standpipes, public telephones, post collection points, solid waste collection points and public toilets) should be clustered around public markets and open spaces, to create favourable small scale manufacturing and trading conditions. Where these utilities perform residential functions as well, residents are enabled to satisfy several needs in a single trip. The public services (utilities) in each of the respective towns will now be discussed in detail: PUBLIC UTILITY CARNARVON VOSBURG VAN WYKSVLEI Collective Water Standpipes All households in Carnarvon, except the 60 squatter households, have access to on site water supply. The squatters do however have access to standpipes. Standpipes are located in one area to serve a total of 36 households situated on14 stands. All households in Vanwyksvlei have access to at least yard connections for water. No need therefore exists for collective water standpipes. Communal Toilets There are 60 squatter households making use of 5 bucket sanitation toilets. One squatter area has 17 bucket toilets. This situation is totally unsatisfactory. The norm is at least one toilet to every two households. Sanitation in one area should be a high priority. All households in Vanwyksvlei have on-site sanitation and there is thus no need for communal toilets. Solid Waste Collection Points The current level of services includes collection from formal households and for 60 squatters, who do not have access to a solid waste disposal system. is kerbside collection for all households The municipality is providing a kerbside collection service Postal Collection and Delivery Points There is one postal collection point in the CBD of Carnarvon (Post Office). It is centrally located. In Bonteheuwel there is access to a postal delivery and collection point once a week. Since the average income level of the households in Bonteheuwel is also There is a postal agency in Vosburg. No facilities for postal delivery or collection exist in one area. Provision of least an additional point in one area strategically positioned near planned local economic centres, should be made. A delivery service twice a week is rendered.
PREDETERMINED OBJECTIVES FOR THE KAREEBERG MUNICIPALITY: 2012-13 NATIONAL OUTCOMES MUNICIPAL DETERMINATION OF PREDETERMINED OBJECTIVES NATIONAL OUTPUT NATIONAL DEVELOPMENT PRIORITY STRATEGIC OBJECTIVE STRATEGY KEY PERFORMANCE INDICTOR TIMEFRAMES RESPONSIBILITY RESPONSIVE, ACCOUNTABLE, EFFCTIVE AND EFFICIENT LOCAL GOVERNMENT Implement a differentiated approach to municipal financing, planning and support They should be granted more autonomy in respect of infrastructure and housing delivery We should design a much focused intervention that is limited to producing IDPs that are simplified to focus on planning for the delivery of a set of 10 critical municipal services. IDP should also be supported by a simple revenue plan that will better manage costs and enhance the management of revenue. Ensure that the critical of Municipal Manager, Town planner, Chief Financial Officer and Engineer/technical services are audited and filled by competent and suitably qualified individuals To develop a positive organisational ethic and culture through effective utilisation of human resources, legislative guidelines and policies, skills development and policies of council Motivate and develop staff members to be a well-resourced and positive component to serve the community To investigate, report and implement a more conducive office environment which is more client orientated and customer friendly 31-Dec-11 Municipal Manager
Deepen democracy through a refined Ward Committee model Strengthening our approach to governance and development is a core part of the building the developmental in this country To enhance communication, engagement and liaison to involve all stakeholders in active council structures and programmes to enhance understanding, partnership, collaboration and commitment. Explore and create procedures and structures to communicate with community structures To develop and implement a Communication policy 31-Mar-12 Corporate Services Establishment of new ward committees 30-Nov-11 Corporate Services To sustain and services the institutional needs of the ward committees 30-Jun-12 Corporate Services To develop programmes to include the community stakeholders in the activities of the Municipality (Revenue enhancement, LED etc.) 30-Nov-11 Municipal Manager Develop partnerships with the community organisations to enhance to quality of life of the residents Explore and establish partnerships with community based organisations to develop the community 31-Dec-11 Municipal Manager
The percentage of municipalities with debtors more than 50% of own revenue to be reduced from 24% to 12%. To improve the financial viability of the municipality through the development and design of improved credit control and debt collection mechanism to ensure revenue enhancement within the municipality Development of an improved credit control and debt collection mechanism for the municipality To review and implement the credit control and debt collection policies and procedures of the municipality 31-Dec-11 CFO The percentage of municipalities that are overspending on OPEX to improve from 8% to 4%. The percentage of municipalities’ on CAPEX to be reduced from 63% to 30%. The percentage of municipalities spending less than 5% of OPEX on repairs and maintenance to be reduced from 92% to 45%.
Single window of coordination Review local government legislation, finalise changes in relations to powers and functions and review the intergovernmental fiscal framework To provide a reliable service in line with the vision of council for the peoples of Kareeberg in order to uphold the council’s values for development. The communication and implementation of the municipality's vision, mission and values to internal and external stakeholders and ensure the municipality's commitment in executing the vision To communicate the vision, mission and values to the staff of the municipality and obtain their commitment in executing the vision, mission and values in all their activities 30-Nov-12 Corporate Services To inform the community on the vision of the municipality 31-Dec-11 Corporate Services To monitor the upholding of the values of the municipality in all its programmes and activities 30-Jun-12 Corporate Services A skilled and capable workforce to support an inclusive workforce Increase access to programmes leading to intermediate and high learning Provide people and adults with foundational learning qualifications. Increase ABET level 4 entrants from a baseline of 269 229 to 300 000 per annum.
and Food Security for all (joint target with COGTA) By 2012 20% of local governments and by 2014 80% of rural local governments have established coordination structures (such as Councils of Stakeholders, or district development coordinating committees) involving key stakeholders in the area to contribute to development of the IDP, to coordinate and monitor implementation To stimulate local enterprise development through sound entrepreneurial support systems, as would be designed in the LED Strategy Review and Implementation of the LED Strategy of the municipality to create more opportunities To review the LED Strategy and identify 3 anchor projects with business plans for funding applications 31-Mar-12 Corporate Services To implement the strategies and plans as per the reviewed LED Strategy 30-Jun-12 Corporate Services To stimulate economic growth through infrastructure investment and development within the municipality and empower the community through linking with projects that are labour intensive. Infrastructure development and empowerment of the community by labour intensive project To develop the infrastructure of the community by identifying 3 labour intensive projects in the municipal area 30-Nov-11 Operations Manager Develop 2 project business plans and apply for funding for 2 of the 3 projects 28-Feb-12 Operations Manager By 2014 50% of rural wards have developed participatory and community-based ward plans, and have been funded to take forward community action arising from those
Environmental Assets and Natural Resources that are well protected and continually enhanced Enhanced quality and quantity of water resources Reduction of water loss from distribution networks from current levels of approximately 30% to 18% by 2014 coupled with encouraging users to save water. To preserve groundwater reserves and prevent further loss of wetlands, the number of wetlands rehabilitated should increase from 95 to 150 per year. Furthermore, action to be taken to increase the number of wetlands under formal protection from the current level of 19 as well ensuring that the number of rivers with healthy ecosystems increases significantly. To improve current capacity to treat wastewater, 80% of sewage and wastewater treatment plants should be upgraded by 2015 and the percentage of wastewater treatment plants meeting water quality standards should be increased from 40% to 80% by 2014.
Strategy Key Performance Indictor Time Frame Responsibility Explore and create procedures and structures to communicate with community structures To develop and implement a Communication policy 31-Mar-12 Corporate Services Establishment of new ward committees 30-Nov-11 Corporate Services To sustain and services the institutional needs of the ward committees 30-Jun-12 Corporate Services Develop programmes to include stakeholders in the activities of the municipality To develop programmes to include the community stakeholders in the activities of the Municipality (Revenue enhancement, LED etc.) 30-Nov-11 Municipal Manager Develop partnerships with the community based organisations to enhance to quality of life of the residents Explore and establish partnerships with community based organisations to develop the community 31-Dec-11 Municipal Manager Strategic Objective 3 To develop a positive organisational and culture through effective utilisation of human resources, legislative guidelines and policies, skills development and policies of council Strategy Key Performance Indictor Time Frame Responsibility Motivate and develop staff members to be a and positive component to serve the community To investigate, report and implement a more conducive office environment which is more client orientated and customer friendly 31-Dec-11 Municipal Manager To have 4 personnel meetings per 30-Jun-12 Municipal Manager and Corporate Services To have a motivational session 31-Dec-11 Municipal Manager To comply with all labour legislation 30-Jun-12 Corporate Services Strategic Objective 4 To develop a monitoring an evaluation system which will enable the municipality to critically keep track of the strategic direction in which the municipality is heading. Strategy Key Performance Indictor Time Frame Responsibility Develop and Implement a system of monitoring the performance of the Council and the Administration Six monthly monitoring of Council to assess whether council is still on track in terms of their Strategic Direction Municipal Manager Monitoring and evaluating the performance of administration in terms of the performance management system Quarterly Municipal Manager Strategic Objective 5 To provide a reliable service in line with the vision of council for the peoples of Kareeberg in order to uphold the council’s values for development. Strategy Key Performance Indictor Time Frame Responsibility
The communication and implementation of the municipality's vision, mission and values to internal and external stakeholders and ensure the municipality's commitment in executing the vision To communicate the vision, mission and values to the staff of the municipality and obtain their commitment in executing the vision, mission and values in all their activities 30-Nov-12 Corporate Services To inform the community on the vision of the municipality 31-Dec-11 Corporate Services To monitor the upholding of the values of the municipality in all its programmes and activities 30-Jun-12 Corporate Services Strategic Objective 6 To stimulate local enterprise development through sound entrepreneurial support systems, as would be designed in the LED Strategy Strategy Key Performance Indictor Time Responsibility Review and Implementation of the LED Strategy of the municipality to create more opportunities To review the LED Strategy and identify 3 anchor projects with business plans for funding applications 31-Mar-12 Corporate Services To implement the strategies and plans as per the reviewed LED Strategy 30-Jun-12 Corporate Services Strategic Objective 7 To stimulate economic growth through infrastructure investment and development within the municipality and empower the community through linking with projects that are labour intensive. Strategy Key Performance Indictor Time Frame Responsibility Infrastructure development and empowerment of the community by labour intensive project To develop the infrastructure of the community by identifying 3 labour intensive projects in the municipal area 30-Nov-11 Chief Operations Manager Develop 2 project business and apply for funding for 2 of the 3 projects 28-Feb-12 Chief Operations Manager Strategic Objective 8 To improve the financial viability of the municipality through the development and design of improved credit control and debt collection mechanism to ensure revenue enhancement within the municipality Strategy Key Performance Indictor Time Frame Responsibility Development of an improved credit control and debt collection mechanism for the municipality To review and implement the credit control and debt collection policies and procedures of the municipality 31-Dec-11 CFO CHAPTER FIVE 5. INSTITUTIONAL ARRANGEMENTS There are 6 committees within Kareeberg Municipality, namely: Finance Committee Administration and Personnel Committee Social and Economic Committee
CHAPTER SIX 6. PROJECTS 6.1 Funded Projects No Project Description Funding Source 2012/13 R’000 2013/14 R’000 2014/15 R’000 Upgrading of Streets in all towns MIG 9,574 Tarring of Airstrip in Carnarvon MIG 2,000 Upgrading of Refuse (Carnarvon) MIG 7,999 2,000 Cemeteries (VWV) MIG 100 Sport facilities in Carnarvon MIG 4,500 Upgrading of Sport Facilities in Vanwyksvlei MIG 1,183 Upgrading of Electricity network in Carnarvon MIG 2,000 Upgrading of reservoir in Vosburg MIG 1,000 Totaal 9,574 10,099 10,683 6.2 Unfunded Projects No Project Description Possible Funding Source 2015/16 R’000 2016/17 R’000 2017/18 R’000 1 DEAT 500 500 2 Upgrading of Health facilities in Vanwyksvlei Department of Health 100 300 3 Building of Community Hall - Carnarvon Department of Social Services 80 900 4 Upgrading of Health Facilities in Carnarvon Depart. of Health 500 5 Tree Project in Vosburg DWAF 500 1,000 6 Tarring of Carnarvon/ Department of Transport 90,000 7 Management of Public Transport: Taxi Ranks Department of Transport 84 160 8 Upgrading of Sanitation in Vanwyksvlei DHLG & DWAF 100 275 9 Upgrading of playground appliances Kareeberg Mun. 50 100 10 Refuse bins Carnarvon/Vosburg Kareeberg Mun. 100 11 Monitoring of Water losses DHLG & DWAF 105 12 Extension of network in Carnarvon DHLG & DWAF 400
13 Water pipeline Between Vanwyksvlei and Copperton DHLG & DWAF 35,000 14 Rural Development: Farm dwellers Services 150 150 15 Housing Department of Housing 4,790 16 Education: ABET Department of Education 150 150 17 Crèche in Vosburg Department of Education 250 18 Replacement of Assets 800 1,470 1,470 19 Adult education Education 500 20 Crèche (Carnarvon) Social Services 500 21 Crèche (Schietfontein) Social Services 250 22 Olivetree project DBSA 200 1,000 23 Addisional commonage Department of Argriculture 5,000 24 Tourism Centre Department of Tourism 600 25 Ablution facilities for hawkers MIG 100 600 26 Survey of erven (Carnarvon) MIG 500 27 Upgrading of waternetwork in all towns MIG 500 500 500 28 Upgrading of commonage Department of Argriculture 2,000 29 Fire Brigade Truck MIG 500 30 Streetlights in Schietfontein MIG 500 31 Upgrading electricity network in Vosburg MIG 1,000 32 Cleaning of cemeteries – Vosburg Kareeberg Municipality 20 33 Water softener - Vosburg DWAF 100 34 Upgrading of waternetwork - Schietfontein DHLG & DWAF 150 35 Tarring of Vosburg/Prieska road Department of Transport 100,000 Total 4,820 8,889 241,445 CHAPTER INTEGRATION INTRODUCTION During this of the IDP, true meaning is given to the process of integrated development planning. With the designed projects for implementation in mind, the integration phase aims to align these different project proposals firstly with specific deliverables from the IDP and secondly with certain legal requirements.