Source document: https://docs-lawep.s3.us-east-2.amazonaws.com/1698926306301.pdf (South Africa)
Thursday, 9 June 2022] No 88—2022] FOURTH SESSION, SIXTH PARLIAMENT 1 PARLIAMENT OF THE REPUBLIC OF SOUTH AFRICA _____________________ ANNOUNCEMENTS, TABLINGS AND COMMITTEE REPORTS _____________________ THURSDAY, 9 JUNE 2022 _____________________ TABLE OF CONTENTS ANNOUNCEMENTS National Assembly 1.

Introduction of Bills ......................................................................................................... 2 TABLINGS National Council of Provinces 1.
Chairperson....................................................................................................................... 2 ANNOUNCEMENTS National Assembly The Speaker 2 1.
Introduction of Bills (1) The Minister in The Presidency for Women, Youth and Persons with Disabilities (a) National Youth Development Agency Amendment Bill [B13-2022] (National Assembly – proposed sec 75) [Explanatory summary of Bill and prior notice of its introduction published in Government Gazette No 46210 of 7 April 2022.]
Introduction and referral to the Portfolio Committee on Women, Youth and Persons with Disabilities of the National Assembly, as well as referral to the Joint Tagging Mechanism (JTM) for classification in terms of Joint Rule 160.

In terms of Joint Rule 154 written views on the classification of the Bill may be submitted to the JTM.

The Bill may only be classified after the expiry of at least three parliamentary working days since introduction.

TABLINGS National Council of Provinces 1.


The Chairperson (a) Provincial Week Report 2022 Consolidated Report of the Provincial Week, 29 March – 1 April 2022: Assessing state capacity to respond to the needs of communities 3 PROVINCIAL WEEK REPORT 29 March – 1 April 2022 THEME: Assessing State Capacity to Respond to the Needs of Communities 4 Table of Contents SECTION 1: INTRODUCTION AND EXECUTIVE SUMMARY ............................................. 5 1.
EASTERN CAPE ........................................................................................................... 12 2.

FREE STATE PROVINCE .............................................................................................. 42 3.

GAUTENG PROVINCE ................................................................................................... 56 4.

KWAZULU-NATAL PROVINCE ...................................................................................... 81 5.
LIMPOPO PROVINCE .................................................................................................. 105 6.

MPUMALANGA PROVINCE ......................................................................................... 127 7.

NORTHERN CAPE PROVINCE .................................................................................... 137 8.

NORTH WEST PROVINCE .......................................................................................... 176 9.
WESTERN CAPE PROVINCE ...................................................................................... 198 10.

CONCLUSION ............................................................................................................ 219 ADDENDUM: RECOMMENDATIONS PER PROVINCE AND PROJECT ......................... 221 5 SECTION ONE: INTRODUCTION AND EXECUTIVE SUMMARY 1.1.
INTRODUCTION The permanent delegates of the NCOP embarked on a week-long provincial week, under the theme “Assessing State Capacity to respond to the Needs of Communities” The provincial oversight visit took place from the 28 March to 1 April 2022 in the nine provinces in South Africa.

Unlike in the past provincial weeks where all provinces focused on one theme, this time around the NCOP took rather a different approach of having each province focusing on a specific theme.
For instance, KwaZulu-Natal delegation focused on the State’s capacity to fight crime including the state of police stations both in rural areas and townships and; Gauteng delegations focused on provision of integrated housing infrastructure, including measures to address the housing backlog and create integrated and sustainable human settlements.
The Free State delegation focused on provision of water and sanitation infrastructure/visiting water and sanitation projects, as well as water reticulation sites and special economic zones.
Whilst the Northern Cape delegation focused on the provision of safe drinking water and assist communities that are affected by drought, including visiting water provision projects, dams, water reticulation sites and provincial storage weirs, and as well as crime and drivers for crime This report will highlight some of the key issues emanating from these visits including challenges faced in different sectors, successes as well as some recommendations from the delegations.
The recommendations include time frames and the responsible departments to implement those recommendations 1.2.

EXECUTIVE SUMMARY Reducing poverty and inequality is the overriding concern of South Africa’s development policies and programs.

The guiding principle, as captured in the NDP, is that “no political democracy can survive and flourish if the mass of our people remain in poverty, without land, without tangible prospects for a better life.
Attacking poverty and deprivation must be the first priority of a democratic government”.

The NDP proposes that to raise the living standards to the minimum required level will involve various mechanisms, such as increasing employment, incomes, productivity as well as 6 through social protection and quality public services.

The measure of success of government’s development policies will be when the lives and opportunities of poorest South Africans are transformed for the better.
The NCOP Provincial Week therefore focused on different oversight areas as identified per province.

The report reveals that poverty, inequality, unemployment and a poor economy, particularly in light of the Covid-19 pandemic continues to plague our communities in South Africa.

It is for this reason that the permanent delegates interrogated various programs and made key recommendations to ensure that progress on these matters will be monitored by the NCOP moving forward.
The Provincial Week revealed that there were key themes emerging in provinces, as follows: 1.2.1 Water and Sanitation • Water is life and sanitation is dignity and many communities are still without proper water or sanitation; • Due to non-payment by municipalities there is a high risk of water security and supply, water demand exceeding the current water infrastructure, and deteriorating water quality.
• The District Development Model needs to include improvements to operations and maintenance as well as improvements to planning for water sanitation services • The bucket system is still being used in some provinces which continues to impede communities access to dignity as enshrined in the Constitution 1.2.2 Electricity and Infrastructure • Electricity outages and load-shedding continues to hamper service delivery in provinces with many provinces still unable to access generators to counter this obstacle to effective service delivery • Infrastructure and budget constraints generally is a challenge as many buildings are dilapidated, ageing and in need of repair and maintenance.
This includes roads, schools, police stations and hospitals.
1.2.3 Local Economic Development 7 • Mining is a lucrative investment opportunity in some provinces, however there are still challenges in relation to the acquisition of mining permits • Cannabis farming further presents opportunities for economic activity and investment, however, the proper support needs to be given to farmers • There was a general call for the development and employment of local people to be utilized for contracts within the provinces.
• The Provincial government need to develop and employ economic and infrastructure reforms for improved socio-economic transformation that responds to the new stream of challenges particularly in hospitals, schools, business sector.

• Identification of legislative instruments that can unlock bottlenecks by introducing high impact legislation and provide amendments to existing legislation could be the game changers.
1.2.4 Small Scale Farmers • The challenge of marginalized soil structures, lack of adequate water sources, land ownership, land invasion and small land sizes.

• Access to market is also one of the setback faced by farmers • Slow progress in water rights approvals and update to farmers • Lack of suitable agricultural tools such tractors etc.

• Lack of understanding of requirement of various crops particularly when it comes to land preparation, planting and calibration of other inputs.
1.2.5 Safety and Security • Crime remains a huge concern and in particular crimes against women and children are of particular concern to the NCOP.

• Few stations have established a Gender Based Violence desk • Police stations are still struggling with insufficient vehicles, staff and infrastructural challenges.

• Community Policing Forums have challenges with funding and it was found that police officials should ensure that they work closely with community policing structures to effectively fight crime.
It is only through working with the community, that crime prevention strategies will be realized.

8 Despite these challenges, members of the delegations were generally encouraged by the commitment of the Provinces to collaborate and work together to improve the services to communities.

Members were further enthusiastic about the investment opportunities which will further accelerate employment opportunities, particularly in the mining and farming industries.
Members agreed that BEE and particularly the inclusion of women and local entrepreneurs needs to be at the forefront of all government initiatives to speed up economic transformation.

2.
2.

BACKGROUND In terms of section 42(4) of the Constitution the National Council of Provinces represents provinces to ensure that provincial interests are taken into consideration in the national sphere of government.1 It does this by amongst others, providing a national forum for public consideration of issues affecting provinces.

This implies that the National Council must be preoccupied by matters that concern provincial interests in the national spheres of government.
This is what defines the National Council of Provinces.

While section 41(1)(h)(ii) of the Constitution of the Republic of South Africa requires the spheres of government and all organs of state within each sphere to cooperate with one another in mutual trust and good faith by assisting and supporting one another, Schedule 4 of the Constitution arrogates to the national and provincial spheres of government functional areas of concurrent legislative competence.
Among these areas of concurrent legislative competence are environment, basic education, health services and housing.

The areas of concurrent legislative competence referred to above are those areas in which both the national and provincial spheres have the authority to make laws.

By extension, both the National Council of Provinces and the provincial legislatures would have the authority to oversee executive action in these areas.
The National Council of Provinces would have to play that role in the national sphere of government, while the provincial legislatures do so at the provincial level.
For example, while the provincial legislatures would oversee the implementation of policy or legislation at provincial level, the National Council of Provinces would be required to ensure that provincial interests are taken into consideration in the development of policy in the national sphere of 1 The Constitution of the Republic of South Africa, 1996. government.

It is the implementation of this policy in the national sphere of government that the National Council of Provinces is required to oversee.
This is what distinguishes the National Council of Provinces from the provincial legislatures.

9 It is not only the development and implementation of policy in the national sphere that the National Council of Provinces has to ensure that the interests of provinces are taken into consideration.

It must also do so on matters that provinces do not have competence to legislate on like energy, defense, higher education, mineral resources, water, police, sanitation, etc.
In addition to normal oversight functions, the National Council of Provinces had, and continues to have, a series of Ministerial Briefings.

These are focused on matters affecting provinces in the national sphere of government.

Covid-19 pandemic exposed fundamental weaknesses in the economy and deep-seated poverty and inequalities.

It tested the capacity for resilience in addressing long-standing socio-economic challenges.
The pandemic has highlighted the urgency to address deep-seated and structural shortcomings in state machinery to move with greater urgency to address socio-economic challenges.

It has also exacerbated the rate of unemployment and crime.

At the heart of the revival of the economy lies infrastructure development.
Economic development depends on reliable and sustainable resources like water, electricity, roads, transport In its recent workshop on Co-operative Governance and Intergovernmental Relations various speakers reasserted the importance of the NCOP in playing a unique role in the promotion of the principles of cooperative government and fostering effective intergovernmental relations between the various spheres of government distinct from the National Assembly and provincial legislatures.
It is within this context that the National Council of Provinces must perform its functions and exercise its constitutional powers to oversee executive action.

3.

OBJECTIVES OF THE 2022 PROVINCIAL WEEK The 2022 Provincial Week is a high-impact oversight driven approach to the challenges of state capacity in the provinces.

It is intended to afford Permanent Delegates to the NCOP an opportunity to return to their provinces to assess delivery of services to citizens.
The Provincial Week has previously focused on matters that both the provincial legislatures and Municipal Councils have authority to oversee.

It is proposed that the Provincial Week 2022 must focus on high-impact oversight areas that will allow each Provincial Delegations to concentrate on matters that affect the province in the national sphere of government.

10 4.
10 4.

PROVINCIAL FOCUS AREAS (a) Eastern Cape: availability of land for farming and industrialization of hemp and cannabis/provision of adequate school infrastructure in rural areas and townships, including visiting township, rural and mud schools.

(b) Free State: provision of water and sanitation infrastructure/visiting water and sanitation projects, as well as water reticulation sites and special economic zones.
(c) Gauteng: provision of integrated housing infrastructure, including measures to address the housing backlog and create integrated and sustainable human settlements.

(d) KwaZulu-Natal: capacity to fight against crime, including the state of police stations in township and rural areas and their resourcing.
(e) Limpopo: capacity to address structural constraints facing small-scale farmers and SMMEs, especially in the agricultural sector to assist them to deal with biophysical factors such land ownership, market access and affordable support to deal with other price of inputs such as fertilizer, herbicides, irrigation, product transport, and other natural constraint such as global warming.
(f) Mpumalanga: provision of safe and reliable scholar transport in rural areas, including mechanisms to control overloading, roadworthy vehicles, discrepancies on the number of learners and route distances, late transportation of learners, as well as fiscal wastages and corrupt practices in the provision of scholar transport.
(g) Northern Cape: provision of safe drinking water and assist communities that are affected by drought, including visiting water provision projects, dams, water reticulation sites and provincial storage weirs, and as well as crime and drivers for crime.

11 (h) North West: investment in mining/renewable energy/state capacity to build, upgrade and maintain roads, including visiting road infrastructure projects.
(i) Western Cape: provision of housing infrastructure, including measures to address the housing backlog and create integrated and sustainable human settlements.

5.

CONCLUSION The provincial week’s assessment of state capacity showed that the state indeed does have the capacity to meet the needs of the people.

A number of challenges however make this task of service delivery insurmountable.
They are; • Lack of adequate funding for projects, • Informal settlements that put a strain on the municipal infrastructure, and • Poor or lack thereof of successful implementation of policy.

These are the areas of concerns from which the NCOP delegation also expressed their views.

The outbreak of the Covid-19 pandemic and the readjustment of budgets has had a negative impact on many projects.
The reconstruction and recovery plan will need to address the issue of funding and municipalities and provincial administration need also to strengthen their capacity to successfully implement government policy.

12 1.

EASTERN CAPE 1.1 Provincial Overview (a) Geography The Eastern Cape covers a surface area of 168 966km², which constitutes 13.8% of the total surface area in South Africa.

The province is located on the east coast of South Africa between the Western Cape and KwaZulu-Natal provinces.
The Eastern Cape incorporates large areas of South Africa’s former homelands (Transkei and Ciskei).

The Capital of the Eastern Cape is Bisho.

Demography.

The Eastern Cape has a population of 6 677 million people, which constitutes 11.1% of the overall population of South Africa.

The dominant age group is 10-14, representing 11.5% of the total provincial population.

The majority of the population are females (52.8%), whilst males represent 47.8%.
(b) Governance The Eastern Cape province is divided into 40 municipalities, which includes: • Two Metropolitan municipalities (Buffalo City and Nelson Mandela Bay) • Six District Municipalities (Alfred Nzo, Amathole, Chris Hani, Joe Gqabi, OR Tambo, Sarah Baartman) and thirty-one Local Municipalities.

(c) Economic profile The Eastern Cape province contributes 7.6% to the gross domestic product (GDP) of South Africa.
The main contributors to the regional GDP are tertiary industries (70%), followed by secondary industries (17.4%) and primary industries (1.5%).

The main industries supporting the Eastern Cape economy are trade, catering and accommodation; manufacturing; construction; electricity gas and water; and agriculture, forestry and fisheries.

By the end of the 3rd quarter of the 2020/1 financial year, the official unemployment rate in the Eastern Cape was 47.4%, whilst the extended unemployment rate was 54.5%.
The Eastern Cape has been labelled as the poorest province in the country, with the highest official and expanded unemployment rate.

Social service delivery.

Individuals that benefited from social grants in 2020 were most prevalent in the Eastern Cape, at 45.5%.

It is also the province where the third highest number of households (63.1%) received at least one type of social grant.
This includes the Covid-19 Social Relief of Distress (SRD) grant of R350 per person per month to mitigate the impact of the pandemic, which was rolled out in 2020, with 2 011 118 people benefiting from this grant.

The majority (72%) of households live in formal dwellings, whilst 6.5% live in informal dwellings.

The province has the largest contingent households living in 13 traditional dwellings (21.1%), whilst 0.5% live in other types of dwellings.
A total of 72.1% of households have access to tap water inside their dwellings, off-site or on-site.

The percentage of households with access to water in the Eastern Cape increased by 16% between 2002 and 2020.

In terms of functionality of water services supplied by the municipality, more than 40% of households who received water from the municipality reported interruptions to their water supply in 2020.

The majority of households in the Eastern Cape (92.7%) have access to improved sanitation.
Of this amount, 47.8% of households have access to flush toilets, whilst the remaining 44.9% make use of pit latrines/toilets with ventilation pipes.
A further 4% of households use pit latrines/ toilets without a ventilation pipe; 0.2% use chemical toilets; 1.3% use ‘other’ sanitation facilities, whilst 1.8% do not have access to any sanitation facilities In terms of access to health, more than two thirds of households (79.7%) indicate that they would first visit public clinics, hospitals or other public institutions when household members fall ill or have an accident, whilst less than a quarter (19.2%) would first visit a private doctor, clinic or hospital.
Less than 1% of households indicate that they would first consult a traditional healer.

3.4% of the population have no formal education, whilst a total of 84.7% has some primary education, completed primary education, lower secondary education, upper secondary education or Grade 12.

A further 11.6% of the population have post-school qualifications.

In 2020, less than half (40.6%) of households in the Eastern Cape had their refuse removed at least once a week.
The majority of households who had their refuse removed are located in urban areas, whilst only 0.5% of households in rural areas received this service on a weekly basis.

Accordingly, the vast majority (97.5%) of households in rural Eastern Cape made use of their own refuse dumps to discard waste.

The majority of households (92.9%) in the Eastern Cape have access to electricity through the mains electricity supply.
Of the households that have access to electricity, 96.1% use an in-house pre-paid meter, whilst 1.8% use an in-house conventional meter and 2.1% are recorded under ‘other’.

The main source of energy used for cooking is electricity (77.2%), followed by wood and coal (9.7%); gas (7.3%); paraffin (4%); and ‘other’ (1.8%).
(d) Provision of Adequate School Infrastructure in Rural Areas A number of distinctive features define the education landscape in the Eastern Cape, including vast rural geography, small and unviable schools, unequal distribution of special schools, out- migration and declines in the population of learners, and educational under-performance.

This is as a result of the apartheid homeland system, which saw schools established by local communities without centralised planning.
The Department of Basic Education published the regulations relating to Minimum Uniform Norms and Standards for Public School I (MUNS- PSI) on 29 November 2013, which aim to eliminate all school infrastructure backlogs within a 17-year period in line with the National Development Plan 2030.

However, Eastern Cape, like the rest of the country, faces significant infrastructure backlogs at schools that will require substantial funds to resolve.
The Eastern Cape has often been the lowest performing Province in both learner achievement and many other education indicators.

14 1.

MINISTERIAL BRIEFING: DEPARTMENT OF WATER AND SANITATION During the Ministerial briefing, the Director-General of the Department of Water and Sanitation brought the following information to the attention of the NCOP despite not being part of focus areas for the Eastern Cape Provincial Week.
• The Eastern Cape Province has been severely affected by the Hydrological Drought since 2015 and continues to face severe dry conditions as a result; • The Nelson Mandela Bay Municipality and Sarah Baartman District Municipality are under the Algoa System; • The Amathole District Municipality and Buffalo City Metropolitan Municipality that are within the Amathole System; and • Other pockets of Chris Hani OR Tambo and Joe Gqabi Districts are considered to be drought stricken areas.
• The dams in these catchment areas are at very low levels compared to the rest of the country.

He highlighted the following as the progress made to mitigate against water scarcity in the Eastern Cape; a) That the Mzimvubu Water Project is aimed at providing water to 750 000 people in the Eastern Cape with water at a cost of R 25 billion.

b) The designs are 80% complete and the first round of fund raising began in early January 2022 through a Request for Information.
c) The RFI (Request for Information) is currently at evaluation stage.

d) The development of Coerney Dam and Nooitgedacht Water Scheme are long term water supply assurance projects in Nelson Mandela Bay.

e) The projects are at procurement stages for design and construction respectively, at a cost estimate of R 13 billion.
1.1 OBSERVATIONS: 15 a) The Department must look at the utilisation of the non-value water as per the study that was conducted in 2012. b) The Department must look at assisting the municipalities with the management of maintenance budget as this is pivotal to curbing water wastage through leaks.

c) Waste and water treatment plants must hire skilful and competent people.

There must a strategy on consequence management in municipalities.
d) The Department must devise a plan on the utilisation of grey water as this may save and curb water shortages in the country, moreover for the districts that are affected by drought.

e) The Department must have a plan on the conversion of sewer plants to gas plants, sewer plants in the cape flats will be used as the first plant for this and there should be a plan to expand this to rural areas.
f) The Department must deal with filling key vacancies that exist in their structure, this will capacitate them to deal with water challenges they are faced with.

This exercise must equally be extended to water boards.

Water boards are dysfunctional due to either disbandment or vacant posts.

The Department should prioritise establishing water boards.
g) The Department should have proper systems in place to detect the dysfunctionality of water boards when a need arises, currently the Department invokes section 63 of the Water Service Act, 1997 (Act No.

108 of 1997) when water boards are not functioning well.

2.
2.

MEETING WITH EASTERN CAPE PREMIER AND MEMBERS OF PROVINCIAL EXECUTIVE 2.1 Premier of the Eastern Cape a) The Premier of Eastern Cape, in outlining the capability of the Eastern Cape province towards being a responsive, agile, compassionate and caring province that is able to meet the needs of the communities, reported on progress on a number of initiatives implemented.
b) The progress reported on by the EC Premier includes; administrative leadership stability, which is key in developing a capable state that is responsive to the needs of communities and citizens.

c) In ensuring administrative stability, the EC Province has ensured the filling of thirteen (13) Heads of Departments positions, six (06) of which are occupied by women.
d) The Premier also reported that despite cost cutting measures on compensation of employees(COE), the Province has also strengthened the administrative capacity by filling 3 536 positions utilizing savings from non–core functional areas.
2.2 AVAILABILITY OF LAND FOR INDUSTRIALISATION AND FARMING OF HEMP AND CANNABIS 16 a) The Premier acknowledged that land availability is still a challenge in the Province, and is mainly utilized for subsistence and communal farming, and that some of the farming land is rezoned for human settlement.
b) Despite identified land related challenges, the Premier assured the delegates that the EC Province has land that could be utilized for farming and industrialization of hemp and cannabis, and the potential for success is high due to favorable climatic conditions, access to latest research, as well as adoption of the Eastern Cape Cannabis Strategy to champion commercialization of cannabis and hemp farmers amongst others.

c) The Premier also reported on support given to twenty-eight (28) cannabis farmers.
2.3 SCHOOL RELATED ISSUES The EC Premier outlined challenges that contributed to delays in completion of infrastructure projects which included budget cuts, over commitment of funds over the years leading to non- payment of implementing agencies, and abandonment of construction sites as a result.

However, the Premier reported that despite registered challenges, the provincial department of education has attended the majority of schools that require urgent intervention.
He further reported as follows: a) Covid-19 has badly disrupted the schooling program in the Province, and this has resulted in the closure of some schools.

However, the Province worked hard in ensuring continued schooling in the Province without interruptions.

b) The Provincial Department of Education’s allocation for the current financial year for infrastructure and development amounts to R1.54 Billion.
The Premier committed to a turn-around strategy to ensure full utilization of the allocated budget and implementation of consequence management for failure to effectively spend the allocated budget.

2.4 DEPARTMENT OF EDUCATION, EC MEC Gade, reflected on progress made in the eradication of inappropriate structures in EC schools.

The MEC gave delegates a differentiated definition of mud and inappropriate schools.
He also informed the delegates as follows: a) The EC province is home to five thousand and twenty-eight (5028) schools in total, with 1005 regarded as inappropriate, while 1800 are regarded as unviable and subject to realignment and rationalization.

17 b) The extent of vulnerability of each school is taken into consideration while addressing the said inappropriate schools in the Province.
c) The Department’s intervention is through various mechanisms including via the Accelerated Schools Infrastructure Delivery Initiative (ACSIDI) and Education Infrastructure Grant(IEG).

d) The Department was not able to spend the amount of R205 Millions of IEG, and this amount had to be returned to Treasury.

The MEC reported that this underspending can be attributed to various performance related challenges by various stakeholders including implementing agencies.
e) The Department would be able to eradicate all inappropriate schools and mud schools in the province, if it could be allocated R79 Billion just for this purpose.

f) The challenges faced by the Department as a result of unviable schools that should have been closed a long time ago, but due to transport related challenges and inability of receiving schools to accommodate learners, unviable schools continue to exist costing the Department further funds.
This has necessitated the Department to change focus and consider repurposing of these schools rather that re-alignment and rationalization.

g) The Department has procured two hundred and fifty (250) mobile classrooms to intervene on the overflowing related challenges.

These mobile classrooms are procured through COEGA.

h) Two school hostels have been renovated for better student accommodation in the province.
2.5 DEPARTMENT OF RURAL DEVELOPMENT AND AGRARIAN REFORM The Department was represented by the COO, and he outlined the agricultural landscape of the Province, which according to the COO, has diverse agricultural potential but is mainly good for livestock and followed by grain cropping.

The COO advised the delegates of increasing land degradation which must be attended to.
With regards to cannabis and hemp, the COO reported as follows: a) The EC Provincial government has adopted a Cannabis Strategy aimed at championing and positioning the Province to be a big player in cannabis and hemp enterprising.
b) The Department of Rural Development and Agrarian Reform (DRDAR) is focusing on a hemp and cannabis legislative framework in order to assist hemp producers with obtaining licenses, as well as those requiring medical cannabis licenses through the South African Health Products Regulatory Authority(SAHPRA).

18 c) The licensing fee required for medicinal cannabis by SAHPRA is around R1million per farmer.
d) DRDAR is supporting those hemp farmers who already have licenses and those who have applied, with production inputs such as seeds.

e) DRDAR is committed to obtaining updated research to improve cannabis and hemp competitiveness, and, as such has partnered with research institutes such as the Council for Scientific and Industrial Research (CSIR) and the Agricultural Research Council (ARC).
f) DRDAR has ongoing engagements with the Province’s tertiary institutions for education and technological developments as well as ongoing training and development for cannabis and hemp farmers.

g) DRDAR is in the process of establishing a Cannabis college in Lusikisiki, expected to be completed during 2023-2024 financial year.

h) DRDAR has developed cannabis incubators aimed at assisting cannabis farmers to produce, process, package and market under guidance and support.
i) DRDAR has collaborated with the private sector, which has supported by providing farmers with equipment for processing hemp into various products such as hemp oil etc.

The Department has also managed to establish three MOUs with two credible and licensed private sector companies with offtake agreements with international markets.
The COO reported that the aim of partnering with big companies is to create a market for small farmers as big companies are a market for small farmers, government will make sure that small inexperienced farmers are not exploited.

j) DRDAR is also focusing on communication and social mobilization with sector Departments and other relevant stakeholders including traditional leaders.
2.6 OBSERVATIONS AND FINDINGS a) Delegates expressed their concern regarding the current progress in eradicating inappropriate schools and the completion of building new schools, as well as criteria used to determine which schools to prioritise.

b) Delegates voiced support to DRDAR about ensuring that small farmers partnering with private and well established companies will be protected from exploitation.

3.
3.

MEETING WITH MAYORS 3.1 ALFRED NZO DISTRICT MUNICIPALITY(ANDM) 19 The ANDM, represented by Executive Mayor, Councilor Mhlelembana gave a brief overview of the current statistical information in relation to demographics of the district in terms of majority population group, gender, community type, number of households, poverty status and level of education.
In addressing the readiness of the ANDM’s capacity to respond to the communities, the Executive Mayor reported on progress attained as well as challenges encountered.

Some of the reported progress include the following: a) Improved governance of the municipality as evidenced by improvement in audit outcomes over a period of three consecutive years; and commitment to address any negative audit outcomes.
b) Improvement on the municipality finances, due to the ability to have over R3 million as surplus, as well as increasing liquidity; c) Implementation of various local economic development initiatives.

The Executive Mayor also acknowledged presence of service delivery backlogs in the provision of water, sanitation, as well as electrification.
In addition to service delivery related challenges, the Executive Mayor reported challenges caused by high water losses, low revenue collection due to being one of the poorest municipalities, ageing infrastructure, vandalism, skewed resource allocations, infrastructure capacity, and non functional schemes that require refurbishment and extension.
The Executive Mayor also put forth a number of interventions that are currently underway to address some of the challenges which include implementation of various infrastructure projects such as, Greater Mbizana RBWS.

The Executive Mayor addressed some of the challenges related to the Greater Mbizana RBWS which include a need to ensure that its capacity can service up to 100% of the Mbizana population but only if it can be augmented possibly by the Umtamvuna River.
In relation to Greater Mbizana RBWS, the Executive Mayor reported an amount of R100 million which is with Umgeni Water from the Phase 1 of the Greater Mbizana RBWS.

The Executive Mayor reported that, the R100 million was intended to continue with the bulk line but at the time the district had not started with the reticulation.
3.2 PROVISION OF ADEQUATE SCHOOL INFRASTRURE IN RURAL AND TOWNSHIP AREAS In line with EC oversight area, provision of adequate school infrastructure in rural areas and townships, ANDM reported on schools’ infrastructure which included schools damaged by storms, schools with inappropriate structures, overcrowded schools, schools without sanitation, schools without water and electricity.
20 3.3 AVAILABILITY OF LAND FOR FARMING AND INDUSTRIALIZATION OF HEMP AND CANNABIS About availability of land for farming and industrialization of hemp and cannabis, the ANDM reported as follows: a) Matatiele Municipality developed a database for all those farmers interested in cannabis farming which will be submitted to the Department of Rural Development and Agrarian Reform.
b) Availability of Agricultural Technicians at Alfred Nzo region and Matatiele supporting and assisting interested farmers with technical skills to produce massively and productively in the arable land that they are farming in.

c) Some farmers have also started to apply for licenses in order to produce on a massive scale for the purpose of commercialization and processing of cannabis.

d) Identification of one thousand hectares (1000 ha) of productive, fertile arable in Matatiele.
e) Ntabankulu Local Municipality (NLM) expressed interest in taking the lead in developing a cannabis industry in the Mpondoland region.

The Mayor of Ntabankulu was part of a delegation to Canada with the MEC for Rural Development in the EC Province.
f) Appointment of a cannabis facilitator to conduct research on the quality of the cannabis currently produced in Ntabankulu, to create a local industry as well as to draft an implementable action plan that will guide NLM on how to start supporting the farmers within their jurisdiction to create a local industry that can immediately compete nationally.

g) Several engagements and awareness campaigns were conducted in communities that previously practised farming.
h) DRDAR has identified a potential market for cannabis and hemp seeds, stalks and flowers.

i) Agreement and confirmed offer for offtake agreements with House of Hemp owned by Dr Thandeka Kunene (Founder of one of SA’s oldest hemp clothing and products shop House of Hemp).
The municipality and DRDAR are currently facilitating formal short- term agreements between House of Hemp and the local farmers and the first products will be taken to DHONE for scaling and sale be concluded thereafter 21 Noting great strides achieved, the Executive Mayor also acknowledged the presence of some challenges that if not addressed can compromise success of cannabis farming.
The noted challenges include the following: (j) Farmers not registered as cooperatives under commodity group of cannabis and hemp.

(k) Farmers not having cannabis and hemp licenses, with medical cannabis license regarded as too expensive for small farmers.

(l) Funding related challenges, with farmers struggling to secure funds and capital to kick start their businesses.

(m) Farmers facing operational related challenges like fencing of fields, storage facilities, production, packaging, markets etc.
(n) Lack of relevant capacity building and training to enable farmers to respond to the needs of the market.

(o) Determination of available land has not been properly done.

The Executive Mayor, advised the delegation that, for cannabis and hemp industrialization to be successful, there must be increased financial support from both the private sector and government.
In addition to financial support, the ANDM advised on need for appropriate skilling of all farmers to maximise their potential to produce cannabis and hemp at a maximum level.

In further detailing the support and willingness of the district on industrialisation of cannabis and hemp, the following are some of the Council recommendations put forward: (p) Establishment of village and ward cannabis committees.

(q) Marketing Strategy aimed at lobbying strategic partners to partner with community members.
(r) Encouragement of private public partnerships ensuring efficiency in utilizing available natural resources.

(s) Lobbying for conducting of research, as Council views availability of scientific evidence as important in validating the demand of cannabis products that could be potentially considered for industry processing in Ntabankulu wards.
3.4 OBSERVATIONS AND FINDINGS 22 Delegates noted as follows: a) Service delivery challenges which include water, and other access related challenges undermine human rights of communities and must be addressed as a matter of urgency in order to restore dignity of residents.

b) Challenges brought about by climate changes, such as persistent heavy rainfalls sweeping away low built bridges must be budgeted for and be addressed in collaboration with relevant stakeholders.
c) The success of industrialization of cannabis and hemp would be seriously compromised if water and electricity challenges are not urgently addressed.

d) Primary local cannabis and hemp farmers should produce and process their products, and be involved in the whole value chain process instead of selling raw products to outsiders.

e) The matter related to R100 million with Umgeni Water, which is an entity based in KwaZulu Natal was also a concern noted by the Members.
f) Municipalities convening their strategic planning sessions out of the Province and/or local areas, need to reconsider that practice and look for ways to raise their own economic activities.

g) The municipalities must assist communities in engaging with other spheres of government when there are service delivery delays by those spheres of government.

4.
4.

OR TAMBO DISTRICT MUNICIPALITY The Executive Mayor of OR Tambo District Municipality, Councillor Ngqondwana, addressed legacy challenges inherited from the previous municipal council.

The reported legacy challenges include National Treasury invoking section 216 of the Constitution against the OR Tambo District Municipality.

The Executive Mayor reported that this intervention by National Treasury resulted in halting of the transfer of funds (conditional and non-conditional grants) to the municipality.
It is reported that the National Treasury(NT)’ s intervention against the previous OR Tambo district municipal council was prompted by various and serious breaches which included, passing of unfunded budget, high salary bill, appointment of service providers without following due processes etc.

The Executive Mayor reported that as result of the NT’s intervention, the municipality was in no position to provide services and all projects were halted as a result.
The OR Tambo District Municipality reported on efforts of the current municipal council to address all issues that led to the NT’s intervention, including accepting support from COGTA and the establishment of work streams to address identified issues.
The Executive Mayor, also reported that when the NT eased up on its restrictions, then the municipality was put on 23 another intervention in terms of section 139 of the Constitution by COGTA, which then also intensified their inability to provide services to communities.

The Executive Mayor reported that in order to ensure financial viability of the municipality, the following is being implemented a) Unfunded budgets: Planning process underway to come up with a credible funded budget.
b) High salary bill: There are ongoing engagements with the union on the matter.

c) Wasteful, Fruitless and Unauthorized expenditures: Establishment of a special project unit, addressing the matter and will report to AMPAC about whether to write the debt off or implement other measures.

d) Serious service delivery backlogs: Backlogs are being addressed and most projects stalled by interventions are coming back on track, and will enforce newly revised project implementation plans.
e) Serious commitment to implement SIU report and recommendations.

f) Repurposing of Ntinga Agency: Plan in place to change focus and strengthen this Agency to intensely assist with implementation of LED initiatives.

g) Addressing negative audit outcomes.

h) Quantifying financial loss: Busy with a process of counting costs incurred due to court and counter court cases against the municipality.
4.1 OBSERVATIONS AND FINDINGS Delegates commended the political stability of the current municipal council, but had the following observations: a) Delegates also raised the issue of convening strategic planning sessions outside the district and/or province by municipalities.

b) Delegates were concerned about the over R200 million that was unspent and had to be returned back to NT.

c) Delegates also requested information about tea production within the OR Tambo district municipality.
4.2 CAGUBA SENIOR SECONDARY SCHOOL 4.2.1 Site background Caguba Senior Secondary School started in January 2019 through the process of realignment and rationalization.

The school started with grades 8, 9 and 10.

The combination of learners from nearby primary schools drove the enrolment number to 314 learners in 2019.

The school started with only 7 educators according to PPN (Post Provision Norms) for 2019.The Caguba SSS started introducing grade 12 in 2021.
24 The Project Objective is to provide quality education in order to develop learners holistically, creating unity in a dynamic, democratic and diverse society.

R1 Million is allocated for the school for the current financial year.

4.2.2 Key challenges: a) No provision of LTSM (Learning and Teaching Support Material).

Only 10% of the school’s texts books have been received for grade 12, but grade 10 and 11 received none.

b) Poor classroom conditions.


c) Overcrowding of class rooms as the school only has ten (10) class rooms and needs about 35 class rooms.

The school has been asking the Department to provide them with mobile class rooms and a mobile kitchen (since 2020).

d) Debilitated ablution facilities coupled with poor sanitation, and also considered inadequate to cater for current 500 and more learners.

e) The school currently has no deputy principal, and is in the process of filling two vacant teacher positions.
f) The school is lacking basic infrastructure e.g.

library, laboratory.

g) The school has water access challenges as the water connections are unreliable and was promised four (04) water tanks by the Department in 2019. h) The school is also facing a challenge of scholar transport.

4.2.3 Observations and findings: a) Delegates noted the approval of two (02) routes for the scholar transport.
b) Delegates noted the promise by the District Manager of delivery of mobile classrooms, and requested date of delivery.

c) Delegates noted that sanitation is a huge problem at the school.

d) Delegates noted the undertaking by OR Tambo District Municipality to provide the school with four (04) water tanks.

5.

TEKWINI JUNIOR SECONDARY SCHOOL 5.1 Site background The name of the school is Tekwini J.S.S, located in Port St Johns under the OR Tambo District Municipality.
The school was established as a mud school by the Dutch Reformed Church (DRC) in 1936.

The current building, a prefabricated structure was brought in 1985.

The total budget for the project is R343311.00.

Currently the school has 494 learners enrolled.

There are fourteen (14) educators employed at the school.
25 5.2 Key challenges: a) School building which is a prefabricated structure, has reached its life span and has deteriorated, and is also considered not adequate to accommodate current and b) c) d) e) f) g) envisaged learners.

There is no scholar transport.

There is poor fencing around the school yard, and this prompted the school governing body to hire a security guard to look after the school property.

The security guard receives a monthly stipend paid by the School Governing Body (SGB).
There is insufficient furniture for educators.

School has neither libraries nor laboratories.

The school administration clerk is employed and paid by SGB.

Dagga use by learners, but on this issue, the school reported on working with other stakeholders in order to curb dagga use amongst learners.

h) The school is unable to be re-aligned and rationalized as per the Department of i) j) Education due to the building and scholar transport challenges.

Quality of stationery received is questionable.


Access to water is not regular due to frequent water outages reportedly due to illegal water connections, vandalism, and theft of Eskom infrastructure leading to power outages.

5.3 Desired solutions a) Proper and adequate building structure to cater for current and envisaged learners to be received by the school after successful re-alignment and rationalization.
b) Provision of scholar transport for learners staying within the 5km radius due to the dangerous terrain that learners have to walk through on the way to school.

c) d) e) f) Proper fencing for the school.

Employment of additional educators including essential non- teaching staff.

Building structure and adequate equipment for a library and a laboratory.

Provision of water tanks to service the school during water disruptions.
g) The school to report the issue related to the quality of stationery for the attention of the 26 District Manager.

5.4 Observations and findings a) Community actively trying to improve the school even without government support.

b) SGB vigilantly guarding school funds by ensuring that purchased products provide value for money.

c) The school has partnered with other government departments in handling learner related behaviours.
d) The history of the school should be documented and archived for future references.

e) Delegates noted the undertaking by the Department of Education to erect additional toilets at the school.

f) Delegates noted the undertaking by OR Tambo District Municipality to provide the school with four (04) water tanks.

5.5 Successes a) The learners were able to attend school during Covid-19.

b) The teachers worked very hard under difficult conditions and some of them fell very sick during Covid-19.
c) The learner’s performance has been satisfactory even with rotational schooling.

d) The school received workbooks.

e) Teachers were empowered through QMS workshop.

f) The Representative Council of Learners was very pro-active in assisting the school to implement developmental programs for learners, for example, engaging the nearest health centre (Isilimela hospital) to find more information about the drugs and its effects.
g) The school has established good relations with other government departments for the betterment of learners.

h) Educator Assistants providing a valuable contribution in assisting learners that have learning difficulties especially in languages and mathematics.

i) GSAs helped with cleaning and monitoring learners during breaks 6.
MNCWATHI SENIOR SECONDARY SCHOOL, ALFRED NZO 6.1 Background of the school Mncwathi Senior Secondary School which is located in Alfred Nzo in Bizana, within the Mbizana Local Municipality, South Africa.

The school was officially registered on 1/1/1977.

This is a Public Combined School within rural area suburb and is a quintile level: Q1.

Mncwathi Secondary School is comprised of 933 learners, 10 teachers, 15 classrooms and with no Principal and Deputy Principal.
27 6.2 Key challenges: District Office for Education indicated the following as the key challenges for Mncwathi Senior Secondary School: a) The post for principal has been vacant since the retirement of the principal last year.

The post has been advertised, shortlisting completed and interviews will be conducted next week.

b) The post for deputy principal is vacant.

Due to incorrect profiling of this post, the advertisement thereof has been temporarily withdrawn.
c) The school has a prefabricated structure.

Additional key challenges as identified by the Acting Principal of the School and Chairperson of the SGB: (d) The school has 933 learners with 10 educators.

There is a shortage of 12 educators for the school.

(e) School building which is a prefabricated structure, has reached its life span and has deteriorated, and is also considered not adequate to accommodate current and envisaged learners.
As a result, some classes are completely damaged to the extent that water flows into some of the classrooms during the rainy season.

(f) The floors of most of the classrooms has holes.

(g) The school has insufficient ablution facilities/toilets and as a result thereof learners are forced to share.

There are 6 toilets for males and females respectively.

The doors for the toilets are not installed properly and thus compromise the privacy of learners.
(h) The walls of the classroom are dirty and windows are old and partially damaged.

There is insufficient furniture for the school and learners are compelled to share desks.

(i) The school has insufficient classrooms.

There are 15 classrooms which are supposed to accommodate 933 learners.

Due to this challenge, half of the learners cannot be accommodated at the school.

The office of the principal is damaged and the SGB has attempted to fix it without success due to the age of the prefab structure.
(j) On 16 March 2021, a contractor named Slinga Construction Company and assessors arrived at the school with building plans and promised to build the school.

To date nothing has been done and the Acting Principal has tried to contact the company without success.

(k) It has a shortage of resources, thus the school has no projectors and is forced to use old chalk boards for teaching.

There are no textbooks for each learner and thus learners are forced to share.
(l) The school has a high rate of teenage pregnancy.

(m) The District Office for Education does not provide sufficient food which corresponds with the number of learners some times, and this takes time to be rectified.

28 6.3 Successes a) Despite the challenges confronted by the school, it has achieved good results for grade 12 which was recently phased in in 2021 at the school.

b) The SGB has good working relations with the Acting Principal.
Thus the Chairperson of SGB observes learners even outside school premises and reports to the Acting Principal if necessary.

c) Generally, the learner discipline is good at the school.

d) The school ground is neat and conducive for the learning environment.

e) With assistance of the SGB, the school has employed 10 teacher assistants as a temporary measure to address the educator shortage.

f) The SGB pointed out that it is well trained and understands its responsibilities towards the school.
6.4 Desired solutions: The school requests assistance in regard to the following aspects: a) New structures for classrooms and offices as the current structure is dilapidated since it was brought in 1986. b) Additional furniture for all the offices particularly chairs and tables for learners.

c) Additional resources like projectors and textbooks.

Provision of sufficient textbooks for learners not to share as this poses health risks and thus compromises COVID-19 protocols.
d) Construction of proper ablution facilities/toilets with water supply.

e) Eradication of current pit toilets which pose physical and health risk to learners.

f) Provision of sufficient nutrition for learners and this should be addressed by the District Office.

g) Construction of proper roads leading to the school.

This should be attended to by the municipality as per their IDP program.

h) Additional budget to address challenges confronted by the school.
29 6.5 Observations and findings a) The delegation applauded the school for the good 2021 Grade 12 results despite the challenges confronted.

b) The delegation applauded the good working relations between the Acting Principal of the school and SGB.

c) The delegation noticed that the Officials for the Department of Education under Alfred Nzo Municipality were not prepared for the meetings.
d) The officials for the district municipality could not provide any response with regard to interventions made to address the challenges confronted by the schools visited.

a) The profiles of the schools provided by the officials of the district office contradicted the condition of the school e.g.

the profiles mentioned 911 learners as opposed to 933 learners at the school.

7.
7.

LUNDINI PRIMARY SCHOOL 7.1 Background of the school The school was established in 1994 as an initiative of Miss F. T Fihla, who was concerned about her people and thought of establishing the institution.

It was established as two big mud structures under the supervision of an interim committee.

The school grew and the community erected more classrooms.

On inception, Miss Fihla became the first Principal and her position was later made official in 1997 by the Department.
She was assisted by 2 educators with an enrollment of 105 learners from grades 1-4.

Learners were encouraged to participate in traditional dance as a form of fund-raising for the school.

In 2020, a new Principal was appointed.

The school has a 269 learner population in 2022, with a staff complement of 11 educators such as 9 Post level 1 educators, 1 Department Head and a Principal.
7.2 Key challenges The presentation by the Principal of the school highlighted the following as key challenges: a) Lundini Primary School is a mud school; the school was built without the assistance from government.

It was built through contributions made by parents and assistance they got from other schools.

30 b) Despite all the efforts made by the SGB and parents to request the department to assist, the school was still without fencing until the principal requested assistance from other nearby schools.
c) The school is still using the pit latrine toilets which are not enough to accommodate learners and teachers, as a result of that, some learners cannot access the toilets due to hazards associated with pit latrine toilets and they relieve themselves in the veld.

d) Lundini Primary School doesn’t have a school library and sickbay; as a result, it becomes difficult for sick learners to be assisted at the school.

This necessitates learners having to be sent home when they are sick.
e) The school has not yet received all its textbooks as per the top up requirement of textbooks.

The service provider appointed was scheduled to make the delivery but ended up not doing so.

f) The school does not have scholar transport for learners who reside far from the school.

Some of the parents end up having to pay for the use of private scholar transport as they reside far.
g) Water tanks which the school bought through contributions made by parents are also in a dire state, the school has been communicating with the Department for assistance but in vain.

7.3 Intervention strategies by the Department a) The school was amongst 4 schools that had disasters towards the end of 2021. b) Quest to assist the school is underway and service providers have already been appointed.
The process is at a stage where service providers must be informed of the outcome of the adjudication process.

c) Lundini primary was earmarked to be amongst the schools to be funded by the Department of Education district office under an in-house fund for the construction of toilets.

Funds to execute this task will be available in 2022/23 financial term.
d) The Provincial Department of Education has promised to assist the school in dealing with class overcrowding issues, the district office applied for assistance with 4 temporary classrooms, however, the provincial department has promised to deliver only 2.

The move to assist with 2 classrooms instead of 4 was motivated by the fact that there are classes already.

This does not take into consideration the fact that the available classes are mud classes which were built by parents and SGB.
7.4 Progress to date 31 a) Intervention of the Department on disaster matter: o Two assessors were appointed by the Department, one of the assessors recommended that the school must be built from the start as it’s a mud school.

b) Challenge of textbooks o The District Department promised to make a follow up with the appointed service provider on the delivery of textbooks, other learning material was delivered and some of the textbooks.
c) The school has a properly functioning school feeding scheme; learners even receive breakfast.

d) The school has all the teacher’s posts filled with the exception of 1 teacher who is on incapacity leave.

o The post of the teacher who is incapacitated to work was normally filled by a temporary teacher up until the Department ran out of budget to take the temporary teacher.

The district office promised to make a follow up with the Department after the new budget.

8.
8.

ABAMBO CANNABIS FARM 8.1 Background of the site The Abambo Farm, located in Port St Johns town, is owned and operated by Ms Yolisa Ntola.

The farm came into being in 2020.Ms Ntola started as a tomato farmer, but due to the diminishing market for tomatoes, she changed focus and started cannabis farming on her small holding farm.

She has acquired admirable knowledge about cannabis farming.

The farm employs about 10 seasonal workers.

It does not receive any kind of funding.


a) The farm was started in the year 2020 and at the time it was the first farm in Port St Johns to apply for a permit to harvest cannabis and hemp.

b) The Abambo farm has not yet received its operating licence despite applying for it in 2020, and at present is only operating under a provisional provincial issued licence, whilst waiting for final approval from national government.
c) Abambo farm started with cultivating cannabis seed purchased from Kwa-Zulu Natal, and is currently able to source and purchase seeds from overseas.

d) Covid-19 disrupted plans of the farm but somehow it managed to make a profit through cannabis sales.

e) Abambo farm acquired knowledge and equipment to process cannabis to produce cannabis oil, but on a small scale due to lack of appropriate machinery to produce large 32 quantities.

f) The farm has no water challenges.


g) The farm needs assistance with new tunnels as the ones it has are extremely old.

h) The cannabis that is being cultivated at the farm requires organic fertilizer and it is expensive to acquire.

i) The farm is unable to exploit all available markets due to not having an operating licence.

j) The farm is growing two strains of cannabis, an African and oversees strain, and has noticed that the overseas strain has more monetary value at the moment and is thriving.
k) The owner of the farm voiced the need for additional empowerment and training to be able to grow good quality cannabis that is best for medicine, textile and consumption.

l) The farm owner voiced willingness to discuss the issue of collaborations with other farmers for uniformity in cannabis farming.

m) The farm owner voiced the need to be consulted and to be involved in discussions and plans of government to give inputs.
8.2 Discussions and Questions a) Delegates congratulated the Abambo farm owner for venturing into cannabis farming as a woman, thus breaking gender barriers and stereotypes.

b) Delegates requested DRDAR officials to accelerate the process of obtaining licenses.

c) Delegates appreciated information provided about differences between African and overseas cannabis strains.

d) Delegates voiced concern about the farm’s inability to access international markets, considering licensing challenges.
e) Delegates questioned the impact of electricity load shedding on farms operations that requires electricity.

8.3 Responses from the Provincial Department of Agriculture a) The Department reported about a pilot project at Matlaneni village in Lusikisiki aimed at supporting cannabis farmers in terms of production and access to markets, and about an amount of R10 million set aside to commercialize cannabis in the EC Province including identification of twenty-eight (28) farmers to be supported.
b) The Department promised to fast-track the issue of licencing / permits, and further reported about the development of a cannabis farmer’s database aimed at ensuring appropriate support to all cannabis farmers.

8.4 Successes a) The sales of cannabis in the farm thrived even during the pandemic of Covid-19 and it was the only source of income.

33 9.

Community engagement at GINGQI A/A The delegation met with cannabis farmers from Gingqi A/A.

The engagement was held at Bulawu location.


The purpose of the engagement was to give these individual cannabis farmers an opportunity to voice their concerns with regard to farming cannabis.

The Ginqgi cannabis farmers were vocal and not apologetic about the importance of planting cannabis.

They informed the delegation that cannabis has been an important source of livelihood for generations in their community.
However, they pointed out various obstacles that hinder them in becoming commercial cannabis farmers as follows: a) Continuous harassment and confiscation of cannabis allegedly by SAPS officials and/or people pretending to be SAPS officials.

b) Uncertainty about current legality of cannabis after the Constitutional Court ruling in 2018, which decriminalized use of cannabis for both personal and medicinal purposes.
c) Aggrieved by the prescribed quantity of cannabis plants (04 plants) that households should have for personal and medicinal use as per the above mentioned Constitutional Court order.

d) Absence of accessible market for cannabis.

e) Lack of relevant training to capacitate cannabis farmers towards production of high quality products.

f) Lack of financial support for production and input costs.

g) Expensive fees required for obtaining operational license and permit.
h) Inadequate information about establishment of cooperatives, and how these will assist the individual cannabis farmers.

i) Challenges in accessing water for cultivation of cannabis.

The Gingqi cannabis farmers were also of the view that they have experience in planting and handling of cannabis, and as such strategic partnerships should be formed with them.
They also proposed that: 34 j) Gingqi cannabis farmers must be regarded as an important stakeholder in cannabis enterprising and as such must be represented in various platforms where decisions about cannabis are made.

k) The training on cannabis should take into consideration the indigenous knowledge of Gingqi cannabis farmers, and ways must be found to infuse that knowledge with current cannabis training modalities.
l) The community must be involved in the whole value–chain of cannabis enterprising, and processing factories must be established within the same localities.

m) Parliament must accelerate the processing of the Cannabis Bill, and ensure full decriminalization of commercialization of cannabis for all available markets.

n) The community also requested that other crop farmers should not be left behind in terms of financial assistance or any other related support.
District representatives from the Department of Rural Development and Agrarian Reform(DRDAR), shared the Department’s plans with regards to industrialization of cannabis as well as encouraged the community to continue with cannabis farming.
The DRDAR officials encouraged the Ginqgi cannabis farmers as follows: o) Individual farmers to consider forming cooperatives, as another important measure that can improve their collective competitiveness and viability, as well as assist in obtaining operation licenses.

p) Individual farmers to ensure that their names are listed on the database of the district cannabis farmers as this will ensure ease of communicating with them.
q) The DRDAR officials also promised the community about empowering them with training, and that indigenous knowledge and prior experience will be taken into consideration.

9.1 Observations and findings • Delegates were concerned about allegations of harassment by SAPS.

• Delegates agreed on the importance of accelerating the processing of cannabis proposed reforms, which will also protect community members from being taken advantage of, under the pretext of policing of cannabis.

10.
10.

SIGIDI DEVELOPMENT PTY LTD 10.1 Background of project Sigidi Development Pty Ltd, operates from the Sigidi Village in the Eastern Cape, was registered on 15 April 2013 (Reg.

no 2013/063312/7).

The business currently has two shareholders who drive the vision and are responsible for operations.

The two shareholders, namely, Mr Vuyisile Dlamini and Ms Ncumisa Dlamini both have extensive experience in subsistence farming and particularly in growing sweet potatoes.
The shareholders have now explored cannabis farming as a new venture for their project.

35 10.2 Objectives of the project Sigidi Business Development is intended to be a successful black and locally owned agricultural enterprise.

The company believes that more successful businesses, the more support to community through local job creation and the generation of income by the farmers.

Its objectives in this regard is to ensure that fair wages are paid and fair prices to farmers for their produce.
Its objective is to create local jobs in agriculture and to demonstrate that farming is a viable option for employment and income generation.

10.3 Number of beneficiaries of the project The company had 18 employees however due to COVID-19, the company is left with 8 employees including the two directors.

It has hired 5 interns which are paid 2500 per month.
10.4 Departments supporting the project Sigidi Business Development is being supported by The Siyazisiza Trust and Sustain the Wild Coast, both NGOs working in the area, through the Amadiba Agroecology and other support programmes.

The business has also been supported by the Mbizana Local Municipality with two tunnels for the production of cannabis and with 150 bags of fertilizer.
10.5 Challenges a) The project has insufficient tunnels to ensure that the cannabis plants are protected as this affects the quality thereof.

b) In providing assistance, government instructs cannabis farmers on how to plant cannabis which contradicts with the knowledge/experience they possess and thus downgrades the quality of the cannabis.

c) The farm does not possess permits to grow cannabis as it is expensive.

d) The farm does not have sufficient water supply.


36 e) The farm does not have beds to dry cannabis, this compromises the quality thereof.

f) The farm cannot afford to purchase seeds which are very expensive.

g) The farm is poorly fenced.

h) Covid-19 has had a significant impact on the business, initially due to lockdowns, the closure of informal markets, and in difficulties experienced over these periods in accessing inputs.
Due to the decline in the economy there were job-losses and disposable income.

i) Smallholder farmers are still at a disadvantage in competing with large-scale commercial farmers (in both informal and formal markets).

Communities have limited opportunities in beneficiation and value-added opportunities.
j) Provincial government (through DRDAR) have expressed interest in supporting the cannabis growers in the area but there seems to be conflicting and unclear individual and private sector interests contained in such support and the community is nervous to engage when it is still unclear what this support and their involvement will ultimately cost.

10.6 Successes a) The project assists the community members in sharing knowledge on how to grow cannabis in order to establish their own farms.
b) This has created job opportunities and alleviated cannabis theft which is rife in the village.

c) The project has hired 5 interns which are taught how to farm and encouraged to established their farms.

The interns are paid a monthly stipend.

d) The company also supplies sweet potatoes to the Durban Fresh Produce Market where it leases a storeroom and a stand and employs two agents to manage sales and distribution.

e) The farm supplies Madumbe at City Deep Market in Johannesburg.
f) The business buys its produce from 130 farmers across 6 villages and more recently has begun producing its own supply through the cultivation of 20 hectares of its own land in order to meet market demand.

g) The business has access to 1000 hectares of land.

10.7 Solutions or assistance from government a) Access to funding: The market is huge and competitive but the company cannot obtain funding because it only supplies informal markets and it does not have an off-take agreement.
Government must recognize informal markets and assist with funding.

When 37 allocating funds, the process should be transparent and in writing to specify a percentage allocated per farmer to avoid unnecessary tensions.

b) Transport: Currently, City Deep Market is in need of Madumbes but the company cannot deliver because its car is too small to carry a load to Johannesburg the costs are too high.

The company needs assistance with a 5-ton truck.


c) Tractor: Sigidi Development works with 150 subsistence farmers who produce sweet potatoes and Madumbes, it acts as a market for these farmers by buying their produce and supplies to its market.

It is using its tractor to plough for these farmers and this creates a big challenge.

Thus the company does not manage with one tractor and implements.

Therefore, assistance is requested with a tractor and its implements.
d) Tunnels: To be able to produce quality cannabis one needs big tunnels and access to clean water.

Assist with 4 tunnels and a borehole.

e) Cannabis Seeds: Cannabis has been busting the business for the past 4 years and all its 15 employees are paid from the proceeds from cannabis but the big challenge are the high cost of price per seed.

Therefore, assistance is requested for the supply of seeds and 10 additional employees and 300 bags of fertilizer.
f) Support: Farmers requested government to support/respect the methods farmers utilise to farm cannabis.

If government provides the necessary support, this will create many job opportunities.

10.8 Observations The delegates were concerned about the following: a) Insufficient tunnels which assists in protecting the cannabis from the rain/outside exposure.

Insufficient water supply as the cannabis consumes a lot of water.
Issuance of permits which requires farmers to comply with a certain criteria set out by government.

Lack of access to markets due to lack of permits.

Expensive seeds which the farmers cannot afford to purchase.

b) c) d) e) The delegation was impressed with the Sgidi Development Project for creating employment opportunities for the communities particularly the youth.

The project was applauded for encouraging/supporting its employees to establish their own farms.

11.
11.

TASHE CANNABIS PROJECT 38 Tashe Cannabis project is spearheaded by Mr Mathumbu, who cultivates cannabis in his own yard.

The project was registered on 11 July 2018.

It is located in Mbizana under Winnie Madikizela Mandela Local Municipality.

11.1 Progress to date a) Tashe cannabis project has employed 3 females and 3 males to cut cannabis and they get paid a stipend of R100 a day.
b) Tashe presentation also revealed that some of the women who are employed by the project are women who have been unemployed and remain unemployable because of age.

c) Tashe cannabis project also employs young people as a means to elevate them and equip them with the necessary skills so that they may be also become cannabis growers.

d) The project has managed to establish its own nursery as a means to deal with the challenge they have of not having seeds.
11.2 Intervention Strategies by the department and municipality a) The Department of Agriculture was also part of the delegation and took concerns raised by all the farmers in the area with an intention to make a follow-up visit and try to assist and equip cannabis growers.
b) Winnie Madikizela-Mandela Municipality also highlighted the issue of scarcity of water in the villages as they are far from the central business district, the only solution that was put forward in respect to water scarcity was to erect a borehole for the community, which ultimately will also benefit farmers.

11.3 Challenges a) There is a lack of availability of space and land for the farmers to be able to grow cannabis and also be able to store it.
b) Farmers need government to assist them with shade houses where they are able to cultivate their cannabis throughout the year.

Currently, the method they are using which does not involve shade houses and growing tunnels, makes it difficult to have stock throughout the year because of the change of seasons.

39 c) Farmers also raised a concern with the availability of water in the area, they also highlighted that growing cannabis requires undisturbed access to water.
d) It was also raised that acquiring permits to grow cannabis may not be possible for them as they do not have permission to occupy the land where they grow their cannabis.

The land they occupy belongs to chieftaincy in their area.

e) Farmers raised that they do not have a market in where they can sell their cannabis and other plants they grow (amadumbe and sweet potato) as proper markets require them to have permits.

12.
12.

NDWENDWE COOPERATIVE 12.1 Background of Ndwendwe Co-op The Co-op was established in April 2021 and it is comprised of 7 members.

The project was formed in Dumasi Village in ward 25.

It is currently located in Xholobeni village under Alfred Nzo District Municipality.

The project was established to address the high rate of unemployed in the village.

The project is named after the two rivers in the village called Ndwendwe.

The project is currently farming cannabis and growing crops called amadumbe.
12.2 Challenges a) The Coop has insufficient tunnels to assist to grow cannabis throughout the year.

The tunnels protect the cannabis from the rain which compromises its quality.

It has insufficient space to dry the cannabis and this compromises its quality.

b) The Coop operates without a permit as it is too expensive and because of that the Coop cannot access the markets.

c) It has insufficient water supply as cannabis consumes a lot of water.
d) The Coop cannot afford proper fencing due to its high costs.

12.3 Successes a) The Co-op is self-reliant and does not purchase cannabis plants due to its successful cannabis cloning.

As a result, it sells its cannabis plants to other farmers who are purchasing in bulk.

b) Moreover, it donates cannabis plants to upcoming and struggling farmers in the village.

c) The knowledge on cannabis cloning is shared with other upcoming farmers free of charge.
d) The Co-op does not necessarily require seed assistance as it relies on its excellent cannabis cloning.

e) The Co-op creates job opportunities for the unemployed youth and those who have matriculated but cannot afford University fees.

40 12.4 Desired solutions a) Request assistance from government in terms of issuance of permits in order to access the markets.

Request tunnels for cannabis growing.

Requests government to erect boreholes to address issue of insufficient water supply.
Request proper fencing for the project.

b) c) d) 12.5 Observations and findings a) The delegation noted that the market is not regulated and sustainable as it does not have reliable clientele.

b) The delegation noted that the Co-op fails to comply with government specifications for the issuance of permits which affects access to the markets.

In this regard, it was requested to comply.

c) Government committed to assist in this regard.


Moreover, the Deputy Minister of Small Business Development committed to look into challenges as pointed out by the farmers and assist accordingly.

13.
13.

GENERAL CONCERNS AND RECOMMENDATIONS The following are general concerns and recommendations from delegates: a) Planning and coordination of NCOP Provincial week: The delegates were of the view that planning, coordination and communication with regards to Provincial Week must be strengthened between the NCOP and the EC Legislature.
This is to ensure that both the delegates from NCOP and EC Legislature are able to participate for the whole Provincial Week without having to choose between concurrent programs.

b) Site visits and locations of projects: The delegates pleaded for due care and consideration during identification of projects and other logistical arrangements (accommodation) in order to prevent delegates spending most time travelling instead of engaging with projects.
41 c) Implementation of urgent matters emanating from the visit: The delegates agreed that the EC Legislature and the NCOP must attend to urgent matters that emanated from the visit even before the adoption of the NCOP Provincial Week Report.
d) Written reports and senior management representation: The delegates requested that, all affected government departments responsible for the identified oversight areas of the Provincial Week, must bring written reports detailing progress about the identified oversight areas.
It was also agreed that departments must be represented by officials with relevant and appropriate authority and seniority, and that all relevant sections, such as, Human Resources, Finance and Infrastructure of a particular department should be represented and actively engage with the Delegation.

e) Gaining entry in rural areas: The delegates advised the NCOP to ensure that traditional leaders are engaged prior if the projects to be visited are in rural areas and under traditional authority.
f) Absence of NCOP delegates: The delegates voiced their concern about NCOP delegates who were not part of the Provincial Week, and further advised postponing the next Provincial Week if the majority of NCOP delegates are unable to attend.

g) Commitment to Cannabis and Hemp enterprising: The delegates urged the EC provincial government to be serious about commercialization of cannabis and hemp, and pleaded for implementation of SONA, SOPA and DRDAR 2021/2022 policy speech pertaining to cannabis and hemp.
The delegates also pleaded with EC government to ensure involvement of economic cluster departments to be stakeholders on cannabis and hemp enterprising.

h) NCOP Provincial Week findings: The delegates urged all affected departments to address all matters that came out during the session, and that the findings of the Provincial Week must also be part of guiding documents during departmental planning.

2.

FREE STATE PROVINCE 2.1.


Provincial Overview 42 The Free State province covers a surface are of 129 825km2, which constitutes 10.6% of the total surface of South Africa.

The Province is located in the geographical centre of South Africa and is bordered by the Northern Cape, Eastern Cape, North West, Mpumalanga, KwaZulu- Natal and Gauteng provinces.

The Free State is a rural province, consisting of farmland, mountains, goldfields and towns that widely spread in terms of location.
In terms of demographics, the Free State has a population of 2 932 million people, which constitute 4.9% of the overall population of South Africa.

In Free State, the dominant age group is 10-14, representing 10% of the provincial population.

The majority of the population are females (51.7%), whilst males represent 48.3%.

The Free State province is divided into 24 municipalities, which includes: One Metropolitan Municipality (Mangaung); Four District Municipalities; Nineteen Local Municipalities.
The main industries supporting the Free State economy are agriculture, mining and manufacturing.

By the end of the third quarter of the 2020/21 financial year, the official unemployment rate in the Free State was 38.1%, whilst the extended unemployment rate was 45.8%.

The Free State province ranks under the top four provinces where individuals benefited from social grants, at 39.1%.

It is also one of the provinces where more than half of all households (59%) received at least one type of social grant.
This includes the Covid-19 Social Relief Distress (SRD) grant of R350 per person per month to mitigate the impact of the pandemic, which was rolled out in 2020, with 842 744 people benefiting from this grant.

The majority (83.6%) of households live in formal dwellings, whilst 14.3% live in informal dwellings.

The remaining households live in traditional dwellings (2.1%).

A total of 93.3% of households have access to tap water inside their dwellings, off-site or on-site.
The percentage of households with access to water in the Free State decreased by 2.3% between 2002 and 2020.

In terms of education, 2.6% of the population have no formal education, whilst a total of 86.9 has some primary education, completed primary education, lower secondary education, upper secondary education or Grade 12.

A further 10.5% of the population have post-school qualifications.
In the Free State, the average percentage of households with access to water has decreased from 90.9% in 2012 to 89.1% in 2020.

Overall, access to water in South Africa has been around 90% from 2010 to 2014, with significant fluctuations.

The Free State province has always lagged behind concerning access to water as the highest access percentage ever achieved is 97% in 2005.

However, Free State province has regressed to the lowest level of access in 2019 and picked up to 93.3% in 2020.
Notwithstanding the improved access to sanitation facilities, the percentage of households that continued to use buckets toilets have been declining consistently between 2002 and 2019, with the Free State declining by 13%.

43 2.2 Briefing by the Department of Cooperative Governance and Traditional Affairs The MEC of the Department of Cooperative Governance and Traditional Affairs briefed Members of the Provincial Legislature on status of water and sanitation in the Free State Province.
The briefing provided a provincial overview of water resource management; status of water & waste water treatment works, issues of compliance with relevant legislative requirements & enforcement; water & sanitation infrastructure development; institutional and revenue management.

The Department indicated that the status of water treatment works is 27% partially operational, and 42% fully operational.

There are 29 section 19 reported pollution cases due to poor maintenance.
There are 29 planned projects for 2021/2022 for municipalities, 40 projects under construction and 17 completed projects During the 2021/2022 financial year, the Regional Bulk Infrastructure Grant (RBIG) created 163 number of jobs while the Water Services Infrastructure Grant (WSIG) created 83 jobs in the municipalities Some of the grants completed projects that created jobs within the municipalities included the completion of refurbishment of Frankford Water Treatment Works; refurbishment of Parys Trident Plant and Water Treatment Works; upgrading of Caledon raw water abstraction point and Hobhouse rehabilitation of Water Waste Treatment Work and Pump Station.
2.3.

Briefing by Free State Development Cooperation (FDC) The Chief Executive Officer of the Free State Development Corporation briefed members of about the role of the Free State Development Corporation as a Finance Development Institute of the Free State Government in the economic recovery, reconstruction and development, overview of special economic zones and industrial parks, and major infrastructure projects.
The Free State Development Corporation (FDC) has three Industrial Parks in Botshabelo, Thaba Nchu and Maluti-A-Phofung and one Special Economic Zone in Harrismith.

The Industrial Parks are made accessible to SMMEs and others are directly funded by the FDC.

There are two major projects which are is still at the planning stage: one is the N8 Development Corridor and the other one the revitalisation of the Matjhabeng Airport.

44 2.4.
44 2.4.

Briefing by Bloem Water Board The Chief Executive Officer of the Board briefed permanent delegates and members of the legislature about the role of the Bloem water in the bulk water supply and water and sanitation infrastructure development and the state of finances of the Bloem Water.

The Water Board was established in 1991, in terms with the Water Services Act (WSA) 108 of 1997.
The primary activity of Water Boards is to provide bulk water services to other water services within the designated areas of operations.

Despite the huge debts by municipalities which is over R5 Billion, Bloem Water continues to strife to be financially viable.

Bloem Water was appointed as the implementing agent in March 2021 to connect 254 Jo-Jo tanks to the reticulation system in 13 Local Municipalities in the Free State.

The Water Board managed to complete 198 connections of the 254 Tanks.
The non-payment by Mangaung Metropolitan Municipality; Kopanong Local Municipality and Mantsopa Local Municipalities has affected the Board ability to operate; to fund and attract finances for CAPEX requirements, and this has also jeopardized the approval of borrowing limit Due to non-payment by municipalities there is a high risk of water security and supply, water demand exceeding the current water infrastructure, and deteriorating water quality.
The Chief Executive 0fficer recommended that the payment of bulk water must be enforced by the National Treasury and audited by the Auditor-General.

The Bloemwater is currently in the process of merger with Sedibeng Water to improve service delivery and increase footprint to cover most areas.

It was also recommended that an alternative funding model for Water Boards servicing low income municipalities be explored.

2.5.
2.5.

Briefing by Sedibeng Water Board The Acting Chief Executive Officer of Sedibeng Water Board briefed the Permanent Delegates and Members of the Legislature on the status of water in its designated areas of operation in the Free State Province.

It was pointed out that Masilonyana Local Municipality is not part of the areas serviced by Sedibeng Water.

45 The local municipality takes water from the supply line of the Sedibeng water to the Leeuwbuilt reservoir situated near Theunissen.
This water has been taken by municipal tankers for use in Winburg.

The Sedibeng Water has supported the local municipality in the past with maintenance of water treatment plants in Winburg, Theunissen and Brandfort.
The NCOP Permanent Delegates and Members of the Legislature have noted that some of the water and sanitation infrastructural challenges facing Madibeng Water Board and Water Service Authority include vandalism and theft which has resulted in the non-functionality of water pumps and the disruption of water supply to the communities.

The legislature has also noted the cost recovery from Water Service Authorities which has escalated the debt to R5 Billion in the Free State.
The debt has impacted the state of the water infrastructure in the region as well as the procurement and retention of adequate staff.

2.6.

Briefing by Mangaung of Metropolitan Municipality The Acting City Manager briefed Permanent Delegates and Members of the Legislature on the status of Mangaung Metropolitan Municipality in relation to the provision of water and sanitation.

The Mangaung Metropolitan Municipality is serviced by 8 dams with combined capacity of 287.2 million cubic metres (Mm3).
All the dams are currently full.

The surface sources are augmented by boreholes, especially in the small towns that are part of the metro.

Six water treatment works with a design capacity of 375 mega litres per day service the metro municipality.

The Maselsproot Plant (110 MI/day is owned by the Mangaung Metropolitan Municipality and currently operate around 40% capacity.

The plant is being refurbished and upgraded with an intention to improve supply from the metro municipality.
The metro municipality is a water service authority and water service provider.

In terms of Service level agreement, the metro municipality is supposed to supply 31% of the potable water and the balance of 69% coming from Bloem Water as a service provider The Service Level Agreement is being reviewed.

The Metro Municipality plans to push its supply to 49% after the completion of the refurbishment and upgrading of Masselspoort plant.
On the status of water business, the metro municipality is operating with a net deficit of approximately R600 million per annum.

The global efficiency has dropped to less than 30%.

Water losses average at 46% of the restricted demand (avg218.2 1 ML/day higher than 15 to 30%norm.

The cash collection has dropped to less than 50%.

166 km of pipeline (asbestos and cast iron) in the ten suburbs needs urgent replacement estimated at the cost of R58 Million.
46 Some of the water challenges in the rural areas (e.g.
Dewesdorp, Wepener, Soutpan, Thaba Nchu and Botshabelo) include resources constrain for full implementation of water conservation and water demand management; vandalism, vacancy rate and fleet management; and shortage of water tankers during emergency; The major sanitation challenges in the rural areas faced by metro municipality involve inadequate pump capacity; vandalism of pump stations and treatment plants; dilapidated pipes, mushrooming of informal settlement; non-sustainability of chemical toilets.
2.7.

Briefing by Kopanong Local Municipality The Mayor of Kopanong Local Municipality briefed members of the legislature on the waterand sanitation status of the local municipality.
The briefing focused on infrastructure; wastewater treatment works; pump station; wastewater treatment plant; general challenges access to water supply; mitigation strategies; water supply and Jojo Tanks; sanitation; provision of electricity; refuse removal; roads and storm water; municipal fleet and recommendations The Springfontein Wastewater Treatment Works has been in operation for more than 20 years with limited upgrades and refurbishment, hence the current condition of the plant is poor.
Critical upgrades and refurbishment are needed to ensure that the plant is functioning properly and that any affluent discharged comply with the required standards of Green Drop status.
The Local Municipality has submitted business plans to Sector Departments for funding allocations for the upgrading of the wastewater treatment works Through the Municipal Infrastructure Grant (MIG) the Local Municipality has managed to obtain an allocation amounting to R 7.2 Millions of upgrading of a Springfontein Pump Station and 3KM sewer line.

The project is presently at 98% completion state.


The town of Bethulie consist of three sewer pump station and are the main reason for sewer spillage due to their insufficient capacities and old infrastructure.

Over the years, the town has developed and the population has increased rapidly, leading to more pressure on the infrastructure.

Another infrastructure challenge to sewer blockages is clay/ asbestos sewer pipe lines that are fragile due to age.
These lines often collapse and it has become difficult for the local municipality to repair as the materials for repairing of sewer pipes is no longer in the market.

47 The Local Municipality is a water service authority and Bloemwater is contracted by the municipality as water service provider for supply of bulk water in all nine town of the local municipality.
As the result of non-payment of Bloemwater account over the past years, the local municipality has found itself with a debt of over R500 Million owned to the Water Board The Local Municipality is presently experiencing numerous challenges in its water business and the main challenge is 30% restrictions imposed by Bloemwater as a result of the municipality’s failure to maintain the account due to financial constraints.
The Local Municipality has made recommendations to sector departments for funding allocation for yellow fleet; ageing infrastructure; operation and maintenance; assistance with Master Plans; assistance with township establishment for land availability and review of funding criteria especially MIG, WSIG and equitable share allocation in order to deal with backlogs The general challenges of Wastewater Treatment Works facing the local municipality that needs interventions include the erection of new perimeter security fence; installation of flow meter; installation of mechanical waste screen; installation of electrical instrument panel board for one pump station and renovation of vandalized chemical dozing room 2.8.
Briefing by Masilonyana Local Municipality The Mayor of the Local Municipality briefed Permanent Delegates and Members of the Legislature on the status of water and sanitation projects.

The presentation focused on Winburg/ Mmakeleketla sewer pump stations and water treatment works; upgrading of Winburg Water Treatment works; water purification project in Brandfort; Sedibeng bulk water pipeline; upgrading of water reticulation network and eradication of bucket system in Theunnissen.
The scope of work of Winburg sewer pump station and water treatment work involves refurbishing of mechanical motors, installation of electrical lights; jetting of blocked pipes upgrading of pipe lines and refurbishment of wastewater treatment plant.
The scope of work of the upgrading of Winburg Water Treatment Works focuses on the construction of dozing building; construction of rapid gravity sand filters; refurbishment of Clari- Flocculator; construction of raw water pipe lines; interconnecting pipework and construction of new process controller room.
48 The scope of water purification project in Brandford involves replacing of filter media; replacement of nozzles of sand filters; installation of Clearwater spare pump; pump and motor maintenance and replacement of 10351 control unit at pump station.
The scope of Sedibeng Winburg bulk water pipeline includes pump station at Sedibeng reservoir and intermediate booster pump station along the pipeline and installation of steel pipes and long bulk pipelines from Sedibeng water reservoir The scope of upgrading water reticulation network and new pipelines in Boitumelo/ Windburg focuses on installation of gates valves, fire hydrants and construction of scour valve chamber and related works from water treatment works to reservoir in Windburg.
The scope of eradication of bucket system in Theunnissen involves installation of diameter pipelines; construction of top structures; connection of households and connection of existing internal sewer reticulation to the main trunk line.

This project is Social Labour Project that is funded by the Mining companies that are operating within the area.

2.9.
2.9.

Briefing by South African Local Government Association The Senior Official of the South African Local Government Association briefed Members the mandate of SALGA; their interventions in assisting the Councillors, overviews of Masilonyana Local Municipality; Kopanong Local Municipality and Mangaung Metropolitan Municipality.
The overviews provided information on infrastructure, water and sanitation challenges; municipal plans for water and sanitation; governance and administration; administrative capacity of section 57&56; governance capacity and capacity programmes.

The Senior Official of (SALGA) informed permanent delegates that the contract of the City Manager was terminated in July 2021; however, his contract was ending 31 March 2022.
The Chief Financial Officer, Head of Human Settlement and Housing Contracts ends on 30 April 2022.

The contracts of HODs of fleet Management, economic and Rural Development and Social Services end 31 March 2022.

The contract for HOD Engineering Services ends 30 April 2022.
The contract for Director Corporate Services ends 30 November 2022 As part of capacity building of the councillors post 2021 Local Government Election, the South African Local Government Association has in collaboration with the Department of Cooperative Governance and Traditional Affairs have capacitated the municipality on modules related to policy and legislation; municipal governance; municipal role players and stakeholders; municipal procedures and protocols On status of water and sanitation in Masilonyana Local Municipality, SALGA indicated that for several years the local municipality was marred with poor water quality and interrupted water 49 provision.
The Local Municipality is still experiencing challenges of completing construction of a bulk water supply pipeline from Sedibeng Water reservoirs to Winburg reservoir and eradication of bucket system in Theunnissen On the status of water provision in Koponong Local Municipality SALGA Senior Official indicated that the local municipality is experiencing network spillages, financial constraints and litigations by the Rate Payers Associations.

3.
3.

Site Visit Botshabelo Digital Hub Botshabelo Digital is a multi-stakeholder digital hub established to develop, nurture and accelerate growth of the SMMEs through digital innovation that addresses community challenges.

The Digital Hub has tailored programmes that are targeted at making real difference in Enterprise & Supplier Development (ESD), skills development, job creation and community development.
The digital hub is registered as a Non-Profit Organization (NPO), and its mandate revolves around enterprise development and new venture creation.
This means that 100% of funds sponsored goes directly to business development, skills development and social impact initiatives The Digital Hub operations project has gained the support of some investors, including the Small Enterprise Development Agency (SEDA), Free State Development Corporation (FDC), Department of Trade, Industry and International Corporation (DTIC), Mangaung Metropolitan Municipality and Softstart as a Business & Technology Incubator.
The digital hubs also serves as training centres for community members, provide access to information and communication technology (ICT) facilities and enable incubation for mainly young entrepreneurs operating in the ICT sector.

The digital hubs programme focuses on creating a central meeting point for technology, innovation and creative businesses in the areas surrounding the industrial parks.

4.
4.

Site Visit to Mangaung Rural Areas (Dewesdorp & Wepener) The delegates conducted site visits to Dewesdorp and Wepener in order to assess the state of water pumps, sewage works and pump stations.

Upon arrival at the identified sites, there 50 were no officials from the municipality.

Delegates expressed serious concerns about the failure of municipal officials to accompany the delegates to the sites.

Delegates had to rely on the informal briefing by a councillor who was available.
Out of three pumps, only one is functioning as the other two were destroyed by the lightning.

Due to the lack of water pumps, the reservoir relies on the force of gravity to pump water from Bloem Water reservoir to the municipal reservoir.

This has resulted in the slow pace of water being pumped in the municipal reservoir.
5.Site Visit on Waste Water Plant in Reddersberg  Delegates took note of the oxidation ponds being dry for a long time and that the water treatment plants have not been operational for years.

However, delegates were concerned that the infrastructure of the Municipality is not being maintained and secured.

 Delegates took note of the fencing installed by the Municipality in an attempt to keep out animals from entering the premises and other security measures.
However, delegates were not impressed with the pump not being well fenced to tighten up security and avoid on site theft and vandalism.

 Delegates noted that Bloem Water only allows the Municipality to utilise 30% of water services.

Moreover, the delegates highlighted that the Municipality owes Bloem water more than 500 million for water services and insisted that the Municipality to strategies on corrective payment method.
 Delegates were highly concerned with migration of the borehole systems from the Municipality to Bloem Water.

They added that it would be advisable for the Municipality to come up with strategies that will allow the Municipality to be in full control of the borehole systems for water relief throughout the communities.

 Delegates raised with concern the high vacancy rate at senior and strategic levels because people occupying these positions are acting.
 Delegates took note that there is no advocacy on the importance of water and sanitation whereby communities are being made aware of securing and safeguarding the equipment at pump Stations and water treatment plants.

They urged Councillors and public representatives to take it upon themselves to do more public awareness, education, and engagements in this regard.

6.
6.

Site visit Springfontein 51  Delegates expressed their disappointment in the management of officials of the National Department of Water and Sanitation and the Municipalities due to time wasted on the access road leading to the Water Treatment Plant, and this gave out a perception that there were no officials working on site.
 Delegates were highly disappointed with the current infrastructure that is not being maintained by the Municipality and concerned with the ability of the Municipality to maintain the new infrastructure they have been requesting for.

 Delegates emphasised that the Municipality needs to allocate existing staff members that are on the payroll of the Municipality, and/or EPWP and CWP workers to provide the premises with cleaning services as this poses a threat to their employees regarding harmful snakes.
7.

Site Visit in Fauresmith  Delegates commended the Municipality on the condition of the Waste Water Treatment Plant in Fauresmith.

 Delegates were concerned that because the Waste Water Treatment Plant was functioning on a gravitation flow movement which is costly when providing maintenance, Members urged that fencing need to be erected around the premises for security purposes.

 Delegates also urged that the oxidation pond need lining to avoid water being contaminated by the ground soil.
 Delegates were concerned with the issue of water supply in Fauresmith wherein there is limited access to water which has been the challenge for the past 3 years.

8.

Site Visit to Jagersfontein Waste Water Treatment Plant  Delegates took note of the abstraction of affluent through the mine’s clarification tanker for purpose of water purification, however, Members urged that the clarification pond needs to be dislodged so that it can be functional and able to chlorinate the clarification pond.

9.
9.

Site Visit Brandfort Water Works Plant  Delegates took note of the dispute about the pipeline project between the project contractor and the consultants.

They urged all stakeholders to be dedicated because disputes hamper the service delivery to the communities.

52   Delegates took note of the delay in bulk supply of chemicals dedicated towards water treatment in the Masilonyana Local Municpality.
Delegates were concerned with the generator only being at one water plant for the purification of water.

 Delegates took note that solar panels and boreholes were vandalised by the community.

They urged the Mayor to make the citizens aware of the impact that vandalism has on service delivery.

 Delegates were concern with water interruptions that last more than weeks in the Masilonyana Local Municipality 10.
Site Visit Theunissen Bucket Eradication Project  Delegates were concerned with Masiloyana Local Municipality allocating unserviced stands to communities as this leads to communities not having toilets, water and electricity for years.

 Delegates expressed their dissatisfaction with the project being incomplete and concerned with the backlog of this project.

 Delegates were highly concerned with the issue of bursting pipes leading to communities not receiving any water services.
 Delegates sharply raised the issue of household leakages vis-à-vis the somewhat questionable accuracy of household metering done by the Masilonyana Local Municipality.

 Delegates indicated that they are aware that budget allocation and scope included other areas of the project, however, they were concerned with the budget spent on the toilets as per the breakdown of each toilet.

The Municipality committed to provide Delegates with written response of this information.
 Delegates noted with concern the reported absence without permission of the Director of Technical Services.

11.

Site Visit Winburg Water Treatment Works  Delegates took note that there is a project underway but currently the contractor is offsite due to irregularities pertaining to appointment of contractors.

They urged the Department of Water and Sanitation to intervene on this project to enable acceleration of services.
 Delegates were highly concerned about the brown water issues and the poor quality of water in the Winburg area.

They urged the Municipality to find a permanent solution through building internal capacity of testing of water in the purification system.

53  Delegates took note of the letter issued by the HOD of COGTA to the Masilonyana Local Municipality pertaining to the pipeline project wherein recommendation and timeframes where listed.
 Delegates raised the issue of the new informal settlements where the residents vandalise infrastructure for the gains of accessing water services.

They urged the Municipality to register and formalise the area for the provision of services and human settlements.

 Delegates took note of the fact that water shedding is for the purpose of filling of reservoirs.
 The delegation raised the concern that the lack of additional budget by the municipality to service and maintain the planned water pipeline by the Sedibeng Water will increase the current challenges of maintaining the water treatment works.

12.
12.

Winburg Makeleketla Sewer Pump Station and Waste Water Treatment Works  Delegates took note that the plant is heavily overloaded as it uses a lot of mechanical and electrical equipment as the electrical supply doesn’t meet the mechanical demand of the mechanical equipment  Looking at the environmental health standards, Delegates were concerned with the close proximity after the community has expanded towards the sewer Station.
Delegates urged the Department of Water and Sanitation to look into possible relocation of the sewer Station having done a feasibility study.

 Delegates were concerned with the extent of pollution in the community whereby the sewerage overspills into fresh water streams.

13.

SPECIFIC RECOMMENDATIONS 13.1 Site Visit to Waste Water Plant in Reddersberg  Kopanong Local Municipality to provide a written report on projects which have been prioritised for the current financial year across all 9 towns.
 The water situation in Dewetsdorp to be investigated further.

 Kopanong Local Municipality to provide detailed written report of all incomplete projects across all 9 towns of the Municipality.

 Kopanong Local Municipality to ensure that it has full control of the borehole system before entering into a new Service Level Agreement (SLA) with Bloem Water Board.
13.2 Site visit Springfontein • Kopanong Local Municipality to explore the possibility of allocating municipal employees and EPWP workers to provide regular cleaning service to the plant.

54 13.3 Site Visit in Fauresmith • Kopanong Local Municipality to ensure lining of the oxidation pond.

• Kopanong Local Municipality to ensure and provide fencing of the plant.
13.4 Water and Sanitation • It is recommended that the NCOP follow up on the undertakings by the Municipality to develop the master plan in partnership with the Development Bank of South Africa.

14.
General Recommendations  The Delegation recommended that quarterly progress reports on all the undertakings made be submitted to the NCOP;  The funding models for the low income municipalities be revisited;  The Speaker of the Legislature to table the report of the Provincial Week before the Legislature for debate and referral to relevant Committees;  The MEC for GOGTA to present to Legislature and the NCOP a list of government departments that owe municipalities in the provinces, and how much in each case;  The general lack of compliance with the Water Services Act by the Municipalities was noted with serious concerns and it was further recommended that the MEC should take appropriate remedial steps against the affected municipalities and table the report before the Legislature and the NCOP.
 The Service Level Agreement between Water Boards and Municipalities be reviewed to include penalties for failures by the Water Boards to meet their contractual obligations;  Municipalities to develop an integrated revenue collection strategy;  The Mangaung Metropolitan Municipality and Masilonyana Local Municipality to report to the NCOP Delegation and the Free State Legislature about the corrective steps taken against the officials who were absent from the site visits without permission.
55 GAUTENG PROVINCE 3.1.

Provincial overview 3.1.1 Geography 56 Gauteng is the smallest province in the country covering a surface area of 18 178km, which constitutes 1.4% of the total surface area of South Africa.

The province is situated on the highest part of the interior plateau of the country’s Highveld.

The province is bordered by the Free State, North West, Limpopo and Mpumalanga provinces.

The Capital of Gauteng province is Johannesburg and the province serves as the economic hub of the country.
3.1.2 Demography The Gauteng province has a population of 15 810 million people, which constitutes 26.3% of the overall population of South Africa.

The dominant age group is 30 – 34 representing 11% of the total provincial population.

The province has an almost equal split between its male (50.05%) and female (49.95%) population.

3.1.3 Governance The province is divided into eleven municipalities which include three Metropolitan municipalities and two district municipalities.
The former are Ekurhuleni, Johannesburg and Tshwane and the latter are Sedibeng and West Rand.

Municipalities under Sedibeng district municipality are eMfuleni, Lesedi and Midvaal.

And Local municipalities under West Rand district municipality are Merafong, Mogale and Rand West City local municipalities.

3.1.4 Economic profile Gauteng is the biggest contributor (34.5%) to the Gross Domestic Product (GDP) of the country, earning itself as the economic powerhouse of South Africa.
The main contributor to the regional GDP are tertiary industries (66.4%), followed by secondary industries (20.1%) and primary (2.5%).

The main industries supporting the Gauteng economy are finance, real estate and business services, manufacturing and general government services.

By the end of the third quarter of 2020/1 financial year, the official unemployment rate in the province was 37%, whilst the expanded definition is 44%.
57 3.1.5 Social Service delivery Gauteng records the lowest amount of people benefiting from social grants with a figure standing at 24.1%.

It is also the province where the least amount of households (39.5%) receive at least one type of social grant.

This include the Covid-19 Social Relief and Distress grant aimed at mitigating the impact of the Covid-19 pandemic and which is R350 per person per month.
The majority of people in Gauteng live in formal dwellings (80.7%), whilst (18.3%) live in informal dwellings.

No persons living in traditional dwellings and only 1.1% are reported to be living in “other dwellings” are recorded.

A total of 98% of households have access to tap water inside their dwellings.

The percentage of households with access to water in Gauteng province has decreased by 0.7% between 2002 and 2021.
In terms of functionality of water services supplied by the municipality 9.9% of households have reported water supply interruptions in 2020.

The majority of households in Gauteng (90.5%) have access to improved sanitation.

Of this number 87% have access to flushing toilets whilst 3.5% make use of latrines with ventilation pipes.
A further 6.5% of households use pit latrines/toilets without ventilation pipes and 2% use chemical toilets, 0.9% use “other” methods of sanitation whilst 0.1% do not have access to any form of sanitation facilities.

In terms of access to health, a significant amount of households (65.7%) indicate that they would first visit a public clinic or hospital when a member of their household falls ill or has an accident.
This is contrary to 33.2% of households who will visit a private doctor, clinic or hospital when the same happens.

Less than 1% of households indicated that they would first consult a traditional healer.

Only 1.2% of the Gauteng province have no formal education, whilst a total of 80% has some form of primary education or have completed primary education.

About 18.1% of the population have post-school qualification.
The majority (85.1%) of households in Gauteng had their refuse removed at least once a week.

The majority of these households are located in urban areas (86.1%), whilst approximately one third (33.6%) of households in rural areas are provided this service on a weekly basis.

Accordingly, many (39.2%) of households in rural Gauteng make use of dump sites to discard garbage.

The majority of households in Gauteng (83.4%) have access to electricity.
Of the households that have access to electricity 63.8% use an in-house pre-paid meter box, whilst 22% use an in-house conventional meter and 14.1% are recorded under “other.” The main source of energy used for cooking is electricity (78.8%), followed by “other” (10.3%).

paraffin (6.6%), 58 gas (3.8%) and wood and coal (0.5%).
3.1.6 Integrated housing infrastructure South Africa has a backlog of more than 2 million houses, at an average of six people per family, which leaves about 12 million in dire need for houses.

Some households currently live in substandard dwellings in the established townships, but many are in 2 700 informal settlements across the country.

This despite Government having delivered more than 3 million fully subsidized housing units.
The challenge to deliver more houses is due to several factors such as, infrastructure constraints, delays in new settlement processes, and a limited availability of affordable and well located land.

Despite these challenges, there are also positive developments within the three spheres of government toward a more integrated or inclusionary approach to delivery of houses as well as innovative tenure options.
National Provincial and Local government have worked together to produce an on-going response to the issue of housing and in doing so have initiated a movement from housing to sustainable settlements.

4.

MEETING WITH THE GAUTENG PREMIER The briefing by the Premier highlighted a number of important issues with respect to the capacity of Gauteng government in delivering basic services and creating jobs for the unemployed people of Gauteng.
Special attention was given to the state of infrastructure in terms of sustainable water provision to the people of Gauteng.

Sustainable water provision was identified as a cross-cutting issue and an enabler to attract investments and create jobs.

Other issues raised include legislative bottlenecks, efficiency in the allocation of financial resources through equitable share across strategic sectors such as health care infrastructure and basic water infrastructure.
The briefing by the Premier of Gauteng listed the following as challenges that needed to be dealt with to improve service delivery in the province.

4.1 Challenges • The health facilities in Gauteng provide services to about 30 million patients per annum and significant number among them are legal and illegal immigrants from Southern African Development Community (SADC).
In addition to immigrant patients are the inter provincial patients whose resident status is not given due consideration when equitable share allocations are made for various departments.

• This challenge results in budget constraints in hospitals, schools and other basic infrastructure services such as housing, electricity, water and sanitation.
• Urban migration in search of better economic opportunities causes an influx to Metropolitan municipalities of Gauteng province and this phenomenon has both positive and negative multiplier effects.

59 5.

CHRIS HANI BARAGWANATH HOSPITAL Chris Hani Baragwanath Academic Hospital (CHBAH) popularly known as “Bara” is the largest hospital in South Africa and the African continent.

It is one of the top ten largest hospitals in the world in terms of size and beds allocation.
It is housed on 70.01 hectares (173 acres or 0.70 km²), with approximately 3200 beds and employs about 6760 staff members.

The facility is housed across 429 buildings, with a total surface area of 233 795 m².

The hospital is located in Soweto, Johannesburg.

CHBAH is a teaching hospital for the University of the Witwatersrand Medical School, along with the Charlotte Maxeke Johannesburg Academic Hospital, Helen Joseph Hospital and the Rahima Moosa Mother and Child Hospital.
It is a referral hospital for various facilities in its cluster, which includes Thelle Mogoerane, Kopanong, Bertha Gxowa, Bheki Mlangeni and Leratong hospitals.

All complicated illnesses or injuries in the cluster are referred to CHBAH for further management.
CHBAH serves an immediate population of at least 1.5 million people in surrounding Soweto, while simultaneously serving as the tertiary referral centre for much of the Gauteng (11.4 million), North West province (3.7 million), parts of the Northern Cape, and informally the rest of South Africa, except the Western Cape.

CHBAH manages about 592 000 outpatients yearly, 51 000 “normal-hours” casualties and 21 500 “after-hours” casualties.
In the region of 60 000 patients are treated in the Maternity Hospital annually.

Nearly 8000 caesarean section deliveries and 19 000 live births are performed annually.

CHBAH offers management of non-communicable diseases, including cancer.

The Main Intensive Care Unit (MICU) at CHBAH is a combined Adult and Paediatric unit with 9 paediatric beds, 9 adult medical and surgical beds, 9 trauma units and 6 adult surgical post- op high care beds.
Neurosurgical and burns patients are managed in dedicated ICUs.

Adult ICU beds represent less than 1% of total beds, while paediatric ICU beds (excluding neonatal ICU) are approximately 2%.

These numbers are considerably lower than the number of acute care beds designated for intensive care in European high-income countries.

The ICU offers 60 mechanical ventilation and continuous renal replacement therapies, which necessitates a one nurse per patient ratio.
The demand for critical care beds, both adult and paediatric, far exceeds the resources available under ordinary circumstances.

This has led to the development of a set of triage principles designed to optimise these scarce resources.

This has resulted in criticism such as that “patients requiring intensive care are denied access on a daily basis by the attending intensivists with full appreciation of the dire consequences of these decisions.
Currently, the hospital is undergoing a serious financial shortfall with debts owed.

Of the more than R556 million in debt owed by the national and provincial governments to the City of Johannesburg, Chris Hani Baragwanath Academic Hospital owes over R66 million.
5.1 Challenges • Staff complement is not aligned to the workload the hospital has to deal with on daily basis; • Work overload/demand not proportional to available staff; • High staff turnover as a result of unbearable workload; • There are about 509 unfunded posts.

• Inadequate District and Regional Hospitals to support the facility as a Central Hospital; • Old and decaying infrastructure with inadequate funding for refurbishments.
• Lack of contracts to support procurement of goods and equipment; • Limited financial delegation for institutional accounting officers (R500,000 per case); • Supplier 30 Day compliance not achieved; 5.2 Successes • CHBAH is the Center of Excellence for training Health Professionals; • Centre of Excellence in Clinical Specialities: – Trauma – Cardiology – Burns – Hand surgery 61 – Cohlear implants unit – Radiology intervention therapies • Motor Neuron Disease Clinic; • Annual Patient satisfaction survey 2021/22: 82%; • Consistent Compliance to provincial benchmark waiting time for P1 patients; • Establishment of Medical Oncology Services; • Average medicine availability: 96%; • Radiation Oncology: Advanced stage of establishment; • Establishment of Telemedicine/ rehabilitation in Therapeutic services; • Speech and Audiology Team won the “Most Responsive Government Institution” of the year Award during the 7th Batho Pele Service Excellence Awards; • The team was appreciated for their collective response during the Covid19 Pandemic; • They were recognized for their support program for parents of children with Autism and the Tele-rehabilitation program; • Partnership started in 2020 to empower youth with skills, training and development through human resource development unit; • Local construction companies are afforded business opportunities in maintenance and minor renovation projects; • Local cooperatives are afforded an opportunity to collect waste material for recycling purpose.
5.3 Observations • It was confirmed that Chris Hani Baragwanath Academic Hospital did not experience total shortage of food; • The hospital was short of bread due to non-payment of the service provider; • Unfunded posts occurred over the years as a result of budget adjustment; 6.
CHARLOTTE MAXEKE JOHANNESBURG ACADEMIC HOSPITAL (CMJAH) The hospital was first built in 1972 to provide excellent, integrated health care services in partnership with stakeholders and to contribute towards the reduced burden of disease in all communities within the Johannesburg health cluster.
The total budget for the hospital (past, current & MTEF) was allocated over R4.1 billion in 2021/22 financial year from the Provincial Department of Finance and Treasury through the Gauteng Department of Health (GDOH).

CMJAH has a staff complement of 5552 and of these 4895 posts have been filled with 657 recorded as vacant or 11.83 vacancy rate.
62 6.1 Challenges • CMJAH non-compliant with City of Johannesburg fire requirements; • Slow progress by Gauteng Department of Infrastructure Development (GDID) in planning and execution of infrastructure development on buildings destroyed by fire; • The previously available parking bays at CMJAH were completely destroyed by the fire outbreak and thus creating a surge in cases of robberies against members of staff including incidents of vehicle theft; • Arranging shuttle service for staff members poses a challenge due to different clocking in and knock off times; • Maintenance funds used for remedial work in Radiation Oncology resulting in significant over-expenditure on maintenance budget; • There are concerning delays in signing donation agreements from solidarity funders and handover for propping up damaged facilities; • The hospital remains partly open with significant infrastructure challenges; • Ageing water pipes, results into leaks; • Theft and vandalism of critical components e.g., copper pipes; • Delay in appointment of contractors; • • Incompetent contractors - poor workmanship; Insufficient parking bays due to the fire incident that led to low staff morale.
6.2 Desired results • There is an urgent need to develop Outpatient Departments (OPDs) for dispensing medication within the Johannesburg health cluster.

• The CMJAH needs to observe and comply with the Government Immovable Asset Management Act 19 of 2007 to ensure that refurbishments and reconstruction of buildings.
• The hospital also need to partner with private sector companies and adapt to the sustainable energy program by employing solar energy technologies in line with the policy concept of Just Energy Transition.

63 6.3 Successes • Multi-disciplinary teams have been established to plan and contribute personnel and funding resources towards implementation of remedial work at the hospital.
The stakeholders include: National Department of Health, Gauteng Department of Health, Development Bank of South Africa (DBSA), CMJAH and Solidarity fund donors.

• About 300 temporal parking bays for health professionals and patients have been completely built and will be open in mid-May 2022.

This will add to the parking bays solicited from neighboring institutions to the hospital.
• Negative media reports are damaging the hospital brand and have been quelled by adhering to sound financial management principles such as timeous payment of service providers of essential goods and services.

• Dental section at CMJAH has been successfully transferred to Chris Hani Baragwanath Hospital albeit uncertainty of securing a budget to maintain its operational costs including Information and Communication Technology (ICT) and infrastructure maintenance.
6.4 Observations • CMJAH provides experiential learning and training to many post-graduate health professionals from the African continent and many first world countries around the world.

• CMJAH is serving an estimated population of 5,195,132 across three (3) expansive districts i.e.

Johannesburg Metro, Ekurhuleni and West Rand through cluster hospitals.

It also serves other Southern African Development Countries (SADC) countries and provinces such as Northwest, Mpumalanga and Limpopo.
• The health care service provision of the CMJAH was rendered dysfunctional by the fire blaze which broke out in the special dispensary stores on 16 April 2021 leading to temporary suspension of services in the hospital.

• Over 840 patients were displaced and transferred to other hospitals in the Johannesburg health cluster.

Health professionals were redeployed and whilst many resigned and other succumbed to the Covid-19 pandemic.
• The usage of the hospital after the fire incident was reduced by just below 50 percent in terms of outpatient headcounts.

The psychiatric department was completely wiped out by the blaze and the high care section reduced by just under 50 percent as well.

• Process of filling the vacant posts is underway and in different stages of recruitment process.

• Several successful candidates will be resuming their duties in April and May 2022.
• Donors will cover 15 percent of the work that must be done and the remaining 85 percent will be funded by Treasury from the Emergency Fund.

• In February 2022 the Office of the Premier published a proclamation transferring the CMJAH remedial work project to the National Department of Health (NDOH) with project manager (Mr Dakela) appointed and the Development Bank of Southern Africa (DBSA) was announced as the implementing agent.

64 7.
BRIEFING ON STATE CAPACITY TO DELIVER BASIC SERVICES AND WATER AND SANITATION TO COMMUNITIES 7.1 Briefing by the Deputy Minister of the Department of Water and Sanitation to the NCOP delegates The Department of Water and Sanitation briefed the delegation of the NCOP and province on the capacity of government (including reflection on systemic challenges) to deliver basic services such as clean running water to all sectors of the economy including all communities and businesses (big and small) operating in the Metropolitan Municipalities and the far flung rural municipalities.
Historically, the Department of Water and Sanitation (DWS) had been focusing more on the planning, delivery and operation of national water resource infrastructure (such as major dams and associated infrastructure) than on municipal water and sanitation services.
The department is now in the process of planning and implementing a range of major projects to augment national bulk water resource infrastructure and is in the process of establishing the National Water Resource Infrastructure Agency (NWRIA) to finance and implement large- scale investments in national water resource infrastructure projects.

This is aimed at ensuring that South Africa has sufficient bulk water supply now and in the future.
This will also ensure that water challenges within municipalities will not be exacerbated by a shortage of bulk water, as has happened in the cities of Cape Town and Nelson Mandela Bay, amongst others.

7.1.1 Challenges • Water and sanitation services in many municipalities are in a poor and deteriorating state with 5.3 million households (35 percent) having no access to reliable drinking water.

In addition, about 14.1 million people do not have access to safe sanitation.
About 56 percent of Waste Water Treatment Works and 44 percent of Water Treatment Works are in a poor or critical condition and of this segment 11 percent are dysfunctional.

65 • On revenue generation about 41 percent of municipal water does not generate revenue and 35 percent is lost through leakages.

Underlying causes include poor governance, weak asset management, billing and revenue collection, operations and maintenance; and lack of technical skills within municipalities.
• In terms of critical municipal support from other spheres of government, to date the interventions have been generally ineffective at halting the deterioration and turning things around.

• DWS has published norms and standards for water and sanitation services, but compliance, monitoring and enforcement has not been effective.
• COGTA authorises municipalities to be Water Services Authorities (Municipal Structures Act) so as to appoint Water Service Providers (Municipal Systems Act) but these powers are not used to enforce compliance with norms and standards.

• Due to rapid rural-urban migration, new informal settlements are arising continuously.
Legislation does not allow municipal investment on infrastructure development in informal settlements before they are formalized and this causes challenges with regard to infrastructure capacity to cope with informal settlements.

7.1.2 Desired solutions • DWS is developing guidelines and a national strategy for supplementing surface water resources with groundwater resources in a sustainable way.
• The Department is importing surface water from neighbouring countries using initiatives such as Lesotho Highlands Project.

• DSW will increasingly be supporting municipalities to develop alternative sources of water, including through sea water desalination and water re-use • The department is encouraging and supporting municipalities to implement water conservation and demand management strategies, including reducing water losses by addressing pipe leakages.
• The department will continue working with industries to increase water-use efficiency.

7.1.3 Observations • Many municipalities in the country are failing to deliver water and sanitation services to national norms and standards and the situation is generally deteriorating.
• The DWS will strengthen its role in supporting and intervening in municipalities where water and sanitation services are failing in conjunction with provinces, Cooperative Government and Traditional Affairs (COGTA), National Treasury (NT) and South African Local Government Association (SALGA).

This will be done in the spirit of cooperative governance to avoid creating inter-governmental conflicts and disputes.
• The DWS has a new plan that include inter alia: 66 o optimal use of the legislative framework; o reconfiguration of Water Boards; positioning of reconfigured boards to work closely with municipalities with regard to ensuring development and implementation of rolling plans for providing support and intervention for water and sanitation services to municipalities; o partnerships with the private sector that includes funding as well as technical and managerial expertise.
• South Africa is a water- scarce country.

It has an average annual rainfall of less than 500 mm, which is well below the world average of 850 mm and climate change is likely to exacerbate this problem.

• Historically, South Africa has relied largely on surface water, but our surface water resources are nearing full utilisation.

7.1.4 Successes • Generally, South Africa has been experiencing high levels of rainfall in recent months and most of the dams are currently full.
However, water availability varies from one province to another.

The Eastern Cape Province has been severely affected by the Hydrological Drought since 2015 and continues to face severe dry conditions.
• In averting the impending water crisis, the Department of Water and Sanitation is focusing on augmentation of existing water resource infrastructure, through funding the development of schemes for transferring water from catchments with water surpluses to water stressed catchments, and through the construction or raising of dams where there is potential for further exploitation of surface water resources.
In Eastern Cape, the uMzimvubu Water Project is aimed at providing water to 750 000 people in the Eastern Cape with water at a cost of R25 billion.

The designs are 80 percent complete and the first-round of fund raising began in early January 2022 through a Request for Information (RFI) which is currently at evaluation stage.

In the Free State province, the Gariep – Mangaung pipeline is a long-term water supply project to Mangaung at a cost of R10 billion envisaged to be completed by 2029.
The project is currently at a feasibility stage.

In Gauteng, the Lesotho Highlands Water Project (Phase 2) is aimed at ensuring long term water supply in Gauteng and the Vaal River System.

The project is estimated to • • • 67 cost R32 billion and work packages for the Dam, Tunnel and Bridge are currently at procurement stage with anticipated completion in 2027.
• For KwaZulu Natal, particularly in northern Ethekwini, the Hazelmere Dam will ensure long term water supply to Ethekwini and is 96 percent complete.

The project is due to be completed in third quarter of 2022 at a cost of approximately R800 million.

The uMkhomazi Water Project is aimed at delivering long term additional water to the Ethekwini region at a cost of R23 billion by 2028.

The project is at prefunding stage and construction is expected to start in 2024.
• In Limpopo, the multiphase Olifants River Water Resources Development Project has been re-sequenced as Public Private Partnership (PPP) with mining companies to fast- track water delivery to everyone in the Sekhukhune and Mokgalakwena municipalities by 2028 at a cost of R24 billion.

The project is at approval stage with some of the work packages at pre-construction stage and anticipated to begin late in 2022.

8.
8.

BRIEFING BY THE GAUTENG MEC FOR COGTA ON INTERVENTIONS TO STRENGTHEN THE CAPACITY OF MUNICIPALITIES TO DELIVER BASIC SERVICES TO COMMUNITIES The general diagnosis is that the municipalities continue to experience challenges across Back-to-Basics (B2B) Pillars.2 These municipalities are largely exposed to lack of service delivery, poor governance structures and lack of financial sustainability.
The poor performance of the local councils cut across the province and manifests itself in the following challenges: 8.1 Observations • The highly regulated nature of the sphere of local government seems to provide both advantages and disadvantages for the province.

As a result, some of its interventions in the municipalities have been a hit and a miss.

• The intervention at EMfuleni was not properly done and had some weaknesses.
• Some of the challenges at Emfuleni are actually beyond the municipality’s ability and responsibility as they exhibit a national dimension.

• The Constitutional Court ruling on the intervention in Tshwane Metro has far reaching consequences for future interventions in local governance.

• COGTA needs to embark more on support instead of interventions.
2Putting people first; Delivering basics service and infrastructure; Good governance and accountability; Sound financial management; Building institutional and Administrative capabilities; Spatial planning and IDP; Local economic development and Building resilience for climate change.
• In the past five years there has been a massive increase in squatter camp settlements (approximately 700) due to rural-urban migration, and the local governments are not able to keep up in terms of providing housing infrastructure.

• A lack of bulk infrastructure is hindering additional housing developments in Gauteng • Some of the municipalities that are in debt are actually being owed by residents as 68 well.
8.2 Challenges • Establishment and Functionality of Ward Committees • Ward Based war room establishment and functionality • High Levels of Non-Revenue Electricity Losses • High Levels of Non-Revenue Water Losses • Low spending in Capital Budgets • Lack of electrification in informal settlements • • Intervention in terms of Section 63 of Water Service Act Increasing number of audit findings • Poor or no consequence management • Slow resolution of Community Petitions sent to the City and other Sector Departments.
• Weak Oversight regarding the implementation of Consequence Management • Growing Debtor’s Book • Increasing Government Debt • Declining revenue and possible unsustainable budget which has implications for service delivery provision • High Level of vacancies (Key Section 56 and 57 and critical technical Posts) • Capacity challenges of the s79 and MPACs 8.3 Achievements • There are 11 Municipal Specific Support Plans that have been developed and implemented as part of Section 154 of the Constitution.
• Intervention in terms of Section 139 of the Constitution is underway in Emfuleni Local Municipality.

• Intervention in terms of Section 63 of Water Service Act is underway in Emfuleni Local Municipality.

• Financial Recovery Plan is underway in Emfuleni Local Municipality.

69 • Financial Recovery Plan is underway in the West Rand District Municipality.
• Multi-Disciplinary Sector Departmental Teams are in place to tackle critical challenges that include human settlement related issues and water provision in Mawika and Ekangala in the City of Tshwane.

• Facilitation and coordination of the transfer of Land from Mpumalanga, Northwest, National Departments and Gauteng to the City of Tshwane is underway.

• Facilitation and coordination between the City and GDHS on land agreement projects and Urban Renewal Projects in Alexander and Kliptown is underway.

9.
9.

BRIEFING BY THE GAUTENG DEPARTMENT OF INFRASTRUCTURE DEVELOPMENT 9.1 Challenges • Maintenance has been affected greatly by service providers that are swamped with too many other projects; • Regional hubs are overspending on budget allocation; • Poor planning is also besetting project implementation; • Appointed service providers have cash flow challenges and lack of capacity to deliver on time; • Lack of payment for service providers within the stipulated 30 days.
9.2 Successes • In 2021/22 (year under review), Department of Infrastructure Development (DID) executed in excess of 2 180 planned and unplanned projects in health care facilities; • To date, in excess of 1 500 (-70%) projects have been completed, with 552 (-30%) still in execution (223-10% scope of work to be completed by 31 March 2022) and the reminder to be rolled over due to delays; • 70% projects completed vs 94% expenditure; 9.3 Observations • Gauteng Premier stressed the importance of granting authority to Health facilities (including Gauteng provincial departments) to maintain their infrastructure; • One has observed that the Department of Public Works will no longer serve as a custodian of infrastructure maintenance in hospitals and across GPG departments; 70 10.
BRIEFING BY THE CITY OF JOHANNESBURG: REGION G, HUMAN SETTLEMENT Region G is located to the South of the City of Johannesburg Metropolitan Municipality.

The N1 and N12 traverses the region with limited interchanges.

The region comprises of the City’s deprived areas coupled with low economic investments.

Lenasia is a key economic node in the region and comprise of more commercial activities.

The region is in economic decline and dominated by dormitory towns that lack strong economic nodes.
Residents commute long distances to access work opportunities in places like West Rand Mining areas, Sasolburg, Johannesburg, Sandton etc.

Region G has the highest percentage of people living in poverty compared to other regions of the City of Johannesburg (CoJ).

The percentage of people living in poverty has increased from 56.8 percent in 2010 to 65.7% in 2020.
Region G contributed 5.05 percent to the total CoJ Gross Domestic Product (GDP), 2.2 percent to the GDP of Gauteng Province and 0.77 percent of South Africa.

Compared to other regions of the CoJ, Region G contributes the least to the City’s GDP.
10.1 DRIEZIEK TAXI RANK ORANGE FARM 10.1.2 Challenges • Ventilated Improved Pit (VIP) toilets being used in the said informal settlement; • Planning for bulk infrastructure takes longer than expected; • There are currently no tarred roads in the area; • There’s also the challenge of undocumented foreign nationals; • The area has not been proclaimed by the province even though electricity is available.

• Land invasion.
10.1.3 Achievements • Drieziek will soon be formalized by the Gauteng province • Electrification of informal settlement is underway; • Bulk infrastructure planning is near completion; • About 400 of households have been upgraded 10.1.4 Observations • There is a need to improve access to basic services in the area; • Infrastructure investment is required; • Safety, security and by-law enforcement is inadequate; • Health and social development should play its role for the advancement of the 71 community; • Some of the surrounding areas are dolomitic.
• There are also issues of land invasion 10.2 KAPOK INFORMAL SETTLEMET 10.2.1 Challenges • Communal taps; • VIP toilets; • Land invaders building permanent structures and tap into the municipal infrastructure illegally; • Phase two is not completed as was initially earmarked for the municipal year under review; • Illegal electricity connections.
• People residing in the area will be moved to a better area; • An area has been identified and they will be provided with serviced stands so that they can build their homes.

10.2.2 Observations • Both the province and the municipality have abandoned the area for years and this had serious implications on service delivery and relocation to a safer settlement; • The area has become a crime spot with illegal activities being the order of the day.

11.
11.

HOPEFIELD, MERITING INFORMAL SETTLEMENTS AND ROODEPORT FARMLAND 11.1.

Challenges • Region G has the biggest hotspots for land invasion in the CoJ as it has vast amounts of vacant land.

• There are no police stations or satellite mobile stations servicing Region G area.

• Railway transport infrastructure not functional in the entire area of Region G. • There are no ablution facilities.
A sewerage pipe to Sebokeng sewerage treatment plant under Sedibeng Municipality is unable to receive the waste consignment.

This poor sewerage infrastructure development and accessory amenities poses a health 72 and environmental hazard to Meriting dwellers which in essence also affects the whole area of Orange Farm.

• The informal settlements have high incidents of crime including gender based violence (GBV) cases owing to the absence of a satellite police station in the area.
• The informal settlements were established contrary to or outside the legislative requirements of the spatial development framework.

• Meriting Informal settlement is situated on a wetland and people living in the area are undocumented immigrants.

In 1994 there were only 100 dwellers and in 2000 the number grew to 204 people.

The area is at phase three of its development towards being a fully-fledged township albeit a handful of houses still need monitoring for damages caused by wetland.

11.2.
11.2.

Desired solutions • The three spheres of government should prudently employ the District Development Model (DDM) approach and create a forum in search of lasting solutions to the complex community challenges such as living in wetland areas contrary to environmental regulations.

• Government entities should collaborate and join efforts to ensure alignment of township development strategies with the fundamental needs of the poor households in the Region G area.

11.3.
11.3.

Observations • The informal dwellers have access to electricity • The housing infrastructure is in the pipeline in terms of development, however they will be preceded by the installation of underground sewerage piping to redirect sewerage to Sebokeng treatment plant.

11.4.

Successes • The City of Johannesburg appointed 14 service providers for the purposes of both monitoring and demolishing identified illegal structures.
• The service providers monitor the identified land invasion hotspots on a 24-hour basis, informing Johannesburg Metro Police Department (JMPD) on any developments of new structures being erected which must be demolished before they are occupied.

• This process has assisted the City’s Group Legal and Contracts Department in curbing some of the legal costs involved in acquiring eviction orders and alternative accommodation when illegal structures become occupied.

73 12.
73 12.

SITE VISIT TO SEWER TREATMENT PLANT IN SEBOKENG: EMFULENI LOCAL MUNICIPALITY Sedibeng district covers the entire southern section of Gauteng Province and consists of three local municipalities namely: Emfuleni, Midvaal, and Lesedi.

The eastern areas of the district are mainly agricultural and rural.

The main urban areas are Vereeniging and Vanderbijlpark both located in Emfuleni.
The Vaal River on the southern border of Sedibeng constitutes one of the most important sources of water in South Africa.

The Vaal River is also a supplier to areas in Mpumalanga, North West, Free State and Northern Cape Provinces.

The majority of the population in the area is black (86%).

The Vaal River system supplies water to approximately 60% of the country’s economy and 45% of the population.
Mining and industrial development in the upper Vaal River water management area produce a total of 45% of South Africa’s Gross Domestic Product (GDP).

The pollution caused by spillages of raw sewage into the Vaal River has a negative health and environmental impact.

The project is funded by the Department of Water and Sanitation and Sedibeng District Municipality.
Metsi-a-Lekoa is the Water and Sanitation Unit of Emfuleni Local Municipality that was created in 2002 to operate as stand-alone Water Utility and the process was never concluded.

To date the success rate at this facility has been very minimal.

12.1.

Successes • Commissioning of Module 6 at Sebokeng WWTW.

• Replacement of Collapsed lines (8 /44 programme) 12.2.
Challenges • There is toxic liquid due to non-compliance of treatment water regulations that spills to the Vaal River causing a negative impact on health and the environment.

• Restrictions to socio-economic growth in the area, which is an impediment to potential investors in the area.

• Ageing infrastructure within the Sedibeng Region that result in high maintenance costs and performance failures.

• Procurement processes are too slow and not responsive to the needs of service providers.
• The current demand exceeds the design capacity of all Waste Water Treatment Works.

74 • Infrastructure vandalism and poor maintenance.

• Understaffing as a result of not filling critical vacancies timely.

12.3.

Observations • Cabinet Decision was taken to invoke Section 63 of the National Water Services Act in Emfuleni Local Municipality.
• Engineers repaired pump houses from which faeces flowed, removed solid sewage from overflowing processing tanks; others drained pump houses that were submerged in faeces.

• It was indicated that only 20% of the water goes through the entire system and the entire plant is operating at below 60% of what it should be operating.

• To date the Department of Water and Sanitation has funded the project with more than R350 million to keep it operational.
• The most important step needed is to stop the pollution in the Vaal River, then upgrade the entire Water Treatment Plant.

• Operations and maintenance of the Water Treatment Plant is now the responsibility of Rand Water, which was appointed through section 63 Act.

• Model 6 of the plant is 98% complete but it cannot be 100% completed because it need to be tested.

In order for it to be tested, there need to be an inflow of water into the system.
Inability for Model 6 to be fully completed and functional will make it impossible to implement the Model 7 of the Water Treatment Plant.

• Problems at the Water Treatment Plant were elevated by theft and vandalism by armed and dangerous criminals; hence the area is under full-time guard of the SANDF in the interim.
• The Human Rights Council representatives indicated that the mining companies in the area would have to contribute to the entire water infrastructure project because their mining activities also contribute to water pollution in the area.

• Issue of security of the facility needs to be seriously addressed as there are cases of cable theft and no convincing security fencing.

• Shortage of personnel also needs to be urgently addressed.
• S63 Intervention seems not to be yielding the desired results, Minister of Water and Sanitation to pay close attention to the project.

75 12.4.

Desired solutions • High level security is needed in the area in order to prevent criminal activity such as theft and vandalism.

• The most important step needed is to stop the pollution in the Vaal River, then upgrade the entire Water Treatment Plant.
12.4.1 DRIEZIEK HOUSING PROJECT Drieziek Extension 7 is a housing development located in Orange Farm in Region G in the South of the City of Johannesburg Metropolitan Municipality.

It is now fully occupied and complete, but they were completed by the occupants themselves.

The settlement has a population of 41 617 and 11761 households.

There are some challenges in the area as outlined below.

12.4.2 Challenges ● 50% households are headed by people under 18 years old.
● 44% child-headed households that are informal dwellings (shacks).

● 48% child-headed households with women as their head.

● Only 32.8% of total population is employed ● 72% of those employed are in the informal sector ● Those who were beneficiaries of houses, had to move into incomplete houses because the developer had to abandon the project due to financial difficulties.
12.4.3 KANANA PARK EXTENSION 6 GREENFIELD Kanana is a portion of land earmarked for shack dwellers from different areas in the G region.

It also has similar challenges to the other Informal settlements, in particular the sewerage issue.

Land and bulk infrastructure have been secured but the sewer issue is still outstanding.

The entire area is dependent on the Sedibeng Water Treatment Plant, which doesn’t have the capacity as yet.
76 12.4.4 Kanana Park Extension 6 Greenfield The City of Johannesburg and the Gauteng province stated that the housing developments are stalled due to Sedibeng Water Treatment Plant lacking capacity to accommodate them.

However, officials at the facility claimed that they actually have the capacity to connect these settlements.
It is therefore, recommended that all stakeholders dealing with human settlements in the City and the province must engage all the relevant stakeholders of Sedibeng to clarify the contradiction.

13 RECOMMENDATIONS 13.1 Site Visit to Sewer Treatment Plant in Sebokeng • The NCOP delegation indicated that despite massive funds required to do the project, project managers must do as much as they can with the little that they have.
• The unplanned settlements in Johannesburg are also having a significant impact on the quality of the water in the Vaal river and its waterways, thus Johannesburg and all the polluting councils in the North should increase their financial contribution to the clean-up of the Vaal river water supply system.

• Vacancies, especially those that need critical skills have to be filled immediately.

• There must be honest consultation between Rand Water and the Trade Union about developments in the plant.
13.2 Hopefield, Meriting Informal Settlements and Roodepoort Farmland • Parliament through the NCOP and its relevant Select Committees (SCs) should oversee the establishment of multidisciplinary teams from various spheres of government to develop and implement operational plans for relocating people from 77 illegal informal settlements and settle them to decent places with basic services such as health centres, schools, water and sanitation, electricity, roads.
• Roodeport farmland dwellers need urgent intervention and expedition of their relocation from the occupied sinking housing structures to decent places within the spatial and land use development framework of CoJ.

• Law enforcement agencies should expeditiously investigate the alleged syndicate responsible for the selling of government and private owned land and thus undermining the authority of the state through fueling land invasions.
The state must stamp its authority and deal decisively with corruption within its ranks and apprehend the treasonous operatives negating the sovereignty of the state.

• The NCOP should activate the Inter-Governmental Relations in line with the spirit of section 40 of the Constitution to enforce accountability among the three spheres of government and compel them to exercise cooperative governance in resolving crises such as land invasion.
• The essential mandate of constituency offices should be rejuvenated and empowered to manage and quell simmering tensions among communities and eliminate divisive issues of land invasion and destruction of critical infrastructure.
13.3 Drieziek Taxi Rank Orange Farm • The informal settlement should be proclaimed before the end of the current municipal financial year; • Government departments should collaborate with law enforcement agencies to fight the scourge of land invasion; • Implementation of bulk infrastructure should be provided on a yearly basis in the area; • The City of Johannesburg should do away with VIP toilets and therefore resolve the water infrastructure challenge; • The municipality should create local economic development opportunities to fight poverty and unemployment.
• Need for government to stop and control human settlement land invasion 13.4 Interventions to Strengthen the Capacity of Municipalities to deliver basic services to communities The Gauteng Department of COGTA should consider shifting from providing intervention to providing support.
To this end, there must be a support system in place for municipalities in respect of the following: • Governance and Stakeholder Management; 78 • Service Delivery/Operating Model; • Human Resource Management and Organizational Structure; • Economic Development; • Financial Planning and Credible Budget estimates; • Financial Management; • Revenue Management and Enhancement; • Service Delivery, Infrastructure Development and Management.
13.5 Briefing by the Deputy Minister of the Department of Water and Sanitation to the NCOP delegates • The District Development Model needs to include improvements to operations and maintenance as well as improvements to planning for water sanitation services.

• In line with section 27 of the Constitution government requires to take reasonable legislative and other measures within its available resources to achieve the progressive realization of the right to water.
COGTA should expedite the introduction in Parliament of the Intergovernmental Monitoring Support and Intervention Bill.

• Water boards in various provinces at specific municipalities should have back-up power suppliers to ensure uninterrupted water supply during load shedding.

This is critical for hospitals, mining firms and hospitality facilities and investor migration as a result of risks associated with water interruptions.
• Comprehensive billing system should identify, isolate, expose and recoup misdirected funds and expose non-indigent rate payers who free ride and abuse basic services tailor-made for poor communities.

• The DWS should upscale strategic collaborations between municipalities, managers of water treatment plants and private donors and investors.
13.6 Charlotte Maxeke Johannesburg Academic Hospital (CMJAH) • The development and maintenance of hospital infrastructure should be completely migrated from Gauteng Department of Infrastructure Development and placed firmly under the stewardship of National Department of Health who also need to establish sustainable partnerships with private sector donors through the vehicle of Community Public Private Partnerships (CPPPs).
• The CMJAH management should submit a report to the NCOP that gives a detailed update on the forensic report commissioned to investigate the fire outbreak at Charlotte Maxeke Johannesburg Academic Hospital.

The hospital should also provide plans of implementing 79 consequence management to those found guilty of the fire outbreak.

The report should be submitted by the end of business day on 01 April 2022.
• The CMJAH should urgently expedite operational processes to ensure compliance with safety and regulatory prescripts imposed by the City of Johannesburg (CoJ) prior to the issuing of compliance certificate and the concomitant reopening of the hospital.
• Maintenance and refurbishment of the hospital especially those sections that were victims of the fire outbreak should be implemented as per the timelines; • Appointment of credible and skilled service providers should be the criteria for their appointment.

• The hospital should comply with the municipality’s fire requirements.
13.7 Chris Hani Baragwanath Hospital • The Gauteng Department of Health should address issues associated with the turnaround time with regard to the non-payment of service providers in the new financial year; • The Hospital need to learn to do more with less as budgets are being cut; • There has to be better communication between the Provincial Health Department, National Health Department and National Treasury; • There should be alignment of the organizational structure with key performance areas to resolve the challenge of unfunded posts; • Decaying and old infrastructure requires urgent attention to keep the hospital afloat; • There is a need for the hospital to start tapping on the funds availed by International/Global funders to execute some of its projects.
13.8 Delegation meeting with the Premier • The Provincial government needs to develop and employ economic and infrastructure reforms for improved socio-economic transformation that responds to the new stream of challenges particularly in hospitals, schools, business sector.

• Identification of legislative instruments that can unlock bottlenecks by introducing high impact legislation and provide amendments to existing legislation could be the game changers.
• Ethical leadership and re-invoking of Batho Pele (People First) public sector principles in state institutions should be entrenched by implementing consequence management and eradicate the institutional culture of impunity in misappropriating state funds.
• Establishing social compacts with Gauteng communities and various other stakeholders such as business, government and labour to engage on important matters that are a stumbling block to development These include payment of basic 80 services that are essential for infrastructure maintenance and other services.

Efficiency in budget allocation and the identification of priority infrastructure projects such as hospitals without excluding water treatment plants.
• The National Council of Provinces should monitor the streamlining of mandates between Gauteng Department of Infrastructure Development (GDID) and various departments.

Maintenance budgets should be redirected to client Departments with GDID only charged with project management roles and requisition of services.

These Departments should develop critical skills data bases consisting of technical inspectors, engineers, project managers and artisans.

4.

KWAZULU-NATAL PROVINCE 4.1.


Provincial Overview 81 KwaZulu-Natal covers the third smallest surface are in the country, at 94 361km, which constitute 7.7% of the total surface area in South Africa.

The Province is situated in the South-Eastern part of the country, bordered by the Free State, Eastern Cape and Mpumalanga provinces.

KwaZulu-Natal has a population of 11 514 million people, which constitute 19.1% of the overall population of South Africa.
The dominant age group is 0-4, representing 10.5% of the total provincial population.

The majority of the population are females (52.1%), whilst males represent 47.9%.

KwaZulu-Natal is divided into 54 municipalities which includes; One Metropolitan Municipality (eThekwini); Ten District Municipalities and Forty-Three Local Municipalities.

In the province of KwaZulu-Natal, 38% of individuals benefited from social grants.
In addition, more than half of the households (54.7%) in the province received at least one type of social grant.

The grant to individuals includes the Covid-19 Social Relief of Distress (SRD) of R350 per person per month to mitigate the impact of the pandemic, which was rolled out in 2020.

The majority of people benefiting from the SRD, i.e.

3.5 million, reside in KwaZulu-Natal.

The majority (87.9%) of households live in formal dwelling, whilst 2.9% live in informal dwellings.
A total of 9.2% of households in KwaZulu- Natal live in traditional dwellings.

A total of 86.9% of households have access to tap water inside their dwellings, off-site or on site.

In terms of education, 4.1% of the population in KwaZulu-Natal have no formal education, whilst a total of 85% has some primary education, completed primary education, lower secondary education, upper secondary or Grade 12.

Furthermore, 10.7% of the population have post-school qualifications and 0.2% are recorded under ‘other’.
The KwaZulu-Natal province has 184 police stations and has the third most rural police stations (62) countrywide.

In terms of township policing, a total of 85 police stations serve 295 townships, including 17 rural stations, 63 urban/rural mix stations and 5 urban stations.

Overall, 46.7% of all police stations serve townships.

In total, KwaZulu-Natal has 17 736 police members across the province.
The fixed establishment of the province is 20 087 (approved number of police members), thus the province has a shortage of 2 351 personnel 4.2 Infrastructure and Security • • • Most police stations are housed in state owned buildings; All police station buildings need maintenance and/or revamping; Office space is a challenge and while Phoenix can use the old mortuary to supplement its office space the facility has not yet been decommissioned by Department of Public Works; and • CCTV cameras are installed and functional at all police stations except Umlazi, Inanda, Isipingo 82 and Bhekithemba.
4.3 Gender Based Violence • All stations have a Victim Friendly Facilities (VFR) that operates 24 hours, except Verulam; • Few stations have volunteer counsellors; • Few stations have established a Gender Based Violence desk; • Generally, stations have a challenge of withdrawals of domestic violence cases by the victim complainant making it difficult for the police to proceed with investigation as the cases are withdrawn in court; • Some discrepancies were observed between various registers i.e.
508 (a) and 508 (b) forms; and • There are no 508 forms and sexual assault evidence kits for children at Bhekithemba Police Station; 4.4 Firearms Control • First and second level inspections conducted at firearm stores, but second level inspections have not been conducted at Isipingo and Bhekithemba; • About 50 state firearms were lost at 5 police stations, namely Phoenix, Umlazi, Pinetown, Plessieslaer and Bhekithemba; • Amnesty firearms are still at police stations as ballistic reports and destruction orders are still outstanding; and • There is backlog on firearm license applications.
4.5 Second Hand Goods and Liquor Management • There is generally proper management of Second Hand Goods and Liquor control; • All police stations have designated Police Officer appointed for both functions except for Bhekithemba; and • About 134 illegal liquor outlets have been closed in Plesiesslaer, Umlazi, Verulam and Bhekithemba.

83 5.
83 5.

Stakeholder Management and Sector Policing 5.1 Stakeholder Management • All police stations have functional Community Police Forums (CPF), with elections of new office bearers in progress across the Province; • There are generally good relations between communities and the police; • The School Safety Protocol is being implemented at most schools linked to police stations; and • The community in blue project has not yet been formally launched.
5.2 Sector Policing Sector policing ranges from partial to full implementation due to shortage of resources.

5.3 Detective Service • Property related crimes and contact crimes are prevalent; and • Detection and conviction levels are lower than preferred.
5.4 Resource Allocation • The allocated staff is less than the granted as per Staff Establishment across all components and Vispol and Detectives are the most affected components; • Availability of vehicles is a challenge since less are allocated as compared to the granted ones; and • The repairs and maintenance take long.
5.5 Challenges 84 • Resource constraints of SAPS remains a hurdle in addressing challenges identified; • The slow response of National Department of Public Works and Infrastructure in respect of building maintenance.

• The killing of traditional leaders in KwaZulu-Natal is a matter of concern.

• The issue of 20 000 parolees who were released during the COVID-19 Special Parole Dispensation of which more than 8000 were unaccounted for is a serious concern.
5.6 Input by the Chairperson of the Provincial Portfolio Committee on Community Safety & Liaison In his input, Honourable B N Mthethwa indicated that the Legislature had recently embarked on an oversight visit to selected police stations in the Province to assess their overall state of functionality.

The assessment revealed serious challenges faced by SAPS, which have impact on services delivery.
Amongst others, these are some of the key challenges that were identified during the exercise- • Shortage and poor maintenance of buildings, offices, ablution facilities, etc; • Most police stations are not easily accessible to the public making it difficult for community members to access even services such as documents certification; • Centralisation of Supply Chain Management (SCM) causes a delay in procurement processes resulting in extensive turn-around time, including for vehicles sent for repairs; • Understaffing in most police stations was raised as a concern that needed urgent attention as it impacts negatively on service provision and police response.
5.7 Input by the Provincial Commissioner of the SAPS Lieutenant General Mkhwanazi raised the following issues- • Centralisation of supply chain management processes results in procurement delays, even for minor procurement needs appointment of suppliers have to be handled by the National Office in Pretoria; • Challenges in performance management and monitoring systems were reported; 85 • • • • • The welfare and safety of police officers was raised as a concern as their lives are exposed to hazardous and unsafe conditions due to poor regulations; The recent upgrade of Manguzi Police Station infrastructure with a state of the art buildings and additional personnel resulted in significant decline in other forms of crime although vehicle theft and carjacking remain on the rise; The challenges in Inanda and Plessislaer Police Stations are due to environmental design as both stations have large policing precinct, majority of roads are in a poor condition and inaccessible and poor lighting, amongst others; Budget cuts on the security cluster also contribute to the challenges faced by the police in the Province; and There is generally a shortage of personnel in all units of SAPS in the Province.
5.8 Observations by the delegation • The delegation raised concerns on the centralisation of supply chain management processes in the SAPS as it impacts negatively on procurement of goods and services resulting to unnecessary delays.

• Many police stations do not have digital technology in place as a result most services and other processes are conducted using manual system.

• Certain crimes in the Province have a high rate as compared to national crime statistics.
• The Department of Community Safety and Liaison should provide a progress report on political unrest in the Province.

• Delegation raised concerns regarding the clashes reported between the SAPS and South African National Defense Force in Manguzi area regarding the issue of a 10 kilometre border line.

• That crime fighting is a societal matter which all structures of the society should play a vital role in it and should not only be the responsibility of the police service.

6.
6.

EMANGUZI POLICE STATION 6.1 Background of the site eManguzi Police Station is situated in Umhlabuyalingana Local Municipality, under Umkhanyakude District Municipality.

This Police Station is currently under construction and operating from pre-fabricated structures.

The following paragraph below provides more information regarding the station profile.

86 The police station was built in 1932 with a total budget of R39.7million.
The highest crime rate reported in the station is car hijacking and house robberies.

The conviction rate in the station: 9 for hijacking; 15 house robberies and 24 stolen vehicles.

The number of people serviced by the station is 108237 and the ratio between police and the individuals in the community is 1: 949.

The number of officials employed in the station and vacancy rate is 114 personnel with only 4 vacancies.
6.2 Desired solutions to the challenges: a) The new building needs to be completed urgently to assist in proving conducive working environment for police personnel and community service.

b) The specialized Tactical Response Team (TRT) is needed in this area due to its vastness and the high level of car theft and hijackings.

c) Need to update the fixed establishment so that there will be more members for crime prevention, the station is only operating with 4 members at a time.
d) Update the fixed establishment for level 12 of the Colonel station e) Capacitate the level of Crime Intelligence Personnel f) Improve the communication network in the area.

6.3 Challenges faced by the station • There were delays in completing the new building, which was started in 2016 with the anticipated completion date of 2019.

As a result, officials are still operating in the temporal structures (park homes) with old and broken furniture.
• The delays in procurement processes remains a challenge as this affects the work and operations of the station to provide services to the surrounding communities.

• As a result of long procurement processes, police vehicles take longer to be repaired.

• Currently there are four (4) vacancies in the station for head of finance, management information center commander, group leader detective, shift commander, grounds men.
• The station does not have cleaning service staff since 2020, who are regarded as level 1 to 4 in the structure.

In the absence of the cleaning staff, police members are forced to do cleaning themselves.

• The status of Colonel police station has not yet been formalised and has been outstanding for quite some time.

87 • The delays in the claim process for credible informers remained a challenge for the station.
• There was no new furniture to be procured for the new building since the new building is regarded as part of the renovation and repairs.

• Hijacking and stolen vehicles are the biggest crime in the area and 2 of the 3 gangs operating in the area are residing in Mozambique, which makes it difficult for police to arrest them due to lack of cooperation by Mozambique government.
• The station is responsible for the very vast area, which makes it difficult for police to patrol effectively and ensure effective visible policing.

• The gangs operating in the area have their own informers, when police come to do their work.

• In the past, there were tensions between the police and the SANDF and this resulted in some shooting incidence of a couple of police vehicles during their patrol around the border.
This was due to the misunderstanding around the issue of jurisdiction and this has since been resolved.

• The network coverage forms part of the challenges and makes it difficult for the police to urgently communicate with the South African National Defence Force when the need arises.

• The working conditions of the police in the station are not conducive for the officials, there are no toilets for the detective office and the space for the Community Service Center is very limited.
6.4 Successes • The prosecutor who was allegedly taking bribes has been removed from the office.

• There has been a decline in the crime rate by 7.5 percent in the past financial year (2020/2021).

• Most stolen vehicles are recovered, particularly those which had crossed the border to Mozambique.

6.5 Observations by the delegation • The delegation noted that there were delays in procurement processes due to centralisation approach and this hinders the operations of the station.
• The delegation was concerned that the police and administrative officials were still operating in the temporal structures (park homes) with old and broken furniture.

88 • The delegation was concerned about delays in completing the new building and the fact that reasons were not provided.

The delegation further noted the fact that the construction work of the new building had commenced in 2016 to be completed in 2019.

The delegation was concerned that this has been delayed for more than two years now.
• The delegation noted that the Manguzi station had two (2) Policing sectors, which included Manguzi and Skhemelele, sharing one (1) sector coordinator hence more manpower is required.

• The delegation noted that the station had thirty-two (32) vehicles in total with only thirteen (13) that are in a good condition and two have reached above 200 000 kilometre mileage.
Further, the delegation noted that about nine (9) vehicles were sent away for repairs and there were also concerns around the turn- around time for vehicles sent for repairs, which was often taking too long.

• The delegation noted that the network coverage formed part of the challenges that make it difficult for the police to communicate effectively with the SANDF where there instances of stolen car chase driving across the border.
• The delegation noted that even though the station complied with sector policing forum, however, part of the challenges was the shortage of community members participating in such forums.

• The delegation noted that there were four (4) unfilled vacancies in the station namely, head of finance, MIC commander, group leader detective, shift commander, grounds men.

The delegation was concerned that the failure to update fixed establishment has seen the station suffer in the area of Visible Policing.
• The delegation was concerned that the station did not have specialised unit for Public Order Policing (POP), K9 and other specialised units.

Further to that, there are no high pursuit vehicles to chase criminals who use high performance vehicles when committing crime.

• The delegation was concerned that Crime Intelligence services were not effective enough.

The station was allocated an intelligence officer who is also attached to other stations and this hampers the intelligence operation negatively.
• The delegation was concerned that there was no cleaning service staff since 2020 at the station and therefore police personnel are forced to clean the precinct.

• The delegation was concerned about the delays that takes place when it comes to the processing of claims for credible informers.

• The delegation was concerned that the working conditions of the police in the station were not conducive, for instance there were no toilets in the office of detectives.
• The delegation further noted that the space provided for Community Service Center (CSC) to serve communities on a daily basis was very limited.

• The delegation welcomed the efforts and the fact that the unnecessary tensions between the Police and the SANDF had since been resolved.

89 7.

MONTCLAIR POLICE STATION SITE VISIT 7.1 Background of the site The Police Station is 120 years old and the current building is in dire need for renovations and additions.
However, there is a long-standing commitment of constructing a new permanent structure since 1994.

Currently the station is experiencing a challenge of ageing building infrastructure and the shortage of working space.

The police station was built in 1902 and has a total allocated budget of R2.7 million.

The highest crime rate reported in the station is domestic violence.

The conviction rate in the station is 90 percent.

The number of people serviced by the station is 39039.
The ratio between police and the individuals in the community is 1: 1270.

The number of officials employed in the station amounts to 116 personnel in the station 7.1.1 Desired solutions: - More vehicles are required to implement sector policing in each of the three sectors.

- In order to meet the demand of manning each sector and compensating for leave / sick leave more members are required.
7.1.2 Challenges • The current building housing the station is 120 years old, and the station was promised a new building since 1994.

• The water pipes and old roofing are collapsing.

There is also a challenge of underground water which affects the landscape of the precinct.

• The current building for the station has extensive cracks.

• The station is even using an old Wendy house for office space and housing of members with co-morbidities as well as Victim Friendly Room and gender based violence desk.
• The station uses cells for storage purposes for the supply chain management and SAP 13 and that makes the station to have insufficient cells to cater for female/ children and the members of the LGBQTIA+ community.

• There is a limited space for parking for both the public and SAPS personnel.

90 • The detectives are not housed in the same property in the station.

• The outdated telephone system remained a challenge in the station.
• The turnaround time in the government garage for vehicle repairs taking very long.

• The station needs more capacity to implement Sector Policing to deal with crime.

• Most members who left as a results of death, pensions, dismissed and promoted are not replaced.

• There is now a crime related to e-hailing (Uber etc), courier companies and the station does not have adequate capacity to deal with such cases.
• There is generally lack of infrastructure to assist in crime fighting operations and detectives.

7.1.3 Successes • The Station works with three (3) Policing Sector Forums, which are established and acknowledge community structures.

• The station has managed to reduce murder cases from two (2) in 2020 to zero (0) in 2021.

7.1.4 Observations by delegates • • • • • • The delegation was concerned that the building of a new property for the station has not commenced since 1994 as promised.
Furthermore, the building is showing some cracks and water pipes have collapsed including the old roofing of asbestos.

The delegation was concerned about the working conditions where other members were housed in the old wendy house for office space, particularly those with co- morbidities as well as Victim Friendly Room and Gender Based Violence Desk.
The lack of infrastructure results in some of the cells being used for storage purposes and that leads to the station having insufficient cells to cater for female/ children and members of the LGBTQIA+ community.

The delegation was concerned that there is a limited space for parking for both the public and SAPS personnel and the fact that detectives were not housed in the same property in the station.
The delegation was concerned that there was an outdated telephone system in the station and the turnaround time in the garage for vehicle repairs remains very long.

The delegation was concerned that the members who left as a results of death, pensions and promotions were not replaced immediately.

91 8.

INANDA POLICE STATION SITE VISIT 8.1 Background of the site The highest crime rate reported in the station is attempted murder.

The number of people serviced by the station is 354 228.
The ratio between police and the individuals in the community is 1:9331 per day.

The number of officials employed in the station and vacancy rate: 388 personnel, including 328 PA and 60 PSA, with 29 vacancies.

8.1.1 Challenges faced by the station • Due to shortage of personnel, members are not assigned permanently to sectors but they get deployed on daily basis to conduct patrol duties.
• Members are deployed to Hospitals outside the Police Station’s precinct to guard admitted prisoners and this take them away from their duties.

• Shortage of commissioned officers resulting to some sectors managed by non- commissioned officers.

• The Station has shortage of vehicles for all section, with a vehicle strength of 81, 50 of these are active while the 31 were taken for repairs and/or boarded.

• Vehicles repair turnaround time is too long and takes up to a maximum of 220 days.
Furthermore, there are often delays even for vehicles that are booked in for minor repairs due to shortage of parts.

• Some vehicles are released by the garage without fully being repaired and they only work for a short while.

• Due to a high number of speed humps in the area, motor vehicle shocks and breaks often get damaged resulting in them being sent to the garage for repairs on a regular.
• Due to a high number of Visible Policing (VISPOL) vehicles that are in the garage, shift vehicles operate 24 hours daily resulting to unavoidable wear and tear.

• Majority of vehicles have high mileage, i.e.

22 vehicles below 100 000 kilometres, 18 between 100 000 and 150 000 kilometres, 21 between 150 000 and 200 000 kilometres, and 20 above 200 000 kilometres.

• There is lack of water at the Police Station due to intermittent water cuts.
• The infrastructure (prefabs) in all the three satellite police stations under Inanda is in a poor and irreplaceable state.

• The Gender based violence desk or victim friendly room has limited space.

• There is an insufficient number of radio repeaters to cover the whole policing precinct.

• There has been a concerning increase in the number of murder, attempted murder, rape and sexual offence cases, with attempted murder increasing by 71 percent between 2020 and 2021.
92 The main contributors to crime is said to be related to the following: i) Socio economic conditions (social ills): dysfunctional families and relationships, child headed households, alcohol and substance abuse and gender based violence.

ii) Spatial or environmental design: poor lighting, overgrown or dense bushes, poor infrastructure for easy access, lack of or limited surveillance technology in hotspot areas.
Other factors, are said to be parolees, repeat offenders and habitual offenders, proliferation of firearms, non-regulated social media platform (cyber related incidents), criminal groupings.

8.1.2 Challenges facing detective services:  Delays in receiving post mortem reports and accompanying statements from Phoenix Mortuary and this delays investigation of courts related cases, which end up being withdrawn by courts.
 Delays in receiving Blood Alcohol Analysis and Toxicology reports from South African laboratory in Pretoria.

 Delays in the finalisation of cases by courts due to the inability to trace witnesses.

 There are inadequate number of informers.

 Witness intimidation resulting to them not going to court to testify.

 Withdrawal of cases by complainants.

 Poor network coverage affects case reporting.


 Some stakeholders fail to attend stakeholders’ meetings, especially Government Departments, aimed at fighting crime in the society.

 Existing community structures aimed at assisting the Police in a fight against crime are not always sustainable due to unrealised expectations, like job expectation.

8.1.3 Desired solutions to the challenges • The Police Station requires 21 000 litres of water housed in tanks to address water shortages.
93 • Assistance to address the shortage of the commissioned officers, as the report to such has also been submitted to the Provincial Office.

• Amaoti satellite Police Station should be turned into a fully-fledged police station as this would assist in improving policing in the area and further lessen the work load of Inanda Police Station.

• The other two satellite Police Stations under Inanda, namely Vela and Newtown A, would need infrastructure replacement as they are in poor condition.
• Inanda Police Station requires CCTV cameras to cover the entire precincts of station.

• Furthermore, there is a need of additional CCTV cameras being installed in hotspot areas as that will assist in managing crime.

• The Police Station is in serious need of an additional human resources as it is unable to properly service its population.

8.1.4 Successes • During the financial year 2020/2021, the Police Station had an overall decline of 15% in all categories of crimes.
• There is a good reaction time of 30 minutes in all types of complaints.

• The Police Station has a good docket management system in place and as the result there has never been a docket lost in three years.

• There is a fully functional Community Policing Forum.

8.1.5 Observations by delegates • The lack of cooperation between the Police Station and the Metro Police was a matter of concern given that they operate in the same area.
• The delegation was concerned that out of three reported cases in quarter three, where there were six victims, only one arrest was made.

• The fact that the Police Station’s landline is often not functional due to poor network coverage is a matter of concern since community members cannot phone in for complaints.

• The fact that the Police Station has no dedicated crime intelligence office was a matter of concern, especially noting that Inanda is one of the country’s murder capital.
• The fact that the Police Station has no youth desk or that it was not mentioned in its report was a matter of concern.

9.

BELLAIR POLICE STATION 94 9.1 Background of the site Date of building establishment was in 1980 and the total allocated budget for the station is R1.1 million.

The highest crime rate reported in the station is Property Related Crimes.

The conviction rate in the station is 100%.

The number of people serviced by the station is 29 011.
The ratio between police and the individuals in the community is 725 to 1 police officer.

The number of officials employed in the station and vacancy rate: 61 personnel with 4 vacancies available 9.1.1.

Challenges faced by the Station 1.

The station faces various manpower challenges.

A clear, critical shortage is noted, with only five personnel on CSC duty per shift.

This often leads to delays in docket registration and system processing.

2.
2.

Currently, sergeants are responsible for an average of 70+ dockets and analysis reports each.

3.

There are five vacancies, namely: Vispol operational support, exhibit manager, sector manager, communications officer and CIMAC member.

4.

It should be noted that level 5 members are occupying the posts of MIC, which requires a member to be on level 7.

5.

Due to the shortage of personnel, there are no available staff to monitor the processing room continuously.
A clear staff shortfall is evident in the provided statistics.

6.

The lighting in the station building is in dire condition.

Certain offices on the second floor are well-lit, whereas some holding cells and passages require flashlights.

The Public Works Department has been made aware of the situation on numerous occasions.

7.

The station building is in operation for a long period of 46 years, with a full infrastructure restoration uplift needed.

8.
8.

In terms of resource allocation, there are four vehicles that are awaiting repairs, all of which have been outsourced.

The longest period of repair extends to one year.

The reasons for repairs include engine oil and steering oil leaks, brake and clutch replacements, as well as cooling systems and gearbox changes.

9.

The majority of current active vehicles at the station are noticeably reaching a high mileage (over 200 000 km).
This vehicle unreliability has a direct adverse impact on service delivery to the community.

10.

Each commander should ideally have their own police vehicle, yet this is not possible given the quantity and state of the provided vehicles.

95 11.

The station has an influx of grievous bodily harm assault cases, residential and business burglaries, shoplifting, carjacking and drug related crimes.
In terms of gender-based violence, common assault holds the highest offence stats, with the largest causal indicator being domestic violence.

12.

Members of the community display signs of negligence.

Despite the implementation of outreach programmes, communication needs to be developed, as it could change the landscape and community perspective in the area.

13.
13.

Attempts through engagement with CPF and owners of transport companies (Uber, Bolt), to resolve the carjacking issues were met with little success.

14.

The challenges in the detective services is widespread, as the community is apprehensive about actively engaging and assisting the Bellair police.

The delays from various reports finalization from other sectors has hindered the completion of work from the detective sector.

As such, cases are subsequently lost or do not make much progress timeously.
9.1.2.

Desired solutions to the challenges: • The identified high cost factors need to be effectively managed through PFMA (Public Finance Management Act 1 of 1999).

• An increased budget catering for overtime will enable management to improve on the shortage of manpower on a short term basis until a permanent solution is found.

• All new vehicles should be purchased with maintenance plans to reduce downtime, thus contributing to effective budget management.
• In terms of vehicles which are outsourced for repairs, a contractual agreement with service providers should be firmly enacted.

9.1.3.

Successes • The Victim Friendly Room (VFR) is fully functional and well-coordinated, creating a comfortable, private environment for victims reporting crimes of a sensitive nature.

• The morale of the station personnel remains undeterred by the challenging circumstances, and continue to offer service delivery to the community it serves.
• The leadership, along with personnel, have engaged in various strong community policing forums on a regular basis.

This extends to the implementation of traditional policy, active community participation, partnerships with schools and other government departments.

• Through multi-disciplinary operations, such as the relation with the Prevention of Organised Crime Act (POCA), the registration of enquiries/investigations of suspected drug trading and prostitution are highlighted and promptly attended to.
96 9.1.4.

Observations by Delegates • The delegation noted with concern that the house burglaries in this region is amongst the highest in the country, and questioned the causal factors behind these incidents.

• The need for an intervention was further highlighted by the delegation.

The delay in post-mortems, submitted reports have a negative effect on police cases, despite these issues arising outside of the police station.
As such, oversight intervention should include the Department of Health and other relevant stakeholders.

• The delegation was concerned about the entire structure of the outsourcing of police vehicle repairs which seems to be a common problem in all stations.

• Additionally, the delegation noted that despite the obvious challenging environment, under the police station’s leadership, a sense of pride is reflected in their attempts to keep the precinct neat and clean.
This is reflected in their overtime work to accommodate the NCOP and indicates a conscious civil service attitude.

• A question was raised by the delegation regarding the 5- star status of the police station, and further enquiries about the precinct’s history was also expressed.

• The delegation also commended the efforts and dedication invested in the victim friendly room.

• The point of service delivery complaints was raised by the delegation for further elaboration.

10.
10.

PLESSISLAER POLICE STATION 10.1 Site Background The highest crime rate reported in the station are contact crimes- Murder.

The Number of people serviced by the station: A population of 294 838.

The ratio between police and the individuals in the community: 1 police officer to 1042 people.

The number of officials employed in the station and vacancy rate: 283 personnel with 34 vacancies available 10.1.1 Challenges faced by the Station 97 • The station faces extensive personnel challenges.
From the human resources statistics viewpoint, despite a surplus of staff members; the station is poorly understaffed in comparison to the size and area of the population it serves; thus inhibiting service delivery to the community.

Effective policing is difficult to maintain as the growing area demands are escalating.

• The police members’ capacity building has been interrupted due to the Covid-19 pandemic.
• The training centre at Alexandra Police Station is the only available site for continuous courses.

• Vehicle capacitation remains a huge concern, with the number of active vehicles amounting to 36.

A total of 19 vehicles are awaiting repairs in the garage, with various engine and electrical repairs, including other minor faults.

Regardless, long delays are prevalent, with the longest time period extending to 143 days.
The station has also advised that sedans as police vehicles are not ideally suited for the Plessislaer area.

• The station is reasonably well-resourced, however certain upgrades and maintenance of computers, printers, and equipment need to be addressed.

• In terms of infrastructure challenges, the buildings are solid structures in need of higher maintenance.

The site tour indicated that certain plumbing and electrical faults within the detention cells need to be addressed.
Cleaning services need to be more regulated.

• The extension of the infrastructure challenges includes the satellite station in Imbali, which is in dire condition.

The limited police officers on duty face danger, work in untenable building conditions, and are thus not able to operate effectively.
• The detention cells categorization at this police station does not accommodate arrested persons who may be members of the LGBTQIA+ community, despite provision being made for such individuals in national policy.

If a separate cell is not available, the accused who are members of the LGBTQIA+ community are moved to another police center which can cater to their needs.

• The victim support rooms are poorly organized and do not create a welcoming, safe environment for possible victims of sensitive cases.
The delegation was unable to access all the VFR rooms as door keys were missing at the time of the visit.

• The highest crime statistics reported at this police station relate mainly to contact crimes, with specific regard to multiple murders and common assaults.

The leading causative factors are misunderstandings and vigilantism, with incidents mainly occurring in public places and residential homes.

98 • The issue of xenophobic attacks appears to be quite prevalent in this area.
Foreigners who own shops become easy business crime targets, and this fuels tension within the community.

• Protests and strikes are commonplace in the Plessislaer area, as TVET and DUT students engage in this behavior on a weekly basis.

The damage to police resources and property damages can have high restoration financial repercussions.

• A major concern is the rise of gang-related and taxi violence on a daily basis.
The community driven revenge murders, which involve the public taking the law into their own hands, has reached the point where the police require supplementary forces and informers to keep abreast of new developments.

• The performance of detectives is viewed as below par, with the vast majority of targets not even close to being met.

It is noted that detectives are greatly overworked, with some taking responsibility of over 200 dockets at any given time.
This reflects back to the issue of manpower, and adequate distribution of duties.

10.1.2 Desired solutions to the challenges: • The police station’s upgrade to that of a brigadier rank needs to be reflected in more personnel being appointed, which would enable the station to perform efficient service delivery in accordance with this status.

• All personnel vacancies and permanent positions should be finalized as soon as possible.
• All vehicle challenges need to be seriously addressed, in order to ensure first response times are improved.

• Certain station’s infrastructure is aging, requiring extra maintenance and further improvements.

This is in relation to certain tech equipment.

• The satellite station in Imbali needs a major infrastructure upgrade as well as additional resources and personnel, in order to function effectively.
10.1.3 Successes • The community policing forum is an established structure, which is fully functional and attempts to actively engage with the relevant stakeholders and other government departments.

• The partnership with the Department of Community Safety and Liaison has been developing with a number of programmes, in relation with the Youth Desk, CPF and Social Crime Prevention units.
• The police station has also become involved with a number of community leaders, such as tuckshop owners, tribal authority meetings, transport owners; allowing for greater transparency and communication in reaching a conclusion on certain matters.

99 10.1.4 Observations by Delegates • The delegation raised questions on the contradictory statements which indicated a huge shortfall of manpower, yet human resources statistics portrayed a surplus of staff, despite the many available vacancies.
• The delegation noted with concern the high numbers of mob-justice related cases in the station.

• The number of vacancies in the station was noted with concern by the delegation.

• The delegation queried as to whether the police has a working relationship with the municipality to assist with the installation of CCTV cameras in crime hot-spot areas.

• Furthermore, the delegation noted with concern that major crimes are mainly committed through the use of a gun.
Adequate programmes and awareness needs to be moulded in this specific context, in order to reach statistics targets.

• The delegation was concerned about the lack of facilities for the members of the LGBTQIA+ community detainees.

This needs to be addressed appropriately to avoid being in conflict with national policy.

• The delegation also noted that there is an increase in gender-based violence cases; with the police station not even being able to pinpoint the causal factors.
• A question on the turn-around time for responding to emergencies was raised by the delegation.

The source of the population statistics was also requested.

• The delegation also expressed concern about the number of ‘acting’ posts especially at senior management level.

11.

RECOMMENDATIONS 11.1 MEC of Community Safety and Liaison on the state of police in the province • There is a need to sensitise the communities about the role of councillors as Commissioners of Oaths.
• There is a need to mobilise various structures in the society, both public and private, which will play an active role in the fight against crime in an integrated manner.

100 • The conditions under which SAPS are working, especially infrastructure related, should be made conducive, captivating and enabling so that police could provide their services in an effective and efficient manner.
• Government needs to organise summits where laws affecting the proper functioning of police would be discussed and reviewed, if necessary, including supply chain management procedures.

• The Department of Public Works should fast-track the process of decommissioning the old mortuary for the Phoenix police station to supplement office space.

• SAPS should ensure that CCTV cameras are installed and functional at all police stations including Umlazi, Inanda, Isipingo and Bhekithemba.
11.2 EMANGUZI POLICE STATION • That SAPS should review some of its policies including supply chain management standard operating procedures in the next 24 months to address delays in procurement for the stations.

Once the review has been completed, the SAPS, provincial treasury together with the district should ensure that police stations develop proper supply chain management systems to be able to properly manage their procurement processes.

The NCOP will continue to monitor progress in this regard.
• The delegation resolved that the SAPS together with Public Works Infrastructure should appear before the relevant committees in the NCOP to provide a comprehensive report on the breakdown of expenditure for the new building in Manguzi station within 60 days after the adoption of this report.

Both National and Provincial Treasury should form part of that meeting.
The report should include but not limited to: initial budget for the project, the expenditure to date, the difference which may have occur due to cost escalations or variations and reasons for the delays.

• The SAPS together with the Department of Public Works Infrastructure should expedite the completion of the new building in Manguzi station within 3 months after the adoption of this report.

The delegation is of the view that a new furniture is required given the state of the existing furniture.
The delegation believes that this will improved the working conditions and bring stability in the station.

NCOP will continue to monitor progress in this regard.

• In future, the SAPS, National Treasury, Public Works and Infrastructure together with KwaZulu-Natal Provincial Treasury should ensure that funds earmarked for the 101 building of new projects are spent according to the approved project plans and project schedules to avoid variations, cost escalations, wastage and fruitless expenditure.
• The SAPS, National Treasury and Public Works and Infrastructure together with KwaZulu-Natal Provincial Treasury should ensure that proper internal control systems are put in place to prevent the same delays in future projects.

• The Department of Communications and Postal Services expedite the implementation of broadband infrastructure to improve communication and digital services in government facilities including Manguzi station within the next 24 months.
NCOP will continue to monitor the progress in this regard.

• The SAPS needs to ensure that the four (4) vacancies, namely head of finance, MIC commander, group leader detective, shift commander, grounds men are funded and filled within the next 3 months.

The delegation is of the view that such will assist the station to acquire more capacity to deal with crime in the area.
• The SAPS, the Office of the Premier in KwaZulu-Natal together with the Department of International Relations and Cooperation (DIRCO) should intervene to resolve the issue of cooperation between South Africa and Mozambique for the eManguzi station to collect stolen vehicles that have been recovered in Mozambique.
The delegation’s view is that once the issue of cooperation between the two countries is resolved, the Police will be able to follow due processes to bring to books criminals who are hiding in Mozambique.

NCOP will continue to monitor the progress in this regard.
• The Department of Home Affairs, South African Defence Force and Department of International Relations and Cooperation should intensify efforts to improve border management and security measures to resolve the issue of stolen cars crossing the border to Mozambique, including human trafficking and other criminal elements • The SAPS should ensure that adequate sector coordinators are employed to ensure effective and efficient operation of the two sectors in eManguzi.
This should be implemented in the next 3 months.

NCOP will continue to monitor the progress.

• The eManguzi Station ensures that all strategies presented to the NCOP delegation are implemented within 3 months without any delays to get the sector policing forum on track in the area.

• The SAPS should urgently address the issues of capacity in the station including Public Order Policing Visible Policing, Crime Intelligence, K9 and Tactical Response Team.
Further to that, high pursuit vehicles are required to chase criminals who use high performance vehicles when committing crime.

• The Departments in the Justice Cluster need to improve communication amongst each other, coordination and cooperation within the Cluster for improved service delivery and ensure alignment of processes within the Cluster going forward.
102 11.3 MONTCLAIR POLICE STATION SITE VISIT • The SAPS together with the Department of Public Works and Infrastructure should prioritise the construction of the new building for Montclair Police station in the 2023 Medium Term Budget Expenditure Framework (MTEF).

The delegation believes that there is an urgent need for SAPS to improve the working conditions in that station.
• The SAPS working together Department of Public Works and Infrastructure should present to the NCOP how they intend to address the issue of personnel being housed in the old Wendy house within 60 days after the adoption of this report, especially those with co - morbidities as well as Victim Friendly Room and Gender Based Violence Desk.
• The Montclair police management, the Provincial SAPS together with the Department of Public Works and Infrastructure should present an action plan to the NCOP on how they will address the issue of the storage.

• The Department Public Works and Infrastructure should address the issues of parking in the station for both the public and staff personnel within 6 months after the adoption of this report.
• The SAPS should assist Montclair station in addressing the issue of the outdated telephone lines within 60 days after the adoption of this report.

• The SAPS, should assist the Montclair station in filling up vacant positions, which either occur due death, pensions and/or promotions, with immediate effect and all funded vacancies should be filled within 3 months to improve the capacity of the police station, especially in the Detective Service Centre.
This will assist the station to service the entire area of jurisdiction.

• Whilst the KwaZulu–Natal Provincial Legislature will continue to conduct oversight, the SAPS should table a detailed report to the NCOP on how it intends addressing the challenges facing the Police Stations in KwaZulu-Natal.

11.4 INANDA POLICE STATION SITE VISIT • The Police Station needs to collaborate with the Metro Police given that they operate in the same area.
• The Police Station need to be provided with the required human resources and adequate vehicles in order to properly function.

103 • Given that the landline is often non-functional due to poor network coverage, the Police Station management should provide the community members with their cellphone numbers where they can report crime.
• The South African Police Service must initiate a meeting with the Department of Health to discuss proper strategies in speeding up the process of obtaining post mortem results and the accompanying statements from Phoenix Mortuary.

• The Police Station’s management need to submit a written response to the delegation on all issues raised.

• The NCOP need to take up the challenges facing the Police Station with the relevant Departments at the national level.
• All legislation governing the police services need to be urgently reviewed to determine whether they are still relevant in terms of policing of the country.

• Inanda Police Station needs its own crime intelligence office and should not be reliant on the district for support as it is one of the country’s crime hotspots, especially in murder.
11.5 BELLAIR POLICE STATION • In order to ensure functional policing, capacity of the personnel in the station should be strengthened taking into account gender and race.

• The SAPS should consult with National Treasure to look into increasing the overtime budget since vacancies are not filled as a result officers are stretched.

• The delegation also recommended the inquiry into outsourcing of police vehicle repairs and the process thereof.
In addition, there should be a contractual obligation for outsourced vehicles to be fixed in a stipulated time frame.

11.6 PLESSISLAER POLICE STATION • The SAPS management should make sure that funded vacancies should be filled at station level in order to ensure that communities receive quality services they deserve.

• The partnership with communities should be strengthened through CPFs in order to reduce the number of mob-justice related cases.
In addition, community leaders should be engaged in order to address the issues of mob-justice and the importance of people not taking the law into their own hands.

• The relationship between the municipality and the police should be strengthened in the best interests of the community and to assist with infrastructure maintenance.
104 • Funded vacancies should be filled as a matter of urgency to ensure that service delivery is not compromised • The SAPS together with National Treasury should review some of the supply chain management procedures and processes to unblock some of the bottlenecks that leads to procurement delays.
• The SAPS personnel responsible for the vehicles and service providers should appear before the relevant NCOP Committees to explain delays that are experienced in relation to police vehicles that are sent for services and repairs.

• All relevant stakeholders and departments should appear before relevant NCOP Committees to explain how they intend to address challenges of office space.

• The Provincial SAPS should assist police stations in establishing Gender Based Violence desks.
The delegation commits itself to seek to do whatever it can to ensure the implementation of the above recommendations over time, taking into account the resource, capacity and other constraints of the implementing departments and other public entities.

5.

LIMPOPO PROVINCE 5.1 Provincial overview 105 Limpopo province covers a surface area of 125755km², which constitutes 10.3% of the total surface area in South Africa.
The province is located at the northernmost tip of South Africa and is bordered by the Mpumalanga, North West and Gauteng provinces.

The Capital of Limpopo is Polokwane.

5.2 Demography Limpopo has a population of 5 927 million people, which constitutes 9.9% of the overall population of South Africa.

• The dominant age group is 10-14, representing 11.5% of the total provincial population.

• The majority of the population are females (52.6%), whilst males represent 47.4%.
5.3 Governance Limpopo province is divided into 27 municipalities, which includes: • Five District Municipalities (Capricorn, Mopani, Waterberg, Sekhukhune, Vhembe) • Twenty-two Local Municipalities.

5.4 Economic profile Limpopo province contributes 7.4% to the gross domestic product (GDP) of South Africa.

The main contributors to the regional GDP are tertiary industries (52.4%), followed by primary industries (27.7%) and secondary industries (9%).
The primary driver of economic activity in Limpopo is mining.

By the end of the 3rd quarter of the 2020/21 financial year, the official unemployment rate in Limpopo was 32.5%, whilst the extended unemployment rate was 54.5%.

Limpopo was also the province with the second largest increase in unemployment rate.

5.5 Social service delivery Limpopo recorded the second highest percentage of individuals that benefited from social grants in 2020, at 44.5%.
It is also the province where the highest number of households (68.8%) received at least one type of social grant.

This includes the Covid-19 Social Relief of Distress (SRD) grant of R350 per person per month to mitigate the impact of the pandemic, which was rolled out in 2020, with 2 020 712 people benefiting from this grant.

The majority (96.2%) of households live in formal dwellings, whilst 2.8% live in informal dwellings.

One per cent of households in the province live in traditional dwellings.
106 A total of 71.3% of households have access to tap water inside their dwellings, off-site or on- site.

The percentage of households with access to water in Limpopo experienced a marginal decrease of 2.5% between 2002 and 2020.

In terms of functionality of water services supplied by the Municipality, more than half (58%) of households who received water from the municipality reported interruptions to their water supply in 2020.
More than half of households in the Limpopo (58.7%) have access to improved sanitation.

Of this amount, 24.2% of households have access to flush toilets, whilst the remaining 34.5% make use of pit latrines/toilets with ventilation pipes.

Nearly half of all households (40.2%) use pit latrines/toilets without a ventilation pipe; 0.2% use chemical toilets; 0.3% use ‘other’ sanitation facilities, whilst 0.7% do not have access to any sanitation facilities.
In terms of access to health, the majority of households (84.5%) indicate that they would first visit public clinics or hospitals when household members fall ill or have an accident, whilst less than a quarter (14.4%) would first visit a private doctor, clinic or hospital.

Less than 1% of households indicate that they would first consult a traditional healer or ‘other’ health service.
Limpopo recorded the highest percentage of population that have no formal education, at 5.7%, whilst a total of 81.2% of its population has some primary education, completed primary education, lower secondary education, upper secondary education or Grade 12.

Furthermore, 12.9% of the population have post-school qualifications.

In 2020, less than a quarter (21.3%) of households in Limpopo had their refuse removed at least once a week.
The majority (89.2%) of households who had their refuse removed on a weekly basis are located in urban areas, whilst only 6.2% of households in rural areas received this service.

Accordingly, the vast majority (89.2%) of households in rural Limpopo made use of their own refuse dumps to discard waste.

The majority of households (97.2%) in Limpopo have access to electricity through the mains electricity supply.
Of the households that have access to electricity, 94.9% use an in-house pre-paid meter, whilst 2.1% use an in-house conventional meter and 3% are recorded under ‘other’.

The main source of energy used for cooking is electricity (60.7%), followed by wood and coal (37.1%); gas (0.9%); paraffin (0.6%); and ‘other’ (0.8%).

6.
6.

Briefing by on the capacity to address structural constraints facing small scale farmers and SMME’s Sekhukhune District 6.1 Overview of the Sekhukhune District 107 The Sekhukhune District Municipality is located in the south-eastern part of Limpopo, which is South Africa’s most northern province.

The district shares boundaries with the Capricorn and Mopani Districts in the north, Mpumalanga in the south and east, and the Waterberg District in the west.
The District is largely rural in nature and is made-up of four Local Municipalities, namely; Elias Motsoaledi, Ephraim Mogale, Makhuduthamaga and Fetakgomo Tubatse.

The District is made up of 117 wards with a total of 764 villages.

The District accounts for a total population of 1.194 307 million, or 20% of the total population in the Limpopo Province.

The main sectors of Sekhukhune District that contribute to the growth of economy in the district are agriculture, mining and community services.
The commercial agriculture is dominant in the Loskop valley and Orighstad in Fetakgomo-Tubatse Municipality.

Subsistence farming is dominant in the area with many farmers producing under dryland conditions and few relying on perennial secondary rivers and boreholes.

Common crops include grains, vegetables, citrus, grapes, cotton and dry beans.

Subsistence farming is dominant in the area with many farmers producing under dryland conditions and few relying on perennials secondary rivers and boreholes.
Common crops include grains, vegetables, citrus, grapes, cotton and dry beans.

6.2 Key Agricultural Development Priorities Infrastructure development to stimulate production and increase job opportunities.

Most farmers are still using primitive methods of farming and therefore reducing any efforts to increase production, profit and quality of produce.
This priority is aimed at supporting the district objective of an innovative private sector public–private partnerships that promotes market-driven production, processing and marketing initiatives.

In order to attract markets, certain infrastructure development is a priority to enable farmers to improve the quality of produce.

The district has embarked on development of various irrigation systems to support primary production and Mogalatjane Irrigation scheme is one of them.
6.3 Support of grain production Support of grain production as part of grain feasibility study implementation.

The Limpopo Department of Agriculture and Rural Development (LDARD), completed a feasibility study in 2019.

The study aimed at investigating the current grain production and determined potential to expand production in the Sekhukhune District Municipality.

Various shortcomings, which reduce the potential of farmers to increase production, were highlighted.
Most known factors are the lack of timely support, poor land preparations, the lack of adequate production inputs and late planting.

The intention is to provide comprehensive support to increase production 108 yield.

In 2019/20 production season the District piloted with Grain South Africa with regard to a possibility of increasing production at Saaiplaas and Matabane with 44 farmers covering 122,8 hectares.
On 34 farmers participated in the pilot study, they all reaped the rewards by managing to double production from less than a ton per hectare to an average of three tons per hectare.

The District further intends to intensify dry land grain production by supporting farmers in selected areas with high potential climatic and soil conditions to increase yield.

The project would be done by offering comprehensive support to farmers which include among others mentorship, soil preparation.
6.4 Intensification of cotton production The District intends to intensify cotton production as high value industrial crop in the Ephraim Mogale and Elias Motsoaledi municipalities which are top cotton producing areas in the District.

Cotton is successfully planted under dry land and farmers market their products at Loskop Ginnery which is at Marble Hall about 30 km from the production areas.

Cotton SA is involved as the mentor and Loskop Ginnery is the only accredited seeds supplier.
In general, the farmers are strategically located and competitive as they are linked to both seeds supplier, market and provision of mentorship in cotton production.

The most expensive production inputs are seeds, chemicals and labour as cotton is hand-picked.

Cotton farmers created at least 2 seasonal workers per hectare during harvesting season.

In 2019/20 average yield for cotton in the Province was about 0.6 tons.
6.5 Improved market access The District undertook to improved market access through operationalization of Farmer Production Support Unit (FPSU).

The FPSU would play a pivotal role in supporting farmers in the district and fits well with the intention to increase grain production and strengthen the capacity on grain production.

Further there is a proposal for inclusion of small-scale mill facility in the FPSU, which will benefit these farmers/households and cut transport costs.
The Agrihub, which will be established in Groblersdal, will also assist in the long term as there will be mill constructed as part of agro-processing initiatives.

6.6 Challenges faced by small-scale farmers and SMME in Sekhukhune District 109 • The challenge of marginalised soil structures, lack of adequate water sources, land ownership, land invasion and small land sizes.

• Access to market is also one of the setback faced by farmers.
The market channels created in collaboration with white commercial farmers are also having some shortfalls.

The speed at which market requirements are changing make it difficult for farmer to cope with the financial capital required to adhere to the standards sets.

• Slow progress in water rights approvals and update to farmers.

• Lack of suitable agricultural tools such tractors etc.
• Lack of understanding of the requirements of various crops, particularly when it comes to land preparation, planting and calibration of other inputs.

7.

Mitigation plans to address the challenges faced by small-scale farmers and SMME in Sekhukhune District • Provision of financial support through the Comprehensive Agricultural Support Programme (CASP) and other funds to improve infrastructure development.
• Partnership with established commercial farmers to access market and learn during the process; Working with Commodity organizations and establishment of working streams of specific commodities.

• Intensify production by improving production techniques through clustering of farming according to commodities and up-skilling farmers through mentorship programmes.

• Conducting of training and information sessions on the requirement needed for water rights application.
The District has also identified two officials per municipality to work with farmers and were provided training.

• Mobilise and create awareness on community conflict resolution.

8.

BRIEFING ON THE ASSESSMENT OF STATE CAPACITY TO MEET THE WATER NEEDS IN THE SEKHUKHUNE DISTRICT The district has 19 water schemes in which total available water is projected to be 55 684Kl per day from all sources in the district by 2035.
The water is projected to have a deficit of -98 768Kl per day to serve an estimated population of 1 477 515 by 2035.

8.1 The Flag Boshielo scheme 110 The Flag Boshielo scheme is located on the Southern portion of the Sekhukhune and it is divided into two regions; namely Flag Boshielo East and Flag Boshielo West.

The bigger part of the scheme lies in the Flag Boshielo East.
The Flag Boshielo Scheme supplies water to the following three Local Municipalities; namely Ephraim Mogale, Elias Motsoaledi and Makhuduthamaga with a total scheme estimated population of 131 000 and about 126 villages raw water is abstracted from Flag Boshielo Dam formerly known as Arabie Dam and treated at Flag Boshielo Water Treatment Plant.

The plant was initially designed to serve a population of approximately 100,000 and can now sufficiently meet the increased demand of about 131,000.
The population in the scheme area is expected to increase to about 147 000 in 2035.

The plant is being upgraded to meet the current and future demand since original planning of the plant allows for expansion.

The bulk components of the Scheme include Flag Boshielo Water Treatment Works, with ten pump stations, 88 storage reservoirs and a pipeline of 387km.

The plant is sufficiently monitored and metered.

and bulk infrastructure assets are generally in a good condition.
In terms of the design standards, the minimum required storage is 48 hours however the actual storage will last for six days.

8.2 Challenges • Most of the households are having 10 000 Jojo tanks, which affects the daily supply of water.

• Water meant for household usage is being used for commercial purpose such as irrigation.

• Theft of electrical cables at Flag Boshielo Water Treatment Works.

• Mechanical breakdowns of water tanks.

• The newly installed storages at Elandskraal collapsed.
• • Infrastructure from Flag Boshielo WTW to Flag-west command reservoir and from the command reservoir to distribution reservoirs has reached its life span.

Inconsistency of supply due to frequent breakdown from both bulk and reticulation.
8.3 De Hoop water treatment De Hoop water treatment works capacity is 12ML and the upgrading of De Hoop WTW is estimated to increase water supply from 12 ML to 24 ML which will benefit over 400 000 residents in over 56 villages within the Nebo Plateau and Steelpoort valley.

Currently, the water yield is 12ML per day.


The Water Service Authority which is Sekhukhune District Municipality receives 12ML per day from De Hoop but only are able to distribute 2ML per day due to the bulk pipeline not yet commissioned.

The total projected water demand for 2035 is 37.5ML/ per day.

There is no deficit projected for year 2035.


111 8.4 Lebalelo South The District is reported to be in a process of upgrading water supply infrastructure in Lebalelo South, in the Fetakgomo Tubatse Local Municipality.

The objective of this project is to improve water services delivery to affected rural communities.

The project addresses the Sekhukhune District Municipality’s Water Services Development Plan (WSDP) strategic objectives.

The Lebalelo South project is supplied by Mooihoek Bulk Water Scheme.
The Maroga Project forms part of the Lebalelo South Water Supply scheme.

The villages Motlolo and Ga-Maroga, supplied by the scheme are in the Fetakgomo Tubatse Region.

With regard the state of water infrastructure, the villages are entirely dependent on ground water source through four boreholes found in Ga-Maroga village, and two boreholes are presently used to supply the community with water.

The yield of the borehole is very low – total yield for the two boreholes is 130.4Kl per day.
The villages have and existing reticulation network covering 20% of the village area of unmetered communal taps that were installed to RDP standard – most not fully functional.

No water treatment plant and water is abstracted from boreholes and used untreated.

8.5 Challenges • A deficit in water supply at Ga-Maroga village • No water demand management.

9.
9.

BRIEFING ON THE STATUS OF THE ROADS INFRASTRUCTURE IN THE SEKHUKHUNE DISTRICT 9.1 Leolo Access Road D4227_010 (10.4km) Road D4227, Mohlala road lies between the intersection of D4190 and D4227 near Schoonord in the Makhuuduthamaga local municipality.

The road is 17.9km of which link D4227_010 (10.4km) has been requested for an upgrade.

Roads Authority Limpopo (RAL) is in the process of appointing a professional service provider to carry out the design stage for the road upgrade.
This process will be concluded in the 2022/2023 financial year.

It is estimated that the cost of the road will require a budget of R100m for the 10km.

The budget for the construction stage is still to be secured.

112 9.2 Tubatse Steel D2219_130 The steel bridge is located near the intersection of road D2219 and R555 in the Fetakgomo Tubatse Local Municipality within the Greater Sekhukhune District Municipality just outside of the Ga Malekana and Kokwaneng Villages.
The existing steel bridge was constructed in the year 1928 (94 years ago).

RAL has engaged local mining companies to contribute to the construction of a new bridge alongside the existing bridge.

Funding is secured.

The project is in the preliminary design stage with drawings being finalized and the necessary environmental authorizations before construction will commence.

RAL is finalizing the designs for the appointment of a contractor.
The design phase is expected to be completed in Q1 of 2022/2023 financial year.

9.3 Low-lying bridge over the Thorncliffe river (Dwarsrivier) in Kokwane village on D1355_010 The location of the low-lying bridge near the Thorncliffe Mine is on Road D1355_010 at co- ordinates (24°57'20.90"S, 30° 7'41.70"E).

On the 7 December 2021 a vehicle was washed away while trying to cross the overtopped bridge.
RAL will engage with the mining companies in the area as to possible improvements to the bridge and install warning signs to inform motorists not to cross the bridge during flooding in the interim.

10.

SITE VISITS 10.1 WATER SECTOR 10.1.1 Flag Boshielo Bulk Water Supply Flag Boshielo Dam was established in 1987 with a wall height of thirty 36m.

The dam is situated 30 km north-east of Mable Hall with a water storage capacity of 100 million m³ and a yield of 56 million m³/a.
In 2006, due to increasing demand of water supply by water users for domestic, industrial emanating from mining developments, agriculture/irrigation and ecological purposes, the dam wall was raised from 36 metres by 5 metres to increase the storage capacity from 100 million m³ to 185 million m³, and increasing the yield from 56 million m³/a to 72 million m³/a.

The current flow of the dam is 78.5 m³.

113 The project commenced in 2015, with a total budget of R82 million.
The responsible government departments are: Department of Water and Sanitation, Sekhukhune District Municipality.

131 000 people are benefitting from the project and 25 people are employed.

The project is awaiting the high lift pump to be delivered in April 2022.

The project will be completed by the end of May 2022.

10.1.2 Key challenges: • The project has experienced much labour unrest which impacted negatively on progress.
• The demand exceeds the supply and the scheme is unable to supply all villages according to the demand on a daily basis.

• There are too many unauthorized/illegal connections within the scheme.

• The demand of supply according to the court order3 impacts on the needs of other communities due to limited resources.

• The inability to collect revenue within the scheme impacts on service delivery.
10.1.3 Desired solutions a. Sekhukhune District Municipality should continue with water rationing/shedding to all villages within the scheme.

b.

The Sekhukhune District Municipality should implement water conservation and water demand and introduction of cost recovery within the scheme in order to improve and sustain service delivery.

c. Illegal and unauthorized connections to be dealt with to reduce the overload on the scheme.
d. Expansion of reticulation to areas where reticulation has not yet been done.

3 One village took them to court for access to water and it was not part of the villages that reticulated water from the Dam.

The amount of water the dam is pumping is meant for the initial villages and therefore an additional village as per the court order is causing a strain to the resources.
e. More spatial alignment on allocation of land between traditional authorities and municipality to allow better planning for service delivery.

f. Upgrade of bulk water supply from 16ML per day to 32ML per day.

114 10.1.4 De Hoop Dam De Hoop Dam was constructed from June 2007 and officially opened March 2014.

The dam has the maximum height of 88 metres above the riverbed.

The storage of water in the dam commenced in September 2011.

It has the gross storage capacity of 347,4 million cubic metre.
De Hoop Dam supplies water to 56 villages.

The project commenced in 2007 and is intended to be completed by 2035.

10.1.5 Key challenges: • Social unrest, vandalism of the infrastructure remains a major challenge.

• Appointment of workers to the sites.

• The relocation of Marikana and other villages adjacent to the dam had a negative impact on the operation of the dam.
• The 38 families relocated to defective houses built for them, which have leaking roofs, are rat infested, and have poor sewerage system.

• • The illegal water connections are a concern that also contributes to the provision of water services.

Municipal Infrastructure Grant has funding problems.

The incomplete fencing of the dam is a challenge that also has an impact on the high number of people drowning.
10.1.6 Desired solutions to the challenges: • The Department of Water and Sanitation indicated its willingness to sign a Memorandum of Understanding with Sekhukhune District Municipality in relation to the fixing of the 38 damaged houses.

• There is a need to put measures in place to address the vandalism and illegal water connection challenge.

• Consistent information sharing to the surrounding communities is required to explain the reasons for non-progression of the project.
• There is a need to establish a level of accountability in relation to the poorly built houses.

• The process of handing over title deeds to the 38 households of Marikana should be expedited.

115 10.1.7 Observations and findings  Lack of synergy between relevant stakeholders.

 Villages staying in close proximity of the dam do not have access to water in their homes.

 The 38 families relocated to defective houses built for them, which has leaking roofs, is rat infested, and has poor sewerage system.
 Dissemination of information with regards to the interruption of the water supply should be addressed and the communities should be informed on time.

A concern was pointed out with regard to the mines in the area having access to water wherein the communities living in proximity to the dam do not have access to water.

 The report back session would be conducted by the NCOP delegation.
 The Department of Water and Sanitation shall work on all available avenues to see to it that the issue of fixing the 38 damaged houses is addressed.

11.

MAROGA BULKWATER SUPPLY The Maroga Bulkwater Supply provides water; reticulation and connects water pipelines to 968 households.

The duration of the project is from 17 September 2019 to 31 March 2023.

Approximately 968 households are benefitting from the project.
11.1 Key Challenges: • Non-payment of workers and sub-contractors by the main contractor.

• Termination of non-performing contractors and appointment of incapable contractors.

• Lack of expenditure on bulk water supply projects by Sekhukhune District Municipality.

The district was given R94 million in 2020/21 financial year and R64 million was spent.

During the current year the budget will be cut to R50 million.
11.2 Desired Solutions: • Improvement of communication between the local community, Sekhukhune District Municipality and the Department of Water and Sanitation.

11.3 Observations and Finding 116 • Borehole water is provided throughout the village and was sufficient.

• An additional supply was provided by a private water scheme from the local mine called Dipalelo Scheme.

Currently no public scheme is attached to this project.
• The project was at 63% progress, more than 130 kilometres of pipe lines were connected and reticulated to all 968 households.

• Three water reservoirs were completed with one borehole water purification plant completed.

• ESKOM delays in energising the project sites.

• The water pumps are protected by concrete slabs.

• The site contractor denied any non-payment of workers or sub-contractors on the project.

The community representative on the project was not invited to the meeting as required.
11.4 Successes • All the 968 households in Maroga villages have piped water reticulated to individual yards.

12.

AGRICULTURAL SECTOR 12.1 TOMPI SELEKA COLLEGE OF AGRICULTURE The Tompi Seleka College of Agriculture provides structured agricultural training and conducts applied research towards empowering of farmers and farm workers.

The project commenced in 1960 and has a total budget of R54 837 563.00 for 2021/2022 financial year.
The responsible department is, Limpopo Department of Agriculture and Rural Development.

The number of people benefiting from the project/college are 20 youth and 234 adults benefiting from the project and 96 people are employed.

12.1.1 Key challenges: • Governance of the college is not in line with The Higher Education Act, No.
97 of 1997 since there is no Council which should serve as the Executive Authority; • Incompatible finance management model for the college which leaves it running like a department since it is a sub-directorate, making it difficult to run the college efficiently; 117 • Staff shortages and inability to respond to attrition when it occurs.

Currently there are 96 employees.
The new structure has 92 vacant posts but only 35 of them will be filled due to budget constraints; • No student management system for records and revenue collection; • Large number of infrastructure and facilities without maintenance, personnel and budget; • Recurring theft of fence compromising safety of assets and people on campus; • Poor local community relations due to a desire for jobs or subcontracting which delays some project implementation; • Failure to complete the national function of migration of agricultural colleges.
12.1.2 Desired solutions o Ensure that the college has its own procurement account which will ensure that necessary appointments and procurement activities are speedily done at the college; Filling of critical vacant posts; Completion of infrastructure projects; and Ensure the available infrastructure is fully utilized.

o o o 12.1.3 Observations and findings o o o o The college is operational and providing training and farmer support services.
There needs to be attention on maintaining the college infrastructure as well as the surrounding areas which seems to be over-grown.

Some of the infrastructure developed are not being utilized as initially planned.

The college is run as a sub-directorate in Limpopo Department of Agriculture and Rural Development (LDARD), not as an independently governed college.
12.1.4 Successes • Continues to provide National Qualification Framework (NQF) Level 6 Diploma in Agriculture (Animal Production & Plant Production) as well as Further 118 Education and Training NQF Level 1-4 Certificates on Animal Production, Plant Production and Agribusiness and recognition of prior learning; 189 farmers graduated and were put through the Recognition of Prior Learning and appropriate training for NQF Level 1-4; The college also continues to provide non-formal training and technical advice tailor made to farmer’s needs in all fields of agriculture, primary production, value adding, farm management, and produce marketing and business management; The college generated R3 356 715.69 revenue in the 2021/22 financial year; and Eleven (11) local companies were given subcontracts of more than R1 millions in value including the supply of material and labour.
• • • • 13.

Steelpoortdrift Irrigation Scheme The Steelpoortdrift Irrigation Scheme’s objective is: To resuscitate the Steelpoortdrift Irrigation Scheme to be functional in order to assist the farmers and create jobs.

The project commenced in 1972 and has a total budget of R 6 million.

The responsible department is the National Department of Agriculture, Land Reform and Rural Development, Limpopo Department of Agriculture and Rural Development.
The number of people employed in the project: 69 farmers (65 women and 4 men) 13.1.

Key challenges: • • • • There is insufficient water coming to the irrigation scheme- farmers irrigate in turns affecting the crop production.

The fence in the irrigation scheme is short, which enables some animals to jump and graze on the planted crops and lack of youth involvement in the irrigation scheme as the youth opt to work in mines.
Vandalization of the fence and irrigation scheme infrastructure - which led to a loss).

Poor extension services by the Departments’ extension office.

• • • Lack of proper market for produce Lack of electricity in the farm.

Market challenges since farmers focus on local market as the available retail markets requires a higher production scale.

119 13.2.

Desired solutions `o Assist in providing technical capacity to farmers on farming as well as managing the ongoing infrastructure projects.
o o o o o o Assist with provision of pack shed and storage facility in the scheme.

There should be cooperation between different government departments as well as the farmers.

Provide strengthened and longer fence for phase 1 of the irrigation scheme.

Assist in securing alternative energy source such as solar for the pumping of water.

Provide ablution facilities for the scheme.


Assist the farmers to ensure that the remaining R1.4 million held by the National Department of Agriculture, Land Reform and Rural Development is available.

13.3.

Observations and findings • • Farmers are still committed to work in the scheme, as shown by their presence as well as some who have cultivated crops currently.
The farmers have invested over R1.3 million in phase 2 for the development of irrigation systems and fencing of the 30 ha land but these investments have resulted in a loss since the infrastructure is vandalized.

• Farmers are working and generating income from the scheme.

13.4.

Successes 120 • • • The farmer groups in the irrigation scheme remain committed to resuscitate and operate the irrigation scheme.

There is an existing water use license for the scheme.
The farmers continue to contribute R40 per month as well as R150 for usage of the tractor and implements.

14.

Tshwelopele Irrigation Scheme The Tswelopele Irrigation Scheme’s objective is to resuscitate the Tswelopele Irrigation Scheme to be functional in order to assist the farmers and create jobs.

The project commenced in 2001 and the responsible departments are the National Department of Agriculture, Land Reform and Rural Development, Limpopo Department of Agriculture and Rural Development.
There are 312 people benefitting from the project and 52 farmers are employed.

14.1 Key challenges • Land invasion for residential purposes, which in some instances leads to legal cases.

The problem has continued for years without being addressed.

• Land claim on the existing land which results in uncertainty by farmers, especially with the threat that they may vacate the land.

• High cost of leasing the state land by farmers.

• Vandalization of the irrigation scheme infrastructure especially pipes.
• Lack of electricity on the farm.

14.2 Desired solutions • Provide water supply to the irrigation scheme.

Continue with the installation of centre pivot which was promised by the then Department of Rural Development and Land Reform.

• The land ownership issue should be addressed since the land is currently state- owned.

The farmers should be provided with the authority to work on the land and have title deeds.
• The government entities should work together to assist the farmers in resolving the challenge of irrigation schemes.

Establish committee with various stakeholders to address the land invasion.

121 14.3 Observations and findings o The irrigation scheme land has been invaded for residential purposes, and currently there is about 475 ha available for the scheme.

o Farmers are still committed to work in the scheme as shown by their presence as well as some who have cultivated crops currently.
14.4 Successes • There are few farmers who are continuing to cultivate various crops such as potatoes even with the challenges of lack of water.

Some are using their own generators to pump water.

• The farmer groups in the irrigation scheme remain committed to resuscitate and operate the irrigation scheme.

• There is an existing water use license for the scheme.

15.
15.

MOGALATJANE IRRIGATION SCHEME District Municipality : Sekhukhune District Municipality Local Municipality Location of Project Project Budget Project Start Date Source of Funding : Ephraim Mogale Local Municipality : Mokgalatjane : R17.3 million : 2018 : LDARD Project Objectives: Revitalization of the Mogalatjane irrigation scheme in order to agricultural crops including cotton and maize under irrigation.
This will contribute to the livelihoods of the farmers and also contribute to the economy through job creation.

The ongoing construction projects focuses on the installation of one centre pivot irrigation system.

The scheme has 98 members who are residents in the area.

23 people are employed in the project and 98 households will benefit from the project when completed.

15.1 Successes: • About 98 residents have 130ha communal land from the local Traditional Authority in the scheme.
• The irrigation scheme has established a functional committee since 2018.

• They have already secured water rights.

• They have cultivated cotton in 2021, which resulted in 8 bags harvested.

• Continued training of the irrigation scheme participants, particularly the youth.

122 15.2 Key Challenges: • Snakes (especially pythons) in the irrigation scheme disrupts the work on the farm, particularly the installation of the Towable Center Pivot irrigation system.
• Lack of tractors and appropriate implements for effective cotton production in the irrigation scheme.

• Threats by some local community members who are motivated by the need to get jobs in the ongoing construction processes 15.3 Desired solutions • Provision of tractor with appropriate implements.

• To have assistance from the environmental specialists to capture the snakes.

• Community members who require employment in the scheme should go through the existing Committee.
• Drilling and equipping of 1 borehole to supply water for drinking purposes.

• Seed, fertilizers, chemicals and ploughing of 2 crops per annum for a period of 2 years.

• Construction of balancing dam.

15.4 Findings and Observations: • The Mogalatjane Irrigation Scheme has active members who are committed to the success of the projects.

• The infrastructure is still in a development or resuscitation phase in order to improve productivity.
• The farmers have shown that they are receiving extension support from the Limpopo Department of Agriculture and Rural Development.

16.

ROADS INFRASTRUCTURE PROJECT 16.1 Road Construction Leolo Mountain The Road Construction of Leolo Mountain (D4230) objective is to tar 21 km of gravel road.

176 villages are benefitting from the project.


The responsible government departments are; Department of Public Works, Roads and Infrastructure and Road Agency Limpopo 123 16.2 Key Challenges:  Single Gravel road is inaccessible during rainy season and schools are also not accessible at these times.

 One road is blocked by a huge boulder and now separates villages.

 Single lane concrete low-lying bridges.


 The community (ward 15) showed that since 1994 they have not received basic services from the Local Municipality (Makhuduthamaga) and District Municipality (Sekhukhune).

 Services such as RDP houses, the Makhuduthamaga municipality showed that indeed a budget to build RDP houses was allocated in 2005/6 Financial Year.

However, no houses were built and there were no valid reasons that the Makhuduthaga Municipality could show.
The matter should be urgently followed up.

 The closest hospital in Leolo Mountain is more than 17 kilometres away and is not accessible during rainy conditions, hence many people have given birth in their homes.

 The Leolo community also showed that it needed agricultural assistance in farming.

Due to the environment in the mountains the sowing season starts earlier.
Therefore, proper machinery for farming and harvesting are needed earlier than when offered by the Department of Agriculture and Rural Development.

16.3 Desired Solutions: • Construction of an accessible bridge and a new tarred road.

• New constructed tar road and double lane bridges.

• The Department of Public Works, Roads and Infrastructure and Road Agency Limpopo must assist the Makhuduthamaga Municipality to maintain the gravel roads until a new road is constructed and completed.
16.4 Observations and Findings • Most of the road is gravel with concrete roads and bridges in between.

• Road were not accessible.

• Recent rains especially up in the mountainous terrain.

• Numerous low-lying single lane bridges.

• Rock cycle phases are a danger on the roads.

• The delegation noted with concern that the road condition cannot be used as a scapegoat for government departments and municipality not to provide basic needed 124 services to the community.
16.5 Successes o The Road Agency Limpopo (RAL) will be appointing engineers by 30 April 2022 to survey the road.

17.

RECOMMENDATIONS 17.1 The Flag Boshielo scheme • Improve communication in reporting breakdowns which affects water supply to the community.

• Maintenance of infrastructure (reticulation and reservoir).

• Reduction of water losses.

• Water conservation and demand management pumps burning out due to inconsistent electricity supply, needs to be fixed and maintained.
17.2 Flag Boshielo Bulk Water Supply  A cost recovery strategy for rural communities needs to be developed for revenue collection.

The revenue collected will contribute towards timeous infrastructure maintenance  Water conservation awareness programmes are essential for rural communities and should be implemented.

 The Sekhukhune District Municipality should address the issue of illegal water connections through the enforcement of municipal by-laws.
 To address the issue of high water demand, the traditional leaders and municipalities should align their land allocation system.

17.3 Lebalelo South • The shortfall in borehole water supply should be augmented by water supply from the recently furbished Mooihoek Water Treatment Works and borehole water from adjoining villages in Driekop and Riba Cross • Implementation of the water demand management strategies should occur.
125 17.4 De Hoop Dam • The Department of Water and Sanitation should provide a written commitment to the NCOP delegation within a period of two weeks on how they are going to address the issue of damaged houses.

• The Sekhukhune District Municipality should provide correct information on the functions of various stakeholders in relation to the water services provision.
• An investigation should be conducted as to whether the 38 damaged houses are really worth R200 million and also make the contractor accountable for the poor workmanship.

• There is a need to look at the capacity of Sekhukhune District as a competent water services authority.

• The Provincial Legislature Portfolio Committee that deals with local government issues should monitor the progress of water provision in the District.
• There should be an investigation on the main pipe, where there are suspicions that a hole was dug for illegal connection/water collection 17.5 Maroga Bulkwater Supply • The community representative in the Maroga Bulkwater Supply should always be part of the meetings of the NCOP and legislature in their community.

• Capable contractors should be appointed each time in bulkwater projects to save resources such as funds and time.
17.6 Tompi Seleka College of Agriculture  The college should be migrated to the National Department of Higher Education and Training.

The failed migration process should be resuscitated.

 LDARD should continue to be responsible for the financing of the college until the migration is finalized  LDARD should clarify and produce detailed reports that reflect the reality of the situation at the college particularly on the governance model, and lack of resources.
17.7 Steelpoortdrift Irrigation Scheme • The Limpopo Department of Agriculture and Rural Development should provide the National Council of Provinces (NCOP) with a report on the extent of extension services.
• The Department should continue to assist the irrigation scheme with necessary infrastructure and technical services in order to address the challenges, including in the implementation of solar energy 126 17.8 Tshwelopele Irrigation Scheme • The Minister should exercise constitutional powers to ensure that illegal land occupiers are evicted from the property.

• The Minister should grant the province powers to deal with the eviction issues.

• There is need for the land claims to be finalized.
• The Greater Tubatse Local Municipality should refrain from providing services such as electricity and water supply to the illegal land occupiers.

• The Limpopo Department of Rural Development and Land Reform (DRDLR) should engage the Limpopo Regional Land Claims Commissioner to ensure that land claims issues are speedily resolved as the land is state land.
The DRLR must within three weeks provide the NCOP with a report detailing progress on their engagement with the Minister on eviction of invaders, clarity on 30 years lease and land claims.

• The Portfolio Committee on Agriculture and Rural Development of Limpopo Legislature should conduct oversight in order to monitor the progress thereof.

17.9 Road Construction Leolo Mountain • The Department and Road Agency Limpopo must ensure that funds are committed to this road in the new financial year 2022/202.
• The Sekhukhune District Municipality and Makhuduthamaga Local Municipality should provide the status report on challenges of Leolo community.

• The Department and Road Agency Limpopo should ensure that funds are committed to this road in the new financial year 2022/23.

The Makhuduthamaga Municipality must submit a written report on the RDP houses that were not built in Leolo community (ward 15).
• The Makhuduthamaga Municipality must submit a written report on provision of water services in ward 15, Leolo villages.

• The Limpopo Department of Public Works Roads and Infrastructure should ensure that the local cost centre maintains the gravel roads on a regular basis.

• The Limpopo Department of Agriculture and Rural Development should assist the community on the provision of advisory services and provision of farming machinery.

127 6.
127 6.

MPUMALANGA PROVINCE 6.1 Provincial overview 6.1.1 Geography Mpumalanga covers a surface area of 76 495km which constitutes 6.3% of South Africa’s land area.

Mpumalanga lies in eastern South Africa bordering Eswatini in the south east and Mozambique in the north east.

The province also shares borders with four of South Africa’s provinces namely Limpop in the north, Gauteng in the west, the Free State in the south west and KwaZulu-Natal in the south.

The Capital of Mpumalanga is Mbombela.


6.1.2 Governance Mpumalanga is divided into twenty (20) municipalities with three district municipalities.

The three district municipalities are; Ehlanzeni, Gert Sibande and Nkangala.

Ehlanzeni has four municipalities and they are; Bushbuckridge, City of Mbombela, Nkomazi and Thaba Chweu local municipalities.
Gert Sibande has seven municipalities and they are; Chief Albert Luthuli, Dipaleseng, Dr Pixley Ka Isaka Seme, Govan Mbeki, Lekwa, Mkhondo and Msukaligwa local municipalities.

Nkangala District Municipality have six municipalities and they are; Dr JS Moroka, Emakhazeni, Emalahleni, Steve Tshwete, Thembisile Hani and Victor Khanye local 128 municipalities.

6.1.3 Economic profile Mpumalanga contributes only 7.5% to South Africa’s Gross Domestic Product (GDP).
The main contributors to the regional GDP are tertiary industries contributing 44.7%, followed by primary sector at 23.4% and the secondary sector at 21.4%.

The main industries supporting the Mpumalanga economy are mining and quarrying, trade, catering and accommodation, manufacturing and general government services.

By the end of the third quarter of 2020/21 financial year, the official unemployment rate in Mpumalanga was 37.5%, whilst the extended unemployment rate was 49.7%.
Mpumalanga has the highest rate of unemployment followed by Limpopo, Gauteng and the Eastern Cape.

6.1.4 Social service delivery In Mpumalanga about 41% of the population are beneficiaries of social grants in the 2020 financial year.

Mpumalanga is also the second province with the highest number of households that receive at least one form of social grant (64.7%).

This include the Covid-19 Social Relief of Distress grant of R350 per person per month rolled out in 2020.
The majority (89.5%) of households live in formal dwellings whilst 6.5% live in informal dwellings.

Only 4.1% of households live in traditional dwellings.

Households that have access to tap water constitute 87.9% of the population.

About more than 56.4% of households receiving water from the municipalities have reported water supply interruptions in 2020.
The majority of households in Mpumalanga (92.7%) have access to improved sanitation and of this amount 41.7% have access to flushing toilets, whilst 22.7% make use of pit latrines with ventilation pipes.

A further 35.5% of households use pit latrines without ventilations pipes.
In terms of access to health, the majority of households (81%), indicate that they would first visit public clinics, hospitals or other public institutions when household members fall ill or have an accident, whilst less than 16.9% would first visit a private doctor, clinic or hospital.

About 51.1% of household have no formal education whilst 81.2% has some form of primary education, lower secondary and upper secondary or Grade 12.

A further 11.5% of the population have post-school qualifications.
In 2020 less than 40% of households in Mpumalanga had their refuse removed at least once a week.

The majority of households who had their refuse removed are located in urban areas, whilst only 13.1% of households in rural areas received this service on a weekly basis.

Accordingly, the vast majority (82.2%) of households in rural Mpumalanga made use of their 129 own refuse dumps to discard waste.
6.1.5 Scholar transport system The responsibility of scholar transport was moved from the Department of Education (DoE) to the Department of Public Works and Road Transport (DPWRT).

A Service Level Agreement was signed in 2009 between the two departments (DoE and DPWRT) outlining the roles and responsibilities of each department.
Following the signing of the service level agreement a Provincial Scholar Transport Policy was developed and a monitoring firm was appointed to monitor the scholars’ services transport.

Scholar transport services are intended for learners who travel more than five (5) Kilometers to the nearest public school.

The policy also takes into consideration learners with special needs and a minimum of ten (10) learners are required for the provision of scholar transport.
The scholar transport policy is augmented by the “Shova Kalula Bicycle” program.

An integrated monitoring plan was approved by Provincial Monitoring Committee and other Departments and these include the Department of Public Works and Road Transport, the Department of Cooperative Governance and Traditional Affairs, the Department of Education and DCSSL to enhance integration between local and provincial spheres of government.
The responsibility of each stakeholder is as follows: • DPWRT Allocate monitors to routes • DoE Identify dedicated teachers to monitor scholar transport at school • COGTA Involve community development workers to assist with daily monitoring • DCSSL Conduct road safety awareness The challenge with the scholar transport system often times is overloading.

This phenomenon is most prevalent to private scholar transport vehicles.
Regarding overloading Scholar Transport Operators view the problem of overloading as a technical one.

According to their understanding is that mini-buses can take 24 learners and buses 64 learners.

However, at the beginning of each year the number of learners going to a particular school increases and operators like all parents struggle to leave the new learners behind and this causes overloading.
The Department takes time to acknowledge the increased number of learners and Scholar Transport Operators don’t get paid extra for overloading as the contract states 24 learners in a mini-bus and 64 in a bus.

130 The emphasis on the part of the department is that the policy very clearly maintains that the transportation of learners must meet the safety standards of the national Road Traffic Act (No.
93 of 1996) which is “one bum per seat.” Public transport vehicles that are providing scholar transport are governed by the National Land Transport Act (No.

5 of 2009).

Parents can also play a role in bringing about stricter monitoring to stop the overloading children.

6.1.6 Water Infrastructure supply There are millions of South Africans that still have no access to clean water and sanitation services.
The need for basic services such as water and sanitation services put an obligation on government, provinces and municipalities to make access to water a priority.

The Department of Water and Sanitation has pledged its commitment in assisting municipalities through various intervention strategies to ensure that municipalities bring these services directly to their local communities.
To address water shortages in the province, the Mpumalanga provincial administration and its municipalities has embarked on an infrastructure program that involve the maintenance and refurbishment of water treatment plants.

7.

THE DRIEKOPPIES WATER TREATMENT WORKS.

Driekoppies Water Treatment Works is part of the Nkomazi Local Municipality and is located in Middleplaas near the Driekoppies dam in Mpumalanga.
It is a Conventional Treatment Facility and retrieves its raw water from the nearby Driekoppies dam.

The Water Treatment Plant is categorized as a Class C plant with a design capacity of 22 Mega Litres per day (ML/d).

The plant is currently operating above capacity at 28 ML/d.
The demand for water in Nkomazi local municipality has been increasing for the past few years due mainly to the growth of residents in towns like Nelspruit, White River, Middelburg, Emalahleni and many other small towns and villages.

The Driekoppies Water Treatment Plant is therefore aimed at addressing water backlog in the Nkomazi local municipality and also to meet the rising demand.
The Department of Water and Sanitation through the Regional Bulk Infrastructure Grant (RBIG) approved a total amount of R151, 8 million for the construction of the Driekoppies Water Treatment plant for both phase 1 and 2.

The Nkomazi local municipality started prioritizing the supply of piped water to all households in the municipality in 2001.

The construction of the Driekoppies Water Treatment Plant started in 2016.
The Water Treatment Plant is currently being upgraded with an additional 10 Mega Litres per day (ML/d) for phase 1 and another 10 ML/d for phase 2.

131 7.1 Budget for the project The Water Treatment Plant project has been approximately budgeted for R151, 863 094.

This amount captures the total amount of both phase 1 and phase 2 of the Water Treatment Plant.

Phase 1 of the Water Treatment plant is the upgrade of the additional 10 ML/d and phase 2 is the bulk line and booster pump.
In total the municipality has already spent about R42, 474 126 of its budget for phase 1 and about R24, 511, 137 of phase 2.

7.2 Beneficiaries of the project The Driekoppies water Treatment Plant is servicing about nine villages, namely Driekoppies, Schoemansdal, Jeppes Reef, Middleplaas, Shulzendal, Aniva, Boschfontein, Magogeni, Skoonplaas with an estimated population of 237 396 households.

7.3 Completion date.

The construction of phase 1 of the Water Treatment plant is at 55% and phase 2 is at 98%.
The estimated time of completion for both phases (1&2) is 30 June 2022.

7.4 Challenges (a) The Water Treatment Plant is operating above its capacity.

(b) Insufficient budget for maintenance.

(c) Certain components of existing plant works or infrastructure is aging.

(d) Mpumalanga is bordering two countries, namely Mozambique and Swaziland and migrant put a strain on municipal infrastructure (water and sanitation) as the number of residents keeps on increasing.
(e) Illegal connections to access water affect the daily operations of the Water Treatment plant.

7.5 Desired solutions - Adequate budget allocation for the Nkomazi municipality to address the maintenance of existing treatment works of the water treatment plant.

- Engagements with traditional leadership to curb the allocation of stands/plots to residents on sites that are outside the municipal’s Independent Development Plan (IDP).
- Reticulating new stands that are outside the municipal’s IDP is going to require more 132 funding.

7.6 Observations  The Driekoppies Water Treatment plant is indeed nearing its completion as both phase 1 and 2 stand at 55% and 98% respectively.

 There’s need to speed up licence approval for the additional 10ML/d upgrade of the treatment plant.

 The construction of the water treatment plant is on schedule and should indeed be complete by June 2022.
7.7 Successes • The construction of the Driekoppies Water Treatment plant and its timely planned completion despite challenges, brought about by the outbreak of the Covid-19 pandemic.

8.

LYDENBURG WATER TREATMENT WORKS Lydenburg Water Treatment Works is part of the Thaba Chweu Local Municipality and draws water from the Lydenburg dam.

The design of capacity of the plant is 11 Mega Litres per day (ML/d) and its utilized capacity is 18.

5 ML/d.
5 ML/d.

The purpose of running the Lydenburg Water Treatment Plant is to meet the demand for water in towns such as Mashishing, Kellysville and Sakhila townships.

The Lydenburg Water Treatment Works has a long history dating back to the early 70s.

There is no exact expenditure cost of the project since even the last time the treatment plant was ever maintained was in 1979 and refurbishment were made in around 2016.
To date the water treatment plant is the responsibility of the Thaba Chweu local municipality and any funding requirements are sourced from the Municipal Infrastructure Grant (MIG).

8.1 Beneficiaries of the project.

Beneficiaries of the Lydenburg Water Treatment Works are mainly the communities within the Thaba Chweu local municipality including the Lydenburg central business district, the suburb areas as well as Mashishing Nothern areas.
133 8.2 Completion date The Lydenburg Water Treatment Works is operating with an aging infrastructure network system.

A lot of its aging equipment needs to either be upgraded or maintained so as to keep the water treatment plant operating.

8.3 Challenges - The Water Treatment Plant is operating above its capacity.

- Insufficient budget for maintenance.

- Process controllers are not registered nor comply with legislative requirements.
- Water from the Lydenburg dam is unable to meet the demand of water supply due to its low yield.

8.4 Desired solutions • Adequate budget allocation to deal with issues around the maintenance of existing treatment works’ equipment and machinery.

• The plant needs to be upgraded for it to become efficient.

8.5 Observations • The Municipal Infrastructure Service Agency (MISA) is planning to assist the municipality with qualified process controllers.
• Operational tests are not adequately conducted and only chlorine level and pH level are tested.

8.6 Successes • The treatment has been able to supply water to the surrounding communities despite the low level of maintenance and aging infrastructure.

9.

SCHOOL INFRASTRUCTURE PROGRAM 9.1 Nduma Primary school 134 The Nduma Primary school opened its classes as a tenant at Maviljan Primary Schools.
Following the growing number of learners at the Violet community of Bushbuckridge local municipality the Nduma Primary School was given space to become a stand-alone school in the same vicinity in Violet community in Bushbuckridge.

The school is made up of mobile classes and provide classes to Grade R and 7 learners.

The purpose of the establishment of the school was to accommodate learners who could not find space at Maviljan Primary School.

The Nduma Primary School was established in 2015.


The school is a Quantile 1 school and is funded by Provincial Treasury.

As a recurring expenditure the money is paid up in tranches or quarterly.

The Provincial Department of Education took a decision to rationalize or re-align schools in the province and Nduma Primary School was identified as one of the schools to be rationalized.

Rationalization or re-alignment means that a school will either be closed down or merged with another school.
The idea of rationalizing Nduma Primary School has however not been presented to the relevant stakeholders namely, the community around which the school operate, the school’s members of staff, the school governing body, etc.
And for these reasons the Provincial Department of Education has been tasked by members of the National Council of Provinces with the responsibility of clarifying its intention about the Nduma Primary School in terms of whether it will be rationalized or not, and in that process to engage all the relevant stakeholders before a decision is taken.

9.2 Beneficiaries of the project There are about 275 learners registered at the school and they’re also benefiting from the school nutrition program.
There are 10 teachers and an acting principal employed in the school and this include the School Governing Body that is running the school together with the employed members of staff.

9.3 Completion date The matter of rationalizing the school is an on-going process that will involve the participation of all the relevant stakeholders before a decision either to close it down or that it continues will be decided.

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.

9.4 Key challenges The fact that the school will be rationalized by the Provincial Department of Basic Education is a challenge for the teachers, the SGB and people of Violet community from which the school 135 is situated.

9.5 Desired solutions.

 If the provincial Department of Basic Education goes ahead with the closing down of the school, it must consult and engage all the relevant key stakeholders before a decision can be taken.
 While the matter of rationalization is not as clear as it should be members of the Violet community are demanding that the Provincial Department of Public Works and Infrastructure and Treasury (Provincial) must provide funding for the construction of conventional classes to formalize the school.

 The School Governing Body and members of the Violet community are of the view that the school should not be closed down as it is of great service to learners and the community.

9.6 Observations.
9.6 Observations.

• The mobile classes of which the school is made up of are not ventilated and have no air-conditions.

• There’s no proper fencing around the school or the fence is ruined and is falling away.

• The school itself is situated in a bush area that is infested with snakes and pythons.

9.7 Successes • The school has been in operation for the past six years despite the challenges reported above.

• The school has ablution facilities for both teachers and learners.
• It has three water storage tanks to deal with drought periods.

• The Local municipality of Bushbuckridge must find a way to deal with snakes reported to be frequenting the bush area close to the school to avoid a situation where a learner can be bitten by a snake.

10.
10.

RECOMMENDATIONS 10.1 SCHOOLS • On whether the School will be rationalized (closed down) or not, the Provincial Department of Basic Education must ensure that all the relevant stakeholders such as the Local 136 Municipality and members of the Violet community are consulted and engaged about the future of Nduma Primary School.
• Provincial Treasury must set aside funding for the construction of conventional School classes for the formal establishment of Nduma Primary School as it is evident that the School is needed in the Violet community of Bushbuckridge Local Municipality.

• The Local Municipality of Bushbuckridge must find a way to deal with snakes reported to be frequenting the bush area close to the School to avoid a situation where a learner can be bitten by a snake.
10.2 DRIEKOPPIES WATER TREATMENT PLANT • The Department of Water and Sanitation should assist the Nkomazi local municipality in securing more funds for the maintenance of the Driekoppies Water Treatment plant’s infrastructure.
• The Department of Cooperative Governance and Traditional Affairs must assist the Nkomazi local municipality in engaging traditional leadership in the area to avoid allocating plots/stands to sites that are outside the municipality’s IDP plans as this puts a strain on the reticulation infrastructure of the municipality.
10.3 LYDENBURG WATER TREATMENT PLANT • The Department of Water and Sanitation should assist the Thaba Chweu local municipality in securing more funds for the maintenance and upgrading of the Lydenburg Water Treatment plant’s infrastructure.

• The Municipal Infrastructure Service Agency must as a matter of urgency facilitate the training for qualified process controllers that will be able to effectively operate the Lydenburg water treatment plant.

7.
7.

NORTHERN CAPE PROVINCE 7.1 Provincial Overview 7.1.1 Geography 137 The Northern Cape Province is the largest and most sparsely populated province of South Africa.

It covers a surface area of 372 889 km², which constitutes 30.5% of South Africa’s land area.

It is bordered by Namibia and Botswana to the north, and also by the North West, Free State, Eastern Cape and Western Cape provinces.

The cold Atlantic Ocean forms the province’s western boundary.
The Capital of the Northern Cape is Kimberley 7.1.2 Demography Northern Cape has a population of 4 123 million people, which constitutes 6.9% of the overall population of South Africa.

The dominant age group is 10-14, representing 9.8% of the total provincial population.

The majority of the population are males 50.8% which is slightly higher than females representing 49.2%.
7.1.3 Governance The Northern Cape is divided into 31 municipalities, which includes: Five District Municipalities (Frances Baard, John Taolo Gaetsewe, Namakwa, Pixley ka Seme and ZF Mgcawu).

It has twenty-five local Municipalities 7.1.4 Economic profile Northern Cape contributes only 2% to SA’s Gross Domestic Product (GDP).

The main contributors to the regional GDP are tertiary industries contributing 54.8%, followed by the primary industries at 26.5% and the secondary industries at 9.1%.
The main industries supporting the Northern Cape economy are mining and quarrying; general government; finance, real estate and business service; and transport, storage and communication.

At the end of the 3rd quarter of the 2020/21 financial year, the official unemployment rate in the Northern Cape was 24.9%, whilst the extended unemployment rate was 49.1%.
The Northern Cape recorded a decline in expanded unemployment rate, where it decreased by 1,2 percentage points whereas all other Provinces recorded an increase.

138 7.1 5 Social service delivery 36.3% of individuals from the Northern Cape benefited from social grants in 2020.

59% of households from the Province received at least one type of social grant.
This includes the Covid-19 Social Relief of Distress (SRD) grant of R350 per person per month to mitigate the impact of the pandemic, which was rolled out in 2020.

The majority (86%) of households live in formal dwellings, whilst 12.3% live in informal dwellings.

Only 0.5% live in traditional dwellings.

91.8% of households have access to tap water inside their dwellings, off-site or on- site.
In terms of functionality of water services supplied by the municipality, more than 41.4% of households who received water from the municipality reported interruptions to their water supply in 2020.

The majority of households in the Northern Cape (86.9%) have access to improved sanitation.

74.5% of households have access to flush toilets, whilst 12.5% make use of pit latrines/toilets with ventilation pipes.
A further 10.7% of households use pit latrines/ toilets without a ventilation pipe; whilst 1.2% do not have access to any sanitation facilities.

In terms of access to health, two-thirds of households (66.3%) indicate that they would first visit public clinics, hospitals or other public institutions when household members fall ill or have an accident, whilst more than a third (37,3%) would first visit a private doctor, clinic or hospital.
Less than 0.1% of households indicate that they would first consult a traditional healer.

4.3% of the population have no formal education, whilst a total of 84% has some primary education, completed primary education, lower secondary education, upper secondary education or Grade 12.

A further 11.6% of the population have post-school qualifications.

In 2020, more than half (61.4%) of households in the Northern Cape had their refuse removed at least once a week.
The majority of households who had their refuse removed are located in urban areas, whilst only 20.8% of households in rural areas received this service on a weekly basis.

Accordingly, a quarter (25.2%) of households in rural Northern Cape made use of their own refuse dumps to discard waste.

7.6 Water and Sanitation The average percentage of households with access to water has decreased from 90.9% in 2012 to 89.1% in 2020.
Overall, access to water in South Africa has been around 90% from 2010 to 2014, with insignificant fluctuations.

The Free State province has always lagged behind concerning access to water, as the highest access percentage ever achieved is 97% in 2005.

However, Free State province has regressed to the lowest level of access, in 2019 and picked up to 93.3% in 2020.

Notwithstanding the improved access to sanitation facilities, many households continue to use bucket toilets.
Nationally, the percentage of households that continued to use bucket toilets have been declining consistently between 2002 and 2019, with the Free State declining by 13.9%.

139 8.
BRIEFING BY THE PREMIER AND PROVINCIAL EXECUTIVE (Status of drinking water, assistance to communities affected by drought, crime and crime drivers, economic development, and mining) Stakeholders included: Premiers MECs responsible for: ● Premier, Dr Zamani Saul ● Permanent Delegates ● MEC B Vass COGHSTA ● MEC M Manopole ● Agriculture; and Rural development ● MEC N Bloem ● Transport, Safety and Liaison ● MEC A Vosloo Economic Development and Mining ● Members – NCPL ● DG – Northern Cape ● HODs and relevant managers.
● NCOP &NCPL support staff 8.2 Presentation One: Assessing State Capacity to Respond to the Needs of Communities • Status of MIG • Water and Sanitation • Commission on Khoi San • Drought intervention status • Drought intervention measures • Funding allocation for drought relief 140 8.3 Water and Sanitation Namakwa DM Several water and sanitation projects were reported in Richtersveld, Nama Khoi and Kamiesberg, Karoo Hoogland and Khai Ma.

The Khai Ma Witbank & Onseepkans - Upgrading of WTW Richtersveld.
The Richtersveld, Nama Khoi and Khai ma projects had to be stopped for the following reasons:  Richtersveld: The municipality failed to report the expenditure of about R1.2 million on the Municipal Information System and it could not be recognized.

This is after the municipal officials responsible for MIG projects administration attended several MIG MIS training.
Furthermore, there were delays with submission of new projects and they were therefore under committed which means there were no projects to spend money on.

 Nama Khoi: Poor project management and reporting.

Training conducted on MIS, however, no improvements were found.

 Khai ma: Expenditure was not reported on the system.

LM did receive training on MIG- MIS reporting.


The expenditure on this project was in the previous financial year, which is still had a backlog for the municipality to capture on the system.

The R7.9m is expenditure for the current year (21/22).

ZFM Municipality reported several water and sanitation projects in!

Kheis, Dawid Kruiper, Kgatelopele Tsantsabane 8.4 ZFM LMs AFFECTED BY STOPPING, RE-ALLOCATION PROCESS & REASONS FOR UNDER EXPENDITURE !Kheis: Poor project management.
Gariep bulk water supply project budget maintenance was submitted late for approval.

This therefore, affected implementation and expenditure.

Sports project also started late due to late recommendations from the Department of Sports.

The funding was ring-fenced MIG Sport funding.

Dawid Kruiper: Water Pump and pumps project implementation was delayed due to supply of materials procured abroad.
The material is a specific brand that was installed in the existing municipal water treatment work (SULZER Pumps) as well as the actuator valve.

The municipality did not want to use different ones to ensure compatibility with existing infrastructure.

8.5 MUNICIPALITIES BENEFITING FROM STOPPING & RE-ALLOCATION PROCESS: 141 • Kamiesberg: The funds were allocated in March and therefore had to re-structure LM plans.

90% of re-allocated funds were spent.


The funds were spent on the Kamieskroon water project which escalated the progress and was completed.

The communities are getting water • Hantam: The municipality’s procurement of service providers delayed the implementation.

However, the project was initially planned for completion in July 2021 therefore LM had to change their plan after receipt of the additional funding in March 2021 hence the 80% expenditure at the end of the financial year.
The municipality was going to spend on the roads project however rollover of additional funds was not approved because service providers were appointed after June 2021 and NT condition is that they need to appoint before June.

• Karoo Hoogland: The municipality’s procurement of service providers delayed the implementation.
However, the project was initially planned for completion in July 2021 therefore LM had to change their plan after receipt of the additional funding in March 2021 hence the 66% expenditure at the end of the financial year.

• Kgatelopele: The municipality’s identified project was delayed due to project management as the implemented work was sub-divided to sub-contractors and therefore scope could not be completed before June.

LM spent 44% of the additional funds.


This balance at the end of June was R 13 666 427,86 on MIG.

However, the NT approval based on municipality’s AFS was R11.9 million (MIG).

We asked NT to explain the difference but they did not furnish us with the information.
• MIG UNDER EXPENDITURE of re-allocated funds: It must be noted that the additional funds are gazetted in March and the municipalities are given a chance to spend the additional funds by June of the following year (2022) pending approval and meeting criteria of National Treasury’s rollover conditions.

• STOPPING & RE-ALLOCATION 2022: The process is underway and awaiting National Treasury finalization.

A detailed report will be submitted once the process is completed.
8.6 STATUS QUO IN THE COMMISSION ON KHOI-SAN MATTERS: 142 The term of office of the Commission commenced on 1 September 2021 and will end on 31 August 2026.

This term may be extended by the Minister.

The Commission is tasked to receive all applications for the recognition of Khoi-San communities and leaders, investigate the applications received and make recommendations to the Minister on the possible recognition of Khoi-San communities and leaders.
The launch of the awareness campaigns is scheduled for 25 March 2022 at the Southern Sun Cape Sun, Cape Town.

Following the launch, awareness campaigns will be conducted across the 9 provinces.

Details of these campaigns are still being finalised by the Commission.

8.7 DEPARTMENT OF WATER AND SANITATION DROUGHT INTERVENTION MEASURES The Northern Cape has 439 towns of which 72% (316) are reliant solely on groundwater.
A further 26% rely on surface water and the remaining 2% rely on both surface and groundwater.

Inherently low levels of rainfall, its variability and inconsistency have become more frequent in the last three decades and it has, in most instances, led to recurring bouts of droughts in certain parts of the province.

This is especially the case in the western, northern, and central parts of the province.
Rapid emergency response by the tankering of water to ensure immediate relief of need; 884 water tanks have been provided to municipalities throughout the province during emergency drought and COVID-19 response since March 2020.

Source development of more than 77 municipal boreholes in 23 communities impacting 10 161 households and 38 085 people.
Communities include Garies, Soebatsfontein, Spoegrivier, Kamieskroon, Paulshoek, Leliefontein, Klipfontein, Kheis, Tweerivier and Kharkams in Kamiesberg LM; Vanwyksvlei in Kareeberg LM; Port Nolloth in Richtersveld LM; Calvinia, Nieuwoudtville and Middelpos in Hantam LM; Strydenburg and Kraankuil in Thembelihle LM; and, Ntswelengwe, Magagwe, Cassel, Ga-Sehunelo Wyk4, Mammebe and Manyeding in Joe Morolong LM.

Domestic and Stock Watering: 734 applications received.
One-hundred and eighty-two 182 farms have been surveyed and 131 of farms have been drilled on.

One-hundred and eighteen boreholes (118) yield and quality tested.

Overall site progress is at 90%.

Project at 98% completion of R348 million allocation.

143 9.

DEPARTMENT OF AGRICULTURE, ENVIRONMENTAL AFFAIRS, RURAL DEVELOPMENT AND LAND REFORM DROUGHT INTERVENTION MEASURES There has been a significant improvement in vegetation condition in general.
This improvement can be attributed to late winter rains as well as early summer rains over most of the Northern Cape.

In these areas, vegetation condition improved significantly.

The south western part of the Province, which was up to recently in the grip of a severe drought, experienced a bloom of vegetation growth and especially grasses.

This includes the Upper Karoo, Bushmanland and Namaqualand.

However, a large component of woody dwarf shrubs appears to have died during the drought.
The only part of the Province where significant drought conditions prevail is in the northern part of Namakwa district and in particular the Richtersveldt.

With small portions of Pixle ka Seme and ZF Mgcawu still experience drought conditions, but for most of the Province the vegetation has recovered sufficiently to break the disastrous effects of the drought and ground water has been replenished.
9.1 MITIGATION MEASURES FOR DROUGHT RELIEF 380 tonnes of fodder from the Fodder Bank were transported to drought areas as from (April – 30 August 2021).

Agri Northern Cape Union assisted with transport to deliver fodder across the province.

10.

Department of Economic Development and Tourism 10.1 Mining: 144 The mining sector is dominated by the mining of iron ore, Ferro alloys (manganese in particular) and diamonds.
Provincially, mining and quarrying remained the largest contributor to the provincial GDP.
Mining contributes 23.4% to the Northern Cape economy and makes up nearly 7% of SA’s total mining value with significant deposits of iron ore, manganese, zinc, copper, lead, titanium, pig iron, zircon and gypsum including diamonds, lithium, rare earths, fluorspar and molybdenum ore. From 2015, the mining industry has been the largest sector of employment in the province, surpassing agriculture, construction and manufacturing.

In 2019 around 19,893 people were employed in the mining sector (Stats SA).
10.2 According to DMRE: There is currently a total number of 175 issued mining rights i.e., 48 in the Namakwa District and 36 in the ZF Mgcawu District.

Mining rights in Namakwa was issued for diamonds, copper, zinc, cobalt and granite.

Mining rights in ZF Mgcawu was issued for salt, aggregate, clay and rose quartz.

Currently the DMRE has granted in excess of 200 prospecting rights for the NC Province.
The region has issued in excess of 900 prospecting rights since 2004.This shows the potential the province has for future mine development and expansion.

Planned future mines for the NC is a total of 48 with 8 in the ZFMgcawu and 15 in the Namakwa District respectively.

10.3 Initiatives In South Africa, the social license to operate is well regulated via the Mining Petroleum Resource Development Act, Mining Charter and the Social and Labour Plan.
This requires the mine to address housing for employees, developed portable skills, developed local enterprises and diversify the local economy.

A concern in the Northern Cape is the mines not consolidating efforts, having several individual mining house SLP efforts which is not callable nor sustainable.

A further concern is the issue of artisanal miners generally referred to as Zama-Zamas.
DEDaT in collaboration with the Provincial Department of Mineral Resources and Energy; Alexkor mine, the Richtersveld municipality and community have initiated a process to formalize artisanal diamond miners in 145 the Namakwa district area.

11.

AGRICULTURE DEDaT support agriculture via agro processing and market access and extend to support production initiatives in the Namakwa and ZFMcGawu region.
Companies and exporters are exposed to local and export markets through participation at local and foreign tradeshows/exhibitions as well as through e-platforms and print publications.

Active partnerships with Richterveld growers, Raisin SA and Orange River wine cellars enabled increased market access and production towards agro-processing.
12.Tourism 12.1 ZF Mgcawu District Tourism Industry Skills Development: Training 20 recruits from Mier to obtain an accredited qualification as security guards (EBD with event competency).

Training 6 youth from Riemvasmaak in partnership with the Central University of Technology to obtain an accredited qualification in massage therapy.
Establish a management entity for the Hakskeenpan Open-air Mega Event venue in partnership with Dawid Kruiper Municipality, Snyders family and Fourie Trust (all three are co- owners of Hakskeenpan).

12.2 SMME & Cooperatives support • Green-hydrogen SMME and Skills gap analysis to identify opportunities for local populace.

• Preferential Mining Procurement: The Department has established a website and support structure to prepare potential mining service providers.
• DEDaT and NEF blended funding program: A combined fund has been established to the value of R143 million that local enterprises can access.

12.3 Export Development: 146 In order to grow the export base of the Province, the Department of Trade, Industry and Competition (DTIC), in collaboration with DEDaT, are implementing Export Awareness Seminars and the Global Exporter Passport Programme training (GEPP).
The Global Exporters Passport Programme (GEPP) provides training to small, medium and large enterprises that wish to expand their export opportunities.

DEDaT started the GEPP in Springbok in November 2021 and it was completed on 25 March 2022.
Fourteen (14) companies attended the training of which 12 companies are youth-owned, and 4 women owned companies 12.3.1 Renewable Energy specific initiatives: The Department has started a pilot project in the Frances Baard district to provide technical, practical and business development training to SMMEs in the renewable energy sector in order to equip them with the necessary skills for the construction of roof top solar systems and the maintenance thereof.
Through this initiative 20 SMMEs in the Frances Baard district will be capacitated.

Plans are afoot to roll-out the project to the ZF Mgcawu and Namakwa districts during the 2023/2024 financial year.
12.3.2 Medium to Long Term Initiatives Namakwa SEZ (R26 billion investment) This special economic zone will, via incentives and clustering of investors, make manufacturers globally competitive by offering amongst others world class infrastructure and utility provision on fully serviced prime industrial property.

The SEZ will target the mining, mineral processing, petrochemical, pharmaceutical, food and agro-processing sectors supported by logistics and transport services.
12.3.3 Progress to date The SEZ designation has been escalated to the Technical Working Committee within the DTIC for ratification against the submission.

NCEDA had an engagement with the committee to present the business case and stemming from the engagements, the technical committee would make representation to the Minister of Trade and Industry for further escalation to cabinet for gazetting and issuance of the designation would ensue.
The anticipation for the said designation for the project is to materialize in June 2022 which would be the end of the first quarter of 2022/23 financial year.

147 12.4 Boegoebaai Port and Green Hydrogen and Ammonia Production Cluster (R700 billion investment) A greenfield, deep-water port comprising two berths; one dry bulk export berth and one break bulk berth, supported by a 550 km railway line.
The generation of Green Hydrogen will further add to the feasibility of the port advancing to major exporter of green hydrogen to global markets.

This cluster that entails the deep port harbor and special economic zone intent to have 40 GW of electrolizer capacity by 2050.

As the pathfinder investor, SASOL has committed to develop the first 5GW plant to be operational by 2030.

This is a R 600 billion investment.


12.4.1 Progress to date Good progress has been made over the last month in aligning the Sasol, NCEDA and Infrastructure South Africa (ISA) teams with the requirements for the pre-feasibility phase.

Two successful alignment sessions were held in Upington (18/01/2022) and Kimberley (10/02/2022).

Four Working Groups, as per the MOA, have been established with regular meetings scheduled on a fortnightly basis.
A monthly Alignment and Coordination Committee has also been established that oversees the Working Groups and serves as a conduit between the Working Groups and the Joint Steering Committee.

Pre-feasibility stage to be done by end September 2022 after which feasibility and business plan phase will commence with completion October 2023.
12.5 Upington Industrial Park (R795 million investment) The park will be leading a manufacturing revolution in the renewable and solar energy, mining, agricultural, aeronautical and other sectors.

12.5.1 Progress to date 148 The implementation of phase 1 (R50 Million) is in progress with the DTIC as the funder and the DBSA and implementing agents.
The DBSA have appointed the Professional Service Providers in RMA Consultants, who will embark on a project preparation process which is in line with the Framework for Infrastructure Delivery and Procurement Management (FIPDM) approach.

Engagement and socialisation of the Property Owners Association has ensued and will continue into the oncoming financial year to ensure that the structure is developed that enables good governance of the park.

13.
13.

Permanent Delegates queried the following matters: • What is the involvement between the Department of Agriculture and farmers’ associations?

Is there room to improve the working relationship?

• Is there enough chemicals available?

Has the Department provided the correct PPE equipment for locust fighters?

• Small scale farmers and previously disadvantaged farmers received notification of funding.

When they went to access MPESA funding it was temporarily withdrawn.

Has it been reinstated?


• A promise was made last year in the NCOP to fix the roads coming from Kuruman and the mining areas.

What has the Department done to fix the roads?

How has the Province engaged mines on infrastructure development and maintenance and the resourcing of a disaster plan to assist with disasters around the mining activity area?

• Sand and gravel roads of farmers which have not been scraped on a regular basis.

How far are we and what has been done to address this challenge?
• Is there a comprehensive disaster management plan?

• What is the reason for a lack of a coordinated approach to drilling and servicing boreholes?

• In the Joe Moreleng area, people were drinking from the same water source as the livestock.

Has this matter been resolved?

• Will the railway infrastructure be reinvigorated in Boegoebaai?

Are there any plans to construct the rail to link up with other areas in the region?
• The mining projects in the area contributes toward improved road infrastructure which was discussed provincially in relation to the July unrest.

What has been done to approach mines for improved road infrastructure?

What kinds of engagement relate to this issue and do we have a comprehensive disaster management plan in place given the lack of resources we are currently experiencing?

How is the underspending of allocated monies at local government level being used to address this issue?
149 13.1 The Department’s response: • The mining sector sits on a provincial board.

The mines have come on board with supplying infrastructure for hospitals during the Covid period.

There are engagements on a social level with municipalities.

• Infrastructure has been badly affected due to mining economic activity, the road leading to Kuruman is currently closed due to accidents on that stretch of road.

• The Zamazamas of Namaqua are not complying with legislation.
DMRE must play a role to resolve the matter.

The Department to supply a response in writing by tomorrow.

• The Department indicated that municipalities still have time to apply for roll overs.

This will hopefully improve the spending patterns.

There are high levels of unemployment in the province and losing money back to NT is not viable.

• The Department noted that it does not have excess money to respond to disasters.

A comprehensive national plan to address disasters is required.
• The building of JOJO tanks were delivered due to the help of national but they are an expensive item to fill.

The current infrastructure limitations of municipalities pose a logistical challenge to fill the tanks.

The delegation noted however that the municipalities received a relief fund from National Government but they had not sufficiently planned for what they would do once the relief period had passed.
• The MEC for Agriculture indicated that the impact of the drought resulted in the abandonment of some farms.

These have since become breeding grounds for locusts but the Department is unable to access those farmlands to spray control pesticide.

• The Province no longer has available contingency funds to fight the fires but firebreaks are needed to contain the outbreaks.

• The Department reported that 13000 litres of pesticide was made available.
The two chemical suppliers in SA could not meet the need and due to the war in Ukraine the chemicals from Europe is delayed until May 2022.

• Closed discussions with community members are underway to resolve the farming issues.

• The rail way link from Boegoebaai would fall under a PPP arrangement.

It would be on the backbone of iron ore and manganese.

The current cargo going to Saldanha must not be redirected to Boegoebaai.
Junior miners are struggling to get the ore to Saldanha which Boegoebaai would be able to handle.

Green solutions would assist Boegoebaai’s business case and the railway would eventually consist of 500km of railway line.

150 13.2 Observations and Findings: • Members noted that farming in the Northern Cape is one of the most undesirable professions due to the many challenges facing farmers such as drought, veld fires and the locust pestilence.
The agricultural sector faces further neglect in favour of the mining sector which has since become the main driver for job creation.

Funding originally allocated for the drought which was withheld due to the increase in rainfall should be reallocated to fight fires and the locust pestilence to stem the loss of fodder for livestock production.

Members noted that if we do not assist farmers now it will affect their crops.

If we see it as a short term problem, it will become a bigger issue in the future.
• Farmers and farmers’ associations assisted with fighting fires but it was pointed out that immediate firefighting help was not forthcoming from the municipality until calls were made to the MEC, who provided further assistance.

• Locust problem – farmers get pesticide assistance to combat the locust problem however the workers have not received payment for four months.

The farmers have stepped in to foot the bill and pay workers’ salaries.
• Road infrastructure experienced damage due to mining development.
13.3 Ministerial Briefing on Water and Sanitation The Chairperson of the NCOP Honourable Mr. A. N Masondo, MP, in his opening remarks related the following: During the Ministerial Briefing Session on Water and Sanitation, held on the 15th of this month, both the Ministry of Water and Sanitation and the South African Local Government Association outlined some of the challenges being experienced in relation to the provision of water and sanitation.
These, they said, include the budget, personnel and skills, particularly in municipalities.

The focus on state capacity is so that we can begin to address these challenges in a manner consistent with the NDPs Vision 2030.

The Provincial Week programme is an important mechanism for the fulfilment of the mandate of the NCOP of representing the interests of provinces, it is an opportunity for delegates to deal with issues that are critical for the purpose of addressing the needs of communities.
South Africa is a water scarce country.

It has an average annual rainfall of less than 500 mm, which is well below the world average of 850 mm.

151 The Vaal Gamaga Water Supply Scheme is critical to mining and portable water supply in the Northern Cape.

Phase 1 is 96% complete at a cost of R1.4 billion with Phase 2 starting later this year at a cost of R10 billion.
The Department of Water and Sanitation has implemented (1) one mega project, these are water and sanitation projects that have an overall project cost of 1 billion and above and 4(four) small projects, these are water and sanitation projects that have an overall project cost of between R50 million to R 249 million.
In terms of the water service infrastructure grants, the Northern Cape has 25 projects, which the department of water and sanitation is implementing in order to provide basic and intermittent water and sanitation supply that ensures provision of services to identified and prioritized communities, including spring protection and groundwater development.

14.
14.

Discussion What is Premier Zamani Saul, doing to address the collapsing bulk sewage network which has caused a sewage lake to form outside Kimberley, and which he said will require R5 billion to overhaul the network.

What is the Department of Water and Sanitation doing with to address the Sol Plaatje ageing and collapsing bulk sewage network?

Are there plans in place and time- frames to address the challenges which has subsequently led to the closing of the R31, 10 km from Kimberley.

15.
15.

BRIEFING BY THE PABALELLO POLICE STATION The station commander presented crime statistics recorded at the Pabalello Police Station during the third quarter of 2021/22, covering October to December 2021.

The overall crime recorded at the Pabalello Police Station increased by 29.2% in the third quarter of 2021/22 compared to the third quarter of 2020/21.
In terms of the main crime categories, the following can be noted: • Contact crimes: Increased by 28.8% • Sexual offences: Increased by 80% • Contact related crimes: Increased by 11.5% • Property-related crimes: Increased by 84.8% • Other serious crimes: Decreased by 31.8% 15.1 Questions 152 • Resources and Crime Prevention: It is important to look at statistics in relation to what preventative measures are being undertaken to reduce crime?
Kuruman is one of the high crime hotspots, what are the three things required to fight crime, particularly in respect of vehicles or resources?

How would more resources assist with improved reaction times in response to fighting crime?

• Corruption and Intimidation: There are accusations that SAPS members are involved in corrupt activity and subject to levels of intimidation?

• Vehicles: The presentation revealed that there are serious crimes in Roodepan, Pababello and Port Nolloth.
If there are a limited number of vehicles, how does SAPS respond to crime in the hotspots over weekends.

Barkley West is one of the areas that has insufficient vehicles, what plans are in place to address this?

• Gender Based Violence Cases: How may female police officers are dealing with GBV and is sufficient training being implemented with active police officials?

Members requested that an inspection be conducted over the Victim Friendly Room at the police station.
• Budget: There is a decrease in the budget of the Security Cluster, how has this reduction impacted the ability of the Security Cluster to fight crime?

From the Provincial side, what impact has the reduction of the budget had on the capacity to fight crime effectively?

• Illegal Diamond smuggling: In the Northern Cape Province, there are definitely crimes related to illegal smuggling of diamonds.

Can SAPS please provide the statistics on these crimes?
• Communication: In Kuruman, there has been a challenge of communication with police stations, members indicated that they are unable to reach them telephonically and requested that SAPS explains what the challenges are in this regard?

• Crime Hotspots: The crime hotspots in the Province should be focused with a view to decreasing crime and we need to look at the ratio of police to community as well as whether there are functional vehicles in these hotspots.
What is the future plan of action to reduce crimes in the hotspots?

• Load shedding: One member had a particular challenge trying to contact the police station during load shedding and enquired as to how this matter is being addressed.

• Convictions: Are you following up on whether those arrested are successfully prosecuted and convicted.

It would be important for SAPS to monitor the conviction rate of offenders.

153 15.2 Response from SAPS • Vehicles: Garages are centralized at National level.
From 1 April 2022, this will be decentralized to provinces to ensure vehicles are managed properly.

New vehicles will be distributed by taking into account the particular needs of the police station, eg the terrain to determine the type of vehicles that should be distributed.

• Human Resources and budgetary constraints has negatively affected SAPS.

In April 2022, there will be 10 000 recruits and they will only be able to utilize these recruits after they have undergone training by December 2022.
The Department has lost many members during the lockdown period as a result of death and or natural attrition.

• Stabilisation and Normalisation Plan: In respect of Roodepan, the area has outgrown the station’s capacity and the resources therefore did not match the needs of the station.

The necessary resources will be deployed to the top 30 hotspot police stations which will be reviewed continuously.
• Communication Challenges: relate to no network facilities and there is a need to look at upgrading of ICT facilities.

• High Crime in Roodepan: The department has adopted a zero tolerance approach and has called in all the necessary resources to fight crime.

Police officials have gone out after hours and over weekends to conduct onsite inspections which has yielded results in terms of clean-up operations, particularly with drugs.
• Load-shedding: The Department maintained that there are generators at all police stations but due to a member’s particular challenge related to this matter during load- shedding, the Department resolved to investigate and address this matter.

The Department added that water challenges are also affecting police stations.

• Victim Friendly Rooms: The Premier responded that the Department of Community Safety is working hard to ensure that all police stations have victim friendly rooms.
There are 91 police stations in the Province and so far they have successfully established victim friendly rooms in 74 police stations.

• A few members conducted an onsite inspection of the victim friendly room at the police station and were happy with the room and the facilities being provided for children and victims of Domestic violence.

15.3 Observations and Findings: 154 • The Province is vast with long roads and the vehicles are not equipped to travel on gravel roads.
• There were many acting positions within the police station which needs to be addressed to ensure stability.

• There were too few female police officials at the police station, particularly in respect of female officials who may be better equipped to deal with victims of gender based violence.

16.
16.

COMMUNITY POLICING FORUM PRESENTATION The Delegation met with the following role-players: • The Chairperson of the Province – CPFs • The Chairperson of the Station – CPFs • Youth Against Crime 16.1 These role players raised the following challenges: • Stipends: they only have two sponsors and have to use their own money to do the work which they are doing to assist children.

They would like to purchase peak caps for hot days and have a uniform but they are unable to afford these items.
• Transport: Most times the vehicles are busy and they do not have transport.

• ICT: The organization needs computers, laptops and printers • Only interim structure because the CPF not functional at the moment.

• Lack of commitment from members.

• Improper marketing of CPF – need to change the mindset of people to understand the CPF structure better.

• Need for proper induction and training of members.

• Need for better working relationship with SAPS.


• Need assistance and buy-in from municipalities, NGOs as they do not attend meetings.

• Resources: Insufficient police officials and police stations.

• There have been too many ‘acting’ positions in the Department which results in instability within SAPS.

16.2 Conclusion: • The Deputy Chairperson emphasized the importance of community work and that the main role of CPF structures is to work together with SAPS to fight crime.
This role and working relationship should be supported to ensure the safety of communities.

155 17.DEPARTMENT OF WATER AND SANITATION PRESENTATION 17.1 Drought • The Northern Cape has 439 towns of which 72% (316) are reliant solely on groundwater.

A further 26% rely on surface water and the remaining 2% rely on both surface and groundwater.
• Inherently low level of rainfall, its variability and inconsistency have become more frequent in the last three decades and it has, in most instances, led to recurring bouts of droughts in certain parts of the province.

This is especially the case in the western, northern, and central parts of the province.
• Rapid emergency response by the tankering of water to ensure immediate relief of need; 884 water tanks have been provided to municipalities throughout the province during emergency drought and COVID-19 response since March 2020.

• Source development of more than 77 municipal boreholes in 23 communities impacting 10 161 households and 38 085 people.

17.2 Way forward • Support to local municipalities to complete infrastructure projects by appointing additional technical staff within the region.
• Improve regulation of water users to ensure compliance with water quantity and quality.

• Public awareness and campaigns through Ward Councillors and Ward Committee to curb the vandalism and theft of municipal assets.

17.3 Questions • What support the Department provides to municipalities with regard to water services?

• Whether the figures (11744) of pit latrines and bucket toilets related to the province or were only relevant to the district and what the timelines were to eradicate the problem.
• What does the Department intend to do to eradicate the sewerage spillage on the R31?

• What is being done for 12 families that were removed from the sewerage spillage and were temporarily moved to Riverton?

• What is the problem with the Olifantshoek struggle with water as the Municipality had indicated there was a miscalculation of ground water in the area or that mines may be using too much water?
• In what circumstances is the Sedibeng Water allowed to interrupt water supply because the Municipality is not paying?

156 17.4 Response by the Department • Buckets system is the challenge in municipalities who continue to use the type of sanitation system.

The framework seeks to address the matter.

The project will not have special funding but must use the existing funding available.

• All the backlogs have been addressed in Campbell.

The project is meant to start in the current financial year.
• The bucket system is not an acceptable form of service.

The Municipality indicates that they have no control over the mushrooming of informal settlements.

The legislation however provides for improvement of informal settlements and municipalities can acce access this funding.

• The Municipality indicated that they want flush toilets but it is silent on the treatment facility.

The rectification can take up to 6 months to complete.
The municipalities provide an incomplete picture of the services required.

• The different sanitation options have a gap in what the Municipality can provide.

There is no standard to measure non-compliance.

The Department is working on a national sanitation framework to curb contraventions.

The Department is researching options to advise municipalities on which options would be suitable.

• The duration or application for water license can take 8 months.
The cost is also linked to the plant specifications.

The dry ponds that are less mechanized would be easier to authorize.

The more mechanized the waste water treatment the more water it can handle.

• Sedibeng instituted a low flow to the water authority.

But the flow is also controlled to refill the reservoir at certain times of the day.

The Municipality is aware that the pipeline must be upgraded.

• Olifantshoek has challenges.


The Municipality would like to use the groundwater instead of the pipeline due to costs.

The tariff for domestic use could be lower as the mines say they are contributing towards it already.

There are mines that have registered boreholes.

The allegations that they are over using the aquifers still has no credible evidence.

The Department is engaging with the mines to reuse water that is used for operations.

• Patersridge is serving Carterslane and Hillcrest.
• The Sedibeng Water is supposed to perform their function until June and then Bloem Water will take over the operations that Sedibeng was servicing.

• The Municipality has undertaken an assessment in terms of section 78.

The Sedibeng Water Board is disestablished and another service provider will take over the service in this instance.

Bloem Water would take over the contract.

• The MEC noted that Sedibeng Water did not have the capacity to perform the service.
This may be an opportune time to take over the responsibilities and give it back to the 157 municipalities.

17.5 Observations and Findings: • Delegates noted that the synergy between the Department of Public Works and the Department of Water and Sanitation is essential to complement one another and rectify the problems with water and sanitation.

• Delegates noted the continued use of bucket system and expressed the need to remedy this matter.

18.
18.

SITE VISITS TO KEIMOES AND PORT NOLLOTH 18.1 Focus Areas for the Briefing by Municipalities: • • • • • Local and District Municipality Water provisioning Harvesting and sanitation.

Local Economic Development.


Locust impact on the area 18.2 Stakeholders • ZF Magcawu District and Local Municipalities Mayors and Municipal Managers • Councilors • Department of Water Affairs • Department of Cooperative Government and Traditional Affairs • Municipal Infrastructure Support Agent 18.3 Presentation by the Kai Garib, focused on the following: • Kai Garib Local Municipality has 16 water treatment plans.
• The Municipality has poor revenue collection, insufficient budget for operations and maintenance and repairs.

158 • Process collectors are not trained as per regulations.

• The Municipality does not have a Water and Sanitation Master Plan.

• Limited preventative maintenance due to lack of funding.

• Capacity building on sanitation maintenance team as well as operators is needed.

• Business Plan to an amount of R 3 million was submitted to the Department of Water and Sanitation for funding.
• The water quality of the Kai Garib Municipality remains a concern to the Department of Water and Sanitation.

• Many farmers in the region benefited from the drought relief initiatives.

100 commonage farmers received support and in 2019/2020 farmers of livestock were assisted with coupons ranging from R280 000 to R50 000 depending on the amount of livestock the farmer had.

• Kai!

Garib Municipality is an ideal area for Solar Energy development.
• Illegal mining of quarts continues to be a challenge for the Municipality.

• Community Policing Forums in various towns surrounding the Municipality are functional with programmes.

• The Municipality has a LED strategy in place, however local economic forums need to be revived.

• Tourism is not organized and there is no tourism strategy in place.
• Gender-Based Violence is on the rise in the area • Cable theft is a serious issue in the area • The Municipality is in a process to review their credit control system.

Members of the community must pay for services they are using.

• The Municipality is calling for solar plants to start paying for property rates.
18.4 Questions • Does the service by the Municipality have enough Social Workers and is there a qualitative outcome-based relationship with the Department of Social Development and the Department of Police?

• Was drought funding sufficient to address farmer’s challenges?

• Does the Municipality have a strategy in place to deal with illegal farmers?

• Is there a complimentary relationship between farmers and the Municipality since the area is dominated by farms?
• Does the Municipality have a revenue policy or strategy in place?

159 19.

SITE VISITS TO LENNERTSVILLE WATER TREATMENT PLANT 19.1 Background: • Supplies water 70 km from the canal; • The water comes from the Orange River; • The plant was built in 2010, constructed by BVI; • The project was funded by the Department of Water and Sanitation to an amount of R57m 19.2 Observations • The water treatment is well looked after by the Municipality and is addressing the challenge of water in the area.
It was a much needed investment by the community.

19.3 Successes • The treatment plant was refurbished recently.

• It is reliable in providing communities with water.

19.4 Challenges • The issue of water quality was a challenge previously, however the issue has been resolved.

• Another challenge is breakage of water pipes.

20.

SITE VISIT TO KEIMOIES WATER TREATMENT PLANT 20.1 Background • The Water Treatment Plant in Keimoies serves 10 thousand people.
160 20.2 Challenges • Pipe breakages has been identified as a challenge in this plant.

• The plant used asbestos pipes and which are difficult to fix.

• The plant needs major maintenance.

20.3 Successes • Despite the enormous challenges of maintenance, the plant continues to provide water to the community on a consistent basis.

21.

SITE VISIT TO KAKAMAS WATER TREATMENT 21.1 Background • The water treatment plant is 31 years old.
21.2 Observations • The Water Treatment Plant is in a bad state due to ageing infrastructure and lack of maintenance.

21.3 Successes • Construction is in progress to upgrade the electricity supply of the plant.

A R2 million budget is being used and it comes from the water and sanitation grant.

• A feasibility study is complete and will be placed on the agenda of the Council meeting scheduled to take place on the 1 April 2022.
21.4 Challenges • Currently the capacity of the water treatment plant cannot meet the daily demand of the community.

• There are enormous leakages at sedimentation tanks.

• The mechanical equipment is ageing and in a poor state.

161 22.

SITE VISIT TO UPINGTON AND SPRINGBOK Briefings • Local and District Municipalities.

• Water provisioning.

• Harvesting and sanitation.

• Local Economic Development.

• Locust impact on the area.


22.1 Presentation Dawid Kruiper Local Municipality (DKLM) - Report on Infrastructure Grants – Projects 22.2 Water Services Infrastructure Grant: Construction of standpipes • Allocation 2021/22 – R10 million.

• Expenditure till 28 February 2022 - R 783 224.74.

• 7.8% of spending.

• Contractor was appointed in December 2021.

• The expected completion date is end of April 2022.

• Contractor started with construction on 17 January 2022.
Currently busy in Kameelmond, Raaswater & Khoisan Valley.

• Invoices received on 28 February 2022 to the amount of R501 329.16 (VAT incl.).

Finance busy with processing of the payment certificate.

Expenditure will reflect in the report of March 2022.

22.3 Challenges: • Appointment of contractor has been delayed, however work scope is only for 4 to 5 Months.

22.3.1 Upgrading of the Rietfontein Oxidation ponds: • The project was allocated R 10 420 744.74 for 2021/22.
• Expenditure till 28 February 2022 was R 6 019 519.17.

162 • 79% of the budget has been spent.

• Current Budget required is R 11 400 000.

• The Environment Authorisation was received on 09 March 2021.

• The project employs 11 local people.

• A request for contract adjustment was made for the consultant to the tune of R 1 009 962,24 which was an increase of R 582 249,25 as they were appointed for R 2,4m scope.

23.3.2 Challenges: • Human remains dating back to the 1950s were discovered on site.
• The Environment Authorisation was received on 09 March 2021.

24.

NEIGHBOURHOOD DEVELOPMENT PARTNERSHIP PROGRAM(NDPP) 24.1 Upgrading of Eastern Bulk Outfall Sewer – Phase 2 • For 2021/22 the project was allocated R10 million.

• Expenditure till 28 February 2022 amounted to R 3,477,436.

• The rate of spending is 34.8%.

• The designs have been completed.

• Contract was re-advertised due to no responsive tender and the closing date was 19 March 2021.

• Contract extension for phase 1 - R 2 697 631.48.


• Some tenders were received in the process for appointment of the contractor.

• Letter for revised budget – R 10 000 000 additional fund for 2021/2022.

• Project is expected to be completed in June 2023.

• Total project cost is R 45 million.

• Contractor is on since November 2021.

• There are new invoices to the amount of R 3 206 281.21 for February 2022.

24.2 Challenges • The tender had to be re-advertised.
• Delays were also experienced in the appointment of the contractor due to Covid-19.

25.

REGIONAL BULK INFRASTRUCTURE GRANT (RBIG) 25.1 Upgrading and refurbishment of Kameelmond WWTW (3 Year Project – 163 extended due to Funding available) • The allocation for 2021/22 is R 27 000 000.

• Expenditure to 28 February 2022 was R 9 317 197.26 at a spending rate of 33.51%.

• Project implemented in 2 Phases (Rehabilitation of the existing plant and the construction of the new expansion of the plant).
• Contractor on site for Phase 1 since 28 June 2021 for R 65m till 30 September 2022.

• Awaiting Detailed Design on the New Plant and Environmental Impact Assessment studies conducted.

• Actual expenditure is R 11 767 060.20 which was spent from DKM allocation.

• Phase 1 mainly mechanical items to be in February 2022 which will boost the expenditure.

• Approval for funding of Phase 2 to be concluded in this financial year.

• Awaiting February 2022 invoice.


25.2 Challenges • Design Approach recommended by Department of Water and Sanitation.

• Lockdown due to the outbreak of COVID 19.

• Department of Water and Sanitation – Signing of the Implementation agreement delayed by the DG.

26.

EXPANDED PUBLIC WORKS PROGRAMME (EPWP) GRANT 26.1 EPWP incentive grant • Allocation for 2021/22 is R1 133 000 • Expenditure till 28 February 2022 is R822 000 at a spending rate of 72.85%.
• Repair of road potholes due to rains to start in January 2022.

• Cleaning of Town will also continue.

• 108 Workers were employed in the program till December 2021.

26.2 Challenges: • Rain causing further damages to the fragile road infrastructure result in more work than 164 anticipated.

26.3 Questions: • What plans are in place for the future projects and procurement by the DKLM?

• How does the economic development plan and SEZ factor into the DKLM plans?
• In DKLM what is the role of community trust and what role are the trusts playing to support communities or municipalities.

• Does the amounts that has been paid out of the budget match the completion of projects.

What percentage of monies were spent in relation to job completion?

• Have there been any contracts that have been terminated due to non- performance by contractors from 2016 onwards?
If so, what action has been taken against the contractors/ • How does DKLM Kruiper ensure that the awarding of contracts is allocated to local contractors?

• What has been done to address the bucket system?

• What opportunities are presented by the mining sector?

26.4 Responses: • Accommodation of future demands – bulk infrastructure projects listed in presentation has made provision for future demands.
• Completion and managing risks: They make provision for bank guarantees and confirmation must be provided in order to ensure that payment is not made directly to contractor but instead to service provider only based on work done not on projections.

• Challenges with amount of buckets- there are about 5000 buckets roughly that exists.

Aim of implementation of COGHSTA project for water sewerage is to eradicate bucket system.
By-laws are currently enforced to ensure that people do not continue with erection of informal settlements and bucket system.

• Challenges on BEE – some contractors try to stop projects and they are trying to implement 30% of contracts which must go to local contractors.

• SEZ: The Park is managed by DPSA and the Municipality has to work closely with DPSA.

Initially a consideration was a SEZ and now industrial park.

SEZ doesn’t consider solar plants and depends on value addition.
SEZ presented an obstacle as there was no committed investor.

• Future upgrades – operation currently is that we require electricity to continue with consumption and production.

During power outages, there is a need to communicate in advance with the community to restrict irrigation to conserve power.

During power interruption, no water production activity can proceed.

• Mining industry: the Municipality is looking at all opportunities for mining industry to empower black communities.
There is one initiative by an NGO called ‘impact Catalysts’ and they are investigating all funding at mines, with a focus on the economic sector.

27.

SITE VISIT: DAWID KRUIPER: WATER PURIFICATION PLANT 165 27.1 Background • The Plant was built in 1940 and received a final upgrade in 2014 • The Plant feeds 80ml of water to 24000 households and approximately 97000 people • The project has 4 row water pumps with a new one being installed.

It is a robust pump which is able to take big particles at a time.
• The cost of the new pump is R2.4 million, however, in the long term a good pump will save on the cost of repairs.

Specific maintenance contractors have to be budgeted for.

• The obstruction point is based on the Orange River water level.

• A chlorine room is used for final disinfection of the water to kill all harmful bacteria.

• Downtime is used for maintenance, cleaning and the replacement of faulty equipment.
27.2 Challenges: • Maintenance and the generation of electricity are some of the challenges experienced in this Plant.

• The infrastructure is ageing and this results in frequent pipe bursts.

• Water losses are high and faulty metres also have to be replaced.

• Load-shedding interrupts continuous running of the Plant as there are no generators.

28.
28.

PRESENTATION BY THE RICHTERVELD LOCAL MUNICIPALITY • Richterveld Local Municipality is a type B Local Municipality with around 12 000 inhabitants spread around 6 settlements.

The Municipality Head Office is in Port Nolloth with service points in each settlement.

• The main supply of water is currently brought from Alexkor.

• The 77 km pipeline is more than 30 years old and not functioning at full capacity • Water is treated at Alexander Bay.

• The secondary supply is from boreholes at Mile 8.
• The system consists of 7 boreholes and three wells.

• Water is collected in two storage tanks before being pumped to the reservoir.

166 • The network consists of asbestos mainlines connecting the Muisvlak Reservoir, the Mile 8 and the McDougalls Bay reservoir over 12 km apart.

• Fresh water from the Orange River and brackish water from the boreholes is mixed within the system.

• Sewer is collected through a sewer system serviced by 9 pump stations.

Sewer is then pumped to an oxidant pond system.


• The Richtersveld Local Municipality is the constant target of theft and vandalism • Water for human consumption is transported to communities in the farming areas when needed.

• Water restrictions are in place and asbestos main water lines remain a challenge for the Municipality.

• A feasibility study was done by June 2020 whereby Council decided on the Alexander Bay to Port Nolloth pipeline to be the preferred option.
• The Municipality proposes to upgrade the water treatment facility to act as back-up for Kuboes Town.

28.1 Challenges • Vandalisation of oxidation pond lining.

• There is a need for assistance of counter-funding on the Desalination Plant in Port Nolloth and an amount of R20 million is needed.

29.

LOCAL ECONOMIC DEVELOPMENT • Accommodation is the primary activity in the tourism sector.

• The construction sector is currently non-functional.

Construction companies from outside the area are used.
• FNB is the only retail banking institution in the area, others are serviced through ATMs.

• There is a keen interest shown from investors in the building of a waterpark in Richterveld.

This is still at a preliminary stage.

29.1 Challenges • The ownership/monopoly of available land by few people and the fishing industry not being able to reach optimal functioning as a result of dilapidated infrastructure i.e.

Jetty fishing factory.


167 29.2 Municipal efforts to encourage local economic development • The Municipality is assisting local SMMEs to cost correctly, registration on CSD and aiding with SARS compliance.

• The Municipality in partnership with DEDAT, have engaged upon a programme in upgrading of RVM chalet.

The project has so far been a success and 5 chalets with caretaker residence has been completed.
• Compile LED strategy in line with Richtersveld Municipality vision, to ensure the optimal use of resources to the benefit of communities.

• Continue to upgrade infrastructure especially those relating to basic service delivery as this is a sure way to attract investment.

• Engage with Namaqua District Municipality and the Department of Public Works in the roll out of plans to upgrade the Jetty and fishing factory as a matter of urgency.
29.3 Mile 8 reservoir • The reservoir used to be a diesel pump station.

• The reservoir was refurbished in 2020.

• The system consists of 7 boreholes and 3 Wells.

• Water is collected in two storage tanks before being pumped to the reservoir.

29.4 Challenges • The network consists of asbestos mainline connecting the Muisvlak reservoir, the McDougalls Bay reservoir and the Mile 8 over 12 km apart.

• Fresh water from the Orange River and brackish water from the borehole is mixed within the system.

30.
30.

PRESENTATION IN SPRINGBOK BY ORION MINERALS • Orion is dual listed on the stock exchange and is a 69% foreign owned company.

The company is compliant with black economic empowerment.

• The company has invested R540 million in South Africa.

• Orion is committed to providing direct employment to 1000 people in the Northern Cape by 2024.

• Renewable energy will be the focus and there is an expectation to be completely off the national energy grid within 4 years.
• Water management is a key focus with desalination plants.

30.1 Challenges: • Orion is struggling to obtain mining permits which is preventing the mine from commencing with actual mining.

The delay is attributed to government administration and red tape which is delaying the approval of the mining permits.

168 30.2 SITE VISIT TO OKIEP COPPER PROJECT • The project is hampered by power, water, infrastructure and road challenges.

• R300 billions of copper has been produced over the last 150 years.
• The copper price is currently high and there is a huge shortage of copper in the world.

Copper that is used in batteries and electronics exhibit a high price opportunity.

• Refineries need stable electricity and they are currently working towards a low energy financing solution.

• Short term objective: to complete a feasibility study for the development of the Flat Mines Project.

To commence construction of a 65,000 ton, per month, mining and processing application.
30.3 Achievements: • They have completed many environmental studies and looked at alternative sites and are currently conducting aquifer drilling and testing on site.

• The project is currently engaging the Department of Mineral Resources and Energy for approval of the mining right permits.

• The project is engaging land owners, communities and the Municipality on a regular basis in respect of ensuring stakeholder involvement.
30.4 Challenges • They are working in a remote area with inadequate rail, port, power and water supplies.

• R41mil has been invested but due to slow permits, they are currently only conducting studies because they need the permits to begin with mining.

• The project still requires water use licenses and requests assistance to cut through the red tape to get processes moving and investment to come in.
30.5 Observations • The project has the potential to bring in high investment and employment opportunities.

• The main problem is obtaining the mining rights permit.

This should not be an obstacle to this project and a resolution should be sought with the Department of Mineral Resources and Energy through the Minister’s office.

169 • The project has a qualifying BEE structure in place.

31.
31.

NAMAKWA DISTRICT MUNICIPALITY PRESENTATIONS 31.1 Water and sanitation • Water is a basic need according to the Constitution of SA and water plays a pivotal role in LED projects.

• Water is becoming scarce and a crucial resource in Namakwa.

The number of households without drinking water is decreasing rapidly.

31.2 Challenges • Komaggas and Buffelsrivier is currently dependent on ground water.
• The Municipality does not conform with the Water Services Act: Regulations for Process Controllers as they do not have process controllers but plant operators.

31.3 Achievements: • War on leaks schemes: they are employing 10 water agents who are in the process of conducting a field survey to ensure meters are in working condition.

• A Task team has been established to address challenges at Sedibeng.

32.
32.

WATER AND SANITATION ISSUES • There is currently an intervention in The Development Bank of South Africa (DBSA) project on Infrastructure Planning Support regarding the development of a Water Services Master Plan, Water Services Development Plan and Management Plan to reduce Non-Revenue.

• Support is provided to projects to investigate alternative water technology in cooperation with partners.
• Ensure sustainability of the existing sound relationship and cooperation with Northern Cape Provincial Department of Water and Sanitation officials.

33.

DEPARTMENT OF WATER AND SANITATION: DROUGHT RELIEF PROGRAMME 33.1 Reflection on drought and water situation: Drought Relief programme Northern Cape 170 The Provincial Department of Water and Sanitation (DWS) presented the perspective on the drought relief provided by the Department.
The DWS implemented drought relief operations in 2020 and are busy concluding the process as the rainfall has increased.

The area was designated as a disaster area and funding to the amount of R300 million was made available.

Sedibeng Water was appointed as the implementing agent.

The scope of work involved refurbishment of existing boreholes, drilling of new boreholes and providing water tankers where needed.
Due to the drought relief coinciding with the Covid-19 pandemic, the department required running water not only to provide sustenance but to also provide water for cleaning of hands and supplied 50 million litres via tankers.

33.2 Agri SA input (Mr W Symington): • Minister of Water and Sanitation allocated R306million to the Province to spend in the effort to provide water for the agricultural sector.
The need was greater than the amount of money available, process of tendering not conducive to good practices.

Boreholes were drilled and the boreholes would collapse and then no pump could be installed.

• Locusts swarms are normal after rainfall in the Northern Cape; however, this year has been one of the biggest locust swarms.

There is a lack of grazing due to the drought, locusts further destroy grazing and migrate.
Irrigation schemes along the Orange River are in imminent danger of locusts depleting food security.

• PPP is the way to go to control the locust swarms.

Government provides pesticide, equipment and employs local people in communities to spray.

Problems are that equipment is insufficient and ageing equipment breaks down regularly, hampering efforts.
• In respect of pesticide, they used 6000 litres of pesticide which is more than normal (4000 litres normally required per annum) and it was used for more than 7 months.

There is a more efficient pesticide in SADC countries which should be sourced.

• In different areas people are registered with the Department to go and spray and they are paid per km.

They travel through some difficult terrain which affects the maintenance of vehicles and the increase in fuel, government should therefore pay more.
33.3 Local Economic Development • The Department of Economic Development reported that a dedicated official was placed in the District.

That official retired in 2016 but a new person has not been appointed.

Due to budget constraints vacant funded posts were discontinued.

However, the Minister noted that a business incubator needs to be established in the 171 area.
33.4 Observations • The Delegation noted that while it was grateful for the R306 million that was provided for drought relief, the relief sought by farmers went beyond water and included fodder for animals that was not catered for by government.

• The Delegation further noted that while the drought relief created jobs it made no mention of the amount of jobs lost during the same period due to the drought.
• The Delegation expressed concern that the level of the disaster was not fully realized and did not capture the areas destroyed by fire as well as the current locust infestation.

34.

PRESENTATION BY VEDANTA ZINC INTERNATIONAL • Business started in 2011 and includes zinc, lead, silver, copper, oil, and gas.

It is the largest integrated zinc operator in SA and it is located in SA and Namibia.

• Verdanta committed R21 Billion direct investment of which R7 Billion is immediately available.
• 3500 people are employed which makes Vedanta a significant employer in the Northern Cape.

• There is a significant challenge of employees travelling more than 400 km per day.

The solution in terms of the applicable best practice is to build a housing development near the mine.

The process to be given the rights to build houses requires Verdanta to be in possession of title deeds.

Furthermore, Verdanta requires the town of Aggenys rezoned to an industrial zone from its current mining town zoning.
This would result in the expansion of its boundary to include the special economic zone.

When this is realised the town can expand its housing to make provision for the employees travelling 400km per day.

• As a solution the Municipality is prepared to endorse the building of the houses to cut the time needed to get the Surveyor-General to complete its work and allow construction of the houses to proceed.
• Verdanta indicated that the business operation is hampered by the lack of housing as it intends ramping up production but requires additional staff that in turn require onsite housing.

• Digitally enabled operator.

• Socio economic benefits: 1050 permanent employees, 3000 jobs created at peak during construction phase.

• Iron ore project – 250 permanent jobs were created.
172 34.1 Challenges • Travelling of employees for 400 km per day and the red tape currently hampering the building of houses which takes up to 6 months to obtain title deeds.

The more houses that are built, the more people will be employed who live close to their place of employment which will in turn create a harmonious family life.

34.2 Observations: • The number of jobs being created is a positive development and the commitment to transformation and socio-economic benefits are laudable.
• The travelling distances for employees and the red tape in respect of the building of houses was of great concern to the Delegation.

The Municipality offered to assist and to intervene to speed up the administrative processes to ensure that the red tape is cut in respect of the building of houses for employees.

35.

RECOMMENDATIONS 35.1 BRIEFING BY THE PREMIER AND PROVINCIAL EXECUTIVE • Locust areas should be declared disaster areas to receive funding from National Treasury.
• Road infrastructure should be addressed as a matter of urgency.

• Funding originally allocated for the drought which was withheld due to the increase in rainfall should be reallocated to fight fires and the locust pestilence to stem the loss of fodder for livestock production.

35.2 PABALELLO POLICE STATION • The Select Committee on Security and Justice should conduct further oversight to the Northern Cape Province to target the 30 hotspots within the current financial year.
• Should ensure that more female police officials are employed to work in the Victim Friendly Rooms at Police Stations.

• The NCOP should ensure continuous engagement with top structures to address the remaining challenges.

173 • The Department should furnish the NCOP with a response regarding corruption and intimidation of SAPS officials within 30 days of adoption of the report.
• Electricity outages at Police Stations is a concern and it is recommended that Police Stations should ensure that there are generators in the event of load-shedding.

• Police officials should ensure that they work closely with community policing structures to effectively fight crime.

• The deployment of human and logistical resources in hotspot areas needs to be addressed.
• The NCOP recommends that a detailed report be furnished to it on all the outstanding matters within a period of 30 days from the date of adoption of the report.

35.3 COMMUNITY POLICING FORUM • The Civilian Secretariat for Police Services is responsible for the CPF structures and should be held accountable in terms of their mandate.
The mission of the Department of the Civilian Secretariat for Police Service is to provide efficient and effective civilian oversight over the South African Police Service for safer and more secure communities through community participation, legislation and policy development.

One of their key objectives is to provide guidance to community police fora and associated structures and facilitate their proper functioning.
It is therefore recommended that the CPFs should raise their concerns with the CSPS to ensure that they are able to function more effectively.

• The CPFs should source community sponsors to provide peak caps and golf T shirts to YAC Delegates.

• The NCOP undertakes to finalise a report on all the matters raised by the CPFs.

This report will be discussed with the relevant Ministers to ensure that the necessary assistance is provided to CPFs.
35.4 Department of Water and Sanitation: • The Department should ensure the total eradication of the bucket system to ensure that dignity is restored to communities.

• The Department should furnish the NCOP with a report on the steps undertaken to restore water to the 25000 families without water.

This should be attended to with immediate effect and the report should be furnished to the NCOP within 3 months of adoption of the report.
35.5 Kai Garib 174 • The Municipality should develop a programme to engage the department of Social Development in order to address shortage of social workers in the area and also to work with SAPS to develop practical crime fighting strategy that must be costed and have timeframes to address the issue of crime in the area.

• The District should urgently develop a Disaster Master Plan • The Kha!
Garib Municipality should develop a revenue collection policy • The Local Municipality should develop the Maintenance Plan • The Municipality should develop a strategy to work with organized farmers in the areas since the district in which the Municipality is based is dominated by agriculture 35.6 Lennertsville Water Treatment Plant • A need for accredited training for sanitation process controllers 35.7 PRESENTATION DAWID KRUIPER MUNICIPALITY • Should ensure that transformation is implemented by employing local contractors.
• Investigate the opportunities presented by the Mining industry and submit a report to the NCOP.

• Should urgently address the eradication of the bucket system.

35.8 DAWID KRUIPER: WATER PURIFICATION PLANT • Delegates were generally happy with the functioning and inspection of the plant.

The Municipality was asked to respond in writing regarding the cost of leakages.

• Budgets and planning should be implemented timeously to ensure the effective and smooth running and functioning of the plant.
A full progress report was requested on the implementation plan.

• A recommendation was made to investigate how they can use water to create hydroelectricity, which would assist with bypassing load-shedding challenges related to the functioning of the plant.

The Municipality was tasked with conducting an investigation and furnishing the NCOP with a detailed report, containing the feasibility, timelines and costing of this project.

The report should be furnished to the NCOP within 6 months.
35.9 Mile 8 Reservoir • Enclose pump stations to increase security and reduce vandalism.

• Train maintenance personnel in order to do regular maintenance to the pumps.

• Water shortage will be addressed in the Port Nolloth areas if the pipe line from Alexander Bay can be replaced or upgraded, however, that will only be realized if the co-payment in RBIG programme can be wavered.
175 35.10 OKiep Copper Project • Commitment from NCOP together with local municipalities to approach the Minister to ensure blockages are unlocked and the project can go ahead.

This commitment includes cutting through the red tape in respect of securing mining permits as soon as possible.

35.11 NAMAKWA DISTRICT MUNICIPALITY PRESENTATIONS • Water should be supplied to farmers.

On drought and locusts, a motion should be put through the NCOP to declare those areas as disaster areas.
Upon declaration as a disaster area, the Province will receive the necessary assistance.

• Agri SA should submit all the concerns related to farmers in writing for inclusion in the final report.

• The different role players were encouraged to work together to address these challenges.

35.12 VEDANTA ZINC INTERNATIONAL • Pofadder cannot accommodate houses because there is no electricity, which is unacceptable.
The NCOP must consider and discuss how to assist in terms of cutting the red tape for the provision of 4000 houses.

• The Chief Director of department responsible for co-operative governance in the province has committed to remove administrative blockages to ensure the adequate development and provision of houses.

Feedback on this matter should be given to the NCOP within 6 months of adoption of the report.

176 7.

NORTH WEST PROVINCE 7.1.

Provincial Overview 7.2.


Geography North West covers a surface area of 104 882 km², which constitutes 8.7% of South Africa’s land area.

The Province is located to the west of the major population centre of Gauteng.

It is also located next to Botswana.

Its capital is Mahikeng.

7.3 Demography The North West Province has a population of 1 303 million people, which constitutes 2.2% of the overall population of South Africa.
The dominant age group is 0-4, representing 9.8% of the total provincial population.

The majority of the population are females (50.6%) which is slightly above males at 49.4%.

7.4 Governance North West is divided into 22 municipalities, which includes: • Four District Municipalities (Bojanala Platinum, Dr Ruth Segomotsi Mopati, Ngaka Modiri Molema and Dr Kenneth Kaunda) • Eighteen local Municipalities Economic profile The North West contributes only 6.5% to SA’s Gross Domestic Product (GDP).
The main contributors to the regional GDP are tertiary industries contributing 46.4%, followed by primary industries at 32.5% and secondary industries at 10.1%.

The main industries supporting the North West economy are mining and quarrying; general government services and finance, real estate and business services.

By the end of the 3rd quarter of the 2020/21 financial year, the official unemployment rate in the North West was 35.7%, whilst the extended unemployment rate was 52.2%.
The official unemployment rate increased by 7.4% year on year Social service delivery.

37 % of individuals in North West benefited from social grants in 2020.

More than half of households (54.1%) received at least one type of social grant.

This includes the Covid-19 Social Relief of Distress (SRD) grant of R350 per person per month to mitigate the impact of the pandemic, which was rolled out in 2020.

The majority (85.1%) of households live in formal dwellings, whilst 14.3% live in informal dwellings.
Only 0.6% of households live in traditional dwellings.

87.3% of households have access to tap water inside their dwellings, off-site or on-site.

177 In terms of functionality of water services supplied by the municipality, more than 55.3% of households who received water from the municipality reported interruptions to their water supply in 2020 The majority of households in North West (78.3%) have access to improved sanitation.
52.5% of households have access to flush toilets, whilst 25.7% make use of pit latrines/ toilets with ventilation pipes.

A further 20.5% of households use pit latrines/toilets without a ventilation pipe and 1.2% do not have access to any sanitation facilities.
In terms of access to health, more than two thirds of households (72.3%) indicate that they would first visit public clinics, hospitals or other public institutions when household members fall ill or have an accident, whilst less than a quarter (23.3%) would first visit a private doctor, clinic or hospital.

Less than 0.4% of households indicate that they would first consult a traditional healer.
3.9% of the population have no formal education, whilst a total of 84.1% has some primary education, completed primary education, lower secondary education, upper secondary education or Grade 12.

A further 13% of the population have post-school qualifications.

In 2020, less than half (40%) of households in North West had their refuse removed at least once a week.
The majority of households who had their refuse removed are located in urban areas, whilst 33.6% of households in rural areas received this service on a weekly basis.

Accordingly, less than two thirds (60.6%) of households in rural North West made use of their own refuse dumps to discard waste.

7.5 State capacity to build, maintain and upgrade Roads The North West Provincial Government, through the Department of Public Works and Roads, is managing a road network of 19 783 km.
Only 5 083 km is surfaced (tarred), leaving a serious backlog of 14 700 km of gravel road network.

This network is of significant value not only to the North West Province, but also creates direct economic links and benefits with its provincial corridors to the neighbouring provinces, such as Gauteng, the Northern Cape, Free State, Mpumalanga and Limpopo.

The North West road network also links South Africa with other countries in the region, such as Botswana and Namibia.
The province’s roads network is a catalyst for development and economic growth.

However, with only 26% of the roads paved (tarred), as opposed to 74% of unpaved (gravel), the paved section is distressed, as all vehicles in the province are squeezed into this section.

7.6 Mining and Energy The positioning of the North West Province with respect to the rest of the country and the African market makes the region attractive to investors from both a national and continental perspective.
The province is ideally positioned to access the 14 countries comprising the 178 Southern African Development Community (SADC).

The province benefits from the N4 Highway that connects the Walvis Bay Port in Namibia with the Maputo Port in Mozambique, running through the province.

The province offers easily-available skills and distribution channels imperative for commercial ventures and plays a significant role in the supply of energy, transport and communications to the African continent.
Key mining opportunities include amongst others: development of new coal resources; coal-to-liquid; carbon capture and storage; nuclear fuel fabrication; downstream manufacturing; development of value chain linkages to the global steel value chain; development of value chain linkages with global energy storage value chains; production of titanium dioxide pigments; development of new vanadium resources; primary resource development in the Bushveld Igneous Complex; and jewellery manufacturing.
Key energy opportunities include: roll-out of renewable energy technologies; adoption of energy efficiency technologies; solar energy technologies and component manufacturing; wind turbines and components manufacturing; and energy storage.

8.

Briefing by the Premier and Provincial Executive on state capacity to deliver.

In his presentation to the NCOP delegates, the Premier acknowledged the critical role played by the NCOP, of ensuring the spirit of cooperative governance embedded in democracy.
Section 100 of the Constitution was a tool to assess the capacity of the province.

He argued that, we are one government and when one sphere of government identifies gaps in another, it should intervene.

He alluded to the fact that in the sixth administration service delivery is going to be a way of life; where there is, no capacity all spheres of government will join hands.
Key issues will be identified relating to service delivery in municipalities and the program on acceleration of service delivery will be introduced to the people of North West.

All municipalities will be expected to submit a quarterly report on financial performance to EXCO.

The Premier will also meet with MEC’s on a one on one basis, quarterly.
Focus areas for the municipality will be the following: • Electricity • Water • Potholes • Lighting • Sewer However, the premier outlined a number of constraints facing the province, particularly on municipalities, they relate to: • • Inadequate funding, which constrains successful service delivery; Insufficient and incapable human resources to accelerate service delivery; and • Lack of proper equipment and resources.
179 The premier further reflected that ongoing conflicts in municipalities impedes service delivery to the poor communities of North West province.

As a result, the provincial government resolved to address these challenges by establishing a task team comprising of the MEC in COGTA and Finance, amongst others.

The primary purpose of the task team is to resolve the ongoing governance and political challenges, with the intention to ensure stability in affected municipalities.
The provincial government believes this approach will likely yield positive results as compared to invoking section 139 of the constitution.

The posture of the provincial government is that of building capacity for municipalities in terms of section 154, which is of paramount importance.

The task team is currently developing an annual plan to render the necessary support.
However, the provincial government continues to provide individual support to municipalities as and when necessary to speed up the resolve of any governance and political shortcomings.

In an endeavor to promote good governance and improved service delivery, the provincial government adopted one-on-one sessions with MEC’s.

These sessions will provide a platform for individual MEC’s to account for the state of affairs in their Departments.
The Departmental state of affairs is analyzed based on the following aspects; • Auditor General’s report • Annual Performance Plans • Human Resource management, particularly recruitment of personnel on critical positions.

• Culture of Discipline in the Departments, • Infrastructure expenditure performance: not good, plans to establish a small committee to drive the infrastructure spending.
• Fraud and Corruptions matters, determining the number of occurrences and consequence and intends to open criminal cases where necessary.

Similarly, State Owned Entities (SOEs) are also included in the one-on-one programme.

The provincial government is facing a critical challenge to redress and address a legacy of governance and structural bottlenecks from previous administrations.
The key focus on state owned entities is to conduct a comprehensive review of overall performance and review of 180 financial statements.

These previous legacies have caused great damage to governance in state entities; however, there is work in progress.

The Premier acknowledged that water is a critical factor and resource for human survival.
Disturbingly, the North West Province is a water scarce province and therefore greatly challenges the provincial government’s notion of “no one should be without drinking water”.

The provincial government believes that, where it is unable to provide piped water for the communities, municipalities must resort to the water tanks system.

The Premier is aware of the allegation of abuse in the form of corruption and maladministration in the procurement of water tanks services.
The Premier further raised a concern regarding the continued criticism from communities in respect of the initiative to mitigate the lack of service delivery by government.

The provincial government is currently looking into having functional boreholes to augment water provision and decrease the existing shortages.

For example, Molopo-Oog which is currently not used, to augment water provision in Mahikeng.
The Vaal water supply requires billions of rands, which the provincial government does not have currently.

Boreholes are also not reliable.

The provincial government resolved to ensure that two long-term programs; being service delivery and job creation, is realized.

9.
9.

PRESENTATION: DEPARTMENT OF PUBLIC WORKS AND ROADS The MEC presented on road infrastructure network’s 10 year-master plan • According to the assets register, the total number of roads continue to decrease due to the continuous transfer of roads to SANRAL.

This is due to poor maintenance and capacity of the Department to adequately maintain the roads.

This move challenges the Department in that, the roads maintenance grants decreases.
Equitable share of not more than 350 million, which is equivalent to 10 and less roads.

This implies that the province is not investing in roads.

• According to the 10-year master plan, there is a total of 71 projects amounting to 7 billion.

• The Department managed to assess all road infrastructure including bridges.

The total amount of about R6.8 million is required to complete the work on all flood-damaged roads.
The Department is looking to see if funds diverting and shifting between programs would be feasible.

• The Department has allotted 27 roads to SANRAL.

A discussion with the Premier and technical task team for N12 handover to SANRAL, is currently in progress.

181 9.1 CHALLENGES FACING THE DEPARTMENT Roads, infrastructure, maintenance and low capacity resulting in the implementation of projects by a contractor.
9.1.1 Members concerns • The unavailability of SANRAL to attend the meeting on the basis that the Department will make a holistic presentation.

However, the Department’s presentation does not adequately represent a holistic picture on the role and responsibilities of SANRAL on road infrastructure in the North West province.

• To what extent is Provincial government willing to align the planning, where the municipal IDP speaks the same language with the Department’s APP and budgets.
• Municipalities are faced with critical challenges of unemployment, and implementation of government programs costing many billions and which are not creating job opportunities and improving economic conditions for the people of North West.

• Discussion of road infrastructure should take cognisance of the regular occurrence of disasters in all municipalities, especially Mahikeng.

• It seems there is no integrated planning and cooperative governance between the local and provincial sphere.
The service level agreements that are signed between mines and National/Provincial Departments are not assisting municipalities in terms of planning and delivery services, because provincial and national roads do not have the necessary budget for maintenance by municipalities.

• The SANRAL arrangement of maintaining roads outside towns does not seem reasonable.
The Department’s engagements with Mahikeng local municipality resolved to conduct an assessment of the internal capacity to deal with potholes patching and resealing.

The assessment will pave a way forward for possible partnership with the private sector to enhance capacity and ensure long-term solutions for potholes.

• What is SANRAL’s plans to be used to ensure adequate maintenance of the road without penalising road users via payment of tollgate fees?
• Request SANRAL to assist the North West Province on maintenance of roads since the Department and municipalities indicate that they do not have any plans and budget for the maintenance of roads.

• Whilst it is the general agreement that roads require maintenance, the Department should not only plan but also coordinate efforts to build roads across all spheres of 182 government.

There are municipalities who are continuously not spending a cent on the allocated road infrastructure budget.
• Where budget is available, there should be guidelines of pricing, to ensure value for money.

Often the most expensive roads deteriorate quicker that those constructed with less budget.

• Capacity of technical officials in municipalities should be shared amongst municipalities.

• The challenge of poor roads is a legacy for bad governance and corruption.

• Does the department still have inspectors for roads?
How well capacitated is the Department in terms of roads, in all regional offices of the Department?

• Allocation of road infrastructure equipment does not consider the geographical factors of areas, for example, Tswaing local municipality only has two graders.

• 75% of potatoes are planted in Kagisano Molopo and yet the roads are bad and the trucks cannot get access to the farms for collection of goods.

This threatens farmer’s livelihood and food security for our households.
The provincial efforts of building the economy cannot be realised without proper roads.

9.1.2 SANRAL and Department  Road conditions identified for transfer are in dire states; hence, the transfer will enhance the maintenance and bring the level of the road to par.

The available data indicates that whilst SANRAL is well capacitated for road maintenance, the section towards the town belongs to the municipality and has no proper maintenance.
 The Department should consider the amount of fraud and corruption, which likely hinders the successful maintenance of roads in the province.

A total of 106 billion was surrendered back to Treasury.

 The North West province did not spend the budget efficiently according to the latest report.

The Department should plan properly and avoid fiscal dumping, which often results in poor services and poor roads construction and maintenance.
 The Department should consider using the Expanded Public Works Programme (EPWP) for pothole filling, given that most of the time the EPWP does not work for the scope they employed for.

The towns and streets remain filthy irrespective of the continuous budget paid to the program in the name of job creation.

 Does SANRAL have proactive plans for instances where the Premier requests the handover of roads.
Particularly, when the request is made in the year when planning and the budget has been finalised, how will SANRAL maintain the unplanned road?

183  The fact that the mayor of Mahikeng did not attend the meeting because the municipality is busy planning how to fill potholes, confirms the lack of commitment to improved service delivery to the people of Mahikeng.

 The prioritisation and budget allocation for roads construction seems skewed where there is generally no value for money.
For example, the construction of 60km roads from Lichtenburg to Mahikeng costing R500million but only 28km of the road is well constructed.

Another example is the road in Schweizer-Reneke which has been constructed on numerous occasions, but has never resulted in the road being restored to a desirable state.

9.1.3 Department responses • For 10 years, the Department would have R14 billion for priority projects.

This includes other sources of funding like ISSA.


• There is a proclamation of referral of roads to SANRAL.

The Department is planning to introduce a proclamation of in-joints roads for national roads to become provincial roads to relieve the municipality of the budget, given that municipalities do not have capacity.

However, the proclamation process will likely take too long leading to further deterioration of the joints roads.
There are negotiations to have the entire national road referred to SANRAL, and appoint SANRAL as an implementing agent for fixing the joint roads, which will imply SANRAL, also continues with the maintenance.

• There are project managers and inspectors for roads, there are offices in all four districts and sub-districts.

• The Departments remain challenged in terms of increasing the yellow fleet.

The existing fleet is old.


• The Mahikeng highway, from Danville to Lichtenburg consists of a new road and an additional lane; a total of 43km.

The quality of the road is different to others.

A high- tech fence was built and is now being stolen.

These factors contributed to the cost of the road.

• Roads require upgrading to accommodate the increasing traffic volume.

• 25% threshold informs the implementation phases in all roads.
• The road between Jakkalsford and Bray is identified for implementation in the next phase after completion of the ones currently being implemented.

9.1.4 Executive undertakings • Ensure adequate stakeholder participation, introduction of the infrastructure MINMEC to encourage participation and collaboration of all role players in the two spheres of government.

184 • Resuscitated road stakeholder forum to ensure road users have inputs on all infrastructure plans and implementation.
• There are resident engineers and project managers on all roads currently being constructed.

• The MEC will visit all municipalities and indicate the total value of the projects and expected local economic beneficiation from the projects implementation.

• The reality of government is that people have different needs for basic survival, however, more often road infrastructure is compromised in favor of other services like education and health.
The Department will likely not realize the attained outcome with the current grant allocation.

• The decision for approaching SANRAL was made with caution and considering the best way to succeed in providing safe and roads in a good condition to the people of the North West Province.

• The Provincial government is negotiating with Infrastructure South Africa for sourcing additional funding for roads.
There is a social compact from the mining sector, user charges and the recruitment of qualified and capacitated personnel requires experience and technical skills, which are expensive and often not easy to obtain due to the geographical area of the province.

• The Premier Monitoring Council will take over the monitoring of road infrastructure in the province.

10.

PRESENTATION 10.1 State capacity to deliver bulk water supply in the North West province.
The presentation revealed that farmers use more than 60% of the available water.

Farmers should therefore be encouraged to adopt more efficient irrigation methods than the floods irrigation system.

10.1.1 MIDVAAL 10.1.2 Members concerns • In 2014 an executive decision was taken by the former MEC Nomvula Mokonyane, to divert budget allocation to Sedibeng.

This created a huge bill for the municipality.

185 Currently there is a process of closing up Sedibeng and replacing it with Magalies water.
• • The current decision to pull a pipe from Bloemhof to service the district, whilst Midvaal would be able to provide the water with a pipe, approximately 80km.

Ditsobotla recently built the most expensive reservoir, which has not been used.

Currently the municipality is providing households with tankering, however, during funerals, most of the households are compromised in prioritization of the provision of water, in favour of the aggrieved households.
• Planning on water and sanitation, treasury must provide support through the existing grants (i.e.

MIG/).

However, the critical question is how will the grants, as provided in the Division of Revenue(DORA) and through the principle of cooperative governance, be aligned?

• A forensic audit should be conducted on Midvaal, should provincial government resolve to adopt Midvaal water company as a service provider.

• Questions were raised about the sustainability of the water tankering system.
10.1.3 Responses 1.There is a green and blue drop report indicating failure of Ngaka Modiri Molema district municipality to provide water to communities.

This resulted in a directive by the MEC to appoint Sedibeng water to provide affected communities with water.

This was despite a poor relationship between Sedibeng and Ngaka Modiri Molema from the appointment stage.

2.

The district planning forum is currently under consideration for implementation as soon as possible.

3.
3.

Compulsory licensing or enforcing installation of meters to farms.

4.

Water tariffs based on inputs cost.

10.1.5 Executive undertakings The Department must submit an inventory list and consider the single use dam policy.

11.

BRIEFING: DEPARTMENT OF PUBLIC WORKS AND ROADS This bridge was constructed by the Bophuthatswana government before 1994.

As a result of heavy rains and flooding in the area.

The bridge was on the verge of collapse.


As a result, this posed a risk to school children and to the community as whole, for, during the rainy season, it gets flooded and school children are unable to cross.

186 The department has reported that a Bailey bridge is going to be constructed for learners.

This will be as part of the SANDF projects, which has a budget of R 6 billion, however, the department does not have control over the budget as yet.
The department is working with the Department of Defense and Military veterans in maintaining these Bridges.

This program is a Presidential project, where the department have applied for 20 Bridge to be constructed, with each four district making its submissions.

It has been reported that most of the bridges that were constructed by the defense force has a 40+ years of life span.

In addition, the department will be sending its technician on the skills development program.
11.1 Purpose The purpose of the visit is to do oversight on the Kraaipan Bridge that collapsed due to floods.

Kraaipan is a village in the Ratlou local municipality, Ngaka Modiri Molema district municipality.

Amongst other things, the NCOP visited this area as part of the NCOP week in the North West province.

11.1.1 Background of the site According to the municipality, the bridge was constructed in 1985 by the then Bophuthatswana government.

The bridge joins the two sections of the Kraaipan village.
The bridge collapsed on the 16 January 2022 due to floods experienced in the area.

As such, villagers from the other side of the bridge are unable to access important services such as clinics, schools and many other important services.

11.1.2 Observations and findings • The water pipes that passes through the bridge are damaged.

As a result, communities do not have access to water since the collapse of the bridge.
However, the pump house is not able to cater for the whole community • The current state of the bridge poses health and environmental hazardous risks.

• The members wanted to know who actually built the bridge.

• The members wanted to know more about the broken pipes that were supplying water to the community.

• The members wanted to know how the community is being supplied with water since the pipes, which moved the water from the borehole has been broken.
The municipality mentioned that they have raised the matter with the district office to assist the community.

187 • Members inquired if the responsibility of the bridge has ever been delegated to the municipality but the municipality denied it and stated that they have never received any formal communication that the responsibility has been delegated to them.

• The members wanted to know the version from the Department of Public Works, as to who the responsibility of the bridge was delegated to.
• The members wanted to know if the municipality will be able to build the bridge from the equitable share.

• The members wanted to know what plans are in place to assist the community with drinking water since it is their human right.

• The members wanted to know how many residents live in Kraaipan.

12 THE UPGRADING OF ROAD 507/DELAREYVILLE 12.1 Background The Department is currently building phase 2 of this road.

The road starts from N18 at Setlagole to Delareyville.
The road is actually 55 kilometres but only 28 kilometres of the road will be repaired by the Department.

The first part has been completed.

Tau Pele contractor was the company responsible to build the first part or phase 1 of the project.

Road P152/1 (R507) is a regional distributor linking Delareyville and Setlagole, in the NMM District Municipality.
The road starts at the intersection of N18 in Setlagole, proceeds to Delareyville, and ends at the junction with N14 in Delareyville.25 The maintenance of this road commenced on 4 November 2019, and completed over 18 months.

By the end of the project, R85.4 million had been spent.26 The work executed under the contract was the rehabilitation and surfacing of approximately 20 km of the road starting from approximately 4 km from the intersection of Road P152/1 (R507) and National Road N18 in Setlagole.
The work included the construction of 2 km paved access road to Setlhwatlhwe Village in Setlagole, Ratlou Municipality 12.1.1 Project: PWR 89/13 12.1.2 Background of the Site The Objectives of the project is to do patching between Geyrsdorp and Delareyville in the Tswaing Local Municipality.

The project commenced on 1 March 2022.

The total budget for the project is; Phase 1: R 100 Million.

Phase 2: R 150 Million.

The Department of Public Works is the government Department responsible for this project.
There are 105 people employed in the project and the intended completion date is 1 June 2023.
Key challenges experienced during the project includes community unrest and the stoppage due to excessive rains 188 12.1.3 Desired solutions to the challenges • Employment of more contract workers • Employment of extra sub-contractors • Wait for the water to be absorbed into the soil then resume with work 12.1.4 Successes • Phase 1 was successfully completed • R25 Million was spent on community empowerment • The contractor patched an additional 7 km of the road with the excess money 12.1.5 Discussions • The department mentioned that they could not continue with the work on the road because the portion to be worked on is still wet from the rain.
As soon as that portion dries up, they will resume with the project.

• The delegates wanted to know how much phase 1 of the project cost?

The Department responded that R100 million was used to build the road.

However, the delegates felt the figures were not accurate.

The Department reiterated that the project costed R100 million.

• The delegates wanted to know how much it costs to build a road per kilometre.

• The delegates wanted to know if the paving bricks were built from local people?
• Delegates wanted to know how many people were employed in the project.

• The contractor is on site for phase 2 of the project.

However, the work has not commenced due to the site being wet as a result of rainy weather.

It was revealed during the oversight visit that the area is water locked and as a result, is delaying the commencement of the project • The existing material is going to be reprocessed and build the base of the road.

13.
13.

Setlhwatlhwene Bridge 13.1 Purpose and background 189 The purpose of the visit is to do oversight on the Setlhwatlhwe Bridge that is in a bad condition due to floods.

Setlhwatlhwe is a village in the Ratlou local municipality, Ngaka Modiri Molema district municipality.

NCOP is conducting its oversight on the bridge to assess damaged caused by the recent floods in the area.

The project is situated at Setlhwatlhwe village in Tswaing local municpality.

The road starts from the tarred Road P152 (R507).


Part of the road is a bridge which was reconstructed by the Department of Public Works.

The bridge has been constructed to help the community including the teachers and the learners to move across to other areas, when it is raining.

The Department is ready to start with the maintenance immediately and measurements have already been undertaken.
It has been revealed that the main challenge that causes the collapse of the bridge is the heavy flooding and soil erosion.

13.1.1 Project 4: Groot Marico Waste Water Treatment The purpose of the visit was to conduct an oversight over the groot Marico Waste water treatment.

Ngaka Modiri Molema District Municipality (NMMDM) is a Water Service Authority responsible for potable and sanitation services for Groot Marico area and the surroundings.
Groot Marico Wastewater Treatment Works is situated south west of Groot Marico township.

The WWTW services the township of Groot Marico township and surroundings.

The works consist of inlet works, Biological Reactor with two brush aerators, 1 Clarifier, 2 Sludge Lagoons, chlorination station (clorine house and contact tank), and constructed wetland.

The design capacity of the plant is 0,8 Ml/d.


The works was funded by MIG with a total cost of R78 592 833.79. this plant had been operational since 2019, however, due to the differences between the stakeholders (i:e Ngaka Modiri Molema and the surrounding community), the plant had not been operational for 2 years.

More than 1000 households benefit from the surrounding community and 4 people are employed in the project.
13.1.2 Briefing by the Ngaka Modiri Molema District Mayor The project was established as a result of a need for high waste treatment in the area.

The municipality was utilising septic tanks prior to the establishment of this plant.

The plant was commissioned through MIG projects with COGTA and had a budget of R 78 Million.

The plant is connected to approximately 1000 households.

The plant is able to take 0.8 mega litres per day.


The oversight visit established that the plant is supposed to have 0 liquid discharge.

This means the inflow is supposed to go from this 190 plant to the next plant, and not lose water to the stream.

However, the oversight visit established that the flow is running from the plant to the river and to the canal.
The contractor was required to operate and maintain the plant, however, the contractor is currently not on site due to a dispute with the community.

The oversight visit has revealed that the contractor has been chased out of site 2, on two occasions by community members.

It has been reported that the community is of the view that they should be operating the plant as the contractor trained people to operate the sewage.
The Ngaka Modiri Molema District Municipality then stopped the 4 people from working at the plant and the district then brought the contractor to operate the plant.

As a result, the plant is left unattended and there is no maintenance at the moment.

Moreover, 1 drum is out of service and was supposed to be fixed, however, that has not happened because of the misunderstanding between the community and the municipality.

There have been investigations done in various plants in Groot Marico and Zeerust.
This plant has not been compliant for a long time.

The Department has issued directives to the municipality on which issues to address and the municipality has not been able to address such issues.

The Department has indicated that there is an intention to take the municipality to court due to their failure to comply.

Moreover, the Department has highlighted that 5 plants in the districts are not compliant.
The delegation expressed its disappointment at the state of the waste water treatment as it has a dire impact on the community as well as on agriculture.

13.1.3 Key challenges: • There are two (2) grit channels at the works and during site inspection both were in use.

There are two (2) brush aerators at the reactor.

• One brush aerator was not working and one was working, as a result the flow was not working due to electrical and operational problems.
• There is poor operation and maintenance of the pond, for example, there are two (2) sludge lagoons full to capacity, however, the other sludge lagoon is overflowing to the environment causing the pollution.

The two booster pumps at the chlorination room are not working • Groot Marico WWTW is not registered on the IRIS system of the Department.

• Plant classification still needs to be done by the municipality.
• No trained and classified process controllers assigned to the works from the municipalities • Security deployees at the plant are assisting with the removal of screenings at the inlet 191 works.

13.1.4 Desired solutions: It is recommended that the NMMDM: a) Initiate the process again of Water use Licence Application (WULA) to enable the Municipality to operate legally in terms of the National Water Act (Act 36 of 1998).
Institutional Establishment Directorate of DWS to assist the municipality to reapply for the WULA.

b) Initiate the process to register the Groot Marico WWTW and process controllers with the Department.

c) Put measures in place to ensure that maintenance and overall housekeeping at the Groot Marico WWTWs is in accordance with acceptable standards of the wastewater treatment works.

d) Chlorination must be restored to prevent pollution into the Marico River.
e) Appoint properly qualified trained operators to operate and maintain the plant and ensure that the Process Controllers (operational personnel’s) are registered in terms of DWS regulation 2834 as this is a legal requirement in terms of the Water Services Act.

Develop and implement a programme of action to ensure compliance with Regulations with regard to the classification of process controllers and maintenance staff.
f) NMMDM proceed with addressing the Community's issues as promised to give the O&M Contractor a safe working environment.

g) Monitor the quality of final water quality being discharged from the plant and upload the results on the IRIS system, as it was noted that no water quality monitoring is being done at the works.

13.1.5 Observations and findings • Sign board at the entrance was not in place showing the name of the WWTWs.

• Two security guards were present at the works.


192 • No classification certificate for the WWTW • No copy of relevant authorisation at the WWTW.

• There were no Process Controllers at the plant • There is no operational logbook in place • There are no onsite tests done at the plant • There is no monitoring of the final effluent being undertaken at the plant 13.1.6 Presentation by the NWDC The NWDC presented an overview of the North West Province Mining and opportunities.
The Presentation highlighted that mining has been identified as one of the key sectors in the North West province.

In the province, mining as a sector has been growing steadily since 1996 compared to other sectors.

Mining contributed almost 30% to the economy of the North West.

According to the NWDC there are 397 active mines in the North West with 288 having been issued with mining rights.

The North West Province is responsible for 40% of the world’s platinum.
Mining has the potential to positively impact on the establishment of infrastructure such as roads, services, commercial enterprises which will in turn provide increased economic opportunities to the communities in the province.

The presentation further revealed that the mining industry has created about 124 000 jobs in the province.

Studies show that there is some level of transformation in the mining industry in the country, where a number of previously disadvantaged people is at 39% of ownership.
The NWDC has highlighted that there is a move to keep some of the opportunities such as cutting in the province instead of exporting all of the mining minerals and create a vibrant economy in the province.

14.

Presentation on Bojanala special economic Zone (SEZ): NWDC The main strategic focus of the SEZ is to transform the rural region which is predominantly in mining to an industrial center over time.

This will ensure that both foreign and domestic investment is realized for this project.
The SEZ will serve as a key catalytic initiative to industrialize the region using mining and related opportunities as anchor projects.

The SEZ will assist in the area of mineral beneficiation, investment attraction, new technology development and transfer to name the least.
The SEZ project intends to explore other mining opportunities such as smelting services, refining services, mineral processing, mining equipment manufacturing, contract mining services, geological services, equipment supply, and recover chemicals from the waste products.

193 The rationale for intervening or basing the project in Bojanala has been attributed to the fact that 44% of the population of the North West is in Bojanala.
Which means intervening there will get more people there than anywhere else in the province.

Bojanala is also seen to be closer to markets in Gauteng and Thabazimbi and regional cargo routes 15.

Presentation by: Department of Mineral Resources and Energy The Department presented on the investment in the Renewable Energy.

The presentation highlighted that in August 2011, the Department of Minerals Resources and Energy launched a tendering scheme called REI4P.
The aim of the project was to add additional power to the current grid.

The focus was on large scale projects to become independent power producers (IPP).

The project initially aimed to procure 3725 MW of renewable power generation capacity by 2016, however the target was exceeded by 3200 MW and a further extension by 3600 MW.

There are currently 5 projects which are implemented in the North West province.

15.1.
15.1.

Presentation on Investment in mining by Department of Mineral Resources and Energy The presentation on investment in mining highlighted that since the inception of the Mineral and Petroleum Resources Development Act, 727 mining rights were received and 6222 for prospecting rights were received from all the districts in the North West Province.
The Department reported that the Bojanala district was issued 117 mining rights, with Dr KK, Dr Ruth Segomotsi Mompati and Ngaka Modiri Molema receiving 31, 34, and 37 respectively.

In total the mining rights issued is 219.

Around 70% of the new businesses fail in less than 2 years, due to the projects not being monitored by the holders.

Factors contributing to the failure has been highlighted as turn-over at times not making sense, high cost of electricity and lack of mentoring.
15.1.1 Deliberations by Delegates Delegates expressed their disappointed at the presentation of NWDC.

The delegation argued that the information presented lacked strategies to deal with economic growth and the creation of jobs in the province.

Furthermore, it was observed that the presentations did not indicate how mines will benefit the local residents of North West.

Delegates further expressed that the presentations did not reveal who the shareholders in the mines were.
Delegates enquired, of the many mines in Bojanala as to whether they are employing people from North West.

Another concern was that many small businesses have closed because of a lack of electricity.

The concern was how NWDC will assist businesses when there is no electricity.

Other concerns and issues which were raised by the delegates were: 194 • How many jewellery shops are owned by people from North West as an indication that residents are benefiting from the mines in the province.
• How many people in North West have mining rights?

• Mines should provide skills transfer to miners who work in these mines • Members indicated that the reports presented contained a lot of plans to be achieved in the future rather than progress which has been achieved so far in the province • Delegates reflected that the in 35 years, the mining sector in the province will no longer be a pillar of the economy.

This is because most of the mine shafts are closed down.
How will this reality be presented and other sources of economic growth be generated?

• Delegates further mentioned that it was not acceptable for the MEC of the Department to be absent from the NCOP meeting.

They also enquired on whether NWDC is still getting tax money from the government.

Why did the NWDC buy a hotel in Dr Ruth which has now collapsed?

• Delegates probed on the lifespan of the mines in North West.
It was observed that most of the mines are taken over by zama zama groups and what will the done to prevent this reality?

They further probed on how will the initiatives which have been presented by NWDC be funded?

Delegates further enquired as to the status of the Vaal agriculture project of R2.6 million and what progress has been made on it.

• Delegates further enquired as to what the nature of the 124 jobs in the mining industry were?

How much does the mining sector contribute to the GDP?
How many people who work in the mines have shares in the mines?

The presentations do not indicate the numbers of beneficiaries in the mines • Delegates questioned the NWDC on how many women are benefiting from the mining projects.

Is there a strategy to prevent the collapse of SEZ?

It was further asked where the mines in Mogwase are and are they still functioning?

How many SMMEs are functioning and if the productions are contributing to the economy of North West.
It was additionally asked if 70% of SMMEs fail in two years, what interventions will be put in place to prevent this from happening?

• Delegates expressed their concern on the lack of dates of when the idea to make Bojanala the economic hub of the province was conceived.

It was asked who owns the IPPs in the province.

Another concern which was raised was that the process to implement giving people mining rights is very slow.
How long does it take to complete the process of obtaining mining rights and how many people are the beneficiaries in the province?

• Delegates wanted to know if the community development projects are linked to the IDPs of municipalities.

Are the mining companies sticking to proper labour practices and are they working in harmony with municipalities?

15.2.
15.2.

ZEERUST SOLAR PLANT 195 a) Purpose In line with the purpose of the provincial week, NCOP and North West Provincial Legislature members conducted an oversight visit to Zeerust Solar plant in Zeerust, Ramotshere Moiloa Local Municipality.

The purpose was to see how the plant is managed, operated and to engage with the team on site.

The plant was established in 2019 and started its first operations in 2021.

Meaning, it started billing Eskom in 2021 for the electricity supplied.
The plant currently has 22 community members employed and it produces about 75 MW into the grind.

In addition, 100% of the electricity that is produced is fed into the grind.
The plant is busy with its research on how to assist communities within the radius of 50 km, and they are targeting the following areas: • • • • • Education (ECD and scholarship) Health Social ills Development of ECDs SMMEs Between the 2021 and 2022 financial year, the plant has awarded scholarships to five learners from the community.

Furthermore, they are in the process of establishing a community trust account.
They are providing learnership opportunities to unemployed youth in conjunction with SETA and the municipality, to improve job creation and employment opportunities.

Members were taken on a walk about into the plant.

16.

RECOMMENDATIONS 16.1 Kraaipan collapsed bridge • The Department should conduct a full assessment of the Bridge, including a cost analysis to rebuild the bridge, within a month of the oversight visit.
The assessment report should be sent to members of the NCOP so that funds could be sourced to assist the Department to rebuild the bridge since they have the technical skills to execute the 196 task.

16.2 Road Infrastructure • The members recommended that the roads which have been built recently and are already showing potholes should be attended to with maintenance services immediately to avoid further damage.
• Department to provide Parliament with the schedule of all the projects that are currently underway listing the name of the contractor, the budget and the contact person within a month of this visit as well as the impact of those projects in relation to empowerment to local contractors as well as employment.
• The Department should maintain the nearby roads to try to eradicate potholes immediately • The contractor should ensure that the material is sourced around the province unless the material is not available in the province.

16.3 Setlhwatlhwene Bridge • The Department must fix and conduct the necessary maintenance to the Bridge on an urgent basis, before it collapses.
16.4 Marico Waste Water Treatment • A stakeholder meeting between the community and the district municipality should be convened to address all outstanding matters.

• The District Municipality should ensure that the Groot Marico waste water treatment is functional.

• The district municipality should ensure that community members are incorporated in the operations of the treatment plant.

197 198 9.
197 198 9.

WESTERN CAPE PROVINCE 9.1 Provincial Overview 9.1.1 Geography The Western Cape Province is situated on the southwestern coast of the country.

It is the fourth largest of the nine provinces with an area of 129 462 km², which constitutes 10.6% of South Africa’s land area.

It is the third most populous.

It is bordered on the north by the Northern Cape and on the east by the Eastern Cape.

The Western Cape is the southernmost region of the African continent.
The Capital of the Western Cape is Cape Town.

9.1.2 Demography The Western Cape has a population of 7 114 million people, which constitutes 11.8% of the overall population of South Africa.

The dominant age group is 30-34, representing 9.5% of the total provincial population.

The majority of the population are females 50.6% which is slightly higher than males representing 49.4%.
9.1.3 Governance The Western Cape is divided into 30 municipalities, which includes: • One Metro (City of Cape Town Metropole) • Five District Municipalities (Cape Winelands, Central Karoo, Garden Route, Overberg and West Coast) • Twenty-four local Municipalities 9.1.4 Economic profile Western Cape contributes 13.6% to SA’s Gross Domestic Product (GDP).
The main contributors to the regional GDP are tertiary industries contributing 64.9%, followed by the secondary industries at 20.8% and the primary industries at 3.3%.

The main industries supporting the Western Cape economy are finance, real estate and business services, trade, catering and accommodation; and manufacturing.

By the end of the 3rd quarter of the 2020/21 financial year, the official unemployment rate in Western Cape was 26.3%, whilst the extended unemployment rate was 30.3%.
The year on year official unemployment rate in Western Cape increased by 4.7.

199 9.1.5 Social service delivery 26% of individuals in Western Cape benefited from social grants in 2020.

44.9% of households from the Province received at least one type of social grant.

This includes the Covid-19 Social Relief of Distress (SRD) grant of R350 per person per month to mitigate the impact of the pandemic, which was rolled out in 2020.
The majority (81.9%) of households live in formal dwellings, whilst 17.6% live in informal dwellings.

98.5% of households have access to tap water inside their dwellings, off-site or on-site.

In terms of functionality of water services supplied by the municipality, more than 5.2% of households who received water from the municipality reported interruptions to their water supply in 2020.

The majority of households in the Western Cape (93.9%) have access to improved sanitation.
Of this percentage, 93% of households have access to flush toilets, whilst 0.8% make use of pit latrines/toilets with ventilation pipes; 5.3% of households use other types of toilets; whilst 0.6% do not have access to any sanitation facilities.
In terms of access to health, more than half of households (55.1%) indicate that they would first visit public clinics, hospitals or other public institutions when household members fall ill or have an accident, whilst less than half (43.7%) would first visit a private doctor, clinic or hospital.

Less than 0.1% of households indicate that they would first consult a traditional healer.
0.4% of the population have no formal education, whilst 80.1% has some primary education, completed primary education, lower secondary education, upper secondary education or Grade 12.

A further 19.5% of the population have post-school qualifications.

In 2020, the majority (89.2%) of households in the Western Cape had their refuse removed at least once a week.
The majority of households who had their refuse removed are located in urban areas, whilst only 44.2% of households in rural areas received this service on a weekly basis.

Accordingly, a third (33.3%) of households in rural Western Cape made use of their own refuse dumps to discard waste.

9.1.6 Integrated Housing Infrastructure South Africa has a backlog of more than 2 million houses, at an average of six people per family, which leaves about 12 million people in dire need of housing.
Some households currently live in substandard dwellings in the established townships, but many are in 2 700 informal settlements across the country.

This despite Government having delivered more than 3 million fully subsidised housing units since the democratic dispensation.

The challenge to deliver is due to several factors, namely, infrastructure constraints, delays in township establishment processes, and a limited availability of affordable and well-located land.
Despite these challenges, there are also positive developments by the three spheres of 200 government towards a more integrated or inclusionary approach to delivery, as well as innovative tenure options.

National, Provincial and Local government have worked together to produce an on-going response to the issue of housing, and in doing so have initiated a movement from housing to sustainable human settlements.

10.
10.

Briefing by the Provincial Minister Human Settlements, Mr T Simmers The vision of the provincial Department of Human Settlements (the Department) is based on the acceleration of housing opportunities, with the intention to rapidly release land together with serviced sites.

The Department further seeks to prioritise affordable housing based on an integration approach to human settlements by implementing innovative solutions in order to achieve economic growth and job creation.
The Department has opted to adopt the hybrid model.

This model ensures that grants are transferred to municipalities that are delivering or has the capacity to deliver.

Municipalities that do not have the capacity to deliver are allocated a smaller Grant allocation to ensure that the Grant funding can be spent in full by the financial year-end.
In certain instances, the Provincial Department of Human Settlements acts as the developer in agreement with municipalities who are not capable of delivering on their targets.

The Department received additional funding in 2017/18 and 2019/20.

The Department was able to absorb unspent funding from other provinces to accelerate projects in 2021/22 and the Grant was split with the creation of the Informal Settlement Upgrade Partnership Grant (ISUPG).
The Department has been promoting the take-up of Finance Linked Individual Subsidy Programme (FLISP) subsidies for first-time homeowners, including constructing units in integrated projects for sale to FLISP beneficiaries.

The Department has reached an agreement with the National Housing Financing Corporation (NHFC) with respect to funding.

The agreement seeks to increase provision of finance across the affordable housing value chain and to leverage support from the private sector.
As of 1 April 2022, persons who in the past could not qualify for a FLISP subsidy due to not qualifying for a home loan or mortgage will now be able to utilise alternative finance sources to acquire a housing opportunity.

The FLISP programme has been performing significantly due to: • Funding received from the National Government; • Mortgage expedition; • Unsecured levies; • Banking forums that provided unsecured lending e.g.
CAPITEC and private developers; and • Data driven information for specified projects.

201 10.1.1.

Policy shifts The Department of Human Settlements has been utilising its own funds for the installations of toilets in the Western Cape.

10.1.2.

Housing Demand Database All metro and non-metro municipal Housing Demand Databases are linked to ascertain the municipal need per region.
The Department has streamlined the database to ensure that up- to-date and current beneficiary details are contained in the database.

This allows the Department to keep track of who has received a housing opportunity and who is yet to receive an opportunity in terms of age, disability and typology.

10.1.3.

Municipal support The Department signed an agreement with the district municipalities to provide support to them.

Engagements with municipalities have been arranged.
A total of 16 municipal engagements will be held with various municipalities to discuss challenges and policies that will be implemented.

These sessions exclude Ministerial outreach programmes.

10.1.4.

Illegal sale of Breaking New Ground (BNG) units Concern was raised regarding the illegal sale of BNG units.

Houses are sold by beneficiaries who have not yet received a title deed.

Minister Simmers indicated that numerous complaints have been received regarding the sale of newly allocated BNG units.
The Department noted the concerns and indicated that a legal opinion will be sourced to enforce Section 10(a) of the Housing Amendment Act (Act No.4 of 2001) that prohibits beneficiaries from selling their houses prior to a minimum of eight years.

Should the unit become available for sale during the eight-year period, the state has first priority to purchase it.

10.1.5.

Title deed backlog The Department indicated that the reported backlog in title deeds was an incorrect reflection of the actual target.
It indicated that significant strides have been made to allocate beneficiaries with title deeds as soon as they are granted a house.

The objective of the Department is to minimise the backlogged title deeds within the next two years.

10.1.6.

Informal Settlement Support Plan The Department is in the process of approving 50 upgrade plans for human settlements projects that have been earmarked for 800 informal settlements across the province.
Concern was raised regarding the rising number of informal settlements and the increasing prevalence of shack farming.4 Strategies are being formalised to regulate this matter as it affects the 202 revenue streams of rural municipalities.

10.1.7.

Destiny’s Farm No housing projects have been implemented on Destiny’s Farm for a period of 11 years.

Factors such as a shortage of funding, lack of bulk infrastructure and procurement issues were given as reasons for the lack of progress.
The Department was requested to assist the Theewaterskloof Municipality in this regard.

10.1.8.

Military Veterans Not all municipalities meet the targets for the provision of housing for Military Veterans.

Only a few municipalities implement housing for Military Veterans in their business plans.

Concern was raised regarding who qualifies to be deemed a Military Veteran in terms of the Act for Military Veterans and which Veterans qualify for a housing opportunity as intended by the Act or Policy.
For municipalities to make provision of housing opportunities for Military Veterans, it requires the Department of Military Veterans to have a reliable database of Military Veterans who qualify for a housing opportunity, to ensure that municipalities are able to plan and budget for housing opportunities for Military Veterans.

A question was raised regarding the extension of the Military Veterans programme across all municipalities.
The response was that if municipalities do not include stock for Military Veterans in their business plans, it becomes challenging to make provision for Military Veterans.

10.1.9.

Audit outcomes The Department of Human Settlements received two unqualified audit outcomes with findings in the 2016/17 and 2020/21 financial years, however the findings were not of a material nature.

Clean audit opinions5 were received for the financial years of 2017/18, 2018/19 and 2019/20.
All funding received in the 2021 financial year was spent by the Department.

The Emergency 4 Shack-farming has been explained as a practice undertaken by so-called Landlords in informal settlements that construct and lease informal housing structures on vacant land, illegally occupied land and land that is not suited for human settlement such as water-logged land, fire breaks and next to rail lines.

5 An unqualified audit opinion with no findings is referred to as a clean audit opinion.
Housing Funding was not spent due to COVID-19 restrictions.

The Department is now striving to retain clean audits in the coming financial years.

203 10.1.10 Successes • The launch of the Informal Settlements Support Plan and the Western Cape Government Application (to date 10 500 people have downloaded the APP).

It is critical that the provincial Department of Human Settlements set a target or targets for measuring the number of people with housing needs that register and make use of the App.
The Department should also measure the response time to queries in line with the intended purpose of the APP.

Setting measurable targets will allow the Department to measure the success of the APP and justify the cost of developing and operating the APP.

• The Department has reached an agreement with the National Housing Finance Corporation (NHFC) in respect of funding.
The agreement seeks to increase provision of finance across the affordable housing value chain and to leverage support from the private sector.

• The Department has provided 275 Military Veteran specification houses over the last five years.

It is critical to determine the magnitude of Military Veteran housing needs in the Province for the Department to measure its performance and success in delivering housing opportunities for Military Veterans.
• In-situ upgrading of informal housing structures by upgrading and constructing Alternative Building Technologies (ABT) structures that allow formal roads to be developed for ease of access for service delivery.

• Bosasa IDA developed to accommodate fire victims from BM Section & Mfuleni (i.e.

Burundi flood prone area) and high-risk settlements from Khayelitsha in terms of the Emergency Housing Programme.
Beneficiaries were provided with a 26 m² emergency housing structure (Top structure unit cost: ±R54 000), which consists of a prefabricated light gauge steel structure with corrugated cladding.

Each structure is fitted with an internal toilet and wash basin & electricity.
• The Department is promoting matters of sustainability with regard to Housing projects in the Province by implementing energy efficiency technologies such as centralised water heating and in the design6 of the houses, where funding allows for its inclusion.
6 Sustainability in building design is accomplished through compliance with South African National Standards that allow for the application of Regulation XA, or the minimum requirements of the South African National Building Regulations on energy efficiency and environmental sustainability in building design.
• The Department has implemented their mandate to deliver sustainable human settlements in an innovative way that unlocks housing opportunities by implementing various housing models to address the housing shortage in the Province.

204 10.1.11 Challenges • Lack of bulk infrastructure.

• Delays in initiating procurement at municipal level, and delays in the process – lead to late start on project and the lack of technical capacity at municipalities in both planning and implementing projects.
• Poor contractor performance.

• Protests, vandalism, theft and land invasions.

• “Construction cartels” disguised as business forums.

• Selling of state-owned houses is a challenge particularly when these homes are sold without the registration of title deeds in the name of homeowner.

11.
11.

SITE VISIT: CONRADIE “BETTER LIVING MODEL PROJECT” 11.1 Background of the site In partnership with the City and the Private Sector, develop and implement a “Better Living Model” exemplar on well-located urban state land that will support positive social, economic and spatial integration that may be replicated into the future.

The 22-hectare former Conradie Hospital site was identified as a suitable location for the pilot or ‘exemplar’ for the Better Living Model (“BLMEP”).
The BLMEP will create affordable, integrated housing opportunities close to the Cape Town CBD and transform the site into an integrated place where people can live, work, play and learn.

The BLMEP is aimed at a mix of income groups, ownership and tenure options that attracts a diverse cultural blend of people who choose to live within an affordable and secure environment integrated with work, play and learn opportunities.
The target market includes Grant funded housing and Open Market housing, including the gap market.

Planning started in 2017 and construction commenced in 2019.

The total budget for the project amounts to R3 billion.

Funding has been secured from the Department of Transport and Public Works (DTPW) for enablement & contract management and the Department of Human Settlements (DHS) for implementation – Human Settlements Development Grant & own reserves.
DHS funds required beyond the current MTEF have been successfully secured in terms of a PFMA Section 66 application signed by the MEC of Finance (15 March 2018).

205 The City of Cape Town (CoCT) has allocated R221 million in Urban Settlements Development Grant (USDG) funding to the project for bulk services and R55 million for electrical services over a 6-year period starting in the 2018/19 financial year.
The DHS and the CoCT have signed-off against the Memorandum of Agreement governing the use of the allocated USDG funds.

The Government Spheres funding the project are: The Department of Transport and Public Works (DTPW), Department of Human Settlements (DHS) and City of Cape Town.

The aim of the project is to deliver a minimum of 3 500 residential units.
Ensure at least 49% (1 715 units) are Grant Funded Housing comprising of Social Housing and FLISP units; Construct at least 750 residential units (49% social housing and 51% open market) in the first phase of the project.

At the end of December 2021, 623 work opportunities were created.

The project is intended to be completed by July 2026.

11.1.1 Key challenges: • Tax issues on transfer of completed units.

• The method agreed in the LADA has raised issues in terms of VAT versus transfer duties.
• Concor is exploring possible solutions.

• Long term effects of COVID -19 • The lockdown delayed the completion of the civil works and the commencement of the construction of the first social housing buildings.

• It has also resulted in a major slowdown in open market residential sales.

11.1.2 Observations and findings • This Conradie Better Living Model mixed income, mixed-use project, comprises affordable subsidy rental and mortgage housing units.
It makes provision for 530 Financed Linked Individual Subsidy Programme (FLISP) funded units.

A subsidy for first time homeowners that is administered by the Western Cape Department of Human Settlements, working with the banking sector.

This project contains South Africa’s first vertical FLISP development.

• Workmanship and the quality of the materials and fittings that were utilised and installed 206 in the units are commendable.
11.1.3 Successes • This project contains South Africa’s first vertical FLISP development.

12.

NEW WOODLANDS HOUSING PROJECT 12.1 Background of the site The Project has two phases of which Phase 1 is currently under construction and was the location of the site visit.

Farm 694 is the first phase of this larger Kosovo Informal Settlement Upgrading Project and involves the construction of internal and bulk engineering services as well as 434 BNG (Breaking New Ground) housing opportunities for beneficiaries.
Farm 694 project is situated in the New Woodlands area within the greater Mitchells Plain suburb.

12.1.1 Project Objectives: • To upgrade the Kosovo Informal Settlement as a flagship development of the Department of Human Settlements Development Programme.

• To ensure the construction of internal and bulk engineering services, and the development of 434 housing opportunities for beneficiaries who qualify for assistance under the National Housing Subsidy.
• The commencement date with Power Smart Joint Venture was 19 August 2019.

The site was handed over to the contractor on 16 September 2019 to commence with construction.

• The project approval value is R332.6 million or to be exact R332 608 389.85.

The total expenditure to date is R336 235 869.05 (including VAT).

An application is currently being made to the City of Cape Town (CoCT) for additional Urban Settlement Development Grant Funding for bulk works.
• The Western Cape Department of Human Settlements is responsible for the provision of integrated, sustainable housing in accordance with national and provincial policy.

Funding is sourced from the Urban Settlement Development Grant and Human Settlement Development Grant.

• The Project will ensure the development of 434 housing opportunities for beneficiaries sourced from the New Woodlands backyarders and Kosovo Informal Settlement areas.
The housing units have been divided equally and thus 217 units 207 will be allocated to beneficiaries from the New Woodlands backyarders and Kosovo Informal Settlement area, respectively.

• Currently there are 35 job opportunities on the site.

The number changes on a weekly/monthly basis depending on the amount of work available for subcontractors.

• The current anticipated Project completion date as per the last approved projects programme is 15 June 2022.
The professional team is currently assessing a revised project programme, with a revised completion date.

Handovers are programmed to commence from the month of May 2022.

12.1.2 Key challenges: • Bulks sewer works is a major challenge.

The Mitchells Plain water treatment plant’s current treatment capacity is insufficient to cater for the system under construction.

This will have an impact on future development in the area.

• The cost of extra works carried out and project delays faced.
• Insufficient number of beneficiaries signing up.

• The lack of expeditious assistance with water and electricity meter applications and installations may pose a risk to the timeous handover of houses.
12.1.3 Desired solutions to the challenges: • Following multiple engagements with the project technical team, the Department, Plant Management and CoCT Sanitation Planning have agreed to assist with the replacement of grit screens in the hopes that it will reduce surcharge sufficiently for the contractor to complete the lining works items.

• Weekly monitoring meetings are held to ensure that work is sustained, and issues resolved.
• Public meetings are being held with both communities to encourage sign-ups.

• Constant engagements with the Project Steering Committee and local leadership structures for assistance.

• A beneficiary administration office was opened on-site to assist with beneficiary queries and sign ups.

• Engagements with the CoCT have already taken place to assist with the process of water and electrical meter applications.
• An Oversight Committee chaired by the CoCT was established to ensure that the allocation of beneficiaries is in line with the housing database policies and to resolve beneficiary challenges.

208 12.1.4 Observations and findings: • The housing units that were inspected does not have water heating systems (geyser) and there is no roof insulation on the first floor of the two-storey walk-ups.
• No provision is made for gutters on the roofs of the housing units; however, each unit is surrounded by a sloping concrete apron, which would allow for the run- off storm water into the drain - water system.

This is aided by drains and manholes surrounding the units as well.

• It was further observed that no provision was made for the installation of washing lines, parking spaces or gardens/backyards for children to play safely.
12.1.5 Successes • All sites were installed and serviced during the 2019/2020 financial year.

Electrical and internal service is 95% complete (practically complete).

• Bulk water is 95% complete (practically complete) and bulk sewer is at 76% completion.

• Construction is at 55% completion with foundations 100% complete (434), floor slabs 99% complete (432), 80% of the decks completed (349) and 68% of the walls completed (297).
• A Project Steering Committee, Oversight Committee and an on-site administration office for beneficiaries has been established.

13.

SITE IN ROCKLANDS, MITCHELLS PLAIN: A POTENTIAL HOUSING DEVELOPMENT PROJECT - Erf 11473 Mitchells Plain 13.1 Background of the site The Housing Development Agency (HDA) is a national public sector development agency that acquires, prepares and develops land as well as project manages the development of housing and human settlements.
The HDA does this in partnership with a range of stakeholders including national, provincial and local government and municipalities, as well as with communities, developers, financiers and other affected parties.
The land was up for auction by the City of Cape Town for R7.5 million, however the City of Cape Town offered it to the HDA for a fraction of the cost (10% of market value, which equates to R750 000) in support of developing it as human settlement for the inhabitants of Mitchells Plain that are in need of housing opportunities.

The HDA paid the City of Cape Town approximately R900 000 with the aim of developing Social Housing.
209 The City of Cape Town has been identified as a partner in this proposed Housing development and has an approved housing design concept that may be applied in this project.

The HDA also intend to secure an agreement with the Social Housing Regulatory Authority (SHRA) regarding the management and maintenance of the proposed Social Housing Development.
The HDA is targeting high-density Social housing structures with approximately 200 units aimed at beneficiaries earning a minimum of R3 500 a month and beneficiaries that qualify for the Finance Linked Individual Subsidy Programme (FLISP) subsidy.

Following a mixed unit approach, the housing structures will be between two and four storeys (a four-storey unit is the maximum).
However, the project in still in its infancy stages and the HDA still has to undertake a feasibility study that will determine the type of housing that will be on offer, the number of housing units and determine which beneficiaries seeking housing opportunities can be accommodated by this development.

Once the feasibility study has been concluded, the HDA with the City of Cape Town will undertake a public participation process to promote the development and elicit feedback from the Rocklands community.
Given the prevailing pattern of backyard dwellers in the Mitchells Plain area, the aim of this project is to address the need for social housing through the provision of affordable high- density housing opportunities for people who earn a minimum of R3500 and for those that fall within the gap7-housing market.

It is also the vision of the City of Cape Town for this project to have a commercial element given the strategic location of the site.

The project is still in its infancy/feasibility phase.
The implementation phase is expected to commence in the new financial year once the feasibility study, which outlines factors such as the stakeholders, beneficiaries and housing typologies, have been finalised.

7 The gap housing market refers to households or individuals that do not qualify for BNG housing due to them earning an income of above the Social Grant threshold but also do not qualify for mortgage loans through the traditional banking institutions.

The full cost of the project is not yet known.


Costs related to purchasing site: The HDA acquired the site for R900 000 (excludes transfer and registration fees): 210 • HDA purchased the entire property (market value R7.5 million) from the City of Cape Town at 10% of its current market value, R750 000.00.

Additionally, HDA paid the City of Cape Town an amount equivalent to the commission of 2% of the full market value, i.e.
R150 000.00 to compensate the City for losses incurred as a result of the auction commission mandate between the City and the Auctioneers.

The City of Cape Town is a partner to the proposed development.

Potential partners are the National Department of Human Settlements and the Provincial Department of Human Settlements.

The project has 200 housing opportunities.

13.1.1 Observations and findings The HDA acquired vacant municipal land of 1.3 hectares in Rocklands, Mitchells Plain.
13.1.2 Successes • An initial success is acquiring the land for a small percentage of the auction cost of R7.5 million, which should contribute to the affordability of the proposed development for the HDA.

Furthermore, the acquired land is larger than the sites in Claremont and Newlands that were initially considered by the HDA for development, which means that more people can benefit from this housing project.
• Another success for the HDA is securing the City of Cape Town as a partner in the project, which reduces red tape regarding zoning requirements and may be beneficial with regard to bulk infrastructure planning that supports the development of human settlements.

14.

ANCHORAGE SOCIAL HOUSING IN BELLVILLE.


14.1 Background of the site The objective of the project is to implement a Housing ladder model to allow people to move between different types of tenure in the same estate as their needs and lifestyle changes through a mixed-income and mixed-tenure residential development of 11228 units that is 211 comprised of: • 512 Social Housing Units; • 253 Rental Units; and • 357 Open Market Units.
The Social Housing Rental project was approved on the 18 May 2018, comprised of two phases: • Construction of Phase 1 started in October 2018; and • Construction of Phase 2 started in July 2020.

The Total budget for the Social Housing Rental project is R187.19 million (or to be exact R187 189 648).
Government Spheres funding the project: • National Department of Human Settlements; • Provincial Department of Human Settlements; • City of Cape Town; • DEVMARK (private); and • Urban Status Rentals NPC (social housing institute).

The number of people benefiting or intended to benefit from the project: • 155 Primary beneficiaries; and • 357 Secondary beneficiaries.

Intended completion date of the Social Housing Rental project: • Phase 1 completed in November 2018; and • Phase 2 completed in May 2021.
14.1.1 Key challenges: • A major challenge was that the City of Cape Town database was not accurate, particularly with regard to older beneficiaries as they were not easily contactable due to the contact numbers not existing anymore and some of the contact numbers had missing digits.

8 Updated figures as provided by the Project Manager.
14.1.2 Desired solutions to the challenges: 212 • The tenants were mainly attracted through the management’s marketing and social media campaigns, which has proven to be very effective in both attracting potential tenants and in terms of lower cost when compared to print media.

14.1.3 Observations and findings • The Anchorage project comprises 1 100 housing units that are for rental and purchase.

The focus of the project site visit was the Social Housing Rental units.
• The Social Housing Rental units are comprised of 512 units managed by Devmark Property Management Group (DPM).

While, approximately 230 units were sold to the International Housing Solutions (IHS) for market-determined rentals and the 357 open market units that allow for Finance Linked Individual Subsidy Programme (FLISP) subsidy.

• The 512 units were all completed by May 2021 and all the units were fully occupied by July 2021.
The management did however indicate that there is a turnover of tenants (between 6-10 tenants per month), but as soon as tenants leave, other tenants take up occupation.

• The Social Housing Rental units are comprised of two-bedroom and one-bedroom units housed in four-storey walk-ups in five buildings.

Important to note is that there are no bachelor units.
• Both the one-bedroom and two-bedroom rentals come with the following amenities: prepaid water and electricity, a bathtub with overhead shower, built-in bedroom cupboards, kitchen cupboards and a stove.

• The one-bedroom rentals are limited to two adults and a child under the age of twelve and the two-bedroom rentals are limited to four adults and one child or two adults and three children.

This is to prevent over-crowding.


• The Social Housing Rental units are housed in buildings that have the unique feature of a centralised heating system, and therefore do not use geysers, which allows for significant savings on electricity costs.

Fibre is available for tenants on a prepaid basis through Vodacom.

This Housing project was the first to benefit from Vodacom’s fibre launch whereby they provided first-time tenants with 100 Gigs at no costs.
• The Social Housing Rental complex has a dedicated parking bay for the two-bedroom rentals and an enclosed area for residents to hang their laundry.

• Rental costs is calculated as a percentage that range between 28 and 33.33 per cent of the combined household income.

The income band is from R1 500 to R15 000 per month, which is due for an update.

213 • One-bedroom and two-bedroom unit rental costs on average between R800 to R4 000.
• The rental costs exclude, water and electricity costs, which are prepaid and levies such as the cleaning levy of R23.00.

• Rental deposits amount to 1.5 of the total monthly rental costs of the rental unit, which equates to a month and a half rental costs.

The deposits are held in an interest bearing account.
• The Social Housing Rental complex is secured by electrical fencing, a 24 hour staffed security with CCTV, a boom gate system and biometric finger scanning, ensuring the safety of people within the Social Housing complex.

• Security at the Social Housing Rental complex is boosted on public holidays and long weekends to minimise any raucous behaviours and unauthorised entry by non- residents.
• The Social Housing Rental complex has a clubhouse that serve as a communal area for the residents of the complex, a playground for the children living in the complex and two mini-courts that can be used for multiple sports such as soccer, basketball, netball etc.

• There are plans to build a communal braai area, currently there are individual demarcated areas for braai purposes.
• The management of the Social Housing Rental units also play a role in the provision of social services and to this end, are looking at providing the more than 300 resident children with an after-school programme, which has been approved by the by the Board.

The programme is aimed at keeping the children occupied and appropriately stimulated as many of the residents’ children are left at home alone while parents go out to work.
• The management of the Social Housing Rental units on average collects 99 to 100 per cent of the rental due and over the course of more than two years, the management has only had to write off R2 700 in bad debt.

• The Social Housing Rental complex benefits from management that maintain the property and units by ensuring that the grounds are well kept, that units are liveable with no defects and that residents uphold the housing rules of the complex.
To this end, the management are comprised of an operations manager, client liaison manager, leasing administrative manager and a number of supervisors.

• When tenants terminate the lease, the management conducts pre-exit inspections to ensure that there is no damage and to fix any damage that has been incurred at the expense of the tenant.
Moreover, the management conducts exit interviews when tenants terminate the lease and the findings of the exit interviews are that lease termination is mainly due to changing financial or personal circumstances.

214 14.1.4 Successes • The first success of the Anchorage Social Housing project was that all units were fully occupied two months after the completion date of Phase 2 of the project.
• Another success for the management of the Anchorage Social Housing project is the achievement of a rental collection rate that averages between 99 and 100 per cent.

• A further success is that the design of the building complex includes energy-efficient technology such as the central heating system that allows for significant energy savings.

15.
15.

RIVERSIDE GARDENS, HIGHBURY PARK HOUSING PROJECT 15.1 Background of the site The Riverside Gardens, Highbury Park Housing Project (the Housing Project) with specific reference to the delinked Finance Linked Individual Subsidy Program (FLISP).

The project is to be developed over a total area of approximately 15 hectares on the undeveloped portion of erf 1327 in Highbury, Kuils River.

The site is located on the corner of Stellenbosch Arterial and New Nooiensfontein Road.
The Housing Project consists of 264 Breaking New Ground (BNG) units located on the interior of the site and 66 Finance Linked Individual Subsidy Programme (FLISP) units located on erfs 24023 and 24042.

One hundred Military Veteran (MV) units are located on the outskirts of the site done by Valostar-159 contractors.

This development aims at accommodating beneficiaries from Ward 19 and Military Veterans whose names are furnished by the National Department of Military Veterans.
The FLISP units will be offered to any qualifying FLISP beneficiaries.

The FLISP Programme is a housing subsidy for first-time home-buyers to assist with purchasing a home.

The subsidy is paid to the bank or financial institution, which will reduce the monthly loan instalments, making it more affordable to buy a home.

The FLISP units will also be allocated to first-time home-buyers that have secured personal mortgage loans from banks.
The number of settlement opportunities that will be provided are as follows: • BNG units: 264 completed and handed over.

• FLISP units: 66 units in total.

45 has been constructed and the remainder 21 are still under construction.

215 • MV units: 100 completed and handed over • Total Opportunities: 409 15.1.1 Project initiation / start date: • BNG Units - Project start date June 2017 • MV Units - Project start date September 2018 • FLISP units - Project start date August 2021 • BNG Units - R57 million.
• MV Units - R31 million.

• FLISP Units - R30 million.

Approximately 409 families will benefit from the development project.

Currently three sets of subcontractors are working onsite, each subcontractor employs between 7 to 9 people (mostly semi-skilled individuals).

It is difficult to determine the actual number of people that were employed in the various stages of the project.

There had been approximately 20 local subcontractors that were employed at different stages of the building process.
The intended completion date is as follows: • BNG Units - Completion date December 2019.

• MV Units - Completion date February 2020.

• FLISP units - Completion date July 2022.

15.1.2 Key challenges: • Delays in transfers due to the COVID- 19 pandemic.

• Community and business forum interference.

• Land Availability Agreement.

• Additional requirements for obtaining Occupation Certificates from the City of Cape Town delaying the transfer progress.

• Non-performing emerging contractors.


• The City will not take over the electrical infrastructure until such time, when the top structures have been electrified, leaving the risk to the Department and the contractor.

• Site stoppages due to community and business forum interference.

216 15.1.3 Desired solutions: • National rental housing framework document to be revised.

• FLISP subsidy the top end amount should be reviewed.
15.1.4 Observations and findings • The houses that were viewed by the delegation were all FLISP houses.

• Single and double-storey dwellings formed part of the samples houses viewed.

• The erf and buildings sizes differed.

• FLISP single-storey houses were fitted with a bathtub together with a hand - held shower and the double-storey dwelling was fitted with a shower.

• All FLISP houses were fitted with geysers and pre-paid electricity meters.

• The interior and exterior of the houses were painted.
• No gutters were fitted to either the single of double-storey houses.

• There were no signs of drainage within the erf, which could cause a water lock on the property during the rainy season.

• The FLISP units are priced between R465 000 to R470 000 and the 21 units that are under construction will be priced at R515 000 due to inflationary costs of building material.

• The FLISP units do not have built-in kitchen or bedroom cupboards but do come with kitchen basins.
• The price of the FLISP units is determined by the Developer as per the construction unit costs.

15.1.5 Successes • • 264 BNG units handed over.

100 Military veteran units handed over.

16.

RECOMMENDATIONS 16.1 Briefing by the Provincial Minister Human Settlements: 217 • Before any tender goes out for a housing development project, proper zoning needs to be done.
• The Department should look at how to increase the successes such as the Conradie Park project by contracting the construction period to increase delivery of houses in a shorter period.

• The Department should promote and utilise intergovernmental relations between the three spheres of Government to assist municipalities to deliver various housing opportunities.

• The Department should strengthen intergovernmental support to MIG funding infrastructure.
• The Department should support municipalities to ensure that with each house handed over, a title deed is provided.

• The Department should support municipalities to ensure that their Built Environment pipeline are inclusive of all housing options.

• SALGA should inform municipalities of all housing options/types available.
• The NCOP Local Government Week should earmark one day to focus on a discussion of the different housing options/opportunities available so that municipalities become aware that there is more than the BNG option.

• The Department of Human Settlements should seek clarification from the Department of Military Veterans regarding the policy on Housing for Military Veterans, by first defining who can be deemed a Veteran and second which Veterans qualify for housing opportunities intended by the policy.
• The National and Provincial Departments of Human Settlements should have a central database that is inclusive of Military Veterans in need of housing opportunities.

• The Department of Human Settlements should advise municipalities on how to unlock the various housing models/options that will assist in addressing housing backlogs.
• Poor planning is the main contributory factor that leads to challenges in the implementation, construction and delivery of human settlements (whether it be housing top structure or bulk infrastructure).

Planning includes securing funding and budgeting for how these funds will be spent.

Many municipalities rely on Conditional Grant transfers such as the Municipal Infrastructure Grant and the Informal Settlements Upgrading Partnership Grant for a greater proportion of their capital budgets.
It is thus critical that municipalities plan and budget for conditional infrastructure Grant expenditure that is aligned to their Built Environment Plans to avoid under-expenditure of grant funding and to ensure the delivery of sustainable human settlements.
• The National Department of Human Settlements in conjunction with SALGA, should promote the services of the Municipal Infrastructure Support Agency (MISA) amongst municipalities to strengthen capacity regarding planning and budgeting for human settlement developments.

218 16.2 CONRADIE “BETTER LIVING MODEL PROJECT” • The Department of Human Settlements should keep the Standing Committee on Human Settlements in the Western Cape Provincial Legislature abreast of updates on the project developments.
• This model should be shared with other Provinces.

• The Delegation observed that there will never be sufficient funding to build houses that meet all the requirements of a potential homeowner.
Hence, perspective of potential home-owners of the type of housing opportunities that can be made available by the Government needs to be reset from the traditional plot of bricks and mortar towards apartment- style living with high densities, particularly where availability of suitable land for human settlements are scarce.
16.3 NEW WOODLANDS HOUSING PROJECT • The provincial Department of Human Settlements to consider the installation of water heating systems and educate occupants on the maintenance of these systems in partnership with project stakeholders or other private sector stakeholders.
16.4 SITE IN ROCKLANDS, MITCHELLS PLAIN: A POTENTIAL HOUSING DEVELOPMENT PROJECT - Erf 11473 Mitchells Plain • There should be an information drive aimed at providing potential beneficiaries with adequate knowledge about the housing project (including issues around lease agreements, beneficiaries’ rights and obligations etc.)

throughout the duration of the project, even now at the infancy stage to enrich the public participation process and to ensure effective targeting of beneficiaries.
16.5 ANCHORAGE SOCIAL HOUSING IN BELLVILLE.

• The Standing Committee on Human Settlements of the Western Cape Provincial Parliament should continue to maintain oversight over the management of the Social Housing Rentals, to ensure that the management complies with the Social Housing Rental management norms and standards.
219 • The Provincial Department of Human Settlements should promote the use of the Western Cape Government APP among Social Housing tenants to elicit feedback regarding the management of the Social Housing, as well as the living conditions to improve the overall management and accountability to the tenants.
• The Provincial Department of Human Settlements should promote the continuous management of municipal Social Housing beneficiary databases with regard to verification of data entries and data cleansing to ensure the accuracy of the Social Housing beneficiary database.

16.6 RIVERSIDE GARDENS, HIGHBURY PARK HOUSING PROJECT • Allocation of patrolling security personnel, which reduces the risk of the vandalism of the houses.

• Look into better drainage system models.


16.7 WESTERN CAPE PERMANENT DELEGATION: PROPOSED INTERVENTIONS • The National Department of Human Settlements to approve and implement the revised norms and standards for the Social Housing Program – this has not been forthcoming and is required for the provincial Department to proceed with successful provision of affordable social housing.
• The requirements with regard to the MIG and USDG funding for bulk infrastructure should be better aligned with the Human Settlement programs, as the lack of provision of adequate bulk services is a major hindrance to human settlements development in many municipalities and projects.

• The FLISP subsidy should be similarly adjusted as there was a small inflationary increase provided of around 7.5% as compared to the inflationary increase of around 20% for the other programs.
10.CONCLUSION The provincial week’s assessment of state capacity showed that the state indeed does have the capacity to meet the needs of the people.

A number of challenges however make this task of service delivery insurmountable.

They are; 220 • Lack of adequate funding for projects, • Informal settlements that put a strain on the municipal infrastructure, and • Poor or lack thereof of successful implementation of policy.
These are the areas of concerns from which the NCOP delegation also expressed their views.

The outbreak of the Covid-19 pandemic and the readjustment of budgets has had a negative impact on many projects.

The reconstruction and recovery plan will need to address the issue of funding and municipalities and provincial administration need also to strengthen their capacity to successfully implement government policy.
The Provincial week revealed that there is still much work to be done to achieve the NDPs vision of “no political democracy can survive and flourish if the masses of our people remain in poverty, without land, without tangible prospects for a better life.

Attacking poverty and deprivation must be the first priority of a democratic government”.
However, despite the challenges mentioned above, there have been many gains in terms of oversight and accountability and the intersection between the NCOP and the Provinces in terms of ensuring that big strides in terms of improvement for the lives of the communities will be attained and achieved by 2030.
In particular, the local economic development opportunities are on the increase and with the opening up of markets, post Covid-19, the NCOP remains hopeful that economic activity will improve for the betterment of the lives of our people.

ADDENDUM: RECOMMENDATIONS PER PROVINCE AND PROJECT 221 1.

EASTERN CAPE 1.1 CAGUBA SENIOR SECONDARY SCHOOL a) b) EC Department of Education to provide the school with additional teaching staff urgently.
EC Department of Education to provide a written report on delivery of mobile classrooms.

c) EC Department of Education to urgently address sanitation related problems including provision of permanent building structure for Caguba SSS 1.2 TEKWINI JUNIOR SECONDARY SCHOOL g) The Department of Education to provide a written report about addressing the building related challenges, and also provide a way forward about the re- alignment and rationalization of Tekwini JSS.
h) The School to engage with the Department of Transport and propose wavering of the stipulated 10km radius issue due to dangerous terrain even within 5km radius.

i) The Department of Water and Sanitation to provide a written report on challenges related to illegal water connections, vandalism and theft of Eskom Infrastructure as water challenges affect the quality of learning.
1.3 MNCWATHI SENIOR SECONARY SCHOOL b) The NCOP working with the Eastern Cape Provincial Legislature to follow-up on the issues raised particularly, the Slinga Construction Company which promised to build the school.

c) The road connecting to the school will be constructed as per the IDP programme of the Winnie Madikizela Mandela Local Municipality.
1.4 LUNDINI PRIMARY SCHOOL a) Delegates requested the district office to speed up the process of ensuring that the school gets new building and gets prioritised for assistance with temporary classroom structure so that they deal with the issue of class overcrowding.

b) Delegates requested the district to assist the school with proper facilities for Grade R as they only have a classroom without necessary equipment as necessitated by the norms.
c) The district office was also requested to intervene and speed up the process to construct better toilets for learners as the current mode of operation is dangerous for the school kids.

222 1.5 ABAMBO CANNABIS FARM a.

The issue of licensing / permits be fast tracked by DRDAR.

b.

Government department must assist with funding to grow the farm and create jobs.
1.6 GINGQI CANNABIS FARMERS a) It was recommended that the issue related to harassment by SAPS be escalated to relevant Portfolios in the Eastern Cape Legislature; MEC for Safety and Liaison and the Premier.

1.7 SIGIDI DEVELOPMENT (PTY) LTD The delegation recommended that in the process of providing support to farmers, the relevant departments should not interfere with methods of farming the cannabis.
In this regard, it was pointed out that indigenous knowledge on methods of growing the cannabis should be preserved.

1.8 TASHE CANNABIS FARM a) Delegates recommended that the Department of Agriculture and Land Reform to assist the emerging farmers with processes to attain permits to grow cannabis as this may unlock funding for them.
b) In respect to water usage and scarcity, the delegation recommended that over and above the intervention to supply the farmers with water tanks, farmers must also be trained in permaculture system of preserving water for gardens.

c) The delegates also recommended that the farmers be assisted with fencing as this might have negative effects on their production.
d) Relevant departments and the local municipality were requested to prioritise cannabis growers as this is one of the priorities of government as mention in the State of the Nation Address by the President.

1.9 GENERAL RECOMMENDATION BY EASTERN CAPE DELEGATION i) Planning and coordination of NCOP Provincial week: The delegates were of the view that planning, coordination and communication with regards to provincial week must be strengthened between the NCOP and the EC Legislature.
This is to ensure that both the delegates from NCOP and EC Legislature are able to participate for the whole provincial week without having to choose between concurrent programs.

223 j) Site visits and locations of projects: The delegates pleaded for due care and consideration during identification of projects and other logistical arrangements (accommodation) in order to prevent delegates spending most time travelling instead of engaging with projects.
k) Implementation of urgent matters emanating from the visit: The delegates agreed that the EC Legislature and the NCOP must attend to urgent matters that emanated from the visit even before the adoption of the NCOP Provincial week report.
l) Written reports and senior management representation: The delegates requested that, all affected government departments responsible for the identified oversight areas of the provincial week, must bring written reports detailing progress about the identified oversight areas.
It was also agreed that departments must be represented by officials with relevant and appropriate authority and seniority, and that all relevant sections, such as, Human Resources, Finance and Infrastructure of a particular department should be represented and actively engage with the delegation.

m) Gaining entry in rural areas: The delegates advised the NCOP to ensure that traditional leaders are engaged prior if the projects to be visited are in rural areas and under traditional authority.
n) Absence of NCOP delegates: The delegates voiced their concern about NCOP delegates who were not part of the provincial week, and further advised postponing the next provincial week if the majority of NCOP delegates are unable to attend.

o) Commitment to Cannabis and Hemp enterprising: The delegates urged the EC provincial government to be serious about commercialization of cannabis and hemp, and pleaded for implementation of SONA, SOPA and DRDAR 2021/2022 policy speech pertaining to cannabis and hemp.
The delegates also pleaded with EC government to ensure involvement of economic cluster departments to be stakeholders on cannabis and hemp enterprising.

p) NCOP Provincial week findings: The delegates urged all affected departments to address all matters that came out during the session, and that the findings of the provincial week must also be part of guiding documents during departmental planning.

2.
2.

FREE STATE PROVINCE 2.1 Site Visit on Waste Water Plant in Reddersberg  Delegates took note of the oxidation ponds being dry for a long time and that the water treatment plants have not been operational for years.

However, delegates are concerned that the infrastructure of the municipality is not being maintained and secured.

224  Delegates took note of the fencing installed by the Municipality in an attempt to keep out animals from entering the premises and other security measures.
However, delegates were not impressed with the pump not been well fenced to tighten up security and avoid on site theft and vandalism.

 Delegates noted that Bloem water only allows the Municipality to utilise 30% of water services.

Moreover, the delegates highlighted that the Municipality owes Bloem water more than 500 million for water services and insisted that the Municipality strategise on a corrective payment method.
 Delegates were highly concerned with migration of the Borehole systems from the Municipality to Bloem water.

Delegates added that it would be advisable for the Municipality to come up with strategies that will allow the Municipality to be in full control of the borehole systems for water relief throughout the communities.

 Delegates raised with concern the lack of occupancy at senior and strategic levels because people occupying these positions are acting.
 Delegates took note that there is no advocacy on the importance of water and sanitation whereby communities are being made aware of securing and safeguarding the equipment at pump stations and water treatment plants.

Delegates urged that Councillors and public representatives take it upon themselves to do more public awareness, education, and engagements in this regard.
2.2 Site visit Springfontein • Delegates expressed their disappointment in the management of officials of the National Department of Water and Sanitation and the Municipalities due to time wasted on the access road leading to the Water Treatment Plant, and this gave a perception that there are no officials working on site.
• Delegates were highly disappointed with the current infrastructure that is not being maintained by the Municipality and concerned with the ability of the Municipality to maintain the new infrastructure they have been requesting.

• Delegates emphasised that the Municipality needs to allocate existing staff members that are on the payroll of the Municipality, and/or EPWP and CWP workers to provide the premises with cleaning services as this poses a threat to their employees regarding harmful snakes.
2.3Site Visit in Fauresmith 225 • Delegates commended the Municipality on the condition of the Waste Water Treatment Plant in Fauresmith.

• Delegates were concerned that because the Waste Water Treatment Plant was functioning on a gravitation flow movement which is costly when providing maintenance, delegates urged that fencing needs to be erected around the premises for security purposes.

• Delegates also urged that the oxidation pond needs lining to avoid water being contaminated by the ground soil.
• Delegates were concerned with the issue of water supply in Fauresmith wherein there is limited access to water which has been a challenge for the past 3 years.

2.4 Site Visit to Jagersfontein Waste Water Treatment Plant • Delegates took note of the abstraction of affluent through the mine’s clarification tanker for purpose of water purification.

They urged that the clarification pond needs to be dislodged so that it can be functional and able to chlorinate the clarification pond.
2.5 Site Visit Brandfort Water Works Plant • Delegates took note of the dispute of the pipeline project between the project contractor and the consultants.

They urged that all stakeholders should be dedicated because disputes hamper the service delivery to the communities.

• Delegates took note of the delay in bulk supply of chemicals dedicated towards water treatment in the Masilonyana Local Municpality.
• Delegates were concerned with the generator only being at one water plant for the purification of water.

• Delegates took note that Solar panels and boreholes were vandalised by the community.

They urged that the Mayor should make the citizens aware of the impact that vandalism has on service delivery.

• Delegates were concerned with water interruptions that last more than weeks in the Masilonyana Local Municipality.
2.6 Site visit Theunissen bucket eradication project • Delegates were concerned with Masiloyana local Municipality allocating unserviced stands to communities and this leads to communities not having toilets, water and electricity for years.

226 • Delegates expressed their dissatisfaction with the project being incomplete and concerned with the backlog of the Bucket eradication on this project.
• Delegates were highly concerned with the issue of bursting pipes leading to communities not receiving any water services.

• Delegates sharply raised the issue of household leakages vis-à-vis the somewhat questionable accuracy of household metering done by the Masilonyana Local Municipality.
• Delegates indicated that they are aware that budget allocation and scope of the projected included other areas of the project, however, they were concerned with the budget spent on the toilets as per the breakdown of each toilet.

The Municipality committed to provide delegates with a written response of this information.
• Delegates noted with concern the reported absence without permission of the Director of Technical Services 2.7 Site visit Winburg Water Treatment Works • Delegates took note that there is a project underway but currently the contractor is offsite due to irregularities pertaining to appointment of contractors.

They urged the Department of Water and Sanitation to intervene on this project to enable acceleration of services.
• Delegates were highly concerned about the brown water issues and the poor quality of water in the Winburg area.

They urged the Municipality to find a permanent solution through building internal capacity of testing of water in the purification system.

• Delegates took note of the letter issued by the HOD of COGTA to the Masilonyana Local Municipality pertaining to the pipeline project wherein recommendation and timeframes where listed.
• Delegates raised the issue of the new informal settlements where the residents vandalise infrastructure for the gains of accessing water services.

They urged the Municipality to register and formalise the area for the provision of services and human settlements.

• Delegates took note of the fact that water shedding is for the purpose of filling of reservoirs.
2.8 Winburg Makeleketla Sewer Pump Station and Waste Water Treatment Works 227 • Delegates took note that the plant is heavily overloaded as it uses a lot of mechanical and electrical equipment as the electrical supply doesn’t meet the mechanical demand of the mechanical equipment • Looking at the environmental health standards, delegates were concerned with the close proximity after the community has expanded towards the sewer station.
Delegates urged the Department of Water and Sanitation to look into possible relocation of the sewer station having done a feasibility study.

• Delegates were concerned with the pollution extent in the community whereby the sewerage overspills into fresh water streams.

2.9 Site Visit to Waste Water Plant in Reddersberg • Kopanong Local Municipality to provide a written report on projects which have been prioritised for the current financial year across all 9 towns.
• The Water situation in Dewetsdorp to be investigated further.

• Kopanong Local Municipality provide detailed written report of all incomplete projects across all 9 towns of the Municipality.

• Kopanong Local Municipality to ensure that it has full control of the borehole system before entering into a new Service Level Agreement (SLA) with Bloem Water Board.
2.10 Site visit Springfontein • Kopanong Local Municipality to explore the approach of allocating municipal employees and EPWP workers to provide regular cleaning service to the plant.

2.11 Site visit in Fauresmith • Kopanong Local Municipality to ensure lining of the oxidation pond.

• Kopanong Local Municipality to ensure and provide fencing of the plant.
2.12 Water and Sanitation • It is recommended that the NCOP follow up on the undertakings by the Municipality to develop the master plan in partnership with the Development Bank of South Africa.
2.13 GENERAL RECOMMENDATIONS - FREE STATE DELEGATION 228  The delegation to recommend quarterly progress reports on all the undertakings made;  The funding models for the low income municipalities be revisited;  The Speaker of the Legislature to table the report of the Provincial Week before the Legislature for debate and referral to relevant Committees  The MEC for GOGTA to present to Legislature and the NCOP a list of government department that owes municipalities in the provinces, and how much in each case;  The MEC for COGTA to take remedial action against the municipalities that are violating the Water Act.
3.

GAUTENG PROVINCE 3.1 MEETING WITH THE PREMIER ON DELIVERING OF BASIC SERVICES • The Provincial government needs to develop and employ economic and infrastructure reforms for improved socio-economic transformation that responds to the new stream of challenges in hospitals, schools, business sector.

Infrastructural reforms are pivotal to all these initiatives as they provide elementary framework for development.
• Identification of legislative instruments that can unlock developmental bottlenecks by introducing high impact legislation and provide amendments to existing legislation could be game changers.

• Ethical leadership and re-invoking of Batho Pele (People First) principles in the state institutions should be entrenched by implementing consequence management and eradicate the institutional culture of impunity in the usage of state funds.
• Establish social compacts with Gauteng communities and the constituent partners such as business, government, labour and members of communities to engage on uncomfortable conversations.

These include payment of basic services that are essential for infrastructure maintenance and preservation of sustainable livelihoods.

• Allocative efficiencies and consolidation of budget implementation on priority infrastructure projects in hospital construction and maintenance and not excluding water treatment plants.
• Parliament will monitor streamlining of mandates between Gauteng Department of Infrastructure Development (GDID) where in budgets will be decentralised (especially capital projects) from GDID to client Departments.

Maintenance budgets should be redirected to client Departments with GDID only charged with project management roles and requisition of services.

These Departments should develop maintenance corridor hubs consisting of technical inspectors, engineers, project managers and artisans.
• The NCOP delegation agreed to meet with the MEC of Health on a date to be determined to table the report on the forms proposed for the Health sector in the province.
229 3.2 CHRIS BARAGWANATH ACADEMIC HOSPITAL • The Gauteng Department of Health should address issues associated with the turnaround time with regards to the non-payment of service providers in the new financial year; • The Hospital needs to learn to do more with less money as budgets are being cut; • There has to be better communication between the Provincial Health Department, National Health Department and National Treasury; • There should be alignment of the organizational structure with key performance areas to resolve the challenge of unfunded posts; • Decayed and old infrastructure requires urgent attention to keep the hospital afloat; • There is a need for the hospital to start tapping on the funds availed by International/Global funders to execute some of its projects.
3.3 CHARLOTTE MAXEKE ACADEMIC HOSPITAL • The development and maintenance of hospital infrastructure should be completely migrated from Gauteng Department of Infrastructure Development and placed firmly under the stewardship of National Department of Health who also need to establish sustainable partnerships with private sector donors through the vehicle of Community Public Private Partnerships (CPPPs).
• The CMJAH management should submit a report to the NCOP detailing the update on the forensic report commissioned to unearth the debacle of the fire outbreak at Charlotte Maxeke Johannesburg Academic Hospital and present plans of implementing consequence management to the culprits.

The report should be submitted by the end of business on 01 April 2022.
• The CMJAH should urgently expedite operational processes to ensure compliance with safety and regulatory prescripts imposed by the City of Johannesburg (CoJ) prior to the issuing of compliance certificate and the concomitant reopening of the hospital.
• CHJAH should fast-track the investigations conducted as a result of fire incident; • Maintenance and refurbishment should be implemented as per the timelines; • Appointment of credible and skilled service providers is essential; • The hospital should comply with the municipality’s fire requirements.
• CHJAH should fast-track the investigations conducted as a result of fire incident; • Maintenance and refurbishment should be implemented as per the timelines; 230 3.4 MINISTERIAL BRIEFING, WATER AND SANITATION • The District Development Model needs to include improvements to operations and maintenance as well as improvements to planning for water sanitation services.
• In line with section 27 of the Constitution government requires to take reasonable legislative and other measures within its available resources to achieve the progressive realization of the right to water.

In this regard, COGTA should expedite the introduction in Parliament of the Intergovernmental Monitoring Support and Intervention Bill.

• Water boards in various Provinces at specific municipalities should have back-up power suppliers to ensure uninterrupted water supply during load shedding.
This is critical for hospitals, mining firms and hospitality facilities and guard against investor migration.

• Comprehensive billing system should identify, isolate, expose and recoup misdirected funds and expose non-indigent rate payers who free ride and abuse basic services tailor made for poor communities.

• The DWS should upscale strategic collaborations between municipalities, managers of water treatment plants and private donors and investors.
3.5 PROVINCIAL COGTA The Gauteng Department of COGTA should consider shifting from providing intervention to providing support.
To this end, there must be a support system in place for municipalities in respect of the following: • Governance and Stakeholder Management; • Service Delivery/Operating Model; • Human Resource Management and Organizational Structure; • Economic Development; • Financial Planning and Credible Budget; • Financial Management; • Revenue Management and Enhancement; • Service Delivery, Infrastructure Development and Management.
3.6 PROVINCIAL DEPARTMENT OF INFRASTRUCTURE • The Gauteng Department of Health should address issues associated with non- payment of service providers in the new financial year; • There should be alignment of the organizational structure with key performance areas to resolve the challenge of unfunded posts; • Decayed and old infrastructure requires urgent attention to keep the hospital afloat.
• Maintenance and refurbishment should be implemented as per the timelines; • Appointment of credible and skilled service providers is essential; 231 3.7 DRIEZIEK TAXI RANK • The informal settlement should be proclaimed before the end of the current municipal year; • Government departments should collaborate with law enforcement agencies to fight the scourge of land invasion; • Implementation of bulk infrastructure should be provided on a yearly basis in the area; • The City of Johannesburg should do away with VIP toilets and therefore resolve the water infrastructure challenge; • The municipality should create local economic development opportunities to fight poverty and unemployment.
• Need for government to stop and control human settlement land invasion 3.8 KAPOK INFORMAL SETTLEMENT • The government should fast-track the relocation of the people in the area in the municipal year under review.

• Government agencies together with law enforcement should put measures in place to mitigate land invasions in the area.
3.9 HOPEFIELD/MERITING AND ROODEPORT FARMLAND • Parliament through the NCOP and its relevant Select Committees (SCs) should oversee the establishment of multidisciplinary teams from various spheres of government to develop and implement operational plans for relocating people from illegal informal settlements and settle them to decent places with basic services such as health centres, schools, water and sanitation, electricity, roads.
• Roodeport farmland dwellers need urgent intervention and expedition of their relocation from the occupied sinking housing structures to decent places within the spatial and land use development framework of CoJ.

• Law enforcement agencies should expeditiously investigate the alleged syndicate responsible for the selling of government and private owned land and thus undermining the authority of the state through fuelling of land invasions.
The state 232 must stamp its authority and deal decisively with corruption within its ranks and apprehend the treasonous operatives negating the sovereignty and upholding the of rule of law in the country.

• The NCOP should activate the Inter-Governmental Relations in line with the spirit of section 40 of the Constitution to enforce accountability of three spheres of government and make them to exercise cooperative government in resolving crises such as land invasion.
• Government should speed-up township declaration.

3.10 SEBOKENG SEWER TREATMENT PLANT • The NCOP delegation indicated that despite the massive funds required to do the project, the project managers must do as much as they can with the little that they have.
• The unplanned settlements in Johannesburg are also having a significant impact on the quality of the water in the Vaal river and its waterways, thus Johannesburg and all the polluting councils in the North should increase their financial contribution to the clean-up of the VAAL river water supply system.

• It was recommended that the polluters must pay for the clean-up and continued maintenance of the water in the VAAL river.

• Security must be improved at the facility to stop theft and vandalism.
• The vacancies, especially the critical skills ones have to filled immediately.

• There must be transparency and proper communication between all stakeholders including organised labour.

• There must be honest consultation between Rand Water and the Trade Union.

3.11 DRIEZIEK HOUSING PROJECT The City of Johannesburg and the Gauteng province stated that the housing developments are stalled due to Sedibeng Water Treatment Plant lacking capacity to accommodate them.
However, officials at the facility claimed that they actually have the capacity to connect these settlements.

It is therefore, recommended that all stakeholders dealing with human settlements in the City and the Province, engage Sedibeng clarify the contradiction.

4.

KWAZULU-NATAL PROVINCE 4.1 MEC FOR COMMUNITY SAFETY 233 • There is a need to sensitise the communities about the role of councillors as Commissioners of Oaths.
• There is a need to mobilise various structures in the society, both public and private, which will play an active role in the fight against crime in an integrated manner.

• The conditions under which SAPS is working should be made conducive, captivating and enabling so that police could provide their services in an effective and efficient manner.
• Government needs to organise summits where laws affecting the proper functioning of police would be discussed and reviewed, if necessary, including supply chain management procedures.

• The Department of Public Works should fast-track the process of decommissioning the old mortuary for the Phoenix police station to supplement office space.

• SAPS should ensure that CCTV cameras are installed and functional at all police stations including Umlazi, Inanda, Isipingo and Bhekithemba.
4.2 EMANGUZI POLICE STATION • That SAPS should review some of its polices including supply chain management standard operating procedures in the next 24 months to address delays in procurement for the stations.

Once the review has been completed, the SAPS, provincial treasury together with the district should ensure that police stations develop proper supply chain management systems in place to be able to properly manage their procurement processes.

NCOP will continue to monitor progress in this regard.
• The delegation resolved that the SAPS together with Public Works Infrastructure should appear before the relevant committees in the NCOP to provide a comprehensive report on the breakdown of expenditure for the new building in Manguzi station within 60 days after the adoption of this report.

Both National and Provincial Treasury should form part of that meeting.
The report should include but not limited to: initial budget for the project, the expenditure to date, the difference which may have occur due to cost escalations or variations and reasons for the delays.

• The SAPS together with the Department of Public Works Infrastructure should expedite the completion of the new building in Manguzi station within 3 months after the adoption 234 of this report.

The delegation is of the view that a new furniture is required given the state of the existing furniture.
The delegation believes that this will improved the working conditions and bring stability in the station.

NCOP will continue to monitor progress in this regard.

• In future, the SAPS, National Treasury, Public Works and Infrastructure together with KwaZulu-Natal Provincial Treasury should ensure that funds earmarked for the building of new projects are spent according to the approved project plans and project schedules to avoid variations, cost escalations, wastage and fruitless expenditure.
• The SAPS, National Treasury and Public Works and Infrastructure together with KwaZulu-Natal Provincial Treasury should ensure that proper internal control systems are put in place to prevent the same delays in future projects.

• The Department of Communications and Postal Services expedite the implementation of broadband infrastructure to improve communication and digital services in government facilities including Manguzi station within the next 24 months.
NCOP will continue to monitor the progress in this regard.

• The SAPS needs to ensure that the four (4) vacancies, namely head of finance, MIC commander, group leader detective, shift commander, grounds men are funded and filled within the next 3 months.

The delegation is of the view that such will assist the station to acquire more capacity to deal with crime in the area.
• The SAPS, the Office of the Premier in KwaZulu-Natal together with the Department of International Relations and Cooperation (DIRCO) should intervene to resolve the issue of cooperation between South Africa and Mozambique for the eManguzi station to collect stolen vehicles that have been recovered in Mozambique.
The delegation’s view is that once the issue of cooperation between the two countries is resolved, the Police will be able to follow due processes to bring to books criminals who are hiding in Mozambique.

NCOP will continue to monitor the progress in this regard.
• The Department of Home Affairs, South African Defence Force and Department of International Relations and Cooperation should intensify efforts to improve border management and security measures to resolve the issue of stolen cars crossing the border to Mozambique, including human trafficking and other criminal elements • The SAPS should ensure that adequate sector coordinators are employed to ensure effective and efficient operation of the two sectors in eManguzi.
This should be implemented in the next 3 months.

NCOP will continue to monitor the progress.

• The eManguzi Station ensures that all strategies presented to the NCOP delegation are implemented within 3 months without any delays to get the sector policing forum on track in the area.

235 • The SAPS should urgently address the issues of capacity in the station including Public Order Policing Visible Policing, Crime Intelligence, K9 and Tactical Response Team.
Further to that, high pursuit vehicles are required to chase criminals who use high performance vehicles when committing crime.

• The Departments in the Justice Cluster need to improve communication amongst each other, coordination and cooperation within the Cluster for improved service delivery and ensure alignment of processes within the Cluster going forward.
4.3 MONTCLAIR POLICE STATION • The SAPS together with the Department of Public Works and Infrastructure should prioritise the construction of the new building for Montclair Police station in the 2023 Medium Term Budget Expenditure Framework (MTEF).

The delegation believes that there is an urgent need for SAPS to improve the working conditions in that station.
• The SAPS working together Department of Public Works and Infrastructure should present to the NCOP how they intend to address the issue of personnel being housed in the old Wendy house within 60 days after the adoption of this report, especially those with co - morbidities as well as Victim Friendly Room and Gender Based Violence Desk.
• The Montclair police management, the Provincial SAPS together with the Department of Public Works and Infrastructure should present an action plan to the NCOP on how they will address the issue of the storage.

• The Department Public Works and Infrastructure should address the issues of parking in the station for both the public and staff personnel within 6 months after the adoption of this report.
• The SAPS should assist Montclair station in addressing the issue of the outdated telephone lines within 60 days after the adoption of this report.

• The SAPS, should assist the Montclair station in filling up vacant positions, which either occur due death, pensions and/or promotions, with immediate effect and all funded vacancies should be filled within 3 months to improve the capacity of the police station, especially in the Detective Service Centre.
This will assist the station to service the entire area of jurisdiction.

4.4 INANDA POLICE STATION • The Police Station needs to collaborate with the Metro Police given that they operate in the same area.

• The Police Station need to be provided with the required human resources and adequate vehicles in order to properly function.
236 • Given that the landline is often non-functional due to poor network coverage, the Police Station management should provide the community members with their cellphone numbers where they can report crime.

• The South African Police Service must initiate a meeting with the Department of Health to discuss proper strategies in speeding up the process of obtaining post mortem results and the accompanying statements from Phoenix Mortuary.
• The Police Station’s management need to submit a written response to the delegation on all issues raised.

• The NCOP need to take up the challenges facing the Police Station with the relevant Departments at the national level.

• All legislation governing the police services need to be urgently reviewed to determine whether they are still relevant in terms of policing of the country.
• Inanda Police Station needs its own crime intelligence office and should not be reliant on the district for support as it is one of the country’s crime hotspots, especially in murder.

4.5 BELLAIR POLICE STATION • In order to ensure functional policing, capacity of the personnel in the station should be strengthened taking into account gender and race.
• The SAPS should consult with National Treasure to look into increasing the overtime budget since vacancies are not filled as a result officers are stretched.

• The delegation also recommended the inquiry into outsourcing of police vehicle repairs and the process thereof.

In addition, there should be a contractual obligation for outsourced vehicles to be fixed in a stipulated time frame.
4.6 PLESSISLAER POLICE STATION • • The SAPS management should make sure that funded vacancies should be filled at station level in order to ensure that communities receive quality services they deserve.

The partnership with communities should be strengthened through CPFs in order to reduce the number of mob-justice related cases.

In addition, community leaders should be engaged in order to address the issues of mob-justice and the importance of people not taking the law into their own hands.

5.
5.

LIMPOPO PROVINCE 5.1 THE FLAG BOSHIELO SCHEME • Improved communication in reporting breakdowns which affect water supply to the community • Maintenance of infrastructure (reticulation and reservoir) • Reduction of water losses • Water conservation and demand management pumps burning out due to inconsistent 237 electricity supply.
5.2 LEBALELO SOUTH PROJECT • The shortfall in borehole water supply should be augmented by water supply from the recently furbished Mooihoek Water Treatment Works and borehole water from adjoining villages in Driekop and Riba Cross • Implementation the water demand management strategies 5.3 THE FLAG BOSHIELO BULK WATER SUPPLY PROJECT  A cost recovery strategy for rural communities needs to be developed for revenue collection.
 Water conservation awareness programmes are essential for rural communities  The revenue collected will contribute towards timeous infrastructure maintenance.

 The Sekhukhune District Municipality should address the issue of illegal water connections through the enforcement of municipal by-laws.

 To address the issue of high water demand, the traditional leaders and municipalities should align their land allocation system.
5.4 DIE HOOP DAM • The Department of Water and Sanitation should provide a written report to the NCOP delegation within a period of two weeks on how they going to address the issue of damaged houses.

• The Sekhukhune District Municipality should provide correct information on the functions of various stakeholders in relation to the water services provision.
• An investigation should be conducted as to whether the 38 damaged houses are really worth R200 million and also make the contractor accountable for the poor workmanship.

• There is a need to look at the capacity of Sekhukhune District as a competent water services authority.

• The Provincial Legislature Portfolio Committee that deals with local government issues should monitor the progress of water provision in the District.
• There should be an investigation on the main pipe, where there are suspicions that a hole was dug for illegal connection/water collection 238 5.5 MAROGA BULK WATER SUPPLY • The community representative in the Maroga Bulkwater Supply should always be part of the meetings of the NCOP and legislature in their community.

• Capable contractors should be appointed each time in bulkwater projects to save resources such as funds and time.
5.6 TOMPI SELEKA COLLEGE OF AGRICULTURE  The college should be migrated to National Department of Higher Education and Training.

The failed migration process should be resuscitated.

 LDARD should continue to be responsible for the financing of the college until the migration is finalized  LDARD should clarify and produce detailed reports that reflect the reality of the situation at the college particularly on the governance model, and lack of resources.
5.7 STEELPOORTDRIFT IRRIGATION SCHEME • The Limpopo Department of Agriculture and Rural Development should provide the National Council of Provinces (NCOP) with a report on the extent of extension services • The department should continue to assist the irrigation scheme with necessary infrastructure and technical services in order to address the challenges, including in the implementation of solar energy 5.8 TSHWELOPELE IRRIGATION SCHEME • The Minister should exercise constitutional powers to ensure that illegal land occupiers are evicted from the property.
• The Minister should grant the province powers to deal with the eviction issues.

• There is need for the land claims to be finalized.

• The Greater Tubatse Local Municipality should refrain from providing services such as electricity and water supply to the illegal land occupiers.

• The Limpopo Department of Rural Development and Land Reform (DRDLR) should engage the Limpopo Regional Land Claims Commissioner to ensure that land claims issues are speedily resolved as the land is state land.
The DRLR must within three 239 weeks provide the NCOP with a report detailing progress on their engagement with the Minister on eviction of invaders, clarity on 30 years lease and land claims.

5.9 LEOLO MOUNTAIN ROAD CONSTRUCTION • The Department and Road Agency Limpopo must ensure that funds are committed to this road in the new financial year 2022/202.

• The Sekhukhune District Municipality and Makhuduthamaga Local Municipality should provide the status report on challenges of Leolo community.
• The Department and Road Agency Limpopo should ensure that funds are committed to this road in the new financial year 2022/23.

The Makhuduthamaga Municipality must submit a written report on the RDP houses that were not built in Leolo community (ward 15).

• The Makhuduthamaga Municipality must submit a written report on provision of water services in ward 15, Leolo villages.
• The Limpopo Department of Public Works Roads and Infrastructure should ensure that the local cost centre maintains the gravel roads on a regular basis.

• The Limpopo Department of Agriculture and Rural Development should assist the community on the provision of advisory services and provision of farming machinery.

6.
6.

MPUMALANGA 6.1 DRIEKOPPIES WATER TREATMENT WORKS • On whether the school will be rationalized (closed down) or not, the Provincial Department of Basic Education must ensure that all the relevant stakeholders such as the local municipality and members of the Violet community are consulted and engaged about the future of Nduma Primary school.
• Provincial Treasury must set aside funding for the construction of conventional school classes for the formal establishment of Nduma Primary School as it is evident that the school is needed in the Violet community of Bushbuckridge local municipality.

• The Local municipality of Bushbuckridge must find a way to deal with snakes reported to be frequenting the bush area close to the school to avoid a situation where a learner can be bitten by a snake.
6.2 LYDENBURG WATER TREATMENT WORKS • The Department of Water and Sanitation should assist the Nkomazi local municipality in securing more funds for the maintenance of the Driekoppies Water Treatment plant’s infrastructure.
• The Department of Cooperative Governance and Traditional Affairs must assist the Nkomazi local municipality in engaging traditional leadership in the area to avoid allocating plots/stands to sites that are outside the municipality’s IDP plans as this puts a strain on the reticulation infrastructure of the municipality.
240 6.3 NDUMO PRIMARY SCHOOL • The Department of Water and Sanitation should assist the Thaba Chweu local municipality in securing more funds for the maintenance and upgrading of the Lydenburg Water Treatment plant’s infrastructure.

• The Municipal Infrastructure Service Agency must as a matter of urgency facilitate the training for qualified process controllers that will be able to effectively operate the Lydenburg water treatment plant.

7.
7.

NORTHERN CAPE 7.1 BRIEFING BY THE PREMIER AND PROVINCIAL EXECUTIVE • Locust areas should be declared disaster areas to receive funding from National Treasury.

• Road infrastructure should be addressed as a matter of urgency.

• Funding originally allocated for the drought which was withheld due to the increase in rainfall should be reallocated to fight fires and the locust pestilence to stem the loss of fodder for livestock production.
7.2 PABALELLO POLICE STATION • The SC Security and Justice Committee should conduct further oversight to the Northern Cape Province to target the 30 Hotspots within the current financial year.

• Should ensure that more female police officials are employed to work in the victim friendly rooms at police stations.

• The NCOP should ensure continuous engagement with top structures to address the remaining challenges.
• The Department should furnish the NCOP with a response regarding corruption and intimidation of SAPS officials within 30 days of adoption of the report.

• Electricity outages at police stations is a concern and it is recommended that police stations should ensure that there are generators in the event of load-shedding.

• Police officials should ensure that they work closely with community policing structures to effectively fight crime.
• The deployment of human and logistical resources in Hotspot areas needs to be addressed.

• The NCOP recommends that a detailed report be furnished to it on all the outstanding matters within a period of 30 days from the date of adoption of the report.

241 7.3 COMMUNITY POLICING FORUM • The Civilian Secretariat for Police Services is responsible for the CPF structures and should be held accountable in terms of their mandate.
The mission of the Department of the Civilian Secretariat for Police Service is to provide efficient and effective civilian oversight over the South African Police Service for safer and more secure communities through community participation, legislation and policy development.

One of their key objectives is to: provide guidance to community police fora and associated structures and facilitate their proper functioning.
It is therefore recommended that the CPFs should raise their concerns with the CSPS to ensure that they are able to function more effectively.

• The CPFs should source Community sponsors to provide peak caps and golf T shirts to YAC members.

• The NCOP undertakes to finalise a report on all the matters raised by the CPFs.

This report will be discussed with the Relevant Ministers to ensure that the necessary assistance is provided to CPFs.
7.4 DEPARTMENT OF WATER AND SANITATION • The Department should ensure the total eradication of the bucket system to ensure that dignity is restored to communities.

• The Department should furnish the NCOP with a report on the steps undertaken to restore water to the 25000 families without water.

This should be attended to with immediate effect and the report should be furnished to the NCOP within 3 months of adoption of the report.
7.5 KAI GARIB • The municipality should develop a programme to engage the department of Social Development in order to address shortage of social workers in the area and also to work with SAPS to develop practical crime fighting strategy that must be costed and have timeframes to address the issue of crime in the area.

• The District should urgently develop a Disaster Master Plan • The Kha!
Garib municipality should develop a revenue collection policy • The local municipality should develop the Maintenance Plan • The municipality should develop a strategy to work with organized farmers in the areas since the district in which the municipality is based is dominated by agriculture 242 7.6 LENNERTSVILLE WATER TREATMENT PLANT • A need for accredited training for sanitation process controllers 7.7 PRESENTATION DAWID KRUIPER MUNICIPALITY • Should ensure that transformation is implemented by employing local contractors.
• Investigate the opportunities presented by the Mining industry and submit a report to the NCOP.

• Should urgently address the eradication of the bucket system.

7.8 DAWID KRUIPER: WATER PURIFICATION PLANT • Members were generally happy with the functioning and inspection of the plant.

The municipality was asked to respond in writing regarding the cost of leakages.

• Budgets and planning should be implemented timeously to ensure the effective and smooth running and functioning of the plant.
A full progress report was requested on the implementation plan.

• A recommendation was made to investigate how they can use water to create hydroelectricity, which would assist with bypassing load-shedding challenges related to the functioning of the plant.

The municipality was tasked with conducting an investigation and furnishing the NCOP with a detailed report, containing the feasibility, timelines and costing of this project.

The report should be furnished to the NCOP within 6 months.
7.9 MILE 8 RESERVOIR • Enclose pump stations to increase security and reduce vandalism • Train maintenance personnel in order to do regular maintenance to the pumps.

• Water shortage will be address in the Port Nolloth areas if the pipe line from Alexander Bay can be replaced or upgraded, however, that will only be realized if the co-payment is RBIG programme can be wavered.
243 7.10 OKIEP COPPER PROJECT • Commitment from NCOP together with local municipalities to approach the Minister to ensure blockages are unlocked and the project can go ahead.

This commitment includes cutting through the red tape in respect of securing mining permits as soon as possible.

7.11 NAMAKWA DISTRICT MUNICIPALITY PRESENTATION • Water should be supplied to farmers.

On drought and locusts, a motion should be put through the NCOP to declare those areas as disaster areas.
Upon declaration as a disaster area, the Province will receive the necessary assistance.

• Agri SA should submit all the concerns related to farmers in writing for inclusion in the final report.

• The different role players were encouraged to work together to address these challenges.

7.12 VEDANTA ZINC INTERNATIONAL • Pofadder cannot accommodate houses because there is no electricity which is unacceptable.
The NCOP must consider and discuss how to assist in terms of cutting the red tape for the provision of 4000 houses.

• The Chief Director of local government has committed to remove administrative blockages to ensure the adequate development and provision of houses.

Feedback on this matter should be given to the NCOP within 6 months of adoption of the report.

8.
8.

NORTH WEST PROVINCE 8.1 KRAAIPAN COLLAPSED BRIDGE • Conduct the assessment of the Bridge within a month of the visit • Furnisher the report to the municipality and NCOP within a week of getting a report • The delegates recommended that the Department of Public Works and Roads should conduct an assessment on the bridge on how much it will cost to rebuild the bridge.
• The assessment report should be sent to members of NCOP so that funds could be sourced to assist the department to rebuild the bridge since they have the technical skills to execute the task.

8.2 ROAD 507, DE LA RAYVILLE (UPGRADING) 244 • The delegates recommended that the roads which have been built recently and are already showing portholes should be attended with maintenance services immediately to avoid further damage.
• Department to provide Parliament with the schedule of all project that are currently underway listing the name of the contractor, the budget and the contact person within a month of these visit as well as the impact of those projects in relation to empowerment to local contractors as well as employment.
• The department should maintain the nearby roads to try to eradicate pothole immediately • The contractor should ensure that the material is sourced around the province unless the material is not available in the province.

8.3 SETLHWATLHWENE BRIDGE • Maintain the Bridge before it collapse • The department must make sure that the maintenance on the bridge should be conducted urgently to avoid further damage on the bridge.
8.4 GROOT MARICO WASTE WATER TREATMENT PLANT • A stakeholder meeting between the community and the district municipality should be convened.

• The District Munipality should ensure that the Groot Marico waste water treatment is functional • The district municipality should ensure that community members are incorporated in the operations of the treatment plant.
• The Ngaka Modiri Molema District Municipality (NMMDM) must Initiate the process again of Water use Licence Application to enable the Municipality to operate legally in terms of the National Water Act (Act 36 of 1998).

Institutional Establishment Directorate of DWS to assist the municipality to reapply for the WULA.

• Initiate the process to register the Groot Marico WWTW and process controllers to the Department.
• Put measures in to place to ensure that maintenance and overall housekeeping at the Groot Marico WWTWs is in accordance with acceptable standards of the wastewater treatment works.

• Chlorination must be restored to prevent pollution into the Marico River.
245 • Appoint properly qualified trained operators to operate and maintain the plant and ensure that the Process Controllers (operational personnel’s) are registered in terms of DWS regulation 2834 as this is a legal requirement in terms of the Water Services Act.

Develop and implement a programme of action to ensure compliance with Regulations • It is also requested that NMMDM proceed with addressing the Community's issues as promised to give the O&M Contractor a safe working environment.
• Monitor the quality of final water quality being discharged from the plant and upload the results on the IRIS system, as it was noted that no water quality monitoring is being done at the works.

9.

WESTERN CAPE PROVINCE 9.1 BRIEFING BY THE PROVINCIAL MINISTER HUMAN SETTLEMENTS • Before any tender goes out for a housing development project, proper zoning needs to be done.
• The Department should look at how to increase the successes such as the Conradie Park project by contracting the construction period to increase delivery of houses in a shorter period.

• The Department should promote and utilise intergovernmental relations between the three spheres of Government to assist municipalities to deliver various housing opportunities.

• The Department should strengthen intergovernmental support to MIG funding infrastructure.
• The Department should support municipalities to ensure that with each house handed over, a title deed is provided.

• The Department should support municipalities to ensure that their Built Environment pipeline are inclusive of all housing options.

• SALGA should inform municipalities of all housing options/types available.
• The NCOP Local Government Week should earmark one day to focus on a discussion of the different housing options/opportunities available so that municipalities become aware that there is more than the BNG option.

• The Department of Human Settlements should seek clarification from the Department of Military Veterans regarding the policy on Housing for Military Veterans, by first defining who can be deemed a Veteran and second which Veterans qualify for housing opportunities intended by the policy.
246 • The National and Provincial Departments of Human Settlements should have a central database that is inclusive of Military Veterans in need of housing opportunities.

• The Department of Human Settlements should advise municipalities on how to unlock the various housing models/options that will assist in addressing housing backlogs.
• Poor planning is the main contributory factor that leads to challenges in the implementation, construction and delivery of human settlements (whether it be housing top structure or bulk infrastructure).

Planning includes securing funding and budgeting for how these funds will be spent.

Many municipalities rely on Conditional Grant transfers such as the Municipal Infrastructure Grant and the Informal Settlements Upgrading Partnership Grant for a greater proportion of their capital budgets.
It is thus critical that municipalities plan and budget for conditional infrastructure Grant expenditure that is aligned to their Built Environment Plans to avoid under-expenditure of grant funding and to ensure the delivery of sustainable human settlements.
• The National Department of Human Settlements in conjunction with SALGA, should promote the services of the Municipal Infrastructure Support Agency (MISA) amongst municipalities to strengthen capacity regarding planning and budgeting for human settlement developments.

9.2 CONRADIE “BETTER LIVING MODEL PROJECT” • The Department of Human Settlements should keep the Standing Committee on Human Settlements in the Western Cape Provincial Legislature abreast of updates on the project developments.
• This model should be shared with other Provinces.

• The Delegation observed that there will never be sufficient funding to build houses that meet all the requirements of a potential homeowner.
Hence, perspective of potential home-owners of the type of housing opportunities that can be made available by the Government needs to be reset from the traditional plot of bricks and mortar towards apartment- style living with high densities, particularly where availability of suitable land for human settlements are scarce.
9.3 NEW WOODLANDS HOUSING PROJECT • The provincial Department of Human Settlements to consider the installation of water heating systems and educate occupants on the maintenance of these systems in partnership with project stakeholders or other private sector stakeholders.
9.4 HOUSING DEVELOPMENT PROJECT - ERF 11473 MITCHELLS PLAIN, ROCKLANDS 247 • There should be an information drive aimed at providing potential beneficiaries with adequate knowledge about the housing project (including issues around lease agreements, beneficiaries’ rights and obligations etc.)

throughout the duration of the project, even now at the infancy stage to enrich the public participation process and to ensure effective targeting of beneficiaries.
9.5 ANCHORAGE SOCIAL HOUSING IN BELLVILLE • The Standing Committee on Human Settlements of the Western Cape Provincial Parliament should continue to maintain oversight over the management of the Social Housing Rentals, to ensure that the management complies with the Social Housing Rental management norms and standards.
• The Provincial Department of Human Settlements should promote the use of the Western Cape Government APP among Social Housing tenants to elicit feedback regarding the management of the Social Housing, as well as the living conditions to improve the overall management and accountability to the tenants.
• The Provincial Department of Human Settlements should promote the continuous management of municipal Social Housing beneficiary databases with regard to verification of data entries and data cleansing to ensure the accuracy of the Social Housing beneficiary database.

9.6 RIVERSIDE GARDENS, HIGHBURY PARK HOUSING PROJECT • Allocation of patrolling security personnel, which reduces the risk of the vandalism of the houses.

• Look into better drainage system models.


9.7 WESTERN CAPE PERMANENT DELEGATION: PROPOSED INTERVENTIONS • The National Department of Human Settlements to approve and implement the revised norms and standards for the Social Housing Programme – this has not been forthcoming and is required for the provincial Department to proceed with successful provision of affordable social housing.
• The requirements with regard to the MIG and USDG funding for bulk infrastructure should be better aligned with the Human Settlement programmes, as the lack of provision of adequate bulk services is a major hindrance to human settlements development in many municipalities and projects.

• The FLISP subsidy should be similarly adjusted as there was a small inflationary increase provided of around 7.5% as compared to the inflationary increase of around 20% for the other programmes.

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