APPROVED IDP DOC 2011-16.BA PHALABORWA.pdf

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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 2011 Target June 2011 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 2011/ 2012
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Ba-Phalaborwa Municipality Approved
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TABLE OF CONTENTS Section A 3 Page
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B8. Community Needs 148 Section C S
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A1. Ba-Phalaborwa Municipality: An
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POWERS & FUNCTIONS AUTHORISATION RE
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A6.1Phases and Activities of the ID
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The following structures were respo
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Structures that manage/drive the ID
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A6.3 IDP, Budget and PMS Calendar B
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Month Activity Time-Frame • 2009/
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Month Activity Time-Frame • Submi
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November 2010 Month Activity Time-F
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January 2011 Month Activity Time-Fr
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Month Activity Time-Frame & Nationa
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Month Activity Time-Frame • Place
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Month Activity Time-Frame and Distr
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The structure of the Municipality i
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marketing strategy that will guide
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B2. THE EXTERNAL ENVIRONMENT The Mu
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PRINCIPLE 3: Government spending on
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Map B4: Ba-Phalaborwa Municipal Bou
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Area Section Number of Stands Vacan
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Maenetja and Balapye-Kgoatla commun
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Game Vest Croc Ranch 3 Game Lodge 1
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Potential infill projects (Namakgal
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Male 61 807 47% Female 69 717 53% T
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Concentration/Growth Point Surround
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Persons % Sepedi 40.3 Sesotho 2.2 S
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Gravelotte District growth point Lu
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Table B.16: Comparative contributio
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magnetite, nickel sulphate, anode s
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The Mohale quartz deposit appears o
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Game farming Game farming for selli
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present an opportunity for diversif
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Table B.24: Development potentials
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There is a possibility of creating
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Needs identified by informal econom
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The majority of household heads are
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Table B.30: Distribution of food pa
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Water pollution: Mainly the mines,
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B3. Institutional Arrangements The
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Grant Allocation Adjusted Budget Re
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with the households that qualifies
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The following tables show access by
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TYPE OF FACILITY NUMBER OF HOUSEHOL
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The following table presents water
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WARD AFFECTED AREA (Village/Section
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Key Issues with regard to water and
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Paraffin 2 684 (7.9%) 1 741 (5.2%)
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Lulekani A total of 9.75 km of road
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B5.4 Waste Management The Municipal
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Year Allocation Delivery % Delivere
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TYPE OF DWELLING Town/cluster/se mi
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Giyani to Greater Tzaneen Giyani to
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WARD LOCATION QTY COST ESTIMATE Sub
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WARD LOCATION QTY COST ESTIMATE 7 N
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WARD LOCATION QTY COAST ESTIMATE 5
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WARD LOCATION QTY COAST ESTIMATE Ma
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Spare Capacity 4 Mton/a 90% of wago
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Phalaborwa Library needs to be exte
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There is a need for public particip
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Gravelotte and Selwane There are no
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WARD LOCATION NUMBER OF CLINICS 2 S
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June 7 7 0 14 July 1 5 2 1 August 1
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Community Radio Station Educational
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The Drop-In centres are funded by t
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B5.12 Educational Facilities Table
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Ward Community Needs/Challenges Loc
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Page 159 and 160: Ward Community Needs/Challenges Loc
Page 165 and 166: Ward No. Ward Priority Location Res
Page 171 and 172: Based on the environmental scan, th
Page 173 and 174: temporary jobs were created against
Page 175 and 176: Type of Service Rating Refuse Remov
Page 177 and 178: 4. Areas with demonstrated economic
Page 179 and 180: 3. Move beyond mere focusing on int
Page 181 and 182: Strengths The billing system has be
Page 183 and 184: in this regard is very important an
Page 185 and 186: (e) to encourage the involvement of
Page 187 and 188: • Building the Developmental Stat
Page 189 and 190: 13 The Delivery Agreement for Outco
Page 191 and 192: C4.2 Mission “Best tourist destin
Page 193 and 194: strategy. In this way the district
Page 195 and 196: Developmental and performance orien
Page 197 and 198: government. The Limpopo Province ha
Page 199 and 200: PERSPECTIVE MTSF COGTA MTAS LEGDP (
Page 201 and 202: PERSPECTIVE MTSF COGTA MTAS LEGDP (
Page 203 and 204: Strategic Goal Financial Viability
Page 205 and 206: Strategic Goal Economic and Tourism
Page 207 and 208: Strategic Goal Developmental and Pe
Page 209: Strategic Goal Enhanced stakeholder
Page 213 and 214: Objective Outcome Strategic Key Per
Page 215 and 216: Objective Outcome Strategic Key Per
Page 217 and 218: C5. Ba-Phalaborwa Turnaround Strate
Page 219 and 220: No. Priority Turn Around Focal Area
Page 233 and 234: C7.CONCLUSION: The afore-mentioned
Page 235 and 236: D2. Operational and Maintenance Pro
Page 237 and 238: Implementing Dept Operational & Mai
Page 239 and 240: Implementing Dept Mun/09 Furniture
Page 251 and 252: D3. Programmes, Strategies and Plan
Page 253 and 254: Implementing Dept. Programmes, Stra
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Implementing Dept. Programmes, Stra
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Implementing Dept Tech/23 Maintenan
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Implementing Dept Capital Projects
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Implementing Dept Capital Projects
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Implementing Dept Services Capital
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Implementing Dept MIG Projects Sour
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Implementing Dept MIG Projects Sour
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Implementing Dept NDPG Projects Sou
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Project Name Project Location Descr
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Project Name Project Location Proje
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D9. Libsa Projects Strategic Object
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Name of Project Purpose of the Proj
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D11. Rio Tinto Palabora Foundation
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D13. South African Airlink Project
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E1. Ba-Phalaborwa Municipality IDP
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male 5 Maseke 197 197 197 0 6 Matik
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E2. Land Use Management Scheme of B
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Erection and Use of Buildings or Us
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The Local Government Anti-Corruptio
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Embezzlement This involves theft of
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• ASGISA (Accelerated and Shared
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Legislation Key legislation that gu
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• Gathering of information to fil
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E7. Recruitment and Retention Strat
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• Ensures that there is focus in
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The realization of our IDP depends
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(i) The allocation and co-ordinatio
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