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Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


A1. INTRODUCTION 


A 1.1 DEFINITION OF AN IDP 

The definition of the IDP is as follows: 

“A participatory approach to integrate economic, sectorai, spatiai, sociai, institutionai, 
environmentai and fiscai strategies in order to support the optimai aiiocation of scarce 
resources between sectors and geographicai areas and across the popuiation in a 
manner that provides sustainabie growth, equity and the empowerment of the poor 
and the marginaiised. ” 

An IDP is therefore a plan that guides the activities and decisions of a Municipality for 
the next 5 years in terms of Chapter 5 of the Municipal Structures Act, 2000. It is 
subject to a review process that shall be followed annually to ensure the improvement 
of service delivery and the effectiveness of the administration of the Municipality. 

A 1.2 STATUS OF THE IDP 

• The IDP is a plan that applies to the entire Municipality based on the 
development plans of Provincial and Central Government. 

• The IDP is the basis for municipalities to: 
o Identify its key development priorities; 

o Formulate a clear vision, mission and values; 
o Formulate appropriate strategies; 

o Develop appropriate organisational structure and systems to realise the 
vision and the mission; and 
o Align resources with the development priorities. 

• The IDP is a legislative requirement and as such has a legal status. It 
supersedes all other plans that guide development at Local Government level. 

A 1.3 BENEFITS OF THE IDP 

A 1 .3.1 Focused and Proactive Management 

Integrated Development Planning mobilises a Municipality to focus itself, develop a 
future-directed vision and proactively position itself in a changing environment. 
Furthermore, it enables a Municipality to gain a better understanding of the challenges it 
encounters and to identify effective methods to deal with it. 

By analysing the future, a municipality, its leaders, other stakeholders and civil society 
can anticipate future opportunities and threats. They can develop the ability to optimise 
opportunities, while controlling and minimising the threats. By identifying problems 
before they occur, a municipality can avoid being trapped in a cycle of crises 
management, which consumes valuable financial and human resources - resources 
which could have been used to take advantage of opportunities. 


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Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


1 .3.2 Institutional Analysis 

One of the key components of the IDP process is an internal organisational audit or 
analysis. Such an analysis allows the municipality to know and understand its own 
internal operations. On the basis of this understanding the municipality is in a better 
position to manage the changes that will be required to bring about the desired future. 

The aim of this analysis is to identify the municipality’s strengths and weaknesses, 
including its structures, staff composition and deployment, financial situation and culture. 
The purpose is not to defend outdated and impractical structures, procedures and 
practices, but rather to establish an open-minded view of the organisation, to recognise 
problems, shortcomings, limitations and imbalances and to identify ways to overcome it. 

The institutional audit also focuses on exposing the vulnerability of the municipality in 
terms of identified threats. It highlights the capacity of the municipality to optimise 
opportunities, and be proactive and future-directed. 

1 .3.3 Matching Resources to Needs 

Integrated Development Planning provides an opportunity to establish and prioritise the 
needs to be addressed by a municipality. It grants a municipality the opportunity to 
inform the community and all stakeholders about available resources, and to involve 
them in prioritising services and service levels. It enables the municipality to allocate 
resources - human and financial - in order of priority. It also allows for the design of 
alternative service delivery mechanisms, such as public/private partnerships. 

1 .3.4 Project Management 

The IDP may be defined as a holistic plan - the final product of the IDP process. It 
contains a range of projects, all designed to achieve specific development objectives. 
The IDP sets measurable development objectives and targets. For each of these 
objectives and targets a municipality assigns tasks - with set target dates and budgets - 
to specific persons or task teams. The municipality is then able to monitor the course of 
each action and make adjustments where necessary to ensure that the intended 
objective is achieved. 

1 .3.5 Role of the IDP 


The IDP sets clear development objectives and targets, and provides direction to 
improve performance. It sets key performance indicators (KPI’s) and the criteria for 
measuring performance - both for the overall IDP, and for specific projects. As such it 
enables management to align actions with set objectives. 

“Customer satisfaction” also serves as a performance measure. External stakeholders 
(the “customers” of the municipal services) are involved in identifying and prioritising 
needs, they are able to judge whether the objectives and targets have been successfully 
achieved as planned. They are therefore and integral part of the monitoring process. 


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Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


1 .3.6 Realistic Planning 

The community may set an idealistic vision for the future. However, by involving all 
stakeholders in the planning process and empowering them with knowledge about the 
municipality’s strengths and weaknesses, and its resources and responsibilities, the 
municipality is able to develop a realistic, achievable plan for future development. 
Stakeholders are also more likely to prioritise their needs and expectations realistically 
when they are involved in the planning process. 

1 .3.7 Unification and Consensus Building 

Integrated Development Planning provides an opportunity for stakeholders with different 
needs, priorities and agendas to learn from each other, and to negotiate and 
compromise around their established viewpoints. The process is not without 
disagreement and conflict but, if well managed, it can promote consensus and allow 
compromises and agreements on common development objectives to be reached. 

Through this process, councillors and officials also gain a better understanding of the 
municipality and the respective roles they must fulfil. This can enhance teamwork and 
promote commitment toward achieving the development and operational objectives 
contained in the IDP. 

1 .3.8 Empowerment of Stakeholders 

Integrated Development Planning can also be termed “participative planning”, because it 
involves the participation of all stakeholders. In terms of the Constitution, all spheres of 
government - national, provincial and local - are required to promote “co-operative 
governance” - that is, government which actively seeks to involve all those who have an 
interest in or a contribution to make. This is the corner stone of our new democracy and 
for local government, granting the client base - the citizens and affected stakeholders 
and groups - an opportunity to be involved in decision-making that affects them. 
However, meaningful participation entails that communities and stakeholders have to be 
empowered with the necessary information and knowledge about all the issues that have 
to be addressed. This will ensure constructive, practical and achievable objectives. 

The IDP process is the medium through which such knowledge is channelled to 
stakeholders, and through which they are empowered to participate in planning for the 
future. Informed participation enables the community to take shared responsibility for 
the destiny of the municipality and provides the benefit of greater commitment by 
stakeholders towards the IDP. 

1 .3.9 Focused Budgeting 

The IDP process facilitates budgeting in accordance with planning - it enables the 
budget to be linked to the IDP as required by the Municipal Systems Act, 2000. In 
particular, it provides for strategic management based on a budget, driven by the key 
development priorities. Stringent financial control and sound financial management are 
not possible unless there is a focused budget, based on specific objectives with no “fat 
reserves” and unallocated resources. Integrated Development Planning, if correctly 
carried out, ensures that realism dictates the budget. 


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Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


1.3.10 Change Agent 

Planning for future development also means planning for change. This IDP provides a 
tool for managing the change which automatically comes with development. Through 
the IDP process the mindsets of people are changed to address the realities of the 
present and to embrace the opportunities the future holds. The process requires a new 
approach to management and planning, and determines the rules with which a 
municipality’s structure and people must comply to develop a culture of change 
management. 

A 1.4 LIFE SPAN OF THE IDP 


An IDP once adopted, remains effective for a five year period in terms of Chapter 5 of 
the Municipal Structures Act, 2000, but shall be reviewed annually. This will ensure that 
priorities that have changed since the adoption of the plan are reflected and 
incorporated. It also ensures the continuous alignment of the IDP and its strategies with 
that of national and provincial sector departments. 

A 1.5 IDP APPROACH 


The IDP is a fully-fledged elaborate process that involved participation of all relevant 
stakeholders. During 2005 a new approach was followed by Westonaria in that the 
Executive Mayor had meetings with different sectors of the community e.g. youth, 
churches, businesses and traditional healers. It is driven by officials and Ward 
Councillors. It is more a process through which municipalities prepare a strategic 
development plan. It intends to formulate a common vision, development objectives and 
strategies for the local municipality. 

In order to achieve this, the following stages for the process were introduced and used 
as a guideline to maximise community participation” 

• Analysis phase: 

o Consolidated picture of the current reality (scan existing IDPs/Land 
Development Objectives), in line with the municipality; 
o Service backlogs (housing, sanitation, water, electricity, roads and waste); 
o Institutional capacity (number of professionals per department, staff structure, 
existing committees, structures and forums); 
o Revenue potential; 

o Expenditure pattern (capital and operational, and include status of projects); and 
o Key development priorities. 

• Strategy phase: 

o Vision; 

o Development Objectives; 

o Strategies; 

o Projects identified; and 

o Link Key Performance Areas (KPAs) and objectives to sectoral functions. 


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Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


• Project phase: 

o Formation of project task teams; 
o Preliminary budget allocation to projects; and 
o Designing project proposals. 

• Integration 

o Screening/revision of projects; and 
o Compilation of integrated programmes/plans. 

• Approval 

o Discussion by Council; 
o Public comments; 
o District alignment; and 
o Final approval. 

The review process of the IDP requires public participation through public meetings. 
These meetings are advertised through notices placed on Council’s notice boards, the 
local newspapers, Short Message System (SMS) to residents in wards and the use of 
loud hailing encouraging participation to discuss the draft reviewed IDP. 


*** 


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Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


A 2 WESTONARIA LOCAL MUNICIPALITY 


A 2.1 THE STUDY AREA AND ITS LOCATION 


The area is known as the Westonaria Local Municipality (GT483), which is a Category 
B municipality. 

Westonaria Local Municipality is located within the jurisdiction of the West Rand District 
Municipality (WRDM). The WRDM comprises of five municipalities namely Mogale City 
Local Municipality, Randfontein Local Municipality, Westonaria Local Municipality and 
Merafong City Local Municipality (MCLM), previously from the North West Province, and 
the West Rand District Municipality itself. 



Westonaria Local Municipality is bordered by Randfontein Local Municipality, 
Johannesburg Metropolitan Municipality, Merafong City Local Municipality, Sedibeng 
District Municipality and Emfuleni Local Municipality. 

Merafong City Local Municipality previously formed part of the West Rand and its 
regional planning processes. However, through the demarcation process Merafong City 
Local Municipality was transferred to North West Province. As from 1 July 2010 
Merafong City Local Municipality was incorporated back into Gauteng and the District. 

Future plans of the West Rand District Municipality (WRDM) provides for this entity. As 
part of the re-configuration of MCLM into WRDM and to ensure that the vision of the 
District is realized a Transformation Committee comprising of political leadership, 
administration and the community was established to address a smooth transfer. 

Westonaria Local Municipality is situated approximately 60 km from the economic hub of 
Gauteng namely Johannesburg, Pretoria and Midrand. The N12 and the R28 national 


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Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


and provincial roads respectively as well as the railway line provide easy access to the 
area. Goods and produce can reach markets and airports fairly easily without sacrificing 
loss of quality or excessive transport costs. 

The planned Rapid Bus Transport (BRT) node from Lenasia will reduce the travel time of 
commuters making Westonaria a valued choice to reside in. 


Combined Table and Graph No 1: Total population per municipality 

Population Trends on the West Rand 


o 

a. 

800000 

o 

o 

Q. 

600000 

O 

o 

400000 

n 

E 

3 

200000 

z 

0 


Westonaria 


□ 2001 


109328 


12007 


99218 


Randfontein 


128731 


117261 


Mogale City 


289835 


319641 


DMA 


5781 


2918 


Merafong 

City 


210481 


215865 


Municipalities 










1 



^ 1 




Total 


744156 


754903 


□ 2001 
□ 2007 


Source: StatsSA 


Statistics reflected in the Community Survey 2007 is compared to Statistics of 2001 to 
reflect on trends. A more internal focus is adopted reflecting on the local situation. It is 
to be noted that the various surveys did not always use the same fields/ categories in 
the surveys complicating comparison. 

Situation prior to Merafong City Local Municiaplity’s inclusion into Gauteng and 
the West Rand 

Greater Westonaria comprises an area of 616 km^ representing 25% of the area in the 
West Rand District Municipality. The population of 99 218 represents 18,4% of the total 
population on the West Rand. 

Situation after Merafong City Local Municipality inclusion into Gauteng and the 
West Rand 


The size of greater Westonaria was not affected when Merafong City Local Municipality; 
was added to the District, however ratios were affected. Westonaria now represents 
15% of the area and the population represents 13% of the total population reflected. 

The total number of households in Westonaria according to the Community Survey of 
2007 is reflected as 50 675. According to the 2001 Census of StatsSA Westonaria 29 
980 households were reported with a breakdown of 12 818 formal households and 16 
554 informal ones. The table below is self explanatory and is used in calculations done 
for service delivery and backlogs. 


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Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


Table No 1 : Dwelling type 


Area 

Formal 

Informal 

Traditional 

Other 

Total 

Mogale city 

57,598 

24,220 

1,418 

293 

83,529 

Randfontein 

28,630 

7,087 

363 

85 

36,165 

Westonaria 

12,818 

16,554 

493 

115 

29,980 

DMA 

1,301 

261 

87 

15 

1,664 

Total 

2001 census 

100347 

48,113 

2361 

508 

151338 


Source: Stats SA: Census 01 


A 2.2 AREAS THAT MAKE UP THE MUNICIPAL AREA 


The Westonaria Local Municipality is characterised by a dispersed urban structure 
consisting of various urban areas and mining villages spread across the entire municipal 
area. The urban areas include the following townships as well as rural areas: 

• Westonaria 

• Bekkersdal 

• Simunye 

• Venterspost 

• Glenharvie 

• Hillshaven 

• Wagterskop Extension 2 

• Nufcor (private township) 

• Libanon (mining village) 

• Waterpan (mining village) 

The rural areas consist of a large number of farms as well as the following agricultural 
holdings: 

• Dennydale - Kocksoord 

• Petrograaf 

• Ten Acres (South of railway) 

• Wagterskop 

• Waterpan 

• West Rand Agricultural Holdings 

• West Rand Gardens Estates 


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Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


A 2.3 DELIMITATION OF WARD BOUNDARIES FOR THE 2011 LOCAL GOVERNMENT 
ELECTION 


Circular 3 of 2009, received from the Municipal Demarcation Board (MDB) outlined the 
steps to be followed to delimitate ward boundaries in municipalities for the 2011 
municipal elections, via a local public participation process. 

The aim of the delimitation is to bring voting stations closer to the people and ensure that 
there are, on average, an equal number of registered voters in each of the wards and in 
the case of Westonaria, the number of voters per ward have to be between 2702 and 
3655. 

The Circular requires a public participation process and address the situation where 
stakeholders: 

• Agree with the delimitation proposals received from the MDB, 

• Agree on different proposals to be made to the MDB; and 

• Do not agree on the delimitation of the wards. 

Council at an Extraordinary Council Meeting held on 20 August 2009 vide C/Res 
371/09(08) resolved to support the process for the delimitation of wards. The information 
packs were discussed with Councillors after an Extraordinary Council meeting held on 1 1 
November 2009. 

It was indicated that an additional ward, ward 16, is to be established and once in place 
that a Ward Councillor and a Proportional Representative (PR) Councillor will be needed 
extending the existing Council of 29 Councillors to 31 Councillors. 

The consultation process with local stakeholders took place on 20 - 26 November 2009. 


The outcome of the ward based public meetings was as follows: 

• That the Municipality and local stakeholders supported the proposal of the MDB, 
regarding Ward 2, Ward 3, Ward 7, Ward 8, Ward 11, Ward 12, Ward 14 and 
Ward 1 6. 

• That the Municipality and local stakeholders disagree with the MDBs proposed 
delimitation of the following wards, and requested that the status quo, as per the 
2006 delimitation, remain for the following wards namely Ward 4, Ward 5, Ward 
9, Ward 1 0, Ward 1 3 and Ward 1 5. 

• That the local stakeholders in Wards 1 and 6 be further engaged to try and 
resolve the disputes regarding these wards and that the outcome. 

The MDB was informed of the outcome of the public participation process and hearings 
were conducted by them in the Banquet Hall on 4 March 2010, trying to find common 
ground in the wards where the boundaries were contested. 

As the parties could not reach agreement, formal submissions were made to the MDB by 
2 April 2010, which they considered. The MDB however, in the absence of convincing 
arguments and motivations decided not to accept any of the alternative proposals, but to 


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Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


revert back to its own original proposal, which included the addition of a new ward, Ward 
16, which includes the area of Cooke 3, Nufcor, West Rand Agricultural Holdings, as 
well as Zuurbekom and Syferfontein farm portions. 

Alternative proposals were again forwarded to the MDB on certain ward delimitations, 
but the proposals again were rejected and the MDB approved the ward delimitations in 
line with their proposal in terms of Circular 3 of 2009. 

A 2.4 STATUS OF EXISTING PLANNING DOCUMENTS 


The Westonaria Town Planning Scheme, 1981 

The Westonaria Town Planning Scheme, 1981, is still in operation and is the main 
regulative tool in land use management for areas that have been incorporated into the 
area under the control of the Scheme. 

Gauteng Removals of Restriction Act, 1996 

Conditions of establishment 

The Conditions of Establishment for each township, together with the Westonaria Town 
Planning Scheme, regulates development on properties. 

Annexure “F” of the Community Development Act, 1984 (Act 4 of 1984) 

The abovementioned Act was applicable to Bekkersdal Township, however, the formal 
Bekkersdal Township has since been incorporated into the Westonaria Town Planning 
Scheme. 

Peri Urban Town Planning Scheme, 1975 

All areas within the Westonaria Local Municipality’s boundary except those not under the 
control of the Westonaria Town Planning Scheme, 1981, are controlled by the Peri 
Urban Town Planning Scheme, 1975. 

Gauteng Planning Act 

New planning legislation has been compiled and approved. The Act is not in operation 
due to regulations not promulgated yet. This new planning legislation will replace all 
current planning legislation. 


***** 


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Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


A3. STRENGTHS, WEAKNESSES, OPPORTUNITIES AND THREATS (SWOT) 
ANALYSIS 


A 3.1 STRATEGIC PLANNING SESSION: APRIL 2006 


The new Council after its election in March 2006 held a Strategic Planning Session 
during April 2006 with a follow-up work session scheduled in June 2006 to finalize 
matters identified but not fully addressed. 

The aims of the Session were as follows: 

• To develop a strategic five year plan for the municipality; 

• To analyze and evaluate the current organizational productivity; 

• To create a viable economic strategy for Westonaria Local Municipality; and 

• To review and re-align the organization. 

The information provided reflected that there are matters impacting on Council and its 
customers whilst other matters impact on the development of Westonaria as a town and 
its positioning within the region and Gauteng province. 

Strengths 

The following strengths have been identified during the Strategic Planning Session held in 

April 2006: 

• Political stability of Council: The Executive Mayor, was re-elected Mayor allowing 
for continuity in the planning process. Having one party as the majority provides for 
Council to have a common goal. 

• Administrative Support and Infrastructure: Experienced administrators, updated 
information technology, good infrastructure and support networks provide the 
backbone to achieve goals. 

• Location: The three (3) biggest gold mines are situated in the area. The town is 
situated next to the N12 which has been accepted as the Treasure Route project. 
The town is in close proximity of Johannesburg, Pretoria and the Vaal Triangle. 
Good infrastructure links Westonaria to these fast growing economic centres. 

• Area Identified for Agricultural Development and Agro-processing: The area 
has been identified for agricultural developments. Although Westonaria has been 
identified as an agricultural unit a lot needs to be done to address the accessibility 
and availability of water required to support agricultural activities. 

• Bekkersdal Renewal Project: The Bekkersdal Renewal Project (BRP) provides the 
opportunity to create an integrated development housing programme in the area, 
realize the close involvement of the former Department of Housing in the project, 
provides opportunities for skills transfer, establishment of SMME, empowering and 
utilization of local contractors in services provided in the various stages of 
development. 

• Legislation: 


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Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


o Municipalities: Property Rates Act: Legislation provides local municipalities the 
opportunity to increase the income base by way of not only levying property but 
also the development on stands bigger than SOOm^. 
o Mining Companies: Mining houses within the area are compelled to increase 
their involvement in the area by way of investing locally and supporting local 
businesses as required by the Mining Charter. Proper rehabilitation of mining 
environments and activities are required by legislation. The Mining Forum was 
launched in October 2007 to improve relations and co-ordinate development in 
greater Westonaria. 

Weaknesses 


Risks having an outward focus will be those risks negatively impacting on Westonaria as 
a town. The risks impact on the development of the town and its people and control 
measures to minimize the impact should be put in place. 

Some of the risks identified are: 

• Declining Economy: 

Closure of mines in the area or drop in the gold price could result in a declining 
economy for the area. Alternative projects and activities related to trade, industry 
and construction should be sought to counteract the dependency on the mining 
industry enabling Westonaria to increase its contribution to the Gross Domestic 
Product. 

• Under-utilised Sources of Revenue and Resources: 

An under-utilised source of revenue for Westonaria Local Municipality was identified 
as the sale of water units consumed by the mines since bulk purchases are made 
directly from Rand Water. 

Westonaria Local Municipality initiated and entered into an agreement with the mines 
that water will be purchased directly from Council and no longer from Rand Water. 

Another external risk is neglecting to establish relationships with the Gauteng 
Economic Development Agency (GEDA), Blue IQ, Development Bank of Southern 
Africa (DBSA), and other points of access to funds. 

• Legislative requirements: 

Although government is concerned about the quality of homes build in its various 
housing programmes the requirement that builders should be registered within the 
National Home Builders Registration Council (NHBRC) could negatively impact on 
the delivery of units. Local contractors are not always aware of the processes to be 
followed or do have the money to register accordingly. The registration of builders 
with the NHBRC could delay progress. 


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Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


• Lack of a United Economic Strategy Focusing on Job Creation and Access to 
Economic Opportunities: 

A Local Economic Development Summit was held during 2006. The involvement of 
an economic authority such as the Development Bank of Southern Africa is 
necessary to keep up with the latest trends and developments. 

• Ignoring poverty and unemployment 
Opportunities 

West Rand: Economic Growth and Development Strategy 

The aims of the Economic Growth and Development Strategy of the West Rand are to 
realize economic growth, address unemployment and reduce poverty. 

Westonaria Local Municipality forms part of the West Rand District Municipality and 
should align it to the proposed strategies and initiatives to initiate growth and 
development in Westonaria and on the West Rand. 

Poverty, a lack of access to basic services, job opportunities and HIV/AIDS are some of 
the challenges. 

Development interventions are needed for the following: 
o Job Creation; 
o Improving growth rates; 

o Addressing discriminatory policies, procedures and practices thus promoting 
equality; 

o Realising the potential of the community; 
o Sustainability planning; 

o Co-operative action between municipalities; and 
o Local solutions. 

A project identified by the West Rand Development Agency is the Donaldson Dam to 
initiate further economic development in the area and the Westonaria Plastic Recycling 
Project. 

Another project identified was the Upgrading and Renewal of the Central Business 
District (CBD). The aim of the project will be to strengthen investment in the area. 

Threats 


• Unplanned and Uncontrolled Land Invasion: Matter is closely monitored. 

• Excluding critical role players from within and from outside the community from the 
planning and implementation phases of various programmes and projects. 


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Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


The Outcome of the Workshop 

The outcome of the workshop was focussing on Short-tern, Medium-term and Long-term 
strategies. 

FIVE YEAR TURN AROUND STRATEGY FOR WESTONARIA LOCAL MUNICIPALITY 
IS: 

The 5-year Turn-around Strategy document focuses on the following issues: 


Short-term Strategies 

Medium-term Strategies 

Long-term Strategies 

Financial Strategy 

Good Governance Strategy 

Viable Economic 

• To improve collection 

• To provide democratic 

Regeneration Strategy 

• Model 1 Agro- 

capabilities 
• To improve the 

and accountable 
government for local 

Processing 
• Model 2 Artisans/ 

payment culture 
• To establish new 

communities 
• To ensure the 

Derived Mining 
• Model 3 Tourism 

income streams 

• To optimize current 
income streams 

• To improve business 
processes 

provision of services 
to the community in a 
sustainable manner 

• To ensure good 
corporate governance 

• To ensure effective 
execution of Council 
decisions 

• Model 4 Mixed-use 
model 


A 4. RISKS, WEAKNESSES AND STRENGTHS 


The Local Government: Municipal Systems Act, Act No 32 of 2000, states that the 
Integrated Development Plan (IDP) of a municipality is the key strategic planning 
instrument guiding and informing planning and development within the area. 

An inclusive and strategic plan for development requires that it: 

• Links, integrates and co-ordinates plans and considers proposals for development; 

• Aligns resources and capacity of the municipality with the implementation plan; and 

• Forms the policy framework and general basis for annual budgets. 


A 4.1 RISK ASSESSMENT 


Strategic and organizational planning sessions are valuable tools assisting Council and 
management with the process of identifying risks and having appropriate controls in 
place. Annual risk assessments enable Council to be pro-active and accountable. 


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Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


Value of risk assessment 

Availing information identified in an Risk Assessment will not only assist Westonaria 
Local Municipality to have a focused approach to challenges but will also assist 
provincial and national governments, investors and other stakeholders to comprehend 
the challenges ahead and utilizing the available potential to its full extent. 

Being able to achieve the abovementioned requires a clear understanding of the 
strengths and the weaknesses of the municipality as well as understanding and 
addressing the potential of the organization, the community, resources, opportunities, 
etc. 

Potential refers to opportunities, be it of economical or other nature, which are not 
cultivated or fully opened up yet and opportunities already in existence which are not 
fully utilized. 

4.1.1 2007/2008 FINANCIAL YEAR 


Council at its meeting held August 2007 vide C/Res 0250/07(8) approved a Global Risk 
Assessment Report for Westonaria Local Municipality. Gauteng Auditing Services 
(GAS) facilitated the process in accessing the risks for Westonaria. 

The risk assessment processes consisted of two phases: 

• Individual Control Risk Self Assessment (CRSA) workshops with the management 
team of the then five (5) Directorates of Council identifying significant and emerging 
risks to their Directorates. 

• Based on the operational risks a strategic risk register was compiled for the 
Municipality identifying risks, hazards, threats and opportunities. 

The following risks were considered: 

• Strategic risks 

• Operational risks related to business processes 

• Financial risks i.e. loss of assets 

• Compliance risks i.e. laws and regulations 

• Risks impacting on the Municipality’s reputation 

• Any other risk such as political, external, environmental, etc. 

The top risks of each of the Directorates were identified during the CRSA process. The 
top risks were consolidated to provide a provisional list of top 20 risks for the 
Municipality. 

An Agreement with national government and Gauteng Auditing Services (GAS) realised 
that Westonaria Local Municipality gained access to the BarnOwl software to manage 
risks. Senior Management will be given access to the software to manage and report on 
the Department’s risks. 


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Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


2010/11 


During October 2010, Council, with the assistance of Gauteng Finance Services 
undertook another risk assessment session where the Departments of Council 
participated in the identifying of organisational risks and senior management had 
workshops considering the inputs to develop a Strategic Risk Register for Council. The 
Risk Register is to be approved by Council at its meeting held in February 201 1 

Summary of the top 1 1 risks: 

Deterioration and aged resources (vehicles). Limitation of growth and development. Loss 
of Revenue, Loss of Skills, Loss of valuable information. Inability to deliver timely on 
housing units and eradicating the informal settlements and the pollution of the 
environment stay risks despite implementing controls. 

The following 1 1 risks needs to be monitored 


No 


Risk 

No 


16 


14 


Risk description 


Deterioration and aged 
resources ( vehicles, 
infrastructure etc) 


Limitation on growth and 
development 


Loss of revenue 


Loss of key skills 


Loss of valuable 
information 


Imp 

act 


Likeli 

hood 


Inher 

ent 

risk 


Perceived 

control 

effectivenes 

s 


Residual 

risk 



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Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


No 


10 

iT 


Risk 

No 


15 


10 


11 


Risk description 


Inability to deliver 
timeously on housing units 
and eradicating informal 
settlements 


Pollution of the 
environment 


Poor service delivery 


Low staff morale and 
productivity levels 


Serious injuries, illnesses 


or death 


Possible legal action 


Imp 

act 


Likeli 

hood 


Inhere 
nt risk 


Perceived 

control 

effectivenes 

s 


Residual 

risk 



80% 


80% 


65% 


12.8 


12.8 


10.4 


Whistle Blowers 


Appropriate mechanisms are in place to report matters requiring monitoring or 
evaluation. 

Opportunities are provided to officials or members of the public to anonymously report 
matters without being directly linked to the investigation. Supportive evidence however 
is required. 

Confidentiality and anonymity of whistle blowers are respected. 

Assurances should be in place to protect the whistle blowers for reporting the matter(s) 
and indicated areas of concern. 

4.1.2 RISKS (2007/08) - Electricity Crisis 

Since the beginning of January 2008, South Africans realised the value of electricity. 
Regular electricity outages occurred several times a day impacting on daily activities 
even bringing the mining industry to a halt when no guarantees could be provided on 
supply. 

The uncertainty experienced with the supply of electricity forced Gold Fields, the fourth- 
largest gold producers not to declare a dividend on their shares for the six month period 
ending December 2007. Previously a dividend of 70c was paid out for the same period. 

The need for sustainable electricity supply is required by the mines. Eskom indicated that 
mines could do calculations upon receiving 90% of its usual electricity capacity. The 
promise of 90% supply will realise a drop of 15 to 20% in production at Gold Fields. 


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Westonaria Local Municipality 


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Draft Integrated Development Plan (IDP) 


With the latest developments, preliminary feasibility studies are underway to link Kloof No 
4 Shaft with South Deep thus optimising the infrastructure. This approach will realize in 
the quicker mining of ore in the South Deep Area. (Rapport, 3 Feb 2008, p5). 

Mr Ian Cockerill, Chief Executive Officer from Gold Fields on 25 February 2008 
announced that 7000 jobs would probably be shed as a result of the electricity crisis. 
Companies have to cut back on production and ultimately shed jobs to meet the limits set 
by the utility. Some of the older shafts were largely depleted, but the power situation has 
accelerated their closure. 

Mr Cockerill reported that the sky-high commodity prices reaching new records would not 
be enough to cushion the effect on the mining industry. (The Star, 26 February 2008, pi 
of the Business Report.) 

Increased activity is expected at the Kloof and South Deep gold mines and many 
retrenchments are not foreseen for the Shafts within the greater Westonaria. 

Although greater Westonaria did not experience as many outages as neighbouring towns 
it never the less had an impact on Council and the community. 

Eskom and government approached all local authorities to realise a 10% saving on 
electricity consumption. 

Ways to realise the saving: 

Electricity will be switched off for periods between 07:00 - 10:00 and 16:00 - 22:00 within 
Westonaria and Simunye. These areas were divided into sections and received their 
power supply from Westonaria Munic and Glenharvie Munic substations respectively. 

The power sharing schedule serves as a circular and was displayed on Council’s notice 
boards. 

Eskom initiated a process of replacing incandescent globes with energy saving globes. 
The campaign started in Simunye Township as part of the load roll out process. 

Eskom undertook to install geyser control (ripple control devices) that will remotely & 
automatically switch off geysers as and when required. The process will randomly select 
areas and rotate the “switching off’ during peak demand periods. 

Awareness Campaign 

An electricity saving campaign was launched by Council and linked up with the initiatives 
from Eskom and government. 

The community was motivated to: 

• Switch off the geyser between 1 1 :00 and 18:00 and between 21 :00 and 5:00 (time 
switch can be used) 

• All appliances to be switched off at the wall (socket) not remote control 

• When not in use switch off all lights in the home, except security lights 

• Boil only the required amount of water 

• Use a microwave oven rather than a stove 


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Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


• Use alternative energy sources for cooking purposes e.g. gas, coal, wood, etc. 

• Take a short shower or a shallow bath 

• Lights to be switched of in the offices from 22:00 to 6:00 - mandatory - except 

security lights. 

• Use daylight as far as possible compared to electrical lighting 

• Open windows rather than using the air conditioner. 

The Impact of Electricity Load shedding on Council and Communities 

The Community 

The community wishing to do business at the Municipality will not be able to be served 
properly since computers will be off-line. The Licensing Office will, apart from when the 
NATIS-system is off-line, not be able to assist the public which might lead to more 
frustration amongst members of the community. 

Another area raising concern will be the Testing Station where applicants for driver 
licence testing write tests in the mornings from 8:00 to 10:00. Applicants cannot 
reschedule because they wait several weeks for an appointment. An action plan will be 
implemented to assist applicants to write the test at a later stage during the day. 

Council venues and sports fields using flood lights are booked in advance. Functions 
cannot be proceeded with without electricity. The community is to be notified to make 
alternative arrangements. 

Load shedding will also impact on the health services since certain medicines need 
cooling and equipment used require electricity. However, contingency plans are in place 
to render a service to the community. 

Operational Expenses 

Operational Expenses wil show an increased due to overtime for Council officials since 
the switching over takes approximately 2 hours per day, excluding unforeseen overtime 
required for the network. Additional fuel costs travelling to the switching stations on a 
daily basis. Operational and maintenance cost will increase due to certain medium 
voltage switchgear require an oil change after every 3'^'^ time of switching. 

Capital Expenses 

To comply with legalisation and safe working procedures, switching at regular intervals, 
more than planned will decrease the life span of switchgear which is between 20-50 years 
old. The estimated capital layout to replace the old equipment amounts to R17mil. 

Due to the lack of storage capacity at pump stations, reservoirs and purifications work, it 
is recommended that generators be purchased providing emergency electricity. Costs 
are estimated at R1 .2m. Generators will be purchased during the 2008/09 financial year. 

Replacing old switchgear amounting to R17m as well as purchasing of generators to the 
value of R1 ,2m are too much to be accommodated in one financial year and needs to be 
spread over three (3) to four (4) financial years. Even this approach will imply less capital 
available for projects identified by the community. 


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Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


Reports in the media, directives from Eskom and Government indicate that the power 
sharing process will continue for the next four (4) years. 

Outcome 2008/2009 

As a solution to alleviate the criticism coming from the business community Eskom 
announced a tariff increase that exceeded expectation. This announcement was made 
after local authorities published their tariffs for implementation. These tariff structured had 
to be amended resulting in Council providing bridging finance realising in a shortfall in 
executing capital projects. 

Since the discussions to bring in the Regional Energy Distributors (REDS) to 
municipalities, the Electricity Distribution Industry (EDI) has shelved all activities in this 
regard. 

4.1.3 RISK 2009/10 & 2010/2011 financial years - Service Delivery and Financial Viability 

During the 2009/2010 and 2010/2011 financial years a number of communities around 
South Africa expressed their dissatisfaction with regard to service delivery and the 
allocation of tenders, utilisation of local labour and related matters. The Minister of Local 
Government and Traditional Affairs, Mr Sicheka delegated competent people from 
municipal ranks to address the problems experienced and ensure improved service 
delivery. 

This arrangement implied that three of Council’s senior managers were delegated to 
assist the suffering municipalities leaving a void within Council and its senior 
management e.g. no performance assessments were done for the 2009/2010 financial 
year and the Auditor-General expressed concerns over Council’s financial viability. 

The Local Government Turn-Around Strategy (LGTAS) cascaded down to the Municipal 
Turn-Around Strategy (MTAS) was developed and municipalities had to indicate their 
commitment towards addressing pre-201 1 and post-2011 priorities. Sector departments 
were requested to assist where possible. 

The deployment of two senior officials from Mogale City Local Municipality beginning of 
August 2010 assisted Council to deal with the challenges Westonaria Local Municipality 
experienced. The financial situation is improving with the appointment of a private 
company to do debt collection, commission the performance management system and 
tending to the staff structure of Council previously mentioned. 

Due to the Department: Performance and Compliance not being populated the function 
of risk management fell behind. 

Westonaria Local Municipality saw the shortcoming and approached the Gauteng 
Department of Finance to assist. A number of operational risk assessment workshops 
were conducted for the various Departments of Council where after senior management 
considered the inputs and developed a strategic risk register for Council. 

The final product is not available as yet but will be released shortly. 


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Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


A 5. LEGAL FRAMEWORK ANALYSIS 


A 5.1 INTRODUCTION 


Municipalities are established in terms of Section 12 of the Local Government: Municipal 
Structures Act, 1998 (Act 1 17 of 1998), within the legal framework of the Constitution. 
Westonaria Local Municipality was established as a category B municipality, within the 
boundaries of the West Rand District Municipality (WRDM) as Category C. The 
Municipality has executive and legislative authority and is empowered to govern, on its 
own initiative, the local governmental affairs of its community, subject to national and 
provincial legislation, as provided for in the Constitution and other relevant legislation. 

A 5.2 THE CONSTITUTION (ACT 108 OF 1996) 

In terms of the Constitution, local government is established for the residents of its 
demarcated areas and shall have differentiated powers, functions and structures 
according to considerations of democracy, economy, physical and environmental 
conditions. Local government is autonomous and within limited prescribed by other 
laws, entitled to regulate its affairs. As a result neither Parliament nor a Provincial 
legislator may encroach on the powers, functions and structures of a local government to 
such an extent as to compromise the fundamental status, purpose and character of local 
government. The powers, functions and structures of local government are to provide 
services for the maintenance and promotion of the wellbeing of all persons within its 
area of jurisdiction. This includes providing access to all persons within its area of 
jurisdiction to water, sanitation, transportation facilities, electricity, primary health 
services, education, housing and security. 

A 5.3 THE MUNICIPAL STRUCTURES ACT (ACT 117 OF 1998) 

Chapter 5 of the Municipal Structures Act deals with the general functions and powers of 
municipalities and stipulates, in section 83(1) thereof, that a municipality has the 
functions and powers assigned to it in terms of sections 156 and 229 of the Constitution 
and further stipulates in section 83(2), that these functions and powers must be divided 
as prescribed, between the district municipality and the local municipalities in its area of 
jurisdiction. 

Section 83(3) of the Municipal Structures Act stipulates that a district municipality must 
seek to achieve the integrated, sustainable and equitable social and economic 
development of its area as a whole by - 

(a) Ensuring integrated development planning for the district as a whole; 

(b) Promoting bulk infrastructural development and services for the district as a 
whole; 

(c) Building the capacity of local municipalities in its area to perform their functions 
and exercise their powers where such capacity is lacking; and 

(d) Promoting the equitable distribution of resources between the local 
municipalities in its area to ensure appropriate levels of municipal services within 
the area.” 

Section 84(1) deals with the functions and powers of district municipalities and stipulates 
that a local municipality has the functions and powers referred to in section 83(1), 
excluding those listed in this subsection. 


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Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


It should be noted that the Minister of Cooperative Governance and Traditional Affairs, 
may, by notice in the Government Gazette and after consultation with the Cabinet 
member responsible for the functional area in question and after consulting the MEC for 
local government in the province and if applicable, subject to national legislation, 
authorise a local municipality to perform certain specific functionsof a district 
municipality, mentioned in Section 84(1) of the Act. 

A 5.4 LEGISLATIVE FRAMEWORK 


Municipalities operates within a legislative framework which consists of various statutes, 
which include: 

• The Local Government: Transitional Act (Act 209 of 1993); 

• The Constitution of the Republic of South Africa (Act 1 08 of 1 996); 

• The Local Government: Municipal Structures Act (Act 1 17 of 1998); 

• The Local Government: Municipal Systems Act (Act 32 of 2000); 

• The Local Government: Municipal Finance Management Act (Act 56 of 2003); 

• The Local Government: Municipal Demarcation Act (27 of 1998); and 

• The Municipal Property Rates Act (6 of 2004). 

Other Statutes which impacts on the governance of a municipality include the following 
(the list is not exhaustive): 

• The Water Services Act (Act 1 08 of 1 997); 

• The National Water Act (Act 36 of 1 998); 

• The Electoral Act, 1998 (Act 73 of 1998); 

• The Promotion of Local Government Affairs Act (Act 91 of 1983); 

• The Electricity Act (Act 41 of 1987); 

• The Promotion of Access to Information Act (Act 2 of 2000); 

• The Promotion of Administrative Justice Act (Act 3 of 2000); 

• The National Health Act (Act 61 of 2003); 

• The Occupational Health And Safety Act (Act 85 of 1993; 

• The Labour Relations Act (Act 66 of 1 995); 

• The Basic Conditions of Employment Act (Act 75 of 1 997); 

• The Employment Equity Act (Act 55 of 1998); 

• The Skills Development Act (Act 97 of 1998); 

• The Unemployment Insurance Act (Act 63 of 2001); 

• The Pension Funds Act (Act 24 of 1 956); 

• The Housing Act (Act 1 07 of 1 997); 

• The Prevention of Illegal Eviction from and Unlawful Occupation of Land Act (Act 
19 of 1998); 

• The Removal of Restrictions Act (Act 84 of 1967); 

• Rationalisation of Local Government Affairs Act (1 0 of 1 998); 

• The Development Facilitation Act (Act 67 of 1995; 

• The Organised Local Government Act (Act 52 of 2003) 

• The Expropriation Act (Act 63 Of 1975); 

• The Institution of Legal Proceedings Against Certain Organs of State Act (Act 40 of 
2002 ); 

• The Arbitration Act (Act 42 of 1 965) ; 

• The Public Audit Act (Act 25 of 2004); and 

• The National Road Traffic Act (Act 93 of 1 996) 


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Westonaria Local Municipality 


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Draft Integrated Development Plan (IDP) 


A 5.5 BY-LAWS 


Section 156 of the Constitution assigns to municipalities the right to make and administer 
By-laws. 

The Westonaria Local Municipality has promulgated the following By-laws: 


BY-LAW TITLE 

SCOPE 

Bursary Loan Fund 

Conditions regarding the granting of bursary loans, 
repayment of bursary loans, security and study loans to 
Council officials. 

Dogs 

Requirements for the keeping of dogs, adequate premises 
and disturbances. 

Informal Traders selling 
goods, Food-Informal 
Traders selling goods 
and Food-Vendors 

Regulates the activities of Informal Traders selling goods, 
Food-Informal Traders selling goods and Food-Vendors 

Posters 

Provisions relating to the requirements for the posting of 
posters, time periods, removal, types and prohibits. 

Railway Service Lines 
and Private Sidings 

Provisions relating to the construction of private sidings, 
feeder liens, liabilities of owners and penalties. 

Flire of Flails 

Provisions relating to the hiring and use of the different 
municipal halls 

Walls, Floardings and 
Fences 

Regulations regarding the construction, alignment, height 
and elevations of walls, hoardings and fences, materials and 
repairs, alterations, demolition thereof. 

Cemetery 

Establishment of a cemetery, admission of visitors, 
prohibited acts, graves, funerals, exhumation of bodies, re- 
opening and care of graves, etc. 

Library 

Regulates membership and use of the public libraries 

Public Flealth 

Flealth Conditions relating to general sanitation. 

Refuse (Solid waste) 

Provisions relating to the service for the collection and 
removal of business and house refuse from the premises. 

Legal aid to Officers and 
Servants of Local 
Authorities involved in 
Criminal Proceedings 

Legal assistance where the employee is charged with a 
criminal offence committed in the performance of his duty. 

Safe-guarding of 
Swimming pools and 
Excavations. 

Regulations relating to the protection of pools to prevent 
access thereto, the construction thereof and fencing thereof. 

Keeping of Animals, 

Birds and Poultry 

Provisions relating to the requirements for the keeping of 
animals and conducting of business involving the keeping of 
animals. 

Drainage 

Provisions relating to drainage installations and fittings. 

Electricity 

Control & measures regarding the connection and supply of 
electricity 

Flealth By-laws for Pre- 
school Institutions. 

Flealth requirements applicable to pre-school institutions. 

Milk 

Regulates the distribution and sale of milk and milk products 
in the municipality 

Public Amenities 

Regulates the use of public amenities in the municipality 


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Westonaria Local Municipality 


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Draft Integrated Development Plan (IDP) 


BY-LAW TITLE 

SCOPE 

Street & Miscellaneous 

Provisions relating to actions in or alongside streets. 

Water Supply 

Supply of water by the Council, metered supplies, water 
installations, fire extinguishing services, etc. 

Street Trading 

Provisions relating to the trading in public and designated 
areas. 

Property Rates 

To give effect to the Municipality's Property Rates Policy and 
to provide for matters incidental thereto. 


The Municipality is in a process of reviewing all its By-laws i.t.o. the provisions of Section 
1 5 of the Structures Act, Act 11 7 of 1 998. 


A 5.6 DELEGATION OF POWERS AND FUNCTIONS 


Municipal Councils have both legislative and executive authority in their respective areas 
of jurisdiction. Municipal Councils are responsible both for formulating legislation (by- 
laws) and for developing programmes to implement or execute that legislation. No 
municipal council can fulfil all its powers and duties without delegating at least some of 
its powers and functions to its different political structures and officials.. Municipal 
Councils, however, remain responsible for all their powers and duties, even when they 
have delegated these powers. Council must therefore receive regular progress reports 
on the various functions it has delegated, in order to monitor all these functions. 

Council, vide C/Res 0264/07(11), adopted a set of Delegated Powers and Functions in 
November 2007. 

The Delegation of Powers document is available from the Manager: Legal Services, 
Mr B.J. van Niekerk, telephone number (011) 278-3022. 


A 5.7 PROMOTION OF ACCESS TO INFORMATION 


The right of access to information is created by Section 32 of the Constitution and the 
Promotion of Access to Information Act, 2000 (PAIA), gives effect hereto by, amongst 
others: 

• Providing and detailing the procedures that must be followed in order to make a 
request for information; 

• Stating to whom the request can be made; 

• Detailing the duties of the bodies to whom the request have been made; 

• Describing what information can be requested; 

• Describing when the requested information must/may be refused; and 

• Describing what mechanisms and procedures are available if the request for access 
to information is refused. 

In terms of the provisions of Section 14 of the Promotion of Access to Information Act, 
2000, the Information Officer of every Public Body, which includes the Westonaria Local 
Municipality, must compile a manual in at least three official languages, which would 
assist a person to obtain access to information held by the Public Body, subject to 
certain limitations in terms of Section 9(b) of the Act. The Manual must be updated, if 
necessary, at intervals of not more than one year. 


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Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


A Section 14 Manual has been prepared and approved by Council videC/Res 
0256/07(11) in November 2007 and a copy thereof is available for scrutiny at the office 
of the Manager: Administration, Mrs M Engelbrecht, telephone number (01 1 ) 278-31 1 3. 
In terms of the provisions of Section 1 of the Act, the Municipal Manager, or anyone 
acting in that position, is the Information Officer of the Municipality. Me Engelbrecht, the 
Manager: Administration was designated as Deputy Information Officer in terms of the 
provisions of Section 17(1). The Deputy Information Officer falls under the direction and 
control of the Information Officer, who may delegate a power or duty conferred or 
imposed on him, to her. 

The Executive Mayor and, in her absence the Speaker, has been designated by Council 
as the Relevant Authority of the Municipality, who considers internal appeals in terms of 
Section 74 of the Act by aggrieved requesters or third parties regarding the decisions of 
the Information Officer. 


***** 


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Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


A 6. PROCESS PLAN 


A 6.1 INTRODUCTION 


Section 34 of the Municipality Systems At, Act No 32 of 2000, states as follows: 

“A Municipal Council- 

(a) Must review its integrated development plan - 

(i) Annually in accordance with an assessment of its performance 
measurements in terms of Section 41 ; and 

(ii) To the extent that changing circumstances so demand; and 

(b) May amend its integrated development plan in accordance with a prescribed 
process. ” 

Annual revision of the Integrated Development Plan (IDP) of Westonaria Local 
Municipality is needed enabling Council to achieve its objectives and adjust to changing 
circumstances. 

A 6.2 THE PROCESS 

□ IDP review process plan 

The process plan is necessary to ensure proper management and co-ordination 
of the planning process. Internal as well as external alignment of the Integrated 
Development Plan (IDP) is needed. Efforts were made to align the IDP of 
Westonaria Local Municipality with those of the district as well as neighboring 
local municipalities. 

The process plan contains the following: 

° Institutional structures, roles and functions to link the IDP with the budget; 

° Institutional structures to manage the process; 

° Time schedule for the planning process; and 
° Mechanisms to monitor the process. 

□ The Methodology 

The methodology used for the preparation and compilation of the 3'^'' Review: 
2010/2011 of the 2007 - 2012 IDP of Westonaria Local Municipality is based on 
the assessment report received from the Department of Development Planning & 
Local Government, the implementation of the projects, as well as the 
performance management thereof. 


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Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


A 6.3 ROLES AND RESPONSIBILITIES 

The roles and responsibilities of the internal and external role-players are: 

6.3.1 Linkages of IDP to Budget 


Position and Role in Process 



Executive Mayor 

Function in IDP process 

Responsibility to ensure Council fulfils its legal responsibility 
by preparing an IDP within legislative and procedural 
guidelines. 

Function in Budgeting process 

Responsible to ensure Council fulfils its legal responsibility 
by preparing an annual budget and a 5 year financial plan 
within legislative and procedural guidelines. 

Role in integration of process 

Gives key political support to the proper integration process. 




Council 

Function in IDP process 

Responsible for approving the IDP. 

Function in Budgeting process 

Responsible for approving the budget. 

Role in integration of process 

Ensure that linkages are achieved. 




Municipal Manager 

Function in IDP process 

Strategic management of the process. 


Responsible that the IDP is delivered as required by 
legislation and procedures. 

Function in Budgeting process 

* Strategic management of the budgeting process and 
preparation of 5-year plan. 

Role in integration of process 

* Accounting Officer of the municipality. 




IDP Manager 

Function in IDP process 

Day-to-day responsibility of the IDP process. 

Function in Budgeting process 

Day-to-day management of the budgeting process of the 
specific unit. 

Role in integration of process 

Ensure that IDP outputs are integrated into the budget: 


□ with Municipal Manager align the timing and outputs of 
the two processes; 


□ ensure the flow of information from the budget process 
into the IDP and IDP outputs into the performance 
management process; and 


□ close cooperation with the Chief Finance Officer. 



Chief Finance Officer 

Function in IDP process 

Key participation in IDP Steering Committee. 

Function in budgeting process 

Day-to-day management of the budgeting process. 

Role in integration of process 

Ensure that IDP outputs are integrated into the budget: 


□ with the IDP Manager align the timing and outputs of 
the two processes; and 

□ ensure the flow of information from the budget process 
into the IDP and the IDP outputs into budgeting 


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Westonaria Local Municipality 


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Draft Integrated Development Plan (IDP) 



process. 




IDP/Budfjeting Steering Committee 

Function in IDP process 

Oversee the effective management of the IDP process. 
Contribute to the assessing of the needs and prioritization 
of projects process. 

Function in Budgeting process 

Proper organisational linkage with the Budget. 

Role in integration of process 

Ensure the Terms of Reference of the Steering Committee 
interlink the IDP with the budgeting process. 




iDP Representative Forum 

Function in IDP process 

To provide community stakeholders inputs into all phases of 
the IDP. 

Function in Budgeting process 

Provide community stakeholders inputs into consultation 
parts of the IDP linked to budgeting process. 

Role in integration of process 

Ensure those Terms of Reference and membership of 
Forum reflects the contribution to both these processes. 


6.3.2 Managing of the Process 


Structure/Post 

FUNCTIONS 

Administrative 

Municipal 

Manager 

□ Strategic and senior operational responsibility for the development 
and management of the total IDP. 

□ Strategic and senior operational responsibility for ensuring that the 
implementation programme of the municipality takes place within 
available resources. 

□ Strategic and senior operational responsibilities for the revision of 
the IDP. 

IDP/Budget 

Steering 

Committee 

□ Monitoring effective management of the IDP. 

□ Strategic management of the municipality’s implementation 
programme. 

□ Performance management of the implementation programme and 
its link back to prioritising and further planning. 

□ Monitoring the roll-out of programme and project implementation as 
per business plan and budget. 

□ Monitoring of programme expenditure against budget. 

□ Monitoring the overall inter-sectoral contributions to programme. 

□ Resolving resource and inter-sectoral project management 
problems. 

Integrated 

Programme 

Development 

Teams 

□ Ensuring cross-sectoral allocation for prioritised programme 
delivery. 

□ Monitoring progress of delivery programme. 

Project Task 

Team 

□ Detailed project planning. 

□ Co-ordinate the inter-sectoral inputs into prioritising and authorised 
projects. 

□ Monitoring progress with rollout of project. 

Head of 

Department 

□ Making sectoral technical inputs to the planning process including 
linkage to integrated programme and project planning. 


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□ Managing project implementation by the department. 

□ Coordinating departmental/functional programmes and project 
implementation. 

□ Coordinating agreed departmental planning. 

District 

Municipality 

□ Fulfill a coordination role of local municipalities: 

□ Ensuring horizontal alignment of the IDPs of the various 
municipalities within the region. 

□ Ensuring vertical alignment between district and local planning. 

□ Facilitating vertical alignment of IDPs with other spheres of 
government and sector departments. 

□ Preparing joint strategic workshops with local municipalities, 
provincial and national role-players and other subject matter 
specialists. 

IDP Desk 

□ Communication of information to relevant departments of the 
municipality. 

□ Managing the linkage of the results of performance management 
back into the management forums and the annual review of the IDP. 


Political 

Structure/ 

Post 

FUNCTIONS 

Mayoral 

Committee 

□ To handle day-to-day political inputs into the overall IDP process. 

□ To respond to the developing business plan and budget forming the 
strategic management team. 

□ Deal with political elements of the implementation of the council 
programme. 

Full Council 

□ To ratify the IDP. 

□ To monitor its implementation. 

□ Approve the implementation of municipality’s agreed upon service 
delivery programme. 

□ Agree to any major changes to the implementation schedule of 
budget. 

Portfolio 

Councillors 

□ To provide input on the planning of strategies, programme and 
project identification. 

□ To monitor and assess functional and sectoral delivery in 
accordance with council’s agreed programme of delivery. 

Ward 

Committees 

□ To contribute to detailed project design in their local areas. 

□ To monitor progress with project delivery in the area. 

□ To liaise with ward members on the progress and quality of the 
work. 

□ To assist in mobilizing appropriate community involvement in project 
delivery. 

IDP 

Representative 

Forum 

□ To take community input into the planning process for integration 
into plans including five-year plan and one year budget. 

□ To monitor and evaluate progress in the implementation of the five 
year plan. 

□ To make suggestions on ways of improving delivery or reviewing 
the five year plan. 

□ Community inputs into detailed project planning. 

□ Community monitoring and evaluation of the delivery process of 


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specific projects. 

Provincial 

Government 

* Local 

Government 

Department 

* Sector 

Departments 

and 

* Corporate 

Service 

Providers 

□ Ensuring horizontal alignment 

□ Ensuring vertical/sector alignment between provincial sector 
departments/provincial strategic plans and the IDP process at 
local/district level by: 

° Guiding the provincial sector department’s participation in and 
their required contribution to the municipal planning process. 

° Assess the draft IDP’s and aligning sectoral programme and 
budgets with the IDP’s. 

□ Efficient financial management of provincial IDP grants. 

□ Monitoring the progress of the IDP processes. 

□ Facilitation of resolution of disputes related to IDP. 

□ Assist municipalities in the IDP drafting process where required. 

□ Organising IDP-related training where required. 

□ Co-ordinate and manage the MEC’s assessment of the IDPs to: 

° Contribute relevant information on the provincial sector 
department’s plans, programmes; budgets, objectives; strategies 
and projects in a concise and accessible manner. 

° Contribute sector expertise and technical knowledge to the 
formulation of municipal strategies and projects. 

° Engage in a process of alignment with district municipalities. 

□ Participate in the provincial management system of co-ordination 


A 6.4 TIME SCHEDULE 


The time schedule and resources requirements are reflected in the table below: 


PHASES 

TIME FRAME 


ADJUSTMENT 

ACHIEVEMENTS 



Phase 1 : 

Planning Process 


□ 

Assessment of 

IDP 

August 2010 



August 2010 

□ 

Approval of 

Process Plan by 
Council 

August 2010 



September 2010 

□ 

Process Plan 

Availed for public 
Comment 

August 2010 



September 2010 

□ 

Compliant of 
information in 
terms of 
assessment 

September to 
November 2010 



November 2010 

□ 

Community 
participation to 

October 2010 



November 2010 


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Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


PHASES 

TIME FRAME 

ADJUSTMENT 

ACHIEVEMENTS 


obtain inputs on 
projects 




□ 

Municipal 
analysis of 
needs & projects 
identified by 

November 2010 


January 201 1 


community 

November 2010 



□ 

Forming Project 



Project Task Teams - 


Task Teams 

January 201 1 


FIOD with staff 
members - considered 

□ 

Review of 



project implementation 


priority issues 

January 201 1 


measured against 
financial situation. 

□ 

Consolidation of 
analysis results 



February 201 1 

Phase 2: Strategy Review of IDP 

Review of the 
following: 




□ 

Localise 

September 2010 


Departments were 


strategic 



requested to liaise with 


guidelines 



the sector departments 

□ 

Creating strategic 

September 2010 


February 2011 -Worked 


alternatives 



on the MTAS 

□ 

Public debate on 
Alternatives 

October 2010 


November 201 1 

□ 

Defining 

November 2010 

February 201 1 



resources 




□ 

District level 

November 2010 

February 201 1 



strategy 

meetings/ 




□ 

Analysing and 

November 2010 

February 201 1 


deciding 




Phase 3: 

Projects 

□ 

Preliminary 

budget 

allocations 

January 201 1 

February 201 1 


□ 

Review and 
designing 
project 
proposals 

January 201 1 

February 201 1 



31 




Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


PHASES 

TIME FRAME 

ADJUSTMENT 

ACHIEVEMENTS 

□ 

Target group 
participation 

February 201 1 

March 2011 


□ 

Project partners 

February 201 1 

Throughout 201 1 


□ 

Technical 

project 

decisions 

February 201 1 

February 201 1 


□ 

Comments on 

September 2010 to 

February 201 1 



document from 

February 201 1 




internal 

departments 

February 201 1 



□ 

Drafting of the 
draft 4th Review 
document 

March 201 1 

February 201 1 


□ 

Council to 
approve draft 

March 201 1 (within 10 

February 201 1 


□ 

Submit Draft IDP 
to MEC for 

days of adoption) 

March 2011 



comments 

April 2011 (within 14 
days after adoption) 



□ 

Advertise draft 

IDP to encourage 
public 

participation 

21 days to comment 

March 2011 



Phase 5: Approval 

□ 

Comments and 
co-ordination of 
MEC inputs 

April 2011 

April 201 1 


□ 

Final adoption by 
Council 

May 201 1 

April 201 1 


□ 

District level 
Summaries 

May 201 1 

April 201 1 


□ 

Submit Final 

May 2011 (within 10 

April 201 1 



4**^ Review IDP 

days 




to MEC for 
comments 

of adoption) 




32 




Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


PHASES 

TIME FRAME 

ADJUSTMENT 

ACHIEVEMENTS 

□ Advertise 

Council’s 
adoption of the 
document 

June 2011 (Within 14 
days after adoption) 

April 201 1 



Quarterly review of service delivery and budget implementation plans. 


A 7. MECHANISMS AND PROCEDURES FOR COMMUNITY & STAKEHOLDER 
PARTICIPATION (CONSULTATION PROCESS) 


The IDP is not an isolated document or process. It does not stand separate from 
developments within the area. 

Closer liaison with the community, business community and the mining industry whether 
formal or informal will influence the end result. Liaison with neighbouring municipalities, 
the West Rand District and Sector Departments are important to ensure that 
stakeholders are aware of one another and that development in the area can have an 
integrated approach. 

A 7.1 PUBLIC PARTICIPATION PROCESS 


Westonaria Local Municipality throughout the Integrated Development Plan (IDP) 
planning process endeavours to promote and encourage public participation. 

The diversity of the communities, gender, language and education levels were 
considered. 

Preparation for Meetings 

Notices of the public meetings are published in the newspapers and English is the 
language used. 

Notices of the said meetings are translated into seTswana and isiZulu and are put up at 
clinics, libraries and Council’s notice boards acknowledging the diversity of the 
community, gender, language and educational levels. 

Messages providing the aim of the meeting, date and time are prepared for the various 
wards. The messages are broadcast using the loud-hailing system in the relevant wards 
inviting the community to participate. The Short Message System (SMS) method was 
applied which seems to be more cost effective. 

Ward Councillors, Ward Committees, Community Development Workers (CDWs) and 
other stakeholders e.g. the youth, disabled, senior citizens etc. are approached to 
disseminate information to the various communities. 

Meetings 

The Governance Committee resolved to cluster the fifteen (15) wards of Council into 
groups of two or three. The aim of the clustering was to ensure that issue reports given 
are specific and relevant to the particular area or ward. 


33 






Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


The public participation process took place during November 2007, May 2008. The 
public participation process for 2008/09 was delayed and only took place February 2009. 
Due to the national elections held on 22 April 2009 the opportunity for the community to 
comment on the Draft IDP and Budget was only realised in May 2009. 


Public meetings were held: 

• November 2007 

• May 2008 

• February 2009 

• May 2009 

• February 2010 

• November 2010 


19-28 November 2007 

14- 23 May 2008 
3-13 February 2009 
11 - 19 May 2009 

1-11 February 2010 

15- 26 November 201 0 


Starting times of meetings vary from 16:00 to 18:00 considering the profile of the ward. 
Ward Councillors are consulted prior to setting the times. 

The meetings have a formal approach. The financial situation of Council is explained, 
sources of income for Council are identified and progress on projects provided. 

The importance of participating in the IDP process is explained and the communities are 
urged to participate. 

Presentations are made in the language used by the majority of the ward. After the 
presentations the community is provided the opportunity to pose questions, comment 
and make suggestions. 

Throughout the process it is emphasized that submissions for the IDP and Budget can 
be made throughout the year and in any format varying from a letter or via the Ward 
Councillors knowing the circumstances and conditions prevailing in a ward. 

The involvement and commitment of the Executive Mayor and the Speaker with the 
public participation process is very important. Documents used during the public 
participation were: 

• 2006/07 - A Q and A booklet on the IDP, Budget and Projects. 

• 2007/08 - Ward specific reports discussed with the ward at the said meeting. 

• 2008/09 - Brochure on the IDP and Budget with specific reference to projects 
undertaken in the wards. 

• 2009/10 - Brochure on the IDP and Budget with specific reference to projects 
undertaken in the wards 

• 2010/11 - Brochure on the IDP and Budget with specific reference to projects 
undertaken in the wards 


Processing the Information 

Minutes are taken at the meetings which are forwarded to the Pleads of Department for 
consideration during the period granted for the adjustments to the budget, usually 
November / December or during the planning cycle for the next budget. 

Many of the items listed during the public participation process reflect issues of an 
operational nature which are addressed as soon as possible after the meeting. Capital 
items, however, require proper planning and budgeting. 


34 



Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


Once the inputs of a capital nature are received, the information is forwarded to the 
various Heads of Department for consideration and cost estimates. 

The identified projects are forwarded to the Chief Finance Officer for inclusion on the 
Proposed Budget. The said Budget is presented to the IDP Steering Committee and 
during March 2010 to the IDP Representative Forum to assist with prioritising the 
projects. 

Comments and requests are addressed through the Budget and once the request is not 
a competency of Council it is reported to the relevant structures at provincial or national 
government level or the business community. 

Submission of Information to Council 


Legislation requires that the Draft IDP and Draft Budget be approved by the end of 
March of each financial year after which it will be availed for public comments again. 
The Final IDP is to be approved by the end of May of each financial year. 

Issues raised during the meetings 

In the past the community mainly used the public participation process to raise 
complaints with regard to Council’s service delivery, programmes, projects, difficulties 
experienced with other sector departments such as lost identity books, lack of access to 
social grants, etc. 

A new approach was followed when the agenda items guided proceedings at the 
meetings namely Council’s financial situation, progress made with the implementation of 
projects and discussion of the way forward. 

The issues raised during the meetings held 2008/09 and 2009/10 had a stronger focus 
on capital items compared to previous years’ where matters linked to the operational 
budget were mentioned. 

However, despite the new approach, matters not always linked to local government were 
also mentioned e.g. requests for improved police services, transport to schools, 
improved clinic services, issues linked to provincial and national roads, lost identity 
books and a poor access to social grants. These matters are then reported to the 
relevant sector department. 

The roles and responsibilities of Council and that of the mines functioning in the area are 
often misunderstood. Often responsibilities of the mines are reported to Council to assist 
and vice versa. 

Cross cutting issues of an operational nature mentioned by most wards were problems 
experienced with crime, refuse removal, grass cutting, unfriendly services at the Clinics, 
youth development to be enhanced, appointment of local contractors and recruitment of 
labour for projects not to be biased. 


35 





Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


2010/2011 

The normal procedure will be deviated from due to the local elections to be held in 201 1 . 
The Draft IDP and Budget are to be approved end of February 2011 with a public 
participation process scheduled for 7 March - 18 March 201 1 . 

The Final IDP and Budget are to be approved end of April 201 1 enabling the new 
Council to 

7.2 IDP STEERING COMMITTEE 
2008 

An IDP Steering Committee of 13 (thirteen) members was established representing 
various interest groups from the community to prioritize the capital projects on the Draft 
Budget. They are: 


NAME AND SURNAME 

GENDER 

REPRESENTING 

Matihomola Fani 

Male 

Sanco 

Thokozane Masilela 

Female 

Sanco 

Tebogo Makolwane 

Male 

Sinqobile 

Nomsa Matiwane 

Female 

Somelele Support Group 
(HIV/AIDS) 

Julia Matabane 

Female 

Capitec Bank 

Skhumbuzo Masina 

Male 

Sinqobile 

Garebaitse TIotleng 

Male 

Faith Based Organisation 

M E Soxokashe * 

Male 

Disabled Forum 

Dorothy Dube 

Female 

Chimoroza 

Sebueng Segopolo 

Female 

See It - Flome Based Care for 
Abused Women, orphans and 
Vulnerable children 

Gugulaini Ngcobo 

Male 

W/Aria Youth Council 

Joseph Santho 

Male 

W/Aria Youth Council 

Thato Makuane 

Male 

Sinqobile 


IDP Steering Committee assisted with the prioritisation of the projects for the 2008/09 
financial year and beyond. 

During February 2009 feedback was given on the projects included in the Budget for 
2008/09, progress with projects to date and the public participation process, etc. were 
discussed. 

At a meeting held with the IDP Steering Committee on 8 May 2009 the draft IDP and 
budget was discussed and it was reported that approximately 25% of the capital projects 
were rolled over to the 2009/10 budget. 


36 




Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


A 7.3 IDP REPRESENTATIVE FORUM 


At an IDP Representative Forum meeting held on 11 March 2010, a presentation was 
made on Council’s financial situation and its impact on the implementation of projects. 
The presentation focussed on the importance of paying for services especially water and 
collecting debt. Due to the financial position, the projects put on hold during the 
2009/2010 financial year will once again be considered for implementation in the 2010/1 1 
financial year. 

The Municipal Turn-Around Strategy (MTAS) was presented to the IDP Representative 
Forum for discussion. Minor amendment were suggested. 

A 7.4 WESTONARIA MINING FORUM 

During September 2006 the Westonaria Mining Forum had its first meeting. The 
Westonaria Mining Forum was officially launched during October 2007 to improve 
relations and co-ordinate development in greater Westonaria. The parties involved are 
representatives from Gold Fields Limited (Kloof Goldmine), South Deep and Ezulwini 
First Uranium Company, senior Councillors and management of Westonaria Local 
Municipality. Discussions are underway to entice Flarmony Goldmine to participate. 

Since 2008 the Mining Forum experienced difficult times and efforts were needed to 
revive it. One on one discussion proofed to be more effective. 

A 7.5 CLOSER LIAISON WITH OTHER ENTITIES 

Closer liaison with the mining industry and business community, be it formal or informal, 
will improve the development in the area and will reflect on the developments foreseen 
by the said sectors. Efforts are to be made to improve closer liaison with other 
stakeholders in the area. Exchange of information to take place during the various 
consultation phases set out in the Process Plan proof to be the most appropriate time. 

A 7.6 BETWEEN WESTONARIA LOCAL MUNICIPALITY AND THE WEST RAND DISTRICT 
MUNICIPALITY 


Telephonic, electronic and written communications are used to improve relations. The 
West Rand IDP Coordinators Forum was established. Meetings are scheduled and 
attended regularly. 

Alignment with West Rand District Municipality (WRDM) 

Linkage 

The current vision and mission of the WRDM compliments the vision of the local 
municipalities in the district which also links to the vision of the Gauteng Provincial 
Government. 

Priorities 


The following priority areas have been identified: 

• Access to land and housing; 

• Poverty alleviation; 


37 



Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


• Economic viability; 

• Health Care; and 

• Public Safety. 


aligning to one another is reflected below: 


WRDM Priorities 

Westonaria Local Municipality Priorities 

Economic Growth and Job creation 

Economic Development 

Creating job opportunities 

Alleviating poverty through access to 
land & housing 

Economic Development 

Creating employment opportunities 

Alleviating poverty 

Provision of free basic services 

Implementation of the Work skills plan, 
job creation through the Expanded 
Public Works Programme (EPWP) in 
the district 

Job creation through the implementation of the 
Expanded Public Works Programme (EPWP) 

Increase access to government 
services in the district, promote safety 

IDP and budget preparation be informed by the 
public participation process and the public 
priorities 

Improve access to Government 
services, provision of housing and free 
basic services in the district 

<ev Performance Areas (KPAs) 

Safety and security 

Relocation of informal settlements to safer areas 
Environmental management 

WRDM 

Westonaria Local Municipality 

Good Governance 

Promote a seamless, open, ethical, 
professional and accountable system 
of governance 

Good Governance 

Human Capital 

Ensure service excellence through 
appropriate institutional arrangements 
and competent and committed 
politicians and officials 

Quality Service Delivery 

Social Contribution 

Improve resident’s equitable access to 
social services and infrastructure 

Transformation. Discriminatory policies, 

procedures and processes are identified, 
addressed and corrected 

Economic Growth and Develop- 
ment 

Coordinate and support the creation of 
an enabling environment for 

sustainable economic growth and 
development 

Economic Growth and Development 

Environmental stability 

Facilitate integrated development that 
does not harm the ability of future 
generations to sustain themselves 

Safe and Healthy Environment 


Infrastructure Development and maintenance 


38 


Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


Focus areas 


WRDM 

Westonaria Local Municipality 

Spatial Development 

Infrastructure development in the areas 
of low service levels 

Expansion of the road infrastructure 
and accessibility in the WRDM 

Spatial Development 

Promote integrated land use 

Formulate spatial development framework 

Provide effective fully integrated operations and 
infrastructure 

Social and Health Development 

Support of national initiatives on 
FIIV/AIDS and other preventable 
diseases 

Social and Health Development 

Improve communication lines 

Address FIIV/AIDS pandemic 

Development infrastructure 

Economic Development 

Establishing programmes of urban 
renewal management 

Promote tourism, especially in the 
District Municipal Area (DMA) 

Promotion of preferential procure-ment 
in support of Broad Based Black 
Economic Empowerment (BBBEE) and 
Small, Medium and Micro Enterprises 
(SMMEs) in the region 

Develop regional programmes for 2010 
Soccer World Cup 

Economic Development 

Support the land distribution policy of national 
government 

Establishing agro-industries 

Promotion of preferential procurement in support 
of the Broad Based Black Economic 
Empowerment (BBBEE) and Small, Medium and 
Micro Enterprises (SMMEs) in greater 
Westonaria 

Linking up with programmes linked to the 2010 
Soccer World Cup 

Environmental Development 

Establish a common regional 

programme of engaging with the 
mining industry on pollution 

management of the mine dumps 
Regional state of the environment 
report 

Environment framework plan 

Strategic environmental assessment of the area 


A 7.7 CLOSER LIAISON BETWEEN NEIGHBOURING MUNCIPALITIES 


A combined vision with specific priorities and focus areas for the West Rand with all its 
neighbouring municipalities were previously identified as a shortcoming. Since then 
initiatives were put in place to address it. The Mayoral Forum of the West Rand and the 
Municipal Managers Forum are appropriate mechanism to address it. 

Regular scheduled topic related meetings with officials from neighbouring municipalities 
are taking place improving relations and aligning the aims and objectives of Westonaria 
Local Municipality with neighbouring municipalities and the District. 

Communications, varying in format e.g. telephonic, written and electronic are also used 
to improve relations. Closer liaison will result in better utilisation of resources and will 
better manage resources. 

During November 2007 a national and provincial Integrated Development workshop was 
held where the various municipalities provided presentations analysing the IDPs, 
discussion were held with representatives from national and provincial departments 
addressing issues for future development. 


39 


Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


A 7.8 DEPARTMENT OF LOCAL GOVERNMENT: MIDP UNIT 


The MIDP Unit of the Department of Local Government established a Technical Working 
Group (TWG) to streamline integrated development planning within Gauteng Province 
and to assist with alignment between municipalities and sector departments. 

During April 2008 municipalities in Gauteng and sector departments came together to 
participate in discussions, identify stumbling blocks and determine the way forward. 

The following matters were identified to be addressed. Council’s response is reflected. 


Issued listed during the 
Technical Working 

Group meeting - April 
2008 

Council’s comments 

Acquisition of land is a 
problem- for relocation 
purposes, 

Initially when the Bekkersdal Renewal Programme started 
the acquisition of land proved to be a stumbling block. 

Hence the identification of land situated in the Randfontein 
Municipal area. 

However, the Municipality and the Department have since 
identified Westonaria South and Syferfontein as areas 
where the people to be relocated from Bekkersdal will take 
place. In both instances, the planning processes are quite 
advanced. 

Incorporation of safety 
plans (i.e. both provincial 
safety plan and the road 
safety strategy) into the 
IDPs of the West Rand 
region is essential. 

Matter is addressed 

Rehabilitation of mine 
dumps 

Matter is addressed 

Mining companies are 
not showing commitment 
to the implementation of 
Social Plans the 
municipality needs 
assistance with regard to 
monitoring the social 
plans of the mining 
companies. 

In an attempt to try and commit the mines to the 
implementation of their Social Plans, a Mining Forum was 
established and it has already had several meetings in this 
regard. Discussions in relation to the implementation of 
the Social Plans have taken place at the Forum, though 
there is a great need to ensure that this is not just a 
discussion but that implementation does indeed take 
place. 

Agriculture and Agro- 
processing the 
municipality need to 
develop strategies in this 
regard. 

Strategy will be developed in 2009/10 financial year. 


40 




Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


Issued listed during the 
Technical Working 

Group meeting - April 
2008 

Council’s comments 

The municipality is silent 
on Meeting the 

Millennium Development 
Goals (MDG). The IDP 
states that the MDG 
targets will be met 
through the Bekkersdal 
Renewal Programme but 
no progress is given on 
the programme. 

The BRP is implemented solely by the Department of 
Housing. This has been the case since the inception of the 
Programme. 

Water conservation and 
water demand 
management is a major 
challenge. 

Water Demand Management is receiving attention 

Municipal Public Rates 

Act (MPRA) 
implementation 

On track. 

Billing system 

Is a focus area of Council 

Staff retention policy 
development. 

This is one of the policies earmarked for drafting and 
approval before the end of the current financial year. 
However, with our current financial situation, it might not 
be possible to have an effective policy. Staff retention 
policies have an unavoidable financial implication and with 
the competing requirements in relation to budgetary salary 
limits, it might just remain a policy. 

Filling of critical 
vacancies. 

90% of all critical vacancies at a Managerial level have 
been filled. 

Implementation of EE 
policy. 

Assistance has been requested from the Department of 
Local Government in this regard. 

Development and 
implementation of HR 
strategy. 

This is one of the policies earmarked for drafting and 
approval before the end of the current financial year. 

The municipality to look 
at developing an 
investment strategy. 

Skills development strategies. 

The Municipality does have an approved WSP 

Gender issues are not 
coming out clearly in the 
IDP. 

Matter to receive attention. 

Mining as an economic 
sector already plays a 
critical role within the 
municipality and the 
focus needs to shift to 
growing the agricultural 
sector. 

Closer liaison established with GDACE. 


41 




Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


Plans and Programmes to link into 

The following national binding legislation were taken into consideration in the 
formulation of the IDP; 

• Water Services Development Plan; 

• Integrated T ransport Plan ; 

• Integrated Waste Management; 

• Spatial Development Framework; 

• Housing Strategies and Targets; 

• Integrated HIV/AIDS Strategies; 

• Integrated Infrastructure Planning; 

• Integrated Energy Planning; 

• Spatial Framework; 

• National Environmental Management Act Principles; 

• Development Facilitation Act principles ; 

• Environmental Implementation Plans ; and 

• Environmental Management Plans. 

A 7.9 BETWEEN WESTONARIA LOCAL MUNICIPALITY, PROVINCIAL AND NATIONAL 
GOVERNMENT 


Westonaria Local Municipality is to link its projects to the Provincial Growth and 
Development Strategy (PGDS) and National Spatial Development Perspective (NSDP). 

The former Department of Local Government committed themselves to lobby with 
provincial departments to make presentations to Council on the projects planned for the 
near future and to address the shortcomings in the IDP. The newly established Gauteng 
Department of Local Government and Housing also supported this approach. 

This opportunity is to be used to engage with national and provincial sector departments to 
establish contacts for alignment and outline the need for information on policies, 
programmes and funds ensuring the IDP is in line with sector requirements and can attract 
sector budgets. Initially big workshops were held to address matter, however one on one 
meetings proofed to be more effective. 

The various budget cycles are coordinated and representatives from the various sector 
departments liaise with local government counterparts to improve service delivery to the 
community. 

The table reflects the contact numbers and a list of the projects that Council might tie into. 


42 




Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


DEPARTMENT 

CONTACT NUMBERS 

PROJECT 

Dept of Local 
Government and 
Housing 

Head of Dept 

Mr K Lekgoro 

Tel: 011 355 5020 

MIG Allocation: 

Category 1 Infrastructure 

• Basic Household Services 

• Electricity, water supply, sanitation, 
storm-water, roads, refuse removal, 
street lighting 

Technical support 

Establishment of 13 Project Management 
Units (PMU’s) 

Identification of Extended Public Work 
Programmes 

Eradication of water and sanitation 
backlogs 

Eradication of electricity backlogs 

Roll-out plan for Regional Electricity 
Distributors (REDS) 

Establishment of Technical Assistant 
Teams consisting of experts to assist 
municipalities 

Housing 

Mr Lesiba Sekele 

Regional Manager & 
Housing 

Tel: oil 662 8304 

Implementation of broad-based urban 
regeneration 

To density housing on well located land 

Diversification of housing for various 
markets 

Mixed Income - Mixed Tenure - Mixed 
Land use 

Bekkersdal Renewal Projects 

Community 

Safety 

Ian Robertson 

Director: Stakeholder’s 
Co-ordination 

Tel: oil 689 3656 

Cell: 082 909 3774 

Participate in all Cluster Crime Combating 
Forum Activities with South African Police 
Services (SAPS) 

Participate in all Cluster Community 
Policing Forum meetings with SAPS 

School Safety programmes enhancement 

Promotion of Road Safety 


43 


Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


DEPARTMENT 

CONTACT NUMBERS 

PROJECT 

Health 

Mrs Sandy Schneider 
GDOH District 

Health Services 

Tel: 011 355 3875 

Cell: 082 4168191 

Reducing avoidable infant deaths 

Providing maternal and neonatal care to 
pregnant women 

Youth programmes to address prevention 
of teenage pregnancies, smoking, alcohol 
and drug abuse. 



Comprehensive HIV/AIDS strategy. 

Social 

Development 

Ms Laila Bux 

Mogale Region 

Tel: oil 950 7709 

Poverty Alleviation 

Social Assistance Grants 

Youth Development 

School Nutrition 

Children living & working on the street 

Sport, Arts & 
Culture 

Ms Mashudu Magadu 
Chief Director: 
Communication, Library, 
Information Systems & 
Youth 

Cell: 083 507 8051 

Archival Services are addressed by this 
Directorate 

Grant-in-Aid funding for targeted Youth 
Development Projects 

Upgrade of Information & Communication 
(ICT) Infrastructure at local government 
level to improve access to internet. 



Promoting School Sport and establishing 
centres. 


Mr Veli Mnyandu 

Director: Mass 
Participation Programme 
Cell: 083 309 5011 
Director: Sport 
Development & 
Coordination 

Ntebe Molope 

Tel oil 355 2602 

Cell: 082 330 1158 


Education 

Mr Peter Skosana 

Act District Director: 
Gauteng West 

Tel: oil 660 4581 or 

01 1 953 4424 

• Negotiations re basic services for 
schools. 

• Request an effective billing system for 
municipal services. 

• Undeveloped playing fields and 
grounds at schools. 

• Bilateral talks with local government 
re local boundaries. 

• Eliminating the movement and 
establishment of settlements without 
discussing it with GDE 


44 


Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


DEPARTMENT 

CONTACT NUMBERS 

PROJECT 

Agriculture, 

Mr Mluleki Ngomane 

Agriculture 

Conservation 
and Environment 

Cell: 082 855 9545 

Farmer support 

Household food security 

Community based gardens 

Homestead food gardens 

Economics and marketing 


Mahlodi Tau 

Environment 

Limit biodiversity losses 

Improvement of the state of rivers and 
dams in Gauteng 

Promote optimal utilization 

and conservation of all natural resources 

Implement Extended Public Works 

Projects 

Transport Roads 

Mr Sbu Buthelezi 

Construction of the Gautrain 

and Works 

HOD 



Tel: 011 355 7300 

Conversion of permits to operating 
licenses 


Mr K Sedumedi 

Chief Operational Officer 

Minibus taxi recapitalisation 


Div Office of Gautrain 

New Road Construction 


Management Agency 

Maintenance 


Tel: 011 298 4901 

Rehabilitation 

Public Works 

Property Management 

Extended Public Works Programmes are 
supported. 


**** 


45 


Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


A 8. COMMENTS FROM THE MEC OF LOCAL GOVERNMENT ON THE VARIOUS IDPs 
SUBMITTED 


Upon approval of the draft Integrated Development Plan (IDP) by Council, usually by the 
end of March, this year it will be by the beginning of March 2011, due to the local 
government elections, the document will be forwarded to the Member of the Executive 
Council (MEC) for Local Government and Housing (DLGH) for comments. 

The table below reflects the comments received from the MEC on the 3"^ Review of the IDP 
and Westonaria Local Municipality’s response to it. 

A 8.1 COMMENTS BY THE MEC ON THE REVIEW (2010/2011 FINANCIAL YEAR) 


NO 

ISSUE 

CLARIFICATION 

COMMENTS 

1. 

Recurrence of 

issues 

Municipalities are urged to consider 
the comments made by the MEC and 
in the Auditor-General Reports as 
inputs during the new planning cycle. 

The Municipality has 

considered the MEC’s 
comments and issues 
emanating from the Auditor- 
General’s Report in the new 
planning cycle 

2. 

Towards 

outcome-based 

planning 

The twelve outcomes adopted by 
Cabinet are the guidelines for future 
development. Future IDPs over the 
next five years must be structured 
pursuant to the said outcomes and 
outputs. 

The outcomes and outputs 
as set out in the 12 
Outcomes approved by 
Cabinetl will be applied in 
the IDP 

3. 

5 Year IDP and 
differentiation 

The IDP is a strategic planning 
document with a five=year horizon. 
Discussions are underway to have it 
as a three-year operational planning 
instrument. Legislation however has 
not been amended to achieve this. 
Discussions are underway to simplify 
and differentiate IDP’s in-line with the 
size and capacity of each 
municipality. 

Noted 

4. 

Local 

Government 

Elections 

The process wil entail the closing of 
business for the current municipal 
council and the introduction of a new 
council. This will have an impact on 
the Integrated Development Plan 
(IDP) and the Budget. 

The new Council can accept the 
outgoing Council’s IDP and Budget or 
can suggest substantive amendments 
to it. Once the latter occurs, the 
January 2012 budget adjustment 
process should be utilised as a 
platform to ensure re-alignment with 

Noted 


46 




Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 




the revised IDP. 


5. 

Improved 

Intergovernmental 

Development 

The adoption of the 12 outcomes with 
their outputs, as well as the formation 
of the Gauteng Planning Commission 
present an opportunity for all of 
government within the province to 
better align priorities and resources 
for improved development. 

Noted 


CONCLUSION 

The role and value of the IDP is expressed in this chapter with a focus on legislative 
framework, the process plan and the value of the consultation process. Building on the 
Comments of the MEC improves the quality of the IDPs and provides future guidance. 

This process is only valuable once the study area is understood and the strengths, 
weaknesses as well as the opportunities, threats and risks identified by Council are 
addressed. 

Section D addresses the strategies, programmes and projects undertaken by Council. 


47 




Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


SECTION B 

SITUATION ANALYSIS 


NO ITEM PAGE NO 

B1. DEMOGRAPHICS 49 

B2.. INFRASTRUCTURE 52 

B3. ECONOMY AND LABOUR 57 

B4. ENVIRONMENTAL ANALYSIS 60 

B5. SPATIAL DEVELOPMENT FRAMEWORK 65 

B6. SOCIAL DEVELOPMENT ANALYSIS 66 

B 7. WARD ANALYSIS 70 

B8. NEEDS IDENTIFIED BY THE WARDS 99 

B9. PROJECTS REFERRED TO THE SECTOR 

DEPARTMENTS AND OTHER 

SECTORS 1 00 

BIO. KEY DEVELOPMENT PRIORITIES 101 


48 



Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


B SITUATION ANALYSIS 


Looking at greater Westonaria the focus is often on an overaii picture. The situation anaiysis 
provides the reader the opportunity to focus on a number of components ieading to the bigger 
picture. By iooking at the demographics information is given on the popuiation broken down into 
smaiier units e.g. race, age and gender. 

The situationai anaiysis focuses on infrastructure addressing housing, eiectricity consumption, 
access to piped water and sewerage backings, the economy indicate the main empioyment 
sectors and initiatives of Councii to address job creation through the Expanded Pubiic Works 
Programme (EPWP), environmentai anaiysis with a focus on acid mine water, sociai 
deveiopment anaiysis with the focus on education faciiities, recreationai faciiities and ciinic 
services. 

Crime prevention and programmes to reduce it are iisted. 

The Chapter is conciuded with a breakdown of the 15 Wards of Westonaria, indicating who the 
Ward Counciiiors is, faciiities in the wards and the capitai projects undertaken in the various 
wards, their needs expressed and key deveiopment priorities for Westonaria. 

B1. DEMOGRAPHICS 


Statistics South Africa (StatsSA) reieased the Community Survey of 2007. The 
Community Survey is used to refiect the current status of the community of greater 
Westonaria and achievements to improve the iives of the residents. 


The foiiowing trends were detected. 

Combined Table and Graph Nol - Population trends on the West Rand 


800000 
o 600000 


o 400000 


0 ) 

.o 


200000 


Population Trends on the West Rand 


□ 2001 


12007 


Westonaria Randfontein Mogale City 


109328 


99218 


128731 


117261 


a 


289835 


319641 


DMA 


5781 


2918 


Merafong 


210481 


215865 


Municipalities 



□ 2001 
■ 2007 


Total 


744156 


754903 


Since 2001 , the popuiation of Westonaria decreased by 10106. 


49 


Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


Combined Table and Graph No 2 - Population Trends in Westonaria 


Population Trends in Westonaria 

150000 T 



Black 

Coloured 

Indian 

White 

Total 

□ 1996 

101699 

435 

1 1 1 

12104 

115272 

13 2001 

97540 

485 

169 

11134 

109328 

□ 2007 

85132 

400 

72 

13618 

99222 


Race Groups 


o 100000 

(D 

Q. 

O 50000 

o 


□ 1996 
O 2001 

□ 2007 


Table No 2 - Gender Breakdown 


Gender Breakdown of Population 

200 

1 


Black 

Coloured 

Indian 

White 


Male 

56317 

232 

89 

5584 

62222 

Female 

41228 

237 

67 

5573 

47105 

Total Population of Westonaria 109327 

200 

7 


Black 

Coloured 

Indian 

White 


Male 

49306 

177 

69 

6191 

55743 

Female 

35826 

223 

3 

7427 

43479 

Total Population of Westonaria 

99222 


Combined Table and Graph No 3 - Gender Balance 


Westonaria 
Gender Balance (2007) 



50 


Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


The gender distribution pattern in Westonaria shows that there are 55 743 males, which 
represent 56,18% of the total population and 43 479 females, which represents 43.82% 
of the total population of Westonaria. There are more males in Westonaria than 
females which can be linked to the mining industry previously not being accessible to 
women. 

AGE GROUPS OF POPULATION 


Table 3 - Age Groups of Population Profile of Westonaria 


Age Group 

Westonaria 

Fraction of totai (%) 


2001 

2007 

2001 

2007 

Children 

(0-19) 

32065 

33202 

29 

33.5 

Youth 
(20 - 34) 

35432 

27642 

32 

27.9 

Middle Age 
(35 - 64) 

39952 

36689 

38 

36.9 

Elderly 
(Over 65) 

1870 

1688 

1 

1.7 


An increase of 1137 children in the age group 0 to 19 years is reflected. The youth 
group, 20 - 34 years, the age group, 35 - 64 years and the elderly indicated a decline. 
Although the figure is lower for the elderly an increase in percentage is reflected due to 
the smaller population figure of 99 222. 

Graph No 1 - Education Levels 


Westonaria 

Levels of Education (2007) 



The graph reflects that 20% of the population of Westonaria is not schooled. The “No 
Schooling” category includes children under the age of 5 years, people who did not 
receive any schooling and where specifics were not provided. The level of people 
having a primary education reflects 35%. The secondary level education reflects people 
who attended high school but not having matric/Gr 12. This group represents 30%. 
Having a matric /Gr 12 qualification, with or without exemption, represents 9% of the 
community while a tertiary qualification reflects as 6% of the community. 


51 


Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


Functional literacy affects the quality of labour being offered. Inadequate training and 
skill levels are barriers preventing a greater proportion of the available labour force to 
find employment thus contributing to the economy. 

B 2 INFRASTRUCTURE 


Table No 1 : Dwelling type 


Area 

Formal 

Informal 

Traditional 

Other 

Total 

Mogale city 

57,598 

24,220 

1,418 

293 

83,529 

Randfontein 

28,630 

7,087 

363 

85 

36,165 

Westonaria 

12,818 

16,554 

493 

115 

29,980 

DMA 

1,301 

261 

87 

15 

1,664 

Total 2001 census 

100,347 

48,113 

2,361 

508 

151,329 


Source: Stats SA: Census 01 


Combined Table and Graph No 4 - Household by Tenure Status 


Households by Tenure Status 


150 n 


1 





oO ■ 

, H 1 — H 



Owned and fully 
paid 

Owned but not yet 
paid off 

Rented 

Occupied rent- 
free 

other 

Totai 

□ 2001 

15.1 

9.4 

55.7 

19.8 

0 

100 

■ 2007 

29 

3.5 

38.9 

28.4 

0.2 

100 


Types of ownership 


□ 2001 
■ 2007 


The percentage for people owning their own homes and it being fully paid up increased 
by 13,9 percentage points. The percentage of people owing a home and it not being 
paid off decreased by 5,9 percentage points. A decline in rented properties is reflected. 
Rent-free properties increased by 8.6 percentage points. 


Combined Table and Graph No 5 - Dwelling Type 


Main Dwellings 



□ 2001 
■ 2007 


52 


Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


The main dwelling statistics reflect that homes on separate stands declined by 11,4 
percentage points, shacks in back-yards declined by 3,8 percentage points and shack 
not in back-yards declined by 9,5 percentage points. 

The category workers’ hostels increased by 33,2%. The increase is most probably due 
to previous exclusion since such a growth was not detected as a development / focus 
area. 

EXTRAPOLATED POPULATION AND NUMBER OF FORMAL HOUSEHOLDS PER SUBURB 


Table No 4- Extrapolated Population and households 



Number of People 

Number of Formal 
Households 

WESTONARIA 

7370 

2710 

GLENHARVIE 

4500 

1360 

HILLSHAVEN 

1900 

645 

VENTERSPOST 

1300 

301 

BEKKERSDAL 

40400 

2200 

SIMUNYE 

16000 

4350 

PROTEA PARK 

340 

187 

WATERPAN/LIBANON 

1252 

523 

MINES (HOSTELS) 

23860 


HOLDINGS AND FARMS 

2300 

542 

TOTAL 

99222 

12818 


Combined Table and Graph No 6 - Access to Piped Water 


0) 

U) 

ra 

c 

0) 

o 

0) 

Q. 


150 

100 

50 

0 


□ 2001 


□ 2007 


Access to Piped Water 


Inside the 


20.4 


34.3 


Inside the 


50.9 


30.8 


Outside 


26.2 


34.3 


Other 


2.5 


0.6 


Types 


Totai 


100 


100 


□ 2001 
□ 2007 


The Community Survey 2007 reflects that 34,3% of 50675 households have access to 
piped water inside their homes. An improvement of 14,3 percentage points since 2001 . 


53 


Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


Since piped water is provided either inside the dwelling, inside the yard or outside the 
yard the community’s reliance on other sources for water decreased with 1,9 
percentage points. 


Table No 5 - Electricity consumption in Westonaria 


Electricity usage in Westonaria 

Households using electricity reflected 

in % 

Year 

Lighting 

Cooking 

Heating 

2001 

43 

41.6 

41.2 

2007 

65.2 

65 

64.7 


Although not reflected in the table above the use of candles for lighting decreased from 
45,1% to 20,2% in the period 2001 to 2007. 

The use of paraffin for cooking purposes dropped from 55,4% to 33% for the period 
2001 to 2007 and dropped from 39.3% to 27% for heating purposes over the same 
period. Coal as source of heating dropped from 12,5% to 4,8% in the same period. 

Access to toilet facilities - A breakdown of the service offered to the community is 
reflected in Meeting the Targets Programme (MTTP) addressing Sanitation backlogs. 

B2.1 MEETING THE TARGETS PROGRAMME ( MTTP): Sanitation Backlogs 

2.1.1 Standard of basic sanitation comprises of 

4- The provision of appropriate health and hygiene education; and 
■4- A toilet which is safe, reliable, environmentally sound, easy to keep clean, provides 
privacy and protection against the weather, well ventilated, keeps smells to a 
minimum and prevents the entry and exit of flies and other disease- carrying pests. 

Westonaria Local Municipality has progressed significantly in providing water to the 
most remote areas through the use of stand pipes for potable water and VIP toilets for 
sanitation. This is a notable achievement and warrants that the Municipality now 
refocuses its attention on operational sustainability of water systems and infrastructure, 
capital provisions for upgrades and refurbishments, forecasting and replacement 
strategies and strategies for cost recoveries on provisions of water and sanitation 
services 



No of 

Households 

Sanitation 
Above RDP 

Sanitation Above- 
Basic 

Sanitation 

Below-RDP 

Bekkersdal (formal) 

2 500 

2 500 

2500 


Westonaria 

7 781 

7 781 

7 781 


Simunye 

3 030 

3 030 

3030 


Bekkersdal Informal (VIP) 

14 500 

14 500 

13 000 


Rand Water Works (VIP) 

1 204 

1 204 

800 


Thusanang (VIP) 

850 

850 

700 


Other (Farms No 
services) 

115 

25 

25 

90 

Total 

29 980 

29 890 

27 836 

90 

Percentage (%) 


99.7% 

92.9% 

0,3% 


54 


Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


2.2.2 Westonaria Local Municipality - Sanitation Backlog Summary 

In greater Westonaria 44.4% (13 311) of consumers have access to full waterborne 
sanitation, 55.2% (16 554) consumers has access to VIP toilets. The ratio is 1 VIP toilet 
for 2 households. Farms are not serviced by the municipality and accounts for 0.3%. 

The municipality aims to provide full waterborne sanitation and thus ensure ‘equal’ level of 
service to all residents within the municipality. This however is depending on financial and 
economic viability of extending the current level of service from “VIP toilets” to “full 
waterborne sanitation” in all areas. 

4- Great care for such a move is however needed, since sustainable services revolve 
around available water resources, 

■4- affordability of services by low income residents, 

4- increased operations and 

4- maintenance after new infrastructure (higher LOS) has been installed. 

The factors mentioned above suggest that any decision taken to provide high levels of 
services across the spectrum of all communities will not be sustainable or financially 
viable. 

Should the municipality manage in supplying all consumers with waterborne sanitation it 
will minimise pollution and sinkhole threats. 

It must also be noted that the current water treatment works will not have sufficient 
capacity to deal with the additional effluent that would arise from the increased expansion 
of waterborne sanitation. 

The existing Hannes van Niekerk Water Works Treatment Plant (WWTP) has a design 
capacity of 22.5 Mf/d and is currently operating at optimal capacity. An additional 15Mf/d 
and 15Mf/d are required by 201 1 and 2020 respectively. 

2.2.3 Future Trends and Goals (Waterborne Sanitation) 

The future trend is to maintain the current situation of waterborne sanitation in all urban 
areas. The waterborne network is to be expanded to include any new developments 
which can be linked to the sewer reticulation system. Gravitational reticulation is preferred 
and pumping only done when no other design can be incorporated. 

2.2.4 Strategic Gap and Analysis (Waterborne Sanitation) 

The current water treatment works will not have sufficient capacity to carry the additional 
effluent as a result of the increasing expansion of waterborne sanitation but planning is in 
process to increase the capacity to lOMI/day. 

More consumers with access to waterborne sanitation will result in additional bulk water 
purchases. 


55 


Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


Westonaria does not have sufficient (quality and quantum) personnel employed to 
effectively manage the WWTW’s 

2.2.5 Implementation Strategies (Waterborne Sanitation) 

The existing capacity of the Hannes van Niekerk WWTW will be upgraded and expanded 
to meet the current and future organic and hydraulic demands. 

The capacity required at the new Zuurbekom WWTP on the eastern boundary of 
Westonaria is 28.9 Mf/d, 54 Mf/d and 61 Mf/d in 2015, 2020 and 2025 respectively. It is 
recommended that the treatment works be constructed in 20 Mf/d modules with 40 Mf/d 
to be constructed as part of Phase 1 . This will provide WLM opportunity of evaluating the 
inflow to the new plant and determine the need for the construction of an additional 20 
Mf/d module as developments necessitates the upgrading. 

It is recommended that the infrastructure needs for 2020 be re-evaluated as more 
information become available. The implementation of Phase 2 will require design and 
construction management prior to construction scheduled for commencement in 2014 

2.2.6 List of projects 

The Municipality in association with the Department of Water Affairs (DWA) has 
compiled a comprehensive list of projects that have been implemented since 2005 with 
the proposed projects that are required to address backlogs in the future. All these 
projects have the estimated backlogs assigned to them, which are indicated in terms of 3 
categories. The categories are as follows: 

4- Category A - Households that do not have access to a basic level of water supply 
(200 l/h/day) and to a basic level of sanitation provision (VIP toilet) - This is not 
applicable to Westonaria Local Municipality. 

4- Category B - Projects that require refurbishment or its replacement as a matter of 
urgency; 

4- Category C -Projects that are purposed to improve the level of service to a 
community, excluding sanitation bucket eradication projects. 

This list of projects was effectively utilised for the compilation of the schedules contained 
within the Water services Plan reflecting modifications, review and updating of financial 
budgets and orders of prioritisation of project implementation being effect amongst other 
changes. It is essential that this database and planning tool be reviewed and updated in 
accordance with any additional projects that are prioritised and budgets revised, etc. 

The annual sanitation project list contains projects to the value of more than R640 
million. Both water and sanitation projects have multi-year projects, some are going to 
be implemented up to 2014. 

A matter of concern however, is that the WSA could only managed to secure R123,5 
million to address sanitation. The MIG allocation for the 2010/2011 financial year for 
sanitation is R6,9 million. 


56 


Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


B 3 ECONOMY AND LABOUR 


B.3.1 MAIN EMPLOYMENT SECTORS 


According to StatsSA the main employment sectors for 2001 and 2007 were: 


Table No 6 - Main Employment Sectors 


MAIN EMPLOYMENT SECTC 

IRS 

Rating 

2001 

2007 

1 

(Provided most jobs) 

Mining and Quarrying 

Mining and Quarrying 

2 

Retail Trade, hotels & 
restaurants 

Community, social 

and personal services 

3 

Community, social and 
personal services 

Retail trade, hotels & 
restaurants 

4 

Private Households 

Manufacturing 

5 

Construction 

Construction 


It is to be noted that the Community Survey of 2007 does not reflect a field “Private 
Households” as an employment sector used during the 2001 census. The lack of the 
said field complicated comparison and tracking of the trend. 

Although the main employment sector namely the mining industry reflected a decline it 
is probable that an upward trend can be attained by the realization of a considerable 
increase in the gold price, more advanced technology and the large gold reserves / 
resources especially in the greater Westonaria area. 

In 2001, 1066 people (0,9%) were involved in agricultural related activities. This figure 
dropped to 386 (0,3%) in the Community Survey of 2007. A downward trend is reflected 
in the primary sector which could turn around considering the high demand for food 
worldwide. 

The pie chart below reflects that 51% of the total population in the West Rand is 
employed. The category “not economically active” includes people under the age of 18, 
those not ready for the labour market, and people over the age of 65, implying retired or 
senior citizens. This group represents 26% of the total population. Only 18% of the 
people on the West Rand are unemployed. 

Graph No 2 - West Rand Employment Status 


57 





Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


W0st Rand Emplovniant Status 


% not 
applicable. 


% Not 

ec onormc aih 
active. 26% 


% 

Unem ployed. 
18 % 



% Employed. 
SI % 


Source: Stats SA, Community Survey 


Although the percentage seems low, Westonaria has a reported percentage of the 
unemployed to be 29,6% based on information released by Global Insight data. 

Addressing unemployment and poverty, peoples’ assets are to be identified as 
cornerstones of their success and efforts are to be made to mobilise these assets in 
monetary terms e.g. obtaining loans on homes to start SMMEs and informal businesses. 

The underlying dolomitic geological formation is a great restraining factor on 
demographics as the optimum utilization of surface area inhibits socio and economic 
development resulting in the enforced development of high density pockets of human 
concentration. 

Westonaria is in close range of the centre of the Gauteng economic hub as it is only 60 
km from it, with easy access to both the highway and railway infrastructure. 

Westonaria should strive to get more involved in the development of the tertiary sector 
economy. The creation of industries, research centres, tourism, hospitality and 
accommodation, communication, production of high value, a variety of goods, retail and 
wholesale storage are a general imperative. An incentive scheme to new developers 
can lure investors to this area - big developers and or businesses can also be rewarded 
for their loyalty towards Westonaria thus convincing them to stay and invest in the town 
and area. 

Closer cooperation with the mining houses has been established on various levels in 
order to increase training opportunities, skills development and even tourism and 
integrated development to the benefit of Westonaria. 

The development of a secondary economy which in general requires heavy industries 
(although labour-intensive) might burden the dolomite structure, however a greater focus 
on warehousing and local strengths of mineral related crafts and tourism should provide 
important opportunities to stimulate the economy to the benefit of the residents of 
greater Westonaria. 

The West Rand Development Agency identified the Donaldson Dam as a flagship 
project serving as a catalyst for development in this area. This should be prioritised, 
together with other economic strategic corners. 

B3.2 EXPANDED PUBLIC WORKS PROGRAMME (EPWP) 


58 


Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


According to the Population and Development Report, nationally, expenditure on the 
public works programme increased almost 10 fold since 1998. The public works 
programme employed a total of 124 808 people since 1998, however most of these jobs 
were temporary in nature. A total of 3407 permanent jobs were created in 1999/2000. 
The number of jobs created through the Westonaria Local Municipality infrastructure 
projects was 368 in the financial year 2005/06. 

During the 2007/08 financial year local economic development initiatives created 443 
jobs where individuals for a period of three months earned the minimum wage or more. 
The following groups benefited from these initiatives: 

145 women, 143 youth and 4 disabled people. 

The Municipality through its capital projects for the same period created 161 jobs where 
individuals for a period of three months earned the minimum wage or more. A total 
number of 66 women benefited from the projects. 

The Municipal Infrastructure Grant (MIG) for Westonaria Local Municipality amounted to 
R23,2 million in the financial year 2007/08, R30,9 million for 2008/09 and R38,6 million 
for the 2009/1 0 financial year. 

For 2009/2010 through the infrastructure projects, 352 temporary jobs were created, of 
which 1 03 were women. 

For the 2010/1 1 financial year an amount of R45,05 mil was granted by MIG to improve 
service delivery and encourage job creation. A breakdown of amount spent per project, 
contractors employed and local labour used is reflected below: 


Project 


Amount 

Date of 

Local Contractors 

Local People 



Rmil 

completion 


Male 

Female 

Upgrading Libanon 

Landfill Site (Phase 3) 

R 

6,055,093.76 

31 March 2011 

No 

88 

86 

Pre-paid Water Meters 
(Phase 3) 

R 

1,115,950.00 

31 March 2011 

No 

- 

- 

Simunye Cemetery 
(Phase 1) 

R 

4,934,351.89 

31 March 2011 

Yes 

60 

17 

Simunye Multi Purpose 
Sport & Recreation 
Community Centre 
(Phase 1) 

R 

2,543,901.79 

31 March 2011 

Design Phase 

63 

21 

Construction of new 

Taxi rank in Westonaria 

R 

202,900.00 

31 March 2011 

Tender Stage 

- 

- 

Venterspost: 

Replacement Of Outfall 
Sewer And Pump 
stations (Phase 2) 

R 

6,033,698.73 

31 March 2011 

No 

90 

28 

Simunye Internal Roads 
(Phase 2) 

R 

2,504,715.78 

31 March 2011 

Design Stage 

- 

- 

Zuurbekom Multi 

Purpose Sport & 
Recreation Community 
Centre 

R 

2,677,826.79 

31 March 2011 

Design Stage 



Simunye Library 

R 

3,294,387.32 

31 March 2011 


12 

46 


59 




Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


Project 

Amount 

Date of 

Local Contractors 

Local People 


Rmil 

completion 


Male 

Female 

Marines van Niekerk 
WWTW Mechanical 
Refurbishment 

R 13,886,133.94 

31 March 2011 

Contractor appointed 
January 2011 




B3.3 SERVICE DELIVERY TO THE COMMUNITY 


A total amount of R45,05 mil was received from the Municipal Infrastructure Grant (MIG) 
for the 2010/11 financial year. The division of the allocation was as follows: 66% for 
Water, Sanitation, Roads and Storm water, 11% to Cemeteries, 19% towards Sport 
Complex and Multi-Purpose (MPS&RCC) projects and 4% to the PMU Administration. 


B 4 ENVIRONMENTAL ANALYSIS 


Environmental Management covers the following : 

■4- the natural environment including renewable and non-renewable natural resources 
such as air, water, land and all forms of life; 

■4- the social, political, cultural, economic, working and other factors that determine 
people's place in and influence on the environment; and 
■4- natural and constructed spatial surroundings, including urban and rural landscapes 
and places of cultural significance, ecosystems and the qualities that contribute to 
their value. 

Westonaria Local Municipality has compiled, in co-operation with the WRDM, A State of 
The Environment Report (SoER) during 2005 which aims to provide information that will 
set the framework for policies and strategies to deal with environmental problems. 

State of the environment reporting is an important step in the essential process of 
refining the information and knowledge base on which decisions about the environment 
are made. 

The purpose of the SoER reporting is to provide information for developing and 
monitoring sustainable development strategies, programmes and projects within towns 
and cities. The Report includes the following information: 

■4- The condition of the environment and natural resources; 

■4- The causes of environmental change; 

■4- The impacts of environmental change; and 

■4- Efforts by authorities and individuals to improve environmental conditions. 

Therefore, the information contained in this report should be used to inform all planning 
and decision-making processes. A SoER can be considered as a first step towards 
sustainable development within a city council. 

Thirteen themes were selected based on current literature, specialist input and recent 
trends in SoER reporting. From these, indicators were selected and specialists 
appointed to collect information in order to determine the state of each theme. 
Stakeholder engagement was an integral part of the process in terms of both creating an 
awareness and gaining local knowledge of the area. 


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Westonaria Local Municipality 


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Draft Integrated Development Plan (IDP) 


The following main themes are addressed in the report: 

■ 4 - Atmosphere & Climate; 

■ 4 - Biodiversity; 

4 - Cultural heritage; 

4 - Education; 

4 - Geomorphology; 

4 - Health; 

4 - Infrastructure; 

4 - Integrated & Environmental management; 

4 - Land use; 

4 - Local economy; 

4 - Safety & Security; 

4 - Tourism; and 
4 - Water. 

The SoER will be beneficial to a wide range of users such as politicians and 
administrators through the provision of easily accessible environmental information for 
the development of sustainable local environmental policies and decision-making, thus 
improving the quality of life of the community. 

The objectives of SoER are as follows: 

4 - Improve understanding of environmental processes and the impacts of human 
activities on these processes; 

4 - Improve understanding of the causes and effects of environmental change; 

4 - Provide recommendations for responses to such changes 

4 - Provide data for establishing, monitoring and evaluating sustainable development 
strategies, programmes and projects; 

4 - Integrate information from various sources on different aspects of the environment; 

4 - Provide access to environmental information that has been integrated, analysed and 
interpreted to enhance and inform decision-making and sustainable development 
planning; 

4 - Provide information not only for local, provincial and national environmental 
monitoring and reporting, but also for global environmental assessment. 

4 - Enhance decision-making so as to improve environmental protection and 
sustainability. 

4 - Raise awareness around local environmental issues and priorities for the Westonaria 
Local Municipality, and promote ongoing discussions in respect of the 
implementation of policies. 

4 - Make the information accessible on the internet such that the information is more 
accessible to the citizens of the city and also allow city comparison at the global 
scale, and 

4 - Form the basis for Strategic Environmental Assessments. 

The benefits of SoER are as follows: 

4 - To provide an early warning system for emerging environmental problems; 

4 - To identify knowledge and information deficiencies impending the understanding and 
interpretation of environmental conditions and trends; 

4 - To contribute to the evaluation of societal response to environmental issues through 
policy and program performance assessment; and 
4 - To encourage the incorporation of environmental considerations in the development 
of economic and social policies. 


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Westonaria Local Municipality 


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Draft Integrated Development Plan (IDP) 


Within each theme, several indicators have been identified for monitoring changes in 
specific environmental issues. 

The functions of an indicator are to: 

4 - Assess conditions and trends in relation to goals and targets; 

4 - Provide warning information; 

4 - Anticipate future conditions and trends; and 
4 - Compare across places and situations. 

Therefore, the indicators selected for this needed to be relevant to Westonaria Local 
Municipality. The following are some of the criteria used to identify suitable indicators: 

4 - The indicator should be based on good quality data that are available at a 
reasonable cost; 

4 - The indicator should provide information that measures something that is important 
to decision-makers; 

4 - The indicator should be presented in a way that is easily understood; 

4 - The indicator should be able to provide timely information (to allow for response); 
and 

4 - The indicator should be able to detect changes through time if sufficient data is 
available. 

Westonaria Municipality does not have an environmental management section or a 
suitably qualified person to enact and monitor the SoER as it had in view during the 
compilation thereof. The environmental health section, however, applies the information 
in the SoER where necessary and applicable in some of its functions. Whenever 
comments are needed for environmental impact assessment applications that are 
beyond the scope of the officials, the services of a qualified consultant in the field is 
used. 

The Environmental Health Section falls within the Department Health & Social 
Development, Department Community Services with the following personnel: 

4 - Operational Manager: G Viljoen @ (011) 278-3045 
4 - SnrEHP 's: 2 
4 - Vacant x 3 

The SoER is also available on CD and should one require the document, a CD can be 
made available at nominal cost. 

An Environmental Management Framework document for the West Rand District (which 
includes Westonaria) was also compiled with the following key objectives: 

4 - Identify the key environmental parameters (opportunities and constraints) pertaining 
to the West Rand District; 

4 - Define and spatially represent the status quo of the environment in the West Rand 
District, emphasizing sensitive environments and current development pressures; 

4 - Based on consultation with relevant interested and affected parties, define and 
spatially represent the desired state of the West Rand; 

4 - Identify and develop an outline of the strategies required to reach the desired state; 

4 - Develop implementation / action plans for the strategies; 

4 - Develop monitoring and reporting systems to evaluate and report on the success of 
strategy implementation; and 

4 - Collate and present all of the above in the form of an EMF. 

B4.1 ENVIRONMENT: TAILINGS DAM 


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Westonaria Local Municipality 


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Draft Integrated Development Plan (IDP) 


Various acts and regulations e.g. the Constitution of South Africa, National Environment 
Management Act (NEMA), Air Pollution Act, etc. require that the environment be 
protected, a safe environment be provided and efforts be made to address imbalances. 
Province and other law enforcement agencies are overseeing compliance to legislation. 
Since transgressions happen within the jurisdiction of local authorities they play an 
important role ensuring that the environment is safe and clean. 

West Rand District Municipality established an Environmental Forum for municipalities 
on the West Rand which is also attended by representatives of the mines and other 
affected parties. 

Gold Fields during 2006 held a public meeting with stakeholders to report on the 
vegetation of the Libanon Tailings dam to address a dust problem impacting on the 
community and which interfered with compliance to legislation. Representatives from 
Kloof Gold Mine reported on their Environmental Policy and emphasised commitment to 
control the impact of their activities on the environment. 

The Libanon tailings dam has been rehabilitated in the past 3 years to the extent that 
dust pollution was minimized to more acceptable levels. Goldfields Environmental 
department monitors the dust from their tailings dams on a continuous basis. 

In addressing the dust problem wind erosion experts from the University of the 
Witwatersrand were approached for advice. ECMP were contacted for short-term 
solutions namely applying dust suppressants, berm walls were constructed on top of the 
tailings dam and a grassing programme was initiated. 

Currently a project is underway to reprocess all old existing tailings dams and remove 
them to a better managed mega dump ( the West Wits project ) - more information will 
be submitted once the necessary permissions are obtained by Goldfields. 

The following criteria are used when embarking on projects namely it being 
environmental-friendly and providing sustainable economic development. Appropriate 
proactive and remedial measures guide activities. Monitoring systems were put in place 
ensuring corrective measures achieve their aims. 

Future activities are to 

4- Continue with the grassing programme. 

4- Application of dust suppressant if needed, 

4- Continued investigations, 

4- Regular meetings with stakeholders and 
4- Air quality monitoring. 

B4.2 WATER AND THE MINES 


Current Situation 


Since gold in the Witwatersrand Basin was discovered more than a century ago, the 
South African gold mining industry flourished. A negative consequence of gold mining is 
acid mine drainage caused by the interaction of the pyrite present in the mine dumps 
with oxygen and water. 


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Westonaria Local Municipality 


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Draft Integrated Development Plan (IDP) 


With time the gold mines got deeper with increased water that had to be pumped, 
usually from one mine to the next. However, as mining costs, at greater depths 
increased and gold grades decreased, together with very low gold prices during the late 
1990 until the mid 2000’s gold mining became less viable and many mines could not 
survive without a pumping subsidy from Government. 

A number of mines reduced or even ceased pumping of acid water which led to the 
dangerous situation where the acid water level started to approach the natural (potable) 
water table. The acid water has the ability to dissolve minerals and heavy metals that 
are harmful to human and other forms of life. 

It is estimated that some 155 million litres of acid water per day seep upwards through 
cavities all over the Witwatersrand towards the natural water table. If this rising is not 
addressed timely, the natural water table will become contaminated by October 201 1 
resulting in a major environmental disaster. 

Intervention 


A number of mining companies have already started to extract heavy metals from the 
water. Due to the seriousness of the matter the existing mining companies assigned 
Western Utilities Corporation (WUC), a South African subsidiary of London WM Global 
to present a feasible and sustainable solution to address the issue. 

Two pilot plants using different purification processes were built and tested during the 
past year. WUC chose the process developed by the CSIR and subsequently three of 
these pilot plants were built close to Randfontein and have been tested since March 
2009. 

These plants purify water by reducing the sulphate contents of the water to a level that is 
suitable for human consumption based on the standards of the South African Bureau of 
Standards (SABS) and South African National Accreditation System (Sanas). 

The building of the plant for the purification works and the pipelines to pump acid water 
from the old mine shafts to conservation dams should have been started with January 
2010 enabling the project to be operational by the second quarter of 2011 before the 
critical date of October 2011. 

The Wonderfonteinspruit Forum was established with the aim of identify the sources of 
pollution in the Wonderfonteinspruit area as well as the affects and possible solutions to 
address the pollution. 

The Forum comprises of the local mining houses. Department of Water Affairs as well as 
officials from the affected local authorities and the district and other interested and 
affected parties. 

B4.3 FEASIBILITY STUDY ON RECLAMATION OF MINE RESIDUE AREAS FOR 
DEVELOPMENT 


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Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


By request of the Gauteng Department of Agriculture and Rural Development the North 
West University, during September 2009, issued a draft report on the Feasibility of 
Reclaiming Mine Residue Areas for Development 

The main objective of the project is to identify suitable land for urban and rural 
development and other purposes in Gauteng. One of the prime targets looked into was 
the mine residue deposits. 

The project consists of two phases namely: 

Phase 1 - To obtain base line data and to develop a classification system 

Phase 2 - Based on information gathered in Phase 1 conduct detailed and site specific 

investigations. 

Phase 1 of the project has been completed. 

The majority of the residues deposits are from gold mines and the rest from sand and 
clay quarries, crusher rock opencast mines and others are just disturbed sites previously 
been worked for some minerals or source material. 

The gold mine residues have a potential environmental or health risk due to specific 
minerals and their weathering processes by means of oxidation and also dust problems 
associated with it. 

Oxidation processes create acidification with the potential to pollute surrounding land 
where development could take place. In such cases it might be possible to remove the 
source of pollution e.g. re-mining or rehabilitate it to such an extent that it is possible to 
develop on or close to the residue areas. 

Phase 1 of the Feasibility Study put the classification criteria and mine identities together 
for Gauteng.. 

During the identification process more than 550 mining related residues were identified. 
After a screening process and several site visits, some of the sites were deleted from the 
list due to current urban development taking place and others were too small to be 
considered. 

Eventually 375 individual sites were listed with a total surface area of 32 086 ha ranging 
from 1 to 1 647 ha. 

The results are that from the total of 374 sites, only 134 qualified for further investigation. 
Should dolomite and radiation criteria be applied even more sites can be disqualified 
from the provided list. 

The outcome of Phase 2 of the Feasibility Study on the Reclamation of Mine Residue 
Areas is awaited with anticipation since there is an ever increasing demand for land. 

Goldfields embarked on an initiative whereby existing tailings dams will be reclaimed 
and the residue to be deposited into a better managed mega tailings dam. 

The project is known as the Wes Wits Project which has started with the impact 
assessments and outlined minimum requirements of the then Department of Mineral 
Resources and the Department of Water Affairs. 


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Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


Phase 2 of the project is currently still in progress and as soon as detailed feasibility 
proposals are available, they will be conveyed to the various local authorities in which 
the proposed development sites fall. 

B 5 SPATIAL DEVELOPMENT FRAMEWORK 


A spatial analysis of the municipal area of Westonaria was carried out and the patterns 
and trends thereof are discussed elsewhere in the document and indicated on the 
Spatial Development Framework Map enclosed at the end of the document. See 
Section E. 


B 6 SOCIAL DEVELOPMENT ANALYSIS 


B6.1 EDUCATION 

4 - The average number of students per teacher in creches is 1 7,33 and the number of 
students per classroom 23,5. 

■ 4 - The pupil-teacher ratio of Primary schools (based on the total figures for the entire 
study area) is 1:30,81, which is within accepted development standards. The four 
primary schools in Bekkersdal do however exceed the standard of 40 pupils per 
classroom. 


Table 7: Creches 


School 

Pupils 

Teachers 

Classes 

Student 

Teacher 

Ratio 

Student 

Class-room 

Ratio 

Super Snuiters 

100 

4 

4 

25 

25 

Tiny Tods 

100 

7 

5 

14 

20 

Woelwater 

Sentrum 

70 

8 

4 

9 

18 

Westgold 

90 

6 

5 

15 

18 

Venterspost 

Primary 

132 

5 

5 

26 

26 

Tsholofelo 

170 

11 

5 

15 

34 


Table 8: Primary Schools 


School 

Pupils 

Teachers 

Classes 

Student 

Teacher 

Ratio 

Student 

Classroom 

Ratio 

Westonaria 

685 

22 

21 

31 

33 

Gerrit Maritz 

941 

43 

33 

22 

29 

Venterspost 

1250 

39 

34 

32 

37 

Glenharvie 

870 

54 

25 

16 

35 

Modderfontein 

748 

26 

23 

29 

33 

Starkey Weyer 

1224 

39 

35 

34 

42 

Isiqalo 

1355 

39 

35 

35 

39 


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Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


School 

Pupils 

Teachers 

Classes 

Student 

Teacher 

Ratio 

Student 

Classroom 

Ratio 

Maputle 

1062 

30 

25 

35 

42 

Ipeleng 

1095 

30 

24 

37 

46 

Seatlle 

1165 

37 

27 

31 

43 

Suurbekom 

Intermediate 

741 

20 

14 

37 

53 


Table 7: Secondary Schools 


Township 

Pupils 

Teachers 

Classes 

Student 

Teacher 

Ratio 

Student 

Classroom 

Ratio 

Westonaria 

1015 

41 

25 

25 

41 

Kgothalang 

1321 

50 

34 

26 

39 

SImunye 

1138 

38 

28 

30 

41 

TM Letihake 

1276 

45 

34 

28 

38 


B6.2 RECREATION ANALYSIS 


Table 9: Libraries 


Name 

Type 

Members 

Books 

Bekkersdal 

Branch 

715 

13354 

Kloof Educational Department 

Depot 

930 

997 

Glenharvie Branch Library 

Branch 

405 

10102 

Hillshaven Branch Library 

Branch 

271 

4007 

Westonaria Public Library 

Community 

Library 

689 

51870 

Zuurbekom Branch Library 

Branch 

114 

1994 

TOTAL 


3124 

82324 


Libraries in Westonaria aim to provide strengthen and support cost-effective and 
equitable library and information services to the community of greater Westonaria. 

The libraries deliver services to the public and are also responsible for several 
administrative duties. At some of these service points the mines support Council by 
providing venues and personnel (Hillshaven). 

Co-operation with the local schools is important. The National Department of Arts and 
Culture as well as Gauteng Provincial Department: Sport, Recreation, Arts and Culture 
contribute to the library service. 

The re-demarcation of municipal areas brought about new areas to be include in the 
programme resulting in an extension of the library services. 


Table 10: Active Recreation 


Township 

Name 

Tennis 

Basket 

Baii 

Bow- 

iing 

Cricket 

Squash 

Rugby 

Swim 

Bad- 

min 

Other 

Hillshaven 

Hillshaven 

Recreation 

Club 

3 

2 

0 

0 

0 

0 

0 

0 

1 

Kloof Mine 

Kloof 

Recreation 

Club 

4 

0 


2 

2 

2 

1 

2 

51 


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Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


Township 

Name 

Tennis 

Basket 

Bali 

Bow- 

iing 

Cricket 

Squash 

Rugby 

Swim 

Bad- 

min 

Other 

Westonari 

a 

Westonari 
a Sports 
Complex 

2 

1 

0 

0 

2 

1 

0 

3 

7 

Libanon 

Libanon 

Recreation 

Club 

2 

0 

2 

1 

0 

1 

0 

0 

3 

TOTAL 


11 

3 

2 

3 

4 

4 

1 

5 

62 


The Westonaria Sport Complex consists of the following facilities: 

4- The Lodge: This facility is very popular. It consists of bar counter, fridge and braai 
facilities. It can accommodate a maximum of 200 people. The lodge can be used 
for wedding ceremonies, birthday parties, etc. 

4- Multi-purpose hall: This hall can accommodate maximum 1 000 people. It is 
available for parties, weddings, sport and recreation activities. Squash courts are 
situated inside the hall. 

4- The Lapa: This newly built facility replaced the burnt down Rugby Lapa. It has a 
modern kitchen with a fridge and stove and can accommodate a maximum of 100 
people and is very popular for meetings, wedding ceremonies and birthday parties. 
4- Sport fields: There are seven sports fields for our community, namely, athletics, 
rugby, soccer, cricket, volleyball, netball and basketball. 

Council developed land adjacent to the existing sport complex, for future extensions to 
the sport complex. 

The Bekkersdal: Paul Nel Hall can accommodate a maximum of 800 people. It is 
available for any functions, sport and recreation and meetings. The following facilities 
are also available: 

4- Tennis courts; 

4- Netball court and Volleyball court; 

4- Basketball court; and 

4- Informal grounds - there are at least 12 informal soccer grounds, which Council 
maintains by scraping them twice a year. 

The Zuurbekom Community Centre is still under construction, but there is currently a 
soccer field and athletics tracks. After completion it will consists of a netball court, 
volleyball court and basketball court. 

B6.3 HEALTH FACILITIES 


Social Services 

Health & Social Welfare Services 

4- All the clinic buildings in Westonaria belong to the Municipality, whilst all the 
personnel belong to the Provincial Government. Service Level Agreement (SLA) is 
in the process of being finalised. 

4- According to District Health Information System (DHIS) population figures for 
Westonaria, the ratio of the nurse to population is 1 : 3 485 
4- There are seven clinics, one satellite clinic and two mobile clinics. 

Main Clinics 

4- Bekkersdal West Clinic has a Maternal and Obstetric Unit (MOU) 


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Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


4 - Bekkersdal East Clinic 

■ 4 - Westonaria Clinic. 

4 - Glenharvie Clinic 

4 - Zuurbekom Clinic 

4 - Venterspost Clinic 
4 - Simunye Clinic 

A new CHC is to be built at Simunye with funds from Gold Fields Mining Company is 
planned for 2011/12. The Provincial Office will operationalise the clinic. In addition, a 
Health Post will be established in Hilllshaven. 

Satellite Clinics 

4 - Hillshaven Satellite Clinic is currently operating twice a week and operational days 
will be increased to three times a week during the 201 1/12 financial year. 

There is also a private clinic in Hillshaven, owned by Goldfields, running five days a 
week catering only for their employees. 

Mobile Points 
4 - Doornpoort, 

4 - Kopanong 
4 - Libanon 
4 - Orion 
4 - Simunye 
4 - Leeuwdoring 
4 - Thusanong 
4 - Waterworks 
4 - Waterpan 

4 - Shepardsviok - Venterspost area 

4 - Themba Section - Bekkersdal informal settlement 

4 - Oral Health Services rendered via a Provincial Dental Mobile 


Table 11 : Health and Welfare Facilities prov 


TOWN- 

SHIP 

NAME 

TYPE 

Staffing 

Nursing 

Staff 

DAYS 

OP 

HRS DAY 

TYPE OF 

SERViCE 

Bekkersdal 

Bekkersdal 
East Health 
Clinic 

Municipal 

Clinic 

Prov 

4 

5 

07h30-16h00 

Primary 

Health Care 

Bekkersdal 

Bekkersdal 
West Clinic 

Municipal 

Clinic 

Prov 

18 

2 

7 

7 

07h30-19h00 

& 

19h00-07h00 

Primary 

Health Care 

Venterspos 

t 

Venterspost 

Health 

Clinic 

Municipal 

Clinic 

Prov 

3 

5 

07h30-16h00 

Primary 

Health Care 

Westonaria 

Westonaria 

Health 

Clinic 

Municipal 

Clinic 

Prov 

10 

5 

07h30-16h00 

Primary 

Health Care 

Hillshaven 

Hillshaven 

Health 

Clinic 

Municipal 

Clinic 

Prov 

2 

1 

07h30-16h00 
(2x a week) 

Primary 

Health Care 

Glenharvie 

Glenharvie 

Health 

Municipal 

Prov 

4 

5 

07h30-16h00 

Primary 

Health Care 


ded in the Westonaria municipal area 


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Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


TOWN- 

SHIP 

NAME 

TYPE 

Staffing 

Nursing 

Staff 

DAYS 

OP 

HRS DAY 

TYPE OF 

SERVICE 


Clinic 







Zuurbekom 

Zuurbekom 

Health 

Clinic 

Municipal 

Clinic 

Prov 

5 

5 

07h30-16h00 

Primary 

Health Care 

Simunye 

Simunye 

Municipal 

Clinic 

Prov 

10 

6 

07h30-19h00 
& Sat 

07h30-13h00 

Primary 

Health Care 

TOTAL 



0 

65 





* Same person who serves these clinics. 

Nursing Staff Consists of Prof Nurses, Aux Nurses and Aux Nursing Assistance 


B6.4 CRIME 


Theft constitutes more than 60% of the total crime-related incidences on the West Rand. 
A national solution cannot longer be perceived to be the only solution Each individual 
should be motivated to contribute to spread a message of high ethics. 

Proposed Magistrate’s Court, Police Station and Staff Quarter 

The Department of Justice and the Department of Public Works indicated interest in 
building a magistrate’s court, police station and staff quarters in Simunye Ext 2. The 
proposed site is on the corner of Boitumelo Road and Kgotlelela Drive, Simunye. This 
development has the potential to become a nodal point attracting other businesses to 
the area. 

Closed Circuit Television (CCTV) 

Phase one of the closed circuit television (CCTV) project initiated by the WRDM and 
valued at R17m over a three-year period, has been completed and is currently active. 
A total of 12 cameras have been installed in the CBD of Krugersdorp, 10 in the CBD of 
Randfontein and 2 in Westonaria. 

Many technical challenges had to be overcome during the commissioning of the project 
such as the distances between the various areas and the Emergency Operations 
Centre located in Mogale City where the monitoring is taking place. 

The South African Police Service assigned a full-time coordinator who is located at the 
Centre. During the first three months of operation no less than 817 criminal acts, 151 
traffic violations and 79 general municipal management incidents have been recorded. 
Nine successful arrests have been made. In the months to come the focus will be on 
the collective improvement of response to anti-social conduct. Much work still needs to 
be done on improving district-wide coordination and collective participation in the 
project with the view to significantly impact on crime patterns. 

For Westonaria it is planned to have three (3) additional cameras added to the existing 
two (2) cameras in the 2009/10 financial year, however they could not realise. 

B 7 WARD ANALYSIS 


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Draft Integrated Development Plan (IDP) 


Westonaria Local Municipality has 15 wards each having its own Ward Councillor. Over 
the years politicians and officials with the assistance of the community attempted to align 
development closer to the needs of the community. 

After the elections Council will be extended to have 31 Councillors by way of adding one 
Ward Councillor for the newly established ward 16 with a Proportional Representative 
Councillors. The ward will cover Cooke 3, Nufcor, West Rand Agricultural Holdings and 
Zuurbekom and Syferfontein farm portions. 

B7.1 QUESTIONNAIRE AND RESPONSES: 2008 

After the 1®* Review of the IDP, during 2008, a ward based approach was followed in 
compiling the Integrated Development Plan. 

A synopsis is provided reflecting on the location of the Ward, whether a Ward Committee 
is functional in the ward, whether a Community Development Worker is active in the 
ward, a summary of services offered in the Ward, as well as a short summary of the 
capital projects for the financial years conducted in the various wards. However, the 
benefits of some projects are enjoyed by all residents of greater Westonaria and is 
reflected as such. 

Structures are in place to assist the Ward Councillor namely the Ward Committee and 
Community Development Workers (CDWs). 

B.7.2 WARD COMMITTEES 

Powers, functions and responsibilities 

1. Ward Committees are advisory bodies that must work through their Ward 
Councillor. 

2. Ward Committee should assist Council in particular with the following functions in 
their ward: 

i. Making recommendation to the Ward Councillor on matters affecting the 
ward; 

ii. Mobilise the community in the ward to take part in the preparation of 
Council’s budget, implementation and review of the IDP and also submit 
proposals for inclusion in the IDP; 

ill. Inputs on strategic decisions relating to the provision of municipal 
services; 

iv. Interact with other community structures like Community Policing Forum, 
School Governing Bodies; etc. and 

V. Support and co-ordinate programmes like HIV/AIDS at ward level. 

B7.3 COMMUNITY DEVELOPMENT WORKERS (CDWS) 

A total number of 20 Community Development Workers are active with the greater 
Westonaria area. 

The Job Description of CDW 

1. Inform and assist communities with access to service delivery provided by all 
spheres of government. 

2. Determine the needs of communities and communicate these with government. 

3. Promote a network between community workers, public servants and projects to 
improve service delivery. 


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Westonaria Local Municipality 


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Draft Integrated Development Plan (IDP) 


4. Compile reports and progress about issues. 

5. Keep up to date about all services rendered by government. 

The Broad Based Approach of CDWs 

■4- Identify development needs , areas for improved service delivery, and poverty 
alleviation; 

4- Promote Batho Pele Principles, address corruption and poor service delivery; 

4- Build partnerships with civil society; 

4- Build organisations and participation by an informed citizenry; and 
4- Help people with to apply for identity documents, birth certificates, etc. 

Report Channel 

4- The CDW reports directly to the provincial level - Department of Local Government. 
4- Discussions are underway to ensure that copies of the reports submitted by the 
CDWs should first be submitted to the Speaker’s office keeping him informed of the 
critical issues in the various wars 

4- Through their Regional Supervisors, CDWs of West Rand are located in the West 
Rand District Municipality. 

Mechanisms to assist the CDW’s 

Intergovernmental Service Delivery Forum (ISDF) will fast-track intervention. 

Achievements 

4- Assisted the community to obtain identity documents; 

4- Promoted relevant structures to the youth and assisting them to link up to them; 

4- Facilitated employment through labour intensive projects e.g. building of sidewalks 
in Bekkersdal; 

4- Facilitated the training on Disaster Management offered by WRDM attended by 
approximately 60 volunteers; 

4- Established closer links with sector departments to improve service delivery within 
the community and 

4- Identified possible sponsors that might be interested in certain projects. 

Meetings with Ward Councillors and Ward Committees are some of the valuable tools to 
gather information and to address the needs of the community. However, contact is not 
restricted to these structures only, letters, telephone calls and discussions with relevant 
officials of Council are also mechanisms to bring about change, get projects listed in the 
IDP and on the Budget. 


WARD 1 

Cllr S Ngweventsha 

Number of Registered Voters: 2568 

The Ward comprises the following areas: Thusanang, Jachtfontein, South Deep and eastern 
side of the town Westonaria. It consists of a diverse community ranging from an informal 
settlement (Thusanang), mining community (South Deep) and farmers and business community 
(Jachtfontein). 

A Ward Committee consisting of nine (9) members is in place consisting of five (5) women and 
four (4) men they are: 

1. Ms.Nozuko Ndam 

2. Mr.Zolile Mkhundiu 


72 


Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


3. Mr. Unathi Getyeze 

4. Ms. Patiswa Nikelo 

5. Mr. Nceba Maxeke 

6. Mr. Mzukisi Mgamtwini 

7. Ms. Jabulile Khathi 

8. Ms. Florinah Lebone 

9. Ms. Nontobeko Tefane 

Community Development Worker (CDW) for the Ward: Lethae Mookho Bernice 


The following services are offered in Ward 1 : 


Mobile Clinic 

Taxi 

Rank at 
South 

Deep 

Tarred 
Road 
being the 
R28 

Electricity 
Connections 
in dwellings at 
South Deep, 
Jachtfontein 

High Mast 
Lights at 
South Deep 

Tapped Water 
at 

South Deep 
and 

Jachtfontein 

Toilets in 
dwellings at 
South Deep 
and 

Jachtfontein 

7 Water 
Tanks 

Sports 
fields X 2 

Parks X 1 

Thusanang: 

300 

VIP toilets 

30 

communal 
stand pipes 



Residents of the Ward use the following facilities located in other wards: 

4- Schools, 

4- Churches, 

4- Old Age Home, 

4- Storm water drains, 

4- Some sections do not have toilets in the homes 
4- No Informal Traders selling goods 

Crime is reported in the area at Thusanang and at Jachtfontein where the businesses are 
targeted. Theft of cables next to R28 road raised concern. 


Projects Reflected: 2007/08 Financial Year: WARD 1 


IDP Ref 

Key 

Performance 
Area (KPA) 

Description of 
Project 

Amount 

(Million) 

Progress Made & 
Expected 
compietion date 

0304/012 

Basic Service 
Delivery 

Fully Equipped 
Mobile Clinic 

R0.5 

Mobile from Province 
purchased and 
launched in 

Thusanang in Sep 07. 
Started operating 1 

Oct 07 rural points 
Awaiting 2"'^ mobile 
from WRDM- already 
purchased, in process 
of being refurbished. 

Capital Projects for 2008/09 financial year: Ward 1 

0708/086 

Basic Service 

Water & Sanitation 

R5,5mil 

Construction of 300 


73 


Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


IDP Ref 

Key 

Performance 
Area (KPA) 

Description of 
Project 

Amount 

(Million) 

Progress Made & 
Expected 
completion date 


Delivery 

- Thusanang 

(Ward 1 ) 

waterborne ventilated 
improved pit latrines 
(VIP’s) with digester 
tanks, 30 communal 
stand pipes, 1 ,000 
liter water tanks on 
stands, water pipeline 
across R28 with 1 
stand pipe on eastern 
side of R28. 

Capital Projects for 2009/10 financial year: Ward 1 

0506/039 

Basic Service 
Delivery 

Establishment of 
new cemetery in 
Simunye 
(phase 1 & 2) 

R6,1 m 

Done - Construction of an 
office block with ablution 
facilities, access road, fencing 
of the site, parking area, 
electrification of the 
cemeteries, flood lights, 
entrance Internal roads 

0607/012 

Basic Service 
Delivery 

Simunye Multi- 

purpose 

Community Centre 

R1 ,0m 

Development of a Multi 

Purpose Sport & Recreation 
Community Centre - Indoor 
and Outdoor facilities 


74 




Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


Capital Projects for 2010/2011 fincial year: Ward 1 

0506/039 

Basic Service 
Delivery 

Establishment of 
new cemetery in 
Simunye - 
(phase 1 & 2) 

R4,8 

37% completed 

0607/012 

Basic Service 
Delivery 

Simunye Multi- 

purpose 

Community Centre 

R2,22 

Design phase - 42% 
completed 


PROJECTS IDENTIFIED - AMOUNT AND TIME FRAME AWAITED 

0910/102 

Construction of 1400 housing units at 

Thusanang - Project of the Department of 
Housing 



Magistrate’s Court, Police station and staff 
quarters in Simunye Ext 2 - Project of the 
Department of Justice 

R60m 


*** 


WARD 2 

Cllr Victress Lwabi 

Number of Registered Voters: 3432 

The Ward is situated on the southern side of Westonaria. It lies next to Kloof Goldmine 

The Ward has a Ward Committee consisting of nine (9) members - five (5) women and four (4) 
men they are: 

1. Mr. Collin Matomela 

2. Ms. Nodi Sem 

3. Ms. Monica Nkovu 

4. Ms. Georgina Tshabalala 

5. Mr. Tshepo Saule 

6. Mr. Paul Motsoene 

7. Ms. Bongeka Nokenke 

8. Ms. Hloniphile Nomcana 

9. Mr. Maqawe Shandu. 

Community Development Worker (CDW): Siyabonga 


The following facilities are offered in Ward 2: 


1 X 

School 

Clinic 

and 

Mobile 

Clinic 

Taxi Rank 
at 

Leeudoorn 

3 X 

Churches 

Tarred 

Roads 

Electricity 
Connections 
in homes 

Water 
connections 
in homes 

Storm- 

water 

drains 

Inside 

toilets 

Sports 
fields X 2 

Parks X 2 

Informal 

Traders 

selling 




75 






Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 





goods 




Residents of the Ward use the following facilities located in other wards: 

-4- Taxi Rank 
4- Old Age Home 
4- Community Hall 
4- Satellite Police Station 

The Ward Councillor is often faced with people being evicted from the farms, reports of 
inadequate water provision on farms and the lack of proper toilet facilities. Cases of reckless 
driving in the Ward requires speed calming zones (speed humps) at strategic points. 

Crime is reported in the area around Glenharvie, Leeudoorn, Schoonplaas and farming 
community. The forest between Kloof and Leeudoorn mines was also identified as an area 
where crime occurs. Proper lighting at Leeudoorn’s Marriage Quarters entrance should receive 
attention. 

Street lights in Ext 3 are needed. 

The following movements are active in the Ward: 

• Youth Forum 

• National Union of Mine Workers (NUM) 


Capital Projects: 2007/08 Financial Year: WARD 2 


IDP Ref 

Key 

Performance 
Area (KPA) 

Description of 

Project 

Amount 

(Million) 

Progress Made & 
Expected 
completion date 

0708/033 

Basic Service 
Delivery 

Storm-Water 

Inlets: 

H/Haven 

R0.05 

Completed 

0708/039 

Basic Service 
Delivery 

Storm-Water 

Inlets: 

Glenharvie 

R0.04 

Completed 

0708/056 

Basic Service 
Delivery 

Upgrading of 

Parks, G/Harvie: 
Mosselpoort Str 

R0.05 

Completed 

0708/059 

Basic Service 
Delivery 

Playing 

Equipment; W/aria 
& G/Harvie Parks 

R0.05 

Completed 

Capital Projects for the 2008/09 financial year: Ward 2 

0708/056 

Basic Service 
Delivery 

Upgrading Parks: 
Glenharvie: 
Musselpoort Street 

R0,05 
(Ward 1 
-3) 

On Hold 

0708/057 

Basic Service 
Delivery 

Upgrading of 

parks: Hillshaven: 
Smarag Street 

R0,05 
(Ward 1 
-3) 

On Hold 

0809/027 

Basic Service 
Delivery 

MV Switchgear: 
Glenharvie pump 
station 

R0,02 
(Ward 1 
-8) 

Rolled over to 2009/10 
financial year 

0708/041 

Basic Service 
Delivery 

Stormwater inlets: 
Glenharvie 

R0,10 
(Ward 1 

Rolled over to 2009/10 
financial year 


76 


Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


IDP Ref 

Key 

Performance 
Area (KPA) 

Description of 

Project 

Amount 

(Million) 

Progress Made & 
Expected 
completion date 




-3) 


0607/048 

Basic Service 
Delivery 

Replace AC Pipes 
(Water and Sewer) 

R0,30 

(Ward2, 

4&5) 

Rolled over to 2009/10 
financial year 

Capital Projects for the 2009/10 financial year: Ward 2 

0506/005 

Basic Service 
Delivery 

Glenharvie Rand 
Water Pump 

Station Elec 

Supply 

R0,4mil 

On hold 

0708/041 

Basic Service 
Delivery 

Upgrading of 

walkways 

Glenharvie 

R0,4mil 

Completed 

0607/048 

Good 

Governance 

Replace AC water 
pipes: Glenharvie 

R0,3 

On hold 

Capital Projects for the 2010/11 financial year: Ward 2 

0506/005 

Basic Service 
Delivery 

Glenharvie Rand 
Water Pump 

Station: Electricity 
Supply 

R0,5 

On hold 

0809/027 

Basic Service 
Delivery 

MV Switchgear: 
Glenharvie Pump 
Station 

R0,04 

On hold 

0708/041 

Good 

Governance 

Upgrading of 
walkways 

Glenharvie 

R0,4 

On hold 

0607/048 

Good 

Governance 

Replace AC water 
pipes: Glenharvie 

R0,3 

On hold 


WARD 3 


Cllr Wiseman Matshaya 
Number of Registered Voters: 4500 

The Ward is situated at Kloof Gold Mine. 

The Ward has a Ward Committee consisting of eight (8) members - five (5) women and three 
(3) men. They are: 

1. Ms. Nonyandia Zwelinzima 

2. Ms. Morriat Mpukwana 

3. Ms. Khangelisile Mila 

4. Ms. Madotyeni Magetjana 

5. Mr. Douglas Siqwepu 

6. Mr. Thembilizwe Matyesa 

7. Ms. Makapteni Dumezweni 

8. Mr. Mzwandile Msindwana 

Community Development Worker (CDW): Tebogo Modise 


77 





Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


The CDW focuses on the ID Campaigns and Safety Awareness. 


The following facilities are offered in Ward 3: 


Clinic 

Taxi 

Church 

Storm- 

Sports field 




Rank 


water 

drains 

X 1 




The following facilities located in other wards: 

Schools 

Cemetery 

Parks 

Crime is reported on the mining premises. 

A request was made that Shabeens in the area be better monitored. 

Capital Projects: 2007/08 Financial Year: WARD 3 

No individual projects were undertaken in Ward 3. This Ward will benefit from the projects 
planned and executed reflected under ALL WARDS. 

No Capital Projects for the 2008/09, 2009/10 and 2010/1 1 financial years: Ward 3 


***** 


WARD 4 


Cllr Patrick M Mkungekwana 
Number of Registered Voters: 3093 

The Ward is situated at Libanon Gold Mine and a portion of Westonaria west. 

The Ward has a Ward Committee consisting of 9 members - 5 women and 4 men. They are: 

1. Mr. Titus Shabalala 

2. Mr. Nkosincedile Njani 

3. Ms. Siphokazi Nondzaba 

4. Ms. Lulamile Khohli 

5. Ms. Anele Saba 

6. Mr. Alfred Madyosi 

7. Ms. Luleka Khohli 

8. Ms. Emily Tau 

9. Mr. Wadise Makanda 

Community Development Worker (CDW): Majola Ntombi Agnes 


The following facilities are in the Ward: 


Clinic 

Taxi Rank 

Church X 1 

Tarred 

Electricity 

High Mast 

Tapped 




Roads 

connections 

Lights 

water in 





in dwellings 


dwelling 


78 





Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


Storm- 

Toilets in 

Cemetery 

Sports 

Parks X 2 

Informal 


water 

dwellings 


Field X 2 


Traders 


drains 





selling 







goods 



Residents of the Ward use the following facilities located in other wards: 

A school 

An Old Age Home 

Crime 

Crime mostly occurs within the Westonaria west area e.g. Malan, Edwards, Bridges, Grobbelaar 
Street, Fowler Streets. 

Issues to receive special attention: 

Skills development 

Accommodation especially those not having access to a RDP house 
Job creation 

Cutting grass within Westonaria. 


Capital Projects: 2007/08 Financial Year: WARD 4 


IDP Ref 

Key 

Performance 
Area (KPA) 

Description of 

Project 

Amount 

(Million) 

Progress Made & 
Expected 
completion date 

0708/055 

Basic Service 
Delivery 

Upgrading of 

Parks, W/aria: 

Cresswell Street 

R0.45 

Completed 

0708/035 

Basic Service 
Delivery 

Streets: 

Internal: 

Jan Blignaut: 
Feasibility Study 

R0.06 

Project changed to 
Upgrading of portion 
of the road. 

0405/009 

Basic Service 
Delivery 

Renovate Sport 

Complex Buildings, 
Westonaria (R3m) 

R1.564 

(2007) 

R0.184 

(2008) 

First phase has been 
completed and 

second phase will 
begin 2008/09 

financial year 

Capital Projects: 2008/09 Financial Year: WARD 4 

0607/052 

Good 

Governance 

Lifting of water 
meters 

R0,10 

(Ward 

4,5 & 6) 

Rolled over to 

2009/10 financial year 

0708/032 

Basic Service 
Delivery 

Replace AC Pipes 
(Water and Sewer) 

R0,13 

Rolled over to 

2009/10 financial year 

Capital Projects for the 2009/10 financial year: Ward 4 

0708/043 

Good 

Governance 
and Service 
Delivery 

Upgrading 
Westonaria Solid 
Waste Disposal 

Site - (All Wards to 
benefit) (Phase 2) 

R7,0m 

Done - Tarred access road, 
Gravel roads to the various 
cells, Closure of old landfill 
section, Storm-water 

attenuation dam, Controlled 
access, 2 steel gates, 1 
pedestrian gate, and Guard 
house. 

0506/001 

Basic Service 
Delivery 

Electrical 

Infrastructure: 

R0,44mil 

On hold 


79 





Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 




West of Jan 

Blignaut 



0607/026 

Basic Service 
Delivery 

Storm-water: 

Bridges Avenue 

R0,15mil 

On hold 

0405/009 

Basic Service 
Delivery 

Upgrading of 
existing Sports 
Complex W/aria 
(Ramp for 
disabled) 

R0,40mil 

Done - Final phase of 
completion for the 
Sport Complex 
remainder of fencing 
to be completed. 

Capital Projects for the 2010/11 financial year: Ward 4 

0708/043 

Good 

Governance 
and Service 
Delivery 

Upgrading 
Westonaria Solid 
Waste Disposal 

Site - (All Wards to 
benefit) (Phase 3) 

R5,76 

Construction 49% 

completed 

0708/032 

Basic Service 
Delivery 

Replace AC Pipes 
(Water and Sewer 

R0,13 

On hold 


*** 


WARDS 

Cllr Colin Turner 

Number of Registered Voters: 3221 

The Ward is located within the boundaries of greater Westonaria. It consists of a portion of 
Westonaria Town, the Venterspost West Township and small holdings in the surrounding rural 
areas. 

The Ward has a Ward Committee consisting of 9 members - 6 women and 3 men. They are: 

1. Ms. Pulane Koena 

2. Ms. Suzan Sekete 

3. Ms. Emily Tselapedi 

4. Ms. Smal Dawn Karen 

5. Mr. Kgomotso Sejake 

6. Mr. Vangile Tshabalala 

7. Ms. Nomfundiss Mabikimba 

8. Mr. James Seetumeng 

9. Ms. Thozama Helem 

A Community Development Workers (CDW): Mnqwazana Vuyelwa 
The following facilities are offered in Ward: 


School 

Clinic 

Church 

Taxi Rank 

Tapped 
water in 

dwellings 

Electricity 

in 

dwellings 

Tarred 

roads 

Storm- 

water 

drainage 

Toilets 

within 

dwellings 

Sports 

field 

Parks 

Informal 

Traders 

selling 




80 







Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


The residents of the Ward utilise the following facilities at other wards: 

Old Age Home 

Crime is reported to happen everywhere: 

Issues to receive special attention: 

4- The road between Westonaria and Venterspost to be replaced. 

4- The available partly serviced stands in Venterspost must be fully serviced and be made 
available to entry level home owners. 

4- The sewerage system in Venterspost must be replaced. 

4- A public transport system between Westonaria and Venterspost is much needed. 


Capital Pro 

ects: 2007/08 Financial Year: WARD 5 

IDP Ref 

Key 

Performance 
Area (KPA) 

Description of 
Project 

Amount 

(Million) 

Progress Made & 
Expected 
completion date 

0405/007 

Good 

Governance 

Install Traffic 

Light Controllers 
With Street 

Lights 

R1.0 

Awaiting Gautrans 
approval and then 
follow tender 

process. 

Other wards 

benefiting 7 & 8 

0708/005 

Good 

Governance 

Traffic Lights 

R28/Bdal 

crossing 

R0.4 

Completed 

0405/009 

Basic Service 
Delivery 

Renovate Sport 
Complex 

Buildings, 

Westonaria 

(R3m) 

R1.564 

(2007) 

R0.184 

(2008) 

First phase has 
been completed 
and second phase 
will begin 2008/09 
financial year 

0708/026 

Basic Service 
Delivery 

LV Distribution 
Panels 

R1,0 

Done 

0708/036 

Basic Service 
Delivery 

Resurfacing 

Roads in W/aria 

R1.5 

On Hold 

0708/038 

Basic Service 
Delivery 

Walkways: 

Upgrading: 

CBD 

R0.1 

Completed 

0708/058 

Basic Service 
Delivery 

New Park: 

W/aria: Crean 

Street 

R0.25 

Done 

0708/061 

Basic Service 
Delivery 

Westonaria 

Fountain 

R0.03 

On hold 

0607/070 

Basic Service 
Delivery 

Venterspost 
Replacement of 
outfall Sewer and 
pump station 

R1,095 

Design phase and 
EIA completed 

Confirmation that 
Geotech drilling 

can take place. 


81 


Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


Capital Projects for the 2008/09 

financial year: Ward 5 

0708/024 

Basic Service 
Delivery 

Me Gregor 

Substation 

R1,4mil 

On Hold 

0708/026 

Basic Service 
Delivery 

LV Distribution 
Panels 

R1,2mil 

On Hold 

0607/052 

Good 

Governance 

Lifting of water 
meters (Wards 
4,5 & 6) 

R0,10 

Rolled over to 
2009/10 

0708/032 

Good 

Governance 

Replace AC 

Pipes 

R0,20 

On Hold 

Capital Projeci 

s for the 2009/201 C 

1 financial year: Ward 5 

0607/070 

Service 

Delivery 

Venterspost - 
Replacement of 
outfall Sewer and 
pump station 

R13,1m 

Done - Replaced the 
respective old pipelines 
with an above the ground 
outfall sewer option. 

Environmental threat was 
addressed. 

0607/050 

Good 

Governance 

Replace AC 

Water Pipes 

R0,2mil 

On hold 

Capital Projeci 

sfor the 2010/2011 

financial year: Ward 5 

0607/070 

Service 

Delivery 

Venterspost - 
Replacement of 
existing 
underground 
outfall sewer 
pipes and pump 
stations with 
above the 
ground pipeline 

R6,5 

Completed 

0607/050 

Good 

Governance 

Replace AC 

Water Pipes 

R0,2mil 

On hold 


*** 


WARDS 


Cllr Marie van Graan 

Number of Registered Voters: 2522 

The Ward is located within the boundaries of Westonaria. It consists of Westonaria and 
Hillshaven. 

The Ward has a Ward Committee consisting of 9 members - 4 women and 5 men. They are: 

1 . Mr. Michael Mmeko 

2. Ms. Euchide Dabula 

3. Ms. Maria Letihake 

4. Ms. Moloi 

5. Ms. Elanda 

6. Mr. Msimelelo Dabula 


82 





Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


7. Mr. Johannes Masema 

8. Mr. Mangaliso Dumisani 

9. Mr. Frank Mabure 

Community Development Worker (CDW): Nelisiwe. 


The following facilities are offered in Ward: 


Schools 

Churches 

Old 

Age 

Home 

Tarred 

Roads 

Electricity 
connections 
in dwelling 

Tapped 
water in 
dwelling 

Stormwater 

drains 

Toilets 

in 

dwelling 

Parks 

Sport 

field 






Residents of the Ward use the following facilities located in other wards: 

Clinics 
Taxi Rank 
Cemetery 

Crime: 

Theft and house breaking 


Issues to receive special attention: 

Reluctance of the community to do voluntary work without compensation 

C apital projects: 2007/08 Financial Year: WARDS 


IDP Ref 

Key 

Performance 
Area (KPA) 

Description 
of Project 

Amount 

(Million) 

Progress Made & 
Expected 
completion date 

0405/009 

Basic Service 
Delivery 

Renovate 

Sport 

Complex 

Buildings, 

Westonaria 

(R3m) 

R1.564 (2007) 
R0.184 (2008) 

First phase has 
been completed and 
second phase will 
begin 2008/09 

financial year. 

0708/024 

Basic Service 
Delivery 

McGregor 

Substation 

R0,6 

On hold 

0708/053 

Basic Service 
Delivery 

Upgrading of 
Parks, W/aria: 
Goedehoop 
Street 

R0.05 

Done 

0708/054 

Basic Service 
Delivery 

Upgrading of 
Parks, W/aria: 
Van der Stel 
Street 

R0.08 

Done 

0708/057 

Basic Service 
Delivery 

Upgrading of 
Parks: 
Hillshaven 
Smarag 

Street 

R0.05 

Done. 


83 




Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


Capital Projects for the 2008/0S 

1 financial year: Ward 6 

IDP Ref 

Key 

Performance 
Area (KPA) 

Description 
of Project 

Amount 

(Million) 

Progress Made & 
Expected 
completion date 

0708/053 

Basic Service 
Delivery 

Upgrading of 

Parks: 

Westonaria: 

Goedehoop 

Street 

R0,050 

On Hold 

0708/055 

Basic Service 
Delivery 

Upgrading of 
Parks: 
Westonaria: 
Cresswell 

Street 

R0,045 

On Hold 

0607/023 

Basic Service 
Delivery 

Walkways 

upgrading 

Botha street 

R0,1 

On Hold 

0809/050 

Good 

Governance 

Painting of 

Bekkersdal 
Offices and 
Banquet Hall 

R0,5 

On hold - Applied 
for MIG funding 

No Capital Projects for the 20 

I09/10 financial year: Ward 6 

Capital Projects for the 2010/11 financial year: Ward 6 

0708/033 

Basic Service 
Delivery 

Storm-water 

inlets: 

Hillshaven 

R0,5 m 

On hold 




WARD? 

Cllr IG Khoza (Ms) 

Number of Registered Voters: 5869 

The Ward is situated at Simunye Ext 5, Ext 1 , Zuurbekom and Waterworks 

The Ward has a Ward Committee consisting of nine (9) members - 5 women and 4 men. 
They are: 

1. Ms. Khanyisiwe Mbatha 

2. Mr. Leseme Phalatse 

3. Ms. Promise Ngwenya 

4. Mr. Reuben Fihia 

5. Ms. Monica Mayongo 

6. Ms. Lidumusa Khumalo 

7. Ms. Betty Molefe 

8. Mr. Sipho Kadi 

9. Mr. Galelekile Ndangani 


84 





Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


Community Development Workers (CDWs): Mokgothu Ouma and Mohlakoane Sonia Dikeledi 
The CDWs focus on ID Campaigns and Safety Awareness. 


The following facilities are offered in Ward 7: 


Schools X 

3 

No formal 
clinic. 

Clinic is 
operated 
from a 

hall and 
mobile 
clinic is 
used 

Taxi Rank 

Churches x 

9 

Tarred 
Roads in 
parts of 
the ward 

Electricity 
in the 

dwellings 

High 

Mast 

Lights 

Water in 
dwellings 

Storm- 

water 

drains 

Toilets in 
dwellings 

Cemetery is 
under 

construction 


Parks 



Residents of the Ward use the following facilities located in other wards: 

Clinics 

Old Age Home 
Sports field 

Crime is reported to happen at: 

Waterworks due to darkness in the area. 

The Bridge in Simunye between Ext 1 and Ext 5 
Open space between Ext 1 and Ext 3 
House breakings in Ext 5 are very high. 

Issues to receive special attention: 

Tennis Courts for the youth 
Skills development 

Government creches where people need not pay because of the high level of unemployment. 

Ca pital projects: 2007/08 Financial Year: WARD 7 


IDP Ref 

Key 

Performance 
Area (KPA) 

Description of 

Project 

Amount 

(Million) 

Progress Made 
& Expected 

completion date 

0340/008 

Basic Service 
Delivery 

Identify Land & 
Build a Clinic in 
Simunye 

R1.7 

Gold Fields/Kloof 
started with a 
feasibility study 
Oct 07. Project 
to be completed 
June 2009 

Two containers 
from WRDM and 
Province are 

used as 

consultation 
room. 

0304/009 

Basic Service 
Delivery 

Build a Clinic (4 
Consulting room) in 

R2.5 

A list of stands, 
i.e. building 


85 




Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


IDP Ref 

Key 

Performance 
Area (KPA) 

Description of 

Project 

Amount 

(Million) 

Progress Made 
& Expected 

completion date 



Zuurbekom 

(Community 

Centre) 


structures is 

obtained and an 
assessment of a 
most suitable 

structure is being 
carried out 

0405/007 

Good 

Governance 

Install Traffic Light 
Controllers With 
Street Lights 

N12/R28 

R1.0 

Awaiting 

Gautrans 
approval and 

then follow 

tender process. 

All wards to 
benefit 


Basic Service 
Delivery 

Development of a 
New Park in 
Simunye 

Operational & 

Maintenance 

R0,554 

Project 

completed end 
March 2008. 

0506/036 

Basic Service 
Delivery 

Storm-water in 

Zuurbekom 

R2,0m 

Done 

0506/039 

Basic Service 
Delivery 

Establishment of 
New Cemeteries in 
Simunye 

R3,9m 

(2007) R1,9m 
(2008) R2,0m 

Ongoing: 31% 

overall progress. 
Site handed over 
to contractor, 

phase 1 

construction 
commenced 

Jan 08. 38% 

progress on 

palisade fencing, 
18% progress on 
civil works, 4,5% 
on entrance 

facade 

Capital projects for 2008/09 financial year: WARD 7 

0304/034 

Basic Service 
Delivery 

Roads and Storm- 
water 

R8,38m 
(Ward 7 & 8) 

Done 

0708/040 

Basic Service 
Delivery 

Taxi/ Bus pick up 
stops: Surfacing 

R0,037 
(Ward 7 & 8) 

Rolled over to 
2009/10 - Done 

0809/018 

Basic Service 
Delivery 

Temporary Library 
(Container) 

Simunye 

R0,2m 
(Ward 7 & 8) 

Business Plan 
done. Project to 
be extended to 
have a formal 
structure 


86 




Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


Capital projects for 2009/10 financial year: WARD 7 

0506/039 

Basic Service 
Delivery 

Establishment of a 
new cemetery in 
Simunye 

R6,1m 

Done - Construction of 
an office block with 
ablution facilities, 

access road, fencing of 
the site, parking area, 
electrification of the 
cemeteries, flood lights, 
entrance Internal roads 

0506/035 

Basic Service 
Delivery 

Roads Zuurbekom 

R1 ,0mil 

Rehabilitation of new 
and existing Roads in 
Zuurbekom 

0809/039 

Basic Service 
Delivery 

New Zuurbekom 
Sewer Outfall 

Pipeline and Pump 
Station 

R2,35 

Introduction of 

waterborne sewage 

system in Zuurbekom. 
Construction of a gravity 
sewer pipe network with 
manholes & individual 
site connections. 

Construction and 

pressure pipelines. 

0607/012 

Basic Service 
Delivery 

Simunye Multi 

Purpose 

Community Centre 

R1 ,0mil 

Designed- 

Development of a Multi 
Purpose Sport & 

Recreation Community 
Centre - Indoor and 
Outdoor facilities 

0708/040 

Basic Service 
Delivery 

Taxi/Bus pick up 
stops 

R0,037mil 

Done 

Capital projects for 2010/11 financial year: WARD 7 

0809/018 

Good 

Governance 

Furnishing the 

Library at Simunye 

R2,0 

In Process 

0910/087 

Basic Service 
Delivery 

Zuurbekom Multi 
Purpose Sports 

and Recreational 
Community Centre 

R1,95 

Design stage 

75% completed 

0304/036 

Basic Service 
Delivery 

Sewer: Vacuum 

Tanker 

R0,35 

On hold 

0607/049 

Basic Service 
Delivery 

Replace AC pipes: 
Zuurbekom 

R0,20 

On Hold 




WARDS 

Cllr Esther Molatihwa 

Number of Registered Voters: 2562 

The Ward is situated at Simunye Ext 2,3,4, and Cook 3 Gold mine. 

The Ward has a Ward Committee consisting of nine (9) members - six (6) women and three (3) 
men. 

Community Development Worker (CDW): Hlanganyana, Cynthia. The CDW focuses on social 
problems, assistance with legal documents and domestic problems. 

The following facilities are offered in Ward: 


87 





Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


Churches 

operating 

from 

dwellings 

Tarred 
Road - 
Only the 
main 
road is 
tarred 

Electricity 
connections 
in dwellings 

Storm- 

water 

drains 

Toilets 
within the 
dwellings 

Sport 
field X 1 

Parks X 

3 

Informal 

Traders 

selling 

goods 

Tapped 
water in 
dwellings 







Residents of the Ward use the following facilities located in other wards: 

School 
Clinic 
Taxi Rank 
Old Age Home 
High Mast Lights 

Crime; 

In open spaces - Pick-pocketing 
At Taverns 
House breakings 

Issues to receive special attention: 

Taverns to close earlier at 20h00 

Police to do more regular patrols from 19h00 to OShOO 

Refuse collection requires attention 

The following movement is active in Ward 8: 

Independent Council of Churches (ICC) 


Capital Projects: 2007/08 Financial Year: WARD 8 


IDP Ref 

Key 

Performanc 
e Area 

(KPA) 

Description of 

Project 

Amount 

(Million) 

Progress Made & 
Expected 
completion date 

0405/007 

Good 

Governance 

Install Traffic Light 
Controllers With 
Street Lights 

R1.0 

Awaiting Gautrans 

approval and then 
follow tender process. 
Other wards 

benefiting 5 & 7 

0708/023 

Service 

Delivery 

Simunye Feeder 
(Electricity) 

R3.0 

On Hold 


88 




Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


Capital projects for 2008/09 financial year: WARD 8 


Service 

Delivery 

Roads and Storm- 
water 

R8,38m 
(Ward 7 
&8) 

99% completed 

0708/037 

Service 

Delivery 

Walkways: 

Extension: 

Simunye 

R0,200 

Rolled over to 

2009/10 

0708/040 

Service 

Delivery 

Taxi/ Bus pick up 
stops: Surfacing 

R0,037 
(Ward 7 
&8) 

Rolled over to 

2009/10 

0809/076 

Service 

Delivery 

Simunye Pump 

Station 

R0,230 
(Ward 7 
&8) 

Rolled Over to 

2009/2010 

0809/018 

Service 

Delivery 

Temporary Library 
(Container) 

R0,250 
(Ward 7 
&8) 

Business Plan done. 
Project to be extended 
to a formal structure 

Capital projects for 2009/10 financial year: WARD 8 

0809/018 

Service 

Delivery 

Simunye: Library 

R5,3m 

Went out on tender 

0607/012 

Service 

Delivery 

Simunye Multi 

Purpose 

Community Centre 

R1 ,0m 

Design Done for the 
Development of a Multi 
Purpose Sport & Recreation 
Community Centre - Indoor 
and Outdoor facilities 

0708/037 

Service 

Delivery 

Extension of 

walkways in 

Simunye 

R0,2mil 

Done 

0708/040 

Service 

Delivery 

Taxi/bus pick up 
stops 

R0,037 

mil 

Done 

Capital projects for 2010/11 financial year: V 

VARD8 

0809/018 

Service 

Delivery 

Simunye Library 

R3,29 

Tender stage 9% 

Good 

Governance 

Furnishing the 

Library at Simunye 

R2,0 

In Process 

0809/028 

Service 

Delivery 

Electricity: 

Simunye Feeder 

R2,5 

On Flold 

0708/037 

Service 

Delivery 

Walkways: 

Simunye 

R0,2 

On Flold 

0910/115 

Service 

Delivery 

Construction 
Simunye Internal 
Roads 

R3,39 

43% completed 

0506/039 

Service 

Delivery 

Establishment of 
New Cemetery in 
Simunye 
(Phase 1 & 2) 

R4,8 

Construction 45% 

completed 

0607/012 

Service 

Delivery 

Simunye Multi 

Purpose Sport and 
Recreation 
Community Centre 

R2,2 

Design stage 42% 


*** 


89 




Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


WARD 9 

Cllr Nothembinkosi Thelma Gasayi 
Number of Registered Voters: 2300 

The Ward is situated at Spook Town and the Transit Camp in Bekkersdal - Informal areas 

The Ward has a Ward Committee consisting of nine (9) members - six (6) women and three (3) 
men. 


Community Development Workers (CDW): Jabu Ntshonsho 


The following facilities are offered in Ward: 


Uses the 
facilities of 
East Clinic 

Taxi 

Rank 

Churches x 

6 

Main Road 
into 

Bekkersdal 
is only 

tarred road 

High 

Mast 
Lights - 
out of 

order 

Cemetery 

Communal 

Water 

Taps 

VIP toilets 








Residents of the Ward use the following facilities located in other wards: 

School 

Old Age Home 
Sports field 
Parks 

Crime 

House breakings 
At Taverns 
Locked Shacks 
Open Spaces 

Mine Workers are often victims of crime 

Issues to receive special attention: 

Assistance is needed for the many sick people in the ward 

Poverty to be addressed 

Many illegal water and electricity connections 

Women and Child Abuse are to be addressed 

Youth does not have a place to practice sports - suggests a soccer field 
The sinkhole in the Transit Camp needs to be tended to. 

Capital Projects: 2007/08 Financial Year: WARD 9 

No individual projects are performed in Ward 9. This Ward will benefit from the projects planned 
and executed benefiting all wards 


Capital Projects: 2008/09 Financial Year: WARD 9 


IDP Ref 

Key 

Performanc 
e Area 

(KPA) 

Description of 

Project 

Amount 

(Miliion) 

Progress Made & 
Expected 
completion date 

0809/001 

Good 

Governance 

Upgrading: 

Bekkersdal 

R0,050 

(9-15) 

On hold 


90 




Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 




Housing Office 



0809/050 

Good 

Governance 

Painting 

Bekkersdal 

Municipal Buildings 

R0,500 

(9-15) 

Applied for MIG 
funding 

Capital projects for 2009/10 financial year: WARD 9 

0607/083 


Bekkersdal 

Cemetery 
(Phase 2) 

R2,0m 

Erection of a Concrete 
Palisade Fence around 
the identified site. 


No Capital projects for 2010/1 1 financial year: WARD 9 


WARD 10 

Cllr Thandekile Elizabeth Mapalala 
Number of Registered Voters: 2300 

The Ward is situated at Silver City, Bekkersdal and another portion known as Ghana Section. 

The Ward has a Ward Committee consisting of nine (9) members - five (5) women and four (4) 
men. 

Community Development Workers (CDWs) are: Ntoelengoe, Itumeleng Fritz and Genani, Stella 
Constance. 


The following facilities are offered in Ward: 


Clinic 

Taxi 

Rank 

Churches 

x4 

Tarred 

Roads 

Electricity 
Connections 
in dwellings 

High 

Mast 

Lights 

Water 
taps in 
dwelling 

Communal 
Taps X 4 

Storm- 

water 

drains 

Toilets 

within 

dwelling 

VIP 

Toilets 

Sports field x 

1 

Park X 

1 

Informal 

T raders 

selling 

goods 


Residents of the Ward use the following facilities located in other wards: 

School 

Old Age Home 
Cemetery 

Crime 

Crime occurs in the formal area 
Panay Panya Street and Xuma Street 
In Silver City at Korian - liquor store 

Between Spook Town bridge and Silver City taxi rank near Bekkersdal Development Forum 
shacks. 

Issues to receive special attention: 

Home based care must be geographical since the people are very sick. 

Often children and the elderly are tending to the sick. 


91 





Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


Capital projects: 2007/08 Financial Year: WARD 10 


IDP Ref 

Key 

Performance 
Area (KPA) 

Description of Project 

Amount 

(Million) 

Progress 
Made & 

Expected 
completion 
date 

0304/013 

Basic Service 
Delivery 

Upgrading of PHC clinics 
in Bekkersdal (East & 
West) 

R2,3 

Both 

completed. 

And 

operational. 

MIG/GT026 

9/W/05/05 

Basic Service 
Delivery 

Bekkersdal Ringfeed - 
Phase 2 

R0.62 

Completed 

0708/065 

Basic Service 
Delivery 

Bekkersdal Cemetery: 

Fencing Phase 6 

R0,3 

Roll over. 

Project 
started late 

Capital projects for 2008/09 financial year: WARD 1C 

) 

0809/001 

Good 

Governance 

Upgrading: Bekkersdal 

Housing Office 

R0,050 (9 
-15) 

On hold 

0809/050 

Good 

Governance 

Painting Bekkersdal 

Municipal Buildings 

R0,500 (9 
-15) 

Applied for 
MIG funding 


No Capital projects for 2009/1 0 and 201 0/1 1 financial year: WARD 1 0 

*** 

WARD 11 

Cllr. Nosisa Khenene 

Number of Registered Voters: 2747 

The Ward is situated in the Informal Settlement from the Bekkersdal West Clinic stretching 
down Kgomo EA hlaba Street down to Busy Bee and to the grave yard in Bekkersdal 


The Ward has a Ward Committee consisting of nine (9) members - 8 women and 1 man. 
Community Development Workers (CDW): Jabu Mkhonza 


The following facili 


:ies are offered in Ward: 


West 

Clinic 

Taxi 

Rank 

Churches 

Tarred 

Road 

Main road 
to 

Bekkersdal 

High Mast 
Lights but 
are 

vandalized 

Communal 
water taps 

Storm- 

water 

drains 

VIP 

toilets 

Sports 
field x1 

Parks X 1 

Informal 

Traders 

selling 

goods 

Cemetery 




92 





Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


Residents of the Ward use the following facilities located in other wards: 

A School 

Old Age Home 

Electricity in the dwellings 

Crime is reported to happen at: 

The passages near the Vodacom container 
Under the bridge 
Near taverns 

Issues to receive special attention: 

Unemployment 

People not having ID documents 
Sick and abandoned people 
Skills Development 


Capital projects: 2007/08 financial year: WARD 11 


IDP Ref 

Key 

Performance 

Area 

Description of 

Project 

Amount 

(Million) 

Progress Made & 
Expected 
completion date 

0304/013 

Basic Service 
Delivery 

Upgrading of PHC 
clinics in 

Bekkersdal (East & 
West) 

R2,3mil 

Both completed and 
operational. All wards 
in Bekkersdal benefit. 

MIG/GTO 

269/W/05 

/05 

Basic Service 
Delivery 

Bekkersdal 

Ringfeed - Phase 

2 

R0.622 

Completed. All wards 
in Bekkersdal benefit. 

Capital projects for 2008/09 financial year: \ 

VARD 11 

0809/001 

Good 

Governance 

Upgrading: 

Bekkersdal 

Housing Office 

R0,050 

(9-15) 

On hold 

0809/050 

Good 

Governance 

Painting 

Bekkersdal 

Municipal Buildings 

R0,500 

(9-15) 

Applied for MIG 
funding 


No Capital projects for 2009/10 and 2010/201 1 financial year: WARD 1 1 


WARD 12 

Cllr Josephine Motsepe 
Number of Registered Voters: 2946 

The Ward is situated within a formal section of Bekkersdal, and the informal areas namely Z 
Section, X Section 

The Ward has a Ward Committee consisting of 9 members - 8 women and 1 man. 


93 




Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


Community Development Workers (CDWs) are: Mabuela, Lebogang, Phaenane, Sesi 
Elizabeth, Soxokashe, Mzwandile. 

The CDWs promote governmental services. 


The following facilities are offered in Ward: 


Schools X 

2 

Taxi 

Rank 

Churches 

Electricity 
Connection 
in home 

(part of the 
Ward) 

Highmast 
Lights are at 
informal 
settlement 

Toilets in 
the 

dwelling 

Sports 
Field X 1 

Parks X 2 








Residents of the Ward use the following facilities located in other wards: 

Clinic 

Old Age Home 

Certain section no tarred roads 
Certain section no electricity connections 
Certain section no storm-water drains 
Cemetery 

Informal Traders selling goods 

Crime is reported: 

All over the ward 

Incidents of rape are reported in poorly lit areas 

Issues to receive special attention: 

Poverty alleviation 
Child-headed families 
Sports fields 

Cap ital projects: 2007/08 Financial Year: WARD 12 


IDP Ref 

Key 

Performance 
Area (KPA) 

Description of Project 

Amount 

(Million) 

Progress 
Made & 

Expected 
completion 
date 

0304/013 

Basic Service 
Delivery 

Upgrading of PHC clinics 
in Bekkersdal (East & 
West) 

R2,3 

Both 

completed 

and 

operational. 

All wards in 

Bekkersdal 

benefit. 


94 




Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


IDP Ref 

Key 

Performance 
Area (KPA) 

Description of Project 

Amount 

(Million) 

Progress 
Made & 

Expected 
completion 
date 

MIG/GT02 

69/W/05/0 

Basic Service 
Delivery 

Bekkersdal Ringfeed - 
Phase 2 

R0.62 

Completed. 

All wards in 

Bekkersdal 

benefit. 

0708/065 

Basic Service 
Delivery 

Bekkersdal Cemetery: 

Fencing Phase 6 

R0,3 

Suspended 
until further 
notice 

Capital projects for 2008/09 financial year: WARD 1< 

> 

0809/001 

Good 

Governance 

Upgrading: Bekkersdal 

Housing Office 

R0,050 

(9-15) 

On hold 

0809/050 

Good 

Governance 

Painting Bekkersdal 

Municipal Buildings 

R0,500 

(9-15) 

Applied for 
MIG funding 

Capital projects for 2009/10 financial year: WARD 12 

0607/083 

Service 

Delivery 

Bekkersdal Cemetery 

(Phase 2) 

R3,1m 

Erection of a 

Concrete 

Palisade 

Fence around 
the identified 
site. 


No Capital projects for 2010/1 1 financial year: WARD 12 


WARD 13 

Cllr Thokozani Mncube 

Number of Registered Voters: 3214 

The Ward is situated in the formal Bekkersdal close to the Police station. 

The Ward has a Ward Committee consisting of nine (9) members - six (6) women and three (3) 
men. 

Community Development Workers (CDWs) are: Mokobane, Tshokolo Ostival and 

Kjikelo, Churchill Winston. 


The following facilities are offered in Ward: 


Schools X 4 

Clinic - 
East 

Clinic 

Taxi 

Rank 

X 1 

Churches 

Old 

Age 

Home 

Tarred 
Roads - 
some not 
in a good 
condition 

Electricity 
in the 

dwellings 

High mast Lights 

X 4 - 

decommissioned 

Water 
taps in 
the 

Storm- 

water 

drains 

Toilets 

within 

dwellings 

VIP 

toilet at 
the 

Sports 
fields X 1 

Parks X 2 


95 





Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


due to 

vandalism 

dwelling 



Scrap 

yard 



Informal Traders 
selling goods - 








Residents of the Ward use the following facilities located in other wards: 

Most imenities are in the ward itself. 

Crime is reported to happen at: 

Modisa-Otsile situated close to the police station 
Open areas where there are no street lights 

Issues to receive special attention: 

Street lights to be installed 

Road signs are missing 

Speed humps needed to reduce speeding. 


Capital projects: 2007/08 Financial Year: WARD 13 


IDP Ref 

Key 

Performance 
Areas (KPA) 

Description of Project 

Amount 

(Million) 

Progress 
Made & 

Expected 
completion 
date 

0304/013 

Basic Service 
Delivery 

Upgrading of PHC clinics 
in Bekkersdal (East & 
West) 

R2,3 

Both 

completed 

and 

operational. 

All wards in 

Bekkersdal 

benefit. 

MIG/GT02 

69/W/05/0 

5 

Basic Service 
Delivery 

Bekkersdal Ringfeed - 
Phase 2 

R0.62 

Completed. 

All wards in 

Bekkersdal 

benefit. 

0708/065 

Basic Service 
Delivery 

Bekkersdal Cemetery: 

Fencing Phase 6 

R0,3 

Suspended 
until further 
notice 

Capital projeci 

ts for 2008/09 financial year: WARD 13 


0809/001 

Good 

Governance 

Upgrading: Bekkersdal 

Housing Office 

R0,050 

(9-15) 

On hold 

0809/050 

Good 

Governance 

Painting Bekkersdal 

Municipal Buildings 

R0,50 

(9-15) 

Applied for 
MIG funding 

Capital projeci 

ts for 2009/10 financial year: WARD 13 


0607/083 

Service 

Delivery 

Bekkersdal Cemetery 

(Phase 2) 

R3,1m 

Erection of a 

Concrete 

Palisade 

Fence around 
the identified 
site. 


No Capital projects for 2010/1 1 financial year: WARD 13 


96 





Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


WARD 14 

Cllr Cynthia Khatshiwe 
Number of Registered Voters: 3091 

The Ward is located at Bekkersdal - Mandela Section - mostly informal settlement. 

The Ward has a Ward Committee consisting of nine (9) members - four (4) women and five (5) 
men. 

Community Development Worker (CDW): Ramutia, Letlaale Adelina. 


The following facilities are offered in Ward: 


Churches 

High mast lights 

Informal 

VIP 

2 Tarred 




- 

Taxi 

Toilets 

Roads - 




decommissioned 

Rank 


access 




due to 



roads. 




vandalism 



Others 

mainly 

gravel 




Residents of the Ward use the following facilities located in other wards: 

Schools 
Clinics 
Taxi Rank 
Old Age Home 

Crime is reported to happen at: 

Open spaces during night time 

Mine workers are often reported to be the victims of crime. 

Issues to receive special attention: 

Many people in the Ward is sick and does not receive treatment 
Poverty alleviation for vulnerable groups e.g. women and children 

Child abuse should be addressed. 


Capital projects: 2007/08 Financial Year: WARD 14 


IDP Ref 

Key 

Performance 
Areas (KPA) 

Description of Project 

Amount 

(Million) 

Progress 
Made & 

Expected 
completion 
date 

0304/013 

Basic Service 
Delivery 

Upgrading of PHC clinics 
in Bekkersdal (East & 
West) 

R2,3 

Both 

completed 

and 

operational. 

All wards in 

Bekkersdal 

benefit. 

MIG/GT02 

Basic Service 

Bekkersdal Ringfeed - 

R0.62 

Completed. 


97 





Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


IDP Ref 

Key 

Performance 
Areas (KPA) 

Description of Project 

Amount 

(Million) 

Progress 
Made & 

Expected 
completion 
date 

69/W/05/0 

5 

Delivery 

Phase 2 


All wards in 

Bekkersdal 

benefit. 

0708/065 

Basic Service 
Delivery 

Bekkersdal Cemetery: 

Fencing Phase 6 

R0,3 

Suspended 
until further 
notice 


Capital projects for 2008/09 financial year: WARD 14 

0809/001 

Good 

Governance 

Upgrading: Bekkersdal 

Housing Office 

R0,050 

(9-15) 

On hold 

0809/050 

Good 

Governance 

Painting Bekkersdal 

Municipal Buildings 

R0,500 

(9-15) 

Applied for 
MIG funding 


No Capital projects for 2010/1 1 financial year: WARD 14 


WARD 15 

Cllr Libele Kolisi 

Number of Registered Voters: 4091 

The Ward is situated at Thambo Outline and Holomisa. It starts from Cosa Street to Thubalethu 
street up to the demarcation. From Holomisa Demarcation until Kamiungu shop. 

The Ward has a Ward Committee consisting of nine (9) members - six (6) women and three (3) 
men. 


Community Development Worker (CDW): Matwa, Simphiwe is assigned to the ward. 

The CDW focuses on service delivery and assists the economically most vulnerable people and 
provide information and resources from the various service providers. 


The following facilities are of 


ered in Ward: 


Churches 

VIP 

Sports 

Informal 

Communal 



mostly 

Toilets +/- 

Fields X 2 

Traders 

taps 



informal 

600 


selling 







goods 





Residents of the Ward use the following facilities located in other wards: 

A School 
Clinics 
Taxi Ranks 
Old Age Home 
Tarred Roads 


98 







Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


Storm-water drains 

Crime is reported to happen at; 

The Tavern 
In the streets 
Yards where people stay 
Donaldson Dam 

Issues to receive special attention: 

More communal taps 

Replacing the pit latrines with VIP toilets 

Switching on the High mast lights since the darkness promotes crime. 


Capital projects: 2007/08 Financial Year: WARD 15 


IDP Ref 

Key 

Performance 
Area (KPA) 

Description of Project 

Amount 

(Million) 

Progress 
Made & 

Expected 
completion 
date 

0304/013 

Basic Service 
Delivery 

Upgrading of PHC clinics 
in Bekkersdal (East & 
West) 

R2,3 

Both 

completed 

and 

operational. 

All wards in 

Bekkersdal 

benefit. 

MIG/GT02 

69/W/05/05 

Basic Service 
Delivery 

Bekkersdal Ringfeed 

(Water) - Phase 2 

R0.62 

Completed. 

All wards in 

Bekkersdal 

benefit. 

0708/065 

Basic Service 
Delivery 

Bekkersdal Cemetery: 

Fencing Phase 6 

R0,3 

Roll over 

Project: 
started late 

Capital projeci 

ts for 2008/09 financial year: WARD 15 

i 

0809/001 

Good 

Governance 

Upgrading: Bekkersdal 

Housing Office 

R0,050 

(9-15) 

On hold 

0809/050 

Good 

Governance 

Painting Bekkersdal 

Municipal Buildings 

R0,500 

(9-15) 

Applied for 
MIG funding 

Capital projects for 2009/2010 financial year: WARD 1 

5 

0607/083 

Service 

Delivery 

Bekkersdal Cemetery 

(Phase 2) 

R2,0mil 

Erection of a 

Concrete 

Palisade 

Fence around 
the identified 
site. 


No Capital projects for 2010/1 1 financial year: WARD 15 




99 




Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


B8 NEEDS IDENTIFIED BY THE COMMUNITY 


The public participation process preparing for the 2011/12 Integrated Deveiopment Pian (IDP) of 
Westonaria Locai Municipaiity was initiaiiy scheduied for 8 to 18 November 2010. The said program was 
deviated from and the meetings were rescheduied to 1 5 - 25 November 2010. 

Most of the issues mentioned by the community were of operationai nature. Aithough these matters are 
deait with as soon as possibie, vehicies, equipment and other resource are needed to execute. It is in 
this regard that the West Rand District Municipality (WRDM) and sector departments can be of 
assistance. 

Often issues not within the ambit of local government are also mentioned. These matters are reported to 
the relevant sector department for consideration and attention. 


WARD 1 - THUSANANG 


Houses are needed 
Roads are in a poor state 
Employment Opportunities are needed 

Despite the cemetery in Simunye, the Thusanang community expressed a need of their own cemetery. 


WARD 2 & 3 


Refuse Removal needs attention 
Streetlights are not working 

Trees that were cut down needed to be collected quicker 


WARD 4, 5 & 6 


Refuse Removal needs attention 
Potholes in the roads need to be fixed 
Streetlights to be fixed 

Houses are needed by the commuters in Venterspost 

Support is needed for groups that took the initiative to start with projects on their own. (Sewing Project in 
Hillshaven). 


WARD7-ZUURBEKOM 


Bigger police presence in the area - crime 
Speed-bumps are too high 
Storm-water channels not efficient 

Road-maintenance in the area not according to a programme 
Challenges with regard to improved sewer, water and electricity provision 
Clinic services not up to standard and facilities need to be upgraded 
Funding is needed for agricultural projects 
Refuse Removal in the area stays a challenge 


WARD 7 & 8 


Refuse Removal needs attention 

Payment of sub-contractors is often not on time 

Employment Opportunities are needed 

Assistance is needed with youth, local economic development programmes and 


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WARD 9 & 10 


Job creation 

Houses are needed - relocation to be expedited 

Sewerage probiems to be fixed / VIP toiiets not properiy serviced 

Refuse Removal in the area stays a challenge 


WARD 12 & 13 


Meeting did not take place due to bad weather. 

Issues previously mentioned: 

Relocation of hostel dwellers 
A Post Office is needed in the area 
Parks to be maintained 

Electricity supply needs improvement and high mast lights are to be maintained 
A road is needed between uptown and Cook 3 


WARD 11, 14 AND 15 


Job creation 

Houses are needed - relocation to be expedited 
Sewerage problems to be fixed / VIP toilets not properly serviced 
Refuse Removal in the area stays a challenge 
Paving of sidewalks 


***** 


B 9 PROJECTS REFERRED TO SECTOR DEPARTMENTS AND OTHER SECTORS 


WARD 1-3 


□ There is a need for Hospital and a Police Station. 

□ There is a need for a High School. 

□ No police visibility. 

□ Crime is high. 


WARD 2-3 


□ School transport. 

□ No police presence. 

□ Social Workers are needed. 

□ How to get a R950.00 voucher from Social Services. 

□ SPCA Services are needed. 


WARD 4,5 & 6 


□ No transport to town. 

□ Dust from the mines. 

□ High crime rate. 


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WARD 7 & 8 


□ Police Station. 

□ School transport. 

□ Creche. 

□ Railway Station. 


ZUURBEKOM & WATERWORKS 


□ No public transport. 

□ Police station is poorly resourced. 

□ Pension pay point is needed. 

□ Schools are not sufficient 

□ School at Waterworks is required. 

□ Office for Social Workers is needed. 


WARD 10, 12 & 13 


□ Crime is very high. 

□ A need for a Post Office. 

□ Social Services office for the Disabled. 


WARD 11, 14 & 15 


□ Abet Training is needed. 

□ When is Pick & Pay employing more people? 


B 1 0 KEY DEVELOPMENT PRIORITIES 


The public participation process, ward meetings, meetings with interest groups and 
members of the community visiting the Heads of Department to air their views are 
opportunities to listen to the community and hear all about their needs. 

Often issues mentioned belong to national and provincial government e.g. lost identity 
books, health related matters and schooling, however these matters are then reported to 
the relevant sector departments. 

In event of a matter being within the capacity of local government, the matter is 
considered for immediate addressing e.g. refuse removal in a certain area. Once the 
project is of a capital nature, the matter is considered, prioritised and place on the budget 
for implementation as a single year project or broken down into phases, pending 
Council’s financial situation. 

The needs identified are grouped for easy reference. 


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Physical 

1. Employment opportunities should be provided in close proximity to the place of 
residence. 

2. The relative location of the area in terms of important transport routes (N12 & R28) 
should be considered in the location of new industrial and commercial development 
as well as housing. 

3. Sub-division should only be allowed to the extent that it contributes to economic 
development. 

4. The smallholdings in Zuurbekom adjacent to the N12 could be considered for 
manufacturing / light industrial purposes. 

5. Improved accessibility between Westonaria and the different satellite towns will 
ensure increased local support. 

Engineering Services 

1 . All services have an economic value and users should pay for receiving equitable 
services. 

2. An equitable allocation of development resources is required. 

3. Basic services such as potable water and the removal of waste are considered as 
basic human rights. 

4. Services must be provided to the consumer at an acceptable and sustainable level. 

5. Discomfort to people and losses (e.g. water leakages) must be minimised to an 
acceptable level. 

6. Local labour should be utilised for construction and maintenance. 

7. There is a need for high mast lights in the Zuurbekom area. 

8. Council is requested to look at improving the storm-water channel system in 
Zuurbekom as residents are faced with water problems especially during the rainy 
season. 

9. Improve maintenance of cemeteries. 

10. Recommendation that refuse removal be opened for tendering by residents in order 
to alleviate the constraints faced by Council. 

1 1 . General improvement of refuse removal. 

Transportation 

1 . Poor condition of certain roads within the Zuurbekom area. 

2. Improved accessibility between Zuurbekom and Westonaria. 

3. Traffic control and lighting at intersection of N12 and R28. 

4. Concern over streets full of water during the rainy season. 

Environmental 

1 . Land owned by mines is not optimally utilised. 

2. Pollution problems are created by informal settlement i.e. air and water pollution. 
Need to communicate to Provincial Government and other utility companies the 
need for electrification. 

3. Possible pollution of underground water sources by mining activities. 

5. Storm-water drainage in Bekkersdal area is severely polluted during heavy rains, 
which lead to spillage of effluent in the watercourse. 

5. Geotechnical conditions within the area have an impact on housing and other 
development costs and development potential. 

6. Storm-water causes erosion in Bekkersdal, Simunye and Zuurbekom. 

Social 

Health & Social Welfare 

1 . Need for extra staff at clinics within the area. 

2. The need for emergency transport, particularly ambulances. 


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3. Need for 24-hour services to be provided by at least one clinic in the area. 

4. Need for a rehabilitation centre. 

5. Need for special facilities for the aged, destitute and poor must be communicated to 
the responsible provincial department. 

6. Need for interaction with local development committee for the maintenance and 
management of Zuurbekom Community Centre. 

7. Construction of new clinic and related facilities in Simunye to accommodate all 
residents in Simunye and Extensions. 

Education & Training 

1. Need for improved public transport to provide convenient access for children to 
schools. 

2. Absence of public transport in rural areas. 

3. Facilities at schools (e.g. libraries and sports facilities) are inadequate. 

4. Need for better organisation and co-ordination of adult literacy programmes. 

5. More specialised training/lecture courses to be provided which are related to job 
opportunities in the market e.g. Agricultural and Mining Sector. 

6. Need for permanent mini-bus “pick-up” point at Primary and High Schools. 

7. The need for pre-primary schools/creches in the rural areas should be investigated 
and appropriate land identified for this purpose. 

Culture & Sport and Recreation 

1 . Parks and Public Open Space within Bekkersdal need to be upgraded. 

2. Need for one regional recreational and sports complex rather than smaller and 
scattered facilities throughout the area. 

3. Facilities within Westonaria are under-utilised. 

4. Under utilisation/exclusiveness of facilities provided at mines. 

5. Importance of multi-purpose use of facilities. 

6. Improved transport to and from existing facilities will lead to better utilisation of 
available sports and recreational facilities. 

7. Community Centre within Zuurbekom must be made usable for sport and 
recreational purposes to all residents in the area. 

8. Existing community centres need to be upgraded. 

9. Existing facilities should be properly maintained and improved, where required. 

10. Concern about small percentage of capital budget spent on parks and recreation 
facilities. 

1 1 . Community Centre to be built in Simunye. 

Housing 

1 . Existing infrastructure should be optimally utilised. 

2. A policy to link various developments to one another rather than supporting a 
number of stand alone developments should be supported and should be adopted. 
(Infill planning) 

3. The physical links between different neighbourhoods should be strengthened. 

4. The community indicated that different tenure options be made available to them. 

5. Council must facilitate rental stock on all different economic levels. 

6. Create self-sustaining areas with different requirement levels of service and 
construction standards to address the need for low-income housing. 

7. A need to create an additional growth point through the integration of housing 
development within a regional commercial development. 

Safety and security 

1. Better co-ordination between the South African Police Services and the Justice 
Department to co-ordinate law enforcement. 


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2. The need for safer crossing of streets and roads. Appropriate facilities like 
pedestrian crossing and pedestrian bridges should be provided. 

3. Provide traffic control at the four way crossing of the R28 and N1 2. 

4. The need for more visible policing on the streets. 

5. Police patrols in the late hours of the night could lead to a decrease in crime. 

7. Children should be educated regarding law enforcement issues. 

Economic 

1 . Affordability levels of beneficiaries must be taken into account when considering new 
development. 

2. Stimulation of industrial and manufacturing development in the short to medium-term 
should be linked to the inputs required by the mining industry. 

3. A comprehensive and integrated marketing strategy for Westonaria should be 
developed and implemented creating a positive perception of Westonaria and 
promoting the available infrastructure for industries and manufacturers. 

4. Output from the agricultural sector is currently not optimised. 

5. The potential importance of the tourism sector in Westonaria should be investigated. 
Potential attractions such as sink holes and the mining sector, which are normally 
seen as inhibitive factors should be looked at as positive aspects. The location of 
historical sites within the area should also be marketed. 

6. Residents should be encouraged to invest their money locally, which will lead to a 
positive feedback cycle. 

7. The quality, prices and service of local products should promote support of local 
investment. 

8. Alternative methods for releasing Council land for private development (e.g. 
structured payment over a period of time) should be considered. 

9. Establish a skills register of all unemployed people within the area that could be 
used by future investors/developers to identify potential employees. 

Institutional 

1 . Improvement and implementation of services might increase the level of payment for 
services. 

2. People must pay for the level of service they receive and must be provided with a 
level of service, which will encourage ongoing payment. 

3. Land should only be used for its primary purpose in terms of the Town Planning 
Scheme. Rezoning and consent uses should be considered in light of its potential 
contribution to economic growth within the area. 

4. The need for a comprehensive and uniform town planning scheme for the entire 
area. 

5. Mixed land uses could be allowed if the envisaged uses fall within the same major 
land use category. 

6. The local authority should adopt a policy to utilise local expertise and capacity as 
one of the selection criteria for personnel. 

7. Affirmative action as a principle is supported. 

8. The need for a comprehensive housing policy for the area which includes a strategy 
for dealing with land invasions. 

9. Illegal land invasions will have a negative effect on investment in the area. 

10. Appropriate and responsible agricultural development should be promoted. 

11. A balance should be found between application of the land management and the 
legal system and the stimulation of economic growth. 

12. The Council should be more user-friendly towards the residents of the areas. 

13. The allocation of resources should not only be based on the number of people living 
in a specific area but also on the specific needs of communities. 


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14. Improve the administration level with the focus on streamlining procedures and 
processes. 

15. User-friendly statements to be issued to consumers of municipal services. 

16. Regular dissemination of information on Council activities to the community. 

These issues can be grouped together into the following key development needs and 
priorities: 

1 . Job creation 

2. Access to water 

3. Access to electricity 

4. Relocation of informal settlement 

5. Housing 

6. Storm-water management 

7. Sewerage 

8. Increase access to clinics 

9. Roads management plan 

1 0. Access to Community Halls 

1 1 . Poor service repayment 

12. More schools are needed 

1 3. Availability of sport facilities 

14. Libraries 

15. Maintenance of existing services 

16. Minibus taxi ranks 

Key Performance Areas (KPAs) are broad areas of focus. They were identified based on 
the needs expressed and requests received from the community. The KPA’s are 
therefore those areas in which the municipality has to excel to accomplish its vision and 
mission. Key Performance Indicators (KPIs) are linked to the various KPA’s and are the 
objectives and strategies of each project undertaken. 


**** 


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SECTION C 

VISION, MISSION & STRATEGIC OBJECTIVES 

NO ITEM PAGE NO 

C 1 STATEMENTS AND DOCUMENTS CONSIDERED 108- 

C.2 WEST RAND MACRO PERSPECTIVE 109 

C.3 WESTONARIA PERSPECTIVE 109 

C.4 MUNICIPAL TURN AROUND STRATEGY, UNI-CITY 

CONCEPT AND METROPOLITAN COUNCIL 1 1 1 


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C VISION, MISSION AND STRATEGIC OBJECTIVES 


Developing a vision and a mission statement for Westonaria Local Municipality did not happen 
in isolation. National and provincial policies and strategic documents as well as the visions of 
neighbouring municipalities within the district, especially that of the West Rand District 
Municipality (WRDM) were considered to develop a local vision. 

Throughout the IDP process, which started during the 2007/08 financial year up to now, major 
announcements and documents guided Westonaria Local Municipality to ensure that its vision, 
mission and strategic objectives are in line with the district, provincial and national government 
and that it also guides the activities of Council. 

Each local municipality has its own unique vision and mission statements to reflect their 
individual status and niches whilst complementing one another. 

C 1 STATEMENTS AND DOCUMENTS CONSIDERED 


C 1.1 NATIONAL CONTEXT 

4- State of the Nation Addresses - providing guidance on the key focus areas for the 
coming year. 

4- National Budget Addresses - Outlining the funding available for the implementation 
of the State of the Nation Address and how the allocation of funds will be done 
4- 1 2 Outcomes outlining service delivery, targets and timeframes to be met by 

Ministers in Cabinet 

4- Outcome 9 that is specifically focused on Local Government 
4- Report on the Comprehensive Assessment of Local Government in Gauteng 
4- Local Government Turn Around Strategy and Guidelines 
4- Manifesto of the African National Congress of 2009 

4- Medium Term Strategic Framework (MTSF) with the aim to guide planning and 
resource allocation across all spheres of government 
4- Millennium Development Goals (MDGs) 

4- Vision 25 - A shared agenda to address national growth and development with 
specific strategic priorities. 

4- Accelerated and Shared Growth Initiative (ASGISA) 

Cl .2 PROVINCIAL CONTEXT 

4- State of the Province Addresses 

4- Municipal Turn Around Strategy with Pre 201 1 Priorities and Post 201 1 Priorities 
4- Gauteng Global City Region Strategy 
4- Provincial Perspective - the 2014 Vision for Gauteng 
4- Gauteng Growth and Development Strategy (GGDS) 


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C2 WEST RAND MACRO PERSPECTIVE 

C2.1 THE VISION FOR WEST RAND DISTRICT MUNICIPALITY (WRDM) 

‘We shall aspire to build a safe and peaceful environment based on a sustainable social, 
economic and physical development. Providing a better life for all our people, through 
an institution that exercise governance in a transparent and accountable manner. ” 

C2,2 THE MISSION OF WRDM 

“We shall engage in the exercise of co-operative governance to ensure the development 
of an environment that enables social, economic and physical development. Through 
the development and implementation of an integrated development strategy for the West 
Rand and leveraging the development capital and related resources to maximize the 
opportunities for development in the region.” 

C2.3 CHALLENGES FOR THE WEST RAND 

In order to reflect the Vision of the African Renaissance the West Rand will need to: 

4- Promote Access to Opportunities 

Poor communities must have access to material opportunities. This implies access 
to jobs, credit, roads, electricity, and markets for their produce, as well as the 
schools, water, sanitation, and health services that underpin the health and skills 
essential for work. 

■4- Promote Access to Empowerment 

Poor people must be empowered to have access to markets and the ability to 
meaningful participate in economic opportunities. 

4- Promote Access Security 

Poor communities must not remain exposed and vulnerable to economic shocks, 
natural disasters, ill health, disability, and personal violence. 

C 3 WESTONARIA PERSPECTIVE 


The vision statement of the Council indicates to residents, businesses and all other 
stakeholders what it seeks to achieve. It is directed towards the future and briefly states 
the municipality’s purpose - its reason for existence. 

Its vision is also aimed at long-term development of the municipality and as such all role- 
players need a joint vision as common ground which provides guidance to all. This 
includes the officials of the municipality. Councillors, residents and all potential investors. 

Furthermore, the vision provides the direction for a municipality’s strategies, objectives 
and implementation plans. The staff of a municipality must therefore be able not only to 
understand the vision, but also to identify with and endorse it. 

C3.1 VISION 


The vision can be used in official documents as a way to remind officials and the 
public/community of what the municipality seeks to achieve and by which statement they 
can continuously measure the performance of the municipality. 

Considering the national, provincial and regional policies and guidelines Westonaria 
Local Municipality adopted the following statement as its strategic Vision. 


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VISION. 


Westonaria Local Municipality aspires to deliver sustainable social and economic 
development for the people of Westonaria. 


C3.2 STRATEGIC MISSION 


Westonaria Local Municipality will provide a viable sustainable governance model built 
on development practices to ensure a better quality of life for all the people of 
Westonaria. 


C3.3 STRATEGIC GOALS 


The Strategic Goals are: 

4- To provide a democratic and accountable government for local communities as 
required by the Constitution of South Africa, Act No 108 of 1996; 

4- To ensure the provision of services to communities in a sustainable manner; 

4- To ensure good corporate governance; and 
4- To provide a safe and healthy environment. 

C3.4 CORE BUSINESS VALUES 


The Batho Pele “Customer First” principles form the central core of Council’s value 
system. The aim is to increase levels of service delivery that will serve the communities 
better. Integrated Development Planning and institutional capacity will be enhanced by: 

4- Availing the necessary resources to ensure the development of the municipality’s 
structures and systems, transformation and skills development; 

4- Ensuring that in terms of community services and infrastructure service delivery the 
developmental focus of Council is directed towards a holistic approach to alleviating 
poverty and skills development realizing in sustainable human settlements and 
infrastructure; 

4- Renewed commitment to effective local economic strategies linked to economic 
opportunities; 

4- Enhanced focus on skills development programmes under the auspices of the 
Executive Mayor for the youth, women and disabled; 

4- Deepening democracy through participatory governance with local communities 
and with the three spheres of government; and 
4- Create a safe and secure environment for the people of Westonaria Local 
Municipality through a multi-agency approach involving all key stakeholders by 
2014. 

This mission statement must be seen in the global context. Although it might seem that 
Westonaria Local Municipality is focussing inwards to ensure good governance, is also 
has an outward focus by way of cooperative governance. 

It is thus very important that Westonaria finds its niche market (focus area) within the 
West Rand and Gauteng Province. 


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C4 MUNICIPAL TURN AROUND STRATEGY (MTAS), UNICITY CONCEPT AND 
METROPOLITAN COUNCIL 


C4.1 WEST RAND DISTRICT MUNICIPALITY (WRDM), WESTONARIA LOCAL 
MUNICIAPLITY AND OTHER MUNICIPALITIES WITHIN THE DISTRICT 

The West Rand District Municipality (WRDM) presented a three day workshop from 25 - 
27 February 2010 at Misty Hills enabling the five municipalities viz Mogale City Local 
Municipality, Randfontein Local Municipality, Merafong Local City Municipality, 
Westonaria Local Municipality and the District Municipality to deliberate on the Uni-city 
concept initially planned for 201 6. 

A combined election for all three spheres of government planned for 2014 implies that 
201 1 will have the last local government elections as we know it. Due to the new 
approach the establishment of a Uni-city planned for 2016 is to be expedited to 2014. 

The Uni-city concept for the region was developed at a previous workshop held in 2008. 
The name Maropeng City was chosen to give the West Rand a competitive edge and to 
link it to the world renowned heritage site at Maropeng - the Cradle of Humankind. A 
vision and a mission were already formalised and was presented to the meeting for 
discussion. No major changes were made during the workshop held in February 2010. 

The delegates discussed the way forward on how Maropeng City could realise, identified 
challenges, and presented action plans to overcome them, ways to work towards a 
shared services model and creating closer cooperation. 

Municipalities presented baseline figures reflecting on backlogs experienced regarding 
water, electricity, sanitation, refuse removal, waste disposal, access to municipal roads, 
and formalisation of informal settlements. 

During September 2010 WRDM held another three day workshop represented by the 
municipalities within the District. The 2016 Vision Strategic Framework was developed 
to consider the whole district with all the municipalities becoming a Metropolitan Council 
and to plan for the way forward. 

4.1 .1 The Suggested Vision of the Metro 

A place where all communities enjoy quality services 

4.1 .2 The Suggested Mission of the Metro 

To provide an integrated governance system for improved wuality of life of communities 
in the Region 

4.1.3 Proposed names of the Metro 

Maropeng Metro 

Kgosi Mogale Metro 

Maropeng - A-Kgosi Mogale Metro 


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C4.2 REPORT ON THE COMPREHENSIVE ASSESSMENT OF LOCAL GOVERNMENT IN 
GAUTENG 

Local municipalities developed their own Municipal Turn Around Strategy (MTAS) 
focusing on the pre 2011 priorities to improved service delivery and address the needs 
of the community. 

4.2.1 Overall Goals of the Turn Around Strategy 

The overall goals of the Turn Around Strategy are to 

• Restore the confidence of communities in local government 

• Rebuild and improve the basic requirements for a functional, responsive, 
accountable, effective and efficient developmental local government 

4.2.2 Strategic Objectives 

The strategic objectives of the Municipal Turn Around Strategy (MTAS) are to 

• Ensure that basic needs of the community are met 

• Build a clean, effective, efficient responsive and accountable local government 

• Improve performance and professionalism in municipalities 

• Improve national and provincial policies, oversight and support 

• Strengthen partnerships between local government, communities and civil society. 

Based on a template provided a Municipal Turn Around Strategy (MTAS) was developed 
by Westonaria to address basic service delivery, public participation, governance, 
financial management, local economic development and public safety indicating where 
national and provincial sectors as well as agencies can assist. 

The MTAS of Westonaria Local Municipality focused on improving governance, tending 
to public safety, increase debt collection, apply sound financial management and 
promote local economic development. 

4.2.3 Key Performance Areas 

The Key Performance Areas (KPAs) of the Strategy are: 

4.2.3.1 Service Delivery 

• Special efforts be made to meet the basic needs and services of the community 
with emphasis on housing, water, sanitation, refuse removal, electricity, roads. 

4.2.3.2 Spatial Conditions 

• Approach development in a manner that will redress outdated spatial planning 
patterns 

• Spatial Development Frameworks to empower and enable local government to 
manage the local development space 

• Build a responsive and accountable local government by way of communicating 
and accounting more to communities, capacity and skills development, address 
corruption and maladministration, performance management, monitoring, 
evaluation and report 


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4.2.3.3 Financial Management 

• Budget and Income Management 

• Inter-governmental fiscal system and the distribution of grants. 

4.2.3.4 Local Economic Development 

• Encouraging investment in municipalities 

• Development of Local Small Businesses and tourism 

• Focusing on large sector economic management e.g. mining, manufacturing and 
farming. 

4.2.3.5 Labour Relations 

• Strengthening labour relations. 

C4.3 PRIORITIES 


The priorities have been divided into short term priorities that are to be achieved before 
the 2011 local government election also known as the Pre-2011 Priorities and the long 
term priorities to be achieved after the 201 1 election namely the Post-201 1 Priorities. 

4.3.1 Pre-2011 Priorities 

• Address the financial and administrative problems of municipalities 

• Provide local government support by way of 

o Promulgating regulations 

o Development of integrated human resource management 

o Implementing a transparent and accountable supply chain management. 

4.3.2 Post -201 1 Priorities 

• Reduce Infrastructure Backlog and providing new basic services focusing on large 
sector economic management e.g. mining, manufacturing and farming. 

• Promote clean cities focusing on waste management and job creation. 

• Formalise Informal Settlements 

• Work towards having a single election for national, provincial and local government 

C 4.4 KEY STRUCTURES AND ROLES 


A National Coordinating Unit will drive the implementation the Turn Around Strategy. Other 
structures to assist will be the Ministerial Advisory Committee, Civil Society Reference Group 
and an Intern-governmental Working Group. 

A Provincial Coordinating Unit will assist with managing the development and implementation of 
the Strategy and will report on progress to COGTA and the Executive Committee. 

The information provided in the template will form the baseline for the plans for the Pre 2011 
phase. The plans are to be reflected in the Integrated Development Plan (IDP). 


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C 4.5 WESTONARIA LOCAL MUNICIPALITY STRATEGY 


On 8 March 2010, the Gauteng Department of Local Government and Housing (GDLG&H), 
visited Westonaria Local Municipality where the concept of the Local Government Turn Around 
Strategy (LGTAS) was motivated and the way forward was discussed. 

The template focusing on the Pre-201 1 Priorities was completed and linked to the draft budget. 
Other spheres of government and agencies to assist in achieving the targets set for December 
2010 were identified. Workshops were held on 10 March 2010 and 11 March 2010 respectively. 
The meeting of 10 March 2010 had an internal focus with Councillors, Management and 
Organised Labour. SAMWU did not stay for the duration of the workshop but left due to 
unhappiness on how the matter was addressed at district level. 

The workshop held on 11 March 2010 had an external approach where the Turn Around 
Strategy and the Draft Budget for 2010/11 were presented to the IDP Representative Forum 
and other interested parties providing participants the opportunity to give inputs. 

4.5.1 Community Survey 

A community survey was conducted at the meeting held on 1 1 March 201 0. 

The aim of the survey was to determine the level of satisfaction with the services Council offer 
ranging from, good governance to provision of water and sanitation, roads and storm-water, 
electricity, refuse removal, customer services at Council and communication to name a few. 

Respondents were provided an opportunity to add own comments or areas of concern or of 
commendation. 

Outcome was as follows: 


CATEGORY 

PERCENTAGE 

Good Governance 

53 

Provision of Water and Sanitation 

35 

Provision of Municipal Roads and Storm-water 

34 

Provision of Electricity 

33 

Refuse Removal 

39 

Parks and Sports fields 

36 

Library Services 

43 

Customer Services at Council 

45 

Communication 

44 


Based on the information gathered, one can reasonably assume that the lower ratings would 
correlate closer with respondents from the informal settlements than with those of the more 
developed / established portions of the greater Westonaria. 

Good Governance 


The responses provided are closely linked to issues mentioned during the public participation 
process namely 

4 - The accessibility of Councillors is to be improved. 


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■ 4 - The loud hailing notices of meetings are not effective and that alternatives be explored. 
Provision of Water and Sanitation 

Generally perceived, the provision of water and sanitation were rated to be poor to fair. 

Provision of Municipal Roads and Storm-water 

Generally perceived, the provision of municipal roads and storm-water were rated to be poor to 
fair. 

Potholes seem to be a great problem, possibly / mostly in informal settlements. 

Provision of Electricity 

Generally perceived, the provision of electricity was rated to be poor to fair possibly mostly a 
problem in informal settlements. 

Refuse Removal 
Generally rated fair. 

Parks and Sports fields 

The maintenance of parks and sports fields elicited the greatest negative factor. 

Library Services 

Generally rated as fair to average. A number of respondents indicated that they find the 
assistance and special programmes to be good. Possibly similar events are to be also run from 
the satellite libraries. 

Customer Services at Council 

The rating received was fair to average. Problems experienced were rated as generally 
successfully addressed. 

Communication 

Matter was not really a sensitive matter, the frequency of meeting were rated fairly well. 
Conclusion 

It is to be noted that most of these issues are addressed in the Turn Around Strategy. 

That challenges Westonaria Local Municipality is facing are of an operational nature, often 
requiring resources such as vehicles, equipment and staff. 

Upon completion of the template, emphasis was placed on the Pre-2011 Priorities some of the 
projects and programmes extend into Post-201 1 phase reaching 2014. 

The populated template for Westonaria Local Municipality follows to reflect the Current 
Situation, municipal action required, indicators and assistance needed. 

The populated template for Westonaria Local Municipality follows to reflect the current situation, 
municipal action required, indicators and assistance needed focussing on the Pre 2011 
Priorities followed by the Post 201 1 Priorities. 


115 


Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


WESTONARIA LOCAL MUNICIPALITY 
Municipal Turn-Around Strategy: Pre-2011 and Post-2011 Priority Areas 




January 
2010 (Current 
Situation/ 
Baseiine) 

Target for 
December 2010 

(Changed 

Situation) 



Unblocking 
Action Needed 


Budge 

t 


No. 

Priority Turn 
Around Focai 
Area 

Municipal 

Action 

Indicators 

from other 
Spheres and 
Agencies (e.g. 
intervention or 
technical support) 

HR 

assigned 

Alloca 

ted 

Projected 

1. 

Basic Service 
Deiivery 









1.1 

Access to water 
(Backlog) 

0.3% 

90 houses 

0.3% 

Unchanged 

Focus on the reduction 
of Non-Revenue Water. 

■ Established Loss 
Control Unit as part 
of WC/WDM 

■ Technical : 

DBSA/ SAICE 

25 

R 

12.5m 

R12.5m 






■ Reduced 
unaccounted for 
water from 20% to 
18% 

■ Funding: DWA; 
DBSA and Rand 
Water 




1.2 

Access to 
sanitation 
(Backlog) 

0.3% 

0.3% 

Unchanged 

Improve the efficiency 
of the current system. 

■ Reduce blockages 
from 5 to at least 2 
daily. 

■ Funding: DWA; 
DBSA and 
GDLG&H 

14 

R15m 

R15m 

1.3 

Access to 
electricity 
(Backlog) 

55.3% 

55.3% 

Unchanged 

Focus on the reduction 
of Non-Revenue 
electricity. 

■ Implement DSM 
that’ll be 

incorporated in the 
envisaged Loss 
Control Unit within 
the Water section 

■ Technical : 

DBSA/ SAIEE; 
WRDM and DOE 

5 

R 9m 

R9m 






■ Reduce 
unaccounted for 
Electricity from 

9.5% to 8% 

■ Funding: DOE; 
DBSA and 

ESKOM 




1.4 

Refuse removal 
and solid waste 
disposal (ID & P) 

Weigh Bridge 
non-functional 
Compliance 
contractor on 
site 

Functional Weigh 
Bridge 

Commission the Weigh 
Bridge 

A fully functional 

Weigh Bridge 

MIG 

6 

R 7m 

R 14m 


Refuse removal 
(CommS) 

Inconsistent 
household and 
business 

■ Provision of 
standard refuse 
removal service 

■ Weekly refuse 
removal to 23 1 1 1 
households 

■ Improved waste 
collection 

programmes to the 


lx 

Superinte 

ndent 

R349 

00 

R369940 

R181260 


116 


Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 








Unblocking 


Budge 




January 
2010 (Current 
Situation/ 
Baseiine) 

Target for 
December 2010 

(Changed 

Situation) 



Action Needed 


t 


No. 

Priority Turn 
Around Focal 
Area 

Municipal 

Action 

Indicators 

from other 
Spheres and 
Agencies (e.g. 
intervention or 

HR 

assigned 

Alloca 

ted 

Projected 







technicai support) 






waste 



satisfaction of 


3x GnI 

R17 




collection 

programme 


■ Reduction on number 

residents 


workers 

000 





■ Attendance to 

of complaints 

■ Reduced 








complaints 

received on a daily 

complaints from 









basis 

average 1 0 to 5 
complaints per day 









■ Introduce refuse 










removal service to 









■ Nil feasibility 

rural and farming 

■ Reduction in 

West Rand District 



R4,2m 



There are still 

given capacity 

areas by 2014 

complaints re waste 

Municipality 






areas not 

programmes 


collection 



R4,2m 




receiving 



■ Coverage to all 







refuse removal 


■ Purchase of at least 

unserviced areas 







service 


three (3) waste 

by 2014 







( rural & 
farming areas) 


removal vehicles 

■ 75% Adequate and 

■ Buyisa-e-Bag 



R15m 




■ Replacement of 

■ Develop and 

well functioning 

■ MIG 



R3,1m 



Obsolete and 

obsolete waste 

implement vehicle 

vehicles 



R15m 




aging fleet 

collection fleet 

maintenance plan 




R0,0 






■ Establish a minimum 










of two compliant 
transfer stations in 
Bekkersdal and 
Simunye townships 
by 2014 

■ Compliant transfer 








■ Eradication of all 

■ Monthly cleaning 

stations in place for 







Existence of 

non-compliant 

campaigns across the 

two residential 







non-compliant 

transfer stations 

town involving all 

areas 







transfer 

in Bekkersdal 

stakeholders 








stations 

throughout 


■ Provision of 2401 bins 








Bekkersdal 


to all residents of 








township 


Westonaria in phases 








(creating 


(2010/11 -2013/14) 







117 


Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 




January 
2010 (Current 
Situation/ 
Baseiine) 

Target for 
December 2010 

(Changed 

Situation) 



Unblocking 
Action Needed 


Budge 

t 


No. 

Priority Turn 
Around Focal 
Area 

Municipal 

Action 

Indicators 

from other 
Spheres and 
Agencies (e.g. 
intervention or 
technicai support) 

HR 

assigned 

Alloca 

ted 

Projected 



environmental 
and health 
hazards) 

■ Maintain open 
spaces on 
regular basis 

■ Review and update 
existing waste 
management by-laws 

■ Clean and healthy 
environment 
throughout the town 



R20 

000 

RIO 000 



Illegal dumping 
on open 
spaces due to 
poor waste 
management 
practices 

■ Introduce one 
standard 
storage facility 
for all 

households 

■ Providing sufficient 
budget for Waste 
programme 

■ All residents 
provided with 240 
liter bins 



R0,5m 

R12m 



Lack of 
sufficient and 
proper storage 
facilities for 
businesses 
and 

households 

Outdated 

waste 

management 

by-laws 

■ Updated and 
approved waste 
management 
by-laws 

■ Approved 
budget for 
projects and 
purchasing of 
equipment 


■ Relevant bylaws in 
place 

■ All budget items 
and programmes 
implemented 







Insufficient 
budget to 
implement 
waste 

management 









118 


Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 




January 
2010 (Current 
Situation/ 
Baseiine) 

Target for 
December 2010 

(Changed 

Situation) 



Unblocking 
Action Needed 


Budge 

t 


No. 

Priority Turn 
Around Focal 
Area 

Municipal 

Action 

Indicators 

from other 
Spheres and 
Agencies (e.g. 
intervention or 
technicai support) 

HR 

assigned 

Alloca 

ted 

Projected 



projects 









Waste Disposal 

No billing for 
disposal 

■ Billing for waste 
disposal 

■ Tariffs 

implementation 

■ Functional waste 
tariff 







Non 

compliance 

landfill 

maintenance 
as per 
minimum 
requirements 
- 40% 
compliance 

■ Disposal of 
waste according 
to minimum 
requirements - 
75% 

compliance 

■ Daily covering of 
waste 

■ Permit application 
and authorization 

■ Security, inspection 
and access control; 

■ Reporting on waste 
information system 

■ 100 % Compliance 
to minimum 
requirements by 

2014 

■ Disposal of only 
permitted waste 

■ Capture waste 
information 







Uncontrolled 

waste 

reclaimers 

Control waste 
reclaimers 

■ Access control 

■ Formation of 
reclaimers committee 








At this stage 
no landfill is 

Unchanged 








119 


Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


No. 

Priority Turn 
Around Focai 
Area 

January 
2010 (Current 
Situation/ 
Baseiine) 

Target for 
December 2010 

(Changed 

Situation) 

Municipal 

Action 

Indicators 

Unblocking 
Action Needed 
from other 
Spheres and 
Agencies (e.g. 
intervention or 
technical support) 

HR 

assigned 

Budge 

t 


Alloca 

ted 

Projected 



close to 
closure 
requiring 
rehabilitation 




Province is 
responsible for the 
funding of 
rehabilitation of 
landfill site upon 
closure and not 

WLM. Matter to be 
confirmed 




1.5 

Access to 
municipal roads 

110 Km 

110 Km 

Rehabilitation, upgrades 
and normal 
maintenance. 

Reduced damage 
claims from 5 to at 
least 2 per annum. 

Funding: MIG; 
Gautrans and 

WRDM 

24 

R 

10.5m 

R 14m 

1.6 

Formalisation of 

informal 

settlements 

1 6 500 to be 
formalized 

No change - 

Provincial 

mandate 

Lobby DLG&H 

Progress resettlement 
of informal settlement 

Budget allocation 
and project 
implementation by 
Province 

4xOfficials 

(Current) 

Provincial 

Staff 

(Future) 



1.7 

Access to 

Housing 

16 500 plus 
low and 
middle 
income 
groups 

No change - 

Provincial 

mandate 

Lobby DLG&H 

Low and middle 
income groups 
access to bond 
facilities 

Province and 

National 

Government 

N/A 



1.8 

Indigent Register 
Updated 

Link to 

Finance Strat 
(Item 4) 










2. 

Public 

Participation 









2.1 

Functionality of 
Ward 

Committees 

■ 15 Wards 
established 

1 Ward 

Committee 

Meeting 

■ 1 Meeting p.m. 
per Ward. 

■ Improved two 
way 

communication 

■ Monthly Report to 
Council: 

■ Minutes of Ward 
Committees; 

■ Monthly planned and 
fixed programmes. 

Functionality of Ward 
Committees. 

Budget by DLG&H; 

Follow up training 
by DLG&H; 

Budget by WLM; 

2xOfficials 

R60 

000 

(WLM) 

project 

s 



120 


Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


No. 

Priority Turn 
Around Focai 
Area 

January 
2010 (Current 
Situation/ 
Baseiine) 

Target for 
December 2010 

(Changed 

Situation) 

Municipal 

Action 

Indicators 

Unblocking 
Action Needed 
from other 
Spheres and 
Agencies (e.g. 
intervention or 
technical support) 

HR 

assigned 

Budge 

t 


Alloca 

ted 

Projected 



p.m.; 








2.2 

Broader public 
participation 
policies and 
plans 

Policy on 
establishment 
, elections 
and 

responsibilitie 

s 

Review to align 
with revised 
legislation. 

Submit report to Council 
for adoption & 
implementation. 

■ Plans in place; 

■ Community 

Strategy; 

■ Less complaints; 

Budget 

2xQfficials 



2.3 

Public 

Communication 

systems 

Ward Clirs, 
Ward 

Committees, 

Quarterly 

Public Mtgs, 
Loud hailing, 
leaflets, 
letters. 

Ensure better 
communication by 
disseminating 
information in 
advance. 

■ Broader municipal 
plans on 

communication and 
public participation; 

■ Quarterly Newsletter 
after Council 
meeting; 

■ Website; 

Efficient and reliable 

communication 

system. 

Budget 

2xQfficials 

IxComm 

Qfficer 



2.4 

Complaints 

management 

systems 

Ward Clirs / 
Office of the 
Speaker 

Proof of action 
and response. 

Implementation of a 
complaints system. 

Qutcome of 
complaints 

system/measurement 

Budget 

Complaint 

Desl^system 




2.5 

Feedback to 
communities 

Ward Comm 
Mtgs, Ex 
Mayor’s 

Imbizo, Public 

Participation 

Processes 

Monthly Ward 
Comm; Quarterly 
Pub mtgs 

Qffice of the Speaker to 
ensure information is 
disseminated; 

Quarterly Public 
Meetings 

None 

2xQfficials 





3. 

Governance 









3.1 

Political 
Management 
and Oversight 









3.1.1 

Stability of 

Councils 










121 


Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


No. 

Priority Turn 
Around Focai 
Area 

January 
2010 (Current 
Situation/ 
Baseiine) 

Target for 
December 2010 

(Changed 

Situation) 

Municipal 

Action 

Indicators 

Unblocking 
Action Needed 
from other 
Spheres and 
Agencies (e.g. 
intervention or 
technicai support) 

HR 

assigned 

Budge 

t 


Alloca 

ted 

Projected 

3.1.2 

Delegation of 
functions 
between political 
and 

administration 

May com 

Council 

MM 

■ Review current; 

■ Sub delegations 

Cascade to HOD’s 

■ Report on 
delegations; 

■ Adoption 

None 

1 xOfficial 



3.2 

Administration 









3.2.1 

■ Recruitment 
and selection 
policies and 
procedures 
developed; 

■ Policy on 
suspension of 
employees 
developed 

Policies and 
procedures in 
place; 

Collectively 
agreement on 
disciplinary 
procedures 

Annual revision to 
align with revised 
legislation 
(SALGA & 
SALGBC); 

Adoption of 
amendments: 

LLF and Council 

Legislatively 
compliant and 
successful 
implementation 

None 

3xOfficials 



3.2.2 

Vacancies (Top 

4- MM, CFO, 
Planner, 

Engineer) 

MM 

2xHOD’s 

IxManager 

(P&C) 

MM (remain 
vacant until end of 
term of office); 

2xHOD’s 

IxManager (P&C) 

IxManager (IDP) 

Political guidance 

MM 

1 Manager appointed 
(2010) 

Budget 

3xOfficials 



3.2.3 

Vacancies other 
S57 

126 

Vacancies 

126 plus new 
vacancies linked 
with TAS 

Filling critical vacancies 

10% vacancies filled 
based on critical 
positions. 

Budget 

HOD’S HR 



3.2.4 

Top 4 appointed 
with signed 
Performance 
Agreements 

■ 3 signed 
Performan 

ce 

Agreement 

s 

Signed 

Performance 
Agreements for all 
Section 57s 

Reviatalisation of 
Perfor-formance 
Management System - 
aligned with IDP, 

Budget, TAS 

Quarterly evaluation 
in line with IDP, 

Budget, TAS targets 
and adoption by 

Council 

Budget - 

Performance 

bonuses 

MM 

HOD’S 

HR 




122 


Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 








Unblocking 


Budge 




January 
2010 (Current 
Situation/ 
Baseiine) 

Target for 
December 2010 

(Changed 

Situation) 



Action Needed 


t 


No. 

Priority Turn 
Around Focai 
Area 

Municipal 

Action 

Indicators 

from other 
Spheres and 
Agencies (e.g. 
intervention or 

HR 

assigned 

Alloca 

ted 

Projected 







technical support) 







Performance 









■ 2008/09 

Report included in 









Performan 

Annual Report 









ce 

Assessme 
nt Process 

2008/09 









not yet 
concluded 








3.2.5 

All S57 with 

None 

5 signed 

Including new 

Quarterly evaluations 

Budget - 

MM 




signed 

(2009/2010) 

Performance 

appointees 


Performance 

HOD’S 




Performance 


Agreements 

(Top 4) 


bonuses 

HR 




Contract 


(2009/2010) 







3.2.6 

Organisa-tional 

2009/1 0 

Section 57 

Approval of 

2009/10 Amended 


MM 




Performance 

Score card of 

Employees - 

amendments by Council 

Scorecard of Council 


HOD’S 




Management 

Council 

2009/10 Score 


approved and 


HR 




System 

reflected in 

cards updated and 


cascaded to Section 






developed 

IDP. 

aligned with IDP, 


57 Employees. 








Budget and TAS 

Organisational 

All Section 57 








Developed 

Scorecard for 

employees of Council 


MM 






Organisational 

2010/2011 approved by 

performing according 


HOD’S 






Scorecard for 

Council and cascaded 

to the 2010/11 


HR 






2010/2011 

to Section 57 

organisational 









Employees 

scorecard 





3.2.7 

Skills 

Approved 

WSP 2010/11 

Submission to LLF and 

Submission to and 

LGSeta Funding; 

MM 




development 
plan for 
employees 

WSP 2009/10 

submitted 

Council. 

approval by LGSeta. 

Budget 

HR 



3.3 

Labour 

Relations 









3.3.1 

■ LLF meetings 

Not functional 

Quarterly 

Reconstitute LLF and 

Implementation of 

SALGBC & SALGA 

LLF 




convened as 


meetings 

Subcommittees 

resolutions taken on 

is responsible for 

MM 




planned 




LLF and 

monitoring and 

HR 








Subcommittees. 

evaluation. 





123 


Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 




January 
2010 (Current 
Situation/ 
Baseiine) 

Target for 
December 2010 

(Changed 

Situation) 



Unblocking 
Action Needed 


Budge 

t 


No. 

Priority Turn 
Around Focal 
Area 

Municipal 

Action 

Indicators 

from other 
Spheres and 
Agencies (e.g. 
intervention or 
technicai support) 

HR 

assigned 

Alloca 

ted 

Projected 


■ Organisational 
rights 
procedure 
developed 

Organizationa 

1 Rights 
Agreement 
(ORA) is in 
place and is 
binding in 
terms of 
section 23 of 
the Labour 
Relations Act, 
on all 

members of 
IMATU, 
SAMWU & 
SALGA as 
parties to the 
SALGBC 

ORA to guide LLF 
reconstitution and 
proceedings. 

Review Essential 
Services 

Agreement to 
comply with the 
ORA stipulations 

Essential Services 
Agreement submitted to 
LLF and Council for 
adoption. 

■ Essential Services 
Agreement 
approved and 
signed by 
organized labour. 

■ Sound Industrial 
Relations, reduced 
number of disputes 
and orderly 
collective 
bargaining in the 
SALGBC 







4. 

Financial 

Management 









4.1 

Revenue 

enhancement 

programme 

developed 

Payment rate 
73% 

Launched 
campaign by April 
2010 

Implement action plan 
Consider the options of 
other service providers 
e.g. Consolidation 

Action Plans 

Improved payment 
levels. 

None 

Revenue 

Section 





No pre-paid 
water system 

Installation of 

1000 pre-paid 
water meters by 
2010 and 7500 
pre-paid meters 
by 2014 

Installation of pre-paid 
system 

In Westonaria, 

Bekkersdal and 

Simunye 

Strict credit control 

■ Manage land and 

1000 meters installed 
by December 2010 in 
Westonaria, 

Bekkersdal and 
Simunye and 

7500 meters installed 
by 2014 

MIG funding 
approval for the 
installation of the 
meters 





124 


Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 




January 
2010 (Current 
Situation/ 
Baseiine) 

Target for 
December 2010 

(Changed 

Situation) 



Unblocking 
Action Needed 


Budge 

t 


No. 

Priority Turn 
Around Focal 
Area 

Municipal 

Action 

Indicators 

from other 
Spheres and 
Agencies (e.g. 
intervention or 
technicai support) 

HR 

assigned 

Alloca 

ted 

Projected 



Enduring 
culture of 
both non- 
payment and 
entitlement 
for free 
services 

Campaign by April 
2010 

maintain indigent 
register 

■ Update Indigent 
register 

■ Replace faulty 
meters; 

Updated Indigent 
Register 







Wilful 
damage of 
infrastructure 
(Meters and 
illegal 

connec-tions 

and 

tampering 
with meters) 

Annual review 

Indigent 

policy 

Replace all 
faulty meters 

Identify and 
repair water leaks 
Number 
unknown; 

Conducted a VAT 
Audit 

■ Review Indigent 
policy annually 

Finalize the outcome of 
the VAT review with 

SARS 

Reduced numbers. 
Updated Indigent 
Register 

Updated Indigent 
Register. 

Comply with Vat 
legislation and 
accountability of 
resources 

Budget 






Annual VAT 
review 








4.2 

Debt 

management 

programme 

developed 

Payment rate 
-73% 

Outstanding 
debtors more 
than R90 m 

Improve collection 
rate from 73% to 
80% (2010) to 
100% plus (2012) 

Launch of a Community 
awareness programme 
to grow the appreciation 
and understanding of 
the financial issues as a 

Community 
awareness and buy 
in. 

Reduce outstanding 

None 





125 


Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


No. 

Priority Turn 
Around Focai 
Area 

January 
2010 (Current 
Situation/ 
Baseiine) 

Target for 
December 2010 

(Changed 

Situation) 

Municipal 

Action 

Indicators 

Unblocking 
Action Needed 
from other 
Spheres and 
Agencies (e.g. 
intervention or 
technical support) 

HR 

assigned 

Budge 

t 


Aiioca 

ted 

Projected 





result of non payment. 
Implementation of credit 
control policy. 

Debt 





4.3 

Cash flow 
management 
model developed 

Draft cash 
flow 

management 
model in 
place but 
needs 
refinement 

Finalized cash 
flow management 
model and 
implement by May 
2010 

Strict expenditure 
management 

Increase budget 
provision for non 
payment to ensure cash 
back operating budget 
is maintained at all time 
(worse case scenario) 
Implement budget 
reforms and formats 
Monthly reports to 
Council, Prov Treasury 
and National Treasury 

Effective cash flow 
management model 

None 




4.5 

Funding Plan 
shows capital 
expenditure 

Medium term 
Infrastructure 
plan reflects 
source of 
funding. 

No access to 

external 

funding 

(external 

borrowings) 

Budget for FY 
2010/11 includes 
funding plan 

Formulate funding plan 
and funding strategies 

Realistic medium 
term funding plan 

None 




4.6 

Clean Audit plan 
developed 

Unqualified 
Audit report 
for the past 2 
financial 
years 

Maintain 
unqualified audit 
report 

■ Review and maintain 
systems and controls 

■ Address issues 
raised in the AG 
management letter 

■ Fully comply with 

GRAP 17 

Clean audit 

None 




4.7 

Submission of 

Annual 

Submission of 

Implement financial 

Always comply with 

None 





126 


Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 








Unblocking 


Budge 




January 
2010 (Current 
Situation/ 
Baseiine) 

Target for 
December 2010 

(Changed 

Situation) 



Action Needed 


t 


No. 

Priority Turn 
Around Focal 
Area 

Municipal 

Action 

Indicators 

from other 
Spheres and 
Agencies (e.g. 
intervention or 

HR 

assigned 

Alloca 

ted 

Projected 







technicai support) 





Annual Financial 

financial 

2009/10 Financial 

year end programme. 

MFMA 






Statements 

statements 

statements to the 









for 2008/09 

AG on 31 August 









was 

submitted 
before end 
August 

2010 







4.8 

% MIG 

2008/09 1 00 

100% of MIG 

Implement SDBIPs and 

Comply with SDBIP’s 



R38 m 

R38 m 


expenditure by 

% of MIG 

grants be spend 

Budget 

and Budget and 






end of financial 

grants was 

before year end 


Grant conditions 






year 

spend or 
committed. 

30 June 2010 







4.9 

Asset 

Asset register 

Develop an 

Appoint Service 

Comply with 

Project funded by 


R7,2 m 

R7,2 m 


management 

notGRAP 17 

Infrastructure 

provider to compile 

legislation (GRAB 17 

DBSA and DLG. 





register 

compliant 

Management 

asset register 

compliant) 

Grant agreements 





developed. 


Asset Register. 



already signed 




4.10 

Supply Chain 

Supply Chain 

A transparent 

Update and revise SCM 

Ensure continuous 

National Treasury 

7(2010) 

R1,6 m 

R1,1m 


Management 

Management 

supply chain 

policy as per MFMA sec 

development of said 






policy applied in 

policy applied 

management 

17 

status. 






a fair and 

in a fair and 

system has been 








transparent 

transparent 

implemented and 








manner (e.g. 

manner (e.g. 

is fully functional. 








open tenders, 

open tenders, 









Bid Adjudication 

Bid Adjudi- 









committee 

cation 









established. 

Committee 

established. 


Fill vacant position. 



1 





IxVacancy 


Training of Bid 

Full Staff complement 


(2012) 






IxVacancy 

Specification and Bid 

Efficient and Effective 









Evaluation Committee 

Bid Specification and 








Capacitated Bid 

Members 

Bid Evaluation 

National Treasury 







Specification and 

Bid Evaluation 

Develop the financial 

Committee 








Committees 

system further to assist 







127 


Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


No. 

Priority Turn 
Around Focal 
Area 

January 
2010 (Current 
Situation/ 
Baseiine) 

Target for 
December 2010 

(Changed 

Situation) 

Municipal 

Action 

Indicators 

Unblocking 
Action Needed 
from other 
Spheres and 
Agencies (e.g. 
intervention or 
technicai support) 

HR 

assigned 

Budge 

t 


Alloca 

ted 

Projected 




A more 
streamlined 
approach to 
purchases 

More realistic 
submitted tenders 

with supply chain 
functions eg. Electronic 
requisitions etc. 

Training of SMMEs in 
the completion of tender 
documents 

Streamlined 
procurement process 

Fewer tenders to be 
rejected due to non 
compliance 

WRDM 

National Treasury 






5. 

Local Economic 
Development 









5.1 

Municipal 
contribution to 

LED 

Established 

the following 

Forums: 

■ Mining 

Forum 

■ Greater 
Westonaria 

■ Contractor 
s Forum; 

■ Greater 
Westonaria 
Agricultural 
Forum; 

■ Greater 
Westonaria 
Tourism 
Associatio 

Revitalise all 

Forums listed. 

Establishment of 

Filling of two vacant 
positions i.e. LED 
Coordinator & Projects 
Officer. 

Establishment of 

Forums and closer link 
with other Departments 
of Council 

Vacancies filled ; 

Forums revitalized; 

Established Forums 

■ Assistance with 
capacity i.e. 
financial and 
human 
resources; 

■ MIG Funds be 
allocated to 
proposed 
projects. 

1 xOfficial 




128 


Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


No. 

Priority Turn 
Around Focal 
Area 

January 
2010 (Current 
Situation/ 
Baseiine) 

Target for 
December 2010 

(Changed 

Situation) 

Municipal 

Action 

Indicators 

Unblocking 
Action Needed 
from other 
Spheres and 
Agencies (e.g. 
intervention or 
technicai support) 

HR 

assigned 

Budge 

t 


Alloca 

ted 

Projected 



n. 

Outstanding 
Forums still to 
be launched: 

■ Manufactur 

ing; 

■ Catering; 

■ SMME’s/ 
Informal 
Traders; 

Established 
Partnership 
with Rand 
Uranium. 

Planning 

phase iro 

implementatio 

n of Plato 

Gauteng 

Mentorship 

Programme 

forSMMEs 

mentorship. 

outstanding 

Forums. 

Technical & 
Agricultural 

Training College 
subject to 
approval by the 
Rand Uranium 

Board of Directors 
on funding; 

Completion of first 
15 SMMEs Plato 
Gauteng 

Mentorship 
Programme and 
registering the 
next group for 

2011. 

Constant liaison with 

Rand Uranium. 

Approved business 
plan 

15 SMMEs mentored. 





5.2 

LED Plan aligned 
to the PGDS; 
adopted by 

Council. 

■ All projects 
in the IDPs 
and the LED 
Strategy are 
still in the 
planning 

Secured funding 
needed for at least 
50% of the 
implementation of 
the proposed 
projects in the 

Proposals submitted to 
various potential 
funders e.g. Mines and 
other Government 
Departments i.e. DED. 

■ Feedback and 
follow up on 
proposals and 
implementation of 
projects. 

Sponsorships 

Grants 

Assistance with the 
revision of the LED 
Strategy and 

1 xOfficial 




129 


Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


No. 

Priority Turn 
Around Focal 
Area 

January 
2010 (Current 
Situation/ 
Baseiine) 

Target for 
December 2010 

(Changed 

Situation) 

Municipal 

Action 

Indicators 

Unblocking 
Action Needed 
from other 
Spheres and 
Agencies (e.g. 
intervention or 
technical support) 

HR 

assigned 

Budge 

t 


Alloca 

ted 

Projected 



stage and 
the major 
constraint is 
insufficient 
funding. 

■ Revision of 
the LED 
Strategy; 

IDP: 

■ Hydroponic, 
Poultry; 

■ Development of 
Agricultural 
strategy; 

■ Review of the 

LED Strategy; 

■ SMMEs/ 
Cooperatives 
Business Skills 
Training 

Submission to and 
approval by Council 
Establish a database 
for all Contractors/ 
SMMEs and 
registration on GEP 
Database; 

■ Implementation: 
Project 
succession. 

Approved programme 
by Council. 

funding allocation 
for projects by 

DED, GEP, GEDA 
& mines. 




6. 

Public Safety 



6 

Development of 
a Local Law 
Enforcement 
Strategy for 
Westonaria Local 
Municipality 









6.1 

Develop a Road 
Safety Strategy 
Aligned To 
Provincial Road 
Safety Strategy 

No such 
strategy 
currently 
exists 

To have a strategy 
operational by 
December 2010 

Municipality to provide 
the required resources 
to facilitate the process 

Strategy Approved by 
Council And 
Operational by 
December 2010 

Council Approval 
Directorate Finance 
HR Management 

6x T raffle 
Officers 


R0,84 mil 

6.2 

Establish a 
multifunctional 
team to operate 
as traffic 
wardens, do 
point duty and 
by-law 
enforcement 

No such team 

exists 

currently 

The team 
established by 
December 2010 

Municipality to provide 
the required resources 
to facilitate the process 

To have the team 
properly established 
and operating by 
December 2010 

Council Approval 
Directorate Finance 

H R Management 

4x Peace 
Officers 


R0.21 mil 


130 


Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


Additional inputs for our Municipal Turn Around Strategy: 

The following are, but a few suggested measures to be employed to enhance revenue and 
curb wasteful expenditure: 

A: Electricity [Demand Side Management] 

1. That all incandescent lamps in municipal buildings are replaced with CFL’s and 
high wattage flood light fittings be replaced with energy saving fittings and lamps. 
This will be a gradual process as and when funds are made available. 

2. That all staff members be informed to use air-conditioning and heating appliances 
efficiently and minimally at all times and to switch those appliances off when not in 
office and after hours. 

3. To switch off all geysers in the municipal buildings on a permanent basis. 

4. Further measures to reduce energy losses and energy theft. (Split metering w r t 
Pre-paid) 

5. To retrofit current street (100 - 125 Watt) and high mast lights (400 Watt) with 
lower wattage and more energy efficient fittings & lamps. This will be a gradual 
process as funds and other resources are made available. 

6. The installation of a ripple control system to switch off all geysers during high 
peak demand times (06:00 to 08:00 and 18:00 to 21 :00) and as and when required 
and that this process be communicated to the consumers. 

7. That Council communicates the advantages of installing CFL’s, solar water 
heaters and geyser blanket to all consumers. 

8. That the installation of solar water heaters be made compulsory for all new 
effluent houses and housing developments. 

9. That the Ward Councillors communicate the energy conservation plan to their 
respective constituencies. (Electro wise) 

B: Water [Water Conservation and Demand Management] 

1 . Establish a Loss Control Unit to focus specifically on water losses due to leakages 
(meters, taps and valves); burst pipe, etc. 

2 . Populate Pre-paid meters, commencing at the more receptive wards. 

3. Install meters at all informal settlements to ensure accountability. 

4 . Install PRVs and divide the area into manageable pressure zones. 

5. Engage Rand Water Board to partake in the leak repairs campaign. 

6. Engage DWA to partake in the Water Conservation campaigns. (Water wise) 

C: Fleet Management 

1 . Enforce a Logbook and Checklist measure for all Municipal fleet and Plant. 


131 




Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


2. Roll-out a Petrol CARD system. 

3. Install the Matrix system in all vehicles (including the maintenance management). 

4. Identify absolute stock and dispose off, through public auction. Use the proceeds, 

thereof to reduce the fleet backlog. 

5. Engage WRDM for possible assistance (lease or secondment of fleet). 

D: Billing Chain 

Who are our Clients and what services are they getting? 

1 . Balance: Ensure that the valuation roll balances with the billing system (zonings, 
upgrades, etc) 

2. Account: Open an account for each ERF. 

3. Service code: For each service , there must be a code ( Rates, Water, Electricity, 
Refuse, Sewerage, etc) 

4. Account data: The name and contact details of the Account holder must be 
updated periodically to avoid return mails. 

5. Meter data: The readings should be up-to-date. Meter readings should happen as 
and when required. 

6. Exceptional reports: Faulty and inaccessible meters should be reported 
immediately. 

7. Billing: Calculations and preparations of bills should take place timeously. 

8. Distribution: Distribution to take place using the Client’s preferred method. 

9. Language: The look and feel of the bill should be welcoming and user-friendly(Use 
signs where necessary) 

10. Customer Care: 

• Accessible: Situated closer to the people. 

• Open at the right time. 

• Manned by well trained personnel. 

• Well-equipped with relevant systems. 

• Branding for clear visibility to the client. 

11. Coordination: Disconnections and reconnections should be well coordinated with 
the relevant departments. 

1 2. Meter readers: Locally trained and be used to distribute the bills within their 
constituencies where possible. 


***** 


132 



Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


SECTION D 

DEVELOPMENT STRATEGIES, PROGRAMMES AND 

PROJECTS 


NO ITEM PAGE NO 

D 1 FUNCTIONS ACCORDING TO KEY SECTORS 1 34 

D1.1 PHYSICAL 134 

1.1.1 Land use 134 

1.1.2 Infrastructure Development and Planning 135 

D1.2 SOCIAL SERVICES 139 

1.2.1 Community Services 139 

D 1 .3 ECONOMIC SERVICES 147 

1.3.1 Financial Services 147 

D 1 .4 INSTITUTIONAL SERVICES 150 

1.4.1 Corporate Services 150 

1.4.2 Performance and Compliance 155 

1.4.3 Office of the Municipal Manager 156 

D2 STAFF STRUCTURE 160 

D3 INSTITUTIONAL ANALYSIS 161 

D 3.1 Employment Equity Plan 161 

D 3.2 Political Structure 161 

D 3.3 Staff Compliment 161 

D 3.4 Unions 161 

D 3.5 Workplace Skills Plan 162 

D4 SPECIAL PROJECTS AND INITIATIVES 167 

D4.1 PROJECT MANAGEMENT 167 

D5 LOCAL ECONOMIC DEVELOPMENT 170 

D5.1 Introduction 170 

D 5.2 Revitalising Previous Projects 170 

D5.3 LED Implementation Framework 173 

D 5.4 LED Institutional Arrangements, Monitoring and 

Evaluation 174 


133 



Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


D DEVELOPMENT STRATEGIES, PROGRAMMES AND PROJECTS 


Strategies, programmes and projects are guided by objectives and are the practical tools used 
to implement the theoretical concepts like the vision and mission statements adopted by 
Council. Unless objectives, strategies, programmes and projects are used the vision and 
mission statements will remain aspirations. The strategy represents the approach to be 
followed to achieve the objective. Programmes reflect the schedule of activities whilst the 
projects represent the implementation of tasks/assignments with available resources, in a 
sustainable manner and to the benefit of the community. 

The uniqueness of the various departments of Council are reflected in the approaches followed 
which are guided by national, provincial, regional and local declarations and policy documents.. 
These inputs are coordinated in such a manner to achieve the objectives in the most effective, 
efficient and effective manner to realise the vision and mission 

The strategies, programmes and projects are set out in terms of the four key sectors i.e. 
physical, social, economic and institutional. The projects are reflected elsewhere 

D 1 FUNCTIONS ACCORDING TO KEY SECTORS 


D 1.1 PHYSICAL 
1.1.1 LAND USE 


Responsible Person: MrCPelser (011) 278-3025 

Development Goal 

The Town Planning Unit forms an integral part of the Department of Corporate Services 
and is responsible for the comprehensive planning of the physical and social 
development of greater Westonaria. 

Strategic Issues 

• To correct historically distorted spatial patterns 

• Allow for residential and job opportunities in close proximity to one another 

• Promote a diverse combination of land uses on individual erven 

• Encourage environmentally sustainable land development practices and promote 
sustainable development 

• Promote integrated land uses 

• Discourage urban sprawl 

• Encourage the optimal utilisation of existing infrastructure 

• Promote public transport 

Strategic Objectives 

• Formulate a Spatial Development Framework to conform to the previously set out 
principles; 


134 





Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


• Carry out a detailed Land Audit and use the information obtained from the Land Audit 
to develop a Land Use Management Strategy; 

• Formulate and implement a policy on infill development that is consistent with the 
geotechnical characteristics of the area and the availability of infrastructure. 

• Create the necessary mechanism to ensure rapid decision-making in the 
development planning process. 

• Identify economic growth areas along the major arterial roads, create an environment 
to attract possible investors and market these areas to local, national and 
international businesses. 

• To create a legislative framework that is flexible enough to respond to rapid changing 
circumstances 

Projects: None 

1.1.2 INFRASTRUCTURE DEVELOPMENT AND PLANNING 

Head of Department: Mr M Machaba (01 1) 753 1953 

Transportation 

Responsible Person: MrTKase (01 1) 278-3230 

Developmental goal 

To provide safe, reliable, effective, efficient and fully-integrated transport operations and 
infrastructure which will best meet the needs of freight and passenger customers. 

Strategic issues 

• To improve levels of service and cost in a manner that supports government 
strategies for economic and social development. 

Strategic objectives 

• Alignment of land-use and transportation plans. 

• To enhance road and traffic safety. 

Projects and Programmes for 2011/12 

• Localise the Integrated Transport Plan (ITP) of the West Rand District Municipality 
to address the transport needs of the residents of greater Westonaria. 

• Implement traffic control and safety measures consistently throughout the area. 

• Upgrade and/or develop state of the art T ransport facilities. 

• Develop infrastructure to support None motorised modes of transport. 

Water supply 

Responsible Person: Mr. L Erasmus (Oil) 278-3107 

Developmental goal 

To provide portable water that fully complies with the Blue Drop Status. 

Strategic issues 

• The provision of basic and improved levels of infrastructure network to ensure 
access to adequate levels of services to all communities. 


135 




Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


Strategic objectives 

• To utilise existing services efficiently and ensure that spare capacity is always 
available. 

• To provide an affordable service to the community and limit inconvenience to users. 

Projects and Programmes for 2011/12 

• Repair network leaks. 

• Improve maintenance reaction time. 

• Introduce community awareness programmes. 

• Execute water network analysis. 

• Fast-track the installation of pre-paid meters. 

• Install the Pressure Regulating Valves (PRVs) 

• Divide the area into pressure zones. 

• Replace Asbestos Cement (AC) pipes. 

• Update and implement the Water Services Development Plans (WSDP) 

Sanitation 


Responsible Person: Mr. L Erasmus (011) 278-3107 

Developmental goal 

To run the waste water treatment plant and the associated network in full complies with 
the Green Drop Status. 

Strategic issues 

• The provision of basic and improved levels of infrastructure to ensure access to 
adequate levels of services to all communities. 

Strategic objectives 

• To utilise existing services efficiently and ensure that there is always spare capacity 
available. 

• To provide an affordable service to users and limit inconvenience. 

• To empower the community by educating and highlighting the importance of hygiene 
and water-wise. 

Projects and Programmes for 2011/12 

• Repair blockages on mainlines without delay. 

• Clean up after blockages. 

• Repair internal blockages without delay. 

• Enhance maintenance of the entire network. 

• Implement a proactive maintenance plan. 

• Survey main lines. 

• Refurbishment of the current T reatment plant. 

• Update and Implement the WSDP 


136 





Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


Electricity 

Responsible Person: Mr F Quinn (011) 753 2790 

Developmental goal 

To ensure that all inhabitants of the area have safe, adequate, reliable and affordable 
access to electricity supply complying with the necessary specifications and that the 
provision of the service is undertaken in accordance with NRS 047 and NRS 048 as 
well as sound social, economic and sustainability principles. 

Strategic issues 

• To utilise existing services efficiently and ensure that spare capacity is always 
available. 

Strategic objectives 

• To educate and inform the community with respect to electricity supply and usage 
( electro-wise) 

• Provision of basic infrastructure to ensure access to acceptable levels of services to 
all communities. 

Projects and Programmes for 2011/12 

• Roll-out electro-wise campaigns. 

• Develop and implement the demand side management (DSM) 

• Enhance maintenance of the entire network. 

• Implement a proactive maintenance plan. 

• Upgrade the main feeder to Simunye Township. 

• Refurbishment of the Transformers, Sub-Stations and associated network. 

Roads and Storm-water 


Responsible Person: Mr.TKase (011)278-3230 

Developmental goal 

To enhance mobility and accessibility throughout the region 

Strategic issues 

To ensure that all inhabitants of the area have access to safe and adequate road and 
storm water infrastructure. 

Strategic objectives 

• To improve the condition of the roads and associated drainage system in all areas. 

• To utilise local labour for construction and maintenance where possible. 

Projects and projects for 2011/12 

• Update and implement the Pavement Management System (PMS) 

• Develop a Storm-water Management System (SMS) 

• Upgrade and rehabilitate road and storm water infrastructure to minimise future 
maintenance costs. 

• Construction of new roads to be focused on strategic development areas, like 
Simunye and Zuurbekom. 


137 



Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


Planning (Building Control) Office 

Responsible Person: Mr. S Makatikela (Acting) (011) 753-1953 

Developmental goal 

Maintenance of all Council’s general plans, with all services, in electronic format. 

Strategic issues 

• To convert all Council’s general plans, to an electronic format. 

Strategic objectives 

• Checking building plans in respect of additions, new houses and development plans. 

• Inspection of buildings in order to ensure that they comply with the National Building 
Regulations. 

• Enforce Council’s policy on development control. 

Projects and Programmes for 2011/12 

• Procure electronic software for plan conversions. 

• Awareness campaign to educate the public on legal building developments. 

• Apply uniform standard in the evaluation of plans. 

Mechanical Workshop 

Responsible Person: Mr. Amos Letswalo 01 1-278-3234 

Development goal 

Effective and efficient management of Council fleet. 

Strategic issues 

• Misuse of fleet 

• Dilapidated fleet 

Strategic objectives 

To ensure proper usage of the fleet. 

Projects and Programmes for 2011/12 

• Develop and implement a fleet management plan. 

• Train drivers and operators to use the fleet correctly. 

• Purchase new fleet 


138 




Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


D1.2 SOCIAL SERVICES 
1.2.1 COMMUNITY SERVICES 


Head of Department: Mrs T Morolo (01 1) 278 3017 

Environmental Health Services 

Responsible person: Mr. G. Viljoen (01 1) 278-3045 

Development Goal 

To ensure optimal environmental health services to the residents of greater Westonaria 

through environmental health education and promotion, monitoring, prevention and 

management of conditions detrimental to environmental health. 

Strategic Issues 

• At the start of the 2011/12 financial year, environmental health services, currently 
with local municipalities (including Westonaria ) will move to the WRDM. This 
should result in a better delivery of service to the communities with a wider 
support base and more resources. 

• Outdated and fragmented environmental health by-laws restricts law 
enforcement. 

• Early Childhood Development Centres (ECDC) in the informal settlements are 
not legislatively compliant to be certified for social development assistance. 

• Staff shortage inhibits the SDBIP targets. 

• Financial constraints hampers service delivery. 

Strategic objectives 

• Finalize the district based environmental health bylaws. 

• Address the accommodation of ECDC centres in the informal areas. 

• Appoint 2 additional environmental health practitioners. 

• Alleviate staff shortage by incorporation with WRDM. 

• Improve financial resources by moving to WRDM. 

Projects and programmes 

• Make use of the WRDM’s greater resource pool to render better services in the 
local communities. 

• Procure equipment and material for implementing environmental health 
education and awareness campaigns. 

• Increase SDBIP targets in order to enhance service delivery. 


139 



Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


Health and Social Welfare Services 


HIV/AIDS Unit 

Responsible person: Ms. y. Molebatsi Tel: (011) 278-3048 

Developmental Goal 

• To strengthen partnership amongst Ward Based Volunteers (WBV) and structures 
in the Local AIDS Council, by reducing the new HIV infection rate by 20% through 
education, promotion, prevention and management of opportunistic infections 
caused by HIV/AIDS by 2011/2012. 

Strategic Issues 

• Minimal effective and functioning of the Local AIDS Council (LAC) and the 
committee. 

• Minimum effective and functioning of the related sectors. 

• High HIV prevalence rate. 

• Dependency on the Department of Local Government & Housing (DLG & H) 
grants. 

• Shortage of staff to assist with monitoring of the HIV and AIDS programme which is 
to directed to employees and community members. 

• Improving reporting on finances from the Department of Local Government & 
Housing (DLG & H) grant. 

• Non-functional HIV and AIDS workplace programme. 

• Skills development budget for Ward Based Volunteers (WBV’s). 

Strategic objectives 

o strengthen and support the Local AIDS Council (LAC) and Committee by 

organizing a strategic workshop to review the existing strategic plan and aligning it 
to the New Strategic Plan 2007-201 1 . 

o Ensure meaningful mobilization and capacitating of communities in the fight 
against HIV and AIDS through daily door to door empowering of women, men, 
youth, and the disabled people living with HIV and AIDS, traditional healers, faith 
based organizations. 

o Reduce new infection rate by 20% by intensifying education, awareness and mass 
VCT campaigns at ward level with the aim of promoting and strengthening 
behavioural change by 2011/2012. 

o Ensure a continuous and sustainable Programme that will aim at assisting 
government reach it’s broader goal of reducing new infections by 50% by 2012 
(NSP 2007- 2011) by encouraging the municipality to ensure funding and being 
realistic and cost effective in the utilization of allocated funds for sustainability 
within the programme. 

o Strengthen and maintain a system on how to report to finance regarding 
Department of Local Government & Housing (DLG & H) grant. 

o Assist the Employees Assistant Programme officer through Wellness Clinic by 
conducting campaigns and educational talks through peer educators. 

o Employment of more staff to assist in monitoring sustainability and evaluation of 
the 

• HIV and AIDS programme for both employees and community members. 

o Strengthening communication between the Local AIDS Council (LAC) committee 

■ and Non-Governmental organization (NGO’s) through the local AIDS Council 


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Westonaria Local Municipality 


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Draft Integrated Development Plan (IDP) 


■ meetings and campaigns. 

o The Municipality to set aside budget to capacitate volunteers (WBV’s) through 
skills development programs. 

Projects and Programs 

• Strengthen the Local Government Council (LAC) and support its initiatives and 
programmes by clustering organizations so as to come with one voice to the LAC, 
share best practices, mentor each other and implement on the business plan 
according to the cluster or task teams by 2011/2012. 

• Strengthen and empower community sectors such as Home Based Cares, 
Traditional Healers Organization (THO), People Living With HIV and AIDS 
(PLWHA’s), Youth Forum by assisting existing structures to mobilize at ward level 
through ward Councilors, their respective Committees, clinic committees and 
community development workers, to involve them in campaigns, organize open 
days and trainings until they become independent to be funded by 2012. 

• Reduce new infections by 20% by improving the quality of ART services which is 
already in place in our local clinics, improve access to quality VCT services which 
will include mass continuous VCT campaigns at ward level, implement effective 
workplace programs, improve quality of support by the continuation of conducting 
awareness campaigns including the on-going daily door to door programme by 
Ward Based Volunteers by reviewing the HIV and AIDS strategic plan and align 
with the NSP 2007-2011 by 2011/2012. 

• Promotion on planned activities through the health calendar as well as the Unit’s 
year plan such as STI-condom week, TB awareness week , AIDS care week 
through door to door. World Aids Day Event. 

• Strengthen the Ward Based approach by improving the reporting system of Ward 
Based Volunteers from all wards on their daily door to door program which is done 
on quarterly basis, intensify the monitoring and evaluation system, provide 
leadership skills training community development and strengthen the cross referral 
system and communication with all stakeholders by 2012. 

• Strengthening the monitoring and evaluation tool to assess the level of impact 
against interventions made by 2012. 

• Submit monthly and quarterly report to finance department and to the Multi 
Sectoral AIDS Unit (MSAU) and the Department of Local Government and Housing 
(DLG & H). 

Social Development 

Responsible Person: J Mokgosi (011) 278-3 1 06 

Developmental Goal 

To facilitate accessibility of Social Development facilities and programmes to all the 
residents of greater Westonaria and contribute towards the developmental thrust of the 
Directorate and Municipality. 

Strategic Issues 

• Difficulty to deliver services to far flung areas of the municipality 

• Uncontrolled numbers of people entering the municipality renders service delivery 
difficult. As a result of this occurrence, pockets of informal settlements then emerge, 
thereby adding a further strain on services 


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Westonaria Local Municipality 


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Draft Integrated Development Plan (IDP) 


• Lack of effective and efficient facilities’ management systems and common 
administrative standards. 

• Lack of skills by the Community for using the library facilities 

• Inability to implement Sports Development plan 

• No proper functioning of the SRAC HUB 

• Absence of an Arts and Culture policy for Local Government 

• Absence of a Community Development Unit to take charge of Social Services 
programmes including programmes targeting youth, aged, children and people with 
disabilities 

Strategic Objectives 

• Develop and implement an effective strategy of rendering Social Development 
services to all areas of the municipality, including far off areas. 

• Collaborate with Housing sub-directorate to gather information regarding 
mushrooming informal areas, for purposes of service delivery planning. 

• Facilitate a process that will engage all departments dealing with community 
facilities, to discuss and collectively recommend common standards and systems to 
be implemented. 

• Implement scraping of informal fields plan. 

Projects and Programmes for 2011/2012 

• Promote mass sport participation by residents of Westonaria encompassing all ages, 
males, females and people with disabilities (linked to outcome 9.2) 

• Implement the reviewed plan for the scraping of the informal fields (linked to outcome 

9.3) 

• Unveil the Simunye Library (linked to outcome 9.3) 

• Launch a container library at Thusanang (linked to outcome 9.3) 

• Appoint at least one person for Community Development Programs (linked to 
outcome9.2) 

• Explore ways and means of developing an Arts and Culture Policy at Local Level 

• Present programmes (8 per quarter) to promote skills development of the 
community in library usage (linked to outcome 1 .1 ) 

• Link up with Province and ensure proper functioning of the SRAC HUB (linked to 
outcome 9.2) 

• Promote HIV & Aids awareness through programs presented by Library and 
Information Services and Sports, Recreation, Arts and Culture (linked to outcome 

2.4) 

• Promote Social Crime Campaigns through Library and Information Services 
(exhibitions) and Sports, Recreation, Arts and Culture (programs) (linked to outcome 
3.1) 


142 




Westonaria Local Municipality 


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Draft Integrated Development Plan (IDP) 


PUBLIC SAFETY 


Responsible Person: Mr M Lethetsa (011) 278-3040 

Developmental Goal 

Public Safety forms an integral part of the Directorate: Community Services, and is 

responsible for the creation of a safe and secure environment for the Community of 

Westonaria local municipality through a multi-agency approach involving all key 

stakeholders. 

Strategic Issues 

• Effective coordination in the district and efficient provision locally of the Licensing 
Function. 

• Effective implementation of the adopted Community Safety Plan to deal with the 
rising levels of crime. In the case of Westonaria Local Municipality this relates 
specifically to Social Crime Prevention. 

• It has to be mentioned from the outset that Crime Prevention is not a core function of 
a local municipality. A municipality is however obliged by legislation to create an 
environment within its area of jurisdiction which is conducive for peaceful habitation 
and promotes economic growth. 

• To ensure that all future planning in terms of Public Safety initiatives and 
programmes is geared towards effective implementation of the resolution of the 
ruling party for the establishment a Unicity in the West Rand by 2016. 

• There is not enough Law Enforcement Officers to effectively do law enforcement. 

• The challenges in this regard include the following: 

o By-law enforcement covering areas such as illegal dumping and illegal street 
trading 

o Monitoring of the 1 hour parking system in the CBD, to ensure that the available 
parking space is not being abused by certain motorists by parking for longer 
than the stipulated maximum period and thus deny other motorists the 
opportunity to park their vehicles. 

o Conducting point duty at strategic intersections during peak periods in the 
morning and afternoon to specifically ensure that young primary school learners 
do cross the roads safely. 

Strategic Objectives 

Lisencing 

• To continue facilitating efforts to lobby the Gauteng Department of Roads and 
Transport to provide funding for the upgrade of the DLTC/VTS facility in Westonaria 
in particular because of its small size. 

• To ensure effective implementation of the SLA between Province and Council. 

Social Crime Prevention 

• To ensure effective implementation of the adopted Westonaria Community Safety 
Plan and this will also include the review thereof. 

• This localised Community Safety Plan is actually the extension of the Gauteng 
Safety Plan 2006-2014. The two plans are aligned to the National Crime Prevention 
Strategy. 


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Traffic Management 

• To motivate for the appointment of additional Law Enforcement Officers in order to 
do effective law enforcement 

• To ensure that the Digital Camera Speed Law Enforcement System is effective and 
benefits Council in all respects. 

• To ensure that a modern and fully equipped Roadblock Trailer is procured and 
effectively utilised. 

• To ensure effective monitoring of the SLA signed with the Digital Camera system 
service provider. 

Internal Security 

• To ensure that provision is made in the 2011/12 budget for guard houses in order to 
protect the security guards against the elements 

• To ensure proper management and monitoring of the SLA signed with the Security 
Service Provider 

Projects and Programmes for 2011/2012 

The following are the main Public Safety Projects and Programmes for the 2011/12 

financial year: 

• Source funding for the upgrading of the Vehicle Testing Station and the Driving 
License Testing Centre facility. 

• Fully and effectively implement the Community Safety Strategy 

• Enhancement of the Traffic Management System by increasing the number of 

roadblocks and road safety awareness campaigns 

WASTE MANAGEMENT, PARKS & CEMETERIES 

Responsible Person: M Mokwana (011) 278-3089 

WASTE MANAGEMENT 


Developmental Goal 

The Waste Management Sub-Section forms an integral part of the Directorate: 

Community Services, which is responsible for the management of solid waste throughout 

greater Westonaria. To provide adequate, reliable and affordable service to inhabitants of 

greater Westonaria. 

Strategic Issues 

• Inability to extend waste collection, waste transportation, and waste treatment and 
disposal facilities to all Communities including rural areas. 

• Lack of vehicle replacement policy for replacement of aging waste collection vehicles 
and lack of vehicle maintenance plan to ensure proper maintenance. 

• Inability to fill vacant positions in the section and building employees capacity and 
skills due to cash flow constraints and insufficient budget. 

• To extent waste collection, waste transportation, waste treatment and disposal 
facilities to all communities including rural areas. 

• Generation of employment and income for community members involved in waste 
collection. 

• Lack of Communities’ participation to take responsibility for their cleanliness in their 
urban environment. 


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• Alarming illegal dumping as a result of unreliable waste collection rounds. 

• Pending Integrated Waste Management Plan (IWMP) in collaboration with West 
Rand District Municipality. 

o Minimization of waste generation 

o Maximize waste recycling and re-use 

o Ensure safe and environmentally sound waste disposal. 

Strategic Objectives 

• Extend waste collection, transportation, treatment and disposal facilities to all 
communities including rural and un-serviced areas by 2014. 

• Waste separation at source programme in high income Areas to be fully 
implemented for waste generation areas. 

• All waste is disposed of in a manner meeting Department of Water Affairs and 
Forestry now DAFF. 

• Replacing waste collection vehicles and ensure proper maintenance. 

• Establishment of Municipal Service Partnerships ( MSP) in waste collection to be 
implemented by December 2012. 

• Investigate and replacement of entire waste collection fleet by June 2014. 

• A potion of waste stream to be reduced at source, re-used and recycled/composted. 

• Waste Management System in the Municipality to become economically 
independent and profitable by 2014. 

• Illegal dumping of waste will be reduced by 50% from 5 000 tons per annum to 2500 
ton by 2012. 

• Eradicate non-compliance Transfer Station in Bekkersdal and establishment of 
Compliance T Stations in Bekkersdal. 

• Work towards an effective Integrated Waste Management Plan (IWMP) in 
collaborating with West Rand District Municipality. 

• Westonaria Local Municipality to have updated and approved IWMP by June 201 2. 

• Provision of storage facilities to all residents of Westonaria by 2014. 

Projects and Programmes for 2011/12 

• Purchase of waste collection vehicles 

• Purchase of 2401 bins 

• Purchase of Computer 

• Purchase of TLB 

• Construction of Waste T ransfer Station 

• Construction of Female Change rooms 

• Update IWMP 

• Develop and Implement Integrated Waste Management, Education and Awareness 
Strategy 

• Update and enforcement of Waste By-Laws 

• Facilitate the running pf Ward -based Cleaning Campaign with all stakeholders 
including sector Departments. 

• Implement the Extended Public Works Programme (EPWP), in collaboration with 
SERITI INSTITUTE. 

• Upgrading of Landfill site( MIG) 


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PARKS AND CEMETERIES 


Developmental Goal 

The Parks & Cemeteries Sub-Section forms an integral part of the Directorate: 
Infrastructure, Development & Planning which is responsible for the management of parks, 
cemetery and crematoria facilities throughout Greater Westonaria. 

Strategic Issues 

• Lack of Integration of sports and recreation facilities and activities 

• Establishment of no-racial and non-sexist culture by making sports and recreational 

facilities accessible to all at grass roots level. 

• Promotion of urban forestry and greening 

• Outdated By-Laws 

• Lack of open space policy 

• Promotion, protection and conservation of national resources 

• Optional Utilization of the open spaces to avoid illegal dumping spots which are an 
eyesore to communities and to reduce crime. 

• Creation of healthy and tranquil living environment 

• Maintain and enhance the ecological integrity of natural systems 

• Creating a conducive and safe area for recreational and leisure. 

• Ensuring that all resident of Westonaria receive reliable and affordable cemetery 
service. 

• Low Cemetery tariffs resulting in influx of burials from neighbouring Municipalities 

• Lack of burial space due to increased death rate. 

• Alternative burial methods for preservation of burials space in Westonaria 

Strategic Objectives 

• Implement open space upgrading and Maintenance to improve the open spaces to 
people ratio by 2014. 

• Properly maintain existing recreational facilities and make them accessible to all the 
broader community by December 201 2 

• Develop the appropriate facilities and infrastructure that will ensure the provision of 
Cemetery services to entire Westonaria community by 201 2. 

• Capacitate and recruit competent personnel that will ensure efficient service delivery 

• Introduce alternative burial methods for the preservation of burial space in 

Westonaria by 2014 

• Continuously engaging needs analysis programme. 

Projects and Programmes for 2011/12 

• Purchase of Horticultural equipments by June 2012 

• Purchase of Leden Machine by June 2012 

• Implementation of Greening & Beautification Project.( EPWP) by June 2012 

• Maintenance of Open Spaces & side walks by June 201 2 

• Maintenance of Municipal Buildings ( Gardens & Beddings) by June 2012 

• Digging of graves and Maintenance of Cemeteries by June 201 2 

• Development of Parks by June 2012 

• Develop open space Policy by December 201 1 

• Update Cemetery and Parks by-laws December 201 1 


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• Review Cemetery burial Tariffs by June 2011 

• Development of Simunye Cemetery ( MIG). 

D1.3 ECONOMIC SERVICES 
1.3.1 FINANCIAL SERVICES 


Finance 

Chief Finance Officer: Mr M van Brakei (011) 278 3011 

Expenditure 

Responsible Person: T du Toit (Oil) 278 3051 

Developmental Goal 

• The expenditure section is responsible to manage the expenditure of Council in an 
effective and efficient manner, considering the cash flow situation, agreement to 
pay service providers within thirty days of delivery of the service and other related 
policies and regulations. 

• To focus the application of resources to address the needs and backlogs in 
previously disadvantaged areas. 

Income. Revenue and Debt Collection 

Responsible Person: H Botha (Oil) 278 3053 

Developmental Goal 

• The income section is responsible for the services provided in accordance with 
household affordability levels in the Council area. 

• It is responsible for the implementation of the turn-around strategy, which includes 
indigent registration process, debt collection, credit control and the installation of 
pre-paid water meters, ensuring that services are provided to the community in a 
sustainable manner. 

Financial Planning 

Responsible Person: Mrs R Kiiian (Oil) 278 3052 

Developmental Goal 

• It is this section’s responsibility to facilitate access to appropriate funding from the 
private sector through management, co-operative planning and creating a climate 
conductive for investor confidence. 

• To identify, access, mobilise and manage the appropriate financial resources for 
infrastructure investment by the Council. 


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Strategic Objectives 

• Develop long-term tariff and income strategies that will ensure the financial 
sustainability of the Council without overburdening the taxpayer and consumer of 
services in the council area. 

• Manage the future cash flow position of Council in such a way that - 

o an envisaged capital investment programme can be sustained 
o acceptable liquidity levels can be sustained at minimum cost to the Council, 
and 

o the general tax and resource base of the Council are optimised. While 
Council realises the importance of addressing and redressing key aspects of 
its previous service provision policies. It is also necessary to make 
adjustments over the short term in order to sustain and improve the quality 
of life of all stakeholders in Westonaria over the longer term 
o maintaining strict debt collection and credit control measures and review 
indigent registration process 

o installation of pre-paid water meters in all areas, but special focus on low 
payment areas. 

• Optimise the resource base of Council within the context of: 

o full cost recovery from the end-user for services rendered 
o using subsidies as a vehicle to solve short- and medium term problems and 
not as a mechanism to sustain unaffordable services to selected consumers 
or consumer groups 

o being sensitive to the needs and requirements of the business sector, and 
o adopting policies and strategies that will ensure economic growth and the 
broadening of the tax base of the town. 

Supply Chain Management 

Responsible Person: Mrs C van Buuren (011) 278 3054 

Developmental Goal 

• It is the responsibility of this section to provide a policy framework to institute and 
maintain a supply chain management system which is transparent, efficient, 
equitable, competitive and ensures best value for money and promotes local 
economic development. 

• To transform outdated procurement practices into an integrated supply chain 
management function to ensure that supply chain management forms an integral 
part of the financial management system. 

Strategic Objectives 

• Provide an information technology service to Council varying from advice to 
implementation of new systems 

• By adopting a supply chain management policy, further to pledge the full support 
of the Proudly South African campign and the observance of all applicable 
legislation, including specifically the - 

o Preferential Procurement Policy Framework Act, Act no 5 of 2000 
o Broad Based Black Economic Empowerment Act, Act no 53 of 2003 

o Municipal Financial Management Act, Act no 56 of 2003, and 

o Construction Industry Development Board Act, Act no 38 of 2000. 


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• Increase employment opportunities through procurement by specifying labour 
friendly techniques and/or labour intensive methods of construction in tender 
documentation 

• Stimulate and promote local economic development in a targeted and focussed 
manner. 

Local Economic Development 

Responsible Person: Mr G Peele (011) 278-3133 

Objective 7; To develop a strong, dynamic and balanced economy. 

Objective 2: To create an efficient and productive town through the growth and 
development of the local economy. 

Objective 3: To assist small and medium sized enterprise development and the 
implementation of various programmes and initiatives to give effect to this strategy. 

Objective 4: To broaden and diversify the local economy and broaden the tax base to 
provide better services to the entire community. 

Objective 5; To increase the attractiveness of the town for new investment. 

Objective fi.-To optimise the opportunities provided by the mining sector. 

Objective 7; To improve co-ordination and co-operation between tourism stakeholders. 
Objective 8: Establish strategic action plans for identified niche markets 
Objective 7: To improve co-ordination and co-operation between tourism stakeholders 
Strategies to achieve these objectives: 

One of the key economic aspects to be addressed is the decline of the local mining 
industry. Although the importance of the mining sector is declining, it still remains the 
dominant economic sector in the region. What is thus required is a phased approach 
over the medium to long-term to counter the negative effects of the declining mining 
sector. 

There are two important sectors which can play a leading role in this approach i.e. agro- 
industries and manufacturing linked to the massive expenditure of the gold mining 
industry on stores and equipment. This expenditure is massive in volume and is mainly 
spent outside the boundaries of Westonaria. Local industries and agriculture are 
potential beneficiaries of this expenditure. 

The major categories of products required by the gold mining industry include; 

• Building and road-making material; 

• Chemicals; 

• Clothing; 

• Electrical (cables, equipment, machinery and spares); 

• Food for employees; 

• Iron and steel products; 


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• Shaft equipment; and 

• Pumps and related equipment. 

The local mining industry thus provides a number of potential opportunities in a variety of 
economic activities. 

The land redistribution programme of the Department of Land Affairs needs to be 
supported and implemented. Specific attention should be given to the establishment 
agro-industries involved in the processing of agricultural produce from both small scale 
and commercial farming activities. 

Specific implementation projects and principles to support the issues outlined above 
include the following: 

• Initiate an Economic Study to ensure that proposed industrial land development can 
successfully meet the demands of the private sector. 

• Formulate an Urban Agricultural Policy to broaden the economic base of the area. 

• Harness local skills in Public Works Programmes related to housing and other 
major infrastructure projects. 

• Formulate a strategy to address the formalisation of the informal sector. 

• Prepare an Integrated Marketing Strategy for the Westonaria Local Municipality. 

• Investigate the possibility of establishing of a Small Business Development Centre. 

• Partake in one tourism imbizo per annum. 

• Development of a Cultural and Heritage, business and Youth tourism plan. 


D1.4 INSTITUTIONAL SERVICES 
1.4.1 CORPORATE SERVICES 


Head of Department: Vacant 

Legal Services 

Responsible Person: Mr B van Niekerk (011) 278-3022 

Objective: To provide legal advice and enabling support to Council, the Mayoral and 

Portfolio Committees of Council, as well as to the Political Office Bearers, the Municipal 

Manager, Heads of Departments and Departments/Sub-Clusters; 

Strategies to achieve these objectives: 

• Develop, implement, monitor and review work process and control systems; 

• Define and adjust the job content, role boundaries, and workflow processes against 
functional responsibilities and service delivery requirements; 

• Determine staffing levels and prepare motivations for the filling of vacancies to 
complement functional objectives and requirements; 

• Conduct appraisals to measure performance and objectives accomplished against 
agreed targets, and reviewing goals and adjusting or setting new objectives where 
required; 

• Communicate with the HOD: Corporate Services on specific key performance areas 
and service delivery plans and objectives of the Department with a view to align the 
functions and service delivery objectives with the capacity and capability of the 
Legal, Services Section;; 


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• Formulate and implement procedures, systems and controls to regulate specific 
work and work sequences associated with the functional areas of the Section; 

• Formulate and implement interventions which may be necessary to ensure 
functionality and to support core service delivery areas; 

• Prepare capital and operating budgets for the Section and control expenditure 
against the approved budget allocations; 

• Co-ordinates and execute specific administrative and reporting requirements 
associated with the key performance and result indicators of the Section. 

Property 

Responsible Person: Vacant 

Objective: Jo provide a property management service to the Municipality. 

Housing Section 

Responsible Person: Vacant 

Development Goal 

Create sustainable communities in Westonaria by meeting the housing demand of the 
different communities. 

Strategic objectives and successful implementation of the housing demand and back log 
is subject to the budget allocation and project implementation mandated by the 
Department Local Government & Flousing. 

Strategic Issues 

• Identifying well-located and suitable land to meet the housing demand. 

• Addressing the 16 500 housing backlog in Bekkersdal and other areas on the 
housing demand list in sustainable human settlements. 

• Relocation of the Bekkersdal hostel. 

• Participate in initiatives to identify social and economical amenities needed when 
housing construction start. 

• Relocation of Thusanang and Waterworks informal settlement. 

Strategic Objectives 

• Lobby and communicate with mines and other land owners to obtain sufficient 
land for the relocation of Bekkersdal, Thusanang and Waterworks informal 
settlements. 

• Provincial Budget : Process already in its fifth year. The relocation of the 16 500 
families to be relocated to Westonaria South and Droogeheuwel and Middelvlei 
in Randfontein. 

• The Bekkersdal hostel has been privatised. 

• Participate in initiatives with other stakeholders on the Westonaria South Co- 
ordinating Committee to identify social, economical and safety needs when 
housing construction starts. 

• Major stakeholders represented are: 

o South African Police Services 

o Department of Local Government 


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o Gauteng Health Services 

o Gauteng Social Services. 

• Lobby and participate in meetings with Gauteng Department of Housing to include 
the Waterworks and Thusanang informal settlements in the relocation process to 
Westonaria South, Droogeheuwel and Middelvlei. 

Housing Delivery Projects 

• Bekkersdal Renewal and Relocation Project, 14 500 families to be relocated to 
Westonaria South, Droogeheuwel and Middelvlei. 

• Relocation of Waterworks and Thusanang 2000 families to Westonaria South, 
Droogeheuwel and Middelvlei. 

• It is to be noted that the housing backlog list reflects 2000 or more names that are 
also to be considered for the allocation of houses bringing the total to 18 500 
families. 

An executive summary of the Housing Sector Pian for 2007 - 2012 is avaiiabie at the 

Office of the Manager: Housing. 

Administration Section 


Responsibie Person: Mrs M E Engeibrecht, (011) 278 3024 

Developmental Goals 

• To provide efficient and effective office administration 

• To render committee support service through efficient minute taking, compilation of 
agendas and timeously distribution of documents 

• To render sustainable printing services to internal and external stakeholders. 

• To provide for effective access control measures at identified service points. 

• To implement and manage departmental asset register 

• To provide a transparent and participatory Ward Committee System. 

Strategic Issues 

• Non-compliance with legislation governing records management. 

• Proper coordination of committee support services. 

• Lack of proper monitoring municipal transport service. 

• Need for effective facility management programme 

Strategic Objectives 

• Development of a policy and procedural manual for the safekeeping of all records in 
compliance with the National Archives Act (Act 43 of 1996) and to ensure that 
processes for retrieval of records and provision of information are in place. 

• Implement and coordinate committee procedures and follow up processes on the 
implementation of Council and Mayoral Committee Resolutions. 

• Efficient application of resources. 

• Provide a building management and maintenance programme in compliance with the 
relevant legislation. 

• Implementation and maintenance of an access control system to ensure a 
manageable and secured environment within the identified municipal buildings. 


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• Create and workshop a Customer Care Policy within the framework of the Batho 
Pele principles by improving response times to customer queries through a 
centralised query registration and follow up process. 

• Compile and maintain a Departmental Assets Register in compliance with prescribed 
legislation and reconciliation of Municipal Asset Register. 

• Successful establishment of Ward Committees within all 15 Wards. Empowerment of 
Ward Committees through partnership with the Department of Local Government 
and Housing. 

Projects and Programme 

• Renovation of municipal buildings 

• Implementation of CIPAL Ariadne electronic records management application 

• Preparation for hosting of the National Archives Week. 

• Disposal of closed records 

Human Resources Section 


Responsible Person: Ms S Maqhubu, (011) 278-3026 

Developmental Goal 

• To provide an effective and efficient human resource strategic and administration 
support through recruitment and selection, benefit and payroll administration and 
conditions of service. 

• To ensure skilled workforce through skills development and training intervention 

• To ensure fair representation of the workforce through employment equity initiatives 

• To promote a conducive working environment through effective labour relations, 
good employer/employee relations, provision of a healthy and safe working 
conditions and employee wellness 

Strategic Issues 

• Lack of Integrated Human Resources Strategy 

• Lack of Employment Equity Plan 

• Outdated policies 

• Review of organisational structure to ensure achievement of organisational 
objectives and address the capacity challenges 

• Lack of fully operational employee wellness program 

• High volume of grievance and disciplinary cases 

Strategic Objectives 

• To develop the Integrated Human Resources Strategy 

• To develop a 5-year Employment Equity Plan and implement the plan to meet the 
employment equity and affirmative action targets 

• To review and develop HR Policies 

• To review and align current organisational structure 

• To develop an EAP Policy and Programme and facilitate the implementation thereof 

• To provide training on Disciplinary Code to all supervisors and managers and 
maintain a disciplined workforce 

• To comply with the Occupational Health & Safety Act, Workmen’s Compensation 
Act, and advocate safety in the workplace 


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• To capacitate the workforce, Councillors and Ward Committees through training 
and development initiatives 

Projects and Programme 

• Develop a Human Resource Strategy and Material Master Plan through policies 
and procedural manuals, i.e. Equity Plan, etc. 

• Develop an organisational structure (organogram) that is aligned to IDP, HR 
Strategy, Employment Equity and addresses the needs of the organisation. 

• Implementation of Council Resolutions and restructuring processes. 

• Develop and implement an Employee Assistance Policy and Programme (EAP). 

• Develop a framework on the maintenance of discipline in the workplace in 
compliance with labour law and legislative labour divisions, i.e. SALGBC and 
CCMA in partnership with local unions through the Local Labour Forum. 

• Conduct a Skills Audit to identify the skills gaps, and develop strategies to address 
the gaps. 

• Implement and maintain National and Provincial skills development strategies in 
compliance with the Employment Equity Plan and Workplace Skills Plan 
(establishment of local Training Committee). 

• Re-enforcement of the Health and Safety Committee in compliance with 

• Total revision of the Employment Equity Plan/Policy in alignment with other Human 
Resources Plans (i.e. WSP) and Policies. 

• Incorporate Councillor and Ward Committee members training programmes in the 
Workplace Skills Plan. 

Communications: 


Responsible Person: Mr K Madiehe (011) 278 3086 

Developmental goal 

Ensuring effective communication and information services for the Municipality. 

Strategic Issues 

• Shortage of staff and financial constraints hinder projects and programmes 

• Imperceptible and ineffective internal communications forum which results in lack of 
communication within the Municipality 

• Lack of certain skill like web mastering (uploading, technical issues etc 

Strategic Objectives 

Objective 1 : Develop communication strategy, policy and procedure. 

Objective 2: To develop action plan, procedures and performance monitoring 
mechanisms for implementing communications programmes. 

Objective 3: Lead and direct both external and internal communication for the 
municipality 

Objective 4: Develop communication bulletins, information booklet and electronic 
communication stations. 


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Objective 5: Liaise with media. 

Objective 6: Initiate and provide editorial expertise for the publication of booklet. 

Objective 7: Create partnerships with appropriate institutions, including media houses 

Objective 8: Provide communications training and empowerment either internally or 
source external support and develop training manuals for communications. 

Objective 9: Establish a central communication station where both the community and 
staff views can be submitted in writing 

Strategies to acliieve thiese objectives: 

• Promote daily interaction with all stakeholders, especially the community through 
our network 

• Promote their participation in all the projects and programmes 

• of the Municipality 

• Rebuild and implement internal communications (communication forum and 
stations) 

• Reviving our relations with media especially radio. This being the most powerful 
platform, it can be used to communicate projects like “pay for your services” etc. - 
Accelerate newsletter project. 

• Get training on webmaster course 

Projects and Programmes 

• Newsletter or Magazine 

• Pay for your Service project 

• Website update and development 


1.4.2 PERFORIVIANCE AND COIVIPLIANCE 


Head of Department: Vacant 

Performance and Compliance 

Responsible Person: Vacant 

Development Goal 

The Performance and Compliance Department forms a fundamental part of Council and 
its activities. The development goal of this Department is to develop and implement a 
Performance Management System that measures performance and progress of officials 
and Council linked to the Integrated Development Plan (IDP), the Budget and the 
Service Delivery Budget Implementation Plan (SDBIP). 

Another development goal of the Department is to implement a risk management 
strategy for Council and the various Departments of Council. 


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Strategic Issues 

Official buy-in into the system and constant updating of information. 

• Officials to understand and value the performance management system as a 
management tool. 

• Regular monitoring and evaluation of the system of Council to ensure compliance 
with legislation and policies. 

• Generation of interest into applying risk management principles in day to day 
activities. 

Strategic Objectives 

To ensure that the performance contracts of the Municipal Manager and the 
Section 57 officials are entered into timely and that annual performance 
agreements are entered into within 14 days after the approval of the budget. 

• To ensure that the performance contracts and agreements of the Municipal 
Manager and the Section 57 officials are aligned to become the Scorecard of 
Council. 

• To ensure that Council activities are performed in compliance to legislation, 
policies and procedures. 

• To develop, implement and maintain a risk management strategy for Council and 
the various Departments to form the global risk management plan for Council. 

Projects and Programmes for 2011/12 

Operational (Outcome 12 - Output 1) 

• Implement a Performance Management System for Council measuring the 
achievements and identifying areas to be improved upon. 

• Monitoring and evaluating the systems of Council to ensure compliance with 
legislation and policies of Council. 

• Exercise sound financial management and on a quarterly basis prepare and 
submit Service Delivery and Budget Implementation Plans to the Municipal 
Manager. 

• Link up with the service provider to ensure proper functioning of the performance 
management system. 

Implement a Risk Management Strategy for Council and its various Departments 

Capital - None 

Posts will not be filled 2011/12 financial year. 

1.4.3 OFFICE OF THE MUNICIPAL MANAGER 


Act Municipal Manager: Mr T Ndiovu (011) 278-3000 

Office Manager: 

Responsible Person: Vacant 

Development Goal 

The Office Manager in the Office of the Municipal Manager forms an integral part of the 
efficiency of this office. The development goals are therefore: 

• To coordinate the smooth running of activities in the Office of the Municipal 
Manager and provide overall support. 


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• To establish good relationships with all relevant role players to improve information 
flow, effectiveness and efficiency. 

Strategic Issues 

• To improve the gathering of relevant information from the various Departments of 
Council, sector departments and other institutions. 

• Coordinating the diverse functions performed in the Office of the Municipal 
Manager. 

• Create an environment conducive for problem solving and facing challenges. 

Strategic Objectives 

• To effectively coordinate the inputs received from various role players enabling the 
Municipal Manager to make informed decisions. 

• Monitor and evaluate the submissions received to be signed by the Municipal 
Manager ensuring all relevant information is provided. 

• Define and adjust the job content, role boundaries, workflow processes against 
functional responsibilities and service delivery requirements. 

Projects and Programmes 

Operational Projects (Outcome 9 - output 5) 

• Observe the current way of doing business and improve where necessary. 

• Implement a protocol to meet with the Municipal Manager. 

• Exercise budget control and on a quarterly basis complete and submit the Service 
Delivery and Budget Implementation Plan (SDBIP) for the Office. 

• Coordinate and streamline the quarterly submission of Performance Management. 
Scorecards of Heads of Department to the Municipal Manager. 

Capital Projects 

No capital projects. 

• Post will not be filled during 2011/12 financial year 

Internal Audit 


Responsible Person: Mrs E Botha (011) 753 1953 

Development Goal 

The Internal Audit Unit forms a fundamental part of the Office of the Municipal Manager 
and is responsible for providing an independent and objective internal audit service to 
Council in its entirety. 

Strategic Issues 

To improve the internal audit activity by working towards Operation Clean Audit as 
initiated by the Office of the Auditor-General. 

• Create an awareness of the value of the Internal Audit Unit to Council and its 
various Departments. 

Strategic Objectives 

Continuously improve the skills and abilities of the staff members of the Internal 
Audit Unit to keep abreast of the latest developments and trends. 


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• Audit the activities of Council with the aim to add value to the governance 
processes, risk management and controls. 

• Regularly gives feedback to the Municipal Manager on achievements and 
challenges. 

• Provides administrative support to the Audit Committee. 

• Annually review the Charters of the Audit Committee and the Internal Audit Unit. 

Projects and Programmes for 2011/12 financial year 

Operational Projects (Outcome 9 - Output 5 Improve municipal financial administrative 

capability) 

• Develop a three year risk-based audit plan for Council. 

• Convene at least 4 Audit Committee meetings per annum. 

• Create an awareness of possible realities that could lead to fraud and corruption. 

• Regularly attend training courses to upgrade and maintain the skills base of the 
unit. 

• Develop an action plan to implement performance information audits as required 
by legislation. 

• On a quarterly basis audit the performance scorecards of the Heads of Department 
and report accordingly. 

• Install Teammate software on the laptops of the Internal Audit staff members. 

• Continue with membership to the Institute for Internal Auditors of South Africa. 

• Exercise financial control and on a quarterly basis complete and submit the Service 
Delivery and Budget Implementation Plans (SDBIPs). 

Capital Projects 

• Purchase 1 Laptop and 1 Printer to the value of R22 000 (Outcome 9 - Improve 
Financial and Administrative capability) 

Integrated Development Plan 

Responsible Person: Vacant 

Development Goal 

The development goal of the Integrated Development Plan (IDP) is to develop and 

manage a user-friendly IDP reflecting the activities of Council for the next coming five 

years. 

Strategic Issues 

• Promoting the IDP as a valuable document reflecting future developments planned 
by Council. 

• Diversity to cope with all the activities and functions linked to the IDP. 

• Closer cooperation with other entities and role players to improve the value and 
credibility of the IDP process and document. 

• To ensure that the IDP process and end result restore the trust of the community in 
local government. 

Strategic Objectives 

• Develop and adopt a process plan outlining the role players, the key functions and 
timeframes. Ensuring buy-in form all relevant parties. 

• To prepare and revise the IDP of Council addressing the needs of the communities 
within the constraints of the budget. 


158 


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4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


• Ensure that the Ward Committees and Community Development Workers are fully 
aware and involved in the process. 

Projects and Programmes 

Operational (Outcome 9 - output 4 - Refine Ward Committee model to deepen 

democracy) 

• Promoting the IDP as a valuable document reflecting on future developments in the 
area. 

• Establish closer cooperation with other entities and role players to improve the 
value and credibility of the IDP process and document. 

• Ensure that the projects are in line with Council financial ability to be able to deliver 
on its promises. 

• Liaise with Office of the Speaker and Councillor Support Unit to convene public 
participation meetings and relevant interest groups. 

Capital Projects 

• Purchase 1 Laptop, 1 Printer and Scanner to the value of R22 300 (Outcome 9 - 
Improve Financial and Administrative capability) 

• Purchase office furniture to the value of R30 000 (Outcome 9 - Improve Financial 
and Administrative capability) 

Project Management Unit 

Responsible Person: PMU Manager: Ms S. Bell (011) 278 3083 

Objective 1: Co-ordinate identification of infrastructure projects for inciusion in IDP 
Objective 2: Prepare capital and operating budgets and receive and administer MIG funds 
Objective 3: Manage, report on, monitor and evaluate MIG projects 

Strategies to achieve these objectives: 

4- Produce medium term capital plans and operational budgets which reflect projects 
to be funded in each sector (roads, water, sanitation, and so on) as required by the 
Division of Revenue Act 

4- Fulfil all the financial functions to administer MIG funds, such as budgeting, 
financial management and financial reporting 
4- Manage MIG projects, including: 

o registering MIG projects on the national data base 
o commissioning and assessing feasibility studies 

o ensuring the development of project business plans and appraisal thereof and 
o making recommendations concerning project to be approved 
o managing MIG projects through the project cycle 

o developing terms of reference and contracting and managing technical and 
social practitioners/ consultants as required 
o contracting and managing implementing agents if projects are to be 
implemented by an agent outside of the municipality 
o ensuring that projects address sustainability issues 

o co-ordinating capacity building at project level to ensure a programmatic 
approach where appropriate 

o project monitoring and intervention where necessary to keep projects on track 
o MIG programme and project reporting. 


159 


Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 



THE SPEAKER 
Cllr S Monoane 

And 28 Councillors 


Executive Mayor 
Cllr MA Khumalo (Ms) 



Infrastructure 
Development & 
Planning Portfolio 
Committee 

Cllr J Motsepe (Ms) 


/ 

Corporate 
Services Portfolio 
Committee 

Cllr A Gela (Ms) 

V V 



Community Services 
Portfolio Committee 

Cllr A Ntsiba 



Finance Portfolio 
Committee 

Cllr M Mosimane (Ms) 


Human Settlement 
Portfolio Committee 

Cllr N Mndayi 


Infrastructure 
Development & 
Planning 

Mr M Machaba 


Responsible for: 

Electricity 
Water & Sewer 
Roads & Stormwater 
Building Inspector 
Mechanical Workshop 
Project Planning 
Landfill 


uuiiiiiiuiiiiy oerviues 


Ms T Morolo 


Responsible for: 

Health & Social Dev. 

HIV /AIDS 
Sport, Recreation, 
Arts, Culture, Heritage, 
Library & Info Services 
Public Safety 
Disaster Management 
Security 

Waste Management 
Parks & Cemeteries 


MUNICIPAL MANAGER 


Internal Audit 

Vacant - Act TC Ndlovu 

^ 1 ^ 


Information Technology 

Prnippt Mananpmpnt fPMI H 



Corporate 

Services 


Vacant 

Responsible for: 

Human 
Resources 
Administration 
Legal & Property 
Town Planning 
Housing 
Communication 


Finance 


Mr H J van Brakel 


Responsible for: 

Accounts 
Income 
Revenue 
Debt Collection 
Expenditure 
Management 
Accounting 
Reporting 
Financial Planning 
Local Economic 
Development (LED) 


Performance & 
Compliance 


Vacant 


Responsible for: 

Performance 
Management 
Compliance & Risk 
Management 


Strategic Support 
Services 

Vacant 


Responsible for: 

Procurement & 
Stores 

Management 
Integrated 
Development Plan 
(IDP) 


'160 

















Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


D 3 INSTITUTIONAL ANALYSIS 


The implementation of the development strategies, programmes and projects are closely 
linked to the capacity within the local municipality. The staff structure reflects on the 
high level design. A gender break down of staff members and Councillors is provided as 
well as the skills development that was undertaken. 

D3.1 EMPLOYMENT EQUITY PLAN 

The Employment Equity Act, 1998, passed by Parliament, is primarily aimed at 
redressing the imbalances of the past and creating employment opportunities for people 
who did not have opportunities in the past. The Act categorises these people as 
designated groups, i.e. women, the disabled and Africans (including Indians and 
Coloureds). 

The Act requires an employer to draw up a plan that will redress the imbalance in the 
organisation’s employment profile. This plan must cover a period of not less than 1 year 
but not longer than 5 years. It must then be submitted to the Department of Labour. The 
Department then monitors the adherence to the plan by means of periodic reports. 

Westonaria Local Municipality is in the process of compiling a new five (5) year 
Employment Equity Plan which will be finalized the 1®* Quarter of the 2011/12 financial 
year. 

The Employment Equity EEA2 and EEA4 Reports were submitted to the Department of 
Labour on 30 September 2010. 

D3.2 POLITICAL STRUCTURE 

29 Councillor seats. The Executive Mayor and Chief Whip are women. The Mayoral 
Committee consists of two male and four female councillors. The gender balance within 
Council is 12 males and 17 females. 

D3.3 STAFF COMPLIMENT 

Currently Westonaria Local Municipality has 410 employees of whom 143 are female, 
constituting 35% and 267 male, constituting 65%. Seventeen (17) people with 
disabilities are in full-time employ. Five (5) interns are doing their internship at the 
Department of Finance, one (1) at Infrastructure, Development & Planning (ID&P) and 
two (2) at Corporate Services. 

Senior Management consists of the Acting Municipal Manager with 5 Section 57 Pleads 
of Department (FIOD) of which three (3) are vacant. The gender balance reflects three 
men and one woman. 

Management level allows for 17 officials. The gender balance is 4 females and 10 
males. Three (3) vacancies exist. 

D3.4 UNIONS 

There are two trade unions representing employees within Council, namely: 

> IMATU (affiliated to FED USA) 

> SAMWU (affiliated to COSATU) 


161 




Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


The Local Labour Forum (LLF) has been reconstituted and a new Chairperson was 
elected, including the Chairpersons of the three LLF Subcommittees. 

D3.5 THE WORKPLACE SKILLS PLAN 


A critical requirement of an effective workplace skills plan is to link the skills needs of 
Council to the organizational strategic priorities. This implies that any training 
undertaken must directly contribute to the overall success of the organisation. The skills 
needs must flow from the IDP whilst the IDP should inform the municipality’s strategic 
objectives, which in turn should inform each department or division’s objectives. 

The success of a skills development programme depends on a commitment to skills 
development within the organization and support from Councillors, Senior Management 
and officials to see it through. 

The success of this process relies on the active participation of all stakeholders. 

• Maximum stakeholder commitment: Managers and supervisors need to know 
exactly what the skills needs, arising out of their department’s objectives are. 
Managers need to monitor the progress of acquiring those skills and need to be 
able to evaluate the impact of the new skills on their department’s performance. 

• On the most basic level, managers need to incorporate training planning into their 
business plan and budgeting cycle: It is vital that managers share the responsibility 
of training and not see it purely as the responsibility of the FIR Section. The role of 
the Skills Development Facilitator is to facilitate the training process with managers 
and supervisors. 

• Employees need to participate in identifying their individual skills needs against 
organisational objectives: Managers have to include skills matters in their 
weekly/monthly briefings to staff. 

Workplace Skills Plan: 1 July 2009 - 30 June 2010 

Westonaria Local Municipality finalised its Workplace Skills Plan (WSP) for the 
2009/2010 financial year and submitted it to the LGSETA. This plan clearly outlines that: 

• All departments were consulted during the compilation of the WSP process; 

• WSP is friendly towards blue collar workers and skills required in that section. 

Due to Council’s financial situation, all training interventions were placed on hold since 
October 2008. Training interventions requiring no financial expenses are still proceeded 
with. 

Westonaria Local Municipality did fairly well with the implementing of its Workplace Skills 
Plan in terms of the training of staff and Councillors despite the financial situation 
currently experienced. 


162 





Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


Implementation: 

The following courses were attended, to date, to empower councillors and officials with 
the necessary qualifications and skills to improve their performance and service delivery. 


Councillors 


COURSE NAME 

SERVICE 

PROVIDER 

No. Attend 

GENDER 

Male 

Female 

National Certificate 
for Municipal 

Governance 

University of 

Johannesburg 
(SALGA Initiative) 

3 

1 

2 

Public Administration 

UNISA 

2 

1 

1 

Administration N4 

WESTCOL 

1 

0 

1 


Employees 


COURSE NAME 

SERVICE 

PROVIDER 

No. Attend 

GENDER 

Male 

Female 

Local Government 
Accounting Cert. 
NQF3(1 year course 
=Oct09-Oct 10) 

REGENESYS 

(AAT(SA)) 

1 1 employed 

4 unemployed 

3 

1 

8 

3 

Project Khaedu - 
Batho Pele Change 
Management 

Training 

PALAMA 

3 

0 

3 

IDP Training 

DBSA 

1 

1 

0 

Electrical training 


2 

2 

0 

Contract 

Management 

GCRA 

3 

2 

1 

Local Government 
Accounting Cert. 

NQF3 (1 year 

programme: start 

Feb. 2010 

Feb/March 2011) 

TIPPFOCUS 

(AAT(SA)) 

5 

0 

5 

Local Government 
Advanced 

Accounting 

Certificate (18 

months course 

Feb. 2010 to Jul/Aug 
2011) 

REGENESYS 

(AAT(SA)) 

5 

1 

4 


163 





Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


COURSE NAME 

SERVICE 

PROVIDER 

No. Attend 

GENDER 

Male 

Female 






National Certificate 
for Municipal 

Governance 

University of 

Johannesburg 
(SALGA Initiative) 

3 

3 

0 


Workplace Skills Plan: 1 July 2010 - 30 June 201 1 

A draft Workplace Skills Plan was submitted to the LGSETA on 30 June 2010. The final 
WSP was delivered at the LGSETA on 20 October 2010. All departments were consulted 
during the compilation of the WSP process - internal skills audit. 

Implementation of the Workplace Skills Plan (ATR) 

Due to Council’s financial situation, all training interventions have been suspended (since 
October 2008) until further notice. Only training interventions that have no financial 
implications to Council proceed. 

Westonaria Local Municipality did fairly well with the implementing of its Workplace Skills 
Plan in terms of the training of staff and councillors despite the financial situation currently 
experienced. 

The following courses were attended, to date, to empower councillors and officials with the 
necessary qualifications and skills to improve their performance and service delivery. 


Training interventions: 1 Juiy 2010 - January 20 

111 

Name of 
Course 

Name of 
Employee/s 

Post 

Designation 

Directorate 

Name of 
Service 
Provider 

Cost 

(R) 

Executive 

Leadership: 

Municipai 

Deveiopment 

Programme 

(1 year) 

D Sithoie 

J Matihabe 

Labour Reiation 
Officers 

Corporate 

Services: HR 

University of 
Pretoria 

0.00 

Locai 

Government 
Accounting 
Certificate (AAT) 
NQF 3 (1 year) 

F Segopolo 

A Mitcheii 

S Mitcheii 

A van Wyk 

V Thebegadi 

F Ndabeni 

Snr Cierk 

SCM 

Income Clerk 
Cashier 

Internal Audit Off 
Clerk 

Finance 

TIPP FOCUS 

0.00 

Locai 

Government 
Advanced 
Accounting 
Certificate (AAT) 
NQF 4 
(18 months) 

Sarah Shoai 

Annah Sefihiolo 
Ann Magano 

Ester Kuneni 

Riaan Bouwer 
Daisy Shoai 

Ops Manager 

Ops Manager 

Ops Manager 

Snr Clerk 

Meter Reader 
Cashier 

Finance 

REGENESYS 

0.00 


164 




Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


Name of 
Course 

Name of 
Employee/s 

Post 

Designation 

Directorate 

Name of 
Service 
Provider 

Cost 

(R) 

Internal Audit 
Learnership 
(2 years) 

Elize Botha 

Simon Mokome 

Manager Internal 
Affairs 

Snr Internal 

Audit Officer 

Internal Audit 

DLGSH 

0.00 

Skills Program 
(DWA Process 
Controller 
Learnership - 5 
months) 

D Mazibuko 

1 Seleke 

S Tsinyane 

T Maqaza 

B Jwara 

General Workers 

ID&P- Waters 
Sewer 

Mahube 

Training 

0.00 

Learnership 
(DWA Process 
Controller 
Learnership) 

(1 year) 

ZA Ngcani 

EJ Mampe 

SE Maretele 

N Fama 

TB Lehana 

NR Mkhumbuzi 

SP Mosimane 

H Diale 

LSaki 

P Modise 

M Mawo 

Z Ledumo 

General Workers 

ID&P- Waters 
Sewer 

Mahube 

Training 

0.00 

National 

Certificate in 
Municipal 
Governance 
(1 year) 

Gasayi T 

Molatihwa E 

Khoza G 

Councillors 

Councillors 

University 

Of 

Johannesburg 

0.00 

National 

Certificate in 
Municipal 
Governance 
(1 year) 

T Kase 

P Makati 

R Moeletsi 

Manager Roads 
& Stormwater 
Admin Assistant 
Supt. Traffic Law 
Enforcement 

IDSP 

Housing 

Public Safety 

University of 
Johannesburg 

0.00 

Project Manage- 
ment : 

Fundamentals 
(3 Phases) 

Lettie Tlou 

Sticks Mofokent 
Mbulelo Mnini 

Elias Msiza 

Ralph Molepo 
Vivian Molebatsi 

Adm Assistant 
Councillor Support 
Artisan Ass 

Admin Officer 

Snr Electrician 

Prof Nurse 

IDSP 

Corporate Service 
IDSP 

Corporate Service 
IDSP 

Community Serv. 

DBSA 

Vulindlela 

Academy 

0.00 

Executive 

Assistants & PA’s 
Workshop 

Vuyiswa Hesi 

Secretary to the 
Speaker 

Corporate Service 

Secolo 

Consulting 

4000.00 

ELMDP 

(start Sep 2010 - 
Jan 2011) 

Sophy Maqhubu 
Mokete Lethetsa 

HR Manager 
Manager: Public 
Safety 

Corporate Service 
Community 

Service 

University of 
Pretoria 

0.00 


165 




Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


Name of 
Course 

Name of 
Employee/s 

Post 

Designation 

Directorate 

Name of 
Service 
Provider 

Cost 

(R) 

Emerging 

Management 

Development 

Programme 

Lourens Erasmus 
Mavis Nkoane 

Elias Mzisa 

Ralph Molepo 

Supt. Water 
Supply Chain 
Admin Officer 
Electrician 

ID&P 

Finance 

Corporate Service 
IDP 

GCRA 

0.00 

LGNET (LGCR) 

Training 

(5 day course) 

SP Monoane 

A Gela 

M Mosimane 

A Ntshiba 

N Mndayi 

V Mntonga 

VG Hesi 

NM Ngamole 

Nl Shilubane 

Kitty van Wyk 
Rachel Rabuthu 
Tebogo Wesi 
Adeline Twala 
Aletta Tlou 

Atang Modise 

Rose Stemela 

Elize Botha 

Granny Matsitse 
Victoria Thebegadi 
Zola Tubela 

Lesiba Papo 

Lucky Peele 

Elias Msiza 

Pauline Matumane 
Anna Maluleke 
Rene Latta 

Nomsa Kilani 

Sticks Mofokeng 
Lebo Mvulu 

Rosinah Ramaleba 
Pauline Mampe 
Isaac Ramaboe 

Councillor 

Councillor 

Councillor 

Councillor 

Councillor 

Secretary 

Secretary 

Secretary 

Secretary 

Secretary 

Secretary 

Committee Clerk 

Secretary 

Admin Ass 

Admin Ass 

Library Ass 
Manager 

Admin Ass 

Int Audit Officer 
Admin Assist 

OHS -r EAP 

Office Manager 
Admin Officer 
Library Asst 

Admin Asst 
Committee clerk 
Admin Assist 
Councillor support 
Admin Assist 
Library Ass 

Ass Librarian 

IT Helpdesk 

Political Unit 
Political Unit 
Political Unit 
Political Unit 
Political Unit 
Political Unit 
Political Unit 
Ex-Mayor office 
Corporate Service 
Community Serv 
ID&P 

Corporate Service 
Political Unit 

ID&P 

ID&P 

Community Serv 
IDP 

Corporate Service 
Internal Audit 

ID&P 

Corporate Service 
Ex-Mayor office 
Corporate Service 
Community serv 
Community serv 
Corporate Service 
Corporate Service 
Political Unit 
Community serv 
Community Serv 
Community Serv 
MM’s office 

DBSA& 

Saiga 

0.00 

IDP Training 
(5day course) 

18-22 Oct 2010 

Nadine Dreyer 

Skills 

Development 

Facilitator 

Corporate Service 

DBSA/ 

DLG&H 

0.00 

Training on Policy 
formulation and 
implementation 
and statutory 
framework of 
Records Manage- 
ment (2 days) 

Marie Engelbrecht 
Elias Mzisa 

Manager 

Admin Officer 

Corporate Service 

Provincial 

Archives 

0.00 

Training on the 
Gaptool - Skills 
Audit 

Dumile Sithole 
Granny Matsitse 

LR Officer 

HR Staffing Off 

Corporate Service 

CoGTA 

0.00 


166 




Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


D4 SPECIAL PROJECTS AND INTIATIVES 


D4.1 PROJECT MANAGEMENT UNIT (PMU) 

The Growth and Development Strategy (GDS) of the Gauteng Provincial Government 
was developed to address the high levels of unemployment and poverty experienced in 
the province and to address the uneven and skewed growth experienced in some areas 
while other communities do not benefit from it. 

The mere existence of a Growth and Development Strategy is not enough. Various role 
players should participate in achieving the aims. 

Westonaria Local Municipality linked up with the GDS by way of having a Project 
Management Unit (PMU) focusing on infrastructure related projects with the aim of 
improving the lives of the people, running an Expanded Public Works Programme 
(EPWP) within the projects undertaken with the aim of creating jobs and developing 
skills. 

The Project Management Unit was established with the purpose to coordinate and 
manage the Municipal Infrastructure Grant (MIG) projects of Westonaria Local 
Municipality (WLM), in order to comply with the grant requirements as contained in the 
MIG policy framework document. 

The objective of the PMU is to ensure responsible expenditure within a carefully planned 
infrastructure plan, whilst ensuring a high quality output with sustainable (long-term) 
infrastructure lifecycle. 


Municipal 
Infrastructure 
Grant (MIG) 


Municipal 

System 

Improvement 

Grant 

(MSIG) 


Equitable 
Share (ES) 


Infrastructure 

Institutions 

Service 

(capital projects) 

(capacity building 

provision 


projects) 

(operational grant) 


MIG is an 

infrastructure grant 
to expand the 
delivery of basic 
services to poor 
households and to 
alleviate poverty. 


The MSIG is a grant to 
assist municipalities in 
building in-house 
capacity to perform 
their functions and 
stabilise institutional 
and governance 
systems as required In 
the Municipal Systems 
Act of 2000. 


V 


y 


The equitable share 
grant is an 

unconditional grant to 
supplement 
municipalities' 
revenue to deliver 
services to poor 
households. It 
subsidises the actual 
provision of the 
service (for example 
the salaries, 
operational costs, 
maintenance costs, 
administrative and 
managements costs) 
where free basic 
services are provided. 


167 


Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


During 2010/11 financial year, Westonaria Locai Municipality received a total amount of 

R45,1 mil from the Municipality Infrastructure Grant (MIG). An amount of R54,2 mil is budgeted 

for the 2011/12 financial year. 

The breakdown of the allocations is reflected below. The division of the allocation for 2010/11 
was as follows: 

• 66% for Water, Sanitation , Roads and Storm-water 

• 11% to Public Services such as taxi ranks, municipal buildings and 

• 19% to Social Institutions and Micro Enterprises, Sport Complex etc. 

• 4% for the administration of the Project Management Unit. 


MUNICIPAL DISTRIBUTION FUND: 2010/2011 and 2011/2012 



2010/11 

2010/11 

2011/12 

2011/12 

CATEGORIES 

(Actual 

%) 

(Actual %) 

(Budget 

%) 

(Budget %) 

B-BASIC RESIDENTIAL SERVICES 

Subdivision of 70% iisted beiow. 

66 

R 29 595 592.21 

81 

R 44 028 299.76 

Water 

2 

R 1 115 950.00 

3 

R 1 400 000.00 

Sanitation 

46 

R 20 800 185.41 

28 

R 15 000 000.00 

Roads & Storm water 

4 

R 1 624 363.04 

37 

R 20 000 000.00 

Solid Waste (disposal, transfer & processing) 

13 

R 6 055 093.76 

14 

R 7 628 299.76 

Health (Clinic) 

0 

R 

0 

R 

P-PUBLIC MUNICIPAL SERVICES 

Subdivision of 15.87% iisted beiow: 

11 

R5 137 251.85 

12 

R 6 349 246.92 

Cemeteries and Mortuaries 

11 

R 4 934 351.85 

10 

R 5 349 246.92 

Taxi Rank 

0 

R 202 900.00 

2 

R 1 000 000.00 

Municipal Building 

0 

R 

0 

R 

E-SOCIAL INSTITUTIONS & MICRO 
ENTERPRISE 

Subdivision of 9.13% iisted beiow: 

19 

R 8 516 115.90 

3 

R 1 801 645.32 

Parks 

0 

R 

0 

R 

Sport Complexes (MPS&RCC) 

12 

R 5 221 728.58 

3 

R 1 801 645.32 

Arts & Culture (MPCC) 

7 

R 3 294 387.32 

0 

R 

N-NODAL MUNICIPALITIES 

Subdivision of0% iisted beiow: 

0 

RO.OO 

0 

RO.OO 

SUB-TOTAL 

96 

R 43 248 959.96 

96.3 

R 52 179 192.00 

PMU Management & Admin (max of 5%) 

4 

R 1 802 040.00 

3.7 

R 2 004 808.00 

TOTAL 

100 

R 45 051 000.00 

100 

R 54 184 000.00 


PLANNING FOR THE OUTER FINANCIAL YEARS 

Municipal Infrastructure Grant (MIG) 
Westonaria Local Municipality 


National Financial Year 

Municipal Financial Year 

2006/07 

2007/08 

2008/09 

2009/10 

2010/11 

2011/12 

2006/07 

2007/08 

2008/09 

2009/1 0 

2010/11 

2011/12 

(R’OOO) 

(R’OOO) 

(R’OOO) 

(R’OOO) 

(R’OOO) 

(R’OOO) 

(R’OOO) 

(R’OOO) 

(R’OOO) 

(R’OOO) 

(R’OOO) 

(R’OOO) 



30,895 

38,639 






38,639 





30,895 

38,639 






38,639 




168 

























Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


PROPOSED VERTICAL DIVISION OF FUNDS AS COMPARED TO BY THE MIG REQUIREMENTS 


CATEGORIES 

2008/09 
(Actual %) 

2008/09 
(Actual R) 

2009/10 
(Actual %) 

2009/10 
(Actual R) 

2010/11 
(Actual %) 

2010/11 
(Actual R) 

2011/12 
(Planned %) 

2011/12 
(Planned R) 

70% 

B-BASIC RESIDENTIAL SERVICES 

Subdivision of 70% iisted beiow. 

90 

R 27,942,796.65 

82 

R 31 ,754,730.32 

66 

R 29,595,592.21 

81 

R 

44,028,299.76 

Water 

29 

R 9,087,428.00 

0 

R 

2 

R 1,115,950.00 

3 

R 

1 ,400,000.00 

Sanitation 

30 

R 9,240,083.42 

39 

R 15,230,954.33 

46 

R 20,800,185.41 

28 

R 

15,000,000.00 

Roads & Storm water 

16 

R 4,926,230.64 

13 

R 5,029,973.29 

4 

R 1,624,363.04 

37 

R 

20,000,000.00 

Solid Waste (disposal, transfer & processing) 

15 

R 4,689,054.59 

30 

R 11,493,802.70 

13 

R 6,055,093.76 

14 

R 

7,628,299.76 

Health (Clinic) 

0 

R 

0 

R 

0 

R 

0 

R 

P-PUBLIC MUNICIPAL SERVICES 

Subdivision of 15.87% iisted beiow: 

6 

R 1,725,361.05 

8 

R 3,204,443.10 

11 

R 5,1 37,251 .85 

12 

R 6,349,246.92 

15% 

Cemeteries and Mortuaries 

1 

R 245,896.78 

8 

R 3,204,443.10 

11 

R 4,934,351 .85 

10 

R 

5,349,246.92 

Taxi Rank 

0 

R 

0 

R 

0 

R 202,900.00 

2 

R 

1,000,000.00 

Municipal Building 

5 

R 1,479,464.27 

0 

R 

0 

R 

0 

R 

E-SOCIAL INSTITUTIONS & MICRO 

ENTERPRISE 

Subdivision of 9.13% iisted beiow: 

0 

RO.OO 

6 

R 2,134,266.58 

19 

R 8,516,115.90 

3 

R 1,801,645.32 

5% 

Parks 

0 

R 

0 

R 

0 

R 

0 

R 

Sport Complexes (MPS&RCC) 

0 

R 

4 

R 2,134,266.58 

12 

R 5,221,728.58 

3 

R 

1,801,645.32 

Arts & Culture (MPCC) 

0 

R 

5 

R 

7 

R 3,294,387.32 

0 

R 

N-NODAL MUNICIPALITIES 

Subdivision of0% iisted beiow: 

0 

RO.OO 

0 

RO.OO 

0 

RO.OO 

0 

RO.OO 

5% 

SUB-TOTAL 

95 

R 29,668,157.70 

96 

R 37,093,440.00 

96 

R 43,248,959.96 

96.3 

R 

52,179,192.00 

95% 

PMU Management & Admin (max of 5%) 

5 

R 1,544,750.00 

4 

R 1,545,560.00 

4 

R 1,802,040.00 

3.7 

R 2,004,808.00 

5% 

TOTAL 

100 

R 31,212,907.70 

100 

R 38,639,000.00 

100 

R 45,050,999.96 

100 

R 

54,184,000.00 

100% 


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D 5 LOCAL ECONOMIC DEVELOPMENT (LED) 


D5.1 INTRODUCTION 


Local Economic Development (LED) is an outcome of socio-economic development 
based on local initiatives and driven by local stakeholders, using local resources, 
ideas and skills to stimulate economic growth and development of the area. 

The White Paper on Local Government states that transformation of developmental 
local government “requires a further process of administrative re-organisation to gear 
municipaiities to meet the considerabie chaiienges of sociai, economic and materiai 
deveiopment in aii communities”. 

This is reinforced by section 153(a) of the Constitution which clearly stipulates that: 

municipality must structure and manage its administration and budgeting and 
planning processes to give priority to the basic needs of the community to promote 
the social and economic development of the community. 

In the light of the above principles, Westonaria Local Municipality established a LED 
unit located within the Department of Strategic Support Services but recently 
transferred to the Department of Finance since the post Head of Department of 
Strategic Services is vacant. 

D 5.2 Revitalising Previous Projects 

Council has introduced the following three LED projects located in Simunye, close to 
the present RDP housing projects. A once off grant for these projects was secured 
from the National Treasury the then LED Funds in the year 2000. The projects were: 

• Hydroponic farming. 

• Broiler / poultry production; and 

• Bakery production. 

The Broiler/Poultry and Bakery projects 

These projects are in the process of rehabilitation. Currently the Municipality has 
entered into a partnership with Afrisam to resuscitate these projects. Afrisam will 
also offer training to Isiqalo Cooperative, so that the project is sustainable and it 
creates jobs. 

It is anticipated that these projects can be launched before the end of March or 
beginning of April 201 1 . 

Taxi Rank Food Kiosk 

The renovation of Westonaria Taxi Rank is also identified as an LED project. The 
purpose of the project is to ensure that SMMEs operate under a conducive 
environment. A contractor will be appointed as soon as the procurement process has 
been finalised. The budgeted amount from MIG funding is R200 000. 

The aim of the projects were to be an Incubation Centre for training of Small Medium 
Micro Enterprises (SMMEs) engaged in small scale farming activities and also to 
promote job opportunities for the unemployed. 


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Presently these projects are not operational and have to be resuscitated. The 
proposed budget to resuscitate these projects is R1 , Smillion. 

Bekkersdal Renewal Project (BRP) has agreed to assist in the rehabilitation of the 
three projects linking them to the Farmer Support Project. 

Mini-Market (SMMEs) and Container Park 

Mini-markets in the form of stalls are situated in Bekkersdal and Westonaria, 
adjacent to the taxi ranks. 

The “Container Park” is situated in Bekkersdal, opposite the mini-market and the taxi 
rank and next to Busy Bee. 

These business opportunities were created for the residents of greater Westonaria to 
operate small businesses. It is envisaged that once they become fully-fledged and 
successful entrepreneurs, they can then relocate to business sites to enable them to 
operate on a larger scale and create more employment opportunities. 

Local Economic Development (LED) Strategy 

Council at its meeting held on 20 June 2007 approved the Local Economic 
Development Strategy. A workshop was facilitated by USAID Local Governance 
Support Programme (LGSP). It was attended by relevant stakeholders promoting 
public participation, obtain the inputs from specialists and to ensure acceptance of 
the process and way forward. Due to the extent of the document a copy of the 
Strategy is available from Mr Smuts Monoane, Manager: LED or Records Section of 
Council. The Strategy covers the following: 

Introduction and Background 

Policy Framework and Contextualising LED 

Global Context 

The National Policy Framework 
The Provincial Perspective 
The West Rand District Municipality Perspective 
Westonaria Municipality Economic Profile 

Socio-economic Conditions and Characteristics 
Economic Sector Analysis 
Market and Trade Overview 
Overview of Environmental Conditions 
Overview of Infrastructure Framework 

The LED Strategy Design 

Vision, Mission, Strategic Goals and Core Values 
Economic Development Objectives 
Key Focus Areas 
Municipal Targets for Growth 

The LED Implementation Framework 

Institutional Arrangements, Monitoring and Evaluation 


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One of the attachments to the Strategy is the The Maropeng Declaration which was 
adopted at a regional workshop during October 2006 to promote and stimulate 
economic development on the West Rand. 

Strategic Objectives For Economic Development: 

1 . To develop a strong, dynamic and balanced economy; 

2. To create an efficient and productive town through the growth and development 
of the local economy 

3. To assist small and medium sized enterprise development and the 
implementation of various programmes and initiatives; 

4. To broaden and diversify the local economy and broaden the tax base to provide 
better services to the entire community; 

5. To increase the attractiveness of the town for new investment; and 

6. To optimise the opportunities provided by the mining sector. 

The Strategy considered the national, provincial and regional frameworks addressed 
elsewhere in the IDP document namely: 

• Millennium Development Goals (MDGs), 

• ASGISA Initiative 

• Gauteng Province’s set of development objectives , 

• The objectives of growth identified by the West Rand District Municipality 

(WRDM) and Westonaria 

• Westonaria Local Municipality’s vision 

Key Focus Areas For Economic Growth For The Next Five Years: : 

I. Strengthen spatial economics 

II. Strategic economic infrastructure investment 

III. Enterprise and human capital development 

IV. Targeting job creating growth sectors 

V. Addressing the cost of doing business in Westonaria 

VI. Build partnerships with strategic stakeholders (e.g. mining companies within the 
municipality) for beneficiation purposes and linkages for growth 

Different programmes and LED projects are linked with each Key Focus Area. 

Targets to be achieved by 2012 

• Increase the municipality’s economic growth from the current -1 .9% to 1 % per 
annum by 2009 and to 2% per annum between 2010 and 2012 

• Halve unemployment levels from 29.6% to 14.8% 

• In partnership with other national and provincial government departments, 
reduce poverty by half from 15.5% to 7.75% 

• T rain at least 1 000 people on relevant skills per annum 

• Increase the municipal spending on procurement on BBBEE companies and 
SMMEs, and companies owned by youth, women and people with disabilities, to 
60% by 2012. 


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D 5.3 The LED Implementation Framework 

The implementation framework is a guide to a proper programme and project 
planning for the effective implementation of the LED Strategy. It aligns the LED 
Strategy with the IDP objectives and thus will mainstream LED in all the municipal 
functions and its performance management system. 

The LED Implementation Framework outlines the different LED programmes and 
projects, linking them to their respective objectives and identified key focus areas. 
This will assist the LED Unit to track its performance in terms of the overall objectives 
of the municipality, but also be able to track activities that are LED-related, but are 
performed by other municipal departments. 

Discussions are taking place with the Gauteng Department of Agriculture, 
Conservation and Environment (GDACE) to assist Westonaria with developing a 
Strategy for Agriculture and aligning the respective projects. The Agricultural Hub to 
be established on the West Rand will avail valuable knowledge and resources to the 
community. 

D 5.4 The LED Institutional Arrangements, Monitoring & Evaluation 


PROJECT 

INDICATORS 

PROJECTED 

BUDGET 

POTENTIAL 

SPONSORS 

TIME 

FRAME 

Development of 

Agricultural strategy 

Feedback on 

proposals and 

implementation 

of projects. 

Implementation: 

Project 

succession 

R500 000 

Unsecured 

Funding 

Sponsorship Grants 
to be secured from 
potential funders 
e.g. Dep.of 

Agriculture, DED, 
GEDA, GEP, 

WRDM & Mines 

Dec 2011 

N12/R28 Intersection 
Grafters Market & 
Cultural Village 

along the N12 

Treasure Route 

Feedback on 
proposals and 
implementation 
of projects 

R5m 

Unsecured 

Funding 

R15m 

Sponsorship Grants 
to be secured from 
potential funders 
e.g. 

DED,GEP,GEDA & 
Mines 

FY 

2011/12 

Revision of the LED 
Strategy 

Approved 
programmes by 
Council 


Sponsorship grants 

Dec 2011 

Implement the 
Expanded Public 
Works Programme 
and target job 
creating sectors 

80% local 

labour to be 
utilized in all 
contracts. 

Report on jobs 
created and 

compliance on 
equity, 
requirement: 
local, blacks, 
women, youth 


Funding: MIG 

Dec 2011 


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PROJECT 

INDICATORS 

PROJECTED 

BUDGET 

POTENTIAL 

SPONSORS 

TIME 

FRAME 


& disabled. 




SMMEs/Cooperatives 
Business Skills 
Training 

Establish a 

Data for all 
Contractors/ 
SMMEs and 

Registration on 
GEP Database 

R8m 

Unsecured 

Funding 

Sponsorship grants 
from potential 

funders e.g. GEP, 
DED, GEDA & 
Mines 

FY 

2010/11 

Develop a Tourism 
Strategy 

Appoint service 
providers. 
Constant liaison 
with WRDM 

and potential 
funders 

Rim 

Unsecured 

Funding 

Sponsorship grants 
from potential 

funders e.g. Mines, 
DED, GTA, GEDA 
& WRDM 

Dec 2011 

N12/R28 

Development Node 

Feedback on 
proposals and 
implementation 
of the projects 

R155m 

Unsecured 

Funding 

Sponsorship grants 

FY 

2011/12 

Establish and launch 
the Mining 

Forum(Launched Oct 
2007) 

Ensure that the 
Mining Forum 
meets regularly 
to evaluate the 
implementation 
of projects in 
the Mines’ 

Social and 

Labour Plans 
and also to 
ensure that the 
SLPs are 

aligned with 

IDP of 

Municipality. 

R200 000 

Unsecured 

Funding 


Ongoing 

Bekkersdal Renewal 

Project: 

a) Bekkersdal Local 
Business Service 
Centre (LBSC) - 
Development 

Hub Projects 

b) Farmer Support 
Project 

c) Brick Making 

Plant 

d) Agri-Business 
(Herbs) Farming 

Fland-over of 
projects to 

WLM by GDOH 

To be 

determined 
by the 

Maintenance 
plan agreed 
upon by 

parties 

Funding: BRP 

FY 

2011/12 


Feedback on 
proposals and 
implementation 


Sponsorship grants 
from potential 

funders e.g NDA 

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PROJECT 

INDICATORS 

PROJECTED 

BUDGET 

POTENTIAL 

SPONSORS 

TIME 

FRAME 


of projects 


GEDA, Mines 


Implementation and 
management of 
SMMEs & Informal 
Traders with the 
Renewal programme 
& Integrated 

Transport System: 
Taxi facilities, Street 
lights, Parks, 

Security cameras- 
CCTV, Street 
vendors. Storm- 
water facilities 

Feedback on 
proposals and 
implementation 
of projects 

R5m 

Unsecured 

Funding 

Sponsorship grants 

FY 

2011/12 

Filling of two vacant 
positions i.e. LED 
Coordinator & 

Projects Officer 

Advertise for 
applications to 
fill the two 
positions 

To be 

confirmed by 
CFO 


Dec 2011 

Upgrading 

Westonaria 

Shopping Centre 
(CBD) 

Attract business 
investment in 
the CBD. 

R180m 

Funding: MIG 

2011/12 


D6 COOPERATIVES 


The refuse removal services and grass cutting unit of Westonaria Local Municipality 
have been subject to several challenges over the years, which had a significant 
impact on service delivery, its efficiency and cost effectiveness. Contributing factors 
are an unreliable fleet, insufficient resources and accumulation of overtime. 

Council is in the process of investigating establishing cooperatives to assist with the 
service delivery in these areas. The community of Venterspost already indicated that 
they are eager to assist as long as equipment is availed. 

Council is investigating the viability of a model that involves the empowerment of 
local women and youth in setting them up as small refuse removal and grass cutting 
enterprises (community contractors) that performs contracted refuse removal and 
grass cutting work on behalf of the Council. 

The business principle is that a company is contracted to provide the services but 
that it uses community contractors to perform the said functions. 




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SECTION E 

SPATIAL DEVELOPMENT FRAMEWORK 


NO ITEM PAGE NO 

E 1 WEST RAND MACRO SPATIAL PERSPECTIVE 177 

E 2 SPATIAL DEVELOPMENT FRAMEWORK: 

WESTONARIA LOCAL MUNICIPALITY 180 

E3 FUTURE DEVELOPMENTS 184 

E 3.1 Westonaria Borwa 184 

E 3.2 Syferfontein 185 

E3.3 Protea West Industrial Park 185 

E 4 PROPOSED OTHER DEVELOPMENTS ON THE WEST 

RAND 187 

E 4.1 Droogeheuvel, Middelvlei and Westonaria South now 

known as Borwa Housing Project 187 

E 4.2 Simunye Extension 2 190 

E 4.3 Glenharvie & Extension 8 191 


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E SPATIAL DEVELOPMENT FRAMEWORK 
E 1 WEST RAND MACRO SPATIAL PERSPECTIVE 


PHYSICAL ANALYSIS 

It is widely regarded that “the South African settlement structure is one of the most 
inefficient and distorted in the world. It is characterized by low-density urban and 
rural sprawl, fragmentation, separation of land uses and income groups and 
structural imbalances.” This clearly depicts and defines the urban isolation of areas 
such as Westonaria, Randfontein, and Merafong. However within the West Rand 
District Municipality the mining related activities also had a similar impact on the 
urban form, drawing people away from the urban core settlements into areas where 
mining activity was found, thereby placing people close to work (mining) 
opportunities. This tendency had more long-term negative effects than positive. As 
the mining sector declined the dichotomy of “doing the correct thing” (placing people 
close to work opportunities) resulted in an urban form characterized by decentralized 
nodes, with no/limited character, that are poorly integrated and offered limited access 
to economic opportunities. 

THE URBAN STRUCTURING ELEMENTS OF THE WEST RAND DISTRICT 

In reviewing the physical aspects and existing spatial framework documentation 
pertaining to the West Rand District Municipality, the following factors influencing 
spatial realities can be summarized. These factors area: 

Historical factors; 

Residential patterns and trends (housing); 

Socio-economic profile of the population; 

Economy of the West Rand District Municipality; 

Transportation infrastructure; 

Land Availability; 

Issues beyond District Borders; 

Environmental factors; and 
Geotechnical aspects. 

THE URBAN COMPOSITION OF THE WESTONARIA LOCAL MUNICIPALITY 

In order to have a better understanding of urban and rural development in 
Westonaria Local Municipality, it is important to first obtain a background to the urban 
composition of the developments in a regional context, i.e. the West Rand District 
Municipality (WRDM). 

The urban composition of the WRDM is characterized by the following components: 

Mining Land 

This part constitutes the most influential form giving elements. It is located in a band 
stretching east-west, south of Carletonville & Westonaria and then a north-south belt 
stretching from south of Westonaria to the south of Mogale large tracts of this land is 
unsuitable for human habitation. 


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Residential Land 

This land use is found predominantly in the Randfontein - Mogale - Kagiso triangle 
area. Isolated townships such as Venterspost, Bekkersdal (as part of 
Westonaria) are situated south thereof. It can therefore be concluded that the 
residential population is concentrated around Mogale-Roodepoort-Kagiso. Other 
smaller settlements are inter-dispersed throughout the east-west mining belt, which is 
poorly serviced in terms of access to economic and social opportunities. 

Commercial and Industrial activity 

This is predominantly found in and around the residential cores, the largest areas in 
Mogale, Kagiso (Chamdor) and Randfontein. 

Small holdings 

These are situated to the north of Mogale (Muldersdrift), west of Mogale & 
Randfontein as well as south of Westonaria. This provides the opportunity to create a 
natural edge of urban development and an interface with the natural environment. 

Agricultural Land 

This is situated throughout the West Rand District Municipality and Westonaria has 
been identified as the area with the most agricultural potential. 

Potential Tourism Areas 

These areas are situated predominantly to the north and north-west of Mogale which 
includes the Cradle of Humankind and Magaliesburg-Hekpoort areas. 

Open Space 

Open space does exist in the West Rand District Municipality, however is poorly 
defined, poorly accessed, isolated & therefore unsustainable. 

CRITICAL DEVELOPMENT ISSUES 

Critical issues facing the future development of the West Rand District Municipality 
can be depicted as follows: 

4 - Increased Urbanization; 

4 - Lack of mixed income development; 

4 - Lack of character of each town ; 

4 - Urban fragmentation 

4 - Urban Sprawl 

The higher demand for particularly housing contributes to higher demand for land, 
which in turn contributes to urban sprawl. This also contradicts national and 
provincial policies of densification and compact cities. 

4 - Declining inner cities and towns; 

Subdivision of small holdings; 

Isolated development; 

Decentralized towns and the declining mining activities impact on it; 

4 - Environmental Degradation 

Due to the pressures of insensitive housing development and mining 
activities etc. the environment (urban, rural and natural) is declining. 

Ineffective transportation modes and linkages; 

Spatial separation of where people work and live; 

Poor economic and social linkages. 


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POLICY ANALYSIS 

In order to depict the basic principles guiding spatial development, the following 
policies are analyzed: 

Gauteng Spatial Development Framework 

The Spatial Development Framework identified five critical factors to direct the way 
forward for the province, these are: 

• Resourced Based Economic Development; 

• Contained urban growth; 

• Re-direction of urban growth; 

• Rural development beyond the urban edge; and 

• Mobility and Accessibility. 

For particular reference of this “Spatial Planning” Section spatial directing factors are 
elaborated: 

Contained urban growth that entails the identification of an urban edge would: 

• Discourage urban sprawl and contain growth with the city limits; 

• Compact the city through infill and densification; 

• Improve the utilization of existing infrastructure, services and facilities; 

• Preserve the rural environment and landscape; 

• Protect the rural assets and resources; 

• Protect agricultural land, especially high potential agricultural land; 

• Preserve the environments that promote tourism, recreation and nature 
conservation; 

• Assist urban regeneration by adopting an inward approach. 

• Protect cultural and tourism assets; 

• Give structure and form to the city (urban growth); and 

• Manage the re-shaping of the city towards a more sustainable outcome.” 

• Re-direction of urban growth; 

• This entails the integration of residential areas with areas of employment. 

• “The aim is, hence, to density the existing urban areas, stabilize and limit growth 
in the economically non-viable areas, and achieve growth on vacant land within 
the economic growth sphere, as contained by the urban edge, in order to 
develop a functional and sustainable urban system.” 

Rural Development beyond the urban edge. 

This is to achieve a balance between the urban and rural environment from being 
taken up through urban sprawl. 

The GSDF 2010 identified an urban edge. 

The areas within the urban edge were categorized into three relevant categories: 

Areas of consolidation 

These areas are in need of upgrading and improvement, where future outward 
growth is determined, “it being contra to notion of contained urban expansion, and an 
inward upliftment focus is adopted.” Thereby improving and providing infrastructure, 
increase access and mobility, access to amenities, addressing social needs and 
upliftment. 


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Possible future growth areas 

These pockets of land were identified on the need to avoid undefined growth and 
sprawl, to bring people closer to the economic core where job opportunities will be 
created in the future. 

Long term densification areas 

With regards to development beyond the urban edge, which consists of a large 
component of the West Rand District Municipality, the following can be extracted: 

4 - “Intensive Rural” areas are identified which includes uses such as agriculture, 
conservation, recreation, nature reserves, tourism, hikes, trails, crafts, etc. 

■ 4 - “Extensive Rural”. The Largest West & Southern Region of West Rand 
District Municipality is classified as “Extensive Rural”. The primary use is 
food production, cattle and dairy farming. 

IMBALANCES 

In analyzing the policies the following imbalances could be identified: 

4 - No uniform Land Use Management System exists for the entire West 

Rand District Municipality; 

4 - Terminology in the various IDPs & SDF’s differ; 

4 - The visions and missions of each local municipality do not accommodate 

the development of the District as a whole, seemingly the visions of the 
various local municipalities are in competition with each other; 

4 - The Spatial Planning initiatives of each town is in competition with each 

other, i.e. each local municipality endeavours to develop its municipal area 
into the economic core of the West Rand; 

It is to be noted that efforts were made during the past year to align development and 
projects on the West Rand and neighbouring Councils. 

E2 SPATIAL DEVELOPMENT FRAMEWORK: WESTONARIA LOCAL 

MUNICIPALITY 


The proposed spatial development framework for the Westonaria Local Municipality 
is graphically portrayed on the enclosed Map at the back of the document. This 
spatial development framework is based on the results of the situation analysis, the 
vision for development in the area and the conceptual framework outlined above, as 
well as aligning the SDF with the SDF’s of adjoining local authorities. This explains 
the amendments to the SDF in order to align the proposed land use activities with the 
activities proposed in the SDF’s of the adjoining local authorities. The components of 
this spatial development framework are described below. 

Existing Land Use Structures 

The regional land use pattern within the Westonaria Local Municipality is indicated on 
the enclosed Map. This information clearly indicates a dispersion of residential 
development in the area. 

These developments include the following: 

Westonaria Township; 

Bekkersdal Township; 

Hillshaven Township; 

Glenharvie Township; 


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Venterspost Township; and 

Simunye Township; 

Mining towns such as Libanon and Waterpan. 

The main characteristics of the existing land use patterns are: 

4 - Important concentrations of offices, retail, urban facilities and medium density 
residential development occur in the Westonaria Township. 

4 - Various mining and related residential developments are scattered across the 
municipal area. 

4 - Two large agricultural holding areas are located in the north eastern (West 
Rand A.H.) and central parts (Waterpan A.H.) of the Westonaria Local 
Authority. These areas have certain levels of services and offer limited 
opportunity for development. 

4 - The most prominent east-west linkage is provided in the Westonaria Local 
Council area by the N12. Currently no major developments occur along this 
route (except for a few public garages and businesses). This is about to change 
as applications have been lodged for township establishment purposes in order 
to develop an industrial/commercial development bordering the municipal area 
of the City of Johannesburg on the east and the Randfontein municipal area to 
the north. This route is the main entrance point to Johannesburg from the North 
West Province and the West Rand and as such forms part of the N12 Treasure 
Route. 

4 - The prominent north-south linkage is the R28 giving access to Krugersdorp / 
Randfontein to the north and to the Emfuleni region to the South. 

Activity Nodes 

The only node of significant regional importance is the Central Business District 
(CBD) of Westonaria. Retail development, offices, taxi ranks, governmental 
buildings and municipal offices are located here. 

Residential Densities 


The Westonaria Local Municipality generally has fairly low residential densities 
when analysed at a suburb level, except in and around the CBD. The reason is due 
to the dolomitic conditions prevailing in the area and as result thereof the density of 
existing and proposed densifications are lower than what the market demands. The 
permissible density for developments in Westonaria is 25 dwelling units per hectare, 
except in areas where a geotechnical investigation was carried out and in terms of 
the geotechnical report the Council for Geoscience approved a density higher than 
25 dwelling units per hectare. Significant components of medium to high residential 
developments occur within the mining residential areas. 

Transport 

The public transport routes within the Westonaria Local Municipality are mainly 
concentrated along the N12 and the R28. The railway line also provides transport 
opportunities to the Greater Johannesburg area and beyond. 


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Fast moving parallel access wavs / Mobility Spines 

One of the critical aspects within a balanced overall spatial framework is to create a 
balance between the provision of mobility and local access which is being required. 
Roads with high positions in the road hierarchy, for example freeways, do not 
provide a high level of local access. Within an overall development framework, 
various types of roads should function as an integrated system to provide the 
necessary levels of mobility as well as local accessibility. 

Within the Westonaria Local Municipality context there is one important route which 
function as a mobility spine / fast moving access way. This route is the N12 route 
bisecting the study area in an east west direction. The primary purpose of the fast 
moving access way is to provide mobility for high volumes of traffic with limited 
direct access onto these routes. Typical land uses located along these routes are 
land uses which benefit from high levels of accessibility and visibility. 

It is due to the reasons mentioned above that an application was lodged for an 
industrial/commercial township north of the N12 and which township is an extension 
of similar developments to the east thereof in the City of Johannesburg’s municipal 
area. These kind of developments require easy access onto fast moving access 
ways and is part of the reason why the developments in the City of Johannesburg 
area have been successful and why the natural extension of the industrial and 
commercial developments are now earmarked to take place along the N12 
Freeway. 

Proposed Activity Corridors 

The concept of an activity corridor is important in applying the principles of 
development corridors. Local access needs to be provided to development areas 
along the activity spine. Activity corridors are closely linked to the fast moving 
access way (mobility spines) and provide areas in which densification and 
development should be focused. These activity spines are characterized by 
conflicting traffic movements, and signalised intersections. 

The activity corridors contain various modes of transportation and will give direct 
access to a range of high intensity land uses, including retail, cultural, residential, 
employment and recreational facilities. The proposed activity corridor within the 
study area is as follows (see Map at the end of the document). 

1. The R28 linking Westonaria with Randfontein and Krugersdorp in the north and 
Emfuleni in the South. 

2. The R559 road from this intersection with the N12 to the intersection with the 
R28. 

A number of Public Passenger Transport Corridors for the West Rand has been 
identified and are reflected in the Integrated Transport Plan for the West Rand. The 
most prominent corridors for Westonaria are: 

Corridor C: Westonaria (R28) - Randfontein - Mogale City 

Corridor B: Between Mohlakeng and Protea Glen / Lenasia at Mohlakeng 

Corridor D: Krugersdorp (CBD) to Westgate via Robert Broom Street at 

Krugersdorp Pretoria Street. 


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Corridor C serves as a strong north -south public transport corridor linking the core 
of the West Rand District Municipal area. The Corridor is integrated with other 
corridors. 

The Corridor is to support the major nodes of Westonaria, Randfontein and 
Krugersdorp as well as secondary nodes of Simunye, Bekkersdal, Mohlakeng and 
Toekomsrus. 

With regard to Corridor C the travel demand along the corridor was determined from 
current public demand as well as latent demand - attractive enough to motivate 
people to become users. 

Conservation Area / Open Space 

The proposed conservation area is mostly located in the southern parts where most 
of the area is hilly and no intensive farming is taking place. Various sites of 
architectural and cultural importance are found in the south western area of the 
conservation area. 

Conceptual framework 

One of the underlying principles of the concept of development corridor is to 
preserve the areas located between the lattice framework (formed by nodes, activity 
corridors and activity streets) for residential and other community uses not targeted 
for inclusion in the activity spines and streets. These areas fall within the lattice 
framework, have been divided into four types of areas, i.e. Zones of Stability, Zone 
of Potential, Zone of Opportunity and Zones of Intervention. 

The zones of stability are mostly stable residential areas with a wide range of 
facilities being provided and well developed social and other infrastructure. These 
areas include the existing urban areas of Westonaria, Hillshaven, Glenharvie and 
Venterspost. 

The zones of potential are areas where development has already been initiated. 
However, vacant land is still available within these areas which can play an 
important role as far as infill and densification within the urban fabric is concerned. 
This includes the Simunye area. 

The zones of opportunity are areas consisting of large tracts of vacant land, 
mostly with single ownership and which are potentially available for strategically 
important development in the study area. This land is mostly located in the south 
eastern areas of Westonaria and is potentially developable from a geotechnical 
point of view. 

The zone of intervention are existing high density residential areas with 
inadequate or declining levels of infrastructure and other services and which 
experience aspects of urban degradation. This includes the Bekkersdal area. 

Existing activity node 

The only existing activity node or regional importance is the central business 
district area and the industrial area of Westonaria town. This is the only area with a 
significant concentration of business, retail and other associated activities. 


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Potential future activity nodes 

Only one potential future activity node has been identified within the proposed 
spatial development framework. This is: 

The intersection of the R28 and the N12 route (N12 Treasure Route) 

The land in the West Rand Agricultural Holdings (WRAH) and adjoining the N12 
freeway and adjoining properties, as well as the land east of the WRAH and west of 
the City of Johannesburg municipal area . This area has been earmarked for mixed 
land uses subject to the provision of engineering services for specific uses, 
especially developments which has a residential component. These developments 
are furthermore dependent on the soil conditions and the approval from the Council 
for Geoscience is essential before any development component commences, and 
even more so for developments that has a residential component. 

The strategic location of this intersection along the N12 makes this a potentially 
viable future activity node where concentration of business, light industry, 
commercial and other types of related uses can be established. This node is seen 
to have development potential in the medium term and should form part of the 
planning for the establishment of Westonaria Borwa, which is part of the relocation 
of the informal settlement of Bekkersdal to the area south of the existing township of 
Westonaria. 

E 3 FUTURE DEVELOPMENTS 

The vision of the global city region and the Uni-city is one of the reasons why 
Westonaria Local Municipality supports the future growth in the municipal area of 
Westonaria to take place in the far-east corner of Westonaria Local Municipality. 
The development of this area would ensure that the developments (both industrial 
and residential) in the Soweto, Protea Glen area would form a vision with 
development in Westonaria. In this respect the development of Westonaria Local 
Municipality to the east would link in with the market demand in the area for 
residential and industrial land. The proposed townships are: 

E 3.1 Westonaria Borwa 

Council has approved in August a residential development of about 6300 units, 
which township is bordering Westonaria to the south. The purpose of the township 
is to assist in the relocation of residents on the Housing Waiting List, as well as 
residents from the Bekkersdal Informal Settlement. The development will be done 
by the private land owner/developer in conjunction with the Gauteng Department of 
Local Government and Housing. This development would contribute to the 
alleviation of the housing backlog in Westonaria. 

The township was originally called “Westonaria South” but in December 2010 
Council approved a new township name “Westonaria Borwa”, the phasing of the 
township into seven phases, as well as street names for the first phase. 

The first phase would consist of 1549 residential erven; 4 business erven; 6 
institutional erven for clinics, churches and old age facilities; 1 primary school erf 
and 4 erven for creches and various erven for public parks. The first phase is 
planned to start in February 201 1 . A map of the area is attached as an annexure at 
the back of the book. 


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The main streets will be: 

NELSON MANDELA DRIVE 
ALBERT LUTHULI AVENUE 
CHRIS HANI STREET 
GOVAN MBEKI DRIVE 
OLIVER TAMBO AVENUE 

The other streets will be names after indigenous/fruit trees, animal/bird names and 
sports codes. 

E 3.2 Svferfontein 

A potential development of the farm Syferfontein is also being investigated by the 
Gauteng Department of Housing (GDOH) and a preliminary geotechnical 
investigation was carried out. This investigation confirmed that approximately 48 
000 dwelling units could be developed in this area. Further investigations in terms of 
transfer of land and bulk engineering services are being carried out. The 
establishment of such a township is in principle supported by the Westonaria Local 
Municipality and the amendment to the urban edge includes this proposal. This 
proposed township would be able to satisfy in the current demands (back log) of 
Westonaria (18 000) and also provide housing for beneficiaries from other 
municipalities. 

E.3.3 Protea West Industrial Park 


A mixed use township consisting of industrial commercial, motor related uses, 
shops and sports facilities has been lodged with Westonaria Local Municipality. 
The township is an extension of similar townships on the western side of the 
common boundary between Johannesburg Metropolitan Municipality and 
Westonaria Local Municipality. The township will consist of approximately 400 ha 
and will provide much needed job opportunities to current and future residents of 
the area 

A further reason for the establishment of townships in this area is that a sewer pipe 
line that will provide in the need of the newly established residential townships in 
Protea Glen and Doornkop will traverse the West Rand Agricultural Holdings 
(WRAH). The design thereof is done as such that the planned volumes of this 
network will allow future townships to be established in WRAH to link into this 
network. A cross-boundary agreement will have to be signed between Westonaria 
Local Municipality and the City of Johannesburg for the provisioning of cross- 
boundary service delivery to the townships in this area. 

In line with the abovementioned criteria the WRAH is also earmarked for a future 
high density residential development on the small holdings. The current planning is 
that the existing roads will be retained and the layout of the residential development 
would fit in within this road layout. 

The one issue that is hampering the development is the acquisition of land as it 
belongs to the City of Johannesburg and efforts to obtain an agreement to proceed 
with the township establishment has not yielded the expectant results. 


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Rural Residential / Agricultural 

The Agricultural holdings of Ten Acres, Waterpan and West Rand Gardens be 
retained for rural residential purposes. Small scale intensive farming activities 
could also be allowed here depending on the availability of ground water resources 
for this purpose. Activities other than rural residential and agricultural related should 
not be allowed to take place within these areas. 

The area of the West Rand Agricultural Holdings could be developed for non- 
residential and non-agricultural uses such as guest houses, wedding venues and 
restricted business/commercial activities. All of these developments would depend 
on whether it could be serviced by way of a septic tank or conservancy. No 
development would be supported that would require to be linked to an outfall 
sewerage system. 

Potential future urban areas 


Areas are currently being investigated for the possible establishment of residential 
townships and as soon as more clarity has been received on these areas, a 
decision would be made to include these areas in the urban edge. 

Urban Edge 

An application for the amendment to the urban edge (as indicated on the Spatial 
Development Framework (SDF Map) was made to the Gauteng Department of 
Economic Development (GDED) to incorporate the areas of WRAH and Syferfontein 
into the urban edge, as well as to reflect new developable areas as earmarked by 
the Area Based Planning’s sector plan. This application was made with the adoption 
of the IDP for 2010/11 by the Westonaria Local Municipality in 2010. The Urban 
Edge was approved by GDED and the approved urban edge is reflected in the 
Spatial Development Framework (SDF) at the end of the document. 

Agriculture / Mining 

The majority of the remainder of the northern portions of the study area should be 
retained for agricultural and mining activities. Most of this land is characterised by 
dolomitic conditions and is unsuitable for development from a geotechnical point of 
view. Large tracks of this land are owned by mining companies and are being used 
for mining operations. This area should be utilised for mining purposes as required 
while the remainder of the area could be utilised to accommodate agricultural and 
related uses. The possibility of establishing small scale intensive farming activities 
in support of the urban structure should be promoted. 

Conservation / Mining 

The southern portions of the study area are earmarked for conservation and mining 
activities. No further future urban development should be encouraged to take place 
in this area as it will be contrary to the concept of a compact urban structure. The 
mining activities which are currently taking place, as well as potential future 
activities should be accommodated in this zone. This area is also located in the 
zones with the highest conservation potential as indicated on Map. The areas 
which are not utilised for mining activities should thus be reserved for conservation 
purposes. 


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Housing 

Housing, RDP and affordable, within the Westonaria Local Municipal area is at 
present being dealt with by Gauteng Department of Local Government and Housing. 


Area Based Planning 

There is an urgent need to change the approach in order to deliver far reaching, but 
orderly, land and agrarian reform during the next ten years and in this regard the 
department of Land Affairs together with municipalities, are proposing Area Based 
Planning (ABP) as a fundamental tool for the integration and alignment of land 
reform with the strategic priorities of provinces, municipalities and other sectors. 

The Area Based Plans will serve as a catalyst for land related developments at a 
municipal level and should be aligned with plans for Local Economic Development, 
Sustainable Human Settlement, Agricultural and Basic Services. 

This will enable the Department of Land Affairs and Westonaria Local Municipality 
to formulate strategies that will enable greater access to and participation in land 
and agrarian reform initiatives. The ABP is designed to speed up the Land and 
Agrarian reform programme while at the same time provide for enhanced economic 
development. It is thus an important tool in the delivery of key national policy 
objectives such as Accelerated and Shared Growth Initiative of South Africa 
(ASGISA). 

The Department of Land Affairs (DLA) is in the process of appointing consultants to 
assist the DLA and Westonaria Local Municipality to formulate a land sector plan 
that will be the key vehicle for enhanced integrated planning and a platform for 
better intergovernmental relations and public participation. 

E 4. PROPOSED OTHER DEVELOPMENTS ON THE WEST RAND 

E 4.1 Drooaeheuvel, Middelvlei and the then Westonaria South now known as 

Borwa Housing Projects 

Power House Consortium / Gauteng Department of Housing (GDoH) 

Powerhouse Consortium (Pty) Ltd (PHC) on 1 1 March 2009 submitted a progress 
report to the Gauteng Department of Housing (GDoH) in respect of the 
Droogeheuvel, Middelvlei and Westonaria South Housing Projects. 

Background information on the Project, as an identified Provincial Flagship Project, is 
envisaged to be an integrated, sustainable human settlement, utilising the principles 
of the Breaking New Ground Policy (BNG) of the National Department of Housing. 
The West Rand Professional Resource Team (PRT) investigated various sites within 
the larger West Rand area. Droogeheuvel, Middelvlei and Westonaria South were 
identified as the most suitable sites for the relocation of the Bekersdal informal 
community. 

In September 2007, a business plan was completed by PHC to inform the 
implementation of the project namely: 

4- Programming of Development; 

4- Phasing of Development; 

4- Mix (Density/Income/Tenure Ratios) of Development; 

4- Funding Requirements of the Development; and 


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4- Potential Involvement of the Private Sector in the Development. 

The Business Plan was based on the development of 17 822 residential stands of 
mixed density, typology and market of which approximately 9 000 (50%) single 
residential stands is proposed to be used for subsidy housing. 

The Business Plan foresaw implementation of the Project by the Gauteng 
Department of Housing (GDoH) through PHC as its implementing agent which was 
appointed by GDoH in October 2007. 

Project Status is also set out in the Progress Report including maps indicating the 
Phases per project area. The report is available from the Head of Department: 
Corporate Services responsible for Housing. 

The Droogeheuvel, Middelvlei and Westonaria South projects have been divided into 
9 phases and 26 sub phases/precincts according to the following principles: 

■4- The availability of existing surrounding engineering services (and capacity). 

4- The availability of bulk services capacity to the site. 

4- Linking of the existing neighbouring developments of Eikepark; Mohlakeng; 
Toekomsrus and Aureus; and Westonaria town and Simunye to Droogeheuvel, 
Middelvlei and Westonaria South respectively. 

4- The availability of existing supportive infrastructure. 

The implementation plan is as follows and motivated by the following: 

4- First Phase: Middelvlei (also known as Mohlakeng Extension 11) 

° Bulk water capacity is available from Mohlakeng to service the first 
phase of Middelvlei. 

° First phase of the bulk outfall sewer. 

After considering the above, the GDoH has made provision on its 
2008/09 budget for the construction of 500 units in the Pilot 
project. 

Approximately 200 units will be for beneficiaries from Westonaria, which 
would mainly be from the Transit Camp north of the Bekkersdal Informal 
Settlement. 

4- Second Phase: Droogeheuvel 

° Bulk capacity (water) is not currently available 

4- Third Phase: Westonaria South 

° Planning Process has commenced. 

It is to be noted that electricity will not be available to any of the phases in the short 
term and consequently was not a factor in determining the phases. 

The Urban Design Framework addresses the following: 

4- The projected yield of the different housing types per stand size per phase; 

4- Urban Design Framework; 

4- Cost and Financial Model informed by the following critical project assumptions: 
° Full level of engineering services - Service Agreement is signed 
between the relevant parties; 

° Land purchase price; 

° Commercial land to be used as financing tools; 

° Coordinated land Release and Development; 


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° Land Rights to be used as security for loans; 

° bulk services contributions; 

° Project should be Bankable; 

° Business plan should be approved and accepted by GDoH, 

Westonaria Local Municipality and Randfontein Local Municipality; 

° Mixture of housing typologies - various stand sizes; 

° Hybrid electrical reticulation; 

° Supportive infrastructure to be developed simultaneously; 

° Erf sizes; 

° Variety of housing sized and typologies’ 

° Subsidy top structure as an enhanced product; 

° Revised income to fund the subsidised top structures; 

° Landscaping along major arterial routes. 

■4- Pilot Project Area: (Middelvlei Portion 1A, and Phases 2A, 2B & 2C) - the 
layout of this township is attached as Annexure 
The projected yield of the different housing types per stand size per phase is as follows: 


Project Area 

Phase 

Housing Type 

Total 

Detached 

SOOsqm 

Detached 

250sqm 

Semi- 

Detached 

ISOsqm 

Row 

Houses 

120sqm 

Walk- 

ups 

at 

120 

units 

Per Ha 


Middelvlei 

1 


706 

589 

589 

551 

2435 

2 


286 

238 

238 

1019 

1781 

3 


770 

642 

642 

478 

2532 

Subtotal 



1762 

1469 

1469 

2048 

6748 

Droogeheuvel 

4 


377 

314 

314 

1082 

2087 

5 


530 

442 

442 

413 

1827 

6 


618 

515 

515 

481 

2129 

Subtotal 



1525 

1271 

1271 

1976 

6043 

Westonaria 

Borwa 

7 

1163 




980 

2143 

8 

1480 

555 

463 

463 

433 

3394 

9 


1849 

1541 

1541 

1440 

6371 

Subtotal 


2643 

2404 

2004 

2004 

2853 

11908 

Totals 


2643 

5691 

4744 

4744 

6877 

24699 

Subsidised 




941 

38 

3438 

12926 

Unsubsidised 


8334 



3439 

11773 


It is envisaged that the majority of the 180 m^ and all of the 120 m^ erven will be 
utilised for subsidised housing, while all the 300 m^ and 250 m^ erven and some of 
the 180 m2 erven will be utilised for bonded and finance linked housing, in order to 
provide an approximate 50/50 split between subsidised housing and non and semi 
subsidised housing respectively. The walk up units will also be split equally between 
the two funding approaches. 

Achievements to date 


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In order to initiate development in the area as soon as possible, DoH has requested 
that the portion of the project that has, or shortly will have access to basic bulk 
and/or link services and where the land is available be developed as a pilot project. 

A portion of Middelvlei owned by Randfontein Estates in Phases 1 ,2A, 2B and 2C 
has been identified for this purpose. A township application (Mohlakeng Extension 
11) has been prepared by PHC and approved by the GDoH which includes this area. 

Installation of internal water and sewerage services : Following a tender process, 
Makole Property Development was appointed as the contractor on 1 July 2008. After 
the appointed contractor had secured his guarantee, the site was handed over on 16 
July 2008. Contractual start date: 31 July 2008, Contractual completion date 17 
November 2008. At the date of the last site meeting on 18 November 2008, the 
contract was 90% complete. The outstanding work relates to the construction of the 
link and water services and the testing and handing over of the services. 

Construction of top structures : Absa Devco has appointed a contractor for the 
construction of the 20 units in the show village and an additional 50 units up to an 
amount of R200 000 pending DoH approval of funding. The contractor was 
established on site on 13 October 2008 and is currently constructing 54 units. 
Twenty units are roofed and being finished internally, while an additional 34 are 
under construction and 70 foundation slabs have been cast. Completion of the units 
has been delayed due to work stoppages enforced by local community groups, 
demanding a stake in the contract. Five local subcontractors have been employed 
by the main contractor to complete 30 units. A tender has been prepared for the 
construction of a further 500 units and was issued to 10 selected contractors on 23 
October 2008. The tender closed on 6 November 2008. Six tenders were received. 
Two 30 day extensions to the validity period of the tender have been accepted by the 
tenderers, the second of which expired on 2 April 2009. Following adjudication of the 
tenders, DAC, at its meeting on 1 1 March 2009, approved the appointment of one 
tenderer, subject to certain conditions being fulfilled. 

Local Planning Steering Committee Meeting: 4 February 2010 

Latest news on the housing development at Mohlakeng Ext 11 (Middelvlei) 

development is that an agreement was reached that Absa Devco will get involved in 

financing the construction of houses at the Mohlakeng Ext 1 1 (Middelvlei) 

development. 

As from 1 February 2010 the contractor was on site busy with site clearing in 
preparation for the construction of 500 low cost houses. 

The contractor has been permitted to use the show houses for storage purposes and 
other related tasks. 

The main contractor, in future, is to attend the Local Planning Steering Committee 
meetings. 

E 4.2 Simunye Extension 2 

A number of stands in Simunye Extension 2 were consolidated, resubdivided and 
rezoned to create the potential to develop 164 units as part of a high density 


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residential complex. This development is part of the BRP, but Goldfields, SA has 
since entered into negotiations with Council to develop the units at the cost of 
Goldfields, SA. The engineering services have been installed as part of the 
Bekkersdal Renewal Project. 

E 4.3 Glenharvie & Extension 8 

Goldfields South Africa is currently busy to develop approximately 450 units in 
Glenharvie and Extension 8 for rental accommodation for employees of Goldfields. 

****** 


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SECTION F 

FINANCIAL PLANNING 


NO ITEM PAGE NO 

FI. EXECUTIVE SUMMARY 193 

F2. BUSINESS DEFINITION 193 

F3. SITUATION ANALYSIS 193 

F3.1 Population Dynamics 194 

F 3.2 Expanded Public Works Programme (EPWP) 

195 

F 3.3 National Indigent Policy 197 

F 3.4 Westonaria Indigent Policy 198 

F 3.5 Water & Sanitation 198 

F 3.6 Asset Capital Poverty Reduction 199 

F4. RESPONSE TO CHALLENGES 201 

F4.1 BUDGET APPROACH: 2011/12 201 

F 4.2 Operational Plans 202 

F 4.3 Operating Budget 202 

F 4.4 Capital Budget 210 

F 4.5 Maintenance Budget 216 

F5 MUNICIPAL BUDGET AND REPORTING 

F5.1 Municipal Public Accounts Committee (MPAC) 

218 

F 5.2 Audit Committee 219 

F 5.3 Municipal Infrastructure Grant (MIG) 221 


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F FINANCIAL PLAN: MEDIUM TERM BUDGET POLICY STATEMENT 2010/2011 
TO 2012/2013 

F 1 . EXECUTIVE SUMMARY 


The Budget policy statement was informed by the 5 National Priorities, the Municipality’s 5 
year Turnaround strategy (which includes certain short, medium and long term strategies), 
the IDP, the mining forum (with reference to Economic Development initiatives, flagship 
projects, housing and land use) the Bekkersdal Renewal Project (BRP) and the local social 
and economic situation within Gauteng in general and Westonaria in particular. 

F 2. BUSINESS DEFINITION 


Vision: 

Delivering sustainable social and economic development for the people of 
Westonaria 

Mission : 

Providing a viable sustainable governance model built on development practices to 
ensure a better quality of life for all the people of Westonaria. 

Strategic goals 

• To provide democratic and accountable government 

• To ensure the provision of services to communities in a sustainable manner 

• To ensure good corporate governance 

• To provide a safe and healthy environment 

National, Provincial and local priorities 

• Service Delivery and Infrastructure Development 

• Local Economic Development 

• Municipal Financial viability 

• Municipal Transformation and institutional development 

• Good governance 
Government Spending Priorities 

• Investing in human and physical capital 

• Improving quality of education 

• Extending basic household services 

• Improving the efficiency of criminal justice sector 

• Strengthening the capacity of the State 

• Supporting targeted interventions in the economy that raise productivity and 
efficiency 

F 3. SITUATION ANALYSIS 


Westonaria forms part of the West Rand which consists of four local municipalities, 
namely, Meragong City, Mogale City, Randfontein and Westonaria and the West 
Rand District Municipality, see Mapi below. 


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Map 1 : WRDM constituent local municipalities. 

F 3.1 Population dynamics 

South Africa's population is estimated to be 47.4 million people in 2006 according to 
Statistics South Africa mid-year population estimates. About 20.1%, that is about 9.5 
million people of the total population residing in Gauteng. In the Westonaria Local 
Municipality jurisdiction there are approximately, 110 00 people, which is about 14% 
of the total population of the West Rand and 1% of the total population Gauteng. 

The gender distribution in Westonaria reflects a composition pattern, which has the 
number of males substantially more than women. According to Census 2001 , there is 
56.91% males and 43.09% females, see table 1 below. 

Table 13: Gender Distribution of the Westonaria 



Male 

Female 

Total 

Westonaria 

62,216 

47,112 

109,328 


56.91% 

43.09% 



53.77% 

46.23% 



Source: Stats SA Census 01 
Population growth 

According to global insight, the total population in Westonaria grew by 0.6% in 2005. 
Based on an average population growth rate of 1.2 % per annum since 2001, the 
current population is estimated at 125 400. 


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Poverty levels 

Westonaria Local Municipality is a developmental municipality with an objective of 
eradicating poverty and unemployment. Therefore, it is essential that we provide an 
analysis of the poverty situation. In the Gauteng province the poorer areas are 
largely residing in the District Municipalities, such as the West Rand District 
Municipality (WRDM). In the WRDM poverty index is 19.7% and the 
poverty/population proportion is 8.4 %. An index for Westonaria Local Municipality is 
not available. It is however estimated that approximately 40% of the total population 
lives below the bread line (50 160 residents), see Map 2 below. 


Map 2: Poverty index 



cqyure 1 Poverry cxjox c » ~ Ka dtoocmon ocross 1?“$ srx nt-MjrKoioak'tes 


F 3.2 Expanded Public Works Programme (EPWP) 

According to the Population and Development Report, nationally, expenditure on the 
public works programme increased almost 10 fold since 1998. The public works 
programme employed a total of 124 808 people since 1998, however most of these 
jobs were temporary in nature. A total of 3407 permanent jobs were created in 
1999/2000. The number of jobs created through the Westonaria Local Municipality 
infrastructure projects was 368 in the financial year 2005/06. 

During the 2007/08 financial year local economic development initiatives created 443 
jobs where individuals for a period of three months earned the minimum wage or 
more. The following groups benefited from these initiatives: 

145 women, 143 youth and 4 disabled people. 

The Municipality through its capital projects for the same period created 161 jobs 
where individuals for a period of three months earned the minimum wage or more. A 
total number of 66 women benefited from the projects. 

The Municipal Infrastructure Grant (MIG) for Westonaria Local Municipality amounted 
to R23,5 million in the financial year 2006/07, R25,5 million for 2007/08 and R29,8 
million for the 2008/09 financial year, which is 16,86 % increase in allocation provided 
for the 2007/08 financial year. 


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A breakdown of MIG projects, contractors appointed, local people used and monetary 
value for the 2008/09 financial year is reflected below: 


Project 

Amount 

Rmil 

Date of 
completion 

Local 

Contractors 

Local People 

Male 

Female 

Upgrading 
Westonaria Solid 
Waste Disposal 
Site 

R0,73 

March 2009 

No 

17 

93 

Upgrading 

Council 

Chambers 

R1,12 

March 2009 

Yes 

16 

2 

Establishment of 
new cemetery in 
Simunye (Access 
Road) 

R1,03 

March 2009 

Yes 

45 

24 

Storm-water 
management in 
Zuurbekom 

R1,01 

Aug 2008 

No 

42 

10 

Construction of 
Simunye Internal 
Roads 

R3,91 

March 2009 

Yes 

70 

28 

Water and 

Sanitation for 

Thusanang 

R5,53 

Aug 2008 

No 

90 

48 

Libanon Landfill 
Site 

Supply Voltage 
and Infrastrucutre 
network 

R4,57 

June 2009 

No 

nil 

nil 

Bekkersdal 

Cemetery 

Fencing 

R2,0 


No 

1 

3 


For the 2009/10 financial year an amount of R38,6 million was granted by MIG to 
improve service delivery and encourage job creation. A breakdown of amount spent 
per project, contractors employed and local labour used is reflected below: 


Project 

Amount 

Rmil 

Date of 
completion 

Local 

Contrac- 

tors 

Local People 

Male 

Female 

Upgrading of 
Westonaria Solid 
Waste Disposal 

Site 

(Plus next 2 
years) 

R7,0 

31 March 2010 

N 

47 

45 

Simunye - 
Internal Roads 

R1,28 


Planning 








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Project 

Amount 

Rmil 

Date of 
completion 

Local 

Contrac- 

tors 

Local People 

Male 

Female 

Simunye - New 
Cemetery 
(Phase 1 & 2) 
Preparation of 
internal roads 

R6,1 

31 March 2010 

N 

73 

13 

Venterspost - 
Replacement of 
outfall sewer and 
pump station 

R13,14 

31 March 2010 

N 

44 

2 

Simunye - Multi- 
purpose Sports 
and Recreation 
Centre 

Design of 

Building (Rimil) 
Outdoor Activities 
(R1,2mil) 

1 X Soccerfield 

1 X Athletic Track 

2 X Multi-purpose 
courts 

R1,0 

In Design Stage 

Bekkersdal 

Cemetery 

Phase 2 

R3,1 

31 March 
2010 

N 

0 

0 

Upgrading of 

W/aria Sport 
Complex - Ramp 
for disabled people 

R0,4 

On Hoi 

d 

Zuurbekom Roads 

R4,0 

Awaiting approval 

New Zuurbekom 
Outfall Sewer 

R0,5 

Environmental Impact Assessment (EIA) in progress 


Service Delivery To The Community 

A total amount of R38,6 mil was received from the Municipal Infrastructure Grant 
(MIG) for the 2009/10 financial year. The division of the allocation was as follows: 
70% for Water, Sanitation, Roads and Storm water, 15% to Cemeteries, 5% towards 
Sport Complex and Multi-Purpose (MPCC), 5% municipal projects and 5% to the PMU 
Administration. 

F 3.3 National Indigent Policy 

The national indigent policy calls for all municipalities to provide poor households in 
the communities with some Free Basic Services (FBS) of water, electricity and 
sanitation. The FBS programme is government commitment to address the needs of 
the impoverished. South Africans and provide basic services to them to ensure that 
they can begin to live a dignified life. 


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The amount earmarked in Westonaria’s Medium Term Revenue Expenditure 
Framework MTREF for FBS and Indigent support in the 2010/11 amounted to R55,14 
million. More than 13400 households (45% of all households, which represent the 
poverty level within the area of jurisdiction) will benefit from this policy. 

F 3.4 Westonaria Local Municipality Indigent Policy 

In Westonaria Local Municipality currently two (2) policies are in operation, namely a 
Free Basic Service Policy (FBS) and an Indigent Policy. In terms of the FBS policy all 
households qualifiy for 6 kl water and 50 kWh electricity as free basic services and 
residential stands with a size of less than 350 m^ also qualify for free sewer and 
refuse removal and no charges for assessment rates. The Indigent policy is based 
on geographical area and standard of services rather than the ability to pay for 
services. It is mainly Venterspost and Simunye townships who benefit from this 
(5500 households) The 2010/1 1 financial year followed for a different approach. Only 
registered indigents will be entitled to FBS and the indigent status will be determined 
by household income based on two national social grants per household (currently 2 
X R1 150) this approach should result in an additional billed income of approximately 
R 7 million per annum. 


Westonaria Local Municipality 

Table 14 Indisent households qualifying for FBS 


Households with free 6 kilolitres of 
water and 50 Kilowatts of 
electricity 

Free waste removal and Assessment 
rebate exemption 

29 000 

11 400 


Source: Finance Department 


F 3.5 Water and Sanitation 

The provision of clean water is a major tool for protecting human capital and for 
reducing social asset poverty. The proportion of households that have access to 
clean water increased from 60% in 1995 to close to100% in 2005. 

The proportion of households with access to sanitation also increased, though at a 
slower pace. In 1994, 49% of households had access to sanitation. This figure 
increased to approximately 90% in 2006. The current sanitation backlog is 
approximately 14 400 households to reach a target of 2010 universal access. The 
bucket system has been eradicated in 2005. The 14 400 households refers to the 
“Bekkersdal transitional informal area” which will eventually be addressed by the 
reallocation programme as per the Bekkersdal Renewal Project (BRP) and be 
upgraded to a full waterborne system. 

The Meeting the Targets Programme (MTTP) for Sanitation is an initiative launched 
by Gauteng Province to assist local municipalities to meet the targets set to eradicate 
the sanitation backlogs by 2010. A breakdown of the project budget to achieve this 
totals R1 64,29 million consisting of the flowing: Bulk Infrastructure: R122,5mil and 
Waterborne system: R41,79mil. 


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Westonaria LM - Water Backlog Summary 



No of Households 

Water Adequate 

Water 

No Service at all 

Bekkersdal 

2500 

2500 Full 

0 

Westonaria 

7781 

7781 Full 

0 

Simunye 

3030 

3030 Full 

0 

Bekkersal 

Informal 

14500 

14500 Stand Pipe 

0 

Rand Water 

Works 

1204 

1204 Standpipe 

0 

Thusanang 

850 

850 Standpip 

0 

Other (Farms) 

115 

25 

90 

TOTAL 

29980 

29890 

90 

% 


99,7% 

0,3 


The water balance is an important step in the process of understanding the 
functioning of a water supply system. With total water demand known, the annual 
water demand and wastewater flow and load projections can be addressed. Accurate 
metering and measurement of water and effluent flows in the municipal water and 
wastewater systems are important to ensure reliable auditing of water flowing through 
the systems, and verifying the accompanying water balances. The WCDMU will also 
address this. 

All bulk water is purchased from Rand Water. Prior to June 2008 the mines purchased 
water directly from Rand Water, but since July 2008, Westonaria LM has taken over 
the supply function and supplies the mines at Rand Water tariff plus RO-40/unit water 
sold. 

Available information reflects the current supply as an overall figure of 19 134 
Ml/annum. Due to lack of discreet zones and lack of data logging and monitoring, 
individual sectors and zone usage cannot be determined. 

Data on physical water losses in rural areas are not separated from usage in urban 
area by the Municipality or any other source. It appears as though no monitoring is in 
place in rural areas and it might be expected that high water losses occur through 
stand pipe taps being left open. The estimated figure for tap water losses is 457 Ml / 
annum. This figure cannot be substantiated without the introduction of proper logging 
systems. 

The Water Balance of Westonaria LM clearly indicates the necessity of accurate water 
metering of water supplied to consumers as well as water received by the Waste 
Water Treatment Works. The implementation of the Loss Control Unit will also assist 
with this. 

F 3.6 Asset capital poverty reduction 

Sustainable settlements and housing 

It is a government priority to eliminate informal settlements. The provision of 
sustainable settlements is a strategy of government to eliminate informal 
settlements. The strategy is to provide of basic services by 2014 such as sanitation. 


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water and electricity to all households. Moreover, sustainable settlement includes 
housing consolidation, social housing, and renovation of hostels into communal units 
and provision of housing units. 

During census 2001 , an assessment of the settlement types revealed that there were 
about 33 222 informal dwellings in the West Rand and 16 554 in Westonaria, see the 
table 3 below. 


Table 15: Dwelling type 


Area 

Formal 

Informal 

Traditional 

Other 

Total 

Mogale city 

57,598 

24,220 

1,418 

293 

83,529 

Randfontein 

28,630 

7,087 

363 

85 

36,165 

Westonaria 

12,818 

16,554 

493 

115 

29,980 

DMA 

1,301 

261 

87 

15 

1,664 

Total - 2001 

census 

100,347 

48,113 

2361 

508 

151,1338 


Source: Stats SA: Census 01 


The provision of houses in Westonaria has increased dramatically. According to the 
Department of Housing in Gauteng Province 4 481 new housing subsidies have 
been approved in Westonaria since 1994. The current backlog is about 16 554 
housing units which will be addressed by the Bekkersdal Renewal Project to reach 
the 2014 target of universal access to basic shelter. The BRP project will cater for 
15 000 houses to provide for future growth during the execution of this project. 

The backlog of electricity is approximately 11 400 households with no electricity 
connections during 2000. By 2006 about 5 000 households were provided with new 
electricity connections. The backlog in 2007 was 9 500 households in respect of 
households with no access to electricity, and refers to residents residing in the 
informal areas. It is estimated that is could cost approximately R7.5 million to 
eliminate the backlog and achieve the target of universal access in 2014. This 
backlog will also be addressed by the BRP project. The water backlog in 2000 was 
estimated at 12 500 households. In 2005 the situation improved to a level that 100 % 
of all residents had access to water. 

Land Distribution and Land Reform 

According to a WRDM land audit study undertaken in August 2006, The WRDM 
areas is 46 968 km^ in extent with Mogale City, Randfontein, Westonaria and Cradle 
of Humankind. A total of 21% of all land within the WRDM vests with the State, local 
municipality, parastatal and mining houses. The mining land comprises of the largest 
portion (11%) followed by parastatal (6%), Local Municipal (2%) State (1%) whilst the 
rest is in private hands. 


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Land restitution, tenure reform and land redistribution is the other major policy 
instruments used for alleviating asset poverty since 1994. The Westonaria “land 
acquisition programme” has been largely hampered by geological conditions and the 
availability of suitable land for development. The Simunye housing development 
project reflects the Municipality’s performance in this regard. 

F 4. WESTONARIA LOCAL MUNICIPALITY’S RESPONSE TO THE FORE- 
MENTIONED - CHALLENGES 

F4 1 Budget Approach: 2011/12 

Municipal budgets must reflect policy priorities determined by the elected 
representatives and the Turn Around Strategy (TAS). 

It is essential that Council by means of the Integrated Development Planning process 
identify the strategic focus areas and the strategic municipal priority issues. 

For the current Budget (2010/11) Council approved the following municipal strategic 
priority issues: 

• Poverty alleviation 

• Visible Service delivery 

• Job creation 

• Emphasis on maintenance of assets and infrastructure 

• Free Basic Services 

The 5 year Turn Around Strategy document focus on the following issues: 

• Short term strategies: Financial Turnaround Strategy 

o To improve collection capabilities 
o To improve the payment culture 
o To establish new income streams 
o To optimize current income streams 
o To improve business processes 

• Medium term strategies: 

o To provide democratic and accountable government for local 
communities 

o To ensure the provision of services to the community in a 
sustainable manner 

o To ensure good corporate governance 
o To ensure effective execution of Council decisions 

• Long term strategies: 

o To create a viable economic regeneration strategy based on four 
models 

Model 1 AGRO- Processing 
Model 2 ARTISANS/ Derived Mining 
Model 3 Tourism 
Model 4 Mixed use model 

The 2008/09 Budget was guided by these strategic municipal priority issues. 


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Through the PMS system the strategic focus areas and objectives will be articulated 
into a statement of clear and measurable outcomes and outputs that will give clear 
guidelines to the administration on what has to be achieved. 

The draft budget allocations were formulated around these outcomes. 

F 4.2 Operational Plans 

Departments must align their operational plans to the strategic municipal priority 
issues and identified outcomes and targets of Council. This will facilitate the 
evaluation of existing operations so that Council may determine if it is necessary to 
continue with all existing functions of a department and to what extent Council 
desires to continue. 

After Council has confirmed its strategic municipal priority issues and determined the 
outcomes and service targets to be achieved, Heads of Department must prepare 
operational plans to Council for consideration. 

These plans should cover a three-year period and include the following: 

• Measurable objectives 

• Functions/activities 

• Outputs and targets, and 

• Income and expenditure projected over at least three years. 

F 4.3 Operating budget 

The operational budget is the financial plan, which Council uses to effect sustainable 
service delivery within the guidelines of the Council and in terms of the affordability of 
the Council. 

The new budget formats require that the operating budget be compiled for a three- 
year period. 

REVENUE BUDGET 

The budget is based on realistically anticipated revenue for the budget year from 
each revenue source. (Section 17(1)(a) of the Municipal Finance Management Act, 
Act No. 56 of 2003. The anticipated revenue is based on realistic and affordable tariff 
increases. 


The Council must indicate the target level with which tariffs should increase. 

The following increases are proposed as per operational and business principles. 


Assessment Rates 
Water; Municipal area 
Water; Mines 
Electricity 


6% 

18% 

Rand Water tariff plus 44c p/ kl 

20,38% (Escom tariff will increase by 24% as from 1 

July 2011) 


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Draft Integrated Development Plan (IDP) 


The Medium Term Revenue Expenditure Framework (MTREF) estimates and 
forecasts are based on a average rate of payment ieveis of 78%. 

The revenue of the Councii is derived from severai sources. For budgeting purposes 
the revenue from the various sources is as foiiows: 

GRANTS AND SUBSIDIES 

This item consists of subsidies for heaith services provided on behaif of the 
Provinciai Government, refund on motor iicenses and inter-governmentai 
contributions in the form of equitabie share contributions. 

PROPERTY TAX 

Property tax is ievied based on the vaiue of property in the municipai area and based 
on a predetermined percentage. 

SERVICE CHARGES 

Service charges revenue consists of income generated from the saie of eiectricity 
and water and from amounts ievied for sewerage and refuse removai. 

The guideiine of a 10% surpius on turnover by the Nationai Eiectricity Reguiator 
(NER) on eiectricity shouid aiso be taken into account when the percentage increase 
in eiectricity tariffs is considered. 

Water services (iike eiectricity service) are considered to be a trading service and 
shouid therefore be operated to generate a surpius of 10%. 

Westonaria wiii suppiy water directiy to the mines at Rand Water tariffs pius 44c per 
ki. 

Refuse removai is considered to be an economic service and shouid therefore break 
even. 

Sewerage service is aiso considered to be an economic service and shouid therefore 
break even. Sewerage charges are based on the size of the stand. 

OTHER REVENUE 

Departments that provide services to other consumer services, coiiect revenue from 
the community. These inciude buiiding pian fees, water and eiectricity connection 
fees, fines, driver’s iicenses, transport fees, dumping fees etc. 

REVENUE BUDGET 

The Revenue Budget for the 2010/201 1 to 201 2/201 3 financiai years is based on the 
above-mentioned increases and growth rates as set out in tabie 4 beiow. 


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Westonaria Local 
Municipality 



Budget 

2009/10 

R 

Projected 

2009/10 

R 

Budget 

20010/11 

R 

Budget 

2011/12 

R 

Budget 

2012/13 

R 

REVENUE 

Property rates 

-22,266,286 

-32,121,001 

-33,299,471 

-46 410 292 

-49 410 292 

Service Charges 

-158,026,093 

-154,529,585 

-175,281,505 

-195 413 660 

-200 138 480 

Rental : Property & 
Equipment 

-482,980 

-393,887 

-423,840 

-453,508 

-485,254 

Interest earned - 
external investment 

-367,217 

-124,883 

-124,883 

-133,625 

-142,979 

Interest earned - 
outstanding debtors 

-6,646,845 

-8,598,261 

-8,621,525 

-8 260 061 

-8 757 462 

Fines 

-4,002,100 

-493,290 

-4,401,000 

-3 709 070 

-5 038 705 

Licenses & Permits 

-5,000,000 

-3,792,580 

-5,410,926 

-4 789 691 

-5 194 969 

Agency services 

0 

0 

0 

0 

0 

Government grants & 
Subsidies 

-100,145,029 

-92,045,029 

-104,807,985 

-92 233 679 

-98 1 92 369 

Other income 

-4,300,042 

-5,075,435 

-4,330,831 

-3 633 989 

-4,633,989 

Net Revenue 

-301,236,592 

-287,324,329 

-329,222,268 

-355 037 575 

-371 994 499 


Table No 16: Revenue Budget 


EXPENDITURE BUDGET 

Having established the revenue framework, the expenditure framework must be 
drawn up from the strategic plans/IDPs and the functional operational plans. 

The following elements have a major impact on the formulation of the expenditure 
side of the budget: 

• Employee remuneration and related employee cost projections 

• Interest and redemption requirements to service borrowings 

• Contributions from the operating budget for capital expenditure 

• Provision for long-term liabilities and other commitments 

A factor that must be included in the preparation of the operational plans is 
motivations in cases where ongoing commitments and planned work exist. 

The zero-based type of analysis where all activities are open to review at budget 
time allows an opportunity to reallocate resources and avoid continuous growth in 
budgeted expenditure. The Council therefore requires that all activities be 
continuously justified in terms of their outcomes and whether they still meet the 
Council’s strategic priority issues as well as past performance. In other words the 
Council requires that an activity that is not performing may be required to undertake 
reductions rather than to receive an increased allocation of funds. 


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The expenditure section of the operating budget sets out all the operating expenses 
and cash outflows to both internal and external sources. The total expenditure 
should be reconciled with the cash flow statement. 

The expenditure budget consists of operating service delivery items and provides 
inter alia for the following: 

o SALARIES AND WAGES - EMPLOYEE RELATED COSTS 
o GENERAL EXPENSES 
o REPAIR AND MAINTENANCE 
o CAPITAL CHARGES 
o CONTRIBUTIONS TO CAPITAL OUTLAY 
o CONTRIBUTIONS TO FUNDS 

SUMMARY OF EXPENDITURE BUDGET. 

The Operating Expenditure budgets for 2010/11 to 2012/13 financial years based on 
the above assumptions, see table 6 below: 


Westonaria Local 

Municipality 

Budgeted Operating Income and - Expenditure: 2010- 2011 and MTREF 2011 / 2012 - 2012 / 2013 


Budget 

Projected 

Budget 

Budget 

Budget 


2009/10 

2009/10 

20010/11 

2011/12 

2012/13 


R 

R 

R 

R 

R 

EXPENDITURE 

Employee related costs 

90,952,826 

76,895,254 

90,593,909 

101 746 205 

109 942 620 

Remuneration Councillors 

8,423,546 

8,423,546 

9,013,194 

9,644,118 

10,319,206 

Collection costs 

1,188,832 

645,522 

1 ,272,050 

1,361,094 

1,456,370 

Depreciation 

5,070,228 

4,964,001 

5,105,271 

5,462,640 

5,845,025 

Repairs & Maintenance 

14,886,617 

1 1 ,289,428 

15,113,113 

11 133 451 

1 1 798 458 

Interest on external 
borrowings 

11,626,279 

8,309,320 

11,648,695 

14 365 787 

15 227 735 

Bulk purchases 

113,019,404 

107,443,070 

122,328,887 

149 118 972 

158 066 110 

Contracted services 

7,847,826 

7,792,051 

10,459,346 

11,191,500 

11,974,905 

Grants & Subsidies paid 

64,265 

0 

30,361 

32,486 

34,760 

Provision for Bad Debts 

18,446,813 

28,831,464 

30,561,352 

16 617 620 

28 419 624 

General expenses- other 

26,658,417 

27,656,320 

30,510,299 

32,646,738 

32,646,738 

Projects (MSIG,MFMA 
ect.) 

2,086,050 

2,086,050 

1,635,000 

1 ,749,450 

1,871,912 

Total expenditure 

300,271,103 

284,336,026 

328,262,080 

355 037 575 

375 628 558 


Table 17: Operational expenditure 


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SUMMARY OF OPERATING BUDGET: 

GT483 Westonaria - Table 18: Budgeted Financial Performance (revenue and expenditure by standard classification) 


standard Classification Description 

Ref 

Current Year 2009/10 

2010/11 Medium Term Revenue & 
Expenditure Framework 

R thousand 

1 

Original 

Adjusted 

Full Year 

Budget 

Year 

Budget 

Year+1 

Budget 
Year +2 

Budget 

Budget 

Forecast 

2010/11 

2011/12 

2012/13 

Revenue - Standard 








Municipal governance and 
administration 


108,790 

108,790 

106,190 

120,523 

137,570 

146,600 

Executive and council 


74,952 

74,951 

72,352 

82,244 

96,612 

102,775 

Mayor and Council 


74,952 

74,951 

72,352 

82,244 

96,612 

102,775 

Municipal Manager 


- 

- 

- 

- 

- 

- 

Budget and treasury office 


33,839 

33,839 

33,839 

38,278 

40,958 

43,825 

Corporate services 


- 

- 

- 

- 

- 

- 

Human Resources 


_ 

_ 

_ 

_ 

_ 

_ 

Information Technology 


_ 

_ 

_ 

_ 

_ 

_ 

Property Services 


_ 

_ 

_ 

_ 

_ 

_ 

Other Admin 


- 

- 

- 

- 

- 

- 

Community and public safety 


10,559 

7,022 

4,488 

8,350 

6,633 

8,499 

Community and social services 


5,997 

5,997 

3,494 

3,032 

3,611 

3,779 

Libraries and Archives 


1,462 

1,462 

1,476 

1,257 

1,345 

1,439 

Museums & Art Galleries etc 


_ 

_ 

_ 

_ 

_ 

_ 

Community halls and Facilities 


56 

56 

39 

60 

64 

69 

Cemeteries & Crematoriums 


125 

125 

115 

115 

123 

131 

Child Care 


_ 

_ 

_ 

_ 

_ 

_ 

Aged Care 


_ 

_ 

_ 

_ 

_ 

_ 

Other Community 


_ 

_ 

_ 

_ 

_ 

_ 

Other Social 


4,354 

4,354 

1,865 

1,600 

2,078 

2,140 

Sport and recreation 








Public safety 


4,531 

994 

994 

5,318 

3,023 

4,720 

Police 

Fire 

Civil Defence 

Street Lighting 

Other 


4,531 

994 

994 

5,318 

3,023 

4,720 

Housing 








Health 


30 

30 

- 

- 

- 

- 

Clinics 

Ambulance 

Other 


30 

30 





Economic and environmental services 


4,603 

4,603 

4,603 

4,611 

4,618 

4,626 

Planning and development 


- 

- 

- 

- 

- 

- 

Economic 








Development/Planning 


- 






Town Planning/Building 








enforcement 


- 






Licensing & Regulation 


- 






Road transport 


4,603 

4,603 

4,603 

4,611 

4,618 

4,626 

Roads 



101 






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Draft Integrated Development Plan (IDP) 




101 


101 

109 

116 

124 

Public Buses 

Parking Garages 

Vehicle Licensing and Testing 


4,502 

4,502 

4,502 

4,502 

4,502 

4,502 

R thousand 


Original 

Budget 

Adjusted 

Budget 

Full Year 
Forecast 

Budget 

Year 

2010/11 

Budget 

Year+1 

2011/12 

Budget 
Year +2 
2012/13 

Other 








Environmental protection 


- 

- 

- 

- 

- 

- 

Pollution Controi 

Biodiversity & Landscape 

Other 








Trading services 


177,284 

177,284 

172,037 

195,738 

209,440 

224,100 

Eiectricity 


55,113 

55,113 

52,670 

65,665 

70,262 

75,180 

Electricity Distribution 


55,113 

55,113 

52,670 

65,665 

70,262 

75,180 

Electricity Generation 








Water 


90,803 

90,803 

89,103 

96,307 

103,048 

110,262 

Water Distribution 


90,803 

90,803 

89,103 

96,307 

103,048 

110,262 

Water Storage 








Waste water management 


17,994 

17,994 

18,116 

19,553 

20,921 

22,386 

Sewerage 


17,994 

17,994 

18,116 

19,553 

20,921 

22,386 

Storm Water Management 
Public Toilets 








Waste management 


13,374 

13,374 

12,148 

14,213 

15,208 

16,272 

Solid Waste 


13,374 

13,374 

12,148 

14,213 

15,208 

16,272 

Other 


- 

- 

- 

- 

- 

- 

Air Transport 

Abattoirs 

Tourism 

Forestry 

Markets 








Total Revenue - Standard 

2 

301,236 

297,699 

287,320 

329,221 

358,261 

383,826 

Expenditure - Standard 








Municipal governance and 
administration 


93,408 

93,408 

82,652 

107,831 

114,993 

114,286 

Executive and councii 


73,700 

73,700 

63,628 

89,032 

95,007 

93,050 

Mayor and Council 


71,018 

71,018 

61,645 

86,841 

92,666 

90,565 

Municipal Manager 


2,682 

2,682 

1,982 

2,191 

2,342 

2,485 

Budget and treasury office 


9,525 

9,525 

9,525 

9,430 

10,002 

10,610 

Corporate services 


10,183 

10,183 

9,499 

9,370 

9,983 

10,627 

Human Resources 


2,357 

2,357 

1,673 

1,816 

1,931 

2,053 

Information Technoiogy 


3,781 

3,781 

3,781 

2,728 

2,919 

3,113 

Property Services 


4,046 

4,046 

4,046 

4,825 

5,133 

5,461 


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R thousand 

Original 

Adjusted 

Full Year 

Budget 

Year 

Budget 
Year +1 

Budget 
Year +2 

Original 

Budget 

Budget 

Forecast 

2010/11 

2011/12 

2012/13 

Budget 

Other Admin 








Community and pubiic safety 


24,761 

23,427 

21,917 

24,843 

26,424 

28,106 

Community and social services 


11,641 

11,641 

11,541 

13,711 

14,588 

15,521 

Libraries and Archives 


3,191 

3,191 

3,191 

4,158 

4,429 

4,718 

Museums & Art Gaiieries etc 


_ 

_ 

_ 

_ 

_ 

_ 

Community haiis and Faciiities 


785 

785 

785 

834 

885 

940 

Cemeteries & Crematoriums 


3,213 

3,213 

3,113 

2,672 

2,845 

3,029 

Chiid Care 


_ 

_ 

_ 

_ 

_ 

_ 

Aged Care 


_ 

_ 

_ 

_ 

_ 

_ 

Other Community 


1,912 

1,912 

1,912 

2,022 

2,149 

2,282 

Other Social 


2,538 

2,538 

2,538 

4,025 

4,281 

4,553 

Sport and recreation 


2,878 

2,878 

2,578 

3,104 

3,301 

3,510 

Pubiic safety 


6,179 

6,179 

6,029 

6,453 

6,855 

7,282 

Police 

Fire 

Civil Defence 

Street Lighting 

Other 

- 

6,179 

6,179 

6,029 

6,453 

6,855 

7,282 

Housing 


1,335 






Health 


2,729 

2,729 

1,770 

1,575 

1,680 

1,793 

Clinics 


1,051 

1,051 

92 

21 

23 

24 

Ambulance 

Other 

- 

1,678 

1,678 

1,678 

1,554 

1,657 

1,768 

Economic and environmental services 


18,500 

18,500 

18,166 

19,021 

20,256 

21,570 

Planning and deveiopment 


4,457 

4,457 

4,223 

4,551 

4,837 

5,141 

Economic 








Development/Planning 


1,177 

1,177 

1,177 

1,212 

1,287 

1,367 

Town Planning/Building 








enforcement 


3,280 

3,280 

3,045 

3,338 

3,549 

3,773 

Licensing <S Regulation 


- 

- 

- 

- 

- 

- 

Road transport 


12,197 

12,197 

12,097 

12,509 

13,337 

14,219 

Roads 


8,077 

8,077 

8,077 

8,207 

8,767 

9,365 

Public Buses 

Parking Garages 

Vehicle Licensing and Testing 

- 

4,119 

4,119 

4,019 

4,302 

4,570 

4,855 

Other 








Environmentai protection 


1,846 

1,846 

1,846 

1,962 

2,082 

2,211 

Pollution Control 


1,846 

1,846 

1,846 

1,962 

2,082 

2,211 

Biodiversity & Landscape 

Other 

- 








208 


Westonaria Local Municipality 


4*^ Review -201 1/12 
Draft Integrated Development Plan (IDP) 


R thousand 

Original 

Budget 

Adjusted 

Budget 

Full Year 
Forecast 

Budget 

Year 

2010/11 

Budget 

Year+1 

2011/12 

Budget 
Year +2 
2012/13 

Original 

Budget 

Trading services 

- 

163,602 

163,602 

161,602 

176,565 

192,943 

217,050 

Electricity 


40,219 

40,219 

40,219 

48,225 

55,055 

65,880 

Electricity Distribution 

Electricity Generation 

- 

40,219 

40,219 

40,219 

48,225 

55,055 

65,880 

Water 


86,544 

86,544 

86,544 

91,335 

98,467 

109,173 

Water Distribution 

Water Storage 

- 

86,544 

86,544 

86,544 

91,335 

98,467 

109,173 

Waste water management 


22,875 

22,875 

20,875 

22,774 

24,274 

25,874 

Sewerage 

Storm Water Management 

R thousand 

Public Toilets 

Original 

Budget 

13,369 

9,506 

Adjusted 

Budget 

13,369 

9,506 

Full Year 
Forecast 

13,369 

7,506 

Budget 

Year 

2010/11 

14,726 

8,048 

Budget 

Year+1 

2011/12 

15,701 

8,573 

Budget 
Year +2 
2012/13 

16,742 

9,132 

Original 

Budget 

Waste management 


13,963 

13,963 

13,963 

14,231 

15,147 

16,123 

Solid Waste 


13,963 

13,963 

13,963 

14,231 

15,147 

16,123 

Other 


- 

- 

- 

- 

- 

- 

Air Transport 

Abattoirs 

Tourism 

Forestry 

Markets 








Total Expenditure - Standard 

3 

300,271 

298,937 

284,336 

328,261 

354,615 

381,012 

Surplus/(Deficit) for the year 


965 

(1,238) 

2,984 

960 

3,646 

2,814 


Table 18: Operational Budget 


209 


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The Budget policy also provides for the funding of the following projects as per the 
operational budget: 

• GENDER & YOUTH DEVELOPMENT 

• SPORT DEVELOPMENT (SPORT CLINICS) 

. MEDIA & MARKETING 

• COMMUNICATION STRATEGY 

• COMMUNITY EMPOWERMENT & PARTICIPATION 

• EMPOWERMENT OF COUNCILLORS & COUNCIL 

COMMITTEES 

. SKILLS DEVELOPMENT (WOMEN) 

• HIV/ AIDS PROGRAMME 

• CRIME PREVENTION 

F 4.4 Capital Budget 

The driving force behind the implementation of the Council’s strategies is the 
Integrated Development Plan (IDP). In terms of the Municipal Systems Act ,Act No. 
32 of 2000, the IDP process has to inform the municipal budget and the preparation 
of the capital budget is based on the capital development priorities approved in the 
IDP. 

The capital budget consists of the non-operational needs of the community. The 
procurement of assets, with a life span of more than one year can be classified as 
capital expenditure. 


210 



Westonaria Local Municipality 


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Details Capital Budget for 2010/11 to 2012/13 and the funding of Capital 
expenditure is set out in the table below. 


WESTONARIA LOCAL MUNICIPALITY 

CAPITAL BUDGET 2010/11 & INVESTMENT PROGRAMME: 2011/12- 2012/13 

DESCRIPTION 

Budget/ 

2010/2011 

CAPITAL PR 
Budget/ 
2011 /2012 

OGRAMME 

Budget/ 

2012/2013 

PROJECTS/ITEMS 








MIG Projects 







B-BASIC RESIDENTIAL SERVICES 




HvN WWTW-Mechanical Refurbishment 

13,825,083 

1 400 000 

0 

Upgrading Westonaria Solid Waste Disposal 

Site (phase 3) 

5,768,746 

5 628 299 

5,768,746 

Installation of Pre-paid water meters 

1,100,000 

11 185 634 

8,350,000 

Zuurbekom Multi Purpose Sport and 

Recreational Community Centre 

1,959,000 

20,000,000 

8,000,000 

Roads in Zuurbekom. Construction of approx 

38 km of surfaced roads, road signs, etc 


1 214 365 


Establishment of new Cemetery in Simunye 
(phase 1&2) 

3,213,717 

5 349 246 

0 

Simunye Multi Purpose Community 

Centre(Phse 1) 

1,769,687 

401 645 

0 

Simunye Multi Purpose Community 

Centre(Phse 2) 

1,831,148 


0 

Construction - Simunye internal roads 

3,390,247 

10 000 000 

0 

Construction of New Taxi Rank in Westonaria 

200,000 

1 000 000 

0 

Simunye Library 

3,294,348 


0 

Venterspost: Replacement of existing 
underground outfall sewer pipes and 
pumpstations with above ground pipelines 

6,902,705 


0 

Westonaria Sport Complex: Upgrade existing 
complex to an acceptable standard 


1 000 000 


Mohlakeng Outfall Sewer Pipeline: Rehabilitate 
the existing pipeline 


15 000 000 


ID&P 




Electrical 



7,500,000 

Simunye Township : Ring feed cable 


2 500 000 


Replacement of street lights 


5 000 000 


Network Upgrading 


2 000 000 


Glenharvie Sub Station 


2 000 000 


MV Switchgear: Glenharvie pump station 


40 000 


Water and Sewer 



0 

Replace AC Pipes - G/h 


300 000 

0 

Replace AC Pipes Zuurbekom 


200 000 

0 


211 


Westonaria Local Municipality 


4"" Review -201 1/12 
Draft Integrated Development Plan (IDP) 




CAPITAL PROGRAMME 


Budget/ 

Budget/ 

Budget/ 

DESCRIPTION 

2010/2011 

2011 /2012 

2012/2013 

Replace AC Pipes Venterspost 


200 000 

0 

Replace AC Pipes Venterspost 


4 200 000 

0 

Repiace LDV for piumbers 


100 000 

0 

LDV X 4 Plumbers 


400 000 

1,000,000 

Water pumps 12v battery type 


34 000 


Electrical Jack Hammer 


20 000 


Sewerage Protea Park 


2 000 000 

500,000 

Replace Vacuum Tanker 


35 000 

1,500,000 

Glenharvie Reservoir repair roof 


300 000 

100,000 

Roof sludge plant 


35 000 

0 

Simunye Pump station 


230 000 


Automatic Sampler 


40 000 


Screen Motor 


80 000 

0 

LDV - Water treatment plant x 1 


140 000 


Electric Jack Hammer 


20 000 

0 




0 

Roads and Stormwater 


R2 685 000 

0 

Stormwater inlets: Hillshaven 


50 000 

0 

Resurfacing: W/aria(R1,5) 


2 500 000 

0 

Bomag Roller 


15 000 

130,000 

Plate Compactors x 2 


50 000 


Rammer x 1 


50 000 


Steer Loader 


20 000 






Mechanical Workshop 


R402 000 


LDVx2 


200 000 


10 Ton Jack x 2 


62 000 


Replace tools 


140 000 


Planning 




Replace Roof Library 


1 000 000 






Planning 


R5 135 000 


Food stalls 


100 000 


Plan Cabinets 


15 000 


Archive System for building plans (Phase 1) 


300 000 

0 

Banquet Hall Ceiling 


300 000 

0 

Replacement of vehicle fleet - 5 


3 120 000 

0 




0 

COMMUNITY SERVICES 




Public Safety 


R150 000 


Procurement of a motorized road marking 
machine 


150 000 







212 




Westonaria Local Municipality 


4"" Review -201 1/12 
Draft Integrated Development Plan (IDP) 


Sports Recreation Arts and Culture 


R295 000 


Provision of mobiie container library to 
Thusanang Informal Settlement 


600 000 


Install ceiling and lights at lodge and multi 
purpose hall 


65 000 


Purchase industrial lawn mowers 


80 000 


Purchase bush cutters 


30 000 


Renovate ablution facilities at lodge and multi 
purpose hall 


120 000 






Waste and Parks 


R7 830 000 


2401 Wheelie bins phase 1 


1 000 000 


Upgrading of Female Change rooms 


150 000 


Horticultural equipment 


80 000 


Greening and beautification (EPWP) 


1 500 000 


Procurement of fleet 


5 100 000 






HIV/AIDS Unit 


R300 000 


Minibus/Kombi 


300 000 






CORPORATE SERVICES 




Upgrading Bekkersdal Housing office 
(R250 000) 


300 000 


Replacements of equipment: Halls 


300 000 


Shelves/Lockable cupboards: Records sub- 
section 


50 000 


Upgrading of public toilets (civic centre halls) 
Banquet Hall, Paul Nel and office building 


300 000 


Resealing and repair of roofs: training centre 
(LIB) 


50 000 


Wendy guard houses 


200 000 


Advance vehicle (E/Mayor) 


200 000 


Renovation on main entrance 


200 000 


Video 


7 000 











213 




Westonaria Local Municipality 


4"" Review -201 1/12 
Draft Integrated Development Plan (IDP) 



Budget/ 

Budget/ 

Budget/ 

DESCRIPTION 

2010/2011 

2011 /2012 

2012/2013 





Office of the Municipal Manager 


R73 300 


Internal Audit 




Laptop and printer 


22 000 

15,190,000 

Upgrade offices 


24 000 


Office equipment 


7 300 

0 




0 

IT Section 


R115 000 


Repiace UPS in server room 


45 000 


Instali Netbotz 455 unit with PoE injector in 
server room 


40 000 


Purchase backup air conditioner for server room 


15 000 


Core network switches 


15 000 

0 





IDP 




Purchase a laptop, printer and a scanner for the 
IDP manager 


22 300 

0 

Purchase office furniture for the new IDP 
Manager 


30 000 

0 





FINANCE DEPARTMENT 


R250 000 

0 

Financial Planning 




Replacement of PC’s and printers 


50 000 


Integrated Asset and Infrastructure 

Management System 


2 000 000 


IBM Hardware 


200 000 










Revenue Management 




Pre-paid (off-line prima/Lus CDU system) 


50 000 

0 










214 




Westonaria Local Municipality 


4"" Review -201 1/12 
Draft Integrated Development Plan (IDP) 



Budget/ 

Budget/ 

Budget/ 

DESCRIPTION 

2010/2011 

2011 /2012 

2012/2013 

Section: Sanitation (Solid waste 
management) 




Transfer station / recycle facilities 

200,000 

3,301,000 


Computer (new) 

20,000 

20,000 

20,000 

Fhotocopier (new) 

15,000 



240i bins (new) 

500,000 

500,000 

1,000,000 

Female change rooms & toilets (new) 

200,000 

150 000 






Section: Parks 




Store Room 

40,000 

0 

0 

Westonaria fountain 

30,000 



Horticultural Equipment 

40,000 

80 000 

0 

Greening & Beautification of Town (2010) 

100,000 

1 500 000 

100,000 

Cherry picker (NEW) 

45,000 

800,000 






Section: Cemeteries 

0 



30 ton excavator 

250,000 


3,500,000 

Internal roads 

20,000 

250,000 






Section: Public Safety 

0 



Speed Measuring Machine 


0 

0 

Upgrading of Testing station 

360,000 


1,500,000 

All wheel light delivery vehicle 

100,000 

0 

0 

Roadblock trailer equipment 

130,000 

0 

0 

Upgrading of Public Safety offices 

60,000 

0 

0 

Road marking machine 

40,000 

150 000 






Section: Library 




TV & DVD player 

15,000 

0 

0 

Exhibition material 

10,000 

12,000 

15,000 

Library: Simunye 

2,100,000 

0 

0 





Section: Health 




Carports 

120,000 

0 

0 

Training Presentation kit 

15,000 



Storage container 

26,000 



Rodent Traps 

20,000 







Sports, Recreation, Arts & Culture 




Industrial Lawnmowers (X2) 

36,000 

80 000 

0 

Ceiling & Lights: Lodge & Mull- purpose hall 

45,000 

65 000 


Bush Cutters 

15,000 

30 000 

0 


215 




Westonaria Local Municipality 


4*^ Review -201 1/12 
Draft Integrated Development Plan (IDP) 



Budget/ 

Budget/ 

Budget/ 

DESCRIPTION 

2010/2011 

2011 /2012 

2012/2013 

Department Strategic Services 




Section: IDP 




Furniture IDP Coordinator 

15,000 

0 

0 

Computers & Printers : IDP Coordinator 

15,000 

0 

0 









Department Financial Services 




Section: Admin 

50,000 



Replacement of PC's & printers 


50 000 

0 


GRAND TOTAL 82,274,381 


FUNDING OF CAPITAL BUDGET 

93,597.792 

MIG 

52,179,192 

DAC 

600,000 

DBSA 

2,000,000 

WRDM 


EXTERNAL LOANS 

38,818,600 


F 4.5 Maintenance Budget 


A summary of the maintenance budget is set out in table below: 


Maintenance Group 

Pianned 

Budget 

Shortfaii MP 

Buiidings & Structures 

'2010/11 

2010/11 

2010/11 

Mechanical Workshop 

R 236,850.00 

R 23,685.00 

R 213,165.00 

Pump Stations: reservoirs 

R 342,000.00 

R 189,000.00 

R 153,000.00 

Pump Stations: Other 

R 375,000.00 

R 91,000.00 

R 284,000.00 

Cemeteries: Buildings 

R 97,900.00 

R 9,790.00 

R 88,110.00 

Cemeteries: Grave yard 

R 38,406.00 

R 38,406.00 

R 0.00 

Waste Management: Office 

R 14,235.00 

R 14,235.00 

R 0.00 

Parks: Offices 

R 13,170.00 

R 13,170.00 

R 0.00 

Parks: Bekkersdal 

R 17,280.00 

R 17,280.00 

R 0.00 

Parks: Simunye 

R 66,993.50 

R 66,993.50 

R 0.00 

Parks: Westonaria 

R 22,944.50 

R 22,944.50 

R 0.00 

Side walks & open spaces 

R 70,788.50 

R 70,788.50 

R 0.00 

Civic Centre, Banquet hall 

R 94,743.00 

R 94,743.00 

R 0.00 

Paul Nel Hall 

R 24,775.80 

R 24,775.80 

R 0.00 

Bekkersdal offices 

R 0.00 

R 0.00 

R 0.00 

Sport Facilities 

R 20,030.85 

R 0.00 

R 20,030.85 

Licenses Offices 

R 9,909.90 

R 0.00 

R 9,909.90 


216 



Westonaria Local Municipality 


4"" Review -201 1/12 
Draft Integrated Development Plan (IDP) 


Maintenance Group 

Planned 

Budget 

Shortfall MP 

Stores: Building 

R 10,000.00 




R 0.00 

R 0.00 

R 0.00 


R 1,455,027.05 

R 676,811.30 

R 768,215.75 





Water supply 




Meters 

R 150,000.00 

R 75,708.00 

R 74,292.00 

Mains 

R 100,000.00 

R 100,000.00 

R 0.00 

Reticulation 

R 10,000.00 

R 8,000.00 

R 2,000.00 

Reservoirs 

R 30,000.00 

R 24,517.00 

R 5,483.00 

Service Connections 

R 10,000.00 

R 4,000.00 

R 6,000.00 


R 300,000.00 

R 212,225.00 

R 87,775.00 

Electricity Supply 




M.V. Substations 

R 200,000.00 

R 100,000.00 

R 100,000.00 

Switching Substations 

R 100,000.00 

R 50,000.00 

R 50,000.00 

Mini substations 

R 500,000.00 

R 100,000.00 

R 400,000.00 

Meters/ Distribution kiosk 

R 500,000.00 

R 100,000.00 

R 400,000.00 

Energy meters 

R 150,000.00 

R 15,000.00 

R 135,000.00 

M.V. 0/H lines 

R 100,000.00 

R 10,000.00 

R 90,000.00 

L.V. 0/H Lines 

R 400,000.00 

R 40,000.00 

R 360,000.00 

Streetlights/ High Mast Lights 

R 400,000.00 

R 40,000.00 

R 360,000.00 

Service Connections 

R 250,000.00 

R 25,000.00 

R 225,000.00 

Equipment 

R 80,000.00 

R 8,000.00 

R 72,000.00 

Protective equipment 

R 60,000.00 

R 6,000.00 

R 54,000.00 

Pump Stations 

R 50,000.00 

R 5,000.00 

R 45,000.00 

M.V. Distribution Network 

R 150,000.00 

R 15,000.00 

R 135,000.00 

L.V. Distribution Network 

R 150,000.00 

R 15,000.00 

R 135,000.00 

Radio's 

R 15,000.00 

R 1,500.00 

R 13,500.00 


R 3,105,000.00 

R 530,500.00 

R 

2,574,500.00 

Sewers 




Sewers 

R 830,000.00 

R 69,878.00 

R 760,122.00 

Outfall sewers 

R 150,000.00 

R 97,961.00 

R 52,039.00 

Purification Works 

R 239,000.00 

R 90,592.00 

R 148,408.00 

Pumps 

R 0.00 

R 0.00 

R 0.00 

Sludge machines 

R 0.00 

R 0.00 

R 0.00 

Service Connections 

R 30,000.00 

R 5,000.00 

R 25,000.00 

Manholes 

R 15,000.00 

R 15,000.00 

R 0.00 


R 1,264,000.00 

R 278,431 .00 

R 985,569.00 


Table No 19: Maintenance budget 


217 




Westonaria Local Municipality 


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Draft Integrated Development Plan (IDP) 


F5. MUNICIPAL BUDGET AND REPORTING 


The Municipal Budget and Reporting Regulations are designed to achieve a range of 
objectives, including improving the local government sphere’s ability to deliver basic services 
by facilitating improved financial sustainability and better medium planning and policy 
choices on service delivery. 

By 1 July 2010, Westonaria Local Municipality had to fully comply with these Regulations. 
Currently Council to comply with the following provisions: 

• Establishment of a Budget Steering Committee 

• Funds created in terms of section 1 2 of the Act 

• Approval of Capital projects 

• Timeframes for tabling adjustment budgets 

• Non- compliance with time provisions 

• Framework for unforeseen and unavoidable expenditure 

• Unauthorised, irregular or fruitless and wasteful expenditure. 

F 5.1 Municipal Public Accounts Committee (MPAC) 

In terms of Section 79 of the Municipal Structures Act, Act No 117 of 1998, the Municipal 
Public Accounts Committee (MPAC) was established March 2007 to improve governance 
and management of public funds within Westonaria Local Municipality. 

MPAC was structured according to the political composition of Council to consist of 7 
(seven) members, excluding full time Councillors. 

Since the establishment three (3) members passed away namely Cllr C Matlala, Cllr R Pelo 
and Cllr S Saki. Council at its meeting held on 23 February 2009 appointed Cllr B 
Mnqwazana (Ms) and Cllr C Seitheiso (Ms) as new members to the Committee. One 
vacancy requires to be filled. 

The Committee once again suffered losses when Cllr V Sikiti (ANC) passed away and Cllr 
PFIC de Jager resigned as Councillor to serve in the regional structures of the Democratic 
Alliance (DA). 

To ensure the revitalisation of the MPAC Committee, Councillors S Ngweventsha, Cllr C 
Turner and Cllr Mankayi were elected during November 2009 to serve on the Committee. 
Cllr Ngweventsha was elected to serve as Chairperson of MPAC. 

All seven positions are currently filled. 

African National Congress Representatives: 

1) Cllr Ngweventsha (Chairperson) 

2) Cllr B Mnqazana (Ms) 

3) Cllr V Lwabi (Ms) 

4) Cllr ZM Mankayi 

Democratic Alliance 
(1) Cllr C Turner 

Coalition: (Inkatha Freedom Party & Azanian People’s Party 


218 





Westonaria Local Municipality 


4"" Review -201 1/12 
Draft Integrated Development Plan (IDP) 


(1) Cllr L Molebatsi (Ms) 

(2) Cllr C Seitheiso (Ms) 

The Financial Statements for the year ended 2009 and the Annual Report for the same 
period were considered by the Committee. 

F 5.2 Audit Committee 

The Audit Committee comprises of 14 (fourteen) members with 5 (five) independent 
members with two vacancies. The vacancies have not been filled. Meetings are chaired by 
an independent member. 


The members are: 


Name 

Representative from 

Appointment 

Gender 

Ms Regina Letsie - 
Chairperson 

Teba Bank 

May 2008 

Female 

Mr S Essakjee 

South Deep Gold 

Mine 

August 2009 

Male 

Mr Ashley Walbrugh 

Rand Uranium 

February 2010 

Male 


Other Members serving; 

Municipal Manager 
Chief Finance Officer 

FIOD: Performance and Compliance - vacant 
Representative from Siyenza Manje 
Manager: Internal Audit 
Snr Internal Audit Officer 

Representatives from the Office of the Auditor-General 
Representatives from Gauteng Treasury. 

Representatives from the Gauteng Department of Local Government and Flousing 

The term of office of the Audit Committee members came to an end in September 2009. 
Council at its meeting held in August 2009 resolved to extend the term of office of the 
members to September 2012. 

Council at its meeting held in February 2010 resolved to extend the Audit Committee to also 
perform the functions of a Performance Audit Committee. Mr A Walbrugh from Rand 
Uranium was appointed as Performance Management Specialist. 

Matters considered 

Westonaria Local Municipality received unqualified audit reports on the 2007/08, 2008/09 
and 2009/10 financial statements from the Office of the Auditor General which is 
commendable. Without qualifying the audit opinion the Auditor-General addressed a 
number of issues requiring attention. 

Management responded by indicating corrective measures to be put in place to address the 
said matters. These measures will be audited to ensure compliance. 


219 




Westonaria Local Municipality 


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Draft Integrated Development Plan (IDP) 


Financial position of Westonaria 

Apart from the report received from the Auditor-General the financial position of Westonaria 
Local Municipality raises concern; and has deteriorated in the past year as evident from the 
figures provided. 

2009/10 Financial Year 

The financial position of Westonaria Local Municipality had deteriorated in the past year. 
The current liabilities at 30 June 2010 exceeded the current assets by R47,8 million and the 
bank overdraft increased to R38,8 million. 

2008/09 Financial Year 

• Consumer debtors are very low at some 65% of monthly billings and the collections 
for arrear debts have been steadily declining. 

• Of the R89,4 million owed by consumer debtors (2008 - R66,2 mil) there is R62,3 
million over 300 days (2008 - R46,5 million). 

• Consequently the provision for doubtful debts has been increased by some R19,3 
million to R66,2 million (2008 - R46.8 million) and this represents some 74% (2008 
- 70.7%) of the amount owed by consumer debtors. 

2007/08 Financial Year 

• Increase in debtors to R67.8 million (2007 - R58.9 million) or 15.1%; accompanied 
by an increase in the provision for bad debts to R46.8 million (2007 - R38.7 million); 
an increase of 25%. 

• This should be seen in comparison to the revenue billed from rates and services 
(excluding grants) of R85.5 million (2007 - R79.8 million); an increase only of 7.1%. 

• There are now some 73% of debtors (2007 - 68%) that are older than 1 20 days. 

The Audit Committee expressed an opinion that dramatic improvement in the payment of 
these debts are required enabling this Council to move forward. 

The Audit Committee urged Council to take immediate lasting steps to turn this situation 
around and ensure that the consumers pay for the services rendered or have those services 
suspended till payment or payment arrangements are made. 


F 5.3 Proposed Vertical Division of funds as compared to by the MIG requirement 
Table displayed on the next page. 


220 



Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


F 5.3 PROPOSED VERTICAL DIVISION OF FUNDS AS COMPARED TO BY THE MIG REQUIREMENTS 


CATEGORIES 

2008/09 


2008/09 

2009/10 


2009/10 

2010/11 


2010/11 

2011/12 


2011/12 


(Actual %) 


(Actual R) 

(Actual %) 


(Actual R) 

(Actual %) 


(Actual R) 

(Planned %) 


(Planned R) 


B-BASIC RESIDENTIAL SERVICES 

90 

R27 942 796.65 

82 

R 31 754 730.32 

68 

R 30 605 504.06 

82 

R44 428 299.76 


Subdivision of 70% iisted beiow. 


Water 

29 

R 

9 087 428.00 

0 

R 

- 

8 

R 

3 793 281.03 

21 

R 

11 185 634.97 


Sanitation 

30 

R 

9 240 083.42 

39 

R 

15 230 954.33 

43 

R 

19400 185.41 

30 

R 16 400 000.00 

70% 

Roads & Storm water 

16 

R 

4 926 230.64 

13 

R 

5 029 973.29 

3 

R 

1 356 943.86 

21 

R 

11 214 365.03 

Solid Waste (disposal, transfer & 
processing) 

15 

R 

4 689 054.59 

30 

R 

11 493 802.70 

13 

R 

6 055 093.76 

10 

R 

5 628 299.76 


Health (Clinic) 

0 

R 

- 

0 

R 

- 

0 

R 

- 

0 

R 

- 


P-PUBLIC MUNICIPAL SERVICES 

Subdivision of 15.87% iisted beiow: 

6 

R1 725 361.05 

8 

R3 204 443.10 

11 

R 4 926 358.00 

12 

R 6 349 246.92 


Cemeteries and Mortuaries 

1 

R 

245 896.78 

8 

R 

3 204 443.10 

11 

R 

4 922 208.00 

10 

R 

5 349 246.92 

15% 

Taxi Rank 

0 

R 

- 

0 

R 

- 

0 

R 

4150.00 

2 

R 

1 000 000.00 


Municipal Building 

5 

R 

1 479 464.27 

0 

R 

- 

0 

R 

- 

0 

R 

- 


E-SOCIAL INSTITUTIONS & MICRO 
ENTERPRISE 

0 


RO.OO 

6 


R2134 266.58 

17 


R 7 717 097.90 

3 


R 1 401 645.32 


Subdivision of 9.13% iisted beiow: 













5% 

Parks 

0 

R 

- 

0 

R 

- 

0 

R 

- 

0 

R 

- 

Sport Complexes (MPS&RCC) 

0 

R 

- 

4 

R 

2 134 266.58 

10 

R 

4422 710.58 

3 

R 

1 401 645.32 


Arts & Culture (MPCC) 

0 

R 

- 

5 

R 

- 

7 

R 

3 294 387.32 

0 

R 

- 


N-NODAL MUNICIPALITIES 

Subdivision of0% iisted beiow: 

0 

RO.OO 

0 

RO.OO 

0 

RO.OO 

0 

RO.OO 

5% 

SUB-TOTAL 

95 

R29 668157.70 

96 

R 37 093 440.00 

96 

R 43 248 959.96 

96.3 

R 52 179 192.00 

95% 

PMU Management & Admin (max of 5%) 

5 

R 1 544 750.00 

4 

R 1 545 560.00 

4 

R 1 802 040.00 

3.7 

R 2 004 808.00 

5% 

TOTAL 

100 

R31 212 907.70 

100 

R38 639 000.00 

100 

R45 051000.00 

100 

R 54 184 000.00 

100% 


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SECTION G 

DISASTER MANAGEMENT 

NO ITEM PAGE NO 

G 1 LETTER OF PROMULGATION 223 

G 2 EXECUTIVE SUMMARY: THE DISASTER PLAN .. 

G 2.1 Introduction 224 

G 2.2 Municipal Mitigation Monitoring Task Team (MMMTT) 224 

G 2.3 Municipal Mitigation Monitoring Task Team: Terms 

of Reference 224 

G 3 COMPOSITION OF ADVISORY COMMITTEE 226 

G 4 CONTACT DETAILS OP PERSONNEL IN KEY 

POSITIONS 227 

G 5 DEPARTMENTAL DISASTER MANAGEMENT 

PLANS 229 

G 6 PUBLIC PARTICIAPTION 229 

G 7 CONCLUSION 229 


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G DISASTER MANAGEMENT 
G 1 LETTER OF PROMULGATION 


The Disaster Management Act, 2002, assigns the Disaster Management function and 
accountability to category A and C municipalities, and by implication, the WRDM is 
regarded as a Disaster Management Centre. 

The Act determines the following obligations of municipalities: 

“Disaster management plans for municipal areas 

44.(1) Each metropolitan and each district municipality must prepare a Disaster 
Management Plan for its area according to the circumstances prevailing in the 
area. 

(2) A Disaster Management Plan for a municipal area must - 

(a) form an integral part of the municipality’s integrated development plan; 

(b) anticipate the types of disaster that might occur in the area and their 
possible effects; 

(c) identify the communities at risk; 

(d) provide for appropriate prevention and mitigation strategies; 

(e) identify and address weaknesses in capacity to deal with possible 
disasters; 

(f) facilitate maximum emergency preparedness; and 

(g) contain contingency plans and emergency procedures in the event of a 
disaster, providing for- 

(i) the allocation of responsibilities to the various role players and co- 
ordination in the carrying out of those responsibilities; 

(ii) prompt disaster response and relief; 

(Hi) the procurement of essential goods and the provisioning of essential 
services; 

(iv) the establishment of strategic communication links; 

(v) the dissemination of information; and 

( vi) other matters that may be prescribed. 

(3) A district municipality must prepare its disaster management office after 
consultation with the local municipalities within its area. 

(4) A municipality must submit a copy of its disaster management plan, and any 
amendment to the plan, to the Centre. ” 


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G2 EXECUTIVE SUMMARY: THE DISASTER MANAGEMENT PLAN 
G 2.1 Introduction 


The objective of a Disaster Management Plan is to provide for an integrated and co- 
ordinated disaster management policy that focuses on preventing or reducing the risk of 
disasters, mitigation the severity of disasters, emergency preparedness, rapid and 
effective response to disasters and post-disaster recovery. 

The Disaster Management Plan is also meant to set out the roles and responsibilities 
with regard to disaster management of each line management within the Local 
Municipality in accordance with the provisions of the Disaster Management Act (Act 52 
of 2002). In terms of this Act, each municipal entity must prepare a Disaster 
Management Plan which is a reactive plan that addresses the following critical 
questions: 

• What will we do when disaster strikes? 

• What resources do we have? 

• How will the gaps be filled? 

G 2.2 Municipal Mitigation Monitoring Task Teams (MMMTT) 

In order to effectively implement its Disaster management Plan, it is expected that the 
municipality should establish a Municipal Mitigation Monitoring Task Team (MMMTT). 

The Municipality is also required to establish an Advisory Forum which should work hand 
in hand with the MMMTT in order to ensure that the Disaster Management Plan of the 
municipality becomes a living document addressing the needs of the local community. 

In order for the District and Metropolitan Disaster Management Centres to meet the 
envisaged legal obligations as alluded to above. Municipal Mitigation Monitoring Task 
Team, must be established within a municipality. 

Compilation of MMMTT’s 

1 . Each MMMTT’S must be representative of all functional units within municipality. 

2. Each functional unit within the municipality must delegate responsibility to an 
identified employee within its senior middle management level to serve in the 
MMMTT. 

3. The MMMTT must regularly assess the progress made with the reduction of 
identified risks and vulnerability within the area of jurisdiction of the local 
municipality. 

4. The assigned Disaster Management Officer of the Category A & C Municipalities 
will convene and chair the MMMTT. 


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Activities of the MMMTT 

1. Each MMMTT must regularly assess the progress made with the reduction if 
identified risks and vulnerability as contained in the official risk and vulnerability 
assessment forming part of the IDP of the municipality. 

2. The MMMTT must consider and recommend mitigation measures pertaining to 
risk and vulnerability reduction. 

3. All activities of the MMMTT must be properly minute and such reports must be 
submitted to the assigned Disaster Management Officer of the municipality and 
Head of the centre. 

4. Scheduled meetings of the MMMTT must be held on a monthly basis. 

5. All reports of the MMMTT shall be regarded as confidential. 

6. Consolidated MMMTT reports shall be submitted to the Section 80 Public Safety 
Portfolio Committee and Municipality Manager of each Municipality. 

7. Consolidated MMMTT reports shall be submitted to the Provincial Disaster 
Management Centre and National Disaster Management Centre on a quarterly 
basis. 

G 2 3 Municipal Mitigation Monitoring Task Team Terms Of Reference 
Statutory Background 

Section 47 (1) of the Disaster Management Act 57 of 2002, inter alia requires 
the following- 

‘A municipal management centre, to the extent that it has the capacity, must 
give guidance to organs of state, the private sector, non-government 
organizations, communities and individuals in the municipal area to 
assess and prevent or reduce the risk of disasters, including- 

(a) ways and means of- 

(i) determining levels of risk: 

(ii) assessing the vulnerability of communities and households to disaster 
that may occur; 

(Hi) increasing the capacity of communities and households to minimize the 
risk and impact of disaster that may occur; and 
(iv) monitoring the likelihood of, and the state of alertness to disaster that 
may occur; 

(b) the development and implementation of appropriate prevention and 
mitigation methodologies; 

(c) the integration of prevention and mitigation methodologies with 
development plans, programmes and initiatives; and 

(d) the management of high-risk development. ’ 

Section 47 (2) of the Disaster Management Act 57 of 2002 provides for the 
following- 

‘A municipal disaster management centre must promote formal and informal 
initiatives that encourage risk-avoidance behaviour by 


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organs of state, the private sector, non- government organization, communities, 
househoid and individuals in the municipal area. ’ 

Monitoring, measuring performance and evaiuating management pians 
and prevention, mitigation and response initiatives 

Section 48. (1) of the Disaster Management Act 57 of 2002, inter alia requires 
the 

Following- 

‘A municipal disaster management centre must- 

(a) monitor- 

(i) progress with the preparation and regular updating in terms of 
sections 52 and 53 of disaster management plans and strategies by 
municipal organs of state involved in disaster management in the 
municipal area; 

(ii) formal and informal prevention, mitigation and response initiatives 
by municipal organs of state, the private sector, non-government 
organizations and communities in the municipal area, including the 
integration of these initiatives with development plans; and 

(Hi) the compliance in the municipal area with key performance 
indicators envisaged by section 7(2) (m); and 

(b) from time to time, measure performance and evaluate such progress 

and initiatives. ’ 

G3 . COMPOSiTiON OF ADViSORY COMMiTTEE 


The Commanding Officer at the Public Safety Unit (Coordinator), of Westonaria 
Local Municipality. 

❖ A Senior Representative or secundi from WLM Municipal Manager’s 
Office* 

❖ A Senior Representative or secundi from Community Services* 

❖ A Senior Representative or secundi from Public Safety Section 

❖ A Senior Representative or secundi from Water and Sewer Section* 

❖ A Senior Representative or secundi from Environmental Health 

Department Section* 

❖ A Senior Representative or secundi from Roads and Infrastructure 
Section* 

❖ Designated personnel from Provincial Disaster Management 
component* 


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G4 


All above marked* must have been designated by the Executive Mayor In 
terms of Section 51(1) b of the Act Members could be co-opted to be 
permanent from Heads of Departments Cluster. 

The following should also be co-opted into the Forum: 

❖ Organized Commerce and Industry 

❖ Organized Labour Municipality 

❖ Relevant recognized Community Based Organisations (CBO’s) 

❖ The Insurance Industry in the Municipality 

❖ Religious and Welfare Organizations operating within the area of the 
Municipality 

❖ The Medical Sector - Hospitals in the Municipality’s area 

❖ Instructions of Higher Education 

❖ Social Welfare and Development 

❖ Home Affairs 

❖ Institutions with scientific and technological expertise 

❖ Other relevant non-governmental organizations and relief agencies in 
the Municipal area. 

❖ Experts in Disaster Management designated by the Executive Mayor. 

❖ Government Agencies such as South African Police Services and South 
African National Defence Force. 

RECOMMENDED ADMINISTRATIVE PROCESS 


❖ To ensure that the minutes are finalised and circulated within 10 
working days after the meeting was held. 

❖ To ensure that at least a 7 working days notice is given to members, 
with the Agenda circulated. 

❖ To ensure that regular Disaster Management meetings are held 

❖ Special or extra-ordinary meetings may be called by the Chairperson of 
the Forum on written request by a quarter of the membership of the 
Forum. Good reasons have to be provided /given for such meetings to 
be held. 

CONTACT DETAILS OF PERSONNEL IN KEY POSITIONS: 


Senior members of staff are expected to play a leading role in the actual 
implementation of the Disaster Management Plan of the municipality. The 
contact details of these individuals must also be included in the plan to ensure 
that ordinary members of the community have an idea as to who they should 
call in the event of a disaster. 


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he contact details of senior managers are included as follows in the plan: 


NAME 

DESIGNATION 

TEL NO 

Mr. T Ndlovu 

Act Municipal Manager 

011-278- 3000 

Ms S Maqhubu 

Act HOD: Corporate 

Services 

011-278-3026 

Mr. Tommy du Toil 

Act Chief Financial Officer 

011-278-3051 

Vacant 

Compliance & Performance 


Mr Mpoti Machaba 

HOD: ID & P 

011-753-1953 

Ms Tokky Morolo 

HOD: Community Services 

011-278-3017 

Ms Marie 

Engelbrecht 

Manager: Admin Section 

011-278-3024 

Ms Sophy Maqhubu 

Manager: HR 

011-278-3026 

Mr Ben van Niekerk 

Manager: Legal, Property & 
Planning 

011-278-3022 

Mr Tommie du Toil 

Manager: Expenditure, 
Procurement & Stores 

011-278-3051 

Mr Henk Botha 

Manager: Revenue, Credit 
Control & Debt Collection 

011-278-3063 

Ms Rennet Killian 

Manager: Financial 

Planning 

011-278-3052 

Mr Golden Peele 

Act Manager: Local 

Economic Development 
(LED) 

011-278-3089 

Ms Elize Botha 

Manager: Internal Affairs 

011-753-1953 

Mr Themba Kase 

Manager: Roads & Storm 
water 

011-278-3230 

Mr Moses Mokwana 

Manager: Waste 

Management, Parks & 
Cemeteries 

011-278-3232 

Mr Frazer Quinn 

Manager: Electrical 

011-753-2790 

Mr Lourens 

Erasmus 

Manager: Water & Sewer 

011-278-3016 

Vacant 

Manager: Housing 


Mr Mokete Lethetsa 

Manager: Public Safety 

011-278-3040 


Assistant Director: 

Provincial Health seconded) 

011-278-3000 

Mr Jimmy Mokgosi 

Manager: Social 

Development 

011-278-3106 

Mr Gawie Viljoen 

Operational Manager: 
Environmental Health 

011-278-3045 


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G5 DEPARTMENTAL DISASTER MANAGEMENT PLANS 

Each department has had an opportunity to develop its own departmental and 
section specific plans which when put together constitute the main Disaster 
Management Plan of the Municipality. 

G6. PUBLIC PARTICIPATION 

The critical aspect of a Disaster Management Plan is that it must be responsive 
to the needs of the local community, meaning that it must accurately and 
effectively address the real needs of the targeted community. 

The only way that this objective can be realised is through the active participation 
of the members of the targeted community in its development. It is pointless and 
a sheer waste of resources for the municipality to develop a Disaster 
Management Plan aimed at a particular community without the involvement of 
the members of the same community in its development. 

The process of community participating was followed to the letter in the 
development and drafting of this plan. This process is set to continue in the future 
because a Disaster Management Plan has to be reviewed on an annual basis as 
part of the IDP review process. 

G 7. CONCLUSION 


As mentioned above, the Disaster Management Plan is a dynamic document 
which is flexible, meaning it can be reviewed regularly in order to be relevant and 
address the current circumstances. This also means that it has to make provision 
for regular interaction with in particular vulnerable members of the community by 
way of presenting different safety awareness training programmes to them. 

The aim of these training programmes will be to capacitate and empower those 
vulnerable members of the community in what to do to prevent possible 
disasters, and also what to do in the event of a disaster. 

The WLM Disaster Management Plan was approved by Council last year (2009) 
but needs to be reviewed as circumstances have changed from what they were 
last year. This review process is going to take place in the form of a Public 
Participation Process. This is going to be done as part of the current Public 
Participation Process underway. 

Challenges 

The MMMTT has not been functioning as expected which may necessitate the 
need for Council to consider the employment of a dedicated Disaster 
Management Officer who will ensure that Disaster Management becomes a daily 
business of Council like all other Council responsibilities. 


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SECTION H 

PERFORMANCE MANAGEMENT 


NO ITEM PAGE NO 

H 1 INTRODUCTION 232 

H1.1 Policy Background 232 

H 1 .2 Key Concepts 232 

H 1 .3 Delegations, Responsibilities and Internal Institutional 

Arrangements 233 

H 2 THE PERFORMANCE MANGEMENT SYSTEM AND 

PROCESS 234 

H 2.1 Planning for Performance 234 

H 2.2 Key Performance Areas 235 

H 2.3 Setting Objectives 235 

H 2.4 Setting Key Performance Indicators 235 

H 2.5 Baseline Indicators 236 

H 2.6 Setting Performance Targets 236 

H 2.7 Assigning Responsibility 236 

H 2.8 Linking the process to the budget 236 

H 2.9 Indicators and strategies developed will inform the budget 

H2.10 Budget Allocations 236 

H 3 MONITORING PERFORMANCE 237 

H 3.1 Measuring Performance 237 

H 3.2 Reviewing Performance 237 

H 3.3 Reporting on Performance 238 

H 3.4 Auditing and Ouality Control 238 

H 4 PERFORMANCE AGREEMENTS FOR SECTION 57 

EMPLOYEES 239 

H 4.1 Purpose of Performance Agreement 239 

H 4.2 Commencement and duration 239 

H 4.3 The Performance Agreement 239 

H 4.4 The Performance Plan sets out 240 

H 5 EVALUATING PERFORMANCE 240 

H 6 THE ANNUAL PERFORMANCE APPRAISAL 242 

H 7 EVALUATION STRUCUTRES 243 

H 8 SCHEDULE FOR PERFORMANCE REVIEWS 244 

H 9 MANAGEMENT OF EVALUATION OUTCOMES 244 


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NO ITEM 

H10 DISPUTE RESOLUTION 245 

H 1 1 DEVELOPMENT PLAN 245 

H 1 2 OBLIGATIONS OF THE EMPLOYER 246 

H13 CONSULTATION 246 

H14 GENERAL 246 

H15 ORGANISATIONAL SCORECARD 2011/12 247 


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H PERFORMANCE MANAGEMENT 


HI INTRODUCTION 
H 1.1 Policy Background 

The policy was developed with the following legislative background: 

4 - Constitution 1996 (Section 152) 

■ 4 - Municipal System Act, Act 32 of 2000 (Chapter 6) 

4 - White Paper on Local Government (1998) 

4 - White Paper on Service Delivery (Batho Pele) 1998 
4 - Performance Management Regulations Guidelines 2001 (Chapter 3) 

4 - Performance Management Regulations Guidelines 2006 

4 - Turn Around Strategy. 

H 1.2 Key Concepts 

Performance Management System (PMS) 

A strategic approach which provides a set of tools and techniques to regularly plan, 
monitor measure and review performance of the organisation and individuals. 

Performance management is a system that is used to make sure that all parts of the 
municipality work together to achieve the goals and targets that are set. 

Organisational Performance Management 

Concerned with the overall performance of the Municipality/ Organisation in relation to 
giving effect to the IDP (Macro Dynamics). 

Individual Performance Management 

Linked to the Organisational Performance Management System are the individuals who 
contribute to the success or failure of the Municipality/ Organisation. Each individual 
receive performance objectives, targets and standards that are linked to objectives of 
his/her Division, Department and Municipality. 

Integrated Development Plan (IDP) 

Clearly defining 5-year Strategic Plan of a Municipality. 

Key Performance Area (KPA) 

Key areas of responsibility. 

Objective 

Statement about what a service wants to achieve. 

Key Performance Indicators (KPI) 

Measures (qualitative or quantitative) that tell us whether we are making progress 
towards achieving our objectives. 

Input Indicators 


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Indicator that measures resources economy and efficiency. 


Output Indicators 

Indicator that measures whether a set of activities yields the desired results or 
products/service. 

Outcome Indicators 

Measures the broader results achieved through the provision of good and services 
(impact). 

Target 

The level of performance (or desired state of progress) of the indicator that is intended to 
be achieved by a specified time period. 

Baseline Indicator 

The value (or status quo) of the indicator before the start of the programme or prior to the 
period over which performance is to be monitored and reviewed. 

Benchmarking 

Refers to a process whereby an organisation of a similar nature, use each other's 
performance standards as a collective standard against which to measure their own 
performance. 

H 1.3 Delegations, Responsibilities and Internal Institutional Arrangements 


Councillors 

Executive /Mayor 

Facilitate development of long term Vision, IDP and PMS. 

Executive Committee 
/ Mayoral Committee 

• Provide strategic direction and manage development of 
IDP. 

Standing / Portfolio 
Committee 

• Manage the implementation of strategy. 

• Review and monitor the implementation of IDP. 

Council 

• Adapt PM framework and approve the IDP. 

• Monitor Performance. 

Stakeholders 

Municipal Manager 

• Ensure implementation of IDP & PMS. 

• Communicate with Mayor and Management Team. 

Management Team 

• Manage Departmental Business Plan/s and Performance. 

Line Managers 

• Implement the business plans and monitor progress of 
Individual performance plans 

Employees 

• Execute individual performance plans 

Internal Audit 

• Assess functionality and legal compliance of the 
Performance Management System. 

Community 

• Inform the identification of priorities. 

• Public/ Community Involvement. 


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Other Partners 

Auditor General 

• Ensure legal compliance. 

Performance/Audit 

Committee 

• Independent audit on legal compliance 

National Treasury 

• Prescribe relevant legislation. 

• Provide PMS advice and guidance. 

• Evaluate PMS 

DPLG 

• Support the implementation of PMS 

SALGA 

• Facilitate compliance to PMS requirements. 

• Provide advice. 

• Support Municipalities to implement PMS. 


H2 THE PERFORMANCE MANAGEMENT SYSTEM AND PROCESS 

H 2.1 Planning for Performance 

In terms of the process of planning the Council will develop a Service Delivery and 
Budget Implementation Plan. 



Input 

Output 

Outcome 

Per Ward and 
Per Quarter 

All Levels 


H 2.2 Key Performance Areas (KPA’s): 

KPA’s are transferred directly from the Revised IDP to Service Delivery and Budget 
Implementation Plan. 

PA’s to be used in the IDP and PMS system are defined as: 

Basic Service Delivery 

Municipal Institutional Development and Transformation 


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Local Economic Development (LED) 

Municipal Financial Viability and Management 

Good Governance and Public Participation 

H 2.3 Setting Objectivesi 

For each of the KPA’s in the IDP, the council need to set objectives to be met within the 
period of the IDP 

The key objectives describe the main tasks that need to be done. 

Objectives set in terms of the KPA’s need to be outcome and impact tocused. 

H.2.4Setting Key Performance Indicators (KPI's) 

The key performance indicators provide the details of the evidence that must be provided 
to show that a key objective has been achieved. 

Input, Output and Outcome indicators must be set for each objective 

Indicators must be: 

■4- Measurable - Tangible and easy to calculate. 

■4- Simple - Measure one dimension of performance at a time - quality, quality, 
efficiency, effectiveness or impact). 

4- Precise - Only measure those dimensions intended to measure 

4- Relevant - Measure performance for only the year in question: 1-year. Measure 
only dimensions that enable municipality to gage progress on objectives 

4- Objective - State clearly what is to be measured without ambiguity. 


The National Indicators as announced by the minister must be included 


National Indicators 

1 

The Percentage of households with access to basic level of water, 
sanitation, electricity and solid waste removal. 

2 

The percentage of households earning less than R1 100 per month with 
access to free basic services 

3 

The percentage of a Municipality’s capital budget actually spent on 
capital projects identified for a particular financial year in terms of the 
Municipality’s IDP. 

4 

The number of jobs created through the Municipality’s local economic 
development initiatives including capital projects 

5 

The number of people from employment equity target groups employed 
in the three highest levels of management in compliance with a 
municipality’s approved employment equity plan. 

6 

The percentage of a municipality’s budget actually spent on 
implementing its workplace skills plan 


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7 

Debt coveraae = (Total Ooeratino revenue received - Ooeratino 

Grants) / Debt service oavments due in the financial vear, (i.e. interest 
+redemption) 

Outstandinq service debtors to revenue = Total outstandinq debtors to 
revenue / Annual revenue actually received for services 

Cost Coveraqe = All available cash at a particular time + Investments / 
Monthly fixed operating expenditure 


H 2.5 Baseline Indicators 

These are indicators that show the status quo or the current situation. They may indicate 
the level of poverty, service, infrastructure and so forth. They are usually utilised in the 
planning phase to indicate the challenges the organisation is faced with. They are 
important, since organisations use them to assess whether programmes are indeed 
changing the situation. 

H 2.6 Setting Performance Targets 

Targets need to be realistic, measurable and should correspond with available resources 
and capacity. 

The target dates describe the timeframe in which the work must be achieved. 

H 2.7 Assigning Responsibility 

Responsibility for execution of the Service Delivery Implementation Plan is assigned per: 
4- Department 
4- Division 

4- Individual (Designations directly from organigram of relevant Division and/or role 
players). 

H 2.8 Linking the process to the budget 

H 2.9 Indicators and strategies developed will inform the budget. 

H 2.10 Budget allocations 

Budget allocations and means of funding of strategies developed under the IDP 
process, will be developed by the council and integrated into the normal budgeting 
process of the council. 


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H3 MONITORING PERFORMANCE 


Monitoring Performance 



Performance Monitoring is a continuous process that runs paraiiei to the impiementation 
of the iDP. it is important to determine: 

4- What data must be coiiected in order to assess performance? 

4- How that data is going to be coiiected, stored, verified and anaiysed. 

4- How current performance does compares with performance during previous 
financiai years and baseiine indicators? 

Each Department/Division/ individuai has the responsibiiity to coiiect reievant data/ 
statistics to support the Monitoring Process. 

Evidence of performance has to be gathered and presented to substantiate ciaims of 
meeting (or not meeting) performance standards. 

H 3.1 Measuring Performance 

Performance Measurement is essentiaiiy the process of anaiysing the data provided by 
the Performance Monitoring System in order to assess performance. 

At organisationai ievei. Performance Measurement is formaiiy executed on a monthiy 
basis 

Performance Measurement on individuai ievei is done quarteriy. 

H 3.2 Reviewing Performance 

Performance Review is a process where the organisation, after measuring its own 
performance, assesses whether it is giving effect to the iDP. 

Performance review is done quarteriy and annuaiiy. 


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H 3.3 Reporting on Performance 


FREQUENCY 
AND NATURE 

QF REPQRT 

SQURCES QF INFQRMATIQN 

RECIPIENTS 

Monthly 

Performance 

Report 

• Outcome of Performance 
Management meetings; 
statistics, surveys and other 
sources 

• Executive Management Team; 
Executive Directors; Directors 
plus individuals for performance 
assessment; Internal Audit 

Quarterly 

Performance 

Progress 

Report 

• Consolidated Performance 
Reports including financials 

• Overview on Status of National 
KPI’s 

• Management Action Plan on 
Matters of Emphasis arising 
from Auditor-General's Report 

• Mayor/ Executive Mayor 

• Top Management Team/ MM 

• Audit Committee 

• Internal Audit 

Mid-Year 

Performance 

Assessment 

(assessment and 
report due by 25 
January each 
year) 

• Consolidation of Performance 
Reports for six months period 

• Financial Statements 

• Review to past year's annual 
report 

• Other documentation / 
information prescribed by 
legislation 

• Top Management Team/ MM 

• Internal Audit 

• Mayor/ Executive Mayor 

• Audit Committee 

• National Treasury 

• Provincial Treasury 

Annual Report 

(to be tabled 
before Council 
by 31 January 
(draft) and 
approved / 
published by 31 
March each 
year) 

• Municipal Manager 

• Executive /Mayor 

• All Executive Directors and 
Directors on Performance for 12 
months to date 

• Audited Financial Statements 

• Documentation / information 
prescribed by legislation: A-Gs 
report/ findings; Audit 

Committee Report 

• Mayor/Executive Mayor 

• Council 

• Audit Committee 

• Auditor-General 

• Provincial Treasury 

• Provincial Directorate of LG 

• Local Community 


H 3.4 Auditing and Quality Control 

All auditing should comply with Section 14 of the Municipal Planning and Performance 
Management Regulations (2001). 

Auditing of performance reports must be conducted by the Internal Audit structure prior 
to submission to the Municipality’s External Audit Committee and Auditor-General. 

The Executive/ Mayoral Committee or Audit Committee should 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 municipality’s Internal Audit function will need to be continuously involved in auditing 
the performance reports. As required by the regulations, they will be required to produce 
an audit report on a quarterly basis, to be submitted to the Municipal Manager and Audit 
Committee. 


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The regulations require that the Municipal Council establish an Audit Committee, where 
the majority of members are not Councillors or employees of the municipality. The 
operation of this audit committee is governed by section 14 (2-3) of the regulations. 

H4 PERFORMANCE AGREEMENTS FOR SECTION 57 EMPLOYEES 

H 4.1 Purpose of performance agreement 

The purpose of the agreement is to: 

■ 4 - Comply with the provisions of Section 57(1)(b),(4A),(4B) and (5) of the Act as well 
as the employment contract entered into between the parties; 

4 - Specify objectives and targets defined and agreed with the employee and to 
communicate to the employee the employer’s expectations of the employee’s 
performance and accountabilities in alignment with the Integrated Development 
Plan, Service Delivery and Budget Implementation Plan (SDBIP) and the Budget of 
the municipality; 

■ 4 - Specify accountabilities as set out in a performance plan, which forms an annexure 
to the performance agreement; 

4 - Monitor and measure performance against set targeted outputs; 

4 - Use the performance agreement as the basis for assessing whether the employee 
has met the performance expectations applicable to his or her job; 

4 - In the event of outstanding performance, to appropriately reward the employee; and 

4 - Give effect to the employer’s commitment to a performance-orientated relationship 
with its employee in attaining equitable and improved service delivery. 

H 4.2 Commencement and duration 

The performance agreement must be entered into for each financial year of the 
municipality, or part thereof. 

The parties must review the provisions of this agreement during June each year and 
must conclude a new performance agreement that replaces the previous agreement at 
least once a year within one month after the commencement of the new financial year. 

The agreement will terminate on the termination of the employee’s contract of 
employment for any reason. 

If at any time during the validity of the agreement the work environment alters to the 
extent that the contents of the agreement are no longer appropriate, the contents must 
by mutual agreement between the parties, immediately be revised. 

H 4.2 The Performance Agreement 

The performance Agreement will consist of: 

4 - The Performance Agreement Contract 

4 - The Performance Plan 

4 - The Personal Development Plan 
4 - Financial Disclosure 


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H 4 4 The performance plan sets out: 

The performance plan sets out: 

■4- The performance objectives and targets that must be met by the employee; and 

■4- The time frames within which those performance objectives and targets must be 
met. 

The performance objectives and targets reflected in the performance plan are set by the 
employer in consultation with the employee and based on the Integrated Development 
Plan, Service Delivery and Budget Implementation Plan (SDBIP) and the Budget of the 
municipality, and shall include key objectives; key performance indicators; target dates 
and weightings. 

The key objectives describe the main tasks that need to be done. The key performance 
indicators provide the details of the evidence that must be provided to show that a key 
objective has been achieved. The target dates describe the timeframe in which the work 
must be achieved. The weightings show the relative importance of the key objectives to 
each other. 

The employee’s performance will, in addition, be measured in terms of contributions to 
the goals and strategies set out in the employer’s Integrated Development Plan. 

H5 EVALUATING PERFORMANCE 

The performance plan sets out - 

■4- The standards and procedures for evaluating the employee’s performance; and 

■4- The intervals for the evaluation of the employee’s performance. 

4- The criteria upon which the performance of the employee must be assessed 
consisting of two components, both of which must be contained in the performance 
agreement. 

4- The employee must be assessed against both components, with a weighting of 
80:20 allocated to the Key Performance Areas (KPAs) and the Core Competency 
Requirements (CCRs), respectively. 

4- Each area of assessment will be weighted and will contribute a specific part to the 
total score. 

KPAs covering the main areas of work will account for 80% and CCRs will account for 
20% of the final assessment. 

The Section 57 employee’s assessment will be based on his or her performance in 
terms of the outputs/outcomes (performance indicators) identified as per the 
performance plan as per the SDBIP which are linked to the KPA’s, which constitute 80% 
of the overall assessment result as per the weightings agreed to between the employer 
and employee. 

Employees other than section 57 will contribute and may be assessed based on their 
performance in terms of inputs/outputs (performance indicators as identified in the 
performance plan as per SDBIP). 


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The KPA’s will be: 


Key Performance Areas (KPA’s) for Municipal Managers 

Weighting 

Basic Service Deiivery 


Municipal Institutional Development and Transformation 


Local Economic Development (LED) 


Municipal Financial Viability and Management 


Good Governance and Public Participation 


Totai 

100% 


In the case of managers directly accountable to the municipal manager, key 
performance areas related to the functional area of the relevant manager must be 
subject to negotiation between the municipal manager and the relevant manager. 

The CCRs will make up the other 20% of the employee’s assessment score. 


CCRs that are deemed to be most critical for the employee’s specific job should be 
selected from the list below as agreed to between the employer and the employee and 
must be considered with due regard to the proficiency level agreed to. 


Core Manageriai Competencies: 



Strategic Capability and Leadership 



Programme and Project Management 



Financial Management 

compulsory 


Change Management 



Knowledge Management 



Service Delivery Innovation 



Problem Solving and Analysis 



People Management and Empowerment 

compulsory 


Client Orientation and Customer Focus 

compulsory 


Communication 



Flonesty and Integrity 



Core Occupationai Competencies: 



Competence in Self Management 

Interpretation of and implementation within the 
legislative and national policy frameworks 



Knowledge of developmental local government 



Knowledge of Performance Management and 
Reporting 



Knowledge of global and South African specific 
political, social and economic contexts 



Competence in policy conceptualisation, analysis 
and implementation 



Knowledge of more than one functional municipal 
field / discipline 



Skills in Mediation 



Skills in Governance 




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Draft Integrated Development Plan (IDP) 


Competence as required by other national line 
sector departments 



Exceptional and dynamic creativity to improve the 
functioning of the municipality 



Total percentage 

■ 

100% 


H6 THE ANNUAL PERFORMANCE APPRAISAL MUST INVOLVE 

Assessment of the achievement of results as outlined in the performance plan are based 

on: 

4 - Each KPA and CCR should be assessed according to the extent to which the 
specified standards or performance indicators have been met and with due regard 
to ad hoc tasks that had to be performed under the KPA and CCR in terms of the 
rating calculator. 

■ 4 - An indicative rating on the five-point scale should be provided for each KPA and 
CCR 

4 - This rating should be multiplied by the weighting given to each KPA and CCR 
during the contracting process, to provide a score. 

4 - The applicable assessment rating calculator must then be used to add the scores 
and calculate a final KPA and CCR score. 

4 - An overall rating is calculated by using the applicable assessment-rating calculator. 
Such overall rating represents the outcome of the performance appraisal. 


4 - The assessment of the performance of the employee will be based on the following 
rating scale for KPA’s and CCR’s: 


Level 

Terminology 

Description 

Rating 

1 2 3 4 5 

5 

Outstanding 

performance 

Performance far exceeds the standard 
expected of an employee at this level. 

The appraisal indicates that the 

Employee has achieved above fully 
effective results against all performance 
criteria and indicators as specified in the 

PA and Performance plan and 
maintained this in all areas of 
responsibility throughout the year. 


4 

Performance 

significantly 

above 

expectations 

Performance is significantly higher than 
the standard expected in the job. The 
appraisal indicates that the Employee 
has achieved above fully effective results 
against more than half of the 
performance criteria and indicators and 
fully achieved all others throughout the 
year. 



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Level 

Terminology 

Description 

Rating 

in 

CO 

CM 

3 

Fully effective 

Performance fully meets the standards 
expected in all areas of the job. The 
appraisal indicates that the Employee 
has fully achieved effective results 
against all significant performance criteria 
and indicators as specified in the PA and 
Performance Plan. 


2 

Performance 
not fully 
effective 

Performance is below the standard 
required for the job in key areas. 
Performance meets some of the 
standards expected for the job. The 
review/assessment indicates that the 
employee has achieved below fully 
effective results against more than half 
the key performance criteria and 
indicators as specified in the PA and 
Performance Plan. 


1 

Unacceptable 

performance 

Performance does not meet the standard 
expected for the job. The 
review/assessment indicates that the 
employee has achieved below fully 
effective results against almost all of the 
performance criteria and indicators as 
specified in the PA and Performance 

Plan. The employee has failed to 
demonstrate the commitment or ability to 
bring performance up to the level 
expected in the job despite management 
efforts to encourage improvement. 



H7 EVALUATION STRUCTURES 

For purposes of evaluating the annual performance of the municipal manager, an 
evaluation panel constituted of the following persons must be established - 

'4- Executive Mayor or Mayor; 

4 - Chairperson of the performance audit committee or the audit committee in the 
absence of a performance audit committee; 

4 - Member of the mayoral or executive committee or in respect of a plenary type 
municipality, another member of council; 

4 - Mayor and/or municipal manager from another municipality; and 

4 - Member of a ward committee as nominated by the Executive Mayor or Mayor. 


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Draft Integrated Development Plan (IDP) 


For purposes of evaluating the annual performance of managers directly accountable to 
the municipal manager, an evaluation panel constituted of the following persons must 
be established - 

4 - Municipal Manager; 

■ 4 - Chairperson of the performance audit committee or the audit committee in the 
absence of a performance audit committee; 

4 - Member of the mayoral or executive committee or in respect of a plenary type 
municipality, another member of council; and 

4 - Municipal Manager from another municipality. 

4 - The Manager responsible for Human Resources and/or performance management 
of the municipality must provide secretariat services to the evaluation panels. 

H8 SCHEDULE FOR PERFORMANCE REVIEWS 

Despite the establishment of agreed intervals for evaluation, the employer may in 
addition review the employee’s performance at any stage while the employment contract 
remains in force. 

The performance of the employee in relation to his or her performance agreement must 
be reviewed on the following dates with the understanding that reviews in the first and 
third quarter may be verbal if performance is satisfactory: 

First quarter July - September 

Second quarter October - December 

Third quarter January - March 

Fourth quarter April - June 

The employer must keep a record of the mid-year review and annual assessment 
meetings. 

Performance feedback must be based on the employer’s assessment of the employee’s 
performance. 

The employer will be entitled to review and make reasonable changes to the provisions 
of the performance plan from time to time for operational reasons on agreement 
between both parties. 

The employer may amend the provisions of the performance plan whenever the 
performance management system is adopted, implemented and/or amended as the 
case may be on agreement between both parties. 


H9 MANAGEMENT OF EVALUATION OUTCOMES 

The evaluation of the employee’s performance will form the basis for rewarding 
outstanding performance or correcting unacceptable performance. 

A performance bonus ranging from 5% to 14% of the all-inclusive remuneration package 
may be paid to an employee in recognition of outstanding performance. In determining 
the performance bonus the relevant percentage is based on the overall rating, calculated 
by using the applicable assessment-rating calculator; provided that - 


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Draft Integrated Development Plan (IDP) 


4- a score of 100% to 149% is awarded a performance bonus ranging from 5% to 9%; 
and 

■4- A score of 150% and above is awarded a performance bonus ranging from 10% to 
14%. 

In the case of unacceptable performance, the employer shall - 

4- Provide systematic remedial or developmental support to assist the employee to 
improve his or her performance; and 

4- After appropriate performance counselling and having provided the necessary 
guidance and/or support and reasonable time for improvement in performance, and 
performance does not improve, the employer may consider steps to terminate the 
contract of employment of the employee on grounds of unfitness or incapacity to 
carry out his or her duties. 

H 10 DISPUTE RESOLUTION 

Any disputes about the nature of the employee’s performance agreement, whether it 

relates to key responsibilities, priorities, methods of assessment and/ or salary increment 

in the agreement, must be mediated by - 

4- In the case of the municipal manager, the MEC for local government in the province 
within thirty (30) days of receipt of a formal dispute from the employee, or any other 
person designated by the MEC; and 

4- In the case of managers directly accountable to the municipal manager, the 
executive mayor or mayor within thirty (30) days of receipt of a formal dispute from 
the employee; 

Whose decision shall be final and binding on both parties? 

Any disputes about the outcome of the employee’s performance evaluation, must be 

mediated by - 

4- In the case of the municipal manager, the MEC for local government in the province 
within thirty (30) days of receipt of a formal dispute from the employee, or any other 
person designated by the MEC; and 

4- In the case of managers directly accountable to the municipal manager, a member 
of the municipal council, provided that such member was not part of the evaluation 
panel provided for in sub-regulation 27(4)(e), within thirty (30) days of receipt of a 
formal dispute from the employee; 

Whose decision shall be final and binding on both parties. 


H 11 DEVELOPMENTAL PLAN 

Personal growth and development needs identified during any performance review 
discussion and must be documented in a personal development plan as well as the 
actions agreed to and implementation must take place within set time frames. 

A personal development plan (PDP) for addressing developmental gaps must form part 
of the performance agreement. 


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Draft Integrated Development Plan (IDP) 


H 12 OBLIGATIONS OF THE EMPLOYER 

The Employer must - 

4- Create an enabling environment to facilitate effective performance by the employee; 

4- Provide access to skills development and capacity building opportunities; 

4- Work collaboratively with the employee to solve problems and generate solutions to 
common problems that may impact on the performance of the employee; 

4- On the request of the employee delegate such powers reasonably required by the 
employee to enable him or her to meet the performance objectives and targets 
established in terms of the agreement; and 

4- Make available to the employee such resources as the employee may reasonably 
require from time to time assisting him or her to meet the performance objectives 
and targets established in terms of the agreement. 

H 13 CONSULTATION 

The employer agrees to consult the employee timely where the exercising of the powers 

will have, amongst others, - 

4- a direct effect on the performance of any of the employee’s functions; 

4- commit the employee to implement or to give effect to a decision made by the 

employer; and 

4- a substantial financial effect on the employer. 


The employer agrees to inform the employee of the outcome of any decisions taken 
pursuant to the exercise of powers contemplated as set out above as soon as is 
practical to enable the employee to take any necessary action without delay. 

H 14 GENERAL 

The contents of the performance agreement must be made available to the public by the 
employer in accordance with the Municipal Finance Management Act, 2003 and Section 
46 of the Act. In terms of the Local Government Systems Act Section 41(1) (a) and the 
Performance Management Regulations Section 4.2. (1), Council approved the following 
Key Performance Indicators (KPIs) for each Department: 


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Draft Integrated Development Plan (IDP) 


H 15 ORGANISATIONAL SCORECARD FOR WESTONARIA LOCAL MUNICIPALITY 2011/12 


Outi 

come 9: Develop a local government system which is efficient, effective, responsive and accountable 

Minister 

of 

CoGTA 

Criticai 

Areas 

Locai 

Govern- 

ment 

Strategic 

Objective 

WLM 

Core 

Strategy 

Measurabie Output 

Key Performance Indicator 

Key Performance Measure 

Rating per Target 

2.1 

3.1 

6.1 

Coordinate and provide Strategic 
Leadership of the Westonaria Locai 
Municipaiity to ensure IDP and SDBIP 
implementation 

100% implementation of the attached 
SDBIP targets 

1 . 70% implementation 

2. 75% implementation 

3. 80% implementation 

4. 90% implementation 

5. 100% implementation 

2.5 

3.2 

6.1 

Roll out of Performance Contracts to 
Sect 57 employees 

Performance Contracts in place by end 
August 2010. Mid-year reviews 
conducted in January 2011 and year 
end evaluations conducted in July 
2011. 

1 . No work done yet 

2. Most agreements concluded and 
evaluations done 

3. All agreements concluded and 
evaluations done on time 

4. Improved overall performance as 
compared with 2009/2010 

5. Significant improvement in overall 
performance compared to 2009/2010 

2.4 

3.2 

6.1 

Development and approval of 

Strategies, Policies and By-laws 

Approved policies, by-laws, regulations 
and procedures by Council specifically: 

• Develop a Loss Control 

Strategy 

• Credit Control Policy 

• Procurement Policy promoting 
previously disadvantaged 
people 

• Insurance Plan of all assets 

• HIV/AIDS Strategy 

• Communication Policy Plan 

1 . No strategies/policies developed 

2. 3 Strategies/policies developed and 
approved by council 

3. All 6 strategies/policies developed and 
approved by council 

4. Strategies/ policies exceed expectations 
ito time and content 

5. Strategies/ policies significantly exceed 
expectations ito time and content 

2.5 

3.2 

6.1 

Manage Intergovernmental (IG) and 
Stakeholder Relations 

Implementation and attendance to 
IG/Stakeholder issues (including 
operationalising of the Mining Forum) 

1 . IG/Stakeholder meetings attended 

2. IG/Stakeholder issues identified 

3. Action plan developed to address 
IG/Stakeholder issues 

4. Action plan implemented 


247 




Westonaria Local Municipality 


4th Review -201 1/1 2 
Draft Integrated Development Plan (IDP) 


Outi 

come 9: Develop a local government system which is efficient, effective, responsive and accountable 

Minister 

of 

CoGTA 

Criticai 

Areas 

Locai 

Govern- 

ment 

Strategic 

Objective 

WLM 

Core 

Strategy 

Measurabie Output 

Key Performance indicator 

Key Performance Measure 

Rating per Target 






5. Sound IG/Stakeholder Relations 

2.2 

3.4 

6.1 

Local Economic Development in terms 
of the Growth & Development Strategy 

Approved LED Strategy ( including a 
Tourism Attraction Plan, an Agricultural 
Development Strategy and a Strategy 
for the development of informal trading 
and SMME’s 

1 . LED Strategy developed 

2. LED Strategy tabled 

3. Council approved LED Strategy 

4. LED Strategy exceed expectations in 
terms of time and content 

5. LED Strategy significantly exceed 
expectations in terms of time and 
content 

2.2 

3.4 

6.1 

Job creation (full time and part time 
positions) 

Utilisation of not less than 80% local 
labour in all construction and projects 
as far as possible 

1. 70% local labour utilized 

2. 75% local labour utilized 

3. 80% local labour utilized 

4. 85% local labour utilized 

5. 90% local labour utilized 

2.1 

3.1 

6.2 

Developed and approved WLM 
turnaround strategy (TAS) on the 
immediate implementation priorities of 
the LGTA (post 201 1 elections) 

WLM Council approval 

1 . TAS developed 

2. TAS tabled 

3. Council approved TAS 

4. TAS exceed expectations ito time and 
content 

5. TAS significantly exceed expectations ito 
time and content 

2.1 

3.1 

6.2 

Implementation of the WLM turnaround 
strategy on the immediate 

implementation priorities of the LGTA 
pre 201 1 elections 

100% implementation of the 

turnaround strategy targets 

1 . 70% implementation 

2. 75% implementation 

3. 80% implementation 

4. 90% implementation 

5. 100% implementation 


248 




Westonaria Local Municipality 


4th Review -201 1/1 2 
Draft Integrated Development Plan (IDP) 


Outi 

come 9: Develop a local government system which is efficient, effective, responsive and accountable 

Minister 

of 

CoGTA 

Criticai 

Areas 

Locai 

Govern- 

ment 

Strategic 

Objective 

WLM 

Core 

Strategy 

Measurabie Output 

Key Performance Indicator 

Key Performance Measure 

Rating per Target 

2.1 

3.1 

6.2 

Create a culture of co-operation by 
Administration, Political and the 
Community on Service Delivery 

Executive, Council, and regular public 
participation meetings 

1 . Meetings attended 

2. Issues identified 

3. Action plans developed to address 
issues 

4. Action plans implemented 

5. Sound culture of cooperation created 

2.1 

3.1 

6.2 

80% of the approved Capital Budget is 
spent within the financial year 

Quarterly report on spending per 
Department 

1 . 60% spent 

2. 65% spent 

3. 70% spent (baseline?) 

4. 75% spent 

5. 80% spent 

2.5 

3.2 

6.2 

95% of the operational budget is spent 

Quarterly report on spending per 
Department 

1 . 80% spent 

2. 85% spent 

3. 90% spent (baseline?) 

4. 95% spent 

5. 100% spent 

2.1 

3.1 

6.2 

Implement Batho Pele programme 

Develop Customer Care Policy (CCP). 
Compliance with prescribed response 
times for customer queries 

1 . CCP developed 

2. CCP tabled 

3. Council approved CCP 

4. CCP exceed expectations in terms 
of customer experience 

5. CCP significantly exceed expectations 
in terms of customer experience 

2.1 

3.1 

6.2 

Facilitate housing planning for housing 
development, provision of land and 
management of development planning 
to ensure all permanent WLM 
inhabitants are housed in sustainable 
housing 

Number of permanent WLM 

inhabitants housed 

1. Housing planning undertaken 

2. Land made available for housing 

3. Houses built 

4. A significant portion of inhabitants 
housed 

5. All inhabitants of WLM housed 


249 




Westonaria Local Municipality 


4th Review -201 1/1 2 
Draft Integrated Development Plan (IDP) 


Outi 

come 9: Develop a local government system which is efficient, effective, responsive and accountable 

Minister 

of 

CoGTA 

Criticai 

Areas 

Locai 

Govern- 

ment 

Strategic 

Objective 

WLM 

Core 

Strategy 

Measurabie Output 

Key Performance Indicator 

Key Performance Measure 

Rating per Target 

2.5 

3.2 

6.2 

Develop an Infrastructure Master Plan 
(IMP) 

Infrastructure Master Plan including 
Infrastructure Upgrading & 

Improvement developed by June 201 1 

1 . IMP developed 

2. IMP tabled 

3. Council approved IMP 

4. IMP exceed expectations in terms of 
time and content 

5. IMP significantly exceed expectations 
in terms of time and content 

2.1 

3.1 

6.2 

Development of a Spatial Development 
Framework (SDF) 

Developed Spatial Developed 

Framework including Report on State 
of the Environment 

1 . SDF developed 

2. SDF tabled 

3. Council approved SDF 

4. SDF exceed expectations in terms 
of time and content 

5. SDF significantly exceed expectations 
in terms of time and content 

2.4 

3.2 

6.2 

Debt Collection 

Achieve Debt Collection Ratio of 

80%. Implement the Assessment Rates 
Act. Restructure tariffs ready for 
implementation in 2011 Budget. Report 
monthly on progress and increased 
revenue 

1 . 60% debt collection ratio 

2. 65% debt collection ratio 

3. 70% debt collection ratio 

4. 75% debt collection ratio 

5. 80% debt collection ratio 

2.1 

3.5 

6.2 

Properly functioning Ward Committees 
to ensure successfui community 
participation in Westonaria Locai 
Municipaiity affairs 

Number of people participating in 
municipal activities increased by 50% 
by June 2011 

1 . 30% increase in attendance 

2. 35% increase in attendance 

3. 40% increase in attendance 

4. 45% increase in attendance 

5. 50% increase in attendance 


250 




Westonaria Local Municipality 


4th Review -201 1/1 2 
Draft Integrated Development Plan (IDP) 


Outi 

come 9: Develop a local government system which is efficient, effective, responsive and accountable 

Minister 

of 

CoGTA 

Criticai 

Areas 

Locai 

Govern- 

ment 

Strategic 

Objective 

WLM 

Core 

Strategy 

Measurabie Output 

Key Performance indicator 

Key Performance Measure 

Rating per Target 

2.4 

3.2 

6.3 

Implementation and Maintenance of 
Delegation of Powers 

All delegation of powers and sub- 
delegations as approved by WLM 
Council are adhered to 

1 . Some delegations of powers are adhered 
to 

2. Significant improvement in delegations of 
powers adhered to 

3. Most delegations of powers are adhered 
to 

4. Almost all delegations of powers are 
adhered to 

5. All delegations of powers are adhered to 

2.3 

3.3 

6.3 

Recommendations and interventions of 
Internal/External Audit Reports are 
managed in line with OPCA 

Remedial action as prescribed by Audit 
Reports are managed. Unqualified 
Audit Reports by 2014 

1 . Action plans developed for deviations 

2. 50% actions implemented 

3. 75% actions implemented 

4. 100% actions implemented 

5. Unqualified audit report 

2.3 

3.3 

6.3 

Compliance to all legal & financial 
aspects - all reporting by departments 
comply with requirements of the MFMA 
and all relevant and applicable 
legislation. 

All reporting as prescribed by the 
MFMA and relevant and applicable 
legislation is submitted/available and 
are adhered to 

1 . Difficult to access 
information/Reports frequently late 

2. Reports mostly on time/not always 
accurate 

3. Reports always on time and 
information accurate 

4. Reports often exceed expectations 
in terms of time and content 

5. Reports and information systems 
always exceed expectations 


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Draft Integrated Development Plan (IDP) 


Outi 

come 9: Develop a local government system which is efficient, effective, responsive and accountable 

Minister 

of 

CoGTA 

Criticai 

Areas 

Locai 

Govern- 

ment 

Strategic 

Objective 

WLM 

Core 

Strategy 

Measurabie Output 

Key Performance indicator 

Key Performance Measure 

Rating per Target 

2.4 

3.2 

6.3 

Develop a Human Resources Pan 
(HRP) 

Approved & implement HR Plan by 
May 2011 

1 . HRP developed 

2. HRP tabled 

3. Council approved HRP 

4. HRP exceed expectations in terms 
of time and content 

5. HRP significantly exceed expectations 
in terms of time and content 

2.5 

3.2 

6.3 

Compliance to targets in Workplace 
Skills Plan (WSP) 

100% compliance to targets in 
Workplace Skills Plan by June 201 1 

1 . WSP developed 

2. WSP tabled 

3. Council approved WSP 

4. 90% of WSP targets met 

5. 100% of WSP targets met 

2.5 

3.2 

6.3 

Compliance to targets in Employment 
Equity Plan (EEP) 

100% Compliance to targets in 
Employment Equity Plan by June 
2011. 

1 . EEP developed 

2. EEP tabled 

3. Council approved EEP 

4. 90% of EEP targets met 

5. 100% of EEP targets met 

2.4 

3.2 

6.3 

Optimize Wage Bill to Operating Budget 
Ratio 

Wage Bill not more than 27% (?) of 
Operating Budget by June 201 1 . 

1 . 37% wage bill ratio 

2. 35% wage bill ratio 

3. 33 % wage bill ratio 

4. 30% wage bill ratio 

5. 27% wage bill ratio 

2.4 

3.2 

6.3 

Functionality of Council and supporting 
its committees 

Render a committee support service 
through efficient minute taking, 
compilation of agendas and timeously 
distribution of documents. 

1 . No service rendered 

2. Agendas/minutes compiled 

3. Timeous distribution of agendas/minute 

4. Agendas/minutes exceed 
expectations in terms of time and 


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Outi 

come 9: Develop a local government system which is efficient, effective, responsive and accountable 

Minister 

of 

CoGTA 

Criticai 

Areas 

Locai 

Govern- 

ment 

Strategic 

Objective 

WLM 

Core 

Strategy 

Measurabie Output 

Key Performance indicator 

Key Performance Measure 

Rating per Target 






content 

5. Agendas/minutes significantly exceed 
expectations in terms of time and 
content. 

2.3 

3.3 

6.4 

Developed and Approved Risk 

Management Strategy (RMS) (Including 
Occupationai Heaith and Safety) 

WLM Councii approvai 

1 . RMS deveioped 

2. RMS tabled 

3. Council approved RMS 

4. RMS exceed expectations in terms 
of time and content 

5. RMS significantly exceed expectations 
in terms of time and content 


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SECTION I 

PRIVATE INITIATIVES AND SECTOR DEPARTMENTS 


NO ITEM PAGE NO 

I 1 INTRODUCTION 255 

11.1 PRIVATE INITIATIVES 255 

1.1.1 Westonaria Mining Forum 255 

I 1 .2 SECTOR DEPARTMENTS’ INVOLVEMENT IN 

WESTONARIA 257 

11.2.1 Bekkersdal Renewal Project (BRP): 2008 - 2010 .... 258 

BRP Design and Development Plan 260 

Projects and Progress Previously Listed 262 


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I PRIVATE INITIATIVES AND SECTOR DEPARTMENTS 


II INTRODUCTION 

A combined effort from local government, sector departments and private initiatives are needed 
to address unemployment, improved service delivery, eradicating the backlogs experienced with 
regard to housing, basic services and skills development. 

Each entity within its own capacity strives to improve the situation where the need was 
identified. The Integrated Development Plan (IDP) is a valuable document available to sector 
departments and private initiatives to assist with their planning and projects since the IDP 
indicates the municipality’s plans and projects for the next five years. 

1 1.1 PRIVATE INITIATIVES 

1.1.1 WESTONARIA MINING FORUM 


Westonaria Local Municipality, through the Westonaria Mining Forum, launched during 
October 2007, have established good relations with the mining houses in the area and 
determined that many projects are undertaken to alleviate the plight of the 
disadvantaged. 

One of the aims of the Mining Forum is to improve integrated planning by way of aligning 
the Social and Labour Plans of the Mines closer to the development plans of Council. 

The plans and initiative of a number of mining houses are provided to indicate that 
alignment is taking. 

Ezulweni First Uranium Company 

Ezulwini Mine, formerly Randfontein Estates No 4 Shaft also referred to as Randfontein, 
is situated in Waterpan, a satellite settlement of Westonaria in the West Rand district. 

A mining licence was granted to Ezulwini, also known as First Uranium, in 2006. The 
lifespan of the mine is estimated for approximately twenty (20) years. Initially the project 
phase of the mine was planned to be executed over a period of seven (7) months from 
November 2006 to May 2007. Flowever, these operations proved to be more 
problematic than expected and the work at the shaft extended its due date by 23 months 
namely from May 2007 to April 2009. 

The impact of the delays was not only detrimental to the mine but resulted that some of 
the Social and Labour Plan commitments could not materialise. 

During 2009, Ezulwini Mine, approached Council to become a partner in development 
based on supporting projects and programmes listed in the Integrated Development Plan 
(IDP). They indicated an interest in the following projects: 

4- Isiqalo Poultry Cooperative 

4- Simunye Agri-Business Projects such as the Flydroponics, Poultry and Bakery 
Projects and the 


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4- Recycling Buy-Back Centre on stand 2920, Portion 22, Bekkersdal. 

Rand Uranium (RA) 

During 2009, Rand Uranium approached Westonaria Local Municipality to establish a 
relationship and to coordinate development in the area as reflected in the IDP. 

Rand Uranium and Pamodzi Resources Fund (PRF) acquired 60% of the Flarmony Gold 
shares through the purchase of gold and uranium assets of Cooke and Randfontein. 
Flarmony retains 40% of the shares. The company is well positioned to reap the benefits 
of the anticipated uranium shortfall to be experienced in 2012. 

Rand Uranium initiated a workshop attended by both Council. A task team was 
established to look at options to be considered for projects to be included in the Social 
and Labour Plan of Rand Uranium deriving from the IDP. 

A. The projects to be listed in the IDP are: 

Rand Uranium identified a number of projects that could be beneficial to Westonaria that 
have not been identified in the IDP that should be listed. Council, at its meeting held in 
March 2010 approved the inclusion of the projects into the IDP enabling Rand Uranium 
to do feasibility studies. The projects are: 

4- Development of Fluman Settlement - Portion 40 of Elandsfontein 346 IQ 

The bulk infrastructure for water and electricity services is not far away from the 
identified area. 

4- Fluman Settlement - Remainder Portion of Panviakte 291 (291 IQ next to existing 
town). A viei area of approximately 20 ha that can be developed expanding the 
town boundary. 

Donation Agreement was prepared & Council is waiting for amendments to the 
Donation Agreement and signing thereof by Rand Uranium. 

4- Formalisation of Waterpan Village (Portions 8, 1 1 and 24 of Portion 293 IQ 
Getting the existing Waterpan Village proclaimed. 

B, Projects to be formalised 

Rand Uranium determined that Flarmony Gold did not formalise some of the agreements 
entered into with Council. They indicated a commitment to tend to the matters namely: 

4- Simunye Cemetry which is situated close to the ventilation shaft at Cooke 3 
on Panviakte (Portion 291 IQ). 

• Land is already fenced and surveyed and road construction is currently 
underway as part of Phase 2 of the cemetery development. 

• A donation agreement needs to be drawn up for the transfer of the land 
once approved by Rand Uranium Executive Council. 

4- Bekkersdal Simunye Link Road situated in Gemsbokfontein (Projects has 
already commenced). 


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• A service agreement is to be drawn up (i.e. right to use the land). 

• Sign-off is needed from RU Shareholders. 

Kloof Goldmine Limited 
Simunye Clinic Project 

Provide an essential primary health care facility in Simunye which will be in close 
proximity to communities. 

Steps to be taken : 

4- Consult and create project team - January 2007; 

4- Finalise feasibility study - January 2008; and 
4- Facilitate funding subject to project approval. 

Progress: 

Feasibility study was conducted in conjunction with the Westonaria Municipality, West 
Rand District Municipality and the Gauteng Department of Flealth. The gathered 
information was forwarded to the Kloof Goldmine consultant for costing of the clinic plan 
as provided by Westonaria. 

Total amount of the Clinic in Simunye will be R4,5 mil. 

Council to also provide funding for fencing of the clinic, landscaping, and parking 
facilities 

Province is committed to provide operational costs. 

1 1.2 SECTOR DEPARTMENTS INVOLVEMENT IN WESTONARIA 

I 1.2 SECTOR DEPARTMENTS INVOLVEMENT IN WESTONARIA 

1.2.1 Progress with Magistrate’s Court in Simunye 

The Municipality approved the sale of stand 3947, Simunye Ext 2, to the Department of 
Public Works early in 2009, for the erection of a new magistrate’s court and police 
station with staff quarters. 

The stand is centrally situated in Simunye, directly opposite Stand 3409, which is 
earmarked for the new Clinic building to be donated by Gold Fields, and the new library. 
The proposed developments on Stands 3409 and 3947, Simunye Ext 2, will form a nodal 
point around which similar community related development projects can be located in 
future. 

Stand 3947 is 3.2 ha in extent, and is zoned institutional, which makes it ideally suitable 
for the proposed development. 

A geotechnical investigation done by consulting engineering geologists, appointed by the 
Department of Works has found that the stand is suitable for the proposed development. 

The Department has rejected the valuation by the Municipality’s valuers of the property, 
which will determine the purchase price, and is currently obtaining their own valuation. 


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A Deed of Sale has already been prepared, and will be signed with the Department as 
soon as agreement has been reached on the purchase price. 

1 .2.2 Proqresss Simunye Library 

During the 2008/09 financial year the need to start a Library and Information Service in 
Simunye was identified. The initial plan was to procure a container and convert it into a 
library. 

The Department of Arts and Culture allocated a grant to the amount of R2 100 000 to 
Westonaria Municipality (2009/10) for the procurement of a container library, and it was 
then decided to construct a permanent building. 

A building of 600 square meters was approved and construction started during July 
2010. With the completion of the library (June 2011), the following services will be 
provided: 

• Adult Study Facility 

• Kiddies corner 

• Reference section 

• Computers with free internet access 

• Photo copier 

• Group Activity Room 

The total amount of the building comes to R5 394 387. The shortage of R3 294 387, was 
covered by MIG. 

1 .2.3 Bekkersdal Renewal Project: 2008 - 2010 
OVERVIEW 


The Bekkersdal Renewal Project (BRP) was launched in 2003 by the Gauteng Provincial 
Government. It is a seven year plan aiming re-developing Bekkersdal formal settlement 
and also to relocate the Bekkersdal informal settlements from unsafe dolomatic land to 
houses on safe land in Middlevlei and Westonaria South. The BRP seeks to upgrade 
the living conditions and human development within Bekkersdal by reducing levels of 
unemployment, creating a clean and healthy living environment and creating additional 
affordable housing opportunities. In August 2008 the Memorandum of Understanding 
(MOU) was signed in order to facilitate relations between Westonaria Local Municipality 
and the Gauteng Department of Housing (DoH). 

Brief Report on Funding Challenges 

With reference to January 2009 up to December 2009 the project could not perform well as 
the financial challenges started in 2008. The contractors went back on site in January 2009 
with the hope that the Gauteng Department of Housing will have sourced funding from other 
Departments in Gauteng or from sister Departments nationally or any Department that could 
assist. 


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The Gauteng Department of Housing could not get any financial assistance within the other 
Departments in Gauteng nor could it be assisted by sister Departments nationally nor could it 
be assisted by any Department. 

The contractors bought more material with their financial reserves and continued working. 
Once the National and Provincial budget processes had run their course, the payments 
started to contractors. What the Gauteng Department of Local Government and Housing 
(GDLG&H) did not do, was to initially disclose how much budget allocation the BRP received. 
Later it was revealed that the allocation amounted to R75million. 

The payments made to contractors in lieu of work done immediately exhausted those funds. 
The promises of payment as it happened in 2008 started to resurface again. The contractors 
had earlier sought an undertaking from GDLG & H about promising to honour all outstanding 
payments. 

After numerous meetings about the payments issue, the contractors realised that they were 
not informed of the whereabouts. In the last week of November 2009 contractors left their 
work sites. 

On page 261 is a the latest update on projects in Bekkersdal. 


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BRP - DESIGN AND DEVELOPMENT PLAN 

Item No. 

Task 

Actual Start Date 

Comments 

Deliverables 



Project Implementation 





1 . Roads & Storm water 




1.1 

Site hand over & site 
establishment, agree on the 
program of works for monitoring. 

8/30/10 

■ Tender award 
pending 

To advertise for new 
contractor 

1.2 

Implementation of roads (internal 
& Lind Roads) and storm-water 
planned for the period of three 
months. 

8/30/10 

■ Same as above 

Tarred roads 

1.3 

Rectification of Sewer Network 
planned for two months 

8/30/10 

■ Contractor waiting 
for GDoLG&H 

Reduction of constant 
blockages 


2. Sewer Network 




2.1 

Site hand over & site 
establishment, agree on the 
program of works for monitoring. 

8/30/10 

■ Contractor waiting 
for GDoLG&H 

Site established & 
approved program 

2.2 

Rectification of Sewer Network 
planned for two months 

8/30/10 

■ Contractor waiting 
for GDoLG&H 

Reduction of constant 
blockages 


3. Renovations of the police 
station 




3.1 

Site hand over & site 
establishment, agree on the 
program of works for monitoring. 

8/19/10 

■ Police Station 
regarded as 
completed and 
waiting for 
handover 

Site established & 
approved program 

3.2 

Renovation of the building 
planned for six weeks 

8/19/10 

■ Police Station 
regarded as 
completed and 
waiting for 
handover 

Renovated and occupied 
police station 


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Draft Integrated Development Plan (IDP) 


BRP - DESIGN AND DEVELOPMENT PLAN (continues) 

Item No. 

Task 

Actual Start Date 

Comments 

Deliverables 



Project Implementation 





4. Electrification Project 




4.1 

Site hand over & site 
establishment, agree on the 
program of works for monitoring. 

8/30/10 

■ The CBD area in 
B/dal has been 
electrified and the 
high mast lights in 
B/dal formal. Of 
the six high mast 
lights to be 
connected, two are 
still to be 
connected. 

Site established & 
approved program 

4.2 

Rehabilitation of high mast lights 
and new street lights planned for 
the period of six months 

8/30/10 

■ Same as above 

Various automated tools, 
such as data collection 
forms, reporting tools etc. 


5. LED Projects 




5.1 

Commercialization of LED 

Projects, Farmer Support, Brick 
Making Plant, Agri Business, 

LBSC 

7/19/10 

■ Pending the 

formalisation of the 
proposal 

All Projects 
commercialized 


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PROJECTS AND PROGRESS PREVIOUSLY LISTED 

1. CONTINUATION INFRASTRUCTURE PROGRAMME (2009/10 FIN YEAR) 


A 

CONTRACT 1 CBD & 
MPCC Precinct 

Description 

Progress 


Name of contractor 
Sea Kay 

Local Business Support Centre 
(LBSC) (Phase IB) 

Structure completed and 
the launch took place on 
the 05-06 June 2008 

Precinct Development: 
Upgrading of 4 Parks 

The parks were upgraded 
ant they have been 
vandalized 

Khomo Ea Hlaba Street 
upgrading 

The left side as you enter 
Bekkersdal from the Taxi 
rank has been finalised 

Land & Streetscaping Panya & 
Godio Str 

The portion within the CBD 
precinct of Panya-Panya 
Street as well as the left 
side of Godio Street have 
been paved 

Emergency Centre upgrade 

It has been done and 
handed over to the 
Emergency personnel 

Upgrading Information Hub for 
Housing Information Office 

It has been done, however 
it is not yet completed 

Library Precinct Contract 

It has been attended to 
finalised and handed over 
to the Municipality 

B 

CONTRACT 1 B 
MPCC Precinct 

Description 

Progress 


Name of contractor 
Qotoyi & 
Moyagoitsemolo 

Local Business Support Centre 
(LBSC) Phase 2 

The contractor is finalising 
works on site as the 
construction of the 
structure has been 
completed 

Panya & main -streetscaping 

The contractor is on site 
however the works have 
been stopped by GDoH 
stop 

Informal traders stalls upgrade 

The matter is still to be 
attended to 

Year 4 project repairs (CBD, 
parks and taxi rank ablutions) 

The project has been 
attended to and completed 

Sports field upgrade 

The works have started, 
the revised plan is being 
implemented 

Police station renovations and 
extensions 

The contractor is about to 
finalise construction the 
roofing material is on site 


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c 

CONTRACT 2B 
Engineering (SW Ph 

2) 

Description 

Progress 


Name of contractor 
Boxani 

Storm water channel (Phase 2) 

The contractor has 
completed this part of the 
project 



Stand water pipes (informal 
settlement) 

The contractor has 
completed this project 

D 

CONTRACT 2C 
Engineering (SW Ph 

3) 

Description 

Progress 


Name of contractor 
Boxani 

Storm water channel (Phase 3) 

The contractor has 
commenced with the works 
on this project 



Upgrading of grid/outlet at 
Donaldson Dam (currently 
being done by Waste 
Management) 

The contract is still to be 
awarded by DoH. A go- 
ahead has been received 
from GDACE 



Upgrading of R28 and 
Bekkersdal access road should 
be made a separate 
application will take 
approximately 6 months 
process with Gautrans prior to 
planning & construction 

The contract has been 
awarded and works are to 

commence soon 

E 

CONTRACT 3 
Farmer support 

Description 

Progress 


Name of contractor 
Matsieng 

Administrative offices 
(The finalisation of the whole 
proiect has been suspended) 

The Building is 55% 
complete 



Fencing 

30% complete 



Cattle Handling Facility 

95% complete 



Watering Facility 

5% complete 



Central pivot system 

It has been removed from 
this contract 

F 

CONTRACT 4 

Brick making plant 

Description 

Progress 


Name of contractor 
Vicmol 

Workshop 1 (The finalisation of 
the whole project has been 
suspended) 

Done 



Workshop 2 

Done 



Concrete Slab 

Done 



External Works 

Pending on the instructions 
from the Architect 



Electrical Works 

Connections on the 
structure are in place 


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Draft Integrated Development Plan (IDP) 


G 

CONTRACT 5 

West Clinic 

Description 

Progress 


Name of Contractor 
Sea Kay 

Completion of West Clinic 
(The facility is currentiy being 
utiiised by Province) 

Done 

Purchase of furniture and 
equipment as per the request 
from WLM 

Done 

H 

CONTRACT 6 
Paving 

Description 

Progress 


Name of contractor 
Tampane 

Paving & Streetscaping Project 
(Labour Intensive) & trees 

Done 


2. EW INFRASTRUCTURE PROGRAMMES-2 YRS DESING AND CONSTRUCTION- / 

TURN KEY 


1 

CONTRACT 7 
Internal Roads 
Rehabilitation and 
Storm water 

Description 

Progress 


Name of contractor 
Boxani 

Internal roads rehabilitation, 
Storm water management 
(URGENT: Mosidi, Khomo Ea 
Hlaba and Panya-Panya 
street), Pedestrian walks 
paving. Trees, Street furniture 
and Road signs 

The contract has been 
awarded ant the contractor 
is yet to commence with 
the works 

Mosidi street-upgrade and 
storm water 

Same as above 

Khomo Ea Hlaba- storm water 

Same as above 

Xuma Street upgrade and 

Strom water 

Same as above 

Panya-Panya Street- storm 
water 

Same as above 

Other streets upgrade and 
storm water 

Same as above 


J 

CONTRACT 8 

Link Roads & Storm 
water 

Description 

Progress 


Name of contractor 
Stemashan 

Simunye access road (and 
bridge) 

The contractor is on site 
and has 

Zenzele-Bekkersdal access 
road 

Begun the works on the 
Zenzele-Panya-Panya 

Industrial link road 

Road ant the industrial link 
road 


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Draft Integrated Development Plan (IDP) 


K 

CONTRACT 9 
Electrification of CBD 
& upgrade of public 
realm 

Description 

Progress 


Name of contractor 
PRT (Design and 
Construct) 

Electrification of CBD-solar 
power lights 

Pending contract award by 
DoH 

Upgrading of surrounding Busy 
Bee area 

Pending contract award by 
DoH 

Renovation of BDF offices 

Pending contract award by 
DoH 

Hostel demolition of BDF 
offices 

Pending contract by DoH 

Relocation of Hostel residents 
to prefabs in transit camp 

Pending contract award by 
DoH 

L 

CONTRACT 10 
WLM Maintenance 

Description 

Progress 


Name of contractor 
PRT (Design and 
Construct) 

Application for MIG funding for 
sewerage upgrade 

The contractor is on site 
and has begun with the 
works 

Creation of BID for 
maintenance 

Pending contract award by 
DoH 

Developing a maintenance 
plan for WLM 

Pending contract award by 
DoH 


3. HOUSING PROGRAMME 


M 

SIMUNYE 

Project 1 

Description 

Progress 



Planning: Consolidation & 
Rezoning 

WLM has done the 
Planning and 
Consolidation and 
approved the proposed 
development of the project 
as well sending 
documentation to PHC 



EIA approval 

Pending contract award by 
DoH application submitted 
to WLM layout amended 
awaiting MM to sign power 
of attorney before 
application can be made 

Construction infrastructure for 
160 units 

Pending contract award by 
DoH 

Construction of 160 units 
(phased) 

Pending contract award by 
DoH 


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N 

WESTONARIA, 
MIDDLEVLEI, 
DROOGEHEUWEL 
Project 2 

Description 

Progress 



Township establishment (Top- 
up for public environment 
upgrade) (Middlevlei Phase 1 
&2) 

70 show houses under 
construction 

Detailed urban design 
(Middlevlei Phase 1 & 2) (Multi 
Year Phased) 

The design is in place 

Bulk engineering services 
(Middlevlei Phase 1 & 2) Multi 
Year Phased) 

The contractor is on site 
installing services 

Internal engineering services 
(Middlevlei Phase 1 & 2) Multi 
Year Phased) 

Pending contract award by 
DoH 

Support services (Middlevlei 
Phase 1 & 2) (Multi Year 
Phased) 

Pending contract award by 
DoH 

Establishment and 
management of Agent/SPV 

Pending contract award by 
DoH 


4. LED PROGRAMME - 2YRS PROGRAMME 


0 

WASTE 

MANAGEMENT 
Project 3 

Description 

Progress 



Household waste collection 

Contractors have been 
appointed and are 
attending to the task 

Grass cutting 

Pending contract award by 
DoH 

Dustbins for Bekkersdal formal 

The bins have been issued 
to the community 

Handover to WLM 

Pending the finalisation of 
an agreement 

P 

LBSC Operations & 
Management 

Description 

Progress 



Monthly operations 

Currently under 
supervision of PHC until 
the finalization of the 
Municipal Owned Entity 
within 6 months of Council 
meeting November 2008 

Central management of LED 
projects 

The process of 
establishing the Municipal 
Owned Entity is unfolding 
which will be 100% owned 
by WLM 


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Labour broking (Project 3(c)) 

The labour desk at the 
MPCC is used for this 
purpose 

SMME development (Project 
3(d)) 

It is linked to the LED 
projects 

Capacitation &training (Project 
3(e)) 

It is linked to the LED 
projects 

Q 

BRICK MAKING 
PLANT 

Project 4 

Description 

Progress 



Operations and management 

Details pending 

R 

FARMING SUPPORT 
Project 5 

Description 

Progress 



Project 5(a) - Agri-business 
(herbs and vegetables) 

300 tunnels erected and 
completed. 

15 Beneficiary farmers still 
to be appointed. 

200 additional tunnels to 
be ordered. 

1®* Produce was to be due 
by end of Jan 2009 - 
outstanding 

Project 5(b) - Dairy farming 

Still Pending 

Project 5(e) - WLM Bakery 

Awaiting due diligence 
report from PHC and DoH 


5. COMMUNITY OUTREACH PROGRAMME - 2YRS PROGRAMME 


S 

STAKEHOLDER 
MANAGEMENT 
Project 7 

Description 

Progress 



BDF & CLO operations and 
stipends 

In place, being taken care 
of by GDoH 

Community Outreach 
Programmes and Stakeholder 
management by GDoH 

Some door to door 
campaigns on 
environmental and health 
matters have taken place 


T 

MEDIA RELATIONS 
Project 8 

Description 

Progress 



BRP & LBSC Websites 

The websites has been 
constructed 

BRP & LBSC Newsletter & 
news flashes 

Several publications have 
been produced and 
distributed 

Communication interns 

Five interns have been 
appointed 


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u 

ENVIRONMENTAL 
AWARENESS 
Project 9 

Description 

Progress 



Dolomatic risk monitoring 
(B/dal & New Town) 

The monitoring is in place 

Regional Dolomatic riks 
management campaigns 

They have not yet taken 
place 

Environmental Awareness 
campaigns 

A campaign was carried 
out 

Health campaign on infant 
mortality and HIV/AIDS with 
youth structures 

A campaign was carried 
out 

V 

RELOCATION 

PROCESS 

Project 10 

Description 

Progress 



Relocation strategy / plan 

On going 

Relocation communication 

On going 

Rehabilitation strategy / plan 

Details pending 

Relocation process 

The administration process 
is about to commence 

w 

EDUCATION 
Project 1 1 

Description 

Progress 



Matric-rewrite and exam 
readiness 

The project has been 
carried out 

Literacy 

There are classes taking 
place at the LBSC 

X 

SAFETY AND 
SECURITY 
Project 12 

Description 

Progress 



Informal settlement invasion 
control 

In place 

Relocation sites invasion 
control 

In place 

Regional Invasion by-law 
enforcement 

Details pending 

JBCC coordination 

Meetings have been taking 
place 


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9. PROGRAMME MANAGEMENT - 2YRS PROGRAMME 


Y 

PROGRAMME 
MANAGEMENT 
Project 13 

Description 

Progress 



Project coordination at WLM 
(BRO) 

The Coordinator has been 
appointed with a Caretaker 
and an Inspector 

BRP office administration & 
maintenance at Bekkersdal 

Details pending 

PHC Overall Programme 
Management 

Details pending 

Small contractor development 
and mentorship of existing 
contracts 

The process is being done 


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SECTION J 
PRIORITY PROJECTS 


NO ITEM PAGE NO 

J 1 PROJECT MANAGEMENT UNIT 271 

J2 ALL DEPARTMENTS OF COUNCIL 271 

Community Services 274 

Infrastructure Development & Planning 276 

Office of the Municipal Manager 278 

Financial Services 279 

Corporate Services 280 


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Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


J PRIORITY PROJECTS FOR 2011/12 


National and provincial policies, the needs forthcoming from the community via the public 
participation process and Council’s financial situation all played a role when the list of priority 
projects were compiled. 

J 1. PROJECT MANAGEMENT UNIT (PMU) 

The Project Management Unit received an amount of R54,18 million for the 2011/12 
financial year. The breakdown for services are as follows: 

Water, sanitation , roads and storm-water received an allocation of 82% 

Public Services such as taxi ranks, municipal buildings an allocation of 12% 

Social Institutions and Micro Enterprises, Sport Complex, etc an allocation of 3.% 
Administration of the PMU Unit an allocation of 4%. 

J 2. ALL THE DEPARTMENTS OF COUNCIL 


Due to the difficult financial times experienced a number of projects not started with 
during the 2010/1 1 financial year will be initiated during the 201 1/12 financial year. 

For the 201 1/12 financial year emphasis is placed on replacing the vehicle fleet enabling 
the various Departments of Council to deliver services. 

Some of the other projects are: 

• Equipment and tools are also budgeted for enabling the teams to be able to perform 
their duties. 

• Pre-paid Software to support the pre-paid water meters 

• A mobile clinic is planned for Thusanang 

• Upgrading of the public toilets at the civic centre. Banquet Hall, Paul Nel Hall and 
office building. 

• Replacing water pipes in various townships of greater Westonaria 

• Install an electric ringfeed cable in Simunye township 

• Replace the Vacuum tanker with a new one to improve the service 

• The resurfacing of the roads in Westonaria will also be addressed 

• Storm-water inlets at Hillshaven will be focused on. 

• Food stall will be built to stimulate local economic development. 

It is to be noted that the execution of the projects are closely linked to the financial 
situation of Council. 


271 




Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


WESTONARIA LOCAL MUNICIPALITY 


SERVICE DELIVERY PLAN OF ACTION 
(PRIORITY PROJECTS) 

2011/2012 

FINANCIAL SERVICES 

PROJECT MANAGEMENT UNIT 


Effective Infrastructure and job creation 


IDP NO 

DESCRIPTION OF 
PROJECTS 

SCOPE OF WORK 

KP A 

WARD 

PROJECT 

COMPLETI 

ON 

AMOUNT 

SOURCE 

Programme Management Unit 

0708/043 

Upgrading Libanon 

Landfill Site 

To provide the necessary infrastructure that will 
allow for the further development of the Libanon 
Landfill Site as the main landfill site in the 
Westonaria sub-region. 

Activities: 

Tender Process, Contractor Competence, 
Contractor cash-flow. 

Weather, Local Labour use 

Infrastructure 
Development and 
Service Delivery 
(Outcome 6.1 and 
6.6) 

Ward 4 

June 2012 

R 5,628 299.76 

MIG 

0708/085 

Pre-paid Water Meters 

The project scope will cover all Westonaria 
residents, existing meters will be converted to 
pre-paid and in new areas pre-paid household 
meters will be installed from the start. 

Activities: 

Tender Process, Contractor Competence, 
Contractor cash-flow. 

Weather, Local Labour use 

Infrastructure 
Development and 
Service Delivery 
(Outcome 6.1 and 
6.6) 

All Wards 

June 2015 

R 11 185 634.97 

MIG 

0607/012 

Simunye MPS&RCC 

The development of a Multi-Purpose Sport & 
Recreation Community Centre. 

Activities: 

Tender Process, Contractor Competence, 
Contractor cash-flow. 

Weather, Local Labour use 

Infrastructure 
Development and 
Service Delivery 
(Outcome 6.1 and 
6.6) 

Ward 1 

June 2019 

R 401 645.32 

MIG 

To be 

Approved 

New Taxi rank in 
Westonaria 

The upgrading of the existing taxi rank facility. 
Activities: 

Tender Process, Contractor Competence, 

Infrastructure 
Development and 
Service Delivery 

Ward 4 

June 2013 

R 1 000 000.00 

MIG 


272 




Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


IDP NO 

DESCRIPTION OF 
PROJECTS 

SCOPE OF WORK 

KP A 

WARD 

PROJECT 

COMPLETI 

ON 

AMOUNT 

SOURCE 

Programme Management Unit 



Contractor cash-flow, 

Weather, Local Labour use 

(Outcome 6.1 and 
6.6) 





0506/035 

Roads in Zuurbekom 

The Construction of approx. 38km of surfaced 
roads, road signs and markings, street names, 
speed calming devices, sidewalks and a storm 
water system meeting dolomitic standards are 
required. 

Activities: 

Tender Process, Contractor Competence, 
Contractor cash-flow. 

Weather, Local Labour use 

Infrastructure 
Development and 
Service Delivery 
(Outcome 6.1 and 
6.6) 

Ward 7 

June 2019 

R 1 214 365.03 

MIG 

0708/034 

Simunye Internal Roads 

To fully service the rest of the incomplete 
roads in Simunye in accordance with the 
requirements for dolomithic areas and the 
Municipal Investment Framework basic level 
of service. 

Activities: 

Tender Process, Contractor Competence, 
Contractor cash-flow. 

Weather, Local Labour use 

Infrastructure 
Development and 
Service Delivery 
(Outcome 6.1 and 
6.3) 

Ward 1 

June 2019 

R 10 000 000.00 

MIG 

0506/039 

Simunye Cemetery 

The development of a fully serviced cemetery 
also catering for the Muslin religion 

Activities: 

Tender Process, Contractor Competence, 
Contractor cash-flow. 

Weather, Local Labour use 

Infrastructure 
Development and 
job creation 
(Outcome 6.1 and 
9.3) 

Ward 1 

June 2012 

R 5 349 246.92 

MIG 

0405/009 

Westonaria Sport 
Complex 

To upgrade the existing Westonaria Sport 
Complex to an acceptable standard that will 
benefit the whole community. 

Activities: 

Tender Process, Contractor Competence, 
Contractor cash-flow. 

Weather, Local Labour use 

Infrastructure 
Development and 
Service Delivery 
(Outcome 6.1 and 
6.6) 

Ward 4 

June 2015 

R 1 000 000.00 

MIG 


273 




Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


IDP NO 

DESCRIPTION OF 
PROJECTS 

SCOPE OF WORK 

KP A 

WARD 

PROJECT 

COMPLETI 

ON 

AMOUNT 

SOURCE 

Programme Management Unit 


Hannes van Niekerk 
WWTW Mechanical 
Refurbishment 

To do the mechanical refurbishment of the 
regional Hannes van Niekerk WWTP to enable 
the Municipality to continue to deliver a high 
degree of service. 

Activities: 

Tender Process, Contractor Competence, 
Contractor cash-flow. 

Weather, Local Labour use 

Infrastructure 
Development and 
job creation 
(Outcome 6.1 and 
9.3) 

Ward 4 

June 2012 

R 1 400 000.00 

MIG 

Emergency 

Mohalakeng Outfall 

Sewer Pipe Line 

To rehabilitate the existing Mohlakeng pipeline. 
Activities: 

Tender Process, Contractor Competence, 
Contractor cash-flow. 

Weather, Local Labour use 

Effective 

Infrastructure and 
job creation 
(Outcome 6.1 and 

9.3) 


June 2012 

R 15 000 000.00 

MIG 


SERVICE DELIVERY PLAN OF ACTION (PRIORITY PROJECTS) 

2011/2012 

DEPARTMENT: COMMUNITY SERVICES 


IDP NO 

DESCRIPTION OF 
PROJECTS 

SCOPE OF WORK 

KPI 

KPA 

WARD 

PROJEC 

T 

COMPLE 

TION 

AMOUNT 

s 

PUBLIC SAFETY 




R150 000 


0910/048 

Procurement of a 
Motorized Road 
Marking Machine 

Follow all the prescribed Procurement 
Processes 

Good 

Governance and 
Service Delivery 
(Outcome 9.2) 

All Wards 

31 July 
2011 

R150 000 

Own Funding 
(WLM) 

SPORTS RECREATION ARTS AND CULTURE 



R295 000 


1112/001 

Provision of mobiie 
container iibrary to 
Thusanang Informai 
settiement 

Procurement and instaiiation of a fuiiy 
equipped library container 

Infrastructure & 
Service deiivery 
(Outcome 9.2) 

Ward 1 

Novembe 

r2011 

R600 000 

DAC Conditional 
Grant 


274 




Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


IDP NO 

DESCRIPTION OF 
PROJECTS 

SCOPE OF WORK 

KPI 

KPA 

WARD 

PROJEC 

T 

COMPLE 

TION 

AMOUNT 

s 

0809/017 

Install ceiling and 
iights at lodge & 
multi-purpose hall - 
Sport Complex 

Install ceiling and lights by December 

2011 

Infrastructure 
development & 
Service Delivery 
(Outcome 9.6) 

Ward 5 

Decembe 

r2011 

R65 000 

WLM 

0809/013 

Purchase industrial 
lawn mowers 

Purchase 2 x Industrial lawn mowers by 
December 201 1 

Infrastructure 
development & 
Service Delivery 
(Outcome 9.2) 

All wards 

Decembe 

r2011 

R80 000 

WLM 

0809/015 

Purchase brush 
cutters 

Purchase 2 x brush cutters by December 
2011 

Infrastructure 
development & 
Service Delivery 
(Outcome 9.2) 

All wards 

Decembe 

r2011 

R30 000 

WLM 

0809/014 

Renovate ablution 
facilities at lodge and 
multi purpose hall 

Prepare specifications 

Submit to SCU 

Invite tenders 

Implement project 

Infrastructure 
development & 
Service Delivery 
(Outcome 9.6) 

Ward 5 

March 

2012 

R120 000 

WLM 

WASTE AND PARKS 




R7,83mil 


0910/027 

2401 Wheelie bins 
Phase 1 

Purchase of 240L wheelie bins 

Service Delivery 
(Outcome 9.2) 

All 

30 June 
2012 

Rimil 

WLM 

0910/034 

Upgrading of Female 
Change Rooms 

Construction of female change rooms 
(two toilets, two showers, one Locker 
room and mini-kitchen, re-surfacing of the 
yard) 

Service Delivery 
(Outcome 9.6) 

All 

30 June 
2012 

R150 000 

WLM 

0708/062 

Florticultural 

Equipments 

Purchase of Horticultural equipments 
(Chainsaw, Brush cutters. Lawn mowers. 

Service Delivery 
(Outcome 9.2) 

All 

30 June 
2012 

R80 000 

WLM 

0910/040 

Greening & 

beautification 

(EPWP) 

Planting of trees, cleaning of roadsS side 
walks , grass cutting and upgrading of 
intersections 

Service Delivery 
(Outcome 9.2) 

All 

30 June 
2012 

R1 500 000 

WLM/ 

WRDM/ 

DPW 

0708/022 

Procurement of fleet 

Purchase of fleet (19m3 Compactor 
truck. Grab Truck, Roll On Truck, LDV) 

Service Delivery 
(Outcome 9.2 & 

9.6) 

All 

30 June 
2012 

R5 100 000 

WRDM/ 

WLM 

HIV/AIDS UNIT 




R300 000 


0708/022 

Mini bus/ Kombi 

Purchase of mini bus/ kombi 

Service Delivery 
(Outcome 9.2 & 

All 

30 April 
2011 

R300 000 

WLM 


275 






















































































Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


IDP NO 

DESCRIPTION OF 
PROJECTS 

SCOPE OF WORK 

KPI 

KPA 

WARD 

PROJEC 

T 

COMPLE 

TION 

AMOUNT 

S 




9.6) 





INFRASTRUCTURE, DEVELOPMENT & PLANNING 

IDP NO 

DESCRIPTION OF 
PROJECTS 

SCOPE OF WORK 

KPA 

WARD 

PROJECT 

COMPLE 

TION 

AMOUNT 

SOURCE 

ELECTRICAL 

R1 1,54 mil 

0304/018 

Simunye Township: 
Ring feed cable 

Installation of feeder cable to Simunye 

Outcome 6.2 

All 


R2,5 mil 

WLM 

0607/008 

Replacement of 
street lights (R600 
000) 

Procurement and Installation of street 
lights 

Outcome 6.2 

All 

June 2012 

R5,0,mil 

WLM 

0708/025 

Network Upgrading 
- R4M 


Outcome 6.2 


June 2012 

R2,0 mil 

WLM 

0809/026 

Gienharvie Munic 


Outcome 6.2 


June 2012 

R2,0 mil 

WLM 

0809/027 

MV Switchgear: 
Gienharvie pump 
station (R40 000) 

Refurbishment of MV Switchgear and 
transformer 

Outcome 6.2 


June 2012 

R40 000 

WLM 

WATER AND SEWER R8,34 mil 

0607/048 

Replace AC Pipes - 
Gienharvie 

Procure material and replace AC pipes 

Outcome 6.4 and 
10.1 

All 

June 2012 

R300 000 

WLM 

0607/049 

Repiace AC Pipes - 
Zuurbekom 

Procure material and replace AC pipes 

Outcome 6.4 and 
10.1 


June 2012 

R200 000 

WLM 

0607/050 

Repiace AC Pipes - 
Venterspost 

Procure material and replace AC pipes 

Outcome 6.4 and 
10.1 


June 2012 

R200 000 

WLM 

0607/051 

Repiace AC Pipes - 
Venterspost 

Procure material and replace AC pipes 

Outcome 6.4 and 
10.1 


June 2012 

R4,2 mil 

WLM 

0607/057 

LDV for Piumbers 

To replace old LDV 

Outcome 6.4 and 
10.1 


June 2012 

R100 000 

WLM 

0910/097 

LDV x4 Piumbers 

To replace old LDVs 

Outcome 6.4 and 
10.1 


June 2012 

R400 000 

WLM 

0910/022 

Water pumps 12v 

To pump water from burst water pipe 

Outcome 6.4 and 


June 2012 

R34 000 

WLM 


276 













Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 



IDP NO 

DESCRIPTION OF 
PROJECTS 

SCOPE OF WORK 

KPI 

KPA 

WARD 

PROJEC 

T 

COMPLE 

TION 

AMOUNT 

S 



battery type 


10.1 






0910/023 

Electrical Jack 
Hammer 

To break concrete or tarmac during 
maintenance 

Outcome 6.4 


June 2012 

R20 000 

WLM 

0304/029 

Sewerage Protea 

Park 




June 2012 

R2,0 mil 

WLM 

0304/036 

Replace Vacuum 
Tanker 

Procure a Vacuum Tanker 


All 

June 2012 

R35 000 

WLM 

0607/064 

Glenharvie 

Reservoir repair roof 

Procure and repair roof at Glenharvie 
Reservoir 

Maintenance & 
good governance 
Outcome 6.4 


June 2012 

R300 000 

WLM 

0809/065 

Roof Sludge Plant 


Outcome 6.4 


June 2012 

R35 000 

WLM 

0809/076 

Simunye 

Pumpstation 

Procure material and upgrade pump 
station 

Outcome 6.4 

All 

June 2012 

R230 000 

WLM 

0809/078 

Automatic Sampler 

Procure and use the sampler to take 
hourly sewer samples 

Outcome 6.4 


June 2012 

R40 000 

WLM 

0809/079 

Screen Motor 

Procure additional motor for screen and 
sewer works to cope with down time of 
machine 

Outcome 6.4 


June 2012 

R80 000 

WLM 

0910/024 

LDV - Water 
Treatment Plant x1 

To replace the Old vehicle 

Outcome 6.4 


June 2012 

R140 000 

WLM 

1011/010 

Electric Jack 

Hammer 

To break concrete or tarmac during 
maintenance 

Outcome 6.4 


June 2012 

R20 000 

WLM 

ROADS AND STORM WATER R2,685 mil 

0708/033 

Storm- Water inlets: 
Hillshaven 

Request quotations, award and 
construct 

Outcome 6.3 and 
10.1 

1 

June 2012 

R50 000 

WLM 

0708/036 

Resurfacing: W/ria 
(R1.5) 

Tendering, award, construction 

Outcome 6.3 and 
10.1 

All 

June 2012 

R2,5 mil 

WLM 

0809/072 

Bomag Roller 

Procure, purchase and use 

Outcome 6.3 and 
10.1 

All 

June 2012 

R15 000 

WLM 

1011/002 

Plate Compactors x2 

Procure, purchase and use 

Outcome 6.3 and 
10.1 

All 

June 2012 

R50 000 

WLM 

1011/003 

Rammer x1 

Procure, purchase and use 

Outcome 6.3 and 
10.1 

All 

June 2012 

R50 000 

WLM 

1011/004 

Steer Loader 

Procure, purchase and use 

Outcome 6.3 and 
10.1 

All 

June 2012 

R20 000 

WLM 


277 













Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


IDP NO 

DESCRIPTION OF 
PROJECTS 

SCOPE OF WORK 

KPI 

KPA 

WARD 

PROJEC 

T 

COMPLE 

TION 

AMOUNT 

S 

MECHANICAL WORKSHOP R402 000 


0809/044 

LDV X2 

To purchase 2 LDVs to improve service 
delivery 

Outcome 6.3 


June 2012 

R200 000 

WLM 

0809/048 

10 Ton Jack x 2 

Procure, purchase and use 

Outcome 6.3 


June 2012 

R62 000 

WLM 

1011/011 

Replace Tools 

Procure, purchase and use 

Outcome 6.3 


June 2012 

R140 000 

WLM 

PLANNING R5,13mil 

0506/051 

Replace Roof 

Library 

Procure, award and construct / renovate 

Outcome 4.5 and 
9.6 


June 2012 

R1,0 mil 

WLM 

0506/052 

Food Stalls 

Plan, request tender, award, construct 

LEDGood 

Governance 


June 2012 

R100 000 

WLM 

0607/045 

Plan Cabinets 

Procure, purchase and use 

Good Governance 
(Outcome 9.6) 


June 2012 

R15 000 

WLM 

0607/044 

Archive System for 
building plan (Phase 

1) 

Procure, purchase and use 

Good Governance 
(Outcome 9.6) 


June 2012 

R300 000 

WLM 

0708/076 

Banquet Hall Ceiling 

Plan, request tender, award, construct 

Good Governance 
(Outcome 9.6) 


June 2012 

R600 000 

WLM 

0708/078 

Replacement o f 
vehicle fleet - 5 
years - R31 .3M 

Go out on Tender, award, allocate 
vehicles to appropriate people, utilise 
the vehicles 

Service Delivery 
Good Governance 
(Outcome 9.6) 


June 2012 

R3,1 mil 

External Loan 


OFFICE OF THE MUNICIPAL MANAGER 


INTERNAL AUDIT R73 C 

(00 

1 

1112/002 

Laptop and Printer 

To replace obsolete laptop and printer. 

Service Delivery 

Good Governance 
(Outcome 9.2) 

All 

December 

2011 

R22 000 

WLM 

1112/002 

Office Equipment 

To streamline the compilation of 
documents and cut back on time spent 
out of the office 

Service Delivery 

Good Governance 
(Outcome 9.6) 

All 

October 

2011 

R7 300 

WLM 

IT SECTION R115 000 

1112/003 

Replace UPS in 
Server Room 

To replace obsolete 6 kVA UPS with at 
least a 10 kVA UPS. 

Service Delivery 
(Outcome 9.6) 

All 

October 

2011 

R45 000 

WLM 

1112/004 

Install Netbotz 455 
unit with PoE 

To upgrade Council’s server room 
monitoring system as per AG’s 

Service Delivery 
Good Governance 

All 

October 

2011 

R40 000 

WLM 


278 














Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


IDP NO 

DESCRIPTION OF 
PROJECTS 

SCOPE OF WORK 

KPI 

KPA 

WARD 

PROJEC 

T 

COMPLE 

TION 

AMOUNT 

S 


injector in server 
room 

requirements 

(Outcome 9.6) 





1112/005 

Purchase backup air 
conditioner for 

Server Room 

Purchase and repiace backup air 
conditioner. 

Service Delivery 
(Outcome 9.6) 

All 

October 

2011 

R15 000 

WL 

M 

1112/006 

Core network 

switches 

Purchase & repiace network switches 

Service Delivery 
(Outcome 9.6) 

All 

October 

2011 

R15 000 

WLM 

PERFORMANCE AND COMPLIANCE - No Posts to be filled 


IDP 

DESCRIPTION 

OF 

PROJECTS 

SCOPE OF WORK 

KPA 

WARD 

PROJECT 

COMPLE 

TION 

AMOUNT 

SOURCE 

IDP MANAGER R52 300 

1112/002 

Purchase a laptop, 
printer and a 
scanner for the 
IDP Manager 

To equip the Manager: IDP to function 
effectively 

Good Governance 
(Outcome 9.6) 

All 

October 

2011 

R22 300 

WLM 

1112/002 

Purchase office 
furniture for the 
new IDP Manager 

To equip the Manager: IDP to function 
effectively 

Good Governance 
(Outcome 9.6) 

All 

October 

2011 

R30 000 

WLM 


DEPARTMENT: FINANCIAL SERVICES 


IDP 

DESCRIPTION 

OF 

PROJECTS 

SCOPE OF WORK 

KPA 

WARD 

PROJECT 

COMPLETION 

AMOUNT 

SOURCE 

FINANCIAL DEPARTMENT: FINANCIAL PLANNING 


R250 000 



1112/002 

Replacement of 
PC’s and printers 

Procure equipment 

Provide the necessary tools of trade for staff 

(Outcome 9.6) 

All wards 

December 201 1 

R50 000 

WLM 

1112/007 

Integrated Asset 
and Infrastructure 
Management 
System 

Implementation and GRAP 17 compliance 

Office Administration/ effective Asset and 
Infrastructure management and accountability 

(Outcome 9.1 ) 

All wards 

March 2012 

R2 million 

Grant 
funding: 
DBSA 
and DLG 
& H 


279 













Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


IDP 

DESCRIPTION 

OF 

PROJECTS 

SCOPE OF WORK 

KPA 

WARD 

PROJECT 

COMPLETION 

AMOUNT 

SOURCE 

1112/008 

IBM Hardware 

Increase hard disc capacity and memory 

(Outcome 9.1) 

Ai 1 wards 

Sept 2011 

R200 000 

WLM 


IDP NO 

DESCRIPTION 
OF PROJECTS 

SCOPE OF WORK 

KPA 

WARD 

PROJECT 

COMPLETION 

AMOUNT 

SOURCE 

FINANCIAL DEPARTMENT: REVENUE MANAGEMENT 




R50 000 


0809/021 

Pre-Paid (Off-line 
Prima/Lus CDU) 
system 

Procurement the equipment as associated with 
the roll out of the installation of 7000 pre-paid 
meters (Point of sale system) 

To provide effective and efficient and 
accountable billing and revenue collection with 
regard to pre-paid services 

. (Outcome 9.1) 

All Wards 

November 201 1 

R 50 000 

WLM 


DEPARTMENT: CORPORATE SERVICES 


IDP NO 

DESCRIPTION 

OF PROJECTS 

SCOPE OF WORK 

KPA 

WARD 

PROJECT 

COMPLETION 

AMOUNT 

SOURCE 

ADMINISTRATION R1,6mil 

0809/001 

Upgrading: 

Bekkersdal 

Housing office 

(R250 000) 

Plan, go out on tender, award, construct 

(Outcome 9.2) 


2012 

R300 000 

WLM 

0910/075 

Replacements of 
Equipment: Halls 

Plan, go out on tender, award, construct 

(Outcome 9.2) 


2012 

R300 000 

WLM 

0910/080 

Shelves/Lockable 

Cupboards: 

Records 

Subsection 

Plan, go out on tender, award, construct 

(Outcome 9.6) 


2012 

R50 000 

WLM 

0809/049 

Upgrading of 

Public Toilets 

(Civic Centre 

Halls) Banquet 

Hall Paul Nel & 
Office Building, 

Plan, go out on tender, award, construct 

(Outcome 9.2) 


2012 

R300 000 

WLM 

0607/104 

Resealing & 

Repair of Roofs: 

Plan, Procure, award, repair 

(Outcome 9.2) 


2012 

R50 000 

WLM 


280 






Westonaria Local Municipality 


4th Review -201 1/12 
Draft Integrated Development Plan (IDP) 


IDP NO 

DESCRIPTION 

OF PROJECTS 

SCOPE OF WORK 

KP A 

WARD 

PROJECT 

COMPLETION 

AMOUNT 

SOURCE 

ADMINISTRATION R1,6mil 


Training Centre 
(LIB) 







0910/105 

Wendy Guard 

Houses 

Procure, award and place according to need 

(Outcome 9.2) 


2012 

R200 000 

WLM 

0809/057 

Advance Vehicie 
(E/Mayor) 

Go out on tender, award, purchase, utiiise 
vehicle 

(Outcome 9.6) 


2012 

R200 000 

WLM 

0910/081 

Renovation on 

main entrance 

Plan, Procure, award, repair 

(Outcome 9.6) 


2012 

R200 000 

WLM 

0809/058 

Video Camera 

Obtain quotations, purchase and use camera at 
functions 

Other 


2012 

R7 000 

WLM 




ALL DEPARTMENTS OF COUNCIL 




IMPROVING WORKING CONDITIONS 

FURNITURE, COMPUTERS, EQUIPMENT AND LIGHT MAINTENANCE 

1112/002 

ALL 

FURNITURE, UPGRADING & 
MAINTENANCE 

Outcome 

9.6 

20112 

R0,155 

WLM 


281