GREATER KOKSTAD MUNICIPALITY

Transcription

GREATER KOKSTAD
MUNICIPALITY
REVIEWED INTEGRATED
DEVELOPMENT PLAN
2008/2009
G REAT ER
KOKST AD
MUNICIPALIT Y:
REVIEW ED
IDP
2008
1
MAYOR’S FOREWORD
As the Mayor for the Greater Kokstad Municipality I present
this Reviewed “credible” Integrated Development Plan for
our municipality comfortable in the knowledge that it
indicates our firm commitment to improving the quality of life
of all our people: it is “credible”, realistic, practical and
implementable and will achieve our goals and vision.
In putting together our integrated development plan we have
given attention to understanding the current demographic,
social, and economic situation in our area; in order to
understand the challenges that are ahead of us, in order to
achieve our vision, and our
desired developmental
outcomes. We have taken into consideration all the strategic positions contained in various
government documents such as the National Spatial Development Perspective, Accelerated and
Shared Growth Initiative, Provincial Growth and Development Strategy, Provincial Spatial
Economic Development Strategy, the five year strategic local government priorities and various
other policy positions of government, and global aims such as the Millennium Development
Goals.
Central of course, to our development plan, is what our communities have indicated they need.
As the Greater Kokstad Municipality we have various forums, platforms and of course the
Izimbizo which assists us to know what our community wants of us as government, and we are
committed to listening and ensuring a better life for all in our area.
This integrated development plan is a development plan for all government services in our area:
and we are going to ensure that there is continued monitoring, reporting and accountability by all
stakeholders to development in our area. Within this strategic plan is a one year operational plan;
the Service Delivery and Budget Implementation Plan (SDBIP), which will provide further
implementation details and be our “contract” with our communities around service delivery and
development. Communities through ward committees and our performance management system
are encouraged to monitor our performance with regards to our “contract”, and to ensure we
deliver what we have indicated in the SDBIP and IDP.
There are challenges, which we are aware of, in our area such as the high percentage of
unemployment, high percentage of low income earning households, the nature of a dominance of
the agricultural sector as a primary sector, service backlogs in water, sanitation,
electrification/alternative energy and of course the housing demand for formal housing. We have
developed strategies in this document to address these challenges, and I am confident we will
overcome the challenges – together as government, communities, civil society and private sector:
as partners for development.
Finally, I would like to record my sincere appreciation to my fellow councilors, officials and
development partners – government and private sector for their participation in the IDP process
and a commitment to improving the quality of life of our people.
______________________________
COUNCILLOR M SITHOLE: MAYOR
G REAT ER
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REMARKS BY THE MUNICIPAL MANAGER
This Integrated Development Plan is a clear commitment by the
Greater Kokstad Municipality to its communities. As a five year
strategy, this IDP outlines our development priorities, development
objectives, and strategies to achieve the development outcomes we
would like for our area.
As the administrative head and accounting officer of the municipality
I have the privilege of committing my administrative team to the
professional implementation of the IDP and SDBIP – as expected of
us within our culture of service excellence. Even though we realize
that this IDP will require of us to go beyond the call of duty and walk the extra mile, we are
prepared to continually serve taking comfort in the knowledge that our performance will result in
customer satisfaction and an improvement in the quality of life of all our communities.
As a sharing and learning organization we will continually seek ways to enhance excellence
based on our corporate values and Batho Pele principles. We will ensure organizational and
institutional improvement through continued learning as a process. We will ensure the
organization will be structured, organized and capacitated to effectively and efficiently fulfill our
mandate. We will creatively and through innovation maximize the limited resources we have at
our disposal to maximize the outputs of resource utilization.
I am confident that the IDP together with its annual SDBIP will be implemented conscientiously
and diligently.
______________________________
MR MA NKOSI: MUNICIPAL MANAGER
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IDP
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TABLE OF CONTENTS
Page
Mayor’s Foreword
Remarks by the Municipal Manager
Executive Summary
2
3
7
CHAPTER 1: CONTEXTUALISATION
1.1
1.2
1.3
1.4
1.5
Theoretical Underpinnings of the Integrated Development Plan
8
Background & Definition of Integrated Development Planning & Plans
Legislative and Policy Framework of Integrated Development Planning
12
Review Process of Integrated Development Plan 2007-2012
IDP Alignment: Key Programmes and Policies
15
10
13
CHAPTER 2: SITUATIONAL ANALYSIS
2.1
2.2
2.3
2.4
2.5
2.6
2.7
2.8
2.9
2.10
2.11
2.12
2.13
2.14
2.15
2.16
2.17
2.18
2.19
2.20
2.21
2.22
2.23
2.24
2.25
Purpose
Basic Municipal Information: status quo
Current Reality: Snap Shot of basic facts and figures
Demographic Information
Educational status
Skills Status
Health Status
Sports and Recreation Status
Safety and Security
Cross-Cutting Issues: Youth Development, Social Support
Composite Social Transformation Analysis
Economic Development
Economic Characteristics
Household Income
Employment and Unemployment
Land
Housing
Composite Economic Development Analysis
Infrastructure and Basic Services: status quo
Water
Sanitation
Electrification/Alternative Energy
Refuse Removal/Waste Management
Roads
Telecommunications
Composite Infrastructure and Services Development Analysis
Governance: status quo
Environmental status quo
Disaster Management
Spatial Situational Analysis
Consolidated holistic status quo analysis: including SWOT analysis
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24
24
27
31
32
38
38
39
40
41
41
42
43
44
46
51
52
54
57
59
63
63
65
66
67
68
69
69
70
2008
4
2.26
Articulated Community Needs
71
CHAPTER 3: DEVELOPMENT STRATEGIES
3.1
3.2
3.3
3.4
3.5
Key Issues, GKM Development Priorities and shared understanding
Strategic Focus, Vision, Mission and Values
Long-Term Growth and Development Goals, Objectives & Strategies
Immediate Priorities
High Level Spatial Development Framework Plan, and LUMS
73
73
76
89
90
CHAPTER 4: INSTITUTIONAL AND ORGANISATIONAL PLAN
4.1
4.2
4.3
4.4
4.5
4.5.1
4.5.2
4.5.3
4.7
4.8
Organisational Structure
Administrative Structure and Functions
Business Units & Key Performance Areas (KPAs)
Human Capital Investment
Skills Development
Corporate Tools, shared services and partnerships
Intergovernmental relations
Partnerships, shared services
93
97
98
109
109
109
109
109
Enterprise Resource and Planning
Risk Management
Human Resource Capacity and Programme/project delivery
Plans and Vision for an ideal state of governance
110
111
107
112
CHAPTER 5: SECTOR INVOLVEMENT
5.1
5.2
5.4
Approach towards sectoral involvement and planning
Status of Sectoral Plans
Programme for ensuring holistic development planning, monitoring,
evaluating, reporting and accountability.
116
116
116
CHAPTER 6: IMPLEMENTATION PLAN
6.1
Three Year Capital Implementation plan including resource allocations.
119
CHAPTER 7: PROJECTS and SDBIP 2008/2009
7.1
One Year Operational Plan: programmes, annual and quarterly key
performance indicator outputs
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CHAPTER 8: FINANCIAL PLAN
8.1
Three Year Financial Plan
CHAPTER 9: ORGANISATIONAL PERFORMANCE MANAGEMENT SYSTEM
CONCLUSION:
ANNEXURES AND APPENDICIES
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EXECUTIVE SUMMARY
The Greater Kokstad Municipality’s Integrated Development Plan 2007- 2012 is a
dynamic document which has undergone a review this financial year 2007/2008.
This reviewed plan is the Greater Kokstad Municipality’s credible plan for the following
prioritized, amongst many others, developmental outcomes:
•
A clean, safe and healthy municipal area;
•
A safe and secure municipal area;
•
Universal access to quality, affordable and reliable municipal services of water,
sanitation, energy, refuse removal and roads infrastructure;
•
Investment in infrastructure and productive equipment;
•
A thriving and vibrant local economy which grows and people share the benefits
of growth;
•
Employable, skilled and educated citizenry;
•
Job creation and business opportunities access for entrepreneurs;
•
Quality, Affordable Integrated Housing;
•
A spatially integrated and socially inclusive geographical area;
•
HIV/Aids and its impact are virtually eliminated; and
•
Poverty and its impact is virtually eliminated.
Demographic, social and economic situational analyses, together with government
priorities and community needs provide the development priorities for the area., linked to
development priority outcomes, and objectives. In order to achieve the planned
outcomes detailed strategies have been developed which will be implemented. These
strategies translate into programmes and projects which are then organized into a high
level three year implementation plan, followed by a detailed one year operational plan –
or Service Delivery and Budget Implementation Plan.
The Performance Management System will ensure implementation of the IDP (as a
strategic plan),and SDBIP (as an operational plan), and will include monitoring,
evaluation, reporting and accounting on all developmental interventions and services
within the area of GKM – and not just the municipalities functions/planned services and
developments. This will therefore ensure a credible integrated development plan in the
true sense of the work “integrated”.
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The strengths, weaknesses, opportunities and threats of the area have been utilized to
maximize strengths and opportunities, and mitigate threats and weaknesses for the
development of the area. Economic Transformation and Social Transformation are the
foundation of this IDP: an economy which grows, is competitive, and ensures all
inhabitants share its benefits, creates jobs and lessens unemployment and skills
inhabitants. Social Transformation will focus on addressing service backlogs to create a
society with access to basic needs and service provision and a quality of life which is
acceptable to all.
The plan includes a financial plan, organizational and institutional plan in addition to
various sector plans.
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CHAPTER ONE: CONTEXTUALISATION
OF THE
INTEGRATED DEVELOPMENT PLAN
1.1
THEORETICAL UNDERPINNINGS
Two dominant theoretical approaches towards “development” have been and are
currently influencing the South African legislature:
•
Firstly, local government is not merely a vehicle for “the provision of services”, but
in addition to the function of service provision being rendered in a particular
manner - is an agent for facilitating, enabling and enhancing “development” within
its area of jurisdiction for the benefit of all its residents;
•
Secondly, understanding and utilizing space economy as a concept for
understanding social and economic potential, and relevant (infrastructure
investment and different types) targeted interventions is crucial for enabling
development. This approach asserts the importance of state intervention for
development, and not over-reliance on market forces.
The post-1994 South African political and legislative context has given recognition to the
importance of elements of neo-liberalism, especially in recognizing the importance of
being a member state of the global capitalist/free market economy.
Diagram I: Representation of SA state context: development theoretical framework
Global Economy:
free market
Apartheid
Legacy:
inequality etc.
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This recognition, however is not laissez-faire (ie leaving development to the free hand of
the market economy or “trickle-down” approach), but due to the history of the state in
South Africa’s previous role of intervention in the market forces to create an unequal,
spatially distorted society – the state needs to play an interventionist role whilst
recognizing market forces. Therefore the State has focused interventions to maximize
economic benefits such as its approach towards skills development, and infrastructural
investment.
In addition, to giving recognition to the global economy the state’s approach towards
development includes human development theoretical underpinnings; empowering,
participatory and basic needs provision.
The third sphere of government is a key vehicle of the state in implementing its
developmental goals. Prior to implementing programmes, however planning is required
and hence integrated development planning at a municipal level is legally required.
1.2
BACKGROUND AND DEFINITION
Since the early 1990’s there has been a significant shift in focus in municipal
development planning. Previously municipal planning mainly concerned itself with the
provision of technical aspects of land-use control through various legal mechanisms, and
the provision of infrastructure by the public sector. As such, it was relatively inflexible
and predominately sector-based, and public consultation was limited. Environmental
issues were not given sufficient attention and perhaps most importantly; there was no
integration with the municipal budgeting processes nor any systematized performance
management system. Consequently, few of the former structure/development plans were
implemented.
In response to this, the various negotiating forums that were established during the early
1990’s developed the idea of integrated development planning, which formed the basis
of the Integrated Development Plans (IDP’s) which are now recognised as the critical
component in municipal planning and development planning.
The initial IDP approach was refined in a number of policy documents and given legal
substance in the Municipal Structures Act. Act 117 of 1998, the Municipal Systems Act,
Act 32 of 2000 and the White Paper on Local Government, 1998.
Despite this legislation and policy context integrated development planning failed to
provide the tool it was envisaged to be, and therefore an indepth review of integrated
development planning occurred in 2006, and the concept of a “credible integrated
development planning process and plan” was developed which provides clear guidelines
on IDP development and content requirements.
Therefore development planning has “evolved”, and having evaluated previous
experiences is now at the stage whereby its requirements, contents, approaches and
best-practice have been widely communicated to be utilized – to ensure effective
developmental planning at municipal level.
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Integrated Development Planning is a process through which municipalities decide on
their strategic development path for a five year period: the IDP is a product of the
process.
The IDP is the principle strategic planning document which guides all planning, budgeting, management
and decision-making in the municipality, and the IDP is therefore one of the key tools for local government
to fulfill its developmental role: or arguable the key tool to fulfill its developmental role, as it is aligned to
budget and the performance management system. In addition, the IDP enables co-ordinated and
integrated development interventions within an area of jurisdiction.
The IDP, is however, a continuous process and not a once-off inflexible product. The IDP and its various
components are reviewed and updated annually. The purpose of reviewing IDP’s are to essentially
ensure the plan reflects community needs, the status quo, and development priorities at that time, so as
to enable “informed” decisions regarding development priorities, and the allocation of resources.
Diagram II: IDP Functions
Development
Decisions:
priorities.
Integrated
Development
Plan
Resource
Decisions:
budget,
human capital.
Performance
Management:
internal and
external
The IDP fulfills the following important functions:
•
•
•
•
•
•
Integrates and co-ordinates service delivery within a municipal area;
Forms the basis of decision making for development priorities and annual
budget allocations;
Ensures informed allocation and alignment of resources and capacity for
implementation of the plan;
Assists the municipality in fulfilling its constitutional mandate as a
developmental local government;
Facilitates processes of democratization through vigorous public participation.
Provides the basis for a performance management system.
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Diagram III: IDP, Budget, SDBIP and PMS Relationship
IDP Formulation
Community and stakeholder
participation
Budget Allocation and Approval
Service Delivery and Budget
Implementation Plan
Development and approval.
IDP Review
Performance Management: IDP
and SDBIP
Implementation
Monitoring, evaluation,
reporting and accountability.
The relationship between various processes is diagrammatically shown above.
IDP formulation and/or review also follows a process approach towards development
through developing process plans to guide the development through essentially five
phases.
Overview
This section deals with broad overview of
the Integrated Development Planning
and the legislative framework guiding
development and review of the IDP.
Analysis
Analysis phase in the reviewed document
provides an overview of the status quo of
the area. The reason for the review of
phase
1
is
due
to
changing
circumstances, progress made in the
implementation of the IDP by previous
Council and to ascertain key performance
areas of the municipality.
This
phase
focuses
on
the
reviewed/developed
objectives
and
strategies in line with the National Key
Performance Area (KPA’s). This section
also contains the short term interventions
identified and recommended by Council
for implementation linked to the broader
vision and mission of the municipality.
Strategies
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A revised IDP that reflects on
the
current
strategic
objectives
and
implementations programs of
the Municipality
Assessment of the existing
level of development
Priority
problems;
issues
and/or
Information
on
available
resources
The vision
Strategic objectives
Indentified
short
term
strategies
Identified projects /programs
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Projects
Integration
This phase focuses on the review of
projects in terms of what has been
completed, what are currently being
implemented, committed and planned
projects. Input from service providers was
sought as some of the projects are
implemented by various government
departments. Community consultation
sessions were also conducted to identify
priority needs at grass roots level.
This phase focuses on sector plans that
are being prepared by the municipality.
Performance indicators
Project outputs, targets and
location
Projects related activities and
time schedule
Cost and budget estimates
5 year financial plan
Five year capital investment
plan
Integrated spatial
development framework
Approval
The document is tabled to council for
adoption before the end of the financial
year
for
implementation
during
2008/2009 financial year.
Integrated sect oral programs
Disaster management plan
Institutional plan
Approval by the Council and
the MEC
1.3
LEGISLATIVE AND POLICY FRAMEWORK
1.3.1
The preparation of an Integrated Development Plan (IDP) by municipalities is a
legislative requirement according to the Municipal Systems Act (MSA) Act No. 32
of 2000; together with the Local Government: Municipal Planning and
Performance Management Regulations, 2001 (R796, 24 August 2001), set out
the core components of the IDP, as well as, the requirements for public
participation in its drafting, reviewing and adoption.
1.3.2
The Greater Kokstad Municipality completed its IDP 2007-2012, and this IDP has
undergone a review.
1.3.3
In addition to the Municipal Systems Act, Act 32 of 2000, the Constitution of the
Republic of South Africa mandates that a municipality must undertake
developmentally-oriented planning so as to ensure that it:
•
•
•
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Strives to achieve the objects of local government as set out in Section
152;
Gives effect to its developmental duties as required by Section 153;
Together with other organs of state contribute to the progressive realization
of the fundamental rights contained in Sections 24, 25,26,27 and 29.
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1.3.4
The White Paper on Local Government further establishes the basis for
developmental local government and emphasizes a system which is committed
to working with citizens, groups and communities to create sustainable human
settlements which provide for a decent quality of life and meets the social,
economic and material needs of communities in a holistic manner.
To achieve developmental outcomes the White Paper puts forward three
interrelated approaches which can assist municipalities to become
developmental:
•
•
•
Firstly, integrated development planning and budgeting;
Secondly, Performance management;
And thirdly, working together with local citizens and partners.
1.3.5
The Municipal Systems Act, 32 of 2000, is the key legislation that gives direction
and guidance to the development processes of the IDP. Chapter five specifically
details the process.
1.3.6
Local Government: Municipal Planning and Performance Management
Regulations, 2001 develop further guidelines and clarity in the issues of IDP, in
relation to municipal planning and performance management.
1.3.7
The Municipal Finance Management Act, 56 of 2003 advocates the promotion of
cooperative governance and emphasizes the alignment of the IDP and the
budget, in chapter five.
1.3.8
In essence, therefore, the core components of the IDP may be summarized as:
•
•
•
•
•
•
•
•
•
•
•
•
1.3.9
A long term vision and mission;
An assessment of the current level of development in the municipality:
situational analysis;
Development priorities, objectives and outcomes;
Development strategies;
A spatial development framework;
Project Concepts;
Infrastructure investment plan;
Institutional plan;
Financial plan;
Applicable disaster management plans
A financial plan
Key performance indicators and performance targets
The IDP is an integrated plan, and therefore integrates sectoral plans within the
main document rather than having addendums or peripheral development plans.
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1.4
REVIEW PROCESS OF GKM INTEGRATED DEVELOPMENT PLAN
The detailed Greater Kokstad Municipality Integrated Development Plan Review
Process Plan is attached as an annexure. To summarise, however, the following
process was followed in the formulation of the IDP:
•
Sisonke District Framework Plan Adopted on 2 October 2007 following
discussions with Local Municipality Representatives;
•
Greater Kokstad Municipality IDP Review Process Plan was adopted on
31 October 2007;
•
Two IDP Representative Forum Meetings were held;
•
Two district alignment meetings were held;
•
Sector Department liaison to obtain inputs into the IDP Review;
As per advertisement of IDP Process, and as per the approved IDP process plan
workshops were rolled out within the Izimbizo programme of the Mayor (which
were publically advertised). These workshops involved a ward-level approach.
The following public meetings were held:
DATE
WARD
VENUE
26 November 2007
1
Horseshoe Community Hall
27 November 2007
6
Pakkies Community Hall
28 November 2007
6
Shayamoya Community Hall
29 November 2007
2
Franklin Community Hall
30 November 2007
2
Thuntulwana Community Hall
3 December 2007
3
Town Hall
4 December 2007
5
Thuntulwana Community Hall
5 December 2007
4
Extension 7
The submission for approval of a first draft IDP at the end of February 2008 will
enable the document to be utilized for budgetary purposes in the budget
2008/2009 process: which needs to be tabled to Council at the end of March
2008: which is 90 days before the commencement of the financial year.
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1.5
IDP ALIGNMENT: KEY PROGRAMMES AND POLICIES
The Greater Kokstad Municipality does not exist in isolation, and is located spatially
within a space economy and within a macro socio-political and economic context.
Alignment and integration are key in the review process.
1.5.1
Location within a district, and bordering local municipalities and the
Eastern Cape Province, and other government programmes within its area
of jurisdiction, including alignment with sector departments
The District Framework Plan prepared by the Sisonke District Municipality (Annexure),
provides for linkages and binding relationships to be established between the District
Municipality and the local municipalities within the district: to give essence to the
principle of co-operative governance as enshrined in Section 41 of the Constitution. The
Framework Plan was aimed at facilitating proper consultation, co-ordination and
alignment of the planning process of the district municipality with its family of local
municipalities.
In essence, therefore, the framework plan is a co-ordination tool for the district to ensure
that interrelated parallel planning processes within the district are co-ordinated to obtain
maximum benefit for the district as a whole: and ensure credible IDPs. The framework
plan dealt with the following elements:
•
•
•
•
•
Elements of the IDP;
Framework programme with time-frames;
Mechanisms and procedures for alignment;
Mechanisms and procedures for consultations and;
Binding plans and planning requirements at provincial and national level.
A fair degree of alignment occurred with Sector Departments during the IDP Formulation
last financial year, within minimal alignment during the review with bilateral meetings, as
well as two IDP Representative Forum meetings, and a LED/ Poverty Alleviation Forum
with the following departments invited: Department of Health, Department of Transport,
Department of Housing, Department of Land Affairs, Department of Environmental
Affairs, Department of Agriculture, SAPS, Department of Social Welfare, Department of
Home Affairs, Eskom and Telkom.
The Greater Kokstad Municipality utilized all relevant binding and non-binding national
and provincial legislation including policies, programmes, strategies and statements
during the IDP review process. The following were key in providing the foundation of the
IDP formulation:
•
•
The Revised National Spatial Development Perspective;
Provincial Growth and Development Strategy;
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•
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•
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•
•
•
Accelerated and Shared Growth Initiative for South Africa;
State of the Nation Address (February 2008 to be updated prior to finalization);
Millennium Development Goals;
Credible IDP Framework;
Local Agenda 21 Framework;
MEC Comments: 5 year strategic local government agenda;
Community Based Planning and Sustainable Livelihoods;
Expanded Public Works Programme;
Cabinet Lekgotla Reports (especially 2007 Mid-Year)
Presidential Coordinating Council;
Community Development Workers Programme;
Budget Speech 2008 (which will be updated prior to finalization of IDP)
January 8th Statement 2008;
A short summary of key principles and statements from the above utilized in the IDP
follows:
The Revised National Spatial Development Perspective (NSDP)
This was launched by the Presidency in May 2003, it describes the national spatial
development vision of government and the normative principles that underpin this vision.
The basic principles underpinning this vision are:
•
•
•
•
Economic growth as a prerequisite for the achievement of other policy
objectives such as poverty alleviation/eradication;
Government spending on fixed investment;
Efforts to address past and current social inequalities should focus on people not
places;
Overcome spatial distortions of apartheid, future settlement and economic
development opportunities should be channeled into activity corridors and nodes
that are adjacent to or link to main growth centres.
The Provincial Growth and Development Strategy
This strategy underlines the priorities of ensuring service delivery, integrating
investments in community infrastructure, promoting sustainable economic development
and job creation and protecting the vulnerable including those affected with HIV/Aids.
Accelerated and Shared Growth Initiative for South Africa
ASGISA issues highlighted in the IDP include the following:
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•
•
•
•
•
•
Emphasis on LED through linking small businesses to opportunities
Expanding women’s access to economic opportunities
Improving budgeting in government
Ensuring improvement in expenditure management particularly in government
capital investment;
Addressing human capacity issues including skills development;
Infrastructural development.
State of the Nation Address: February 8 2008
•
•
•
•
•
•
•
•
The further acceleration of our economic growth and development;
Speeding up the process of building the infrastructure we need to achieve our
economic and social goals;
Improving the effectiveness of our interventions directed at the second economy ,
and poverty eradication;
Enhancing the impact of our programmes targeting the critically important area of
education and training;
Accelerating our advance towards the achievement of goal health for all;
Revamping the criminal justice system to intensity our offensive against crime;
Further strengthening the machinery of government to ensure that it has the
capacity to respond to our development imperatives; and
Enhancing our focus on key areas in terms of our systems of international
relations, with particular focus on some African issues and South-South relations.
Millennium Development Goals
The Millennium Development Goals are an agreement of targets to be reached by 2015,
which include the following:
1.
2.
3.
4.
5.
6.
7.
8.
Eradicate extreme poverty and hunger.
Achieve universal primary education.
Promote gender equality and empower women.
Reduce child mortality.
Improve maternal health.
Combat HIV & Aids, malaria and other diseases.
Ensure environmental suitability.
Develop a global partnership for development.
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Credible IDP Framework
During May 2006, an extensive process of reviewing municipal IDPS was initiated by
Department of Provincial and Local Government. This process provided guidance and
recommendations for municipalities to achieve “credible” IDP’s. These issues are
considered in this IDP.
Expanded Public Works Programme
This is already being implemented by GKM, national guidelines are being utilized, but
GKM will have to formulate its own policy regarding this programme with targets linked to
its performance management system.
Cabinet Lekgotla Reports
The Mid Year Cabinet Lekgotla strategic focus areas are considered in this IDP:
•
•
•
Mainstreaming of hands on support to improve government and accountability;
Addressing the structure and arrangement of the state and the way of operating;
Refine and check policies, regulations and financial calendar fiscal environment that
exists and see if they are empowering local government.
Integrated Sustainable Rural Development Programme
This programme was announced by the President in February 2001, during his State of
the Nation Address. Core principles of the programme are:
•
•
•
•
•
To promote participatory development in an integrated manner by ensuring that,
decision making involves local communities and all three spheres of government;
To integrate various governmental rural development initiatives
To promote cooperative governance across all three spheres of government.
To develop the capacity of local government to effectively implement the ISRDP;
To target the rural poor, women, youth and the disabled in particular.
It is the responsibility of every government institution to ensure coordination in projects
within the ISRDP node.
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Community Development Worker Programme
This program emanated from the President’s 2003 State of the Nation address, and aims
to bridge the gap between government and communities. They are participatory change
agents who work with and within communities in which they live, to foster the
implementation of Government’s programmes.
Five Year Strategic Local Government Priorities
The five year strategic local government priorities are important considerations in this
IDP:
•
Basic Service Delivery and Infrastructure Investment
1.
2.
3.
•
Local Economic Development
1.
2.
3.
4.
•
A clean, safe and healthy municipality;
Universal access to quality, affordable and reliable municipal services (water,
sanitation, energy, refuse removal, transportation)
Regular investment in infrastructure and productive equipment
Thriving and vibrant local economy and neighbourhoods;
Ongoing programme of contributing to the development of an employable,
educated and skilled citizenry;
Facilitation of job creation and access to business opportunities;
Continuous and positive interactions with all key economic anchors and actors.
Municipal Transformation and Institutional Development
1.
2.
3.
4.
5.
6.
7.
8.
An IDP that is the expression of state-wide planning as a whole;
A balanced infrastructure investment and sustainable economic development
programme that is part of the IDP;
Establishment and functionality of all core municipal policies and systems as
required by law;
Implementation of continuous management reform and improvement;
Empowering employees through focused and continuous professional/skills
development;
Development and functionality of effective accountability and performance
management mechanisms for councilors and officials;
Sound labour/management and HR relationships; and,
Increased and appropriate utilization of technology.
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•
Good Governance and Community Participation
1.
2.
3.
4.
•
Functional community participation mechanisms and ward committees;
Established feedback mechanisms in order to ensure responsiveness to
communities;
Continuous and special attention to historically marginalized and excluded
communities;
Equal, easy and convenient access for the public to the municipality and its
services.
Financial Viability and Financial Management
a) Sound financial management systems;
b) Development of annual and medium term outlook on revenue and expenditure
plans and targets;
c) Reduced dependency on grant transfers; and
d) Timely and accurate accounting of public resources and effective anti-corruption
measures.
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CHAPTER TWO: SITUATIONAL ANALYSIS
2.1
Purpose
The purpose of the situational analysis is to provide basic facts and figures about the
existing situation in the Greater Kokstad Municipal area. This information serves to
assist the municipality and stakeholder representatives to decide on strategic
development priorities on an informed basis, which in turn enables credible development
planning.
Analysis is crucial for planning processes. In terms of development planning, the key
areas analysed are reflected by the following definition of development planning as
described in the Development Bank of South Africa Guidelines to District Analysis:
“A participatory process to integrate economic, sectoral, spatial, social, institutional,
environmental and fiscal strategies in order to support the optimal allocation of scarce
resources between sectors and geographical areas and across the population, in a
manner that provides sustainable growth, equity and the empowerment of the poor and
marginalized.”
Diagram I: Development Goals and objectives
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Development Planning depends on the quality of analysis of all the elements contributing
to development in the municipal area. The analysis will be organized as follows:
•
•
•
•
•
Demography;
Employment and labour;
Economic characteristics;
Infrastructure and access to services;
Environmental and risk management.
The information upon which the analysis is made should be valid and reliable – that is
obtained through sound research and up-to-date, reflecting a true state. The situational
analysis in this IDP was done utilizing the following data sources:
•
•
•
•
•
•
Statistics South Africa (1996 & 2001 Census);
Municipal Demarcation Board (1996 & 2991 Census);
Development Bank of Southern Africa (2002-2006 estimates);
DWAF (2004-2005);
DMEA (2003-2005);
National Treasury;
A limitation of this IDP, is that the data may be out-dated, however, by comparing trends
predictions can be made, and it is recommended that budget be allocated or sourced for
baseline and backlog studies to be undertaken within the municipal area during the
financial year 2008/2009. Such a study will add-value to development planning, decision
making and resource allocation as well as enable credible performance management
with valid and reliable baseline information.
2.2
BASIC MUNICIPAL INFORMATION
The Greater Kokstad Municipality (KZN433) is a local authority/third sphere of
government, which forms part of the Sisonke District Municipality (DC 43). The Greater
Kokstad Municipality is located in the south west of the KZN province. The neighbouring
municipalities include: Matatiele Local Municipality and Lesotho to the West, Kwa-Sani
Local Municipality to the north, Umuziwabantu Local Municipality to the south east and
Umzimvubu Local Municipality to the east. Annexure Maps: locality maps.
The Greater Kokstad Municipality, according to the Municipal Demarcation Board
Quantec Research (2006), is 2679.8370 kilometers, with a current population estimated
to be 64 444. In terms of population density and distribution, Annexure Maps indicates
this. The municipal area is demarcated into six wards.
As a third sphere of government the Greater Kokstad Municipality has functions it is
legally required to perform. The table below illustrates the functions the municipality is
required to perform.
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Table I: Powers and Functions
District
EHO
Air pollution
Yes
Yes
Yes
Not
Relevant:
No
Yes
Building regulations (p)
Child care facilities
Fire fighting
Municipal Airport
Yes
Not
Relevant:
No
Municipal Public Transport
Pontoons and ferries
Yes
Yes
Yes
Yes
Storm Water
Trading regulations
Amusement facilities
Billboards and the display of
advertisements in public
places
Cemeteries, funeral parlours
and crematoria
Yes
Municipal Planning
Yes
Cleansing
Yes
Yes
Control of public nuisance
Control of undertakings that
sell liquor to the public.
Not
Releva
nt: No
No
Yes
Yes
Yes
Markets
Not
Releva
nt; No
Yes
Yes
Pounds
Yes
Yes
Yes
Yes
Street trading
Street Lighting
Traffic and Parking
Municipal Public works
To be
clarifie
d
No: not
relevan
t
No
EHO:
District
Facilities for the accommodation,
care and burial of animals
Yes
Municipal abattoirs
Municipal parks and recreation
Municipal roads
Noise pollution
Public places
Refuse removal, refuse dumps
and solid waste disposal.
Fencing and fences
Licensing of dogs
Licensing
and
control
of
undertakings that sell food to the
public
Local sport facilities
Source: Municipal Demarcation Board Capacity Assessment 2005
2.3
CURRENT REALITY: SNAP SHOT OF BASIC FACTS AND FIGURES
Arising from the situational analysis some of the issues which will impact on
development-related decisions are as follows:
•
•
•
•
Population growth rate which is above the provincial average of 2.3%, which is
above the national growth rate average of 2% between 1991, 1996 and 2001;
A large percentage of the population are youth, and economically active;
A large percentage of the population (78%) are earning less than R400 a month;
The population earning within the R6 401 are predominately employed in the
public sector, and often reside outside the municipal area;
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•
•
•
•
•
•
•
•
•
•
Although there are no statistics, various sources indicated that a large
percentage of the economically active population are engaged in work within
GKM, but permanently reside and invest outside of the area – hence the age
profile declining rapidly after 45 years of age;
Unemployment rate of 41.2% ;
Agriculture is the key economic sector, and primary production, which raises the
precariousness of economic sustainability;
Limited manufacturing and/or plant/processing activities;
Education levels somewhat below the national average; with certain schools
without water, sanitation, electricity, easy access and over-crowding;
Few healthcare facilities;
Informal Settlements indicate a portion of the population are without safe, healthy
housing and basic service provision (water, sanitation, electricity): Estimate of
68% have access to formal housing.
Consistent electricity backlog, and limited alternative energy exploration and/or
implementation. 49.1% of the population have access to electricity.
Water backlog in approximately 10% of the population.
Consistent sanitation backlog. 84% of the population have access to sanitation.
KEY DEMOGRAPHIC INFORMATION
According to Statistics SA (2001 Census) Greater Kokstad had a population of 56 526 in 2001, and according to
DBSA projections a population of 87 880 in 2006, with gender and sex ratio which is equal.
Table II: Greater Kokstad Municipal area demographics
Population Group
2001
2008@
2,21%
growth
estimates
% of the total
population
African (Black)
46 832
53 395
82.85%
Coloured
6 209
7 079
10.98%
Indian
454
517
0.81%
White
3 030
3 453
5.36
TOTAL POPULATION
56 526
64 444
100.00%
(Statistics SA:2001 Census)
The table above, table II, reflects the estimated population and population group
breakdown. Over 80% of the population is African (Black) with small percentages of
other population groups. For the municipality, and government service providers the
language of communicting with communities, in light of this information, needs to be
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considered,
and
of
course
the
socio-economic
characteristics
currently,
and
transformation imperative recognised in planning interventions.
Although a projection of population increase has been given, this is difficult, due to lack
of valid and reliable statistics regarding the impact of HIV/Aids on population growth, and
statistics on out-migration of residents. However, economic and health care and social
support/welfare strategies will aim to create an economic “pull” to the area, and provide
care which results in improving quality of life and longevity of its residents.
Graph I: Greater Kokstad Municipal area - Population per gender and age
60000
50000
40000
Male
30000
Female
20000
Total
10000
0-4
5-9
10-14
15-19
20-24
25-29
30-34
35-39
40-44
45-49
50-54
55-59
60-64
65-69
70-74
75-79
80-84
85+
Total
0
(Source: Statistics SA: 2006)
The above graph illustrates the population in terms of age and gender. The graph
illustrates that the Greater Kokstad Municipal area is characterized by a high level of
youth, and early economically active people. There is a decline at the prime age of
economic activity (mid-30’s), and an almost non-existent aging population.
Without
having explanations for this, development planning should consider this information in
priority setting, resource allocation and strategies. One possible explanation is the
migrancy of the economically active population from other areas, returning “home” when
they are aging.
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Development Planning Considerations
•
Accessible, affordable Child-care and educational facilities (crèches, pre-school,
schools, libraries),
•
Accessible
recreational facilities
(parks,
swings,
sports
infrastructure
and
opportunities),
•
Accessible, affordable and supportive, relevant health care facilities and support
programmes (clinics, awareness and support programmes on various youth issues
related to health and life-skills and mid-life/elderly care-giving),
•
Skills development and training of youth aligned to economic and market-needs of
Greater Kokstad Municipal area,
•
Economic strategies focusing on growth and retention.
EDUCATIONAL STATUS
Educational Facilities Status Quo:
There are currently 43 schools, both at a primary and secondary level, in the Greater
Kokstad Municipal area. Kokstad Town and Bhongweni have seven public and one
independent school.
There is one technical college (FET) which is in the process of expanding (to enable
more learners) and improving its services.
There are two libraries in the urban areas of Bhongweni and Kokstad Town. Many
schools, however, do have in-house libraries.
Educational Status of the People of Greater Kokstad Municipal Area
The educational status of the area, reflected in graph II below, reflects that less than
half of the population have had some primary education, and a quarter of the population
have had some secondary education. It is of concern that there is a high proportion of
residents who have had no schooling, in addition to minimal residents who have had
higher education.
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Graph II.: Highest educational level (grouped) by Gender
25000
20000
15000
10000
5000
0
Male
Female
Total
(Source: Statistics SA)
Explanations for this educational status may include the following:
•
•
•
•
There is overcrowding in schools in Bongweni and Kokstad Town, due to the
strategic location of Kokstad Town as the economic and service hub of the area,
and lack of adequate schools in the rural areas.
There is a need for construction of a new high school in Kokstad Town as an
extension to the St Patrick’s school, and more rural schools accessible and
affordable for rural residents to address the over-crowding (this includes
considerations in the Eastern Cape and Lesotho).
In farming areas, students travel long distances to get to schools. Some rural
schools do not have access to electricity, whilst one fifth of the schools do not
have toilet facilities and one third does not have access to clean drinking water.
Road conditions in some instances are appalling and some schools become
inaccessible in extreme weather conditions.
The technical college is inadequate, and there is a need to explore further
investments in higher educational facilities, and programmes for the area.
•
There is a need for more libraries/access to library facilities throughout the area.
Educational Facilities Basic Services Backlogs:
Varying levels of water, sanitation, and electricity/energy provision occur at these
schools. For instance in terms of sanitation provision, this varies from water borne to
VIP’s, to Pit Latrines.
In terms of the Department of Education’s Infrastructure Needs Planning Model for
upgrades and additions undertaken in 2005, the following schools with backlogs were
identified:
TABLE III:
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SCHOOL
NAME
SANITATION
WATER
ROADS
Carl
Malcomsess
Kokstad
College
Kokstad
Junior
Seven
Fountains
Education
Centre
at
Charlton
Horseshoe
Primary
school
Yes :
Yes
Yes
BACKLOGS
ENERGY/
SPORTS
ELECTRICITY FACILTIES
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
No
No
Yes
No
No
no
Nomzamo
Primary
School
Shayamoya
High School
Yes
Yes
Yes
Yes
No
No
No
No
Yes
No
No
no
Kokstad JP
Yes
Yes
Yes
Yes
No
Mount
Currie High
School
Willowdale
Primary
School
Thibane
Combine
School
Ingeli
Primary
School
Cooperdaly
Primary
School
St Macheal
Primasry
School
Rivermead
Secondary
School
Thafeni
School
Yes
Yes
Yes
Yes
Yes
No
Yes
Yes
Yes
No
No
No
Yes
Yes
Yes
Yes
Yes
Yes
Yes
No
Yes
Yes
Yes
Yes
Yes
No
Yes
Yes
Yes
Yes
Yes
No
Yes
Yes
Yes
Yes
Yes
No
Yes
Yes
Yes
Yes
Yes
No
Franklin
Secondary
School
Yes
Yes
Yes
Yes
No
No
LIBRARIES
Yes
School
St Patrick’s
Private
School
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SCHOOL
NAME
St
Paul
Primary
Glenedward
Secondary
Luipaard
Skop
P.School
SANITATION
WATER
ROADS
Yes
Yes
Yes
BACKLOGS
ENERGY/
SPORTS
ELECTRICITY FACILTIES
Yes
No
Yes
No
Yes
No
No
No
Yes
Yes
Yes
Yes
No
No
LIBRARIES
No
Sector Plan
The Department of Education has prepared an Infrastructure Needs Planning Model for
Upgrades and Additions which was prepared in 2005. This assessment examines the
levels of services and facilities at all schools.
At this stage there appears to be no sector plan which has assessed educational
facilities needs in relation to the economy, and educational levels of the population.
Addressing the backlogs
Unfortunately, this plan does not indicate the costs associated with addressing the
water, sanitation and energy/electrification backlogs by themselves and looks at the
costs associated with all backlogs.
TABLE IV:
Addressing the Water, Sanitation and electrification Backlogs in Schools
ADDRESSING THE BACKLOGS
BASELINE 2008
3 Schools to build
RATE PER ANNUMS (%)
50%
NATIONAL TARGETS
BALANCE/ DIFFERENCE
50%
PROJECTIONS
By 2009
REQUIRED
FUNDING/ 2 Million
COMMENT
Development Planning Considerations:
The following should be considered in development planning:
•
A detailed assessment of the educational status of the population and the current
facilities and programmes available. This assessment should include a status quo
report of educational levels, and educational facilities (in terms of infrastructure
suitability and basic services) and the “needs” to address the situation. The status
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quo report should then be diagnostically evaluated, and the findings should be linked
to targeted interventions to address the situation, ensuring the needs are met, the
facilities and basic services are addressed. Central to the strategic interventions is
the linkage between the economic strategies of the area and education, training and
skills development strategies.
•
The above should be included as a sectoral plan within the Integrated Development
Plan of the Greater Kokstad Municipality with clear target Key Performance Indicator
Outputs, and should be utilized to co-ordinate and integrate targeted, aligned
interventions into education, training and skills development to improve the quality of
life of its residents and benefit the economy, resulting in economic transformation of
the area.
•
Being part of the IDP, the implementation of such a plan should be linked to the
performance management system processes of the municipality to ensure reporting
and accountability by the various service providers involved in the programme.
SKILLS STATUS (for the area, not municipality)
Skills Levels of the People of Greater Kokstad Municipal Area Status Quo:
Although there are no statistics from skills audits of the area the following information
was ascertained from the statistics of the dominant industries and occupations, with the
assumptions being made that these would be the skills of the area. It is recommended,
however, that a skills profile of the area be obtained to be utilized for skills development
interventions aligned with economic strategies.
The dominant skills are in the agriculture sector (which arguable could be deemed
largely unskilled), wholesale and retail sector and services sector.
Current Skills Development Programmes
The table below, table V, indicates the current status in terms of service providers,
programmes, and skilling of learners in terms of outputs and outcomes. This information
will enable the assessment below of whether these outputs and outcomes are in sync
with the economic strategies, and whether they will enable economic growth of the area.
Table V: Skilling Status, Outputs, and Outcomes
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Service Provider
Programme
FURN Tech
Furniture
Manufacturing
Business Today
Business
Skills
Development to the
SMMEs
75
SMMEs
been trained
Agriculture Skills
Movement
from
substance faming to
commercial farming
Equip communities
on various technical
skills.
50 % of employees
being capacitated in
various skills
Department
Agriculture
of
KPI:
Output
Annually
15 Candidate were
trained
Business Today
Technical Skills
Internal
Work
Plan(WSP)
Skills
have
KPI: Outcomes
A
good
quality
Furniture
manufactured
in
Kokstad
A Good business
management
that
leads to suitable
business
Shifting PDIs from
fist
to
second
economy
Improved the local
technical skills
Performance
enhancement through
capacity building
Economic Strategy Skills Required: the gap between available and required skills
In terms of the above information it is clear that the area is not skilling its inhabitants to
enable the planned economic growth.
Development Planning Considerations: possible intervention strategies
Following the assessment this can be completed, and be utilized for intervention
strategies skilling priorities for the area.
•
Education Curriculum Inputs;
•
Youth Career Day to encourage youth to explore certain careers, courses to feed
into the economy.
•
Career Counselling and Youth Outreach programmes, and assistance.
HEALTH STATUS
Health services in the area are provided by the Provincial Department of Health through
their district health system approach, and by private institutions.
Health Facilities Status Quo
Primary Health Care Services offices are located in Kokstad and East Griqualand Usher
Memorial Hospital. The Department of Health is implementing the District Health
System, which aims at achieving the highest level of health services at a local
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government level. The Kokstad District office is mainly responsible for operating mobile
clinics in rural areas and a family planning clinic in Kokstad.
The East Griqualand Usher Memorial Hospital performs much broader health functions
and is being over utilized. The hospital services the entire Griqualand and parts of the
Eastern Cape. The hospital is responsible for dispensing pharmaceuticals for the region
and is well equipped. The Greater Kokstad Municipality provided a hostel that was
unoccupied as a step-down facility to the East Griqualand Usher Memorial Hospital
during the financial year 2007/2008.
The Kokstad Clinic, Gateway Clinic and Family Planning clinic are the three clinics within
Greater Kokstad Municipality Area. The area has a severe backlog of clinics and there is
a need for construction of well equipped clinics, one which could be located in
Bhongweni and in Kokstad Town. A psychiatric clinic exists in the area and lacks proper
premises and equipment. There are two mobile clinic teams in the area, which provide
comprehensive primary health care in rural areas, including farms. The visits are mainly
monthly and sometimes twice a month.
There is also a School Health Services Team responsible for promoting health hygiene
in schools. The Team works closely with Provincial Environmental Health Officers. The
Sexuality Programmes Teams run talks at schools after consultation with the school.
HIV/AIDS Workers provide testing services and pre and post HIV/AIDS counseling.
There are also twenty Community Health Workers and Environmental Health Officers
serving the Greater Kokstad Municipality. The existing clinic administered by Greater
Kokstad Municipality has in principle been transferred to the Provincial Department of
Health.
The following table, Table VI, summarises the basic healthcare infrastructure in the
Greater Kokstad Municipal area.
TABLE VI:
Health Care Facilities and basic services status quo
Facility Type
No. & Name
District
Hospital:
%
with
Electricity
East
Yes
Griqualand
Memorial
Hospital
Clinics
Kokstad
Yes
Clinic
Gateway
Yes
Clinic
Family
Yes
Planning
Clinic
Mobile Clinics 2
(Source: Department of Health, 2005, p 22)
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% with Piped
Water
Supply
% with Fixed
Line
Telephones
Yes
Yes
%
with
accessibility
& type of
road
and
access.
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
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HIV/Aids Trends:
It has been reported that KwaZulu Natal and Gauteng are the regions most affected by
the AIDS pandemic. This is partly due to high rates of urbanisation and high mobility
among the residents in these provinces. The seventh national HIV survey of women
attending antenatal clinics of the public health services in South Africa in October/
November 1996 reported a 20% HIV rate, while in 1997 a higher rate of 26.92% HIV
among women visiting the antenatal clinic in KwaZulu Natal was reported. In 1998, this
had increased to 32.5%.
This pandemic is likely to have profound negative impacts on the district in the medium
to long term, and within the Greater Kokstad Municipal area, in particular. This includes
the likely depletion of certain age groups more than others. Mason and Wood (cited in
Metroplan) project that by 2014, the number of children fewer than 10 will be more than
25% below the number expected AIDS free, while the age group between 20-35 will be
depleted by 40% or more. Mason and Wood projected further that at the provincial level,
by the end of 1997, about 800 000 people were living with HIV/AIDS, i.e. more than 1 in
ten of the total population. The South Africa Insurance industry predicts that nationally
by the end of 2025, about 5.5 million people will be living with HIV/AIDS1.
An article in the Mercury (15 September 2005, p4) indicated that the provincial average
has risen from 33.5% in 2001 to 36.5% in 2002 and 37.5% in 2003.
i)
Anti-natal clinic studies
The department of Health conducts annual HIV/AIDS surveys on women visiting
antenatal clinics in the province. In terms of the 2001 survey the Sisonke District
Municipal area has 29.3% HIV prevalence among pregnant women visiting public health
facilities in the province. Although Sisonke is the second lowest in terms of percentage,
29% is a relatively high percentage. The following graph provides a comparison among
the 11 districts:
Graph 3: Comparison of HIV Prevalence among ANC clients in the province- 2001
H IV P revalen ce - A NC C lien ts KZN
2001 Su rvey
45
4 1.6
40
39 .5
HIV Prevalence (%)
40
33 .1
35
33
30
30
29 .9
2 9 .3
30
2 9 .3
26
25
20
15
10
5
KOKST AD
MUNICIPALIT Y:
de
ku
nk
e
ya
so
an
Si
i
th
z in
ya
m
kh
U
U
DISTRICTS
m
th
U
un
uk
gu
el
a
lu
be
U
th
Ile
ng
u
gu
uM
G REAT ER
m
vu
lu
nd
la
lo
nd
gu
Zu
U
aj
Am
eT
h
ek
w
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34
This study was updated in 2004 and indicates that the HIV prevalence rate in women attending ANC
Clinics had increased from 2001, to 2004, by 10% in Sisonke District. The Sisonke percentage is on-par
with the provincial average of 40.7%
Graph 4: Comparison of HIV Prevalence among ANC clients in the province- 2004
HIV Prevalence Rate Amongst Pregnant Women
Attending ANC Clinics for 2004
60
48.3
Prevalence Rate
50
ii)
45.2
42.0
40
40.5
38.5
39.0
39.9
38.9
41.0
39.2
40.7
32.4
30
20
ANTI RETROVIRAL ROLL-OUT
10
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0
District
ii)
Anti retroviral roll-out
As of May 2005, there are accredited Anti Retroviral (ARV) treatment facilities in the
Greater Kokstad area namely, Usher Memorial Hospital and all public clinics
According to the Centre for International Health and Development (CIHD) Report (2005),
the main challenges encountered in the ART Rollout are as follows:
A shortage of Human Resources;
A lack of children on ART;
Limitations on accessibility; and
Concerns relating to adherence.
The aforementioned report concludes by saying, amongst others, that:
Given the limited resources and strained health system, the demand for ARV’s is
outstripping the capacity to deliver.
Of concern is the long-term sustainability and equitable distribution of the roll-out
programme.
Pressure to meet target numbers must be tempered by the need for rational drug
use by dispensers, providers and consumers.
Morbidity and mortality profiles
Morbidity and Mortality can be defined as follows:
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Morbidity:
Mortality:
Common causes of illness. Is the number of cases of a disease found to
occur in a stated number of the population.
Common causes of death. The incidence of death in the population in a
given period. The annual mortality rate is the number of registered
deaths in a year multiplied by 1000 a divided by the population at the
middle of the year.
According to the Department of Health, the following are the top 10 common causes of
Adult and Child Morbidity:
Table vii:
Morbidity (common causes of illness)
THE TOP 10 COMMON CAUSES OF ADULT
MORBIDITY
Lower respiratory tract infections
Pulmonary Tuberculosis
Injury and Trauma
Meningitis
Gastro Enteritis
Congestive Cardiac Failure
Pleural Effusion
Cerebro Vascular Accident or Stroke
Asthma
Renal Failure
THE TOP 10 COMMON CAUSES
PAEDIATRIC/ CHILD MORBIDITY
Gastro Enteritis
Pneumonia
Upper Respiratory Tract Infections
Asthma
Meningitis
Epilepsy
Glomerula Nephritis
Diabetes Mellitus
Vulva Heart Disease
OF
According to the Department of Health, the following are the top 10 common causes of
Adult and Child Mortality:
Table viii:
Mortality profile (common causes of death)
THE TOP 10 COMMON CAUSES OF ADULT
MORTALITY
HIV/ Aids
Respiratory Conditions
Gastroenteritis
Meningitis
Cardiac Conditions
Injury/ Trauma
Cerebro Vascular Accident or Stroke
Hypertension
Diabetes
THE TOP 10 COMMON CAUSES
PAEDIATRIC/ CHILD MORTALITY
Respiratory conditions
Gastroenteritis
Malnutrition
HIV/ Aids
Septicaemia
Meningitis
Poisoning
Pre-term delivery
Jaundice
OF
Health Facilities Basic Services Backlogs:
The District Health Plan has assessed the needs, ratios of people utilizing health care
services, and developed a plan linked to budget to address facilities as follows:
In terms of basic service provision to the health care facilities, the table, table ix,
indicates the current status in terms of service provision backlogs.
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Sector Plan
The District Health Sector Plan’s indication to address the backlog in the provision of
healthcare services.
Addressing the Backlogs
Table ix:
Addressing health care backlogs
BASELINE 2008
3 clinics to be build
50%
RATE PER ANNUMS (%)
NATIONAL TARGETS
BALANCE/ DIFFERENCE
50%
PROJECTIONS
By 2009
REQUIRED
FUNDING/ R6715000
COMMENT
The following needs to be considered:
1.
2.
3.
4.
It will be important to factor into planning the impacts associated with the HIV/Aids
pandemic. The epidemic, for example, will affect infrastructure planning by
reducing the projected number of people, impacts on households requiring
services such as their ability to pay for these services and increased demand for
health care facilities and social services.
As for healthcare education, a detailed status quo assessment followed by
diagnostic evaluation and integrated planning is required, to be included in the IDP
and linked into the Performance Management System of the municipality to ensure
reporting and accountability.
The age-profile of the area, with regards to tapering off during mid-30’s need to be
evaluated to understand why, and then linked into strategies, which possibly could
require health care interventions (facilities, programmes, support, care-giving etc).
The lack of adequate facilities needs to be addressed.
SPORTS AND RECREATION
Status Quo: Facilities, location and utilization
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Recreational facilities exist in the area and are concentrated in Kokstad Town and
Bhongweni. These facilities are deteriorating and therefore require rehabilitation,
maintenance and a form of security to reduce chances of them being vandalized. More
recreational facilities are still required in the area, but existing ones are requiring
maintenance.
The municipality has recently conducted an audit on sporting facilities and the findings
were to source funding and rehabilitate the existing facilities. The Greater Kokstad
Municipality has successfully secured funding to construct the Athletic Sport Field which
is situated in Kokstad Town called Murray Park and the construction of the Athletic
Tracks will start in the 1st quarter of 2008 designs have been completed.
Status Quo: Programmes
The Municipality is currently upgrading the Murray Park Supports Facility at a budget of
R1.2 million.
Status Quo: Population Demographics
In terms of the population profile of the area, there is a large percentage of the
population which are youth, and inkeeping with the priority of youth status and national
youth programme: sports, recreation and moral regeneration are important.
Development Planning Considerations:
•
Sports and Recreation Facilities including parks, playgrounds need to be provided
for the youthful population throughout the area, and especially within planned
housing projects, and where they exist but require maintenance should be
maintained utilizing the Municipalities recently conducted audit.
In order to finance various sports and recreation interventions once a programme
has been developed sponsors and funders should be sought ie. Lotto funding,
Corporate Social Responsibility and Twinning with international countries.
•
SAFETY AND SECURITY
The South African Police Services (SAPS) office within Greater Kokstad Municipality will
be upgraded to grade 1 which means the person who will be in charge is no longer the
Commander but it will be the Director and more policeman will be added for this area for
the next financial year which will improve the safety and security for this area as whole.
The statistics for the period January to December 2007, compared to January to
December 2006 are as follows:
•
Housebreaking has decreased by 16%;
•
Robbery has decreased by 37%;
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•
Theft of motor vehicles has decreased by 10%;
•
Rape has decreased by 16%;
•
Assault has decreased by 19%.
•
Stock Theft has increased by 14%;
•
Murder has increased by 30%.
Although significant improvements have been made in the last year with regards to
certain categories of crime, it is alarming to note the increase of murders. This requires
SAPS to work closely with the municipality to ensure co-ordinated, and integrated
planning interventions to try and lessen murders are undertaken, as well as to continue
in the fight against crime of all categories and ensuring the safety and security of all
inhabitants of the Greater Kokstad Municipal area.
CROSS-CUTTING ISSUES
Youth Development
Youth Development is a priority of government in its transformation agenda. The
National Youth Commission (NYC), and National Youth Development Policy Framework
provides guides for the strategic interventions and programmers of youth development,
and there are municipal guidelines on Youth development – recommendations on Local
Youth Units being established to lead in youth development matters.
•
•
•
•
•
The population demographics indicate the dominance of a youth, and therefore
the recognition through resource allocation and programmes is essential for the
development of the area.
Youth Development within GKM area needs to be institutionalized through the
formation of a Youth Committee, constituted in terms of section 79 and 90 of the
Municipal Systems Act.
This will further assist in mainstreaming youth
development within the GKM organization.
Umsobomvu should be approached to assist with Youth Programmes of
counseling, and outreach as well as resources for youth development.
Through institutionalizing youth development the municipality could co-ordinate,
and integrate with various service providers a youth programme, which would
then be linked into reporting and accountability mechanisms.
A youth programme should be developed in the IDP, which could be cascaded
into a SDBIP plan, and linked into the performance management processes of
reporting and accountability of the municipality.
SOCIAL SUPPORT/INDIGENT PROGRAMME
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The municipality adopted an Indigent Policy (which relates to refuse collection rates and
electricity) to which its implementation started during 2005/06 financial year. On
implementation of the policy, the municipality managed to register about 2017 indigents
and this current year only 1796 indigents that are registered (2007/2008). The
municipality understanding the number of its indigents has then reopened registration in
July 2007 and closing on 31 March 2008 to afford members of the community an
opportunity. The threshold to qualify for this benefit is an overall household income,
which does not exceed R1600. The said beneficiaries are entitled to electricity worth
R20 and R30 for refuse. Only the indigent community of Greater Kokstad will benefit
through this programme. The District municipality is in the process of developing its
indigent policy, which will respond to consumers who cannot afford to pay for the water
usage.
COMPOSITE SOCIAL TRANSFORMATION ANALYSIS
Key Issues emerging from this analysis include the following:
•
•
•
•
•
•
The demographic profile indicates a predominately African (black) population,
which needs to inform language usage, economic and social transformation
strategies for the area – for example percentage of land ownership by black
people, employment equity targets reflecting demographics;
The age-profiles indicate a predominately youthful population, with economically
active aged people becoming less and a minimal aged population. This
information needs to inform planning with regards to: education, skills, training
linked to economic strategies for the area, sports and recreation and youth
programmes, health care facilities and programmes.
Population distribution in terms of sparsely inhabited areas, yet residents of such
areas needing access to social services and facilities needs to be considered in
planning to ensure all residents have access to basic services, education and
healthcare.
The current skills profile needs to be aligned to economic strategies, and future
skills development plans and strategies need to ensure economic expansion and
retention.
Education, training and skills development need to be given attention, in light of
the low levels of education/schooling of a large percentage of the population. A
holistic, integrated and co-ordinated plan needs to be developed based on a
situational analysis/status quo assessment linked to “needs” of people, and the
economic growth of the area. The plan needs to be included in the Integrated
Development Plan and the various sector departments/service providers need to
align resources and plans to the implementation of the plan, and be linked into
the reporting and accountability of the performance management system of the
municipality.
Health services should be approached in a similar manner to education. Focused
attention is needed for childcare, youth and the elderly in identifying health
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•
•
programmes. A positive approach towards health care through “healthy lifestyles”
awareness should be undertaken.
The youthful population requires special attention to be paid to sports and
recreational facilities and youth programmes.
Safety and Security, although appearing to be winning the fight against crime, is
an area which continues to require a concerted, co-ordinated and integrated
approach towards addressing: educational, infrastructural, services, economic,
social programmes and enforcement.
ECONOMIC DEVELOPMENT
Economic Characteristics
The GKM is situated in the Mount Currie Magisterial District and is situated in what is
referred to as the Midlands. GKM comprises the greatest economic hub within the
Sisonke District Municipality and this results in the “pull effects”, and therefore movement
of people, from within the district and from the eastern cape (north eastern) to undertake
economic activities, to search for economic activities and to receive services. Kokstad
town is the largest service centre in the Sisonke District Municipality, being a commercial
and educational hub. Being an economic hub and service centre Kokstad has a
substantive transport network, which includes the N2, and R56, which integrates
Kokstad to the major economic nodes of Durban and Pietermaritzburg. This accessibility
auger well for economic activity and service provision.
The area has three potential economic growth pillars, Tourism, Agriculture and Industrial
and Manufacturing. Agricultural production is the most popular compared to the other
pillars. This is evident from land coverage assessment in the area, which shows that the
highest land utilization is agriculture. However, this sector is not producing enough
employment compared to the land utilized, the table below illustrates the income
statistics.
The municipality has a population of approximately 2, 3 % earning R6 401 or more. 78%
of the population earns R400 or less a month, however low levels of education and lack
of skills within the municipality has attributed to this as demonstrated in the graph below.
There are also serious concerns with the population earning within a bracket of R6 401
hence many people working in the public sector are from outside the municipal area.
The graph below illustrates the monthly income of the people of Kokstad.
There is limited or no manufacturing industries in the municipality with any
plant/processing activities. All existing commercial agricultural activity is taking place on
privately owned land and this factor combined with low employment activities could
mean absence of real economic growth.
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Household Income
The graph below illustrates the number of people and their income. To note is the large
number of people with no income to R1600 per month. This draws attention to the
importance of Social Development/Welfare programmes and Indigent support as social
security measures, but also to the need for strategies to improve the quality of life of
people, and their participation in the economy and benefits they derive from that
participation. This could also be an indication of the need for concerted, targeted
“redistribution” strategies in the area. Further studies, however, would need to assess
the status quo in terms of the gap between rich and poor.
Graph 5: Monthly Income of people
Monthly Income
40000
35000
No. of People
30000
25000
20000
15000
10000
5000
0
No income
R1 - R400
R401 - R800
R801 - R1 600
R1 601 - R3 200
R3 201 - R6 400
R6 401 +
Income Brackets
Monthly income
Number
Percentage
No income
37136
65.69
R1-R400
6977
12.34
R401-R800
4762
8.42
R801-R1600
2521
4.46
R1601-R3200
2185
3.87
R3201-R6400
1689
2.98
R6401 +
1259
2.23
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Statistics SA 2001
In terms of gender, the trend of males earning more than females consistently, and
females being a greater number with no income is consistent with trends throughout
South Africa.
However, in terms of transformation imperatives and gender equity
priorities this needs to be looked at within various programmes within education, training,
skills development and economic strategies in the area.
Graph 6:
Individual monthly income by Gender
40000
35000
30000
25000
20000
15000
10000
5000
0
Male
Female
Total
Employment and Unemployment
The graph below, indicates that more men than women are employed or that there is
higher unemployment of women than men, and explanations around the unemployment.
Graph 7: Gender within employment status
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40000
35000
30000
25000
20000
15000
10000
5000
0
Male
Female
Total
The table below indicates the labour force total, employment and unemployment rates,
and the sector within which the labour force participates in terms of percentage. 41.2
percent of the population is unemployed, with the majority of employment in the primary
and tertiary sectors – agriculture and government/public sector.
Labour
Employment
Unemployment
Labour
Force
rate %
rate %
force
Primary
Secondary
Tertiary
29.4
11.3
50.5
participation
28.082
58,8
41.2
74.9
LAND
LAND TENURE PROFILE
Land ownership within the Greater Kokstad Municipal area can be categorized within the
following categories:
•
•
•
•
State-owned land (registered with Regional and Land Affairs of RSA (DPW);
Private owned land.
Church-owned land.
Commonage.
Due to the dominance of the agricultural economic sector within Greater Kokstad, it is
important for the IDP to have information on white owned and black owned agricultural
land in order to set 30% land redistribution targets, and to work with the Department of
Land Affairs in expediting land redistribution, and post-transfer support, service provision
and linkage to economic activities.
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The status of restitution claims is also important for the IDP similarly, to assist in
expediting the finalization.
It is recommended that the Municipality consider a pro-active approach towards land
matters: to utilize SDF information, and package land for development and assist in
locally-based solutions/agreements to ensure land reform objectives are met.
Status of Land Reform
The national land reform programme comprising redistribution, restitution and tenure
reform is a priority of government.
In terms of redistribution the status quo is as follows in terms of hectares transferred: 27
cases that are currently transferred. In order to meet the 30% transfer by 2014 a proactive strategy based on local solutions will be developed, and included in the Integrated
Development Plan, and performance management process to ensure reporting and
accountability.
In terms of restitution the current status quo is:
Mount Currie (Kokstad) Statistics
Missing Files
Untraceable active files
Gazetted
Research Active
Mapped(expect case reports)
Transferred
Settled in EC-RLCC
Non-Compliant
15
7
8 one has been transferred to ECRLCC
10
12 two has been transferred to ECRLCC
27
4
5
•
The importance of the political imperative to address land reform needs due
recognition with the municipality taking a lead in ensuring a locally-based pro-active
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solution to redistribution is achieved, planned and implemented, ensuring service
delivery alignment and economically sustainable linkages.
HOUSING
There is a great demand for formal housing within the Greater Kokstad Municipal area,
and it is an increasing demand. With this demand increases various infrastructure and
service provision demands.
The Greater Kokstad Municipality has recognized the importance of addressing housing
needs within its area of jurisdiction, and developed the Municipal Housing Plan. This
plan (annexure to IDP), will guide housing delivery.
Table xi. Status Quo of Dwelling Types
DWELLING TYPE
House or brick structure on a separate stand or yard
Traditional dwelling/hut/structure made of traditional materials
Flat in block of flats
Town/cluster/semi-detached house (simplex; duplex; triplex)
House/flat/room in backyard
Informal dwelling/shack in backyard
Informal dwelling/shack NOT in backyard
Room/flatlet not in backyard but on shared property
Caravan or tent
Not applicable (institution)
Total
NUMBER
10 623
4 201
1 227
229
891
669
1 467
244
68
941
20 560
The Greater Kokstad Municipality has quantified housing needs within different types of
needs, as table xi, below indicates. It is noted that slums clearance is the greatest
housing category in the area.
Table xii .Housing Categories and Needs
HOUSING CATEGORY
HOUSING NEED (NUMBER OF UNITS)
Slums Clearance
3 050
Rural Housing
2 100
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Land Reform
2 100
Rental Housing
1 400
Hostel Redevelopment
200
Farm Worker Housing
150
TOTAL
9000
There are two types of residential settlements in the area: Informal Settlements and
Formal Settlements. Informal settlements are housing developments, which have not
been planned and approved by the Municipality or Provincial Housing Department.
Informal settlements are caused by illegal occupation of land and development is not
accompanied by housing infrastructure such as roads, electricity, sanitation, water and
social services. Informal settlements should be avoided as they are often situated in
areas that are not suitable for housing without any spatial logic making it is difficult and
costly to service the settlement. The Greater Kokstad Municipality and Department of
Housing have agreed to fast track the slums clearance within the area and have set the
target of 2014 to have no further informal settlements.
The table xiii below indicates the informal settlements, their status quo and service level.
RESIDENTIAL AREA
Franklin Quarters
Area 12 Bhongweni
Area 13
G REAT ER
STATUS QUO
Approximately
500
informal
dwellings
with
an
estimated
population of more than 1500
Area situated on privately owned
land (owned by Spoornet) at close
proximity to Franklin urban center.
Area lack non-residential facilities.
Area located on wetland next to the
Vlei.
These people are included in
housing project, which will start in
midyear 2008.
Approximately 514 informal dwelling
with an estimated population of 2
416
Most densely populated area in
Bhongweni
Site sizes range from 80-300 square
metres
In close proximity to Kokstad Town
Area is serviced with basic
communal pit latrines, untarred
roads,
which
are
extremely
inaccessible in extreme weather
conditions. These people will be
included in the slums clearance
housing projects.
Located
between
Horseshoe
Development and the railway line
KOKST AD
MUNICIPALIT Y:
SERVICE LEVEL
Access
gained
through
undefined informal roads.
Water and sewer supply
needs
major
upgrading
(currently disastrous).
Franklin urban center is
underdeveloped
to
economically
service
any
development in the area.
No Clean water
No Electricity
Appalling roads
Basically non serviced
No Clean water
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RESIDENTIAL AREA
STATUS QUO
within former Kokstad Municipality
Estimated 263 informal dwellings
with an estimated population of 1
236
Less densely populated compared
to Area 12 above
Site sizes range from 300 square
metres and above
Strategically located and is in close
proximity
to
Horseshoe
Development which provides access
to opportunities. These people will
be included in the slums clearance
housing projects.
RESIDENTIAL AREA
Area 1
STATUS QUO
SERVICE LEVEL
Located to the Eastern corner of Basically non serviced
Bhongweni adjacent to the cemetery No Clean water
and railway line
No Electricity
Estimated 52 informal dwellings with Appalling roads
an estimated population of 244.
These people will be included in the
slums clearance housing projects.
Located on a steep slope
Informal internal roads have
Estimated 77 dwellings with an been constructed
estimated population of 362
No Clean water
No Electricity
Appalling roads
Located on a fairly steep slope
No services
Area 9
Area 7 and 8
SERVICE LEVEL
No Electricity
Appalling roads
Estimated 137 informal dwellings
with an Estimated population of 738.
These people will be included in the
slums clearance housing projects.
Swartberg
•
Resettlement of farm workers
New Market
•
Approximately 450 houses to
be built
Labour tenants project
Municipality in process to
acquire land for agriculture
and settlement
•
•
Municipality in the process of
identifying land for the project
Municipality in the process of
identifying land for the project
As per the requirement by the Department of Local Government and Traditional Affairs
the above table illustrates the slum areas that need urgent attention within the Greater
Kokstad municipality. A more detailed investigation to ascertain the cost of servicing the
informal settlements would be required. The informal settlements that would be difficult
and costly to service would be relocated and incorporated into planned housing
developments.
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Formal Settlements are planned settlements approved by the municipality and relevant
government departments including the Department of Housing. Formal settlements are
planned in such a way that service delivery such as water, sanitation, electricity and
roads become part of planning and implementation phases. The municipality
acknowledges the challenge of servicing unplanned and scattered development and is
therefore promoting densification by developing suitable vacant land. Urban sprawl,
which is caused by uncontrolled development, has a negative impact on service delivery,
the environment and economic growth and should be avoided at all times. Planned and
dense settlements are easy to service in terms of engineering, economic and social
services.
Greater Kokstad Municipality has a vacant area in Area 16 Bhongweni. The site is 6760
square metres and is the remaining vacant portion in Bhongweni. The site is strategically
located and has high potential for infill. Kokstad East Residential Area comprises of 600
dwellings units and is well located between Bhongweni and the Centre of Kokstad Town.
55 % of the land is under-developed and can accommodate approximately 750 dwelling
units. The area is comprised of large plots of about 4000 square metres and has not
been subdivided. Residential development in the area has tended to concentrate along
main roads leaving the internal sites underdeveloped. This issue will be dealt with in the
Land Use Scheme that is currently being developed for the area. Currently the
municipality is disposing all immovable accents namely Worship sites, Residential Sites
and Business sites before the end of the financial year 2007/2008 which belongs to the
municipality in order to unlock the development of Greater Kokstad Municipality.
Table xiv: Status of housing projects:
PROJECT NAME
NO OF SITES
PROJECT STATUS
COMMENTS &
RECOMMEND
ATIONS
Shayamoya Phase 1(a) and 1(b)
2068
Shayamoya Phase 2 (staff houses)
Eastview and Riverview slum clearance
Horseshoe
236
120
1478
Pakkies 1 and 2
Old Pakkies
Franklin
280
140
308
Makhoba Resettlement
1 400
Willowdale Farm
27
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Completed, and title deeds are
available and will be issued by the
MEC of Local Government and
Housing Traditional Affairs.
Need a way forward from DOH
Not started – to commence when?
± 30 house to build
Not started
Not started
To start construction in mid year
2008
To start construction in mid year
2008
Negotiating land with the Land
Claims Commission, Land Affairs
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1 448 Houses
built
In process of
getting
conditional
approval from
Dept.
of
Housing.
Waiting
for
negotiation
PROJECT NAME
NO OF SITES
PROJECT STATUS
COMMENTS &
RECOMMEND
ATIONS
and Housing Department to relocate
the project and the project is
anticipation to start rolling in midyear
2008.
Krantzdraai
172
Maraiskop
60
Wansberg Farm
Approx. 120
Nauwhoek Farm
32
TOTAL
8 045,00
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Not started but to be prioritised in the
next financial year 2008/2009
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between
the
affected
departments in
order
to
relocate
the
project to other
site
without
reapplying.
COMPOSITE ECONOMIC DEVELOPMENT ANALYSIS
Section 153 of the Constitution (1996) provides the context in which municipalities
should operate. It states that, including giving priority to the basic needs of the
community, municipalities should also “promote social and economic development of the
community”.
The economic situational analysis of the GKM area indicates the legacy of apartheid as
a key challenge it is facing: an economy structured with a primary sector dominance
(and arguable unskilled), inequality of income, a large percentage of the population
falling within the poverty datum line in terms of their income, a substantial percentage
unemployed, a racially skewed land ownership pattern, and a substantial demand for
formal housing and basic services.
The National Framework for Local Economic Development within the two policy thrusts
of “leadership and governance”, and “investing in communities” are central to what GKM
needs to consider within its economic development planning.
Good leadership and
governance will improve the general confidence people have in the locality governed by
the municipality, and this will in turn attract much needed investment to the area.
Investing in communities by giving them essential resources in order for them to
accelerate their own economic development is the empowering approach to be
considered by GKM.
GKM is not directly responsible for creating jobs, but rather is responsible for taking
active steps to ensure that the overall economic and social conditions of the locality are
conducive to the creation of employment opportunities.
•
Good governance, service delivery, public and market confidence in GKM must
be aspired for;
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•
Spatial development planning and exploiting comparative advantage and
competitiveness;
•
Enterprise support and business infrastructure development;
•
Introducing sustainble community investment programs focussing on organising
communitiies for development and maximising circulation of public spend in local
economies.
•
Skills Development linked to economic strategies.
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INFRASTRUCTURE AND BASIC SERVICE PROVISION
Universal access to basic infrastructure and services is at the centre of development and
a pre-requisite for improving people’s lives. Within the Constitutional Bill of Rights of the
Republic of South Africa (1996) basic services are enshrined as a right for all South
Africans.
Between the spheres of government powers and functions for basic
infrastructural development and different services provision are allocated and prescribed.
Despite, different functions located differently, within the municipal boundaries
government should be seamless, and therefore this IDP aims not to focus on functions of
the local municipality only but all key services provided by government.
The province of KwaZulu-Natal is faced with considerable backlog challenges. During his
Provincial Address in 2007 the Premier Honourable Dr. S Ndebele noted the following:
•
26% households are without water;
•
44% households without access to sanitation;
•
52% households without access to electricity.
For the Greater Kokstad Municipal area the backlogs status, according to the DBSA
(2005 Socio-Economic Profile Study) are as follows:
Electricity 49.4%
Water
Sanitation
95.4%
84.3%
Refuse
69.5%
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Dwellings
68.5%
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WATER
Status Quo
The function of water has been taken over by Sisonke District Municipality and Greater
Kokstad Municipality has signed an agreement with the District. All water and Sanitation
related services the Sisonke District Municipality now performs those functions.
Water and Sanitation Backlogs
According to the backlog study conducted by the district municipality, Greater Kokstad
Municipality requires funding estimated at R10 474 025.60 for water and R3 855 958.80
for sanitation backlog inclusive of operating and capital costs.
Table xv:.Water and Sanitation Backlog Information as at 2005
POPULATION PERCENTAGE
WATER
75,04 %
10,27%
0,00%
14,69%
POPULATION PERCENTAGE
SANITATION
72,87%
10,75%
0,00%
16,38%
STATUS
Served above RDP
Served at RDP
Served below RDP
Unserved
Backlog study 2005
The graph, below, illustrates the type of water services and ratio of the consumers in
relation to one another (Statistics SA) A large proportion of residents have piped water
inside their yard, and a small proportion have piped water inside their dwelling.
Graph 8:Water Consumer types
Piped water inside dwelling
Piped water inside yard
Piped water on community
stand: distance less than 200m.
from dwelling
Piped water on community
stand: distance greater than
200m. from dwelling
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The table below indicates per area, the status of water consumption in terms of type, and sanitation. This
information indicates the need to prioritise meeting basic RDP standards in water and sanitation.
Table xv: Household with the access to water and sanitation types
AREA
Thuthukani area (Ward 2)
NUMBER OF HOUSEHOLD
NUMBER OF HOUSEHOLD
WITH ACCESS TO POTABLE
WITH
WATER
SANITATION
ACCESS
TO
Two boreholes equipped with
hand pumps.
Ekuthuleni area (Ward 1)
Stream water (no access to
No proper sanitation facility
potable water)
Pakkies (Ward 1)
15 standpipes
Maraiskop (Ward 2)
Using the nearest river
No proper sanitation
exists in the area.
Makhoba(Ward 2)
Using spring water
Wansbeck (Ward 2)
There
is
a
water
currently
supply
that
under
implementation
Franklin (Ward 2)
200
reside
in
informal
27 Have access to sanitation
settlement has no access to
potable water
Swartburg (Ward 2)
265 households of which only
5 houses holds have proper
water supply and sanitation
facilities.
Only 5 households have
proper water supply and
sanitation facilities.
Kransdraai (Ward 2)
One borehole, Out of 102
households, 98 have yard
connection with one tap stand
and pay a monthly flat rate of
R13.00 towards operation and
maintenance.
Water is sourced from an
existing borehole
There is full reticulation
system
in
areas.
Only
upgraded or replaced is
required in this areas since the
pipes system are very old.
There are 98 brick VIP toilets
in Kransdraai
Ergeton, (Ward 2)
Kokstad,
Bhongweni,
Extension 7, Shayamoya and
Horseshoe.
(Ward
1,Ward
3,Ward 4 and Ward 5)
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98% of household in Kokstad
Town have proper sanitation.
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55
Table xvi: Cashflow projections
Cash flow required to eradicate the water Total Capital
and sanitation services backlog within the Required
national target timeframe
(R million)
Water
22 506 012
Sanitation
22 506 012
Available Capital Funding as based on the MIG Programme
Total MIG Allocation
22 506 012
Available MIG for water services (At 75% 22 506 012
of the Total MIG Allocation)
FY08
FY09
FY10
FY11
FY12
FY12
FY13
22 506 012
22 506 012
22 506 012
22 506 012
The table below summarises the anticipated funding allocations to the district municipality and includes a 10% assumed funding
allocation increase per annum.
Table xvii:
Anticipated funding allocations
Proposed cash flow for
water services projects
(as per MIG funding)
Water
Sanitation
Total
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08/09
10/11
11/12
12/13
13/14
8.819200.00
2,432500.00
11,251,700
MUNICIPALIT Y:
Remaining
requirements
Years to complete
By 2009
By 2009
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The State President, in his State of the Nation Address identified the target that all
households in South Africa should have 100% access to water and sanitation facilities,
according to RDP standards.
Table xvii:
addressing water backlogs
WSP (Sisonke)
72888 Household
RATE PER ANNUMS (%)
20%
NATIONAL TARGETS
By 2009
BALANCE/ DIFFERENCE
58310.4 household
PROJECTIONS
When considering the present level of funding available through
the MIG programme as the only funding source, the complete
eradication of the water services backlog in the WSA area of
jurisdiction will be achievable by 2O09 only and does not account
for possible customer growth in this timeframe. It can also be
stated that in order to achieve the national target of eradicating
the backlog by 2009, a funding cash flow of approximately R 8
819 200.00 million would be required.
REQUIRED
FUNDING/ R 8 819 200.00 million is required to address the Water backlogs
COMMENT
by 2009 according the Sisonke backlog study
SANITATION
The provision of sanitation in residential and commercial areas is made in a form of
waterborne system. The sewerage treatment works has reached its carrying capacity
and needs to be upgraded to ensure that effluent produced meets DWAF water quality
requirement. In small towns such as Franklin and Swartberg the majority of households
are serviced with septic tanks. The small portion of Franklin on Spoor net property is
serviced with waterborne system. This system will be taken over by the District once
transfer of property from Spoornet to the municipality has been finalized. Kransdraai and
Maraiskop are serviced with Ventilated Improved Pit Latrines (VIP’s).
The Ninham Shand report prepared in 2004 indicates that the mechanical drum
screeners are urgently required for the inlet work. It is also mentioned that nonbiodegradable fibrous matter and plastics especially condoms are causing severe
operational and process problems and a sum of R1.2 million is required to resolve this.
An additional R19 million (excluding VAT) is required to duplicate works capacity.
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STATUS QUO ANALYSIS
The graph 9 below indicates the types of sanitation, and ratio in relation to each other.
Flush toilet (connected to
sewerage system)
Flush toilet (with septic
tank)
Chemical toilet
Pit latrine with ventilation
(VIP)
Pit latrine without
ventilation
Bucket latrine
According to the 2001 Census figures, about 16% of the population do not have access
to adequate sanitation.
Table xix :
Addressing sanitation backlogs
SANITATION PLAN 2007
72888 Household
RATE PER ANNUMS (%)
20%
NATIONAL TARGETS
By 2009
BALANCE/ DIFFERENCE
58310.4 household
PROJECTIONS
Funding cash flow of approximately R 8 819 200.00 million would
be required.
REQUIRED
FUNDING/ R 2.432.500 million is required to address the Sanitation
COMMENT
backlogs by 2009 according the Sisonke backlog study
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ELECTRIFICATION AND ALTERNATIVE ENERGY
Status Quo
Two service providers supply electricity in the area: Greater Kokstad Municipality and
ESKOM. Greater Kokstad Municipality purchases power from ESKOM and supplies it to
the built-up Kokstad Municipal area while ESKOM supplies electricity in rural areas. The
municipality is responsible for reticulation and cost recovery in the area it is currently
servicing. One major challenge with this arrangement is different tariffs charged by the
service providers.
Power is generated from ESKOM Sub-station, which derives its power from Harding and
supplies Municipal Sub-station. The new housing developments in the area such as
Eastview, Riverview, Willowdale, Area 12 and 13, Phase 2 and Horseshoe Phase 3 have
created a great demand for electricity supply in the area. Most rural communities such as
Pakkies Areas, Franklin, Kransdraai, Wansberg, Nauwpoort and Maraiskop require
electrification. There is a electricity load shedding which affects production and economic
activities that happens throughout the country during this financial year of 2007/2008,
the municipality is providing with all information about the new development that take
place within the Greater Kokstad Municipality so that Eskom can meet electricity demand
within the area before the year 2009; and to enable alternative energy planning.
Electrical Infrastructure Overview
Due to the extensive Commercial, Industrial and Super-maximum Prison Developments
that have taken place in Kokstad over the past few years as well as the housing project
electrification in Bhongweni and Shayamoya, the Eskom notified demand was increased
to 17MVA, 11000V at the Primary Substation and a new supply point of 5MVA, 33/11kV
at Bhekinthaba Substation.
In addition to the aforementioned, the following projects have also impacted on the
Electrical Reticulation Network:
•
Singisi Factory (Hans Merensky)
•
Upgrading of Sewerage Treatment Works
•
Upgrading of Water Treatment Works
•
Horseshoe Housing Development
In order to ensure that sufficient supply capacity is available from Eskom so that the
Electrical Load Demands of these developments can be met, constant re-evaluation and
forward planning is necessary.
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Section 78 Legislation
It is estimated that approximately R 1.5 million will be required to comply with this
Legislation.
Current Status
At present, tenders are awaited for the Bhekinthaba Substation and related Bulk Medium
Voltage System Reinforcement Project, under the control by the Appointed Electrical
Consultant Engineers Messrs BFBA Consultants (Pty) Ltd.
Tenders for the aforementioned project have been advertised and Tenders closed on the
15th February 2008.
Details of this project are as follows:
•
Supply and installation of New 11kV Switchgear and associated Cable
Reticulation to the New Bhekinthaba 5MVA, 33/11kVA Substation in
Shayamoya.
•
Upgrading of the Primary Intake Substation 11kV Cable Feeders from the
Eskom Substation Supply Point.
•
Supply and installation of 11kV Switchgear to the Primary Substation
•
Upgrading of the Central Substation
•
Supply and installation of additional 11kV Switchgear to the Primary
Substation
•
Upgrading of the Primary Intake Substation 11kV Cable Feeders from the
Primary Intake Substation to the Central Substation.
The aforementioned work which has been allowed for in the current Tender is critically
essential to ensure that the short term future additional load requirements for the Singisi
Factory, namely 1MVA in September 2008 and 2MVA in February 2009 can be
accommodated.
This project is scheduled for completion by end of July 2008.
Challenges Facing the Greater Kokstad Municipality in respect of continued
Electrical Supply Capacity
The status of the Bulk Electrical Infrastructure is constantly re-evaluated and depended
on the rate of additional development in the Greater Kokstad Area.
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At present, whilst sufficient supply capacity is available based on the current agreement
with Eskom, the biggest limitation is that of the availability of finance to implement the
projects.
It is therefore essential for accurate and prioritized commitment to be given to these
projects to ensure that service demands from the various role players can be
accommodated.
Future Project Implementation
It is anticipated that the demand for housing and Industrial Development will continue to
be a priority in the foreseeable future.
To this end the Singisi Factory Development for Hans Merensky is well under way and
provision has been made for the continued increase in Supply Demand as detailed
above.
The Greater Kokstad Municipality has also received Applications for Supply for
approximately 10MVA additional consumer load for 2 other housing projects which will
be phased over the next few years.
Graph 9: energy for lighting
25000
20000
15000
10000
5000
0
Series1
Series1
Energy source for lighting
The table above illustrates the energy type usage, and proportion of the population
utilizing that type. Despite substantial electricity usage, candles represents a high
proportion, which should be noted as a concern for planning considerations.
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The following projects are currently in progress for electrification:
•
Horseshoe: 1 306 house connections;
•
Horseshoe 12, 13, ext 7 foot path and Murray to Shayamoya Bridge 254 street
lights.
•
Bhongweni Area 5 and 6 156 street lights.
•
Bhekintaba Phase 1 is completed and moving into phase 2 which is substation
equipment and main feeders.
Project Priorities identified include the following:
•
Electricity ring fencing (red 5);
•
Shayamoya phase 2 streetlighting;
•
Extension 7 streetlighting phase 1;
•
Upgrading of streetlighting – Bhongweni and Town;
•
Rural network refurbishment (11kv)
•
Bhongweni upgrading of MV cables;
•
Switch Gear – central sub-station
•
Connection fees – Eskom.
Table xx: Addressing electrification backlogs
BASELINE 2008
To electrify 3000 household (Eskom)
RATE PER ANNUMS (%)
10%
NATIONAL TARGETS
2012
BALANCE/ DIFFERENCE
2700 household
PROJECTIONS
By 2012 all household will be electrified
REQUIRED
FUNDING/ R 4000 000
COMMENT
INDIGENT SUPPORT
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The Minister of Minerals and Energy submitted a memorandum to Cabinet in January
2001 with the following recommendations:
•
•
•
•
Basic supply be made available to all households.
The allocation be set at 50 kWh per household per month.
Costs be funded from the Equitable Share allocation to municipalities.
The process must be planned with the relevant stakeholders including local
government and ESKOM.
REFUSE REMOVAL
STATUS QUO
The municipality has no integrated waste management plan: but will be developing one.
Refuse collection services to all urban areas, housing projects and informal settlements
is undertaken, with a lesser service to rural areas.
Table xxi:
addressing solid waste backlogs
BASELINE 2007
10069 household to collect solid waste/50% receiving services =
5000 household sold waste is being collected.
RATE PER ANNUMS (%)
10%
NATIONAL TARGETS
BALANCE/ DIFFERENCE
4000 household remain per annum
PROJECTIONS
2012
REQUIRED
FUNDING/ R 5 Million to collect solid waste to all house in Greater Kokstad
COMMENT
Municipality
ROADS
SECTOR PLANS
The Department of Transport has prepared a 5 Year Infrastructure Plan 2005/6 to
2010/11 which was submitted to the Provincial Treasury in August 2005. This plan
provides an overview of the challenges facing the DOT as well as the proposed
solutions.
In terms of the provision of new roads and the maintenance of existing roads, the
Department of Transport will maintain and develop “P”, “D” and “L” roads. Local Access
roads are maintained by the local municipalities. The DOT is drafting a white paper for
parliament’s approval during 2008 which will clarify the roles and responsibilities for the
construction and maintenance of roads.
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It is noted from the aforementioned report that the Department is under funded by over
R1 billion per annum if the department is to try to address the backlogs in the provision
of an equitable road network as well as the maintenance of the existing network within
the province in the next 10 years. It is also noted that at the current funding rate, the
department will only achieve its target in approximately 20 years. It is noted that this is
not just for road infrastructure but also includes preliminary estimates of needs for public
transport infrastructure. .
The table xxii below summarises the projects in the GKM identified in the plan.
DEPARTMENT OF TRANSPORT: INFRASTRUCTURE PLAN PROJECTS
New Works
Road
Infrastructure
Access to community facilities – 1
ARRUP
Labour Intensive Construction
Local Roads
Local Roads (Access to School)
New Infrastructure
Capital
Preventative
(Regravelling)
Maintenance
Preventative Maintenance (Reseals)
Renewal
Rehabilitation (Heavy and Light)
Supervision and Management
Traffic
Management
TOTAL
Current
Routine
Maintenance
Capital
New Works
2007/2008
Upgrading of
Shayamoya
Taxi
Route
(Chris
Hani
Drive, Thabo
Mbeki Street
& Part Walter
Sisulu Drive
(Rehabilitation
of roads in
Bhongweni
Area
5&6,
Bhongweni ,
Shayamoya,
Link
Road,
Rehabilitation
of Horseshoe
Roads Phase
1
and
Upgrading of
Murray Park
Phase 1)
Intelligent Road Studs
Road Safety Projects
R 579 3266
KOKST AD
Rehabilitation
of
Kokstad
Roads Phase
3: Hawthorn,
Scott,
Railway,
Barclay
&
Zietsman
streets
Mechanical
Regional Programme Support
Routine Maintenance
Safety Maintenance
Special Maintenance
Zibambele
R 10 965 963
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TELECOMMUNICATIONS
Telkom is the authority for telecommunications in the Greater Kokstad Area. The
majority of people in formal urban settlements have access to Telkom services. In rural
areas the majority of people rely on cellular phones and cellular network coverage is
weak to non-existent in most areas. During this 2007/2008 financial year, the Greater
Kokstad Municipality has approved a cell mast for Vodacom, which will be shared by all
other network service providers in order to improve network throughout the area of
Greater Kokstad Municipality. The Greater Kokstad Municipality has also embarked to
develop a proposal and submitted to SENTECH for the request for the improvement of
the signal of television for SABC1, SABC 2 and SABC 3 for the whole area of Greater
Kokstad Municipality.
Graph 11: telephone facilities
Telephone in dwelling and
cell-phone
Telephone in dwelling
only
Cell-phone only
At a neighbour nearby
At a public telephone
nearby
At another location
nearby
STATUS QUO
The number of households that have access to some form of telecommunication facility
has increased substantially since 1996. This is largely due to the proliferation of mobile
phones that have become inexpensive and therefore accessible even to poorer
households, women and children. The number of households with virtually no access to
telephone has decreased by over 85%. The number of households with a telephone
only in a dwelling has decreased by about 30%. It is more than likely that these
households migrated to cell phone use as the latter became inexpensive. The 13%
growth in households with access to a public telephone may indicate the proliferation of
such facilities even among rural communities.
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TELECOMMUNICATIONS SECTOR PLAN
The Municipality is not required to prepare a Telecommunication Sector Plan, however
an awareness and if need be a facilitatory role can be played by the municipality to
ensure telecommunications accessibility, and tap into it for improving services,
awareness and improving quality of life of its people.
CEMETERIES
Six cemeteries exist in the area, the municipality administers four and the Griquas and
Muslims privately manage the two. The four cemeteries managed by the municipality
will reach their full capacity soon. The municipality will develop and implement a
programme to ensure accessible, affordable cemetaries for its inhabitants.
COMPOSITE INFRASTRUCTURE AND SERVICE ANALYSIS
Despite no up-to-date backlog study, the area indicates that there are backlogs in water,
sanitation, electricity and housing.
By 2012 the area will have ensured water, sanitation and electrification in addition to
formal housing for all its inhabitants. In order to achieve this, detailed planning which is
monitoring, evaluated, reported and officials are accountable is required.
For economic development infrastructural development needs to be targeted through a
capital investment strategy.
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GOVERNANCE
Local Government’s Powers and Functions are mandated, in terms of Section 156 of the
Constitution (Part B, Schedule 4 and 5) and Chapter 5 of the Municipal Structures Act,
Act No. 117 of 1998. The functions performed by the Greater Kokstad Municipality were
referred to at the beginning of this chapter, with an indication of the mandated function
and status thereof in terms of implementation of that function.
STATUS OF WARD COMMITTEES AND COMMUNITY DEVELOPMENT WORKERS
Within the jurisdiction of the GKM there are six ward committees, which were launched
in 2006. Each ward committee comprises ten members. All six ward committees are
functional:
•
Quarterly structured ward committee meetings are held;
•
Recommendations from ward committee minutes are forwarded to the Office of
the Speaker, who includes them on the Council Agenda;
•
Ward Committees participate in all municipal affairs and programmes such as
IDP, budget processes, Izimbizo, public education and other programmes;
Challenges include the following:
•
Broader community and ward committee feed-back mechanisms;
•
Resignations of ward committee members, and capacitating replacements;
•
Continued capacity enhancement and institutionalization of the structures and
their members to ensure maximum community participation through the
structures in Council matters.
GKM has five community development workers (CDW’s) who are located within the
office of the speaker and provide support to the municipality.
To ensure maximum community benefit from the deployment of CDW’s a municipal level
reporting, and measurement of output is required. For example: how many people have
been referred to the Department of Home Affairs for identity documents and how many
received identity documents as a result of the intervention. In addition, to institutionalize
the CDW’s within Council’s operations, to assist with outreach programmes and to work
with the ward committees would further improve the CDW programme.
COMMUNICATION AND COMMUNITY PARTICIPATION STRATEGY
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The GKM has a comprehensive communication and community participation strategy,
which it will continually improve upon and refine. This function is located in the Office of
the Municipal Manager to ensure it is accorded the priority status in operations.
The strategies further have various policies to guide their implementation.
INTER-GOVERNMENTAL RELATIONS
Whilst there is an IDP Representative Forum which meets to integrate, and co-ordinate
inter-governmental planning for service delivery, this structure will be evaluated within a
broader inter-governmental relations and institutional framework for improved service
delivery within the area.
Commitment to ensuring co-ordinated planning is a challenge due to different budgetary
and planning cycles of different spheres of government, as well as the level of
representatives who attend the meetings in terms of their ability to make commitments.
COMPOSITE GOVERNANCE ANALYSIS
While social transformation, economic transformation and the delivery of basic services
and infrastructure are important for government; the manner in which this is done is also
important. The principles of a democratic state which fully engages its communities in
issues of governance are very important. Participation, and engagement and not just
“consultation” are key for the democratic state and democratic society. The
communications strategy and community outreach programme are the vehicles to
ensure democracy, and they will be continually reviewed and improved.
For better alignment and integration of services, the GKM will consider ensuring that a
policy is approved which re-inforces the stance that no government department or
parastatal may implement a project if it is not reflected in the IDP, and any transgression
will be reported to relevant structures. This policy will be the outcome of a
workshop/strategic session of service delivery agents in the area in a concerted effort to
improve inter-governmental relations and integration: together with targeted state
interventions to address key priorities of the area.
Finally, business and the private sector are key partners to a successful democratic
governance approach. A strategy to structure key private sector partnerships will be
deliberated by the GKM in order to ensure developmental priorities are addressed
effectively and efficiently in the area.
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ENVIRONMENTAL STATUS QUO
Natural Environment
Small Town Rejuvenation Programme
Water Resources
Energy Sustainability
Environmental Awareness, planning,
Disaster Management
The GKM has a detailed disaster management plan, which is annexured to this IDP.
Fires are amongst the most prevalent disasters in the area and are common in Informal
Settlements, Formal Structures, Plantations and Velds. Fires are caused by smoking
motorists and passengers, mischievous children, overcrowded informal settlements,
squatters living in plantation areas and non-approved structures and materials. The Fire
Service, services Kokstad Town and its surrounding areas and is part of the N2 South
Freeway Management System. The fire Department provides back-up services to
neighbouring municipalities.
Spatial situational analysis
Greater Kokstad Municipality has three urban nodes Kokstad Town, Swartberg and
Franklin. Kokstad Town is the major economic center due to its strategic location in
terms of transport network, economic and administrative activities. The National Route
(N2) links the area to the major economic nodes such as Port Shepstone and Durban in
the Kwa-Zulu Natal Province and Umthatha in the Eastern Cape Province. The R56 links
Kokstad to Ixopo and Pietermaritzburg. The strategic location of Kokstad creates
opportunities for economic growth.
Emanating from the spatial location of the area is high population growth rate due to high
immigration of people from the Eastern Cape and Lesotho into the area in search for
employment opportunities. The municipality is therefore faced with a challenge of
planning, providing basic services, housing and creating employment opportunities for its
growing communities.
There are also land reform projects in rural areas like Pakkies I and 2 and Kransdraai.
Apart from the built environment are agriculture, indigenous forests and areas of
biodiversity. The municipality acknowledges the relationship between the built and the
natural environment and has adopted an integrated approach to development and
protection of the natural environment.
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One major spatial challenge facing the municipality is illegal occupation of land for
housing purposes. The municipality has no systems in place to deal with the situation.
However, the implementation of Land Use Management System (currently in the
preparation phase) and the preparation of by laws (to be prepared after the Land Use
Scheme has been completed) will enable the municipality to control land use and apply
to court to demolish any structure that is in contravention of its Land Use Scheme. This
will contribute towards orderly and harmonious development.
CONSOLIDATED SITUATIONAL ANALYSIS
GKM has a growing population which is largely youthful and of economically active age
groups, a large unemployment rate with most employment being in the agriculture and
public sectors. Despite having a good road infrastructure, there is water, sanitation,
electricity, and a formal housing backlog in the area. Many inhabitants to the area have
permanent residences outside the area, which results in expenditure not being reinvested or spent in the area, but being spent elsewhere.
Levels of education and skill may not be what is required by the economy in order to
grow, and ensure its people benefit and share in the wealth of the economy. This
requires government intervention in skills development aligning it to the economic
strategies for the area.
Health facilities require attention, as do educational facilities to address the demand and
needs of inhabitants.
Confidence in governance may not be good, and inter-governmental relations and
private sector/business partnering remain challenges.
Appearing as a challenge in the municipality is a low revenue base, which emanates
from high unemployment rate, and large areas of unplanned settlements and a culture of
non-payment. The low revenue base requires the municipality to acquire additional
funding to assist it in fulfilling its mandate.
STRENGTHS, WEAKNESSES, OPPORTUNITIES AND THREATS
Strengths
Strategic Location of GKM in relation to the
district, the region and being en-route to Cape
Town.
Good road infrastructure/network to and from
GKM.
Youthful population, economically
population: Human Capital/Resources.
active
Weaknesses
Lack of information in skills levels and possibly
majority of unskilled population.
Economic pull, but infrastructure not able to
absorb the population: therefore informal
settlements and service delivery challenges.
History of governance of the area not positive.
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Opportunities
En-route to Cape Town
Transport infrastructure including roads, and
rail (to be explored – revitalization)
Human Resources
New Administrative leadership: to focus on
capturing confidence in the municipality.
Threats
Continued migration to Kokstad Town, coupled
with inadequate economic growth to absorb job
seekers, and inadequate resources for
infrastructural development required.
Lack of investment in the area:
Continued dominance of primary sector:
agriculture without diversifying products and
sectors, with value-add and developing
competitive advantage.
Lack of economic and social transformation.
GROWTH POTENTIAL AND CONSTRAINTS TO DEVELOPMENT OPPORTUNITIES
The challenge is to focus on growth potentials as indicated in the IDP, and address the
constraints to development opportunities proactively, and consistently.
AREAS OF GROWTH POTENTIAL
Areas of growth potential identified include:
•
Hansmeresky the saw mill industry,
•
Pick’n Pay,
•
Mamiesa Mixed Used Development,
•
Pimenta Park Car Show Room,
•
Social and Rental Housing Development by Respond Housing and Mixed Used
Development by Dioceses of Umzimvubu
CONSTRAINTS TO DEVELOPMENT
The following constraints to development have been identified in the weaknesses in the
table on the previous page.
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COMMUNITY NEEDS RAISED: 2007 IDP REVIEW CONSULTATION
Having given due consideration to the situational analysis of the area, bearing in mind
government’s priorities, the IDP is about addressing community needs. The following
are needs raised during ward consultation meetings.
The needs relate directly to the situational analysis findings, and can be aligned to
government priority programmes, as will be indicated in the development strategies
chapter.
Table xxiii:
MATTERS THAT WERE RAISED BY THE COMMUNITY PER WARD DURING THE IDP
CONSULTATION
WARD
PRIORITY
Ward 1 (Horseshoe)
Clinic, Access Roads, Local Economy Development
project for job creation
Ward 6 (Pakkies)
Electrification, Housing, Maintenance of Public
facilities, Agricultural projects, Livestock farming with
motor gate and land reform projects.
Ward 6 (Shayamoya)
Water problem, Houses that are built on wetland,
Streetlights for prevention high crime rate in
Shayamoya, Business site to be released to the first
people to start business.
Ward 2 (Franklin)
Housing Project, Cemetery site, Agricultural projects in
terms of the LED
Job opportunities and public
facilities.
Ward 3(Kokstad Town)
No attendance by the community.
Ward 2(Bhongweni)
Construction or upgrade of Stadium, Business sites
Ward 4(Extension 7)
Maintenance of Roads, Street lights, Multipurpose
Center or Community Hall and Sport facilities
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CHAPTER THREE:
DEVELOPMENT STRATEGIES
3.1
INTRODUCTION
This section provides the strategic IDP Review Framework (Implementation Framework)
for the 2007-2012 Integrated Development Plan. The municipal vision provides an
overarching guideline to the municipality, with the municipal objectives and strategies
providing the detail implementation framework.
3.2
THE MUNICIPALITY’S DEVELOPMENT VISION
A vision is a statement of the desired long-term development of the municipality based
on the identified strategic issues and related to the specific conditions in the municipal
area. The Municipality’s Development Vision reads as follows:
VISION
TO BE THE MOST EFFECTIVE IN PROVIDING SUSTAINABLE
DEVELOPMENTAL SERVICES
TO ALL OUR COMMUNITIES.
MISSION OF THE GKM:
Working together to render community driven, economically viable and sustainable
services.
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VALUES OF THE GREATER KOKSTAD MUNICIPALITY:
The following values which are important to the municipality are as follows:
•
•
•
•
•
•
•
•
Accountability;
Transparency, honesty and integrity;
Accessibility;
Fairness;
Batho Pele – People First;
Dignity and Respect;
Professionalism;
Co-operation and Trust;
GKM AREA DEVELOPMENT PRIORITIES
Utilising information provided by: the situational analysis, Community consultation and
stakeholder inputs; whilst giving due recognition to the macro socio-economic and
political imperatives the following key priorities for GKM have been identified:
•
•
•
•
•
•
•
•
•
•
•
Water and sanitation provision, throughout the municipal area but especially in ward
I and II.
Electricity upgrades, roll-out, and roll-out of Free Basic Alternative Energy
(sustainable) to areas not electrified or planned for immediate electrification.
Implementation of a Slums Clearance Programme, throughout the municipal area to
be finalized by 2014.
To develop and implement an integrated housing programme to meet the housing
demands – including the various categories/types of needs.
To ensure accessible and affordable cemetaries.
To ensure efficient release of suitable land for business purposes, and land
redistribution purposes.
Provision of appropriate, accessible Health and education facilities throughout the
municipal area.
To develop and implement an integrated and co-ordinated HIV /AIDS plan
throughout the municipal area.
Construction and maintenance of the infrastructure; Roads, Public facilities
(including social facilities ie. Stadium upgrade in ward 2, sports facilities in ward 4
and MPCC/Thusong centres.)
To facilitate a diversification of the economy, and incentivize value-add
production/manufacturing to existing products.
To facilitate job creation strategies, and projects.
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•
•
•
•
To co-ordinate an integrated approach towards poverty reduction including different
sector involvement, in an attempt to increase monthly income, education and skills
levels and thus improve the quality of life of residents within the municipal area.
To expedite implementation of land reform: restitution, and redistribution projects
linked to sustainable service provision, and economic opportunities.
Implementation of infrastructure and support as a means of crime prevention,
especially in ward 6.
Implementation of infrastructural improvement and service provision co-ordination
for schools.
3.3 THE STRATEGIC FRAMEWORK
The Strategic Framework has been revised and grouped in line with the five Key
Performance Areas. For the purposes of accountability for services delivery, the
municipal key issues have been grouped into five national Key Performance Areas
(KPA’s) namely;
(i)
Infrastructure and services
a) A clean, safe and healthy municipality;
b) Universal access to quality, affordable and reliable municipal
services (water, sanitation, energy, and refuse removal,
transportation)
c) Regular investment in infrastructure and productive equipment
(ii) Social and Economic Development
a) Thriving and vibrant local economy and neighbourhoods;
b) Ongoing programme of contributing to the development of an
employable, educated and skilled citizenry;
c) Facilitation of job creation and access to business opportunities;
d) Continuous and positive interactions with all key economic
anchors and actors
(iii) Institutional Development and Transformation.
a) An IDP that is the expression of state-wide planning as a whole;
b) A balanced infrastructure investment and sustainable economic
development programme that is part of the IDP;
c) Establishment and functionality of all core municipal policies and
systems as required by law;
d) Implementation of continuous management reform and
improvement;
e) Empowering employees through focused and continuous
professional/skills development;
f) Development and functionality of effective accountability and
performance management mechanisms for councilors and
officials;
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g) Sound labour/management and HR relationships; and,
h) Increased and appropriate utilization of technology.
(iv) Democracy and Governance
a) Functional community participation mechanisms and ward
committees;
b) Established feedback mechanisms in order to ensure
responsiveness to communities;
c) Continuous and special attention to historically marginalized and
excluded communities;
d) Equal, easy and convenient access for the public to the
municipality and its services.
(v) Financial Management
a) Sound financial management systems;
b) Development of annual and medium term outlook on revenue
and expenditure plans and targets;
c) Reduced dependency on grant transfers; and
d) Timely and accurate accounting of public resources and
effective anti-corruption measures.
This grouping will facilitate effective functioning of institutional structures and systems to
ensure that national, provincial, and local spheres of government plan and work
collaboratively whilst ensuring that legislative requirements are met.
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NATIONAL KEY PERFORMANCE AREA: INFRASTRUCTURE AND SERVICES
DEVELOPMENT
PRIORITY
Universal Basic Service
Provision
OBJECTIVE
STRATEGIES
To ensure that all households,
and public service infrastructure,
within GKM have adequate water,
sanitation,
electricity,
refuse
removal and roads ensuring
accessibility.
WATER:
• Ensure the municipal priorities for installations of water points and local reticulation
systems for household provision are included in the District Municipality’s Water
Services Development Plan, Reviewed Integrated Development Plan, and Service
Delivery and Budget Implementation Plan annually.
• Ensure alignment of infrastructural development of the GKM, including schools,
clinics, halls and other public amenities with the Sisonke water services plan.
• Engage the District Municipality to initiate a partnership with Department of Water
Affairs and Forestry on spring protection programmes, rain harvesting programmes
and to promote water recycling.
• To institutionalise in a planning, monitoring, evaluating and reporting manner water
provision: within the Performance Management System process of the GKM.
SANITATION:
• Ensure the municipal priorities: for expansion and upgrading of sewage works;
areas that need to be reticulated and connected to waste treatment works; and
provision of sanitation as per minimum requirements throughout the GKM area, are
reflected in the Sisonke Districts Sanitation Plans, Reviewed IDP and annual
SDBIP.
• To institutionalise in a planning, monitoring, evaluating and reporting manner
sanitation provision: within the Performance management System process of the
GKM.
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DEVELOPMENT
PRIORITY
OBJECTIVE
STRATEGIES
Provision
To ensure that all households, ELECTRICITY/ALTERNATIVE ENERGY:
within GKM have adequate water, • Ensure Eskom implements prioritised electrification programme to achieve
sanitation,
electricity,
refuse
minimum requirements throughout the GKM area.
accessibility.
• Ensure maintenance, and planned upgrades of existing electrification system.
• Facilitate sustainability projects of communal woodlands for areas not linked to the
electricity network: DWAF and DOA.
• Ensure an energy-awareness, energy-saving campaign is implemented.
• Implement a programme of Sustainable Free Alternative Energy.
• Explore the feasibility of offering incentives through an incentives policy adopted by
GKM for ratepayers and businesses with regards to alternative energy utilisation.
• Plan housing projects to utilise alternative energy.
REFUSE REMOVAL/SOLID WASTE:
• Compile and implement an integrated waste management plan including coverage
of the entire GKM area:
*
*
*
*
*
recycling (PP – existing business & women or youth co-operative,
food for waste for “poverty pocket areas”/slums clearance,
anti-litter campaign (led by Department of Agriculture & Environmental Affairs),
*feasibility of energy utilisation from waste,
enforcement of by-laws.
development of easily accessible garden refuse transfer stations for residential
area of Kokstad town.
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DEVELOPMENT
PRIORITY
OBJECTIVE
STRATEGIES
Provision
To ensure that all households,
within GKM have adequate water,
sanitation,
electricity,
refuse
accessibility.
• Rendering of an efficient and effective service, resulting in a clean environment
utilising co-operatives as job creation contribution by the GKM.
• Waste Management focus areas identified and implemented: ie entrance to town,
main arterial routes, government buildings and surrounds.
• Business support in cleanliness and beautification in return for advertising rights
through adopt a spot approach.
TRANSPORT PLANNING –ROADS: traffic, maintenance and accessibility:
• Implementation of the District Transport Plan, and Traffic Department monitoring
thereof.
• Annual Review of the district transport plan Kokstad elements, and linkages.
• Develop adequate pedestrian pave/walkways on high volume routes ie. Linkage to
business areas.
• Assess feasibility of solar traffic, and street lights, high masts.
To ensure that all inhabitants of
GKM live in “formal”, needs based
housing by 2014, and are
serviced
appropriately
by
municipal services.
Housing
To implement the integrated housing sectoral plan, including all categories of housing
projects (rural, urban, ‘slums clearance, informal settlements, middle income,)
ensuring alignment of various services to ensure a safe, health and clean
environment. (nb is refuse removal and waste management), verge cutting, green
spaces/recreation.
Ensure aesthetically pleasing housing projects include social space, green space and
materials are SABS approved and are coordinated aesthetically.
Implement a homeownership responsibility programme during social facilitation
phases of project implementation.
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DEVELOPMENT
PRIORITY
Housing
OBJECTIVE
STRATEGIES
To ensure that all inhabitants of
GKM live in “formal”, needs based
housing by 2014, and are
serviced
appropriately
by
municipal services.
Explore installation of alternative energy (solar) for housing projects (household usage,
street lights), and implement an energy saving awareness programme for new
homeowners.
Explore water-saving methods, and pilot a housing project ie. (rain harvesting etc)
Annually update housing beneficiary registers, and develop a strategy for occupation
to ensure timeous, correct occupation upon completion.
Clean
and
Environment
Healthy
To ensure that people of GKM
enjoy a clean and healthy
environment at all times.
To give focused attention to an integrated waste management approach including:
anti-littering campaign, recycling, by-laws.
To establish a working service level agreement (relationship) with the function of
environmental health, and link environmental health reporting into performance
management processes.
Public
Building
and
facilities
Management
and
Infrastructure
maintenance.
To ensure all public buildings and
facilities are maintained, and
community-user-friendly.
Develop annual maintenance and development plans for public buildings, and public
facilities.
Utilise the Youth maintenance programme of the EPWP, and local co-operatives for
building maintenance.
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KEY PERFORMANCE AREA: SOCIAL AND ECONOMIC
DEVELOPMENT
PRIORITY
OBJECTIVE
STRATEGIES
To ensure a thriving economy:
both first and second economies
with shared growth of 3% average
per annum.
CREATION OF AN ENABLING ENVIRONMENT: for investors, and
smme/co-operatives and second economy development.
To develop and implement an incentives for direct investment policy,
programme and implement (linked to job creation, value-add, within
SDF framework)
To support smme’s and co-operatives: through SEDA, YAC, supply
chain management of the GKM PPPFA utilisation and EPWP.
To develop and implement a social
programme: policy and implementation.
corporate responsibility
Enhance the GKM Institutional capacity to enable economic
development ie. LED forum, and linkage to business and marketing.
Implementation of a Second Economy management information
system including
development of enabling bylaws, and skills
development and support programme for traders.
Ensuring infrastructural development and maintenance, and service
provision, and approvals are efficient (town planning, licences etc).
Within the SDF and LUMs develop a pro-active “land identification and
acquisition” strategy to enable investors and developments.
MAINTAIN AND EXPAND THE MUNICIPALITY’S POSITION AS
THE MAJOR ECONOMIC GROWTH & SERVICE NODE IN THE
REGION:
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DEVELOPMENT
PRIORITY
OBJECTIVE
STRATEGIES
with shared growth of 3% average
per annum.
Formulate and implement an agricultural development strategy: focusing on
diversification of products (niche focus), and value-add and transformation of
the sector through joint efforts with Farmers Organisations/commodity
organisations, Department of Land Affairs and GKM.
Through Area Based Planning processes of the Department of Land Affairs:
and public participation identification of 30% of white owned land to be
utilised for redistribution purposes. Develop strategies such as “right of first
refusal to the state”, education of land-owners around political imperative of
pro-active land redistribution, and benefits for society and the economy
Poverty Reduction
To ensure 20% reduction in
unemployment by 2012.
Ensure development is within the SDF and LUMS frameworks.
Undertake a study to identify the municipalities competitive advantages, and
develop strategies to harness these.
SHARED GROWTH and EQUITY:
Ensure points allocation within PPPFA supply chain framework for
smmes/cooperatives which are local in public works programme, and service
provision of GKM.
Ensure land reform is enabled and linked to economic opportunities and
service provision.
To maximise GKM’s employment generating capacity through its supply
chain management policy, and other departments ie. Transport, Land Affairs.
To ensure social programmes to
assist poor are effective and
efficient. As the GKM to ensure
integration, co-ordination and
reporting.
To include job creation as a criteria within an Investment/Development
Policy/Incentives Policy and implement.
To ensure all inhabitants have
housing,
water,
sanitation,
electricity and refuse systems by
2011.
To develop and implement a poverty reduction plan/strategy: “povertypocket” approach, and co-ordination of interventions linked to planning,
monitoring, evaluation and reporting processes of GKM performance
management system.
To ensure housing projects include a community development dimension
(including linkage to other social programmes).
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DEVELOPMENT
PRIORITY
OBJECTIVE
STRATEGIES
Poverty Reduction
To ensure 20% reduction in
unemployment by 2012.
To monitor backlogs implementation and ensure co-ordination thereof
through institutionalised approach linked to Performance Management
System.
efficient. As the GKM to ensure
integration, co-ordination and
reporting.
Roll out the Sustainable Free Basic Alternative Energy programme.
Implementation of the Indigent Policy of the GKM, and assist the district to
finalise their water indigent policy for implementation.
housing,
water,
sanitation,
electricity and refuse systems by
2011.
Health
care
and
HIV/Aids Reduction
To ensure that infections in GKM
are reduced by 30% by 2012
To partner various institutions to implement a community awareness and
prevention programme.
To provide support to the organisation through an Employee assistance
programme.
To ensure a comprehensive health situational analysis in terms of facilities,
basic services within facilities, and health programmes and accessibility, and
diagnostic evaluation and strategy developed to improve health status of the
municipal area.
To mainstream HIV/Aids within the organisation’s operations.
To implement, in a co-ordinated fashion with other relevant service
providers, a comprehensive and integrated Aids treatment programme.
To ensure the provision of appropriate facilities and programmes (including
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DEVELOPMENT
PRIORITY
Health
care
and
HIV/Aids Reduction
OBJECTIVE
STRATEGIES
To ensure that infections in GKM
are reduced by 30% by 2012
life skills and education) for the care of AIDs orphans.
To ensure health care facilities have the necessary basic service provision
and are accessible within annual planning of the district, and other
responsible sector departments.
Support healthcare initiatives around awareness raising, and immunisation
drives through marketing, and utilising structures.
Nominate a Political Champion for health care matters.
Gender
To ensure that the needs of
women, and gender relations are
taken
into
account
and
integrated/mainstreamed
within
the Municipalities operations.
Disability
Education, Training and
Skills development
Community facilities
To ensure the needs of physically
challenged residents and visitors
needs are taken into account and
mainstreamed within municipal
operations.
To improve the education and
skills levels within GKM to meet
the needs of the economy and
local government.
To ensure all communities have
access to basic community
facilities and social services.
To ensure the administration prioritises the employment of women through
its employment equity plan.
To ensure women representation in Council institutional arrangements ie.
Structures.
To ensure each department has a operational mainstreaming plan, which is
implemented annually: which is integrated into a broader organisational
gender framework and programme (including employment targets for
developments, and service provision)
Develop and implement a disability programme including: awareness,
sensitisation, needs, municipal buildings and development plan approvals,
and projects, events.
Institutionalise disability within the GKM.
To ensure alignment of skills development programmes with the economic
priorities of the area, and needs of local government.
To ensure integration of education matters in Planning within the district and
local municipality: access to basic services.
Complete an audit of existing facilities, and consult on needs and service
standard, to develop a community facilities development plan.
Identify suitable locations for MPCC’s, and ensure a programme for roll-out
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DEVELOPMENT
PRIORITY
OBJECTIVE
STRATEGIES
of multi-purpose community centres/Thusongs provide all government
services, and are user-friendly. (social programmes, municipal services,
policing, youth programmes, HIV/Aids included in health. )
Ensure geographical coverage of libraries throughout the municipality.
Develop and implement a programme to develop affordable, accessible
cemetaries for inhabitants of GKM area.
Safety and Security
To ensure all residents live in a
safe and secure environment: to
reduce crime.
Facilitate the alignment of service provision of roads, water, sanitation and
energy to schools, and health care facilities annually.
Implementation of a local crime prevention strategy aligned to the national
crime prevention strategy within a partnering approach.
Prioritise high crime areas for street lights, high masts and community sector
policing initiatives.
Ensure visible policing, and crime reporting is accessible to all inhabitants.
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KEY PERFORMANCE AREA: INSTITUTIONAL DEVELOPMENT AND TRANSFORMATION.
DEVELOPMENT
PRIORITY
Organisational
Development
OBJECTIVE
STRATEGIES
To ensure an efficient and
effective developmental local
government.
To assess the functions required to be performed, and necessary resources,
existing and predicted resources, in relation to current staffing of the GKM in
relation to number of posts, posts filled, vacancies per function. This in order
to optiminally structure the organization. (Don’t know it seems that there was a
process of developing a HR development strategy which has been
implemented?)
Once functions and structure are assessed, and staffing at an acceptable
level, implement an organizational change culture process.
To prioritise skills development, learning support and career pathing within a
staff development programme, which has one element of workplace skills plan
development, bursary scheme for staff.
To develop, implement and review annually the employment equity plan.
To implement the approved Employee Assistance Programme.
Ensure linkage
implementation.
between
employment
equity
and
recruitment
policy
Implement, and continually assess various policies: recruitment and retention
policy;
Risk Management
Corruption
&
To minimize and mitigate risks.
Audit MFMA compliance (through shared service and/or outsourcing) Annual
plan and implementation. Audit Committee.
To ensure minimal corruption.
Facilitate the development of a “risk-aware” culture through skills to identify
risks, and develop control measures to mitigate risks.
To develop and implement a fraud prevention plan, and raise awareness of
whistle blowing channels within the organization and with the residents of
GKM.
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KEY PERFORMANCE AREA: GOVERNANCE AND DEMOCRACY
DEVELOPMENT
PRIORITIES
Governance
OBJECTIVES
STRATEGIES
To ensure continuous functioning
of Council with the view to
addressing community needs.
Development and Implementation of a Corporate Governance Charter.
To strengthen and consolidate participatory governance through ward committees
institutionalization. (ie linkage to Council and to communities they represent)
To follow up with DLGTA and/or DPLG regarding cell phone allowances for ward
committee members.
To ensure continuous functioning of Council’s governance structures.
Governance
To
ensure
integrated,
ordinated government.
co-
Communication
To
ensure
well
informed
inhabitants of the GKM, and the
organization of GKM.
To mainstream the community development worker programme within the area
across all government departments/service providers, to ensure complete
community service/linkage to government.
To ensure continuous participation and adherence with Inter-Governmental
Relations.
Implementation of the internal and external communication strategy and
community participation strategy.
Implementation of various communication policies ie. Communication Services
Plan, Internal Communication, Policy on Ward committees, language policy.
On various operational matters related to services adhoc communication through
creative means.
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NATIONAL KEY PERFORMANCE AREA: FINANCIAL MANAGEMENT
DEVELOPMENT
PRIORITY
Financial Management
OBJECTIVE
STRATEGIES
To ensure effective and efficient
expenditure
and
revenue
management.
Implementation of a creditors control and debt collection policy and
procedures. (timeous payment to creditors, and penalties for non-payment of
debtors/timeous recovery of debt).
Ensure business processes from supply chain management through to
expenditure management flow with single point accountability.
Ensure business processes from building control issuing of compliance
certificate to recording, and billing for rates flows.
Put in place, and monitor control measures to mitigate risks of overexpenditure, fruitless expenditure and un-authorised expenditure.
Monthly cash flow meetings of management: and compilation of S70 and S71
MFMA reports.
Ensure business processes are governed by time, responsibility and linked to
performance management especially in billing.
Develop a revenue-enhancement strategy and implement. (identification of
potential revenue, to be captured and where challenges in collection exist how
to address them).
Develop and implement a capital finance strategy.
Develop and implement a cost reduction strategy.
To expand grant funding for operational purposes.
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DEVELOPMENT
PRIORITY
OBJECTIVE
Asset Management.
To ensure optimum utilisation of
the all municipal assets.
Supply
Management
To ensure the GKM has the SCM
system that is effective , efficient
and transparent.
Chain
STRATEGIES
To implement the Property Rates Act.
To develop an asset management strategic policy, and implementation.
Fleet Management policy and procedures implemented, reviewed.
Implementation of the Supply Chain Management policies and procedures.
Assess points allocation strategy to achieve maximum economic benefits for
the area, co-operatives, youth, women and smme’s (set-asides).
Detail Business processes, and link to time-frames and responsibilities and
develop into a service level agreement between core and support function
departments/responsible officials. Link into the performance management
system to ensure timeous, value for money supply chain management.
Budgeting and Reporting
To ensure that the GKM complies
with all the relevant pieces of
legislation
with
regard
to
budgeting and reporting
Database management, and develop and implement strategies to ensure
timeous support services ie. Accredited retainer database.
Integrated aligned IDP, PMS and budget process plan.
Legislative reporting. Capacity allocated.
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GREATER KOKSTAD MUNICIPALITY IMMEDIATE PRIORITIES
COUNCIL’S SHORT TERM INTERVENTIONS
As part of its recovery plan, the Council has approved the Municipal Turnaround
Strategy. The turnaround strategy seeks to achieve the following within the next 12 to 18
months.
a)
b)
c)
d)
e)
Addressing Audit Report for not getting disclaimer to unqualified report.
Review Structure/Organogram
Align national, provincial, municipal strategic objectives
Renovate municipal offices: house all employees in one area
Complete infrastructure backlogs
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HIGH LEVEL SPATIAL DEVELOPMENT FRAMEWORK (SDF)
DEVELOPMENT INFORMANTS
In developing the Municipal IDP, the Municipality took into the consideration the
following development informants:
•
•
•
•
•
•
Population Density
MINSET Data
C-PLAN Data
Agricultural Land Potential
Proposed LUMS
Existing Adopted SDF’s.
GREATER KOKSTAD SPATIAL DEVELOPMENT FRAMEWORK PLAN
Movement Corridors
The corridors are the main structures that hold the spatial framework in place. The
corridor is effective in linking infrastructure and economic development as towns and
structures are connected to each other via the transport network like “beads on a string”.
The Movement Corridors linking the primary nodes, hubs, secondary nodes, and
satellites were proposed as follows:
•
•
•
Primary Corridor:
Secondary Corridor:
Tertiary Corridors
Primary Corridors
R617, N2, R56 are the primary corridors within the Municipality providing high linkages
with surrounding municipalities and economic nodes.
Secondary Corridors
D609 joining D622 to Wansbeck, D604 link and R602-1 Link, are secondary corridors
which their potential could be strengthened through tarring.
Tertiary Corridors identified provide vital linkages to service satellites in the district
and ensure connectivity with service delivery in the communities
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Nodes
In terms of the Greater Kokstad SDF, the Settlement Hierarchy proposed for the
municipal area is as follows:
•
•
•
Primary Commercial Node - Administrative and Economic Centre: (Kokstad)
Secondary Commercial Nodes – Distribution Point (Franklin and Swartberg)
Satellite Service Nodes - Delivery of Supplementary Services (New Amalfi and
Kingscote)
Urban Expansion / Mixed Use Nodes
These were identified around the boundaries of Greater Kokstad Urban Scheme area.
These are unproductive agriculture areas for subdivision and mixed-use development.
Proposed Future Development for Urban Expansion
•
•
•
•
•
Municipal Civic Center –Municipal Offices and mixed used development closer to
CBD
Mamiesa Development –Private Developer –Mixed Used development.
Respond Housing –Social Housing & Rental Stock.
Diocese of Umzimvubu – Private Developer -Mixed use development.
Pimenta Park Car Showroom –Private Developer-Commercial development
These are the areas, which form the interface between the existing built-up urban areas
and the surrounding agricultural area, where development pressures are likely to occur.
These areas have potential for urban expansion in the form of Residential development.
Areas of Conservation Significance / Adventure and Eco-tourism
Areas of conservation significance consist of both private and communal land which
have important water and nature conservation values, but do not enjoy formal legal
protection.
The intrinsic bio-diversity value of eco-systems and natural habitats on agricultural
farmlands provide the basis for eco-tourism diversification and sustainable farming
practices, thus activities need to be carefully planned in order to integrate with the
environmental attributes and minimize any negative impacts.
These include major wetland systems, Natural forests, Medicinal Plants, threatened
species, important species and grasslands.
Commercial Agriculture and Tourism
Well-managed agriculture occurs almost throughout the municipality. Future
development of the municipality should seek to preserve the agricultural land in the area,
develop its specific potentials and provide for diversification eg. Tourism.
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Land Redistribution for Agricultural Development (LRAD) and Proactive Land Acquisition Strategy
(PLAS)
The Department of Land Affairs has the following Programmes in Greater Kokstad
Municipality:
•
•
•
•
LRAD and PLAS
Land for human settlements (Erin Farm, Altone Farm, Sheltered Vale, Vieslam,
Mielville Park, Farm Brookside)
Post transfer implementation (Thuthukangela, Ekuthuleni and thuthukani land trust)
Labour Tenants
Poverty Alleviation and LED Initiatives
The Greater Kokstad Municipality has embarked on an initiative to acquire land for
agricultural projects as part of local economic development and poverty alleviation
through assistance of Department of Land Affairs.
Existing Housing Projects
Makhoba, Willowdale Farm (Pakkies), Franklin and Horeseshoe are current housing
projects within the Greater Kokstad Municipality.
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CHAPTER FOUR: INSTITUTIONAL AND
ORGANISATIONAL PLAN
4.1
INTRODUCTION
The integrated institutional plan provides a plan for the functional improvement of the
municipality as an organization. This framework is provided in terms of assessments
made in respect of the broad strategic imperatives that aim to improve development and
service delivery. Among others, the following were also considered: workplace policies,
powers and functions, IDP implementation and skills requirements.
This plan serves to highlight the institutional requirements of the municipality necessary
to carry out the activities as detailed in the IDP as means to contribute to a close
planning and implementation link. The institutional plan together with financial,
performance management and disaster management plan constitute the municipalities
operational strategy. This plan is aimed particularly at identifying the skills required to
implement the IDP against the existing skills within the organisaton. The output should
be the strategies and projects to close the identified gaps.
The administration comprises five business units, and a total of 438 posts. The business
units are aligned to GFS functions, and aligned to Portfolio Committee’s.
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PORTFOLIO COMMITTEES
EXCO
MUNICIPAL MANAGER
BUDGET AND IDP COMMITTEE
Management Committee
1.
2.
3.
Executive Support Officer
Manager: Special Programmes
Co-ordinator Public Participation
Executive Manager:
Financial Services
MANAGEMENT COMMITTEE
Executive Manager:
Social Development
Executive Manager:
Infrastructure, Planning
and Development
Executive Manager:
Corporate Service
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4.2
ADMINISTRATIVE STRUCTURE AND FUNCTIONS (Detailed organogram
annexured)
The Greater Kokstad Municipality is structured according to functions it is required to
perform, these functions are aligned to GFS reporting. The structure comprises business
units: core function and support function units. The organization comprises five business
units, namely: Office of the Municipal Manager; Financial Services; Social Development;
Infrastructure and Corporate Services.
Each business unit has key performance area responsibilities, which together fulfill the
mandate of local government, in terms of outputs and outcomes.
TABLE: ILLUSTRATION OF POSITIONS IN THE FINAL ORGANOGRAM
DEPARTMENT
NO.
OF
POSITION
11
FILLED
POSITION
6
UNFILLED
POSITION
5
VACANCY RATE
BUDGETED
45.5%
2
Office of the Mayor /
Speaker
Corporate Services
5
4
1
20%
0
29
24
5
17.2%
1
Financial Services
45
38
7
15.6%
7
Infrastructure Services
Social Development
166
210
123
184
43
26
25.9%
12.4%
16
12
TOTAL
438
379
87
18.5%
38
Office of the MM
Core Function Departments such as Infrastructure Services and Social Development will
be accorded priority status in the filling of posts: as will the Office of the Municipal
Manager, which is critical for strategic, compliant, governance and operations over-all of
the municipality.
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BUSINESS
UNIT
Office of the
Municipal
Manager
KPA
STRATEGIC OBJECTIVES
Strategic Leadership
1. To provide strategic leadership to all operational activities of the municipalities;
2. To Provide the link between the political leadership and administrative activities of the
municipality;
3. To Provide strategic leadership and guidance in the development and implementation of the
IDP, Budget and SDBIP, and performance management;
4. Identify and develop new business initiatives for the municipality;
5. Ensure alignment of municipal activities to National and Provincial Priorities; and
6. Ensure that Council policies and all the relevant pieces of legislation are implemented and/or
complied with
1. Enhance institutional delivery capacity by researching, analyzing and implementing best
practices;
2. Design, develop and implement systems and processes to improve the municipal operational
efficiency
3. Define and implement effective management systems;
4. Ensuring optimum utilizations of resources and value for money;
5. Manage and develop human capital talent and ensure that the municipality has effective and
consistent people management policies; and
6. Provide adequate physical, financial and other resources for the achievement of the municipal
strategic goals.
Institutional Capacity
Development
and
management
Public Participation
1. Develop and promote community participation in government activities;
2. Consult stakeholders and solicit input on the development of the IDP and the Municipal Budget;
3. Lead, manage and coordinate the performance of the Community Development Workers
(CDW’s), Ward Support Clerks and Ward Committees;
4. Initiate, develop and coordinate programmes and interventions for ensuring maximum public
participation in municipal programs;
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BUSINESS
UNIT
Office of the
Municipal
Manager
KPA
Youth, Women,
Children,
Disabled
and
Gender
issues
and
special
programs
1. Manage and coordinate activities related to the youth, children, disabled and women;
2. Coordinate events associated with youth, children, disabled, women and gender programs
3. Identify, support and coordinate Sporting activities within the municipality;
4. Develop and Implement programmes on special programmes.
Stakeholder
management
1. Develop and maintain good relations with key stakeholders, relevant National and Provincial
Government Departments and Civil Society Organisations;
2. Manage relationships both internally and externally;
3. Enable and leverage networking ability across public and private entities to facilitate
collaboration;
Marketing
and
Communication
1. Maintain and enhance a positive image of the municipality;
2. Develop and implement municipal communication strategy in line with key functions of the
municipality;
3. Develop and maintain strong relations between the municipality and the media
4. Arrange media conferences and media release for the municipality
5. Provide advice on communication matters and draft speeches for the Mayor, Deputy Mayor
and the Municipal Manager;
6. Represent the municipality in all communication forums;
7. Manage and oversee the implementation of the municipal outreach programs
Internal Audit and
Risk Management
1.Identify all risks, develop and implement risk management strategies for the municipality;
2.Assess the effectiveness and efficiency of the control environment within the municipality and
weaknesses have been identified, develop procedures to reduce such risks;
3.Ensure that the municipality has an effective annual internal audit plan;
4.Ensure that the audit committee is functional and provide sufficient oversight role to the audit
committee;
5.Provide leadership in the establishment of a culture that emphasizes internal control systems as
an important priority within the municipal operations.
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BUSINESS
UNIT
Financial
Services
(office of the
CFO
KPA
Expenditure and
Revenue
Management
1. Ensure timeous disbursement of funds to all creditors owed by the municipality;
2. Ensure that all expenses being paid for are budgeted for and that are sufficient funds in the
relevant budget;
3. Monitoring of cash flow for the municipality;
4. Assess expenditure pressures and enforce fiscal discipline;
5. Ensure the sustainable financial health of the Municipality;
6. Ensures recoverability of all the funds that are due to the Municipality;
7. Ensure accurate billing for rates, electricity and other services provided by the municipality;
8. Ensure the effective implementation of the municipal credit control and debt collection
procedures;
Supply
chain
management
1. Develop, maintain and implement procurement policies and procedures to effect the timely
purchasing and delivery of goods and services to meet the operational needs of the
municipality as aligned to the IDP and the SDBIP;
2. Manage the fleet and all movable and immovable assets of the municipality from the
demand, acquisition, logistics and disposal stage.
3. Ensure the cost-effective procurement of goods and services.
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BUSINESS
UNIT
KPA
Budgeting,
reporting
Compliance
and
1. Development of annual budgets in collaborations with other departments;
2. Development and maintenance of financial policies and procedures and ensuring that all
staff within the municipality
3. Ensuring that the Municipality has an effective and efficient system of internal audit
4. Ensuring that the Municipality has an effective Audit committee that is informed on a regular
basis of any deviations from the financial policies and procedures, and/or non compliance
with the MFMA and Treasury Regulations;
5. Advising the Council and Management of any changes in legislation and recommending
adjustment of policies accordingly;
6. Ensuring that all reporting requirements are met;
7. Engaging with internal and external auditors in ensuring that sound financial practices are
adhered to and that an annual audit plan is compiled;
8. Development of the municipal annual compliance plan;
9. Reporting on the implementation of the annual compliance plan;
10. Reporting alleged irregularities and non-compliance with the compliance plan;
11. Providing guidance and support to the Municipal Manager regarding all matters of
compliance;
12. Coordinate the development of the SDBIP;
13. Management of documents to be placed on the municipal website in compliance with the
MFMA and the Municipal Systems Act; Communication function
14. Management and Development of the website. Communication function
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BUSINESS
UNIT
Corporate
Services
KPA
Administration
1.
2.
3.
4.
Human
Resources
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
Council support:
committee
and
auxiliary services
1.
2.
3.
4.
Develop
and execute administrative municipal policies
and delegations of
competencies;
Plan coordinate and implement strategies and processes which facilitate the
enhancement of operational efficiencies within the municipality;
Management of municipal properties and contracts;
Management of records (in compliance with national archives act) and provision of
auxiliary services.
Provide strategic human capital leadership to the Municipality;
Ensure synergies and standardization of HR policies and procedures across all
departments within the Municipality;
Initiate and manage the implementation of human capital strategies
Identify solutions to deal with changing external and internal demands;
Ensure compliance to HR Policies and procedures;
Management of all employer/employee relation matters;
Representing the Municipality in all matters of dispute resolution and consultation;
Designing and implementing the Municipal Employee Relations philosophy, strategy and
approach;
Effective implementation of the labour legislative framework and the Collective
Bargaining agreements;
Effective management of information systems relating to employee relations;
Strategic management of the remuneration function within the municipality;
Management of the job grading/evaluation within the municipality;
Provide functional and operational support to all the activities of the Council;
Provide the recording and minute taking services for the Council, EXCO and committees
of the Council
Coordination, development and issuing of agenda for all scheduled Council, EXCO and
Committee meetings
Provision of support in the implementation of council resolutions.
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BUSINESS
UNIT
Corporate
Services
KPA
Information
Communication
and Technology
1.
2.
3.
4.
5.
6.
Social
Development
Public Facilities
and
Social
Amenities
1. Manage horticulture, public open spaces, cemeteries and nurseries;
2. Manage, maintain community halls, public toilets and other municipal facilities (municipal grounds
and sports fields)
3. Provision of security in all public facilities;
4. Provision of library and related services to the community of Kokstad.
Protection
Services
1. Enforce the municipal by-laws;
2. Manage the development and implementation of policies to regulate the transport services within the
municipal area of jurisdiction;
3. Evaluate and process learner/driving license applications;
4. Promote road safety;
5. Coordinate street signs, marking and names;
Disaster
Management
1. Plan the municipality’s ability and capacity to respond to disasters occurring within the municipal
area of jurisdiction;
2. Create and maintain disaster related data and refine it into useful information for the prevention of
the recurrence of similar disasters;
3. Perform disaster awareness campaigns in the community;
Maintain data integrity within the municipality;
Installation and configuration of software;
Information and data security administration;
Data analysis
Management and maintenance of network functions
Take full responsibility for the development and maintenance of the municipal website;
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BUSINESS
UNIT
Social
Development
KPA
Disaster
Management
4. Perform fire fighting services within the municipal area of jurisdiction
5. Ensure adherence to all relevant legislation, codes, standards and guidelines for disaster
management
6. Plan coordinate and participate in environmental management activities of the municipality;
7. Coordinate and maintain the disaster management GIS system, including the compilation of risks
and vulnerability maps;
Waste
Management
1.
2.
3.
4.
5.
6.
Removal, transportation and disposal of refuse ( household and business)
Management and maintenance of Landfill site
Management and maintenance of cleansing services in the GKM area of jurisdiction
Development and management of recycling systems and sites
Development, management and maintenance of cemetery systems
Development and management of systems for Indigent and Pauper burial
1.
2.
3.
4.
5.
Oversee and manage social infrastructure development backlogs reductions ;
Oversee the technical aspects of the infrastructure projects;
Manage quality control and specifications of projects;
Manage project finance and reporting;
Oversee the achievement of the millennium development goals (MDG’s)(affordable housing,
access to water, access to electricity and/or alternative energy, poverty eradication and job
creation);
Oversee and manage project deliverables and schedule the implementation thereof;
Oversee the design, construction and maintenance of roads, drain and storm water systems;
Oversee and monitor local community employment in infrastructure projects;
Oversee and monitor the development and participation of women, youth and disabled in the
construction industry;
Monitoring and implementation of the Expanded Public Works Program in all infrastructure
program,
Supervise consultants and contractors;
Infrastructure,
Planning and
Development
6.
7.
8.
9.
10.
11.
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BUSINESS
UNIT
Infrastructure,
Planning and
Development
KPA
Electricity
1. Managing the electricity distribution function and energy services within the jurisdiction of the
municipality;
2. Providing public lighting within the jurisdiction of the municipality;
3. Developing the electricity network and the operation of the electricity services within the municipal
area of jurisdiction;
4. Evaluating, facilitate and implement renewable energy resources and energy efficient measures
throughout the municipality;
5. Maintaining links with key sector role-players like Eskom NERSA, DME and representing the
interest of the municipality in relation to bulk supply and regulation of the industry;
Planning
and
Development
(includes Housing
– national and
provincial
competency)
1. Facilitate and manage the appropriate sustainable and integrated spatial planning and
development within the municipal area of jurisdiction;
2. Oversee and direct the implementation of the Municipal spatial planning program;
3. Manage the development and maintenance of the Land Use Management function;
4. Manage the development and maintenance of the Geographic information System (GIS);
5. Oversee the enforcement where land use legislation was violated;
6. Formulate the municipal spatial development framework;
7. Liaise with the Provincial Department of Housing on matters relating thereto
8. Registration of people on the housing waiting list;
9. Verification if people registered on the waiting list;
10. Attending to public enquiries regarding housing queries;
11. Conducting housing consumer education; liaising with provincial housing department on the
verification of housing beneficiaries;
12. Liaising with the provincial housing department to ensure compliance with statutory requirements;
13. Stimulate and manage the Local Economic Development in the Municipality;
14. Identify new economic opportunities, resources, strengths and limitations within the local municipal
context;
15. Identify, support and coordinate LED activities within the Municipality;
16. Perform technical, financial and entrepreneurial training of the SMME’s
17. Source funding for the LED projects from relevant institutions and donors;
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4.3 HUMAN CAPITAL INVESTMENT
Giving due recognition to the priority of ensuring the recruitment of suitable personnel,
supporting, skilling, retaining and growing, the human capital investment is a priority area
of the GKM in its strategy of ensuring efficient and effective service delivery.
4.4.1
Skills Development
There is a Skills Development Plan in place and it has been implemented and the
municipality is implementing it accordingly. Annually a skills audit in relation to the
functions of the municipality and priorities for that year will be undertaken to inform the
skills development plan. This plan is funded through the SETA claiming process.
In addition to the annual skills plan the municipality has a bursary scheme for staff
allocated budget annually, and grant funding from National Treasury is to be utilized for
skilling financial staff to ensure MFMA compliance and sound financial management.
4.5
CORPORATE TOOLS AND SHARED SERVICES AND PARTNERSHIPS
All spheres of government are functional and they are being utilized to fast track the
development and other issues that are faced by the Greater Kokstad Municipality.
4.5.1
i)
Inter-governmental relations structures
THE PREMIER’S COORDINATION FORUM (PCF)
In accordance with the Intergovernmental Relations (IGR) Act (2005), the District
Mayor participates in the PCF. This forum is coordinated by the Provincial Office of
the Premier.
ii)
THE MAYOR’S FORUM
In the district there is a functional Mayors Forum which meets quarterly. This is
coordinated by the Office of the Mayor –Sisonke District Municipality
iii) THE MUNICIPAL MANAGER’S FORUM
In the district there is a municipal managers forum which meets quarterly to discuss
matters of mutual interest to municipal managers in fulfilling their functions, and the
districts priorities. These meetings are coordinated and convened by Sisonke
District Municipal Manager
iv) THE SPEAKER’S FORUM
Such a forum has not been established. within the District.
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4.5.2
Enterprise Resource and Planning
In its continued striving for excellence and professionalism with service delivery,
GKM will be attempting to secure a technologically advanced world class system
during the period 2008-2012. As an organization there are areas of operations which
are not efficient and effective, which means time is not optimally utilized, and officials
and business processes are often not optimally integrated and delineated. Business
Processes would be improved through implementation of such a system: either as a
district or as a local. The benefits of such as system will be:
• Skills improvement, lessening consulting fees/expenditure;
•
An integrated system of administration;
•
Less wasteage of paper, and administrative costs;
•
Reaching compliance with the Auditor-Generals requirements;
•
Cost savings, in billings, database management;
•
Streamlining back-office operations
•
Centralised information source.
4.5.3
Risk Management
Risk Management contributes to good corporate governance by providing reasonable
assurance to government that the municipal organizational objectives will be achieved
within a tolerable degree of residual risk.
Risk is an intrinsic part of all activities undertaken by the municipality. However in
accordance with MFMA compliance the GKM ensures the following:
•
An annual risk assessment;
•
An annual risk management plan is developed and implemented;
•
Audit Capacity is available for the Municipality, with an Audit Charter and an
Audit Committee, of which minutes are tabled at the Executive Committee
meeting for noting.
•
Business Process Mapping, and delegations include checks and balances to
mitigate potential risks pro-actively.
HUMAN RESOURCE CAPACITY VS DELIVERY OF PROJECTS
The Municipality has endeavored to put together a HR strategy that responds to the long
term development plans of the Municipality as reflected in the IDP. The HR Strategy is
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aimed at ensuring success of sustainable development plans and service delivery plans
of the Municipality which goes beyond the cycle of the IDP itself.
Human Resources Plan
The HR Plan is informed by the service delivery priorities and challenges identified
through a thorough process of service delivery needs analysis of the Municipality as
prescribed in the IDP formulation framework.
The Human Resources Plan is further expressed through a detailed organogram of the
Municipality with provision of 438 posts (which is annexured to this IDP). This
organizational structure is broken down as follows:
a)
b)
c)
d)
e)
f)
Office of the Municipal Manager
Offices of the Mayor and Speaker
Corporate Services Department
Financial Services Department
Social Development Department
Infrastructure Department
–
–
–
–
–
–
11 posts
5 posts
29 posts
45 posts
210 posts
166 posts
Training and Development
The Municipality conducts training needs survey and analysis of both Councillors and
employees on annual basis with a purpose of addressing the skill development needs.
An annual training plan is formulated with the purpose of spending funds allocated for
training. An annual training budget of not less than 0.5% of the total wage bill is set aside
for in-service training interventions and conditional educational grants.
Employee Health and Safety Plan
The Municipality has established a Health and Safety Committee. Meetings of this
Committee take place monthly. The Municipality has conducted an Employee Health and
Safety audit with a view of improving employee health and safety in the workplace. First
Aid distribution stations have been established throughout the workplace. An Employee
Wellness Programme has been established to deepen the employer supported
employees affected and infected by HIV and Aids and psycho-social and health related
problems.
Labour Relations Management Plan
The labour relations landscape of the Municipality is characterised by adherence to the
prescripts of labour laws of the country. A dedicated Labour Relations unit has been
established for planning and co-ordination of labour relations management within the
Municipality. A Local Labour Forum is established with 16 members and meets 14 times
per year. Good relations exist between SALGA and Bargaining Council on one side and
the Municipality on the other side. Compliance requirements labour laws and collective
agreements are affected by the Municipality.
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Strategy for Recruitment and Retention of Staff
The Municipality has formulated both recruitment policy and recruitment management
regulations as means of tightening its recruitment strategy. These two instruments of
governance in the arena of recruitment serve as prescriptive framework for management
of recruitment activities within the Municipality. Provision of customary fringe benefits in
the form of Pension fund, medical aid, leave days including 4 month-maternity leave,
Group Financial Scheme, Housing subsidy and service and performance bonus is an
integral part of the retention strategy of the Municipality. Senior officials of the
Municipality are employed on contract basis with a provision for payment of performance
bonus of up to a maximum of 14%
Equity Plans for Skills Development
A service provider will be appointed to develop an employment equity framework, which
will take into account the skills requirements and general representatively within the
Municipal workforce. This assignment will be completed within 2007/08 financial year for
implementation with effect from 20008/09 financial year
Skills Development Strategy Aligned to Scarce Skills Within the Municipality
The Municipality has identified the following areas where there is a critical skills
shortage:
Local Economic Development,
Electrical Engineering,
Project Management,
Integrated Development Planning and
Traffic Management
Municipal Finance and Administration Programme
The following training interventions have been affected in the above areas:
3 learners have been placed on Local Economic Development
Training programme
12 learners from the staff have been placed on Electrical
Engineering training programme
12 Councillors and officials have been placed on IDP training
Programme
13 officials will be placed on Project Management training
Programme
12 officials have been placed on Municipal Finance and
Administration Programme training programme
HIV and AIDS Plan
The Municipality launched an HIV and AIDS awareness programme on 8 December
2007. The Municipality is currently putting together an employee wellness programme. A
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number of support services not necessarily confined to HIV and AIDS will be provided to
support employees.
Employment Equity Plan ( in terms of Employment Equity Act)
The Employment Equity framework will provide a framework for improving gender equity
within the ranks of the Municipal workforce. Earnest attempts to achieve equity in gender
within a prescribed framework will commence in 2008/09 financial year.
Adopted Policies during the financial year 2006/2007:
a)
b)
c)
d)
e)
f)
Traveling and Subsistence Policy
Policy on Organizational Establishment
Recruitment Policy
Recruitment Management Regulations
Overtime, Undertime and Flexitime Policy
Staff Placement Policy
Adopted Policies during the financial year 2007/2008:
a)
b)
c)
d)
e)
f)
g)
h)
i)
j)
k)
l)
m)
n)
o)
p)
q)
r)
s)
t)
u)
v)
w)
x)
y)
z)
aa)
Telephone Usage Management Policy
Document And Records Management Policy
Customer Service Policy
Policy On Protocol And Administrative Communication between Councillors
And Officials And Amongst Officials
Municipal Language Policy
Vehicle Usage And Fleet Management Policy
Network Policy
ICT Policy
Integrated Conditions of Service
Promotion And Transfer Policy
EAP Policy
Leave Encashment Policy
Labour Relations Policy
Staff HIV/AIDS Policy
Standby Allowance Policy
Shift Allowance Policy
Acting Policy
Cellphone Policy
Skills Development Policy
Substance Abuse Policy
Occupational Health And Safety Policy
Sexual And Harassment Policy
Performance Management Policy
Induction Plan
Induction Policy
Municipal Housing Policy
Bereavement Policy
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bb)
Inclement Weather Policy
STRATEGY FOR RECRUITMENT AND RETENTION OF STAFF
Recruitment
The Municipality’s recruitment strategy is espoused in its recruitment policy and
recruitment regulations. In order to deal with the problem of local unemployment,
recruitment of labourers/general workers is undertaken through Ward Councillors from
the Wards. Skilled and professional employees are recruited through a competencybased process. The interviewing panel makes its recommendations to the Municipal
Manager for appointment of all employees except Section 57 employees.
Retention
Competitive salary scales based on the grade of the Municipality as determined by the
Bargaining Council are paid to the staff members. Provision of Staff Housing, Skills
Development Plan and Employment Equity Plan form part of generic corporate strategy
of cultural retention of visionaries.
EMPLOYMENT EQUITY REPORT -FEBRUARY TO MARCH 2007
MALES
270
FEMALES
105
AFRICANS
326
COLOUREDS
35
INDIANS
6
WHITES
8
EXP.T
RA.
OCCUPATIONAL CATEGORIES
OCC.CAT.
Senior
Off.Man.Top.Man.
Professionals
Tech& Ass.Prof
Serv.Workers
Clerks
Craft & Rel.Tr.
Skilled
fishery.Workers
Plant & Machinery
Elementary
TOTAL
MALES
FEMALES
AFRICANS
COLOUREDS
INDIANS
WHITES
TOTAL
9
7
19
22
3
9
3
3
7
3
35
0
9
5
18
13
26
2
1
2
5
4
7
7
1
2
1
1
0
0
1
0
2
2
3
0
12
9
26
20
36
9
0
16
186
270
0
1
53
105
0
13
240
326
0
4
5
35
0
0
1
6
0
0
0
8
0
17
246
375
&
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OCCUPATIONAL LEVELS
OCC.LEVEL
Top Management
Senior Management
Middle Management
Skilled
tech/Jun.Manag.
Semi-skilled
Unskilled
MALES
4
3
29
FEMALES
3
0
7
AFRICANS
6
1
21
COLOUREDS
0
1
9
INDIANS
0
1
2
WHITES
1
0
3
TOTAL
7
3
35
14
31
189
28
14
53
21
38
239
14
7
4
2
0
1
4
0
0
41
45
244
TOTAL
270
105
326
35
6
8
375
experiential trainees
2
5
7
0
0
0
7
PLANS AND VISION FOR IDEAL STATE OF GOVERNANCE
A Municipal and operational Corporate Governance Charter will be developed within the
2008/9 financial year as a Corporate Governance blue print aimed at streamlining the
functionality of all governance components of the Municipality. This will include means
and mechanisms to be used towards attainment of the ideal state of municipal
governance as enshrined in all pieces of legislation governing operations of the
Municipality.
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CHAPTER FIVE:
SECTOR INVOLVEMENT
During the situational analysis numerous issues which require sector department
involvement due to functional responsibilities were identified, and linked into the strategic
framework of the Integrated Development Plan. This section will summarise a three to
five year programme of government, through identifying key issues to be addressed per
sector department, its strategies to address these and expected outcomes.
This plan has attempted to be an integrated development plan, rather than having standalone sectoral plans. Detailed sectoral plans have however been annexured to this IDP.
The following sector plans are developed and being implemented:
•
District Health Plan;
•
District Transport Plan;
•
Integrated Housing Plan
•
Water Plan
•
Sanitation Plan
ISSUE
Water &
Backlogs
Sanitation
Electrification
backlogs/ Alternative
Energy.
SECTOR
DEPARTMENT
Sisonke
District
Municipality
Eskom, GKM
STRATEGY/PLAN
KPI: OUTCOME
GKM
institutionalization
through
PMS
reporting planning and
progress with water
and sanitation.
Maximise alternative
energy grant funding,
explore solar energy
for housing projects,
robots, and incentivize
utilization
with
businesses.
Water and Sanitation
backlogs addressed
by 2012.
Upgrading
Sustainable
energy
utilization, and all
inhabitants are able to
meet
their
basic
energy needs.
electricity
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ISSUE
SECTOR
DEPARTMENT
STRATEGY/PLAN
Roads maintenance.
GKM and Department
of Transport.
Department of Land
Affairs, GKM
KPI: OUTCOME
infrastructure.
Land Reform
Health care provision
Department of Health
Poverty
unemployment
GKM
government.
and
and
Waste Management
GKM
Inadequate
cemeteries
GKM
High crime levels,
increasing in some
categories.
SAPS
and
government, including
GKM, private sector,
civil
society,
communities.
GKM, private sector,
and partners.
Change
structure:
sectors,
value-add.
Housing
various
housing.
economic
diversify
products,
Demand:
types
of
Overcrowding
schools.
at
GKM & Department of
Housing, Banks.
Department
Education.
Pro-active
locally
developed solutions
implemented
to
address targets.
Address
needs,
reduce HIV/Aids and
increase
anti-retrol
roll-out.
Targetted
state
interventions
coordinated,
social
programmes,
economic growth with
related strategies.
Develop
and
implement
an
integrated
waste
management plan.
Programme:
affordable, accessible
cemeteries.
CPF’s
Targetted
state
interventions.
30% land redistributed
by 2014 through local
initiative.
Economic
Development
Strategy, structures.
Healthy
economic
structure resulting in
economic
growth,
creating jobs, skilling
people, and sharing
wealth of economy.
Various
housing
options for different
needs addressed.
Implementation
of
Integrated
Housing
Strategy to address
various needs.
of
Healthy communities.
Poverty reduction.
Unemployment
reduction.
Clean area.
Cemetery sites
bury citizens.
Crime-Free,
environment.
safe
Adequate accessible,
affordable educational
facilities.
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SECTION SIX:
IMPLEMENTATION PLAN
The following three year implementation plan details Greater Kokstad Municipalities
development priority, IDP objective and per year the key performance indicator output,
budget projection and human resources required for implementation.
Development
Priority & IDP
Objective
Resource
Allocation:
budget and
human
Key
Performance
Indicator:
Output
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IDP Objective: To ensure that all households, and public service infrastructure, within GKM, have adequate water, sanitation, electricity,
refuse removal and roads ensuring accessibility.
Development Priority
Electricity:
basic
provision.
Universal
service
Year 1 (2008/2009)
Year 2 (2009/2010)
KPI OUTPUT
BUDGET
HUMAN
RESOURC
ES
Electrical
Dept
Franklin
1 000 000
Makhoba
4 500 000
Electrical
Dept
11
KV
Switchgear
Central Sub
Upgrade MV
Supply
Streetlights
Area 12 & 13
1 500 000
NER
8 008 000
NER
507 000
MIG/ SDM
Year 3 (2010/ 2011)
KPI
OUTPUT
BUDGET
Upgrade
MV
Bhongweni
Upgrade
11Kv
Feeder
Auto
Reclosure x20
2 587 000
HUMAN
RESOUR
CES
NER
KPI
OUTPUT
BUDGET
HUMAN
RESOURCES
3 080 000
NER
Outsourced
233 000
NER
Outsourced
TLB
4X4
[Back Hoe]
Street
lighting
Kokstad &
Bhongweni
428 000
NER
Outsourced
466 000
NER
Outsourced
Outsourced
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Development
Priority
Year 1 (2008/2009)
Water
and
sanitation/
Water
/
Sanitation
House
water
connections
KPI OUTPUT
Water supply
upgrade
and
maintenance
Extension
of
sanitation
services
feasibility study
Extension
of
sanitation
services
waterborne
Extension
of
water services
reticulation
Provision
of
sanitation
facilities
in
public spaces
Year 2 (2009/2010)
BUDGET
Year 3 (2010/ 2011)
HUMAN
RESOURCES
KPI OUTPUT
BUDGET
HR
Sisonke District
Municipality
(SDM)
Franklin
2 000 000
SDM/MIG
300 000
SDM
Willowdale
1 000 000
SDM/MIG
500 000
SDM/DWAF
Wansbeck
1 000 000
SDM
9 000 000
SDM/DWAF
Maraiskop
200 000
SDM
300 000
SDM/DWAF
Makhoba A &
B
2 500 000
SDM
300 000
SDM/DWAF
Water supply
upgrade and
maintenance
300 000
SDM
Provision of
free
water
new prisons
8 000 000
SDM
KPI
OUTPUT
BUDGET
HUMAN
RESOUR
CES
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Development
Priority
Water
and
sanitation/
Water
/
Sanitation
Year 1 (2008/2009)
Year 2 (2009/2010)
Year 3 (2010/ 2011)
KPI OUTPUT
BUDGET
HUMAN
RESOURCES
KPI OUTPUT
BUDGET
HR
Provision
of
free
water
Shayamoya
Provision
of
free
water
Horseshoe.
Extension
of
sanitation
services
reticulation
25 000 000
SDM
25 000 000
SDM
12 500 000
SDM
12 500 000
SDM
1 000 000.
00
SDM/ DWAF
Provision of
free
water
Shayamoya
Provision of
free
water
Horseshoe.
Extension of
sanitation
services
reticulation
1 000 000.
00
SDM/ DWAF
Horseshoe
waterborne
system
Replacement of
sewerage pipes
ward 1
Makhoba A & B
1 100 000
SDM/
MIG
1 100 000
SDM/
MIG
1
000
000.00
SDM/
MIG
1
000
000.00
SDM/
MIG
1 975 000
DOH/MIG
Horseshoe
waterborne
system
Replacement
of sewerage
pipes ward 1
Makhoba A &
B
1 975 000
DOH/MIG
KPI
OUTPUT
BUDGET
HUMAN
RESOUR
CES
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Development
Priority
Year 1 (2008/2009)
Year 2 (2009/2010)
KPI OUTPUT
BUDGET
HUMAN
RESOURCES
KPI
OUTPUT
BUDGET
HUMAN
RESOURCES
Roads / Roads
and
stormwater
Construction of
Ezidulini road
4 000 000
MIG
GKM
4 000 000
MIG
GKM
Construction
Phuthingi road
500
MIG
GKM
500
MIG
GKM
Construction of
mission road
832 000
GKM
Construction of
van Zyl road
Construction of
Ekuthuleni road
2 500 000
GKM
Rehabilitati
on
of
various
roads and
storm
water
Pakkies
internal
roads
(5km)
Provision
of
bulk
water
supply
Kokstad
informal
Makhoba A
&B
4 000 000
MIG
GKM
000
Year 3 (2010/ 2011)
000
832 000
DLA (?)
2 500 000
SDM
KPI
OUTPUT
BUDGET
HUMAN
RESOUR
CES
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IDP Objective: To ensure all residents live in a safe and secure environment: to reduce crime
Year 1 (2008/2009)
Development
Priority
Safety
Security
KPI OUTPUT
&
Year 2 (2009/2010)
Year 3 (2010/ 2011)
BUDGET
HUMAN
RESOURCES
KPI
OUTPUT
BUDGET
HUMAN
RESOURCES
150 000
DOT
Transport
150 000
DOT
Transport
Implementation
of
traffic
technology
2 000 000
PPP
2 000 000
PPP
Installation
of
ENATIS
Speed humps in
Shayamoya
100 000
DOT & GKM
100 000
DOT & GKM
100 000
GKM
100 000
GKM
Child in traffic
20 000
20 000
Implementation
of
Card
Verification
device
30 000
DOT:
Safety
DOT:
Safety
DOT:
Safety
DOT:
Safety
Renovation
license office
50 000
DOT
100 000
DOT
Rehabilitati
on
of
Weighbridg
e
Implement
ation
of
traffic
technology
Installation
of ENATIS
Speed
humps in
Shayamoy
a
Child
in
traffic
Implement
ation
of
Card
Verification
device
Renovation
of license
office
Mobile
Speed
Camera
Rehabilitation
Weighbridge
Mobile
Camera
of
of
Speed
Road
Road
30 000
50 000
DOT
100 000
DOT
KPI
OUTPUT
BUDGET
HUMAN
RESOUR
CES
Road
Road
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IDP Objective: To ensure all residents live in a safe and secure environment: to reduce crime
Development
Priority
Year 1 (2008/2009)
Year 2 (2009/2010)
KPI OUTPUT
BUDGET
HUMAN
RESOURCES
KPI
OUTPUT
BUDGET
HUMAN
RESOURCES
Social
Development/
Social
Services
Purchase
of
Land
in
Franklin
Cemetery
purposes
Upgrade Sports
Ground
(Bhongweni
and Riverview)
Grading of land
for sports field
in Shayamoya
200 000
GKM
Buy-back
waste
recycling
centre
200 000
GKM/DEA
100 000
GKM
Provision
of Clinic
800 000
Dept.
Health
150 000
GKM
200 000
GKM/DEAT
Waste
management
Plan
AIDS Initiative
Programme
300 000
GKM/DEA
100 000
Dept of Health
75 000
GKM
Buy-Back
Waste
Recycling
Centre
(Franklin)
Maraiskop
Mobile
Clinic
Franklin
Clinic
Makhoba A
& B Clinic
Aids
Initiatives
Programm
e
Provision
of Clinic
100 000
Dept.
Health
Dept.
Health
GKM
of
Dept.
Health
of
100 000
75 000
700 000
Year 3 (2010/ 2011)
KPI
OUTPUT
BUDGET
HUMAN
RESOUR
CES
of
of
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PROJECT NAME
FUNDING SOURCE
TOTAL BUDGET
Extension of Wylde storm water drainage
Pedestrian walkway from Shayamoya
Concrete Walling to Horseshoe Hall
Rehabilitation to roads Bhongweni
Extension to taxi route Shayamoya
Kransdraai Water Project
Kransdrai Sanitation Projects
Water and Sanitation for Horseshoe
Provision of water to New Prison and Shayamoya
IEC Water Program (7 tanks)
Construction of additional classrooms at Xolo-Xolo,
Westlands, New Market and Rasfontein Primary Schools
Widening of Bridge Mzintlava River
Extension to Shayamoya taxi route (Shayamoya)
Rehabilitation to roads Bhongweni
Pedestrian Walk way to Shayamoya
Fencing Horseshoe Hall
Upgrade of Kokstad Water Works
Pedestrian Walk way to Shayamoya
Fencing Horseshoe Hall
Fencing Shayamoya Hall
Fencing Shayamoya Hall
Traffic Lights Post Office Intersection
Traffic Lights Council Offices Intersection
Erecting of speed calmer at Shoprite centre
Introduction of Reservist Traffic Wardens
P699 Matatiele- Kokstad New black top
Swartberg Kigs Cote
L301: Pakkies Int. Rd No 1
CMIP
CMIP
CMIP
CMIP
CMIP
Sisonke DM
Sisonke DM
Sisonke DM
Sisonke DM
DWAF
Department of Education
57 000.00
136 800.00
50 000.00
38 304.00
525 000.00
2 299 653.00
370 792.00
25 688.88
DOT
CMIP
CMIP
CMIP
CMIP
875 437.00
284 500.00
284 500.00
120 000.00
114 000.00
CMIP
CMIP
CMIP
CMIP
GKM
GKM
DOT
DOT
DOT
DOT
DOT
120 000.00
114 000.00
114 000.00
114 000.00
170,430
170,430
75, 000
36,720
12 625 437.00
120 000.00
140 000.00
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FUNDING SOURCE
TOTAL BUDGET
DOT
DOT
DLA and MIG
DOT
DOT
DOT
DOT
DOT
DOT
DOT
DOT
DOT
DOT
DOT
DLGTA
To be sought externally
65 000.00
50 000.00
PROJECT NAME
Pakkies Water and Sanitation
Matatiele- Kokstad Line marking P609
Matatiele- Kokstad Line marking P609
Swartberg –Wanstead siding Regravelling
Kokstad Franklin Spitzkop Regravelling
Mzintlava Bridge repairs to bridges
Pakkies Int. Rd. No. 2 Causeway
Pakkies Int. Rd. No. 3 Causeway
Kokstad to Franklin line marking
Franklin to Swartberg Line marking
Franklin to Swartberg Road Studs
Kokstad-Nooitgedacht
Strategic Environmental Assessment
Slums Clearance Project (more than 1000 temporal job
opportunities to be created)
Blockmaking Project for LED (more than 1000 job
opportunities to be created)
To be sought externally
400 000.00
120 000.00
1 200 000.00
300 000.00
625 437.00
65 000.00
65 000.00
210 000.00
100 000.00
100 000.00
720 000.00
Done as part of LUMS
R2 million required for planning.
R800 000 - Site establishment;
R2 million – machinery
R1 million - Initial material.
EXISTING PROJECTS
PROJECT NAME
FUNDING SOURCE
TOTAL BUDGET
Rehabilitation of Dower Street
Connector road Shayamoya and Bhongweni
Taxi Shelter Bhongweni/Shayamoya
CMIP
CMIP
CMIP
1 050 000.00
1 400 000.00
177 840. 00
COMPLETION
YEAR
Incomplete
complete
In progress
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Land Use Management System
DTLGA
240 000.00
In Progress
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CHAPTER SEVEN:
PROJECTS: SERVICE DELIVERY AND
The Municipal Finance Management Act (MFMA), Act 56 of 2003 requires Municipalities
to develop Service Delivery and Budget Implementation Plans (SDBIP) annually. Section
1 of the MFMA defines the SDBIP as follows:
“a detailed plan approved by the Mayor of a Municipality in terms of Section 53(1)(ii) for
implemeting the municipality’s delivery of services and the execution of its annual budget
and which must include the following:
a) Projections for each month ofb) Revenue to be collected, by source, and
c) Operational and capital expenditure by vote;
d) Service delivery targets and performance indicators for each quarter.”
The SDBIP is therefore, largely a one-year detailed operational/implementation plan, of
functions which the municipality is responsible for implementing, which gives effect to the
Integrated Development Plan, and the approved annual budget. It is a “Contract”
between the administration, Council and the community expressing the goals and
objectives set by Council as quantifiable outputs/targes to be implemented by the
administration over the following twelve months. The SDBIP, therefore provides the
basis for measuring performance in service delivery against year end objectives set,
annual key performance indicator outputs/targets and key performance indicator
outcomes as well as quarterly key performance indicator outputs/targets set.
For the next financial year the following detailed operational plan will guide the budget
approval and SDBIP formulation: it is estimated that the following budget allocation will
be available:
Operating Budget
Own Revenue control to Capital
Operating Income
Capital
TOTAL BUDGET
:
:
:
:
:
R 131,932,117.00
(R 15,850,572.00)
R 116,081,545.00
R 55,684,271.00
R 171,765,816.00
GKM has set itself the target of implementing 21 programmes for 2008/2009 which are
aligned to the IDP Review Priorities.
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TABLE: IDP, NATIONAL KPA, GKM PROGRAMME ALIGNMENT
NATIONAL KPA
1.Infrastructure
Services
and
IDP OBJECTIVES
To ensure that all households
within the GKM have adequate
water,
sanitation,
electricity/alternative
energy,
refuse removal and roads ensuring
accessibility, home affairs services
and pension payout points, and
access to cemeteries.
To ensure that inhabitants of GKM
live in formal housing, addressing
their needs, by 2012, and are
serviced appropriately.
To ensure that the people of GKM
enjoy a clean and healthy
environment at all times.
To ensure all public buildings and
facilities are maintained, and are
community-user-friendly.
2. Social and Economic
Development
with shared growth of 3% per
annum.
To ensure % reduction
unemployment by 2012
in
efficient.
GKM SDBIP PROGRAMMES
Sisonke Water & Sanitation
Programme
GKM electricity and alternative
energy programme.
Eskom electricity Programme
Integrated Waste Management
Programme
Cemeteries Identification and
Maintenance Programmes
Infrastructure Programme (GKM)
development & maintenance.
MPCC’s programme (pension
payout and home affairs)
Integrated Housing Programme
Waste Management Programme
Cleansing Programme
Estates
Administration
Programme
C & M Maintenance of Assets
Programme
Cultural Services Programme
(museums, halls and libraries)
Town Planning Programme
Building Control Programme
Nodal Planning Programme
Second Economy Programme
SMME Support and Job Creation
Investment Attraction Policy and
Plan
Land Reform Programme
Poverty Reduction Programme
Job Creation
Indigent Programme*
housing, water, electricity and
refuse systems by 2011.
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126
NATIONAL KPA
3. Institutional
Development and
Transformation
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IDP OBJECTIVES
To contribute to the reduction of
new infections of HIV/Aids by 2010
through a 25% decrease in vertical
transmission in neonates: 10%
increase per annum of patients on
ART and 50% increase in the
number of community based
caregivers
and
support
programmes.
To ensure that the needs of
women, and gender relations, and
physically challenged persons are
taken
into
account
and
integrated/mainstreamed within the
municipalities operations.
To ensure youth within the GKM
area are empowered: participate in
economic, political and social
processes, and are able to
contribute meaningfully to society.
To ensure skills development of
employees of the GKM and
inhabitants of the GKM: to enable
meaningfully
participation
in
society and to enable personal
growth.
To ensure all communities have
access to basic
community
facilities and social services.
To ensure all residents live in a
safe and secure environment: to
reduce crime and prevent fire
damage.
To ensure an efficient and effective
developmental local government
KOKST AD
MUNICIPALIT Y:
Mainstreaming
HIV/Aids
Programme
Healthcare programme
Gender Programme
Disability Programme
Youth Programme
Skills Development and Training
Programme
Adult Basic Education and
Training
Multi-Purpose
Centres
Community
Fire Prevention Programme
Fire Operations Programme
Policing Programme
Traffic Programme
Motor Licencing Programme
Integrated Development Plan
Programme
Performance
Management
Programme
Excellent Customer Service
Programme
Occupational Health and Safety
Programme
Risk
Management,
Investigations & Anti Corruption
Programme.
Labour Relations Programme
Personnel
Administration
Programme
Information,
Communication
Technology
Skills Development and Training
Programme
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NATIONAL KPA
4.Democracy
Governance
and
IDP OBJECTIVES
Adult Basic Education and
Training
Employment Equity Programme
Employee
Assistance
Programme
To ensure continuous functioning
of Council with the view to
addressing community needs.
To ensure integrated, coordinated
government
Excellent Customer Service
Programme
Community Participation
Programme
Performance Management
Programme
Risk Management,
Investigations and Anti
Corruption Programme
Communication Programme
To ensure minimal corruption
5.Financial
Management
To
ensure
well
informed
inhabitants of the GKM and within
the organization of GKM
To
ensure
sound
financial
management,
and
that
the
municipality is financially viable.
To ensure assets are soundly
managed.
To ensure legislative compliance
with MFMA. (including but not
limited
to
supply
chain
management)
Revenue Enhancement
Programme
Resource Management
Cost Reduction Strategy
Expenditure Management
Budget Reform and Reporting
Supply Chain Management
Resource Management (assets,
investment and cash
management)
Fleet Management Programme
MFMA Implementation
The SDBIP document is the culmination of a lengthy consultative process, which
included amongst other a strategic planning session between the Executive
Management and the Council as well as the Executive Management and other
Managers in lower positions. This is the brainchild of the Council, which was appointed
on the 1st of March 2006, and is a vehicle, which will ensure that all strategic priorities for
2008/09 are achieved within timeframes set by the Council. The SDBIP also
demonstrates a clear commitment from the entire management to the creation of internal
synergies as well as synergies with other government entities and the private sector.
The following section details the programmes and projects planned per department for
the 2008/2009 financial year.
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OFFICE OF THE MUNICIPAL MANAGER
Strategic Leadership
•
•
•
•
•
•
Provide strategic leadership to all operational activities of the municipalities;
Provide the link between the political leadership and administrative activities of
the municipality;
Provide strategic leadership and guidance in the development and
implementation of the IDP, Budget and SDBIP;
Identify and develop new business initiatives for the municipality;
Ensure alignment of municipal activities to National and Provincial Priorities; and
Ensure that Council policies, resolutions and relevant pieces of legislation are
implemented and/or complied with.
Institutional Capacity Development and management
•
•
•
•
•
•
Enhance institutional delivery capacity by researching, analyzing and
implementing best practices;
Design, develop and implement systems and processes to improve the municipal
operational efficiency
Define and implement effective management systems;
Ensuring optimum utilizations of resources and value for money;
Manage and develop human capital talent and ensure that the municipality has
effective and consistent people management policies; and
Provide adequate physical, financial and other resources for the achievement of
the municipal strategic goals.
Public participation
•
•
•
Develop and promote community participation in government activities;
Consult stakeholders and solicit input on the development of the IDP and the
Municipal Budget;
Lead, manage and coordinate the performance of the Community Development
Workers (CDW’s), Ward Support Clerks and Ward Committees;
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•
Initiate, develop and coordinate programmes and interventions for ensuring
maximum public participation in municipal programs;
Youth, Women, Children, Disabled and Gender issues and special programs
•
•
•
Manage and coordinate activities related to the youth, children, disabled and
women;
Coordinate events associated with youth, children, disabled, women and gender
programs
Identify, support and coordinate Sporting activities within the municipality;
Stakeholder Management
•
•
•
Develop and maintain good relations with key stakeholders, relevant National
and Provincial Government Departments and Civil Society Organisations;
Manage relationships both internally and externally;
Enable and leverage networking ability across public and private entities to
facilitate collaboration;
Marketing and Communication
•
•
•
•
•
•
•
Maintain and enhance a positive image of the municipality;
Develop and implement municipal communication strategy in line with key
functions of the municipality;
Develop and maintain strong relations between the municipality and the media
Arrange media conferences and media release for the municipality
Provide advice on communication matters and draft speeches for the Mayor,
Deputy Mayor and the Municipal Manager;
Represent the municipality in all communication forums;
Manage and oversee the implementation of the municipal outreach programs
Internal Audit and Risk Management
•
•
Identify all risks, develop and implement risk management strategies for the
municipality;
Assess the effectiveness and efficiency of the control environment within the
municipality and weaknesses have been identified, develop procedures to reduce
such risks;
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•
•
•
Ensure that the municipality has an effective annual internal audit plan;
Ensure that the audit committee is functional and provide sufficient oversight role
to the audit committee;
Provide leadership in the establishment of a culture that emphasizes internal
control systems as an important priority within the municipal operations.
FINANCIAL SERVICES DEPARTMENT
Strategic Objectives
Expenditure management
•
•
•
•
Ensure timeous disbursement of funds to all creditors owed by the municipality;
Ensure that all expenses being paid for are budgeted for and that are sufficient
funds in the relevant budget;
Monitoring of cash flow for the municipality;
Assess expenditure pressures and enforce fiscal discipline;
Revenue Management
•
•
•
•
Ensure the sustainable financial health of the Municipality;
Ensures the recoverability of all the funds that are due to the Municipality;
Ensure accurate billing for rates, electricity and other services provided by the
municipality;
Ensure the effective implementation of the municipal credit control and debt
collection procedures;
•
•
•
Develop, maintain and implement procurement policies and procedures to effect
the timely purchasing and delivery of goods and services to meet the operational
needs of the municipality as aligned to the IDP and the SDBIP;
Manage the fleet and all movable and immovable assets of the municipality from
the demand, acquisition, logistics and disposal stage.
Ensure the cost-effective procurement of goods and services.
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Budgeting, reporting and Compliance
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Development of annual budgets in collaborations with other departments;
Development and maintenance of financial policies and procedures and ensuring
that all staff within the municipality
Ensuring that the Municipality has an effective and efficient system of internal
audit
Ensuring that the Municipality has an effective Audit committee that is informed
on a regular basis of any deviations from the financial policies and procedures,
and/or non compliance with the MFMA and Treasury Regulations;
Advising the Council and Management of any changes in legislation and
recommending adjustment of policies accordingly;
Ensuring that all reporting requirements are met;
Engaging with internal and external auditors in ensuring that sound financial
practices are adhered to and that an annual audit plan is compiled;
Development of the municipal annual compliance plan;
Reporting on the implementation of the annual compliance plan;
Reporting alleged irregularities and non-compliance with the compliance plan;
Providing guidance and support to the Municipal Manager regarding all matters
of compliance;
Coordinate the development of the SDBIP;
Management of documents to be placed on the municipal website in compliance
with the MFMA and the Municipal Systems Act;
Management and Development of the Municipal Website, expenditure pressures
and enforce fiscal discipline;
Revenue Management
•
•
•
Ensure the sustainable financial health of the Municipality;
Ensures the recoverability of all the funds that are due to the Municipality;
Ensure accurate billing for rates, electricity and other services provided by the
municipality;
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•
Ensure the effective implementation of the municipal credit control and debt
collection procedures;
•
•
•
Develop, maintain and implement procurement policies and procedures to effect
the timely purchasing and delivery of goods and services to meet the operational
needs of the municipality as aligned to the IDP and the SDBIP;
Manage the fleet and all movable and immovable assets of the municipality from
the demand, acquisition, logistics and disposal stage.
Ensure the cost-effective procurement of goods and services.
Budgeting, reporting and Compliance
•
•
•
•
•
•
•
•
•
•
•
•
•
Development of annual budgets in collaborations with other departments;
Development and maintenance of financial policies and procedures and ensuring
that all staff within the municipality
Ensuring that the Municipality has an effective and efficient system of internal
audit
Ensuring that the Municipality has an effective Audit committee that is informed
on a regular basis of any deviations from the financial policies and procedures,
and/or non compliance with the MFMA and Treasury Regulations;
Advising the Council and Management of any changes in legislation and
recommending adjustment of policies accordingly;
Ensuring that all reporting requirements are met;
Engaging with internal and external auditors in ensuring that sound financial
practices are adhered to and that an annual audit plan is compiled;
Development of the municipal annual compliance plan;
Reporting on the implementation of the annual compliance plan;
Reporting alleged irregularities and non-compliance with the compliance plan;
Providing guidance and support to the Municipal Manager regarding all matters
of compliance;
Coordinate the development of the SDBIP;
Management of documents to be placed on the municipal website in compliance
with the MFMA and the Municipal Systems Act;
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•
Management and Development of the Municipal Website
INFRASTRUCTURE, PLANNING AND DEVELOPMENT
Infrastructure
•
•
•
•
•
•
•
•
•
•
•
Oversee and manage social infrastructure development backlogs reductions ;
Oversee the technical aspects of the infrastructure projects;
Manage quality control and specifications of projects;
Manage project finance and reporting;
Oversee the achievement of the millennium development goals
(MDG’s)(affordable housing, access to water, access to electricity and/or
alternative energy, poverty eradication and job creation);
Oversee and manage project deliverables and schedule the implementation
thereof;
Oversee the design, construction and maintenance of roads, drain and storm
water systems;
Oversee and monitor local community employment in infrastructure projects;
Oversee and monitor the development and participation of women, youth and
disabled in the construction industry;
Monitoring and implementation of the Expanded Public Works Program in all
infrastructure program,
Supervise consultants and contractors;
Electricity
•
•
•
Managing the electricity distribution function and energy services within the
jurisdiction of the municipality;
Providing public lighting within the jurisdiction of the municipality;
Developing the electricity network and the operation of the electricity services
within the municipal area of jurisdiction;
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•
•
Evaluating, facilitate and implement renewable energy resources and energy
efficient measures throughout the municipality;
Maintaining links with key sector role-players like Eskom NERSA, DME and
representing the interest of the municipality in relation to bulk supply and
regulation of the industry;
Planning and Development (includes Housing – national and provincial
competency)
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Facilitate and manage the appropriate sustainable and integrated spatial
planning and development within the municipal area of jurisdiction;
Oversee and direct the implementation of the Municipal spatial planning program;
Manage the development and maintenance of the Land Use Management
function;
Manage the development and maintenance of the Geographic information
System (GIS);
Oversee the enforcement where land use legislation was violated;
Formulate the municipal spatial development framework;
Liaise with the Provincial Department of Housing on matters relating thereto
Registration of people on the housing waiting list;
Verification if people registered on the waiting list;
Attending to public enquiries regarding housing queries;
Conducting housing consumer education; liaising with provincial housing
department on the verification of housing beneficiaries;
Liaising with the provincial housing department to ensure compliance with
statutory requirements;
Stimulate and manage the Local Economic Development in the Municipality;
Identify new economic opportunities, resources, strengths and limitations within
the local municipal context;
Identify, support and coordinate LED activities within the Municipality;
Perform technical, financial and entrepreneurial training of the SMME’s
Source funding for the LED projects from relevant institutions and donors;
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SOCIAL DEVELOPMENT DEPARTMENT
Public Facilities and Social Amenities
•
•
•
•
Manage horticulture, public open spaces, cemeteries and nurseries;
Manage, maintain community halls, public toilets and other municipal facilities
(municipal grounds and sports fields)
Provision of security in all public facilities;
Provision of library and related services to the community of Kokstad.
Protection Services
•
•
•
•
•
Enforce the municipal by-laws;
Manage the development and implementation of policies to regulate the transport
services within the municipal area of jurisdiction;
Evaluate and process learner/driving license applications;
Promote road safety;
Coordinate street signs, marking and names;
Disaster Management
•
•
Plan the municipality’s ability and capacity to respond to disaster’s occurring within
the municipal area of jurisdiction;
Create and maintain disaster related data and refine it into useful information for the
prevention of the recurrence of similar disasters;
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•
•
•
•
•
Perform disaster awareness campaigns in the community;
Perform fire fighting services within the municipal area of jurisdiction
Ensure adherence to all relevant legislation, codes, standards and guidelines for
disaster management
Plan coordinate and participate in environmental management activities of the
municipality;
Coordinate and maintain the disaster management GIS system, including the
compilation of risks and vulnerability maps;
Waste Management
•
•
•
•
•
•
Removal, transportation and disposal of refuse ( household and business)
Management and maintenance of Landfill site
Management and maintenance of cleansing services in the GKM area of jurisdiction
Development and management of recycling systems and sites
Development, management and maintenance of cemetery systems
Development and management of systems for Indigent and Pauper burial
COPORATE SERVICES DEPARTMENT
Administration
•
•
•
•
Develop and execute administrative municipal policies and delegations of
competencies;
Plan coordinate and implement strategies and processes which facilitate the
enhancement of operational efficiencies within the municipality;
Management of municipal properties and contracts;
Management of records (in compliance with national archives act) and provision of
auxiliary services.
Human Resources
•
Provide strategic human capital leadership to the Municipality;
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•
•
•
•
•
•
•
•
•
•
•
Ensure synergies and standardization of HR policies and procedures across all
departments within the Municipality;
Initiate and manage the implementation of human capital strategies
Identify solutions to deal with changing external and internal demands;
Ensure compliance to HR Policies and procedures;
Management of all employer/employee relation matters;
Representing the Municipality in all matters of dispute resolution and consultation;
Designing and implementing the Municipal Employee Relations philosophy, strategy
and approach;
Effective implementation of the labour legislative framework and the Collective
Bargaining agreements;
Effective management of information systems relating to employee relations;
Strategic management of the remuneration function within the municipality;
Management of the job grading/evaluation within the municipality;
Council support
•
•
•
•
Provide functional and operational support to all the activities of the Council;
Provide the recording and minute taking services for the Council, EXCO and
committees of the Council
Coordination, development and issuing of agenda for all scheduled Council, EXCO
and Committee meetings
Provision of support in the implementation of council resolutions.
Information Communication and Technology
•
•
•
•
•
Maintain data integrity within the municipality;
Installation and configuration of software;
Information and data security administration;
Data analysis
Management and maintenance of network functions
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CHAPTER EIGHT:
FINANCIAL PLAN
8.1
THE FINANCIAL PLAN
Legislative Framework
The financial affairs of the Municipality are governed by the following legislation:
•
Division of Revenue Act
•
Public Finance Management Act
•
Municipal Finance Management Act
•
Treasury Regulations
Municipal Income
The municipality is dependant on two primary types of income – operation income and
grants and subsidies as indicated in the table below.
TABLE :
TOTAL MUNICIPAL INCOME (2003/2004 - 2008/2009)
Grants and
Subsidies
Tarrifs,
Service
Charges etc
Project
(Own Fund)
TOTAL
2003/2004 (Actual)
2,782,843
51,801,436
54,584,279
2004/2005 (Actual)
2005/2006
(Budget)
4,507,083
54,442,004
58,949,087
4,000,000
73,993,414
77,993,414
2006/2007(Budget)
9,999,872
72,708,411
82,708,283
2007/2008 (Budget)
2008/2009
(Budget)
2009/2010
(Budget)
2010/2011
(Budget)
10,599,864
77,070,916
87,670,780
11,235,856
81,695,171
92,931,027
11,910,008
86,596,881
98,506,888
12,624,608
91,792,694
104,417,302
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Grants and subsidies excluding Operating Grants
The grants and subsidies received by the municipality are set out in the table below.
Grant Name
CMIP
DEPARTMENT OF HOUSING
DPLG
LUMS
MUNIC INFRASTRUCTURE GRANT MIG
PLANNING & DEVELOPM (K SUZOR)
2004/200
5
Rec
4,285,15
3
13,743,8
62
4,296,40
9
80,000
57,145
100,000
2005/2006
Rec
2006/
2007
Rec
2008/2009
Rec
0
0
0
100,000
100,0
00
4,000,
000
0
0
Valuation Roll
144,000
MSIG( Project Consolidate)
2,734,000
CMIP
790,584
0
Peoples Housing Project
418,325
0
35,61
4
Anti- Corruption Strategy Grant
Interdepartmental Management Grant
Horseshoe Housing
40,000
21,987,87
1
Performance Management Systems
50,000
Project Consolidate
1,575,000
Land Use Management Grant
280,000
Mun. Dev. Capacity Building(MDCBP)
300,000
National Regulatory Fund
2,000,000
MFMA Grant
100,000
Financial Management Grant(FMG)
640,467
GIS Implementation Grant
100,000
Municipal Infrastructure Grant
4,650,734
Management Assistant Program
768,790
50,000
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IDP
0
0
4,787,
151
84,21
0
171,0
00
0
0
0
100 000
200,0
00
4,304,
115
83,10
3
500,0
00
0
0
1,528,000
1,250,000
R 100,000
5,003,
406
8,122,967.95
734,000
0
200,0
MIIP Grant
0
650,000
2008
140
2004/200
5
Grant Name
2005/2006
REDS Grant
Internal Audit Grant
Gijima Projects
Human Resources Grant
Public Participation
22,562,5
69
TOTAL
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36,629,77
1
IDP
2006/
2007
00
150,0
00
150,0
00
384,5
46
137,0
00
250,0
00
20,54
0,145
2008/2009
0
0
0
0
0
12,384,967.95
2008
141
Operating income
TABLE : OPERATING INCOME
INCOME
Rates Income
Services
Charges
Grants &
Subsidies
Other Income
TOTAL
2002/2003
(Actuals)
13,124,229
2003/2004
(Actuals)
17,500,823
2004/2005
(Actuals)
18,645,653
2005/2006
(Budget)
20,598,577
2006/2007
(Budget)
22,777,168
2007/2008
(Budget)
23,460,483
2008/2009
23,460,483
22,905,607
24,927,694
33,876,352
51,761,504
34,474,408
36,816,975
36,816,975
6,711,317
19,488,864
62,230,017
9,046,168
9,372,919
60,847,604
12,170,115
1,920,000
66,612,120
17,955,334
1,633,333
91,948,748
25,663,000
18,757,801
101,672,377
24,717,790
33,018,487
118,013,735
24,717,790
33,018,487
118,013,735
MUNICIPAL EXPENDITURE
TABLE: OPERATING AND CAPITAL EXPENDITURE (2004/5 TO 2010/11)
Expenditure Item
Salaries, Wages &
Allowances
General Expenditure
Repair and Maintenance
Capital Charges
Contribution to Fixed
Assets
Contribution to Special
Funds
Projects
Total: Gross Expenditure
Less: Amounts Charges out
Total: Net Expenditure
G REAT ER
KOKST AD
2004/2005
2005/2006
2006/2007
2007/2008
2008/2009
2009/2010
2010/2011
28,851,346
31,342,795
756,372
4,386,619
28,521,547
31,796,289
1,014,592
4,811,971
43,993,618
41,645,346
1,718,088
45,636,008
50,572,295
3,878,932
47,917,808
52,113,910
4,053,592
50,313,699
54,719,607
7,056,272
53,332,521
58,002,783
7,479,648
337,333
2,257,646
7,772,480
12,120,289
12,730,303
13,366,819
14,168,828
564,575
1,633,333
66,239,040
5,437,095
70,035,378
2,545,557
95,129,532
6,535,791
112,207,524
5,793,479
116,815,613
6,083,153
125,456,397
6,387,310
132,983,781
6,770,549
88,593,741
106,414,045
110,732,460
119,069,087
126,213,232
60,801,945
MUNICIPALIT Y:
67,489,821
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CONTRIBUTIONS TO FIXED AND MOVEABLE ASSETS
TABLE: OPERATING EXPENDITURE
ASSETS
Land
Buildings
Roads and Storm Water
Other Infrastructure
Other Fixed Assets
TOTAL
2005/2006
118,636
2,885,040
18,112,728
671,889
21,788,293
2006/2007
1,239,996
6,963,858
8,352,994
55,141
419,996
17,031,985
2007/2008
1,314,396
7,381,689
8,854,174
58,449
445,196
18,053,904
2008/2009
1,393,260
7,824,591
9,385,424
61,956
471,908
19,137,138
INVESTMENTS, LOANS AND LOSSES
TABLE: EXTERNAL LOANS
LOAN
Type
DWAF
INCA Loan
DBSA Loan
Finance Leases
TOTAL
G REAT ER
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Interest
Rate
Redeemable
16%
MUNICIPALIT Y:
REVIEW ED
Balance
2003/06/30
Balance
2004/06/30
Balance
2005/06/30
19,301,922
15,731,422
14,485,035
19,301,922
15,731,422
14,485,035
IDP
2008
143
ASSETS AND LIABILITIES
TABLE: ASSETS AND LIABILITIES
DESCRIPTION
Net Fixed Asset
Current Assets and
Liabilities
Current Assets
Stock
Debtors
Short Term Investments
Bank and Cash
Current Liabilities
Provisions
Creditors
Short Term portion of Long Term Liabilities
Net Current Assets/
Liabilities
2004/2005
31,533,862
2005/2006
27,141,675
2006/2007
16,615,686
33,638,783
451,389
21,061,549
12,012,352
113,493
35,777,333
3,758,985
30,771,961
1,246,387
59,019,222
325,820
27,878,800
30,572,751
241,851
40,763,009
3,894,091
35,291,984
1,576,934
73,543,715
328,627
47,162,253
25,244,944
807,891
25,644,414
3,632,056
19,604,214
2,408,144
(2,138,550)
18,256,213
47,899,301
POTENTIAL SOURCES OF INCOME
In addition to the existing sources of income, the municipality could access further income from a variety of funding organisations.
Each of these has strategic priorities for their funding allocations, and conditions to be complied with.
The municipality can approach these organizations for assistance in funding IDP Projects.
Possible funding sources include:•
•
•
•
Intergovernmental grants and subsidies
Private Investment
Local community financial resources, and
Donor Funding
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National grant funding sources include programmes such as:
• Local Government Equitable Share: and
• Municipal Service Partnership.
TABLE 2 : Capital Investment Programme per GFS Classification : 1 July 2007 to 30 June 2012
GFS Classification
Executive and Council
Administration and Human
Resources
Budget and Treasury
Community and Social Services
Public Safety
Sport and Recreation
Waste Management
Planning & Development
Roads Transport
Electricity Services
TOTAL
Budget
2007/2008
Budget
2008/2009
Budget
2009/2010
Budget
2010/2011
Budget
2011/2012
10,150,000
1,066,400
3,811,250
4,101,813
4,347,922
4,608,797
3,087,750
3,000,000
9,899,000
3,087,750
3,000,000
10,189,563
3,273,015
3,180,000
10,800,937
3,469,396
3,370,800
11,448,993
5,502,000
15,633,000
10,579,887
42,931,287
As can be seen from Table 2 above, most of the capital expenditure over the period covered by plan, will be primarily for
Waste and Sanitation Infrastructure projects, at approximately 85% of the expenditure, followed by other social projects
and administrative needs, which account for the balance of the planned expenditure.
Certain grant funding can only be used in a prescribed manner e.g. Municipal Infrastructure Grant
per Government Allocations
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TABLE 3 : Capital Investment Programme Per Department- : 1 July 2007 to 30 June 2012
Department
Resources
Budget and Treasury
Public Safety
Waste Management
Roads Transport
TOTAL
Budget
2007/2008
35,000
Budget
2008/2009
36,759
Budget
2009/2010
38,588
Budget
2010/2011
40,903
Budget
2011/2012
43,357
822,000
233,000
863,100
244,650
906,255
256,883
960,630
272,296
1,018,268
288,634
386,400
170,000
20,000
30,000
90,720
178,500
25,000
31,500
92,256
187,425
26,250
33,075
97,791
198,671
27,825
35,060
103,659
210,591
29,495
37,163
13,941,400
7,428,892
7,635,983
1,633,176
1,731,166
Budget
2010/2011
Budget
2011/2012
368,125
390,213
3,732,168
2,360,673
6,460,966
3,956,098
2,502,313
6,848,624
TABLE 3 : Capital Investment Programme Per Funding Source : 1 July 2007 to 30 June 2012
Budget
Budget
Budget
Funding Source
2007/2008
2008/2009
2009/2010
Resources
Budget and Treasury
2,240,000
330,750
347,288
Public Safety
Waste Management
15,000
Roads Transport
8,990,000
3,506,913
3,520,913
1,000,000
2,121,000
2,227,050
TOTAL
12,245,000
5,958,663
6,095,251
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The Capital Investment Programme will be subject to the availability of funding.
FINANCIAL STRATEGY
TABLE 1 OPERATING BUDGET: 1 July 2007 to 30 June 2012
Income
Service Charges- Rates
Service Charges- Electricity
Service Charges- Refuse
Interest Earned - Outstanding Debtors
Interest Earned - External Investments
Other Income
Government Grants & Subsidies
Fines
Prior year Reserves
TOTAL INCOME
EXPENDITURE
Employees related costs
Remuneration of Councillors
Collection Costs
Repairs and Maintenance
Interest Paid
Electricity
Contributions
Bad Debts
Grants and Subsidies Paid
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2007/2008
Budget
2008/2009
Budget
2009/2010
Budget
2010/2011
Budget
2011/2012
23,460,483
36,816,975
4,330,453
145,200
600,000
27,134,138
24,717,790
808,696
31,368,112
41,362,810
4,546,976
152,460
630,000
17,929,872
26,069,213
849,130
33,250,199
43,430,951
4,774,325
160,083
661,500
18,828,465
32,329,573
891,587
35,245,211
46,036,808
5,060,785
169,688
701,190
19,958,173
34,269,347
945,082
37,359,924
48,799,017
5,364,432
179,869
743,261
21,155,663
36,325,508
1,001,787
118,013,735
122,908,573
134,326,683
142,386,284
150,929,461
42,980,493
2,655,515
220,107
3,878,932
5,793,479
14,621,481
12,120,289
1,847,535
37,100
42,129,518
2,788,290
231,112
4,053,592
6,083,153
15,352,555
12,730,303
1,939,912
38,955
47,385,994
2,927,705
242,668
7,056,272
6,387,310
16,120,183
13,366,819
2,036,908
40,903
50,229,154
3,103,367
257,228
7,479,648
6,770,549
17,087,394
14,168,828
2,159,122
43,357
53,242,903
3,289,569
272,662
7,928,427
7,176,782
18,112,638
15,018,958
2,288,670
45,959
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Advertising
Internal Audit Fees
Bank Charges
Transport Costs
Insurance
Legal Fees
Travel and Accommodation
Telephone
Other
TOTAL EXPENDITURE
Surplus / (Deficit)
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180,000
500,000
169,183
189,000
525,000
177,643
198,450
551,250
186,525
1,378,000
300,000
693,715
501,289
30,123,886
118,001,004
12,731
1,446,900
315,000
731,236
526,353
33,640,245
122,898,767
9,806
1,519,245
330,750
767,798
552,671
32,172,254
131,843,705
2,482,978
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IDP
210,357
584,325
197,717
1,610,400
350,595
813,866
585,831
34,102,589
139,754,327
2,631,957
222,978
619,385
209,579
1,707,024
371,631
862,698
620,981
36,148,745
148,139,587
2,789,874
2008
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CHAPTER NINE: ORGANISATIONAL PERFORMANCE
MANAGEMENT SYSTEM
9.1
INTRODUCTION
The Municipal Planning and Performance Management Regulations stipulates that a
municipality’s Performance Management System (PMS) must entail a framework that
describes and represents how the municipality's cycle and processes of performance
planning, monitoring, measurement, review, reporting and improvement will be
conducted, organised and managed, including determining the roles of the different roleplayers.
In line with the said legal requirement this framework is a policy document that will set
out the requirements that the Greater Kokstad Municipality’s PMS will need to fulfill, the
principles that informed its development and subsequent implementation, the preferred
performance model of the Municipality, the process by which the system will work, the
delegation of responsibilities for different roles in the process and a plan for the
implementation of the system.
9.2
THE LEGISLATIVE FRAMEWORK FOR PERFORMANCE MANAGEMENT
The legislative and policy framework for PMS includes the Constitution, The Municipal
Systems Act, the Municipal Finance Management Act, Municipal Planning and
Performance Management Regulations, The White Paper on Local Government and
Batho Pele principles. The main regulatory mechanism for PMS is Chapter 6 of the MSA
and the related Municipal Planning and Performance Management Regulations.
The major PMS policy instruments is the 1998 White Paper on Local Government
supported by the Batho Pele principles, which policies was given legal stature through
the adoption of the Municipal Systems Act in 2000 (Act 32 of 2000). The said Act
requires all municipalities to:
•
Develop a performance management system
•
Set targets and monitor and review the performance of the Municipality based on
indicators linked to their Integrated Development Plan (IDP)
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•
Table and publish an annual performance report on performance of the
Municipality forming part of its annual report as per the Municipal Finance
Management Act (MFMA).
•
Incorporate and report on a set of general (sometimes also referred to as
national) indicators prescribed by the Minister responsible for local government
•
Conduct, on a continuous basis, an internal audit of all performance measures
•
Have their annual performance report audited by the Auditor-General
•
Involve the community in setting indicators and targets and reviewing municipal
performance
These are some of the main elements and requirements of the legislative requirements
for the development and implementation of a performance management system for
municipalities. For the ease of reference and for the benefit of a comprehensive Greater
Kokstad Municipality Performance Management System Framework, more detailed
legislative and policy guidelines and requirements are included in the framework.
9.3
THE WHITE PAPER ON LOCAL GOVERNMENT (1998)
The White Paper on Local Government (1998) suggested that local government should introduce the idea of
performance management systems. The White Paper noted that,
"Involving communities in developing some municipal key performance
indicators increases the accountability of the municipality. Some
communities may prioritise the amount of time it takes a municipality to
answer a query; others will prioritise the cleanliness of an area or the
provision of water to a certain number of households. Whatever the
priorities, by involving communities in setting key performance indicators
and reporting back to communities on performance, accountability is
increased, and public trust in the local government system enhanced"
(The White Paper on Local Government, 1998).
9.4
BATHO PELE (1998)
Similarly, the White Paper on Transforming Public Service Delivery (Batho Pele) puts
forward eight principles for good public service:
Consultation:
Citizens should be consulted about the level and quality of public service they receive,
and, where possible, should be given a choice about the services, which are provided.
Service standards:
Citizens should know what standard of service to expect
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Service standards:
Citizens should know what standard of service to expect
Courtesy:
Citizens should be treated with courtesy and consideration
Information:
Citizens should be given full and accurate information about the public services they are
entitled to receive.
Openness and transparency:
Citizens should know how departments are run, how resources are spent, and who is in
charge of particular services.
Redress:
If the promised standard of service is not delivered, citizens should be offered an
apology, a full explanation and a speedy and effective remedy; and when complaints are
made citizens should receive a sympathetic, positive response.
Value-for-money:
Public services should be provided economically and efficiently in order to give citizens
the best possible value-for-money.
"Importantly, the Batho Pele White Paper notes that the development of a
service-oriented culture requires the active participation of the wider
community. Municipalities need constant feedback from service-users if
they are to improve their operations. Local partners can be mobilised to
assist in building a service culture. For example, local businesses or nongovernmental organisations may assist with funding a helpline, providing
information about specific services, identifying service gaps or conducting
a customer survey" - The White Paper on Local Government (1998).
9.5
THE MUNICIPAL SYSTEMS ACT (2000)
The principle requirements of the Municipal Systems Act have already been highlighted.
To provide further insights into the requirements of the Act, the different sections of
Chapter 6 (Annexure A) of the MSA will be summarized:
•
Section 38: Requires municipalities to establish a Performance Management
System, promote a performance management culture and administer its affairs in
an economical, effective, efficient and accountable manner.
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•
Section 39: Gives EXCO the responsibility for managing the development of a
Performance Management System, as well as powers of delegation of
responsibilities and the responsibility of submitting the PMS to Council.
•
Section 40: Places responsibility on the municipality for the monitoring and
review of its PMS
•
Section 41: Outlines the core components to be included in the PMS of the
municipality, and refers to KPI’s, targets, measurement mechanisms, steps for
improvement and the reporting processes.
•
Section 42: Requires the municipality to establish mechanisms and procedures
for community involvement in the process, in terms of Chapter 4 of the MSA.
•
Section 43: Allows the minister to establish general KPI’s which must be
included in the KPI’s of municipalities, to the extent that these general KPI’s are
relevant to the municipality.
•
Section 44: Requires the municipality to notify stakeholders internally and the
general public of its KPI’s and targets.
•
Section 45: Requires the municipality to conduct an internal audit of its
performance as well as an audit by the auditor general.
•
•
Section 46: Requires the municipality to prepare an annual performance report.
Section 47: Requires MEC to compile an annual performance report for the
municipalities within the province
•
Section 48: The Minister has to compile an annual report and submit it to
parliament, in terms of the performance of the municipalities in relation to general
KPI’s
•
Section 49: Allows the Minister to make regulations or issue guidelines for the
purpose of Chapter 6 of the MSA.
Municipal Planning and Performance Management Regulations (2001)
The Minister responsible for local government published the Municipal Planning and
Performance Management Regulations (2001) in terms of the Municipal Systems Act
(Section 49) setting out in detail the requirements for a municipal PMS. The Regulations
also contain the general indicators prescribed by the Minister responsible for local
government and have been attached as Annexure B.
Although not a legislative or policy requirement, the Department of Provincial and Local
Government’s Performance Management Guide for Municipalities (available at
www.pimss.net) and the KwaZulu-Natal Best Practice Guide for Organisational
Performance Management (available at http://devplan.kzntl.gov.za) provides relevant
guidelines for the preparation and implementation of Performance Management
Systems. The detailed programme will to a great extent be based on these Guides,
linked in with the relevant legislative requirements.
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9.6
MUNICIPAL FINANCE MANAGEMENT ACT (2004)
It is also important to note that the Municipal Finance Management Act (MFMA) contains
various important provisions related to municipal performance management. It requires
municipalities to annually adopt a Service Delivery and Budget Implementation Plan
(SDBIP) with service delivery targets and performance indicators. Whilst considering and
approving the annual budget the Municipality must also set measurable performance
targets for each revenue source and vote. The Municipality must lastly compile an
annual report, which must include a performance report compiled in terms of the
Systems Act. In terms of a circular issued by National Treasury provision is also made
for the compilation on an annual basis of departmental SDBIPs.
9.7
PERFORMANCE MANAGEMENT AND MEASURES AT VARIOUS LEVELS
Performance management can be applied to various levels within any organisation. The
legislative framework as set out above provides for performance management at various
levels in the municipality including strategic (sometimes also referred to as municipal,
organisational or corporate) level, operational (also referred to as services, departmental
or section/team) level and lastly, individual level.
At strategic level the five-year IDP of the municipality forms the basis for performance
management, whilst at operational level the annual SDBIP forms the basis. The IDP is a
long-term plan and by its nature the performance measures associated with it will have a
long-term focus, measuring whether a municipality is achieving its IDP objectives. A
SDBIP (both for the municipality as a whole and that of a department) is more short-term
in nature and the measures set in terms of the SDBIP, reviewing the progress made with
implementing the current budget and achieving annual service delivery targets.
The measures set for the Greater Kokstad Municipality at strategic level is captured in a
strategic (municipal/organisational/corporate) scorecard structured in terms of the
preferred performance management model of the Municipality (see chapter 6). The
measures at operational level are to be captured in the SDBIP of the Municipality and
the SDBIPs of the various Departments in the Municipality.
By cascading performance measures from strategic to operational level, both the IDP
and the SDBIP, forms the link to individual performance management .This ensures that
performance management at the various levels relate to one another which is a
requirement of the Municipal Planning and Performance Regulations. The MFMA
specifically requires that the annual performance agreements of managers must be
linked to the SDBIP of a municipality and the measurable performance objectives
approved with the budget.
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The following diagram indicates the performance management at various
levels:
Performance
Management
Responsibility
Level
IDP
(5 year)
Setting
Targets
Organisational
SDBIP
(Annually)
Departmental
Workplans
Monthly/quarterly
Team/Individual
Measurement
Performance Management and measurement in the Greater Kokstad
Municipality
9.8
OBJECTIVES OF THE PERFORMANCE MANAGEMENT SYSTEM
As indicated in the previous chapter the Municipality’s PMS is the primary mechanism to
monitor, review and improve the implementation of it’s IDP and to gauge the progress
made in achieving the objectives as set out in the IDP. The objectives for any municipal
performance management system is guided and regulated by the relevant legislation
and policy guidelines. The Planning and Performance Management Regulations informs
the objectives to a great extent. The PMS for the Greater Kokstad Municipality includes
the following objectives that the system should fulfill:
9.8.1
Meeting IDP Objectives
•
To ensure that the priorities as contained within the IDP are achieved, by
measuring the success of meeting these
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9.8.2
Effective Community Participation
•
9.8.3
The Performance Management System is to ensure that effective community
participation is achieved throughout the process.
Financial Accountability
•
The system should assist in improving the financial accountability of the key
office bearers and officials.
•
Facilitate increased accountability
•
The performance management system should provide a mechanism for
ensuring increased accountability between the local community, politicians,
the Municipal Council and the municipal management team.
•
Facilitate learning and improvement
•
The PMS should facilitate learning in order to enable the Municipality to
improve delivery.
•
Provide early warning signals
•
It is important that the system ensure decision-makers are timeously informed
of performance related risks, so that they can facilitate intervention, if
necessary.
•
Facilitate decision-making
•
The performance management system should provide appropriate
management information that will allow efficient, effective and informed
decision-making, particularly on the allocation of resources.
The functions listed above are not exhaustive, but summarise the intended benefits of
the system. These intended functions should be used to evaluate and review the
performance management system on a regular basis.
9.9
PRINCIPLES GOVERNING THE GREATER KOKSTAD MUNICIPAL PMS
The principles that should govern the Greater Kokstad Municipal PMS are developed to
ensure that the PMS is relevant, especially in attaining its objectives and legislative
requirements. The said principles are the following:
effective utilization of financial and human resources
simplicity so as to facilitate implementation given any current capacity constraints,
politically acceptable to all political roleplayers,
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administratively managed in terms of its day-to-day implementation,
implementable within any current resource constraints,
transparency and accountability both in terms of developing and implementing the
system,
efficient and sustainable in terms of the ongoing implementation and use of the
system,
public participation in terms of granting citizens their constitutional right to participate in
the process,
integration of the PMS with the other management processes within the Municipality,
objectivity based on credible information and lastly,
reliability of the information provided on the progress in achieving the objectives as set
out in its IDP.
9.10
PREFERRED PERFORMANCE MANAGEMENT MODEL
A performance management model can be defined as the grouping together of
performance indicators, sometimes based on the type of indicator, into logical categories
or groups (often called perspectives), as a means to enhance the ability of an
organisation to manage and analyse its performance. As such a model provides a
common framework for what aspects of performance is going to be measured and
managed. It further ensures that a balanced set of measures are employed that are not
relying on only one facet of performance and therefore not presenting a holistic
assessment of the performance of an organisation.
A number of performance models are available and any of them could be applied by the
Municipality. The available models include the Municipal Scorecard, Balanced Scorecard
and the Key Performance Area Model. The Municipality has however chosen its own
model known as the Greater Kokstad Municipal PMS Model, which is primarily based on
the Municipal Scorecard Model and relevant to the powers and functions of the
municipality. In terms of the said model all indicators are grouped together into the
Human Resources Perspective, Service Delivery Perspective, Developmental
Perspective and Governance Perspective and all the Municipality’s performance
scorecards have been structured accordingly.
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9.11
THE PROCESS OF MANAGING PERFORMANCE
The annual process of managing performance at strategic (municipal, organisational or
corporate) level in the Municipality involves the steps as set out in the diagram below:
2.
Performance
Monitoring
1.
Performance
Planning
PERFORMANCE
MANAGEMENT
6.
Performance
Review
5.
Performance
Reporting
3.
Performance
Measurement
4.
Performance
Analysis
The following table spells out in more detail the role of all relevant roleplayers in each of
the above steps:
Stakeholders
Citizens and
Communities
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Performance
Planning
Measurement and
Analysis
Be consulted on
needs
Develop the long
term vision for the
area
Influence the
identification of
priorities
Influence the
choice of indicators
and setting of
targets
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Performance
Reporting &
Reviews
Be given the
opportunity to
review municipal
performance and
suggest new
indicators and
targets
IDP
2008
Stakeholders
Council
Executive
Committee and
the IDP Steering
Committee
Municipal
Manager + HODs
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Performance
Planning
Facilitate the
development of a
long-term vision.
Develop strategies
to achieve vision
Identify priorities
Adopt indicators
and set targets
Play the leading
role in giving
strategic direction
and developing
strategies and
policies for the
organisation
Manage the
development of an
IDP
Approve and adopt
indicators and set
targets
Communicate the
plan to other
stakeholders
Assist the
Executive
Committee in
providing strategic
direction and
developing
strategies and
policies for the
organisation
Manage the
development of the
IDP
Ensure that the
plan is integrated
Identify and
propose indicators
and targets
Communicate the
plan to other
stakeholders
KOKST AD
Measurement and
Analysis
Performance
Reporting &
Reviews
Review municipal
performance biannually
Conduct the major
reviews of
municipal
performance,
determining where
goals had or had
not been met,
what the causal
reasons were and
to adopt response
strategies
Regularly monitor
the implementation
of the IDP,
identifying risks
early
Ensure that regular
monitoring
(measurement,
analysis and
reporting) is
happening in the
organisation
Intervene in
performance
problems on a
daily operational
basis
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Conduct regular
reviews of
performance
Ensure that
performance
reviews at the
political level are
organised
Ensure the
availability of
information
Propose response
strategies to the
Mayoral
Committee
2008
Stakeholders
Directorate/
Departmental
Managers
Performance
Planning
Measurement and
Analysis
Performance
Reporting &
Reviews
Develop service
Measure
Conduct reviews
plans for
performance
of service
integration with
according to
performance
against plan
other sectors within agreed indicators,
the strategy of the
analyse and report before other
organisation
regularly
reviews
Manage
implementation
and intervene
where necessary
Inform decisionmakers of risks to
service delivery
timeously
The balance of this chapter looks at each of the steps in more detail and how they will
unfold in the process of managing performance in the Municipality. Although the steps
and what follow relates mainly to performance management at strategic level, the
principles and approaches as espoused could also be applied to performance
management at operational level.
It will be apparent throughout the rest of this chapter that the link between the
organizational and employee performance has been provided for as part of the
recommendations of the actions to be followed, thus addressing the legal requirement of
linking the two.
9.11.1 Performance Planning
The performance of the Municipality is to be managed in terms of its IDP and the
process of compiling an IDP and the annual review thereof therefore constitutes the
process of planning for performance. It should be noted that the last component of the
cycle is that of performance review and the outcome of such a review process must
inform the next cycle of IDP compilation/review by focusing the planning processes on
those areas in which the Municipality has under-performed.
9.11.2 Performance monitoring
Performance monitoring is an ongoing process by which a Manager accountable for a
specific indicator as set out in the strategic scorecard (or a service delivery target
contained in an annual SDBIP) continuously monitors current performance against
targets set. The aim of the monitoring process is to take appropriate and immediate
interim (or preliminary) action where the indication is that a target is not going to be met
by the time that the formal process of performance measurement, analysis, reporting
and review is due.
In the instance of the Greater Kokstad Municipality it is recommended that the strategic
(organisational/corporate) scorecard of the Municipality be reported on a quarterly basis
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to the Executive Council (EXCO). Performance monitoring requires that in between the
said formal cycle of performance measurement appropriate action be taken should it
become evident that a specific performance target is not going to be met. It is therefore
proposed that at least on a monthly basis Managers track performance trends against
targets for those indicators that lie within the area of accountability of their respective
Departments as a means to early on identify performance related problems and take
appropriate remedial action.
It is further recommended that each Manager delegate to the direct line manager the
responsibility to monitor the performance for his/her sector. Such line managers are,
after all, best placed given their understanding of their sector to monitor on a regular
basis whether targets are being met currently or will be met in future, what the
contributing factors are to the level of performance and what interim remedial action
needs to be undertaken.
9.11.4 Performance measurement
Performance measurement refers to the formal process of collecting and capturing
performance data to enable reporting to take place for each key performance indicator
and against the target set for such indicator. Given the fact that initially at least the
Municipality will have to rely on a manual process to manage its performance provision
has been made in the strategic scorecard for the name of an official responsible for
reporting on each indicator (please note that this might not necessarily be the same
official accountable for performance on an indicator).
The said official will, when performance measurement is due, have to collect and collate
the necessary performance data or information and capture the result against the target
for the period concerned on the strategic scorecard and report the result to his/her
Manager making use of the said scorecard after completing the next step (see
performance analysis below). It should be noted at this stage that for each of the
scorecards of the Municipality two formats exist namely a planning and reporting format.
The planning format is used to plan and capture the performance targets for each
indicator whilst the reporting format is used to capture actual performance against
targets and to report to the EXCO.
9.11.5 Performance analysis
Performance analysis involves the process of making sense of measurements. It
requires interpretation of the measurements as conducted in terms of the previous step
to determine whether targets have been met and exceeded and to project whether future
targets will be met or not. Where targets have not been met performance analysis
requires that the reasons therefore should be examined and corrective action
recommended. Where targets have been met or exceeded, the key factors that resulted
in such success should be documented and shared so as to ensure organisational
learning.
In practice the aforementioned entails that the Manager responsible for each indicator
will have to, after capturing the performance data against targets on the strategic
scorecard, analyse the underlying reasons why a target has/has not been met and
capture a summary of his/her findings on the strategic scorecard. The Manager will
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thereafter have to compile a draft recommendation in terms of the corrective action
proposed in instances where a target has not been achieved and also capture this on
the strategic scorecard. Provision has been made on the reporting format of the strategic
scorecard to capture both the “reason for the performance status” (in other words the
results of the analysis undertaken) and the ”corrective action” proposed.
The strategic scorecard as completed must then be submitted to a formal meeting of the
senior management team for further analysis and consideration of the draft
recommendations as captured by the relevant Managers. This level of analysis should
examine performance across the organisation in terms of all its priorities with the aim to
reveal and capture whether any broader organisational factors are limiting the ability to
meet any performance targets in addition to those aspects already captured by the
relevant Manager.
The analysis of the strategic scorecard by senior management should also ensure that
quality performance reports are submitted to Councillors and that adequate response
strategies are proposed in cases of poor performance. Only once senior management
has considered the strategic scorecard, agreed to the analyses undertaken and captured
therein and have reached consensus on the corrective action as proposed, can the
strategic (municipal/organizational/ corporate) scorecard be submitted to the EXCO for
consideration and review.
9.11.6 Performance reporting and review
The next two steps in the process of performance management namely that of
performance reporting and performance review will be dealt with at the same time. This
section is further divided into three sections dealing with the requirements for quarterly
versus annual reporting and reviews respectively and lastly a summary is provided of the
various reporting requirements.
9.11.6.1
In-year performance reporting and review
The submission of the strategic (organisational/corporate/municipal) scorecard to the
EXCO for consideration and review of the performance of the Municipality as a whole is
the next step in the process. The first such report is a major milestone in the
implementation of any PMS and it marks the beginning of what should become a regular
event namely using the performance report as a tool to review the Municipality’s
performance, and subsequently the IDP, and to make important political and
management decisions on how to improve. Vantage Holdings have compiled a brief
document on how to make the most of the first performance report and a copy of the
said document is attached as Annexure D.
As indicated earlier it is recommended that the strategic (organisational
/corporate/municipal) scorecard be submitted to the EXCO for consideration and review
on a quarterly basis. The reporting should therefore take place in October (for the period
July to end of September - quarter 1 of the financial year), January (for the period
October to the end of December - quarter 2), April (for the period January to the end of
March - quarter 3) and July (for the period April to the end of June - quarter 4).
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The review in January will coincide with the mid-year performance assessment as per
section 72 of the MFMA. The said section determines that the accounting officer must by
25 January of each year assess the performance of the municipality and report to the
Council on inter alia its service delivery performance during the first half of the financial
year and the service delivery targets and performance indicators as set out in its SDBIP.
Performance review is the process where the leadership of an organisation, after the
performance of the organisation have been measured and reported to it, reviews the
results and decided on appropriate action. The EXCO in reviewing the strategic
(municipal/organisational/corporate) scorecard submitted to it on a quarterly basis will
have to ensure that targets committed to in the scorecard have been met, where they
have not, that satisfactory and sufficient reasons have been provided by senior
management and that the corrective action being proposed is sufficient to address the
reasons for poor performance. If satisfied with the corrective action as proposed these
must to be adopted as formal resolutions of Council, minuted and actioned accordingly.
9.11.6.2
Annual performance reporting and review
On an annual basis a comprehensive report on the performance of the Municipality also
needs to be compiled. The requirements for the compilation, consideration and review of
such an annual report are set out in chapter 12 of the MFMA. In summary it requires
that:•
All municipalities for each financial year compile an annual report
•
The annual report be tabled within seven months after the end of the financial
year
•
The annual report immediately after it has been tabled be made public and that
the local community be invited to submit representations thereon
•
The municipal Council consider the annual report within nine months after the
end of the financial year and adopt an oversight report containing the council’s
comments on the annual report
•
The oversight report as adopted be made public
•
The annual report as tabled and the Council’s oversight report be forwarded to
the Auditor-General, the Provincial Treasury and the department responsible for
local government in the Province
•
The annual report as tabled and the Council’s oversight report be submitted to
the Provincial legislature.
•
The oversight report to be adopted provides the opportunity for full Council to
review the performance of the Municipality. The requirement that the annual
report once tabled and the oversight report be made public similarly provides the
mechanism for the general public to review the performance of the Municipality. It
is however proposed that in an effort to assist the public in the process and
subject to the availability of funding, a user-friendly citizens’ report be produced in
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addition to the annual report for public consumption. The citizens’ report should
be a simple, easily readable and attractive document that translates the annual
report for public consumption.
•
It is also proposed that annually a public campaign be embarked upon to involve
the citizens of the Municipality in the review of municipal performance over and
above the legal requirements of the Municipal Systems Act and the MFMA. Such
a campaign could involve all or any combination of the following methodologies:
•
Various forms of media including radio, newspapers and billboards should be
used to convey the annual report.
•
The public should be invited to submit comments on the annual report via
telephone, fax and email.
•
Public hearings could be held in a variety of locations to obtain input of the
annual report.
•
Making use of existing structures such as ward and/or development committees
to disseminate the annual report and invite comments.
•
Hosting a number of public meetings and roadshows at which the annual report
could be discussed and input invited.
•
Producing a special issue of the municipal newsletter in which the annual report
is highlighted and the public invited to comment.
•
Posting the annual report on the council website and inviting input
•
The public review process should be concluded by a formal review of the annual
report by the IDP Representative Forum of the Municipality.
•
Lastly it should be mentioned that the performance report of a municipality is only
one element of the annual report and to ensure that the outcome thereof
timeously inform the next cycle of performance planning in terms of an IDP
compilation/review process, it is recommended that the annual performance
report be compiled and completed as soon after the end of a financial year as
possible but ideally not later that two months after financial-year end.
9.11.6.3
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Summary of various Performance Reporting requirements
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The following table, derived from both the legislative framework for performance
management and this PMS framework, summarises for ease of reference and
understanding the various reporting deadlines as it applies to the Municipality:
Frequency
Submitted for
consideration
and/or review to
Remarks
1. Departmental SDBIPs
Continuous
Manager of
Department
See MFMA Circular
13 of National
Treasury for further
information
2. Monthly budget
statements
Monthly
Mayor (in
consultation with
Exco)
See sections 71 and
54 of the MFMA
3. Departmental
scorecards
Monthly
EXCO
Report
4. Strategic
(municipal/organisational/ Quarterly
corporate) Scorecard
Annually
5. SDBIP mid-year
during
budget and performance
January of
assessment
each year
Only if developed
separately from
Departmental SDBIPs
This PMS framework
(see section 7.5.1
above)
EXCO
Mayor (in
consultation with
Exco)
6. Performance report
Annually
Council
7. Annual report
Annually
Council
See sections 72 and
54 of the MFMA
See section 46 of the
Municipal Systems
Act as amended. Said
report to form part of
the annual report (see
7 below)
See chapter 12 of the
MFMA
For further ease of reference and clarity on the requirements of the internal and external
“cascade” of reporting relevant to the Greater Kokstad Municipality, a flow diagram
indicating the sequence of reporting and the regulating mechanism has been attached
as Annexure E.
The auditing of performance measures
The role of internal audit in terms of performance management
The MFMA requires that the Municipality must establish an internal audit section which
service could be outsourced depending on its resources and specific requirements.
Section 45 of the Municipal Systems Act stipulates that the results of the Municipality’s
performance measures must be audited by the said internal audit section as part of the
internal auditing process and annually by the Auditor-General.
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The Municipal Planning and Performance management Regulations stipulates that
internal audit section must on a continuous basis audit all performance and the auditing
must include an assessment of the following:
The functionality of the municipality’s performance management system.
Whether the municipality’s performance management system complies with the Act.
The extent to which the municipality’s performance measurements are reliable in
measuring the performance of municipalities by making use of indicators.
Each of the aforementioned aspects will now be looked at briefly.
•
Functionality
To function could be defined as a proper or expected activity or duty or to perform or
operate as expected (Chambers Handy Dictionary). This could also be applied to the
operation of any system such a PMS. The internal audit section must therefore on a
regular basis audit whether the PMS of the Municipality is functioning as developed
and described in this framework.
•
Compliance
To comply can be defined as to act in the way that someone else has commanded or
whished (Chambers Handy Dictionary). In this respect it is clear that the legislature
wishes to ensure that the Municipality’s PMS complies strictly with the requirements
of the Systems Act, Regulations and the MFMA. This compliance check would
require that the Municipality’s internal audit unit, at least on an annual basis, verifies
that the Municipality’s PMS complies with the said legal requirements.
•
Reliability
To rely could be defined as to trust or depend (upon) with confidence. Reliability in
the context of PMS refers to the extent to which any performance measures reported
upon could be seen as being reliable, e.g. if the performance target was to build 500
houses and it is reported that the target has been met or exceeded, it must be
established whether the information is factually correct or only an estimation or even
worse, purposeful misrepresentation. Undertaking a reliability audit will entail the
continuous verification of performance measures and targets reported upon. This will
require that the Municipality sets in place a proper information management system
(electronically or otherwise) so that the internal audit section is able to access
information regularly and to verify its correctness.
The Municipality’s internal auditors must submit quarterly reports on the audits
undertaken to the Municipal Manager and the Audit Committee.
Audit Committee
The MFMA and the Municipal Planning and Performance Management Regulations
require that the municipal council establish an audit committee consisting of a minimum
of three members, where the majority of members are not employees of the municipality.
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No Councillor may be a member of an audit committee. Council shall also appoint a
chairperson who is not an employee.
The Regulations gives municipalities the option to establish a separate performance
audit committee whereas the MFMA provides only for a single audit committee. The
operation of this audit committee when dealing with performance management is
governed by section 14 (2-3) of the Regulations which require that the audit committee
must:
•
review the quarterly reports submitted to it by the internal audit unit
•
review the municipality's PMS and make recommendations in this regard to the
Council of the Municipality
•
at least twice during a financial year submit an audit report to the municipal
Council
•
In order to fulfill their function a performance audit committee may, according to
the MFMA and the Regulations,
•
communicate directly with the council, municipal manager or the internal; and
external auditors of the municipality concerned;
•
access any municipal records containing information that is needed to perform its
duties or exercise its powers;
•
request any relevant person to attend any of its meetings, and, if necessary, to
provide information requested by the committee; and
•
investigate any matter it deems necessary for the performance of its duties and
the exercise of its powers.
The Municipality has already established an Audit Committee and it is recommended
that their responsibility in terms of performance management be as set out in the MFMA,
Regulations and this framework.
9.12
PERFORMANCE INVESTIGATIONS
The Audit Committee should also be able to commission in-depth performance
investigations where there is either continued poor performance, a lack of reliability in
the information being provided or on a random ad-hoc basis. The performance
investigations should assess:
•
The reliability of reported information
•
The extent of performance gaps from targets
•
The reasons for performance gaps
•
Corrective action and improvement strategies
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While the internal audit section may be used to conduct these investigations, it is
preferable that external service providers, preferably academic institutions, who are
experts in the area to be audited, should be used. Clear terms of reference will need to
be adopted by the Council for each such investigation.
9.13
GENERAL ISSUES RELATING TO PERFORMANCE MANAGEMENT
The following is some general issues related to performance management that needs to
be taken into consideration in implementing the PMS of the Municipality:
9.13.1 Administrative procedures
The generic Performance Agreement template forms part and parcel of this
framework and is marked as “ANNEXURE A”. This agreement shall be made and
entered into by the Mayor and the Municipal Manager and similarly, the Municipal
Manager shall enter into the similar agreement with all section 57 managers. The
Mayer shall be responsible for ensuring that the agreement has been signed
between the Municipal Manager and himself whereas the Municipal Manager
shall responsible for ensuring the same with section 57 managers.
The Performance agreement between the Mayor and the newly appointed
Municipal Manager and Municipal Manager and section 57 managers shall be
made and entered into at least within ninety days of assumption of duty, so as to
give sufficient time for him or her to familiarize with the organization and settle
appropriately. A new Performance Agreement for each financial year for both
Municipal Manager and section 57 managers shall be signed not later than the
beginning of each successive financial year.
In evaluation of performance, the employer shall use the Performance Plan which
has been informed by the IDP and SDBIP. Performance Plan template is marked
as “Appendix A” and forms part and parcel of this framework. Performance Plan
set out the:
•
•
The standards and procedures for evaluating the employee’s
performance; and
The intervals for the evaluation of the employee’s performance which is
on quarterly basis.
For the purposes of evaluating the performance of the Municipal Manager, an
evaluation panel constituted of the following persons must be established –
•
•
•
•
•
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Mayor as the chairperson;
Chairperson of the performance audit committee or the audit committee in
the absence of performance audit committee;
Member of the executive committee;
Mayor and/or municipal manager from another municipality; and
Member of a ward committee as nominated by the Mayor.
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For purposes of evaluating the performance of Managers directly accountable to the
Municipal Manager, an evaluation panel constituted of the following persons must be
established –
•
•
•
•
Municipal Manager as the chairperson;
Chairperson of the performance audit committee or the audit committee in
the absence of a performance audit committee;
Member of the mayoral or executive committee or in respect of a plenary
type municipality, another member of council; and
Municipal Manager from another municipality.
The Manager responsible for Human Resources of the municipality must provide
secretariat services to the evaluation panels referred to in sub-regulations above.
9.14
SCHEDULE FOR PERFORMANCE REVIEWS
The performance of each Employee in relation to his / her performance agreement shall
be reviewed on the following dates:
First quarter (i.e. July – September)
Second quarter (October – December)
Third quarter (i.e. January – March)
Fourth quarter (i.e.
April – June)
:
:
:
:
by the 15 of October each year
by the 15 January each year
by the 15 March each year
by the 15 July each year
The Employer shall keep a record of the quarterly performance reviews and annual
assessment meetings. The quarterly performance reports shall be submitted to either the
Municipal Manager in case of a Manager reporting to the Municipal Manager or the
Mayor in case of the Municipal Manager.
Performance feedback shall be based on the Employer’s assessment of the Employee’s
performance as contained in the quarterly performance report provided by the employee.
The Employer will be entitled to review and make reasonable changes to the provisions
of Annexure “A” from time to time for operational reasons. The Employee will be fully
consulted before any such change is made.
The Employer may amend the provisions of Annexure A whenever the performance
management system is adopted, implemented and / or amended as the case may be. In
that case the Employee will be fully consulted before any such change is made.
The employer shall consider all quarterly performance reports for the final assessment
by the performance assessment panel as contemplated above. The quarterly reports
shall give aggregate annual performance results.
9.15
ANNUAL REVIEW OF THE PERFORMANCE MANAGEMENT SYSTEM
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As stated earlier, one of the functions of the audit committee is to on at least an annual
basis, review the PMS of the Municipality. It is envisaged that after the full cycle of the
annual review and reporting is complete and the audit committee has met as required;
the internal audit section will compile a comprehensive assessment/review report on
whether the Municipality’s PMS meets the system objectives and principles as set out in
this framework and whether the system complies with the Systems Act, PMS
Regulations and the MFMA. This report then needs to be considered by the audit
committee and any recommendations on amendments or improvements to be made to
the PMS, submitted to the Council for consideration.
The Municipal Systems Act requires the Municipality also annually evaluate its PMS. The
review undertaken by the audit committee and its recommendations could serve as input
into this wider municipal review of the PMS and it is proposed that after the full cycle of
the annual review is complete; the Municipal Manager will initiate an evaluation report,
taking into account the input provided by departments. The report will then be discussed
by the Management Team and finally submitted to the Council for discussion and
approval.
9.15.1 Amendments to key performance indicators and targets
The Municipality will have to adopt a policy on amendments to indicators and targets. It
is recommended that such amendments may be proposed but will be subject to the
approval of the EXCO in consultation with the Municipal Manager.
9.15.2 Integrating PMS with the Council’s existing management cycle
International best practice indicates that PMS stand the best chance to succeed if it is
integrated with the current management cycle of the Municipality. The purpose of such a
cycle would be to guide the integration of important processes such as the strategic
planning or development process in terms of the IDP methodology, the annual budget
process and the formal process of evaluating and assessing Council’s performance in
terms of the approved PMS and this framework. An example of such an integrated cycle
is attached as Annexure F and it is recommended that the Greater Kokstad Municipality
develop and adopt a similar cycle that suitable to its own circumstances and
requirements on an annual basis.
9.15.3 Institutional arrangements
The implementation of the PMS in terms of this framework would require co-ordination
and it is recommended that at organisational level this be the task of the Manager
responsible for the IDP. This is not to say that it would be the said person’s responsibility
to measure, analyse and report on performance but only to ensure that this happens and
that material is collated and available for analyses and review as per this framework on
behalf of the Municipal Manager.
At an individual level the responsibility for co-ordination, administration and record
keeping should be the responsibility of the Manager responsible for human resource
management.
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The Municipality also needs to ensure that its internal audit section is capacitated to deal
with the additional responsibilities it has in terms of performance management over and
above its traditional financial audit responsibilities.
19.16 CONCLUSION
In conclusion, it must be emphasised that there are no definitive solutions to managing
municipal performance. The process of implementing a performance management
system must be seen as a learning process, where the Municipality must continuously
improve the way the system works to fulfil the objectives of the system and address the
emerging challenges from a constantly changing environment.
ANNEXURES
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NO.
I
II
III
IV
V
VI
VII
ANNEXURES
Detailed Spatial Dev. Framework
Detailed Disaster Management Plan
Locality Map
Population distribution and density Map
Land Use and potential land use Map
Land Reform Status Map
Infrastructure and Services Map
I
II
III
IV
V
VI
VII
IX
X
XI
XII
XIII
XIV
XV
XVI
XVII
YES
APPENDICIES
NO.
Land Use Management System
Water and Sanitation Plan
Waste Management Plan
Integrated Transport Plan
Integrated Housing Sectoral Plan
Energy Master Plan – Plan for Development
Local Economic Development Plan
Infrastructure Investment Plan – Plan for
development
Land Reform Area Based Plans
GKM Organogram of administrative structure
Organisational PMS: Principles and Plan for
development and implementation
IDP Process Plan/ IDP Framework Plan
Minutes of Community Consultation meetings
District Health Plan
District Education Plan
Social Cohesion
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NO
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Yes
No
IDP
2008

GREATER KOKSTAD MUNICIPALITY

Transcription

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