Lekwa Local Municipality 2013/14 - Co-operative Governance and ...

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“To be the leading, people centered municipality excelling in economic growth, development and governance”Standerton2430WASTEMANAGEMENTTRAFFICMANAGEMENTLEGAL SERVICESM.MADISHAMrG.M.MPHAHLEMr.Y.G.MARONGOLekwa municipalityP.O. Box 66Standerton24300828553497 017 712 8802 Lekwa municipalityP.O. Box 66Standerton2430Lekwa municipalityP.O. Box 66Standerton2430IT Poppy 0828553538 0177129708 0177126808 Lekwa municipalityP.O. Box 66Standerton2430HOUSING D. Radebe 0798948528 Lekwa municipalityP.O. Box 66Standerton2430FIRE & RESCUE Mr N.J.A.Kock 017 712 9661017 712 5551017 712 9661 Lekwa municipalityP.O. Box 66Standerton2430O. HEALTH &SAFETYMr.T.MOFOKENG083 733 5471 017 712 9645 086 627 3192 Lekwa municipalityP.O. Box 66Standerton2430TABLE 22: Disaster Management Advisory ForumEach agency or state organ will be responsible for its own disaster management contingency plan which will besubmitted to the Disaster Management Centre for inclusion in the Municipal IDP.These should focus mainly on the following aspects:- Planning and framework – the way in which the concept of disaster management is to beapplied in its functional area, e.g. roles and responsibilities. Risk and vulnerability Assessment leading to needs analysis Evaluation and description of infrastructure Prevention through risk elimination – remove hazards/alternative processes. Mitigation through risk reduction – engineering solutions/legislative compliance/safetyculture Preparedness planning for risks that cannot be eliminated (Risk Management) (a)contingency planning based on risk and vulnerability (b) emergency organisation, (c)response planning, (d) notification and activation, (e) recovery plans for business continuity. Contingency strategies and emergency procedures in the event of a disaster. Line of communication (Protocols) and liaison Awareness and education – (Before) prevention and mitigation: (During) notification andadvisories: (After) Advisory, public information and education. Evaluation and maintenance73 | P a g e - D r a f t i n t e g r a t e d D e v e l o p m e n t P l a n 2 0 1 3 / 2 0 1 4
“To be the leading, people centered municipality excelling in economic growth, development and governance”3.9 HOUSING CHAPTER ANALYSISThe municipality assess the extent of their housing for two critical reasons, firstly to establish the extent of theproblem for the Municipality to institutionally gear resources to meet the housing challenge and secondly toappropriately plan for housing delivery in areas of greatest need to maximise impact. Housing demand/need ina municipal area can be determined in two main ways that is through the census statistics and themunicipality housing demand database:Census StatisticsThe housing backlog estimates based on census data takes into account both the population residing ininformal settlements, and the creation of housing opportunities for those in inadequate formal shelter, such asouthouses, shaky mud structures or under conditions of over-crowding. There are two main limitations to thismethod, first the census data is now considered outdated. The Community Survey 2007 has been used todetermine some trends, but to a great extent it is not as rigorous as the full census. Second, this approachdoes not specifically address the housing need in tribal areas and farming settlements. In such cases where themajority of the population resides in tribal areas, household incomes, housing lists and the conditions of theirhousing structures will inform the extent of backlog.Analysis of the Waiting ListIt is through the analysis of the housing waiting lists. The common shortcomings associated with the housinglist include amongst others applicants putting their names down in more than one municipal housing waitinglist, while other potential beneficiaries do not placed their names on these lists.In this instance a hybrid of the census data and proposed housing projects has been used to determine thehousing need regardless of the fact that the census data is fairly outdated. The utilisation of this approach todetermine the housing need has as its major shortcoming the inability to link the approved subsidy to abeneficiary at the project inception phase. Second, beneficiaries cannot be classified according to incomecategory and differentiated according to gender.While this approach takes into account the limitations of both the census data and the proposed project toincrease the probability of accuracy for the following reasons:The housing need statistics should be considered as an interim measure that will provide indicative demand asthe municipality needs to institute an administrative process of compiling a housing list. The housing list wouldbe an outcome of a detailed process that will analyse the socio-economic status of individual households tojustify the choice of beneficiaries per subsidy instrument.The number of beneficiaries identified through project identification should be treated as an interim measurewhile the municipality prepares a housing list. The data derived from the housing list will complement thisdata.Numeric Extent and the Spatial Location of Housing NeedNeed for Subsidy HousingLekwa Municipality is also faced with a huge responsibility for housing delivery. The housing backlog at Lekwamunicipality is 18 207. A total of 12 000 is for low cost housing units and 6 207 are for rural backlog (Source:IDP 2007-2011).There are additional 11 496 inadequate types of households (refer to table 4: housing profile):i. Informal households: 8 398ii. Traditional/ mud structure: 2 840iii. Hostel units: 25874 | P a g e - D r a f t i n t e g r a t e d D e v e l o p m e n t P l a n 2 0 1 3 / 2 0 1 4
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Development Principle 6: Prioritize
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Industrial 1 Industry (excludingnox
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• The ability of the municipality
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4.4 IMPLEMENTATION FRAMEWORK OF SDF
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ACTION LOCATION ESTIMATED COST REAS
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CHAPTER FIVE5 STRATEGIC OBJECTIVES,
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ISSUE DESIRED OUTCOME KEY PERFORMAN
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Staff TurnoverLabour Relations andC
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KEY PERFORMANCEAREA(linkage to IDP)
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8. ContractsManage and safekeeping
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2. Submitting the Annual FinancialS
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2. Fraud ReportingHot LineManage th
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KEY PERFORMANCE AREA(linkage to IDP
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monthly basis4.Prepaid Electricity
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Responsible for the procurementof S
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Informal DebtorsManagement of infor
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management of the EEP(Employment Eq
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OccupationalHealth & Safety Act at
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External Service ProviderManage the
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Water ConnectionsResponsible and ma
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Sport FieldsManage themaintenance o
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performance of theappointed externa
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5.1 PROGRAMMES AND PROJECTS FOR THE
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PRIORITY OUTPUTS AND BUDGET FOR 201
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PROGRAMME 3: CRIME PREVENTION AND C
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schoolsPROGRAMME 4: TRANSPORT REGUL
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SOPA PRIORITIES KEY ACTIVITIES 2013
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DistrictNUNBER OF ECDCENTES FUNDEDB
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SOPA ISSIUE KEY ACTIVITIES TIMEFRAM
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SOPAISSIUEKEY ACTIVITIES TIMEFRAME
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Municipal Infrastructure Grant for
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Phase no:GSDM No. LOCALITY Project
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2013/2014ENVIRONMENTAL PROTECTION A
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funderSPECIAL PROGRAMMES AND PROJEC
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funderSPECIAL PROGRAMMES AND PROJEC
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6.3 BENEFITS OF PERFORMANCE MANAGEM
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(c) Models help align strategic pla
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The objectives and benefits of havi
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Be responsive to the needs of the l
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CHAPTER SEVEN7. GOOD GOVERNANCE AND
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the gas chambers, conducted experim
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The Audit Committee is an independe
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The democratically elected stakehol
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Developing and subsequently reviewi
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LEKWA LOCAL MUNICIPALITY FUNCTIONAL
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The municipality prepared and submi
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Incapacity Due to Ill-Health/Injury
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easonably expects to derive economi
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Except in so far as capital project
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7.24 ANNUAL BUDGET FOR THE FINANCIA
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Table 1.Consolidated Overview of th
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The table indicate that the municip
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ultimately all connections will be
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MP305 Lekwa - Table A5 Budgeted Cap
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MP305 Lekwa - Supporting Table SA30
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The following table gives a breakdo
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Owing to the high increase in elect
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MP305 Lekwa - Supporting Table SA34
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CHAPTER 88. LOCAL ECONOMIC DEVELOPM
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8.2 LOCAL ECONOMIC DEVELOPMENT STRA
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outes, Motorbike &quad bike routes.
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programmefor industrialInnovationta
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Promote and Support Agricultural de
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Sector (Business cluster) Developme
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Following these analyses, important
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local areas have physical features
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To develop an Open Space network ba
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Municipal regions are competing for
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PerformanceManagementSystemsAnnual
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Performance Management SystemsRepor
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Performance Management SystemsActiv
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Performance Management SystemsActiv
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