Nkomazi2019 20
Nkomazi2019 20
Nkomazi2019 20
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TABLE OF CONTENTS
Acronyms .............................................................................................................................. 10
Glossary ................................................................................................................................ 11
MESSAGE FROM THE EXECUTIVE MAYOR ............................................................... 12
MUNICIPAL OVERVIEW - MUNICIPAL MANAGER ................................................... 13
LEGISLATIONS UNDERPINNING IDP IN SOUTH AFRICA ........................................ 14
1.1. DEVELOPMENT PRINCIPLES FOR THE FOR PLANNING, DRAFTING,
ADOPTING AND REVIEW OF IDP .................................................................................. 14
1.1.1. Section 26 Core components of the IDP ................................................................. 15
1.2. Municipal Background ............................................................................................... 17
1.2.1. Municipal Wards and Traditional Authority........................................................... 18
1.3. HOW WAS THE PLAN DEVELOPED? .................................................................. 22
1.4. Communication Plan for Public Participation ............................................................ 22
1.4.1. Below is an advert placed on the local newspaper ................................................. 24
1.4.2. other activities that followed ................................................................................... 24
1.5. what are the KEY DEVELOPMENT CHALLENGES FACING THE
MUNICIPALITY .................................................................................................................. 25
1.5.1. Summary of the Ranked Priorities for 2019/20 IDP............................................... 27
1.6. WHAT IS OUR LONG TERM VISION? .................................................................. 27
VISION ................................................................................................................................. 27
MISSION .............................................................................................................................. 27
MUNICIPALITY’S CORE VALUES .................................................................................. 27
1.7. MUNICPAL Goals; .................................................................................................... 28
1.8. Strategic Objective priority areas ............................................................................... 28
1.8.1. MUNICIPAL LONG-TERM STRATEGY AND NKOMAZI SIX POINT PLAN29
1.8.2. EXPECTATIONS OF OUTPUTS, OUTCOMES AND DELIVERABLES, OVER
THE NEXT (3) THREE YEARS ......................................................................................... 29
1.9. The following table denotes on the comments made by the MEC for Co-operative
Governance and Traditional Affairs ..................................................................................... 33
1.10. HOW WILL OUR PROGRESS BE MEASURED? .............................................. 34
1.10.1. expected key perfomance areas and how these will be measured Approach and
Methodology for the 5 YEAR IDP DEVELOPED? ............................................................. 34
IDP/BUDGET PROCESS MANAGEMENT PLAN ........................................................... 34
1.11. Nkomazi role players .............................................................................................. 39
1.11.1. Roles and responsibilities .................................................................................... 40
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1.12. GOVERNMENT POLICIES & IMPERATIVES .................................................. 42
1.12.1. PLANNING AND DEVELOPMENT PRINCIPLES:........................................ 42
1.12.2. Table: Planning and Development Principles ..................................................... 43
1.12.3. National and Provincial Programmes .................................................................. 44
1.13. sUSTAINABLE DEVELOPMENT GOALS ......................................................... 45
1.13.1. NATIONAL DEVELOPMENT PLAN .............................................................. 46
1.13.2. INTEGRATED URBAN DEVELOPMENT FRAMEWORK [ IUDF] ............. 47
1.13.3. The eight levers are premised on the understanding that: ................................... 48
1.13.4. 14 NATIONAL OUTCOMES ............................................................................ 48
1.13.5. DELIVERY AGREEMENT: OUTCOME 9........................................................ 49
1.13.6. BACK TO BASICS ............................................................................................ 50
1.13.7. Key Performance Areas for the Back-to-Basics Approach ................................. 50
1.13.8. MEDIUM – TERM STRATEGIC FRAMEWORK (MTSF) ............................. 51
1.14. SITUATIONAL ANALYSIS ................................................................................. 52
1.14.1. Population Size and Composition ....................................................................... 53
1.14.2. Population Age and Sex composition ................................................................. 53
1.14.3. Change in the age composition and Population Dependency ............................. 55
1.14.4. Racial Composition ............................................................................................. 56
1.14.5. Socio-economic Analysis .................................................................................... 57
1.14.5.1. Employment status .......................................................................................... 57
1.14.5.2. Unemployment and employment rate.............................................................. 58
1.14.5.3. Employment industry ...................................................................................... 59
1.14.6. human Development Index ................................................................................. 59
1.14.7. POVERTY RATE ............................................................................................... 59
1.14.8. No and share of indigent households 2017 ........................................................ 60
1.14.9. Highest educational attainment for persons AGE 5-24 ....................................... 60
1.14.10. Annual Household Income .................................................................................. 62
1.14.10.1. Income inequality ............................................................................................ 62
1.14.10.2. Number of households per geo type ................................................................ 63
1.14.10.3. Number of household and female headed household ...................................... 63
1.14.11. Disability ............................................................................................................. 64
1.14.12. SOCIAL GRANT BENEFICIARIES ................................................................. 64
1.14.13. TYPES OF MAIN DWELLING ......................................................................... 65
1.14.14. Causes of death from October- December 2017 ................................................. 66
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1.14.15. HIV ...................................................................................................................... 66
1.14.16. Teenage pregnancy.............................................................................................. 67
1.15. KEY PERFORMANCE AREAS............................................................................ 68
1.15.1. KPA: Spatial Rationale ....................................................................................... 68
1.15.1.1. Spatial Development Framework .................................................................... 68
1.15.1.2. Strategic Development Concept ...................................................................... 68
1.15.1.3. Compaction Of The Rural South ..................................................................... 68
1.15.1.4. Central Conservation Zone .............................................................................. 69
1.15.1.5. Municipal SDF, as part of the IDP .................................................................. 70
1.15.1.6. The Municipal Land Use Management Scheme.............................................. 70
1.15.1.7. Town Planning Tribunal .................................................................................. 71
1.15.1.8. Human settlements .......................................................................................... 71
1.15.1.8.1. the current running projects of the Municipality: ............................................ 71
1.15.1.8.2. Staff Composition ............................................................................................ 72
1.15.2. KPA: Disaster Management ................................................................................ 72
1.15.2.1. DISASTER MANAGEMENT PLAN ............................................................. 72
1.15.2.2. Objectives of the plan ...................................................................................... 72
1.15.2.3. Disaster Management Advisory Forum ........................................................... 73
1.15.2.4. KPA 1: Institutional Capacity.......................................................................... 73
1.15.2.5. KPA 2: Disaster Risk Assessment: Aerocon .................................................. 75
1.15.2.6. KPA 3: Disaster Risk Reduction ..................................................................... 77
1.15.2.7. KPA 4: Response and Recovery...................................................................... 81
1.15.2.8. Conclusion ....................................................................................................... 83
1.15.3. KPA: Environmental Management ..................................................................... 83
1.15.3.1. Climate............................................................................................................. 83
1.15.3.2. Topography...................................................................................................... 83
1.15.3.3. Slope ................................................................................................................ 84
1.15.3.4. In terms of topography, the following is concluded: ....................................... 84
1.15.3.5. Geology ........................................................................................................... 84
1.15.3.6. Agriculture Potential........................................................................................ 84
1.15.3.6.1. Soil Potential.................................................................................................... 85
1.15.3.6.2. Agricultural Land Capability ........................................................................... 85
1.15.3.6.3. High Potential Agricultural Land .................................................................... 85
1.15.3.7. State of the Environment ................................................................................. 85
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1.15.3.7.1. General............................................................................................................. 85
1.15.3.7.2. Conservation Areas.......................................................................................... 86
1.15.3.7.3. Biodiversity Assets .......................................................................................... 86
1.15.3.7.4. Natural Ecology ............................................................................................... 86
1.15.3.8. Nature Conservation ........................................................................................ 87
1.15.3.8.1. Conservation Areas.......................................................................................... 88
1.15.4. KPA: MUNICIPAL Institutional Development and Transformation ................. 88
1.15.4.1. Municipality’s Organisational Structures ........................................................ 88
1.15.4.2. Institutional Leadership ................................................................................... 89
1.15.4.3. Human Resource Strategy ............................................................................... 90
1.15.4.3.1. Human Resource Planning Process ................................................................. 90
1.15.4.3.2. vacancy rate ..................................................................................................... 93
1.15.4.3.3. Critical Posts (Mm & Section 56 Posts) and their qualification..................... 93
1.15.4.4. Powers and Functions of Municipality ............................................................ 93
1.15.4.5. More specifically, the objectives of local government are:- ........................... 94
1.15.4.6. snapshot of the current workforce profile for Nkomazi Local Municipality .. 94
1.15.4.6.1. Analysis of workforce profile by occupational level....................................... 95
1.15.4.7. ICT POLICY FRAMEWORK ........................................................................ 96
1.15.4.7.1. Information Communication Technology ....................................................... 96
1.15.4.7.2. Challenges facing the ICT ............................................................................... 97
1.15.4.8. Municipal Portfolio COMMITTEES AND Municipal Departments and the
status quo 97
1.15.4.9. ORGANISATIONAL PERFOMANCE MAGEMENT SYSTEM ................. 98
1.15.4.9.1. Performance Management Model ................................................................... 98
1.15.4.9.2. Performance Agreement 2018/19 .................................................................... 98
1.15.4.9.3. Schedule for performance reporting and reviewing ........................................ 98
1.15.4.9.4. Staff complement of performance management system.................................. 98
1.15.4.10. MONITORING AND EVALUATION ........................................................... 98
1.15.4.10.1. Introduction .................................................................................................... 98
1.15.4.10.2. The legislative framework UNDERPINNING MONITORING AND
EVALUATION..................................................................................................................... 99
1.15.4.10.3. The section of monitoring and evaluation was established in 2017. It was
established to:........................................................................................................................ 99
1.15.4.11. Conclusion ....................................................................................................... 99
1.15.5. KPA: Basic Service and Infrastructure development ......................................... 99
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1.15.5.1. Main source of water ....................................................................................... 99
1.15.5.2. Toilet facilities ............................................................................................... 100
1.15.5.3. Access to electricity ....................................................................................... 102
1.15.5.4. Refuse removal .............................................................................................. 103
1.15.6. KPA: Local Economic Development and tourism ............................................ 104
1.15.6.1. LED STARTEGY.......................................................................................... 104
1.15.6.1.1. The objectives of the strategy; ....................................................................... 105
1.15.6.1.2. The Main challenges facing the implementation of the strategy are: ............ 105
1.15.6.2. Stakeholder participation ............................................................................... 105
1.15.6.3. COMMUNITY WORKS PROGRAM (CWP).............................................. 105
1.15.6.3.1. Statistics for gender and disabled of the cwp employees .............................. 105
1.15.6.4. by-laws (draft) ............................................................................................... 106
1.15.6.5. The Municipality supports SMME’S through the following......................... 106
1.15.6.6. Umsebe Accord ............................................................................................. 106
1.15.6.7. NKOMAZI SPECIAL ECONOMIC ZONE ................................................. 107
1.15.6.7.1. Vision of the Nkomazi SEZ........................................................................... 107
1.15.6.7.2. Introduction and Background ........................................................................ 107
1.15.6.7.3. Objectives of The Nkomazi SEZ ................................................................... 107
1.15.6.7.4. The Strategic Location of SEZ in Nkomazi .................................................. 108
1.15.6.7.5. Location’s Comparative Advantages............................................................. 108
1.15.6.7.6. Macro-Economic Benefits ............................................................................. 108
1.15.6.7.7. Responding to the Regions Severe Social Challenges .................................. 108
1.15.6.7.8. Strategic intent ............................................................................................... 109
1.15.6.7.9. Figure: The transformative nature of the Nkomazi SEZ strategy ................ 109
1.15.6.7.10. Industrial focus ............................................................................................. 109
1.15.6.7.11. Opportunities Earmarked for SMMEs ......................................................... 110
1.15.6.7.12. SEZ Operator capabilities ............................................................................ 110
1.15.6.7.13. Green infrastructure...................................................................................... 110
1.15.6.7.14. Defining the SEZ implementation plan ........................................................ 111
1.15.6.7.15. Stakeholders and Stakeholder engagement .................................................. 111
1.15.6.8. TOURISM ..................................................................................................... 112
1.15.6.8.1. Introduction and Background ........................................................................ 112
1.15.6.8.2. The role of local government to tourism sector ............................................. 112
1.15.6.8.3. Key Tourism projects/PROGRMMES for the Municipality ......................... 112
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1.15.6.8.4. the performance highligHTs .......................................................................... 113
SMMEs Support Program ................................................................................................... 113
1.15.6.8.5. Data base of Tourism establishment .............................................................. 113
1.15.6.8.6. Tourism learnerships program ....................................................................... 113
1.15.6.8.7. The following are the Challenges for the Tourism Unit ................................ 113
1.15.7. KPA: MUNICIPAL FINANCIAL VIABILITY AND MANAGEMENT
ANALYSIS ......................................................................................................................... 113
Section 21(a) of the Municipal Finance Management Act 56 of 2003 which reads as follows
............................................................................................................................................. 113
1.15.7.1. Revenue Enhancement Strategy .................................................................... 114
1.15.7.2. Allocation for operations and maintenance ................................................... 114
1.15.7.3. Mscoa............................................................................................................. 114
1.15.7.4. IDP AND SERVICE DELIVERY AND BUDGET IMPLEMENTATION
PLAN 114
1.15.7.5. LEGISLATION COMPLIANCE STATUS .................................................. 115
1.15.7.6. The national and provincial priorities, policies and strategies of importance
include amongst others: ...................................................................................................... 115
1.15.8. KPA: GOOD GOVERNANCE & PUBLIC PARTICIPATION ANALYSIS . 116
1.15.8.1. INTERNAL AUDIT ...................................................................................... 116
1.15.8.2. COMPLAINTS MANAGEMENT/ CUSTOMER CARE ............................ 117
1.15.8.3. Customer Care standards are important to ensure ......................................... 117
1.15.8.4. public participation. ....................................................................................... 118
1.15.8.4.1. PUBLIC PARTICIPATION STRATEGY .................................................... 118
1.15.8.4.2. Geographic names change committee ........................................................... 118
1.15.8.4.3. Ward committees ........................................................................................... 119
1.15.8.4.4. IDP Representative Forum ............................................................................ 119
1.15.8.4.5. Audit Committee ........................................................................................... 119
1.15.8.4.6. Municipal Bid Committees ............................................................................ 119
1.15.8.4.7. Municipal Public Accounts Committee (MPAC ........................................... 119
1.15.8.4.8. Risk Management .......................................................................................... 120
1.18.3.8.1.1. Risk Management committee ...................................................................... 120
1.18.3.8.1.2. Responsibility for risk management;........................................................... 121
1.18.3.8.1.3. Main Risk Categories and risk sub-categories defined ............................... 122
1.18.3.8.4. AG Comments and Response /ACTION PLAN ........................................... 126
1.18.3.8.5. Municipal Safety Plan ................................................................................... 128
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1.18.3.8.6. VISION, GOALS, OBJECTIVES AND STRATEGIES .............................. 128
2. section B: STRATEGY ............................................................................................ 129
2.1. INSTITUTIONAL SWOT ANALYSES.................................................................. 129
2.1.1. STRATEGIC OBJECTIVE AND PROGRAMS.................................................. 129
2.1.2. MUNICIPAL 5 YEAR IMPLEMENTATION STRATEGY ............................... 130
2.1.3. MUNICIPAL 6-POINT ........................................................................................ 131
2.2. Linkages of plans ...................................................................................................... 131
2.3. MUNICIPAL FIVE YEAR PLAN ........................................................................... 134
2.3.1. The National Priority Outcomes. .......................................................................... 134
2.3.1.1. The budget summary for 2019/2020 up to 2022 is as follows: ......................... 141
2.3.1.2. Own revenue ..................................................................................................... 142
2.3.1.3. Dora allocation .................................................................................................. 143
2.3.1.4. Transfers and Grant Receipts ............................................................................ 143
2.3.1.5. Collection rate ................................................................................................... 143
2.3.1.6. Percentage of capital spending .......................................................................... 144
2.4. ORGANISATIONAL PERFORMANCE MANAGEMENT SYSTEM ................. 144
2.4.1. Legislative requirements ....................................................................................... 144
2.4.2. Municipal five year plan ....................................................................................... 145
3. section c: projects .................................................................................................... 158
3.1. mapped projects for 2019/2020 projects .................................................................. 158
3.1.1. Planned Operational Projects And Programmes for the 2019/2020 financial year
159
3.1.2. PLANNED CAPITAL PROJECTS AND PROGRAMME for the financial year
2019/2020 ........................................................................................................................... 167
3.3. sector department projects ........................................................................................ 180
3.3.1. 2019/20 SUSTAINABLE HUMAN SETTLEMENTS PROJECTS .................... 180
3.3.2. 2019/20 department of Health projects ................................................................. 181
3.3.3. 2019/20 Department of public works projects ...................................................... 181
3.3.4. 2019/20 Department Culture, sports and recreation ............................................. 182
3.3.5. 2019/20 Department of Energy............................................................................. 182
3.3.6. 2019/20 INEP PROJECTS ................................................................................... 182
3.3.7. 2019/20 DEPARTMENT OF EDUCATION PROJECTS ................................... 184
3.3.8. 2019/20 WATER AND SANITATION PROJECTS ........................................... 187
3.3.8. 2019/20 COMMUNITY SAFETY,SECURITY AND LIAISON ........................... 188
4. Section d: integration ................................................................................................ 191
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4.1. Municipal plans, Policies and strategies ................................................................... 191
4.1.1. Financial Management Plan .................................................................................. 191
4.1.2. Local Economic Development .............................................................................. 191
4.1.3. Water Services Development Plan........................................................................ 192
4.1.4. Sanitation Master Plan .......................................................................................... 192
4.1.5. Roads and Storm Water Plan ................................................................................ 193
4.1.6. Comprehensive Infrastructure Plan....................................................................... 193
4.1.7. Electricity Master Plan .......................................................................................... 193
4.1.8. Integrated Waste Management Plan ..................................................................... 194
4.1.9. HIV/AIDS Strategy............................................................................................... 194
4.1.10. Youth Policy...................................................................................................... 194
4.1.11. Recruitment And Retention Strategy ................................................................ 195
4.1.12. Employment Equity Plan .................................................................................. 195
4.1.13. Performance Management Service Plan ........................................................... 196
4.1.14. Housing Development Plan/Housing Chapter .................................................. 196
4.1.15. Indigent Policy .................................................................................................. 196
4.1.16. Environmental Management ............................................................................. 196
4.1.17. Social Cohesion Plan......................................................................................... 196
4.1.18. Integrated Water Resources Management Plan ................................................ 197
4.2. INTEGRATED SECTOR PLANS STATUS QUO ................................................. 197
Annexure: public notice ...................................................................................................... 200
5. PUBLIC NOTICE .................................................................................................. 200
6. ANNAXURE: COMMUNITY NEEDS PER WARDThe ....................................... 202
6.1. The following are the community priorities as well as problem statements............... 227
6.3. SUBMISSION BY BAMBANANI MLAMBO TRUST TRADITIONAL
AUTHORITIES .................................................................................................................. 232
7. ANNEXURE MUNICIPAL WARD COUNCILLORS ........................................... 247
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ACRONYMS
ABET Adult Based Education and Training EPWP Expanded Public Works Programme
ASGI-SA Accelerated and Shared Growth Initiative of ESKOM Electricity Supply Commission
South Africa
CBD Central Business District FBS Free Basic Services
CITP Comprehensive Integrated Transport Plan FET Further Education and Training
CDW Community Development Worker FIFA Federation of International Football
Associations
COGTA Cooperative Governance and Traditional GDP Gross Domestic Product
Affairs
CRDP Comprehensive Rural Development GIS Geographic Information System
Programme
DARDLEA Department of Agriculture, Rural GDS Growth and Development Summit
Development Land and Environmental Affairs
DBSA Development Bank of Southern Africa HDI Historically Disadvantaged Individual
DCSR Department of Culture, Sports and HRD Human Resource Development
Recreation
DMR Department of Minerals Resources IDP Integrated Development Plan
DMP Disaster Management Plan SDF Spatial Development Framework
DOE Department of Education ISRDP Integrated Sustainable Rural
Development Program
DPRT Department of Public Works Roads and IWMP Integrated Waste Management Plan
Transport
DWS Department of Water and Sanitation KNP Kruger National Park
EDM Ehlanzeni District Municipality KPA Key Performance Area
EMS Environmental Management System KPI Key Performance Indicator
LED Local Economic Development SDG Sustainable Development Goals
M&E Monitoring and Evaluation MFMA Municipal Finance Management Act
MIG Municipal Infrastructure Grant MLM Mbombela Local Municipality
MPCC Multi-Purpose Community Centre MRTT Mpumalanga Regional Training Trust
MTPA Mpumalanga Tourism and Parks Agency MSA Municipal Systems Act
MSA Municipal Structure Act MTEF Medium Terms Expenditure
Framework
MTSF Medium Term Strategic Framework NEMA National Environmental Management
Act
NDP National Development Plan: Vision 2030 NSDP National Spatial Development
Perspective
PDI Previously Disadvantage Individuals PPP Public Private Partnership
PMS Performance Management System RDP Reconstruction Development
Programme
SAPS South African Police Services SASSA South African Social Security Agency
SCM Supply Chain Management SDBIP Service Delivery Budget
Implementation Plan
SDP Skills Development Plan SDI Spatial Development Initiatives
SMME Small Medium Micro Enterprises SOPA State of the Province Address
SONA State of the Nation Address SWOT Strength, Weaknesses, Opportunity
and Threat
WSDP Water Services Development Plan WPSP White Paper on Strategic Plan
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GLOSSARY
Integrated Is a process by which municipalities prepare 5-year strategic plans that are reviewed annually in
development consultation with communities and stakeholders. These plans adopt an implementation approach
planning and seek to promote integration by balancing social, economic and ecological pillars of sustainability
without compromising the institutional capacity required in the implementation, and by coordinating
actions across sectors and spheres of government.
Municipality A municipality is defined in the Municipal Systems Act 32 of 2000 as an organ of state within the local
sphere of government. It exercises legislative and executive authority within boundaries as
determined by the Demarcation Board (Demarcation Act 1998)
Sustainable Sustainable development is development that “... meets the needs of the present without
development compromising the ability of future generations to meet their own needs.” (Beckenstein et al, 1996:9.)
District Means a municipality that has municipal executive and legislative authority in an area that includes
municipality more than one municipality, and which is described in section 155(1) of the Constitution as a category
C municipality.
Financial year Means the period starting from 1 July in a year to 30 June the next year
Local In relation to a municipality— (a) means that body of persons comprising— (i) the residents of the
community municipality; (ii) the ratepayers of the municipality; (iii) any civic organisations and non-
governmental, private sector or labour organisations or bodies which are involved in local affairs
within the municipality; and (iv) visitors and other people residing outside the municipality who,
because of their presence in the municipality, make use of services or facilities provided by the
municipality; and (b) includes, more specifically, the poor and other disadvantaged sections of such
body of persons
Municipal Means a municipal council referred to in section 18 of the Municipal Structures Act
council
municipal Means a person appointed in terms of section 82 of the Municipal Structures Act
manager
Councillor Means a member of a municipal council
Basic municipal Means a municipal service that is necessary m ensure an acceptable and reasonable quality of life
services and, if not provided, would endanger public health or safety or the environment
Service Means the power of a municipality to regulate the provision of a municipal service by a service
authority provider
Budget-related Means a policy of a municipality affecting or affected by the annual budget of the municipality,
policy including— (a) the tariffs policy which the municipality must adopt in terms of section 74 of the
Municipal Systems Act; (b) the rates policy which the municipality must adopt in terms of legislation
regulating municipal property rates; or (c) the credit control and debt collection policy which the
municipality must adopt in terms of section 96 of the Municipal Systems Act
Official In relation to a municipality or municipal entity, means— (a) an employee of a municipality or
municipal entity; (b) a person seconded to a municipality or municipal entity to work as a member of
the staff of the municipality or municipal entity; or (c) a person contracted by a municipality or
municipal entity to work as a member of the staff of the municipality or municipal entity otherwise
than as an employee
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MESSAGE FROM THE EXECUTIVE MAYOR
Freedom and Democracy is the cornerstone of a municipality based on the will of the people. The IDP
document re-mains the basic planning instrument available not only for the implementation of the
municipal strategic objectives, but it critically forms the basis of intergovernmental coordination and
programmed implementation. It is necessary that on an on-going basis our people and institutions of
democratic local governance continue to review and improve this plan in order to ensure that over the
period of its implementation, we continue to improve our performance as we mark the critical milestones
that we have aimed to achieve during the relevant period as a direct result of cooperative governance
and democratic community participation. We can mention in that context that the application of the IDP
document in the preceding financial year has seen marked improvements in various community
infrastructures and programmed implementation processes that we have rolled-out as a municipality. We
are proud in that respect to report that our communities continue to benefit immensely from the
implementation of the various projects and programmes as outlined in our annual report for the relevant
period.
But it has to be emphasized that the biggest benefit for our communities has been the knowledge that
the implemented initiatives have come about as a direct result of their participation and contributions.
We are however conscious of the fact that not all of the aspirations that were outlined in the previous IDP
document have been implemented. Accordingly, this IDP document represents by and large most of the
on-going programmes and projects that are carried -over from the previous document. We are particularly
emboldened in our drive by the fact that most of the community aspirations that are reflected in the
document were also addressed in our local government elections manifesto.
This makes it even more relevant to the goals that we seek to advance as a local authority. In a nutshell
this IDP document embodies our resolute commitment to the development mandate that our people have
entrusted upon us.
We are particularly encouraged by the support that we are noticing from sector partners’ especially public
works (EPWP), Water Affairs, National Treasury, CoGTA, EDM, our traditional leaders and many other
sector formations, who remain critical players in the attainment of the goals that we have set-out to
achieve through this document.
It is in the main the cooperation and support of our sector partners and communities that continue to
encourage us to work with added speed to ensure that everything necessary is done to secure the
attainment of the goals that we have been mandated to achieve.
Thank you.
Cllr. JM Mkhatshwa
Executive Mayor
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MUNICIPAL OVERVIEW - MUNICIPAL MANAGER
Integrated Development planning is the process through which the municipality prepares a strategic
developmental plan, which is the principal strategic instrument guiding all planning, management,
investment, development and implementation decisions, taking into account input from all
stakeholders. By so doing we believe we will realize the National Development Plan set by the
Presidency of the Republic of South Africa. This IDP serves as a consolidated instrument that
departmental divisions are linked physically, socially, institutionally and economic components of
planning and development with management and development structure. It also integrated and
aligned planning in different spheres of government and therefore enforcing and upholding the spirit
of co-operative governance in the public sector though we still have challenges in realizing that due to
lack of resources and of course failure to integrate our services accordingly.
As we celebrate our hard earned 25 Years of Democracy and already in the sixth National and Provincial
Cabinet we must always revert to the constitution of the Republic of South Africa (1996), which
commits government to take reasonable measures, within its available resources, to ensure that all
South Africans have access to adequate housing, health care, education, food, water and social
security. It is also worth pointing out that the geographical location of our municipality poses a great
challenge in terms of neighbouring states (Swaziland and Mozambique). We tend to be found
unprepared for the influx of people coming to reside within our municipality and the sporadic increase
of villages. This becomes a serious impediment as our equitable share is measured against registered
residents which does not collaret with the actual number on the ground.
This document serves as a planning instrument which manages and guides all planning, development
and decision making in the municipality. That is to consolidate all various plans and actions of the
municipality in order to achieve our vision and mission which can be loosely said “a better life, impilo
lencono”. Prior to coming-up with this document public consultation has been made through the
existing forums or platforms deemed to be workable within Nkomazi as outlined by the law of the
country. Community participation processes have been exhausted. This will be our bible which ensures
that we plan short and long-term future developments within our jurisdiction and we believe that it
will provide the guidelines as to how to use the land within the municipality, which resources to use,
and how to protect the environment. All strategic planning within the municipality has taken place
within the framework of the IDP.
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SECTION A: EXECUTIVE SUMMARY
WHAT IS AN IDP?
In terms of the Local Government: Municipal Systems Act (Act 32 of 2000), Section 25(1) each Municipal
council must, within a pre-scribed period after the start of its elected term, adopt a single, inclusive and
strategic plan for the development of the municipality which, inter alia, links, integrates and co-ordinates
plans and takes into account proposals for the development of the municipality and aligns the resources
and capacity of the municipality. As far as the status of the IDP is concerned, section 35 of the act clearly
states that an integrated development plan adopted by the council of a municipality is the principal
strategic planning instrument, which guides and informs all planning and development, and all decisions
with regard to planning, management and development in the municipality. It binds the municipality in
the exercise of its executive authority, except to the extent of any inconsistency between a municipality’s
integrated development plan and national or provincial legislation, in which case such legislation prevails.
Section 36 furthermore stipulates that a municipality must give effect to its integrated development plan
and conduct its affairs in a manner which is consistent with its integrated development plan.
Section 34 of the Act provides for the annual review of the IDP in accordance with an assessment of its
performance measurements and to the extent that changing circumstances so demands. This document
is a 2017— 2022 IDP for the Nkomazi local municipality. The strategic objectives and targets contained in
this document were reached subsequent to extensive systematic and structured internal and external
consultation through various public participation mechanisms with the community and stakeholders
within the Nkomazi Local Municipal area of jurisdiction.
An IDP is one of the key tools for Local Government to cope with its new developmental role. Furthermore,
it seeks to facilitate strategic decisions on issues of Municipal Budgets for the following Key Performance
Areas: Basic Service Delivery – (Infrastructure and Community Services), Local Economic Development,
Municipal Transformation and Organizational Development, Municipal Financial Viability and
Management, Spatial Development Framework and Good Governance and public participation. The
Municipal Systems Act which provides a framework for the preparation of IDPs recommends that once in
place, each IDP must be reviewed annually to re-assess and re -evaluate Municipal’s development priori-
ties and challenges and to accommodate new developments in local government processes
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Create a platform for IDP technical meetings to ensure involvement of other spheres of government in
the planning and drafting of the IDP.
• The Municipal Manager must manage the IDP process to ensure full institutional support on the
IDP.
• The Executive Mayor and Mayoral Committee should assume full non-delegated responsibility of
the oversight function on the IDP, Budget, PMS and Budget process.
• The IDP and Budget Steering Committee must be chaired by the Municipal Manager and shall not
be delegated. It must sit at the beginning and/or end of the IDP phases to guide and process the
output of the IDP review process.
• Section 24 and 26 (d): The municipal IDP must not only reflect the national and provincial sectoral
plans, planning requirements and priorities but must indicate plans in place to align and
contribute to the achievement of government priorities/objectives.
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1.1.2. The Municipal Systems Act provides for the development of a Municipal IDP which must be
aligned and complement the development plans as well as the strategies to give effect to
the principles of corporate governance contained in section 41 of the constitution,
following are the process that were followed when developing the Nkomazi IDP:
Preliminary phase
The Ehlanzeni District Municipality developed the IDP Frame Work Plan which informed the IDP Process
Plan for all the local municipalities within the district. Nkomazi municipality developed its municipal
Process Plan in line with the district frame work plan. The process plan was adopted by council on the 24
of August 2018 under council resolution no NLM: S-GCM: A075/2018
Analysis Phase
This phase comprised of key stakeholder’s engagement wherein the 33 wards committees were trained.
Traditional Leaders and other key stakeholders were engaged during this IDP phase. The first two sessions
were made up of all ward committees from the 33 wards. A detailed IDP review process was presented
to the members with all the documents required during the process. Ward committees were in turn
afforded an opportunity to conduct meetings in their wards giving feedback on projects implementation
and future plans. A situational analysis was conducted to determine whether the Municipal Departments
are executing their mandates as per the legislation. The analysis phase commenced on the 7th of October
and ended on the 22nd of October 2018.
Strategy Phase
This phase comprised of strategies associated with each of the priority issues as identified in the analysis
phase. A broad inter-departmental dialogue was employed with regard to the most appropriate ways and
means of tackling priority issues under consideration of policy guidelines and principles, available
resources, inter linkages, competing requirements. This phase was completed in February 2019.
Project Phase
In this phase Departmental project task team members are given a responsibility of working out project
proposals in line with the strategies and priority issues and where necessary additional information on
project details was obtained. This phase ensures a smooth planning/ delivery link by providing an
opportunity for a detailed and concrete project planning process done by relevant stakeholders who
provide proposal with tentative target figures, technical standards, locations, time frames and cost
estimates. This phase was completed in May 2019.
Integration Phase
This phase ensures that the results of project planning phase are properly conducted and speaks to the
vision; objectives, strategies and resources. The 1st draft of the 2019—2020 IDP document of the
municipality was tabled to municipal council on the 29 of March 2019. A public notice was issued for
inputs and comments by the general public into the draft document. A program for public consultation
was also developed and implemented. Projects and programs from sector Departments and other
stakeholders have been incorporated into the Draft IDP.
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Approval Phase
The draft IDP served to Council on the 29 March 2019 for Approval and the Municipality advertised for
comments and inputs on the 1-30 April in the Corridor gazette newspaper requesting for comments until
the end of April.
The IDP was tabled to council for final approval on the 30 May 2019.
Locality
Nkomazi Local Municipality is one of the four local municipalities within the Ehlanzeni District
Municipality. The Municipality is located in the eastern part of the Mpumalanga Province. It is bordered
to the north by the south -eastern section of the Sabie River in the Kruger National Park, Mozambique to
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the east, Swaziland to the south and Mbombela to the west and Mbombela Local Municipalities to the
south-west. The geographical area measures 478 754.28 Ha in extent (Source: Municipal Demarcation
Board).
Nkomazi Local Municipality is divided into 33 (thirty-three) municipal wards as determined by the
Municipal Demarcation Board. URBAN AREAS include Malelane, Hectorspruit, KaMaqhekeza, Tonga,
Kaapmuiden, Komatipoort and Kamhlushwa.
The Table below outlines all the 33 wards, Wards Councilors and their respective settlements and ward
councilors.
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Ward 6 Koomatipoort and Farms; Orlando; Brink (Dludluma); Cllr. Mathonsi SS
Albertsnek (Ngwenyeni)
Ward 7 South-eastern part of the Kruger National Park, Marloth Park; Cllr. Sibiya GP
Part of Vlakbult (Mdladla) and farms
Ward 8 Steenbok Cllr. Tiwane BM
Ward 9 Part of Mangweni; Tonga Village Cllr. Maphanga NP
Ward 10 Phiva; Part of Tonga Block A Cllr. Lubisi PN
Ward 11 Goba, Ericsville, Figtree (Hhoyi) Cllr. Mkhonto DG
Ward 12 Mbangwane; Tsambokhulu; Khombaso; Mananga; Mandulo Cllr. Nkala KP
Ward 13 Mbuzini, Bhaca, Ndindindi, Nkungwini, Mbanganeni, Durban, Cllr. Mahlalela MM
Mabidozini, Samora Park, Emacambeni
Ward 14 Masibekela; Mthatha; Hlahleya Cllr. Nkalanga ML
Ward 15 Mgobodzi; Part of Magudu Cllr. Mkhatshwa TM
Ward 16 Madadeni; Sibange and Part of Magudu Cllr. Masuku SH
Ward 17 Part of Mangweni Cllr. Shabangu JC
Ward 18 Magogeni; Skoonplaas (Gomora) Cllr. Mazibuko DG
Ward 19 Ntunda; Sikhwahlane; Part of Mzinti Cllr. Mthombo TM
Ward 20 Part of Mzinti; Part of Vlakbult (Mdladla) Cllr. Ngomane MP
Ward 21 Phosaville; Part of Kamhlushwa Cllr. Mahlalela SS
Ward 22 Part of Kamhlushwa; Part of Langeloop Cllr. Ndlovu PF
Ward 23 Boschfontein Cllr. Ngcane EZ
Ward 24 Part of Driekoppies; Part of Middelplaas; Aniva Cllr. Moosa VC
Ward 25 Part of Langeloop Cllr. Manzini NE
Ward 26 Part of Driekoppies Cllr. Mavuso DD
Ward 27 Part of Schoemansdal; Part of Buffelspruit Cllr. Shongwe MD
Ward 28 Part of Schoemansdal; Jeppes Reef Cllr. Motha CM
Ward 29 Part of Buffelspruit; Mbekisberg; Hectorspruit; Lugedlane Cllr. Magagula BS
Tourism Estate; farms
Ward 30 Mhlathi; Malelane; Mkhwarukhwaru; Stentor, Kaapmuiden; Cllr. Magagula FK
Shiyalongubo; Sincobile; Louisville; farms,
Ward 31 Schulzendal: Part of Middelplaas Cllr. Siboza JT
Ward 32 Part of Jeppes Reef
Ward 33 Part of Schoemansdal Cllr. Mziako PM
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Map: Municipal Ward Boundaries
Traditional Authorities
Nkomazi Local Municipality consists of 8 (eight) Traditional Authorities situated in the southern section of the municipal area
(Refer to Plan 4: Traditional Authorities and Plan 5: Settlement Boundaries). The table below outlines the different traditional
authorities and their respective settlements or villages under their control.
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Map: Traditional Authorities
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1.3. HOW WAS THE PLAN DEVELOPED?
It is important to note that this is the second IDP review of the 2017/2018 to 2021/2022 IDP. Special consideration
to the IDP Review 2019/2020 was given to the following:
• IDP Process Plan
• Alignment with Government Priorities
• Nkomazi Special Economic Zone
• Municipal 6 Point Plan
• Public participation Comments
• MEC comments/ Assessment Report on the Final IDP Review
• Self-Assessment
• Different stakeholder comments and requirement
• Legislative Compliance in terms of Chapter 4,5 of MSA Act No 32 of 2000
In order to develop a credible IDP document, Council has engaged with all relevant stakeholders to solicit views and inputs for
the municipal plan for the 2019/20 financial year. Below are the schedules for the public participation meetings and where
the public could view the IDP for comments
In preparation for the IDP Analysis phase, a workshop with the Key IDP Stakeholders and Supporting Staff took place on 25,
26 & 27 of September 2018 at KaMaqhekeza, Kamhlushwa & Boschfontein Community Hall @ 10:00 am. The workshop
purported to:
Present the approved IDPPP as the management Implement for the incipient IDP Accede on the consolidated schedule of dates
for public consultation, and Present the incipient approach to participatory development
The table below denotes the IDP Community consultation dates of the respective areas which were acceded upon and signed
off by respective Cllrs at KaMaqhekeza, Kamhlushwa & Boschfontein Community Hall on 25, 26 & 27 September 2018.
On 04 October 2018, the below programme for consultation was published on Corridor Gazette containing dates and venues
for meetings.
Ward Committees Engagement On Communicative Action-2019/20 IDP Review To The Approved Integrated Process Plan
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18 October 2018 24 Nhlabaville Community hall 17:00 Zinhle
20 October 2018 08 Steenbok Tribal office 08:00 Zinhle
20 October 201 14 Masibekela Community hall 08:00 Ennie
21 October 2018 29 Hectorspruit Disaster Centre 07:00 Zinhle & Ennie
21 October 2018 14 Masibekela Old clinic 08:00 Tsepo & Hlalaphi
21 October 2018 22 Kamhlushwa Community hall 15:00 Mxolisi, Ennie,Zinhle &
tsepo
Activity one entailed the training of all Councilors and supporting staff members from the planning and development
department. The purpose for the training was to ascertain that when the municipality embarks on a consultative rationality
share a prevalent vision and give progress on performance in relation to Municipal matters and also to workshop communities
on sector plans. Officials from the planning and Development Department withal went through a briefing session after the
workshop.
Activity two involved public notification through the newspaper adverts [Corridor Gazette] and Posters. In addition, a vigorous
communication and information sharing aimed at reaching out to all the communities of Nkomazi was undertaken by means
of loud hailing, adverts in ward area and mobilization through ward-based member of the council during funerals. All venues
were selected in a manner that ensured and enhanced easy access for all community members to attend and were based
considering size and distance. Time chosen for the meetings also ensured maximum attendance of all the households.
Activity three entailed the overall analysis, a collection of community needs across all villages. Councilors were the
chairpersons of meetings, assisted by other members of the mayoral committee in other meetings in providing some of the
responses to the community problems
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1.5. WHAT ARE THE KEY DEVELOPMENT CHALLENGES FACING THE MUNICIPALITY
Considering the current economic climate and global recession, significant strides have been made to address the key
development challenges in the Municipality. There is however, some distance to go towards addressing the following
challenges:
High rates of unemployment The Municipality faces a challenge with regard to a marketable and skilled work force,
and low economic growth thereby creating a gap in productivity, which in turn has a negative impact on the
economic growth path. Limited efforts to encourage development of the green
economy and development of infrastructure to support economic development will
future stifle opportunities to reduce the
high levels of unemployment.
High levels of poverty Both the high level of unemployment and the high household dependency ratio leads
to an increased number of communities living in abject poverty. Current welfare
systems and packages are unsustainable and the Municipality is compelled to direct
more resources towards supporting its citizens. A strategic approach by the
Municipality should be encouraged to ensure that more job opportunities are made
available, economic development programmes are enhanced and basic services are
provided to uplift citizens out of poverty.
Low levels of skills development There is an urgent need to improve and transfer scarce skills to the citizens of
and literacy Nkomazi. The Municipality has a responsibility to facilitate the improvement of
literacy levels of the community and to ensure an adequate skills base to foster
enterprise growth and job creation. This will assist the citizens to penetrate the
competitive economic and manufacturing market.
Limited access to basic The provision of acceptable basic services is a critical element in the national
household and community developmental agenda. Water, electricity, sanitation, waste removal and social
services amenities are key critical services which have been identified by communities that are
required to meet their basic needs. Limited funding and exponential growth in the
Municipality has increased the levels of backlogs.
Increased incidents of HIV/AIDS HIV/AIDS is an epidemic which is increasing at an alarming rate and affects
and communicable diseases communities negatively. Provision of basic health services and effective healthcare
infrastructure, increased financial and human resources in healthcare, awareness and
education and poverty alleviation programmes will reduce the increased incidents of
HIV/AIDS and communicable diseases.
Loss of Natural Capital Ecosystems and natural resources deliver essential environmental services (e.g. water
supply, flood attenuation, climate control) that provide the foundation for human life
and development. These resources are finite and so their protection and efficient use
is essential if irreversible degradation and loss of the Municipality’s biodiversity is to
be avoided and if the sustainability objectives of the IDP are to be achieved. Habitat
destruction (or land transformation) and invasive alien species are widely regarded as
the greatest threats to biodiversity. Other threats include over-exploitation (e.g.
medicinal plants) and climate change.
Unsustainable developmental The Municipality faces a challenge of reacting to urban sprawl, which, in turn, results
practices in increased informal settlement, overcrowded schools, ill health, marked spatial
disparities, higher cost of providing infrastructure and services, disturbed ecosystems,
biodiversity and environmental re- sources, changes in air quality, change in
aesthetics and urban form, as well as loss of land for economic and agricultural
services
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High levels of crime and risk Strategies for addressing crime including both reactive strategies to respond to crime,
and proactive strategies, aimed at stopping crime before it happens, are required.
The response requires an integrated, multifaceted approach that includes working
closely with communities, National and Provincial Government, other stakeholders
and service providers in all areas of crime prevention.
Ensuring adequate energy and The unsustainable use of resources such as energy and water has major impacts on
water supply the environment, and will ultimately compromise the Municipality’s energy security,
as well as its ability to deliver water of adequate quality and quantity to its citizens.
Unsustainable resource use is a direct con- sequence of overproduction and
consumption. Demand side management is a critical part of the approach to ensuring
a more sustainable use of re- sources. In the case of water, whole catchment
management (including areas that fall outside of the municipal area) as well as
efficient nature conservation programmes will help to ensure that there is an
adequate supply of clean water in the Municipality.
The most sustainable solution to the energy crisis is to reduce the demand for energy
and at the same time investigate alternative renewable energy sources
food security Through initiatives such as shifting to new crops which are more resilient to climatic
conditions and can meet the demands of an ever growing population, maintaining
agricultural land so as to keep it arable, introducing mitigation methods to fight
climate change, promotion of sustainable agricultural production, ensuring
reasonable food costing as well as introducing and managing community gardens, the
Municipality could play a major role in ensuring food security.
Infrastructure degradation Degradation has become a critical social problem, with effects such as flooding in the
municipal area due to unexpected heavy rain. It is therefore critical that the
Municipality works towards managing its assets, work to- wards mitigating climate
change, ensure life cycle management of infra- structure, thus ensuring value for
money.
Financial unsustainability In order to maintain our financial health and still align with the Municipality’s
sustainable development strategy, new approaches to risk and growth need to be
created. Thus, the challenge for financial sustainability amid increasing alignment
with the ecological, economic and social demands of the For the Municipality to be
financially sustainable, the Municipality needs to ensure that it maintains a balanced
revenue base, it maintains and grows its rates base, and it encourages projects that
are affordable and includes free basic services based on the existing budget. The
Municipality should also ensure effective supply chain management through con-
trolling costs, ensuring acceptable level of quality, increase citizen satisfaction as well
as build operational resources that maximize community services.
Ineffectiveness and inefficiency The development challenges identified affords the Municipality an opportunity to
of inward-looking local focus its attention to address these challenges. With both limited human and financial
government still prevalent in the resources it is imperative that the Municipality makes choices in terms of its
Municipality. development mandate
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1.5.1. SUMMARY OF THE RANKED PRIORITIES FOR 2019/20 IDP
Water 1/2/3/4/5/6/7/8/9/10/11/12/13/14/15/16/17/18/19/20/21/22/23/24/25/26/ ///////////////////////// 3
27/28/29/30/31/32/33 //////// 3
Electricity 1/2/3/4/5/6/7/8/9/10/11/12/13/14/15/16/17/18/20/21/22/23/24/25/26/28/ ///////////////////////// 3
29/30/31/32/ ///// 0
Sanitation 1/2/3/5/6/8/11/12/13/14/15/16/17/18/20/21/22/23/24/25/26/28/29/30/ //////////////////////// 2
4
Roads and 1/2/3/4/5/6/7/8/9/10/11/12/13/14/15/17/18/19/20/21/22/23/24/25/26/27/ ///////////////////////// 3
storm 28/29/30/31/32/33 /////// 2
water
drainage
Communi 1/2/3/4/6/8/9/10/11/12/14/15/16/17/18/19/20/21/22/23/24/25/26/28/29/3 ///////////////////////// 2
ty 0/31/32/ /// 8
facilities
Education 1/2/3/4/6/8/9/10/11/12/15/16/17/18/21/24/25/30/ ////////////////// 1
8
Housing 1/3/4/8/9/10/11/12/13/15/16/17/18/20/22/23/24/25/26/27/27/28/29/31/32 ///////////////////////// 2
/33 / 6
LED 1/3/6/8/9/10/11/12/13/14/17/18/19/20/23/24/26/27/28/29/30/31/32/33 //////////////////////// 2
4
Waste 1/2/3/5/6/7/9/10/11/12/17/22/26/29/30/31 //////////////// 1
managem 6
ent
Rural 2/5/19 /// 0
developm 3
ent
Health 2/3/6/7/8/9/10/11/12/13/15/16/17/20/21/22/23/24/26/27/28/30/31/32/33 ///////////////////////// 2
5
Safety 6/7/8/13/14/15/18/25/28/32 ////////// 1
and 0
security
Other 3/18/30 /// 3
Source: Nkomazi Local Municipality
MISSION
The Nkomazi Local Municipality is committed to:
‘Enhance the quality of life of all the communities in the Nkomazi Local Municipality area through rendering basic services
in an efficient and cost-effective manner that adheres to the principles of sustainable development’
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1.7. MUNICPAL GOALS;
KPA GOAL
KPA 1: Municipal Transformation And Goal 1: Improve organizational cohesion and effectiveness as
Institutional Development well as capacity building
KPA 2: Basic Service Delivery Goal 2: improve access to service delivery, build sustainable
infrastructure and ensure proper operations and maintenance
KPA 3: Local Economic Development (LED) Goal 3: Create an environment that promotes the development
& Social Development of the local economy and facilitate job creation
KPA 4: Municipal Financial Viability & Goal 4: improve overall financial management, develop and
Management implement appropriate financial management policies,
procedures and systems
KPA 5: Good Governance & Public Goal 5: Promote a culture of participatory and good governance
Participation
KPA 6: Cross Cutting Goal 6: Provision of access to land and sustainable development
Basic Services and Water Conservation and Demand Water Demand Management
Infrastructure Development
Integrated Sector Planning Spatial Development and Built-In Environment
Infrastructure Maintenance and Infrastructure Security and Protection
Management
Local Economic Development Local Economic Development Local Economic Development Strategy
Business
Special Economic Zone Commercial Land Tenure
Economic Sector Focus Enterprise Development
Direct Investment (Domestic and Investment Promotion
Forein)
Municipal Transformation Institutional Arrangements Organisational Design & Structure
and Enhancing the Utilisation of ICT Information Technology (IT)
Institutional Development
Institutional Capacity Gender Equity
Good Governance and Public Public Participation Governance Public Participation Information System
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Participation Communication and Marketing Stakeholder Communication Management
In order to implement the municipal strategic objectives and priorities, NKOMAZI LONG TERM DEVELOPMENT FRAMEWORK
2014 and BEYOND was tabled to Council for approval in principle to the Long-Term Development Framework [LTDF]- 2034
and beyond. LTDF It’s a plan than maps the strategic vision of the Nkomazi Municipal Area over the next twenty years and also
maps the strategic priorities over the next five years, in line with the municipal Integrated Development Plan [IDP].
The municipality also adopted a Nkomazi SIX POINT PLAN as a strategy for implementing the 5 year IDP. The strategies are as
follows:
• Strengthening of our internal capacity to deliver on our mandate.
• Strengthen our public participation mechanisms.
• Focus LED and job creative initiatives.
• Focus on health promotion and environmental programmes.
• Work with communities and all stakeholders to fight and overcome crime.
• Drive programmes to build integrated and socially cohesive human settlement.
1.8.2. EXPECTATIONS OF OUTPUTS, OUTCOMES AND DELIVERABLES, OVER THE NEXT (3) THREE
YEARS
GOALS ISSUES OBJECTIVITIES STRATEGIES PROGRAMS/PROJECTS
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Develop a
communication and
marketing strategy (i.e
newsletters, municipal
website etc)
Review of Human
Resource Strategies
(standing orders of
council to include the
role of traditional
authorities in council
business
Participation Strategy for
Traditional Leaders in the
municipal Structures
Improve access . Household without To Improve access . Development of master . Master plans (water,
to services by access to basic to basic services plans sanitation, roads,
building a services (water, . Development of electricity)
sustainable sanitation, electricity, business plans . Upgrading of bulk
infrastructure in roads) Develop technical report infrastructure services
order to ensure . Lack of bulk services to secure adequate . Construction of new dams
proper to accommodate funding for projects and weirs (DWS)
operations & current and future . To accommodate Implementation and Operation and maintenance
maintenance development new developments Monitoring of programs plan
. Natural disasters and upgrades
(drought, floods, fires, . Improve access . Develop and implement . Water safety plans &
climate change) to clean water and water safety plans and wastewater Risk Abatement
sustainable Wastewater Risk plans
sanitation services abatement plans . Monitoring programs
Constant monitoring
Operate and . Ageing infrastructure . To provide . Development of . Implementation and
maintain of new .insufficient funding sustainable, operation and monitoring of maintenance
and existing for O&M reliable and Maintenance plans and plans and programmes
infrastructure efficient existing programmes . Refurbishment and
infrastructure . Proper annual replacement of old
budgeting for O&M infrastructure
. Asset register for all . Budgeting technical asset
infrastructure in order to register
be able to track life span . Training and workshops
of infrastructure asset . Recruitment
Create an . Inadequate funding . To create . Development of master . Master plans (water,
environment to create sustainable] plans sanitation, roads,
that promotes infrastructure in order infrastructure to . Create partnership for electricity)
the to attract new improve local consultants with . Consultation
development of investors economy traditional leadership
the local . Lack of proper
economy and allocation of land for
facilitate job new infrastructure
creation
Promote a . Lack of commitment . To improve . Improvement of . Improve reporting through
culture of from the community corporate image reporting through ward committees
participatory to report issues of the municipality technologies . Establishments of PSCs
and good . Public interference . Community . IGR structure
governance involvement through . Budget and recruitment of
law enforcers
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. Lack of support and project steering . Establishment forum to
collaboration from committees discuss operational matters
sector departments . Improve IGR structures . Traditional leadership
. Poor implementation . To implement and indaba
of policies and by-laws appoint law enforcers for
. Lack of inter- infrastructure
departmental . Create working
relations relations with other
. Land inversion internal departments
. Engage with Traditional
leaders on
implementation of land
inversion
Create an High rates of . Unleashing the . Review LED strategy . LED strategy
environment unemployment and agricultural mining and implementation plan . Tourism strategy
that promotes low economic growth and Tourism . Review of Tourism . By-laws
the sector strategy and . Implementation plan (LED
development of . Promoting implementation plan and Tourism )
the local SMME, . Development of . Tourism, SMME mentoring
economy and entrepreneurial Tourism By-laws programme
facilities job and youth . Marketing programme . SMME strategy
creation development for Tourism product . LED and Tourism initiatives
. Enhance the owners . Business and SCM
knowledge . Development of programme
economy SMME’S strategy . Agricultural support plan
. Expansion of PPP entrance & promote . Memorandum of
Government-led Tourism attraction understanding
job creation . Enhance and promote
tourism attraction
. Develop an agricultural
support plan
. Intensify stakeholder
relations
Promote culture . Public participation . Improve . Communication and . Review of communication
of participatory . Inter-departmental community public participation and public participation
and good and engagement and .develop a ward base strategy
governance intergovernmental participation plan . Ward base planning
relations . Foster integrated
planning
Ensure . Low economic . Promote . Review of SDF . Land summit
favourable living growth integrated human . Review of housing . Land research
environment . Land settlement chapters . Land invasion By-law
and sustainable . Limited access to . Spatial equity . Development of . Gis strategy
development spatial information . Unleash GIS for precinct plans . Develop
the internal and wall to wall schemes
external (LUMS)
stakeholders . MOU with traditional
leaders Land research
(land audit ,acquisition in
land vested with
traditional authorities
. Review of land invasion
by-law
. Develop GIS strategy
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Improved Unqualified audit To improve audit Frequent monitoring of Clean audit
overall financial opinion with no opinion and remedial action plan by
management & material findings implement management and the
sustainability of effective internal audit
the Municipality governance Develop and implement
check list
Cashflow To ensure that Strict implementation of Financial ratios (liquidity)
management short term and the budget and increase
long term financial collection rate to at least
obligations are 95% as per the NT
met when due guidelines
Assets management To monitor all Implement GRAP17 Maintenance of fixed assets
assets of the compliant fixed assets register
municipality register
Understanding of SCM To comply with Review SCM policies Conducting training
processes SCM regulations trainings to all
departments and small
and medium enterprise
on SCM regulations
Improved Unqualified audit To improve audit Frequent monitoring of Clean audit
overall financial opinion with no opinion and remedial action plan by
management & material findings implement management and the
sustainability of effective internal audit
the Municipality governance Develop and implement
check list
Delay in the To develop an Align the implementation Projects implementation
implementation implementation program to procurement plan
programme of program for plan and the SDBIP (IDP)
projects & programme procurement
Creditors and Manage and Pay creditors within 30 Expenditure management
expenditure maintain effective days by developing and
management systems of implementing an invoice
expenditure register
control Adhere to approved
internal control
measures (S%T) and
overtime
Revenue and debtors To increase Review and implement Revenue collection
management municipal revenue revenue enhancement
strategy
Data cleansing To ensure correct Assign field workers to Data cleansing
billing of gather and capture the
consumers raw data
Analysing and
interpreting collected
data
improve access . Increased rate of . To eradicate . Implementation of Establishment of west
to services by illegal dumping backlogs on waste integrated waste landfill sites and transfer
building a removal in order management plan stations
sustainable to improve access
infrastructure in to services
order to ensure . High rate of backlog . to create and . Formalization of Promote awareness, clean
proper in waste collection procure recycling initiatives up campaigns in
operations and service infrastructure for communities
maintenance waste removal
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. Minimal waste . By- laws enforcement Implement law
disposal sites enforcement
Promote a . Inadequate to promote gender . Develop youth strategy
culture of strategies for (PWD) equality and . Review of gender and
participation gender and youth empower youth disability strategy
and good and (PWD)
governance High rate of accidents, To reduce the high . Implementation of stray . Deployment of traffic
stray animal and high rate of accidents animals by-laws officers
value of vehicles around Nkomazi . Visibility of traffic . Transport forum
officers in Nkomazi . Development of an action
plan for the implementation
on stray animal by-law
1.9. THE FOLLOWING TABLE DENOTES ON THE COMMENTS MADE BY THE MEC FOR CO-
OPERATIVE GOVERNANCE AND TRADITIONAL AFFAIRS
To measure and monitor our progress, a Performance Management Framework and Policy was developed and is in
place and it is reviewed regularly (annual). Key performance indicators have been refined in support of the
municipality’s development priorities and objectives aligned with the organizational structure in line with the Integrated
Development Plan framework (indexing) to ensure consistency in measuring and reporting on long terms strategies and
projects. Measurable performance targets with regard to each of these development priorities and objectives were
established and are reflected on the Organisational Performance Management attached to the Integrated Development
Plan and is reviewed annually together with the Integrated Development Plan review. A process to ensure regular
reporting is in place and gets reported quarterly to the Council via the Performance Audit Committee.
Individual performance agreements and performance plans for the Municipal Manager and Directors (Heads of
Department) are prepared annually in line with provisions prescribed in the Performance Regulations (Notice 805,
published on 1 August 2006 in the official gazette). These agreements are fully implemented and aligned with the
Service Delivery and Budget Implementation Plan as required in terms of the Municipal Finance Management Act 56 of
2003.
1.10.1. EXPECTED KEY PERFOMANCE AREAS AND HOW THESE WILL BE MEASURED APPROACH
AND METHODOLOGY FOR THE 5 YEAR IDP DEVELOPED?
34
process plan was adopted by council on the 24 of August 2018 under council resolution no NLM: S-GCM: A075/2018.
The Framework and Nkomazi IDP process plans are tabled bellow.
35
IDP/ Budget & PMS Steering Committee- to discuss Executive Mayor September 2018
programmes and projects to be submitted to provincial
departments
Interested and affected parties IDP Manager September 2018
Community meetings at ward level Office of the Speaker September 2018
IDP Manager
Feedback from Ward committees and CDWs on IDP Manager October 2018
Community issues [ see attached Programme]-meeting Office of the Speaker
per the Nkomazi Communities
Identification of Risks Chief Risk Officer Continuous
Office of the Speaker
Submission of consolidated community priorities to IDP Manager October 2018
COGTA
Presentation of Institutional Risk to Municipal Top IDP Manager October 2018
Management
Presentation of Institutional Risk to Municipal Top Risk Manager September 2018
Management
Presentation of Institutional Risk to Risk Management Risk Manager September 2018
Committee
HR Consultation with Departments on organizational Cooperative services September 2018
structure
Review all municipal contracts MM and Directors 28 Sep-18
Executive Authority to allocate funds to strategic OCTOBER 2018
priorities( Budgetary Framework) in line with the
Nkomazi LTDF
Strategy Departmental Strategic Planning Session for the All Departments October 2018
Phase consideration of the Public Participation Process [how IDP Manager
[#Review the Department is going to respond to community Manager-Budget
Sector issues]-corporate services-NKLM PMS Manager
Plans] Departmental Strategic Planning Session for All Departments October 2018
consideration of the public IDP Manager
Participation Process[ how the Department is going to Manager-Budget
respond to community issues] PMS Manager
-Planning and Development-NKLM
Departmental Strategic Planning Session for All Departments October 2018
consideration of the Public Participation Process[ how IDP Manager
the Department is going to respond to community Manager-Budget
issues] PMS-Manager
-Infrastructure Development-NKLM
Departmental Strategic Planning Session for All Departments October 2018
consideration for the Public Participation Process[ how IDP Manager
the Department is going to res[pond to community Manager-Budget
issues] PMS Manager
-Community Services-NKLM
Departmental Strategic Planning Session for All Departments October 2018
consideration of the Public Participation Process [ how IDP Manager
Manager-Budget
36
the Department is going to respond to community PMS Manager
issues]
- Budget and Treasury- NKLM
MSCOA Budget preparation and policy reviewing CFO 16-Oct-18
workshop (Budget Steering Committee, Directors and
Managers
Municipal Lekgotla/Strategic Planning Session- to IDP Budget Technical 07 December 2018
consolidate departmental strategies and identifying Committee
projects to be presented to the IDP/Budget & PMS Municipal Top
Steering Committee [Chaired by Executive Mayor] Management
Detail departmental budget proposals (capital and MM and Directors 14-Dec-18
operating submitted to the Budget and Treasury Office
Project Integrated Development Planning Process
Phase IDP/ Budget & PMS Steering Committee to priorities Executive Mayor December 2018
Identified projects
Designs of project proposals, setting of project All Departments December 2018
objectives, targets and indicators
Compile 2018/19 Mid-year budget and Performance MM 15-Jan-19
Consolidate, assess and advise on the proposed CFO 31-Jan-19
departmental budget
Consider the recommendations of the budget steering CFO 12-Feb-19
committee on the proposed departmental budget and
give feed back to the departments
Compilation 2018/2019 Adjustment budget and 2019/20 All Departments 15 -Feb to-19 to
MTREF 15-Mar-19
Integration Presentation of integrated programmes and projects by IDP/Budget &PMS January 2019
Phase departments to the IDP, Budget & PMS Steering Technical Committee
Committee
Integration of sector plans into the IDP to address All Departments December 2018 to
community basic service needs e.g. water, roads, January 2019
electricity etc.
Alignment of IDP and Budget Steering Committee Continuous
Approval Integrated development Planning Process
Phase Tabling of the draft IDP to IDP and Budget Steering Municipal Manager January 2019
Committee
Tabling of draft organizational structure to Municipal Cooperate Services January 2019
Top Management
Submit 2018/19 Mid-year budget and Performance to MM 25-Jan-19
council
Council considers the 2018/19 Mid-year Review and MM 25-Jan-19
whether an Adjustment Budget is necessary
Workshop for councillors on Draft related Policies to Executive Manager February 2019
Mayoral Committee
Tabling 2018/2019 Adjustment budget to council CFO 28-Feb-19
Tabling of draft IDP/Budget & draft related Policies to Municipal Manager March 2019
Mayoral Committee
37
Table of the draft IDP/budget & draft related policies Executive Mayor 29 March 2019
before council
Tabling of Final Organizational Structure before Council Corporate Services 29 March 2019
Workshop for Councillors on final IDP/Budget Executive Mayor 02 April 2019
Advertise the Draft/Budget for comments & schedule for IDP Manager 04 April 2019
community participation
Conclude process of public participation on tabled target MM 30 April 2019
Consolidation of feedback from public participation IDP Manager 07 May 2019
process and incorporation thereon into the final IDP/Budget & PMS
IDP/Budget Technical Committee
Compilation of draft procurement plan MM and Directors 01 April 2019
Submit draft procurement plan to the budget & Treasury MM and Directors 30 April 2019
Office
Respond to submission received and if necessary revise Executive Mayor 10-May-2019
the budget and table the amendments for council
consideration
Present the consolidated IDP/ Budget Steering Municipal Manager 10-May- 2019
Committee
Place IDP on the Municipal website
Presentation of final IDP to stakeholders IDP Rep Forum 09-May-2019
Tabling of final IDP/Budget to Mayoral Committee Municipal Manager 15-May -2019
Table the final IDP/Budget before Council for approval Executive Mayor 31-May-2019
Approve annual budget by council resolution, including Council 31-May-2019
taxes, tariffs, measurable performance objectives,
changes to the IDP and budget related policies, include
service delivery agreement and long-term contracts
where appropriate
Advertise the approved IDP IDP Manager June 2019
Submit the approved IDP to the MEC of Local Municipal Manager June 2019
Government within 10 days, after approval
Submit the final IDP to National Treasury Municipal Manager June 2019
38
Submission of consolidated community priorities to 02 November 2018 All Municipalities
Cogta
Strategy phase
Review Municipal objectives, strategies and October- November 2018 District & Local Strategies
performance indicators Municipalities
review/ development of sector plans & policies October- November 2018
Departmental budget input October- November 2018
Drafting of strategy Map November 2018
39
1.11.1. ROLES AND RESPONSIBILITIES
STRUCTURE ROLES & RESPONSIBILITIES
Municipal Manager Strategic management of and operational responsibility of
the whole
IDP Process.
40
Inform interest groups, communities and organisations, on
relevant
planning activities and their outcomes;
IDP Representative Forum Analyse issues, determine priorities, negotiate and reach
consensus;
Participate in the designing of project proposals and
monitoring and
Reporting
Provides terms of reference for the various planning
activities
IDP Technical Committee/IDP Commissions research studies
steering committee Considers and comments on:
41
1.12. GOVERNMENT POLICIES & IMPERATIVES
This section provides the PLANNING & DEVELOPMENT PRINCIPLES & GOVERNMENT POLICIES &
IMPERATIVES underpinning the development of the IDP. Integrated Development Planning is the principal
strategic planning instrument which guides and informs all planning, budgeting, management and decision
making processes in the Municipality. The purpose of the IDP is to ensure the effective use of scarce
resources, helps to speed up service delivery and attract additional funds from all spheres of government
and the private sector helps to overcome the legacy of apartheid by lobbying for integrated rural and urban
areas and to extend services to the poor and lastly to promotes co-ordination between local, government
and national government. Nkomazi Local Municipality strives to continue to develop the IDP as an effective
management tool for the Municipality, this includes Creating a greater level of focus and thereby improving
on the strategic nature of the document; Aligning this strategic document with the realities of the resources,
both financial and human, available; Alignment of the IDP with the activities of the sector departments and
other service providers (and vice versa i.e. influencing their planning); and the alignment of the IDP with the
various sector plans
Formulation of the Nkomazi IDP was guided by the various pieces of legislation amongst others are the
following:
• IDP process originates from the Constitution of the Republic of South Africa (Act 108 of 1996) which
instructs government to ensure the provision of services to communities in a sustainable manner.
• Municipal Structures Act (Act 117 of 1998) chapter 5 section 26 of the Municipal Systems Act
indicates the core components of an IDP.
• Municipal Finance Management Act no 56 of 2003 which emphasizes secure sound and sustainable
management of the financial affairs of the Municipality
42
• Development / investment should be focused on localities of economic growth and/or economic
potential (NSDP)
• In localities with low demonstrated economic potential, development / investment must
concentrate primarily on human capital development by providing education and training, social
transfers such as grants and poverty-relief programmes (NSDP)
• Land development procedures must include provisions that accommodate access to secure tenure
(SPLUMB)
• Prime and unique agricultural land, the environment and other protected lands must be protected
and land must be safely utilised (SPLUMB)
• Engagement with stakeholder representatives on policy, planning and implementation at national,
sectoral and local levels is central to achieving coherent and effective planning and development
(SPLUMB).
• If there is a need to low-income housing, it must be provided in close proximity to areas of
opportunity (“Breaking New Ground”: from Housing to Sustainable Human Settlements)
• During planning processes and subsequent development, the reduction of resource use, as well as
the carbon intensity of the economy, must be promoted (National Strategy on Sustainable
Development)
43
grants and poverty-relief access to health, education and social
programmes welfare
Consultation Citizens should be consulted about the level and quality of the public services
they receive and, wherever possible, should be given a choice about the services
that are offered
Access All citizens should have equal access to the services to which they are entitled
Courtesy Citizens should be treated with courtesy and consideration
Information Citizens should be given full, accurate information about the public services they
are entitled to receive
Openness and Citizens should be told how national and provincial departments are run, how
transparency much they cost, and who is in charge
44
Redress If the promised standard of service is not delivered, citizens should be offered
an apology, a full explanation and a speedy and effective remedy; and when
complaints are made, citizens should receive a sympathy, positive response
Value for money Public service should provide economically and efficiently in order to give
citizens the best possible value for money
Encouraging Citizens should be provided excellent services. Efforts of staff that perform in
innovation and providing customer services should be recognised and be rewarded
rewarding appropriately
excellence
Customer impact Public servants should involve wide community in discussion about future
developments of public service
Integrated and Public service should involve all relevant stakeholders within and outside
coordinated government to ensure well-focused, coordinated and integrated public service
approach
In 2015, The Sustainable Development Goals (SDGs), officially known as “Transforming our world: the 2030
Agenda for Sustainable Development” were adopted and 2017 designated. The ambitious inter-
45
governmental set of 17 Sustainable Development Goals and 169 associated targets are “people-centered,
transformative, universal and integrated”, building on the Millennium Development Goals (MDGs).
The purpose of the SDGs is to end poverty and hunger, improve health and education, make cities more
sustainable, combat climate change, protect the world and oceans from environmental degradation and
foster prosperous, peaceful, just and inclusive societies.
Protection of environments, species and cultural heritage, appreciation and understanding of the inherent
values of different cultures and societies are just some of the positive impacts tourism can actually create
when managed in the right way.
The National Planning Commission (NPC) has developed the NDP vision for 2030 for South Africa. A
Diagnostic Report was released in June 2011 and sets out South Africa’s achievements and shortcomings
since 1994. The central challenges identified are:
Too few people work;
• The standard of education for most black learners is of poor quality;
• Infrastructure is poorly located, under-maintained and insufficient to foster higher growth;
• Spatial patterns exclude the poor from the fruits of development;
• The economy is overly and unsustainably resource intensive;
• A widespread disease burden is compounded by a failing public health system;
• Public services are uneven and often of poor quality;
• Corruption is widespread;
• South Africa remains a divided society.
• The commission believes that of these elements, two are of critical importance – too few people
work and the standard of education available to the majority is poor. In reaction to these
fundamental challenges, the NDP 2030 Vision spells out the key development areas, which require
focus. These are:
46
No. National Plan Priorities Strategic Alignment Thereof
47
country must: clarify and relentlessly pursue a national vision for spatial development; sharpen the
instruments for achieving this vision; and build the required capabilities in the state and among citizens.”
The policy framework aims to guide the development of inclusive, resilient and liveable urban settlements,
while squarely addressing the unique conditions and challenges facing South Africa’s cities and towns. It
provides a new approach to urban investment by the developmental state, which in turn guides the private
sector and households.
Its vision is: ‘Liveable, safe, resource-efficient cities and towns that are socially integrated, economically
inclusive and globally competitive, where residents actively participate in urban life’.
Importantly, this vision for South Africa’s urban areas recognises that the country has different types of cities
and towns, which have different roles and requirements. As such, the vision has to be interpreted and
pursued in differentiated and locally relevant ways. To achieve this transformative vision, four overall
strategic goals are introduced bellow and these goals inform the eight priority levers of the strategy.
48
1 Improved Quality of basic education Improving Citizens Skills levels and education
2 A long and healthy life for all South Africans Improve Quality of citizens Health
3 All people in South Africa are and feel safe Creation of Secure and Friendly City through fighting
crime
4 Decent employment through inclusive economic Job Creation through economic development
growth
5 Skilled and capable workforce to support an inclusive Municipality Resourced and committed to attaining the
growth path vision and mission of the organization
6 An efficient, competitive and responsive Efficient and Integrated infrastructure and services
infrastructure network
7 Vibrant, equitable, sustainable rural communities Viable Economic Growth and Development
contributing towards food security for all
8 Sustainable human settlements and improved quality To promote the achievement of a non-racial,
of household life integrated society through the development of
sustainable human settlements and quality housing
9 Responsive, accountable, effective and efficient local Democratic, Responsible, transparent, Objective and
government system equitable Municipal Governance
10 Protect and enhance our environmental assets and To promote environmental; conservation and
natural resources promotion
11 Create a better South Africa, a better Africa, and a
better world Promoting Social Cohesion
12 An efficient, effective and development oriented Democratic, Responsible, transparent, Objective and
public service and an empowered, fair and inclusive equitable Municipal Governance
citizenship
13 An inclusive and responsive Social protection system Democratic, Responsible, transparent, Objective and
equitable Municipal Governance
14 Nation building and social cohesion Social Cohesion
• The aim of Delivery Agreement: Outcome 9 is to ensure a responsive, accountable, effective and
efficient local government system so as to restore the confidence of citizens in the local government
sphere. As such municipalities need to ensure that the basic needs of communities are met; build
clean, effective, efficient, responsive and accountable local government; improve performance and
professionalism and strengthen partnerships be- tween local government, communities and civil
society. The Outcome consists of seven outputs which need to be achieved viz.:
• Implement a differentiated approach to municipal financing, planning and support
• Improve access to basic services;
• Implementation of the Community Work Programme;
• Actions supportive of the human settlement outcome;
• Deepen democracy through a refined Ward Committee Model;
49
• Improve administrative and financial capability;
• A single window of coordination.
• The outputs consist of targets, indicators and key activities which need to be achieved. The
achievement of these outputs will go a long way in improving the lives of residents whilst at the same
time improving the processes within government so they are able to operate more effectively and
efficiently.
Priority 1: “Get all municipalities out of a dysfunctional state and at the very least able to perform the basic
functions of local government.”
Priority 2: “Support municipalities that are at a minimum basic level of performance to progress to a higher
path.”
Priority 3: “Supporting and incentivize municipalities that are performing well to remain there.”
In support of the legislated functions, municipalities will work to ensure the following Local Government
Programmes is enforced:
50
All three spheres of government have an important role to play in ensuring well-functioning municipalities.
Back to basics is the framework for government collective action.
The MTSF highlights Government’s support for a competitive economy, creation of decent work
opportunities and encouragement of investment. This is the first MTSF to follow the adoption of the NDP in
September
2012. The introduction of a long-term plan brings greater coherence and continuity to the planning system
and means that the MTSF now becomes a five year building block towards the achievement of the vision and
goals of the country’s long-term plan.
“The Plan has been adopted as a National Plan for the whole country. It is our roadmap for the next 20 years.
All the work we do in government is now part of the comprehensive National Development Plan, including all
operational plans, be they social, economic or political.”
The aim of the MTSF is to ensure policy coherence, alignment and coordination across government plans as
well as alignment with budgeting processes. Performance agreements between the President and each
Minister will reflect the relevant actions, indicators and targets set out in this MTSF.
Within the NDP vision, key policy instruments developed in the previous term will continue to drive
government’s policy agenda. These include the New Growth Path, which sets the trajectory of economic
development, the National Infrastructure Plan, which guides the roll-out of infrastructure to improve
people’s lives and enable economic growth, and the Industrial Pol- icy Action Plan, which focuses on
promoting investment and competitive- ness in leading sectors and industries. Government will also take
forward key social development initiatives, including social security and retirement reform, National Health
Insurance, improvements in basic education and expansion of technical and vocational education.
Following the adoption of the NDP, Cabinet decided in 2013 that the 2014-2019 MTSF should form the first
five-year implementation phase of the NDP and mandated work to begin on aligning the plans of national
and provincial departments, municipalities and public entities with the NDP vision and goals. The MTSF is
the result of an intensive planning process involving all three spheres of government. It provides a
framework for prioritizing and sequencing government programmes and development initiatives for the
next five years. The 2014-2019 electoral mandate focuses on the following priorities:
In its focus on these priorities, and their elaboration into fourteen key out- comes and associated activities
and targets, the MTSF has two over- arching strategic themes – radical economic transformation and
improving service delivery.
52
The purpose of this section is to provide information regarding the development context as well as the
population and development trends of the municipality.
According to census 2001 the population size was 334 668 and in 2011 it was 393 030. The Population of
Nkomazi grew by 58362 between 2001 and 2011 and the average population growth rate was 1.61% per
annum. According to community survey 2016 the population size is 410 907, the population increased by
17877 between 2011 and 2016 and the average population growth rate is 0.99%, the increase in the
population size is caused by high birth rate and high influx of immigrants from Mozambique and Swaziland.
The population number for 2019 is estimated to be sitting at 423 358 and for 2030 it is estimated to be
sitting at 472 327 people given the historic population growth per annum will put pressure on the
municipality on the infrastructure , service delivery and economic/employment opportunities.
The increase of the population shown throughout the years means that the community needs increases as
well whilst on the other hand, the available resources of revenue have remained the same for the
municipality, this has caused a serious challenge for the municipality as it implies that it should try and cater
for competing community needs through using limited resources. The unforeseeable increase of population
if it keeps on increasing the municipality will be adversely affected by providing sustainable municipal
services for the future.
It is for this reason that the council had envisioned that the municipality should improve its municipal income
by expanding its revenue collection from areas that had been identified as potential new sources of income
as these areas and communities continue to receive municipal services. The municipality will increase its
revenue base by revenue enhancement strategy.
53
85+
80 - 84
75 - 79
70 - 74
65 - 69
60 - 64
55 - 59
50 - 54
45 - 49
40 - 44
35 - 39
30 - 34
25 - 29
Female Male
20 - 24
15 - 19
10 - 14
5-9
0-4
8 6 4 2 0 2 4 6 8
%
Source: Stats SA community profile (Census 2011)
85 +
80 - 84
75 - 79
70 - 74
65 - 69
60 - 64
55 - 59
50 - 54
45 - 49
40 - 44
35 - 39
30 - 34
25 - 29
20 - 24
15 - 19
10 - 14
5-9
0-4
8.0 6.0 4.0 2.0 0.0 2.0 4.0 6.0 8.0
female male
54
Cs 2016
The population of Nkomazi municipality shows a typical age structure of a very young population distribution
from 2011-2016. According 2011 censuses it shows that the young generation from 0-34 year’s shares more
than 75% of the total population, which will put more pressure in the municipality for provision of good
education, improved health and job creation. A decline was observed in children aged 0-4 years in 2011. This
could be attributed to fertility decline or high child mortality.
As illustrated in the table above, the population aged 0-14 years has decreased from 40.8 to 35.5% between
2001 and 2011 and is has increased between 2011 and 2016 by 3%. It is important to note that the
economically active population aged 15-64 years has increased from 55.1% to 60.5% and 5% between 2001
and 2011 and it has decreased by 2.5% in 2016 which stipulate that job opportunities where created and
youth was employed to decrease level of dependency in Nkomazi. It is of importance that within the
economically active population, the largest increase was in the youth aged 15-34 years. If the economically
active population is growing faster than the population in general it holds an important developmental
opportunity. This is reflected in the decrease in the dependency ration. In other word, there are fewer
people in the dependent age groups 0-14 and 65+ years that rely on the working population for their
livelihoods. However, this opportunity can only be materialized if the potentially economically active
population is in fact accommodated in the labour market. This is most often not the case as shown in the
socio-economic analysis. Although the proportion of older persons remains unchanged from 2001 to 2011
up to 2016. It further indicates that since 2001 Nkomazi Municipality is experiencing a decline in the age
group 5-14 years from 40.8% in 2001 to 35.4% in 2011. The proportion of women in the population has
remained unchanged from 2001 to 2011 at 53%, and 47% for males.
55
1.14.4. RACIAL COMPOSITION
Population group 2001 % 2011 % 2016 %
Blacks 329 830 98.5 384 074 97.7 405 931 98.79
Coloured 596 0.18 589 0.2 733 0.18
Indians 216 0.06 1316 0.33 389 0.09
Whites 4027 1.2 6301 1.6 3854 0.94
Other 0 0 450 0.11 0 0
Source: Stats SA community profile (Census 2001, 2011 and CS 2016)
There is a slight increase in the Indian/Asian population from 0.1% - 0.3% and in the White population from
1.2% – 1.6% between 2001 and 2011. The African Population is still predominant at 97.7% in 2011. The
community survey 2016 indicates a slight increase in the Indian/Asian population from 0.3%-0.9% and in the
white population the population decreased from 1.6%- 0.9% between 2011 and 2016. The African
population increased with 405 931 population at 98.78% in 2016.
The table below contains of population for various areas of Nkomazi as per gender (between male and
female)
Male Female Grand Total
Kruger National Park 232 186 418
Marloth Park 499 501 1000
Nkomazi NU 13268 9141 22410
Komatipoort 2585 2098 4683
Lebombo 94 80 174
Emjejane 1671 1425 3096
Riverside 268 277 546
M'hati 299 173 472
Malalane 1771 1715 3486
Kaapmuiden 125 145 270
Vlakbult 3663 4073 7736
Kamhlushwa 10150 11682 21832
Sidlamafa 2057 2259 4316
Phiva 2192 2640 4832
Ka-Sibhejane 6546 7800 14346
Sibayeni 11504 12630 24134
Kamaqhekeza 9734 11458 21192
Ngwenyeni B 1611 1931 3542
Mhlambanyatsi 4376 4843 9219
KaMatsamo 10800 12456 23257
Embhojeni 5833 6756 12589
Albertsnek 1131 1359 2490
Shiyalongubo 153 127 280
Louieville 707 657 1364
Lilydale 171 135 306
Sincobile 235 236 470
56
Tonga B 8078 9255 17333
KwaZibukwane 2479 2814 5293
Tonga A 3914 4762 8676
Mzinti 5211 6201 11412
Emtfuntini 5194 6128 11323
Driekoppies 8776 9722 18498
Middelplaas 2088 2276 4365
Matsamo 1013 1277 2289
Ntunda 1623 1801 3425
Ngwenyeni A 4747 5694 10441
Boschfontein 3677 4134 7811
Skoonplaas 1260 1497 2757
Mangweni 10582 12367 22948
Hlengesha 1914 2053 3966
Sikhwahlane 1080 1236 2316
Madaneni 2199 2792 4992
Magogeni 3495 3901 7396
Hoyi 389 466 855
Mbangwane 1108 1333 2441
KwaMandulu 4005 4683 8688
KwaSipunu 937 1208 2145
Goba 733 933 1666
Sibange 1500 1829 3329
Mgobode 4611 5502 10113
Magudu 1816 2186 4002
Masibekela 4901 5824 10725
Nsizwane 635 779 1414
Mbuzini 4538 5450 9988
Thambokhulu 668 826 1494
Mananga 1202 1238 2440
Grand Total 186055 206948 393003
57
Women unemployment (age 15- 22 656 52.3 22 431 42.5
64)
Women employment (age 15-64) 20 675 47.7 30 339 57%
As illustrated in the table above, the unemployment rates for all groups have decreased from 2001 to 2011
but are still high. The unemployment rates for women and for youth aged 15-35 are significantly higher than
the general population aged 15-64 years. The inability of these vulnerable groups to access employment is
a major determining factor in their general development. In the case of women heading households it will
also affect the development status of the entire household.
Education is not only one of the main factors that contribute unemployment, but is a key indicator of
development in general. As a municipality we are facing high rate of unemployment due to the fact that the
municipality is a rural municipality which mainly focuses on agriculture for job creation
The unemployment rate of Nkomazi deteriorated from 30.7% in 2014 to 32.4% in 2017, the unemployment
rate was the 6th highest among all the municipal areas of Mpumalanga. In 2017 the unemployment rate for
females was 36.7% and that of males 28.4%. youth unemployment rate according to the census figures was
42.3%- challenge with especially very high youth unemployment rate of females. The largest employing
industries in the municipality are agriculture, trade and community services. The importance of agriculture
as per employer can be highlighted in this regard.
Concern about the high unemployed youth & especially females- relatively low level of education and
inadequate skills impact negatively on their employability.
58
1.14.5.3. EMPLOYMENT INDUSTRY
Private
househol 2014
ds 9.5% Agricultu
Commun re 23.5%
ity
services
18.0%
Mining
1.8%
Manufac
turing
Financ% 6.5%
Utilities
0.8%
Construc
Transpor Trade tion
t 4.1% 20.1% 7.4%
Private
household 2017
s 9.6%
Community Agriculture
services 22.8%
19.2%
Mining
1.0%
Finance% Manufactur
ing 6.4%
Utilities
1.2%
Transport Constructio
4.3% Trade% n 7.9%
59
Source: SERO REPORT
The share of population in Nkomazi below the lower-bound poverty line deteriorated from 0.55% in 2014 to
58.4% in 2017. Nkomazi’s share of population below the lower-bound poverty line was the third highest
(unfavourable) among the municipal areas in 2017. In 2017 the number of below the lower bound poverty
line was also the 3rd highest at 249 794, in 2017 Nkomazi’s poorest 40% of households shared 9.4% of total
income, which was lower/worse than the 10.1% share recorded in 2014. Nkomazi’s share of income of the
poorest 40% of households was however, the 4th least unequal in the province in 2017.
The grade 12 pass rate increased from 86.9% in 2014 to 86.8% in 2018. The 2017 pass rate was 2nd highest
amongst the municipal areas. A very good recovery by 7.9% between 2017 and 2018. The municipality
achieved an admission rate of 35.3% to university degree studies in 2018. The negative impact on youth
unemployment- employability of the youth, the challenge is to accommodate the educated young people in
the area- inadequate economic opportunities the municipality need to make a provision of adequate
educational, recreational infrastructure and skills development activities to meet the needs of the
community,.
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100,000
90,000
80,000
Number of people
70,000
60,000
50,000
40,000
30,000
20,000
10,000
0
No schooling Primary Secondary Matric Post Matric
2001 27,094 93,310 38,152 9,181 914
2011 8,439 92,745 57,306 21,339 1,803
2016 4,691 98,523 57,175 20,703 1,823
The figure above represents the overall educational attainment the population older than 20 years in
Nkomazi local municipality. There were major improvements in educational attainment within the
municipality between 2001 and 2011. In 1996 47% had no schooling and this decreased to 26% in 2011 which
indicates favorable improvements in educational attainment over a period of 15 years. Although there have
been improvements in the attainment of matric as well as post matric qualifications, this will not translate
into employment if the types of education and training does not match the needs in the labour market.
According to community survey 2016 the results are superlative there’s improvement in the education
attainment of matric its above 60% and no schooling tends to increase in 2016 by above 40% while highest
education also seems to be increasing between 2011 and 2016 by above 10%, which leads the Municipality
in the highest level of prioritization of making provision for class room working hand in hand with
Department of Education.
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1.14.10. ANNUAL HOUSEHOLD INCOME
140,000
120,000
Number of households
100,000
80,000
60,000
40,000
20,000
0
No R1 - R 9 R9 601 - R153 601+
income 600 R153 600
2001 74,612 130,583 123,513 5,108
2011 16,179 19,038 55,599 5,379
Although a significant decrease was recorded in the number and percentage of households that reported
not having any income at all, it is still high at 16.8%. The number and percentage of household earning R1
– R9600 per year decreased from 45.2% in 2001 to 19.7% in 2011. If this is considered as a good indication
of the levels of poverty, it means that 36% of the households in Nkomazi still earn less than R800 per
month, which has serious implications for the indigent policies of the municipality as well as their ability to
generate income from rates and taxes.
Since municipal services generally target “sites” it is important to note that a site and a household as defined
by Statistics South Africa might not be exactly the same although it is a relatively good proxy.
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1.14.10.2. NUMBER OF HOUSEHOLDS PER GEO TYPE
100,000
90,000
80,000
Number of households
70,000
60,000
50,000
40,000
30,000
20,000
10,000
0
Urban Traditional Farms
Census 2011 7,068 80,099 10,795
CS 2016 7,001 89,829 7,135
100,000
Number of Households
80,000
60,000
40,000
20,000
0
2001 2011 2016
Number of Households 75,774 96,201 103,965
Female Headed Households 33,828 43,860 47,162
According to Statistics South Africa Censuses 2001, 2011 the number of households is growing faster than
the Population at an annual growth rate of 4.1% and 1.5% respectively. This could be partially attributed to
the unbundling of households, which is supported by the decrease in the average household size from 5.13
to 4.07 between 1996 and 2011. This means that people, who previously shared a household, now are
moving away to their own households. Almost half (45%) of the households are headed by females. As
discussed above, females are more severely affected by unemployment and poverty. Most, households
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occupy formal dwellings, while 3.9% and 2.9% occupy traditional and informal dwellings respectively
between 2001, 2011 and 2016, according to community survey 2016 the number of households seems to
be increasing this is because of mushrooming of informal settlements, Nkomazi is currently reviewing the
Land Invasion By-law to deal with such issues of mushrooming of informal settlements. The number of
households in Nkomazi increased by 7 763 from 96 202 in 2011 to 103 965 in 2016- represents 21,5% of the
Ehlanzeni household figure household size declining from 4.1%between 2011 to 2016. Where in the youth
population (15-35) forma 38.0% of the total population, in 2016 the share of the female population was
52.3% and males 47.7%.
1.14.11. DISABILITY
Difficulty Difficulty Difficulty with Difficulty Difficulty Difficulty
seeing remembering self-care walking hearing communicating
No difficulty 326 889 342 099 343 430 334 285 341 674 346 498
Some
difficulty 19 389 7 724 6 418 11 371 7 994 4 386
A lot of
difficulty 5 826 1 853 1 546 5 285 2 235 1 054
Cannot do at
all 146 282 771 1 145 277 290
Do not know 53 271 41 187 109 47
Source: Stats SA community profile (CS 2016)
According to stats SA the table above reflects on the types of disabilities as per the recordings of the
community survey census conducted in 2016. The table reflects that the top disability is a difficulty in
walking, difficult in remembering and difficult in communicating.
According to social Development the above-mentioned type of grants are catered for qualifying
beneficiaries:
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• Grant for Older Persons Previously men aged 65 or older and women aged 60 and older qualified for
the grant. Now both men and women aged 60 and older quality.
• Disability Grant for people who are unable to work because of disability. Recipients must be
between 18 and 59, submit a medical assessment or report no older than three months, and may
not receive another social grant.
• War Veteran’s Grant for people who are disabled or older than 60 and who served in the Second
World War or Korean War.
• Care Dependency Grant to the main caregiver of a child with a permanent, severe disability. The
applicant must submit a medical assessment report on the child’s behalf and earn less than R192,200
(if single) or R384,000 (combined income if married) per year.
• Child Support Grant the main caregiver of a child 18 or younger. The applicant must earn less than
R45, 600 (if single) or R91,200 (combined income if married) per year.
• Grant-in-Aid for people receiving the Grant for Older Persons, Disability or War Veteran’s Grant, and
who require full-time care because of physical or mental disability.
• Social Relief of Distress is a temporary grant awarded to people in dire need. It may be paid out in
various circumstances, including to people awaiting payment of an approved social grant, or who
have been affected by a disaster, such as severe flooding
According to Stats SA community profile censuses 2011 shows formal dwelling in 86874, traditional dwelling
3948 and informal dwelling in 2796 while in community survey it is displaying formal dwelling sitting at
92798, traditional dwelling as 1032 and informal dwelling sitting at 6684. According to stats SA censuses
cannot be compared with a survey, provided the information above it a survey and a census which the
municipality can be able to compare but can only interpret the table as it, and the municipality doesn’t have
plans that seeks to address types of dwelling.
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No of households in No of households in informal Share of total households Share of households
informal dwelling 2011 dwellings 2016 2011 2016
2 797 6 684 2.9% 6.4%
Source: SERO Report
The number of informal dwellings increased from 2 797 in 2011 to 6 684 in 2016 or by 3 887 households.
The deterioration is evident in the share of households living in informal dwellings that increased from
2.9% in 2011 to 6.4% in 2016.
1.14.15. HIV
HIV and AIDS remains one of the major development challenges facing the municipality. Women often bear
a disproportionately large share of the burden of care within the households. They take the main
responsibility for caring for frail older persons as well as sick family members. This does not only affect their
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personal time but restricts them from becoming involved in permanent employment. In South Africa
prevalence in people aged 55-59 has increased rapidly between 2008 and 2012, from 7.7% to 12% among
women, and from 6.2% to 6.9% in men. With these trends predicted to continue over the coming years.
The municipality is planning to deal with these issues by formulating structures to address different issues:
• Civil society structure which consist of different sectors(NGO forum, HBC forum, sector for PLWH’s,
children, youth, men & women, people living with disability, taxi industry, business sector, LGBTI’s
and sex workers).
• Local AIDS Council which consist of all government department and civil society and Ward AIDS
Council consist of local government employers and local civil society sectors (ward based)
• Interventions: everyday testing, honoring all health calendar event and visiting all Nkomazi farms,
schools and communities addressing health and social issues.
• Prevention: includes medical male circumcisions (MMC), HIV testing services (HIS), Condom
distribution & demonstration, focus group discussion, one on one intervention, health education
topics in a form of dialogue, talk shows and road shows.
• Care and support: for People Living with HIV (PLWH) and Orphan Vulnerable Children (OVC).
Training of Home Base Care (HBC)
Tracing defaulters of HIV & TB
Support groups- establishment & support
Door to door campaign
Training of care givers for DUC
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1.15. KEY PERFORMANCE AREAS
In terms of Chapter 5, Section 26(e) of the Municipal Systems Act, 2000 [Act 32 of 2000], and Chapter 4 of
the Spatial Planning and Land Use Management Act No: 16 of 2013 the Nkomazi Municipality, just like all
the other Municipalities in South Africa, must compile a Spatial Development Framework Plan [SDF] for its
area of Jurisdiction and this SDF should form an integral part of the Integrated Development Plan (IDP) for a
local Municipality. Part of the requirements of the SPLUMA in Chapter 5 requires the Municipality to compile
a single land Use Scheme that will replace all the current schemes that are utilized to control and administer
Land Use.
The SDF is the lever which has the greatest potential as a planning tool to realize spatial transformation. It
is also the SDF that interprets the principles of spatial justice, sustainability and equity into a spatial future/s
for the Municipality. In terms of municipal planning, stronger spatial guidance as part of the IDP process
could lead to more strategic investment and implementation in the municipal space.
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1.15.1.4. CENTRAL CONSERVATION ZONE
The exiting conservation developments of Marloth Park, Lion spruit Game Re-serve, Ligwalagwala
Conservancy, Dumaneni Reserve, Mahushe-Shonge Nature Reserve, Mawewe Cattle/Game Project as well
as the proposed Vlakbult, Ntunda, Madadeni-Sikhwahlane and Masibekela-Mananga Cattle Game projects
create the opportunity for an uninterrupted conservation zone in the centre of Nkomazi. This forms one
large ecological unit that stretches from Kruger National Park in the north to Lebombo Conservancy in the
south-east. Associated land uses may include nature conservation, cattle ranching, game breeding, tourist
facilities and hunting.
The following main structuring elements influenced the spatial form of Nkomazi Municipality as it exists
today:
Past Political Ideologies – Apartheid planning resulted in the separation and isolation of the southern part
of Nkomazi, which used to be KaNgwane homeland, from the more developed northern part. This created
a distorted spatial structure and lead to inefficiencies and backlogs in service provision.
Tribal Authority Areas – Dispersed settlements developed with no order. Ad hoc and unsustainable service
and infrastructure development occurred.
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International Borders – the borders of Swaziland and Mozambique act as physical barriers limiting the
movement of people, goods and services to Swaziland through Jeppes Reef and Mananga Border Posts and
to Mozambique through the Lebombo Border Post. Continuous influx of illegal immigrants from these
countries contributes further to the mushrooming of informal settlements.
N4 Maputo Development Corridor – the alignments of the N4 highway and railway line have played a vital
role in the development of the main urban centres in the northern part of the municipality i.e. Malelane,
Hectorspruit and Koomatipoort.
Major Roads – the two main provincial roads R570 (P80) and R571 (P179), linking the N4 highway to the
south, have played a significant part in the development of urban settlements along its alignments.
Topography – the topography of the area determined its physical linkages in regional and national context.
The Kaalrug Mountains limits linkages to the west and the Lebombo Mountains limits linkages to the east.
The N4 remains the only link between Maputo and the economic hub of South Africa, i.e. Gauteng.
Kruger National Park – the Kruger National Park dictates the type of land uses to be found adjacent to its
border, including agriculture, tourism related developments i.e. eco areas, conservancies and uses focusing
on nature conservation.
The Nkomazi Local Municipality’s SDF does not discard existing land rights but intends to guide future land
uses. The proposals in this SDF do not grant any land use right and does not exempt anyone from his or her
obligation in terms of any other act that controls or regulates the use of land. This Spatial Development
Framework for Nkomazi should not be seen as the definitive guide to development in the area, but rather
as a document that guides decision-making, growth and development. The merits of all development
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proposals should still be considered and the need and desirability for any specific development has to be
proven by the developer.
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Informal Settlements upgrading Plans for six [6] areas [Orlando, Mbekisberg, louiville. Mkhwarukhwaru,
Stentor and Mangweni
This section confirms the arrangements for managing disaster risk and preparing for- and responding to
disasters within the Nkomazi Municipality as required by the Disaster Management Act, 2002 (Act 57 of
2002). The Disaster Management Plan for Nkomazi was developed and it is updated annually and adopted
by Council ( NLM: GCM: A007/ 2019). The plan confirms the arrangements for managing disaster risk,
preparing and responding to disasters within the municipality.
The mandatory requirements (in terms of the Disaster Management Act, 2002 (Act 57 of 2002) – hereafter
referred to as “the Act”) for a Municipal Disaster Management Plan for the Nkomazi Municipality are:
• To prepare a disaster management plan for its area according to the circumstances prevailing in
the area and within the ambit of its municipal disaster management framework.
• The disaster management plan for a municipality must form an integral part of the municipality’s
integrated development plan (IDP) (Section 53(2)(a))
• “Applicable disaster management plans” are deemed core components of an IDP (Government:
Municipal Systems Act, 2000 (Act 32 of 2000).
• a District Municipality and local municipalities within the area of the district municipality must
prepare their disaster management plans after consulting each other (Section 53(3)).
• The Disaster Management (DM) plan, and of any amendment to the plan, must be submitted to the
Disaster Management Centre. (Section 53(4)).
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The main objective of the Disaster Management Plan is to identify risks/hazards which could impact
negatively on the lives of the community in Nkomazi Local Municipality and development of mitigations
strategies and to ensure that the IDP document is authentic, if the disaster plan is available.
The Terms of Reference of the Forum is finding statement and will determine its functioning. Alternative
existing coordination structures may also be used to perform the functions of an Advisory Forum, thereby
reducing administration and costs. Where other existing coordination structures are available to perform
the envisaged functions of an Advisory Forum, it would be prudent to reduce costs and administration and
use existing structures instead of creating a new dedicated structure.
Action: The Nkomazi Municipality will consider the establishment of a dedicated body for interdepartmental
Disaster Management coordination, or will assign this responsibility to the top management team (of
officials) of the Nkomazi Municipality. The Nkomazi Municipality will also consider the establishment of a
Disaster Management Advisory Forum and implement its decision in this regard.
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Council of the Nkomazi
Municipality
Executive Mayor
Management
Municipal Manager
74
Disaster Management Centre
It would be possible to reduce costs and increase inter-service collaboration by combining the
responsibilities and functions of emergency services, fire control centres and law enforcement control
centres in one facility with the Disaster Management Communications Centre.
Action: Nkomazi Disaster Management will establish and maintain a fully staffed and resourced Disaster
Management Communications Centre and if required collaborate with other agencies to maintain 24-hour
per day, 7 days per week public emergency call-taking capacity.
Action: Nkomazi Disaster Management will identify, establish and maintain a fully staffed and resourced
Disaster Operations Centre for activation as required and will identify fall-back or alternative facilities for
the same purpose.
• The first step in developing a risk profile is hazard identification. A hazard is a potentially damaging
physical event, phenomenon or human activity, which may cause the loss of life or injury, property
damage, social and economic disruption or environmental degradation. Hazards are typically
categorised into Natural, Technological and Environmental hazards.
• Natural hazards are natural processes or phenomena occurring in the biosphere that may constitute
a damaging event. Natural Hazards are typically classified into:
• Geological Hazards: Natural earth processes or phenomena in the biosphere, which include
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geological, neo-tectonic, geo-physical, geo-morphological, geo-technical and hydro-geological
nature;
• Hydro Meteorological Hazards: Natural processes or phenomena of atmospheric, hydrological or
oceanographic nature; and
• Biological Hazards: Processes of organic origin or those conveyed by biological vectors, including
exposure to pathogenic micro-organisms, toxins and bioactive substances.
• Environmental hazards are processes induced by human behaviour and activities (sometimes
combined with natural hazards), that damage the natural resource base or adversely alter natural
processes or ecosystems.
Geological Hazards
Landslides
Technological Hazards
Sewerage and drainage Infrastructure failure Hazardous material by road
Road accidents Industrial accidents
Illegal Dumping
Environmental hazards
Air pollution Soil contamination
Water pollution
The above lists illustrate the types of disasters that pose the highest risks within the area of the Nkomazi
Municipality and their possible effects. The communities at risk can be derived from the risk lists, and are
also shown in the risk assessment that was conducted for the area. More detailed risk descriptions, inclusive
of hazards, vulnerability and capacity descriptions, are available in the detailed Risk Assessment document
which accompanies the Ehlanzeni District Disaster Management Plan.
Risk rating
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For the majority of the hazards rated as high risks the local role-players allocated a “3” for severity which is
extreme. This means that the majority of these hazards will affect most of the affected area with multiple
deaths and injuries and that it can potentially have a national impact with significant environmental damage.
The probability of the majority of these hazards was rated as likely: “3”, meaning that it will happen more
than once a year. In addition the vulnerability of the environment for the majority of these hazards was
rated as “3” implying that critical habitats and species will be affected as there is limited environmental
protection in place.
The capacity of the local communities of municipalities to cope with these hazards was rated at “1” meaning
that there are limited resources available to manage a disaster and deal with its aftermath.
Hazard Relative Risk Rating Relative Risk Priority
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and avoid or reduce hazards that may affect specific elements at risk.
Disaster Risk Reduction plans providing for prevention and mitigation strategies have been compiled based
on best practice and capacity within the Nkomazi Municipality.
The risk reduction plans outlines in this document and its annexure which are implementable must be
considered for inclusion with the IDP projects of the Nkomazi Municipality and if included must be budgeted
for in terms of the operating and capital budget of the Nkomazi Municipality. Each project should be
evaluated to determine which municipal department can lead its implementation. When a lead department
is assigned through consensus in the DMAF, such a lead department must manage all planning and budgeting
processes for said projects. The Disaster Management Department of the Nkomazi Municipality must assist
in this regard.
Where the proposed project falls outside the mandate of the Nkomazi Municipality, the Nkomazi
Municipality should establish a lobbying and monitoring mechanisms to motivate the need for the project
in the correct governmental or societal sector and to track progress on the project. It is anticipated that
many projects will need to be executed on a partnership level, and in such cases the department of the
Nkomazi Municipality responsible for service delivery partnerships should take the lead with support from
the Nkomazi Municipality DMC
Risk Reduction Project Proposals for priority risks are listed in the tables below. This risk reduction process
is summarised in the previous sub-section. It is important that these proposals are shared with the relevant
planning and implementing agencies
Disaster Risk Project Proposals: Sewerage and Drainage and/or Refuse Removal
Risk Reduction Category Risk Reduction Project Proposals
Engineering & 1. Build bigger diameter pipes under low-water bridges and ensure proper design
Construction Measures
2. Treat waste before discharging
Management & 4. Keep rivers clean and cleared (flotsam can block pipes under bridges)
Institutional Measures
5. Outsource cleaning or waste treatment services. In addition focus on
employment of local community
Societal Measures 6. Education (understanding of sanitation and hygiene)
Engineering & 1. Build bigger diameter pipes under low-water bridges and ensure proper
Construction Measures design. Definition of measures to be included in the mitigation plan, such as:
retrofitting projects, improvement of watersheds, and evaluation of
foundations and structure
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2. Identification and quantification of hazards that can affect the system,
whether they are natural or derive from human activity
3. Estimation of the susceptibility to damage of components that are considered
essential to providing water in case of disaster
4. Review and implement water saving techniques i.e. rain water harvesting,
building dams and treating raw water (i.e. sand filtration systems or
desalinization technology).
Economic Measures 5. Budget for infrastructure and maintenance
Management & 6. Keep rivers clean and cleared (flotsam can block pipes under bridges)
Institutional Measures
7. Identification of measures and procedures for developing an emergency plan.
This will assist the water service company to supplement services
8. Determination of critical assets that might be subject to malevolent acts that
could result in undesired consequences,
Societal Measures 9. Education (of water saving techniques)
Physical Planning 1. Reduce density of pit latrines (requires reducing the density of informal
Measures settlements)
2. Protect springs, rivers and other water sources.
Management & 11. Conduct a geo-hydrological study of the high risk areas.
Institutional Measures
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12. Law enforcement and monitoring and investigation of illegal dumping
13. Ground Water Pollution Management Plan – includes taking water samples and
testing it.
14. Improve solid waste removal services
15. Control and monitor agricultural pollution through the use of fertiliser
16. Monitor and evaluate the treatment of water drinking sources on a regular basis.
The risk-specific Risk Reduction project proposals mentioned in the table above will, if properly planned and
implemented, contribute towards the reduction of disaster risk within the Nkomazi Municipality.
The Risk Reduction Plans outlined here which are implementable must be considered for inclusion within
the IDP projects of the Nkomazi Municipality and if included must be budgeted for in terms of the operating
and capital budgets of the Nkomazi Municipality. Each project should be evaluated to determine which
municipal department can lead its implementation. When a lead department is assigned through consensus
in the DMAF, such a lead department must manage all planning and budgeting processes for said project.
The Disaster Management Department of the NKLM must assist in this regard.
Where the proposed project falls outside the mandate of the Nkomazi Municipality, the Nkomazi
Municipality should establish a lobbying and monitoring mechanism to motivate the need for the project in
the correct governmental or societal sector and to track progress on the project. It is anticipated that many
projects will need to be executed on a partnership level, and in such cases the department of the Nkomazi
Municipality responsible for service delivery partnerships should take the lead with support from the
Ehlanzeni Disaster Management Centre.
The Department of Cooperative Governance and Traditional Affairs (CoGTA) assess the progress made by
municipalities against five Key Performance Areas (KPAs) and cross-cutting interventions adopted in the 5
80
Year Local Government Strategic Agenda. The five KPAs that form the basis of the assessments are:
Municipal Transformation and Organisational Development; Basic Service Delivery;
Local Economic Development (LED); Municipal Financial Viability and Management; and Good Governance
and Public Participation. These elements will become the basis of priority determination when evaluating
priorities during the IDP process, project identification and compilation of a budget. This in effect implies
that Municipal performance will be measured in terms of these Standards.
As Disaster Management is not a function allocated to one discipline, but to all disciplines in a local
authority it implies, that the total budget must be evaluated for inclusion of Disaster Mitigation Projects.
For instance, provision of housing will be a disaster mitigation project as it implicates the reduction of
informal structures, the provision and extension of electrical power in accordance with needs is a disaster
mitigation project as it decreases the effects of dwellings without power (e.g. dangers with open fires)
with all the consequences this brings.
Floods
The Nkomazi Municipality is prone to floods. Over the past decade, flooding occurred once per year, Due
to effects of Global Warming and Climate changes with resultant „cut-off low‟s‟, it has become increasingly
difficult to forecast or predict critical time periods and/or affected areas.
The Planning and Development section in the municipality, as contained in the Spatial Development Plan,
takes cognisance of the effects and do their planning accordingly in the face of undetermined or ambiguous
flood lines in some areas.
Response and recovery is concerned with ensuring effective and appropriate disaster response and recovery
by:
• implementing a uniform approach to the dissemination of early warnings;
• averting or reducing the potential impact in respect of personal injury, health, loss of life, property,
infrastructure, environments and government services;
• implementing immediate integrated and appropriate response and relief measures when significant
events or disasters occur or are threatening to occur; and
• Implementing all rehabilitation and reconstruction strategies following a disaster in an integrated
and developmental manner.
• Project evaluation mechanism: Evaluate and prioritise future IDP projects in the context of
disaster risk
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• The objective of this evaluation mechanism is to evaluate and prioritise future IDP projects in
the context of disaster risk. Disaster risk evaluation criteria for approval of for example
infrastructure projects should be based on the following questions:
• Does the footprint of the planned project fall within any existing identified disaster risk
affected area?
• What will the potential disaster risk exposure of the planned project be (seriousness,
manageability, urgency, growth) to existing disaster risks?
• Can the planned project pose any threat to its surroundings in terms of potential hazard
impact generated by the project (seriousness, manageability, urgency, growth)?
• Can risk (1) to the project and/or risk (2) from the project be reduced through design changes
or other measures?
• If risk is reduced to a level as low as reasonably possible through appropriate measures, will
the potential benefit of the project outweigh the remaining potential risk “cost” of the
project?
• A procedure should be implemented whereby the DMC reviews all proposed IDP projects with
this evaluation mechanism, or where line departments are capacitated to self-evaluate their
project proposals. The table below can assist the DMC in evaluating project proposals.
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1.15.2.8. CONCLUSION
This concludes the Disaster Management Section. The Disaster Management Response and Reaction sections are
contained in the Disaster Management Plan, as attached. The multi-years projections will enable participants in
accordance with Disaster Mitigation projects identified over the years in scrutiny, enabling participants to take
cognisance of the projects identified over the term, in an endeavour to identify an extension or addition to other risks
identified as the needs arise.
The purpose of this section is to assess Nkomazi Local Municipality (NLM) with regard to its natural resources, physical,
socio-economic and institutional environments. The analysis is discussed under the following:
Natural Resource Base
1.15.3.1. CLIMATE
Nkomazi Local Municipality falls within the summer rainfall region with the rainy season normally lasting from October to
March. The average mean annual precipitation for the municipal area varies between approximately 750 and 860mm with
averages varying from approximately 450 to 550mm in the eastern areas to 1500mm on the higher lying western areas.
The municipality has allocated a budgeted to develop the climate change adaptation and mitigation strategy in the 2019/2020
financial year. The Municipality is currently assisted by the department of Agriculture and EDM to finalize the strategy. The
strategy should be completed by June 2019. The municipality brought in mechanism to capacitate local municipality on good
green DED, The municipality is currently partaking on ZONDA INSILA programme as runned and funded by the province
(employed 31 youth for Nkomazi) and (PRESIDENTIAL THUMA MINA GOOD GREEN DED).
1.15.3.2. TOPOGRAPHY
Elevation
Range (m) Area (ha) %
101 – 200 25 412 7.9
201 – 300 193 936 59.9
301 – 400 86 937 26.9
401 – 500 9 362 2.9
501 – 600 6 687 2.1
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601 – 700 1 337 0.4
Source: Mpumalanga Provincial Government: Integrated Resource Information Report
1.15.3.3. SLOPE
Slope Analysis
Class Area (ha) %
Level (0-3%) 158 511 49
Moderate (4-15%) 111 955 34.6
Steep (16-25%) 22 169 6.8
Very Steep (25+) 31 037 9.6
Source: Mpumalanga Provincial Government: Integrated Resource Information Report Nkomazi
1.15.3.5. GEOLOGY
Geology Type Area (ha) %
Arenite 34 730.01 10.73
Basalt 50 784.14 15.69
Dolorite 6 732.38 2,08
Gabbro 388.41 0.12
Gneiss 14 209.20 4.39
Granite 12 234.80 3.78
Granophyre 2 492.27 0.77
Lava 38 970.11 12.04
Lutaceous Arenite 15 018.38 4.64
Quartz Monzonite 94 609.33 29.23
Rhyolite 18 449.30 5.70
Shale 32 529.04 10.05
Ultramafic Rocks 2 492.27 0.77
Source: Strategic Environmental Focus
A large proportion of Nkomazi is underlain with quartz monzonite (30.7%) to the south and central region. Basalt is the second
most dominant (16.5%) geology type, located to the east. The north-western part is predominantly underlain with arenite and
lava. The least occurring geology types are ultramafic rocks, granophyre, gabbro and dolorite.
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1.15.3.6.1. SOIL POTENTIAL
In response to the increasing development pressure and request for information on agricultural land a Soil Potential Layer was
developed by the Department of Agriculture based in Ermelo, as part of a process to develop an Agricultural Potential Map for
Mpumalanga.
Soil Form Associations, Soil Depth and Clay Contents layers of the Mpumalanga Soil Mapping Project (Van den Berg) were used
to create a preliminary Soil Potential Layer that shows the location of the different soil potential classes (Low, Low-Medium,
Medium, Med-High, High) for Mpumalanga.
The soil potential layer was superimposed on Nkomazi municipal area and the results are indicated in the table below.
Soil potential
Class Area (ha) %
Low 171147 53
Low-Medium 133327.8 41.3
Medium 1459.62 0.5
Medium-High 13666.48 4.2
High 3433.68 1.1
The soil potential layer is still a preliminary data set, which need to be verified by field surveys and observations. It should be
further verified and refined before it can be used in the modelling of the Agricultural Potential Layer.
Accordingly, 0% of the municipal area is regarded as high potential agricultural soils, 75.3% as medium potential agricultural
soils and 15.3% as very low potential soils. Most of the agriculture activities (grazing and irrigation) take place on medium
potential land.
1.15.3.7.1. GENERAL
The mountainous areas and the river systems form the backbone of the natural environmental system, providing the major
water source needed for development and the scenic environment essential for tourism. Areas of pristine natural environment
in the northern part of Nkomazi include the Kaalrug Mountain range to the west, the Lebombo Mountain range to the east
and the whole length of the Crocodile River. These areas have excellent potential for eco-tourism uses.
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The southern part contains large areas of pristine natural environment with conservational value. Important to mention are
the banks of the Mlumati River, naturally occurring cycads at Mbuzini, the Mananga Wetland, the areas surrounding Lake
Matsamo and the Mananga Whaleback, this forms part of the Lebombo Mountain range on the far eastern side.
Furthermore, the Barberton Bio-Diversity Corridor Initiative has identified Nkomazi to have good potential for consumptive
conservation, including game breeding and hunting.
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Sweet Lowveld Bushveld - located from the eastern parts of the Kruger National Park, southwards through Swaziland and into
the northern parts of KwaZulu-Natal. In terms of climate, rainfall varies from 550 to 600 mm per year, falling in summer.
Temperatures range between -2ºC and 43ºC, with an average of 22ºC.
Mixed Lowveld Bushveld - located on flat to undulating landscapes between 350 and 500m cutting across the municipality
from the north to the south. In terms of climate, the annual summer rainfall for the area varies from 450mm to 600mm.
Temperatures vary between -4ºC and 45ºC, with an average of 22ºC.
Lebombo Arid Mountain Bushveld – located on undulating rocky terrain on the eastern border of the Kruger National Park,
extending through Swaziland into the northern part of KwaZulu-Natal. In terms of climate, the annual rainfall ranges from
450mm to 700mm. Temperatures vary between -1ºC and 46ºC, with an average of 23ºC.
Sour Lowveld Bushveld – located on the lower eastern slopes and foothills of the Drakensberg, from the Soutpansberg in
Limpopo, through Mpumalanga and into Swaziland cutting across NLM. In terms of climate, the summer rainfall varies from
600mm to 1000mm per year. Temperatures range between 2ºC and 43ºC with an average of 22ºC.
The Maputo Development Corridor (MDC) as primary Transnational Development Corridor and cross border infrastructure
connection. Gauteng as a national Node of Competiveness, which as the major node, anchors the Maputo Development
Corridor
CHALLENGES RECOMMENDATION
Annual culling not done well because of poor New abattoir structure must be budgeted and erected at
abattoir facility which is not licensed. Marloth park.
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Under staffing. Trophy hunting must be introduced to other species at
Lionspruit Nature Reserve for more income generation.
Insufficient budget allocation to buy feed for the Game culled dropped into Lionspruit.
animals due to serious drought.
Serious drought which led to mortalities and Patrol teams and programmes developed to minimize
diseases. poaching.
No interested buyer for live game/meat due to Regular meetings with interests groups. (MPPOA,
animal diseases. Conservancy etc)
Too many different structures with different
interest in the park.
People’s movement inside the park which poses a
threat of poaching.
Staff uniform was delivered with the wrong sizes.
88
Administrati
ve Functions
Infrastructure
Corporate Services Budget and Treasury Development
Development Community Services Municipal Manager
Planning
Human Financial
Resources Accounting Water and
Sanitation Traffic Local Economic Risk
Development Management
Administration Management
Accounting
Licensing Tourism/Cult Communicati
Electricity
ure on
Legal
Services Supply Chain
Fire & Rescue
Land Use
Civil Services Management Fleet
Managemen
Financial t
Waste
Information Reporting Geographical
Management
Technology and Information
Compliance Project System
Managemen
t Community Internal
Development Human Audit
Performance Settlements
Managemen Land and
t System
Transversal &
Social
services
Nature
conservation
The Nkomazi Local Municipality comprises of both Political and Administration components with the office of the Executive
Mayor, with five Mayoral Committee Members, the office of the Speaker and the Office of the Municipal Manager. The
structure of the municipality is supported by five administration departments namely: Department of Corporate Services,
Department of Infrastructure, Department of Community Services, Department of Budget and Treasury and Department of
Planning and Development.
The Executive Committee or Political Committee of Nkomazi Local Municipality consist of the following:
• The Executive Mayor ( Head of Executive)
• The Speaker
• The Chief Whip
• MMC: Corporative Services
• MMC: Planning and Development
• MMC: Budget and Treasury
• MMC: Community Services
• MMC: Infrastructure
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1.15.4.3. HUMAN RESOURCE STRATEGY
The following best practices in the field of HR management will be used as the basis for developing a well-defined HR systems,
policies and practices
• HR planning
• Professional recruitment and selection policies
• Skills development
• OD intervention focusing on organisational culture
• Integrated performance management systems
• Diversity and employment equity integrated
• Knowledge management
• Learning organisation
• Proactive labour relations
• Evaluations of HR systems from customer services perspective
• Modern career management.
The human resource function is the staff or support function to the rest of the organization. Line managers are responsible for
the day-to-day operation of the organization and they contribute directly to the bottom-line of the business. The challenge for
managers is to create a work environment where human resource processes can be integrated in the other business processes
in order to ensure that people contribute their optimum to enhance organizational effectiveness. The managers must be able
to implement human resource activities regarding their specific group of employees. Every manager’s human resources actions
in this regard can have major consequences for the organization.
Human resources planning according to M Meyer and E Botha can be defined as, all the processes, methods, systems, and
procedures employed to attract acquire, develop and manage human resources to achieve the goals of the organization.
The Human resources management process therefore starts with human resource planning and the analysis of the jobs needed
to achieve the municipality objectives. Employees are recruited, selected, oriented, and trained to occupy specific jobs. In
addition, through the process of performance management, the performance of employees is directed towards delivering the
required outputs.
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Figure 1: Human Resource Planning Process
Review Feedback
Develop Employment Equity Plans
The first step entails reviewing our strategic business plan in the light of the external business environment. For example,
an overview of our business plan may indicate the need to focus on high technology products and a more diverse customer
profile in terms of race and gender.
Our strategic human resource plan must be developed in order to ensure that our municipality acquires and develops the
necessary human resources to achieve our strategic plan. If we take the example in step 1 again, our strategic human
resource plan will focus on acquiring the necessary staff that will contribute to these strategic objectives, for example
employing more blacks and females, more technicians and engineers.
According to Czanik (1996) human resource planning objectives vary according to aspects such as the type of environment
in which our organisation operates, our strategic and operational plans, our current design of jobs and employee work
behaviour. For example in a highly technological organisation in which new technology is introduced into the production
process, highly skilled employees such as engineers and information technologist will be needed. Employee training,
development and retraining to use new technology could be important human resource objectives. In a service delivery
public entity the strategy will for example be more in the direction of specialized human resource because processes can
be optimized to a large extent.
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• Step 4: Compile Skills Profile
Once our human resource objectives have been set, a skills profile of the current workforce should be compiled. The skills
profile will help our municipality to compare the skills level of the workforce with those required in the future. This will
give an indication of the number of internal employees that can be utilized to achieve our human resource objectives, and
the number that should be recruited from the external sources. However, skills shortage exacerbates the problem in South
Africa. The skills profile will also contribute to the compilation of the workplace skills plan (WPS) and will contribute to
focus on developing in the needed direction.
There are two types of human resource forecasting, namely supply forecasting and demand forecasting. Supply forecasting
answers the question how many present employees will be available at some future time to meet our human resource
staffing needs. Internal supply forecasting makes use of variables such as age distribution and geographical location.
External supply forecasting is used to analyse the potential pool of employees in the external market.
Demand forecasting is done to determine the total number of employees required in the future. By ascertaining the
expected workload and skills requirements in terms of the number and complexity of engineering and other projects, we
can forecast the demand for human resources. This exercise also requires detailed job analysis and productivity measures.
The next step is to develop employment equity plans in accordance with the Employment Equity Act. Our plans will include
the setting of numerical targets in terms of the future employment and development of employees from designated
groups. These groups are blacks (Africans, Indians and coloured), females and people with disabilities. The plan must be
implemented in such a way as to prevent the outflow of experienced staff.
Once our human resource forecasting has been done and employment equity plans developed, human resource action
plans can be developed in order to ensure that our future business goals will be achieved. For example, if the human
resource forecast indicated that our municipality will need more engineers in future and there is a shortage in the external
market, we could introduce the following action plans:
• Identify staff such as work planners and technicians who could be educated and trained as engineers.
• Develop more competitive remuneration packages to attract more engineers (in line with the Bargaining Council
requirements and other relevant prescripts).
Now that the action plans have been developed, we must implement them. Examples of implementation activities are as
follows:
• Compile a memorandum to internal staff inviting nominations from staff members to be trained as engineers.
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• Step 9: Monitoring and Evaluation
The purpose of monitoring and evaluation is to determine whether our process of human resource planning achieves its
objectives. For Example, when specific employment equity targets are set to increase the number of blacks and females in
managerial positions, they must be monitored to determine whether our municipality is reaching the set targets. If deviations
are detected, the plan should be altered to make provision for new developments, or we must take the necessary corrective
action. It is therefore evident that measurement plays a very important role in the monitoring and evaluation process.
1.15.4.3.3. CRITICAL POSTS (MM & SECTION 56 POSTS) AND THEIR QUALIFICATION
All the critical post for section 56 are filled into the Municipality
In setting out the functions of a Local Municipality, the Municipal Systems Act indicates that the Minister responsible for
Local Government may authorize a Local Municipality to perform the following functions of a District Municipality. The
Nkomazi Municipality performs the following:
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• Bulk supply of electricity
• Domestic waste-water systems
• Sewage disposal systems
The workforce profile snapshot tables used for the conducting of the analysis to inform this plan are used below as a
baseline for the setting of numerical goals and targets for each year of the plan.
Table 1: Snapshot of workforce profile for all employees, including people with disabilities
Occupational Levels Total
Male Female Foreign Nationals
A C I W A C I W Male Female
Top management 4 2 6
Senior management 53 3 13 1 70
Professionally qualified 108 5 72 1 4 190
and experienced
specialists and mid-
management
Skilled technical and 182 122 304
academically qualified
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workers, junior
management,
supervisors, foremen,
and superintendents
Semi-skilled and 45 43 88
discretionary decision
making
Unskilled and defined 250 175 425
decision making
Total Permanent 642 8 427 1 5 1083
Temporary Employees 55 49 104
Grand Total 697 8 476 1 0 5 0 0 1187
Senior Management
Professionally Qualified
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• Black female are under- represented.
• Need to appoint Black females in this category to rectify scale.
• As positions become vacant, consideration be given to Black females.
• Target at least 3 positions per year.
Skilled Technical
Semi-Skilled
Unskilled
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in the use of Information and Communication Technology (ICT) it has to ensure that the following projects are implemented in
the medium-to-short term period.
The ICT strategy and related policies were approved in May 2018 and the council resolution is as follows NKM: S-GCM:
A073/2018. The following are the ICT related policies.
• Change Management Policy
• Information and Data Protection Policy
• Contingency Planning Policy
• Email and Messaging Acceptable Use
• It Information Security
• Internet Acceptable Use Policy
• Virus Prevention, Detection, Removal & Spyware
• Data Backup Policy
• Information and Communication Technology Framework
• Copyright Compliance Policy
• Standards and Support Policy
• Network Security Policy
• Patch Management Policy
• User Authorization, Identification and Authentication Policy
The ICT consist of the following staff complement: 4 personnel which is the ICT Manager, Snr IT Technician and two IT
technicians and currently still have one vacant post for a system administrator, which needs to be filled
• The municipality currently does not have a system administrator in the ICT Sub Directorate. In terms of the organogram
the post for the systems administrator is vacant and it needs to be filled as a matter of urgency.
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1.15.4.9. ORGANISATIONAL PERFOMANCE MAGEMENT SYSTEM
Performance Management System Policy/ Framework was adopted by Council on the 30 June 2015 (Council Resolution no.
NKM: GCM: A033/2015) the performance management system is implemented to section 57 managers but the municipality
has a plan of cascading to all employees in the near future, starting with task level 17 Managers in 2019/2020 financial year.
The Nkomazi Local Municipality has adopted the balanced scorecard as its performance management model. The Balanced
scorecard fully integrates with the IDP as the IDP provides the basic framework of performance expectations. It is a proven
tool that creates synergy and enables alignment of priorities and coherent reporting.
Nkomazi Local Municipality section 57 managers have entered into Performance Agreement with the municipality for the
financial year 2018/19. This is in line with the MSA of 2000 and performance regulations. Performance Agreements for
2018/2019 and SDBIP 2018/2019 adopted by council.)
The performance reporting is conducted on the monthly basis and which informs a quarterly reporting. The performance
reporting is conducted on the following intervals:-
The Annual Performance Report for 2017/2018 financial year and Mid-Year Report for the financial year 2018/2019 have
been adopted by council.
1.15.4.10.1. INTRODUCTION
Performance monitoring and evaluation is a key mechanism to monitor, evaluate and report on the implementation of the
municipal objectives outlined in the Integrated Development Plan. this means that if the municipality want to improve in its
performance there is a need to reflect on what we are doing and what we want to achieve against what we have set out in
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our plans. Key performance indicators and performance targets will be used as a yardstick to measure performance and to
rectify mistakes
Challenges Recommendation
There’s only one official in the section at the moment and At least one additional official must be appointed to assist in
the workload is huge. the section.
1.15.4.11. CONCLUSION
Human resource management process starts with proper human resource planning to determine the human resources
needs of the Municipality’s in line with the IDP plan. Recruitments, section, training and development and employees
relations were broadly explained with specific reference to the methodology to be utilized.
Human resource management forms an integral part of leadership in a complex and changing environment. By
managing human resources effectively, managers will be able to utilize, develop and manage the organizations’ human
resources to contribute to Council/Municipality goals and objectives.
The implementation of this strategy should be continuously monitored and evaluated, in order to ensure that targets
are met and that policies and practices are improved in the light of the experience.
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80,000
Number of Households
70,000
60,000
50,000
40,000
30,000
20,000
10,000
0
Flowin
Rain- Water Boreh
Boreh Public g
Piped water Neigh - ole
ole in /com water
(tap) tank bours carrier outsid Well Spring Other
the munal /strea
water in tap /tanke e the
yard tap m/riv
yard r yard
er
Series1 66,980 1,691 694 11,455 10,241 7,046 2,288 1,380 34 157 1,999
Source: Stats SA community profile (CS 2016)
According to stats SA community profile and community survey 2016 piped water inside dwelling is sitting 5,854 and piped
water inside yard is sitting at 53,778, piped water on community stand is sitting at 7,347 while boreholes in the yard are sitting
at 1,691. The Municipality anticipate to deal with the currently backlog of those not having access to clean water, and piped
water inside yard by upgrading the existing infrastructure, extend reticulation, upgrade bulk and construct new reservoir to
improve its level of provision in service delivery. Access to clean water is closely associated with development and community
health in particular. Nkomazi has the second worst Blue Drop status and the worst Green Drop water status in the province.
The number of households with access to piped water in 2016 was 88 675 or 85.3% of households. The 15 290 households
without access in 2016 was 2 752 less than in 2011 – backlog share improved from 18.8% in 2011 to 14.7% in 2016
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90,000
80,000
Number of Households
70,000
60,000
50,000
40,000
30,000
20,000
10,000
0
Chemical Bucket
Flush toile Pit toilet Other None
toilet toilet
Census 2001 8,248 2,488 42,990 474 0 21,574
Census 2011 10,509 3,774 65,353 501 2,246 15,066
CS 2016 9,344 3,724 82,083 35 2,245 6,461
The only service delivery area from the table above is better than the average for the Ehlanzeni District, is the provision of
piped water on site or off site. However, a comparison of 2001,2011 and 2016 shows a decrease of 4.2 percentage points in
the number of households accessing this service. This is most probably due to the increase in the number of households and
not a decrease in number of service sites.
Although there have been significant improvements in the areas of bucket toilets, electricity and refuse removal, the
performance is still below the district average and the provincial ranking is 13 or higher.
Toilet facilities
120000
100000
80000
60000
40000
20000
According Nkomazi Local Municipality toilet facilities total is sitting at 103965 with those having access sitting at 97504 and
those without access to toilet facilities sitting at 6461, the Municipality anticipate to construct convertible sanitation to deal
with the backlog of those not having access to toilet facilities. currently Nkomazi does not have bucket latrine as stipulated
into the stats SA demographics.
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No of households without No of households without Share of total Share of total
flush/ chemical toilets 2011 flush chemical toilets 2016 households 2011 households 2016
82 278 90 897 85.5% 87.4%
Source :SERO Report
The share of households with access to flush/chemical toilets deteriorated between 2011 and 2016 - 87.4% of households
lacked flush/chemical toilets in 2016. Some 6 461 households were still without any toilet facilities (no toilets) in 2016.
100,000
Number of Households
90,000
80,000
70,000
60,000
50,000
40,000
30,000
20,000
10,000
0
Electricity Gas Paraffin Solar Other
2001 20,203 608 6,081 114 4,368
2011 80,151 654 1,158 300 432
2016 98,918 0 266 19 86
According to stats SA censuses 2001 and 2011 electricity was sitting at 20,203 in 2001 and 80,151 which shows an increase of
59,948 of people having access to electricity and According to community survey 2016 electrification is sitting at 98,918 which
show an increase of 18,767, the above mentioned statement means that Eskom has improved its level of provision into the
Nkomazi area in assistance by the Municipality because Nkomazi Local Municipality is currently servicing the 4 towns which is
Malelane, Marloth park, Koomatipoort and Hectorspruit in provision of electricity. The Municipality plans to service more
areas but currently the Municipality is working on its revenue enhancement strategy to collect revenue to other additional
areas of Nkomazi.
Households with connection to electricity was 99 678 in 2016, however, 3 839 households still reported not being connected
at all. The share of households connected to electricity improved from 83.8% in 2011 to a level of 96.3% in 2016. Some
improvement with especially connection to electricity in Nkomazi between 2011 and 2016 according to the CS of Stats SA.
Challenges remain in terms of access to water, flush/chemical toilets and the informal dwellings that’s increasing
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1.15.5.4. REFUSE REMOVAL
80,000
Number of Households
70,000
60,000
50,000
40,000
30,000
20,000
10,000
0
No rubbish
Removed by
Communal Own refuse disposal/
local Other
refuse dump dump Dump
authority
anywhere
Census 2001 9,899 978 54,910 9,987 0
Census 2011 21,080 3,545 60,169 10,892 1,762
CS 2016 19,289 5,342 75,925 3,053 356
According to stats SA community profile and censuses 2016 removal by local authority is sitting at 19289, communal refuse
dump sitting at 5342, while own refuse dump is sitting at 75925. According to Nkomazi waste management Nkomazi is
currently servicing 83 742 households and contains of 20 223 backlogs with no access to waste collection. Nkomazi contains
of 17 villages without service of waste collection this is due to an availability of fleet to be able to collect in all areas around
Nkomazi. The municipality is working on its budget to make provision of buying more fleet to be able to collect waste in
Nkomazi area and the municipality is also building more dumping site to keep the area of Nkomazi clean.
The waste management sub-directorate is responsible for the development and monitoring of the implementation of
municipal integrated waste management plan. The waste management plan was developed and approved by Council in 2009
for implementation, the IWMP is currently under review and it was tabled before council in March 2019 and the council
resolution no is as follows NLM:GCM: A009/2019. The plan covers amongst other issues
Refuse removal
80,000
Number of Households
70,000
60,000
50,000
40,000
30,000
20,000
10,000
0
No rubbish
Removed by
Communal Own refuse disposal/
local Other
refuse dump dump Dump
authority
anywhere
Census 2001 9,899 978 54,910 9,987 0
Census 2011 21,080 3,545 60,169 10,892 1,762
CS 2016 19,289 5,342 75,925 3,053 356
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According to stats SA community profile and censuses 2016 removal by local authority is sitting at 19289, communal refuse
dump sitting at 5342, while own refuse dump is sitting at 75925. According to Nkomazi waste management Nkomazi is
currently servicing 83 742 households and contains of 20 223 backlogs with no access to waste collection. Nkomazi contains
of 17 villages without service of waste collection this is due to an availability of fleet to be able to collect in all areas around
Nkomazi. The municipality is working on its budget to make provision of buying more fleet to be able to collect waste in
Nkomazi area and the municipality is also building more dumping site to keep the area of Nkomazi clean. solid waste
management has the following staff complement 1x Sectional Manager, 1 x Senior Superintendent, 2 x Supervisors, 4 x
Landfill site, 30 x Street pickers, 60x Refuse removers and 24 x Drivers. Total of 122 officials appointed to this Unit.
CHALLENGES
• No extension of waste removal services to communities due to shortage of vehicles
• There is still no revenue collection in rural areas.
• The ageing fleet makes it difficult to render an effective and efficient service
The following chapter consist of economic development on how best the municipality can improve its economic growth as per
the constitution of the Republic. Nkomazi Local Municipality has an LED strategy that was developed and approved by council
in 2010. The Local Economic Development is currently reviewing its LED strategy and the service provider made a provision of
the inception report and a draft LED strategy which is not yet tabled before Council for adoption.
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1.15.6.1.1. THE OBJECTIVES OF THE STRATEGY;
• Ensure that social and economic development is prioritised within the IDP plans.
• To conduct economic regeneration studies as part of the IDP’s.
• Establish LED forum within the community to mobilise efforts and resources of local stakeholders around the Nkomazi
region
• To build and maintain economic database to inform decision and act as an early warning system for the municipality
• Create an enabling environment for local businesses through efficient and effective service and infrastructure delivery.
• Mobilise civil society to participate in LED and encourage public participation
1.15.6.1.2. THE MAIN CHALLENGES FACING THE IMPLEMENTATION OF THE STRATEGY ARE:
• Land claims- most areas in the municipality are under land claims and that has affected most projects to be funded.
• Land invasion- most part of the municipal land is vested under traditional leaders, traditional leaders allocate stands
which are earmarked for future developments and that affects the planned projects for the municipality.
• Funding- funding is currently a challenge in implementing most projects in the municipality since the LED fund has and
CRDP has been withdrawn into the municipality. If such initiatives can be brought back into the municipality an impact
can be made, as well as the MIG grant if a certain percentage can be allocated to the implementation of the LED
projects.
• The LED conducts mentorship, beneficiation equipment’s. and support SMME with resources and finances
• Coordinating SMME’S for sector departments i.e. (projects for sector departments)
• Coordinate SMME’S training for seda, mega and other departments.
BETWEEN
The Municipality of Matola in Mozambique, the Municipality of Mbabane in Kingdom of Eswatini, the City of Mbombela and
the Municipality of Nkomazi in South Africa,
• have developed and promoted cooperation and understanding between the citizens of their Municipalities including
their respective three countries;
• are committed with to the objectives of the African Union (AU) and the South African Development Community (SADC)
Treaty;
• consider the benefit of friendship and cooperative relations to be established between the Kingdom of Eswatini, the
Republic of Mozambique and the Republic of South Africa;
• are aware of the need of the engagement of all in the fight against any manifestation of Xenophobia;
• acknowledge that in a world where interdependence is increasingly growing, mutual understanding and good
neighbourhood and strong decentralized cooperation are crucial for achieving the goals of the Four Cities;
• To promote mutual respect and understanding of the culture and traditions of citizens of each municipality,
including cultural exchange programmes;
• To establish a communal festivity for each calendar year, that will involve the signatories according to approved
plans;
• To create a formidable taskforce inclusive of officials and councillors among the Municipalities that will address
common challenges that affect the good health of their citizens by providing, sharing and disseminating
preventive, mitigating and curative measures.
• To promote business opportunities and Local Economic Development among the Four Cities;
• To establish exchange programmes for Councilors on matters of common interest in municipal governance;
• To establish Youth and Women empowerment programmes on matters of Governance and Development;
• To promote technical, administrative and management skills exchange in accordance with the cities’ needs.
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• Establish bilateral programs on specific areas, under the spirit of this Multilateral Protocol where necessary.
The present Protocol is a commitment by the four cities and a duty lies on the
Four cities to ensure, by all means, its complete, full and timely application.
The Nkomazi SEZ is conceptualized as an agroprocessing hub, which will be supported by mixed services such as warehousing
and logistics. The processing of agricultural products in the Nkomazi SEZ will be based on automated and semi-automated as
well as high-tech manufacturing technologies, which will be largely based on green or renewable energy uses. The supporting
services will include logistics (intermodal logistic; production logistics) and warehousing facilities, which will also promote
South African Special Economic and Industrial Development Zones and the utilisation of green sources of energy. The targeted
value chains of the proposed Nkomazi SEZ include secondary and tertiary stages of the processing of citrus and sub-tropical
fruits, aromatic plants/herbs, ground and tree nuts, sugarcane, nutraceuticals, meat processing, leather goods and agri-inputs
such as fertilizer. The designation of SEZ status for the Nkomazi area will transform what historically has been a rural corridor
into an economic “high-tech Agri-hub” thereby improving the productivity of the region.
Promoting justifiable economic and social development South Africa’s broad economic policy includes schemes designed to
encourage and promote international competitiveness in the country’s manufacturing sector. This is set out in government’s
Economic Programme of Action, where SEZs are created to encourage increased levels of foreign direct investment in the
economy. This will be achieved primarily through the giving of incentives to attract foreign and local investment within these
zones to boost the country’s economic attractiveness. Within the South African concept, SEZs are geographically designated
areas of country set aside for specifically targeted economic activities to promote national economic growth and export by
using support measures to attract foreign and domestic investments and technology
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1.15.6.7.4. THE STRATEGIC LOCATION OF SEZ IN NKOMAZI
The Nkomazi SEZ is in the Nkomazi Local Municipality, the eastern part of Ehlanzeni District Municipality and approximately
65km of the central business district of Mbombela (Nelspruit) in Mpumalanga. The geographic location of the Nkomazi area is
its main competitive advantage. The area is strategically between northern Swaziland and the southwest of Mozambique. It is
linked to Swaziland by two national roads, the R570 and R571, and with Mozambique by a railway line and the national road,
the N4, which together form the Maputo Corridor
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• Poverty
The population below the lower bound poverty line (LBPL) = 42.6% (2015). The 2015 LBPL was R647 per person per month.
• Income Inequality
Income inequality (Gini-coefficient) = 0.61 (2016)
In addition to its direct output, the SEZ will act as an industrial engine with a strong appetite for agricultural produce, resulting
in a powerful multiplier effect on the agricultural value chain. The significant number of sustainable value chain jobs and
primary agricultural GDP output thus created are indicative of the impact it will have on agricultural re-development in the
province:
An estimated R5.3 billion in additional annual output from primary agricultural goods consumed by the SEZ complex;
81 765 Sustainable jobs within the agricultural value chain.
This aspirational strategic intent was somewhat curtailed in the submission agreed with the DTI, accommodating cautionary
directives to avoid overhyped expectations. The exact targets in each area of endeavour would also have to be defined and
contracted through the work of the SEZ PMO.
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Ground and tree nuts;
Formulation and production of nutraceuticals;
Refining of nutritional oils;
A sugar mill;
Integrated meat processing and attendant leather beneficiation factories;
Fertilizer production based on recent South African innovation.
The SEZ will aim to attract entrepreneurs across a broad spectrum, from:
Large multi-nationals with strong supply chains in the lucrative nutraceutical business sector, to the
Stimulation of new entrants to the agro-processing market through incubation of new businesses, supporting SMME’s and
Black Industrialists.
The aim is to promote inclusive growth with long term sustainability linked to national, regional and global supply chains.
Figure Six interdependent work streams support preparation of the SEZ Entity’s deployment strategy
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• The CSIR (in relation to the innovation programmes references herein);
Several private sector investors forming part of the early investment pipeline;
Sources of private equity and other forms of capital as indicated herein;
Traditional leaders;
Organised agriculture.
Their collective input formed part of the SEZ design considerations as articulated in the application documentation and
implementation preparation plan outlined herein. The supporting implementation mandate was furthermore socialised with
and obtained endorsement from government stakeholders (DTI, DEDT, MEGA and Nkomazi municipality).
Further in-depth and ongoing stakeholder engagement is being planned as part of this implementation plan, to ensure that
the SEZ implementation programme:
Is well known amongst key stakeholder groups;
Public information about its progress is readily accessible;
Receives the required stakeholder focus and commitment required for success;
Is developed and deployed based on an inclusive co-designed programme recognising all relevant stakeholder contributions
and
Ensures their continued buy-in.
1.15.6.8. TOURISM
The Tourism Sector is one of the most thriving sectors on our Local economy. Nkomazi municipality continues to attract
the large number of tourists to the tranquil and scenic beauty of our landscapes, the warm cultural and historical heritage
of our people like Samora Machel Monument and our wild life in both the Kruger National Park as well as our very own
Marloth Park. The hospitality industry in Nkomazi continues year on year to improve its product offering and have turned
Nkomazi to a much- loved tourist hot spot in the province.
1.15.6.8.7. THE FOLLOWING ARE THE CHALLENGES FOR THE TOURISM UNIT
• High rate of none registered establishment
• No capital budget
• No welcoming Tourism signage on the three-border post
• No Tourism Route that is established
• No clear direction on development of Driekoppies and Masibekela dam
• SMME development
Section 21(a) of the Municipal Finance Management Act 56 of 2003 which reads as follows:
(1) The Mayor of a municipality must—
(a) Co-ordinate the processes for preparing the annual budget and for reviewing the municipality’s integrated development
plan and budget-related policies to ensure that the tabled budget and any revisions of the integrated development plan and
budget-related policies are mutually consistent and credible.
Section 21 (1)(b)(ii)(bb) of the Municipal Finance Management Act 56 of 2003 makes provision for the annual review of budget
related policies which are the Tariff Policy, Cash Management and Investment Policy, Credit Control and Debt Collection
policy.
In compliant to the above sections, the following policies were reviewed and approved by Council on the 30th of May 2018
under Council resolution number: NLM: GCM: A043/2018
• Subsistence and Travel Policy, Budget Policy, Virement Policy, Cash Management and Investment Policy, Cellular
phone and 3G Card Policy, Credit Control and Debt Collection Policy, Indigent Policy, Supply Chain Management Policy,
Tariff Policy, Telephone and Fax Policy, Property Rates Policy Asset Management Policy, Unallocated deposits Policy
and Petty Cash Policy
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Credit control and debt management
• Credit control activities are performed as per the Credit Control and Debt Collection Policy. Three debt collectors were
appointed in March 2018 to assist the municipality in collecting funds from long-outstanding accounts.
Valuation roll
• A general valuation roll was compiled during the financial year under review for implementation as from the 1st of July
2018. The Property rates Act was adhered throughout the process and objections were received and are currently
being resolved by the Valuer.
Nkomazi Local Municipality is one of the local municipalities in the Mpumalanga Province experiencing limited revenue base
for basic services rendered to the public at large.
In terms of section 75(a) of the Municipal Systems Act no: 32 of 2000, the municipality has powers to levy and recover fees,
charges and tariffs in respect of any function of services of the municipality.
The municipality has considered developing a Revenue Enhancement Strategy to be used as a tool to enhance and expand
the current revenue base. The first step towards achieving the above, is the drafting and approving of a Revenue Enhancement
Strategy together with its implementation plan by Council. The proposed strategy is still work-in-progress and requires inputs
from all departments within the municipality. The strategy was sent to Council for noting on the 30th of May 2018 under Council
resolution number: NLM: GCM: B007/2018.
1.15.7.3. MSCOA
Mscoa regulations and the accompanying “game changers” signals were introduced as smarter way forward in strengthening
local government finances. In order for the municipality to comply with Mscoa regulations which requires the municipality to
transact on Mscoa system from 1st of July 2017. National Treasury has released Versions of the Schedule A1 (the Excel
Formats) which is aligned to the Versions of the Mscoa classification framework. The 2019/20 MTREF budget is compile with
version 6.3 as required.
Numerous challenges are encountered on the implementation of Mscoa, However, with the assistance of the
National/Provincial Treasury and the service providers, the municipality is being continuously able to overcome these
difficulties.
The municipality’s IDP is its principal strategic planning instrument, which directly guides and informs its planning, budget,
management and development actions. This framework is rolled out into objectives, key performance indicators and targets
for implementation which directly inform the Service Delivery and Budget Implementation Plan.
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The IDP has been taken into a business and financial planning process leading up to the 2019/20 MTREF, based on the approved
2018/19 MTREF, Mid-year Review and adjustments budget. The business planning process has subsequently been refined in
the light of current economic circumstances and the resulting revenue projections.
With the compilation of the 2019/20 MTREF, each department/function had to review the business planning process, including
the setting of priorities and targets after reviewing the mid-year and third quarter performance against the 2018/19
Departmental Service Delivery and Budget Implementation Plan. Business planning links back to priority needs and master
planning, and essentially informed the detail operating budget appropriations.
Compliance with the MFMA implementation requirements have been substantially adhered to through the following activities:
In year reporting
Reporting to National Treasury in electronic format was fully complied with on a monthly basis. Section 71 reporting to the
Executive Mayor (within 10 working days).
Internship programme
The municipality is participating in the Municipal Financial Management Internship programme and has so far recruited 13
candidate who was in an internship programme since the inception. The current 5 interns are expected to complete their
two-year programme on 31 March 2020.
Audit Committee
The municipality has established both an audit Committee and the performance Audit Committee, they are both fully
functional.
Annual Report
Annual report is compiled in terms of the MFMA and National Treasury requirements.
The aim of this revision cycle was to develop and coordinate a coherent plan to improve the quality of life for all the people
living in the area, also reflecting issues of national and provincial importance. One of the key objectives is therefore to ensure
that there exists alignment between national and provincial priorities, policies and strategies and the municipality’s response
to these requirements.
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• National Spatial Development Perspective (NSDP) and
The Internal Audit Activity’s mandate emanates from Section 165 (1) of the Municipal Finance Management Act, (Act. 56 of
2003) (MFMA) which states that each municipality must have an Internal Audit Activity. Internal audit should prepare in
consultation with and for approval by, the Audit Committee:
A three-year strategic rolling internal audit plan based on risk assessment of key areas for the Municipality, having regard to
its current operations, those proposed in its Service Delivery and Budget Implementation Plan and its risk register/risk
management strategy;
an annual internal audit operational plan for the first year of the rolling three-year strategic internal audit plan;
plans indicating the proposed scope of each audit in the annual internal audit plan; and
a quarterly report to the Audit Committee detailing its performance against the annual internal audit plan, to allow effective
monitoring and possible intervention.
• Internal Audit Charter
• Internal Audit Methodology
• Facilitate the review of Audit Committee Charter
• Co-ordinate the meetings of Audit Committee as per the approved scheduled of meetings
The role of the internal audit activity is to provide an independent, objective assurance and consulting services designed to
add value and improve the municipality’s operations.
The Internal Audit Activity serves as helps the municipality to accomplish its objectives by bringing a systematic, disciplined
approach to evaluate and improve the effectiveness of risk management, control, and governance processes. The Internal
Audit contains of the following Staff compliment In terms of the approved organisational structure, there are 4 positions,
namely: Manager Internal Audit Unit (Chief Audit Executive), Senior Internal Auditor, 2x Internal Auditors, The municipality
has second 1 Finance Intern to the Internal Audit Unit to assist in the implementation of the annual audit plan for a period of
24 months and Audit Committee and Performance Audit Committee
The municipality has established Audit Committee in terms of section 166 of the MFMA, No. 56 of 2003 to provide an advisory
role to the Municipal Manager and Municipal Council. The committee has 5 members who have various expertise applicable
to the municipality’s mandate, e.g. financial, legal, performance and auditing.
The committee is chaired by an independent person (Mrs. ZC Sibanda) and all the other members are not employees of
Nkomazi Local Municipality. The committee has adopted the Audit Committee Charter as part of their terms of reference and
a schedule of meetings.
The performance regulations also require municipalities to budget and appoint a performance audit committee that will play
an advisory role on the overall performance of the municipality. In complying with the provision of the regulations, the
municipality has appointed the members of the audit committee to also serve as performance audit committee and appointed
member, Mr. KV Mokoena, to be the Chairperson of the Audit committee. The terms of reference of the committee are
incorporated into the Audit Committee Charter.
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1.15.8.2. COMPLAINTS MANAGEMENT/ CUSTOMER CARE
Customer/Consumer/Community
The Nkomazi Municipality’s Vision:
“A leading Local Municipality that empowers its communities through excellent service delivery”.
In order to achieve this Vision, a Customer Care Policy has been adopted to develop structures to ensure that in our dealing
with customers we demonstrate these values. This is based upon the National Batho Pele principles which has been translated
as “People First” and emphasizes the values of “Customer First”.
Problem Statement
It is Nkomazi Municipality’s aim that whenever customers have contact with the Municipality they will consistently experience
standards of service excellence. Our Municipality is committed to ensuring that the human rights principles set out in our
National Constitution, the Batho Pele (People First) principles that aim to transform public service delivery as well as “getting
it right the first time” are experienced whenever customers access our municipal services. In this way we want to display our
commitment to the principle of Customer First and ensure that service excellence is an integral part of the planning and
delivery of all Municipal services to its people.
At first, it was a challenge to report any service related issues to the municipality because of the following;
• No time lines and no accountability.
• Not certain whom you talking to (municipal employee in line with the issue or just misguided communicare)
• No sense of responsibility from the people reported to.
In order to enable or elevate public participation, the community is no longer viewed as a community but
consumers/customers of municipal services thus the customer care center.
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The Feedback System
• All logged complaints are given 72 hours turnaround time depending on the issue at hand and feedback/update is
given to all concerned as per the SMS.
• Once the issue has been resolved the complainant is updated and if not he/she is given proper time lines.
• This allows council and relevant officials to update communities on the issue at hand.
• Stakeholders like the ward committees, CDWs and other government or municipal structures cell phones details are
stored in the municipal system for easy relaying of messages through SMS.
• The phone numbers are stored in a form of categories i.e. Councilors Portfolios, Management, Traditional Authorities,
CDWs, Fraternal Communities, Ward Committees, Schools Circuits and influential community members.
• We also compiled details for residents of our four towns (Rate payers data). Koomatipoort residents, Marloth Park
residents, Hectorspruit residents and Malalane residents.
• We are busy trying to compile ward information (household’s heads throughout the municipality). This will ensure
that people get first-hand information through the SMS system timeously.
Conclusion
This has shown positive results in such a way that every person has a access to the institution through the 24hr line.
At some point we escalate the messages to the electronic media (Nkomazi FM and Ligwalagwala FM) to ensure maximum
The Municipality is made up of 33 wards. All the 33 wards have functional ward committees which have been officially
launched. They have monthly meetings and report to the office of the speaker on monthly basis. The municipality has
developed an operational plan which guides all the activities of ward committees. Ward committees are responsible for
extending council functions. They further develop ward operational plans which guide all the activities taking place within the
ward. Sub-committees have been established and represent all the five municipal departments
Annual performance reports, Midterm reports, Conducting sites visits on municipal projects. The committee has currently
submitted three oversight reports to council. An itinerary for the current financial year has been developed and is
implemented. In executing its responsibilities, the MPAC still face challenges on the following: -
• Staffing
• Office space
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The following are the members of the MPAC committee
NAME & SURNAME CONTACT NO EMAIL
SITHOLE HAPPY (CHAIRPERSON) 072 9962 594 Sphiwemkhatshwa35@gmail.com
SINDANE MUZI JACOB 079 5816 742 faithagain1982@gmail.com
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In discharging its governance responsibilities relating to risk management, the Risk Management Committee have the
following functions
• Review and recommend for the approval of the Accounting Officer the:
• Risk management policy
• Risk management strategy
• Risk management implementation plan
• Municipality’s risk appetite, ensuring that limits are:
• Supported by rigorous analysis;
• Set for all significant risks individually as well as in aggregate for particular categorisation of risks; and
• Consistent with the materiality and significance framework.
• Municipality’s risk tolerance ensuring that it is supported by rigorous analysis of:
• The municipality’s ability to withstand significant risks; and
• The municipality’s ability to recover financially and operationally from significant risks.
• The municipality’s risk identification and assessment methodologies, after satisfying itself of their effectiveness in
timeously and accurately identifying and assessing the municipality’s risks
• Evaluate the extend and effectiveness risk management’s integration within the municipality;
• Assess implementation of risk management policy and strategy (including plan);
• Evaluate the effectiveness of the mitigation strategies implemented to address the municipality’s significant risks;
• Review the material findings and recommendations by the assurance providers on the system of risk management
and monitor the implementation of such recommendations,
• Develop its own performance indicators for approval by the accounting officer;
• Interact with the audit committee to share information relating to the municipality’s significant risks; and
• Provide timely and useful reports to the accounting officer on the state of risk management together with
recommendations to address any deficiencies identified by the committee.
In terms of section 62(1)(c)(i) the Accounting Officer must develop and maintain:
effective, efficiency and transparent systems of financial and risk management and internal controls; and of internal audit
operating in accordance with any prescribed norms and standards.
the following Risk Management enabling documents are in place and reviewed each year and approved by council.
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• Risk Management policy, Risk Management Strategy, Risk Management Charter, Risk Appetite and Tolerance
Framework and Fraud & Corruption Prevention Plan
• Risk Champions
• The Risk Champions are appointed by the Municipal Manager annually. A Risk Champion is a person with skills,
knowledge, leadership qualities and power of the office required to champion a particular aspect of risk management.
• The key responsibilities of the Risk Champions include the following:
• Intervene in instances where the Risk Management Unit’s efforts are being hampered, for example, by the lack of co-
operation by management and other officials;
• Add value to the risk management process by providing support to manage “problematic” risks and risks of transversal
nature that requires a multiple participant approach; and
• Assist the Risk Owner to resolve the problems.
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No Strategic Risk Root Cause Residual Current Controls Recommendations
1. Failure to attract private Communal owned land Score Minimal investments and development Install the required Infrastructure
business to invest in our entrusted to chiefs 15 Draft investment incentive policy Incentives to be provided to
municipality/area (Traditional Leaders) and (Extreme) companies to Conduct feasibility
private owned- land study for more initiatives
2. Inability to increase the Failure to implement the 16 Approved revenue enhancement Review the current revenue
revenue-base revenue enhancement (Extreme) strategy and Established Task enhancement Strategy
Strategy Team
Develop the implementation plan
And Council to approve the
implementation Plan
3. Failure to manage cash Accruals Procurement of 15 (Extreme) All conditional grants have their own Minimising accruals at
flow and budget items not on the SDBIP and separate bank account (Secondary Bank yearend #Procure goods and services
budget Account) as per the SDBIP and Budget
# Introduce the payment of creditors
and service providers as per the
invoice register
4. Lack of co-operation Inability to create a plat- 15 Traditional Authorities are attending Ehlanzeni Traditional
between council, form in which issues directly (Extreme) Council meetings Leadership summit
traditional leaders and affecting traditional SPLUMA Nkomazi Traditional
relevant stakeholders authorities will be discussed leadership summit
5. Noncompliance with # Failure to adhere to the 15 Payment pack Strengthening of internal controls by
applicable laws and required bidding processes (Extreme) compliance developing a comprehensive
regulations governing and procedures checklist procurement checklist
local government #Excessive use of the
(Procurement of goods deviations processes
and services in
contravention of applicable
of SCM legislations and
processes and procedures
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6. Inadequate #Low maintenance budget 15 Interim Maintenance # Council to consider allocating adequate
maintenance #Lack of infrastructure (Extreme) Plan budget for infrastructure maintenance
for infrastructure maintenance plan # Develop a comprehensive infrastructural
Assets maintenance plan per category (after the
development of various master plans)
7. Qualified, disclaimer Failure to follow the 16 # Municipal Systems Act, #Strict an adherence and enforcement to both
audit opinion may required (Extreme) Municipal Structures Act, detective and preventative internal Controls
impact negatively on the processes and procedures Municipal Public Accounts # The action plan to address issues raised by AG to be
reputation of the Committee, RMC, AC, PAC developed and implemented
Municipality #Constant Monitoring of action plan to address AG
findings
8. Failure to pay 80% of Cash flow problems 15 # National Road Traffic Act # Pay money due to the Department of
license fees to the (Extreme) # service Level Agreement with Roads and Transport on monthly basis
Department of Roads the department of roads and # The outstanding debt to be settled
and Transport, RTMC & transport # Send regular emails detailing the outstanding
DLCA resulting to a # driver’s license cards paid on amount to the Municipal Manager, Chief Financial
contravention of the monthly basis officer
current SLA which may
force the province to
take over all licensing
services
9. Inadequate Information Lack of IT Governance 15 IT governance committee has -Monthly Steering
Technological committee to oversee the (Extreme) been established Committee Meetings
Communications operational activities - ITC knowledge Sharing
(ICT) systems and good practices
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1.18.3.8.4. AG COMMENTS AND RESPONSE /ACTION PLAN
No Component Finding Root Causes Action Plans Responsible Person Implementation
Date
1 Receivables Impairment of Management used the method The provision was adjusted during Chief Financial Officer 30 June 2018
traffic fines recommended by the Auditors in the the audit.
2015/2016 to determine the Management will consider the
impairment of traffic fines factors raised by the Auditor General
2 Commitments Commitments Management oversight in the The formula was corrected during the Chief Financial Officer 30 June 2018
formula outdated application of the formula audit.
Management will adequately review
the commitment register.
3 SCM Reasons for Inadequate planning and unforeseen Deviations to be categorised Chief Financial Officer 28 February
deviations not circumstances according to each circumstance. 2018
justifiable
4 Local Content: Local content was not part of the Management will ensure that on the Chief Financial Officer 30 June 2018
Non-Compliance: advertisement advertisement the local content
Preferential requirement is included.
Procurements
Regulations
paragraph 9(1)
5 AOPO Indicator number Inadequate review of performance The job cards will be split between Director: Infrastructure 31 March 2018
of km of municipal information different activities and POEs be Development
road network submitted and reviewed on a PMS Manager
maintained quarterly basis
6 Indicator number Inaccurate listing of number of Management will reconcile listings to Director: Infrastructure 31 March 2018
of household with households provided for audit happy letters and completion Development
access to water purpose certificates are submitted for audit PMS Manager
services purposes.
7 Expenditure Payments made Cash flow constraints Management will ensure that invoice Chief Financial Officer 28 February
after 30 days Inadequate budget implementation register is developed and maintained. 2018
Service providers’ invoices with Budget confirmation forms to be
compliance issues (CSD) attached on all procurement.
Lack of invoice register Minimise sundry payments
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8 Expenditure Fruitless and Inadequate budget implementation To monitor the invoice, register and Chief Financial Officer 28 February
wasteful resulting in incurring interests for payment schedule 2018
expenditure late payments
incurred
9 Irregular Break down of system of internal Management to comply with all Chief Financial Officer 28 February
expenditure control to detect the instances that procurement processes. 2018
could result in irregular expenditure SCM Manager
The investigation of irregular
expenditure to be conducted
10 Budget Unauthorised Inadequate budget implementation Management to strengthen budget Chief Financial Officer 28 February
Expenditure resulting in over expenditure implementation internal controls 2018
incurred
11 Employee Performance Cascading of individual performance Ongoing process of cascading of IPMS Director Corporate 30 June 2018
cost reviews for section management system Services
57 employees and
non-section 57 PMS Manager
employees were
not conducted
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1.18.3.8.5. MUNICIPAL SAFETY PLAN
NKOMAZI LOCAL MUNICIPALITY with COUNCIL as an EMPLOYER considers its EMPLOYEES to be its most valuable asset
and undertakes to safeguard them by providing and maintaining as far as reasonably practical, a working environment
that is safe and without risks to the health of its employees and the environment thy work in and is exposed to.
In ensuring a safe and healthy working environment all employees of COUNCIL has to work closely together with the
EMPLOYER in minimizing any risk that might jeopardize the health and safety of EMPLOYEES.
Nkomazi Local Municipality is fully committed to safety and health and therefore, efficiently and effectiveness are not
the only goals, but also demands for its mutual prosperity and shall be striven for by all councilors and officials.
All personnel must regard their own safety and health as a high priority. A Person or organization as approved by the
Department of Labour. The employer shall affix a prominent notice or sign in the workplace indicating where the first
aid box is kept as well as the name of the person in charge of the first aid box. Each injury on duty shall be written on
prescribed forms and submitted to The Manager Cooperative service who in turn need to oversee the reporting to
Compensation Commissioner within 7 (seven) Days of the incident occurring
The following is the definition of a vision and a goal and the difference between the vision, goal, objectives and
strategies of the municipality
Vision
An aspirational description of what an organization would like to achieve or accomplish in the mid-term or long-term
future. It is intended to serves as a clear guide for choosing current and future courses of action.
Goals
Definition of Goal
A goal is an idea of the future or desired result that a person or a group of people envisions, plans and commits to
achieve
Definition of Objective
A specific result that a person or system aims to achieve within a time frame and with available resources
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2. SECTION B: STRATEGY
2.1. INSTITUTIONAL SWOT ANALYSES
INSTITUTIONAL ENVIRONMENT
Strength Weaknesses
. Improved institutional capacity to operate as a . Insufficient office space
Municipality . Insufficiently skilled human resource at the
. Ability and capacity to provide communities with operational level
basic services . Budgetary constraints
. Capacity to formulate and implement policies . Ward committees not fully capacitated to participate
. Vastly improved administration of the in the development planning and lack of meaningful
Municipality participation
. Managerial positions filled with qualified and
skilled people
. Successful skills training plan implemented
through the workplace skills plan
. Political support and oversight by Council
EXTERNAL ENVIRONMENT
Opportunities Threats
. Potential increase in tax income base . Huge and uncontrollable influx of immigration from
. Geographical location in respect to the Maputo neighbouring countries (Swaziland & Mozambique)
development Corridor . Rural sprawls
. Potential for economic growth through the . High HIV/AIDS impact
exploitation of the high agricultural potential of . Spiralling unemployment rate
the area . Distance between Urban economic centres & rural
. Improved cooperation between the Municipality settlements
and the Traditional leaders an d other community . High rate of illiteracy
structures . Ageing infrastructure
. Tourism and cultural aspects of the area . Climate change
existence of railway infrastructure
. MIG by National Treasury
In order to achieve our vision and to address the development challenges, there are a number of key strategic priority
areas which need to be taken into consideration. These priorities lead to the creation of structures which support,
house and associate other actions and activities the building blocks around which actions and prioritisation take place.
It also acts as a point of leverage for creating a sustainable municipality that is caring and liveable.
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Land invasion By Law
Basic Services
Basic Services and Infrastructure Solid Waste Management
Development Water Conservation and Demand Water Demand Management
The Strategic Performance Plan (SPP) 2022 of Nkomazi Local Municipality provides a framework of key priorities which
have been planned for implementation in the medium-to-five-year term by management and leadership during the
strategic planning session of 13 – 14 March 2017. These priorities are informed by SWOT analysis, macro-economic
and social plans at a national and provincial level as well as the state of service delivery in the municipality. These
priorities form the cornerstone of the strategic trajectory of the Municipality in its quest to deliver sustainable services
and equally on which performance results will be measured periodically. This is a results-oriented plan that provides a
guide to programme implementation through a resource-based approach in order to uplift communities and achieve
a “better life for all” in Nkomazi. Underlying its success is the commitment and motivation of all employees,
management and leadership of the municipality.
The national and provincial imperatives or strategies which had specific implications of developing this plan included –
the National Development Plan (NDP) or Vision 2030; Mpumalanga Growth & Development Path; State of the Nation
Address (SONA) and State of the Province Address (SOPA); and National and Provincial 9-Point Plan.
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2.1.3. MUNICIPAL 6-POINT
In response to the aforesaid strategies NLM devised its Municipal 6-Point Plan which aims at:
• Working with communities and all stakeholders to fight and overcome crime Driving programmes that build integrated
and socially cohesive human settlements
Due to dynamic changes in the operating environment it is of utmost importance that the municipality also positions
itself to fulfil its constitutional mandate and effectively deliver services to its people. This will entail building on the
successes of the previous Council and also providing a roadmap which will support an effective and sustainable service
delivery model. As part of organisational renewal, the municipality needs to implement the following strategic
interventions not only to improve performance and productivity but also deliver on the Municipal 6-Point Plan.
• Ensure integration of planning, performance management, and M&E (monitoring and evaluation) Ensure effective risk
management and internal audit processes/systems
The table denotes linkages of the 3 spheres of government and they have similar objectives, the main objective for
SGD’S is to gear Governments towards sustainable Development, while an objective for NDP is to satisfy the basic,
social & economic needs through the District and the Provincial priorities which aims at promoting better planning &
budgeting synergy across all spheres of Government in the Province, and also to ensure balanced budgeting &
sustainable funding for legislative mandates and strategic priorities of the province to ensure approved financial
resources are spent efficiently, effectively and economically. The President of South Africa report on the state of the
nation’s address which is an annual event where in the President of South Africa reports on the status of the Nation,
normally to the resumption of joint sitting of parliament. (National Assembly and the National Council)
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SDGs N9 Point Plan NDP SONA Provincial Priorities SOPA District priorities Six Point Plan – Nkomazi Local Community Priorities
Municipality [IDP
No poverty Revitalize mining Job creation Economic Economic Job creation LED Local economy and job creation Unemployment: Local
Zero Hunger towns and promote Transformation growth & job and economic [LED structures, sports and Economic Development
Decent work a sustainable mining creation, growth recreational facilities, science & [programmes], market/
Economic Industry Energy & technology, upscale coops, vendor stalls, shopping
Growth mining develop special programmes for complex, projects
Industry innova- [Maputo youth co-ops, promote local funding, grazing land,
tion & infra- development procurement of goods, energy centre project,
Structure corridor], encourage growth of SMMEs, farming projects,
Tourism [KNP] provide residents with tourism development
information about government [Komatipoort],
programmes [agriculture & masibuyele emasimini,
rural development] internet café,
Quality education Moderating Education & Higher Skills development Capacity to Capacity Capacity building to provide Skills development,
workplace conflict training education predict and building professional schools,
plan beyond services & reduce outsourcing,
2030, quality long term
education and planning, skills development,
training provision of libraries,
[undertake long
term planning)
Good health Resolving energy Provide quality Health Environment Health system Refuse removal and cleaning Clinics, 24 Hrs. clinics,
and wellbeing Challenge Health care effectiveness campaigns, strengthen mobile clinics, HBCs,
community health, climate waste removal,
change [strengthen municipal dumping sites, transfer
plans] stations
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Clean water Revitalising Transform Land Agriculture Land reform Improve Basic services [electricity & solar Local farmers support,
And sanitation, agriculture urban & rural Redistribution service centre and rural municipal energy, upgrading & integration land
Sustainable and the Agro space [Malelane] development Basic services, of informal settlements acquisition, township
cities and processing value Integrated Integrated sanitation facilities], revenue establishment/rural
communities Chain sustainable human enhancement spatially residential/integrated
Life on land human settlements integrated communities Develop sustainable human
settlements plans and strategies to settlements upgrading
deal with social exclusion, informal settlements,
environmental treats & RDPs
economic inefficiencies.
Peace, justice, Fight Securing Fraud & Fighting corruption by Crime & corruption,
and strong corruption communities corruption developing mechanism to police
Institutions and monitor Councilors and officials. station, PCFs,
fighting crime Fighting crime in communities policvisibility,
[PCF, street committees, streets High mast lights
lights/high mast lights, proper
signage, strengthen municipal
courts]
Affordable and State reform and Expand Energy and Tourism Infrastructure upgrade [build Water, sanitation,
clean energy boosting the role of infrastructure Water industry new roads, road maintenance energy,
state-owned growth, and Regravelling], rehabilitate roads, transportation
companies, access to basic aging infrastructure, infra-
services structure
Responsible Operation Phakisa, Transition to a revitalisation of SMMEs development &
Consumption information and low carbon townships support, Co -ops, local
and production, Communication economy and rural farmers Support
climate technology economies
action, life infrastructure [SMMEs],
below water revitalisation of
agriculture &
agro
processing.
Gender equality Unlocking the Build a capable Building a Credible IDP Classify services to be Higher skilled personnel
Reduced potential of SMMEs state capable state outsourced [regulatory
inequalities framework]
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Partnerships for Black Industrialist Transformation Strengthen Consumer satisfaction survey, Youth centres,
the goals Programme, & unity partnership partnership with private sector multipurpose centres,
Encouraging with & traditional leaders, develop community facilities
Private private sector & youth councils programme,
sector investment international honouring & celebrating
youth heritage site, organising sports.
development
The Constitution requires local government to relate its management, budgeting and planning functions to its objectives. This gives a clear
indication of the intended purposes of municipal integrated development planning. Legislation stipulates clearly that a municipality must not only
give effect to its IDP, but must also conduct its affairs in a manner which is consistent with its IDP.
In order to ensure integrated and focused service delivery between all spheres of government it was important for the municipality to align its
budget priorities with that of national and provincial government. All spheres of government place a high priority on infrastructure development,
economic development and job creation, efficient service delivery, poverty alleviation and building sound institutional arrangements.
Local priorities were identified as part of the IDP review process which is directly aligned to that of the national and provincial priorities.
The 2018/19 MTREF has therefore been directly informed by the IDP revision process and tables SA4 to table SA6 on pages provide are conciliation
between the IDP strategic objectives and operating revenue, operating expenditure and capital expenditure.
MP324 Nkomazi - Supporting Table SA4 Reconciliation of IDP strategic objectives and budget (revenue)
Strategic Objective Goal 2015/16 2016/17 2017/18 Current Year 2018/19 2019/20 Medium Term Revenue & Expenditure
Framework
R thousand Audited Audited Audited Original Adjusted Full Year Budget Year Budget Year Budget Year
Outcome Outcome Outcome Budget Budget Forecast 2019/20 +1 2020/21 +2 2021/22
134
Basic service delivery Improve access to quality, sustainable and 454,512 533,919 348,501 363,520 380,587 380,587 402,110 421,598 457,983
reliable water services
Basic service delivery Improve access to quality, sustainable and 9,002 4,551 74,704 95,979 96,847 96,847 125,725 153,734 112,667
reliable sanitation services
Basic service delivery Improve access to quality, sustainable and 142,365 159,552 165,564 177,162 184,589 184,589 216,723 228,845 249,405
reliable electricity services
Basic service delivery Improve access to quality, sustainable and 62,229 65,478 66,704 75,398 76,250 76,250 85,147 92,253 100,165
reliable refuse removal services
Basic service delivery Improve municipal roads network 44,980 36,844 5,011 40,030 37,065 37,065 40,030 43,232 46,691
Local economic development Building local ecomies to create more 7,234 7,033 17,628 10,533 10,899 10,899 10,195 10,822 11,689
employment, decent work and sustainable
livelihood
Municipal transformation and Build more united non-racial, intergated 1,982 2,259 12,682 388 198 198 98 105 114
institutional development and safer communities
Good gorvenance and public Promote more active community 38,034 5,917 7,174 6,708 6,708 6,708 6,374 – –
participation participation in local government
Financial viablility and Ensure more effective, accountable and 289,503 316,289 401,554 345,307 350,812 350,812 378,443 402,242 432,337
management clean government that works together with
national and provincial government
Total Revenue (excluding capital 1,049,838 1,131,842 1,099,522 1,115,025 1,143,954 1,143,954 1,264,844 1,352,831 1,411,050
transfers and contributions)
135
• As part of the municipal financial viability plan to ensure that the municipality remains sustainable, revenue management and debt
collection is critical. Debtor’s revenue is assumed to increase at a rate that is influenced by the consumer debtor’s collection rate, growth
rate of the municipality and the average rate of tariff increases.
• Through continuous strict credit control measures, the current average collection rate as at 2018/19 mid-year was 92% of the billing. It
should however be noted that this collection rate is based on the revenue from only four (4) towns from a total of 57 villages.
• Revenue to be generated from property rates is estimated at R118.4-million in the 2019/20 financial year and it is expected to increase to
R131,1-million by 2021/2022 which represents 11% increase and that is 12% of the total operating revenue base of the municipality.
• Service charges constitute 17% and are the highest component of the own revenue base totaling R167.4-million for the 2019/2020 financial
year and are projected to increase to R1209.1-million by 2021/2022.
• Interest earned from external investment contributes marginally to the revenue base with a budget allocation of R24.1-million which
increases to R28.2-million over the MTREF and constitute only about 2% of the operating revenue.
• Fines, Penalties and forfeits are estimated at R30.6-million in the 2019/20 and are projected to increase to R35.7-million by 2021-22, this
is based on an increase in motorists and traffic offenders, it is therefore imperative that the municipality establish innovative methods to
collect the traffic fines.
• Transfers and subsidies amount to R620.5-million, R678.9-million and R683.2-million for each of the respective financial years of the
2019/20 MTREF and represent approximately 63% of the operating revenue which is an indication that the municipality has to place
reliance on the equitable share to cover working capital requirements.
136
MP324 Nkomazi - Supporting Table SA5 Reconciliation of IDP strategic objectives and budget (operating expenditure)
Strategic Objective Goal 2015/16 2016/17 2017/18 Current Year 2018/19 2019/20 Medium Term Revenue &
Expenditure Framework
R thousand Audited Audited Audited Original Adjusted Full Year Budget Budget Budget
Outcome Outcome Outcome Budget Budget Forecast Year Year +1 Year +2
2019/20 2020/21 2021/22
Basic service delivery Improve access to quality, 158,432 161,088 127,505 119,839 118,947 118,947 133,747 142,712 152,197
sustainable and reliable
water services
Basic service delivery Improve access to quality, 26,820 24,204 23,969 16,688 15,621 15,621 18,697 29,088 31,594
sustainable and reliable
sanitation services
Basic service delivery Improve access to quality, 121,509 148,172 149,946 139,669 139,269 139,269 157,265 159,421 168,297
sustainable and reliable
electricity services
Basic service delivery Improve access to quality, 47,076 73,110 53,142 47,065 47,065 47,065 47,775 50,971 54,351
sustainable and reliable
refuse removal services
Basic service delivery Improve municipal roads 90,667 91,289 70,020 70,939 72,546 72,546 79,234 84,950 90,819
network
Local economic development Building local ecomies to 32,023 32,237 34,697 51,426 49,805 49,805 52,545 56,049 59,754
create more employment,
decent work and sustainable
livelihood
Municipal transformation Build more united non-racial, 56,856 56,970 61,498 66,821 67,241 67,241 70,100 74,509 79,115
and institutional development intergated and safer
communities
Good gorvenance and public Promote more active 43,732 42,990 60,260 70,332 69,865 69,865 74,875 73,114 77,568
participation community participation in
local government
Financial viablility and management Ensure more effective, 181,174 238,496 272,630 258,986 261,279 261,279 267,387 283,534 300,260
accountable and clean
government that works
together with national and
provincial government
Allocations to other priorities 2,694 1,896 3,297 5,293 5,383 5,383 5,665 6,029 6,411
Total revenue 760,982 870,451 856,963 847,058 847,022 847,022 907,291 960,377 1,020,365
137
MP324 Nkomazi - Supporting Table SA6 Reconciliation of IDP strategic objectives and budget (capital expenditure)
Strategic Objective Goal 2015/16 2016/17 2017/18 Current Year 2018/19 2019/20 Medium Term Revenue &
Expenditure Framework
R thousand Audited Audited Audited Original Adjusted Full Year Budget Budget Budget
Outcome Outcome Outcome Budget Budget Forecast Year Year +1 Year +2
2019/20 2020/21 2021/22
Basic service delivery Improve access to 192,770 139,482 112,496 107,195 119,320 119,320 173,563 251,396 192,730
quality, sustainable
and reliable water
services
Basic service delivery Improve access to 14,310 13,420 3,519 8,400 8,400 8,400 8,100 6,800 6,900
quality, sustainable
and reliable electricity
services
Basic service delivery Improve access to 2,328 135 1,536 3,470 15,798 15,798 9,112 3,850 4,400
quality, sustainable
and reliable refuse
removal services
Basic service delivery Improve municipal 83,510 58,186 26,548 114,823 109,861 109,861 77,274 13,201 22,000
roads network
Local economic development Building local ecomies 4,861 1,925 353 1,190 1,353 1,353 2,760 1,250 1,250
to create more
employment, decent
work and sustainable
livelihood
Municipal transformation and Build more united non- 34,847 29,882 23,741 31,424 35,903 35,903 30,431 9,040 76,934
institutional development racial, intergated and
safer communities
Good gorvenance and public Promote more active – 1,760 175 1,200 944 944 391 – –
participation community
participation in local
government
138
Financial viablility and management Ensure more effective, 982 11,660 11,940 11,940 11,979 1,660 460
accountable and clean
government that works
together with national
and provincial
government
139
MP324 Nkomazi - Table A1 Budget Summary
2019/20 Medium Term Revenue &
Description 2015/16 2016/17 2017/18 Current Year 2018/19
Expenditure Framework
Audited Audited Audited Original Adjusted Full Year Pre-audit Budget Year Budget Year Budget Year
R thousands
Outcome Outcome Outcome Budget Budget Forecast outcome 2019/20 +1 2020/21 +2 2021/22
Financial Performance
Property rates 107,043 105,560 105,503 114,723 112,537 112,537 63,525 118,389 124,545 131,021
Service charges 105,243 121,316 127,144 138,656 149,538 149,538 97,620 167,365 187,028 209,079
Investment revenue 7,003 10,855 19,852 12,428 22,769 22,769 2,850 24,590 26,558 28,682
Transfers recognised - operational 437,255 464,191 570,227 546,431 548,445 548,445 373,106 620,518 678,919 683,155
Other own re venue 92,715 66,092 38,535 60,896 53,086 53,086 18,565 57,356 61,970 66,957
749,259 768,015 861,261 873,134 886,375 886,375 555,665 988,218 1,079,020 1,118,895
Total Revenue (excluding capital transfers and
contributions)
Employee co sts 293,525 305,016 344,581 358,811 357,578 357,578 254,744 388,541 409,683 439,180
Remuneration o f councillors 21,329 22,965 27,513 24,291 24,291 24,291 21,233 25,168 26,980 28,491
Depreciation & asset impairment 63,701 79,831 93,570 61,198 61,198 61,198 – 61,198 64,625 68,115
Finance charges 8,349 7,005 1,564 692 692 692 138 692 731 771
Materials and bulk purchases 86,187 82,481 110,569 108,750 107,592 107,592 69,524 116,281 127,439 139,429
Transfers and grants 311 16,581 11,528 16,660 15,292 15,292 6,949 29,076 28,549 25,680
Other expenditure 287,580 356,573 267,640 276,656 280,378 280,378 150,072 286,336 302,371 318,699
Total Expenditure 760,982 870,451 856,963 847,058 847,022 847,022 502,661 907,291 960,377 1,020,365
Surplus/(Deficit) (11,724) (102,437) 4,298 26,076 39,353 39,353 53,005 80,926 118,643 98,530
Transfers and subsidie s - capital (monetary allocations) (Natio
300,580
nal / Provincial
363,828
and District) 236,559 241,891 257,291 257,291 – 276,626 273,811 292,155
Contributio ns recognised - capital & contrib ute d asse ts – – – – – – – – – –
288,856 261,391 240,857 267,968 296,644 296,644 53,005 357,553 392,454 390,685
Surplus/(Deficit) after capital transfers &
contributions
Surplus/(Deficit) for the year 288,856 261,391 240,857 267,968 296,644 296,644 53,005 357,553 392,454 390,685
Financial position
Total current assets 296,189 282,289 357,956 331,763 (501,272) (501,272) 77,402 264,803 277,854 292,588
Total non current assets 1,642,616 1,799,169 1,930,252 2,473,879 5,826,716 5,826,716 2,063,811 2,753,535 2,660,744 2,674,738
Total current liabilities 354,398 226,058 228,333 187,631 677,268 677,268 27,950 312,742 198,100 228,597
Total non current liabilities 49,935 59,537 26,938 4,147 22,866 22,866 26,938 2,147 2,147 2,147
Community wealth/Equity 1,534,472 1,795,863 2,031,236 2,613,864 4,625,022 4,625,022 2,085,942 2,703,449 2,738,350 2,736,582
Cash flows
Net cash from (use d) operating 366,721 289,942 257,233 336,045 360,195 360,195 360,195 418,118 456,001 457,161
Net cash from (use d) inve sting (338,802) (239,608) (169,766) (279,363) (304,374) (304,374) (304,374) (315,609) (287,197) (304,675)
Net cash from (use d) financing (954) 5,254 (1,541) – – – – – – –
Cash/cash equivalents at the year end 65,080 120,668 206,594 177,351 283,146 283,146 283,146 177,352 346,156 498,642
Asset management
Asset reg ister summary (WDV) 1,642,490 1,799,111 1,520,110 1,998,198 1,545,763 1,545,763 315,609 287,197 304,675
Depreciation 9 79,831 93,570 61,198 61,198 61,198 61,198 64,625 68,115
Renewal o f Existing Assets 94 91,173 15,004 61,642 70,166 70,166 92,666 90,051 85,920
Repairs and Maintenance – – 13,140 33,186 32,363 32,363 36,609 38,820 40,850
Free services
Cost of Free Basic Services provided – – 11,586 12,355 11,530 11,530 12,724 12,724 13,742 14,842
Revenue cost of fre e services provided – – 36,027 38,620 30,998 30,998 32,610 32,610 34,306 36,090
Households below minimum service level
Wate r: 21 22 23 25 25 25 26 26 27 29
Sanitation/sewerage : 17 17 18 19 19 19 20 20 21 23
Energy: 16 17 18 19 19 19 20 20 21 22
Refuse: 77 80 85 89 89 89 94 94 99 104
140
• Table A1 is a budget summary and provides a concise overview of the municipality’s budget from
all of the major financial perspectives (operating, capital expenditure, financial position, cash
flow, and MFMA funding compliance).
• The table provides an overview of the amounts tabled to Council for operating performance,
resources deployed to capital expenditure, financial position, cash and funding compliance, as
well as the municipality’s commitment to eliminating basic service delivery backlogs.
• Financial management reforms emphasises the importance of the municipal budget being
funded. This requires the simultaneous assessment of the Financial Performance, Financial
Position and Cash Flow Budgets, along with the Capital Budget. The Budget Summary provides
the key information in this regard:
• The operating surplus/deficit (after Total Expenditure) is positive over the MTREF
• Capital expenditure is balanced by capital funding sources, of which
• The Cash backing/surplus reconciliation shows positive cash balance which means that the
municipalities’ obligation will be met for the rest of the MTREF after considering its application of
cash and investments.
141
R’000 R’000 R’000
Total Operating expenditure 847 022 907 292 960 377 1 020 365
Total Capital expenditure 303 519 315 609 287 197 304 675
Total Expenditure budget 1 150 521 1 222 901 1 247 574 1 325 040
Total revenue (includes 1 143 954 1 264 844 1 352 831 1 411 050
capital transfers)
Total expenditure amounts to R907.2 million in the 2019/20 financial year. Thus, it translates into a
budgeted surplus of R41.9 million. When compared to the 2018/19 Adjustments Budget, operational
expenditure has grown by 6.3% in the 2019/20 budget. The operating surplus for the two outer years
amounts to R105.2 million and R86.1 million respectively.
The overall total expenditure (Operating + Capital expenditure) amounts to R1.2 billion in the 2019/20
financial year and will grow to R1.3 billion in the 2021-22 outer year.
Total revenue amounts to R1.3 million representing a growth of 11% for the 2019/20 financial year when
compared to the 2018/19 Adjustment Budget. For the two outer years, revenue is increasing with 7% and
4% respectively, equating to a total revenue growth of R267.1 million over the MTREF when compared to
the 2018/19 allocation.
The capital budget of R315.6 million for 2019/20 is 4% more when compared to the 2019/20 Adjustment
Budget. The capital programme decreases to R287.2 million in the 2020/21financial year and then slightly
increases in 2021/22 to R304.7 million. The variances are due to various changes on government grants
allocations per financial as well as affordability constraints in the light of current economic circumstances.
A substantial portion of R249.1the capital budget will be funded from government grants over the MTREF.
The balance will be funded from internally generated funds.
142
Investment revenue
22,768,854 24,590,363 26,557,592 28,682,199
Other own revenue
53,086,362 57,356,068 61,970,315 66,957,044
Total own revenue
337,930,663 367,700,174 400,101,127 435,740,130
Operating grants and transfers totals R620.5 million in the 2019/20 financial year and steadily increases
to R683.2 Million by 2021/22. Note that the year-on-year growth for the 2019/20 financial year is 13%
and then flattens out to 9 and 1% in the two outer years. The following table gives a breakdown of the
various operating grants and subsidies allocated to the municipality over the medium term:
Provincial Government: – – – – – – – – –
143
2.3.1.6. PERCENTAGE OF CAPITAL SPENDING
The total capital spending as at the 31st of March 2018 was 75.97%. This indicates that the municipality is
spending its capital budget and all planned capital projects will be realized at year-end
The Municipal Planning and Performance Management Regulations (2001) stipulates that a
“municipality’s performance management system entails a framework that describes and represents how
the municipality’s cycle and processes of performance planning, monitoring, measurement, review,
reporting and improvement will be conducted, organised and managed, including determining the roles
of the different role-players” (Chapter 3, Section 7, Municipal Planning and Performance Management
Regulations, 2001).
Section 46 of the Municipal Systems Act (Act 32 of 2000), stipulates the following:-
144
"Annual performance reports
46. (1) A municipality must prepare for each financial year a performance report reflecting -
(a) the performance of the municipality and of each external service provider during that financial year;
(b) a comparison of the performances referred to in paragraph (a) with targets set for and performances in the previous financial year; and
(c) measures taken to improve performance.
(2) An annual performance report must form part of the municipality's annual report in terms of Chapter 12 of the Municipal Finance
Management Act.”
The table denotes on the key performance indicators per key performance area and it aims to improves the municipalities performance by
identifying performance requirements as there are targets outlined per key performance area, the Municipal performance indicator is developed
at the commencement of a 5 year term of contract between the Municipality and the communities in ensuring that all issues raised by communities
and stakeholders are given attention on an on-going basis in line with the 5 years term of council through an annual breakdown of targets and the
Municipal council commitment in realizing such needs.
Key Objective Key Performanc Year 2017/18 Year 2018/19 Year 2019/20 Year 2020/21 Year 2021/22
Performa Performa e (Previous
nce Area nce Years)
Indicator Actual Output Output Output Output Output
[Programme]
Priority Issue
Budget
Budget
Budget
Budget
nce 2016/17
Measure]
Basic Improve Number 1617 of 4 As per As per As per As per
Service access to of households areas/loc revised revised revised reviewed
Solid waste Management
Delivery refuse areas/loc in targeted ations (or Integrat Integrate Integrated Integrated
removal ations areas with 8,470 ed d Waste Waste Waste
services serviced access to househol Waste Managem Managem Managem
with refuse ds) with Manage ent Plan ent Plan ent Plan
19,077,448
-
145
waste facilities (IWMP)
facilities by 30 of 2018
June 2018
Improve Number 695 300 new 300 new 150 new 300 new 350 new
access to of new household househol househo househol household household
electricity househol connections ds with lds with ds with s with s with
services ds with with access access to access access to access to access to
access to to electricity to electricity electricity electricity
electricity electricity services electricit services services services
services (Backlog by 30 y by 30 by 30 June by 30 June
3,839) June 2018 services June 2020 2021 2022
11,150,000
12,000,000
14,000,000
by 30
9,400,000
6,350,000
Electricity
June
2019
Improve Number 4,791 4 500 5 000 5 058 new 1 600 new 1 600 new
access to of new households new new househol household household
water househol with access househol househo ds with s with s with
services ds with to water ds with lds with access to access to access to
access to services access to access water water water
water (Backlog is water to water services services services
services estimated services services by 30 by 30 June by 30 June
144,482,557
106,678,333
90,060,000
28,000,000
30,000,000
21 666 by 30 by 30 June 2020 2021 2022
households) June 2018 June
2019
Percentag 52% Blue 55% Blue 60% 65% Blue 70% Blue 75% Blue
e (%) Drop Status Drop Blue Drop Drop Risk Drop
Score of (Required status by Drop Status Rating Status
Blue Drop Blue Drop 30 June Risk Score by reduction Score by
Status Standard 2018 Rating 30 June by 30 June 30 June
meaning reductio 2020 2021 2022
3,257,974
Ecoli n by 30
Water
OPEX
OPEX
OPEX
OPEX
reading is
146
Zero: 99- June
100%) 2019
Improve Number 320 2400 3 600 300 165 None
access to of new households househol househo househol household
sanitation househol with access ds with lds with ds with s with
services ds with to access to access access to access to
access to sanitation sanitation to sanitation sanitation
sanitation (Backlog services sanitatio services services
6,461) by 30 n by 30 by 30 June
June 2018 services June 2020 2021
34,000,000
50,000,000
by 30
5,000,000
2,800,000
June
0.00
2019
Percentag 78.8% 60% 65% 70% 75% 80%
e (%) of Green Drop Green Green Green Green Green
Green Status Drop Drop Drop Drop Risk Drop
Drop (Required Status Risk Status Rating Status
Status Green Drop Score by Rating Score by Reduction Score by
Standard 30 June Reductio 30 June by 30 June 30 June
meaning 2018 n by 30 2020 2021 2022
Sanitation
Ecoli June
reading is 1,468,320 2019
OPEX
OPEX
OPEX
OPEX
Zero: >95%)
Reduction Percentag 36% water 34% 32% 28% 24% 20%
Water Demand Management
losses and Water loss (Annual distributi distribut distributio distributio distributio
Non- distributi Financial on loss ion n losses n losses n losses
Revenue on loss Statements) by 30 losses (4% (4% (4%
Water June 2018 (4% reduction reduction reduction
reductio in in in
1,938,990
OPEX
OPEX
OPEX
distribut n losses) n losses) n losses)
147
ion by 30 by 30 June by 30 June
losses) June 2020 2021 2022
by 30
June
2019
128,571,176
46,034,493
57,799,829
40,000,000
40,000,000
network June 2018 30 June June 2020 June 2021 June 2022
construct 2019
ed
Number 265km 300 km of 320km 320km of 340km of 340km of
of municipal of municipal municipal municipal
Kilometer road municip road road road
Community social facilities Roads and Storm water
OPEX
OPEX
OPEX
OPEX
d 2019
-
Improve Number 5 2 3 1 As As
community of community Communi Commu Communi determine determine
social amenities social ty halls nity halls ty hall d by d by
and infrastructure
60,000,000
69,401,642
infrastructu construct average Boschfont and Stadium needs needs
re ed completion ein) and 3 Block C) (Schoema
rate (2 stadia by 30 nsdal) by
-
148
community (Mbuzini; June 30 June
halls 3 Mangwen 2019 2020
sports i and
facilities/ Driekoppi
stadia) es) by 30
June 2018
Provide Number None 1 None 5 - 4
Spatial Development and Built
7,254,896
5,000,000
settlements formalisat ni)
ion
-
Local Facilitate Percentag 2 LED 100% 0.5% 0.5% 0.5% 0.5%
Economic the e (%) initiatives business business business business business
Developm creation of reduction successfully research research research research research
ent job in the implemente study study study study study
opportuniti unemploy d and 373 complete complet complete complete complete
es through ment rate job d by 30 ed by 30 d by 30 d by 30 d by 30
Local Economic Development Strategy
economic opportuniti June 2018 June June 2020 June 2021 June 2022
activities es created 2019
through the
EPWP
(34.2% was
the
unemploym
ent rate in
Nkomazi
2,055,648
(Stats SÁ
2011))
-
-
149
Promote Number New 1 direct 2 direct 2 direct 2 direct 2 direct
468,320
implementi
OPEX
OPEX
OPEX
OPEX
ng agent
Provide Number 20 SMMEs 4 local 4 local 4 local 4 local 4 local
support to of and 5 Local entities entities entities entities entities
cooperative cooperati Tourism that are that are that are that are that are
s and ves and Authorities economic economi economic economic economic
SMMEs in SMMEs (LTOs) ally active cally ally active ally active ally active
the economic supported by 30 active by by 30 by 30 June by 30 June
Enterprise Development
agriculture, ally active with June 2018 30 June June 2020 2021 2022
tourism, training and 2019
constructio registration
n and on the
transport/l municipal
567,208
ogistics LED
OPEX
OPEX
OPEX
OPEX
sectors database
Municipal Implement Number 23 training 25 30 35 35 35
Transfor the of programme training training training training training
mation Workplace training s program program program programm programm
Human Capital Development
2,650,000
2,800,000
3,000,000
3,000,000
financial
year
150
Implement Number New 30 150 950 None None
the of indicator/ini Managers employe employee
Individual employee tiative with es s signed
Performanc s (at signed signed performa
Performance Management e managem performa perform nce
Manageme ent level) nce ance agreemen
nt System with agreemen agreeme ts by 30
(IPMS) signed ts by 30 nts by June 2020
performa June 2018 30 June
nce 2019
1,509,996
agreemen
OPEX
OPEX
ts
-
Ensure Number 4 4 4 4 4 4
employee of Employee Employee Employe Employee Employee Employee
well-being employee Wellness Wellness e Wellness Wellness Wellness
(includes wellness Campaigns Campaign Wellnes Campaign Campaign Campaign
EAP and campaign (Employee s s s s s
OHS) s and Assistance conducte Campaig conducte conducted conducted
assessme Programme d and 4 ns d and 4 and 4 and 4
nts EAP) health conduct health risk health risk health risk
conducte 4 Health risk ed and 4 assessme assessme assessme
d Risk assessme health nt reports nt reports nt reports
Assessment nt reports risk on OHS on OHS on OHS
s on OHS assessm issued by issued by issued by
issued by ent 30 June 30 June 30 June
Employee Well Being
June
OPEX
OPEX
OPEX
OPEX
2019
151
Ensure Percentag New 95% by 95% by 95% by 30 95% by 30 95% by 30
effective e (%) of indicator/ini 30 June 30 June June 2020 June 2021 June 2022
and ICT tiative 2018 2019
efficient projects
information complete
manageme d within
OPEX
OPEX
OPEX
OPEX
nt schedule
-
Percentag New 85% by 85% by 85% by 30 85% by 30 85% by 30
e (%) of indicator/ini 30 June 30 June June 2020 June 2021 June 2022
Information Technology (IT)
OPEX
OPEX
OPEX
OPEX
hours
-
Improve Percentag New 40% 55% 50% 50% 50%
gender e (%) of indicator/ini females males/4 males/50 males/50 males/50
equity at gender tiative in 5% % females % females % females
manageme equity managem females 30 June 30 June 30 June
Gender Equity
OPEX
OPEX
OPEX
OPEX
positions June 2018
-
OPEX
OPEX
OPEX
employed June 2018 by 30 June 2020 2021 2022
-
152
June
2019
Implement Number 133 5 40 40 30 30
programme of HIV/AIDS program program program programm programm
s for special program programme mes for mes for mes for es for es for
groups and mes for s; 1 Youth Special Special Special Special Special
HIV/AIDS special and Groups Groups Groups Groups Groups
(youth, groups Children's and 1 and 1 and 1 and 1 and 1
elderly, and Right HIV/Aids HIV/Aids HIV/Aids HIV/Aids HIV/Aids
disabled HIV/AIDS programme Program Program Program Programm Programm
persons, implemen respectively me by 30 me by me by 30 e by 30 e by 30
Programmes for Special Groups
and ted ;2 June 2018 30 June June 2020 June 2021 June 2022
children) programme 2019
s for the
Elderly
Persons;
and 1
programme
954,407
for disabled
OPEX
OPEX
OPEX
OPEX
persons
Good Promote a Percentag New 70% 75% 80% 90% 95%
Governan culture of e (%) of indicator/ini satisfactio satisfacti satisfactio satisfactio satisfactio
Information System
Public Participation
OPEX
OPEX
OPEX
governance on Rating
Ensure Number 4 33 wards 33 33 wards 33 wards 33 wards
effective of wards Consolidate functioni wards functionin functionin functionin
functioning that are d reports ng functioni g g g
Governance
Structures
OPEX
OPEX
OPEX
municipal y committees effective
-
153
governance functionin y by 30 ly by 30 by 30 by 30 June by 30 June
structures g June 2018 June June 2020 2021 2022
(Ward 2019
Committee
s and
Community
Developme
nt Workers)
Facilitate Number 4 16 4 4 4 4
community of cultural Sports Communi Commu Communi Communit Communit
events and Developme ty events nity ty events y events y events
Community Events
4,364,504
ed Cup; Arts 2019
OPEX
OPEX
OPEX
OPEX
and Culture
Improve Percentag New 90% by 80% by 85% by 30 90% by 30 95% by 30
stakeholder e (%) of indicator/ini 30 June 30 June June 2020 June 2021 June 2022
communica stakehold tiative 2018 2019
Communication
tion er
Stakeholder
communi
cation
OPEX
OPEX
OPEX
OPEX
index
-
OPEX
OPEX
OPEX
(AGSA)
-
154
Ensure Percentag 1.3:1 1.8:1 of 2:01 of 2:01 of 2:01 of 2:01 of
OPEX
OPEX
OPEX
OPEX
nt
-
Maintain all Percentag 2% 3% of 3% of 4% of 4% of 5% of
assets of e (%) expenditu expendit expenditu expenditu expenditu
the expenditu re budget ure re budget re budget re budget
municipalit re budget of total budget of total of total of total
y spent on municipal of total municipal municipal municipal
maintena assets by municip assets by assets by assets by
Asset Management
2,116,229
municipal 2019
OPEX
OPEX
OPEX
OPEX
assets
Ensure that Percentag New 100% 100% 100% 100% 100%
standard chart of accounts
-
Ensure Number 43 days 30 days 30 days 30 days 30 days by 30 days by
effective of days of by 30 by 30 by 30 30 June 30 June
Creditors and
e control are
OPEX
OPEX
OPEX
OPEX
OPEX
processed
155
(threshol
d 30 days)
Percentag Nil 100% None None None None
e (%) constructi
constructi on
on complete
3,000,000
complete of stores
of stores
-
-
-
-
Percentag 42% <or = 35% <or = <or = 35% <or = 35% <or = 35%
e (%) by 30 35% by by 30 by 30 June by 30 June
decrease June 2018 30 June June 2020 2021 2022
of 2019
employee
remunera
tion
(Total
employee
costs/tota
l
operating
expenditu
re)
Increase Percentag 97% 5% 7% 9% 11% 13%
municipal e (%) increase increase increase increase increase
revenue increase in in in in in
in collection collectio collection collection collection
Revenue and Debtors
collection June 2018 30 June June 2020 June 2021 June 2022
OPEX
OPEX
OPEX
OPEX
rate 2019
Management
OPEX
OPEX
OPEX
debtors` June 2018 2019 2020
-
156
days
reduced
Percentag New 2% 10% 15% 20% 25%
e (%) indicator/ini collection collectio collection collection collection
collection tiative from new n from from new from new from new
of revenue new revenue revenue revenue
revenue sources revenue sources sources by sources by
from new by 30 sources by 30 30 June 30 June
sources June 2018 by 30 June 2020 2021 2022
(Revenue June
Enhance 2019
5,520,000
ment
OPEX
OPEX
OPEX
OPEX
Strategy)
Maintain a Percentag 100% 100% 100% 100% 100% 100%
uniform e (%) Supplement updated updated updated updated updated
valuation updated ary and and and and and
roll and Valuation compliant complia compliant compliant compliant
compliant Roll Valuation nt Valuation Valuation Valuation
Valuation Roll
4,140,000
2016 30 June
2019
-
157
SECTION C: PROJECTS
3. THE FOLLOWING IS A MAP CONTAINING OF MAPPED PROJECTS FOR THE 2019/2020 PROJECTS THE
MUNICIPALITY IS PLANNING TO IMPLEMENT
Legend
Nkomazi Local Municipality Projects (0)
Year, Project Type
!
. 2019/2020, Community Facility (1)
!
. 2019/2020, Electricity (6)
!
. 2019/2020, Transportation (4)
!
. 2019/2020, Water (8)
Marlothpark
!
. 2019/2021, Community Facility (1)
!
. 2019/2021, Transportation (1)
!
. 2019/2021, Water (4)
!
. 2019/2022, Water (2)
!
. 2020/2021, Electricity (2)
!
. 2021/2022, Community Facility (3)
. !!
@
Informal Settlement Upgrading
!
. 2021/2022, Water (8)
@
Orlando
Reticulation Komatipoort
Hectospruit
¦
§
¨ @@
!. .
Informal Settlement Upgrading
Design: Slip failures & Sinkholes incl.
¦! !
Mbekisburg Bulk line and Reticulation
Dindela1
F
G Health Projects_2019/2020 (5) §
¨ Mjejane
Mozambique
@
! Human Settlement Projects_2019/2020 (18)
Settlement Extension
Intergrated Residential Development
Settlement Extension (151) FishEagle
Ex 14
Wards
Malelane
Elevated tank, booster pump and Extention of reticulation Informal Settlement Upgrading
@
!
Ex 21
Neighbouring Countries @
!
.
Mkhwarukhwaru Ex 13 Ex 9
29
Informal Settlement Upgrading
Kaapmuiden
@
!
Stentor
30
Reticulation
Clinic Renovations
Phosaville Ex2
.F
! G!
. Community Hall
Design: Slip failures & Sinkholes incl.
5
Vlakbult
Phosaville
21 ¦
§
¨ Phiva Mashekesheni
Informal Settlement Upgrading
!
.
Refurbishment of bulk infrastructure & Extention of reticulation
Bus route Phase 1 Emdlankomo 10 !
@
Gugwini Sibukeni
!
.
Community Hall
20 !
.
Khumbulekhaya MakhuluStand Electrification
Msholozi
Upgrading WTW
Electrification
¦
§
¨
§
¦
¨! Informal Settlement Upgrading Kamhlushwa-A
! .1
Block C
! !
. Ngwenyeni Dludluma
@!
@ .
Mandwadlane Mshayuzufe
Bus route Phase 2
!
. Ebuhleni
Mountain View WTW Upgrading & Refurbishment
26 Sidzakanini
25 EastGate Intergrated Residential Development Dindela Nhlalakahle
Gomora
Louisville 27 F
G Design: Slip failures & Sinkholes incl.
24
Holland
Bhekisisa 22 @
! Ruth_First
WestGate
Old Tonga
Block A3
JoeSlovo Kamaqhekeza-B
Manyeleti
Informal Settlement Upgrading
§
¦
¨
!
.
Bus route Phase 1
Thembisa Lusaka
Teka
Mahushe
Mzinti
Tonga Village Block A5 3
4
. ! . . !
.
Sports Facilities Community Hall
!
.
Reticulation
! Khulubuse Driekoppies-B
!
Elevated tank, booster pump and Extention of reticulation
Imbongozi
Sibukeng
Mkhunjini Tonga D Block A4
Design: Rehabilitation D2950 (31.5KM)
!
. !
.
Bus route Phase 2 Electrification Old
!
. 2
Pigogo Aniva
Inqopha
32 Makwelintaba
Buyani 28
F
G
MiddelPlaas
Khosovo
MambaSkobho F
G Thulani
@
!
Informal Settlement Upgrading
Social & Economic Facilities
23 @
!
Construction of IBT Structures Townland1 Mbangave Bhodlindlala
8
Reticulation
31 G
F 19 Nduna Ndlovu
!
.
Schulzendal Nine9 Makotas
Mhlunyane
Upgrading 2ML package plant
Reticulation
!
.
Skoonplaas
17
!
.
Indlovini
Elevated tank, booster pump and Extention of reticulation Informal Settlement Upgrading
Sikwahlane
Joyce
!
.!
Nduna Sambo
@
Magogeni
18 Elevated tank, booster pump and Extention of reticulation
!
.
Madadeni
11
Nkubuhlu
Emkhatsini
Ericsville
Reservoir Constraction
Bus route Phase 1
Phola !
.
!
.
Goba
Edradini
15 Mandulo
Townland Mbangwane
16
Electrification
Phakama1
. !
! .
Hlahleya
Elevated tank, booster pump and Extention of reticulation
!
.
Electrification
!
.
Sibange
@
!
Bulk Regional Water Scheme Design: Upgrade Road D2952 (11KM)
Bulk line and Reticulation @
!
Community Hall
¦!
§
¨ .
!
.
Mgobode
Electrification
Sbandvula
!
.
Khombaso
Magudu Matsetse
Durban
Swaz
iland 14 Mthatha/Newvillage Bulk line and Reticulation
Ndindindi
12 !
. Bhaca
0 2 4 8 12 16
Mabundzeni
Rehabilitation: Road D2951 (25KM)
13 ¦
§
¨
Kilometers Newvillage Mbuzini
.
Informal Settlement Upgrading
!
. @
!
Central Meridian: 31°0'0"E
Thambokhulu
Electrification
Ekusulukeni
Mananga
¦
§
¨
2nd Std Parallel: 0°0'0"
Latitude of Origin: 0°0'0"
Data source: Nkomazi IDP and Demarcation board,
EHLANZENI DISTRICT
DRAWN: NKomazi Municipality,
2019/2020 PROJECTS
ge Local Munic
ipality
Mozambique
ty
ali
TEL:
u nic
a lM
oc
uL
GIS Division
e
hw
aC
ab
Th
m
be
la
Department: Planning & Development
Nkomazi Local Municipality
bo
159
DEPARTMENT SECTION PROJECT DECRIPTION FUNDING BUDGET BUDGET BUDGET
2019/20 2020/21 2021/22
BUDGET & TREASURY OFFICE OF THE CFO FINANCIAL FMG
MANAGEMENT 200,000 261,360 275,473
SUPPORT
BUDGET & TREASURY OFFICE OF THE CFO INTERNSHIP FMG
PROGRAMME 600,000 633,600 667,814
BUDGET & TREASURY ASSET MANAGEMENT ASSET REGISTER REVENUE
MAINTENNCE 2,309,040 2,438,346 2,570,017
BUDGET & TREASURY REVENUE AND MEMORIAL SERVICES REVENUE
PROPERTY RATES ACTIVITIES 140,000 147,840 155,823
MANAGEMENT
BUDGET & TREASURY REVENUE AND REVENUE REVENUE
PROPERTY RATES ENHANCEMENT 7,190,000 7,606,080 8,033,017
MANAGEMENT IMPLEMENTATION
BUDGET & TREASURY FLEET MANAGEMENT FLEET MANAGEMENT REVENUE
1,503,892 1,588,110 1,673,868
CORPORATE SERVICES OFFICE OF THE STRATEGIC PLANNING REVENUE
DIRECTOR CORPORATE 225,864 238,512 251,392
CORPORATE SERVICES HUMAN RESOURCES RESETTLEMENT COST REVENUE
7,583 8,008 8,440
CORPORATE SERVICES HUMAN RESOURCES EAP PROGRAMME REVENUE
178,360 188,348 198,519
CORPORATE SERVICES HUMAN RESOURCES JOB EVALUATION REVENUE
179,987 190,066 200,330
CORPORATE SERVICES HUMAN RESOURCES WELLNESS DAY REVENUE
200,000 211,200 222,710
CORPORATE SERVICES HUMAN RESOURCES STUDENT FINANCIAL REVENUE
AID SUPPORT 388,976 410,759 432,940
CORPORATE SERVICES HUMAN RESOURCES HEALTH AND SAFETY REVENUE
500,000 522,400 545,210
CORPORATE SERVICES HUMAN RESOURCES GRADUATION REVENUE
CEREMONY 407,816 430,654 453,909
160
DEPARTMENT SECTION PROJECT DECRIPTION FUNDING BUDGET BUDGET BUDGET
2019/20 2020/21 2021/22
CORPORATE SERVICES HUMAN RESOURCES WSP REVENUE
IMPLEMENTATION 2,423,069 2,558,761 2,696,934
CORPORATE SERVICES HUMAN RESOURCES LG SETA LEARNERSHIP REVENUE
3,010,000 3,178,560 3,350,202
CORPORATE SERVICES HUMAN RESOURCES SALGA ANNUAL LEVY REVENUE
3,695,948 3,902,921 4,113,679
CORPORATE SERVICES PERFORMANCE PERFORMANCE FMG
MANAGEMENT MANAGEMENT 300,000 158,400 166,954
AUTOMATED SYSTEM
CORPORATE SERVICES PERFORMANCE PERFORMANCE REVENUE
MANAGEMENT MANAGEMENT 1,925,000 2,128,400 2,153,874
PLANNING & DEVELOPMENT TOWN PLANNING MATSAMO PRECINCT REVENUE
PLAN 450,000 474,300 499,912
PLANNING & DEVELOPMENT TOWN PLANNING GIS STRATEGY REVENUE
550,000 579,700 611,004
PLANNING & DEVELOPMENT TOWN PLANNING KAMHLUSHWA IRDP REVENUE
(SOCIO ECONOMIC) 609,000 641,886 676,548
PLANNING & DEVELOPMENT TOWN PLANNING MJEJANE IRPD(SOCIO REVENUE
ECONOMIC) 460,000 484,840 511,021
PLANNING & DEVELOPMENT TOWN PLANNING KAMHLUSHWA AND REVENUE
KAMAQHEKEZA 1,300,000 1,370,200 1,444,191
ENCHROCHMENT
PLANNING & DEVELOPMENT TOWN PLANNING TOWNSHIP REVENUE
ESTABLISHMENT 210,400 221,762 233,737
MKHARUKHWARU
PLANNING & DEVELOPMENT TOWN PLANNING TOWNSHIP REVENUE
ESTABLISHMENT 210,400 221,762 233,737
STENTOR
PLANNING & DEVELOPMENT TOWN PLANNING KOMATIPOORT REVENUE
PRECINCT PLAN (SEZ 1,230,000 1,296,420 1,366,427
IMPLEMENTATION)
161
DEPARTMENT SECTION PROJECT DECRIPTION FUNDING BUDGET BUDGET BUDGET
2019/20 2020/21 2021/22
PLANNING & DEVELOPMENT TOWN PLANNING COOPERATIVE REVENUE
AGREEMENTS WITH 200,000 210,800 222,183
TRADITIONAL
AUTHORITIES
PLANNING & DEVELOPMENT TOWN PLANNING SETTLEMENT PLANS REVENUE
(IMPALA & JEPPES 400,000 421,600 444,366
REEF)
PLANNING & DEVELOPMENT TOWM PLANNING HUMAN SETTLEMENT REVENUE
MASTER PLAN & 1,200,000 1,264,800 1,333,099
IMPLEMENTATION
PLAN(INCLUDE AND
DENSIFICATION PLAN
PLANNING & DEVELOPMENT LOCAL ECONOMIC LED REVENUE
DEVELOPMENT (LED) 76,726 80,869 85,236
PLANNING & DEVELOPMENT LOCAL ECONOMIC LED FORUM AND REVENUE
DEVELOPMENT (LED) TRAINING 361,731 381,264 401,853
PLANNING & DEVELOPMENT LOCAL ECONOMIC LED STRATEGY REVENUE
DEVELOPMENT (LED) DEVELOPMENT 200,000 210,800 222,183
PLANNING & DEVELOPMENT LOCAL ECONOMIC SMME SUPPORT REVENUE
DEVELOPMENT (LED) 199,880 210,674 222,050
PLANNING & DEVELOPMENT LOCAL ECONOMIC LED REVENUE
DEVELOPMENT (LED) 57,698 60,813 64,097
PLANNING & DEVELOPMENT LOCAL ECONOMIC STRATEGY REVENUE
DEVELOPMENT (LED) DEVELOPMENT 263,000 277,202 292,171
PLANNING & DEVELOPMENT LOCAL ECONOMIC LED FESIBILITY STUDY REVENUE
DEVELOPMENT (LED) 263,000 277,202 292,171
PLANNING & DEVELOPMENT LED INVESTMENT REVENUE
PROMOTION 800,000 800,000 -
STRATEGY (INCL.
BUSINESS PLAN FOR
KEY PROJECT )
162
DEPARTMENT SECTION PROJECT DECRIPTION FUNDING BUDGET BUDGET BUDGET
2019/20 2020/21 2021/22
PLANNING & DEVELOPMENT LED ENTERPRISE SUPPORT REVENUE
POLICY 200,000 - -
PLANNING & DEVELOPMENT TOURISM TOURISM FEASIBILITY REVENUE
STUDY 263,000 277,202 292,171
PLANNING & DEVELOPMENT INTEGRATED IDP UPGRADING REVENUE
DEVELOPMENT 217,696 229,451 241,842
PLANNING (IDP)
PLANNING & DEVELOPMENT INTEGRATED AGRICULTURAL REVENUE
DEVELOPMENT STRATEGY 400,000 421,600 444,366
PLANNING (IDP)
PLANNING & DEVELOPMENT TOURISM TOURISM INDABA REVENUE
347,689 366,464 386,253
PLANNING & DEVELOPMENT TOURISM TOURISM STRATEGY REVENUE
AND 200,000 210,800 222,183
IMPLEMENTATION
PLAN
PLANNING & DEVELOPMENT TOURISM TOURISM CAPACITY REVENUE
BUILDING 167,951 177,020 186,580
PLANNING & DEVELOPMENT TOURISM SCHOOL TOURISM REVENUE
AWARENESS 290,445 306,129 322,660
PLANNING & DEVELOPMENT TOURISM MARKETING REVENUE
STRATEGY 841,600 887,046 934,947
PLANNING & DEVELOPMENT TOURISM RESEARCH ON REVENUE
TOURISM 71,610 75,477 79,553
COMMUNITY SERVICES LIBRIARIES & ARCHIVES LIBRARY, NATIONAL REVENUE
AND BOOK WEEK 87,200 92,083 97,056
PROGRAMMES
COMMUNITY SERVICES CEMETERIES MAINTANENCE OF REVENUE
CEMETERIES 103,468 109,262 115,162
COMMUNITY SERVICES DISASTER MATERIAL FOR REVENUE
MANAGEMENT DISASTER RELIEF 206,935 218,523 230,324
163
DEPARTMENT SECTION PROJECT DECRIPTION FUNDING BUDGET BUDGET BUDGET
2019/20 2020/21 2021/22
COMMUNITY SERVICES DISASTER DISASTER RELIEF REVENUE
MANAGEMENT 683,155 721,412 760,368
COMMUNITY SERVICES PROTECTION SERVICES MAINTANENCE OF REVENUE
(POLICE) TRAFFIC DEP TRAFFIC SIGNS 394,964 417,082 439,604
COMMUNITY SERVICES PROTECTION SERVICES ROAD MARKING REVENUE
(POLICE) TRAFFIC DEP PROJECTS 800,000 844,800 890,419
COMMUNITY SERVICES PROTECTION SERVICES TRAFFIC SAFETY REVENUE
(POLICE) TRAFFIC DEP AWARENESS 30,000 31,680 33,391
COMMUNITY SERVICES PARKS MAINTENANCE OF REVENUE
PARKS 103,468 109,262 115,162
COMMUNITY SERVICES NATURE CONSERVATION PEST CONTROL REVENUE
4,615 4,873 5,137
COMMUNITY SERVICES NATURE CONSERVATION ALIEN PLANT REVENUE
CONTROL PLAN 200,000 211,200 222,605
COMMUNITY SERVICES NATURE CONSERVATION RESERVE REVENUE
MANAGEMENT 200,000 211,200 222,605
OPERATIONAL PLAN
COMMUNITY SERVICES NATURE CONSERVATION ALIEN VEGETATION REVENUE
CONTROL 206,935 218,523 230,324
COMMUNITY SERVICES WASTE MANAGEMENT CLEANUP CAMPAIGNS REVENUE
100,000 105,600 111,302
COMMUNITY SERVICES WASTE MANAGEMENT MAINTENANCE OF REVENUE
STREET BINS 116,047 122,546 129,163
COMMUNITY SERVICES WASTE MANAGEMENT WASTE REVENUE
MANAGEMENT PLAN 219,382 231,667 244,177
COMMUNITY SERVICES WASTE MANAGEMENT CLEANEST SCHOOL REVENUE
COMPETITION 842,000 889,152 937,167
COMMUNITY SERVICES WASTE DISPOSAL SITES ENVIRONMENTAL REVENUE
HEALTH 116,693 123,228 129,882
COMMUNITY SERVICES WASTE DISPOSAL SITES MAINTENANCE OF REVENUE
LANDFILL SITE 206,935 218,523 230,324
164
DEPARTMENT SECTION PROJECT DECRIPTION FUNDING BUDGET BUDGET BUDGET
2019/20 2020/21 2021/22
COMMUNITY SERVICES WASTE DISPOSAL SITES PROVISION FOR REVENUE
LANDFILLSITE 2,069,352 2,185,236 2,303,238
REHABILITATION
COMMUNITY SERVICES WASTE DISPOSAL SITES STEENBOK LANDFILL REVENUE
SITE MAINTENANCE 2,845,359 3,004,699 3,166,953
COMMUNITY SERVICES VEHICLE LICENSING & MAINTENANCE OF REVENUE
TESTING CALIBRATION 100,043 105,645 111,350
EQUIPMENT
COMMUNITY SERVICES VEHICLE LICENSING & ENATIS TRAINING REVENUE
TESTING 120,000 126,720 133,563
COMMUNITY SERVICES COMMUNITY HALLS COMMUNITY HALLS REVENUE
MAINTENANCE 524,178 553,532 583,423
COMMUNITY SERVICES ARTS AND CULTURE MAYORAL HERITAGE REVENUE
CELEBRATION 250,000 264,000 278,256
COMMUNITY SERVICES SPORTS RECREATION SAMSRA GAMES REVENUE
AND DEVELOPMENT 350,024 368,965 388,889
COMMUNITY SERVICES SPORTS RECREATION MAYORAL CUP REVENUE
AND DEVELOPMENT 1,447,965 1,529,051 1,611,620
COMMUNITY SERVICES SOCIAL SERVICES PAUPERS BURIAL REVENUE
112,921 119,245 125,684
COMMUNITY SERVICES SOCIAL SERVICES TRANSVERSAL REVENUE
PROJECTS 541,329 571,403 602,260
COMMUNITY SERVICES SOCIAL SERVICES HIV/AID PROGRAMME REVENUE
495,547 523,137 551,386
INFRASTRUCTURE DEVELOPMENT SEWERAGE MIG SANITATION MIG
PROJECTS 12,000,000 14,000,000 24,000,000
INFRASTRUCTURE DEVELOPMENT ROADS MAINTENANCE OF REVENUE
MUNICIPAL 891,611 939,758 990,505
BUILDINGS
INFRASTRUCTURE DEVELOPMENT ROADS MAINTENANCE OF REVENUE
ROADS & BRIDGES 3,827,940 4,038,304 4,256,373
165
DEPARTMENT SECTION PROJECT DECRIPTION FUNDING BUDGET BUDGET BUDGET
2019/20 2020/21 2021/22
INFRASTRUCTURE DEVELOPMENT WATER TREATMENT WATER CHEMICALS REVENUE
WORKS 12,189,642 12,872,262 13,567,364
INFRASTRUCTURE DEVELOPMENT WATER DISTRIBUTION MAINTENANCE OF REVENUE
WTW MECHANICAL 1,445,154 1,526,082 1,608,491
EQUIPMENT
INFRASTRUCTURE DEVELOPMENT WATER DISTRIBUTION WATER QUALITY REVENUE
MONITORING 3,938,693 4,159,260 4,383,860
INFRASTRUCTURE DEVELOPMENT WATER DISTRIBUTION PIPE MAINTANANCE REVENUE
6,087,712 6,428,625 6,775,770
INFRASTRUCTURE DEVELOPMENT WATER DISTRIBUTION PUMP MAINTENANCE REVENUE
5,504,846 5,813,118 6,127,026
INFRASTRUCTURE DEVELOPMENT ELECTRICITY MAINTENANCE OF REVENUE
DISTRIBUTION SUBSTATIONS 321,328 339,322 357,646
INFRASTRUCTURE DEVELOPMENT ELECTRICITY MAINTENANCE OF REVENUE
DISTRIBUTION MACHINERY & 374,716 395,700 417,068
EQUIPMENT
INFRASTRUCTURE DEVELOPMENT ELECTRICITY CONVERSIONAL REVENUE
DISTRIBUTION METER REPLACEMENT 2,490,158 2,629,607 2,771,606
INFRASTRUCTURE DEVELOPMENT ELECTRICITY MAINTENANCE OF REVENUE
DISTRIBUTION NETWORK 3,943,213 4,164,033 4,388,891
EQUIPMENT
INFRASTRUCTURE DEVELOPMENT ELECTRICITY INEP ELECTRIFICATION INEP
DISTRIBUTION PROJECTS 15,566,000 5,000,000 -
166
3.1.2. PLANNED CAPITAL PROJECTS AND PROGRAMME FOR THE FINANCIAL YEAR 2019/2020
167
BUDGET BUDGET BUDGET EIA
SECTION PROJECT DESCRIPTION LOCATION WARD FUNDING 2019/20 2020/21 2021/22 REQUIRED
RSA FLAGS, 2 V SHAPED INTERNAL
FLAG POLES, 4 WIND CHEATER
BANNERS, 2 MOBILE STEEL
PODIUMS
168
BUDGET BUDGET BUDGET EIA
SECTION PROJECT DESCRIPTION LOCATION WARD FUNDING 2019/20 2020/21 2021/22 REQUIRED
CORPORATE
SERVICES
169
BUDGET BUDGET BUDGET EIA
SECTION PROJECT DESCRIPTION LOCATION WARD FUNDING 2019/20 2020/21 2021/22 REQUIRED
PERFORMANCE
MANAGEMENT SOFTWARES (2 LAPTOP) INSTITUTIONAL REVENUE 10,000
OFFICE OF THE
DIRECTOR FURNITURE (12 DESKS, 12 FILLING
PLANNING AND CABINETS,36 CHAIRS, RECEPTON
DEVELOPMENT DESKS) INSTITUTIONAL REVENUE 300,000
OFFICE OF THE
DIRECTOR
PLANNING AND
DEVELOPMENT 5 AIRCON 12 000 BTU INSTITUTIONAL REVENUE 60,000
OFFICE OF THE
DIRECTOR COMPUTERS( BOARDROOM
PLANNING AND MOUNTED PROJECTOR, 2
DEVELOPMENT LAPTOPS) INSTITUTIONAL REVENUE 90,000
OFFICE OF THE
DIRECTOR
PLANNING AND
DEVELOPMENT SOFTWARES (2LAPTOP) INSTITUTIONAL REVENUE 10,000
LOCAL ECONOMIC
DEVELOPMENT NKOMAZI NKOMAZI
(LED) HAWKERS STALLS AREA AREA REVENUE 2,000,000 2,000,000 2,000,000
OFFICE OF THE
DIRECTOR
COMMUNITY FURNITURE (5 DESKS, 5 FILLING
SERVICES CABINETS,30 CHAIRS) INSTITUTIONAL REVENUE 120,000
OFFICE OF THE
DIRECTOR COMPUTERS (BOARDROOM
COMMUNITY MOUNTED PROJECTOR, 1
SERVICES LAPTOPS) INSTITUTIONAL REVENUE 65,000
OFFICE OF THE
DIRECTOR SOFTWARES (1LAPTOP) INSTITUTIONAL REVENUE 5,000
170
BUDGET BUDGET BUDGET EIA
SECTION PROJECT DESCRIPTION LOCATION WARD FUNDING 2019/20 2020/21 2021/22 REQUIRED
COMMUNITY
SERVICES
OFFICE OF THE
DIRECTOR
COMMUNITY
SERVICES 1 AIRCON 12 000 BTU INSTITUTIONAL REVENUE 12,000
171
BUDGET BUDGET BUDGET EIA
SECTION PROJECT DESCRIPTION LOCATION WARD FUNDING 2019/20 2020/21 2021/22 REQUIRED
PROTECTION
SERVICES (POLICE)
TRAFFIC DEP 1X BAKKIE INSTITUTIONAL REVENUE - 300,000
PROTECTION
SERVICES (POLICE)
TRAFFIC DEP 1X TRAILLER INSTITUTIONAL REVENUE - 20,000
PROTECTION
SERVICES (POLICE) THERMOPLASTIC ROAD MARKING
TRAFFIC DEP MACHINE INSTITUTIONAL REVENUE 150,000
NATURE
CONSERVATION BUFFALOS X20 INSTITUTIONAL REVENUE 500,000
NATURE
CONSERVATION TRAILER WITH A TANK INSTITUTIONAL REVENUE 50,000
NATURE
CONSERVATION 2 LDV VEHICLES INSTITUTIONAL REVENUE 800,000
NATURE
CONSERVATION STANDBY QUARTER INSTITUTIONAL REVENUE 200,000 -
NATURE
CONSERVATION COMPUTERS ( 3 LAPTOPS) INSTITUTIONAL REVENUE 45,000
NATURE
CONSERVATION SOFTWARES (3LAPTOP) INSTITUTIONAL REVENUE 15,000
NATURE
CONSERVATION FENCING OF LIONSPRUIT 600 M) INSTITUTIONAL REVENUE 600,000
FURNITURE (3 DESKS, 3 FILLING
NATURE CABINETS, 9 CHAIRS, 3 WATER
CONSERVATION COOLER) INSTITUTIONAL REVENUE 60,000
NATURE
CONSERVATION 2 GEYSER 150 L INSTITUTIONAL REVENUE 10,000
NATURE
CONSERVATION 5 AIRCON 12 000 BTU INSTITUTIONAL REVENUE 50,000
WASTE 2X 19 CBM COMPACTOR TRUCK +
MANAGEMENT 1X SKIP LOADER TRUCK INSTITUTIONAL REVENUE 7,300,000 3,500,000 4,000,000
172
BUDGET BUDGET BUDGET EIA
SECTION PROJECT DESCRIPTION LOCATION WARD FUNDING 2019/20 2020/21 2021/22 REQUIRED
WASTE
MANAGEMENT SKIPS + 8X 6CBM SKIPS INSTITUTIONAL REVENUE 550,000 350,000 400,000
WASTE
MANAGEMENT 1X TREE CRUSHER INSTITUTIONAL REVENUE 150,000
WASTE
MANAGEMENT COMPUTER ( 1LAPTOP) INSTITUTIONAL REVENUE 15,000
WASTE
MANAGEMENT 1X SOFTWARES INSTITUTIONAL REVENUE 5,000
WASTE
MANAGEMENT 1 AIRCON 12000 BTU INSTITUTIONAL REVENUE 12,000
WASTE FURNITURE (3 DOUBLE DOOR
MANAGEMENT FRIDGES) INSTITUTIONAL REVENUE 15,000
WASTE FURNITURE (3 DESKS, 3 FILLING
MANAGEMENT CABINETS, 9 CHAIRS) INSTITUTIONAL REVENUE 60,000
WASTE
MANAGEMENT STANDBY QUARTERS INSTITUTIONAL REVENUE 300,000
CONSTRUCTION COMMUNITY EIA
COMMUNITY HALLS HALL BLOCK C 1,3,5 MIG - 15,000,000 Required
CONSTRUCTION OF DRIEKOPPIES DRIEKOPP EIA
COMMUNITY HALLS HALL IES 26 MIG - 20,000,000 Required
CONSTRUCTION OF COMMUNITY EIA
COMMUNITY HALLS HALL MDLADLA 20 MIG 19,824,148 5,147,017 Required
CONSTRUCTION OF COMMUNITY MGOBOD EIA
COMMUNITY HALLS HALL ZI 15 MIG 7,379,374 - Required
173
BUDGET BUDGET BUDGET EIA
SECTION PROJECT DESCRIPTION LOCATION WARD FUNDING 2019/20 2020/21 2021/22 REQUIRED
SPORTS
RECREATION AND SPORTSFIELD MARKING
DEVELOPMENT EQUIPMENT INSTITUTIONAL REVENUE 50,000
SPORTS
RECREATION AND STADIUM
DEVELOPMENT 6 JOJO TANKS S INSTITUTIONAL REVENUE 50,000
SPORTS
RECREATION AND 2X 3X3M GAZEBOS & 10 X 2M
DEVELOPMENT SHARK FIN BANNERS INSTITUTIONAL REVENUE 20,000
174
BUDGET BUDGET BUDGET EIA
SECTION PROJECT DESCRIPTION LOCATION WARD FUNDING 2019/20 2020/21 2021/22 REQUIRED
CONSTRUCTION OF BUS ROUTE EIA
ROADS PHASE 1/STORM WATER MBUZINI 13 MIG 5,450,126 20,000,000 15,064,780 Required
CONSTRUCTION OF BUS ROUTE MGOBOD EIA
ROADS PHASE 1 ZI 15 MIG 6,073,143 25,000,000 Required
CONSTRUCTION OF EIA
SCHOEMANSDAL BUS ROUTE Required
PHASE 1/CONSTRUCTION OF THE SCHOEMA
ROADS ROAD NSDAL 27,28,33 MIG 26,508,734 13,200,544
175
BUDGET BUDGET BUDGET EIA
SECTION PROJECT DESCRIPTION LOCATION WARD FUNDING 2019/20 2020/21 2021/22 REQUIRED
WATER REPLACE FENCING AT WTW &
DISTRIBUTION RESEVOIRS INSTITUTIONAL REVENUE 500,000 200,000 200,000
WATER MARLOTH PARK WTW 2ML/D MARLOTH
DISTRIBUTION PACKAGE PLANT PARK INSTITUTIONAL REVENUE 6,000,000
CONSTRUCTION OF BULKLINE AND
RETICULATION IN
WATER BHAQA/BULKLINE
DISTRIBUTION RETICULATIONN BHAQA 13 MIG 12,215,203 -
WATER DRIEKOPPIES REGIONAL BULK DRIEKOPP EIA
DISTRIBUTION WATER SCHEME IES 24,26 MIG 13,000,000 31,905,918 Required
CONSTRUCTION OF ELEVATED EIA
TANK AND BOOSTER PUMP TO Required
SUPPLY ZONE 10 EXTEND
EXISTING RETICULATION AT ZONE
10,11 & PHIGOGO, INSTALL
WATER BOOSTER PUMP FOR WATER JEPPES
DISTRIBUTION SUPPLY TO KAMAKWELINTABA REEF 28,32 MIG 20,000,000 17,836,776
EXTEND RETICULATION AND EIA
WATER ELEVATED TANK 0.25 ML IN MADADE Required
DISTRIBUTION MADADENI NI 16 MIG 13,500,000
CONSTRUCTION OF BULKLINE EIA
EXTENTION OF RETICULATION Required
WATER AND ELEVATED TANK AT MAGWEN
DISTRIBUTION MAGWENI I 9,17 MIG - 7,500,000 10,619,775
CONSTRUCTION OF ELEVATED
TANK, BOOSTER PUMP AND
WATER EXTENTION OF RETICULATION IN MANDUL
DISTRIBUTION MANDULO O 12 MIG 8,000,000 - -
WATER EXTEND RETICULATION (16KM) AT
DISTRIBUTION MDLADLA MDLADLA 7 MIG - 15,000,000
WATER SIBANGE REGIONAL WATER
DISTRIBUTION SCHEME SIBANGE 16 MIG 13,590,939 - -
176
BUDGET BUDGET BUDGET EIA
SECTION PROJECT DESCRIPTION LOCATION WARD FUNDING 2019/20 2020/21 2021/22 REQUIRED
CONSTRUCTION OF BULKLINE, EIA
EXTENTION OF RETICULATION Required
WATER AND ELEVATED TANK AT
DISTRIBUTION STEENBOK STEENBOK 8 MIG - 7,500,000 12,544,357
WATER
DISTRIBUTION TRACTOR LAWN MOWERS INSTITUTIONAL REVENUE 100,000 100,000 100,000
WATER WORKSHOP TOOLS FOR PUMPS
DISTRIBUTION MAINTENANCE, BRUSH CUTERS INSTITUTIONAL REVENUE 500,000 500,000 400,000
STANDBY QUARTERS FURNITURE
WATER (FRIDGES, STOVES, MATTRESS,
DISTRIBUTION MICROWAVE, CHAIRS) INSTITUTIONAL REVENUE 200,000 200,000 200,000
WATER
DISTRIBUTION MOBILE WATER PUMPS X2 INSTITUTIONAL REVENUE 200,000 200,000 200,000
WATER BULK FLOW METERS - SCADA
DISTRIBUTION CONTROLLED INSTITUTIONAL REVENUE 1,000,000 1,000,000 1,000,000
WATER
DISTRIBUTION WATER TANKERS X3 INSTITUTIONAL REVENUE 2,800,000 3,000,000 3,000,000
WATER TLB X3 - URBAN (MALELANE,
DISTRIBUTION KOMATIPOORT) INSTITUTIONAL REVENUE 1,100,000 1,100,000 1,100,000
WATER HONEY SUCKER - MARLOTH PARK,
DISTRIBUTION KOMATIPOORT, MALELANE INSTITUTIONAL REVENUE - 2,000,000 1,400,000
WATER PHOSAVILLE BOOSTER PUMP PHOSAVIL
DISTRIBUTION STATION UPGRADE LE INSTITUTIONAL REVENUE 800,000 -
WATER TONGA RAW WATER & CLEAR
DISTRIBUTION WATER PUMP STATION UPGRADE TONGA INSTITUTIONAL REVENUE 2,000,000 2,000,000 3,000,000
WATER RENOVATION OF STANDBY
DISTRIBUTION QUARTERS INSTITUTIONAL REVENUE 200,000 200,000 200,000
WATER REPLACEMENT OF REDUNDANT
DISTRIBUTION LDV BAKKIES X 6 INSTITUTIONAL REVENUE 1,400,000 1,400,000 1,400,000
WATER COMPUTERS AND LAPTOPS
DISTRIBUTION (SATELITE OFFICES) INSTITUTIONAL REVENUE 50,000 50,000 50,000
177
BUDGET BUDGET BUDGET EIA
SECTION PROJECT DESCRIPTION LOCATION WARD FUNDING 2019/20 2020/21 2021/22 REQUIRED
WATER
DISTRIBUTION SOFTWARES INSTITUTIONAL REVENUE 10,000 10,000 10,000
WATER SUPPLY NEW PUMPS AND NKOMAZI
DISTRIBUTION MOTORS AREA INSTITUTIONAL REVENUE 3,500,000 3,000,000 3,000,000
WATER EXTENTION OF RETICULATION IN SCHOEMA
DISTRIBUTION SCHOEMANSDAL NSDAL 27 WSIG 5,000,000
WATER EXTENTION OF RETICULATION IN KAMHLUS
DISTRIBUTION KAMHLUSHWA EXT 2 HWA 21 WSIG 4,457,239
MKHWAR
WATER WATER SUPPLY FOR MKWARU- UKHWAR
DISTRIBUTION MKWARU U 30 WSIG 2,050,000 -
EXTENTION OF RETICULATION
WATER AND CONSTRUCTION OF A
DISTRIBUTION RESEVOIR IN GOBA GOBA 11 WSIG 19,285,239 -
REFURBISHMENT OF EXISTING
BULK INFRASTRUCTURE AND
WATER EXTENTION OF RETICULATION IN BUFFELSP
DISTRIBUTION BUFFELSPRUIT RUIT 27,29 WSIG 5,886,761 34,000,000 10,436,335
REPLACEMENT OF ASBESTOS / AC
WATER PIPELINES TO UPVC IN NKOMAZI NKOMAZI
DISTRIBUTION AREA AREA INSTITUTIONAL WSIG 1,000,000
WATER EXTEND WATER RETICULATION AT SCHULZEN
DISTRIBUTION SCHULZENDAL DAL 31 WSIG 6,678,000 - -
WATER EXTENTION OF RETICULATION IN
DISTRIBUTION LOUVILLE LOUVILLE 30 WSIG 11,886,426
WATER REFURBISHMENT OF BOREHOLES NKOMAZI EIA
DISTRIBUTION IN NKOMAZI LOCAL MUNICIPALITY AREA INSTITUTIONAL WSIG 3,220,000 Required
REFURBISHMENT AND
UPGRADING OF 2ML PACKAGE
WATER PLANT IN GOMORA/ UPGRADING
DISTRIBUTION OF 2ML PACKAGE PLANT GOMORA 18 WSIG 2,000,000
178
BUDGET BUDGET BUDGET EIA
SECTION PROJECT DESCRIPTION LOCATION WARD FUNDING 2019/20 2020/21 2021/22 REQUIRED
EXTENTION OF RETICULATION
AND BULKLINE IN
WATER MASIBEKELA/BATSAKATSINI/BULK MASIBEEK
DISTRIBUTION LINE LA 14 MIG 16,000,000
CONSTRUCTION OF ELEVATED EIA
TANK AND RETICULATION IN Required
WATER KHUMBULA EKHAYA/ELEVATED
DISTRIBUTION TANK PHIVA 10 MIG - 10,000,000
REFURBISHMENT OF EXISTING
BULK INFRASTRUCTURE AND
EXTENTION OF RETICULATION IN
WATER BUFFELSPRUIT/RESERVOIR AND BUFFELSP
DISTRIBUTION ELEVATED TANK RUIT 29 WSIG 5,500,000 6,000,000
EXTENTION OF RETICULATION
AND CONSTRUCTION OF A
WATER RESEVOIR IN GOBA/RESEVIOR
DISTRIBUTION ELEVATED TANK GOBA 11 WSIG 3,600,000
REFURBISHMENT AND
UPGRADING OF 2ML PACKAGE
WATER PLANT IN GOMORA/
DISTRIBUTION REFURBISHMENT GOMORA 18 WSIG 4,000,000
WATER CONSTRUCTION OF A RESERVOIR MABUDZE EIA
DISTRIBUTION AT MABUDZENI NI 13 WSIG 5,000,000 Required
ELECTRICITY
DISTRIBUTION 2 4TON TRUCKS INSTITUTIONAL REVENUE 1,200,000
ELECTRICITY NKOMAZI NKOMAZI
DISTRIBUTION MV INFRASTRUCTURE NETWORKS AREA AREA REVENUE 4,000,000 4,000,000 4,000,000
ELECTRICITY MARLOTH
DISTRIBUTION MARLOTH PARK ELECTRIFICATION PARK 7 REVENUE 1,500,000 1,500,000 1,500,000
ELECTRICITY NKOMAZI
DISTRIBUTION NKOMAZI SMART METERING AREA REVENUE 1,300,000 1,300,000 1,400,000
179
BUDGET BUDGET BUDGET EIA
SECTION PROJECT DESCRIPTION LOCATION WARD FUNDING 2019/20 2020/21 2021/22 REQUIRED
180
Community Residential Units Planning 10 905 Malelane
Rural Housing 56 Units 5 447 Louwville
Rehabilitation: Road D2950 from R571 (km 0.0) past Mananga (13.5 km) 4 422 96 000
Rehabilitation: Road D2951 between R571 and Mbuzini (Samora Machel Monument) 11 558
(25 km)
181
Brick Paving and Rehabilitation: D233 Louisville Road (5 km) 14 204 6 024
182
2019/20 SOCIAL DEVELOPMENT PROJECTS
Budget (R)
Annual
Project Name Annual Key Milestone (KM); Expected outcome / Q1 Q2 Q3 Q4
targets impact (EO/I)
facilities)
e (New
Infrastructur
ECD
Mbuzini
construction completion
40%
construction programme
100%
KM-Commencement of construction; Procurement stage Procurement and 7 752 000
construction 50% & 100% Construction (ECD,s) commencement of
construction
educare Block C
Hlanganipho
certificate
Signing of
Transfer to
ECD Infrastructure KM-50% repairs & maintenance done & Signing of contract Maintenance 172 022
(maintenance and complying with norms &standards documents
repair)
Goba pre-school Thembeka
certificate
completion
Signing of
programme
Transfer to
Signing of contract Maintenance 177 194
documents
preschool Mbuzini
certificate
completion
Signing of
programme
Transfer to
ECD Infrastructure KM-50%-100% repair and maintenance Signing of contract Maintenance 179 202
(maintenance and done & complying with norms & standards documents
repair)
183
3.3.7. 2019/20 DEPARTMENT OF EDUCATION PROJECTS
Project Name Project Description Circuit Total project cost MTEF 2019/2020
Lubombo Circuit Construction of new circuit office Lubombo 10 453 811 7 719 901
Office
Sisulu Secondary Construction of 28 classrooms, school hall, science Nkomazi East 63 250 000 3 398 589
School laboratories, admin block, library, computer centre, kitchen,
toilets, fence, guardhouse, ramps and nails, media centre,
sports fields.
Magogeni Primary Phase 2: construction of 24 classrooms, Administration Khulangwane 34 313 166 2 058 790
school building, Removal /relocation of 6 mobile classrooms in
2019/20
Mpumelelo Construction of classrooms, Grade R centre, admin block, Khulangwane 34 313 166 1 715 658
primary school Library, additional Toilets, upgrade water and Electricity.
Schoemansdal Construction of 12 Nkomazi 6 474 490 4 855 868
combine school
Lugedlane primary Demolition of 20 existing pit toilets and construction of 29 Nkomazi 4 801 893 3 841 515
school enviro-loo seats and 8 urinals, 2 x 5000L water tanks with west
stands
Ndlela High school Construction of 15 envoro-loo toilets seats 6 urinals, 12 wash Malelane 2 618 132 2 094 506
hand basins, refurbishes the existing 6 water born toilets.
Demolition of 16 pit toilets. Equip a borehole and install water
tanks, refurbish the existing borehole.
Nj Mahlangu High Construction of 9 enviro-loo toilets seats 5 urinals, 9 wash Nkomazi 1 965 664 842 963
School hand basin. Refurbish the existing 3 waterborne toilets. west
Demolition of 16 pit toilets. Drill a borehole and install water
tanks, refurbish the existing boreholes.
Sesukile primary Construction of 29 enviro-loo toilet seats 8 urinals, 21 wash Nkomazi east 4 984 903 1 726 915
School hand basin. Demolition of 19 pit toilets. Equip borehole and
install water tanks, Refurbish the existing boreholes.
184
Zibokwane Primary Demolish pit toilets and construction of 8 toilets Nkomazi 1 627 757 1 302 205
School west
Matsafeni primary Demolish existing toilets and construction of 33 enviro loo Malelane 3 557 400 2 845 920
School toilets
Mphothi primary Construction 20 enviro loo toilets, 8 urinals 14 wash hand Nkomazi 3 506 938 280 556
School basin, install of 1 x 10 000L water tanks and 4 drinking west
fountain. Refurbish existing 10 toilets. Demolish of existing pit
toilets
Hoyi primary Demolishing existing pit toilets and construction of 10 new Lubombo 1 097 600 548 800
school ablution
Sisini primary Demolish pit toilets and construction of 12 toilets Malelane 1 317 120 592 704
School
Sondlovu primary Demolish pit toilets and construction of 12 toilets Malelane 1 317 120 592 704
School
Thanda primary Construction of Grade R toilets Nkomazi 439 040 197 568
school west
Lambalati Demolish of existing plain pit toilet and construction of 30 Nkomazi east 2 000 000 200 000
Secondary School enviro loo toilets.
DD Mabuza Demolish of 6 existing plain pit toilets and construction of 25 Nkomazi 2 695 000 404 250
Comprehensive enviro loo toilets. west
School
Gogo Mhlanga Demolish existing plain pit toilets and construction of 25 Lubombo 295 000 404 250
primary school enviro loo toilets
Inkomazi Demolish existing plain pit toilets and construction of 30 Nkomazi 3 234 000 485 100
secondary school enviro loo toilets west
Silindokuhle special Phase 1: planning and design for provision of 12 special needs Nkomazi 6 471 446 250 000
school classrooms, additional boarding facilities, laundry, store room, west
2 x workshops.
Ndindi Primary Planning and design for provision of permanent brick and Lubombo 17 460 785 1 731 281
school mortar structures(currently operating in mobiles)- 8
classrooms, 1Grade R, computer/media centre,admin block,
guardhouse, fencing, car parks.
Mgobodi Primary Phase 1(2020/21): Planning and design for replacement of Khulangwane 40 705 218 620 927
School unsafe structures.
185
Phase 2(2020/21): Refurbishment of lace brick classrooms and
placement of unsafe block brick classrooms and admin block.
Construction of 22 classrooms, 2 x Grade R classrooms, lab,
library/media center, sports fields, kitchen, ramps and rails,
guardhouse.
Magogeni Primary Phase 1: Provision of fencing and upgrading of basic services. Khulangwane 8 824 159 4 343 918
School
Shongwe Boarding Phase 1: Maintenance of the boarding Khulangwane 2 931 123 493 849
School
Soshangane Renovation of 4 classrooms, Admin Block, Laboratory, Library, Khulangwane 2 016 000 1 411 200
Secondary School Computer centre, Home economics, Multi- Purpose Centre
and School Hall, Kitchen Ramps & Retails.
Zwide Primary Maintenance of 8 classrooms Khulangwane 3 786 667 3 029 334
School
Mhlaba Primary Replacement of damaged roof covering complete with timber Khulangwane 2 322 271 1 857 817
School trusses and ceiling, electrical wiring, lights fittings and
paintworks.
Lambalati Maintenance of classrooms Nkomazi East 1 859 820 185 982
Secondary School
Security light Security High Mass around all boarding School. All 5 000 000 500 000
Circuit Backup Supply and install the backup generators. All 5 000 000 500 000
Generator
Sidlemu Primary Demolish pit toilets and construction of 12 new ablution units. Nkomazi 2 230 200 283 941
School West
Bukhosibetfu Demolition of pit toilets and construction of 20 toilets Khulangwane 2 195 200 1 097 600
Primary School
Hoyi Primary Demolishing of existing pit toilets and construction of 10 new Lubombo 1 097 600 548 800
School ablution units.
Khulamshika Demolish pit toilets and construction of 20 toilets. Nkomazi East 2 195 200 1 097 600
Primary School
Magcekeni Primary Demolish pit toilets and construction of 10 toilets. Nkomazi 1 097 600 548 800
School West
Masibekela Demolish pit toilets and construction of 10 toilets. Lubombo 1 097 600 548 800
Primary School
186
Mbangwane Demolish pit toilets and construction of 8 toilets. Lubombo 878 080 439 040
Primary School
Mbuzini Primary Demolishing of existing pit toilets and construction of 12 new Lubombo 1 317 120 658 560
School ablution units
Mdzili Secondary Demolish pit toilets and construction of 12 toilets Khulangwane 1 317 120 658 560
School
Mhlosheni Primary Demolish pit toilets and construction of 12 toilets Khulangwane 1 317 120 658 560
School
Ndindane Demolish pit toilets and construction of 12 toilets Nkomazi 1 317 120 790 272
Combined School West
Ndindindi Demolish pit toilets and construction of 12 toilets Lubombo 1 317 120 658 560
Phumula Demolish pit toilets and construction of 8 toilets Lubombo 878 080 526 848
Secondary School
Shayindlovu Demolish pit toilets and construction of 8 toilets Lubombo 878 080 395 136
Primary School
Shinyukane Construction of additional 18 toilets Nkomazi 1 975 680 1 185 408
Secondary School West
Silindokuhle Demolish pit toilets, construction of 20 toilets and upgrade of Nkomazi 878 080 395 6
Primary School water supply West
Project Name Project Beneficiary 2019/20 Target 2019/20 Budget Allocation Total project cost
(Annual) R’000
WSIG-Nkomazi Nkomazi Projects Identification process not 45 000 45 000
yet finalised by municipality
RBIG-Nkomazi Sibange Sibange Construction phase 50 000 126 000
Bulk water supply Sibange A
Madadeni
Sikhwahlane
Ntunda
Phakama
187
Mgobode
Magudu
RBIG-Nkomazi Driekopies Driekoppies Construction phase 71 863 424 000
Bulk Water Supply Middelplaas
Schulzendal
Langeloop
Aniva
Boschfontein
Skoonplaas
Jeppe’s Rust
Magogeni
Buffelsprit
Schoemansdal north
Schoemansda C
Schoemansdal
Jeppe’s Reef
188
02 Border security campaign Schoemansdal & Mbuzini 09 Educational Awareness R634 900 Annual R634 900 Annual
04 Human trafficking awareness campaigns Tonga , campaigns conducted Budget for all Budget for all
Komartipoort , Educational Educational
Mbuzini & Schoemansdal Awareness Awareness
02 Domestic violence campaign Tonga & Schoemansdal campaigns in campaigns in
01 Sports against crime Kamhlushwa Ehlanzeni Region Ehlanzeni Region
01 Community outreach programme Schoemansdal 01 Community outreach R300 000 R300 000
programme conducted
COMMUNITY POLICE RELATION
Asses & support Community Safety Forum Nkomazi local 01 Community Safety Forum R50 000 Annual R50 000 Annual
assessment Municipality assessed &supported Budget for all Budget for all
Community Safety Community Safety
Forum in Ehlanzeni Forums in
Region Ehlanzeni Region
Assess & support Community Policing Forum Komartipoort 06 Community Police Forum R230 000 Annual R230 000 Annual
Malelane assessed & supported Budget for all Budget for all
Mbuzini Community police Community police
KaMhlushwa forums in Ehlanzeni Forums in
Tonga Region Ehlanzeni Region
Schoemansdal
Recruitment Tourism Safety Monitors (TSMs) Jeppes Reef 14 89 Tourism Safety Monitors R259 7376 R259 7376
Mananga 07 (TSMs) recruited R2 432,22 per TSM
Mbuzini 08 for a period of 12
Lebombo 10 months
Komartipoort 07
Tonga 10
KaMaqhekeza 08
Malelane 25
189
TRANSPORT REGULATION
Safety engineering Nkomazi LM 05 Transport Regulation programmes Operation Operation
Traffic Law enforcement implementation
Road safety Education
Traffic administration and Licencing
190
4. SECTION D: INTEGRATION
This Financial Plan is intended to provide a foundation for the development of new revised financial
policies, practices and procedures as they are needed. It is intended to generate, document and evaluate
issues and possible actions surrounding four key financial areas: Cost Recovery, Access to Capital, Financial
Risk Metrics, Good/ Bad Year Financial Planning. Nkomazi Local Municipality expects that the breadth and
depth of issues and actions considered in this Financial Plan will continue to evolve as conditions change
and new ideas are developed and that the ideas described in this document will guide the implementation
of specific, actionable proposals for implementing the financial policies future rates cases. Descriptions of
current budget policies and Nkomazi Local Municipality’s expectations about sustainability of financial
viability and management are summarized below.
The Financial Plan reflects current policies and anticipates those for the future. The purpose is to design
financial policies in line with National Treasury Guidelines and the Municipal Finance Management Act
No.56 of 2003 that will ensure Nkomazi Local Municipality’s ability to increase its revenue base by
providing rate predictability during budget process planning.
This Financial Plan identifies long term financial issues and provides strategies or suggests alternative to
address them. The purpose of the plan is to generate, document and evaluate selected issues within a
financial framework that will help guide Nkomazi Local Municipality’s financial direction. Nkomazi Local
Municipality intends to review, revise and update the Financial Plan periodically on annual basis.
Section 152 of the Constitution of the Republic of South Africa states that one of the objects of local
government is to promote this LED mandate emanated from Section 153 of the RSA Constitution which
states that developmental duties of municipalities require them to structure and manage their
administration budgeting and planning processes to give priority to the basic needs of their communities,
some of which relates to economic development.
The municipality has and LED strategy that was approved in 2009 with council resolution number NKM:
GCM A109/2009. strategy is based on identified development needs, opportunities and comparative
advantages of the area, providing the Municipality with guidelines to create and facilitate economic
development, realize the underlying economic development potential, and encourage private sector
investment and job creation. The strategy should foster the exploitation of strengths and opportunities in
order to minimize the weaknesses and threats of the municipality. The strategy should therefore be used
191
as a tool by the municipality to ensure dedicated and effective utilization of available resources and to
promote local economic development in a proactive and dynamic manner.
The Nkomazi Local Municipality is the authorized Water Services Authority and as such the relevant
sections of the Water Services Act (No 108 of 1997) and the Municipal Systems Act (No 32 of 2000) must
be adhered to. Section 11 of the Water Services Act states, that:
Every water services authority has a duty to all consumers or potential consumers in its area of
jurisdiction to progressively ensure efficient, affordable, economical and sustainable access to water
services.
The Nkomazi Local Municipality, in response to the Millennium targets requirements, have prioritized
planning for all their sanitation infrastructure provision to cater for all their citizens by the year 2014.The
municipality has resolved in the preparation of a Multi-Year Business plan for the implementation of a
Rural Sanitation Programme to eradicate all
The rural backlogs by the provision of basic levels of sanitation. This technical report is specifically for
villages where sanitation pro-jects have been implemented in the past, but the backlogs were not fully
eradicated.
It is planned that the programme will for part of the Nkomazi Local Municipality’s 2008/09 IDP and will
implementation will hence commence. The population to be covered is 11,032 households, which do not
have adequate sanitation facilities. The ISD survey carried out as part of preparing this SPTFS shows these
communities to be typically poor rural communities. Not all the households have adequate sanitation
facilities.
The implementation of the recommendations made on this SPTFS will be dependent on the outcomes of
the groundwater protocol study currently been conducted. But based on observations made from
previous sanitation projects, it is assumed that Ventilation Improved Pit (VIP) latrines will be provided as
a basic level of services, with a proper groundwater monitoring and quality management. VIP Toilets were
constructed in the past with no groundwater problems, so it is safe to as-some that the provision of VIPs
in these villages will still be acceptable. Local builders and local communities will be trained to carry out
as much of the project work. Good sanitation, health and hygiene practices will be promoted by the
programme. Activities to achieve this, will include a programme of house to house visits to follow-up,
reinforce and monitor the effect of the health promotion It is expected that the main construction phases
of the programme will be completed in the year 2012, should all the funds required be made available.
192
4.1.5. ROADS AND STORM WATER PLAN
The Nkomazi Local Municipality (NLM) is responsible for the planning (in conjunction with Ehlanzeni
District Municipality) and implementation of local roads in the area under its jurisdiction. At the inception
of the roads planning process, NLM identified the development of a Roads Master Plan (RMP) as one of
the strategic projects and formulated its scope in accordance with the Provincial and National
Government requirements, as well as the relevant. Integrated Development and Transport Plans. The
primary purpose of this report is to present the NLM with a Roads Master Plan to guide the basic planning
and development of local and regional roads in the study area.
Every Municipality needs to compile an Integrated Development Plan that defines a framework for
creating and sustaining integrated human settlements by providing the necessary infrastructure in a
sustainable and coordinated manner. The CIP’s have been formulated to enhance the preparation of the
IDP and consolidates the information from a wide range of planning instruments (SDF, existing IDP, Master
Plans, Sector Plans, etc.). It summarizes the data at ward level by exploring the unique needs of
communities and then formulate plans and projects for providing housing and infrastructure to service
these needs. It therefore creates the basis for confirming the alignment of the different sector plans. It
furthermore addresses the full life cycle management of those assets by considering the refurbishment
and maintenance needs and ensure that the necessary skills and financial resources are available to
achieve the goal of sustainable service delivery is achieved in the medium to long term. This information
feeds back into the IDP process before December of each year for the revision of the IDP.
Nkomazi Local Municipality is the electricity distributor (license holder) within areas of its service delivery.
However, it be noted that Eskom is also a licensed holder and the service provider in areas which were
previously serviced by TED. Those areas are within the jurisdiction of Nkomazi Local Municipality area of
service delivery. Eskom is the license holder and the service provider for the villages previously supplied
by the former KaNgwane Electricity Corporation lately known as TED (Transitional Electricity
Distributor).Although according to the Municipal Systems Act, the Municipality is the service provider but
could not exercise those rights when the business was auctioned and won by Eskom in 2004.The
department of Minerals and Energy is giving electrification funds to the Municipality as the service
provider. The infrastructure installed using the DME funds is being ring-fenced on Eskom books and shall
be calculated in favour of the Municipality during the RED’s implementation. The maintenance
record/load studies and future network expansion can be obtained from Eskom.
193
4.1.8. INTEGRATED WASTE MANAGEMENT PLAN
The main goal of integrated waste management (IWM) planning is to integrate and optimise waste
Management in the region by maximizing efficiency and minimizing financial costs and environmental
Impacts in order to improve the quality of life for its citizens. The compilation of an IWMP by a local
authority enables the authority to spell out what its intentions are and how it proposes to achieve these
goals. It sets applicable but reasonable required milestones which it hopes to achieve and then submits
its IWMP to the relevant provincial authority for approval and acceptance. The Integrated Waste
Management Planning process should incorporate all the major stages of the process, namely a review of
the existing baseline situation (status quo) and legal environment, projections of future requirements;
setting objectives; identifying system components (strategic planning); identifying and evaluating
alternative methods/approaches for meeting requirements (systems analysis); and developing and
implementing an integrated waste management plan (master planning).
The IWMP will then be implemented to the best of the local authority's ability, subject to financial
constraints imposed by budget restrictions and sustainability of services rendered. It is important that any
plan, once implemented, is evaluated and reviewed to ensure that the respective objectives are met.
Proper monitoring of the development and implementation process will be necessary to gauge successful
milestone achievements. The IWMP could therefore be utilised to guide the Nkomazi Municipality in the
way forward in respect of cost-effective waste management
This Nkomazi AIDS Strategy has been developed on the basis of this National strategy and the MDG targets
as the road map to inform AIDS Council Planning and Interventions. This road will be the tool that will
guide the Nkomazi Municipality (Local Government) and its stakeholders in coordinating efforts and
programmes, time, energy and
recourses in the fight against this disease and reducing its impending impact. This document is the product
is the of an AIDS strategy supported and facilitated by the District Municipality, GTZ-MRDP and ETU
involving a number of key role players in the fight against the pandemic, who included, among others,
representatives from the Municipal Council, Government Departments, Municipal Staff, NGOs and CBO’s
and other structures involved in HIV & AIDS programmes within the Jurisdiction of Nkomazi Local
Municipality.
Nkomazi Municipality is known as poverty and under developed are with the highest population located
in the rural corner of Nkomazi. Nkomazi has been experiencing economic growth through Agriculture and
Tourism. These growth results from the new initiatives on the Tourism Sector that is great potential
competitive advantage through the Maputo Corridor as most of our roots are through the N4.
194
As Nkomazi, it is important to focus on the growth legislative framework mainstreaming youth
development into development by implementing youth development policy.
This process places suitable individuals in vacant position where they contribute to the success of the
Nkomazi Municipality and where they can grow and develop to the best of their abilities. The purpose of
the Nkomazi Municipality Recruitment and Selection Policy is to provide guidance on the recruitment of
staff so as to comply with the provision of our Constitution, the Labour Relations Act No. 66 of 1995 and
the Employment Equity Act No 55 of 1998.This further ensures standardization, transparency,
consistency, fairness and best practice with regards to the recruitment process. The critical issue is that
the growing instability of the employment relationship has been the subject of intense scrutiny; schools
have explored implications of the near employment models for organizational identification, employment
practices and the patterns and status of managerial careers. However, prior work experience may include
not only relevant knowledge and skill, but also routines and habits that do not fit in the new organizational
context. Skills define the way that human effort produces outputs; it can be defined as the quality aspect
of human capital. That is the skills we possess determine the ability to convert physical and mental effort
into productive outputs. As such skills are difficult to observe or measure, they relate to talent abilities
that are only observable as an aspect of the residual between outputs and inputs.
It is recognised that the goals of employment equity will require specific equity interventions in order that
people from “designated groups” (blacks, women and people with disabilities), are represented at all
levels in the workforce, and reflect the diversity of the economically active population in the region and
sector in which the Municipality’s workplace is situated.
The Municipality remains committed to the promotion, development and recognition of people on merit.
To this end, it will neither make ‘token’ appointments, nor implement any practices or procedures which
establish barriers to the appointment, promotion or advancement of no-designated employees.
195
4.1.13. PERFORMANCE MANAGEMENT SERVICE PLAN
This document provides a framework which serves as the guiding policy for the establishment of a
Performance
Management System in Nkomazi Local Municipality. This is the first review since it was adopted by Council
on 7 December 2006. The review process came as a result of changes taking place in the operating
environment of the organization, and also to ensure that performance management in the municipality
adapts to these changes that impact on the business of service delivery.
While some success has been achieved regarding performance, the policy remains to be effectively
implemented over a period of time in order to improve performance management in the municipality.
One of the most daunting tasks is to gain buy-in from all employees regarding the benefits of establishing
a performance management system. A change management strategy, institutional structures and
leadership remain very critical to the success of establishing a sound performance management system.
The Nkomazi Local Municipality believes that an indigent policy should be adopted to promote social and
economic development and to provide services to the poorest of the poor (Indigent Households).
The Municipality has prioritized the development of a number of Environment related plans during the
2010/2011 financial year, i.e. Air Quality Management Plan and the Environmental Management
Framework with very strong links with the SDF.
The Municipality does not have a social cohesion plan. There are however plans to engage with the
Provincial Social Development Department to assist the Municipality with the development of such a plan.
196
4.1.18. INTEGRATED WATER RESOURCES MANAGEMENT PLAN
The purpose of this integrated Water Resource Management Plan (IWRMP) is to facilitate the
implementation of Water Resource Management (IWRM) by the Nkomazi Local Municipality.
IWRM seeks to reach an appropriate balance between the need to protect and sustain water resources
on the one hand, and the need to develop and use them on the other i.e. IWRM enables a Local Authority
to provide service to all.
197
Policy on Experiential Training, 2009 NKM:GCM A069/2009
Volunteerism, Internship and
Learnership
Bursary Policy for Employees 2007 NKM: GCM A101/2007
Travel and Subsistence Policy NKM:GCM A030/2007
Health and Safety Policy 2009 NKM:GCM A005/2009
Policy and code of Good Practice on 2007 NKM:GCM A028/2007
Sexual harassment
EXIT interview Policy 20/08/2008 NKM:GCM A085/2009
Recruitment and Selection Policy 2007 NKM:GCM A052/2007
Leave Policy 2008 NKM:GCM A049/2008
Overtime Policy 2008 NKM:GCM A047/2008
Disable Policy 2008 NKM:GCM A048/2008
Disability Strategy Approved 29 July 2014 NKM:GCM:A061/2014
Induction Policy 2007 NKM:GCM A029/2007
Financial Man. Plan 28/05/2009 NKM:GCM: A049/2009
Subsistence and Travel Policy 2011 NKM:S- GCM: A042/2011
Budget Policy 2011 NKM:S- GCM: A043/2011
Cash Management and Investment 2011 NKM:S- GCM: A044/2011
policy
Cellular phone and 3G Card Policy 2011 NKM:S- GCM: A045/2011
Credit Control and Debt Collection 2011 NKM:S- GCM: A046/2011
Policy
Indigent Policy 2011 NKM:S- GCM: A047/2011
Supply Chain Management Policy 2011 NKM:S- GCM: A048/2011
Tariff Policy 2011 NKM:S- GCM: A049/2011
Telephone and Fax Policy 2011 NKM:S- GCM: A050/2011
Rates Policy 2009 NKM:S- GCM A066/2009
Fixed assets Management Policy 2011 NKM:S-GCM A051/2011
Inventory Policy
Revenue enhancement Strategy
Fraud Prevention Plan Approved 19 September 2014 NKM:GCM:A078/2014
Fraud Policy Approved 19 September 2014 NKM:GCM:A079/2014
Whistle Blowing Policy Approved 19 September 2014 NKM:GCM:080/2014
HIV/AIDS Strategy 27/03/2009 NKM:GCM:A031/09
Gender Equity Plan 31/10/2006 NKM:PCM: 2/2006
Community Participation Strategy
Policy on Transversal Issues 2008 NKM:GCM: A048/2008
PMS Policy Framework 2010 NKM:GCM:AO39/2010
Performance Management System Approved 30 April 2014 NKM:GCM:A033/2014
Polity
Risk Management Policy Approved 19 September 2014 NKM:GCM:A077/2014
Forestry Plan
Air Quality Management Plan
Environmental Management Approved 13 August 2014 NKM:S-GCM: A089/2014
Framework
198
Integrated Waste Man. Plan 2009 NKM:GCM: A030/2009
Migration management plan Draft To be confirmed Not applicable
Social cohesion plan Approved 13 August 2014 NKM:S-GCM: A088/2014
occupational health policy Approved 18 November 2014 NKM:GCM: A103/2014
Ehlanzeni District Land Audit Approved 14 August 2014 NKM:S-GCM:A044/2014
Disaster Management Plan Approved 29 July 2014 NKM:GCM:A062/2014
199
ANNEXURE: PUBLIC NOTICE
5. PUBLIC NOTICE
DRAFT IDP/BUDGET/POLICIES 2019/2020 FOR PUBLIC PARTICIPATION
Notice is hereby given in terms of the Municipal System Act, Section 25(4) of the Local Governance:
Municipal System Act, 32 0f 2000, that the reviewed Draft IDP/Budget of Nkomazi Local Municipality for
the financial year 2019/20 has been adopted by Council for public participation in its special Council
meeting which was held on 29 March 2019 at Kobwa Malelane Hall in Malalane.
In this regard the document is available to the public for perusal and comments or inputs from 01 April
2019 to 30 April 2019 during working hours, Municipal Website and also at the following strategic
places: Koomatipoort Library, Malalane Library, KaMaqhekeza Library, Mbuzini Library, Kamhlushwa
Library, Langeloop Library, Hectorspruit Disaster Management Centre, Marloth Park Municipal
Offices, Louisville Thusong Centre, Mbangwane Thusong Centre and All Municipal Departments.
Ward Committees, CDW’s and Organized Stakeholders are invited to attend the consultative meetings
as per the schedule below:
Date Time Venue Participants
09 April 2019 09H30 Elangeni Lodge Traditional Councils
11 April 2019 09H00 Kobwa Hall –Malalane Ward Councillors, Ward
Idp Representative Committees, CDW’s, Stakeholders
Forum and Sector Departments
16 April 2019 09H30 KaMaqhekeza Ward Councillors, CDW’s and
Community Hall Ward Committees
17 April 2019 09H30 Mzinti Community Hall Ward Councillors, CDW’s and
Ward Committees
18 April 2019 09H30 Boschfontein Ward Councillors, CDW’s and
Community Hall Ward Committees
24 April 2019 14:00 Marloth Park 4 Towns Representatives
Boardroom
Any comments or representations on the draft IDP/Budget & related policies should be submitted in
writing not later than 30 April 2019 to the Director [Ms. Penny Sibisi]: Department of Development
Planning at 23 Impala Street, Lex Hallman Building. Office hours are 07:30 to 13:00 & 13:30 to 16:00,
Monday to Friday. Representations, inputs and comments can also be emailed to:
Moffat.mashele@nkomazi.gov.za & Themba.mashabane@nkomazi.gov.za. Any person that needs
assistance regarding the submission of comments or representations in respect of the matters raised in
the notice can contact the officials mentioned in the notice.
200
BUDGET & RELATED POLICIES THEMBA MASHABANE 013 790 0386
The approved Draft IDP/Budget 2019/2020 was placed to eleven strategic areas as indicated below for
comments and inputs to be incorporated into the draft IDP, comments and inputs where requested to
reach the office of the Municipal Manager not later than 30 April 2019. Draft IDP/Budget documents that
were placed into all the strategic areas where accumulated for incorporation of comments and inputs.
201
6. ANNAXURE: COMMUNITY NEEDS PER WARDTHE
Table below presents community needs per wards/ area and strategies/programs to address the need.
Ward 01
Statistics per ward (total TP-14 316 HH-3138
population vs no of HH
Priorities/ problem Msholozi Block C Jabulani Ngwenyameni Tindlaleni Majojombeni
statement
Water Combine school Water supply Community hall Community hall Water supply
Sanitation Water supply Paving ring road Paving ring road Paving road RDP
Roads and storm water Paving roads Apollo lights Water & booster pump Water & booster Paving roads
Waste management Apollo lights Waste management Mobile clinic pump Sanitation
Eskom Employment RDP RDP Sanitation Multipurpose skills
Health RDP Sanitation Sanitation Employment development centre
Education Sanitation Employment Cemeteries Cemeteries Reservoir
Public works Waste removal Employment Cemeteries
Sport and recreation Speed humps freezer Speed humps D797
Community facilities road to why not Naming of street lights
Safety and security Street lights
Human settlements
Ward 02
Statistics per ward (total TP- 21 722 HH 5133
population vs no of HH
Priorities/ problem statement Block C Why not Block A3 Part of Mangweni Joe Slovo
Water Water Interruptions Water interruptions Water reticulation Water interruptions
Sanitation Tarred road Tarred road Tarred road Tarred road
Roads and storm water Overhead bridge Overhead bridge Overhead bridge Overhead bridge
Waste management Street gravelling Street lights Street gravelling Street gravelling
202
Eskom Street lights Health facilities New school New school
Health Health facilities Waste management Health facilities Health facilities
Education Waste management (dumping Community hall Waste management (dumping Waste management
Public works site) Sanitation site) (dumping site)
Sport and recreation Community hall Bulk water supply Community hall Community hall
Community facilities Sanitation Foot bridge Sanitation Sanitation
Safety and security Bulk water supply High mast lights Bulk water supply Bulk water supply
Human settlements Grazing land RDP houses Grazing land Grazing land
High mast lights Foot bridge Foot bridge
RDP houses RDP houses High mast lights
RDP houses
Ward 03
Statistics per ward ( total population TP- 16 800 HH-4191
vs no of HH)
Priorities/ problem statement Block C (Phakama) Mafambisa (Naas)
Water Ring road to be tarred Combine school
Sanitation Vehicle bridge Ring road to be tarred
Roads and storm water multipurpose RDP Houses
Waste management Clinic (for Phakama & Dindela) High Mast lights
Eskom RDP Houses Sanitation
Health Sanitation Foot bridges
Education Mass lights
Public works Waste removal
Sport and recreation Job opportunities
Community facilities Community hall
Safety and security
Human settlements
203
Ward 04
Statistics per ward (total TP- 8931 HH 2121
population vs no of HH
Priorities/ problem statement Mafambisa (Naas C) Kamaqhekeza B Nhlalakahle (Naas C) Gritane Banny Mlagwane (NaasE)
Water Water pressure Water pressure Water pressure Water Reticulation
Sanitation Paving ring road Tarred road behind stadium Paving ring road High mast lights (2)
Roads and storm water High mast lights (4) Paving road (clinic, Maqhekeza High mast lights (4) Paving road
Waste management Foot bridges (3) primary school, community hall & Foot bridge (3)
Eskom grave yard road
Health Speed humps (Mafambisa bus
Education route, D797 road
Public works Bus shelters (7)
Sport and recreation Re-gravelling
Community facilities Sanitation
Safety and security RDP
Human settlements LED= CWP
Ward 05
Statistics per ward ( total population vs no of HH) TP- 12 915 HH- 2733
Priorities/ problem statement Block B
Water Need for bulk water supply
Sanitation Need for toilets
Roads and storm water Need for water reticulation
Waste management Electrification of Households
Eskom Re-gravelling of streets
Health Need for storm water drainage
Education Need for waste removal
Public works Need for Agricultural support
Sport and recreation Need for clinic to operate 24hours
204
Community facilities
Safety and security
Human settlements
Ward 06
Statistics per ward (total TP- 15325 HH- 4869
population vs no of HH
Priorities/ problem statement Ngwenyeni Dludluma Orlando Koomatipoort
Water Bulk supply and water Tarring of Dludluma main road Renovation of Access road to be tarred
Sanitation reticulation (D2950) (8.5km) community hall Dumping site at sidob to be
Roads and storm water Clinic (24 HRS) operation Shortage of water- bulk line to RDP Houses attended to
Waste management Speed humps( 4 Urgent) be upgraded, water reticulation VIP Toilets Request Municipality to give
Eskom Rehabilitation of Ngwenyeni Job opportunities & skills Cromati combined- powers to the security
Health to steenbok road D797 development shortage of classroom company that wants to
Education Tarred road Ngwenyeni to RDP Houses (200) and provision of enforce law in Koomatipoort
Public works Dludluma Road D2970 Electricity (200) computer centre and Gymnasium owner request
Sport and recreation Ring road from Kamashele, High mass lights (5) laboratory the Municipality to grant
Community facilities pholani & Ngwambeni VIP Toilets Sport field and permission to use the
Safety and security RDP 200 Rehabilitation of boreholes recreational centre community hall and she will
Human settlements Community hall Mbombo combined school- Electrification of renovate the hall
Skills development & Job shortage of classrooms and households
opportunities admin block Street lights
Build a primary and extend Library and computer centre High mast lights (Apollo)
classroom size in Ngwenyeni Sport and recreation
secondary school (land is Street & re-gravelling Shortage
available). Mehlobovu & Thula of staff @ clinic, 24 hours
provision for staff room operation & 7 Days a week
Electricity (400 HH) Waste removal
Toilets (400) Funding for corporative
High mast lights (5) Disaster houses to be fixed
205
Sport centre (urgent) Cleaning and clearing of
Fencing of (Lichibi) cemeteries
Waste removal Youth development centre
New cemeteries Build palisade at cemeteries
Regravelling of streets
Ward 07
Statistics per ward ( total population vs no TP- 17 540 HH- 6192
of HH)
Priorities/ problem statement Mdladla Marloth park
Water Clinic Upgrading of security gates 1&2.
Sanitation Water Esgweje insufficient supply Upgrading security and full time security guard at Makarios Gate/ Marula Farm.
Roads and storm water Rehabilitation of tarred road Additional water tower near gate 2 side to increase pressure.
Waste management Job opportunities Transformer and pump for existing reservoir to increase flow to low lying areas.
Eskom RDP houses Additional transformer/ electrical supply.
Health Toilets Upgrading of the abattoir at the depot.
Education Electricity Speed humps on Oliphant’s street priority is listed in previous year IDP but not
Public works Speed humps yet implemented).
Sport and recreation Foot bridges Clarity that skips, trucks and operational budget have been approved for the
Community facilities Bus shelters new waste transit-station.
Safety and security High mast lights
Human settlements
Ward 08
Statistics per ward ( total population vs no of HH) TP- 13903 HH- 3090
Priorities/ problem statement Steenbok
206
Water Water there’s a lot of illegal connections to the bulk line propose steel pipe
Sanitation Tared road and maintenance of R2949/ D2950
Roads and storm water Community hall
Waste management Pension pay point
Eskom Speed humps next to schools
Health Job opportunities
Education Re-gravelling of streets (backfilling & stamping)
Public works Maintenance of potholes
Sport and recreation There’s leakage to the water tanker propose maintenance or steel tank
Community facilities Propose smart metering
Safety and security Propose boreholes & wind mill for farmers cattle
Human settlements TLB at cemeteries
Clinic 24 hrs.
Electrification at Ebuhleni
RDP houses
VIP toilets
Combine school
High crime rate- propose mobile police station
Ward 09
Statistics per ward ( total population vs no of HH) TP- 13676 HH- 3522
Priorities/ problem statement Tonga view Part of Mangweni
207
Water Community hall Water reticulation
Sanitation Secondary school Electricity
Roads and storm water Construction of ring road Ring road to the main road to steenbok
Waste management Electricity RDP
Eskom Library Job opportunities
Health Foot bridges Waste removal
Education Creche (ECD)
Public works Maintenance of streets
Sport and recreation Overhead bridge on the robot
Community facilities Creation of job opportunities
Safety and security Mobile clinic
Human settlements Visibility of saps
Water reticulation
Ward 10
Statistics per ward ( total population vs no of TP- 13175 HH- 3108
HH)
Priorities/ problem statement Phiva Block A
Water Old tank to be maintained Clinic- land is available
Sanitation Maintenance of streets Community hall
Roads and storm water Maintenance of sport ground Apollo *4
Waste management Recreation of job opportunities Water there’s blocked pipes
Eskom Youth centre RDP houses
Health Primary school Foot bridges
Education Clinic to be upgraded Fencing of cemeteries
Public works Electricity
Sport and recreation RDP houses
Community facilities Tarred road
Safety and security Apollo
Human settlements Library
Clearing of site for cemeteries
208
Ward 11
Statistics per ward (total population vs no of TP- 12 909 HH-2913
HH
Priorities/ problem statement Ericsville Goba Hhoyi
Water Water booster pump Water reticulation Ageing infrastructure leads to insufficient
Sanitation Ring road to be tarred Tarred road supply
Roads and storm water Community hall Clinic Tarred road
Waste management Clinic community hall Upgrading of community hall
Eskom Primary school Street lights Upgrading of clinic
Health Street lights RDP houses Library
Education RDP houses Sanitation Storm water drainage and foot bridges
Public works Street Re-gravelling Sport facilities RDP Houses
Sport and recreation Waste removal Bus shelter Sanitation
Community facilities Mobile clinic Street re-gravelling High mast lights
Safety and security Waste removal Re-gravelling of streets
Human settlements Electricity Stadium
Road and storm water drainage
Library
Mobile clinic to continue visiting Goba
Ward 12
Statistics per ward (total TP- 10 599 HH- 2154
population vs no of HH
Priorities/ problem Khombaso Mananga Tsambokhulu Mbangwane Nxabeni Mandulo
statement
Water Upgrading of water Insufficient water Tarred road Water reticulation Electricity Water
Sanitation reticulation supply Water reticulation (mzomuhle/ game new) Water reticulation
Roads and storm water Electricity (Madala Electricity Community hall Upgrading of reservoir reticulation upgrading
Waste management stand new) Secondary school Electricity Speed humps
209
Eskom Community hall RDP houses Re-gravelling of Foot bridge next to police Re-gravelling of Community
Health Ring road Sanitation streets station streets hall
Education Tarred road to Storm water Secondary school Electricity at new stands Community hall Speed humps
Public works Mananga drainage RDP houses game RDP houses Storm water
Sport and recreation Re-gravelling of streets Hall furniture Sanitation Storm water drainage Sanitation drainage
Community facilities Street light Re-gravelling of High mast lights Re-gravelling of streets Creche Re-gravelling
Safety and security Dumping site streets Clinic RDP houses Bridge to of streets
Human settlements Sport facilities Street lights Post office High mast lights Masibekela Electrification
RDP Houses Fencing of Toilets into Waste collection of HH
Sanitation cemeteries cemeteries Unemployment RDP houses
Job opportunities Fencing of substance Support for small Secondary school Toilets
High mast lights farms farmers LED projects Foot bridge
Fencing of boreholes Waste collection Job opportunities Community hall High mast
JoJo tanks for lights
borehole Secondary
High mast lights school
Tower tank Job
opportunities
Ward 13
Statistics TP-9 988 HH-1884
per ward
(total
population
vs no of HH
Priorities/ Bhaca Ndindindi Samora park Mpanganeni Debele New village Nkungwini Mbuzini Mabhidozini Ekusulukeni
problem central
statement
Water Water RDP houses Electricity Tarred road Mainten Water RDP houses Water water Tarred road
Sanitation supply Electricity Water supply ance of supply Sanitation reticulation supply RDP houses
210
Roads and Electricity (new Water Primary cemetery Electricity RDP houses RDP houses Electricity
storm for new stands) supply school @ road Access road Sanitation Electricity Water
water stands Sanitation Sanitation Ndindindi to Sanitatio (new Community Upgrading reticulation
Waste RDP houses be upgraded n stands) hall of road
manageme Sanitation Maintenance Fencing of Foot bridge
nt Re- of cemetery cemeteries Boarder
Eskom gravelling of road RDP houses post
Health cemeteries Sanitation
Education and fencing
Public
works
Sport and
recreation
Community
facilities
Safety and
security
Human
settlement
s
Ward 14
Statistics per ward ( total population TP- 10 732 HH- 2304
vs no of HH)
Priorities/ problem statement Masibekela Hlahleya/Vukuzenzele & Thailand Mthatha
Water Water ( new plant at Mthatha) Water reservoir Water reservoir
Sanitation Sport facilities Ring road Ring road
Roads and storm water Toilets Electricity Community hall
Waste management Creche Street re-gravelling Cultural village
Eskom Shopping mall RDP houses Re-gravelling of street
211
Health Co-operatives formation Toilets
Education Skills development centre Fencing of cemeteries
Public works Ring road Apollo lights
Sport and recreation Stadium (Masibekela)
Community facilities Cultural village
Safety and security Library
Human settlements Job opportunities
Water reticulation
Clinic 24 hours operation
Secondary school
ATM/ Bank at Vukuzenzele
Dropping centre
Ward 15
Statistics per ward ( total TP- 12 598 HH- 2652
population vs no of HH)
Priorities/ problem statement Mgobodzi Magudu
Water Ring road- clinic, gema, sogasa primary ends at mkhombo Clinic 24 HRS. operation
Sanitation shangane Electricity
Roads and storm water Tarred toad Mgobodzi to Magogeni Fencing of cemeteries
Waste management Side walk & V-drains Mgobodzi road Fencing of farmers plot
Eskom Phakama primary school Job opportunities
Health Fencing of cemeteries and 2 toilets RDP houses
Education Police station Toilets
Public works Fencing of farming plots Community hall
Sport and recreation Foot bridge Ring road from taxi rank to gonkontso
Community facilities Re-gravelling of streets
Safety and security
Human settlements
212
Ward 16
Statistics per ward ( total TP- 9866 HH- 2235
population vs no of HH)
Priorities/ problem statement Madadeni Sibange Magudu
Water Community hall Electricity- 120 Electricity
Sanitation RDP houses- 200 Insufficient water supply Water reticulation
Roads and storm water Re-gravelling of streets RDP houses Clinic
Waste management Electricity- 370 Secondary school to be separated Community hall
Eskom Insufficient water supply from combine school at Lona RDP Houses
Health Sanitation- 400e Sanitation Re-gravelling of streets
Education Foot bridges
Public works Sanitation
Sport and recreation Creche
Community facilities Tarred road, ring road from townland
Safety and security
Human settlements
Ward 17
Statistics per ward ( total population vs no of TP- 7367 HH- 1662
HH)
Priorities/ problem statement
Water Need for water reticulation
Sanitation Need for mobile clinic
Roads and storm water Need for extension of the clinic
Waste management Need for toilets
Eskom Need for storm water drainage
Health Need for overhead bridge
Education Need for re-gravelling of streets
Public works Need for ring road
Sport and recreation Ned for household connection
213
Community facilities Need for primary school
Safety and security Need for secondary school
Human settlements Need for RDP houses
Need for waste removal
Need for LED projects (Sasol projects, bakery and vendor stalls )
Need for community hall
Ward 18
Statistics per ward ( total population vs no of TP- 10153 HH- 2055
HH)
Priorities/ problem statement Magogeni Skoonplaas
Water Water reservoir, booster pump, Water insufficient supply, provision of water reservoir
Sanitation water reticulation, at new village RDP houses
Roads and storm water RDP houses Community hall
Waste management Community hall Job opportunities
Eskom Job opportunities Sanitation
Health Sanitation Secondary school
Education Tarred road to the secondary school and to the cemeteries
Public works
Sport and recreation
Community facilities
Safety and security
Human settlements
Ward 19
Statistics per ward ( total TP- 8834 HH- 1917
population vs no of HH)
Priorities/ problem Mzinti Ntunda Sikhwahlane
statement
Water Need for catchment dams Need for water supply (emkhunjini) Need for water tower
Sanitation Need for speed humps Need for rehabilitation of tarred road Need for water tankers
214
Roads and storm water Need for foot bridge Need for job opportunities Need for ring road
Waste management Need for ring road Need for community hall Need for community hall
Eskom Need for repairing of tarred road Need for RDP houses Need for job opportunities
Health Need for storm water drainage Need for bus shelters Need for RDP houses
Education Need for fencing of grazing land Need for re-gravelling of streets
Public works Need for clinic to operate 24 hours
Sport and recreation
Community facilities
Safety and security
Human settlements
Ward 20
Statistics per ward ( total population TP- 15 594 HH- 4161
vs no of HH)
Priorities/ problem statement Mzinti Part of Mdladla
Water Pedestrian crossing Clinic
Sanitation Waste removal Community hall
Roads and storm water Insufficient water supply Rehabilitation of roads
Waste management Clinic 24 HRS. operation Job opportunities
Eskom Job opportunities (fairness when employing) RDP houses
Health High mast lights Toilets
Education Community hall Electricity
Public works Ring road Speed humps
Sport and recreation RDP houses Foot bridges
Community facilities Equally distribution of water from municipal official Bus shelters
Safety and security Re-gravelling of streets High mast lights
Human settlements
215
Ward 21
Statistics per ward ( total population vs no of HH) TP- 15 224 HH- 4191
Priorities/ problem statement Phosaville Phosaville XT2
Water Water reticulation and reservoir Need for water supply
Sanitation Electricity Re-graveling of streets
Roads and storm water 7 speed humps Need for footbridges
Waste management Clinic 24 HRS. need for high mast lights
Eskom Road and storm water drainage need for community hall
Health Waste removal need for shopping centre
Education Community hall need for youth centre
Public works Library need for Library
Sport and recreation Streetlights need for fencing of cemeteries
Community facilities Secondary school need for creche
Safety and security Youth centre need for speed humps
Human settlements Dam fencing
RDP houses
Fencing of cemeteries
Street re-gravelling
216
Ward 22
Statistics per ward ( total population vs no of TP- 11 826 HH- 3048
HH)
Priorities/ problem statement Kamhlushwa Mzinti Mahhushe
Water Wants to pay municipal services Restoration of pipes & booster pump next to training centre
Sanitation Metering system & 24 hours water Insufficient water supply-water reticulation to new extension
Roads and storm water supply Reservoir to be placed at royal super market
Waste management Re-gravelling of streets, speed humps Job opportunities
Eskom to tarred road and paved road Electricity
Health Storm water drainage Re-gravelling of streets
Education Pavement Open a bus route behind Langeni to be tarred road
Public works Foot bridge Foot bridge-8
Sport and recreation Expansion of the clinic & to be 24 HRS. Primary school
Community facilities Upgrading of high mast lights Renovation of Mahhushe & to be provided with science facilities
Safety and security Installation of high mast lights to old Drop in centre (welfare)
Human settlements cemeteries at east gate High mast lights
Completion of renovation of pavilion & Waste collection
dressing room for Kamhlushwa stadium RDP houses
Need for rubberized material Toilets
Re-fixing of old cemeteries Community hall
Re-placement of old gate at the Mobile clinic & clinic to operate 24HRS.
cemeteries Market stalls
Construction of 2 toilets & installation
of JoJo tanks
Waste removal
Sanitation/ toilets
217
Ward 23
Statistics per ward ( total population vs no of HH) TP- 7811 HH- 1617
Priorities/ problem statement Boschfontein
Water Insufficient water supply
Sanitation Foot bridge
Roads and storm water Electricity
Waste management RDP houses
Eskom Job opportunities
Health Sanitation
Education Speed humps
Public works Fencing of cemeteries
Sport and recreation
Community facilities
Safety and security
Human settlements
Ward 24
Statistics per ward ( total TP- 11 885 HH- 2685
population vs no of HH)
Priorities/ problem statement Aniva Bongane Nhlabaville
Water Primary school Insufficient water supply Insufficient water supply
Sanitation Water reservoir Foot bridge Need for re-gravelling of streets
Roads and storm water Foot bridge Sanitation Need for vehicle bridge
Waste management Clinic 24 HRS. RDP houses Sanitation- VIP Toilets
Eskom Community hall Clinic 24 HRS. RDP Houses
218
Health ring road to be tarred road Job opportunities Job opportunities
Education youth centre Upgrading of Mlumati bridge Clinic- 24 HRS.
Public works job opportunities Library
Sport and recreation Electricity Pension pay point/youth
Community facilities Upgrading of Mlumati bridge Need for sport facilities
Safety and security Upgrading of Mlumati bridge
Human settlements
Ward 25
Statistics per ward TP- 8564 HH- 2685
( total population
vs no of HH)
Priorities/ problem Bhekisisa Teka Lusaka Thembisa Gomora sIdzakaneni Sbokeng Mountain view
statement
Water There’s There’s no There’s There’s Water There’s Water No infrastructure
Sanitation infrastructure infrastructure water infrastructure reticulation infrastructure reticulation Re-gravelling of
Roads and storm but it is Ring road reticulation but there’s no Foot bridge but there’s no No water streets
water ageing Re-graveling of but there’s water Re-gravelling pressure supply \high mast lights
Waste Foot bridge streets no supply of Water of streets Re-gravelling of Re-gravelling Toilets
management Re-gravelling High mast water reticulation High mast streets of streets RDP
Eskom of street lights Re-gravelling Community hall lights High mast Re-gravelling Electricity
Health High mast Toilets of streets Sport Toilets lights of streets
Education lights RDP High mast centre(netball, RDP Toilets Combine
Public works Toilets Electricity lights soccer & tennis) Electricity RDP school
Sport and RDP Toilets Re-gravelling of Electricity High mast
recreation Electricity RDP streets lights
Community Electricity High mast lights Toilets
facilities Toilets RDP
Safety and security RDP Electricity
Human Electricity
settlements
219
Ward 26
Statistics per ward ( total population vs no of TP- 6371 HH- 1434
HH)
Priorities/ problem statement Driekoppies A Driekoppies B (Sifundzekhaya)
Water Repairing of pipes and water Repairing of pipes
Sanitation reticulation Tarred road
Roads and storm water High mast lights RDP
Waste management Re-gravelling of streets Sanitation
Eskom RDP houses Job opportunities
Health Waste removal Centre for old age library maintenance of Mlumati bridge
Education Bus shelters Street lights
Public works Storm water drainage Foot bridges- 4
Sport and recreation Need for clinic Re-gravelling of streets
Community facilities Community hall Office to issue proof of residence-local
Safety and security
Human settlements
Ward 27
Statistics per ward (total TP- 11 486 HH- 2820
population vs no of HH
Priorities/ problem statement Schoemansdal A Schoemansdal B Bongukuhle Schoemansdal E Schoemansdal D
Water RDP houses RDP houses Clinic Water reticulation
Sanitation Insufficient water supply Insufficient water supply Water reticulation RDP houses
Roads and storm water Skills development centre Tarred road to graveyard RDP Need for paving and vehicle bridge
Waste management Sanitation skills development Tarred road Skills development
Eskom High mast lights- 5 High mast lights Vehicle bridge High mast lights
Health Sanitation Skills development Sanitation
Education High mast lights School
Public works
220
Sport and recreation
Community facilities
Safety and security
Human settlements
Ward 28
Statistics per ward TP- 6163 HH- 1230
(total population vs no
of HH
Priorities/ problem Old Schoemansdal Qedumona section Zithulele section Ndlabeyisola Phigogo section
statement
Water Storm water drainage Insufficient water supply Water reticulation Insufficient water Water reticulation &
Sanitation Re-gravelling of streets Water reticulation Re-gravelling of streets supply booster pump
Roads and storm water RDP houses Bus route- re-gravelling Mobile police station Re-gravelling of bus Vehicle bridge
Waste management VIP toilets of street Electricity route and streets Re-gravelling of streets
Eskom Skills development ‘job Skills development Skills development Electricity Mobile clinic or current
Health opportunities Job opportunities Job opportunities RDP houses clinic to operate 24
Education Library RDP houses Public park Skills development HRS.
Public works Stadium VIP toilets RDP houses Job opportunities RDP houses
Sport and recreation Multipurpose centre VIP toilets VIP toilets
Community facilities Street lights Electricity
Safety and security Need for high mast lights Multipurpose centre
Human settlements (Apollo) Skills development
Renovation and upgrading of
clinic- 24 HRS.
Water tank to old police
station
Renovation of Buffelspruit
reservoir
221
Maintenance of Shongwe
hospital road
Renovation of water tanks-
Tambayi and Shongwe
Ward 29
Statistics per ward ( total population TP- 10 647 HH- 3078
vs no of HH)
Priorities/ problem statement Buffelspruit Hectorspruit
Water Community hall Water insufficient supply
Sanitation Library Job opportunities
Roads and storm water High mast lights Re-gravelling of streets
Waste management Speed humps (R540) next to schools Waste removal
Eskom Job opportunities Water tankers to carry on providing water as promised
Health Electricity Police station to re-open and operate
Education Fencing of cemeteries Primary school
Public works RDP houses Secondary school
Sport and recreation Sanitation (toilets) Community hall
Community facilities Foot bridges (8) Clinic 24 Hrs. operation
Safety and security Stadium Youth development centre
Human settlements mall/ plaza
Sport ground
Electricity (70 HH)
High mast lights
Library
Fencing of cemeteries
222
Ward 30
Statistics per ward TP- 15 153 HH- 5061
(total population vs no
of HH
Priorities/ problem Mhlathi Green stone Tonate Kudu Louisville
statement
Water Municipality to Issues of land Issues of land Land issue Issues of land
Sanitation purchase land Insufficient water Insufficient water Insufficient water Water reticulation
Roads and storm Job opportunities supply supply supply High mast lights
water Insufficient water Job opportunities Job opportunities Electricity Fencing of graveyard
Waste management supply Job opportunities Waste removal
Eskom Day care centre Clinic 24HRS.
Health Mobile clinic Re-gravelling of streets
Education Re-gravelling of streets Job opportunities
Public works Boulders Kaapmuiden Stentor Siyathuthuka Malelane
Sport and recreation Bulk water Upgrade
Community facilities Electricity Sanitation Sanitation insufficient Hawkers stalls next to tower (FNB)
Safety and security Insufficient water Insufficient water water supply Need for sewer upgrade
Human settlements supply supply Job opportunities EXT 21 package plant
Skip bins Electricity Day care centre Illegal taxi operators
Job opportunities Street light Home based care Access control to fish eagle park (no
Tarred road High mast lights Hospital control)
Re-gravelling of Job opportunities Rehabilitation of suice marula park street/ waterbuck street
streets Overhead bridge room requires speed humps.
Community hall Job opportunities Factory street requires street lights
Road maintenance Construction of Mgwenya water weir in
Malalane
Upgrading of Malelane primary school
Buffelstreet- traffic jam ( robot from pick n
pay)
223
Clinic Upgrading of Mhlathi school (EXT 21)
Insufficient water Truck stop
supply Cleanliness of town (unoccupied stands)
Job opportunities billing of owners
Electricity Rhino street taxis, prostitutes, cleanliness
Day care centre Upgrading of clinic, Saturday and Sunday
not open, evening not open- ambulance to
be around the area (Malelane)
Creche from DOE
Kobwa Park upgrading/ revamp
Municipality to participate in CPF
Transnet to investigate Kaapmuiden
unused footbridges to relocate it to IDP
Surfacing of road in Mhlathi kop
(Suikerland)
224
Ward 31
Statistics per ward ( total population vs no of TP- 7739 HH- 2871
HH)
Priorities/ problem statement Middelplaas Schulzendal
Water Leakage & insufficient supply into the tank Water reticulation
Sanitation Clinic 24 HRS. Clinic
Roads and storm water Street light-3 Community hall
Waste management Re-gravelling of streets Foot bridge
Eskom Job opportunities Primary school
Health Community hall High mast lights
Education RDP houses-1000 Bus shelters
Public works Ring road, access road to be tarred road Primary school
Sport and recreation Foot bridge-3 Fencing of cemeteries
Community facilities Electricity- 1000 HH Booster pump
Safety and security Funding for corporative & assistant in selling their products Job opportunities
Human settlements Fencing of cemeteries
Primary school- land is available
Ward 32
Statistics per ward (total TP- 10111 HH- 2277
population vs no of HH
Priorities/ problem Phigogo Mathangeni Zone 10 (Mathuneni) Makhwelintaba
statement
Water Water reservoir Water reservoir Water reservoir w water reservoir
Sanitation Mobile clinic High mast lights Mobile clinic high mast lights
Roads and storm water High mast lights Ring road- in High mast lights Ring road- in progress
Waste management Ring road- in progress progress Ring road- in progress RDP houses
Eskom Shopping complex RDP houses RDP houses Sanitation
Health Library Sanitation Sanitation Mobile police station
225
Education Multipurpose centre Mobile police Mobile police station Waste removal
Public works RDP houses station Waste removal Provision of skip bins
Sport and recreation Sanitation Waste removal Provision of skip bins
Community facilities Mobile police station Provision of skip
Safety and security Waste removal bins
Human settlements Provision of skip bins
Ward 33
Statistics per ward (total TP- 13 106 HH- 2871
population vs no of HH
Priorities/ problem statement Kamandoza Kamasimini Ncephezane Ekuphumuleni Ntpkozweni
Water Tarred road Re-gravelling of Re-gravelling of Re-gravelling of Water tanker
Sanitation Re-gravelling of streets streets streets streets Clinic 24 HRS.
Roads and storm water Foot bridge Insufficient water Foot bridge- access Mobile clinic RDP
Waste management Mobile clinic supply road to the clinic Electricity Sanitation
Eskom RDP Houses High mast lights RDP Water reticulation Library
Health Water reticulation Grading & re- Foot bridges Grading & re- High mast lights
Education High mast lights gravelling of street High mast lights gravelling of
Public works Foot bridge streets
Sport and recreation Primary school High mast lights
Community facilities Speed humps
Safety and security Road marking
Human settlements Robots (Matsamo
plaza)
226
6.1. THE FOLLOWING ARE THE COMMUNITY PRIORITIES AS WELL AS PROBLEM STATEMENTS.
BASIC SERVICES PRIORITIES PROBLEM STATEMENT
Water Bulk supply This is mainly attributed to the ever increasing number of households, of which the current bulk supplies are unable to
cope with water demand.
Reservoir Reservoirs in the identified areas are either ageing and need refurbishment or non-existent and need construction. In other
instances they are there but too small to meet the water demand they supply.
Booster pump The identified areas have the water infrastructure readily available, but due to the layout of such areas water supply cannot
reach all households as a result of low pressure in elevated areas.
Reticulation Some of the identified areas experience ageing reticulation infrastructure as a result of poor quality pipes which were
installed ages ago, e.g. asbestos pipes. There is a need to replace such pipes. In other cases there are new extensions in
the existing areas where network pipes have not been installed.
24 hours water The identified areas do have water but have to be shared with other neighbouring areas and this calls for the supply to be
supply distributed equally at different times. This is used as control measure as these areas do not pay for water services, which
results in the misuse of water.
Boreholes Some areas do have boreholes which do not provide water because they are not maintained. The ever increasing water
demand exceeds the supply by the boreholes.
Purification These areas receive water direct from the river which is only chlorinated and cannot be used especially during rainy seasons
as a result of poor quality.
Repairing of The identified areas require the rehabilitation of the existing water infrastructure which is no more able to supply water.
infrastructure Some of these areas experience severe water linkages due to the infrastructure which is damaged and require repairing or
replacement.
Roads and Storm Tarring Though most of the areas in Nkomazi have access to roads, some areas still need bus roads, tarring of streets and road
water which connect them to other areas.
Re-Gravelling Due to the number of kilometres which need to be tarred in Nkomazi, it is currently not possible to cover all these areas.
Re-gravelling of streets becomes an alternative, however it is still not possible to re-gravel all the streets which have not
been gravelled before or all those that need to be gravelled because they are in bad condition.
Footbridges Some villages experience challenges in connection with community facilities and neighbouring areas which cannot be
and access accessed during rainy seasons.
roads
227
Vehicle bridges Other areas which are within close proximity cannot be accessed as a result of unsafe links with those areas and have to
travel long distances which can be shortened by constructing bridges
Storm water Most of the roads that were constructed some time ago did not make provision for storm water drainage, which reduces
drainage the quality of the roads; some of the roads direct water to the nearby households which cause damage to the houses
during rainy seasons
Repairing of Most of the roads in the area are not being repaired and tend to wear easily and cannot be used by the general public and
roads even pose danger to the road users
Electricity New Electricity bulk infrastructure has become a challenge in some section of Nkomazi Municipal area. The existing bulk
infrastructure infrastructure is unable to cope with the high demand for electricity which results in power interruptions and low voltage.
Due to the ever increasing unplanned new households bulk infrastructure become a challenge, as these new households
necessitate the upgrading of the existing infrastructure.
House In other instances electricity infrastructure is available but there is a need for house connections. In other existing
connections establishments households within electrified existing areas requires infields.
Solar energy Due to the poverty levels in these areas where households members do not have any source of income paying for electricity
become a challenge, this therefore calls for the use of solar energy as the most affordable source.
High mass and The listed areas require the installation of high mast lights and street lights as a result of high crime levels experienced at
streets lights night, some of the people living in these areas are commuters. They live for work very early in the morning and come back
late at night as a result they are being marked on their way to and from work
Sanitation Sewer The current sewer infrastructure in areas such as Koomatipoort do not meet the ever increasing number of households
which result in overflows. Some of these areas have high densely populated households which require the use of sewer
system than pit latrines which tend to overflow within a short space of time and become a health hazard to the household
within close proximity.
Pit Latrines These areas in the municipality are experiencing sanitation backlogs in the form of pit latrines. The sanitation backlog in
Nkomazi stands at 56 717. In some other areas communities are still using the unhygienic form of sanitation.
VIP toilets Some of the households in these areas do not have toilet facilities; there is a need to provide infields as a form of
eradication of sanitation backlog.
Health and Social Clinics The identified areas do not have health care facilities within close proximity; they are forced to walk/travel over long
Services distances to access such facilities. Some people in these areas even loose lives because they cannot afford transport costs
to the nearby clinics or hospitals.
228
Mobile clinics Some of the listed areas are serviced by mobile clinics which visits these areas on specific days. This also causes a problem
because some people may require medical attention when the mobile clinics are not there. Some of these areas need
mobile clinics because of the distance to the nearby health facilities.
Additional Staff Due to the big numbers of patients visiting the health facilities, the current staff does not cope which such big numbers
and this lead to poor or low service
24 hours The identified health care facilities operate within a limited number of hours of the day and cannot be accessed after hours.
service Any person who needs medical attention after hours has to be transported to the nearby facilities for medical attention.
Those who cannot afford transport are left helpless.
Crèches The identified areas do not have access to crèches or child care facilities and this poses a challenge to parents who cannot
afford transport costs to the nearby facilities. Such children are deprived the opportunity of accessing early childhood
education.
HIV/AIDS Most of the areas in Nkomazi have community members who volunteer to provide assistance in giving care to sick
centres members of community. Home base care facilities remain a challenge in these areas as the care givers do not have a decent
place to store or care equipment’s and care for patients.
Home based No community facility
care
Housing and Land RDP Houses The identified areas are experiencing housing shortages as a result of housing backlog within the municipal area. Housing
ownership units have been allocated to these areas in the past and could not meet housing demand. There is a need to provide
additional houses to these areas in order to close the housing backlog.
Renovation Some of the RDP houses in these areas do not meet basic standards for housing. This is due to poor workmanship which
results in cracks and other housing related problems there is a need for the department of human settlement to intervene.
Formalization Due to the nature of the housing settlements in these areas, land allocation is the primary responsibility of the traditional
authorities. These results in the areas not formalized and make it difficult for people to acquire title deeds and for the
municipality to rollout services, as there is no proper planning in the establishment of these townships.
Community facilities Community The identified areas either do not have community halls or some do have but cannot access them due to various reasons.
halls This requires an intervention in the construction, renovation and easily of access to these facilities as they are community
facilities. Some of the areas do have community halls but the problem is people have to walk over long distances to access
halls.
Libraries Very few areas in Nkomazi have access to libraries. There is a huge backlog in the provision of community libraries.
229
Recreation The identified areas do not have recreational facilities. The problem is that they are not maintained. Some of those who
facilities, have require renovation or upgrading.
Sports facilities
Post offices Some of the identified areas do have post offices but the available post office does not accommodate the huge number of
households. This requires an intervention of adding more post offices in these areas. The services that are available in the
stations are limited and as such people have to travel over long distances to access the unavailable service.
Pension pay- These communities experience problems during pension pay dates as there are no shelters against the son or rain. Other
out points pensioners even lose their lives due to long queues and excessive heat.
Multi-purpose The areas identified have no access or do not have multipurpose centres as a result they are deprived the opportunity to
centres engage in various community activities which can be effectively be accommodated in the multipurpose centre
Cemeteries The identified areas need the installation of water taps or water tanks in the cemeteries for the communities to use when
they are in the cemeteries.
These areas do not have toilets in the cemeteries and becomes problematic when people are burring their loved ones and
have to either use the bush or leave the funeral services before time.
Fencing of Graves and tombstones are being destroyed by livestock as there is no fence to protect them. There is a need to fence
cemeteries these areas for access control by both human beings and animals.
The identified areas experience challenges to access cemeteries as a result of bad roads.
The following areas need land to establish new grave yards.
The following areas need electrical points in their graveyards in order to use equipment and machinery.
Due to the high number of deaths the area and the soil types of the area it becomes difficult for the members of the
community to dig grave, and therefore require the TLB for such purpose.
Transportation Public The identified areas have a serious problem with public transport as they have to walk over long distances to access public
transport transport. There is a need to intervene and ensure that public transport is accessible to them and can be found within close
[Bus& Taxis] proximity.
Bus shelters Some of the identified areas do have shelters, but they are limited. People that use public transport cannot stand against
stressing environment especially during bad weather conditions so there is need to add more shelters in these areas.
Taxi ranks The following areas have identified taxi ranks as their priority areas. This is due to the fact that a taxi rank provides transport
to different destinations without having to connect in other areas.
230
Overhead Congestion is mainly a problem as a result of shortage of road space, and lack of such facilities to satisfy the needs of
bridge passengers and travellers. The problem not just remains the same but also increases other external problems such as
"accidents, noise annoyance and environmental pollution, which all together contribute to an excessive social pressure.
Overhead bridges will also assists in averting accidents to pedestrians as they normally compete for space with vehicles.
Signage No signage and inadequate signage for tourists. No drawings such as pedestrian crossing Stops etcetera
Speed humps High speed driving in these areas have resulted in many fatalities in the identified areas, this necessitates the construction
of speed humps to assist in the reduction of accidents caused by speeding vehicles.
Education Primary Some of the areas identified do have primary schools but there is a problem of overcrowding whereas some of them do
schools not have primary schools within close proximity and children have to walk over long distances.
Secondary Most of these areas do have secondary schools but overcrowding remains a challenge, therefore there is a need to upgrade
schools the existing schools or to construct new schools to accommodate the learners. Some of the areas do not have secondary
schools and need construction of new schools.
Scholar Peoples from these areas have to walk over long distances to the nearby schools which affects their education as there are
transport no schools within close proximity of the areas where they live, therefore there is a need to provide scholar transport for
[primary] them
Administration Some of the schools do have administration blocks but are in a state which require attention and some do not have school
blocks admin blocks at all
Renovations of The following schools are experiencing ageing infrastructure as they were built years ago, and are no more providing safe
schools environment for learning and teaching.
School Some of the schools have furniture which is not enough for all kids and require additional furniture.
furniture
Waste management Trucks for Waste removal in these areas is very minimal and to an extent none existence, there is a need to expand the service.
/removal Waste removal
Dumping sites There is a long distance between these areas and the land fill sites, provision has to be made for transfer stations so that
there can be waste disposal control.
Recycle centres These areas have recycle centres but are not fully utilised due to their poor conditions.
Dust bins These areas need dust bins to assist in the collection and control of waste.
Safety and security Satellite police These areas are experiencing high crime levels while they are far from the police stations and the response from the police
stations usually comes after the criminals have flatted the area. These communities either need a police station or a satellite police
station for prompt response when there is a crime reported in the areas.
231
Police station This police station is fairly small and needs upgrading in terms of human resources and infrastructure as is services quite a
number of communities.
Fire stations These areas are far from the Nkomazi fire stations where in terms of response it takes a while for the fire rescue
department to act and combat the fire before it causes major damage.
Police officers This is a nature conservation residential area or holiday township which attracts criminals and poachers, therefore there
is an influx of criminals to the area, and there is a need for police visibility and additional rangers.
SAPS and CPF Policing forum structure in these areas need to be strengthened as some are in active and in other instances have collapsed.
patrol Police visibility is also a challenge which gives criminals a free role to torment these communities.
Parking space This police station is experiencing a serious parking problem for the public vehicles as it is found within the residential area
of Malelane where there is no parking space.
LED Job These areas experience high unemployment rate as a result of lack of job opportunities which results in high levels of
opportunities poverty. There is a need to enable the environment in developing local economy in these areas.
Shopping These areas are far from the main shopping complexes in the municipal area. Therefore are in need of shopping complexes
complexes which are within close location.
Market stalls/ These communities have a potential to produce or manufacture goods which can be sold to the general public and alleviate
Vendor stalls poverty. Due to the lack of market stall and vendor stalls there is no space to sell their products. T
Skills The following areas require skill development and training in a number of market related fields which can assists in job
development creation and alleviating poverty by creating employment to the communities.
and training
Farming No or insufficient communal land for farming or grazing and no fencing. Dams, funding, projects , equipment
projects
232
Live interactive maps of the IDP community needs are in this
link: https://arcg.is/111C80
Orlando
Komatipoort
Hectospruit
Mbekisburg Dindela1
Mjejane
Mozambique
Montevista Ex 14
Ex 6
FishEagle
Ex 21
Malelane
Ex 13 Ex 1
Mkhwarukhwaru Ex 30 Ex 9
29
Kaapmuiden
Stentor
30
Phosaville
21 Phiva Mashekesheni
33
Ema RDP Phakama
Hospital View Mahushe BannyMlangwane
Driekoppies-A Thembisa Lusaka Teka
4
Mzinti
Tonga Village Block A5
Driekoppies-B Imbongozi
Khulubuse Old Schoemansdal Mkhunjini Tonga D Block A4
9
BuhleBuyeza Pigogo
2
Inqopha MiddelPlaas Aniva
32 Makwelintaba
28
Nduna Mkhabela
Buyani Ntunda
MambaSkobho
Thulani
Khosovo
23
Townland1 Mbangave Bhodlindlala
Mhlunyane Indlovini
17
Skoonplaas
Sikwahlane
Magogeni
18 Nkubuhlu
11
King Hoyi_2
Ericsville
Madadeni Emkhatsini
Phola Goba
Edradini
15
Townland
Phakama1
16 Hlahleya Mandulo
Mbangwane
Sibange
Mgobode
Sbandvula
Khombaso
Magudu Matsetse
Durban
Swaz 14 Mthatha/Newvillage
iland
Ndindindi
12 Mabundzeni
Bhaca
0 2 4 8 12 16 13
Kilometers
Newvillage
.
Mbuzini
EHLANZENI DISTRICT
NKOMAZI COMMUNITY
DRAWN: NKomazi Municipality,
GIS Unit
WATER NEEDS
ge Local Munic
ipality
Mozambique
ty
ali
TEL:
u nic
a lM
oc
uL
GIS Division
e
hw
aC
ab
Th
m
be
la
Department: Planning & Development
Nkomazi Local Municipality
bo
Orlando
Komatipoort
Hectospruit
Mbekisburg Dindela1
Mjejane
Mozambique
Montevista Ex 14
FishEagle
Ex 21
Malelane
Ex 13 Ex 1
Mkhwarukhwaru Ex 30 Ex 9
29
Kaapmuiden
Stentor
30
Phosaville
21 Phiva Mashekesheni
33
Ema RDP Phakama BannyMlangwane
Mahushe
3
Hospital View
Driekoppies-A Thembisa Lusaka Teka
4
Mzinti
Tonga Village Block A5
Driekoppies-B Imbongozi
Khulubuse Old Schoemansdal Mkhunjini Tonga D Block A4
Sibukeng
Zone 10 and 11 Bongane Nhlabaville
MountainView1
BuhleBuyeza Pigogo
Inqopha MiddelPlaas Aniva 9 2
32 Makwelintaba
28
Nduna Mkhabela
Buyani Ntunda
MambaSkobho
Khosovo Thulani
23
Townland1 Mbangave Bhodlindlala
Mhlunyane Indlovini
17
Skoonplaas
Sikwahlane
Magogeni
18 Nkubuhlu
11
King Hoyi_2
Ericsville
Madadeni Emkhatsini
Goba
Phola
Edradini
15
Townland
Phakama1
16 Hlahleya
Mandulo
Mbangwane
Sibange
Mgobode
Sbandvula
Khombaso
Magudu Matsetse
Durban
Swaz 14 Mthatha/Newvillage
iland Ndindindi
12 Mabundzeni
Bhaca
0 2 4 8 12 16 13
Kilometers
Newvillage
Mbuzini
.
Coordinate System: Transverse Mercator Thambokhulu
Mananga
EHLANZENI DISTRICT
NKOMAZI COMMUNITY
DRAWN: NKomazi Municipality,
GIS Unit
FACILITY NEEDS
ge Local Munic
ipality
Mozambique
ty
ali
TEL:
u nic
a lM
oc
uL
GIS Division
e
hw
aC
ab
Th
m
be
la
Department: Planning & Development
Nkomazi Local Municipality
bo
Build Clinic
Mozambique
Null Data
Null Data
Null Data Null Data
29
Build Clinic
Build Clinic
30
Clinic to operate 24 hrs Upgrade Infrastructure & Operate 24hrs Null Data 1
10 Null Data Mobile clinic
4
Build Clinic Null Data Null Data Null Data
27 22
Mobile clinic
24
Null Data
Clinic to operate 24 hrs
Mobile clinic
33 26 Null Data Null Data Null Data
Build Clinic
Null Data
Null Data
Null Data Null Data Null Data
Null Data Null Data
Null Data Upgrade Infrastructure & Operate 24hrs Null Data
Null Data Null Data Null Data Clinic to operate 24 hrs
Upgrade Infrastructure & Operate 24hrs Mobile clinic New Clinic and mobile clinic for pro term
Build Clinic Clinic to operate 24 hrs Null Data Mobile clinic
Mobile clinic
Clinic to operate 24 hrs
Null Data
Null Data 3
Clinic to operate 24 hrs Null Data
9
Mobile clinic
Null Data
Null Data
28
Renovate Clinic Build Clinic
2
32 Null Data
Clinic to operate 24 hrs
Null Data Null Data
17
Build Clinic
Null Data
Upgrade Infrastructure
18 New Clinic and mobile clinic for pro term
Township establishment
New Clinic and mobile clinic for pro term
Null Data New Clinic and mobile clinic for pro term
11
New Clinic and mobile clinic for pro term
New Clinic and mobile clinic for pro term
New Clinic and mobile clinic for pro term
15
Null Data
Null Data
16 Null Data
Build Clinic
Null Data
Null Data
Null Data
Null Data
Build Clinic
Null Data Null Data
0 2 4 8 12 16 13
Kilometers
Null Data
Null Data
.
Coordinate System: Transverse Mercator Build Clinic
EHLANZENI DISTRICT
NKOMAZI COMMUNITY
DRAWN: NKomazi Municipality,
GIS Unit
HEALTH NEEDS
ge Local Munic
ipality
Mozambique
ty
ali
TEL:
u nic
a lM
oc
uL
GIS Division
e
hw
aC
ab
Th
m
be
la
Department: Planning & Development
Nkomazi Local Municipality
bo
Marlothpark
Orlando
Komatipoort
Hectospruit
Mbekisburg Dindela1
Mjejane
Mozambique
Montevista Ex 14
FishEagle
Ex 21
Malelane
Ex 13 Ex 1
Mkhwarukhwaru Ex 30 Ex 9
29
Kaapmuiden
Stentor
30
Phosaville
21 Phiva Mashekesheni
33
Ema RDP Phakama BannyMlangwane
Mahushe
3
Hospital View Teka
Driekoppies-A
4
Thembisa Lusaka Mzinti
Tonga Village Block A5
Driekoppies-B Imbongozi
Khulubuse Old Schoemansdal Mkhunjini Tonga D Block A4
Sibukeng
Zone 10 and 11 Bongane Nhlabaville
MountainView1
BuhleBuyeza Pigogo
Inqopha MiddelPlaas Aniva 9 2
32 Makwelintaba
28
Nduna Mkhabela
Buyani Ntunda
MambaSkobho
Khosovo Thulani
23
Townland1 Mbangave Bhodlindlala
Mhlunyane Indlovini
17
Skoonplaas
Sikwahlane
Magogeni
18 Nkubuhlu
11
King Hoyi_2
Ericsville
Madadeni Emkhatsini
Phola Goba
Edradini
15
Townland
Phakama1
16 Hlahleya
Mandulo
Mbangwane
Sibange
Mgobode
Sbandvula
Khombaso
Magudu Matsetse
Durban
Swaz 14 Mthatha/Newvillage
iland Ndindindi
12 Mabundzeni
Bhaca
0 2 4 8 12 16 13
Newvillage
Kilometers Mbuzini
.
Coordinate System: Transverse Mercator Thambokhulu
Mananga
EHLANZENI DISTRICT
NKOMAZI COMMUNITY
DRAWN: NKomazi Municipality,
GIS Unit
ty
ali
TEL:
u nic
a lM
oc
uL
GIS Division
e
hw
aC
ab
Th
m
be
la
Department: Planning & Development
Nkomazi Local Municipality
bo
Marlothpark
Orlando
Komatipoort
Hectospruit
Mbekisburg Dindela1
Mjejane
Mozambique
Montevista Ex 14
FishEagle
Ex 21
Malelane
Ex 13 Ex 1
Mkhwarukhwaru Ex 30 Ex 9
29
Kaapmuiden
Stentor
30
Phosaville
21 Phiva Mashekesheni
33
Ema RDP Phakama BannyMlangwane
Mahushe
3
Hospital View Teka
Driekoppies-A
4
Thembisa Lusaka Mzinti
Tonga Village Block A5
Driekoppies-B Imbongozi
Khulubuse Old Schoemansdal Mkhunjini Tonga D Block A4
Sibukeng
Zone 10 and 11 Bongane Nhlabaville
MountainView1
BuhleBuyeza Pigogo
Inqopha MiddelPlaas Aniva 9 2
32 Makwelintaba
28
Nduna Mkhabela
Buyani Ntunda
MambaSkobho
Khosovo Thulani
23
Townland1 Mbangave Bhodlindlala
Mhlunyane Indlovini
17
Skoonplaas
Sikwahlane
Magogeni
18 Nkubuhlu
11
King Hoyi_2
Ericsville
Madadeni Emkhatsini
Phola Goba
Edradini
15
Townland
Phakama1
16 Hlahleya
Mandulo
Mbangwane
Sibange
Mgobode
Sbandvula
Khombaso
Magudu Matsetse
Durban
Swaz 14 Mthatha/Newvillage
iland Ndindindi
12 Mabundzeni
Bhaca
0 2 4 8 12 16 13
Newvillage
Kilometers Mbuzini
.
Coordinate System: Transverse Mercator Thambokhulu
Mananga
EHLANZENI DISTRICT
NKOMAZI COMMUNITY
DRAWN: NKomazi Municipality,
GIS Unit
SANITATION NEEDS
ge Local Munic
ipality
Mozambique
ty
ali
TEL:
u nic
a lM
oc
uL
GIS Division
e
hw
aC
ab
Th
m
be
la
Department: Planning & Development
Nkomazi Local Municipality
bo
Orlando
Komatipoort
Hectospruit
Mbekisburg Dindela1
Mjejane
Mozambique
Montevista Ex 14
FishEagle
Ex 21
Malelane
Ex 13 Ex 1
Mkhwarukhwaru Ex 30 Ex 9
29
Kaapmuiden
Stentor
30
Phosaville
21 Phiva Mashekesheni
33
Ema RDP Phakama BannyMlangwane
Mahushe
3
Hospital View
Driekoppies-A Thembisa Lusaka Teka
4
Mzinti
Tonga Village Block A5
Driekoppies-B Imbongozi
Khulubuse Old Schoemansdal Mkhunjini Tonga D Block A4
Sibukeng
Zone 10 and 11 Bongane Nhlabaville
MountainView1
BuhleBuyeza Pigogo
Inqopha MiddelPlaas Aniva 9 2
32 Makwelintaba
28
Nduna Mkhabela
Buyani Ntunda
MambaSkobho
Khosovo Thulani
23
Townland1 Mbangave Bhodlindlala
Mhlunyane Indlovini
17
Skoonplaas
Sikwahlane
Magogeni
18 Nkubuhlu
11
King Hoyi_2
Ericsville
Madadeni Emkhatsini
Goba
Phola
Edradini
15
Townland
Phakama1
16 Hlahleya
Mandulo
Mbangwane
Sibange
Mgobode
Sbandvula
Khombaso
Magudu Matsetse
Durban
Swaz 14 Mthatha/Newvillage
iland Ndindindi
12 Mabundzeni
Bhaca
0 2 4 8 12 16 13
Kilometers
Newvillage
Mbuzini
.
Coordinate System: Transverse Mercator Thambokhulu
Mananga
NKOMAZI COMMUNITY
EHLANZENI DISTRICT
DRAWN: NKomazi Municipality,
GIS Unit
ty
ali
TEL:
u nic
DRAINAGE NEEDS
a lM
oc
uL
GIS Division
e
hw
aC
ab
Th
m
be
la
Department: Planning & Development
Nkomazi Local Municipality
bo
Marlothpark
Orlando
Komatipoort
Hectospruit
Mbekisburg Dindela1
Mjejane
Mozambique
Montevista Ex 14
FishEagle
Ex 21
Malelane
Ex 13 Ex 1
Mkhwarukhwaru Ex 30 Ex 9
29
Kaapmuiden
Stentor
30
Phosaville
21 Phiva Mashekesheni
33
Ema RDP Phakama BannyMlangwane
Mahushe
3
Hospital View
Driekoppies-A Thembisa Lusaka Teka
4
Mzinti
Tonga Village Block A5
Driekoppies-B Imbongozi
Khulubuse Old Schoemansdal Mkhunjini Tonga D Block A4
Sibukeng
Zone 10 and 11 Bongane Nhlabaville
MountainView1
BuhleBuyeza Pigogo
Inqopha MiddelPlaas Aniva 9 2
32 Makwelintaba
28
Nduna Mkhabela
Buyani Ntunda
MambaSkobho
Khosovo Thulani
23
Townland1 Mbangave Bhodlindlala
Mhlunyane Indlovini
17
Skoonplaas
Sikwahlane
Magogeni
18 Nkubuhlu
11
King Hoyi_2
Ericsville
Madadeni Emkhatsini
Goba
Phola
Edradini
15
Townland
Phakama1
16 Hlahleya
Mandulo
Mbangwane
Sibange
Mgobode
Sbandvula
Khombaso
Magudu Matsetse
Durban
Swaz 14 Mthatha/Newvillage
iland Ndindindi
12 Mabundzeni
Bhaca
0 2 4 8 12 16 13
Kilometers
Newvillage
Mbuzini
.
Coordinate System: Transverse Mercator Thambokhulu
Mananga
EHLANZENI DISTRICT
NKOMAZI COMMUNITY
DRAWN: NKomazi Municipality,
GIS Unit
ty
ali
TEL:
u nic
a lM
oc
uL
GIS Division
e
hw
aC
ab
Th
m
be
la
Department: Planning & Development
Nkomazi Local Municipality
bo
Marlothpark
Orlando
Komatipoort
Hectospruit
Mbekisburg Dindela1
Mjejane
Mozambique
Montevista Ex 14
FishEagle
Ex 21
Malelane
Ex 13 Ex 1
Mkhwarukhwaru Ex 30 Ex 9
29
Kaapmuiden
Stentor
30
Phosaville
21 Phiva Mashekesheni
33
Ema RDP Phakama BannyMlangwane
Mahushe
3
Hospital View
Driekoppies-A Thembisa Lusaka Teka
4
Mzinti
Tonga Village Block A5
Driekoppies-B Imbongozi
Khulubuse Old Schoemansdal Mkhunjini Tonga D Block A4
Sibukeng
Zone 10 and 11 Bongane Nhlabaville
MountainView1
BuhleBuyeza Pigogo
Inqopha MiddelPlaas Aniva 9 2
32 Makwelintaba
28
Nduna Mkhabela
Buyani Ntunda
MambaSkobho
Khosovo Thulani
23
Townland1 Mbangave Bhodlindlala
Mhlunyane Indlovini
17
Skoonplaas
Sikwahlane
Magogeni
18 Nkubuhlu
11
King Hoyi_2
Ericsville
Madadeni Emkhatsini
Goba
Phola
Edradini
15
Townland
Phakama1
16 Hlahleya
Mandulo
Mbangwane
Sibange
Mgobode
Sbandvula
Khombaso
Magudu Matsetse
Durban
Swaz 14 Mthatha/Newvillage
iland Ndindindi
12 Mabundzeni
Bhaca
0 2 4 8 12 16 13
Kilometers
Newvillage
Mbuzini
.
Coordinate System: Transverse Mercator Thambokhulu
Mananga
EHLANZENI DISTRICT
NKOMAZI COMMUNITY
DRAWN: NKomazi Municipality,
GIS Unit
LED NEEDS
ge Local Munic
ipality
Mozambique
ty
ali
TEL:
u nic
a lM
oc
uL
GIS Division
e
hw
aC
ab
Th
m
be
la
Department: Planning & Development
Nkomazi Local Municipality
bo
Marlothpark
Orlando
Komatipoort
Hectospruit
Mbekisburg Dindela1
Mjejane
Mozambique
Montevista Ex 14
FishEagle
Ex 21
Malelane
Ex 13 Ex 1
Mkhwarukhwaru Ex 30 Ex 9
29
Kaapmuiden
Stentor
30
Phosaville
21 Phiva Mashekesheni
33
Ema RDP Phakama BannyMlangwane
Mahushe
3
Hospital View
Driekoppies-A Thembisa Lusaka Teka
4
Mzinti
Tonga Village Block A5
Driekoppies-B Imbongozi
Khulubuse Old Schoemansdal Mkhunjini Tonga D Block A4
Sibukeng
Zone 10 and 11 Bongane Nhlabaville
MountainView1
BuhleBuyeza Pigogo
Inqopha MiddelPlaas Aniva 9 2
32 Makwelintaba
28
Nduna Mkhabela
Buyani Ntunda
MambaSkobho
Khosovo Thulani
23
Townland1 Mbangave Bhodlindlala
Mhlunyane Indlovini
17
Skoonplaas
Sikwahlane
Magogeni
18 Nkubuhlu
11
King Hoyi_2
Ericsville
Madadeni Emkhatsini
Goba
Phola
Edradini
15
Townland
Phakama1
16 Hlahleya
Mandulo
Mbangwane
Sibange
Mgobode
Sbandvula
Khombaso
Magudu Matsetse
Durban
Swaz 14 Mthatha/Newvillage
iland Ndindindi
12 Mabundzeni
Bhaca
0 2 4 8 12 16 13
Kilometers
Newvillage
Mbuzini
.
Coordinate System: Transverse Mercator Thambokhulu
Mananga
EHLANZENI DISTRICT
NKOMAZI COMMUNITY
DRAWN: NKomazi Municipality,
GIS Unit
EDUCATION NEEDS
ge Local Munic
ipality
Mozambique
ty
ali
TEL:
u nic
a lM
oc
uL
GIS Division
e
hw
aC
ab
Th
m
be
la
Department: Planning & Development
Nkomazi Local Municipality
bo
Marlothpark
Orlando
Komatipoort
Hectospruit
Mbekisburg Dindela1
Mjejane
Montevista Ex 14
Ex 6
FishEagle
Ex 21
Malelane
Ex 13 Ex 1
Mkhwarukhwaru Ex 30 Ex 9
29
Kaapmuiden
Stentor
30
Phosaville
21 Phiva Mashekesheni
4
Mzinti
Tonga Village Block A5
Driekoppies-B Imbongozi
Khulubuse Old Schoemansdal Mkhunjini Tonga D Block A4
28
Nduna Mkhabela
Buyani Ntunda
MambaSkobho
Thulani
Khosovo
23
Townland1 Mbangave Bhodlindlala
Mhlunyane Indlovini
17
Skoonplaas
Sikwahlane
Magogeni
18 Nkubuhlu
11
King Hoyi_2
Ericsville
Mozambique
Madadeni Emkhatsini
Goba
Phola
Edradini
15
Townland
Phakama1
16 Hlahleya Mandulo
Mbangwane
Sibange
Mgobode
Sbandvula
Khombaso
Magudu Matsetse
Durban
Swaz
iland 14 Mthatha/Newvillage
Ndindindi
12 Mabundzeni
Bhaca
0 2 4 8 12 16 13
Kilometers
Newvillage
.
Mbuzini
EHLANZENI DISTRICT
NKOMAZI COMMUNITY
DRAWN: NKomazi Municipality,
GIS Unit
ty
ali
TEL:
u nic
a lM
oc
uL
GIS Division
e
hw
aC
ab
Th
m
be
la
Department: Planning & Development
Nkomazi Local Municipality
bo
Electricity connection
Street lights
Street lights
Repair Street lights
Mozambique
Street lights
Street lights Null Data
Street lights
Street lights
Null Data
Null Data
29
Electricity connection
Electricity connection
30
22 4
High Mass light Null Data Null Data
27
Null Data High Mass light High Mass light
High Mass light High Mass light Street lights
26
Street lights Electricity connection High Mass light High Mass light
24
High Mass light High Mass light Street lights High Mass light
High Mass light
33
Electricity connection
Null Data High Mass light
25 High Mass light
Street lights High Mass light
Street lights Electricity connection High Mass light
Street lights Street lights
Null Data Null Data Street lights Null Data High Mass light
High Mass light
Street lights Street lights Street lights
High Mass light
3
9
High Mass light
Null Data Null Data
28
Street lights High Mass light
2
32 Street lights
High Mass light
Street lights Null Data
Street lights High Mass light
Null Data
23
Street lights Street lights Electricity connection
17
Street lights
Null Data
Street lights
18 High Mass light
Township establishment
High Mass light
Electricity connection
11 High Mass light
High Mass light
High Mass light
15
Null Data
Electricity connection
Electricity connection
Electricity connection
Electricity connection
Electricity connection Street lights
0 2 4 8 12 16
Kilometers
Electricity connection
13 Street lights
.
Coordinate System: Transverse Mercator High Mass light
EHLANZENI DISTRICT
NKOMAZI COMMUNITY
DRAWN: NKomazi Municipality,
GIS Unit
ELECTRICITY NEEDS
ge Local Munic
ipality
Mozambique
ty
ali
TEL:
u nic
a lM
oc
uL
GIS Division
e
hw
aC
ab
Th
m
be
la
Department: Planning & Development
Nkomazi Local Municipality
bo
Marlothpark
Orlando
Komatipoort
Hectospruit
Mbekisburg Dindela1
Mjejane
Mozambique
Montevista Ex 14
FishEagle
Ex 21
Malelane
Ex 13 Ex 1
Mkhwarukhwaru Ex 30 Ex 9
29
Kaapmuiden
Stentor
30
Phosaville
21 Phiva Mashekesheni
33
Ema RDP Phakama BannyMlangwane
Mahushe
3
Hospital View
Driekoppies-A Thembisa Lusaka Teka
4
Mzinti
Tonga Village Block A5
Driekoppies-B Imbongozi
Khulubuse Old Schoemansdal Mkhunjini Tonga D Block A4
Sibukeng
Zone 10 and 11 Bongane Nhlabaville
MountainView1
BuhleBuyeza Pigogo
Inqopha MiddelPlaas Aniva 9 2
32 Makwelintaba
28
Nduna Mkhabela
Buyani Ntunda
MambaSkobho
Khosovo Thulani
23
Townland1 Mbangave Bhodlindlala
Mhlunyane Indlovini
17
Skoonplaas
Sikwahlane
Magogeni
18 Nkubuhlu
11
King Hoyi_2
Ericsville
Madadeni Emkhatsini
Goba
Phola
Edradini
15
Townland
Phakama1
16 Hlahleya
Mandulo
Mbangwane
Sibange
Mgobode
Sbandvula
Khombaso
Magudu Matsetse
Durban
Swaz 14 Mthatha/Newvillage
iland Ndindindi
12 Mabundzeni
Bhaca
0 2 4 8 12 16 13
Kilometers
Newvillage
Mbuzini
.
Coordinate System: Transverse Mercator Thambokhulu
Mananga
EHLANZENI DISTRICT
NKOMAZI COMMUNITY
DRAWN: NKomazi Municipality,
GIS Unit
TRANSPORTATION NEEDS
ge Local Munic
ipality
Mozambique
ty
ali
TEL:
u nic
a lM
oc
uL
GIS Division
e
hw
aC
ab
Th
m
be
la
Department: Planning & Development
Nkomazi Local Municipality
bo
247
248
NKOMAZI LOCAL MUNICIPALITY’S IDP IS DEVELOPED TO ENHANCE
THE QUALITY OF LIFE OF ALL THE COMMUNITIES IN THE NKOMAZI
LOCAL MUNICIPALITY AREA THROUGH RENDERING BASIC SERVICES.
Physical Address
21 Impala Street, Malelane 1320
Postal Address
Private Bag X101, Malelane 1320
Website
www.nkomazi.gov.za
249