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FINAL INTEGRATED DEVELOPMENT PLAN 





OF 
KOUKAMMA LOCAL MUNICIPALITY 
2020/2021 





Private Bag X011 

Kareedouw 

6400 

T - 042 288 7200 

- 042 288 0797 
koukamma@koukamma.gov.za 
www.koukammamunicipality.gov.za 


4 | d year integrated development plan af Knukamma Municipality 





TABLE OF CONTENTS 


PAGE 

FOREWORD 9-10 
EXECUTIVE SUMMARY 

11 
VISION, MISSION AND VALUES 

12 
CHAPTER ONE -LEGISLATIVE FRAMEWORK 

13 
MEC COMMENTS 28 
CHAPTER TWO - PLANNING CONTEXT 29 
2.1 BACKGROUND 29 
2.2 SUSTAINABLE DEVELOPMENT GOALS (MDGs) 29 


2.3 RESETTING THE INTERNATIONAL AGENDA (sustainable developmental goal) 29 
2.3.1 End poverty in all its forms everywhere 

2.3.2 End hunger, achieve food security and improved nutrition and promote sustainable 
agriculture 

2.3.3 Ensure healthy lives and promote well-being for all at all ages 

2.3.4 Ensure inclusive and equitable quality education and promote lifelong learning 
opportunities for all 

2.3.5 Achieve gender equality and empower all women and girls 

2.3.6 Ensure availability and sustainable management of water and sanitation for all 

2.3.7 Ensure access to affordable, reliable, sustainable and modern energy for all 

2.3.8 Promote sustained, inclusive and sustainable economic growth, full and productive 
employment and decent work for all 

2.3.9 Build resilient infrastructure, promote inclusive and sustainable industrialization and foster 
innovation 

2.3.10 Reduce inequality within and among countries 

2.3.11 Make cities and human settlements inclusive, safe, resilient and sustainable 

2.3.12 Ensure sustainable consumption and production patterns 

2.3.13 Take urgent action to combat climate change and its impact 

2.3.14 Conserve and sustainably use the oceans, seas, and marine resources for sustainable 
development 

2.3.15 Protect restores and promotes sustainable use of terrestrial ecosystems, sustainably 


2 | d year integrated development plan of Koukamma Municipality 


manage forests, combat desertification, and halt and reverse land degradation and halt 
biodiversity loss 

2.3.16 Promote peaceful and inclusive societies for sustainable development provide access to 
justice for all and build effective, accountable and inclusive institutions at all levels 

2.3.17 Strengthens the means of implementation and revitalizes the global partnership for 


sustainable development 


2.4 ALIGNMENT OF KOUKAMMA MUNICIPALITY PRIORITIES TO NATIONAL AND 
PROVINCIAL DIRECTIVES AND FRAMEWORKS 30 


2.5 LINKAGE BETWEEN INTEGRATED DEVELOPMENT PLAN AND SPATIAL 


DEVELOPMENT FRAMEWORK 32 
2.6 STATE OF THE NATION ADDRESS BY PRESIDENT 33 
2.7 STATE OF THE PROVINCE ADDRESS BY PREMIER 38 


2.8 ALIGNMENT OF INTEGRATED DEVELOPMENT PLAN WITH THE SARAH BAARTMAN 


DISTRICT MUNICIPALITY IDP FRAMEWORK 42 
2.9 INTEGRATED DEVELOPMENT PLAN 42 
CHAPTER THREE — SOCIO-ECONOMIC ANALYSIS 45 - 53 
3.1 CONTEXT OF SOCIO-ECONOMIC SITUATION 45 


3.1.1 Population 

3.1.2 Population distribution 

3.1.3 Language and marital status 
3.1.4 Education levels and sex 

3.1.5 Living conditions 

3.1.6 Settlements and households goods 
3.1.7 Energy or fuel usage 

3.1.8 Internet access and tenure status 
3.1.9 Water sources and toilet facilities 
3.1.10 Refuse disposal 

3.1.11 Economy 

3.1.12 Employment and income 


3 | d year integrated development plan of Koukamma Municipality 


CHAPTER FOUR — DEVELOPMENT PRIORITIES AND PROJECTS 54 - 60 


PRE-DETERMINED OBJECTIVES AND PRIORITIES OF THE INTEGRATED 
DEVELOPMENT PLAN 54 
Municipal transformation and institutional development 

Provision of basic services 

Promotion of local economic development 

Financial viability, management and sustainability 

Good governance and public participation 


CHAPTER FIVE - 62 — 86 
5.1 MSCOA PROJECT REGISTER 62 
5.2 PROJECT REGISTER - MSCOA AND SDBIP ALIGNMENT 64 
5.3 SUMMARY OF FUNDED CAPITAL PROJECTS 77 
5.4 SUMMARY OF PROPOSED PROJECTS 78 
CHAPTER SIX - INTERGRATION OF SETOR PLANS 91 
6.1 SPATIAL DEVELOPMENT FRAMEWORK 91 


Legislative framework 

Objects of act 

Spatial planning system 

Categories of special planning 
Application of development principles 
Development principles 

Norms and standards 

Preparation of Spatial development framework 
Municipal land use planning 
Municipal cooperation 

Benefits of SDF 


6.2 WATER SERVICE DEVELOPMENT SECTOR PLAN 97 
Legislative framework 

Status core overview 

State of water services planning 

Water services existing needs perspective 

Water services MTEF projects 

WSDP projects 


4 | d year integrated development plan of Koukamma Municipality 


6.3 INTEGRATED HUMAN SETTLEMENT SECTOR PLAN 141 
Background 

Legislative and policy context 

Powers and functions 

Its purpose 

Methodology 

Special context 

Special location 


6.3.6.2 Land availability profile 


6.3.7 Housing Provision 
6.3.8 New Housing Developments — Greenfields 


6.4 INTEGRATED LOCAL TRANSPORT SECTOR PLAN 149 
6.4.1 Background 

6.4.2 Purpose 

6.4.3 Transport Register 

6.4.3.1 Spatial Development Framework 

6.4.3.1: Development Nodes in Koukamma Municipality 
6.4.3.2 Vision 

6.4.3.3 Strategic Objectives 

6.4.3.4 Customer-Based 

6.4.3.5 Infrastructure 

6.4.3.6 Rail Network 

6.4.3.7 Airports 

6.4.3.8 Ports and Harbours 

6.4.3.9 Public Transport 

6.4.3.10 Non-Motorised Transport 

6.4.3.11 Road Infrastructure 

6.4.3.13 Condition of Roads in Koukamma Municipality 
6.4.4 Funding Strategy and Summary of Proposals 


6.5 INTEGRATED DISASTER MANAGEMENT SECTOR PLAN 155 
6.5.1 Background to Integrated Disaster Management Plan 
6.5.2 Constitution of South Africa 


6.5.3 White Paper on Disaster Management 


5 | d year integrated development plan af Koukamma Municipality 


6.5.4 National Disaster Management Framework 
6.5.5 National Disaster Management Centre Guidelines 
6.5.6 National Disaster Management Planning Guidelines 


6.5.7 Primary Impacts 

6.5.8 Sustainable Water Supplies 

6.5.9 Disaster Management Risk Assessment Review 
6.5.10 Disaster Response and Recovery 

6.5.11 Fire Services 


6.6 INTEGRATED WASTE MANAGEMENT SECTOR PLAN 167 
6.6.1 Introduction 

6.6.2 Purpose 

6.6.3 Waste Management Conditions 

6.6.4 Strategic objectives of the function 

6.6.5 Constitutional and Legislative Requirements 

6.6.6 National Environment Management: Air Quality Act 39 of 2004 
6.6.7 National Environmental Management: Waste Act 59 of 2008 
6.6.8 Geographical Outlook 

6.6.9 National Norms and Standards 

6.6.10 Provincial Norms and Standards 

6.6.11 Municipal Waste Service Standards 

6.6.12 Institutional Arrangements 

6.6.13 Monitoring and Standard Setting 


6.7 SPECIAL PROGRAMMES SECTOR PLANS 175 
6.7.1 PEOPLE LIVING WITH DISABILITIES SECTOR PLAN 175 
6.7.1.1 Introduction 

6.7.1.2 The framework is made up of five parts 


6.7.2 YOUTH DEVELOPMENT STRATEGY 177 

6.7.2.1 Introduction 

6.7.2.2 Process of developing the Youth Development Framework for Koukamma Local 
Municipality 

6.7.2.3 Objectives of the Youth Development Framework for Koukamma Local Municipality 


6.7.3 HIV AND AIDS SECTOR PLAN 178 


6 | d year integrated development plan af Koukamma Municipality 


6.7.3.1 Introduction 


CHAPTER SEVEN —- FINANCIAL PLANNING 182 - 200 
7.1 CONTEXT 182 
7.2 EXECUTIVE SUMMARY 182 


7.2.1 Overview of the Annual Budget Processes 


7.2.3 Overview of budget assumptions 

7.2.3.1 External factors 

7.2.3.2 General Inflation outlook and its impact on the municipal activities 
7.2.3.3 Collection rate for revenue services 

7.2.3.4 Salary increases 

7.2.3.5 Impact of national, provincial and local policies 

7.2.3.6 Ability of the municipality to spend and deliver on the programmes 


7.4 OVERVIEW OF ANNUAL BUDGET PROCESS 185 
7.5 OVERVIEW OF BUDGET RELATED POLICIES 186 
7.6 OVERVIEW OF BUDGET ASSUMPTIONS 186 
7.7 OPERATING REVENUE FRAMEWORK 188 
7.8 OPERATING EXPENDITURE FRAMEWORK 193 
7.9 CREDITOR 195 
7.10 CAPITAL EXPEDNITURE 196 
7.11 CASHFLOW MANAGEMENT 198 
7.12 ASSET MANAGEMENT 198 
7.13 PREPARATION OF ANNAUL FINANCIAL STATEMENTS (AFS) 199 
7.14 MUNICIPAL STANDARD CHART OF ACCOUNTS 199 
7.15 MFMA REPORTING 200 
7.16 LOANS AND SECURITIES 200 
7.17 SUPPLY CHAIN MANAGEMENT 200 


7 | o year integrated development plan of Koukamma Municipality 


7.18 СОМТНАСТ МАМАСЕМЕМТ 200 


CHAPTER EIGHT - PERFORMANCE MANAGEMENT FRAMEWORK 201- 211 
8 PERFORMANCE MANAGEMENT SYSTEM 201 
8.1 INTRODUCTION 

8.2 PURPOSE 


8.3 LEGISLATIVE REQUIREMENTS 

8.4 INTEGRATED DEVELOPMENT PLAN 

8.5 SERVICE DELIVERY AND BUDGET IMPLEMENTATION PLAN 

8.6 DEVELOPMENT OF KEY PERFORMANCE INDICATORS AND TARGETS 
8.7 PERFORMANCE AGREEMENTS 


8.8 ORGANISATIONAL AND INDIVIDUAL PERFORMANCE MONITORING REVIEW 207 

8.8.1 SDBIP quarterly reporting 

8.8.2 Performance review of the Municipal Manager and Managers directly accountable to the 
Municipal Manager 

8.8.3 Annual Performance Review Panel 

8.9 PERFORMANCE SCORING 209 

8.10 PERFORMANCE BONUS 210 

8.10.1 Key performance indicators and key performance areas assessment 

8.10.2 Core competency requirements assessment 


8.11 PERFORMANCE REPORTINGTOOL 211 
CHAPTER NINE — INSTITUTIONAL ESTABLISHMENT 212 - 228 
9.1 ORGANOGRAM 212 


g | d year integrated development plan af Koukamma Municipality 


FOREWORD BY MAYOR 





MAYOR: Clir Samuel Vuso 


Municipalities are at the coalface of community development. We work together with our 
communities to find sustainable ways to fulfil their social, economic and material needs. 
Integrated Development Planning (IDP) has become more than a compliance exercise and has 
over the years become a backbone of all planning endeavours and development initiatives in 
Koukamma Municipality. The IDP review process is underpinned by a comprehensive public 
participation process which provides the municipality with an opportunity to keep in touch with 
the ever changing dynamics of its communities. The lessons drawn from the public participation 
processes have assisted the Municipality to sharpen its approach in the planning processes. 
Public inputs have challenged us to strengthen the link between the IDP and the Budget in order 
to achieve the objectives of the Municipality. 


The new Council came into office in August 2016 and we commit ourselves to accelerating 
service delivery through robust initiatives such as enhancing our new revenue recovery, debt 
collection, strategies, improvement of our water and sanitation and we will continue to upgrade 
and maintain our infrastructure to drive our housing delivery programme. Our previous Council 
has set a solid foundation and therefore we can now reflect on their performance, challenges, 
identify gaps and plan for the next five years. 


In line with the National Development Plan (NDP) and the Provincial Development Plan (Vision 
2030) the council has embraced the following strategic objectives to ensure that we remain in 
our developmental trajectory: 


Basic Service Delivery and Infrastructure Development 
Financial Viability and Management 

Institutional Transformation and Organizational Development 
Good governance and Public Participation 

Local Economic Development 


These priorities will inform our growth and development trajectory going into the next five years. 


9 | d year integrated development plan af Koukamma Municipality 


Koukamma municipality has had to overcome a number of challenges which include 
deteriorating conditions of roads as well as severe pressure on our water resources due to the 
drought conditions. This situation required Council to make significant investments in a 
comprehensive roads rehabilitation and maintenance programme in certain wards and 
continuous efforts to secure sustainable quality drinking water to all users. 


We yearn to achieve our vision and the mission through involvement of local communities in 
finding the best solutions to address the long term objectives of the municipality. We are 
committed in making Koukamma a compelling place to live in where basic and quality services 
are provided to our communities in a sustainable manner, and for this to be realised, we call 
upon all the stakeholders to join hands with us. 


10 | d year integrated development plan of Koukamma Municipality 


EXECUTIVE SUMMARY 





MUNICIPAL MANAGER: Mr Pumelelo Kate 


The Municipal Systems Act (Act 32 of 2000) provides that each new council must develop a five 
year Integrated Development Plan (IDP) that links, integrates and coordinates plans and takes 
into consideration proposals for development of the municipality. 


The IDP is the principal strategic planning instrument which guides and informs all planning, 
budgeting and development for the Koukamma Municipality. The municipality has made 
significant progress to ensure that proper alignment and consistency has been established 
between strategic processes such as the IDP, Budget, Service Delivery and Budget 
Implementation Plan (SDBIP) and the Annual Report. This has been further emphasized by the 
implementation of Standard Chart of Accounts (mSCOA) which will facilitate better alignment 
between the IDP and the budget of the municipality. Koukamma Municipality has adopted a 
Performance Management System with a primary goal of promoting and improving employee 
effectiveness in the workplace. The municipality has also improved in audit outcomes having 
obtained an unqualified audit opinion for the past three financial years which gives a sense of 
comfort in terms good governance practises that we pursue. We remain committed in enhancing 
and coming up with new strategies to collect revenue and thus ensure financial viability for the 
institution. 


We are also proud because there has been a great improvement on service delivery particularly 
with the provision of bulk water and sanitation however we also acknowledge that there are 
areas that are still struggling. A number of projects have been implemented. For 2018/2019 we 
commence with the upgrading of the water treatment works in Tweeriviere. A number of paving 
projects are also due for completion by the end of this financial year in the areas identified as 
Stormsriver, Krakeel and Ravinia. Furthermore an amount of 15million has been allocated for 
the implementation of the Housing Total Rectification Programme. We will also continue with the 
upgrading of roads infrastructure. 


In order to realise our objectives we need to work collectively and forge strategic partnerships 
with our citizens, government departments and the private sector with the aim of improving the 
socio-economic conditions of our communities. In my capacity as the Municipal Manager, | am 
committed to ensure that the strategic direction of the municipality is set out in order to ensure 
that we realise our vision, mission and strategic objectives. 


11 d year integrated development plan af Koukamma Municipality 


Vision 


Strive to be a dynamic and responsibly governed area, which has an integrated, competitive 
and sustainable economy to better the urban and rural livelihoods of its communities. 


Mission 


To be a Municipality in which delivery and access to quality services creates an environment in 
which all citizens can prosper through socio-economic upliftment and accountable governance. 
It further depicts the purpose of existence of the Koukamma Municipality and how it seeks to 
create its relationship with the customers, local community and other related stakeholders in 
delivering its mandate of a developmental Local Government. 


Values 

Integrity and Honesty 

Affordable, Access and Quality Service 
Inclusive and Responsive 


Transparency and Accountability 


12 | o year integrated development plan of Koukamma Municipality 


CHAPTER 1 
1. LEGISLATIVE FRAMEWORK 
Regulatory Framework of the Integrated Development Plan 


The Constitution of the Republic of South Africa, 1996 bestows instructive obligations to Local 
Government as defined in Section 154 which deals with its objects, namely:- 

е To provide democratic and accountable government for local communities; 

е To ensure the provision of services to communities in a sustainable manner; 

е To promote social and economic development; 

е To promote a safe and healthy environment; and 

e To encourage the involvement of communities and community organisations in the 

matters of local government. 


Likewise, the directive of Section 152(2) of the Constitution of the Republic of South Africa, 
1996 dictates that a Municipality must strive, within its financial and administrative capacity, to 
achieve the objects of the Local Government. Section 153 of the Constitution of the Republic of 
South Africa, 1996 further instructs that a Municipality must structure and manage its 
administration and budgeting and planning processes to give priority to the basic needs of the 
community, and to promote the social and economic development of the community including 
participating in national and provincial development programmes. 


In terms of Section 23 of the Municipal Systems Act, 2000 as amended, the Municipal Planning 
must be developmentally oriented to attain the following objectives:- 

Strives to attain the objects of Local Government; 

Gives effect to the developmental duties of Local Government; and 

Together with other Organs of State contribute to the progressive realisation of the fundamental 
rights 


Similarly, Section 24 of the Municipal Systems Act, 2000 as amended, instructs Municipal 
Planning to take place within a framework of Cooperative Government which is hereunder 
defined:- 

A planning undertaken by a Municipality must be aligned with, and complement, the 
development plans and strategies of other affected Municipalities and other organs of state so 
as to give effect to the principles of cooperative governance; 

Municipalities must participate in national and provincial development programmes as required 
by law. 


Section 25 of the Municipal Systems Act, 2000 as amended, instructs a Municipal Council, 
within a prescribed period after the start of its elected term, to adopt a single, inclusive and 
strategic plan for the development of a Municipality which must:- 

Link, integrate and coordinate plans and take into account proposals for the development of a 
Municipality; 

Align the resources and capacity of a Municipality with the implementation of the plan; 

Form the policy framework and general basis on which annual budget must be based. 


13 | d year integrated development plan of Koukamma Municipality 


Section 26 of the Municipal Systems Act, 2000 as amended, deals with the core components of 
an IDP:- 

Municipal Council's long-term vision with special emphasis on most critical development and 
internal transformation needs; 

Assessment of existing level of development in the municipality which include identification of 
communities without access to basic services; 

Council development priorities and objectives including its local economic development and its 
internal transformation needs; 

Council's development strategies which must be aligned with any national or provincial sector 
plans and planning requirements which are binding to a Municipality; 

opatial Development Framework which must include provision of basic guidelines for land use 
management; 

Council's operational strategies and applicable disaster management plan; 

A financial plan, which must include a budget projection for at least the next three years; and 
The key performance indicators and performance targets as determined in terms of Section 41. 


In relation to Section 27 of the Municipal Systems Act, 2000 as amended, a District Municipality 
must consult a Local Municipality within its area of jurisdiction, and therefore required to adopt a 
framework for an Integrated Development Plan for the whole area. Likewise, Section 27(2) of 
the Municipal Systems Act, 2000 as amended, binds both the District and a Local Municipality 
and further mandate them to at least to:- 


Identify plans and planning requirements that bind on both the district and local municipalities; 
Identify the matters to be included in an IDP of both the District and Local and also areas of 
alignment; 

opecify the principles to be applied and coordinate the approach to be adopted; and 
Determine procedures for consultation between District and Local during the Draft IDP. 


In terms of Adoption Process, Section 28 of the Municipal Systems Act, 2000 as amended, 
directs a Municipal Council to adopt a process set out in writing to guide the planning, drafting, 
adoption and review of its IDP, and further mandates a Municipality to give notice to the local 
community of particulars of the process it intends to follow. With respect to annual review and 
amendment of an IDP, Section 34 of the Municipal Systems Act, 2000 as amended, obliges a 
Municipal Council to:- 


Review its Integrated Development Plan 

Annually in accordance with its performance measurements as per Section 41; 
To the extent that changing circumstances so demand; and 

May amend its IDP in accordance with a prescribed process. 


Section 21 of the Municipal Finance Management Act (MFMA), 2003, dictates that the Mayor of 
a Municipality must at least ten (10) months before the start of the budget year, table in the 
Municipal Council, a time schedule outlining the key deadlines for:- 


The preparation, tabling and approval of the annual budget; 

The annual review of the integrated development plan in terms of Section 34 of the Municipal 
Systems Act; and 

The annual review of the budget related policies. 


14 | d year integrated development plan af Koukamma Municipality 


Equally, the Municipal Finance Management Act, 2003 requires that a Municipal Council align 
the budget processes with the integrated development plan, and further dictates that the review 
process be consistent with the medium-term revenue expenditure framework (MTREF) over a 
period of three financial years in tandem with the strategic objectives and priorities of a 
Municipality. In addition, the Municipal Finance Management Act, 2003 dictates that the 
expenditure commitment and the revenue streams must be taken into account when the review 
of the integrated development plan and budget processes of a Municipality is undertaken. In 
essence, the review of the Integrated Development Plan and Budget Process Review must be 
underpinned by the following aspects:- 


International Environment (Millennium and Sustainable Developmental Goals) 

National Context (National Development Plan, State of the Nation Address and Spatial 
Development Framework) 

Provincial Framework (Provincial Growth and Development Plan and State of Province 
Address) 

Local Government Perspective (Local Government Strategic Agenda, Local Government Turn- 
Around Strategy, Medium Term Strategic Framework and Back to Basics) 

Sarah Baartman District Analysis (Sarah Baartman District Municipality IDP Framework) 

Local Analysis (Situational Analysis of Koukamma Municipality and Key Strategic Performance 
Areas) 

Medium-Term Revenue Expenditure Framework. 


It is against this background and context that as Koukamma Municipality, we are required by the 
various pieces of legislation within the ambit of Local Government, to undertake the drafting of 
the five year Integrated Development Plan which is aligned to the Budget Processes. 


1. Organisational Structures of Integrated Development Plan 
1.1 IDP Steering Committee 


The IDP Steering Committee is comprised of the following members ;- 
Municipal Manager 

All Directors 

All Managers 

Unit Heads 

All Coordinators 


O O OOO 


1.2 IDP and Budget Steering Committee 


The IDP and Budget committee consists of the following members 
o Mayor 

Chairperson of the finance portfolio committee 

Municipal Manager 

CFO and All Directors 


ооо 


15 | d year integrated development plan of Koukamma Municipality 


1.3 IDP Representative Forum 


The IDP Representative Forum is constituted of the following role players;- 

Mayor 

All Councillors 

IDP Steering Committee 

Ward Committees 

Community Development Workers 

Community Based Organisations (e.g. rate payers association, religious based 
organisations) 

Business Community 

Designated Groups (Local Youth Forum, Women Forum, People Living with 
Disabilities Forum) 

o Sector Departments 

o Sarah Baartman District Municipality 


Oo Or DO OO 


O O 


2. Classification of Structures and their roles and responsibilities 


The tables below provides a summary of the structures or role players including their 
roles and responsibilities, however the process will be comprehensive, detailed and 
consultative to give meaning and value to the public participation processes and the 
legislative imperatives that inform and guide the review of the integrated development 
plan and budget planning. 


(a) Municipal Council Approves and adopts the integrated 

development plan and budget review 
process plan, and is a supreme body and 
final arbiter — in decision-making 
processes. 
Politically drives and directs the budget 
and the integrated development plan 
review process and further ensures that 
organisational priorities inform the 
preparation of a budget. Chairs the IDP 
Steering Committee, the IDP 
Representative Forum and the Budget 
Steering Committee. Ensures adherence 
to the agreed timelines and delivery of 
the required outcomes. 

(c) Municipal Manager As an Accounting Officer, the Municipal 
Manager coordinates and drives the 
process of implementation of the review 
of the integrated development plan and 
budget processes. Chairs and oversee 
the work of the officials in implementing 
the decisions of the Municipal Council, 
Mayor, IDP Steering Committee, IDP 
Representative Forum | and Budget 


16 | d year integrated development plan of Koukamma Municipality 





Steering Committee. Liaise with Sector 
Departments and further ensures 
alignment, integration and coordination of 
the IDP and Budget with Sector Plans. 


(d) IDP Steering Committee To oversee and coordinate the planning 
processes, and further provide 
leadership on consultative processes 
within the institution as well as between 
the internal and external bodies or sector 
departments. To assist with the 
identification of information gap and its 
impact to the said processes. To ensure 
that IDP is aligned to the Financial Plan 
including meeting іе legislative 
prescripts and set outcomes. 

(e) IDP and Budget Steering Committee To identify revenue streams as sources 
of income and project against 
commitments and expenditure 
implications. 

To plan, coordinate and align budget 
resources to IDP strategic objectives, 
priorities and projects. 

To manage and implement the agreed 
IDP and Budget priorities in conformity 
with the provisions of the MFMA and 
other related or applicable pieces of the 
law or regulations. 

(f) IDP Representative Forum To enhance consultative and public 
engagement processes between the 
Koukamma Municipality and the external 
stakeholders. TO promote local 
democracy and participation in the affairs 
of the Local Municipality and further 
improve the planning and budget 
processes with the local stakeholders 
and communities to ensure quality and 
speedy service delivery. 

(g) Management To ensure overall planning, integration, 
alignment, coordination, implementation 
and monitoring of the decisions of the 
Municipal Council, Mayor, IDP Steering 
Committee, IDP and Budget Steering 
Committee and IDP Representative 
Forum. 

To further provide technical and 
professional support services including 
streamlining of the planning processes. 

(h) Secretariat Support Services To provide secretariat support services 
by ensuring recording of the proceedings 
and minute taking, production and 


17 | d year integrated development plan af Koukamma Municipality 





distribution of agenda, invitations, 
arrangement of meeting venues and 


other related activities. 





2.1 Public Participation Methodology 


In line with the promotion and enhancement of local democracy, Koukamma 
Municipality shall employ a methodology that embodies the founding values of the 
Constitution of the Republic of South Africa, 1996 which encapsulate the human rights 
culture and public participation processes. Of relevance and significance, Koukamma 
Municipality shall use the different fora that are created as platforms of engagement, 
such as the Mayoral Imbizo, IDP Steering Committee, IDP Representative Forum, Ward 
Committee or Community Meetings, Community Based Planning Sessions, Sector 
Department Engagements or Inter-Governmental Relations Forum, Public Seminars, 
Media Institutions and Platforms, to name but just a few. 


2.2 IDP Representative Forum 


IDP Representative Forum is a stakeholder engagement chaired by Mayor. This Forum 
represents the broader community. The main function of this forum is to advise and 
assist in the IDP process by providing information for review and gap identification. 
Composition of the Representative Forum is the Steering Committee, all Councillors, 
Ward Committees, Women, Disabled people, Youth, Religious Leaders, Business 
people, Community Development Workers and other recognised stakeholders. 


2.3 Mayoral Imbizo 


Mayoral Imbizos are community engagements led by Mayor. This engagement assists 
communities to raise their challenges to the Mayor. It also assists in the developing of 
the IDP. 


2.4 Ward Committees 


Koukamma Municipality consists of six (6) Wards and each Ward has got ten (10) Ward 
Committees. The ward committee policy has been adopted and approved by council on 
the 14 July 2011. Ward committee meetings are held monthly. The municipality 
considers ward committees as one of the institutional body to fast track service delivery. 
They participate also in the IDP process. 


2.5 Local Stakeholders 


All wards in Koukamma established local stakeholders. Stakeholders are made up of 
various groups from the community eg Religious groups, Youth, Women, Disabled, 
Rate-Payers Association and many others. They are recognised by municipality as a 
key stakeholder. Their task is to raise issues pertaining to the sectors they represent in 
our representative forums and in other community engagements. 


18 | d year integrated development plan of Koukamma Municipality 


2.6 Intergovernmental Forum 


Intergovernmental Relations Forum is the interaction between the Mayor and other 
Government Sector Departments. They share ideas and projects affecting the 
municipality. Their inputs become relevant in developing the IDP. They held quarterly 
meetings. 


2.7 IDP and Budget Consultative Indabas 


Given the legislative obligations bestowed upon Municipalities, Koukamma Municipality 
is not an exception to the rule and as such it has committed itself to perform the review 
of its integrated development plan in a manner that ensures budget linkages as dictated 
by the Municipal Finance Management Act including Medium-Term Revenue 
Expenditure Framework as useful tools or instruments to guide the baseline financial 
projections, in terms of capital and operational expenditure over a three year budget 
cycle. In ensuring the attainment of the outcomes of this process, a series of 
interventions are needed to promote prudent financial management practices and 
sound fiscal discipline, which will further inform the hard choices to be made in terms of 
the development priorities of Koukamma Municipality. This is premised within the 
context that Koukamma Municipality has a weak revenue base, and therefore its history 
of expenditure patterns warrant a careful examination to ensure strategic choices, better 
financial planning and management, appropriate application of service delivery options 
including the quality and speed of provision of basic services. It is against this 
background and context that Koukamma Municipality has consciously positioned itself 
to undertake a myriad of activities guided by the policy choices and fiscal obligations, 
when it reviews its budget plan and also making the difficult but not insurmountable 
choices or decisions to ensure compliance with Section 152(2) of the Constitution of the 
Republic of South Africa, 1996. In essence, this demands effective political oversight by 
the Municipal Council and its standing committees as well as better monitoring by the 
Mayor in relation to the submission of Section 71 reports to the Council and Provincial 
Treasury. 


19 | o year integrated development plan of Koukamma Municipality 


3. IDP Process Plan 


Final IDP is made 


available to members 


of the Public and all 
stakeholders 





Adoption of the Final 
IDP by Council in May 
2019 





Public Consultations 
are conducted to 
consolidate Service 
Delivery Projects and 
Priorities per Ward. 


(IDP and Budgrt 
Roadshow) 


20 | d year integrated development plan of Koukamma Municipality 








IDP and Budget 
Steering Committee 
meets to develop their 
departmental 
situational analysis 





IDP Representative 
Forum meeting is 
conducted with 
stakeholders to 
establish their service 
delivery priorities and 
projects 





Draft IDP and Budget 

submitted to Council 

by the end of March 
2019 


3.1 


IDP-Budget Schedule of Meetings 


‘Action 17 Ршрое  Невропзіміну Пав | Evidence - 


Consult Local 
Municipalities 
on Draft 
Framework 
Plan 

4th Quarter 
Performance 
Report and 
finalize Annual 
Performance 
Evaluation 

Q4 review by 
Internal Audit 
Unit 


Inter - 
Governmental 
Relations 


Table IDP and 
Budget time 
schedule/ 
process plan 
and District 
Framework 
Plan to Council 
for adoption 
Council adopts 
Framework 
Plan and 
Budget 
Schedule 
Submit 
2019/2020 
annual 
performance 
report 

Submit 2018/19 
financial and 
non-financial 
performance 
information їо 
the office of the 
Auditor- 
General 


IDP 


final 


Draft 
Plan 


Framework 


Evaluate 
performance 
according to the 
Performance 
Agreement 


Prepare of Annual 
Performance 
report for MPAC 


Interaction 
between Mayor 
and sector 
Departments 
Council Adoption 
- Legal 
compliance 


Adoption of 


Framework plan 


Legal compliance 


Legal Compliance 


to obtain Audit 


Opinion 


IDP 
Unit 


Planning 


MM and PMS 
Coordinator 


MM, PMS 
Coordinator and 
internal Audit 
Unit 
Mayor, 
Municipal 
Manager 
Official 
Municipal 
Manager, 
Mayor, Council, 
IDP official and 
CFO 


DP 


SBDM Planning 
Unit/Council 


Municipal 
Manager, CFO, 
Sec 56 
Managers 


Municipal 
Manager 
CFO 


04 
2019 


July 


31 
2019 


July 


14 August 
2019 


2/ August 
2019 


28 August 
2019 
31 August 
2019 


31 August 
2019 


Attendance 
Register 


Evaluated 
Reports 


Reviewed 
reports 


Minutes and 
Attendance 


Register 


Council 
Resolution 


District 
Framework 
Adopted 


Letter of 
acknowledgem 
ent by office of 
the AG 
Email and 
postal 
Acknowledgem 
ent 





Upload the IDP | To notify of key Advertisement 


21 


o year integrated development plan of Koukamma Municipality 


and 
time 
schedule/proce 
ss plan on the 
Municipal 
website, place 
on the notice 
boards and 
advertise in a 
local 
newspaper 


Budget 





Submit adopted 
process plans 
and council 
resolution to 
COGTA EC 


Consult with 
stakeholder on 


the IDP Review 


Process (REP 
Forum) 


Mayoral Imbizo | Community Mayor 16/20 Attendance 
engagement September | register 
2019 


Organogram 
Review 


SBDM 
Situational 
analysis- 
municipal wide 
analysis 
Convene the 
IDP and 
Budget steering 
committee 
Meeting 





22 


dates 
encourage 
participation in 
these processes. 


and | Manager 
IDP official 


and | September 





Enable СОСТА 
EC to monitor 
implementation of 
the process plan 
as legislated (s31 
of MSA) and 
compile 
Provinces 
planning 
calendar. 
Stakeholder 
engagement 


Email or formal 
letter 


Municipal 
Manager 
IDP Official 


and | September 





Attendance 
Register 


Planning Unit/ | 12 
Development September 
Planner 2019 


Attendance 
Register and 
organogram 
status 


Legal Compliance | Municipal 

to enable the IDP | Manager, 

implementation Directors, 
Council 
Unions 
Planning 
Unit/IDP 
team 


September 
2019 
and 


October 


To present 
adopted process 
plan and discuss 
any 
environmental 
changes, report 
on project 
implementation 
progress, 
spending trends 
and challenges; 


Mayor, 
Municipal 
Manager, 


CFO 
56 


Minutes and 
Attendance 


Register 


and Sec 
Managers 


d year integrated development plan of Koukamma Municipality 












In collaboration 
with Council, 
develop & 
publicise 
community 
based planning 
programme. 
Q1 
Performance 
Reporting 


SBDM 
IDP/Budget 
Steering 
Committee 
meeting to 
confirm 
priorities 

SBDM 
Consultation 
with Local 
Municipalities 
Q1 review by 
internal Audit 


SBDM Review 
of objectives 
and strategies 
Inter — 
Governmental 
Relations 


Situational 
Analysis 
steering 
committee 
vision, mission, 
strategies 
Convene IDP 
Representative 
Forum meeting 


23 


present status 


quo on backlogs 
in preparation for 


the IDP Rep 
Forum Meetings 
Make community 
aware of CBP 
sessions. Secure 
venues and 
arrange logistics 
for scheduled 
meetings 

Evaluation of Sec 
56 managers, 
lower levels if 
applicable and 
Institution PMS — 
Legal Compliance 


Preparation of 
Quarterly 
performance 
report for MPAC 


Interaction 
between Mayor 
and sector 
Departments 
Preparation of the 
IDP Rep Forum 


Present adopted 
Process Plan and 
project status and 
situational 

the 


analysis ої 


Office 

Mayor, 
Municipal 
Manager, IDP 
Officer and CFO 


Programme 


MM and PMS | 11 October 
officer 


Evaluated 
Reports 


IDP Steering | 17 October 
Committee 


25 October 
2019 


Planning 
Unit/IDP 
Managers 


MM and PMS | 25 October 
officer and | 2019 
Internal Audit 

Unit 


Reviewed 
Reports 


Planning Unit / | November 
IDP Task Team | 2019 


Minutes and 
Attendance 


Register 


Mayor, 
Municipal 
Manager, 
Official 
Mayor, 
Municipal 
Manage 
IDP Official 


е 


14 
November 
and | 2019 


Presentations 
‚minutes and 
attendance 
register 


Mayor, 21 
Municipal November 
Manager апа | 2019 
IDP Official 


d year integrated development plan of Koukamma Municipality 





ава 





SBDM €— a ~ Unit 
IDP/Budget 

Steering 

Committee 

meeting 


MPAC and 
Council 


Review of | Moderate 
performance by | Performance 
MPAC p evaluation reports 
adoption in preparation for 
Council Council 








HE 
November 


2019 


15 


November 


2019 








Moderated 
reports 
adopted 
Council 





Mayoral Imbizo | Community Mayor 6 | Attendance 
engagement еті register 
2119 


Evaluation Sec 56 | Municipal 
асығын Managers, lower | Manager апа 
Reporting levels if | PMS officer 

applicable and 

institution PMS — 

Legal Compliance 
Q2 review by | Preparation of | Municipal 
Internal Audit Annual Manager апа 

performance PMS officer and 

report for MPAC | Internal Audit 
Unit 





те 


Evaluated 
Reports 


17 January | Reviewed 


2020 


Reports 


Koukamma Dissemination of | Mayor, IDP | 21 January | Attendance 
Stakeholder information to | Official 2019 Registers 
Meeting stakeholders 


Review of | Moderate MPAC and | 24 January | Moderated 






Performance performance Council 
by MPAC апа | evaluation reports 

adoption by | in preparation for 

Council Council 

Submission of | Legal Compliance | Municipal 
Section 72 Manager, 
Performance and Mayor 
Report 


CFO 





Inter — | Interaction 
Governmental | between Mayor 


Mayor, 
Municipal 
Manager, 


Relations and Sector 
Departments Official 


steering | Preparation MM, IDP official 
ma public 
meeting engagement 





24 d year integrated development plan of Koukamma Municipality 








24 January | Council 


2020 


2020 


SBDM IDP/Budget/PM | 30 January 
IDP/Budget 5 Steering 

Steering Committee 

Committee 

meeting to 

consider first 

draft 


6 February | Minutes 


SM 
2020 


Reports 
adopted 
Council 


Minutes 


Attendance 
Register 


Attendance 


register, 
minutes 









IDP Rep Forum | Public and sector | Mayor, 18 Attendance 
Meeting departments Municipal February Register 

engagement Manager,, IDP | 2020 

Official 

Strategy — and | Municipal Mayor and | 20/21 Presentations, 
Planning planning for the | Municipal February | attendance 
Session 2020/2021 Manager 2020 register, 

financial minutes 
Consultation Stakeholder Sarah Baartman | 21 
with consultation District February 
Stakeholders Municipality 2020 
sector 
Alignment 
SBDM Stakeholder Planning 27 Report and 
Consultation consultation Unit/Finance/ID | February | Attendance 
with P Task Team 2020 Register 
stakeholders, 
sector 
alignment (Rep 
Forum) 
Submit Draft Budget | Office of the | 27 Presentations, 
200/2021 Draft | aligned to IDP Mayor, February | Minutes апа 
Operating and Municipal 2020 Attendance 
Capital Budget, Manager, IDP Registers 
draft IDP and Officer and CFO 
Draft | SDBIP 
standing 
committee 



























Mayoral Imbizo | Community Mayor 2 -6 March | Attendance 

engagement 2019 Hegister 

consultation Unit/Steering 2020 registers 

Committee 

SBDM Preparation IDP Steering | 11 March | Attendance 
session for IDP | Committee 2020 registers 

oteering and Budget meeting 

Committee 

meeting 

SBDM Tabling Planning Unit 25 March | Council 

of Draft IDP to D 2020 resolution 

Council 

2020/2021 consider and | Manager — and | 2020 IDP and 

25 o year integrated development plan of Koukamma Municipality 


IDP/Budget 

Consultation Sarah Baartman | 13 Attendance 
with District March202 | registers 
stakeholders Municipality 0 

(IDP Rep 

Forum) 





Draft IDP and 
Capital and 
Operating 
Budgets 





Table Draft 
SDBIP 2020/21 
to Council 
Submit adopted 
draft IDP to the 
MEC for local 
government 
Upload 
Council 
approved draft 
IDP and 
Budget 
(2020/2021) on 
the municipal 
website and 
place a notice 
in the local 
newspaper for 
public 
inspection 
Forward draft 
operating and 
capital budget 
and draft IDP to 
National 
Treasury 
Provincial 
Treasury and 
any prescribed 
National or 
Provincial 
organs of state 
and other 
municipalities 


the 


and 


affected by the 
budget 

Q3 
Performance 
Reporting 


Q3 review by 
Internal Audit 


the draft 


adopt 
IDP 


Pre Assessment 
interaction 


Legal 
requirements 
allow public 
raise 
objections/comme 
nts on the 
adopted draft IDP 
and Budget 


to 
to 


Legal compliance 
as a control 
measure between 
treasury and the 
LM 


Evaluation Sec 56 
Managers, lower 
levels if 
applicable and 
institution PMS — 
Legal Compliance 
Preparation of 
Annual 
performance 
report for MPAC 









ea ag 


Municipal 27 March | Adopted Draft 
Manager, PMS | 2020 SDBIP and 
resolution 


Municipal 
Manager 
IDP officer 


Municipal 
manager, CFO 
and IDP Officer 


Municipal 
Manager 
CFO 


and 


Municipal 
Manager 
PMS officer 


and 


Municipal 

Manager апа 
PMS officer and 
Internal Audit 


26 0 year integrated development plan of Koukamma Municipality 


Within 


days after 


adoption 


Within 
days 
adoption 


Within 
days 
adoption 





10 | Letter 
ss FUA 
ent 


10 | Advert 
of 






10 | Email 
of | Tracking 


and 


Evaluated 
Reports 


Reviewed 
Reports 





IDP steering 
committee 


Review of 
Performance 


by MPAC 


IDP Rep Forum 
Meeting 


Convene IDP 
and Budget 
steering 
committee 
consider 
comments and 
finalise 


SBDM Council 
adopts IDP and 


Table 
SDBIP 2020/21 
to Council 


Adopt the final 
2020/2021 IDP 
and MTEF 
Budget 
Upload 
adopted final 
2020/2021 IDP 
and MTEF 
Budget on the 
Municipal 
website 
Submit 
approved IDP 
and Budget to 
the MEC for 
local 
government 


27 


it a 


23April 
2020 


24 
2020 


2020 


6 
1 
2 


IDP/budget 
steering 
committee 


Moderate 
performance 
evaluation reports 


Public and Sector 
Departments 
engagement 


Interrogate 
community 
comments 
finalise 
SDBIP/IDP 
alignment 
any 
necessary 
amendments 
the IDP 


and 


and 
other 


to 
and 


Legal compliance. 
Council to 
consider and 


Legal compliance 
and access to 
strategic 
documents 


Legal Compliance 


Municipal 
Manager 
IDP official 


and 


MPAC and MM April 


Mayor, 
Municipal 
Manager , IDP 
Official 
Municipal 
Manager 
IDP Official and 
CFO 


and 


4 
2020 


Municipal 29 ay 
Manager, PMS | 2020 
Municipal 


Manager, 
and Council 


CFO 


10 
after 
adoption 


Municipal 
Manager 
CFO 


days 
and 


10 
after 
adoption 


Municipal 
Manager 


days 


d year integrated development plan of Koukamma Municipality 


May 
May 
Council 7 May 
2020 
M 
30 May 
2020 


Presentation, 
minutes апа 
attendance 
register 
Moderated 
Reports 
adopted 
Council 
Attendance 
Register 


by 


Reports, 
presentations, 
minutes апа 
attendance 
Registers 


Adopted Final 
SDBIP 
Council 
Resolution 
Adopted IDP 
Budget, 


and 


and 
Council 
resolution. 
Website 
access 


Formal letter 








MEC Comments 


The MEC comments on the 2019/20 IDP reflect challenges that need to be addressed. In this 
regard, the MEC comments were taken into account and incorporated in the course of 
generating the Integrated Development Plan of Koukamma Municipality especially looking at 
improvement of the following area:- service delivery. The following are the assessment results 
from 2017/18 to 2019/20. 


KPA RATINDS RATINGS RATINGS 
2017/18 2018/19 2019/20 


Basic Service | Medium Medium Medium 
Delivery 


Financial Planning | Medium Medium High 
and Budgets 


Local Economic | Medium High High 
Development 


Good Governance | Medium High High 
and Public 
Participation 


Municipal Institutional | Low Low High 
Arrangements 


Overall Rating Medium Medium High 





28 | o year integrated development plan of Koukamma Municipality 


CHAPTER TWO - PLANNING CONTEXT 
2.1 Background 


A Developmental Local Government is an evolving concept which is influenced by a range of 
factors in the global environment, regional space and national landscape and it can be 
construed as a social construct which has a potential to influence:- 


Infrastructure development and investment 
Socio-economic growth and development 
Improvement of living conditions 


It is critical to benchmark the performance and impact of a Developmental Local Government 
since 2000 to date, in terms of key strategic areas of focus as outlined in the international, 
regional and domestic arena. Equally, it is prudent to appreciate the gaps over the years and 
what challenges it continues to present including strategic interventions required to address 
them to ensure achievement of sustainable urban and rural livelihoods. It is against this 
background that a scientific analysis is undertaken to ascertain the performance and impact of a 
Developmental Local Government and also to define a long-term strategic vision as a roadmap 
with strategic outcomes. A high level analysis is shared as a response to highlight the 
performance and impact of a Developmental Local Government over the years and what should 
define its future strategic agenda for the next fifteen years to come. 


2.2 Sustainable Development Goals (SDGs) 


Eradicate extreme poverty and hunger 
Achieve universal primary education 

Promote gender equality and empower women 
Reduce child mortality 

Improve maternal health 

Combat HIV /AIDS, malaria and other diseases 
Ensure environmental sustainability 

Develop a global partnership for development 


2.3 Resetting the International Agenda (Sustainable Developmental Goals) 


The review of the implementation and performance of the Millennium Developmental Goals 
2015 vision was undertaken by the international community to ascertain scientific, objective and 
subjective realities of its successes, failures and challenges. As a consequence, a resetting of 
the international agenda was born, the 2030 Agenda for the Sustainable Development which 
comprises of 17 Goals which represent progress, consolidation, unfinished work of MDGs, new 
challenges and opportunities. The overall objective of 2030 Agenda is for the international 
community to embrace a set of universally applicable goals that balances three dimensions of 
sustainable development in terms of environment, socio and economic responses. In essence, 
the 17 sustainable development goals are:- 


29 | d year integrated development plan af Koukamma Municipality 


Goal One - End poverty in all its forms everywhere 

Goal Two - End hunger, achieve food security and improved nutrition and promote sustainable 
agriculture 

Goal Three — Ensure healthy lives and promote well-being for all at all ages 

Goal Four - Ensure inclusive and equitable quality education and promote lifelong learning 
opportunities for all 

Goal Five — Achieve gender equality and empower all women and girls 

Goal Six — Ensure availability and sustainable management of water and sanitation for all 
Goal Seven - Ensure access to affordable, reliable, sustainable and modern energy for all 
Goal Eight — Promote sustained, inclusive and sustainable economic growth, full and 
productive employment and decent work for all 

Goal Nine — Build resilient infrastructure, promote inclusive and sustainable industrialization 
and foster innovation 

Goal Ten — Reduce inequality within and among countries 

Goal Eleven — Make cities and human settlements inclusive, safe, resilient and sustainable 
Goal Twelve — Ensure sustainable consumption and production patterns 

Goal Thirteen — Take urgent action to combat climate change and its impact 

Goal Fourteen — Conserve and sustainably use the oceans, seas, and marine resources for 
sustainable development 

Goal Fifteen — Protect, restore and promote sustainable use of terrestrial ecosystems, 
sustainably manage forests, combat desertification, and halt and reverse land degradation and 
halt biodiversity loss 

Goal Sixteen — Promote peaceful and inclusive societies for sustainable development, provide 
access to justice for all and build effective, accountable and inclusive institutions at all levels 
Goal Seventeen — Strengthen the means of implementation and revitalize the global 
partnership for sustainable development 


The Sustainable Development Goals represent an agenda of unprecedented scope and 
significance and are applicable to all countries appreciative of different national realities, 
capacities and levels of development and anchored on critical elements of people, planet, 
prosperity, peace and partnership. 


2.4 ALIGNMENT OF KOUKAMMA MUNICIPALITY PRIORITIES TO NATIONAL AND 
PROVINCIAL DIRECTIVES AND FRAMEWORKS: 


National Development Plan (NDP); Medium Term Strategic Framework (MTSF); Provincial 
Development Plan (Vision 2030), Provincial Strategic Priorities and Local Government Strategic 
Agenda 


The National Development Plan goal is to reduce poverty, inequality and unemployment by 
2030. The MTSF priorities which are regarded as Government's five year implementation phase 
of the NDP are informed by the NDP. 


The NDP intervention areas are: 

Economy and Employment 

Economic Infrastructure 

Environmental Sustainability and Resilience 


Improving Education Training and Innovation 


30 | o year integrated development plan of Koukamma Municipality 


Health Promotion 

Inclusive Rural Economy 

Human Settlements and Spatial Transformation 
Social Protection 


The National Development informs the fourteen (14) Medium Term Strategic Framework 
priorities and is regarded as the five year implementation plan of the NDP. 


Provincial Development Plan — Vision 2030 


The PDP principles in a nutshell include Social Economic and Spatial Justice; Gender Equality; 
Intergovernmental Equity; Citizens participation; promotes ethical, integrated multi-agent action; 
Public good; Respects evidence and critical deliberations and takes accountability seriously. 


The strategic goals of the Provincial Development Plan (Vision 2030) are further anchored on 
the four catalytic flagships that cut across a range of sectors and industries to give meaning to 
the overall objectives of 2030 vision. In essence, these catalytic flagships are:- 


llima Labantu 


It is an agricultural development initiative that aims to revive the rural economy using the 
endowed resources to address food security, expand its capacity to provide jobs, raise income 
levels and trigger development in the different but related industries and sectors. It is based on 
three intervention areas, research and development, education and training and government 
responses in collaboration with other role players. 


Ematholeni (Children First) 


It aims to give all children a quality start to development and learning, providing a solid 
foundation for a future of equal opportunity. It begins from the level of early childhood 
development (ECD) and builds to the foundation and intermediate phases of primary schooling. 


Infrastructure 


It is primary focus is the provision and maintenance of infrastructure for spatially equitable social 
and economic development. It includes social infrastructure (human settlements, public 
institutions) and economic infrastructure (irrigation systems, factories, production technology, 
equipment and systems, as well as information and communication technology). 


Building Human and Institutional Capabilities for Local Development Action 


It aims to build human and institutional capabilities for inclusive and meaningful local 
development action. It includes building and consolidating a capable state with strong local 
government and sub-entities; accountable sub-regional agents of national and provincial 
departments; skilled leaders and functionaries of non-governmental organisations and citizen 
associations; and capable and responsible citizens. 


The Eastern Cape Province, guided by the NDP has developed its own long term vision, a 
Provincial Development Plan. The PDP is aligned to the seven Provincial Strategic Priorities 
which are: 


31 d year integrated development plan of Koukamma Municipality 


Transforming the economy to create jobs 

Rural development and food security 

Quality education 

Better healthcare for all 

Fighting crime and corruption 

Integrated human settlements and building cohesive communities 
Strengthening the developmental state and good governance 


The strategic priorities are aligned to the National Government’s Medium Term Strategic 
Framework (2014 — 2019). 


Koukamma municipality identified development priority areas, in line with aligning IDP and 
Budget for MSCOA reporting and in response to the call to Premiers and Mayors to be visible 
and active champions of the National Development Plan with their offices being the catalytic 
agencies to drive implementation at Provincial and Municipal level. Furthermore, the five year 
IDP is guided by the NDP, PDP, MTSF and Provincial Strategic Priorities. 


Koukamma municipality development priorities are: 


Basic Service Delivery and Infrastructure Development 
Financial Viability and Management 

Institutional Transformation and Organizational Development 
Good governance and Public Participation 

Local Economic Development 


2.5 INTEGRATED DEVELOPMENT PLAN LINKAGES TO THE SPATIAL PLANNING AND 
LAND USE MANAGEMENT TOOLS 


One of the key and prudent approaches in realising the objectives of a Developmental Local 
Government is to align its Integrated Development Plan (IDP) to the following important 
documents:- 


Spatial Planning and Land Use Management Act (SPLUMA) 

National Spatial Development Framework (NSDF) 

Provincial Spatial Develooment Framework 

Adopted Municipal Spatial Development Framework 

Adopted Municipal Spatial Planning and Land Use Management By-Law 


Important objects of these planning instruments in generating a credible, practical and realisable 
Integrated Development Plan are summed as follows:- 


Provide for a uniform, effective and comprehensive system of spatial planning and land use 
management for the Republic; 


Ensure that the system of spatial planning and land use management promotes social and 
economic inclusion; 


Provide for development principles and norms and standards; 


Provide for the sustainable and efficient use of land; 


32 | o year integrated development plan of Koukamma Municipality 


Provide for cooperative government and intergovernmental relations amongst the national, 
provincial and local spheres of government; and 


Redress the imbalances of the past and to ensure that there is equity in the application of 
spatial development planning and land use management systems. 


Central is the ability of the Local Municipality to appreciate its spatial outlook and potential for 
purposes of integrated, coordinated and inclusive planning based on major developmental 
nodes which are distinct but related to ensure and enhance greater impact to better the urban 
and rural livelihoods of its people. Table of NDP, Provincial Vision 2030, District priorities, Local 
Municipality Priorities 


2.6 STATE OF THE NATION ADDRESS BY THE PRESIDENT 
HIGHLIGHTS OF THE STATE OF NATION ADDRESS 


It is in that spirit that we now approach the present moment. 

Our country is facing a stark reality. 

Our economy has not grown at any meaningful rate for over a decade. 
Even as jobs are being created, the rate of unemployment is deepening. 


The recovery of our economy has stalled as persistent energy shortages have disrupted 
businesses and people's lives. 


Several state-owned enterprises (SOEs) are in distress, and our public finances are under 
severe pressure. 


It is you, the people of South Africa, who carry this burden, confronted by rising living costs, 
unemployment, unable to escape poverty, unable to realise your potential. 


Yet, at the same time, there is another part to our reality. 


It is the reality of a youthful population that has more access to education than ever before and 
which is achieving steadily improving outcomes. 


It is the reality of 2.4 million children in Early Childhood Development (ECD) and pre-school. 


It is about the 8196 of learners who passed matric last year, with an increasing proportion 
coming from rural and township schools. 


For this great achievement, we applaud the Class of 2019. 


Our reality is also that of the 720.000 students who received state funding for Technical and 
Vocational Education and Training (TVET) colleges and universities last year. 


It is about the 6.8 million South Africans who know their HIV status, about the five million people 
who have been initiated on antiretroviral treatment and the 4.2 million people whose HIV viral 
load is, as a consequence, undetectable. 


33 | d year integrated development plan of Koukamma Municipality 


“Today we enter into a covenant that we shall build a society in which all South Africans, both 
black and white, will be able to walk tall, without fear in their hearts, assured of their inalienable 
right to human dignity.” 


This government remains irrevocably committed to upholding that covenant. 


It is a covenant that is rooted in the strategic objective of our National Development Plan, which 
is to eliminate poverty and reduce inequality by 2030. 


Let us frankly admit that that the government cannot solve our economic challenges alone. 


Through the Jobs Summit, we brought labour, business, government and communities together 
to find solutions to the unemployment crisis, and we continue to meet at the beginning of every 
month, the Deputy President and myself, to remove blockages and drive interventions that will 
save and create jobs. 


We have come together, as government and civil society, as communities and faith-based 
groupings, to confront the violence that is perpetrated by men against women. 


We have brought business, labour and government together to craft master plans for those 
industries that have the greatest potential for growth. 


We have come together as different soheres of government, as different state entities, as 
business associations and community groups under a new District Develooment Model (DDM) 
that is fundamentally changing our approach to local development. 


We have been building social compacts because it is through partnership and cooperation that 
we progress. 


Together, over these last two years, we have worked to stabilise our economy and build a 
foundation for growth. 


We have been deliberate in rebuilding institutions and removing impediments to investment. 
We have acted decisively against state capture and fought back against corruption. 


We have steadily improved the reach of education, improved the quality of health care and 
tended to the basic needs of the poor. 


Yet, that has not been enough. 


It has not been enough to free our economy from the grim inheritance of our past, nor from the 
mistakes that we ourselves have made. 


It has not been enough to spare us from the debilitating effects of load-shedding, nor from an 
unstable and subdued global economy. 


And so we find ourselves today at a decisive moment. 


For over a decade, South Africans have had to contend with the effects of a constrained energy 
supply. 


34 | d year integrated development plan of Koukamma Municipality 


| have spoken extensively about the critical role that Eskom plays in the economy of our country 
and in the livelihood of every South African. 


The load-shedding of the last few months has had a debilitating effect on our country. 
It has severely set back our efforts to rebuild the economy and to create jobs. 
Every time it occurs, it disrupts people's lives, causing frustration, inconvenience, hardship. 


At its core, load-shedding is the inevitable consequence of Eskom's inability over many years — 
due to debt, lack of capacity and state capture — to service its power plants. 


The reality that we will need to accept is that in order for Eskom to undertake the fundamental 
maintenance necessary to improve the reliability of supply, load-shedding will remain a 
possibility for the immediate future. 


Where load-shedding is unavoidable, it must be undertaken in a manner that is predictable and 
minimises disruption and the cost to firms and households. 


We are taking the following measures to rapidly and significantly increase generation capacity 
outside of Eskom: 


e A Section 34 Ministerial Determination will be issued shortly, by the Minister of Mineral 
Resources and Energy, to give effect to the Integrated Resource Plan 2019, enabling the 
development of additional grid capacity from renewable energy, natural gas, hydro power, 
battery storage and coal. 

e We will initiate the procurement of emergency power from projects that can deliver electricity 
into the grid within three to 12 months from approval. 

e The National Energy Regulator will continue to register small scale distributed generation for 
own use of under one megawatt (MW), for which no licence is required. 

e The National Energy Regulator will ensure that all applications by commercial and industrial 
users to produce electricity for own use above 1MW are processed within the prescribed 
120 days. It should be noted that there is now no limit to installed capacity above 1MW. 

e Wewill open bid window 5 of the renewable energy Independent Power Producers (IPPs) 
and work with producers to accelerate the completion of window 4 projects. 

e We will negotiate supplementary power purchase agreements to acquire additional capacity 
from existing wind and solar plants. 

e We will also put in place measures to enable municipalities in good financial standing to 
procure their own power from IPPs. 

In line with the roadmap announced last year, Eskom has started with the process of 

divisionalising its three operating activities — generation, transmission and distribution — each of 

which will have its own board and management structures. 


We will be undertaking far-reaching economic reform measures that we will include those 
contained in the paper produced by The National Treasury, entitled Economic Transformation, 
Inclusive Growth and Competitiveness. 


The extent of the state capture, corruption and mismanagement in SOEs is best demonstrated 
at South Africans Airways, which was placed in business rescue late last year. 


We are modernising the Passenger Rail Agency of South Africa's rail network. 


The Central Line in the Western Cape and the Mabopane Line in Pretoria have been closed for 
essential refurbishment and upgrades. 


35 | d year integrated development plan af Koukamma Municipality 


We are investing R1.4 billion in each of these lines to provide, a safe, reliable and affordable 
service. 


Various technical vocational specialisations have already been introduced in 550 schools and 
67 schools are now piloting the occupational stream. 


We are building nine new TVET colleges this year, in Sterkspruit, Aliwal North, Graaff Reinet 
and Ngungqushe in the Eastern Cape, and in Umzimkhulu, Greytown, Msinga, Nongoma and 
Kwaggikazi in KwaZulu-Natal. 


Through bilateral student scholarship agreements we have signed with other countries, we are 
steadily building a substantial cohort of young people who go overseas each year for training in 
critical skills. 


We have seen the impact this can have with the Nelson Mandela Fidel Castro Medical Training 
Programme in Cuba, which has produced over 1.200 medical doctors and a further 640 
students are expected to graduate in December 2020. 


This programme is a living monument to these two great revolutionaries. 

Last year | spoke about our plan to issue tablet computers to school students. 
The process of distributing these tablets is underway. 

We said that every 10-year-old needs to be able to read for meaning. 

Our early reading programmes are gathering momentum. 


This year, we will be introducing coding and robotics in Grades R to 3 in 200 schools, with a 
plan to implement it fully by 2022. 


We have decided to establish a new University of Science and Innovation in Ekurhuleni. 
Ekurhuleni is the only metro in our country that does not have a university. 


This will enable young people in that metro to be trained in high-impact and cutting-edge 
technological innovation for current and future industries. 


Over the last six months, the nation has been galvanised — across communities, government, 
civil society, religious groupings, the judiciary and parliament — to end the crisis of violence 
perpetrated by men against the women of our country. 


It has been a truly united and determined response from all South Africans. 


Through building social compacts across society to fight this scourge, we will be able to achieve 
much more. 


But it is only the beginning of the struggle. 


We implemented an emergency action plan and reprioritised R1.6 billion to support this plan 
until the end of the current financial year. 


There has been progress in several areas. 


36 | o year integrated development plan of Koukamma Municipality 


We will amend the Domestic Violence Act to better protect victims in violent domestic 
relationships and the Sexual Offences Act to broaden the categories of sex offenders whose 
names must be included in the National Register for Sex Offenders, and we will pass a law to 
tighten bail and sentencing condition in cases that involve gender-based violence (GBV). 


We are going to spend R64 billion over the next years in student accommodation and will 
leverage at least another R64 billion in private investment. 


These building projects are ready to start. 


We have been speaking about the Umzimvubu Dam in the Eastern Cape for almost a decade, 
with little to show on the ground. 


We are determined to overcome the financial and other challenges that have held back 
progress and denied the people of these areas such a vital resource. 


Road construction on the site has commenced, and | will soon be visiting the site to ensure that 
we take this work forward. 


We are launching a Tourism Equity Fund this year to stimulate transformation in tourism. 


Last year, | asked the nation to join me in imagining a new smart-city, a truly post-apartheid city 
that would rise to change the social and economic apartheid spatial architecture. 


A new smart-city is taking shape in Lanseria, which 350,000 to 500,000 people will call home 
within the next decade. 


The process is being led by the Investment and Infrastructure Office in The Presidency 
alongside the provincial governments of Gauteng and North West, working together with the 
cities of Johannesburg, Tshwane and Madibeng. 


Working with development finance institutions, we have put together an innovative process that 


will fund the bulk sewerage, electricity, water, digital infrastructure and roads that will be the 
foundation of the new city. 


It will not only be smart and 5G ready, but will be a leading benchmark for green infrastructure 
continental and internationally. 


We are confronted by the crisis of youth unemployment. 


Of the 1.2 million young people who enter the labour market each year, approximately two thirds 
remain outside of employment, education and training. 


More than half of all young people are unemployed. This is a crisis. 
We need to make this country work for young people, so that they can work for our country. 


The solution to this crisis must be two-pronged — we must all create opportunities for youth 
employment and self-employment. 


As part of this intervention, the National Youth Development Agency and the Department of 
Small Business Development will provide grant funding and business support to 1.000 young 
entrepreneurs in the next 100 days — starting tomorrow. 


37 | d year integrated development plan of Koukamma Municipality 


Thanks in large measure to the Auto Master Plan, we sold more cars to the rest of the world last 
year than ever before, providing jobs for young people in Eastern Cape and KwaZulu-Natal. 


We launched a new auto special economic zone hub in Tshwane, which will expand production 
and local manufacture of components. 


The Clothing and Textiles Master Plan, which was signed last year, aims to create 121.000 new 
jobs in the retail-clothing textile and footwear sector over the decade. 


It involves commitments by retailers to buy goods locally, by manufacturers to invest and 
support transformation, and by labour to develop bargaining structures that promote agile 
manufacturing. 


For its part, government has already begun to act vigorously against illegal imports, seizing 
almost 400 containers with under-invoiced products in the last quarter of 2019. 


This suit that | am wearing today, like last year, was proudly made by South African workers. | 
would like to encourage all of us to buy South African products. 


We completed the Poultry Master Plan to support chicken farmers and processors and save 
54.000 jobs while creating new jobs. 


The industry is now focused on growth, greater production and more investment. 


We will, within two weeks, set a new poultry import tariff adjustment to support the local 
industry. 


This is an important step to improve lives, bring people into the digital economy and stimulate 
online businesses. 


The digital economy will increasingly become a driver of growth and a creator of employment. 


We have noted the enthusiastic support from South Africans during public hearings on the 
National Health Insurance (NHI), and are putting in place mechanisms for its implementation 
following conclusion of the Parliamentary process. 


In preparation for the NHI, we have already registered more than 44 million people at over 3.000 
clinics in the electronic Health Patient Registration System, and are now implementing this 
system in hospitals. 


2.7 STATE OF THE PROVINCE ADDRESS BY THE PREMIER 


In the period under review, the Coega SEZ signed 18 new investors who pledged an investment 
to the value of R2.6 billion. Since March 2019 to date, the CDC has already signed 4 new lease 
agreements with various companies all pledging to invest more than R110 million. 


In the East London SEZ, there are 14 projects under construction funded through the R1.4 
billion DTI SEZ Fund to unlock private sector investment of R3.4 billion. These projects have 
created a total of 2000 direct construction jobs in the zone and this is estimated to grow to 3000 
jobs by the end of the financial year. 


38 | d year integrated development plan of Koukamma Municipality 


In essence by the end of 2020, the Eastern Cape Province will see an additional 14 new 
factories being operational in the East London SEZ, a bulk of which will be in the automotive 
sector. An additional 1600 people, particularly the youth will be employed permanently to work 
in these factories by the end of the 2020/21 financial year. 


We welcome the multibillion rand investment by VM Automotive in Berlin, which has already 
injected R450 million for the construction of a factory to supply aluminum and steel blanks to 
Mercedes-Benz. 


What excites us even more is that VM Automotive is the first 100% black owned firm to 
participate in the Mercedes Benz space and this is a good development for the transformation of 
the auto sector. 


The auto sector is another provincial treasure that we must applaud for creating jobs in our 
province. New investments by ISUZU and Ford are a boost to our economy and we are in talks 
with Transnet to increase the capacity of the Johannesburg to Port Elizabeth railway line so that 
Ford can export their cars through the Port of Port Elizabeth. 


In the last SOPA that we tabled eight (8) months ago, we made an undertaking that we were 
going to speed up the process of appointing 500 unemployed nurses and support staff for our 
healthcare centres. 


To date, we can now report that we employed 333 nurses and nursing assistants. 


The Khawuleza Project Management Office and the Project Management Units (PMUs) for 
Information Communication Technology (ICT), CoGTA and Audit Outcomes which are aimed at 
strengthening the capability and effectiveness of the state machinery will be operational by the 
1st of April 2020. 


2020 — 2024 the era of job creation and socio-economic development 


Honourable Speaker, as we celebrate these accomplishments, we must also acknowledge that 
the majority of our people remain spectators in the mainstream economy. The greatest 
challenge we face in our province in this 26th year of our democracy is unemployment and 
youth unemployment in particular. The plans we are going to present here today, are aimed 
mainly at creating jobs for the youth of our Province. 


We have also concluded a significant Land Deal with Transnet for the Ngqurha Manganese 
Export Terminal. This deal will pave a way for the development of the Port Elizabeth waterfront. 
Siyakhawuleza ngoku! 


Pursuant to our efforts, the Department of Mineral Resources and Energy has pronounced that 
the Liquefied Natural Gas (LNG) project will be implemented in COEGA to unlock the potential 
of Gas Industry in our province. Transnet has committed to cooperate with the public and 
private sectors on this LNG gas project. 


We are also pleased to indicate that in this term Transnet will invest an additional R4.6 billion for 
17 key projects, such as Manganese Multi Channel Strategy, Phase 1 of the Port Elizabeth 
Water Front and Tank Farm project. 


39 | d year integrated development plan af Knukamma Municipality 


As the Eastern Cape we must contribute to the attainment of this vision. The East London SEZ 
is planning to build a data center facility in multiple phases, equipping the first data centre hall, 
carrier hotel, meet-me room and office area to meet the inception date of the IOX cable landing. 
This data centre facility is a key requirement component of all the other projects discussed in 
the Digital Economy Portfolio. 


Similarly, working in partnership with the Universal Service and Access Agency of South Africa, 
we are going to connect 300 sites at Port St Johns and Ingquza Hill local municipalities 
comprising schools, clinics, government institutions as well as free public Wi-Fi hotspots. 


Honourable Members, time has come for us to fully unlock 
the property portfolio of government for economic growth. We will henceforth, enlist our 
massive government property portfolio into the infrastructure investment book. 


Some of our properties will be leased to the previously marginalised people, particularly youth 
and women to transform the sector. All tenants occupying government properties must 
honour their lease agreements and pay their rent. 


Honourable Members, we want government employees to have a conducive work environment 
to serve our people. We also want our people to get government services in a coordinated 
manner. We have invested R630 million to build Regional Office Parks in Aliwal North and 
Komani as well SASSA Service Offices in Mount Frere, Libode and Cofimvaba. 


Procurement to build an office precinct in Bhisho and Mount Ayliff is under way. On the Bhisho 
Precinct, the Submission Deadline has been extended to the end of March 2020. We remain 
committed to complete this project within this term of Government. The establishment of the 
social Infrastructure Delivery Unit in the Department of Public Works will be finalised by the end 
of March 2020. 


One of the components of our infrastructure built programme which is critical to grow the 
economy and enhance the mobility of our people is the transport infrastructure. Bantu bakuthi 
siyayazi imeko yeendlela ezingahambekiyo zeliphondo lethu. Urhulumente wenza zonke 
iinzame zokulungisa iindlela. 


The MEC for Finance will elaborate on our investment for provincial road construction projects 
in the Budget Speech. With the investment he will announce, we will surface roads to 
communities in order to enable better access to schools, health centres and tourism attractions. 
One of these roads is the road from Butterworth to Thafalofefe which will be surfaced during this 
term. The designs for the road from Centane to Thafalofefe are complete and as government 
we are looking for funds to implement the project. 


We have also appointed a panel of 38 plant hire contractors for emergency maintenance of 
gravel roads in the province. 


Our policy intent is to consolidate critical provincial roads that are within Metropolitan 
Municipalities to be transferred and gazetted to the Metros. 


40 | d year integrated development plan of Koukamma Municipality 


Through the same policy shift, we continue to reap significant benefits in investments on our 
road infrastructure network. The South African Road Agency Limited (SANRAL) will be rolling 
out multiple roads infrastructure projects in ten (10) critical trade routes across our province. 


Through SANRAL, the National Department of Transport will inject R11,9 billion in the next 2 
years with R5,4 billion targeted for Projects in Kirkwood, Addo, Port Elizabeth to East London, 
from Aliwal North to Lady Grey and Barkley East. This year, we will also see the re- 
establishment of Site for R61 between Baziya and Mthatha Airport. | can also confirm today, 
that the long awaited upgrade of the road between Alice and Fort Beaufort will start in May 
2020. 


Fellow citizens, in this term we will also invest significantly in public transport facilities to 
transform taxi ranks into economic transport nodes, and also build new ones, which will include 
market stalls for hawkers. Four inter-regional and inter-modal public transport terminals will be 
established in Port Elizabeth, East London and Mthatha. 


Honorable Speaker, we welcome the R142.5 million investment commitment by PRASA to 
facelift our railway stations and the R1.5 billion investment commitment for the Network 
extension covering the 7km line and 4 stations in the area of Motherwell linking with the Port 
Elizabeth CBD. 


. Honourable Speaker, we will augment the jobs from these catalytic infrastructure projects by 
implementing government driven job creation initiatives in the agricultural sector 


We are implementing our Provincial Agro Industry Development Action Implementation Plan 
and already, through the Economic Stimulus Fund, we have funded the development of the 
Fresh Produce industry, the Grain Industry, Aquaculture and Red Meat industry to realise this 
policy imperative. 


We will ramp up our agricultural activities in order to fight poverty by expanding our hectorage 
under production. With respect to the provision of agricultural infrastructure, we are going to 
make available 27 livestock handling facilities, 60 auction facilities, 5 Agri-hubs and 25 agro- 
processing facilities. 


Our trade promotion projects secured R516 million worth of trade agreement with Almawashi 
and this has created a market for farmers to sell their sheep. 


Working with national and local government, we will continue to assist our communities and 
farmers in mitigating the effects of drought. We want to appreciate and commend the efforts of 
Gift of the Givers and Vodacom for assisting our people during this difficult time. 


Honourable Members, as you are aware that our province is endowed with the marine 
resources found in the 800 kilometre stretch of our coastline. Phenomenal work has been done 
to develop the Oceans Economy Master Plan, and EXCO has approved it for implementation. 
This plan is expected to inject a projected R10.4 billion into 

the provincial economy and create about 33 000 jobs after the first five years of its 
implementation. 


41 d year integrated development plan of Koukamma Municipality 


We will include projects proposed and identified in the Master Plan into our provincial 
investment book. Our plans to establish small harbours in Port St Johns, Hamburg, Port Alfred 
and Gonubie will be speeded up. 


In this term we also want to increase exports to grow our economy and create jobs. The only 
way we can do this, is by affirming local industries in our townships, rural towns and encourage 
entrepreneurs to manufacture goods in the province. 


The work we are going to do in this term requires effective coordination and integration. 
Through the District Development Model, and in collaboration with the Development Bank of 
Southern Africa, we are going to enhance integrated planning and coordination in the 
implementation of government programmes. Our focus mainly will be on building and enhancing 
professionalism as well as the technical capacity of municipalities. Furthermore, We will focus 
on improving IGR functionality in the Province. This work will be strengthened by our refocused 
SOEs. 


2.8 ALIGNMENT OF INTEGRATED DEVELOPMENT PLAN TO THE SARAH BAARTMAN 
IDP DISTRICT FRAMEWORK 


In terms of legislative provision as per the Municipal Systems Act, 2000, the District Municipality 
is required to develop a framework plan after consultation with the Local Municipalities in its 
area. Such a framework plan binds both the District and Local Municipalities within its area of 
jurisdiction and must address the following aspects:- 


е Identify the plans and planning requirements binding in terms of National and Provincial 
legislation on the District and Local Municipalities or any specific Municipality 


е ldentify the matters to be included in the Integrated Development Plans of the District 
and Local Municipalities that require alignment 


e Specify the principles to be applied and co-ordinate the approach to be adopted in terms 
of those matters and 


e Determine procedures:- 


v For consultation between the District and Local Municipalities during the process 
of drafting their respective Integrated Development Plans and 


v To effect the essential amendments to the framework 


e Critical is that such a process plan must be adopted by Council of the District in line with 
Section 28 of the Municipal Systems Act, 2000 


2.9 INTEGRATED DEVELOPMENT PLAN 


The primary thrust of the Integrated Development Plan is in line with 2030 vision of the SDGs, 
2030 vision of NDP, SPLUMA, 2030 vision of the PGDP including Sarah Baartman District IDP 
Framework. It is further grounded on the founding values of the Constitution of the Republic of 
South Africa and the Bill of Rights with great emphasis on:- 


e Civil Rights 


42 | o year integrated development plan of Koukamma Municipality 


e Political Rights 
e Economic Rights 
e Social Rights and 
e Cultural Rights 


lt is also premised in the context of Corporative Governance in line with Chapter 3 of the 
Constitution which deals with relationships between Organs of Government in the three (03) 
different spheres. In essence, the letter and the spirit of Inter-Governmental Relations find 
expression in the framework, methodology and text of the Integrated Development Plan. It is 
against this backdrop that the generation of Integrated Development Plan must be a product of 
inclusive planning and consultation of all role players:- 


e Koukamma Municipality and Sarah Baartman District Municipality 

e Sector Departments, 

e Non-Governmental Organizations, Civil Society Formations, Business Community 
e Members of the Ward Committees and the Public 


Of importance in the generation of the Integrated Development Plan is the founding mandate of 
a Developmental Local Government as espoused by Section 152 (1) of Chapter Seven (07) of 
the Constitution of South Africa. It defines the strategic agenda of a Developmental Local 
Government as:- 


е To provide democratic and accountable government for local communities 
е To ensure the provision of services to communities in a sustainable manner 
е To promote social and economic development 

е To promote a safe and healthy environment, and 


е To encourage the involvement of communities and community organizations in the 
matters of Local Government 


The Integrated Development Plan is further located within the context of Section 152(2) of the 
Municipal Systems Act which instructs a Municipality:- 


e Must strive within its financial and administrative capacity to achieve the set objectives in 
Section 152(1) of the same Act. 


It is imperative to infuse Section 153 of the Municipal Systems Act which deals with the duties of 
a Developmental Local Government as it directs a Municipality to:- 


e Structure and manage its administration, budgeting and planning processes to give 
priority to the basic needs of the community, and to promote social and economic 
development of the community, and 


e Participate in the national and provincial development programmes 


43 | d year integrated development plan of Koukamma Municipality 


e Consistent with the letter and the spirit of the Constitution of South Africa in terms of 
Section 154, the IDP of Koukamma Municipality is anchored on the text of cooperative 
governance that enjoins National and Provincial Governments to:- 


e Work together to support and strengthen the capacity of Municipalities to manage their 
own affairs, to exercise their powers and to perform their functions 


e Ensure that Organized Local Government, Municipalities and other interested persons 
are offered an opportunity to make representation in respect of Draft Legislation 


In terms of Section 156 of the Municipal Systems Act, that deals with the Powers and Functions, 
assigns an executive authority to a Municipality in respect of and a right to administer:- 


e Local Government matters listed in Part B of Schedule 4 and Part B of Schedule 5 


e Any other matter assigned to it by National or Provincial Legislation 


44 | d year integrated development plan of Koukamma Municipality 


CHAPTER THREE — SOCIO -ECONOMIC ANALYSIS 


3.1 Context 


Socio-economic impact assessment focuses on evaluating the impacts development has on 
community social and economic well-being. This analysis relies on both quantitative and 
qualitative measures of impacts. Development impacts are generally evaluated in terms of 
changes in community demographics, housing, employment and income, market effects, public 
services, and aesthetic qualities of the community. Qualitative assessment of community 
perceptions about development is an equally important measure of development 
impacts. Assessing proposed developments in a socio-economic context will help community 
leaders and residents identify potential social equity issues, evaluate the adequacy of social 
services and determine whether the project may adversely affect overall social well-being. 


DERMOGRAPHICS 


3.1.1 Kou-kamma population 


Koukamma Municipality is a sparsely populated region compared to the Eastern Cape Province. 
The population of Koukamma Local Municipality is estimated at approximately 43 689 in 2016 
(STATS SA 2016). The area spans 35 575 km? and falls within the Sarah Baartman District 
Municipality. 


Figure 3.1.1: Population Growth M" [Formatted:FontBod si 


Percent Percent 


Population 
Population 
growth 


Black African 
Coloured 
Indian or Asian 
White 


Source: StatSa 2016 / Community Survey Кт (Formatted: Font: Italic = | 
figure 3.1.2: Population by Ethnic Group, ее 
| Formatted: Space After: 0 pt 





125 000 


Black Coloured Indian or White 
African Asian 


45 | o year integrated development plan of Koukamma Municipality 





Source: StatSa 2016 / Community Survey 


Figure 3.1.3.1: Population density 


Population density 


Population by home 
language Number Exa 


Afrikaans 
English 
IsiXhosa 
IsiZulu 
Sesotho 
Other 


Figure 3.1.3.2 Population by home language 


% Demographic Population by Home Language 


100.0 


Source: StatSa 2016 / Community Survey 


A 


Figure 3.1.3.3: Percentage by Gender 


Gender Nepos 


mae 20 405 


Female 


20 258 











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50.3 


49.8 


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46 | d year integrated development plan of Koukamma Municipality 


m female 





Gender Number Mae Number 


0-14 12 087 297 14416 
13 708 33.7 14 936 


13 023 32.0 11143 
4,5 3 193 
Source: StatSa 2016 / Community Survey 


Figure 3.1.3.4 





?6 Age Population2016 
BR 


Source: StatSa 2016 / Community Survey 


Figure 3.2.1: Rating of quality Municipal Service 


Rating of 
quality of 
municipal 
services 
Percent 
Water (good) 


Electricity 
supply (good) 
Sanitation 
(good) 

Refuse 
removal (good) 


Percent 


33.0 
34.2 


255 
7.3 





47 o year integrated development plan of Koukamma Municipality 





Percent 
24.1 


52.0 
47.2 


45.3 





РА 


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Figure 3.2.2: Dependency Ratio, | —-| Formatted: No underline 


" | Formatted: Space After: 0 pt, Line 
Ratio 2016 / | spacing: single 


Dependancy ratio 


Poverty head count 
ratio 


= Sex ratio 





Source: StatSa 2016 / Community Survey |. —-| Formatted: Font: Not Bold, Italic, No 


underline 


Figure 3.3.1: Access to Housing |. —- | Formatted: Font: Bold, Not Italic 







Household Services — | Formatted Table 





2011 2016 
Access to housing 
Formal 90.6 93.4 
Traditional 0.3 2.1 
Informal 7.5 4.5 
Other 1:5 0.0 
Access to water 
Access to piped water 95.4 90.6 


УҢ A 
No Access to piped water 5 5 


Access to sanitation 
Flush toilet 
Chemical 

Pit toilet 

Bucket 

None 

Energy for lighting 
Electricity 

Other 

Energy for cooking 
Electricity 

Other 


| 

| Number 777713 Number Percent 
| 

| 

| 

| 

| 

| 

| 

| 

| 

| 

| 

| 

| 

| 

| 

| 

| Access to refuse removal 


| || Removed by local authority at least once a week 


| | Removed by local authority less often 


Communal refuse dump 


| 
| | Own refuse dump 
| | No rubbish disposal 


Source: StatSa 2016 / Community Survey 


A 


48 | d year integrated development plan af Koukamma Municipality 


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Figure 3.2.2: Household Services, 


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% Household Services 2011 & 2016 


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d year integrated development plan of Koukamma Municipality 


49 


Figure 3.3. Provision of Infrastructure sie Formatted: Space After: 0 pt, Line 
bw spacing: single 


Infrastructure ^.  |Formatted: No underline 


21 Formatted: Font: Not Bold, No 
Number Bici Number Percent underline 


Access to telephone 1 240 11.1 1045 9.3 
lines 


Access to cellular 8 120 ; 9 223 
phones 


Access to Internet 2 523 


_% Infrastructure 


Access to Access to Access to 
telephone lines cellular phones Internet 


Free Basic Services 


Indigent Households 
Water 


Electricity 
Sewerage & Sanitation 
Solid Waste Management 


Free Basic Services 





50 | o year integrated development plan of Koukamma Municipality 


Education (Formatted Table 


Number Number 
Level of education 
(20+) 
No schooling 1 345 566 
Some primary 5 744 3 875 
Completed primary 2 611 1 912 
Some secondary 10 203 11 527 
Grade 12/Matric 4 524 5 791 
Higher 884 1 457 
Other 202 





..—-| Formatted: No underline 


Employment at 
municipality 
Percent Percent 


Full-time 
Part-time 


Vacant post 
Total 





d year integrated development plan of Koukamma Municipality 


51 


| 
А 
р B 
he 
fi 
Д 
E 


Full-time Part-time Vacant post Total 


Agriculture 


Percent Percent 
Agricultural households 7.8 


ai 

31.7 
AT 
100.0 


8.9 


Type of agric activity 
Livestock production 
Poultry production 


Vegetable production 
Other 





52 | d year integrated development plan of Koukamma Municipality 


Agriculture 


100.0 4 
Ба i —— s 
Т ІІ. 
0.0 is ar ee Ie ie Е Б — ТӘЛІП, 2117; ІС o 035 3 be vd | 
x 
Ro 
`S NÀ 


T T T 1T 1T 1T 
X ЖУ 


9 
hv 
ХУ 








53 |? year integrated development plan of Koukamma Municipality 


CHAPTER FOUR — DEVELOPMENT PRIORITIES AND PROJECTS 
4.1 Pre-Determined Objectives and Priorities of the Integrated Development Plan 


The municipality's long term vision over the next fifteen years, the strategic objectives and 
priorities will be anchored and aligned to:- 


Sustainable Development Goals, 

National Development Plan, 

Spatial Land Use and Management Act, 

Provincial Growth and Development Plan, 

IDP Framework of Sarah Baartman District Municipality and 

Local Government Strategic Agenda in line with Back to Basic Philosophy 


However, the strategic objectives and priorities will be packaged and aligned to each and every 
five year term of Council of Koukamma Municipality within a 15 year vision. The primary 
strategic objectives with its priorities are underscored as follows:- 


The municipality identified five development priorities outlined below: 
4.1.1 Municipal Transformation and Institutional Development 


Five (05) Year Generation of Human Resource Development and Management Strategy 
Review of Human Resource Recruitment and Selection Policy and other HR policies 
Identification of critical skills in line with the Municipal Objectives and captured to the WSP 
Attraction of Scarce or Critical Skills (HR Prioritisation of Scarce Jobs) has been done as follows 
as outlined in the organogram: 

- Director: Technical and Community Services 

- Town Planner 

- Manager: Civil Engineer (i.e. water & sanitation) 

- Plumber 

- ICT LAN Technician 
Retention of Talent and Expertise (Reward Good Performance, Conduct Exit Interviews) 
Reviewed organogram on the 19 May 2020 and will be approved by Council on the 28 May 
2020. Vacancy rate per department is as follows: 
MM’s Office = 33% 
Corporate Services = 32% 
Finance Services = 24.3% 
Technical Services =38.8% 
Community Services =49.1% 
Finalisation of job descriptions and job evaluation by March 2021. Completion and 
implementation of Task Job Evaluation. 93 Job descriptions submitted to the Sarah Baartman 
District Municipality Job Evaluation. 22 positions were sent for provincial audit committee 
evaluation (PAC evaluation) 17 have been deferred back, 4 positions have been confirmed and 
1 position was withdrawn. 
Implementation of the Workplace Skills Plan (WSP) in line with the HR Plan. 2019/20 WSP was 
submitted on the 30 April 2019 and will be submitted again for 2020/21 on the 31 May 2020. 


54 | d year integrated development plan af Knukamma Municipality 


V NN ON 


Y 


Five (05) Year Generation of Employment Equity Plan with Numerical Goals 

Outlining of political structure and administrative structure (i.e. S57 and S56) in line with the 
EEP 

Transformative and Representative Workforce in line with the Regional Demographics 

Gender Main-Streaming of the Workforce 

Compliance with the Legal Requirements on Employment of People Living With Disabilities 
Annual review of the EEP was last reviewed in 25 July 2019 as required by the Department of 
Labour. 

Five (05) Year Development of Human Resource Implementation Plan 

Critical and Scarce Skills aligned to the IDP Strategic Objectives and Priorities and HRDMS 


Implementation of Organisational Establishment in line with HR Plan — Organisational structure 
reflecting the number of funded filled and vacant positions 

HR Plan reviewed and will be work shopped and table to Council for approval in August 2020. 
HR Plan reflects the critical and scarce skills as well as the number of jobs evaluated. 

Approval of HR Plan, HRD Strategy and policies by November 2020. 

Functional Local Labour Forum 

Five (05) Year Employee Wellness Plan 


Creation of Enabling and Sustainable Conducive Working Environment 

Conducting Educational and Empowering Programmes (Healthy Life Styles, Financial 
Management) - Employee Wellness Committee sitting quarterly. Programmes on Employee 
Wellness conducted. 

Compliance with OHS Act and implementation thereof - Policy and plan still on draft. OHS 
Committee appointed in July 2018 but need to be reviewed. Health and Safety Representatives 
appointed per department in line with the act and were trained. 

Five (05) Year ICT Governance Framework and ICT Governance Policy 

5 Year Development of the ICT Road Map in line with the IDP objectives. Plan attached to the 
framework. 

Functional ICT Steering Committee according to the approved ICT Steering Committee Charter 
Approval of ICT Strategy and ICT Policy by August 2018. 

Functional, compliant Risk Management Committee and Risk Champions. 

Implemented and updated Risk Register 

Improved Municipal Website and updated risk management strategy 

Reviewed Disaster Recovery Plan and other ICT related policies 

Strengthening and Improving Performance of Oversight Functions 

Strengthen and Improve Performance of Council Oversight Functions 

Strengthen and Improve Performance of Oversight Functions by Section 79 Committees 
Strengthen and Improve Performance of Oversight Functions by Municipal Public Accounts 
Committee 


4.1.2 Provision of Basic Services 

Water Services 

Existing Water Sources and Future Bulk Supply Demands (Dams, Boreholes, Irrigation 
Schemes) 

Sustainable Bulk Water Supply Infrastructure Maintenance, Upgrade and Development 
Upgrade of Existing and Building of New Water Storage Facilities and Catchment Channels 
Installation of Water Harvesting Tanks 

Improvement of Blue Drop Performance (Development of WSDP with Operational and 
Monitoring of Implementation Plans) 

Installation of Smart Water Meter System (Improve Water Sources Management System) 


55 | o year integrated development plan of Koukamma Municipality 


Sanitation Services 

Sustainable Bulk Waste-Water Infrastructure Maintenance and Upgrade 

Overhauling of Existing Waste-Water Infrastructure and New Infrastructure Installation 
(Digesters to Full-Water Borne System and Install New Alternative Waste-Water Systems) 
Improvement of Green Drop Performance (Operational and Monitoring of Implementation Plans) 
Electrification Services 


(1) Installation of Bulk-Electrical Infrastructure Network 


Installation of bulk electrical infrastructure network in Kareedouw 
Application for funds for the bulk electrical infrastructure network 


(ii) Electrification of Low Cost Houses 

A number of low-cost houses Hermanneskraal and Koomansbos 
(iii) Installation of Street Lights and High-Mast 
(iv) Installation of Geysers to Low Cost Houses 


Application for Funds to the Department of Energy 
Installation of Geysers to the Low-Cost Houses in Koukamma 


(d) Road Infrastructure Network and Storm-Water Drainage Services 


Municipal Internal Streets (Paving, Surfacing and Graveling) 
Upgrade of gravel and surfaced roads in Kareedouw 

Upgrade of gravel and surfaced roads in Clarkson 

Upgrade of gravel and surfaced roads in Mandela Park 

Upgrade of gravel and surfaced roads in Cold-Stream 

Upgrade of gravel and surfaced roads in Joubertina and Ravinia 


(ii) Provincial Roads 


Upgrade of Langkloof Route (R62) 
Upgrade of Clarkson-Humansdorp Route (R102) 
Upgrade of Bloukrans Route (R102) 


(e) Human Settlement Services 


Destitute Houses 

Building of Low-Cost Houses in Koomansbos 
Building of Low-Cost Houses in Gri-Qua Rust 
Building of Low-Cost Houses in 

Building of Low-Cost Houses in 


(ii) Rectification Houses 
(iii) New Housing Projects (Green-Fields, Social Houses,) 
(f) Five (05) Year Plan on Environmental Health Services 


Review and Development of Integrated Waste Management System 


56 | d year integrated development plan of Koukamma Municipality 


Licensing of Landfill Sites (Rehabilitation, Management and Maintenance of Land-Fill Sites and 
Establishment of Transfer Stations) 

Curbing of Illegal Dumping Sites and Driving Clean Settlement Campaign 

Five (05) Year Plan on Integrated Coastal Management Plan 

Review and Develop a 5 Year ICMP 

Drive Working for Coast Campaign (Side-Walk Cleaning, Removal of Alien Vegetation) 


Five (05) Year Plan on Integrated Recreational Facility Services 
(i) Upgrade and Construction of Cemeteries 


Establishment and Management of New Cemeteries 
Upgrading of Existing Cemeteries 


(ii) Sport-Fields Development Services 


Upgrading of Sport-Field in Clarkson 
Upgrade of Sport-Field in Krakeel 
Upgrade of Sport-Field in Misgund 


(iii) Multi-Purpose Community Centre and Community Halls 


Upgrading of Community Halls 
Construction of a New MPCC 


(iv) Library Services 


Upgrading of Library in Clarkson 
Construction of Library in Kareedouw 


Promotion of Local Economic Development 
(a) Review and Development of LED Strategy 


Local Economic Development (LED) is an approach towards economic development which 
allows and encourages local people to work together to achieve sustainable economic growth 
and development thereby bringing economic benefits and improved quality of life for all 
residents in a local municipal area. 


Koukamma Municipality in pursuit of achieving the development of a pragmatic LED Strategy 
commits to: 


Expedite the establishment and active participation of a local Business Development Forum and 
ensures that this structure plays a meaningful role in the decision making processes on Local 
Economic Development initiatives as well as the reviewal of the economic development 
strategies of the municipality in line with the Local Economic Development Theory and Practice. 


Facilitate the finalization of the LED Strategy and table to council for adoption. 


Establish meaningful partnerships with relevant sector departments and government agencies 
to source funding and soft infrastructure to ensure the implementation of Catalytic Business 
Ventures in pursuit of realizing economic stability within the municipal area. Ensure the 
participation and mainstreaming of PDI’s іп the Tourism Industry. 


57 | d year integrated development plan af Koukamma Municipality 


Major Economic Projects 


PROJECT OBJECTIVE STRATEGY INDICATOR DELIVERABLE | FUNDING | PERIOD 


Honey Bush Tea 
Project 





Agri-Park 
Development 


Special Skills 
Development in 
Organic Gardens 
Project 


Guava Juice 
Irrigation 
Scheme 


Development of partnership 
between KKM and Strategic 
Partners in pursuit of 
realizing the implementation 
of the Honey Bush Tea 
project 

Ensure the implementation 
of the Agri - park concept 


Establishment of a 
partnership agreement 
between Green Growers 
Foundation and Essential Oils 
Coop 


Establishment of a communal 
cooperative and assist with 
sourcing of funds to establish 
an Irrigation Scheme in 
Guava Juice 


Development of a 
partnership 
agreement and 
facilitate 
engagement with the 
stakeholders 
Facilitate the 
establishment of a 
Farmer Production 
Support Unit under 
the Agri-park concept 
in Misgund 


Facilitate the 
development of a 
formal partnership 
agreement between 
Green Growers 
Foundation and 
Essential Oils Coop. 
1) Conduct a number 
of stakeholder 
engagements for the 
establishment of a 
communal 
cooperative. 2) 
Facilitate the 
registration and 
development of a 
business plan 3) 


Signed Partnership Agreement 
between Koukamma and 
Strategic Partner. 

Council resolution 

Processing plant equipment 
installed and operational 

Land for building FPSU 
identified. 

LAMC established and 
functional. 

Construction of Admin block, 
Ablution facility, Bulk 
Infrastructure and 
Mechanization centre 

Signed agreement between the 
Green Growers Foundation and 
Essential Oils Coop. 

Established Aquaponics System 


- Cooperative established 
- Construction of Irrigation 
Scheme 


5 g | 0 year integrated development plan of Koukamma Municipality 


Production of 20 | DEDEAT 
tons of Honey 
Bush Tea 


LAMC 
established. 
All proposed 
buildings 
constructed. 


Operational Cennergi / DRDAR 
Aquaponics 


System 


Cennergi / DRDAR 


- Cooperative 
Registration 

- Operational 
Irrigation 
Scheme 


2018 - 2019 


2018 - 2028 
2018 - 2019 


2018 - 2019 


Assist with the 

sourcing of funds for 

the establishment of 

the irrigation scheme 

in Guava Juice 
Rock Art Centre | Monitoring and evaluation of | Establish a Project Existence of Project Steering - Rock Art Dpt. Tourism 2018 - 2019 
the finalisation of the Rock Steering Committee Committee Centre 
Art Centre to monitor and Service Provider appointed constructed and 
report on progress Stakeholder engagements functional. 
onthe completion of | conducted. 
the Rock Art Project 


Huisklip Nature | Monitoring and evaluation of | Establish Partnership | Conduct Stakeholder Huisklip Department of 2018 - 2020 
Reserve the development of Tourism | with Private business | engagements. Management Tourism. 
Activity in the Huisklip Nature | to develop a Establish and register Agreement 
Reserve Management Plan cooperative. signed and 
and tourism activity Conduct trainings for tour endorsed by 
in the Nature guides council 
Reserve Identify tourism attractions and | Registered 
excursions. cooperative 
Tourism related 
ventures 
established. 


Furniture Establish relations with Ensure that the Assist with the 1) registration - Operational Cennergi / DTI 2018 - 2020 
Factory stakeholders of the Furniture | Stakeholders of the of the business 2) assist with Furniture 
Factory to assist in the Furniture Factory are | the development of a business | Factory. 
process of sourcing funding business compliant plan 3) assist with the sourcing | - 100 job 
of funds opportunities 
created. 
Brick and Paving | Establish relations with Ensure that the Assist with the: - Site Cennergi / DTI 2018-2019 
Factory stakeholders of the Brick and | Stakeholders of the 1) registration of the business established 
Paving Factory to assist inthe | Brick and Paving 2) development of a business - Equipment and 
process of sourcing funding Factory are business | plan material 
compliant 3) sourcing of funds delivered 
- 20 job 










59 | 0 year integrated development plan of Koukamma Municipality 


Opportunities 
created 


Job creation through 
the EPWP 
programme 


Implementation of the EPWP 
program 


Monitor 
implementation of 
the CWP program 
through conducting 
LRC meetings 


Monitor the implementation 
of the CWP program 


60 0 year integrated development plan of Koukamma Municipality 





40 EPWP 2018-2019 
Participants 


appointed 


Recruitment of EPWP Dpt. Public Works 
Participants 

Signed contracts 

Grant Agreement for the EPWP 
Integrated Grant to 


Municipalities signed. 


- Recruitment 
and approval of 
participants 

- Completion of 
useful work in 
communities. 


Facilitate the establishment of 
the LRC. 
Recruitment of Participants 


Dpt. COGTA 2018 - 2021 





Financial Viability, Management and Sustainability 

Maintain AG Unqualified Opinion with Improvements 

Strategy Response on Going-Concern (Balance Sheet or Healthy Financial Profile) 
Improve Revenue Enhancement Strategy 

33 Responsive and Offensive Debt Collection Strategy 

Responsive and Offensive Credit Control Policy 

Develop a Comprehensive and Sustainable Investment Strategy 

Strengthen SCM Compliance and Contract Management 

Improve Legislative Compliance and Reporting Systems 

MSCOA Compliance 


Good Governance and Public Participation 
MPAC Oversight Functions 
Audit Committee Functioning and Performance in terms of Section 166 of the MFMA 
Internal Audit Function 

Risk Management (Risk-Based Management Strategy, Risk-Based Profile and Register) 
Performance Management System (Contracts, Plans, Assessments and Reviews) 
Public Participation System (Ward Committee System, Mayoral Imbizos, IDP-Budget) 


61 o year integrated development plan of Koukamma Municipality 


CHAPTER FIVE: 


5.1 MSCOA PROJECT REGISTER 


Project No. | Project Name Budget 2020/21 Budget 2021/22 Budget 2022/23 
10 В 18982 38410 | R20121 927.15 | R21 328 606.77 

1101 R — 8200000 | R — 8692000 | R — 9213520 

H 10 600.00 H 11 236.00 

1103 | Mayors Programmes 218 480.67 231 589.51 245 484.88 


53 333.33 56 533.33 59 925.33 


21 200.00 22 472.00 


1104 | Public Participation Mayors Office 


20 000.00 


R 

R 

1105 | Drug and Alcohol Committee R 
1106 | Youth Council R 50 000.00 

R 

R 

R 


JJ |2 |2 |2 
20 |2 |2 


1102 | Ward Committee Training R 10 000.00 


| Public Participation Mayors Office sid 

| Drug and Alcohol Committee 000000000000 

|YouhCoundl 222S | 53 000.00 
1107 400 000.00 424 000.00 
1108 25 000.00 
1109 2000000 | R 2120000 | R 22472.00 
1110 20 000.00 22 472.00 


38 697.07 41 018.89 

5 513 681.04 5 844 502.05 
222 600.00 235 956.00 
31 800.00 33 708.00 
106 000.00 112 360.00 


R 
1111 R 36506.67 
1300 
2101 
2102 R — 30000.00 
2103 R — 100 000.00 
2104 25 000.00 26 500.00 28 090.00 
2300 11 115 028.00 11 781 927.60 12 488 844.60 


H 
| Ж В 
2460 | Furniture and office equipment 1/18 воооооо |R ë -| 
2460 R 100 000.00 
R 


2 |2 D |D |Ð |D 


JJ 
D |D 


3300 ! Municipal Running Cost BTO 21 772 804.01 H 22 912 216.52 H 23 343 518.77 


m А 20000000 | R 212000.00 | R 224 720.00 
5102 R 325 871.56 
5104 А 70000.00 74 200.00 78 652.00 
5105 R 30 000.00 31 800.00 33 708.00 
5300 R 2686 954.93 2 848 173.96 3 019 062.06 
6102 61 665.50 65 365.43 
6299 106 000.00 112 360.00 
6300 208499402 | R 221009421 
6460 
7299 R 381 516.26 
7300 R 10874 640.63 | R 11527 117.97 
7460 80 000.00 
7471 400 000.00 
8101 100 000.00 
8102 В 1112 000.00 
8300 R 1589 072.58 
9101 R — 126 646.00 
9300 R — 340 789.34 
11101 R 117 851.00 
11300 R_1569 572.36 
11472 R 530 000.00 


62 | o year integrated development plan of Koukamma Municipality 


J 


J 


R 404 407.24 
R 12 218 746.55 


R 106 000.00 R 112 360.00 
Н 1684 416.15 
А 134244.76 
R 361 236.36 
R 124 922.06 
R 1663 745.98 


А 1785 481.18 
R 142 299.45 
R 382 910.29 
R 132 417.38 
Н 1763 571.14 


| __ 11472 | Upgrading of Stormsrivier Library |R 590000 |в - |R ~- 
11472 R 538000000 |R -| 

12472 | Furniture and office equipment |R 250000 |в - в =- - 

12472 | Upgrading of Community Hall Woodlands | R 300000 |R —— - |R —— - - 


13472 | Paving and construction of ablution facilities Stormsriver Cemetry 160 000.00 


14300 | Municipal Running Cost_Housing Services 499 916.17 


R 529 910.56 
R 222600.00 
Н 20 236 541.65 
R 53 000.00 
R 318 361.46 
Н 4639 047.93 


R 561 705.40 
Н 235956.00 
Н 20 550 733.85 
R 56 180.00 
R 337463.15 
Н 4917 390.05 


15299 | Maintenance of Equioment 210 000.00 


15300 | Municipal Running Cost Traffic Services 20 647 654.27 


16101 50 000.00 
300 341.00 
4 376 460.05 
80 000.00 
700 000.00 
37 000.00 
150 000.00 | R 159 000.00 
280 228.85 | НВ — 297 007.10 


16299 | Maintenance of Vechiles 
16300 | Municipal Running Cost_Fire 
16460 | Tools and Equipment 

16460 | Fire Engine 


16460 | Furniture and office equipment 


R | 168 540.00 
R 314827.53 


17299 | Maintenance of Sportsgrounds 


20 |2 |2 


[Maintenance ofVechiles 000000000000 

[Municipal Running Cost Fire 000000000 

[ToolsandEquipment Cid 

Fire Engine ss 

| Furniture and office equipment  — ă o ă o ă o çë | 

[Maintenance of Sportsgrounds 0000 | 

17300 

17472 150 000.00 

18106 R 3 494 000.00 
|MaitenaneofVechles — (|HR 45188000 | R 478 992.80 
| Municipal Running Cost Parksand OpenSpaces — | R 3337 820.73 
[Maintenance WWIW 0000 | В 1321 239.12 
| Municipal Running Cost_Sanitaion 00000000 R 11 690 636.27 
| Replacement of sewer system in Clarkson 000000 


R 15 474 550.00 


R 507732.37 
Н 3538 089.97 
Н 1 400 513.47 
R 12 392 075.17 
R 16 147 150.00 


18299 | Maintenance of Vechiles 


18300 | Municipal Running Cost Parks and Open Spaces R 4002 527.52 


19299 | Maintenance WWTW RH 1246 452.00 


H 
19300 | Municipal Running Cost Sanitation H 12 565 257.47 
19471 | Replacement of sewer system in Clarkson 
19473 | Misgund WWTW 
R 


313 008.00 


20300 | Municipal Running Cost Roads R 9113 608.46 


R 331 788.48 
Н 9660 424.97 


R 351 695.79 
R 10 240 050.46 


20299 | Maintenance Streets 


20472 | Upgrading of gravel Roads in Louterwater R 14 555 900.00 
R 51 857.00 R 54 968.42 R 58 266.53 
R 3480 819.94 R 3689 669.22 R 3911 049.27 


21299 | Maintenance Machinery 


21300 | Municipal Running cost VTS 
22300 | Municipal Running Cost PMU Unit R 1739 779.00 R 1844 165.74 R 1954 815.24 
R 2110 745.14 R 2237 389.85 


23300 | Municipal Running Cost_Water R 27 620 081.03 R 24 793 035.42 R 26 280 616.96 


23299 | Maintenance WTW R 1991 269.00 


23460 | Machinery and Equipment R 200 000.00 
531 509.00 В 510 399.54 R 541 023.51 
24299 | Maintenance:LV Networks:Municipal Service Connections 531 509.00 510 399.54 541 023.51 


531 509.00 510 399.54 


JJ 


541 023.51 
24299 | Maintenance::HV Transmission Conductors:HV Cables 531 509.00 R 510 399.54 R 541 023.51 


24300 | Municipal Running Cost_Electricity R 7377 338.04 R 7 818 083.51 R 8 287 168.84 


24299 | Maintenance:HV Transmission Conductors:HV Cables 


20 |2 |25 |2 


24299 | Maintenance:LV Networks:LV Conductors 


R 6037 000.00 R 5019 000.00 R 2000 000.00 
24472 | Machinery and Equipment R 50 000.00 
3101 | Finance Management Grant Н 2800 000.00 


18460 | Fencing of landfill site Woodlands А 1166 000.00 
18460 | Fencing of landfill site Coldstream R 435 600.00 


63 | о уваг integrated development plan of Koukamma Municipality 


24460 | New Electricity Network Connections 
i R 2 800 000.00 R 2 800 000.00 


5.2 PROJECTS REGISTER: MSCOA AND SDBIP ALIGNMENT 


QUARTERLY TARGETS 
a S OBJECTIVE STRATEGY S BREST BUDGET 
QUARTER 1 QUARTER 2 QUARTER 3 QUARTER 4 
(Jul - Sept) (Oct - Dec) (Jan - Mar) (Apr - May) 


KPA 1: Municipal Transformation and Institutional Development 
MT01/2020 7471 


aS Fmpiayee Implementation of | Conduct a number 
ellness through employee of Employee 4 Employee 1 Employee enoe Wee 1 Employee 1 Employee 
MT02/2020 5104 conducting a veies: Wellness Wellness R 70 000 Operational Wellness and rammo Wellness Wellness 
number of wellness programmes programmes programmes programme prog programme programme 
programmes 


NE e n Development of 
Councilor е Ее ean ° Se eens БЕ gabe lene RN Facilitate 1 trainin 
МТ03/2020 5101 development for р! 9 9 R 200 000 Operational needs assessment approval of the Council training for 9 
councillors cata сЕ ck S and appointment of training Plan Councillors ЕЕЕ 
Councillors Councillors Councillors pp i 9 
the service provider. 


64 0 year integrated development plan of Koukamma Municipality 




































Complete the 1) 
Electricification of 


Complete with the 
1) Electricification 























Complete with the 
































the Coucnil of the Coucnil 1) Electricification of 
-— erect Chamber 2) Chamber 2) the Coucnil Chamber 
Equipping of newly Equipping of : : ; і 
renovated Council newly renovated Installation oi Installation oi R 400 000 Capital AAA Di 2) Installation P N/A N/A 
Ghambers Counell Chambers Audio Visual Audio Visual service providers Visual Equipment 
Equipment Equipment 3)Provision of 


3)Provision of 
airconditioning 
and Furnisher 


3)Provision of 
airconditioning 
and Furnisher 


airconditioning and 
Furnisher 





MT04/2020 


MT05/2020 


MT06/2020 


MT07/2020 


MT08/2020 


Employee 
Development 
Programmes 


Organisational 
Review 


Effective functioning 


of Council meeting 
for the 2020/21 
Financial Year 


Implementation of 

the Occupational 

Health and Safety 
Act 


Implementation of 
the Skills 
Development Plan 


Review of the 
organisational 
Structure through 
the organogram 


Improve oversight 
function of Council 


Effective 
functioning of 
Standing 
Committees for 
the 2020/21 
Financial Year 


Conduct regular 
meetings with the 
OHS Committee 


Facilitate a 
number of training 
programmes for 
Employees 


Council Approval 
of an reviewed 
Organogram 


Conduct a number 
of Council 
Meetings 


Conduct a number 
of Standing 
Committee 

Meetings 


Conduct a number 
of OHS Commitee 
meetings 


Facilitate 4 
Training 
programmes for 
employees 


Council Approval 
of 1 Reviewed 
Organogram 


4 Seated Council 
Meetings 


20 seated 
Standing 
Committee 
meetings per 
financial year 


2 OHS Commititee 
Meetings 





Operational 


R 307 246 


Operational 
Operational 


Operational 
Operational 


Operational 


Operational 


Operational 


Operational 








65 d year integrated development plan af Knukamma Municipality 


MT09/2020 


MT10/2020 


MT11/2020 


MT12/2020 


MT13/2020 


Implementation of 
the Employment 
Equity Act 


Effective functioning 


of the Risk 
Management 
Committee in the 
2020/21 Financial 
Year 


Improvement of 
working conditions 
and labour peace 
as per the BCEA 
and LRA 


Improve ICT 
governance 


Ensure the 
submission and 
approval of a 
credible EE plan 


Improve the role of 
the Risk 
Management 
Committee 


Improve the 
functionality of the 
LLF Committee 


Implementation of 
the ICT Corporate 
Governance 
Framework 
directives 


66 d year integrated development plan of Knukamma Municipality 


Approval of an 
organisational EE 
Plan 


Conduct a number 
of Risk Committee 
Meetings 


Conduct a number 
of LLF meetings 


Review of existing 
ICT related 
policies inline with 
the governance 
Framework 


Conduct a number 
ICT Steering 
Committee 
Meetings 


Approval and 
implementation of 
EE Plan targets 


4 Risk Committee 
Meetings 


4 LLF meetings 


Council Approval 
of the revised ICT 
policies 


Conduct 4 ICT 
Steering 
Committee 
Meetings 





Operational 


Operational 
Operational 
p 


Operational 


Operational 


Operational 


Operational 
Operational 


Operational 


Operational 








Improve Website 
Content 
Management 


Management of 


MT 14/2020 6102 


Improvement of the 
Network 
Infrastracture 
Development 


Improvement of 
the Network 
Infrastracture 
Development 








MT 15/2020 3101 


Electrification of 
the informal 
settlements in 
Krakeel 


TS01/2020 






Electrification of 


24460 informal settlements 


Electrification of 
the informal 
settlements in 
Louterwater 


TS02/2020 


Paving of gravel 
roads in 
Louerwater 


Paving of Gravel 


TS03/2020 20472 


Roads 


67 o year integrated development plan of Koukamma Municipality 


Municipal Website 








Analysis of the 
existing website to 
identify Gaps 
interms of Treasury 
Framework 


Management and 
evaluation of the 
refurbished 
website 


Presentation of findings 
and Draft prototype of 
website to 
Management 


Management and 
evaluation of the 
refurbished 
website 


Refurbishment of 
the existing 
Municipal Website 


Implementation of 
the final website 
design 


o 
B 


KPA 2 - Basic Service Delivery and Infrastructure Investment (Technical Services) 


R 6 037 000 
DOE 
o 





















Upgrading of the 
network 
infrastructure as 
per the analysis 
report 









Complete with the 
redesign of the 
current network 

infrastructure 


Complete with the 
redesign of the 
current network 

infrastructure 





























Redesign of the 
current network 
infrastructure 


Analysis of the 
existing network 
infrastructure 


Final report on Network 
analysis to standing 
Committees Council 
















Electrification of 
101 Houses in 
Krakeel informal 
settlements 


Electrification of a 

number of houses 

in Krakeel informal 
settlements 







































Electrification of 
101 houses in 
Ravinia 


Electrification of 
70 houses in 
Ravinia 







Electrification of 50 
houses in Ravinia 


Electrification of 25 
houses in Ravinia 






Electrification of 
254 Houses in 
Louterwater 
informal 
settlements 


Electrification of 
200 Houses in 
Louterwater 
informal 
settlements 


Electrification of 
254 Houses in 
Louterwater 
informal 
settlements 


Electrification of a 
number of houses 
in Louterwater 
informal 
settlements 


Electrification of 60 
Houses in 
Louterwater informal 
settlements 


Electrification of 120 
Houses in Louterwater 
informal settlements 


Percentage of 
completion of the 
paving of roads in 

Louterwater 
Phase 1 


100% complete 
with the paving of 
the roads 
identified phase 1 


60% complete with 
the paving of the 
roads identified 
phase 1 


100% complete 
with the paving of 
the roads 
identified phase 1 


80% complete with the 
paving of the roads 
identified phase 1 


Percentage of 


Paving of gravel completion of the 100% complete 25% complete with 


with the paving of the paving of the 


70% complete 100% complete 
with the paving of | with the paving of 










Paving of Gravel 50% complete with the 










































































7504/2020 Roads . т -- n the roads roads identified A oe the roads the roads 
M PL 2 identified Phase 2 Phase 2 identified Phase 2 | identified Phase 2 
Percentage of 
: h 40% complete with 25% complete with » ; 70% complete 100% complete 
TS05/2020 Paving of Gravel E e 22. 2. the paving of the the paving of the 2 араа ЫН with the paving of | with the paving of 
Roads р 9 roads identified roads identified р 9 the roads the roads 


Louterwater identified Phase 3 


Phase 3 


Louerwater 


Phase 3 Phase 3 identified Phase 3 identified Phase 3 


KPA 2 - Basic Service Delivery and Infrastructure Investment (Community Services) 



























Percentage of 10096 complete 7096 copmlete 10096 complete 






























Provision of Relocation and completion with with the upgrading Relocation of the 30% copmlete with the with the with the upgrading 
С501/2020 11472 adequate Library Upgrading of the the upgrading of of the library R 180 000 exising library to the | upgrading of the library upgrading of the of the library 
Services Clarkson Library the library facilities facilities in new library building facilities in Clarkson library facilities in facilities in 
in Clarkson Clarkson Clarkson Clarkson 


68 U year integrated development plan of Koukamma Municipality 


Uograding of the 
Meu а Stormsriver library 
11472 Uograding of the 
Stormsriver library 


Conduct Fire 
Safety Inspections 
for the 2020/21 FY 


CS03/2020 


CS04/2020 


Provision of 
adequate Fire 
Services 


Conduct Fire 
Awareness 
Campaigns in the 
Koukamma 
Region 


CS05/2020 


69 d year integrated development plan of Koukamma Municipality 


Percentage 
complete with the 
upgrading of the 
Stormriver library 


Percentage 
complete with the 
upgrading of the 
Misgund library 


Conduct a number 
of Fire safety 
inspections 


Conduct a number 
of Fire Awareness 
Campaigns 


100% complete 
with the upgrading 
of the Stormriver 
library 


100% complete 
with the upgrading 
of the Misgund 
library 






Conduct 12 Fire 
Safety Inspections 


Conduct 8 Fire 
Awareness 
Campaigns 


R 150 000 
R 200 000 
Operational 


Operational 





DSRAC 


DSRAC 


Operational 


Operational 





С506/2020 


С507/2020 


С508/2020 


С509/2020 


С510/2020 


12472 


13472 


18460 


Provision of 
adequate 


community facilities 


Upgrading of 
cemetery facilities 


Improved Waste 
Management 


Upgrading of the 
community 
facilities 


Upgrading of 
cemetery in 
Stormsriver 


Implementation of 
the Community 
Cleansing Project 


70 0 year integrated development plan of Koukamma Municipality 


Percentage of 
completion with 
the upgrading of 
the Woodlands 
community Hall 


Percentage of 
completion with 
the paving at the 

Stormsriver 
Cemetery 


1) Appointment of 
a number of 
participants 

2)Cleansing of a 

number of illegal 

dumping sites 


Percentage of 
completion with 
the fencing of the 
Woodlands landfill 
site 


Percentage of 
completion with 
the fencing of the 
Coldstream landfill 
site 


100% complete 
with the fencing of 
the Woodlands 
community Hall 


100% complete 
with the paving at 
the Stormsriver 
Cemetery 


1) Appointment of 
60 participants 


2)Cleansing of 18 
illegal dumping 
sites 


100% complete 
with the fencing of 
the woodlands 
landfill site 


100% complete 
with the fencing of 
the Coldstream 
landfill site 





R 300 000 


Internal 
Internal 


DEDEA 
В 3 670 000 DEDEA 


DEDEA 


R 100 000 





Procurement of a 
service provider 


Procurement of 
material and 
supplies 


Appointment of 60 
participants 


Procurement of a 
service provider 


Procurement of a 
service provider 


Appointment of a 
contractor 


25% complete with the 
paving at the 
Stormsriver Cemetery 


Cleansing of the 
existing landfill sites in 
Clarkson, Woodlands, 

Coldstream, 
Louterwater,Joubertina, 
Kareedouw 


Appointment of a 
contractor 


Appointment of a 
contractor 


5096 complete 
with the 
Upgrading of the 
Woodlands 
Community Hall 


5096 complete 
with the paving at 
the Stormsriver 
Cemetery 


Cleansing of 18 
illegal dumping 
sites 


5096 complete 
with the fencing 
of the woodlands 
landfill site 


5096 complete 
with the fencing 
of the Coldstream 
landfill site 


10096 complete 
with the Upgrading 
of the Woodlands 

Community Hall 


10096 complete 
with the paving at 
the Stormsriver 
Cemetery 


Cleansing of 18 
illegal dumping 
sites 


100% complete 
with the fencing of 
the woodlands 
landfill site 


100% complete 
with the fencing of 
the Coldstream 
landfill site 









= E 
Facilitate the 
usus establishment of a 
implementation of Farmer Production 
Е002/2020 Support Unit 
the Agri - park 
under the Agri- 
business model park business 
model in Misgund 










Development of a 
partnership 
agreement and 
facilitate 
engagement with 
the stakeholders 










Development of the 
honeybush tea 
industry in 
Koukamma 


Job creation 
Е003/2020 through the EPWP 
programme 
Implementation of 
the EPWP program 
Reporting on 
LED04/2020 Шә. 
implementation to 
public Works 


71 


d year integrated development plan of Koukamma Municipality 





Conduct a number 
of stakeholder 
engagements to 
ensure the signing 
of partnership 
agreements 


Facilitate a 
number of 
stakeholder 
engagements and 
progress reports 
for the 
establishment of 
the FPSU in 
Misgund 


Number of jobs 
created through 
EPWP 


Submit a number 
of EPWP reports 


to Public Works 








KPA 3 - Local Economic Development 


Conduct 4 
stakeholder 
engagements 


1) 4 stakeholder 
engagements and 
2) 4 progress 
reports on the 
establishment of 
the FPSU 


40 jobs created 
through EPWP 


Submit 4 EPWP 
reports to Public 
Works 







External Funding 


Department of 
Rural 
Development and 
Land Reform 


H 1 112 000 















External 


External 


Public Works 





Facilitate 1 
stakeholder 
engagement and the 
signing of 
partnership 
agreements 


1) 1 stakeholder 
engagements and 
2) Establish local 

management 
structure 
3) 1 Progress report 


40 EPWP 
participants 
Appointed 


1 EPWP report 
submitted to Public 
Works 


Facilitate 1 stakeholder 
engagement 


1) 1 stakeholder 
engagements and 
2) 1 Progress report 


1 EPWP report 
submitted to Public 
Works 





Facilitate 1 
stakeholder 
engagement 


1) 1 stakeholder 
engagements and 
2) 1 Progress 
report 


1 EPWP report 
submitted to 
Public Works 

















Facilitate 1 
stakeholder 
engagement 


1) 1 stakeholder 
engagements and 
2) 1 Progress 
report 


1 EPWP report 
submitted to 
Public Works 







Е005/2020 implementation of 


Е006/2020 SMME Support 


Monitor 
implementation of 
the CWP program 

through 

conducting LRC 
meetings 





Monitor the 


the CWP program 

















Support and 
development of 
the SMME's in 
Koukamma 
through the 
Business 
development 
forum 







Compliance with 


the MEMA and Implementation of 


FV01/2020 the MFMA and 
n mSCOA Circulars 
Regulations 
Annual Budget a us 
FV02/2020 compiled inline with | Compilation of the 


72 


the MFMA Annual Budget 


9 year integrated development plan of Koukamma Municipality 









Conduct a number Conduct 4 LRC 
of LRC meetings meetings 


Conduct 1 LRC Conduct 1 LRC Conduct 1 LRC Conduct 1 LRC 


External Funding COGTA 


Operational Operational 


meeting meeting meeting meeting 
































Conduct a number 





















et Busiass 4 Business 1 Business 1 Business 1 Business 1 Business 
develooment development development forum development forum development development 
р forum meetings meeting meeting forum meeting forum meeting 


forum meetings 


KPA 4 - Financial Viability and Management and Sustainability 


Operational Operational 
Submission of Submission of ааш Adoption of the 
Submit a budget draft budget 
Final Budget to Final Budget to ЕАК а Тено 2021/22 апа 2021/22 Final 
Council and Council and Operational Operational p N/A a Budget to Council 
IDP process plan for related policies to 
Treasury for Treasury for Council AGoroval Counciliand and submitted to 
2021/22 2021/22 ph eae Treasury 





































mSCOA Accurate mSCOA 
Compliant Compliant Maintenance of Maintenance of Mscoa Maintenance of Maintenance of 
Financial System Financial System Mscoa complaint complaint general Mscoa complaint Mscoa complaint 
and Annual and Annual general Ledger Ledger general Ledger general Ledger 
Budget Budget 





FV03/2020 


FV04/2020 


FV05/2020 


FV06/2020 


Adjustments Budget 
compiled inline with 
the MFMA 


Improvement of the 

revenue collection 

rate for the 2020/21 
Financial year 


Submission of 
Adjustments 
Budget to Council 
and Treasury 


Compilation of 
Adjustments 
Budget 


Ensure Increase in 
Revenue 
collection by a 
certain percentage 


Comply with the 
MFMA and 
Municipal Property 
Rates Act 


Submission of 
Adjustments 
Budget to Council 
and Treasury 


Increase Service 
Revenue 
collection by 10% 
of the baseline of 
19/20 for 2020/21 


Increase Rates 
Revenue 
collection by 10% 
of the baseline of 
19/20 for 2020/21 


Increase Traffic 
Fines Revenue 
collection by 20% 
of the baseline of 
19/20 for 2020/21 





Operational Operational 


Operational Operational 





73 d year integrated development plan of Koukamma Municipality 





FV07/2020 


FV08/2020 


FV09/2020 


FV10/2020 


FV11/2020 


Submit a number 
of Grap compliant 
AFS 


Populate the 
Schedule B 
returns and submit 
to treasury 


GRAP compliant Accurate 


Submissions in Reporting in 
accordance with the | Compliance with | Submit a number 


MFMA Legislation of reports to 
Treasury 


Submit a number 
of reports to 
Treasury 


Submit a number 
of reports to 
Treasury 


Grap Compliant 
AFS 


Schedule B 
returns and submit 
to treasury 


Submission of 4 
Section 52 
Reports 


Submission of 12 
Section 71 
Reports 


Submission of 1 
section 72 Report 





Operational 





74 d year integrated development plan of Koukamma Municipality 


Operational 





































Submit the AG Report to Council 













































Compliance to AG Implementation of | Implementation of m mu 8 T Develop a draft audit report and draft on the 
FV12/2020 Findings of 2019/20 the Audit Action the AG Findings in р n Operational Operational N/A action plan based on audit plan to implementation of 
the AG Findings in i ' 3 ; 
FY Plan Audit Action Plan Audit Action Plan AG findings council for the Audit Action 
adoption Plan 


KPA 5 - Good Governance and Public Participation 



















































IDP Review for the Implementation of ; Adoption of the Adoption of the IDP Conduct Situation Dra DE Hina ащ 
: - р Reviewed IDP ; submitted to 2021/22 FY 
GGPP01/2020 2020/21 financial the Municipal reviewed IDP for and Budget Process Analysis of adopted 
2021/22 Council for approved by 
year Systems Act the 2021/22 FY Plan IDP 2021/22 approval Gouna 


Number ot Ward 25 Ward 6 Ward Committee 6 Ward Committee : Dd 6 Ward Committee 
Committees Committee Operational Operational Regie Repons Committee REDONE 
Reports Reports P p Reports p 


Conclude and sign Coordinate the Gonduct Quarter 1 Conduct Quarter Conduct Quarter 3 
off 4 Performance АЕ Panel Performance Review 2 дои (оа 
пееме Performance 2020/21 eview for eview for 
Conclude a Reviews for 2019/20 2020/21 2020/21 
number of 
Performance Operational Operational 
Management 
Reports 
Council approval Conclude Annual Quarter 1 SDBIP Quarter 2 SDBIP Quarter 3 SDBIP 
Performance Performance 
of 4 SDBIP Performance Report Performance Report 
Report due for Report due for 
quarterly reports for 2019/20 FY due for 2020/21 2020/21 2020/21 


GGPP03/2020 


Monitoring and 
application of 
Performance 
Management 

Systems 


Compliance of the 
Performance 
Management 

Framework 


GGPP04/2020 


Establishment of 6 Implementation of 
— M Ward Committees the Municipal 
in Koukamma Systems Act 
2020/21 r 





75 9 year integrated development plan of Koukamma Municipality 


GGPP05/2020 


GGPP06/2020 


GGPP07/2020 


GGPP08/2020 


Effective functioning 
of MPAC in the 
2020/21 Financial 
Year 


Effective functioning 
of Audit Committee 
in the 2020/21 
Financial Year 


Effective 
Functioning of the 
internal Audit 
2020/21 


Compliance to the 
Municipal Systems 
Act 


Improved 
oversight role of 
MPAC 


Improved advisory 
role Audit 
Committee 


Implementation of 
the Internal Audit 
Plan 


Compilation of the 
Annual Report 
2019/20 


Conduct a number 
of MPAC meetings 


Conduct a number 
of Audit 
Committee 
meetings 


A number of 
internal Audit 
Reports 


Development of 
the Annual Report 
2019/20FY 


4 MPAC meetings 


4 Audit Committee 
meetings 


4 Internal Audit 
Reports 


Approved Annual 
Report for 2019/20 
FY 





Operational 


Operational 


Operational 





76 d year integrated development plan of Koukamma Municipality 


Operational 


Operational 


Operational 





5.3 SUMMARY OF FUNDED CAPITAL PROJECTS 























Renovation of council chambers Main Building R400 000.00 Internal funds 
Krakeel R100 000.00 Internal funds 


Corporate Services Administration 





Administration Acquisition of land 


Main Building R80 000.00 Internal funds 
Muncipal Offices R300 000.00 Internal funds 


MMO & Mayors Office MMO & Mayors Office Furniture and Office Equipment Main Building R80 000.00 Internal funds 


DEPARTMENT Community Halls Upgrading of community hall Woodlands Internal funds 

Furniture (Tables & Chairs) All wards Internal funds 
Electrifictation of households Krakeel INEP 

Louterwater INEP 


Administration Furniture and Office Equipment 


Corporate Services 


Community Halls 
Electricity 
Electricity Electrifictation of households 


Electricity Tools & Equipment 


All wards Internal funds 
All wards Internal funds 
Blikkiesdorp Internal funds 
Clarkson DSRAC 
Misgund DSRAC 


Stormsriver R150 000.00 DSRAC 


Woodlands DEDEA 
Coldstream DEDEA 

All wards Internal funds 
Louterwater MIG 

All wards Internal funds 


R25 675 900.00 
77 | 0 year integrated development plan of Koukamma Municipality 


Fire Services Tools & Equipment 


Fire Services Fire Engine 


Fire Services Furniture and Office Equipment 


All wards R50 000.00 Internal funds 


Library Services Upgrading of library 


Library Services Upgrading of library 


Library Services Upgrading of library 


Waste Management Fencing of landfill site 


Waste Management Fencing of landfill site 
Sportsgrounds Upgrading of sportsfields 
Roads 


Water Management 


Upgrading of Roads 
Jet Machine *2 





5.4 SUMMARY OF PROPOSED PROJECTS - OUTCOME OF STAKEHOLDER 
CONSULTATION 


ALL WARDS 


Project Name Project Description Ward Settlement Responsible 


om on Development of Local Settlements 1-6 ALL Municipal Manager 
Revitalisation 





MISGUND - WARD 1 


Project Name Project Description Ward |зешетелі Responsible 
Water Misgund Bulk Water Supply DWS 





Condition assessment and Re- 
commissioning of 3 existing 
Boreholes 


Misgund Technical Services 


Technical Services 


Department of Health 
Burial sites / о nee Community Service 


Domestic Water 


Installation of Prepaid Water Meters 
Meters 


Water Storage Supply of JOJO tanks 


" Establish a clinic closer to the 
Health care facilities 
settlements 


Ablution Facilities at existing 
cemetery 


cemeteries 
Community Services 
Community Services 


Community/Technical 
Services 


Provision of library facilities in the 


Library Facilities 
area 


Provision of Furniture for the existing 
Misgund MPCC 


Paving of gravel roads 


Technical Services 





78 o year integrated development plan of Koukamma Municipality 


Transfer of a Primary School Office of the Premier 
l bad р . Technical Services 
Application for new Housing Project (EVE Brand) 
Establish new , B 
Sports field Establishment of new Sport facility Community Services 


Recreation Facility EIS SIE] Оваа Misgund Community Services 
Facility 

Street Lights EI E aes Technical Services 
Lights 

Community Crèche | Establishment of community Crèche Dept. of Education 


LOUTERWATER - WARD 1 


Project Name Project Description Responsible 


Infrastructure refurbishment for 
the Waste Water Treatment Louterwater 
Works 


o Refurbishment of dilapidated 
Water and Sanitation water infrastructure, Fencing of Technical 
, 1 Louterwater , 
raw water dam, construction of Services 
500kl reservoir 





Technical 
Services 


Commissioning of 2 Boreholes Teenie 
Services 
Sanitation Upgrading of bulk sewer 1 ейін Technical 
infrastructure Services 
Domestic Water Meters Installation of Prepaid Water 1 КҮЛЕ Technical 
Meters Services 
Technical 
Water Storage Supply of JOJO tanks 1 Louterwater 
Services 








79 0 year integrated development plan of Koukamma Municipality 


Health care facilities Extension of Clinic Dept. of Health 
Burial sites / cemeteries Extension and upgrade of the Community 
ИР 1 Louterwater 
existing cemetery Service 
Community 
Louterwater |Services 
DSRAC 
D f 
Louterwater EDS : 
Education 
Technical 
Louterwater 
Services 
Technical 
Louterwater 
Services 
Department of 
Louterwater | Human 
Settlement 
Technical 
Louterwater ; 
Services 
Services 
Technical 
Louterwater , 
Services 
KRAKEEL - WARD 2 


Project Name Project Description Шаа | Settlement | Responsible 


Water and Sanitation Ene rele nena LA Krakeel Technical Services 
existing boreholes 


Domestic Water Installation of Prepaid 2 Krakeel Таса ес 
Meters Water Meters 


Library Facilities Provision of library facilities 


High School Building of a new high school 


Community Hall Building of anew MPCC 


Paving of Roads 


New Housing New housing development 


Fixing and Maintenance of 


Streetlights Streetlights 


Establishment of Recreational 


Recreational Facility Facility 


1 


Electrification Installation of Sport field lights 





Repairs and 
Electricity/Streetlights | Maintenance of 2 Krakeel Technical Services 
streetlights 


Installation of High Mast 2 Krakeel Technical Services 
High Mast Lights 
Lights 


80 0 year integrated development plan of Koukamma Municipality 








Upgrading of gravel Paving of gravel roads 
Roads (2018/2019) 


Technical Services 
Community Services 
Housing m ONO RDE Technical Services 


Provision of Library 
facilities and equipment 
(Feasibility study 29-31 
May 2018) 


Library Equipment 


Maintenance of existing 


Sports Facilities sport field 


Maintenance of the 


Community Hall existing Community Hall 


Community Services 
Community services 
Establishment of 


Recreational Facility ET Krakeel Community Services 


Extension and provision 
Provision of adequate | of ablution blocks , 
cemetery services fencing and shelters for 
Cemeteries 





COLDSTREAM - WARD 2 


Project Name ele : Ward Responsible 
Description 


Construction of a 

catchment dam to Technical 
Catchment Dam 2 Coldstream 

service an area of Services 

Koukamma 


Upgrading of 

Water and Sanitation ОВ SEIT 2 Coldstream Шашы 
a full Water Borne Services 
System 

Domestic Water Meters ат аера 2 Coldstream таса 
Water Meters Services 


81 0 year integrated development plan of Koukamma Municipality 





Water Storage 


Electricity/Streetlights 


Upgrading of gravel 
Roads 


Post Office 


Street Names 


Library Equipment 


Health care facilities 


Sports Facilities 


Landfill Sites 


Housing 


Upgrading of cemetery 


Recreational Facility 


Supply of Jojo Tanks 


Technical 
Coldstream venies 
Services 
Technical 
Coldstream eene 
Services 
Technical 
Coldstream На 
Services 
mmuni 

Coldstream Co ШІНШІ 
Services 
mmuni 

Coldstream Co mury 
Services 

Coldstream Community 
Services 


Provision of 
adequate streetlights 


Paving of gravel 
roads(Laurel ridge & 
Die Rye) 


Establishment of a 
new Post Office 


Naming of Streets 


Provision of Library 
facilities and 
equipment 


Improve clinic 
services 


Maintenance of 
existing sport field 


Coldstream Community 
Services 
Coldstream Community 
Services 
Dept. of H 
Coldstream ept. of Human 
Settlement 
Coldstream Community 
Services 
Coldstream Community 
Services 


Upgrading of 
dumping site 


Provision of new 
RDP Houses 


Extension, fencing 
and Ablution Facility 
at existing cemetery 


Establishment of 
recreational facility 





ses | l 
Services 


82 0 year integrated development plan of Koukamma Municipality 





RAVINIA — WARD З 


Project Name Project Description Ward [Settlement | Responsible 


Water and Sanitation 


Domestic Water Meters 


Electricity/Streetlights 


Upgrading of cemeteries 


Facilitate development of 
EIA or BAR for 
establishment of 
cemetery 


Provision of Educational 
Facilities 


Library Facilities 


Landfill Sites 


Refurbishment of waste 


Technical Services 
water treatment plant 


Ravinia/Tweeriviere 


Supply of JOJO Tanks Technical Services 


Ravinia Technical Services 


Ravinia Technical Services 
Ravinia Community Service 


Mooiuitsig/ Ravinia 


Ravinia 


Installation of Prepaid 
Water Meters 


1) Repairs and 
maintenance of 
streetlights 
2)Provision of 
additional High Mast 
Lights 


Fencing of the existing 
cemetery 


Environmental Impact 
Assessment/ Basic 
Assessment Report for 
the establishment of a 
new cemeiery. 


Community Services 


Building of a School 
that caters for special 
need children 


Dept. of Education 
Community Services 
Technical Services 


Construction of a new 
Library (Feasibility 
Study) 


1) Paving of gravel 
roads (Phase 2 & 3) 
2) Construction of 
Speed humps 


Fencing of the existing 
landfill site, construction 
of a shelter and 
gravelling of the access 
road. 





Ravinia Technical Services 





83 o year integrated development plan of Koukamma Municipality 


1) Construction of an 
indoor Sports Centre 
Sports Facilities 2) Upgrading and 


maintenance of existing 
Sports field 


И 
Establishment of 
m recreational facilities 
Recreational Facility (Play parks and 3 
swimming pool) 


Community Services 
Dept. of Human 
Ravinia Settlement/ Technical 
Services 
KAREEDOUW - WARD 4 


Project Name Project Description Ward [Settlement | Responsible 


Replacement of AC 
Pipes with suitable and 
efficient PVC Pipes 


Provision of new RDP 


Housing о 





Technical 
Services 


—- 

Services 
— 

Services 
Tene Technical 
Electricity/Streetlights |maintenance of 4 Kareedouw 
Services 

streetlights 


Replacement of AC 


Pipes with PVC Pipes ВООЧИ 


Upgrading of sewerage 
Water and Sanitation |system to a full Water 
Borne System 


Domestic Water Installation of Prepaid 
Meters Water Meters 


Uitkyk 
Kagiso Heights 
New Rest 


Technical 
Services 


Provision of High Mast 
Lights 


Streetlights 


Extension, fencing and 
Ablution facility to the 
cemetery 


Appoint a service 
Eadltsie EAE ее тар | 
i Environmental Impact Community 
the establishment of ; 4 Kareedouw , 
M Assessment/ Basic Services 
new land fill site. 
Assessment Report for 
the establishment of a 


g 4 o year integrated development plan of Koukamma Municipality 


Upgrading of 
cemeteries 


Community 


New rest and Uitkyk , 
services 








new landfill site. 


Mountain View 
New Rest 
Kagiso Heights 


€ 
Services 
Dept. 

Kareedouw ept. of Human 
Settlement 

€ 
Services 


Kareedouw 
Joubertina 
Storms River 


— Department of 
Kareedouw Tourism 
Technical 
Technical 





Technical 
Services 


Paving and upgrading 
of all roads 


Develop a Timber 

Factory plant at Production of Timber 
Renselfier Products 
Manufacturing. 







Establishment of 
recreational facility 


— 
Housing 
Houses 
, Upgrading of the 
pore Sportfield 
Construction of Stall 
Revitalization of 
Tourism Hub Assegaaibos Station 
for Tourism attraction 


Development of a 
Skills Hub and 
Innovation Centre 





Recreational Facility 










Community 
Services 





Business incubation 
Centre/ Hub 


Commissioning of 
Bore holes and raising 
of weir 


Repair of Dams at Drie 
krone 


Drie Krone Dams 





8 Б o year integrated development plan of Koukamma Municipality 





5. Building of Clinic at Department of 


CLARKSON - WARD 5 


Project Name Project Description Wed [Settlement Responsible 


Upgrading of water Clarkson, Snyklip, Technical 
reticulation Doriskraal Services 


Waierand Sanitation Provision JOJO tanks 5 Clarkson, Snyklip, Technical 
phase 2 Doriskraal Services 
Upgrading of sewerage 
Tech | 
Water and Sanitation | system to a full 5 Clarkson = m 
Services 
waterborne system 


Replacement of VIP 

toilet system with Flush Guava Juice, Technical 
toilets (Feasibility Wittekleibos, Snyklip Services 
study) 


Water and Sanitation 


Water and Sanitation 


Clarkson, Guava Juice, 
Paving of gravel roads Wittekleibos, Snyklip, 
Eersterivier 


Upgrading of gravel 
Roads 


Technical 
Services 


Fixing and 
Electricity/Streetlights |Maintenance of 
streetlights 


Streetliahts Provision of Snyklip, Doriskraal, Technical 
9 Streetlights Eersterivier Services 
| Provision of new RDP Ee n ID, Technical 
Housing Eersterivier, 
houses "M Services 
Doriskraal/Palmitrivier 


Electrification of 6 
Electrification Snyklip houses and 2 Snyklip, Witkleibos 
Wittekleibos houses 


Provision of adequate | Extension of the clinic Community 

, Clarkson i 
medical centres in Clarkson services 
Witkleibos, Guava juice, 


Snyklip, Clarkson, 
Eersterivier 


Landfill Sites чэла танов oi 5 Clarkson Community 
Landfill site services 


86 0 year integrated development plan of Koukamma Municipality 


Clarkson, Wittekleibos, Technical 
Guava Juice Services 


Technical 
Services 


Provision of sport Establishment of new 
facilities sportsfields 


Community 
services 








Provision of Library 
Library Facility Facility (Feasibility 


Community 


Clarkson 
Services 


study) 

Extension, fencing, 
Burial site/Cemeteries | ablution block at 

existing Cemetery 


Upgrading of the 
Community Halls existing Community 5 Clarkson Community 
services 
Hall 


Community 


Clarkson/Eersterivier 
Services 


Recreational Facility 2. 2. 2 


l , Construction of a 
Pedestrian Bridge Pedestrian Bridge Clarkson N2 SANRAL 
WOODLANDS - WARD 5 


Project Name Project Description Settlement |Responsible 





Upgrading of current water 
facilities and provision of 
alternative water sources — 
JOJO Tanks 


Technical 


Water and Sanitation Woodlands/Palmiet Rivier 


Services 
Upgrading of sewerage 
Water and Sanitation system to a full Water 


Technical 
Woodlands 2. 

Borne System 
. | llati fP i Technical 
Domestic Water Meters nstallation of Prepaid Woodlands x ee 
Water Meters Services 


Woodlands/Harmanuskraal/ Technical 
Kwaaibrand 


Upgrading of gravel 


Roads Paving of gravel roads 


Woodlands/Harmanuskraal/ Technical 
Kwaaibrand 


Repair and maintenance of 


Electricity/Streetlights streetlights 


Construction of a new High 
Electricity/Streetlights Mast and repair of the 
existing High Mast Lights 


Technical 


Woodlands 
Services 


Maintenance of Sport field WoodiandaKwaaibrand Technical 
lights Services 


Electrification 


Housing Provision of new RDP Б Woodlands Technical 

houses Services 
Provision of adequate Establishment of a new 5 Woodlands Dept. of Health 
medical centres clinic 


87 | o year integrated development plan of Koukamma Municipality 





ісі Construction of a netball 

Provision of sport pe 5 Woodlands Community 

facilities services 
Upgrading of dumping site 

Landfill Sites (Fencing, Access Road, Woodlands 2. 
Ablution Block) 
Construction of the new Community 

Community Has [ana uz 
Extension and upgrading 

Burial sites/ Cemetery (Fencing and Ablution Woodlands STIS 

Services 

block) of existing Cemetery 


Recreational Facility EAA AEE Woodlands/Palmiet Rivier EMI 
recreational Facility Services 
Library Facilities Са ононе 5 |Woodlands Rm 
Facilities Services 
Destitute Houses жары е 5 Harmanuskraal pep Or Tuman 
Houses Settlements 
Transfer of SAFCOL 
Transfer of Houses Houses to Koukamma 5 Kwaaibrand Koukamma 
Municipality 
: Technical 
New Hall Construction of New Hall 5 Woodlands 
Department 


NOMPUMELELO VILLAGE - WARD 6 


Project Name Project Description Ward [вешетет Responsible 


Upgrading of sewerage 
Water and Sanitation |system to a full Water Nompumelelo Village | Technical Services 
Borne System 





Domestic Water Installation of Prepaid 


N lelo Vill Technical Servi 
Meters Water Meters ompumelelo Village | Technical Services 


Repair and maintenance 


Electricity/Streetlights of streetlights 


Nompumelelo Village | Technical Services 


Electrification of Informal оао Technical Services / 
houses at Riemvasmaak p 9 Е5КОМ 


Electrification 


Maintenance of Sport field Technical Services / 


Nompumelelo Village 


lights ESKOM 


gg | 0 year integrated development plan of Koukamma Municipality 





Provision of adequate 
medical facilities 


Provision of adequate 
cemetery services 


Education 


Library Facilities 


Sports Facilities 


Recreational Facility 


New Housing 


JOJO Tanks 


Highmas Lights 


Indoor Sport Center 


Establishment of an 
operational day hospital / 
Clinic 


Extension and provision of 
ablution blocks , fencing 
and shelters for 
Cemeteries 


Provision of a High School 


Provision of Library 
facilities and equipment 


Construction of a Netball 
Court 


Establishment of 
Recreational Facility 


Building of new Houses 


Provision of JOJO Tanks 


Installation of Highmas 
Lights 


Provision of Indoor Sport 
Center 


Nompumelelo Village 


Nompumelelo Village 


Nompumelelo Village 


Nompumelelo Village 


Nompumelelo Village 


Nompumelelo Village 


Nompumelelo Village 


Nompumelelo Village 


Nompumelelo Village 


Nompumelelo Village 


Dept. of Health 


Community services 


Dept. Of Education 


Community services 


Community Services 


Community Services 


Technical Services 


Technical Services 


Technical Services 


Community Services 








89 0 year integrated development plan of Koukamma Municipality 


STORMSRIVER - WARD 6 


Project Name Project Description Ward |бешетет | Responsible 


Water Storage Supply of Jojo tanks e pme Technical Services 
Upgrading of Stormsriver Low 
Water and Pressure Water Mains / Water , , i 
5 Stormsriver Technical Services 
Sanitation Meters / Installation of 
Chemical Dosing Pumps 
Technical Services 


Technical Services 
Technical Services 
Technical Services 
Technical 
Stormsriver 
Department 


Upgrading of Stormsriver 
башы Gravel Road to Paved Road 
Upgrading of sewerage 
system to a full Water Borne 
System 


Electricity/Streetlight | Fixing and Maintenance of 

3 streetlights 

Electrification Installation of Sport field 
Lights 


Water and 
Sanitation 


Reservoir 


Provision of 
adequate cemetery 
services 


library Facies Provision of Library facilities 
and equipment 


Integrated 
Development Construction of new MPCC 
Centre 


Ablution blocks and Shelters , 
Paving for Cemeteries 


бото оет Community services 
/ DSRAC 
—m 
sive Dept. of Human 
Settlements 
өттік 


90 | 0 year integrated development plan of Koukamma Municipality 


Construction of a Netball 
Court 


Sports Facilities 
Housing Building of new RDP Houses 


,, [Establishment of Recreational 
Recreational Facility Facility 


Land tilsto [Upgrading ofthe Dumping oem | Techrical Service 





CHAPTER SIX - INTEGRATION OF SECTOR PLANS 


6.1 SPATIAL DEVELOPMENT FRAMEWORK 


6.1.1 Legislative Framework 


To provide a framework for spatial planning and land use management in the Republic; to specify 
the relationship between the spatial planning and the land use management system and other 
kinds of planning; to provide for the inclusive, developmental, equitable and efficient spatial 
planning at the different spheres of government; to provide a framework for the monitoring, 
coordination and review of the spatial planning and land use management system; to provide a 
framework for policies, principles, norms and standards for spatial development planning and 
land use management; to address past spatial and regulatory imbalances; to promote greater 
consistency and uniformity in the application procedures and decision-making by authorities 
responsible for land use decisions and development applications; to provide for the 
establishment, functions and operations of Municipal Planning Tribunals; to provide for the 
facilitation and enforcement of land use and development measures; and to provide for 
matters connected therewith. 


6.1.2 Objects of Act 


The objects of this Act are to— 

e provide for a uniform, effective and comprehensive system of spatial planning and 
land use management for the Republic; 

e ensure that the system of spatial planning and land use management promotes social 
and economic inclusion; 

e provide for development principles and norms and standards 

e provide for the sustainable and efficient use of land; 

e provide for cooperative government and intergovernmental relations amongst the 
national, provincial and local spheres of government; and 

e redress the imbalances of the past and to ensure that there is equity in the 
application of spatial develooment planning and land use management systems. 


6.1.3 Spatial planning system 


The spatial planning system in the Republic consists of the following components: 

e Spatial development frameworks to be prepared and adopted by national, 
provincial and municipal spheres of government; 

e development principles, norms and standards that must guide spatial planning, land 
use management and land development; 

e the management and facilitation of land use contemplated in Chapter 5 through the 
mechanism of land use schemes; and 

e Procedures and processes for the preparation, submission and consideration of 
land development applications and related processes as provided for in Chapter 6 
and provincial legislation. 


91 o year integrated development plan of Koukamma Municipality 


6.1.4 Categories of spatial planning 


Municipal planning, for the purposes of this Act, consists of the following elements: 


The compilation, approval and review of integrated development plans; 


the compilation, approval and review of the components of an integrated development plan 
prescribed by legislation and falling within the competence of a municipality, including a 
spatial development framework and a land use scheme; and 


the control and regulation of the use of land within the municipal area where the nature, 
scale and intensity of the land use do not affect the provincial planning mandate of 
provincial government or the national interest. 


Provincial planning, for the purposes of this Act, consists of the following elements: 


The compilation, approval and review of a provincial spatial development framework; 


monitoring compliance by municipalities with this Act and provincial legislation in relation 
to the preparation, approval, review and implementation of land use management 
systems; 


the planning by a province for the efficient and sustainable execution of its legislative and 
executive powers insofar as they relate to the development of land and the change of land 
use; and 


the making and review of policies and laws necessary to implement provincial planning. 


National planning, for the purposes of this Act, consists of the following elements: 


The compilation, approval and review of spatial development plans and policies or similar 
instruments, including a national spatial development framework; 


the planning by the national sphere for the efficient and sustainable execution of its 
legislative and executive powers insofar as they relate to the development of land and the 
change of land use; and 


the making and review of policies and laws necessary to implement national planning, 
including the measures designed to monitor and support other spheres in the 
performance of their spatial planning, land use management and land development 
functions. 


the making and review of policies and laws necessary to implement national planning, 
including the measures designed to monitor and support other spheres in the 
performance of their spatial planning, land use management and land development 
functions. 


6.1.5 Application of development principles 


The general principles set out in this Chapter apply to all organs of state and other 
authorities responsible for the implementation of legislation regulating the use and 
development of land, and guide— 


the preparation, adoption and implementation of any spatial 

development framework, policy or by-law concerning spatial planning and the 
development or use of land; 

the compilation, implementation and administration of any land use scheme or other 
regulatory mechanism for the management of the use of land; 

the sustainable use and development of land; 

the consideration by a competent authority of any application that impacts or may impact 


92 d year integrated development plan af Koukamma Municipality 


upon the use and development of land; and 
e the performance of any function in terms of this Act or any other law regulating spatial 
planning and land use management. 


Notwithstanding the categorisation of principles in this section, all principles contained in 
this Act apply to all aspects of spatial development planning, land development and land 
use management. 


6.1.6 Development principles 


The following principles apply to spatial planning, land development and land use 
management: 


е The principle of spatial justice, whereby— 


e past spatial and other development imbalances must be redressed through improved 
access to and use of land; 


e spatial development frameworks and policies at all spheres of government must address 
the inclusion of persons and areas that were previously excluded, with an emphasis on 
informal settlements, former homeland areas and areas characterised by widespread 
poverty and deprivation; 


е spatial planning mechanisms, including land use schemes, must incorporate provisions that 
enable redress in access to land by disadvantaged communities and persons; 


е |апа иве management systems must include all areas of a municipality and 
specifically include provisions that are flexible and appropriate for the management of 
disadvantaged areas, informal settlements and former homeland areas; 


е land development procedures must include provisions that accommodate access to secure 
tenure and the incremental upgrading of informal areas; and 


e a Municipal Planning Tribunal considering an application before it, may not be impeded or 
restricted in the exercise of its discretion solely on the ground that the value of land or 
property is affected by the outcome of the application; 


e the principle of spatial sustainability, whereby spatial planning and land use management 
systems must— 


e promote land development that is within the fiscal, institutional and administrative means 
of the Republic; 


e ensure that special consideration is given to the protection of prime and unique agricultural 
land; 


e uphold consistency of land use measures in accordance with environmental management 
instruments; 


e promote and stimulate the effective and equitable functioning of land markets; 


e consider all current and future costs to all parties for the provision of infrastructure and 
social services in land developments; 


e promote land development in locations that are sustainable and limit urban sprawl; and 
result in communities that are viable; 


e the principle of efficiency, whereby— land development optimises the use of existing 
resources and infrastructure; decision-making procedures are designed to minimise 
negative financial, social, economic or environmental impacts; and 


e development application procedures are efficient and streamlined and timeframes are 
adhered to by all parties; 


93 | 0 year integrated development plan of Koukamma Municipality 


6.1.7 


the principle of spatial resilience, whereby flexibility in spatial plans, policies and land use 
management systems are accommodated to ensure sustainable livelinoods in communities 
most likely to suffer the impacts of economic and environmental shocks; and 


the principle of good administration, whereby— all spheres of government ensure an 
integrated approach to land use and land development that is guided by the spatial planning 
and land use management systems as embodied in this Act; 


all government departments must provide their sector inputs and comply with any other 
prescribed requirements during the preparation or amendment of spatial development 
frameworks; 


the requirements of any law relating to land development and land use are met timeously; 


the preparation and amendment of spatial plans, policies, land use schemes as well as 
procedures for development applications, include transparent processes of public 
participation that afford all parties the opportunity to provide inputs on matters affecting 
them; and 


policies, legislation and procedures must be clearly set in order to inform and empower 
members of the public. 


Norms and standards 


The Minister must, after consultation with organs of state in the provincial and local 
spheres of government, prescribe norms and standards for land use management and land 
development that are consistent with this Act, the Promotion of Administrative Justice Act, 
2000 (Act No. 3 of 2000), and the Intergovernmental Relations Framework Act. 


The norms and standards must— 


reflect the national policy, national policy priorities and programmes relating to land 
use management and land development; 


promote social inclusion, spatial equity, desirable settlement patterns, rural 
revitalisation, urban regeneration and sustainable development; 


ensure that land development and land use management processes, including 
applications, procedures and timeframes are efficient and effective; 


include—a report on and an analysis of existing land use patterns; 
a framework for desired land use patterns; 


existing and future land use plans, programmes and projects relative to key sectors of 
the economy; and 


mechanisms for identifying strategically located vacant or under-utilised land and for 
providing access to and the use of such land; 


standardise the symbology of all maps and diagrams at an appropriate scale; 


differentiate between geographic areas, types of land use and development needs; 
and 


provide for the effective monitoring and evaluation of compliance with and 
enforcement of this Act. 


The Minister may, in consultation with or at the request of another Minister responsible for 
a related land development or land use function and after public consultation, prescribe 
norms and standards to guide the related sectorial land development or land use. 


94 | 0 year integrated development plan of Koukamma Municipality 


6.1.8 Preparation of spatial development frameworks 


The national and provincial soheres of government and each municipality must prepare spatial 
development frameworks that— 

e interpret and represent the spatial development vision of the responsible sphere of 
government and competent authority; 

e are informed by a long-term spatial development vision statement and plan; 

e represent the integration and trade-off of all relevant sector policies and plans; 

e guide planning and development decisions across all sectors of government; 

e guide a provincial department or municipality in taking any decision or exercising 
any discretion in terms of this Act or any other law relating to spatial planning and 
land use management systems; 

e contribute to a coherent, planned approach to spatial development in the national, 
provincial and municipal spheres; 

e provide clear and accessible information to the public and private sector and provide 
direction for investment purposes; 

e include previously disadvantaged areas, areas under traditional leadership, rural 
areas, informal settlements, slums and land holdings of state-owned enterprises 
and government agencies and address their inclusion and integration into the 
Spatial, economic, social and environmental objectives of the relevant sphere; 

e address historical spatial imbalances in development; 

e identify the long-term risks of particular spatial patterns of growth and development 
and the policies and strategies necessary to mitigate those risks; 

e provide direction for strategic developments, infrastructure investment, promote 
efficient, sustainable and planned investments by all sectors and indicate priority 
areas for investment in land development; 

e promote a rational and predictable land development environment to create trust 
and stimulate investment; 

e take cognisance of any environmental management instrument adopted by the 
relevant environmental management authority; 

e give effect to national legislation and policies on mineral resources and sustainable 
utilisation and protection of agricultural resources; and 

e consider and, where necessary, incorporate the outcomes of substantial public 
engagement, including direct participation in the process through public meetings, 
public exhibitions, public debates and discourses in the media and any other forum 
or mechanisms that promote such direct involvement. 


The national government, a provincial government and a municipality must participate in the 
spatial planning and land use management processes that impact on each other to ensure 
that the plans and programmes are coordinated, consistent and in harmony with each other. 

A spatial development framework adopted in terms of this Act must guide and inform the 
exercise of any discretion or of any other law relating to land use and development of land by 
that sphere of government. The national spatial development framework must contribute to and 
give spatial expression to national development policy and plans as well as integrate and 
give spatial expression to policies and plans emanating from the various sectors of national 


95 | 0 year integrated development plan of Koukamma Municipality 


government, and may include any regional spatial development framework. A provincial spatial 
development framework must contribute to and express provincial development policy as well 
as integrate and spatially express policies and plans emanating from the various sectors of 
the provincial and national spheres of government as they apply at the geographic scale of 
the province. A municipal spatial development framework must assist in integrating, 
coordinating, aligning and expressing development policies and plans emanating from the 
various sectors of the spheres of government as they apply within the municipal area. Spatial 
development frameworks must outline specific arrangements for prioritising, mobilising, 
sequencing and implementing public and private infrastructural and land development 
investment in the priority spatial structuring areas identified in spatial development 
frameworks. 


6.1.9 Municipal land use planning 


Except as provided in this Act, all land development applications must be submitted to a 
municipality as the authority of first instance. Despite subsection (1), where an application or 
authorisation is required in terms of any other legislation for a related land use, such 
application must also be made or such authorisation must also be requested in terms of that 
legislation. A land Audit was conducted by the Department of Public works in order to obtain 
land availability statistics and to direct the Municipality in land acquisition applications for 
future land development planning purposes. 


6.1.10 Municipal cooperation 

Тһе councils of two or more municipalities may, in writing, agree to establish a joint 
Municipal Planning Tribunal to exercise the powers and perform the functions of a Municipal 
Planning Tribunal in terms of this Act in respect of all the municipalities concerned. A district 
municipality may, with the agreement of the local municipalities within the area of such 
district municipality, establish a Municipal Planning Tribunal to receive and dispose of land 
development applications and land use applications within the district municipal area. The 
agreement entered into in terms of this section must be published in the Provincial Gazette 
and a local newspaper in each of the affected municipalities. 


6.1.11 Benefits of Spatial Development Framework 

The benefits of the Spatial Development Framework are outlined below:- 

It facilitates effective use of scarce land resources. 

It facilitates decision making with regard to the location of service delivery projects. 

It guides public and private sector investment. 

It strengthens democracy and spatial transformation. 

It promotes intergovernmental coordination on spatial issues. 

It serves as a framework for the development of a detailed scheme and the basis for 

various Land use management systems. 

It guides and informs municipal infrastructure investment 

е |t guides public investment , namely the provision of community facilities or any other 
spending of public fund and 

e Provides visual representation of the desired spatial form of the municipality. 

e Ultimately, the SDF defines and facilitates a progressive move towards the attainment of an 
agreed upon desired spatial structure within the municipality’s area of jurisdiction. 


96 | 0 year integrated development plan of Koukamma Municipality 


е SPLUMA IMPLEMENTATION 
Planning Tribunal for Koukamma Municipality: 


The municipality has a stand-alone municipal planning tribunal. The professional function is 
outsourced. A committee was established in 2018 comprising of internal members and a 
representative of Cogta with the appointed professional body as the Chairperson of this committee. 


6.2 WATER SERVICES DEVELOPMENT SECTOR PLAN 
6.2.1 Legislative Framework 


The Koukamma Municipality, is authorized in terms of the Municipal Structures Act (Act No. 117 of 
1998) and the Municipal Structures Amendment Act (Act No. 33 of 2000) as the Water Services 
Authority for its area of jurisdiction and therefore has a duty, as assigned to it in terms of the Water 
Services Act (Act No. 108 of 1997), to all consumers or potential consumers to progressively 
ensure efficient, affordable, economical and sustainable access to water services. The Water 
Services Act, 1997 (Act No. 108 of 1997) places a duty on Water Services Authorities to prepare a 
Water Services Development Plan as part of the process of preparing any integrated development 
plan. Section 15 (5) of the Water Services Act, 1997 states that:: a water services development 
plan must form part of any integrated development plan contemplated in the Local Government 
Transition Act, 1993 (Act No. 209 of 1993). 


6.2.2 Status Quo Overview 


Koukamma Municipality comprises of 12 formal settlements and a number of informal settlements 
that mostly close to the formal area. Kareedouw and Joubertina serves as the major towns with 
other small settlements such as Louterwater, Clarkson, woodlands, Blikkiesdorp, Stormsriver, 
Coldstream, Misgund and Krakeel that are remotely established across the municipal area. The 
Municipality is a Water Services Authority in terms of the Water Services Act, Act 108 of 1997 and 
it is legally mandated to ensure provision of water services to all settlements within its area of 
jurisdiction. In its current stature, the municipality provides water services to all areas within its 
mandated area with exception of privately owned areas such as Thornham, Sanparks, Tweerivier, 
Boskor and Witelsbos. The municipality is characterized by extensive agricultural activities and 
thus has numerous farm properties that are also not serviced by the municipality. Most of these 
areas have water and sanitation infrastructure that are privately established and meet the minimum 
standards. In some cases the municipality provides reasonable support when due to ensure 
efficiency of referred privately owned water and sanitation infrastructures. The latter statistical 
report of 2011 (census 2011) indicate the total population of 40663 with annual growth rate of 
1.66% within municipal area. The report informs the recent estimations for 2016 population within 
Koukamma which is in the range of 43669 persons. The municipality soans about 35 575 km2 area 
with estimation of 11053 households (based on census 2011). 


97 | 0 year integrated development plan of Koukamma Municipality 


(a)Business Element 1: Demographics 


Table A. and A2 Water services and Sanitation Overview 


2011* *2015/16 Sanitation category 








Water category 































































































































































Sub-Total (Rural) 3 078] 12 990 2 707| 12 360 


TOTAL a2 850 


© © 
Ф Ф 
с Е 
S S 
Eu 818 el $8 
Settlement Type ie ue Z| ejl æ е Е| ЕЕ) е 
ШЕ | CS с| -| е — S 3 S| =|% = 
= = 2 ЕЕ 5121 21515 |51 ЕЕЕ FS] 3| z| |z| || 5 
5 < 5 = EE 2 5 Ф Ф а | =] = = | «2 || == 2 5 Ф Ф а | = | & 
o б o о -|<|е|8| а| Б| 5| Б 51511 = ФГ е| |51 5| 5 ЕЕ 
Ф вес e = КЕ Ко ЛЕР сы Ива сәй ЕСЕ = | = 
З E S E m EE S SIEG esr = g|s|sals|s 
ә е ә о “|| ШІЕІШПЕІЕ|Е|2|121818|“|5|І5|Е|Е|8|21|42 
x= с. x= а | Е| eS ea a |е ea ea Е ea Eee a lea FE Ee ea lea Te 
URBAN 
Formal Town 
Тн и. 
т ва ва hr rr 
Го [о [о [о [о [1 [1 [о [о [о [о [о [о [о |2 [о [о [о [о [о 
Formal settlements 
|| | | [| L| T | {| | | | [wy | | NEM _ 
|| | | [| LI | | {| | | |l 1 1 bl M | 
|| | | | bl] | LI | Ll LLL L bl Ll | 
[Sandrift/blikkiesdorp | в| 22) вв 28| ||) | | || | M | | j| | | j| M] NM | 
Stormsriver 574 1670 574 1753 
Coldstream 502 1657 502 1769 
LL 1 1 NM eee 
Woodlands | L1 аа 1. li| rr NN 
Тн | J| NM | | | | | 
Sub-Total 4 982| 16 937 5 372| 19 O26 1 1 7 
Sub-Total: (Urban)| 7 956| 27674] Зз 346/ 30 490 1 1 7 
RURAL 
Rural Small Village 
Ooo T T T T SOT S S S T S O T S TS TS TST S S L2 
ны т a ооа ааа е ее о a е ее ones. aa 
Rural Scattered 
| {| | | | | | M | | | | | [| [| | а | | 
"TTCTINEELUNE T ERE CNR | RCRRCRRCREREREREWEREREREREREREREREEENEEEE 
Working towns & service centres 
| {| | | | LL LL bl l| [| | Li Li Lll 
рр lb L L bL L t Ll L LL L EL LL bL LL bL LL L2 
Sub-Total 13 35 13 з5|| 1 [ о [ о [о | о [ о [ о | о [ о [ о [1 | о | о [о [ о [о [ о | о [ о [о | 
Farming 
Boskor 28 90 28 95 |. | | LI LL LI belli llll1l Ll. 
Koukamma NU Еа EIE s — 
Sub-Total 2 888| 12 291 2 517| 11 746 1 1 1 
2 1 1 
о о о [1 [з | з [5 [5 [ о | 2 {о [о [ о {а [ о [7 [2 | 5 [о | 


Note: * aligned with Census 2011 


(b)Business Element 2: Service Levels 


Table A.3: Residential water services delivery access profile: Water 


Census Category Description РҮ 015 FY2 014 FY2 Dla 


a I 
AD aE Поле 7528 | 88% 7501 | B8% 
dwelling/institution 


98 | o year integrated development plan of Koukamma Municipality 





Piped (tap) water inside yard | Yard connections 2 abl 71% 2 dbl 71% 


Piped (tap) water on 
community stand: distance Standpipe connection : : 
less than 200m trom < 200 m a an dn d 
dwelling/institution 
Sub-Total: Minimum Service Level 10.399 945; Il] 387 949, 
and Abnve 


a 


sus (tap) water on 

community stand: distance Standpipe connection: 

between 200m and ollm » 2Ul m «8l m 

from dwelling/institution 

Piped (tap) water on 

community stand: distance 2 

between om and (000m 137 1% 137 1% 
, > О00 т < 1000 т 

(Ikm) fram dwelling 

/institution 

Piped (tap) water on 

community stand: distance 

greater than [000m (km) 

from dwelling/institution 


-— a ee 
water 
Sub-Total: Below Minimum Service por psp B, 
Level 


ERR Lis 1033 ШЕГЕ Il (25 








Year [] Year -l Year -2 
Graph inputs: 
HH's with access to piped water 90% 0% 81% 
HH's with access to communal 
water paints" 1% 0% J% 
HH's below minimum service level b% 0% b% 


99 | 0 year integrated development plan of Koukamma Municipality 


Access to Water 


* Hl's with access to piped water 


~ HH's with access to communal water 
paints" 


w HH's below minimum service level 





Figure A.1: Household water access profile 


*Means access to 25 litres of potable water per day supplied within 200m of a household wand 
with a minimum flow of 10 litres per minute 


Table A.4: Residential water services delivery access profile: Wastewater 


Census Category Description FY2 l5 FY2 014 FY2 ül3 


fp 
авнаа ue 
Flush toilet (with septic tank) Septic tanks / Conservancy mi po 


ra — Non-waterborne (above min. service 
Pit toilet with ventilation (VIF) evel) rb e 


а, С LE 


SANITATION (BELOW MIN LEVEL) 
Pit toilet without ventilation a — 1228 


100 | d year integrated development plan af Kaukamma Municipality 
















Bucket toilet 





Bucket toilet 49 di 


m 
— LOI 
P peces m e me 
[em ее) | аж 











Year [] Year -l Year -2 
Graph inputs: 
HH's with access to flush toilets 75% 0% 11% 
HH's with access to on-site toilets 
(above min. service level) 1% П% 1% 
НН 5 below minimum service level 20% 0% 20% 


Figure A.2: Household wastewater access profile 


Access to Sanitation 


w HH's with access to flush toilets 


= HH's with access to on-site toilets (above 
min. service level) 


w HH's below minimum service level 





101 | U year integrated development plan of Koukamma Municipality 


Table A.5 (a): Residential water services delivery adequacy profile (Water) 


FORMAL 


Categorisation 
Number of 
settlements 


со 
5% 


2176 


L8 | 5 | 25% 


1654 











10 0 
Total Household 
Interventions 
required 


Households (2015) 
5210% 
2% 


4420 
8% 


Adequate: 
Informal 


Water Needs: Settlements 





6887 0 0 


INFORMAL 


No services 





21) Adequate: Formal 
* 2) Adequate: Informal 
8 3) Adequate: Shared Services 
4) No Services: Informal 
^ 5) Water Resource Needs Only 
E 6) O&M Needs Only 
E 7) Infrastructure Needs Only 
8) Infrastructure & O&M Needs 
E 9) Infrastructure, O&M and Resource 


Needs 
E 10) No Services 





Adequate: 
Shared 
services 


No Services: 


0 5588 


0 


Water Needs: Category 
3465 
14% 


Households (2015) 


0 
0% 





887 


6 

27% 
0 
% 


3275 
13% 








O&M Needs T 
Formal Only O&M needs 


Adequate: Ho Adequate: Yar Adequate: Sta Adequate: Sh: Water Resoun O&M Needs Infra Needs: LInfra Needs: EInfra Needs: RNo Services Adequate: Inf No Services: Informal 





Infrastructure, O&M & 
Resource Needs 


No Services 


Infrastructure 
Needs Only 


Infrastructure & 


3501 3275 3465 0 














m Adequate: House Connections 
E Adequate: Yard Connections 
E Adequate: Stand Pipes 

E Adequate: Shared Services 
= Water Resources Needs 

E O&M Needs 

E Infra Needs: Upgrade 

E Infra Needs: Extensions 

W Infra Needs: Refurbishment 
E No Services 

E Adequate: Informal 


No Services: Informal 


0 600 





52 


e 


1 
e 


60 
566 
575 
4420 
5072 
13 597 


102 | 0 year integrated development plan of Koukamma Municipality 


1) Adequate: Formal 

2) Adequate: Informal 

3) Adequate: Shared Services 

4) No Services: Informal 

5) Water Resource Needs Only 

6) O&M Needs Only 

7) Infrastructure Needs Only 

8) Infrastructure & O&M Needs 

9) Infrastructure, O&M and Resource Needs 54% 
10) No Services 


Table A.5 (b): Residential water services delivery adequacy profile (Wastewater) 


RNR 


No services 


Number of 
settlements 


c 
о 
5 
б 
л 
= 
о 
o0 
Ф 
ж 
c 
Q 


4 


Lm 


1) Adequate: Formal 
2) Adequate: Informal 
3) Adequate: Shared Services 
4) No Services: Informal 
- 5) Water Resource Needs Only 
4036 6)O&M Needs Only 
-  T)Infrastructure Needs Only 
1643 8)Infrastructure & O&M Needs 
4550 9) Infrastructure, O&M and Resource Needs 


1682100 | | | | 1682 10) No Services 

















- 
ол 
кә 
о 
- 
о 
о 
22 


Interventions 1682 
required 





Sanitation Needs: е Households (2015) m1) Adequate: Formal Sanitation Needs: Category Households (2015) нышанды 
0 E Adequate: Waterborne Low Flush 
E 2) Adequate: Informal 0% i 
0 3 B Adequate: Septic Tank / Conservancy 
0% 





E Adequate: None Waterborne 
= Adequate: Shared Services 

E Water Resources Needs 

E O&M Needs 

lm Infra Needs: Upgrade 

W Infra Needs: Extensions 

E Infra Needs: Refurbishment 
E No Services 


Adequate: Informal 





н 
E 3) Adequate: Shared Services 
4) No Services: Informal 
= 5) Water Resource Needs Only 
E 6) O&M Needs Only 
W 7) Infrastructure Needs Only 
8) Infrastructure & O&M Needs 
W 9) Infrastructure, O&M and Resource Needs 


Lom o cL c2 1L, Ж 1, Services 


Adequate: Water 
1 Infrastructure Infrastructure, O&M & 
Adequate Shared Resources 
f Needs Only Resource Needs 
services Needs Only 


No Services: Informal 














Adequate: No Services: O&M Needs Infrastructure& . 
10 No Services 
Informal Formal Only O&M needs 


103 | d year integrated development plan af Kaukamma Municipality 


(с) Business Element 3: Water Services Infrastructure Management (Infrastructure) 


Technical measures include all interventions into possible water losses as well as efficiency from 
where the water is purchased from a Water Services Provider until it reaches the water meter of a 
consumer. This would include the bulk water pipe line supply network, reservoirs/towers, pipe 
distribution network, water metering and associated infrastructure. One of the most important 
responsibilities of a water service authority is to ensure that water services are provided at 
appropriate levels of services to its consumer in the most economical manner. This clearly 
indicates a balance between costs and levels of service. The key is therefore to balance the total 
cost of ownership over the life time of the asset. Decisions therefore need to be made in balancing 
operational, repair and maintenance, as well as rehabilitation costs. 


(i) The extent of the water infrastructure is as follows: 


Concrete Dams 1 
Earth Dams 7 
Water Treatment Works 10 
Water Pump Stations 4 
Reservoirs and Tanks 8 

Bulk Water Supply Mains 11 Кт 
Internal Water Reticulation Pipelines 71 km 
Number of metered connections (2014) 5 000 
Number of boreholes (operational) 13 


(ii) The extent of the sanitation infrastructure is as follows: 


Waste Water Treatment Works 11 
Sewerage Pump Stations 6 
Sewerage Reticulation 60 km 
Number of sewer connections 5 000 


Table 12: Reservoirs and Tanks 


Scheme Type Year TWL 
construct. 
Kareedouw Concrete, 1995 363 
circular, at 
WTW 


Capacity | Latitude Longitude 
(k/) 

33.95753 24.29303932 
33.95738 24.29328918 





Kareedouw Concrete 1970 
rectangular, tin 
roof, WTW 


104 o year integrated development plan of Koukamma Municipality 





Scheme Type Year Capacity | Latitude Longitude 
construct. (k£) 
Kareedouw Steel tank, 1995 33.96032 24.29743958 
Mountainview 
Steel tank, 2002 —— 33.95763 24.28949928 
Town 


10 аат 1 в 1 94849 24.26191667 


Drie Krone EN dam 2 33.94518 24.26192500 
dnd Krone Earth dam 3 2 “4 а” 94446 24. ud d 3611 


И Fo Еи se ие 
Joubertina Concrete, 33.82349 23.86717222 
circular 
Joubertina Concrete dam | 1988 185 000 33.96137 23.69786072 
wall 
Krakeel Concrete, 1970 33.81382 23.7248001 1 
circular 


Misgund Concrete, 2000 290 33.75188 23.50509071 
circular 


Nompumelelo | Steel, circular ЕДЕ IE 96961 БЫ 97495079 


Clarkson Concrete, о 8% OI 000 КЕ 00335 Б. 34280968 
circular 

Coldstream Concrete, 1970 33.96135 23.69799042 
circular 


Coldstream O/H steel 2001 m 33.82352 23.86720085 


en | ЕЙ at WTW om DE dii 96366 КЕ 74230003 
ЕН : steel at 2002 Pre = 33.96349 imd 74216080 
Sanddrif LL eem] 969602 еи 97500000 
МО ВЯ | б 99326 24. ЕЕ 


қанай мн wO 99323 bankana 16835000 
concrete 


105 | o year integrated development plan of Koukamma Municipality 


Scheme Type Year Capacity | Latitude Longitude 
construct. (K/) 


Woodlands O/H steel 1995 [Im ol ee 99318 ае 


Louterwater Concrete 1995 этн 793369 ЕН 62670278 
circular 

Louterwater Brick & 2000 33.793558 | 23.62656389 
concrete 


Б дат 1 per D eee ЫН 79352 КАА 62655067 
i || |Р eem [numer 
pue queues [je [ere eem 
Stormsrivier | Steel reservoir | 2002 1 254 33.96852 | 23.8743000 
mee [meer p | ан wmm Гата 
m p [mm [ |а (шаны meom 


Almost all the water treatment works and the waste water treatment works have been upgraded 
over the last 12 years to meet the Blue Drop and Green Drop requirements. However, staffing 
needs which are regulatory, documentation and operations and maintenance have not kept up to 
date. 





(d) Business Element 4: Water services Infrastructure Management (O&M) 


Koukamma Municipality is a WSA and a WSP for its area of jurisdiction. The technical department 
of the municipality renders the Bulk water services as well as the operation and maintenance of the 
distribution networks. Resource challenges and the lack of a O&M plan has been disabling factors 
in the past. A comprehensive drinking water quality monitoring program is in place. Koukamma 
Municipality ranks the third last in the province as far as blue drop status is concerned, being at 
22% compliance. Though there are improvements from the last reports of 2011, there are still 
issues of concern that the municipality must dedicate resources to ensure further improvement. 


(i) Existing Waste Water Treatment Plants (WWTP) and Pump Stations 


Most of the WWTP and pump stations are in a state of disrepair. Little or no maintenance has been 
done for many years and equipment has become non-functional and outdated. They have been 
used far beyond their designed life cycle. Business plans for the refurbishment of the WWTP's and 
pump stations have been compiled but the actual funding source being MIG is very limited and 
cannot accommodate the refurbishment project adequately. The lack of a proper operations and 
maintenance plan does not help either. Maintenance is being done on an adhoc basis and is more 
of a crisis management nature. A comprehensive O&M plan must be developed to ensure that all 
plant and equipment is appropriately maintained 


106 | 0 year integrated development plan of Koukamma Municipality 


(e) Business Element 5: Associated Services 


Koukamma Municipality renders water services to schools and clinics as part of its water provision 
services to urban and rural consumers. The Municipality does not presently monitor or record the 
level of services rendered within schools and/or clinics. 


(f) Business Element 6: Water Resources 


Koukamma municipality have about 12 water supply systems that abstract water from both surface 
and ground water resources. The abstractions are outlined in the table below: 


Design 
Source abstraction 
(К//а) 


Town/ 
community 


Kareedouw Driekrone Waterfall to dam and Assegai River (only 
. , , | 2 
in peak periods) and 5 boreholes (one in operation) 
Joubertina Wabooms River Dam (Joubertina Dam) in 
mountain river 8 
Krakeel 2 boreholes, raw water supply from Louterwater 2 
Irrigation Board from Krakeel River (2 hrs/10 days) 
Louterwater Same as Krakeel, plus 2 boreholes & Louterwater | 4 
Irrigation Board 


Sanddrif Natural springs in mountains 


Coldstream Lottering River plus 2 boreholes that are not 
equipped 
Clarkson From mountain springs and streams (inclusive of 250 
two boreholes of which one is equipped) 
Woodlands Natural mountain spring plus 1 borehole 
3 boreholes, all equipped. Pumps 1.2 l/s for 24 hrs | 1 


400 
60 
00 
90 
60 
90 
70 
60 
00 


Blikkiesdorp Borehole next to the works 


Koomansbos Borehole system, 1 borehole with solar system as 
power source 


The yield of the available surface water resources proved to be insufficient to meet both domestic 
and agricultural needs. The perennial streams and small rivers that recharge the two major rivers 
(Kouga and Kromme) are based with the koukamma region. The two major rivers ensure constant 


107 | 0 year integrated development plan of Koukamma Municipality 





supply to the Churchill dam and Gamtoos dam that supplies the major cities in the Eastern Cape. 
Koukamma municipality only have access to the perennial streams and small rivers that have 
seasonal yield variation. In response to that, the municipality developed numerous groundwater 
sources to supplement the limited surface water supply. The table below outlines numerous 
production boreholes in Koukamma Municipality; 


ОЕ НИ 


(g) Business Element 7: Conservation and Demand Management 





Legislation requires that water services authorities report on their levels of leakage and the 
measures in place to reduce them. It is imperative that all water services authorities have a 
WC/WDM strategy in place. The purpose of the WC/WDM model strategies is to enhance the 
management of water services in order to achieve sustainable, efficient and 100% of affordable 
services to all consumers. Koukamma Municipality developed a draft water conservation and water 
demand management (WC/WDM) strategy during FY 2014/15 with support from the DWS. The 
department made available R 2 000 000.00 for development and implementation of the WCANDM 
strategy for the municipality. The draft strategy highlights the current status of the municipal water 
services provision and outline different activities necessary to ensure efficient water use. As part of 


108 | 0 year integrated development plan of Koukamma Municipality 


the project, Water loss management programme/water meter audits was done to determine the 
level of non-revenue water (NRW) and contributing factors toward high NRW. The study reviled 
numerous factors that contributed to NRW that the municipality must address. The contributing 
factors includes; 2596 of the assessed fire hydrants leaking (which the municipality replaced some 
lately); high level of illegal connections; high number of unmetered connections; incorrect meter 
reading/billing; leaking taps and sanitation facilities; leaking valves, meters and water connection. 
The embarked on various water loss reducing activities including water awareness and retrofitting 
programme which yielded positive results in reducing NWR. Eight bulk meters were installed at 
institutional facilities (schools) and 401 domestic meters where installed in Misgund to ensure 
accountability of water use. The municipality is determined to enhance the water management 
approach by introducing the high end water metering and data management system. 


(h) Business Element 8: Water Services Institutional Arrangements 


Koukamma Municipality remains the sole water service authority and water services provider with 
its municipal jurisdiction. The municipality is guided by various legislative requirements in ensuring 
efficient, affordable and sustainable water provision. The legislative requirements includes Water 
Services Act, 108 of 1997 and the promulgated municipal water services and sanitation by-laws 
that details the service levels and appropriate procedures that guides the municipality in water 
services provision. A combined Performance, Risk and Financial Audit Committee have been 
established. The overall responsibility of the committee is to assist Council members of Koukamma 
Municipality in discharging their responsibilities relating to the safeguarding of assets, the 
operation of adequate and effective systems and control processes, the preparation of fairly 
presented financial statements in compliance with all applicable legal апа regulatory 
requirements and accounting standards, and the oversight of the external and internal audit 
functions, as well as Performance- and Risk Management. The IDP is the Municipality's single 
most strategic document that drives and directs all implementation and related processes. The 
Municipality s budget is developed based on the priorities, programmes and projects of the IDP, 
after which a Service Delivery Budget Implementation Plan (SDBIP) is developed, to ensure that 
the organisation actually delivers on the IDP targets. The SDBIP is the process plan and 
performance indicator / evaluation for the execution of the budget. The SDBIP is being used as 
a management, implementation and monitoring tool that assists and guide the Executive 
Mayor, Councillors, Municipal Manager, Senior Managers and the community. The plan serves as 
an input to the performance agreements of the Municipal Manager and Directors. It also forms the 
basis for the monthly, quarterly, mid-year and the annual assessment report and 
performance assessments of the Municipal Manager and Directors. At a technical, operations 
and management level, municipal staff is continuously exposed to training opportunities, 
skills development and capacity building in an effort to create a more efficient overall service to the 
users. There are currently 6 process controllers on NQF level 4 of process control training with 
support of department of water and sanitation. The aim is to ensure that all process controllers at 
the treatment works as sufficiently qualified and classified as appropriate controller for the specific 
works in accordance with legislative requirements. A skills audit is conducted during each year, 
which leads to various training programmes in order to wipe out skills shortages and to provide 
employees with the necessary capacity 


(i) Business Element 9: Customer Service Requirements 


Customer education, communication and liaison are accepted as key strategic issues and are 
being afforded a high priority in the new structure of Water and Sanitation Services. Water 
conservation, water pollution, water ingress and payment habits, among others, are all being 


109 | 0 year integrated development plan of Koukamma Municipality 


addressed in а comprehensive and sustainable fashion. There are also water wise campaigns 
programmes which are being implemented and the objective is to target schools with the 
municipality in order to educate the children to save water. The programme aimed at informing and 
educating communities on the basic services provided. The campaign promoted and encouraged 
community cooperation to better manage valuable resources such as water, to help keep the 
environment and themselves clean and to prevent the spread of diseases associated with an 
unhealthy environment. The goal is to ensure that the percentage of customers satisfied with the 
service continues to increase and reaches 95% within the next five years. The Batho Pele 
Principles and Customer Charter direct all operations of the Koukamma Municipality with respect 
to their clientele. The municipality have numerous satellite offices in each settlement to ensure 
accessible municipal services and easier complains registration. The complains are registered at 
the satellite offices, reported to the main offices where there are recorded and assigned to relevant 
personnel. There is an existing 24hr service call centre to handle customers complains after hours 
as well. 


6.2.3 State of Water Services Planning 


The Water Services Act, 1997 (Act 108 of 1997) places a duty on Water Services Authorities to 
draft, invites comments and adopts a Water Services Development Plan. As promulgated in terms 
of section 16 of the Water Services Act, a WSA must prepare and adopt a new development plan 
every five years, unless substantial deviations require an earlier interval. Koukamma Municipality 
as the Water Services Authority for its area of jurisdiction developed its first Water Services 
Development Plan in October 2012/13. The Municipality is currently developing the WSDP-IDP 
sector report. The WSDP is being done in-house by the WSA section. 


6.2.4 Water Services Existing Needs Perspective 


The existing needs perspective as presented below was developed through a systematic and 
comprehensive review of the water services function in terms of the WSDP Guide Framework. 


The output from this process is presented below and includes compliance assessment in terms of:- 
(I) quality (assessment of current status against compliancy requirements) 

(ii) quantity (an indication of the representation of the total area to address the issue) 

(iii) future plan assessment (degree in which future demand has been established) 

(iv) strategy assessment (whether a strategy is in place to address the need). 


The water services situation analysis prompted the development of problem statements which 
formed the input for the development of the water services objectives and strategies which follows 
hereunder. 


Table C.1: Existing Needs Perspective and Problem Statements 


Water Services Development Planning 
| Administratiun (T upic 1) 


Status Quo and Know ledge Interpretation Statistics 


This topic provides knowledge on the status of Quality (% Quantity (% Future Plan Strategy 


the WSA's 5-year water services development assessment of an indication ofthe | Assessment | Assessment 
plan as well as with the contact particulars of Еи аше representation of 
] : against camplianc the tatal area tn 
the key role-players which have contributed to Н d y 
requirements a, the issue 


Be rye и Wav 
TOTAL for Topic 


[IL Definition Statements 
Nr | 
ШЕ 


110 | 0 year integrated development plan of Koukamma Municipality 





Table C.2: Existing Needs Perspective and Problem Statements 
Demographics 


Status Quo and Know ledge Interpretation Statistics 


This topic provides an overview of Quality (%) | Quantity (% | Future Plan 

demographics of the W SA as sourced assessment of | an indication of | Assessment | Assessment 
from the National Geo-Referenced current status the 

Database, aligned to Census figures as against representation 

w ell as the number of public amenities compliancy | of the total area 

and private facilities w ithin the requirements | to address the 

jurisdictional area of the W SA. ISSUE 


80.00 SU | ш. 


80.00 SU | 0 | 8 — 
80.00 gu || шт. 


T Amenities 
a n 588] 5887 
TOTAL for Topic 74,Б7 74,Б7 74,Б7 74,87 


Problem Definition Statements 


Nr (Statements 
1 





Table C.3: Existing Needs Perspective and Problem Statements 
Service Levels 


T opic 3.1 provides an overview of the extent-, Quality (%) |Quantity (%)| Future Plan Strategy 
functionality- and asset status of the assessment of | an indication | Assessment | Assessment 
current status ofthe 


against representatio 
also provides an overview of the municipality's compliancy | n ofthe total 


municipality s water services infrastructure. lt 


compliance in terms af legislation- and requirements area to 
address the 
issue 


regulations concerning asset management, 
disaster management, water quality management, 


water resource licensing, etc. It should be General Information = | | Lo] 
emphasized that the topic does not provide the [CC MERERI 
detail per infrastructure element, but provides an ИЕС ТЕКЕС |! 
Overview per each main water services failure 
infrastructure component. e a 
Institutional status | | [o 
Ee 1 — 1 


Asset assessment 
Spectrum 


T ype and capacity 
TOTAL for Topic HDIV/O! HDIV/O! HDIV/O! HDIV/O! 


Problem Definition Statements 


Мг | 


Business Element 5: Water Services Infrastructure Management (Topic 5.2) 


Overview of Topic Status Quo and Knowledge Interpretatio а |00000) 





111 0 year integrated development plan of Koukamma Municipality 


Table C.4: Existing Needs Perspective and Problem Statements 
Socio-Economics 


The volumes and sources of raw water supply to Quality (% | Quantity (% | Future Plan Strategy 
the WSA are presented in this topic, which also assessment of | anindicationofthe | Assessment | Assessment 


presents the status of the WSA's abstraction current status | representation of 
against compliancy | the total area to 


licenses and future needs. An overview of the 


iota eee Mai o E ЕЕЕ ШЕН 
sources is presented. The topic also outlines the Weter Quality E (11 


requirements address the issue 


degree of industrial and ‘raw’ water use and 
Wet Industries LL 
efluent discharge within the WSA. 
Raw Water consumers [| | 
Industrial Consumer Units | | | | 


Permitted eluent releases | TP 
TOTAL far Topic #070: | smv/m [| smv/m [ түл! 


Prablem Definition Statements 


Business Bement 8: Conservation and Demand Management - Water Resource (Topic 7.1) 


Status Quo and Know ledge Interpretation Statistics | 


Table L.5: Existing Needs Perspective and Problem Statements WS Infrastructure Management (1) 





Business Element 4: W ater Services Infrastructure Management ( Topic 5.1) 


Status Quo and Know ledge Interpretation Statistics Oo 


Topic 0.1 provides an overview of the extent-, Quality (%) | Quantity (% | Future Plan Strategy 


functionality- and asset status of the assessment of | anindication ofthe | Assessment | Assessment 


municipality s water services infrastructure. It current status | representation of 


. . b» ms against compliancy | the total area to 
also provides an overview of the municipality's E T d | 
requirements address the issue 


Ends in BE of legislation- and Peerd hieraii 65.00 65,00 99 00 98,00 
regulations concerning asset management, 75,00 75.00 98 00 96,00 


disaster management, water quality management, ee тті 
water resource licensing etc. It should be Ta tt] 00,00 do. UL] 48,00 


emphasized that the topic does not provide the сан 
у | T | m || Ш i 
detail per infrastructure element, but provides an 
Institutional status Ба Ба 40,00 40,00 


overview per each mein water services 
infrastructure componert. Asset assessment spectrum Ба Bo. IL 96,00 98,00 


TOTALfor Topic | 8828 | ЫЛ | 80 | 80 | 


Problem Definition Statements 


Ne | Statements 


insufficient information an the current infrustructure. Infrustructure inherited from district 
etc 





112 | 0 year integrated development plan of Koukamma Municipality 


Table C.6: Existing Needs Perspective and Problem Statements WS Infrastructure 
Management (2) 


Business Elemento: Water Services Infrastructure Management (Topic 0.2) 


‘Status Quo and Know ledge Interpretation Statistics == | 


This topic provides an overview of the sufficiency Quality (%) | Quantity (%) | Future Plan Strategy 


of resources and processes in place to effectively assessment of | an indication ofthe | Assessment | Assessment 


operate and maintain the water services. It current status | representation of 


asf against compliancy | the total area to 
reflects whether the municipality has an Ў Шы 


requirements address the issue 


Uperation and Maintenance Plan in place. The Пела В Марне 
topic also illustrates whether the WSA has Мани 20,00 20,00 ВО,00 НІШ 


implemented good practice = паа in the Resources 7000 7000 "TT FS OU 


Blue- and Green Drop certification processes Information 70.00 7000 ШІ 65,00 


Activity Control & 725 76,75 60,00 65.00 
Managerrent 


Veter Surly E Cust 


Waste Water Supply & 
, 40,00 40,00 60,00 60,00 
[Quality 
ТОТА юг Таріс | 25,63 | 25,83 | 6000 | 6333 | 


Problem Definition Statements 





Table C.7: Existing Needs Perspective and Problem Statements 
Associated Services 


Business Element 6: Associated Services (Topic 6) 
Overview ofTopic (Status Quo and Know ledge Interpretation Statistics — —— — | — ^ | 
T his topic has been established to ensure Quality (% | Quantity (%) | Future Plan Strategy 
adequate focus on the water services levels and assessment of | an indication ofthe | Assessment | Assessment 
needs of educational and health facilities. T he current status — | representation of 
against compliancy | the total area to 


water services planner will use this information | | 
requirements address the issue 


to establish short-term solutions and to 
prioritize water services infrastructure projects ШІ 68,00 u6,00 u6,00 


to educational- and health facilities. ROOD 60.00 70,00 70,00 


Water services - Health FLO EDOD 20.00 7110 
Centers 


Sanitation - Health Centers ТІШІ 60.00 20,00 20,00 


TUTALfrTopit — | — BLOD — | — 5200 | 7800 | 7300 — 


Problem Definition Statements 





113 0 year integrated development plan of Koukamma Municipality 





Table C.8: Existing Needs Perspective and Problem Statements 


Water Resources 


Business Element 7: Water Resources (Topic 8) 


Status Muo and Know ledge Interpretation Statistics D 


T he volumes and sources of raw water supply to Quality (% | Quantity (% | Future Plan Strategy 
the WSA are presented in this topic, which also assessment of | an indication ofthe | Assessment | Assessment 


presents the status of the WSA's abstraction current status | representation of 


Р against compliance the total area to 
licenses and future needs, An overview of the : gu 


requirements address the issue 


WSA's monitoring programme for its raw water 
g a D 98,00 98,00 98,00 
sources is presented | he topic also outlines the 


degree of industrial and ‘raw’ water use and 
a 
Problem Definition Statements 

Ne | Statements 

[ae | No proper monitoring of industrial effluent 


etc 





Table C.9: Existing Needs Perspective and Problem Statements 


WCDM (Water Resources) 


Overviewof Topic |Status Quo and Knowledge Interpretation Statistics | — | 
T he volures and sources of raw water supply to Quality (% | Quantity (% | Future Plan Strategy 

the WSA are presented in this topic, which also assessment of | an indication ofthe | Assessment | Assessment 
presents the status of the WSA's abstraction current status | representation of 


. . against complianc the total area to 
licenses and future needs. An overview of the J par 


requirements address the issue 


МА опот рогат те g ETT 
sources is presented. | he topic also outlines the Weter Duality р 
degree of industrial and ‘raw’ water use and Wet Industries = ss] iP | |] 
И Raw Water consumers || |o 
Industriel Consumer Unts || |o 
Permitted eluent releases | PP 


Problem Definition Statements 





Business Element &: Conservation and Demand Management - W ater Resource (Topic 7.1) 


114 | 0 year integrated development plan of Koukamma Municipality 


Table C.10: Existing Needs Perspective and Problem Statements 


WCDM (Water Balance) 


Business Element 8: Conservation and Demand Management - W ater Balance (Topic 7.2) 
Overview ofTopic (Status Quo and Know ledge Interpretation Statistics =| ЕЕ 
The topic provides an overview of the activities Quality (%) | Quantity (%) | Future Plan Strategy 
pursued by the WSA in the past financial year assessment of | an indication ofthe | Assessment | Assessment 
towards water conservation and demand current status | representation of 


. . against compliancy | the total area to 
managerert. lt also contains an overview of the : e 


requirements address the issue 


е 
round water abstraction 20,00 
aw water supplied B UE 
otal nen 20.00 
oa treated TW 20.00 


B UL] 80,00 80,00 80,00 


urchased | reated water Bd Utd 
round water not treated Bd Utd 
uthorised consumption ad Ht] 
ota loses 20.00 
lld ummetered 
parent loses 


30,00 30,00 30,00 30,00 
works 


TOTALfor Topic | — 5300 — | ЫШ | 48 | 43 | 


Neighbours 


co 


= oe zZ 
A. 
сп 
= 
Eu 
өз 
d 
En 
m 
= 


— || 2a 


Problem Definition Statements 
Statements 





115 | d year integrated development plan af Koukamma Municipality 


Table C.11: Existing Needs Perspective and Problem Statements 


Financials 


| Financial Profile (Topic 9) 
The financial profile is aligned with the Water Quality (% | Quantity (% | Future Plan Strategy 
SErvices Standard Chart of Accounts [SCOA J assessment of | an indication ofthe | Assessment | Assessment 


which addresses the expenditure, revenue & current status | representation of 
against compliancy | the total area to 


capex for the water services function. 


requirements address the issue 
TOTAL far Topic 


Г Definition Statements 





Table C.12: Existing Needs Perspective and Problem Statements 


WS Institutional Arrangements 


Business Element 10; Water Services Institutional Arrangements (Topic 10) 
Overview ofTopic (Status Quo and Know ledge Interpretation Statisties | | 
T he institutional arrangements profiles presents Quality (% | Quantity (% | Future Plan Strategy 
an overview of the WSA's compliance with assessment of | an indication ofthe | Assessment | Assessment 
respect to water services regulations and policy current status | representation of 


. against compliancy | the total area to 
and as aligned also with the Regulatory i idi 


requirements address the issue 


атаа Monitoring n lt 2 provides fp 50.00 60.00 70,00 70,00 
an overview of HE Hm REIS БІН 30.00 4000 ——— 


arrangements which are in place, including the | oe Hire dem 


staffing levels. — management 


and monitoring 


TOTALfor Topic | — 7887 | 3233 | Юи | 0 


Prablem Definitinn Statements 





116 | 0 year integrated development plan of Koukamma Municipality 


Table C.13: Existing Needs Perspective and Problem Statements 


Customer Service Requirements 


Problem Definition Statements 


Business EHement1l: Dustnmer Service Requirements (Topic 11) 


Status Quo and Know ledge Interpretation Statistics 


This topic provides an overview of the quality of Quality (%) | Quantity (% | Future Plan Strategy 
the water services provision function when assessment of | an indication ofthe | Assessment | Assessment 
considered from a customer perspective including current status | representation of 
the summery of the WSA's responsiveness to Sats Crna | aU oie ЕБ 

requirements address the issue 


customer complaints and queries. 
езх Әнін to ED Dn TT 2D. DU 
perform this function 
Attending to complaints for on 00 20.00 
water 


Attending to complaints for 
Sanitation Discharge to rte ts 
treatment works 
Attending to complaints for 
Sanitation: Pit/ tank 20.00 
pumping 

| 2828 (| 7373 | 88 | 


TOTAL for Topic 





117 | 0 year integrated development plan of Koukamma Municipality 


5.2.5 Water Services Objectives and Strategies 


Table D1: WSDP FY2015: Water Services Objectives and Strategies sheet 1 of 2 


WSDP WSDP WSDP WSDP WSDP 
FY2015 FY2016 FY2017 FY2018 FY2019 


Objective Key 
Performance 


Indicator 


Baseline (2014 


Linked Project 
status quo) 


WSDP Topic 2: Demographics 


Demographic statistics on 
urban and rural, including 
rural farming communities 


Income consumer profile - to 
plan for service provision 
and cost recovery 


WSDP Topic 3: Service levels 


All consumers to receive 
water & sanitation at or 
above RDP service level 
standards 


Know n population 
and households in 
the WSA - all 
residential and 
non-residential 
areas 


Consumer profile 
in different income 
levels - 


All consumers 
receiving w ater & 
sanitation 
services at or 
above RDP 


N/EC109/020/W; 


Know n population 
and households in 
the WSA - all 
residential and non- 
residential areas - 
urban 


Updated indigent 
register and 
income profile of 
consumers 


Maintain w ater 


Krakeelrivier Water level of 


Supply 


service. |dentify 
projects to provide 
all consumers w ith 
at or above RDP 
levels of service. 


Know n population 
and households in 
the WSA - all 
residential and non- 
residential areas - 
urban and rural, 
including farming 
communities 
Updated indigent 
register and 
income profile of 
consumers 


Maintain w ater 
level of 

service. Implement 
projects to provide 
all consumers w ith 
at or above RDP 
levels of service. 


Up-to-date 
population and 
households in the 
WSA - all 
residential and non- 
residential areas - 
urban and rural, 
including farming 
Updated indigent 
register and 
income profile of 
consumers 


Maintain w ater 
level of 
service.Implement 
projects to provide 
all consumers w ith 
at or above RDP 
levels of service. 


Up-to-date 
population and 
households in the 
WSA - all 
residential and non- 
residential areas - 
urban and rural, 
including farming 
Updated indigent 
register and 
income profile of 
consumers 


Maintain w ater 
level of 
service.Maintain 
sanitation level of 
service. entity 
consumers that 
can be provided 
with waterborne 


Up-to-date 
population and 
households in the 
WSA - all 
residential and non- 
residential areas - 
urban and rural, 
including farming 
Updated indigent 
register and 
income profile of 
consumers 


Maintain w ater 
level of 
service.Maintain 
sanitation level of 
service.ldentif y 
projects to provide 
all consumers w ith 
waterborne 





118 | d year integrated development plan af Koukamma Municipality 


Objective 


WSDP Topic 4: Socio economic 


Key 
Performance 
Indicator 


Baseline (2014 
Status quo) 


Linked Project 





WSDP WSDP WSDP WSDP WSDP 
FY2015 FY2016 FY2017 FY2018 FY2019 





1  |Improve employment profile 
figures (farmers, industry 
and professional workers), 
migration and holiday 
populations, w ater and 
sanitation affordability 
figures as well as economic 
sector contributions to the 
WSA 


Objective 


Reflect latest 
StatsSA release 
figures 


Key 
Performance 
Indicator 


WSA to continue 
to update figures 


Baseline (2014 
status quo) 


WSDP Topic 5:1: Water Services Infrastructure Management 


Linked Project 





Improve and 
confirm 
employment profile 
figures, migration 
and holiday 
populations, w ater 
and sanitation 
affordability 
figures and 


WSDP 


Update and 


Update and 





Update and 


incorporate regular "incorporate regular |incorporate regular |incorporate regular 


updates if and 


updates if and 
when required 


updates if and 
when required 


updates if and 


when required 





WSDP WSDP WSDP WSDP 


FY2015 FY2016 FY2017 FY2018 FY2019 





ta  |Improve water services 
infrastructure information. 


Ensure adequate operation 
of infrastructure components. 


Improve w ater and 
w astew ater quality 
management 


2a 

3 

4a  |Improve functionality of 
infrastructure. 

5a 


Improve operating capacities. 


119 


Basic information 
plans in place for 
all infrastructure 
components. 


Abstractions 
registered and 
recorded regularly. 


Higher Blue and 
Green Drop 
Scores. 


Minimised w ater 
supply 

interuptions and 
sew er spillages 


All infrastructure 
components have 
sufficient capacity 
to cater for future 
development. 


General Asset 
register available. 
No safety plans, 
w ater quality 
monitoring plans. 
As-built for most 
w ater supply 
infrastructure. No 
O &Mat most 
WWTW and WTW 


Surface w ater 

abstraction points 
are not registered 
and recorded. No 


safety inspections 


are undertaken at 
WTW, WWTW, 
pumpstations and 
No information 
available 
regarding 
authorisation 
compliance, solid 


WWTW 
dysfunctional; 
Louterw ater 
WWTW not 
operating 
efficiently; 
Clarkson ponds 
Ovegrow n; 
Coldstream WTW 
not functioning 


properly 


Limited capacity is 


available for 
WTW, w ater 
pumpstations, 
reservoirs and 
WWTW. No 
information is 


refurbishment of 
Louterw ater 
WWTW & Laurel 
ridge WWTW; 
refurbishment of 
coldstream bulk 
w ater 
infrustructure 


N/EC109/041/W; 
Kou-Kamma: 
Register surface 
w ater abstractions 
& undertake 
regular safety 
inspections 


development of 
w ater 
conservation and 
w ater demand 
management 
refurbishment of 
Louterw ater 
WWTW & Laurel 
ridge WWTW; 
refurbishment of 
coldstream bulk 
w ater 
infrustructure; 
Refurbishment of 
coldstream bulk 
w ater supply 


Rehabilitation of 
w ater and 
sanitaion 
infrastructure 


develop w ater 

safety plans and 
w astew ater risk 
abaitement plans; 


Register and 
record surface 
w ater abstractions. 


Implement Blue and 
Green Drop 
Improvement 
Programmes. 


initiate projects for 
refurbishment of 
dysfunctional 

w ater supply and 
w astew ater 
treatment systems 


Upgrade 
capacities of 
WTWSs and water 
pumpstations. 
Provide information 
regarding 
hydraulic load and 
organic load at 
WWTWs. 


0 year integrated development plan of Koukamma Municipality 


Develop asset 
register for each 
w ater supply 
system and 
Wastew ater 
treatment system 


Undertake regular 
safety inspections 
at WTW, WWTW, 

pumpstations and 
reservoirs. 


Improve scores to 
achieve Blue and 


Green Drop status. 


initiate projects for 
refurbishment of 
dysfunctional 

w ater supply and 
w astew ater 
treatment systems 


Upgrade 
capacities of 
reservoirs and 
WWTWs. 


aquire as-builts for 
the reticulation 
networks and 
update; develop 
and update O &M 
manuals for all the 
systems 


Ensure regular 
abstraction 
recording and 
accurate record- 
keeping. 


Improve scores to 
achieve Blue and 


Green Drop status. 


initiate projects for 
refurbishment of 
dysfunctional 
water supply and 
w astew ater 
treatment systems 


Monitor available 
capacities. 


Regular updates of |Regular updates of 


basic information 
plans to account 
for new 
infrastructure 
added. 


Ensure regular 
abstraction 
recording and 
accurate record- 
keeping. 


Improve scores to 
achieve Blue and 


Green Drop status. 


initiate projects for 
refurbishment of 
dysfunctional 

w ater supply and 
w astew ater 
treatment systems 


Monitor available 
capacities. 


basic information 
plans to account 
for new 
infrastructure 
added. 


Ensure regular 
abstraction 
recording and 
accurate record- 
keeping. 


Improve scores to 
achieve Blue and 
Green Drop status. 


Monitor 
refurbishment, 
replacement and 
new development 
needs. 


Monitor available 
capacities. 








WSDP WSDP WSDP WSDP WSDP 
FY2015 FY2016 FY2017 FY2018 FY2019 


Objective Key 
Performance 


Indicator 


Baseline (2014 


Linked Project 
status quo) 


WSDP Topic 5.2: Water Services Infrastructure Management 


Improve Infrastructure 
Resources. 


Improve Infrastructure 
Information. 


4 Improve Infrastructure 
Activity Control & 
Management. 


Improve Water and Waste 
Water Quality. 


Optimise operation and 
maintenance of 
infrastructure. 


120 


Resources 
available to 
implement 
adequate 
operation and 
maintenance. 


Information is 
sufficient to 
ensure adequate 
operation & 
maintenance. 


Activity Control & 
Management 
procedures are 
adequate for all 
infrastructure. 


Improved Blue and 
Green Drop 
scores. 


Adequate 
operation of 
infrastructure and 
regular 
maintenance take 
place according to 
schedules. 


Spare parts, tools 
& equipment and 
staff are below 
minimum 
requirements for 
most 
infrastructure 
except spare 


pa ] & 
Manuals, as-built 
information, tools 
& equipment and 
contingency & 
safety plans are 
below minimum 
requirements for 
most 
infrastructure. 
Asset registers 
meet basic 
requirements 
except for bulk 
Procedures for 
reservoirs, bulk 
pipelines, surface 
w ater and 
groundw ater 
abstractions are 
below minimum 
requirements .Reco 
rd-keeping, quality 
control 
procedures, risk 
management and 
reporting are 
below minimum 


Control and Failure 
Response 
Management not in 
place for two 
WTWs. Blue Drop 
Status not 
achieved for all 
WTWSs. Incident 
Management 
Protocol, Process 
Control, Monitoring 
Programme, 
Sample Analysis 
and Failure 
Response 
Management not in 
No operation and 
maintenance plan 
in place. 


N/EC109/002/W; 
Kou-Kamma: 
Additional 
resources & 
budget for 
reservoirs, 
groundw ater & 
surface water 


N/EC109/021/W; 
Kou-Kamma: 
Improve 
infrastructure 
information 


N/EC109/006/W; 
Kou-Kamma: 
Improve Activity 
Control & 
Management 
Procedures for 
abstractions 


N/EC109/045/W; 
Kou-Kamma: WTW 
Process Control & 
Failure Response 
Management Plans 


N/EC109/028/W; 
Kou-Kamma: 
Implement a 
comprehensive 
O&M plan 


Acquire additional 
resources and 
request budget for 
reservoirs, 
groundw ater and 
surface w ater. 


Prepare 
Contingency & 
Safety Plans for 
groundw ater, 
WWTWs, pump 
stations, bulk 
pipelines and 
reservoirs. 


Improve 
procedures for 
reservoirs, bulk 
pipelines, and 
surface w ater 
groundw ater 
abstractions. 


Implement Process 
Control and Failure 
Response 
Management plans 
at two WTWs. 
Implement a Blue 
Drop Improvement 
Plan. 


Establish and 
monitor 
implementation of a 
comprehensive 
O&M plan to 
improve the 
functional life of 


0 year integrated development plan of Koukamma Municipality 


Acquire additional 
resources and 
request budget for 
reservoirs, 
groundw ater and 
surface w ater. 


Acquire manuals, 
as-built information 
and tools & 
equipment. Update 
plans regularly. 
Ensure adequate 
and accurate 
record-keeping. 


Improve 
procedures for 
reservoirs, bulk 
pipelines, and 
surface w ater 
groundw ater 
abstractions. 


Implement Incident 
Management 
Protocol, Process 
Control, Monitoring 
Programme, 
Sample Analysis, 
Failure Response 
Management and 
Green Drop 
Improvement Plan. 


Monitor O&M 
compliance and 
update plans as 
necessary. 


Monitor resource 
requirements and 
acquire as 
necessary. Staff 
training and 
recruitment plan to 
be put in place. 


Acquire manuals, 
as-built information 
and tools & 
equipment. Update 
plans regularly. 
Ensure adequate 
and accurate 
record-keeping. 


Improve record- 
keeping, quality 
control 
procedures, risk 
management and 
reporting. 


Monitor 
implementation of 
plans and Green 
and Blue Drop 
improvement. 


Monitor O&M 
compliance and 
update plans as 
necessary. 


Monitor resource 
requirements and 
acquire as 
necessary. 


Update plans 
regularly. Ensure 
adequate and 
accurate record- 
keeping. 


Improve record- 
keeping, quality 
control 
procedures, risk 
management and 
reporting. 


Monitor 
implementation of 
plans and Green 
and Blue Drop 
improvement. 


Monitor O&M 
compliance and 
update plans as 
necessary. 


Monitor resource 
requirements and 
acquire as 
necessary. 


Update plans 
regularly. Ensure 
adequate and 
accurate record- 
keeping. 


Monitor 
implementation and 
amend procedures 
as necessary. 


Monitor 
implementation of 
plans and Green 
and Blue Drop 
improvement. 


Monitor O&M 
compliance and 
update plans as 
necessary. 








Кеу 
Performance 
Indicator 


WSDP Topic 6: Associated services 


Provide basic w ater 
services for all education 
and health facilities. 


Provide basic sanitation 
services for all education 
and health facilities. 


121 


Adequate w ater 
services provided. 


Baseline (2014 
Status quo) 


Three primary 
schools have 
inadequate w ater 
services while 
one has no water 
services. No 
information is 
available 
regarding w ater 
services at four 
mobile clinics. 


Five primary 
schools have 


. inadequate 


sanitation 
services and one 
has no sanitation 
services. 


Linked Project 


Provide basic 


Stormsriver and 
Krakeelrivier 
Primary Schools. 


Assess and 
rrovide adequate 
sanitation services 
to Stormsriver 
primary; 
coldstream 
primary; 


Woodlands primary 


o year integrated development plan of Koukamma Municipality 


Provide 


information 
regarding w ater 
services at 
Joubertina, 
Tsitsikamma, 

Low er 
Tsitsikamma and 
Twee Riviere 
Mobile Clinics and 


Provide 
outstanding 
information 
regarding 
sanitation services 
inLangkloof, 
Tsitsikamma, 

Low er 
Tsitsikamma and 
Tw ee Riviere 
Mobile Clinics and 


Monitor 
refurbishment 
needs as w ell as 
infrastructure 
required for new 
facilities. 


Monitor 
refurbishment 
needs as w ell as 
infrastructure 
required for new 
facilities. 


Monitor 
refurbishment 
needs as well as 
infrastructure 
required for new 
facilities. 


Monitor 
refurbishment 
needs as well as 
infrastructure 
required for new 
facilities. 


WSDP WSDP WSDP WSDP WSDP 
FY2015 FY2016 FY2017 FY2018 FY2019 


Monitor 
refurbishment 
needs as well as 
infrastructure 
required for new 
facilities. 


Monitor 
refurbishment 
needs as well as 
infrastructure 
required for new 
acilities. 





Performance |e Ol || FY2015 FY2016 FY2017 FY2018 FY2019 
Status quo) 
WSDP Topic 7.1: Conservation and Demand management - Water Resource Management 


T unaccounted water | Bulk and internal No night flow N/EC109/037/W; {Implement night — |Accurately record |Accurately record |Accurately record {Accurately record 


Indicator 


and water inefficiencies. losses are metering is Kou-Kamma: Night |flow metering and |losses and monitor |losses and monitor |losses and monitor |losses and monitor 
accurately undertaken. A flow metering conduct a Water — |reduction of water |reduction of water |reduction of water |reduction of water 
recorded and high number of | inefficiencies. inefficiencies. inefficiencies. inefficiencies. 
reduce. reticulation leaks 
and unmetered 
connections were 


repair programmes. reduced and are available for —.|Kou-Kamma: Leak resources and and meter repair requirements and requirements and  |requirements and 

resources аге |retro-fiting water |& Meter Repair jextend retro-fitting |programme. illegal connections. illegal connections. illegal connections. 
available to attend |inefficient toilets {programme of inefficient toilets 
to leaks. and programme to all households. 

does not address 

all households. No 

resources are 

available to 


i leak and meter Water losses are |Partialresources |N/EC109/034/W: Acquire additional | Implement a leak — |Monitor new meter |Monitor new meter |Monitor new meter 


2a 
3a ||mprove public awareness  |Waterlossesare |School education |N/EC109/029/W; | Implement an Implement a WASH | Conduct Conduct Conduct 
regarding w ater further reduced |ргодгаттеѕ до |Кои-Катта: Awareness and | programme. aw areness aw areness aw areness 
conservation. and water is used |not address all |Marketing & Education Conduct programmes programmes programmes 
sparingly. households and | Publicity Programme at aw areness regularly. regularly. regularly. 
no public schools. Increase |programmes 


information publicity and regularly. 





122 | 0 year integrated development plan of Koukamma Municipality 


c WSDP WSDP WSDP WSDP WSDP 
Objective Key 
ЕТЕНЕ е ie ^ | Linked Project FY2015 FY2016 FY2017 FY2018 FY2019 


WSDP Topic 7.2: Conservation and Demand management - Water Balance 


Accurate w ater 
balance is 
available to 


Data partially 
available. 
Recycling of 


Regular updating 
of w ater balance 
data is required. 


Regular updating 
of water balance 
data is required. 


Regular updating 
of w ater balance 
data is required. 


Surface Water 
Purchased, Total 
Influent, 
Authorized 
Consumption, Total 


w aste w ater not 
performed. 
Accurate billed, 
metered, unbilled 
and unmetered 


Increase Surface Water 
Abstractions. 


Adequate surface 
w ater is 
abstracted to 
meet current 
demand. Future 


consumption data 


Surface w ater 
supply to 
Louterw ater and 
Joubertina are 


Louterw ater's bulk 
w ater supply is 
required through 


Undertake a 

feasibility study to 
investigate raising 
the Waboomspruit 


Monitor licensing 
and demand 
requirements and 
implement 


Monitor licensing 
and demand 
requirements and 
implement 
additional sources 


Monitor licensing 
and demand 
requirements and 
implement 
additional sources 


inadequate. expansion of the |(Joubertina) Dam — |additional sources 
Louterw ater Dam. |w all. as necessary. 
Increase the 

licensed 


abstraction from 


demand plans in 
place. 


as necessary. as necessary. 


Increase Total Volume of 
Water Treated at WTWs. 


Increase Ground Water 
Abstractions. 


2a 
a 
5a 


f Reduce Total Losses. 


1 Improve maintenance of 
accurate w ater balance data. 

facilitate 
identification of 
w ater supply 
requirements. 

3 

4 


Adequate 
groundw ater is 
abstracted to 
meet current 
demand. Future 
WTWs have 
sufficient capacity 
to treat total input 
volume. 


Total losses are 
reduced to 10% 
of input volume. 


WWTWs have 
sufficient capacity 
to treat total 
effluent received. 


Inadequate 
groundw ater 
supply to 
Krakeelrivier, 
Kareedouw and 


All WTWs except 
Joubertina are 
operating at 
capacity. 


Total losses are 
approximately 
22% of input 
volume. 


Insufficient 
capacity at 
Krakeelrivier, 
Misgund and 
Coldstream 
WWTWs. 


Kareedouw WTW 
and investigate 
capacity upgrades 


Joubertina to meet 


WC&WDM projects 
to reduce losses - 

target 2096 losses. 
Verification of data 


additional sludge 


Coldstream and 


Monitor licensing 
and demand 
requirements and 
implement 
additional sources 


Monitor WTWs 
capacities 
available for 
development and 
implement 
upgrades as 
required. 


Monitor w ater 
losses, repair 
leaks & remove 
illegal connections 
as necessary. 
Monitor 

capacities 
available for 
development and 
implement 


Monitor licensing 
and demand 
requirements and 
implement 
additional sources 


Monitor WTWs 
capacities 
available for 
development and 
implement 
upgrades as 
required. 


Monitor w ater 
losses, repair 
leaks & remove 
illegal connections 
as necessary. 


Monitor WWTW 
capacities 
available for 
development and 
implement 
upgrades as 


Monitor licensing 
and demand 
requirements and 
implement 
additional sources 


Monitor WTWs 
capacities 
available for 
development and 
implement 
upgrades as 
required. 


Monitor w ater 
losses, repair 
leaks & remove 
ilegal connections 
as necessary. 


Monitor WWTW: 
capacities 
available for 
development and 
implement 
upgrades as 


Monitor licensing 
and demand 
requirements and 
implement 
additional sources 


Monitor WTWs 
Capacities 
available for 
development and 
implement 
upgrades as 
required. 


Monitor w ater 
losses, repair 
leaks & remove 
illegal connections 
as necessary. 


Monitor WWTW 
capacities 
available for 
development and 
implement 
upgrades as 





Increase Waste Water 
Treatment Works Capacities. 


Upgrade Msgund  'upgrades as 





123 0 year integrated development plan of Koukamma Municipality 


WSDP WSDP WSDP WSDP WSDP 
FY2015 FY2016 FY2017 FY2018 FY2019 


Key 
Performance 
Indicator 


Objective Baseline (2014 


Linked Project 
status quo) 


WSDP Topic 10: Institutional Arrangements profile 


1 Establish and fully implement 
regulation and tariff 
structures. 

Improve infrastructure 
development procedures for 
new and existing projects. 


Improve performance 
management and monitoring. 


4 Improve WSDP information 
availability and accuracy. 


Improve Bulk & Retail 
Functions information and % 
consumers served by the 
WSP. 


124 


Improved 
compliance w ith 
water and tariff 
structures. 


Policies are fully 
implemented and 
budget and 
personnel are 
available and 
sufficient. 


Policies are fully 
implemented and 
budget and 
personnel are 
available and 
sufficient. 
Improved Green 
and Blue Drop 
Accurate WSDP 
information is 
readily available in 
electronic format. 


Maintain updated 
electronic records 
of staff per 
function. 


Water Services 
bylaw s not in 
place and no 
budget or 
personnel to 
implement. 
Mechanisms to 
ensure 

Criteria for 
prioritising 
projects; 
Mechanisms for 
selecting, 
contracting, 
managing and 
monitoring 
implementing 
agents; 
Mechanisms to 
assess and 
approve project 
business plans 
and Mechanisms 


Implement Water 


acquire budget 
and personnel to 
implement. 
Implement 
mechanisms to 


Performance 
management 
systems and 
Water service 
monitoring and 
evaluation (M&E) 
systems are not in 
place. 

An information 
system to support 
the WSDP and 
mechanisms to 
monitor and report 
on WSDP 
implementation are 
The number of 
staff performing 
each function is 
not available. A 
WSP Training 
Programme is not 
in place. 


Develop 
performance 
management 
systems. Acquire 
budget and 
personnel to 
implement. 


Develop and 
implement an 


to support the 
WSDP. 


Implement a WSP 
Training 
Programme and 
provide 
outstanding data 
regarding the 
number of staff 


Establish Criteria 
for prioritising 
projects and 
Mechanisms for 
selecting, 
contracting, 
managing and 
monitoring 
implementing 
agents. Acquire 
budget and 
personnel to 
implement. 


o year integrated development plan of Koukamma Municipality 


Services bylaws & 


ensure compliance 


information system 


Monitor 


implementation and 


identify 
shortcomings 


including budget & 


personnel. 


Establish 
Mechanisms to 
assess and 
approve project 
business plans 
and Mechanisms 
to monitor project 
implementation. 
Acquire budget 
and personnel to 
implement. 


Develop w ater 
service monitoring 
and evaluation 
(M&E) systems. 
Acquire budget 
and personnel to 
implement. 


Develop and 
implement 
mechanisms to 


monitor and report 


on WSDP 
implementation. 


Monitor % 


consumers served 


by the WSP and 
adequacy of staff 
resources 
available. 


Monitor 
implementation and 
identify 
shortcomings 
including budget & 
personnel. 


Monitor 
implementation and 
identify 
shortcomings 
including budget & 
personnel. 


Monitor 
implementation and 
identify 
shortcomings 
including budget & 
personnel. 


Monitor adequacy 
of information 
system and WSDP 
mechanisms. 


Monitor % 
consumers served 
by the WSP and 
adequacy of staff 
resources 
available. 


Monitor 
implementation and 
identify 
shortcomings 
including budget & 
personnel. 


Monitor 
implementation and 
identify 
shortcomings 
including budget & 
personnel. 


Monitor 
implementation and 
identify 
shortcomings 
including budget & 
personnel. 


Monitor adequacy 
of information 
system and WSDP 
mechanisms. 


Monitor % 
consumers served 
by the WSP and 
adequacy of staff 
resources 
available. 





Monitor 
implementation and 
identify 
shortcomings 
including budget & 
personnel. 


Monitor 
implementation and 
identify 
shortcomings 
including budget & 
personnel. 


Monitor 
implementation and 
identify 
shortcomings 
including budget & 
personnel. 


Monitor adequacy 
of information 
system and WSDP 
mechanisms. 


Monitor % 
consumers served 
by the WSP and 
adequacy of staff 
resources 
available. 





Performatos ЕНИ i Linked Project FY2015 FY2016 FY2017 FY2018 FY2019 


WSDP Topic 11: Customer service requirements 


Improve performance in Updated A high number of Implement a leak & | Implement Monitor Monitor Monitor 
attending to w ater information is major or visible meter repair registers to record |performance and  |performance and  |performance and 
complaints. readily available. |leaks are reported programme. data regularly in identify remedial identify remedial identify remedial 
Flow rates, leaks  |within the year.No Provide electronic format. |measures. measures. measures. 
and complaint information outstanding data. 
response rates available for: 
are acceptable. Number of annual 
No interruptions in |queries; % leaks 
Services exceed repaired within 48 
7 days. hours; Number of 
consumers 
experiencing 
greater than 7 
days interruption 
in supply; Number 
of consumers 


Improve performance in Updated No information Provide Implement Monitor Monitor Monitor 

Attending to Complaints for — [information is available for: outstanding registers to record |performance and  |performance and  |performance and 

Sanitation. readily available. | Number of queries information and data regularly in identify remedial identify remedial identify remedial 
Number of queries |received, number implement a WASH |electronic format. |measures. Target |measures. Target |measures. Target 


de WSDP WSDP WSDP WSDP WSDP 
Objective Key 


received, repair [оғ blockages programme and Target WASH WASH WASH WASH 
and repairs are reported, 96 target 2096 of implementation at — |implementation at — |implementation at implementation at 
undertaken within |Blockages households. 40% of 60% of 80% of 100% of 
48h of being repaired within 48 households. households. households. households. 
reported. hours, number of 

consumers 

experiencing 

greater than 7 

days interruption. 

Sanitation 

promotion and 


Improve performance in Updated No information Provide Investigate Monitor Monitor Monitor 
Attending to Complaints for —_|information is available for: outstanding data in |conversion from — |performance and  |performance and  |performance and 
Sanitation: Pit/Tank Pumping — |readily available in | Number of calls electronic format — |septic tanks/VIPs — |identify remedial identify remedial identify remedial 
electronic format. |received within and develop to full waterborne |measures. measures. measures. 
Pits/tanks are the year for registers w hich sanitation. 
pumped w ithin emptying; Number are regularly 
48h of being of calls received updated. 
reported. within the year for 
emergency 
maintenance to 
pits/tanks ; 96 
Pits/tanks pumped 








125 o year integrated development plan of Knukamma Municipality 


6.2.5 Water Services MTEF Projects 


The Water Services Medium-Term Expenditure Framework (MTEF) projects are presented below 
and outline the water services projects which are funded for implementation within the next three 
years. Table E.2a provides the projects identified for implementation in FY2015, Table E.2b 
provides the projects identified for implementation in FY2016+1 and Table E2c provides the 
projects identified for implementation in FY2017+2. It should be highlighted that the projects 
included herein, represents only projects for which funding has already been secured, and 
therefore does not comprise the comprehensive water services project requirements of the WSA. 
The summary of the MTEF water services projects may be presented as follows: 


Table E.1: Summary of MTEF Projects 


FY2015 FY2016 FY2017 MTEF Total 
Project Main 


Nr 
1 


Water Projects a 


Category Nr 


Value Value 
R'000) ( 


Nr Value 
(R'000) ( R'000) 


Combined Water & 


Sanitation Projects 





TOTAL А7 230 


126 | o year integrated development plan of Koukamma Municipality 


Table E.2a: Water Services MTEF Projects 


Project Budget / Funding Sources 










Main 


Proj Proj MTEF 
969 Project "d pos Category | Sub Component FY2015 
Referenc Description ct chet NS Project 

Name W" or Category | type 
e Number Driver | 2, Source 
S Budge 
m 















Own 
MIG 
RBIG 


MWIG 
Other 


. Infrastructure Projects 


Feasibility of 
abstraction 
from the bulk 
Misgund River pipeline; 
Misgund Bulk | 2"¢ | Regional | "TW; 4 г = | 
augmentation Water source 
Water Supply Bulk 
of developmen 
groundwater t; pump 
supply are to station 
be 
undertaken. 
design and 
construction of 
inlet works; 
Refurbishme | wave 
ater protecuon gi , Sanitatio | Sanitatio R2 R2 
Louterwater ponds; re- Basic қ кте 930 X 930 
WWTW establishment 
(phase 1) of irrigation 
system; re- 
establishment 
of reeds bed 


127 | 0 year integrated development plan of Koukamma Municipality 





Water 
demand 
Managemen 


Krakeel 
Rainwater 
harvesting 


Installation of 
Water 
rainwater Basic 
al Water 
harvesting supply 


tanks project 


Project 

Referenc | Project 
е Мате 
Number 


. Infrastructure Projects 


Misgund 
Bulk Water 
Supply 


128 0 year integrated development plan of Koukamma Municipality 


system 


Projec 
Description t 
Driver 


abstraction 
from the 
Misgund River 
and 
augmentation 
of groundwater 
supply are to 
be undertaken. 


Main 
Categor 
y 

"W" or 
"gn 


Water 


Sub Componen 
Category | ttype 


bulk 
pipeline; 
WTW; 
source 
developme 
nt; pump 
station 


Regional 
Bulk 


MTEF 
Project 
Source 


FY2016 


Budge 
і 


R80 388 


Е е S 








129 


Refurbishm 
ent of 
Louterwater 
WWTW 
(phase 2) 


Refurbishm 
ent of 
Laurel ridge 


Smart 
Water 
Meter 
installation 
In 
Koukamma 


design and 


construction of 


inlet works; 
wave 
protection of 
ponds; re- 


establishment 


of irrigation 
system; re- 


establishment 


of reeds bed 


Demolish 
existing 
WWTW:; 


construction of 


new RBC; 


construction of 


gravel road 
access; new 
fencing; 
conditional 


assessment/mi 
nor repairs for 


Die Rye 
Consevancy 
tanks 


installation of 


smart water 
metering 
System in 
Koukamma 
municiaplity 





basic 


basic 


water 
dema 
nd 


d year integrated development plan of Koukamma Municipality 


Sanitati 
on 


Sanitati 


Water 


Sanitatio 
n bulk 


Sanitatio 
n bulk 


Planning 


Water 
conservatio 
n water 
demand 
manageme 
nt 





930 


500 





Fitment of a 
new bulk water 
meters; 
Replacement 


Refurbishm 
ent of 
Coldstream 


of defective 
filter pumps; 
installation of 


Reservoir; 
Reticulatio 


new filtration basic. | Water | Soona: -f pipeline, 


bulk water Bulk WTW; 


pump 
station 


system; 
construction of 
additional 
sludge drying 
bed; roofing of 
concrete 
reservoir 


infrastructur 
e 


Replacement 


of water Reservoir; 
Replaceme | mains; single Reticulatio 
nt of low and double erf n pipeline; 
pressure | connections; Higher | Water Reticulati Вик 
water mains | construction of on pipeline 
in new elevated WTW; 
Stormsriver | tank; upgrade pump 

of pump station 

station 

Remove silt Reservoir; 

from the dam; Reticulatio 
Refurbishm | fencing around n pipeline; 
ent of raw water Basic Bulk 


Louterwater | dam; install Higher | Water 


WTW new delivery 
pumps; new 
electrical 
panels; 


supply pipeline; 
WTW; 
pump 
station 





130 0 year integrated development plan of Koukamma Municipality 





telemetry; 
extension to 
the building; 
new 2 МІ 
reservoir and 
rising main 


Total R40 
157 R80 388 


Table E.2c: Water Services MTEF Projects 


Main 

Categor | Sub Component FY2017 
y Categor e 

"W" or y yp 

Sg 


Project 

Referen ; тк. Proj 
Sa Project Name Description ОЕА 

e Driver 


Number 


1. Infrastructure Projects 


Abstraction 
from the 


Misgund 
River and dae | WTW; 
Regional 


MI nd Bulk augmentatio 
Sgu ug deman | Water source 


Water Supply n of d Bulk developme 
groundwater 


nt; pump 
SuppW ale station 
to be 


undertaken 


bulk 
pipeline; 





131 0 year integrated development plan of Koukamma Municipality 


132 


Refurbishment 
of Tweereviere 
WWTW 


Replacement of 
leaking reservoir 
in Sandrift 


Modification 
of the inlet 
works; 
desluging of 
primary 
settling 
tank; 
replacing of 
missing 
pumps; 
refurbishme 
nt of two 
biofilters; 
replacement 
of 
chlorination 
system; 
fencing of 
the 
treatment 
works; 
minor 
repairs on 
the pump 
house 
building; 
installation 
of water 
supply 
system 


dismantle of 
the old 
reservoir; 
construction 
of new 
0.25ML 
reservoir 





Flagshi | Sanitatio 
p n 


Sanitatio 


n bulk 





WWTW 


R3 X АЗ 
000 000 


Flagshi Regional , R3 R3 


d year integrated development plan of Koukamma Municipality 





design and 
construction 
of inlet 
works; wave 
Refurbishment е 9 
of Louterwater : Sanitatio | Sanitatio R5 R1 R6 
WWTW (phase 2.” Base | ТШ 430 |500 ^ 930 
3) ae 
Irrigation 
system; re- 
establishme 
nt of reeds 
bed 
Water 
conservatio 
n water R16 R16 X 
demand 000 00 
manageme 
nt 
replacement Reservoir; 
of small Reticulation 
Instalation of a bore Sanitatio pipeline; 
full waterborne sanitation Sanitatio Bulk R14 R14 
. Higher n NAM X 
system in system with n end pipeline 00 00 
Tsitsikamma full WTW; 
waterborne pump 
system station 


133 | 0 year integrated development plan of Koukamma Municipality 


installation 


Smart Water of smart 

Meter water water 

installation in metering deman | Water Planning 

Koukamma(Pha | system in d 

se 2) Koukamma 
municiaplity 





JJ 


32 
00 


e 
о 


e 
eo 





Refurbishment 
of Louterwater 
WTW (Phase 2) 


Remove silt 
from the 
dam; 
fencing 
around raw 
water dam; 
install new 
delivery 
pumps; new 
electrical 
panels; 


telemetry; 
extension to 
the building; 
new 2 MI 
reservoir 
and rising 
main 


Basic 
supply 


l 


Reservoir; 
Reticulation 
pipeline; 
Bulk 
pipeline; 
WTW; 
pump 
station 





134 | 0 year integrated development plan of Koukamma Municipality 


Situation 
Assess 
ment 
(Proble 
m 
Definitio 
n) 


WSPD 
was 
develope 
din 
2012. 
Reviews 
done in 
2014/15 
but not 
approved 


Insufficie 
nt 
informati 
on for 
complete 
ness of 
WSDP. 
Financial 
informati 
on still 
pending 


6.2.6 WSDP Projects 


Table F.1: WSDP project list 


Solution 
descripti 
on as 
defined 
by topic 
situation 
assessm 
ent 
(Strategy) 


Review 
WSDP 
and 
compile 
WSDP 
audit 
report for 
complianc 
e with 
Water 
Services 
Act and 
regulation 
5 


integrate 
WSDP 
project 
with IDP 


Conceptu 
al project 


Koukamm 
a WSDP 
review 


Koukamm 
a WSDP 
review 


Is there 
an 
existin 
g 
project 
addres 
sing 
this 
proble 
m? 


Existing Projects 
Information 


Project 
Title 


Does 
this 
curre 
nt 
listed 
proje 
ct 
addre 
55 
the 
probl 
em 


totall 
y? 


Appro 
ved by 
Counc 
il, in 
projec 
t 
databa 
se and 
part of 
5 year 
IDP 
cycle 
Bae 
s? 


CURRENT NEEDS 
Water Services Development Planning 


Revise 
WSDP 





Business Element 1: Demographics (Topic 2) 


135 | à year integrated development plan of Koukamma Municipality 


го 


Different 
data sets 
used for 
planning 


Annual 
review of 
demograp 
hics and 
service 
level 
profile of 
the 
municipalit 


Review of 
demograp 
hics and 
service 
level 
profile 


no n/a n/a RO n/a no No 


uncontrol 
led 
increase 
in 
number 
of 
informal 
settleme 
nts 


challenge 
s and 
slow 

pace in 
housing 
develop 
ment and 
no 


integrate 
d 

planning 
for water 
provision 


Inadequa 
te and 
imbalanc 
e sharing 
of water 
resource 
for 
domestic 
and 
agricultur 
al 


plan for 
provision 
of basic 
services 
(water and 
sanitation) 


Allign 
housing 
plan with 
WSDP 


invest on 
source 
developm 
ent 
(ground 
and 
surface) to 
meet 
growing 
demand 


provision 
of basic 
level of 
service to 
informal 
settlement 
S 


Alignment 
of housing 
plans with 
WSDP 


Increase 
dam 
capacities, 
develop 
and 
maintain 
groundwat 
er sources 


Business Element 2: Service Levels (Topic 3) 


Misgund 
bulk 
water 


supply 





136 | 5 year integrated development plan of Koukamma Municipality 


4. 
2 
4. 
3 


demands 


degrade 
of 
agricultur 
al 
produce 
due to 
excessiv 
e water 
resource 
pollution 


degrade 
of 
agricultur 
al 
produce 
due to 
excessiv 
e water 
resource 
pollution 


effluent 
managem 
ent and 
water 
resource 
monitoring 
and 
managem 
ent 


effluent 
managem 
ent and 
water 
resource 
monitoring 
and 
managem 
ent 





upgrading 
and 
refurbishm 
ent of 
WWTWs 
to avoid 
resource 
pollution 


Refurbish 
ment of 
Laurel 
ridge 


and 
refurbishm 
ent of 
WWTWs 
to avoid 
resource 
pollution 


Refurbish 
ment of 
Louterwat 


upgrading 
Yes n/a 


Business Element 4: Water Services Infrastructure Management (Topic 5 - Part 1) 





5. 
1 

9. 
2 


Insufficie 
nt bulk 
water to 
meet the 
current 
demand 


upgrade 
bulk water 
infrastruct 
ure 


constructio 
n and 
upgrade 

of bulk 
water 
storage 


Krakeel 
water 


Business Element 5: Water Services Infrastructure Management (Topic 5 - Part 2) 


5. 
3 


Insufficie 
nt 
maintena 
nce of 


existing 
infrastruc 
ture 


Develop a 
comprehe 
nsive 

O&M plan 





Developm 

ent of 

Comprehe 

nsive n/a n/a 
O&M plan 


137 | 5 year integrated development plan of Koukamma Municipality 


n/a 


n/a 








n/a 


Inadequa 
te budget 
allocation 
for 

5. | proper 

4 | maintena 
nce of 
existing 
infrastruc 
ture 


Adjust 
budget 
allocations 
for O&M 
of Water 
and 
Sanitation 
infrastruct 
ure 


Assets 
based 
budget 
planning 


no n/a n/a 


Business Element 6: Associated Services PL ЕРЕ ЕЕЕ ЕЕЕ 6) 


C —— —M — ——— 
nt 
informati 
on on 
water 
and 
sanitation 
levels at 
institution 
al level 


Liaise with 
relevant 
sector 
departme 
nts and 
other 
institution 
to 
evaluate 
their 
demand 





water 

demand 

managem 

ent 

(institution 

al level) n/a n/a 


Business Element 7: Water Resources (Topic 8) 


n/a 


n/a 


n/a 


n/a 


n/a 


n/a 





Lack of 
groundw 
ater 
manage 


ment 


Insufficie 
nt 
informati 
7. on on 
1 water 
abstracti 
on 
licences 
7. 
2 


Liaise with 
Departme 
nt of 
Water and 
Sanitation 
for 
registratio 
n of water 
use 





develop 
and 
implement 
groundwat 
er 
managem 
ent plan 





review of 
water use 
licences 


review of 
water use 
licences 


yes n/a 


developm 

ent of 

groundwat 

er n/a 
managem 

ent plan 





no 


n/a 


Business Element 8: Conservation and Demand Management - Water Resource (Topic 7.1) 


n/a 





138 | 5 year integrated development plan of Koukamma Municipality 


insufficie | install installation 
nt smart of smart 
metering | metering metering 


of water system for | system in e 
8. | services | all water Koukamm R32 
1 supoly 2 yes n/a meters in 000 Yes no Yes 
systems m 
(from 
source to 
tap) 


inadequa | develop WC/WDM National 
te WC/WDM | awareness Water 
8. | awarene | awarenes | campaigns Week 
yes n/a Yes no No 
2 | ss S program awarenes 
campaig S 
ns campaign 


Business Element 8: Conservation and Demand Management - Water Balance (Topic 7.2) 


insufficie | install installation 
nt smart of smart 
informati | metering metering 
on | system for | system installatio 
required | all water and data 
8. | for suppl managem nol smar R32 
i PPly 9 Yes n/a meters in Yes no No 
3 | proper systems ent 000 
Koukamm 
water (from systems in 
a 
balance source to Koukamm 
tap) and a 
manage 
data 


8. 
4 


Business Element 9: Financial Profile 


Poor cost | cost Tariff 
recovery | based review 
and tariff 
9. collection | structure 
n/a n/a n/a n/a n/a 
1 and 
enhanced 
debt 
recovery 


9. 
2 


Business Element 10: Water Services Institutional Arrangements (Topic 10) 




















139 | 5 year integrated development plan of Koukamma Municipality 


insufficie 
nt 
enforcem 
ent of 
bylaws 


capacitate 
law 
enforceme 
nt section 
for 
enforceme 
nt of water 
services 
bylaws 


Employ/D 
eploy law 
enforceme 
nt staff 


no 


n/a 


n/a 


RO n/a n/a n/a 


10 
2 


Business Element 11: Social and Customer Service аны ыда ыы ы ыы o (Торіс 11) 


140 | à year integrated development plan of Koukamma Municipality 


improper 
customer 
care 
services/ 
consume 
; 


complain 
S 
manage 
ment 


institute 
designate 
d call 
centre for 
centralise 
d 
customer 
care and 
complains 
managem 
ent 


LI MM ы 
ent of call 
centre for 
Koukamm 
a 

Municipalit 
y 





complain 
S 
managem 


ent 
system - 
UCT 





6.3 Integrated Human Settlement Sector Plan 
6.3.1 Background 


Planning for human settlements development involves the project identification, listing of projects 
in Municipal Integrated Development Plan and submission of project specific business plans to the 
Department of Housing (DOH). This approach to planning for human settlements development 
takes into consideration a number of critical issues that has a direct bearing to housing 
implementation and the type of settlements. This includes the extent to which settlements are 
designed to access social services, such as, educational, health and police services. The Housing 
Sector Plan is formulated to provide a comprehensive 5 year plan for human settlements 
development for Koukamma local municipality. Through the Integrated Development Plan 
Municipalities are mandated to participate in all development planning activities that take place 
within their jurisdiction and ensure that they are integrated. The Intergovernmental Relations Act of 
2004 and the Municipal Systems Act of 2000 specify that municipal plans have to be aligned with 
and compliment the development plans and 

strategies of other spheres of government. To be able to logically execute housing delivery a 
municipality has to devise and co-ordinate a strategic Housing Sector Plan. Therefore, the Housing 
Sector Plan is a critical tool that integrates Human Settlements Development into municipal 
planning. This Housing Sector Plan is prepared according to guidelines provided by the Provincial 
Department of Human Settlements. 


6.3.2 Legislative and Policy Context 

This section examines the mandate of the different soheres of government to provide clarity on the 
roles and responsibilities that are assigned to each sphere of government with regard to housing 
development. A proper understanding of mandates is important to ensure seamless co-ordination, 
avoid duplication, interference and confusion. Statutory roles and responsibilities do not substitute 
the need for on-going communications between the different issues of the competence of local 
government are dealt with in Chapter 7 of the Constitution. Of particular relevance is section 152 
(1) (b) and (c): states, “the objects of local government are: to ensure the provision of services to 
communities in a sustainable manner; and to promote social and economic development”. A 
further relevant section dealing with the developmental duties of Municipalities is section 153: a 
municipality must; 

a). Structure and manage its administration, budgeting and planning processes to give priority to 
the basic need of the community and to promote the social and economic development of the 
community; and 

b). Participate in national and provincial development programmes. 

The powers and functions of municipalities are clearly outlined in Section 156 (1) and (2) and in 
short, the constitution assigns the items listed under part B of schedule 4 and part B of Schedule 5 
of the Constitution to municipalities whilst responsibility for the items listed in part A of each of the 
respective schedules is reserved for national and/or provincial government as the case may be. 
These latter responsibilities may however be assigned to the municipality as envisaged under 156 
(4) provided the municipality has both the capacity to administer it and that the matter would be 
more effectively dealt with at local level. Responsibility in these matters is therefore at the 
discretion of the National and Provincial tiers of government. 


141 | 5 year Integrated development plan of koukamma municipality 


(i) Municipal Structures Act No 117 of 1998, chapter 5, section 83 & 89 further outlines the 
powers and functions of municipalities 


(ii) Housing Act of 1997 (Act 107 of 1997), states that, “municipalities must develop appropriate 
strategies to facilitate housing development within their jurisdiction”. 


(iii) New Human Settlement Plan (Breaking New Ground, 2005) clearly articulates the intention 
of government to develop sustainable human settlements, to contribute towards the alleviation of 
asset poverty through housing. It concludes that asset poverty is a result of inadequate access to 
assets by individuals, households and communities including 

inadequate shelter (which manifests in badly located low cost and overcrowded dwellings), the 
inadequate provision of appropriate infrastructure and the inadequate provision of basic services 
such as health, safety, emergency services and education facilities amongst others. Post 1994 
housing development has been urban biased. New policy highlights the need to address this 
through a stronger focus on rural housing instruments. Furthermore rural housing interventions 
provide government with an opportunity to facilitate the installation of infrastructure in rural areas 
(Breaking New Ground 2005) 


(iv)Municipal Systems Act of 1995 compels all municipalities to develop Integrated Development 
Plans (IDP) that are their primary investment tools. With their respective sector plans they are 
subject to annual reviews. Through the IDP, Municipalities are mandated to participate in all 
development planning activities that take place within their jurisdiction and ensure that they are 
aligned and informed by the overall government strategic thrust. The functions and powers of 
Municipalities are further described in chapter 5 of the “Local Government: Municipal Structures 
Act no. 117 of 1998” as 

amended. The relevant sections are sections 83 to 89. 


(v) Intergovernmental Relations Act of 2006 and the Municipal Systems Act of 2000 specifies 
that municipal plans have to be aligned with and compliment the development plans and strategies 
of other spheres of government. The mandate and authority of Local Municipalities such as KLM to 
execute the human settlements developments mandate is thus fairly complex. These issues have 
been discussed in some detail in this section in order to illustrate the critical need for proper 
coordination, consultation and delegation amongst the three spheres of government involved in 
housing development. In the context of human settlements development it is noted that the original 
legislative functions coupled with budgetary controls resides concurrently with National and 
Provincial Government. Thus additional roles are assigned to municipalities through delegated 
authority. KLM has developed its own policies in response to its operational requirements. These 
are intended to provide a framework that guide and inform municipal decisions and procedures to 
effect such decisions. 


(vi) Draft Emergency Housing Policy: a draft Emergency Housing Policy and going through the 
process of approval by the Support Services Portfolio Committee, Exco and Council for adoption. It 
is intended to lay grounds for the implementation of national policy on housing assistance in 
emergency housing situations that responds to the municipality's immediate environment. 


142 | 5 year Integrated development plan of koukamma municipality 


6.3.3 Powers and Functions 

The purpose of outlining the various competencies of the different spheres of government with 
respect to human settlements development is to illustrate the complexity of the interrelationships 
and the importance of assigning/delegating responsibilities through mandates and agreements. 
The assignment of roles and responsibilities also has implications for budgeting. Seamless 
sequencing and scheduling of budgets across the three spheres of government is critical to 
achieving service delivery objectives. An in depth understanding of the Municipal mandate vis-à-vis 
the mandate and responsibilities of other spheres of government, organizations and/or role players 
is essential in order to avoid interference and confusion. 

Each sphere of government has assigned roles and responsibilities with regard to the 
implementation of human settlements development. These powers and functions are examined 
below to provide clarity on the role that each sphere of government plays. These powers are set 
out in Schedule 4 of the Constitution of the Republic of South Africa, the Housing Act (Act 107 of 
1997) and the Municipal Systems Act (Act 32 of 2000). Outlined below are the roles of the three 
spheres of government: 


(i) National Government is assigned with the responsibility of developing legislation, policies, 
procedures and systems to create an enabling environment for the development o 


housing. This sphere of government further allocates and monitors provincial budgets and 
performance. 


(ii) Provincial Government is assigned with the responsibility to implement or facilitate the 
implementation of housing development. Within the context of the Housing Act, the core functions 
of the Provincial Departments is to provide low income housing opportunities to assist 
municipalities in human settlements development and further build their capacity. The Provincial 
Department of Human Settlements has budgetary control of the operational budget. Thus 
municipalities rely on the efficiency and effectiveness of this sohere of government. Consequently, 
the institutional state of the Provincial Department has a direct bearing on delivery at local level. In 
the course of implementing its operational duties the provincial sohere of government would from 
time to time develop policies responsive to the peculiarities of the province. 


Local Government: The essential functions of a Municipality as per Section 152 of the 
Constitution include the following: 

е Identification of land for development 

e Identification and registration of housing beneficiaries 
However, municipal activities are guided by the Integrated Development Plans that expect 
municipalities to take reasonable steps to ensure the provision of adequate housing on a 
progressive basis by setting out housing delivery goals. Thus the primary role of Local 
Municipalities is to plan for human settlements development. Whereas District Municipalities are 
tasked with the responsibility to provide bulk infrastructure that supports housing development. 
District Municipalities through assignment or delegation of authority by the Provincial Department 
of Human Settlements can implement housing development. This is mainly in instances where 
local municipalities lack capacity. 


143 | 5 year Integrated development plan of koukamma municipality 


6.3.4 Its Purpose 
The question of how the three spheres of government go about planning and working to provide for 
a more seamless and expanding delivery of public services throughout the country remains a 
challenge. Part of the challenge, is the on-going quest by the three spheres of government to find 
innovative ways to report key planning programmes and project based information in a meaningful 
manner to one another. Lack in context standards contributes to a current situation where officials 
in government spend an enormous amount of time trying to report on, manage, interpret and 
consolidate information to and from multiple government organisations. Similarly the Department of 
Human Settlements realises that the expected integration of Human Settlements Development into 
Municipal IDP's is incorporated. Core to this challenge is that other government departments 
including the Department of Human Settlements cannot fund projects that are not reflected in 
municipal IDPs. In essence this means that there is no mechanism to hold each sphere of 
government accountable for housing delivery. This document outlines a Housing Sector Plan of 
Koukamma Local Municipality that will 
set out a clear five year plan for integrated human settlements development with tangible delivery 
goals. As an IDP sector plan the Housing Sector Plan is subject to annual reviews over a five year 
period. The municipal Housing Sector Plan by the Municipality amongst others but not limited to 
the following is: 

e To ensure effective allocation of limited resources particularly financial and human to 

e Competing potential development interventions. 

е To provide a formal and practical method of prioritizing housing projects and 

e Obtaining political consensus for the sequencing of their implementation. 

е To facilitate greater spatial linkages between the Spatial Development Framework 

e Physical implementation of projects on the ground. 

е To deliberately place the housing sector imperatives in the municipal IDP. 

e To ensure effective subsidy budgeting and cash-flows both at Municipal and provincial 

levels 


6.3.5 Methodology 


Summary of Methodology 


Monitoring and Evaluation 





Land Legal Situation 
7 д/)үИЦҢ 44 O 


(a) Phase 1: Analysis of local planning context 

This phase examines the context for the development of the housing sector plan. The analysis will 
include assessment of technical data drawn from existing sources of information such as the 
census information, the Integrated Development Plan of the municipality and other related 
information, research pertinent to the municipal area. This will also include national and provincial 
strategies and research and consultation with municipal and provincial officials. Phase 1 sets out 
the development context by analysing the following, that is: 


144 | 5 year Integrated development plan of koukamma municipality 


(i) Municipal spatial context, to determine the location of the municipality in relation to major 
economic activities. 

This indicates the extent to which the municipality has access to opportunities. Municipalities that 
are in close proximity to economic activities tend to have a higher demand for housing 
opportunities. 


(ii)Socio Economic Analysis, to determine the level of development in the municipality. This 
alludes to the extent to which municipal residents require government support for housing. Second, 
economic opportunities available to residents are examined against the backdrop of government's 
policy to develop integrated human settlements. 


(b) Phase 2: Housing Situation 

The purpose of this section is to gain an understanding of the state of human settlements 
development in Nompumelelo or Sandrift, Coldstream, Thornham, Woodlands, Clarkson, the 
Mfengu Farms, Eersterivier, Misgund, Louterwater, Krakeelrivier, Kwaaibrand, Koomansbos, 
Goesa, Witelsbos and Boskor are examined closely. 


(i) Housing backlog/demand determines the number of households in the municipality that do not 
have adequate shelter. The housing demand is obtained from the municipal housing demand 
database, in its absence the NHRN is used to estimate demand that will later be verified by the 
municipality before it proceeds to implement housing projects. 


(ii) Legal status of land determines the ownership of land identified for human settlements 
development and whether it can be obtained within a reasonable period to avoid delays in project 
implementation. 


(iii) Quantification of current projects considers projects that are currently being implemented 
and the extent to which they contribute to reducing the overall backlog. 


(iv) Identification of planned projects, the plan is a 5 year, thus it will identify projects that will be 
implemented over this period. Their scheduling is influenced by a number of factors, such as 
budget and land availability amongst others. 


(v) Integration considers the extent to which the housing development is serviced by municipal 
services and other social services such as schools, health facilities and police stations amongst 
others. 


(c) Phase 3: Housing Delivery 

This phase builds from phase 2 above. It projects annual delivery targets and cash flows to enable 
the Department of Human Settlements to budget for housing development whereas this enables 
the municipality to gear up human resources in particular. 


145 | 5 year Integrated development plan of koukamma municipality 


6.3.6 Spatial Context 


6.3.6.1 Spatial Location 

The development of housing in the Koukamma municipal area of jurisdiction is dependent on the 
population, number of households and available resources e.g. water, electricity, sewerage, thus 
this chapter will unpack all this information and other relevant information. Koukamma Local 
Municipality has a population of approximately 40 633, of which 59, 8% are coloured, 30, 6% are 
black African, 8, 2% are white, and 0, 3% are Indian/Asian (SatsSA, 2011). The population has 
increased from approximately 34 439 people in 2001. StatsSA has ranked the municipality, South 
Africa's 186^ largest local municipality by population size. According to StatsSA 2001 and 2011 
figures, the population is has increased by 1,66 % annually. The working age group 15 to 64 
accounts for 65.7% of the population. From a human development perspective the nodal areas 
and movement are: 


(i) Primary Nodes 

Capital investment will take place in these nodes in order to take advantage of the existing 
investment and enable the maximum benefit to the broader Koukamma community. The 
Kareedouw, Stormsriver, Joubertina, Ravinia, Tweeriviere and Nompumelelo or Sandrift nodes are 
primary nodes where infrastructure and social services investment can capitalise on the existing 
investment to benefit the largest proportion of Koukamma residents. 


(ii) Geographical outlook 
The Kou-Kamma Municipality extends 3 575.17 km? and falls within the Cacadu District 
Municipality area in the Eastern Cape Province. It is predominantly a rural Municipality with only 
one quarter (25.45%) of the population being urbanised (Urban Econ, 2006). The Municipality is 
bordered by: 

= Baviaans LM to the north 

= Kouga LM to the east 

= Bitou LM to the west (Western Cape) 
The area is made up of the Western Coastal Zone, including settlements such as Coldstream, 
Storms River and Clarkson (Wards 4/5), and the Langkloof, including settlements such as 
Kareedouw, Joubertina and Louterwater (Wards 1 — 3). The nature of the two areas differs vastly. 
The Coastal Zone is characterised by: 

= Diverse and fast growing economy driven by tourism and agriculture 

= A fast growing population linked to the economic opportunities 

"  |ndigenous forests 

= Holiday destinations 

= (Good water supply 
In contrast, the Langkloof is characterised by agriculture with high labour requirements often 
seasonal in nature. The area has greater challenges in terms of sufficient water supply, with 
additional pressure due to a high population growth related to migrant labour. 


146 | 5 year Integrated development plan of koukamma municipality 


6.3.6.2 Land Availability Profile 

A critical issue, identified in numerous planning documents and in discussions with sector 
representatives within the Kou-Kamma Local Municipality, is the availability of land and 
competition between land uses. Kou-Kamma is characterized by agriculture, forestry and human 
settlements competing for limited land. The area provides productive agricultural land for fruit and 
dairy farming, forestry, tourism and residential develooments. The Kou-Kamma SDF highlighted 
the unavailability of land for emerging farmers, education facilities, food gardens and housing 
developments. This is due to urban settlements being surrounded by commercial farm land, state 
forests and nature reserves. 


(i) Land ownership 

Kou-Kamma is characterized by low levels of black ownership of land. The main land owners of 
vacant land are private land owners, the State, Kou-Kamma Local Municipality, SANParks and the 
Moravian Church. 


Hectares of land 9o of land 
291932 85.0596 
45302 13.20% 


5455 1 59% 
0.16% 
0.00% 


(ii) Kou-Kamma land reform 
Approximately 56 650 ha of land still need to be redistributed within the Kou-Kamma. This land 
reform should, as a first priority, be implemented in the key focus areas (primary and secondary 
nodes). The following broad key deliverables are set for the Kou-Kamma LM (KKLM ABP & Land 
Availability Audit, 2008): 

= 12 000 һа їо be distributed before 2014. 

= Average of approximately 2000 ha per annum between 2008 and 2014 to be redistributed. 

= Approximately 6237 ha per annum between 2015 and 2025 to be redistributed 





(iii) Housing Typology 


Population % 
Coldstream 


Joubertina 


Kareedouw 


5.6% 





6.3.7 Housing Provision 
The new human settlements plan (as described in the “Breaking New Ground”) reinforces the 
vision of the Department of Housing - to promote the achievement of a non-racial, integrated 
society through the development of sustainable human settlements and quality housing. Within this 
broader vision, the Department is committed to meeting the following specific objectives: 

147 5 year Integrated development plan of koukamma municipality 


e Accelerating the delivery of housing as a key strategy for poverty alleviation 

e Utilising provision of housing as a major job creation strategy 

e Ensuring property can be accessed by all as an asset for wealth creation and 
empowerment 

e Leveraging growth in the economy 

e Combating crime, promoting social cohesion and improving quality of life for the poor 

e Supporting the functioning of the entire single residential property market to reduce duality 
within the sector by breaking the barriers between the first economy residential property 
boom and the second economy slump Utilizing housing as an instrument for the 
development of sustainable human settlements, in support of spatial restructuring. 


(i) The current approach to housing rectification development is as tabulated: 


Woodlands 
Sandrif 
Clarkson 
Mountain View 

NewResb 2 


New Rest 
Kagiso Heights 
Uitkyk 

Krakeel 
Louterwater 





(ii) Households affected by informal settlements 

Kou-Kamma shows an increase in the number of households relying on informal housing in the 
area. This is indicative of the migration patterns and growth in the area. With particular reference to 
migrant labour, additional pressure is placed on the Municipality to offer alternative temporary 
housing options e.g. rental stock. The Council expressed concern regarding the administrative 
capacity to effectively monitor and control the influx to existing informal settlements as well as the 
establishment of new settlement. 


(iii) Areas with informal settlement and planned interventions to eradicate them with proper 
houses and a 2500L tank and a V.I.P Toilet: 


Аға — |Numberof Houses 
Sandri 





6 442 
Hermanskraal 
Griekkwarust 60 | 


6.3.8 New Housing Developments - Greenfields 

This deals with clean land which has the necessary approvals for the development of housing 
within a newly established town planned area to accommodate the relocation of beneficiaries from 
informal settlements and extended families in large households and who satisfy the criteria and 
have not benefited from a housing subsidy. 


148 | 5 year Integrated development plan of koukamma municipality 


(a) Land Identification 

It should be noted that the housing sector is a dynamic environment and that although land may be 
identified it is necessary for the land to be tested for sustainability, such as the processes required 
of the Development Facilitation Act. Some of the land that has been identified in the areas below 
are only proposals and in some instances are indicated in a general area of desirability until such 
time that further consultation and firming up of the proposal takes place. However, the principle 
acceptance is that there is a need in the general area for land for housing, where after the 
mechanism for the acquiring of land takes place. With the above in mind land parcels or areas 
within which it has been agreed that low income housing is required, are listed under , The low 
income, middle income, and rental stock options are the spectrum that could apply on the land 
parcels listed. 


(i) Low Income Housing (0-R3500 Income) 

The beneficiaries in this range receive the full subsidy to support the establishment of an in-situ 
upgrade or Greenfields project through the establishment of a Town Planned area through the 
legislated processes. 


(ii) Middle Income Housing (R3500 — R7000 Income) 

It is clear that this category is becoming more important due to the huge gap that is developing, 
this due to market trends and economic factors. Although no subsidy mechanism or policy is in 
place as yet we are hopeful that this will be dealt with in time to address the backlog occurring in 
this area, particularly in this Municipality. 


(iii) Location 
The proposed property will be at the free land of the municipality. 


(iv) Social Environment 
Access is available to education, health care, employment and transport. This project will create 
spatial integration of Koukamma and surrounding areas. 


(v) Bulk Services 
Bulk services will be made available to support the development. 


6.4 INTEGRATED LOCAL TRANSPORT SECTOR PLAN 


6.4.1 Background 

The transport operating environment is undergoing a profound change to the extent that it 
becomes necessary to constantly test its compliance with various pieces of legislation such as the 
National Land Transport Transition Act, Act No. 22 of 2000 as amended. It is a requirement that 
every Municipality prepares a set of transport plans and such plans need to be updated and give 
guidance to the contemporary transport operating environment. It is worth to note that the 
recommendations of this Local Integrated Transport Sector Plan are applicable for a period of at 
most five years from the date that they will be first published in the Provincial Government Gazette. 
The development of Local Integrated Transport Plan (LITP) is the responsibility of Koukamma 
Municipality in consultation with different stakeholders such as the Department of Transport, 
Department of Roads and Public Works, South African National Roads Agency Limited, Sarah 
Baartman District Municipality and other role players. 

149 5 year Integrated development plan of koukamma municipality 


6.4.2 Purpose 
Section 27(2) of the (National Land Transport Transition Act ) NLTTA indicates that the ITP must 
formulate the planning authority’s official vision, policy and objectives, consistent with the national 
and provincial policies, due regard being given to any relevant integrated development planning or 
land development objectives, and must at least: 
(a) Specify the changes to the planning authority’s land transport policies and strategies since the 
previous year's five-year plan; 
(b) Include a list that must — 
e Show, in order of precedence, the projects and project segments to be carried out in that 
five-year period, and the cost of each project; and 
e Be prepared with due regard to relevant integrated development plans, and land 
development objectives set in terms of Section 27 of the Development Facilitation Act, 
1995 (Act 67 of 1995), or, where applicable, in terms of a law of the province; 
e Include all modes and infrastructure, including new or amended roads 
(c) Including the planning authority’s public transport plan; 
(d) Set out a general strategy for travel demand management; 
(e) Set out a road and transport infrastructure provision, improvement and maintenance strategy. 
The ECDOT provides overall policy guidance on transport 


6.4.3 Transport Register 

This chapter describes the existing state and quality of transport provision in Koukamma Local 
Municipality. The sections in this chapter provide an integrated overview of passenger transport as 
it occurs. 


6.4.3.1 Spatial Development Framework 

The Local Integrated Transport Sector Plan has to derive its basis from the Spatial Development 
Framework of Koukamma Municipality which outlines the key nodal development areas which 
must inform any strategic planning in terms of infrastructure development, major economic 
initiatives and other related programmes or interventions 


6.4.3.1: Development Nodes in Koukamma Municipality 
Node |Цосайоп . . .«—  )» ).) ) 


Agriculture Orchards Langkloof 
Agriculture Dairy farms Woodlands and Ekuphumleni 


Table 5.4.3.1 summarises the key towns in Koukamma Municipality and the type of nodes they 
are. 





Kareedouw and Joubertina serves as the main administrative nodes and urban centres of 
municipality. The surrounding smaller towns or rural settlements require public transport services 
issues such as safety, affordability, accessibility, and reliability especially on public and non- 
motorised transport services. Economic activity is driven primarily by the agriculture and tourism 
and recently shaped by the growing energy sector. The local economic development of Koukamma 
Municipality identifies poverty and the lack of income as major issues that affect the economic 


150 | 5 year Integrated development plan of koukamma municipality 


performance of the Local Municipality. The existing important local economic development 
activities within the Municipality such as agriculture and tourism can however respond to lack of 
income and poverty by providing employment opportunities. 


6.4.3.2 Vision 

The vision for SA transport is of a system, which will provide safe, reliable, effective, efficient, and 
fully integrated transport operations and infrastructure which will best meet the needs of freight and 
passenger customers at improving levels of service and cost in a fashion which supports 
government strategies for economic and social development whilst being environmentally and 
economically sustainable. The SA transportation system is inadequate to meet the basic 
accessibility needs to work, health care, schools, shops, and many developing rural and urban 
areas. In order to meet basic accessibility needs the transport services offered must be affordable 
to the user. The transport system will aim to minimise the constraints to the mobility of passengers 
and goods, maximising speed and service, while allowing customers a choice of transport mode or 
combination of transport modes where it is economically and financially viable to offer a choice of 
modes. This demands a flexible transport system and transport planning process that can respond 
to customer requirements, while providing on-line information to the user to allow choices to be 
made. It also requires infrastructure to be tailored to the needs of the transport operators and end 
customers. Government will seek a reduction in the cost to the state of the subsidisation of 
transport operations, predicted on a more effective and efficient public transport system being 
developed. 


6.4.3.3 Strategic Objectives 
The primary objective is to implement the Local Integrated Transport Plan with the view of 
developing home grown models that can address the need of communities in Koukamma оп а 
staggering basis. 
e To enable the Municipality to develop the capacity to execute their own transport functions 
in terms of the various applicable statutes. 


6.4.3.4 Customer-Based 
lt is premised to ensure that passenger transport services address user needs, including those of 
commuters, pensioners, the elderly, scholars, the disabled, tourists, and long distance passengers. 
e Walking distance to be less than 1km in urban areas 
e Commuters should be spending less than 10% of disposal income on transport. 
е To replace operator permits with permissions issued in terms of approved transport plans. 


6.4.3.5 Infrastructure 

The N2 route has been identified as a strategic transportation corridor within the Eastern Cape and 
Western Cape provinces. The section of the N2 from Stormsriver to the intersection with the R102 
has recently been realigned. 

The R62 connects Humansdorp in Kouga municipality with George through the Langkloof. It 
provides the agricultural industries in the Langkloof with access to markets and distribution. The 
102 which runs parallel and adjacent to the N2 and this route provides direct vehicular access to 
some of the Tsitsikamma settlements and to Plettenberg Bay. The Tsitsikamma mountain range 
creates a barrier to north-south vehicular movement, the only linkage between the Langkloof and 


151 | 5 year Integrated development plan of koukamma municipality 


the Tsitsikamma is the R404 which connects the N2/R102 to the R62 from Witelsbos to 
Kareedouw. 


6.4.3.6 Rail Network 

The railway line through the Langkloof is currently not functional and if the infrastructure of this 
railway line can be improved, it can be used for the transportation of agricultural producers and the 
use of the line for tourism should be invested with the introduction of a steam train. 


6.4.3.7 Airports 
There are no airports within the municipality and the closest being George and Port Elizabeth 
Airports and there are number of airfields which can provide emergency and light aircraft access. 


6.4.3.8 Ports and Harbours 


There are no ports and harbours, in Koukamma Municipality, however ski boat access to the sea is 
possible from Stormsriver Mouth and from Eersterivier. 


6.4.3.9 Public Transport 

Public transport is a huge challenge in Koukamma, currently there are no taxi associations existing 
and the community makes use of transport of private owners. Long distance buses are however 
available and operate in a Total Garage in Stormsriver next to the Stormsriver Bridge and the 
facilities are in a good condition. 


6.4.3.10 Non-Motorised Transport 

(i) Bicycle Transport 

In Koukamma cycling is not a prevalent form of transport, but is predominantly a recreational sport 
activity in the Stormsriver area. 


(ii) Scholar Transport 
Koukamma has approximately 4348 scholars (Survey 2010), with 41.7 96 receiving subsidy for 


transport. 
Travel distance to school: 

500m — 1km 1km -2km 2km - 5km 
31.7% 26.8% 26.7% 


Condition of roads going to school 
бос Ғғ Poor | | J—  J— | 
41.796 33.3% 


6.4.3.11 Road Infrastructure 

The Koukamma Local Municipality consists mostly of rural areas, hence the bulk of the road 
infrastructure are gravel roads. Through the Flood Relief Programme, funding to the tune of R177 
million was made to upgrade the road infrastructure and storm water management system and is 
implemented in phases. Ultimately, backlogs in terms of roads and storm water management 
systems have been reduced but not fully addressed owing to budget constraints. The municipality 
has an inadequate operations and maintenance team that can carry out maintenance on the 
municipal streets and storm water management system. This results in maintenance backlogs and 
road network deterioration. SANRAL has funded the maintenance of the R62 and currently on the 
way worth an amount of R160m. 


152 5 year Integrated development plan of koukamma municipality 


National Roads 
Trunk Roads 133.9km 
26.05km 


District Roads 383.43km 
230.27km 
863.75km 


6.4.3.13 Condition of Roads in Koukamma Municipality 

(i) Municipal Roads 
|God 14 | 
Fair 19 ы OSO 
Рог  /Д25Э2:3Дләәешоо 
Тос ө |  —  — | 








(ii) Provincial Roads 
‘Condition | Surfaced Gravel | | — — — 
бой 16 0 ЛА) 


50.85 194.57 
16.71 210.61 
108.85 448.08 


(iii) Sidewalk and Pedestrian Crossing 
There is an ominous need for sidewalks and pedestrian crossings and bridges , this is evident on 
the number of fatal accident that have occurred on the R62 and N2 scholars of the Clarkson 





community have to cross the N2 to get to school which is very dangerous. 
(iv) Rural Roads 


The Rural Road Assessment Management System (RRAMS) programme includes an assessment 
of road conditions on all surfaced and gravel provincial and municipal roads as well as an audit of 
maintenance ,rehabilitation and upgrading requirements for each assessed road in the district, and 
the assessment of municipal roads has been completed and the draft maintenance plan for 
internal road has been prepared 


6.4.4 Funding Strategy and Summary of Proposals 

The municipality depends on the following sources of funding for transport projects, MIG Funding 
from Department of Provincial and Local government, National Treasury and SANRAL. The 
funding available for 2016/2017 financial year is R34m from SANRAL, R3m from Department of 
Roads and Public Works and R15m from MI 


153 | 5 year Integrated development plan of koukamma municipality 





Upgrading of Mandela Park 17/18 SANRAL Rt 600 000.00 В 


Gravel Roads 


Upgrading of Clarkson Gravel 17/18 SANRAL Rii Oal 000.00 1 
Roads 
Upgrading of Coldstream Gravel 17/18 SANRAL R2 340 000.00 2 
Roads 
Upgrading of Ravinia Gravel 17/18 MIG R4 700 000.00 d 


Roads to paved standards 


Upgrading of Ravinia Gravel 17/18 MIG R4 G00 000.00 d 


Roads to paved standards 


Upgrading of Krakeel Gravel 18/19 MIG Ra 200 000.00 d 
Roads to paved standards 

Upgrading of Stormsriver 19/70 MIG R2 608 788.00 д 
Gravel Roads to paved 

standards 

Upgrading of Newrest, 19/20 Funds to be sourced 4 
Kagiso,and Mountain View Gravel (RIO 600 074.36) 

Roads to paved standards 

Upgrading of Louterwater 20/21 Funds to be sourced | 
Gravel Roads to paved R( 5 449 04.44) 

standards 

Upgrading of Woodlands and 21/22 Funds to be sourced 087 
Storms-River Gravel Roads to (R4 639 706.36) 

paved standards 


154 | 5 year Integrated development plan of koukamma municipality 


6.5 INTEGRATED DISASTER MANAGEMENT SECTOR PLAN 
6.5.1 Background to Integrated Disaster Management Plan 


South Africa is prone to a variety of natural and human-induced hazards, which occasionally lead 
to loss of property and lives. In the past decade, these hazard occurrences have become more 
frequent and severe. The National Government recognised a need to establish an institutional 
framework that allows for risk prevention and rapid action during an occurrence and has taken 
certain steps towards this end, such as: 


6.5.2 Constitution of South Africa 


The Constitution of the Republic of South Africa (Act 108 of 1996) places a legal obligation on the 
government of South Africa to ensure the health (personal and environment) and safety of its 
citizens. In terms of section 41(1)(B) of the constitution, all soheres of government are required “to 
secure the well-being of the people of the republic". Section 152(1)(D) also requires that local 
government “ensure a safe and healthy environment”. In the light of the above, and the established 
understanding of disaster management, the primary responsibility for disaster risk management in 
South Africa rests with government. 


6.5.3 White Paper on Disaster Management 


The White Paper introduced a new paradigm in the management of disasters, by placing an 
emphasis on risk reduction and preparedness. The White Paper led to the promulgation of the 
Disaster Management Act, Act57 of 2002, which is the regulatory framework for disaster 
management in South Africa. The Department of Provincial and Local Government (DPLG), 
through the National Disaster Management Centre (NDMC), administers the Act. The Disaster 
Management Act, Act 57 of 2002, requires that, inter alia, the three spheres of government prepare 
Disaster Management Plans. Section 53 of the Disaster Management Act addresses the disaster 
management planning requirements for Municipal Entities, namely: 


(1) Each municipality must, within the applicable municipal disaster management framework- 


(a) prepare a disaster management plan for its area according to the circumstances 
prevailing in the area; 


(0) co-ordinate and align the implementation of its plan with those of other organs of state 
and institutional role-players; 


(c) regularly review and update its plan; and 


(d) through appropriate mechanisms, processes and procedures established in terms of 
Chapter 4 of the Local Government: Municipal Systems Act, 2000 (Act No. 32 of 2000), 
consult the local community on the preparation or amendment of its plan. 


(2) A disaster management plan for a municipal area must- 
(a) form an integral part of the municipality's integrated development plan; 


(b) anticipate the types of disaster that are likely to occur in the municipal area and their 
possible effects; 


(c) place emphasis on measures that reduce the vulnerability of disaster-prone areas, 
communities and households; 


(d) seek to develop a system of incentives that will promote disaster management in the 
municipality; 


155 | 5 year Integrated development plan of koukamma municipality 


(е) identify the areas, communities or households at risk; 
(f) take into account indigenous knowledge relating to disaster management; 
(g) promote disaster management research; 
(h) identify and address weaknesses in capacity to deal with possible disasters; 
(i) provide for appropriate prevention and mitigation strategies: 
(j) facilitate maximum emergency preparedness; and 
(k) contain contingency plans and emergency procedures in the event of a disaster, 
providing for- 
(i) the allocation of responsibilities to the various role-players and co-ordination in the 
carrying out of those responsibilities; 
i) prompt disaster response and relief; 
ІН) the procurement of essential goods and services; 
iv) the establishment of strategic communication links; 
v) the dissemination of information; and 
(vi) other matters that may be prescribed. 


(3) A district municipality and the local municipalities within the area of the district municipality must 
prepare their disaster management plans after consulting each other. 


(4) A municipality must submit a copy of its disaster management plan, and of any amendment to 
the plan, to the National Centre, the disaster management centre of the relevant province, and, if it 
is a district municipality or a local municipality, to every municipal disaster management centre 
within the area of the district municipality concerned." 


( 
( 
( 
( 


6.5.4 National Disaster Management Framework 


The NDMC is currently in the process of preparing a National Disaster Management Framework, 
which will aim to guide the development and implementation of disaster management in the 
country. 


6.5.5 National Disaster Management Centre Guidelines 


The NDMC has developed guidelines for the establishment of disaster management centres 
(DMC's). 


6.5.6 National Disaster Management Planning Guidelines 


The current understanding of the Act as it relates to Disaster Management Plans is that 
Municipalities must plan for the following: 


(i) Disaster Risk Reduction (Disaster Mitigation) Planning: 


Disaster Risk Reduction Plans should reduce the risks to which vulnerable communities are 
exposed to acceptable levels (described in Sections 39 (2) and 53 (2) (a); (b); (c); (e); (f); (h) and 
(i) of the Act). In preparing their Risk Reduction Plans, Municipalities should apply their minds and 
come up with cost-effective and innovative risk reduction solutions. The majority of these plans will 
be linked to the 


(ii) Integrated Development Plan (IDP) as projects and programmes. 


156 | 5 year Integrated development plan of koukamma municipality 


(ІІ) Disaster Preparedness (Response & Relief) Planning: Disaster Preparedness Plans 
(described in Sections 39 (2) and 53 (2) (b); (e); (f); (h) (j) and (k) of the Act), should address 
response and relief actions to be implemented should a disaster hit a community that is not 
particularly vulnerable to risks and/or find it acceptable to live with such risks. 


(iv) Disaster Impact Assessment and Recovery Planning (Recovery, Rehabilitation & 
Reconstruction) Planning: Disaster Impact Assessment and Recovery Planning should focus on 
assessing the impact of a disaster; identifying appropriate reconstruction and rehabilitation 
measures; and monitoring the effectiveness of the reconstruction and rehabilitation measures. 


(v) The enactment of the Disaster Management Act states the following: 


National and Provincial Government Departments: All National and Provincial Government 
Departments MUST comply with the Act as from April 2004. District and Local Municipalities: All 
District and Local Municipalities MUST comply with the Act as from June 2004.Implementation 
Time Frame: All National and Provincial Government Departments, as well as, District and Local 
Municipalities have been given a two-year period for implementing all the requirements of the Act. 
After this time period, all National and Provincial Government Departments, as well as, District and 
Local Municipalities must fully comply with the Act. 


(c) Methodology and Approaches on Disaster Management 
(i) Development Planning 


Development planning is an integrated, multi-sectoral process through which governmental 
institutions streamline social, economic and spatial growth. 


(ii) Disaster 


A serious disruption of the functioning of a community or a society causing widespread human, 
material, economic or environmental losses that exceed the ability of the affected community or 
society to cope, using its own resources. 


(iii) Disaster Risk 


The possibility, or chance, of harmful consequences, or expected loss (of lives, people injured, 
property, livelihoods, economic activity disrupted or environment damaged) resulting from 
interactions between natural or human induced hazards and vulnerable conditions. Within this 
context, the following terms are often used in this document: 


(iv) Disaster Risk Reduction: 


The adage "Prevention is better than cure" has never been more applicable than in the case of 
disaster management. Disaster risk reduction is the science of reducing the risks to which 
vulnerable communities are being exposed. The Disaster Management Act consequently requires 
that Municipalities and Provinces should seek to mitigate or reduce the risk of disasters occurring 
in vulnerable communities as a first prize. 


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(v) Disaster Risk Reduction Goals 


Goals are general guidelines that explain what you want to achieve. They are usually broad 
policy-type statements, long term, and represent global visions, such as: the economic vitality of 
the community will not be threatened by future flood events. The continuity of local government 
operations will not be significantly disrupted by disasters. 


(vi) Disaster Risk Reduction Objectives 


Define strategies or implementation steps to attain the identified goals. Unlike goals, objectives 
are specific and measurable, such as: protect structures in the historic downtown area from flood 
damage, educate citizens about wildfire defensible space actions. 


(vii) Disaster Risk Reduction Measures 


Measures are specific actions that help you achieve your risk reduction goals and objectives, such 
as elevate three historic structures located in the downtown district, retrofit the police department 
to withstand high wind damage 


(viii) Disaster Residual Risk Management: 


When the risks have been reduced to the extent that communities are not very vulnerable to risks 
and/or find it acceptable to live with these risks, the residual risk management phase kicks in. 
Residual risk management can be defined as the discipline of being prepared to manage any of 
the residual risks with the utmost speed and efficiency. 


(ix) Hazards 


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. 


(x) Impact 


The terms primary Impact and secondary Impact are used to describe the different causes and 
scales of potential impacts from a hazard event, such as primary Impacts are also called direct 
impacts and secondary Impacts are often referred to as indirect or induced impacts. 


(d)This does not imply that secondary Impacts are of secondary importance ~ in many cases the 
effects on biodiversity and the environment from secondary impacts are much more significant than 
those of primary impacts. 


(i) Manageability 
The degree to which a community can intervene and manage the negative consequences of a 
hazard event. 


(ii)Preparedness 
Readiness for the possibility of harmful consequences or expected loss 


158 | 5 year Integrated development plan of koukamma municipality 


(iii) Preventative Measures: 
Resilience: The capacity of a system, community or society to resist or to change in order that it 
may obtain an acceptable level in functioning and structure. 


Response: 


Vulnerability 


Vulnerability refers to a set of conditions resulting from physical, social, economic and environmental 
factors, which increase the susceptibility of a community to the impact of a hazard. 


(iv) Community Safety 


As used in this document, refers to community safety in the broadest sense and is not confined to 
crime prevention and law enforcement issues. 


(v) Consequence 


The likely negative effects on persons, society, the environment or the economy, that may 
eventuate as a result of a hazard impact. 


(vi) Disaster Management 


Disaster Management means a continuous and integrated multi-sectoral, multi-disciplinary process 
of planning and implementation of measures aimed at preventing or reducing the risk of disasters, 
mitigating the severity or consequences of disaster, emergency preparedness, rapid and effective 
response to disasters, and post disaster recovery and rehabilitation. 


(vii) Disaster 


Disaster is a progressive or sudden, widespread or localised, natural or human caused 
occurrence, which causes or threatens to cause, death, injury or disease, damage to property, 
infrastructure or the environment, or disruption of the life of a community; and is of a magnitude 
that exceeds those affected by the disaster to cope with its effects using only their own resources. 


(viii) Emergency Preparedness 


A state of readiness prior to the occurrence of a disaster or impending disaster, to enable organs 
of state and other institutions involved in disaster management, the private sector, communities 
and individuals to mobilise, organise and provide relief measures to deal with an impending or 
current disaster, or the effects of a disaster. 


(ix) Hazard 


Something that has the potential to cause significant negative impact on community elements 
(such as social, environmental and economic) 


(x) Integrated Development Plan 


In relation to a municipality, - a plan envisage in section 25 of the Local Government Municipal 
Systems Act.2000 (Act No 32 of 2000) 


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(xi) Level of Risk 


Expression of the severity of a risk derived from consideration of likelihood the event will occur and 
the potential consequence that may arise. 


(xii) Likelihood 


An expression of how likely it is that specific hazard will occur within a given time frame. It is used 
as a qualitative description of probably of frequency 


(xiii) Municipal Manager 


A person appointed as such in terms of section 82 of the Local Government: Municipal Structures 
Act, 1998 (Act No. 117 of 1998) 


(xiv) Risk 


Used to describe the likelihood of harmful consequences, arising from the interaction hazard, 
vulnerable elements (i.e. the community) and environment 


(xv) Risk Treatment Options (strategies) 


Measures contained within mitigation, preparedness, response and recovery programs that aim to 
eliminate of drastically reduce the level of risk 


(xvi) Vulnerability 


The degree to which an individual, a household, a community or an area may be adversely 
affected by a disaster. Vulnerability refers to the susceptibility and resilience of the community 
environment to hazards. 


(e) Project Approach 


The Act requires that the Disaster Management Plans form an integral part of the Integrated 
Development Planning process. The IDP process is run in five distinct phases: 
> Phase 1 - Analysis: Municipality analyse potential risks and determine priorities, 
with inputs from communities and stakeholders 
> Phase 2 - Strategies: It is the phase in which the basic decisions on the direction of 
the 
municipality have to be made 
> Phase 3 - Projects: This is the “nuts and bolts” phase, during which the municipality 
has to make sure that concrete project proposals are designed, which can be used 
for 
implementation 
> Phase 4 - Integration: The municipality has to make sure that the project proposals 
are in line with the objectives and the agreed strategies, with the resource frames 
(financial and institutional) and with legal requirements 
> Phase 5 - Approval: In this phase, the IDP (including the budget) is approved by the 
Council 


(f) Hazard Identification 

In order to distinguish between different hazard types, numerous institutions have developed a 
variety of hazard classifications. The hazard classification developed by the ISDR13 (see Table 1) 
summarises current thinking, namely: 


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HAZARDS 
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. 
NATURAL HAZARDS 
These are natural processes or phenomena occurring in the biosphere that may constitute 
a damaging event. Natural Hazards are typically classified into: 

e Geological Hazards: Natural earth processes or phenomena in the biosphere, which 
include geological, neo-tectonic, geo-physical, geo-morphological, geotechnical 
and hydro-geological nature. 

Hydro Meteorological Hazards: Natural processes or phenomena of atmospheric, 
hydrological or oceanographic nature. 
Biological Hazards: Processes of organic origin or those conveyed by biological 
vectors, including exposure to pathogenic micro-organisms, toxins and bioactive 
substances. 
TECHNOLOGICAL HAZARDS 
Danger originating from technological or industrial accidents, dangerous procedures or 
certain 
human activities, which may cause the loss of life or injury, property damage, social and 
economic degradation. 


ENVIROMENTAL DEGRATION 
“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.” 





Table 1: A typical classification of hazard types 


NATURAL HAZARDS 


Geological Hazards 
“+ Landslides Mudslides 


Hydro Meteorological Hazards 
Drought Fire 
Floods Hailstorm 
Severe Storms Snow 


Biological Hazards 
Anthrax Cholera 
Food poisoning Measles 
Polio 
Tuberculosis 


.  ** Hazardous materials: Road | | 


“% (апа deration 
« Water pollution 


161 | 5 year Integrated development plan of koukamma municipality 


,% 


% 


% 


% 
о 


% 


% 


% 
о 





6.5.7 Primary Impacts 
(a) Hydro meteorological hazards 


(i) Drought 

A drought occurs when there is a deficiency in rainfall or other forms of precipitation for an 
extended period of time. This effectively runs-off soil moisture levels, dam levels, food production 
and ultimately the ability to supply potable water and to maintain the natural ecology of a particular 
area. Depending on which of these are affected, a drought can typically be defined as being a 
meteorological, agricultural or hydrological drought. 

e A meteorological drought occurs when moisture supply (rainfall or other forms of 
precipitation such as snow or mist) at a given place is consistently below a climatically 
approved level. 

e The South African Weather Services defined drought on the basis of the degree of 
dryness in comparison to ‘normal’ or average amounts of rainfall for a particular area or 
place and the duration of the dry period. Less than 76% of normal rainfall is regarded 
as a severe meteorological drought, but a shortfall of 80% of normal will cause crop 
and water shortages which will ultimately affect social and economic factors. Normal 
rainfall for a particular place is calculated over a 30 year period using rainfall figures 
from 1960 to 1990. 

e An agricultural drought occurs when moisture is inadequate to meet the needs of a 
particular crop, livestock or other dry land agricultural operation and generally occurs 
during or after a meteorological drought. 

e A hydrological drought occurs when deficiencies in surface and sub-surface water 
Supplies occur and can be measured as stream flow, dam levels and groundwater 
levels and generally occurs after an agricultural drought. 

e Other climatic factors such as high temperature, high wind, low soil moisture and low 
relative humidity can significantly aggravate the severity of drought conditions and 
these additional factors should also be taken into account. 

e The climate of southern Africa is influenced by, amongst others, the variability in sea- 
surface temperatures in the region of the eastern equatorial Pacific Ocean. The so- 
called El Nino event is associated with anomalously high (warmer than usual) sea 
surface temperatures in this region and La Nina with anomalously low (cooler than 
usual) sea surface temperatures. changes in the atmosphere above the equatorial 
Pacific Ocean can be described by means of the Southern Oscillation Index (SOI). 
Combined they are referred to as an ENSO event. The El Nino phenomenon is 
associated with drier conditions in the summer rainfall regions of South Africa. A 60% 
probability for a weak El Nino event is forecasted for 2004/2005. 

e [tis very important to constantly asses rainfall in the area. The South African Weather 
Service provides maps every 10 days to show the deviation of the rainfall from the 
normal. It also provides monthly and seasonal maps for every area, as shown in Figure 
8. А constant pattern of below normal rainfall will be the first indication that precautions 
in terms of drought should be taken. 


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(ii) Impact of Drought 

When we have a drought, it can affect our communities and our environment in many different 
ways. Everything in the environment is connected, just like everything in our communities is 
connected. Each different way that drought affects us is what we call an impact of drought. 
Drought affects our lives in many different ways because water is such an important part of so 
many of our activities. We need water to live, and animals and plants do too. We need water to 
grow the food we eat. We also use water for many different things in our lives, like washing dishes, 
cooking, bathing, and swimming or river rafting. Water is also used to help make the electricity we 
use to run the lights in our houses and the video games you may like to play. When we don't have 
enough water for these activities because of a drought, many people and many different things will 
be affected in many different ways. 


(iii) Floods 

A flood event may be defined as that event that results in water occurring in areas it does not 
normally occur. The extent of his event would determine the impact of the event. Floods are 
described in terms of the return period. A 2 year flood has a 5096 probability of occurring in any 
year and a 10 year flood has a 10% probability of occurring in any year. During floods (especially 
flash floods), roads, bridges, farms, houses and automobiles are destroyed. People become 
homeless. Additionally, the government deploys firemen, police and other emergency apparatuses 
to help the affected. All these come at a heavy cost to people and the government. It usually takes 
years for affected communities to be re-built and business to come back to normalcy. Costing can 
be devastated without any budget. The environment also suffers when floods happen. Chemicals 
and other hazardous substances end up in the water and eventually contaminate the water bodies 
that floods end up in. Additionally, flooding causes kills animals, and others insects are introduced 
to affected areas, distorting the natural balance of the ecosystem. Many people and animals have 
died in flash floods. Many more are injured and others made homeless. Water supply and 
electricity are disrupted and people struggle and suffer as a result. In addition to this, flooding 
brings a lot of diseases and infections including military fever, pneumonic plague, dermatopathia 
and dysentery. Sometimes insects and snakes make their ways to the area and cause a lot of 
havoc. 


(iv) Veld and Wild Fires 

In addition to their impacts on the environment, fires have significant impacts on life, health, 
property, infrastructure and primary production systems. Low-intensity cool-season fires and 
intense uncontrollable fires can affect human health through reducing air quality. The majority of 
the impacts on life, property and infrastructure occur in human settlement, is greatest and where 
extreme fire weather conditions occur in most summers. Better community knowledge and 
understanding of how to prepare for and respond to fire, better planning of developments, and 
better building design and maintenance are all necessary complements to effective veld and forest 
fire readiness and response in minimising the risks to people, their health, property, infrastructure 
and production systems. Fires may be used on grazing properties to remove low palatability 
material, kill woody plants and promote grass regeneration. This needs to be done under control 
circumstances. Fire has a fundamental role of sustaining biodiversity, but if it is not managed 
properly it may result in ecosystem degradation. Veld fires can have severe impacts on the 
environment like loss of biodiversity and ecologically sensitive areas, and air pollution from smoke 


163 | 5 year Integrated development plan of koukamma municipality 


and haze. There are also environmental factors or processes that increase the susceptibility of the 
environment to impacts of veld fires. These factors like environmental degradation, topography and 
weather play an important role in increasing vulnerability to veld fires. Veld fires have been a 
persistent problem in Koukamma Municipality area and this situation has worsened over the last 
years, the municipality experienced devastating veld and forest fires across Koukamma municipal 
area. Those veld fires that resulted from strong winds and extremely dry winter conditions 
damaged several hectares of land. Plant and animal communities in particular are at greater risk of 
extinction because their traditional habitats are irreversibly being modified by severe fires. Other 
notable adverse effects have been loss of livestock, agricultural crops and power outages. 


(v) Climate change and Global warming 

Climate change (and global warming) is playing an essential role in the condition above. Through 
early warning signs the damages can be minimized or contained. The coastal environment is a 
unique and dynamic system where elements from land, sea, air and people converge. It 
encompasses a wide range of terrestrial and marine environments - from rivers, coastal forests, 
wetlands, coral reefs and sea grass beds to the open waters of estuaries, cities and farms. 


(vi) Disaster risk reduction 

e Disaster Management Programmes/Projects by Municipality 
Currently there are no disaster management programmes/projects implemented by the 
Municipality. The Municipality is dependent on the district as there are no funds allocated for 
disaster management. 


e Disaster Management Programmes/Projects by Stakeholder 


(vii) Improvement of Fire Services 

The main Fire Station was built in the Tsitsikamma are near the N-2. This fire station is equipped 
with all the necessary equipment. The JOG will also be operational from the fire station. All 
disasters will be managed from the fire station as a central point of communication. For the 
2016/2017 financial year two satellite fire station are planned to be established in Joubertina and 
Kareedouw. This will form part of the minimum response time within 15 minutes for call outs as 
required by legislation for a B Municipality. It is envisaged that the fire and rescue section could 
reduce the stipulated response time to 10 minutes. In collaboration with Sarah Baartman District 
Municipality the upgrading and establishing of the fire hydrants will form part of minimizing risk and 
accessibility to water during emergencies, to sustain fire breaks especially around crops, 
plantations and settlements can be rolled out as a fire safety initiative. 


6.5.8 Sustainable Water Supplies 

Beyond the operational issues, another element of effective service delivery is the availability of 
suitable bulk supply and infrastructure. A key challenge for Koukamma in terms of sustainable 
water services is the vast geographical area and the large number of settlements that require 
water services. The increase of water storage capacity at reservoirs and dams can be considered 
as a long term solution. This can be done through desalination process, waste water recycling and 
pipe lines from surrounding rivers. 


164 | 5 year Integrated development plan of koukamma municipality 


6.5.9 Disaster Management Risk Assessment Review 

Sarah Baartman District Municipality in collaboration with all local municipalities are in a process to 
revise the disaster management risk assessment for the district. The district appointed AURIGHUN 
PTY/LTD as consultants to assist with the process. Various workshops and meetings will be 
conducted to finalise the risk assessment. 


6.5.10 Disaster Response and Recovery 

(a) Municipal Capacity in terms of Response and Recovery 

Disaster response and recovery is executed by all relevant stakeholders through coordination. The 
relevant stakeholders relating to the occurrence form part of the Joint Operations Committee 
(JOC). The JOC is responsible for the coordination of all operations. Decisions are taken through 
joint consultation. 


(b) List of relevant stakeholders in Response and Recovery 
The stakeholders with their primary roles and responsibilities include, but are not limited to the 
following: 


Primary Roles and Responsibilities 
Community well-being and social relief grants 
Agriculture & Environmental related conditions 


Rural Develooment Rural social wellbeing 
Home affairs Destroyed /missing documents 


disasters 


Coordinate matters related to farmers 


Red Cross Assist in providing food, clothing, temporal 
shelter and medical care 


(c) Municipal Disaster Management Inter-Departmental Committee 

The Koukamma Municipality is in the in the processes established a municipal Disaster 
Management Inter-Departmental Committee. That will include the following department: 
* Disaster Management Unit — SBDM, Fire Department, Traffic Section 

* Municipal Mangers Office — LED, Agriculture 

* Mayor's Office — Ward councillors 

* Technical Services Department — Water, Roads 


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Shelter to affected communities 
Road rehabilitation 





"e 


4% 


4% 


4% 


4 Social and Community Services — Community services (Halls) 
% Finance Department — SCM 


6.5.11 Fire Services 


The municipality is operating a full time fire service, there is currently one fire station situated in 
Tsitsikamma Sandrift because of the high fire risks in the area. 


The current staff compliment the fire brigade has is a chief fire officer; three platoon commanders; 
one fire fighter and one call centre operator. The Sandrift station that was recently built is where 
the emergencies calls are dispacthed from and where the fire crews respond from. 


The fire crews are operational during the day and work standby after hours. In the near future the 
municipality will implement a 24 hour shift system which will improve response times and service 


delivery dramatically. 


Additional full time fire fighters will be appointed as well as volunteers from the Koukamma 


municipal area. 


The fire service fleet currently consists of x2 fire fighting bakkies and one major pumper fire 
engine. An additional fire engin will be procured to support the current fleet. 


The municipality is also planning on building two satelite stations, one for the Langkloof area and 
one in Kareedouw to have the capacity to protect the whole jurisdiction of Koukamma. 


The Koukamma local municipality is also an affiliated member of the Sarah Baartman west fire 
protection association (sbwfpa) as required by legistlation (national veld & forest fire act 101 of 
1998.) 


Fire services tariffs 


The Municiplaity has developed a fire services tarrif structure and has reviewed the fees for the 
upcoming financial year of 2020/2021. The new tarrifs will be implemented with the start of the new 


financial year. 


Plan to address veld and forest fires, oil spillages, floods 


A veld and forest fire readiness plan is in place to combat mountain & veld fires. The Koukamma 
municipal fire service has a service level agreement in place with Sarah Baartman District 
Municipality and in addition to that we also have agreements with our partners in the Koukamma 
area: Sarah Baartman west fire protection association (sbwfpa) ; southern cape fire protection 


166 | 5 year Integrated development plan of koukamma municipality 


association (scfpa) ;Sanparks; MTO forestry; Eastern Cape Province Tourism Association (ecpta) 
and working on fire. 


Our high risk fire season is during the summer months from 1° December until end of April every 
year, during this time we make provision for aerial fire fighting resources as well as ground crews 
through our FPA organisations and the Sarah Baartman District Municipality in case of disastrous 


mountain & veld fires. 


Oil spills - we have the capacity to contain small to meduim hazardous substance incidents, but 
incase of major oil spills or hazardous substances we will depend on our neighbouring fire services 
to assist. 


Floods are included in our disaster management plan which is co-ordinated by the disaster 
manager from the Sarah Baartman District Municipality. 


6.6 INTEGRATED WASTE MANAGEMENT SECTOR PLAN 


6.6.1 Introduction 


The main aim of an Integrated Waste Management Plan is to consolidate the existing information 
so as to achieve integration and optimization of waste management within Koukamma. Section 11 
of the Environmental Management: Waste Act requires that: 


(a) each municipality must— 

(i) submit its integrated waste management plan to the MEC for approval: and 

(ii) include the approved integrated waste management plan in its integrated development plan 
contemplated in Chapter 5 of the Municipal Systems Act. 


(b) The MEC may within 30 days of receiving an integrated waste management plan or an 
amendment to an integrated waste management plan— 

(i) request a municipality to adjust the plan or the amendment in accordance section 25 with the 
MEC's proposal if the plan or amendment—(act) does not comply with a requirement of this Act; or 
(bb) is in conflict with, or is not aligned with, or negates any relevant integrated waste management 
plan or the national waste management strategy; or 

(ii) request a municipality to comply with a specific provision of this Act relating to the process of 
drafting or amending integrated waste management plans if the municipality has failed to comply 
with the process or provision; or 

(iii) approve the plan or amendment. 


6.6.2 Purpose 
The primary objective of the Integrated Waste Management Plan is to integrate and optimize waste 
management services in order to maximize efficiency and minimize the impact associated with the 


167 | 5 year Integrated development plan of koukamma municipality 


environmental and minimise unnecessary financial costs, it is evident and enshrined in the 
Constitution that to ensure that the provision of services to communities is rendered in a 
sustainable manner and to promote a safe and healthy environment in order to improve the quality 
of life of the residents within the Koukamma municipal area of jurisdiction. In terms of the statutory 
requirements the following objects have to be complied with: 

(a) to protect health, well-being and the environment by providing reasonable measures for- 

(i) minimising the consumption of natural resources; 

(ii) avoiding and minimising the generation of waste; 

(iii) reducing, re-using, recycling and recovering waste; 

(iv) treating and safely disposing of waste as a last resort; 

(v) preventing pollution and ecological degradation; 

(vi) securing ecologically sustainable development while promoting justifiable economic and social 
development; 

(vil) promoting and ensuring the effective delivery of waste services; 

(viii) remediating land where contamination presents, or may present, a significant risk of harm to 
health or the environment; and 

(ix) achieving integrated waste management reporting and planning; 

(b) to ensure that people are aware of the impact of waste on their health, well-being and the 
environment; 

(c) to provide for compliance with the measures set out in paragraph (a); and 

(d) generally, to give effect to section 24 of the Constitution in order to secure an environment that 
is not harmful to health and well-being. 


6.6.3 Waste Management Conditions 

The Waste Management Services are currently provided at Misgund, Louterwater, Krakeel, 
Joubertina, Ravinia, Kareedouw, Clarkson, Woodlands, Nompumelelo Village, Storms River, 
Coldstream, Kwaaibrand, Hermanuskraal, Koomansbos, Eerste Rivier Kruis, Wittekleibos, and 
Ekhupumeleni areas, but there are no services rendered at Goesa, Thornham, Boskor and coastal 
areas (Eerste RHivier, Konkiebaai, Skuitbaai and Fynbos Golf Estate). The Koukamma Municipality 
Waste Management consists of the collection, transportation and disposal of waste. recycle or 
reclaim which takes place in bigger scales in Kareedouw and Louterwater whilst reclaiming takes 
place at smaller scales in other areas where there are land fill sites. All removals are done by 
municipal employees, except for Kareedouw and surrounding areas (New Rest, Mountain View, 
Kagiso Heights, Assegaaibosch, and Uitkyk, where it is done by a private contractor appointed and 
paid by the Municipality. 


6.6.4 Strategic objectives of the function 


(a) To adhere to licensing conditions attached to the licensing of Woodlands- and Twee Riviere 
land fill sites as well as the closure, and establishment of transfer stations at Louterwater-, 
Kareedouw-, Clarkson- and Coldstream sites. 

(b) Relocation of the Uitkyk Refuse Dump site. 

(c) Improvement of the service by acquiring more bakkies and trailers or trucks. 

(d) Recycling activities at dump sites to be formalized. 

(e) Maintenance and management of dump sites by acquiring the necessary plant and equipment. 
(f) Training of Tip site operators. 


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6.6.5 Constitutional and Legislative Requirements 

The South African Constitution (Act 108 of 1996) is the supreme law of the country. All laws, 
including National Environmental: Waste Act must comply with the Constitution. Section 152, of 
Chapter 7 of the Constitution of the Republic of South Africa, states that the objectives of Local 
Government, mentioned below, (b), (d), (e) are relevant to the establishment of Integrated Waste 
Management Plan, b) to ensure that the provision of services to communities is rendered in a 
sustainable manner; d) to promote a safe and healthy environment, and e) to encourage the 
involvement of communities and community organisations in the matters of local government. 


6.6.6 National Environment Management: Air Quality Act 39 of 2004 
The purpose of this act is to reform the law regulating air quality in order to protect the environment 
and to provide measures for the prevention of pollution and ecological degradation and for 
securing ecologically sustainable development while promoting justifiable economic social 
development, to provide for national norms and standards and regulating air quality monitoring, 
management and control by all soheres of government, to provide for specific air quality measures. 
Consistent with the pre-amble of the Act, the Koukamma Integrated Waste Management Plan 
seeks to achieve the following: 
e everyone has the constitutional right to have the environment protected, for the benefit of 
present and future generations that— 
e (a) prevent pollution and ecological degradation; 
e (b) promote conservation; and 
e (c) secure ecologically sustainable development and use of natural resources while 
promoting justifiable economic and social development; 
е And whereas minimisation of pollution through vigorous control, cleaner technologies and 
cleaner production practices is key to ensuring that air quality is improved. 


6.6.7 National Environmental Management: Waste Act 59 of 2008 

The purpose of this act is to reform the law regulating waste management in order to protect health 
and the environment by providing reasonable measures for the prevention of pollution and 
ecological degradation and for securing ecologically sustainable development to provide for 
institutional arrangements and planning matters, to provide national norms and standards for 
regulating the management of waste by all spheres of government, to provide for specific waste 
management measures, to provide for the licensing and control of waste management activities, to 
provide for the remediation of contaminated land, to provide for the national waste system, to 
provide for compliance and enforcement and to provide for matters connected therewith. 
Consistent with the pre-amble of the Act, the Koukamma Integrated Waste Management Plan 
seeks to achieve the following in order to ensure that everyone has the constitutional right to have 
an environment that is not harmful to his or her health and to have the environment protected for 
the benefit of present and future generations: 

(a) Prevent pollution and ecological degradation; 

(b) Promote conservation; and 

(c) Secure ecologically sustainable development and use of natural resources while promoting 
justifiable economic and social development 


169 | 5 year Integrated development plan of koukamma municipality 


6.6.8 Geographical Outlook 


Eastern Cape i 
Municipalities COIT >` 


= 
а= J T ES. Baviaans 


E а” L o | 


Langkloof 
mms 


2 " Louterwater E 


= e 
Å= Marienburg - 


India Ocean z 





Main Roads С 5 Kouga & Kou-kamma 


The Koukamma Municipality is a local municipality in South Africa. It is situated in the southwest 
corner of the Cacadu District Municipality along the Indian Ocean coastline, in the southwestern 
sector of South Africa's Eastern Cape Province. To the west lies the Western Cape Province. 
Koukamma also borders the Baviaans Local Municipality in the north and the Kouga Local 
Municipality to the east. The geographical area of the Municipality is 12,540 square kilometres. Its 
name is a blend of the names of the Kouga (Kou-) and Tsitsikamma (-Kamma) mountains, which in 
turn were named after the rivers Kouga and Tsitsikamma."! The municipality is a relatively poor 
area with high unemployment and low levels of literacy. Settlements tend to be scattered, which 
has posed challenges to the provision of infrastructure and basic services such as water, 
sanitation, and electricity. The Koukamma Municipality is composed of two distinct regions: the 
coastal belt (referred to as the Tsitsikamma or the Western Coastal Zone, which includes 
settlements such as Coldstream, Storms River and Clarkson), and the inland area of the Langkloof 
(including settlements such as Kareedouw, Joubertina and Louterwater). The two areas are 
separated by the Tsitsikamma Mountains. The nature of the two areas differs vastly. The Coastal 
Zone Is characterised by a diverse and fast-growing economy driven by tourism and agriculture, a 
fast-growing population linked to the economic opportunities, a good water supply, and a wealth of 
holiday destinations and indigenous forests. In contrast, employment in the Langkloof is 
characterised by seasonal agriculture with high labour requirements. The area has greater 
challenges in terms of sufficient water supply, with additional pressure due to a high population 
growth related to migrant labour." 


The 2001 census divided the municipality into the following main places: 


Place Code Area (km*) Population Most spoken language 
Boskop 20901 1.03 531 Xhosa 

Coldstream 20902 3.26 954 Afrikaans 

Joubertina 20903 2.68 845 Afrikaans 


170 | 5 year Integrated development plan of koukamma municipality 


Ріасе Code Area (km^) Population Most spoken language 


Kagiso Height 20904 0.09 854 Xhosa 

Kareedouw 20905 1.67 743 Afrikaans 
Krakeel Rivier 20907 1.23 1,667 Afrikaans 
Louterwater 20908 1.03 2,535 Afrikaans 
Sanddrif 20909 1.63 1,872 Afrikaans 
Stormsrivier 20910 1.67 598 Afrikaans 
Thornham 20911 3.85 1,026 Afrikaans 
Tsitsikamabos National Park 20912 11.05 284 Afrikaans 
Tweeriviere 20913 0.64 3,995 Afrikaans 
Uitkyk 20914 1.21 2,303 Afrikaans 
Witelsbos 20915 2.47 42 Afrikaans 
Woodlands 20916 0.35 1,304 Afrikaans 


Remainder of the municipality 20906 3,541.85 14,729 Afrikaans 


6.6.9 National Norms and Standards 

The Integrated Waste Management Plan of the Koukamma Municipality shall uphold the norms 
and standards for waste services as depicted in the National Environmental Management: Waste 
Act, Part 2, the Minister must, by notice in the Gazette, set national norms and standards for 

(a) classification of waste; 

(b) planning for and provision of waste management services; and 

(с) storage, treatment and disposal of waste, including the planning and operation of waste 
treatment and waste disposal facilities. 

(2) The Minister may, by notice in the Gazette, set national norms and standards for- 

(a) the minimisation, re-use, recycling and recovery of waste, including the separation of waste at 
the point of generation; 

(b) extended producer responsibility; 

(c) the regionalisation of waste management services; and 

(d) the remediation of contaminated land and soil quality. 

(3) The Minister with the concurrence of the Minister of Finance may, by notice in the Gazette, set 
national standards in respect of tariffs for waste services provided by municipalities. 

(4) The norms and standards contemplated in subsection (1) may- 

(a) differentiate between different geographical areas; 
(b 
( 


C 


) differentiate between different classes or categories of waste; 
) 


provide for the phasing in of its provisions; and 


171 | 5 year Integrated development plan of koukamma municipality 


d) be amended. 
5) The norms or standards contemplated in subsection (1)(b) may- 
a) differentiate on an equitable basis between- 


i) different users of waste management services; and 


b 


C 


( 

( 

( 

( 

(il) different types of waste management services; 

(b) ensure that funds obtained from waste services are used for waste management services; and 
(c) provide for tariffs to be imposed to provide for waste management infrastructure or facilities. 
(6) (a) Before publishing a notice in terms of subsection (1), (2), or (3), or any amendment to the 
notice, the Minister must follow a consultative process in accordance with sections 72 and 73. 


(b) Paragraph (a) need not be complied with if the notice is amended in a non-substantive manner. 


6.6.10 Provincial Norms and Standards 


(1) The relevant MEC, within his or her jurisdiction, must ensure the implementation of the national 
waste management strategy and national norms and standards contemplated in sections 6 and 7, 
respectively. 

(2) The relevant MEC, within his or her jurisdiction, may be notice in the Gazette set provincial 
norms and standards that are not in conflict with national norms and standards contemplated in 
section 7. 

(3) The norms and standards contemplated in subsection (2) must amongst other things facilitate 


and advance- 


(a) planning and provisions of waste management services; 

(b) regionalisation of waste management services within the province; 

(c) minimisation, re-use, recycling and recovery of waste, with the exception of standards that may 
have national implications or that may have significant impact on the national economy; and 

(d) treatment and disposal of waste, including the planning and operation of waste treatment and 
waste disposal facilities, licenced by provincial authorities. 

4) The norms and standards contemplated in subsection (2) may- 

a) differentiate between different geographical areas in the province; 

b) differentiate between different classes or categories of waste; 

C 
d 


5) (a) Before publishing a notice in terms of subsection (2), or any amendments to the notice, the 


provide for the phasing in of its provisions; and 


be amended. 


( 
( 
(0) 
(с) 
(d) 
(S) 


172 | 5 year Integrated development plan of koukamma municipality 


MEC must follow a consultative process in accordance with sections 72 and 73. 
(b) Paragraph (a) need not be complied with if the notice is amended in a non-substantive manner. 


6.6.11 Municipal Waste Service Standards 

(1) A municipality must exercise its executive authority to deliver waste management services, 
including waste removal, waste storage and waste disposal services, in a manner that does not 
conflict with section 7 or 8 of this Act. 

(2) Each municipality must exercise its executive authority and perform its duty in relation to waste 
services, including waste collection, waste storage and waste disposal services, by- 

(a) adhering to all national and provincial norms and standards; 


( 


b) 
(c) ensuring access for all to such services; 
d) 


( 
of the Municipal Systems Act; 


integrating its waste management plans with its integrated development plans; 
providing such services at an affordable price, in line with its tariff policy referred to in Chapter 8 


(e) ensuring sustainable services through effective and efficient management; 
(f) keeping separate financial statements, including a balance sheet of the services provided. 


(3) Іп exercising its executive authority contemplated in subsection (1), a municipality may 
furthermore, amongst other things, set- 

(a) local standards for the separation, compacting and storage of solid waste that is collected as 
part of the municipal service or that is disposed of at a municipal waste disposal facility; 

(b) local standards for the management of solid waste that is disposed of by the municipality or at a 
waste disposal facility owned by the municipality, including requirements in respect of the 
avoidance and minimisation of the generation of waste and the re-use, recycling and recovery of 
solid waste; 

(c) local standards in respect of the directing of solid waste that is collected as part of the municipal 
services or that is disposed of by the municipality or at a municipal waste disposal facility to 
specific waste treatment and disposal facilities; and 

(d) local standards in respect of the control of litter. 

(4) Whenever the Minister or MEC acts in terms of this Act in relation to a municipality, the Minister 
or MEC must seek to support and strengthen the municipality's ability or right to perform its 
functions in relation to waste management activities. 

(5) (a) Whenever a municipality intends passing a by-law so as to give effect to subsection (1), it 


must follow a consultative process provided for in Chapter 4 of the Municipal Systems Act. 


173 | 5 year Integrated development plan of koukamma municipality 


(b) Paragraph (a) need not be complied with if the by-law is amended in a non-substantive 


manner. 


6.6.12 Institutional Arrangements 


(a) Designation of Waste Manager 

Each municipality authorised to carry out waste management services by the Municipal Structures 
Act, 1998 (Act No. 117 of 1998), must designate in writing a waste management officer from its 
administration to be responsible for co-ordinating matters pertaining to waste management in that 
municipality. A power delegated or a duty assigned to a waste management officer, may be sub- 
delegated or further assigned by the officer to another official in the service of the same 
administration, subject to such limitations or conditions as may be determined by the municipality. 


(b) Assigned duties of Waste Management Officer 
The duties of a waste management officer include the following, inter alia: 


e Preparing, planning and implementing safe waste disposal strategies, managing budgets 
and ensuring that all waste disposal activities in his/her jurisdiction comply with 
environmental laws and regulations. 

e Collaborating with environmental enforcement officers to investigate cases of illegal 
dumping and other eco-crimes relating to waste disposal. 

e Managing refuse collectors directly. 

e Monitoring the efficacy of various schemes and 

e Liaising with members of the community in order to understand their needs, so that vital 
improvements and adjustments can be made to local waste management processes and 
procedures. 


(a) Relations with other Government Institutions 


In terms section 154 of the Constitution of the Republic of South Africa, Act no. 108 of 
1996, states that (1) the National Government and Provincial Governments, by legislative 
and other measures, must support and strengthen the capacity of municipalities to manage 
their own affairs, to exercise their powers and to perform their functions. The Department of 
Cooperative Governance and Traditional Affairs is responsible for facilitating cooperative 
governance, to support all soheres of government and to assist the institution of traditional 
leadership with transforming itself into a strategic partner of government in the development 
of communities. The best mechanism to build confidence between the people and 
municipalities is to address the following priority issues: 


e accelerating service delivery 

e promoting good governance 

e enhancing sound financial management 

e rolling out infrastructure development and effective maintenance 
e intensifying the fight against corruption. 


174 | 5 year Integrated development plan of koukamma municipality 


The waste management officer must co-ordinate his/her activities with other waste management 
activities, including liaison with the Sarah Baartman District Municipality, provincial Department of 
Environmental Affairs as well as the National Department of Economic Development and 
Environmental Affairs in the manner set out in the national waste management strategy 
established in terms of section 6 or determined by the Minister by notice in the Gazette. 


6.6.13 Monitoring and Standard Setting 

In terms of section 105 of Chapter 10 of the Municipal Systems Act, no 32 of 2000, part 1: 
Provincial Monitoring it states that (1) The MEC for Local Government in a province must establish 
mechanisms processes and procedures in terms of section 155 (6) of the Constitution to: 


(a) Monitor Municipalities in the Province in managing their own affairs, exercising their powers 
and performing their functions ; 

(b) Monitor the development of Local Government capacity in the Province; and 

(c) Assess the support needed by the Municipality to strengthen their capacity to manage their 
own affairs, exercise their powers and perform their functions. 


In terms of section 84 of Chapter 5 of the Local Government Municipal Structures Act, no 117 of 
1998 state that: (1) A District Municipality has the following functions and powers: 

(e)solid waste disposal sites in so far as it relates to (i) the determination of a waste disposal 
Strategy; (il) the regulation of waste disposal; (ii) the establishment, operations and control of 
waste disposal sites, bulk waste transfer facilities and waste disposal facilities for more than one 
municipality in the District. 


6.7 SPECIAL PROGRAMME SECTOR PLANS 


PEOPLE LIVING WITH DISABILITIES SECTOR PLAN 


The Preamble to our Constitution indicates our commitment to the attainment of social justice and 
the improvement of the quality of life for everyone. The Constitution of the Republic of South 
Africa, 1996, adopted in 1996, outlaws discrimination on the basis of disability and guarantees the 
right to equality for persons with disabilities. The Promotion of Equality and Prevention of Unfair 
Discrimination Act (PEPUDA), passed in 2000, gives effect to the equality clause in the Bill of 
Rights, and defines 'discrimination' as "any act or omission, including a policy, law, rule, practice, 
condition or situation which directly or indirectly (a) poses burdens, obligations or disadvantage on; 
or (b) withholds benefits, opportunities or advantages from any person on one or more of the 
prohibited grounds." 'Equality according to the definition of the Act includes equality in terms of 
outcomes. 

Despite legislative imperatives, barriers such as widespread ignorance, fear and stereotypes have 
resulted in people with disabilities being unfairly discriminated against in society and in 
employment. The implementation of policies has had a marginal impact on the lives of the majority 
of people with disabilities in South Africa. 


175 | 5 year Integrated development plan of koukamma municipality 


The Disability Framework for Local Government was develop with the aim of supporting and 
enabling local government to implement the Integrated National Disability Plan) 2012 and other 
government policies on disability as an integral part of the local government mandate. 

The primary objective of this Plan is to support and facilitate the mainstreaming of disability issues 
into all policies, plans, programmers and activities of local government, thus significantly helping to 
enhance the quality of life and foster the full participation and empowerment of men, women, 
youth, the elderly and children with disabilities in all soheres of life. 


The purpose of the framework is: 

This WPRPD updates the 1997 INDS, integrates obligations in the UNCRPD and 
responds to the Continental Plan of Action for the African Decade of Persons with 
Disabilities. (White Paper on the rights of persons with disabilities; approved by government 9 
December 2015) 

More specifically, the purpose of this WPRPD is to: 
e Provide a mainstreaming trajectory for realising the rights of persons with 
disabilities through the development of targeted interventions that remove 
barriers and apply the principles of universal design; 
e Provide clarity on and guide the development of standard operating procedures; 
e Guide the review of all existing and development of new sectoral legislation and 
policies, programmes, budgets and reporting systems to bring these in line with 
both Constitutional and international treaty obligations; 
е Stipulate norms and standards for the removal of discriminatory barriers that 
perpetuate the exclusion and segregation of persons with disabilities; 
e Broadly outline the responsibilities and accountabilities of the various 
stakeholders involved in providing barrier-free, appropriate, effective, efficient and 
coordinated service delivery to persons with disabilities; 
e Guide self-representation by persons with disabilities; 
e Provide the framework for a uniform and coordinated approach by all government 
departments and institutions in the mainstreaming of disability across all 
planning, design, budgeting, implementation and monitoring of services and 
development programmes; 
e Provide a framework against which the delivery of services to persons with 
disabilities can be monitored and evaluated; and 
e Guide gender mainstreaming to ensure that women with disabilities enjoy 
equitable access to all women empowerment and gender equality legislation, 
policies and programmes. 
The key performance areas are: 
o Municipal transformation and organizational development 
o Basic service delivery and infrastructure 
o Local economic development 
o Municipal financial viability; and 
o Public Participation and good governance 
Gives guidance on what should be done, when and by whom. It clearly highlights some of the 
measurable objectives, activities, indicators, and timeframes per key performance area of local 


176 | 5 year Integrated development plan of koukamma municipality 


government. It provides examples of how the disability Framework can be translated into 
practice. 

Address Monitoring and Evaluation and includes checklist linked to implementation tables in 
the framework. It further presents key activities and targets/indicators that should be assessed 
in order to determine progress (or lack of it) in the implementation of policies and strategies 
that are informed by this Disability Framework. 


YOUTH DEVELOPMENT STRATEGY 


This framework sets out to provide guidance and programme areas for the design and 
implementation of youth development programmes at the Local Government level. The NYP 2020 
is part of a rich legislative and policy framework that is defined by the South African Constitution 
(1996) and 

guided by an internationally informed rights-based approach to growth and development. The 
policy is informed by, and interacts with, various pieces of legislation and policies in an integrated 
manner. The Constitution of the Republic of South Africa entrenches specific rights, responsibilities 
and principles that all South Africans must uphold. It lays the foundation for youth economic 
empowerment and, in the Bill of Rights, enshrines the rights of people (including the youth) and 
affirms the values of human dignity, equality and freedom This has implications for the dplg as it is 
tasked with the function of Supporting, monitoring and evaluation of youth development 
programmes in all the municipalities in the country. 


Process of developing the Youth Development Framework for Koukamma Local 
Municipality 


This process of developing the Frameworks was built on the National Youth Commission's 3" 
National Conference on Youth Development at Local Level, 9 — 11 May 2012, which adopted the 
following resolutions on youth development at Local Government level: 

Resolution 1: Institutionalization of youth development at municipal level, should not only be 
essential, but should be a critical compulsory duty of all municipalities in South Africa which should 
not be negotiated. 

Resolution 2: The current platforms for engagement between youth and local government should 
be strengthened and fully utilized. 

Resolution 3: Youth initiatives and programmes, including National Youth Service as a flagship 
programme, should be implemented and supported by all municipalities in South Africa. 

Resolution 4: Findings and recommendations emanating from the youth sector research should 
be continuously monitored and evaluated for implementation. 


As a follow-up, in December 2014 the dplg convened the ist consultative workshop with 
representatives from provincial and municipalities and youth sector stakeholders. Delegates 
endorsed the process of development of the Youth Development Framework for Local Government 
(The Framework). A 2"* consultative workshop took place on the 26-27 February 2015 in which 
delegates further discussed the draft framework and made submissions to be included in the 
framework. These recommendations and resolutions have served to inform the finalization of this 
Framework. 


177 | 5 year Integrated development plan of koukamma municipality 


Objectives of the Youth Development Framework for Koukamma Local Municipality 
The objectives of the Framework are as follows: 
= To provide a policy framework on which youth development programmes are based to 
inform Local Government youth development planning, implementation and monitoring; 
= То provide guidelines to municipalities on the design, implementation and monitoring of 
youth development programmes in their respective municipalities; and 
= To provide guidelines to support municipalities and the Local Government role-players in 
mainstreaming youth development into their plans and programmes in line with the NPS 


HIV AND AIDS SECTOR PLAN 


Effective response to the impact of the HIV and AIDS pandemic in our widespread, sparsely 
populated district requires a well-co-ordinated and coherent approach that is informed by the 
practical experiences of the various stakeholder and role-players in the District and elsewhere in 
our Province. According to the Framework for an Integrated Local Government response to HIV 
and AIDS; Local Municipalities are expected to: 
= Ensure that HIV and AIDS is effectively mainstreamed in the Local Municipality’s IDP 
Support and capacitate the Local Aids Council; HIV and AIDS community level 
engagement and 
= Co-ordinate the processes of engagement between partners in the response to HIV and 
AIDS in the Koukamma area jurisdiction, in order to achieve the specific objectives. 
The strategic role of the Koukamma Municipality is clearly that of co-ordination and facilitation of 
the defined community responses. The purpose of the Koukamma Plan document is to guide, 
inform and co-ordinate the plans and implementation of the Koukamma Local Aids Council and all 
the local stakeholders in their reduction of the spread and socio-economic impact of the HIV and 
AIDS pandemic. The Koukamma HIV and AIDS Plan 2017 — 2022 seeks to: 
= Ensure that sectors within the jurisdiction of the Koukamma Local Municipality share a 
common vision and strategic approach, in response to the spread and the impact of the 
pandemic; 
= Develop practical, cost effective and realistic implementation approaches that will assist in 
ensuring the reduction of new infections; 
= Ensure the mobilisation and identification of roles and responsibilities of various sectors 
and role-players in the shared fight against HIV and AIDS; 
"= Systematically identify challenges and areas with priority needs; 
=  Collaboratively work towards the successful integration of programmes; 
= Engage and empower communities for prevention, care and support of infected and 
effected people , especially those on the farms; and 
= Ensure commitment of all stakeholders to achieve the defined HIV and AIDS programme 
objectives. 


To in line with the Goals of the National Strategic Plan 

Goal 1. Accelerate prevention to reduce new HIV and Aids infections and STI’s 

‘Breaking the cycle of transmission’ 

Goal 2. Reduce morbidity and mortality by providing HIV, TB and STI treatment, care and 
adherence support for all ‘Reaching 90-90-90 in every district’ 

Goal 3. Reach all key and vulnerable populations with customised and targeted interventions 


178 | 5 year Integrated development plan of koukamma municipality 


‘Nobody left behind’ 

Goal 4. Address the social and structural drivers of HIV, TB and STIs and link these efforts to the 
NDP 

‘Multi-department, multi-sector approach” 

Goal 5. Ground the response to HIV,TB and STI’s in human rights principles and approaches 
‘Equal treatment and social justice’ 

Goal 6. Promote leadership and shared accountability for a sustainable response to HIV,TB and 
STI's 

Mutual accountability 

Goal 7. Mobilise resources and maximise efficiencies to support the achievement of NSP goals 
and ensure a sustainable response. ‘Spend now, to save later’ 

Goal 8. Strengthen strategic information to drive progress towards achievement of NSP goals 

Data —driven action 


The principles guiding the implementation of the Koukamma Municipality HIV and AIDS Plan 2017 
- 2022 are in keeping with the imperatives of the Constitution, the principles outlined in the National 
Strategic Plan, the Framework Integrated Local Government to HIV and AIDS; and Batho Pele/ 
Abantu Kugala. These Guiding Principles are: 

= Supportive Leadership: The Koukamma Local Municipality Plan will be driven by the 
Koukamma Municipality elected leadership, with the support of leaders from sectors. 

= Leadership Role of Government: The effective implementation of the Koukamma Local 
Municipality Plan and the attainment of its goals depend on effective government 
leadership in resource allocation, development capacity building and effective co-ordination 
of all programmes and interventions. 

= Greater Involvement of People Living with HIV: There must be meaningful involvement 
of people living with HIV in all aspects of the national response. 

= Young People (aged 15-24) as a Priority Group for HIV prevention: the trend of the HIV 
epidemic can be reversed if young people are informed inspired and empowered to change 
their behaviour and reduce their risk. In all interventions there must be a special plan for 
reaching young people and actively involving them in planning and implementing activities. 

= Effective Communication: Clear and on-going communication with partners and 
stakeholders of civil essential tool for the attainment of the aims of plan. 

= Effective Partnership: All spheres of government and stakeholders of civil society shall 
be effectively involved in the Koukamma AIDS programme. 

" Promoting Social Values and Cohesion: The national movement on moral regeneration 
and values promotion shall be enhanced to support sustainable behavioural change in 
Koukamma Local Municipality. 

= Tackling Inequality and Poverty: The Koukamma IDP affirm government's programmes 
and measures to ensure progressive realisation of rights to education, health care services 
and social security for all people of our area. HIV and AIDS interventions will be 
implemented in a way that complements and strengthens other developmental 
programmes. 

= Promoting Equality for Women and Girls: Тһе Koukamma Local Municipality Plan 
recognises the particularly vulnerable position of women and girls to HIV/AIDS and its 
social impact. It commits to prioritising interventions focussing on the causes of gender 
inequality, and the horrific impact that HIV has on many women and girls. 


179 | 5 year Integrated development plan of koukamma municipality 


= Protecting and Respecting Children: The impact of HIV on the rights of children is 
enormous. Respect for the best interests of the child dictates that children’s rights and 
needs must be at the forefront of all interventions for HIV prevention, treatment and 
support. 

е Recognising Disability: The Koukamma Local Municipality Plan recognises the special 
needs and diversity of disability rights as human rights and recognises disability as a social 
and developmental issue. 

e Challenging Stigma: The stigma against people with HIV undermines dignity and hinders 
an effective response to HIV and AIDS. We are committed to ending all stigmas by creating 
knowledge and competence about HIV especially within our communities. 

е Ensuring Equality and Non-discrimination against marginalised groups: The 
Koukamma Local Municipality Plan committed to challenge discrimination against groups of 
people who are marginalised including people with disabilities, orohans, refugees, asylum 
seekers, foreign migrants, sex workers, men who have sex with men, intravenous, drug 
users, and older persons. All these groups have a right to equal access to intervention for 
HIV prevention treatment and support. 

e Personal Responsibility: Every person in Koukamma Local Municipality has a 
responsibility to protect themselves and others from HIV infection, to know their status and 
to seek appropriate care and support. 

e Community Building Leadership: Local programmes shall be informed and owned by 
local communities and their leaders. 

е Using Scientific evidence: Тһе interventions outlined in the Koukamma Local 
Municipality plans shall be evidence informed based on effective research and credible 
information. 

e Strengthening Care Systems: Strengthening of Health and social systems and 
organisational capacity of NGO's, FBO's and CBO's is central to effective implementation. 

e Accessibility: All essential commodities including prevention technologies, medicines, 
diagnostics tools, nutritional and food supplements shall be made affordable and 
accessible to people by the District in our area. 

e Monitoring Progress: All interventions shall be subject to effective monitoring and 
evaluation. 

е Financial Sustainability: No credible, evidence- based costed HIV and AIDS and STI 
sector plan should go unfunded. There should be predictable and sustainable financial 
resources for the implementation of all interventions. Additional resources from 
development partners shall be harmonised to align with policies, priorities and fund 
programme and financial gaps. 


6.7.3.2 Guiding Principles 
The principles guiding the implementation of the Koukamma Municipality HIV& AIDS Plan 2012 - 
2016 are in keeping with the imperatives of the Constitution, the principles outlined in the National 
Strategic Plan, the Framework Integrated Local Government to HIV& AIDS; and Batho Pele/ 
Abantu Kugala. These Guiding Principles are: 
= Supportive Leadership: The Koukamma Local Municipality Plan will be driven by the 
Koukamma Municipality elected leadership, with the support of leaders from sectors. 


180 | 5 year Integrated development plan of koukamma municipality 


= Leadership Role of Government: The effective implementation of the Koukamma Local 
Municipality Plan and the attainment of its goals depend on effective government 
leadership in resource allocation, development capacity building and effective co-ordination 
of all programmes and interventions. 

= Greater Involvement of People Living with HIV: There must be meaningful involvement 
of people living with HIV in all aspects of the national response. 

= Young People (aged 15-24) as a Priority Group for HIV prevention: the trend of the HIV 
epidemic can be reversed if young people are informed inspired and empowered to change 
their behaviour and reduce their risk. In all interventions there must be a special plan for 
reaching young people and actively involving them in planning and implementing activities. 

= Effective Communication: Clear and on-going communication with partners and 
stakeholders of civil essential tool for the attainment of the aims of plan. 

= Effective Partnership: All spheres of government and stakeholders of civil society shall 
be effectively involved in the Koukamma AIDS programme. 

= Promoting Social Values and Cohesion: The national movement on moral regeneration 
and values promotion shall be enhanced to support sustainable behavioural change in 
Koukamma Local Municipality. 

= Tackling Inequality and Poverty: The Koukamma IDP affirm government's programmes 
and measures to ensure progressive realisation of rights to education, health care services 
and social security for all people of our area. HIV and AIDS interventions will be 
implemented in a way that complements and strengthens other developmental 
programmes. 

" Promoting Equality for Women and Girls: The Koukamma Local Municipality Plan 
recognises the particularly vulnerable position of women and girls to HIV/AIDS and its 
social impact. lt commits to prioritising interventions focussing on the causes of gender 
inequality, and the horrific impact that HIV has on many women and girls. 

= Protecting and Respecting Children: The impact of HIV on the rights of children is 
enormous. Respect for the best interests of the child dictates that children’s rights and 
needs must be at the forefront of all interventions for HIV prevention, treatment and 
support. 

е Recognising Disability: The Koukamma Local Municipality Plan recognises the special 
needs and diversity of disability rights as human rights and recognises disability as a social 
and developmental issue. 

e Challenging Stigma: The stigma against people with HIV undermines dignity and hinders 
an effective response to HIV and AIDS. We are committed to ending all stigmas by creating 
knowledge and competence about HIV especially within our communities. 

е Ensuring Equality and Non-discrimination against marginalised groups: The 
Koukamma Local Municipality Plan committed to challenge discrimination against groups of 
people who are marginalised including people with disabilities, orohans, refugees, asylum 
seekers, foreign migrants, sex workers, men who have sex with men, intravenous, drug 
users, and older persons. All these groups have a right to equal access to intervention for 
HIV prevention treatment and support. 

e Personal Responsibility: Every person in Koukamma Local Municipality has a 
responsibility to protect themselves and others from HIV infection, to know their status and 
to seek appropriate care and support. 


131 | 5 year Integrated development plan of koukamma municipality 


е Community Building Leadership: Local programmes shall be informed and owned by 
local communities and their leaders. 

e Using Scientific evidence: The interventions outlined in the Koukamma Local 
Municipality plans shall be evidence informed based on effective research and credible 
information. 

e Strengthening Care Systems: Strengthening of Health and social systems and 
organisational capacity of NGO's, FBO's and CBO's is central to effective implementation. 

e Accessibility: All essential commodities including prevention technologies, medicines, 
diagnostics tools, nutritional and food supplements shall be made affordable and 
accessible to people by the District in our area. 

e Monitoring Progress: All interventions shall be subject to effective monitoring and 
evaluation. 

e Financial Sustainability: No credible, evidence- based costed HIV and AIDS and STI 
sector plan should go unfunded. There should be predictable and sustainable financial 
resources for the implementation of all interventions. Additional resources from 
development partners shall be harmonised to align with policies, priorities and fund 
programme and financial gaps 


7. CHAPTER SEVEN - FINANCIAL PLANNING 


7.1 Context 


The Annual Budget for the financial year 2020/21 and the outer two financial years 2021/22 and 
2022/23 has been developed based on the Integrated Development Plan of Kou-kamma 
Municipality which outlines a fifteen year vision in line with the Sustainable Developmental Goals, 
National Development Plan, Provincial Growth and Development Plan, the Integrated 
Development Framework of Sarah Baartman District Municipality and applicable Sector Plans. In 
tabling the Annual Budget with the outer two financial years, consideration has been given to the 
Division of Revenue Act, the Municipal Finance Management Act including the Medium Term 
Revenue Expenditure Framework which constitutes the cornerstones of the legislative context in 
presenting a credible and progressive Annual Budget. 


7.2 Executive Summary 


The application of sound financial management principles for the compilation of the Municipality's 
financial plan is essential and critical to ensure that the Municipality remains financially viable and 
that municipal services are provided sustainably, economically and equitably to all communities. 
section 21 of the Municipal Finance Management Act deals with Municipal Budgets and 
describes the entire budgeting process. The Mayor is tasked with the co-ordinating the processes 


182 | 5 year Integrated development plan of koukamma municipality 


for preparing the budget, reviewing the Integrated Development Plan (IDP) and budget related 
policies. The Accounting Officer, as per Section 68 of the MFMA, is required to assist the Mayor 
in developing and implementing the budgetary process. Great emphasis was placed in ensuring 
that the budget is realistically funded. A complete analysis of the various financial scenarios and 
outcomes was done and the best viable solution sought. In addition to the budget, an amendment 
to the Municipal Systems Act (MSA) and Chapter 4 of the MFMA require that the Integrated 
Development Plan (IDP) be adopted at the same time of adopting the budget. The IDP informs 
the budget and their simultaneous adoption will ensure that the budget is properly aligned to the 
IDP and ensure that planned projects are credible and that the budgets are realistic and 
implementable. The budget was drafted in conjunction with the IDP. The annual budget was 
prepared in accordance to the National Treasury’s content and format as contained in Circular 98 


& 99. The two concepts considered were: 


e That the budget must be funded according to Section 18 of the MFMA(as mentioned 
above), and 


е That the budget must be credible. 


A credible budget is described as one that: 


e Funds only activities consistent with the draft IDP and vice versa ensuring the IDP is 
realistically achievable given the financial constraints of the municipality. 

е ls achievable in terms of agreed service delivery and performance targets. 

е Contains revenue and expenditure projections that are consistent with current and past 
performance and supported by documented evidence of future assumptions. 

е Does not jeopardize the financial viability of the municipality(ensures that the financial 
position is maintained within generally accepted prudential limits and that obligations can 
be met in the short, medium and long term); and 

е Provides managers with appropriate levels of delegation sufficient to meet their financial 


management responsibilities. 


The Municipality’s business and service delivery priorities were reviewed as part of this year’s 
planning and budget process. Where appropriate, funds are transferred from low-to high- priority 
programmes so as to maintain sound financial stewardship. A critical review was also undertaken 
of expenditures on noncore and ‘nice to have items’ as approved by the Cabinet. The Municipality 


has embarked on implementing a range of revenue collection strategies to optimize the collection 


183 | 5 year Integrated development plan of koukamma municipality 


of debt owed by consumers. The Municipality has also adopted a conservative approach when 
projecting its expected revenue and cash receipts. 


The main challenges experienced during the compilation of the 2020/21 MTREF can be 
summarised as follows: 


e The ongoing difficulties in the national and local economy 

e Aging and poorly maintained roads and electricity and water infrastructure. 

e The need to reprioritise projects and expenditure within the existing resource envelope 
given the cash flow realities and declining cash position of the municipality’ 

e The increased cost of bulk electricity (due to tariff increases from Eskom), which is 
placing upward pressure on service tariffs to residents, 

e Wage increases for municipal staff that continue to exceed consumer inflation, as well as 
the need to fill critical vacancies; 

e Low collection rates 

e Poor communities and 

e Cash flow challenges 

e Impact of the COVID-19 epidemic 


The following budget principles and guidelines directly informed the compilation of the 2020/21 
MTREF: 


e The 2019/20 Adjustments Budget priorities and targets, as well as the base line 
allocations contained in that Adjustments Budget adopted as upper limits for new 
baselines for the 2020/21 annual budget; 


e Intermediate service level standards were used to inform the measurable objectives, 


targets and backlog eradication goals; 


e Tariff and property rate increases should be affordable and should generally not exceed 
inflation as measured by the CPI, except where there are price increases in the inputs of 
services that are beyond the control of the municipality, for instance the cost of bulk 
electricity. In addition, tariffs need to remain or move towards being cost reflective, and 
should take into account the need to address infrastructure backlogs. 


184 | 5 year Integrated development plan of koukamma municipality 


е Increase in VAT as promulgated by the National Treasury, 


e There will be no budget allocated to National and Provincial funded projects unless the 
necessary grants to the municipality are reflected in the National and Provincial budget 
and have been gazetted as required by the annual Division of Revenue Act (DORA) or 
MTBPS. 


Table 1 Consolidated Overview of the 2020/21 MTREF 





2019/20 Budget year «1 Budget year +2 
DESCRIPTION ADJUSTMENTS 2020/21 2523735 2652053 
BUDGET 
Operational Income -202 928 143.00 -186 570 892.69  -179 729 981.07  -187 797 889.92 
Operational Expenditure 183 165 563.00 182777 868.26 176613771.44 187 797 889.92 
Capital Expenditure 47 220 145.00 25 611 500.00 20 493 550.00 18 147 150.00 
(SURPLUS) / DEFICIT Н 27457 565.00 Н 21818 475.58 R 17 377 340.37 HR 18 147 150.00 
Depreciation 27 457 565.00 21 818 475.58 23 100 948.70 24 487 005.62 
NET (SURPLUS) / DEFICIT R - R - -R 5723 608.33 -R 6339 855.62 





Total operating revenue has decreased by 8.0 per cent or R16 357 million for the 2020/21 
financial year compared to the 2019/20 Adjustments Budget. This is mainly due to the decrease 
in transfers and subsidies. For the two outer years, operational revenue decrease by 4 per cent 
and increase by 4 per cent respectively. 


Total operating expenditure for the 2020/21 financial year has decreased by R388 thousand or 
0.2 per cent, when compared to the 2019/20 Adjustments Budget. This is mainly due to belt 
tightening measures being implemented by the municipality to ensure non-service related 
operational expenditure is kept to a minimum. For the two outer years, operational expenditure 
will decrease by 3 per cent and increase by 6 per cent respectively 


7.4 Overview of the annual budget process 


Section 53 of the MFMA requires the Mayor of the municipality to provide general political 
guidance in the budget process and setting of priorities that must guide the preparation of the 
budget. In addition Chapter 2 of the Municipal Budget and Reporting Regulations (MBRR) states 
that the Mayor of the municipality must establish a Budget Steering Committee to provide 
technical assistance to the Mayor in discharging the responsibilities set out in Section 53 of the 
Act. 


185 | 5 year Integrated development plan of koukamma municipality 


7.5 Overview of budget related- policies 


The Municipality s budgeting process is guided and governed by relevant legislation, frameworks, 
strategies and related policies. The following budget polices will be tabled for consideration with 
the final budget: 


e Supply chain management 
e Credit Control and Debt Collection 
e Indigent Support 


e Rates 

e Write off 
e Tariff 

e Virement 


e Unauthorised, Irregular, Fruitless and Wasteful 


The above policies are reviewed on an annual basis. New by-laws for these policies have 
yet to be completed. 


7.6 Overview of budget assumptions 
7.6.1External factors 


Due to the slowdown of the economy, companied by the geographical are of the municipality; 
financial resources are limited as result of slow/no economic growth, this therefore reduces 
payment levels by consumers. The high levels of unemployment, resulted in declining cash 
inflows, which has necessitated restrained expenditure to ensure that cash outflows remain 


within the affordability parameters of the Municipality's finances. 


The current COVID-19 epidemic impacting the global economics may cause significant strain on 
the municipalities’ ability to collect services, in addition to the cost to deliver services may 


increase drastically. 


7.6.2 General Inflation outlook and its impact on the municipal activities 


There are five key factors that have been taken into consideration in the compilation of the 
2020/21 MTERF: 


e National Government macro-economic targets; 


186 | 5 year Integrated development plan of koukamma municipality 


e The general inflationary outlook and the impact on Municipalitys residents and 
businesses. 

e The impact of municipal cost drivers; 

e The increase in prices for bulk electricity; and 

e The increase in the cost of remuneration. 

e The downgrade of the countries global economy 


e Financial impact of Covid 19 on the municipality and the ability to generate own revenue 


7.6.3 Collection rate for revenue services 


The current collection rate of the municipality is more than 50% which is 52.62% as at the end of 
March, this necessitates aggressive revenue enhancement strategies. Therefore base 
assumption is that tariff and rating increases will increase at the same rate as CPI. 


As part of the revenue enhancement strategies that was implemented and approved by the 
municipal council to address the low collection rate. Based on the above, the municipality is 
anticipating a collection rate of 60% for the 2020/21 financial year. 


7.6.4 Salary increases 


In accordance with the guidance in the MFMA circular 98, the Wage collective agreement has 
been concluded during the 2018/19 financial year, based on this the municipality has budgeted 
for salary increases as follows: 

e Employees: 6.25% - plus 2.5% notch increase 

e Councillors: CPI — 6.25% 

е Directors: CPI — 6.25% 


7.6.5 Impact of national, provincial and local policies 


In compilation of the budget for 2020/21, cognisance was taken of Provincial and National 
strategies. 


7.6.6 Ability of the municipality to spend and deliver on the programmes 


It is estimated that a spending rate of at least 90.0 per cent is achieved on Operating expenditure 
and 75.0 per cent on the Capital Programme for the 2019/20 of which performance has been 


187 | 5 year Integrated development plan of koukamma municipality 


factored into the cash flow budget. This basis has thus been used as a benchmark for the 
2020/21 draft annual budget. 


7.7 Operating Revenue Framework 


For Kou-kamma to continue improving the quality of services provided to its community it needs 
to generate the required revenue. The municipality is currently faced with a collection rate of 
<40%, in these tough economic times strong revenue management is fundamental. The reality is 
that we are faced with development backlogs and poverty. The expenditure required to address 
these challenges will inevitably always exceed available funding; hence difficult choices have to 
be made in relation to tariff increases and balancing expenditures against realistically anticipated 


revenues. 


The municipality’s revenue is built around the following key components: 

е National Treasury's guidelines and macroeconomic policy; 

e Growth in the Municipality and continued economic development; 

e Electricity tariff increases as approved by the National Electricity Regulator of South 
Africa (NERSA); 

e Achievement of full cost recovery of specific user charges especially in relation to trading 
Services; 

e Determining the tariff escalation rate by establishing/ calculating the revenue requirement 
of each service; 

е The municipality's Property Rates Act, 2004 (Act No. 6 of 2004) (MPRA) and amendment 
of 2014. 

e Increase ability to extend new services and recover costs. 

e The municipality’s Indigent Policy and rendering of free basic services; and 


e Tariff Policies of the Municipality. 


188 | 5 year Integrated development plan of koukamma municipality 


Table 2 Summary of revenue classified by main revenue source 


2020/21 Medium Term Revenue & 
Ref: 2016/17 2017/18 2018/19 Current Year 2019/20 : 
Expenditure Framework 
1 Audited Audited Audited Original | Adjusted | Full Year Pre-audit | Budget Year : Budget Year | Budget Year 
Outcome Outcome Outcome Budget | Budget Forecast outcome 2020/21 +1 2021/22 : +2 2022123 


16 256 13 608 14 627 18 948 | 

















Description 





Revenue By Source 
Property rates 
Service charges - electricity revenue 





Service charges - water rev enue 
Service charges - sanitation revenue 
Service charges - refuse rev enue 
Rental of facilities and equipment 
Interest earned - ex ternal inv estments 
Interest earned - outstanding debtors 
Dividends received 

Fines, penalties and forfeits 

Licences and permits 
Agency services 
Transfers and subsidies 
Other rev enue 





Surplus/(Deficit) 
Transfers and subsidies - capital (monetary 


allocations) (National / Provincial and District) 


Transfers and subsidies - capital (monetary 
allocations) (National / Provincial Departmental 
Agencies, Households, Non-profit Institutions, 
Private Enterprises, Public Corporatons, Higher 
Educational Institutions) 6 


Transfers and subsidies - capital (in-kind - all) 


Surplus/(Deficit) after capital transfers & 
contributions 


As the municipality is largely grant dependant, most revenue is from the National government, 
comprising of 45.0 per cent. All income from these grants has been gazetted as part of the 
Division of revenue act. Secondly revenue generated from rates and services charges also forms 
a significant percentage of the revenue basket. In the 2020/21 financial year, revenue from 
services charges is estimated to total R29 436 million and property rates at R17 134 million. 


The other item contributing to revenue is “other income’ which consists of various items such as 
income received from permits and licences, building plan fees, connection fees, rental of facilities 
and other sundry income. Departments have been urged to review the tariffs of these items on 
an annual basis to ensure they are cost reflective and market related. 

Revenue for all services is billed on a monthly basis, based on data available on the municipal 
financial system, which is continually updated as clients change and details are amended for 


various reasons. 


189 | 5 year Integrated development plan of koukamma municipality 


Table 3 Operating and Capital Grants Receipts 


Grants 2020/21 2021/22 2022/23 

Capital 

Direct 

MIG 15 322 000.00 16 289 000.00 16 997 000.00 

INEP 6 037 000.00 5 019 000.00 2 000 000.00 

Indirect 

WSIG 6 000 000.00 

INEP 1 413 000.00 1 910 000.00 2 348 000.00 

National Treasury (Audit fees) 30 000.00 30 000.00 30 000.00 
28 802 000.00 23 248 000.00 21 375 000.00 

Operational 

Equitable share 52 718 000.00 56 484 000.00 59 973 000.00 

FMG 2 800 000.00 2 800 000.00 2 800 000.00 

DSRAC 1 300 000.00 - - 

EPWP 1 112 000.00 

Sarah Baartman (Fire Services) 1 200 000.00 

DEDEA 3 494 000.00 - - 
62 624 000.00 59 284 000.00 62 773 000.00 

Total 91 426 000.00 82 532 000.00 84 148 000.00 


As indicated in the table above, is a breakdown of both capital and operational grants to be 
received in the 2020/21 MTREF. 


The internal control procedure followed by the municipality for accounting can control over 
conditional transfers received is as follows: 

e The amount as received in the primary bank account of the municipality is receipted to a 
liability vote. 

e The funds after being receipted in transfers into a special projects account. 

e A “transfer” payment voucher is prepared together with payment vouchers for payments to 
be made to suppliers for work completed and certified. This money is then first transferred 
from the Special Projects bank account back to the primary bank account before payment 
is made from the primary bank account. 

e The liability vote created separately per conditional grant is reconciled on a monthly basis 
and a grant register set up in this regard. 

e The balance on the unspent within this grant register is then reconciled to the Special 
projects bank account. 


The municipality reports on the spending of these grants on a monthly, quarterly and annual basis 
as required by the Division of Revenue Act (DORA) as well as the MFMA. As at the end of April 


190 | 5 year Integrated development plan of koukamma municipality 


2020, spending rate is lower than expected for the 2019/20 financial year. The municipality does 
however foresee that all conditional grants will be spent by 30 June 2020. 


7.7.1 Property Rates 


Property rates cover the cost of the provision of general services. Determining the effective 


property rate tariff is therefore an integral part of the municipality's budgeting process. 


National Treasurys MFMA Circular No. 51 deals, inter alia with the implementation of the 
Municipal Property Rates Act, with the regulations issued by the Department of Co-operative 
Governance. These regulations came into effect on 1 July 2009 and prescribe the ratio for the 
non-residential categories, Public Service Infrastructure and agricultural properties relative to 
residential properties. The implementation of these regulations was done in the previous budget 
process and the Property Rates Policy of the Municipality has been amended accordingly. 

In terms of the Municipal Property Rates Act, property valuations need to be assessed every five 
(5) years for inclusion in the General Valuation Roll. The municipality has an updated valuation 
roll that is ending on the 30 June 2020. The lifespan of the roll is five (5) years for local 
municipality and it can be extended to seven (7) years with the approval of the MEC for 
Cooperative Governance and Traditional Affairs in terms of section 32 (2)(a)(ii). The Koukamma 
municipality has applied to the MEC for Cooperative Governance and Traditional Affairs for the 
extension to be seven (7) years still waiting for the response. The municipality does not have a 
budget to conduct the general valuation that is one of the reasons that we apply for extension. 
The valuation roll has been placed on the website. 

The General Valuation project plan will be developed during January 2021 for the date of 
valuation that will start July 2021 and implementation date of July 2022. 


Table 4 Comparison of proposed rates to be levied for the 2020/21 financial year 
Tariffs are attached as a separate appendix to the report. 


7.7.2 Sale of Electricity and Impact of Tariff Increases 


The municipality has been implanting a step- tariff structure for the past four year. This is in line 
with the requirements of NERSA. Registered indigents will again be granted 50 kWh per 30 day 
period free of charge. The Sarah Baartman District municipality has started with a project to get 
municipalities’ cost effective tariffs, based on this assessment and coupled with the approved 
Eskom increase of 8.97% by NERSA, the municipality has increased electricity tariffs by 6.22% 
for the 2020/21 financial year. 


191 | 5 year Integrated development plan of koukamma municipality 


The following tables show the proposed changes to the current tariff structure: 


Table 4: Tariff structure (Electricity) 


Excl VAT VAT Incl VAT 


Block 1 (0 - 50Kwh 
Block 2 (51 - 350Kwh 





With the above increases the aim is to both increase revenue and encourage consumers to use 
electricity wisely as our country's national grid is under severe pressure. No basic charge will be 
levied for electricity. These tariffs are in line with the guidelines as prescribed by NERSA, an 
application for approval has been submitted to the regulator. 


The municipality is implementing the following strategies to curb high electricity losses being 


experienced: 

e All meters were checked for possible tampering. 

e Tampered meters disconnected and consequently sealed. 

e Monthly spot checks were done, to highlight low buying customers. 

e Penalty fee will be charged to all users with tampered meters. 

e Additional connection fee to re-connect after tampering 

° Monitoring electricity sales report to ensure that all households purchase electricity. 

. Reports submitted on electricity losses to Finance standing committee and audit 


committee for monitoring thereof. 


e Finance and Technical department to have standing meeting on issues regarding 
electricity. 

e The municipality has appointed a full time electrician to assist with implementation of the 
above, 


7.7.3 Revenue Enhancement Strategy 


The municipality adopted a revenue enhancement strategy during the 2017/18 financial year. 
This strategy is currently in the process of being reviewed and tabled for council adoption. 


192 | 5 year Integrated development plan of koukamma municipality 


7.7.4 Revenue Management 


The municipality still experience high volumes of incorrect billing accounts due to inaccurate 
meter readings, meters that are standing / not working and the areas that do not have water 
meters. The plan is to install smart water meters to all the areas that do not have water meters 
and to replace all existing meters as they're useful life of 15 years has been realised. The smart 
meters will be bi-functional meaning it can be converted to a prepaid meter once the debtors or 
consumer fail to pay their account according to the credit control and debt collection policy. 


7.8 Operating Expenditure Framework 


The Municipality/s expenditure framework for the 2020/21 budget and MTREF is informed by the 

following: 

° Balanced budget constrain (operating expenditure should not exceed operating revenue) 
unless there are existing uncommitted cash-backed reserves to fund any deficit. 


° Funding of the budget over the medium-term as informed by Section 18 and 19 of the 
MFMA; 

e The capital programme is aligned to the assets renewal and backlogs eradication. 

° Operational gains and efficiencies will be directed to funding the capital budget and other 


core services. 


Table 5 Summary of operating expenditure by standard classification item 


EC109 Kou-Kamma - Table A4 Budgeted Financial Performance (revenue and expenditure) 








2020/21 Medium Term Revenue & 














Descripti 201 2017/18 201 Year 204 

escription 016/17 0 018/19 Current Year 2019/20 Expenditure Framework 
Audited Audited Audited Original : Adjusted : FullYear | Pre-audit | Budget Year ; Budget Year | Budget Year 
Outcome : Outcome | Outcome | Budget Budget Forecast | outcome | 2020/21 : +4 2021/22 |" 2022/23 


















Expenditure By Type 
Employee related costs 
Remuneration of councillors 


60 913 66 182 
4 366 4 639 















Debt impairment 41372 42 954 
Depreciation & asset impairment 23101: 24 487 
Finance charges 289 | 307 
Bulk purchases 4 867 : 5 159 
Other materials 5 907 6 261 


Contracted services 


11847: 1251 
Transfers and subsidies 








Other ex penditure 25 287 
Losses 
Total Expenditure 0205071. 125444, 146 9481 176571 183165 183165| — — - | 182778. 176614, 187798 





The budgeted allocation for employee related costs for the 2020/21 financial year totals R60 173 
million, which equals 33.0 per cent of the total operating expenditure. Circular 70 guidelines have 


193 | 5 year Integrated development plan of koukamma municipality 


been implemented with regards to the percentage of employee costs to operational expenditure 
is between 30-40%, the municipality is thus within these limits. Furthermore as per the wage 
negotiations agreed upon, salaries has been budgeted in accordance with this 


The cost associated with the Remuneration of Councillors is determined by the Minister of 
Cooperative Governance and Traditional Affairs in accordance with the Remuneration of Public 
Office Bearers Act, 1998 (Act 20 of 1998). Amounts paid to councillors are in line with these 
gazetted amounts. 

The provision of debt impairment was determined based on an annual collection rate of 45%, 
40% and 20% for property rates, services and interest on arrear debt respectively for the 
2020/21 financial year and 65% for the outer years. 


While the expenditure is considered to be a non-cash flow item, it informed the total cost 
associated with rendering the services of the municipality, as well as the municipality’s 
realistically anticipated revenues. Provision for depreciation and asset impairment has been 
informed by the Municipality's Asset Values and prior year expenditures incurred. Depreciation is 
widely considered a proxy for the measurement of the rate asset consumption Budget 
appropriations in this regard total R21 818 million for the 2020/21 financial year and equate to 
12.0 per cent of the total operational expenditure. 


Bulk purchases are directly informed by the purchase of electricity from Eskom. The annual price 
increase of 8.97 per cent has been factored into the budget appropriations and directly informs 
the revenue provisions. The expenditures include distribution losses. 


Other materials comprise of amongst others the purchase of materials for maintenance. In line 
with the Municipality s repairs and maintenance the expenditure has been prioritised to ensure 


sustainability of the Municipality’s infrastructure. 


The following are the main expenditure categories for 2020/21 financial year: 


e Employee related costs & Remuneration of Councillors 
e Debt impairment 

e Depreciation and Asset Impairment 

e Bulk Purchases 


194 | 5 year Integrated development plan of koukamma municipality 


7.8.1 Free Basic Services: Basic Welfare Package 


The welfare package assists households that are poor or face other circumstances that limit their 
ability to pay for services. To receive these free services that households are required to register 
in terms of the Municipality's Indigent Policy. The policy is reviewed on an annual basis through 
the budget process. An amount of R18 982 million has been allocated from the 2020/21 
equitable share to provide relief to the indigent consumers. Taking cognizance of the plight of the 
poor and affordability of basic services, 6kI of free water and 50kwh of electricity per month, 
refuse, sanitation; grave site as well as rebates on rates is applicable. 

The municipality has a vacant position for the FBS clerk. The Accountant: Revenue is however 
attending to all FBS queries. Due to these staff shortages the Indigent Steering committee is not 
sitting as required, this action will be part of the reviewed revenue enhancement strategy. 

The indigent register of the municipality is updated on an annual basis as well as through the 
year, should a new application be submitted and approved. 


7.8.2 Repairs and Maintenance 


The municipality has budgeted R5 298 million towards repairs and maintenance. Maintaining of 
municipal assets is done on a needs basis, du tot severe cash flow constraints being 
experienced by the municipality. The municipality does not have a Repairs and Maintenance 
plan. 


7.9 Creditor 


As at the end of March 2020 the municipality had outstanding creditors amounting to R6 082 
million. Due to cash flow difficulties, the municipality is unable to settle their debt as they fall die 
as required by the MFMA. 


195 | 5 year Integrated development plan of koukamma municipality 


EC103 Kou-Kamma - Supporting Table SCA Monthly Budget Statement - aged creditors - Q3 Third Quarter 
Budget Year 2019/20 
801- i M- | dH. | O14. | 1Days- | Overt 
8) Days | 120 Days | 150 Оауз : 480 Оауз Year | — Wear 


Bulk Vater 
PAYE deductions: 
VAT (output less input} 
Pensions | Retirement deductions 
Loan payments 
Trade Creditors 
Auditor Genres! 
Oher 
Total By Customer Type 





7.10 Capital Expenditure 


Capital expenditure for the next three years will be funded mainly by Grants and other external 
fund sources. This is due to significant constraints of Council funds as highlighted in the sections 
above and the significant impact that the increase in the bulk electricity tariffs had on the cash 
flow of the municipality. 


Table 5 Capital Expenditure By Project 


T E 
ict mats E 


MMO & Mayors |MMO & Mayors 
Office Office Fumie and ake =o мап Building 80 000.00 пата funds 


nace 
Communi. 
uae 


196 | 5 year Integrated development plan of koukamma municipality 





In addition to the above the following in-kind transfers has been allocated to the municipality. 
Projects relating to these allocations still need to be confirmed: 


e WSIG: R6000 000 
e INEP (Eskom): R1 413 000 


197 | 5 year Integrated development plan of koukamma municipality 


7.11 Cash Flow Management 


C109 Kou-Kamma - Table A7 Budgeted Cash Flows 


2020/21 Medium Term Revenue & 
Expenditure Framework 


Audited Audited Audited Original Adjusted : Full Year i Pre-audit Budget Year Budget Year : Budget Year 
Outcome ; Outcome I Budget Budget Forecast | outcome | 2020/21 | +1 2021/22 · +2 2022123 
CASH FLOW FROM OPERATING ACTIVITIES | | : 


Property rates 
Service charges 
Other revenue 


Description 2016/17 2017/18 2018/19 Current Year 2019/20 


hterest 

Dividends 
Payments | i 
Suppliers and employ ees | | | | | ; 3 ы 59; (І | (04996); — (111852) 
Finance charges | (194) 92) 50) 23): (323); (273): (89): 
Transfers and Grants | f ; : 


NET CASH FROM/(USED) OPERATING кетте. 


CASH FLOWS FROM INVESTING ACTIVITIES 
Receipts 
Proceeds on disposal of PPE 


Decrease (increase) in non-current investments | 
Payments І | 
Capital assets | | | ді (47 220): (25612): (20404) (18147) 
CASH FLOWS FROM FINANCING ACTIVITIES 
Receipts 
Short term loans 
Borrowing long term/refinancing 
Increase (decrease) in consumer deposits 
Payments 
Repay ment of borrowing 


NET INCREASE/ (DECREASE) IN CASH HELD (3 705) 4 690. | 
Cash/cash equivalents at the y ear begin: | 3 705 | (0): 
Cash/cash equivalents at the y ear end: (0): 4 690 j 





As part of the 2020/21 MTREF the municipality is anticipating financial growth over the outer 
years, from R4 690 million in 2021/22 to R9 652 million in 2022/23. 


7.12 Asset Management 


The municipality has a computerised Asset register, managed through our financial system. The 
asset register is GRAP compliant no audit findings were raised during the 201819 AG audit. 


Below is an extract of the municipalities asset register: 


198 | 5 year Integrated development plan of koukamma municipality 


ORIGINAL COST ТІР DEPRECIATION 


OPENING OPENNG — BFWDBAL CLOSING OPENNG — OPENNG — BFWD CURRENT CLOSING TOTAL CARRYING 
DESCRIPTION BALANCE BALANCE ADJUSTMENT ADDITIONS WIP DISPOSALS BALANCE BALANCE IMPAIRMENTS ADJUSTMENT ADDITIONS IMPAIRMENTS DISPOSALS © BALANCE IMPAIRMENTS VALUE 
CAT: NFRASTRUCTURE ASSETS 902191251000 890796236 — 92489229 249270694 17512256 - 383.616 585,82 1970800 74199913 14881530 18.919 688,05 -740 954,39 -151 6 967,70 644,80 231 971 973.27 
CAT: COMMUNITY ASSETS 27 148 328,81 981307185 — 29 105 194/11 - eo — 0000 574495976 1000779997 9990009 ЫЛ 20007 - 1409 139350) — ИП ШІЛ 
CAT: NVESTMENT ASSETS 25 840 037,00 - - ; 56000,00 259 78008,00 49017 . -UR i - 9343 - 05009 122 
CAT: OTHER ASSETS 11 882 264,10 1794830 1794830 2092441 2799790 44 945.94 150029052] — 809716199 -330 077,00 - — 104503) - (94509 9351978 — 3907100 6001794 
CAT: INTANGIBLE ASSETS 167 917,76 14032.20 . < 71900 2012009 - 101655 i - И -VRL 
CAT. LAND & BULDINGS 1090400 16677 074,38 - - -1667707438 < ПОБ) 2539678,4 -HAS . - 45890 - 8231 12477 
GRAND TOTALS (0605495 — 3950930219 — 30509 023,98 — 259300855 21089908 992946 403 704 215,10 154 265 74812 — 50504600 181163883 2200794,8 7409508 15695790 17801837255 235 100,11 315 920 950,66 


7.13 Preparation of Annual Financial Statements (AFS) 


The municipality compiles financial statements in house. An audit filing system is kept both in 
electronic and hard copy format. 

The audit opinion of the municipality has improved from the Qualification and has maintained an 
Unqualified audit opinion for the last five financial years. In order to ensure the municipality does 
not regress, an AFS preparation plan is prepared annually by the 30^ June. In addition to this, 
each financial year, after completion of an audit, the CFO prepares and tabled to council an 
Audit action plan to address all the issues raised by the Auditor-General. 


7.14 Municipal Standard Chart of Accounts (Mscoa) 


The municipality went live on v6.1 of Mscoa on the 01 July 2017. All legislative documents and 
appointments are in place since this date. The Municipal Manager was nominated as the project 
sponsor. The implementation plan has been adopted and finalised. The following committees 
were established: 


e Project implementation team 


e Project steering committee 


The Project Steering committee (headed by the mscoa project manager) reported to the Project 
Implementation team (headed by the project sponsor). Terms of reference, code of ethics and 
oaths of secrecy was signed by all members of these committees. 


Consequent to successful implementation on the 015 July 2017, charts have been updated as 
required by the National Treasury and the municipality has been implementing v6.3 for the 
2019/20 financial year. The municipality achieved 100% alignment for the Final and adjustments 


199 | 5 year Integrated development plan of koukamma municipality 





budget for the 2019/20 financial year. The final budget for the 2020/21 has been prepared on 
v6.4.1. 


7.15 MFMA reporting 


The municipality prepares and submits the following reports to the National & Provincial Treasury 
as well as the Finance standing committee, audit committee and the municipal council as 


required. These reports are published on the municipal website. 
Monthly — s71 

Quarterly — s52 (d) 

Half yearly- s72 

Annual — budgets (Draft, Annual & Adjustments budget); AFS 


In addition to these reports, all monthly and quarterly grant reporting is done. As well as reporting 
on progress of electricity losses. 


7.16 Loans and securities 


The municipality does not have any loans or securities. 


7.17 Supply Chain Management 


Kou-kamma municipality has a functional supply chain management unit, reporting directly to the 
Chief financial officer. The Supply chain management unit is headed by a manager reporting to 
the CFO. Koukamma is one of the smallest municipalities in the province and therefore don’t have 
large SCM unit. All functions are split between the SCM manager, SCM accountant and SCM 
clerk. 


7.18 Contract Management 


The municipality don't have a designated unit just dealing with contract management, however all 


contract management functions are performed by the Supply chain manager and SCM accountant. 


200 | 5 year Integrated development plan of koukamma municipality 


CHAPTER EIGHT - PERFORMANCE MANAGEMENT FRAMEWORK 


6.1 Introduction 


The provisions of the Constitution of the Republic of South Africa enjoins Koukamma Municipality 
to act in a manner consistent with its prescripts and the bill of right including ethos of a 
developmental local government. In essence, the organisational mandate and performance has to 
be premised within the provisions of the law and policy determinations to better the urban and rural 
livelihoods of the communities, thus ensuring the socio-economic growth and development of the 
populace and the improvement of governance and performance of an institution. 


The Municipal Systems Act of 2000, section 38 deals with the establishment of a Performance 
Management System that is— 
a) (i) commensurate with its resources; 
(il) best suited to its circumstances; and 
(iii) in line with the priorities, objectives, indicators and targets contained in its integrated 
development plan; 
b) promote a culture of performance management among its political structures, political 
office bearers and councillors and in its administration; and 
c) administer its affairs in an economical, effective, efficient and accountable manner. 


Furthermore the Municipality must develop a Performance Management System and the council 
must assign a committee to- 

(a) manage the development of the municipality's performance management system: 

(b) assign responsibilities in this regard to the municipal manager, and 

(c) submit the proposed system to the municipal council for adoption 


Koukamma Municipality has a Performance Management System in place. The Municipal Public 
Accounting Committee (MPAC) has been assigned the duty of monitoring municipal performance 
management. 


8.2 Purpose 


The purpose of the Plan is outlined below, mainly:- 
(i) To give effect to legislative obligations of the Municipality. 
(ii) To ensure the management of performance in an open and transparent manner. 
(iii) To provide a uniform way of conducting performance within the organisation. 


8.3 Legislative Requirements 


Section 152 of the Constitution of the RSA, 1996, which deals with the objects of local government, 
emphasises Performance Management as a requirement for an “accountable government’. White 
Paper on Local Government (1998) The White Paper on Local Government (1998), introduced the 
practice of performance management for local government as a tool to facilitate their 
developmental role. Municipal Systems Act, 2000 (Act 32 of 2000) The Municipal Systems Act, 


201 | 5 year Integrated development plan of koukamma municipality 


2000 (Act 32 of 2000) also picks up on these concepts and principles of accountability and 
establishment of a Performance Management System (PMS); promote a culture of performance 
management among political structures, office bearers & councillors and its administration, and 
administer its affairs in an economical, effective, efficient and accountable manner. 
In terms of Section 41, the core components of a PMS are to:- 

(i) Set Key Performance Indicators (KPIs), 

(ii) Set measurable performance targets (PTs), 

(iii) Monitor performance and measure and review annually, 

(iv) Take steps to improve performance, and (v) establish a process of regular reporting. 


Section 42 requires that the community, in terms of the provisions of Chapter 4 of the Act, which 
deals with Public Participation, should be involved in the development, implementation and review 
of the PMS, and also that the community be involved with the setting of KPIs and PTs for the 
municipality; hence PMS should be aligned to the IDP (Integrated Development Plan) 


The Municipal Planning and Performance Management Regulations (No 796, 24 August 2001) 
deals with the provisions for the following aspects of the PMS: 
(1) The framework that describes and represents the municipality's cycle and processes for 
the PMS and other criteria and stipulations [S7], and the adoption of the PMS [S8]; 
(11) The setting and review of Key Performance Indicators (KPIs) [S9 & 11]; 
I) The General KPIs which municipalities have to report on [S10] 
(iv) The setting of performance targets, and the monitoring, measurement and review of 
performance [S 12, 13]; 
(v) Internal Auditing of performance measurements [S14]; 
(vi) Community participation in respect of performance management [S15] 


Local Government: Municipal Performance Regulations for Municipal Managers and Managers 
directly accountable to Municipal Managers, 2006 (No R. 805, 1 August 2006) These regulations 
seek to set out how the performance of Municipal Managers and Managers directly accountable to 
Municipal Managers, their contract management and the development of performance Agreements 
as a tool to measure set KPI’s. Municipal Finance Management Act, Act No. 56 of 2003 requires 
that a Service Delivery Budget Implementation plan (SDBIP) be implemented, based on set targets 
and Performance Indicators as per the Integrated Development Plan (IDP) 


8.4 Integrated Development Plan 


An Integrated Development Plan is an inclusive and strategic plan for the development of the 
Municipality which links, integrates and co-ordinates plans, aligns resources and forms the 
framework on which annual budgets must be based on. The IDP is therefore the instrument 
guiding all planning, management, investment, developmental and implementation decisions 
taking into account input from all stakeholders. The institution collates information from the IDP 
and transforms them into a reality through the development of a Service Delivery and Budget 
Implementation Plan, a performance based document that is directly aligned to the development 
priorities as set out in the Integrated Development Plan. 


202 | 5 year Integrated development plan of koukamma municipality 


8.5 Service Delivery and Budget Implementation Plan 


The SDBIP is a plan that converts the IDP and budget into measurable criteria on how, where and 
when the strategies, objectives and normal business processes of the municipality will be 
implemented. It also allocates responsibility to directorates to deliver the services in terms of the 
IDP and budget. In accordance with MFMA Circular No.13 prescribes that the IDP and budget 
must be aligned 

(i) The budget must address the strategic priorities 

(ii) The SDBIP should indicate what the municipality is going to do during next 12 
months 


(iii) The SDBIP should form the basis for measuring the performance against goals set 
during the budget /IDP processes. 


The SDBIP needs to be prepared as described in the paragraphs below and submitted to the 
Executive Mayor within 14 days after the budget has been approved. The Executive Mayor needs 
to approve the SDBIP within 28 days after the budget has been approved. Each directorate will be 
responsible for the development of their departmental SDBIP in conjunction with the budget and 
the IDP requirements for the financial year in question. The Municipal Manager and managers 
directly accountable to the municipal manager will consolidate the document to have one 
organisational SDBIP which will in turn form the basis for the measurement of Performance. 


The SDBIP should contain the following information, which should be aligned; 
I) Objective 

) Strategy 

) Key Performance Indicator 

I) Annual Target 
) 

| 


Budget 
) Vote Number 
i) Quarterly Targets 


8.6 Development of Key Performance Indicators and Targets 


Local Government: Municipal Planning and Performance Management Regulations, 2001 
prescribes the following; 

(i) A municipality must set key performance indicators, including input indicators, output 
indicators and outcome indicators, in respect of each of the development priorities and 
objectives referred to in section 26(c) of the Act. 

(ii) A key performance indicator must be measurable, relevant, objective and precise. 


A municipality must, for each financial year, set performance targets for each of the key 
performance indicators set by it. A performance target set in terms of sub regulation (1) must — 

(i) be practical and realistic; 

(i) measure the efficiency, effectiveness, quality and impact of the performance of the 
municipality, administrative component, structure, body or person for whom a target has 
been set; 

(iii) be commensurate with available resources; 

(iv) be commensurate with the municipality's capacity; and 

(v) be consistent with the municipality's development priorities and objectives 

(vi) Set out in its integrated development plan. 


203 | 5 year Integrated development plan of koukamma municipality 


The Municipality will make use of the SMART principle when developing Key Performance 
Indicators. 


Each KPI must be clear and concise 


A KPI should specify the measurement required 
Achievable Can the KPI be reached? 


Realistic Even if the KPI can be reached - is it possible given the 
resources? 
What is the time limit placed on the KPI? 


8.7 Performance Agreements 





Performance Agreements must be developed and entered into by the Municipal Manager and 
managers directly accountable to the Municipal Manager by the 31? of July each financial year. 
The agreement will terminate on the termination of the employee's contract of employment for any 
reason. The Purpose of the agreements as prescribed by The Performance Regulations, 2006 is 
to; 
(a) comply with the provisions of Section 57(1)(b),(4A),(4B) and (5) of the Act as well as the 
employment contract entered into between the parties; 
(1) specify objectives and targets defined and agreed with the employee and to communicate 
to the employee the employers expectations of the employee's performance and 
accountabilities in alignment with the Integrated Development Plan, Service Delivery and 
Budget Implementation Plan (SDBIP) and the Budget of the municipality; 
(iii) specify accountabilities as set out in a performance plan, which forms an annexure to the 
performance agreement; 
(iv) monitor and measure performance against set targeted outputs; 
(v) use the performance agreement as the basis for assessing whether the employee has met 
the performance expectations applicable to his or her job; 
(vi) in the event of outstanding performance, to appropriately reward the employee; and 
(уі) give effect to the employer's commitment to a performance-orientated relationship with its 
employee in attaining equitable and improved service delivery. 


The performance plan which forms part of the performance agreement as an annexure sets out; 


(i) the performance objectives and targets that must be met by the employee 

(ii) the time frames within which those performance objectives and targets must be met. 

(iii) the performance objectives and targets reflected in the performance plan are set by the 
employer in consultation with the employee and based on the Integrated Development Plan, 
Service Delivery and Budget Implementation Plan (SDBIP) and the Budget of the municipality, 
and shall include key objectives; key performance indicators; target dates and weightings. 


204 | 5 year Integrated development plan of koukamma municipality 


(ім) The key objectives describe the main tasks that need to be done. The key performance 
indicators provide the details of the evidence that must be provided to show that a key 
objective has been achieved. The target dates describe the timeframe in which the 
work must be achieved. The weightings show the relative importance of the key 
objectives to each other. 


(v)The employee's performance will, in addition, be measured in terms of contributions to the 
goals and strategies set out in the employer's Integrated Development Plan 


Key Performance Areas (KPA's) for Municipal Managers Weighting 


Basic Service Delivery 


Municipal Institutional Development and Transformation 


Municipal Financial Viability and Management 


Local Economic Development (LED) D 


Good Governance and Public Participation 


Total 10076 


In addition to the indicators and targets, Core Competency Requirements need to be indicated 
oer Directorate for review purposes. 





CORE COMPETENCY REQUIREMENTS FOR EMPLOYEES (CCR 
Core Managerial and Occupational Competencies 
(Indicate 
choice) 


[Strategic Capability and Leadership — — | (| 
[Programme andProjet Management | — | 
|ChangeManagement — | 
|Knowedge Management — ——— 1 J o y | 
Service Delivery Innovation | 
Problem Solving and Analysis || 


legislative and national policy frameworks 


205 5 year Integrated development plan of koukamma municipality 





Core Occupational Competencies: 4 


Reporting 

Knowledge of global and South African specific 
oolitical, social and economic contexts 

Competence in policy conceptualisation, analysis and 
implementation 


Knowledge of more than one functional municipal field 

/ discipline 
BD 
BD 


Skills in Mediation 

okills in Governance 

Competence as required by other national line sector 
departments 

Exceptional and dynamic creativity to improve the 
functioning of the municipalit 


Total percentage 10096 


The combined KPA and CCR assessment scores, weighted 8096 and 2096 respectively, will make 
up the overall assessment of the individual managers score. Where the KPA portion is the 
organisational performance score from the Organisational scorecard, and CCR is the result of an 
assessment on its own. The following table depicts the split as follows: 


ocore for organisational Overall municipal performance based 
performance on the Organisational Scorecard 





score 


CCR score of a manager CCR appraisal result 





It is important to note that performance assessments are only conducted at s56 and s5/ level. 
Performance has not been cascaded to lower level employees due to a number of challenges 
namely; 


a) Approval and signed agreement between the organisation and the Unions. 

b) An appropriate reward system has not been developed and agreed upon. 

C) Job descriptions have not been finalised. 
The process of cascading performance is a process that must be well planned and well managed 
to ensure accuracy and effectiveness of the performance management system. 


Should the cascading of performance be implemented, adequate training and information sessions 
will need to be conducted to ensure that all employees understand the process of performance 
management. 


206 | 5 year Integrated development plan of koukamma municipality 


8.8 Organisational and Individual Performance Monitoring and Review 
8.8.1 SDBIP Quarterly Reporting 


In terms of legislation, the Municipality must report to Council on Performance of Indicators and 
Targets set at least twice a year. The process for reporting on SBDIP Projects is based on the 
following approach: 


Final Report is submitted 


to MPAC and Audit ; 
е Indicators and targets set for 
чани each directorate as per the IDP 
IDP -> development priorities 
ond d 4^ ER 
an pprova 
a Quarter of the SDBIP 
Reports are submitted to i ды 
о. <) . ~ Quarterly 
Submission >” м” Monitoring, 
of Final evaluation and 
espe to reporting on 
and Targets Set 
а отр / рег a ew 
“4 
жж | Each director is to indicate 
The final consolidated report SDBIP EX nca whether their Targets set for 
must be submitted іо the P nes ! Report the quarter are achieved or 
Internal Auditor with Portfolio of aria E i and | i 
submitted to A Project lagging. Provide reasons 
Evidence to verify correctness oe па. Budget ^ and remedial actions for 
of inputs and progress. ж о targets not achieved. All 


- inputs are to be supported by 
Portfolio of Evidence. 


8.8.2 Performance Review of the Municipal Manager and Managers directly accountable to 
the Municipal Manager 


Performance Reviews will be conducted the Municipal Manager and Directors based on their 
performance plans on a quarterly basis. The aim is for the Municipal Manager to monitor whether 
the required performance of his/her directors is achieved, and under performance can be 
addressed when and where required. The Municipality will make use of the automated PMS 
System to conduct Performance Reviews. 


207 | 5 year Integrated development plan of koukamma municipality 





» 
Development of 
annual 
Performance Plans 
by the end of July 






2 

















Performance 
(nus: M plans copied to 
eae automated PMS 






system 











N 






Quarterly Review of 

performance by the 

Municipal Manager 
(Score and Comments) 


Quarterly Peformance 
Reviews (Score and 
Comments) by 
individuals 












8.8.3 Annual Performance Review Panel 


In terms of the “Performance Regulations for Municipal Managers and Managers directly 
accountable to the Municipal Manager, 2006” annual performance of the Municipal Manager and 
Managers accountable to the Municipal Manager must be reviewed by a Panel. For purposes of 
evaluating the annual performance of the Municipal Manager, the Mayor must establish an 
evaluation panel, constituted of the following persons: 


(i) Mayor; 


(ii) Chairperson of the performance audit committee or the audit committee in the 
absence of a performance audit committee; 


(ii) Another member of Council; 
(iv) Mayor and/or municipal manager from another municipality; and 


(v) Member of a ward committee as nominated by the Mayor. 


For purposes of evaluating the annual performance of managers directly accountable to the 
municipal manager (HoD/Department), the Municipal Manager must establish an evaluation panel, 
herein referred to Municipal Manager’s Review Panel, constituted of the following persons: 


(i) Municipal Manager; 


(i) Chairperson of the performance audit committee or the audit committee in the 
absence of a performance audit committee; 


(ii) Another member of Council; 
(м) Municipal Manager from another municipality. 


The Evaluation Panel committee will then prepare a report with the recommendations to the Mayor 
for the payment of Bonuses to the Municipal Manager and S56 Managers. 


208 | 5 year Integrated development plan of koukamma municipality 


8.9 Performance Scoring 


The Performance Regulations for Municipal Managers and Managers directly accountable to the 
Municipal Manager, 2006” requires the Municipal Manager and Managers directly accountable to 
the Municipal Manager to score their performance based on the extent of achievement of each 
indicator against target set. 


8.9.1 Key Performance Indicators and Key Performance Areas Assessment 


(i) Each KPA will be assessed according to whether performance indicators have been met 
on all the KPIs in that specific KPA. 


(ii) An indicative rating on a 5-point scale will be provided for each KPI and that will be 
added to determine the total summarized rating for the KPA 


(iil) The applicable assessment rating calculator will be used to add to the scores and 
calculate the final KPA score based on a weighted average score. 


8.9.2 Core Competency Requirements Assessment 
(i) Each CCR will be assessed according to performance indicators have been met 
(ii) An indicative rating on a 5-point scale will be provided for each CCR 
(iii) The rating is multiplied by the weighting given to each CCR, to provide a score 


(v) The applicable assessment rating calculator will be used to add to the scores and 
calculate the final CCR score, based on a weighted average score. 


The table below will be used as a guide when scoring performance; 


Terminology Description 


Performance far exceeds the standard 

expected of an employee at this level. The 

appraisal indicates that the Employee has 
Outstanding achieved above fully effective results against 
performance all performance criteria and indicators as 
specified in the PA and Performance plan and 
maintained this in all areas of responsibility 
throughout the year. 
Performance is significantly higher than the 
standard expected in the job. The appraisal 
indicates that the Employee has achieved 
above fully effective results against more than 
half of the performance criteria and indicators 
and fully achieved all others throughout the 
year. 


Performance 
significantly above 
expectations 


Performance fully meets the standards 
expected in all areas of the job. The appraisal 
indicates that the Employee has fully achieved 
effective results against а! significant 
performance criteria апа indicators as 
specified in the PA and Performance Plan. 

Performance is below the standard required for 
the job in key areas. Performance meets 
some of the standards expected for the job. 


Fully effective 





209 5 year Integrated development plan of koukamma municipality 


Not fully effective The review/assessment indicates that the 
employee has achieved below fully effective 
results against more than half the key 
performance criteria апа indicators as 
specified in the PA and Performance Plan. 


Performance does not meet the standard 
expected for the job. The review/assessment 
indicates that they employee has achieved 
below fully effective results against almost all 

Unacceptable of the performance criteria and indicators as 

performance specified in the PA and Performance Plan. 
The employee has failed to demonstrate the 
commitment or ability to bring performance up 
to the level expected in the job despite 
management efforts to encourage 
improvement. 





8.10 Performance Bonuses 


As contemplated in Regulation 32. (1) of 2006 Regulations, the valuation of the employee's 
performance will form the basis for rewarding outstanding performance or correcting unacceptable 
performance. A performance bonus, based on affordability may be paid to the employees, after: 
(i) the annual report for the financial year under review has been tabled and adopted by 
the municipal council 


(i) an evaluation of performance in accordance with the provisions of the Regulation 


(ii) approval of such evaluation by the municipal council as a reward for a level of 
performance deserving of a performance bonus in terms of the bonus criteria 


A performance bonus ranging from 596 to 1496 of the all-inclusive remuneration package may be 
paid to the employee in recognition of outstanding performance. In determining the performance 
bonus the relevant percentage is based on the overall rating, calculated by using the applicable 
assessment-rating calculator; provided that — 


(i) a score of 13096 to 14996 is awarded a performance bonus ranging from 596 to 996; 
and 

(ii) a score of 150% and above is awarded a performance bonus ranging from 10% to 
14%. 

(iii) In the case of unacceptable performance, the employer shall — 


provide systematic remedial or developmental support to assist the employee to 
improve his or her performance; and after appropriate performance counselling and 
having provided the necessary guidance and/or support and reasonable time for 
improvement in performance, and if the performance does not improve, the 
employer may consider steps to terminate the contract of employment of the 
employee on grounds of unfitness or incapacity to carry out his or her duties. 


210 | 5 year Integrated development plan of koukamma municipality 


8.11 Performance Reporting Tool 


Lagislation/Polcy 


July 31 


25 January 
31 March 


31 March 


June 
June 


Conclude S57 Performance 
Agreements 


Submit to MEC and place on KKM 
website within 10 days of conclusion 


4 Quarter Report on SDBIP 
Submitted to Audit Committee, MPAC 
and Council 


Conclude Annual Performance Targets 
and conduct annual panel Reviews of 
$57 Employees 


Conclude Quarter 1 Performance 
Reports on SDBIP and submit to Audit 
Committee, MPAC and Council 


Conclude Quarter 2 Performance 
Reports on SDBIP and submit to Audit 
Committee, MPAC and Council 


Prepare and Submit a Mid-Year 
Budget and Performance Report to 
Council and National Treasury 


Draft SDBIP Project List to be included 
in the Draft IDP and Budget 


Approval of Annual Report by Council 


Payment of Performance Bonuses 


Report On 3" Quarter SDBIP 
Performance 


Approval of Draft SDBIP and 
Performance Agreements within 14 
days after the approval of IDP and 
Budget 


Adoption of the Final SDBIP within 28 
days after the approval of the IDP and 
Budget 


MSA Sec 57(2)(a) 
MM Regs 2006, 4(4) 


MM Regs 2006, (28) 


MM Regs 2006, (27) 


MM Regs 2006, (28) 


MM Regs 2006, (28) 


MFMA Sec 72 


Koukamma Practice Projected projects 
for the financial 


year are listed 


MFMA sec 121(1) 
MSA sec 46 


PMS MM Regs 2006 (8) 


PMS MM Regs 2006 
(28) 
May 31 Approval of Final IDP and Budget MFMA Sec 16(1) ПХ 


MFMA Sec 69(3)(а) (6) 





MFMA Sec 53 (c) 


211 5 year Integrated development plan of koukamma municipality 





CHAPTER NINE — INSTITUTIONAL ESTABLISHMENT 


9.1 Organogram 
OFFICE OF THE MAYOR 


MAYOR 
FILLED 
PERSONAL ASSISTANT TO THE MAYOR 
НТЕП 


IDP MANAGER 


FILLLED SPU COORDINATOR 


COMMUNICATION FILLED 
COORDINATOR 
XI VACANT 


PUBLIC PARTICIPATION 


COORDINATOR 
XI FILLED 





SPU ASSISTANT 
XI FILLED 


XI VACANT 


KOUKAMMA MUNICIPALITY: INSTITUTIONAL APPROVED ( 





Page 212 


IDP MANAGER LED & TOURISM MANAGER PMS MANAGER 
FILLED 






OFFICE OF THE MUNICIPAL MANAGER 


MUNICIPAL MANAGER 
FILLED 
INTERNAL AUDIT FUNCTION 2x PERSONAL ASSISTANT MM's OFFICE 
OUT SOURCED - & MAYORS ‘OFFICE 
FILLED 
ADMINISTRATOR 
VACANT 





VACANT FILLED 


SPU COORDINATOR 
FILLED 


PUBLIC PARTICIPATION 
COORDINATOR 


COMMUNICATION 
COORDINATOR 


FILLED 





VACANT 





AGRICULTURE COORDINATOR 
FILLED 


X2 SPU ASSISTANT 
XI FILLED 
XI VACANT 





TOURISM OFFICER 


VACANT 


DIRECTOR (CFO) DIRECTOR CORPORATE SERVICES DIRECTOR TECHNICAL & COMMUNITY SERVICES 
FILLED FILLED FILLED 





KOUKAMMA MUNICIPALITY: INSTITUTIONAL APPROVED ORGANOGRAM 
Page 213 


CORPORATE SERVICES 







DIRECTOR CORPORATE SERVICES 
FILLED 
— SECRETARY 
FILLED 





LANGKLOOF .. MANAGER ETHER MANAGER HUMAN RESOURCES MANAGER: ADMINISTRATION 
VACANT FILLED FILLED 





KOUKAMMA MUNICIPALITY: INSTITUTIONAL APPROVED ORGANOGRAM 
Page 214 


ICT MANAGER 
VACANT 
ICT ADMINISTRATOR 
FILLED 











ICT LAN TECHNICIAN 
VACANT ICT HELPDESK TECHNICIAN 
FILLED 





KOUKAMMA MUNICIPALITY: INSTITUTIONAL APPROVED ORGANOGRAM 
Page 215 


MANAGER HUMAN RESOURCES 






HR PRACTIONER: CONDITIONS OF HR PRACTITIONER LABOUR RELATIONS & OHS HR PRACTITIONER SKILLS DEVELOPMENT FACILITATOR & PAYROLL COORDINATOR 


SERVICE BENEFITS AND VACANT EMPLOYMENT EQUITY AND EAP FILLED 
RECRUITMENT AND SELECTION FILLED 


FILLED 


HR: CLERK 


HR: CLERK 


VACANT 





KOUKAMMA MUNICIPALITY: INSTITUTIONAL APPROVED ORGANOGRAM 
Page 216 


MANAGER: ADMINIS TRATION 


FILLED 





AUXILLARY OFFICER 


COMMITTEE OFFICER 
VAC ANT 


REGISTRY OFFICER 
VACANT 


FILLED 


REGISTRY CLERK 
FILLED 





COMMITTEE CLERKS RECEPTIONIST/ SWICTHBDARD OPERATORS 
X2 FILLED X2 FILLED 


BENERAL ASSISTANTS MESSENGER DRIVER 
X4 FILLED VAC ANT 


XI (BLIKKIESDORF) 
PROPOSED 








KOUKAMMA MUNICIPALITY: INSTITUTIONAL APPROVED ORGANOGRAM 
Page 217 


BUDGET & TREASURY OFFICE 


CHIEF FINANCIAL OFFICER 
FILLED 


SECRETARY 
FILLED 





MANAGER: SCM 
FILLED 





MANAGER ACCOUNTING AND REPORTING MANAGER: REVENUE AND EXPENDITURE 
FILLED VACANT 


BUDGET AND TREASURY OFFICER 1 X ASSET MANAGEMENT OFFICER 
FILLED FILLED 








KOUKAMMA MUNICIPALITY: INSTITUTIONAL APPROVED ORGANOGRAM 
Page 218 


MANAGER: SGM 
FILLED 





ACCOUNTANT SCM 
FILLED 


SUPERVISOR STORES FLEET & MERCHANIC 


VACANT OFFICER: 
VACANT 


SCM CLERK STOREMAN 
VACANT XI FILLED 
XI VACANT 








KOUKAMMA MUNICIPALITY: INSTITUTIONAL APPROVED ORGANOGRAM 
Page 219 


MANAGER: REVENUE AND EXPENDITURE 
VACANT 


ACCOUNTANT REVENUE ACCOUNTANT: DEBT COLLECTION 


ACCOUNTANT EXPENDITURE FILLED VACANT 
FILLED 


SENIOR CLERK FBS 


SENIOR CREDITORS CLERK SENIOR DEBTOR CLERK: MUNICIPAL е CREDIT CONTROL 
FILLED SERVICES VACANT 
FILLED SERVICES 


FILLED 





DEBTORS CLERK RATES AND 
VALUATION 


FILLED 
ake “a X2 DEBT COLLECTION 
XB CASHIERS X2 METER READERS CLERKS VACANT 


yl FILLED X2 METER READERS X2 CASHIERS 
= YI VACANT 2 VACANT FILLED 





KOUKAMMA MUNICIPALITY: INSTITUTIONAL APPROVED ORGANOGRAM 
Page 220 


TECHNICAL & COMMUNITY SERVICES 


DIRECTOR TECHNICAL & COMMUNITY SERVICES 
FILLED 
SECRETARY 
X2 FILLED 
ADMINISTRATOR 
XI PROPOSED 


MANAGER: WATER & SANITATION PMU MANAGER ; MANAGER: COMMUNITY SERVICES CHIEF FIRE OFFICER CHIEF TRAFFIC OFFICER 
VACANT VACANT VACANT VACANT 


FILLED 


ELECTRICIAN 


FILLED 





XI ASSISTANT ELECTRICIAN 
XI HANDYMAN 


FILLED 


FILLED 





GENERAL WORKERS 


KOUKAMMA MUNICIPALITY: INSTITUTIONAL APPROVED ORGANOGRAM 
Page 221 


MANAGER: WATER & SANITATION 
VAC ANT 


TECHNICIAN: WATER & SANITATION 


FILLED 


SUPERVISOR: TSITSIKAMMA AREA 
VACANT 


SUPERVISOR: LANGKLOOF AREA 


FILLED 


WATER 
PROCESS 
CONTROLLERS 


7 FILLED 
7 VACANT 


GENERAL 
WORKERS 
VACANT 


WASTER WATER 
PROCESS 
CONTROLLERS 


3 FILLED 
2 VACANT 


GENERAL 
WORKERS 
VACANT 


WATER 
TANKER 
DRIVER 
ХІ 
FILLED 


ASSISTANT 
WATER 
TANKER 

DRIVER ХІ 
FILLED 


SEWER 
TANKER 
DRIVER 
FILLED 


ASSISTANT 
SEWER 
TANKER 

DRIVER X 1 
FILLED 


MAINTENANCE 
BAKKIE DRIVER 
FILLED 


PLUMBER: 
SANITATION 
FILLED 


GENERAL 
WORKERS 
X7 FILLED 


WATER 
PROCESS 
CONTROLLERS 
X8 FILLED 


BENERAL 
WORKER 
VACANT 


WASTE WATER 
PROCESS 
CONTROLLERS 
| FILLED 
2X VACANT 


2 X GENERAL 
WORKERS 
VAC ANT 


PLUMBER 
WATER & 
SANITATION 
X2 VACANT 


7 XGENERAL 
WORKERS 
FILLED 


Page 222 


SEWER TANKER 
DRIVER 
FILLED 


ASSISTANT 
SEWER TANKER 
DRIVER ХІ 
FILLED 





PMU MANAGER 
FILLED 









ROADS & STORM-WATER TECHNICIAN 
FILLED 


DATA CAPTURER 
FILLED 





KOUKAMMA MUNICIPALITY: INSTITUTIONAL APPROVED ORGANOGRAM 
Page 223 


TOWN PLANNER: PROPOSED 





IX BUILDING INSPECTOR HOUSING OFFICER 
IX FILLED FILLED 





KOUKAMMA MUNICIPALITY: INSTITUTIONAL APPROVED ORGANOGRAM 
Page 224 


MANAGER: COMMUNITY SERVICES 
VACANT 





1X SUPERVISOR JOUBERTINA ENVIRONMENTAL HEALTH PRACTITIONER X2 1X SUPERVISOR TSITSIKAMMA 
MODS FILLED VACANT 





2 X TIPSITE 
OPERATORS 
LOUTERWATER 
FILLED 
JOUBERTINA 


d X 
CARETAKERS 
FOR 
CEMETERIES 


XI DRIVER 8 X CARETAKERS 4X TIPSITE OPERATORS XI DRIVERS ty TRACTOR 


FOR CEMETERIES 
KAREEDOUW AND HALLS 


FILLED KAGISO & UITKYK 
FILLED 


WOODLANDS 
FILLED 
CLARKSON 


(REFUSE) DRIVER 
FILLED TSITSIKAMMA 
FILLED 


AND HALLS SANDRIFT FILLED 
LOUTERWATER FILLED COLDS TREAM 
FILLED COLDS TREAM FILLED 
KRAKEEL FILLED KAREEDOUW 
FILLED MOUNTAIN VIEW VACANT 


MPEC 
RAVINIA MPEC FILLED 


FILLED WOODLANDS RUNNERS 
RAVINIA HALL FILLED X3 FILLED 
FILLED NEWREST XI VACANT 


MISGUND FILLED 
VACANT CLARKSON 
FILLED 


VACANT 


4X RUNNER 
JOUBERTINA 
FILLED 


ZX GENERAL ASSISTANTS 
- PUBLIC TOILETS 
JOUBERTINA 
VACANT 


KOUKAMMA MUNICIPALITY: INSTITUTIONAL APPROVED ORGANO 


RUNNERS 2X GENERAL ASSISTANTS 
KAREEDDUW - PUBLIC TOILETS 
Xa VACAT [7 KAREEDOUW VACANT 





Page 225 


ASSISTANT LIBRARIANS 
WOODLANDS - FILLED 
NOMPUMELELO - FILLED 


THORNHAM- FILLED 
STORMSRIVER - VACANT 
COLDSTREAM -VACANT 





MANAGER: COMMUNITY SERVICES 
VACANT 


ASSISTANT LIBRARIANS 
XI FILLED 





KOUKAMMA MUNICIPALITY: INSTITUTIONAL APPROVED ORGANOGRAM 


ASSISTANT LIBRARIANS 
JOUBERTINA- VACANT 


LOUTERWATER - VACANT 
KRAKEEL - VACANT 








Page 226 


CHIEF TRAFFIC OFFICER 


VACANT 





SUPERINTENDENT LICENCING 
SUPERINTENDENT LAW ENFORCEMENT & CAMERA VACANT Ser a 
OPERAIONS € 


FILLED 


FILLED 


MANAGEMENT REP VTS/SENIOR VEHICLE REGIS TRATION MANAGEMENT REP / SENIOR 
EXAMINER VTS SUPERVISOR: MVR EXAMINER DLTE 
VACANT VACANT VACANT 


SENIOR TRAFFIC OFFICER 
PROPOSED 


SENIOR TRAFFIC OFFICER 
KARREDOUW PROPOSED 


TRAFFIC OFFICER 
X2 VACANT 


TRAFFIC OFFICER 
Xo FILLED 
Х2 VACANT 


| X EXAMINER VTS CASHIER EXAMINER DRIVERS LICENCE 
FILLED X2 FILLED XI FILLED 


ХІ PROPOSED X2 VACANT 





ADMIN CLERK TRAFFIC 
FILLED 


PIT ASSISTANT 
FILLED EXAMINER FOR LEARNERS 


FILLING CLERK XI FILLED 
XI FILLED XI VACANT 


XI CLEANER 
VAC ANT 








KOUKAMMA MUNICIPALITY: INSTITUTIONAL APPROVED ORGANOGRAM 
Page 227 


CHIEF FIRE OFFICER 
VACANT 


DISASTER COORDINATOR 
VAC ANT 


CALL CENTRE 
OPERATORS 


Х2 VACANT 


KOUKAMMA MUNICIPALITY: INSTITUTIONAL APPROVED ORGANOGRAM 


PLATOON COMMANDER 
X3 FILLED 


FIRE FIBHTERS 
XI FILLED 
Xo VACANT 








Page 228 


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