpopo Provincial Government. The Municipality is able to raise issues with sector 

departments through the IGR structures. 

Total 

147

B6. Problem Statement 

The problem faced by the Ba-Phalaborwa Municipality is on the downscaling of mining activities as a result 

of the depleted copper body, ageing infrastructure and demand for more services . This has serious 

ramifications on the local labour force and the general economy of the area. The Municipality has to grow 

the local economy and promote job creation, whilst addressing backlogs in basic service delivery. 

B7. Recommendations 

In line with the NSDP, the LEGDS, the District Local Economic Development Plan and the Spatial 

Development Framework; it is recommended that the Municipality investigates the possibility of growing 

the tourism industry to boost the local economy. In order to achieve this strategic intent, the Municipality 

has to establish partnerships with both the public and private sectors. 

B8. Community Needs 

The Municipality held ward meetings in all the wards to identify community needs and their priorities 

for the 2011/12 financial year. 

Ward challenges identified through the above processes were confirmed during public participation 

processes in the wards. Public participation processes included, Imbizos, ward report back sessions on 

service delivery and ward reports submitted monthly in the Municipality. 

The table below presents prioritized community needs. Ward councilors played a crucial role in confirming 

ward priority needs: 

Table B.62 Community Needs as per Ward submissions 

Ward Community Needs/Challenges Location/Area Responsible Institution 

1 Water supply Makhushane – Nyakelany 1-4 Mopani/ Dwaf 

Electrification Makhushane – Nyakelang 4 ESKOM 

Formalization of settlement Makhushane – Nyakelang BPM 

Site demarcation – Makhushane 

Nyakelang 

Makhushane – Nyakelang 4 Makhushane Tribal 

148


Street maintenance -Phalaborwa 

Demarcation and fencing of 

cemetery 

Sewerage flowing through the 

community 

-Makhushane 

-Nyakelang 

BPM 

Makhushane Traditional 

Authority/BPM 

Makhushane Nyakelang BPM 

Upgrading of Haniville road Makhushane Nyakelang BPM 

Culverts Between graveyard and 

Haniville 3 

From Nyakelang 1 to 

Graveyard 

BPM 

Extension of graveyard Tipeng Makhushane 

Overhead walkway Phalaborwa Taxi Rank BPM 

Rehabilitation of Taxi rank Phalaborwa Taxi Rank BPM 

Opening of streets -Kanana 

-Tshelang Gape to Gardenview 

BPM 

Apollo lights Ward BPM 

Primary School Kanana Dept of Education 

Speed humps Ward BPM 

Community Hall Showground BPM 

Mobile Clinic Kanana Dept of Health 

Repair of toilets in graveyard Graveyard Tshangaan BPM 

Bridge Makhushane Dairy BPM 

2 Water supply Ward BPM/Mopani 

149


Water infrastructure Prieska Mopani 

Tar road Eiland to Letaba Ranch RAL 

Prieska Clinic Preiska Health 

Upgrading of cemeteries Mahale, Nondweni & Prieska BPM 

Paving and culverts Ward BPM 

Electricity Selwana Eskom 

RDP houses Ward DLGH 

High school Nondweni Education 

Renovation of Selwane stadium Nondweni BPM 

Upgrading of Selwana clinic to 

become health 

Selwane Clinic Dept of Health 

Bus stop shades Ward BPM 

Refuse removal Ward BPM 

Community Hall renovation Selwane BPM 

3 Street paving and tarring Ward BPM 

RDP Houses Ward DLGH 

Sports facilities and play ground Ward BPM 

Speed humps Magogo street 

Dikhafing road 

Mega bus/ Makhushane road 

Sono/clinic road 

Mavuso/Foskor street 

150


Site demarcation Ward BPM/DLGH 

Street maintenance Namakgale BPM 

High mast street lights Namakgale BPM 

Waste removal (Littering) Namakgale BPM 

Storm water drainage system Namakgale BPM 

High crime rate Namakgale BPM 

Upgrading of street Maphuta – Tshelang Gape BPM 

New residential sites Ward BPM 

Land for agriculture ward BPM 

Illegal Taxi Rank at Mega bus to 

be removed 

Mega bus BPM 

Graveyard Ward BPM 

Land for staff accommodation 

at clinic A 

Unhealthy Environment at 

Dekefing 

Namakgale Clinic A BPM/Dept of Health 

Namakgale Dikhefing BPM 

4 Water supply Ward BPM 

Stand pipes Matiko-Xikaya A-D 

Humulani A-C 

BPM 

Community library Matiko-Xikaya BPM 

Formalisation of Informal 

settlements 

Matiko-Xikaya Block C &D DLGH/BPM 

Illegal Dumping Ward BPM 

De-bushing crime hot spots Ward BPM 

Maintenance of streets Ward BPM 

151


Clinic Matiko-Xikaya Dept of Health 

Demarcation of new sites Humulani DLGH/BPM/Majeje 

Tribal 

Cattle grazing land Matiko-Xikaya Majeje Tribal Office 

Public Transport Humulani BPM/Taxi Association 

Water Infrastructure Matiko-Xikaya D Ext & B Ext BPM/MDM 

Opening of streets Matiko-Xikaya Block A Ext & D 

Ext 

BPM 

High School Humulani Dept of Education 

Culverts to cemetery Humalani Cemetery BPM 

Grading of streets Ward BPM 

Water shortages Humulani Clinic BPM 

Fence, Toilets & Water Matiko-Xikaya new graveyard BPM 


Satellite Police Station Ward SAPS 

Land Development (donated 

land for the clinic visiting point) 

Matiko-Xikaya BPM 

Primary School Matiko-Xikaya Block D Ext Dept of Education 


Maintenance of Lulekani to 

Matiko-Xikaya Road (road 

becoming narrow) 

Ward BPM 

VIP Toilets Ward MDM 

Boreholes for farmers Ward 

Culverts (Lulekani Old 

Graveyard) 

Boundary of Ward 6 & 4 BPM 

152


Unfinished RDP Houses (3 

houses) 

Matiko-Xikaya Block A, B, C & 

D 

Matiko-Xikaya DLGH 

Tarring or paving of road Humulani to Lulekani CBD 

road 

BPM 

Road sign (pedestrian crossing) Ward (next to all schools) BPM 

Speed humps Ward (next to all schools) BPM 

5 Water supply (pressure) High lying areas Mopani 

Electricity Network (Old 

infrastructure) 

Ward BPM 

Roads & Maintenance Ward BPM 

Sewerage Services (leakages) Ward BPM 

Refuse Removal (Dumping site) Ward BPM 

Public parks and sidewalks 

(Maintenance) 

Ward BPM 

Moving of Skukuza Ward Mopani 

Hospital Ward BPM 

Tourism Ward BPM, LEDET 

Crime Ward SAPS 

6 Poor water pressure Biko BPM 

Speed humps and pedestrian 

crossing 

Lulekani P School 

B1 Ext 

Chris Hani street 

BPM 

Culverts Lulekani Graveyard BPM 

153


Police Station street 

Lulekani Health Centre 

Paving B1 Ext BPM 

Fencing of graveyard new and 

old 

De-bushing of empty spaces and 

parks 

Lulekani graveyard BPM 

Ward BPM 

Crèche Biko East & West Department of 

Education 

Funding for Lulekani Homebased 

Care 

Thambo Section Social Development 

7 High mast street lighting Mandela village & Topville BPM 

Recreational facilities Ward BPM 

Repair and maintenance of 

Apollo light no 34,35 &40 

Ward BMP 

Grading of Sports fields Refentse and other in the 

ward 

BPM 

De-bushing Crime hot spot BPM 

Potholes Namakgale BPM 

Cleaning of streets Namakgale BPM 

High school Ward Dept of Education 

Upgrading of streets Ward BPM 

Repair of bridges/culverts Mxongo/Topville 

Namakgale E & D 

BPM 

Recreational facilities Ward BPM 

600 Houses & sites Ward Department of Housing 

154


Culverts Ward BPM 

Checking of water meters Ward BPM 

Storm water drainage Section C (From Mpholo to 

former Mayor ) 

4 Houses without sewerage 

system 

BPM 

Mshenguville BPM 

One block without water system Bosveld BPM 

Street cleaning (Illegal dumping) Ward BPM 

High School Ward Department of 

Education 

Tar road -Tambo street to Mashikinya 

to Score to Long Till/ Chicken 

farm 

-Chicken farm to Topville to 

ward 12 RDP 

-Archie’s Tavern to Mashikinya 

-Zama zama via unit E RDP 

houses 

BPM 

Sewer maintenance Zama zama Topville bridge BPM 

8 Cleaning Sports grounds Ward BPM 

Water shortage Ext C1 F BPM 

Community Library Majeje MPCC BPM 

Gravelling of road Ward BPM 

Tar road Mokoena road BPM 

Access streets Majeje section F BPM 

VIP Toilets Ward Mopani 

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RDP Houses Ward Local Government 

Graveyard digging services and 

toilets 

Site demarcation for sports 

centre 

Majeje MPCC SAPS 

Ward Majeje Tribal 

Culverts Nana/ward Eskom / BPM 

9 Water New Ext and old BPM 

Tar road Mashishimale Road R2 & R3 Mopani 

Speed hump Ward Mopani 

Fencing , water & toilets for 

cemetery 

Ward BPM 

Community Library Ward BPM 

Indoor sports centre Ward BPM 

Primary school Dept of Education 

Satellite Police Station Mashishimale SAPS 

Bridge Mohlabeng to cemetery BPM 

Tar road Makhushane Mashishimale Mopani 

Upgrading of streets ward BPM 

Infrastructure for Home based 

care 

Electricity Eskom 


Sanitation Ward Mopani 

10 Water supply Gravelotte (Water 

reticulation) 

Department of Social 

Mopani 

156


Electrification Boyelang 

Mashishimale R1 (Booster 

pump ) 

Maseke 

Eskom 

Paving Phase 3 Gravelotte BPM 

RDP Houses Ward Department of Local 

government 

Culverts / speed humps Maseke 

Mashshimale 

Gravelotte 

BPM 

Secondary School Gravelotte Dept of Education 

Transfer of Primary School from 

JCI mine 

Gravelotte Dept of Education 

Maintenance of street Ward BPM 

Transfer of clinic from JCI mine 

premises 

Gravelotte Dept of Health 

Residential sites Gravelotte BPM 

Recreational facilities Gravelotte BPM 

Fencing of Cemeteries Mashishimale R1 

Maseke 

Boelang 

BPM 

Food parcels Ward Department of Social 


Opening of roads Boyelang BPM 

157


Demarcation of new sites Gravelotte BPM 

Shopping complex Gravelotte BPM 

Water reticulation & Electricity 

connections 

New stand & Maseke BPM & ESKOM 

Fruit Market Gravelotte BPM 

Site demarcation for churches Gravelotte BPM 

Community hall Gravelotte BPM 

Drop-in centre Gravelotte BPM 

Paving phase 3&4 Gravelotte BPM 

Agricultural projects Gravelotte BPM 

Culverts and speed humps Maseke 


Gravelotte 

BPM 

Public Transport Gravelottee BPM 

RDP Houses Maseke 

Gravelotte 

Boyelang 


DLGH 

Creche Gravelotte Dept of Education 

11 High School Between Kanana and 

Gardenview 

Dept of Education 

Poverty alleviation Projects Ward BPM (LED Unit) 

Water reticulation and 

Metering 

Gardenview 

Ntswelemotse 

MDM 

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Electricity Gardenview 

Ntswelemotse 


Speedhumps/rumbles Ward BPM 

Eskom/DMER 

Community Library Ward BPM/DSAC 

Community Hall Ward BPM 

Flowing Sewerage streams Ward BPM 

Repair of Sekwete Bridge Ward BPM 

Erection of Stop Sign or (one 

vehicle width) at Sekwete 

bridge 

Ward BPM 

12 Street maintanamce Ward BPM 

Storm water drainage Ward BPM 

High crime rate Namakgale SAPS 

Poverty alleviation projects Ward Social Development 

Streets lights Ward BPM 

Street paving -Nazareth 

-Vuxeni 

-Dr Aphane’s street 

BPM 

De-bushing Sir Val Ducan FET College BPM 

High mast light Ward BPM 

Residential site Kholofelo BPM 

13 Street maintenance Namakgale BPM 

Storm water drainage Namakgale (Calvin Ngobeni) BPM 

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De-bushing crime hot spots Namakgale BPM 

High crime rate Namakgale SAPS 

High poverty rate Ward Social Development 

Establishment of parks Ward BPM 

Paving of streets Ward BPM 

High mast light Zone B BPM 

Residential land Zone C BPM 

Sports Facilities Zone C (Lepato) BPM 

14 Unplanned settlements Nobody BPM 

Water supply Ward Mopani 


School renovation Zamani Primary School 

(Namakgale) 

Sewerage system Ben-farm 

Electrification -Nobody 

RDP Houses (Connection) 

-Makhushane construction 

camp 

-Polar park RDP 

-Ben-farm Ext A 

High mast street lights -Nobody 

Upgrading Maphutha-Malatji – 

Tshelang Gape road 

-Ben-farm B Ext 

-Namakgale B 

Department of 

Education 

BPM 

ESKOM 

BPM 

Namakgale B BPM 

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Tarring of streets -Ben-Farm A Clinic – Business 

area 

-Streets to school : Namakgale 

& Ben-Farm A 

Construction of new roads Nobody Makhushane 

unplanned settlements 

BPM 

BPM 

Street maintenance Ward BPM 

Storm water drainage Namakgale B BPM 

Pedestrian Crossing R71 – Majeje (Mondweni) BMP 

Culverts -Ackson Malatji & Zakes 

Ngweshen street: Namakgale 

B 

-Sekwe River: Between Benfarm 

A & Ben-farm B Ext 

BPM 

De-bushing open spaces Ward BPM 

Vegetable Garden Park 3516B : Namakgale BPM 

15 Water supply -Maseke 

-Mashishimale R1 

-Makhushane Maune 

-Makhushane Mapikiri 

Mopani 

Wobbly water tank (Reservoir) Makhushane Nyakelang BPM 

Electrification -Maseke Ext 

-Mashishimale R1, R2 & Ext 

-Boelang 

-Phatamashako 

ESKOM 

161


-Sebereka Ext 

Sanitation (VIP toilets) -Mashishimale R1 & R2 

Upgrading of Makhushane - 

Mashishimale road 

- Makhushane Maune 

-Makhushane Mapikiri 

-Sebera 

-Makhushane 

-Maseke 

-Mashishimale 

Construction of new road Makhushane Mapikiri – 


Mopani 

BPM 

BPM 

Street road grading Ward BPM 

Maintenance of sports grounds Ward BPM 

24 Hours clinic services Maseke Department of Health 

Demarcation of sites Maseke BPM 

Community Hall -Maseke 

-Mashishimale 

BPM 

Fencing -Ward BPM 

16 Electrification Kurhula ESKOM 

Free Basic Electricity Ward BPM/Eskom 

Houses Ward DLGH 


Water supply Kurhula Mopani 

High HIV/AIDS prevalence Ward Health/BPM 

Primary school Kurhula Education 

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RDP Houses Ward Department of Housing 

Bridges/Culverts Pondo, Mlambo & Kurhula BPM 

Access street Kurhula BPM 

Apollo lights Ward Eskom/BPM 

Clinic Kurhula Departmental 

VIP Toilets -Pondo 

-Mlambo 

-Kurhula 

Mopani 

Grading of Roads Ward BPM 

Sports facilities Ward BPM 

Table B.63 Community Priorities as per Ward submissions 

Ward No. Ward Priority Location Responsible Institution 

1 Electrification Kanana Eskom 

Water reticulation Nyakelang 1 to 4 BPM 

Culverts -From Nyakelang 1 to 

Graveyard 

- Dairing 

Opening of street From Tshelang Gape 

via Kanana 

Streets lights Hendricks Van Eck road 

(Phalaborwa) 

BPM 

BPM 

2 Water supply Ward BPM 

163


Paving and culverts Ward BPM 

Tar road Eiland to Letaba Ranch RAL 

Prieska Clinic Preiska Health 

Upgrading of cemeteries Mahale, Nondweni & 

Prieska 

BPM 

3 Paving of roads and street Ward BPM 

Speed humps Magogo street 

Demarcation of new sites (Zone D 

Foskor) 

Dikhafing road 

Mega bus/ 

Makhushane road 

Sono/clinic road 

Mavuso/Foskor street 

Ward BPM/DLGH 

Sport facilities and play grounds Ward BPM 

Stormwater drainage Ward BPM 

4 Water supply/stand pipes Ward BPM 

Culverts Humulani Cemetery BPM 

Formalisation of Informal 

settlements 

Matiko-Xikaya DLGH/BPM 


VIP Toilets Ward MDM 

5 Sewerage Phalaborwa BPM 

Water Phalaborwa BPM 

164


Electricity Phalaborwa BPM 

Refuse removal Phalaborwa BPM 

Roads and Maintenance Phalaborwa BPM 

6 Grading and paving of roads Ward BPM 

Fencing of graveyard (old & new) Lulekani Graveyard BPM 

Speed humps and pedestrian 

crossing 

Lulekani School 

B1 Ext 

Chris Hani street 

Culverts Lulekani graveyard 

Police station street 

Lulekani Heal care 

centre 

BPM 

Demarcation of new residential sites Ward BPM/DLGH 

7 Storm water drainage Section C (Mpholo to 

former Mayor street) 

BPM 


Tar road Tambo street to 

Mashiskinya to Score 

to Long till/Chicken 

farm 

Tar road Chicken farm to 

Topville to ward 12 

RDP 

BPM 

BPM 

Tar road Zama zama via unit E BPM 

165


8 Water shortage (vandalism of water 

meters) 

RDP Houses 

Section C Ext Mopani 

Access streets Section F BPM 

Paving / Tar road Mokoena Road BPM 

R71 to Tribal office (New Road) BPM 

Digging services Majeje Graveyard BPM 

9 Water New Ext and Old BPM 

Tar Road Mashishimale road R2 

& R3 

Mopani 

Fencing, water & toilet Cemetery Ward BPM 

Speed hump Ward Mopani 

Community Library Ward BPM 

10 Water shortage Gravelotte (Water 

reticulation) 


(Booster pump ) 

Electrification Boyelang 

Maseke 

Eskom 

Paving phase 3 Gravelotte BPM 

RDP Houses Ward Department of Local 

government 

Culverts / speed humps Maseke 

Mashshimale 

166


Gravelotte 

11 Water reticulation(Meters ) -Garden view 

-Ntswelemotse 

BPM 


Speed humps/rumbles Ward BPM 

Electricity Garden view 

-Ntswelemotse 

Eskom 

High mast light Ward BPM 

12 Residential site Kholofelo BPM 

Paving of streets Ward BPM 

High mast lights RDP site BPM 


De-bushing -Sir Val Duncan 

-Behind Lemi’s tavern 

BPM 

13 Street tarring & paving Ward BPM 

Storm water drainage Calvin Ngobeni Road 

Phumulong Street 

BPM 

Apollo lights Namakgale Zone B BPM 

Establishment recreational park Zone C 7 B BPM 

Sport facilities Ward BPM 

14 Water supply Nobody BPM 

167


Electrification -Nobody 

-RDP 

ESKOM 

Paving and Grading of internal roads Ward BPM 


Apollo light -Nobody next zama 

bottle store 

-Maphutha and two 

mountain 

-Ben-farm A 

15 Water supply (new reservoir) -Mapikiri 

-Mashishimale R1 

BPM 

Mopani 

Tar roads Ward BPM 

Culverts -Maseke 

-Makhushane – Maune 

-Makhushane – 

Mapikiri 

RDP Houses -Maseke 

-Mashishimale R1 & R2 

-Makhushane – Maune 

-Makhushane – 

Mapikiri 

-Mashishimale R1&R2 

-Sebera 

BPM 

168


VIP Toilets Ward Mopani 

16 Water Infrastructure Kurhula Mopani 

Electrification Kurhula Eskom 


Opening of streets & gravelling of 

roads 

Kurhula & ward BPM 

Tar roads Nyota road to Kurhula BPM 

169

C1. Introduction 

SECTION C 

Strategic Intent 

This document is the strategic plan for Ba-Phalaborwa Municipality that was developed on 27 – 29 October 

2010 at the strategic planning session that was held in Mopani Rest Camp, Kruger National Park. The 

strategic planning session was attended by the Acting Municipal Manager, S57 managers, Assistant 

Directors, Internal Auditor, Risk Manager, IDP Manager, Manager Tourism, the Performance Management 

Officer, Speaker, the Executive Committee and union representatives. 

The content of this strategic plan draws meaning from the Analysis Phase of the integrated development 

planning process of the Municipality; and is meant to inform and give meaning to the Projects Phase. The 

strategic planning session was held to ensure that the Municipality remains relevant and responsive to the 

needs of the community and form a base for monitoring progress and assessing results and impact. 

The strategic planning team focused on assessing the Municipality’s current business environment, defining 

the organisation’s purpose, and deciding on what the organisation should look like in the next decade or so. 

The Municipality further recognised its strengths, weaknesses, opportunities and threats. It resultantly 

mapped out a course of action to be undertaken in order to move from the current situation to the desired 

position. 

A picture of the current situation in the Municipality was painted with the view to presenting the status 

quo and laying a sound foundation for future plans. The following presentations were made in an attempt 

to present the current state of development amid interventions undertaken in the previous financial years: 

• Progress made in the implementation of the 2009/10 IDP; 

• Situational analysis focusing on both the internal and external environments of the Municipality; 

and 

• Line function performance reports, goals and strategies by heads of departments. 

170

Based on the environmental scan, the strengths, weaknesses, threats and opportunities that prevail were 

identified through a SWOT Analysis exercise. The strategic intent of the Municipality was confirmed, 

without changes, by reviewing the vision and mission statements as well as the guiding principles (values). 

A set of strategic goals (broad goals) was developed and strategies formulated over the short to long term 

period. It was agreed that the strategic goals be refined and aligned to at least the following strategic 

documents: 

• The Provincial Development Growth Strategy (PGDS); 

• The Medium Term Strategic Framework (MTSF); 

• The Municipal Turn Around Strategy (MTAS); and 

• The Outputs of Outcome 9 in the Minister of COGTA’s Delivery Agreement. 

C2. 2009/2010 IDP Implementation Report 

A shift in strategic focus can be seen from 2008/2009 and 2009/2010 through the following: 

The 2008/09 vision statement was amended during the previous (2009) strategic session from “Growing 

the economy and creating employment through tourism” to read “Best tourist destination in Limpopo by 

2020”. The mission was expanded to include focus on the mining industry and Ba-Phalaborwa as a 

destination of choice and an additional value (continuous learning) was identified and included in the 

strategic values. 

Annual Performance 

Performance in the implementation of the strategic objectives as contained in the strategy map was as 

follows: 

Under the community perspective, Community well-being reached target and the perspective and 

objective scored 3. Under the financial perspective, two objectives, Facilitate the growth of the local 

economy and to provide for mobility and access, did not reach targets and scored, respectively, 2.46 and 

2.78. Become financially viable exceeded target and scored 3.14 and the financial perspective in total 

scored 2.77 and therefore did not reach target. All four strategic objectives in the institutional processes 

171

perspective reached target. Ensure environmental sustainability scored 3.85, to maintain and upgrade 

municipal assets and services scored 3.43, Develop effective and sustainable stakeholder relationships and 

partnerships scored 3 and to develop and implement integrated management and governance systems 

scored 3.29 which resulted in an overall score in this perspective of 3.39. In the learning and growth 

perspective the strategic objective to attract, develop and retain human capital scored 3.51 which resulted 

in the same score for this perspective 

With regard to the overall performance of the strategic scorecard and the SDBIP and LSDBIP, the overall 

performance per quarter can be broken down as follows: 

September 09 December 09 March 2010 June 2010 

Overall Performance 3.20 3.01 2.83 3.04 

Strategic 3.18 3.45 3.04 3.11 

SDBIP & LSDBIP 3.22 2.57 2.61 2.97 

Table C. 1: Annual Performance 

Strategic scorecard performance exceeded target in all four quarters, but SDBIP and LSDBIP exceeded 

target in the first quarter but did not reach target for the rest of the quarters 

Performance with regard to the National Key Performance Indicators is as follows: 

% municipal budget used for WSP the target of 1% was reached, % households with access to solid waste 

removal, the target was exceeded from 54.57% to 66.74%, % households with access to electricity in town 

the target of 100% was reached, % households with access to free basic water the target of 51% was 

exceeded to 85% and the number of households with access to free basic electricity, the target of 6000 

households was reached. % Capital spending on projects in IDP also reached the target of 100%. Annual 

revenue received for services exceeded the target of R270, 000,000 to R285,000,000. Two national 

indicators did not reach target, number of jobs created through LED and EPWP, only 13 permanent and 361 

172

temporary jobs were created against the target of 200 permanent and 750 temporary. % outstanding 

service debtors did not reach the target of 50%. 

With regard to SDBIP and LSDBIP performance, Corporate Services Directorate and the Office of the 

municipal manager exceeded targets in all the four quarters, whereas the rest of the directorates only 

managed to reach their performance targets. 

Interventions on priority needs per ward: 

An analysis of the extent of municipal interventions on ward priorities revealed the following: 

Ward Priority Need % Intervention 

1 Water, sanitation, electricity 60% 

2 Water, bridge and culverts, job creation, clinics 40% 

3 Streets, cemetery, residential sites, job creation 40% 

4 Electrification, water, transport/roads, 

formalization of settlements 

5 Sewerage, water, electricity, refuse removal, road 

maintenance 

6 Cemetery, electrification, culverts, speeds humps, 

new sites 

7 Street lights, roads, new sites, recreational 

facilities, storm water 

60% 

100% 

40% 

8 Water, roads, cemetery, library 40% 

9 Roads, water, bridge, cemetery 20% 

10 Water, electrification, roads, houses, culverts 80% 

0% 

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Ward Priority Need % Intervention 

11 Culverts, library, hall, sports r, roads 0% 

12 Storm water, sites, debushing, roads, street lights 40% 

13 Roads, storm water, street lights, parks, sports 

facilities 

20% 

14 Roads, electrification, street lights, library 40% 

15 Water, roads, culverts, houses, toilets 0% 

16 Water, electrification, houses, roads 20% 

Table C. 2: Ward Priority Needs 

Average intervention 33% 

Rating on achievement of strategic values: 

A community satisfaction survey conducted by the Municipality revealed that the Ba-Phalaborwa 

Community is dissatisfied with the performance of the Council on all strategic values (with the exception of 

fairness) as per the IDP. 

Assessment of quality of service: 

The survey allowed the community to present its perceptions on the performance of the Municipality in the 

provision of different municipal services. The table below presents the ratings by those who participated in 

the survey: 

Type of Service Rating 

Water Inadequate 

Sanitation Inadequate 

174

Type of Service Rating 

Refuse Removal Adequate 

Traffic Control Adequate 

Licensing Inadequate 

Electricity Supply Adequate 

Approval of Building Plans Inadequate 

Land Use Applications Inadequate 

Libraries Adequate 

Community Halls Adequate 

Storm-Water Drainage Inadequate 

Sports Fields & Stadia Inadequate 

Streets, Roads & Pavements Inadequate 

Economic Development Bad Service 

Parks and Open Spaces Inadequate 

Promotion of Tourism Adequate 

Public Participation Inadequate 

Monthly Billing System Inadequate 

Table C. 3: Survey on quality of services 

The outcomes of the 2009/2010 IDP implementation report and community perceptions, expressed 

through the ratings, on the strategic values and quality of services rendered were taken into account when 

175

conducting the SWOT Analysis and crafting the strategic goals and strategies for implementation in the 

future. 

C3. Analysis 

C3.1 Situational Analysis 

7 S152 of the Constitution sets out the objects of local government: 

a) to provide democratic and accountable government for local communities; 

b) to ensure the provision of services to communities in a sustainable manner; 

c) to promote social and economic development; 

d) to promote a safe and healthy environment; and 

e) to encourage the involvement of communities and community organisations in the matters of local 

government. 

The provision of sustainable services includes i.e. access to water and sanitation, electricity, refuse removal, 

transport facilities, housing, education and primary health services. 

To deliver on the objects of local government and to achieve the ultimate goal of improving the lives of the 

community a developmental approach is necessary. Due regard should be given to spatial planning and 

development as all development in South Africa finds expression in space economy. Development and 

service provision should be concentrated on growth points to ensure that the poorest of the poor have 

access to services and job opportunities. The following assumptions are contained in the National Spatial 

Development Perspective: 

1. Location is critical for the poor to exploit opportunities for growth 

2. The poor, concentrated around economic centers have greater opportunity to gain from economic 

growth 

3. Areas with demonstrated economic potential provide greater protection due to greater diversity of 

income sources 

7 Constitution of the Republic of South Africa, 108 of 1996 

176

4. Areas with demonstrated economic potential are most favourable for overcoming poverty 

5. The poor are making rational choices about relocating to areas of opportunity 

With regard to Ba-Phalaborwa municipal area the population is concentrated around the following areas: 

• Phalaborwa with Schittoch and farm Silonque 

• Namakgale with Makhushane, Mashishimale, Maseke and Boelang 


• Lulekani with Matiko-Xikaya, Humulani, Kurhula and Biko section 

• Seloane with Mahale, Prieska and Nondweni, and 

In terms of the Limpopo Spatial Rationale, Phalaborwa town is a provincial growth point, Namakgale and 

Gravelotte district growth points and Lulekani a municipal growth point 

Ba-Phalaborwa municipal area consists of 2 town centers, 3 townships, 11 villages and 101 farms 

The following issues needs to be taken into consideration in developmental planning: 

Established areas: 

Urban management areas: 

• Maintenance of infrastructure 

• Zoning/Land use management 

• Clean, green and safe areas 

• Infill development 

Consolidation residential areas: 

• Infrastructure backlogs 

• New housing development 

• Economic infrastructure 

• Accessibility 

• Infill development 

177

Rural Village areas: 

Provision of basic services: 

• Water 

• Electricity 

• Sanitation 

• Roads accessibility 

• Facilitate subsistence/commercial farming 

Conservation area: 

Mining areas: 

• Protect from urban development 

• Air pollution 

• Beneficiation 

Economic nodes and industrial areas: 

• Demarcate industrial areas with potential 

• Small business development in all economic sectors 

• Provide appropriate infrastructure and maintain 

• Provide an environment for the growth and development of various economic sectors 

In applying the spatial rationale in the development of Ba-Phalaborwa areas means the following: 

1. Undertaking rigorous analysis of the space economy to identify areas of economic significance 

and concentrations of poverty and relative and dynamic comparative advantage of localities 

2. Providing a common platform for structured dialogue 

In applying the above the municipality will be able to: 

1. Focus investment and development interventions to ensure maximum and sustainable impact 

2. Capitalise on complementarities and facilitate consistent and focused decision-making 

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3. Move beyond mere focusing on integration and coordination procedures towards strategic 

coordination, interaction and alignment 

All the above factors were taken into account during the strategic planning session in identifying priorities 

and planning developmental and institutional programmes. The Ba-Phalaborwa Sustainable Development 

Initiative, will go a long way in ensuring sustainable development and economic growth within the 

municipal area. 

C3.1 Ba-Phalaborwa Sustainable Development Initiative 

Ba-Phalaborwa Municipality, together with its strategic partners has embarked on an initiative, The Ba- 

Phalaborwa Sustainable Development Initiative, to expedite inclusive economic growth of all communities 

within the municipal area to ensure a better life for all. 

C3.2 SWOT Analysis 

SWOT analysis is a strategic planning tool used to discuss and evaluate the Strengths, Weaknesses, 

Opportunities and Threats in the municipality. It identifies the internal and external factors that influence 

the strategic intent which assist the municipality to better align itself with existing conditions so as to 

maximise its ability to function optimally. 

The SWOT Analysis provides a better understanding of environmental influences on the municipality, 

enabling it to effectively plan for the future and make strategic decisions based on this analysis. The 

information which is developed through the analysis will help to bring opportunities to the fore. Resources 

can be more effectively allocated when a thorough understanding of the factors affecting the municipality 

are taken into account as well as factors that are hindering the municipality are discovered and addressed. 

Taking into account the 2009/2010 IDP Implementation Report, community needs, situational analysis and 

2009 SWOT, the following SWOT Analysis was determined: 

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SWOT ANALYSIS 

Strengths Weaknesses Opportunities Threats 

Billing Maintenance of infrastructure, infrastructure 

backlogs, ageing infrastructure 

Healthy and green 

Service backlog and new basic services, non 

environment 

provision of services 

Peaceful and stable 

community 

Beneficiation of byproducts 

and value chain 

Land Claims 

Marula Industry Poverty 

Water and electricity losses Agriculture Negative economic growth 

Institutional knowledge Water provision and service level agreement Tourism potential Economic infrastructure 

Quality of IDP document ICT infrastructure Land availability Social infrastructure 

Implementation and 

compliance to policies and 

strategies 

Project Management Infill development Accessibility (ITP) 

Implementation of plans Housing accreditation Pollution (air and water) 

Table C. 4: SWOT Analysis 

Non-functionality of the GIS Water Service Authority 

Status 

Landfill site 

Financial viability, financial management, Audit 

history, Personnel budget, revenue collection and 

locked finances, maintenance budget, failure to 

maximise revenue collection 

Availability of grants Non payment for services 

Contract management Budget for water maintenance 

Risk management and internal controls Alignment of plans with sector 

departments and traditional authorities 

Monitoring and evaluation Co-operation with Traditional 

Transparency and openness

Strengths 

The billing system has become strength within the municipality as all services are billed for and that was 

not possible previously. Data cleaning also ensures that billing information is correct and up to date. The 

municipality has a vast institutional knowledge of people in strategic position being employed for a long 

time. Through this capacity building and skills transfer is excelled. The IDP of the municipality was rated as 

one of the best within the Limpopo Province. This is a great improvement since the IDP document was 

identified as a weakness during 2009 strategic planning session. Another weakness that has become 

strength is implementation and compliance of policies and strategies. This also indicates of how the 

municipality has improved within the 2009/2010 financial year. The municipality won the 2010 Greenest 

Municipality Award in the Province, the strength also lay in the fact that for the past few years the 

municipality was one of the best performing municipalities competing for this reward. One of the greatest 

strengths of the municipality is the peaceful and stable community which is indicative of a stable and well 

performing municipality. 

Weaknesses 

The municipality’s mandate is to provide services to the community, and if there are challenges of 

infrastructure maintenance, infrastructure backlogs, ageing infrastructure and service provision backlogs 

and non provision of services, it poses huge challenges for the municipality as it will not be able to deliver 

on its mandate. It is therefore crucial that these challenges and weaknesses are addressed to ensure 

sustainable quality services to the community. Information and Communication Technology is the way in 

which information is stored, how the municipality conducts its business and how it communicates 

internally within the organization and externally with its customers and the community. It is therefore 

crucial that sound information and communication technologies are practiced to ensure sound governance 

and the provision of services. Project management and implementation of plans are important to ensure 

that services are provided as planned. Projects and plans not implemented not only cause delays in service 

provision but also wastage of money and revenue within the municipality which directly impacts on 

planning within the municipality. A lot of time and money is wasted due to a non-functional GIS. GIS is the 

most important planning tool for the municipality. If the GIS is functional, all assets, project planning, 

maintenance, replacement of infrastructure, budget planning can be aligned. The fact is, if you don’t know 

where you are at the moment, how can you plan for the future? One of the biggest challenges in most 

municipalities is financial viability. Identified weaknesses under financial viability include financial 

management, audit history, personnel budget, revenue collection and locked finances, maintenance 

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udget and failure to maximise revenue collection. There is a great need to put strategies in place to 

overcome this weakness because if a municipality is not financially viable, it cannot exist. The municipality 

has improved, i.e. the billing system, but revenue collection and all relevant identified weaknesses needs to 

be addressed to ensure a sustainable future for the municipality and the community. Contract 

management and risk management and internal controls are other identified weaknesses. Contract needs 

to be managed to ensure that monies are not paid for expired contracts, it needs to be monitored to 

ensure that the service providers deliver as expected. Risk management and internal controls entails that 

with every decision that is made within the municipality a risk assessment be done to ensure that all risks 

are managed and mitigated. Regarding the communication as identified weakness, although the 

municipality has improved greatly in internal and external communication, there is still room for 

improvement as not all decisions are communicated bottom up and top down within the municipality. 

Monitoring and evaluation and transparency and openness go hand in hand. The weakness openness and 

transparency was identified in a survey conducted on the performance of the strategic values of the 

municipality. This also links to communication. Strategies should be put in place to ensure that 

transparency and openness and therefore monitoring and evaluation be addressed. 

Opportunities 

Opportunities within Ba-Phalaborwa municipality are directly linked with economic development, i.e. 

beneficiation of by-products and value chain, the marula industry, agriculture and tourism potential. Land 

availability could be exploited through negotiations with traditional leaders. There is no urban sprawl in 

the municipal area and the municipality should infill development along the routes between the major 

economic nodes within the municipal area. The municipality should endeavour to obtain housing 

accreditation and water services authority. Through this the municipality could by itself provide very 

necessary needs in the community without being reliant on other sector departments. If obtained, the 

revenue stream will also be increased. Grants are available to municipalities and the municipality should 

ensure that it adheres to the terms and conditions of grants to ensure that all avenues to provide the 

necessary services to the community are exploited. 

Threats 

As per the previous year’s SWOT analysis, land claims are a huge risk for the municipality. It is therefore 

crucial that a sound relationship exist between the municipality, the community and traditional leaders to 

ensure that land, when restituted is utilized in the best way possible. Co-operation with traditional leaders 

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in this regard is very important and also to ensure that land is not utilized for purposes that it is not 

intended to. Negative economic growth and poverty go hand in hand and strategies and plans should be 

put in place to ensure that economic growth is speeded up to alleviate poverty. It is also important to 

ensure that planning is done according to the SDF to ensure that aspects of nodes are addressed. The 

municipality must ensure that economic and social infrastructure be provided for sustainable development 

within the municipal area. Accessibility is an identified weakness in that the area is not accessible to all and 

the development of the Integrated Transport Plan should receive preference. Due to mining activity, 

pollution (air and water) is a challenge and should be monitored and managed. Ba-Phalaborwa has a lack 

of water resources and cannot afford to have the little resource to be polluted. The landfill site needs to be 

rehabilitated and new landfill site established. In this regard the municipality has to negotiate with one of 

its strategic partners, Foskor, regarding the closure and rehabilitation of the site. A weakness that impacts 

greatly on the revenue stream of the municipality is the non payment for services. It is important that all 

services rendered be paid for by the community. Here the municipality has the responsibility to ensure 

that the services provided are of a standard that can enforce payment from the community. A great 

challenge for Ba-Phalaborwa is the fact that the budget for water lies with the district municipality. It is 

crucial for the municipality to, as identified as an opportunity, to become the water services authority to 

ensure independence from other entities for the provision and revenue stream of water. Strategies need 

to be put in place to improve the participation and co-operation of sector departments and traditional 

leaders in planning and therefore alignment of plans in the IDP. 

C3.3 Developmental Priorities 

In analysing the SWOT some areas were grouped together into definite “constraints and enablers”. 

Constraints are those areas which impede, and enablers are those areas which facilitate the municipality’s 

successful operation. It is also called Key Priority Focus areas. The process of identification of the pains 

and enablers forms an integral part of the development of the municipality’s priorities and objectives. It 

also contributes materially to the ongoing effective and efficient management of people and processes that 

have a direct impact on the quality of services delivered. 

The following constraints were identified in analysing the SWOT: 

Constraints Enablers 

Non-sustainable service delivery Integrated sustainable infrastructure 

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Constraints Enablers 

Revenue generation Financial viability 

Lack of integrated planning Integrated planning 

Poor governance Good corporate governance 

Lack of community involvement Empowered communities 

Non sustainable development Integrated sustainable infrastructure and planning 

Environmental management Environmental sustainability 

Table C. 5: Constraints and Enablers 

In the review of its Strategic Intent, Ba-Phalaborwa Local Municipality considered the realities of its Status 

Quo Analysis and the developmental needs of the community, its internal SWOT Analysis, the constraints it 

faces as well as the identified priority focus areas above, while also aligning itself to the National and 

Provincial Development Priorities. Six strategic goals were identified for which short, medium and long 

term strategies were developed and will be discussed under strategic intent. 

C4. Strategic Intent 

C4.1 Background 

Section 152 (1) of the Constitution of the Republic of South Africa (1996) states that the objects of local 

government are: 

(a) to provide democratic and accountable government for local communities; 

(b) to ensure the provision of services to communities in a sustainable manner; 

(c) to promote social and economic development; 

(d) to promote a safe and healthy environment; and 

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(e) to encourage the involvement of communities and community organisations in the matters of local 

government. 

Section 152(2) prescribes that a municipality must strive, within its financial and administrative capacity, to 

achieve the objects set out in subsection (1). 

Section 153 determines that to fulfill its developmental duties a municipality must- 

(a) structure and manage its administration and budgeting and planning processes to give priority to 

the basic needs of the community, and to promote the social and economic development of the 

community; and 

(b) participate in national and provincial development programmes. 

This implies that the local sphere of government should align its strategies and priorities to that of national 

and provincial government. A number of key documents and role players influence the setting of strategies 

and priorities within municipalities. These will be described in more detail below. 

The new Medium Term Strategic Framework (MTSF) which outlines the priorities, strategic objectives and 

targets of government for the period 2009 – 2014, indicates National Government’s Strategic intent is to 

improve the quality of life of South African communities. An extraction of these priorities as provided in a 

document issued by the Office of the Presidency: Together Doing more and Better Medium Term Strategic 

Framework: A framework to guide government’s programmes in the electoral mandate period (2009- 

2014) 8 , can be summarised as follows: 

Strategic Priority 1: Speeding up growth and transforming the economy to create decent work and 

sustainable livelihoods. 

Strategic Priority 2: Massive programme to build economic and social infrastructure. 

Strategic priority 3: Comprehensive rural development strategy linked to land and agrarian reform and 

food security. 

Strategic Priority 4: Strengthen the skills and human resource base. 

8 The Presidency Republic of South Africa. 2009. Together doing more and better. Medium term strategic 

framework. Available at: http://www.thepresidency.gov.za/docs/pcsa/planning/mtsf_july09.pdf 

185

Strategic Priority 5: Improve the health profile of all South Africans 

Strategic Priority 6: Intensify the fight against crime and corruption. 

Strategic Priority 7: Build cohesive, caring and sustainable communities. 

Strategic Priority 8: Pursuing African advancement and enhanced international cooperation. 

Strategic Priority 9: Sustainable Resource Management and use. 

Strategic Priority 10: Building a developmental state including improvement of public services and 

strengthening democratic institutions. 

In addition to the above, the Office of the Presidency published the Green Paper on National Strategic 

Planning (2009) 9 which provides ideas on planning and co-ordination with the aim of achieving the 

identified national priorities. In relation to the above, the South African government is taking drastic steps 

toward improving strategic planning, performance and monitoring within all spheres of government. 

This was symbolised by its decision to establish the following two crucial institutions: 

• National Planning Commission – to do the overall planning and give direction to all spheres of 

government 

• Performance Monitoring, Evaluation and Administration in the Office of the Presidency – to 

monitor and evaluate the performance of government in all three spheres. 

At the onset of the fourth democratic government, The Department of Provincial and Local Government 

was re-structured as the Department of Co-operative Governance and Traditional Affairs (COGTA). In terms 

of the Green Paper COGTA is placed at the centre of Government as a key partner to the National Planning 

Commission and the Monitoring and Evaluation Unit in the Presidency. COGTA is further responsible for 

aligning its priorities to that of National Government. Its key priority areas as set out in the MTSF and 

Strategic Plan 2009-2014 10 include: 

9 The Presidency. Republic of South Africa. 2009. Green Paper: National Strategic Planning. Available at: 

http://www.thepresidency.gov.za. 

10 

Department Cooperative Governance and Traditional Affairs. 2009. Strategic Plan FY 2009-2014. Available at: 

http://www.thedplg.gov.za/index.php?option=com_docman&task=cat_view&gid=118&Itemid=27 

186

• Building the Developmental State in Provincial and Local Government that is efficient, effective and 

responsive. 

• Strengthen Accountability and Clean Government. 

• Accelerating Service Delivery and supporting the vulnerable. 

• Improving the Developmental Capability of the Institution of Traditional Leadership. 

• Fostering Development Partnerships, Social Cohesion and community mobilisation. 

Cabinet approved a comprehensive Local Government Turnaround Strategy (LGTAS) on the 2 nd of 

December 2009 11 . 

The five strategic objectives of the LGTAS are to: 

1. Ensure that municipalities meet basic needs of communities. This implies that an environment is 

created, support provided and systems built to accelerate quality service delivery within the 

context of each municipality’s conditions and needs; 

2. Build clean, responsive and accountable local government. Make sure that systems and structures 

and procedures are developed and enforced to deal with corruption, maladministration and ensure 

that municipalities communicate and account more to communities; 

3. Improve functionality, performance and professionalism in municipalities. Ensure that the core 

administrative and institutional systems are in place and are operational to improve performance; 

4. Improve national and provincial policy, support and oversight to local government.; and 

5. Strengthen partnerships between local government, communities and civil society. Ensure that 

communities and other development partners are mobilized to partner with municipalities in 

service delivery and development. 

11 Department Cooperative Governance and Traditional Affairs’ Local Government Turnaround Strategy, November 

2009. Available at: http://www.dplg.gov.za/index.php?option=com_docman&task=doc_download&gid=476 

187

In response to the national priorities, the Limpopo Department of Local Government and Housing has also 

aligned their priorities and objectives to that of National Government as contained in the Provincial 

Employment Development and Growth Plan. These priorities include: 

Creating decent work and sustainable livelihoods by way of competitive industrial cluster 

promotion, infrastructure construction, and various national development programmes. 

Improving the quality of life of citizens through effective education (including skills development), 

reliable health care, alert policing, comfortable housing, social grants and sport, with specific 

emphasis on their own participation in these processes. 

Promoting rural development, food security and land reform in order to spread the benefits of 

economic growth beyond the urban areas. 

Raising the effectiveness and efficiency of the developmental state by way of effective organisation 

structuring and recruiting, targeted training and the building of a culture of service and 

responsibility, integrated development management; and co-operation between all organisations 

in the development process. 

Giving specific attention and allocate sufficient resources to the high-priority challenges of: 

Regional Co-operation 

Sustainable Development and Climate Change 

Black Economic Empowerment 

The Informal Economy 

12 Cabinet approved government performance monitoring and evaluation system and the management for 

outcomes. This includes 12 outcomes that collectively address the main strategic priorities of government. 

Outcome 9, “A responsive, accountable, effective and efficient local government system,” specifically deals 

with local government and also needs to be aligned and integrated in other national, provincial, district 

priorities and strategies. 

12 Guide to the outcomes approach, Version: 1 June 2010 

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13 The Delivery Agreement for Outcome 9, identifies the following 7 outputs with sub outputs that are linked 

to Outcome 9 and are as follows: 

Output 1: Implement a differentiated approach to municipal financing, planning and support 

• Policy framework for differentiation 

• More autonomy to six metro's and top 21 municipalities in respect of infrastructure and housing 

delivery 

• A focused intervention for clearly defined smaller municipalities 

Output 2: Improved access to basic services 

• Increased access to basic services 

• Bulk infrastructure fund established 

• Established special purpose vehicle 

Output 3: Implement the community work programme and cooperatives supported 

• Job creation supported through the community work programme 

• Job creation supported through the establishment of cooperatives where feasible 

Output 4: Actions supported by the human settlement outcomes 

• Increased densities in Metro's and large town supported 

• Land acquisition for low income and affordable housing supported 

• Informal settlements in 45 priority municipalities upgraded 

Output 5: Deepened democracy through a refined ward committee model 

• Review and strengthen the legislative framework for Ward Committees and community 

participation 

• Support measures to ensure that 90% of ward are fully functional by 2014 

Output 6: Improved municipal financial and administrative capacity 

13 Delivery Agreement for Outcome 9, 30 September 2010 

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• Improved audit outcomes of municipalities 

• Reduced municipal debt 

• Municipal overspending on opex reduced 

• Municipal under spending on capex reduced 

• Municipalities spending less than 5% of opex on repairs and maintenance reduced 

• Improved administrative and human resource management practices 

Output 7: Single window of coordination 

• Review local government legislation 

• Coordinated support, monitoring and intervention in provinces and municipalities 

The alignment of the above-mentioned priorities with that of the Ba-Phalaborwa Local Municipality is 

outlined later in this Strategic Plan in the form of a matrix. 

C4.1 Vision 

A vision statement is the picture of an organisation in the future; it is the organisation’s inspiration and the 

framework for all strategic planning. The vision statement answers the question “Where do we want to 

go?” When creating a vision statement, dreams and hopes for the organisation is articulated, it reminds 

the organisation of what it is trying to build. It focuses on the organisation’s future. A vision statement 

does not tell you how you are going to get there, but it set the direction for the organisation’s strategic and 

business planning. Unlike a mission statement, the vision statement is for the organisation and its 

employees, not for customers and clients. 

The vision was confirmed as relevant and no amendments were made: 

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C4.2 Mission 

“Best tourist destination in Limpopo by 2020” 

SLOGAN 


A mission statement is a brief description of an organisation’s fundamental purpose. It answers the 

question: “Why do we exist?” It articulates the organisation’s purpose for both those in the organisation 

and for the public. Ba-Phalaborwa’s mission addresses the objects of local government as stipulated in 

Section 152 of the Constitution: Democratic and accountable governance; sustainable services; social and 

economic development; safe and healthy environment; and community involvement. It also supports the 

key provisions of the Systems Act that are to: “provide for the core principles, mechanisms and processes 

that are necessary to enable municipalities to move progressively towards the social and economic 

upliftment of local communities and ensure universal access to essential services that is affordable to all.” 

The mission was confirmed with replacement of the fourth bullet to change from “To build the mining 

industry for economic growth” 

• To ensure financial viability, sound administration and accountable governance for investor 

attractiveness 

• To render all stakeholders with quality and affordable infrastructure and services for enhancing a 

safe and better life for all 

• To manage the environment for future sustainable economic growth 

• To promote and support mining and agricultural industries for economic growth 

• To position Ba-Phalaborwa as a tourism destination of choice 

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C4.3 Values 

Values are qualities that are considered worthwhile, they represent the municipality’s highest priorities and 

deeply held driving forces. It represents how the municipality will value its customers, suppliers and 

internal community and guide the people in the municipality towards the achievement of the mission and 

ultimately the vision. 

The values were confirmed with one addition, “Effectiveness”: 

• Efficiency and effectiveness 

• Accountability 

• Innovation and creativity 

• Professionalism and hospitality 

• Transparency and fairness 

• Continuous learning 

• Conservation conscious 

C4.4 Strategy Map 

A strategy map is a picture of the strategy of the municipality. It depicts the objectives in support of the 

strategy in terms of different perspectives, namely the learning and growth, institutional, the financial and 

the customer perspectives. This step in strategy formulation acts as the integration of strategy and 

operational planning. The following are the most important benefits of developing a strategy map: 

• It offers a differentiated customer value proposition; 

• It focuses on the most important institutional processes that need to be addressed; 

• It combines a growth strategy as well as a productivity strategy to be sustainable; 

• It creates a foundation to be innovative; 

• It focuses on both the tangible as well as intangible aspects; and 

• It forces change- to do things differently. 

The strategy map leads to the development of scorecards at different levels that will be used as the 

measurement and management tool to ensure achievement of the vision, mission and objectives of the 

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strategy. In this way the district municipality can ascertain whether it has made any progress towards 

attainment of its strategies and the objectives. 

The following is a diagrammatical presentation of the strategy map: 

STRATEGIC PERSPECTIVES 

Institutional Finances Community 

Processes 

Satisfaction 

Learning 

and Growth 

Figure 1: Strategy Map 

Best Tourist destination in Limpopo by 2020 


Economic and 

Tourism 

Development and 

Growth 

Integrated 

sustainable 

infrastructure and 

services 

Environmental 

sustainability 

Enhance 

stakeholder 

involvement 

Developmental and 

performance 

orientated planning 

Attract, retain 

and build human 

capital 

Financial Viability 

Advance Good 

Corporate 

Governance 

The strategy map as shown above identifies the objectives that the Ba-Phalaborwa Local Municipality will 

aim to achieve. The strategy map clearly indicates the two different strategies - growth and excellence – 

through the colours used for the different strategic objectives (yellow indicates the Growth Strategy and 

green indicates the Excellence Strategy). A combination of these colours means that those objectives are 

focussing upon both growth and development. 

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1.1. Strategic Objectives 

The strategic objectives were reviewed in line with the IDP implementation report, SWOT, constraints and 

enablers and also measured against the NSDP, PGDS, Green Paper on National Planning, Local Government 

Turn Around Strategy and Outcome 9, to ensure alignment and integration of priorities of all three spheres 

of government. 

Each of the strategic objectives in the strategy map are described in more detail below: 

Specific focus on the Learning and Growth Perspective as point of departure is provided. 

To attract, retain 

and build human 

capital. 

This is a basic need that requires the municipality to focus effort and resources on 

programmes and projects to attract talent, develop employees and ensure that 

the best human capital is retained. Included in the retention of the best human 

capital, it is important that due regard be given to the strength “Institutional 

knowledge” on how the municipality is ensuring that institutional knowledge be 

kept within the municipality and transferred to other employees. This objective 

will also assist the municipality to more effectively focus on the ‘bigger picture’ 

and to achieve its ambitions. 

Focusing on attracting, developing and retaining the best human capital will enable the municipality to be 

better equipped and capacitated and thereby improve the institutional processes. 

Advance good 

corporate 

governance 

To enhance unqualified institutional management, institutional processes 

should be improved. Cooperative governance deals with policy 

implementation, audit, information and communication technology, 

intergovernmental relations which should be improved upon and 

strengthen. This will lead to open and transparent decision-making and 

sound governance practices throughout the municipality 

194

Developmental 

and performance 

orientated 

planning 

Integrated 

sustainable 


services 

Environmental 


All development should be aligned to the SDF to ensure that growth points 

are developed. All programmes and projects should be continuously 

monitored and evaluated to ensure that they contribute to the future 

growth and achievement of the “bigger picture” envisaged for the 


Urgent attention needs to be paid to the provision of infrastructure and 

services (as per the constitutional requirements) to improve the 

accessibility of services to all communities within the municipal area. This 

will include, basic services, roads, sports fields, community halls, libraries 

and rending of services such as traffic and licensing, safety and security and 

the provision of cemeteries 

Environmental sustainability must receive due consideration. Ba- 

Phalaborwa has scarce water resources, therefore special attention should 

be given to the conservation and management of water resources. Due to 

the mining activities, water and air pollution should be monitored and 

assessed continuously and mitigating actions taken to ensure management 

of pollution. Together with this, a great challenge for Phalaborwa is the 

establishment of a new landfill site and the closure and rehabilitation of the 

current landfill site. The development of parks should also be addressed 

under this objective 

Corporate governance, sustainable developmental and performance oriented planning, integrated 

sustainable infrastructure and services and environmental sustainability will advance the utilisation and 

allocation of financial resources. 

Economic and 

tourism 

development and 

growth 

The best way to alleviate poverty, curb unemployment and address social 

problems is to ensure that there are enough jobs so that everybody in the 

community can earn a living. Ba-Phalaborwa has various projects and initiatives 

to alleviate poverty and stimulate economic growth. Ba-Phalaborwa’s location 

has established it as developmental and economic node in tourism, mining, 

195

agriculture and a service. The aim with this objective is to ensure that all 

community members can participate and share in the growing economy. The 

Ba-Phalaborwa Sustainable Development Initiative will go a long way in ensuring 

that the poorest communities are included and benefitting through economic 

growth within the municipal area. 

Financial Viability Weaknesses identified under this objective are financial viability, financial 

Enhance 

stakeholder 

involvement 

1.2. Strategic Alignment 

management, audit history, personnel budget, revenue collection and locked 

finances, maintenance budget, failure to maximise revenue collection. 

Strategies have been developed to ensure that challenges regarding financial 

viability are addressed 

One of the greatest challenges in municipalities is to involve the community in 

activities of the municipality and to let the voice of the community be heard. 

Two programmes where this can be achieved are through public participation 

and ward committees. It is therefore crucial for the municipality to ensure that 

ward committees are 100% functional and that the community’s voice be heard 

through public participation. Customer relations management needs to be 

improved i.e. communication to communities and the customer care desk. 

Complaints by the community need to be tracked and reported back to the 

community. Programmes to strengthen community empowerment are 

HIV/Aids, Youth, Gender, Disability, Arts and Culture, Sports and Recreation, 

Libraries and Indigent Support 

Ten strategic priority areas which are aligned to the Vision 2014 have been identified by national 

government within the MTSF to create a platform for the future development of South Africa as a whole. 

Based on these priority areas, the COGTA has identified their own priority areas that will guide national, 

local and provincial governance. COGTA has also developed the Local Government Turnaround Strategy 

(LGTAS) and identified five Strategic Objectives in addressing the cause and effect of challenges within local 

196

government. The Limpopo Province has identified strategic objectives aligned to these priorities. Ba- 

Phalaborwa Local Municipality has identified their strategic objectives in response to the strategies 

identified by the Limpopo Province. Municipal programmes are translated to these objectives and 

subsequently to national and provincial strategic priorities and objectives. 

The matrix below indicates the relation between the strategic objectives of Ba-Phalaborwa Local 

Municipality and the national and provincial priority areas: 

197

Strategic Alignment: 

PERSPECTIVE MTSF COGTA MTAS LEGDP (PGDS) Outcome 9 BA-PHALABORWA 

Community 

Satisfaction 

Financial 

Institutional 

Improve the health 

profile of society 

Building of 

cohesive, caring 

and sustainable 

communities 

Speed up 

economic growth 

and transform the 

economy to create 

decent work and 

sustainable 

livelihoods. 

Fostering 

Development 

Partnerships, 

Social Cohesion 

and community 

mobilisation 

Strengthen 

partnerships 

between local 

government, 

communities and 

civil society 

Access to quality 

education 

Improved health 

care 

Ensuring more 

inclusive economic 

growth, decent 

work and 

sustainable 

livelihoods 

Deepened democracy 

through a refined 

ward committee 

model 

Implement the 

community work 

programme and 

cooperatives 

supported 

Improved municipal 

financial capacity 

Implement a 

differentiated 

approach to municipal 

financing, planning 

and support 

Improved access to 

basic services 

Enhance 

stakeholder 

involvement 

Economic and 

tourism 

development and 

growth 

Financial viability 


performance 

orientated planning


Institutional 

Programmes to 

build economic 

and social 

infrastructure 

Comprehensive 

rural development 

strategy linked to 

land and agrarian 

reform and food 

security 

Sustainable 

resource 

management and 

use 

Building of a 

developmental 

state including 

improving of public 

services and 

strengthening 

democratic 

Accelerating 

service delivery 

and supporting the 

vulnerable 

Building the 

Developmental 

State in Provincial 

and Local 

Government that is 

efficient, effective 

and responsive 

Ensure that 

municipalities 

meet the basic 

needs of 

communities 

Build clean, 

responsive and 

accountable local 

government 

Provision of 

economic and 

social 


Cohesive and 

sustained 

communities 

Rural 

development, food 

security and land 

reform 

Sustainable 

resource 

management and 

use 

A developmental 

state including 

improvement of 

public services 

Improved access to 

basic services 

Actions supportive of 

human settlement 

outcomes 

Single Window of 

coordination 

Integrated 

sustainable 


services 


performance 

orientated planning 

Environmental 


Good corporate 

governance 

199


Institutional 

institutions 

Intensify the fight 

against crime and 

corruption 

Pursuing African 

advancement and 

enhanced 

international 

cooperation 

Strengthen 

Accountability and 

Clean Government 

Improving the 

Developmental 

Capability of the 

Institution of 

Traditional 

Leadership. 

Improve 

functionality, 

performance and 

professionalism in 

municipalities 

Improve national 

and provincial 

policy, support and 

oversight to local 

government 

Fighting crime and 

corruption 

Creation of a 

better Africa and a 

better world 

Good Corporate 

Governance 

200


Learning and 

Growth 

Strengthening of 

skills and human 

resource base 

Table C. 6: Strategic Alignment Matrix 

Improved 

administrative 

capacity 

Attract, retain and 

build human 

capital 

201

Local Government: Municipal Performance Regulations R805(2006) prescribes five Key Performance Areas 

that relates to the Five Year Local Government Strategic Agenda. The aim of these Performance Areas is to 

facilitate ease of all Government planning and performance management . The table below indicates how 

the Ba-Phalaborwa Local Municipality’s Strategic Objectives was aligned to the five Key Performance Areas. 

Strategic Agenda KPA Strategic Objectives 

Municipal Transformation and 

Organisational Development 

Attract, retain and build human capital 

Developmental and performance orientated planning 

Basic Service Delivery Integrated sustainable infrastructure and services 

Environmental sustainability 

Local Economic Development Economic and tourism development and growth 

Municipal Financial Viability and 

Management 

Financial viability 

Good Governance and Public Participation Advance good corporate governance 

Enhance stakeholder involvement 

Table C. 7: STRATEGIC OBJECTIVES AND STRATEGIC AGENDA KPA’S 

The following strategies were developed per strategic goal/outcome:

Strategic 

Goal 

Financial Viability 

Priority Focus Area Short Term Strategy Medium Term Strategy Long Term Strategy 

Revenue Management 

Integrated Financial 

management solution 

Asset management 

Review and implement revenue 

enhancement strategy 

Develop and implement service 

demand management strategy 

Implement financial management 

system 

Develop and implement asset 

management plan 

Unbundle infrastructure asset 

(water, sanitation and electricity) 

Five year financial plan Develop and implement a five year 

financial plan 

Financial risk management 

and internal controls 

Develop and implement financial risk 

management strategy 

Develop and implement internal 

control procedures 

Unqualified audit opinion Develop and implement an audit 

action plan to address issues raised 

in the audit report 

MFMA implementation Develop and implement financial 

delegations 

Supply chain management 



Review and implement service demand 




Review and implement service demand 


Maximise integrated system utilisation Improve system utilisation 

Review and implement asset 


Review and implement a five year 


Review and implement financial risk 


Review and implement internal control 

procedures 

Develop and implement an audit action 

plan to address issues raised in the 

audit report 

Review and implement financial 

delegations 

Integrate asset management plan with 

GIS 

Review and implement a five year 


Review and implement financial risk 


Review and implement internal control 

procedures 

Develop and implement an audit action 

plan to address issues raised in the audit 

report 

Review and implement financial 

delegations 

Improve MFMA compliance Full MFMA compliance Full MFMA compliance 

Inventory management plan 

Develop and implement fleet 


Financial accounting Develop and implement cash flow 


Review and implement fleet 


Review and implement cash flow 


Review and implement fleet 


Review and implement cash flow 


Financial accounting Use financial ratios to management Use financial ratios to management Use financial ratios to management

Strategic 

Goal 

Good Corporate Governance 

Go 

od 

Cor 

por 


Electronic records 

management 

Complaint management 

system 

financial performance financial performance financial performance 

Training of employees on Munadmin 

Development and implementation of 

the complaint management system 

strategy. 

Internal Communication Development and implementation of 

the internal communication strategy. 

Marketing & branding Development and implementation of 

marketing and branding plan 

Implementation of electronic records 

keeping 

Review and implementation of the 

complaint management system 

strategy. 


internal communication strategy 

Review and implementation of 

marketing and branding plan 

Implementation of electronic records 

keeping 


complaint management system strategy. 


internal communication strategy 

Internal Auditing Governance audit Governance audit Governance audit 

Strategic Planning 

Human resource 

management 

Review and implementation of marketing 

and branding plan 

Auditing strategic risks Auditing strategic risks Auditing strategic risks 

IDP review process IDP review process IDP review process 

Develop, review and adopt 

outstanding sector plans 

Integration of all sector plans Integrated development planning & 

management 

PMS process PMS process PMS process 

PMS policy review and 

implementation. 

Development & implementation 

public participation strategy. 

PMS policy review and implementation. PMS policy review and implementation. 

Review & implementation public 

participation strategy. 

Review & implementation public 

participation strategy. 

Auditing and review of the structure. Review and implement the structure Auditing, review and implement of the 

structure. 

204

Strategic 

Goal 

Economic and Tourism 

Development and 

Growth 

Econo 

mic 

and 

Touris 


Review and implementation of 

policies and procedures 

Implement, assess and review the 

improvement in the rating tool 

(employee satisfaction survey) 

Align & implement WSP to 

competency gaps 

Contract management Update and manage the contract 

register 

Training on code of conduct for 

employees and terms and conditions 

of employment 

Risk Management Conduct and implement strategic 

risk assessment 

Local Economic 

Development 

Review and implementation of policies 

and procedures 

Implement, assess and review the 

improvement in the rating tool 

(employee satisfaction survey) 

Competency gap re-assessment and realignment 

and implementation 

Update and manage the contract 

register 


employees and terms and conditions of 

employment 

Conduct and implement strategic risk 

assessment 

Review and implementation of policies 

and procedures 

Improve the level/quality of service to 

the communities 

Raising productivity 

Update and manage the contract register 


employees and terms and conditions of 

employment 

Conduct and implement strategic risk 

assessment 

Review the LED Strategy Implementation of the LED Strategy Implementation of the LED Strategy 

Revival of the LED Forum Monitor and report on the functionality 

of the LED Forum 

Develop an Investment Attraction 

Plan 

Implementation of the Marula 

strategy 

Tourism Development Review the tourism development 

strategy 

Implementation of the Investment 

Attraction Plan 

Monitor and report on the functionality 

of the LED Forum 

Implementation of the Investment 

Attraction Plan 

Implementation of the Marula strategy Review of the Marula strategy 

Implementation of the tourism 

development strategy 

Implementation of the tourism 

development strategy 

205

Strategic 

Goal 

Integrated sustainable infrastructure and Services 

Integr 

ated 

sustai 

nable 


Demand Management 

- Water 

- Roads 

- Electricity 

- Cemetery 

- Infrastructure 

- Housing 

Develop the tourism marketing plan Implementation of the tourism 

marketing plan 

Develop services delivery demand 


Water Service Authority Signing of SLA- MOU with MDM 

Application to DWAF 

Infrastructure Master Plan Development of infrastructure 

master plan 

- Electricity 

- Roads and storm - 

water 

- IT 

- Parks 

- Cemeteries 

Review and adopt draft 

Infrastructure master Plan 

Review the tourism marketing plan 

Implementation of plan Review Demand Service Management 

Plan 

Develop water services master plan Review and expand services 

Implementation and Improved water 

services provision 

Implementation Review of plan 

Waste Removal Services Household collection service to all Increased collection frequency Increased waste minimization 

206

Strategic 

Goal 


Performance Orientated 

Planning 


Vandalism of 


(Illegal connection) 

Awareness 

Monitoring 

Enforcement of By-laws 

Quality Assurance Development of SLA with standards 

and specifications 

IGR- 

Sector departments 

Engage and Participate in the sector 

Dept (one on one) on IDP and sector 

departments plans. Include sector 

Dept in the IDP process plan 

EPWP Policy Development and implementation of 

a EPWP policy 

Housing provision Identification of housing 

beneficiaries and application for the 

housing accreditation 

Tribal Authorities - Enforcement of bylaws? 

-Include the tribal authority’s plans 

in IDP 

Continuous enforcement and 

monitoring 

Enforcement and monitoring 

(Standards and specifications) 

Continuous enforcement and monitoring 

Continuous enforcement and monitoring 

(Standards and specifications) 

Continuous engagements Continuous engagements 

Review housing strategy Implementation of the housing strategy 

Land Use Management Verify land uses and ownership Managing land use and ownership Managing land use and ownership 

SDF 

Infill development in municipal 

vacant land 

Implementation of the SDF Reviewal of the SDF 

207

Strategic 

Goal 

Environmental 

Sustainability 

Environmental sustainability 


Demarcation of sites Demarcation of sites Demarcation of sites 

Formalisation of informal 

settlements 

GIS Capturing of data and obtaining of 

software 

Waste Management 

Environmental 

Management 

Environmental 

Management 

Formalisation of informal settlements 

Capturing and linkage with other 

departments 

Landfill/recycling site Establish drop off centres 

Continuous update 

Rehabilitation of old sites Hand over to beneficiaries 

Establishment of a land fill site 

Obtain Environmental Management 

Plan and Framework 

Monitoring and reporting pollution Adapt the Environmental Management 

Plan and Framework 

Expansion of Phalaborwa 

environmental committee 

Green economy programme 

Greening and beautification (global 

warming) 

Alien plant and pest control 

Strategic partnerships 

Parks, gardens and open space 

maintenance 

Review State of Environment report Establish Environmental Management 

unit 

Sustainable use, assistance and 

preservation of game farms (land claims) 

Implement EMP recommendations Guidance on alternative use of land 

claimed 

208

Strategic 

Goal 

Enhanced stakeholder 

involvement 


Municipal Development 

Charter 

Advisory Board and 

Development Clusters 

A Comprehensive 

Stakeholder Involvement 

Strategy 

Community involvement and 

education 

Development, adoption and 

execution of implementation plan 

Establishment of key development 

clusters under the auspices of the 


Development of a Comprehensive 

Stakeholder Involvement Strategy 

and implementation plan 

Table C. 8: Short, Medium, Long Term Strategies per strategic goal 

Execution and review of 

implementation plan 

Consolidation and reinforcement of the 

Advisory Board and development 

clusters 

Review of the Development Charter, 

implementation plan 

Review of the Advisory Board and 

development clusters 

Implementation of the strategy Review and implementation of the 

Strategy 

209

1.3. Strategic Scorecard 

In the development of the strategic scorecard, the next step is to establish the end result, what the 

municipality wants to achieve with the objective. It is important to always have the end in mind when 

setting measurements and targets for objectives. After the results were established, measures and targets 

were set and projects identified. 

• Results are the ultimate impact that we would like to see with regards to the objective 

• Key Performance indicators are measurable results of the objectives, projects and programmes. 

• Strategies are unique and sustainable ways though which the municipality creates value 

• Projects are the specific initiatives undertaken by the municipality to support the objective. 

The purpose of the Strategic Scorecard is for Council and the Municipal Manager to focus on the real 

strategic measurements and projects that must be attained and implemented during the course of the next 

financial year. Strategic Key Performance Indicators are the measurements identified that will enable 

Council to ascertain whether the Municipality is moving towards the attainment of the strategic objectives 

as contained in the strategy map. Strategic projects are identified as those critical projects that the 

Municipality must implement to address the constraints as indicated in the table reflecting constraints and 

priority focus areas. Strategic projects are also projects that were identified as a “quick win” option to pave 

the way for implementation of other initiatives or projects. 

The strategic scorecard is indicated on the following page. Strategies as developed will be cascaded to 

operational plans and projects to facilitate implementation of strategic direction of the municipality. 

210

Objective Outcome Strategic Key 

Performance 

Indicator 

Enhance 

stakeholder 

involvemen 

t 

Economic 

and 

tourism 

developme 

Participatory 

communities 

An inclusive 

growing 

economy 

% issues 

raised at 

ward 

committees 

processed 

through 

Portfolio 

Committees 

% 

development 

clusters 

established ( 

8 clusters) 

% queries 

from 

customers 

tracked 

three weeks 

after receipt 

% 

procurement 

from local 

enterprises 

Five Year 

Strategic 

Intent 

(2006- 

2011) 

All ward 

committee 

s are 

functioning 

effectively 

As per Ba- 

Phalaborw 

a 

objectives 

As per Ba- 

Phalaborw 

a 

objectives 

As per Ba- 

Phalaborw 

a 

objectives 

Statu 

s 

2010 

/ 

2011 

Target 

2011/ 

2012 

Target 

Sept 

2010 

Target 

Dec 

2010 

Target 

Mar 


Target 

June 


Target 

2012 

Target 

2013 

Target 

2014 

Target 

2015 

100% 100% 100% 100% 100% 100% 100% 100% 100% 

211 

Strategic 

Projects / 

Initiatives 

YR 1 

100% 25% 50% 75% 100% 100% 100% 100% 100% Ba- 

Phalabor 

wa 

Developm 

ent 

Charter 

100% 100% 100% 100% 100% 100% 100% 100% 100% Complain 

ts 

Managem 

ent 

System 

40% 40% 40% 40% 40% 40% 40% 40% 40% Review of 

LED 

Strategy 

Budge 

t 


2012


Performance 

Indicator 

nt and 

growth 

Economic 

and 

tourism 

developme 

nt and 

growth 

Financial 

viability 

An inclusive 

growing 

economy 

Financially 

sustained 

institution 

% 

infrastructur 

e projects 

that are 

EPWP 

# jobs 

created 

through 

municipal 

initiatives 

% revenue 

received / 

billed 

revenue 

% debt 

coverage 

% cost 

coverage 

% service 

debtors 

Five Year 

Strategic 

Intent 

(2006- 


As per Ba- 

Phalaborw 

a 

objectives 

Halve 

unemploy 

ment b 

2014 

Implement 

ation of 

revenue 

enhanceme 

nt plan 

Financial 

sustainabili 

ty 

Financial 

sustainabili 

ty 

Financial 

sustainabili 

Statu 

s 

2010 

/ 


Target 


2012 

Target 

Sept 

2010 

Target 

Dec 

2010 

Target 

Mar 


Target 

June 


308 250 63 126 189 250 

Target 

2012 

Target 

2013 

Target 

2014 

Target 

2015 

212 

Strategic 

Projects / 

Initiatives 

YR 1 

Review of 

Tourism 

Developm 

ent 

Strategy 

95% 75% 80% 85% 95% 95% 95% 95% 95% Review of 

Revenue 

Enhance 

ment 

Strategy 

133% 133% 133% 133% 133% 130% 125% 120% 115% Five Year 

Financial 

Plan 

100% 100% 100% 100% 100% 100% 100% 100% 100% 

153% 153% 153% 153% 153% 150% 145% 140% 135% 

Budge 

t 


2012


Performance 

Indicator 

Integrated 

sustainable 

infrastructu 

re and 

services 

All 

households 

have access 

to basic and 

other 

services 

GRAP 

compliant 

AFS 

% internal 

audit 

recommenda 

tions on SCM 

implemented 

% 

households 

connected to 

national grid 

- Phalaborwa 

Town 

% 

households 

to have 

access to at 

least once-aweek 

refuse 

removal 

services 

Five Year 

Strategic 

Intent 

(2006- 


ty 

Unqualified 

audit by 


As per Ba- 

Phalaborw 

a 

objectives 

Eradicate 

basic 

service 

backlogs by 

2014 

Eradicate 

basic 

service 

backlogs by 

2014 

Statu 

s 

2010 

/ 


67.0 

0% 

Target 


2012 

Target 

Sept 

2010 

Target 

Dec 

2010 

Target 

Mar 


Target 

June 


Target 

2012 

Target 

2013 

Target 

2014 

Target 

2015 

100% 100% 100% 100% 100% 100% 100% 100% 100% 

100% 100% 100% 100% 100% 100% 100% 100% 100% 

213 

Strategic 

Projects / 

Initiatives 

YR 1 

100% 100% 100% 100% 100% 100% 100% 100% 100% Water 

Services 

Authority 

75% 75% 84% 91.5% 100% 100% Service 

Delivery 

Demand 

Managem 

ent Plan 

Budge 

t 


2012


Performance 

Indicator 

Environme 

ntal 

sustainabili 

ty 

Environme 

ntal 

sustainabili 

ty 

Clean and 

healthy 

communities 

Clean and 

healthy 

communities 

% 

households 

registered in 

Indigent 

Register with 

access to 

free basic 

water 

% 

households 

registered on 

Indigent 

Register with 

access to 

free basic 

electricity 

Rehabilitatio 

n of landfill 

site 

New landfill 

site 

established 

Five Year 

Strategic 

Intent 

(2006- 


Ensure that 

all indigent 

households 

are 

supported 

Ensure that 

all indigent 

households 

are 

supported 

As per Ba- 

Phalaborw 

a 

objectives 

As per Ba- 

Phalaborw 

a 

objectives 

Statu 

s 

2010 

/ 


Target 


2012 

Target 

Sept 

2010 

Target 

Dec 

2010 

Target 

Mar 


Target 

June 


Target 

2012 

Target 

2013 

Target 

2014 

Target 

2015 

100% 100% 100% 100% 100% 100% 100% 100% 100% 

100% 100% 100% 100% 100% 100% 100% 100% 100% 

100% 100% 100% 100% 100% 100% 

100% 100% 100% 100% 100% 100% 

214 

Strategic 

Projects / 

Initiatives 

YR 1 

Budge 

t 


2012


Performance 

Indicator 

Developme 

ntal and 

performanc 

e 

orientated 

planning 

Advance 

good 

corporate 

governance 

Attract, 

retain and 

build 

human 

capital 

Liveable 

neighbourho 

ods 

Corporate 

Governance 

Skilled and 

capacitated 

workforce 

Prevention 

of 

mushroomin 

g of informal 

settlements 

% 

compliance 

to 

IDP/PMS/Bu 

dget Process 

Plan 

Unqualified 

audit Report 

% of 

employees 

from 

previously 

disadvantage 

d groups 

Five Year 

Strategic 

Intent 

(2006- 


As per Ba- 

Phalaborw 

a 

objectives 

As per Ba- 

Phalaborw 

a 

objectives 

Unqualified 

audit by 


Annually 

achieve the 

targets set 

out in the 

municipalit 

y's EE plan 

Statu 

s 

2010 

/ 


Target 


2012 

Target 

Sept 

2010 

Target 

Dec 

2010 

Target 

Mar 


Target 

June 


Target 

2012 

Target 

2013 

Target 

2014 

Target 

2015 

215 

Strategic 

Projects / 

Initiatives 

YR 1 

100% 100% 100% 100% 100% 100% 100% 100% 100% Housing 

Accredita 

tion 

100% 100% 100% 100% 100% 100% 100% 100% 100% 

100% n/a 100% n/a n/a 100% 100% 100% 100% 

Budge 

t 


2012


Performance 

Indicator 

Attract, 

retain and 

build 

human 

capital 

appointed in 

the three 

highest 

levels of 

management 

as per the 

approved EE 

plan (NKPI) 

% personnel 

budget 

allocated to 

skills 

development 

spent 

Five Year 

Strategic 

Intent 

(2006- 


Achieve 

national 

norms and 

standards 

by 2014 in 

terms of 

the % 

budget to 

be spent on 

implementi 

ng the 

workplace 

skills plan 

Statu 

s 

2010 

/ 


Target 


2012 

Target 

Sept 

2010 

Target 

Dec 

2010 

Target 

Mar 


Target 

June 


Target 

2012 

Target 

2013 

Target 

2014 

Target 

2015 

216 

Strategic 

Projects / 

Initiatives 

YR 1 

Budge 

t 


2012

C5. Ba-Phalaborwa Turnaround Strategy 

The Department of Cooperative Governance and Traditional Affairs (CoGTA) compiled a State of the 

Local Government Report on Service Delivery. The report highlighted governance and service delivery 

challenges within municipality. It further identified five strategic objectives to guide municipalities in 

the development of their Turnaround Strategies, which are 14 : 

1. Ensure that municipalities meet the basic service needs of communities 

2. Build clean, effective, efficient, responsive and accountable local government 

3. Improve performance and professionalism in municipalities 

4. Improve national and provincial policy, oversight and support 

5. Strengthen partnerships between local government, communities and civil society 

The municipal Turnaround Strategy should be incorporated within the IDP process and adopted by 

Council with the IDP. 

Ba-Phalaborwa Municipality has developed its Turnaround Strategy which comprises the following table: 

14 Local Government Turnaround Strategy, November 2009 

217

C6: Ba-Phalaborwa Local Municipality Turnaround Strategy 

No. 

Priority Turn Around 

Focal Area 

1. Basic Service Delivery 

1.1 Access to water 

April 2011 (Current 

Situation/ Baseline) 

1. Infrequent supply of 

water at: Gravelotte 

& all villages (11) 

2. Aged infrastructure 

(asbestos pipes) and 

no refurbishment 

plan for PHB, 

Lulekani & 

Namakgale 

Target for December 

2011 (Changed 

Situation) 

1. Functional 

Boreholes at 

Selwane, 

Mashishimale, 

Gravelotte 

2. Section of 

pipeline 

replaced on 

every financial 

Municipal 

Action 

1. Monitor the 

functionalit 

y of the 

boreholes 

2. PHB 

refurbished 

reticulation 

Unblocking Action 

Needed from other 

Spheres and 

Agencies (e.g. 

intervention or 

technical support) 

1. MDM (WSA)to 

equip the 

boreholes 

2. MDM (WSA) 

must provide 

budget for 

rehabilitation 

45 

Human 

Resource 

allocated 

(-24 DWAE) 

218 

Budget 

Allocated Projected 

1. MDM 

2. MDM 

& 

BPM

No. 


Focal Area 



1.2 Access to sanitation Existing sewer 

reticulation aged 

(asbestos) in PHB, 

Namakgale and Lulekani 

1.3 Access to electricity 

1. Electrification 

backlog of 3826 



Situation) 

year 

Planning of N’kgale 

sewer treatment 

works upgrade & 

PHB pump station 

1. Electrify Kanana, 

Namakgale RDP, 

Ntswelemotse, 

Gardenview & 

Sebera 

Municipal 

Action 

line 

Replacement of 

sewer 

reticulation in 

PHB 

1. Apply for 

additional 

funds to 

implement 

electricity 

projects 



Spheres and 




of water 


MDM (WSA) to 

fast-track the 

planning & 

upgrade of the 

N’kgale sewer 

treatment works & 

PHB pump station 

1. Dept of Energy 

must grant 

sufficient 

allocations to 

meet the 

electricity MDG 

by 2014 

Human 

Resource 

allocated 

35 (-30 

DWAE) 

40 (-3 from 

Eskom, 2 

from INEG) 

219 

Budget 


MDM 


12 

MTEF 

1. R4 m 

(Esko 

m & 

BPM/ 

INEG)

No. 


Focal Area 

1.4 Refuse removal and solid 

waste disposal 



2. PHB aged 


Removal of solid waste 

in PHB, N’kgale, 

Lukekani, Gravelotte, 

Mashishimale R1, 2 & 

3, Mandela villages 



Situation) 

2. Complete 2 

refurbishment/ 

upgrading 

projects 

Extension of waste 

removal services to 

Matiko-Xikaya & 

Lulekani A 

Municipal 

Action 

2. Improve 

collection of 

electricity 

service 

charges 

Hire more 

labourers for 

the extension of 

services 



Spheres and 




Human 

Resource 

allocated 

220 

Budget 


2. BPM 


12 

MTEF 

None 60 BPM 

2011/ 12 

MTEF

No. 


Focal Area 

1.5 Access to municipal roads 

1.6 Formalisation of informal 

settlements 



1. No maintenance 

budget & plan for 

provincial and 

district roads 

2. Insufficient 

allocation to 

eradicate the 

backlog by 2014 

informal settlements in 

Matikoxikaya, Benfarm, 

Namakgale, Lulekani & 

Makhushane 



Situation) 

1. Complete the 

Integrated Roads 

Master Plan 

2. Implement all 

MIG-funded 

projects & finish 

in time 

Application for the 

formalization of all 

informal settlements 

Municipal 

Action 

1. Integrated 

planning & 

maintenanc 

e with 

sector 

department 

s 

2. Fast-track 

the 

implementa 

tion of the 

MIG 

projects 

Prevent the 

mushrooming of 

informal 

settlements 



Spheres and 




1. Province & 

District roads 

maintenance 

budgets be 

transferred to 

LMs 

2. COGTA to 

increase MIG 

allocation for 


development 

DLGH to refrain 

from requests for 

demarcation of 

sites from 

traditional 

authorities without 

23 

Human 

Resource 

allocated 

221 

Budget 


1. DoRT 

& 

MDM 

2. R17 

m 

4 DLGH

No. 


Focal Area 

2. Public Participation 

2.1 Functionality of Ward 

Committees 

2.2 Broader public 

participation policies and 

plans 



All ward committees 

functional 

Public participation 

done in line with IDP/ 

Budget process plan 



Situation) 

All ward committees 

functional 

Finalise the 

Stakeholder Forum 

and sign social 

compact with all 

stakeholders. 

Municipal 

Action 

Process issues 

raised at ward 

committee 

meetings 

through 

Portfolio 

Committees 

Finalise 

Stakeholder 

Forum 



Spheres and 




the consent of LMs 

The municipality is 

paying all ward 

committee 

members a 

stipends 

Meaningful 

participation of 

Sector 

Departments in the 

IDP/ Budget 

Human 

Resource 

allocated 

3 BPM 


MTEF 

4 BPM 

2010/ 11 

MTEF 

222 

Budget 

Allocated Projected

No. 


Focal Area 

2.3 Public Communication 

systems 

2.4 Complaints management 

systems 





Situation) 

Adoption of Public 

Participation Policy 

Not effective Improve the 

effectiveness of the 

public 

communication 

system 

Functional but not 

effective – lacks 

timeous tracking of all 

queries 

2.5 Front Desk Interface Front Desk serve as 

switchboard 

Functional & 

effective complaint 

management system 

Integrated front desk 

function 

Municipal 

Action 

Strengthen the 

Communication 

unit with skilled 

personnel 

Timeous 

tracking of all 

received queries 

Integrate the 

front desk 



Spheres and 




Process Plan 

Government 

Communicators 

Forum to be 

relevant to 

supporting 

municipal needs 

District-wide 

complaint 

management 

system to be 

established as per 

D-IGF resolution 

Human 

Resource 

allocated 

1 BPM 


MTEF 

0 BPM 


MTEF 

None 1 BPM 


223 

Budget 

Allocated Projected

No. 

3.Governance 


Focal Area 

3.1 Political Management and Oversight 





Situation) 

Municipal 

Action 

3.1.1 Stability of Councils Functional Council Functional Council Functional 

Council 

3.1.2 Delegation of functions 

between political and 

administration 

Delegation system in 

place 

3.1.3 Training of Councillors Councillors trained as 

per WSP 

Review the 

delegation system 

Councillors trained 

as per WSP 

Review the 

delegation 

system 

Councillors 

trained as per 



Spheres and 




Human 

Resource 

allocated 

224 

Budget 


MTEF 

None 5 BPM 


MTEF 

None All staff None 

LG-SETA must 

develop better 

3 BPM 

2011/ 12

No. 


Focal Area 

3.2 Administration 

3.2.1 Recruitment, Selection 

and Suspension of 

employees 

3.2.2 Vacancies (Top 4- MM, 

CFO, Planner, Engineer) 





Situation) 

Municipal 

Action 

All critical posts filled All vacant posts filled No employees 

on suspension 

1 vacancy of MM No vacancies Retention 

Strategy in place 

3.2.3 Vacancies in other levels 196 Half the vacancy rate Half the vacancy 

rate 

3.2.4 Top 4 appointed with 

signed Performance 

Top 6 appointed with 

performance 

Top 6 sign annual 

performance 

agreements by due 



Spheres and 




WSP training courses for 

Councillors 

Annual 

Performance 

Plans completed 

Human 

Resource 

allocated 

225 

Budget 


MTEF 

n/a 5 BPM 


MTEF 

n/a n/a BPM 


MTEF 

5 None 

n/a 1 BPM 

2011/ 12

No. 


Focal Area 





Situation) 

Municipal 

Action 



Spheres and 




Human 

Resource 

allocated 

Agreements agreements date by 30 June 2011 MTEF 

3.2.5 Organisational 

Performance 

Management System 

3.2.6 Skills development for 

employees 

3.3 Labour Relations 

3.3.1 Functionality of Local 

Labour Relations 

Organisational 

Performance 


cascaded to Assistant 

Directors 

Workplace Skills Plan 

(WSP) in place and 

implemented 

Local Labour Forum in 

place, functional and 

constructive 

engagements 

Cascade 

organisational 

performance 

management system 

to post level 6 

Enhance training 

programmes for 

semi-professional 

staff (artisans) 

Maintain 

functionality and 

constructiveness of 

LLF 

Quarterly 

performance 

assessments 

2011/12 WSP 

more focused 

on artisan 

training 

Meaningful 

consultation at 

LLF on all labour 

related matters 

n/a 1 BPM 


MTEF 

None 03 BPM 


MTEF 

Elimination of 

conclusion of 

onerous collective 

agreement at 

07 n/a 

226 

Budget 

Allocated Projected

No. 


Focal Area 

4. Financial Management 

4.1 Revenue enhancement 



1. Revenue 

Enhancement 

Strategy in place 

2. No cost recovery in 

rural, townships and 

sector departments. 



Situation) 

1. Improve 

implementation 

of Revenue 

Enhancement 

Strategy 

2. Institute cost 

recovery in rural 

areas and 

enforce credit 

control 

measures in 

Municipal 

Action 

1. Complete 

data 

cleansing 

project of 

municipal 

accounts 

2. Improve 

enforcemen 

t of credit 

control 

measures 



Spheres and 




SALGBC 

Treasury must 

enforce provisions 

of the PFMA & 

MFMA on nonpaying 

sector 

departments 

Human 

Resource 

allocated 

40 BPM 2011/ 

12 MTEF 

227 

Budget 

Allocated Projected

No. 


Focal Area 



4.2 Debt management Unfunded mandates in 

relation to operations 

and maintenance for 

water and sanitation 

affecting cash flow 

4.3 Cash flow management working capital 

4.4 Repairs and maintenance 

provision 

15% of operational 

budget allocated to 

repairs & maintenance 



Situation) 

townships and 

on sector 

departments 

Eliminate unfunded 

mandates 

Improve working 

capital 

Improve revenue 

collection 

15% of operational 

budget allocated to 

repairs & 

Municipal 

Action 

Improve 

revenue 

collection for 

working capital 

Have working 

capital 

Expend on 

repairs and 

maintenance 



Spheres and 




MDM must gazette 

operations & 

maintenance 

allocations for LMs 

Human 

Resource 

allocated 

228 

Budget 


2 MDM & 

BPM 2011/ 

12 MTEF 

None 2 n/a 

MDM & DoRT to 

allocate funds for 

maintenance of 

district & provincial 

02 BPM 2011/ 

12 MTEF 

MDM &

No. 


Focal Area 

4.5 Capital expenditure MIG @ 42% 



Own funds@ 72% 

4.6 Clean Audit Disclaimed opinion 

Audit Issues Action Plan 

in place 



Situation) 

Municipal 

Action 



Spheres and 




maintenance roads (gazette the 

allocation) 

2009/10 MIG@ 

100% by March 2010 

2010/11 MIG@ 70% 

Implement the 

Action Plan on issues 

raised by the AG 

Eliminate recurring 

issues 

Improve MIG 

expenditure 

Full 

implementation 

of action plan & 

eliminate 

recurrence of 

issues 

Interim audit by 

the AG 

Human 

Resource 

allocated 

229 

Budget 


DoRT 

2 PMU R12 m 

(09/10) 

R14 m 

(10/11) 

R17m 

(11/12) 

All staff BPM 2011/ 

12 MTEF 

4.7 Submission of Annual Submitted by 31 August Submit by 31 August Compile GRAP- Interim audit by 1 BPM 2011/

No. 


Focal Area 





Situation) 

Municipal 

Action 

Financial Statements 2011 2011 compliant AFS 

4.8 Asset management Asset Register not 

compliant to GRAP 

4.9 Credibility and 

transparency of Supply 

Chain Management 

SCM Policy and 

Procedures in place 

GRAP-compliant 

Asset Register 

SCM audit 

completed 

SCM Risk Register in 

place 

Resourcing the 

Financial 

Controls unit 

Unbundling of 


assets (roads) 

underway 

Implement 

Internal Audit 

recommendatio 

ns on SCM 

Manage the 

SCM 



Spheres and 




Human 

Resource 

allocated 

the AG 12 MTEF 

MDM to assist with 

Asset Register as 

per D-IGF 

Resolution 

230 

Budget 


3 R1 mil 

(unbundling 

of assets) 

MDM 

(Asset 

register) 

none 5 BPM 2011/ 

12 MTEF

No. 


Focal Area 

5. Local Economic Development 

5.1 Municipal contribution to 

LED 



Plans to formalise the 

Marula industry in place 



Situation) 

Complete & 

operationalize the 

Marula Extraction 

Hub & consolidation 

of Marula Women 

cooperatives 

(MWCs) 

Municipal 

Action 

operational risks 

1. Fast-track the 

construction 

of the Marula 

Oil Extraction 

Hub 

2. Outline the 

business 

process and 

plant design 

to 

manufacture 

other 

products on 

the Marula 



Spheres and 




4. Completion of 

Marula Product 

Strategy 

including 

consolidation 

of the Marula 

Value Chain 

studies by 

LEDET 

5. Training of 

MWCs into 

Marula byproduct 

manufacturing 

Human 

Resource 

allocated 

4 R8 m 

231 

Budget 

Allocated Projected

No. 


Focal Area 

5.2 LED Plan aligned to the 

LEGDP and adopted by 

Council 



Approved LED Strategy 



Situation) 

LED Strategy aligned 

to SDF, LEDGDP 

Municipal 

Action 

value chain 

3. SABS & 

FMASA 

accreditation 

& 

certification 

Implementation 

of the LED 

Strategy 



Spheres and 




by Agriculture, 

Mopani FET & 

LIBSA 

6. Source market 

for Marula 

Extraction Hub 

products by TIL 

Human 

Resource 

allocated 

232 

Budget 


None 4 BPM 2011/ 

12 MTEF

C7.CONCLUSION: 

The afore-mentioned consists of the strategic intent of the municipality that was developed by taking 

National and Provincial priorities and strategies into consideration. The vision, mission and values were 

reviewed and amended. Strategic objectives and objective strategies were reviewed and amended and 

programme strategies developed through which the strategic objectives are operationalised. Projects 

have been identified and prioritized and will be dealt with in the next chapter. The strategic intent will 

be implemented through development of scorecards on different levels which will be monitored, 

evaluated, assessed and review on annual basis. The implementation will be dealt with under the 

section Organisational Performance Management. 

233

D1. Introduction 

Projects are identified through the following: 

SECTION D 

PROJECTS 

Needs experienced by the community and councilors in their areas or villages 

Municipal Departments and officials from departmental plans, sector plans, specialist studies and 

maintenance programmes 

Strategic planning exercises might identify projects of strategic importance 

The municipality must ensure that projects are in line with principles, objectives and strategies of the 

municipality. Also due to limited financial and human resources it is necessary that project proposals be 

prepared in order to assist the municipality to ensure transparent and realistic distribution of resources 

between priority issues and routine expenditure. It is also necessary that the community is involved in the 

planning of projects to ensure that planned projects are in line with community needs as well as that the 

community accepts ownership of projects. Public participation is also necessary to avoid bias to certain 

community groups. Public participation could be achieved through the IDP Representative Forum. 

234

D2. Operational and Maintenance Projects 

Implementing 

Dept 

Operational & Maintenance Projects Source(s) of Funds O & M Budget (R’000) 

Project Name Project Location 2011/12 2012/13 2013/14 2014/15 2015/16 

Corporate Services IT Equipments, Furniture & Office Equipments 

Corp/01 Interactive web BPM BPM 300 

Corp/02 Computer Notebook (30) BPM BPM 350 

Corp/03 Business Plan (IT & FMS) BPM BPM 300 

Corp/04 GPS (1) BPM BPM 75 

Corp/05 ICT Infrastructure BPM BPM 4.000 

Corp/06 Data Projector (4) BPM BPM 150 

Corp/07 Project Screen- fixed (2) BPM BPM 10 

Corp/08 Projection Screen portable BPM BPM 2500 

Corp/09 Digital Voice Recorder + 

Transcription 

Software(mobile) 

Corp/10 Internet Solution ASDL 

Accounts (12) 

BPM BPM 42 

BPM BPM 30 

235

Implementing 

Dept 



Corp/11 Disaster Recovery Plan BPM BPM 200 

Corp/12 Team mate Software(audit) BPM BPM 200 

Corp/13 Notebook Computer spares 

(1) 

Corp/14 Desktop Computer spares 

(1) 

Corp/15 Network Infrastructure 

maintenance 

BPM BPM 30 

BPM BPM 30 

BPM BPM 20 

Corp/16 Bulk Shredder Ba-Phalaborwa BPM 10 

Corp/17 Steel Cabinets (4) (Legal) Ba-Phalaborwa BPM 20 

Corp/18 Desk & Credenza (legal) (1) Phalaborwa BPM 30 

Corp/19 Desks (3) Ba-Phalaborwa BPM 50 

Corp/20 High back Chairs (3) Ba-Phalaborwa BPM 10 

Corp/21 Visitors Chairs (6) Ba-Phalaborwa BPM 30 

Corp/22 Filling Cabinets (3) (Safety) Ba-Phalaborwa BPM 30 

236

Implementing 

Dept 



Corp/23 Desks, Chairs, & Filling 

Cabinets (Records) 

Corp/24 Mobile Filling System 3x3 

(Human Resources) Zippel 

Lulekani BPM 50 

Ba-Phalaborwa BPM 150 

Corp/25 Vacuum Cleaners x 2 Ba-Phalaborwa BPM 20 

Corp/26 Toilet Roll Holder Steel Ba-Phalaborwa BPM 10 

Corp/27 Soap Holders Ba-Phalaborwa BPM 10 

Corp/28 Shelves Steel Lulekani BPM 100 

Technical Services Furniture & Office Equipments 

Tech/01 Desks (new staff) 7 BPM BPM 150 

Tech/02 High back Chairs 7 Ba-Phalaborwa BPM 30 

Tech/03 6 Single base sets (Standby 

Electrical) 

Tech/04 Steel Filling Cabinet 

(Zippel) 

Phalaborwa BPM 15 


237

Implementing 

Dept 



Planning 

Development 

& 

Furniture & Office Equipments 

Plan/01 Desks (new staff) 1 Phalaborwa BPM 5 

Plan/02 High back Chair (1) Phalaborwa BPM 3 

Municipal 

Manager 


Mun/01 Desks (3) Phalaborwa BPM 50 

Mun/02 High back Chairs (3) Phalaborwa BPM 10 

Mun/03 Visitors Chairs (4) Phalaborwa BPM 12 

Mun/04 Desks (new staff) 2 Phalaborwa BPM 30 

Mun/05 Chairs (new staff) 2 Phalaborwa BPM 10 

Mun/06 Filling Cabinet Steel Phalaborwa BPM 30 

Mun/07 Office Furniture (Audit) 2 

Workstations 

Mun/08 Wall Unit- Shelves 

(Communication) (1) 



238

Implementing 

Dept 

Mun/09 Furniture (Disaster 

Management) 




Mun/10 Filling Cabinets Wood (3) Ba-Phalaborwa BPM 20 

Community 

Services 

Com/01 High back Swivel Chairs (7) 

Cashiers 



Com/02 Cabinet Wood (1) Ba-Phalaborwa BPM 10 

Com/03 Steel Cabinets 4 Drawer (3) Ba-Phalaborwa BPM 12 

Com/04 Shelves (Licensing & 

Library) 


Com/05 Replacement of 2 

Computers (Prosecution) 


Com/06 Mobile Filling (Traffic & 

Licensing) 


Mayor & Council Venues upgrade & Equipment 

May/01 Chairs (50) Council Chamber BPM 200 

May/02 Mayor’s Office Furniture Office of the Mayor BPM 60 - - - - 

239

Implementing 

Dept 



May/03 Curtains Council Chamber BPM 70 

May/04 Curtains Lulekani Town Hall BPM 100 

May/05 Curtains Mayoral Parlour BPM 120 

May/06 Carpets Council Chamber Council Chamber BPM 50 

May/07 Carpets Activity Hall Activity hall BPM 50 

May/08 Blinds (steel) Namakgale BPM 50 

May/09 Steel tables New Venues BPM 200 

May/10 Table clothes BPM BPM 50 

May/11 Chairs (100) Activity Hall BPM 200 

May/12 Air Conditioners Lulekani Town Hall BPM 100 

May/13 Air Conditioners Namakgale Council 

Chamber 

BPM 15 

May/14 Air Conditioners Namakgale Town Hall BPM 100 

May/15 Air Conditioners Lulekani Archives BPM 200 

240

Implementing 

Dept 



May/16 Air Conditioners Licensing Revenue BPM 15 

May/17 Sprinkler system – fire 

prevention 

May/18 Air Conditioners Namakgale Town Hall 

Rates Offices 

Lulekani Archives BPM 80 

BPM 100 

May/19 Sound System (Chamber) Ba-Phalaborwa BPM 220 

May/20 Tables & Chairs Gravelotte BPM 30 

May/21 

Tables & Chairs Selwane Community 

Hall 

May/22 Water Cooler Fountain Impala Park Sports 

Hall 

BPM 30 

BPM 15 

May/23 Water Cooler Fountain Lulekani Stadium BPM 15 

May/24 Water Cooler Fountain Namakgale Stadium BPM 15 

May/25 Water Cooler Fountain Licensing Phalaborwa BPM 15 

May/26 Centralised Records Phalaborwa Records BPM 400 

241

Implementing 

Dept 



Section & Lulekani 

Archives 

May/27 Mobile PA Phalaborwa Main 

Office 

Community 

Services 

Com/07 Replacement of 3 patrol 

cars 

Com/08 Replacement of 2 

computers – Prosecution 

Com/09 Play detector – Vehicle 

Testing Centre (VTC) 

BPM 70 

Traffic Section 

Traffic BPM 900 3m 

Traffic BPM 20. 000 

Traffic & Licensing BPM 200. 000 

Com/10 Upgrade of computer VTC Traffic & Licensing BPM 20. 000 

Com/11 Replace Clifford brake 

tester VTC 

Traffic & Licensing BPM 200. 000 

Com/12 Road marking machine Traffic BPM 90. 000 

Com/13 Replacement of electronic Traffic & Licensing BPM 15. 000 

242

Implementing 

Dept 



clipboard motor cycle tests 

Com/14 Speed measuring device Traffic BPM 100. 000 

Com/15 Replacement of 2 Road 

marking LDV’s 

Traffic BPM 400 000 

Com/16 Mass Meter (x2) Traffic & Licensing BPM 158 000 

Com/17 Replacement of 2 Road 

marking LDV’s 

Com/18 Replacement of speed 

measuring device 



Waste Management 

Com/19 Domestic Refuse Services Humulani, Matiko- 

Xikaya & Lulekani A 

BPM 550.000 

Com/20 Domestic Refuse Services Maseke and Boyelang BPM 570.000 

Com/21 Domestic Refuse Services Makhushane BPM 600.000 

Com/22 Domestic Refuse Services Prieska, Mahale, 

Nondweni, Silonque 

BPM 640.000 

243

Implementing 

Dept 



Com/23 Domestic Refuse Services All new Settlements BPM 680.000 

Com/24 Landfill Compactor Landfill Site MDM 3m 

Com/25 New Landfill Site Development and 


MDM 3m 5m 5m 

Com/26 DSN430N 

Replace Refuse Compactor 

Refuse removal BPM 1.7m 

Com/27 Mass Containers (Skips) Namakgale and Drop 

off Centres 

BPM 96.000 135.000 160.000 

Com/28 DKR237N 

Tractor and Trailer 

Replacement for 

refuse 

dumping 

and illegal 

Com/29 Wheely Bins Waste Management 

Street Cleansing 

Com/30 Fencing (Landfill Facility) Phalaborwa Dumping 

Site 

BPM 600.000 820.000 

BPM 24.000 30.000 36.000 42.000 50.000 

MDM 200.000 240.000 

Com/31 Dustbins (Pavement) Provide on sidewalks BPM 32.000 40.000 45.000 47.000 53.000 

Com/32 Pole bins 20L Install on pole BPM 40.000 50.000 62.000 68.000 74.000 

244

Implementing 

Dept 



Environmental Health 

Com/33 Spray pumps 

Vector control 

BPM BPM 6 000 8 000 11 000 

Com/34 Medical containers BPM BPM 30 000 35 000 40 000 46 000 50 000 

Com/35 Litter Pickers BPM BPM 24 000 30 000 34 000 38 000 42 000 

Com/36 Camera (Digital) BPM BPM 4 000 

Parks Section 

Com/37 Cemetery fencing & 

Stadium fencing 

Ba-Phalaborwa BPM 1.5 1.6 500 600 600 

Com/38 Computerized cemetery 

system 

Ba-Phalaborwa BPM 210 - - - - 

Com/39 Replacement of 2 tractors Ba-Phalaborwa BPM 950 - - 1.2 - 

Com/40 Water Tanker & Trailer Ba-Phalaborwa BPM 850 - 900 - - 

Com/41 Front-end loader/Back hoe Ba-Phalaborwa BPM 1.1 - - - - 

Com/42 1 New LDV (Cemeteries) Ba-Phalaborwa BPM 200 - - - - 

Com/43 Medium Tip Truck Ba-Phalaborwa BPM 600 - - - - 

245

Implementing 

Dept 



Com/44 Small Equipment (new and 

replacement) 

Com/45 Wheelbarrow Poison Spray 

Unit 

Ba-Phalaborwa BPM 300 300 350 350 400 


Com/46 Tractor – Mounted Slashers Ba-Phalaborwa BPM 120 135 145 160 180 

Com/47 Ride-on mowers (2) Ba-Phalaborwa BPM 160 - 200 - 220 

Com/48 Parks and recreational 

area furniture 

Com/49 Nursery plant development 

and purchase 

Com/50 4 X Refridgerators Selwane, Rixile , 

Leboneng And 

Gravellote Libraries 

Com/51 IT Network connectivity Selwane, Gravelotte, 

& Mashishimale 

Libraries 

Com/52 2 X Photocopier Machines Selwane & 

Mashishimale 

Libraries 

Parks and Cemeteries BPM 100 110 120 130 140 

Nursery BPM 60 70 80 90 100 

Library Services 

BPM 20 000 

BPM 150 

BPM lease 

246

Implementing 

Dept 



Com/53 

1000 X Bookholders 

All Libraries BPM 15 000 

Com/54 

6 X Water coolers 

All Libraries BPM 18 000 

Com/55 

Mashishimale BPM 6000 

5 X Microwave oven excluded 

Com/56 

6 X Flat screen TV 

All Libraries BPM 20 000 12000 14000 15000 16000 

Com/57 

6 X DVD Players 

All Libraries BPM 6 000 3500 3500 3500 4000 

Com/58 Window Blinds All Libraries BPM 15 000 15 000 15000 

Planning & 

Development 

Plan/03 Formalisation of Informal 

areas 

Makhushane 

(Opposite 

Maphuta Hospital 

Area before 

Namakgale 

cemetery 

Area between 

Benfarm and R71 

Matiko Xikaya C 

Selwane 

(Matshilapate) 

Planning & Land Use 

DLGH/MDM 500 500 500 500 500 

247

Implementing 

Dept 

Plan/04 Marula Oil Extraction 

depots 



Kurhula 

Ba-Phalaborwa 

Makhushane 

Maseke 

Majeje 

Seloane 

Mashishimale 

LED & Tourism 

Rio Tinto 1000 

Plan/05 Waterbok Crop Farm Seloane Rio Tinto 1000 

Plan/06 Street paving depot Makhushane FOSKOR 1000 

Plan/07 Upgrading of Bollanoto Phalaborwa FOSKOR 1000 

Plan/08 SMME Development Ba-Phalaborwa BPM/LIBSA 100 

Plan/09 Hawkers facility, curio shop 

& rest station 


Budg/01 Electricity vending 

machines 

Budg/02 Replacement of fleet 

vehicles (40) 

Gravelotte Murchison Mine 150 150 

Ba-Phalaborwa BPM - - - - - 

Ba-Phalaborwa BPM 3120 3307 3505 3715 - 

248

Implementing 

Dept 



Budg/03 Integrated Financial 



Technical Services Buildings 

Tech/05 Extension of Supply Chain 

Offices 

Tech/06 Erection of (shades) 

parking area 

Phalaborwa BPM 950 - - - - 

Lulekani Municipal 

Offices 

Tech/07 Backup Generator (sewer Phalaborwa, Lulekani 

pump station) 

& Namakgale 

Tech/08 Backup Generator Phalaborwa 

(Municipal Main 

Offices) 

BPM 400 - - - - 

Electrical 

BPM 1.5 

BPM 300 

Roads & Storm Water 

Tech/09 Storm water drainage Namakgale BPM 500 1.000 - - - 

Tech/10 Storm water drainage Lulekani BPM 500 1.000 - - - 

Tech/11 Storm water drainage 

Repairs 

Phalaborwa BPM 1.000 - - - - 

249

Implementing 

Dept 



Tech/12 Culverts Humulani Cemetery BPM 500 - - - - 

Buildings Sections 

Tech/13 Replacement of Handrails Phalaborwa Sewer 

Plant 

BPM 860 

Municipal 

Manager 

Communications Unit 

Mun/11 Calendars & Diaries Ba-Phalaborwa BPM 300 - - - - 

Disaster Management 

Mun/12 Disaster Relief Tents Ba-Phalaborwa BPM 60 - - - - 

Mun/13 Disaster Relief – Disaster 

Response Trailer (fully 

equipped) 

Mun/14 Potable drinking water 

trailer 



250

D3. Programmes, Strategies and Plans 

Implementing 

Dept. 

Technical Services 

Programmes, Strategies, Plans / Policies Source(s) of Funds Budget (R’000) 

Name Location 

Tech/14 Water Conservation/Water 

Demand Strategy 

MDM 600 

Tech/15 Road Master Plan Ba-Phalaborwa BPM 1.300 

Tech/16 

Corporate Services 

Electricity Master Plan Ba-Phalaborwa BPM 900 

Corp/28 Skills Training 

- WSP (5% of the 

workforce undergo inservice 

training) 

Ba-Phalaborwa 

BPMLGSETA 930 

Municipal HIV/Aids 

2011/12 2012/13 2013/14 2014/15 2015/16 

251

Implementing 

Manager 

Dept. 


Name Location 

2011/12 2012/13 2013/14 2014/15 2015/16 

Mun/15 World Aids Day Ba-Phalaborwa BPM 80 100 110 120 130 

Mun/16 Candlelight Ba-Phalaborwa BPM 80 100 110 120 130 

Mun/17 HIV/Aids Workshop Ba-Phalaborwa BPM 40 45 50 55 60 

Mun/18 Workplace HIV/Aids Programme Ba-Phalaborwa BPM - - - - - 

Mun/19 Workplace HIV/Aids Programme Ba-Phalaborwa BPM 80 

Mun/20 Local Aids Council Activities Ba-Phalaborwa BPM 50 60 70 80 90 

252

Implementing 

Dept. 


Name Location 

Mun/21 HIV/Aids Workplace Policy 

Review 

2011/12 2012/13 2013/14 2014/15 2015/16 

Ba-Phalaborwa BPM - - - - - 

Sports, Arts & Culture 

Mun/22 Ba-Phalaborwa Sports Day Ba-Phalaborwa BPM 70 

Mun/23 Junior Dipapadi Local, District, 

Provincial & 

National 

Mun/24 Cultural Day Ba-Phalaborwa BPM 25 

Mun/25 Development of Local Sports 

Strategy 

BPM 40 55 60 70 90 


Mun/26 Senior Citizens Tournament Ba-Phalaborwa BPM 20 

253

Implementing 

Dept. 


Name Location 

2011/12 2012/13 2013/14 2014/15 2015/16 

Mun/27 OR Tambo Games Ba-Phalaborwa BPM 40 55 60 70 90 

Mun/28 Women in Sports Ba-Phalaborwa BPM 30 35 40 45 50 

Mun/29 Indigenous Games Ba-Phalaborwa BPM 40 55 60 70 90 

Mun/30 Sports Council Training Ba-Phalaborwa BPM 40 60 80 100 120 

Mun/31 Strategy Planning workshop Ba-Phalaborwa BPM 80 

Youth, Women, Children & Disability 

Mun/32 Women’s Month Ba-Phalaborwa BPM 100 90 90 - - 

254

Implementing 

Dept. 


Name Location 

2011/12 2012/13 2013/14 2014/15 2015/16 

Mun/33 Children’s Day Ba-Phalaborwa BPM 60 70 70 - - 

Mun/34 Disability Day Ba-Phalaborwa BPM 120 130 130 - - 

Mun/35 16 Days of Activism against 

Children and Women Abuse 

Ba-Phalaborwa BPM 70 80 80 - - 

Mun/36 Back to School Campaign Ba-Phalaborwa BPM 2.500 3 3 - - 

Mun/37 Elderly Day Ba-Phalaborwa BPM 60 70 70 - - 

Mun/38 SAYC Bi-Annual Assembly Ba-Phalaborwa BPM 100 130 130 - - 

Mun/39 Ba-Phalaborwa Disadvantages 

groups Economic Summit 

Ba-Phalaborwa BPM 90 100 100 - - 

255

Implementing 

Dept. 


Name Location 

2011/12 2012/13 2013/14 2014/15 2015/16 

Mun/40 Youth Month Activities Ba-Phalaborwa BPM 120 120 130 - - 

Mun/41 IDP Review Process and Public 

Participation/Imbizos 

Mun/42 

Mun/43 

Strategic Planning Unit 

Ba-Phalaborwa 950 950 950 950 950 950 

Community Satisfaction Survey Ba-Phalaborwa BPM/DLGH 300 150 

Greenest Municipality 

Programme 


Internal Audit Unit 

Mun/44 Specialised Audit Services Ba-Phalaborwa BPM 700 

Communications 

256

Implementing 

Dept. 


Name Location 

2011/12 2012/13 2013/14 2014/15 2015/16 

Mun/45 Local Communicators Forum Ba-Phalaborwa BPM 77 84 93 102 - 

Mun/46 Professional 

bodies/membership fees 

Ba-Phalaborwa BPM 2 2 2 2 - 

Mun/47 Branding and Marketing Ba-Phalaborwa BPM 220 242 266 292 - 

Mun/48 Risk/Hazard Analysis of fire 

hydrants 

Planning & 

Development 

Plan/10 Development of Municipal 

Informal Economy Support 

Strategy 

Disaster Management 


LED & Tourism 

Ba-Phalaborwa BPM 250 250 

Plan/11 Annual Christmas Tree Ba-Phalaborwa Rio Tinto 100 110 120 130 140 

257

Implementing 

Dept. 


Name Location 

Plan/12 Investment Attraction Plan Ba-Phalaborwa BPM 100 

Plan/13 Ba-Phalaborwa Development 

Agency 

Plan/14 Economic Summit Ba-Phalaborwa BPM 90 

Plan/15 Annual Marula Festivities 

Plan/16 Annual September Tourism 

Month Activities 

Plan/17 Local and National Tourism 

Shows 

2011/12 2012/13 2013/14 2014/15 2015/16 

Ba-Phalaborwa BPM/Strategic Partners 600 400 3000 4000 6000 

• Makhushane 

• Mashishimale 

• Maseke 

• Majeje 

• Seloane 


BPM 650 650 650 700 700 


Durban, JHB, 

Hoedspruit, 

Tzaneen, Giyani, 

Cape Town 

BPM 180 190 200 210 220 

258

Implementing 

Dept. 


Name Location 

Plan/18 Promotion and Marketing 

materials of Tourism products 

and routes (Ba-Phalaborwa) 

Plan/19 Operationalisation of: 

• Flea Market 

• Cultural Village 

• Namakgale & Lulekani Taxi 

Ranks 

• Freedom & Memorial 

Precinct 

• Bollanoto Tourism & 

Information Centre 

• Seloane TSC (Curio Shop) 

Plan/20 Development of Ba-Phalaborwa 

Marula Village Hub 

2011/12 2012/13 2013/14 2014/15 2015/16 


Namakgale 

Phalaborwa 

Lulekani 

Makhushane 

Mashishimale 

Seloane 

BPM 200 


Plan/21 Poverty Alleviation Projects Ba-Phalaborwa BPM/Sector Departments - - - - - 

259

Implementing 

Dept. 


Name Location 

Plan/22 Poverty Reduction, Improved 

Service Delivery & Integrated 

Development Programme 

Ba-Phalaborwa Embassy of the Kingdom 

of Belgium 

2011/12 2012/13 2013/14 2014/15 2015/16 

Plan/23 Community Development Plan Selwane Kondowe - - - - - 

Planning and Land Use 

Plan/23 GIS Strategy/Policy Ba-Phalaborwa BPM/OTP 300 

Plan/24 Landfill site (Professional Study) Ba-Phalaborwa BPM 300 200 200 200 200 

Com/59 

Environmental Management 

Plan 


480 

Ba-Phalaborwa BPM 1.000 500 600 

Com/60 Arbor Day Ba-Phalaborwa BPM 30 35 40 45 50 

260

Implementing 

Dept. 


Name Location 

2011/12 2012/13 2013/14 2014/15 2015/16 

Com/61 De-bushing Ba-Phalaborwa BPM 250 250 300 300 400 

Com/62 Alien Plan Campaigns Ba-Phalaborwa BPM 120 130 145 160 175 

Com/63 Premiers Greening Project 

(Foskor) 

Com/64 Premiers Greening Project 


(PMC) 

Budg/04 Infrastructure Assets 

Unbundling – (water, sanitation 

& electricity) 

Ba-Phalaborwa 

Foskor 150. 150. 150. 

Ba-Phalaborwa PMC 75. 75. 75. 

Ba-Phalaborwa BPM 6.000 - 

261

D4. Capital Projects 

Implementing 

Dept 

Capital Projects Source(s) of Funds O & M Budget (R’000) 


Technical Services Roads & Storm water 

Tech/18 PHB Street Rehabilitation Phalaborwa Town BPM 1.000 1.500 1.500 2.000 2.500 

Tech/19 New 4 Ton Drop Side 

Truck (Roads Section) 

Tech/20 Replacement of 3 Ton 

Truck (Roads Section) 

Tech/21 Low Bed Trailer 

Tech/22 Silongue Road 

Rehabilitation 




Phalaborwa BPM 150 150 - - - 

Electrical Section 

262

Implementing 

Dept 

Tech/23 Maintenance & 

refurbishment of 

overhead lines 

Tech/24 



Upgrading of electrical 

network at Ext 01 Phase 3 

From Selati Sub to 

Main Sub (3). From 

Selati Sub to Ext 7 

Sub (1) 

From main Sub to 

Ext 7 Sub (1). Main 

Sub to Cleveland Sub 

(1). From Ext 7 Sub 

to Ext 8A and B Sub 

(2). From M/Sub 

8B/D to Airport 

beacon. Selati to Ext 

5. Main to 

Schietocht. Main 

pump to KNP. 

BPM 1.500 1.500 1.000 

Phalaborwa Town BPM 4.500 

263

Implementing 

Dept 



Tech/25 Erect second feeder to 

Ext 5 Substation 

Tech/26 Replacement of 

electricity three phase 

meters (KVA & KWH) 

Tech/27 Installation of High Mast 

lights 

Tech/28 Streetlights Maintenance 

Truck (Cherry Picker) 

Tech/29 Installation of ring main 

units and replace 3 phase 

mini-subs 

Extension 5 BPM 0.500 

Phalaborwa Town BPM 1.500 

Ba-Phalaborwa BPM 1.500 

Ba-Phalaborwa BPM 0.550 

Ext 1,2 ,3,4 & 6 BPM 1.000 1.200 1.400 1.500 1.700 

264

Implementing 

Dept 



Tech/30 Maintenance of 

substations Transformers, 

switch gears and 

protection relays 

Tech/31 Installation of 300 street 

lights at Hendrik Van Eck 

Road 

Tech/32 Electrification 


reticulations 1100 units 

Tech/33 Electrical Infrastructure 

reticulation - 600 units 

Tech/34 Electrification of 350 RDP 

units at Namakgale 

Selati and Main 

Substations 

BPM 1.000 - 1.200 

Phalaborwa BPM 1.000 1.200 1.440 - - 

Kanana Eskom/DME 11.000 - - - - 

Selwane Eskom/DME 6.000 - - - - 

Namakgale New RDP 

Houses 

Eskom/DME 2.450 - - - - 

265

Implementing 

Dept 

Tech/35 Electrification of 500 

units at Matshilapata 

(unoccupied) 




units at Boyelang/Maseke 

Tech/37 Electrification of 

“Nobody” 


units at Maseke Ext & 

Mashishimale R1, R2 


Reticulation – 600 units 

Matshilapata Ext Eskom/DME - 5.000 

Boyelang/Maseke Eskom (approved) 1.161 - - - - 

“Nobody” 

Namakgale 

Maseke Ext & 

Mashishimale R1, R2 

Eskom/DME 11.000 - - - - 

Eskom/DME 9.500 - - - - 

Kurhula BPM 6.000 

266

Implementing 

Dept 



Tech/40 Electricity Switch gears Phalaborwa BPM 3.000 

Tech/41 Installation of ring main 

units 


Reticulation 276 

Tech/43 Upgrading rising sewer & 

pump station 

Phalaborwa Ext 2, 3 

& 4 

Mabikiri 88 

Sebera 130 

Maune 36 

Tshube 22 

Existing Pump 

Station Phalaborwa 

Plant 

BPM 2.800 3.360 4.032 - - 

Eskom/DME 2.760 

Water & Sanitation 

MDM 6.500 6.500 6.500 

Tech/44 Matiko Xikaya waterline Matiko Xikaya MDM 1.300 

Tech/45 Sewer Reticulation Lulekani A MDM 5.000 5.000 5.000 5.000 - 

267

Implementing 

Dept 

Tech/46 



Sanitary House 

connections 

Tech/47 Lebeko Regional Resevoir 

& Related works 

Lulekani Ext 2 MDM 200 200 200 200 - 

Mashishimale R3 Ext 

1 

LNW & MDM 6.000 - - - - 

Tech/48 Benfarm Link Line Benfarm B & C MDM - 2.000 - - - 

Tech/49 Benfarm A, B & C Sewer 

Reticulation & Outfall line 

Benfarm A, B & C MDM - 5.000 5.000 - - 

Tech/50 Honey Sucker Tanker Phalaborwa BPM 250 - - - - 

Tech/51 Mobile Water Tanker 

(Technical) 

Community Parks Section 


268

Implementing 

Dept 

Services 



Com/64 Cemetery Establishment 

and construction (new) 

Lulekani BPM 2m 2m 2m 2m 2m 

Com/65 Cemetery upgrading Namakgale BPM 3m 2m 2m 2m 2m 

Com/66 Cemetery 

establishment/land 

identification and 

procurement (new) 

Com/67 

Gravelotte 

Cemetery Fencing Lulekani, Namakgale 

& Phalaborwa 

BPM 2m 2m 2m 2m 2m 

BPM 1.000 

Library Services 

Com/68 Mashishimale Library Mashishimale BPM 6m - - - - 

Com/69 Majeje Library Majeje Tribal BPM - - 6.5m - - 

269

Implementing 

Dept 



Com/70 Makhushane Library Makhushane BPM - - - - 7m 

Planning & 

Development 

Planning & Land Use 

Plan/25 Development of Ext 7 Phalaborwa BPM 700 - - - - 

D5. MIG Projects 

Implementing Dept MIG Projects Source(s) of Funds O & M Budget (R’000) 

MIG/01 Phalaborwa 

Upgrading of Taxi 


Phalaborwa MIG 1.353 - - - - 

270



Rank Facilities 

MIG/02 Tshelang Kgape 

Maphuta Street 

paving Phase 4 

MIG/03 Nyakelang Street 

paving 

MIG/04 Matiko Xikaya – 

Humulani Street 

paving 

MIG/05 Kurhula Street 

paving Phase 1 

MIG/06 PHB Taxi Rank 

Overhead Walkway 

Namakgale MIG 2.736 1.987 2.000 - - 

Namakgale MIG 300 3.000 - - - 

Lulekani MIG 3.000 2.500 - - - 

Lulekani MIG 2.500 2.100 2.000 - - 

Phalaborwa MIG 1.800 - - - - 

271


MIG/07 Gravelotte RDP 

Street paving Phase 

2 

MIG/08 Makhushane Street 

Paving 

MIG/09 


Selwane Street 

Paving 

MIG/10 Majeje Subsoil 

Drainage 

Gravelotte MIG - - 200 - - 

Makhushane MIG 2.674 

Selwane MIG 200 2.000 2.100 2.500 2.500 

Majeje MIG 2.740 1.500 1.500 1.500 

MIG/11 Thepe Trust Bridge Mashishimale R3 MIG 2.593 - - - - 

MIG/12 Majeje Street Paving Majeje MIG - 150 2.850 1.500 1.500 

272


MIG/13 Mashishimale Street 

Paving R1,2,3 

MIG/14 Lulekani Street 

Paving (Biko & B1 

Ext) 

MIG/15 Namakgale Street 

Paving (Score & Zone 

D) 

MIG/16 Tipeng Stormwater 

Culverts Phase 3 & 4 

MIG/17 Lulekani upgrading 

of Hlekani Str to 

tar/side kerbs 

Amazon Str. 


Mashishimale MIG - 200 700 2.000 2.100 

Lulekani MIG - 150 3.450 2.400 2.100 

Namakgale MIG - 150 2.450 2.400 2.000 

Makhushane/ 

Mashishimale 

MIG - 200 3.800 2.000 2.000 

Lulekani MIG 2.450 - - - - 

273


MIG/18 Installation of High 

Mask Lights & 

Energy Serving 

Street Lights at Ba- 

Phalaborwa 

D6. NDPG Projects 

Implementing 

Dept 


Ba-Phalaborwa MIG 3.00 5.000 7.000 3.000 

NDPG Projects Source(s) of Funds O & M Budget (R’000) 


NDPG/01 Speed humps Ba-Phalaborwa NDPG 370 

NDPG/02 Street Paving & Stormwater 

Drainage 

Namakgale, Lulekani & 

Gravelotte 

NDPG 4.000 4.200 - - - 

274

Implementing 

Dept 

NDPG Projects Source(s) of Funds O & M Budget (R’000) 


NDPG/03 Namakgale Sports Complex 

Phase 1 

NDPG/04 Lulekani Sport Precinct 

Phase 1 

D7. Mopani District Municipality Projects 

Namakgale NDPG (unregistered) 5000 12000 20000 30000 - 

Lulekani NDPG (unregistered) 5000 13000 25000 45000 

Project Name Project Location Description Implementing Budget 

Upgrading of water reticulation and 

extensions 

Phalaborwa Ext 5, Water supply Phase 

2 

Water 

Ba-Phalaborwa Upgrading of water 

reticulation and 

extensions 

MDM - 

Phalaborwa Extension 5 Water supply MDM - 

275


Selwane water scheme Selwane Water supply MDM - 

Makhushane reservoir Makhushane Construction of 

reservoir 

Namakgale sewerage works 


Sanitation 

Namakgale Sewerage works 


MDM - 

MDM - 

Mopani rural households sanitation Ba-Phalaborwa Sanitation infrastructure DWA - 

Upgrading of Phalaborwa sewage 

plant 

Phalaborwa Upgrading of 

Phalaborwa sewage 

plant 

MDM - 

RDP Houses sewerage Matiko Xikaya Sanitation MDM - 

Harmony to Gravelotte road Harmony/Gravelotte 29.78km paving/tar MDM - 

Makhushane – Maune Road Makhushane/Maune Paving/tar MDM - 

Upgrading of Maseeke to 

Mashishimale road phase V 

Roads 

Maseke/Mashishimale 13km paving/tar MDM 

Apollo lights Ba-Phalaborwa Light in crime prone MDM 

276


areas 

Educational Infrastructure 

Two crèche buildings Locations to be identified ECD Support to LMS MDM - 

D8. Sector Departments 

Project Name Project Location Project Description Implementing 

Agent 

Seloane (Pty) LTD Seloane Drip Irrigation for 

10ha 

Mponeng, Tipfuxeni 

eggs 

Miami plot no. & 

Itekeng Batub 

Overall 

Budget 

Land Reform Programme 

Phalaborwa Broiler LDA 97 032 

Planning & 

Design 

FY Budget 2011- 

2012 

LDA 595000 - - 595000 

Implementing Period & Budget 

2012- 

2013 

2013- 

2014 

2014- 

2015 

277 

2015- 

2016


Agent 

Khomanani swi tiya, 

Regodisheng, Titirheleni 

Community Garden, 

Kurhula Community 

Garden, Mmone, 

Batswenyegi, Mantshe 

community garden, 

Tivekani farm, 

Raleputso farm, 

Mogoleng farm, 

Solester farm, 

Langutani, Tlharihani 

community gardeni & 

waterbok 

Overall 

Budget 

Phalaborwa Vegetables LDA 1 172 

460 

Cattle Handling Ba-Phalaborwa Construction of a 

basic cattle 

handling facility 

Animal Health Programme 

LDA 60000 10- 

11 

Planning & 

Design 


2012 

- 60 000 


2012- 

2013 

2013- 

2014 

2014- 

2015 

278 

2015- 

2016


Agent 

Oasis nursery for 

indeginous 

National School 

Nutrition 

Learner Support 

Materials 

Maphuta Malatji 

Hospital Revitalisation 

Benfarm Planting of 

indigenous tress 

Head Office Provision of 

Learners with 

Nutritional food 

All Schools Provision of 

Learner Support 

Materials to all 

schools 

Overall 

Budget 

Planning & 

Design 


2012 

DoA 950 000 950 000 

Limpopo Department of Education 

DoE - - - 659,233 

,000 

DoE 650,069 

,919 

Limpopo Department of Health and Social Development 

Namakgale Hospital District DPW 128,660 Multi 

ple 

Mashishimale Clinic Mashishimale Clinic Sakhiwo SH 6,777 2010 

/11 


2012- 

2013 

829,669,0 

00 

681,320,8 

20 

2013- 

2014 

892,96 

4,000 

745,72 

5,864 

25,732 40,878 35,500 10,000 

678 788 

2014- 

2015 

279 

2015- 

2016


Agent 

Phalaborwa Bus Stop 

Clinic 

Multi-Purpose Traffic 

Centre 

Routine Road 

Maintenance 

Tzaneen to Dan to 

Burgersdorp to 

Gravelotte 

Giyani – Phalaborwa 

road 

Overall 

Budget 

Phalaborwa Clinic Sakhiwo SH 12,600 2010 

/11 

Lulekani Multi-Purpose 

Traffic Centre 

All The whole road 

maintenance under 

the control of the 

Department 

Tzaneen/Ba- 

Phalaborwa 

Planning & 

Design 


2012 

Limpopo Department of Roads and Transport (Traffic Management) 

Road preventative 

maintenance and 


Ba-Phalaborwa Upgrading gravel to 

tar 

LDRT 16m 2010 

/11 


2012- 

2013 

1,260 2,000 10,000 

693,10 

0,80 

3 157 

459,20 

LDRT - - - 401 

324,000 

LDRT 25,200, 

000 

Road Agency Limpopo 

RAL 16,000, 

000 

2013- 

2014 

135 965 264 

787 

2014- 

2015 

280 

2015- 

2016


Agent 

Letsitele – Eiland – 

Letaba Ranch 

Shonalanga Water 

Resort 

Establishment of 

monitoring 2 air quality 

stations 

Limpopo Mukumbi 

Industries 

Ba-Phalaborwa LM 

water reticulation & 

extension 

Ba-Phalaborwa Upgrading gravel to 

tar 

Overall 

Budget 

Planning & 

Design 


2012 


2012- 

2013 

RAL 50,000,00 

0 

Limpopo Department of Economic Development, Environment & Tourism 

Phalaborwa Water resort LTP 40m 

Ba-Phalaborwa 2 Air Quality 

Stations 

Ba-Phalaborwa Mukumbi 

Industries 

Ba-Phalaborwa Ba-Phalaborwa 

water reticulation 

& extension 

2013- 

2014 

70,000 

,000 

2014- 

2015 

59,000, 

000 

LEDET - - - - - - - - 

LEDET 1,5m - - - - - - 

DWAF 

DWAF 15,000, 

000 

281 

2015- 

2016 

30,000 

,000


Agent 

Upgrading basic 

sanitation to 

waterborne system in 

dense settlements (e.g. 

Lulekani “A”) 

Benfarm A, B, C: 

reticulation (wards 8 & 

14) 

Benfarm A, B, C: 

reticulation (wards 8 & 

14) 

Lulekani RDP house 

sewer reticulation 

Lulekani Upgrading basic 

sanitation to 

waterborne system 

in dense 

settlements 

Benfarm A, B, C Benfarm A, B, C : 

reticulation 

Benfarm A, B, C Benfarm A, B, C : 

reticulation 

Lulekani D Lulekani D RDP 

house sewer 

reticulation 

Lulekani Stadium area Lulekani Lulekani Stadium 

area 

Overall 

Budget 

Planning & 

Design 


2012 

DWAF 17,000, 

000 

DWAF 3,000,0 

00 

DWAF 7,000,0 

00 


7,000,0 

00 

2012- 

2013 

DWAF - - - - - - 

DWAF 3,000,0 

00 

2013- 

2014 

2014- 

2015 

282 

2015- 

2016


Agent 

Kurhula water supply 

(ward 16) 

Makhushane (Maune, 

Mabikiri, Sebera) 

Mashishimale (Nguvo) 

Makhushane 

(ntswelemotse, 

Gardenview, Kanana) 

Mashishimale Bulk 

water operational plan 

Maseke 

Matiko Xikaya water 

supply operational 

Kurhula Kurhula water 

supply 

Makhushane/M 

ashishimale 

Makhushane 

(Maune, Mabikiri, 

Sebera) 

Mashishimale 

(Nguvo) 

Makhushane Makhushane 

(Ntswelemotse, 

Gardenview, 

Kanana) 

Mashishimale Mashishimale bulk 

operational plan 

Maseke 

Matiko Xikaya Matiko Xikaya 

water supply 

Overall 

Budget 

Planning & 

Design 


2012 

DWAF 3,500,0 

00 

DWAF 5,000,0 

00 

DWAF 3,000,0 

00 

DWAF 2,000,0 

00 


2012- 

2013 

6,000,000 

2013- 

2014 

2014- 

2015 

DWAF - - - - - - - - 

283 

2015- 

2016


Agent 

Namakgale E sanitation 

(Topville) 

Namakgale D sewer 

reticulation raising 

sewer, additional pump 

mains and secondary 

bulk 

Mahale, Nondweni, 

Prieska water 

reticulation 

Humulani/Matiko 

Xikaya water 

reticulation phase 2 

operational 

Namakgale E Namakgale E 

sanitation 

(Topville) 

Namakgale D Namakgale D 

sewer 

Mahale, 

Nondweni, 

Prieska 

Humulani/Matik 

o Xikaya 

Mahale, Nondweni, 

Prieska water 

reticulation 

Humulani/Matiko 

Xikaya water 

reticulation phase 

2 

Overall 

Budget 

Planning & 

Design 


2012 


2012- 

2013 

2013- 

2014 

2014- 

2015 

DWAF - - - - - - - - 

DWAF 4,000,0 

00 

DWAF 5,000,0 

00 

DWAF 3,000,0 

00 

4,000,000 

284 

2015- 

2016


Agent 

Nyakelang/Makhushane 

/Haniville water supply 

Mopani STW: Ba- 

Phalaborwa 

Maintenance of Muti 

wa Vatsonga 

Sports Development 

Nyakelang/Mak 

hushane/Hanivil 

le 

Nyakelang/Makhus 

hane/Haniville 

water supply 

Ba-Phalaborwa Mopani STW: Ba- 

Phalaborwa 

Eiland Maintenance of 

Muti wa Vatsonga 

Clubs Establishment All Locals Establish one rugby 

club per local 

Overall 

Budget 

Planning & 

Design 


2012 

DWAF 5,000,0 

00 

DWAF 5,700,0 

00 

Department of Sports, Arts & Culture 

Museum & Heritage 

DSAC 1,200,0 

00 

DSAC 12,000 

per local 

School Sports & Recreation 


2012- 

2013 

5,000,000 

2013- 

2014 

300.000 400,000 500,00 

0 

12,000 

2014- 

2015 

285 

2015- 

2016


Agent 

Ba-Phalaborwa Hubs Namakgale & 

Mashishimale 


Mashishimale 


Mashishimale 

School Sport Mass 

Participation 

Programme 

Training of 32 

Coordinators 

Training of educators as 

coaches & technical 

officials 

Overall 

Budget 

Planning & 

Design 


2012 

Hubs DSAC 10,000 



Ba-Phalaborwa Establishment & 

support to leagues 

Ba-Phalaborwa Training of 32 

Coordinators 

Ba-Phalaborwa Training of 

educators as 

coaches & 

technical officials 


2012- 

2013 

DSAC 360,000 378,000 

DSAC 26,800 

DSAC 37,000 

2013- 

2014 

2014- 

2015 

286 

2015- 

2016

D9. Libsa Projects 

Strategic Objectives Measurable 

Objectives 

Provision of strategic 

marketing and 

communication 

services to internal 

and stakeholders 

To facilitate 2 

business seminars 

across five districts 

To participate in 100 

workshop across five 

districts 

To participate in 12 

radio campaigns 

Distribution of 6 000 

LIBSA newsletters 

Key Performance 

Indicators 

2 Business 

seminars to be 

conducted 

100 workshops to 

participate in 

12 adverts and 

radio talk shows 

to be participated 

in 

6 000 newsletters 

to be distributed 

Baseline 

2009/10 

3 business 

seminars 

conducted 

Participate 

d in 191 

workshops 

Participate 

d in 8 radio 

campaigns 

2 700 

newsletters 

distributed 

Budget 

2010/11 

R50 000 1 business 

seminars 

conducted 

Quarter 1 Quarter 2 Quarter 3 Quarter 4 

30 

workshops 

3 radio 

adverts 

1 500 

newsletters 

No business 

seminars 

conducted 

30 

workshops 

3 radio 

adverts 

1 500 

newsletters 

1 business 

seminars 

conducted 

30 

workshops 

3 radio 

adverts 

1 500 

newsletters 

No seminars to 

be conducted in 

this quarter 

10 workshops 

3 radio adverts 

1 500 

newsletters 

287

Strategic Objectives Measurable 

Objectives 

TOTAL 

GRAND TOTAL 

D10. Foskor Projects 

Distribution of 3 000 

LIBSA brand booklets 

Key Performance 

Indicators 

3 000 brand 

booklets to be 

distributed 

Baseline 

2009/10 

1 813 

brand 

booklets 

distributed 

Budget 

2010/11 

Quarter 1 Quarter 2 Quarter 3 Quarter 4 

750 

booklets 

750 booklets 750 booklets 750 booklets 

R550 000 R137 500 R137 500 R137 500 R137 500 

Name of Project Purpose of the Project Brief Description of the Project Budget 

Charity Golf Donations Community Up liftment Foskor has hosted this event for 21 years and in 2010 R300, 000 will be distributed 

to charities from the funds raised. 270,000.00 

Protec Educational Support Protec is a leader at motivating youth towards technical careers. Foskor is a cosponsor 

with PMC and Sasol Agri in the local programme for an investment by 540,000.00 

288


HIV & AIDS Health: HIV & AIDS Support 

Foskor of R350,000 a year. 

Foskor has a joint community HIV& Aids project with PMC and Department of Health 

, managed by the Phalaborwa Foundation. R258,940 was invested by Foskor during 

the period under review. 258,940.00 

Traditional Authorities Stakeholders Relations Local traditional leaders are important stakeholders for the company and each year 

a donation of up to R100,000 is made for projects they put forward. 100,000.00 

Bursaries (University 

and Technikon) 

Educational Support Foskor’s Tertiary Bursary programme is targeted at external candidates studying 

towards various engineering disciplines. Up to R600, 000 is spent annually on this 

bursary scheme. 450,000.00 

Sports Development Sports Development The company has always supported its people in their endeavours on the sports 

field. The Socce and Athletics Team is a proud part of Foskor’s history and each year 

receives about R80,000 each. 160,000.00 

Marula Festival 

Foskor sponsors the Marula Festival with an annual donation of R20,000. 30,000.00 

Foskor Open Pit Race Sports Development The open pit race starts at the open pit mine and is a 21 km race, the annual 

sponsorship for which is R100,000. 

100,000.00 

Foskor Community 

Centre 

Small Scale Community 

Project / Entrepreneural 

Development 

Foskor built a community centre in Namakgale 20 years ago. Foskor has undertaken 

the restoration of the centre in partnership with local government and business. 260,000.00 

Media Centre Educational Support This facility is a resource centre for local schools, operating in the Foskor Community 

Centre in Namakgale. It provides administrative back-up for 55 local schools. Foskor 

provides the venue, pays for the rental of the equipment and employs a temporary 

worker to manage the facility – a cost of about R240,000 a year. 240,000.00 

Museum This is located in the very first house that was built in Phalaborwa. It is a record of a 

town that grew up around its unique mineral wealth and presents a live history of a 

mining town. The intention is to continue expanding the appeal of the museum, by 220,000.00 

289


Cleaning of Streets in 

getting it onto the South African tourism map and adding a coffee shop for visitors. 

This is one of the projects that we undertake to clean the streets in the local area of 

Ba-Phalaborwa area 

Ba-Phalaborwa 100,000.00 

Foskor 21 Marathon Sports Development Foskor invests R500,000 each year towards the half marathon, which attracts 

professional athletes. 500,000.00 

Nutri Suppl (Cel Food) Health Support Initiative Foskor provides nutritional supplements to all its workforce and their immediate 

family members to boost their immune systems 320,000.00 

Foskor Primary School Educational Support Foskor will be adopting the Stanbury Primary School with the hope of helping in 

improving the standard of teaching and learning at the school 292,000.00 

Dinaledi Schools Educational Support Foskor supports the development of maths and science which are a requirement for 

skills that are identified as critical for the future of our operations 200,000.00 

SPCA Community Community Support Foskor undertakes to support the local Municipality and the SPCA in assisting and Operational cost: 

Outreach Programme 

educating households that do not have direct access or the means to provide 1,169,700.00 

sufficient animal care 

Capital cost: 

150, 252.00 

Miscellaneous 

Donations 

190,236.00 

290

D11. Rio Tinto Palabora Foundation Projects 

Name of Project Forecast 2010 Budget 2011 

Community Health Services 3 263 815.00 3 443 752.00 

Skills Development 4 106 131.00 5 006 248.00 

Education – Student Support 8 820 886.00 9 806 537.00 

Business Development 1 580 912.00 1 676 943.00 

LED & Tourism 1 115 906.00 2 647 406.00 

ELC & Communities 1 882 802.00 1 601 173.00 

Management & Support 7 984 550.00 8 750 817.00 

Capital & Projects 5 644 154.00 4 360 949.00 

Total 34 399 156.00 37 293 949.00 

Marula Festival – 1 st Testing by Traditional Authorities 

Mashishimale Clinic 

Other Projects Supported Projects 

291

Name of Project Forecast 2010 Budget 2011 

Infrastructure for Lesedi Drop-In Centre 

Tourism Projects: 

• Bollanoto Tourism Centre 

• Annual Durban Tourism Indaba 

• Branding & Marketing of Ba-Phalaborwa 

D12. Rio Tinto Palabora Social Labour Plan (SLP) Projects 

Name of Project Project Location Project Value Budget 

Farm Waterbok Selwane 5.0m In progress 

Marula Beneficiation Ba-Phalaborwa 5.0m 

Electrical Upgrade Phalaborwa 3.50m Completed 

292

D13. South African Airlink Project (s) 

Name of Project Project Location Source of Funding Year Budget (R) 

Upgrading of Phalaborwa Airport Phalaborwa SAA Airlink 2011/12 65.000 000.00 

293

SECTION E 

Summaries of Sector Plans 

For the IDP to be credible, the document should have sector plans aligned to the main document. The table 

below lists all the necessary sector plans and the status of each plan. 

Name of Sector Plan/Strategy Status RESPONSIBLE DEPARTMENT 

Anti-Corruption Strategy Yes Office of the Municipal Manager 

Disaster Management Plan Yes Office of Municipal Manager 

Environmental Management 

Plan 

No Community Services 

Five-Year Financial Plan No Budget & Treasury 

IDP Housing Chapter Yes Planning & Development 

LED Strategy Yes Planning & Development 

LUMS Yes Planning & Development 

Waste Management Plan Yes Community Services 

Risk Management Strategy Yes Office of the Municipal Manager 

SDF Yes Planning & Development 

Recruitment & Retention 

Strategy 

Yes Corporate Services 

Municipal Institutional Plan Yes Corporate Services 

Revenue Enhancement 

Stratery 

Yes Budget & Treasury 

Community Safety Plan No Community Services & SAPS 

HIV/AIDS Strategy No Municipal Manager 

294

E1. Ba-Phalaborwa Municipality IDP Housing Chapter 

Housing Strategy 

Table below reflects the proposed housing strategy for the Ba-Phalaborwa Municipality. From this it is 

evident that there is sufficient land available to deal with the entire housing demand in the Municipal area 

and there is even spare capacity of about 5126 in terms of land identified. 

295

PROJEC 

TS 

SETTLE 

MENT 

NAME 

1 Ben 

Farm 

2 Lulekani 

A 

3 Makhus 

hane 

PROJECTS 

1 2 3 4 5 6 7 8 9 10 11 12 13 

Lulekani 1A 

Mashishimale 

R3 

Tlapeng 

Maseke 

Boelang 

Makhushane 

Malungani 

village 

403 318 508 280 430 220 628 1154 110 - 1070 1000 - 6121 

150 135 15 150 0 

268 268 268 0 

197 197 197 0 

4 Mashishi 198 198 198 0 

Namakgale 

Phalaborqa x7 

Phalaborwa x10 

Phalaborwa x9 

Leydsorp 

Murchison 

Mining Town 

Total 

DEFICIT (-) 

296

male 

5 Maseke 197 197 197 0 

6 Matiko- 

Xikaya 

394 0 0 

7 Selwana 198 0 0 

TOTAL 

ALLOC 

ATED 

SURPLU 

S (+) 

1602 403 213 0 197 0 197 0 0 0 0 0 0 - 1010 0 

0 120 508 83 430 23 628 1154 110 - 1070 1000 - 5126 995 

297

Proposed Priority Projects 

Following from the above information, the proposed priority housing projects for Ba-Phalaborwa 

Municipality can be summarised as follows: 

• Matiko-Xikaya 

• Ben Farm 

• Lulekani A 

• Selwane 

• Maseke 

• Mashishimale 

• Makhushane 


The current housing backlog of 1925 can be easily addressed within the areas of town, Lulekani, 

Namakgale, Mashishimale and Makhusane area. This number is very minimal, and can be addressed in less 

than the stipulated five years. 

Remarks 

Apart from some prevalent institutional problems, the Ba-Phalaborwa Municipality has a clear and well- 

directed vision as to how it will meet the existing and projected future housing demand in its area of 

jurisdiction. The housing strategy caters for public and private housing, and projects are aimed at 

consolidating the urban structure, optimising the utilisation of existing infrastructure, and enhancing the 

sustainability of the livelihoods of all of its residents. 

298

E2. Land Use Management Scheme of Ba-Phalaborwa 

The Ba-Phalaborwa Local Municipality or its successor in title shall be the authority responsible for the 

enforcing and execution of the provisions of this land-use scheme. 

Authority of Land-Use Scheme 

This land-use scheme has been prepared in terms of the provisions of Section 18 of the Town Planning and 

Townships Ordinance, 1986 (Ordinance No. 15 of 1986), and will be the only land-use scheme for the 


Title of Land-Use Scheme 

This scheme shall be known as the Ba-Phalaborwa Land-use Scheme, 2008. 

Area of the Land-Use Scheme 

The area to which the land-use scheme applies is the area of the municipality. 

Administration of Land-Use Scheme in Area 

The local municipality to determine the use of land and land-uses, which is deemed to be agricultural and 

shall be either formal rural settlement, an informal rural settlement or a semi formal rural settlement 

(where relevant), for which the land-uses to be permitted have not been depicted by notations for the use 

zones on the map. 

Substitution 

The Scheme substitutes any existing scheme in operation only regarding the relevant area of this Scheme 

and Regulations. 

Conflict between provisions of this land-use scheme, conditions of title and legislation 

A consent granted by the local municipality by virtue of provisions of this scheme does not entitle any 

person the right to use any land, or to erect or use buildings thereon in any manner or for any purpose 

which is prohibited by the provisions of any condition registered against the title deed under which such 

land is held, or imposed by legislation in respect of such land. 

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Statutory related definitions 

• Communal Property Registration Act, No. 28 of 1996. 

• The Environment Conservation Act, (Act No. 73 of 1989), National Environmental Management Act, 

1998 (Act 107 of 1998), and later amendments. 

• Municipal Systems Act (Act 32 of 2000). 

• Town Planning and Townships Ordinance, 1986 (Ordinance No. 15 of 1986) and is a component of land- 

use management. 

• Limpopo Environmental Management Act, 2003. 

• National Environmental Management Act, 1998 (Act 107 of 1998). 

• National Environmental Management Biodiversity Act, 2004 (Act 10 of 2004). 

Protection of Land and Environment 

• No person may spoil or damage land in any Use Zone so as to impair its use or the purpose for which it 

was zoned. 

• No person may develop land without complying with the requirements of the Environment 

Conservation Act, (Act 73 of 1989) and National Environmental Management Act, 1998 (Act 107 of 

1998) as amended from time to time and without observing the requirements relating to listed 

activities. 

Placing and Development of Buildings 

• The siting of buildings, including outbuildings erected on the erf, as well as exits and entrances to a 

public street system shall be to the satisfaction of the local municipality. 

• No building of any nature shall be erected on that portion of the property which is likely to be 

inundated by the floodwater of a public stream on an average of 100 years, as determined by the 

relevant legislation from time to time and the local municipality. 

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Erection and Use of Buildings or Use of Land 

The purposes for which buildings and land in each of the use zones: 

• may be erected and/or used; 

• may be erected and/or used only with the special consent of the local municipality, permanently or for 

a specified period; 

• may be erected and/or used only with the written consent of the local municipality; or 

• may not be erected and/or used. 

E3. Anti-Corruption Strategy (Adopted) 

Introduction 

The primary objective of this strategy is to prevent fraudulent conduct before it occurs by encouraging a 

culture within the Municipality where all employees, members of the public and other stakeholders 

continuously behave with and promote integrity in their dealings with, or on behalf of municipality. 

To encouraging all employees and other stakeholders to strive toward the promotion of integrity and the 

prevention and detection of unethical conduct, fraud and corruption impacting or having the potential to 

impact on the Municipality. 

To improving accountability, efficiency and effective administration within municipality, including decision- 

making and management conduct which promotes integrity. 

Principles of the strategy 

The main principles upon which the strategy is based are the following: 

• Creating a culture within municipality which is intolerant to unethical conduct, fraud and corruption; 

• Strengthening community participation in the fight against corruption in municipality; 

• Strengthening relationships with key stakeholders, e.g. SALGA, SAPS Employee representative unions 

and Communities, that are necessary to support the actions required to fight corruption in 

municipality; 

• Deterrence of unethical conduct, fraud and corruption; 

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• Preventing unethical conduct, fraud and corruption which cannot be deterred; 

• Detection of unethical conduct, fraud and corruption; 

• Investigating detected unethical conduct, fraud and corruption; 

• Taking appropriate action in the event of such irregularities, e.g. disciplinary action, recovery of losses, 

prosecution, etc; and 

• Applying sanctions, which include redress in respect of financial losses. 

• improving the application of systems, policies, procedures and regulations; 

• Changing processes of the Municipality that facilitate corruption/fraud and allow it to go unnoticed 

or unreported. 

All aspects of the strategy will be: 

• Supported by comprehensive education, training and awareness campaigns; 

• Coordinated with other the spheres of government and community; 

• Subjected to continuous fraud risk assessments; and 

• Expressed in terms of measurable and time-bound implementation plans. 

Statement of attitude to fraud 

Fraud represents a significant potential risk to the Municipality’s assets, service delivery efficiency and 

reputation. The Institution will not tolerate corrupt or fraudulent activities, whether internal or external to 

the Institution, and will vigorously pursue and prosecute any parties, by all legal means available, which 

engage in such practices or attempt to do so. 

Regulatory legislation. 

The Public Service Anti-Corruption Strategy. 

During 1997, Government initiated a national anti-corruption campaign. This campaign progressed to a 

National Anti-corruption Summit held in April 1999 at which all sectors of society (public and private) 

committed themselves to establishing sectoral anti-corruption strategies. At the same time, they also 

committed to the co-responsibility for fighting corruption through the coordination of these sectoral 

strategies. 

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The Local Government Anti-Corruption Strategy. 

Local Government developed the Local Government Anti-Corruption Strategy (LGACS), which is modelled 

around the Public Service Anti-Corruption Strategy. 

Prevention and Combating of Corrupt Activities Act, 12 of 2004 (PRECCA) 

Aimed at the strengthening of measurement to prevent and combat corrupt activities. 

Prevent of Organized Crime Act 121 of 1998 (POCA) 

As amended contained provisions that are aimed at combating of organized crime, money laundering and 

criminal gang activities . 

Protection Disclosure Act 20 of 2000 (PDA) 

The act was promulgated to facilitate reporting by employees (whistle blowers) of fraud, corrupt or other 

unlawful or irregular action by other employers(s) or co-employers without fear of any discrimination or 

reprisal by their employers or co-employees. 

Municipal Finance Management Act (MFMA) 

The act was promulgated to facilitate the formal management Municipal finances and associated activities. 

Certain aspects of the Act refer especially to activities which might be regarded as being corrupt or 

fraudulent in nature e.g. Unauthorized, irregular and fruitless and wasteful expenditure. 

Municipal System Act 32 of 2000 ( MSA) 

The MSA sets out procedure to be adopted by municipal management with regard to a number of aspects 

affecting the management of municipality. The Act also stipulates procedures to be adopted with regard to 

certain aspects related to misconduct and investigation thereof. 

Ba-Phalaborwa Municipality anti-fraud and corruption strategy. 

This Anti-Corruption Strategy has been developed as a result of the expressed commitment of Government 

to fight corruption. It is also an important contribution to the National Anti-Corruption Strategy of the 

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country and supplements both the Public Service Anti-Corruption Strategy and the Local Government Anti- 

Corruption Strategy. 

Definition of fraud and corruption 

In South Africa, the Common Law offence of fraud is defined as “the unlawful and intentional making of a 

misrepresentation which causes actual and or potential prejudice to another”. The term “fraud” is also 

used in a wider sense by the general public. 

In this regard, the term is used in this document in its widest possible meaning and is intended to include 

all aspects of economic crime and acts of dishonesty. In other words, fraud can be described as any 

conduct or behaviour of which a dishonest representation and/or appropriation forms an element. 

The general offence of corruption is contained in Section 3 of The Prevention and Combating of Corrupt 

Activities Act. This section provides that any person who gives or accepts or agrees or offers to accept / 

receive any gratification from another person in order to influence such other person in a manner that 

amounts to: 

• The illegal or unauthorised performance of such other person’s powers, duties or functions; 

• An abuse of authority, a breach of trust, or the violation of a legal duty or a set of rules; 

• The achievement of an unjustified result; or 

• Any other unauthorised or improper inducement to do or not to do anything is guilty of the 

offence of Corruption. 

Forms of corruption 

Corruption takes various forms in the public service and elsewhere in society. The following are examples 

of different types of corruption: 

Bribery 

Bribery involves the promise, offering or giving of a benefit that improperly affects the actions or decisions 

of public servants. 

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Embezzlement 

This involves theft of resources by persons who control such resources. 

Fraud 

Any conduct or behaviour of which a dishonest representation and/or appropriation forms an element. 

Extortion 

Coercion of a person or entity to provide a benefit to a public servant, another person or an entity, in 

exchange for acting (or failing to act) in a particular manner. 

Abuse of power 

The use by a public servant of his or her vested authority to improperly benefit another public servant, 

person or entity (or using vested authority to improperly discriminate against another public servant, 

person or entity). 

Conflict of interest 

The failure by a public servant to act or to consciously fail to act on a matter where the public servant has 

an interest or another person or entity that has some form of relationship with the public servant has an 

interest. 

Abuse of privileged information 

This involves the use, by a public servant of privileged information and knowledge that a public servant 

possesses as a result of his/ her office to provide unfair advantage to another person or entity to obtain a 

benefit. 

Favouritism 

The provision of services or resources according to personal affiliation (for example cultural or religious) of 

a public servant. 

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Nepotism 

A public servant ensuring that family members are appointed to public service positions or that family 

members receive contracts from the state is regarded as nepotism. 

These manifestations are by no means exhaustive as corruption appears in many forms and it is virtually 

impossible to list all of these. 

E4. Local Economic Development Strategy (Approved) 

Purpose 

The purpose of this document is to recommend strategic interventions to create integrated and sustainable 

communities for Ba-Phalaborwa Local Municipality where social well-being, economic development and 

the environment are in harmony. This forms part of the DBSA sustainable community programme, which is 

currently being piloted at six places in South Africa, including Ba-Phalaborwa. 

Localised strategic guidelines for local economic development adopted to inform specific LED strategies 

and employment generation strategies which have to be designed to address unemployment and lack of 

income sources. The strategic guidelines will also inform strategies and the design of project proposals in 

other fields, which may have an impact on local economic development. These may include issues such as 

labour-intensive means of construction and procurement approaches. 

Motivation: 

The achievement of IDP objectives is largely dependant on the local economic development (LED) strategy 

that needs to incorporate elements of local economic promotion. 

Source documents for local economic guidelines: 

• The Constitution of the Republic of South Africa – mandate to promote social and economic 

development; 

• White paper on Local Government; 

• Growth, Employment and Redistribution Programme (GEAR), and 

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• ASGISA (Accelerated and Shared Growth Initiative for South Africa). 

Relevant guidelines / principles: 

• Poverty alleviation through creation of employment opportunities by primarily utilizing local 

resources 

• Introduction of LED support programmes through strategies 

• Focal economic sectors for promotion; 

• Basic principles of promotion; 

• Major instruments of promotion; 

• Major target groups and intended beneficiaries; 

• Focal geographic areas. 

• LED should aim at creating employment opportunities and redistribution of economic resources and 

opportunities for the benefit of all residents (thereby contributing to alleviation of poverty) through 

economic growth and development based primarily on local resources. Local government is supposed 

to play a crucial role in promoting LED. 

• IDP is considered to be the tool to plan LED support programmes, assuming that some of the socio- 

economic needs (i.e. priority issues) will be best addressed through LED initiatives. 

• IDP has to ensure proper consideration of LED objectives in other strategies and initiatives (e.g. 

infrastructure development); 

• IDP should provide guidelines for the promotion of sector-specific or location-specific economic 

development initiatives (such as tourism development strategies) in the municipal area. 

Application of principles: 

The strategies for LED should incorporate the following elements: 

• The vigorous identification and sourcing of resources, public and private, for LED enhancement (i.e. 

attraction of investment, lobbying for government allocations etc.); 

• Consideration of employment creation possibilities for municipal projects; and 

• The advancement of facilitation of development of local economic potential. 

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Key issues in the LED Strategy 

The strategy provides baseline information on the current: 

• Socio-economic situation 

• Spatial development situation 

• Infrastructure situation 

• State of the environment 

• Institutional capacity, and 

• Development policy in the Municipality 

It also projects future development scenarios and provides implementation plans for: 

• Mining 

• Tourism 

• Agriculture 

• Manufacturing 

• Housing 

• Entrepreneurship; and 

• Social investments. 

E5. Summary of Ba-Phalaborwa Municipality SDF (Approved) 

Purpose and Scope 

As a minimum legal requirement of the Municipal Systems Act (Act 32 of 2000), all Municipalities are 

required to prepare a Spatial Development Framework (SDF) as part of the Integrated Development 

Planning Process. The Spatial Development Framework for the Ba-Phalaborwa Local Municipality comprises 

of approximately 3001 km² that extends from Rubbervale in the West to Phalaborwa in the East and up to 

the Letaba River in the North and Grietjie in the South. 

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Legislation 

Key legislation that guides, influences and impacts on the SDF.Name of Act/Policy/Guideline Short Name 

No of Act 

• Constitution of South Africa Constitution Act 108 of 1996 

• Municipal Systems Act Systems Act 32 of 2000 

• Municipal Structures Act Structures Act 117 of 1998 

• Municipal Demarcation Act Demarcation Act 27 of 1998 

• Development Facilitation Act DFA Act 67 of 1995 

• Transvaal Town Planning and Townships Ordinance O.15 of 1986 Ordinance 15 of 1986 

• Division of Land Ordinance O.20 of 1986 Ordinance 20 of 1986 

• Roads and Ribbon Development Act - Act 21 of 1940 

• Subdivision of Agricultural Land Act 70 of 1970 

• National Environmental Management Act NEMA Act 107 of 1998 

• Environmental Conservation Act (amended) ECA Act 50 of 2003 

• Extension of Security of Tenure Act ESTA Act 62 of 1997 

• Housing Act HA Act 107 of 1997 

• Interim Protection of Informal Land Rights Act IPILRA Act 31 of 1996 

• Less Formal Township Establishment Act LFTE Act 113 of 1991 

• Provision of Land and Assistance Act PLA Act 126 of 1993 

• National Spatial Development Perspective NSDP 2002 

• Limpopo Provincial Growth Development Strategy LGDS 2005 

• Limpopo Spatial Development Framework LSDF 2000 

• Mopani District Spatial Development Framework MSDF 2007 

• Mopani District Municipality IDP IDP 2007/8 

• Ba-phalaborwa IDP IDP 2007/8 

• Public Resort Ordinance Resort Ordinance Ord 18 of 1969 

• Ba-phalaborwa Town Planning Scheme TPS 

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Land use management within the Municipality area is dealt with in terms of the existing Town Planning 

Ordinance, the Phalaborwa Town Planning Scheme, Proclamation R293 AND R 188, 

The objectives of the SDF are to: 

• Define desired patterns of land use within Ba-Phalaborwa municipal area. 

• Promote the spatial integration of the Municipal area in terms of defining: 

a) Integration of formerly disadvantaged areas. 

b) The identification of development nodes. 

c) Direction of growth. 

d) Major transport and movement routes. 

e) Conservation of the natural and built environment. 

f) Identification of specific development zones and densities. 

g) Proposed nature areas and location of future development in conjunction with the 

h) Integrated Environmental Programme of the Ba-Phalaborwa Municipality. 

i) Basic guidelines for a land use management system within the Municipal area. 

The Scope of work of the SDF includes: 

• Formulation of a policy of development to define desired patterns of land use and the spatial 

reconstruction of the municipal area. 

• Formulation of a Spatial Framework indicating the desired spatial form. 

• Development of Guidelines for a Land Use Management System. 

• Strategic Environmental Assessment of the impact of development proposals contained in the SDF. 

• Implementation plan of the SDF. 

• Institutional arrangement for effective implementation and management of the SDF. 

Key Deliverables of the SDF for Ba-Phalaborwa municipality are: 

• Spatial and updated spatial analysis 

• Reviewing of the Legal framework and land use plans which impacts on the Spatial 

• Development 

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• Gathering of information to fill existing gaps. 

• Investigation of land use patterns, trends, tendencies and spatial imbalances. 

• Evaluation and assessment of vacant land. 

• Audit of land availability and ownership. 

• Visual presentation (GIS) of spatial issues and trends emanating from detailed investigation 

E6. Integrated Waste Management Plan 

Legislative and Policy Framework 

The Integrated Waste Management Plan is informed by the following legislative framework: 

• National legislation 

• National Policy 

• Intergovernmental Relations 

• Waste Related Legislation 

• National Initiatives 

• International Obligations 

Waste Management is a holistic approach to waste focusing on prevention and minimisation of both the 

generation of waste and any negative impact it may have on human health and the environment. 

Integrated Waste Management Plan is based on the concept of waste hierarchy, aims for universal service 

and requires separation at source to be effective. 

Cleaner production: Waste prevention and minimization 

Cleaner production focuses on production processes in order to ensure that the volume of waste over the 

life cycle of the product is reduced and minimised. Cleaner production also focuses on the efficient use of 

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natural resources including water and energy, e.g a more energy efficient production process can reduce 

the need to burn coal for electricity and reduce the generation of ash from power plants. 

Collection 

• Ba-Phalaborwa removes waste from the following areas: 

• Phalaborwa town 

• Namakgale 

• Lulekani 


Treatment 

Waste can treated after it is collacted and prior to final disposal. The goal of treatment is to reduce the 

volume of waste and to reduce its potential cause to harm to human health and the environment. 

Treatment for general includes incineration or biological processes. Other treatment options are available 

for specialised waste, e.g. the preferred treatment for infectious waste is steam sterilisation in an 

autoclave. 

Final Disposal of Waste 

The Phalaborwa waste disposal site is the one site that is currently used. The site is open from 07h00 in the 

morning to 18h00 in the evening. The dumping is site is not licensed landfill site. 

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E7. Recruitment and Retention Strategy 

Preamble 

Staff recruitment and retention is currently regarded as one of the top priorities for strategic planning in an 

organization. This is focused on attracting employees to join the organization through focused recruitment 

and selection strategies and retaining those who are already employed especially those with crucial skills to 

the organization. The strategy will cover both the psychological aspects of employees, the operational 

aspects attached to the job or tasks where an employee is appointed and of utmost importance is about 

motivating staff. 

The strategy will address intentions to retain staff, classification of skills and the key aspects of staff 

recruitment and retention. The strategy will further highlight on what will make employees to stay in the 

municipality and what interventions measures to put in place to minimise staff turnover. 

Objectives 

• To become the employer of choice. 

• To ensure a conducive and harmonious working environment for employees. 

• To ensure employees health and wellness. 

• To attract and retain competent staff. 

• To retain key staff members whose services are regarded as critical or classified as scarce skills. 

• To ensure career development for staff. 

• To reduce annual staff turnover rate. 

Legislative framework 

• Basic conditions of employment Act 

• Employment Equity Act 55 of 1998 

• Skills Development Act 97 of 1998 

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Principles that underpins the recruitment and Retention strategy 

• The policy is developmental rather than subjective. 

• Classification of posts into scarce skills, valued skills and high risk skills. 

• The culture of continually developing staff shall be maintained in line with the Skills Development Act 

and Performance Management System. 

• The culture of creating and sustaining a pleasant and humane working environment where employees 

are given a chance to thrive shall be a norm. 

• The potential and reasons for leaving the Ba-Phalaborwa municipality shall be determined by 

conducting exit interviews and staff morale assessment surveys. 

• The Recruitment and Retention policy should by no means be construed to be creating expectations for 

either promotion or monetary rewards. 

E8. Municipal Institutional Plan 

Ba-Phalaborwa Municipality is a Category B Municipality in terms of section 4 of the Municipal Structures 

Act of 1998 and was established in the year 2000. It is a municipality with a Mayoral Executive System 

contemplated in section 3(b) of the Northern Province Determination of Types of Municipality Act, 2000. 

The name of the Local municipality is Ba-Phalaborwa Local Municipality. 

The Municipal Institutional Plan is an internal plan that enables the municipality to organize and deploy its 

human resources and systems to achieve its strategic objectives. 

Purpose and benefits 

• The Municipal Institutional Plan ensures amongst others the following: 

• Ensure that there are resources properly arranged to implement the IDP. 

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• Ensures that there is focus in the desired goals as stipulated in the IDP document are achieved without 

failure. 

• Better service delivery because you will be having the right people with skills. 

• Assists the municipality to drive its objectives. 

• Improves organizational effectiveness and efficiency. 

• It allows for integrated implementation of the IDP. 

• Optimal utilization of human capital. 

• It could contribute towards a clean audit. 

• Improves client relations. 

• Assists municipalities to do a realistic assessment of its capacity. 

• Assist municipalities to comply with legislative compliance. 

• It will assist the municipality to perform all its functions. 

• It contributes towards the alignment of the vision. 

• It should contribute towards the allocation of powers and functions 

Objectives 

• To become the employer of choice. 

• To ensure a conducive and harmonious working environment for employees. 

• To ensure employees health and wellness. 

• To attract and retain competent staff. 

• To retain key staff members whose services are regarded as critical or classified as scarce skills. 

• To ensure career development for staff. 

• To reduce annual staff turnover rate. 

Legislative framework 

• Basic conditions of employment Act 

• Employment Equity Act 55 of 1998 

• Skills Development Act 97 of 1998 

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Principles that underpins the recruitment and Retention strategy 

• The policy is developmental rather than subjective. 

• Classification of posts into scarce skills, valued skills and high risk skills. 

• The culture of continually developing staff shall be maintained in line with the Skills Development Act 

and Performance Management System. 

• The culture of creating and sustaining a pleasant and humane working environment where employees 

are given a chance to thrive shall be a norm. 

• The potential and reasons for leaving the Ba-Phalaborwa municipality shall be determined by 

conducting exit interviews and staff morale assessment surveys. 

• The Recruitment and Retention policy should by no means be construed to be creating expectations for 

either promotion or monetary rewards. 

E9. Risk Management Policy 

The Accounting Officer has committed the Ba-Phalaborwa Municipality to a process of risk management 

that is aligned to the principles of good corporate governance, as supported by the Municipal Finance 

Management Act (MFMA), Act no 56 of 2003. 

Risk management is recognised as an integral part of responsible management and the Institution 

therefore adopts a comprehensive approach to the management of risk. The features of this process are 

outlined in the Institution’s Risk Management Strategy. It is expected that all departments / operations 

and processes will be subject to the risk management strategy. It is the intention that these departments 

will work together in a consistent and integrated manner, with the overall objective of reducing risk, as far 

as reasonably practicable. 

Effective risk management is imperative to the Institution to fulfill its mandate, the service delivery 

expectations of the public and the performance expectations within the Institution. 

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The realization of our IDP depends on us being able to take calculated risks in a way that does not 

jeopardize the direct interests of stakeholders. Sound management of risk will enable us to anticipate and 

respond to changes in our service delivery environment, as well as take informed decisions under 

conditions of uncertainty. 

We subscribe to the fundamental principles that all resources will be applied economically to ensure: 

• The highest standards of service delivery; 

• A management system containing the appropriate elements aimed at minimizing risks and costs in the 

interest of all stakeholders; 

• Education and training of all our staff to ensure continuous improvement in knowledge, skills and 

capabilities which facilitate consistent conformance to the stakeholders expectations; and 

• Maintaining an environment, which promotes the right attitude and sensitivity towards internal and 

external stakeholder satisfaction? 

An entity-wide approach to risk management has been adopted by the municipality as out lined in the 

Municipal Risk Management Strategy, which means that every key risk in each part of the Municipality will 

be included in a structured and systematic process of risk management. Risk management processes have 

become embedded into the Institution’s systems and processes, ensuring that our responses to risk remain 

current and dynamic. All risk management efforts has been focused on supporting the Municipal’s 

objectives. Equally, they must ensure compliance with relevant legislation, and fulfill the expectations of 

employees, communities and other stakeholders in terms of corporate governance. 

E10. Disaster Management Plan 

This plan has been developed in order to provide key officials, role players and departments in the Ba- 

Phalaborwa Municipality as a general guideline for the expected initial response to an emergency and an 

overview of their responsibilities during an emergency or disaster. 

For this plan to be effective, it is important that all concerned parties be made aware of its provisions and 

that every official, role player, and department at personnel be prepared to carry out their assigned 

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functions and responsibilities before, during and after emergency. The following paragraphs provide an 

overview of the background and some of the highlights of this plan. 

This plan serves to confirm the arrangements in the Phalaborwa Disaster Management approach to 

effectively prevent disasters from occurring and to lessen the impact of those hazards that cannot be 

avoided. 

Disaster Management is a continuous and integrated multi-sect oral and multi-disciplinary process of 

planning and implementation of measures aimed at disaster prevention, mitigation, preparedness, 

response, recovery, and rehabilitation (Disaster Management Act 57 of 2002) 

The preventative elements of this plan must be implemented and maintained on a continuous basis. The 

emergency or reactive elements of this plan will be implemented in the Ba-Phalaborwa Municipality 

whenever a major incident or disaster occurs or is threatening in its area of jurisdiction. 

The responsibility for the coordination of the overall implementation of the plan is that of the Head of the 

Disaster Management Centre. 

The Disaster Management Act requires the municipality to take the following actions: 

• Prepare a disaster management plan for its area according to the circumstances prevailing in the 

area. 

• Co-ordinate and align the implementation of its plan with those of other organs of state and 

institutional role players, and 

• Regularly review and update its plan.(section 48) 

The plan must: 

• Form an integral part of the municipal IDP 

• Anticipate the likely types of disaster that might occur in the Municipal area and their possible 

effects. 

• Identify the communities at risk. 

• Provide for appropriate prevention and mitigation strategies. 

• Identify and address weaknesses in capacity to deal with possible disasters. 

• Facilitate maximum emergency preparedness/prevention/Mitigation 

• Establish the emergency management policy framework and organization that will be utilized to 

mitigate any significant emergency or disaster affecting the Phalaborwa Municipal area. 

• Establish the operational concepts & procedures associated with day to day operational response 

to emergencies by Municipal areas and municipal departments. 

• Contain contingency plans and emergency procedures in the event of a disaster, providing for- 

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(i) The allocation and co-ordination of responsibilities allocated to the various role players. 

(ii) Prompt disaster response and relief, 

(iii) Disaster recovery and rehabilitation focused on risk elimination or mitigation. 

(iv) The procurement of essential goods and services, 

(v) The establishment of strategic communication links. 

(vi) The dissemination of information. 

Current Reality 

The Corporate Plan makes provision in a generic sense of hazards that will impact on the Municipal area 

economy, cultural, welfare, sustainable development and sustainable livelihoods. 

Hazard profiles, associated vulnerabilities and risk (probability or lost) will determine the priorities for 

Disaster Management programmes and projects. The possible cost benefit to be derived from a project in 

terms of lives protected, livelihoods secured and property or natural resources defended, will be the 

criteria that determines priorities. 

The following hazards found to pose the greatest risks in the Municipal area on the economy, cultural, 

welfare, sustained development and sustained livelihoods. 

Natural hazards 

Geological Hazards. 

Biological Hazards 

Technological Hazards and Environmental Degradation 

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SECTION F 

Addedum: Municipal Organogram 

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