IDP Review 2013-14(23 July 2013) - Sekhukhune District Municipality

Sekhukhune District
Municipality
2013/14 IDP REVIEW

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SUMMARY INDEX (CONTENTS)
CONTENTS
PAGE NO.
Preface 3
Chapter 1: Introduction and Context 18
Chapter 2: Governance and Institutional
Framework
73
Chapter 3: Analysis Phase 78
Chapter 4: Strategy Phase 249
Chapter 5: Project Phase 276
Chapter 6: Integration Phase 432
Annexure A: SDBIP 455
Annexure B: Organisational Structure 553

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PREFACE
Integrated Development Planning is a locally based plan that is undertaken by the
municipality in line with the provisions of the Local Government Municipal Systems Act,
2000 (Act 32 of 2000) as well as other myriad of local government legislation. The IDP, in
its nature, must be participatory and must pull together various actors within and outside
the municipal area towards achieving common purpose and objectives and eventually
making places where people live, work and play better.
The Integrated Development Plan (IDP) Review for 2013/2014 deals with the challenges,
opportunities, weaknesses and threats that the municipality is facing and will continue to
face. Sekhukhune District Municipality (SDM) experiences a number of challenges in the
areas of access to water, access to electricity, measures to extend refuse removal to more
households, unemployment which is standing at 50,9%, great numbers of female and child
headed households, mechanisms to improve access to sanitation services and more
importantly measures that can lead to job creation.
Equally there are success stories that need to be told. From 1996 there has been slight
shift in unemployment in the district from 61.6% to 50.9% in 2011. Access to water has
improved and it now standing at 75% although challenges still remain around operations
and maintenance. Electricity access is very high at 86% of the population.
It is terribly important to also realise that there are various local and international issues
that the municipality must contribute to in order to ensure that there is better life for all.
The municipality must work two-fold to contribute to millennium development goals, the
new growth path for South Africa and recently the National Development Plan that was
adopted in 2012.

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Sekhukhune District Municipality is working increasingly hard to deal with the institutional
and organisational development issues. With staff contingent at 930 in 2011, the
municipality must re-organise the way of doing business to ensure that the expectations
from communities are met.
It cannot be emphasised that the municipality need to turn the corner regarding financial
sustainability issues by ensuring that revenue base is strengthened and that new
opportunities for collection are realised. The municipality is still highly dependent on grants
whilst at the same time large sums of monies are spent on servicing water and sanitation
services, this situation must alter.
SDM is a typically rural municipality with multiple pockets of peri-urban to urban areas.
These areas are surrounded by sparsely populated rural settlements where service levels
are inadequate. There is a need to deal with these spatial challenges and fight land
invasion, conserve strategically located land for the future and formalise informal areas.
The role of tribal authorities is quite central in this process.
In conclusion, the IDP Review for 2013/2014 has been compiled within the Medium Term
Revenue and Expenditure Framework (MTREF) and has included key indicators and
targets for performance per Key Performance Area (KPA). It is envisaged that in
2013/2014 and beyond, a demand based performance management system will be
implemented which will take into account the requirement in the annual reports, issues
raised by the Auditor General, the measurable indicators for development from Statistics
South Africa (SSA) and fit that information into the Service Delivery and Budget
Implementation Plan (SDBIP) and IDP.
It is important to thank all the role players who have contributed in various ways to this IDP
Review for 2013/2014.

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Table of Contents
CHAPTER 1: INTRODUCTION AND CONTEXT .......................................................................... 18
1. INTRODUCTION ................................................................................................................... 19
1.1. POLICIES AND LEGAL PARAMETERS ......................................................................... 19
1.1.1. GLOBAL IMPERATIVES.......................................................................................... 19
1.1.2. NATIONAL POLICIES AND IMPERATIVES ............................................................ 20
1.1.3. PROVINCIAL IMPERATIVES .................................................................................. 27
1.1.4. LOCAL IMPERATIVES ............................................................................................ 28
1.1.5. POWERS AND FUNCTIONS ................................................................................... 31
1.2. MEC’S COMMENTS ....................................................................................................... 34
1.3. AUDITOR-GENERAL’S REPORT ................................................................................... 36
1.4. PLANNING PROCESS ................................................................................................... 58
1.5. ALIGNMENT WITH NATIONAL DEVELOPMENT PLAN ................................................ 62
1.6. ALIGNMENT WITH NATIONAL INFRASTRUCTURE PLAN ........................................... 66
1.7. GEOGRAPHIC LOCATION OF THE DISTRICT ............................................................. 68
CHAPTER 2: GOVERNANCE AND INSTITUTIONAL FRAMEWORK ......................................... 73
2.1. LEGISLATURE ............................................................................................................... 74
2.2. CHIEF WHIP ................................................................................................................... 75
2.3. SECTION 80 PORTFOLIO COMMITTEES ..................................................................... 75
2.4. SECTION 79 STANDING COMMITTEES ....................................................................... 76
2.5. THE EXECUTIVE ........................................................................................................... 76
2.6. THE LEADER OF EXECUTIVE BUSINESS .................................................................... 76
2.7. ADMINISTRATION ......................................................................................................... 77
2.8. MUNICIPAL OWNED ENTITY ........................................................................................ 77
2.9. HUMAN RESOURCES ................................................................................................... 77
CHAPTER 3: ANALYSIS PHASE ................................................................................................ 78
3.1 DEMOGRAPHICS IN SDM .................................................................................................. 79
3.2 SPATIAL RATIONALE ......................................................................................................... 94
3.2.1. Introduction .............................................................................................................. 94

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3.2.2. Status Quo ............................................................................................................... 94
3.2.3. Challenges ............................................................................................................. 114
3.3. INSTITUTIONAL DEVELOPMENT AND ORGANISATIONAL TRANSFORMATION .... 115
3.3.1. Powers and Funtions of Sekhukhune District Municipality...................................... 115
3.3.2. Organizational Structure ........................................................................................ 116
3.3.3. Human Resources Management (HRM) ................................................................ 123
3.3.4. Human Resources Development (HRD) ................................................................ 124
3.3.5. Employee Assistance Programme (EAP)............................................................... 125
3.3.6. Occupational Health & Safety ................................................................................ 126
3.3.7. Information and Communication Technology (ICT) ................................................ 127
3.3.8. Auxiliary Services (AS) .......................................................................................... 129
3.3.9. Legal Services ....................................................................................................... 130
3.3.10. Labour Relations .................................................................................................... 131
3.3.11. Organizational Development (OD) ......................................................................... 132
3.3.12. Status Quo on High Level Delivery Areas in 2012/2013 ......................................... 133
3.4. BASIC SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT ................... 136
3.4.1. Water ..................................................................................................................... 136
3.4.2. Sanitation ............................................................................................................... 145
3.4.3. Refuse removal ...................................................................................................... 148
3.4.4. Electricity ............................................................................................................... 150
3.4.5. Cemeteries ............................................................................................................ 153
3.4.6. Housing ................................................................................................................. 154
3.4.7. Telecommunication ................................................................................................ 158
3.4.8. Roads and Stormwater .......................................................................................... 159
3.4.9. Waste Management ............................................................................................... 162
3.4.10. Environmental Management .................................................................................. 164
3.4.11. Sports, Arts and Culture ......................................................................................... 166
3.4.12. Health .................................................................................................................... 167
3.4.13. Education ............................................................................................................... 177
3.4.14. Social Services (Welfare)....................................................................................... 181
3.4.15. Safety and Security ................................................................................................ 187

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3.4.16. Transportation ........................................................................................................ 192
3.5. LOCAL ECONOMIC DEVELOPMENT .......................................................................... 194
3.5.1. Introduction ............................................................................................................ 194
3.5.2. Status Quo ............................................................................................................. 195
3.5.3. Challenges ............................................................................................................. 223
3.5.4. Sekhukhune Development Agency (SDA).............................................................. 224
3.6. FINANCIAL VIABILITY.................................................................................................. 227
3.6.1. Introduction ............................................................................................................ 227
3.6.2. Compliance with Municipal Finance Management Act (MFMA).............................. 227
3.6.3. Overall Challenges................................................................................................. 228
3.6.4. Asset Management ................................................................................................ 230
3.6.5. Budget and Reporting ............................................................................................ 231
3.6.6. Revenue Management ........................................................................................... 232
3.6.7. Supply Chain Management .................................................................................... 234
3.6.8. Contract Management ........................................................................................... 235
3.6.9. Expenditure Management Unit ............................................................................... 236
3.6.10. Summary overview of the MTREF ......................................................................... 237
3.7. GOOD GOVERNANCE AND PUBLIC PARTICIPATION .............................................. 238
3.7.1. Internal Audit.......................................................................................................... 238
3.7.2. Risk Management .................................................................................................. 239
3.7.3. Public Participation ................................................................................................ 240
3.7.4. Communications, Executive Support and Special Programmes ............................. 242
3.7.5. Performance Management System (PMS)............................................................. 245
3.7.6. High Level Delivery Areas Status Quo for 2012-2013 ............................................ 246
CHAPTER 4: STRATEGY PHASE ............................................................................................. 249
4.1. VISION ......................................................................................................................... 250
4.2. MISSION ...................................................................................................................... 250
4.3. CORE VALUES OF THE MUNICIPALITY (BATHO PELE PRINCIPLES) ..................... 250
4.4. MAYORAL STRATEGIC PRIORITIES .......................................................................... 250
4.4.1. Economic Growth, Development and Job Creation ................................................ 251
4.4.2. Access to Basic Services and Infrastructure .......................................................... 251

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4.4.3. Community Development and Social Cohesion ..................................................... 252
4.4.4. Spatial Development and Sustainable Land Use Management .............................. 252
4.4.5. Active Community Participation and Inter-governmental Alignment ....................... 253
4.4.6. Accountable and Clean Government ..................................................................... 253
4.5. SPATIAL RATIONALE .................................................................................................. 254
4.6. INSTITUTIONAL DEVELOPMENT AND ORGANISATIONAL TRANSFORMATION .... 255
4.6.1. Employee wellness ................................................................................................ 256
4.6.2. Occupational health and safety .............................................................................. 256
4.6.3. Information and Communication Technology (ICT) ................................................ 256
4.6.4. Human Resources Management (HRM) ................................................................ 257
4.6.5. Auxiliary Services .................................................................................................. 257
4.6.6. Legal Services ....................................................................................................... 258
4.6.7. Labour Relations .................................................................................................... 258
4.6.8. Organisational Development (OD) ......................................................................... 259
4.6.9. Human Resources Development (HRD) ................................................................ 259
4.7. BASIC SERVICE DELIVERY AND INFRASTRUCTURE .............................................. 260
4.7.1. Water ..................................................................................................................... 260
4.7.2. Sanitation ............................................................................................................... 261
4.7.3. Disaster Management ............................................................................................ 261
4.7.4. Environmental Management .................................................................................. 263
4.7.5 Sports, Arts and Culture .............................................................................................. 263
4.7.6. Emergency management ....................................................................................... 264
4.7.7. Municipal Health Services ...................................................................................... 266
4.8. LOCAL ECONOMIC DEVELOPMENT (LED)................................................................ 266
4.8.1. LED ....................................................................................................................... 266
4.8.2. SDA ....................................................................................................................... 267
4.9. FINANCIAL VIABILITY.................................................................................................. 268
4.10. GOOD GOVERNANCE AND PUBLIC PARTICIPATION .............................................. 271
4.10.1. Internal Audit.......................................................................................................... 271
4.10.2. Risk Management .................................................................................................. 272
4.10.3. Communication, Executive support and Special program ...................................... 273

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4.10.4. Public Participation ................................................................................................ 274
4.10.5. Secretariat ............................................................................................................. 274
4.10.6. Clean Audit ............................................................................................................ 274
4.10.7. Councillor Welfare.................................................................................................. 275
4.10.8. Capacity Building ................................................................................................... 275
4.10.9. Performance Management System (PMS)............................................................. 275
CHAPTER 5: PROJECTS PHASE ............................................................................................. 276
5.1. SPATIAL RATIONALE .................................................................................................. 277
5.2. INSTITUTIONAL DEVELOPMENT AND ORGANISATIONAL TRANSFORMATION .... 279
5.3. BASIC SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT ................... 299
5.4. LOCAL ECONOMIC DEVELOPMENT (LED)................................................................ 347
5.5. FINANCIAL VIABILITY.................................................................................................. 351
5.6. GOOD GOVERNANCE AND PUBLIC PARTICIPATION .............................................. 358
5.7. PROVINCIAL AND NATIONAL AGENCIES AND DEPARTMENTS .............................. 386
CHAPTER 6: INTEGRATION PHASE ........................................................................................ 432
6.1. STATUS OF SECTOR PLANS ..................................................................................... 433
6.2. SPATIAL RATIONALE .................................................................................................. 433
6.3. BASIC SERVICE DELIVERY ........................................................................................ 436
6.4. LOCAL ECONOMIC DEVELOPMENT .......................................................................... 444
6.5. GOOD GOVERNANCE AND PUBLIC PARTICIPATION .............................................. 445
6.6. FINANCIAL VIABILITY.................................................................................................. 450
ANNEXURE A ............................................................................................................................ 455
SERVICE DELIVERY AND BUDGET IMPLEMENTATION PLAN (SDBIP) 2013/2014 .............. 455
ANNEXURE B ............................................................................................................................ 553
ADOPTED ORGANISATIONAL STRUCTURE 2013/14 ............................................................. 553

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LIST OF TABLES
Table
number
Subject
Table1
Table 2
Table 3
Table 4
Table 5
Table 6
Table 7
Table 8
Table 9
Table 10
Table 11
Table 12
Table 13
Table 14
Composition of the structure, Roles and Responsibilities
Number of wards per Local Municipality
Households in the district
Main Dwellings
Household tenure status
Household ownership, Radio, Television, Computer, Refrigerator, Landline, Cell
phone, Internet
The recorded population figures per local municipality
Gender profile: Males and Females
Population growth by race
Age and gender profile
Marital Status
Education status
Education profile per Local Municipality
Categories of migrants from Sekhukhune households
Table 15 Remittances received by Sekhukhune households in 2006
Table 16
Table 17
Table 18
Table 19
Table 20
Table 21
Table 22
Disability Types
Income Groups in the SDM
Economically Active population
The Breakdown of employment by industry in the SDM
Expected Population Growth Areas / Points for the SDM
Land Use Patterns in the SDM
Existing (Operational) and Planned Mines in the SDM

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Table 23 Projected Employment in Platinum Mining within / near the SDM up to 2015
Table 24
Table 25
Table 26
Table 27
Table 28
Table 29
Table 30
Table 31
Table 32
Table 33
Table 34
Table 35
Table 36
Table 37
Table 38
Table 39
Table 40
Table 41
Table 42
Table 43
Table 44
Table 45
Table 46
Table 47
Accommodation Facilities in the SDM
Hierarchy of settlements
Growth Points in the Sekhukhune District
Land use patterns in Sekhukhune
Domestic water services with infrastructure at or above RDP levels
Water Services in Schools
Water Services in Clinics
Sekhukhune Households that pay for water
Water Backlog A
Water Backlog B
Access to piped water
Breakdown of Sanitation Backlog per Local Municipality A
Breakdown of Sanitation Backlog per Local Municipality B
School Sanitation
Clinic Sanitation
Sanitation Type
Access to Refuse Removal
Electricity backlog per municipality
Households receiving free electricity in Sekhukhune
Energy for lighting, heating and cooking
Typology of houses in Sekhukhune
Dwelling types as a % of Households
Housing Backlog
Housing projects in Sekhukhune

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Table 48
Table 49
Table 50
Table 51
Table 52
Table 53
Table 54
Table 55
Table 56
Table 57
Table 58
Table 59
Table 60
Table 61
Table 62
Table 63
Table 64
Table 65
Table 66
Table 67
Table 68
Table 69
Table 70
Table 71
Table 72
Number of the structures on the road network under ownership of SDM
Road network in Sekhukhune (District Roads)
Number of health facilities in Sekhukhune
Access to hospitals
Access to clinics and professionals
Availability of professional staff in clinics and hospitals
Ranking Sekhukhune’s performance in SA: Key health indicators
State of HIV/AIDS
Backlog for Building of Clinics
Health facilities
Health facilities satisfaction status
Health Facilities water supply
Health facilities sanitation supply
Health Facilities electricity available
Education profile per Local Municipality
Shortage of Infrastructure in schools
Backlogs for the building of schools
Schools per Local Municipality
Schools source of water
Schools type of sanitation
Schools electricity availability
Early childhood development centres
Statistics on Grant Beneficiaries
Beneficiaries of Key government programmes
Most food – insecure areas in Sekhukhune

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Table 73
Table 74
Table 75
Table 76
Table 77
Table 78
Table 79
Pension pay points
Pension pay points water supply
Pension pay points sanitation available
Pension pay points electricity available
Crime Statistics in the SDM
All subsidized bus operators in the Sekhukhune District
Distribution of Non-Subsidized Bus Operators in the Sekhukhune District
Municipal Area:
Table 80 Key sectoral contributions to Sekhukhune’s GGP (1995-2000)
Table 81
Table 82
Table 83
Table 84
Table 85
Table 86
Table 87
Table 88
Table 89
Table 90
Table 91
Table 92
Table 93
Table 94
Table 95
Operating and Projected Platinum Mines Sekhukhune
Market prospects for Sekhukhune minerals
Projected employment in platinum mining in/near Sekhukhune
Accommodation facilities in Sekhukhune
Priority sectors of local municipality
Main sectors: Services, Transport & Logistics, Construction, Manufacturing,
property Market Agriculture, Agro-processing and Tourism
Main markets: National Retailers, EU Agents & Chain stores, Gauteng Fresh
Produce Markets - Sector: Agriculture, Agro-processing
Tourism Sector: Accommodation and other tourism service providers
Local Suppliers, Construction, transport & logistics, Services, Manufacturing,
property market, Tourism
Constraints to economic growth in Sekhukhune
Employment levels
Average household income
Female Headed Households
Child Headed Households
Dependency Ratio

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Table 96
Table 97
Table 98
The AFS has been compiled in terms of GAMAP/GRAP
Challenges and backlogs at Budget & Treasury Unit
Summary overview of the MTREF
Table 99 High level delivery areas status quo for 2012-13
Table 100
Table 101
Table 102
Table 103
Table 104
Policies/strategies
Strategy Options
Principles of PMS
Roles and responsibilities of various stakeholders in PMS
Accountability structure during the review process
LIST OF FIGURES
Figure
Subject
Number
Figure 1 The NSDP principles and perspective informing the basis for robust analysis for the three
spheres of government
Figure 2 Development Strategy
Figure 3 Key activities and time frames for IDP Process
Figure 4 Geographic Location Map
Figure 5 Land size per Local Municipality in %
Figure 6 Map of Sekhukhune District Municipal area
Figure 7 SDM Wards
Figure 8 Number of villages in the district
Figure 9 Population growth rate
Figure 10
Figure 11
Figure 12
Figure 13
Figure 14
Population trends per LM
Gender Profile: Males and Females
Population by race
Age structure
Marital Status

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Figure 15
Figure 16
Figure 17
Figure 18
Figure 19
Figure 20
Figure 21
Figure 22
Figure 23
Figure 24
Figure 25
Figure 26
Figure 27
Figure 28
Figure 29
Figure 30
Figure 31
Figure 32
Figure 33
Figure 34
Education status
SDM Population Distribution Map
SDM Growth Point
Centres of Agricultural Production
Operational Mines in Sekhukhune
SDM Transport Network
Growth points in the Sekhukhune District
Water supply energy source
Frequency of water supply by village
Pump operator availability by village
Source of water supply by village
Standard of water supply by village
Type of sanitation by village
Sanitation programme implemented by government by village
Refuse removal according to villages
Electricity supply
Electricity post connections
Access to cemeteries
Government Housing Programme (RDP Housing)
Telecommunication
Figure 35 Gravel and Tarred Roads
Figure 36 Main Revenue Flow
Figure 37 Employment levels 2011
Figure 38
Local Economic Development Projects

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Abbreviations
AS
CoGHSTA
DoE
DoA
DWAE
ECD
EAP
EIA
EPWP
FBE
FBS
FBW
FIVIMS
GGP
HIV
HOD
HRD
HRM
ICT
IDP
IEMP
IGR
ISDF
ISRDP
ITP
IWMP
LDOs
LDV
LED
LEDET
LEGDP
LGDS
LIBSA
LIMDEV
LM
LSM
LTP
Auxiliary Services
Co-operative Governance, Human Settlements & Traditional Affairs
Department of Energy
Department of Agriculture
Department of Water Affairs and Environment
Early Childhood Development
Employee Assistance Programme
Environmental Impact Assessment
Expanded Public Works Programme
Free Basic Electricity
Free Basic Services
Free Basic Water
Food Insecurity and Vulnerability Information Management System
Gross Geographic Product
Human Immunodeficiency Virus
Head Of Department
Human Resource Development
Human Resource Management
Information Communication Technology
Integrated Development Plan
Integrated Environmental Management Plan
Intergovernmental Relations
Integrated Spatial Development Framework
Integrated and Sustainable Rural Development
Integrated Transport Plan
Integrated Waste Management Plan
Land Development Objectives
Light Delivery Vehicle
Local Economic Development
Limpopo Department of Economic Development Environmental Affair and
Tourism
Limpopo Employment, Growth and Development Plan
Limpopo Growth and Development Strategy
Limpopo Business Support Agency
Limpopo Economic Development Enterprise
Local Municipality
Living Standard Measures
Limpopo Tourism Parks Board

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LUMS
MDG
MEC
MIG
MLL
MM
MPCC
MRM
MTEF
MTSF
NGO
NLTTA
NSDP
OD
OHS
PGMs
PHC
PMS
RAL
RDP
SANAC
SAPS
SARS
SASSA
SDBIP
SDF
SDM
SMME
SOPs
STATSSA
TDM
URP
WWTW
WSA
WSDP
WSP
Land Use Management System
Millennium Development Goal
Member of Executive Committee
Municipal Infrastructure Grant
Minimum Living Level
Municipal Manager
Multi-Purpose Community Centres
Moral Regeneration Movement
Medium Term Expenditure Framework
Medium Term Strategic Framework
Non-Governmental Organisation
National Land Transport Transition Act
National Spatial Development Perspective
Organisational Development
Occupational Health and Safety
Platinum Group Metals
Primary Health Care
Performance Management System
Roads Agency Limpopo
Reconstruction and Development Programme
South African National AIDS Council
South African Police Services
South African Revenue Services
South African Social Security Agency
Service Delivery Business Implementation Plan
Spatial Development Framework
Sekhukhune District Municipality
Small, Medium and Micro Enterprise
Standing Operating Procedures
Statistics South Africa
Travel Demand Management
Urban Renewal Programme
Waste Water Treatment Works
Water Services Authority
Water Services Development Plan
Water Service Provider

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CHAPTER 1:
INTRODUCTION
AND CONTEXT

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1. INTRODUCTION
IDP is a strategic development tool to assist the municipality to achieve its developmental
imperatives. The compilation of this 2013/14 Integrated Development Planning (IDP) document for
Sekhukhune District Municipality has followed both an extensive internal and external consultation
of various respective public participation tools with communities and stakeholders within the
parameters of the District’s sphere of operation. This document is a legislative mandate and a
strategic planning instrument that guide and inform planning and development as well as decisions
with regard to planning, management and development throughout the District. The Municipal
Systems Act (2000) provides the legal framework for municipal development planning to assist
Local Government (District) to discharge its mandates.
1.1. POLICIES AND LEGAL PARAMETERS
In formulating the IDP cognisance ought to be given to Global, National, Provincial and Local
policy and legislative imperatives:
1.1.1. GLOBAL IMPERATIVES
Millennium Development Goals (MDGs)
The United Nations Millennium Declaration committed global heads of states to making the right to
development a reality for everyone and to freeing the entire human race from want. The
Millennium declaration, signed by world’s leaders of 189 countries in 2000, established 2015 as
the deadline for achieving most of the MDGs. The majorities of the MDGs targets have baseline of
1990, and are set to monitor achievements over the period 1990-2015. The objective of the
Declaration is to promote “a comprehensive approach and a coordinated strategy, tackling many
problems simultaneously across a broad front”.
The Declaration calls for halving by the year 2015, the number of people who live on less than one
dollar a day (1993 PPP). This effort also involves finding solutions to hunger, malnutrition and
disease, promoting gender equality and the empowerment of women, guaranteeing a basic

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education for everyone, and supporting the Agenda 21 principles of sustainable development.
Vision 2014 provides a series for socio-economic development milestones to ensure progressive
attainment of development, which can be summed up as follows:
· Access to basic water for all by 2008
· Access to basic sanitation at RDP level by 2010
· All schools and clinics have access to water and sanitation by 2007
· Bucket toilet system to be eradicated by 2006
· Electricity to all households by 2012
· Halve unemployment by 2014
· Economic growth of 6% by 2010
· Access to education and health care for all
1.1.2. NATIONAL POLICIES AND IMPERATIVES
1.1.2.1. Constitution of the Republic of South Africa (Act 108 of 1996)
Section 151 of the Constitution, states that developmental local government should make provision
for a democratic and accountable government for local communities. Local government must
promote a safe and healthy environment and encourage community involvement in matters of local
government such as municipal health services, municipal transport, municipal roads, municipal
parks and recreation.
Section 152 states that local government should ensure the provision of services to communities in
a sustainable manner and encourages the involvement of communities and community
organizations in matters of local government.
Section 153 states that each municipality should structure and manage its administration,
budgeting and planning processes to give priority to the basic needs of the community.
1.1.2.2. White Paper on Local Government (1998)

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It views the IDP as a way of achieving developmental local government. It establishes a basis for
developmental local government in which “local government is committed to working with citizens
and groups within the community to find sustainable ways to meet their social, economic and
material needs and improve the quality of their lives’. It also encourages public consultation in
policy formulation and in monitoring and evaluation of decision-making and implementation.
1.1.2.3. Municipal Systems Act (Act 32 of 2000)
It regulates the IDP. It requires the municipality to undertake developmental oriented planning so
as to ensure that it strives to achieve the objectives of local government set out in Section 152 and
153 of the Constitution of the Republic of South Africa. Section 25 (1) requires the Municipal
Council, within a prescribed period after the start of its elected term, to adopt a single, inclusive
and strategic plan for the development of the municipality. Section 26 of the Act further outlines the
core components of the IDP of a municipality.
1.1.2.4. Municipal Structures Act, 1998 (Act 117 of 1998)
Municipal Structures, Act 117 of 1998 provides for the establishment of municipalities, their internal
structures and the division of powers between local and district municipalities. It gives district
municipalities the responsibilities for IDP for the entire district area, including a framework for all
local municipalities. District municipalities, have a responsibility for inter-local co-ordination, and for
links with provincial and national departments. Local municipalities should produce plans that are
aligned to the district plan. Sekhukhune District Municipality is responsible to the planning activities
of its local municipalities.
1.1.2.5. Municipal Finance Management Act (Act 56 of 2003)
The Municipal Finance Management Act 9 MFMA) was promulgated to sustain the finances of
both the municipalities and other spheres of government. The Act also gives mandatory obligations
on performance management system. Section 2 of the Act’s objectives is to secure sound and
sustainable management of the financial affairs of the local government institutions to which this
Act applies by establishing norms and standards.

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Sekhukhune District Municipality (SDM) budget process endeavors to comply to the provision of
the MFMA. It is pertinent that the development of the IDP and the budget process are integrated
and aligned as per legislation.
1.1.2.6. Inter-Governmental Relations Framework Act (Act 13 of 2005)
This Act responds to the limited successes of alignment amongst the three spheres of
government. The Act creates a framework to support intergovernmental cooperation and
coordination as required by the Constitution in its definition of “cooperative governance”. It
compels all the three spheres of government to participate in the planning processes of the
municipalities and in turn allow their own planning processes to be influenced by the municipal
IDPs.
Municipal IDPs are therefore the centres of planning for both provincial and national programmes
in a specific local area. Municipalities participate in District-planning for a, Municipal Manager’s
FORA and Mayor’s FORA as well as in the Premier’s Intergovernmental FORA to ensure proper
alignment and coordination of Local, District, Provincial and National plans. The Act establishes
structures and processes that enhance intergovernmental planning and monitoring processes that
enhance intergovernmental planning and monitoring processes for Local, Provincial and National
spheres of government.
1.1.2.7. Development Facilitation Act (DFA) (Act 65 of 1995)
The DFA has formalized the restructuring of urban settlements and planning in South Africa. Its
aim has been to expedite land development projects and to promote efficient and integrated land
development. It states that municipalities should prepare the land Development Objectives (LDOs)
on an annual basis.
1.1.2.8. The National Spatial Development Perspective (NSDP)
The National Spatial Development Perspective (NSDP) (Presidency, 2006) is the primary spatial
lens through which policymakers view socio-economic development in the country as a whole. It

23
presents a wide variety of socio-economic trends emerging in South Africa, and then draws
inferences about how that emerging space economy should affect public investment (expenditure)
in the immediate future.
NSDP Principles
Given the Government’s objectives of growing the economy, creating jobs, addressing poverty and
promoting social cohesion, the NSDP assist government in confronting three fundamental planning
questions:
If Government were to prioritise investment and development spending in line with its goals and
objectives, where would it invest/spend to achieve sustainable outcomes?
Given the apartheid spatial configuration, what kinds of spatial arrangements are more conducive
to the achievement of our goals of nation-building and of social and economic inclusion?
How can government as a whole capitilise on complementaries and facilitate consistent decision
making and move beyond focusing on integration and coordination procedures to establishing
processes and mechanisms that will bring about strategic coordination, interaction and alignment?
The NSDP thus puts forth the following set of five normative principles to address the above
planning questions.
• Principle 1
Rapid economic growth that is sustained and inclusive is a prerequisite for the achievement of
other policy objectives, among which poverty alleviation is key.
• Principle 2
Government has a Constitutional obligation to provide basic services to all citizens (e.g. water,
electricity, health, education, etc.) wherever they reside.

24
• Principle 3
Beyond the Constitutional obligation identified in principle 2 above, government spending on fixed
investment should be focused on localities of economic growth and/or economic potential, in order
to gear up private sector investment, stimulate sustainable economic activities and create longterm
employment opportunities.
• Principle 4
Efforts to address past and current social inequalities should focus on people, not places. In
localities where there are both high level of poverty and demonstrated economic potential, this
could include fixed capital investment beyond the provision of basic services to exploit the potential
of those localities. In localities with low demonstrated economic potential, government should,
beyond the provision of basic services, concentrate primarily on human capital development by
providing education and training, social transfers such as grants and poverty-relief programmes. It
should also reduce migration costs by providing labour-market intelligence to give people better
information, opportunities and capabilities, to enable them to gravitate-if they choose to-to localities
that are more likely to provide sustainable employment and economic opportunities.
• Principle 5
In order to overcome spatial distortions of apartheid, future settlement and economic development
opportunities should be channeled into activity corridors and nodes that are adjacent to or that link
to the main growth centres. Infrastructure investments should primarily support localities that will
became major growth nodes in South Africa and the SADC region to create regional gateways to
the global economy.
These principles are aimed specifically at focusing government action and investment to achieve
maximum social and economic impact within the context of limited resources.
The diagram below illustrates

25
Figure 1 - The NSDP principles and perspective informing the basis for robust analysis for
the three spheres of government
Source: National Spatial Development Perspective. The Presidency (2006)
The NSDP indicates that each spheres of government has its own distinct development
tasks and related planning frameworks corresponding to the scale of operations and the
area of jurisdiction. For these frameworks to be coordinated and strategically aligned,
each sphere will have to adopt the NSDP methodology and approach.
1.1.2.9. The Medium-Term Strategic Framework (MTSF) (2009-2014)
The Medium-Term Strategic Framework (MTSF) endeavors to pinpoint important strategic
preferences in order to put the country on a higher path in dealing with poverty and
underdevelopment. It serves as a backdrop to guide planning and budgeting across the
three spheres of government. It identifies few critical things that should be done to define a
new trajectory for the country’s development.
The following are the key objectives for 2014:
ü
Halve poverty and unemployment

26
ü
ü
ü
ü
Ensure a more equitable distribution of the benefits of economic growth and reduce
inequality
Improve the nation’s health profile and skills based and ensure universal access to
basic services
Improve the safety of citizens by reducing incidents of crime and corruption
Build a nation free of all forms of racism, sexism, tribalism and xenophobia
The priority areas to give effect to the above strategic objectives are:
ü
ü
ü
ü
ü
ü
ü
More inclusive economic growth, decent work, and sustainable livelihoods
Economic and social infrastructure
Rural development, food security and land reform
Access to quality education
Improve health care
The fight against crime and corruption
Cohesive and sustainable communities
To ensure capacity to meet these objectives, the following critical measures according to
MTSF have to be adopted:
· Cooperation among economic partners.
· Strong partnership across all sectors.
· Improving the system of monitoring and evaluation.
· Focusing on economic development in areas with economic potential.
· Recruiting and skilling law-enforcement agencies.
1.1.2.10. Outcomes of Government
In January 2010, Cabinet adopted 12 Outcomes within which to frame public-service
delivery priorities and targets. All municipalities are expected to take the 12 outcomes into
consideration when developing/reviewing their IDPs and their Annual Budgets.
1. Improve the quality of basic education
2. Improve health and life expectancy
3. All people in South Africa protected and feel safe
4. Decent employment through inclusive economic growth
5. A skilled and capable workforce to support inclusive growth
6. An efficient, competitive and responsive economic infrastructure network

27
7. Vibrant, equitable and sustainable rural communities and food security
8. Sustainable human settlements and improved quality of household life
9. A response and, accountable, effective and efficient local government system
10. Protection and enhancement of environmental assets and natural resources
11. A better South Africa, a better and safer Africa and World
12. A development-oriented public service and inclusive citizenship
1.1.2.11. Expanded Public Works Programme (EPWP)
The principal objective of this programme is to launch and expand labour intensive
projects that will provide opportunities for skills development to create an enabling
environment for employment and self-employment. It will also assist in building capacity
for the maintenance of infrastructure; provide community service and the development of a
programme for Early Childhood Development (ECD). SDM, like other district in Limpopo,
is gearing towards the effective implementation of EPWP programme and even expanding
it to other sectors of the economy.
1.1.2.12. Development of Small and Micro-Enterprises
The enabling environment should be created through legislation to harness the
entrepreneurial capabilities available in local communities. These capabilities would
encourage self-employment and the employment of other job seekers. Sekhukhune
District Municipality has come with interventionist measures through LED Strategy to deal
with the problem of unemployment.
1.1.3. PROVINCIAL IMPERATIVES
1.1.3.1. The Limpopo Employment, Growth and Development Plan
(LEGDP) - 2009-2014
The Limpopo Employment, Growth and Development Plan (LEGDP) (Limpopo Province,
2009-2014) is aimed at enhancing the competitive advantages of the province.
Key Strategic Priorities
The Limpopo Provincial Government has contextualized ten (10) Priority Areas as
contained in the (MTSF) into key strategic priorities which will guide service delivery:

28
‣ Ensuring more inclusive economic growth, decent work, and sustainable livelihoods
‣ Economic and social infrastructure
‣ Rural development, food security and land reform
‣ Access to quality education
‣ Improved health care
‣ Fighting crime and corruption
‣ Cohesive and sustainable communities
‣ Creation of a better Africa and a better world
‣ Sustainable resource management and use
‣ A developmental state including improvement of public services
Key Action Programmes
To achieve the above priorities, the following action programmes have been identified:
‣ Industrial Development Programme: Priority Growth Sector
‣ Enterprise Development: SMMEs and Corporative Development Programme
‣ Regional Economic Development and Integration Programme
‣ Public Infrastructure Development Programme
‣ Water Resource Development and Demand Management
‣ Agriculture and Rural Development Programme
‣ Education and Skills Development Programme
‣ Health Care Development Programme
‣ Safety and Security
‣ Environmental and Natural Resources Development Programme
‣ The Green Economy and creation of green jobs
‣ Corporate Governance
‣ ICT and Innovation Enabled Industries
1.1.4. LOCAL IMPERATIVES
1.1.4.1. 2025 Development Strategy (District Municipality’s Long-term Strategy)
The Sekhukhune 2025 Development Strategy is an articulation of the longer term strategic
direction to be pursued by the district as well as social partners in order to accelerate
economic growth and enhance development in the district.

29
The 2025 Development Strategy is aligned and harmonized with various mandatory plans
prescribed in various pieces of legislations. In terms of hierarchy, the plans can be
visualized as shown below:
Figure 2 – Development Strategy
2025
DEVELOPMENT
STRATEGY
INTEGRATED
DEVELOPMENT
PLAN
(IDP)
SECTOR
PLANS
IMPLEMENTATION PLAN (SDBIP)
SERVICE DELIVERY AND BUDGET
- The 2025 Development Strategy charts a long-term strategic course and makes
some of the bigger, overarching decisions about what the District ought to
emphasize;
- The Integrated Development Plan (IDP) defines what will be achieved in 5 years
flowing from the strategy;

30
- The Service Delivery and Budget Implementation Plan (SDBIP) articulates what will
be done in 1 year.
The 2025 Development strategy is structured into three components:
· Baseline Research: Trends analysis in various thematic issues that are
considered as shaping the district’s present and future. These include a whole
range of social, economic, political and environmental trends;
· Scenarios: Four scenarios on different types of futures that might be experienced
in Sekhukhune depending on particular choice of policy positions;
· Investment Plans: Detailed short-to-medium term priority plans to be pursued by
the district.
1.1.4.2. Key Sector Plans
The SDM recognized the need to develop future strategies, policies and plans which seek
to deal with specific issues that will facilitate a progressive realization of the desired
developmental trajectory of the District. A closer analysis of all these strategies and plans
will show a greater degree of alignment of all the guidelines and development directives
outlined in the government policy frameworks above.
For the past few years, the SDM has developed numerous sectoral strategic and
operational plans together with policies as joint venture with all local municipalities within
the District as outlined below:
Local Economic Development and Job Creation
· Local Economic Development Strategy
· Marketing Strategy
· Tourism Development Strategy
· Human Resource Development Strategy
· Formalisation of Cultural & Historical Heritage Sites

31
Integrated Environmental Management Plan
· Environmental Report
· Disaster Management Plan
· Spatial Development Framework
· Land Use Management Systems
Infrastructure Provision and Service Delivery
· Water Master Plan
· Infrastructure Maintenance Plan
· Integrated Waste Management Plan
· Integrated Transport Plan
Community Participation and IGR
· Community Participation Policy
· SDM Communication Strategy
1.1.5. POWERS AND FUNCTIONS
The SDM has assumed responsibilities in several powers, duties and functions at the local
municipalities due to capacity and establishment constraints. Functions such as water and
sanitation, waste management and disaster management are the responsibilities of the district.
Local Municipalities are considered as the low capacity municipalities. The district must devise a
long-term capacitating strategy for the concerned municipalities to enable them to perform these
functions.
• Water
• Sanitation
• Fire fighting
• Local Tourism
• Municipal Airport except for Ephraim Mogale and Elias Motsoaledi
• Municipal Planning
• Municipal Health Services
• Municipal Public Transport

32
• Markets
• Municipal Roads for Fetakgomo
• Storm water for Tubatse, Makhuduthamaga and Fetakgomo
• Cemeteries except for Ephraim Mogale and Elias Motsoaledi
• Municipal Abattoirs
• Refuse removal, refuse dumps and solid waste disposal for Fetakgomo
The powers and functions are reviewed annually after capacity assessments by the Municipal
Demarcation Board, which informs MEC Adjustment Report. The above powers and functions refer
to MEC Adjustment report of the 2008/09 Financial Year – which do not necessarily reflect the
current situation.
Municipal Demarcation Board is currently reviewing the whole Capacity Assessment Model,
considering the following limitations:
- Clarity on underlying processes and drivers of the model: a primary concern relating to
the approach is that the detail underlying the model is not fully explained. The reader or
user of the model (which could include the MEC or other provincial representatives) is not
provided with the relevant information to fully understand which variables inform the
determination of whether a municipality has capacity or not. Furthermore it is not clear what
processes were followed in reaching the determination of capacity levels.
- Limitations related to the conceptualisation of capacity: the concern with this approach
is that the model lacks a robust and comprehensive basis upon which to inform a) the
assessment and understanding of capacity levels within and across municipalities and b)
make recommendations for the adjustment of powers and functions.
- Measurement and interpretation issues: it fails to assess the ability to spend, which is
one indicator of a municipality‘s capacity to deliver services and perform functions,
insufficient understanding of the extent of capacity shortcomings, there is a need to assess
actual capacity levels in addition to asking about perceived access to resources.
- Assessing performance: lack of benchmarks against which to assess, lack of
differentiation, insufficient scope for understanding the ‘why’

33
- Limitations of quantitative assessments: The quality of the data is highly dependent on
the measurements used and the extent to which the indicators link to a clearly defined
conceptual framework.
The explanatory power of quantitative data is limited to the variables being tested in the
survey. Because surveys focus on narrow, highly specified areas of inquiry and rely on
structured responses mainly, they are highly limited in terms of the detail they provide and
by their very design are not meant to provide depth and breadth.
It is therefore prudent that powers be approached cautiously as a guide than being instructive.

1.2. MEC’S COMMENTS
MEC for Local Government and Housing’s Comments on 2012/13 IDP review
KEY PERFORMANCE AREAS BROAD DISTRICT FINDINGS GENERAL RECOMMENDATIONS
KPA 1. Spatial Rationale
All municipalities in the district have indicated their spatial
analysis information and hierarchy of settlements, spatial
strategic objectives, projects and Spatial Development
Frameworks (SDFs) and all the local municipalities
indicated their Land Use Management Schemes (LUMS)
All municipalities should continue to indicate their spatial analysis
information and hierarchy of settlements, spatial strategic objectives,
projects and Spatial Development Frameworks (SDFs) and all the local
municipalities indicated their Land Use Management Schemes (LUMS)
KPA 2: Infrastructure and Basic Service Delivery
Water and sanitation
Energy and Electricity
Roads, Storm Water Drainage and
Public Transport
All municipalities have indicated their water and sanitation
challenges and backlogs, strategic objectives and
strategies, projects. All municipalities in the district have
not mention the availability of the District’s Water Services
Development Plan in their IDPs.
All municipalities have clearly indicated their electricity
backlogs as well as the provision of Free Basic Electricity
(FBE). They further highlighted their strategic objectives
and strategies as well as energy projects. However, they
did not indicate Energy Master Plans as they are not
performing the electricity provisioning function.
All municipalities have indicated their backlogs on roads,
storm water drainage and public transport challenges.
They have also outlined their strategic objectives,
strategies and funded projects. Greater Sekhukhune and
Ephraim Mogale have Roads Master Plans, whereas
Makhuduthamaga has a Draft Roads Master Plan.
All Municipalities should continue to highlight their water and sanitation
challenges and backlogs in the next IDP review. All municipalities in the
district should indicate that their water and sanitation issues are
addressed by the Sekhukhune District Municipality through the District
Water Services Development Plan (WSDP) in the next IDP review.
All municipalities should continue to highlight electricity backlogs as well
as the provision of Free Basic Electricity (FBE). They should also
indicate electricity strategic objectives and strategies as well as projects
in the next review . Sekhukhune District Municipality should liaise with
Eskom for the development of district-wide framework for the provision
of electricity and assist local municipalities with development of the
Energy Master Plans.
All municipalities should keep on reflecting their roads, storm water
drainage and public transport challenges, strategic objectives, strategies
and funded projects as well as classification on road network in the next
IDP review. Municipalities with appropriate powers and function should
develop and adopt Roads Master Plans in the next IDP review.

35
Waste Management
KPA 3:Local Economic Development
KPA 4: Good Governance and
Public Participation
KPA 5: Financial Viability
KPA 6: Municipal Transformation &
Organizational Development
All municipalities in the district have provided a clear and
coherent analysis on waste management, strategic
objectives, strategies and funded projects. All
municipalities in the district have indicated the availability
of Integrated Waste Management Plans.
All municipalities in the district have provided a clear and
coherent economic analysis, LED strategic objectives and
strategies, and funded projects and LED Strategies in their
IDPs. It is, however, noted that these strategies are
outdated. The strategies for Sekhukhune District and
Ephraim Mogale Municipalities were developed in 2008,
whereas those of Makhuduthamaga, Elias Motsoaledi and
Greater Tubatse (which is a Provincial Growth Point) were
developed in 2007.
All municipalities in the district have provided a clear
analysis of good governance issues, strategic objectives
and strategies, as well as funded projects. However, the
Makhuduthamaga Municipality did not indicate the
existence of Supply Chain Committee, Complaints
Management System as well as the Risk Management
Strategy.
All municipalities have provided a clear and coherent
analysis of their financial capacities and challenges,
strategic objectives and strategies, funded projects 3 Year
MTEF.
All municipalities have provided a clear and coherent
analysis of their institutional capacities and challenges,
strategic objectives and objectives, funded projects.
However, the municipalities in the district did not indicate
the availability of Municipal Institutional Plan
All municipalities should maintain the status quo by indicating waste
management challenges, backlogs, strategic objectives and strategies
as well as funded projects and Integrated Waste Management Plan in
the next IDP review.
All municipalities in the district should continue to provide a clear and
coherent economic analysis of their municipal areas, strategic objectives
and strategies, funded projects and LED Strategies in the next IDP
review. It is also recommended that municipalities review their LED
Strategies and align them with the LEGDP, New Growth Path and the
National Development Plan during the next IDP review.
All municipalities should continue to provide a clear analysis of good
governance issues, strategic objectives and strategies as well as funded
good governance and public participation projects in the next IDP
review.
All municipalities should maintain the status quo by providing a clear
and coherent analysis of their financial capacities and challenges,
strategic objectives and strategies, funded projects, 3 Year MTEF as
well as the 5 Financial Plans in the next IDP review.
All municipalities should continue to provide a clear and coherent
analysis of their institutional capacities and challenges, strategic
objectives and objectives, funded projects in the next IDP review. All
municipalities should review and highlight their Municipal Institutional
Plans in the next IDP review in liaison with COGHSTA, SALGA and
DBSA.

36
1.3. AUDITOR-GENERAL’S REPORT
Auditor-general’s report to the Limpopo provincial legislature and the council on Sekhukhune
district municipality report on the financial statements
Introduction
1. I was engaged to audit the financial statements of the Sekhukhune District Municipality,
which comprise the statement of financial position as at 30 June 2012, the statements of
financial performance, changes in net assets and cash flows for the year then ended,
and a summary of significant accounting policies and other explanatory information, and
the accounting authority’s report, as set out in the report.
Accounting Officer’s responsibility for the financial statements
2. The accounting officer is responsible for the preparation and fair presentation of these
financial statements in accordance with South African Standards of Generally
Recognised Accounting Practice (SA Standards of GRAP) and the requirements of the
Municipal Finance Management Act of South Africa, 2003 (Act No. 56 of 2003) (MFMA),
Division of Revenue Act, 2011 (Act No. 6 of 2011) (DoRA) and for such internal control
as the accounting officer determines is necessary to enable the preparation of financial
statements that are free from material misstatement, whether due to fraud or error.
Auditor-General’s responsibility
3. My responsibility is to express an opinion on the financial statements based on
conducting the audit in accordance with the Public Audit Act of South Africa, 2004 (Act
No. 25 of 2004) (PAA), the General Notice issued in terms thereof and International
Standards on Auditing. Because of the matters described in the Basis for disclaimer of
opinion paragraphs, I was unable to obtain sufficient appropriate audit evidence to
provide a basis for an audit opinion.
Basis for disclaimer of opinion
Commitments
4. Included in commitments of R416 755 179 as disclosed in note 33 to the financial
statements is R24 110 654 for which no supporting documentation could be provided.
The municipality’s records did not permit the application of alternative audit procedures.
Consequently, I was unable to determine whether any adjustments to commitments were
necessary.
General expenditure

37
5. Included in general expenditure of R167 012 250 as disclosed in note 22 to the financial
statements, are payments amounting to R5 349 013 accounted for in the current
financial year that related to the 2010-11 financial year. Consequently general
expenditure is overstated by R5 349 013 and surplus for the period is understated by the
same amount.
6. I was unable to obtain sufficient appropriate audit evidence for the restatement in the
corresponding figure of general expenditure. As described in note 22 to the financial
statements, the restatement of R22 252 342 was made in order to rectify a prior year
misstatement. I was unable to confirm the restatement by alternative means.
Consequently, I was unable to determine whether any adjustments to the general
expenditure corresponding figure were necessary.
Property, plant and equipment
7. Included in property, plant and equipment of R3 418 051 670 as disclosed in note 3 to
the financial statements, is an amount of R3 007 852 236 relating to opening balances
for which no supporting documentation could be provided. The municipality’s records did
not permit the application of alternative audit procedures. Consequently, I was unable to
determine whether any adjustments to the property, plant and equipment in the financial
statements were necessary.
8. The municipality could not provide sufficient appropriate audit evidence to support work
in progress of R9 878 412 (2011: R1 458 871). Consequently I did not obtain sufficient
appropriate audit evidence to satisfy myself as to the valuation, existence and
classification of projects in progress of R9 878 412 (2011: R1 458 871).
9. The municipality did not unbundle the infrastructure assets stated at R15 257 307 in
accordance with SA Standards of GRAP 17, Property, plant and equipment.
Consequently, I was unable to determine whether any adjustments to the property, plant
and equipment in the financial statements were necessary.
10. The municipality did not review the residual values and useful lives of property, plant and
equipment at each reporting date in accordance with SA Standards of GRAP 17,
Property, plant and equipment. The municipality’s records did not permit the application
of alternative audit procedures. Consequently, the impact on the carrying value of
property, plant and equipment and the corresponding effect on accumulated surplus in
terms of SA Standards of GRAP 3, Accounting policies, changes in accounting estimates
and errors as disclosed in the statement of financial position could not be determined.
11. Roads and storm water assets of R836 580 893, as disclosed in note 3 to the financial
statements, does not agree to the balance of R1 300 190 473 per the fixed asset
register. The municipality did not reconcile the difference of R463 609 580 between the
financial statements and the underlying records. Consequently, depreciation is
understated and the surplus for the year is overstated by R463 609 580.

38
12. SA Standards of GRAP 17, Property, plant and equipment requires that subsequent to
initial recognition at cost, an item of property, plant and equipment should be carried at
cost less accumulated depreciation less accumulated impairment losses. The
municipality did not calculate or consider impairment losses on its infrastructure assets.
Consequently, I was unable to determine whether any adjustments to the property, plant
and equipment in the financial statements were necessary.
Depreciation
13. Depreciation stated at R62 269 407, as disclosed in note 28 to the financial statements,
does not agree to the balance of R68 792 882 per the fixed asset register. The
municipality did not reconcile the difference of R6 523 475 between the financial
statements and the underlying records. Consequently, depreciation is understated and
the surplus for the year is overstated by R6 523 475.
Trade payables
14. The municipality could not provide sufficient appropriate audit evidence to substantiate
trade payables amounting to R81 876 358 and as disclosed in note 17 to the financial
statement. There was no system of control to reconcile the supplier statements with the
payments made. The municipality’s records did not permit the application of alternative
audit procedures regarding the trade payables account. Consequently, I was unable to
determine whether any adjustments to the trade payables in the financial statements
were necessary.
Irregular expenditure
15. No system was in place for the identification and recognition of irregular expenditure and
there were no satisfactory alternative audit procedures that I could perform to obtain
reasonable assurance that all irregular expenditure was properly recorded. Payments
amounting to R82 743 432 were made in contravention of the supply chain management
regulations. The amount was not included in irregular expenditure, disclosed in note 40
to the financial statements. Furthermore, the municipality could not provide sufficient
appropriate audit evidence to prove that the allocation of contracts amounting to
R26 220 687 were awarded in accordance with supply chain management regulations.
Consequently, I was unable to obtain sufficient appropriate audit evidence to satisfy
myself as to the completeness of irregular expenditure as disclosed in note 40 to the
financial statements amounting to R63 144 022 (2012) and R215 878 250 (2011).
Value Added Tax (VAT)
16. The municipality entered into an agency agreement with its local municipalities for the
provision of water services. As the principal, the municipality has not accounted for VAT
on the water transactions in contravention with the VAT act. The municipality did not

39
account for input tax on the agency fees for the services rendered in contravention with
VAT act.
17. Furthermore no supporting documentation could be provided for VAT accruals of
R15 126 700. The municipality’s records did not permit the application of alternative
procedures regarding the VAT disclosed in the financial statements. Consequently, I was
unable to determine the correct amount of the VAT receivable balance of R32 083 617
(2012) and R105 094 421 (2011) as disclosed in note 10 to the financial statements.
Presentation and disclosure of financial statements
18. SA Standards of GRAP 1, Presentation of financial statements, paragraph 19 (b) and (c)
requires that financial statements should provide information, including accounting
policies, presented in a manner which is relevant, reliable, comparable and
understandable. In addition, additional disclosures should be made when compliance
with the specific requirements in SA Standards of GRAP are insufficient to enable users
to understand the impact of particular transactions, other events and conditions on the
entity’s financial position and financial performance. The following non compliances were
identified:
· Budget information as required by SA Standards of GRAP 1 has been disclosed
in Appendix E1 to the financial statements, no reference has been made of this in
a note to the financial statements as required by SA Standards of GRAP.
· Councillors remuneration has not been disclosed in terms of section 124(1)(a)
and (b) of the MFMA.
· Financial risk management as required by IAS 32, financial instruments:
Disclosure and presentation was not disclosed in the annual financial statements.
Distribution losses
19. Section 125 (2) (d) (i) of the MFMA requires that the notes to the annual financial
statements of a municipality must disclose the particulars of any material losses.
Contrary to these requirements, the municipality did not disclose the water distribution
losses as required by the MFMA.
Disclaimer of opinion
20. Because of the significance of the matters described in the Basis for disclaimer of
opinion paragraphs, I have not been able to obtain sufficient appropriate audit evidence
to provide a basis for an audit opinion. Accordingly, I do not express an opinion on the
financial statements.
Emphasis of matters

40
21. I draw attention to the matters below. My opinion is not modified in respect of these
matters
Restatement of corresponding figures
22. As disclosed in note 36 to the financial statements, the corresponding figures for
30 June 2011 have been restated as a result of an error discovered during 2012 in the
financial statements of the Sekhukhune District Municipality at, and for the year ended,
30 June 2011.
Material impairments
23. As disclosed in note 26 to the financial statements, material impairments to the amount
of R11 632 340 were incurred as a result of impairment of irrecoverable trade debtors.
Additional matter
24. I draw attention to the matter below. My opinion is not modified in respect of this matter:
Unaudited supplementary schedules
25. The supplementary information set out on pages X to X does not form part of the
financial statements and is presented as additional information. I have not audited these
schedules and, accordingly, I do not express an opinion thereon.
Planned targets not achieved
26. Of the total number of planned targets, 170 targets were not achieved during the year
under review. This represents 79% of total planned targets that were not achieved during
the year under review. This was mainly due to the fact that targets were planned for
during the strategic planning process before the required funds were secured.
REPORT ON OTHER LEGAL AND REGULATORY REQUIREMENTS
27. In accordance with the PAA and the General Notice issued in terms thereof, I report the
following findings relevant to performance against predetermined objectives, compliance
with laws and regulations and internal control, but not for the purpose of expressing an
opinion.
Predetermined objectives
28. I performed procedures to obtain evidence about the usefulness and reliability of the
information in the annual performance report as set out on pages XX to XX of the annual
report.

41
29. The reported performance against predetermined objectives was evaluated against the
overall criteria of usefulness and reliability. The usefulness of information in the annual
performance report relates to whether it is presented in accordance with the National
Treasury annual reporting principles and whether the reported performance is consistent
with the planned development priorities. The usefulness of information further relates to
whether indicators and targets are measurable (i.e. well defined, verifiable, specific,
measurable and time bound) and relevant as required by the National Treasury
Framework for managing programme performance information (FMPPI).
The reliability of the information in respect of the selected development priorities is assessed
to determine whether it adequately reflects the facts (i.e. whether it is valid, accurate and
complete).
30. The material findings are as follows
Usefulness of information
Presentation
Measures taken to improve performance not disclosed
31. Improvement measures in the annual performance report for a total of 100% of the
planned targets not achieved were not disclosed as required by section 46 of the
Municipal Systems Act (MSA). These targets related to the development priorities on
access to basic services and infrastructure development, community development and
social cohesion, and economic growth, development and job creation, effective,
accountable and clean government, active community participation and
intergovernmental co-operation, and the spatial development and sustainable land use.
This was due to inadequate monitoring done to identify the root causes of the underperformance.
Consistency
Reported objectives, indicators and targets not consistent with planned objectives,
indicators and targets
32. The MSA, section 41(c) requires that the actual achievements against all planned
indicators and targets must be reported annually. The annual performance report
submitted for audit purposes did not include the actual performance of 100% of the
reported objectives, 43% of the related performance indicators and 40% of the related
performance targets specified in the integrated development plan for the year under
review. This was due to lack of or limited information systems recording and
documenting of actual achievements against targets. This is the result of management
not having properly reviewed the reported objectives, indicators and targets to ensure
that they are consistent with the integrated development plan.
Measurability
Performance indicators are not well defined

42
33. The National Treasury’s FMPPI requires that performance indicators should have clear
and unambiguous data definitions so that data can be collected consistently and is easy
to understand and use. A total of 61% of performance indicators for the development
priorities on access to basic services and infrastructure development, community
development and social cohesion, and economic growth, development and job creation
were not well defined in that clear, unambiguous data definitions were not available to
allow for data to be collected consistently. This was due to the fact that management
was aware of the requirements of the FMPPI but did not receive the necessary training
to enable application of the principles.
Reliability of information
Reported performance not valid
34. The National Treasury’s FMPPI requires that processes and systems which produce the
indicator should be verifiable. A total of 60% of the actual reported performance relevant
to the selected objectives on access to basic services and infrastructure development,
community development and social cohesion, and economic growth, development and
job creation were not valid or differed materially when compared to the source
information and/or evidence provided. This was due to a lack of standard operating
procedures for the recording of actual achievements and proper monitoring of
performance.
Reported performance not accurate
35. The FMPPI requires that the indicator be accurate enough for its intended use and
respond to changes in the level of performance. A total of 60% of the actual reported
performance relevant to the selected objectives on access to basic services and
infrastructure development, community development and social cohesion, and economic
growth, development and job creation were not accurate when compared to source
information. This was due to a lack of standard operating procedures for the recording of
actual achievements and proper monitoring of performance.
Compliance with laws and regulations
36. I performed procedures to obtain evidence that the entity has complied with applicable
laws and regulations regarding financial matters, financial management and other related
matters. My findings on material non-compliance with specific matters in key applicable
laws and regulations as set out in the General Notice issued in terms of the PAA are as
follows:
Strategic planning and performance management

43
37. The parent municipality with sole control of a municipal entity did not ensure that annual
performance objectives and indicators for the municipal entity are established by
agreement with the municipal entity as required by section 93B(a) of the MSA.
38. The municipality did not:
· set appropriate key performance indicators as a yardstick for measuring
performance, including outcomes and impact, with regard to the municipality’s
development priorities and objectives set out in its integrated development plan,
· set measurable performance targets with regard to each development
priority/objective and monitor performance, with regard to each of those
development priorities and objectives and against the key performance indicators
and targets set
· measure and review performance at least once per year, with regard to each of
those development priorities and objectives and against the key performance
indicators and targets set
· take steps to improve performance with regard to those development priorities
and objectives where performance targets are not met as required by section 41
of the MSA.
Annual financial statements, performance and annual report
39. The financial statements submitted for auditing were not prepared in all material respects
in accordance with the requirements of section 122 of the MFMA.
40. Material misstatements of non-current assets, current assets, liabilities, revenue,
expenditure, and disclosure items identified by the auditors in the submitted financial
statements were subsequently corrected and the supporting records were provided
subsequently, but the uncorrected material misstatements and supporting records that
could not be provided resulted in the financial statements receiving a disclaimer audit
opinion.
41. The accounting officer did not submit the financial statements for auditing within two
months after the end of the financial year, as required by section 126(1)(a) of the MFMA.
42. The annual performance report for the year under review does not include a comparison
of the performance with set targets and a comparison with the previous financial year
measures taken to improve performance, as required by section 46 (1)(a), (b)and (c) of
the MSA.
Procurement and contract management
43. Sufficient appropriate audit evidence could not be obtained that goods and services with
a transaction value of below R200 000 were procured by means of obtaining the required
price quotations, as required by Supply Chain Management (SCM) regulation 17(a) and
(c)

44
44. Invitations for competitive bidding were not always advertised for a required minimum
period of 14 days, as required by SCM regulation 22(1) and 22(2).
45. Sufficient appropriate audit evidence could not be obtained that bids were evaluated by
bid evaluation committees which were composed of officials from the departments
requiring the goods or services and at least one SCM practitioner of the municipality as
required by SCM regulation 28(2).
46. Sufficient appropriate audit evidence could not be obtained that contracts and quotations
were awarded to bidders based on points given for criteria that were stipulated in the
original invitation for bidding and quotations, as required by SCM regulations 21(b) and
28(1)(a) and Preferential Procurement Regulations.
47. Construction projects were not always registered with the Construction Industry
Development Board (CIDB), as required by section 22 of the CIDB Act and CIDB
regulation 18.
48. Contracts were awarded to bidders who did not submit a declaration on whether they are
employed by the state or connected to any person employed by the state, as required by
SCM regulation 13(c).
49. Awards were made to providers who are persons in service of other state institutions, in
contravention of SCM regulation 44. Similar awards were identified in the prior year and
no effective steps were taken to prevent or combat the abuse of the SCM process in
accordance with SCM regulation 38(1).
Expenditure management
50. Sufficient appropriate audit evidence could not be obtained that money owing by the
municipality had always been paid within 30 days of receiving an invoice or statement,
as required by section 65(2)(e) of the MFMA.
51. The accounting officer did not take effective steps to prevent unauthorised expenditure,
irregular expenditure and fruitless and wasteful expenditure, as required by section 62(1)
(d) of the MFMA.
52. An adequate management, accounting and information system was not in place which
recognised expenditure when it was incurred, accounted for creditors and accounted for
payments made, as required by section 65(2)(b) of the MFMA.
Asset management
53. An adequate management, accounting and information system which accounts for
assets was not in place, as required by section 63(2)(a) of the MFMA.

45
54. An effective system of internal control for assets was not in place, as required by section
63(2) (c) of the MFMA.
Liability management
55. An effective system of internal control for liabilities (including a liability register) was not
in place, as required by section 63(2) (c) of the MFMA.
INTERNAL CONTROL
56. I considered internal control relevant to my audit of the financial statements, annual
performance report and compliance with laws and regulations. The matters reported
below under the fundamentals of internal control are limited to the significant deficiencies
that resulted in findings on the annual performance report and the findings on
compliance with laws and regulations included in this report.
Leadership
· The accounting officer did not exercise oversight responsibility over compliance with
laws and regulations and reporting on predetermined objectives and the enforcement
of supply chain management regulations.
· The accounting officer did not establish an IT governance framework that supports
and enables service delivery.
· Management did not implement effective HR management to ensure that adequate
and sufficiently skilled resources are in place and that performance is monitored.
Financial and performance management
· The accounting officer did not implement proper record keeping in a timely manner to
ensure that complete, relevant and accurate information is accessible and available
to support financial and performance reporting.
· The accounting officer did not implement adequate controls over daily and monthly
processing and reconciling of transactions.
· The accounting officer did not prepare regular, accurate and complete financial
reports that are supported and evidenced by reliable information.
· Management did not design and implement formal controls over IT systems to
ensure the reliability of the systems and the availability, accuracy and protection of
information.
· Standard operating procedures for performance information are not comprehensively
documented.
Governance

46
· Management ineffectiveness in implementing recommendations from internal and
external audit did not enable the audit committee to promote accountability and
service delivery through evaluating and monitoring responses to risks and providing
oversight over the effectiveness of the internal control environment, including
financial and performance reporting and compliance with laws and regulations.
OTHER REPORTS
Investigations
57. An investigation is being conducted to probe possible supply chain management
irregularities. The investigation aims to establish whether the supply chain management
process has been implemented in terms of the prescribed supply chain management
process. The investigation was still on-going at the reporting date.

AUDIT ACTION PLAN FOR 2011/2012 AUDIT REPORT BY SEKHUKHUNE DISTRICT MUNICIPALITY
Finances
Par Findings as per Audit Report Action Required Challenges Responsible
Person
Target Date
Progress
4 Included in commitments of
R416 755 179 as disclosed in
note 33 to the financial
statements is R24 110 654 for
which no supporting
documentation could be
provided.
· Review the commitment
listing against allocated
budget vs budget expended
to date.
· Ensure that supporting
documentation for budget
expended to date exists.
· Search for documents that
were not submitted during the
audit
Chief Financial
Officer
30 June 2013

48
Par Findings as per Audit Report Action Required Challenges Responsible
Person
Target Date
Progress
5 Included in general expenditure
of R167 012 250 as disclosed in
note 22 to the financial
statements, are payments
amounting to R5 349 013
accounted for in the current
financial year that related to the
2010-11 financial year.
Consequently
general
expenditure is overstated by R5
349 013 and surplus for the
period is understated by the
same amount.
6 I was unable to obtain sufficient
appropriate audit evidence for
the restatement in the
corresponding figure of general
expenditure. As described in
note 22 to the financial
statements, the restatement of
R22 252 342 was made in order
to rectify a prior year
misstatement.
7 Included in property, plant and
equipment of R3 418 051 670
as disclosed in note 3 to the
· Check the whole population
for similar transactions
· Correct the error as required
by GRAP 3/ restate the
financial statements
· Part of accumulated surplus
reconciliation
· Review the adjusting journals
passed
· Confirm the authenticity of the
journal
· Compile supporting
documents for the journal
Appointment of the service provider
to address the following:
Chief Financial
Officer
Chief Financial
Officer
Chief Financial
Officer
30 June 2013
30 June 2013
30 June 2013

49
Par Findings as per Audit Report Action Required Challenges Responsible
Person
Target Date
Progress
financial statements, is an
amount of R3 007 852 236
relating to opening balances for
which no supporting
documentation could be
provided
· Ensure that developed
methodology on recognition,
fair valuing and write down is
discussed with AG(SA)
· Write down assets recognized
as at 30 June 2009
· Recognition and fair valuing
of all infrastructure assets
acquired prior 30 June 2009
8 The municipality could not
provide sufficient appropriate
audit evidence to support work
in progress of R9 878 412
(2011: R1 458 871
· Locate outstanding
documents for 2010/11 and
2011/12.
· Contact service providers for
provision of outstanding
documentation
· Alternative procedure to be
followed for valuation where
supporting documents cannot
be located
Chief Financial
Officer
30 June 2013
9 The municipality did not
unbundle the infrastructure
assets stated at R15 257 307 in
accordance with SA Standards
· Unbudle Ratau and Tjebeng
projects and projects
completed within the current
financial year (2012/2013)
Chief Financial
Officer
30 June 2013

50
Par Findings as per Audit Report Action Required Challenges Responsible
Person
Target Date
Progress
of GRAP 17, Property, plant and
equipment.
· Reconcile unbundled report
for Ratau and Tjebeng with
FAR.
10 The municipality did not review
the residual values and useful
lives of property, plant and
equipment at each reporting
date in accordance with SA
Standards of GRAP 17,
Property, plant and equipment.
· Review and assess estimated
useful and economic lives of
property plant and equipment
· Determine the residual
values of property, plant and
equipment
· Update the accounting policy
of the municipality
Chief Financial
Officer
30 June 2013
11 Roads and storm water assets
of R836 580 893, as disclosed
in note 3 to the financial
statements, does not agree to
the balance of R1 300 190 473
per the fixed asset register. The
municipality did not reconcile the
difference of R463 609 580
between the financial
statements and the underlying
records. Consequently,
depreciation is understated and
· Determine roads and land
reserves owned by district
through inspection of RAL
asset register
· Conduct deeds search at
Deeds office for registered
title deeds and servitudes
owned by municipality
Chief Financial
Officer
30 June 2013

51
Par Findings as per Audit Report Action Required Challenges Responsible
Person
Target Date
Progress
the surplus for the year is
overstated by R463 609 580
12 The municipality did not
calculate or consider impairment
losses on its infrastructure
assets.
· Draft impairment guideline to
determine impairment
indicators
· Assess all assets for
impairment
· Disclose it properly on the
Annual Financial Statement
Chief Financial
Officer
30 June 2013
13 Depreciation stated at
R62 269 407, as disclosed in
note 28 to the financial
statements, does not agree to
the balance of R68 792 882 per
the fixed asset register. The
municipality did not reconcile the
difference of R6 523 475
between the financial
statements and the underlying
records.
14 The municipality could not
provide sufficient appropriate
audit evidence to substantiate
trade payables amounting to
· Recalculation of depreciation
on movable and immovable
assets
· Restate the error in terms of
GRAP 3
· Confirm the configuration of
creditors sub ledger on the
system
· Reconcile the sub-ledger and
Chief Financial
Officer
Chief Financial
Officer
30 June 2013
30 June 2013

52
Par Findings as per Audit Report Action Required Challenges Responsible
Person
Target Date
Progress
R81 876 358 and as disclosed
in note 17 to the financial
statement. There was no system
of control to reconcile the
supplier statements with the
payments made.
the general ledger
· Request statements of all
creditors balance reported at
year end
· Reconcile suppliers statement
with creditors sub ledger
15 No system was in place for the
identification and recognition of
irregular expenditure and there
were no satisfactory alternative
audit procedures that I could
perform to obtain reasonable
assurance that all irregular
expenditure was properly
recorded. Payments amounting
to R82 743 432 were made in
contravention of the supply
chain management regulations.
The amount was not included in
irregular expenditure, disclosed
in note 40 to the financial
statements. Furthermore, the
municipality could not provide
sufficient appropriate audit
evidence to prove that the
· Audit on all SCM documents
for 2010/11 and 2011/12 by
internal audit
· Confirm with CIPRO that
potential service providers are
not employees in service of
the state
Chief Financial
Officer
30 June 2013

53
Par Findings as per Audit Report Action Required Challenges Responsible
Person
Target Date
Progress
allocation of contracts
amounting to R26 220 687 were
awarded in accordance with
supply chain management
regulations
16 The municipality entered into an
agency agreement with its local
municipalities for the provision
of water services. As the
principal, the municipality has
not accounted for VAT on the
water transactions in
contravention with the VAT act.
The municipality did not account
for input tax on the agency fees
for the services rendered in
contravention with VAT act.
17 No supporting documentation
could be provided for VAT
accruals of R15 126 700.
· Budget information as required
by SA Standards of GRAP 1 has
been disclosed in Appendix E1
to the financial statements, no
· Engage SARS on the issue of
VAT on water and sanitation
transactions(Principal/Agency
)
· Disclose the VAT on water
and sanitation in the books of
the district
· Review the VAT
reconciliations and ensure
supporting documents are
attached to the reconciliation
· Disclose budget information
as required by GRAP
· Explanation of material
variances
Chief Financial
Officer
Chief Financial
Officer
Chief Financial
Officer
30 June 2013
30 June 2013
15 June 2013

54
Par Findings as per Audit Report Action Required Challenges Responsible
Person
Target Date
Progress
reference has been made of this
in a note to the financial
statements as required by SA
Standards of GRAP.
Councillors remuneration has
not been disclosed in terms of
section 124(1)(a) and (b) of the
MFMA.
Financial risk management as
required by IAS 32, Financial
instruments: Disclosure and
presentation was not disclosed
in the annual financial
statements.
· Explanation of budget
adjustments vs approved
budget
· Disclose Councilor’s
remuneration as required by
MFMA
· Amend salary disclosure for
opening and current year
balances
· Disclose financial risk
management in the annual
financial statements
· Distribution loss will be
calculated based on billable
areas
· Inspect bulk supply and
separate billable and unbilled
areas
· Compare consumption for
billable areas against bulk
supply
· Consumption for Unbillable
Section 125 (2)(d)(i) of the
MFMA requires that the notes to
the annual financial statements
of a municipality must disclose
the particulars of any material
losses. Contrary to these
requirements, the municipality
did not disclose the water
distribution losses as required
by the MFMA.
Chief Financial
Officer
30 June 2013

55
Par Findings as per Audit Report Action Required Challenges Responsible
Person
Target Date
Progress
areas will be disclosed as free
basic water
· Calculate closing stock(
billable and unbilled areas) for
water
· Update Stock count guideline
for water
· Calculate and disclose
distribution losses
· Collect data on villages per
reservoir
PERFORMANCE INFORMATION
Par
Findings as per
Audit Report
Action Required Challenges Responsible
Person
Target Date
Progress
31 Measures taken
to improve
performance not
disclosed
32 Reported
objectives,
indicators
targets
and
not
Measures to
improve
performance will
be included in the
Monthly reporting
Gap analysis
report to be
undertaken
monthly to check
Amos Matjiya 5 June 2013
Amos Matjiya 30 June 2013

56
consistent
planned
objectives,
indicators
targets
with
and
alignment
33 Performance
indicators are
not well defined
34 Reported
performance not
valid
35 Reported
performance not
accurate
37 & 38 Strategic
planning and
performance
management
42 Annual financial
statements,
Indicators have
been well defined
in 2012/2013 and
hence forth to
ensure alignment
with FMPPI
Quarterly
reporting on
evidence
provided against
planned targets
Quarterly
monitoring to
ensure accuracy
Inclusion of the
municipal entity in
the municipal
performance
reporting
processes
The matter to be
addressed in
Amos Matjiya 30 June 2013
Amos Matjiya 30 June 2013
Amos Matjiya 30 June 2013
Amos Matjiya 30 June 2013
Amos Matjiya 30 August 2013

57
performance
and annual
report
56 Internal control
(performance
information)
2011/12 versus
2012/2013 and
hence forth
Standard
operating
procedures for
performance
information to be
developed
Amos Matjiya 15 September
2013

1.4. PLANNING PROCESS
The review process has addressed recommendations from different stakeholders and
role players together with comments from the MEC’ assessment of the district. It also
takes into cognizance the assessment of the District’s performance against the
organizational objectives, the recommendations during public participation, IDP
engagement processes and also any new information or any change in circumstances
that might have arisen subsequent to the adoption of 2012/13 IDP.
The development process is undertaken through the implementation of the District
Process Plan which all local municipalities must prepare as per legislation. The process
Plans must comply with the District IDP Framework to ensure proper implementation,
alignment and coordination between the district and local municipalities as outlined in
Section 27 of the Municipal System Act (MSA). Proper alignment between the District
and its local municipalities was done when IDP Framework at the District level and
subsequently process plans for all Local Municipalities were compiled and adopted
between June 2012 and August 2012 respectively. The process and schedule followed
during the development process as stipulated in the District IDP Framework is depicted
in the figure below.

59
Figure 3 – Key activities and time frames for IDP Process
Adoption phase of Process
Plan/Framework
Identification of community
needs
Identification of community
needs
Quarterly review of 2011/12 of
IDP/Budget and policies
Consolidation/Presentation of
community needs
Mid-year
performance
review/IDP/review/tabling of
adjustment budget
Determination of strategic
objectives for service delivery
and development consolidation
of projects
Presentation of the 1 st
Draft
IDP/Budget
Submission of the Draft
IDP/Budget to Management,
Executive Mayor, Portfolio
Committees Mayoral Committee
and Council
Community participation and
stakeholders’ consultation on
the Draft IDP/Budget. Public
comments and comments from
other organs of state are taken
into cognizance and where
need be, amendments are
effected to the IDP.
Tabling of IDP/Budget to
Council for final approval
Executive Mayor signs SDBIP
and performance contracts of
Municipal Manager and Senior
Managers
Budget Process
July August September October November December January February March April May June

60
Sekhukhune District Municipality has adopted a new institutional arrangement in 2010, which
is comprised of the Council, Executive Mayor, Members of Mayoral Committee, Portfolio
Committees, Municipal Manager, Directors, IDP Managers, IDP Cluster meetings,
IDP/Budget Steering Committee, Communities and Private Sector. The composition of this
structure is outlined below:
Table 1: Composition of the structure, Roles and Responsibilities
Structure
Roles and Responsibilities
Council - Political decision making body.
- Consider, adopt and approve the developed
IDP/budget.
- Ensured alignment of the IDP/budget report with
the District framework.
- Ensured that all relevant stakeholders are
involved.
- Responsible for the overall management,
coordination and monitoring of the IDP/budget
process.
Executive Mayor - Provides political guidance over the budget
process and the priorities that must guide the
preparation of a budget.
- Manages the drafting of the municipality’s
IDP/budget.
- Tables the IDP/ budget to Council.
Members of Mayoral Committee - Recommend the approval of the IDP/budget to
Council.
Municipal Manager - Manages and coordinates the IDP/budget
process.
- Ensures that all departments fit in the
organizational vision.
IDP Managers - Offer strategic guidance and management to the
IDP/budget process.
- Ensures that implementation takes place within
the available resources
- Ensures that all relevant stakeholders are
appropriately involved.
IDP Cluster Meetings - Coordinate planning across the District
- Share common understanding on development
issues
- Facilitate horizontal alignment between and
among municipalities
- Provide support to one another when necessary
IDP/Budget Steering Committee - Manage the IDP/Budget process, including the
process plan
- Determine project prioritization model

61
- Determine projects to be funded
- Determine the public participation models
- Monitor the implementation of projects outlined in
the IDP
- Present the draft IDP/Budget to the Rep Forum
- Present the draft IDP/Budget to Mayoral
Committee and to Council for approval
Various Communities - Identify and priorities the needs.
- Discuss and comment on the draft IDP/budget
document.
Private Sector - Inclusion of their projects in the IDP/budget of the
municipality.
- Provide information on the opportunities that the
communities may have in the private sector.
Stakeholder Engagements and Community Participation
Community participation is an integral part and the heart of integrated development planning
process hence the district and all local municipalities also embark on a programme known as
the Community Outreach Programme.
Community participation is a legislated requirement for development and review of a
municipal IDP. Section 16 of the Municipal Systems Act, No. 32 of 2000, requires
municipalities to develop a culture of municipal governance that complements formal
representative government with system of participatory government, and must for this
purpose encourage and create conditions for local community to participate in preparation,
implementation and review of its Integrated Development Plan. It also requires municipalities
to encourage and create conditions for the local community to participate in the affairs of the
municipality.
The organizational structures as outlined above will form part of the methods of community
participation in the IDP processes. In addition to these, community consultative meetings will
also be held across the area of the District Municipality.
Public consultations are held according to the possible scenarios presented below, with
possibility of having them in each half of the financial year – during analysis and after the
draft IDP. In the normal circumstances, the IDP consultative meetings will be held on two
occasions:
ü First round documenting priority needs of communities and the
ü Second round focusing on presenting the Draft IDP/Budget to communities.
A schedule outlining the dates, time and venues of community consultative meetings would
be developed and advertised in the in the regional and local newspapers before
commencement of the meetings.

62
Print media, SDM’s newsletters and electronic media are used to inform the community of
the processes of the IDP. Dates of the meeting schedules of the IDP processes and other
IDP related structures including the Community Outreach Programmes are obtainable from
the District on request.
1.5. ALIGNMENT WITH NATIONAL DEVELOPMENT PLAN
The National Development Plan has strategies outlined according to following areas, which
should be considered by municipalities for alignment.
WATER AND SANITATION MANAGEMENT STRATEGIES PROPOSED:
· Establish a national water-resources infrastructure agency
The Department of Water Affairs has identified the actions necessary to reconcile the water
demands of major urban and industrial centres with potential supplies up to 5 2030. These
plans need to be translated into well timed investment programmes to avoid supply
constraints. Large investments in regional systems could be undertaken by a national waterresources
infrastructure agency, perhaps modelled on the South African National Roads
Agency Limited.
This agency would build on the foundation provided by the Trans-Caledon Tunnel Authority,
which is already supporting implementation of several large projects, and help to resolve the
organisational challenges faced by the department's Water Trading Entity. However, the
national government, through the Department of Water Affairs, should continue to lead the
planning process, reviewing these programmes every five years to ensure coordination with
other long-term economic and infrastructure plans.
· Reduce demand
Reducing growth in water demand is just as important as increasing its supply. Current
planning assumes it will be possible to achieve an average reduction in water demand of 15
percent below baseline levels in urban areas by 2030. Detailed targets have been set for
different areas. Achieving demand reductions on this scale will require programmes to
reduce water leakage in distribution networks and improve efficient domestic and
commercial water use.
The Commission proposes running a national programme to support local and sectoral
initiatives to reduce water demand and improve water-use efficiency. Demand-management
projects with merit should be given priority and regarded as being on par with water-supply
expansion projects in terms of importance.
· Manage agricultural use better
Agriculture uses the largest volume of water (even though agricultural water supplies are
less reliable than those supplied to urban and industrial users). The farming sector will have
to increase its water efficiency to improve production and allow for water to be transferred to

63
new users in water scarce areas, to compensate for the expansion of irrigated agriculture,
which has high job-creation potential. The Commission proposes a dedicated national
programme to provide support to local and sectoral efforts to reduce water demand and
improve water-use efficiency. Water-saving and demand-management projects should be
considered as part of the overall range of water supply investment programmes. These can
be compared with supply expansion projects, and should be prioritised accordingly, based
on their merits
· Investigate water reuse and desalination
There is already extensive indirect reuse of water in inland areas, where municipal and
industrial waste water is reintroduced into rivers after treatment. However, there is
considerable scope for further water reuse. Many municipalities lack the technical capacity to
build and manage their wastewater treatment systems. As a result, a regional approach to
wastewater management may be required in certain areas. Water infrastructure investment
should include projects to treat and reuse water, selected on their merits. Research into
water reuse and desalination and the skills to operate such technology should be developed,
perhaps under the auspices of a national water-resource infrastructure agency (discussed
below) or the Water Research Commission.
AGRICULTURE AND AGRO-PROCESSING STRATEGY PROPOSALS:
• Substantial investment in irrigation infrastructure, including water storage, distribution
and reticulation throughout the country where the natural resource base allows, as
well as in water-saving technology. A 50 percent increase in land under irrigation
would cost R40 billion in off-farm infrastructure over a 10-year period.
• Greater investment in providing innovative market linkages for small-scale farmers in
communal and land-reform areas.
• As part of comprehensive support packages for farmers, preferential procurement
mechanisms to ensure that new agricultural entrants can also access these markets.
• Tenure security. Farmers will only invest in these areas if they believe that their
income streams from agriculture are secure. Tenure security will secure incomes for
existing farmers at all scales, for new entrants into agriculture, and for the investment
required to grow incomes.
• Technology development. Growth in agricultural production has always been fuelled
by technology, and the returns to investment in agricultural research and
development are high.
• Policy measures to increase intake of fruits and vegetables, and reduce intake of
saturated fats, sugar and salt, as recommended in the South African food dietary
guidelines, to accompany strategies to increase vegetable and fruit production.

64
• Exploration of innovative measures, such as procurement from small-scale farmers
to create local buffer stocks and community-owned emergency services.
MINERALS CLUSTER STRATEGY PROPOSALS:
· Address the major constraints impeding accelerated growth and development of the
mining sector in South Africa. The main interventions include: ensuring certainty in
respect of property rights; passing amendments to the Minerals and Petroleum
Resource Development Act (2002) to ensure a predictable, competitive and stable
mining regulatory framework; secure reliable electricity supply and/or enable firms to
supply their own plant with an estimated potential of 2 500MW by 2015; and secure,
reliable rail services, potentially enabling private participation.
· Develop, deepen and enhance linkages with other sections of the economy. This
includes: linkages with both manufacturers of inputs (capital goods and
consumables) and suppliers of mining-related services; and downstream producers,
especially for platinum-group metals and chrome ore. In this regard, an export tax
could be considered.
· Provide focused research and development support to enable improved extraction
methods that lengthen mine life; better energy efficiency and less water intensity; and
alternative uses of South Africa's extracted minerals, especially platinum-group
metals, titanium and others that have potential for application in new energy systems
and machinery.
· Identify opportunities to increase regional involvement and benefit in the whole
minerals cluster. This could include encouraging the establishment and development
of alternative providers of partially processed intermediate inputs in other countries in
the region.
· Ensure active engagement on, and resolution to, issues raised through the Mining
Industry Growth and Development Task Team process.
· Improve alignment of mining charter requirements to ensure effectiveness in local
communities.
Construction/Infrastructure
Address government's ability to spend its infrastructure budget, particularly with
regard to project-management capacity, long-term planning, and monitoring and
evaluation of both expenditure patterns and construction work.
Support the civil construction and the supplier industries in their export efforts – with
the establishment of a Financial Centre for Africa, and more support in commercial
diplomatic relations.
Intensify support to supplier industries such as building supplies, steel, glass and
cement.
Create conditions for a less cyclically volatile industry by emphasising numerous,
smaller scale, regionally dispersed projects to address backlogs, which are more
accessible to smaller firms and new entrants.

65
Expand public funding for alternative types of low-income housing that would
generate more demand directly and in supplier industries.
Promote a simultaneous focus on more energy-efficient buildings and building
techniques to reduce demands on electricity supply in the longer term. Home
insulation and the installation of solar water heaters are labour-intensive activities
that have strong backward linkages to supplier industries.
Tourism and Culture
· Emphasis will be placed on increasing the total number of tourists entering the
country, and the average amount of money spent by each tourist.
· Ease of doing business, as well as availability of appropriate levels of tourism
infrastructure (particularly transport, tourism offerings/ products and accommodation),
will play an important role in attracting different types of tourists.
· Foreign business tourists arriving by air generate the most significant multipliers.
South Africa will be positioned as the business and shopping centre for the region.
· South Africa can do more to develop the region as an international tourist destination
by emphasising the broader biodiversity, cultural diversity, scenic beauty and range
of tourism products, and making it easier for tourists to travel between countries in
the region. A Schengen-type visa for the region will be considered.
Overarching Principles for Spatial Development
“All spatial development should conform to the following normative principles and should
explicitly indicate how they would meet the requirements of these principles (National
Planning Commission; The Presidency, RSA, 2012: 277):
- Spatial justice. The historic policy of confining particular groups to limited space, as
in ghettoization and segregation, and the unfair allocation of public resources
between areas, must be reversed to ensure that the needs of the poor are addressed
first rather than last.
- Spatial sustainability. Sustainable patterns of consumption and production should
be supported, and ways of living promoted that do not damage the natural
environment.
- Spatial resilience. Vulnerability to environmental degradation, resource scarcity and
climatic shocks must be reduced. Ecological systems should be protected and
replenished.
- Spatial quality. The aesthetic and functional features of housing and the built
environment need to be improved to create liveable, vibrant and valued places that
allow for access and inclusion of people with disabilities.

66
- Spatial efficiency. Productive activity and jobs should be supported, and burdens on
business minimised. Efficient commuting patterns and circulation of goods and
services should be encouraged, with regulatory procedures that do not impose
unnecessary costs on development.
1.6. ALIGNMENT WITH NATIONAL INFRASTRUCTURE PLAN
Purpose of National Infrastructure Plan
The South African Government adopted a National Infrastructure Plan in 2012 whose
purpose is to transform economic landscape while simultaneously creating significant
numbers of new jobs, and to strengthen the delivery of basic services. The plan also
supports the integration of African economies.
The National Infrastructure Plan contains 18 strategic Infrastructure Plans, out of which
those with relevance to local government are summarised below:
SIP 18: Water and sanitation infrastructure
· A 10-year plan to address the estimated backlog of adequate water to supply 1.4 m
households and 2.1 m households to basic sanitation. The project will involve
provision of sustainable supply of water to meet social needs and support economic
growth.
· Projects will provide for new infrastructure, rehabilitation and upgrading of existing
infrastructure, as well as improve management of water infrastructure.
SIP 11: Agri-logistics and rural infrastructure
Improve investment in agricultural and rural infrastructure that supports expansion of
production and employment, small-scale farming and rural development, including:
· facilities for storage (silos, fresh-produce facilities, packing houses)
· transport links to main networks (rural roads, branch train-line, ports)
· fencing of farms
· irrigation schemes to poor areas
· improved R&D on rural issues (including expansion of agricultural colleges)
· processing facilities (abattoirs, dairy infrastructure)
· aquaculture incubation schemes
· rural tourism infrastructure.

67
SIP 6: Integrated municipal infrastructure project
· Develop national capacity to assist the 23 least resourced districts (19 million people)
to address all the maintenance backlogs and upgrades required in water, electricity
and sanitation bulk infrastructure.
· The road maintenance programme will enhance service delivery capacity thereby
impacting positively on the population.
SIP 10: Electricity transmission and distribution for all
· Expand the transmission and distribution network to address historical imbalances,
provide access to electricity for all and support economic development.
· Align the 10-year transmission plan, the services backlog, the national broadband
roll-out and the freight rail line development to leverage off regulatory approvals,
supply chain and project development capacity.
SIP 1: Unlocking the northern mineral belt with Waterberg as the catalyst
· Unlock mineral resources.
· Rail, water pipelines, energy generation and transmission infrastructure.
· Thousands of direct jobs across the areas unlocked.
· Urban development in Waterberg - first major post-apartheid new urban centre will be
a “green” development project.
· Rail capacity to Mpumalanga and Richards Bay.
· Shift from road to rail in Mpumalanga.
· Logistics corridor to connect Mpumalanga and Gauteng.
Primary Mineral Reserves
Coal
Chromite
Platinum
Palladium
18 bn tons
5,5 tons
6 323 tons
3 611 tons

68
1.7. GEOGRAPHIC LOCATION OF THE DISTRICT
Sekhukhune is an area with a long and proud history. It is also a place of majestic beauty
with legal mountains, lush valleys and meandering rivers. Under its soil, lie vast deposits of
precious metals – so vast that they today contain the largest reserves of platinum group
metals in the world. Above its soil, sprout more than 2200 indigenous species of vascular
plants, making it an area of exceptionally high biodiversity that is globally recognized. It is a
land blessed by natural beauty, unusual resource endowments and a compelling history
dating back to the 16 th century.
The people of Sekhukhune still remember the heritage bequeathed to them by their
forefathers – by the legendary Chief Sekhukhune 1 st who is still commemorated by South
African leaders today, by the compassionate Pretoria Bishop, Michael Furse, who
championed the cause of mineworkers in the early 1900s, by the hundreds of migrant
workers who belonged to the celebrated Fetakgomo movement in the 1950s and by more
recent heroes like Elias Motsoaledi. It is a legacy of resilience against all odds, and a
commitment to uplifting the lives of the ordinary people of the region.
Modern-day Sekhukhune is found in Limpopo province, the Northern-most part of South
Africa. The district which lies in the South-Eastern part of the province covers an area of
approximately 13 264 square kilometers, most of which is rural with almost 740 villages
(according to ward committees), which are generally sparsely populated and dispersed
throughout the District. It is estimated that only 5% of the Sekhukhune population live in
urban areas.
Figure 4 - Geographic Location Map

69
Figure 5: Land size per Local Municipality in %

70
The main urban centres are Groblersdal, Marble Hall, Burgersfort, Jane Furse, Ohrigstad,
Steelpoort and Driekop. The area’s towns and villages are serviced by its major rivers – the
Olifants.
HISTORY BEHIND THE NAMES
Elias Motsoaledi: A legendary hero who was born in Nebo and was later sentenced to life imprisonment
as part of the Rivonia treason trial. He spent 26 years in Robben Island until his release in 1989.
Fetakgomo: The Sebatakgomo organization was first founded by migrant workers in the 1950s. It later
resurfaced as Fetakgomo, a Pedi idiom which appeals for unity.
Makhuduthamaga: Literally meaning “the executive”, this was a term used to denote members of the
Fetakgomo movement in the 1950s.
Ephraim Mogale: A Cadre who was born in Bingley, near Settlers on the 6 th February 1955. He was later
sentenced to eight (8) years in Roben Island, of which he served five (5). He was released in 1985.
Tubatse: Named after the famous Tubatse (Steelpoort) River. The capital of the early Pedi Empire,
Manganeng, was found on the banks of this river in the early 1800s.
The area is governed by the Sekhukhune District Municipality (SDM), a Category C
municipality established in December 2000. Until early 2006, the District was a cross-border
municipality, straddling the Limpopo and Mpumalanga provinces. In 2005, following a
Constitutional amendment prohibiting cross-border municipalities, the District was wholly
incorporated into Limpopo Province.

71
The District is made up of 5 local municipalities (LMs) – Elias Motsoaledi Local Municipality
(formerly the Groblersdal Local Municipality), Fetakgomo Local Municipality, Ephraim
Mogale Local Municipality, Greater Tubatse Local Municipality and Makhuduthamaga Local
Municipality. Ephraim Mogale Municipality is predictably found within the Marble Hall area,
whilst the others are centred on major conurbations like Groblersdal (Elias Motsoaledi), Apel
(Fetakgomo), Burgersfort (Tubatse) and Jane Furse (Makhuduthamaga).
Figure 6- Map of Sekhukhune District Municipal area
The district consists of 121 wards which are broken down per local municipality as follows:
Table 2: Number of wards per Local Municipality
Local Municipality Number of Wards Number of Villages
Elias Motsoaledi 30 151
Fetakgomo 13 98
Ephraim Mogale 16 69
Greater Tubatse 31 233
Makhuduthamaga 31 189
TOTAL 121 740

Figure 7 – SDM Wards
72

73
CHAPTER 2:
GOVERNANCE
AND
INSTITUTIONAL
FRAMEWORK

74
INTRODUCTION
In December 2009, the Sekhukhune District Municipality approved its new governance and
institutional model. The governance model comprises of the Legislature and the Executive.
The Legislature is made up of the Speaker of Council, the Council’s Chief Whip and Section
79 Portfolio Committees, Standing Committees, Section 80 Committees and the Executive.
The Executive consists of the Executive Mayor and Section 79 Portfolio, Section 80
Committees and the Executive Mayor and Members of the Mayoral Committee (MMCs), as
well as the administration, led by the Municipal Manager.
The District’s governance model is underpinned by the following key principles:
• Delineation of powers to separate legislative and oversight roles and executive roles
and responsibilities;
• Governance and institutional arrangements should deepen democracy, facilitate
citizen empowerment and enhance stakeholder participation and involvement;
• Decision-making powers and accountability should be strengthened, clearly defined,
allocated and decentralized, where appropriate
• Expeditious and efficient decision-making should ensure the facilitation of effective
governance; and
• Institutional structures of the District to be considered as part of a single group,
based on a politically-led strategic and policy perspectives.
The separation of legislative and executive roles delegates executive functions to the
Executive Mayor and defines the roles of the legislature as that of oversight of the Executive.
This function is performed by Council (in plenary), the Municipal Public Accounts Committee
and the Section 79 Portfolio Committees, under the chairpersonship of non-executive
councilors. These committees monitor and scrutinise the delivery and outputs of the
Executive and may request the MMCs or Heads of Department (HoDs) to account for
service delivery and performance.
The Council, when meeting in plenary, provides an important platform for meaningful debate
on issues that affect and require the attention of the District. It has three essential but
interrelated roles and issues of legislation, oversight and to ensure community and
stakeholder participation.
2.1. LEGISLATURE
The Council’s legislative functions include the approval of the by-laws, policies, the
Integrated Development Plan (IDP), tariff for rates and service charges and the budget. The
Council’s role in this respect is to consider reports from the Executive Mayor on each of
these functions, to consider public discussions and comment, stimulates debate in multiparty
portfolio committees and to provide the public platform for District-wide interaction. On the
basis of the comments, the Council is in the position to approve or amend reports or to refer
the reports back to the Executive Mayor.

75
Council seeks to ensure community and stakeholder participation. The Council, led by the
Office of the Speaker, has to facilitate community and stakeholder consultation and
participation. Individual ward councillors, in conjunction with elected ward committees, play a
critical role in facilitating these participatory processes.
2.2. CHIEF WHIP
The Council’s Chief Whip plays a pivotal role in the overall system of governance to ensure
and sustain cohesiveness within the governing party and maintain relationships with other
political parties. The main functions of the Chief Whip are to:
• Ensure proper representation of political parties in the various committees;
• Maintain sound relations with the various political parties represented in the Council; and
• Attend to disputes between political parties and build consensus.
2.3. SECTION 80 PORTFOLIO COMMITTEES
These committees perform an oversight role by monitoring the delivery and outputs of the
Executive. They are entitled to request departments and MMCs to account for their
functions. In line with this responsibility, these committees may summon departments to
appear before the committee and present any required documentation and information. The
Portfolio Committees do not have any delegated decision-making powers.
The specific functions of Portfolio Committees include:
· Reviewing, monitoring and evaluating departmental policies;
· Reviewing plans and budgets;
· Considering quarterly and annual departmental reports;
· Examining the link between the policy (sector plans) and budget (business plans);
· Monitoring the implementation of plans;
· Exploring options to increase value for money, and
· Holding the political executive accountable for performance against policies and
District priorities.
Following are the five Portfolio Committees:
• Budget and Treasury (BTC): Councillor Sihlangu T.L (Chairperson)
• Community Services: Councillor Thamaga M.M (Chairperson)
• Corporate Services: Councillor Mafefe O.H (Chairperson)
• Infrastructure and Water Services: Councillor Ratau M.F (Chairperson)
• Planning and Economic Development: Councillor Maitula B.M (Chairperson)

76
2.4. SECTION 79 STANDING COMMITTEES
The Standing Committees are permanent committees, established to deal with Councilrelated
matters. They have some delegated decision-making powers and are required to
submit reports to Council. Councillors chair all Standing Committees, except the Audit
Committee, which is chaired by an independent person in line with the prescriptions of the
Municipal Finance Management Act (MFMA).
The following standing committees have been put in place:
• Municipal Public Accounts Committee: Cllr Lekola M.F (Chairperson)
• Petitions, Rules and Ethics Committee: Cllr Mathebe N.C (Chairperson)
• Chairpersons Committee:
• Programming Committee: Cllr Mathebe N.C (Chairperson)
• Audit Committee
2.5. THE EXECUTIVE
The Executive Mayor, assisted by the Mayoral Committee, heads the executive arm of the
District. The Executive Mayor is at the centre of the system of governance and the executive
powers are vested in him by the Council to manage the daily affairs of the District. This
means that he has the overarching strategic and political responsibility. The following are the
portfolios allocated to Members of Mayoral Committee:
• MMC: Planning and Economic Development: Matlala RM
• MMC: Corporate Service: Nchabeleng TL
• MMC: Infrastructure and Water Services: Mahlo SA
• MMC: Budget and Treasury: Seloane LM
• MMC: Community Services: Mokoka K.S.D.
• MMC: in Office of the Executive Mayor – Traditional Affairs: Kgoloko N.L
• MMC: in Office of the Executive Mayor - Gender Leadership: Mamahlako P.M
• MMC: Infrastructure and Water Services: Lokola M.F
2.6. THE LEADER OF EXECUTIVE BUSINESS
The Leader of Executive Business provides the interface between the executive and
legislative branches. The roles and responsibilities of the Leader of Executive Business are
to:
· Represent the executive branch in terms of Council matters and serve as the link
between the executive branch and the legislative branch;
· Ensure that executive business is effectively delegated to Council, via the
Programming Committee;

77
· Consult with the Speaker when the Speaker intends calling a special meeting of
Council, outside of the scheduled Council meetings;
· Consult with the Speaker for purposes of allocating time for the discussion of matters
of public importance on the Council agenda, and
· Determine which matters are referred to the Speaker and thereafter to Section 79
Committees and Council.
2.7. ADMINISTRATION
The Municipal Manager is also the accounting officer, as defined by the Municipal Structures
Act. The responsibilities of the Municipal Manager include managing the financial affairs and
service delivery in the municipality. He is assisted by the Management Team composed of
the following departments:
• Municipal Manager’s Office composed of the Chief Operations Officer with the
Internal Audit Unit, Risk Management Unit, Strategic Planning and Policy Coordination
Unit
• Corporate Services
• Budget and Treasury
• Planning and Economic Development
• Infrastructure and Water Services
• Community Services
2.8. MUNICIPAL OWNED ENTITY
The Sekhukhune District Municipality has established the Sekhukhune Development Agency
(SDA) as its own Municipal Owned Entity to drive high impact economic development
programmes. The entity is headed by the Chief Executive Officer with a Board of Directors in
place to provide management oversight.
2.9. HUMAN RESOURCES
The District is committed to an efficient human resources system and has reviewed a
number of policies to ensure the effective development of staff.

78
CHAPTER 3:
ANALYSIS PHASE

79
3.1 DEMOGRAPHICS IN SDM
SEKHUKHUNE DISTRICT VILLAGES
Figure 8: Number of villages in the district
32%
13%
9%
Fetakgomo
Ephraim M
20%
Elias M
26%
Makhuduthamaga
Greater Tubatse
SDM ward committees 2013-2014
There are 740 villages in Sekhukhune District Municipality. 32% (233) of the villages are
found in Greater Tubatse Local Municipality; 26% (189) in Makhuduthamaga Local
Municipality; 20% (151) in Elias Motsoaledi Local Municipality; 13% (98) in Fetakgomo Local
Municipality and finally 9 %( 69) are found in Ephraim Mogale Local Municipality. Greater
Tubatse Local Municipality has the highest number of villages and Ephraim Mogale being
the lowest.
There are 121 wards in the district as follows: Makhuduthamaga (31); Greater Tubatse (31);
Elias Motsoaledi (30); Ephraim Mogale (16) and Fetakgomo (13).
The only issue which remains a concern regarding villages is names of these villages. There
is a need to rationalise the naming and renaming of villages as they change every day. The
District Geographic Names Council must prioritise this matter.
SEKHUKHUNE DISTRICT HOUSEHOLDS
Table 3: Households in the district
MUNICIPALITIE
S
Population Number of households Average
household size
1996 2001 2011 1996 2001 2011 1996 2001 2011

80
Ephraim Mogale 97 597 115 682 123 648 19 666 24 189 32 284 5,0 4,8 3,8
Elias Motsoaledi 218 622 213 218 249 363 42 641 45 478 60 251 5,1 4,7 4,1
Makhuduthamaga 266 845 258 246 274 358 49 798 52 978 65 217 5,4 4,9 4,2
Fetakgomo 96 945 91 589 93 795 17 376 18 883 22 851 5,6 4,9 4,1
Greater Tubatse 227 127 264 258 335 676 42 427 53 756 83 199 5,4 4,9 4,0
Sekhukhune 907 137 942 993 1 076 840 171 908 195 285 263 802 5,3 4,8 4,1
Source: Census (2011)
Since 1996, the number of households in the district has been on an upward trend. In 2011,
there are 263 802 households in the district. The average household size is 4.1 in 2011 and
was 5,3 in 1996. This means that the extended family set up is beginning to change on a
daily basis with modern life styles. The provincial household average size is 3.8 which mean
Sekhukhune household average size is still relatively high by comparison.
Household size
The households’ size in the rural areas differs with the households’ sizes in the urban areas.
The households’ size in the rural areas is 4.76% while in the urban areas is 4.22%.
HOUSING TYPE MAIN DWELLING
In 2011, 234 095 households are living in formal dwellings. There is also 10 107 households
who still reside in traditional dwellings such as mud houses. Informal dwellings are also
found in the district which stand at 17 861 in 2011. There is a need to formalise the informal
dwellings (shacks) especially those found around main towns in the district.
Table 4: Main Dwellings
MUNICIPALITIES Formal dwellings Traditional dwellings Informal dwellings
1996 2001 2011 1996 2001 2011 1996 2001 2011
Ephraim Mogale 13 355 19 097 30 102 4 899 3 827 773 1 108 1 196 1 232
Elias Motsoaledi 30 803 36 137 54 503 8 705 6 902 2 274 1 995 2 356 3 141
Makhuduthamaga 33 407 41 712 58 744 13 354 8 804 2 819 2 337 2 403 3 398
Fetakgomo 10 987 15 258 21 535 5 566 2 713 451 521 762 685
Greater Tubatse 25 079 38 890 69 212 13 600 9 874 3 790 3 115 4 802 9 406
Sekhukhune 113
632
151
094
234
095
46 124 32 121 10 107 9 075 11 520 17 861
Source Census (2011)

81
HOUSEHOLD TENURE STATUS
The rental housing market is growing rapidly in Sekhukhune District Municipality. 28 825
households were recorded to be living in rented houses in the district. Not surprisingly, the
majority of these households are found in Greater Tubatse Local Municipality especially with
migrants into the mining industry. Ephraim Mogale and Elias Motsoaledi also recorded
markedly improved numbers for rental stock.
Table 5: Household tenure status
MUNICIPALITIES Owned and fully paid
off
Owned but not yet fully
paid off
Rented
2001 2011 2001 2011 2001 2011
Ephraim Mogale 14 231 995 1 120 13 553 604 4 288
Elias Motsoaledi 24 627 1 440 3 153 33 324 1 658 5 828
Makhuduthamaga 30 979 2 191 1 441 44 302 2 257 3 035
Fetakgomo 11 757 1 026 1 066 12 073 913 1 979
Greater Tubatse 30 281 3 663 2 140 41 108 3 768 13 697
Sekhukhune 111 877 9 315 8 921 144 360 9 201 28 827
Source Census (2011)
HOUSEHOLD OWNERSHIP, RADIO, TELEVISION, COMPUTER, REFRIGERATOR, LANDLINE,
CELL PHONE, INTERNET
Table 6: Household ownership, Radio, Television, Computer, Refrigerator, Landline, Cell
phone, Internet
MUNICIPALI
TY
Ephraim
Mogale
Elias
Motsoaledi
Makhuduth
amaga
RADIO TELEVISION COMPUTE
R
2001 2011 200
1
1602
1
3304
3
3469
5
Fetakgomo 1242
8
Greater
Tubatse
3602
7
1718
7
3884
9
3952
3
1447
1
4760
3
114
87
241
71
184
72
442
9
154
25
2011 20
01
2188
8
4410
8
4676
5
1737
2
4947
4
46
3
66
0
30
8
13
8
58
1
201
1
254
5
609
3
437
1
161
9
784
5
REFRIGIRAT
OR
200
1
109
43
246
77
160
82
463
1
179
54
2011 200
1
2104
5
4326
3
4484
9
1644
1
5090
2
LANDLINE CELLPHONE INTER
NET
215
3
417
8
204
3
20
11
78
5
14
98
10
34
453 39
3
268
5
16
67
200
1
522
2
119
44
918
0
262
7
964
1
2011 2011
2674
2
5303
5
5469
2
1897
3
7399
7
5079
13308
12024
3676
16567
Sekhukhune 1322 1576 739 1786 21 224 742 1764 115 53 386 2274 50653

82
District 14 31 75 07 50 73 88 99 11 77 13 39
Source: Census 2011
The number of households who have radio ownership have increased from 132 214 in 2001
to 157 631 in 2011. Television ownership have improved from 73 975 in 2001 to 178 607 in
2011 which is more than double. Refrigerator ownership have also improved from 74 288 in
2001 to 176 499 in 2011. Cell phone ownership have also shot up from 38 613 in 2001 t
227 439 in 2011. The trends tell a story that access to communication in the district has
improved. The rise in average household incomes has also implied that there was
disposable income to buy other products such as television, fridges and cell phones.
The implication is that there is a chance for the district to start offering better services to the
residents and opportunities for cost recovery are abound. Unemployment has shifted from
61.6% in 1996 to 50.9% in 2011 and therefore there is real change in economic dynamics.
POPULATION
The population of Sekhukhune District Municipality has been growing at an average of 1, 1%
per annum from 1996 to 2011. According to Statistics South Africa (SSA) 2011 census, the
population of the district is now standing at 1, 076 840 persons. This compares to population
growth numbers in 2001 at 967 185 as well as 1996 which stood at 914 492. On the whole,
the population growth numbers in the district have been growing moderately and this can be
ascribed to a number of factors as will be indicated when comparing data from the local
municipalities in the district.
Figure 9 – Population growth rate
Population growth rates in Sekhukhune
1996-2011
Population growth rates in Sekhukhune 1996-2011
1076840
914492
967185
Year 1996 Year 2001 Year 2011
Source: CENSUS (2011)

83
If one compares the growth rate in the district with a neighbouring District (Waterberg) there
are stark realities. Waterberg have similar features in terms of drivers for economic
development around mining developments. In 2001, Waterberg growth rate was at 2, 6%
(604 938 persons) and 1, 2% in 2011 (679 336 persons). It will be interesting for
Sekhukhune District to start comparing itself and working together with Waterberg simply
because they are both in Limpopo and are exposed to almost similar economic conditions.
Population growth numbers in local municipalities
As indicated in the figure below, Sekhukhune District Municipality comprises five local
municipalities namely; Greater Tubatse, Makhuduthamaga, Ephraim Mogale, Elias
Motsoaledi and Fetakgomo. Greater Tubatse Local Municipality has experienced
tremendous population growth from 1996 to 2011 and the growth curve has always been
upward at 3.2% in 2001 and 2.2% in 2011 whereas the average growth rate in the district
has been 1.1%. Fetakgomo Local Municipality have always stayed behind with very slow
growth rate at -1, 0% in 2001 and 0.1% in 2011.
The factors that have been driving growth in population numbers in the district can be
summarised as follows:
• In-migration into Tubatse local municipality for job opportunities especially in the
mining sector and associated industries
• There are also migrants from other provinces who have come into the district to look
for work.
The national scenario indicates that Gauteng Province and Western Cape have continued to
attract more people from other provinces and Sekhukhune District Municipality is not
immune from such national trends in out-migration.
Figure 10: Population trends per LM
400000
350000
300000
250000
200000
150000
100000
50000
0
Population growth trends per
local municipality year 1996
Population growth trends per
local municipality year 2001
Population growth trends per
local municipality year 2011

84
Source: Census (2011)
Table 7: The recorded population figures per local municipality are as follows:
MUNICIPALITY 1996 2001 2011 % growth
rate 2001
% growth rate
2011
Greater Tubatse 229 583 269 608 335 676 3,2% 2,2%
Makhuduthamaga 269 313 262 005 274 358 -0,6% 0,5%
Elias Motsoaledi 220 394 221 647 249 363 0,1% 1,2%
Ephraim Mogale 97 988 121 327 123 648 4,3% 0,2%
Fetakgomo 97 213 92 598 93 795 -1,0% 0,1%
Total:
Sekhukhune
914 492 967 185 1,076 840 1,1% 1,1%
Source: Census (2011)
Implications of population growth trends for the district
The population growth trends suggest that there are more persons coming into Greater
Tubatse and Elias Motsoaledi Local Municipalities. There is also a moderate increase in
population numbers into Makhuduthamaga local municipality. With regard to allocation of
resources and services, the district municipality should ensure that the three municipalities
receive much attention in terms myriad of services such as water and sanitation services but
also for services that are rendered by other spheres of government. These municipalities
where there are high growth numbers need to plan adequately for services provision so that
there is no collapse on the current level of service in the communities. Fetakgomo and
Ephraim Mogale also need to be assisted so that the growth numbers increase in the next
10 years at least to 1% per annum.
Gender Profile
Figure11: Gender Profile: Males and Females
700000
600000
500000
400000
300000
200000
100000
0
YEAR 1996 YEAR 2001 YEAR 2011
MALES
FEMALES
Source: Census (2011)
Since 1996, sex ratios have not changed much. In 2011, there are 497 428 males compared
to 579 191 females. The imbalance can be attributed to large numbers of males who migrate
to other provinces to look for work opportunities. As a result of the rural nature of the district

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of Sekhukhune, there are still persons who work in other provinces such as Gauteng and
only come back home monthly or bi-monthly to see their families. This scenario also tells a
picture that there might high presence of female headed households in the district.
The implication for the district is that there is a need to develop programmes that target
women in particular to create self-employment and educational opportunities where possible.
Table 8: Gender profile: Males and Females
Municipality Males Females
1996 2001 2011 1996 2001 2011
Ephraim Mogale 45 117 55 765 58 207 52 871 65 561 65 442
Elias Motsoaledi 100 000 99 104 115 503 120 394 122 543 133 860
Makhuduthamaga 118 421 113 614 121 282 150 892 148 392 153 075
Fetakgomo 43 187 40 902 42 258 54 026 51 696 51 536
Greater Tubatse 103 955 121 043 160 125 125 628 148 565 175 278
Sekhukhune 410 681 430 428 497 428 503 811 536 757 579 191
Source: Census (2011)
POPULATION GROUP BY RACE
The figure below indicates that 99% of the population in Sekhukhune District Municipality is
made up of Africans. The remainder 1% comprises Whites, Indians and Coloureds. It is not a
surprising trend because a large part of Sekhukhune District Municipality comprises villages
under tribal authorities. The 1% of the Whites, Indians and Coloureds are confined to the
main towns in the district and mining areas.
Figure 12: Population by race
Population by race
1200000
1000000
800000
600000
400000
200000
0
Africans Coloured Indian/Asian Whites
Population by race
Source: Census (2011)
Table 9: Population growth by race
RACE 1996 2001 2011
Africans 898 129 958 594 1 061 550
Coloured 579 727 1 232
Indian/Asian 377 508 1 721
Whites 8 876 7 356 11 015

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Source Census (2011)
Home language
The dominant home language in SDM is Sepedi with 83, 34% followed by IsiNdebele in
4.4%. According to statistics, the areas that are predominantly Pedi speaking are
Makhuduthamaga and Greater Tubatse. Comparing English and Afrikaans speakers, there
are few English speakers in 0.22% while the Afrikaans speakers in 0.83%. Most Afrikaans
speakers are in our former white only towns of Groblersdal, Marble Hall and Burgersfort.
AGE STRUCTURE IN THE DISTRICT
Figure 13: Age structure
700000
600000
500000
400000
300000
200000
100000
0
Source: Census (2011)
Age structure 1996-
2001 (Statssa,2011)
0-4 years
15-64 years
65+ years
The age structure in the district indicates that from 1996 to 2011, the working age group from
15-64 years has been on an upward trend. These are persons of school going age and
those that are either in employment or seeking for employment. The age group 0-4 years
has been relatively stable over time from 1996 to 2011. The very older age group 65+
(pension age) has also been stable over time.
The implications for this picture are that the district municipality in collaboration with other
stakeholders must work on developing programmes that address matters of education and
employment creation. The district does not have higher education institutions except for the
former educational colleges that are mainly used for Further Education and Training (FET’s).
With a population of over a million people, the district must consider working with education
authorities to explore possibility of establishing an arm/satellite of University of Technology
or University in the district.
AGE AND GENDER

87
Within Sekhukhune, the below – 18 age group makes up almost 50% of the population.
Behind this average, lie slight variations in the different municipalities. This ranges from 51%
in Makhuduthamaga (comparatively the youngest population) to 48% in Ephraim Mogale
(comparatively the oldest population).
Table 10: Age and gender profile
Municipality Age group Male Female Total
Fetakgomo 0-17 22,916 23,060 45,996
18-64 15,816 23,996 39,812
65+ 1,951 4,322 6,273
Total 40,684 51,398 92,081
Elias Motsoaledi 0-17 53,444 54,172 107,616
18-64 40,684 51,398 92,081
65+ 4,422 9,085 13,506
Total 98,729 122,009 220,738
Makhuduthamaga 0-17 66,600 67,468 134,068
18-64 41,816 69,246 111,062
65+ 5,601 12,179 17,779
Total 114,017 148,892 262,909
Ephraim Mogale 0-17 28,894 28,777 57,670
18-64 24,353 32,061 56,414
65+ 2,534 4,701 7,236
Total 55,780 65,539 121,320
Tubatse 0-17 67,895 68,990 136,885
18-64 49,252 70,351 119,603
65+ 4,182 9,446 13,627
Total 121,329 148,787 270,116
Total 0-17 239,750 242,486 482,236
18-64 172,101 254,406 426,507
65+ 18,689 39,733 58,422
Total 430,540 536,625 967,165
Stats SA Community Survey 2007
The male-female ratios are almost equal in the age group below 18 years, but females are
almost 60% of the population in the working age group and more than 68% in the senior age
group for the Sekhukhune district as a whole. It is obvious then that a significant number of
Sekhukhune males have alternative residence away from the district – a fact already alluded
to earlier in this chapter. The ratio is as high as 62% in Makhuduthamaga and 57% in
Ephraim Mogale.
MARITAL STATUS

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Figure 14: Marital Status
Marital status
NUMBERS
1000000
800000
600000
400000
200000
0
-200000
yea 2001 202588 716123 42821 5652
Marital status
year 1996 196686 675254 23173 4379
Source: Census 2011
married
never
married
widowed
divorced
The figure shows that within the district municipality, a large chunk of the population is never
married. The number of widows have also been increasing from 23 173 in 1996 to 45 001 in
2011. Divorce rates in the district have only stabilised from 1996 to 2011.
Table 11: Marital Status
STATUS 1996 2001 2011
Married 196 686 202 588 246 449
Never married 675 254 716 123 779 408
Widowed 23 173 42 821 45 001
Divorced/separated 4 379 5 652 5 982
Source: Census (2011)
EDUCATION PROFILE IN THE SEKHUKHUNE DISTRICT
Figure 15: Education status
250000
200000
150000
100000
50000
0
Education status
Education status

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Source: Census (2011)
The majority of persons within Sekhukhune District Municipality have some secondary
school. It is also equally noticeable that 117 139 persons have no schooling in 2011. This is
concerning because those who cannot read and write will not be able to access better job
opportunities in the market as in most training programmes there is a need to have basic
writing and reading skills. There are also very insignificant numbers of the persons that have
higher education in the district.
Table 12: Education status
STATUS 1996 2001 2011
No schooling 165 384 185 760 117 139
Some Primary 39 986 52 840 63 546
Completed primary 19 904 19 897 22 510
Some secondary 91 228 107 671 204 571
Grade 12 43 307 48 873 119 344
Higher 11 665 20 482 32 757
Source Census (2011)
Table 13: Education profile per Local Municipality
Elias
Motsoaledi
Fetakg
omo
Ephraim
Mogale
Greater
Tubatse
Makhudut
hamaga
Grand Total
SDM
No Schooling 4.13 1.69 1.67 3.88 4.60 15.98
Some Primary 5.56 2.74 3.31 8.70 6.12 26.43
Education
Grade 7 /Std. 5/ 1.25 0.65 0.68 1.83 1.27 5.68
ABET 3
Some Secondary 6.17 2.95 3.03 9.76 6.90 28.79
Education
Completed 1.46 0.53 0.67 1.56 0.87 5.09
Secondary
Education
Certificate 0.33 0.11 0.22 0.57 0.22 1.45
with/without
GR.12
Diploma
0.24 0.27 0.19 0.41 0.35 1.47
with/without
GR.12
Degree & Higher 0.21 0.08 0.12 0.19 0.18 0.77
Unspecified 0.46 0.05 0.06 0.49 0.56 1.62

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Out of scope 2.88 1.22 1.47 4.11 3.02 12.71
(children under 5
years of age)
Grant Total 22.70 10.29 11.42 31.50 24.09 100.00
Source: Statistics South Africa Community Survey 2007
As indicated in the tables above, the district has a relatively high illiteracy level, with almost
28% of the population having no formal school education whatsoever. Only 1% of the
population has obtained tertiary educational qualifications.
The Limpopo Provincial Growth and Development Strategy indicate that Sekhukhune has
the least of highly skilled individuals in the province. The low skills reduce the ability of the
District to be innovative and economically productive.
OUT-MIGRATION AND MALE ABSENTEEISM IN SEKHUKHUNE
A striking characteristic of the Sekhukhune population is the high levels of male absenteeism
in the District. This is the result of most males being forced to seek work outside
Sekhukhune. The table below is based on a sample survey in the area, and attempts to
characterize the types of migrants that leave Sekhukhune households to seek work in other
parts of the country.
Table 14: Categories of migrants from Sekhukhune households
Category Number %
Regular migrants (return every week or month) 70,257 56,8
Seasonal migrants (for a limited period each year) 34,005 27,5
Prolonged period away (more than 6 months at a time) 19,496 15,7
Total number of absentee migrants 123,759 100
Economic migration clearly affects both current population figures and projected population
growth in the District. As subsequent sections of this chapter will show, it also fundamentally
affects economic planning in Sekhukhune. Current discussions on augmenting rail transport
in the area, for example, are underpinned by analyses of the number and types of migrants
who travel in and out of the area.
What is undisputed is that the remittances sent back to Sekhukhune households by workers
elsewhere contribute significantly to livelihoods in the district. The table below, also based on
a sample survey, attempts to quantify the remittances received by households in the District.
Table 15: Remittances received by Sekhukhune households in 2006
Number of Brackets %
Less than R500 12,9
R500 – R1,000 23,7
R1,001 – R3,000 12,7

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More than R3,00 50,7
Total 100
According to the NSDP, the Sekhukhune District has the 4 th largest out-migration (people
migrating out of the District) in the country with 6.69% of its total population opting to leave
Sekhukhune (The Presidency, 2006). The volume and nature of migration is clearly a factor
that development planners in the District need to take into account in their medium-term
planning.
Disability
95.88% do not have disability, which means that the majority of the population does not
need any disability related care in both public and private buildings. 1.34% has physical
disability followed by sight at 0.68%, emotional at 0.63%, deaf at 0.55 and multiple
disabilities at 0.17%. The table below illustrates the types of disabilities found in the district:
Table 16: Disability Types
Disability
Elias
Motsoaledi
Fetakgomo Ephraim
Mogale
Greater
Tubatse
Makhudut
hamaga
Grand
Total
Sight (blind/severe 3.10 2.21 1.62 5.04 6.39 18.36
visual limitation)
Hearing (Deaf) 2.01 1.39 1.42 2.33 1.83 8.98
Communication 1.42 0.49 0.21 1.74 1.94 5.79
(speech Impairment)
Physical (need 9.69 2.26 4.54 7.83 11.60 35.91
wheelchair)
Intellectual (serious 1.01 1.14 1.73 2.23 3.14 9.24
difficulty in learning)
Emotional
5.63 1.91 1.87 3.99 3.66 17.06
(Behaviour)
Multiple Disabilities 0.38 1.45 0.18 0.41 2.24 4.65
Grand Total 23.23 10.85 11.56 23.57 30.80 100.00
Source: STATS SA, Community Survey 2007
Disability Development Programmes
The Office of the Executive Mayor supports disabled persons community through
celebrations of important calendar days covering a variety of disabilities and workshops.
· Support to District Disability Forum
· Deaf Awareness Campaign
· Eye Care Awareness Campaign
· Albinism Awareness Campaign

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Challenges
· Ineffective Disability Forums
· Lack of clear Policies on advancement o disable people’s needs and aspirations
· Insufficient budget to implement awareness programs
· Public places not accessible and use friendly for disable people
Income
The figures below indicate that people in the SDM have different income gaps while a huge
number of people do not receive any income from any source. This analysis shows that
many people in the SDM live below poverty line.
Table 17: Income Groups in the SDM
No income 21842
R1-R4 800 17969
R4 801-R9 600 31484
R9 601-R19 200 50657
R19 201-R38400 45039
R38 401-R76 800 18555
R76 801-R153 600 9895
R153 601-R307 200 5681
R307 201-R614 400 745
R614 401-R1 228 800 183
R1 228 801-R2 457 600 152
R2 457 or more 156
Response not given 14814
STATSSA, Community Survey, 2007
Economically Active Population
The SDM like any other District in South Africa is experiencing a decline in formal job
opportunities because of the general global economic meltdown. This has led to an
escalating unemployment particularly among the economically active population of 18 years
and above. Unemployment rate has encouraged the fast growth of informal sector in the
district. The table below provides a breakdown of the employment patterns within the
District.
Table 18: Economically Active population
Description Ephraim Tubatse Fetakgomo Elias Makhutha Sekhukhune
Mogale
Motsoaledi maga
Employment 15056 45321 7236 39098 21978 127688
Unemployment 11098 51551 11566 16725 33346 124226

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Non
40787 90696 39511 79066 77494 327553
economically
active
N/A 20,031 110,467 43,390 42,472 126,622 354,626
Unspecified 40
Total 87,012 298,035 101,703 176,361 259,440 934,093
Source: STATS SA Community Survey 2007
Employment by Industry
Conventional wisdom has it that agriculture; mining and tourism are three leading sectors in
the Sekhukhune economy. Official statistics, however, paint a slightly different picture of the
district economy being dominated by community services, mining and trade. It must be noted
that it is very difficult to find accurate data for the local level in South Africa. Those datagathering
exercises that do exist often yield vastly different accounts of local realities. Most
public sector plans and IDPs, however, draw on Stats SA data even whilst recognizing some
of its limitations.
Table 19: The Breakdown of employment by industry in the SDM is as follows:
Sectors
Makhuduth
amaga
Fetakgomo Ephraim
Mogale
Elias
Motsoaledi
Greater
Tubatse
Grand
Total
Agriculture, Hunting, 0.23 0.01 0.29 0.54 0.31 1.38
Forestry and fishing
Mining and Quarrying 0.02 0.39 0.02 0.03 1.72 2.18
Manufacturing 0.17 0.02 0.25 0.47 0.49 1.41
Electricity, Gas and 0.03 - 0.04 0.07 0.02 0.16
Water Supply
Construction 0.31 0.05 0.16 0.33 0.32 1.17
Wholesale and retail 0.52 0.10 0.26 0.96 0.83 2.66
trade
Transport, Storage 0.09 0.01 0.08 0.28 0.26 0.72
and communication
Financial, Insurance, 0.05 - 0.19 0.44 0.44 1.12
real Estate and
Community, Social 0.77 0.32 0.59 1.00 0.93 3.62
and personal Services
Other and no 0.14 0.03 0.36 0.41 0.39 1.32
adequately defined
Not applicable 19.40 8.64 8.75 16.69 24.63 78.11
Unspecified 1.54 0.34 0.35 1.96 1.98 6.16
Grand Total 23.26 9.92 11.33 23.18 32.31 100.00
Source: STATS SA: Community Survey 2007

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The Three main contributors to GGP were community services (3.62%), mining (2.38%) and
trade (2, 66%). Despite these findings, the district has very consciously chosen to explore
the potential of mining, agriculture and tourism as key contributors to the Sekhukhune
economy up to the year 2025. This is also in recognition of the fact that thriving local
economics should not depend overly on public sector injections of income.
Mode of Transport
The main modes of transport in SDM were buses, taxis and trucks. There were 45.02% of
the people travel on foot to go to work and some to schools. 1.45% of the people in the
District prefer to travel by taxis while 1.39% of people prefer to travel by bus. All the five local
municipalities in the district depended on taxis and buses which were subsidized and some
were not subsidised.
3.2 SPATIAL RATIONALE
3.2.1. Introduction
The Spatial Development Framework (SDF) is a core component of a the Municipality‘s
economic, sectorial, spatial, social, institutional, environmental vision. In other words it is
a tool to achieve the desired spatial form of the Municipality. The spatial analysis provide
a picture of the spatial challenges such as land use, land claims, land unavailability, land
invasions, degradation of the natural environment and opportunities of the municipality.
In this document we have discussed the status qou of spatial development within the
Sekhukhune district municipality which outlined the following characteristics and trends:
· Spatial Socio-Demographic Characteristics of the District
· Spatial Concentrations of Population
· Population Growth Areas / Points
· Local Service Points
· Economic Activity Concentration
· Centers of Agricultural Production
· Operational Mines in Sekhukhune
· Existing Land Use and Related Potential
· Spatial Economic Development Opportunities
3.2.2. Status Quo
Spatial Socio-Demographic Characteristics of the District

95
The Sekhukhune District Municipality (SDM) developed its first Spatial Development
Framework (SDF) in 2004 which was adopted by Council and it is reviewed annually.
The SDF is aligned to both NSDP and LEGDP.
Spatial Concentrations of Population
The total population of the District is currently estimated at approximately 1 090,424
(Census, 2011). The below map gives an account of the population spread per each Local
Municipality.
Figure 16- SDM Population Distribution Map
It reveals geographical disparities and a dispersed settlement pattern with few dominant
concentration points.

96
The account of this spatial structure and settlement pattern is the result of the spatial policies
promoted by the former apartheid dispensation. As a result, the space economy of SDM is
characterized by a geographical split between former homeland areas, and areas which fell
outside of the former homelands of Lebowa and KwaNdebele. Furthermore, the potential
burgeoning of mining, agricultural, and tourism activities within the District presents spatial
challenges of its own, amidst the inherited spatial challenges.
Land which formed part of the former homeland areas of KwaNdebele and Lebowa is
generally characterized by low-density residential areas spreading over vast areas of land,
and mainly occurs in two clusters – the Moutse area to the south-west and the central area
around Jane Furse. Characteristically, residential areas located within the western extents of
the District are more densely populated / developed than those in the north due their
proximity to Gauteng. Conversely, land which fell outside of the former homelands are
generally characterized by private / commercial farms, and medium density settlements
clustered around semi-urban centres featuring retail and service-related activities.
More specifically, the SDM features approximately 605 sparsely populated and dispersed
rural settlements, with Groblersdal, Marble Hall, Burgersfort, Jane Furse, Ohrigstad,
Steelpoort and Driekop constituting the main/first order urban centres. The spatial location of
these first order centres generally coincide with the District’s two dominant economic activity
areas.
Essentially, apart from having been influenced by the spatial demarcation of the former
homeland areas, the spatial occurrence of settlements has been influenced by:
· The spatial location of major agricultural and mining activity areas;
· The spatial location of major rivers traversing the District; and
· The spatial location of major roads such as the R37 and R579.
Of utmost importance for the future spatial planning and development of the District, are the
expected population concentration and growth areas. The reason being, that these areas not
only serve to indicate where the greatest need for infrastructure spending could
possibly be in the future, but also indicate where the municipality would receive the best
value for money spent on infrastructure development and service provision. The
existing Integrated Spatial Development Framework (ISDF) (2004) for the SDM identifies the
expected population concentration and growth areas / points of the district.
A. Population Growth Areas / Points
Growth points are individual settlements or settlement areas which feature strong economic,
social and institutional activities. Table 20 indicates the expected population growth points
for the SDM.
Table 20: Expected Population Growth Areas / Points for the SDM.

97
Municipality % of people Provincial District Municipal
Residing in Growth Growth Growth Growth Points
Points and Points Points
Population
Concentration
Points
Greater Tubatse 38% Burgersfort Steelpoort Mecklenburg
Driekop
Ohrigstad
Ephraim Mogale 66% Marble Hall - Van Der
Merweskraal
Elandskraal
Elias Motsoaledi 61% Groblersdal - Monsterlus
Motetema
Fetakgomo 39% - - Apel
Makhuduthamaga 51% Jane Furse Phokwane
Source: Integrated Spatial Development Framework for the SDM, 2004
Of the total 14 growth points in Sekhukhune, 5 are situated within Greater Tubatse, followed
by Elias Motsoaledi and Ephraim Mogale with 3 each, Makhuduthamaga with 2, and lastly
Fetakgomo with only one growth point, (see figure 16).
Figure 17- SDM Growth Point

98
B. Local Service Points:
This includes settlements that have the potential for development based on population
growth, or servicing function potential. The Sekhukhune District has a total of 23 settlements
falling under this category. The distribution of these settlements, per municipality, is
summarized as follows:
· Fetakgomo (9);
· Greater Tubatse (7),
· Makhuduthamaga (4);
· Elias Motsoaledi (2); and
· Ephraim Mogale (1).
The challenge facing the District will be to ensure the sustainable development of these
population concentration and growth points, without neglecting the needs of the remaining
extents of the Municipality.

99
Economic Activity Concentration
Economic Activity is predominantly concentrated in two areas, and include the local
municipalities of Ephraim Mogale (former Greater Marble Hall), Elias Motsoaledi (former
Groblersdal) to the West, and Tubatse to the East. These areas also host the five main
urban centres. Whilst the South-Western economic activity area is primarily centred on
platinum mining activities associated with the Merensky Reef.
With less than ten percent (10%) of the total capacity of the Reef having been unlocked to
date, the platinum economy is still within its infant stage. Tourism activities forming part of
both of the economic activity areas are primarily related to Nature Tourism, Game Farming
and Hunting.
Figure 18- Centres of Agricultural Production
Source:
CENTRES OF AGRICULTURAL PRODUCTION 4

100
Figure 19 – Operational Mines in Sekhukhune
Existing Land Use and Related Potential
Land use is a complex issue, and is partially the result of the physical planning policies of the
former apartheid government, which split the District between former homeland areas,
private farms and small towns. Today, apart from issues pertaining to land ownership
patterns, mining, agricultural and tourism activities bring distinctive spatial challenges of their
own to the District.
Presently, land use within the SDM is dominated by commercial and subsistence farming.
This is especially true in the Fetakgomo, Makhuduthamaga, Ephraim Mogale and Greater
Tubatse Local Municipal areas. The second most significant land use is the potential
conservation areas, especially within the Elias Motsoaledi and Ephraim Mogale Municipal
areas. These potential conservation areas may eventually encompass roughly one third of

101
Elias Motsoaledi and Ephraim Mogale. The different land use patterns in the Sekhukhune
District are captured in Table 21 below.
Table 21: Land Use Patterns in the SDM
Land use type Area in sq km % of total
Agricultural: Commercial 1,135 7,7
Agricultural: Subsistence 2,683 18,1
Potential conservation 3,484 23,5
Active conservation 463 3,1
Active mining 37 0,2
Other 7,030 47,4
Total 14,832 100
Source: Department of Land Affairs (2006). Land Cover Map cited in M Maila (2006)
Disconcertingly, land is becoming an increasingly scarce commodity within the District. This
is equally true of rural, semi-rural / semi-urban areas. This is a particularly significant
situation, given the growing importance of agriculture, mining and tourism (all potentially
conflicting land uses) to the District’s economy. Furthermore, the District’s developing
economic nodes appear to be attracting an increasing number of people, thereby creating
higher population concentrations in certain parts of the district. This is especially true of the
Jane Furse – Phokwane development node in Makhuduthamaga, the Bothashoek-Praktiseer
area (Tubatse) and the Atok Area (Fetakgomo).
SPATIAL ECONOMIC DEVELOPMENT OPPORTUNITIES
Transport Network
As mentioned, the District’s transport network is largely limited to a number of arterials which
provide regional accessibility, rather than local accessibility. From East to West, these
include the N11, R25, R33, R579, R555, R37 and R36. Hence, regional accessibility is
predominantly facilitated via three roads traversing the District in a North-West – South-East
alignment (N11, R579 and R37), one road traversing the District in a North-East – South-
West alignment (R555), and the R36. Together these roads constitute the main freight and
logistics corridors connecting the District’s economic activity areas to prominent provincial
nodes and economic activity areas falling outside of the District – e.g. Mookgopong,
Mokopane, Polokwane, Lydenburg and Middleburg. The presence of the Klein Drakensberg
and Strydpoortberge hinders connectivity to the north-east.
More specifically, the N11 Freeway connects the town of Marble Hall and Groblersdal with
Mookgopong and the N2 Freeway towards the North-West, which leads to Mokopane and
Polokwane. To the South, the N11 connects Marble Hall and Groblersdal with Middleburg,
which is situated along the N4 Maputo Corridor. The R579 traverses the central extents of
the district, and serves to connect Jane Furse and Monsterlus with Lebowakgomo towards
the North, and Sehlakwane and Stoffberg towards the South.

102
The R37 traverses the northern extents of the District, and serves to connect Burgersfort
with Lebowakgomo towards the North-West and Lydenburg towards the South-East the
R555 traverses the Eastern extents of the district, and serves to connect Steelpoort and
Burgersfort with Stoffberg towards the South-East. These two roads from the Dilokong
Platinum Corridor, once past Burgersfort, R555 become the R36 which serves to connect
the Burgersfort / Steelpoort area with Ohrigstad, and down to Lydenburg.
Although the majority of the major urban centres and smaller towns are located along these
roads, vast number of settlements within the Western, Central, and Eastern extents of the
District are only accessible via secondary gravel roads. There is however relatively little
economic activity within these areas to justify the construction of additional tar roads.
The general condition of roads within the SDM is poor. Severe damage such as potholes,
cracks, and rutting can be observed along most roads. Road damage is particularly
prevalent along the following sections of road:
· The R33 between Groblersdal and Stoffberg;
· The R555 between Stofberg and Rossenekal;
· The R579 between Nebo and Stofberg; and
· The R25 between Dennilton and Groblersdal.
To ensure alignment with the Limpopo Employment Growth and Development Plan
(LEGDP), the District has prioritized its roads forming part of the Dilokong and Phalaborwa
Corridors, and includes the following stretches of road;
· The Dilokong Corridor
- Polokwane to Burgersfort (P33/1 and P33/2) (R37), via Mafefe.
- Flag Boshielo Dam through Lebowakgomo and Mafefe, linking the District with the
Phalaborwa and Kruger National Park areas.
- Chueniespoort via Boyne to Mankweng.
· The Phalaborwa Corridor
- Ohrigstad via the Strijdom Tunnel.
- Burgersfort to Oaks.
Apart from its road network, the SDM is served by three railway lines which were originally
developed to support the mining activity within the district. The three railway lines are:
· The railway line entering the SDM from the South, next to Stoffberg, from where it
continues northwards for approximately 30km, eventually ending at an abandoned
mine near the Mapochs Mine.

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· The railway line entering the SDM from the West, near Nutfield, from where it
continues eastwards to Marble Hall.
· The railway line entering the SDM from the East, passing near Ohrigstad and
Burgersfort, and ending near Steelpoort (near the Tubatse mine).
Unfortunately, these railway lines have not yet been extended or re-routed to serve later /
new mining operations (such as those along the Merensky Reef and Chrome layers).
Consequently, shortcomings in the railway network are resulting in extreme pressure being
place on the road network. Favourably, a new commuter rail link between Pretoria and the
South-West of the SDM (along the Moloto Road) is being considered. This rail link will
improve accessibility to Gauteng, which represent an employment area for many residing
within the South-Western extents of the District.
In addition to the road and railway network of the District, two registered airfields are also
found within the District. The airfields are located in Marble Hall and Groblersdal
respectively, and primarily support crop spraying activities.
Figure 20- SDM Transport Network
Mining
Modern mining has been practiced in Sekhukhune for well over a century, and typically
involved (as is still the case today) the extraction of and alusite, asbestos, chromite and
platinum deposits from the Merensky Reef, which forms part of the mineral rich Bushveld

104
Complex. In fact, the District features the world’s largest deposit of the platinum group
metals (PGMs). What is striking about previous bouts of mining activity in the area is how
changing commodity prices affected the opening, closing and, occasionally, re-opening of
mines. When prices rose, new exploration and development took place in the Sekhukhune
mining sector. Conversely, when prices fell, mines in the area closed. This is an important
characteristic to take into consideration when providing infrastructure and housing to support
expanding mining operations.
Currently, 17 operational mines are found within the district, with the majority of activity
situated along the Dilokong Corridor (R37 and R555). The Dilokong corridor stretches across
the Fetakgomo and Greater Tubatse LMs respectively (see Figure 19). Some isolated
activities are found within the Ephraim Mogale LM. Major mining companies operating in the
SDM (2006) include Anglo Platinum, Xstrata, BHP Billiton, Implants, ASA Metals and Marula
Platinum. In spite of the involvement of major mining companies, mining in the district has
not yet reached full production limits. Consequently, a number of new developments are
expected to take place. These include:
- Eleven new platinum and chrome mines over the next three years, possibly creating
17 000 direct jobs.
- A R2 billion smelter plant is being considered for construction in Tubatse, possibly
creating 1200 jobs.
Figure 19 illustrates where the bulk of the platinum mining activity will take place within the
District in the future. New mining activities within the Ephraim Mogale and Elias Motsoaledi
LMs could potentially create land use conflicts between mining and agricultural activities.
Furthermore, new mining activities may result in increasing pressure being placed on
environmentally sensitive areas found within the North-Eastern and South-Eastern extents of
the District. Table 22 sets out the main existing (operational), and planned platinum mines in
the district.
Table 22: Existing (Operational) and Planned Mines in the SDM.
Mine Controlling company Local Municipality
Expansion in progress or production building up
Lebowa Platinum Angloplat Fetakgomo LM
Modikwa
Angloplat
Tubatse LM
African Rainbow Minerals
Mototolo Angloplat Tubatse LM
Everest South Aquarius Within 30km of SDM
Two Rivers African Rainbow Minerals Tubatse LM
Marula UG2 Implants Tubatse LM
Bankable feasibility study completed
Blue Ridge Ridge Elias Motsoaledi LM
Bankable feasibility study planned or underway
Sheba’s Rige Ridge Elias Motsoaledi LM

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Mine Controlling company Local Municipality
Smokey Hills Platinum Australia Tubatse LM
Twickenham Angloplat Tubatse LM
Mareesburg Eastern Plats Tubatse LM
Marula Merensky Implants Tubatse LM
Pre-feasibility study in progress or completed
Kennedy’s Vale Eastern Plats Tubatse LM
Der Brochen Angloplat Tubatse LM
Booysensdal Angloplat Within 30km of SDM
Advanced Exploration
Ga-Phasha Angloplat Fetakgomo LM
Loskop Boynton Elias Motsoaledi LM
Early Exploration
Grootboom Boynton Tubatse LM
Tjate Jubilee Tubatse LM
Kliprivier Nkwe Within 30km of SDM
Tinderbox Placer Dome Elias Motsoaledi LM
Berg Platfields Within 30km of SDM
Source: Goode R and Granville, A (2006). Mining expansion and employment in Sekhukhune land:
Expectations and impediments
The projected number of employment opportunities in platinum mining / near the SDM up to
2015 is set out in Table 23. Importantly, based on the below mentioned statistics,
Burgersfort is set to become a city in the next 10-15 years.
Table 23: Projected Employment in Platinum Mining within / near the SDM up to 2015
Year Production (k-oz) Employees
2005 652 14,067
2006 700 14,570
2007 931 18,665
2008 1,412 27,287
2009 1,710 31,860
2010 2,028 36,427
2011 2,266 39,252
2012 2,495 41,666
2013 2,597 41,806
2014 2,693 41,786
2015 2,856 42,730
Source: Goode, R and Granville, A (2006). Mining expansion and employment in Sekhukhune Land:
Expectations and Impediments
Agriculture

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Agriculture in the SDM is a mixture of both commercial and subsistence farming. The South-
Western corner of the District (Ephraim Mogale and Elias Motsoaledi LMs) specifically,
contains one of the largest clusters of commercial agricultural production in South Africa
(see Figure 18). However, in spite of being an important contributor to employment within
the District, agriculture remains a relatively marginal contributor (approximately 9, 7%) to the
aggregate GGP of the District. Water scarcity, and the uncertainty created by land claims are
unfortunately discouraging the expansion of commercial agricultural activities.
Essentially, commercial agriculture in the SDM is concentrated in two main areas:
· The South-Western part of the District (near Groblersdal and Marble Hall) (the
Loskop Scheme); and
· The Eastern section of the District (near Burgersfort and Ohrigstad) (the Ohrigstad
Scheme)
Subsistence farming predominates in the ex-homeland areas of the north and western sides
of the Sekhukhune district. These areas are dependent on dryland farming. The agricultural
activities within these ex-homeland areas are however of a less-intensive nature and largely
focused on subsistence.
i. The Loskop Scheme
The towns of Groblersdal and Marble Hall are found within the Loskop Valley. The
commercial agricultural schemes in this valley are serviced by the Loskop Dam. In addition
of the Loskop scheme, there are 5 smaller schemes within the Loskop agricultural area,
namely:
· The Moosrivier scheme;
· The Hereford Scheme;
· The Olifants River Scheme;
· The Elands River Scheme; and
· The Selons River Scheme.
Collectively, these contribute significantly to commercial agriculture in the area.
ii.
The Ohrigstad scheme
The Ohrigstad Scheme is supplied with irrigation water from the Ohrigstad Dam along the
Ohrigstad River. The total area currently being irrigated is estimated at roughly 4,500
hectares.
Alternatively described, the agricultural activities within the SDM tend to be concentrated
along the following routes:

107
· The entire length of the N11 throughout the District;
· The R573 from Ephraim Mogale to the District boundary;
· The R25 between Dennilton and Groblersdal;
· The minor road linking the R573 and R25 between Groblersdal and Marble Hall;
· The R36 as far North as Branddraai; and
· The Southern section of the R37 as far North as Burgersfort
Tourism
The District hosts the scenic Flag Boshielo Dam area, the adjoining Schuinsdraai Nature
Reserve, Potlake Nature Reserve and the Maleoskop Resort and Conservancy.
Furthermore, the District has recently established the Kamoka Open Africa Route, which
could be linked with the existing African Ivory and Cultural Heartland routes and the planned
Great Limpopo Route.
Currently, an estimated 84 accommodation facilities, offering 2,627 beds are found
throughout the SDM. The tourism sector also employs approximately 962 persons. The table
below sets out the accommodation facilities currently available in the District.
Table 24: Accommodation Facilities in the SDM.
Municipal Area No. of No. of Occupancy Turnover Staff
Facilities Beds rate (%)
Employment
Tubatse 20 1,278 67 47,200,000 432
Elias Motsoaledi 24 577 59 20,200,000 222
Ephraim Mogale 29 677 54 23,000,000 260
Fetakgomo 1 20 n/a 200,000 12
Makhuduthamaga 6 75 62 2,600,000 36
Sekhukhune 81 2,627 62 93 200,000 962
Yet, in spite of existing tourism attractions and facilities, and although tourism has been
identified as one of the major growth sectors in the SDM, the District lacks a major product to
draw a significant volume of holiday tourists to the area. A major draw card could however
firmly place Sekhukhune on established tourist routes to the Blyde River Canyon and Kruger
Park.
Spatial Development Objectives
The following are the development objectives to be achieved as part of the Spatial
Development Framework for the Sekhukhune District Municipality:
· To actively protect, enhance and manage the natural environmental resources in the
municipality in order to ensure a sustainable equilibrium between the mining, tourism
and agricultural industries in the area.

108
· To optimally capitalize on the strategic location of the District by way of strengthening
of internal and external linkages within provincial and regional context.
· To utilized the natural environmental and cultural historic features in the District as
anchors from which to promote ecotourism and conservation.
· To maximally utilize the mining potential in the district by way of the development of
the Dilokong Corridor.
· To promote commercial farming and food production along the Olifants River and
Steelpoort River drainage systems in the District.
· To facilitate small scale and subsistence farming activities throughout the remainder
part of the municipal area.
· To promote industrial/commercial development in the District with specific emphasis
on Agri-processing in the agricultural belt (Groblersdal), and mining/ore-processing in
the mining belt and agricultural belt to one another, and to the other markets of
Gauteng Province along the Moloto Corridor.
· To supplement the District east-west corridor by way of three functional north-south
corridors:
- N11: Agriculture, Commercial
- R583: Institutional, Residential
- R33: Mining
· To ensure equitable access to social infrastructure and to promote Local Economic
Development by way of an evenly distributed range of Multi-Purpose Community
Centres to be established throughout the District.
· To consolidate the urban structure of the district around the highest order centres by
way infill development and densification in Strategic Development Areas.
· To establish a functional hierarchy of towns and settlements in the District based on
the regional function and spatial distribution of these centres.
Strategic Development Areas
The currently dispersed settlement structure of the District has not only resulted in the costly
duplication of essential community services and infrastructure, but has left some
communities without access to these. Hence, proper planning in respect of the placement of
the provision of resources is necessary to bring about an even, equitable, and cost-effective
distribution of essential community services and infrastructure throughout the entire
municipal area.
To achieve this, the SDF proposes the establishment of a functional hierarchy of towns
and settlements, as well as the establishment of a hierarchy of service centres
throughout the entire municipal area by way of Multi-Purpose Community Centre (MPCC)
development. Such an approach to the delivery of community services is aligned with both
Comprehensive Rural Development Strategy, and the DM’s LED strategy which strives to
promote nodal development. Establishing a hierarchy of services centres in the form of
MPCCs holds the following advantages:

109
· Contributes towards urban-rural restructuring and environmental protection by means
of promoting nodal development. Nodal development is conducive to targeted
infrastructure spending, local economic development and corridor development;
· Promotes comprehensive regional development;
· Helps to speed-up infrastructure development and service delivery;
· Reduces the levels of inequality in living standards and access to basic services
between rural and urban areas – ensures that all communities have access to at
least the minimum levels of services as enshrined in the constitution;
· Basic services are provided by government in a financially sustainable manner;
· Provides government with a platform from which to develop energy centres, telecentres
and information technology infrastructure within rural areas;
· Provides a platform for entrepreneurship and small business development (LED);
· Provides guidance for the development and provision of engineering services:
· Indicates where to provide tarred road infrastructure and multi-modal transport
facilities; and
· Helps to determine public transport service points and routes.
In terms of establishing a hierarchy of towns and settlements for the District, the SDF
proposes the following (see Figure 20):
Table 25: Hierarchy of settlements
1 st order Settlements
Provincial Growth District Growth Municipal Growth Points
Points
Points
Marble Hall,
Burgersfort,
Groblersdal
Steelpoort and Jane
Furse
Ga- Nchabeleng
Ga- Nkwana
Maesela-
Mahlabaphooko
Makurwaneng
Masweneng
Sesehu
Elandskraal
Van Der Merves
kraal
Hlogotlou
Mmotwaneng
Monsterlus Town
Phokwane
Tafelkop
Thabaleboto
Orighstad
Mooihoek
Mashibishane
Magakale
Driekop
Ga-kgete
Dipururung
Mochadi
Mogodi
Mohlarekoma
Nebo
Tlame
Primary Nodes
- Burgersfort as the primary mining and industrial node of the District.

110
- Marble Hall as the primary business and agricultural node of the district.
- Groblersdal as the primary business and agricultural node of the district.
Based on a 20km services radius, the above mentioned nodes will be able to service almost
the entire municipal area, if developed to their full potential. A number of settlements will
however still be isolated from the services offered by these nodes, which reinforces the need
for the development of MPCCs throughout the District.
Secondary Nodes
- Steelpoort
- Jane Furse
- Ohristad
These nodes primarily been identified based on their regional accessibility, their central
locations within the two primary economic activity areas, their status as growth points, and
for coinciding with existing or proposed new bulk water distribution infrastructure.
As mentioned, in order to bring about an even, equitable, and cost-effective distribution of
essential community services and infrastructure throughout the entire municipal area, the
SDF also proposes the establishment of a hierarchy of service centres, based on a 10km
services radius (see Figure 6).
Taking into consideration the overall development strategy for the District, which seeks to
consolidate the fragment and dispersed settlement structure, the SDF proposes a phased
development approach. This implies that the Municipality should first develop all the 1 st
Order Priority MPCCs, before moving onto the second and third order ones. The
development order, total number, and spatial location of the proposed services centres, were
determined by taking into consideration the growth points, the population concentration
points, the primary and secondary routes, as well as existing and proposed bulk
infrastructure.
Importantly, to ensure that the Municipality lives up to its Constitutional obligation whilst
striving to consolidate the dispersed settlement structure, the SDF proposes that the
proposed Thusong Service Centres (TSC) should form the focal point of infrastructure
provision within the rural extents of the DM.
The Sekhukhune District is spread over former homeland areas, commercial farms, towns
and semi-urban centres. According to the Limpopo Spatial Rationale Study (2002),
Sekhukhune has roughly 605 settlements which are fairly dispersed. There are a number of
ways of classifying settlement patterns. A particularly useful delineation, however, may be
found in the Integrated Spatial Development Framework, which identifies four dominant
Patterns in the Sekhukhune District.
This includes first order settlements, which encompasses all provincial, district and local
growth points. In addition, second order settlements are those areas with a sizeable

NP 364
M ookgo po ng
NP354
Pol ok wa ne
CBL C3
Mar bl e Hal l
CBD MA 3
NP 355
Lep ell e-N k um pi
CBL C4
Gr ob ler sda l
NP 03A3
Feta kg om o
NP 03A2
Mak hudu tam ag a
C BLC 5
Tub atse
NP 04A1
Dr ake nsber g
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population but that are found outside the primary first order settlements. Third order
settlements are local services points with some potential for future growth. Finally, fourth
order settlements are scattered small settlements with very little potential for growth.
The first order settlements are of particular interest to this IDP. In 1999, the Limpopo Spatial
Rationale identified the following:
Table 26: Growth Points in the Sekhukhune District
Municipality % of people Provincial
residing in growth growth points
points
District
growth points
Municipal
growth points
Tubatse 38% Burgersfort Steelpoort Mecklenburg
Driekop
Ohrigstad
Ephraim Mogale 66% Marble Hall N/A Van Der
Merweskraal
Elandskraal
Elias Motsoaledi 61% Groblersdal N/A Monstelus
Motetema
Fetakgomo 39% N/A N/A Apel
Makhuduthamaga 51% N/A Jane Furse Phokwane
Source: Limpopo Spatial Rationale (1999), reproduced in SDM undated). Integrated Spatial Development
Framework
This is graphically depicted in the map below.
Figure 21 – Growth points in the Sekhukhune District
Mop an i
DC33
Cap rico rn
DC35
CB D C4
Boh labela
DC36
Wat erberg
CBD C3
Sek huk hun e
Clusters
Provincial G rowth Point
District Growth Point
Municipal Grow th Point
Population Concentration Point
Local Services Point

112
Source: Procurement Dynamics (undated). Synthesis report of the research
Stimulating the continued development of these growth points, whilst simultaneously
ensuring balanced sustainable development throughout the District, is likely to be a key
challenge for the municipality in the next few years.
Land Use
Land use within the Sekhukhune District is dominated by subsistence farming. This is
especially true in the Fetakgomo, Makhuduthamaga, Ephraim Mogale and Greater Tubatse
municipal areas.
The second significant land use is the potential conservation areas, especially within the
Elias Motsoaledi and Ephraim Mogale municipal areas. These potential conservation areas
may eventually encompass roughly one third of Elias Motsoaledi and Marble Hall.
The different land use patterns in the Sekhukhune District are captured in the table below.
Table 27: Land use patterns in Sekhukhune
Land use types Area in sq km % of total
Agricultural: Commercial 1,135 7,7
Agricultural: Subsistence 2,683 18,1
Potential conservation 3,484 23,5
Active conservation 463 3,1
Active mining 37 0,2
Other 7,030 47,4
Total 14,832 100
Source: Department of Land Affairs (2006). Land Cover Map. Cited in M Maila (2006), op cit
It is also becoming apparent that land is growing increasingly scarce in the District, within the
urban, rural and semi-rural areas equally. District Municipality and Local Municipalities have
recognized this as a challenge, and have prioritized the issue. This is particularly significant
given the growing importance of agriculture, mining and tourism – all potentially conflicting
land uses – to the Sekhukhune economy.
Land Use Management
An even more complex issue within the District, however, is that of land use management.
The land issue is a potentially difficult one in Sekhukhune, with the District being governed
by a dual system. Under the traditional system, land allocation (and, therefore, land use) is
the prerogative of tribal council – and this system dominates in much of the District’s formal
towns and, to some extent, the adjacent townships.
The traditional system is rendered more complex by the fact that each of the approximately
70 traditional authorities in the area has its own unique land use management system. In
general, however, each traditional authority allocates land to a subject for either residential

113
use or subsistence farming. In addition, subjects would also have unlimited access to
communal grazing system, however, is becoming increasingly difficult to maintain, given the
growing demand for land (for s range of purposes). Furthermore, the traditional land use
management system is unwritten and therefore often subject to interpretation.
In recent years, the boundaries between different traditional authority areas have become
increasingly blurred. This has led, in part, to the lodging of competing land claims in many
parts of the District¹. It has also led to the growth of informal settlement activities within some
traditional authority areas. This is especially prevalent around district growth points like
Burgersfort, Atok and Jane Furse and is undoubtedly a reflection of economic migration
towards potential centres of economic activity.
Recent trends
According to background research done for the District’s 2025 Development Strategy,
Sekhukhune’s developing economic nodes appear to be attracting an increasing number of
people, thereby creating higher population concentrations in certain parts of the District. This
is especially true of the Jane Furse-Phokwane Development node in Makhuduthamaga, as
well as the Bothashoek-Praktiseer area (Tubatse) and the Atok area (Fetakgomo).
In the hinterlands, by contrast, land uses such as conservation appear to be developing
more rapidly. This is particularly the case within the local municipal areas of Ephraim
Mogale, Elias Motsoaledi and Tubatse.
Finally, the central municipal areas of Makhuduthamaga and Fetakgomo are characterized
by mixed land uses of subsistence farming and residential uses.
Land issues may lead to future social tensions
In summary, the land issue is potentially a source of tension in the Sekhukhune area. There
is a latent tension between the traditional (tribal council) and modern (legalized) land use
management systems. There is also a number of competing land claims in the area, which
have not been resolved by the Department of Rural Development and Land Reform
(DRDLR) as yet. Finally, as the Sekhukhune economy boom, there is likely to be competing
land demands by the different economic sectors. If the district population grows in response
to this foreseen economic boom, domestic demand for (commercial and residential) land will
become a competitor in this arena as well.
Land claims in Sekhukhune
The total numbers of 850 land claims, which cover 75% of the land in Sekhukhune, are also
causing major land shortages for the district. Most of these claims are not likely to be
resolved soon as they are on tribal land and need tenure reform rather than restitution. The
Act that will cover tenure reform in South Africa is still a Bill. This means that 75% of the land
in the district will still remain under dispute for the foreseeable future.

114
The nature of number of claims in the district makes development difficult, particularly as we
are faced with competing claims and those lodged by one chief against another. These kinds
of claims have the greatest potential of causing instability amongst communities – and it is a
situation that we as a District Municipality need to monitor carefully. However, it also requires
high-level interventions from other spheres of government.
The modern land use management system, on the contrary, is based on fairly systematic
recording of land use rights. This system compels land developers to develop their individual
land plots within the parameters of a particular zoning scheme. This type of land use
management occurs largely in the formalized towns such as Burgersfort, Ephraim Mogale
and Groblersdal.
Land use management in Sekhukhune, then, is a complex issue that requires interventions
on a number of different fronts. There are currently some measures to address the situation.
The Limpopo Department of Local Government and Housing, for instance, is assisting the
local municipalities with the development and review of Spatial Development Frameworks
(SDFs) which will address some of these problems. In addition, the District is also
conducting land use awareness programme for various stakeholders as well as developing
district wide Land Use Management Schemes. However, much more needs to be done to
resolve the municipality of spatial issues in the district. Once resolved, these will unlock
enormous development potential in Sekhukhune.
3.2.3. Challenges
Land ownership patterns are one of the biggest development challenges facing Sekhukhune.
Without a resolution of this issue, most socio-economic activities in the District will continue
to be thwarted.
The Traditional Leadership and Governance Framework Act 41 of 2003 are in operation and
have been implemented in Limpopo Province. The Act has enabled the MEC for Local
Government and Housing to appoint representatives of the Traditional Leaders in the area of
the jurisdiction of the SDM to participate in the SDM Council as provided for in the Systems
Act.
Land administration remains a bone of contention between the traditional and the municipal
administrations. Land administration needs to be addressed as a matter of urgency for
effective development of rural communities. Our five municipalities remain with a challenge
of land allocation for either residential or development priorities because traditional
leadership are also having the responsibilities of allocating sites to residents. Traditional
leaders allocate sites without engaging the municipalities to ascertain issues relating to
township establishment and land development requirements. Fetakgomo Local Municipality
is the case in point that needs to be addressed to effect development. The District, Local
municipalities and traditional leadership should devise a system of engagement and
cooperation in order to address some of these challenges.

115
The question of service boundaries for Provincial and National spheres of government needs
further attention with a view of alignment of these with municipal boundaries to facilitate
service delivery. A lot still needs to be done for well, proper and coordinated service delivery
in our communities.
More specifically, the key challenges are:
· Uncertainty about the status of land ownership especially with reference to state and
tribal land prohibits future development and investments.
· Unresolved and competing land claims in the area threaten to destabilize future
development.
· Increasing number of Informal settlements and housing backlog as mining and
agriculture activities intensify
· Competing land uses (i.e. mining and agriculture, Commercial, etc.) may cause
spatial, social, environmental and economic constraints in future.
· Lack of environmental management
· Communal land use management
· Sprawled development
· Lack of adequate water to supply all settlements
· Some nodal points like Jane Furse have not yet been planned and proclaimed
thereby limiting the growth potential of the node.
3.3. INSTITUTIONAL DEVELOPMENT AND ORGANISATIONAL
TRANSFORMATION
3.3.1. Powers and Funtions of Sekhukhune District Municipality
• Water
• Sanitation
• Fire fighting
• Local Tourism
• Municipal Airport except for Ephraim Mogale and Elias Motsoaledi
• Municipal Planning
• Municipal Health Services
• Municipal Public Transport
• Markets

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• Municipal Roads for Fetakgomo
• Storm water for Tubatse, Makhuduthamaga and Fetakgomo
• Cemeteries except for Ephraim Mogale and Elias Motsoaledi
• Municipal Abattoirs
• Refuse removal, refuse dumps and solid waste disposal for Fetakgomo
3.3.2. Organizational Structure
EXECUTIVE SUMMARY FOR THE ORGANIZATIONAL STRUCTURE: 2013/2014 -2015/2016
The proposed organisational structure is made of 1122 posts from 1080 posts. There is an
increase of 42 posts from 1080. There are 789 funded posts available. There are a total of
342 vacant posts in the proposed organisational structure of which nine (9) are funded. The
remaining 329 posts will be funded during the financial year 2013/2014 based on their
strategic functioning and availability of funds. The remainder of the vacant post will be
funded in the ensuing Integrated Development Plan cycle.
The major focus of the proposed organizational structure is the strengthening of Budget and
Treasury, Community Services and Infrastructure & Water Services. In Budget and Treasury
the focus is mainly on billing. The intention of the municipality is to take over billing from local
municipalities and general financial management with special attention to improving internal
controls. In Community Services there are two issues that require attention, mainly
compliance and capacity enhancement. A new division responsible for disaster management
is proposed to ensure segregation of duties between disaster management and emergency
services. In addition more staff is required in emergency services to address acute shortage
of staff and address compliance issues.
The provision of reliable water services depends on the capacity of infrastructure and water
services. To ensure that requisite capacity is available, additional post of pump operators
and plump operators are suggested. This number of pump operators will address the
shortage of man power which is currently provided by volunteers.
Furthermore the draft organisational structure suggests the relocation of Fleet and Facilities
from Budget and Treasury to Corporate Services. In addition Payroll is suggested to be
relocated from Corporate Services to Budget and Treasury.
Below is the elaborate for additional posts per department:
1. OFFICE OF THE SPEAKER
There is no new position proposed.
2. MUNICIPAL MANAGER `S OFFICE

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There are 3 new proposed posts:
· The post of Manager is proposed to deal with organizational performance and
performance of the Executive Management.
· The post of Senior Internal Officer is proposed to deal with IT and regulatory audit.
· The additional post of Internal Auditor is proposed to enhance the capacity of the
internal audit unit to handle their functions accurately.
3. OFFICE OF THE EXECUTIVE MAYOR
There are 16 new positions proposed:
· The post of Manager is proposed to deal with customer care. The rationale for the
proposal is that issues on query management have been elevated.
· The post of Marketing Officer is proposed to handle the marketing functions which
were previously located in the department of planning and Economic Development.
· The position of Website Development is proposed to ensure that website is properly
managed. The function of website administration was moved from corporate services
office to the Executive Mayor’s Office.
· The post of photographer is proposed to provide expertise in the production of
newsletters.
· The post of Communication Officer is abolished and replaced by the post of the
Marketing Officer.
· The post of the Head of Security is proposed to provide for the security details of the
Executive Mayor.
· The post of Policy and IGR is proposed to deal with the Policy and IGR conditions.
These areas did not have a dictated unit to handle.
· The additional nine posts of call centre operators are proposed to provide for 24 hour
services in line with requirements of the function.
· The new post of Call Centre Officer is proposed to control room.
4. CORPORATE SERVICES
There are 12 new post proposed:
· The post of OD Officer is proposed to have the required capacity to deal with the job
evaluation function. The process of evaluating jobs is quiet demanding and requires
dedicated personnel. As the district we are going to handle job evaluation for all the
five local municipalities.
· The function of individual PMS is relocating from Corporate Services to Planning and
Economic Development.
· The additional post of Labour Relations Officer is proposed to complement the unit.
Currently there are two Officers and there is an official seconded to help in the
division.

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· The post of IT Technician is proposed to capacitate the division. There is a project to
extend the IT Infrastructure to all the regional offices and depots and this will require
additional hands.
· The post of Training Officer is proposed to help in dealing with some of the neglected
functions of training namely, assessment of the impact of training interventions.
· The additional post of EAP Officer is proposed to increase the capacity of the Unit to
assist dealing with the welfare of the employees. Currently there is one EAP Officer
and she is not coping with the demands of the organization.
· The post of OHS clerk is proposed to ensure that compliance with OHS is met.
Currently there is no OHS Clerk who must attend to all OHS requirements in all the
work stations.
· The post of Senior Facility Officer, Fleet Officer, two Facility Clerks are proposed to
augment the section. Furthermore two posts of general workers are proposed to help
the handyman to deal with maintenance work.
5. COMMUNITY SERVICES
There are 33 new post proposed:
· The two posts of Disaster Officers are proposed to ensure that disaster management
is undertaken in all the five (5) Local Municipalities.
· The post of Principal is proposed to ensure that there is accountability on the part of
the training academy.
· The post of the Chief Fire Inspector is proposed to comply with the fire act and also
to deal with the demands of the farming community and rapid industrialisation in the
distinct.
· The eight additional posts of Leading Fire Fighters are proposed to create optimum
shifts.
· The eight additional posts of Senior Fire Fighters are proposed to create optimum
shifts.
· The eight additional post of Fire Fighters are proposed to create optimum shifts
6. INFRASTRUCTURE AND WATER SERVICES
There are 243 new proposed posts. The majority of the posts are pump operators
and plant Operators. Special focus is also paid to enforcement of municipal
regulations, thus a creation of a post to administer water authority issues.
· The post of Deputy Director Water Authority is proposed, 2 Secretaries for
administration of the two deputy directors.
· The Division Regulation and Governance is proposed to be under the Water
Authority Sub-department, 1Manager, 2Monitoring and Evaluation Officer,
furthermore the division of Strategic Planning is suggested with newly created
positions of 2 Technicians.
· The PMU division proposed 1 Senior Project Manager and 1 Data Capturer.

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· The Water Provider sub-department under Bulk Operations division suggested 8
positions that are dependent on section 78 process.
· The Reticulation and Sanitation Division suggested 3 Artisan Plumbers, 3 General
Worker and 5 Admin clerk for administration of the Regional offices.
· The 167 new posts of pump operators are proposed to ensure that there is a reliable
water provision. Currently the function is performed by volunteers and this proposal is
aimed at dealing with issues of volunteers to create sustainability
· The 46 new posts of plant operators are proposed to enhance the capacity of the
municipality to provide continuous operation of water treatment works and
wastewater treatment works.
· The Scientific Services suggested 1 Lab Technician and 1 Lab Assistant
· The Electro Mechanical Division suggested 1 Admin Clerk for administration
purpose.
7. PLANNING AND ECONOMIC DEVELOPMENT
There are 3 proposed new positions:
· There is a new division named IDP and PMS, therefore a Manager and 1 IDP Officer
post are proposed. The migrating function of PMS from Corporate services will be
performed in this division.
· The post of LED officer is proposed to deal with tourism.
8. BUDGET AND TREASURY
There are 38 proposed new posts:
· The two additional posts of Accountants are proposed, one Accountant will deal with
AFS and reporting.
· The additional post of billing clerk is proposed to provide an additional capacity
· The two additional posts of Credit Control Clerk are proposed to increase capacity to
cope with the demands
· The post of Indigent Clerk is proposed to enhance the capacity became the port
· The two additional post of Data Capturers are proposed to capture information from
meter readers
· The post of Chief Meter Reader is proposed to enhance capacity for implementation
of water services, particularly billing.
· The twenty new post of meter readers are proposed to ensure that the takeover of
billing function from local municipalities is properly handled and also the extension of
billing to new areas are explored.
· The additional post of Cashier is proposed to increase capacity.
· The new post of Accounting Clerk is proposed to deal with filing of all vat returns,
reconciliations and invoice files and preparation of audit files for all account balances
within the trial Balance.

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· The additional post of Senior Procurement Officer is proposed to deal with demand
and performance Management.
· The additional post of Asset Officer is proposed to assist with the reconciliation of
stock counts and asset register.
· The five new post of Stores Clerks are proposed to assist the regional Offices
Below is the top structure of the district and the complete structure can be viewed in
Annexure B

121
COUNCIL
EXECUTIVE MAYOR OFFICE OF THE SPEAKER OFFICE OF THE CHIEF WHIP

122
OFFICE OF THE MUNICIPAL MANAGER
PURPOSE : To provide strategic administrative support to the council
and ensure legislative compliant environment.
FUNCTIONS:
1.Monitor effectiveness of service delivery departments.
1.1 Community services.
1.2 Infrastructure and water services.
1.3 Planning and economic development.
2.Monitor effectiveness of support departments.
2.1 Executive mayor's office
2.2 Corporate services
2.3 Budget and treasury
1x Municipal Manager
1x Chief Operations Officer
1x Personal Assistant
1x Secretary
INTERNAL AUDIT
Purpose: To provide an independant,
objective assurance and consulting
activity designed to add value and
improve an organisation controls, risk
management and governance processes.
Functions:
1. Regularity audits.
2. Performance audits.
3.Information systems /IT audits.
4.Investigation and adhok.
1x Chief Audit Executive
2x Senior Internal Auditor (1 new)
4x Internal Auditor (1new)
RISK MANAGEMENT
Purpose: To manage the risk
management function in line with
corporate management strategy.
Functions:
1. Risk assesment.
2.Risk financing.
3.Anti fraud & corruptions.
4.Complaince management.
5.Risk control.
1x Chief Risk Officer
2x Senior Risk Officer
2x Risk Officer
PERFORMANCE MANAGEMENT
Purpose: To coordinate PMS for section
56 employees.
Functions:
1. Facilitate employment contracts and
performance agreement.
2.Coordinate quartely, mid year and
annual reviews.
3.Liase with sector departments for
statutory reporting requirements.
1x Manager (new)
Executive
Mayor's
Office
Corporate
Services
Community
Services
Infrastructure
& Water
Services
Planning &
Economic
Development
Budget &
Treasury

123
3.3.3. Human Resources Management (HRM)
Introduction
The role of the Human Resources Administration deals mainly with management of human
resources. This refers to recruitment (talent attraction), staff retention, terminations, leave
administration, payroll, implementation of Employment Equity Act 55 of 1998, and human
resource policy development and implementation.
The function of Human Resource Administration is informed by the following statutory and
legal framework:
· Public Services Act, 1994
· Employment Equity Act, 1998
· Basic Conditions of Employment, 1997
· Municipal Systems Act, 2000
· Municipal Systems Amendment Act, 2011
Status Quo
Recruitment: currently all essential and critical posts at senior management level are filled
e.g. Municipal Manager and Director of Infrastructure and Water Services. The main
challenge facing the Division in recruitment is that appropriate candidates in certain rare
skills are difficult to find in the market, especially during selection process (interviews).
Staff retention/terminations: there are turnover/resignations in the SDM which is less than
11%. The staff retention strategy needs to be implemented more effectively. The strategy
cannot solve all the reasons for resignations, which means it is limited. However the strategy
would be reviewed so that it becomes effective tool to deal with the challenges of the work
environment. The turnover and absenteeism are used to monitor the quality of work life in
the workplace.
Leave administration: all types of leave administrations are currently running well. The
systems used are ESS (electronic) and manual administration. Handicaps include
managers/directors not approving leave requests on time. On average, the total work force
takes less than 17% of leaves monthly. Hence the leave management is still controllable in
the context of people management.
Payroll: payroll is also running well on average. Some of the administrative challenges facing
the Division includes: overtime and travel claims that reach payroll section very late and the
understaffing in the Unit. However with regard to overtime and travel claims, a decision is
taken than all claims should reach the Corporate Services Department on or before the 3 of
every month as an internal control measure.

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Employment Equity: the Division successfully submits employment equity report annually on
the first of October. Generally the area is running well because of 3 year cycle of
Employment Equity Plan which will expire 30 June 2014. The implementation of EE targets
are done together with the Department of Labour. The main challenge is to factor in women
in top and senior management.
Human resource policy development and implementation: currently being implemented well.
However, challenges identified are dealt adequately in the Policy review which is currently
unfolding.
Challenges to be addressed by the HRA Unit
- Shortage of competent personnel
- Staff turnover
- Non-compliance on leave administration
- Payment of penalties from third parties
- Non-compliance to employment Equity Plan
- Non-compliance to HR policies
3.3.4. Human Resources Development (HRD)
Introduction
The Human Resources Development division is comprised of a manager and two training
officers.
Status Quo: Human Resource Development
The division manages issues relating to workplace skills planning and facilitates skills
development for the community through a variety of interventions such as Internships and
learnership. The division also manages the Bursary Scheme of the Council of Sekhukhune
District Municipality.
Skills needs within the municipal council
The inception of Local Government sphere has de-facto opened a life-long unnoticed
challenge of capacity among the public service and municipal employees. The passing of the
Skills Development Act no.97 of 1998 is aimed at capacitating the above mentioned
employees through training in order to redress legacies of the past.
The Sekhukhune District Municipality develops the Workplace Skills Plan annually in
consultation with its employees and councillors to analyse the skills needs. This exercise is

125
done in the form of a questionnaire that is distributed among the stakeholders. The following
are the critical skills among the staff members:
‣ Engineering
‣ IT
‣ Legal
‣ Municipal Finance
The councillors need capacity building in the fields that are much related to areas of
oversight responsibility. Those areas or fields are the following:
‣ Supply Chain Management
‣ Executive Leadership Management
‣ Human Resource Management in Local Government
‣ Labour Relations
‣ Project Management
These needs are consolidated and form part of the WSP that should be approved by council.
They are then submitted to LGSETA that will assist in training to address the scarce skills
challenge.
Challenges to be addressed by the Human Resource Development
· Development of a credible workplace skills plan to guide training in the District.
· Development of a skills development programme for unemployed members of the
community.
In terms of the Systems Act of 2000 as amended sec 68 states that (1) a Municipality must
develop its human resource capacity to a level that enables it to perform its functions and
exercise its powers in an economical, effective, efficient and accountable way, and for this
purpose must comply with the Skills Development Act, 1998 (Act No.81 of 1998), and Skills
Development Levies Act (Act No. 28 of 1999).
3.3.5. Employee Assistance Programme (EAP)
Introduction
The main purpose of EAP is to assist employees with personal and work related problems.
The aim thereof is to enhance performance as well as production of employees. The focus is
also on reactive and proactive wellness programs. Reactive wellness programs focuses on
existing problems of employees. Proactive wellness programs are preventative programs
that prevent problems from occurring in future.

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The main purpose of Occupational Health and Safety (OHS) is to facilitate management of
physical health of employees as affected by working conditions and to monitor municipal
service areas. This will ensure that employees work in a healthy and safe environment.
Status Quo
Employee wellness
Currently under the reactive program the Unit is focusing on the following:
· Marital problems
· Family conflicts
· Bereavement support
· Divorce
· Stress
· Depression
· Mental Health
· Substance abuse program. Measures include rehabilitation of employees and
reintegration into family and workplace environment.
· Financial wellness
Currently under the proactive program the Unit is focusing on the following:
• Stress and trauma management program (especially emergency workers). Measures
such as debriefing and stress and trauma group counseling. Individual cases of nonemergency
workers are also included.
• Substance abuse program (include alcohol). Measures include awareness programs.
• Wellness awareness programmes such as substance abuse, illnesses such as
HIV/AIDS, TB, Cancer, etc. The awareness is conducted based on the statistics in
the institution of certain illness, e.g. HIV/Aids.
• Sports activities (bi-weekly)
• Fun Walk (bi-monthly)
• Wellness Day (exercising, HIV/AIDS testing, screening of illnesses etc.)
Challenges facing the unit
• Insufficient staff to work on EAP services
• Inadequate Skills (Counseling skills)
• Insufficient budget
3.3.6. Occupational Health & Safety
OHS deals with the identification and investigations of injuries on duty and facilitation of
compensation, medical surveillance/checkups, buildings inspections and audit, risk
assessment (planned task observations), provision of personal protective equipment as
well as health and safety awareness programmes.

127
Hiccups faced by the unit are lack of personnel and budget constraints.
Challenges to be addressed by the EAP Unit
· Performance and productive problems caused by personal and work related
problems.
· Unhealthy workforce
· Unhealthy and unsafe work environment.
3.3.7. Information and Communication Technology (ICT)
Introduction
The ICT Unit strives to be the back-bone and business driver of the Sekhukhune District
Municipality by providing and enhancing a virtual interactive organization where Information
and Communication Technology are utilized to provide services to our communities.
Status Quo
JULY 2012/2013
A) HARDWARE
i) Out of 170 desktops eighty (80) desktops were identified as being redundant
of which 16 were replaced during the 2 nd Quarter of 2012/2013 financial year.
ii) Out of 88 laptops 21 laptops were identified as being redundant of which 12
were replaced during the 2 nd Quarter of the 2012/2013 financial year.
iii) Out of 6 file servers 2 file servers need to be replaced asap.
B) SOFTWARE LICENSES
i) Microsoft, MunAdmin, VIP, BCX, Collaborator and MunSoft licences are paid
up to date.
ii) License schedule was developed for 2012/2013 and paid up to date by the
end of the 2 nd Quarter.
C) SYSTEM MAINTENANCE
i) Seven (7) systems are monitored and maintained.
ii) User account revision schedule is developed and in place. E-Venus & VIP
User accounts were revised in June 2012 and are up for review in May 2013.
iii) System reports developed quarterly and service providers monitored.
iv) Patch Management and Change Management Procedures developed and
needs to be revised.
D) SECURITY UPGRADE OF SERVER ROOMS

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i) Security gates were installed during 2 nd Quarter of 2012/2013.
ii) Access registers are in place.
iii) Air conditioners and environmental controls in the server rooms need to be
fixed and/or upgraded.
iv) Risk Management in process to acquire security cameras.
E) TELEPHONE AND NETWORK INFRASTRUCURE
i) VOIP network is in place in Groblersdal alone.
ii) Of 29 sites there are only 9 sites included on the network (33% achievement).
The project plan received from Telkom contains details of covering the 19
Water Services depots and regional offices to provide to them access to all
ICT systems the Sekhukhune District Municipality is using.
F) BUSINESS CONTINUITY
i) Back-up Policy and Procedures in place but need to be revised and aligned to
systems.
ii) Back-ups are still done manually.
iii) Monthly back-up reports, logs and registers in place.
G) WIRELESS
i) 90% of network is available at all times and downtimes kept under an hour.
ii) Monthly and Quarterly reports are in place.
iii) Network Monitoring Report Developed.
iv) Voortrekker offices not included on the network.
H) ICT AUDIT
i) 64% of AG Queries attended to.
ii) KPMG Audit Queries were responded to.
I) RISK MANAGEMENT
i) ICT Risk Register Revised and in place.
J) ICT POLICY COMPLIANCE
i) ICT Policy compliance report in place.
K) ICT STEERING COMMITTEE
i) ICT Steering Committee in place and 1 meeting already held in 2 nd Quarter.
L) ICT SHARED SERVICES
i) ICT Shared Services meeting scheduled to take place in 3 rd Quarter of
2012/2013.
Challenges to be addressed by the ICT Unit

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1. Sekhukhune District Municipality is a vast area and many residents still do not
have access to basic ICT functions like e-mails and internet. To bridge the digital
divide and empower the Sekhukhune Community, the ICT Unit needs to
investigate and research on ways and means to improve this situation.
2. There are a number of systems utilized for various reasons in the Sekhukhune
District Municipality. Some of these systems do not fully integrate with each
other which are either causing loopholes or duplication of efforts. Sekhukhune
District Municipality is therefore operating on a flat file system and systems are
disintegrated.
3. Various risks were identified by the Risk Unit i.e. Security Risks in the safe
guarding of SDM information. These risks need to be revised and addressed as
soon as possible.
4. The ICT Unit received quite a number of both Internal and External Audit Queries
which should be resolved to ensure proper ICT Governance is applied.
5. The Sekhukhune District Municipality still didn’t adopt a proper ICT Framework.
The ICT Framework will provide guidance for a 5 year ICT Strategy.
6. The current ICT Disaster Recovery document is developed, but the infrastructure
to execute the Plan is not in place. The back-ups are still being done manually
and this process needs to be automated to increase reliability. Over and above
that, the ICT Unit need to also secure the testing environment where back-ups,
patches, upgrades and system changes can be tested before it is rolled out into
the live environment.
7. As stated in the Status Quo, there is quite a number of redundant hardware that
needs to be replaced. Appointing a service provider for the provision and
maintenance of hardware will speed up the turn-around time on ICT services.
8. A proper ICT Strategy together with a proper Procurement Plan is needed to
ensure that projects can be completed.
9. The current staff compliment does not do justice to support the end users.
Industry standards stipulate that 1 technician should serve 30 end users in a
complex ICT environment and the ratio should be 1 to 50 in a normal/noncomplex
environment.
10. ICT expenditure is duplicated throughout the Sekhukhune District Municipality
since each municipality is functioning on their own. Shared Services in the
District needs to be revised with the proper guidance and support from
COGHSTA.
3.3.8. Auxiliary Services (AS)
Introduction
Auxiliary Services is one of the eight Corporate Services Department in Sekhukhune District
Municipality (SDM); the main purpose of Auxiliary Services is ensure that safe storage of
records, easy retrieval of records whenever the need arises, filing of records, archiving of

130
information, record disposal, messenger services, and providing for photocopying and
printing services.
Status Quo
The Current status of Registry Services Unit in SDM is that it is located at the Old Mutual
Building with one store room at PIU and Budget & Treasury .Auxiliary services in SDM deals
with the following. :
• 4000Tender documents
• 1050 Personnel files
• 1500 Voucher files(Budget & Treasury)
• 500 Documents are archived
• 420 documents ready for disposal
• Project Files in PIU
• Approximately 2000 documents posted monthly through Frankling Machine
The unit is also responsible for printing and photocopying, as well as providing messenger
services.
Some of the handicaps facing the Unit are:
· Insufficient staff especially for messenger services
· Insufficient office space to store records
Challenges to be addressed by the AS Unit
- Loss of records in the municipality
- Irretraceable records
- Need for production of hard-copies of documents for Councillors
3.3.9. Legal Services
Introduction
The Legal Services Unit currently comprises of two Legal Officials responsible for Legal
administration issues.
Status Quo Legal Services Unit
The division deals with litigation (17 court matters resolved), by-laws (two by laws has
already been gazette) and legislative review updates 4 legislative review reports produced).
The Municipality faces a large variety of legal issues. In order to cope with such issues, the
institution has established a Panel of Attorneys for duration of two years which assists in
effectively and efficiently resolving legal matters in order to resolve same. We have also a

131
query register in place. The legal Services Unit also assists the institution with debt
collection.
Challenges to be addressed by the Legal Services Unit
In terms of the Systems Act of 2000 as amended sec 75 states that a Municipal Council
must adopt by-laws to effect to the implementation and enforcement of its tariff policy,
subsection (2) of the same Act. By laws in terms of subsection (1) may differentiate between
different categories of cases, debtors, service providers, service standards and geographical
areas as long as such differentiation does not amount to unfair discrimination.
The Legal Services Unit encounters challenges:
· Procedure manual in place does not reflect the actual processes for performing the
duties.
· inadequate consultation by various departments ,consultation not done timeously
within the institution which leads to unnecessary litigations and
· verbal requests to attend to legal queries
· No timeous notification on debt collection matters
· Unavailability of records relating to debt collection
· Internal departments not providing documentation proving that the public was
consulted, which makes it difficult for the Legal Services Unit to provide documentary
evidence to the MEC for Local Government and Housing in order to gazette same.
3.3.10. Labour Relations
Introduction
Labour Relations Division is governed by different legislations i.e. Labour
Relations Act 66 of 1995, South African Local Government Bargaining Council
Main Collective Agreement, SDM Labour Relations Strategy approved by
Council on 21 June 2012, Basic Conditions of Employment Act, Employment
Equity Act etc.
The role of Labour Relations Division is to ensure labour peace within the Municipality
through Local Labour Forum and other forums and to investigate alleged misconduct and
grievances.
Status Quo
Currently SDM has good relationship with organised labour. Local Labour Forum is in place.
The forum has been established in terms of the Main Collective Agreement in order to deal
with matters of mutual interest. LLF meets monthly and regular reports are sent to SALGA.
District Labour Relations Practitioners Forum was established to address labour related

132
challenges within the district. The forum meets bi monthly to deal with labour related issues.
The Labour Relations Strategy approved by Council on 21 June 2012 and outlines how
management and organised should engage going forward. The strategy gives rights to
organised labour as per the legislations agreed upon in the SALGBC.
Labour Relations Publication is issued quarterly to consciountize employees with current and
burning issues in labour relation. Since 2009/2010 financial year 10 articles have been
issued.
Operational handicaps against the division are:
· Shortage of skilled personnel
· Managers reluctant to deal with labour related matters
Challenges to be addressed by the Labour Relations Division
• Industrial actions (Strikes)
• Labour disputes
• Employee Misconduct
• Employee grievances
Labour Relations Strategy
The Labour Relations Strategy aims to maintain relationships between the
employer and its employees. It deals with issues such as the following:
• Discipline
• Misconduct
• Grievances
• Collective bargaining
• Strikes
• Picketing
• Management of labour relationship
• Conflict resolution
• Dispute Resolution
3.3.11. Organizational Development (OD)
Introduction
The OD division exists in order to improve the organization’s empowerment, learning,
problem solving processes through an on-going collaborative management of organizational
culture, with special emphasis on the culture of the intact work teams and other team
configurations utilizing consultant facilitator role, theory and technology of applied

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behavioural science including action research. In summary, the division deals with
addressing transformation issues.
Status Quo
The organizational structure was approved by council in 2011/12 financial year. There were
some major changes, the merging of the then Administration and Human Resources
department to Corporate Services. The municipality has currently piloted the high level
structure on the separation of powers between the executive and legislature. The placement
committee and the Dispute Resolution were established to deal with confirmations and
disputes concerning placement.
74 positions were affected by placement, 4 had major changes and 89 employees were
declared in excess but currently the number of excess employees is reduced to 43.The 4
major challenges were issues of productivity and competency.
Currently we are proposing for migration of fleet and facility function from Budget & Treasury
to Corporate Services.
The municipality was embarking on business process reengineering with the SP as a result it
did not yield the desired results so the mayoral committee took the resolution to check
whether the service can be terminated , currently the contract manager is busy trying to get
the legal opinion regarding the matter.
The OD Division is busy reviewing the organizational structure and business processes for
2013/14 financial year equally we are going to design forms for efficiency and effectiveness
of services.
Challenges to be addressed by the OD Unit
· Restructuring of the organization
· Demotivated employees / no productivity.
· No process chart for various functions are in place
· Continuous diagnoses of respective departments
· Unequal pay/rewards given to equal work
3.3.12. Status Quo on High Level Delivery Areas in 2012/2013
Key high level delivery
areas
Management of corporate
services
Detailed activities Status quo 2012/2013
Management of human
resource administration
· Human resource
administration and
76 bursaries were awarded
44 experiential learners
accommodated

134
benefits
· Facilitate recruitment
and selection
· Coordinate policy
development
Manage organisational
development
· Process improvement
· Organisational
development services
· Facilitate
development of job
descriptions
· Conduct job
evaluation
Manage labour relations
Manage auxiliary services
· Render records
management
· Manage fleet and
facilities
Manage information and
communication technology
· Provide information
and communication
technology
· Monitor performance
of ICT infrastructure
· Monitor network
performance
Manage human resource
development
· Compilation and
implementation of
Workplace Skills
Development Plan
· Coordinate training
activities
· Render human
resource
development
Manage employee wellness
services
· Facilitate Employee
36 interns accommodated
46 learnership facilitated
178 employees on
Recognition of Prior Learning
educational programme
288 safety inspections and
corrective measures
undertaken
66 safety awareness
campaigns conducted
28 employee wellness
campaigns conducted
50% of HR Plan
implemented
30 policies and procedures
developed
Employee retention strategy
in place
Employment Equity Plan in
place
64 ICT backups done
7 ICT maintenance reviews
done
9 sites included in the ICT
network
100% of legal cases
attended
4 legislative review updates
done
File plan in place
920 files archived
10% of personnel files
audited and updated

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Performance management
Assistance
Programmes
· Effective and efficient
management of
workplace hazards
Manage legal services
· Provide legal advice
to council and
administration
· Provide executive
support
Performance Planning
· SDBIP (Service
Delivery and budget
implementation plan)
· Employment
contracts and
Performance
agreements
Performance Implementation
· Section 56 updates to
COGHSTA
· Revised SDBIP
Monthly reporting
· Performance
management forums
Performance Review
· Annual report
· Monthly, quarterly
and annual
performance reports
· Performance
Lekgotla
· Performance
Appraisals
2012/2013 SDBIP developed
2012/2013 Employment
contracts for all section 56
Managers and performance
agreements concluded
Monthly section 56 updates
to COGHSTA done
Performance Monthly
reporting for 2013/2013 done
Annual report for 2011/2012
compiled and submitted to
council
Performance Lekgotla for all
four quarters conducted
Performance appraisals for
2011/2012 done

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3.4. BASIC SERVICE DELIVERY AND INFRASTRUCTURE
DEVELOPMENT
Introduction
The information on analysis of basic service delivery was taken from variety of
sources including: Statistics SA, communities within the SDM (through
community consultation), internal departmental inputs, and other spheres of
government.
3.4.1. Water
Introduction
Sekhukhune District Municipality is both a Water Service Authority (WSA) and Water Service
Provider (WSP). Its 605 villages are supplied with water from 43 schemes and sub-schemes.
Water scarcity is an issue of major concern in the district; however, ordinary residence often
feels these stresses particularly acutely during low rainfall.
The delivery of water in the District remains a challenge; however, in the first five years of
the SDM’s existence. The total number of households without access to clean water has
dropped from 35, 9% o 17, and 5%. The overall reduction in the number of households
receiving water below prescribed minimum standard is 42%. The number of households who
receive water at minimum standards of service and above has increased by an impressive
52.3%. There are 4% of those who pay rent particularly in Urban Households.
The tables below outlines the water services situation found in the Sekhukhune households,
schools and clinics. The image generated is that the District experiences more below RDP
standards services than they do above RDP standards services.
The District is faced with a mammoth responsibility of providing water and sanitation to many
villages that depended on boreholes and rivers for the past years. Many of these boreholes
have dried up while river water is not good for human consumption.
Status Quo
Table 28: Domestic water services with infrastructure at or above RDP levels
SDM EPHMLM EMLM MLM FLM GTM
Total Number of hh 233067.59 28857 52936 58991 20731 61552
(Dec. ’08)
Total number of hh 149902.00 26677 31260 29663 18035 44267
served
Percentage HH 67% 92% 59% 50% 87% 71%
Served

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Source: Technical Services SDM
The situation is no less bleak for schools and clinics within Sekhukhune. This obviously has
significant repercussions in social terms, and may lead to an unnecessary number of
illnesses in school children. There are still schools in Sekhukhune (31%) that receive below
RDP standards water services as can be seen in the table below.
Table 29: Water Services in Schools
Above RDP Below RDP Total Schools % Above RDP % Below RDP
402 335 737 55% 45%
Source: SDM/DWAE Nis
Similarly, all of Sekhukhune registered clinics receive services above RDP standards as
confirmed with DWAE.
Table 30: Water Services in Clinics
Above RDP Below RDP Total Schools % Above RDP % Below RDP
24 41 65 37% 63%
Source: SDM/DWAE Nis
Table 31: Sekhukhune Households that pay for water
Percentage
No, free from government 56,2
Yes, for usage 18,1
No, but not free from Government 14,1
Yes, household pays a fixed monthly amount 7,5
Do not know 4
Total 100
Source: DoA and FIVIMS (2007a) – Poor quality dwellings can help to identify pockets of food insecurities
In addition to domestic water consumption, the mining and agricultural sectors also consume
substantial amount of water in Sekhukhune.
District Initiatives
The Sekhukhune District has prepared a Water Services Development Plan (WSDP) that
was adopted in 2005 and updated annually. The WSDP is currently being implemented and
will be reviewed on yearly basis. The District has also finalized its section 78 process and is
presently implementing the outcomes of that exercise. The establishment of Water Service
Department and the transfer of DWAE staff to the District have been completed.
The raising of Flag Boshielo Dam by five meters has been completed by DWAE. Funds have
been allocated to construct a new dam (De Hoop Dam) to increase the District’s capacity to
provide water to its communities. These two dams will improve the state of water provision in

138
the District and these will eventually tourism and other development opportunities in the
area.
The District has developed a Community Water Supplies Master Plan. This enables the
District and its implementing agents to achieve its WSDP objectives. The intention is also to
investigate alternative technical options for supplying specific areas with water, and to
ensure coordination and implementation of water supply infrastructure. Early findings of
these studies reveal that groundwater is a major water resource for most Sekhukhune
households – and will continue to do so in the future. 92% of households in Tubatse, 87% in
Fetakgomo and 16% in Ephraim Mogale are solely reliant on groundwater. The following
water sources are found in SDM:
· Ground water
· Wells
· Rivers
· Pools
· Dams e.g. Flag Boshielo, etc.
Free Basic Water
Most Sekhukhune households can be defined as poor indigent-where the total income is
below R1, 500 per month. At present, approximately 79% of the households in Sekhukhune
fall into this category. These are the households to which Free Basic Water (FBW) must be
supplied and to whom the Equitable Share subsidy applies.
Water Backlog
Table 32: Water Backlog A
Municipality Households Backlog % Backlog
Fetakgomo 29 570 16 263 56%
Ephraim Mogale 32 304 16 576 62%
Greater Tubatse 66 611 13 759 43%
Makhuduthamaga 56 642 32 899 64%
Elias Motsoaledi 52 263 25 586 64%
Total / District 237 390 105 083 57%
Source: STATS SA – 2007 Community Survey
There is a slight difference between the STATSSA information on water backlog above and
the WSDP information in Table 54 below. Therefore, it is the responsibility of the Water
Services authority to contact a verification process to test the accuracy of the information.
The huge backlog indicated above shows it is unlikely that the SDM will meet the national
targets.
Table 33: Water Backlog B

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Municipality Households Backlog % Backlog
Fetakgomo 29 570 14 190 56%
Ephraim Mogale 32 304 11474 62%
Greater Tubatse 66 611 21 529 43%
Makhuduthamaga 56 642 32 899 64%
Elias Motsoaledi 52 263 22494 64%
Total / District 237 390 102 586 57%
Source: SDM (2009) – Water Services Development Plan
Access to piped water
At least 25% of the households in Sekhukhune District Municipality do not have access to
piped water which represents 65 530 households. 75% of the households in the district do
have access to piped water in the yard or through communal tap which represents 198 272
households in the district. The majority of households who do not have access to piped
water are found in Elias Motsoaledi and Greater Tubatse as well as Makhuduthamaga. This
means that the municipality must progressively focus delivery of water infrastructure in the
three municipalities where possible.
Table 34: Access to piped water
Access to piped water inside
dwelling/yard
Access to piped water on
communal stand
No access to piped water
1996 2001 2011 1996 2001 2011 1996 2001 2011
Ephraim Mogale 7 909 9 980 22 759 4 257 6 063 4 343 7 385 8 146 5 181
Elias Motsoaledi 10 510 12 562 28 295 13 205 14 176 11 901 18 449 18 741 20 056
Makhuduthamaga 8 081 5 701 20 817 14 023 18 510 26 984 27 400 28 767 17 416
Fetakgomo 2 193 2 362 8 154 8 336 8 700 12 059 6 722 7 822 2 638
Greater Tubatse 5 073 9 176 25 847 17 639 24 188 37 113 19 389 20 393 20 239
Sekhukhune 33 766 39 779 105 872 57 460 71 636 92 400 79 345 83 870 65 530
Source: Census (2011)

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SDM WARD COMMITTEES 2013-2014
Figure 22: Water supply energy source
Energy source water supply
It appears from the figure above that there are many villages that are using electric motors
as energy source for water supply (375 villages). Most of the villages are found in
Makhuduthamaga Local Municipality (117); followed by Greater Tubatse (109); Elias
Motsoaledi (64); Fetakgomo (45) and Ephraim Mogale (40).
There are also villages that are still using Diesel Engines as the energy source of water
supply. The highest number is recorded in Greater Tubatse Local Municipality (69);
Makhuduthamaga (32); Fetakgomo (19); Elias Motsoaledi (19); and finally Ephraim Mogale
(3).
This means there are 375 electric motors compared to 136 diesel engines in the district as
indicated. The Implication is that with regard to operations and maintenance programme,
Sekhukhune District Municipality should make provision for more spare parts to service
electric motors whilst stabilising in areas where there are diesel engines. There is a therefore
a need to gradually move towards providing more electric motors as a long term strategy.
Many villages no longer prefer diesel engines as it is difficult to maintain.
Figure 23: Frequency of water supply by village

141
SDM Ward Committees 2013-2014
At least 41% (86) of the villages in the district reported that there is no water supply in their
area and are found in Greater Tubatse Local Municipality. This is followed by 29% (61) of
the villages that are located in Elias Motsoaledi Local Municipality; 15 %( 32) in
Makhuduthamaga Local Municipality; 11 %( 22) in Fetakgomo Local Municipality and finally
4% (9) are found in Ephraim Mogale Local Municipality. These villages recorded that there is
no water supply at all in their areas making it a total of 210 villages.
415 villages reported that although there was water supply, it was irregular. This implies that
water was available in certain periods and sometimes once or three times a week. 112
villages in Makhuduthamaga and similarly (112) in Greater Tubatse Local Municipality
reported that the water supply was sporadic.
It can be observed that within the district as a whole, only 127 villages reported that the
water supply was regular. 43 villages are found in Greater Tubatse Local Municipality; 40
villages in Makhuduthamaga Local Municipality; 21 villages in Elias Motsoaledi Local
Municipality; 17 in Ephraim Mogale Local Municipality and finally 6 villages in Fetakgomo
Local Municipality.
It appears that 542 villages are being supplied with piped water although only 127 (17%) are
satisfied with the supply compared to 415 (55%) that recorded water supply as irregularly
supplied and 210 (28%) with no supply at all. In total 72% of the villages in the district
municipality are being provided with piped water (542 villages).
The implications is that the district municipality needs to deal with the areas where there is
no supply at all but also focus on making sure that there is regularity of supply in areas
where the supply is sporadic.

142
The includes but not limited to assessing the causes of problems where supply is sporadic
and making sure that there is extension and roll out of water supply in areas where there is
lack of supply.
Figure 24: Pump operator availability by village
SDM Ward Committees 2013-2014
At least 366 (61%) of the villages in the district recorded that they have pump operators for
operation of water sources (diesel engines and/or electric motors). 231 (39%) villages
indicated that they do not have pump operators. Most respondents indicated that the nature
of the pump operators varies; there are those that have been employed by the district and
those that are volunteering in the communities. The highest numbers of pump operators are
found in Greater Tubatse Local Municipality (129); followed by Makhuduthamaga Local
Municipality (117); Elias Motsoaledi Local Municipality (51); Fetakgomo Local Municipality
(39); and Ephraim Mogale Local Municipality (30).
The implication is that the municipality must rationalise the pump operators by verifying
those that are still on the municipal payroll and those that are volunteering. It will be best to
also map the location of these operators with the clear intention of consolidating villages on
a linear location so that instead of allocating one operator per machine, there could be one
operator being responsible for multiple villages.
It is also questionable whether the municipality is deriving value for money out of the these
operators if one compares the number of available operators as opposed to regularity of
water supply in the villages.
Figure 25: Source of water supply by village

143
SDM Ward Committees 2013-2014
Most of the villages within Sekhukhune District Municipality derive their water from Municipal
system as a source. There are 239 villages within the entire district that use the municipal
system. 59 villages are found in Makhuduthamaga; Ephraim Mogale Local Municipality 58;
Elias Motsoaledi Local Municipality 50; Fetakgomo 44 and finally 28 in Greater Tubatse
Local Municipality.
It is quite astonishing that Greater Tubatse Municipality has the highest number of villages
that still relies on boreholes as water source. 140 villages were recorded in Greater Tubatse
Local Municipality as those that still rely on boreholes. Only 18 villages in the district were
recorded as using water tankers for water supply. 155 villages indicated that they still make
use of the river as source of water. These villages are mostly found in Greater Tubatse Local
Municipality (47) and Elias Motsoaledi Local Municipality (48) followed by Fetakgomo Local
Municipality (28); Makhuduthamaga Local Municipality (26) and Ephraim Mogale Local
Municipality (6).
In general 336 (43%) of the villages still rely on boreholes; 239 (31%) rely on the municipal
system; 155 (20%) make use of the river; 18 (2%) relies on water tankers and remainder
35(4%) make use of other methods. This is the case in an area in Praktiseer where they
indicated that there is no water supply and they cross the road to the nearest settlement to
fetch water. Others rely on water vendors as reliable water supply.
Sekhukhune District Municipality must put in place processes to ensure that reliance on
boreholes is reduced as the area is very dry. There is also a need to drastically reduce water
tankers not only because they are costly but for a mere fact that the water quality is
minimised by transportation.

144
Figure 26: Standard of water supply by village
SDM Ward Committees 2013-2014
The majority of villages within Sekhukhune District Municipality derive their water from
communal water systems. 139 villages are found in Greater Tubatse Local Municipality; 113
in Makhuduthamaga Local Municipality; 72 in Fetakgomo Local Municipality; 56 in Elias
Motsoaledi Local Municipality with the remainder (24) in Ephraim Mogale Local Municipality.
In total 404 villages derive their water from communal water systems.
The data indicates that 132 villages within the district obtain water from yard connections.
These households have the highest level of service compared to the rest. The majority of
villages are found in Ephraim Mogale Local Municipality (37); followed by Elias Motsoaledi
Local Municipality (34); Makhuduthamaga Local Municipality (26); Greater Tubatse Local
Municipality (25) and finally Fetakgomo Local Municipality (10).
224 households indicated that they obtain their water from other systems other than yard
and communal water systems. This could include but no limited to the following; water
vendors, river and water tankers.
The implication is that many villagers in the district still travel long distances in order to
obtain water. There is a need to intensify a programme of yard connections. Secondly, the
district must take advantage of the areas where there are yard connections for
implementation of cost recovery.
Challenges
· No source in other areas
· Budgetary constraints
· Some of the boreholes are contaminated
· The stealing of both electric and diesel engine pumps
· Breakdown of machines, illegal connections and extensions of settlements.

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3.4.2. Sanitation
Introduction
The provision of sanitation in Sekhukhune also faces considerable challenges at present.
The situation is more of a concern that it was the cases with water. Only 22% of Sekhukhune
households receive above RDP standards sanitation services. The sanitation backlog is
primarily within the rural villages, comprising 78% of households without adequate
sanitation. The SDM will not be able to meet the national targets are stipulated by MDG.
The SDM has different households that use different types of toilet facilities. Almost all towns
in the District use flushing toilets while in the rural areas there are few households that use
flushing toilets. The rest of the population in the rural areas of the District use pit latrines.
Status Quo
Table 35: Breakdown of Sanitation Backlog per Local Municipality A
Local Municipality Households Backlog
Fetakgomo 29 570 11 768
Greater Ephraim Mogale 32 304 16 576
Greater Tubatse 66 611 25 798
Makhuduthamaga 56 642 38 034
Elias Motsoaledi 52 263 31 763
Total (District) 237 390 123 939
Source: STATS SA – 2007 Community Survey
There is a slight difference between the STATSSA information on sanitation backlog above
and the WSDP information below. Therefore, it is the responsibility of the Water Services
Authority to contact a verification process to test the accuracy of the information.
Table 36: Breakdown of sanitation backlog per local municipality B
Local Municipality Household Backlog
Fetakgomo 29 570 25 895
Ephraim Mogale 32 304 29 169
Greater Tubatse 66 611 65 690
Makhuduthamaga 56 642 51271
Elias Motsoaledi 52 263 38 922
Total (District) 237 390 211 797
Source: SDM WSDP
In addition, a slight majority of Sekhukhune schools (53%) receive RDP standard sanitation
services, which is a better picture than that for households.

146
Table 37: School Sanitation
Above RDP Below RDP Total Clinics % Above RDP % Below RDP
698 39 737 95% 5%
Source: SDM (2005) Water Services Development Plan
The situation is not the same for clinics in the area, however, with as much as 63% receiving
below RDP Standards services.
Table 38: Clinic Sanitation
Above RDP Below RDP Total Clinics % Above RDP % Below RDP
24 41 65 37% 63%
Source: SDM (2005) Water Services Development Plan
Type of sanitation
Access to sanitation remains a challenge in Sekhukhune District Municipality. In 2011,
22 687 households have access to either flush/chemical toilet system. Majority of these
households are located in Greater Tubatse and Elias Motsoaledi. Greater Tubatse local
municipality still scores higher in terms of the number of households that do not have access
to toilets standing at 5 661. Pit toilets are still the main source of sanitation in the district.
Measures need to be taken in order to reduce the number of pit toilets as they may lead to
ground water pollution whilst many households are relying on it for daily consumption.
Table 39: Sanitation Type
MUNICIPALITY Flush/chemical toilets Pit toilets Bucket No toilets
1996 2001 2011 1996 2001 2011 1996 200
1
201
1
1996 2001 2011
Ephraim
Mogale
Elias
Motsoaledi
Makhuduthama
ga
1 708 3 758 4 067 15 789 17 162 25 328 151 121 611 1 892 3 147 1 677
2 883 3 786 7 792 36 377 38 802 47 632 274 375 460 2 672 2 516 2 680
1 274 2 176 3 009 38 532 41 918 58 561 188 372 224 9 545 8 512 2 552
Fetakgomo 102 724 794 10 505 13 111 20 827 85 106 55 9 545 8 512 2 552
Greater
Tubatse
1 585 4 262 7 026 26 559 35 203 67 872 182 339 1
259
13 825 13 952 5 661
Sekhukhune 7 552 14
706
22
687
127 762 146
196
220
221
881 1
313
2
609
34 528 33 070 13 510
Source: Census 2011
Figure 27: Type of sanitation by village

147
SDM Ward Committees 2013-2014
The graph above illustrates that at least 75% (592) of the villages in the district are still using
pit latrines as the sanitation system. The highest number has been recorded in Greater
Tubatse Local Municipality (184); followed by Makhuduthamaga Local Municipality (159);
Elias Motsoaledi Local Municipality (122); Fetakgomo Local Municipality (84) and lastly
Ephraim Mogale Local Municipality (43). This is also compared to 9% (70) of the villages that
are using Ventilated Improved Pit Latrines (VIP’s).
Only 2% (17) of the villages/suburbs are making use of sewer borne sanitation systems. This
is mainly in the urban areas of the district such as existing towns and townships. Greater
Tubatse Local Municipality has recorded the highest number of villages/suburbs that are
using sewer (7); followed by Elias Motsoaledi Local Municipality (5); Ephraim Mogale Local
Municipality (4); Makhuduthamaga (1). Only Fetakgomo Local Municipality is the only one
that does not have a settlement that is using sewer system. Finally, 14% (110) villages
indicated that they are using other forms of sanitations which have not been indicated.
This ranges from villages that still rely on bushes for sanitation and those that rely on their
neighbours for assistance.
The implications from the above are that Sekhukhune District Municipality needs to develop
and implement a programme that will improve sanitation access throughout the entire
district.
There is also a need to develop standards regarding sanitation supply in the district in line
with required standards. More work needs to be done to ensure that households in the
district gravitate from Pit Latrines towards safer sanitation options even if it is not sewer
borne sanitation. There are varieties of technologies that are available to deal with sanitation
challenges.

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Figure 28: Sanitation programme implemented by government by village
SDM Ward Committees 2013-2014
The chart above indicates that 84% (613) of the villages recorded that there was no
sanitation programme implemented in their area by government or other state organ. Only
16% (116) of the villages indicated that there was some sanitation programme implemented
by government. Greater Tubatse Local Municipality has the highest number of villages that
still require sanitation intervention (199); followed by Makhuduthamaga (153); Elias
Motsoaledi (132); Fetakgomo Local Municipality (76) and finally Ephraim Mogale Local
Municipality (53).
Greater Tubatse Local Municipality benefitted immensely from government sanitation
programmes where 31 villages were recorded; followed by Fetakgomo (23); Elias Motsoaledi
and Makhuduthamaga (22) and finally Ephraim Mogale Local Municipality (18).
The implications from the above findings are that Sekhukhune District Municipality should
develop a comprehensive programme to deal with access to sanitation in the district. It is
also important to explore sanitation measures especially for the rural areas in the district.
Challenges:
· Budgetary constraints
· Mountain area
3.4.3. Refuse removal
Waste removal is being provided in urban centres like Marble Hall, Groblersdal and
Burgersfort. Permitted landfill sites are Marble Hall, Burgersfort, Jane Furse and recently
(Malogeng and Mphanama) in Fetakgomo. The waste disposal and collection has just

149
started in some parts of Makhuduthamaga. There are some villages that conduct their own
illegal dumping sites which could be a potential environmental and health hazard.
In many municipalities in South Africa, refuse removal is seen as a trading service. That is,
municipalities provide this service and only recover the cost of providing the service without
any profit. The rural nature of the district makes it impossible for the roll out of the sewer
borne sanitation notwithstanding the fact that most of the rural households are currently not
paying for municipal services. In 2011, 23 213 households have access to refuse removal
that is undertaken by local authorities. The majority of these households are found in Greater
Tubatse, followed by Elias Motsoaledi and Fetakgomo. Makhuduthamaga has the least
number of households that are receiving refuse removal service.
The strategy implication is that for refuse removal work, it must be provided in tandem with
other services like water, sanitation and electricity so that an individual household is billed for
the entire services provision.
Table 40: Access to Refuse Removal
Removed by local
authority/private company
Communal refuse
No rubbish disposal
1996 2001 2011 1996 2001 2011 1996 2001 2011
Ephraim Mogale 2 184 3 173 3 726 15 490 17 311 23 829 1 663 3 706 4 356
Elias Motsoaledi 4 136 3 448 6 527 31 805 34 003 44 517 5 765 8 027 8 504
Makhuduthamaga 3 073 463 1 639 39 323 46 992 58 636 6 572 5 523 4 631
Fetakgomo 154 428 4 216 12 133 14 621 16 417 4 801 3 835 2 121
Greater Tubatse 743 3 946 7 105 26 576 35 241 60 892 14 384 14 569 14 794
Sekhukhune 10 290 11 458 23 213 125 328 148 167 204 290 33 185 35 660 34 406
Source: Census 2011
Figure29: Refuse removal according to villages

150
SDM ward committees 2013-2014
Most of the areas in the district are still rural in nature. 94% (694) of the villages recorded
that they are not receiving refuse removal services from the municipality. This compares to
6% (42) of the villages/suburbs that recorded that they are receiving refuse removal from the
municipality. Fetakgomo Local Municipality has the highest number of villages that recorded
that they are receiving municipal refuse removal service (22) followed by Elias Motsoaledi
(8); Greater Tubatse (7); Ephraim Mogale (3) and Makhuduthamaga (2).
3.4.4. Electricity
Introduction
Currently, Eskom provides electricity in the Sekhukhune Area. Even though Eskom is the
main provider of electricity, the District and the Local Municipalities do sometimes implement
electrification projects to assist in reducing backlogs. Ephraim Mogale Municipality provides
electricity for its Marble Hall Town while Elias Motsoaledi provides electricity to both
Groblersdal Town and Roosenekal. Fetakgomo, Makhuduthamaga and Greater Tubatse
Local Municipalities are not licensed to supply electricity.
The electrification backlog is currently estimated at 37 124 households. Given the current
electricity capacity challenges and lack of resources, it is unlikely that these backlogs will be
eliminated in time to meet the Millennium Development Goals (MDG) and national targets for
electricity in 2014.
Table 41: Electricity backlog per municipality
Local Municipality
Backlogs (Household)
Fetakgomo 1 937
Elias Motsoaledi 5 349

151
Ephraim Mogale 3 357
Makhuduthamaga 6 266
Greater Tubatse 20 215
SDM 37 124
Source: Census 2011
Free Basic Electricity
Most Sekhukhune households can be defined as poor indigent-where the total income is
below R1, 500 per month. At present, approximately 79% of the households in Sekhukhune
fall into this category. These are the households to which Free Basic Electricity (FBE) must
be supplied and to whom the Equitable Share subsidy applies.
Table 42: Households receiving free electricity in Sekhukhune
Municipality Free Basic Electricity %
Elias Motsoaledi Local Municipality 1039 4.503
Fetakgomo Local Municipality 2886 12.507
Ephraim Mogale Municipality 2390 10.358
Greater Tubatse Local Municipality 8503 36.849
Makhuduthamaga Local Municipality 8257 35.783
Total 23075 100
Source: DoA and FIVIMS (2007a)
The provision of electricity in most of the rural villages has assisted many households to use
it for lighting. Statistics has shown that Ephraim Mogale Municipality has been provided with
lightning in almost all its rural villages. There is still a need to provide electricity for lighting in
other municipalities like Fetakgomo, Makhuduthamaga, Tubatse and Elias Motsoaledi.
Larger percentages of villages in the rural areas do not use energy for cooking. They still
depend on the collection of fire wood for cooking. Smaller percentage of people use energy
for cooking. It is only in towns where almost all people use energy for cooking. Perhaps, 0,
1% of people use coal for cooking if there are such people. There are also few people who
use other sources of energy for cooking like gas.
Fire wood remains a dominant energy source used in rural villages for heating. It should also
be indicated that even in towns, fire wood is used by some for heating. Smaller percentage
of people in towns uses electricity for heating.
Energy for lighting, heating and cooking
Access to electricity has tremendously improved from 1996 compared to 2011. 226 677
households in the district have access to electricity which represents 86% of the total
households in the district. Only 14% of the households in the district do not have access to
electricity representing 37 124 households. Notwithstanding the above, there are settlements

152
that have grown which will also require post electrification connections. Greater Tubatse and
Makhuduthamaga municipalities have the highest number of households that still require
electrification. Out of these households that require electrification, 69 Villages are in Greater
Tubatse and 32 in Elias Motsoaledi.
Table 43: Energy for lighting, heating and cooking
Lighting Cooking Heating
1996 2001 2011 1996 2001 2011 1996 2001 2011
Ephraim Mogale 10 697 19 938 28 927 4 511 6 381 15 086 4 219 8 455 13 341
Elias Motsoaledi 29 505 38 906 54 902 10 495 10 398 37 830 9 624 11 402 30 433
Makhuduthamaga 12 368 32 884 58 951 5 058 8 967 32 293 4 615 8 951 23 716
Fetakgomo 2 630 7 373 20 914 1 562 3 344 13 202 1 454 3 101 11 033
Greater Tubatse 8 750 25 072 62 984 3 677 8 688 45 374 3 537 9 057 32 689
Sekhukhune 63 950 124 173 226 677 25 303 37 778 143 786 23 449 40 966 111 212
Source: Census (2011)
Figure 30: Electricity supply
SDM ward committees 2013-2014
The above chart illustrates that 84% (601) of the villages do have access to electricity
compared to 16% (114) that do not have access. The majority of the villages that do not
have access to electricity are found in Greater Tubatse Local Municipality (69); Elias
Motsoaledi Local Municipality (32); Fetakgomo Local Municipality (6); Makhuduthamaga
Local Municipality (5) and finally Ephraim Mogale Local Municipality (2).

153
Figure 31: Electricity post connections
SDM ward committees 2013-2014
It appears that 77% (533) villages recorded that they require electricity post connections
compared to 23% (155) which recorded that there are no post connections needed. Greater
Tubatse Local Municipality has the highest number of post connections required (154
villages) followed by Makhuduthamaga (148 villages); Elias Motsoaledi (93); Fetakgomo (89)
and Ephraim Mogale (49).
It appears that many villages in the district do have access to electricity. There is a need to
engage with Eskom on the remainder of the villages that still require electricity connections.
There has also been an expansion of existing settlements which has given rise to the
increased need for post connections. Therefore the district has to consolidate information for
new connections and post connections for presentation to Eskom.
Challenges:
· Authority over electricity
· Eskom has no capacity
· Illegal connections
· New extensions of residential sites for post connectors
· Budgetary constrains
3.4.5. Cemeteries

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Figure 32: Access to cemeteries
SDM ward committees 2013-2014
Most of the villages in the district do have access to cemeteries. 78% (530) villages/suburbs
recorded that they have access to cemeteries compared to 22% (152) villages/suburbs that
recorded that they have no access to cemeteries. Some of the explanations given are that
some villages will bury their dead in other villages where cemeteries are available.
The Majority of villages where there is absence of cemeteries are found in Greater Tubatse
Local Municipality (68) followed by Elias Motsoaledi (46); Makhuduthamaga (19); Ephraim
Mogale (10) and Fetakgomo (9).
3.4.6. Housing
Introduction
The government has made significant strides towards progressively fulfilling its constitutional
obligation of ensuring that every South African has access to permanent housing that
provides secure tenure, privacy, protection from the elements, and access to basic services.
The national housing programme is not just about building houses but also about
transforming our cities and towns and building cohesive and non-racial communities. In
order to contribute to the end of apartheid spatial arrangements, government will roll out
housing programme closer to places of work and amenities.

155
The government must continue to increase access to secure and decent housing for all
through its newly adopted “Breaking New Ground” Strategy. Most Sekhukhune houses are
currently cement or brick homes.
Status Quo
The table below provides an overview of the types of dwelling found in the area.
Table 44: Typology of houses in Sekhukhune
Building Materials
Percentage of Households
Cement block and concrete walls 63.6
Brick walls 19.1
Mud 7.3
Mud and Cement 4.8
Corrugated iron/zinc 4.7
Corrugated iron/zinc roofs 95.1
Tiled roofs 3
Roofs – other material 1.9
Source: DoA and FIVIMS (2007 a). Poor quality dwellings can help to identify pockets of food insecurity
The vast majority of Sekhukhune households state that they are their own and have fully
paid off their own dwellings (DoA and FIVIMS, 2007a). The different dwelling types found in
the area are set out in the table below.
Table 45: Dwelling types as a % of Households
Types of Dwelling
EMLM (%) Fetakgo Makhudut Ephraim Tubats
mo LM hamaga Mogale e (%)
(%) LM (%) LM (%)
House or brick structure on a 73.4 79.1 75.2 73.3 69.6
separate stand or yard
Traditional dwelling/hut 15.2 14.3 16.6 15.8 18.4
Flat/Town
house/cluster 1.8 0.4 0.8 1.7 1.1
house/semi-detached
House/flat/room in backyard 2.4 1.0 2.2 3.2 1.0
Informal dwelling/shack/backyard 5.2 4.1 44.5 4.9 8.9
shack
Other 1.9 1.1 0.6 1.1 1.0
Source: Adapted from Census 2001 data, reproduced in SEI (2006). Adapting to climate, water and health
stressors: insights from Sekhukhune District, South Africa
As is evident from the table above, most houses in the area are formalized structures on
separate stands. There are also a reasonable number of traditional huts in the area. On
average, these traditional dwellings make up roughly 15% of households in the District. The

156
largest number of informal and shack dwellings are found in Makhuduthamaga, probably
because of the presence of the major urban conurbation, Jane Furse, in that municipality.
Table 46: Housing Backlog
Local Municipality
Backlog
Elias Motsoaledi 5 010
Fetakgomo 3 484
Tubatse 1 112
Ephraim Mogale 8 195
Makhuduthamaga 13 250
SDM 30 813
Source: Municipality IDP Housing Chapter Jan 09
The provision of new housing is still a challenge not only in the district but the whole
Limpopo province. The Multi Year Housing Plan developed by the Department of Local
Government and Housing (DLGH) has identified challenges which are being faced by the
department and municipalities’, resulting in poor delivery of houses to beneficiaries.
This plan is aimed at addressing some of the identified key challenges which hamper
housing delivery. The department carries the responsibility of providing housing in the
province whereas municipalities are responsible for compiling housing waiting lists. In
2006/07, a total number of 2450 units were planned to be constructed within the district.
The following table indicates housing projects for the entire district since 2003:
Table 47: Housing projects in Sekhukhune
Local Municipality Financial Year
2004/05 2005/06 2006/07 2007/08 2008/09 2010/11
Elias Motsoaledi 300 - 400 500 200 500
Fetakgomo 300 100 350 - 300 300
Makhuduthamaga - 200 600 - 300 350
Ephraim Mogale - - 100 - 100 700
Tubatse 200 - 1000 - 300 900
Totals 800 300 2 450 500 1 200 2 750
Source: Draft Limpopo Multi –year Provincial Housing Development plan (2007)
Most projects implemented over the years mentioned in the above table were never
completed by developers. However, the department of Local Government and Housing is
addressing blocked projects to meet NHBRC standards. The department is liaising with the
local municipalities within the district regarding progress and issues relating to blocked.
According to the information acquired from the DLGH, there are a total number of 4207
blocked RDP housing in the district and 1787 of them are in the process of being unblocked.

157
Figure 33: Government Housing Programme (RDP Housing)
SDM ward committees 2013-2014
Since 1994, there has been progress regarding low cost housing delivery in the villages
although not all have been reached so far. 521 villages indicated that there has been
housing delivery in their area compared to 182 that recorded that they have not seen any
low cost housing delivery in their area. The district municipality and its locals must work with
the Provincial Housing Department to deal with housing demand issues as well as directing
housing delivery in line with sustainable human settlements practices.
Challenges
· Untraceable beneficiaries
· Beneficiaries whose livelihood has improved
· Beneficiaries who are not aware that they have benefited because wrong people
have unlawfully benefited on their behalf
· Provision of houses to the needy households
· Eradication of blocked housing projects in municipalities.

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3.4.7. Telecommunication
Telephone facility remains a challenge in the SDM’s vicinity. It is commendable that many
villages in the District have access to the use of telephone and cell phones but there are
these other villages where there is totally no reception for both telephones and cell phones.
Sekhukhune population experiences a clear cut from the international communities due to
lack of Information Communication Technology (ICT). The State of the Province report that
was presented in 2005 has shown that Sekhukhune was still lagging behind in comparative
terms with the other Districts in the province. The population fails to take the advantage of
the ever-expanding internet and e-mail telecommunication facilities especially for
educational and business opportunities. This is potentially an important pathway to economic
growth in the District.
In addition, there are still villages in the District that cannot get proper signals for radios and
televisions because of their geographic location. This is especially true of the mountainous
villages like Tswereng. Mahlabeng, Rostok, Mooihoek, India, Ga-Makopa, Pelangwe,
Phahlamanoge, Tjate, Kgautswane, etc.
Figure 34: Telecommunication
SDM ward committees 2013-2014
At least 355 villages recorded that the quality of cell phone reception is bad compared to 333
villages that said the reception is good. 388 villages recorded that their Television reception
is bad compared to 329 that recorded that the TV reception is good. 381 villages further
recorded that their Radio reception is good compared to 337 that indicated that it is bad.

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Elias Motsoaledi has the highest number of villages where cell phone reception is bad (94)
followed by Greater Tubatse (80); Fetakgomo (68); Makhuduthamaga (69) and Ephraim
Mogale (44).
Greater Tubatse has the highest number of villages where TV reception is described as bad
(105) followed by Elias Motsoaledi (95); Makhuduthamaga (85); Fetakgomo (63) and
Ephraim Mogale (40 villages)
The district municipality and its locals must develop strategies that will lead to improved
coverage of telecommunication in the villages. This will be achieved if stakeholders such as
SABC and Cell phone Service Providers are brought on board.
3.4.8. Roads and Stormwater
The development of the road and transport network in Sekhukhune is of vital importance
given the planned economic trajectory of the District, as well as the potential offered by
Dilokong Corridor. In general, the district is well connected to its surrounding areas to the
East, West and South. However, geographic factors had hindered connectivity impeded road
construction there. There is, in fact a stretch of approximately 150km between
Lebowakgomo and the R36 through the JG Strijdom tunnel without tarred road access
northwards.
Within the District itself, there is a general lack of roads – and of tarred roads in particularly –
connecting the inner section of Sekhukhune, which consists largely of scattered villages with
minimum economic activity at present. The District has decided however, not to encourage
continued scattered development at present – and future transport routes will therefore be
concentrated along the major nodes of economic activity. It is hoped that this will encourage
workers from the rural areas to urban areas – a philosophy in line with the NSDP principles.
In contrast to the inner section of the District, the semi-urban areas of Sekhukhune are
relatively well-serviced by the Provincial and National routes running through it. These
routes, as will be seen later in this section, are supporting the area’s main economic
activities reasonably well at present. What remains to be seen, however, is whether the
planned platinum mining expansion in the area will be adequately served by current
infrastructure in the District. Roads and stormwater drainage is estimated at 30 727.
There are number of stormwater structures on the road network under ownership of SDM
and are summarized as follows:
Table 48: Number of the structures on the road network under ownership of SDM
Local Municipality No. of No. of major No. of minor
bridges culverts culverts
No.
Drifts
of

160
Fetakgomo 2 7 75 15
Ephraim Mogale 1 13 148 0
Elias Motsoaledi 4 13 212 0
Makhuduthamaga 4 15 247 7
Tubatse 13 31 247 29
Total 24 79 929 51
Source: Road Master Plan: 2006
There is currently no Stormwater drainage Structure Master Plan at the District level. The
District needs to develop the Stormwater Master Plan in the Fetakgomo Municipality.
The Road Network in Sekhukhune
According to the powers and functions, the District Municipality is responsible for the
development of roads only in Fetakgomo Local Municipality. The Sekhukhune District has
one major national road within it (the N11), as well as several provincial arterial routes
including the R25, R33, R36, R37, R555, R573 and R579. There are also a limited number
of tarred minor roads, such as those leading into Jane Furse. The remainders of the roads in
Sekhukhune, however, are largely gravel roads that serve to connect the rural areas within
the District. The total length of the Sekhukhune Roads network under the District’s control is
at 1,491 km. The following table summarizes the situation as per municipality.
Table 49: Road network in Sekhukhune (District Roads)
Local Municipality Length (km) % of Network
Fetakgomo 188 13
Elias Motsoaledi 223 15
Ephraim Mogale 236 16
Greater Tubatse 392 26
Makhuduthamaga 452 30
Total 1491 100
Source: SDM (undated) Road Master Plan: Draft
The current backlog is as follows:
· Upgrading of 71.89 kilometers from unpaved to paved for Fetakgomo municipal
roads.
· Upgrading of 187 kilometers of District roads from unpaved to paved
· Re-gravelling of 1.22 kilometers of District Roads.
The above-mentioned backlogs clearly indicate that a substantial amount of money is
required over a period of time to redress the situation.
The railway network

161
The Sekhukhune district has three railway lines, originally developed to serve mining activity
in the area. These are:
· The railway line entering Sekhukhune in the south next to Stoffburg, which continues
northwards for 30kms (it leads to an abandoned mine near the Mapochs mine).
· The line entering Sekhukhune in the west near Nutfield, which continues eastwards
to Marble Hall.
· The line entering Sekhukhune in the east, passes near Ohrigstad and Burgersfort
(past abandoned mine) and ends near Steelpoort (near the Tubatse Mine).
It became obvious that these lines, originally developed to serve past mining and agricultural
activities in Sekhukhune, have not been re-routed to serve new (or future) mines in the area.
If this continues, the results will be that mining expansion in Sekhukhune will place additional
burden on the road network in the area. Beyond commercial usage, a commuter rail link
between Pretoria and south-west part if Sekhukhune (along the Moloto Road) will clearly be
useful, given the high levels of male migrancy.
Limpopo’s Development Corridors and Sekhukhune Roads
The LGDP identified four development corridors, which will drive future economic
development in the province. Of these, the Dilokong and Phalaborwa Corridors travel
through the Sekhukhune District and are of immediate economic relevance for the area.
The Dilokong Corridor includes three important roads that fall within the Sekhukhune area.
These are:
· Polokwane to Burgersfort (P33/1 and P33/2 via Mafefe
· Flag Boshielo Dam through Lebowakgomo and Mafefe, linking the Sekhukhune
District with the Phalaborwa and Kruger National Park.
· Chuenespoort via Boyne to Mankweng
· The Phalaborwa Corridor connects Hazyview (Mpumalanga) with Phalaborwa and
Tzaneen through a number of small towns on the western side of the Kruger National
Park. It includes two roads sections that fall within the Sekhukhune area.
· Route section P17/3-5, D726, P112/1-3, P43/2, D1308 and P54/1.
· Road section P146/1 from Klaserie to Blyde River, P116/1 from Hoedspruit to
Ohrigstad via the Strijdom Tunnel and P181/1 from the Oaks to Burgersfort.
The district will look carefully into the prioritization of these roads, given their economic
significance in both Sekhukhune and the province more generally.
Implications for future Economic growth in Sekhukhune

162
The road network in Sekhukhune is clearly in need of some maintenance in the future. This
will became especially important given the planned economic growth of the District.
Figure 35: Gravel and Tarred Roads
SDM ward committees 2013-2014
It has been established that 92% of the local access roads are gravel (657 roads) compared
to 8% (56 roads) that are tarred. The highest number of local access gravel roads is found in
Greater Tubatse Local Municipality (201 roads) followed by Makhuduthamaga Local
Municipality (171 roads); Elias Motsoaledi (134 roads); Fetakgomo (88 roads) and Ephraim
Mogale (63 roads). All these roads are local access roads.
The district municipality and its locals must work collaboratively to establish the extent of
these roads (kilometres) and development of strategies to ensure maintenance of these
roads. Most communities prefer tarring as solutions however other methods need to be
explored.
Challenges
· Grading of internal access roads (streets)
· Construction of bridges
· The tarring of roads
· Provincial arterial roads are deteriorating rapidly because of a lack of maintenance
· Local access roads are gravel, below standard and used mainly by buses and taxis
· Local gravel roads also need stormwater management
3.4.9. Waste Management
Introduction

163
Waste Management forms an important part of basic service delivery in Sekhukhune District
Municipality.
Status Quo
The Sekhukhune District Municipality has developed the Integrated Waste Management
Plan (IWMP) that needs to be adopted by council. Waste removal is being provided in urban
centres like Marble Hall, Groblersdal and Burgersfort. These municipal areas have organized
waste collection systems. Permitted landfill sites are in Marble Hall, Jane Furse and recently
(Malogeng and Mphanama) in Fetakgomo. The Jane Furse pilot landfill site is now operating
according to permit requirements as per legislation.
The waste disposal collection has just started in some parts of Makhuduthamaga and
Fetakgomo. The landfill site in Tubatse Local Municipality has already reached capacity. The
SDM has developed plans to assist Tubatse in securing a new landfill site license. A process
to conduct Environment Impact Assessment (EIA) and the facilitation of permitting the landfill
site at Elias Motsoaledi has been initiated. Rosennekal landfill site at Elias Motsoaledi is
issued with the permit. The District is also establishing a waste transfer station at Hlogotlou
Township in Elias Motsoaledi Local Municipality.
Refuse removal processes do not cover most villages in all Local Municipalities. The backlog
for refuse removal is estimated at 162 041. This poses serious health risk, especially when
accompanied by minimal access to clean water. These areas are therefore fairly susceptible
to the outbreak of diseases and other environmental conditions.
The informal disposal of waste in the District is a source of concern, as it causes
environmental pollution and hazards. Sekhukhune residents also need to be more aware of
sound waste management practices. For the municipalities themselves, the key challenge is
to maintain existing disposal sites and to provide new sites and to provide in areas that lack
them. Local Municipalities should make budgets available and follow their Integrated Waste
Management Plans in their possession for the waste development infrastructure.
Challenges
· Refuse removal do not cover most villages
· Minimal access to clean water
· Informal disposal of waste
· One of the landfill sites has reached capacity
· Maintenance of the existing landfill sites.
· Budgeting for waste management at some Local Municipalities
· Awareness of our communities on good waste management practices

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3.4.10. Environmental Management
Introduction
Across the globe, environmental stresses and major changes in climate conditions are
influencing the lives and livelihoods of ordinary people ad communities everywhere. This is
no less true of the Sekhukhune District. The recent draught in Sekhukhune, for instance, is
widely regarded as the result of the much publicized El Niño and La Niña phenomena
(Ziervogel et al, 2006).
The increasingly important role that climate plays in the Sekhukhune area has recently been
highlighted in some few studies. What is becoming even more evident is that rainfalls
patterns in the District are highly variable – a situation that tends to disrupt a wide range of
socio–economic activities in the area such as rain-fed crop production, often with very little
warning. Sekhukhune has in fact been significantly affected by both El Niño and La Niña
events in recent years. This has affected the amounts of rainfall received in the area. El Niño
tends to be associated with below average rainfall, whilst La Niña often incurs above
average rainfall.
Status Quo
Geology
The regional geology consists of the Eastern Bushveld and Springbok flats region. The
overall geology of the area is classified as follows:
- Gabbro (South of the R37)
- Anorte band (adjacent to the R37)
- Clinopyroxenite (to the North of R37)
- Arenite (adjacent to the Olifants River)
The Springbok flats coal fields are found on the Western side of the Sekhukhune District.
The Transvaal Supergroup is found in Ephraim Mogale towards the east of the District, as
well as in an arc inscribed by the Northern Drakensburg in the Far East. The stones and
rocks found within the Transvaal Supergroup include dolomite, limestone, iron-formation,
shale and quartzite, amongst other (Goode, 2006).
As previous sections have highlighted, the unique geology of Sekhukhune has bequeathed
the District with the largest reserves of platinum group metals in the world. The renowned
Bushveld Complex is found at the centres of the region. The western portion contains acidic
rocks, whilst the Eastern site has basic rocks which contain metal minerals. It is the latter
that is of economic significance. The Merensky Reef is found within this Complex, and
contains major deposits of the platinum group metal, nickel, copper and cobalt.

165
Topography
The Oliphant River is located on an open flood plain area. A valley surrounded by the nonperennial
rivers is found to the north of the river. Strips of erosion can be found in the valley
alongside most of the perennial rivers. Wood is still one of the main sources of energy for
households, which leads to deforestation and subsequent erosion because of the denuding
vegetation. The Sekhukhune District Municipality does not have Environmental Management
Inspectors to help educate the communities about conservation of the land, fauna and flora
for the future. One of the major environmental problems in the area is inappropriate
agricultural methods, which leads to overgrazing and even desertification in places like
Thabanaseshu. Overgrazing is also the result of too many livestock units per area of land.
We also have a problem of pesticide poisoning in the farming areas along the Olifants River
due to aerial and other forms of crop spraying of which also affects communities alongside
the river and neighboring villages. This issue of pesticides can't, be ruled out that it also
contributes to water pollution down the rivers and streams if mismanaged.
Sekhukhune Climate
The Sekhukhune area is characterized by a hot climate in the Olifans River Valley. The
average temperature shows moderate fluctuation with average summer temperatures of
23˚C as well as a maximum of 28˚C and a minimum of 18˚C. In winter, the average is 13.5˚C
with the maximum of 20˚C and a minimum of 7˚C (as measured at the Sekhukhune Weather
Station).
Sekhukhune is located in the Summer Rainfall Zone of the country, and receives more than
80% of its rainfall between November and March. The Southern parts of the area receives
more rain (between 600mm – 800mm annually), whilst the Northern parts receives only
500mm – 600mm by comparison. This limits the type of agricultural activity that can take
place in the north.
The mean annual participation as measured at the Zebediela Weather station from 1949-
2001 was 51mm. most of the precipitation occurs between October and March, with the
highest average monthly rainfall during January (100,84mm) and the lowest during July
(2,89mm). Thunderstorms, with the associated low soil penetration and high level of erosion,
are common in the area. It would also appear as if El Noño and La Niña phenomena
significantly influence the amounts of rainfall received in the area (Ziervogel et al, 2006).
There is considerable variability in terms of rainfall intensity, duration and frequency. This
exacerbates the water shortage problem, which is a key developmental constraint in the
District. Increasingly sparse rainfall, as well as a high evaporation rate, is also currently
limiting subsistence farming in the District – a situation that has contributed food insecurity
mentioned earlier in this IDP.
Water Scarcity

166
Water scarcity is a huge developmental challenge within the Sekhukhune District, and
constrains both economic and social activity in the area. The issue is a manifestation of
climate variability. However, it is also the result of a number of other factors, which include
insufficient and variable rainfall, inequitable water resource management and the absence of
drinking water, bulk water and irrigation infrastructure that would aid the distribution of water
to rural villages (SEI, 2006).
Water scarcity affects a range of other developmental issues in Sekhukhune – Municipal
service delivery, subsistence farming activities, commercial agriculture and the expansion of
the mining sector. Its implications for development are mentioned throughout this IDP, and it
is a key constraint for Sekhukhune District.
Challenges
- The Sekhukhune District is currently subject to enormous variations in rainfall, which
affect crop production and sustainable livelihoods.
More specifically, the key challenges are:
• Rainfall patterns in the district are highly variable, disrupting agricultural production
and causing related socio-economic stresses.
• Because of its climatic profile, the District is currently susceptible to all kinds of and
phenomena variations in climate just like the whole world as is affected by climate
which exacerbates the water shortage problem that is already a key developmental
constraint in the area.
• There is also drought, overgrazing and soil erosion in most parts of the district
including deforestation of our land.
• There is a serious need to control pesticide poisoning and other forms of chemical
pollutions.
• The district also has a challenge of air pollution from the industrialised and mining
areas that warrants urgent attention in terms of resources.
• Environmental Health is another field that if left unattended, negative accumulative
effects will be a problem to deal with in the near future.
3.4.11. Sports, Arts and Culture
Introduction
Sport, Arts and Culture play an important role in the physical, psychological, social, technical
and tactical development of young and matured people. Sekhukhune District Municipality
plays an advocacy role/ function whereby most of the programmes are driven by the
provincial department of Sport, Arts and Culture.
Status Quo

167
Our communities participate in various sport, arts and culture projects that are meant to
promote a healthy lifestyle in the society. They understand the benefits of sport, arts and
culture. There has recently been an integration of sport, arts and culture programmes in
schools and community sport supported by the district. Some of the supported programmes
include capacity-building for managers, coaches and umpires/referees of the regional teams.
Sekhukhune Satellite Academy of Sport has been established and provided with equipment
worth R500 000 from Lottery to support sport development programmes. The performance
squad of all the codes will be subjected to capacity-building programmes in preparations for
the Provincial games.
Sekhukhune District Municipality and its local municipalities provide a measure of
professional and financial support to youths ,the primary aim being to identify, nurture and
promote talent in terms of athletes, artists, crafters and designers.
Challenges
· Poor maintenance of existing sport, arts and culture facilities.
· Under-funding of sport, arts and culture development programmes.
· Insufficient professional support for sport, arts and culture programme by local
municipalities.
· Inadequate capacity-building programmes
· Lack of professional facilities within the local municipalities.
· Lack of personnel at Sekhukhune Satellite Academy of Sport (Maleoskop)
· Lack of Arts and Culture Centres
3.4.12. Health
Introduction
South Africa huge health care resources compared with many middle-income countries, yet
the bulk of these resources are in the private sector and serve a minority of the population
thereby undermining the country’s ability to produce quality care and improve healthcare
outcomes. Many of the public facilities, especially hospitals and clinics need to be revitalized.
National government should expand on progress made in upgrading facilities in many public
hospitals and clinics as part of a physical infrastructure programme. The government is
determined to end the huge inequalities that exist in the public and private sectors by making
sure that these sectors work together.
As promulgated in the Constitution, Schedule 4 part A, health services is a functional area of
National and Provincial legislative competence. In terms of section 155 (6) (a) the Provincial
government must provide for the monitoring and support of local government in the
Province, albeit can be assigned to a municipality in terms of Section 156 of Constitution.

168
The government has identified the following priorities that must inform a major improvement
in the health care system:
• Increasing bursaries of the health care professionals, including increasing the
employment of community health workers, which will be linked to the improvement of
the district health system.
• Improving working conditions and the provision of decent wages for health workers.
• Reduce the impact of HIV/AIDS on individuals, families, communities and society by
expanding access to appropriate treatment, care and support.
• Strengthen the fight against AIDS through collaboration with partners at all levels of
society and accelerate implementation of the HIV and AIDS and STI plans.
• Strengthen the formal partnership against AIDS at all levels of our society including
the strengthening the South African National AIDS Council (SANAC).
• Improve quality of health services and physical infrastructure revitalization.
Health services are critical in nurturing human development and tend to have important
economic spin-offs as well. Countries that have invested significantly in primary health care
(PHC), in particular, generally produce a healthier, and therefore more productive,
workforce. There is also significant international evidence to illustrate that early investments
in PHC result in less strain on the health budget (and, consequently, on social spending) in
later years. This is an important debate for municipalities which are now largely responsible
for PHC in South Africa.
Status Quo
Within Limpopo province, the provision of health facilities is generally inadequate in
comparison with other provinces. More specifically, access to health facilities within
Sekhukhune District Municipality itself is fairly poor. On average, there is 1 clinic for every
17,000 people within the district and approximately 97,500 people per hospital.
Table 50: Number of health facilities in Sekhukhune
Clinics 76
Community Health Centres 6
Mobile services 21
District hospitals 5
Regional hospital 2
Provincial tertiary 0
Public sector facilities and beds (2005)

169
Central hospitals 0
Specialised hospitals 0
Private hospitals -
Beds 1,386
Source: Barron, P et al (2006). The District Health Barometer: 2005/06.
Accessibility of health services
Clinics and hospitals are evenly distributed throughout the District, but accessibility remains
difficult because of poor roads, inadequate transportation and so forth.
Table 51: Access to hospitals
Municipality
Percentage within 20km radius to hospital
Fetakgomo 40%
Elias Motsoaledi 80%
Makhuduthamaga 80%
Ephraim Mogale 40%
Tubatse 78%
The residents of Fetakgomo, Elias Motsoaledi, Makhuduthamaga and Tubatse all have
relatively easy access to hospitals in the district. This is not the case for Ephraim Mogale.
These differences may be attributed to the relative population density of each of the area;
however, the table below indicates the access that Sekhukhune residents have to clinics and
health professionals.
Table 52: Access to clinics and professionals
Municipality
Percentage within 5km radius to clinics
Fetakgomo 51%
Elias Motsoaledi 64%
Makhuduthamaga 48%
Ephraim Mogale 47%
Tubatse 45%

170
According to these figures, Elias Motsoaledi enjoys the greatest access (64%), whilst
Tubatse residents have access to clinics and health professionals (45%). The number of
health professionals currently working in the district is not optimal, however. As the table
below indicates, there is a shortage of professionals working in Sekhukhune health facilities
at the moment.
Table 53: Availability of professional staff in clinics and hospitals
Personal category Number Employed Number per 1000 people
Medical Officers 32 0,02
Professional nurses 492 0,34
Pharmacists 6 0,00
Staff Nurses 297 0,20
Sekhukhune’s Health Performance
According to the independently-published District Health Barometer² (P Barron et al, 2006),
the Sekhukhune District has the lowest per capita expenditure on primary health care (PHC)
in South Africa at just R115 per person.
The table below outlines key health indicators for the Sekhukhune District. The second last
column (district ranking in South Africa) is particularly revealing because it shows how
Sekhukhune ranks in terms of the other district/metros in the country. In this column, a score
of 1 means it is the best performer in the country, whilst a rating 53 rd means that it is the
worst.
Table 54: Ranking Sekhukhune’s performance in SA: Key health indicators
Indicator
Inputs into the health system
Expressed
as:
2003/04 2004/05 2005/06 DM ranking National
in SA (I53) Value
Amt spent on non-hospital ZAR 115 53 rd 232
PHC health services per
person
Proportion of district health % 3,3 5,0
services expenditure on
management

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Proportion of district health % 61,8 45,0
services expenditure on
management
Process
Nurse clinical workload
Patients
seen/day
8,7 15,1 13,1 31,6
Average length of stay Days 4,4 3,6 3,8 27 th 4,3
Bed utilization rate % 52,9 56,9 65,5 30 th 63,9
Outputs of health system
Govt. distribution of condoms No of 5,1 5,5 7,9 24 th 8,8
at PHC facilities
condoms
distributed
per male
p.a.
% of children (under 1yr) who % 68,2 74,0 88,9 28 th 90,3
complete their primary course
of immunization
% of children who dropped out % 7,2 8,1 3,5 19 th 4,7
b/w the 1 st and 3 rd dose of DTP
vaccine
% of deliveries carried out by % 8,8 9,5 10,3 18,4
Caesarean section
Proportion of ANC clients % 15,4 24,0 42,7 33 rd -
tested for HIV
HIV prevalence among ANC % 12,7 11,8 13,9 11 th -
clients tested
Nevirapine uptake rate among % 50,1 54,9 68,6 7 th 51,7
newborn babies of HIV +
women (%)
Health outcomes
PHC utilization rate Visits to 1,5 1,5 1,5 49 th 2,1
PHC
facilities per
person p.a.

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Incidence of sexually transited No. of new 3,4 3,2 3,1 15 th 4,8
infections treated – new episodes of
STIs treated
TB cure rate % 49,1 54,8 29 th 50,8
(2004
TB smear conversion rate % 53,7 40,1 45 th 50,5
Diarrhea incidence under 5 yrs. New 115,0 149,4 222,2 25 th 257,7
cases/100 0
children
Not gaining weight under 5 yrs. % 2,1 2,1 2,0 35 th 1,4
rate
Delivery rate in facility % 72,4 101,0 104,2 4 th 81,1
Eventual impact
Stillbirth rate No of 32,2 26,2 26,3 31 st 24,8
stillbirths/
1000 births
Perinatal mortality rate in No of 49,4 152,9 39,3 36 th 34,5
facility
stillbirths +
deaths in
first 7 days
of life/1000
births
Source: Adapted from Barron, Petal (2006). The District Health Barometer: 2005/06
The particularly worrying aspects of Sekhukhune’s health services are highlighted in the
table above. The most obvious point of concern is the low levels of spending on PHC in a
District that is predominantly rural and has high levels of poverty. The nevirapine uptake rate
among newborn babies of HIV positive women is also quite low in Sekhukhune, compared to
the rest of the country. The PHC utilization rate is also comparatively low at 1, 5 visits per
person annually (compared to the national average of 2, 1 visits).
According to the District Health Barometer, the improved immunization coverage rate,
accompanied by declining drop-out rates, over the years indicate that there has been a
successful immunization programme in the District.
HIV/AIDS

173
The Sekhukhune District Municipality has adopted HIV/AIDS Plan in 2007 and reviewed it in
2009. According to the Limpopo Facility Indicator Data 2008/09 an official record of the
spread of the HIV/AIDS plan in the Department of health and social development is as
indicated below:
Table 55: State of HIV/AIDS
Total Stats June 2009
Municipality Name of facility Female Male Children Total Stats Grant
Sept 09 Total
Elias Motsoaledi Groblersdal Hospital 216 103 33 71 423
Local Municipality
Philadelphia Hospital 1037 353 122 32 1544
Fetakgomo
Municipality
Ephraim
Municipality
Greater
Municipality
Local Motsepe Clinic 35 3 0 15 53
Nchabeleng Hospital / 126 33 0 13 182
CHC
Mogale Matlala Hospital 499 102 33 61 695
Tubatse Burgersfort CHC 133 57 17 75 282
Dilokong Hospital 456 114 44 33 647
Mecklenburg Hospital 46 217 27 23 313
Makhuduthamaga
Local Municipality
Jane Furse Hospital 774 222 54 51 1101
St Rita’s Hospital 1375 542 261 124 2302
Source: Limpopo-Facility Indicator Data 2008-09 A
The significance of the statistics above is that there are people infected with HIV/AIDS in the
District. The Department of Health and Social Development has a comprehensive system of
testing, administering of treatment and counseling. The main challenge facing the
department is that testing is voluntary. As a result more effort is needed to convince people
to come to the fore and be tested. This should be accompanied by prior counseling to enable
people who will be diagnosed HIV/AIDS to live with themselves.
The Department has also rolled out a treatment plan which seems to be effective. It is
however displeasing to note that some patients are skipping their dosages. The challenge
could be the stigma that is attached to the disease by communities. More should be done to
educate the community about the normally of living with virus.

174
The District has engendered the following interventionist measures to try and fight the
scourge:
In July 2002, the Sekhukhune District development an HIV/AIDS strategy to guide public
interventions in the area. The District also launched the Sekhukhune HIV/AIDS Council
whose key focus areas are education and awareness raising, support for people living with
HIV/AIDS and care for children in distress.
NGOs such as Love Life and others also provide support in awareness and education
campaigns aimed at reducing HIV/AIDS and other sexually transmitted diseases within the
District.
The District also launched a District Health Council, which will serve as advisory body to the
Mayors on health matters and develop strategies on how to accelerate service delivery in
the District. The major challenge at the moment is a serious lack of facilities to manage
diseases in all health care facilities. The focus in the next financial years will include support
to NGOs that work with people infected and affected by HIV/AIDS.
BACKLOGS FOR BUILDING OF CLINICS
Table 56: Backlog for Building of Clinics
Name of Municipality
Clinics
Ephraim Mogale 8
Greater Tubatse 5
Makhuduthamaga 4
Fetakgomo 6
Elias Motsoaledi 5
TOTAL/SDM 22
Source: Dept. Of Health and Social Development – 2009
Table 57: Health facilities
Fetakgomo Ephraim
Mogale
Tubatse Elias
Motsoaledi
Makhuduthamaga Total
Mobile
clinic 19 36 48 37 56 196
Clinic 15 14 28 16 22 95
Hospital 0 1 2 2 2 7
No
health
facility 72 11 142 87 82 394

175
SDM ward committees 2013-2014
There are 298 health facilities in the district municipality. Of the 298 facilities, there are 196
mobile clinics, 95 clinics and 7 hospitals. In 394 of the villages there are no health facilities
that are provided or even mobile facilities. 2 Hospitals are located in Greater Tubatse Local
Municipality, which is, Dilokong Hospital and Mcklenburg Hospital. Makhuduthamaga also
hosts two hospitals namely, Jane Furse Hospital and St. Ritas. In Elias Motsoaledi Local
Municipality there is Groblersdal hospital and Philadelphia hospital. The final hospital is
located at Tsimanyane which is Matlala Hospital.
The provision of health facilities is the responsibility of the department of health. In general,
because of the dispersed spatial structure of the district, people still travel long distances to
access health facilities and in many areas there is still mobile facilities that are often not
reliable and at times not providing comprehensive health care.
Table 58: Health facilities satisfaction status
Fetakgomo Ephraim Tubatse Elias Makhudut Total Total
Motsoaledi
Motsoaledi hamaga
Satisfactory 11 6 10 8 5 40 13%
Unsatisfacto
ry 20 44 76 45 80 265 87%
SDM ward committees 2013-2014
In the 298 health facilities that were surveyed, 40 (13%) of them were recorded as providing
service that is satisfactory and a high number 265 (87%) were seen as providing inferior
service. Therefore Sekhukhune District Municipality must work with the Department of
Health to deal with the weaknesses that may exist so that the service is improved
tremendously.
Table 59: Health Facilities water supply
Ephraim
Elias
%
Fetakgomo M Tubatse M Makhuduthamaga Total
Borehole 16 5 37 18 28 104 34%
Municipal
10%
Water 0 12 1 0 16 29
River 1 0 1 1 9 12 4%
Water Tanks 7 4 11 22 7%
Other 12 32 40 21 31 136 45%
SDM ward committees 2013-2014
The data shows that 104 of the health facilities in the district are using borehole water
compared to 29 that are using municipal water. 22 of the health facilities are using water
tankers to supply water and a great number (45%) are using other systems.

176
There is a need for the district to develop a strategy for providing water to health facilities on
a sustainable basis and it could also serve as a basis for revenue enhancement. The focus
should be on the 7 hospitals that exist and the strategy could look at both water and
sanitation provision.
It is very common to establish that most hospitals in the district are using their own private
and independent sanitation system (such as ponds) which is not the highest level of service
that can be expected.
Table 60: Health facilities sanitation supply
Ephraim
Fetakgomo Mogale Tubatse
Elias
Motsoaledi
Makhudu
thamaga Total %
Pit
Latrines 20 11 30 21 40 122 37%
VIP 4 8 9 0 4 25 8%
Sewer 6 14 14 12 46 14%
Other 10 33 31 31 28 133 41%
SDM ward committees 2013-2014
With regard to sanitation provision, 122 (37%) of the health facilities are making use of pit
latrines as a form of sanitation. 25 (8%) are using Ventilated Improved Pit Latrines as
sanitation and only 46 (14%) are making use of sewer borne sanitation. The remainder, 133
(41%) are using other systems.
Access to sanitation is still a big challenge in the district where 220 000 households are
using pit latrines and 13 510 have no sanitation at all. The district working together with
department of health need to prioritise those critical health facilities that require sanitation
supply. Sanitation is inextricably linked to water supply and it is obvious that once water
supply is dealt with, then it will also be easier to extend sanitation to health facilities.
Table 61: Health Facilities electricity available
Fetakgomo Ephraim
Mogale
Tubatse Elias
Motsoaledi
Makhudut
hamaga
Total %
Yes 22 15 42 30 39 148 49%
No 12 30 44 21 45 152 51%
SDM ward committees 2013-2014
49% of the health facilities surveyed have access to electricity compared to 51% that have
no access to electricity. Although health facilities that have no access to electricity might
seem higher, it is because most facilities are mobile clinics and therefore it is highly probable
that the villages which they serve do have electricity. Access to electricity in the district for
households stands at 86% and therefore should not be of concern.
Challenges

177
• Improvement of health services in terms of Customer Care
• Lack of more funding for primary Health Care.
• Inadequate health infrastructure,
• Inaccessibility of health due to poor roads and inadequate transportation
• Lack of health professionals in clinics and hospitals.
• Lack of medication at clinics and mobile clinics.
• Stigma attached to the HIV/AIDS disease by communities.
• Awareness campaign to educate the community about the normality of living with the
Virus.
3.4.13. Education
Introduction
In terms of Schedule 4 Part A of the Constitution, education at all levels, excluding tertiary
institutions, falls under the function areas of concurrent national and Provincial Legislative
competence. As such all education related issues in the District are dealt with by the
Limpopo Department of Education (LDoE).
Education is a means of promoting good citizenship as well as preparing our people for the
needs of a modern economy and a democratic society. Building on the achievements in
education, the government must aim to ensure progressive realization of universal
schooling, improving quality education and eliminating disparities and inequalities.
Education is important for both economic and social development. It is the bedrock on which
a nation’s economic destiny is built, particularly in today’s global knowledge economy. It is
also often the primary means through which individuals set out on their personal journeys of
growth and attain their distinctive dreams and aspirations. International evidence suggests
that invest significantly in education reap major economic benefits in the medium to long
term, and help build a more cohesive social fabric within the nation.
Status Quo
The Percentage of the population in Sekhukhune is older than 20 years of age with no
schooling and is the highest in Limpopo and Mpumalanga provinces. That figure is also
more than twice that of the South African population.
The table below sets out the education profile of each local municipality in Sekhukhune.
Table 62: Education profile per Local Municipality
Municipality None Primary Secondary Tertiary Unspecified/
Disability
Under
age of 5
Fetakgomo 32,318 19,705 23,665 1,077 2,523 11,441
Elias Motsoaledi 67,084 60,165 57,144 3,262 10,124 30,103

178
Ephraim Mogale 24,318 25,156 21,681 1,022 2,750 12,046
Tubatse 62,401 48,003 48,331 1,488 6,967 27,419
Makhuduthamaga 86,392 77,158 69,715 3,415 7,905 39,254
Total 272,513 230,187 220,536 10,264 30,269 120,263
% 278,8 23,5 22,5 1,0 3,0 12,3
Source: 2006-07 SDM IDP
As indicated in the table above, the District has a relatively high illiteracy level, with almost
28% of the population having no formal school education whatsoever. Only around 1% of the
population has obtained tertiary educations. Currently within the district there are crèches,
Pre Schools, Special School, ABET Centres, Primary schools, Secondary schools and FET
Colleges. Early Childhood Development (ECD) is still lacking in our District. There is still little
or no focus at all on ECD. There are no Universities in the District.
The LEGDP indicate that Sekhukhune has the least of highly skilled individuals in the total
province. The low skills reduce the ability of the District to be innovative and economically
productive.
While there has been an improvement, this has been far below that of the other DMs in the
Limpopo Province. The percentage of those with Grade 12/Matric in Sekhukhune DM is also
nearly half of the South African population and the lowest of all the DMS in the Limpopo and
Mpumalanga provinces. The lack of skills is frustrating the current and future development of
the area. It is also the high percentages of persons with no schooling which require a
buoyant entrepreneurial class to establish industries that those with low skills levels could be
absorbed in.
The low percentage of the population having managed to obtained tertiary education
qualification bear witness to the infrastructure that is available in schools. Most of the
schools in the district do not have facilities like Sanitation, Water and Electricity. Shortage of
infrastructure impacts much on future educational development of this district.
Table 63: Shortage of Infrastructure in schools
Total number Schools % Schools % Schools %
of schools without water without
sanitation
without
electricity
905 283 31% 507 56% 203 22%
Source: Limpopo District Education department and circuits offices
The above mentioned needs to be aligned with the status quo information the SDM has on
services backlogs to ensure informed, integrated planning and budgeting, not only for the
2009/2010 financial year but the coming outer years. The district municipality will also
continue to work with department of education with regard to necessary information that
would assist in the IDP/Budget process.

179
Table 64: Backlogs for the building of schools
Name of Municipality
Number of Schools
1. Fetakgomo 12
2. Makhuduthamaga 22
3. Ephraim Mogale 11
4. Greater Tubatse 06
5. Elias Motsoaledi 05
TOTAL 56
Source: Department of Education
Table 65: Schools per Local Municipality
Fetakgomo Ephraim Tubatse Elias Makhuduthamaga %
Mogale
Motsoaledi
Number of 57 62 155 95 167 60%
primary
Number of 33 44 88 60 102 36%
secondary
Number of 4 3 3 21 5 2%
combined
Special 0 0 0 1 0 1%
Schools
FET 0 0 1 1 0 1%
Total 94 109 247 178 274 100%
In the year 2011, 902 educational facilities were recorded across the district. Out of this total
number, 536 are primary schools and 327 are secondary schools. 36 schools were recorded
as combined schools (meaning primary and secondary at same school). There is one
special school that was recorded mainly in Elias Motsoaledi Local Municipality. It is also
interesting to note that most schools are found in Makhuduthamaga Local Municipality (274),
followed by Greater Tubatse Local Municipality (247), Elias Motsoaledi (178) and the
remainder are situated in Ephraim Mogale and Fetakgomo Local Municipalities.
The numbers of educational facilities that have been provided in the district seem to be
adequate in the district. The general standard in that for every 1000 households, there is a
need for 2 primary schools and 1 secondary. Sekhukhune District Municipality has 263 000
households. This means there is a need for 263 secondary schools and 526 primary
schools. There exists 536 primary schools and the need is 526 compared to existing 327
secondary schools where the need is 263 secondary schools. Although the average
scenario indicates that enough schools have been provided, there is still a challenge due to
long walking distances to these educational facilities.
Table 66: Schools source of water
Ephraim Tubatse Elias
100%
Fetakgomo M M M Makhuduthamaga Total
Borehole 50 42 174 117 167 550 60%
Municipal
water 30 64 9 36 61 200
22%

180
River 0 0 23 5 28 3%
Water tanks 0 0 16 8 24 2%
No water
13%
supply 33 6 22 19 36 116
SDM ward committees 2013-2014
The data indicates that 550 (60%) educational facilities obtain water from boreholes. 200
(22%) of the schools in the district get water supply from municipal supply system. There are
schools that still do not have water supply at all standing at 116 (13%). 24 (2%) schools also
obtain water from water tankers.
Provision of water to schools remains within the purview of the Department of education and
the role of the municipalities remains water connections provisions and billing. There is a
need for the district municipality as water services provider and authority to liaise with
Department of Education regarding schools that do not have access to water services.
The schools normally are undertaking feeding schemes which require water for cooking and
boiling therefore it requires that all the relevant stakeholders play an important role in as far
as provision of water.
Table 67: Schools type of sanitation
Fetakgomo
Ephraim
M
Tubatse
M
Elias
M
100%
Makhuduthamaga Total
pit latrines 73 72 189 131 210 675 74%
VIP 24 6 41 43 114 12%
Sewer 14 8 11 35 11 79 9%
Other 10 4 27 7 48 5%
SDM ward committees 2013-2014
Sanitation remains one of the important services that must be provided in schools. The table
indicates that 675 (74%) schools are making use of pit latrines as a form of sanitation. 114
(12%) schools are using Ventilated Improved Pit Latrines (VIP’s) and 79 (9%) are making
use of sewer borne sanitation.
Once again the provision of sanitation to educational facilities rests with the Department of
Basic Education and all measures have to be undertaken by the department.
Table 68: Schools electricity availability
Fetakgomo Ephraim M Tubatse M Elias M Makhuduthamaga Total %
Yes 89 100 230 153 235 807 93%
No 13 2 14 4 27 60 7%
SDM ward committees 2013-2014
The majority of schools in the district municipality do have access to electricity. The table
above indicates that 807 (93%) recorded that they have access to electricity compared to 60

181
(7%) that have no access to electricity. Most of these schools are found in Makhuduthamaga
(27); followed by Greater Tubatse Local Municipality (14) and Fetakgomo Local Municipality
(13) are the remainder are in Elias Motsoaledi and Ephraim Mogale respectively.
The responsibility for electrification lies with Eskom and it is also the responsibility of the
Department of Basic Education to ensure that schools are electrified to improve learning
environment.
Table 69: Early childhood development centres
Fetakgomo Ephraim Tubatse Elias Makhudutha Total
Mogale
Motsoaledi maga
ECD
available
116 71 191 163 257 798
ECD Not
available
12 10 85 21 0 128
SDM ward committees 2013-2014
Sekhukhune District Municipality has 740 villages. There are 798 Early Childhood
Development Centres (ECD’s) across the district. There are 128 villages where ECD’s are
not available. The number of ECD’s far exceeds the number of villages and this is because
in some large villages, there are more than one ECD’s.
Challenges
· Lack of tertiary institutions within the district make percentage of people with post
matric qualifications very low.
· Lack of support to Early Childhood Development (ECD).
· Delivery of basic services like water, sanitation and electricity to school.
· Lack of effective literacy campaigns and ABET Centres to reduce illiteracy level.
· Lack of learnership and bursary schemes for students.
3.4.14. Social Services (Welfare)
Introduction
The provision of social services is a competence of concurrent National and Provincial
governments, as promulgated in schedule 4 Part A of the Constitution. Social development
systems form the backbone of assistance to the vulnerable in most advanced societies. Most
countries acknowledge that whilst they strive towards full economic and social development,
the more vulnerable members of society – especially children and the elderly – would require
some form of state assistance.
In many social democratic countries, a basic income grant is also made available to the
poorest members of society to assist them in meeting their basic daily needs. The amount of
money that a government usually spends on social development (and on social expenditure,

182
Local
Munici
pality
Makhu
dutham
aga
more generally) tends to be determined by the economic health of the country at that point in
its history. In South Africa, social expenditure has increased considerably over the years
because of a favourable balance of payments situation as well as increased revenue from
the South African Revenue Services (SARS).
Social development systems are particularly important in places like Sekhukhune which are
predominantly rural and have high poverty levels. As illustrated earlier in this chapter, the
majority of Sekhukhune’s population is young, unemployment is rife and the district
consequently exhibits an extremely high dependency ratio. Most of this population is
dependent on government grants in order to survive.
Table 70: Statistics on Grant Beneficiaries
O/A D/G W/V COMB GIA FCG
BEN
FCG
CH/
REN
CDG
BEN
CDG
CH/
REN
CSG
BEN
CSH
CH/R
EN
BEN
CH/R
EN
2382 5566 10 11 131 1505 2429 683 716 40044 71263 71775 74408
Ephrai
m
Mogale
3857 825 3 4 27 515 877 81 85 8881 15604 14193 16566
Fetakg
omo
Greater
Tubats
e
1008
1
1697
0
2249 4 7 44 562 953 180 189 13582 24550 26709 25693
4389 2 20 46 1615 2973 575 609 39406 38067 63023 71349
Elias
Motsoa
ledi
5047 1037 0 5 11 703 1130 153 162 11825 19805 18781 21097
Total 5978
0
1406
6
19 47 259 4900 8062 1672 1761 11373
8
19928
9
19448
1
20911
2
Table 39 above presents the statistics on grants beneficiaries are obtained from the South
African Social Security Agency (SASSA). The figures indicated in the table 40 below change
every month due to new approvals, births and deaths. The SASSA shows that the state
resources are spend in the form of child grants in the areas that are predominantly rural.
Many of these beneficiaries are either fostered, old aged, depended, need support one way
or the other hence they receive different forms of grants. Issues contributing to high
dependency rate on grants range from amongst others, orphans resulting from HIV/AIDS
related deaths, child-headed households.

183
Status Quo
Social Safety Nets in Sekhukhune
Poverty in Sekhukhune is endemic. As earlier sections have revealed, there is an
overwhelming dependence on state-provided social security nets at present. The table below
sets out the key government programmes that Sekhukhune households currently receive.
Table 71: Beneficiaries of Key government programmes
Programme
% Households
National School Nutrition Programme 70,3
Food parcel scheme (beneficiaries all live long main transport 12,9
areas)
Expanded Public Works Programme 8,3
Integrated Sustainable Rural Development Programme 5,1
Agricultural Starter Pack Programme 5,0
Comprehensive Agricultural Support Programme 4,3
Poverty relief programme 3,4
Other government programme 2,2
Land redistribution for agricultural development 1,5
Unemployment Insurance Fund 1,3
Land restitution programme 0,8
Land care programme 0,7
Beneficiary – municipality implemented food security projects 0,7
Total 100
Source: DoA and FIVIMS (2007b). How households fight stresses that contribute to food insecurity.
This list presents interesting information about how the majority of households in
Sekhukhune acquire sufficient income to meet their basic needs.
Food Insecurity and Vulnerability
The issue of food security cuts to the heart of the social agenda, as it involves people’s most
basic needs – that of acquiring enough food to survive and live a reasonably fulfilling life.
Food insecurity occurs when people are under-nourished, a state that usually arises when
their food intake falls below their minimum calorie (energy) requirements. Undernourishment
can be the result of several factors, including the physical unavailability of food
(e.g. during a drought) or an inability to purchase food because of financial constraints.
Individuals or households are said to be vulnerable to food insecurity when they are exposed
to several risk factors (such as living in drought-prone area) which they may not have
adequate coping mechanism for. Food insecurity is therefore an extremely revealing
indicator of poverty levels in a municipality.

184
However, the issue is a complex one, involving multiple factors like land availability, access
to natural resources and the socio-economic circumstances of communities. The National
Department of Agriculture (DoA) undertook a comprehensive livelihoods survey in the
Sekhukhune District area, both in 2004 and 2006 (DoA), (2006).
The survey highlighted the fact that some of the areas facing the worst levels of food
insecurity in Sekhukhune were within the following villages:
Table 72: Most food – insecure areas in Sekhukhune
Village Municipality Score
Ga-Mampa Fetakgomo Local Municipality 42,86
Ga-Mampuru Tubatse Local Municipality 42,86
Ga-Masha Tubatse Local Municipality 42,85
Santeng Tubatse Local Municipality 42,85
Puma Tubatse Local Municipality 42,85
Monsterlus Elias Motsoaledi Local Municipality 42,84
Ngwaritsi Makhuduthamaga Local Municipality 42,84
Kgautswane Tubatse Local Municipality 42,78
Tshehlwaneng Makhuduthamaga Local Municipality 42,70
Vlakplaas Makhuduthamaga Local Municipality 42,68
Ga-Moloi Makhuduthamaga Local Municipality 42,61
Bogalatladi Fetakgomo Local Municipality 42,59
Monametsi Fetakgomo Local Municipality 42,52
Malope Makhuduthamaga Local Municipality 42,51
Mphanama Fetakgomo Local Municipality 42,34
Kromdraai Ephraim Mogale Local Municipality 42,26
Doornspruit Ephraim Mogale Local Municipality 41,75
Mamphokgo Ephraim Mogale Local Municipality 41,50
Tsimanyane Ephraim Mogale Local Municipality 41,41
Vaalbank Ephraim Mogale local Municipality 41,39
Sephaku Elias Motsoaledi Local Municipality 39,11
Small Phooko Elias Motsoaledi Local Municipality 37,50
Magneetshoogte Makhuduthamaga Local Municipality 37,46
Source: DoA (2006). Livelihood survey conducted in the Sekhukhune District Municipality of Limpopo
Food insecurity within Sekhukhune is the result of several factors. Within the past 12
months, the key shocks that communities within the District generally experienced were food
price increases, petrol hikes, the growing costs of producing food, an increase in the number
of individuals within households, violence, theft and illness (DoA and FIVIMS, 2007b).
There’s also some evidence that ongoing water scarcity and limited economic opportunities
within Sekhukhune limit the ability of its residents to adapt and cope to external stresses and
shocks (SEI, 2007). All these factors increase the vulnerability of communities within the
District, and make it less easy for them to cope with food shortages when they occurred.

185
In 2006, researchers interviewed 500 carefully-targeted households in Sekhukhune. They
emerged with the following findings for the District.
53% of Sekhukhune residents skip meals because of a lack of food. More than 50% of
Sekhukhune Children eat less than they need to because of a shortage of food.36% of
children in Sekhukhune said they sometimes went to bed hungry because there was no
money to buy food (HSRC, 2006).
The DoA study revealed that 63% of households within the District were food insecure and
that levels of hunger were on the increase (DoA and FIVIMS, 2007b). It also shows that
Tubatse and Fetakgomo Local Municipalities are the most income-deprived areas in the
District, and both also have the highest levels of food shortage in the area.
Table 73: Pension pay points
Fetakgomo Ephraim M Tubatse Elias M Makhuduthamaga Total
yes 43 40 85 42 107 317
no 55 15 150 5 59 284
SDM ward committees 2013-2014
Out of the 740 villages that are found in the district, there are 317 pension pay points. 284
villages indicated that they have no pension pay points. The implication is that they are using
pension pay points in neighbouring villages. It is also interesting to note that thanks to
electronic payment systems, most pensioners are no longer required to physically arrive at
pension pay points to receive their grants.
There is no model that has been developed for pension pay points facilities and the practice
is that existing infrastructure such as shops, tribal offices and other community centres are
being used as pension pay points. It makes great sense because this only happens once a
month.
Table 74: Pension pay points water supply
Fetakgomo Ephraim
M
Tubatse Elias M Makhuduthamaga Total %
Borehole 8 2 23 9 21 63 19%
River 1 0 10 0 0 11 3%
Water
tanker
1 4 10 0 0 15 4%
Municipal 8 17 4 4 23 56 17%

186
supply
No
supply
water
25 19 40 40 63 187 56%
Other 0 0 2 0 0 2 1%
SDM ward committees 2013-2014
There are 317 pension pay points in Sekhukhune District Municipality. Most of the pension
pay points have no water supply (56%) and 63 (19%) are using borehole water. Only 56
(17%) of the pension pay points are using municipal water.
It will be difficult to make interventions regarding water supply to pension pay points simply
because they are only used once a month and that there are no formal structures that are
classified as pension pay points. As water infrastructure is being rolled out to villages, which
will have indirect impact on water supply to villages.
Table 75: Pension pay points sanitation available
Fetakgom
o
Ephraim
M Tubatse Elias M
Makhuduthamag
a
Total
pit latrines 23 21 39 18 71 172
vip 4 0 9 0 0 13
municipal
sewer 1 6 8 3 1 19
no sanitation 16 15 26 29 35 121
SDM ward committees 2013 2014
It is clear from the table above that 172 pension pay points are using pit latrines as a form of
sanitation. 13 are using Ventilated Improved Pit latrines. 19 are using municipal water and
121 have no sanitation.
Again it is very difficult to make interventions on pension pay points because they are
located within the premises of private businesses, community centers and tribal authorities.
The Department of social development must work jointly with the sites where pension pay
outs are being to improve the situation.
Table 76: Pension pay points electricity available
Fetakgomo Ephraim M Tubatse Elias M Makhuduthamaga Total
yes 28 25 51 32 74 210
no 19 17 34 20 33 123
SDM ward committees 2013-2014

187
It has been established that 210 pension pay points have electricity compared to 123 that
have no access to electricity.
Challenges
Shocks and stresses affecting Sekhukhune households in 2006
A survey also highlighted the major shocks and stresses affecting Sekhukhune households
in 2006. These included the fact that:
· Almost one-quarter (23%) of Sekhukhune households suffered the death of an adult
member of the households in 2006
· Almost one-seventh (15%) suffered the death of a child in the household
· 19% had been victims of drought
· Nearly one-fifth (17%) had experienced joblessness
· Food price increases had impacted on 14% of households
· Almost 1 in 9 (11%) lack access to clean water
· Other shocks included:
· Increased in household size (9%)
· Serious injury or chronic illness preventing normal activities (7%)
· Loss of remittances (4%)
Source: (Drimie, S, undated)
3.4.15. Safety and Security
Introduction
Combating crime forms one of the governmental strategic priorities within the medium term
period. Safety and security issues remain critical in crime prevention measures in the
District. Communities lack policing facilities that would assist in either reporting or combating
crimes in their areas. It means the responsibility of the state to make sure that police
Stations are well equipped to deal with any type of crime that might be experience among
communities.
Status Quo
There are six magistrate courts in Sekhukhune District. These are Magistrate Praktiseer
(next to Burgersfort), Magistrate Sekhukhune (in Schoonord), magistrate Nebo in
Phokwane), Magistrate Moutse, Magistrate Sempupuru and Magistrate Groblersdal
(Groblersdal). These magistrate courts serve a population of 1,090,424 people.
When researching Sekhukhune’s tourism potential as part of its 2025 Strategy, the District
found that crime was a weakness that could potentially undermine tourism efforts in the area
(G Steyn and Associates, 2006). More recently, the District’s IDP consultations with

188
communities found that the issue of crime was a recurring theme. The most important issue
raised by communities and stakeholder groups (such as business, farmers, traditional
leaders and civil society organizations) concern:
· The presence of gangs in some communities.
· The lack of electricity and proper lighting exacerbated the problem of crime.
· There should be more police stations in the area as people sometimes have trouble
accessing distant stations (SDM, 2007b).
· Lack of satellite Police Station.
Table 77: Crime Statistics in the SDM
MUNICIPALITY CRIME TYPE 2008/2009 2009/2010 VARIANCE
ELIAS MOTSOALEDI LM
(DSSC 14) Burglary (Excluding 395 439 44
residential premises)
(DSSC 16) Theft of all stock 254 232 22
(DSSC 01) Murder 64 52 12
(DSSC 13) Assault common 595 475 120
(PCH 06 Robbery: Aggravating 216 154 62
circumstances excluding TRIO CRI
(DSSC 06) Rape 263 260 3
(DSSC 07) Sexual assault 20 25 -5
(DSSC 33) Attempted robbery: 7 12 -5
Aggravated: with fire-arm
(DSSC 12) Assault GBH 852 881 -29
(DSSC 34) Common robbery 194 185 9
(DSSC 46) Robbery with weapon 25 40 15
other than firearm
PCH 149 Car jacking 43 24 19
(DSSC 02) Attempted murder 86 78 8
PCH 147 House Robbery 34 31 11
(DSSC 35) Attempted common 1 4 -3
robbery
PCH 148 Business robbery 58 72 -14
(DSSC 14) Burglary (excluding 488 439 49
residential premises)
(DSSC 16) Theft of all stock 254 232 22
(DSSC 15) Burglary (Houses) 803 785 18
(DSSC 19) Theft off/from/off motor 104 138 -34
vehicle
(DSSC 18) Theft of motor vehicle 94 87 7
and motor cycle
(DSSC 40) Attempted theft of motor
vehicle and motorcycle
5 8 -3

189
MUNICIPALITY CRIME TYPE 2008/2009 2009/2010 VARIANCE
(DSSC 38) Attempted burglaries 6 11 -5
business
(DSSC 39) Attempted burglaries 5 3 2
(Houses)
Ephraim Mogale LM
(DSSC 35) Attempted common 1 0 1
robbery
(PCH 149) Car jacking 3 2 1
(PCH 06) Robbery: Aggravating 15 9 6
circumstances excluding TRIO CRI
(DSSC 06) Rape 35 27 8
(DSSC 07) Sexual assault 3 1 2
(DSSC 33) Attempted robbery: 4 1 3
Aggravated: with fire-arm
(DSSC 12) Assault GBH 118 114 7
(DSSC 01) Murder 4 7 -3
(DSSC 02) Attempted murder 16 12 4
(DSSC 13) Assault common 56 88 -32
(PCH 147) House Robbery 8 12 -4
(DSSC 34) Common robbery 25 38 -13
(DSSC 46) Robbery with weapon 1 3 -2
other than firearm
(PCH 148) Business robbery 2 8 -6
(DSSC 39) Attempted burglaries 1 0 1
(Houses)
(DSSC 16) Theft of all stock 18 26 -8
(DSSC 15) Burglary (Houses) 218 200 18
(DSSC 14) Burglary (excluding 59 50 9
residential premises)
(DSSC 40) Attempted theft of motor 1 1 0
vehicle and motorcycle
(DSSC 18) Theft of motor vehicle 16 27 -11
and motor cycle
(DSSC 38) Attempted burglaries 2 1 1
business
(DSSC 19) Theft off/from/off motor 15 28 -13
vehicle
Makhuduthamaga LM
(PCH 149) Car jacking 15 11 4
(DSSC 01) Murder 63 41 22
(PCH 06) Robbery: Aggravating 131 157 -26
circumstances excluding TRIO CRI
(DSSC 12) Assault GBH 429 426 3

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MUNICIPALITY CRIME TYPE 2008/2009 2009/2010 VARIANCE
(DSSC 02) Attempted murder 56 63 -7
(PCH 148) Business robbery 33 22 11
(DSSC 34) Common robbery 89 85 4
(DSSC 13) Assault common 205 216 -11
(DSSC 06) Rape 147 157 -10
(PCH 147) House Robbery 16 20 -4
(DSSC 40) Attempted theft of motor 2 0 2
vehicle and motorcycle
(DSSC 18) Theft of motor vehicle 51 43 8
and motor cycle
(DSSC 15) Burglary (Houses) 303 301 2
(DSSC 16) Theft of all stock 91 76 15
(DSSC 19) Theft off/from/off motor 46 37 24
vehicle
(DSSC 14) Burglary (excluding 306 253 53
residential premises)
(DSSC 07) Sexual assault 4 11 -7
(DSSC 33) Attempted robbery: 5 8 -3
Aggravated: with fire-arm
(DSSC 38) Attempted burglaries 0 2 -2
business
(DSSC 46) Robbery with weapon 2 2 0
other than firearm
(DSSC 39) Attempted burglaries 3 1 2
(Houses)
(DSSC 41) Attempted theft from/off 0 1 -1
motor vehicle
Fetakgomo LM
(DSSC 33) Attempted robbery: 2 0 2
Aggravated: with fire-arm
(PCH 148) Business robbery 7 3 4
(PCH 06) Robbery: Aggravating 12 6 6
circumstances excluding TRIO CRI
(DSSC 07) Sexual assault 3 2 7
(DSSC 01) Murder 9 7 2
(PCH 147) House Robbery 5 4 1
(DSSC 06) Rape 25 24 1
(DSSC 46) Robbery with weapon 1 1 0
other than firearm
(DSSC 34) Common robbery 11 12 -1
(DSSC 13) Assault common 29 32 -3
(DSSC 02) Attempted murder 8 9 -1
(DSSC 12) Assault GBH 112 136 -24

191
MUNICIPALITY CRIME TYPE 2008/2009 2009/2010 VARIANCE
(PCH 149) Car jacking 1 2 -1
(DSSC 39) Attempted burglaries 1 0 1
(Houses)
(DSSC 15) Burglary (Houses) 54 45 10
(DSSC 16) Theft of all stock 47 41 6
(DSSC 38) Attempted burglaries 1 1 0
business
(DSSC 14) Burglary (excluding 73 74 -1
residential premises)
(DSSC 19) Theft off/from/off motor 7 8 -1
vehicle
(DSSC 18) Theft of motor vehicle 3 5 -2
and motor cycle
(DSSC 40) Attempted theft of motor 0 1 -1
vehicle and motorcycle
Greater Tubatse LM
(DSSC 07) Sexual assault 11 10 1
(DSSC 02) Attempted murder 40 28 12
(DSSC 01) Murder 48 25 23
(DSSC 13) Assault common 363 344 19
(DSSC 12) Assault GBH 516 594 -78
(PCH 148) Business robbery 20 21 -1
(DSSC 34) Common robbery 125 143 -18
(DSSC 06) Rape 129 157 -28
(DSSC 33) Attempted robbery: 6 4 2
Aggravated: with fire-arm
(PCH 06) Robbery: Aggravating 42 40 2
circumstances excluding TRIO CRI
(PCH 149) Car jacking 17 23 -6
(DSSC 35) Attempted common 5 4 1
robbery
(PCH 147) House Robbery 13 24 -11
(DSSC 38) Attempted burglaries 5 5 0
business
(DSSC 16) Theft of all stock 113 101 12
(DSSC 14) Burglary (excluding 231 304 -73
residential premises)
(DSSC 15) Burglary (Houses) 364 496 -132
(DSSC 39) Attempted burglaries 2 4 -2
(Houses)
(DSSC 40) Attempted theft of motor 2 4 -2
vehicle and motorcycle
(DSSC 41) Attempted theft from/off 0 2 -2

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MUNICIPALITY CRIME TYPE 2008/2009 2009/2010 VARIANCE
motor vehicle
(DSSC 19) Theft off/from/off motor 51 70 -19
vehicle
(DSSC 18) Theft of motor vehicle 46 71 -25
and motor cycle
(DSSC 46) Robbery with weapon
other than firearm
2 1 1
Challenges
· Revival and capacitating of Community Policing Forums (CPFs)
· Establishment of additional satellite police stations in the Municipalities
· Conducting crime prevention and awareness campaigns
3.4.16. Transportation
Introduction
For goods and services to be transported throughout the District, organized transport system
is required. The main transport systems are the following; busses, taxis and trucks. There
are two types of bus companies which are private and public. Private are those that are
owned by individuals not related to government and public are those that are owned by an
organ of state or government itself.
Status Quo
Air Transport
There are no commercial airports or air transportation in the District. Present, there are only
two registered airfields in the towns of Groblersdal and Marble Hall. They are used as
emergency airfields. They are utilized mainly by the business and tourism sectors, as well as
local farmers wishing to spray their cultivated fields. There is also an air strip in Elandskraal
in the Ephraim Mogale Municipality, which is not maintained.
Public Transport
According to the District’s integrated Transport Plan, the most common forms of public
passenger transport are the buses and taxes. The taxi industry determine its routes largely
by looking at factors like the location of towns and villages, dominant economic activities in
the area and employed status within the district.

193
Transport routes in Sekhukhune are often limited by deteriorating roads conditions as well as
local storm water problems caused by rainy season. The following are the findings of the
review of the Sekhukhune District Current Public Transport Record (CPTR) and Integrated
Transport Plan (ITP) in 2007. The report covered an overview of what is involved in public
transport in the Sekhukhune District Municipality with regard to facilities, the capacity
utilization of ranks and routes, the waiting times of passengers and vehicles, the operational
vehicle and the number of trips made per operational vehicle. The facility surveys were
conducted at taxi ranks, bus terminals and train stations.
The facility survey conducted indicated that the Sekhukhune District Municipality does not
have commuter rail services.
There are three bus terminals in the Sekhukhune District Municipality and have a total of 82
taxi facilities of which more than 75 per cent are informal.
190 (approximately 50% outwards-bound) taxi routes in the SDM: 15% are in the Elias
Motsoaledi LM, 3% in Fetakgomo LM, 17% in Ephraim Mogale LM, 43% in the Greater
Tubatse LM and 22% in Makhuduthamaga LM.
Of the subsidized bus routes in the SDM, 57% are in the Elias Motsoaledi LM and 43% in
the Ephraim Mogale Local Municipality.
The main findings obtained from the analysis of the route utilization are that there is a vast
oversupply of taxis on most routes in the SDM.
The route utilization survey noted 1462 taxis in the SDM area. Furthermore 1372 taxis were
noted in the Elias Motsoaledi LM, 287 in Fetakgomo LM, 530 in Greater Tubatse LM and
1083 in Makhuduthamaga LM.
There are 28 buses in operation on the subsidized routes in the SDM area. There are
metered-taxi activities in the Greater Tubatse LM, Light Delivery Vehicle (LDVs) are utilized
for learners’ trips as well as the areas where the quality of the road is not good.
Bus Industry
There are two different types of bus operators in the Sekhukhune District, namely:
A. Subsidized operators
B. Non-subsidized operators
i) Subsidized Bus Operators
Table 78: All subsidized bus operators in the Sekhukhune District are shown in the table below:
SUBSIDIZED BUS OPERATORS IN THE SEKHUKHUNE DISTRICT MUNICIPALITY
Subsidized Bus Operators
Operational Area

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Great North Transport
Great North Transport
Source: Great North Transport
Ephraim Mogale Local Municipality
Elias Motsoaledi Local Municipality
ii) Non Subsidized Operators
There are four (4) non-subsidized bus operators in the Sekhukhune District Municipal area.
Since these buses are not used for commuter transport, no detailed information was
obtained about these operations. The distribution of these operators with regard to the
respective local municipalities in the Sekhukhune District Municipality is shown in the table
below.
Table 79: Distribut ion of Non-Subsidized Bus Operators in the Sekhukhune District Municipa l
Area:
DISTRIBUTION OF NO-SUBSIDIZED BUS OPERATORS IN THE SEKHUKHUNE
DISTRICT MUNICIPALITY
Operator Location of Operator Type of Operations
Great North Transport Greater Tubatse Casual and scholar passengers
Mahlangu Bus Services Greater Tubatse Mine and scholar passengers
Sekhukhune Express Greater Tubatse Mine passengers
Thembalethu Bus Company Greater Tubatse Mine and scholar passengers
Challenges
· There is oversupply of taxis on most of routes in SDM
· Taxis fighting for the use of certain routes
· Light delivery vehicles used for the transportation of learners
· Deterioration of road infrastructure
· Lack of facilities for heavy vehicles
· Inadequate signage
· Lack of alternative routes for trucks
3.5. LOCAL ECONOMIC DEVELOPMENT
3.5.1. Introduction
The attainment of the vision set out in this IDP will ultimately be determined by the state of
the Sekhukhune economy. The Expanded Public Works Programme has been earmarked as
one of the other programmes that will fastracking job creation in the district. Other sections
of this chapter have already painted a picture of the spatial, demographic and infrastructural
challenges to economic development in the District.
This section turns its lens on the principal characteristics of the Sekhukhune Economy more
specifically. It identifies the municipal economy’s main features, describes its dominant
sectors and concludes with assessment of its competitive advantage. It is therefore an

195
important profile that plays a substantial role in defining the defining the development
strategies, projects and overarching socio-economic plans of the Sekhukhune Municipality.
The Sekhukhune economy is a curious mixture of overwhelmingly negative features (such
as the highest unemployment rate in Limpopo) and positive opportunities (like the enormous
mining potential within the area). Plotting an economic development path therefore requires
a careful assessment of the current economic reality in the district.
3.5.2. Status Quo
The Structure of the Sekhukhune Economy
Conventional wisdom has it that agriculture; mining and tourism are the three leading sectors
in the Sekhukhune economy. Official statistics, however, paint a slightly different picture of
the District economy being dominated by community services, mining and trade. It must be
noted that it is very difficult to find accurate data for the local level in South Africa.
Those data-gathering exercises that do exist often yield vastly different accounts of local
realities. Most public sector plans and IDP’s however, draw on Stats SA data even whilst
recognizing some of its limitations. The table below is drawn on from Stats SA data sets out
the main sectoral contribution to Sekhukhune’s Gross Geographic Product (GGP).
Table 80: Key sectoral contributions to Sekhukhune’s GGP (1995-2000)
Sector 1995 1996 1997 1998 1999 2000
Agriculture and 11,472 10,828 9,060 11,607 11,295 12,074
forestry
Mining 304,975 340,825 385,950 433,274 447,409 510,348
Manufacturing 30,564 35,650 45,420 46,311 52,220 60,532
Electricity and 39,849 46,002 59,635 76,797 84,431 97,098
Water
Construction 10,717 13,416 14,707 13,440 12,938 10,888
Trade and 215,203 253,344 284,010 363,923 409,551 450,398
Catering
TPT and 20,026 56,029 70,793 74,507 77,737 80,708
Communication
Financial and 5,081 5,348 5,630 6,255 8,979 9,529
business services
Community 799,430 808,253 861,297 1,192,342 1,291,970 1,361,607
Services
Total 1,467,317 1,569,695 1,736,502 2,218,456 2,396,530 2,593,182
Source: Stats SA (2001)
What the data reveals is that in 2000, the Sekhukhune economy depended largely on public
sector funding with community services being a major factor in the area.

196
The three main contributors to GGP were community services (52%), mining (20%) and
trade (17%). Despite these findings, the District has very consciously chosen to explore the
potential of mining, agriculture and tourism as key contributors to the Sekhukhune economy
up to the year 2025. This is also in recognition of the fact that thriving local economies
should not depend overly on public sector injections of income. These three key sectors, as
well as others highlighted in the table above, are presented in the next sub-section.
Revenue Flows
Figure 36: Main Revenue Flow
First, however, this section turn it lens on another salient features of the Sekhukhune
economy – the main revenue flows into and out of the municipal economy. This is captured
graphically in the figure below.
The main sectors are indicated as green blocks within the orange oval, depicts the boundary
of the focal area. The arrows indicate the main source of external income (revenue and
investment) flowing into and leaking out of the economy.
What is striking about this picture is that the bulk of revenue flows directly out of the
Sekhukhune economy, as many goods and services are supplied from outside the District.
As later sections of this IDP will reveal, this reality has led to the District prioritizing certain
interventions that will see the retention of revenue within the District.
Key Economic Sectors

197
As the previous section highlighted, the pre-dominance of certain sectors in the Sekhukhune
economy is somewhat contested. This section provides an outlined of the sectors that the
District Municipality has decided it is of Strategic importance to its sustained economic
growth. These sectors are mining, agriculture, tourism, retail and trade, manufacturing,
construction, transport and logistics, financial and business services as well as the public
sector. Collectively, these provide a comprehensive picture of the potential inherent in the
municipal economy.
Mining
The Sekhukhune District cuts across the north-eastern part of the Bushveld Complex, an
immense geological structure that contains the largest reserves of platinum group metals
(PGM) in the world. PGMs are a family of 6 metals – platinum, palladium, rhodium, iridium,
osmium and ruthenium. The first three of these are the main metals used in catalysts. Nickel,
chrome, vanadium, titanium, iron, copper, cobalt, granite and asbestos are some of the other
deposits found in that belt.
Although statistics may vary, most would agree that mining is a key contributor to
Sekhukhune’s GGP – and a sector with enormous potential for the immediate future. Modern
mining has been practiced in Sekhukhune land for well over a century, and typically involved
the exploitation of andalusite, asbestos, chromite and platinum deposits. What is striking
about previous boots of mining activity in the area, however, is how changing commodity
prices affected the opening, closing and occasionally reopening of mines. When prices rose,
new exploration and development took place in the Sekhukhune mining sector. Conversely,
when prices fell, mines in the area were forced to close.
Current Mining Activities
Mining’s contribution to GGP in Sekhukhune is estimated at between 15-20%, depending on
the source of the statistics. Within the District itself, the sector contributes most to the GGPs
of Makhuduthamaga (22, 8%) in 2000), Fetakgomo (32, 6% in 2000) and Tubatse (36, 6 in
2000) (Goode, 2006). These figures are likely to have changes in recent years, however.
The major mining activity in the District occurs within the Dilokong Corridor, which stretches
largely across Tubatse and Fetakgomo. Elias Motsoaledi, Makhuduthamaga and Ephraim
Mogale have relatively low levels of mining activities (SDM, 2007a).
It is estimated that mining grew at an annual rate of 5.4% from 1996 – 2001 (Goode, 2006),
a comparatively high growth rate which bodes well for the future. According to the
Department of Minerals and Energy, there were 17 operating mines in the Sekhukhune
District area in 2006 (Goode, 2006). These include a significant number of platinum mines in
the area.
The table below sets out the main existing (operating) and planned platinum mines in the
District.

198
Table 81: Operating and Projected Platinum Mines Sekhukhune
LIST OF MINES IN THE GREATER TUBATSE MUNICIPLAITY
MINE NAME TYPE OF ORE LOCALITY CONTACT
DETAILS
STATUS
Dwarsrivier Chrome Shaga 013 230 5300/1 Operating
Helena(Xstrata) Platinum Dithamaga 013 230 5000 Operating
/3133
Thorncliff(Xstrata) Platinum Shaga 013 230 6750 Operating
Mototolo(Xstrata) Platinum Shaga 013 230 6697 Operating
/87
Lion
Platinum Steelpoort 013 230 5064 Operating
Ferrochrome(Xstrata)
Marula Platinum Winnershoek 013 214 6000/ Operating
Farm
013 214 6005
Twickenham Platinum Maotsi 013 231 9127 Operating
Dooringbosch
Chrome Makgemeng 013 230 7001 Operating
(Samancor)
Tubatse F/Cr(Samancor) Chrome Steelpoort 013 230 8335 Operating
Modikwa Platinum M/Shoek 013 230 2044 Operating
Tweefontein(Samancor) Chrome Shaga 013 230 7001 Operating
Lannex Chrome Steelpoort 013 230 7001
Two Rivers Platinum Shaga 013 230 2800 Operating
Lwala(Samancor) Chrome Manyaka Prospect
Asa Metals/Dilokong Chrome Maroga 013 230 7785 Operating
Box 169/B Fort
1150
Mkasselmin@A
sametals.Co.Za
Rhino Minerals Andalusite Modubeng 013 216 3100 Operating
Phokathaba Australia Platinum M/Shoek 0795087519 Prospect
Spitzkop Platinum Steelpoort 011 463 0050 Prospect
Grootboom/Boynton Platinum Steelpoort 012 661 4138 Prospect
Annesley Havecraft Andalusite Segorong 013 216 2913 Operating
De Brochen Platinum Operating
Elephant´S River Granite Granite Tjate 083 653 9724 Operating
Mooihoek Chrome Maroga Prospect
Nkwe Platinum M/Shoek Prospect
Sebatakgomo Platinum Tjate Prospect
Saringa Slate K/Tswane Operating
LIST OF MINES IN FETAKGOMO MUNICIPLAITY

199
MINE NAME TYPE OF ORE LOCALITY CONTACT
DETAILS
Elepha is River Granite Pty Granite
Ltd
Sefateng Chrome Chrome 015 291 3961
0794951441
Bokoni Platinum Mine Platinum 015 620 000/152
083 4557882
STATUS
Operating
Operating
Operating
ELIAS MOTSOALEDI MUNICIPALITY
Blue Ridge Platinum Groblersdal Non-
Operational
Sheba’s Ridge Platinum Groblersdal Bankable
Feasibility
Study
Maphoch Mine Rossenekal Operating
In addition to the list above, there are also a number of PGM prospects in or around the
Sekhukhune area.
Prospects for the future
Much attention has been given recently to the anticipated platinum mining explosion in
Sekhukhune. There are areas where the new platinum mines are concentrated:
· The Dilokong or Burgersfort/Steelpoort corridor
The Sekhukhune District has once commissioned an investigation into potential global
demand for the key minerals found in its jurisdiction. The results are presented in the table
below:
Table 82: Market prospects for Sekhukhune minerals
Mineral Commercial Uses Future Prospects
Chrome and - Stainless steel production - The primary determinant of global
Ferrochrome - Metallurgical applications demand for chrome is stainless
- Refractory, foundry and
chemical industries
steel production (which has grown
by 6% p.a. since 1998)
- There’s currently strong demand
from high Chinese stainless steel
production
- However, excessive supply of
chrome could push down prices in
the future.
Vanadium - Steel making - Because 90% of vanadium

200
Mineral Commercial Uses Future Prospects
misused in steel making, the word
vanadium market is firmly tied to
the steel market
- In 2004, world steel production
exceeded 1 billion tons for the first
time in history.
- Between 2000-2004, steel
production increased by 6% p.a.
globally, especially from China.
- Positive short-term prospects for
Sekhukhune vanadium, especially
given potential Chinese demand.
- A possible threat could arise if
procedures seek substitute if
vanadium prices become too high.
Platinum
Group Metals
- Automotive exhaust
catalyst (auto catalyst)
- Other Industrial uses
(other catalysts, turbine
blades, Biomedical uses,
coins, PC Hard Disks,
etc.)
- Jewellery production
Limestone - Used in cement and steel
making
Dimension
stone
- Red and Black granite
used in home décor /
architecture
- Because of the nature of its
commercial usage, global demand
is strongly linked to environmental
standards re vehicle emissions
- Demand for PGMs has continued
to grow over the years, however –
and there is currently a healthy
outlook for this type of mining
- Jewellery demand is also expected
to rise
- Increased construction activity will
result in sustained demand for
cement
- Hence, there’s a positive outlook
for limestone mining in
Sekhukhune
- World demand for dimension stone
has been growing steadily
- However, the South African market
isn’t faring well because of
currency depreciation and
unpredictable demand (because
architects choose different
finishes)
Coal - Energy - There are better sources outside
Sekhukhune that currently supply
the domestic and international
markets

201
Mineral Commercial Uses Future Prospects
- Hence, coal mining isn’t a viable
prospect for Sekhukhune
- However, there’s limited potential
for the extraction of coal bed
methane as an energy source for
the region (needs further
investigation, through)
Source: adapted from Goode (2006) Scoping paper on the mining sector in the
Sekhukhune District Municipality
There are, in summary, a number of factors that could affect Sekhukhune’s mining industry
negatively in the future. These include drops in global demands for the minerals produced in
the area, continued water scarcity in Sekhukhune and the increasing mechanization of
platinum mining industry in the future. The latter will affect the potential employment
opportunities generated by mining industry in Sekhukhune, regardless of whether the area
contains significant mineral deposits or not.
Beneficiation Opportunities and Value Chain Analysis
It is important to note that PGM ores are low in value (possibly around 30 cents/kg). it is also
difficult to extract the valuable metals from them without suitable and expensive equipment.
Some estimate place the value of the ordinary (just mined) platinum ore at only 13% of the
refined material (Goode and Granville, 2006).
At present, there is no base-metal or platinum smelter in the Sekhukhune area. The nearest
smelter is Amplats’ Polokwane Smelter. Recent research done for the District’s 2025
Development Strategy included interviews with key mining companies on the possibility of
them building smelter within the District. This was based on research projections that the
total PGM production in Sekhukhune in 2015 would be 2, 900, 00 oz per annum – a figure
that would justify the installation of a new smelter in the area (Goode and Granville, 2006). It
would appear, however, that most mining companies were not planning to build a new
smelter in the Sekhukhune area.
Job Creation
Since the mid-1980, the mining labour market has changed significantly as the sector has
become more knowledge-intensive. As a result, overall mining employment has been
decreasing gradually. Goode and Granville (2006) estimate that platinum mining in the
Sekhukhune District will generate the following jobs until 2015:
Table 83: Projected employment in platinum mining in/near Sekhukhune

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Production (K0oz)
Employees
2010 2,028 36,427
2011 2,266 39,252
2012 2,495 41,666
2013 2,597 41,806
2014 2,693 41,786
2015 2,856 42,730
Source: Goode, R and Granville, A (2006). Mining expansion and employment in Sekhukhune land: Expectations and
Impediments.
The agriculture sector is an important contributor to employment, but a relatively marginal
contributor to the aggregate GGP, estimated at 9, 7% (SDM, 2007a). According to farmers in
the area, the main reason why the sector doesn’t contribute more to GGP is because of
water scarcity. Other reasons could include the combined effects of land claims, which
creates uncertainty and discourages further investment, as well as the low growth of global
commodities.
Agriculture in the Sekhukhune District is a mixture of both commercial and subsistence
farming. As indicated in the earlier spatial profile, subsistence farming tends to dominate
land use in the District.
Commercial agriculture in Sekhukhune tends to be concentrated in two areas:
- The South-Western part of the District (near Groblersdal and Marble Hall)
- The Eastern section of the District (near Burgersfort and Ohrigstad)
Number of jobs created through LED Initiatives in Sekhukhune District, as part of a
provincial report
District
Number of jobs
created through
LED initiatives
09/10
Number of
jobs created
through LED
initiatives
10/11
Number of
jobs created
through LED
initiatives
11/12
Vhembe 57 2615 918
Sekhukhune 1946 4536 9038
Capricorn 2126 3127 6522

203
District
Number of jobs
created through
LED initiatives
09/10
Number of
jobs created
through LED
initiatives
10/11
Number of
jobs created
through LED
initiatives
11/12
Mopani 4233 7171 (Giyani
excluded)
1761
Waterberg 1423 1215 643
PROVINCIAL
AGGREGATE
9785 18 664 18 882
Source: Limpopo Provincial Government Report 2013, submitted to national COGTA Department
Commercial agriculture
Over the past 5 to 10 years, farmers in the area have faced mounted difficulties with falling
commodity prices and rising input costs. Despite this, agriculture’s contribution to GGP
continues to be roughly 10% and, in 2001, provided 16% of the formal employment within
the District (Womiwu Rural Development, 2006a).
There are two major areas of commercial cultivation:
- The Loskop scheme
- The Ohrigstad scheme
(a1) The Loskop scheme
The towns of Groblersdal and Marble Hall are found in the Loskop Valley. The commercial
agricultural schemes in the valley are serviced by the Loskop Dam, built in 1938 especially
for this purpose. In addition to the Loskop scheme, there are 5 smaller schemes within the
Loskop agriculture area:
- Moosrivier scheme
- Hereford scheme
- Olifants River scheme
- Elands River scheme

204
- Selons River scheme
Collectively, these contribute significantly to commercial agriculture in the area. The past 10
years have placed Loskop farmers under increasing pressure as arising input costs, a
stronger local currency, lower commodity prices and external competition have all taken their
toll. One of the responses on the part of local farmers has been to diversify the crops they
produce. The collapse of the once lucrative tobacco industry has also pressured farmers in
the area to look at different options. As a result, there has been a growing emphasis placed
on establishing permanent crops, such as citrus and table grapes, in the area.
Main crops in Loskop
Tobacco, Wheat, Cotton, Soya beans, Citrus, Paprika, Pumpkin, Peas, Commercial
vegetables, Seed maize, Commercial maize, Table grapes, Dry beans, Watermelons.
The District currently has a competitive advantage in a number of crops, including table
grapes, citrus and vegetables for processing (Womiwu Rural Development, 2006b). This can
be maintained if the District promotes processing and other value-adding activities for these
products.
Emerging and Small-Scale Agriculture
Almost 70% of Sekhukhune farmers are subsistence farmers. This group of farmers
engages extensively in both livestock and crop farming.
In the middle-1990s, three Farmers Support Programmes were providing assistance to
about 16,000 small-scale maize farmers in Phokoane, Ndebele and Sterkspruit. These
programmes have been discontinued (Wmiwu) Rural Development, 2006a) and subsistence
agricultural production in Sekhukhune has generally dropped significantly (DoA, 2006).
The two areas with the highest potential for small-scale farmers are the higher rainfall
dryland areas, as well as the Olifants River Irrigation Scheme. The latter consist of 42
government-assisted schemes allocated to approximately 3,000 farmers, and has been
identified as part of the Limpopo DoA’s Revitalization of smallholder schemes. The table
below captures the schemes that will be revitalized under the initiative in the first 2 years:
The future of agriculture in Sekhukhune is however, impeded by a number of factors. These
include water scarcity, distorted land ownership patterns, a growing number of land claims,
Limited support services and inadequate infrastructure and services. The huge disparities
between the commercial and subsistence farming worlds may also eventually cause some
social tension. The other area of potential tension lies in conflicting social and economic
demands for water, an increasingly scarce resource in the district. It is a tension that will
need to be mediated through future IDP processes.

205
Despite these potential difficulties, opportunities abound for agriculture in Sekhukhune, and
the sector is likely to play a dominant role in the district’s forthcoming 2025 Strategy. It is
also a critical element of provincial economic strategy.
Agriculture and the LEGDP
There are two identified agricultural cluster within the LEGDP:
- Red meat cluster
- Horticulture cluster
Both have implications for future development in the Sekhukhune District. The red meat
cluster could be developed best in the Phokoane/Ndebele area, and the horticultural cluster
in the Groblersdal/Ephraim Mogale area.
Agricultural activities with the most potential in Sekhukhune
Recent research done for the District’s 2025 Strategy identified 6 areas that held the most
potential for Sekhukhune agriculture. These are:
- Crops associated with the bio-fuels industry (soya, sorghum, maize, groundnuts,
sunflower, etc.)
- Dryland farmer support programme focusing on maize, sorghum and guar
- Farmer support programme focusing on cattle and goat farming
- General farmer support programmes looking at the unutilized capacity of small
community projects in the District
- Commercial and horticultural production, especially in terms of cluster development
in the high potential areas of Groblersdal/Ephraim Mogale and
Ohrigstad/Watervals - Spekboom (focused on value-adding activities (Womiwu Rural
Development, 2006b).
Tourism
Nationally, there has been a major shift in the tourism sector away from strategies that rely
on physical attributes towards those that emphasize competitive behavior. This notion is
taken forward in the key provincial documents, such as the LEGDP and the provincial
Tourism Plan, which call for the development of spatially concentrated cluster that have
unique competitive success in a particularly field.
Within the Sekhukhune context, a number of clusters have been identified by Provincial
Tourism Strategy as offering significant tourism potential. These include:
- Themed routes for special interest groups

206
- Family recreation for neighbours and local residents
- Business tourism
- Agri-tourism
Current tourism infrastructure
Tourism has been identified as one of the major growth sectors in the Sekhukhune District.
The District’s Tourism Strategy that was adopted in 2005 indicates that there are an
estimated 84 accommodation facilities offering 2.627 beds throughout Sekhukhune. The
sector also employs about 962 persons.
Table 84: Accommodation facilities in Sekhukhune
Municipal area No of No of Occupancy Turnover Staff
facilities beds rate (%)
employed
Tubatse 20 1,278 67 47,200,000 432
Elias Motsoaledi 24 577 59 20,200,000 222
Ephraim Mogale 29 677 54 23,000,000 260
Fetakgomo 1 20 n/a 200,000 12
Makhuduthamaga 6 75 62 2,600,000 36
Sekhukhune 81 2,627 62 93 200,000 962
Source: SDM (2005). Sekhukhune Tourism Development Strategy-Status Quo Report
The potential of this sector could be more fully exploited if multiplier effects are taken more
advantage of.
· Flagship Tourism Projects
The Sekhukhune area has a number of potential tourism attractions, some of which have
been captured as flagship projects under the district’s new tourism plan. The area hosts the
scenic Flag Boshielo Dam area, for example, as well as the adjoining Schuinsdraal nature
Reserve, Potlake Nature Reserve and the Maleoskop resort and conservancy.
· Tourism Anchor Projects in Sekhukhune
The District’s Tourism Development Strategy recommends the following 5 anchor projects:
- Flag Boshielo Cluster
- Tjate Heritage site
- Main Entrance gate and route Development
- Klein Drakensberg Escarpment
- De Hoop Dam to Mapoch Recreation Complex
Future Growth

207
According to the District’s LED Strategy reviewed in 2007 (SDM, 2007a), tourism in
Sekhukhune is still in its infancy with limited offerings and low service standards. It does,
however, have the potential to diversify the economy in a sustainable and labour intensive
manner. These niches need investigation and development of destinations, into compelling
attractions. Growth in tourism is currently driven mainly by business visitors in the public and
mining sector activities and agriculture provides an opportunity to grow the sector creatively
with unique attractions.
Recent research done for the Sekhukhune District’s 2025 Strategy also made a few
predictions about the employment-generating potential of the tourism sector in the area. The
employment potential of some of the key project is captured in the table below.
At present, however, there are very few institutions serving the tourism industry in
Sekhukhune. These include; The Roosenekal Tourism Publicity association is found within
Elias Motsoaledi Municipality and, amongst other things, stages the Arum Lily festival. Other
role-players connected to the Sekhukhune tourism industry include the Limpopo Department
of Economic Development, Environmental Affairs and Tourism (LEDET), and Limpopo
Tourism Agency (LTA).
The future growth of the tourism industry is further impeded by infrastructural and service
delivery constraints in Sekhukhune. These include poor roads, telecommunications,
electricity and water supply.
Retail and Wholesale Trade and Services
According to Stats SA data presented earlier in this section the trade and Service is also a
major contributor to GGP (17%). The sector has shown a significant increase in its
contribution to the aggregate GGP. It has registered a high growth rate and remains a
relatively large component of the local economy. The sector responds predominantly to local
markets. Growth in these sectors could be explained by increased local spending power as a
result of growth in the public and mining sectors.
Formal trade is mostly restricted to the major town such as Marble Hall, Groblersdal and
Burgersfort, while informal trade takes place throughout the rural parts of the District,
including the numerous villages.
Manufacturing
Manufacturing is a relatively small sector within the Sekhukhune economy. The most
common manufacturing activities include the making of sand bricks, windows, doors and
steel frames. These activities respond to local demand from the infrastructural development
associated with housing projects, roads rehabilitation, as well as agriculture and mining
activities.

208
There is potential for growth in manufacturing if effective links are created to exploit
opportunities resulting from the mining and public sector infrastructure spending.
Construction
The construction sector is also a relatively small, but important, contributor to Sekhukhune’s
GGP. It is linked to development within all the other sectors of the economy. This includes
the demand for the construction of public sector infrastructure 9housing, roads, provision of
basic services, the De Hoop dam and the pipeline network) – a trend that is large and
growing. Most construction work is currently sourced from outside the District. This poses
the challenge for local residents to either become competitive enough or partner with already
the challenge for local residents to either become competitive enough or partner with already
competitive enough or partner with already competitive contractors to share in this growth.
Transport, Logistics and Communications
The transport, logistics and communications sector is becoming significantly more important
in Sekhukhune, especially with gradual increase in activities of other economic sectors. The
anticipated expansion in mining, for instance, offers tremendous opportunity for passenger
transport and material. Similarly, public sector infrastructural development also demands the
movement of huge amounts of material and people.
Financial, Business and Real Estate Services
The financial and business services sector is an important contributor when analyzed in the
context of the District economy. The contributor is between 10 to 12%. It is also important
because it facilitates the development of other economic sectors in the area. At present, the
majority of these services are concentrated within the economic nodes of Groblersdal and
marble Hall town.
Public Sector
The government sector employs 16% of the total Sekhukhune population, provides public
services and invests in development work. Besides the employment created, income
generated and spent in Sekhukhune, the public sector also has a key role to play in the
economy in the way decisions are taken. The delivery of the public infrastructure budget for
example, could be prioritized to unlock economic potential, in the absence of which,
opportunities could be wasted. However, public expenditure in Sekhukhune far exceeds its
ability to raise tax revenue. The inference is that Sekhukhune’s public spending is actually
mainly paid for by the rest of the country.
Development corridors in Sekhukhune

209
A number of development corridors have the potential to promote economic growth within
the Sekhukhune District (SDM, undated, b). These are described below.
Dilokong Corridor
The Dilokong (Platinum) Primary Corridor is an extremely important corridor to both
Sekhukhune and the province. It correlates largely with the R37 road, which runs from
Polokwane through Lebowakgomo to Burgersfort.
The Dilokong corridor is characterized by booming mining activities alongside its trajectory.
Projected mining expansion in the area is likely to boost the importance of this initiative as
well. Tubatse benefits the most from developments in this corridor, with lesser benefits
accruing to Fetakgomo as well.
The Dilokong Corridor also encompasses a number of growth points including Atok (within
Fetakgomo), Mecklenburg and Burgersfort. The Burgersfort cluster includes a provincial
growth point (Burgersfort), District growth point (Steelpoort) and municipal growth point
(Driekop). The remaining settlements which forms part of the Burgersfort cluster, have been
classified as population concentration points. These settlements are also important in the
development of the area mainly because they have residential development potential for the
mines (SDM, undated, b).
The N11 Corridor
The primary N11 corridor runs from Botswana through Potgietersrus down to Groblersdal
and onwards to Middleburg on the western side of the District. It serves as a major transport
route in the western part of the District, particularly for transporting agricultural produce. The
road conditions along this corridor are fairly poor, however.
Marble Hall and Groblersdal fall within the N11 corridor. These towns have also been
classified as provincial growth points because of their important service function to the
surrounding communities and their linkages to these communities as well as agricultural
sector (SDM, undated, b).
Jane Furse Corridor
The mainly residential development on the road between Lebowakgomo via Ga-Masemola
and Ga-Phaahla to Jane Furse and Glen Cowie/Phokwane can be classified as a secondary
development corridor within Sekhukhune. This corridor does not form part of SDI route, but
is a corridor in terms of the nature and extent of the large population concentration in the
area.
This secondary corridor can play a significant role in the development of mining. It extends
from Burgersfort via Steelpoort to Stoffberg. A number of mining activities are taking place at

210
the moment along the corridor. Proper infrastructure will be required to facilitate mining
expansion, however. Proper development of this corridor will stimulate economic
development of the surrounding areas. It will mostly cater for the transportation of goods and
services.
Other Corridors
The following tertiary corridors where identified within the Sekhukhune District Municipality:
- From Burgersfort to Penge
- From Marble Hall to Siyabuswa
- From Groblersdal to Stoffberg
- From Marble Hall the Olifants to Atok
- From Jane Furse to Nchabeleng
(SDM, undated)
These corridors have various clusters, which are primarily classified as population
concentration points, including municipal growth points. They also connect various villages
with different growth points. They are strategically distributed and links well with the primary
and secondary corridor identified above. Some of the identified tertiary corridors need
upgrading in order to stimulate economic growth in these clustered villages and municipal
growth points.
Local Economic Development Snapshots per Municipality
Each local Municipality’s economy within the Sekhukhune District has distinctive
characteristics of its own which collectively contribute to the overall economic make-up of the
area. This section presents a snapshot of these local economies.
Greater Tubatse Local Municipality
Greater Tubatse is a strong economic centre within the Sekhukhune District, primarily
because of its mining sector. Mining is indeed the major source of employment and
economic growth in Tubatse. Minerals found here include platinum, chrome, vanadium,
andalusite, slica and magnetite. The mining sector is currently growing rapidly in the area
and the town (Burgersfort) is now one of the fastest growing towns in the country.
Retail, trade, services and agriculture also contribute to the Greater Tubatse economy and
are major employers. Agricultural products cultivated in this area include citrus, vegetables,
corn and maize. Livestock farming include cattle, goats and game.
Makhuduthamaga local Municipality
The Makhuduthamaga Municipality promotes agriculture, tourism and mining as the key
growth sectors. There are number of mining exploration exercise that are taking place within

211
the municipality. If mining does indeed prove feasible, it will have an added impetus on the
creation of much needed jobs in particular and the growth of the economy in general.
The decision to locate the District Municipality in Jane Furse will provide substantial growth
impetus, perhaps at the cost of Elias Motsoaledi Local Municipality. Furthermore, the
agricultural and tourism potential of the municipality have yet to be exploited fully. At the
moment limited forms of agricultural and tourism activities are taking place.
Ephraim Mogale Local Municipality
The availability of irrigation water from the closely situated Loskop dam makes Ephraim
Mogale a thriving agricultural area. Ephraim Mogale is known for its extensive irrigation
farming which includes cotton (Ephraim Mogale has one of the biggest Cotton production
Centres in the Southern Hemisphere), wheat, citrus, table grapes and vegetables. The
extensive vegetable cultivation provides for the Gauteng market and national retailers. Citrus
and table grapes are exported to the European market.
Fetakgomo Local Municipality
Fetakgomo Local Municipality is blessed with mineral deposits, such as platinum, of which
the public sector makes the largest contributions to the local economy. It is situated in the
fertile soil alongside the rivers of Lepellane, offering great agricultural potential which is
currently underutilized. This municipality is surrounded by beautiful mountains and has rich
cultural history with potential to become tourist attractions.
Elias Motsoaledi Local Municipality
Groblersdal is the centre of a progressive farming community because of the town’s
fortunate location in the Olifants River irrigation area below Loskop Dam. Intensive
agricultural activities (under 5 irrigation scheme) cover a total surface area of 28 000 ha. The
gross agricultural production of the district is estimated at R250 million per annum. The
agricultural produce includes grapes, wheat, tobacco, maize, soya beans, citrus fruits, cotton
and vegetables.
Table 85: Priority sectors of local municipality
Local
Municipality
Agriculture and
agroprocessing
Mining Constructio
n
Touris
m
Other
sector
Public
sector
s
Elias Motsoaledi X X X X
Fetakgomo X X
X X X
(Platinum)
Makhuduthamaga X X
X X X
(concrete)
(retail)
Ephraim Mogale X X X X

212
Tubatse X X
(various)
Source: SDM (2006b) – Results of LED rapid appraisal
X
X
Competitive and Comparative advantages
For the Sekhukhune economy to grow sustainably, revenue and investment flows must
increase, preferably from external markets. It is therefore necessary to determine which
external markets Sekhukhune-based enterprises can complete in profitably and sustainably.
It is also important to understand the nature of competitive advantages and disadvantages in
these markets, and to recognize which factors are critical to success and which factors still
constrain the relevant sector’s performance.
The District is currently exploring 5 key markets that offer viable potential to drive future
economic growth in Sekhukhune. These are described briefly below, and their competitive
advantages and disadvantages are highlighted.
Platinum and Chrome Ore Mining
Prospects for the sustained growth and competiveness of platinum and chrome ore are
extremely healthy, as previous sections in this chapter have attested. The potential for propoor
growth is also solid, mainly in enterprises supplying goods and services to the mines.
Main market: Gauteng and international mining houses
Supplies and outsourced services to local mines
Currently, prospects for sustained growth and competitiveness are healthy for the next 20
Years¹. The potential for pro-poor growth is reasonable, and mainly in enterprises supplying
goods and services to the mines. Employment in these services and production are labour
intensive. The growth in these sectors will also contribute to grow in other sector, such as
retail, property and transport.
Main market: Platinum and Chrome mining cluster on the Dilokong Corridor.
Table 86: Main sectors: Services, Transport & Logistics, Construction, Manufacturing, property
Market Agriculture, Agro-processing and Tourism
Competitive advantage
Competitive disadvantages
Demand conditions:
- There are more than forty types of
services that the mine could source
providers can be established or
attracted to operate from Fetakgomo.
- The opportunities include transport of
material in the mine, out to the
- Few local support industries
- Shortages of skills
- Low levels of education

213
smelter, cleaning services, labour
broker, maintenance of plant and
machinery, garden services including
the supply of meat and vegetables.
- The mines are willing to source
locally provided competitive suppliers
that can be developed.
- Risk should be managed – mine
operations must not be disrupted by
supplier/ service provider
- Most procurement takes place from
head office outside SDM.
- Uncertainty about land availability for
expansion: surface mining rights
housing
- Ability to anticipate and manage
community expectations related to
development
- Relationship challenges with
neighboring communities
Supporting Industries
- LIBSA
- LIMDEV
- Supportive Local Government
Locational factors
- Close proximity to the large scale
mining activities – mine as a market
- Access to basic services in growth
points
- Some existing services providers
- Some existing facilities and
infrastructure
Source: SDM (2007b). Local Economic Development (LED) strategy
Fruit, Vegetables, Cotton, Meat and Beneficiation
Agriculture is labour intensive and creates employment. Prospects for sustained growth and
competitiveness are good if existing constraints can be dealt with effectively. The potential
for pro-poor growth is high, especially if markets can be made more easily accessible for
example, establishment of a local agro-processing plant that sources from emerging
farmers. Agriculture only makes a marginal contribution to growth in other sectors.
Despite the water constraint in many areas, other production areas with irrigation are under
utilized for various reasons. The sector does not have expertise, experience and market
linkages to grow and create many jobs. The climate and location offers competitive
advantage i.e. speed to market and the long duration of the warm season.
Table 87: Main markets: National Retailers, EU Agents & Chain stores, Gauteng
Fresh Produce Markets - Sector: Agriculture, Agro-processing

214
Competitive Advantages
Competitive Disadvantages
Establishment commercial farming sector - Subsistence level farming persist
Advanced citrus sector serving international
markets
- Oversupply in commodity markets
pushes price down, affording low
margins
Markets for livestock: Mines, Gauteng
Established links to the Gauteng, National
- Farmers have little to no bargaining
power.
Retailers and EU markets
- Access to markets limited
- Emerging farmers especially in
Demand Conditions:
remote areas
Rand has weekend recently, contributing to
price competitiveness in export market
- Limited access to suppliers in remote
areas
Supporting Industries
- Limited emerging/establishment
partnerships
Availability of technical skills
- Ineffective technical support to
emerging farmers
Locational Factors:
- Mistrust by business of government
- Land ownership: current regulations
- Proximity to Gauteng Market
discourages investment
- Close to the mine as a market - Labour regulations discourage
- Vast expanses of unutilized land with fulltime
agriculture potential
employment to the detriment of both
- Availability of water (near rivers and
the farmer and the farm worker
irrigation schemes)
- 75% of the arable land in SDM is
- Water supply to improve, increased
capacity of Flag Boshielo and the
under
unsettled claim (850 claims)
new
De Hoop dams
- Agricultural expansion is water
constrained in many places
- Underutilized existing irrigation - Shortage of certain skills
schemes
- Low levels of education
- Fertile soil
- Limited electricity supply to remote
- Favourable climate conditions
areas
- Long seasons for production
- Limited access to telecommunications
- Existing skills
infrastructure
- Potential for larger scale
- Risk associated with periods of
commercialization – variety of drought
products
- Limited supply of veterinary services
- Entrepreneurs with ideas and capital in
outlying areas
- Some areas suffer from erosion and
overgrazing
Source: SDM (2007b). Local Economic Development (LED) Strategy
Business and Leisure Tourism

215
In lieu of the high dependency of the Sekhukhune economy on the public and mining
sectors, other sectors need to be developed in the longer term to diversify the economy. This
will render it less vulnerable when the mining boom subsides. Tourism is one sector where
competitive advantage can be developed and maintained over time.
The short term demand especially, whilst the mining expansion takes place, presents an
opportunity to create appropriate facilities that meet the market demand and will be
sustainable. The current tourism sector is not yet competitive due to infrastructure
development of new access roads and key tourism attractions. The potential for pr-poor
growth is limited in the short term but will increase with time. Tourism is typically labour
intensive and will have positive spin-offs for other sectors such as housing, retail and golf
course development following tourism investment.
Main markets: Local and Foreign Tourism travelling mainly from Gauteng
Table 88: Tourism Sector: Accommodation and other tourism service providers
Competitive Advantages
Competitive Disadvantages
Consist mainly of number of small lodges,
guesthouses, game farms, backpacker
establishments. Dedicated restaurants
consist mainly of fast food franchise outlets.
Demand conditions:
- Largest demand for ‘business tourism
- visitors to the public, mining and
agriculture sectors
- Unmet need for accommodation from
mine and municipal visitors to areas
other than Marble Hall, Groblersdal
and Burgersfort
Supporting Industries:
- Proactive Government Support for
Tourism in the form of:
- R60 million from province, National
Dept. Environmental Affairs and
Tourism and National Dept. of Water
Affairs
- Political Support
- Support from the Magoshi
- Key tourist attractions / heritage sites
still not developed to competitive
standard
- Poor quality of service and skills,
especially in the hospitality sector
- Limited understanding of target
markets
- Fragmentation and poor cooperation
in the tourism sector
- Poorly maintained roads and
underdeveloped road infrastructure
- Shortage of skills in the broad tourism
sector
- Landownership constraint in tribal
areas
- Development land/site availability /
ownership = investment risk
- Backlog in basic infrastructure
(including electricity) in rural and
remote areas
- Limited access to telecommunication
infrastructure
Locational factors:
- Flag Boshielo Dam/Schuinsdraal
Game Reserve initiative – Planned
Big 5 reserve, malaria free, only

216
2hours from Gauteng, housing & golf
estates
- Variety of agricultural education
attractions
- Picturesque area with potential for
many activities related to the
landscape
- Rich cultural historical area with
many heritage sites
Source: SDM (2007b). Local Economic Development (LED) Strategy
Public Sector Infrastructure Spending
The Public Sector investment and service provision in Sekhukhune will continue to grow as
long as the District remains a Presidential priority node. Two district potentials arise that LED
can tap into:
- Directing, shifting such investment to support the LED strategic priorities to unlock
economic potential more effectively
- Increasing the local private and emerging sector capacity to deliver such services, to
win a larger share of these local contracts
- The public sector market includes work contracted by: Department of Water Affairs
and Forestry, Department of Public Works, Road Agency Limpopo, Department of
Housing and Department of Provincial and Local Government (MIG)
expenditure.
Table 89: Local Suppliers, Construction, transport & logistics, Services, Manufacturing,
property market, Tourism
Competitive advantages
Competitive Disadvantages
Public sector services providers
Demand conditions
- SDM is a presidential development
node and qualifies proportionately for
more state development funding
- Massive investment in upgrading the
SDM infrastructure is planned – this
includes building of dams, reticulating
water and waste, roads, housing
development, electricity and
telecommunication
- Quality of infrastructure not to be
comprised by awarding contracts to
underperformers
Supporting Industries
- Municipal planners, Engineers,
Building inspectors
- Supportive Local Government
Mostly external SDM
- Quality of work
- Poor quality control
- Poor cooperation between
established
and emerging contractors
- Limited experience and credibility of
local construction enterprises
- Limited tendering skills
- Limited expertise to manage big
contracts
- Municipalities are not accessing
maximum of infrastructure grants
- Local development priorities are not
linked effectively to District and
provincial priorities
- Local development priorities not

217
- Qualify for MIG, EPWP, … grant
funding
- LIBSA provides training support
Locational factors
- Cost advantage of local proximity
- Local know how
- Diversity of construction skills
- Contractors willing to work together
- Earth moving equipment
- Building materials available
linked effectively to public sector
support agencies
- Locals not aware of all the existing
opportunities / potential projects
- Limited availability of finance for
construction sector
- Shortage of engineers
- Shortage of technical skills
- Low levels of education
Source: SDM (2007b). Local Economic Development (LED) Strategy
Tourism
The table below is the result of a rapid appraisal process conducted in November 2006 as
part of the District’s LED Strategy formulation (SDM, 2006b). It sets out the main local
constraints to growth that municipal practitioners themselves identified.
Table 90: Constraints to economic growth in Sekhukhune
Land Roads Skills Other
Elias Motsoaledi
Land Ownership
Fetakgomo
Unblock the land
constraints
Makhuduthamaga
Access to land Delay
in proclamation of
Jane Furse as a
township.
Fragmented release
of land which leads
to distorted planning
Groblersdal to
Roosenekal (33700)
Groblersdal to
Bronkhorstspruit
(R25) The road from
Groblersdal via
Roosenekal to the
Mapoch Caves
needs upgrading
Upgrade D4190
Road to Atok Mine.
Build a road from
R37 to Sekhukhune
cultural village
Roads to Manchi
Masemola tourist
site, various access
roads to heritage
sites and to link
municipal sub-growth
points and nodes of
neighbouring
municipalities
Support emerging
farmers to gain
commercial farming
skills
Emerging farmers to
gain commercial
farming skills and lift
them to a
commercial level
Infrastructure
development around
Mapoch cave
Infrastructure e.g.
roads, water and
electricity for mines
Remove blockages
to investment in
housing
Funding for feasibility
studies

218
Ephraim Mogale
Make more land
available (land audit)
Tubatse
No readily available
land for
development.
Municipality does not
own sufficient land to
stimulate economic
growth in Burgersfort
and Steelpoort. Land
is owned by private
sector and is sold at
a high price.
Upgrade roads
starting with
reconstruction of part
of the N11
Major roads needs to
be upgraded – R37,
R555
Source: SDM (2006b) – Results of LED rapid appraisal
Supporting emerging
farmers to gain
commercial farming
skills strengthening
of Tompi Seleka
Agricultural College
Capacity Building for
Small Contractors
Facilitate Access to
Technical Skills and
accreditation
Determine the key
factors that
discourage
employment of
permanent farm
workers Remove
municipal capacity
bottlenecks to
infrastructure
development. Flag
Boshielo concession
and property
Development
Mining supply park
De Hoop Dam
(water)
Sekhukhune seems poised to experience a major boom in platinum mining in the near future
– a move that will grow its economy substantially if the District exploits these opportunities
effectively. Agriculture and tourism also offer potential dividends. However, the Sekhukhune
economy currently has a number of unhealthy features which could undermine economic
development efforts in the future.
Table 91: Employment levels
Municipality Employed Unemployed Unemployment
rate
1996 2001 2011 1996 2001 2011 1996 2001 2011
Ephraim Mogale 11207 15632 18350 10005 12721 12944 47,2 44,9 41,4
Elias Motsoaledi 19696 20155 32203 23862 24027 24175 54,8 54,4 42,9
Makhuduthamaga 12409 10686 19534 29370 32174 32780 70,3 75,1 62,7
Fetakgomo 3611 4861 9184 9921 10449 13154 73,3 68,3 58,9
Greater Tubatse 13938 19147 49522 24464 30654 50221 63,7 61,6 50,4
Sekhukhune 60860 70481 128794 97622 110026 133274 61,6 61,0 50,9
Source: Census (2011)

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In 2011, 49% of the persons who are of working age are employed compared to 51% that is
unemployed. The total unemployment rate within Sekhukhune District Municipality is 50,9%.
The average in Limpopo Province for unemployment rate is 38,9%. This clearly implies that
unemployment is still quite high in the district. Waterberg District has lowest unemployment
in Limpopo Province standing at 28.1%. Musina Local Municipality has the lowest
unemployment across at 18.7%.
Figure 37: Employment levels 2011
Source Census (2011)
Comparatively, the situation has improved from 1996 where unemployment was standing at
61.6% and recorded at 50.9 in 2011 although still very high. When comparing local
municipalities in the district, Makhuduthamaga seem to be the hardest hit standing at 62.7%
followed by Fetakgomo at 58.9% and Greater Tubatse at 50,4%.
Sekhukhune District Municipality has an important role to play with regard to promoting job
opportunities. Although it is the responsibility of government to create jobs, there is a need
for the district to work collaboratively with other role players in the province and nationally to
create conducive environment for business to invest in the district.

220
There are three future job drivers that are likely to transform the unemployment rate in the
district:
· The Presidency has in terms of 17 Strategic Integrated Projects (SIP) identified SIP 1
which will “unlock the northern mineral belt with Waterberg as the catalyst”
· The second mineral wave which will see expansions in existing mining operations in
the district as well as new projects
· National Department of Trade and Industry is working on a special economic zone
model that will see beneficiation of mining products in the district
Sekhukhune District Municipality should therefore work very closely with the relevant
stakeholders to ensure that these programmes are realised.
Average Household Income
Average household incomes from 2001-2011 have more than doubled across the district. In
the district municipality, household income has shifted from R15 520 to R45 546 in 2011.
The provincial average in R56 841 and therefore the district average household income is
slightly below the provincial average. Greater Tubatse Local Municipality has the highest
average household income in the district, followed by Fetakgomo local municipality.
Although unemployment in Fetakgomo is quite high, those who are working seem to be
deriving high incomes.
Table 92: Average household income
Municipality 2001 2011
Ephraim Mogale 16 671 41 398
Elias Motsoaledi 17 802 41 398
Makhuduthamaga 12 768 38 109
Fetakgomo 14 850 47 755
Greater Tubatse 16 166 54 546
Sekhukhune 15 520 45 977
Source: Census (2011)
Female Headed Households
In the year 2011, 139 93 households in Sekhukhune District Municipality are headed by
females. This represents 52,9% of the total households in the district. The provincial average
in 50.4% and therefore the district one is slightly higher. Targeted social programmes that
benefit women in particular are required to alleviate challenges in these households. The

221
highest number of these households is found in Makhuduthamaga, Elias Motsoaledi and
Fetakgomo municipalities.
Table 93: Female Headed Households
Municipality Female Headed
Households
Number of
households
% of female headed
households
1996 2001 2011 1996 2001 2011 1996 2001 2011
Ephraim Mogale 10 020 13 254 16 550 19 664 24 189 32 284 51,0 54,8 51,3
Elias Motsoaledi 24 048 26 794 32 061 42 605 45 478 60 251 56,4 58,9 53,2
Makhuduthamaga 30 932 34 334 39 217 49 782 52 978 65 217 62,1 64,8 60,1
Fetakgomo 10 817 11 565 12 769 17 372 18 883 22 851 62,3 61,2 55,9
Greater Tubatse 23 824 30 446 38 996 42 403 53 756 83 199 56,2 56,6 46,9
Sekhukhune 99 641 116
393
139
593
171
827
195
285
263
802
58,0 59,6 52,9
Source Census (2011)
Child Headed Households
In 2011, 2 949 child headed households were recorded in Sekhukhune District Municipality.
This represents 1,1% of the households in the entire district. Ephraim Mogale and Elias
Motsoaledi have recorded highest numbers of child headed households in the district.
Makhuduthamaga also scored 1,1% of the households headed by children. Programmes to
deal with this issue need to focus on the municipalities with the highest need.
Table 94: Child Headed Households
1996 2001 2011
Househol
ds
headed
by
children
Total
househol
ds
% of
child
headed
househol
ds
Househol
ds
headed
by
children
Total
househol
ds
% of
child
headed
househol
ds
Househol
ds
headed
by
children
Total
househol
ds
% of
child
headed
househol
ds
Ephraim
Mogale
Elias
Motsoaledi
Makhudutham
aga
761 19 664 3,9 514 42 701 1,2 464 32 284 1,4
1 872 42 605 4,4 1 007 80 719 1,2 800 60 251 1,3
1 794 49 782 3,6 917 95 710 1,0 737 65 217 1,1
Fetakgomo 721 17 372 4,2 318 34 097 0,9 191 22 851 0,8

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Greater
Tubatse
1 971 42 403 4,6 1 058 96 936 1,1 758 83 199 0,9
Sekhukhune 7 119 171 908 4,1 3 814 195 285 2,0 2 949 263 802 1,1
Source: Census (2011)
Dependency Ratio 1
Table 95: Dependency Ratio
Municipality 1996 2001 2011
Ephraim Mogale 91,7 82,8 73,7
Elias Motsoaledi 92,5 86,5 76,0
Makhuduthamaga 105,9 94,8 85,4
Fetakgomo 101,0 91,0 77,1
Greater Tubatse 102,6 88,6 65,6
Sekhukhune 99,6 89,2 74,7
Source: Census (2011)
In 2011, the dependency ratio in Sekhukhune District Municipality stands at 74.7%. It is
relatively higher compared to the provincial dependency ratio of 67.3. Waterberg has a
dependency ratio of 55.5% and Thabazimbi has the lowest at 30.8%. It will be important to
check the underlying factors that make Thabazimbi achieve such a low dependency ratio in
Limpopo Province.
Within the district however, Makhuduthamaga Local Municipality has the highest
dependency ratio at 85.4 way above the district and provincial ratio. This is followed by
Fetakgomo at 77.1 and Elias Motsoaledi at 76.0. There is marked improvement in Greater
Tubatse’s dependency ratio from 102.6 in 1996 to 65.6 in 2011.
It is very indispensable that the municipalities with higher dependency ratio receive much
attention with regard to poverty alleviation programmes and also programmes that will lead
to income generation. Makhuduthamaga, Elias Motsoaledi and Fetakgomo should therefore
be prioritised for poverty alleviation programmes.
Figure 38: Local Economic Development Projects
1 Dependency ratio tells us how many young people under the age of 16 and older people over 64 years who
are not working that have to depend on those who are working age and paying taxes. The higher the
dependency ratio, the more people that need looking after

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Source: SDM Ward committees 2011
Across all the villages in the district, it has been established that there were 379 project
initiatives that were in the form of economic activities. 70% (264) of these initiatives were in
the Agricultural sector compared to 24% (93) in Trade; 4% (14) were in Tourism and 2% (8)
were in mining. The picture indicates that most villages are engaged in Agriculture activities
as source of economic opportunity. These initiatives are mainly subsistence in nature and
involve groups of people in the form of cooperatives or just groups working together.
A high number of Local Economic Development initiatives were found in Elias Motsoaledi
Local Municipality (87 initiatives) followed by Makhuduthamaga Local Municipality (84
initiatives); Greater Tubatse (83); Fetakgomo (74) and Ephraim Mogale (51 initiatives).
In general, Agriculture seems to be the sector that received the most attention where 264
initiatives were recorded across the district followed by Trade (93); Tourism (14) and finally
mining (8).
It is important to point out that the district municipality and its locals must develop strategies
that will address the development of key sectors in the district namely mining, agriculture
and tourism. Tourism and mining seem to be receiving little attention from community
initiatives and therefore the district and its locals need to zoom into these two areas to
establish reasons. Agriculture, although receiving much attention, tends to focus on small
holder gardens without a clear focus on growth.
3.5.3. Challenges
· The economic potential of the District may be undermined by demographic,
infrastructural and spatial challenges alluded to elsewhere in this chapter.
· The Sekhukhune economy is excessively reliant on public sector funding with
community services being a major contributor to GGP in the area.

224
· Most revenue flows out of the Sekhukhune economy as residents and businesses
source and sell their goods and services outside the District.
· Decline in global demands for the minerals produced in the area, continued water
scarcity and the increasing mechanization of platinum mining could affect
Sekhukhune’s mining industry negatively in the future
· Insufficient beneficiation and value-adding activities occur within the Sekhukhune
economy at present.
· Commercial agriculture is coming under increasing pressure as rising input costs; a
stronger local currency, lower commodity prices and external competition take their
toll.
· Subsistence farming continues to dominate the agricultural sector in Sekhukhune.
· The District’s tourism potential is not being fully exploited as yet because of a lack of
tourism infrastructure and poor related services.
· The skills profile in the district is low, due to low level of education. This will result in
the economy failing to manage any developmental intervention that the district
may come up with.
· Insufficient funding to implement programmes and projects identified in the LED
strategy.
3.5.4. Sekhukhune Development Agency (SDA)
3.5.4.1. Introduction to SDA
Sekhukhune Development Agency (SDA) is wholly owned by the Sekhukhune District
Municipality and has been in existence since 2005, operationalized in 2006 through
appointment of the first Board of Directors. It is befitting to define it as being at an early
development stage, particularly given the progress it has made thus far. Like any
organization at that stage, it constantly strives to strike a balance between setting and
pursuing its development path whilst simultaneously addressing operational limitations. Such
a scenario often results in multiple and competing priorities, with limited resources to ensure
their attainment, that blur progression towards attaining the desired outcomes.
The function and activities of SDA is informed by the following statutory and legal framework:
· Company’s Act
· Municipal Systems Act, 2000
· Municipal Systems Amendment Act, 2011
3.5.4.2. Status Quo on SDA
SDA is still at an establishment stage of organisational development – it does not have a
sizeable organisational muscle to carry out ambitious programmes that may be beyond its
capabilities. This does not preclude it from attempting such programmes in partnership with
current or new development partners

225
A new board has just been unveiled and its mandate is also clearly articulated - the board
sought to set a strategic path, canvass support for it and guide management in driving the
implementation.
PROJECT STUDIES UNDERTAKEN
Project Description & Status Quo
· Tjate Heritage Site Feasibility study
This project entails studying the possibility of establishing a tourist facility at the Tjate
Heritage Site for tourism attraction. Tjate Heritage Site forms the core of the special interest
cluster within the Tourism Strategy and is one of the flagship projects. Tjate was the royal
seat of the ancient Sekhukhune Empire. It could become the primary core of all tourism
attractions in Sekhukhune District.
The study is completed, however ruled out the idea of constructing a facility and encouraged
that thorough marketing and events be made to promote the site since it is not known to
many tourists due to its location
· Potlake Game Reserve
The project involved development of chalets, camping site, picnic site and conference
facilities at the reserve. The study proved feasible. Currently all stakeholders are still
negotiating on a suitable model. The development of the nature reserve is aligned to the
Limpopo Provincial Growth and Development Strategy’s objective to achieve a growing
economy with sustainable jobs, innovation and competitiveness.
· Schuinsdraai/Flag Boshielo Tourism Development
The project entails development of an integrated tourism facility within the Flag Boshielo
precinct.
· Rubber Tyre Recycling Plant
The project entails establishment of a tyre and rubber recycling center and processing plant
of the waste tyre. This is a green environment project and its main aim is the promotion of
the optimal utilisation of available landfill site space by formulating more environmentally and
economically sustainable ways in which waste tyres can be recycled or discarded, while at
the same time promoting the generation of an income for tyre collectors and recyclers.
· Small Scale Mining Feasibility
NON STUDIED PROJECTS

226
· Mining Preferential Procurement Incubation Project
The project seeks to contribute towards mine community development utilizing Preferential
Procurement and Enterprise Development as part of the Government strategy to broaden
the national economic participation and achievement of social stability. The project will build
capacity within our SMME’s through an incubation process which will enable them to supply
the mines in the district.
· Emerging Farmer Identification and Support Project
The agency pursued the project with an intention to address the agricultural challenges that
the district is facing. The project involves identification of all potential pockets of lands for
agricultural purposes and communities and farmers who are prepared to produce. The
Agency partnered with Crebus and Land Bank to assist farmers in the district. Many farmers
applied for financial and technical assistance from Land bank and Crebus. During the end of
the financial year in question 103 farmers had submitted for financial assistance from Land
bank.
The other areas that the agency was looking at was revival of all the collapsed LDA funded
irrigation schemes in the district and as well by the end of this financial year the agency was
in deep consultations with relevant stakeholders. The Agency is working hard to unlock all
the schemes to be fully productive by end of next financial year.
3.5.4.3. Challenges facing SDA
The mining sector has remained very difficult to work with. The study conducted proved to
be difficult to access information both from the mining companies and the DMR itself.
However the sector needs more attention since is the strongest sector in the district.
The manufacturing sector also received attention towards the end of the season especially
when looking at agro-processing in the district. The feasibility study on rubber tyre recycling
plant proved to be unsustainable leaving less space for the agency to pursue the project.
The facilitation and securing of direct investments to the projects which proved feasible
remains a challenge. Our communities still have their own internal differences which also
impact on development.
The following are some of the organizational challenges the Agency is facing:
- Shortage of permanent personnel and insufficient skill base
- Vision not yet shared by relevant stakeholders and shareholder
- Lack of coordination on facilitation of economic projects
- Shared supply chain management
- Fragmented financial management arrangements
- Insufficient internal controls – staffing inadequacies
- Adverse audit report – disclaimer

227
- Competition with LED units over projects to be implemented
3.6. FINANCIAL VIABILITY
3.6.1. Introduction
The financial objective of the SDM is to secure sound and sustainable management of the
financial affairs of the District and to assist the five local municipalities within the SDM to be
financially viable. The Audit reports as issued by the Auditor General for the past five years
have indicated a lot of financial challenges ranging from disclaimer audit reports, low
revenue collection, inadequate asset management and internal controls.
3.6.2. Compliance with Municipal Finance Management Act (MFMA)
‣ Section 63 – Assets and Liability Management
The municipality has a GRAP compliant asset register which is updated on a
quarterly basis.
‣ Section 64 – Revenue Management
The municipality has credit control and debt management policy and the tariff policy
which are reviewed annually. The municipality derives its revenue from government
grants and billing of water consumption. Billing is done on the 25 th of every month
through the MunSoft system, which is planned to be faced out and will be replaces by
E-Venus. Draft revenue enhancement strategy is being developed awaiting council
approval.
‣ Section 82 – Delegations
Compiles reviews and approved a Register of Delegated Powers and Functions
annually.
‣ Section 83 – Competency Levels of professional Financial Officials
Municipality Provides assistance to personnel to improve competency levels
‣ Section 111 – Supply Chain Management
Supply Chain Management Policy was adopted by Council in 2005 and is reviewed
annually with the adoption of the budget. The municipality has established a threepart
bid committee system.
‣ Section 165 – Internal Audit Unit
An internal audit unit has been established and functional with appointment of three
officials. The unit has an audit charter which was approved and adopted by council in
2008 and is reviewed annually.
‣ Section 166 – Audit Committee

228
Audit committee has been established and effective. It is scheduled to meet at least
four times in a year. The audit committee has an audit committee charter which
was approved and adopted by committee and noted by council in 2008 and reviewed
annually.
Conformity exists within the following stipulations on report and reportable
matters:
- Section 71 – Monthly budget statement to Provincial and National treasury (xx
Municipality to sign off monthly reports to PT & NT for full compliance.
- Section 72 – Midyear budget and performance assessment by accounting Officer.
- Section 75 – Prescribed information placed on official website.
- Section 121 and 127 – Annual Report that includes:
• The annual financial statements
• The annual report
Table 96: The AFS has been compiled in terms of GAMAP/GRAP
Financial Year
Audit Report
2006/07 Disclaimer
2007/08 Disclaimer
2008/09 Disclaimer
2009/10 Disclaimer
2010/11 Disclaimer
2011/12 Outstanding
‣ Section 129 – Oversight reports on Annual Reports
The Municipality has established an oversight Committee which considers the
adoption of the annual report.
‣ Section 131 – Issue raised by the Auditor-General in Audit report
The municipality developed an action plan to deal with issues by Auditor-General,
which is monitored on a monthly basis management to track progress.
3.6.3. Overall Challenges
1. Lack of capacity – training
2. Lack of asset management
3. Insufficient Office space
4. Lack of internal control – safe guarding of assets
5. Non-compliance related to bid box
6. Lack of BEE scorecard model
7. Inadequate SMME development

229
8. Lack of communication channels with external stakeholders
9. Inadequate information security
10. Non adherence to timelines
11. Interference on Supply Chain Management and Payments processes
12. Promulgation of by-laws
13. Cash Management Security
14. Low collection rate/
15. Insufficient credit control measures
16. Indigent register updating
17. Non adherence to cash flow management
18. Over commitment of budget
The installation of a comprehensive financial system is 75% complete. The system will
ensure:
· Improved control and management of Supply Chain Management processes
· Accurate expenditure reporting
· Accurate and up to date cash flow monitoring
· More stringent financial controls
· A reliable picture of the state of the district municipality’s finances
Key high level delivery
areas
Management of revenue and
expenditure
Detailed activities Status quo 2012/2013
Management of creditors and
accounts
Management of payroll
In 2011/2013 financial year a
Disclaimer audit opinion was
obtained
50% compliance with fixed
asset register
40% updated inventory
register
60% compliance with
disposal processes of asset
management policy
80% of creditors paid within
30 days of invoice date
Scanning of documents from
hard to electronic versions
not implemented
Expenditure reconciliation
being undertaken annually
58% collection rate attained

230
50% of service level
agreements available and
updated on the contract
register
3.6.4. Asset Management
Introduction
The role of Asset Management is critical to any business environment whether private or
public sector. In the past municipalities used a cash-based system to account for assets,
whilst the trend has been to move to an accrual system. With the cash-based system, assets
were written off at year end and no costs were attached to subsequent period in which
assets would be used. With the accrual system, assets are incorporated into the books of
accounts and systematically written off over their anticipated lives.
This necessitates that record of asset costs are kept and key asset management functions
required are:
‣ Recognition of all existing assets
‣ Safeguarding assets
‣ Maintaining assets
‣ Establishing accounting and information systems that account for the assets of the
municipality
‣ Valuation principles in accordance with GRAP
‣ Establishing and maintaining systems of internal controls over assets
‣ Establishing and maintaining GRAP compliant asset register
‣ Clarifying responsibilities and accountabilities for the asset management process
Effective asset management functions are guided by following statutory and legal
framework:
‣ Constitution of the Republic of South Africa, 1996
‣ Public Finance management Act, of 1999
‣ National Treasury Asset management framework
‣ Municipal Finance management Act, of 2003
‣ Local Government Financial Best Practice Manual
‣ Disaster Management Act, of 2002
‣ National Water Act, of 1998
‣ Water Service Act, of 1997
‣ Municipal System Act, of 2000
‣ Municipal Structures Act, of 1998

231
STATUS QUO
MOVEABLE ASSETS
Moveable assets are all bar coded and linked to responsible custodians in all departments
Verification is been conducted quarterly, new acquired assets are bar coded upon receipt,
condition of assets is recorded during verification, monthly reconciliation and calculation s
of depreciation have started. Most of our assets allocated to depots are too old and require
an effective strategy to replace them. An auction for obsolete, damaged and redundant
assets was conducted-during 2012/13 and it was a success
IMMOVABLES ASSETS
Completed immovable assets were unbundled and Auditor General disclaimed the
municipality on the unbundled Fixed Asset Register due to lack of supporting documents to
support the unbundled assets.
We are in progress of gathering relevant information to unbundle all outstanding and new
projects developed (WIP & completed) .as part of our three year plan. The primary objective
of our three year plan is mainly to unbundle and review all projects including assessment of
their condition for impairments purposes.
In continuation of our three year plan, during 2013/14 an asset maintenance plan will be
developed to will be developed to ensure that projects attain anticipated lives. Impairment
tests will be conducted quarterly to cross check effectiveness of the asset maintenance plan
and adjustments be done were necessary.
STORES MANAGEMENT
The inventory system is not functional during this 2012/13 financial year. Stores records are
kept manually, showing opening balance of 2012/13
Stores management procedures manual have been reviewed and service standards have
been developed to ensure efficient and effective running of stores.
CHALLENGES
‣ Skills shortage
‣ Stores items procured directly from departmental votes
‣ Inventory register is maintained manually attributed to direct purchases
‣ Decentralised stores management
‣ Unavailability of projects information (data)
3.6.5. Budget and Reporting

232
Introduction
The role of Budget unit is to compile; coordinate and monitor budget of the
municipality. This is an on-going process where it requires great skills and extensive
attention to details.
The main aim of this Unit is:-
· To ensure accurate reporting for improvement in decision making.
· Preparation of the municipal budget and monitoring of the budget.
· To effectively manage funds and keep municipal debts at minimal level.
· To ensure accuracy and consistency in our municipal budget.
Table 97: Challenges and backlogs at Budget & Treasury Unit
Key
Priority Status Quo Challenges
performance
Area
Financial
Management
To ensure sufficient
reserve funds to
address asset
renewal by creation
of capital
replacement reserve
fund
Non-existence of capital
replacement reserve funds.
Minimal own funding to address
assets renewals.
Unable to budget for sufficient
capital replacements on
dilapidated infrastructure
assets due to insufficient
budget on own funding
To ensure timely
submission of
Annual Financial
and improved Audit
Opinion
To ensure
preparation and
implementation of
realistic budget for
the municipality
AFS submitted by 30th November
2012
Obtained a disclaimer audit opinion
by Feb 2013
Four budgets made
(Original budget, roll-over budget,
special adjustment budget due to
non-approval of unspent grants
and mid-year adjustment budget.
Monthly reconciliation of
account balances not done on
time. Standards chart of
accounts not properly ring
fenced on to the financial
system.
Inability of municipality to
spend the original budget
accordingly which results in a
number of adjustment budget
passed on the original budget.
3.6.6. Revenue Management
Introduction
Revenue Management is the application of disciplined analytics that predict consumer
behaviour at the local government level and optimize service availability and price to

233
maximize revenue growth. The primary aim of Revenue Management is providing the
mandated services to the right consumers at the right time for the right price. The essence of
this discipline is in understanding consumers’ perception of service value and accurately
aligning service prices, placement and availability with each consumer segment.
The Revenue Management Process entails:
‣ Data Collection
‣ Segmentation
‣ Forecasting
‣ Optimization
‣ Dynamic Re-evaluation
Effective revenue management functions are guided by following statutory and legal
framework:
‣ Division of Revenue Act
‣ Public Finance management Act, of 1999
‣ Municipal Finance management Act, of 2003
‣ Local Government Financial Best Practice Manual
‣ National Water Act, of 1998
‣ Water Service Act, of 1997
‣ Municipal System Act, of 2000
Status Quo
SDM has entered into service level agreements with three of its local municipalities (Elias
Motsoaledi; Ephraim Mogale; Greater Tubatse) for billing and collection. As per the signed
SLA, contracts are due to cease end June 2013. SDM had a retail contract with LNW which
expired in 2006 for Flag Boshielo East & West. The SLA’s had a provision of 70/30
commission based on billing.
Data Collection
The Revenue Management process begins with data collection. Relevant data are
paramount to a Revenue Management System’s capability to provide accurate, actionable
information. A system must collect and store historical data for inventory, prices, demand,
and other causal factors. Any data that reflects the details of services offered their prices and
consumer payment rate, stored, and analysed.
Billing
Billing process takes the form of the automated billing on eVenus, interest and sundry billing
will be in the form of journals.
Included in the billing process are the following processes:

234
1. refunds, (clearance, deposit)
2. change of ownership,
3. adjustments, (over and under billing)
4. change of service, cancellation of service, (Adjustment of service)
5. handling of queries,
6. processing of service order (meter readings sheets)
Credit Control
The municipality’s collection process follows the under-mentioned steps:
1. Telephone Collection.
2. Written reminder.
3. Final Notice.
4. Communication with Water Service departments for service termination or restriction
5. Legal action/ hand-over to the municipality attorneys or debt collectors.
6. Listing of debtors with Credit Bureau.
7. Recommendation for write off as bad debt.
Receipting
1. Ensuring that the cash receipts process are performed efficiently (using the best
methods to secure cash receipts)
2. Ensuring that cash received is banked and recorded on a timely basis.
3. To ensure that cash from debtors is received and recorded
4. To ensure that receipts are recorded at the correct amount
Challenges
‣ Data Management & cleansing
‣ Meter Reading
‣ Indigent Management
‣ Service Delivery
‣ Implementation of WSA/WSP agreements
3.6.7. Supply Chain Management
INTRODUCTION
Supply Chain Management Unit is established in order to procure goods and services,
disposes goods no longer needed and select contractors to provide assistance in the
provision of municipal services.
The Supply Chain Management Unit should ensure that bid documentation, evaluation and
adjudication criteria and general conditions of a contract, are in accordance with any
applicable legislation and that any Treasury guidelines on Supply Chain Management are
properly taken into account when procuring goods or services.

235
Legislative Requirement
a) The constitution of the republic of South Africa Act 108 of 1996
b) The preferential procurement policy framework Act 5 of 2000
c) The broad based black empowerment Act 53 of 2003
d) Municipal Finance Management Act ,No.56 of 200
STATUS QUO
BID COMMITTEES
All Supply Chain Management Committees that have been established are:
a. Specification Committee
b. Evaluation Committee
c. Adjudication Committee
d. Quotation Committee
All Committees are fully functional
ADVERTISEMENT OF TENDERS
ü
ü
ü
ü
Briefings are being conducted before the closing date of tender.
Tenders are advertised in two national newspapers.
Seven days quotations are advertised on the notice board.
Tender documentation are submitted in the tender box, which is opened on the
closing date of the tender.
TENDER DOCUMENT MANAGEMENT
ü
The tender documents are submitted to registry of the evaluation and adjudication
has been conducted.
CHALLENGES
ü
ü
ü
ü
Non functionality of the website
Manual rotation of database
Skills shortage
Procurement plan
3.6.8. Contract Management
Introduction

236
v
Contract Management a function of ensuring that contracts are managed and
accounted for in compliance with the MFMA. The unit is required to identify all
contracts and stakeholders, to classify all contracts for management purposes, to
manage all the stages in the contract life cycle, to correctly account for contracts in
financial statements, to ensure that services are delivered within specification and at
agreed costs, and to avoid legal disputes and cost overruns by ensuring that contract
are managed properly. Contract management is therefore essential for good financial
management and contributes to efficient and effective service delivery.
Status Quo
- Despite having only one official in the unit, it is on course to ensure that the following
are in place before the end of the financial year:
· Contract register is fully update;
· All service providers in the Municipality have signed contracts;
· Advice is provided to departments as and when required
Contract Management Framework
v
It sets out the requirements for managing and accounting for contracts and
requires organisational wide approach.
Challenges
- Appointment of a contract management officer;
- Ensuring that reports from project managers and other end users are submitted
monthly to monitor performance;
- Ensure that all departments submit contracts to the unit.
3.6.9. Expenditure Management Unit
INTRODUCTION
The expenditure management is responsible for the management of the expenditure of the
entity, and include taking all reasonable steps to ensure that the entity has and maintains an
effective system of expenditure control including procedures for approval, authorisation,
withdrawal and payment of fund. And that the entity has and maintains a management,
accounting and information system which:
· Recognises expenditure when it is incurred ;
· Accounts for creditors of the entity ;
· Accounts for payments made by the entity
That the entity has and maintains a system of internal control in respect of creditors and
payments, further that all money owed for goods and services is paid within 30days of
receiving the relevant invoices or statement unless prescribed otherwise for certain
categories of expenditure.

237
And that payments by the entity are made directly to the person to whom it is due unless
agreed otherwise only for the reasons as may be prescribed; and either electronically or by
way of non transferable cheques, provided that cash payment and payments by way of cash
cheque may be made exceptional reasons only.
Ensure that the entity complies with its statutory commitments and that the available working
capital is managed effectively and economically in terms of any prescribed cash
management and Investment framework, and that the entity has and implements a supply
chain management policy in accordance with relevant legislations in a way that is fair,
equitable, transparent and cost- effective.
Irregular or fruitless and wasteful expenditure
On discovery or realisation of any irregular expenditure or any fruitless and wasteful
expenditure ,the entity report in writing to the municipal manager ,mayor and the Auditor
General the particulars of the expenditure ;and any steps that have been taken to recover
the expenditure and prevent a recurrence of same.
Invoices receiving
Invoices and payments certificates are registered in the register when submitted and are
stamped with the stamp marked received.
Invoices and payment certificates are further checked for completeness and manual
authorisation.
Invoices payments
Payments are electronically processed on the financial system and Electronic payments are
effected to providers.
3.6.10. Summary overview of the MTREF
Table 98: Summary overview of the MTREF
Description Adjustment
Budget 2012/13
Budget year
2013/14
Budget year +1
2014/15
Budget year +2
2015/16
Total operating
revenue
Total operating
expenditure
Surplus/Deficit
for the year
447 009 289 505 264 396 531 788 796 610 164 382
530 024 043 578 874 456 575 157 016 605 086 413
83 014 753 73 610 060 43 368 219 5 077 970

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Total Capital
Expenditure
673 716 682 849 317 000 1 129 346 390 1 256 556 724
3.7. GOOD GOVERNANCE AND PUBLIC PARTICIPATION
Introduction
The SDM has achieved remarkable progress in institutionalizing and implementing its
communication and consultation mechanisms and processes. The District Communication
Strategy has been adopted in 2005 and it is in the process of being reviewed. The medium
for communication is highlighted and includes Mayoral Community Outreaches, District
newsletters, Annual Report, Local and National Newspapers, Provincial and Local radio
stations, Flyers, Ward Committee system, Community Development Workers (CDWs), as
well as loud-hailing.
The District improves on good governance and public participation through focus on internal
audit, risk management, public participation, communications and performance management
among others.
3.7.1. Internal Audit
Introduction
Primary role of Internal Audit is to assist the municipality to accomplish its objectives by
bringing a systematic, disciplined approach to evaluate and improve the effectiveness of
risk management, control and governance processes.
The risk management function involves the evaluation of the effectiveness of risk
management processes as implemented by the council.
Status Quo
· Control
It assists the organization in maintaining effective systems of internal control by evaluating
their effectiveness and efficiency.
· Governance Processes
We assess and make appropriate recommendations for improving the governance process
in its accomplishment of the following objectives:
‣ Promoting appropriate ethics and values within the Municipality;

239
‣ Ensuring effective organizational performance management and accountability;
‣ Communicating risk and control information to appropriate areas of the organization;
and
‣ Coordinating the activities of and communicating information among the Council,
external and internal auditors, and management.
These are achieved through performing the following types of Internal Audits:
1. Risk Based Audits
2. Performance Audits
3. IT Audits
4. Consulting and Advisory Services
5. Management request
Challenges to be addressed by Internal Audit Unit
• Limitation of scope
• Fallible ICT Systems
• Late submission of Performance report
• Unreported cases
• Inefficiencies and Duplication of efforts
• Inconsistent practices
• Unconverged Audit Committee meetings
• Uncoordinated activities
3.7.2. Risk Management
Introduction
As a “possibility of loss”, risk permeates/spreads across all functional areas of all institutions
including SDM.
Through the process of undertaking various activities towards achievement of our objectives,
SDM is expected as per MFMA Act 56 of 2003, MSA of 2000 and PFMA Act 1 of 1999 as
amended by Act 29 of 1999 to design a process necessary and appropriate for provision of
reasonable assurance regarding achievement of SDM’s set objectives.
Risk Management is now regarded as part of the overall infrastructural improvement geared
towards attainment of effective and efficient Corporate Governance regime.
Status Quo
Because of this recognition, SDM has established a risk management unit tasked with the
responsibility of inculcating a sound corporate governance culture, ensuring best practice
and integrated approach to practicing of risk management within SDM.

240
The above is done in order to ensure that risk is managed on an ongoing basis through
control activities that occur throughout the institution, at all levels and in all functions areas.
SDM finds it appropriate to implement Enterprise Risk Management in order to:
- Improve governance
- Improve operational efficiency and effectiveness
- Improve identification of opportunities and threats
- Comply with legal requirements and international norms
- Increase the likelihood of achievement of set objectives
- Minimize losses
- Improve institutional resilience
- Be aware of the need to identify and treat risk throughout the institution
- Improve stakeholder confidence and trust
- Establish solid basis for decision-making and planning
- Improve loss prevention and incident management
- Encourage proactive management
- Improve financial reporting
- Appropriately allocate and use resource of risk treatment
- Enhance Occupational Health and Safety performance, as well as protection of the
environment.
Challenges
· Slow process of implementation of the Risk Management Policy
· Approval and Implementation of a Risk Management Implementation Plan
· Non-existence of Risk Management IT System/Infrastructure
· Disintegrated Approach to Risk Management
· Integration of Risk Management Committee functions into the current Audit
Committee
· The reviewal of the Fraud and Anti-corruption Strategy
3.7.3. Public Participation
Introduction
Municipalities are by law required to foster public participation and ensure its
citizenry is engaged in matters of governance. SDM place public participation
and accountability at the centre of its work. The Municipality has adopted a
Public Participation Policy Framework which encompasses an ongoing public
participation programme.

241
Purpose: To facilitate public participation, public relations and participatory
democracy.
Functions of Public Participation:
- Coordinate public participation and stakeholder engagement
- Coordinate oversight visits of council committees
- Compile oversight visits reports to Council
Status Quo
Public Participation Unit is in the Speaker’s Office. It has a complement of 4 personnel, a
Manager, Public Participation Officer and 2 Public Participation Coordinators.
SDM has a Public Participation Policy Framework that has been adopted by council.
Review of the policy is done annually.
The objectives of the policy are as follows;
· Meet the legal requirements around community participation that are spelled out in
the Municipal systems Act No. 32 of 2000.
· Build an open, transparent and accountable system of governance.
· Develop a culture of community participation through creating conditions for local
communities to participate in the affairs of the municipality.
· Assist vulnerable groups to participate effectively in the system of local government.
· Provide clear, sufficient and timeous information concerning community participation
to communities.
· Communicate decisions of Council.
· Communicate public notices of meetings for communities in a manner that promotes
optimal public participation.
· Set up systems and mechanisms that will ensure compliance with regulations and
guidelines that may be issued from National or Provincial Government.
The Public Participation policy framework spells out the roles and responsibilities of;
· Council,
· Executive Mayor,
· The Speaker,
· Portfolio and Standing Committees,
· Ward Councilors,
· Management and Administration,
· The Public (Ward Committees) and
· Community Development Workers

242
SDM public participation take place through;
· Mayoral Imbizos
· Speaker’s outreach
· IDP’s
Ward Committees/Community Development Workers (CDWs)
Ward Committees are important structures that are at the heart of communities and are used
to enhance community participation in the affairs of the municipalities. The SDM has
successfully launched 116 ward committees in the District. There is still a challenge of
ensuring that they are motivated to effectively assist their communities. The other major
challenges are resignation, lack of resources, transportation in vast wards, low literacy levels
and in some cases lack of clarity in terms of their roles and responsibilities in their respective
areas. It is within the ward committee system that the district expects community
participation to be effective particularly during the IDP consultation period. It is therefore
imperative that ward committees should get support and capacity building through training.
Apart from the ward committees, there are the CDWs that are an integral part of the ward
committee system in this exercise of assisting communities to achieve their needs. The
CDWs help communities and the municipalities to fast-track delivery of services and the
eradication of poverty. The province has deployed 115 CDWs to the District to assist
communities on developmental issues. The only challenge which is there with this structure
is that it exclude some communities while others communities have more than one CDW in a
ward.
Challenges to be addressed by the PP Unit
· Stakeholder management policy
· Speaker’s outreach
· Geographic Names Change PP programmes
3.7.4. Communications, Executive Support and Special Programmes
Introduction
The SDM has achieved remarkable progress in institutionalizing and implementing its
communication and consultation mechanisms and processes. The District Communication
Strategy has been adopted in 2005, reviewed in 2011 for a five year term of office for the
current council (2011-2016). The medium for communication is highlighted and includes
Mayoral Community Outreaches, District newsletters, Annual Report, Local and National
Newspapers, Provincial and Local radio stations, Flyers, Ward Committee system,
Community Development Workers (CDWs), as well as loud-hailing.

243
The district has established a functional district communicators forum which coordinate, align
and streamline wide government programmes involving sector departments, municipalities
and other government Institutions.
Status Quo
Community Feedback Meetings
The District engages stakeholders like traditional leaders, business, labour, civil society,
sector groups etc. in matters affecting them in their different areas of responsibilities. This
community feedback programme assist in the improvement of communication and
interaction between the district, local municipalities and broader community on issues of
service delivery and development. Local municipalities are visited during FORA, Imbizo and
IDP consultations.
Media Liaison (Electronic and print Media)
The SDM utilizes both electronic and print media to improve and broaden communication in
the area of its jurisdiction. It also uses national and local Radios. Although loud-hailing is an
effective way of conveying message to communities, the SDM also uses radio for advertising
meetings, workshops, conferences, summits and other functions.
Communication is also done through print media in the form of external and internal
newsletters, local, regional and national newspapers and websites. The District produces
newsletters on monthly and quarterly basis and when a need for special print medium
communication arises.
An exciting initiative in the current financial year has been the innovation and commitment to
support local content in the form of bulk media buying for both print and electronic media. A
total of eight (08) media houses benefited, three radio stations and five newspapers.
Promotional Materials
Promotional materials like note-pads, pens, posters, flyers and banners are used by the
District to reinforce the flow and the dissemination of information to the broader society of
Sekhukhune. Some of these promotional materials are distributed during District events to
encourage and motivate effective community participation.
The communication unit has been able to implement the decision on austerity measures on
cutting expensive promotional materials such as t-shirts.
Youth Development
The SDM has adequately addressed youth development through the appointment of special
personnel to deal directly with youth issues. It is in this office where developmental issues

244
like unemployment, lack of housing, poverty, shortage of skills, high levels of crime and
violence, social and family disintegration and other social ills like HIV/AIDS that affect youth
are addressed. It is within this background that youth development strategy should be
developed to assist young people to deal with issues that affect them as unemployed,
unskilled, vulnerable and under-resourced. Resources should be biasely channeled towards
the development of young people’s projects for their upliftment to stop the escalation of
crime and violence.
Women Empowerment
Women empowerment is a phenomenon that is high on the agenda of the SDM. At present
the district has 49% representation of women Mayors in the district. The SDM is one of the
Districts in Limpopo that has elevated the status of women in municipal governance. Women
should be encouraged to partake in developmental projects that would assist them to get out
of the poverty line that they found themselves in. This means that resources should be
channeled in the direction of women empowerment projects in order to empower them
economically and politically.
Children’s Development programmes
The Office of the Executive Mayor’s Special Programs support children development through
· Support to Early Childhood development Centre’s with Groceries and learning
materials
· Annual celebration of children’s day
Challenges encountered in children’s programs are
· Unorganized children sector makes it difficult for mobilization of support
· Lack of early childhood facilities in our communities
· Lack of resources to support community initiatives and programs on children’s
development
Aged Development Programmes
· Celebration of Social Development Month
· Mandela Day Celebration and campaign
· Ongoing support to pension committees and events for the elderly
Traditional Leadership
Historically, the institution of traditional leadership has been relegated to the periphery of
development. Land was developed by the traditional leaders to participate in the decision

245
make exercise of their own destiny. Their communities blamed them of their
unscrupulousness and their lack of vision in the future. The new political dispensation has
brought another side of this institution that shows that they have been the makers of their
own history in the past and they should be given opportunity to play their role. The SDM has
played a significant role in making sure that traditional leadership is broad on board to assist
in bringing service delivery to their communities. The SDM is confident to pronounce that the
relationship between itself, the institution and all local municipalities is healthy. The
challenge which is there is on who should be the custodian of development in their areas of
jurisdiction. They do not agree with democratically elected municipal structures in the
delivery of services. They prefer partnership rather than exclusionary type of development.
IGR and International Relations
The Constitution of the republic of South Africa has declared that the government should
have three layers which are Local, Provincial and National spheres. These three spheres
should be interdependent, interrelated and independent. It is therefore indicated that all
organs of state should promote and facilitate intergovernmental relations within the context
of cooperative governance. This is done to encourage information sharing. In terms of
International Relations, the SDM has a Twinning Agreement with the City of Johannesburg
and it is forging relations with Botswana.
A. Challenges of this area
· Poor coordination of special programmes intervention by all government
Institutions
· Under-Funding of programmes targeting vulnerable groups
· Special programmes still seen as a peripheral issue
· Communication not reaching all the targeted people
3.7.5. Performance Management System (PMS)
Introduction
PMS is simply a system of managing performance. It provides a set of tools and techniques
to plan, monitor, measure and review performance of the organization and individuals. The
system ensures that all parts of the organization work together to achieve the goals and
targets of the organization. Performance Management System and the IDP process are
seamlessly integrated. Whereas the IDP fulfills the planning stage of Performance
Management, Performance Management intern fulfills the implementation management,
monitoring and evaluation of the IDP. PMS should provide diagnostic signals of the potential
risks that are likely linked to implementation of the IDP.
Status Quo

246
- PMS in SDM, regardless of not having a PMS Manager since 2012, is doing fairly
well
- Compliance is adhered to at all times. Though we have challenges now and then of
late submission of reports to CoGHSTA due to reasons beyond our control, SDM
does strive to comply at all times;
Challenges
- Setting unrealistic targets;
- Late submission of reports;
- Negative perceptions and attitudes with regard to performance in general;
- PMS Manager’s post has been vacant since 2011.
3.7.6. High Level Delivery Areas Status Quo for 2012-2013
Table 99: High level delivery areas status quo for 2012-13
Key high level delivery Detailed activities Status quo 2012/2013
areas
Provision of executive
support services
2 youth programme held
Monitor the implementation
and impact of special
programmes
· Provide strategic
linkages for special
programmes
· Facilitate youth,
children and women
empowerment
· Advocate for
integration of people
living with disability in
economic and social
transformation
2 children events held
3 people living disability
programmes held
2 women programmes held
80% implementation of
communication strategy
undertaken
3 strategic events held
Management of
communication services
· Monitor effective
communication and
marketing services
· Promote public
relations
· Coordinate events
management
12 Mayoral committee
sessions held
Render administrative
support to Executive
· Coordinate and liaise
with external
stakeholders on
behalf of the

247
Render administration
support
Internal audit
Risk management
executive
Customer care services
· Provide customer
care services
· Render call center
services
· Attend to customer
enquiries
Public participation
· Facilitate public
participation and
public relations
Secretariat
· Provide support to
council
· Maintain records for
council
· Provide secretariat
services to council
To provide with an
independent, objective
assurance and consulting
activity designed to add
value and improve an
organisation’s controls, risk
management and
governance processes
through:
· Regularity audits
· Performance audits
· Information
systems/IT audits
· Investigations and
adhoc reports
To manage risk management
function in line with corporate
management strategy by
undertaking:
· Risk assessment
10 public consultations on
annual report held
4 training programmes for
councillors undertaken
6 oversight reports issued
12 speaker’s outreach held
100% compilation of council
agenda completed
24 internal audit reports
issued
4 performance audit reports
issued
4 ICT audit reports issued
100% approval of internal
audit plan and
implementation completed
4 adhoc reports issued
100% approval of internal
audit methodology and
charters
100% internal control
mechanisms undertaken
2012/2013 risk assessment
undertaken
2012/2013 project risk
assessment undertaken

248
· Risk financing
· Anti-fraud and
corruption measures
· Risk control
2012/2013 project survey
done
2013/2013 insurance policy
reviewed
Integrated Development
Planning
Preparation of process plan
for IDP
Compile IDP
Facilitate community
participation processes
Liaise with sector
departments for alignment
purposes
2012/2013 excess and
insurance repairs done
2012/2013 security
operations assessment
completed
Approved business continuity
framework and business
continuity plan
Risk management training
conducted
Risk management reports
issued
Process plan for 2012/2013
IDP done
Public consultations for
2012/2013 done
IDP 2012/2013 approved by
council

249
CHAPTER 4:
STRATEGY PHASE

250
4.1. VISION
“Development oriented Leader in Service Delivery”
4.2. MISSION
We provide creative integrated development solutions in partnership with Local
Municipalities, Communities and other stakeholders through:
- a coordinated framework for district development planning;
- fostering active community involvement
- creating a learning organization conducive for development of human capital;
- enhancing sound intergovernmental relations through good governance;
- equitable distribution of resources.
4.3. CORE VALUES OF THE MUNICIPALITY (BATHO PELE
PRINCIPLES)
Institutions in every environment are governed by a set of core values that bind both political
and administrative personnel. The District regards the below mentioned core values as the
cornerstone that should guide the municipality in conducting its affairs as per the IDP.
· Transparency
· Access
· Courtesy
· Efficiency
· Value for money
· professionalism
· Redress
4.4. MAYORAL STRATEGIC PRIORITIES
· Economic Growth, Development and Job Creation
· Access to Basic Services and Infrastructure Development
· Community Development and Social Cohesion
· Spatial Development and Sustainable Land Use Management
· Active Community Participation and Inter-Governmental Co-operation
· Effective, Accountable and Clean Government.

251
4.4.1. Economic Growth, Development and Job Creation
Envisaged outputs
Development should be people-centered and not a government driven scenario wherein
communities are recipients of government services. Building an increased prosperity for all
residents, sustainable job and income generation and better distribution of wealth, is central
to the municipality’s challenges. In order to ensure this objective it is thus critical that people
participate in the main stream economy of the District and the social development of
communities. This will ensure that communities of the district are part of service delivery as
active agents.
Key programmes:
Among programmes to be engaged in this exercise are:
· Enterprise Development
· Agricultural Development
· Tourism Development
· Mining Development
· Marketing
· Investment Attraction
· Expanded Public Works Programmes
· People’s Skills Development
4.4.2. Access to Basic Services and Infrastructure
Envisaged outputs:
Provision of infrastructure also pays an important role in the social and economic
development of communities. Areas without access to infrastructure are characterized by
high levels of poverty whilst those with access are well off. Absence of infrastructure for any
kind of services worsens the poverty levels of communities as much as it hampers
development.
The municipality is therefore faced with two challenges in this area:
- First is the issue of extending access to basic municipal services (water, sanitation,
electricity and solid waste removal to communities with access.
- The second issue relate to the general provisioning and maintenance of
infrastructure and services over the municipal area.
Key programmes:

252
• In terms of this priority the municipality will develop the following programmes:
• Free basic services programme
• Access to municipal services to areas without
• Water services provisioning and maintenance
• Solid Waste Removal
• Electricity provisioning
• Transport
• Roads
• Storm-water
4.4.3. Community Development and Social Cohesion
Envisaged outputs:
Community development is a critical challenge facing the municipality in an attempt to create
a stable and cohesive community.
Key Programmes:
To this end the following programmes will be embarked upon by the municipality:
· Environmental Management
· Primary Health Care
· Sports Development
· Gender Equity
· Aged Care
· Skills Development
· Disaster Management
· Safety and Security
4.4.4. Spatial Development and Sustainable Land Use Management
Envisaged outputs:
The desired development requires resources to happen of which among them is land. Land
unlike other resources is a finite resource which has to be addressed strategically. The
Sekhukhune Municipal area has its own dynamics related to land as most of the land for
development is under land restitution claims. It is thus critical that concerted efforts be
embarked upon by the municipality to facilitate access to land for sustainable development
as well as usage.
Key Programmes:
As a result the following will be among the key programmes:

253
· Spatial planning to guide sustainable development;
· Support programmes for beneficiaries of land restitution claims;
· Undertaking of land audits to identify land for various kinds of development;
· Facilitate the development of framework for land use management;
· Trainings and consultation sessions with various stakeholders on land use management
practices.
4.4.5. Active Community Participation and Inter-governmental Alignment
Envisaged outputs:
Government programmes ought to be communicated to its communities so as they can
measure the performance of government and hold it accountable. The municipality wishes to
engage in a contract with its communities in addressing the challenge of poverty,
unemployment, and service delivery. In this case the municipality will ensure that proper
structures are put in where government will plan with the communities and monitor
implementation. A clear communications framework will thus be instituted by the
municipality.
Key Programme:
The focus on this programme will be:
• Functionality of all communication structures representing communities as well as all
stakeholders,
• Working with community development workers in communicating planned and
implemented government programmes,
• Monitoring of government programmes on their social and economic impact.
• Furthermore in accordance with the spirit of co-operative governance as well as the
legislative requirements, the municipality will work with local municipalities; provincial
and national sector departments to ensure that development is integrated, duplication
is avoided; and synergy is enhanced. To realize this objective the municipality will set
proper institutional structures and mechanisms to ensure that such co-operation is
not ad-hoc.
4.4.6. Accountable and Clean Government
Envisaged outcome/outputs
The development of institutional capacity is a key priority to ensure that the District is
equipped with high-quality staff that ensures that government programmes are implemented
according to set targets.

254
Key programmes:
In this area of priority the District will focus on:
· Recruitment and selection of high-quality and committed staff
· The retention of staff
· The development of the skills of its staff
· Engaging in partnerships with strategic partners
· Organizational Development
· Human Resource Administration and Maintenance
· The development of administrative systems
· Secretariat and Administration Services
· Information Management
· Internal Communication
· Performance Management
· Customer care
Government programmes cannot be realized if they are not backed by financial resources.
The Sekhukhune District is faced with mammoth development challenges amidst limited
resources. It is therefore paramount that the existing resources are well managed whilst
striving for the mobilization of extra resources. In order to do so the municipality will
specifically focus on:
· Development of a financial management plan
· Strengthening of revenue collection capacity
· Revenue generation
· Credit Control mechanism
· Financial planning and budgeting
· Financial reporting
· Asset Management
· Financial Administration
· Expenditure Management and Control
· Preparation of realistic and strategic budgets
· Implementation of Municipal Financial Management Act
· Internal Audit
· Risk Management
4.5. SPATIAL RATIONALE
OBJECTIVES
STRATEGIES

255
Provision of municipal office space Construction of mini municipal offices
Groblersdal
Upgrading of existing building Hoep
Hoep Street
Construction of new offices Jane Furse
GIS Training and Hardware
Training of municipal officials on GIS
Provision of hardware and software
related to GIS
Improve environmental quality Enforce environmental management
tools
Promote infill development
Maximum use and protection of high
potential Land
Reduce sprawl
Upgrading of tenure and formalization of
informal settlements which would
facilitate investment and borrowing
capacity
Eradication of informal settlement Encouragement of integrated and
Compact Settlement
Develop an integrated and sustainable
transportation node that promotes a
quality public realm and pedestrian
movement.
Refurbishment and development of
infrastructure and facilities
Determine priority areas for shortmedium
term investment and allocation
of future development
Provision of appropriate housing for all
social groups
Improved Basic Services Delivery and
Infrastructure
Alignment of the SDM spatial
development plan to the sector plans
Perform audit and enforce municipal bylaws
relating to illegal land audit
Encourage tourism facilities
Identify strategic land parcels for
development
Upgrading of tenure and formalization of
informal settlements which would
facilitate investment and borrowing
capacity
Upgrading of tenure and formalization of
informal settlements which would
facilitate investment and borrowing
capacity
Assess the aspects of compatibility and
possible contradiction which would then
be addressed
4.6. INSTITUTIONAL DEVELOPMENT AND ORGANISATIONAL
TRANSFORMATION

256
4.6.1. Employee wellness
OBJECTIVES
Effective and efficient management of
workplace hazards
STRATEGIES
Organize recreational activities
4.6.2. Occupational health and safety
OBJECTIVES
- To enhance wellness of employees
- To ensure healthy and safe work
environment.
STRATEGIES
- Through reactive and proactive
wellness activities
- By managing workplace hazards
efficiently and effectively
- Identification, investigation and
submission of claims/returns to
commissioner under Department of
Labour
- Facilitation of medical
surveillance/check-ups for employees
- Buildings inspection and audit of
municipal service areas (buildings
and service points)
- By conducting regular wellness
campaigns
- By managing injuries in the
workplace
4.6.3. Information and Communication Technology (ICT)
OBJECTIVES
Establish ICT as a business driver
To reduce the digital divide throughout the
Sekhukhune District Municipality
To fully get all systems to integrate and
databases of the various systems to
communicate
To reduce ICT Risks
To reduce ICT Audit Queries through the
development of a proper ICT Strategy.
To adopt an ICT Framework through which
ICT can be governed
To put a proper ICT Disaster Recovery
Strategy in place and to ensure the
STRATEGIES
By conducting needs analysis
By maintaining ICT infrastructure
By improving ICT security
By developing a Master Plan
By establishing sound regulatory
environment
By extending ICT Infrastructure District wide
By implementing the E-Governance Strategy

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effectiveness thereof
To replace all redundant equipment as
identified and appoint a service provider to
speed up the turn-around time
By developing a proper ICT Strategy for
Sekhukhune District Municipality in line with
the E-Governance Strategy
To budget properly for each financial year By adopting an ICT Framework for
Sekhukhune District Municipality
To improve on the turn-around time for enduser
By maintaining ICT infrastructure
support
To reduce ICT expenditure by implementing By extending ICT Infrastructure District wide
Shared Services throughout the Sekhukhune
District Municipality
To have an effective Information and By maintaining ICT infrastructure
Communication Technology in place
4.6.4. Human Resources Management (HRM)
OBJECTIVES
Provision of sound human resources
functions
To recruit competent personnel
To reduce staff turnover
STRATEGIES
By implementing HR Plan
By implementing employment equity targets
By reviewing and implementing human
resources systems
By developing and implementing careerpathing
plans
By reviewing and implementing Retention
strategy
By filling vacant posts and improving service
benefits
Implementation of retention strategy
To effectively and efficiently administer leave
management
To ensure that correct salaries and third
party payments are done on time
To ensure compliance with Employment
Equity Plan (EEP)
To ensure compliance to HR policies
Implementing ESS and manual system
efficiently
Use VIP and Cash Focus systems for
payments
Implementation of numeric targets as per
EEP
Implement SALGA collective agreements
and relevant pieces of legislation
4.6.5. Auxiliary Services
OBJECTIVES
Provide sound records management
STRATEGIES
By reviewing the file plan

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To provide safe-keeping of the records (files
and tender documents)
To promote clean audit in the SDM
To provide distribution of information through
messenger services internally and externally
To provide printing and photocopying
services
By implementing the Electronic Document
Management System
By disposing of records
By archiving records of value
By auditing personnel files
Separation of printing and photocopying
office from Records Office
Provision of registers for outgoing and
incoming records
Electronic storage of documents
Schedule of delivering and collecting mail
internally
Determining a schedule of types of records
the SDM has
Review the file plan
Disposing and archiving of records
By managing and auditing personnel files
4.6.6. Legal Services
OBJECTIVES
To provide effective and efficient legal
services
STRATEGIES
By appointing a panel of attorneys
By providing legal support to departments
By providing legislative updates
Effective communication and flow of
information between legal services and
affected departments
Gaps in the procedure manual that is in
place filled to address the challenges
Advise various departments to make
requests for opinions in writing
To expeditiously attend to all legal queries
affecting the institution in order to avoid
unnecessary litigations
Provide Council with Legislative review
updates report in order for institution to be in
line new legislative trends.
Request various departments consult legal
services timeously to avoid unnecessary
litigations
Update Council as well as the departments
on Legislative Review Updates
4.6.7. Labour Relations
OBJECTIVES
STRATEGIES

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Promotion of sound labour relations
To maintain harmonious relationship
between the employer and employees
To consciountise employee about
labour related matters
To ensure that the employer and
employee representatives have
common understanding
To promote orderly collective
bargaining
To promote effective and efficient
resolution of labour disputes
To give effect to the provisions of
Labour Relations Act
To conscientize employees on labour
matters
By conducting awareness on labour
relations
By maintaining a functional Labour
Relations Forum
Educate employees about labour
relations matters
Facilitate negotiations between
employer and employee
representatives
Strike management
Labour related training to ensure that
managers carry out their duties without
fear or favour
Develop relationship with all five local
municipalities
Educate employees about labour
relations matters
4.6.8. Organisational Development (OD)
OBJECTIVES
To improve institutional productivity
To continuously analyze the performance of
the organizational structure in order to apply
appropriate OD interventions
To continuously assess respective
departments on their quarterly reports or
observations
To design forms for efficiency and
effectiveness
STRATEGIES
By improving and implementing business
processes
By evaluating the organisational structure
By conducting culture surveys
By conducting job evaluations
By implementing performance management
framework
Apply total quality management
Business processes be developed and
implemented for the entire municipality
Conduct job evaluation
4.6.9. Human Resources Development (HRD)
OBJECTIVES
To equip the people of SDM with skills for
participation in the mainstream economy
STRATEGIES
By developing and submitting the Workplace
Skills Plan to LGSETA

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By identifying skills programmes and
including them in the Workplace Skills Plan
To provide learners who completed their
studies with experience and complete their
workplace experience
To assist employees to acquire recognised
qualification on experience gained in the
workplace
To capacitate newly elected Councillors
By creating opportunities for experiential
learning
By assessing the impact of training
interventions
4.7. BASIC SERVICE DELIVERY AND INFRASTRUCTURE
4.7.1. Water
OBJECTIVES
STRATEGIES
Provision of water supply to all Develop, Implement & Completion of 50%
of bulk water projects
To implement an Incidents Register and Implementation of water reticulation
Effective resolution of water supply incidents (65% of backlog)
To ensure effective operations of Bulk Water
Services
To effectively provide Water through Water
Tankers
To provide Safe disposal of Waste Water
To ensure effective management of SLAs with
Water Services Providers (WSPs)
To develop an Integrated Asset Management
Plan
To review WSDP
To develop Water and Sanitation Master Plans
To efficiently manage the MIG Programme
To efficiently manage RBIG and RBIG Special
Programme
To efficiently manage the ACIP Programme
To efficiently manage the DWA refurbishment
Programme
To develop a Water Conservation and Water
Demand Management Plan
To develop close-out reports on Incomplete
roads projects
To effectively complete activities of the Annual
Implementation Plan on Rural Roads Asset
Management (R-RAMS)
Implement a Water Conservation and
Water Demand Management Strategy
(Reduce nonrevenue water to 40%)
Achieve 95% Blue Drop rating
Eradication of supply through tankers
50%
Achieve70% Green Drop rating
Annual review and implementation of
WSDP
Improve implementation and monitoring
Conduct a study on water demand and
conservation
Follow-up and finalise issues on incomplete
roads projects
Follow up and finalise on issues of R-RAMS

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To effectively control internal resources
(Human; Financial; etc.)
Improve on monitoring of work done
4.7.2. Sanitation
OBJECTIVES
Provision of sanitation services to all
STRATEGIES
Completion of bulk Sanitation Projects
Provision of household sanitation
facilities (60% of backlog)
Achieve70% Green Drop rating
4.7.3. Disaster Management
OBJECTIVES
To provide for an integrated and
coordinate disaster management policy
that focuses on preventing or reducing
the risk of disasters
Institutional capacity in disaster
Management
STRATEGIES
Compile specifications mitigating the
severity of disasters, emergency
preparedness, rapid and effective
response to disasters and post
disaster recovery for tender
Design job content and submit to HR
To decrease overtime expenditure.
Create employment and avoid staff
being over worked
Recruitment and selection
Interviews and appointment
Advertise posts and speed up
appointments of qualified incumbents
To avoid litigation. Failure to respond
adequately. Comply to norms and
standards
To use the correct vehicle for a defined
function. Respond appropriately to veld
and forest fires. Reduce the response
time
District has an obligation to render the
service in these areas. Fear of loss of
Match the risk by employing more fire
fighter and provide for resources
Extend the water services contract to
EMS. Specifications will be provided.
Apply for MIG funding. Ask funding

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life and property. Fear of possible
litigation. Places are far from the
existing fire departments
Save lives and property
To avail classrooms occupied by
instructors and disaster officers. Better
record and information management
Compliance to the provisions of DMA
To reduce the response time. To save
life and property. Accessibility of the
service to the SDM population
To have the head of the training
centre. To fulfill the LGSETA
requirement on accreditation and
evaluation and monitoring
Required by the ministerial
proclamation that a service will have
fire safety officers to deal with issues
of fire prevention. To enforce the EMS
by-laws. To ensure sustainable
development
To increase the EMS fleet
To comply with enabler 1. Build DRM
information. To comply to DMA section
44 ( c) – must act as a repository of,
and conduit for, information concerning
disasters, impending disasters and
disaster management in the municipal
area
To fulfill all the KPAs and the enablers.
To manage the centre. Response to
incidents.
from the mining communities
Establishing satellite stations/fire
houses
Apply for MIG funding and build an
office block at the fire station, space is
available
Acquire land around Jane Furse.
COGHSTA Limpopo is willing to fund
the centre
Identify and rent space. Build satellite
or fire houses. Use volunteers in terms
of the volunteer policy
Create, advertise and appoint the head
of centre
Have an Organogram that has the
head of the training academy and link
each instructor to the fields available
at training
Use money paid off by insurance to
fund another EMS vehicle. Pay lease
of fleet with the money paid off
Add five (5) officers to deal with the
remaining KPAs and the Enabler 1 and
2. GIS specialist
Develop an Organogram that has fire
prevention added to it. Headed by a
divisional officer with five inspectors

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The field workers being efficient.
Increase communication effectiveness
and mobility in the shortage of pool
vehicles
To sustain the buildings and keep the
working place safe for employees
Apply the cell phone allowance and car
allowance policies without
discrimination
Delegate financial powers of R500.00
to the Director Community Services
and they be allowed to procure on a
manual order of three quotations
Budget for the soft and hard ware
4.7.4. Environmental Management
OBJECTIVES
Sekhukhune District needs to have more of
Environmental Inspectors to implement and
educate all about the legislations pertinent to
biodiversity and conservation on a Lahore
and long term measures.
Shortly SDM must starts to have more
Environmental Inspector’s interns to educate
the communities in the area about greening
and conservation of the area including fauna
and flora.
STRATEGIES
Create positions for Environmental
Management Inspectors who will also
generate revenue for the district through
fines
Bylaws should also be promulgated relating
to the subject and be passed.
Employ more environment Inspectors interns
Embark on an intensive campaign for
education by providing resources
4.7.5 Sports, Arts and Culture
OBJECTIVES
To develop communities in Sport through
mass participation
To develop qualified coaches,
administrators, referees and umpires within
the district
STRATEGIES
Establish athletics clubs, Train coaches.
Invite professional runners. Sector Plan and
Concept document available
Train coaches, referees and administrator
and engage stakeholders for exchange
programmes. Sector Plan and Concept
document available
Recruit coaches, managers, Officiating
Officials

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Provide sporting material and resources to
Sports Academy
To develop communities in Arts and Culture
through mass participation
Promotion of Arts and Culture within the
District.
To build a community culture of practicing
sports and recreation as a lifestyle
To preserve and promote the arts and
cultures of the diverse communities of
Sekhukhune
To maximize available resources and obtain,
where necessary, assistance from other
funding agencies or private sector sources
To improve the quality of life of all sections of
community through effective policies on
sports, arts and culture
To coordinate the creation of high quality
sports and recreation facilities that allows for
hosting of provincial and national events
Organise accredited courses
Needs analysis
Establish arts and culture groups
Introduce new federation
Establish new federations
Sustain the existing federations
Capacitate Artists and Crafters. Sector Plan
and Arts and Culture Strategy document
available
Promote Cultural Activities
Celebrate Heritage
Promote Languages
Organise Writers/Authors and Debates
Recruit Artists and Crafters
Train Artists and Crafters
Promoting sports and recreation activities in
the district
Organise elderly from Wards
21,1 km Race
10 km Race and 10 km walk
5km Fun Run
Hosting events that commemorate the arts
and culture of communities of Sekhukhune.
Organise debates in partnership with Dept.
of Education and other stakeholders
Sustain lifestyle strategy
Integrate programmes
Integrate Programmes with stakeholders
Sector Plan and Arts and Culture Strategy
document available
4.7.6. Emergency management
OBJECTIVES
Repair and maintain equipment
STRATEGIES
Repair and maintain equipment

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Save life, property and the environment
through quick response to veld fires
Effective and efficient response to all types
of fire
Provision of protective clothing and station
uniform
Provision of emergency disaster relief
material to victims
Encourage continued professional
development and membership with
professional bodies
Public education, research and awareness
Reduce the road fatalities and promote
Arrive Alive
Provide training material and resources to
Training Academy
Provide for training academy requirements
and resources
Repair of equipment as and when needed
Compile list of equipment to be serviced and
maintained
Appointment of term contractors for
servicing, maintenance and repairs
Save life, property and the environment
through quick response to veld fires.
Effective and efficient response to all types
of fire
Provision of protective clothing and station
uniform
Develop list of protective and station uniform
needed
Compile list of foam and decontamination
detergent types and quantities per station
Provision of emergency disaster relief
material to victims
Appoint term contractors for supply of food
and food parcels, first day of disaster
happening
Provide relief material as and when needed
Encourage continued professional
development and membership with
professional bodies
Develop a list of employees that are
registered with professional bodies
Public education, research and awareness
Develop an annual program for awareness
Reduce the road fatalities and promote
Arrive Alive
Develop an Integrated Arrive Alive
Operational Plan
Launch the Arrive Alive and implement the
plan
Provide training material and resources to
Training Academy
Compile specifications for training resources
Provide for training academy requirements
and resources
Do research on the vulnerability of the
District to certain hazards
Request or search for funding partners

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4.7.7. Municipal Health Services
OBJECTIVES
Provision of adequate Air Quality Monitoring
Facilities in the District
Provision of all nine functional areas
constituting MHS
To implement the HIV Mainstreaming
strategy
STRATEGIES
Get the existing AQMI into continuous and
efficient functionality
Build enough capacity to carry Atmospheric
Emission Licensing function from the
Province
Provide additional monitoring equipment’s to
other locals
Compile MHS strategy and get it approved
by all council structures
Getting personnel acclimatised and putting
systems and processes in place for full
implementation of all nine programmes
Gazetting of By-laws
List all the days that deal with HIV/Aids
Getting personnel acclimatised and putting
systems and processes in place for full
implementation of all nine programmes
Placing them in strategic organic
specialisation for future personal
development
4.8. LOCAL ECONOMIC DEVELOPMENT (LED)
4.8.1. LED
OBJECTIVES
To provide SMME/cooperatives support
To provide Market exhibitions for SMME’s
To create conducive environment for
sustainable economic growth and
development.
Identify and explore value adding
opportunities
To promote the development of tourism
destinations and opportunities
STRATEGIES
Support SMME’s and cooperatives with
production inputs
Expose SMME’s to market exhibitions
By facilitating access to markets
By facilitating and promoting development of
tourism destinations and products

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Seminars for local suppliers on supply chain
Conduct seminars for small businesses on
supply chain processes
4.8.2. SDA
Objectives of SDA
To promote sustainable rural economies
through agricultural and agro-processing
development
To ensure small town and settlement
regeneration
To develop and market key tourism clusters
To develop sustainable mining communities
Committed and hardworking employees
Supportive and united board of directors
Clear mandate encapsulated in the SDA bylaw
Strategies of SDA
Development of agro-processing
initiatives
Regeneration of small towns in
Sekhukhune
Tourism development and marketing
SLP and Enterprise Development
Raise the motivation of workers
Share the vision and mission of SDA
Formulate the mandate in a way that is
accessible to all
Elaboration on strategies of SDA
The 2013-18 strategy makes a fundamental shift towards a programme-based approach (as
against project pre-occupation) guided by the quest to maximize on spatially focused and
concentrated development. Central to the thesis is to pursue an empirically based model of
development in targeted spaces. The common thread to the design of projects for specific
geographic locations will either be multiple infrastructure projects that are interlinked and
aimed at unlocking development potential/opportunities and/or making use of an identified
product with a clearly articulated value chain as a bedrock for triggering development within
a particular space. Such programmes may span a number of inter-linked geographic spaces
that however need to be complementary to each other.
The choice to either centralize or spread investments will be determined through proper
feasibility studies that take into consideration that viability of locations, cost of development
and the potential to realise shared growth. SDA’s role in the game remains that of conceiving
the programmes, identifying the requisite resources (both public and private), facilitating
mobilization thereof and helping negotiate mutually acceptable institutional models for their
execution.
Below is a summary of the criteria to be used to assess appropriateness/fit of programmes;
• Possess spatial character

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• Revolves around identified commodity and has potential to pursue opportunities
along the value chain or could result in further development of complimentary
services
• Complement the development of sectors that the district has competitive advantage
on
• Potential for economic sustainability
• Has sufficient critical support & commitment from local municipalities and SDM – be
able to flow into IDPs and not solely dependent on private sector contribution
• Extensive profiling and assessment is done on current developments in the targeted
areas
• High potential to attract private sector investment
4.9. FINANCIAL VIABILITY
OBJECTIVES ON FINANCIAL VIABILITY
STRATEGIES ON FIN.VIABILITY
To ensure sufficient reserve funds to
address asset renewal
To ensure preparation and
implementation of realistic budget for
the municipality
To ensure improved Audit Opinion
To ensure that assets and inventory are
adequately accountant for, properly
recorded and safe guarded
To ensure prudent expenditure
management
To ensure proper management of
documents
To ensure accurate and complete
reporting of financial information
To ensure sufficient revenue to address
development imperatives
To ensure the optimum, efficient,
effective functional procurement
processes
Disposal of obsolete and damaged
stock
Preparation and monitoring of realistic
budget
Improve audit opinion
Development of a credible asset
register
Improvement in capital replacement
reserves
Recording and valuing of all municipal
inventory items
Maximisation of own revenue towards
Capital Replacement Reserves
Process all invoices received as per
service standards target date
Adhering to document management
process flow

269
To ensure efficient and effective
contract management
To ensure compliance to all governance
and financial management and reporting
requirements
Reconciliation of payroll and creditors
accounts balance
Percentage revenue collection from
baseline
To ensure timeous and accurate
financial reporting
To ensure a credible and realistic
budget of the municipality
To ensure sufficient revenue to address
development imperatives
To ensure the optimum, efficient,
effective functional procurement
processes. To ensure functional bid
committees
To ensure that Inventory and Assets
(Movable and Immovable) is adequately
accounted for, properly recorded and
safeguarded
To ensure BTO policies are up to date
with regard to legislation
To ensure prudent expenditure
management
To foster Intergovernmental Relations
and engagements with Stakeholders
To effectively control internal resources
(Human; Financial; etc.)
To attain Clean Audit by ensuring
compliance to all governance; financial
management and reporting requirements
To effectively encourage a Risk free
working environment
Procurement of goods and services on
time
Compliance to Supply Chain
Management policies and regulations
Drafting and management of service
level agreements (SLA) for all services
rendered to SDM
Development of GRAP compliant fixed
asset register
Recording, valuation of municipal
assets and Unbundling of
Infrastructural projects
Updating of inventory register
Comply with disposal processes of
asset management
Payment of creditors within 30 days of
invoice date
Converting of documents to electronic
format
Regular performance of expenditure
reconciliations
Cleansing of consumer and indigent
data
Improvement in revenue collection

270
Development and implementation of
procurement plans
Revenue Enhancement
Objectives on revenue enhancement
To create a clean database of customers in
the shortest period enhancing revenue
collection
To ensure that critical resources are availed
to the metering project
To improve accountability and traceability
To improve and maintain water assets
thereby reducing incidences of water losses
To improve management of water losses and
to account for all the unaccounted for
water.
To increase chances of accounting for
unaccounted for water
To create additional revenue
To ensure that businesses and other able
beneficiaries absorb some of the basic costs
for activities that directly benefits them such
as inspections and training
To create revenue through offering
valuable services
Strategies on revenue enhancement
Compile and verify list of all consumers
within the district
Negotiate prioritization of allocating
payments on the respective LM’s invoices
on financial systems, suggesting as follows:
o Rates & taxes
o Water & Sanitation
o Electricity
Identify areas of predominant yard
connections, formalize them and bill
Piloting Pre-paid meters
Replacement of critical components
Billing the Owners versus Tenants
Implement Infrastructure refurbishment plan
Developing and implementing loss
management processes
Performing reconciliation of water quantities
produced to quantities billed on a regular
basis
Report on actual losses and take appropriate
action to resolve or reduce these losses
New bulk meters in all zones and at all water
works
Carry out feasibility study of possible new
billable areas
Carry out feasibility study of possible new
billable areas
Institute cost recovery strategy for current
services on offer
Look for new chargeable services to offer

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4.10. GOOD GOVERNANCE AND PUBLIC PARTICIPATION
4.10.1. Internal Audit
OBJECTIVES
STRATEGIES
• To provide independent, objective
assurance and consulting services.
• To assess and evaluate the municipal
performance management and
information.
• To evaluate and improve the
effectiveness of ICT controls.
• To perform Investigative ad hoc
assignments as requested by Council
and Management.
• To ensure uniform implementation of
internal audit processes and structured
approach.
• To coordinate the activities of the audit
committee.
• To interact with all spheres of
government
• To develop the three year rolling Internal
Audit Plan
• To ensure uniform implementation
• To coordinate the activities of the Audit
committee
• To procure an electronic Internal Audit
working paper system
• To interact with all spheres of
government
• To effectively control Internal resources(
Human; Financial; etc.)
• To attain Clean Audit by ensuring
compliance to all governance; financial
management and reporting requirements
• To effectively encourage a Risk free
working environment.
• Develop and review Internal Audit charter
for approval by Audit Committee and
Council.
• Develop and review [Incorporate IIA
Standards and MFMA regulations]
Internal Audit Methodology for approval
by Audit Committee.
• Develop Internal Audit plan and
implement.
• Market the Internal Audit Function.
• Review the ICT systems.
• Perform ad hoc assignment.
• Develop and review Audit Committee
Charter for Approval by Audit Committee
and Council.
• Planning the Audits
• Executing
• Reporting
• Follow Up
• Planning the audit
• Execute
• Obtain risk register from Risk
Management Unit
• Develop the IA Plan
• Submit to Management for Noting
• Submit to AC for approval
• Submit to Municipal council for Noting
• Receive adhoc assignment from
management
• Send the request to audit committee for
approval
• Conduct the assignment and issue final
Report to Management and Audit
committee
• To review the Internal Audit
Methodology
• Submit to Management for Noting
• Submit to AC for Approval
• Submit to Council for Noting
• Issue Notice and Agenda
• Obtain items from different department

272
and package them
• Issue the Audit Packs
• Attend the meetings
• Procurement of working paper system
• Issue notice
• Prepare the document
• Attend the meetings
4.10.2. Risk Management
OBJECTIVES
· To conduct risk assessments
· To safeguard the assets of SDM
through alternative techniques of risk
transfer
· To safeguard SDM assets, its
employees and visitors
· To ascertain the level of integrity of
staff and service providers
· To stem out fraud and corruption
activities
· To secure the sustainability of SDM
· To integrate the Risk Management
function into the Performance
Scorecards of directors
· To conduct strategic, operational,
projects and contracts risk
assessments
· To ascertain the level of risk
exposure of SDM by conducting
physical risk surveys on SDM
properties
· To re-establish the Risk Management
Steering Committee and ensure its
functionality
· Ensure proper storage, management
and maintenance of risk management
data and information
· To raise risk management awareness
amongst SDM staff and councillors
through training
· To stem out fraud and corruption
activities within SDM
STRATEGIES
· By appraising the appropriateness of
insurance contracts, review the
adequacy of cover, and renew policy
· By managing the operations of
security services, review the
allocation of security at operational
sites,
· By performing security vetting on staff
and service providers
· By implementing an anti-corruption
strategy and fraud prevention plan
· By developing business continuity
management plan
· By providing training to staff and
councillors
· By compilation of quarterly risk
management and compliance
reports
· By strengthening the cooperation of
governance
· Arrange workshops and interviews
for senior management as per Risk
Management Framework Guidelines
· Develop departmental risk registers,
composite risk register and SDM risk
matrix
· Coordinate the procurement of an
Integrated Risk and Audit
Management System compatible to
SDM’s IT environment
· To develop a Risk Management
Committee Terms of Reference,
appoint members and chairperson
· Provide risk management training to
staff and councillors
· Review and implement the Anti-

273
corruption Strategy and a Fraud
Prevention Plan and establish a
Whistle blowing hotline
· Investigate all allegations of fraud
and corruption in consultation with
other state agencies
· Procure a Risk Management
Information Technology system
4.10.3. Communication, Executive support and Special program
OBJECTIVES
To integrate youth in the socio-economic
mainstream
To provide support and advocacy on children
rights and their welfare
Ensure adequate caring and protection of the
elderly
To implement Disabled persons policies and
programme’s
To provide support and advocacy on women
and gender development programmes
To forge strong and sustainable civil society
partnership on constitutional values
To provide partnership and support with
Magoshi
To ensure improved communications with
internal and external stakeholders
To ensure integrated marketing of the district
STRATEGIES
Drive youth development through capacity
building and implementation of integrated
youth month program
Facilitate integration and alignment of district
initiatives with NYDA
Ensure provision of comprehensive support
to children centres and their programmes
Develop participatory mechanism on national
and provincial children program
Facilitate participation and integration of
elderly people in society in government
programmes
Facilitate integration of people with disability
in the mainstream society though targeted
programmes
Initiate and implement women focal month
programme
Intensity awareness campaigns on
eradication of gender based violence
Mobilise civil society to adhere and observe
charter of positive values
Strengthen social cohesion through culture,
religion and tradition
Implement uniform integrated support to
traditional leaders
Contribute in liberation struggle heritage
Promote IGR
Provide regular newsletter services
Provide marketing platforms for the district
and its products

274
Provide strategic support to Executive
Mayor, enhance social cohesion and nation
building
To ensure support to mayoral committees
and other civic orientated initiatives
Ensure branding in all activities
Support to community media
Stage high quality events
Establishment of project steering committee
Monitoring and evaluation of implementation
Provide content and administrative support
to mayoral committee
4.10.4. Public Participation
OBJECTIVES
Enhance public participation
STRATEGIES
Host Speakers outreach activities
Publicise scheduled council events
Host annual ward committee conference
Host District Public Participation forum meeting
Host Speakers’ forum
Host Chief Whip’s forum
Geographic Names Change
4.10.5. Secretariat
OBJECTIVES
To hold executive accountable to Council
To develop and or to review policies
To effectively control internal resources
(Human; Financial; etc.)
To attain Clean Audit by ensuring
compliance to all government and reporting
requirements
To effectively encourage a Risk free working
environment
STRATEGIES
Oversight
Policy assessment
Internal control
Operation Clean Audit
Risk Management
4.10.6. Clean Audit
OBJECTIVES
Contribute to the achievement of clean audit
STRATEGIES
Conduct a workshop on code of conduct
Declaration of interest forms submitted by all

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councillors
4.10.7. Councillor Welfare
OBJECTIVES
Provision of Councillor welfare service
STRATEGIES
Attend to councillor queries
Facilitate workshop on Income Tax
4.10.8. Capacity Building
OBJECTIVES
Enhance Council Capacity
STRATEGIES
Facilitate training for Section 79 committees
Facilitate horizontal learning
4.10.9. Performance Management System (PMS)
OBJECTIVES
To ensure proper implementation,
monitoring, measurement and review of
organizational performance
STRATEGIES
Implement the PMS Framework

276
CHAPTER 5: PROJECTS
PHASE

277
5.1. SPATIAL RATIONALE
SPATIAL RATIONALE WITH OBJECTIVES, STRATEGIES AND BUDGET
Indicators and Targets
Year 1 Year 2 Year 3
MTERF Budget
Estimate
Funding
Source
Objective Strategies Project
Provision of
municipal
office space
Upgrading of
existing
building Hoep
Hoep Street
Construction of
new offices
Jane Furse
Hoep Hoep
Office space
Construction
of municipal
offices and
township
development
(SR/001/201
3-2014)
Indicator Target Indicator Target Indicator Targe
t
Number of
initiatives to
facilitate
rezoning
approval
undertaken
Number of
initiatives
undertaken
to facilitate
land
acquisition
for offices
4
initiativ
es
4
initiativ
es
Number of
initiatives to
facilitate
rezoning
approval
undertaken
Number of
initiatives
undertaken
to facilitate
land
acquisition
for offices
4
initiativ
es
4
initiativ
es
Number of
initiatives to
facilitate
rezoning
approval
undertaken
Number of
initiatives
undertaken
to facilitate
land
acquisition
for offices
4
initiati
ves
4
initiati
ves
2013/2014: R169,262
2014/2015: R100,000
2015/2015: 100,000
TOTAL: R369,262
2013/2014:R500,000
2014/2015:R513,594.93
2015/2016:R658,361.58
Total: R1,671,956.51
SDM
SDM
GIS Training
and
Hardware
Training of
municipal
officials on GIS
GIS Training
and
Hardware
(SR/002/201
Number of
staff trained
on GIS
usage
5 staff
trained
on GIS
usage
Number of
staff trained
on GIS
usage
5 staff
trained
on GIS
usage
Number of
staff trained
on GIS
usage
5 staff
traine
d on
GIS
2013/2014: R200,000
2014/2015: R300,000
2015/2016: R200,000
SDM

278
Undertake
land audit for
municipal
works
Provision of
hardware and
software
related to GIS
3-2014) usage TOTAL: R700,000
Percentage
GIS
hardware
procured
100%
GIS
hardwa
re
procure
Percentage
GIS
hardware
procured
100%
GIS
hardwa
re
procure
Percentage
GIS
hardware
procured
100%
GIS
hardw
are
procur
Land Audit
for municipal
works
(SR/003/201
3-2014)
Percentage
completion
of land audit
for
municipal
works
d
100%
complet
ion
Percentage
completion
of land audit
for municipal
works
d
100%
complet
ion
Percentage
completion
of land audit
for
municipal
works
ed
100%
compl
etion
N/A
SDM
To facilitate
implementati
on of De
Hoop
Housing
project
To facilitate
Mampuru
township
development
De Hoop
(SR/004/201
3-2014)
Mampuru
(SR/005/201
3-2014)
Number of
initiatives
undertaken
to facilitate
DeHoop
housing
project
Number of
initiatives
undertaken
to facilitate
mampuru
township
developmen
t
12
initiativ
es
underta
ken
4
initiativ
es
underta
ken
Number of
initiatives
undertaken
to facilitate
DeHoop
housing
project
Number of
initiatives
undertaken
to facilitate
mampuru
township
developmen
t
12
initiativ
es
underta
ken
4
initiativ
es
underta
ken
Number of
initiatives
undertaken
to facilitate
DeHoop
housing
project
Number of
initiatives
undertaken
to facilitate
mampuru
township
developmen
t
12
initiati
ves
undert
aken
4
initiati
ves
undert
aken
N/A
N/A
SDM
SDM

279
5.2. INSTITUTIONAL DEVELOPMENT AND ORGANISATIONAL TRANSFORMATION
HUMAN RESOURCES DEVELOPMENT
Indicators and Targets
Year 1 Year 2 Year 3
MTERF
Budget
Estimate
Fund
ing
Sour
ce
Objective Strategies Project
To facilitate
skills
developme
nt initiatives
and create
conducive
environmen
t for
learning
To ensure
sound
knowledge
base and
accountabili
ty
By developing
and submitting
the Workplace
Skills Plan to
LGSeta
By identifying
skills
programmes
and including
them in the
Workplace
Skills Plan
By creating
opportunities
for experiential
learning
By assessing
the impact of
training
interventions
1. Bursarie
s(ODT/0
01/2013-
2014)
2. Experie
ntial
learning
(ODT/00
2/2013-
2014)
3. Internsh
ips(ODT/
003/2013
-2014)
4. Learner
ship(OD
T/004/20
13-2014)
5. Recogni
tion of
Prior
Learnin
Backlogs
2013/14
1. 0
2. 0
3. 43
4. 55
5. 0
6. 100%
7. 0
8. 0
Baseline
2013/14
1. 76
2. 44
3. 43
4. 46
5. 178
6. 0
7. 0
8. 0
Indicator Target Indicator Target Indicator Target
1. number 1. 54
of 2. 10
bursaries 3. 30
awarded 4. 100%
2. number 5. 50
of 6. 50
experient 7. 50
ial 8. 100%
learners 9. 100%
accomm 10. 100%
odated
3. Number
of interns
engaged
4. Percenta
ge of
learnersh
ip
programs
impleme
nted
1. number of
bursaries
awarded
2. number of
experienti
al learners
accommo
dated
3. Number of
interns
accommo
dated
4. Number of
learnershi
p identified
and
facilitated
5. Number of
employee
RPL-ED
6. Number of
1. 54
2. 10
3. 30
4. 100%
5. 50
6. 50
7. 50
8. 100%
9. 100%
10.100%
1. number of
bursaries
awarded
2. number of
experiential
learners
accommodat
ed
3. Number of
interns
accommodat
ed
4. Number of
learnership
identified
and
facilitated
5. Number of
employee
RPL-ED
6. Number of
1. 54
2. 10
3. 30
4. 10
0%
5. 50
6. 50
7.50
8.100
%
9.100
%
10.100
%
2013/14:
R4 000 000
2014/15
R7,204,000
2015/16:
R7,589,996
SDM
and
LGS
ETA

280
By rallying
stakeholders
to contribute
towards skills
development
g(ODT/0
05/2013-
2014)
6. Adult
Eduatio
n
Training
(ODT/00
6/2013-
2014)
7. Capacit
y
Building
(skills
program
)
(ODT/00
7/2013-
2014)
8. Skills
Indaba(
ODT/008
/2013-
2014)
9. Workpla
ce Skills
Plan(OD
T/009/20
13-2014)
10. Annual
Training
Report
5. Number
of
employe
ees
subjects
to RPL
6. Number
of
emplyee
s
subjects
to AET
7. Number
of
employe
ees
undergoi
ng skills
program
8.
Percenta
ge
achieve
ment for
undertaki
ng skills
indaba.
9. Perentag
e
develop
ment of
WSP.
10. Per
centage
develop
employee
identified
and
registered
number of
employee s
capacitated
7. Implement,
monitor
and review
District
Skills Plan.
employee
identified
and
registered
number of
employee s
capacitated
7. Implement,
monitor and
review
District Skills
Plan.

281
ment of
Annual
Training
Plan
OCCUPATIONAL HEALTH AND SAFETY (OHS)
Indicators and Targets
Year 1 Year 2 Year 3
MTERF Budget
Estimate
Funding
Source
Objective
To
promote
employee
health and
wellness
Strategie
s
By
conductin
g regular
safety
inspection
s and
remedyin
g the
hazard
By
conductin
g safety
awarenes
s
campaign
s
By
Project
1. OH
S(O
DT/0
11/2
013-
2014
)
2. Empl
oyee
Assist
ance
Progr
am
(EAP)
frame
work
Backlog
s
2013/14
1. 0
2. 0
3. 14
Baselin
e
2013/14
1. 288
2. 66
3. 28
Indicator Target Indicator Target Indicator Target
1. Percentage
review of OHS
policy,
Percentage
establishment
of safety
committees
2. Percentage
development
of eap
framework
3. Percentage
establishment
of EAP
committees
4. Number of
EAP Training
1. 10
0%
,
10
0%
2. 10
0%
3. 10
0%
4. 2
5. 4
6. 4
an
d 5
1. number of
safety
inspections
and
corrective
measures
2. Number of
safety
awareness
campaigns
3. Number of
awarenessc
ampaigns
conducted
4. Number
of injuries
attended.
1. 08
2. 08
3. 08
4. 5
1. Number of
safety
inspections
and
corrective
measures
2. Number of
safety
awareness
campaigns
3. Number of
wellness
campaigns
conducted
4. Number of
injuries
attended.
1. 08
2. 08
3. 08
4. 4
2013/14 -
R 1 370 000
2014/15 -
R 1 440 000
2015/2016 –
R 1 510 000
SDM

282
conductin
g regular
wellness
campaign
s
By
managing
injuries in
the
workplace
(ODT
/013/
2013-
2014)
3. EAP
comiit
ees
(ODT
/014/
2013-
2014)
4. EAP
traini
ng
(ODT
/015/
2013-
2014)
5. EAP
quart
erly
report
s
(ODT/016
/2013-
2014)
6.Compe
nsation
Occupati
onal
Injuries
and
initiatives
provided
5. Number of
quarterly
reports
6. Number of
awareness
campaigns
conducted
and number of
drills
undertaken

283
Diseases
Act
(COIDA)
((ODT/01
2/2013-
2014)
6.
LABOUR RELATIONS
Indicators and Targets
Year 1 Year 2 Year 3
MTERF
Budget
Estimate
Fundin
g
Source
Objective Strategies Project
To By
promote maintaining a
sound functional
labour Labour
relations. Relations
Forum
By
conducting
awareness
on labour
relations
1. Local
Labour
Forum
(ODT/017/2
013-2014)
2. Labour
Relations
Bulletins
/publications
(ODT/019/2
013-2014)
Backlogs
2013/14
1. 0
2. 0
Baseline
2013/14
1. 31
2. 10
Indicator Target Indicator Target Indicator Targe
t
1. Number 1. 12
1.12
1.12
of Local 2. 4
2. 06
2.06
Labour
Forums’
meetings
2. Number
of
Labour
Relation
s
Bulletins
1. Number
of Local
Labour
Forums’
meeting
s
2. Number
of
Labour
Relation
s
Bulletins
1. Number of
Local
Labour
Forums’
meetings
2. Number of
Labour
Relations
Bulletins
2013/14 –
R50 000
2014/15 –
R52 550
2015/16 –
R55 125
SDM

284
IGR 2013/14 –
R20,000
2014/15 –
R21,020
2015/16 –
R22,049.9
8
HUMAN RESOURCES MANAGEMENT
Object
ive
Strategies
Project
Backlogs
2013/2014
Baseline
2013/14
Indicators and Targets
Year 1 Year 2 Year 3
Indicator Target Indicator Target Indicator Target
MTERF
Budget
Estimate
Fundin
g
Source
To
provid
e
sound
and
sustain
able
human
resour
ces
By
implementing
HR Plan
By
implementing
employment
equity targets
By reviewing
and
implementing
human
resources
1. HR plan
HR policies
and
procedures
(ODT/021/20
13-2014)
2.Successio
n Plan
(Career
pathing)
(ODT/022/20
13-2014)
1.50%
2.1
3.100%
4.
Accumulativ
e lack of
review
5 .No
backlog
1. 50%
2.30
3.0%
4.
Retentio
n
Strategy
in place.
5. EEP
in place.
1. % HR
plan
develope
d,
Number
of
policies/p
rocedure
s
reviewed/
develope
d
1.100
%, 31
policie
s
review
er/dev
eloped
2.31
3.100
%
4.100
% EE
1.% plan
implemented
2.Number of
policies and
procedures
3.% plan
implemented
4.%
retention
strategy
implemented
5.%
1. 100%
2. 31
3. 100%
4. 100%
5. 100%
1.% plan
implemented
2.Number of
policies and
procedures
3.% plan
developed
4.% retention
strategy
reviewed
5. %
employment
1.100%
2.31
3.100%
4.100%
5.100%
2013/14
R130,000
2014/15
R136,000
2015/16
143,324
N/A

285
manag
ement
systems
By developing
and
implementing
careerpathing
plans
By reviewing
and
implementing
Retention
strategy
3.Retention
strategy(OD
T/023/2013-
2014)
4.Employme
nt equity
plan (EEP)(
ODT/024/20
13-2014)
5.Recruitme
nt and
selection
(ODT/024/20
13-2014)
Relocation
expenses
(ODT/026/20
13-2014)
Coordinate
induction
program
2. %
successio
n plan
develope
d
3. Percenta
ge
retention
strategy
reviewed
4. Percenta
ge
employm
ent equity
targets
achieved
5. Percenta
ge
vacancy
rate of
funded
posts
kept
Percentage
payment
facilitated
targets
achiev
ed
5.5%
employment
equity
targets
achieved
equity targets
achieved
100% R250 000

286
INFORMATION COMMUNICATION TECHNOLOGY
Objectiv
e
To
provide
conduciv
e
environe
nt for ICT
Strategies
By
conducting
needs
analysis
Baseline
2013/2014
Project
0% User
requirement
s
analysis(OD
T/027/2013-
2014)
Backlog
s
2013/20
14
Indicators and Targets
Year 1 Year 2 Year 3
Indicator
100% % user
requiremen
t analysis
completed
Targe
t
100
%
(dat
a
gath
erin
g
50%
,
draft
repo
rt
25%
,
appr
oval
25%
)
Indicator Target Indicat
or
Target
% user 100% % user
requirement
requirement
analysis report
analysis
completed.
report
completed.
MTERF
Budget
Estimate
Fund
ing
Sour
ce
100% SDM
By
establishing
sound
regulatory
environment
2 Policy analysis
(ODT/028/2013
-2014)
6 Number of
Policies and
Procedures
reviewed/de
veloped
6 Number of
Policies and
Procedures
reviewed
6 Number of
Policies
and
Procedure
s reviewed
6

287
By ensuring
a stable IT
environment
User support
ICT systems
support
(ODT/029/2013
-2014)
0% % support
provided to
end-users
100
%
% support
provided to
end-users
100% % support
provided to
end-users
100
%
2013/14 –
R2m
2014/15 –
R2,102,000
2015/2016 –
R2,204,998
By ensuring
reliable
wireless
network
100% ICT upgrades
(wireless
network)
(ODT/030/2013
-2014)
0% % wireless
network
available
100
%
% wireless
network
available
100% % wireless
network
available
100
%
2013/14 –
R1,M
2014/15 –
R1,051,000
2015/16 –
R1,102,499
By
maintaining
ICT
infrastructur
e
100% ICT
Maintenance
(ODT/031/2013
-2014)
0% % ICT
infrastructure
maintained
100
%
% ICT
infrastructure
maintained
100% % ICT
infrastructur
e
maintained
100
%
2013/14 –
R700,000
2014/15 –
R735,700
2015/16 –
R771,749.30

288
By
maintaining
ICT
infrastructur
e
100% Computer
consumables &
accessories
(ODT/032/2013
-2014)
0% % acquisition
of
consumables
and
accessories
requested
100
%
% acquisition
of
consumables
and
accessories
requested
100% %
acquisition
of
consumable
s and
accessories
requested
100
%
2013/14 –
R200,000
2014/15 –
R210,200
2015/16 –
R220,499.80
By
extending
ICT
Infrastructur
e District
wide
By
complying
with the
intellectual
property
rights
legislations
All offices
except certain
depots and
regions
connected to
the network
Licences with
ICT service
providers paid
Communication
(landlines,
internet, email
infrastructure
expansion)
(ODT/033/2013
-2014)
Software and
ICT Licenses
(ODT/034/2013
-2014)
16 Number of
sites
included in
the network
None
Percentage
software
licenses paid
18 Number of
sites included
in the network
100
%
Percentage
software
licenses paid
18 Number of
sites
included in
the network
100% Percentage
software
licenses
paid
18 2013/14 –
R4,819,693.9
6
100
%
2014/15 –
R5,065,498.3
5
2015/16 –
R5,313,707.7
7
2013/14 –
R2,3M
2014/15 –
R2,417,300
2015/2016 –
R2,535,747.7
0

289
By
maintaining
ICT
infrastructur
e
100% Computer
equipment &
accessories
(ODT/035/2013
-2014)
0% % acquisition
of equipment
and
accessories
acquired as
and when
requested
100
%
% acquisition
of equipment
and
accessories
acquired as
and when
requested
100% %
acquisition
of
equipment
and
accessories
requested
100% 2013/14 –
R500,000
2014/15 –
R525,500
2015/16 –
R551,249.5
By
improving
ICT security
5 Security
upgrade server
room
(ODT/036/2013
-2014)
5 Number of
server
rooms
upgraded.
5 Number of
server rooms
upgraded.
5 Number
of server
rooms
upgraded
.
5 2013/14 –
R200,000
2014/15 –
R0
2015/16 –R0
By
improving
the quality
of ICT
services
100% Professional
fees
(ODT/037/2013
-2014)
0% %
professional
fees
expended
100% % professional
advice
received
100% %
professional
advice
received
100% 2013/14 –
R900,000
2014/15 –
R1,996,900
2015/16 –
R2,094,748

290
ORGANISATIONAL DEVELOPMENT
Objective Strategies Project
To improve By improving
institutional and
developme implementing
nt and business
productivity processes
By evaluating
the
organisationa
l structure
By
conducting
culture
surveys
By
conducting
job
evaluations
By
implementing
performance
management
framework
1. Procedure
manuals
(ODT/038/201
3-2014)
2. Form
design
(ODT/039/201
3-2014)
3. Organisati
onal
structure
(ODT/040/201
3-2014)
4. Culture
survey.
(ODT/041/201
3-2014)
5. Job
evaluation
(ODT/042/201
3-2014)
6.Performance
management(
ODT/043/2013
-2014)
Backlogs
2013/2014
1. 20
2. 30
3. 0%
4. 100%
5. 100%
6. 100% for
2012/2013
Baseline
2013/2014
1. 80
2. 0
3. 100%
4. 0%
5. 0%
6. 0%
Performance
commitments
signed in
2009/2010
Indicators and Targets
Year 1 Year 2 Year 3
Indicator Target Indicator Target Indicator Target
1. Number 1. 20 1. % 1. 50 1. % 1. 50%
of 2. 10 manuals % Manuals 2. 10
procedur 3. 100 reviewed. 2. 10 reviewed 3. 100%
e
% 2. Number 3. 100 2. Number 4. 100%
Manuals 4. 100 of forms % of forms 5. 100%
reviewd. % develope 4. 100 develope 6. 100%
2. Number 5. 100 d.
% d
of forms % 3. % 5. 100 3. %
develope 6. 100 structure % structure
d.
% reviewed. 6. 100 reviewer
3. % Org
4. % % 4. % survey
Structure
Survey
conducte
reviewed.
conducte
d
4. %
d.
5. 5. % of
culture
5. % of
jobs
Survey
jobs
evaluated
conducte
evaluated
6. percentag
d.
.
eperforma
5. percent
6. percent
nce
age job
age
commitm
evaluatio
performa
ents and
n
nce
agreemen
conducte
commitm
ts signed.
d.
ents
6. Percent
conclude
age
d
performa
MTERF
Budget
Estimate
2013/14 –
R500 000
2014/15 –
R525 500
2015/16 –
R551 250
Fund
ing
Sour
ce
SDM

291
nce
commitm
ents
conclude
d
LEGAL SERVICES
Backlog
s
2013/20
14
Baselin
e
2013/20
14
Indicators and Targets
Year 1 Year 2 Year 3
MTERF
Budget
Estimate
Fundin
g
Source
Objecti
ve
To
provide
effective
and
efficient
legal
services
.
Strategies
By
appointing
a panel of
attorneys.
By
providing
legal
support to
department
s.
By
providing
legislative
updates.
Project
1.Legal
matters
(ODT/044/
2013-
2014)
2.Legislati
ve
review
updates
(ODT/045
/2013-
2014)
1. 0%
2. 0
1.100%
2.4
Indicator Target Indicator Target Indicator Target
1. Percen
tage of
court
matters
attende
d.
2. Numbe
r of
legislati
ve
review
update
s
conduc
ted
1. 100
%
2. 4
1.
Percentag
e of court
matters
attended.
2. Number
of
legislative
review
updates.
1. 100%
2. 4
1. perentage of
court matters
attended.
2. Number of
legislative
review
updates.
1. 100%
2. 4
2013/14 –
R2 000 000
2014/15 –
R2 102 000
2015/16 –
R2 204 998
SDM

292
AUXILLIARY SERVICES
Backlogs
2013/2014
Baseline
2013/2014
Indicators and Targets
Year 1 Year 2 Year 3
MTERF
Budget
Estimate
Fundin
g
Source
Objective Strategies Project
To provide By
sound reviewing
records the file
manageme plan.
nt systems
By
implementi
ng the
Electronic
Document
Manageme
nt System.
By
disposing
of records.
By
archiving
records of
value.
1. File
plan.
(ODT/049/2
013-2014)
2. Electro
nic
docume
nt
manage
ment
3. Record
s
disposa
l
(ODT/047/2
013-2014)
4. Arc
hive
s
1. None
2. 100
%
3. 100
%
4. 420
files
5. 90%
1. File
plan in
place
2. 0%
3. No
dispos
al
conduc
ted.
4. 920Fil
es
5. 10%
Indicator Target Indicator Target Indicator Target
1. % file
plan
reviewe
d.
2. %
Electro
nic
docum
ents
capture
d.
3. % of
records
dispose
d.
4. % of
files
archive
d.
1. 100%
2. 100%
3. 100%
4. 100%
5. 100%
1.% file plan
reviewed
2.%
Electronic
documents
captured
3.% of
records
disposed
4.% of
records
archived
5.% of
personnel
files audited
and
updated
1. 100
%
2. 100
%
3. 100
%
4. 100
%
5. 100
%
1. % file
plan
reviewed.
2. %
Electronic
document
s
captured.
3. % of
records
disposed.
4. % of
records
archived.
5. % of
personnel
files
audited
and
1. 100%
2. 100%
3. 100%
4. 100%
5. 100%
2013/2014
– R41 960
2014/2015
– R44 010
2015/2016
– R46 261
SDM

293
To provide
an effective
fleet
manageme
nt system
By auditing
personnel
files.
By
ensuring
proper
lease
contract
manageme
nt
(OD
T/04
8/20
13-
201
4)
5. Person
nel file
audit.
(ODT/0
49/2013
-2014)
Fleet
Managemen
t (contract
managemen
t)
(ODT/050/2
013-2014)
Fleet
Manageme
nt (lease)
5. % of
person
nel files
audited
0% % lease
contract
managem
ent done
100% % lease
contract
manageme
nt done
updated.
100% % lease
contract
manageme
nt done
100% 2013/2014
–R7,442
292.80
2014/2015
–R7,821
849.73
2015/2016
–R8,
205,120.37
Fleet
manageme
nt (own
vehicles)
% fleet
register
compiled
and
maintaine
d
100% % fleet
register
compiled
and
maintained
100% % fleet
register
compiled
and
maintained
100%

294
By
managing
trips on
municipal
vehicles
Fuel fleet
(ODT/051/2
013-2014)
Fuel fleet 0% %
payment
of fuel
made
Weak fuel
expenses
reconciliati
on (2/12)
Number of
accurate
and
complete
fuel
expenditur
e
reconciliati
ons done
100% % payment
of fuel
made
12 Number of
accurate
and
complete
fuel
expenditure
reconciliatio
ns done
100% % payment
of fuel
made
12 Number of
accurate
and
complete
fuel
expenditure
reconciliatio
ns done
100% 2013/2014
–
R3,165,000
12
2014/2015
–
R3,326,415
.00
2015/2016
–
R3,489,409
.34
No follow
up on
exceptions
raised
%
exceptions
followed
up
100% %
exceptions
followed up
100% %
exceptions
followed up
100%
By
ensuring
that
vehicles
are in good
running
condition
Repairs and
maintenanc
e (own
vehicles)
(ODT/052/2
Repairs
and
maintenan
ce (own
vehicles)
0% % vehicles
repaired
and
maintaine
d
100% % vehicles
repaired
and
maintained
100% % vehicles
repaired
and
maintained
100% 2013/2014
–R2,
750,000
2014/2015
–
R2,890,250
2015/2016

295
013-2014)
(No register
of vehicle
service
maintenanc
e)
% of
register of
vehicle
service
maintenan
ce created
100% % of
register of
vehicle
service
maintenanc
e created
100% % of
register of
vehicle
service
maintenanc
e created
100% –
R3,031,872
.25
By
ensuring
that
municipal
vehicles
are
properly
licensed
Licenses
and
subscription
s (vehicles
and satellite
dishes)
(ODT/053/2
013-2014)
Licenses
and
subscriptio
ns
(vehicles
and
satellite
dishes)
0% % licences
and
subscriptio
ns paid
100% % licences
and
subscription
s paid
100% % licences
and
subscription
s paid
100% 2013/2014
–
R95,348.30
2014/2015
–
R100,211.0
7
2015/2016
–
R105,121.4
1
By
ensuring
the safety
of
municipal
vehicles
Tracking
devices
(vehicles)
(ODT/054/2
013-2014)
Tracking
devices
(vehicles)
0% % tracking
devices
installed
and
functional
100% % tracking
devices
installed
and
functional
100% % tracking
devices
installed
and
functional
100% 2013/2014
–
R156,341.7
9
2014/2015
–
R164,314.1
7
2015/2016
–
R172,365.5
6

296
To provide
effective
facilities
manageme
nt system
By
ensuring
that
municipal
properties
are
properly
maintained
Repairs &
Maintenanc
e (Buildings
and
equipments)
(ODT/056/2
013-2014)
Repairs &
Maintenan
ce
Buildings &
equipment
s
0% %
buildings
&equipme
nts
repaired
and
maintaine
d
100% % buildings
&equipment
s repaired
and
maintained
100% % buildings
&equipment
s repaired
and
maintained
100% 2013/2014
–R300,000
2014/2015
–R315,300
2015/2016
–
R330,749.7
0
By paying
lease and
rental on
time
Lease/rental
(offices)
(ODT/057/2
013-2014)
Lease/rent
al (offices)
0 percentag
e lease
and rental
paid
% of
contract
register of
completed
100% percentage
lease and
rental paid
100% % of
contract
register of
completed
100% percentage
lease and
rental paid
100% % of
contract
register of
completed
100% 2013/2014
–R4,6M
100%
2014/2015
–
R4,834,600
2015/2016
–
R5,071,495
.40
By paying
lease and
rental on
time
Lease/rental
office
machines
(ODT/058/2
013-2014)
Lease/rent
al office
machines
0 Percentag
e leases
and rental
paid
100% Percentage
leases and
rental paid
100% Percentage
leases and
rental paid
100% 2013/2014
–R3,M
2014/2015
–
R3,153,000
2015/2016
–
R3,307,497
Licences &
subscription
Licences &
subscriptio
2013/2014
–R95 348

297
s
ns
2014/2015
–R52 550
2015/2016
–R55 125
By
ensuring a
habitable
environme
nt
Garden and
cleaning
services
(ODT/059/2
013-2014)
Garden
and
cleaning
services
0% Percentag
e
gardening
and
cleaning
services
paid
100% Percentage
gardening
and
cleaning
services
paid
100% Percentage
gardening
and
cleaning
services
paid
100% 2013/2014
–R2,4m
2014/2015
–
R2,552,400
2015/2016
–
R2,645,997
.06
By
providing
temporary
accommod
ation for
new
appointees
Relocation
expenses
Relocation
expenses
0% %
accommo
dation
provided
to new
appointee
s
100% %
accommoda
tion
provided to
new
appointees
100% %
accommoda
tion
provided to
new
appointees
100% 2013/2014
–R250,000
2014/2015
–R262,750
2015/2016
–
R275,624.7
5
To provide
sound
working
environmen
t
By
providing
the
necessary
equipment
s
Office
equipment
(ODT/060/2
013-2014)
Office
equipment
Percentag
e office
equipment
s repaired
and
maintaine
d
100% Percentage
office
equipments
repaired
and
maintained
100% Percentage
office
equipments
repaired
and
maintained
100% R220 000
Furniture Furniture Percentag 100% Percentage 100% Percentage 100% R220 000

298
equipment
(ODT/061/2
013-2014)
equipment
e furniture
equipment
s repaired
and
maintaine
d
furniture
equipments
repaired
and
maintained
furniture
equipments
repaired
and
maintained
Contract management
Backlog
s
2013/20
14
Baselin
e
2013/20
14
Indicators and Targets
Year 1 Year 2 Year 3
MTERF
Budget
Estimate
Fundin
g
Source
Objecti
ve
Strategies
Project
Contract
manage
met
Indicator Target Indicator Target Indicator Target
Percenta
ge
monitor
ing of
contrac
ts
100% Percenta
ge
monit
oring
of
contra
cts
100% Percentage
monitoring
of contracts
100%

299
5.3. BASIC SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
WATER AND SANITATION
KEY PERFORMANCE AREA: Access to basic services and infrastructural development
Obj
ecti
ve
To
prov
ide
wat
er to
hou
seh
olds
Strat
egie
s
Deve
lop,
Impl
eme
nt &
Com
pleti
on of
50%
of
bulk
wate
r
proje
cts.
Project
Mahlakwe
na Village
(Steelpoort
) BWS
(BSD/001/
2013-
2014)
Mooihoek
Internal
Bulk
(BSD/005/
2013-
2014)
Indicat
or
Number
of
husehol
ds
served
Percent
age
complet
ion
Indicators and Targets
Year 1 Year 2 Year 3
Target Indicator Target Indicator Target
121 Number of
huseholds served
20% Percentage
completion
121 Number of
huseholds served
20% Percentage
completion
MTER
F
Budg
et
Estim
ate
121 Yr 1 =
3 100
000
20% Yr 1 =
1
500 0
00
Yr 2 =
20
000 0
00
Yr 3 =
20
000
000
Reservoir Percent 5% Percentage 5% Percentage 5% Yr 1 = MI
Fu
nd
in
g
So
ur
ce
A
CI
P
MI
G

300
KEY PERFORMANCE AREA: Access to basic services and infrastructural development
Obj
ecti
ve
Strat
egie
s
Project
SB
(Mooihoek)
(BSD/038/
2013-
2014)
Pipeline
from
Mooihoek
WTW to
Reservoir
SB
(BSD/039/
2013-
2014)
Bulk
Pipeline to
SB take off
(BSD/040/
2013-
2014)
Doubling
of
Indicat
or
age
complet
ion
Percent
age
complet
ion
Percent
age
complet
ion
Percent
age
Year 1
Indicators and Targets
Year 2 Year 3
MTER
F
Budg
Target Indicator Target Indicator Target
et
Estim
ate
completion completion 240 0
00
Yr 2 =
3
760 0
5% design
completed= 20%,
construction
Complete= 80%
5% design= 20%,
construction= 80%
20%-detailed design
approved=20%
Percentage
completion
Percentage
completion
Percentage
completion
5% design
completed= 20%
construction
Complete= 80%
5% design= 20%
construction= 80%
20%-detailed
design
Percentage
completion
Percentage
completion
Percentage
completion
5% design
completed= 20%
construction
Complete= 80%
5% design= 20%
construction= 80%
20%-detailed
design
00
Yr 1 =
990 0
00
Yr 2 =
8
000 0
00
Yr 3 =
13
010
000
Yr 1 =
500 0
00
Yr 2 =
7
500 0
00
Yr 1 =
1
Fu
nd
in
g
So
ur
ce
G
MI
G
MI
G
MI
G

301
KEY PERFORMANCE AREA: Access to basic services and infrastructural development
Obj
ecti
ve
Strat
egie
s
Project
Mooihoek
WTW
(BSD/007/
2013-
2014)
Mooihoek
(Manoke &
Dresden
Pipeline)
Bulk
Pipeline to
Lebalelo
Central
(BSD/006/
2013-
Indicat
or
complet
ion
%
complet
ion
Perenta
ge
complet
ion
Year 1
Indicators and Targets
Year 2 Year 3
MTER
F
Budg
Target Indicator Target Indicator Target
et
Estim
ate
approved=20% approved=20% 050 0
00
Yr 2 =
10
000 0
00
Yr 3 =
23
950
000
10% Complete % completion 50% Complete % completion 100% Complete Yr 1 =
40 00
0 000
Yr 2 =
40
000 0
00
Yr 3 =
100
000
000
20%-detailed design
approved=20%
Perentage
completion
20%-detailed
design
approved=20%
Perentage
completion
20%-detailed
design
approved=20%
Yr 1 =
1 080
000
Yr 2 =
15
000 0
Fu
nd
in
g
So
ur
ce
R
BI
G
MI
G

302
KEY PERFORMANCE AREA: Access to basic services and infrastructural development
Obj
ecti
ve
Strat
egie
s
Project
Indicat
or
Indicators and Targets
Year 1 Year 2 Year 3
Target Indicator Target Indicator Target
MTER
F
Budg
et
Estim
ate
2014) 00
Yr 3 =
19
920
000
Reservoirs
in Lebalelo
Central
(BSD/008/
2013-
2014)
Connector
Pipes to
Lebalelo
North
(BSD/009/
2013-
2014)
Percent
age
complet
ion
Percent
age
complet
ion
20%-detailed design
approved=20%
20%-detailed design
approved=20%
Percentage
completion
Percentage
completion
20%-detailed
design
approved=20%
20%-detailed
design
approved=20%
Percentage
completion
Percentage
completion
20%-detailed
design
approved=20%
20%-detailed
design
approved=20%
Yr 1 =
900 0
00
Yr 2 =
10
810 0
00
Yr 3 =
18
290
000
Yr 1 =
660 0
00
Yr 2 =
9
000 0
00
Yr 3 =
12
340
000
Fu
nd
in
g
So
ur
ce
MI
G
MI
G

303
KEY PERFORMANCE AREA: Access to basic services and infrastructural development
Obj
ecti
ve
Strat
egie
s
Project
Olifantspo
ort South
Regional
WS
Scheme
phase 6
(BSD/010/
2013-
2014)
Nkadimen
g BWS
(BSD/011/
2013-
2014)
Carbonitite
s to
Zaaiplaas
(BSD/012/
2013-
2014)
Jane Furse
25ml
command
Reservoir(
Indicat
or
Percent
age
complet
ion
Number
of
househ
olds
served
Percent
age
complet
ion
Percent
age
complet
ion
Indicators and Targets
Year 1 Year 2 Year 3
Target Indicator Target Indicator Target
100% designs
approved = 20%
construction
complete=80%
Percentage
completion
5000 Number of
households
served
100% designs
approved = 20%
construction
complete=80%
100% designs
approved = 20%
construction
complete=80%
Percentage
completion
Percentage
completion
100% designs
approved = 20%
construction
complete=80%
Percentage
completion
5000 Number of
households
served
100% designs
approved = 20%
construction
complete=80%
100% designs
approved = 20%
construction
complete=80%
Percentage
completion
Percentage
completion
100% designs
approved = 20%
construction
complete=80%
MTER
F
Budg
et
Estim
ate
Yr 1
= 10
000 0
00
Yr 2 =
30
000
000
5000 Yr 1 =
24
000
000
100% designs
approved = 20%
construction
complete=80%
100% designs
approved = 20%
construction
complete=80%
Yr 1
= 15
000 0
00
Yr 2 =
27
588 0
00
Yr 1 =
3 200
000
Fu
nd
in
g
So
ur
ce
MI
G
MI
G
MI
G
MI
G

304
KEY PERFORMANCE AREA: Access to basic services and infrastructural development
Obj
ecti
ve
Strat
egie
s
Project
ph1C)
(BSD/013/
2013-
2014)
Connector
Pipes to
Zaaiplaas
Villages
(BSD/014/
2013-
2014)
Nebo
Plateau
Bulk Water
Supply-
Jane
Furse-
Marulanen
g
(BSD/051/
2013-
2014)
Indicat
or
Percent
age
complet
ion
Percent
age
complet
ion
Indicators and Targets
Year 1 Year 2 Year 3
Target Indicator Target Indicator Target
100% designs
approved = 20%
construction
complete=80%
100% designs
approved = 20%
construction
complete=80%
Percentage
completion
Percentage
completion
100% designs
approved = 20%
construction
complete=80%
100% designs
approved = 20%
construction
complete=80%
Percentage
completion
Percentage
completion
100% designs
approved = 20%
construction
complete=80%
100% designs
approved = 20%
construction
complete=80%
MTER
F
Budg
et
Estim
ate
Yr 1 =
5
000 0
00
Yr 2 =
24
000 0
00
Yr 3 =
1 000
000
Yr 1 =
20
285 0
00
Yr 2 =
26
835 0
00
Fu
nd
in
g
So
ur
ce
MI
G
R
BI
G

305
KEY PERFORMANCE AREA: Access to basic services and infrastructural development
Obj
ecti
ve
Strat
egie
s
Project
Nebo
Plateau
Bulk Water
Supply-
Jane Furse
to
Lobethal(B
SD/052/20
13-2014)
Ga-
Malekana
to Jane
Furse
pipeline
(BSD/053/
2013-
2014)
Ga-
Malekana
WTW 36ml
(BSD/054/
2013-
Indicat
or
Percent
age
complet
ion
Percent
age
complet
ion
Percent
age
complet
ion
Indicators and Targets
Year 1 Year 2 Year 3
Target Indicator Target Indicator Target
100% designs
approved = 20%
construction
complete=80%
20% designs
approved = 20%
construction
complete=80%
5% designs
approved = 20%
construction
complete=80%
Percentage
completion
Percentage
completion
Percentage
completion
100% designs
approved = 20%
construction
complete=80%
100% designs
approved = 20%
construction
complete=80%
5% designs
approved = 20%
construction
complete=80%
Percentage
completion
Percentage
completion
Percentage
completion
100% designs
approved = 20%
construction
complete=80%
100% designs
approved = 20%
construction
complete=80%
5% designs
approved = 20%
construction
complete=80%
MTER
F
Budg
et
Estim
ate
Yr 1 =
24
715 0
00
Yr 3 =
22
210 0
00
Yr 1 =
40
000 0
00
Yr 2 =
80
000 0
00
Yr 3 =
180 0
00
000
Yr 1 =
8
911 0
00
Yr 2 =
79
Fu
nd
in
g
So
ur
ce
R
BI
G
R
BI
G
R
BI
G

306
KEY PERFORMANCE AREA: Access to basic services and infrastructural development
Obj
ecti
ve
Strat
egie
s
Project
Indicat
or
Indicators and Targets
Year 1 Year 2 Year 3
Target Indicator Target Indicator Target
MTER
F
Budg
et
Estim
ate
2014) 710 0
00
Yr 3 =
111
379
000
Groblersda
l/Luckau
Water
Supply(BS
D/015/201
3-2014)
Upgrading
of Piet
Gouws
WTW
(BSD/016/
2013-
2014)
Piet
Gouws
Bulk
supply and
Percent
age
complet
ion
Percent
age
complet
ion
Percent
age
complet
ion
5% designs
approved = 20%
construction
complete=80%
5% designs
approved = 20%
construction
complete=80%
5% designs
approved = 20%
construction
complete=80%
Percentage
completion
Percentage
completion
Percentage
completion
5% designs
approved = 20%
construction
complete=80%
5% designs
approved = 20%
construction
complete=80%
5% designs
approved = 20%
construction
complete=80%
Percentage
completion
Percentage
completion
Percentage
completion
5% designs
approved = 20%
construction
complete=80%
5% designs
approved = 20%
construction
complete=80%
5% designs
approved = 20%
construction
complete=80%
Yr 1 =
12 79
4 561
Yr 1 =
4 500
000
Yr 2 =
10 09
1 700
Yr 3 =
14
158 3
00
Yr 1 =
750
000
Yr 2 =
Fu
nd
in
g
So
ur
ce
MI
G
MI
G
MI
G

307
KEY PERFORMANCE AREA: Access to basic services and infrastructural development
Obj
ecti
ve
Strat
egie
s
Project
storage
(BSD/017/
2013-
2014)
Ga-
Maphopha
Command
Reservoir
(BSD/018/
2013-
2014)
Steelpoort
Valley
Connector
Pipeline
(BSD/019/
2013-
2014)
Mphanama
village
connectors
Indicat
or
Percent
age
complet
ion
Percent
age
complet
ion
Percent
age
complet
Indicators and Targets
Year 1 Year 2 Year 3
Target Indicator Target Indicator Target
5% designs
approved = 20%
construction
complete=80%
5% designs
approved = 20%
construction
complete=80%
5% designs
approved = 20%
construction
Percentage
completion
Percentage
completion
Percentage
completion
5% designs
approved = 20%
construction
complete=80%
5% designs
approved = 20%
construction
complete=80%
5% designs
approved = 20%
construction
Percentage
completion
Percentage
completion
Percentage
completion
5% designs
approved = 20%
construction
complete=80%
5% designs
approved = 20%
construction
complete=80%
5% designs
approved = 20%
construction
MTER
F
Budg
et
Estim
ate
7 500
000
Yr 1 =
4
000 0
00
Yr 2 =
10
000 0
00
Yr 3 =
20
000 0
00
Yr 1 =
4
000 0
00
Yr 2 =
14 20
0 000
Yr 1 =
1
000 0
Fu
nd
in
g
So
ur
ce
MI
G
MI
G
MI
G

308
KEY PERFORMANCE AREA: Access to basic services and infrastructural development
Obj
ecti
ve
Strat
egie
s
Project
Gabaneng,
Ga-Mmela
(BSD/020/
2013-
2014)
Moutse
BWS
Phase
(Counter
funding)
(BSD/021/
2013-
2014)
Moutse
BWS
(Project 7
to 12 & 15)
(BSD/055/
2013-
2014)
Moutse
Bulk Water
Indicat
or
Indicators and Targets
Year 1 Year 2 Year 3
Target Indicator Target Indicator Target
MTER
F
Budg
et
Estim
ate
ion complete=80% complete=80% complete=80% 00
Yr 2 =
5
000 0
00
Yr 3 =
4
000 0
00
Percent
age
complet
eion
Percent
age
complet
ion
Percent
age
N/A
40% designs
approved = 20%
construction
complete=80%
100% designs
approved = 20%
Percentage
completeion
Percentage
completion
Percentage
completion
N/A
40% designs
approved = 20%
construction
complete=80%
100% designs
approved = 20%
Percentage
completeion
Percentage
completion
Percentage
completion
N/A Yr 2 =
30
000 0
00
Yr 3 =
30
000 0
00
40% designs
approved = 20%
construction
complete=80%
100% designs
approved = 20%
Yr 1 =
98 00
0 000
Yr 2 =
165
500
000
Yr 1 =
18
Fu
nd
in
g
So
ur
ce
MI
G
R
BI
G
R
BI

309
KEY PERFORMANCE AREA: Access to basic services and infrastructural development
Obj
ecti
ve
Strat
egie
s
Project
Supply
(Project 1
and 2)
(BSD/056/
2013-
2014)
Moutse
BWS
Phase
3,4,5
(BSD/057/
2013-
2014)
Moutse
BWS
Project
13&14
(BSD/058/
2013-
2014)
Ga
Nkwana
Housing
BWS
(BSD/022/
2013-
Indicat
or
complet
ion
Perceta
ge
complet
ion
Percent
age
complet
ion
Percent
age
complet
ion
Indicators and Targets
Year 1 Year 2 Year 3
Target Indicator Target Indicator Target
construction
complete=80%
50% designs
approved = 20%
construction
complete=80%
50% designs
approved = 20%
construction
complete=80%
100%( designs
approved = 20%
construction
complete=80%)
Percetage
completion
Percentage
completion
Percentage
completion
construction
complete=80%
50% designs
approved = 20%
construction
complete=80%
50% designs
approved = 20%
construction
complete=80%
100%( designs
approved = 20%
construction
complete=80%)
Percetage
completion
Percentage
completion
Percentage
completion
construction
complete=80%
50% designs
approved = 20%
construction
complete=80%
50% designs
approved = 20%
construction
complete=80%
100%( designs
approved = 20%
construction
complete=80%)
MTER
F
Budg
et
Estim
ate
200 0
00
Yr 2 =
31
455
000
Yr 1 =
70
000 0
00
Yr 2 =
71 00
0 000
Y1 =
31 20
0 000
Yr 1 =
6 200
000
Fu
nd
in
g
So
ur
ce
G
R
BI
G
R
BI
G
MI
G

310
KEY PERFORMANCE AREA: Access to basic services and infrastructural development
Obj
ecti
ve
Strat
egie
s
Project
2014)
Replacem
ent of
dedicated
line to
Jane Furse
Hospital
(BSD/067/
2013-
2014)
Refurbish
ment and
Upgrading
of
Hlogotlou
WTW
(BSD/068/
2013-
2014)
Magnet
Heights to
Schoonoor
d bulk
pipeline &
Schoonoor
d 5ml
Indicat
or
Percent
age
complet
ion
Percent
age
complet
ion
Percent
age
complet
ion
Indicators and Targets
Year 1 Year 2 Year 3
Target Indicator Target Indicator Target
100%( designs
approved = 20%
construction
complete=80%)
100% ( designs
approved = 20%
construction
complete=80%)
30% ( designs
approved = 20%
construction
complete=80%)
Percentage
completion
Percentage
completion
Percentage
completion
100%( designs
approved = 20%
construction
complete=80%)
100% ( designs
approved = 20%
construction
complete=80%)
30% ( designs
approved = 20%
construction
complete=80%)
Percentage
completion
Percentage
completion
Percentage
completion
100%( designs
approved = 20%
construction
complete=80%)
100% ( designs
approved = 20%
construction
complete=80%)
30% ( designs
approved = 20%
construction
complete=80%)
MTER
F
Budg
et
Estim
ate
Yr =
1 500
000
Y r 2 =
500
000
Yr 1 =
1 500
000
Yr 1 =
30
000 0
00
Yr 2 =
27
084 0
Fu
nd
in
g
So
ur
ce
W
S
O
G
W
S
O
G
R
BI
G

311
KEY PERFORMANCE AREA: Access to basic services and infrastructural development
Obj
ecti
ve
Strat
egie
s
Impl
eme
ntati
on of
wate
r
retic
ulati
on
(65%
of
backl
og)
Project
comand
Reservoir
(BSD/059/
2013-
2014)
Sekwati
water
supply
project
phase 2 &
3
(BSD/023/
2013-
2014)
Tafelkop
reticulation
(BSD/047/
2013-
2014)
Indicat
or
Number
of
househ
olds
served
Percent
age
complet
ion
Indicators and Targets
Year 1 Year 2 Year 3
Target Indicator Target Indicator Target
2 980 Number of
households
served
30% ( designs
approved = 20%
construction
complete=80%)
Percentage
completion
2 980 Number of
households
served
30% ( designs
approved = 20%
construction
complete=80%)
Percentage
completion
MTER
F
Budg
et
Estim
ate
00
Yr 3 =
34
516 0
00
2 980 Yr 1 =
756
000
30% ( designs
approved = 20%
construction
complete=80%)
Yr 1
= 30
000 0
00
Yr 2 =
58
000 0
00
Yr 3 =
58
000 0
00
Fu
nd
in
g
So
ur
ce
MI
G
MI
G

312
KEY PERFORMANCE AREA: Access to basic services and infrastructural development
Obj
ecti
ve
Strat
egie
s
Project
Zaaiplaas
Village
Reticulatio
ns
(BSD/024/
2013-
2014)
Mooihoek
Reticulatio
n (Ga-
Maroga,
Mapea)
(BSD/025/
2013-
2014)
Indicat
or
Number
of
househ
olds
served
Percent
age
complet
ion
Indicators and Targets
Year 1 Year 2 Year 3
Target Indicator Target Indicator Target
1822 Number of
households
served
20% ( designs
approved = 20%
construction
complete=80%)
Percentage
completion
1822 Number of
households
served
20% ( designs
approved = 20%
construction
complete=80%)
Percentage
completion
MTER
F
Budg
et
Estim
ate
1822 Yr 1 =
18
650
000
20% ( designs
approved = 20%
construction
complete=80%)
Yr 1 =
2
000 0
00
Yr 2 =
6
500 0
00
Fu
nd
in
g
So
ur
ce
MI
G
MI
G
Connector
Pipes and
reticulation
to Lebalelo
South
Villages(Dr
iekop, Ga-
Riba,
Rivercross,
percent
age
complet
ion
20%( designs
approved = 20%
construction
complete=80%)
percentage
completion
20%( designs
approved = 20%
construction
complete=80%)
percentage
completion
20%( designs
approved = 20%
construction
complete=80%)
Yr 1 =
5
000 0
00
Yr 2 =
15 00
0 000
Yr 3 =
26 00
MI
G

313
KEY PERFORMANCE AREA: Access to basic services and infrastructural development
Obj
ecti
ve
Strat
egie
s
Project
Ga-
Maeseng,
Mandela
and
France)
(BSD/026/
2013-
2014)
Ga-
Maphopha,
Ga-
Malekana,
Ga-Masha,
Mapea
Connector
Pipes and
Reticulatio
n
(BSD/027/
2013-
2014)
Ga-Moloi
Water
Reticulatio
n(BSD/028
/2013-
2014)
Indicat
or
percent
agecom
pletion
Percent
age
complet
ion
Indicators and Targets
Year 1 Year 2 Year 3
Target Indicator Target Indicator Target
50%( designs
approved = 20%
construction
complete=80%)
50% %( designs
approved = 20%
construction
complete=80%)
percentagecompl
etion
Percentage
completion
50%( designs
approved = 20%
construction
complete=80%)
50% %( designs
approved = 20%
construction
complete=80%)
percentagecompl
etion
Percentage
completion
50%( designs
approved = 20%
construction
complete=80%)
50% %( designs
approved = 20%
construction
complete=80%)
MTER
F
Budg
et
Estim
ate
0 000
Yr 1 =
4
900 0
00
Yr 2 =
9
600 0
00
Yr 1
=
2 593
739
Yr 2
=
Fu
nd
in
g
So
ur
ce
MI
G
MI
G

314
KEY PERFORMANCE AREA: Access to basic services and infrastructural development
Obj
ecti
ve
Strat
egie
s
Project
Solovo
Water
reticulation
(BDS/029/
2013-
2014)
Lebalelo
North
Water
Reticulatio
n
(BSD/030/
2013-
2014)
Ga
Nkwana
Housing
Reticulatio
n
(BSD/031/
2013-
Indicat
or
Percent
age
complet
ion
Percent
age
complet
ion
Number
of
hiuseho
lds
served
Indicators and Targets
Year 1 Year 2 Year 3
Target Indicator Target Indicator Target
N/A
5% %( designs
approved = 20%
construction
complete=80%)
Percentage
completion
Percentage
completion
2000 Number of
hiuseholds served
N/A
5% %( designs
approved = 20%
construction
complete=80%)
Percentage
completion
Percentage
completion
2000 Number of
hiuseholds served
MTER
F
Budg
et
Estim
ate
4 797
300
N/A Yr 1=
200
000
Yr 2 =
1 600
000
5% %( designs
approved = 20%
construction
complete=80%)
Yr 1 =
600 0
00
Yr 2 =
8
000 0
00
Yr 3 =
11
400 0
00
2000 Yr 1 =
2 387
000
Fu
nd
in
g
So
ur
ce
MI
G
MI
G
MI
G

315
KEY PERFORMANCE AREA: Access to basic services and infrastructural development
Obj
ecti
ve
Strat
egie
s
Project
2014)
Taung
Reticulatio
n
(BSD/032/
2013-
2014)
Praktiseer
Water
Supply
(BSD/033/
2013-
2014)
Mabotsha
Water
Supply
(BSD/034/
2013-
2014)
Communit
y Water
Supply for
Mabopane
&
Moraleng
(BSD/066/
Indicat
or
Number
of
hiuseho
lds
served
Number
of
househ
oleds
served
Number
of
househ
old
served
Percent
age
complet
ion
Indicators and Targets
Year 1 Year 2 Year 3
Target Indicator Target Indicator Target
800 Number of
hiuseholds served
4000 Number of
householeds
served
800 Number of
household served
100% (designs
approved=20%
construction
complet=80%)
Percentage
completion
800 Number of
hiuseholds served
4000 Number of
householeds
served
800 Number of
household served
100% (designs
approved=20%
construction
complet=80%)
Percentage
completion
MTER
F
Budg
et
Estim
ate
800 Yr 1 =
23 08
0 000
4000 Yr 1 =
21 72
0 000
800 Yr 1 =
7 175
000
100% (designs
approved=20%
construction
complet=80%)
Yr =
1 000
000
Fu
nd
in
g
So
ur
ce
MI
G
MI
G
MI
G
W
S
O
G

316
KEY PERFORMANCE AREA: Access to basic services and infrastructural development
Obj
ecti
ve
Strat
egie
s
Project
2013-
2014)
Ephraim
Mogale
Hotspots
Project(BS
D/060/201
3-2014)
Elias
Motsoaledi
Hotspots
Project
(BSD/061/
2013/2014
)
Makhuduth
amaga
Hotspots
Project
Indicat
or
Percent
age
Comple
tion
Percent
age
Comple
tion
Percent
age
Comple
tion
Indicators and Targets
Year 1 Year 2 Year 3
Target Indicator Target Indicator Target
100% (Designs
Approved =20%,
Construction
Complete= 80%)
100% (Designs
Approved =20%,
Construction
Complete= 80%)
100% (Designs
Approved =20%,
Construction
Complete= 80%)
Percentage
Completion
Percentage
Completion
Percentage
Completion
100% (Designs
Approved =20%,
Construction
Complete= 80%)
100% (Designs
Approved =20%,
Construction
Complete= 80%)
100% (Designs
Approved =20%,
Construction
Complete= 80%)
Percentage
Completion
Percentage
Completion
Percentage
Completion
100% (Designs
Approved =20%,
Construction
Complete= 80%)
100% (Designs
Approved =20%,
Construction
Complete= 80%)
100% (Designs
Approved =20%,
Construction
Complete= 80%)
MTER
F
Budg
et
Estim
ate
Yr 1=
2 891
000
Yr 2 =
11 56
8 000
Yr 3 =
14
455 0
00
Yr 1=
9 278
000
Yr 2 =
28 13
5 000
Yr 3 =
46
891 0
00
Yr=
3 626
000
Yr 2 =
Fu
nd
in
g
So
ur
ce
M
WI
G
M
WI
G
M
WI
G

317
KEY PERFORMANCE AREA: Access to basic services and infrastructural development
Obj
ecti
ve
Strat
egie
s
Project
(BSD/062/
2013/2014
)
Indicat
or
Indicators and Targets
Year 1 Year 2 Year 3
Target Indicator Target Indicator Target
MTER
F
Budg
et
Estim
ate
14
505 0
00
Yr 3 =
18
132 0
00
Fu
nd
in
g
So
ur
ce
Fetakgomo
Hotspots
Project
(BSD/063/
2013/2014
)
Greater
Tubatse
Hotspots
Project
(BSD/064/
2013/2014
)
Percent
age
Comple
tion
Percent
age
Comple
tion
100% (Designs
Approved =20%,
Construction
Complete= 80%)
100% (Designs
Approved =20%,
Construction
Complete= 80%)
Percentage
Completion
Percentage
Completion
100% (Designs
Approved =20%,
Construction
Complete= 80%)
100% (Designs
Approved =20%,
Construction
Complete= 80%)
Percentage
Completion
Percentage
Completion
100% (Designs
Approved =20%,
Construction
Complete= 80%)
100% (Designs
Approved =20%,
Construction
Complete= 80%)
Yr 1=
376
000
Yr 2 =
1
503 0
00
Yr 3 =
1
879 0
00
Yr 1=
13 02
9 000
Yr 2 =
30
807 0
00
Yr 3 =
M
WI
G
M
WI
G

318
KEY PERFORMANCE AREA: Access to basic services and infrastructural development
Obj
ecti
ve
Strat
egie
s
Oper
ate
and
main
tain
wate
r
supp
ly
infra
struc
ture
Project
Repairs
and
maintenan
ce
(Water)(BS
D/073/201
3/2014)
Electricity
Purchases
(BSD/074/
2013/2014
)
Water
Purchases
(BSD/075/
2013/2014
Indicat
or
Percent
age
register
ed
incidenc
es
resolve
d within
14 days
Indicators and Targets
Year 1 Year 2 Year 3
Target Indicator Target Indicator Target
100% Percentage
registered
incidences
resolved within 14
days
100% Percentage
registered
incidences
resolved within 14
days
MTER
F
Budg
et
Estim
ate
69
145
000
100% Yr 1 =
13 00
0 000
Yr 2 =
13 36
7 000
Yr 3 =
13 74
2 483
Yr 1 =
21 00
0 000
Yr 2=
22
071 0
00
Yr 3 =
23 15
2 479
Yr 1 =
52 00
0 000
Yr 2 =
Fu
nd
in
g
So
ur
ce
S
D
M
S
D
M
S
D
M

319
KEY PERFORMANCE AREA: Access to basic services and infrastructural development
Obj
ecti
ve
Strat
egie
s
Impl
eme
Project
Indicat
or
Indicators and Targets
Year 1 Year 2 Year 3
Target Indicator Target Indicator Target
MTER
F
Budg
et
Estim
ate
) 54 65
2 000
Yr 3 =
57 32
9 948
Fuel and
Lubricant
Purchases
(BSD/076/
2013/2014
)
Agency
Services -
Water
(Elias
Motsoaledi
)
(BSD/077/
2013/2014
)
Moteti B
(Zoetmelsf
Percent
age
complai
nce with
service
level
agreem
ent.
Number
of
100% Compliance
with SLA
Percentage
complaince with
service level
agreement.
250 Number of
Households
100% Compliance
with SLA
Percentage
complaince with
service level
agreement.
250 Number of
Households
100% Compliance
with SLA
Yr 1 =
3 000
000
Yr 2 =
3
153 0
00
Yr 3 =
3 307
497
Yr 1 =
400 0
00
Yr 2 =
420 4
00
Yr 3 =
440
999
250 Yr 1 =
10
Fu
nd
in
g
So
ur
ce
S
D
M
S
D
M
MI
G

320
KEY PERFORMANCE AREA: Access to basic services and infrastructural development
Obj
ecti
ve
Strat
egie
s
nt a
Wate
r
Cons
ervat
ion
and
Wate
r
Dem
and
Man
age
ment
Strat
egy
(Red
uce
nonr
even
ue
wate
r to
40%)
Project
ontein)
water Ret
& Cost
Recovery
(BSD/035/
2013/2014
)
Jane Furse
Water
Demand
manageme
nt (
BSD/036/2
013/2014)
Cost
Recovery
in
Monsterlou
s,
Motetema
and
Tafelkop
(BSD/037/
2013/2014
)
Indicat
or
Househ
olds
Served
Percent
age
Comple
tion
Percent
age
Comple
tion
Year 1
Indicators and Targets
Year 2 Year 3
MTER
F
Budg
Target Indicator Target Indicator Target
et
Estim
ate
Served Served 900
000
20% (Design
approved=20%,
Construction
Complete=80%)
100% (design
approved=20%,
Construction
complete 80%)
Percentage
Completion
Percentage
Completion
20% (Design
approved=20%,
Construction
Complete=80%)
100% (design
approved=20%,
Construction
complete 80%)
Percentage
Completion
Percentage
Completion
20% (Design
approved=20%,
Construction
Complete=80%)
100% (design
approved=20%,
Construction
complete 80%)
Yr 1 =
1
000 0
00
Yr 2 =
7
000 0
00
Yr 1 =
450 0
00
Yr 2 =
10
000 0
00
Yr 3 =
4 500
000
Fu
nd
in
g
So
ur
ce
MI
G
MI
G

321
KEY PERFORMANCE AREA: Access to basic services and infrastructural development
Obj
ecti
ve
Perc
enta
ge
com
pleti
on
Strat
egie
s
Eradi
catio
n of
supp
ly
throu
gh
wate
r
tank
ers
50%`
Com
pleti
on of
bulk
Sanit
ation
Proje
Project
Flag
Boshielo
WCDM
(BSD/002/
2013/2014
)
Reduction
of
backlogs
Tankering
(BSD/078/
2013/2014
)
Burgersfort
WWTW
7MI (New
plant)
(BSD/041/
2013/2014
)
Indicat
or
Percent
age
Comple
tion
%
complet
ion
No of
househ
olds
served
through
water
tankers
at least
3 times
a week
Percent
age
Comple
tion
Indicators and Targets
Year 1 Year 2 Year 3
Target Indicator Target Indicator Target
100% (design
approved=20%,
Construction
complete 80%)
Percentage
Completion
100% (design
approved=20%,
Construction
complete 80%)
Percentage
Completion
100% (design
approved=20%,
Construction
complete 80%)
MTER
F
Budg
et
Estim
ate
Yr 1 =
3 500
000
5% % completion 60% % completion 100% See
above
1 000 No of households
served through
water tankers at
least 3 times a
week
5% (designs
approved=20%,
Construction
Approved=80%)
Percentage
Completion
1 000 No of households
served through
water tankers at
least 3 times a
week
5% (designs
approved=20%,
Construction
Approved=80%)
Percentage
Completion
1 000 Yr 1 =
1 000
000
Yr 2 =
2 102
000
Yr 3 =
2 204
998
5% (designs
approved=20%,
Construction
Approved=80%)
Yr 1 =
24 50
0 700
Yr 2 =
60 00
0 000
Yr 3 =
Fu
nd
in
g
So
ur
ce
A
CI
P
N/
A
S
D
M
MI
G

322
KEY PERFORMANCE AREA: Access to basic services and infrastructural development
Obj
ecti
ve
Strat
egie
s
Project
Indicat
or
Indicators and Targets
Year 1 Year 2 Year 3
Target Indicator Target Indicator Target
MTER
F
Budg
et
Estim
ate
cts 60
000
000
Burgersfort
WWTW
7MI
(Upgrading
)
(BSD/003/
2013/2014
)
Burgersfort
WWTW
7MI
(Refurbish
ment)
(BSD/042/
2013/2014
)
Roosenkal
WWWTW
Upgrade
(BSD/043/
2013/2014
)
Percent
age
complet
ion
Percent
age
complet
ion
Percent
age
complet
ion
100% (designs
approved=20%,
Construction
Approved=80%)
100% (designs
approved=20%,
Construction
Approved=80%)
100% (designs
approved=20%,
Construction
Approved=80%)
Percentage
completion
Percentage
completion
Percentage
completion
100% (designs
approved=20%,
Construction
Approved=80%)
100% (designs
approved=2%,
Construction
Approved=80%)
100% (designs
approved=20%,
Construction
Approved=80%)
Percentage
completion
Percentage
completion
Percentage
completion
100% (designs
approved=20%,
Construction
Approved=80%)
100% (designs
approved=20,%
Construction
Approved=80%)
100% (designs
approved=20%,
Construction
Approved=80%)
Apel percent 20% (designs percentage 20% (designs percentage 20% (designs Yr 1 = MI
Yr 1 =
5 000
000
Yr 2 =
17 00
0 000
Yr 1 =
1 600
000
Yr 1 =
5 868
000
Fu
nd
in
g
So
ur
ce
A
CI
P
MI
G
MI
G

323
KEY PERFORMANCE AREA: Access to basic services and infrastructural development
Obj
ecti
ve
Strat
egie
s
Refu
rbish
ment
of
Bulk
Sanit
ation
Facili
ties
Project
Sewer
WWTW
(BSD/044/
2013-
2014)
Marble
Hall
WWTW –
Effluent
Line
(BSD/004/
2013-
2014)
Refurbish
ment of
Dennilton
Pump
Station
(BSD/069/
2013-
2014)
Indicat
or
age
complet
ion
Percent
age
complet
ion
percent
age
complet
ion
Indicators and Targets
Year 1 Year 2 Year 3
Target Indicator Target Indicator Target
approved=20%,
Construction
Approved=80%)
100% (designs
approved=20%,
Construction
Approved=80%)
100% (designs
approved=20%,
Construction
Approved=80%)
completion
Percentage
completion
percentage
completion
approved=20%,
Construction
Approved=80%)
100% (designs
approved=20%,
Construction
Approved=80%)
100% (designs
approved=20%,
Construction
Approved=80%)
completion
Percentage
completion
percentage
completion
approved=20%,
Construction
Approved=80%)
100% (designs
approved=20%,
Construction
Approved=80%)
100% (designs
approved=20%,
Construction
Approved=80%)
MTER
F
Budg
et
Estim
ate
5
000 0
00
Yr 2 =
22 00
0 000
Yr 3 =
6 500
000
Yr 1 =
6 000
000
Refurbish Percent 100% (designs Percentage 100% (designs Percentage 100% (designs Yr 1 = W
Yr 1 =
2 200
000
Yr 2 =
1 200
000
Fu
nd
in
g
So
ur
ce
G
A
CI
P
W
S
O
G

324
KEY PERFORMANCE AREA: Access to basic services and infrastructural development
Obj
ecti
ve
Strat
egie
s
Project
ment of
Motetema
Sewer
Pump
stations
and
Network
(BSD/070/
2013-
2014)
Refurbish
ment of
Elandskraa
l Sewage
Ponds
(BSD/071/
2013-
2014)
Penge
Upgrading
of WWTW
& WTW
(BSD/072/
2013-
Indicat
or
age
complet
ion
Percent
age
complet
ion
Percent
age
complet
ion
Indicators and Targets
Year 1 Year 2 Year 3
Target Indicator Target Indicator Target
approved=20%,
Construction
Approved=80%)
100% (designs
approved=20%,
Construction
Approved=80%)
100% (designs
approved=20%,
Construction
Approved=80%)
completion
Percentage
completion
Percentage
completion
approved=20%,
Construction
Approved=80%)
100% (designs
approved=20%,
Construction
Approved=80%)
100% (designs
approved=20%,
Construction
Approved=80%)
completion
Percentage
completion
Percentage
completion
approved=20%,
Construction
Approved=80%)
100% (designs
approved=20%,
Construction
Approved=80%)
100% (designs
approved=20%,
Construction
Approved=80%)
MTER
F
Budg
et
Estim
ate
1 300
000
Yr 1 =
3
500 0
00
Yr 2 =
5
437 0
00
Yr 3 =
4 563
000
Yr 1 =
4
000 0
00
Yr 2 =
9
Fu
nd
in
g
So
ur
ce
S
O
G
W
S
O
G
W
S
O
G

325
KEY PERFORMANCE AREA: Access to basic services and infrastructural development
Obj
ecti
ve
Strat
egie
s
Provi
sion
of
hous
ehol
d
sanit
ation
facilit
ies
(60%
of
backl
og)
Project
Indicat
or
Indicators and Targets
Year 1 Year 2 Year 3
Target Indicator Target Indicator Target
MTER
F
Budg
et
Estim
ate
2014) 000 0
00
VIP
Backlog
Sewerage
services –
Repairs
and
Maintenan
ce
(BSD/079/
2013-
2014)
%
complet
ion
%
register
ed
incidenc
es
resolve
d within
14 days
95% % completion 95% % completion 95% Yr 1 =
147 7
13
000
Yr 2 =
3 000
000
100% % registered
incidences
resolved within 14
days
100% % registered
incidences
resolved within 14
days
100% Yr 1 =
654 0
00
Yr 2 =
687
354
Yr 3 =
721
034
Fu
nd
in
g
So
ur
ce
MI
G
S
D
M

326
KEY PERFORMANCE AREA: Access to basic services and infrastructural development
Obj
ecti
ve
Strat
egie
s
Project
Sewerage
Services -
Sucking for
VIP Toilets
(BSD/080/
2013-
2014)
Agency
Services –
Sanitation
(Elias
Motsoaledi
)
(BSD/081/
2013-
2014)
Agency
Services –
Sanitation
(Ephraim
Mogale)
(BSD/082/
2013-
2014)
Indicat
or
Number
of
toilets
sucked
Percent
age
complia
nce with
service
level
agreem
ent
Indicators and Targets
Year 1 Year 2 Year 3
Target Indicator Target Indicator Target
1000 Number of toilets
sucked
100% compliance
with SLA
Percentage
compliance with
service level
agreement
1000 Number of toilets
sucked
100% compliance
with SLA
Percentage
compliance with
service level
agreement
MTER
F
Budg
et
Estim
ate
1000 Yr 1 =
4 000
000
Yr 2 =
4 500
000
Yr 3 =
5 000
100% compliance
with SLA
000
Yr 1 =
140 0
00
Yr 2 =
147 1
40
Yr 3 =
154
350
Yr 1 =
90 00
0
Yr 2 =
94 41
0
Yr 3 =
99
036
Fu
nd
in
g
So
ur
ce
S
D
M
S
D
M
S
D
M

327
KEY PERFORMANCE AREA: Access to basic services and infrastructural development
Obj
ecti
ve
To
mai
ntai
n
acc
urat
e
wat
er
qual
ity
Strat
egie
s
Impr
oved
Blue
and
Gree
n
Drop
ratin
g
Project
Apel
Sanitation
(BSD/046/
2013-
2014)
Tafelkop
reticulation
(BSD/047/
2013-
2014)
Laboratori
es and
Chemicals
(BSD/083/
2013/2014
)
Indicat
or
Number
of
househ
olds
served
Percent
age
complet
eion
Percent
age of
availabil
ity of
chemic
als
Indicators and Targets
Year 1 Year 2 Year 3
Target Indicator Target Indicator Target
900 Number of
households
served
30% (design
approved=20%,
construction
complete=80%)
100% (availability of
chemicals)
Percentage
completeion
Percentage of
availability of
chemicals
900 Number of
households
served
30% (design
approved=20%,
construction
complete=80%)
100% (availability of
chemicals)
Percentage
completeion
Percentage of
availability of
chemicals
MTER
F
Budg
et
Estim
ate
900 Yr 1=
1 654
700
30% (design
approved=20%,
construction
complete=80%)
100% (availability of
chemicals)
Yr 1=
30 00
0 000
Yr 1 =
5
300 0
00
Yr 2 =
6
306 0
00
Yr 3 =
6 614
994
Fu
nd
in
g
So
ur
ce
MI
G
MI
G
S
D
M
To
ens
ure
prud
Profession
al Fees
(BSD/084/
2013/2014
Percent
age
complia
nce with
100% Percentage
compliance with
service level
agreements
100% Percentage
compliance with
service level
agreements
100% Yr 1 =
2 000
000
Yr 2 =
S
D
M

328
KEY PERFORMANCE AREA: Access to basic services and infrastructural development
Obj
ecti
ve
ent
fina
ncial
man
age
men
t
To
prov
ide
data
on
road
net
wor
ks
Coo
rdin
atio
n of
Infra
stru
ctur
e
with
relat
Strat
egie
s
Impl
eme
ntati
on of
RRA
MS
Prog
ram
me
Facili
tate
for
com
mon
obje
ctive
achi
eve
ment
Project
Indicat
or
) service
level
agreem
ents
Implement
ation of
RRAMS
Programm
e
(BSD/065/
2013/2014
)
IGR
Percent
age
complet
ion of
activitie
s in the
annual
implem
entation
plan
Number
of
meeting
s held
Indicators and Targets
Year 1 Year 2 Year 3
Target Indicator Target Indicator Target
100% (progress as
per annual business
plan)
Percentage
completion of
activities in the
annual
implementation
plan
8 Number of
meetings held
100% (progress as
per annual business
plan)
Percentage
completion of
activities in the
annual
implementation
plan
8 Number of
meetings held
100% (progress as
per annual business
plan)
MTER
F
Budg
et
Estim
ate
2 102
000
Yr 3 =
2 204
998
Yr 1 =
1 781
000
Yr 2 =
2 063
000
Yr 3 =
2 113
000
8 Yr 1 =
10 00
0
Yr 2 =
10 51
0
Yr 3 =
11
025
Fu
nd
in
g
So
ur
ce
RT
SI
G
S
D
M

329
KEY PERFORMANCE AREA: Access to basic services and infrastructural development
Obj
ecti
ve
ed
sect
ors
To
enh
anc
e
own
ersh
ip of
local
facili
ties
To
enh
anc
e
forw
ard
plan
ning
Strat
egie
s
s
By
enha
ncin
g
awar
enes
s for
core
com
pete
ncies
Project
Transfer of
taxi ranks
to locals
(BSD/085/
2013/2014
)
Infrastructu
re
planning(B
SD/086/20
13/2014)
Indicat
or
Number
of taxi
ranks
tranfere
d
Number
of
approve
d plans
Indicators and Targets
Year 1 Year 2 Year 3
Target Indicator Target Indicator Target
6 Number of taxi
ranks tranfered
5 Number of
approved plans
6 Number of taxi
ranks tranfered
5 Number of
approved plans
MTER
F
Budg
et
Estim
ate
6 Yr
1=R70
0 000
5 R1 91
1 000
Fu
nd
in
g
So
ur
ce
S
D
M
S
D
M

330
COMMUNITY SERVICES
EMERGENCY MANAGEMENT SERVICES
Indicators and Targets
MTERF
Budget
Estimate
Funding
Source
Objective Strategies Project
Year 1 Year 2 Year 3
To
promote
sustainabl
e EMS
services
Compile list
of
equipment
to be
serviced
and
maintained.
Repair of
equipment
as and
when
needed
EMS
maintenan
ce
equipment
(BSD/087/
2013/2014
)
Indicator Target Indicator Target Indicator Target
% repair, 100% % repair, 100% % repair, 100% repair,
service and repair, service and repair, service and service and
maintenanc service and maintenanc service and maintenanc maintenance
e of EMS maintenance e
maintenanc e
equipments of EMS
e
equipments
2013/2014:
R 250,000
2014/2015:
R 262,750
2015/2016:
R 275,624
SDM
Appointmen
t of term
contractors
for
servicing,

331
maintenanc
e and
repairs
EMERGENCY MANAGEMENT SERVICES
Indicators and Targets
Year 1 Year 2 Year 3
MTERF
Budget
Estimate
Funding
Source
Objectiv
e
To
promote
sustaina
ble EMS
services
Strategies
Compile
specificatio
ns for
tender
Submit to
specificatio
n committee
Advertise
tender and
tender
processes
Monitor
project plan
Project
Veld Fire
Appliances –
x1 4x4 van
2 x sedan
service
vehicles.
Replacement
of Major
Pumper fire
engine
Indicator Target Indicator Target Indicator Target
1 Veld Fire
Appliances,
sedans
1 Veld Fire
Appliances,
2X sedans
purchased
1X 4X4
1 Veld
Fire
Appliance
s,
sedans
Major
Pumper
1 Veld Fire
Appliances,
2 sedans
purchased
1 Major
Pumper
purchased
2013/2014:
R0
2014/2015:
R1,100,305
2015/2016:
R1,359,320
SDM

332
and delivery
Hazmat
Trailer
delivered
and
operational
Hazmat
Trailer
delivered
and
operational
.
EMS
equipments
Water
rescue
equipment
delivered
and
operational.
water
rescue
equipment
purchased,
delivered
and
operational
R100 000

333
EMERGENCY MANAGEMENT SERVICES
Indicators and Targets
Year 1 Year 2 Year 3
MTERF
Budget
Estimate
Funding
Source
Objective Strategies Project
To
promote
sustainabl
e EMS
services
Compile list
of foam and
decontamin
ation
detergent
types and
quantities
per station
Submit to
specificatio
ns
committee
Request for
quotations
and
procuremen
t processes
Delivery
and
fire
fighting
foam and
decontami
nation
detergents
Indicator Target Indicator Target Indicator Target
% supply and
delivery of
foam and
decontaminat
ion
detergents
100%
supplied.
% supply
and delivery
of foam and
decontamin
ation
detergents
100%
supplied.
% supply
and delivery
of foam and
decontamin
ation
detergents
100%
supplied.
SDM

334
distribution
EMERGENCY MANAGEMENT SERVICES
Indicators and Targets
Year 1 Year 2 Year 3
MTERF
Budget
Estimate
Funding
Source
Objective Strategies Project
To Develop list
promote of protective
sustainabl and station
e EMS uniform
services needed
Submit to
specifications
committee
Station
uniform and
protective
clothing
(BSD/088/2
013/2014)
Indicator Target Indicator Target Indicator Target
Percentage
purchase of
station
uniform and
protective
clothing
100%
purchase of
station
uniform and
protective
clothing
Supply of
station
uniform for
new
appointmen
t and
volunteers
100%
Supplied of
station
uniform for
new
appointmen
t and
volunteers
Supply of
protective
clothing and
equipment
100%
supplied of
protective
clothing and
equipment
2013/2014:
R800 000
2014/2015:
R 840 800
2015/2016:
R 881 999
SDM
Advertise
tender and
tender
processes
Delivery and
distribution

335
Disaster Management Services
Indicators and Targets
Year 1 Year 2 Year 3
MTERF Budget
Estimate
Fun
ding
Sour
ce
Objective Strategies Project
To
promote
sustainabl
e EMS
services
Appoint
term
contractors
for supply
of food and
food
parcels,
first day of
disaster
happening
Disaster
Relief
material
(BSD/089/20
13/2014)
Indicator Target Indicator Target Indicator Target
Percentage 100% Percentage 100% Percentage 100%
purchase of supply of purchase of supply of purchase of supply of
disaster disaster disaster disaster disaster disaster
relief relief relief relief relief relief
material as material as material as material as material as material as
and when and when and when and when and when and when
required required required required required required
2013/2014:R480,00
0
2014/2015:R504,48
0
2015/2016:R529,19
9
SDM
Provide
relief
material as
and when
needed
Advertise
tender and
tender
processes
Distribution

336
as needed
DISASTER MANAGEMENT SERVICES
Indicators and Targets
Year 1 Year 2 Year 3
MTERF
Budget
Estimate
Funding
Source
Objective Strategies Project
To Compile
promote specifications
sustainable mitigating the x6 4x4
EMS severity of bakkies
services disasters,
emergency
preparedness,
rapid and
effective
response to
disasters and
post disaster
recovery for
tender
Indicator Target Indicator Target Indicator Target
6 Disaster
Management
bakkies
6 bakkies
purchased
2013/2014:
R0
2014/2015:
R0
2015/2016:
R 0
SDM

337
DISASTER MANAGEMENT SERVICES
Indicators and Targets
Year 1 Year 2 Year 3
MTERF
Budget
Estimate
Funding
Source
Objective Strategies Project
To promote
professional
developmen
t
Develop a
list of
employees
that are
registered
with
professional
bodies
Submit
request
To pay
annual fees
Generate
an internal
memorandu
m to finance
Membershi
p fees
(BSD/090/2
013/2014)
Indicator Target Indicator Target Indicator Target
Percentage
payment of
registration
or
membershi
p fees
100%
payment of
registration
or
membershi
p fees
Percentage
payment of
registration
or
membershi
p fees
100%
payment of
registration
or
membershi
p fees
Percentage
payment of
registration
or
membershi
p fees
100%
payment of
registration
or
membershi
p fees
2013/2014:
R 50,000
2014/2015:
R 52,550
2015/2016:
R 55,124
SDM
Proofofpay
ment and
membershi
p

338
DISASTER MANAGEMENT SERVICES
Indicators and Targets
Year 1 Year 2 Year 3
MTERF
Budget
Estimate
Funding Source
Objective Strategies Project
To enhance Develop an
community annual
knowledge program for
base awareness
Do research
on the
vulnerability
of the
District to
certain
hazards
Emergenc
y
awarenes
s
campaign
(BSD/091/
2013/2014
)
Indicator Target Indicator Target Indicator Target
Number of
emergenc
y
awarenes
s
campaign
held
20emerge
ncy
awarenes
s
campaign
held
Number of
emergenc
y
awarenes
s
campaign
held
20
emergenc
y
awarenes
s
campaign
held
Number of
emergenc
y
awarenes
s
campaign
held
20
emergenc
y
awarenes
s
campaign
held
2013/2014:
R 50 000
2014/2015:
R 52 550
2015/2016:
R 55 125
SDM

339
DISASTER MANAGEMENT SERVICES
Indicators and Targets
Year 1 Year 2 Year 3
MTERF
Budget
Estimate
Funding
Source
Objective Strategies Project
To Hold
enhance stakeholder
communit meetings
y
knowledge
base
Develop an
Integrated
Arrive Alive
Operational
Plan
Special
Operations
High
Density Day
(Arrive
Alive)(BSD/
092/2013/2
014)
Indicator Target Indicator Target Indicator Target
Number of
Special
Operations
High
Density Day
(Arrive
Alive)
undertaken
2 special
operations
high density
Days
undertaken
Number of
Special
Operations
High
Density Day
(Arrive
Alive)
undertaken
2 special
operations
high density
Days
undertaken
Number of
Special
Operations
High
Density Day
(Arrive
Alive)
undertaken
2 special
operations
high density
Days
undertaken
2013/2014:
R 190,000
2014/2015:
R 199,000
2015/2016:
R 209 475
SDM
Request or
search for
funding
partners
Launch the
Arrive Alive
and
implement
the plan

340
DISASTER MANAGEMENT SERVICES
Indicators and Targets
Year 1 Year 2 Year 3
MTERF
Budget
Estimate
Funding
Source
Objective Strategies Project
To Needs
develop analysis
skills
Develop
specifications
EMS
Training
Academy
(BSD/093/2
013/2014)
Indicator Target Indicator Target Indicator Target
Percentage
purchase of
EMS
academy
stationery
100%
purchase of
EMS
academy
stationery
Percentage
purchase of
EMS
academy
stationery
100%
purchase of
EMS
academy
stationery
Percentage
purchase of
EMS
academy
stationery
100%
purchase of
EMS
academy
stationery
2013/2014:
R 130 000
2014/2015:
R 136 630
SDM
2015/2016:
R 143 325
MUNICIPAL HEALTH SERVICES (SERVICE DELIVERY)
Indicators and Targets
Year 1 Year 2 Year 3
MTERF
Budget
Estimate
Fundin
g
Source
Objective Strategies Project
To promote Get the Air quality
environmenta existing Management
Indicator Target Indicator Target Indicator Target
Percentag
e
100%
monitorin
# required
capacity
Two
Officers
All Locals
having a
One AQMI
installed in
2013/2014
:
SDM

341
l and
personal
health
AQMI into
continuous
and
efficient
functionality
Build
enough
capacity to
carry
Atmospheri
c Emission
Licensing
function
from the
Province
(BSD/094/2013/2014
)
monitoring
of air
quality
pollutants
g of air
quality
pollutants
workshop
s
attended
capacitate
d in each
local
municipalit
y
monitorin
g
instrumen
t linked to
each
other
each local
municipalit
y
R 1 000
000
2014/2015
:
R 1 051
000
2015/2016
:
R 1 102
499
Provide
additional
monitoring
equipment’s
to other
locals

342
MUNICIPAL HEALTH SERVICES (SERVICE DELIVERY)
Indicators and Targets
Year 1 Year 2 Year 3
MTERF
Budget
Estimate
Funding
Source
Objective Strategies Project
To Compile MHS
promote strategy and
environme get it approved
ntal and by all council
personal structures
health
Getting
personnel
acclimatised
and putting
systems and
processes in
place for full
implementation
of all nine
programmes
Gazetting of
By-laws
Awareness on
MHS
Programme
(BSD/095/201
3/2014)
Indicator Target Indicator Target Indicator Target
Percentage
Percentag
Percentage
MHS
e MHS
MHS
awareness
awareness
awareness
program
program
program
conducted
conducted
conducted
100%
MHS
awarene
ss
program
conducte
d
100%
MHS
awaren
ess
progra
m
conduc
ted
100% MHS
awareness
program
conducted
2013/2014:
R 80 000
2014/2015:
R 84 080
2015/2016:
R 88 200
National
Treasury

343
MUNICIPAL HEALTH SERVICES (SERVICE DELIVERY)
Indicators and Targets
Year 1 Year 2 Year 3
MTERF
Budget
Estimate
Fundi
ng
Sourc
e
Objective Strategies Project
To promote List all the days HIV/AIDS
environmenta that deal with Strategy
l and HIV/Aids
personal
health
Getting personnel
acclimatised and
putting systems
and processes in
place for full
implementation of
all nine
programmes
Placing them in
strategic organic
specialisation for
future personal
development
District
Health
Council
(BSD/097/
2013/2014
)
Indicator Target Indicator Target Indicator Target
Number of 4 initiatives Number of 4 initiatives Number of 4 initiatives
initiatives conducted for initiatives conducted for initiatives conducted for
conducted HIV/AIDS conducted for HIV/AIDS conducted HIV/AIDS
for
strategy HIV/AIDS strategy for strategy
HIV/AIDS implementatio strategy implementati HIV/AIDS implementatio
strategy n
implementatio on
strategy n
implementat
n
implement
ion
ation
Percentage
support to
district
health
council
100% support
to district
health council
Percentage
support to
district health
council
100%
support to
district health
council
Percentag
e support
to district
health
council
100% support
to district
health council
2013/14:
R 500 000
2014/15:
R 525 500
2015/16:
R 551 250
2013/2014:
R20,000
2014/2015:
R21,020
SDM

344
2015/2016:
R22,049
Talafatsa
Sekhukhu
ne
(Nursery)(
BSD/098/
2013/2014
)
Percentage
establishme
nt of
nursery
100%
establishment
of nursery
Percentage
establishment
of nursery
100%
establishmen
t of nursery
Percentag
e
establishm
ent of
nursery
100%
establishment
of nursery
2013/2014:
R100,000
2014/2015:
R105,100
2015/2016:
R110,249
MHS
equipment
s
(BSD/099/
2013/2014
)
Percentage
MHS
equipments
purchased
100%
purchased
Percentage
MHS
equipments
purchased
100%
purchased
Percentag
e MHS
equipment
s
purchased
100%
purchased
R50 000

345
Sports, Arts and Culture development
Objective
To
promote
mass
participatio
n in sports,
art and
culture
Strategies
Project
Executive
Mayor’s
marathon
(BSD/100/201
13/2014)
Indicators and Targets
MTERF
Budget
Estimate
Funding
Source
Year 1 Year 2 Year 3 R100 000 SDM
Indicator Target Indicator Target Indicator Target
Number of
Executive
Mayor’s
marathon
1 Number of
Executive
Mayor’s
marathon
1 Number of
Executive
Mayor’s
marathon
1
Executive
Mayors Cup
(BSD/101/201
3/2014)
Sports
Academy
(BSD/103/201
3/2014)
Number of
initiatives to
support
sports, arts
and culture
developmen
t conducted
6 Number of
initiatives
to support
sports,
arts and
culture
developme
nt
conducted
6 Number of
initiatives to
support
sports, arts
and culture
developmen
t conducted
6 R946 912 SDM
Tournament of
old aged
(BSD/104/201
3/2014)

346
Support to all
sports codes
(BSD/105/201
3/2014)
Heritage,
cultural show
and exhibition
(BSD/106/201
3/2014)
Language
Promotion
(BSD/107/201
3/2014)
Arts and
Culture
Capacity
Building(BSD/
108/2013/201
4)

347
5.4. LOCAL ECONOMIC DEVELOPMENT (LED)
LED with objectives, targets and budget
Indicators and Targets
Year 1 Year 2 Year 3
MTERF Budget
Estimate
Fundin
g
Source
Objective Strategies Project
To conduct seminars
for small businesses
To provide support
to SMMEs and
cooperatives
Conduct
seminars for
small
businesses
on supply
chain
processes
Support
SMME’s and
cooperatives
with
production
inputs
Small
business
seminar
(LED/001/2
013-2014)
SMME and
cooperative
s Support
(LED/002/2
013-2014)
Indicator Target Indicator Target Indicator Target
Number
of
seminars
conducte
d
Number
of
SMME’s/
cooperati
ves
supporte
d with
productio
n inputs
5 Number
of
seminars
conducte
d
5 Number
of
SMME’s/
cooperati
ves
supporte
d with
productio
n inputs
5 Number
of
seminars
conducte
d
5 Number
of
SMME’s/
cooperati
ves
supporte
d with
productio
n inputs
5 2013/2014:
R150,000
2014/2015:
R157,500
2015/2016:
R165,375
TOTAL: R472, 875
5 2013/2014:
R300,000
2014/2015:
R315,599.40
2015/2016: 330,750
TOTAL:
R946,349.40

348
To provide platform
for SMMEs
exhibitions
To foster municipal
partnerships
Expose
SMME’s to
market
exhibitions
Municipal
partnerships
Market
exhibitions
(LED/003/2
013-2014)
Municipal
partnerships
(LED/004/2
013-2014)
and
equipme
nts
Number
of
SMME’s
exposed
to market
exhibition
s
and
equipme
nts
4 Number
of
SMME’s
exposed
to market
exhibition
s
and
equipme
nts
4 Number
of
SMME’s
exposed
to market
exhibition
s
4 2013/2014 R150,000
2014/2015:
R157,500
2015/2016:
R165,375
TOTAL: R472,875
2013/2014 R0
2014/2015 R210,200
2015/2016
R220,499.80
SDA’s LED projects
Indicators and Targets
Year 1 Year 2 Year 3
MTERF Budget
Estimate
Fundin
g
Source
Objective Strategies Project
To promote
Development Fresh
sustainable rural of agroprocessing
Produce
economies through
Market.
agricultural and initiatives
agro-processing
Citrus
development
Processing
Indicator Target Indicator Target Indicator Target
%
impleme
ntation of
fresh
produce
and
40 %
implemen
tation of
fresh
produce
and citrus
%
implemen
tation of
fresh
produce
and citrus
40%
implemen
tation of
fresh
produce
and citrus
%
implemen
tation of
fresh
produce
and citrus
40%
implem
entatio
n of
fresh
produc
2013/2014:R1 000
000.00
2014/2015:R700.000
2015/2016:R600.000
SDA.
Private
Fundin
g

349
To ensure small
town and settlement
regeneration
To develop and
market key tourism
clusters
To develop
sustainable mining
communities
Regeneration
of small
towns in
Sekhukhune
Tourism
development
and
marketing.
SLP and
Enterprise
Development.
Plant.
Animal
Breeding
Developme
nt
Jane Furse
and
Steelpoort
Regeneratio
n
Potlake and
Flag
Boshielo
Developme
nt
Job
Creation
Reports
Competitive
citrus
plant
# small
towns
regenerat
ion
#
business
plans
develope
d
# public
private
partnersh
ip signing
plant plant. %
implemen
tation of
chicken
abattoir.
Scoping
of two
small
towns for
regenerat
ion.
2
business
plans
5 public
private
partners
to the
Two
more
small
towns
regenerat
ed
Investor
and
funding
attraction
%
implemen
tation of
the
plant.
30%
implemen
tation of
chicken
abattoir.
50%
implemen
tation of
small
town
regenerat
ion.
2 investor
and
funding
attracted
50 %
implemen
tation of
the
plant. %
implemen
tation of
chicken
abattoir.
# small
towns
regenerat
ion.
%
implemen
tation of
tourism
facilities
%
implemen
tation of
the
e and
citrus
plant.
30%
implem
entatio
n of
chicken
abattoir
.
100%
implem
entatio
n of
town
regener
ation.
50%
implem
entatio
n of
tourism
facilitie
s
100 %
implem
entatio
n of the
Total: R
2013/14: R1.2m
2013/2014:R1 200.000
2014/2015:R700.000
2015/2016:R650.000
Total: R
2013/2014:R800.000
2014/2015:R500.000
2015/2016: R500.000
Total: R
2013/2014:R800.000
2014/2015:R300.000
SDA,
Private
Fundin
g
SDA,
Private
Fundin
g
IDC,
SDA,
Private
Fundin

350
Supplier
Developme
nt Program
(CSDP)
for the
project
project CSDP CSDP CSDP CSDP 2015/2016:R500.000
Total: R
g

351
5.5. FINANCIAL VIABILITY
FINANCIAL VIABILITY WITH OBJECTIVES, TARGETS AND BUDGET
Indicators and Targets
Year 1 Year 2 Year 3
MTERF
Budget
Estimate
Funding
Source
Objective Strategies Project
To ensure
sufficient
reserve funds to
address asset
renewal
Maximisation
of own
revenue
towards
Capital
Replacement
Reserves
capital
replaceme
nt reserve
(FV/001/2
013-2014)
Indicator Target Indicator Target Indicator Target
Percentage
improvement
in capital
Replacement
reserves
8% on
Improveme
nt in Capital
Replaceme
nt Reserves
Percentag
e
improvem
ent in
capital
Replacem
ent
reserves
10% on
investmen
t in capital
replaceme
nt
reserves
Percentage
improveme
nt in capital
Replaceme
nt reserves
15% on
investmen
t in capital
replaceme
nt
reserves
2013/2014:
R7m
2014/2015:
R20,2m
2015/2016:
R22,8m
SDM
Total:
R60,86m

352
To ensure
preparation and
implementation
of realistic
budget for the
municipality
To ensure
improved Audit
Opinion
Preparation
and
monitoring of
budget
Improved
audit opinion
Budget
preparatio
n
(FV/002/2
013-2014)
Improved
Audit
Opinion
(FV/003/2
013-2014)
Percentage
realistic and
credible
budget
prepared
Percentage
improvement
of audit
opinion
100%
realistic and
credible
budget
prepared:
1.Cash
backed
30%
2.Timelines
30%
3.Amendme
nds made
2x40%
100%
improveme
nt of audit
opinion 1.
Addressing
prior year
audit issues
(50%). 2.
Strenghthen
ing internal
controls
(50%)
Percentag
e realistic
and
credible
budget
prepared
Percentag
e
improvem
ent of
audit
opinion
100%
realistic
and
credible
budget
prepared:
1.Cash
backed
30%
2.Timeline
s 30%
3.Amend
mends
made
2x40%
100%
improvem
ent of
audit
opinion 1.
Addressin
g prior
year audit
issues
(50%). 2.
Strenghth
ening
internal
controls
(50%)
Percentage
realistic and
credible
budget
prepared
Percentage
improveme
nt of audit
opinion
100%
realistic
and
credible
budget
prepared:
1.Cash
backed
30%
2.Timeline
s 30%
3.Amend
mends
made
2x40%
100%
improvem
ent of
audit
opinion 1.
Addressin
g prior
year audit
issues
(50%). 2.
Strenghth
ening
internal
controls
(50%)
N/A
2013/2014:
R331,644
2014/2015:R
450,000
2015/2016:R
472,050
Total:
R1,253,715
N/A
SDM

353
To ensure that
assets and
inventory are
adequately
accounted for,
properly
recorded and
safe guarded
Recording,
valuation of
municipal
assets and
Unbundling
of
Infrastructura
l projects
Asset
managem
ent
(FV/004/2
013-2014)
Percentage
GRAP
compliant
FAR
100%
GRAP
compliant
FAR(Unbun
dled Assets,
safeguardin
g movable
and
immovable
assets 20%,
disposals
10%,
valuation
30%,
records
keeping
10%)
Percentag
e
GRAP
compliant
FAR
100%
GRAP
compliant
FAR(Unbu
ndled
Assets,
updated
movable
and
immovabl
e assets
20%,
disposals
10%,
valuation
30%,
records
keeping
10%)
Percentage
GRAP
compliant
FAR
100%
GRAP
compliant
FAR(Unbu
ndled
Assets,
updated
movable
and
immovabl
e assets
20%,
disposals
10%,
valuation
30%,
records
keeping
10%)
2013/2014:
R6,890,000
2014/2015:
R3M
2015/2016:
R2M
Total:
R11,9M
Recording
and valuing
of all
municipal
inventory
items.
Inventory
Managem
ent
(Stores
and
material)
(FV/005/2
013-2014)
Percentage
of updated
inventory
register
80%
updated
inventory
register(pur
chases
50%,
valuation
20%,
disposals
5%, record
keeping
10%,
Percentag
e of
updated
inventory
register
100%
updated
inventory
register
(purchase
s 50%,
valuation
20%,
disposals
5%,
record
keeping
Percentage
of updated
inventory
register
100%
updated
inventory
register
(purchase
s 50%,
valuation
20%,
disposals
5%,
record
keeping
2013/2014:
R1,3M
2014/2015:
R1,366,300
2015/2016:
R1,433,249
Total:
R4,099,549
None

354
safeguardin
g 15%)
10%,
safeguardi
ng 15%)
10%,
safeguardi
ng 15%)
To ensure
prudent
expenditure
management
To ensure
proper
management of
documents
Process all
invoices
received as
per service
standards
target date
Adhering to
document
management
process flow.
Expenditur
e
Managem
ent
(FV/007/2
013-2014)
Document
managem
ent
(FV/006/2
013-2014)
Percentage
of creditors
reconciled
and paid
within 30
days of
invoice date
Percentage
documents
scanned and
filed as per
process plan
100% of
creditors
paid within
30 days of
invoice date
(reconciliati
on 50% and
payments
50%)
100%
documents
scanned
and filed as
per process
plan
(electronic
filing 50%,
manual
filing 50%)
Percentag
e of
creditors
within 30
days of
invoice
date
Percentag
e
document
s scanned
and filed
as per
process
plan
100% of
creditors
paid within
30 days of
invoice
date
(reconcilia
tion 50%
and
payments
50%)
100%
document
s scanned
and filed
as per
process
plan
(electronic
filing 50%,
manual
filing 50%)
Percentage
of creditors
within 30
days of
invoice date
Percentage
documents
scanned
and filed as
per process
plan
100% of
creditors
paid within
30 days of
invoice
date
(reconcilia
tion 50%
and
payments
50%)
100%
document
s scanned
and filed
as per
process
plan
(electronic
filing 50%,
manual
filing 50%)
N/A
N/A
N/A
N/A

355
To ensure
accurate and
complete
reporting of
financial
information
To ensure
sufficient
revenue to
address
development
imperatives
Reconciliatio
n of payroll
and creditors
accounts
balances
Percentage
revenue
collection
from baseline
Financial
reporting
Revenue
Managem
ent (Cost
recovery)
(FV/008/2
013-2014)
Number of
expenditure
reconciliation
s performed
on time
Percentage
of consumer
and indigent
data
collected and
cleansed for
5
areas/village
s
36
expenditure
reconciliatio
ns
performed
on a
monthly
basis
100%
consumer,
indigent
data
collected
and
cleansed for
5
areas/villag
es (
magukubjan
e,
naganeng,
Roosenekal
,
tsimanyane,
mapodile)
Number of
expenditur
e
reconciliati
ons
performed
on time
Percentag
e of data
collected
and
cleansed
for five
areas/villa
ges
36
expenditur
e
reconciliati
ons
performed
on a
monthly
basis
100%
consumer,
indigent
data
collected
and
cleansed
for 5
areas/villa
ges (
magukubj
ane,
naganeng,
Roosenek
al,
tsimanyan
e,
mapodile)
Number of
expenditure
reconciliatio
ns
performed
on time
Percentage
of data
collected
and
cleansed for
five
areas/villag
es
36
expenditur
e
reconciliati
ons
performed
on a
monthly
basis
100%
consumer,
indigent
data
collected
and
cleansed
for 5
areas/villa
ges (
magukubj
ane,
naganeng,
Roosenek
al,
tsimanyan
e,
mapodile)
N/A
2013/2014:
R8 477 000
2014/2015:
R6m
2015/2016:
R7,5m
Total:
R19,5m
N/A

356
Percentage
revenue
collected
40%
revenue
collected(R
15 076 959)
Percentag
e revenue
collection
attained
60%
revenue
collected
Percentage
revenue
collection
attained
63%
revenue
collected
2013/2014:
R3,209,800
2014/2015:
R3,383,780
2015/2016:
R3,561,355
Total:
R10,154,935
To ensure the
optimum,
efficient,
effective
functional
procurement
processes.
Procurement
of goods and
services on
time
Compliance
to Supply
Chain
Management
policies and
regulations.
Demand
Managem
ent
(FV/010/2
013-2014)
Acquisitio
n
Managem
ent
(FV/011/2
013-2014)
Percentage
development
of
procurement
plans
Percentage
reduction of
irregular
expenditure
from baseline
100%
developmen
t of
procuremen
t plans
100%
reduction of
irregular
expenditure
from
baseline
(adherence
to full scm
policies and
regulations
100%)
Percentag
e
developm
ent of
procureme
nt plans
Percentag
e
reduction
on
irregular
expenditur
e from
baseline
100%
developm
ent of
procureme
nt plans
100%
reduction
of irregular
expenditur
e from
baseline(a
dherence
to full scm
policies
and
regulation
s 100%)
Percentage
developmen
t of
procuremen
t plans
Percentage
reduction
on irregular
expenditure
from
baseline
100%
developm
ent of
procureme
nt plans
100%
reduction
of irregular
expenditur
e from
baseline(a
dherence
to full scm
policies
and
regulation
s 100%)
N/A
N/A
N/A
N/A

357
To ensure
efficient and
effective
contract
management
To ensure
accountability
Drafting and
management
of service
level
agreements
(SLA) for all
services
rendered to
SDM
Monitoring
Contract
Managem
ent
(FV/012/2
013-2014)
Complianc
e
managem
ent
(FV/013/2
013-2014)
Percentage
SLA’s
available and
updated on
the contract
register
Number of
compliance
reports
generated
100%
available
and
updated on
the contract
register
(drafting
and register
updating)
5 reports
(section 71,
section 52,
supply
chain,
CIDB,
section 72,
AFS)
Percentag
e SLA’s
available
and
updated
on the
contract
register
Number of
complianc
e reports
generated
100%
SLA’s
available
and
updated
on the
contract
register
5 reports
(section
71,
section
52, supply
chain,
CIDB,
section
72, AFS)
Percentage
SLA’s
available
and
updated on
the contract
register
Number of
compliance
reports
generated
100%
SLA’s
available
and
updated
on the
contract
register
5 reports
(section
71,
section
52, supply
chain,
CIDB,
section
72, AFS)
N/A
N/A

358
5.6. GOOD GOVERNANCE AND PUBLIC PARTICIPATION
INTERNAL AUDIT WITH OBJECTIVES, TARGETS AND BUDGET
Indicators and Targets
Year 1 Year 2 Year 3
MTERF
Budget
Estimate
Funding
Source
SDM
Objective
To provide
independent,
objective assurance
and consulting
services
Strategie
s
Planning
the
Audits
Executin
g
Project
Internal
Audits
Indicator Target Indicator Target Indicator Target
# of
Internal
Audit
Reports
issued
26 # of Internal
Audit
Reports
issued
28 # of Internal
Audit
Reports
issued
30
2013/2014:1
000 000
2014/2015:1
051 000
2015/2016:R1
102 499
Reportin
g

359
To assess and
evaluate the
Municipal
performance
information
Follow
Up
Performa
nce
Audits
(GGPP/0
01/2013-
2014)
Number
of
Performan
ce audit
reports
issued
4 Number of
Performance
audit reports
issued
4 Number of
Performance
audit reports
issued
4
To effectively
control Internal
resources (Human;
Financial; etc.)
Regularit
y audit
(GGPP/0
01/2013-
2014)
Number of
regularity
audits
conducted
28 Number of
regularity
audits
conducted
28 Number of
regularity
audits
conducted
28

360
To evaluate and
improve the
effectiveness of ICT
controls
Planning
the
audits
Executio
n
ICT
Audits
(GGPP/0
03/2013-
2014)
Number of
ICT audit
reports
issued
4 Number of
ICT audit
reports
issued
4 Number of
ICT audit
reports
issued
4
Reportin
g
Follow
Up
To develop the
three year rolling
Internal Audit Plan
Obtain
risk
register
from Risk
Manage
ment Unit
Develop
the IA
Plan
Submit to
Manage
ment for
Noting
Submit to
AC for
approval
Three
year
rolling
plan
(GGPP/0
04/2013-
2014)
Percentag
e review
of the 3
year and
annual IA
plan
100% Percentage
review of
the 3 year
and annual
IA plan
100% Percentage
review of
the 3 year
and annual
IA plan
100%

361
To perform ad hoc
assignments as
requested by
council and
management
Submit to
Municipal
council
for
Noting
Receive
adhoc
assignme
nt from
manage
ment
Send the
request
to audit
committe
e for
approval
Adhoc
Assignm
ents
(GGPP/0
05/2013-
2014)
Percentag
e ad hoc
reports
issued
100%
of ad
hoc
report
s
issued
Percentage
ad hoc
reports
issued
100%
of ad
hoc
reports
issued
Percentage
ad hoc
reports
issued
100%
of ad
hoc
reports
issued

362
Conduct
the
assignme
nt and
issue
final
Report to
Manage
ment and
Audit
committe
e
To facilitate
payments of Auditor
General South
Africa
To coordinate the
activities of the
Audit committee
Issue
Notice
and
Agenda
Obtain
items
from
different
departme
nt and
Audit
fees
external
(GGPP/0
06/2013-
2014)
Audit
Committ
ee
(GGPP/0
07/2013-
2014)
Percentag
e payment
facilitation
for Auditor
General
SA
%
facilitation
of AC
activities
100%
payme
nts
facilita
ted
100%
Facilit
ation
Percentage
payment
facilitation for
Auditor
General SA
% facilitation
of AC
activities
100%
payme
nts
facilitat
ed
100%
Facilita
tion
Percentage
payment
facilitation
for Auditor
General SA
% facilitation
of AC
activities
100%
payme
nts
facilitat
ed
100%
Facilita
tion
2013/2014
R3,303,621.56
2014/2015:
R3,472,106.26
2015/2016:
R3,642,239.47
2013/2014:
R500 000.00
2014/2015:
R525 500.00
2015/2016:
R551 250.00
SDM

363
package
them
To procure an
electronic Internal
Audit working paper
system
Issue the
Audit
Packs
Attend
the
meetings
Procure
ment of
working
paper
system
Electroni
c System
(GGPP/0
08/2013-
2014)
%
Procurem
ent of IA
Electronic
System
100% 2013/2014:
R200 000.00
2014-2015: R
209 800
2015-2016: 0
SDM
To
foster
intergovernmental
relations
Issue
notice
Prepare
the
documen
t
Attend
the
meetings
IGR
# of IGR
meetings
attended
8 # of IGR
meetings
attended
8 # of IGR
meetings
attended
8 R0
MM’s IGR
SDM

364
To monitor
attendance to AG
matters towards
clean audit
Operatio
n Clean
Audit
(GGPP/0
09/2013-
2014)
Percentag
e
Monitoring
to
attendanc
e to AG
matters
100%
monito
ring
Percentage
Monitoring to
attendance
to AG
matters
100%
monito
ring
Percentage
Monitoring to
attendance
to AG
matters
100%
monito
ring
N/A
SDM

365
RISK MANAGEMENT WITH OBJECTIVES, TARGETS AND BUDGET
Indicators and Targets
Year 1 Year 2 Year 3
MTERF
Budget
Estimate
Fundin
g
Source
Objective Strategies Project
Indicator Target Indicato
r
Target Indicator Target
To appraise
the
institution on
risks
By arranging
and
conducting
workshops
and interviews
Risk
Manageme
nt(GGPP/02
0/2013-
2014)
Number of
strategic,
Operational,
Process risk
assessments
conducted
% of project
risk
assessments
completed
1 strategic
risk, 7
operational
&
processes
assessmen
ts
conducted
100% of
project risk
assessmen
ts
completed
Number
of
strategic,
Operation
al and
Process
risk
assessme
nts
conducte
d
% of
project
risk
assessme
nts
complete
d
1
strategic
risk, 7
operation
al &
processes
assessme
nts
conducte
d
100% of
project
risk
assessme
nts
complete
d
Number of
strategic ,7
operational
&
processes
assessmen
ts
conducted
% of project
risk
assessmen
ts
completed
1 strategic
risk, 7
operational
&
processes
assessmen
ts
conducted
100% of
project risk
assessmen
ts
completed
N/A
N/A

366
% of
properties
and
operational
sites
surveyed
100% of
properties
and
operational
sites
surveyed
% of
properties
and
operation
al sites
surveyed
100% of
properties
and
operation
al sites
surveyed
% of
properties
and
operational
sites
surveyed
100% of
properties
and
operational
sites
surveyed
To
safeguard
the assets of
SDM
through
alternative
techniques
of risk
transfer
By appraising
the
appropriatenes
s of insurance
contracts,
review the
adequacy of
cover, and
renew policy
Assets
Insurance/I
nsurance
policy
contract
(GGPP/024/
2013-2014)
Percentage
of assets
coverage
100%
coverage of
insurable
assets
Percentag
e of
assets
coverage
100%
coverage
of
insurable
assets
Percentage
of assets
coverage
100%
coverage of
insurable
assets
2013/2014:R3
000 000,00
2014/2015:R3
153 000
2015/2016:R3
307 497
SDM
To
safeguard
SDM assets,
its
employees
and visitors
By managing
the operations
of security
services,
review the
allocation of
security at
operational
sites,
Security
Operations
(GGPP/025/
2013-2014)
Percentage
reduction in
security
related
incidents
100%
safeguarde
d assets
and
employees
and visitors
Percentag
e
reduction
in security
related
incidents
100%
safeguard
ed assets
and
employee
s and
visitors
Percentage
reduction in
security
related
incidents
100%
safeguarde
d assets
and
employees
and visitors
2013/2014:R1
7 000 000,00
2014/2015:R1
7 867 000,00
2015/2016:R1
8 742 483
SDM

367
To ascertain
the level of
integrity of
staff and
service
providers
To stem out
fraud and
corruption
activities
By performing
security vetting
on staff and
service
providers
By
implementing
an anticorruption
strategy and
fraud
prevention
plan
Security
Vetting
(GGPP/026/
2013-2014)
Anti-fraud
and
corruption
Hotline
(GGPP/028/
2013-2014)
Percentage
implementati
on of vetting
process for
staff and
service
providers
Percentage
implementati
on of antifraud
and
corruption
hotline
100%
implementa
tion of
vetting
process for
staff and
service
providers
100%
implementa
tion of antifraud
and
corruption
hotline
Percentag
e
implemen
tation of
vetting
process
for staff
and
service
providers
Percentag
e
implemen
tation of
anti-fraud
and
corruption
hotline
100%
implemen
tation of
vetting
process
for staff
and
service
providers
100%
implemen
tation of
anti-fraud
and
corruption
hotline
Percentage
implementa
tion of
vetting
process for
staff and
service
providers
Percentage
implementa
tion of antifraud
and
corruption
hotline
100%
implementa
tion of
vetting
process for
staff and
service
providers
100%
implementa
tion of antifraud
and
corruption
hotline
R0
2013/2014:R8
0 000
2014/2015:R8
4080
2015/2016:R8
8 200
Internal
SDM
To secure
business
sustainability
(SDM)
By developing
business
continuity
management
plan
Business
Continuity
management
(GGPP/029/
2013-2014)
Percentage
development
of business
continuity
management
plan
100%
developed
business
continuity
manageme
nt plan
Percentag
e
developm
ent of
business
continuity
managem
ent plan
100%
develope
d
business
continuity
managem
ent plan
Percentage
developme
nt of
business
continuity
manageme
nt plan
100%
developed
business
continuity
manageme
nt plan
R0
SDM

368
To raise risk
management
awareness
amongst
staff and
councillors
By providing
training to
staff and
councillors
Risk
Management
awareness
training
(GGPP/030/
2013-2014)
Number of
initiatives for
risk
awareness
conducted
2 initiatives
for risk
awareness
conducted
Number
of
initiatives
for risk
awarenes
s
conducte
d
2
initiatives
for risk
awarenes
s
conducte
d
Number of
initiatives
for risk
awareness
conducted
2 initiatives
for risk
awareness
conducted
R0
SDM
To
coordinate
and report
on the risk
management
activities
To foster
intergovernm
ental
relations on
all matters of
mutual
interests
To manage
claim
incidents
that demand
excess
By compilation
of quarterly
risk
management
and
compliance
reports
By
strengthening
the
cooperation of
governance
By constant
validation of
submitted
claims
Risk
Management
reporting
(GGPP/031/
2013-2014)
MM’s office
Inter
Government
al Relations
(IGR)
Excess on
insurance
(GGPP/032/
2013-2014)
Number of
risk
management
reports
generated
# of district
and
provincial
IGR
meetings
Percentage
insurance
excess
processed
4 risk
manageme
nt reports
generated
4 district
and 4
provincial
meetings
100%
insurance
excess
processed
Number
of risk
managem
ent
reports
generated
# of
district
and
provincial
IGR
meetings
Percentag
e
insurance
excess
processe
d
4 risk
managem
ent
reports
generated
4 district
and 4
provincial
meetings
100%
insurance
excess
processe
d
Number of
risk
manageme
nt reports
generated
# of district
and
provincial
IGR
meetings
Percentage
insurance
excess
processed
4 risk
manageme
nt reports
generated
4 district
and 4
provincial
meetings
100%
insurance
excess
processed
R0
SDM
R100,000 SDM
2013/2014
R500,000
2014/2015
R525,500
2015/2016
R551,249.50
SDM

369
OFFICE OF THE EXECUTIVE MAYOR INDICATORS AND TARGETS IDP/BUDGET 2013-2016 MTREF
Objective
To
integrate
youth in
the socioeconomic
mainstrea
m
Strategie
s
Drive
youth
developm
ent
through
capacity
building
and
implement
ation of
integrated
youth
month
program
Facilitate
integration
and
alignment
of district
Project
Youth
Developmen
t
(GGPP/033/
2013-2014)
Indicators and Targets
Year 1 Year 2 Year 3
Indicato Target Indicato Target Indicato
r
r
r
Number
of youth
initiative
s
undertak
en
3 Number
of youth
initiative
s
undertak
en
3 Number
of youth
initiative
s
undertak
en
Target
3
MTERF
Budget
Estimate
2013/2014
R 300 000
2014/215 R
315 300
2015/2016:
R330 750
Fundi
ng
Sour
ce
SDM
and
Privat
e
Fundi
ng

370
To provide
support
and
advocacy
on
children’s
rights and
their
welfare
initiatives
with
NYDA
Establish
ment of
project
steering
committee
Monitoring
and
evaluation
of
implement
ation
Ensure
provision
of
comprehe
nsive
support to
children
centres
and their
programm
es
Develop
participato
ry
mechanis
m on
national
and
Children
developmen
t
(GGPP/034/
2013-2014)
Number
of
children’
s
initiative
s
undertak
en
2 children
initiatives
Number
of
children’
s
initiative
s
undertak
en
2 children
initiatives
Number
of
children’
s
initiative
s
undertak
en
2 children
initiatives
2013/2014
R 150 000
2014/215
R157 650
2015/2016:
R165 375
SDM

371
Ensure
adequate
caring and
protection
of the
elderly
To
implement
programs
for people
living with
disabilities
To provide
support
and
advocacy
on women
and gender
provincial
children
program
Facilitate
participati
on and
integration
of elderly
people in
society in
governme
nt
programm
es
Facilitate
integration
of people
with
disability
in the
mainstrea
m society
though
targeted
programm
es
Initiate
and
implement
women
focal
month
Aged
advocacy
programme
(GGPP/035/
2013-2014)
Programme
for people
living with
disabilities
(GGPP/036/
2013-2014)
Women and
Gender
programmes
(GGPP/037/
2013-2014)
No of
aged
initiative
s
undertak
en
Number
of
initiative
s for
people
living
with
disabiliti
es
undertak
en
Number
of
initiative
s
undertak
en for
3 (2 mandela
days, one
international
older persons
day)
4 (1 eye care,
2 deaf
awarenes, 3
disability, 4
mental/braile
and
awareness)
3 (1 women’s
month launch,
2 fun walks, 3
international
woman’s day)
No of
aged
initiative
s
undertak
en
Number
of
initiative
s for
people
living
with
disabiliti
es
undertak
en
Number
of
initiative
s
undertak
en for
3 (2 mandela
days, one
international
older persons
day)
4 (1 eye care,
2 deaf
awarenes, 3
disability, 4
mental/braile
and
awareness)
3 (1 women’s
month launch,
2 fun walks, 3
international
woman’s day)
No of
aged
initiative
s
undertak
en
Number
of
initiative
s for
people
living
with
disabiliti
es
undertak
en
Number
of
initiative
s
undertak
en for
3 (2 mandela
days, one
international
older persons
day)
4 (1 eye care,
2 deaf
awarenes, 3
disability, 4
mental/braile
and
awareness)
3 (1 women’s
month launch,
2 fun walks, 3
international
woman’s day)
2013/2014
R 250 000
2014/215 R
R262 750
2015/2016:
R 275 625
2013/2014
R200 000
2014/215 R
210 200
2015/2016:
R220 500
2013/2014
R 300 000
2014/2015
R 315 300
2015/2016
R 330 750
SDM
SDM
SDM

372
developme
nt
programm
es
To forge
strong and
sustainable
civil society
partnership
on
constitution
al values
To provide
partnership
and
programm
e
Intensity
awarenes
s
campaign
s on
eradicatio
n of
gender
based
violence
Strengthe
n social
cohesion
through
culture,
religion
and
tradition
Mobilise
civil
society to
adhere
and
observe
charter of
positive
values
Implement
uniform
integrated
Moral
Regeneratio
n movement
(MRM)
(GGPP/038/
2013-2014)
Executive
support
Traditional
women
and
gender
develop
ment
Percenta
ge
revival of
MRM
committ
ee
Percenta
ge
support
100% revival
of MRM
committee
(revival 50%,
policy 25%,
program 25%)
100%
support(1
traditional
women
and
gender
develop
ment
Percenta
ge
revival of
MRM
committ
ee
Percenta
ge
support
100% revival
of MRM
committee
100%
support(1
traditional
women
and
gender
develop
ment
Percenta
ge
revival of
MRM
committ
ee
Percenta
ge
support
100% revival
of MRM
committee
100%
support(1
traditional
2013/2014
R 50 000
2014/2015
R 52 550
2015/2016
R 55 125
2013/2014
R 500 000
2014/2015
SDM
SDM

373
support to
Magoshi
To ensure
improved
communic
ations with
internal
and
external
stakeholde
rs
To ensure
integrated
marketing
support to
traditional
leaders
Provide
regular
newsletter
services
Stage
high
quality
events
Support to
communit
y media
Provide
marketing
platforms
leadership;
Mayoral
committee;
Support to
families
(GGPP/039/
2013-2014)
Communicat
ions and
Media
relations
on stake
holder
engagement
(GGPP/040/
2013-2014)
Communicat
ions and
Media
relations
on
Newsletter
(GGPP/040/
2013-2014)
Marketing
and
Branding
to
tradition
al
leadersh
ip,
Mayoral
committ
ee;
Support
to
families
Number
of
initiative
s for
stakehol
der
engage
ment
undertak
en
Number
of
newslett
ers
issued
Percenta
ge
initiative
leaders, 2
mayoral
committees, 3
vulnerable
families)
Eight (8)
stakeholder
engagements
8 newsletters
(1)4 internal,
(2)4 external
100%
initiatives for
marketing and
to
tradition
al
leadersh
ip,
Mayoral
committ
ee;
Support
to
families
Number
of
initiative
s for
stakehol
der
engage
ment
undertak
en
Number
of
newslett
ers
issued
Percenta
ge
initiative
leaders, 2
mayoral
committees, 3
vulnerable
families)
Eight (8)
stakeholder
engagements
8 newsletters
(1)4 internal,
(2)4 external
100%
initiatives for
marketing and
to
tradition
al
leadersh
ip,
Mayoral
committ
ee;
Support
to
families
Number
of
initiative
s for
stakehol
der
engage
ment
undertak
en
Number
of
newslett
ers
issued
Percenta
ge
initiative
leaders, 2
mayoral
committees, 3
vulnerable
families)
Eight (8)
stakeholder
engagements
8 newsletters
(1)4 internal,
(2)4 external
100%
initiatives for
marketing and
R 525 500
2015/2016
R 551 250
2013/2014
R 3,
220,272
2014/2015
R
3,808,006
2015/2016
R
3,896,598
2013/2014
R 437 342
2014/2015
SDM
SDM

374
of the
district
Provide
strategic
support to
Executive
Mayor ,
enhance
social
cohesion
and nation
building
To conduct
a study on
customer
satisfaction
for the
district
and its
products
Ensure
branding
in all
activities
Ensure
preservati
on of
heritage
Contribute
in
liberation
struggle
heritage
Promote
IGR
Engage
customers
(GGPP/041/
2013-2014)
Strategic
Events
(GGPP/042/
2013-2014)
Customer
satisfaction
(GGPP/043/
2013-2014)
s for
marketin
g and
branding
undertak
en
Number
of
initiative
s for
strategic
events
undertak
en
Percenta
ge
custome
r
satisfacti
on
survey
branding (1.
Buildings 25%,
2.events50%,
3.
Promotionals
25%
3 - (1
heritage,2.Exc
ellence
awards, 3.Golf
day
100%
customer
satisfaction
survey(ToR,
Procurement,
report)
s for
marketin
g and
branding
undertak
en
Number
of
initiative
s for
strategic
events
undertak
en
Percenta
ge
custome
r
satisfacti
on
survey
branding (1.
Buildings 25%,
2.events50%,
3.
Promotionals
25%
3 - (1
heritage,2.Exc
ellence
awards, 3.Golf
day
100%
customer
satisfaction
survey(ToR,
Procurement,
report)
s for
marketin
g and
branding
undertak
en
Number
of
initiative
s for
strategic
events
undertak
en
Percenta
ge
custome
r
satisfacti
on
survey
branding (1.
Buildings 25%,
2.events50%,
3.
Promotionals
25%
3 - (1
heritage,2.Exc
ellence
awards, 3.Golf
day)
100%
customer
satisfaction
survey(ToR,
Procurement,
report)
R 459 647
2015/2016
R 482 169
2013/2014
R 1 200
000
2014/2015
R 1 261
200
2015/2016
R 1 322
999
R50 000

375
To comply
with
service
standards
Proritise
people’s
needs for
service
delivery
Batho pele
event
(GGPP/044/
2013-2014)
Number
of batho
pele
initiative
undertak
en
1 batho pele
event
Number
of batho
pele
initiative
undertak
en
1 batho pele
event
Number
of batho
pele
initiative
undertak
en
1 batho pele
event
R50 000
To foster
internation
al relations
Engage
internation
al peers
International
relations
(GGPP/045/
2013-2014)
Percenta
ge
internati
onal
relations
fostered
100%
international
relations as
per political
Percenta
ge
internati
onal
relations
fostered
100%
international
relations
Percenta
ge
internati
onal
relations
fostered
100%
international
relations
R50 000

376
OFFICE OF THE SPEAKER INDICATORS AND TARGETS IDP/BUDGET 2013-2016 MTREF
SECRETARIAT
Objective
To
maximise
accountabili
ty
Strategies
Oversight
Indicators and Targets
Year 1 Year 2 Year 3
Project Indicator Target Indicator Target Indicator Target
Oversight Percentage
Percentage
Percentage
visits initiatives
initiatives
initiatives
(GGPP/04 employed
employed to
employed to
6/2013- to support
support
support
2014) oversight
oversight
oversight
visits/opera
visits/operations
visits/operation
tions
s
100%
initiatives
employed to
support
oversight
visits/operati
ons (1
previsits/Res
earch 25% 2.
Research
report 25%
3.admin
support 25%
4.exit report
25%).
100%
initiatives
employed
to support
oversight
visits/opera
tions
(1
previsits/Re
search 25%
2.
Research
report 25%
3.admin
support
25% 4.exit
report
25%).
100% initiatives
employed to
support
oversight
visits/operations
(1
previsits/Resear
ch 25% 2.
Research report
25% 3.admin
support 25%
4.exit report
25%).
MTERF
Budget
Estimate
2013/2014:
R500 000
2014/2015:
R525 500
2015/2016:
R551 250
Funding
Source
SDM

377
# of
oversight
reports
produced
10 oversight
reports
# of oversight
reports
produced
10
oversight
reports
# of oversight
reports
produced
10 oversight
reports
To
rationalise
Council
activities
To
maximise
compliance
and
uniformity
To
effectively
control
internal
resources
(Human;
Financial;
etc)
Policy
assessmen
t
Internal
control
Implementa
tion of
Council
Activities
Calendar
(GGPP/04
7/2013-
2014)
Policy
developme
nt and or
review
(GGPP/04
8/2013-
2014)
Internal
Control
measures
%
compilation
of Council
Activities
Calendar
Number of
policies
reviewed
Number of
reports on
on-going
oversight of
programme
s and
projects
provided to
the Chief
100%
Council
Activities
Calendar
Compilation
5 policies
(public
participation,
petition, ward
committee
incentives,
district ward
committees
forum, district
MPAC)
% compilation of
Council
Activities
Calendar
Number of
policies
reviewed
4 Number of
reports on ongoing
oversight
of programmes
and projects
provided to the
Chief
Operations
Officer w.r.t
100%
Council
Activities
Calendar
Compilation
3 policies
developed
and or
reviewed
% compilation
of Council
Activities
Calendar
Number of
policies
reviewed
4 Number of
reports on ongoing
oversight of
programmes
and projects
provided to the
Chief
Operations
100% Council
Activities
Calendar
Compilation
3 policies
developed and
or reviewed
R0
N/A
N/A
4 N/A N/A

378
To attain
Clean Audit
by ensuring
compliance
to all
government
and
reporting
requiremen
ts
To
effectively
encourage
a Risk free
working
environmen
t
Operation
Clean Audit
Risk
Manageme
nt
Internal
Audit
reports
(GGPP/01
8/2013-
2014)
Risk
Manageme
nt Reports
(GGPP/02
0/2013-
2014)
Operations
Officer w.r.t
Department
Austerity
Measurers;
Overtime;
Leave;
Travelling
Allowances
Internal
Audit
reports
Disclaimer
Risk
Manageme
nt Reports
100% AG
issues
resolved.
Unqualified
Audit Opinion
100% Risk
Issues
resolved
Department
Austerity
Measurers;
Overtime;
Leave;
Travelling
Allowances
Internal Audit
reports
Disclaimer
Risk
Management
Reports
100% AG
issues
resolved.
Unqualified
Audit
Opinion
100% Risk
Issues
resolved
Officer w.r.t
Department
Austerity
Measurers;
Overtime;
Leave;
Travelling
Allowances
Internal Audit
reports
Disclaimer
Risk
Management
Reports
100% AG issues
resolved.
Unqualified
Audit Opinion
100% Risk
Issues resolved
N/A
N/A
N/A
N/A
Customer
satisfaction
survey
(GGPP/04
3/2013-
2014)
Batho pele
(GGPP/04
R50 000
R50 000
SDM
SDM

379
4/2013-
2014)
Internationa
l relations
(GGPP/04
5/2013-
2014)
R50 000
SDM
PUBLIC PARTICIPATION
Objective
To
maximise
accountabili
ty
Strategies
Host
Speakers
outreach
activities
Indicators and Targets
Year 1 Year 2 Year 3
Project Indicator Target Indicator Target Indicator Target
Council
Two (2)
Two (2)
outreaches
Number of
initiatives
employed
to support
council
outreaches
Two (2)
(draft annual
report, draft
IDP)
Number of
initiatives
employed
to support
council
outreaches
Number
of
initiatives
employed
to support
council
outreache
s
MTERF
Budget
Estimate
2013/2014:
R395 000
2014/2015:
R415 145
2015/2016:
R435 487
Fundin
g
Source
SDM

380
Ward
committees
service
delivery
engagemen
ts
(GGPP/05
0/2013-
2014)
Number of
engagemen
ts held
2
engagement
s held
Number of
engagemen
ts held
2
engagement
s held
Number
of
meetings
held
2 engagements
held
R300 000
IGR (Chief
whip &
Speaker)
Public
participatio
n
Number of
activities
held
4 meetings
held
Number of
activities
held
4 meetings
held
Number
of
activities
held
4 meetings held
2013/2014:
R10,000
2014/2015:
R10,510
SDM
2015/2016:
R11,024
To restore
nation
identity
Geographic
Names
Change
Public
participatio
n on
Geographic
Names
Change
(GGPP/05
5/2013-
2014)
Number of
inititatives
employed
to
coordinate
geographic
name
change
process
Two (2)
initiatives
1.Renaming
of burgesfort
town
2.Naming of
DeHoop
Dam
Number of
inititatives
employed
to
coordinate
geographic
name
change
process
Two (2)
initiatives
1.Renaming
of burgesfort
town
2.Naming of
DeHoop
Dam
Number
of
inititatives
employed
to
coordinat
e
geographi
c name
change
process
Two (2)
initiatives
1.Renaming of
burgesfort town
2.Naming of
DeHoop Dam
2013/2014:
R130,800
2014/2015:
R137,470.8
0
2015/2016:
R144,206.8
7
SDM
Budget
speech
Percentage
facilitation
for budget
100%
(stakeholder
mobilisation
Percentage
facilitation
for budget
100%
(stakeholder
mobilisation
Percentag
e
facilitation
100%
(stakeholder
mobilisation
2013/2014:
R350,000

381
(GGPP/05
1/2013-
2014)
speech
event
50%,
logistical
preparations
50%)
speech
event
50%,
logistical
preparations
50%)
for budget
speech
event
50%, logistical
preparations50
%)
2014/2015:
R367,850
2015/2016:
R385,874
Declaration
of
Councillors
interests
(GGPP/05
2/2013-
2014)
Number of
councillors’
declaration
s
processed
49
councillors
declaration
forms
processed
Number of
councillors’
declaration
s
processed
49
councillors
declaration
forms
processed
Number
of
councillor
s’
declaratio
ns
processe
d
49 councillors
declaration
forms processed
R0
COUNCILLOR’S WELFARE
Objective Strategies Project
To provide Attend to Councillor
conducive councillor Welfare
environment queries (GGPP/053/2013-
for
Facilitate
councillor workshop
2014)
functioning
Indicators and Targets
Year 1 Year 2 Year 3
Indicator Target Indicator Target Indicator Target
Number of
initiatives
employed
for
councillors
welfare
1
(Income
Tax Act)
Number of
initiatives
employed
for
councillors
welfare
1(Income
Tax Act)
Number of
initiatives
employed
for
councillors
welfare
1(Income
Tax Act)
MTERF
Budget
Estimate
R0
Funding
Source
SDM

382
CAPACITY BUILDING
Indicators and Targets
Year 1 Year 2 Year 3
MTERF
Budget
Estimate
Funding
Source
Objective Strategies Project
To provide Facilitate
ammunition training for
for Section 79
councillors committees
operations
Facilitate
horizontal
learning
Training of
councillors
(GGPP/054/2013-
2014)
Indicator Target Indicator Target Indicator Target
Number of
councillors
trained
49
councillors
Number of
councillors
trained
49
councillors
Number of
councillors
trained
49
councillors
2013-
2014:
R350,000
2014-
2015:
R367 850
SDM
2015-
2016:
R385 875

383
PERFORMANCE MANAGEMENT AND IDP WITH OBJECTIVES, STRATEGIES AND BUDGET
Indicators and Targets
MTERF
Budget
Estimate
Fundin
g
Source
Year 1 Year 2 Year 3 Year 1 Year 2
Objective
Strategies
Project
Indicator Target Indicator Indicator Target Indicat
or
To ensure
institutional
performance culture
Implement
the PMS
Framework
PMS
Framework
(GGPP/056/
2013-2014)
Agreements
/commitmen
ts
(GGPP/057/
2013-2014)
Review/App
raisals
(GGPP/058/
2013-2014)
Percenta
ge review
of PMS
Framewo
rk
Percenta
ge
performa
nce
commitm
ents
conclude
d
Number
of
performa
nce
reviews
conducte
d
100%
review of
PMS
framewor
k
100%
performa
nce
commitm
ents
conclude
d
2
performa
nce
reviews
conducte
d
Percenta
ge review
of PMS
Framewo
rk
Percenta
ge
performa
nce
commitm
ents
conclude
d
Number
of
performa
nce
reviews
conducte
d
100%
review of
PMS
framewor
k
100%
performa
nce
commitm
ents
conclude
d
2
performa
nce
reviews
conducte
d
Percentage
review of PMS
Framework
Percentage
performance
commitments
concluded
Number of
performance
reviews
conducted
100%
review
of PMS
framew
ork
100%
perform
ance
commit
ments
conclud
ed
2
perform
ance
reviews
conduct
ed
Institutional Percenta 100% Percenta 100% Percentage 100%
2013/2014:
R200,000
2014/2015:
R210,200
2015/2016:R22
0 500
SDM

384
To ensure integrated
development
planning
Fulfil the
adopted IDP
process plan
SDBIP
(GGPP/059/
2013-2014)
Department
al SDBIP
(GGPP/060/
2013-2014)
Annual
report
(GGPP/061/
2013-2014)
Compliance
reporting
(GGPP/062/
2013-2014)
IDP
Framework/
process
ge
develop
ment of
institution
al SDBIP
Percenta
ge
develop
ment of
develop
mental
SDBIP
Percenta
ge
compilati
on of
annual
report
2012/201
3
Number
of
complian
ce
reports
submitte
d
Percenta
ge
compilati
developm
ent of
institution
al SDBIP
100%
developm
ent of
departme
ntal
SDBIP
100%
compilati
on of
annual
report
2012/201
3
8
complian
ce
reports
submitted
(MTAS,
LGTAS)
100%
compilati
on of IDP
ge
developm
ent of
institution
al SDBIP
Percenta
ge
developm
ent of
developm
ental
SDBIP
Percenta
ge
compilati
on of
annual
report
2013/201
3
Number
of
complian
ce
reports
submitted
Percenta
ge
compilati
developm
ent of
institution
al SDBIP
100%
developm
ent of
departme
ntal
SDBIP
100%
compilati
on of
annual
report
2013/201
4
8
complian
ce
reports
submitted
(MTAS,
LGTAS)
100%
compilati
on of IDP
development of
institutional
SDBIP
Percentage
development of
developmental
SDBIP
Percentage
compilation of
annual report
2014/2015
Number of
compliance
reports
submitted
Percentage
compilation of
IDP
develop
ment of
instituti
onal
SDBIP
100%
develop
ment of
depart
mental
SDBIP
100%
compila
tion of
annual
report
2014/2
015
8
complia
nce
reports
submitt
ed
(MTAS,
LGTAS
)
100%
compila
tion of
2013/2014:
R800 000
2014/2015:

385
plan
(GGPP/063
and
064/2013-
2014)
IDP review
(GGPP/065/
2013-2014)
on of IDP
framewor
k/process
plan
Percenta
ge review
of IDP
framewor
k/process
plan
100%
review of
IDP
on of IDP
framewor
k/process
plan
Percenta
ge review
of IDP
framewor
k/process
plan
100%
review of
IDP
framework/proc
ess plan
Percentage
review of IDP
IDP
framew
ork/pro
cess
plan
100%
review
of IDP
R840 800
2015/2016:
R881 999

386
5.7. PROVINCIAL AND
NATIONAL AGENCIES AND
DEPARTMENTS

387
1. CO-OPERATIVE GOVERNANCE, HUMAN SETTLEMENTS AND TRADITIONAL AFFAIRS
(COGHSTA)
DEVELOPMENT AREAS 2013/2014 FINANCIAL YEAR
SEKHUKHUNE DISTRICT MUNICIPALITY Project Duration Total
expenditure
MTEF Estimates
2012-13 2013-14 2014-
15
2013 /
WARD VILLAGE SUBSIDY Beneficiaries/
R'000 R'001
14
(AREA) PROGRAMME Houses
None
SEKHUKHUNE DISTRICT
MAKHUDUTHAMAGA MUNICIPALITY
2013/2014 WARDS AREAS SUBSIDY Beneficiaries/
Houses
Current
Status
8 cabrieve Rural 59 2013/01/04 31/03/14 None New
project
31 Vlaakplass Rural 72 2013/01/04 31/03/14 None New
project
8 Uitkyk/Mochadi Rural 128 2013/01/04 31/03/14 None New
project
30 Serareng Rural 68 2013/01/04 31/03/14 None New
project
30 Masanteng Rural 66 2013/01/04 31/03/14 None New
project
29 Mmakgwabe Rural 40 2013/01/04 31/03/14 None New
project
7 Dikanton Rural 30 2013/01/04 31/03/14 None New
project

388
31 Makhutso Rural 35 2013/01/04 31/03/14 None New
project
TOTAL 500 None
DEVELOPMENT AREAS 2013/14 FINANCIAL YEAR
SEKHUKHUNE DISTRICT MUNICIPALITY PROJECT DURATION TOTAL
EXPENDI
TURE
2013/14 WARD VILLAGE
(AREA)
SEKHUKHUNE DISTRICT
ELIAS MOTSOALEDI MUNICIPALITY
2013/2
014
SUBSI
DY
PROG
RAMM
E
WARDS AREAS SUBSI
DY
BENEFICIAR
IES/HOUSES
BENEFICIAR
IES/HOUSES
2012-
2013
NONE
MTEF ESTIMATES CURRENT
STATUS
2013-14 2014-15
8 Elandsdoorn Rural 60 2013/01/04 31/03/14 None New project
“A”
Elandsdoorn Rural 60 2013/01/04 31/03/14 None New project
“B”
Uitspanning Rural 30 2013/01/04 31/03/14 None New project
“A”
Sempupuru Rural 0 2013/01/04 31/03/14 None New project
9 Tambo Rural 0 2013/01/04 31/03/14 None New project
Elandsdoorn
“E”
Rural 0 2013/01/04 31/03/14 None New project

389
TOTA
L
Phooko D3 Rural 30 2013/01/04 31/03/14 None New project
Phooko Rural 30 2013/01/04 31/03/14 None New project
Part of Rural 30 2013/01/04 31/03/14 None New project
Ngolovane
10 Ntwane Rural 30 2013/01/04 31/03/14 None New project
Dithabaneng Rural 30 2013/01/04 31/03/14 None New project
11 Elandsdoorn Rural 0 2013/01/04 31/03/14 None New project
T/S
Phooko Rural 30 2013/01/04 31/03/14 None New project
(small)
Jabulani Rural 30 2013/01/04 31/03/14 None New project
Part of 5 Rural 30 2013/01/04 31/03/14 None New project
Morgan
Taiwan & Rural 20 2013/01/04 31/03/14 None New project
Molala
Naganeng Rural 20 2013/01/04 31/03/14 None New project
14 Matlalalehwele Rural 20 2013/01/04 31/03/14 None New project
re
Bloempoort Rural 30 2013/01/04 31/03/14 None New project
Masakaneng Rural 30 2013/01/04 31/03/14 None New project
Masoing Rural 20 2013/01/04 31/03/14 None New project
15 Holneck Rural 20 2013/01/04 31/03/14 None New project
Vlaklaagte Rural 19 2013/01/04 31/03/14 None New project
Maraganeng Rural 15 2013/01/04 31/03/14 None New project
Keerom 1 & 2 Rural 16 2013/01/04 31/03/14 None New project
600 None

390
DEVELOPMENT AREAS 2013/14 FINANCIAL YEAR
SEKHUKHUNE DISTRICT MUNICIPALITY PROJECT DURATION TOTAL
EXPEND
ITURE
2013/14 WARD VILLAGE (AREA) SUBSID
Y
PROGR
AMME
SEKHUKHUNE DISTRICT
FETAKGOMO MUNICIPALITY
WARD AREAS
S
SUBSID
Y
BENEF
ICIARI
ES/HO
USES
Benefi
ciaries/
House
s
NONE
MTEF
ESTIMATES
2013- 2014-
14 15
R’000 R’001
CURRENT
STATUS
2013/2014 22 Phomola Rural 10 2013/01/04 31/03/14 None New
project
mangaung Rural 30 2013/01/04 31/03/14 None New
project
Posa Rural 10 2013/01/04 31/03/14 None New
project

391
Makeke Rural 10 2013/01/04 31/03/14 None New
project
3 Seroka Rural 40 2013/01/04 31/03/14 None New
project
Malekaskraal Rural 50 2013/01/04 31/03/14 None New
project
Mapoteng Rural 40 2013/01/04 31/03/14 None New
project
Ga-phasha Rural 40 2013/01/04 31/03/14 None New
project
5 Sekateng Rural 10 2013/01/04 31/03/14 None New
project
Tjiebane/Komane/M
akgaleng
Rural 20 2013/01/04 31/03/14 None New
project
Maroteng(Mohlalets
e)
Rural 10 2013/01/04 31/03/14 None New
project
Ga-Tladi
(Photo/Matotomale)
Rural 20 2013/01/04 31/03/14 None New
project
Bofala Rural 20 2013/01/04 31/03/14 None New
project
TOTAL 310 None
DEVELOPMENT AREAS 2013/14 FINANCIAL YEAR
SEKHUKHUNE DISTRICT MUNICIPALITY PROJECT DURATION TOTAL
EXPEND
ITURE
MTEF
ESTIMATES
2012-13 2013-
14
2014-
15
2013/14 WARD VILLAGE SUBSID BENEFICIA R’000 R’001
CURRENT
STATUS

392
(AREA)
Y
PROGR
AMME
SEKHUKHUNE DISTRICT
EPHRAIME MOGALE MUNICIPALITY
2013/2014 WARDS AREAS SUBSID
Y
RIES /
HOUSES
Beneficiari
es/Houses
1 Malebitsa Rural 30 2013/01/04 31/03/14 None New project
2 Spitspunt Rural 30 2013/01/04 31/03/14 None New project
Uitvlught
3 Matlala- a Rural 30 2013/01/04 31/03/14 None New project
Ramoshebo
4 Moganyaka Rural 184 2013/01/04 31/03/14 None New project
5 Mmakgatle Rural 30 2013/01/04 31/03/14 None New project
6 Moomane Rural 30 2013/01/04 31/03/14 None New project
7 Marble hall Rural 66 2013/01/04 31/03/14 None New project
TOTAL 400 None
NONE

393
DEVELOPMENT AREAS 2013/2014 FINANCIAL YEAR
SEKHUKHUNE DISTRICT MUNICIPALITY PROJECT DURATION TOTAL
EXPEND
ITURE
2013/14 WARD VILLAGE
(AREA)
SUBSID
Y/
PROGR
AMME
SEKHUKHUNE DISTRICT
GREATER TUBATSE LOCAL MUNICIPALITY
2013/2014 WARDS AREAS Rural/Ur
ban
BENEFICIA
RIES/HOU
SES
Beneficiari
es/Houses
MTEF
ESTIMATES
2012-13 2013- 2014-
14 15
R’000 R’001
NONE
CURRENT
STATUS
Ward 1 Ga-Mabelane Rural 30 2013/01/04 31/03/14 None New project
Mapareng Rural 30 2013/01/04 31/03/14 None New project
New Stand Rural 10 2013/01/04 31/03/14 None New project
Makopung Rural 25 2013/01/04 31/03/14 None New project
Malaeneng Rural 30 2013/01/04 31/03/14 None New project
Ohrigstad Rural - 2013/01/04 31/03/14 None New project
Makgalane Rural 20 2013/01/04 31/03/14 None New project
Maepa Rural 20 2013/01/04 31/03/14 None New project
Mantshibe Rural 10 2013/01/04 31/03/14 None New project

394
Banareng Rural 15 2013/01/04 31/03/14 None New project
Selahle Rural 30 2013/01/04 31/03/14 None New project
Ward 2 Mapodile Rural 15 2013/01/04 31/03/14 None New project
Tukakgomo Rural 30 2013/01/04 31/03/14 None New project
Matimatsatsi Rural 30 2013/01/04 31/03/14 None New project
Mashagoseb Rural 20 2013/01/04 31/03/14 None New project
o
Ga-Mawela Rural 10 2013/01/04 31/03/14 None New project
Bobididi Rural - 2013/01/04 31/03/14 None New project
Garagopola Rural 10 2013/01/04 31/03/14 None New project
Chrome Club Rural - 2013/01/04 31/03/14 None New project
Ward 3 Makgopa Rural 35 2013/01/04 31/03/14 None New project
Seefane Rural 45 2013/01/04 31/03/14 None New project
Maakgake Rural 30 2013/01/04 31/03/14 None New project
Swale Rural 20 2013/01/04 31/03/14 None New project
Marapong Rural 20 2013/01/04 31/03/14 None New project
Malaeneng Rural 35 2013/01/04 31/03/14 None New project
Moshate Rural 35 2013/01/04 31/03/14 None New project
Motlamotse Rural 25 2013/01/04 31/03/14 None New project
Ditwebeleng Rural 30 2013/01/04 31/03/14 None New project
Ward 4 Riba Cross Rural 30 2013/01/04 31/03/14 None New project
Sections Rural 50 2013/01/04 31/03/14 None New project
Morewane Rural 45 2013/01/04 31/03/14 None New project

395
Mandela Rural 50 2013/01/04 31/03/14 None New project
New Stand Rural 40 2013/01/04 31/03/14 None New project
TOTAL 0 825

396
Project
/Programme
name
Special
Economic Zones
Implementation
Limpopo
Business
Registration Act
Biodiversity
scientific support
services on
biodiversity
management
Tisane Cultural
Village ( Phaahla
Eco-Tourism
Projects
2. LEDET
Project /
Programme
description
Establishment of
Special Economic
Zones to stimulate
industrial activities
and attract
investment
Capacitate
municipalities
Provide scientific
support services on
biodiversity
management
Development of a
cultural village and a
Nature reserve
Local municipality/
District
Project/programme
duration
Total budget
Greater Tubatse Minimum of 5 years DTI to provide
infrastructure and
feasibility studies
budget
Local municipality Twelve months 139 000 139 000
MTEF forward estimates
2013/14 2014/15 2015/16
- - -
Sekhukhune 8 months 500 000 500 000 500 000 500 000
Makhuduthamaga
Local Municipality
2013-2016
NDT funding the
Project through SRI
programme
R20 m
Safety Monitors
Training and
placement of 50
Tourism Safety
Monitors at strategic
places for Tourism
Sekhukhune District
Municipality
2013/2014 R19 m
NDT funding the
Project for
R19 m

397
Project
/Programme
name
Project /
Programme
description
purposes
Local municipality/
District
Project/programme
duration
Total budget
Provinces.
MTEF forward estimates
2013/14 2014/15 2015/16

398
Project
/Programme name
Approve 145 home
loans @ R300 000k
per home loan
3. LIMPOPO ECONOMIC DEVELOPMENT AGENCY (LEDA)
Project /
Programme
description
Grant loans to the
value of R43.5m
Local
municipality/
District
All the District
Municipalities
Project/programme
duration
Total budget
2013 - 16 R150m R43.5m
R55,2m
MTEF forward estimates
2013/14 2014/15 2015/16
R50,8m
Job Creation
Job maintenance
Khumong Chrome
(Maandagshoek 5)
Sefateng Chrome
(Zwaartkoppies)
Tshepong
Chrome(Twyefelaar)
PGM at ASA Metals
Create 870 jobs
Maintain 2175 jobs
Chrome bankable
feasibility study
Chrome bulk
sampling and
feasibility study
Chrome bankable
feasibility study
PGM dumps
retreatment
Sekhukhune 20 years 4 500 m 1 500 m 2 000 m
Sekhukhune 10 years 500m 15 m 20 m 75 m
Sekhukhune 7 years 50m 1 m
Sekhukhune 5 years 50 m 20 m 30 m
Public passenger
Transport
Providing public
transportation to
commuters
All districts in
Limpopo
The programme
runs on a daily basis
R584m
R680m
R806m
R749m

399
Project
/Programme
name
10 Prioritized
Infrastructure
Development for
Provincial Nature
Reserves (
Lekgalameetse ,
Makuya,
Doorndraai Dam,
N’wanedi ,
Nylsvley, Rust De
Winter, D’nyala,
Letaba Ranch,
Makapan Valley
World Heritage
Site, Schuinsdraai
Dam or Blouberg.)
4. LIMPOPO TOURISM AUTHORITY (LTA)
Project /
Programme
description
LTA to
implement
Reserves
infrastructure
Programme to
maintain,
upgrade and
develop
infrastructure
on prioritized
Provincial
Nature
Reserves as
per attached
Project Plan,
Local municipality/
District
Project/programme
duration
The whole Province 2013/2016
LTA to manage the
Funds as per
Project Plan
Total budget
R60 m
MTEF forward estimates
2013/14 2014/15 2015/16

400
PROJECT
NAME
PROGR
AMME
NAME
PROJECT
DESCRIPT
ION/ TYPE
OF
STRUCTU
RE
5. SOCIAL DEVELOPMENT
PROGR
AMME
DESCRI
PTION
DISTRICT
MUNICIPALI
TY
LOCAL
MUNICIP
ALITY
PROJECT/PROGRAMME
DURATION
TOTAL
BUDGE
T R’000
EXPENDI
TURE TO
DATE
FROM
PREVIOU
S YEARS
R’000
MTEF FORWARD
ESTIMATES R’000
CURREN
T
STATUS
Sekhukhune
VEP
Sekhukhune
Office
Accommodatio
n
Progra
m 1
Progra
m 1
VEP
Office
Accommo
dation
Admini
stration
Admini
stration
Sekhukhun
e
Sekhukhun
e
Makhudu
thamaga
Elias
Motsoale
di
Date: Start
Date:
Finish
MTEF
2012/13
MTEF
2013/1
4
MTEF
2013/14
01/04/2015 20/05/2016 23 336 0 0 3 160 Planning
01/05/2015 30/10/2015 13 420 0 500 11 672 Planning

401
6. EDUCATION
Project
name
Apel Circuit
Office
Asiphumelel
e Special
School
Baphadima
Secondary
Batau
Secondary
Bokoni
Primary
School
Bopedi Ba
Pedi
Secondary
Dimo
Secondary
Diphale
Secondary
Budget
Program Name
Administration
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Municipa
lity Name
Fetakgom
o
Elias
Motsoale
di
Makhudut
hamaga
Greater
Tubatse
Makhudut
hamaga
Ephraim
Mogale
Makhudut
hamaga
Distric
t
Munici
pality
Name
Sekhu
khune
Sekhu
khune
Sekhu
khune
Sekhu
khune
Sekhu
khune
Sekhu
khune
Sekhu
khune
Sekhu
khune
Type of
Infrastruct
ure
Education
Office
School -
Secondary
School -
Secondary
School -
Secondary
School -
Primary
School -
Primary
School -
Secondary
School -
Secondary
Type of
Infrastructu
re
Maintenance
and Repairs
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
BAS Alignment
Target
Start
Date
Maintenance and Repairs 01
April
2015
Upgrade and Additions 01
April
2013
Upgrade and Additions 01
April
2015
Upgrade and Additions 01
April
2013
Upgrade and Additions 01
April
2013
Upgrade and Additions 01
April
2015
Upgrade and Additions 01
April
2013
Upgrade and Additions 01
April
2015
Target
Comple
tion
Date
31
March
2016
01 April
2016
31
March
2016
31
March
2014
31
March
2014
31
March
2016
31
March
2015
31
March
2016
Source of
funding
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Total
Proje
ct
Cost
R 1
500
R 10
843
R 1
200
R 4
175
R
500
R 10
500
R 8
075
R 9
975
MTE
F 2
2013/
14
(R'00
0)
R 5
000
R
375
R
500
R 5
000
MTE
F 3
2014/
15
(R'00
0)
MTE
F 4
2015/
16
(R'00
0)
R 0 R 1
500
R 5
343
R
500
R 0 R 1
200
R 0
R 3
075
R 0 R 5
500
R 0
R 10
000
R 2
000

402
Project
name
Driekop
Secondary
ELIAS
MASANGO
PRIMARY
Flag-
Boshielo
primary
Glen Cowie
Secondary
Hlogotlou
Circuit
Ikageng
Primary
Ikhwezi
Lokusa
Primary
Itirele
Primary
School
(Original
School Not
Offshooot)
Budget
Program Name
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Administration
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Municipa
lity Name
Greater
Tubatse
Elias
Motsoale
di
Ephraim
Mogale
Makhudut
hamaga
Elias
Motsoale
di
Elias
Motsoale
di
Greater
Tubatse
Greater
Tubatse
Distric
t
Munici
pality
Name
Riba
Cross
ED
Sekhu
khune
Sekhu
khune
Sekhu
khune
Sekhu
khune
Sekhu
khune
Sekhu
khune
Sekhu
khune
Type of
Infrastruct
ure
School -
Secondary
School -
Primary
School -
Primary
School -
Secondary
Education
Office
School -
Primary
School -
Primary
School -
Specialise
d
Type of
Infrastructu
re
New or
Replaced
infrastructure
Asset
Upgrade and
Additions
Upgrade and
Additions
Rehabilitatio
n,
Renovations
or
Refurbishme
nt
Maintenance
and Repairs
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
BAS Alignment
New or Replaced
Infrastructure Asset
Target
Start
Date
01
April
2013
Upgrade and Additions 01
April
2015
Upgrade and Additions 01
April
2015
Renovations,
Rehabilitation or
Refurbishments
01
April
2015
Maintenance and Repairs 01
April
2013
Upgrade and Additions 01
April
2013
Upgrade and Additions 01
April
2013
Upgrade and Additions 01
April
2013
Target
Comple
tion
Date
31
March
2014
31
March
2016
31
March
2016
31
March
2016
31
March
2014
31
March
2014
31
March
2014
31
March
2014
Source of
funding
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Total
Proje
ct
Cost
R
380
R 9
558
R 8
155
R 2
000
R 11
300
R 6
445
R 9
504
R 12
842
MTE
F 2
2013/
14
(R'00
0)
R
380
MTE
F 3
2014/
15
(R'00
0)
MTE
F 4
2015/
16
(R'00
0)
R 0 R 0
R 9
102
R 0 R 0 R 4
155
R 4
741
R
836
R 3
508
R 5
300
R 0
R 0
R 0
R 2
000

403
Project
name
Itsoseng
Primary
Itsoseng
Primary
Jacob Langa
L/Primary
Jacob
Sefako
Secondary
Jafta Primary
(Merging
Schools)
Jane Furse
Special
Primary
School
Kenneth
Masekela
Primary
Kgahlanong
Secondary
School
Kgaladi
Primary
Budget
Program Name
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Municipa
lity Name
Greater
Tubatse
Greater
Tubatse
Elias
Motsoale
di
Elias
Motsoale
di
Makhudut
hamaga
Makh
Makhudut
hamaga
Distric
t
Munici
pality
Name
Riba
Cross
ED
Riba
Cross
ED
Sekhu
khune
Sekhu
khune
Sekhu
khune
Sekhu
khune
Sekhu
khune
Sekhu
khune
Type of
Infrastruct
ure
School -
Primary
School -
Primary
School -
Primary
School -
Secondary
School -
Primary
School -
Specialise
d
School -
Primary
School -
Technical
Secondary
School -
Primary
Type of
Infrastructu
re
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
ELSEN
schools 2
Upgrade and
Additions
Recapitalisat
ion of
Technical
Secondary
schools
Maintenance
and Repairs
BAS Alignment
Target
Start
Date
Upgrade and Additions 01
April
2013
Upgrade and Additions 01
April
2013
Upgrade and Additions 01
April
2015
Upgrade and Additions 01
April
2013
Upgrade and Additions 01
April
2015
Upgrade and Additions 01
April
2015
Upgrade and Additions 01
April
2013
Upgrade and Additions 01
April
2013
Maintenance and Repairs 2013/0
4/01
Target
Comple
tion
Date
31
March
2014
31
March
2014
31
March
2016
31
March
2014
31
March
2016
31
March
2016
31
March
2015
31
March
2014
2016/03
/31
Source of
funding
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Total
Proje
ct
Cost
R 5
782
R 6
107
R
491
R 41
300
R
900
R
900
R 8
000
R 1
100
R 12
398
MTE
F 2
2013/
14
(R'00
0)
R
104
R 4
300
MTE
F 3
2014/
15
(R'00
0)
R 0
R 0
MTE
F 4
2015/
16
(R'00
0)
R 0 R 0 R
491
R 7
047
R 6
000
R
585
R 6
519
R 0
R 0
R 0
R 2
000
R 0
R 5
289
R
900
R
900
R
590

404
Project
name
Kgarathutu
Primary
Kgokodibeng
Secondary
Kgotlopong
Primary
Kgotswane
Secondary
Kopa
Secondary
Kwata
Primary
Lamola
Secondary
Leboeng
Primary
Leboeng
primary
Budget
Program Name
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Municipa
lity Name
Makhudut
hamaga
Greater
Tubatse
Greater
Tubatse
Makhudut
hamaga
Elias
Motsoale
di
Greater
Tubatse
Greater
Tubatse
Greater
Tubatse
Distric
t
Munici
pality
Name
Sekhu
khune
Riba
Cross
ED
Riba
Cross
ED
Sekhu
khune
Sekhu
khune
Riba
Cross
ED
Riba
Cross
ED
Sekhu
khune
Type of
Infrastruct
ure
School -
Secondary
School -
Secondary
School -
Primary
School -
Secondary
School -
Secondary
School -
Primary
School -
Secondary
School -
Primary
School -
Primary
Type of
Infrastructu
re
Upgrade and
Additions
Upgrade and
Additions
New or
Replaced
infrastructure
Asset
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
Renovations,
Rehabilitatio
n or
Refurbishme
nts
Upgrade and
Additions
BAS Alignment
Target
Start
Date
Upgrade and Additions 01
April
2013
Upgrade and Additions 01
April
2013
New or Replaced
Infrastructure Asset
01
April
2013
Upgrade and Additions 01
April
2013
Upgrade and Additions 01
April
2015
Upgrade and Additions 01-
May-12
Upgrade and Additions 01
April
2015
Renovations,
Rehabilitation or
Refurbishments
01
April
2015
Upgrade and Additions 01
April
2013
Target
Comple
tion
Date
31
March
2014
31
March
2014
31
March
2014
31
March
2014
31
March
2016
2015/03
/31
31
March
2016
31
March
2016
31
March
2014
Source of
funding
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Total
Proje
ct
Cost
R
380
R
380
R 3
500
MTE
F 2
2013/
14
(R'00
0)
R
380
R
380
R 3
500
MTE
F 3
2014/
15
(R'00
0)
R 0
R 0
R 0
380 380 R
0.00
R 8
395
R 10
500
R 4
920
R
380
R 5
500
R 5
000
R 5
500
R 6
765
R 5
000
R 0
R 0
MTE
F 4
2015/
16
(R'00
0)
R 1
230
R 4
920
R
380

405
Project
name
Legare
Secondary
Lehlabile
Secondary
Lehwelere
High
Lekala
secondary
Lesailane
Secondary
Leshalabe
Primary
Lobethal
Primary
Luckau
Primary
Magale
Secondary
Budget
Program Name
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Municipa
lity Name
Makhudut
hamaga
Greater
Tubatse
Makhudut
hamaga
Elias
Motsoale
di
Greater
Tubatse
Makhudut
hamaga
Makhudut
hamaga
Elias
Motsoale
di
Makhudut
hamaga
Distric
t
Munici
pality
Name
Sekhu
khune
Riba
Cross
ED
Sekhu
khune
Sekhu
khune
Riba
Cross
ED
Sekhu
khune
Sekhu
khune
Sekhu
khune
Sekhu
khune
Type of
Infrastruct
ure
School -
Secondary
School -
Secondary
School -
Secondary
School -
Secondary
School -
Secondary
School -
Primary
School -
Primary
School -
Secondary
School -
Secondary
Type of
Infrastructu
re
Upgrade and
Additions
Upgrade and
Additions
Maintenance
and Repairs
Upgrade and
Additions
New or
Replaced
infrastructure
Asset
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
BAS Alignment
Target
Start
Date
Upgrade and Additions 01
April
2013
Upgrade and Additions 01
April
2013
Maintenance and Repairs 01
April
2013
Upgrade and Additions 01
April
2013
New or Replaced
Infrastructure Asset
01
April
2013
Upgrade and Additions 01
April
2013
Upgrade and Additions 01
April
2013
Upgrade and Additions 01
April
2013
Upgrade and Additions 01
April
2013
Target
Comple
tion
Date
31
March
2015
31
March
2014
31
March
2014
31
March
2014
31
March
2014
31
March
2014
31
March
2014
31
March
2014
31
March
2014
Source of
funding
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Total
Proje
ct
Cost
R 8
715
R 4
600
R 3
200
R 7
622
R 3
000
R
500
R 1
000
R
380
R 3
285
MTE
F 2
2013/
14
(R'00
0)
R 5
500
R 4
600
R 3
200
R 2
300
R 3
000
R
500
R 1
000
R
380
R 3
285
MTE
F 3
2014/
15
(R'00
0)
R 2
800
R 0
R 0
R 0
R 0
R 0
R 0
MTE
F 4
2015/
16
(R'00
0)

406
Project
name
Mahlaba
Secondary
MAHLAGAU
ME
PRIMARY
Mahlare
Secondary
Makeke
Primary
Makeke
primary
Makofane
Primary
MAKOPI
SECONDAR
Y
Makuane
Secondary
Makwe
secondary
Budget
Program Name
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Municipa
lity Name
Greater
Tubatse
Ephraim
Mogale
Elias
Motsoale
di
Elias
Motsoale
di
Greater
Tubatse
Greater
Tubatse
Greater
Tubatse
Makhudut
hamaga
Distric
t
Munici
pality
Name
Sekhu
khune
Riba
Cross
ED
Sekhu
khune
Sekhu
khune
Sekhu
khune
Riba
Cross
Sekhu
khune
Riba
Cross
Sekhu
khune
Type of
Infrastruct
ure
School -
Secondary
School -
Primary
School -
Secondary
School -
Primary
School -
Primary
School -
Primary
School -
Secondary
School -
Secondary
School -
Secondary
Type of
Infrastructu
re
Upgrade and
Additions
New or
Replaced
infrastructure
Asset
Renovations,
Rehabilitatio
n or
Refurbishme
nts
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
Maintenance
and repairs
Upgrade and
Additions
Upgrade and
Additions
BAS Alignment
Target
Start
Date
Upgrade and Additions 01
April
2013
New or Replaced
Infrastructure Asset
Renovations,
Rehabilitation or
Refurbishments
01
April
2013
01
April
2013
Upgrade and Additions 01
April
2013
Upgrade and Additions 01-
May-13
Upgrade and Additions 01
April
2013
Maintenance and Repairs 01
April
2015
Upgrade and Additions 01
April
2013
Upgrade and Additions 01
April
2015
Target
Comple
tion
Date
31
March
2014
31
March
2014
31
March
2015
31
March
2014
2015/03
/31
31
March
2014
31
March
2016
31
March
2014
31
March
2016
Source of
funding
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Total
Proje
ct
Cost
R 6
000
R 2
400
R 9
765
R 8
600
R 8
190
R
500
R
380
R 4
000
R 1
200
MTE
F 2
2013/
14
(R'00
0)
R
500
R 2
400
R 3
500
R 4
440
R 5
000
R
500
R 4
000
MTE
F 3
2014/
15
(R'00
0)
R 0
R 0
R 5
800
R 0
R 2
800
R 0
R 0
R 0
MTE
F 4
2015/
16
(R'00
0)
R
380
R 0 R 1
200

407
Project
name
Makwe
Secondary
Makwetle
secondary
Makwetle
Secondary
Malengine
Secondary
Mamakgatla
pe primary
Mampana
primary
Mang – le –
Mang
Secondary
MANNYETH
A PRIMARY
Manoke
Secondary
Manotong
Primary
Budget
Program Name
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Municipa
lity Name
Makhudut
hamaga
Makhudut
hamaga
Greater
Tubatse
Makhudut
hamaga
Ephraim
Mogale
Elias
Motsoale
di
Fetakgom
o
Greater
Tubatse
Makhudut
hamaga
Distric
t
Munici
pality
Name
Sekhu
khune
Sekhu
khune
Riba
Cross
ED
Sekhu
khune
Sekhu
khune
Sekhu
khune
Sekhu
khune
Riba
Cross
ED
Sekhu
khune
Type of
Infrastruct
ure
School -
Secondary
School -
Secondary
School -
Secondary
School -
Secondary
School -
Primary
School -
Primary
School -
Secondary
School -
Primary
School -
Secondary
School -
Primary
Type of
Infrastructu
re
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
Maintenance
and Repairs
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
BAS Alignment
Target
Start
Date
Upgrade and Additions 01
April
2015
Upgrade and Additions 01
April
2015
Upgrade and Additions 01
April
2015
Upgrade and Additions 01
April
2013
Upgrade and Additions 01
April
2015
Upgrade and Additions 01
April
2013
Maintenance and Repairs 01
April
2015
Upgrade and Additions 01
April
2015
Upgrade and Additions 01
April
2015
Upgrade and Additions 01
April
2015
Target
Comple
tion
Date
31
March
2016
31
March
2016
31
March
2016
31
March
2014
31
March
2016
31
March
2014
31
March
2016
31
March
2016
31
March
2016
31
March
2016
Source of
funding
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Total
Proje
ct
Cost
R
600
R
380
R
380
R 3
200
R 9
963
R 9
969
R 1
200
R
900
R
900
R
450
MTE
F 2
2013/
14
(R'00
0)
R 3
200
R 5
500
MTE
F 3
2014/
15
(R'00
0)
R 0
R 0
R 0
R 0
MTE
F 4
2015/
16
(R'00
0)
R
600
R
380
R
380
R 9
963
R 0 R 1
200
R 0
R 0
R 0
R
900
R
900
R
450

408
Project
name
Manotwane
Primary
Mapiti
Primary
Mapogo
Primary
Marei
Primary
Maserumule
High
Masha
Primary
Mashakwane
ng
Secondary
Mashile
Primary
Mashung
Primary
Budget
Program Name
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Municipa
lity Name
Greater
Tubatse
Greater
Tubatse
Makhudut
hamaga
Makhudut
hamaga
Makhudut
hamaga
Greater
Tubatse
Greater
Tubatse
Makhudut
hamaga
Ephraim
Mogale
Distric
t
Munici
pality
Name
Riba
Cross
ED
Sekhu
khune
Sekhu
khune
Sekhu
khune
Sekhu
khune
Sekhu
khune
Riba
Cross
Sekhu
khune
Sekhu
khune
Type of
Infrastruct
ure
School -
Primary
School -
Secondary
School -
Primary
School -
Primary
School -
Primary
School -
Primary
School -
Secondary
School -
Primary
School -
Primary
Type of
Infrastructu
re
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
New or
Replaced
infrastructure
Asset
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
BAS Alignment
Target
Start
Date
Upgrade and Additions 01
April
2015
Upgrade and Additions 01
April
2015
Upgrade and Additions 01
April
2015
Upgrade and Additions 01-
May-12
New or Replaced
Infrastructure Asset
01
April
2015
Upgrade and Additions 01
April
2015
Upgrade and Additions 01
April
2015
Upgrade and Additions 01
April
2015
Upgrade and Additions 01
April
2015
Target
Comple
tion
Date
31
March
2016
31
March
2016
31
March
2016
2015/03
/31
31
March
2016
31
March
2016
31
March
2016
31
March
2016
31
March
2016
Source of
funding
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Total
Proje
ct
Cost
R 8
524
R 3
299
MTE
F 2
2013/
14
(R'00
0)
MTE
F 3
2014/
15
(R'00
0)
MTE
F 4
2015/
16
(R'00
0)
R 8
118
R 0 R 3
299
900 0 R
900
R 8
925
R
380
R
380
R 1
200
R 7
841
R
800
R 5
500
R 3
000
R 0
R 0
R
380
R
380
R 0 R 1
200
R 0
R 7
841
R
800

409
Project
name
Mashwele
Primary
(Katlegong
Vleerschboo
m)
Matailane
High
Matailane
Secondary
Matatadiben
g Primary
Mathibeng
Primary
Mathume
Secondary
Matime
Primary
Matlala
Primary
Matlala
Primary
Budget
Program Name
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Municipa
lity Name
Makhudut
hamaga
Elias
Motsoale
di
Ephraim
Mogale
Fetakgom
o
Makhudut
hamaga
Makhudut
hamaga
Ephraim
Mogale
Ephraim
Mogale
Distric
t
Munici
pality
Name
Sekhu
khune
sekhuk
hune
Sekhu
khune
Sekhu
khune
Sekhu
khune
Sekhu
khune
Sekhu
khune
Sekhu
khune
Type of
Infrastruct
ure
School -
Primary
School -
Secondary
School -
Secondary
School -
Primary
School -
Primary
School -
Secondary
School -
Primary
School -
Primary
School -
Primary
Type of
Infrastructu
re
New or
Replaced
infrastructure
Asset
Upgrade and
Additions
New or
Replaced
infrastructure
Asset
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
BAS Alignment
New or Replaced
Infrastructure Asset
Target
Start
Date
01
April
2015
Upgrade and Additions 01
April
2015
New or Replaced
Infrastructure Asset
01
April
2015
Upgrade and Additions 01
April
2015
Upgrade and Additions 2013/0
4/01
Upgrade and Additions 01
April
2015
Upgrade and Additions 01
April
2015
Upgrade and Additions 01
April
2015
Upgrade and Additions 01
April
2015
Target
Comple
tion
Date
31
March
2016
31
March
2016
31
March
2016
31
March
2016
2016/03
/31
31
March
2016
31
March
2016
31
March
2016
31
March
2016
Source of
funding
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Total
Proje
ct
Cost
R 3
299
R 4
200
R
380
R 5
050
R 10
500
R
380
R 10
487
R
150
R
600
MTE
F 2
2013/
14
(R'00
0)
R 5
400
MTE
F 3
2014/
15
(R'00
0)
MTE
F 4
2015/
16
(R'00
0)
R 0 R 3
299
R 0
R 1
000
R 0
R 0
R 4
200
R
380
R 5
050
R 4
100
R
380
R 9
987
R
150
R
600

410
Project
name
Matsebong
Secondary
Matshumane
Secondary
Matsitsi
Primary
Mmathabeng
Primary
Mmutlane
Secondary
Mninwa
Mahlangu
Primary
Modipa
Secondary
Mogalatsane
Primary
Mogale wa
bagale
Technical
High School
Budget
Program Name
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Municipa
lity Name
Makhudut
hamaga
Makhudut
hamaga
Elias
Motsoale
di
Makhudut
hamaga
Greater
Tubatse
Fetakgom
o
Ephraim
Mogale
Distric
t
Munici
pality
Name
Sekhu
khune
Sekhu
khune
Sekhu
khune
Sekhu
khune
Riba
Cross
ED
Sekhu
khune
Sekhu
khune
Sekhu
khune
Type of
Infrastruct
ure
School -
Secondary
School -
Secondary
School -
Secondary
School -
Primary
School -
Secondary
School -
Primary
School -
Secondary
School -
Primary
School -
Technical
Secondary
Type of
Infrastructu
re
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
Maintenance
and Repairs
Upgrade and
Additions
Recapitalisat
ion of
Technical
schools
BAS Alignment
Target
Start
Date
Upgrade and Additions 01
April
2015
Upgrade and Additions 01
April
2015
Upgrade and Additions 01
April
2015
Upgrade and Additions 01
April
2015
Upgrade and Additions 01
April
2015
Upgrade and Additions 01
April
2013
Maintenance and Repairs 01
April
2015
Upgrade and Additions 01
April
2015
Upgrade and Additions 01
April
2015
Target
Comple
tion
Date
31
March
2016
31
March
2016
31
March
2016
31
March
2016
31
March
2016
31
March
2014
31
March
2016
31
March
2016
31
March
2016
Source of
funding
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Total
Proje
ct
Cost
R
380
R
900
R 3
299
R
380
R 3
299
R 1
800
R
380
R
380
R 3
299
MTE
F 2
2013/
14
(R'00
0)
R 1
800
MTE
F 3
2014/
15
(R'00
0)
R 0
R 0
MTE
F 4
2015/
16
(R'00
0)
R
380
R
900
R 0 R 3
299
R 0
R 0
R 0
R 0
R
380
R 3
299
R
380
R
380
R 0 R 3
299

411
Project
name
Moganetswa
primary
Mogohlwane
secondary
Mogohlwane
Secondary
Mogolo
Secondary
Mohloping
Primary
Mokgeretli
secondary
Mokgeretli
Secondary
Mokgoba
Primary
Mokgubi
Secondary
Budget
Program Name
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Municipa
lity Name
Elias
Motsoale
di
Greater
Tubatse
Greater
Tubatse
Greater
Tubatse
Makhudut
hamaga
Makhudut
hamaga
Makhudut
hamaga
Distric
t
Munici
pality
Name
Sekhu
khune
Riba
Cross
ED
Riba
Cross
ED
Riba
Cross
Sekhu
khune
Sekhu
khune
Sekhu
khune
Type of
Infrastruct
ure
School -
Primary
School -
Secondary
School -
Secondary
School -
Secondary
School -
Primary
School -
Secondary
School -
Secondary
School -
Primary
School -
Secondary
Type of
Infrastructu
re
Rehabilitatio
n,
Renovations
or
Refurbishme
nt
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
BAS Alignment
Renovations,
Rehabilitation or
Refurbishments
Target
Start
Date
01
April
2015
Upgrade and Additions 01
April
2015
Upgrade and Additions 01
April
2015
Upgrade and Additions 01
April
2011
Upgrade and Additions 01
April
2013
Upgrade and Additions 01
April
2015
Upgrade and Additions 01
April
2015
Upgrade and Additions 01
April
2015
Upgrade and Additions 01
April
2015
Target
Comple
tion
Date
31
March
2016
31
March
2016
31
March
2016
31
March
2011
31
March
2015
31
March
2016
31
March
2016
31
March
2016
31
March
2016
Source of
funding
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Total
Proje
ct
Cost
R
380
R
380
R 3
299
R 15
773
R 9
100
R
380
R
900
R
380
R
380
MTE
F 2
2013/
14
(R'00
0)
R 7
000
R 6
589
MTE
F 3
2014/
15
(R'00
0)
R 0
R 0
MTE
F 4
2015/
16
(R'00
0)
R
380
R
380
R 0 R 3
299
R 4
920
R 2
511
R 0
R 0
R 0
R 0
R 3
075
R
380
R
900
R
380
R
380

412
Project
name
Mokoeneam
abula
Secondary
Moloke
Combined
(Split
secondary
from primary
section)
Moreri
Choenyane
secondary
Moretlwe
Secondary
Moripane
Primary
Moriti High
Moshiane
Primary
Moteane
secondary
Mothibedi
Combined
Budget
Program Name
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Municipa
lity Name
Ephraim
Mogale
Fetakgom
o
Makhudut
hamaga
Fetakgom
o
Makhudut
hamaga
Makhudut
hamaga
Fetakgom
o
Makhudut
hamaga
Elias
Motsoale
di
Distric
t
Munici
pality
Name
Sekhu
khune
Sekhu
khune
Sekhu
khune
Sekhu
khune
Sekhu
khune
Sekhu
khune
Sekhu
khune
Sekhu
khune
Sekhu
khune
Type of
Infrastruct
ure
School -
Secondary
School -
Secondary
School -
Secondary
School -
Secondary
School -
Primary
School -
Secondary
School -
Primary
School -
Secondary
School -
Combined
Type of
Infrastructu
re
Upgrade and
Additions
New or
Replaced
Infrastructur
e Asset
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
BAS Alignment
Target
Start
Date
Upgrade and Additions 01
April
2015
New or Replaced
Infrastructure Asset
01
April
2015
Upgrade and Additions 01
April
2015
Upgrade and Additions 01
April
2015
Upgrade and Additions 01
April
2015
Upgrade and Additions 01
April
2015
Upgrade and Additions 01
April
2015
Upgrade and Additions 01
April
2015
Upgrade and Additions 01
April
2015
Target
Comple
tion
Date
31
March
2016
31
March
2016
31
March
2016
31
March
2016
31
March
2016
31
March
2016
31
March
2016
31
March
2016
31
March
2016
Source of
funding
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Total
Proje
ct
Cost
R 2
900
R 1
200
R
380
R
380
R
380
R
300
R 9
396
R
450
R 10
720
MTE
F 2
2013/
14
(R'00
0)
MTE
F 3
2014/
15
(R'00
0)
MTE
F 4
2015/
16
(R'00
0)
2900
R 0 R 1
200
R 0
R 0
R 0
R 0
R 4
636
R 0
R 6
519
R
380
R
380
R
380
R
300
R 4
312
R
450
R 3
690

413
Project
name
Motjedi High
Motjere
Secondary
Motloulela
Secondary
Motsatsana
Primary
Motsepe
Primary
Mpelegeng
Primary
(Upgrade
school from
Grade R -
Grade 7)
Mphage
Secondary
Mpilo
Secondary
Nape-A-
Ngoato High
Budget
Program Name
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Municipa
lity Name
Elias
Motsoale
di
Greater
Tubatse
Greater
Tubatse
Greater
Tubatse
Makhudut
hamaga
Makhudut
hamaga
Ephraim
Mogale
Distric
t
Munici
pality
Name
Sekhu
khune
Riba
Cross
ED
Riba
Cross
Riba
Cross
ED
Sekhu
khune
Sekhu
khune
Sekhu
khune
Sekhu
khune
Type of
Infrastruct
ure
School -
Secondary
School -
Secondary
School -
Secondary
School -
Primary
School -
Primary
School -
Primary
School -
Secondary
School -
Secondary
School -
Secondary
Type of
Infrastructu
re
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
New or
Replaced
Infrastructur
e Asset
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
BAS Alignment
Target
Start
Date
Upgrade and Additions 01
April
2015
Upgrade and Additions 01
April
2015
Upgrade and Additions 01
April
2015
Upgrade and Additions 01
April
2015
Upgrade and Additions 01
April
2015
New or Replaced
Infrastructure Asset
01
April
2015
Upgrade and Additions 01
April
2015
Upgrade and Additions 01
April
2015
Upgrade and Additions 01
April
2015
Target
Comple
tion
Date
31
March
2016
31
March
2016
31
March
2016
31
March
2016
31
March
2016
31
March
2016
31
March
2016
31
March
2016
31
March
2016
Source of
funding
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Total
Proje
ct
Cost
R
380
R
380
R
150
R 1
200
R
900
R 3
299
R
900
R 1
200
R
380
MTE
F 2
2013/
14
(R'00
0)
MTE
F 3
2014/
15
(R'00
0)
R 0
R 0
MTE
F 4
2015/
16
(R'00
0)
R
380
R
380
R
150
R 0 R 1
200
R 0
R
900
R 0 R 3
299
R 0
R
900
R 0 R 1
200
R 0
R
380

414
Project
name
Nareng
Secondary
Ngwanabeka
ne Primary
Ngwanangw
ato High
Ngwanasena
na Primary
Ngwanatshw
ane
Secondary
Njinga
Sindane
Primary
Nkoana
William
Maditsi
Primary
Nkotwane
Secondary
Ntabane
Secondary
Budget
Program Name
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Municipa
lity Name
Makhudut
hamaga
Makhudut
hamaga
Makhudut
hamaga
Makhudut
hamaga
Elias
Motsoale
di
Ephraim
Mogale
Makhudut
hamaga
Greater
Tubatse
Distric
t
Munici
pality
Name
Sekhu
khune
Sekhu
khune
Sekhu
khune
Sekhu
khune
Sekhu
khune
Sekhu
khune
Sekhu
khune
Riba
Cross
ED
Type of
Infrastruct
ure
School -
Secondary
School -
Primary
School -
Secondary
School -
Primary
School -
Secondary
School -
Primary
School -
Primary
School -
Secondary
School -
Secondary
Type of
Infrastructu
re
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
BAS Alignment
Target
Start
Date
Upgrade and Additions 01
April
2015
Upgrade and Additions 01
April
2015
Upgrade and Additions 01
April
2015
Upgrade and Additions 01
April
2015
Upgrade and Additions 2013/0
4/01
Upgrade and Additions 01
April
2015
Upgrade and Additions 01
April
2015
Upgrade and Additions 2012/0
5/01
Upgrade and Additions 01
April
2015
Target
Comple
tion
Date
31
March
2016
31
March
2016
31
March
2016
31
March
2016
2016/03
/31
31
March
2016
31
March
2016
2016/03
/31
31
March
2016
Source of
funding
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Total
Proje
ct
Cost
R
380
R
150
R
380
R
900
R 9
135
R
900
R
380
R 10
395
R 12
657
MTE
F 2
2013/
14
(R'00
0)
R 3
100
R 3
500
MTE
F 3
2014/
15
(R'00
0)
R 0
R 0
R 0
R 3
600
R 0
R 0
R 6
400
R 7
872
MTE
F 4
2015/
16
(R'00
0)
R
380
R
150
R
380
R
900
R 2
000
R
900
R
380
R
495
R 4
182

415
Project
name
Ntshebele
Secondary
Ntshitshimal
e Primary
Nyaane
Primary
Or Tambo
Comprehens
ive
Paapa
Primary
Paepae
Secondary
Paledi
Primary
Pataneng
Primary
Patantshwan
a Primary
Phatametsan
e Secondary
Budget
Program Name
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Municipa
lity Name
Makhudut
hamaga
Makhudut
hamaga
Ephraim
Mogale
Elias
Motsoale
di
Makhudut
hamaga
Greater
Tubatse
Elias
Motsoale
di
Greater
Tubatse
Makhudut
hamaga
Makhudut
hamaga
Distric
t
Munici
pality
Name
Sekhu
khune
Sekhu
khune
Sekhu
khune
Sekhu
khune
Sekhu
khune
Riba
Cross
ED
Sekhu
khune
Riba
Cross
Sekhu
khune
Sekhu
khune
Type of
Infrastruct
ure
School -
Secondary
School -
Primary
School -
Primary
School -
Primary
School -
Primary
School -
Secondary
School -
Primary
School -
Primary
School -
Primary
School -
Secondary
Type of
Infrastructu
re
Upgrade and
Additions
Upgrade and
Additions
Maintenance
and Repairs
Upgrade and
Additions
Upgrade and
Additions
Maintenance
and Repairs
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
BAS Alignment
Target
Start
Date
Upgrade and Additions 01
April
2015
Upgrade and Additions 01
April
2015
Maintenance and Repairs 01
April
2015
Upgrade and Additions 01
April
2015
Upgrade and Additions 01
April
2015
Maintenance and Repairs 01
April
2015
Upgrade and Additions 01
April
2015
Upgrade and Additions 01
April
2015
Upgrade and Additions 01
April
2013
Upgrade and Additions 01
April
2015
Target
Comple
tion
Date
31
March
2016
31
March
2016
31
March
2016
31
March
2016
31
March
2016
31
March
2016
31
March
2016
31
March
2016
31
March
2014
31
March
2016
Source of
funding
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Total
Proje
ct
Cost
R 1
374
R 1
200
R
600
R 9
041
R 1
200
R
150
R
150
R
380
R 8
250
R
380
MTE
F 2
2013/
14
(R'00
0)
R 4
100
MTE
F 3
2014/
15
(R'00
0)
MTE
F 4
2015/
16
(R'00
0)
R 0 R 1
374
R 0 R 1
200
R 0
R
600
R 8
610
R 0 R 1
200
R 0
R 0
R
150
R
150
R
380
R
380

416
Project
name
Phetameetsa
na
Secondary
Phoko
Primary
Photohlogoa
na Primary
Phukubjane
Primary
Ponti
Secondary
Potlake
Secondary
Potlake
Secondary
Pulane High
Ramphelane
High
Budget
Program Name
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Municipa
lity Name
Makhudut
hamaga
Greater
Tubatse
Makhudut
hamaga
Makhudut
hamaga
Makhudut
hamaga
Greater
Tubatse
Makhudut
hamaga
Distric
t
Munici
pality
Name
Sekhu
khune
Riba
Cross
ED
Sekhu
khune
Sekhu
khune
Sekhu
khune
Riba
Cross
ED
Sekhu
khune
Type of
Infrastruct
ure
School -
Secondary
School -
Primary
School -
Primary
School -
Primary
School -
Secondary
School -
Secondary
School -
Secondary
School -
Secondary
School -
Secondary
Type of
Infrastructu
re
New or
Replaced
Infrastructur
e Asset
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
Maintenance
and Repairs
BAS Alignment
New or Replaced
Infrastructure Asset
Target
Start
Date
01
April
2015
Upgrade and Additions 01
April
2013
Upgrade and Additions 01
April
2015
Upgrade and Additions 01
April
2015
Upgrade and Additions 01
April
2015
Upgrade and Additions 01
April
2015
Upgrade and Additions 01
April
2015
Upgrade and Additions 01
April
2015
Maintenance and Repairs 01
April
2013
Target
Comple
tion
Date
31
March
2016
31
March
2015
31
March
2016
31
March
2016
31
March
2016
31
March
2016
31
March
2016
31
March
2016
31
March
2015
Source of
funding
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Total
Proje
ct
Cost
R 9
030
R 4
500
R
150
R
380
R
380
R 2
000
R
380
R 10
290
R 6
000
MTE
F 2
2013/
14
(R'00
0)
R 3
285
R 4
000
MTE
F 3
2014/
15
(R'00
0)
R 6
100
R 1
215
R 0
R 0
R 0
R 4
500
R 2
000
MTE
F 4
2015/
16
(R'00
0)
R 2
500
R
150
R
380
R
380
R 2
000
R
380
R 2
700

417
Project
name
Rekhuditse
Secondary
Riba Primary
Rootse
Primary
Sanitation
Projects
Sebjaneng
Primary
(Dinaletsana
for
Matshumane
)
Sedikwe
Primary
Seetseng
Primary
Sejadipudi
Primary
Sekale
Primary
Budget
Program Name
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Municipa
lity Name
Ephraim
Mogale
Greater
Tubatse
Various
Makhudut
hamaga
Makhudut
hamaga
Elias
Motsoale
di
Greater
Tubatse
Makhudut
hamaga
Distric
t
Munici
pality
Name
Sekhu
khune
Riba
Cross
ED
Sekhu
khune
Variou
s
Sekhu
khune
Sekhu
khune
Sekhu
khune
Riba
Cross
ED
Sekhu
khune
Type of
Infrastruct
ure
School -
Secondary
School -
Primary
School -
Primary
Type of
Infrastructu
re
Upgrade and
Additions
New or
Replaced
Infrastructur
e Asset
Upgrade and
Additions
BAS Alignment
Target
Start
Date
Upgrade and Additions 01
April
2015
New or Replaced
Infrastructure Asset
01
April
2015
Upgrade and Additions 01
April
2015
Schools Upgrade and Additions 01
April
2015
School -
Primary
School -
Primary
School -
Primary
School -
Primary
School -
Primary
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
Renovations,
Rehabilitatio
n or
Upgrade and Additions 01
April
2015
Upgrade and Additions 01
April
2015
Upgrade and Additions 01
April
2015
Upgrade and Additions 01
April
2015
Renovations,
Rehabilitation or
Refurbishments
01
April
2013
Target
Comple
tion
Date
31
March
2016
31
March
2016
31
March
2016
31
March
2016
31
March
2016
31
March
2016
31
March
2016
31
March
2016
31
March
2014
Source of
funding
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Total
Proje
ct
Cost
R
750
R 1
500
R 10
332
R
600
R 5
361
R
150
R
300
R 10
074
R 4
500
MTE
F 2
2013/
14
(R'00
0)
MTE
F 3
2014/
15
(R'00
0)
R 0
MTE
F 4
2015/
16
(R'00
0)
R
750
R 0 R 1
500
R 6
765
R 0
R 3
075
R
600
R 0 R 5
361
R
150
R 0 R 0 R
300
R 4
500
R 6
642
R 3
075

418
Project
name
Budget
Program Name
Municipa
lity Name
Distric
t
Munici
pality
Name
Type of
Infrastruct
ure
Type of
Infrastructu
re
Refurbishme
nts
BAS Alignment
Target
Start
Date
Target
Comple
tion
Date
Source of
funding
Total
Proje
ct
Cost
MTE
F 2
2013/
14
(R'00
0)
MTE
F 3
2014/
15
(R'00
0)
MTE
F 4
2015/
16
(R'00
0)
Sekhukhune
District
schools
(Closeout of
projects)
Sekwati
Primary
Sekwati
Secondary
(Created by
splitting
Sango
Primary)
Selatole
Primary
Selebalo
Secondary
Semashego
Primary
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Greater
Sekhukhu
ne District
Municipali
ty
Makhudut
hamaga
Elias
Motsoale
di
Greater
Tubatse
Greater
Tubatse
Makhudut
hamaga
Sekhu
khune
Sekhu
khune
Sekhu
khune
Riba
Cross
Riba
Cross
Sekhu
khune
Technical
Assistance
School -
Secondary
School -
Secondary
School -
Primary
School -
Secondary
School -
Primary
Upgrade and
Additions
New or
Replaced
Infrastructur
e Asset
New or
Replaced
Infrastructur
e Asset
Upgrade and
Additions
Upgrade and
Additions
Rehabilitatio
n,
Renovations
or
Refurbishme
nt
Upgrade and Additions 01
April
2013
New or Replaced
Infrastructure Asset
New or Replaced
Infrastructure Asset
01
April
2015
01
April
2015
Upgrade and Additions 01
April
2015
Upgrade and Additions 01
April
2015
Renovations,
Rehabilitation or
Refurbishments
01
April
2013
31
March
2014
31
March
2016
31
March
2016
31
March
2016
31
March
2016
31
March
2014
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
R 9
320
R 6
825
R 6
150
R 5
880
R 7
104
R 9
000
R 1
320
R 1
000
R 4
500
R 4
300
R 0
R 2
000
R 6
150
R 1
580
R 6
765

419
Project
name
Semoriri
secondary
Semoriri
Secondary
Seroletshidi
Secondary
Shorwane
Secondary
Sisabonga
Primary
Slovo Park
Primary
Sogane
Secondary
ST Paul
Secondary
Storm
Damaged
Schools
Budget
Program Name
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Municipa
lity Name
Greater
Tubatse
Greater
Tubatse
Greater
Tubatse
Greater
Tubatse
Greater
Tubatse
Elias
Motsoale
di
Greater
Tubatse
Elias
Motsoale
di
Various
Distric
t
Munici
pality
Name
Riba
Cross
ED
Sekhu
khune
Riba
Cross
Riba
Cross
Riba
Cross
Sekhu
khune
Riba
Cross
ED
Sekhu
khune
Variou
s
Type of
Infrastruct
ure
School -
Secondary
School -
Secondary
School -
Secondary
School -
Secondary
School -
Primary
School -
Primary
School -
Secondary
School -
Secondary
Type of
Infrastructu
re
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
Rehabilitatio
n,
Renovations
or
Refurbishme
nt
Upgrade and
Additions
BAS Alignment
Target
Start
Date
Upgrade and Additions 01
April
2015
Upgrade and Additions 01
April
2015
Upgrade and Additions 01
April
2015
Upgrade and Additions 01
April
2015
Upgrade and Additions 01
April
2015
Upgrade and Additions 01
April
2015
Renovations,
Rehabilitation or
Refurbishments
01
April
2015
Upgrade and Additions 01
April
2015
Schools Upgrade and Additions 01
April
2015
Target
Comple
tion
Date
31
March
2016
31
March
2016
31
March
2016
31
March
2016
31
March
2016
31
March
2016
31
March
2016
31
March
2016
31
March
2016
Source of
funding
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Total
Proje
ct
Cost
R
600
R 11
685
R
675
R 3
617
R 1
500
R 3
299
R 3
300
R
150
R
900
MTE
F 2
2013/
14
(R'00
0)
MTE
F 3
2014/
15
(R'00
0)
R 0
R 0
MTE
F 4
2015/
16
(R'00
0)
R
600
R 7
380
R
675
R 3
444
R 0 R 1
500
R 0 R 3
299
R 0
R 3
300
R
150
R
900

420
Project
name
Tagane
Primary
Tantanyane
Primary
Tautlou
Primary
Teleki
Primary
Thabampshe
Primary
Thabisong
Primary
Thabong
Primary
Tiitsane
Primary
Tlou Matlala
Sec
Tlouphuti
Secondary
Budget
Program Name
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Municipa
lity Name
Elias
Motsoale
di
Greater
Tubatse
Greater
Tubatse
Makhudut
hamaga
Makhudut
hamaga
Makhudut
hamaga
Greater
Tubatse
Distric
t
Munici
pality
Name
Sekhu
khune
Riba
Cross
Sekhu
khune
Sekhu
khune
Sekhu
khune
Sekhu
khune
Riba
Cross
ED
Type of
Infrastruct
ure
School -
Primary
School -
Primary
School -
Primary
School -
Primary
School -
Primary
School -
Primary
School -
Primary
School -
Primary
School -
Secondary
School -
Secondary
Type of
Infrastructu
re
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
Upgrade and
Additions
Maintenance
and Repairs
Upgrade and
Additions
Upgrade and
Additions
BAS Alignment
Target
Start
Date
Upgrade and Additions 01
April
2015
Upgrade and Additions 01
April
2013
Upgrade and Additions 01
April
2013
Upgrade and Additions 01
April
2013
Upgrade and Additions 01
April
2015
Upgrade and Additions 01
April
2015
Upgrade and Additions 01
April
2015
Maintenance and Repairs 01
April
2015
Upgrade and Additions 01
April
2015
Upgrade and Additions 01
April
2015
Target
Comple
tion
Date
31
March
2016
31
March
2014
31
March
2014
31
March
2014
31
March
2016
31
March
2016
31
March
2016
31
March
2016
31
March
2016
31
March
2016
Source of
funding
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Total
Proje
ct
Cost
R 10
503
R 1
700
R 6
409
R 5
000
R
600
R 1
200
R
600
R 6
845
R
600
R 2
400
MTE
F 2
2013/
14
(R'00
0)
R
200
R 6
409
R 5
000
MTE
F 3
2014/
15
(R'00
0)
R 0
R 0
R 0
MTE
F 4
2015/
16
(R'00
0)
R 10
002
R
600
R 0 R 1
200
R 0
R 0
R
600
R 6
519
R
600
R 2
400

421
Project
name
Toilet
Maintenance
- Various
Schools
Tshege
Secondary
Tshehlwane
ng
Secondary
Tshwaane
Primary
Tshweele
Primary
Tshweele
Primary
Tsoatago
Primary
Tumishi
Primary
Budget
Program Name
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Public Ordinary
School
Education
Municipa
lity Name
Various
Makhudut
hamaga
Makhudut
hamaga
Ephriam
Mogale
Fetakgom
o
Fetakgom
o
Ephraim
Mogale
Greater
Tubatse
Distric
t
Munici
pality
Name
All
district
s
Sekhu
khune
Sekhu
khune
Sekhu
khune
Sekhu
khune
Sekhu
khune
Sekhu
khune
Riba
Cross
Type of
Infrastruct
ure
School -
Primary
School -
Secondary
School -
Secondary
School -
Primary
School -
Primary
School -
Primary
School -
Primary
School -
Primary
Type of
Infrastructu
re
Maintenance
and Repairs
Upgrade and
Additions
Maintenance
and Repairs
Maintenance
and Repairs
Upgrade and
Additions
New or
Replaced
Infrastructur
e Asset
Rehabilitatio
n,
Renovations
or
Refurbishme
nt
Upgrade and
Additions
BAS Alignment
Target
Start
Date
Maintenance and Repairs 01
April
2015
Upgrade and Additions 01
April
2013
Maintenance and Repairs 01
April
2013
Maintenance and Repairs 01
April
2013
Upgrade and Additions 01
April
2013
New or Replaced
Infrastructure Asset
Renovations,
Rehabilitation or
Refurbishments
01
April
2013
01
April
2013
Upgrade and Additions 01
April
2013
Target
Comple
tion
Date
31
March
2016
31
March
2014
31
March
2015
31
March
2014
31
March
2014
31
March
2014
31
March
2014
31
March
2014
Source of
funding
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Education
Infrastructure
Grant
Total
Proje
ct
Cost
R
150
R 10
552
R 9
917
R 5
000
R 5
400
R 3
600
R 2
750
R 4
500
MTE
F 2
2013/
14
(R'00
0)
R 3
000
R 6
279
R 5
000
R 5
400
R 3
600
R 2
750
R 4
500
MTE
F 3
2014/
15
(R'00
0)
R 2
500
MTE
F 4
2015/
16
(R'00
0)
R
150

422
Project
name
Yigugulethu
Primary
Budget
Program Name
Public Ordinary
School
Education
Municipa
lity Name
Elias
Motsoale
di
Distric
t
Munici
pality
Name
Sekhu
khune
Type of
Infrastruct
ure
School -
Secondary
Type of
Infrastructu
re
Upgrade and
Additions
BAS Alignment
Target
Start
Date
Upgrade and Additions 01
April
2015
Target
Comple
tion
Date
31
March
2016
Source of
funding
Education
Infrastructure
Grant
Total
Proje
ct
Cost
R
380
MTE
F 2
2013/
14
(R'00
0)
MTE
F 3
2014/
15
(R'00
0)
R 0
MTE
F 4
2015/
16
(R'00
0)
R
380
R
739
612
R
211
373
R
123
352
R
258
863
1160
412

423
7. AGRICULTURE
a. LDA Infrastructure proposed projects for 2013/14
LDA Infrastructure proposed projects for 2013/14
Project names Municipalities Project description Estimated budget
Kopano Disable Ephraim Mogale Payment of retention for installed
236 736
irrigation systems
Rahlagane Ephraim Mogale Construction of Packhouse 500 000
Matabane Elias Motsoaledi Tunnels 1 500 000
Phasudi a Phohungwana Fetakgomo Planning of Irrigation system 1 250 000
Makhuduthamaga Tomato Makhuduthamaga
Planning of Irrigation systems for
1 500 000
Growers Phase 2
four farmers
Kalokanang Ephraim Mogale Planning of irrigation system 1 250 000
Bapedi Fetakgomo Planning 30ha irrigation 1 300 000
SAADC Ephraim Mogale Planning 38ha irrigation 2 300 000
Malete Elias Motsoaledi Upgrade of Piggery structure 506 000
Sekhukhune SI Tubatse Construction of 50 Sower Unit
2 430 000
Piggery Unit
JDP Piggery Tubatse Construction of 50 Sower Unit
2 500 000
Piggery Unit
Mpshe Egg- laying project Elias Motsoaledi Construction of poultry house and
250 000
accessories
Beutitute ECPH Elias Motsoaledi Construction of ECPH 6 000 000
Thulane Dairy Elias Motsoaledi Completion of layer units 300 000
Tompi Seleka Piggery Ephraim Mogale Completion of 16 sow unit 4 500 000
Krokodilheuwel dam Makhuduthamaga Dam safety repairs 600 000
Hereford Bulk water supply Elias Motsoaledi Bulk water system upgrade 8 000 000
Tompi Seleka irrigation Marble Hall In-field irrigation upgrade 1 800 000

424
LDA Infrastructure proposed projects for 2013/14
Project names Municipalities Project description Estimated budget
Tompi Seleka Bio-diesel Marble Hall Bio-diesel Processing project 8 000 000
Krokodilheuwel Irrigation Makhuduthamaga In-field irrigation upgrade 2 900 000
Setlaboswane Irrigation Makhuduthamaga In-field irrigation upgrade 2 200 000
Phetwane Irrigation Marble Hall In-field irrigation upgrade 300 000
Mogalatsane Irrigation Marble Hall In-field irrigation upgrade 1 500 000
Planning & Design Fees All Planning and design of schemes for 10 000 000
future projects
Construction supervision All Construction Supervision for projects
under implementation
5 000 000
b. Land Care Projects 2013/14: Conditional Grant
PROJECT NAMES MUNICIPALITIES PROJECT DESCRIPTION
ESTIMATED
BUDGET
Leolo Tubatse Soil conservation R 800 000.00
Fetakgomo Fetakgomo Soil conservation R 800 000.00
Makhuduthamaga Makhuduthamaga Veld management R 850 000.00
Moutse East Elias Motsoaledi Veld management R 800 000.00
Moutse West Ephraim Mogale Alien plant control R 942 500.00

425
8. Department of Roads and Transport
Municipality Type of infrastructure Project duration Source of funding
Date: Start Date: Finish
Makhuduthamaga Reseal/rehabilitation 01/04/2013 31/03/2014 Conditional Grant
Elias Motsoaledi Reseal/rehabilitation 01/04/2013 31/03/2014 Conditional Grant
Elias Motsoaledi Reseal/rehabilitation 01/04/2013 31/03/2014 Conditional Grant
Elias Motsoaledi Reseal/rehabilitation 01/04/2013 31/03/2014 Conditional Grant
Ephraim Mohale Reseal/rehabilitation 01/04/2013 31/03/2014 Conditional Grant
Ephraim Mohale Reseal/rehabilitation 01/04/2013 31/03/2014 Conditional Grant
Elias Motsoaledi Reseal/rehabilitation 01/04/2013 31/03/2014 Conditional Grant
Elias Motsoaledi Reseal/rehabilitation 01/04/2013 31/03/2014 Conditional Grant
Makhuduthamaga Reseal/rehabilitation 01/04/2013 31/03/2014 Conditional Grant
Makhuduthamaga Upgrading of access roads 01/08/2013 31/03/2014 Conditional Grant
Makhuduthamaga Upgrading of access roads 01/08/2013 31/03/2014 Conditional Grant
Fetakgomo Household based routine
road maintenance
Elias Motsoaledi Household based routine
road maintenance
Makhuduthamaga Household based routine
road maintenance
01/09/2013 30/08/2014 Conditional Grant
01/11/2013 31/10/2014 Conditional Grant
01/10/2013 31/09/2014 Conditional Grant

426
Ephraim Mogale
Greater Tubatse
Household based routine
road maintenance
Household based routine
road maintenance
01/09/2013 30/08/2014 Conditional Grant
01/09/2013 30/08/2014 Conditional Grant
9. Department of Sports, Art and Culture
PROJECT
NAME
PROGRAMM
E NAME
PROJECT
DESCRIPTION/
TYPE OF
STRUCTURE
PROGR
AMME
DESCRI
PTION
DISTRIC
T
MUNICIP
ALITY
LOCAL
MUNICIPALIT
Y
PROJECT/PROGR
AMME DURATION
TOTA
L
BUDG
ET
EXPENDI
TURE TO
DATE
FROM
PREVIOU
S YEAR
MTEF FORWARD
ESTIMATES
CUR
REN
T
STAT
US
DATE
START
DATE
FINISH
2012/2013 2013/.2014 2014/2015
Construction of
Phokwane
library
Library and
Archives
Services
Construction of
library
Sekhukhun
e DM
Makhuduthamag
a
0 R8,000, 000 0
Upgrading of
Marble Hall
Library and
Archives
Services
Upgrading of
library
Sekhukhun
e DM
Marble Hall 0 R500,000 0

427
PROJECT
NAME
PROGRAMM
E NAME
PROJECT
DESCRIPTION/
TYPE OF
STRUCTURE
PROGR
AMME
DESCRI
PTION
DISTRIC
T
MUNICIP
ALITY
LOCAL
MUNICIPALIT
Y
PROJECT/PROGR
AMME DURATION
TOTA
L
BUDG
ET
EXPENDI
TURE TO
DATE
FROM
PREVIOU
S YEAR
MTEF FORWARD
ESTIMATES
CUR
REN
T
STAT
US
DATE
START
DATE
FINISH
2012/2013 2013/.2014 2014/2015
Upgrading of
Ohrigstad
Library and
Archives
Services
Upgrading of
library
Sekhukhun
e DM
Greater Tubatse 0 0 R500,000
Upgrading of
Atok library
Library and
Archives
Services
Upgrading of
library
Sekhukhun
e DM
Fetakgomo 0 0 0
Maintenance of
Groblersdal
library
Library and
Archives
Services
Maintenance of
library
Sekhukhun
e DM
Elias Motsoaledi 0 R250, 000 0
Maintenance of
Jane Furse
library
Library and
Archives
Services
Maintenance of
library
Sekhukhun
e DM
Makhuduthamag
a
0 0 R250, 000

428
PROJECT
NAME
PROGRAMM
E NAME
PROJECT
DESCRIPTION/
TYPE OF
STRUCTURE
PROGR
AMME
DESCRI
PTION
DISTRIC
T
MUNICIP
ALITY
LOCAL
MUNICIPALIT
Y
PROJECT/PROGR
AMME DURATION
TOTA
L
BUDG
ET
EXPENDI
TURE TO
DATE
FROM
PREVIOU
S YEAR
MTEF FORWARD
ESTIMATES
CUR
REN
T
STAT
US
DATE
START
DATE
FINISH
2012/2013 2013/.2014 2014/2015
Maintenance of
Patantswane
library
Library and
Archives
Services
Maintenance of
library
Sekhukhun
e DM
Makhuduthamag
a
0 0 R250 ,000
Maintenance of
Tubatse/Burgers
fort library
Library and
Archives
Services
Maintenance of
library
Sekhukhun
e DM
Tubatse 0 0 R250, 000
Maintenance of
Roosenekal
library
Library and
Archives
Services
Maintenance of
library
Sekhukhun
e D
Makhuduthamag
a
0 0 R250 ,000
Maintenance of
Ga-Phaahla
library
Library and
Archives
Services
Maintenance of
library
Sekhukhun
e DM
Makhuduthamag
a
0 0 R250, 000

429
PROJECT
NAME
PROGRAMM
E NAME
PROJECT
DESCRIPTION/
TYPE OF
STRUCTURE
PROGR
AMME
DESCRI
PTION
DISTRIC
T
MUNICIP
ALITY
LOCAL
MUNICIPALIT
Y
PROJECT/PROGR
AMME DURATION
TOTA
L
BUDG
ET
EXPENDI
TURE TO
DATE
FROM
PREVIOU
S YEAR
MTEF FORWARD
ESTIMATES
CUR
REN
T
STAT
US
DATE
START
DATE
FINISH
2012/2013 2013/.2014 2014/2015
Maintenance of
Fetakgomo
library
Library and
Archives
Services
Maintenance of
library
Sekhukhun
e DM
Fetakgomo 0 0 R250, 000
Maintenance of
Vlakfontein
library
Library and
Archives
Services
Maintenance of
library
Sekhukhun
e DM
Makhuduthamag
a
0 0 R250, R250, 000

430
10. ESKOM
PROJECT NAME BUDGET
YEAR
Zenzele 2013-
2014
Kgobokwane/Kgaphamadi 2013-
2014
Legolaneng 2013-
2014
Mmakola 2013-
2014
Vaalbank 2013-
2014
Mmotwaneng 2013-
2014
Toitskraal Agrcicultural 2013-
Holding
2014
Rathoke 2013-
2014
Phetwane 2013-
2014
Spitspunt 2013-
2014
Driefontein 2013-
2014
Leeufontein (Mosongo) 2013-
2014
Malebitsa 2013-
2014
Makgatle A 2013-
2014
FUNDI
NG
DoE
DoE
DoE
DoE
DoE
DoE
DoE
DoE
DoE
DoE
DoE
DoE
DoE
DoE
MUNICIPALITY
CODE & NAME
LIM472 Elias
Motsoaledi
LIM472 Elias
Motsoaledi
LIM472 Elias
Motsoaledi
LIM471 Ephraim
Mogale
LIM471 Ephraim
Mogale
LIM471 Ephraim
Mogale
LIM471 Ephraim
Mogale
LIM471 Ephraim
Mogale
LIM471 Ephraim
Mogale
LIM471 Ephraim
Mogale
LIM471 Ephraim
Mogale
LIM471 Ephraim
Mogale
LIM471 Ephraim
Mogale
LIM471 Ephraim
Mogale
DISTRICT
COUNCIL
DC47 Greater
Sekhukhune
DC47 Greater
Sekhukhune
DC47 Greater
Sekhukhune
DC47 Greater
Sekhukhune
DC47 Greater
Sekhukhune
DC47 Greater
Sekhukhune
DC47 Greater
Sekhukhune
DC47 Greater
Sekhukhune
DC47 Greater
Sekhukhune
DC47 Greater
Sekhukhune
DC47 Greater
Sekhukhune
DC47 Greater
Sekhukhune
DC47 Greater
Sekhukhune
DC47 Greater
Sekhukhune
PROVINCE PROJECT
TYPE
BUDGET (VAT INC) PLANNED
CONNECTIONS
LIMPOPO Household R1 930 500.00 143
LIMPOPO Household R2 025 000.00 150
LIMPOPO Household R1 124 785.10 83
LIMPOPO Household R823 500.00 61
LIMPOPO Household R440 000.00 20
LIMPOPO Household R308 000.00 14
LIMPOPO Household R220 000.00 10
LIMPOPO Household R1 282 500.00 95
LIMPOPO Household R283 500.00 21
LIMPOPO Household R351 000.00 26
LIMPOPO Household R904 500.00 67
LIMPOPO Household R1 065 460.00 60
LIMPOPO Household R1 427 741.95 121
LIMPOPO Household R1 847 237.60 87

431
PROJECT NAME
Maisela/Mahlabaphoko,M
apodi,Mapulaneng,Mashu
ng &Nkwana
Bogalatladi/Magololaneng
& Sefateng
Debeila/Mabopo,Magotwa
neng,Mashung./Tlakale,M
aswaneng,Mmashaku
India(Ga Maisela),
Malogeng, Malomanye
Makgalane/banareng/mok
upung
BUDGET
YEAR
2013-
2014
2013-
2014
2013-
2014
2013-
2014
2013-
2014
Mokutung 2013-
2014
Kgopaneng 2013-
2014
Maakubu 2013-
2014
Burgersfort ext 2013-
2014
Mamone Ph2 2013-
2014
Greater Komane 2013-
2014
FUNDI
NG
MUNICIPALITY
CODE & NAME
DISTRICT
COUNCIL
DoE LIM474 Fetakgomo DC47 Greater
Sekhukhune
DoE LIM474 Fetakgomo DC47 Greater
Sekhukhune
DoE LIM474 Fetakgomo DC47 Greater
Sekhukhune
DoE LIM474 Fetakgomo DC47 Greater
Sekhukhune
DoE LIM475 Greater DC47 Greater
Tubatse
Sekhukhune
DoE LIM475 Greater DC47 Greater
Tubatse
Sekhukhune
DoE LIM475 Greater DC47 Greater
Tubatse
Sekhukhune
DoE LIM475 Greater DC47 Greater
Tubatse
Sekhukhune
DoE LIM475 Greater DC47 Greater
Tubatse
Sekhukhune
DoE LIM473
DC47 Greater
Makhuduthamaga Sekhukhune
DoE LIM473
DC47 Greater
Makhuduthamaga Sekhukhune
PROVINCE PROJECT
TYPE
BUDGET (VAT INC) PLANNED
CONNECTIONS
LIMPOPO Household R6 075 000.00 450
LIMPOPO Household R2 227 500.00 165
LIMPOPO Household R432 000.00 32
LIMPOPO Household R3 569 257.83 251
LIMPOPO Household R15 191 684.67 813
LIMPOPO Household R3 529 890.00 221
LIMPOPO Household R4 171 500.00 309
LIMPOPO Household R7 222 500.00 535
LIMPOPO Household R2 146 500.00 159
LIMPOPO Household R 3 780 000.00 280
LIMPOPO Household R 4 104 000.00 304
R66 483 557.15 4 477

432
CHAPTER 6:
INTEGRATION
PHASE

433
6.1. STATUS OF SECTOR PLANS
Table 100: Policies/strategies
POLICY/PLAN/STRATEGY STATUS DATE APPROVED
Employment Equity Plan Adopted 2009
Workplace Skills Plan Adopted 2009
Retention Strategy Adopted 2009
PMS Adopted 2009
Human Resource Development Strategy Adopted 2005
Institutional Plan Draft Not Adopted
Spatial Development Framework Adopted 2004
Integrated Waste Management System Adopted 2007
HIV/AIDS Plan Adopted 2007
Health Plan Adopted 2009
LED Strategy Adopted 2007
Revenue Enhancement Strategy Draft Not Adopted
Risk Management Plan Draft Not Adopted
5 Year Investment Plan Draft Not Adopted
Communication Strategy Adopted 2005
WSDP Adopted 2005
Road Master Plan Adopted 2008
Tourism Strategy Adopted 2005
Water Master Plan Adopted 2007
Financial Plan Adopted 2010
Marketing Strategy Adopted 2009
Community Participation Plan Adopted 2005
Integrated Transport Plan Draft Not Adopted
6.2. SPATIAL RATIONALE
SPATIAL DEVELOPMENT FRAMEWORK (SDF)
The Sekhukhune District Municipality Spatial Development Framework was adopted in 2004
and reviewed in 2008. In terms of the Municipal Systems Act, an SDF is a component of an
IDP. The act requires that it be compiled to give effect to the IDP. It is a legal framework that is
desired to implement an IDP. It sets out objectives that reflect the desired spatial form of the
district.

434
The spatial development framework guides and informs all decision of the municipality relating
to land use development and land planning. It guides and informs the direction of growth, major
movement routes, special development areas and conservation of areas by:
• Indicating desired pattern of land use
• Addressing the spatial reconstruction of the location and nature of development in the
district.
• Providing strategic guidance in respect of the location and nature of development in the
district.
• Indicating where public and private land development and infrastructure development
should take place.
• Indicating desired or undesired utilization of space in a particular area within the district.
• Delineating urban edge.
• Identifying areas where strategic intervention is required.
• Indicating where priority spending is required from a district point of view/scale for
municipal but for district wide projects.
SDM has recently compiled a review of the SDF. The reviewed SDF is in place and has
identified the following spatial development objectives and principles:
• To actively protect, enhance and manage the natural environmental resources in
the municipality in order to ensure a sustainable equilibrium between the mining,
tourism and agricultural industries in the area.
• To optimally capitalize on the strategic location of the District by way of
strengthening internal and external linkages within provincial and regional
context.
• To utilize the natural environmental and cultural historic features in the District as
anchors from which to promote ecotourism and conservation.
• To maximally utilize the mining potential in the district by way of the development
of the Dilokong Corridor.
• To promote commercial farming and food production along the Olifants River and
Steelpoort River drainage systems in the District.
• To facilitate small scale and subsistence farming activities throughout the
remainder part of the municipal area.
• To promote industrial/commercial development in the District with specific
emphasis on agro-processing in the agricultural belt (Groblersdal), and
mining/ore-processing in the mining belt (Tubatse).
• To create a strong east-west movement/development corridor in the District
functionally linking the tourism precincts, mining belt and agricultural belt to one
another, and to the markets of Gauteng Province along the Moloto Corridor.

435
• To supplement the District east-west corridor by way of three functional northsouth
corridors:
- N11: Agriculture, Commerce
- R583: Institutional, Residential
- R33: Mining
· To ensure equitable access to social infrastructure and to promote Local Economic
Development by way of an evenly distributed range of Multi-Purpose Community
Centres to be established throughout the District.
• To consolidate the urban structure of the district around the highest order centres by
way of infill development and densification in Strategic Development Areas.
• To establish a functional hierarchy of towns and settlements in the District based on the
regional function and spatial distribution of these centres.
LAND USE MANAGEMENT SYSTEM (LUMS)
Land use management system is a permutation of tools and mechanisms developed together in
order to manage, control, influence and regulate the use of land. This system includes the IDP
with spatial development framework as its component that scales down to a land use scheme
and ultimately to the building plans. LUMS are put in place to effect a uniform system and
procedures for land development and land use management and addresses the plethora and
imbalances of the past.
SDM has initiated a LUMS project for its local municipalities. The draft LUMS are in place.
Promulgation of the LUMS has been hampered by the delay in the promulgation of the national
land use management bill that provides for regulation of land use management.
STATUS OF LAND USE MANAGEMENT SCHEMES IN SDM
MUNICIPALITY
Greater Tubatse LM
Ephraim Mogale LM
Elias Motsoaledi LM
Fetakgomo LM
Makhuduthamaga LM
LAND USE SCHEME
Draft Land Use Scheme; (Burgersford
town planning Scheme ( adopted 2006))
Draft Land Use Scheme
Draft Land Use Scheme (Groblersdal
Town planning Scheme (Adopted 2006))
Draft Land Use Scheme
Draft Land Use Scheme

436
6.3. BASIC SERVICE DELIVERY
INTEGRATED TRANSPORT PLAN (ITP)
The Sekhukhune District Municipality undertook a project to update the Integrated Transport
Plan (ITP) for its area of jurisdiction, whereby the final draft report was completed in March
2007. The report is still pending the Council approval. The ITP was prepared, as required in
terms of section 27 of the National Land Transport Transition Act, No.22 of 2000 (NLTTA), as
amended. The ITP attends to the public and private modes of transport, infrastructure, facilities
and services. The Integrated Transport Plan constitutes a transport sector input into the IDP
process.
For implementing the NLTTA, the Minister of Transport published the minimum requirements for
the preparation of the ITP (Government Gazette No. R25245 dated 1 August 2003). This
publication provides for the minimum requirements for the structure and contents of the ITP
document.
A data collection process preceded the ITP. The aim of that process was to gain an idea of the
current situation in the Sekhukhune District Municipality (SDM) in terms of transportation utility.
One of the data collection process is called the Current Public Transport Record (CPTR). The
final updated CPTR report was completed in November 2006. This included surveys of taxi
operations at taxi ranks.
Subsequently, the Operating Licensing Strategy, Rationalization Plan and Public Transport Plan
for the SDM were updated, and are components of the Integrated Transport Plan.
Further research was done into road infrastructure development plans and operational plans,
such as Road Safety, Travel Demand Management, freight and commodity flow data collection
and demographic data. The ITP and Land Development Objectives should be complementary.
The ITP indicates that SDM should focus its efforts and resources on the following strategic
components of transportation:
a) Capacity and Skills Development
· Training of officials in integrated transportation planning and land-use planning
· Recruitment of transport planners and engineers
· Procurement of consulting engineering services for consistent and continuous advice
and for undertaking ad hoc projects
b) Addressing the Service Backlog

437
· Motivate subsidized public transport coverage in the SDM with the objective of reducing
the cost of travel
· Install public transport infrastructure such as shelters, lay-bys and inter-modal facilities
· Upgrade the road infrastructure and the streets between residential and business nodes,
giving special attention to the Greater Tubatse Area.
c) Travel Demand Management (TDM)
· Manage congestion through TDM measures such as signalization, bus lanes, reversible
lanes in urban areas and the upgrading of intersections
· Develop a non-motorized transport plan and implement projects.
d) Road Safety
· Develop a Central Communications Centre for incident management
· Perform road safety audits
· Address hazardous locations
· Motivate law enforcement at strategic locations
e) Conduct Education and Communication Campaigns
The way forward is to submit motivations for the prioritized projects in the Integrated Transport
Plan (ITP) and the Integrated Development Plan (IDP). The construction and maintenance of
public transport facilities and roads are in most cases labour-intensive, and are appropriate
mechanisms to promote job creation.
INTEGRATED WASTE MANAGEMENT PLAN (IWMP)
The Sekhukhune District Municipality has developed the integrated Waste Management Plan
that is waiting for approval by Council. The purpose of this Integrated Waste Management Plan
(IWMP) is to enable Sekhukhune to progressively develop an Integrated Waste Management
System (IWMS) capable of delivering waste management services to all households and
businesses.
Implementation requires that Sekhukhune move away from traditional “end of pipe” solutions
(the dominant practice in South Africa) that focus on waste after it has been generated:
Collection – Transport – Land-filling.
National policy requires municipalities to implement an IWMS where the focus is on prevention
and minimization of waste, recycling of waste and treatment that is able to reduce the potential

438
harmful impacts of waste. Only after these efforts, should remaining waste be disposed of at a
landfill.
Integrated Waste Management is based upon waste generators acting responsibly by
separating their waste at source (the point of generation) and then properly recycling, storing
and disposing of the different parts of the waste. Government must ensure that there is waste
management service delivery system providing a network of collection and disposal options so
that generators can effectively exercise their responsibilities. Thus, Integrated Waste
Management combines personal responsibility with government service delivery. Appropriate
education and training is required for everyone.
A key element of the IWMS is home use of organic waste (composting or animal feed) as this
eliminates the need for collection, transport, treatment and disposal of as much as 50% of the
waste stream.
Non-organic recyclable material, when separated at source has higher value, is more easily
routed to end users and can be recovered at a far higher efficiency rate than when it is
salvaged at a landfill site. In the IWMS will create new forms of safe employment with better
remuneration while education and training enables salvagers to take advantage of new career
path.
Alternative solutions
The Feasibility Study describes two options for the waste management system in Sekhukhune.
Only option 2 contains key elements for an IWMS. Option 1 presents a strategic with “end of
pipe” services and shows the potential costs of waste management in Sekhukhune without
incorporating integrated strategies.
An overview of all options is shown in the table 78 below.
Table 101: Strategy Options
Core elements Waste Management Strategy Integrated strategies
Collection Transport Disposal Recycling Treatment

439
Option 1 House to
house
service
provided by
the
Municipality
Operation of
collecting
points and
transport with
trucks and
donkey cards
(rural areas)
provided by
the
Municipality
Rehabilitation
and/or operation
of 7 landfill sites
according to
DWAF’s MR
Rehabilitation
and closure of
15 dumpsite
On the
landfills by
private
contractors
No
composting
MBWT may
be
considered
Overview of feasibility options
These projects have two fundamental economic flaws:
Income is derived from the sale of salvaged recyclables only. The value gained by the
municipality in reduced land fill costs is not seen as linked to the project and the salvagers do
not receive any portion of this value.
In end of pipe salvaging, waste is first mixed at source and then transported by the municipality
to the land fill where it then has to be separated and transported once again.
The added costs significantly reduce the revenue available to the salvagers.
INTEGRATED ENVIRONMENTAL MANAGEMENT PLAN (IEMP)
The Sekhukhune District Municipality has drafted the Integrated Environmental Management
Plan that is waiting to be approved by Council. The Integrated Environmental Management Plan
(IEMP) is a plan with a holistic framework that can be embraced by all sectors of society for the
assessment and management of environmental impacts and aspects associated with an activity
for each stage of the active life cycle, taking into consideration a broad definition of environment
and with the overall aim of promoting sustainable development.
The founding principles of the IEMP are the following:
· Integrated approach.
· Informed decision making.
· Holistic decision making
· Alternative options.

440
· Continual improvement.
· Community empowerment.
· Equity.
· Accountability and responsibility.
· Adaptation.
· Dispute Resolution.
· Global Responsibilities.
· Environmental Justice.
· Institutional Co-ordination.
· Polluter Pays.
This document is not yet approved by Council. To avoid long term accumulated negative effect,
the District has started implementing some of the recommendations mentioned in the
document. The plan is developed from the involvement of interested and affected parties as
well as the responsible authority in ensuring the protection of its citizens while taking forward
economic development. It should be emphasized that consultation with the other regulatory
authority and sectors is pivotal in ensuring association with the plan for proper integration.
The SDM IDP, Limpopo State of the Environment Report, Limpopo Employment, Growth and
Development Plan (LEGDP) and the IDPs of the five Local municipalities (which are under the
direct control of the District) provided the framework for the development of this three-year
(2001-2010) Integrated Environmental Management Plan (IEMP).
The development of this plan was based on the following protocol:
- Identification of the environmental activities and priorities performed by sectors of the
municipality and its five local municipalities.
- Clustering of common functions.
- Setting of goals and objectives.
- Documentation of strategies.
- Identification and development of the environmental programmes.
- Development of projects.
- Development of the management strategy for all the levels of the projects.
- Identification of role players.
This IEMP has set the basis upon which the development of the SDM environmental policy and
the SDM State of Environmental Report is formulated. This policy will be important in guiding
the other ecosystems plans.
AIR QUALITY MANAGEMENT PLAN (AQMP)

441
The Sekhukhune District Municipality (SDM) in line with the Department of Economic
Development, Environment and Tourism in the Limpopo Province (LEDET) has developed a
Draft Air Quality Management Plan (AQMP) for the SDM.
The overall goal with the Plan is to manage, reduce and/or eliminate the generation and
significant negative environmental impact(s) of all known air pollutants in their area of
jurisdiction.
The AQMP will be used to reform the by-laws regulating air quality in order to protect the quality
of the air in the SDM and to minimize the impact of air pollution emissions on neighbouring
districts, yet allowing ecologically sustainable and justifiable economic and social development.
By compiling an AQMP, the SDM will comply with the relevant requirements of the National
Environmental Management Air Quality Act 39 of 2004.
The object of the National Environmental Management Air Quality Act 39 of 2004 is;
(A) To protect the environment by providing reasonable measures for –
(i)
(ii)
(iii)
(B)
The protection and enhancement of the quality of air in the
Republic;
The prevention of air pollution and ecological degradation; and
Securing ecologically sustainable development while promoting justifiable economic
and social development; and
Generally to give effect to Section 24(b) of the Constitution in order to enhance the
quality of ambient air for the sake of securing an environment that is not harmful to the
health and well-being of people.
The specific objectives of generating this Plan are to:
· Ensure the identification of significant air pollutants;
· Control the emission of air pollutants;
· Implement planned Air Quality Management strategies;
· Achieve acceptable air quality levels throughout SDM;
· Promote a clean and healthy environment for all citizens within SDM;
· Minimize the negative impacts of air pollution on health and the environment; and
· Promote the reduction of greenhouse gases so as to support the district's climate
change protection programme.
WATER SERVICES DEVELOPMENT PLAN (WSDP)

442
Residential consumers of water:
· 42% of Rural consumer units are below the RDP standard;
· 100% of Rural farmland units are estimated to be below the RDP standard;
· Although no reliable information is available it is estimated that 90% of rural scattered
and 2
· 0% of rural dense consumer units are below the RDP standard.
· Residential consumers of sanitation
The following situation exists within rural areas:
· Rural Dense: 40% below the RDP standard;
· Rural Village: 75% below the RDP standard;
· Rural Scattered: 90% below the RDP standard;
· Rural Farmland: 95% below the RDP standard.
Future trends and goals:
· The goal of the Sekhukhune WSA is to provide everyone with an adequate and reliable
supply of water and to manage the water supply services in an affordable, equitable and
sustainable manner.
· The target is that 30% of the RDP backlog in water supplies and 50% O and M
deficiencies are to be eliminated by Dec 2008. 100% coverage should be achieved in
2012.
· The sanitation target is to eliminate 30% of the backlog by 2010, 50% by 2015 and
100% by 2016.
· VIP latrines (properly designed and constructed including fly-screens) will be the
standard solution to sanitation for most consumers outside the defined Growth Points,
including low cost housing schemes.
· The RDP backlog and O and M deficiencies in water-borne sanitation systems are to be
eliminated by Dec 2008 and on-site dry installations, VIP latrines, are to be provided to
all households by Dec 2016.
· On-site monitoring of Groundwater is to be instituted on all Groundwater Supply
Schemes that have on-site sanitation by 2015.
Strategic Gap Analysis
· Monitoring of water supply quality is to be introduced on all schemes. Data to be
collected on a Sub-Scheme basis. Little or no data is currently available.

443
· Ground water quality is to be implemented on all groundwater schemes where there is
on-site sanitation (dry or wet). No data is currently available.
· Lack of a single data base for water schemes.
· Groundwater data being held up due to non – submission of GRIP data base.
· Transfer of Schemes and ex. DWAF staff to WSA and local Wasps is proving to be
problematic, due in part to an oversupply of unskilled operational personnel on the one
hand and a shortage of skilled personnel, engineers, technicians and scientists on the
other.
· Shortage of engineers and technicians to design, implement, manage, monitor and
evaluate schemes.
Implementation Strategy
· An O and M budget allocation for on-going refurbishment and defective and badly
maintained infrastructure has been allowed.
· Focus will be placed on labour-intensive construction methods for refurbishment,
maintenance and water supply projects.
· A water demand management programme is to be initiated.
· The sanitation programme to be increased to meet the sanitation targets of 13 068 units
per year.
· Abstraction rates and water quality to be monitored for all groundwater resources.
· Effective control of discharges from all WWTW within SDM to be developed and
initiated.
· A management model to be developed for the 605 villages, over 40 sub-water scheme
areas and thousands of boreholes within the SDM. The fundamental approach for SDM
must be decided within the Section 78 process.
DISASTER MANAGEMENT PLAN (DMP)
The Sekhukhune District Municipality has adopted the Disaster Management Plan in 2007 and
reviewed it in 2010. The main purpose of the Disaster Management Plan (DMP) is inter alia to
implement appropriate disaster risk reduction measures to reduce the vulnerability of
communities and infrastructure at risk. The DMP is in line with national policy (National
Disaster Management Framework), which requires the following:
· The compilation of a Disaster Management Framework (policy).
· The execution of a detailed disaster hazard, vulnerability and risk assessment.
· The compilation of disaster risk reduction measures.
· The compilation of appropriate Standing Operating Procedures (SOP’s).
· Establishment of a District Disaster Management Centre (DDMC).

444
· Establishment of a Disaster Management Advisory Forum.
· Capacity Building, training and awareness programmes.
Hence, to accommodate the above-mentioned requirements, the DMP for Sekhukhune District
Municipality (SDM) comprises various plans, namely;
· District Disaster Management Framework (policy).
· Disaster Hazard, Vulnerability and Risk Plan.
· Disaster Risk Reduction Plan.
· Disaster Response and Recovery Plan (SOP’s and checklists).
· District Disaster Management Centre Plan.
· Guidelines to establish the Disaster Management Advisory Forum and Volunteer
Contingent
6.4. LOCAL ECONOMIC DEVELOPMENT
LOCAL ECONOMIC DEVELOPMENT STRATEGY
The Sekhukhune District Municipality has adopted its strategy in 2004 and reviewed it in 2007.
This plan is based on identified development needs, opportunities and comparative advantages
of the area, and guides the District Municipality to create and facilitate economic development,
unlock the latent economic development potential, encourage private sector investment and job
creation.
The plan is to be used as a tool by the District Municipality to ensure the dedicated and effective
utilization of available resources to promote local economic development in a proactive and
dynamic manner.
Implementation of this LED strategy urges (1) the need to establish the proposed institutional
drivers. These establishments need to be accompanied by (2) a political ambition to ensure
success. This ambition can be initiated and developed through the inclusion of all interested
and affected parties, stakeholders and role players during the planning and implementation
phases. By including all of these (3) a political will, interest and communication are stimulated
which, all together will contribute to the success of the strategy.
Another important aspect for successful implementation is (4) to ensure that all involved take
ownership of the programmes and projects. Without the taking of ownership of a programme
and/or project, success cannot be seen at the end of the tunnel. It is also important (5) to
incorporate the monitoring and evaluation elements of the strategy into the performance

445
management system of the Sekhukhune District Municipality, to ensure accountability and
responsibility for implementation and eradicate potential conflicts.
6.5. GOOD GOVERNANCE AND PUBLIC PARTICIPATION
PERFORMANCE MANAGEMENT FRAMEWORK
Introduction
The Sekhukhune District Municipality has adopted its Performance Management
system in 2008 and reviewed it in 2009/10 financial year. The Sekhukhune District
Municipality has institutionalized the Culture of Performance Management among
its Political Office Bearers, Councillors and its Administration. This has ensured
that the service delivery is administered in an economical, effective, efficient and
accountable manner.
Performance Management System and the IDP process are seamlessly integrated. Whereas
the IDP fulfills the planning stage, Performance Management in turn fulfills the implementation,
management, monitoring and evaluation of the IDP.
It is critical to note that PMS should provide a mechanism and facilitate an increased
accountability between the following role players:
· The Community and the Municipal Council
· The Political and Administrative components of SDM.
· Each department and the office of the Municipal Manager
Furthermore, PMS does facilitate learning and improvements by outlining the approaches bring
the desired impact to enable SDM improve delivery. Also that PMS forms the basis for
Monitoring, Evaluation and Improving IDP implementation.
PMS provides early warning diagnostic signals of the potential risks that are likely linked to
implementation of the IDP. Such timeous information on risks enables facilitation of
interventions.
Principles of PMS
The following principles have successfully been the core foundation of PMS processes:
Table 102: Principles of PMS

446
Principle
Ownership and Support
Participatory
Linkage/Integration
Compatibility
Alignment
Fair and objective
Decision making
Politically Driven
Roles and Responsibilities
Intervention
The PMS should be owned by the municipality
and supported by other spheres of government.
The system must place the SDM community at
the centre of local government processes
Performance Management system must be
linked to the IDP Framework. PMS and IDP
complement each other, therefore PMS
planning phase must occur within the
IDP/Budget planning phase.
The PMS must be developed and implemented
within available capacity and resources. It must
be user-friendly enabling the municipality to
manage it within its existing institutional and
financial resources.
The system must align to other municipal
activities and allow for joint responsibility and
accountability.
Performance management will be founded on
fairness and objectivity in the recognition of
poor or good performance.
PMS decision making processes will not be
used to victimize or give an unfair advantage to
an individual or group of people.
The political principals must buy in and
participate and take a lead in development and
implementation of the system.
The following are Roles and Responsibilities of various stakeholders critical to the
implementation of PMS and are outlined as follows:
Table 103: Roles and responsibilities of various stakeholders in PMS
Stakehold Planning Implementation Monitoring & Reviewing Reporting
ers
Analysis
Executive 1. Facilitate
1. Receive monthly 1. Review 1. Report on
Mayor development
reports on performance organizational
of IDP and
implementation of of MM performance to the
PMS
PMS
quarterly Council
Municipal 1. Assign 1. Oversee 1. Evaluate reports 1. Use audit 1. Submit

447
Manager overall
planning of
PMS
2. Manage
development
of
departmental
managers
performance
management
systems,
3. Manages
development
of
subordinate’s
performance
management
systems.
IDP 1. Co-ordinate
COMMITT and manage
EE PMS
2. Report to
Council on
PMS
3. Assign PMS
responsibility
to MM.
Staff 1. Participate
in developing
Departmental
plans.
2. Participate
in developing
own
performance
measurement
implementation
of PMS
alignment with
other systems.
2. Manage
implementation
of subordinate
performance
measurement
systems.
1. Execute
individual plans
from HODs.
2. Propose
adjustment on the
basis of report.
3. Identify
underperformance
in respect of
department and
employee
performance.
1. Report on
performance to line
managers.
report to
evaluate
performance.
2. Assess
performance
according to
plans.
3. Propose
measures for
improvement.
4. Assess
subordinates
performance
quarterly.
1. Receive
reports from
internal audit
committee.
2. Make
recommendati
ons based on
the reports.
1. Participate
in review of
departmental
plans and
own
performance
and make
necessary
adjustment.
Performance
reports to:
-Council
-Council
Committee
- Community, on
annual basis.
1. Receive
quarterly and
annual reports and
make
recommendations
to management.
1. Submit reports
on performance to
line managers.
2. Receive reports
on
own
performance from
Departmental
managers.

448
Council
Committe
e
Council
Internal
Audit
Committe
e
1. Make inputs
in divisional
plans
2. Responsible
for public
participation
1. Assign PMS
responsibility
to IDP
committee.
2. Adopt PMS
Framework,
Indicator and
Set targets.
3. Ensure PMS
is in line with
IDP
1. Appoint Audit
Committee.
2. Monitor
Municipal
Performance.
1. Develops
reporting
procedures.
1. Review
divisional
plans
2. Participate
in quarterly
review of
committees.
1. Review
Municipal
Performance
reports and
make
recommendati
ons on
performance
of
departments,
MM, and
Executive
Mayor, and
Executive
Committee.
Assess:
1.
Functionality
of PMS.
2. PMS
complies with
the Act.
3. Reliability
in measuring
performance.
4. Audit
performance
measurement
of
municipality.
1. Receive
departmental
reports.
2. Receive
performance
reports from MM.
3. Make
recommendations
to council.
1. Submit annual
report to Auditor
General/ MEC.
2. Receive reports
from MM.
3. Receive reports
from performance
audit committee.
1. Submit reports
to performance
audit committee,

449
Audit
Committe
e
Auditor
General
1. Develop
reporting
procedures and
formats.
2. Develop code of
conduct for its
members.
1. Ensures legal
compliance.
1. Receives
reports from
the internal
audit
committee.
2. Make
comments on
reports.
1. Submit reports
to the council.
1. Receives
annual reports.
2. Represented in
the council when
annual report is
adopted.
Accountability structure during the review process
Table 104: Accountability structure during the review process
Lines of Accountability
Review Role/Input
Supervisor and Municipal Manager
Review performance of employees reporting
directly to them (quarterly)
Line/Functional Managers Review performance of their respective
functional areas(Monthly)
Standing/Portfolio Committees
Executive Management (Section 57)
Teams
Executive or Mayoral
Council
The Public
Manage and review performance of sectors
and function respective to their portfolios.
Review performance of the organization
constantly(monthly)
Review performance of the administration
Review the performance of the Municipal
Council, Its Committees and the
Administration.
Review the performance of the Municipality
and Public representatives (Councilors).

450
It is critical to note that Organizational Performance is integrally linked to that of the staff and
Council performance. The two cannot exist independently without concerted and aligned PMS
processes. The relationship between staff performance and Council performance starts from
the planning, implementation, monitoring up to review of PMS.
PUBLIC PARTICIPATION FRAMEWORK
The public participation policy framework has been adopted by Council and is reviewed
annually. The objectives of the policy are as follows;
· Meet the legal requirements around community participation that are spelled out in the
Municipal systems Act No. 32 of 2000.
· Build an open, transparent and accountable system of governance.
· Develop a culture of community participation through creating conditions for local
communities to participate in the affairs of the municipality.
· Assist vulnerable groups to participate effectively in the system of local government.
· Provide clear, sufficient and timeous information concerning community participation to
communities.
· Communicate decisions of Council.
· Communicate public notices of meetings for communities in a manner that promotes
optimal public participation.
· Set up systems and mechanisms that will ensure compliance with regulations and
guidelines that may be issued from National or Provincial Government.
The Public Participation policy framework spells out the roles and responsibilities of;
· Council,
· Executive Mayor,
· The Speaker,
· Portfolio and Standing Committees,
· Ward Councilors,
· Management and Administration,
· The Public (Ward Committees) and
· Community Development Workers
6.6. FINANCIAL VIABILITY
The following budget related policies were also reviewed alongside the budget:
1. Tariff policy and structure
2. Indigent policy

451
3. Free Basic Water policy
4. Credit control and debt collection policy
5. Investment and cash management policy
6. Asset management policy
7. Funding and reserve policy
Water and Sanitation Tariff Policy 2013
Purpose:
· To set clear guidelines in the identification of responsibility for the setting and
implementation of a tariff policy for the Municipality;
· To set guidelines for the identification of different categories of users;
· To set guidelines for the determination of tariffs for the different categories of users and
services rendered;
· The policy will further lay down the broad principles, which will result in the adoption of a
by-law for the implementation and enforcement of the Tariff Policy. Service tariffs
imposed by the municipality shall be viewed as user charges and shall not be viewed as
taxes.
Scope of the policy
• The policy is applicable to water and sanitation services provided by Sekhukhune
District Municipality
• This policy is also applicable to all sundry tariffs as provided for in the Schedule of
Tariffs of the Municipality.
Free Basic Water Policy
The purpose of the policy is to outline the Free Basic Water Policy for SDM area of jurisdiction.
As part of government strategy to alleviate poverty in South Africa a policy for the provision of a
free basic level of services has been introduced. In response to this commitment, the
Department of Water Affairs and Forestry (DWA) commenced the implementation of phase 1 of
a national free basic water strategy in February 2001. The free basic water policy is not new to
the South African water sector. Indeed, in terms of the Water Services Act 108 of 1997,
provision was made for those people who cannot afford to pay for a basic water supply.
The primary intention of the policy is to ensure that no one is completely denied access to a
water supply because they are unable to pay for the water service. Underlying this policy is a

452
recognition that the supply of water at a ‘basic’ level assists in alleviating poverty, improves
community health and frees women from time wasted on carrying water.
Indigent Policy 2013
Objective
Because of the level of unemployment and subsequent poverty in the municipal area, there are
households which are unable to pay for normal municipal services. The municipality therefore
adopts this indigence management policy to ensure that these households have access to at
least basic municipal services, and is guided in the formulation of this policy by the national
government’s policy in this regard.
Criteria for identification as indigent:
- Households where verified total gross monthly income of all occupants over 18 years of
age does not exceed the pension grant as determined by the government.
- The threshold for qualifying as an indigent in a single household where more than two
occupants receives old age pension grants shall be the twice old age grant determined
by the government.
- Any occupant or resident of the single household referred to above does not own any
property in addition to the property in respect of which indigent support is provided
- The account of a deceased estate may be subsidised if the surviving spouse or
dependents of the deceased who occupy the property, also apply and qualify for
indigent support.
- For a household to qualify for subsidies or rebates on the major service charges (see
part 3 below), the registered indigent must be the fulltime occupant of the property
concerned, may not own any other property, whether in or out of the municipal area.
- Child welfare grants are exempted as part of total income per household as the child is
under 18 years of age.
Application of the policy
· The subsidies on the specified service charges will be determined as part of each
annual budget and in terms of the municipality’s policies on tariffs
· In respect of water, a 100% subsidy up to 6kl per household per month including basic
charge will apply, however, if consumption exceeds 6kl per metering period (month) the
consumer will be charged at normal tariffs for actual consumption on the quantity
exceeding 6kl plus basic charge.
· In respect of sewerage charges, the relief granted shall not be less than a rebate of 50%
on the monthly amount billed for the service concerned.

453
Credit Control and Debt Collection Policy
Objectives:
‣ The Council of SDM, in adopting this policy on credit control and debt collection,
recognises its constitutional obligations to develop the local economy and to provide
acceptable services to its residents.
‣ It simultaneously acknowledges that it cannot fulfil these constitutional obligations
unless it exacts payment for the services which it provides and for the taxes which it
legitimately levies – in full from those residents who can afford to pay, and in
accordance with its indigency relief measures for those who have registered as
indigents in terms of the council’s approved indigency management policy.
‣ Ensure that all money due and payable to SDM in respect of fees for services,
surcharges on such fees, charges, tariffs, interest which had accrued on any amounts
due and payable in respect of the foregoing and any collection charges are collected
efficiently and promptly.
Funding and Reserve Policy
The funding and reserve policy is aimed at ensuring that the municipality has the sufficient and
cost effective funding in order to achieve its objectives through the implementation of its
operating and capital budgets. This policy aims to set guidelines towards ensuring financial
viability over both the short and long term which includes reserves requirements.
The policy shall apply to the Council and all officials who have formal, administrative duty to
prepare, manage and control the municipality’s budget and expenditure.
Asset Management Policy
The objectives of Asset Management Policy can be summarised as follows:
- To ensure effective and efficient control, utilization, safeguarding and management of
SDM’s property, plant and equipment
- To ensure that asset managers are aware of their responsibilities in regards to property,
plant and equipment
- To set out the standards of physical management, recording and internal controls to
ensure property, plant and equipment are safeguarded against loss or utilization
- To specify the process required before expenditure on property , plant and equipment in
SDM including:

454
• The criteria to be met before expenditure can be capitalised as an item of property,
plants and equipment
• The criteria for determining initial costs of different items of property, plant and
equipment
• Classification of property, plant and equipment
The utilization and management of property, plant and equipment is the prime mechanism by
which a municipality can fulfil its constitutional mandates for: delivery of sustainable services,
social and economic development, promoting safe and healthy environment, providing the basic
needs to the community.
Investment and cash management policy
The Council of SDM is the trustee of public revenues, which it collects, and it therefore has an
obligation to the community to ensure that the municipality’s cash resources are managed
effectively and efficiently. Therefore the council has to invest the revenues knowledgeably and
judiciously. The aim of the policy is therefore to gain an optimal return on investment, without
incurring undue risks, during those periods when cash revenues are not needed for capital or
operational purposes. The effectiveness of the policy is dependent on the SDM’s cash
management program which must identify the amounts surplus to the municipality’s needs. All
monies due to SDM must be collected as soon as possible, either on or immediately after the
due date and banked on a daily basis.
Supply Chain Management Policy
All procurement policies (including those addressing preferential procurement), procedures and
practices must be consistent with legislative requirements, in particular part 1 of chapter 11 and
other provision of the MFMA. The SCM policy is implemented in the context of the MFMA of
2003 and SCM regulations, read together with the Constitution, preferential procurement policy
framework Act of 2000, and the BBBE Act of 2003. The principal objective of the policy is to
provide guidelines, governing processes and procedures within the supply chain management:
- Procuring goods and services
- Disposing goods, assets and immovable property no longer needed
- Selecting contractors to provide assistance in the provision of municipal services other
than that where Chapter 8 of the Municipal Systems Act applies

455
ANNEXURE A
SERVICE DELIVERY AND BUDGET
IMPLEMENTATION PLAN (SDBIP) 2013/2014

456
SERVICE DELIVERY AND BUDGET IMPLEMENTATION PLAN 2013/2014 FOR
SEKHUKHUNE DISTRICT MUNICIPALITY
Section 14 (2) and (3) Municipal Budget and Reporting Regulations 2008 states:
“when complying with section 68 of the Act, the Municipal manager must submit the draft
Municipal Service Delivery and Budget Implementation Plan to the Mayor together with annual
budget to be considered by the Mayor for tabling in terms of section 16 (2) of the Act”
It further states:
“for effective planning and implementation of the annual budget, the draft municipal service
delivery and budget implementation plan may form part of the budget documentation and be
tabled in the municipal council if so recommended by budget steering committee”
Sekhukhune District Municipality has prepared the draft SDBIP for 2013/2014 in line with the
Local Government Municipal Finance Management Act, 2003 (Act no.56 of 2003)
The SDBIP has been prepared in line with the Local Government National Key Performance
Areas as follows:
· Basic Service Delivery and Infrastructure
· Financial Viability
· Local Economic Development
· Good Governance and Public Participation
· Institutional Development and organisational transformation
· Spatial Rationale
Section 9 (2) (a) of the Municipal Planning and Performance Management Regulations, 2001
states:
“In setting key performance indicators, a municipality must ensure that
(a) Communities are involved
(b) Key performance indicators inform the indicators set for
(i)
(ii)
All its administrative units and employees; and
Every municipal entity and service provider with whom the municipality has
entered into service delivery agreement.

457
(iii)
Institutional Development and Transformation 2013 - 2014 SDBIP
KPA 1: Institutional Development and Transformation
IDP
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10
interns
10
bursaries
(5
internal +
5
external)
10
learners
(2Human
Resourc
es, 2 IT,
2
Technica
l
Services,
2
Finance
And 2
Commun
ications)
0 5 5 0 Memo
of
approv
ed
bursar
y
holder
s and
award
letters
to
applica
nts
0 5 5 0 learner
ship
contra
cts
30 0 30 0 0 mentor
ship
reports
R 4
000
000
E-
Sha
re
E-
Sha
re
E-
Sha
re
Capable
workforc
e
improve
d
employa
bility
improve
d
employa
bility

458
(iii)
Institutional Development and Transformation 2013 - 2014 SDBIP
KPA 1: Institutional Development and Transformation
IDP
REF
NO.
STRA
TEGIC
PROJ
ECTS
SUB-
PROJEC
TS
OBJE
CTIVE
S
OUTPUTS
OUTCOME : A SKILLED AND CAPABLE WORKFORCE
INP
UTS
PERFRO
MANCE
INDICAT
ORS
CUST
ODIA
N
2012/
2013
BASE
LINES
2013/201
4
TARGET
S
Q
1
Q
2
Q
3
Q
4
EVIDE
NCE
BU
DG
ET
FU
ND
ER
IMPACT
S
ODT/0
04/201
3-2014
ODT/0
05/201
3-2014
ODT/0
06/201
3-2014
Learners
hip
program
me
Recogniti
on of
Prior
Learning
(RPL)
Adult
Educatio
n and
Training
(AET)
qualificatio
n
qualificatio
n
qualificatio
n
ncial
reso
urce
s
Hum
an
and
Fina
ncial
reso
urce
s
Hum
an
and
Fina
ncial
reso
urce
s
Hum
an
and
Fina
ncial
reso
urce
s
Percenta
ge of
learnersh
ip
program
mes
impleme
nted
Number
of
employe
es
subjecte
d to RPL
Number
of
employe
es
subjecte
d to AET
Servic
es
Direct
or
Corpo
rate
Servic
es
Direct
or
Corpo
rate
Servic
es
Direct
or
Corpo
rate
Servic
es
178
learne
rs
No
baseli
ne
No
baseli
ne
100% 10
0
%
10
0
%
10
0
%
10
0
%
Annual
Trainin
g
Report
50 0 25 25 0 Annual
Trainin
g
Report
50 0 50 0 0 Annual
Trainin
g
Report
E-
Sha
re
E-
Sha
re
E-
Sha
re
capable
workforc
e
improve
d
employa
bility
literacy
and
numerac
y

459
(iii)
Institutional Development and Transformation 2013 - 2014 SDBIP
KPA 1: Institutional Development and Transformation
IDP
REF
NO.
STRA
TEGIC
PROJ
ECTS
SUB-
PROJEC
TS
OBJE
CTIVE
S
OUTPUTS
OUTCOME : A SKILLED AND CAPABLE WORKFORCE
INP
UTS
PERFRO
MANCE
INDICAT
ORS
CUST
ODIA
N
2012/
2013
BASE
LINES
2013/201
4
TARGET
S
Q
1
Q
2
Q
3
Q
4
EVIDE
NCE
BU
DG
ET
FU
ND
ER
IMPACT
S
ODT/0
07/201
3-2014
ODT/0
08/201
3-2014
Capacity
Building
(Skills
Program
me)
Skills
Indaba
certificate
of
competenc
e
training
plan
Hum
an
and
Fina
ncial
reso
urce
s
Hum
an
and
Fina
ncial
reso
urce
s
percenta
ge skills
program
me for
employe
es
impleme
nted
Percenta
ge
achieve
ment for
undertaki
ng skills
indaba
Direct
or
Corpo
rate
Servic
es
Direct
or
Corpo
rate
Servic
es
No
baseli
ne
100%
skills
program
me
impleme
nted
0% 100%
skills
indaba
undertak
en
(1.conce
pt
documen
-25%,
2.stakeh
older
mobilisati
on-25%,
3.indaba
logistics-
50%)
10
0
%
25
%
10
0
%
25
%
10
0
%
50
%
10
0
%
Annual
Trainin
g
Report
Exit
report
E-
Sha
re
E-
Sha
re
improve
d
producti
vity
informed
public

460
(iii)
Institutional Development and Transformation 2013 - 2014 SDBIP
KPA 1: Institutional Development and Transformation
IDP
REF
NO.
STRA
TEGIC
PROJ
ECTS
SUB-
PROJEC
TS
OBJE
CTIVE
S
OUTPUTS
OUTCOME : A SKILLED AND CAPABLE WORKFORCE
INP
UTS
PERFRO
MANCE
INDICAT
ORS
CUST
ODIA
N
2012/
2013
BASE
LINES
2013/201
4
TARGET
S
Q
1
Q
2
Q
3
Q
4
EVIDE
NCE
BU
DG
ET
FU
ND
ER
IMPACT
S
ODT/0
09/201
3-2014
ODT/0
10/201
3-2014
ODT/0
11/201
3-2014
Occup
ational
Health
and
Safety
(OHS)
Workplac
e Skills
Plan(WS
P)/Annua
l Training
(ATR)
Occupati
onal
Health
and
Safety
To
ensure
sound
knowle
dge
base
and
accoun
tability
To
promot
e a
healthy
and
safe
workin
g
enviro
nment
WSP
ATR
Healthy
work
spaces
Hum
an
and
Fina
ncial
reso
urce
s
Hum
an
and
Fina
ncial
reso
urce
s
Hum
an
and
Fina
ncial
reso
urce
s
Percenta
ge
develop
ment of
WSP
Percenta
ge
compilati
on of
ATR
Percenta
ge
review of
OHS
Policy
Percenta
ge
establish
ment of
Safety
Direct
or
Corpo
rate
Servic
es
Direct
or
Corpo
rate
Servic
es
Direct
or
Corpo
rate
Servic
es
Direct
or
Corpo
rate
Servic
2012/
2013
WSP
submit
ted
2011/
2012
ATR
submit
ted
100% (1.
data
gathering
-50%, 2.
compilati
on-20%,
3.
consultat
ion-25%,
4.
submissi
on-5%)
0
%
100% 0
%
100% 10
0
%
100% 10
0
%
50
%
0
%
0
%
0
%
50
%
0
%
0
%
0
%
0 Proof
of
service
10
0
%
0
%
0
%
Proof
of
service
Counci
l
resoluti
on
Commi
ttee
establi
shmen
t report
R
600
000
E-
Sha
re
E-
Sha
re
E-
Sha
re
E-
Sha
re
enhance
d
planning
improve
d
producti
vity
institutio
nalised
safety
culture
institutio
nalised
safety
culture

461
(iii)
Institutional Development and Transformation 2013 - 2014 SDBIP
KPA 1: Institutional Development and Transformation
IDP
REF
NO.
STRA
TEGIC
PROJ
ECTS
SUB-
PROJEC
TS
OBJE
CTIVE
S
OUTPUTS
OUTCOME : A SKILLED AND CAPABLE WORKFORCE
INP
UTS
PERFRO
MANCE
INDICAT
ORS
CUST
ODIA
N
2012/
2013
BASE
LINES
2013/201
4
TARGET
S
Q
1
Q
2
Q
3
Q
4
EVIDE
NCE
BU
DG
ET
FU
ND
ER
IMPACT
S
Committ
ees
es
ODT/0
12/201
3-2014
ODT/0
13/201
3-2014
Emplo
yee
Assista
nce
Progra
mme
(EAP)
Compen
sation for
Occupati
onal
Injuries
and
Disease
Act
(COIDA)
EAP
Framewo
rk
To
promot
e a
healthy
and
safe
workin
g
enviro
nment
To
promot
e
employ
ee
health
and
wellne
Healthy
work
spaces
EAP
Framework
Hum
an
reso
urce
s
Hum
an
and
Fina
ncial
reso
urce
s
Number
of
awarene
ss
campaig
ns
conducte
d
Number
of drills
undertak
en
%
develop
ment of
EAP
Framewo
rk
Direct
or
Corpo
rate
Servic
es
Direct
or
Corpo
rate
Servic
es
Direct
or
Corpo
rate
Servic
es
No
baseli
ne
4 1 1 1 1 quarter
ly
reports
4 1 1 1 1 quarter
ly
reports
100% 10
0
%
0 0 0 Counci
l
resoluti
on
770
000
E-
Sha
re
E-
Sha
re
E-
Sha
re
institutio
nalised
safety
culture
institutio
nalised
safety
culture
sound
administ
ration

462
(iii)
Institutional Development and Transformation 2013 - 2014 SDBIP
KPA 1: Institutional Development and Transformation
IDP
REF
NO.
STRA
TEGIC
PROJ
ECTS
SUB-
PROJEC
TS
OBJE
CTIVE
S
OUTPUTS
OUTCOME : A SKILLED AND CAPABLE WORKFORCE
INP
UTS
PERFRO
MANCE
INDICAT
ORS
CUST
ODIA
N
2012/
2013
BASE
LINES
2013/201
4
TARGET
S
Q
1
Q
2
Q
3
Q
4
EVIDE
NCE
BU
DG
ET
FU
ND
ER
IMPACT
S
ODT/0
14/201
3-2014
ODT/0
15/201
3-2014
ODT/0
16/201
3-2014
ODT/0
17/201
3-2014
Labour
Relatio
ns
EAP
Committ
ees
EAP
Training
EAP
Reportin
g
Local
Labour
Forum
(LLF)
ss
To
promot
e
sound
labour
relatio
ns
EAP
Committee
s
Training
record
EAP
Report
meetings
Hum
an
and
Fina
ncial
reso
urce
s
Hum
an
and
Fina
ncial
reso
urce
s
Hum
an
and
Fina
ncial
reso
urce
s
Hum
an
and
Fina
ncial
reso
urce
%
establish
ment of
EAP
Committ
ees
Number
of
training
initiatives
provided
to EAP
committe
es
Number
of
quarterly
reports
issued
Number
of LLF
Meetings
held
Direct
or
Corpo
rate
Servic
es
Direct
or
Corpo
rate
Servic
es
Direct
or
Corpo
rate
Servic
es
Direct
or
Corpo
rate
Servic
es
No
baseli
ne
No
baseli
ne
4
quarte
rly
report
s
2012/
2013-
12
meetin
gs
100% 0 0 0 0 Establi
shmen
t report
2 1 1 0 0 Trainin
g
Report
4
quarterly
reports
12
Meetings
E-
Sha
re
E-
Sha
re
1 1 1 1 E-
Sha
re
3 3 3 3 Signed
minute
s
50
000
E-
Sha
re
sound
administ
ration
enhance
d
producti
vity
acounta
bility
Labour
peace

463
(iii)
Institutional Development and Transformation 2013 - 2014 SDBIP
KPA 1: Institutional Development and Transformation
IDP
REF
NO.
STRA
TEGIC
PROJ
ECTS
SUB-
PROJEC
TS
OBJE
CTIVE
S
OUTPUTS
OUTCOME : A SKILLED AND CAPABLE WORKFORCE
INP
UTS
PERFRO
MANCE
INDICAT
ORS
CUST
ODIA
N
2012/
2013
BASE
LINES
2013/201
4
TARGET
S
Q
1
Q
2
Q
3
Q
4
EVIDE
NCE
BU
DG
ET
FU
ND
ER
IMPACT
S
s
ODT/0
18/201
3-2014
ODT/0
19/201
3-2014
ODT/0
20/201
3-2014
Committ
ee
Training
Labour
Relations
Bulletin/
Publicati
ons
Reportin
g
Training
committee
Bulletins
Reports
Hum
an
and
Fina
ncial
reso
urce
s
Hum
an
reso
urce
s
Hum
an
Res
ourc
es
percenta
ge
review of
training
committe
e
Number
of
Labour
Relations
Bulletins
issued
Number
of
reports
generate
d
Direct
or
Corpo
rate
Servic
es
Direct
or
Corpo
rate
Servic
es
Direct
or
Corpo
rate
Servic
es
2012-
2013-
trainin
g
commi
ttee
2012-
2013-
4
Bulleti
ns
issued
2012-
2013-
12
100%
review of
training
committe
e
4
Bulletins
4
Reports
10
0
%
0
%
0
%
0
%
Memb
ership
report
1 1 1 1 Bulleti
ns
1 1 1 1 Counci
l
resoluti
on
E-
Sha
re
E-
Sha
re
E-
Sha
re
Account
ability
Informed
Labour
Force
Account
ability

464
(iii)
Institutional Development and Transformation 2013 - 2014 SDBIP
KPA 1: Institutional Development and Transformation
IDP
REF
NO.
STRA
TEGIC
PROJ
ECTS
SUB-
PROJEC
TS
OBJE
CTIVE
S
OUTPUTS
OUTCOME : A SKILLED AND CAPABLE WORKFORCE
INP
UTS
PERFRO
MANCE
INDICAT
ORS
CUST
ODIA
N
2012/
2013
BASE
LINES
2013/201
4
TARGET
S
Q
1
Q
2
Q
3
Q
4
EVIDE
NCE
BU
DG
ET
FU
ND
ER
IMPACT
S
ODT/0
21/201
3-2014
ODT/0
22/201
3-2014
Human
Resour
ce
Manag
ement
HR Plan,
HR
Policies
and
Procedur
es
Successi
on
Plan/Car
eer
Pathing
To
provid
e
sound
and
sustain
able
human
resour
ces
manag
ement
HR Plan
Policies
and
procedures
Successio
n Plan
Hum
an
Res
ourc
es
hum
an
reso
urce
s
Hum
an
reso
urce
s
Percenta
ge HR
Plan
develope
d
Number
of
policies
and
procedur
es
reviewed
/develop
ed
Percenta
ge
develop
ment of
Successi
on Plan
Direct
or
Corpo
rate
Servic
es
Direct
or
Corpo
rate
Servic
es
Direct
or
Corpo
rate
Servic
es
2012-
2013-
No
baseli
ne
30 HR
Policie
s in
place
No
baseli
ne
100%
develop
ment of
HR Plan
(1) data
gathering
50% (2)
draft plan
25% (3)
approval
25%
31
policies
reviewed
/develop
ed
100%
Develop
ment of
Successi
on Plan
(1) Data
gathering
50%, (2)
Draft
Plan
25% (3)
50
%
25
%
0
%
25
%
Counci
l
resoluti
on
7 8 8 8 Counci
l
resoluti
on
50
%
25
%
0
%
25
%
Counci
l
resoluti
on
130
000
E-
Sha
re
E-
Sha
re
E-
Sha
re
Sound
administ
ration
Sound
administ
ration
Organis
ational
Sustaina
bility

465
(iii)
Institutional Development and Transformation 2013 - 2014 SDBIP
KPA 1: Institutional Development and Transformation
IDP
REF
NO.
STRA
TEGIC
PROJ
ECTS
SUB-
PROJEC
TS
OBJE
CTIVE
S
OUTPUTS
OUTCOME : A SKILLED AND CAPABLE WORKFORCE
INP
UTS
PERFRO
MANCE
INDICAT
ORS
CUST
ODIA
N
2012/
2013
BASE
LINES
2013/201
4
TARGET
S
Q
1
Q
2
Q
3
Q
4
EVIDE
NCE
BU
DG
ET
FU
ND
ER
IMPACT
S
ODT/0
23/201
3-2014
ODT/0
24/201
3-2014
Retentio
n
Strategy
Employm
ent
Equity
Plan
(EEP)
Retention
Strategy
Employme
nt Equity
Plan
Hum
an
reso
urce
s
Hum
an
reso
urce
s
Percenta
ge
Retentio
n
Strategy
Reviewe
d
Percenta
ge
Employm
ent
Equity
Targets
achieved
Direct
or
Corpo
rate
Servic
es
Direct
or
Corpo
rate
Servic
es
Retent
ion
Strate
gy
Emplo
yment
Equity
Plan
Approval
25%
100%
Retentio
n
Strategy
Reviewe
d (1)
Data
gathering
50%, (2)
Draft
Plan
25% (3)
Approval
25%
100%
Employm
ent
Equity
Targets
achieved
(Employ
ment
Equity
Report)
50
%
0
%
25
%
0
%
0
%
0
%
25
%
10
0
%
Counci
l
resoluti
on
Recruit
ment
and
Selecti
on
Report
E-
Sha
re
E-
Sha
re
Organis
ational
Sustaina
bility
Empowe
rment of
designat
ed
groups

466
(iii)
Institutional Development and Transformation 2013 - 2014 SDBIP
KPA 1: Institutional Development and Transformation
IDP
REF
NO.
STRA
TEGIC
PROJ
ECTS
SUB-
PROJEC
TS
OBJE
CTIVE
S
OUTPUTS
OUTCOME : A SKILLED AND CAPABLE WORKFORCE
INP
UTS
PERFRO
MANCE
INDICAT
ORS
CUST
ODIA
N
2012/
2013
BASE
LINES
2013/201
4
TARGET
S
Q
1
Q
2
Q
3
Q
4
EVIDE
NCE
BU
DG
ET
FU
ND
ER
IMPACT
S
ODT/0
25/201
3-2014
ODT/0
26/201
3-2014
ODT/0
27/201
3-2014
Inform
ation
and
Comm
unicati
on
Techn
ology
(ICT)
Recruitm
ent and
Selection
Relocatio
n
expense
s
User
Require
ments
analysis
To
provid
e a
conduc
ive and
sustain
able
enviro
nment
for
Inform
ation
and
Comm
unicati
Reduced
vacancy
rate
Payment
User
Requireme
nts
Analysis
Report
Hum
an
and
Fina
ncial
reso
urce
s
Hum
an
and
Fina
ncial
reso
urce
s
Hum
an
and
Fina
ncial
reso
urce
s
Percenta
ge
vacancy
rate of
funded
posts
kept
Percenta
ge
payment
facilitate
d
Percenta
ge user
requirem
ents
analysis
complete
d
Direct
or
Corpo
rate
Servic
es
Direct
or
Corpo
rate
Servic
es
Direct
or
Corpo
rate
Servic
es
No
baseli
ne
2
payme
nts
facilita
ted
No
baseli
ne
5% 5
%
100% 10
0
%
100%
user
requirem
ents
analysis
complete
d (1)
Data
gathering
50%, (2)
Draft
Report
25% (3)
Approval
25%
10
0
%
5
%
10
0
%
0
%
5
%
10
0
%
0
%
5
%
10
0
%
0
%
Recruit
ment
and
Selecti
on
Report
Proof
of
payme
nts
User
Requir
ement
s
Analysi
s
Report
R
250
000
E-
Sha
re
E-
Sha
re
0 E-
Sha
re
Organis
ational
Sustaina
bility
Stable
Organis
ation
ENSUR
E AN
EFFECT
IVE AND
EFFICIE
NT
MUNICI
PAL
ADMINI
STRATI
ON

467
(iii)
Institutional Development and Transformation 2013 - 2014 SDBIP
KPA 1: Institutional Development and Transformation
IDP
REF
NO.
STRA
TEGIC
PROJ
ECTS
SUB-
PROJEC
TS
OBJE
CTIVE
S
OUTPUTS
OUTCOME : A SKILLED AND CAPABLE WORKFORCE
INP
UTS
PERFRO
MANCE
INDICAT
ORS
CUST
ODIA
N
2012/
2013
BASE
LINES
2013/201
4
TARGET
S
Q
1
Q
2
Q
3
Q
4
EVIDE
NCE
BU
DG
ET
FU
ND
ER
IMPACT
S
ODT/0
28/201
3-2014
Policy
Analysis
on
Techn
ology
Policies
and
procedures
Hum
an
and
Fina
ncial
reso
urce
s
Number
of
policies
and
procedur
es
reviewed
/develop
ed
Direct
or
Corpo
rate
Servic
es
2
Policie
s and
proce
dures
6 policies
and
procedur
es
reviewed
/develop
ed
1 2 2 1 Counci
l
resoluti
on
0 E-
Sha
re
Sound
Administ
ration
ODT/0
29/201
3-2014
ODT/0
30/201
3-2014
ICT
System
Support
ICT
Upgrade
s
(wireless
network)
Support
Provided
wireless
network
available
Hum
an
and
Fina
ncial
reso
urce
s
Hum
an
and
Fina
ncial
reso
urce
s
Percenta
ge
Support
provided
to end
users
Percenta
ge
wireless
network
available
Direct
or
Corpo
rate
Servic
es
Direct
or
Corpo
rate
Servic
es
User
suppo
rt
100%
upgra
des
done
100%
support
provided
90%
wireless
network
available
10
0
%
90
%
10
0
%
90
%
10
0
%
90
%
10
0
%
90
%
Signed
-off
Report
Signed
off
system
report
2
000
000
R 1
000
000
E-
Sha
re
E-
Sha
re
Ensure
Efficient
and
effective
Municipa
l
Administ
ration
Ensure
Efficient
and
effective
Municipa
l
Administ
ration

468
(iii)
Institutional Development and Transformation 2013 - 2014 SDBIP
KPA 1: Institutional Development and Transformation
IDP
REF
NO.
STRA
TEGIC
PROJ
ECTS
SUB-
PROJEC
TS
OBJE
CTIVE
S
OUTPUTS
OUTCOME : A SKILLED AND CAPABLE WORKFORCE
INP
UTS
PERFRO
MANCE
INDICAT
ORS
CUST
ODIA
N
2012/
2013
BASE
LINES
2013/201
4
TARGET
S
Q
1
Q
2
Q
3
Q
4
EVIDE
NCE
BU
DG
ET
FU
ND
ER
IMPACT
S
ODT/0
31/201
3-2014
ODT/0
32/201
3-2014
ODT/0
33/201
3-2014
ICT
Maintena
nce
Compute
r
consuma
bles and
accessor
ies
Commun
ication
(land
lines,
internet,
email
infrastruc
ture
expansio
n)
Functional
ICT
Consumab
les and
accessorie
s available
Communic
ation
networks
Hum
an
and
Fina
ncial
reso
urce
s
Hum
an
and
Fina
ncial
reso
urce
s
Hum
an
and
Fina
ncial
reso
urce
s
Percenta
ge ICT
infrastruc
ture
maintain
ed
percenta
ge
acquisitio
n of
consuma
bles and
accessor
ies
requeste
d
Number
of sites
included
in the
network
Direct
or
Corpo
rate
Servic
es
Direct
or
Corpo
rate
Servic
es
Direct
or
Corpo
rate
Servic
es
100%
mainte
nance
done
100%
consu
mable
s
acquir
ed
All
offices
except
certain
depos
and
region
s
conne
cted to
the
100%
ICT
infrastruc
ture
maintain
ed
(1)repair
s
(2)replac
ements
100%
acquisitio
n of
consuma
bles and
accessor
ies
requeste
d
18 sites
included
in the
network
(1)depot
s
(2)region
al offices
(3)fire
stations
10
0
%
10
0
%
10
0
%
10
0
%
10
0
%
10
0
%
10
0
%
10
0
%
Mainte
nance
Report
Report
s
0 9 0 9 Signed
-off
Report
R
700
000
R
200
000
R 4
819
693.
96
E-
Sha
re
E-
Sha
re
E-
Sha
re
Ensure
Efficient
and
effective
Municipa
l
Administ
ration
Ensure
Efficient
and
effective
Municipa
l
Administ
ration
Ensure
Efficient
and
effective
Municipa
l
Administ
ration

469
(iii)
Institutional Development and Transformation 2013 - 2014 SDBIP
KPA 1: Institutional Development and Transformation
IDP
REF
NO.
STRA
TEGIC
PROJ
ECTS
SUB-
PROJEC
TS
OBJE
CTIVE
S
OUTPUTS
OUTCOME : A SKILLED AND CAPABLE WORKFORCE
INP
UTS
PERFRO
MANCE
INDICAT
ORS
CUST
ODIA
N
2012/
2013
BASE
LINES
2013/201
4
TARGET
S
Q
1
Q
2
Q
3
Q
4
EVIDE
NCE
BU
DG
ET
FU
ND
ER
IMPACT
S
networ
k
ODT/0
34/201
3-2014
ODT/0
35/201
3-2014
Software
and ICT
Licenses
Compute
r
equipme
nt and
accessor
ies
Software
and ICT
Licenses
available
Computer
equipment
and
accessorie
s acquired
Hum
an
and
Fina
ncial
reso
urce
s
Hum
an
and
Fina
ncial
reso
urce
s
percenta
ge
software
licenses
paid
Percenta
ge
computer
equipme
nt and
accessor
ies
acquired
as and
when
requeste
d
Direct
or
Corpo
rate
Servic
es
Direct
or
Corpo
rate
Servic
es
Licens
es
with
ICT
Servic
e
provid
ers
paid
100%
compu
ter
equip
ment
and
acces
sories
acquir
ed
100%
software
licenses
paid
100%
records
disposed
10
0
%
10
0
%
10
0
%
10
0
%
10
0
%
10
0
%
10
0
%
10
0
%
Proof
of
payme
nts
Signed
-off
Report
s
R 2
300
000
R
500
000
E-
Sha
re
E-
Sha
re
Ensure
Efficient
and
effective
Municipa
l
Administ
ration
Ensure
Efficient
and
effective
Municipa
l
Administ
ration

470
(iii)
Institutional Development and Transformation 2013 - 2014 SDBIP
KPA 1: Institutional Development and Transformation
IDP
REF
NO.
STRA
TEGIC
PROJ
ECTS
SUB-
PROJEC
TS
OBJE
CTIVE
S
OUTPUTS
OUTCOME : A SKILLED AND CAPABLE WORKFORCE
INP
UTS
PERFRO
MANCE
INDICAT
ORS
CUST
ODIA
N
2012/
2013
BASE
LINES
2013/201
4
TARGET
S
Q
1
Q
2
Q
3
Q
4
EVIDE
NCE
BU
DG
ET
FU
ND
ER
IMPACT
S
ODT/0
36/201
3-2014
ODT/0
37/201
3-2014
ODT/0
38/201
3-2014
Organi
sationa
l
Develo
pment
Security
upgrades
server
room
Professio
nal Fees
Procedur
e
Manuals
To
improv
e
instituti
onal
develo
pment
and
Upgraded
Server
room
Payment
Procedure
manual
Hum
an
and
Fina
ncial
reso
urce
s
Hum
an
and
Fina
ncial
reso
urce
s
Hum
an
and
Fina
ncial
reso
urce
s
Number
of Server
rooms
upgrade
d
Percenta
ge
professio
nal fees
expende
d
Number
of
procedur
e
manuals
reviewed
Direct
or
Corpo
rate
Servic
es
Direct
or
Corpo
rate
Servic
es
Direct
or
Corpo
rate
Servic
es
5
server
rooms
100%
Profes
sional
fees
paid
32
proce
dure
manu
als
5 Server
rooms
upgrade
d
100%
professio
nal fees
expende
d
20
Procedur
e
Manuals
Reviewe
d
1 1 2 1 Exit
Report
10
0
%
10
0
%
10
0
%
10
0
%
Proof
of
payme
nts
5 5 5 5 Signed
-off
Report
R
200
000
R
900
000
R
500
000
E-
Sha
re
E-
Sha
re
E-
Sha
re
Ensure
Efficient
and
effective
Municipa
l
Administ
ration
Public
and
Busines
s
confiden
ce
Ensure
Efficient
and
effective
Municipa
l
Administ
ration

471
(iii)
Institutional Development and Transformation 2013 - 2014 SDBIP
KPA 1: Institutional Development and Transformation
IDP
REF
NO.
STRA
TEGIC
PROJ
ECTS
SUB-
PROJEC
TS
OBJE
CTIVE
S
OUTPUTS
OUTCOME : A SKILLED AND CAPABLE WORKFORCE
INP
UTS
PERFRO
MANCE
INDICAT
ORS
CUST
ODIA
N
2012/
2013
BASE
LINES
2013/201
4
TARGET
S
Q
1
Q
2
Q
3
Q
4
EVIDE
NCE
BU
DG
ET
FU
ND
ER
IMPACT
S
ODT/0
39/201
3-2014
ODT/0
40/201
3-2014
Form
Design
Organisa
tional
Structure
produc
tivity
Form
Organogra
m
Hum
an
reso
urce
s
Hum
an
and
Fina
ncial
reso
urce
s
Number
of forms
develope
d
Percenta
ge
review of
the
Organisa
tional
Structure
Direct
or
Corpo
rate
Servic
es
Direct
or
Corpo
rate
Servic
es
2011/
12
Appro
ved
Organi
sation
al
Struct
ure
10 forms
develope
d
100%
review of
the
Organisa
tional
Structure
(1) Data
gathering
50%, (2)
Draft
Report
25% (3)
Approval
25%
1 3 3 3 Signed
-off
Forms
50
%
25
%
0
%
25
%
Counci
l
resoluti
on
E-
Sha
re
E-
Sha
re
Ensure
Efficient
and
effective
Municipa
l
Administ
ration
Ensure
Efficient
and
effective
Municipa
l
Administ
ration

472
(iii)
Institutional Development and Transformation 2013 - 2014 SDBIP
KPA 1: Institutional Development and Transformation
IDP
REF
NO.
STRA
TEGIC
PROJ
ECTS
SUB-
PROJEC
TS
OBJE
CTIVE
S
OUTPUTS
OUTCOME : A SKILLED AND CAPABLE WORKFORCE
INP
UTS
PERFRO
MANCE
INDICAT
ORS
CUST
ODIA
N
2012/
2013
BASE
LINES
2013/201
4
TARGET
S
Q
1
Q
2
Q
3
Q
4
EVIDE
NCE
BU
DG
ET
FU
ND
ER
IMPACT
S
ODT/0
41/201
3-2014
ODT/0
42/201
3-2014
Culture
Survey
Job
Evaluatio
n
Diversity
Manageme
nt
graded
jobs
Hum
an
reso
urce
s
Hum
an
and
Fina
ncial
reso
urce
s
Percenta
ge
culture
survey
conducte
d
Percenta
ge job
evaluatio
n
conducte
d
Direct
or
Corpo
rate
Servic
es
Direct
or
Corpo
rate
Servic
es
No
baseli
ne
No
baseli
ne
100%
culture
survey
conducte
d (1)
Data
gathering
50%, (2)
Draft
Report
25% (3)
Approval
25%
100%
Job
evaluatio
n
conducte
d
(1) Data
gathering
50%, (2)
Draft
Report
25% (3)
Approval
25%
50
%
50
%
25
%
25
%
0 25
%
0 25
%
Counci
l
resoluti
on
E-
Sha
re
E-
Sha
re
Ensure
Efficient
and
effective
Municipa
l
Administ
ration
Ensure
Efficient
and
effective
Municipa
l
Administ
ration

473
(iii)
Institutional Development and Transformation 2013 - 2014 SDBIP
KPA 1: Institutional Development and Transformation
IDP
REF
NO.
STRA
TEGIC
PROJ
ECTS
SUB-
PROJEC
TS
OBJE
CTIVE
S
OUTPUTS
OUTCOME : A SKILLED AND CAPABLE WORKFORCE
INP
UTS
PERFRO
MANCE
INDICAT
ORS
CUST
ODIA
N
2012/
2013
BASE
LINES
2013/201
4
TARGET
S
Q
1
Q
2
Q
3
Q
4
EVIDE
NCE
BU
DG
ET
FU
ND
ER
IMPACT
S
ODT/0
43/201
3-2014
ODT/0
44/201
3-2014
ODT/0
45/201
3-2014
Legal
Servic
es
Performa
nce
Manage
ment
Legal
Matters
Legislativ
e Review
Updates
To
monito
r
perfor
mance
of staff
below
manag
ers
To
provid
e
effectiv
e and
efficien
t legal
service
s
Performan
ce
commitme
nts
attended
court
cases
legislative
review
reports
Hum
an
reso
urce
s
Hum
an
and
Fina
ncial
reso
urce
s
Hum
an
and
Fina
ncial
reso
urce
s
percenta
ge
performa
nce
commitm
ents
conclude
d
Percenta
ge court
matters
attended
to
Number
of
legislativ
e review
updates
conducte
d
Direct
or
Corpo
rate
Servic
es
Direct
or
Corpo
rate
Servic
es
Direct
or
Corpo
rate
Servic
es
level 4
and 5
signed
perfor
mance
commi
tments
availa
ble
4
legisla
tive
review
s done
100%
performa
nce
commitm
ents
conclude
d
100%
court
matter
attended
4
legislativ
e review
updates
conducte
d
10
0
%
10
0
%
0
%
10
0
%
0
%
10
0
%
0
%
10
0
%
Signed
Perfor
mance
Commi
tments
Report
s
1 1 1 1 Legisla
tive
review
report
E-
Sha
re
E-
Sha
re
E-
Sha
re
Public
account
ability
Sustaina
ble
business
operatio
ns
Sound
administ
ration

474
(iii)
Institutional Development and Transformation 2013 - 2014 SDBIP
KPA 1: Institutional Development and Transformation
IDP
REF
NO.
STRA
TEGIC
PROJ
ECTS
SUB-
PROJEC
TS
OBJE
CTIVE
S
OUTPUTS
OUTCOME : A SKILLED AND CAPABLE WORKFORCE
INP
UTS
PERFRO
MANCE
INDICAT
ORS
CUST
ODIA
N
2012/
2013
BASE
LINES
2013/201
4
TARGET
S
Q
1
Q
2
Q
3
Q
4
EVIDE
NCE
BU
DG
ET
FU
ND
ER
IMPACT
S
ODT/0
46/201
3-2014
ODT/0
47/201
3-2014
ODT/0
48/201
3-2014
Auxiliar
y
Servic
es
File Plan
Records
Disposal
Archives
To
provid
e
sound
record
s
manag
ement
system
s
file plan
disposed
records
archived
files
Hum
an
and
Fina
ncial
reso
urce
s
Hum
an
and
Fina
ncial
reso
urce
s
Hum
an
and
Fina
ncial
reso
urce
s
percenta
ge file
plan
reviewed
percenta
ge
records
disposed
percenta
ge files
archived
Direct
or
Corpo
rate
Servic
es
Direct
or
Corpo
rate
Servic
es
Direct
or
Corpo
rate
Servic
es
file
plan
inspec
tion
condu
cted
by
provin
cial
archivi
st
archiv
e
registe
r in
place
100% file
plan
reviewed
100%
records
disposed
100%
files
archived
10
0
%
10
0
%
10
0
%
10
0
%
10
0
%
10
0
%
10
0
%
10
0
%
10
0
%
10
0
%
10
0
%
10
0
%
quarter
ly
reports
dispos
al
certific
ate
archive
registe
r
R
41
960
E-
Sha
re
E-
Sha
re
E-
Sha
re
Sound
administ
ration
public
account
ability
public
account
ability

475
(iii)
Institutional Development and Transformation 2013 - 2014 SDBIP
KPA 1: Institutional Development and Transformation
IDP
REF
NO.
STRA
TEGIC
PROJ
ECTS
SUB-
PROJEC
TS
OBJE
CTIVE
S
OUTPUTS
OUTCOME : A SKILLED AND CAPABLE WORKFORCE
INP
UTS
PERFRO
MANCE
INDICAT
ORS
CUST
ODIA
N
2012/
2013
BASE
LINES
2013/201
4
TARGET
S
Q
1
Q
2
Q
3
Q
4
EVIDE
NCE
BU
DG
ET
FU
ND
ER
IMPACT
S
ODT/0
49/201
3-2014
ODT/0
50/201
3-2014
ODT/0
51/201
3-2014
Fleet
Manag
ement
Personn
el File
Audit
Contract
Manage
ment(flee
t and
facilities)
Fuel
(Fleet)
To
provid
e an
effectiv
e fleet
manag
ement
system
audit
report
payments
Hum
an
and
Fina
ncial
reso
urce
s
Hum
an
and
Fina
ncial
reso
urce
s
Hum
an
and
Fina
ncial
reso
urce
percenta
ge
personne
l files
audited
percenta
ge
monitorin
g of
contracts
percenta
ge
payment
of fuel
made
Direct
or
Corpo
rate
Servic
es
Direct
or
Corpo
rate
Servic
es
Direct
or
Corpo
rate
Servic
es
draft
report
in
place
contra
ct in
place
ad hoc
report
s
100%
personne
l files
audited
100%
monitorin
g fleet
and
facilities
contracts
monitore
d (1)
payment
of
contract
fees
(2)contra
ctor
performa
nce
100%
payment
made
10
0
%
10
0
%
10
0
%
0
%
10
0
%
10
0
%
0
%
10
0
%
10
0
%
0
%
10
0
%
10
0
%
audit
report
perfor
mance
reports
Proof
of
payme
nts
R 7
442
293
R 3
165
000
E-
Sha
re
E-
Sha
re
E-
Sha
re
public
account
ability
public
account
ability
public
account
ability

476
(iii)
Institutional Development and Transformation 2013 - 2014 SDBIP
KPA 1: Institutional Development and Transformation
IDP
REF
NO.
STRA
TEGIC
PROJ
ECTS
SUB-
PROJEC
TS
OBJE
CTIVE
S
OUTPUTS
OUTCOME : A SKILLED AND CAPABLE WORKFORCE
INP
UTS
PERFRO
MANCE
INDICAT
ORS
CUST
ODIA
N
2012/
2013
BASE
LINES
2013/201
4
TARGET
S
Q
1
Q
2
Q
3
Q
4
EVIDE
NCE
BU
DG
ET
FU
ND
ER
IMPACT
S
s
ODT/0
52/201
3-2014
ODT/0
53/201
3-2014
ODT/0
54/201
3-2014
Repairs
and
maintena
nce (own
vehicles)
Licenses
&
subscript
ions
Tracking
devices(
vehicles)
roadworthy
vehicles
paid
licenses
and
subscriptio
ns
secured
vehicles
Hum
an
and
Fina
ncial
reso
urce
s
Hum
an
and
Fina
ncial
reso
urce
s
Hum
an
and
Fina
ncial
reso
urce
percenta
ge
vehicles
repaired
and
maintain
ed
percenta
ge
licenses
and
subscript
ions paid
percenta
ge
tracking
devices
installed
and
functiona
Direct
or
Corpo
rate
Servic
es
Direct
or
Corpo
rate
Servic
es
Direct
or
Corpo
rate
Servic
es
ad hoc
report
s
ad hoc
report
s
ad hoc
report
s
100%
vehicles
repaired
and
maintain
ed (1)
service
register
(2)servic
e and
repairs
100%
licenses
and
subscript
ions paid
100%
tracking
devices
installed
and
functiona
l
10
0
%
10
0
%
10
0
%
10
0
%
10
0
%
10
0
%
10
0
%
10
0
%
10
0
%
10
0
%
10
0
%
10
0
%
Quarte
rly
Mainte
nance
Report
Proof
of
payme
nts
Functi
onality
certific
ates
R
750
000
R
95
348
R
156
341
E-
Sha
re
E-
Sha
re
E-
Sha
re
public
account
ability
public
account
ability
public
account
ability

477
(iii)
Institutional Development and Transformation 2013 - 2014 SDBIP
KPA 1: Institutional Development and Transformation
IDP
REF
NO.
STRA
TEGIC
PROJ
ECTS
SUB-
PROJEC
TS
OBJE
CTIVE
S
OUTPUTS
OUTCOME : A SKILLED AND CAPABLE WORKFORCE
INP
UTS
PERFRO
MANCE
INDICAT
ORS
CUST
ODIA
N
2012/
2013
BASE
LINES
2013/201
4
TARGET
S
Q
1
Q
2
Q
3
Q
4
EVIDE
NCE
BU
DG
ET
FU
ND
ER
IMPACT
S
s
l
ODT/0
55/201
3-2014
ODT/0
56/201
3-2014
Faciliti
es
Fleet
manage
ment(ow
n
vehicles)
Repairs
&
maintena
nce
(Building
&
equipme
nt)
To
provid
e
effectiv
e
facilitie
s
manag
ement
system
roadworthy
vehicles
habitable
buildings
and
functional
equipment
Hum
an
and
Fina
ncial
reso
urce
s
Hum
an
and
Fina
ncial
reso
urce
s
percenta
ge fleet
register
compiled
and
maintain
ed
percenta
ge
repairs
and
maintena
nce on
buildings
and
equipme
nt done
Direct
or
Corpo
rate
Servic
es
Direct
or
Corpo
rate
Servic
es
ad hoc
report
s
ad hoc
report
s
100%
fleet
register
compiled
and
maintain
ed (1)
service
register
(2)allocat
ion
schedule
s
100%
repairs
and
maintena
nce
(1)maint
enance
plan
(2)maint
enance
10
0
%
10
0
%
10
0
%
10
0
%
10
0
%
10
0
%
10
0
%
10
0
%
Quarte
rly
Fleet
manag
ement
report
quarter
ly state
of
buildin
g and
equip
ment
report
R 2
000
000
R
300
000
E-
Sha
re
E-
Sha
re
public
account
ability
Sustaina
bility

478
(iii)
Institutional Development and Transformation 2013 - 2014 SDBIP
KPA 1: Institutional Development and Transformation
IDP
REF
NO.
STRA
TEGIC
PROJ
ECTS
SUB-
PROJEC
TS
OBJE
CTIVE
S
OUTPUTS
OUTCOME : A SKILLED AND CAPABLE WORKFORCE
INP
UTS
PERFRO
MANCE
INDICAT
ORS
CUST
ODIA
N
2012/
2013
BASE
LINES
2013/201
4
TARGET
S
Q
1
Q
2
Q
3
Q
4
EVIDE
NCE
BU
DG
ET
FU
ND
ER
IMPACT
S
ODT/0
57/201
3-2014
ODT/0
58/201
3-2014
ODT/0
59/201
3-2014
Lease/re
ntal
(offices)
Lease/re
ntal
(office
machine
s)
Garden
and
cleaning
services
paid
leases/rent
al (offices)
paid
leases/rent
al(machine
s)
clean
environme
nt
Hum
an
and
Fina
ncial
reso
urce
s
Hum
an
and
Fina
ncial
reso
urce
s
Hum
an
and
Fina
ncial
reso
urce
s
percenta
ge
lease/ren
tal paid
percenta
ge
lease/ren
tal paid
percenta
ge
garden
and
cleaning
services
paid
Direct
or
Corpo
rate
Servic
es
Direct
or
Corpo
rate
Servic
es
Direct
or
Corpo
rate
Servic
es
ad hoc
report
s
ad hoc
report
s
ad hoc
report
s
100%
lease/ren
tal paid
100%
lease/ren
tal paid
100%
garden
and
cleaning
services
paid
(1)cleani
ng and
gardenin
g
services
register
(2)paym
ent
schedule
10
0
%
10
0
%
10
0
%
10
0
%
10
0
%
10
0
%
10
0
%
10
0
%
10
0
%
10
0
%
10
0
%
10
0
%
Proof
of
payme
nts
Proof
of
payme
nts
Proof
of
payme
nts
R 4
600
000
R 3
000
000
R 2
400
000
E-
Sha
re
E-
Sha
re
E-
Sha
re
public
account
ability
public
account
ability
envirinm
ental
awarene
ss

479
(iii)
Institutional Development and Transformation 2013 - 2014 SDBIP
KPA 1: Institutional Development and Transformation
IDP
REF
NO.
STRA
TEGIC
PROJ
ECTS
SUB-
PROJEC
TS
OBJE
CTIVE
S
OUTPUTS
OUTCOME : A SKILLED AND CAPABLE WORKFORCE
INP
UTS
PERFRO
MANCE
INDICAT
ORS
CUST
ODIA
N
2012/
2013
BASE
LINES
2013/201
4
TARGET
S
Q
1
Q
2
Q
3
Q
4
EVIDE
NCE
BU
DG
ET
FU
ND
ER
IMPACT
S
ODT/0
60/201
3-2014
ODT/0
61/201
3-2014
Office
Equipme
nt
Furniture
Equipme
nt
to
provid
e
sound
workin
g
enviro
nment
functional
office
equipment
functional
furniture
equipment
Hum
an
and
Fina
ncial
reso
urce
s
Hum
an
and
Fina
ncial
reso
urce
s
percenta
ge office
equipme
nt
repaired
and
maintain
ed
percenta
ge
furniture
equipme
nt
repaired
and
maintain
ed
Direct
or
Corpo
rate
Servic
es
Direct
or
Corpo
rate
Servic
es
ad hoc
report
s
ad hoc
report
s
100%
office
equipme
nt
repaired
and
maintain
ed
100%
furniture
equipme
nt
repaired
and
maintain
ed
10
0
%
10
0
%
10
0
%
10
0
%
10
0
%
10
0
%
10
0
%
10
0
%
quarter
ly
mainte
nance
report
Quarte
rly
Mainte
nance
Report
R
220
000
R
220
000
E-
Sha
re
E-
Sha
re
organisa
tional
sustaina
bility
organisa
tional
sustaina
bility

480
BASIC INFRASTRUCTURE AND SERVICE DELIVERY 2013 - 2014 SDBIP
KPA 2: BASIC INFRASTRUCTURE AND SERVICE DELIVERY
OUTCOME :
IDP
REF
NO.
BSD/00
1/2013-
14
BSD/00
2/2013-
14
BSD/00
3/2013-
14
STRA
TEGI
C
PROJ
ECTS
Water
Servic
es
(ACIP
)
SUB-
PROJECTS
Mahlakwena
Village
(Steelpoort)
BWS - RO
Flag Boshielo
Water
Conservation
and Water
Demand
Management
Burgersfort
WWTW 7MI
(Upgrading)
OBJE
CTIVE
S
To
provid
e
water
and
sanitati
on to
house
holds
OUTP
UTS
Reduc
ed
water
backlo
gs
Reduc
ed
water
losses
and
improv
ed
pressu
re
manag
ement
Upgra
ded
bulk
sanitat
ion
capaci
ty
INPU
TS
Hum
an
and
DWA
Supp
ort
Hum
an
and
Fina
ncial
Reso
urces
Hum
an
and
Fina
ncial
Reso
urces
PERFR
OMANC
E
INDICA
TORS
Number
of
househo
lds
served
%
completi
on
%
completi
on
INDIC
ATOR
CUST
ODIA
N
Direct
or
Infrast
ructur
e and
Water
Servic
es
Direct
or
Infrast
ructur
e and
Water
Servic
es
Direct
or
Infrast
ructur
e and
Water
Servic
es
2012/2
013
BASEL
INES
2013/2
014
TARGE
TS
Q
1
0 121 0 12
1
50% 100%
(Design
s
approv
ed =
20%,
Constru
ction
complet
e =
80%)
0% 100%
(Design
s
approv
ed =
20%,
Constru
ction
complet
60
%
20
%
Q2 Q3 Q4 EVID
ENC
E
75
%
80
%
- - Com
pletio
n
report
10
0
%
10
0
%
- Com
pletio
n
report
- Com
pletio
n
report
BUD
GET
R 3
100
000
R 3
500
000
R 5
000
000
FUN
DER
ACI
P
ACI
P
ACI
P
IMPA
CTS
New
connec
tions to
water
supply
and
Improv
ed
water
supply
service
Improv
ed bulk
water
supply
service
Improv
ed bulk
sanitati
on
service

481
BASIC INFRASTRUCTURE AND SERVICE DELIVERY 2013 - 2014 SDBIP
KPA 2: BASIC INFRASTRUCTURE AND SERVICE DELIVERY
OUTCOME :
IDP
REF
NO.
STRA
TEGI
C
PROJ
ECTS
SUB-
PROJECTS
OBJE
CTIVE
S
OUTP
UTS
INPU
TS
PERFR
OMANC
E
INDICA
TORS
INDIC
ATOR
CUST
ODIA
N
2012/2
013
BASEL
INES
2013/2
014
TARGE
TS
e =
80%)
Q
1
Q2 Q3 Q4 EVID
ENC
E
BUD
GET
FUN
DER
IMPA
CTS
BSD/00
4/2013-
14
BSD/00
5/2013-
14
BSD/00
6/2013-
14
Water
Servic
es
(MIG)
Marble Hall
WWTW -
Effluent Line
Mooihoek
Internal Bulk
Bulk Pipeline
to Lebalelo
Central
Upgra
ded
bulk
sanitat
ion
capaci
ty
Upgra
ded
bulk
water
supply
Upgra
ded
bulk
water
supply
Hum
an
and
Fina
ncial
Reso
urces
Hum
an
and
Fina
ncial
Reso
urces
Hum
an
and
Fina
ncial
%
completi
on
%
completi
on
%
completi
on
Direct
or
Infrast
ructur
e and
Water
Servic
es
Direct
or
Infrast
ructur
e and
Water
Servic
es
Direct
or
Infrast
ructur
e and
5% 100%
(Design
s
approv
ed =
20%,
Constru
ction
complet
e =
80%)
0% 20% -
detailed
designs
approv
ed
=20%
0% 20% -
detailed
designs
approv
ed
5
%
0
%
0
%
10
%
0
%
0
%
20
%
10
%
10
%
10
0
%
20
%
20
%
Com
pletio
n
report
Proje
ct
progr
ess
report
Proje
ct
progr
ess
report
R 6
000
000
R 1
500
000
R 1
080
000
ACI
P
MIG
MIG
Improv
ed bulk
sanitati
on
service
Improv
ed bulk
water
supply
Improv
ed bulk
water
supply

482
BASIC INFRASTRUCTURE AND SERVICE DELIVERY 2013 - 2014 SDBIP
KPA 2: BASIC INFRASTRUCTURE AND SERVICE DELIVERY
OUTCOME :
IDP
REF
NO.
STRA
TEGI
C
PROJ
ECTS
SUB-
PROJECTS
OBJE
CTIVE
S
OUTP
UTS
INPU
TS
Reso
urces
PERFR
OMANC
E
INDICA
TORS
INDIC
ATOR
CUST
ODIA
N
Water
Servic
es
2012/2
013
BASEL
INES
2013/2
014
TARGE
TS
=20%
Q
1
Q2 Q3 Q4 EVID
ENC
E
BUD
GET
FUN
DER
IMPA
CTS
BSD/00
7/2013-
14
BSD/00
8/2013-
14
BSD/00
9/2013-
14
Doubling of
Mooihoek
WTW
Reservoirs in
Lebalelo
Central
Connector
Pipes to
Lebalelo
North
Upgra
ded
bulk
water
supply
Upgra
ded
bulk
water
supply
Upgra
ded
bulk
water
supply
Hum
an
and
Fina
ncial
Reso
urces
Hum
an
and
Fina
ncial
Reso
urces
Hum
an
and
Fina
ncial
Reso
urces
%
completi
on
%
completi
on
%
completi
on
Direct
or
Infrast
ructur
e and
Water
Servic
es
Direct
or
Infrast
ructur
e and
Water
Servic
es
Direct
or
Infrast
ructur
e and
Water
Servic
es
0% 20% -
detailed
designs
approv
ed
=20%
0% 20% -
detailed
designs
approv
ed
=20%
0% 20% -
detailed
designs
approv
ed
=20%
0
%
0
%
0
%
0
%
0
%
0
%
10
%
10
%
10
%
20
%
20
%
20
%
Proje
ct
progr
ess
report
Proje
ct
progr
ess
report
Proje
ct
progr
ess
report
R 1
050
000
R
900
000
R
660
000
MIG
MIG
MIG
Improv
ed bulk
water
supply
Improv
ed bulk
water
supply
Improv
ed bulk
water
supply

483
BASIC INFRASTRUCTURE AND SERVICE DELIVERY 2013 - 2014 SDBIP
KPA 2: BASIC INFRASTRUCTURE AND SERVICE DELIVERY
OUTCOME :
IDP
REF
NO.
BSD/01
0/2013-
14
BSD/01
1/2013-
14
BSD/01
2/2013-
14
STRA
TEGI
C
PROJ
ECTS
SUB-
PROJECTS
Olifantspoort
South
Regional WS
Scheme
phase 6
Nkadimeng
BWS
Carbonitites
to Zaaiplaas
OBJE
CTIVE
S
OUTP
UTS
Upgra
ded
bulk
water
supply
Reduc
ed
water
backlo
gs
Upgra
ded
bulk
water
supply
INPU
TS
Hum
an
and
Fina
ncial
Reso
urces
Hum
an
and
Fina
ncial
Reso
urces
Hum
an
and
Fina
ncial
Reso
urces
PERFR
OMANC
E
INDICA
TORS
%
completi
on
Number
of
househo
lds
served
%
completi
on
INDIC
ATOR
CUST
ODIA
N
Direct
or
Infrast
ructur
e and
Water
Servic
es
Direct
or
Infrast
ructur
e and
Water
Servic
es
Direct
or
Infrast
ructur
e and
Water
Servic
es
2012/2
013
BASEL
INES
2013/2
014
TARGE
TS
60% 100%
(Design
s
approv
ed =
20%,
Constru
ction
complet
e =
80%)
Q
1
75
%
Q2 Q3 Q4 EVID
ENC
E
10
0
%
492 5000 0 0 50
00
50% 100%
(Design
s
approv
ed =
20%,
Constru
ction
complet
e =
80%)
60
%
70
%
- - Com
pletio
n
report
10
0
%
- Com
pletio
n
report
- Com
pletio
n
report
BUD
GET
R 10
000
000
R 24
000
000
R 15
000
000
FUN
DER
MIG
MIG
RBI
G
IMPA
CTS
Improv
ed bulk
water
supply
New
connec
tions to
water
supply
and
Improv
ed bulk
water
supply
service
Improv
ed bulk
water
supply

484
BASIC INFRASTRUCTURE AND SERVICE DELIVERY 2013 - 2014 SDBIP
KPA 2: BASIC INFRASTRUCTURE AND SERVICE DELIVERY
OUTCOME :
IDP
REF
NO.
BSD/01
3/2013-
14
BSD/01
4/2013-
14
BSD/01
5/2013-
14
STRA
TEGI
C
PROJ
ECTS
SUB-
PROJECTS
Jane Furse
25ml
command
Reservoir(ph
1C)
Connector
Pipes to
Zaaiplaas
Villages
Groblersdal/L
uckau Water
Supply
OBJE
CTIVE
S
OUTP
UTS
Upgra
ded
bulk
water
supply
Reduc
ed
water
backlo
gs
Upgra
ded
bulk
water
supply
INPU
TS
Hum
an
and
Fina
ncial
Reso
urces
Hum
an
and
Fina
ncial
Reso
urces
Hum
an
and
Fina
ncial
Reso
urces
PERFR
OMANC
E
INDICA
TORS
%
completi
on
%
completi
on
%
completi
on
INDIC
ATOR
CUST
ODIA
N
Direct
or
Infrast
ructur
e and
Water
Servic
es
Direct
or
Infrast
ructur
e and
Water
Servic
es
Direct
or
Infrast
ructur
e and
Water
Servic
es
2012/2
013
BASEL
INES
2013/2
014
TARGE
TS
90% 100%
(Design
s
approv
ed =
20%,
Constru
ction
complet
e =
80%)
0% 10%(D
esigns
approv
ed =
20%,
Constru
ction
complet
e =
80%)
50% 100%
(Design
s
approv
ed =
20%,
Constru
ction
complet
e =
80%)
Q
1
10
0
%
0
%
75
%
Q2 Q3 Q4 EVID
ENC
E
- - - Com
pletio
n
report
3
%
10
0
%
5
%
10
%
Proje
ct
progr
ess
report
- - Com
pletio
n
report
BUD
GET
R 3
200
000
R 5
000
000
R 12
794
561
FUN
DER
RBI
G
MIG
MIG
IMPA
CTS
Improv
ed bulk
water
supply
New
connec
tions to
water
supply
and
Improv
ed bulk
water
supply
service
Improv
ed bulk
water
supply

485
BASIC INFRASTRUCTURE AND SERVICE DELIVERY 2013 - 2014 SDBIP
KPA 2: BASIC INFRASTRUCTURE AND SERVICE DELIVERY
OUTCOME :
IDP
REF
NO.
BSD/01
6/2013-
14
BSD/01
7/2013-
14
BSD/01
8/2013-
14
STRA
TEGI
C
PROJ
ECTS
SUB-
PROJECTS
Upgrading of
Piet Gouws
WTW
Piet Gouws
Bulk supply
and storage
Ga-
Maphopha
Command
Reservoir
OBJE
CTIVE
S
OUTP
UTS
Upgra
ded
bulk
water
supply
Upgra
ded
bulk
water
supply
Upgra
ded
bulk
water
supply
INPU
TS
Hum
an
and
Fina
ncial
Reso
urces
Hum
an
and
Fina
ncial
Reso
urces
Hum
an
and
Fina
ncial
Reso
urces
PERFR
OMANC
E
INDICA
TORS
%
completi
on
%
completi
on
%
completi
on
INDIC
ATOR
CUST
ODIA
N
Direct
or
Infrast
ructur
e and
Water
Servic
es
Direct
or
Infrast
ructur
e and
Water
Servic
es
Direct
or
Infrast
ructur
e and
Water
Servic
es
2012/2
013
BASEL
INES
2013/2
014
TARGE
TS
0% 50%(D
esigns
approv
ed =
20%,
Constru
ction
complet
e =
80%)
0% 20%
(Design
s
approv
ed =
20%,
Constru
ction
complet
e =
80%)
0% 20%
(Design
s
approv
ed =
20%,
Constru
ction
complet
e =
80%)
Q
1
0
%
0
%
0
%
Q2 Q3 Q4 EVID
ENC
E
20
%
5
%
5
%
30
%
10
%
10
%
50
%
20
%
20
%
Proje
ct
progr
ess
report
Proje
ct
progr
ess
report
Proje
ct
progr
ess
report
BUD
GET
R 4
500
000
R
750
000
R 4
000
000
FUN
DER
MIG
MIG
MIG
IMPA
CTS
Improv
ed bulk
water
supply
Improv
ed bulk
water
supply
Improv
ed bulk
water
supply

486
BASIC INFRASTRUCTURE AND SERVICE DELIVERY 2013 - 2014 SDBIP
KPA 2: BASIC INFRASTRUCTURE AND SERVICE DELIVERY
OUTCOME :
IDP
REF
NO.
BSD/01
9/2013-
14
BSD/02
0/2013-
14
BSD/02
1/2013-
14
STRA
TEGI
C
PROJ
ECTS
SUB-
PROJECTS
Steelpoort
Valley
Connector
Pipeline
Mphanama
village
connectors
Gabaneng,
Ga-Mmela
Moutse BWS
Phase
(Counter
funding)
OBJE
CTIVE
S
OUTP
UTS
Upgra
ded
bulk
water
supply
Upgra
ded
bulk
water
supply
Upgra
ded
bulk
water
supply
INPU
TS
Hum
an
and
Fina
ncial
Reso
urces
Hum
an
and
Fina
ncial
Reso
urces
Hum
an
and
Fina
ncial
Reso
urces
PERFR
OMANC
E
INDICA
TORS
%
completi
on
%
completi
on
%
completi
on
INDIC
ATOR
CUST
ODIA
N
Direct
or
Infrast
ructur
e and
Water
Servic
es
Direct
or
Infrast
ructur
e and
Water
Servic
es
Direct
or
Infrast
ructur
e and
Water
Servic
es
2012/2
013
BASEL
INES
2013/2
014
TARGE
TS
0% 20%
(Design
s
approv
ed =
20%,
Constru
ction
complet
e =
80%)
0% 20%
(Design
s
approv
ed =
20%,
Constru
ction
complet
e =
Q
1
0
%
0
%
80%)
N/A N/A 0
%
Q2 Q3 Q4 EVID
ENC
E
5
%
5
%
0
%
10
%
10
%
0
%
20
%
20
%
0
%
Proje
ct
progr
ess
report
Proje
ct
progr
ess
report
Proje
ct
progr
ess
report
BUD
GET
R 4
000
000
R 1
000
000
FUN
DER
MIG
MIG
IMPA
CTS
Improv
ed bulk
water
supply
Improv
ed bulk
water
supply
0 MIG Improv
ed bulk
water
supply

487
BASIC INFRASTRUCTURE AND SERVICE DELIVERY 2013 - 2014 SDBIP
KPA 2: BASIC INFRASTRUCTURE AND SERVICE DELIVERY
OUTCOME :
IDP
REF
NO.
BSD/02
2/2013-
14
BSD/02
3/2013-
14
BSD/02
4/2013-
14
STRA
TEGI
C
PROJ
ECTS
SUB-
PROJECTS
Ga-Nkwana
Housing
BWS
Sekwati
water supply
project phase
2 & 3
Zaaiplaas
Village
Reticulations
OBJE
CTIVE
S
OUTP
UTS
Upgra
ded
bulk
water
supply
Reduc
ed
water
backlo
gs
Reduc
ed
water
backlo
gs
INPU
TS
Hum
an
and
Fina
ncial
Reso
urces
Hum
an
and
Fina
ncial
Reso
urces
Hum
an
and
Fina
ncial
Reso
urces
PERFR
OMANC
E
INDICA
TORS
%
completi
on
Number
of
househo
lds
served
Number
of
househo
lds
served
INDIC
ATOR
CUST
ODIA
N
Direct
or
Infrast
ructur
e and
Water
Servic
es
Direct
or
Infrast
ructur
e and
Water
Servic
es
Direct
or
Infrast
ructur
e and
Water
Servic
es
2012/2
013
BASEL
INES
2013/2
014
TARGE
TS
50% 100%
(Design
s
approv
ed =
20%,
Constru
ction
complet
e =
80%)
Q
1
75
%
Q2 Q3 Q4 EVID
ENC
E
10
0
%
0 2980 0 29
80
0 1822 0 18
22
- - Com
pletio
n
report
- - Com
pletio
n
report
- - Com
pletio
n
report
BUD
GET
R 6
200
000
R 7
560
000
R 18
650
000
FUN
DER
MIG
MIG
E-
shar
e
IMPA
CTS
Improv
ed bulk
water
supply
New
connec
tions to
water
supply
and
Improv
ed bulk
water
supply
service
New
connec
tions to
water
supply
and
Improv
ed bulk
water
supply
service

488
BASIC INFRASTRUCTURE AND SERVICE DELIVERY 2013 - 2014 SDBIP
KPA 2: BASIC INFRASTRUCTURE AND SERVICE DELIVERY
OUTCOME :
IDP
REF
NO.
BSD/02
5/2013-
14
BSD/02
6/2013-
14
BSD/02
7/2013-
14
STRA
TEGI
C
PROJ
ECTS
SUB-
PROJECTS
Mooihoek
Reticulation
(Ga-Maroga,
Mapea)
Connector
Pipes and
reticulation to
Lebalelo
South
Villages(Drie
kop, Ga-
Riba,
Rivercross,
Ga-Maeseng,
Mandela and
France)
Ga-
Maphopha,
Ga-
Malekana,
Ga-Masha,
Mapea
Connector
Pipes and
Reticulation
OBJE
CTIVE
S
OUTP
UTS
Reduc
ed
water
backlo
gs
Reduc
ed
water
backlo
gs
Reduc
ed
water
backlo
gs
INPU
TS
Hum
an
and
Fina
ncial
Reso
urces
Hum
an
and
Fina
ncial
Reso
urces
Hum
an
and
Fina
ncial
Reso
urces
PERFR
OMANC
E
INDICA
TORS
%
completi
on
%
completi
on
%
completi
on
INDIC
ATOR
CUST
ODIA
N
Direct
or
Infrast
ructur
e and
Water
Servic
es
Direct
or
Infrast
ructur
e and
Water
Servic
es
Direct
or
Infrast
ructur
e and
Water
Servic
es
2012/2
013
BASEL
INES
2013/2
014
TARGE
TS
0 20%
(Design
s
approv
ed =
20%,
Constru
ction
complet
e =
80%)
0 20%
(Design
s
approv
ed =
20%,
Constru
ction
complet
e =
80%)
0 50% -
(Design
s
approv
ed =
20%,
Constru
ction
complet
Q
1
0
%
0
%
0
%
Q2 Q3 Q4 EVID
ENC
E
5
%
5
%
5
%
10
%
10
%
20
%
20
%
20
%
50
%
Proje
ct
progr
ess
report
Proje
ct
progr
ess
report
Proje
ct
progr
ess
report
BUD
GET
R 2
000
000
R 5
000
000
R 5
000
000
FUN
DER
MIG
MIG
MIG
IMPA
CTS
New
connec
tions to
water
supply
and
Improv
ed bulk
water
supply
service
New
connec
tions to
water
supply
and
Improv
ed bulk
water
supply
service
New
connec
tions to
water
supply
and
Improv
ed bulk
water
supply

489
BASIC INFRASTRUCTURE AND SERVICE DELIVERY 2013 - 2014 SDBIP
KPA 2: BASIC INFRASTRUCTURE AND SERVICE DELIVERY
OUTCOME :
IDP
REF
NO.
STRA
TEGI
C
PROJ
ECTS
SUB-
PROJECTS
OBJE
CTIVE
S
OUTP
UTS
INPU
TS
PERFR
OMANC
E
INDICA
TORS
INDIC
ATOR
CUST
ODIA
N
2012/2
013
BASEL
INES
2013/2
014
TARGE
TS
e =
80%)
Q
1
Q2 Q3 Q4 EVID
ENC
E
BUD
GET
FUN
DER
IMPA
CTS
service
BSD/02
8/2013-
14
BSD/02
9/2013-
14
Ga-Moloi
Water
Reticulation
Solovo Water
reticulation
Reduc
ed
water
backlo
gs
Reduc
ed
water
backlo
gs
Hum
an
and
Fina
ncial
Reso
urces
Hum
an
and
Fina
ncial
Reso
urces
%
completi
on
%
completi
on
Direct
or
Infrast
ructur
e and
Water
Servic
es
Direct
or
Infrast
ructur
e and
Water
Servic
es
0 50% -
(Design
s
approv
ed =
20%,
Constru
ction
complet
e =
80%)
0
%
100% N/A N/
A
5
%
N/
A
20
%
N/
A
50
%
N/
A
Proje
ct
progr
ess
report
N/A
R 2
593
739
R
200
000
MIG
MIG
New
connec
tions to
water
supply
and
Improv
ed bulk
water
supply
service
New
connec
tions to
water
supply
and
Improv
ed bulk
water
supply
service

490
BASIC INFRASTRUCTURE AND SERVICE DELIVERY 2013 - 2014 SDBIP
KPA 2: BASIC INFRASTRUCTURE AND SERVICE DELIVERY
OUTCOME :
IDP
REF
NO.
BSD/03
0/2013-
14
BSD/03
1/2013-
14
BSD/03
2/2013-
14
STRA
TEGI
C
PROJ
ECTS
SUB-
PROJECTS
Lebalelo
North Water
Reticulation
Ga-Nkwana
Housing
Water
Reticulation
Taung
Reticulation
OBJE
CTIVE
S
OUTP
UTS
Reduc
ed
water
backlo
gs
Reduc
ed
water
backlo
gs
Reduc
ed
water
backlo
gs
INPU
TS
Hum
an
and
Fina
ncial
Reso
urces
Hum
an
and
Fina
ncial
Reso
urces
Hum
an
and
Fina
ncial
Reso
urces
PERFR
OMANC
E
INDICA
TORS
%
completi
on
Number
of
househo
lds
served
Number
of
househo
lds
served
INDIC
ATOR
CUST
ODIA
N
Direct
or
Infrast
ructur
e and
Water
Servic
es
Direct
or
Infrast
ructur
e and
Water
Servic
es
Direct
or
Infrast
ructur
e and
Water
Servic
es
2012/2
013
BASEL
INES
2013/2
014
TARGE
TS
0 5%
(Design
s
approv
ed =
20%,
Constru
ction
complet
e =
80%)
Q
1
0
%
Q2 Q3 Q4 EVID
ENC
E
0
%
0 2000 0 20
00
0 800 0 80
0
0
%
5
%
Proje
ct
progr
ess
report
- - Com
pletio
n
report
- - Com
pletio
n
report
BUD
GET
R
600
000
R 2
387
000
R 23
080
000
FUN
DER
MIG
E-
Shar
e
N/A
IMPA
CTS
New
connec
tions to
water
supply
and
Improv
ed bulk
water
supply
service
New
connec
tions to
water
supply
and
Improv
ed bulk
water
supply
service
New
connec
tions to
water
supply
and
Improv
ed bulk
water
supply
service

491
BASIC INFRASTRUCTURE AND SERVICE DELIVERY 2013 - 2014 SDBIP
KPA 2: BASIC INFRASTRUCTURE AND SERVICE DELIVERY
OUTCOME :
IDP
REF
NO.
BSD/03
3/2013-
14
BSD/03
4/2013-
14
BSD/03
5/2013-
14
STRA
TEGI
C
PROJ
ECTS
SUB-
PROJECTS
Praktiseer
Water Supply
Mabotsha
Water Supply
Moteti B
Water
Reticulation
(Zoetmelsfont
ein)
OBJE
CTIVE
S
OUTP
UTS
Reduc
ed
water
backlo
gs
Reduc
ed
water
backlo
gs
Reduc
ed
water
backlo
gs
INPU
TS
Hum
an
and
Fina
ncial
Reso
urces
Hum
an
and
Fina
ncial
Reso
urces
Hum
an
and
Fina
ncial
Reso
urces
PERFR
OMANC
E
INDICA
TORS
Number
of
househo
lds
served
Number
of
househo
lds
served
Number
of
househo
lds
served
INDIC
ATOR
CUST
ODIA
N
Direct
or
Infrast
ructur
e and
Water
Servic
es
Direct
or
Infrast
ructur
e and
Water
Servic
es
Direct
or
Infrast
ructur
e and
Water
Servic
es
2012/2
013
BASEL
INES
2013/2
014
TARGE
TS
Q
1
0 4000 0 0 10
00
0 800 0 80
0
0 250 0 10
0
Q2 Q3 Q4 EVID
ENC
E
40
00
Com
pletio
n
report
- - Com
pletio
n
report
25
0
- Com
pletio
n
report
BUD
GET
R 21
720
000
R 7
175
000
R 10
900
000
FUN
DER
MIG
MIG
MIG
IMPA
CTS
New
connec
tions to
water
supply
and
Improv
ed bulk
water
supply
service
New
connec
tions to
water
supply
and
Improv
ed bulk
water
supply
service
New
connec
tions to
water
supply
and
Improv
ed bulk
water
supply
service

492
BASIC INFRASTRUCTURE AND SERVICE DELIVERY 2013 - 2014 SDBIP
KPA 2: BASIC INFRASTRUCTURE AND SERVICE DELIVERY
OUTCOME :
IDP
REF
NO.
BSD/03
6/2013-
14
BSD/03
7/2013-
14
BSD/03
8/2013-
14
STRA
TEGI
C
PROJ
ECTS
SUB-
PROJECTS
Jane Furse
Water
Demand
management
Cost
Recovery in
Monsterlous,
Motetema
and Tafelkop
Reservoir SB
OBJE
CTIVE
S
OUTP
UTS
Reduc
ed
water
losses
and
improv
ed
pressu
re
manag
ement
Retrofi
tting
collap
sing
water
servic
es
infrastr
ucture
Upgra
ded
bulk
water
supply
INPU
TS
Hum
an
and
Fina
ncial
Reso
urces
Hum
an
and
Fina
ncial
Reso
urces
Hum
an
and
Fina
ncial
Reso
urces
PERFR
OMANC
E
INDICA
TORS
%
completi
on
%
completi
on
%
completi
on
INDIC
ATOR
CUST
ODIA
N
Direct
or
Infrast
ructur
e and
Water
Servic
es
Direct
or
Infrast
ructur
e and
Water
Servic
es
Direct
or
Infrast
ructur
e and
Water
Servic
es
2012/2
013
BASEL
INES
2013/2
014
TARGE
TS
0% 20%
(Design
s
approv
ed =
20%,
Constru
ction
complet
e =
80%)
100%
(Design
s
approv
ed =
20%,
Constru
ction
complet
e =
80%)
0% 5%
(Design
s
approv
ed =
20%,
Constru
ction
complet
e =
Q
1
0
%
0
%
Q2 Q3 Q4 EVID
ENC
E
0
%
0
%
5
%
0
%
20
%
5
%
Proje
ct
progr
ess
report
Proje
ct
progr
ess
report
BUD
GET
R 1
000
000
R
450
000
R
240
000
FUN
DER
MIG
MIG
MIG
IMPA
CTS
Improv
ed
provisio
n of
basic
service
s to the
residen
ts of
SDM
Improv
ed
provisio
n of
basic
service
s to the
residen
ts of
SDM
Improv
ed bulk
water
supply

493
BASIC INFRASTRUCTURE AND SERVICE DELIVERY 2013 - 2014 SDBIP
KPA 2: BASIC INFRASTRUCTURE AND SERVICE DELIVERY
OUTCOME :
IDP
REF
NO.
STRA
TEGI
C
PROJ
ECTS
SUB-
PROJECTS
OBJE
CTIVE
S
OUTP
UTS
INPU
TS
PERFR
OMANC
E
INDICA
TORS
INDIC
ATOR
CUST
ODIA
N
2012/2
013
BASEL
INES
2013/2
014
TARGE
TS
80%)
Q
1
Q2 Q3 Q4 EVID
ENC
E
BUD
GET
FUN
DER
IMPA
CTS
BSD/03
9/2013-
14
BSD/04
0/2013-
14
Pipeline from
Mooihoek to
reservoir SB
Bulk pipeline
SB take off
Upgra
ded
bulk
water
supply
Upgra
ded
bulk
water
supply
Hum
an
and
Fina
ncial
Reso
urces
Hum
an
and
Fina
ncial
Reso
urces
%
completi
on
%
completi
on
Direct
or
Infrast
ructur
e and
Water
Servic
es
Direct
or
Infrast
ructur
e and
Water
Servic
es
0% 5%
(Design
s
approv
ed =
20%,
Constru
ction
complet
e =
80%)
0% 5%(De
signs
approv
ed =
20%,
Constru
ction
complet
e =
80%)
0
%
0
%
0
%
0
%
0
%
0
%
5
%
5
%
Proje
ct
progr
ess
report
Proje
ct
progr
ess
report
R
990
000
R
500
000
MIG
MIG
Improv
ed bulk
water
supply
Improv
ed bulk
water
supply

494
BASIC INFRASTRUCTURE AND SERVICE DELIVERY 2013 - 2014 SDBIP
KPA 2: BASIC INFRASTRUCTURE AND SERVICE DELIVERY
OUTCOME :
IDP
REF
NO.
BSD/04
1/2013-
14
BSD/04
2/2013-
14
BSD/04
3/2013-
14
STRA
TEGI
C
PROJ
ECTS
SUB-
PROJECTS
Burgersfort
WWTW 7MI
(New plant )
Burgersfort
WWTW 7MI
(refurbishme
nt)
Roosenekal
WWTW
Upgrade
OBJE
CTIVE
S
OUTP
UTS
Upgra
ded
bulk
sanitat
ion
supply
Upgra
ded
bulk
sanitat
ion
supply
Upgra
ded
bulk
sanitat
ion
supply
INPU
TS
Hum
an
and
Fina
ncial
Reso
urces
Hum
an
and
Fina
ncial
Reso
urces
Hum
an
and
Fina
ncial
Reso
urces
PERFR
OMANC
E
INDICA
TORS
%
completi
on
%
completi
on
%
completi
on
INDIC
ATOR
CUST
ODIA
N
Direct
or
Infrast
ructur
e and
Water
Servic
es
Direct
or
Infrast
ructur
e and
Water
Servic
es
Direct
or
Infrast
ructur
e and
Water
Servic
es
2012/2
013
BASEL
INES
2013/2
014
TARGE
TS
0% 5%
(Design
s
approv
ed =
20%,
Constru
ction
complet
e =
80%)
0% 100% -
(Design
s
approv
ed =
20%,
Constru
ction
complet
e =
80%)
20% 100%
(Design
s
approv
ed =
20%,
Constru
ction
complet
e =
Q
1
0
%
20
%
50
%
Q2 Q3 Q4 EVID
ENC
E
0
%
80
%
10
0
%
0
%
10
0
%
5
%
Proje
ct
progr
ess
report
- Com
pletio
n
report
- - Com
pletio
n
report
BUD
GET
R 24
500
000
R 1
600
000
R 5
868
000
FUN
DER
MIG
MIG
MIG
IMPA
CTS
Improv
ed bulk
sanitati
on
service
Improv
ed bulk
sanitati
on
service
Improv
ed bulk
sanitati
on
service

495
BASIC INFRASTRUCTURE AND SERVICE DELIVERY 2013 - 2014 SDBIP
KPA 2: BASIC INFRASTRUCTURE AND SERVICE DELIVERY
OUTCOME :
IDP
REF
NO.
STRA
TEGI
C
PROJ
ECTS
SUB-
PROJECTS
OBJE
CTIVE
S
OUTP
UTS
INPU
TS
PERFR
OMANC
E
INDICA
TORS
INDIC
ATOR
CUST
ODIA
N
2012/2
013
BASEL
INES
2013/2
014
TARGE
TS
80%)
Q
1
Q2 Q3 Q4 EVID
ENC
E
BUD
GET
FUN
DER
IMPA
CTS
BSD/04
4/2013-
14
BSD/04
5/2013-
14
Apel Sewer
WWTW
VIP Backlog
Upgra
ded
bulk
sanitat
ion
supply
Reduc
ed
sanitat
ion
backlo
gs
Hum
an
and
Fina
ncial
Reso
urces
Hum
an
and
Fina
ncial
Reso
urces
%
completi
on
Number
of
househo
lds
served
Direct
or
Infrast
ructur
e and
Water
Servic
es
Direct
or
Infrast
ructur
e and
Water
Servic
es
0% 20% - -
(Design
s
approv
ed =
20%,
Constru
ction
complet
e =
80%)
0
%
5
%
0 38000 0 10
00
0
10
%
25
00
0
20
%
38
00
0
Proje
ct
progr
ess
report
Com
pletio
n
report
R 5
000
000
R
147
713
000
MIG
MIG
Improv
ed bulk
sanitati
on
service
New
connec
tions to
water
supply
and
Improv
ed bulk
water
supply
service

496
BASIC INFRASTRUCTURE AND SERVICE DELIVERY 2013 - 2014 SDBIP
KPA 2: BASIC INFRASTRUCTURE AND SERVICE DELIVERY
OUTCOME :
IDP
REF
NO.
BSD/04
6/2013-
14
BSD/04
7/2013-
14
BSD/04
8/2013-
14
STRA
TEGI
C
PROJ
ECTS
SDM
FUND
ING
(Capit
al)
SUB-
PROJECTS
Apel
sanitation
Tafelkop
reticulation
Borehole
development
OBJE
CTIVE
S
OUTP
UTS
Reduc
ed
sanitat
ion
backlo
gs
Reduc
ed
water
backlo
gs
Reduc
ed
water
backlo
gs
INPU
TS
Hum
an
and
Fina
ncial
Reso
urces
Hum
an
and
Fina
ncial
Reso
urces
Hum
an
and
Fina
ncial
Reso
urces
PERFR
OMANC
E
INDICA
TORS
Number
of
househo
lds
served
%
completi
on
Number
of
borehole
s
develop
ed
INDIC
ATOR
CUST
ODIA
N
Direct
or
Infrast
ructur
e and
Water
Servic
es
Direct
or
Infrast
ructur
e and
Water
Servic
es
Direct
or
Infrast
ructur
e and
Water
Servic
es
2012/2
013
BASEL
INES
2013/2
014
TARGE
TS
Q
1
0 900 0 90
0
5% 30%
(Design
s
approv
ed =
20%,
Constru
ction
complet
e =
80%)
5
%
Q2 Q3 Q4 EVID
ENC
E
5
%
- - Com
pletio
n
report
10
%
30
%
Proje
ct
progr
ess
report
14 15 3 6 9 15 Com
pletio
n
report
BUD
GET
R 1
654
700
R 30
000
000
R 5
000
000
FUN
DER
MIG
MIG
E-
Shar
e
IMPA
CTS
New
connec
tions to
water
supply
and
Improv
ed bulk
water
supply
service
New
connec
tions to
water
supply
and
Improv
ed bulk
water
supply
service
New
connec
tions to
water
supply
and
Improv
ed bulk
water
supply
service

497
BASIC INFRASTRUCTURE AND SERVICE DELIVERY 2013 - 2014 SDBIP
KPA 2: BASIC INFRASTRUCTURE AND SERVICE DELIVERY
OUTCOME :
IDP
REF
NO.
BSD/04
9/2013-
14
BSD/05
0/2013-
14
BSD/05
1/2013-
14
STRA
TEGI
C
PROJ
ECTS
RBIG
SUB-
PROJECTS
Capital
replacement/r
efurbishment
Mooihoek
(Manoke &
Dresden
pipeline)
Nebo Plateau
Bulk Water
Supply- Jane
Furse-
Marulaneng
OBJE
CTIVE
S
OUTP
UTS
Retrofi
tting
collap
sing
water
servic
es
infrastr
ucture
Upgra
ded
bulk
water
supply
Upgra
ded
bulk
water
supply
INPU
TS
Hum
an
and
Fina
ncial
Reso
urces
Hum
an
and
Fina
ncial
Reso
urces
Hum
an
and
Fina
ncial
Reso
urces
PERFR
OMANC
E
INDICA
TORS
%expen
diture
%
completi
on
%
completi
on
INDIC
ATOR
CUST
ODIA
N
Direct
or
Infrast
ructur
e and
Water
Servic
es
Direct
or
Infrast
ructur
e and
Water
Servic
es
Direct
or
Infrast
ructur
e and
Water
Servic
es
2012/2
013
BASEL
INES
2013/2
014
TARGE
TS
0% 100%
(expen
diture
of
allocati
on)
20% 80%
(Design
s
approv
ed =
20%,
Constru
ction
complet
e =
80%)
50% 100%
(Design
s
approv
ed =
20%,
Constru
ction
complet
e =
80%)
Q
1
25
%
30
%
60
%
Q2 Q3 Q4 EVID
ENC
E
50
%
50
%
75
%
75
%
60
%
10
0
%
10
0
%
80
%
Com
pletio
n
report
Proje
ct
progr
ess
report
- Com
pletio
n
report
BUD
GET
R 7
000
000
R 40
000
000
R 20
285
000
FUN
DER
E-
Shar
e
RBI
G
RBI
G
IMPA
CTS
Reduce
d
interrup
tions to
water
service
delivery
Improv
ed bulk
water
supply
Improv
ed bulk
water
supply

498
BASIC INFRASTRUCTURE AND SERVICE DELIVERY 2013 - 2014 SDBIP
KPA 2: BASIC INFRASTRUCTURE AND SERVICE DELIVERY
OUTCOME :
IDP
REF
NO.
BSD/05
2/2013-
14
BSD/05
3/2013-
14
BSD/05
4/2013-
14
STRA
TEGI
C
PROJ
ECTS
SUB-
PROJECTS
Nebo Plateau
Bulk Water
Supply- Jane
Furse to
lobethal
Ga-
Malekana to
Jane Furse
pipeline
Ga-Malekana
WTW 36ml
OBJE
CTIVE
S
OUTP
UTS
Upgra
ded
bulk
water
supply
Upgra
ded
bulk
water
supply
Upgra
ded
bulk
water
supply
INPU
TS
Hum
an
and
Fina
ncial
Reso
urces
Hum
an
and
Fina
ncial
Reso
urces
Hum
an
and
Fina
ncial
Reso
urces
PERFR
OMANC
E
INDICA
TORS
%
completi
on
%
completi
on
%
completi
on
INDIC
ATOR
CUST
ODIA
N
Direct
or
Infrast
ructur
e and
Water
Servic
es
Direct
or
Infrast
ructur
e and
Water
Servic
es
Direct
or
Infrast
ructur
e and
Water
Servic
es
2012/2
013
BASEL
INES
2013/2
014
TARGE
TS
50% 100%
(Design
s
approv
ed =
20%,
Constru
ction
complet
e =
80%)
0% 20%
(Design
s
approv
ed =
20%,
Constru
ction
complet
e =
80%)
0% 5%
(Design
s
approv
ed =
20%,
Constru
ction
complet
e =
Q
1
60
%
0
%
0
%
Q2 Q3 Q4 EVID
ENC
E
75
%
0
%
0
%
10
0
%
10
%
5
%
- Com
pletio
n
report
20
%
5
%
Proje
ct
progr
ess
report
Proje
ct
progr
ess
report
BUD
GET
R 24
715
000
R 40
000
000
R 8
911
000
FUN
DER
RBI
G
RBI
G
RBI
G
IMPA
CTS
Improv
ed bulk
water
supply
Improv
ed bulk
water
supply
Improv
ed bulk
water
supply

499
BASIC INFRASTRUCTURE AND SERVICE DELIVERY 2013 - 2014 SDBIP
KPA 2: BASIC INFRASTRUCTURE AND SERVICE DELIVERY
OUTCOME :
IDP
REF
NO.
STRA
TEGI
C
PROJ
ECTS
SUB-
PROJECTS
OBJE
CTIVE
S
OUTP
UTS
INPU
TS
PERFR
OMANC
E
INDICA
TORS
INDIC
ATOR
CUST
ODIA
N
2012/2
013
BASEL
INES
2013/2
014
TARGE
TS
80%)
Q
1
Q2 Q3 Q4 EVID
ENC
E
BUD
GET
FUN
DER
IMPA
CTS
BSD/05
5/2013-
14
BSD/05
6/2013-
14
Moutse BWS
(Project 7 to
12 & 15)
Moutse Bulk
Water Supply
(Project 1
and 2)
Upgra
ded
bulk
water
supply
Upgra
ded
bulk
water
supply
Hum
an
and
Fina
ncial
Reso
urces
Hum
an
and
Fina
ncial
Reso
urces
%
completi
on
%
completi
on
Direct
or
Infrast
ructur
e and
Water
Servic
es
Direct
or
Infrast
ructur
e and
Water
Servic
es
5% 40%
(Design
s
approv
ed =
20%,
Constru
ction
complet
e =
80%)
80% 100%
(Design
s
approv
ed =
20%,
Constru
ction
complet
e =
80%)
10
%
10
0
%
20
%
30
%
40
%
Proje
ct
progr
ess
report
- - - Com
pletio
n
report
R 98
000
000
R 18
200
000
RBI
G
RBI
G
Improv
ed bulk
water
supply
Improv
ed bulk
water
supply

500
BASIC INFRASTRUCTURE AND SERVICE DELIVERY 2013 - 2014 SDBIP
KPA 2: BASIC INFRASTRUCTURE AND SERVICE DELIVERY
OUTCOME :
IDP
REF
NO.
BSD/05
7/2013-
14
BSD/05
8/2013-
14
BSD/05
9/2013-
14
STRA
TEGI
C
PROJ
ECTS
SUB-
PROJECTS
Moutse BWS
Phase 3,4,5
Moutse BWS
Project 13 &
14
Magnet
Heights to
Schoonoord
bulk pipeline
OBJE
CTIVE
S
OUTP
UTS
Upgra
ded
bulk
water
supply
Upgra
ded
bulk
water
supply
Upgra
ded
bulk
water
supply
INPU
TS
Hum
an
and
Fina
ncial
Reso
urces
Hum
an
and
Fina
ncial
Reso
urces
Hum
an
and
Fina
ncial
Reso
urces
PERFR
OMANC
E
INDICA
TORS
%
completi
on
%
completi
on
%
completi
on
INDIC
ATOR
CUST
ODIA
N
Direct
or
Infrast
ructur
e and
Water
Servic
es
Direct
or
Infrast
ructur
e and
Water
Servic
es
Direct
or
Infrast
ructur
e and
Water
Servic
es
2012/2
013
BASEL
INES
2013/2
014
TARGE
TS
5% 50%
(Design
s
approv
ed =
20%,
Constru
ction
complet
e =
80%)
0% 50%
(Design
s
approv
ed =
20%,
Constru
ction
complet
e =
80%)
0% 30%
(Design
s
approv
ed =
20%,
Constru
ction
complet
e =
Q
1
10
%
0
%
5
%
Q2 Q3 Q4 EVID
ENC
E
25
%
20
%
15
%
40
%
30
%
20
%
50
%
50
%
30
%
Proje
ct
progr
ess
report
Proje
ct
progr
ess
report
Proje
ct
progr
ess
report
BUD
GET
R 70
000
000
R 31
200
000
R 30
000
000
FUN
DER
RBI
G
RBI
G
RBI
G
IMPA
CTS
Improv
ed bulk
water
supply
Improv
ed bulk
water
supply
Improv
ed bulk
water
supply

501
BASIC INFRASTRUCTURE AND SERVICE DELIVERY 2013 - 2014 SDBIP
KPA 2: BASIC INFRASTRUCTURE AND SERVICE DELIVERY
OUTCOME :
IDP
REF
NO.
STRA
TEGI
C
PROJ
ECTS
SUB-
PROJECTS
OBJE
CTIVE
S
OUTP
UTS
INPU
TS
PERFR
OMANC
E
INDICA
TORS
INDIC
ATOR
CUST
ODIA
N
2012/2
013
BASEL
INES
2013/2
014
TARGE
TS
80%)
Q
1
Q2 Q3 Q4 EVID
ENC
E
BUD
GET
FUN
DER
IMPA
CTS
BSD/06
0/2013-
14
BSD/06
1/2013-
14
MWIG
Ephraim
Mogale
Hotspots
Projects
Elias
Motsoaledi
Hotspots
Projects
Reduc
ed
water
backlo
gs
Reduc
ed
water
backlo
gs
Hum
an
and
Fina
ncial
Reso
urces
Hum
an
and
Fina
ncial
Reso
urces
%
completi
on
%
completi
on
Direct
or
Infrast
ructur
e and
Water
Servic
es
Direct
or
Infrast
ructur
e and
Water
Servic
es
0% 100%
(Design
s
approv
ed =
20%,
Constru
ction
complet
e =
80%)
0% 100%
(Design
s
approv
ed =
20%,
Constru
ction
complet
e =
80%)
20
%
20
%
50
%
50
%
90
%
90
%
10
0
%
10
0
%
Proje
ct
progr
ess
report
Proje
ct
progr
ess
report
R 2
891
000
R 9
278
000
MWI
G
MWI
G
New
connec
tions to
water
supply
and
Improv
ed bulk
water
supply
service
New
connec
tions to
water
supply
and
Improv
ed bulk
water
supply
service

502
BASIC INFRASTRUCTURE AND SERVICE DELIVERY 2013 - 2014 SDBIP
KPA 2: BASIC INFRASTRUCTURE AND SERVICE DELIVERY
OUTCOME :
IDP
REF
NO.
BSD/06
2/2013-
14
BSD/06
3/2013-
14
BSD/06
4/2013-
14
STRA
TEGI
C
PROJ
ECTS
SUB-
PROJECTS
Makhudutha
maga
Hotspots
Projects
Fetakgomo
Hotspots
Projects
Greater
Tubatse
Hotspots
Projects
OBJE
CTIVE
S
OUTP
UTS
Reduc
ed
water
backlo
gs
Reduc
ed
water
backlo
gs
Reduc
ed
water
backlo
gs
INPU
TS
Hum
an
and
Fina
ncial
Reso
urces
Hum
an
and
Fina
ncial
Reso
urces
Hum
an
and
Fina
ncial
Reso
urces
PERFR
OMANC
E
INDICA
TORS
%
completi
on
%
completi
on
%
completi
on
INDIC
ATOR
CUST
ODIA
N
Direct
or
Infrast
ructur
e and
Water
Servic
es
Direct
or
Infrast
ructur
e and
Water
Servic
es
Direct
or
Infrast
ructur
e and
Water
Servic
es
2012/2
013
BASEL
INES
2013/2
014
TARGE
TS
0% 100%
(Design
s
approv
ed =
20%,
Constru
ction
complet
e =
80%)
0% 100%
(Design
s
approv
ed =
20%,
Constru
ction
complet
e =
80%)
0% 100%
(Design
s
approv
ed =
20%,
Constru
ction
complet
e =
Q
1
20
%
20
%
20
%
Q2 Q3 Q4 EVID
ENC
E
50
%
50
%
50
%
90
%
90
%
90
%
10
0
%
10
0
%
10
0
%
Proje
ct
progr
ess
report
Proje
ct
progr
ess
report
Proje
ct
progr
ess
report
BUD
GET
R 3
626
000
R
376
000
R 13
029
000
FUN
DER
MWI
G
MWI
G
MWI
G
IMPA
CTS
New
connec
tions to
water
supply
and
Improv
ed bulk
water
supply
service
New
connec
tions to
water
supply
and
Improv
ed bulk
water
supply
service
New
connec
tions to
water
supply
and
Improv
ed bulk
water
supply
service

503
BASIC INFRASTRUCTURE AND SERVICE DELIVERY 2013 - 2014 SDBIP
KPA 2: BASIC INFRASTRUCTURE AND SERVICE DELIVERY
OUTCOME :
IDP
REF
NO.
STRA
TEGI
C
PROJ
ECTS
SUB-
PROJECTS
OBJE
CTIVE
S
OUTP
UTS
INPU
TS
PERFR
OMANC
E
INDICA
TORS
INDIC
ATOR
CUST
ODIA
N
2012/2
013
BASEL
INES
2013/2
014
TARGE
TS
80%)
Q
1
Q2 Q3 Q4 EVID
ENC
E
BUD
GET
FUN
DER
IMPA
CTS
BSD/06
5/2013-
14
BSD/06
6/2013-
14
RTSI
G
(RRA
MS)
WSO
G
Rural Roads
Asset
Management
Systems
(RRAMS)
Programme
Community
water supply
for
Mabopane &
Moraleng
To
provid
e data
on
road
networ
ks
To
refurbi
sh
water
and
sanitati
on
schem
es
Reduc
ed
water
backlo
gs
Hum
an
and
Fina
ncial
Reso
urces
Hum
an
and
DWA
Supp
ort
%
completi
on of
activities
in the
annual
impleme
ntation
plan
Number
of
househo
lds
served
Direct
or
Infrast
ructur
e and
Water
Servic
es
Direct
or
Infrast
ructur
e and
Water
Servic
es
90% 100%
(progre
ss as
per
annual
busines
s plan)
0% 100%
(Design
s
approv
ed =
20%,
Constru
ction
complet
e =
80%)
25
%
25
%
50
%
50
%
75
%
75
%
10
0
%
10
0
%
Proje
ct
progr
ess
report
Com
pletio
n
report
R 1
781
000
R 1
000
000
DOT
DW
A
Improv
ed
plannin
g of
roads
infrastr
ucture
New
connec
tions to
water
supply
and
Improv
ed bulk
water
supply
service

504
BASIC INFRASTRUCTURE AND SERVICE DELIVERY 2013 - 2014 SDBIP
KPA 2: BASIC INFRASTRUCTURE AND SERVICE DELIVERY
OUTCOME :
IDP
REF
NO.
BSD/06
7/2013-
14
BSD/06
8/2013-
14
BSD/06
9/2013-
14
STRA
TEGI
C
PROJ
ECTS
SUB-
PROJECTS
Replacement
of dedicated
line to Jane
Furse
Hospital
Refurb&
Upgrading of
Hlogotlou
WTW
Refurb of
Dennilton
sewage
pump station
OBJE
CTIVE
S
OUTP
UTS
Retrofi
tting
collap
sing
water
servic
es
infrastr
ucture
Retrofi
tting
collap
sing
water
servic
es
infrastr
ucture
Retrofi
tting
collap
sing
water
servic
es
infrastr
ucture
INPU
TS
Hum
an
and
DWA
Supp
ort
Hum
an
and
DWA
Supp
ort
Hum
an
and
DWA
Supp
ort
PERFR
OMANC
E
INDICA
TORS
%
Completi
on
%
Completi
on
%
Completi
on
INDIC
ATOR
CUST
ODIA
N
Direct
or
Infrast
ructur
e and
Water
Servic
es
Direct
or
Infrast
ructur
e and
Water
Servic
es
Direct
or
Infrast
ructur
e and
Water
Servic
es
2012/2
013
BASEL
INES
2013/2
014
TARGE
TS
5% 100%
(Design
s
approv
ed =
20%,
Constru
ction
complet
e =
80%)
5% 100%
(Design
s
approv
ed =
20%,
Constru
ction
complet
e =
80%)
5% 100%
(Design
s
approv
ed =
20%,
Constru
ction
complet
e =
Q
1
25
%
25
%
25
%
Q2 Q3 Q4 EVID
ENC
E
50
%
50
%
50
%
75
%
75
%
75
%
10
0
%
10
0
%
10
0
%
Com
pletio
n
report
Com
pletio
n
report
Com
pletio
n
report
BUD
GET
R 1
500
000
R 1
500
000
R 2
200
000
FUN
DER
DW
A
DW
A
DW
A
IMPA
CTS
Improv
ed bulk
water
supply
Improv
ed bulk
water
supply
Improv
ed bulk
sanitati
on
service

505
BASIC INFRASTRUCTURE AND SERVICE DELIVERY 2013 - 2014 SDBIP
KPA 2: BASIC INFRASTRUCTURE AND SERVICE DELIVERY
OUTCOME :
IDP
REF
NO.
STRA
TEGI
C
PROJ
ECTS
SUB-
PROJECTS
OBJE
CTIVE
S
OUTP
UTS
INPU
TS
PERFR
OMANC
E
INDICA
TORS
INDIC
ATOR
CUST
ODIA
N
2012/2
013
BASEL
INES
2013/2
014
TARGE
TS
80%)
Q
1
Q2 Q3 Q4 EVID
ENC
E
BUD
GET
FUN
DER
IMPA
CTS
BSD/07
0/2013-
14
BSD/07
1/2013-
14
Refurb of
Motetema
Sewer Pump
stations and
Network
Refurb of
Elandskraal
sewage
ponds
Retrofi
tting
collap
sing
water
servic
es
infrastr
ucture
Retrofi
tting
collap
sing
water
servic
es
infrastr
ucture
Hum
an
and
DWA
Supp
ort
Hum
an
and
DWA
Supp
ort
%
Completi
on
%
Completi
on
Direct
or
Infrast
ructur
e and
Water
Servic
es
Direct
or
Infrast
ructur
e and
Water
Servic
es
5% 100%
(Design
s
approv
ed =
20%,
Constru
ction
complet
e =
80%)
5% 100%
(Design
s
approv
ed =
20%,
Constru
ction
complet
e =
80%)
25
%
25
%
50
%
50
%
75
%
75
%
10
0
%
10
0
%
Com
pletio
n
report
Com
pletio
n
report
R 1
300
000
R 3
500
000
DW
A
DW
A
Improv
ed bulk
sanitati
on
service
Improv
ed bulk
sanitati
on
service

506
BASIC INFRASTRUCTURE AND SERVICE DELIVERY 2013 - 2014 SDBIP
KPA 2: BASIC INFRASTRUCTURE AND SERVICE DELIVERY
OUTCOME :
IDP
REF
NO.
BSD/07
2/2013-
14
BSD/07
3/2013-
14
BSD/07
4/2013-
14
STRA
TEGI
C
PROJ
ECTS
SDM
FUND
ING
(opera
tional)
SUB-
PROJECTS
Penge
(Upgrading of
WWTW &
WTW)
Repairs and
maintenance
Electricity
purchases
OBJE
CTIVE
S
To
provid
e
operati
ons
and
mainte
nance
of
water
and
sanitati
on
service
s
OUTP
UTS
Retrofi
tting
collap
sing
water
servic
es
infrastr
ucture
Ongoing
operati
on and
mainte
nance
ESKO
M
claims
submit
ted for
payme
nt
INPU
TS
Hum
an
and
DWA
Supp
ort
Hum
an
and
Fina
ncial
Reso
urces
Hum
an
and
Fina
ncial
Reso
urces
PERFR
OMANC
E
INDICA
TORS
%
Completi
on
100%
registere
d
incidenc
es
resolved
within 14
days
%
ESKOM
claims
received
facilitate
d
submitte
d within
5 days
of
receipt
INDIC
ATOR
CUST
ODIA
N
Direct
or
Infrast
ructur
e and
Water
Servic
es
Direct
or
Infrast
ructur
e and
Water
Servic
es
Direct
or
Infrast
ructur
e and
Water
Servic
es
2012/2
013
BASEL
INES
2013/2
014
TARGE
TS
5% 100%
(Design
s
approv
ed =
20%,
Constru
ction
complet
e =
80%)
80%
approx
Not
determi
ned
Q
1
25
%
100% 80
%
100%
(Claims
receive
d and
submitt
ed to
BTO
within 5
days)
10
0
%
Q2 Q3 Q4 EVID
ENC
E
50
%
10
0
%
10
0
%
75
%
!00
%
10
0
%
10
0
%
10
0
%
10
0
%
Com
pletio
n
report
Mont
hly
O&M
statu
s quo
report
Mont
hly
O&M
statu
s quo
report
BUD
GET
R 4
000
000
R 13
000
000
R 21
000
000
FUN
DER
DW
A
E-
shar
e
E-
shar
e
IMPA
CTS
Improv
ed bulk
sanitati
on
service
Compli
ance
with
service
level
standar
ds
No
interrup
tions
due to
nonpayme
nt of
ESKO
M bills

507
BASIC INFRASTRUCTURE AND SERVICE DELIVERY 2013 - 2014 SDBIP
KPA 2: BASIC INFRASTRUCTURE AND SERVICE DELIVERY
OUTCOME :
IDP
REF
NO.
BSD/07
5/2013-
14
BSD/07
6/2013-
14
BSD/07
7/2013-
14
STRA
TEGI
C
PROJ
ECTS
SUB-
PROJECTS
Water
purchases
Fuel and
lubricant
purchases
Agency
services
water (Elias)
OBJE
CTIVE
S
OUTP
UTS
Water
Purch
ases
claims
submit
ted for
payme
nt
Fuel
and
lubrica
nt
claims
submit
ted for
payme
nt
Ongoing
operati
on and
mainte
nance
INPU
TS
Hum
an
and
Fina
ncial
Reso
urces
Hum
an
and
Fina
ncial
Reso
urces
WSA
Unit
PERFR
OMANC
E
INDICA
TORS
%Water
purchas
e claims
received
facilitate
d
submitte
d within
10 days
of
receipt
% Fuel
and
Lubricati
on
claims
received
facilitate
d
submitte
d within
5 days
of
receipt
%
Complia
nce with
Service
level
agreeme
nt
INDIC
ATOR
CUST
ODIA
N
Direct
or
Infrast
ructur
e and
Water
Servic
es
Direct
or
Infrast
ructur
e and
Water
Servic
es
Direct
or
Infrast
ructur
e and
Water
Servic
es
2012/2
013
BASEL
INES
Not
determi
ned
Not
determi
ned
Not
determi
ned
2013/2
014
TARGE
TS
100%
(Claims
receive
d and
submitt
ed to
BTO
within
10
days)
100%
(Claims
receive
d and
submitt
ed to
BTO
within 5
days)
100%
(Compli
ance
with
SLA)
Q
1
10
0
%
10
0
%
10
0
%
Q2 Q3 Q4 EVID
ENC
E
10
0
%
10
0
%
10
0
%
10
0
%
10
0
%
10
0
%
10
0
%
10
0
%
10
0
%
Mont
hly
O&M
statu
s quo
report
Mont
hly
O&M
statu
s quo
report
Mont
hly
O&M
statu
s quo
report
BUD
GET
R 52
000
000
R 3
000
000
R
400
000
FUN
DER
E-
shar
e
E-
shar
e
E-
shar
e
IMPA
CTS
Compli
ance
with
service
level
standar
ds
Compli
ance
with
service
level
standar
ds
Compli
ance
with
service
level
standar
ds

508
BASIC INFRASTRUCTURE AND SERVICE DELIVERY 2013 - 2014 SDBIP
KPA 2: BASIC INFRASTRUCTURE AND SERVICE DELIVERY
OUTCOME :
IDP
REF
NO.
BSD/07
8/2013-
14
BSD/07
9/2013-
14
BSD/08
0/2013-
14
STRA
TEGI
C
PROJ
ECTS
SUB-
PROJECTS
Tankering
Sewerage
services -
Repairs and
maintenance
Sewerage
services -
sucking of
VIP toilets
OBJE
CTIVE
S
OUTP
UTS
Ongoing
operati
on and
mainte
nance
Ongoing
operati
on and
mainte
nance
Ongoing
operati
on and
mainte
nance
INPU
TS
Hum
an
and
Fina
ncial
Reso
urces
Hum
an
and
Fina
ncial
Reso
urces
Hum
an
and
Fina
ncial
Reso
urces
PERFR
OMANC
E
INDICA
TORS
Number
of
househo
lds
served
through
water
tankers
at least
3 times
a week
100%
registere
d
incidenc
es
resolved
within 14
days
Number
of toilets
sucked
INDIC
ATOR
CUST
ODIA
N
Direct
or
Infrast
ructur
e and
Water
Servic
es
Direct
or
Infrast
ructur
e and
Water
Servic
es
Direct
or
Infrast
ructur
e and
Water
Servic
es
2012/2
013
BASEL
INES
2013/2
014
TARGE
TS
Q
1
1000 1000 10
00
Not
determi
ned
Not
determi
ned
100% 10
0
%
1000 25
0
Q2 Q3 Q4 EVID
ENC
E
10
00
10
0
%
50
0
10
00
10
0
%
75
0
10
00
10
0
%
10
00
Mont
hly
O&M
statu
s quo
report
Mont
hly
O&M
statu
s quo
report
Mont
hly
O&M
statu
s quo
report
BUD
GET
R 1
000
000
R 4
654
000
FUN
DER
E-
shar
e
E-
shar
e
E-
shar
e
IMPA
CTS
Compli
ance
with
service
level
standar
ds
Compli
ance
with
service
level
standar
ds
Compli
ance
with
service
level
standar
ds

509
BASIC INFRASTRUCTURE AND SERVICE DELIVERY 2013 - 2014 SDBIP
KPA 2: BASIC INFRASTRUCTURE AND SERVICE DELIVERY
OUTCOME :
IDP
REF
NO.
BSD/08
1/2013-
14
BSD/08
2/2013-
14
BSD/08
3/2013-
14
BSD/08
4/2013-
14
STRA
TEGI
C
PROJ
ECTS
SUB-
PROJECTS
Agency
services
Sanitation
(Elias)
Agency
services
Sanitation
(Ephraim)
Laboratory
and
Chemicals
Professional
fees
OBJE
CTIVE
S
To
maintai
n
water
quality
within
accept
able
limits
To
ensure
pruden
t
financi
al
manag
OUTP
UTS
Ongoing
operati
on and
mainte
nance
Ongoing
operati
on and
mainte
nance
Ongoing
operati
on and
mainte
nance
Ongoing
operati
on and
mainte
nance
INPU
TS
Hum
an
and
Fina
ncial
Reso
urces
Hum
an
and
Fina
ncial
Reso
urces
Hum
an
and
Fina
ncial
Reso
urces
Hum
an
and
Fina
ncial
Reso
urces
PERFR
OMANC
E
INDICA
TORS
%
Complia
nce with
Service
level
agreeme
nt
%
Complia
nce with
Service
level
agreeme
nt
% of
availabili
ty of
chemical
s
%
Complia
nce with
Service
level
agreeme
nt
INDIC
ATOR
CUST
ODIA
N
Direct
or
Infrast
ructur
e and
Water
Servic
es
Direct
or
Infrast
ructur
e and
Water
Servic
es
Direct
or
Infrast
ructur
e and
Water
Servic
es
Direct
or
Infrast
ructur
e and
Water
Servic
2012/2
013
BASEL
INES
Not
determi
ned
Not
determi
ned
Not
determi
ned
Not
determi
ned
2013/2
014
TARGE
TS
100%
(Compli
ance
with
SLA)
100%
(Compli
ance
with
SLA)
100%
(availab
ility of
chemic
als)
Q
1
10
0
%
10
0
%
10
0
%
100% 10
0
%
Q2 Q3 Q4 EVID
ENC
E
10
0
%
10
0
%
10
0
%
10
0
%
10
0
%
10
0
%
10
0
%
10
0
%
10
0
%
10
0
%
10
0
%
10
0
%
Mont
hly
O&M
statu
s quo
report
Mont
hly
O&M
statu
s quo
report
Mont
hly
O&M
statu
s quo
report
Mont
hly
O&M
statu
s quo
report
BUD
GET
R
140
000
R 90
000
R 5
300
000
R 2
000
000
FUN
DER
E-
shar
e
E-
shar
e
E-
shar
e
E-
shar
e
IMPA
CTS
Compli
ance
with
service
level
standar
ds
Compli
ance
with
service
level
standar
ds
Compli
ance
with
service
level
standar
ds
Compli
ance
with
service
level
standar
ds

510
BASIC INFRASTRUCTURE AND SERVICE DELIVERY 2013 - 2014 SDBIP
KPA 2: BASIC INFRASTRUCTURE AND SERVICE DELIVERY
OUTCOME :
IDP
REF
NO.
STRA
TEGI
C
PROJ
ECTS
SUB-
PROJECTS
OBJE
CTIVE
S
ement
OUTP
UTS
INPU
TS
PERFR
OMANC
E
INDICA
TORS
INDIC
ATOR
CUST
ODIA
N
es
2012/2
013
BASEL
INES
2013/2
014
TARGE
TS
Q
1
Q2 Q3 Q4 EVID
ENC
E
BUD
GET
FUN
DER
IMPA
CTS
BSD/08
5/2013-
14
BSD/08
6/2013-
14
Transfer of
taxi ranks to
locals
Infrastructure
planning
To
enhan
ce
owners
hip of
local
facilitie
s
To
enhan
ce
forwar
d
plannin
g
Taxi
ranks
transfe
rred to
local
munici
palitie
s
Improv
ed
planni
ng of
water
servic
es
deliver
y
Hum
an
and
Fina
ncial
Reso
urces
Hum
an
and
Fina
ncial
Reso
urces
Number
of taxi
ranks
transferr
ed
Number
of
approve
d Plans
Direct
or
Infrast
ructur
e and
Water
Servic
es
Direct
or
Infrast
ructur
e and
Water
Servic
es
0 6 6 - - - Trans
fer
agree
ment
10 5 1 2 3 5 MON
THLY
PIU
report
R
700
000
R 1
911
000
E-
shar
e
E-
shar
e
Improv
ed
transpo
rtation
Improv
ed
implem
entatio
n of
project
s

511
BASIC INFRASTRUCTURE AND SERVICE DELIVERY 2013 - 2014 SDBIP
KPA 2: BASIC INFRASTRUCTURE AND SERVICE DELIVERY
OUTCOME :
IDP
REF
NO.
BSDI/0
87/2013
-2014
BSDI/0
88/2013
-2014
STRA
TEGI
C
PROJ
ECTS
Emerg
ency
Mana
geme
nt
Servic
es
SUB-
PROJECTS
EMS
Maintenance
Equipment
Station
uniform and
protective
clothing
OBJE
CTIVE
S
To
promot
e
sustain
able
EMS
service
s
OUTP
UTS
Reliabl
e
Equip
ment
Statio
n
unifor
m and
protect
ive
clothin
g
INPU
TS
Fina
ncial
Reso
urces
Fina
ncial
Reso
urces
PERFR
OMANC
E
INDICA
TORS
Percenta
ge
repair,
service
and
mainten
ance of
EMS
equipme
nt
100%
purchas
e of
station
uniform
and
protectiv
e
clothing
INDIC
ATOR
CUST
ODIA
N
Direct
or
Comm
unity
Servic
es
Direct
or
Comm
unity
Servic
es
2012/2
013
BASEL
INES
no
baselin
e
Percent
age
purcha
se of
station
uniform
and
protecti
ve
clothing
2013/2
014
TARGE
TS
100%
Repair,
service
and
mainte
nance
of EMS
equipm
ent
100%
Purcha
se of
station
uniform
and
protecti
ve
clothing
Q
1
10
0
%
0
%
Q2 Q3 Q4 EVID
ENC
E
10
0
%
0
%
10
0
%
10
0
%
10
0
%
0
%
Signe
d-off
Repo
rt
Deliv
ery
notes
BUD
GET
R25
0
000
R80
0
000
FUN
DER
E-
shar
e
E-
shar
e
IMPA
CTS
Improv
ed
commu
nity
safety
Improv
ed
commu
nity
safety
BSDI/0
89/2013
-2014
Disast
er
Mana
geme
nt
Disaster relief
material
Provisi
on of
relief
Hum
an
and
Fina
ncial
Reso
urces
Disaster
tents
and
blankets
Direct
or
Comm
unity
Servic
es
Percent
age
purcha
se of
disaster
materia
l
100%
Purcha
se of
relief
materia
l as and
when
require
d
10
0
%
10
0
%
10
0
%
10
0
%
Deliv
ery
notes
R48
0
000
SD
M
Improv
ed
public
confide
nce

512
BASIC INFRASTRUCTURE AND SERVICE DELIVERY 2013 - 2014 SDBIP
KPA 2: BASIC INFRASTRUCTURE AND SERVICE DELIVERY
OUTCOME :
IDP
REF
NO.
BSDI/0
90/2013
-2014
BSDI/0
91/2013
-2014
STRA
TEGI
C
PROJ
ECTS
SUB-
PROJECTS
Membership
fees
Emergency
awareness
campaigns
OBJE
CTIVE
S
To
promot
e
profes
sional
develo
pment
To
enhan
ce
comm
unity
knowle
dge
base
OUTP
UTS
Paym
ent
Inform
ed
comm
unity
INPU
TS
Fina
ncial
Reso
urces
Hum
an
and
Fina
ncial
Reso
urces
PERFR
OMANC
E
INDICA
TORS
Payment
of
member
ship fees
paid to
professi
onal
bodies
50
emergen
cy
awarene
ss
campaig
ns
INDIC
ATOR
CUST
ODIA
N
Direct
or
Comm
unity
Servic
es
Direct
or
Comm
unity
Servic
es
2012/2
013
BASEL
INES
Percent
age
payme
nt of
membe
rship
fees
Numbe
r of
emerge
ncy
awaren
ess
campai
gns
held
2013/2
014
TARGE
TS
100%
Payme
nt of
membe
rship
fees
20
Emerge
ncy
awaren
ess
campai
gns
held
Q
1
10
0
%
Q2 Q3 Q4 EVID
ENC
E
10
0
%
10
0
%
10
0
%
Proof
of
paym
ent
5 5 5 5 Exit
Repo
rt
BUD
GET
R50
000
R50
000
FUN
DER
E-
shar
e
E-
shar
e
IMPA
CTS
Profess
ional
recogni
tion
Informe
d public
BSDI/0
92/2013
-2014
Special
operations
high density
day (Arrive
Alive)
Hum
an
and
Fina
ncial
Reso
urces
Direct
or
Comm
unity
Servic
es
Numbe
r of
Special
Operati
on High
Density
Day
underta
ken
2
Special
Operati
on High
Density
Day
underta
ken
1 0 0 1 Exit
Repo
rt
R19
0
000
E-
shar
e
Improv
ed
provisio
n of
basic
service
s to the
residen
ts of
SDM

513
BASIC INFRASTRUCTURE AND SERVICE DELIVERY 2013 - 2014 SDBIP
KPA 2: BASIC INFRASTRUCTURE AND SERVICE DELIVERY
OUTCOME :
IDP
REF
NO.
BSDI/0
93/2013
-2014
BSDI/0
94/2013
-2014
STRA
TEGI
C
PROJ
ECTS
Munici
pal
Health
Servic
es
SUB-
PROJECTS
EMS Training
Academy
Air quality
management
OBJE
CTIVE
S
To
develo
p skills
To
promot
e
enviro
nment
al and
person
al
health
OUTP
UTS
Operat
ional
materi
al
Promo
te
clean
health
INPU
TS
Fina
ncial
Reso
urces
Hum
an
and
Fina
ncial
Reso
urces
PERFR
OMANC
E
INDICA
TORS
Air
Quality
and
Weather
monitori
ng
station
installed
INDIC
ATOR
CUST
ODIA
N
Direct
or
Comm
unity
Servic
es
Direct
or
Comm
unity
Servic
es
2012/2
013
BASEL
INES
percent
age
purcha
se of
EMS
acade
my
operati
onal
materia
l
Percent
age
implem
entatio
n of Air
Quality
manag
ement
plan
2013/2
014
TARGE
TS
100%
purcha
se of
EMS
acade
my
operati
onal
materia
l
100%
Implem
entatio
n of air
quality
manag
ement
plan (1)
Tender
process
25% (2)
Commi
ssionin
g 25%
(3)
Monitor
ing
50%
Q
1
10
0
%
0
%
Q2 Q3 Q4 EVID
ENC
E
10
0
%
25
%
10
0
%
25
%
10
0
%
50
%
Proof
of
purch
ase
State
of Air
Qualit
y
Repo
rt
BUD
GET
R
130
000
R 1
000
000
FUN
DER
E-
shar
e
E-
shar
e
IMPA
CTS
Skills
develo
pment
Clean
environ
ment

514
BASIC INFRASTRUCTURE AND SERVICE DELIVERY 2013 - 2014 SDBIP
KPA 2: BASIC INFRASTRUCTURE AND SERVICE DELIVERY
OUTCOME :
IDP
REF
NO.
BSDI/0
95/2013
-2014
STRA
TEGI
C
PROJ
ECTS
SUB-
PROJECTS
MHS
Awareness
Programme
OBJE
CTIVE
S
OUTP
UTS
Inform
ed
stakeh
olders
INPU
TS
Hum
an
and
Fina
ncial
Reso
urces
PERFR
OMANC
E
INDICA
TORS
INDIC
ATOR
CUST
ODIA
N
Direct
or
Comm
unity
Servic
es
2012/2
013
BASEL
INES
Percent
age
MHS
awaren
ess
progra
mme
conduct
ed
2013/2
014
TARGE
TS
100%
MHS
awaren
ess
progra
mme
conduct
ed (1)
stakeho
lder
mobilis
ation
50%(2)
implem
entatio
n 50%
Q
1
0
%
Q2 Q3 Q4 EVID
ENC
E
10
0
%
0
%
0
%
Exit
Repo
rt
BUD
GET
R 80
000
FUN
DER
E-
shar
e
IMPA
CTS
Clean
enviro
nment

515
BASIC INFRASTRUCTURE AND SERVICE DELIVERY 2013 - 2014 SDBIP
KPA 2: BASIC INFRASTRUCTURE AND SERVICE DELIVERY
OUTCOME :
IDP
REF
NO.
BSDI/0
96/2013
-2014
STRA
TEGI
C
PROJ
ECTS
SUB-
PROJECTS
HIV/AIDS
Strategy
OBJE
CTIVE
S
OUTP
UTS
Incide
nce
reducti
on
INPU
TS
Hum
an
and
Fina
ncial
Reso
urces
PERFR
OMANC
E
INDICA
TORS
INDIC
ATOR
CUST
ODIA
N
Direct
or
Comm
unity
Servic
es
2012/2
013
BASEL
INES
number
of
initiativ
es
conduct
ed for
HIV/AI
DS
strateg
y
implem
entatio
n
2013/2
014
TARGE
TS
4
Initiativ
es
conduct
ed for
HIV/AI
DS
strateg
y
implem
entatio
n
(1)worl
d AIDS
day (2)
Candle
light (3)
SDI
condo
m week
(4) TB
Q
1
Q2 Q3 Q4 EVID
ENC
E
0 1 3 1 Exit
Repo
rt
BUD
GET
R
500
000
FUN
DER
E-
shar
e
IMPA
CTS

516
BASIC INFRASTRUCTURE AND SERVICE DELIVERY 2013 - 2014 SDBIP
KPA 2: BASIC INFRASTRUCTURE AND SERVICE DELIVERY
OUTCOME :
IDP
REF
NO.
BSDI/0
97/2013
-2014
BSDI/0
98/2013
-14
STRA
TEGI
C
PROJ
ECTS
SUB-
PROJECTS
District
Health
Council
Talafatsa
Sekhukhune
OBJE
CTIVE
S
OUTP
UTS
Apprai
sal of
MEC
on
health
matter
s
Trees
INPU
TS
Hum
an
and
Fina
ncial
Reso
urces
Hum
an
and
Fina
ncial
Reso
urces
PERFR
OMANC
E
INDICA
TORS
INDIC
ATOR
CUST
ODIA
N
Direct
or
Comm
unity
Servic
es
Direct
or
Comm
unity
Servic
es
2012/2
013
BASEL
INES
Percent
age
support
to
district
health
council
Percent
age
establis
hment
of
nursery
2013/2
014
TARGE
TS
100%
Support
to
district
health
council
(1)
logistic
al
support
50%(2)
agenda
s and
reports
50%
100%
Establis
hment
(1)
specific
ations
for
indigen
ous
trees
20% (2)
procure
ment
and
distribut
e to
locals
Q
1
10
0
%
20
%
Q2 Q3 Q4 EVID
ENC
E
10
0
%
60
%
10
0
%
0
%
10
0
%
20
%
Exit
Repo
rt
Exit
Repo
rt
BUD
GET
R 20
000
R
100
000
FUN
DER
E-
shar
e
E-
shar
e
IMPA
CTS
Improv
ed
health
Protec
ted
enviro
nment

517
BASIC INFRASTRUCTURE AND SERVICE DELIVERY 2013 - 2014 SDBIP
KPA 2: BASIC INFRASTRUCTURE AND SERVICE DELIVERY
OUTCOME :
IDP
REF
NO.
STRA
TEGI
C
PROJ
ECTS
SUB-
PROJECTS
OBJE
CTIVE
S
OUTP
UTS
INPU
TS
PERFR
OMANC
E
INDICA
TORS
INDIC
ATOR
CUST
ODIA
N
2012/2
013
BASEL
INES
2013/2
014
TARGE
TS
60%
(3)moni
toring
20%
Q
1
Q2 Q3 Q4 EVID
ENC
E
BUD
GET
FUN
DER
IMPA
CTS
BSDI/0
99/2013
-14
MHS
Equipment
Equip
ment
Fina
ncial
Reso
urces
Direct
or
Comm
unity
Servic
es
Percent
age
purcha
se
MHS
equipm
ent
100%
Purcha
se
0
%
10
0
%
0
%
0
%
Proof
of
purch
ase
R 50
000
E-
shar
e
Condu
cive
enviro
nment
for
operati
ons

518
BASIC INFRASTRUCTURE AND SERVICE DELIVERY 2013 - 2014 SDBIP
KPA 2: BASIC INFRASTRUCTURE AND SERVICE DELIVERY
OUTCOME :
IDP
REF
NO.
BSDI/1
00/2013
-2014
STRA
TEGI
C
PROJ
ECTS
Sport
Devel
opme
nt
SUB-
PROJECTS
Executive
Mayors
Marathon
OBJE
CTIVE
S
OUTP
UTS
Health
y
lifestyl
e
INPU
TS
Hum
an
and
Fina
ncial
Reso
urces
PERFR
OMANC
E
INDICA
TORS
INDIC
ATOR
CUST
ODIA
N
Direct
or
Comm
unity
Servic
es
2012/2
013
BASEL
INES
Numbe
r of
Executi
ve
Mayor's
Marath
on held
2013/2
014
TARGE
TS
Q
1
Q2 Q3 Q4 EVID
ENC
E
1 1 0 0 0 Exit
Repo
rt
BUD
GET
R
100
000
FUN
DER
E-
shar
e
IMPA
CTS
Health
y
lifestyl
e
BSDI/1
01/2013
-2014
BSDI/1
02/2013
-2014
BSDI/1
03/2013
-2014
BSDI/1
04/2013
-2014
Sports
, Art
and
Cultur
e
Devel
opme
nt
Executive
Mayors Cup
Executive
Mayor's Cup
Sports
Academy
Tournament
for Aged
To
promot
e mass
particip
ation in
sports
arts
and
culture
Health
y
lifestyl
e
Hum
an
and
Fina
ncial
Reso
urces
Executiv
e
Mayor's
cup,
Tournam
ent for
the
Aged,
Support
to all
codes,
Heritage
and
cultural
show,
Languag
e
promotio
n,
Capacity
building
were
Direct
or
Comm
unity
Servic
es
Direct
or
Comm
unity
Servic
es
Direct
or
Comm
unity
Servic
es
Direct
or
Comm
unity
Numbe
r of
initiativ
es to
support
sports
arts
and
culture
develop
ment
conduct
ed
6
Initiativ
es
3 2 1 0 Exit
Repo
rt
R
946
912
E-
shar
e
E-
shar
e
social
cohesi
on and
improv
ed
lifestyl
es

519
BASIC INFRASTRUCTURE AND SERVICE DELIVERY 2013 - 2014 SDBIP
KPA 2: BASIC INFRASTRUCTURE AND SERVICE DELIVERY
OUTCOME :
IDP
REF
NO.
BSDI/1
05/2013
-2014
BSDI/1
06/2013
-2014
BSDI/1
07/2013
-2014
BSDI/1
08/2013
-14
STRA
TEGI
C
PROJ
ECTS
SUB-
PROJECTS
Support to all
sports Codes
Heritage and
Cultural
Show
Language
Promotion
Arts and
Culture
Capacity
Building
OBJE
CTIVE
S
OUTP
UTS
INPU
TS
PERFR
OMANC
E
INDICA
TORS
undertak
en in
2012/20
13
INDIC
ATOR
CUST
ODIA
N
Servic
es
Direct
or
Comm
unity
Servic
es
Direct
or
Comm
unity
Servic
es
Direct
or
Comm
unity
Servic
es
Direct
or
Comm
unity
Servic
es
2012/2
013
BASEL
INES
2013/2
014
TARGE
TS
Q
1
Q2 Q3 Q4 EVID
ENC
E
BUD
GET
FUN
DER
IMPA
CTS

520
LOCAL ECONOMIC DEVELOPMENT 2013 - 2014 SDBIP
KPA3 : LOCAL ECONOMIC DEVELOPMENT
IDP
REF
NO.
LED/00
1/2013-
2014
LED/00
2/2013-
2014
LED/00
3/2013-
2014
Strategi
c
Projects
LOCAL
ECONO
MIC
DEVELO
PMENT
Sub
Projects
Small
Business
Seminar
SMME/Co
operative
support
Market
exhibition
s
OBJEC
TIVES
To
conduc
t
semina
rs for
small
busines
ses
To
provide
support
to
SMME'
s and
cooper
atives
To
provide
platfor
m for
SMME'
s
exhibiti
ons
OUTP
UTS
inform
ed
busin
esses
increa
sed
produ
ctivity
marke
ting
INPUT
S
Human
and
financia
l
Resour
ces
PERFROM
ANCE
INDICATO
RS
Number of
business
seminars
conducted
Number of
SMME's/Co
operatives
supported
with
production
inputs and
equipment
Number of
SMME's
exposed to
market
exhibitions
INDIC
ATOR
CUST
ODIAN
Directo
r
Planni
ng and
Econo
mic
Develo
pment
Directo
r
Planni
ng and
Econo
mic
Develo
pment
Directo
r
Planni
ng and
Econo
mic
Develo
pment
2012/2
013
BASE
LINES
Initiativ
es with
busine
sses
held in
2012/2
013
20
SMME
's
suppor
ted
LED
Strate
gy
2013/2
014
TARG
ETS
5
busine
ss
semina
rs held
5
SMME'
s
/Coope
ratives
support
ed with
product
ion
inputs
and
equipm
ent
4
SMME'
s
expose
d to
market
exhibiti
ons
Q
1
Q
2
Q
3
Q
4
EVID
ENCE
3 2 0 0 Exit
Repor
ts
1 2 2 0 Exit
Repor
ts
0 2 2 0 Exit
Repor
ts
BUD
GET
R60
0,00
0
FUN
DER
E-
shar
e
E-
shar
e
E-
shar
e
IMPAC
TS
Local
Econo
mic
Develo
pment

521
LOCAL ECONOMIC DEVELOPMENT 2013 - 2014 SDBIP
KPA3 : LOCAL ECONOMIC DEVELOPMENT
IDP
REF
NO.
Strategi
c
Projects
Sub
Projects
OBJEC
TIVES
OUTP
UTS
INPUT
S
PERFROM
ANCE
INDICATO
RS
INDIC
ATOR
CUST
ODIAN
2012/2
013
BASE
LINES
2013/2
014
TARG
ETS
Q
1
Q
2
Q
3
Q
4
EVID
ENCE
BUD
GET
FUN
DER
IMPAC
TS
Job
Creation
Reports
To
generat
e
reports
on job
creatio
n
Repor
t
HUMA
N AND
FINAN
CIAL
RESO
URCE
S
Number of
reports on
municipal
job creation
generated
Directo
r
Planni
ng and
Econo
mic
Develo
pment
4
reports
4
reports
1 1 1 1 Quart
erly
report
s
E-
shar
e
Improv
ed
accoun
tability
GOOD GOVERNANCE AND PUBLIC PARTICIPATION SDBIP 2013-2014
KPA 4: GOOD GOVERNANCE AND PUBLIC PARTICIPATION
IDP REF
NO.
STRAT
EGIC
PROJE
CTS
SUB-
PROJEC
TS
OBJECT
IVES
OUTPU
TS
INPUT
S
PERFRO
MANCE
INDICAT
ORS
INDIC
ATOR
CUST
ODIA
2012/20
13
BASEL
INE
2013/2014
ANNUAL
TARGET
Q1 Q2 Q3 Q4 EVIDE
NCE
BUD
GET
FUN
DER
IMPAC
TS

522
GGPP/001/
2013-2014
GGPP/002/
2013-2014
GGPP/003/
2013-2014
GGPP/004/
2013-2014
GGPP/005/
2013-2014
Internal
Audit
Performa
nce Audit
Regularity
Audit
ICT
Audits
3 Year
rolling
plan
Adhoc
Assignme
nts
To
assess
and
evaluate
municipal
performa
nce
informati
on
To
review
Internal
controls
To
evaluate
and
improve
the
effective
ness of
ICT
controls
To
develop
three
year
rolling
internal
audit
plan
To
perform
ad hoc
assignm
ents as
requeste
d by
council
and
manage
ment
Perform
ance
Report
Control
Environ
ment
ICT
Audit
Reports
Three
[3] year
and
Annual
Internal
Audit
Plan
Ad Hoc
Reports
Human
Resour
ces
Human
and
Financi
al
resourc
es
Human
and
Financi
al
resourc
es
Human
Resour
ces
Human
and
Financi
al
resourc
es
Number
of
Performa
nce Audit
reports
issued
Number
of
regularity
audit
conducte
d
Number
of ICT
Audit
report
issued
Percenta
ge
review of
the
Three
year and
Annual
IA Plan
Percenta
ge Ad
Hoc
Reports
issued
N
Chief
Audit
Execut
ive
Chief
Audit
Execut
ive
Chief
Audit
Execut
ive
Chief
Audit
Execut
ive
Chief
Audit
Execut
ive
BASEL
INES
4
Perform
ance
Audit
reports
issued
25
Regular
ity
audits
issued
1 ICT
Audit
report
2012-
2013
2012-
2013
Three
year
and
Annual
IA Plan
Seven
[7] Ad
Hoc
Reports
2012-
2013
ANNUAL
TARGETS
4
Performan
ce Audit
reports
28
Regularity
audits
4 ICT Audit
reports
100%
review of
Three year
and Annual
IA plan
100% Ad
Hoc
Reports
1 1 1 1 Perfor
mance
audit
reports
6 8 8 6 Interna
l audit
reports
1 1 1 1 ICT
Audit
reports
0
%
10
0
%
0
%
10
0
%
0
%
10
0
%
10
0
%
10
0
%
Audit
Commi
ttee
Approv
al
Ad
Hoc
Report
s
R1
000
000
E-
Shar
e
E-
Shar
e
E-
Shar
e
E-
Shar
e
E-
Shar
e
Improv
ed
accoun
tability
Improv
ed
accoun
tability
Improv
ed
accoun
tability
Improv
ed
accoun
tability
Improv
ed
accoun
tability

523
GOOD GOVERNANCE AND PUBLIC PARTICIPATION SDBIP 2013-2014
KPA 4: GOOD GOVERNANCE AND PUBLIC PARTICIPATION
IDP REF
NO.
GGPP/006/
2013-2014
GGPP/007/
2013-2014
GGPP/008/
2013-2014
GGPP/009/
2013-2014
STRAT
EGIC
PROJE
CTS
SUB-
PROJEC
TS
Audit
Fees
External
Audit
Committe
e
IA
Electronic
System
Operation
Clean
Audit
OBJECT
IVES
To
facilitate
payment
of auditor
general
South
Africa
To
coordinat
e
activities
of audit
committe
e
To
procure
electroni
c internal
audit
working
paper
system
To
monitor
attendan
ce to AG
Matters
towards
clean
audit
OUTPU
TS
Paymen
t
Process
ed
Adminis
tration
Support
Audit
Softwar
e
Complia
nce
INPUT
S
Human
and
Financi
al
resourc
es
Human
and
Financi
al
resourc
es
Human
and
Financi
al
resourc
es
Human
Resour
ces
PERFRO
MANCE
INDICAT
ORS
Percenta
ge
payment
facilitatio
n for
Auditor-
General
South
Africa
Percenta
ge
Facilitati
on of AC
activities
Percenta
ge
Procure
ment of
IA
Electroni
c System
Percenta
ge
monitorin
g to
attendan
ce to AG
Matters
INDIC
ATOR
CUST
ODIA
N
Chief
Audit
Execut
ive
Chief
Audit
Execut
ive
Chief
Audit
Execut
ive
Chief
Audit
Execut
ive
2012/20
13
BASEL
INE
BASEL
INES
100%
paymen
t
process
ed
Six[6]
Meeting
s
Facilitat
ed
No
Baselin
e
OPCA
steering
committ
ee
2013/2014
ANNUAL
TARGET
ANNUAL
TARGETS
100%
payment
facilitation
100%
Facilitation
1. Agendas
and
Minutes
[50%] 2.
Compile
AC
Reports
[50%]
100%
Procureme
nt
100%
monitoring
(1) AG
action plan
(2) AFS
Preparatio
n plans (3)
Audit File
(4) IA
Implement
ation Plan
Q1 Q2 Q3 Q4 EVIDE
NCE
10
0
%
10
0
%
10
0
%
10
0
%
10
0
%
10
0
%
0
%
10
0
%
10
0
%
10
0
%
0
%
10
0
%
10
0
%
10
0
%
0
%
10
0
%
Proof
of
payme
nt
AC
Agend
as
Electro
nic
Syste
m
Purcha
sed
Report
s
BUD
GET
R 3
300
000
R
500
000
R20
0
000
FUN
DER
E-
Shar
e
E-
Shar
e
E-
Shar
e
0 E-
Shar
e
IMPAC
TS
Busine
ss
confide
nce
Improv
ed
accoun
tability
Improv
ed
busine
ss
proces
ses
Improv
ed
accoun
tability

524
GOOD GOVERNANCE AND PUBLIC PARTICIPATION SDBIP 2013-2014
KPA 4: GOOD GOVERNANCE AND PUBLIC PARTICIPATION
IDP REF
NO.
GGPP/010/
2013-2014
GGPP/011/
2013-2014
GGPP/012/
2013-2014
GGPP/013/
2013-2014
STRAT
EGIC
PROJE
CTS
IGR
SUB-
PROJEC
TS
MMs
Office
Mayor’s
Office
Speakers
Office
Communit
y Services
OBJECT
IVES
To foster
intergove
rnmental
relations
OUTPU
TS
benchm
arking
and
knowled
ge
sharing
INPUT
S
Human
and
Financi
al
Resour
ces
PERFRO
MANCE
INDICAT
ORS
Number
of
initiatives
to
support
IGR
undertak
en
INDIC
ATOR
CUST
ODIA
N
All
Directo
rs
2012/20
13
BASEL
INE
BASEL
INES
Quarterl
y IGR
Cluster
s
2013/2014
ANNUAL
TARGET
ANNUAL
TARGETS
Q1 Q2 Q3 Q4 EVIDE
NCE
4 1 1 1 1 reports
and
minute
s
BUD
GET
R10
0
000
R25
000
R10
000
R 50
000
FUN
DER
E-
Shar
e
E-
Shar
e
E-
Shar
e
E-
Shar
e
IMPAC
TS
Improv
ed IGR
GGPP/014/
2013-2014
GGPP/015/
2013-2014
PED R 10
000
CPS R 20
000
E-
Shar
e
E-
Shar
e
GGPP/016/
2013-2014
GGPP/017/
2013-2014
BTO R 50
000
IWS
INTERNA
L
CONTRO
L
Internal
control
controlle
d
environ
ment
human
and
financi
al
resourc
es
Percenta
ge
impleme
ntation of
internal
control
measure
s
All
Directo
rs
2012/20
13
SDBIP
100%
implement
ation of
internal
control
measures
(1)leave
(2)travellin
g
(3)overtime
(4)austerity
10
0
%
10
0
%
10
0
%
10
0
%
signed
off
Report
s
R10
000
E-
Shar
e
E-
Shar
e
E-
Shar
e
Improv
ed
accoun
tability

525
GOOD GOVERNANCE AND PUBLIC PARTICIPATION SDBIP 2013-2014
KPA 4: GOOD GOVERNANCE AND PUBLIC PARTICIPATION
IDP REF
NO.
GGPP/018/
2013-14
GGPP/019/
2013-2014
GGPP/020/
2013-2014
GGPP/021/
2013-2014
GGPP/022/
2013-2014
STRAT
EGIC
PROJE
CTS
OPERA
TION
CLEAN
AUDIT
Risk
Manage
ment
SUB-
PROJEC
TS
Internal
audit
findings
External
audit
findings
Risk
Managem
ent
Risk
assessme
nts
risk
monitorin
g
OBJECT
IVES
to assess
efficiency
and
effective
ness of
controls
to
address
AG
findings
To
assess
institution
al risks
To
appraise
the
institution
on risks
To
monitor
risk
mitigatio
n
OUTPU
TS
Internal
audit
report
External
audit
report
Risk
manage
ment
Report
identifie
d risks
risks
mitigate
d
INPUT
S
human
resourc
es
human
resourc
es
human
resourc
es
human
resourc
es
human
resourc
es
PERFRO
MANCE
INDICAT
ORS
percenta
ge
internal
audit
findings
resolved
percenta
ge
external
audit
findings
addresse
d
percenta
ge risk
manage
ment
issues
resolved
Percenta
ge risk
assessm
ent
conducte
d
percenta
ge
monitorin
g of risks
INDIC
ATOR
CUST
ODIA
N
Chief
Audit
Execut
ive
All
Directo
rs
Chief
Risk
Officer
Chief
Risk
Officer
Chief
Risk
Officer
2012/20
13
BASEL
INE
BASEL
INES
Internal
audit
implem
entation
plan
AG
action
plan
Risk
assess
ment
report
Risk
register
s
Risk
register
s
2013/2014
ANNUAL
TARGET
ANNUAL
TARGETS
100% 10
0
%
100% 10
0
%
100% 10
0
%
100% risk
assessmen
t
conducted(
1)strategic
20%(2)x8
operational
80%
100%
monitoring
of
risks(1)qua
rterly
reports
operational
, processes
and
strategic
Q1 Q2 Q3 Q4 EVIDE
NCE
10
0
%
10
0
%
10
0
%
10
0
%
10
0
%
0
%
10
0
%
10
0
%
10
0
%
10
0
%
0
%
10
0
%
10
0
%
10
0
%
10
0
%
0
%
10
0
%
Report
s
Report
s
Report
s
Risk
Regist
ers
Report
s
BUD
GET
FUN
DER
R 0 E-
Shar
e
R 0 E-
Shar
e
R 0 E-
Shar
e
E-
Shar
e
E-
Shar
e
IMPAC
TS
Improv
ed
accoun
tability
sustain
able
busine
ss
operati
ons
sustain
able
busine
ss
operati
ons

526
GOOD GOVERNANCE AND PUBLIC PARTICIPATION SDBIP 2013-2014
KPA 4: GOOD GOVERNANCE AND PUBLIC PARTICIPATION
IDP REF
NO.
GGPP/023/
2013-2014
GGPP/024/
2013-2014
GGPP/025/
2013-2014
STRAT
EGIC
PROJE
CTS
SUB-
PROJEC
TS
Project
risk
assessme
nt
Asset
Insurance
Security
operation
s
OBJECT
IVES
to
identify
risks
To
safeguar
d the
assets of
SDM
through
alternativ
e
techniqu
es of risk
transfer
To
safeguar
d SDM
assets,
its
employe
es and
visitors
OUTPU
TS
identifie
d risks
Fully
insured
assets
Safegua
rded
Assets
and
employe
es and
visitors
INPUT
S
human
resourc
es
Financi
al and
Human
Resour
ces
Financi
al and
Human
Resour
ces
PERFRO
MANCE
INDICAT
ORS
percenta
ge
projects
risks
assesses
Percenta
ge of
assets
coverage
Percenta
ge
reduction
in
security
related
incidents
INDIC
ATOR
CUST
ODIA
N
Chief
Risk
Officer
Chief
Risk
Officer
Chief
Risk
Officer
2012/20
13
BASEL
INE
BASEL
INES
projects
docume
nts
insuran
ce
policy
contract
2012/20
13
Security
Contrac
t
2013/2014
ANNUAL
TARGET
ANNUAL
TARGETS
100%
projects
risks
assessed
for
sampled
projects
100%
coverage
of
insurable
assets
100%
Safeguard
ed Assets
and
employees
and visitors
Q1 Q2 Q3 Q4 EVIDE
NCE
10
0
%
10
0
%
10
0
%
10
0
%
10
0
%
10
0
%
10
0
%
10
0
%
10
0
%
10
0
%
Report
s
1 Insura
nce
Policy
Contra
cts
/Sched
ule
10
0
%
Securit
y
Contra
ct
BUD
GET
R 3
000
000
R 17
000
000
FUN
DER
E-
Shar
e
E-
Shar
e
E-
Shar
e
IMPAC
TS
sustain
able
busine
ss
operati
ons
Sustai
nable
Servic
e
Deliver
y
Sustai
nable
Servic
e
Deliver
y and
safe
workin
g
environ
ment

527
GOOD GOVERNANCE AND PUBLIC PARTICIPATION SDBIP 2013-2014
KPA 4: GOOD GOVERNANCE AND PUBLIC PARTICIPATION
IDP REF
NO.
GGPP/026/
2013-2014
GGPP/027/
2013-2014
STRAT
EGIC
PROJE
CTS
SUB-
PROJEC
TS
Security
Vetting
OBJECT
IVES
To
ascertain
the level
of
integrity
of staff
and
service
providers
OUTPU
TS
Reduce
d
vulnera
bility
Reduce
d
vulnera
bility
INPUT
S
Human
and
Financi
al
Resour
ces
Human
and
Financi
al
Resour
ces
PERFRO
MANCE
INDICAT
ORS
Percenta
ge
impleme
ntation of
vetting
process
for staff
Percenta
ge
impleme
ntation of
vetting
process
for
service
providers
INDIC
ATOR
CUST
ODIA
N
Chief
Risk
Officer
Chief
Risk
Officer
2012/20
13
BASEL
INE
BASEL
INES
Security
Policy
Security
Policy
2013/2014
ANNUAL
TARGET
ANNUAL
TARGETS
100%
Implement
ation of
vetting
process for
staff (1)
Distribution
of vetting
forms-staff
25% (2)
Submissio
n to SSA
25% (3)
Vetting
50%
100%
Implement
ation of
vetting
process for
service
providers
(1)
Develop
terms of
reference
(2)
Procureme
nt of the
system (3)
Subscriptio
n (4)
Vetting
Q1 Q2 Q3 Q4 EVIDE
NCE
25
%
10
0
%
25
%
10
0
%
50
%
10
0
%
0
%
10
0
%
Signed
-off
Vetting
report
Signed
-off
Vetting
report
BUD
GET
FUN
DER
0 E-
Shar
e
E-
Shar
e
IMPAC
TS
Risk
Free
operati
onal
environ
ment
Risk
Free
operati
onal
environ
ment

528
GOOD GOVERNANCE AND PUBLIC PARTICIPATION SDBIP 2013-2014
KPA 4: GOOD GOVERNANCE AND PUBLIC PARTICIPATION
IDP REF
NO.
GGPP/028/
2013-2014
GGPP/029/
2013-2014
STRAT
EGIC
PROJE
CTS
SUB-
PROJEC
TS
Anti-
Fraud and
Corruptio
n Hotline
Business
continuity
Managem
ent
OBJECT
IVES
To stamp
out fraud
and
corruptio
n
activities
To
secure
business
sustaina
bility
(SDM)
OUTPU
TS
Reduce
d
vulnera
bility
Resilien
t
Busines
s
Operati
on
INPUT
S
Human
and
Financi
al
Resour
ces
Human
and
Financi
al
Resour
ces
PERFRO
MANCE
INDICAT
ORS
Percenta
ge
impleme
ntation of
Anti-
Fraud
and
Corruptio
n Hotline
Percenta
ge
develop
ment
business
continuit
y
manage
ment
plan
INDIC
ATOR
CUST
ODIA
N
Chief
Risk
Officer
Chief
Risk
Officer
2012/20
13
BASEL
INE
BASEL
INES
Approv
ed Anti-
Fraud
and
Corrupti
on
Policy
Approv
ed
busines
s
continui
ty
framew
ork
2013/2014
ANNUAL
TARGET
ANNUAL
TARGETS
100%
Implement
ation Anti-
Fraud and
Corruption
Policy (1)
Tender
Process
25% (2)
Contracting
25% (3)
Awareness
25% (4)
Hotline
25%
100%
developme
nt business
continuity
manageme
nt plan (1)
Business
impact
analysis
25% (2)
Developme
nt of
strategies
25% (3)
Consolidati
on 25% (4)
Draft Plan
25%
Q1 Q2 Q3 Q4 EVIDE
NCE
25
%
25
%
25
%
25
%
25
%
25
%
25
%
25
%
BUD
GET
Hotline R 80
000
Signed
-off
Busine
ss
Contin
uity
Plan
FUN
DER
E-
Shar
e
0 E-
Shar
e
IMPAC
TS
Improv
ed
Public
confide
nce
Sustai
nable
Busine
ss
Operati
ons

529
GOOD GOVERNANCE AND PUBLIC PARTICIPATION SDBIP 2013-2014
KPA 4: GOOD GOVERNANCE AND PUBLIC PARTICIPATION
IDP REF
NO.
GGPP/030/
2013-2014
GGPP/031/
2013-2014
GGPP/032/
2013-2014
GGPP/033/
2013-2014
STRAT
EGIC
PROJE
CTS
Special
Program
mes
SUB-
PROJEC
TS
Risk
Managem
ent
Awarenes
s Training
Risk
Managem
ent
Reporting
Excess on
insurance
Youth
Developm
ent
OBJECT
IVES
To raise
risk
manage
ment
awarene
ss
amongst
staff and
councillor
s
To
coordinat
e and
report on
risk
manage
ment
activities
To
manage
claim
incidents
that
demand
excess
To
integrate
youth in
the
socioeconomi
c
mainstre
am
OUTPU
TS
Risk
Averse
culture/
work
environ
ment
Report
Indemni
fied
losses
Integrat
ed
Youth
Develop
ment
INPUT
S
Human
and
Financi
al
Resour
ces
Human
resourc
e
Human
and
Financi
al
resourc
es
Human
and
Financi
al
resourc
es
PERFRO
MANCE
INDICAT
ORS
Number
of
initiatives
for risk
awarene
ss
conducte
d
Number
of
reports
on risk
manage
ment
generate
d
Percenta
ge
insuranc
e excess
processe
d
Number
of youth
initiatives
undertak
en.
INDIC
ATOR
CUST
ODIA
N
Chief
Risk
Officer
Chief
Risk
Officer
Chief
Risk
Officer
Directo
r
Office
of the
Execut
ive
Mayor
2012/20
13
BASEL
INE
BASEL
INES
Risk
awaren
ess
training
module
identifie
d
Three
(3)
Reports
100%
Insuran
ce
excess
paid
2012/20
13 - 3
youth
initiative
s held
2013/2014
ANNUAL
TARGET
ANNUAL
TARGETS
2 initiatives
(1) Officials
(2)
Councillors
Four (4)
Risk
Manageme
nt Reports
100%
Insurance
excess
processed
3 - Youth
activities.
(1). Career
exhibition
(2). Youth
Economic
Summit (3)
Film
Making
Project.
Q1 Q2 Q3 Q4 EVIDE
NCE
0 1 0 1 Exit
Report
1 1 1 1 Signed
-Off
Risk
Manag
ement
Report
s
10
0
%
10
0
%
10
0
%
10
0
%
Claims
Recor
ds
0 1 1 1 Exit
report
and
conce
pt
docum
ent
BUD
GET
FUN
DER
0 E-
Shar
e
0 E-
Shar
e
R
500
000
R30
0
000
E-
Shar
e
E-
Shar
e
IMPAC
TS
Sustai
nable
Busine
ss
Operati
ons
Improv
ed
Accou
ntabilit
y
Sustai
nable
Busine
ss
Operati
ons
Improv
ed
Youth
Conditi
ons

530
GOOD GOVERNANCE AND PUBLIC PARTICIPATION SDBIP 2013-2014
KPA 4: GOOD GOVERNANCE AND PUBLIC PARTICIPATION
IDP REF
NO.
GGPP/034/
2013-2014
GGPP/035/
201302014
GGPP/036/
2013-2014
GGPP/037/
2013-2014
STRAT
EGIC
PROJE
CTS
SUB-
PROJEC
TS
Children
Developm
ent
Aged
Advocacy
Program
me
Program
me for
people
living with
disability
Women
and
gender
programm
e
OBJECT
IVES
To
provide
support
and
advocacy
on
children's
rights
and their
welfare
Ensure
adequate
caring
and
protectio
n of the
elderly
To
impleme
nt
program
mes for
people
living
with
disabilitie
s
To
provide
support
and
advocacy
on
women
and
gender
develop
ment
OUTPU
TS
Integrat
ed
Children
Develop
ment
Integrat
ed
Aged
Advoca
cy
Progra
mme
Integrat
ed
Progra
mme for
people
living
with
disabilit
y
Integrat
ed
Women
and
gender
program
me
INPUT
S
Human
and
Financi
al
resourc
es
Human
and
Financi
al
resourc
es
Human
and
Financi
al
resourc
es
Human
and
Financi
al
resourc
es
PERFRO
MANCE
INDICAT
ORS
Number
of
children'
s
initiatives
undertak
en
Number
of Aged
initiatives
undertak
en
Number
of
initiatives
for
people
living
with
disability
undertak
en
Number
of
initiatives
undertak
en for
women
and
gender
develop
ment
INDIC
ATOR
CUST
ODIA
N
Directo
r
Office
of the
Execut
ive
Mayor
Directo
r
Office
of the
Execut
ive
Mayor
Directo
r
Office
of the
Execut
ive
Mayor
Directo
r
Office
of the
Execut
ive
Mayor
2012/20
13
BASEL
INE
BASEL
INES
2012/20
13 2
Childre
n
initiative
s
2012/20
13 3
Aged
initiative
s
2012/20
13 4
People
living
with
disabilit
y
initiative
s
2012/20
13 2
women
and
gender
develop
ment
initiative
s
2013/2014
ANNUAL
TARGET
ANNUAL
TARGETS
2 -
Children
initiatives.(
1) National
Children’s
Day (2)
Take a girl
child to
work
3 - (1) x2
Mandela
Day (2) x1
Internation
al Older
Persons
Day
4 - (1) Eye
care (2)
Deaf
awareness
(3)
Disability
(4)
Mental/Brai
lle and
awareness
3 - (1)
Women’s'
Month
Launch (2)
Fun Walk
(3)
Internation
al
women’s
day
Q1 Q2 Q3 Q4 EVIDE
NCE
0 1 0 1 Exit
report
and
conce
pt
docum
ent
2 1 0 0 Exit
report
and
conce
pt
docum
ent
1 2 1 0 Exit
report
and
conce
pt
docum
ent
2 0 1 0 Exit
report
and
conce
pt
docum
ent
BUD
GET
R15
0
000
R25
0
000
R20
0
000
R30
0
000
FUN
DER
E-
Shar
e
E-
Shar
e
E-
Shar
e
E-
Shar
e
IMPAC
TS
Improv
ed
Childre
n
Conditi
ons
Improv
ed
Aged
Conditi
ons
Improv
ed
People
living
with
disabili
ty
Conditi
ons
Improv
ed
women
and
gender
Conditi
ons

531
GOOD GOVERNANCE AND PUBLIC PARTICIPATION SDBIP 2013-2014
KPA 4: GOOD GOVERNANCE AND PUBLIC PARTICIPATION
IDP REF
NO.
GGPP/038/
2013-2014
GGPP/039/
2013-2014
GGPP/040/
2013-2014
STRAT
EGIC
PROJE
CTS
Commu
nications
and
media
relations
SUB-
PROJEC
TS
Moral
Regenera
tion
movemen
t
Executive
Support
Traditiona
l
Leadershi
p,
Mayoral
Committe
e, Support
to families
Stakehold
er
engagem
ent
OBJECT
IVES
To forge
strong
and
sustaina
ble civil
society
partnersh
ips on
constituti
onal
values
To
provide
partnersh
ip and
support
to
Magoshi
To
ensure
improved
communi
cation
with
internal
and
external
stakehol
OUTPU
TS
Integrat
ed
Society
Integrat
ed
Support
Engage
d
stakehol
der
INPUT
S
HUMA
N AND
FINACI
AL
RESO
URCE
S
HUMA
N AND
FINACI
AL
RESO
URCE
S
HUMA
N AND
FINACI
AL
RESO
URCE
S
PERFRO
MANCE
INDICAT
ORS
Percenta
ge
revival of
MRM
Committ
ee
Percenta
ge
support
to
Tradition
al
Leadersh
ip,
Mayoral
Committ
ee,
Support
to
families
Number
of
initiatives
for
stakehol
ders
engagem
ent
undertak
en
INDIC
ATOR
CUST
ODIA
N
Directo
r
Office
of the
Execut
ive
Mayor
Directo
r
Office
of the
Execut
ive
Mayor
Directo
r
Office
of the
Execut
ive
Mayor
2012/20
13
BASEL
INE
BASEL
INES
No
Baselin
e
2012/20
13 x14
IDP
Consult
ations
2012/20
13 x10
Family
burial
2013/2014
ANNUAL
TARGET
ANNUAL
TARGETS
100% (1)
revival
MRM
Committee
(50%) (2)
MRM
policy
(25%) (3)
MRM
Programm
e (25%0
100%
Support (1)
Traditional
leaders
(25%) (2)
Mayoral
Committee
(25%) (3)
Vulnerable
Families
(50%)
Eight (8)
Stakeholde
r
engageme
nt
Q1 Q2 Q3 Q4 EVIDE
NCE
50
%
10
0
%
0
%
10
0
%
25
%
10
0
%
25
%
10
0
%
Counci
l
resolut
ion
Report
s
2 2 2 2 Exit
report
BUD
GET
R50
000
R50
0
000
R 3
220
272
FUN
DER
E-
Shar
e
E-
Shar
e
E-
Shar
e
IMPAC
TS
Social
cohesi
on
Social
cohesi
on
Public
Accou
ntabilit
y

532
GOOD GOVERNANCE AND PUBLIC PARTICIPATION SDBIP 2013-2014
KPA 4: GOOD GOVERNANCE AND PUBLIC PARTICIPATION
IDP REF
NO.
GGPP/041/
2013-2014
GGPP/042/
2013-2014
GGPP/043/
2013-2014
STRAT
EGIC
PROJE
CTS
SUB-
PROJEC
TS
Newslette
r
Marketing
and
branding
Strategic
events
Customer
Satisfactio
n survey
OBJECT
IVES
ders
To
ensure
integrate
d
marketin
g of the
district
Provide
strategic
support
to
Executiv
e Mayor,
enhance
social
cohesion
and
nation
building
To
conduct
a study
on
customer
satisfacti
OUTPU
TS
Newslet
ter
Brand
Exposur
e
Integrat
ed
Society
Level of
Custom
er
satisfact
ion
INPUT
S
Human
and
Financi
al
resourc
es
Human
and
Financi
al
resourc
es
Human
and
Financi
al
resourc
es
PERFRO
MANCE
INDICAT
ORS
Number
of
newslett
ers
issued
Percenta
ge
initiatives
for
Marketin
g and
branding
undertak
en
Number
of
initiatives
for
strategic
events
undertak
en
Percenta
ge
customer
satisfacti
on
survey
INDIC
ATOR
CUST
ODIA
N
Directo
r
Office
of the
Execut
ive
Mayor
Directo
r
Office
of the
Execut
ive
Mayor
Directo
r
Office
of the
Execut
ive
Mayor
Directo
r
Office
of the
Execut
ive
2012/20
13
BASEL
INE
BASEL
INES
2012-
2013 4
Newslet
ter
2012-
2013
Draft
Marketi
ng and
Brandin
g
Strateg
y
2012-
2013
2
strategi
c
events
No
Baselin
e
2013/2014
ANNUAL
TARGET
ANNUAL
TARGETS
8
Newsletter
s (1) x4
Internal (2)
x4 External
100%
initiatives
for
Marketing
and
Branding
(1)
Buildings
(25%) (2)
Events
(50%) (3)
Promotiona
l (25%)
3 - (1)
Heritage
(2)
Excellence
Award (3)
Golf Day
100%
customer
satisfaction
survey (1)
TOR (10%)
(2)
Q1 Q2 Q3 Q4 EVIDE
NCE
2 2 2 2 Newsl
etter
10
0
%
10
0
%
10
0
%
10
0
%
Report
s
1 1 1 0 Exit
report
and
conce
pt
docum
ent
10
%
20
%
0 70
%
Custo
mer
satisfa
ction
survey
(Repor
BUD
GET
R
437
342.
25
R 1
200
000
R 50
000
FUN
DER
E-
Shar
e
E-
Shar
e
E-
Shar
e
E-
Shar
e
IMPAC
TS
Inform
ed
Public
Improv
ed
Publicit
y
Social
cohesi
on
Improv
ed
public
confide
nce

533
GOOD GOVERNANCE AND PUBLIC PARTICIPATION SDBIP 2013-2014
KPA 4: GOOD GOVERNANCE AND PUBLIC PARTICIPATION
IDP REF
NO.
STRAT
EGIC
PROJE
CTS
SUB-
PROJEC
TS
OBJECT
IVES
on
OUTPU
TS
INPUT
S
PERFRO
MANCE
INDICAT
ORS
conducte
d
INDIC
ATOR
CUST
ODIA
N
Mayor
2012/20
13
BASEL
INE
BASEL
INES
2013/2014
ANNUAL
TARGET
ANNUAL
TARGETS
Procureme
nt (20%)(3)
Report
(70%)
Q1 Q2 Q3 Q4 EVIDE
NCE
t)
BUD
GET
FUN
DER
IMPAC
TS
GGPP/044/
2013-2014
GGPP/045/
2013-2014
GGPP/046/
2013-2014
GGPP/047/
2013-2014
Council
Support
Batho
Pele
event
Internatio
nal
relations
Oversight
visits
Implemen
tation of
Council
Activities
To
comply
with
service
standard
s
To foster
internatio
nal
relations
To
maximise
accounta
bility
To
rationalis
e council
activities
Service
conscie
ntisation
Benchm
arking
Oversig
ht
Reports
Annual
Council
Calenda
r
Human
and
Financi
al
resourc
es
Human
and
Financi
al
resourc
es
Human
and
Financi
al
Resour
ces
Human
Resour
ces
Number
of Batho
Pele
initiatives
undertak
en
Percenta
ge
Internatio
nal
relations
fostered
Percenta
ge
initiatives
employe
d to
support
oversight
visits/ope
rations
Percenta
ge
compilati
on of
Directo
r
Office
of the
Execut
ive
Mayor
Directo
r
Office
of the
Execut
ive
Mayor
Counci
l
Secret
ariat
Counci
l
Secret
ariat
2012-
2013
Batho
Pele
Event
2012 -
2013
Draft
Internati
onal
policy
1 - Batho
Pele Event
100%
Internation
al relations
1. As per
Political
directives
6 visits 100%
(1) Previsits/
Research
25%) (2)
Research
Report
25% (3)
Admin.
Support
25% (4)
Exit Report
25%)
2012/13
Council
calenda
r
100%
2013/14
Council
Calendar
0 1 0 0 Exit
report
and
conce
pt
docum
ent
10
0
%
10
0
%
10
0
%
10
0
%
10
0
%
0
%
10
0
%
10
0
%
0
%
10
0
%
10
0
%
0
%
Exit
report
and
conce
pt
docum
ent
Comp
osite
Oversi
ght
reports
Counci
l
Resolu
tion
R 50
000
R 50
000
R
500
000
E-
Shar
e
E-
Shar
e
E-
Shar
e
0 E-
Shar
e
Improv
ed
public
confide
nce
Improv
ed
Servic
e
Deliver
y
Stakeh
older
satisfa
ction
Inform
ed
Public

534
GOOD GOVERNANCE AND PUBLIC PARTICIPATION SDBIP 2013-2014
KPA 4: GOOD GOVERNANCE AND PUBLIC PARTICIPATION
IDP REF
NO.
STRAT
EGIC
PROJE
CTS
SUB-
PROJEC
TS
calendar
OBJECT
IVES
OUTPU
TS
INPUT
S
PERFRO
MANCE
INDICAT
ORS
council
calendar
INDIC
ATOR
CUST
ODIA
N
2012/20
13
BASEL
INE
BASEL
INES
2013/2014
ANNUAL
TARGET
ANNUAL
TARGETS
Q1 Q2 Q3 Q4 EVIDE
NCE
BUD
GET
FUN
DER
IMPAC
TS
GGPP/048/
2013-2014
GGPP/049/
2013-2014
Public
Participa
tion
Policy
Developm
ent and/or
review
Council
Outreach
es
To
maximise
complian
ce and
uniformit
y
To
maximise
accounta
bility
Policies
Review
ed
Exit
Report
Human
Resour
ces
Human
and
Financi
al
Resour
ces
Number
of
policies
reviewed
Number
of
initiatives
employe
d to
support
council
outreach
es
Counci
l
Secret
ariat
Counci
l
Secret
ariat
2012/13
policies
(6)
Five (5)
policies(Pu
blic
Participatio
n, Petition,
Ward
Committee
Incentives,
District
Ward
Committee
s Forum,
District
MPAC)
Two (2)
initiatives
(1) Draft
Annual
Report (2)
Draft
IDP/Budget
(Stakehold
er
identificatio
n,
Logistical
Support,
Exit
Reports)
2 1 1 1 Counci
l
Resolu
tion
0 0 2 0 Counci
l
Resolu
tion
0 E-
Shar
e
R
395
000
E-
Shar
e
Public
Accou
ntabilit
y
Public
Accou
ntabilit
y

535
GOOD GOVERNANCE AND PUBLIC PARTICIPATION SDBIP 2013-2014
KPA 4: GOOD GOVERNANCE AND PUBLIC PARTICIPATION
IDP REF
NO.
GGPP/050/
2013-2014
GGPP/051/
2013-2014
GGPP/052/
2013-2014
GGPP/053/
2013-2014
GGPP/054/
2013-2014
STRAT
EGIC
PROJE
CTS
SUB-
PROJEC
TS
Ward
Committe
es
Service
Delivery
Engagem
ents
Budget
Speech
Declaratio
n of
Councillor
s interests
Councillor
s Welfare
Training
of
Councillor
s
OBJECT
IVES
To
provide
conduciv
e
environm
ent for
councillor
functioni
ng
To
provide
ammuniti
on for
councillor
s
OUTPU
TS
Reports
Budget
Speech
Event
Complia
nce
Complia
nce
Skills
INPUT
S
Human
and
Financi
al
Resour
ces
Human
and
Financi
al
Resour
ces
Human
Resour
ces
Human
Resour
ces
Human
and
Financi
al
Resour
ces
PERFRO
MANCE
INDICAT
ORS
Number
of
engagem
ents held
Percenta
ge
facilitatio
n for
budget
speech
event
Number
of
councillo
rs
declarati
ons
processe
d
Number
of
initiatives
employe
d for
councillo
rs
welfare
Number
of
councillo
rs trained
INDIC
ATOR
CUST
ODIA
N
Counci
l
Secret
ariat
Counci
l
Secret
ariat
Counci
l
Secret
ariat
Counci
l
Secret
ariat
Counci
l
Secret
ariat
2012/20
13
BASEL
INE
BASEL
INES
Two (2)
engage
ments
held
2013/2014
ANNUAL
TARGET
ANNUAL
TARGETS
Two (2)
engageme
nts
100% 100%
(Stakehold
er
mobilisatio
n 50%,
logistical
preparation
s 50%)
49 49
Councillors
declaration
forms
processed
1 1 (Income
Tax Act)
49
councill
ors
trained
49
councillors
trained
Q1 Q2 Q3 Q4 EVIDE
NCE
0 1 0 1 Counci
l
Report
0
%
0
%
0
%
10
0
%
Counci
l
Resolu
tion
49 0 0 0 Certifie
d
Declar
ation
Forms
0 1 0 0 Attend
ance
Regist
er and
Report
21 21 18 11 Trainin
g
report
BUD
GET
R
300
000
R
350
000
FUN
DER
E-
Shar
e
E-
Shar
e
0 E-
Shar
e
0 E-
Shar
e
R
350
000
E-
Shar
e
IMPAC
TS
Public
Accou
ntabilit
y
Public
Accou
ntabilit
y
Public
Transp
arency
Public
Accou
ntabilit
y
Improv
ed
Servic
e
Deliver
y

536
GOOD GOVERNANCE AND PUBLIC PARTICIPATION SDBIP 2013-2014
KPA 4: GOOD GOVERNANCE AND PUBLIC PARTICIPATION
IDP REF
NO.
STRAT
EGIC
PROJE
CTS
SUB-
PROJEC
TS
OBJECT
IVES
operation
s
OUTPU
TS
INPUT
S
PERFRO
MANCE
INDICAT
ORS
INDIC
ATOR
CUST
ODIA
N
2012/20
13
BASEL
INE
BASEL
INES
2013/2014
ANNUAL
TARGET
ANNUAL
TARGETS
Q1 Q2 Q3 Q4 EVIDE
NCE
BUD
GET
FUN
DER
IMPAC
TS
GGPP/055/
2013-2014
GGPP/
Geograph
ic Name
Change
Tracking
of council
resolution
s
To
restore
Nation
identity
to track
council
resolutio
ns
Nationh
ood
identity
resolutio
ns
register
Human
and
Financi
al
Resour
ces
human
resourc
es
Number
of
initiatives
employe
d to
coordinat
e
Geograp
hic
Name
Change
process
Percenta
ge
tracking
of
council
resolutio
ns
Counci
l
Secret
ariat
Counci
l
Secret
ariat
GNC
Commit
tee
establis
hed,
GNC
Policy
approve
d by
council,
GNC
worksh
op
conduct
ed
No
Baselin
e
Two (2)
initiatives
(1)
Renaming
of
Burgersfort
Town (2)
Naming of
DeHoop
Dam
100%
tracking of
council
resolutions
(1)
resolutions
register (2)
progress
on
implement
ation
1 0 1 0 GNC
Report
s
10
0
%
10
0
%
10
0
%
10
0
%
Resolu
tions
Regist
er
R
130
800
E-
Shar
e
Public
Accou
ntabilit
y
improv
ed
accoun
tability

537
GOOD GOVERNANCE AND PUBLIC PARTICIPATION SDBIP 2013-2014
KPA 4: GOOD GOVERNANCE AND PUBLIC PARTICIPATION
IDP REF
NO.
GGPP/056/
2013-2014
GGPP/057/
2013-2014
GGPP/058/
2013-2014
STRAT
EGIC
PROJE
CTS
Perform
ance
Manage
ment
System
SUB-
PROJEC
TS
PMS
Framewor
k
Performa
nce
Agreemen
ts
Reviews/
Appraisal
s
OBJECT
IVES
To
enhance
institution
al
performa
nce
culture
OUTPU
TS
PMS
Policy
and
framew
ork
Signed
perform
ance
agreem
ents
reviewe
d
perform
ance
INPUT
S
human
resourc
es
human
resourc
es
human
resourc
es
PERFRO
MANCE
INDICAT
ORS
Percenta
ge
Review
of PMS
Framewo
rk
Percenta
ge
performa
nce
commitm
ents
conclude
d
Number
of
performa
nce
reviews
conducte
d
INDIC
ATOR
CUST
ODIA
N
Directo
r
Planni
ng and
Econo
mic
Develo
pment
Directo
r
Planni
ng and
Econo
mic
Develo
pment
Directo
r
Planni
ng and
Econo
mic
Develo
pment
2012/20
13
BASEL
INE
BASEL
INES
PMS
Policy
and
Framew
ork
signed
section
56
perform
ance
agreem
ents
2
reviews
conduct
ed
2013/2014
ANNUAL
TARGET
ANNUAL
TARGETS
100%
review of
PMS
Framework
(1) draft
framework
(25%) (2)
staff
comments
(25%)(3)
manageme
nt
comments
(25%)(4)
approval(2
5%)
100%
performanc
e
agreement
s
concluded
(1)Director
s
(2)manage
rs
2
performanc
e reviews
Q1 Q2 Q3 Q4 EVIDE
NCE
25
%
10
0
%
25
%
0
%
25
%
0
%
25
%
0
%
Counci
l
resolut
ion
Signed
perfor
mance
commi
tments
1 1 0 0 Signed
off
perfor
mance
review
s
BUD
GET
R
200
000
FUN
DER
E-
Shar
e
E-
Shar
e
E-
Shar
e
IMPAC
TS
Improv
ed
accoun
tability
Improv
ed
accoun
tability
Improv
ed
accoun
tability

538
GOOD GOVERNANCE AND PUBLIC PARTICIPATION SDBIP 2013-2014
KPA 4: GOOD GOVERNANCE AND PUBLIC PARTICIPATION
IDP REF
NO.
GGPP/059/
2013-2014
GGPP/060/
2013-2014
GGPP/061/
2013-2014
STRAT
EGIC
PROJE
CTS
SUB-
PROJEC
TS
Institution
al SDBIP
Departme
ntal
SDBIP
Annual
Report
OBJECT
IVES
To
maximise
accounta
bility and
transpare
ncy to
stakehol
ders
OUTPU
TS
SDBIP
Depart
mental
SDBIP
annual
reportin
g
INPUT
S
Human
resourc
es
Human
resourc
es
human
resourc
es
PERFRO
MANCE
INDICAT
ORS
Percenta
ge
develop
ment of
institutio
nal
SDBIP
Percenta
ge
develop
ment of
Departm
ental
SDBIP
percenta
ge
compilati
on of
annual
report
2012/201
3
INDIC
ATOR
CUST
ODIA
N
Directo
r
Planni
ng and
Econo
mic
Develo
pment
Directo
r
Planni
ng and
Econo
mic
Develo
pment
Directo
r
Planni
ng and
Econo
mic
Develo
pment
2012/20
13
BASEL
INE
BASEL
INES
2012/20
13
SDBIP
2012/20
13
Depart
mental
SDBPI
2011/20
12
annual
report
2013/2014
ANNUAL
TARGET
ANNUAL
TARGETS
100%
developme
nt of
institutional
SDBIP (1)
Working
sessions
with
department
s 50%(2)
draft
institutional
SDBIP
2014/2015
50%
100%
developme
nt of
Departmen
tal SDBIP
(1) working
sessions
with
department
s 50% (2)
draft
department
al SDBIP's
50%
100%
compilation
of annual
report
2012/2013
(1)data
collection
30%(2)draf
t annual
report
Q1 Q2 Q3 Q4 EVIDE
NCE
0
%
0
%
0
%
0
%
0
%
50
%
50
%
50
%
20
%
50
%
50
%
30
%
Signed
off
SDBIP
by
Execut
ive
Mayor
Signed
off
depart
mental
SDBIP
's
Counci
l
resolut
ion
BUD
GET
FUN
DER
E-
Shar
e
E-
Shar
e
E-
Shar
e
IMPAC
TS
Improv
ed
accoun
tability
Improv
ed
accoun
tability
Improv
ed
accoun
tability

539
GOOD GOVERNANCE AND PUBLIC PARTICIPATION SDBIP 2013-2014
KPA 4: GOOD GOVERNANCE AND PUBLIC PARTICIPATION
IDP REF
NO.
STRAT
EGIC
PROJE
CTS
SUB-
PROJEC
TS
OBJECT
IVES
OUTPU
TS
INPUT
S
PERFRO
MANCE
INDICAT
ORS
INDIC
ATOR
CUST
ODIA
N
2012/20
13
BASEL
INE
BASEL
INES
2013/2014
ANNUAL
TARGET
ANNUAL
TARGETS
50%(3)
submission
to council
20%
Q1 Q2 Q3 Q4 EVIDE
NCE
BUD
GET
FUN
DER
IMPAC
TS
GGPP/062/
2013-2014
GGPP/063/
2013-2014
Integrate
d
Develop
ment
Plan
Complian
ce
Reporting
Project
site visits
IDP
Framewor
k
To
undertak
e
projects
site visits
To
ensure
Integrate
d
Develop
ment
Planning
complia
nce
reportin
g
site
reports
coordin
ated
planning
human
resourc
es
human
resourc
es
human
resourc
es
Number
of
complian
ce
reports
submitte
d
Number
of
projects
site visits
conducte
d
percenta
ge
compilati
on of IDP
Framewo
rk
Directo
r
Planni
ng and
Econo
mic
Develo
pment
Directo
r
Planni
ng and
Econo
mic
Develo
pment
Directo
r
Planni
ng and
Econo
mic
Develo
pment
20
complia
nce
reports
No
Baselin
e
2012/20
12
process
plan
20
compliance
reports
(1)x4LGTA
S
(2)x4MTAS
(3)x8
monthly
(4) x4
quarterly
4 projects
site visits
conducted
5 5 5 5 Signed
off
reports
1 1 1 1 signed
off
reports
0
%
0
%
0
%
10
0
%
Counci
l
resolut
ion
R
800
000
E-
Shar
e
E-
Shar
e
E-
Shar
e
improv
ed
accoun
tability
improv
ed
accoun
tability
Improv
ed
alignm
ent
and
coordin
ation

540
GOOD GOVERNANCE AND PUBLIC PARTICIPATION SDBIP 2013-2014
KPA 4: GOOD GOVERNANCE AND PUBLIC PARTICIPATION
IDP REF
NO.
GGPP/064/
2013-2014
GGPP/065/
2013-2014
STRAT
EGIC
PROJE
CTS
SUB-
PROJEC
TS
IDP
Process
Plan
Reviews
OBJECT
IVES
OUTPU
TS
Process
plan
Review
ed IDP
INPUT
S
human
resourc
es
Human
and
financi
al
resourc
es
PERFRO
MANCE
INDICAT
ORS
percenta
ge
compilati
on of IDP
Process
plan
Percenta
ge
review of
IDP
INDIC
ATOR
CUST
ODIA
N
Directo
r
Planni
ng and
Econo
mic
Develo
pment
Directo
r
Planni
ng and
Econo
mic
Develo
pment
2012/20
13
BASEL
INE
BASEL
INES
2012/20
13
Process
plan
2013/20
14 IDP
2013/2014
ANNUAL
TARGET
ANNUAL
TARGETS
100%
compilation
of IDP
Process
plan
100%
Review of
IDP (1)
Status quo
report
40%(2)
draft IDP
40%(3)
Adoption
20%
Q1 Q2 Q3 Q4 EVIDE
NCE
0
%
40
%
0
%
0
%
0
%
40
%
10
0
%
20
%
council
resolut
ion
Counci
l
resolut
ion
BUD
GET
FUN
DER
E-
Shar
e
E-
Shar
e
IMPAC
TS
Improv
ed
alignm
ent
and
coordin
ation
Improv
ed
alignm
ent
and
coordin
ation
FINANCIAL VIABILITY 2013/14 SDBIP
KPA 5: FINANCIAL VIABILITY
OUTCOME : Improved financial viability and compliance to Finance Management Legislations
IDP
REF
NO.
STRA
TEGIC
PROJ
ECTS
SUB-
PROJ
ECTS
OBJEC
TIVES
OUTP
UTS
INPUT
S
PERFRO
MANCE
INDICAT
ORS
INDIC
ATOR
CUST
ODIAN
2012/2
013
BASEL
INES
2013/2
014
ANNU
AL
TARG
ETS
Q1 Q2 Q3 Q4 EVIDE
NCE
BUD
GET
FUN
DER
IMPAC
TS

541
FINANCIAL VIABILITY 2013/14 SDBIP
KPA 5: FINANCIAL VIABILITY
OUTCOME : Improved financial viability and compliance to Finance Management Legislations
IDP
REF
NO.
FV/001
/2013-
2014
FV/002
/2013-
2014
STRA
TEGIC
PROJ
ECTS
Treasu
ry
Manag
ement
Budget
Manag
ement
SUB-
PROJ
ECTS
Capital
Replac
ement
reserv
e
Budget
prepar
ation
OBJEC
TIVES
To
ensure
sufficien
t
reserve
funds to
address
asset
renewal
To
ensure
prepara
tion and
implem
entation
of
realistic
budget
for the
municip
ality
OUTP
UTS
Ringfenced
cash
backe
d fund
Credibl
e
Budget
INPUT
S
Financi
al and
Human
Resour
ces
Human
Resour
ces
PERFRO
MANCE
INDICAT
ORS
Percenta
ge
Improve
ment in
capital
replacem
ent
reserve
Percenta
ge
realistic
and
credible
budget
prepared
INDIC
ATOR
CUST
ODIAN
Chief
Financi
al
Officer
Chief
Financi
al
Officer
2012/2
013
BASEL
INES
Budget
2012/2
013
(0%)
Budget
2012/2
013
(0%)
2013/2
014
ANNU
AL
TARG
ETS
8%
improv
ement
in
capital
replace
ment
reserve
(R7
000
000)
100%
realisti
c and
credibl
e
budget
prepar
ed
(1)
Cash
backed
30%
(2)
Timelin
ess
30%
(3)
Amend
ments
Q1 Q2 Q3 Q4 EVIDE
NCE
0
%
0
%
2%
R1
698
000
3
%
R2
65
1
00
0
0% 0
%
3
%
R2
65
1
00
0
10
0
%
Financi
al
Report
Counci
l
Resolu
tion
BUD
GET
R 7
000
000
FUN
DER
E-
Shar
e
R 0 E-
Shar
e
IMPAC
TS
Improv
ed
Financi
al
Viability
for
infrastr
ucture
sustain
ability
Improv
ed
Financi
al
Viability
for
service
delivery

542
FINANCIAL VIABILITY 2013/14 SDBIP
KPA 5: FINANCIAL VIABILITY
OUTCOME : Improved financial viability and compliance to Finance Management Legislations
IDP
REF
NO.
STRA
TEGIC
PROJ
ECTS
SUB-
PROJ
ECTS
OBJEC
TIVES
OUTP
UTS
INPUT
S
PERFRO
MANCE
INDICAT
ORS
INDIC
ATOR
CUST
ODIAN
2012/2
013
BASEL
INES
2013/2
014
ANNU
AL
TARG
ETS
made
(X2)
40%
Q1 Q2 Q3 Q4 EVIDE
NCE
BUD
GET
FUN
DER
IMPAC
TS
FV/003
/2013-
2014
Operat
ion
Clean
Audit
Improv
ed
Audit
opinio
n
To
ensure
improve
d audit
opinion
Improv
ed
Audit
Opinio
n
Human
and
Financi
al
Resour
ces
Percenta
ge
improve
ment of
audit
opinion
Chief
Financi
al
Officer
Disclai
mer
audit
100%
improv
ement
of audit
opinion
1.
Addres
sing
prior
year
audit
issues
(50%)
2.
Strengt
hening
internal
control
10
0
%
100
%
10
0
%
10
0
%
Qualifi
ed
Audit
Opinio
n
R
331
644
E-
Shar
e
Public
confide
nce

543
FINANCIAL VIABILITY 2013/14 SDBIP
KPA 5: FINANCIAL VIABILITY
OUTCOME : Improved financial viability and compliance to Finance Management Legislations
IDP
REF
NO.
STRA
TEGIC
PROJ
ECTS
SUB-
PROJ
ECTS
OBJEC
TIVES
OUTP
UTS
INPUT
S
PERFRO
MANCE
INDICAT
ORS
INDIC
ATOR
CUST
ODIAN
2012/2
013
BASEL
INES
2013/2
014
ANNU
AL
TARG
ETS
s
(50%)
Q1 Q2 Q3 Q4 EVIDE
NCE
BUD
GET
FUN
DER
IMPAC
TS
FV/004
/2013-
2014
Asset
Manag
ement
Asset
manag
ement
To
ensure
that
asset
and
inventor
y are
adequat
ely
account
ed for,
properly
recorde
d and
safegua
rded
Compli
ant
Fixed
Asset
Regist
er
Human
and
Financi
al
Resour
ces
Percenta
ge GRAP
complian
t fixed
asset
register
Chief
Financi
al
Officer
Movabl
e asset
register
100%
GRAP
compli
ant
asset
register
(Unbun
dled
Assets
30%,
Safegu
arding
movabl
e and
immov
able
assets
20%,
10
0
%
100
%
10
0
%
10
0
%
Fixed
Asset
Regist
er
R 6
890
000
E-
Shar
e
Effectiv
e and
efficient
service
delivery

544
FINANCIAL VIABILITY 2013/14 SDBIP
KPA 5: FINANCIAL VIABILITY
OUTCOME : Improved financial viability and compliance to Finance Management Legislations
IDP
REF
NO.
STRA
TEGIC
PROJ
ECTS
SUB-
PROJ
ECTS
OBJEC
TIVES
OUTP
UTS
INPUT
S
PERFRO
MANCE
INDICAT
ORS
INDIC
ATOR
CUST
ODIAN
2012/2
013
BASEL
INES
2013/2
014
ANNU
AL
TARG
ETS
dispos
als
10%,
valuati
on
30%,
records
keepin
g 10%)
Q1 Q2 Q3 Q4 EVIDE
NCE
BUD
GET
FUN
DER
IMPAC
TS
FV/005
/2013-
2014
Invent
ory
Manag
ement
(Store
s and
Materi
al)
Invent
ory
Regist
er
Human
and
Financi
al
Resour
ces
Percenta
ge
updated
inventory
register
Chief
Financi
al
Officer
50%
complia
nt
invento
ry
register
80%
update
d
invento
ry
register
(purch
ases
30%,
valuati
on
20%,
dispos
als 5%,
record
10
0
%
100
%
10
0
%
10
0
%
Update
d
Invent
ory
Regist
er
R 1
300
000
E-
Shar
e
Enhanc
ed
revenu
e
manag
ement
(Reven
ue and
asset
manag
ement)

545
FINANCIAL VIABILITY 2013/14 SDBIP
KPA 5: FINANCIAL VIABILITY
OUTCOME : Improved financial viability and compliance to Finance Management Legislations
IDP
REF
NO.
STRA
TEGIC
PROJ
ECTS
SUB-
PROJ
ECTS
OBJEC
TIVES
OUTP
UTS
INPUT
S
PERFRO
MANCE
INDICAT
ORS
INDIC
ATOR
CUST
ODIAN
2012/2
013
BASEL
INES
2013/2
014
ANNU
AL
TARG
ETS
keepin
g 10%,
safegu
arding
15%)
Q1 Q2 Q3 Q4 EVIDE
NCE
BUD
GET
FUN
DER
IMPAC
TS
FV/006
/2013-
2014
Expen
diture
Manag
ement
Docum
ent
Manag
ement
To
ensure
prudent
expendi
ture
manage
ment
Safegu
arded
Docum
ents
Human
and
Financi
al
Resour
ces
Percenta
ge
documen
ts
scanned
and filed
as per
process
plan
Chief
Financi
al
Officer
hard
copies
of
docum
ents
100%
docum
ents
scanne
d and
filed as
per
proces
s plan
(electro
nic
filing
50%,
manual
filing
50%)
10
0
%
100
%
10
0
%
10
0
%
Electro
nic
Report
on
scanne
d
docum
ents
R0 E-
Shar
e
Sound
financia
l
manag
ement

546
FINANCIAL VIABILITY 2013/14 SDBIP
KPA 5: FINANCIAL VIABILITY
OUTCOME : Improved financial viability and compliance to Finance Management Legislations
IDP
REF
NO.
FV/007
/2013-
2014
FV/008
/2013-
2014
STRA
TEGIC
PROJ
ECTS
SUB-
PROJ
ECTS
Expen
diture
Manag
ement
Reven
ue
Manag
ement
(Cost
Recov
ery)
OBJEC
TIVES
To
ensure
proper
manage
ment of
docume
nts
to
ensure
accurat
e and
complet
e
reportin
g of
financial
informat
ion
OUTP
UTS
Accura
te and
timely
payme
nts
Credibl
e
Custo
mer
Datab
ase
INPUT
S
HUMA
N
RESO
URCE
S
Human
and
Financi
al
Resour
ces
PERFRO
MANCE
INDICAT
ORS
Percenta
ge of
creditors
reconcile
d and
paid
within 30
days of
invoice
date
Percenta
ge
consume
r and
indigent
data
collected
and
cleansed
for five
(5)
areas/vill
ages
INDIC
ATOR
CUST
ODIAN
Chief
Financi
al
Officer
Chief
Financi
al
Officer
2012/2
013
BASEL
INES
annual
expend
iture
reconcil
iations
financia
l
system
2013/2
014
ANNU
AL
TARG
ETS
100%
creditor
s and
paid
within
30
days of
invoice
(reconc
iliation
50%
and
payme
nts
50%)
100%
consu
mer
and
indigen
t data
collect
ed and
cleans
ed for
five (5)
areas
(Data
collecti
on
Q1 Q2 Q3 Q4 EVIDE
NCE
10
0
%
0
%
100
%
10
0
%
0% 50
%
10
0
%
50
%
Financi
al
Report
Indige
nt
Regist
er
BUD
GET
FUN
DER
R0 E-
Shar
e
R0 E-
Shar
e
IMPAC
TS
Public
and
busines
s
confide
nce
Enhanc
ed
revenu
e
manag
ement

547
FINANCIAL VIABILITY 2013/14 SDBIP
KPA 5: FINANCIAL VIABILITY
OUTCOME : Improved financial viability and compliance to Finance Management Legislations
IDP
REF
NO.
STRA
TEGIC
PROJ
ECTS
SUB-
PROJ
ECTS
OBJEC
TIVES
OUTP
UTS
INPUT
S
PERFRO
MANCE
INDICAT
ORS
INDIC
ATOR
CUST
ODIAN
2012/2
013
BASEL
INES
2013/2
014
ANNU
AL
TARG
ETS
50%,
indigen
t
register
50%)
Q1 Q2 Q3 Q4 EVIDE
NCE
BUD
GET
FUN
DER
IMPAC
TS
FV/009
/2013-
2014
Reven
ue
Manag
ement
Reven
ue
Manag
ement
To
ensure
sufficien
t
revenue
to
address
develop
ment
imperati
ves.
Increa
sed
collecti
on
Human
and
Financi
al
Resour
ces
Percenta
ge
revenue
collected
Chief
Financi
al
Officer
58%
collecti
on rate
40%
revenu
e
collect
ed
(R15
076
959)
Q1.
R897
600
Q2. R4
501
600
Q3. R2
235
200
Q4. R7
2
%
12
%
6
%
20
%
Financi
al
Report
R 8
477
000
E-
Shar
e
Financi
al
Viability

548
FINANCIAL VIABILITY 2013/14 SDBIP
KPA 5: FINANCIAL VIABILITY
OUTCOME : Improved financial viability and compliance to Finance Management Legislations
IDP
REF
NO.
STRA
TEGIC
PROJ
ECTS
SUB-
PROJ
ECTS
OBJEC
TIVES
OUTP
UTS
INPUT
S
PERFRO
MANCE
INDICAT
ORS
INDIC
ATOR
CUST
ODIAN
2012/2
013
BASEL
INES
2013/2
014
ANNU
AL
TARG
ETS
442
592
Q1 Q2 Q3 Q4 EVIDE
NCE
BUD
GET
FUN
DER
IMPAC
TS
FV/010
/2013-
2014
Supply
Chain
Manag
ement
Dema
nd
Manag
ement
To
ensure
the
optimu
m,
efficient
,
effectiv
e
function
al
Effecti
ve and
efficien
t
procur
ement
Human
and
Financi
al
Resour
ces
Percenta
ge
develop
ment of
procurem
ent plans
Chief
Financi
al
Officer
Budget
2012/2
013
(0%)
100%
develo
pment
of
procur
ement
plans
(procur
ement
plans)
0
%
0% 0
%
10
0
%
Procur
ement
plans
for all
depart
ments
R0 E-
Shar
e
Improv
ed
service
delivery

549
FINANCIAL VIABILITY 2013/14 SDBIP
KPA 5: FINANCIAL VIABILITY
OUTCOME : Improved financial viability and compliance to Finance Management Legislations
IDP
REF
NO.
FV/011
/2013-
2014
FV/012
/2013-
2014
STRA
TEGIC
PROJ
ECTS
SUB-
PROJ
ECTS
Acquis
ition
Manag
ement
Contra
ct
Manag
ement
OBJEC
TIVES
procure
ment
process
es
To
ensure
efficient
and
effectiv
e
contract
manage
ment
OUTP
UTS
Supply
Chain
Manag
ement
Compli
ance
Credibl
e
contra
ct
registe
r
INPUT
S
Human
and
Financi
al
Resour
ces
Human
Resour
ces
PERFRO
MANCE
INDICAT
ORS
Percenta
ge
reduction
of
irregular
expendit
ure from
baseline
Percenta
ge SLA's
available
and
updated
on the
contract
register
INDIC
ATOR
CUST
ODIAN
Chief
Financi
al
Officer
Chief
Financi
al
Officer
2012/2
013
BASEL
INES
AG
Finding
s on
expend
iture
irregula
rities
50%
update
d
contrac
t
register
2013/2
014
ANNU
AL
TARG
ETS
100%
reducti
on of
irregula
r
expend
iture
from
baselin
e
(adher
ence to
full
SCM
policies
and
regulati
ons
100%)
100%
availab
le and
update
d
contrac
t
register
(draftin
g of
SLA
Q1 Q2 Q3 Q4 EVIDE
NCE
10
0
%
10
0
%
100
%
100
%
10
0
%
10
0
%
10
0
%
10
0
%
Unauth
orised
Irregul
ar
Fruitle
ss
Expen
diture
(UIF)
Regist
er
Update
d
contra
ct
registe
r
BUD
GET
FUN
DER
R0 E-
Shar
e
R0 E-
Shar
e
IMPAC
TS
Public
confide
nce
Sound
Admini
stration

550
FINANCIAL VIABILITY 2013/14 SDBIP
KPA 5: FINANCIAL VIABILITY
OUTCOME : Improved financial viability and compliance to Finance Management Legislations
IDP
REF
NO.
STRA
TEGIC
PROJ
ECTS
SUB-
PROJ
ECTS
OBJEC
TIVES
OUTP
UTS
INPUT
S
PERFRO
MANCE
INDICAT
ORS
INDIC
ATOR
CUST
ODIAN
2012/2
013
BASEL
INES
2013/2
014
ANNU
AL
TARG
ETS
50%
and
register
updatin
g 50%)
Q1 Q2 Q3 Q4 EVIDE
NCE
BUD
GET
FUN
DER
IMPAC
TS
FV/013
/2013-
2014
FV/014
/2013-
2014
Compli
ance
Report
ing
Expen
diture
Manag
ement
To
ensure
account
ability
To curb
expendi
ture
varianc
e at 5%
Compli
ance
with all
regulat
ions
Manag
ed
budget
Human
Resour
ce
Human
and
Financi
al
Resour
ces
Number
of
complian
ce
reports
generate
d
Percenta
ge
complian
ce to
acceptab
le
variance
Chief
Financi
al
Officer
All
Directo
rs
Section
52,71,7
2 and
AFS
No
baselin
e
5
Report
s
(Sectio
n 71,
Section
52,
Supply
Chain,
CIDB,
Section
72,
AFS)
5%
varianc
e
10
0
%
5
%
100
.0%
10
0
%
5% 5
%
10
0
%
5
%
Counci
l
resoluti
on
Expen
diture
reports
R 0 E-
Shar
e
E-
Shar
e
Sound
financia
l
manag
ement
Sound
financia
l
manag
ement

551
SPATIAL RATIONALE SDBIP 2013-2014
KPA 6 : SPATIAL RATIONALE
IDP
REF
NO.
SR/001
/2013-
2014
SR/002
/2013-
2014
SR/003
/2013-
2014
Strate
gic
Project
s
Growt
h
Manag
ement
Sub
Project
s
Constr
uction
of
munici
pal
offices
GIS
Trainin
g and
Hardw
are
Land
Audit
for
municip
al
works
OBJEC
TIVES
Provisio
n of
municip
al office
space
GIS
Training
and
Hardwar
e
Underta
ke land
audit for
municip
al works
OUTP
UTS
Improv
ed
district
spatial
plannin
g
INPU
TS
Huma
n and
Finan
cial
Reso
urces
Huma
n and
Finan
cial
Reso
urces
Huma
n and
Finan
cial
Reso
urces
PERFRO
MANCE
INDICAT
ORS
Percenta
ge
facilitatio
n of
Mampuru
township
developm
ent
Number
of local
and
district
staff
trained
on GIS
Percenta
ge
completio
n of land
audit for
municipal
works
INDIC
ATOR
CUST
ODIAN
Directo
r
Planni
ng and
Econo
mic
Develo
pment
Directo
r
Planni
ng and
Econo
mic
Develo
pment
Directo
r
Planni
ng and
Econo
mic
Develo
pment
2012/2
013
BASEL
INES
SG
Diagra
m and
valuatio
n
Report
Draft
GIS
Strateg
y
Spatial
Develo
pment
Frame
work
2014/2
014
2013/2
014
TARG
ETS
100%
facilitat
ion of
Mamp
uru
townsh
ip
develo
pment
10
local
and
district
staff
trained
on GIS
100%
compl
etion
of land
audit
for
munici
pal
Q
1
25
%
Q
2
50
%
Q
3
75
%
Q4
10
0
%
EVID
ENCE
Com
munit
y
Resol
ution
0 5 0 5 Annu
al
Traini
ng
Repor
t
25
%
50
%
75
%
10
0
%
Land
audit
report
for
munic
ipal
works
BUD
GET
R869
,262
FUN
DER
E-
Shar
e
E-
Shar
e
E-
Shar
e
IMPACTS
Sustainab
le Spatial
Rationale
Sustainab
le Spatial
Rationale
Sustainab
le Spatial
Rationale

552
SPATIAL RATIONALE SDBIP 2013-2014
KPA 6 : SPATIAL RATIONALE
IDP
REF
NO.
Strate
gic
Project
s
Sub
Project
s
OBJEC
TIVES
OUTP
UTS
INPU
TS
PERFRO
MANCE
INDICAT
ORS
INDIC
ATOR
CUST
ODIAN
2012/2
013
BASEL
INES
2013/2
014
TARG
ETS
works
Q
1
Q
2
Q
3
Q4
EVID
ENCE
BUD
GET
FUN
DER
IMPACTS
De
Hoop
Mampu
ru
To
facilitate
impleme
ntation
of De
Hoop
housing
project
to
facilitate
Mampur
u
Townshi
p
Develop
ment
Houses
Land
secure
d
Huma
n and
Finan
cial
Reso
urces
Huma
n and
Finan
cial
Reso
urces
Number
of
initiatives
undertak
en to
facilitate
De Hoop
Housing
project
Number
of
initiatives
undertak
en to
facilitate
Mampuru
township
developm
ent
Directo
r
Planni
ng and
Econo
mic
Develo
pment
Directo
r
Planni
ng and
Econo
mic
Develo
pment
meetin
gs held
meetin
gs held
12
initiativ
es
undert
aken
4
initiativ
es
undert
aken
3 3 3 3 Repor
ts and
minut
es
1 1 1 1 Repor
ts and
minut
es
E-
Shar
e
E-
Shar
e
Intergover
nmental
relations
Intergover
nmental
relations

553
ANNEXURE B
SEKHUKHUNE DISTRICT MUNICIPALITY
ADOPTED ORGANISATIONAL STRUCTURE
2013/14

554
EXECUTIVE SUMMARY FOR THE ORGANIZATIONAL STRUCTURE: 2013/2014 -2015/2016
The proposed organisational structure is made of 1122 posts from 1080 posts. There is an
increase of 42 posts from 1080. There are 789 funded posts available. There are a total of 342
vacant posts in the proposed organisational structure of which nine (9) are funded. The
remaining 329 posts will be funded during the financial year 2013/2014 based on their strategic
functioning and availability of funds. The remainder of the vacant post will be funded in the
ensuing Integrated Development Plan cycle.
The major focus of the proposed organizational structure is the strengthening of Budget and
Treasury, Community Services and Infrastructure & Water Services. In Budget and Treasury the
focus is mainly on billing. The intention of the municipality is to take over billing from local
municipalities and general financial management with special attention to improving internal
controls. In Community Services there are two issues that require attention, mainly compliance
and capacity enhancement. A new division responsible for disaster management is proposed to
ensure segregation of duties between disaster management and emergency services. In
addition more staff is required in emergency services to address acute shortage of staff and
address compliance issues.
The provision of reliable water services depends on the capacity of infrastructure and water
services. To ensure that requisite capacity is available, additional post of pump operators and
plump operators are suggested. This number of pump operators will address the shortage of
man power which is currently provided by volunteers.
Furthermore the draft organisational structure suggests the relocation of Fleet and Facilities
from Budget and Treasury to Corporate Services. In addition Payroll is suggested to be
relocated from Corporate Services to Budget and Treasury.
Below is the elaborate for additional posts per department:
9. OFFICE OF THE SPEAKER
There is no new position proposed.
10. MUNICIPAL MANAGER `S OFFICE
There are 3 new proposed posts:
· The post of Manager is proposed to deal with organizational performance and
performance of the Executive Management.
· The post of Senior Internal Officer is proposed to deal with IT and regulatory audit.

555
· The additional post of Internal Auditor is proposed to enhance the capacity of the internal
audit unit to handle their functions accurately.
11. OFFICE OF THE EXECUTIVE MAYOR
There are 16 new positions proposed:
· The post of Manager is proposed to deal with customer care. The rationale for the
proposal is that issues on query management have been elevated.
· The post of Marketing Officer is proposed to handle the marketing functions which were
previously located in the department of planning and Economic Development.
· The position of Website Development is proposed to ensure that website is properly
managed. The function of website administration was moved from corporate services
office to the Executive Mayor’s Office.
· The post of photographer is proposed to provide expertise in the production of
newsletters.
· The post of Communication Officer is abolished and replaced by the post of the
Marketing Officer.
· The post of the Head of Security is proposed to provide for the security details of the
Executive Mayor.
· The post of Policy and IGR is proposed to deal with the Policy and IGR conditions.
These areas did not have a dictated unit to handle.
· The additional nine posts of call centre operators are proposed to provide for 24 hour
services in line with requirements of the function.
· The new post of Call Centre Officer is proposed to control room.
12. CORPORATE SERVICES
There are 12 new post proposed:
· The post of OD Officer is proposed to have the required capacity to deal with the job
evaluation function. The process of evaluating jobs is quiet demanding and requires
dedicated personnel. As the district we are going to handle job evaluation for all the five
local municipalities.
· The function of individual PMS is relocating from Corporate Services to Planning and
Economic Development.
· The additional post of Labour Relations Officer is proposed to complement the unit.
Currently there are two Officers and there is an official seconded to help in the division.
· The post of IT Technician is proposed to capacitate the division. There is a project to
extend the IT Infrastructure to all the regional offices and depots and this will require
additional hands.

556
· The post of Training Officer is proposed to help in dealing with some of the neglected
functions of training namely, assessment of the impact of training interventions.
· The additional post of EAP Officer is proposed to increase the capacity of the Unit to
assist dealing with the welfare of the employees. Currently there is one EAP Officer and
she is not coping with the demands of the organization.
· The post of OHS clerk is proposed to ensure that compliance with OHS is met. Currently
there is no OHS Clerk who must attend to all OHS requirements in all the work stations.
· The post of Senior Facility Officer, Fleet Officer, two Facility Clerks are proposed to
augment the section. Furthermore two posts of general workers are proposed to help the
handyman to deal with maintenance work.
13. COMMUNITY SERVICES
There are 33 new post proposed:
· The two posts of Disaster Officers are proposed to ensure that disaster management is
undertaken in all the five (5) Local Municipalities.
· The post of Principal is proposed to ensure that there is accountability on the part of the
training academy.
· The post of the Chief Fire Inspector is proposed to comply with the fire act and also to
deal with the demands of the farming community and rapid industrialisation in the
distinct.
· The eight additional posts of Leading Fire Fighters are proposed to create optimum
shifts.
· The eight additional posts of Senior Fire Fighters are proposed to create optimum shifts.
· The eight additional post of Fire Fighters are proposed to create optimum shifts
14. INFRASTRUCTURE AND WATER SERVICES
There are 243 new proposed posts. The majority of the posts are pump operators and
plant Operators. Special focus is also paid to enforcement of municipal regulations, thus
a creation of a post to administer water authority issues.
· The post of Deputy Director Water Authority is proposed, 2 Secretaries for administration
of the two deputy directors.
· The Division Regulation and Governance is proposed to be under the Water
Authority Sub-department, 1Manager, 2Monitoring and Evaluation Officer, furthermore
the division of Strategic Planning is suggested with newly created positions of 2
Technicians.
· The PMU division proposed 1 Senior Project Manager and 1 Data Capturer.

557
· The Water Provider sub-department under Bulk Operations division suggested 8
positions that are dependent on section 78 process.
· The Reticulation and Sanitation Division suggested 3 Artisan Plumbers,3 General
Worker and 5 Admin clerk for administration of the Regional offices.
· The 167 new posts of pump operators are proposed to ensure that there is a reliable
water provision. Currently the function is performed by volunteers and this proposal is
aimed at dealing with issues of volunteers to create sustainability
· The 46 new posts of plant operators are proposed to enhance the capacity of the
municipality to provide continuous operation of water treatment works and wastewater
treatment works.
· The Scientific Services suggested 1 Lab Technician and 1 Lab Assistant
· The Electro Mechanical Division suggested 1 Admin Clerk for administration purpose.
15. PLANNING AND ECONOMIC DEVELOPMENT
There are 3 proposed new positions:
· There is a new division named IDP and PMS, therefore a Manager and 1 IDP Officer
post are proposed. The migrating function of PMS from Corporate services will be
performed in this division.
· The post of LED officer is proposed to deal with tourism.
16. BUDGET AND TREASURY
There are 38 proposed new posts:
· The two additional posts of Accountants are proposed, one Accountant will deal with
AFS and reporting.
· The additional post of billing clerk is proposed to provide an additional capacity
· The two additional posts of Credit Control Clerk are proposed to increase capacity to
cope with the demands
· The post of Indigent Clerk is proposed to enhance the capacity became the port
· The two additional post of Data Capturers are proposed to capture information from
meter readers
· The post of Chief Meter Reader is proposed to enhance capacity for implementation of
water services, particularly billing.
· The twenty new post of meter readers are proposed to ensure that the takeover of billing
function from local municipalities is properly handled and also the extension of billing to
new areas are explored.
· The additional post of Cashier is proposed to increase capacity.

558
· The new post of Accounting Clerk is proposed to deal with filing of all vat returns,
reconciliations and invoice files and preparation of audit files for all account balances
within the trial Balance.
· The additional post of Senior Procurement Officer is proposed to deal with demand and
performance Management.
· The additional post of Asset Officer is proposed to assist with the reconciliation of stock
counts and asset register.
· The five new post of Stores Clerks are proposed to assist the regional Offices

559
COUNCIL
EXECUTIVE MAYOR OFFICE OF THE SPEAKER OFFICE OF THE CHIEF WHIP

560
OFFICE OF THE SPEAKER
Purpose: To provide support to the Speaker’s
Office.
Functions:
1. Render administration support.
1x Council Secretary
1x Personal Assistant
1 x Secretary (Whippery)
DIVISION: PUBLIC PARTICIPATION
Purpose: To facilitate public participation and
public relations.
Functions:
1. Coordinate public participation and stakeholder
engagement.
1x Manager
1x Public Participation Officer
3x Public Participation Coordinator
DIVISION:COUNCIL SECRETARIAT
Purpose: To render Council Secretariat Services
Functions:
1. Provide support to council
2. Maintain records for council
3. Provide secretariat services to council
1 x Manager
1 x Senior Admin Officer
1 x Admin Officer
5 x Committee Coordinator
DIVISION:COUNCILOR SUPPORT
Purpose: To render support to Councilors
Functions:
1. Coordinate capacity building & councilor welfare
1 x Manager
1 x Councilor Welfare Specialist
1 x Councilor Welfare Coordinator
1 x Researcher
1 x Legal Officer

561
OFFICE OF THE MUNICIPAL MANAGER
PURPOSE : To provide strategic administrative support to the council
and ensure legislative compliant environment.
FUNCTIONS:
1.Monitor effectiveness of service delivery departments.
1.1 Community services.
1.2 Infrastructure and water services.
1.3 Planning and economic development.
2.Monitor effectiveness of support departments.
2.1 Executive mayor's office
2.2 Corporate services
2.3 Budget and treasury
1x Municipal Manager
1x Chief Operations Officer
1x Personal Assistant
1x Secretary
INTERNAL AUDIT
Purpose: To provide an independant,
objective assurance and consulting
activity designed to add value and
improve an organisation controls, risk
management and governance processes.
Functions:
1. Regularity audits.
2. Performance audits.
3.Information systems /IT audits.
4.Investigation and adhok.
1x Chief Audit Executive
2x Senior Internal Auditor (1 new)
4x Internal Auditor (1new)
RISK MANAGEMENT
Purpose: To manage the risk
management function in line with
corporate management strategy.
Functions:
1. Risk assesment.
2.Risk financing.
3.Anti fraud & corruptions.
4.Complaince management.
5.Risk control.
1x Chief Risk Officer
2x Senior Risk Officer
2x Risk Officer
PERFORMANCE MANAGEMENT
Purpose: To coordinate PMS for section
56 employees.
Functions:
1. Facilitate employment contracts and
performance agreement.
2.Coordinate quartely, mid year and
annual reviews.
3.Liase with sector departments for
statutory reporting requirements.
1x Manager (new)
Executive
Mayor's
Office
Corporate
Services
Community
Services
Infrastructure
& Water
Services
Planning &
Economic
Development
Budget &
Treasury

562
DEPARTMENT: EXECUTIVE MAYOR'S
OFFICE
Purpose: To provide executive support services.
Functions:
1.Monitor the implementation and impact of special
programmes.
2.Manage communications services.
3.Render administrative support to the Executive Mayor.
4. Render customer care services.
1x Director
1x Personal Assistant
1x Secretary
DIVISION: SPECIAL PROGRAMMES
Purpose: To monitor the implementation and
impact of special programmes.
Functions:
1. Provide strategic linkages for special programmes.
2.Facilitate youth, children and woman development
programs.
3. Facilitate gender empowerment programs.
4. Advocate for intergration of people living with
disabilities in the economic and social mainstream.
1x Manager
2x Special Programme Officer
DIVISION: COMMUNICATIONS
Purpose:To manage communications services.
Functions:
1. Monitor effective communication and marketing services.
2. Promote public relations .
3. Coordinate event management.
1x Manager
1x Media Liaison Officer
1x Marketing Officer (new)
2x Events Officer
2x Community Liason Officer
1x Website Development Officer (new)
1x Photographer (new)
1x Graphic Designer
DIVISION: EXECUTIVE SUPPORT
Purpose: To render administrative support to the Executive Mayor.
Functions:
1. Coordinate and liaise with external stakeholders on behalf of the
Executive Mayor.
2. Facilitate executive support for the Executive Mayor and Mayoral
committee.
1x Manager
1x Spokesperson
1x Head of Security (new)
2x Protocol Officer (1new)
1x Policy & IGR Officer (new)
2x Chauffer
6x Secretary (MMC)
DIVISION: CUSTOMER CARE
Purpose: To render customer care services.
Functions:
1. Provide customer care services.
2.Render call centre services.
3.Attend to customer equiries
1x Manager (new)
1x Senior Customer Care Officer
1x Call Centre Officer
1x Call Centre Clerk
12x Call Centre Operator (9new)
2x Receptionist

563
DEPARTMENT: CORPORATE SERVICES
Purpose: To manage corporate services.
Functions:
1. Manage human resource administration.
2. Manage organisational development.
3. Manage labour relations.
4. Manage auxillary services.
5. Manage informantion and communication technology
6. Manage human resources development.
7. manage employee wellness services.
8. Manage legal services.
1x Director
1x Secretary
DIVISION: HUMAN RESOURCES
ADMINISTRATION
Purpose: To render human resources
management services.
Functions:
1. Render human resources administration and
benefits.
2. Facilitate recruitment and selection.
3. Coordinate policy development.
1x Manager
1x Senior HR Officer
4x HR Officer
2x HR Clerk
DIVISION:ORGANISATIONAL
DEVELOPMENT
Purpose: To manage organisational
development.
Functions:
1. Process Improvement.
2. Render organisational development services.
3. Facilitate the development of job descriptions.
4. Conduct job evaluation.
1x Manager
3x Organisational Development Officer (1new)
DIVISION : LABOUR RELATIONS
Purpose : To manage labour relations services.
Functions:
1.Handle misconduct cases.
2. facilitate disciplinary procedures.
1x Manager
3x Labour Relations Officer (1new)
DIVISION:AUXILIARY SERVICES
Purpose:To manage auxiliary services.
Functions:
1. Render records management
2. Manage fleet & facilities.
1x Manager
DIVISION: INFORMATION & COMMUNICATION
TECHNOLOGY
Purpose: To manage information and
communication technology.
Functions:
1. Provide information and communication technology.
2. Monitor the performance of ICT infrastructure.
3. Monitor network performance.
1x Manager
1x Senior System Administrator
1x Senior Network Controller
4x IT Technician (1new)
DIVISION: HUMAN RESOURCES DEVELOPMENT
Purpose: To facilitate competency development of
employees.
Functions:
1. Compilation and implementation of WPSDP.
2. Coordinate training activities.
3. Render human resources development.
1x Manager
1x Senior Training Officer
3x Training Officer (1new)
DIVISION: EMPLOYEE WELLNESS
Purpose: To render employee wellness servicess.
Functions:
1. Facilitate EAP Programmes.
2. Effective and efficient management of workplace
hazards.
1x Manager
2x EAP Officer (1new)
1x OHS Officer
2x OHS Clerk (1new)
DIVISION : LEGAL SERVICES
Purpose: To manage legal services.
Functions:
1. Provide legal advice to council and administration.
2. Maintain and update legal resources.
3. Provide executive support.
1x Manager
2x Legal Admin Officer

564
DIVISION:AUXILIARY SERVICES
Purpose:To manage auxiliary services.
Functions:
1. Render records management
2. Manage fleet & facilities.
1x Manager
SECTION: RECORDS MANAGEMENT
Purpose: To render records management
Functions:
1. Render photocopy services.
2. Provide registry and archives services.
1x Senior Records Admin Officer
1x Records Officer
4x Registry Clerk
2x Photocopy Operator
3x Messenger
SECTION: FLEET MANAGEMENT
Purpose: To co-ordinate, monitor and
undertakes specific sequences/activities
associated with fleet management.
Functions:
1.Ensure fleet maintanance of the
municipality.
2. Coordinate fleet control.
1x Senior Fleet Officer
1x Fleet Officer (new)
3x Fleet Clerk
SECTION: FACILITIES MANAGEMENT
Purpose: To co-ordinate, monitor and
undertakes specific sequences/activities
associated with facilities management.
Functions:
1.Plan, organize, direct, and review the
operations and activities of the facilities
management.
1x Senior Facilities Officer (new)
1x Facilities Officer
2x Facilities Clerk (new)
1x Handyman
2x General Worker (new)

565
DEPARTMENT: COMMUNITY SERVICES
Purpose: To provide community services.
Functions:
1. Manage emergency services.
2. Manage municipal health services.
3. Manage disaster fuctions.
4. Promote sports, arts and culture.
1x Director
1x Secretary
DIVISION: EMERGENCY SERVICES
Purpose: To manage emergency services.
Functions:
1. Render emergency services.
2.Manage training academy.
3. Facilitate fire safety services.
1x Manager
1x Admin Clerk
DIVISION: MUNICIPAL HEALTH SERVICES
Purpose: To manage municipal health and
social services.
Functions:
1.Conduct awareness campaigns on municipal
health programmes.
2.Develop and implement the environmental management
programmes.
3.Monitor compliance on environmental health services.
1x Manager
1x HIV/Aids Coordinator
DIVISION: DISASTER MANAGEMENT
Purpose: To manage all disaster functions.
Functions:
1. Perform activities leading to risk reduction, recovery,
rehabilitation, relief and response.
1x Manager
5x Disaster Officer (2new)
DIVISION: SPORTS, ARTS AND CULTURE
Purpose: To promote sports ,arts and culture
services
Functions:
1. Coordinate sports, arts and culture programmes
2. Promote arts & culture programmes
1x Manager
1x Arts & Culture Officer
1x Sports Officer

566
DIVISION: EMERGENCY SERVICES
Purpose: To manage emergency services.
Functions:
1. Render emergency services.
2.Manage training academy.
3. Facilitate fire safety services.
1x Manager
1x Admin Clerk
TRAINING ACADEMY
Purpose: To develop competent safe and effective fire
service personnel.
Functions:
1.Develop and provide emergency services training
programmes.
1 x Principal (new)
2x Training Officer
FIRE SAFETY
Purpose:To ensure a safe environment.
Functions:
1. Reduce risk and ensure compliance.
1x Chief Fire Inspector (new)
5x Fire Inspector (new)
EMERGENCY SERVICES
Purpose: To provide an effective fire and rescue
services.
Functions:
1. Enforsement of municipal emergency
management services by-laws.
2. Ensure the delivery of effective and effecient
emergency services.
1 x Chief Fire Officer
GROBLERSDAL FIRE STATION
Purpose: To provide an effective fire and
rescue services.
Functions:
1. Enforsement of municipal emergency
management services by-laws.
2. Ensure the delivery of effective and
effecient emergency services.
1x Divisional Fire Officer
4x Station Officer
8x Leading Fire Fighter (4new)
8x Senior Fire Fighter (4new)
8x Fire Fighter (4new)
8x Junior Fire Fighter
MAKHUDUTHAMAGA FIRE STATION
Purpose: To provide an effective fire and
rescue services.
Functions:
1. Enforsement of municipal emergency
management services by-laws.
2. Ensure the delivery of effective and
effecient emergency services.
1x Divisional Fire Officer
4x Station Officer
8x Leading Fire Fighter (4new)
8x Senior Fire Fighter (4new)
8x Fire Fighter (4new)
8x Junior Fire Fighter
TUBATSE FIRE STATION
Purpose: To provide an effective fire and
rescue services.
Functions:
1. Enforsement of municipal emergency
management services by-laws.
2. Ensure the delivery of effective and
effecient emergency services.
1x Divisional Fire Officer
4x Station Officer
8x Leading Fire Fighter (4new)
8x Senior Fire Fighter (4new)
8x Fire Fighter (4new)
8x Junior Fire Fighter

567
DIVISION: MUNICIPAL HEALTH SERVICES
Purpose: To manage municipal health and
social services.
Functions:
1.Conduct awareness campaigns on municipal
health programmes.
2.Develop and implement the environmental management
programmes.
3.Monitor compliance on environmental health services.
1x Manager
1x HIV/Aids Coordinator
MAKHUDUTHAMAGA REGION
Purpose: To render Municipal Health Services.
FETAKGOMO REGION
Purpose: To render Municipal Health Services.
EPHRAIM MOGALE REGION
Purpose: To render Municipal Health Services.
ELIAS MOTSOALEDI REGION
Purpose: To render Municipal Health Services.
Functions:
1. Implement MHS functional areas.i.e food
control, waste management, health surveillance
of premises.
1 x Chief Environmental Health Practitioner
1 x Senior Environmental Health Practitioner
2 x Environmental Health Practitioner
Functions:
1. Implement MHS functional areas.i.e food
control, waste management, health surveillance
of premises.
1 x Chief Environmental Health Practitioner
1 x Senior Environmental Health Practitioner
2 x Environmental Health Practitioner
Functions:
1. Implement MHS functional areas.i.e food
control, waste management, health surveillance
of premises.
1 x Chief Environmental Health Practitioner
1 x Senior Environmental Health Practitioner
2 x Environmental Health Practitioner
Fuctions:
1. Implement MHS functional areas.i.e food
control, waste management, health surveillance
of premises.
1 x Chief Enviromental Health Practitioner
1 x Senior Environmental Health Practitioner
4 x Environmental Health Practitioner
TUBATSE REGION
Purpose: To render Municipal Health Services.
Functions:
1. Implement MHS functional areas.i.e food
control, waste management, health surveillance
of premises.
1 x Chief Environmental Health Practitioner
1 x Senior Environmental Health Practitioner
4 x Environmental Health Practitioner

568
DEPARTMENT: INFRASTRUCTURE & WATER SERVICES
Purpose: To develop, operate and maintain water services
infrastructure.
Functions:
1. Strategic management of water services.
2. Coordinate & facilitate transport services.
3. Coordinate energy services.
1x Director
1x Secretary
SUB-DEPARTMENT: WATER SERVICES AUTHORITY
Purpose: To manage water services infrastructure develpment
and monitor the provision of water services.
Functions:
1. Strategic planning.
2. Implementation of projects.
3. Regulatory and governance.
4. Water conservation & water demand management planning.
1x Deputy Director (new)
1x Secretary (new)
SUB-DEPARTMENT: WATER SERVICES PROVIDER
Purpose: To provide water services.
Functions:
1. Manage bulk water services infrastructure.
2. Manage water reticulation and sanitation services.
3. Manage scientific services.
1x Deputy Director
1x Secretary (new)

569
SUB-DEPARTMENT: WATER SERVICES AUTHORITY
Purpose: To manage water services infrastructure
develpment and monitor the provision of water services.
Functions:
1. Strategic planning.
2. Implementation of projects.
3. Regulatory and governance.
4. Water conservation & water demand management
planning.
1x Deputy Director (new)
1x Secretary (new)
DIVISION: PROJECT MANAGEMENT UNIT
Purpose: To manage the implementation of
capital projects.
Functions:
1. Financial management.
2. Implementation of projects.
3. Contract administration.
4. Programme / Project management.
5. Community Liaison / Development.
1x Manager
1x Senior Project Manager (new)
1x Project Accountant
10x Project Officer/ Technicians
3x ISD Officer
1x Data Capturer (new)
DIVISION: REGULATION & GOVERNANCE UNIT
Purpose: To monitor and evaluate the provision
and compliance of water services.
Functions:
1. Monitoring the performance of the WSPs.
2. Providing tools and mechanisms for reporting.
3. Development and enforcement of by-laws and
policies.
4. Setting Tariffs.
5. Development of service standards and client
services charter.
1x Manager (new)
2x Monitoring & Evaluation Officer (new)
DIVISION: STRATEGIC PLANNING UNIT
Purpose: To ensure adequate planning of water
services developments.
Functions:
1. Drafting of strategic water services plans.
2. Approval of development plans.
1x Planning Engineer
3x Technicians (2new)

570
SUB-DEPARTMENT: WATER SERVICES PROVIDER
Purpose: To provide water services.
Functions:
1. Manage bulk water services infrastructure.
2. Manage water reticulation and sanitation services.
3. Manage scientific services.
1x Deputy Director
1x Secretary (new)
DIVISION: BULK OPERATIONS
Purpose: To manage the operation of bulk water
services.
Functions:
1. Manage water resources and water treatment
works
2. Manage waste water treatment works
1x Manager
1x Water Treatment Works Officer: WTP (new)
1x Waste Water Treatment Works Officer:
WWTP (new)
2x Plant Supt: WTP & WWTP (new)
2x Senior Plant Operator: WTP & WWTP (new)
2x Plant Operator: WTP & WWTP (new)
DIVISION: RETICULATION & SANITATION
SERVICES
Purpose: To provide water services directly to
the consumer.
Functions:
1. Operate and maintain water distribution
systems.
2.Customer care services.
3. Implement water conservation & water
demand management
4. Operate and maintain boreholes .
1x Manager
5x ISD Officer
1 x Water Conservation & Water Demand Officer
3x Artisan plumber (new)
6x General workers (3new)
DIVISION: SCIENTIFIC SERVICES
Purpose: To ensure adherance to water quality
regulations.
Functions:
1. Developing and implementing water quality
management systems.
1x Manager
5x Water Quality Officer
1x Lab Technician (new)
1x Lab Assistant (new)

571
DIVISION: RETICULATION & SANITATION
SERVICES
Purpose: To provide water services directly to
the consumer.
Functions:
1. Operate and maintain water distribution
systems.
2.Customer care services.
3. Implement water conservation & water
demand management
4. Operate and maintain boreholes .
1x Manager
5x ISD Officer
1 x Water Conservation & Water Demand Officer
3x Artisan plumber (new)
6x General workers (3new)
FETAKGOMO REGION
Purpose: To ensure adequate operation of water
and sanitation - distribution, reticulation, storage
and on site sanitation systems in the region.
ELIAS MOTSWALEDI REGION
Purpose: To ensure adequate operation of water
and sanitation - distribution, reticulation, storage
and on site sanitation systems in the region.
EPHRAIM MOGALE REGION
Purpose: To ensure adequate operation of water
and sanitation - distribution, reticulation, storage
and on site sanitation systems in the region.
MAKHUDUTHAMAGA REGION
Purpose: To ensure adequate operation of water
and sanitation - distribution, reticulation, storage
and on site sanitation systems in the region.
Functions:
1. Coordination of the depot.
2. Management of tankering service.
3. Reporting on performance of the region..
1x Regional Manager
1x Admin Clerk (new)
3x Driver
Functions:
1. Coordination of the depot.
2. Management of tankering service.
3. Reporting on performance of the region.
1x Regional Manager
1x Admin Clerk (new)
5x Driver
Functions:
1. Coordination of the depot.
2. Management of tankering service.
3. Reporting on performance of the region.
1x Regional Manager
1x Admin Clerk(new)
4x Driver
Functions:
1. Coordination of the depot.
2. Management of tankering service.
3. Reporting on performance of the region.
1x Regional Manager
1x Admin Clerk (new)
5x Driver
TUBATSE REGION
Purpose: To ensure adequate operation of water
and sanitation - distribution, reticulation, storage
and on site sanitation systems in the region.
SECTION: ELECTRO MECHANICAL
Purpose: To render operations and maintenance
services of boreholes, boosters supply pumps.
Functions:
1. Coordination of the depot.
2. Management of tankering service.
3. Reporting on performance of the region.
1x Regional Manager
1x Admin Clerk (new)
6x Driver (5new)
Functions:
1.Ensure that all electrical and mechanical
pumps are in operation.
2.Render welding services.
1x Electro - Mechanical Manager
1x Admin Clerk (new)

572
FETAKGOMO REGION
Purpose: To ensure adequate operation of water
and sanitation - distribution, reticulation, storage
and on site sanitation systems in the region.
Functions:
1. Coordination of the depot.
2. Management of tankering service.
3. Reporting on performance of the region.
1x Regional Manager
1x Admin Clerk (new)
3x Driver
APEL DEPOT
Purpose :To operate and maintain sewer and
water reticulation & storage systems.
Functions:
1. Implement planned/unplanned repairs &
maintanance of water reticulation, water
distribution & water storage works.
2. Implement planned/unplanned repairs &
maintanance of sewer networks, outfall lines and
on site sanitation systems.
3. Installation of new water meters.
1x Depot Manager
2x Artisan Plumber
1x Foreman
19x Pump Operator (new)
8x General Worker
BB KLOOF DEPOT
Purpose :To operate and maintain sewer and
water reticulation & storage systems.
Functions:
1. Implement planned/unplanned repairs &
maintanance of water reticulation, water
distribution & water storage works.
2. Implement planned/unplanned repairs &
maintanance of sewer networks, outfall lines and
on site sanitation systems.
3. Installation of new water meter.
1x Depot Manager
2x Artisan Plumber
1x Foreman
23x Pump Operator (new)
8x General Worker

573
ELIAS MOTSWALEDI REGION
Purpose: To ensure adequate operation of water
and sanitation - distribution, reticulation, storage
and on site sanitation systems in the region.
Functions:
1. Coordination of the depot.
2. Management of tankering service.
3. Reporting on performance of the region.
1x Regional Manager
1x Admin Clerk (new)
5x Driver
MOTETEMA/GROBLERSDAL
Purpose :To operate and maintain sewer and
water reticulation & storage systems.
UITSPANNING DEPOT
Purpose :To operate and maintain sewer and
water reticulation & storage systems.
HLOGOTLOU DEPOT
Purpose :To operate and maintain sewer and
water reticulation & storage systems.
TAFELKOP/ROSSENEKAL
Purpose :To operate and maintain sewer and
water reticulation & storage systems.
Functions:
1. Implement planned/unplanned repairs &
maintanance of water reticulation, water
distribution & water storage works.
2. Implement planned/unplanned repairs &
maintanance of sewer networks, outfall lines and
on site sanitation systems.
3. Installation of new water meters.
1x Depot Manager
2x Artisan Plumber
1x Foreman
8x General Worker
Functions:
1. Implement planned/unplanned repairs &
maintanance of water reticulation, water
distribution & water storage works.
2. Implement planned/unplanned repairs &
maintanance of sewer networks, outfall lines and
on site sanitation systems.
3. Installation of new water meters.
1x Depot Manager
2x Artisan Plumber
1x Foreman
17x Pump Operator (new)
8x General Worker
Functions:
1. Implement planned/unplanned repairs &
maintanance of water reticulation, water
distribution & water storage works.
2. Implement planned/unplanned repairs &
maintanance of sewer networks, outfall lines and
on site sanitation systems.
3. Installation of new water meters.
1x Depot Manager
2x Artisan Plumber
1x Foreman
10x Pump Operator (2new)
8x General Worker
Functions:
1. Implement planned/unplanned repairs &
maintanance of water reticulation, water
distribution & water storage works.
2. Implement planned/unplanned repairs &
maintanance of sewer networks, outfall lines and
on site sanitation systems.
3. Installation of new water meters.
1x Depot Manager
2x Artisan Plumber
1x Foreman
8x Pump Operator
8x General Worker

574
EPHRAIM MOGALE REGION
Purpose: To ensure adequate operation of water
and sanitation - distribution, reticulation, storage
and on site sanitation systems in the region.
Functions:
1. Coordination of the depot.
2. Management of tankering service.
3. Reporting on performance of the region.
1x Regional Manager
1x Admin Clerk(new)
4x Driver
ELANDSRAAL DEPOT
Purpose :To operate and maintain sewer and
water reticulation & storage systems.
MOGANYAKA DEPOT
Purpose :To operate and maintain sewer and
water reticulation & storage systems.
MOUTSE WEST (ZAMEKOMSTE)
Purpose :To operate and maintain sewer and
water reticulation & storage systems.
MARBLE-HALL
Purpose :To operate and maintain sewer and
water reticulation & storage systems.
Functions:
1. Implement planned/unplanned repairs &
maintanance of water reticulation, water
distribution & water storage works.
2. Implement planned/unplanned repairs &
maintanance of sewer networks, outfall lines and
on site sanitation systems.
3. Installation of new water meters.
1x Depot Manager
2x Artisan Plumber
1x Foreman
2x Pump Operator (new)
8x General Worker
Functions:
1. Implement planned/unplanned repairs &
maintanance of water reticulation, water
distribution & water storage works.
2. Implement planned/unplanned repairs &
maintanance of sewer networks, outfall lines and
on site sanitation systems.
3. Installation of new water meters.
1x Depot Manager
2x Artisan Plumber
1x Foreman
1x Pump Operator
8x General Worker
Functions:
1. Implement planned/unplanned repairs &
maintanance of water reticulation, water
distribution & water storage works.
2. Implement planned/unplanned repairs &
maintanance of sewer networks, outfall lines and
on site sanitation systems.
3. Installation of new water meters.
1x Depot Manager
2x Artisan Plumber
1x Foreman
4x Pump Operator (new)
8x General Worker
Functions:
1. Implement planned/unplanned repairs &
maintanance of water reticulation, water
distribution & water storage works.
2. Implement planned/unplanned repairs &
maintanance of sewer networks, outfall lines and
on site sanitation systems.
3. Installation of new water meters.
1x Depot Manager
2x Artisan Plumber
1x Foreman
8x General Worker

575
MAKHUDUTHAMAGA REGION
Purpose: To ensure adequate operation of water
and sanitation - distribution, reticulation, storage
and on site sanitation systems in the region.
Functions:
1. Coordination of the depot.
2. Management of tankering service.
3. Reporting on performance of the region.
1x Regional Manager
1x Admin Clerk (new)
5x Driver
MASEMOLA CENTRAL DEPOT
Purpose :To operate and maintain sewer and
water reticulation & storage systems.
Functions:
1. Implement planned/unplanned repairs &
maintanance of water reticulation, water
distribution & water storage works.
2. Implement planned/unplanned repairs &
maintanance of sewer networks, outfall lines and
on site sanitation systems.
3. Installation of new water meters.
1x Depot Manager
2x Artisan Plumber
1x Foreman
8x Pump Operator
8x General Worker)
NEBO CENTRAL DEPOT
Purpose :To operate and maintain sewer and
water reticulation & storage systems.
Functions:
1. Implement planned/unplanned repairs &
maintanance of water reticulation, water
distribution & water storage works.
2. Implement planned/unplanned repairs &
maintanance of sewer networks, outfall lines and
on site sanitation systems.
3. Installation of new water meters.
1x Depot Manager
2x Artisan Plumber
1x Foreman
15x Pump Operator (7new)
8x General Worker)
SCHOONORD DEPOT
Purpose :To operate and maintain sewer and
water reticulation & storage systems.
Functions:
1. Implement planned/unplanned repairs &
maintanance of water reticulation, water
distribution & water storage works.
2. Implement planned/unplanned repairs &
maintanance of sewer networks, outfall lines and
on site sanitation systems.
3. Installation of new water meters.
1x Depot Manager
2x Artisan Plumber
1x Foreman
18x Pump Operator (10new)
8x General Worker

576
TUBATSE REGION
Purpose: To ensure adequate operation of water
and sanitation - distribution, reticulation, storage
and on site sanitation systems in the region.
Functions:
1. Coordination of the depot.
2. Management of tankering service.
3. Reporting on performance of the region.
1x Regional Manager
1x Admin Clerk (new)
6x Driver (5new)
PENGE/PRACTISEEE DEPOT
Purpose :To operate and maintain sewer and
water reticulation & storage systems.
MOROKE DEPOT
Purpose :To operate and maintain sewer and
water reticulation & storage systems.
LEBOENG DEPOT
Purpose :To operate and maintain sewer and
water reticulation & storage systems.
MAPODILE DEPOT
Purpose :To operate and maintain sewer and
water reticulation & storage systems.
Functions:
1. Implement planned/unplanned repairs &
maintanance of water reticulation, water
distribution & water storage works.
2. Implement planned/unplanned repairs &
maintanance of sewer networks, outfall lines and
on site sanitation systems.
3. Installation of new water meters.
1x Depot Manager
2x Artisan Plumber
1x Foreman
15x Pump Operator (4new)
8x General Worker
Functions:
1. Implement planned/unplanned repairs &
maintanance of water reticulation, water
distribution & water storage works.
2. Implement planned/unplanned repairs &
maintanance of sewer networks, outfall lines and
on site sanitation systems.
3. Installation of new water meters.
1x Depot Manager
2x Artisan Plumber
1x Foreman
47x Pump Operator (new)
8x General Worker
Functions:
1. Implement planned/unplanned repairs &
maintanance of water reticulation, water
distribution & water storage works.
2. Implement planned/unplanned repairs &
maintanance of sewer networks, outfall lines and
on site sanitation systems.
3. Installation of new water meters.
1x Depot Manager
2x Artisan Plumber
1x Foreman
23x Pump Operator (new)
8x General Worker
Functions:
1. Implement planned/unplanned repairs &
maintanance of water reticulation, water
distribution & water storage works.
2. Implement planned/unplanned repairs &
maintanance of sewer networks, outfall lines and
on site sanitation systems.
3. Installation of new water meters.
1x Depot Manager
2x Artisan Plumber
1x Foreman
15x Pump Operator (9new)
8x General Worker

577
SECTION: ELECTRO MECHANICAL
Purpose: To render operations and maintenance
services of boreholes, boosters supply pumps.
Functions:
1.Ensure that all electrical and mechanical pumps are
in operation.
2.Render welding services.
1x Electro - Mechanical Manager
1x Admin Clerk (new)
SECTION: WORKSHOP (Electrical)
Purpose: To render electrical services.
Functions
1. Maintence of water and sewer infrastructure.
1x Workshop Manager
5x Artisan
5x Artisan AId
SECTION: WORKSHOP (Mechanical)
Purpose: To render mechanical services.
Functions
1.Manitenance of water and sewer infrastructure.
1x Workshop Manager
5x Artisan
5x Artisan AId
SECTION: WORKSHOP (Welding)
Purpose: To render welding services.
Functions:
1.Maintenence of water and sewer infrastructure.
1x Workshop Manager
5x Artisan
5x Artisan AId

578
DEPARTMENT:PLANNING AND ECONOMIC DEVELOPMENT
Purpose: To ensure integrated planning,sustainable spatial
development and stimulation of economic
development.
Functions:
1. Manage spatial development planning.
2. Coordinate and facilitate local economic development.
3. Monitor performance and ensure implementation.
4. Coordinate strategic planning.
1x Director
1x Secretary
DIVISION: SPATIAL PLANNING
Purpose : To manage spatial development planning.
Functions :
1. Incorporate environmental management
practices in planning.
2. Ensure coherent spatial development
planning.
3. Pursue sustainable land use management
practices.
4. Manage spatial information.
1x Manager
1x GIS Specialist
2x Town Planner
1x GIS Technician
DIVISION: LOCAL ECONOMIC DEVELOPMENT
Purpose : To cordinate and facilitate local economic
development.
Functions
1.Develop small medium and micro enterprises.
2.Facilitate agriculture development .
3.Promote tourism development.
4.Facilitate mining related activities and
investment attraction and retention.
1x Manager
1x LED Officer(Enterprise Development)
1x LED Officer(Agriculture)
1x LED Officer (Tourism) (new)
DIVISION: IDP & PMS
Purpose: To facilitate PMS functions.
Functions:
1. Cascading PMS to all levels except section 56
employees.
2.Consolidate monthly, quartely, mid year and annual
report.
3.Prepare process plan for & review of IDP.
4.Compile IDP documents.
5.Facilitate community participation process.
6.Liase with secgor departments for alignment
purposes.
1x Manag er(new)
1x Senior PMS Officer
1x Senior IDP Officer
2x PMS Officer
2x IDP Officer (1new)

579
DEPARTMENT: BUDGET & TREASURY
Purpose: To provide financial management services
Functions:
1. Manage revenue and expenditure.
2. Manage budget and reporting.
3. Provide supply chain management services.
4. Manage municipal assets.
1x CFO
1x Deputy CFO
1x Secretary
DIVISION: REVENUE
Purpose: To manage revenue.
Functions:
1. Collection of revenue (meter reading,
billing, data & receipt management incl.
customer care).
2. Debt & credit control management.
3. Indigent registration & management .
1x Manager
1x Accountant
1x Billing Officer
1x Credit Control Officer
2x Billing Clerk (1new)
3x Credit Control Clerk (2new)
1x Indigent Clerk (new)
2x Data Capturer (new)
1x Chief Meter Reader (new)
20x Meter Reader (new)
3x Cashier (1new)
DIVISION: EXPENDITURE
Purpose: To manage expenditure.
Functions:
1. Manage creditors accounts.
2. Manage payroll.
1x Manager
1x Accountant
1x Chief Payroll Officer
2x Senior Expenditure Clerk
3x Expenditure Clerk
2x Data Capture
3x Payroll Clerk
DIVISION: BUDGET & REPORTING
Purpose: To manage budget and reporting.
Functions:
1. Manage budget planning process.
2. Monitor budget implementation.
3. Reporting and preparation of annual financial
statements.
4. Cash management.
1x Manager
1x Accountant: Budget
1x Accountant: AFS and Reporting (new)
2x Budget Clerks
1x Accounting Clerk (new)
DIVISION: SUPPLY CHAIN MANAGEMENT
Purpose: To provide supply chain management
services
Functions:
1. Manage demand & acquisition
1 x Manager
1x Senior Procurement Officer: Demand &
Performance Management (new)
1x Senior Procurement Ofiicer (Acquisition)
2x Procurement Officer(Acquisition)
1x Procurement Officer (Demand & Performance
Management)
1x Senior Procurement Clerk
5x Procurement Clerk
DIVISION: ASSET MANAGEMENT
Purpose: To manage municipal assets.
Functions:
1. Safeguarding of assets.
2. Maintenance of the asset register, stores
and logistics management.
1x Manager
1x Accountant
1x Project Accountant (new)
2x Asset Officer (1new)
1x Stores Officers
5x Stores Clerk: Depots (new)
5x Assets Clerk
DIVISION: CONTRACT MANAGEMENT
Purpose: To ensure that contracts &
agreements procured through supply chain
management of the municipality are properly
enforced.
Functions:
1.contract drafting
2.Contract classification and management.
1x Manager
1x Contract Management Officer
1x Admin Clerk

580