Chapter 1 - Sedibeng District Municipality

Integrated 

Development 

Plan 

SEDIBENG DISTRICT MUNICIPALITY 

2013 - 2014

Integrated 

Development 

Plan 

SEDIBENG DISTRICT MUNICIPALITY 

2013 - 2014

Table of Contents: 

Executive Mayor’s Foreword – Cllr. Mahole Mofokeng ....................................................... 

Municipal Manager’s Foreword - Mr. Yunus Chamda ......................................................... 

Vision, Mission, Strategic Objectives and Values ............................................................... 

CHAPTER 01: LEGISLATIVE CONTEXT AND BACKGROUND 

Introduction and Background .......................................................................................... 1 

Sedibeng IDP Review 2013/14 ..................................................................................... 2 

The process methodology ........................................................................................... 2 

IDP Development and Key Priorities ............................................................................ 5 

Comments by MEC for Local Government on Sedibeng IDP 2012/17 .......................... 8 

IDP Public Participation Process 2012/13 .................................................................. 10 

Public Perception survey ........................................................................................... 16 

CHAPTER 02: ANALYSIS 

Introduction ................................................................................................................... 18 

Geographical Context of the region ........................................................................... 18 

Sedibeng land cover .................................................................................................. 19 

Strategic Road Network (Development Corridors) ..................................................... 20 

Tourism ..................................................................................................................... 21 

Economic Analysis ..................................................................................................... 27 

“A SMART CITY In the making. Towards A Metropolitan River City of Choice” 

© Sedibeng District Municipality 2013 - All Rights Reserved

Precincts Development Planning ............................................................................... 40 

Environmental Analysis ............................................................................................. 43 

Population of Sedibeng .............................................................................................. 47 

Internal Migration ..................................................................................................... 49 

HIV and AIDS.............................................................................................................. 50 

Health and Social Development ................................................................................. 52 

Youth Development Programmes .............................................................................. 53 

Level of Education ..................................................................................................... 55 

Public Safety .............................................................................................................. 59 

Disaster Management ............................................................................................... 62 

Sports, Recreation, Arts and Culture and Heritage .................................................... 62 

Our Institution ............................................................................................................... 74 

Human Capital ........................................................................................................... 74 

Staff Establishment .................................................................................................... 75 

Institutional Arrangements ........................................................................................ 76 

Human Resource Development ................................................................................. 77 

Occupational Health and Safety................................................................................. 79 

Work Study and Quality Assurance ............................................................................ 80 

Batho-Pele ................................................................................................................ 80 

Labour Relations ........................................................................................................ 81 

High Level Organogram ............................................................................................ 81 

Risk Management ...................................................................................................... 82 

Appointment of the Audit Committee ....................................................................... 83 

Responsibilities of the Audit Committee ................................................................... 84 

Current Status of the Audit Committee at Sedibeng .................................................. 84 

Financial Plan ............................................................................................................. 88 

Service Delivery ........................................................................................................ 92 

Human Settlement .................................................................................................... 92 



ACCESS TO BASIC SERVICES ....................................................................................... 93 

Access to Water ......................................................................................................... 94 

Energy ....................................................................................................................... 96 

Refuse Removal ......................................................................................................... 97 

Integrated Transport Plan .......................................................................................... 98 

CHAPTER 03: REGIONAL SPATIAL DEVELOPMENT FRAMEWORK 

REGIONAL SPATIAL DEVELOPMENT FRAMEWORK ................................................... 101 

CHAPTER 04: STRATEGIES 

INTRODUCTION ....................................................................................................... 146 

Strategy: Create a long term sustainable jobs, reduce unemployment, poverty and 

inequalities .................................................................................................................... 

Strategy: Promoting a diverse economy within the Sedibeng Region ............................ 

Strategy: Ensure BBBEE and SMME development ......................................................... 

Strategy: Promote and develop agricultural sector ....................................................... 

Strategy: Promote and develop Tourism sector ............................................................. 

RENEW OUR COMMUNITY ...................................................................................149 

Strategy:Promote Residential Development and Urban Renewal .................................. 

Strategy: Ensure Integrated Spatial Development Planning and Promote good Land 

Use ............................................................................................................................... 

Strategy: Plan for effective, efficient and sustainable infrastructure for water and 

sanitation, and provision of electricity. .......................................................................... 

REVIVING THE ENVIRONMENT ..............................................................................150 

Strategy: Implementation of effective and efficient environmental management in 

the Sedibeng District Municipality. ................................................................................ 

Strategy:Ensure the implementation of MHS programmes to reduce environmental 

health risks .................................................................................................................... 

REINTEGRATING THE REGION ...............................................................................152 



Strategy: Plan and develop accessible, safe and affordable public transport systems 

and facilities .................................................................................................................. 

Strategy: Plan, promote and provide for effective, efficient and sustainable road 

infrastructure ................................................................................................................ 

Strategy: Promote efficient movement of freight in the region ..................................... 

Strategy: Render Effective IT Services ............................................................................ 

Strategy: World-class ICT infrastructure in support of a “Smart Sedibeng” ................... 

RELEASING HUMAN POTENTIAL ...........................................................................153 

Strategy: Improve Municipal Financial and administrative capabilities ......................... 

Strategy: Develop and Maintain high quality municipal facilities ................................... 

Strategy: Re-engineering the effective management of Council business ..................... 

Strategy:Providean integrated support in ensuring that communities are safe and 

secured .......................................................................................................................... 

Strategy:Promote efficient delivery of primary health services ..................................... 

Strategy:Facilitate and coordinate internal and external HIV&AIDS and TB 

mainstreaming .............................................................................................................. 

Strategy:Perform disaster management efficiently ....................................................... 

GOOD AND FINANCIAL SUSTAINABLE GOVERNANCE ............................................158 

Improve municipal financial and administrative capability ............................................ 

Intensify Grant funding to support programmes ........................................................... 

Qualitative, transparent and reliable performance management system in the 

Sedibeng District Municipality ....................................................................................... 

Render an efficient, effective and corruption free vehicle state registration and 

licensing ......................................................................................................................... 

Monitor the Growth and Development Strategy and the review IDP ............................ 

Coordinate and Promote high level of Corporate Governance ...................................... 



Ensure high level of Corporate Governance through the implementation of the 

Internal Audit Plans ....................................................................................................... 

VIBRANT DEMOCRACY .........................................................................................161 

Improving stakeholders relations through public participation ..................................... 

The pursuit efficient, accountable co-operative governance ......................................... 

CHAPTER 05: PROGRESS ON GDS FLAGSHIP PROJECTS IMPLEMENTATION 

Progress on GDS Flagship Projects Implementation ................................................ 163 

CHAPTER 06: SECTOR PLANS/PROJECTS 

Sector Plans 2013/14 ............................................................................................... 172 

CHAPTER 07:MAINSTREAMING 

Mainstreaming 2013/14 .......................................................................................... 207 

CHAPTER 08: BUDGET 

Budget 2013/14 ....................................................................................................... 210 

CHAPTER 09: ALIGNMENT 

Alignment with Spheres of Government and other Agencies .................................. 222 

CHAPTER 10: PERFORMANCE MANAGEMENT 

Performance Management ...................................................................................... 232 

CHAPTER 11: LOCAL GOVERNMENT TURNAROUND STRATEGY 

Local Government Turnaround Strategy .................................................................. 249 



LIST OF ACRONYMS 

AARTO Administrative Adjudication Of Road Traffic KPA Key performance area 

Offences 

ABET Adult Basic Education & Training KPI Key performance indicator 

AG Auditor General LAN Local area network 

AGM Annual General Meetings LED Local economic development 

APEX Advance Packet Exchange /Arctic Polynya LRAD Land redistribution for agricultural development 

Experiment 

APPA Atmospheric pollution prevention act LRCC Livestock reconciliation & compensation commission 

AQM Air Quality Management LSC Licensing service centre 

AQMP Air Quality Management 

LTA Land transport authority 

Plan/Programme 

ARC Agriculture Research Council LUMS Land use management system 

ARV Antiretroviral MANCO Management committee 

ATC Anatomical Therapeutic And Chemical MC Mayoral committee 

AQA Air Quality Act MDB Municipal demarcation board 

BBBEE Broad Based Black Economic Empowerment ME Monitoring & evaluation 

BBBEEA Broad Based Black Economic Empowerment MEC Member of the executive committee 

act 

BCP Business continuity plan MFMA Municipal finance management act 

BEE Black economic empowerment MHDP Municipal housing development plan 

CAPEX Capital expenditure MHS Managed health care systems 

CBD Central business district MIG Municipal infrastructure grant 

MKVA Mkhonto WeSizwe veterans association 

CCTV Closed circuit television MMC Member of mayoral committee 

CFO Chief financial officer MOA Memorandum of agreement 

CIDB Construction industry development board MPAC Memorandum of understanding 

CODESA Convention For A Democratic South Africa MPCC Multi purpose community centre 

CWP Community works programme MSA Municipal systems act 

COS Cooperatives MTEF Medium term expenditure framework 

CPI Consumers price index MTREF Medium term revenue & expenditure framework 

CRU Clinical research units MVA Mega Volt Ampere 

CSI Consumers service/satisfaction/society index NDPG Neighborhood development partnership agent 

corporate social investment 

CSIR Council for scientific & industrial research NEPAD New partnership for Africa development 

DBSA Development bank of southern Africa NERSA National electricity regulator of South Africa 

DEAT Department of environment affairs &tourism NGO Non Governmental Organisation 

DED Department of economic development NHFC National housing finance corporation 

DLG Department of local government NSDP National spatial development perspective 

DOL Department of labour OPEX Operational funding 

DID Department of infrastructure development PAC Pan African Congress 

DLGH Department of local government & housing PC Personal Computer 

DORA Division of revenue act PDMC Provincial disaster management centre 

DPLG Department of provincial and local 

PHC Primary Health Care 

government 

DPTRW Department of public transport, roads and PHP People’s housing [project/process/programme] 

works 

PMS Performance management system 

DRA Disaster risk assessment PSC Public service commission 

DRDLR Department of rural development and land MSA Municipal systems act 

reform 

DRM Disaster Risk Management NDP The national development plan

DRP Disaster recovery plan NFPA National Fire Protection Association 

DTI Department of trade and industry NPC National planning commission 

DWAF Department of water affairs and forestry MAYCO Mayoral committee 

EAP Employee assistance programme PMT Political management team 

ECD Early childhood development 

EEP Employment equity plan DHC District Health Plan 

EFT Electronic Funds Transfer ITP The integrated Transport Plan 

EHS Environmental health and safety TOLAB Transport Operating License Administrative body 

OS Strategic Objectives 

EIA Environment impact assessment RTO Regional tourism organisation 

SA South Africa 

ELM Emfuleni local municipality SACN South African cities networks 

EMF Environmental management framework SAICA South African institute of chartered accountants 

SALGA South African local government association 

EPoA Environmental programme of action SALGBC South African Local Government Bargaining Council 

EPWP Expanded public works programme SAPS South African police service 

ERP Enterprise resource planning SARCC South African rail commuter corporation 

FBE Free Basic Electricity SARS South African revenue service 

FDI Foreign direct investment SATSA Southern Africa Tourism Services Association 

FIFA Federation for international football 

SCADA Supervisory control and data acquisition systems 

association 

GAMAP Generally accepted municipal accounting SDBIP Service delivery & budget implementation plan 

practice 

SEZ Special Economic Zones SDF Spatial development framework 

GCIS Government communication and information SDM Sedibeng district municipality 

systems 

GCR Gauteng City Region SDMC Southern district municipal council 

GDACE Gauteng department of agriculture, 

SEDICHEM Sedibeng chemicals 

conservation and environment 

GDARD Gauteng department of agriculture and rural SEDIFO Sedibeng disability forum 

development 

GDE Gauteng department of education SETA Sector education and training authority 

GEDA Gauteng economic development agency SEZ Special Economic Zones 

GEP Gauteng enterprise propeller SGDS Sedibeng growth and development strategy 

GES Green Economy Strategy SLA Service level agreement 

GNC Gauteng north cycling SODA State of the district address 

GPG Gauteng provincial government SPED Strategic planning & economic development 

GRAP Generally recognized accounting practice SRAC Sport, recreation, arts & culture 

GTA Gauteng tourism authority STIs Sexually Transmitted Infections 

GSDF Gauteng Spatial Development Framework TB Tuberculosis 

GVA Gross value added TEP Tourism enterprise programme 

HIV/AIDS Human immunodeficiency virus/acquired THETA Tourism hospitality and education training authority 

immune deficiency syndrome 

HSRC Human sciences research council TIE Transport infrastructure & environment 

IES Integrated Energy Strategy VEC Victim empowerment 

IGR Inter-governmental relations VTAPA Vaal triangle Airshed priority area 

IWEX Industrial Waste Exchange VUT Vaal university of technology 

IWMP Integrated waste management plan WWTW Waste water treatment works 

JHB Johannesburg

EXECUTIVE MAYOR’S FOREWORD

EXECUTIVE MAYOR’S FOREWORD 

The season of planning and review of Integrated Development Plan 

in local government is upon us, where all the stakeholders 

including communities and organized formations are expected to 

register their respective interest and footprint on the future plans 

and developments of the Sedibeng District Municipality for the 

coming financial year. 

Cllr: Mahole Simon Mofokeng 

The five (5) year Integrated Development Plan that we adopted in 

2012, which effectively marked the beginning of new term of office 

for the current leadership in Local Government has in effect, given 

a clear political direction of our medium term objectives. This 

process therefore forms the first review of those plans that we 

have collectively determined the terms and conditions of our social 

contract together with you as our stakeholders, principals and 

partners. 

To this end, this social contract was arrived at through various platforms in which you have made 

submissions. 

This Integrated Development Plan review could not come at the most opportune time. This is made so in 

the light of the policy certainty and direction which come into effect and established through the 

adoption of the National Development Plan. 

To give practical expression to the policy direction of the National Development Plan, as well as other 

National Priorities, the Sedibeng District Municipality through its Integrated Development Plan, has 

placed itself at the centre of interaction with the stakeholders. This is done through various 

engagements and public participation platforms we have developed to obtain and ascertain community 

interests as well as their priorities. 

During the period of public participation, communities, stakeholders and our partners were called upon 

to make necessary inputs which are geared towards making sure that the Integrated Development Plans 

are aligned to our collective aspirations and priorities with an objective of confronting the on-going 

challenges predicated on the triple axis of poverty, unemployment and inequalities. 

All the efforts and foundation that we laid in the past years are beginning confirm the correctness of our 

policies, strategies and plans given the current strong and sustainable investment in the regional 

economy, as well as judging by the level of expansions, investment and development in the region by 

both Government and private sector and the consequent impact on the quality of life and economic 

growth in the region. 

The period under review, has been characterized by positive investment mood on one hand and the 

progressive decline in other social, environmental and economic variables which have been constraining 

our developments. We have indeed turning the tides and making quantum leap in Re-inventing our local 


© Sedibeng District Municipality 2013 - All Rights Reserved 

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Economy with about R1 billion investment made by BHP Billiton Metalloy in the M14 furnace recently 

opened in our region at Samancor. The technology embedded in this development will increase 

capacity for local beneficiation and contribute to cleaner air quality from the production line. 

We have further received an investment of R380 million with the expansion of DCD Ringroller at its local 

plant situated at DCD Heavy Engineering which will increase the production capacity to meet both its 

domestic and international demand .On the other hand we working with Arcelor Mittal, after fire burnt 

down one of the furnace, to mitigate both permanent and temporary layoffs, thus ensuring the 

continuation and job security and production to meet the market demand. 

The region has seen lot of investment in other key areas of local economy such as the ever growing 

retail sector, growing agricultural production through mechanization programme, construction and 

property development. 

In the past local communities of Emfuleni, Midvaal and Lesedi have raised concerns about too many 

‘governments’ at local level and duplication created by two tier local government system and we have 

duly responded. We have concluded an intensive consultation and public participation programme with 

our communities regarding the creation of single tier system of local governance in Sedibeng and so far 

all the legal processes have been followed and complied with. 

Flowing from these engagements and submissions, it will be in the best interest of the communities that 

governance is consolidated into a single tier in Sedibeng region so that duplication, wastage, confusion 

and conflicting roles can be effectively eliminated and accountability as well as stability is achieved. 

The process is with the Municipal Demarcation Board now and it is anticipated that by the first quarter 

of the financial year 2013/14, a determination will be made in this regard and from our point of view, 

single tier is the most logical solution to the governance model that is not efficient and effective, 

learning from the practice in the last 16 years. 

With all hands on deck, we are best placed to improve quality of life of our communities, working 

towards positioning Sedibeng as a SMART CITY built around eGovernance model. Already basic and 

minimum Information and Communication Technology infrastructure is in place through sizable 

investment made in the optic fibre. In the coming financial year, we are committing to work towards the 

development of Regional Economic Framework to realize our socio economic priorities and work 

towards increasing investment confidence into our region. 

Small Medium and Micro Enterprises (SMMEs) and Cooperatives remain the epicenter of our focus and 

development through heightening capacity building and access to other opportunity available in other 

spheres of Government and private sector to support SMMEs, Cooperatives and Emerging farmers. 

In partnership with the National Department of Rural Development and Land Reform we are developing 

an extra feasibility studies at four (4) Precincts and those feasibilities will be building on the successful 

work that we have achieved with the Neighbourhood Development Partnership Grant in this regard. 



Page | ii


The Sebokeng Cultural Precinct will be kick started in the next financial year and this is one precinct that 

will restore original urban business and commercial centre which will integrate Saul Tsotetsi Sport 

Centre with business/commercial centre to create ambience for further investment and growth in that 

township. 

In the short term critical challenge of youth unemployment that has been highlighted by both the 

National Development Plan and the Census 2011 results, will be receiving serious attention and in the 

short term we will be increasing intake in the Community Works Programme and Expanded Public 

Works Programme targeting poverty stricken Wards across the Sedibeng region. 

During the period under review, Sedibeng District Municipality will host a Sedibeng Regional Jobs 

Summit whose focus will be to finding sustainable solutions together with local industries to the ever 

present challenges of unemployment in general but more specifically to youth unemployment in the 

medium to long term. 

Working with our partners in National Youth Development Agency, Sedibeng District Municipality has 

recruited no less than 135 Learnership that have been placed within the municipality and other Non 

Governmental Organizations to provide experiential training and on-the-job- training to increase job 

opportunities for young people in the region. 

The outcomes of the successful Heritage Summit held by the Sedibeng District Municipality will see the 

establishment of the Regional Heritage Council in Sedibeng to drive and promote our heritage offerings 

and to build social cohesion and community reparation through geographic name change programme. 

The reintegration of our region is going to occupy centre stage in the coming financial year with 

expansion of R82 corridor for multipurpose business, residential and mobility use while at the same time 

explore the means to sustain our investment in the optic fibre project to improve connectivity in the 

region. 

In our effort to improve quality of life in the region, Sedibeng District Municipality will be working to 

improve its capacity around development of municipal By-laws to enforce air quality standards to revive 

the environment as we assume full responsibility in the execution our responsibility as a licensing 

authority. 

I call on all and sundry, to take the time out and have a go at this Sedibeng Integrated Development 

Plan. In doing so, we will arrive at our envisaged future as one, walking hand in hand in seamless service 

of our communities. 

________________________________ 

Cllr. Mahole Simon Mofokeng 

Executive Mayor: Sedibeng District Municipality 



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OVERVIEW BY THE MUNICIPAL MANAGER

MUNICIPAL MANAGER’S FOREWORD 

The Sedibeng District Municipality remains focused on delivering on its 

mandate and functions and I am happy to be getting this maximum 

cooperation from the whole staff and colleagues from the Local 

Municipalities, Private sector and other Spheres of government. 

Mr. Yunus Chamda 

We have developed our strategies based on the review of the Sedibeng 

Growth and Development Strategy (SGDS) to come to the second that 

informed our Integrated Development Plan (IDP). Appended hereto as 

Annexure “A” is a report on progress attained in the implementation of 

the Second generation GDS. In the next financial year, I will be 

concluding the process of organisational review that is inclusive of 

resources required to implement such as organisational structure. 

The process of reviewing the organisational structure has been delayed due to the imminent structural 

changes in the governance model for the region. 

Amongst other considerations in achieving the strategy as adopted by Council, we will make certain that 

compliance with the minimum competency requirement for Senior Management and the other 

managers tasked with the Financial Management. At the moment an audit of the current competence of 

these managers has been completed. It has given us a clear picture of where we are at this point. 

We remain proud with the efforts we have put on both the level of awareness about service delivery 

record, information dissemination, stakeholder engagements and the public participation processes. 

These efforts have paid off as manifested by less service delivery protests experienced during the 

current financial year. Flagship projects identified under the Sedibeng Growth and Development 

Strategy which are in the implementation phase are progressing well and at the same time, progress on 

the implementation of some other projects will be announced during the State of the District Address. 

We have made visible strides with our partners through the Neighbourhood Development Programme 

Grant to give former townships necessary facelift. National Government is currently reviewing the 

mandate of the NDPG so that it is utilised as a vehicle to achieve the objectives of the National 

Development Plan on urban development targeting high capacity urban municipalities. 

The Sedibeng District Municipality has made a huge investment over the years in Optic fibre thus 

improving connectivity in the region. A call is made to the Local municipalities in the region, other 

spheres of government and the private sector, to contribute to the project in order to expand the 

success that has been achieved so far. 

The successes are recorded in the sharp decline in the levels of crime especially in the central business 

district and former townships where CCTV cameras, improved connectivity and functional information, 

communication and technology are all the strides and successes we have registered singularly as a 

district municipality and collectively as a community of Sedibeng, would not have been possible without 

harmonious relations with our Unions in particular and other stakeholders, in general. Thank you for 

your continued support and advice. 



Page | i

MUNICIPAL MANAGER’S FOREWORD 

We have had reasonable and stable labour peace in our environment and this is attributed to functional 

relationship we continue to enjoy with the Unions within the Local Labour Forum and this relationship 

will be even more important as we move forward. In the Administration, we have successfully 

transferred the Emergency Medical Services (EMS) to the Gauteng Provincial Department of Health. The 

transition was well managed thanks to the immense sacrifices and understanding of parties involved. 

We continue to work hard to reduce the cost of running this municipality through employing austerity 

measures including realizing value for money. The transfer of Emergency Medical Services has gone a 

long way to stabilize our cash flows in that regard. All the financial and non-financial measures in the 

next financial year are geared towards improving our audit performance from the unqualified audit to a 

clean audit opinion consistent with the operation “Clean Audit”. 

We have put our ducts in a row to achieve a clean audit. To this end we have made new appointments 

of members for the Audit Committee for a period of three (3) years and I have no doubt that the skill 

mix in the Committee will help us to achieve the clean audit objective. Oversight by the Municipal Public 

Accounts Committee (MPAC) has brought new impetus and focus within the municipality. 

The Integrated Development Plan we are presenting here has been structured in accordance with the 

legal requirements of the Local Government: Municipal Systems Act, No. 32 of 2000. In 2012 the 

Sedibeng District Municipality adopted a four year IDP stretching from 2012 to 2017. Legislation dictates 

that the IDP is reviewed every year. 

To this end the IDP we are presenting is the review of the financial year 2012/13. The diagnostic analysis 

conducted has assisted us to determine service delivery gaps and backlogs thus enabling us to craft 

relevant strategies and sector plans. These are captured in detail herein. In order to ensure streamlined 

development in the entire region we developed a Spatial Development Framework to which all 

development should be aligned. 

In order to achieve the plans and objectives we have set for the 2013/14 financial year we have 

allocated a budget which defines the resources to be used. In this IDP we have also looked critically at 

the objectives we intend to achieve and how performance to will be monitored. These objectives adhere 

to the principles of being Specific, Measurable, Achievable, Realistic and Time-bound. As a consequence 

thereof monitoring and evaluation will be more targeted and progressive. 

Pursuant to co-operative governance we have aligned our plans with those of the Local Municipalities 

and other spheres of government, more specifically those of Gauteng Provincial Government. 

_______________________________ 

Mr.Yunus Chamda 

Sedibeng District Municipality: Municipal Manager 



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VISION, MISSION, STRATEGIC OBJECTIVES 

AND VALUES

Sedibeng District Municipality 

VISION 

Building towards a developmental Metropolitan River City of choice 

MISSION 

To promote and sustain Integrated Service Delivery that Enhances and Support 

the municipality to achieve growth and development for its community 

STRATEGIC OBJECTIVES 

To promote efficient and effective Integrated Services that addresses the 

socio- economic and environmental development imperatives of the 

Region; 

To Implement Prudent and Cost effective Financial Management and 

Sustainability; 

To ensure Good Governance and sound management practices; and 

To ensure effective Service Delivery. 

VALUES 

These values are based on and inclusive of all Batho Pele Principles. 

Integrity; 

Transparency; 

Accountability; 

Service Excellence; 

Trust 

Honesty 



CHAPTER 01: 

INTRODUCTION AND LEGISLATION

CHAPTER 01: 

INTRODUCTION AND LEGISLATION 

INTRODUCTION AND BACKGROUND 

In terms of the Constitution of the Republic of South Africa, Act 108 of 1996 in particular Chapter 7, 

outlines the constitutional mandate of Local Government in respect to status, object and 

developmental duties, cooperative governance as well as its own development and planning processes. 

This Constitutional mandate relates to management, budgeting and planning functions to the 

objectives, which are outlined as follows for the intended purpose of the municipal IDP processes: 

 

 

 

 

 

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 organizations in the 

matters of local government. 

It is therefore crucial for Sedibeng District Municipality to adhere to relevant legislation and policies 

regulating municipal planning. An Integrated Development Plan, adopted by the Council, is the key 

strategic planning tool for the municipality. It is described in the Local Government: Chapter 

5Municipal Systems Act No. 32 of 2000 (MSA) as: 

In terms of clause 24 of Chapter 5 of Municipal Systems Act- No. 32 of 2000 that states that “Municipal 

Planning in cooperative government- 

(1) The planning undertaken by a municipality must be aligned with, and complement, the 

development plans and strategies of other affected municipalities and other organs of state so 

as to give effect to the principles of cooperative government contained in section 41 of the 

Constitution. 

(2) Municipalities must participate in national and provincial development programmes as 

required in terms of section 153 of the Constitution. 

(3) If municipalities are required to comply with planning requirements in terms of national or 

provincial legislation, the responsible organs of state must 

(a) Align the implementation of that legislation with the provisions of this Chapter; and 

in such implementation- 

(i) Consult with affected municipality; and 

(ii) Take reasonable steps to assist the municipality to meet the time limit 

mentioned in section 25 and other requirements of this Chapter 

applicable to its integrated development plan. 



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CHAPTER 01: 


In terms of the MSA of 2000, the IDP should include the following components: 

A vision of the long-term development of the municipality with special emphasis on the 

municipality’s most critical development and internal transformation needs; 

An assessment of the existing level of development in the municipality, which must include an 

identification of communities which do not have access to basic municipal services; 

The Council’s development priorities and objectives for its elected term including its local economic 

development aims and its internal transformation needs; 

The Council’s development strategies which must be aligned with the national or provincial sectoral 

plans and planning requirements binding on the municipality in terms of legislation; 

A spatial development framework which must include the provision of basic guidelines for a land 

use management system for the municipality; 

The Council’s operational strategies; 

Applicable Disaster Management Plan; 

A financial plan, which must include a budget projection for at least the next three years; and 

The key performance indicators and performance targets determined in terms of section 41. 

SEDIBENG IDP REVIEW 2013/14 

In terms of the Municipal Systems Act of 2000, the municipalities are legally required to do Annual 

Review of their IDP’s. The Sedibeng District developed the 2012/17 IDP in 2011/12 financial year and 

Approved by the new Council in May 2012. The 2013/14 IDP is thus the first review the five year IDP 

that was adopted by the Council in May 2012. 

THE PROCESS METHODOLOGY: 

The current IDP 2013/14 will be reviewed in line with the Sedibeng Growth and Development Strategy 

two (2) (SGDS 2), Five year IDP 2012/17 as well as guidelines from the National and Provincial policies 

and legislation. The review undertaken by the Sedibeng District Municipality will focus only on the 

aspects of the IDP that relates to the financial year 2013/14. 

Sedibeng IDP and Budget Process Plan for 2012/13 Financial Year. 

SEDIBENG DISTRICT MUNICIPALITY: IDP AND BUDGET YEAR PLANNER 2012/13 

TIME-FRAMES ACTIVITY/PROJECT DATE RESPONSIBILITY PARTICIPANTS 

JULY – 

SEPTEMBER 

2012 

Compilation of Draft IDP and Budget 

Process Plan (District & Locals). 

IDP Strategic Breakaway Session - 

Alignment of Process Plan (District 

and Locals). 

Submission of IDP and Budget Process 

Plan to Section 80 Committee. 

July 2012 

August 2012 

August 2012 

IDP Office (District & 

Locals), Budget 

Manager, MM’s Office 

& PMT 

IDP Office (District) 

IDP Office 

Senior Management, IDP Offices 

(District & Locals), Budget (District & 

Locals), MM’s Office (District & Locals), 

PMT, Section 80 & Mayoral Committee 

& Council 

SEPTEMBER - 

Approval of IDP and Budget Process 

Plan by Mayoral Committee & 

Council. 

Status Quo & Analysis 

- Review the Municipal 

August 2012 

September - 

November 

IDP Office 

IDP Office (District 

&Locals) 

Senior Management (All Clusters) 



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CHAPTER 01: 




NOVEMBER 

2012 

Demographic Profile. 

- Conduct a research on municipal 

wide analysis. 

- Community and stakeholder 

analysis (ward based and 

municipal wide). 

- In-depth analysis (ward based 

and municipality). 

- Priority Issues (ward based and 

Municipal wide) 

- Reconciliation (District 

municipality). 

- Align Analysis Priorities with 

financial resources. 

- Identify district functional 

analysis issues from 

municipalities. 

- Local municipalities submit 

district functional analysis to 

district. 

- Prioritize analysis. 

- Consolidation of analysis. 

Sedibeng IDP Steering Committee 

Meeting 

Publication – Public Participation 

Sedibeng IDP Public Participation 

Meetings (In conjunction with Local 

Municipalities) 

2012 

September 

2012 

September 

2012 

September – 

October 

2012 

IDP Office & Mayor’s 

Office (District) 

Speaker’s Office/IDP 

Office, Mayor’s Office 

& IGR 



& IGR 

MMC’s (District & Locals), Executive 

Directors, IDP Office (District & Locals) 

(All Councillors, Senior Officials and 

Community) 

(All Councillors, Senior Officials and 

Stakeholders/Community) 

IGR Forum Meeting with National and 

Provincial Depts. 

Issue Budget Guidelines and 

Templates to Clusters for the 

2013/2014 Financial Year 

Submission of Adjustment Budget 

Figures to Finance Cluster 

Business Planning Process by Clusters 

Begins 

Needs Analysis/ Information 

Gathering for the 2013/2014 Budget. 

Consultative Process by Clusters on 

the Budget. 

September 

2012 

October 

2012 

11 October 

2012 

Oct – 

November 

2012 

November 

2012 

SDM 

CFO and Budget Panel 

Executive Mayor; 

Speaker; 

Chief Whip; 

Municipal Manager; 

Executive Directors 

(ALL) 


Speaker; 

Chief Whip; 



(ALL) 


Speaker; 

Chief Whip; 



(ALL) 

Executive Directors (District & Locals), 

MM’s Office (District & 

Locals),Directors (All Clusters), IDP 

Managers (District & Locals), Sector 

dept. 

All Clusters 

All Clusters 

All Clusters 

All Clusters 



Page | 3

CHAPTER 01: 




DECEMBER 

2012 - 

FEBRUARY 

2013 

Submission of Draft IDP Analysis to 

Manco and Mayoral Committee 

Preparation of Adjustment Budget 

begins 

IDP Representative Forum Meetings 

(District & Locals) 

Develop and compile sector plans 

Stakeholders Summit 

Review municipality vision 

development, priorities and 

objectives, development strategies 

November 

2012 

October – 

November 

2012 

November 

2012 

November 

2012 – 

February 

2013 

November 

2012 

December 

2012 – 

February 

2013 

IDP Office 

CFO 



& IGR 

SDM 

SDM 

SDM 

Senior Management & MAYCO 

Executive Mayor 

Speaker 

Chief Whip 

MM 

Executive Directors (All) 

Executive Directors (District & Locals), 

MM’s Office (District & 

Locals),Directors (All Clusters), IDP 

Managers (District & Locals), Sector 

dept/ Stakeholders 

All Clusters 

All Clusters 

All Clusters 

FEBRUARY 

2013 – APRIL 

2013 

Conduct internal Projects 

identification 

Submission of Adjustment Budget 

Figures to Section 80 Committee, 

Mayoral Committee and Council 

Identification of Capital Projects 

Budget with Stakeholders/ Sector 

departments 

Finalization of discussions on projects 

and budgets 

Confirm Acceptance/Allocation of 

resources for Capex and Opex 

2013/2014Budgets 

Submission of both Capex& Opex 

2013/2014 Budgets to Finance 

Cluster. 

Approval of Business Plans for 

2013/2014 Financial Year by Mayoral 

Committee 

Mainstreaming 

Mayoral Lekgotla 

District Wide Lekgotla 

Budget Panel Discussion with Clusters 

on 2013/2014 Draft Budget 

submissions 

Integration of projects, plans and 

programmes 

December 

2012– 

January 13 

IDP Office 

All Clusters 

January 2013 CFO Executive Mayor, MMC’s, Portfolio 

Committee, Directors, Managers 

January 2013 

IDP Manager/Clusters 

& Stakeholders 

All Clusters, Stakeholders/ Sector 

Department 

January 2013 SDM All Clusters, Municipal Manager’s 

Office, GPG, Sector Departments/ 

Stakeholders 

February 

2013 

06 February 

2013 

February 

2013 

February 

2013 

February 

2013 

February 

2013 

February 

2013 

February 

2013 

CFO and Budget Panel 

SDM 

MMC’s 

SDM 

SDM 

SDM 

Budget Panel 

SDM 

Budget Office 


Speaker; 

Chief Whip; 


Executive Directors (ALL) 

Members of Mayoral Committee 

All Clusters 

MMC’’s Executive Directors, MM’s 

Office & Directors - PMT Office 

MMC’’s Executive Directors, MM’s 

Office & Directors - PMT Office and 

IDP Offices (District & Locals) 

All Clusters 

All Municipalities (District & Locals) 

SDM IDP Steering Committee March 2013 Executive Director MMC’’s, Executive Directors, MM’s 



Page | 4

CHAPTER 01: 




(Monitoring and Evaluation of Draft 

IDP) 

Tabling of Draft IDP &Budget to 

Section 80 Committee 

Tabling of Draft IDP to Mayoral 

Committee 

(SPED) 

Tabling of Draft IDP to Council March 2013 Executive Mayor 

Publications 

(Putting documents in public domain 

for commenting) 

March 2013 Speaker, IDP Office 

&External 

Communication 

Consultation on draft IDP and Budget 

(5yrs plan) 

- Stakeholders on Draft IDP 

& budget 

- Broader Community on 

Draft IDP & Budget 

Office & Directors - PMT Office and 

IDP Offices (District & Locals) 

March2013 IDP Office MMC, Portfolio Committee Directors, 

Managers 

March 2013 SDM ED: SPED and IDP Unit 

March - April 

2013 

Executive Mayor 

External Communications 

External Communications, 

Stakeholders, Community 

APRIL 2013 

MAY 2013 – 

JUNE 2013 

Consideration of IDP and Budget 

comments from the Public 

Provincial IDP Commenting Process 

on Draft IDP’s (MEC). 

- Submission of IDP and 

Budget to National 

Treasury 

Incorporate and respond to 

comments on draft IDP and Budget 

Approval of IDP and Budget (5yrs 

Plan) 

Publication of Final IDP and Budget 

(5yrs Plan) 

April 2013 

April 2013 

IDP Office, MM’s 

Office & PMT 

IDP Office & Budget 

Manager 

All Clusters 

Gauteng DLG & H, Gauteng Planning 

Commission 

April 2013 IDP Office, MM’s All Clusters 

Office, Budget & PMT 

May 2013 IDP Office Mayoral Committee & Council 

June 2013 

Speaker, IDP Office, 

Finance & External 

Communication 

Consolidation of SDBIP May 2013 MM’s Office All Clusters 

Ward Committee Workshop May 2013 

Ward Committee Indaba May 2013 

Stakeholder Summit May 2013 

Sectoral Stakeholders through MMC’s May 2013 

Tabling and Approval of SDBIP by the 

Council. 

June 2013 Executive Mayor Council 

State of the District Address June 2013 Executive Mayor 

Submission of IDP &Budget to 

National Treasury; Gauteng Treasury; 

Gauteng Local Government 

June 2013 CFO Council 

External Communications 

IDP DEVELOMPMENT AND KEY PRIORITIES 

The IDP development process was undertaken within the framework of National, Provincial and District 

policies and legislation. All IDP 2013/14 related information contained in the IDP is informed by the 

following priorities: 

 

 

 

 

 

Sedibeng Growth and Development Strategy. 

Twelve National and Gauteng 5+2+1 Outcome Based Approach. 

National Development Plan. 

The Turn-around strategy. 

IDP’s of Local Municipalities. 



Page | 5

CHAPTER 01: 


BASIS OF THE IDP REVIEW 2013/14 

Sedibeng Growth and Development Strategy 

SDM has worked with key stakeholders to develop the Sedibeng Growth and Development Strategy 2 

(SGDS2). The Second Generation Growth and Development Strategy is an update of the 1 st 

SGDS as a response to numerous challenges facing the Sedibeng Region. The update takes 

stock of what has been achieved over the past five years under the banner of GDS 1. The 2 nd 

GDS also considers challenges that were faced with respect to implementing GDS 1, as well as 

the additional difficulties presented by an unforeseen changing external environment. 

Catalytic projects were identified in GDS2 to be implemented through annual reviewal of the 

2012 – 2017 IDP. The diagram below depicts seven pillars of the GDS 2. 

GDS pillars retained on the 2 nd Generation and Five year IDP 2012 – 17 

ALIGNMENT WITH NATIONAL AND PROVINCIAL STRATEGIES 

Outcome Based Approach (National and Provincial) 

After the 2009 National and Provincial elections, the President of the Republic of South Africa (Mr. Jacob 

Zuma) signed delivery agreements with the ministers. These delivery agreements were based on the 12 

National and Provincial Outcomes. 

“A A SMART CITY In the making. Towards A Metropolitan River City of Choice” 


Page | 6

CHAPTER 01: 


National Development Plan (Vision 2030) 

The National Development Plan is the plan introduced the National Government Planning Commission 

(Vision 2030) and it was released in June 2011. The plan is about writing a different story about South 

Africa in the year ahead. The National Development Plan (NDP) aims to deal with the causes of poverty 

ad income inequalities in the country, identifying the challenges and targeting specific sectors in order 

to achieve the desired outcomes. In the document, the National Planning Commission (NPC) outlines the 

projects that the nation should focus one in order to eliminate poverty and income inequality. The NDP 

identifies nine challenges that hinder these national developments. 

Sedibeng Growth and 

Development Strategy 

Re- invent the Economy 

Provincial and National Priorities 

 

 

 

Creating decent work and building a 

growing, inclusive economy 

A skilled and capable workforce to support 

an inclusive growth path 

Vibrant, equitable and sustainable rural 

communities with food security for all. 

Renew our Communities Sustainable human settlements and 

improved quality of household life 

Reviving a Sustainable 

Environment 

 

Environmental assets and natural resources 

that are well protected and continually 

enhanced 

Reintegrating our Region An efficient, competitive and responsive 

economic infrastructure network 

Releasing Human Potential 

Good and Financial 

Sustainable Governance 

Vibrant Democracy 

 

 

 

 

 

 

Improved quality of basic education 

A long and healthy life for all South Africans 

All people in South Africa are and feel safe 

A responsive, accountable, effective and 

efficient local government system 

Create a better South Africa and contribute 

to a better and safer Africa and World 

An efficient, effective and development 

oriented public service and an empowered, 

fair and inclusive citizenship 

National Development Plan 

Economy and Employment 

Human Settlement 

Improving Infrastructure 

Transition to a low carbon 

economy 

Transforming urban and rural 

space 

Improving Infrastructure 

Improving Education, Innovation 

and Training 

Social Protection 

Promoting Health 

Building safer communities 

Fight corruption and enhancing 

accountability 

Building a capable state 

Transforming the society and 

uniting the country 

COMMENTS BY MEC FOR LOCAL GOVERNMENT ON SEDIBENG MUNICIPALITY IDP 2012/17 

After the Adoption of the IDP 2012/17, the Sedibeng District Municipality submitted its five year IDP to 

MEC for Local Government for comments. Below are the comments from the MEC of Local Government 

and Housing on the Sedibeng IDP 

MEC COMMENTS 

Planning for Migration: Municipalities are urge to 

take active measures; effective and timeous release 

of well located and serviced land for human 

RESPONSES BY CLUSTERS 

SDM does not own any land for human settlement. Majority of the 

land in the region is privately owned. Through the Housing Forum, 

SDM is in constant engagement with the Gauteng Department of 



Page | 7

CHAPTER 01: 


settlement development, pro active Infrastructure 

planning and budgeting, and effective by-laws 

enforcement. 

Local Government and Housing to identify suitable, well located 

land for human settlement. Infrastructure planning and budgeting 

as well as By-laws enforcement is presently the competency of the 

local municipalities. 

However, SDM has mobilized financial resources from Treasury 

through the NDPG towards beautification of townships as part of 

the integrated human settlement program on behalf of the local 

municipalities. These include Sebokeng Cultural Precincts in 

Emfuleni LM, Sicelo Precinct in Midvaal LM and Taxi Ranks in 

Lesedi LM. 

Investment in Maintenance: Municipalities are urged 

to work towards ensuring that their investment in 

maintenance equals 8% of the value of the Property, 

Plant, and Equipment (PPE) in line with Treasury 

guide. 

It should be noted that Sedibeng is also engaged in developments 

that need to be empowered and maintained in order to attract 

population, tourists and investors to come to Sedibeng District 

Municipality (SDM) in response to the analysis in 2012/17 

Integrated Plan (IDP) where it was said that SDM is no longer a 

major recipient of in-migration. 

As a district municipality, Council does not own the bulk of their 

infrastructure assets as well as do not have powers and functions 

related to revenue generated from bulk service-charges. Hence, 

the 8% guide provided by National Treasury is considered to be 

overly optimistic and at this stage cannot be realistically 

incorporated into the MTREF. 

However, a service level agreement has been entered into with 

the Department of Transport that 5% of the Licensing revenue will 

be allocated towards maintaining licensing centers. 

In addition an analysis was conducted on the asset base by the 

insurance broker to determine the operational risk on council’s 

asset maintenance programme. This programme was tabled and 

discussed at Manco where upon the Corporate Services 

Maintenance Dept was tasked to action the recommendations. 

In air quality management, air quality systems are contracted with 

a maintenance contract build in which provide for maintenance 

over the next x3 financial years. In licensing systems, provision is 

made for maintenance (testing facilities) as prescribed in the SLA 

with the provincial department of Transport. 

For civil infrastructure, the infrastructure that we build (roads, 

sport facilities) is handed over to the LM’s as an asset for them to 

maintain. 

Inter Municipal Planning: Gauteng is forging ahead 

with the Global City Region. Municipalities are urged 

to continue taking initiatives aimed at better intermunicipal 

coordination and planning in building a 

Globally Competitive Gauteng City Region. 

SDM has supported the proposal towards the single authority. The 

SDM has embarked on the process towards the establishment of a 

Metropolitan Municipality. SDM has made submissions to the 

Municipal Demarcation board in support of the “proposed 

redetermination of the municipal boundaries of Emfuleni Local 

Municipality (GT421), Midvaal Local Municipality (GT422) and 

Sedibeng District Municipality(DC42), by amalgamating Emfuleni 

Local Municipality (GT421) and Midvaal Local Municipality (GT422) 

into a single Category A municipality” 



Page | 8

CHAPTER 01: 


Planning for the Outcomes: Continuous collaborative 

efforts are re required to entrench outcome-based 

planning within IDP’s across the province. 

SDM has developed its IDP that is embedded in the Outcomes 

based planning and has integrated both the provincial and 

national Outcomes in that regard. 

Statistical Data: Poor use of Statistical data was 

raised. Municipalities are urge to make use of 2011 

Census results in the measures aimed at improving 

quality and credibility of IDP’s. 

Number of Rural area nodes with low population 

densities: The provision of services like transport 

remains the challenge. The municipality is planning to 

develop and promote rail in the region to improve 

the Public transport system. More integrated 

approach is recommended in line with the Integrated 

Transport Plan in particular the Public Transport Plan. 

Housing Demand : 

A total number of 54 820 backyard units recorded in 

the district. The municipality should explore 

promotion and supply of rental housing to meet the 

demand, in line with the Department of Local 

Government and Housing’s Alternative Tenure 

Programme. Furthermore, the tenants of the 

Breaking New Ground policy should be pursued as it 

promotes mixed and integrated human settle. 

Consolidation of Governance through Metro Systems 

of Governance by 2016:With the support from the 

District, some of the high level issues that the 

municipality needs to focus on include uniform 

Spatial planning, a macro economic development 

strategy, infrastructure planning and budgeting; and 

governance. The district must demonstrate how the 

municipality programmatically coordinates planning 

across the region in the build up towards a Metro 

Performance Management System: The omission of 

the PMS in the District IDP constitute the breach of 

the Systems Act of 2000 (Section 26). The latter also 

makes it difficult to compare PMS with the IDP 

priorities and assess synergies and gaps. The 

municipality is urged to ensure that the 2013/14 IDP 

currently being developed integrates the PMS 

Section. 

Alignment with National and Provincial Priorities: The 

municipality’s financial commitment to the identified 

GDS/Outcomes programmes the District is urged to 

expand this initiative across the region as one of the 

building blocks towards regional planning. 

In the SDM Integrated Development Plan, primary municipal data 

source is Stats SA Census 2011 and auxiliary information; we have 

considered other source as secondary source. 

The provision of transport still remains a challenge in rural 

communities because of low number of passengers to effectively 

operate a public transport. On engagement with public transport 

operators it was not profitable to them to operate public transport 

on regular basis. 

The Sedibeng District Municipality plays a coordinating and 

facilitating role in the Housing delivery to support both Local 

Municipalities and the Provincial Department of Local Government 

and Housing. A Structure responsible for Housing projects in 

Sedibeng District is in place and functioning to ensure that 

alternative tenure and ground breaking policy are pursuit in the 

Housing delivery. 

Sedibeng District Municipality is moving ahead with the process of 

consolidation of Governance in the region. All the legal and 

regulatory processes have been complied with in this regard and 

in preparation for the final determination by the Municipal 

Demarcation Board programmes are in place such as undertaking 

a comprehensive five (5) year Spatial Development Planning with 

the support from the Gauteng Department of Economic 

Development, Infrastructure Planning, Governance and Budgeting 

which will be converted into work streams once a decision to 

become a Metropolitan Municipality is made. 

In 2011, the Sedibeng District Municipality procured an electronic 

PMS integrating organisational planning, contracting, monitoring, 

evaluation and reporting. These encompass: IDP and PMS. SDM 

Council in its meeting on 24 October 2012 also resolved to 

integrate and centralise IDP and PMS (Individual and 

Organisational) into one Directorate to be located in the Office of 

the Municipal Manager. 

Sedibeng District Municipality’s Integrated Development Plan is 

informed by its Growth and Development Strategy that are aligned 

with the National and Provincial Outcomes as well as the National 

Development Plan. 

The Sedibeng Growth and Development Strategy seven pillars 

have anchored Local Municipalities’ Integrated Development 

Planning as Strategies to ensure district wide planning and 

budgeting on the same priorities are synchronized. 



Page | 9

CHAPTER 01: 


IDP PUBLIC PARTICIPATION PROCESS 2012/13 

The White Paper on Local Government states that “Local government structures must develop 

strategies and mechanisms to continuously engage with citizen’s, business and community groups and 

offers the following options amongst others; focus group participatory action research to generate 

detailed information about a wide range of specific needs and values; and participatory budget 

initiatives aimed at linking community priorities to capital investment programmes”. 

Seamless flow of information between communities in the broadest sense and developmental local 

government and service provision structure is increasingly a reality of corporate governance. Public 

participation is considered one of the key tenets of democratic governance in South Africa. 

Sedibeng District Municipality undertook a process of Community and Stakeholders participation in 

October 2012 and 15 May 2013 and the aims for doing this engagement was to ensure that the IDP 

process is people-driven and that the community’s needs and identified key development priorities are 

duly included and considered, at grass roots level. 

The table below provides a summary of the comments made by Stakeholders/ Broader community 

during Stakeholders consultation. All the comments received from the public are arranged according to 

sector responsibility. 



Page | 10

CHAPTER 01: 


PUBLIC COMMENTS 

The intended Sebokeng and Evaton upgrading of 

Licence Department should not impact negatively on 

other services for communities such as Rates & Tax 

Offices and Social Development Offices. 

One Stop Shop should be an option when upgrading 

license centres as it will also ensure that the integrated 

approach of services required is realized and all 

services are centralized. 

Maintenance of Test Stations should be continuously 

sustained annually by Municipality. 

The communities affected by air pollution from Big 

Industries in the region, SDM should ensure that they 

are compensated. 

Hospice built within the Sebokeng Water Works should 

be looked into as is putting HIV & Aids patients at risk. 

Transport Mode progammes conducted and done in 

Sedibeng District Municipalities should include women 

and should also be gender sensitive. 

SDM should constantly upgrade, maintain access and 

main roads in the CBD`s, Suburbs and Townships as 

they affect taxis using those routes for community 

transportation. 

Provincial and National offices of transport 

departments should be invited in SDM IDP Public 

Participation meetings that are constantly held in order 

to clarify and respond to challenges faced by 

communities on state of provincial/national routes 

RESPONSE BY CLUSTERS 

The comments are very welcome and will be considered in the 

further development of the project to establish a new licensing 

centre at the ELM Municipal Building in Zone 10. The SDM, in 

collaboration with GDRT, has submitted a formal application to 

ELM for the lease of the building. ELM will be taking a report to 

Council with all the pros and cons of the project. 

The SDM is intending to expand licensing services by, amongst 

others, applying to the LMs for the renting of a Cashier Window at 

their Rates and Services Hall. The Cashier Window will be 

converted into a vehicle license renewal point wherein the public 

will in future be able to renew their vehicle licenses at the Rates 

and Services Hall, a perfect example of an integrated approach to 

service delivery. 

It is unfortunate that the Vanderbijlpark and Vereeniging testing 

grounds have been temporarily blocked by GDRT for driver test 

bookings from June 2013 pending the refurbishment of the poor 

and run-down testing ground infrastructure. The SDM has 

submitted an action plan to GDRT that provides the refurbishment 

plan to bring the testing grounds in compliance to minimum 

requirements. The action plan will also address future 

maintenance of the testing grounds. 

An example in point here is the recent incident at Arcelor Mittal 

Vanderbijlpark that led to the company applying to the SDM for 

the re-commission of a closed furnace that did not comply to their 

air quality license. The SDM Council approved the application with 

the following conditions: i) that the operation of the recommissioned 

furnace to be for 90 days only, ii) that relevant and 

regular reporting of the operations be done at the Vaal Triangle 

Air shed Priority Area: Air Quality Stakeholder Forum, iii) that the 

SDM facilitates the establishment of a dedicated committee to 

address issues of enterprise development by Arcelor Mittal, iv) 

that an independent Air Quality Practitioner be appointed by the 

SDM, at the cost of Arcelor Mittal, to monitor and evaluate the air 

quality data of the re-commissioned furnace during the 90 day 

period and report the results to the SDM Council. 

The Sebokeng Water Works is the property of the ELM. The 

matter will be raised with the appropriate manager for attention. 

The comments are very welcome and will be considered. In 

addition, the comments will be raised at the Provincial IGR Forums 

for the GDRT to consider in their Transport Programmes. The 

women formations in the Sedibeng region should ensure that their 

details are registered with the SDM Transport Department. 

The SDM will continue to raise the challenge of poorly maintained 

public transport regional road infrastructure at the GDRT IGR 

Forum. With regard to the local roads in the public transport 

routes, the matter will be raised with the local municipalities’ 

roads departments. 

The comments are welcome and will be implemented in future 

public participation meetings. 



Page | 11

CHAPTER 01: 


within the district . 

Rail Road on outside of Sharpeville next goods shed 

should also be upgraded and used as means of 

Transport for communities between Sharpeville on enroute 

to West Rand. 

Vereeniging Taxi Rank employees who are contracted 

for cleaning are not paid what is due to them and there 

is no constant annual increment paid to s by Main 

contractor appointed by Sedibeng District Municipality. 

Storm water drainage should be installed in both 

Sharpeville /Tshepiso as these areas are constantly 

flooded by water coming from Vanderbijlpark Area 

during the rainy season. 

Vaal river must be used to attract tourism destination 

as it will create job opportunities for communities in 

the region 

Installation of geysers, that the contract was given to 

people who are outside of Sedibeng municipality why 

not people from our area. 

SDM should consider building a mall next to R59 route 

as it will make our area viable for economic turnover. 

PUBLIC COMMENT 

Municipality employees should discipline themselves 

with telephone usage not abuse because some small 

business have only cell phones for contracts 


More School Safety Programs be developed and 

implemented to strengthen safety measures at our 

schools 

Community Police Relations (CPFs, Community 

Patrollers and Victim Empowerment Centres) needs to 

be strengthened and sustained as it plays a critical role 

in supporting the SAPS in crime prevention activities in 

our communities. There is a need to regularly 

capacitate these structures through skills development 

programs. 

The arts and crafts market can contribute to the 

economic output that can add impact of our economic 

growth. The arts and crafts do not exist in the district. 

The vast number of different arts and culture in the 

sector. There is no development intended to integrate 

and make changes in our economy in the district 

The inputs will be submitted to PRASA for their attention and 

consideration. 

The concerns are noted and will be raised with the SDM Corporate 

Services Cluster for their attention and consideration. 

The comments are noted and will be raised with the ELM Roads 

and Storm water Department for their attention and 

consideration. 

The comments are noted and will be raised with the SDM SPED 

Cluster for their attention and consideration. 

The project for the installation of solar geysers is managed was 

Eskom. The Sedibeng District Municipality was involve only to the 

extent of facilitating entry into the area and providing permission 

for the project to be undertaken in its area of jurisdiction. 

The R59 corridor is intended for industries on the main as per the 

Spatial Development Framework. The determination of the 

location of commercial development is based primarily on market 

analysis. As consequence thereof the proposal would have to be 

subjected to said analysis. 


SDM has a telephone usage policy that regulates the usage of our 

telephones. 


Through Community Safety Forum, engagements are taking place 

with Department of Education and other relevant stakeholders to 

respond to these challenges. A new Community Safety Strategy 

has been developed, and Schools Safety forms an integral part of 

it through which programs will be developed and implemented to 

mitigate the current challenges experienced at schools. 

In partnership with Gauteng Department of Community Safety, 

there is an ongoing process of ensuring that these structures are 

capacitated through various training workshops and skills 

development programs. Ongoing audits are conducted to 

determine the efficacy of these structures and where there are 

challenges, response is executed accordingly. Inputs are noted and 

this will be executed based on the availability of funds and 

guidance by SAPS in terms of crime hot spots in the identified 

areas. 

Since the concept idea of establishing the Creative Industries as a 

new economic driver we facilitated the base line growth strategy 

by virtue of the Arup report to create Precincts around Sedibeng 

District Municipality with the intention of having arts and craft 

markets around all SRACH facilities, i.e. both Theatres, Sharpeville 

Heritage Precinct, Heidelberg motor Museum, futuristic Dhlomo 

dam development precinct, the Old Sharpeville Regional Craft HUB 

all aligns itself into creating this new economic driver especially 



Page | 12

CHAPTER 01: 


Street names and Private and government Institution 

must change as they are always reflection of apartheid 

legacy that destroyed our society. 

Disability Sector: As a sector we feel there needs to be 

a lot of consultation with our sector with regards to 

integrating entrepreneurship with disabilities into the 

business environment Sedibeng disability forum is a 

vehicle for this to happen and as chairperson of the 

forum, we looking forward to the engagement in the 

near future 

No heritage forum has been established even after 

seven months of the summit it’s a disgrace. Noncompliance 

heritage sites must not be encouraged and 

who will form part of the Sedibeng Development 

Agency 

Coming to the celebration of Boipatong Massacre, 

Boipatong communities should be given the budget 

for the occasion and as there are entrepreneurs who 

can manage to take part in bringing “white tents , 

tables and chairs sound system and local people should 

also be given chance to do catering in those events “ 

More jobs of our youth all the heritage building must 

be taken into consideration district must be 

partnership with Arcelor Mittal to create more jobs to 

avoid nyaope and other drug substances being used. 


Evaton Renewal Project is not sustainable to create job 

opportunities why not introduce (EPWP) as a 

consideration for creation of jobs. 

noting that in Gauteng 2012 the creative industry itself was 

responsible for generating R 33 Billion. 

The matter on name changing is under discussion and is dealt with 

by the Geographic Name Change Committee. The process towards 

name changing has begun. 

The comment is welcomed and the council will ensure that at all 

times the People with Disabilities form part of all engagements. 

It is always difficult to persuade community members who do not 

understand that an enormous amount of work has already gone 

into giving substance to the Regional Heritage Summit resolutions 

and outcomes including engagement with Tertiary research 

Institutions to create a research hub that was one of the 

resolutions on the matter of creating a Heritage Agency we have 

engage Tshwane Metro Council to do a synopsis of their Model 

and determine the roles and responsibility, powers and functions 

of such an Agency according to the Heritage Act 25 of 1999 and 

the financial cost centres in establishing such an Agency currently 

we are advised to hold the concept in abeyance as the Provincial 

department of SACR is facilitating a Heritage Policy for Gauteng 

Province which would incorporate the approach around Agencies 

and whether we should have a single Agency at Provincial level 

supporting Municipalities, lastly on the matter of a noncompliance 

Heritage sites the real issue is currently being 

addressed through Provincial SACR and Sedibeng SRACH around 

the challenges of design and construct principles like the 

Boipatong Memorial where other Departments in Government 

like DID/Public 

We note the request from community entrepreneurs who should 

be advised to register on our Supply Chain data base as we do not 

directly appoint service providers for our events and get a political 

undertaking to persuade Council to make this exceptions around 

events as we are governed by Council Policy in this regard 

While we understand the desperation of our communities to find 

solutions to both job creation and substance abuse for the youth 

in particular the reality is to influence skills development that is 

required by the regional economy- hence we should strengthen 

our GED strategies to create these much needed jobs and 

proactively respond to substance abuse of the youth through the 

relevant respondents. 


The ERP has made provision to train the unemployed people in 

various trades and the last training offered was in the 

Construction Industries and usually advertise such training in the 

Local Newspaper (Vaal Ster). 

The other provision for sustaining employment is to force all 

contractors awarded tenders to build in their programme to train 

illiterate temporary employees in various trades so as to equip 



Page | 13

CHAPTER 01: 


them with the necessary skills after the project is completed. 

Attraction of tourists in our region is very important as 

Vaal has a strong history. We believe that the 

government should involve private sectors in terms of 

tourism and making Vaal a tourism hub, we have parks, 

stadiums, hotels and guest houses. Please consider in 

developing sports build stadiums that can qualify for 

big clubs to play on them. Youth have talents so let’s 

use that to put Vaal on the map as it can also attract 

tourists. 

Why can`t we have a tourist centre where we leave our 

business cards. Tourists are no more coming to our 

business in our locations we as small businesses want 

to benefit since we are selling food so point is bring 

tourists to our venues 

More money should be saved and private sector invited 

to initiate their plans on tourists. 

I believe the IDP draft will provide innovative practical 

products and services for our partners and will enable 

our youth to improve and minimize unemployment. 

The Vaal 21 initiative a river city sounds very good 

unfortunately it has no vision and mission for tourism. 

A vision has to be something people can associate with, 

not a number of concrete projects. The Vaal cannot 

compete with Johannesburg and Pretoria for tourism 

projects as it does not have amenities such as museums 

and theatres and parks which the cities have. It does 

not have the rivers and dams which are potential 

tourist attractions. 

Good comprehensive documents 

Good vision and direction 

Good progress made 

Include community projects sponsored by private 

businesses as it contributes to socio-economic 

development in the area 

Not a single meeting was organized by the person 

concerned in that department. There is no proper 

channel for channeling our concern. We were not called 

and told about the budget in the tourism industries. 

What is our budget for tourism? 

How do we benefit from this? 

Maintenance Budget should be prioritized to houses 

and toilets at Sharpeville especially at Vuka section. 

Something has to be done because of those houses are 

old houses and they are about to fall down and their 

The establishment of a state-owned company, Vaal River City 

Promotion Company is in the final stages of registration. The 

company will primarily focus on destination marketing and 

tourism product development. The establishment of the company 

is a direct result of a public private partnership. 

The Sedibeng District Municipality with its stakeholders are 

working with the National Tourism Department and the Gauteng 

Tourism Authority to attract tourists to the region, through 

various marketing platforms, such as exhibitions, publications and 

the electronic media. 

Tourism Skills development programmes and assistance includes 

the youth, women and disabled. 14 Tourist Guides were trained 

and registered on the national tourist guide database as Regional 

Guides in 2012/2013. 

The Sedibeng District Municipality has participated in a Gauteng 

Tourism Visitor Information Centre Strategy, where tourism 

information will be shared and distributed. The implementation 

of the strategy where Sedibeng has volunteered to be a pilot will 

commence in 2013/2014. 

The comments are welcomed and Sedibeng will continue to fulfil 

our mandate as vested in the Tourism Act and to ensure that 

tourism is government led, private sector driven and community 

owned. 

The comments are noted and initiatives to ensure job creation in 

the Tourism industry are always prioritised. 

The comments are noted. Efforts to develop niche markets, 

unique to the region (such as leisure, business and heritage 

tourism) are included in the provincial plans. 

The comments are welcomed and reflect the willingness of private 

sector businesses to grow Tourism and support emerging 

businesses in the region through their respective socio-economic 

programmes. 

Structures where tourism stakeholders (Public, private and 

communities) can communicate and network, such as 

associations, forums and workshops have been initiated revived 

and supported. Tourism stakeholders are encouraged to register 

on the tourism databases and with their local tourism 

associations. 

The comment has been noted and will be communicated to the 

Emfuleni Local Municipality and the provincial department. 



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CHAPTER 01: 


pipes are too old and they have rust , they should be 

taken out of those as there is potential risk of disaster 

especially for the people who are not working . 

SDM should initiate and encourage our people in 

Sedibeng District Municipality to participate in 

agriculture as the land that is vacant and available to 

plant crops and farming especially those interested in 

ensuring the youth got the right skills for development 


The accumulation of municipalities should be 

encouraged to form a metro as service delivery and 

other obstacles would be improved in a consistent 

manner and to satisfaction of people 

The idea of a river city metropolitan has some very 

good aspects to it. One query I have which makes me to 

think that the present proposed metropolitan (is purely 

political) why Sasolburg and Metsi Maholo Local 

Municipality has not been included. This would make 

the Vaal area a true metropolitan city. 

Please focus on job creation as first priority then shift 

to metropolitan and 

If the ruling party became a serving party and local 

municipalities could improve on service delivery and 

addressing basic needs instead of chasing unattractive 

dreams that only benefit them. 

I admire the process of consultations being held but my 

concern is lack of implementation. 

I myself would like to see the implementation of the 

messages being given to us personally. 

The way it was presented it looks very good at least It 

has covered all areas we are looking for as the 

stakeholders only if the municipality can implement 

what they presented correctly I think the improvement 

will be higher and people will stop complaining 

I think the programme was very informative and that 

shows that some municipalities are working hard to 

address human needs in our society. The problem that 

communities are facing is the maintenance and lack of 

service delivery. 

A request that Sedibeng District Municipality should 

host career exhibitions to empower youth and women 

to avoid ending up in crime and fraud 

The LED department has dedicated programmes as captured in 

the IDP that deals with matters pertaining to agricultural 

development and also encourages stakeholders to form part in the 

processes. 


Indeed the vision remains and the Sedibeng District Municipality is 

committed to the formation of a Metro with a view to provide 

seamless service delivery to its communities. Our communities 

have spoken in endorsement of this ideal. 

Sasolburg and the Metsimaholo Local Municipality unfortunately 

fall within the Free State Province jurisdiction. However, the Vaal 

21 Project will build on the common river frontage to create 

synergy between these areas. 

Job creation has and continues to be our mainstay leading up to 

the Metro with more than 3000 jobs created during the 2012-13 

financial year. 

The Sedibeng District Municipality has for years been providing 

more than 21 000 Kilolitres of water to Midvaal communities who 

were stranded in spite of the existence of the Midvaal Local 

Municipality. It is about the community of Sedibeng, the party in 

charge notwithstanding. 

The implementation is only dependent on the determination of 

the Municipal Demarcation Board. We are all committed to the 

Smart Vaal Metropolitan River City. 

There is no question about. Becoming a Metro will greatly improve 

the quality of services and the improvement in the lives f our 

people. 

Sedibeng District Municipality is committed to the provision of 

service delivery and this will be greatly enhanced by the 

realization of the vision to become a Metropolitan River City. 

The Youth Summit and its outcomes and the career exhibition held 

last year has placed a responsibility on Sedibeng to double our 

efforts going forward. 



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CHAPTER 01: 


PUBLIC PERCEPTION SURVEY 

Findings of the perception survey indicate that residents of Gauteng feel that the government should 

intensify its efforts in the creation of jobs, fighting crime, building more schools, clinics and community 

centers as well as improving infrastructure and other facilities [Source, Ochre Media (2009/10). 

A worrisome perception that seems to remain constant over the years is that the overall performance of 

the GPG is still perceived as average by residents, 44% in 2010 and 45% in 2011. This indicates there is 

considerable effort that the government still needs to put in communicating progress and programmes 

to the people. 

Some of the research information from previous audits also showed that: 

Brand awareness amongst residents is low; 

Residents look locally rather than see themselves as part of Gauteng; 

Socio-economic circumstances for some residents are challenging exacerbated by crime, lack of 

sports, entertainment, retail and other facilities 

Communities do not know the difference between the roles and functions of SDM, Local 

Municipalities and that of both Provincial and National Government they see government as one 

structure. 

On a social front, the municipality has experienced very insignificant service delivery protests. Most of 

these protests were opportunistic and were service delivery project based while others may be genuine. 

In this regard, the External Communications Directorate’s programmes will have a positive impact on 

the public perception. 

COMMUNITY PERCEPTIONS 

Brand awareness amongst residents is low 

Residents look locally rather than see 

themselves as part of Gauteng 

The role of the Municipality is not clear to 

residents 

SEDIBENG RESPONSE 

It is essential to build brand awareness and loyalty, through continuous 

brand positioning and accompanying communications and marketing 

messaging. It is critical to ensure brand synergy across all marketing and 

communications collateral moving forward, and especially on the internet 

Through marketing programmes and projects such Gauteng 2055, the 

district must instill a Gauteng identity programme. 

The quality and content of information intended for public consumption 

must include roles and responsible of Local Government and the District 

in particular. 

According to a survey published in the International Journal of Social Science vol 39, Iss 3 pp 182-199, 

2012), titled An analysis of citizen satisfaction with public service delivery in the Sedibeng District 

Municipality of South Africa, residents are most dissatisfied with, 

• Road maintenance, 

• Government efforts to create jobs and reduce crime. 

Respondents from Emfuleni Local Municipality hold more positive feelings about public service delivery 

in the area of water, electricity and solid waste. Their most negative feelings is in the area of job 

creation, roads and the municipality’s efforts in cutting down on crime. 



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CHAPTER 01: 


Respondents from Lesedi hold positive feelings about public service delivery only in the area of water 

and electricity supplies. Similarly, their most negative feelings are in the area of job creation, roads, and 

the municipality's efforts in cutting crime. 

Respondents from Midvaal do not hold positive feelings about public service delivery in their local 

municipality. Similar to other two local municipalities, their most negative feelings are in the area of job 

creation, roads, and the municipality's efforts in cutting crime. Overall, the most negative sentiment 

about public service delivery has been expressed by respondents from Midvaal, followed by Emfuleni 

and Lesedi. 



Page | 17

Chapter 1 - Sedibeng District Municipality

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