5 Strategies And Key Deliverables Sedibeng

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Detailed paper relating to 5 strategies and key deliverables sedibeng.

5 STRATEGIES & KEY DELIVERABLES
Our area, our people, our institution and service delivery Sedibeng Intergrated Development Plan 2010 | 69
5 STRATEGIES & KEY DELIVERABLES
Progress Report on revised strategies and deliverables for 2008/09 IDP.
5.1 REINVENTING OUR ECONOMY
By consolidating the existing sectors and exploring new sectors of growth.
STRATEGY KEY DELIVERABLES PROGRESS
Support the
consolidation and
expansion of the
metal, energy and
construction sectors
• Develop a spatial sector strategy to grow the
steel/metal, energy, construction and related
industries in the region which is aligned
to Asgisa and the Apex priority related to
industrial policy;
• The ?rst step should a study on the binding
constraints on manufacturing and other key
sectors in partnership with GEDA (GPG) and
the Presidency (NSDP);
• Establish a steel industry forum to ensure
partnership in the growth of this sector;
• Conclude the development of an incentive
policy and implement incentives together
with local municipalities to attract and retain
industries;
• Explore and if feasible initiate and support the
establishment of an industrial development
zone;
• Implement incentives together with local
municipalities to attract and retain industries;
and
• Explore and if feasible initiate and support the
establishment of an industrial development
zone.
• Discussions held with GEDA to partner in
respect of steel industry. Worshop held to
set up a steel Forum.
• Study on binding constraint tender issued
and in process of being evaluated.
• Strategy in respect of steel industry may
need to be evaluated in light of changing
economic conditions. We may need to
consider ‘social plan’ measures as well as
promoting new investment.
• The process of establishment of an Industrial
Development Zone in the manufacturing
based to support light steel industry is in
process.
70 | Sedibeng Intergrated Development Plan 2010 Our area, our people, our institution and service delivery
5 STRATEGIES & KEY DELIVERABLES
STRATEGY KEY DELIVERABLES PROGRESS
Promote and
develop tourism and
leisure sectors
• Implement tourism and directional signage
including identi?ed tourism routes;
• Revive tourism associations in Midvaal and
Lesedi;
• Grow water related tourism products together
with private sector and other spheres of
government;
• Implement a tourism marketing plan linked to
the Vaal 21 initiative and brand;
• Promote business tourism in the area including
through a proposed business exhibition
centre linked to the civic precinct; and
• Implement the specifc tourism and
accommodation plan for 2010 in partnership
with the private sector
• Tourism signage plan handed over to the department
of Infrastructure for implementation.
• Handed over to Infrastructure for Implementation;
• 45 Signs Erected for Individual Product owners (15
Establishments) in conjunction with GTA;
• TORS developed for Implementation of the
Gauteng Institutional Framework. Advertisement in
Newspaper;
• Compulsory briefng session held, 3 Tenders
Received;
• Technical Evaluation completed. Bid Evaluation. Bid
Adjudication;
• Interim arrangement: Joint meetings with Emfuleni
Tourism Association;
• Coordinator : Institutional and Special projects appointed;
• Meeting with Emfuleni, Infrastructure Development,
Sedibeng Tourism and Environment to align pans
(Riverfront Development Plan and Precinct plans);
• Regular Meetings with Product Owners and
stakeholders;
• Successful Stakeholder briefng session on Vaal 21
held at Riviera Hotel;
• Water Related Products have been identifed along the
river at Arboretum Guest Farm, Goose Bay Canyon
Conference Centre and Karma Game Ranch;
• Tourism opportunities communicated to
interested product owners and emerging tourism
entrepreneurs;
• Visited Protea, Riviera, Riverside and Emerald and
also to assist and familiarize with facilities and
communicate 2010 strategy and opportunities;
• Tourism opportunities linked to the Civic Precinct
identi?ed and communicated to Tourism workgroup
and Forum;
Our area, our people, our institution and service delivery Sedibeng Intergrated Development Plan 2010 | 71
STRATEGY KEY DELIVERABLES PROGRESS
Promote and
develop tourism and
leisure sectors
• Facilitated meetings with MATCH, GEP, TEP and
Grading Council with product owners;
• Audit of Establishments completed and submitted
to MATCH;
• Coordinate and facilitate training programmes e.g.
SA host, hospitality, legality in partnership with DEAT,
DOL, GEP, TEP;
• Attend and exhibit at Durban International Indaba
• Advertise d in Local Newspapers, In-fight magazines
and Tourism Publications;
• Advert in Vaal Meander;
• Promotional Video completed and distributed;
• Articles submitted to GTA for publishing in GO
Gauteng;
• Information collated for tourism website;
• Awaiting Marketing Strategy to be compiled to
promote 2010 o?ering;
• 85% of accommodation establishments identifed
and catalogued;
• List of accommodation to be graded submitted to
GTA and grading Council; and
• Connectivity Forum Established and Tourism needs
identi?ed.
72 | Sedibeng Intergrated Development Plan 2010 Our area, our people, our institution and service delivery
5 STRATEGIES & KEY DELIVERABLES
STRATEGY KEY DELIVERABLES PROGRESS
Promote and
develop agriculture
sector
• Identify suitable land and crops for value
adding agricultural activities and agricultural
hubs. Implement in partnership with Rand
Water and local municipalities and with
expertise from ARC, GDACE and DoA;
• Continue support to Lesedi agricultural
cooperative projects; and
• Support the process of land restitution and
promotion of BBBEE amongst black farmers
including thorough auditing process of land
sales.
• Meetings held with a number of stakeholders during
site visits;
• Capacity to render assistance identifed as a challenge;
• Facilitated farmers empowerment programme to
assist Midvaal farmers facing farms auctions due to
outstanding rates and taxes;
• Contribution to LRAD and PLAS benefciaries;
• Technical support and advice given to farmers on
access to LRAD and PLAS;
• Farmers who want to access LRAD and PLAS grants visit
the o?ce regularly for technical support and advice;
• Mediated in dispute between Lemohang Tlala
Co-op; Ward Cllr; Sedibeng Training Centre and the
absconding chairperson, continuously meeting with
stakeholders;
• Facilitated the launch of Provincial YARD and assisted
in the election process of the Sedibeng YARD
Steering Committee on 16/09/2008 Plenary meeting
with Emfuleni LED to establish APEX Body for
regional cooperatives as a follow up on DTI National
Conference;
• Consulting individual structures to discuss the
possibility of establishing a regional structure;
• Consultative meeting with Conservancy in Midvaal;
• Meeting with Lesedi Organised Farmers;
• Meeting with Ulsano and Tseleng Co-operatives;
• Facilitated the involvement of Midvaal LED in the
Homestead Food Garden roll out programme;
• Assisted farmer in Evaton West (Mr Pooe) with
technical assistance on project management;
• Weed Buster Week event at Saul Tsotetsi for learners
addressed by MEC for Environment;
• Coordinated training of 100 farmers on AgriBEE;
Our area, our people, our institution and service delivery Sedibeng Intergrated Development Plan 2010 | 73
STRATEGY KEY DELIVERABLES PROGRESS
Promote and
develop agriculture
sector
• Discussion held on the establishment of the Regional
Agric Forum;
• DOL Training for farmers in Midvaal;
• MC/MMC meeting to enhance cooperative
governance and service delivery;
• Launched Labour Force Survey; and
• Launched Ilima-Letsema campaign (world food day)
at Tshwaraganang Primary School in Sharpeville by
MEC for Agriculture.
Promote
opportunities for
increased inclusivity
in the economy
• Update the SMME database for the region;
• Assist with the funding for cooperatives and
other emerging small business formations;
• Coordinate and facilitate training programmes
for SMME’s including the Gauteng Enterprise
Propeller (GEP), Department of Labour,
Tourism Enterprise Project (TEP) and relevant
Sector Education and Training Authorities
(SETA’s);
• Implement the outcomes of a BBBEE Summit
held on 1 April 2008;
• Development of a process plan together with
the Local Municipalities, on the involvement
of local businesses (especially SMMEs and the
informal sector) during the 2010 World Cup
Event;
• Conclude on the future of Sedichem (either via
a turnaround strategy or through a migration
to GEP) as a part of SMME support; and
• Ensure that the SDM supply chain policies,
procedures and practices facilitate
procurement to SMMEs and BBBEE.
• Current database updated with Supply Chain Units
and people attended BBBEE Summit;
• Continuosly assisted by facilitating funding through
relevant funding agencies.
• BBEE steering committee set up.
• No progress on establishment of local business
forums. This has been promised a number of times
publicly and action is now urgent; and
• Sedichem functions have been absorbed into GEP and
sta? terminated. SDM managing remainder of fund
and in discussions with SASOL, VUT and Arcelor Mittal
re alternative use for Sedichem premises. Progress in
this area has been slow in ?rst six months. Should
improve with appointment of new managers.
Promote
opportunities for
increased inclusivity
in the economy
• Ensure that the SDM supply chain policies,
procedures and practices facilitate
procurement to SMMEs and BBBEE.
74 | Sedibeng Intergrated Development Plan 2010 Our area, our people, our institution and service delivery
5 STRATEGIES & KEY DELIVERABLES
STRATEGY KEY DELIVERABLES PROGRESS
Ensure integrated
economic
development and
investment through
the Vaal 21 initiative
• Review Second Generation GDS and IDP to
integrate and align with the Vaal 21 initiative.
Consolidate, review
and monitor the
SGDS
• Complete the second Generation GDS and
identify projects aligned to Vaal 21 projects
• Market and promote the SGDS with
stakeholders, communities and investors
locally, nationally and globally;
• Establishing an appropriate forum and
programmes to conduct a skills pro?le for
the region, and the development of a plan to
ensure a better match between skills demand
and supply; and
• Monitor and periodically review progress on
the implementation of the SGDS.
Our area, our people, our institution and service delivery Sedibeng Intergrated Development Plan 2010 | 75
5.2 RENEWING OUR COMMUNITIES
By provision of basic services, regeneration and property development to improve the quality of living for all.
STRATEGY KEY DELIVERABLES PROGRESS
Ensure integrated
spatial development
planning and
promote good land
use management
• Ensure updating and implementation of
a Spatial Development Framework for
the Region in such a way that it guides
and direct long-term development and
inform Master Plans for services;
• Ensure that the urban edge proposals are
accepted by GPG and included in future
land use planning;
• Develop and manage a Geographical
Information System for the SDM which
can be integrated to and be supportive
of Emfuleni, Midvaal and Lesedi Local
Municipalities;
• Conduct workshops with all stakeholders
on Land Use Management in conjunction
with locals; and
• Support local municipalities to implement
consolidated Town Planning Schemes.
• Updating on track;
• In line with the annual IDP review. The IDP
tender includes the review of the District wide
SDF review (inclusive of Emfuleni LM, Midvaal
LM, and Lesedi LM);
• Parts of urban edge approved. Some under review;
• Delineation of the Edge based on certain criteria
(a plan indicating the proposed delineation);
• Criteria for land uses to be permitted outside
the Urban Edge;
• Measures for implementing and managing the
Urban Edge, namely:
• Statutory mechanisms to implement the
Urban Edge;
• Procedures and criteria for managing the
Urban Edge; and
• Implementation and methodology.
• Developed a fully-?edged GIS for Emfuleni and
?nalizing the implementation in Lesedi LM;
• Midvaal LM GIS will be implemented in this
?nancial year;
• MLM has a functional GIS which is not integrated yet;
• Several working group sessions were held
between Provincial Government and Locals
(including the Districts);
• Spatial Working Group and the Land Use
Working group are currently revising the
Regulations in line with the Gauteng Planning
and Development Bill and municipalities are
required to make and inputs in this regard;
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5 STRATEGIES & KEY DELIVERABLES
STRATEGY KEY DELIVERABLES PROGRESS
Ensure integrated
spatial development
planning and
promote good land
use management
• The accessible means of recording land use.
• Registered rights to property;
• Established the broad norms and guidelines for
land use planning;
• E?ectively managed public land and develop
a responsive client friendly land administration
service;
• Land use management guidelines ?nalized
and ELM being assisted with new consolidated
zoning scheme; and
• Proposed time lines for the adoption of new
Land Use Schemes atre as follows:
• Upon gazetting , Municipalities will have 18
months to prepare their Land Use Schemes
• Submit to the MEC and MEC has 90 days
to assess compliance with the Norms and
Standards
• Submission of the revised to the MEC to be
published as Interim Land Use Schemes for
comments
• Two years to do their veri?cation of land
uses and migrating to the new schemes
• Submission of the revised to the MEC to be
published as Interim Land Use Schemes for
comments
• Further 90 days for amendment and
alteration and gazetting as Land Use
Schemes.
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STRATEGY KEY DELIVERABLES PROGRESS
Promote residential
development and
urban renewal
• Complete the development of a Municipal
Housing Development Plan to facilitate
future housing development and ensure
inclusionary housing provision and
unblock problems at places such as
Mamello, River Glen, etc;
• Facilitate the Evaton Regeneration
Programme and implementation of
projects together with Emfuleni and the
Gauteng Department of Housing;
• Facilitate the Top 20 Townships Programme
especially with regards to spatial planning,
infrastructure development and housing;
• Facilitate the implementation of Shack
Down Programme together with the
Gauteng Department of Housing and the
local municipalities;
• Work in partnership with the local
municipalities to implement a number
of precinct or residential development
projects including:
• A civic precinct in the CBD of
Vereeniging;
• Waterfront precincts along the Vaal
River;
• Heritage precincts at Sharpeville
• Heritage precinct and urban renewal
of Boipatong;
• A local development plan for the area
in the surrounds of the Fresh Produce
Market;
• A local development plan for the
Doornkuil area in Walkerville.
• A workshop was held and First Draft was
developed.
• Housing Co-ordination Forum has been
establishedl;
• Workshop was held for Ward Councillors on Roll
out campaign to Communicate objectives of
the Shack down programme to communities
that are a?ected;
• Roll-out plan with Local Municipalities have
been developed.
• Progress report on Evaton Renewal Programme
progress report has served on the Section 80;
• Proposal has been made for ERP to be
incorporated into the entire Sedibeng Precinct;
• Appointed Evaton Coordinator;
• Five townships including Gauteng’s top twenty
prioritized projects;
• In addition to Sharpeville precincts development,
it has been approved by SDM and its local
municipalities that other townships be included,
e.g.
• Sharpeville,
• Sebokeng,
• Boipatong,
• Bophelong,
• Ratanda.
• SDM regularly attendto 20PTP coordinators forum:
• Technical advisors to develop business
plan for Sebokeng, Boipatong, Bophelong,
Lakeside/Doornkuil, Sicelo, Ratanda, Mamello,
Impumelelo, Jameson Park, Kwanzenzele been
appointed;
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5 STRATEGIES & KEY DELIVERABLES
STRATEGY KEY DELIVERABLES PROGRESS
Promote residential
development and
urban renewal
• Good progress on detailed project planning for
Sharpeville precincts and Dickenson Park done
including:
• Detailed design framework/master plan for
Dickenson Park
• Heritage overview and mapping of heritage
sites in Sharpeville and Vereeniging
• Property survey of Vereeniging CBD;
• Discussion with Gauteng Fund in respect of
Waterfront Business Park;
• Commitment from SRAC on supporting SDM
with R1.3 million for satellite art and craft hub has
been o?ered. The report to request approval will
be done through appropriate council channels;
and
• Council resolution approved on funds and
appointed project.
Plan for e?ective,
e?cient and
s u s t a i n a b l e
i n f r a s t r u c t u r e
for water and
sanitation services,
and provision of
electricity
• Facilitate the speedy implementation of
the Sedibeng Regional Sewer Scheme to
build a major new regional sewage plant
that will serve the demand for sewer
puri?cation in the region, and to feed
treated waste water into the Vaal River
system;
• Support the development of master plans
for bulk services in conjunction with locals
to plan for future demand for water, sewer,
roads, storm water and electricity and
consolidate into an integrated regional plan;
• Bring together the di?erent authorities
to improve the management of the Vaal
River system;
• Ensure improved sanitation in worst
a?ected areas and eradication of bucket
system within national target timeframes;
and
• Ensure regional coordination and liaison
in respect of basic services through inter-
governmental relation forum.
• The MSA Section 78 (1) and 78 (2) decision has
been taken. The site selection of the sewer has
been decided upon. Stakeholder consultation is
underway. Further technical studies are being
undertaken;
• The IGR for basic services has been established
where discussions around the development of a
master plan are ongoing; and
• Locals are engaged in IGR for basic services
around the issue to eradicate the bucket
system.
Our area, our people, our institution and service delivery Sedibeng Intergrated Development Plan 2010 | 79
5.3 REVIVING A SUSTAINABLE ENVIRONMENT
By increasing the focus on improving air, water and soil quality and moving from a producer and receiver of waste to a green city
STRATEGY KEY DELIVERABLES PROGRESS
Plan and provide for
e?ective e?cient
and sustainable road
infrastructure
• Work with provincial government and
local municipalities to align road planning
to develop a Sedibeng Strategic Roads
Framework which includes a prioritized list of
regional roads for urgent development in line
with our Spatial Development Framework.
This list of roads should include R82, R59, K11
and R42;
• Work with provincial government and the
local municipalities to ensure that outdated
signs are removed, new signs are installed and
tourism signage is installed and maintained
for all tourist attractions in our region;
• Ensure regional coordination and liaison in
respect of road master planning through
inter-governmental relation forum;
• Work with all relevant stakeholders on a
“Signage Plan for 2010” for erection of
permanent signs and temporary signs such
as directions to parking areas, fan parks,
advertisements and billboards; and
• Coordinate between Province and Locals for
the upgrade and tarring of township roads,
particularly the 20 Townships Programme,
the Siyakha Programme, and Evaton Renewal
Programme, in compliance with government
policies, e.g. EPWP.
• Development of Road Master plan for
ELM and MLM is 80% complete and
accommodates public development (2010
precincts) and private development (e.g.
Doornkuil);
• Finalising the site visit by SDM & LMs to a road
construction site where new construction
technology is being used. Obtained
assurance from DPTRW to start with R82
upgrading in 1st quarter of 2009. Council
adopted the draft developer contribution
policy for public consultation;
• Signage tender re-advertised and closed in
November 2008. Technical evaluation report
submitted to Supply Chain on 2nd week of
January 2009; and
• Construction of 20T roads is complete.
Finalising ?nal payment and technical
problems, viz budget shortfall, construction
time overruns, road damage following
natural localised ?ooding. Secured additional
funding for Ring Road and SANRAL Road.
DPTRW have discontinued funding of the
Siyakha programme.
80 | Sedibeng Intergrated Development Plan 2010 Our area, our people, our institution and service delivery
5 STRATEGIES & KEY DELIVERABLES
STRATEGY KEY DELIVERABLES PROGRESS
Plan and develop
accessible, safe and
a?ordable public
transport systems
and facilities
• Develop a new Sedibeng Integrated Transport
Plan which should include sections on public
transport, road and rail infrastructure freight,
waterways and the appropriate role of our
local airports, and logistics hub;
• Ensure the development of a proper transport
planning methodology through good inter-
governmental relations;
• Work with the SARCC/Metrorail on the
upgrading of rail infrastructure;
• Develop and implement a 2010 transport plan
to ensure that visitors and sport spectators
can move around our region and to matches
easily and safely;
• Develop and implement a turnaround
strategy for our taxi ranks which should
include: Improved maintenance; Certainty
on ownership and management; Improved
revenue generation through outdoor
advertising and rental to local entrepreneurs
and advertising; Linking taxi ranks to our
programmes of urban regeneration; and
• Identi?cation of key intermodal facilities for
upgrading and development as precincts/
economic hubs including bus stops, Taxido
Junction, Bophelong Rank and Mpumelelo
Rank.
• ITP tender awarded and process plan in
place to ensure delivery of ITP by mid 2009.
Well attended workshops were held with
transport stakeholders. Field work currently
being conducted;
• Established the transport planning IGR,
where the ITP PSC has been integrated
into;
• SARCC committed to upgrade Vereeniging
Station;
• Short-term measures being put in place to
improve taxi rank management. No progress
on turnaround strategy.
• No Progress on turnaround strategy.
Promote e?cient
movement of freight
• Develop and implement a feasible and
appropriate freight facility including in
possible partnership with the North West
University and its partners;
• Implement turnaround strategy proposals for
Vereeniging and Heidelberg Airports;
• Work with Spoornet to increase the use of rail
for the movement of freight; and
• Work with various stakeholders to ensure the
safety of freight, pedestrians and private cars
along the R59 industrial corridor.
• No progress on freight. Awaiting ?nalisation
of provincial study
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STRATEGY KEY DELIVERABLES PROGRESS
Render an e?cient
and corruption free
vehicle registration
and licensing
service
• Improve the best practice model so that
clients are better served and sta? are more
productive;
• Undertake a change management process
and increase training and capacity building
to improve the sta? morale, capacity and
productivity;
• Install measures such as CCTV cameras to
improve monitoring of sta? and clients in all
sections of the four License Service Centres;
• Construct of a learner license examination hall
and o?ce accommodation at the Vereeniging
License Service Centre;
• Build undercover waiting areas for clients at
all License Service Centres;
• Support the establishment of a License
Service Centre o?ering all the services in the
northern area of Sedibeng; and
• Ensure compliance to and the e?ective
implementation of the SLA through good
inter-governmental relations.
• Quality control conducted on an ad hoc
basis;
• Receiving public complaints, continuously,
about the Meyerton LSC state of service.
Currently, there is no intervention strategy
in place;
• Ongoing license services speci?c (technical)
training;
• Training in Batho Pele;
• Currently, there is no strategy and approach
on non-technical training particularly for
senior management;
• Established a liaison and an engagement
forum between License Management and
the Unions Leadership;
• Developed and implemented an action plan
following the outcome of LSC teambuilding
and restructuring workshops;
• Discussions held with the DPTRW regarding
a possible new licensing centre as part of
a motor city servicing vehicle owners and
drivers including the taxi industry; and
• eNatis operating at acceptable level.
Minimal cash shortage recorded during
period under review.
• Six sta? members at Vanderbijlpark LSC
arrested for alleged corruption in December
2008. Working with DPTRW to take the
necessary action.
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5 STRATEGIES & KEY DELIVERABLES
STRATEGY KEY DELIVERABLES PROGRESS
Improve ICT
connectivity in
Sedibeng
• Develop an ICT connectivity master plan
drawing on experiences of other cities in
South Africa and elsewhere;
• Review the implementation of CCTV cameras
in Emfuleni to establish how it improve the
service, leverage the provision of other
services from the ?ber optic cable already
installed; and
• Explore providing a centralised call centre
service for all municipal services.
• Connectivity forum has been established
within the Sedibeng District and its Locals
linking it with the Gauteng Province
(Delinked)
5.4 REINTEGRATING OUR REGION
With the rest of Gauteng, South and Southern Africa through improving connectivity and transport links.
STRATEGY KEY DELIVERABLES PROGRESS
Plan and provide for
e?ective e?cient
and sustainable
road infrastructure
• Work with provincial government and local
municipalities to align road planning to develop
a Sedibeng Strategic Roads Framework which
includes a prioritized list of regional roads for
urgent development in line with our Spatial
Development Framework. This list of roads
should include R82, R59, K11 and R42;
• Work with provincial government and the local
municipalities to ensure that outdated signs are
removed, new signs are installed and tourism
signage is installed and maintained for all tourist
attractions in our region;
• Ensure regional coordination and liaison in
respect of road master planning through inter-
governmental relation forum;
• Work with all relevant stakeholders on a “Signage
Plan for 2010” for erection of permanent signs and
temporary signs such as directions to parking
areas, fan parks, advertisements and billboards;
and
• Coordinate between Province and Locals for
the upgrade and tarring of township roads,
particularly the 20 Townships Programme,
the Siyakha Programme, and Evaton Renewal
Programme, in compliance with government
policies, e.g. EPWP.
• Development of Road Master plan for
ELM and MLM is 80% complete and
accommodates public development
(2010 precincts) and private development
(e.g. Doornkuil);
• Finalising the site visit by SDM & LMs
to a road construction site where new
construction technology is being used.
Obtained assurance from DPTRW to
start with R82 upgrading in 1st quarter
of 2009. Council adopted the draft
developer contribution policy for public
consultation;
• Signage tender re-advertised and closed
in November 2008. Technical evaluation
report submitted to Supply Chain on
2nd week of January 2009; and
• Construction of 20T roads is complete.
Finalising ?nal payment and technical
problems, viz budget shortfall,
construction time overruns, road damage
following natural localised ?ooding.
Secured additional funding for Ring
Road and SANRAL Road. DPTRW have
discontinued funding of the Siyakha
programme.
Our area, our people, our institution and service delivery Sedibeng Intergrated Development Plan 2010 | 83
STRATEGY KEY DELIVERABLES PROGRESS
Plan and develop
accessible, safe and
a?ordable public
transport systems
and facilities
• Develop a new Sedibeng Integrated Transport
Plan which should include sections on public
transport, road and rail infrastructure freight,
waterways and the appropriate role of our local
airports, and logistics hub;
• Ensure the development of a proper transport
planning methodology through good inter-
governmental relations;
• Work with the SARCC/Metrorail on the upgrading
of rail infrastructure;
• Develop and implement a 2010 transport plan
to ensure that visitors and sport spectators can
move around our region and to matches easily
and safely;
• Develop and implement a turnaround strategy
for our taxi ranks which should include: Improved
maintenance; Certainty on ownership and
management; Improved revenue generation
through outdoor advertising and rental to local
entrepreneurs and advertising; Linking taxi ranks
to our programmes of urban regeneration; and
• Identi?cation of key intermodal facilities for
upgrading and development as precincts/
economic hubs including bus stops, Taxido
Junction, Bophelong Rank and Mpumelelo
Rank.
• ITP tender awarded and process plan in
place to ensure delivery of ITP by mid
2009. Well attended workshops were
held with transport stakeholders. Field
work currently being conducted;
• Established the transport planning IGR,
where the ITP PSC has been integrated
into;
• SARCC committed to upgrade
Vereeniging Station;
• Short-term measures being put in place
to improve taxi rank management. No
progress on turnaround strategy.
• No Progress on turnaround strategy.
Promote e?cient
movement of
freight
• Develop and implement a feasible and
appropriate freight facility including in possible
partnership with the North West University and
its partners;
• Implement turnaround strategy proposals for
Vereeniging and Heidelberg Airports;
•
Work with Spoornet to increase the use of rail for the
movement of freight; and
• Work with various stakeholders to ensure the
safety of freight, pedestrians and private cars
along the R59 industrial corridor.
• No progress on freight. Awaiting
?nalisation of provincial study
84 | Sedibeng Intergrated Development Plan 2010 Our area, our people, our institution and service delivery
5 STRATEGIES & KEY DELIVERABLES
STRATEGY KEY DELIVERABLES PROGRESS
Render an e?cient
and corruption free
vehicle registration
and licensing
service
• Improve the best practice model so that clients
are better served and sta? are more productive;
• Undertake a change management process
and increase training and capacity building
to improve the sta? morale, capacity and
productivity;
• Install measures such as CCTV cameras to
improve monitoring of sta? and clients in all
sections of the four License Service Centres;
• Construct of a learner license examination hall
and o?ce accommodation at the Vereeniging
License Service Centre;
• Build undercover waiting areas for clients at all
License Service Centres;
• Support the establishment of a License Service
Centre o?ering all the services in the northern
area of Sedibeng; and
• Ensure compliance to and the e?ective
implementation of the SLA through good inter-
governmental relations.
• Quality control conducted on an ad hoc
basis;
• Receiving public complaints,
continuously, about the Meyerton LSC
state of service. Currently, there is no
intervention strategy in place;
• Ongoing license services speci?c
(technical) training;
• Training in Batho Pele;
• Currently, there is no strategy and
approach on non-technical training
particularly for senior management;
• Established a liaison and an engagement
forum between License Management
and the Unions Leadership;
• Developed and implemented an
action plan following the outcome of
LSC teambuilding and restructuring
workshops;
• Discussions held with the DPTRW
regarding a possible new licensing
centre as part of a motor city servicing
vehicle owners and drivers including the
taxi industry; and
• eNatis operating at acceptable level.
Minimal cash shortage recorded during
period under review.
• Six sta? members at Vanderbijlpark
LSC arrested for alleged corruption in
December 2008. Working with DPTRW
to take the necessary action.
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STRATEGY KEY DELIVERABLES PROGRESS
Improve ICT
connectivity in
Sedibeng
• Develop an ICT connectivity master plan drawing
on experiences of other cities in South Africa and
elsewhere;
• Review the implementation of CCTV cameras in
Emfuleni to establish how it improve the service,
leverage the provision of other services from the
?ber optic cable already installed; and
• Explore providing a centralised call centre service
for all municipal services.
• Connectivity forum has been established
within the Sedibeng District and its Locals
linking it with the Gauteng Province
(Delinked)
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5 STRATEGIES & KEY DELIVERABLES
5.5 RELEASING HUMAN POTENTIAL
Through accelerated investment in people and increased focus on the development of social capital.
STRATEGY KEY DELIVERABLES PROGRESS
Nurture the
development of
people’s potential
through sport,
recreation, arts and
culture
• Facilitate the establishment of district sport
councils in identi?ed sporting codes;
• Work with province and local municipalities
on a sport mass participation programme to
include establishment of multi – coded hubs:
Ratanda, Devon, Sicelo, Sharpeville, Bophelong,
Boipatong and at Saul Tsotetsi Sport Centre in
Sebokeng. Including:
• A regional sports council; and
• A regional colours programme.
• Establish and support a Regional Colours
program as part of Mass Participation program
for all communities in SDM;
• Develop a comprehensive water based sports
program in partnership with the private sector,
province and the local municipalities; and
• Implement a plan to nurture development and
interest in soccer in the run up to 2010 FIFA
Soccer World Cup Plan, including a possible
soccer academy hosting 2010 Soccer Teams and
a dedicated school programme in partnership
with GPG GDE.
• Sport summit held in November 2008 to
take forward proposals for formalisation
of local Sport councils;
• Soccer academy proposal approved by
Council. Will be taken forward as part of
George Thabe precinct proposal;
• Sport tournaments and games took place
during Women’s month and Transport
Month;
• Discussions held with Aaron Mokoena
Foundation as possible partner with
sports academy; and
• Plans to host under 20 National Football
Tournament are underway. Facilitating to
host Confederation Cup Games in Civic
Precinct Public Viewing Site.
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STRATEGY KEY DELIVERABLES PROGRESS
Nurture the
development of
people’s potential
through sport,
recreation, arts and
culture
• Develop and implement the “Arts to the People”
programme including the establishment of a
School for the Arts and audience development
in partnership with the GDE;
• Implement a programme to support artists
and crafters including support to ensure
sustainability, identifying events and sites for
markets and upgrading certain identi?ed sites;
and
• Develop and implement a turnaround strategy
for Vereeniging and Maphatlalatsane Theatres.
• Arts to the People implemented in line
with commemorative days and special
events;
• School of Arts framework approved by
MAYCO;
• Project Plan for SDM Regional Hub to be
approved by Council and aligned with
Precinct Development Project. Currently
located in the old Sharpeville Police
Station; and
• Upgrading of Theatres done by Facility
Management e.g. toilet facilities, lighting
and purchase of new foyer furniture.
Further development will be aligned
with the Civic and Sharpeville Precinct
Development Project.
• Develop a set of annual identi?ed events and
programmes e.g. choral festival, soccer festivals;
• The above series of events should culminate in
an annual Human Rights Festival for March of
each year;
• Begin to plan for an International Human
Rights Festival to be held in March 2010 to
commemorate the 50th anniversary of the
Sharpeville massacre including a national
permanent human rights exhibition ; and
• Begin to plan for a multi cultural and focused
2010 Festival to happen during the 2010 FIFA
Soccer World Cup.
• Women’s Month supported by art and
culture events
• Vaal River Carnival supported by art and
culture events including local festivals
in Lesedi and Emfuleni and bringing of
Cinderella and Umoja to Vaal; and
• Planning of human rights festival for 2009
and 2010.
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STRATEGY KEY DELIVERABLES PROGRESS
Promote and
develop the
heritage of our
region
• Develop a comprehensive heritage strategy
aligned to the National and Provincial plan
which should include:
• Database of anti-apartheid activists, victims
and survivors;
• Approach towards heritage monuments,
interpretation centres and museums; and a
• Focus on Evaton, home of Duma Nokwe
and Gert Sibande and the upgrading of the
Roman Catholic Church in Small Farms;
• Co-ordinate a district and local process in
respect of changing certain geographical names
and identifying public places and roads for
name change, including the commemoration
of the life of Adelaide Tambo;
• Arrange a programme of appreciation for
veterans and survivors in SDM region.
• Develop an iconic Sharpeville interpretation
centre as an integrated part of the Sharpeville
Heritage Precinct and a Boipatong
interpretation centre as part of the urban
renewal programme;
• Develop and implement a turnaround
management plan of the museums and
archiving system for:
• Vaal Teknorama;
• Sharpeville and
• Heidelberg
• Develop and implement a marketing strategy
to increase the number of local residents, school
students and tourists visiting our heritage sites
and museums.
• Held Charlotte Maxheke commemoration
in Evaton during Heritage Month;
• Database of Sharpeville survivors and
victims compiled;
• Information on Boipatong, Ratanda bus
massacre and Sebokeng still being collected;
• A discussion planned with the Catholic
Church in respect of upgrading of Roman
Catholic Church in Evaton;
• School based drama competition held;
• Workshop held on Geographical Names;
• Midvaal has set up Geographic Name
Change Local Committee;
• Boipatong Journey of Appreciation to
Namibia and Angola postponed from
December due to di?culties in getting
passports and visa’s in time;
• Development aligned with Sharpeville
Precinct Development Project. Follow-up will
be done with Gauteng Province regarding
the Boipatong Renewal programme
• Development for Vaal Teknorama and
Sharpeville Museum are in progress as part
of the Sharpeville Precinct Development
Project;
• In process of negotiating with
Johannesburg Metro to open the
Heidelberg Museum as a satellite of the
James Hall Transport Museum; and
• Will be included in the 2010 Marketing
Strategy of SDM and the Precinct
Development Heritage and Tourism
Strategy / Programme. A meeting was
proposed for Service Providers to agree
on the approach.
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STRATEGY KEY DELIVERABLES PROGRESS
Promote a safe and
secure environment
• Support and facilitate provincial victim
empowerment centres through measuring
impact and monitoring progress;
• Co-ordinate and monitor social crime prevention
programmes including commun ity awareness
and school based programmes;
• Support and co-ordinate of volunteers to
improve visible policing and enhance crime
prevention;
• Manage, improve and upgrade the CCTV street
surveillance system in Vereeniging, Sharpeville,
Sebokeng and Evaton and consider integration
with other local municipal systems and
improved management in partnership with the
private sector;
• Implement the SDM approved community
safety strategy and monitor progress quarterly,
six monthly and annually;
• Develop and update district wide integrated
disaster management and business continuity
plans according to risk pro?les;
• Perform the disaster management function
e?ciently;
• Co-ordinate ?re ?ghting and rescue, run
awareness programmes on ?re and rescue and
ensure training of local ?re ?ghting o?cials;
and
• Develop, implement and monitor an integrated
2010 safety and security plan, involving all
stakeholders including disaster management,
emergency medical services and health
services.
• Audit has been conducted at 11 VEC.
Regional Victim Empowerment Centre
was o?cially opened on the 8 December
2008 at Itsose Primary School in
Sharpeville. 35 Volunteers trained;
• 60 Volunteers trained in Trauma
Counselling (35 by Province and 25 by the
District.
• Regular Community safety Forum
meetings have been held. To date 10
meetings and workshops have been held
which include Safety Forum, 2010 Safety
and Security Forum and Crime Prevention
meetings
• Women and Child Safety Audit training
was conducted during the period 26 – 28
July 2008 in Bophelong and Evaton areas
and 25 volunteers were trained;
• Hlayiseka Schools Safety Training
was conducted with the Education
Department and Provincial Community
Safety department
• 1200 Community Patrollers are deployed
at Police Stations within the District. 5
CPFs and Youth Crime Prevention Desks
induction workshops were conducted
within the district;
• 8 CPFs and Youth Crime Prevention Desks
induction workshops were conducted
within the district.
• CCTV Expansion and Integration Report
submitted and approved by Council.
Prospective suppliers have been
appointed;
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5 STRATEGIES & KEY DELIVERABLES
STRATEGY KEY DELIVERABLES PROGRESS
Promote a safe and
secure environment
• Service Provider appointed;
• CCTV Memorandum of Understanding
has been ?nalized;
• Programs have been implemented in
relation to the Five Pillars of the Strategy,
namely;
• Inter-governmental Relations (4
Community Safety Broader Forum
meetings have been held);
• Environmental Design (Cleaning
Campaigns conducted and CCTV
Expansion);
• Public Education; (Pamphlets on Robberies
and Safety Plan printed and distributed)
• Law Enforcement (35 Joint Operations
meetings held);
• Social Crime Prevention (35 Programmes
held within the district); and
• 2010 Safety Strategy and Action Plan will
be implemented.
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STRATEGY KEY DELIVERABLES PROGRESS
Promote HIV
and AIDS
under s t andi ng,
treatment, care and
support
• Strengthen and support internal HIV and AIDS
workplace programmes;
• Facilitating and supporting the functioning of
the District Aids Council chaired by the Mayor
and support the Local Aids Forums;
• Implement and monitor a Council approved HIV
and AIDS Strategy and Programme of Action;
• Co-ordinate and support the implementation
of ward based HIV and AIDS plans including
monitoring the funding of community based
organizations, community capacity building
and training of community development
workers on HIV and AIDS issues in partnership
with Gauteng AIDS Unit;
• Strengthen community based social
mobilisation and education initiatives;
• Support the expansion of Care and Treatment
including ARV sites; and
• Facilitate the development of programmes for
orphans in consultation with Gauteng Social
Development Department.
• Appointed an HIV&AIDS coordinator at
the district;
• Lesedi Local Municipality has appointed
an HIV&AIDS Coordinator;
• SDM has ?nalised employees’ HIV&AIDS
impact assessment (which includes
training of more than 60% of SDM
employees, anonymous HIV-prevalence
testing, recruitment and training of 16
Peer Educators, reviewed workplace
policy and the workplace plan);
• Midvaal recruited and trained 16 Task
Team members on Peer Education);
• All municipalities have programmes
running;
• Reached more than 1500 women and
conducted VCT testing during the Women
month in August 2008;
• Five hundred employees participated
during a wellness awareness campaign
at Emfuleni;
• District AIDS Council had two meetings
where, orphans and child-headed
households were given vegetable
hampers in Ratanda;
• More than 50 stakeholders participate in
the District AIDS Council;
• Local Municipalities AIDS councils of
meet every month with an increased
number of stakeholders;
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STRATEGY KEY DELIVERABLES PROGRESS
Promote HIV
and AIDS
under s t andi ng,
treatment, care and
support
• District AIDS Council approved the ?ve-
year strategy and the annual plan for
2008/2009;
• The AIDS Council hosted a Christmas event
for 450 children on antiretroviral therapy
and provided them with entertainment,
food and toys; in partnership with
Kopanong Hospital
• Appointed 10 ward coordinators i.e. 5
(Lesedi), 5 (Midvaal);
• Appointed 45 ?eld workers for Bophelo/
Impilo Project (partnership project with
Mittal Steel, Clinix & Emfuleni), focusing
in Kwa-Masiza, Sebokeng hostel and
Boiketlong;
• Trained ?eldworkers on HIV&AIDS and
advocacy and lobbying;
• Funded 6 CBOs ( 2 in Emfuleni) and (5 in
Midvaal);
• Trained more than 60% of ward structures
on HIV&AIDS and the impacts and the
District AIDS strategy;
• Conducted World Aids Day door-door
campaign utilising 1100 volunteers and
reached over 90% of households in urban
and rural areas;
• Assisted 81 indigent households with
burials;
• Lesedi has 5 HIV&AIDS billboards
advertisements in place;
• Emfuleni has advertised service providers
(10 billboards);
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STRATEGY KEY DELIVERABLES PROGRESS
• Participated in the National Partnership
event in Atteridgeville. More than 500
people; from region attended.
• Weekly local radio programmes in
February 2009 and quarterly print media
educational programmes planned.;
• in partnership with Seekers Tower, the
District tested more than 20 000 people,
mostly youth, during open VCT days;
• Lesedi is due to accredit one ART site;
and
• Department of Social development
has 80% coverage for children services,
including poverty alleviation programmes,
providing school uniforms and food
parcels
Promote e?cient
delivery of primary
health care and
emergency medical
services
• Ensure there are improved response time and
enhanced quality of care by Emergency Medical
Services;
• Ensure high level of oversight role to ensure
adequate provision of services in the content of
potential PHC and EMS provincialisation; and
• Ensure adequate EMS Services in Evaton and
Devon;
• 84.34% average targets achieved
on related Key Deliverables KPIs (Six
months);
• 87.19% average targets achieved on
related Key deliverables KPIs (Six months);
and
• GPG subsidy not su?cient for facilities
and resources closer to communities
to result in adequate response times;
although Services are rendered in rural
areas.
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5 STRATEGIES & KEY DELIVERABLES
STRATEGY KEY DELIVERABLES PROGRESS
Promote social
development of
our communities
• Development of a comprehensive social
policy to guide how we can maximisation of
contribution to social development, especially
in relation to vulnerable groups;
• Protect and ensure the dignity of elderly people
through:
• Ensure that appropriate community based
facilities are built for the elderly.
• To ensure gender empowerment, there should
be an appropriate division of responsibilities
between Community Services Cluster, O?ce of
Mayor, O?ce of Speaker and overseen by the
Section 79 Committee to:
• Ensure that we continue to have dedicated
programmes for women support and
empowerment including for councillors;
• Address issues of gender equality and
sensitizing male to female issues;
• Appropriately celebrate Women’s Month;
• Support female employees and Councillors.
• Support children through:
• Initiating and supporting a local inter-
sectoral forum to prevent, intervene and
rehabilitate children in need of care;
• Ensure the e?ective implementation of the
Bana-Pele single window programme;
• Ensure the e?ective roll out of the provincial
early childhood development strategy.
• Develop an integrated programme for ex
combatants and monitor implementation;
• Develop a programme to implement Mayoral
Golf Day Funds for Sedibeng District Municipality
Survivors; and
• Ensure implementation of Donations Policy.
• Elderly forum strengthened;
• Sites to establish facilities for elderly have
been identi?ed;
• Building project to commence with the
?rst phase in Lesedi Local Municipality
implementation;
• Gender policy developed in line with
Provincial framework
• Draft policy for people with Disability
developed in line with Framework;
• Mainstreaming workshop to create
understanding for employees held
• Mainstreaming committee established;
• Referral system for Ban-Pele programme
in place;
• 4 sites for establishment of ECD facilities
identi?ed
• Birth Certi?cate and ID campaign
conducted with SASSA and Home
A?airs;
• Ex-combatant structure formed;
• Data on ex-combatants compiled and in
the process of veri?cation.
• 7 liaison o?cers employed on contract
and allocated areas and roles to coordinate
the ex-combatants programme;
• Short term plans in place and medium
and long term plans in progress;
• Ex-combatants draft policy is developed;
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STRATEGY KEY DELIVERABLES PROGRESS
• Donations committee yet to be to be
formed; and
• Total donations to date for the ?nancial
year is amounting to R136 678.59
Promote skills
development and
training
• Develop a comprehensive youth programme
guided by a youth development policy and
strategy including reviewing and expanding
YAC, other youth pro-active programmes and
ensuring and monitoring mainstreaming.
The policy and strategy must determine
appropriate institutionalization and division of
responsibilities between Community Services
cluster, O?ces of Mayor and Speaker and with
due regard to changes in the national youth
environment and approaches; and
• Increase opportunities for young matriculants
to further their studies through the provision of
bursaries.
• 22 Young people trained on Basic ICT
skills;
• Five (5) Cooperatives registered and
submitted to the Department of Labour
for funding;
• 220 young people recruited for EPWP
Project;
• Established partnership with Evaton
Renewal Project for placements of
bene?ciaries;
• Youth Policy adopted and a Youth
Coordinator appointed in Social
Development and in the Mayors O?ce;
and
• 29 Students were awarded bursaries for
tertiary education in 2008; and
• To date, 263 have accessed bursaries
in the District and from various Bursary
Award Institutions accessed through the
Youth Centres.
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5 STRATEGIES & KEY DELIVERABLES
5.6 GOOD AND FINANCIAL SUSTAINABLE GOVERNANCE
Through sound administration, knowledge sharing, caring and growing employees and performance management.
STRATEGY KEY DELIVERABLES PROGRESS
Ensure ?nancial
sustainable local
g o v e r n m e n t
including revenue
c o l l e c t i o n ,
management and
?nancial mobilisation
For enhanced revenue collection, management and
?nancial mobilisation:
• Development of comprehensive ?xed
asset register and improve management of
rental agreements with Locals;
• Ensure completeness of revenue;
• Explore additional revenue generating
avenues for Council; and
• Improve revenue management;
• Monthly asset reconciliation performed;
• Interim progress report on Land Audit
tabled at Joint Municipal Manager’s
Forum;
• Claims on services rendered to Locals has
been billed and claims payable to Locals
has been paid accordingly;
• Agreement reached with Locals and
endorsed by Joint Municipal Manager’s
Forum on better management of ?xed
assets between district and locals. Service
provider appointed to do evaluation
of ?xed assets and draft service level
agreement; and
• Asset O?cers in Clusters appointed to
perform inventory stock of immovable
assets.
• Monthly reduction of cashier shortages
monitored through spot checks by visiting
cashier points;
• Daily cash ?ows compiled and monthly
investment returns reconciled to account for
optimal interest received;
• Research report compiled on revenue
enhancement strategy for tabling at Section
80 Committee;
• Monthly debt management and credit control
report compiled for submission to Section 80
Committee;
• Debt write-o? report approved by Council in
December 2008;
• Revenue funding options on grant and donor
funding in review process;
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STRATEGY KEY DELIVERABLES PROGRESS
Governance of
municipal ?nance
For governance of municipal ?nance:
• 100% MFMA compliance;
• Introduce improved policies and
procedures.
• Completion and implementation of
internal control and compliance procedure
manual
• Ongoing MFMA compliance reported to
Section 80 Committee and Mayoral Committee.
Deadlines with respect of Financial Statements
met. Deadlines with respect to Audit on
track;
• Completion of ?nancial procedure manual
and support module implementation plan is
well on track;
• Progress required on outstanding policies to
ensure improved compliance with Auditor-
General requirements;
Building capacity to
manage municipal
?nance
For capacity to manage municipal ?nance:
• Put in place appropriate training and
mentoring for all sta? including ?nancial
sta? in line with competency framework to
develop and manage municipal ?nance.
• Conducting of successful CFO IGR Structure
Forum.
• Internal customer surveys conducted.
• Skills development template for all Treasury
sta? completed and submitted to Provincial
Treasury;
• PDP’s for Treasury sta? in process of being
completed in line with skills assessment;
• Financial procedure manual and Supply Chain
Management training for Clusters’ planned;
• IGR meetings are conducted monthly with
Provincial Treasury and DPLG;
• 1st survey results released and reported
upon.
Financial reporting
For ?nancial reporting:
• Ensure Clean Audit Programme to continue
to achieve an unquali?ed audit;
• Ensure appropriate IT Systems to support
Financial Management in place including
maximum inter-operability with Locals;
and
• Ensure successful review of GAMAP/GRAP
implementation.
• Received unquali?ed audit for 2007/2008
?nancial year. No ?nancial emphasis of matter.
Need to improve on performance information.
Action plan on A G ?ndings compiled and
monitored;
• Site visits planned for upgrades in conjunction
with locals;
• Financial statements completed in compliance
with GAMAP/GRAP implementation plan;
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5 STRATEGIES & KEY DELIVERABLES
STRATEGY KEY DELIVERABLES PROGRESS
Budgeting and
planning municipal
?nances
For budgeting and planning municipal ?nances:
• Ongoing review of existing tari?s while
mindful of the need to keep tari?s
a?ordable to the poor;
• Develop a medium term expenditure
framework and/or regional ?scal guide in
alignment with National, Provincial and
Municipal Budget allocations;
• Move towards zero-based budgeting and
activity based costing;
• Ensure e?ective budget management
including aligning budget to IDP;
• In planning and research phase with National
and Provincial Treasury in relation with budget
process to determine pro-poor tari?s on non-
essential services;
• Draft framework compiled in consultation with
Provincial Treasury based on current economic
statistics and guidelines;
• In planning and research phase with National
and Provincial Treasury. Revise budget
based on needs assessment from various
departments;
• Monthly assessment meetings conducted with
clusters to monitor and advise on operating
and capital performance versus budget;
• Adjustment budget compiled and approved
by Council;
Supply Chain
Management
For e?ective supply chain management
• Manage contract and supplier database
e?ectively;
• Establish programme to support SMME’s to
tender for government tenders; and
Introduce improved policy and procedures.
• Supplier database updated on a quarterly
basis and applications captured on system;
• Accreditation process to verify all suppliers in
process of being initiated;
• Status quo report distributed to MANCO on a
bi-weekly basis on Bid Committee process;
• Limited progress on establishing tender advice
o?ce which relates to o?ce accommodation
challenge;
• BBBEE targets in respect of Supply Chain need
to be monitored and reported accordingly;
and
• Supply Chain policy approved by Council and
being implemented. Workshops planned to
familiarized Clusters with procedure
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STRATEGY KEY DELIVERABLES PROGRESS
E f f e c t i v e
management of
council business
• E?ective secretariat to service Council,
Mayoral and related committee meetings;
• E?ective records management system;
• Legal support in preparations of and
alignment of bylaws across municipalities
and the province;
• E?ective legal support and contract
management to ensure legislative and
legal compliance by all parts of Council and
provide support to bye-law development;
• E?ective internal communications
through:
• Upgrading of telephone system to
one which is cheaper and has more
management controls;
• Improving internet connectivity; and
• Design and roll out of a communication
protocol;
• Producing an internal sta? newsletter.
• Support and participate in the District
Learning Network to share experiences
across districts;
• Build and improve the well being of
Councillors; and
• Ensure e?ective functioning of the
Mayoral Committee and enhance high
level of political understanding amongst
committee members and strengthening
oversight and accountability.
• Agendas prepared and timeously deliveredfor
council committees. for the following meetings:
• Minutes are accurately captured & timeously
produced;
• Resolutions captured and assigned to relevant
functionaries;
• Records management strategy approved by
Council;
• Amended ?le plan approved by National
Archives on 06/11/08;
• Application for standing disposal of records
sent to National Archives for approval;
• Equipment upgraded;
• Supply Chain process for acquisition of PA
system & copier at an advanced stage; and
• Further business writing training conducted
with UNISA
• Process towards setting up library services /
internet facilities/network for councillors has
started;
• Provision was made in the organogram for researchers
(Offices of the Speaker and Chief Whip);
• Regular sessions were conducted on
Councillors wellbeing i.e. Workshop
Councillors on Municipal Councillors Pension
Fund and Workmen Compensation. A task
team was established to pursue the matter on
the Municipal Councillors Pension Fund; and
• Designed framework for MMC training and
development aligned to portfolios.
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5 STRATEGIES & KEY DELIVERABLES
STRATEGY KEY DELIVERABLES PROGRESS
S t r e n g t h e n i n g
oversight and
accountability
• Develop a governance model that would
enhance the separation of powers between
the council and the mayoral committee.
• The MPAC oversight committee is fully
functional; and
• Developed an oversight framework for the
MPAC
Render e?ective IT
services
• Designed framework for MMC training and
development aligned to portfolios. Enhance
the current network to link remote o?ces,
libraries, clinics and youth advice centres to
the wide area network (WAN) through inter
alia investment in hardware, security, masts
etc.;
• Designed framework for MMC training
and development aligned to portfolios.
Develop a business continuity plan to
ensure that back-ups are available in the
situation of a disaster;
• Designed framework for MMC training and
development aligned to portfolios. Roll out
specialized software enhancements and
working with di?erent internal departments
to provide them with IT solutions to meet
their respective IDP demands;
• Designed framework for MMC training and
development aligned to portfolios. Roll
out IT enhancements including Phase 2 of
Novell Netware and working with di?erent
internal departments to provide them with
IT solutions to enhance their work;
• Designed framework for MMC
training and development aligned to
portfolios. Continuous investigation and
Implementation of the latest information
technology in line with national trends and
standards;
• Designed framework for MMC training
and development aligned to portfolios.
Review of relationship with locals to ensure
interoperability and connectivity but for
each to manage their own IT assets and
systems.
• Designed framework for MMC training and
development aligned to portfolios. Tender
Speci?cations to link 7 points to WAN to be
ready for Bid Speci?cation Committee in Jan
2009;
• Designed framework for MMC training and
development aligned to portfolios. Draft BCP
in place and awaiting feedback from Auditor
General. Normal backup procedures in place
and fully functional;
• Designed framework for MMC training and
development aligned to portfolios. Draft BCP
in place and awaiting feedback from Auditor
General. Normal backup procedures in place
and fully functional;
• Designed framework for MMC training and
development aligned to portfolios. Roll out
specialized software enhancements and Roll
out IT enhancements including Phase 2 of
Novell Netware completed
• Designed framework for MMC training and
development aligned to portfolios. Continuous
review of current systems and infrastructure is
ongoing;
• Designed framework for MMC training and
development aligned to portfolios. Resolution
of review of relationship with locals has led to
status quo being maintained with ELM and
sta? secondment to MLM.
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STRATEGY KEY DELIVERABLES PROGRESS
Ensure e?ective,
competent and
motivated sta?
• Designed framework for MMC training
and development aligned to portfolios.
Ensure that SDM operates as an e?ective
and caring municipality through inter alia
ensuring:
• E?ective training;
• Employee wellness and support;
• Harmonised labour relations; and
• Team building interventions; as well as
ongoing review of the organisational
structure to align with changes in
strategy.
• Designed framework for MMC training
and development aligned to portfolios.
Continuous implementation of
performance management system for
all employees to enhance productivity
and deal constructively with poor
performance;
• Designed framework for MMC training and
development aligned to portfolios. Skilling
and building the capacity of o?cials and
councillors through ensuring that each
employee and councillor has a personal
development plan cascaded up into a
workplace skills plan. Particular attention
needs to be given to women and young
people in Council; in line with National
Skills Development Strategy;
• Designed framework for MMC training
and development aligned to portfolios.
Implement our Employment Equity Plan
to ensure the adequate representation of
previously disadvantaged people, women,
young people and people with disabilities
at all levels of our sta?;
• Designed framework for MMC training
and development aligned to portfolios.
Bursary policy approved and currently being
implemented to ensure that employees are
capacitated to acquire tertiary quali?cation;
• Designed framework for MMC training and
development aligned to portfolios. 125
employees were trained on Leadership courses,
Computer skills, Business administration and
Batho Pele;
• Designed framework for MMC training and
development aligned to portfolios. Successful
family day held in October 2008 and end of
year function;
• Designed framework for MMC training and
development aligned to portfolios. Limited
progress made in terms of internal DC
hearings. Cases drag due to circumstances
beyond our control e.g. lack of capacity to
manage disciplinary hearings;
• Designed framework for MMC training and
development aligned to portfolios. One LLF
meeting held to date instead of three due
to the fact that most matters are being dealt
with in Organizational Restructuring Sub-
Committee of the LLF;
• Designed framework for MMC training and
development aligned to portfolios. 75% of
sta? successfully placed. Of the objections,
many relate to job evaluations;
• Designed framework for MMC training and
development aligned to portfolios. The work
place restructuring has responded to the
objectors and are awaiting responses;
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5 STRATEGIES & KEY DELIVERABLES
STRATEGY KEY DELIVERABLES PROGRESS
Ensure e?ective,
competent and
motivated sta?
• Designed framework for MMC training
and development aligned to portfolios.
Implement an e?ective Employee
Assistance Programme including an HIV
and AIDS workplace programme and
support to employees and councillors on
?nancial planning;
• Co-ordinate the implementation of the
Batho Pele principles including providing
name tags for all sta?; and
• Ensure a healthy and safe working
environment for all employees.
• Designed framework for MMC training and
development aligned to portfolios. Critical
vacancies which were created during
restructuring have been ?lled successfully;
• Amendments were made to implement PMDS
policy;
• Workshop with Labour was successful;

• Majority of sta? have completed PMDS
agreements, PDPs and reviews;
• Limited progress due to challenges
experienced in implementing the PMDS
especially for Financial year 2007/2008;
• Employment equity plan is being developed
with programmes to promote women
empowerment and employment of people
with disabilities;
• HIV/AIDS strategy to be implemented once
completed by end April 2009.
• EAP system in place. Counselling of sta?.
Trauma debrie?ng sessions;
• Good progress made on Batho-Pele:
• Batho Pele Champion appointed. Batho
Pele Co-coordinator appointed on
contract.
• Batho Pele Task Team established.
• Name tags for all sta? in progress;
• Acknowledgement of Security employee;
• BP induction of new employees;
• Two unannounced visits took place at VDB
Licensing to monitor service delivery on
Batho Pele;
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STRATEGY KEY DELIVERABLES PROGRESS
Ensure e?ective,
competent and
motivated sta?
• Four task team meetings have taken place on
institutionalizing Batho Pele;
• Training of certain Junior and Senior
Management;
• Family day awareness program in place;
• Incident Prevention and reporting is being
done continuously, and is well managed;
• Developed a draft capacity building framework
for councillors;
• Hosted a workshop on capacity building and
multi-lingualism;
• Councillors were sent on various training
programmes;
• Exploring the possibility of the Municipal
Bursary Policy to include Councillors;
• Discussions held with VUT and North
West University Vaal campus to provide for
councillors;
• Questionnaires were distributed determining
the skills needs of councillors and personal
development, of councillors; and
• Women councillors were sent for mentorship
training.
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5 STRATEGIES & KEY DELIVERABLES
STRATEGY KEY DELIVERABLES PROGRESS
Develop and
maintain high quality
municipal facilities
• Development of a well maintained
connected civic precinct in Vereeniging
to contribute to service delivery and the
regeneration of the Vereeniging CBD;
• Accessible, attractive and safe facilities
for clients at our service points including
vehicle registration and licensing centres,
public safety facilities, museums and youth
advice centres;
• E?ective ?eet management so that
safe vehicles are available to sta? and
councillors;
• Promotion of and support to local SMMEs
and BEE businesses who are contracted to
construct or maintain our facilities;
• Develop a long term plan and model for the
e?cient management and maintenance
of our facilities including looking at how to
partner with private sector; and
• Ensure reasonable accommodation for
people with disabilities.
• Detailed project planning for Vereeniging
precinct on track;

• Tender for security services for new three year
contract to include access control has been
issued. Emergency response team has been
set up to deal with security issues as and when
they arise;
• Limited progress on improving facilities for
clients;
• Revamping of Mayor’s Parlour completed;
• Improvements of air conditioning in main
building on track;
• Improvements to security have been
implemented;
• Security features were also improved in the
main building;
• Fleet management policy approved by Council
and sta? trained on implications;
• Tender issued for electronic ?eet management
services;
• Tender out for Fresh Produce Market
transaction advisor;
• Procured new accommodation for additional
sta? and moving of TIE sta? closer to main
building; and
• Limited progress on improving facilities for
clients with disabilities, however, all new
premises acquired ensures provision of ramps
and accessibility for all clients.
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STRATEGY KEY DELIVERABLES PROGRESS
Facilitate access
to relevant
i n f o r m a t i o n
and promote
knowledge
• Establish a ‘research unit ’ at district level
which will assist with research, gather
information and disseminate information
including statistics, new policies from other
spheres of government, etc.;
• Support and participate in the District
Learning Network to share experiences
across districts; and
• Use and strengthen local websites as a
form of information sharing.
• Knowledge Management Strategy developed
but not yet brought to Council for approval;
• Appointment of researcher critical to conduct
research and comparative studies;
• Communities of Practice ( COP) have been
established and launched on the 26th July
2008, constituted by representatives from
Academic and Tertiary institutions, community
and faith based organizations, locals, tertiary
and academic institutions, sector departments
and community members; and
• Tender for website awarded by Communication
and the ED’s o?ce
Ensure measurable
p e r f o r ma n c e
and transparent
monitoring of the
municipality
• Establish Key Performance Indicators
which will be measurable and measured
on a regular basis. There will also be a
strong link between the performance of
the organization and the performance
management system of o?cials; and
• Ensure that there are quality quarterly, mid-
year and annual reports which are conveyed
to our stakeholders and constituencies.
• Performance Management System
implemented
• Performance agreements as well as
performance plans were developed
• Performance quarterly review are conducted
• Mid-year and annual reports are produced
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5 STRATEGIES & KEY DELIVERABLES
5.7 VIBRANT DEMOCRACY
Through good communication and stakeholder relations, marketing and branding, good intergovernmental relations and capacitation of
councillors.
STRATEGY KEY DELIVERABLES PROGRESS
Build high level of
stakeholder relations
and e?ective
communication and
branding
• Revise communication strategy to ensure
appropriate integration between internal
and external communication, marketing and
branding;
• Ensuring ongoing communication with
our stakeholders including holding regular
stakeholder forums, sector based forums with
relevant ward committees representatives,
and the development and maintenance of a
stakeholder database;
• Establish an integrated stakeholder database;
• Ensure the branding of Sedibeng District
Council as part of the branding of Sedibeng;
• Develop and implement a number of key
communication vehicles to the public
including izimbizo, council meetings,
taking council meetings to communities,
newsletters, use of media adverts, etc.;
• Co-ordinate a district communication forum
and strategy which includes ensuring that
councillors are pro?led on local radio;
• Support the e?ective functioning of the
Mayor’s Investment Council (MIC) and the
establishment of a united regional business
forum; and
• Enhance participation of stakeholders in
the implementation of the IDP to achieve
improved and sustained partnership with
various stakeholders.
• Enhanced participation of stakeholders, with
a particular focus on youth and women in
the implementation of the IDP. Improved
and sustained partnerships with various
stakeholders.
• Service provider has been appointed
and are in the process of presenting
a ?nal Integrated Marketing and
Communications’ Strategy;
• There has been ongoing website updates
weekly and of regular media adverts and
editorials around 2010 etc;
• Software has been installed and the
department is in the process of gathering
stakeholder database from various
departments and institutions;
• Audit of existing branding has been
concluded and there is a need to procure
more Vaal 21 promotional material and
some of Sedibeng promotional material;
• As a supporting hand to all municipal
events, the department has without failure
ensured continued implementation of
key communication vehicles in informing
communities;
• The forum has been established;
• Limited meetings of MIC held and MIC
functionality reviewed. Programme to
revive MIC designed;
• Framework document to establish Forum
designed and roll-out adopted;
• Engagement with stakeholders
undertaken and a few sector forums were
established;
• One (1) stakeholder brie?ng was held on
the Public Participation framework and
the Petition Management Policy;
• Five (5) public consultative meetings were
held, mostly in Emfuleni Local Municipality,
Midvaal Local Municipality on petition
management and public participation;
• Consolidated existing sector based forums i.e.
Women, Gender and People with Disabilities
(PWD);
• Regular council sittings took place and they
were well attended;
• Not all council meetings were advertised;
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STRATEGY KEY DELIVERABLES PROGRESS
• Participated in mobilization of Izimbizo’s; and
• Media and communications strategy framework
developed and a number of communications
vehicles implemented.
• Youth Advisor appointed.
• Programme on Youth participation in elections
etc designed
• Youth month programme implemented to
include Youth Council meeting and summit to
adopt youth development strategy
• Municipal Youth Strategy adopted by Council
Promote high level of
intergovernmental
co-operation and
co-ordination
• Ensure e?ective and e?cient functioning of all
IGR structures as contained in the Sedibeng IGR
Protocol Framework;
• •Ensure high level of interaction and
information sharing with other spheres
of government, municipalities and local
government associations, e.g. Vaal 21
concept.
• Co-ordinate and facilitate international
exchange programmes to achieve our
strategic objectives, including the attendance
of Vaal 21 related 44th ISOCARP International
Congress in China, ’Urban Growth Without
Sprawl, A Way Towards Sustainable
Urbanization;
• Promote Inter-municipal learning and
recreational programmes, e.g. District
Learning Networks, SALGA OR Tambo games;
and
• Lead a process of improving the allocation
of powers and functions between spheres of
government including between the district
and local municipalities and engaging with
other spheres of government in this regard.
• Joint MMs meetings were held in
accordance with the year planner. Other
IGR meetings were held relatively regularly.
A successful IDP IGR Lekgotla was held
from 28-30 October 2008;
• Broad Intersectoral Forum was held
with national and provincial sector
departments that have activities in
Sedibeng. Co-ordinated and facilitated
SDM submission and participation in the
2008 Vuna Awards. Co-ordinated SALGA
PEC visit to Sedibeng;
• Vaal 21 meetings were held although
without regular attendance from Fezile
Dabi;
• Joint political and administrative
meetings were held to approve Vaal 21
Vision, Operating Principles, Branding and
Institutional arrangements;
• A meeting was also held with Gauteng
HODs to discuss Vaal 21 and get their buy-
in;
• Had a very successful stakeholder launch
in October 2008;
• SDM successfully participated in various
sporting codes at the 2008 SALGA Inter-
municipal games;
• Framework document and implementation
plan designed; and
• Systems and mechanism to track
compliance implemented.
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5 STRATEGIES & KEY DELIVERABLES
STRATEGY KEY DELIVERABLES PROGRESS
Ensure high level
of corporate
governance
• Ensure e?ective and e?cient functioning of
Internal Audit Function;
• Develop and Implement Risk Management
Framework in SDM;
• Develop and Implement Anti-Fraud and
Corruption Plan including establishment of a
Hotline; and
• Improved management of Disclosure of
Interests by Council employees.
• Two ordinary and one special successful
Audit Committee meetings were held;
• SDM Risk Management Policy and
Framework were approved by Council in
August 2008;
• PWC consultants were appointed to
develop SDM Fraud and Corruption
Prevention Plan and assist with the process
to establish an independent Hotline. A
draft Fraud and Corruption Prevention Plan
is submitted to the Mayoral Committee;
and
• A memo was sent to all SDM employees at
the beginning of ?nancial year to update
their disclosure of interests. There is also
continuous monitoring of declarations by
Governance and IGR O?ce.
Ensure public
participation
• Strengthening ward committees and Ward
sectoral forums through providing resources
for training to local municipalities;
• Building the capacity of councillors to be
e?ective public representatives;
• Implementing and co-coordinating a petition
management system to e?ectively deal with
petitions from members of the public;
• Holding public meetings and putting
documents into public domain as required
in terms of the Municipal Systems Act and
Municipal Finance Management Act; and
A• rranging GDS and sectoral Izimbizo and
dialogues with designated groups including
women, youth, the elderly, people with
disability, etc.
• Hosted IDP Makgotla for ward committees
in Emfuleni and Lesedi to discuss ward
based planning and input in the IDP
process;
• Developed a draft conceptual
framework for ward based IDP’s in local
municipalities;
• Workshop to discuss ‘tools of the trade’ for
councillors postponed;
• Conducted training workshops on Petition
Management System for Councillors;
• Capacity building of ward committees and
CDW’s on petition management system
was initiated and has to be concluded
especially in areas such as Midvaal and
Lesedi; and
• A process to recon?gure Website was
initiated in 2008.
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STRATEGY KEY DELIVERABLES PROGRESS
Mainstreaming of
issues relating to
designated groups
• Ensure that programmes exist to empower
and promote designated groups (see earlier);
• Ensure all our programmes they promote the
rights and empowerment of these groups
and take corrective action if necessary;
• Facilitate development of appropriate policies
and mechanisms to enhance participation of
the designated groups; and
Develop the capacity and understanding of o?cials
on how to mainstream.
• Sedibeng in partnership with Lesedi FM
hosted a very successful Women’s month
celebration;
• Assist in convening a Strategic Planning
workshop for SEDIFO AGM; and

• Successful campaign for people with
disabilities.
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5 STRATEGIES & KEY DELIVERABLES
5.8 CONTINUATION OF FLAGSHIP PROJECT
DEVELOPMENTS IN 2009/10
It has been the objective of the Sedibeng District Municipality
(SDM) to ensure integrated urban development by developing
and implementing strategic policies and frameworks for the
development of urban areas and neighbourhoods while ensuring
common and balanced urban development throughout the
district.
5.8.1 Vaal 21 Initiative
The ‘Vaal 21’ initiative is a cross-border agreement between the
municipalities of the southern Gauteng municipalities (Sedibeng)
and the northern Free State municipalities (Fezile Dabi), to work
together to develop a regional economy around both banks of the
Vaal River. The former ‘Vaal Triangle’ was an example of a regional
economy.
Map 4: Showing Vaal 21 Initiatives
Other spheres of government, and the private sector, will be called upon to endorse the initiative and be partners in the ?agship
projects.
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5.8.1.1 Branding
The unifying identity and brand of the Vaal 21 has three
components
• Firstly a name. The name Vaal 21 is proposed because the
word “Vaal” represents the:
• Potential of the Vaal River;
• Rich political history of the area; and
• Most well known name for our area.
• The number ‘21’ represents:
• Part of 2021 which can be a signifcant milestone from
now to 2021;
• The 21st century, which is a century of doing things
di?erently; and
• The 21st March 1960, this was the date of the Sharpeville
massacre.
• Secondly, a slogan or brand statement. The brand statement
“Vaal 21: A River City” was chosen because it re?ects what we
would like to see in 2021.
• Thirdly, a catchy logo or brand. The logo and branding on
this brochure is the adopted brand for Vaal 21. The private
sector is encouraged to use this brand.
5.8.1.2 Operating Principles
The Vaal 21 municipalities have committed themselves to
collectively grow and stimulate the Vaal region economy:
• By creating an enabling environment and infrastructure;
• Through short-term and long-term catalytic projects which
could be new or existing, implemented by individuals or
collectively;
• By maximising the potential of our heritage, the river and the
dam, to ensure public access and usage of the river system
(both waterways and banks);
• Through ensuring clean air and water and safeguarding our
biodiversity;
• By aligning to the Growth and Development Strategies and
other government priorities;
• By incorporating the projects in the integrated Development
Plans;
• Through promoting good governance and accountability;
• By healthy collaboration between municipalities;
• By creating and strengthening partnerships with all
stakeholders and promoting community participation; and
• By respecting the mandate of the collective and legal and
constitutional imperatives.
5.8.1.3 Participating Municipalities
The following local and district municipalities of the Fezile Dabi
and Sedibeng Districts are driving this initiative:
• Sedibeng District and Lesedi, Emfuleni and Midvaal Local
Municipalities; and
• Fezile Dabi District and Metsimaholo, Ngwathe, Mafube and
Moqhaka Local Municipalities.
5.8.1.4 The Vaal River & Vaal 21 Region
The Vaal 21 initiative will embrace the following development or
potential development nodes, along or adjoining, the Vaal River
and its key tributaries:
• Heidelberg and Ratanda;
• Meyerton and Vaal Marina;
• Sharpeville; Boipatong and Vereeniging;
• Sebokeng; Vanderbijlpark and Bophelong;
• Deneysville and Oranjeville;
• Parys and Tumahole;
• Vredefort;
• Sasolburg and Zamdela;
• Kroonstad; and
• Villiers and Frankfort.
This is an area with a rich history in respect of:
• Pre-History, where the Vredefort Dome is the largest meteorite
site in the world;
• Stone Age, where we still have the Redan rock art and various
San paintings in the area;
• Modern History, where this area was a major site of the Anglo
Boer War as well as where the peace treaty was negotiated;
and
• The Liberation struggle, signed in the area was the site of the
Sharpeville massacre in 1960, Boipatong massacre in 1992 as
well as Vaal uprising in 1984.
Economically, it is the 5th largest contributor to the national GVA.
Industrial growth is concentrated around electricity, coal, steel and
petro-chemicals. Agriculture is a signi?cant economic sector while
tourism and the diamond industry are growing.
Signi?cant rail, road and pipeline corridors run through the area
connecting it with the rest of South Africa and the continent.
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5 STRATEGIES & KEY DELIVERABLES
5.8.1.5 Flagship Projects
The Vaal 21 initiative will be driven through a series of ?agship
projects which individually and collectively aim to:
• Enable development e.g. a new regional sewer works, an
air quality management plan and enabling upstream and
downstream manufacturing in the mineral and energy sector;
• Accelerate growth e.g. new Heineken brewery, upgrading the
R57, upgrading the air?elds in Parys and Kroonstad;
• Promote urban renewal e.g. Sharpeville heritage, sports and
recreation precincts, Evaton Renewal, and beauti?cation of
various townships as well as CBD renewal;
• Promote tourism and leisure e.g. Development of an urban
waterfront (Vereeniging & Sasolburg), Vaal Dam and Vredefort
Dome developments; and
• Some of the fagship projects are already being undertaken,
others are in planning and some are proposed. Some are
the responsibility of local government, others of partnership
between di?erent spheres of government and others are
private sector projects. The list is not cut in stone, but can be
added on from time to time.
5.8.2 Sharpeville and Vereeniging Precinct Frame-
work
Since the previous cycle of Integrated Development Plan (IDP),
the district has further taken the approach of linking precinct
development with townships precincts as a priority focus. The
precinct urban development framework (known as Arup document,
2008) is approved and aligned with the IDP. It is outlining the
development trends of the district urban areas and the proposed
approach to future urban development in Sharpeville and
Vereeniging. This will encourage coordinated urban development
and improved economic growth in these urban areas.
Urban renewal and framework is also looking at development
adjacent to rivers and corridors. The status quo, feasibility
analysis and business plans (technical assistant) will ensure that
land development along the rivers and streams in Sedibeng
are in compliance with all legislation and policies and that they
are viable. Thus, status quo analyses and evaluation of existing
land use management and development control policies for
local municipalities and adjacent neighbouring municipalities
is necessary (consultants have been appointed for this task) for
Sharpeville and Vereeniging.
5.8.3 Phase 1: Proposed Urban Framework
On the basis of the framework mandate, its various consultation
and investigations, the three precinct projects listed and pictured
below were identi?ed and included in the IDP (Heritage, Civic, and
Waterfront):
• Regeneration of Civic Precinct in Vereeniging CBD;
• Development of three interrelated precinct spaces in
Sharpeville, namely:
• Heritage precinct in vicinity of Sharpeville Monument;
• Sport and recreation precinct in vicinity of George Thabe
Stadium; and
• Recreation precinct along shores of Sharpeville or Kwa-
Dhlomo dam.
• Development of four related waterfront projects along the Vaal
River in the vicinity of Vereeniging namely:
• Upgrading Dickenson Park;
• Development of Business Park to the immediate left of
Dickenson Park;
• Development of iconic water tourism hub left of R59
Bridge; and
• Development of broad walk stretching to both sides of the
River between Riviera Hotel and R59 Bridge.
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Map 5: Zones of Development Showing 3 Precincts
The document identi?es important linkages between these precincts so that they not only contribute individually but also collectively
to urban regeneration, building sustainable communities and overcoming the legacies of apartheid planning to , contribute towards
building a single city facing the river. According to the approved framework, all the precinct projects are planned to be sustainable. Three
reasons as listed below.
Map 6: Linkages between Precincts
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5 STRATEGIES & KEY DELIVERABLES
• Firstly, it will :
• Contribute to redressing the legacy of apartheid. They will
be catalysed to overcome apartheid settlement patterns
and will contribute to provide redress to communities
who su?ered from the brunt of apartheid exploitation and
repression in the struggle for freedom in South Africa;
• Contribute to achieving the political mandate of the Council
in particular in relation to job creation, development and
the building of sustainable communities;
• Be people-centered: enable people to have free and open
access to all amenities as well as being “organic”, relating to
local experiences and history; and
• Contribute to the successes of the Sedibeng 2010 strategy
and leaving behind a lasting legacy.
• Secondly, it will be:
• Economically sustainable, not becoming a “white elephant”
but instead being able to contribute to the economic
development of the area;
• Institutionally sustainable, not creating obligations on
local government which does not have the capacity to
deliver or which will require local government to devote a
disproportionate amount of resources to; and
• Environmentally sustainable, promoting the reuse and
recycling of existing resources (e.g. grey water) using
renewal resources (e.g. solar energy) where possible and
embracing environmentally friendly design principles (e.g.
maximising the use of natural light).
• Thirdly, it is:
• Visionary: They aim to have iconic and memorable features
for local residents to have pride in for visitors to want to
experience;
• Fundable: They are not overly ambitious and are designed
to attract public and private funds; and
• Phaseable: Some may not be able to be completed in one
phase but will be designed so that they can be completed
and/enhances sequentially.
Phase 2: Below are the Final Urban Designs
Phase 2, which is aimed at detailed urban design planning and
preparation of the implementation phase has come up with the
following proposed development descriptions of each precinct.
5.8.3.1 Civic Precinct in Vereeniging CBD
Concept Design for Civic Precinct
Map 7: Concept Design for Civic Precinct
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Map 9: Concept Design for Heritage Precinct
Detailed Design for Civic Precinct
5.8.3.2 Heritage Precinct
Concept Design for Heritage Precinct
Map 8: Civic Precinct in Vereeniging
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5 STRATEGIES & KEY DELIVERABLES
Detailed Design for Heritage Precinct
Detailed Design for George Thabe Stadium – part of Heritage Precinct
Map 10: Detailed Design for Heritage Precinct
Map 11: Detailed Design for George Thabe Stadium
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Detailed Design for Sharpeville/Kwa Dhlomo Dam – part of Heritage Precinct
5.8.3.3 Waterfront Precinct
Concept Design for Waterfront Precinct
Map 12: Detailed Design for Sharpeville/Kwa Dhlomo Dam
Map 13: Concept Design for Waterfront Precinct
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5 STRATEGIES & KEY DELIVERABLES
Detailed Design for Waterfront Precinct
Map 14: Detailed Design for Waterfront Precinct
Map 15: Extension of Precinct Developments
5.8.4 Extension of the Precinct Developments
Technical assistance is required to develop an urban management and environmental management plan. Once these plans have been
done, community infrastructure may be identi?ed some of which could be funded by NDPG, others which could be funded by the private
sector and the municipality.
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Ratanda
Ratanda is an old established township in Lesedi. While signi?cant
upgrading and provision of basic services has occurred, the
need now exists to concentrate government and community
infrastructure along a corridor and create a ‘township CBD”. A
design framework for the earmarked area is required, followed by
business plans for proposed community infrastructure, including
the:
• Upgrading of Ratanda Stadium and environs into a multi-
purpose sport and recreation facility;
• Building Ratanda exhibition and monument into an iconic and
professionally run exhibition centre.
• Converting the Ratanda Multi-purpose hall into an arts, culture,
indoor games and cinema complex;
• Upgrade Ext 7 Sport grounds though installing improved
lighting and developing a youth centre with extra facilities;
and
• Improve the link roads with improved lighting, street furniture
etc.
Impumelelo, Jameson Park and Kwazenzele
These are three small areas in Lesedi which either lack or have
dilapidated economic, community and social infrastructure.
Design frameworks are required to pull together existing facilities
into hubs or nodes which can include sport and recreation facilities,
a government services hub and a multi-purpose hall, with a focus
on providing activities for young people.
Evaton
The Evaton Renewal project (ERP) commenced in 2004/5 ?nancial
year as one of the two urban renewal projects implemented by
the Gauteng Provincial Government. It covers the greater Evaton,
Sebokeng Zone 3, 6, 7, Beverly Hills, Evaton West, Palm Springs,
Evaton North, and Evaton, Small Farms. As part of its turnaround
strategy, the ERP re-engineered the project in the current ?nancial
year so that it could be properly positioned to address the
fundamental issues of the people of Evaton.
This involves the reviewing of strategies and priorities so that the
process of change could be accelerated and the outputs thereof
become visible. The strategic approach and the overall planning
for the Evaton renewal project have been completed. The Evaton
urban renewal is an ongoing programme spearheaded by the
Gauteng Department of Housing. The Renewal Master plan
consists of precincts developments. The Master Plan has broken
the overall project into several Precincts. These include the Eastern,
Western, Government / Sports and Heritage Precincts.
The Roads Paving Project within the Evaton Urban Renewal
Programme is for selected roads and is not for the construction
of the roads, but for the associated paving along the following
roads:
• Stirling - 1600m
• Union Rd - 2700m
• 1st Ave - 2300m
• Hamilton - 2300m
• Easton Rd - 3500m
TOTAL = 12,400m.
Boipatong
In Boipatong, an urban design framework is required to guide the
development of the following proposed interventions:
• Upgrading of roads including the route of the Boipatong
massacre to include paving, street lighting, memorial stones
and heritage information kiosks.
• Regeneration and rehabilitation of the wetland to include a
park, soccer ?elds and possible other projects, including urban
agriculture and/or monuments/public art
• Upgrading of cemetery and other community facilities in the
environs.
• Integration of the heritage project already under way by
DPTRW into the above.
Funds could then be sourced from the Gautrain CSI budget for the
CAPEX.
Bophelong
In Bophelong, a design framework is required for the R57 corridor
and then proposals and business plans for the following along
the corridor which, can be implemented in partnership with the
private sector including Arcelor Mittal:
• Improved pedestrian, safety including a possible pedestrian
bridge
• Gateway to Vanderbijlpark/Bophelong on the North West side
of the corridor
• Soccer felds/parks/urban agriculture along the strips of land
between the R57 and Bophelong
• Trading places and/or taxi rank along the corridor
• Public art, greening and other forms of beautifcation which will
make the corridor an attractive entrance to the Vaal, bearing in
mind that the road leads to the hospitality areas along the Vaal
River.
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Sebokeng
In Sebokeng, three areas have been identi?ed for potential precinct
development. These are:
• Zone 17 as a retail/commercial/hospital/transport hub due to
the presence of Sebokeng Hospital, taxi rank and other retail
facilities;
• Zone 14 as a cultural/sport hub due to the presence of a
theater and sports complex; and
• Zone 11 as a social/community hub due to plans by the
Gauteng Department of Social Development to build an ECD
and elderly centre in this area.
Already, the Department of Housing 20 Prioritised Township
Programme has developed a concept design for Zone 17. This
would need to be further investigated in terms of feasibility and
business plans developed.
In respect of the other areas, the precinct plan would need to be
developed, their feasibility established and then business plans
developed which could be funded by NDPG, other spheres of
government and the private sector.
Mamello
Mamello is a small township/informal settlement on the banks of
the Vaal Dam. While there have been plans to move the informal
settlement, the predominant view at the moment is to integrate it
into the previously white area of Vaal Marina and to look at ways of
addressing the storm water and related problems.
An urban design framework is required, followed by proposals for
community and social infrastructure to upgrade the area into a
proper community. Some of the business plans would be funded
by NDPG ,but other funding sources could also be sourced.
Lakeside/Doornkuil
Lakeside is an RDP dormitory town adjoining Evaton in Midvaal.
Doornkuil is a proposed new a?ordable housing development by
a private sector developer (Basil Read and Old Mutual). They are
planning to build 18 000 a?ordable housing units.
There are a number of urban and environmental management
issues that need to be addressed to ensure that this area is
developed into an integrated and sustainable community.
5.8.5 Regional Sewer Scheme
Challenges of Sanitation Services Facing the Region.
The Sedibeng region is growing faster than anticipated because
development and developers have started moving south of
Johannesburg. The challenge is that the sewer capacity of the
region is currently unable to contain the present needs, let alone
the future ones.
The sewer system of Emfuleni and Midvaal is currently running
at its full capacity, meaning that any breakdown due normal
mechanical and maintenance needs reduces the system
capacity thereby resulting in e?uent treated not to the required
standards.
Rand Water, in consultation with DWAF, placed a moratorium on
development in the region until the sewer system capacity is
increased in size to cater for the current needs and future growth.
Importance of a Regional Sewer Development.
The Sedibeng GDS has put forward some ambitious development
strategies that support a 20 to 25 year vision. Some of the
strategies have been translated into strategic programmes named
(Urban, River, and Township) Precincts Development and Vaal
21. The challenge is that these programmes can only ?y if their
corresponding development potential can be supported by the
sewer system capacity of the region. Given the challenges of
sanitation services described above, it means that the Sedibeng
Regional Sewer Scheme project has to happen for the Sedibeng
GDS to materialize.
The Sedibeng Regional Sewer Scheme (SRSS).
The planning of the SRSS is far advanced wherein service providers
have been appointed to tackle the issues of technical, institutional
and ?nancing.
The proposed design capacity of the new Waste Water Treatment
Works (WWTW) of the SRSS is 150 Ml/day for a lifespan of 2025.
The preliminary cost estimates at February 2009 is R 1.27 billion
(excluding Fees and Vat) or R 1.62 billion (including Fees and Vat).
The site for the proposed WWTW has been identi?ed and approved
for further technical work, e.g. geotechnical studies.
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The recommendation received is that the design and construction
of the new WWTW need to commence as a priority and that this
work needs to be done in the 2009/10 year. The construction of the
new works needs to be in units of 50 Ml/day, staggered to spread
the cash ?ow.
5.8.6 Clean Air
Air Quality Management in the Region: Challenges, Impacts,
Development, and Remedial Actions.
Air quality and its management are important as it a?ects factors of
life such as the environment and the health of its inhabitants. For
example, acid deposition, smog, atmospheric ozone loss and the
much aired greenhouse e?ect are some of the drastic e?ects of
air pollution and poor air quality on the environment. The human
health e?ects of poor air quality are far reaching, but principally
a?ect the body’s respiratory system and the cardiovascular system.
The health e?ects caused by air pollutants may range from subtle
biochemical and physiological changes to di?culty in breathing,
wheezing, coughing and aggravation of existing respiratory and
cardiac conditions. Air quality management is thus crucial as it is
primarily the minimization, management and prevention of air
pollution, which aims to improve areas with poor air quality and
maintain good air quality throughout.
DEAT is responsible for regulating all industries and other enterprises
undertaking so-called “scheduled processes”, i.e. processes listed
in the second schedule to the Atmospheric Pollution Prevention
Act (APPA, Act No. 45 of 1965) which have the potential to release
signi?cant quantities of pollutants to the atmosphere.
The Minister of Environmental A?airs and Tourism declared the Vaal
Triangle Airshed as the ?rst national priority area in terms of section
18(1) of the Air Quality Act (Act No. 39 of 2004). The Vaal Triangle
Airshed Priority Area (VTAPA) was declared as a priority area due
to the concern of elevated atmospheric pollutant concentrations
within the area, especially ?ne particulate matter.
In terms of section 15(2) of the Air Quality Act each municipality
is required to develop an Air Quality Management Plan (AQMP).
Such a plan must be included in the municipality’s integrated
development plan as contemplated in Chapter 5 of the Municipal
System Act (Act No. 32 of 2000).
Sedibeng’s AQMP will thus have to achieve the following objectives:
• Improve ambient air quality;
• Reduce negative impacts on human health and environment;
• Address the efects of domestic fuel burning;
• Address the efects of emission from industrial sources
• Address efects from emission from any point or non-point
sources of air pollution;
• Implement the republic’s obligations in respect of international
agreements; and
• Give efect to best practice in air quality management.
The projects that have been proposed for inclusion in the
2009/10 IDP for the realization of the above objectives are i) the
development of the Sedibeng AQMP, ii) the development of the
Sedibeng AQMP Bylaws iii) the development of the Infrastructure
Asset Management Plan for the Sedibeng air quality stations, iv)
the establishment of the Air Quality Management System in the
SDM and the Locals.
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5 STRATEGIES & KEY DELIVERABLES
5.9 PROGRESS REPORT ON OTHER FLAGSHIP PROJECTS IDENTIFIED FOR 2008/09
From the above deliverable, the following projects were identi?ed as key for the 2008/09 ?nancial year.
STRATEGY KEY DELIVERABLES PROGRESS
Growth and
development
• Vaal 21 initiative;
• Manufacturing bene?ciation programme
focusing on steel and petro-chemical
sectors; and
• Connectivity Plan.
• Branding is ?nalized and approved at Joint
Mayoral;
• Successful stakeholder brie?ng session hosted;
• Terms of reference develop to conduct study on
binding constraints;
• Compulsory brie?ng session held;
• Tenders received;
• Technical Evaluation to be completed by 31 Oct; and
• Steering Committee established.
Ensure urban
renewal
• Sharpeville precinct projects;
• Boipatong urban renewal;
• Vereeniging and Vanderbijlpark urban
management and renewal programmes; and
• Waterfront precinct development.
Promote youth
development
• Review and expansion of Youth Advisory
Centre (YAC) into a fully ?edged youth
development programme
• All youth centres fully operational. Sebokeng
centre opened in September 2008; and
• Review project on tender process; estimated
completion time is March 2009.
Promote HIV
and AIDS
understanding,
treatment, care
and support.
• 2008-2013 Comprehensive HIV / AIDS
Implementation Action Plan.
• District AIDS Council functioning well. In the
last meeting, Council provided 800 orphans and
child-headed households with food;
• Ward-Based- Emfuleni has identi?ed 10, Midvaal
and Lesedi 5 each. All municipalities have
advertised for appointments;
• Bophelo/Impilo Project between Arcelor Mittal,
Clinix, Emfuleni & Sedibeng has appointed 45
?eldworkers for Kwa-Masiza & Sebokeng Hostels
and Boiketlong; and
• All municipalities have advertised for tender
regarding Billboards at strategic areas.
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STRATEGY KEY DELIVERABLES PROGRESS
Promote a safe
and secure
environment
• CCTV expansion and improvement
project integrated into an urban
management framework and also
contributing to improved connectivity.
• Council resolution has been taken to expand
and integrate the CCTV System with the CCTV
Systems in Midvaal and Lesedi, including
expansion to Vanderbijlpark and Vereeniging;
• Tender process is in progress to appoint a service
provider.
• Phase 1
• Conversion of the current Optic Fibre
Network to Wireless Transmission in Evaton
and Sebokeng.
• Establish a link and integration with the CCTV
System in Lesedi and Midvaal. Timeframe:
June 2009
• Phase 2
• Installation of the CCTV System in
Vanderbijlpark and Bedworthpark.
• Outsourcing of the CCTV Surveillance/
Monitoring function. Timeframe: December
2009
• Phase 3
• Installation of additional cameras in
Vereeniging and Sharpeville. Timeframe:
April 2010
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5 STRATEGIES & KEY DELIVERABLES
STRATEGY KEY DELIVERABLES PROGRESS
Perform Disaster
Management
e?ciently
• Develop and update district wide
integrated disaster management and
business continuity plans according to
risk pro?les;
• Perform the disaster management
function e?ciently;
• Co-ordinate ?re ?ghting and rescue,
run awareness programmes on ?re and
rescue and ensure training of local ?re
?ghting o?cials; and
• Develop, implement and monitor an
integrated 2010 safety and security plan,
involving all stakeholders including
disaster management, emergency
medical services and health services.
• Risk Assessments completed and currently
being reviewed and updated;
• Currently assisting local municipalities in
developing their risk pro?les;
• Sedibeng DM Macro plan under review;
• River Rescue program developed;
• Water Safety Task Team thereof established;
• Task Team on DM awareness established;
• Disaster Management nodal points identi?ed
and agreed upon by local municipalities to deal
with D.M issues;
• E?ective stakeholder participation has been
established and fully functional;
• Contingency plans for known priority risks have
been developed;
• Procedures on dissemination of early warnings
of some onset hazards established;
• CCC Coordinator is being appointed;
• MOU on specialized ?re ?ghting services for
Lesedi completed and signed;
• 12 ?re personnel trained in Hazmat technician;
• 12 ?re personnel trained in con?ned space
rescue;
• 30 personnel trained in Aircraft ?re ?ghting
rescue; and
• 2010 DMP completed, presented before the
SDMAF and PDMC in support of the plan
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STRATEGY KEY DELIVERABLES PROGRESS
Promote social
development of
our communities.
• Programmes for all vulnerable groups
guided by a holistic social development
policy; and
• Integrated ex-combatants programme.
• Policies for People with Disability and Gender
developed; Consultation with stake holders in
preparation for adoption and development of
Action plan in progress;
• Ex combatant’s policy drafted, for engagement
with stakeholders at a conference in November
2008; and
• Ex combatants plan of action adopted by Mayoral
Committee., for tabling at next Council meeting in
November.
Promote and
develop the
heritage of our
region
• International Human Rights Festival
to coincide with 50th anniversary of
Sharpeville massacre and 2010 FIFA
Soccer World Cup; and
• Sharpeville and Boipatong heritage
precinct.
Nurture the
development of
people’s potential
through sport,
recreation, arts and
culture.
• Multi Coded Hub (mass participation)
programme
• Soccer academy and development
programme; and
• George Thabe sport and recreational
precinct.
• 2010 Sedibeng strategy approved by council
• Feasibility study conducted by Manto
Management on the establishment of
the Sedibeng Soccer Academy, report sent
to council;
• Sedibeng Regional Sports summit held
on the 21-13 November 2008 when all
sports stakeholders will discussed sports
development and resolution taken on
where sports is going, report will be taken to
council;
• Discussions regarding George Thabe still in
the process; and
• Stakeholders identi?ed for the mass
participation programme.
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5 STRATEGIES & KEY DELIVERABLES
STRATEGY KEY DELIVERABLES PROGRESS
Develop and
maintain high quality
municipal facilities
• E?ective ?eet management system with
a renewed ?eet;
• Civic Precinct Project;
• Turnaround strategy implemented for
Fresh Produce Market, Vereeniging and
Heidelberg Airports;
• E?cient Energy Use Plan; and
• Public Works (Facilities) Management
Plan.
• 15 vehicles bought at the cost of R3,8m to
enhance service delivery and a tender has been
issued for calling of the service provider for ?eet
management system;
• Fresh Produce Market:
• Council considered the turnaround strategy
as presented by the service provider on 28
May 2008 and subsequently approved the
option of separating the business from the
facility. In order to implement this option a
tender has been called for appointment of
a transactional advisor to assist the council
with the ?nalization of the transaction.
• Heidelberg & Vereeniging Airport:
• The service provider has submitted the
turnaround strategy for the two airports
but additional information regarding the
technical aspects were not adequately
addressed and therefore additional info had
to be acquired, Tenders are being prepared
for the invitation of a service provider to
assist with the acquisition of the additional
work; and
• Gauteng Department has done e?cient
Energy use survey on 21/10/2008 in council
building and will give feedback on ?nding
s with recommendation of e?cient energy
use.
Render e?ective IT
services
• New IT model with the locals. • Draft MOA completed and submitted to locals
for comments;
• Midvaal requested sta? to be seconded to them
on 1 November 2008;
• Midvaal comments received on MOA and
comments are currently being reviewed and
incorporated into MOA; and
• No comments were received from Emfuleni.
Plan and provide for
e?ective e?cient
and sustainable road
infrastructure
• Regional Roads Development Plan;
• Regional Roads Signage Project; and
• R82 Development Project.
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STRATEGY KEY DELIVERABLES PROGRESS
Plan and develop
accessible, safe and
a?ordable public
transport systems
and facilities
• Taxi Rank Turnaround Strategy, and
• Integrated Transport Plan.
• Taxi Rank Turnaround Strategy; and
• Integrated Transport Plan
Plan for e?ective,
e?cient and
sustainable
infrastructure
for water and
sanitation services,
and provision of
electricity
• Sedibeng Regional Sewer Works. • The estimation of present and future sewer ?ow
rates is complete;
• The selection of a suitable site for the SDM
regional waste water treatment works is nearly
complete;
• Meetings, site-visits and workshops were
conducted with stakeholders to better
understand each stakeholders needs and to
achieve common understanding on the scope
of the project;
• PPP process is in progress, it will evaluate options
to create a viable and sustainable partnership
with the private sector for delivery of the
sanitation works; and
• The outfall sewer route selection and optimization
has commenced.
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5 STRATEGIES & KEY DELIVERABLES
STRATEGY KEY DELIVERABLES PROGRESS
Create healthy
environment
through e?ective
environmental
health
management
• Vaal Air Quality Management Plan. • The Vaal Airshed Air Quality Plan has been
?nalized. It will be published for public comment
by the Minister in the third week of November
2008.
• Renewable Energy Generation Plan;
and
• Clean Fires Campaign/Programme.
.
• Clean Fires Campaign was launched successfully
in July 2008 by the SDM.
• More than 300 community members and o?cials
from the Sedibeng Region, City of J’oburg, Fezile
Dabi DM and Ekurhuleni Metro were trained on
the basic principles of Basa Njengo Magogo.
• Second Generation EPoA; and
• Municipal Health Services Strategy/
Programme.
• The BNM Methodology will be rolled out further
at local municipality level.
• Service providers have already been procured by
Emfuleni.
• Lesedi and Midvaal requested the SDM to assist
re funding for further roll out in their areas of
jurisdiction; and
• Workshop scheduled for 21 November 08 to
consolidate the roll out strategy for the region
and to compile the request for funding from the
Urban Environmental Management Programme
which is funded by the Danish Government.
• Air Quality Management Strategy/
Programme.
• Agreement was reached in the IGR : MHS on
the Request for Proposal to procure a service
provider;
• Advert was placed in the Media on 16 November
2008;
• Appointment of service provider to follow in line
with Procurement procedures and time frames;
• A service provider has been appointed for this
project;
• The Project Steering Committee, consisting of
reps from Local Municipalities and other spheres
are well functioning; and
• Project will be delivered on time.
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STRATEGY KEY DELIVERABLES PROGRESS
Promote
conservation of
environmental
resources and
biodiversity
• Greening and Wetland Regeneration
Programme;
• Kliprivier Regeneration Plan; and
• Working for Water Programme.
Ensure the
minimization of
waste and the
maximize recycling
of waste
• Recycling Programme.
Ensure e?ective
competent and
motivated sta?
• Training and Team Building Programme;
• Employees’ Personal Development Plans;
and
• Occupational Health and Safety Plan
for Council Facilities (including leased
buildings).
Ensuring a
corruption free
municipality
• Anti Fraud and Corruption Strategy; and
• Change Management Strategy/
Programme for LSCs
• Appointed the fourth LSC Manager as well as the
Assistant Manager: Governance & Administration
both w.e.f. 5/1/2009. Progress on both projects
should therefore continue shortly.
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5 STRATEGIES & KEY DELIVERABLES
5.10 REVISED STRATEGIES AND DELIVER-
ABLES – 2009/10
In this section we identify the key STRATEGIES and DELIVERABLES
for each priority area. This is the heart of the IDP since it sets
out what the SDM will be doing in the next four years with a
focus on the 2009/10 ?nancial year. In many instances these
deliverables remain the same as in the previous year. In other
areas, due to changed circumstances, new issues and revised
priorities as discussed in the introduction, the deliverables have
been revised.
5.10.1 Reinventing our Economy
By consolidating the existing sectors and exploring new sectors
of growth.
STRATEGY REVISED KEY DELIVERABLES
Support the consolidation and
expansion of the metal, energy
and construction sectors
• Consult and Coordinate the implementation of SDM incentive policy with the local
municipalities;
• Establish an industries forum within the steel, metal, energy, construction and other
related industries;
• Explore and if feasible initiate and support the establishment of an industrial
development zone;
• The engagement on Vaal 21 initiatives must be followed up; and
• Explore and if feasible initiate and support the establishment of an industrial
development zone.
Promote and develop tourism
and leisure sectors
• Implement tourism and directional signage including on identi?ed tourism routes;
• Implement Gauteng Tourism Institutional Framework by establishing and supporting
a Regional Tourism Association;
• Grow all tourism products together with private sector and other spheres of
government;
• Include support for RTA (Regional Tourism Association) to that of LTA’s;
• Focus on leisure activities in addition to water tourism; and
• Promote establishment of Conference Centre (approx 5000 seater)
Promote and develop
agriculture sector
• Identify suitable land and crops for value adding agricultural activities and agricultural
hubs and Implement in partnership with Rand Water and local municipalities and
with expertise from ARC and other agricultural organisations and institutions
• In conjunction with the locals and other spheres of governments facilitate the
establishment of an all inclusive representative Sedibeng farmer’s forum. Support
the process of land restitution and establish post settlement programmes for new
land owners. Continuously engage the Vereeniging Fresh Produce on opportunities
of supply of produce by emerging farmers.
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STRATEGY REVISED KEY DELIVERABLES
Promote opportunities for
increased inclusivity in the
economy
• Compile a comprehensive SMME database for the District;
• Assist with the funding for cooperatives and other emerging small business
formations;
• Coordinate and facilitate training programmes for SMME’s including the Gauteng
Enterprise Propeller (GEP), Department of Labour, Tourism Enterprise Project (TEP)
and relevant Sector Education and Training Authorities (SETA’s);
• Implement the outcomes of a BBBEE Summit to be held on 1 April 2008;
• Develop and implement a concept of ‘Business Week’ to segment and organize
parallel tracks, varied exhibitions needs for general, di?erent industries and business
needs;
• Implement the BBBEE Summit outcomes and resolutions;
• Sedibeng District Municipality’s LED and Treasury Clusters to facilitate in partnership
with other agencies a training and capacity for SMMEs, Cooperatives and emerging
farmers Facilitate for the establishment of a united Sedibeng Business Forum;
• Facilitate and mediate in the divisions and problems a?ecting NAFCOC Sedibeng;
and
• Ensure that the SDM supply chain policies, procedures and practices facilitate
procurement to SMMEs, Cooperatives and BBBEE.
Ensure integrated economic
development and investment
through the Vaal 21 initiative
• Ensure integrated economic development and investment through the Vaal 21
initiative.
Consolidate, review and
monitor the SGDS
• Complete the second Generation GDS and identify projects aligned to Vaal 21
projects;
• Market and promote the SGDS with stakeholders, communities and investors locally,
nationally and globally;
• Establishing an appropriate forum and programmes to conduct a skills pro?le for
the region, and the development of a plan to ensure a better match between skills
demand and supply; and
• Monitor and periodically review progress on the implementation of the SGDS.
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5 STRATEGIES & KEY DELIVERABLES
5.10.2 Reinventing our Communities
By provision of basic services, regeneration and property development to improve the quality of living for all.
STRATEGY REVISED KEY DELIVERABLES
Ensure integrated spatial
development planning
and promote good land
use management
• Ensure the ongoing and updating implementation of a Spatial Development Framework
for the Region in such a way that it guide and direct long-term development and inform
Master Plans for services;
• Ensure that the urban edge proposals are accepted by GPG and included in future land
use planning;
• Develop and manage a Geographical Information System for the SDM which can be
integrated to and be supportive of Emfuleni, Midvaal and Lesedi Local Municipalities;
• Engage with all stakeholders on Land Use Management in conjunction with locals;
• Support local municipalities to implement consolidated Town Planning Schemes;
• Align deliverables to new Planning Act (GDPA) and ensure compliance; and
• Change Urban Edge process in line with continuous motivation, assessment and review
method.
Promote residential
development and urban
renewal
• Complete and Implement MHDP to facilitate future housing development & ensure
inclusionary housing provisions and unblock problems at places like Mamello, River
Glen, etc.;
• Facilitate the Evaton Regeneration Programme and implementation of projects together
with Emfuleni and the Gauteng Department of Housing;
• Facilitate the Top 20 Townships Programme especially with regards to spatial planning,
infrastructure development and housing;
• Coordinate and facilitate the implementation of Shack-Eradication Programme
together with GDoH and all the Local Municipalities by funding and implementing the
programme;
• Move from Developing MHDP to implementation of MHDP;
• Work in partnership with the local municipalities to implement a number of precinct or
residential development projects including:
• A civic precinct in the CBD of Vereeniging;
• Waterfront precincts along the Vaal River;
• Heritage precincts at Sharpeville;
• Heritage precinct and urban renewal of Boipatong;
• A local development plan for the area in the surrounds of the Fresh Produce Market; and
• Extension of Precinct Development projects to Evaton and NDP;
• A local development plan for the Doornkuil area in Walkerville.
•
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STRATEGY REVISED KEY DELIVERABLES
Plan for e?ective,
e?cient and sustainable
infrastructure for water
and sanitation services,
and provision of electricity
• Plan for e?ective, e?cient and sustainable infrastructure for water and sanitation services,
and provision of electricity.
5.10.3 Reviving a Sustainable Environment
By increasing the focus on improving air, water and soil quality and moving from a producer and receiver of waste to a green city.
STRATEGY REVISED KEY DELIVERABLES
Ensure the minimisation of
waste and the maximize
recycling of waste
• Update our Integrated Waste Management Plan (IWMP) and develop a Waste Information
System;
• Ensure the rolling out of community campaigns such as waste management to improve
our quality of life;
• Facilitate tyre recycling and reuse activities in the Sedibeng Region;
• Pilot environmentally sustainable measures in respect of land?ll site management; and
• Ensure the development and implementation of a waste recycling strategy.
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STRATEGY REVISED KEY DELIVERABLES
Create healthy
environment through
e?ective environmental
health management
• Ensure the delivery of an e?ective and sustainable municipal health services;
• Ensure compliance to and the e?ective implementation of the SLA through good inter-
governmental relations;
• Ensure the rolling out of community campaigns such as Clean Fires to improve our air quality;
• Ensure the development and adoption of MHS bylaws;
• Develop and implement Air Quality Management Bylaws;
• Before 2011 have a MHS unit in place focusing on priority issues and areas;
• Ensure the e?ective implementation of the Vaal Priority Area Air Quality Management Plan;
• Support the development of the Highveld Priority Area Air Quality Management Plans;
• Before 2011 have an Air Quality unit in place that will be implementing the Vaal Air
Quality Management Plan;
• Develop and begin implementation of an Energy Strategy for the Sedibeng region
(including approaches to Energy E?ciency);
• Ensure the development and establishment of an appropriate MHS system through
good inter-governmental relations;
• Facilitate the implementation of the safety food programme during 2010;
• Support the initiatives for the prevention and dealing with health incidents, e.g. cholera;
• Develop and implement the Sedibeng Air Quality Management Plan that is in alignment
with the Vaal Air Quality Management Plan;
• Develop and implement the Asset Management Plan for the Sedibeng DM air quality
stations that are in Kliprivier, Sebokeng, Three Rivers, and Sharpeville; and
• Undertake the Section 78 process (MSA, 2000) for deciding on mechanisms to provide
air quality management service.
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STRATEGY REVISED KEY DELIVERABLES
Build partnerships to ensure
integrated environmental
awareness, planning and
management
• Develop an updated database on environmental policy and legislative requirements of
local government;
• Develop the Sedibeng Environmental Management Framework;
• Ensure development and implementation of an e?ective Environmental Programme of
Action;
• Facilitate a cleaner production support programme for industry in Sedibeng to assist the
private sector in implementing environmental best practice;
• Ensure proper environmental planning and compliance through good inter-
governmental relations;
• Initiate/partner with sustainable programmes that create jobs and opportunities, e.g.
working for water/wetlands;
• Ensure the development and implementation of an outreach strategy;
• Before 2011 have developed an approach to co-generation and energy saving e.g. solar
street and tra?c lights;
• Pilot environmentally sustainable measures in respect of street lighting (Ben Schoeman
road in Sebokeng);
• Support the development of the green city at Doornkuil; and
• Clarify the relationship between Municipal Health Service, Environmental Health Service
and Primary Health Service.
Promote conservation of
environmental resources
and biodiversity
• Implement Sedibeng Tree Planting Initiative to assist local Municipalities with greening
initiatives especially along pedestrian routes and in recreational areas;
• Develop a plan for wetlands and grasslands including conservation, rehabilitation and
support for job creation projects to achieve their conservation and rehabilitation with
focus areas on the urban wetlands of Sharpeville and Boipatong;
• Facilitate greening projects, Working for Wetlands, Working for Water and other EPWP
projects in the area of conservation; and
• Facilitate the development of a bio-sphere conservation area in and around
Suikerbosrand.
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5.10.4 Reintegrating our Region
With the rest of Gauteng, South and Southern Africa through improving connectivity and transport links.
STRATEGY REVISED KEY DELIVERABLES
Plan and provide for e?ective
e?cient and sustainable road
infrastructure
• Before 2011 have master/comprehensive plans in place to ensure delivery of new bulk
infrastructure;
• Work with provincial government and the local municipalities to ensure that outdated
signs are removed, new signs are installed and tourism signage is installed and maintained
for all tourist attractions in our region;
• Ensure regional coordination and liaison in respect of road master planning through
inter-governmental relation forum;
• Overhaul road and tourism signage on major local and regional roads and tourist
destination;
• Facilitation and coordination of the township roads upgrading strategy to make
signi?cant inroads into the upgrading of township roads to include street lighting and
sidewalks;
• Maximize the employment of local labour and target youth, people with disabilities and
ex-combatants;
• Facilitation and coordination of the improvement of certain sections of the regional road
network, e.g. parts of R82, re-alignment of R42; and
• Facilitate the development of the regional cemetery plan.
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STRATEGY REVISED KEY DELIVERABLES
Plan and develop
accessible, safe and
a?ordable public transport
systems and facilities
• Develop Sedibeng ITP which guides how we manage public transport, airports, freight
and waterways;
• Ensure the development of a proper transport planning methodology through good
inter-governmental relations;
• Work with the SARCC/Metrorail on the upgrading of rail infrastructure;
• Develop and implement a 2010 transport plan to ensure that visitors and sport spectators
can move around our region and to matches easily and safely;
• Implement turnaround strategy for the taxi ranks;
• Identi?cation of key intermodal facilities for upgrading and development as precincts/
economic hubs including bus stops, Taxido Junction, Bophelong Rank and Mpumelelo
Rank Develop Sedibeng ITP which guides how we manage public transport, airports,
freight and waterways;
• Ensure the development of a proper transport planning methodology through good
inter-governmental relations;
• Work with the SARCC/Metrorail on the upgrading of rail infrastructure;
• Develop and implement a 2010 transport plan to ensure that visitors and sport spectators
can move around our region and to matches easily and safely;
• Implement turnaround strategy for the taxi ranks; and
• Identi?cation of key intermodal facilities for upgrading and development as precincts/
economic hubs including bus stops, Taxido Junction, Bophelong Rank and Mpumelelo
Rank.
Promote e?cient
movement of freight
• Develop and implement a feasible and appropriate freight facility including in possible
partnership with the North West University and its partners;
• Improve freight transport in the Sedibeng area; and
• Work with various stakeholders to ensure the safety of freight, pedestrians and private
cars along the R59 industrial corridor.
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STRATEGY REVISED KEY DELIVERABLES
Render an e?cient and
corruption free vehicle
registration and licensing
service
• Improve the best practice model so that clients are better served and sta? are more
productive;
• Before 2011 have improved capacitated sta? and quality workplace skills plan;
• Improved risk management including anti-fraud and corruption policies and plans;
• Construct of a learner license examination hall and o?ce accommodation at the
Vereeniging License Service Centre;
• Build undercover waiting areas for clients at all License Service Centres;
• Support the establishment of a License Service Centre o?ering all the services in the
northern area of Sedibeng;
• Ensure compliance to and the e?ective implementation of the SLA through good inter-
governmental relations;
• Establish onsite capacity and resource for Batho Pele coordination; and
• Develop and implement an approach to address the non-technical skills gap.
Improve ICT connectivity
in Sedibeng
• Develop an ICT connectivity master plan drawing on experiences of other cities in South
Africa and elsewhere;
• Review the implementation of CCTV cameras in Emfuleni to establish how it improve
sthe service as well as how to leverage the provision of other services from the ?bre optic
cable already installed; and
• Explore providing a centralized call centre service for all municipal services.
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5.10.5 Releasing Human Potential
Through accelerated investment in people and increased focus on the development of social capital.
STRATEGY REVISED KEY DELIVERABLES
Nurture the development of
people’s potential through
sport, recreation, arts and
culture
• Facilitate the establishment of district councils in identi?ed sporting codes;
• Work with province and local municipalities on a sport mass participation programme
to include establishment of multi – coded hubs: Ratanda, Devon, Sicelo, Sharpeville,
Bophelong, Boipatong and at Saul Tsotetsi Sport Centre in Sebokeng. Including
establishment of;
• A regional sports council; and
• A regional colours programme
• A comprehensive water based sports program
• Implementation of summit resolutions as approved by Council
• Implement a plan to nurture development and interest in soccer in the run up to 2010
FIFA Soccer World Cup Plan, including a possible soccer academy hosting 2010 Soccer
Teams and a dedicated school programme in partnership with GPG and GDE.
• Key priorities to include:
• Partnership with Aaron Mokoena Foundation.
• Establishing Public Viewing Site – Civic Precinct.
• Upgrading George Thabe Stadium.
• Hosting of Provincial or National Tournaments.
• Finalising 2010 Safety and Security Plan in consultation with SAPS
• Implement a programme to support artists and crafters including support to ensure
sustainability, identifying events and sites for markets and upgrading certain identi?ed
sites, including:
• Alignment with Precinct Development projects and other local initiatives.
• Establishment of craft Hub in Sharpeville Police Station in the interim;
• Monitor implementation as per Facility Management upgrading plan and align further
developments in accordance with Precinct Development project;
• Develop a comprehensive heritage strategy, aligned to National, Province and the
Precinct Development Project Plan including:
• Database of anti-apartheid activists, victims and survivors.
• Approach towards heritage monuments, interpretation centres and museums.
• Focus on Evaton, home of Duma Nokwe and Gert Sibande and the upgrading of the
Roman Catholic Church in Small Farms;
• Strengthen and support a Local process in respect of changing certain geographical
names and identifying public places and roads for name change, including the
commemoration of the life of Adelaide Tambo;
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STRATEGY REVISED KEY DELIVERABLES
Nurture the development of
people’s potential through
sport, recreation, arts and
culture
• Support and monitor Sharpeville Precinct Development Project according to Council
approved plan including:
• Supporting Evaton and Boipatong Urban Renewal and Heritage projects.
• Finalise Service Level Agreement / MOU regarding o?cial take over and opening of
Heidelberg Transport Museum; and
• Finalise Negotiations with J’oburg Metro to open Heidelberg Museum as a satellite of
the James Hall Transport Museum.
• Develop a set of annual identi?ed events and programmes for commemorative days,
choral festival, and soccer festivals;
• The above series of events should culminate in an annual Human Rights Festival for
March of each year;
• Begin to plan for an International Human Rights Festival to be held in March 2010 to
commemorate the 50th anniversary of the Sharpeville massacre including a national
permanent human rights exhibition; and

• Begin to plan for a multi cultural and focused 2010 Festival to happen during the 2010
Fifa Soccer World Cup.
Promote and develop the
heritage of our region
• Develop a comprehensive heritage strategy aligned to National and Provincial plan
which should include:
• Database of anti-apartheid activists, victims and survivors;
• Approach towards heritage monuments, interpretation centres and museums; and
a
• Focus on Evaton, home of Duma Nokwe and Gert Sibande and the upgrading of the
Roman Catholic Church in Small Farms;
• Arrange a programme of appreciation for veterans and survivors in SDM region;
• Support and monitor Sharpeville Precinct Development Project according to Council
approved plan including:
• Supporting Evaton and Boipatong Urban Renewal and Heritage projects
• Finalise Service Level Agreement / MOU regarding o?cial take over and opening of
Heidelberg Transport Museum.
• Finalise Negotiations with J’oburg Metro to open Heidelberg Museum as a satellite
of the James Hall Transport Museum.
• Sharpeville, Vaal Teknorama and Heidelberg Museums Management Plans and or
interpretation and exhibition centres.
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STRATEGY REVISED KEY DELIVERABLES
Promote a safe and secure
environment
• Support Victim Empowerment Centres in partnership with Police, Communities and
other spheres of government.
• Establish Victim Empowerment Centre at Itsose Primary School Sharpeville.
• Finalise MOU with Gauteng Department of Education and Public Works and
Gauteng Community Safety Department.
• O?cial launch of Regional Victim Empowerment Centre by MEC by May 2009.
• Training of volunteers for the Centre in partnership with Province;
• To initiate, implement and promote social crime prevention programmes that seek to
tackle the root causes of crime and criminality with relevant role players;
• Develop and coordinate e?ective partnerships for safer communities;
• Manage, improve and expand CCTV street surveillance system within the district
including:
• Outsourcing of the CCTV Surveillance Operator Function.
• Developing partnerships with Business against Crimes.
• Reviewing the current Memorandum of Agreement with relevant stakeholders.
• Expansion of integration of system with Locals;
• Review institutional arrangements for the management of Tra?c O?cers;
• Develop Emergency response and VIP Policy and submit;
• Promote and implement the SDM Community Safety Strategy;
• Develop and Implement an overall 2010 Safety and Security Plan;
• Review and Update the district wide integrated DMP;
• Ensure e?ective delivery of specialized Fire Fighting Services;
• Coordinate, strengthen and support e?ective partnerships with locals and other
stakeholders (i.e. River Rescue program);
• Ensure e?ective service delivery of the Emergency Centralized Communication Centre;
and
• Establish a fully ?edged Sedibeng Disaster Management Centre.
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STRATEGY REVISED KEY DELIVERABLES
Perform Disaster
Management e?ciently
• Review and Update the district wide integrated DMPl
• Ensure e?ective delivery of specialized Fire Fighting Services;
• Coordinate, strengthen and support e?ective partnerships with locals and other
stakeholders (i.e. River Rescue program);
• Ensure e?ective service delivery of the Emergency Centralized Communication Centre;
• Establish a fully ?edged Sedibeng Disaster Management Centre; and
• Ensure the implementation of calendar events
Promote HIV and AIDS
understanding, treatment,
care and support
• Implement and monitor the SDM AIDS Strategy (2007-2011);
• Facilitate and support the functioning of the AIDS councils (district and locals);
• Coordinate and support the implementation of HIV & AIDS ward based programmes;
• Facilitate the implementation of internal and external HIV & AIDS mainstreaming
programmes;
• Ensure the implementation of treatment, care and support programs, including the
provision of ARVs;
• Strengthen and support HIV/TB collaboration; and
• Ensure the implementation of calendar events and other identi?ed projects.
Promote e?cient delivery
of primary health care and
emergency medical services
• Ensure there are improved response time and enhanced quality of care by Emergency
Medical Services;
• Ensure high level of oversight role to ensure adequate provision of services in the content
of potential PHC and EMS provincialisation;
• Maximise EMS Services in Evaton and Devon;
• Ensure high level of oversight role to strengthen Primary Health Care Service Delivery in
the context of Provincialisation;
• Support functioning of DHC (District Health Council);
• Support implementation of Primary Health Care Facility Committees;
• Monitoring of communicable diseases control and management including Cholera
outbreak, TB, EPI; and
• District Health system development.
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STRATEGY REVISED KEY DELIVERABLES
Promote social
development of our
communities
• Development of a comprehensive social policy to guide how we can maximize our
contribution to social development, especially in relation to vulnerable groups;
• Protect and ensure the dignity of elderly people through:
• supporting the establishment of a senior citizens forum
• ensure that appropriate community based facilities are built for the elderly;
• To ensure gender empowerment, there should be an appropriate division of
responsibilities between Community Services Cluster, O?ce of Mayor, O?ce of Speaker
and overseen by the Section 79 Committee to:
• Ensure that we continue to have dedicated programmes for women support and
empowerment including for councillors;
• Address issues of gender equality and sensitizing men to women issues
• Appropriately celebrate Women’s Month,
• Support women employees and Councillors;
• Support children through:
• Initiating and supporting a local inter-sectoral forum to prevent, intervene and
rehabilitate children in need of care.
• Ensure the e?ective implementation of the Bana-Pele single window programme.
• Ensure the e?ective roll out of the provincial early childhood development strategy;
• Develop an integrated programme for ex combatants and monitor implementation;
• Implement short term action plan in terms of the Districts capacity, while further
engagement is done with other Local Municipalities, Provincial and National Departments
to develop a long term sustainable strategy;
• Key actions include:
• Developing and veri?cation of database.
• Cleansing and Honouring Ceremonies.
• Capacity building.
• Support re-burials of exiled ex-combatants;
• Skills and Training;
• Ex-Combatants Mainstreaming;
• Implementation of Donation Policy;
• Ensure implementation of Early Childhood Development Programme;
• Protect the dignity of People with Disabilities:
• Protect and ensure the dignity of people with disability.
• Implement the Bring a Disabled Person To Work campaign; and
• Ensure the implementation of a programme for people with disabilities.
Youth Development
• Implement a comprehensive youth programme guided by the Youth policy; and
• Expansion of the Youth Advisory Centre services, including establishment of the Fully
Fledged Youth Advisory Centre.
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5 STRATEGIES & KEY DELIVERABLES
STRATEGY REVISED KEY DELIVERABLES
Youth
• Implementation of the of the Youth Advisory Centres programme;
• Administration of the External Bursary Fund; and
• Social and Economic development of young people.
Gender Programme • Ensure Gender mainstreaming and empowerment.
5.10.6 Good and Financial Sustainable Governance
Through sound administration, knowledge sharing, caring and growing employees and performance management.
STRATEGY REVISED KEY DELIVERABLES
Ensure ?nancial sustainable
local government including
of revenue collection,
management and ?nancial
mobilisation
For enhanced revenue collection, management and ?nancial mobilisation:
• Continuation for enhanced and comprehensive fxed asset registers on rental agreements
with Locals;
• Ensure completeness of revenue;
• Explore additional revenue generating avenues for Council; and
• Improve revenue management;
Governance of municipal
?nance
IGR and IDP Lekgotla resolutions
For governance of municipal ?nance
• 100% MFMA compliance; and
• Introduce improved policies and procedures.
• Ongoing workshops on fnancial internal control procedure manual.
Building capacity to manage
municipal ?nance
Continuation for capacity to manage municipal ?nance
• Put in place appropriate training and mentoring for all staf including fnancial staf in line with
competency framework to develop and manage municipal ?nance.
• Successful CFO IGR Forum interventions conducted with Locals, Provincial Treasury and DPLG.
• Improvement on internal customer satisfactory surveys.
Financial reporting
Continuation for ?nancial reporting.
• Ensure Clean Audit Programme to continue to achieve an unqualifed audit;
• Ensure appropriate IT Systems to support Financial Management in place including maximum
inter-operability with Locals; and
• Ensure successful review of GAMAP/GRAP implementation.
Budgeting and planning
municipal ?nances
For budgeting and planning municipal ?nances
• Ongoing review of existing tarifs while mindful of the need to keep tarifs afordable to the poor;
• Develop a medium term expenditure framework and/or regional fscal guide in alignment with
National, Provincial and Municipal Budget allocations;
• Move towards zero-based budgeting and activity based costing; and
• Develop fnancial plan for the District.
• Ensure efective budget management and monitoring through the coordination of a Budget
Panel in aligning IDP priorities to SDBIP deliverables.
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STRATEGY REVISED KEY DELIVERABLES
Supply Chain Management
Continuation to e?ectively manage Supply Chain Management.
• Manage contract and supplier database efectively;
• Develop programme to support local SMME’s and Local Businesses to bid for government tenders;
and
• Introduce improved policy and procedures.
E?ective management of
council business
• Efective Legal Support;
• Efective Records Management;
• Produce an internal newsletter;
• Efective internal communication;
• Cost efective internal communication; and
• Build and improve the wellbeing of Councillors
Strengthening oversight and
accountability
• Develop a governance model that would enhance the separation of powers between the council
and the mayoral committee; and
• Ensure efective functioning of the Mayoral Committee and enhance high level of political
understanding amongst committee members and strengthening oversight and accountability.
Render e?ective IT services
• Enhance communication;
• Enhance the current network to link remote ofces, libraries, clinics and youth advice centers to
the wide area network (WAN) through inter alia investment in hardware, security, masts etc.;
• Develop a business continuity plan to ensure that back-ups are available in the situation of a
disaster;
• Roll out specialized software enhancements and working with diferent internal departments to
provide them with IT solutions to meet their respective IDP demands;
• Roll out IT enhancements including Phase 2 of Novell Netware and working with diferent internal
departments to provide them with IT solutions to enhance their work;
• Continuous investigation and Implementation of the latest information technology in line with
national trends and standards; and
• Review of relationship with locals to ensure interoperability and connectivity but for each to
manage their own IT assets and systems.
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STRATEGY REVISED KEY DELIVERABLES
Ensure e?ective, competent
and motivated sta?
• Ensure that SDM operates as an efective and caring municipality through inter alia ensuring:
• Efective training;
• Employee wellness and support;
• Team building interventions; as well as ongoing review of the organisational structure to align
with changes in strategy.
• Ensure that SDM operates as an efective and caring municipality through harmonizing labour
relations;
• Continuous implementation of performance management system for all employees to enhance
productivity and deal constructively with poor performance;
• Skilling and building the capacity of ofcials and councillors through ensuring that each employee
and councillor has a personal development plan cascaded up into a workplace skills plan. Particular
attention needs to be given to women and young people in Council; in line with National Skills
Development Strategy;
• Implement our Employment Equity Plan to ensure the adequate representation of previously
disadvantaged people, women, young people and people with disabilities at all levels of our
sta?;
• Implement an efective Employee Assistance Programme including an HIV and AIDS workplace
programme and support to employees and councillors on ?nancial planning;
• Co-ordinate the implementation of the Batho Pele principles including the provision of name tags
for all sta?;
• Accelerate programmes of Batho Pele; and
• Ensure a healthy and safe working environment for all employees.
Develop and maintain high
quality municipal facilities
• Develop and Implement turnaround strategy for Council Facilities;
• Development of a well maintained connected civic precinct in Vereeniging to contribute to service
delivery and the regeneration of the Vereeniging CBD;
• Accessible, attractive and safe facilities for clients at our service points including vehicle registration
and licensing centres, public safety facilities, museums and youth advice centres;
• Efective feet management safe vehicles are available to staf and councillors;
• Develop a long term plan and model for the efcient management and maintenance of our
facilities including possibilities of partnership to partner with private sector; and
• Ensure reasonable accommodation for people with disabilities.
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STRATEGY REVISED KEY DELIVERABLES
Facilitate access to relevant
information and promote
knowledge
• Knowledge Management Strategy developed Implement Knowledge Management
• Participate in District Learning Network to share experiences across districts;
• Enter into MOU with VUT and NWU arounddevelopment of skills for the SDM.
• Use and strengthen local websites as a form of information sharing;
• Facilitate the establishment of a Skills Forum; and
• Research migration study in Sedibeng
Ensure measurable
performance and transparent
monitoring of the
municipality
• Establish Key Performance Indicators which will be measurable and measured on a regular basis.
• Ensure that there are quality quarterly, mid-year and annual reports which are conveyed to
stakeholders and constituencies.
5.10.7 Vibrant Democracy
Through good communication and stakeholder relations, marketing and branding, good intergovernmental relations and capacitation of
councillors.
STRATEGY REVISED KEY DELIVERABLES
Build high level of stakeholder
relations and e?ective
communication and branding
• Revise communication strategy to ensure appropriate integration between internal
and external communication, marketing and branding;
• Ensuring ongoing communication with our stakeholders;
• Establish an integrated stakeholder database;
• Ensure the branding of Sedibeng District Council as part of the branding of Sedibeng;
• Develop and implement a number of key communication vehicles to the public including
izimbizo, council meetings, taking council meetings to communities, newsletters, use
of media adverts, etc.;
• Co-ordinate a District Communications’ Forum;
• It has been delegated to both LED and Executive Mayor’s O?ce;
• Transfer Business Forum to LED; and
• Enhance participation of stakeholders in the implementation of the IDP, to achieve
improved and sustained partnership with various stakeholders.
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5 STRATEGIES & KEY DELIVERABLES
STRATEGY REVISED KEY DELIVERABLES
Promote high level of
intergovernmental co-
operation and co-ordination
• Ensure e?ective and e?cient functioning of all IGR structures as contained in the
Sedibeng IGR Protocol Framework;
• Ensure high level of interaction and information sharing with other spheres of
government, municipalities and local government associations, e.g. Vaal 21 concept;
• Provide administrative support for Vaal 21 Initiative;
• Co-ordinate and facilitate international exchange programmes to achieve our strategic
objectives; and
• Promote Inter-municipal learning and recreational programmes (e.g. District Learning
Networks) and be responsible for hosting of 2009 SALGA OR Tambo Games.
Ensure high level of
corporate governance
• Ensure e?ective and e?cient functioning of Internal Audit Function;
• Implement Risk Management Framework in SDM;
• Implement Anti-Fraud and Corruption Plan including establishment of a Hotline; and
• Improved management of Disclosure of Interests by Council employees.
Ensure public participation
• Strengthening ward committees and Ward sectoral forums through providing resources
for training to local municipalities;
• Building the capacity of councillors to be e?ective public representatives;
• Implementing and co-coordinating a petition management system to e?ectively deal
with petitions from members of the public;
• Holding public meetings and putting documents into public domain as required in
terms of the Municipal Systems Act and Municipal Finance Management Act; and
• Arranging GDS and sectoral izimbizo and dialogues with designated groups including
women, youth, the elderly, people with disability, etc.
Mainstreaming of issues
relating to designated
groups
• Ensure that programmes exist to empower and promote designated groups (see
earlier);
• Facilitate development of appropriate policies and mechanisms to enhance participation
of the designated groups; and
• Develop the capacity and understanding of o?cials on how to mainstream.
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5.11 CONTINUATION OF IDP FLAGSHIP PROJECTS IN 2009/10
The following table provides further details on ?agships projects planned for 2009/10.
STRATEGY PROJECT
Growth and development
• Vaal 21;
• Precincts Projects;
• Steel industries – support and social programmes in re-skilling;
• FIFA 2010 o?ering & Marketing;
• Small scale mining and bene?ciation;
• Integrated Information Communication Technology (ICT) Connectivity;
• Value adding agriculture crops and industries. (agricultural value chain);
• 2010 O?ering;
• Regional Association;
• Leisure Tourism and Business Tourism promotion; and
• Conference Centre
Ensure integrated spatial
development planning and
promote good land use
management
Promote Residential
Development and Urban
Renewal
• Ongoing development of the SDF;
• Motivating and in?uencing the Urban Edge;
• Support to ELM in relation to application backlogs;
• Support for Shack Eradication Programmes;
• Support New Housing Projects in:
• Mamello, Tshepiso North, Obed Nkosi, Doornkuil, Kwa Dlomo Dam and Rustervaal;
• Support Informal Settlements Upgrading in:
• New Village, Sonderwater, Boiketlong;
• All Precinct Projects:
• ELM (Sharpeville, Civic, Waterfront, Boipatong, Bophelong) Plus Evaton now added
• MLM (Sicielo, Mamello, Lakeside / Doornkuil)
• LLM (Ratanda, Impumellelo, Jameson park, Kwazankele); and
• Supporting 2010 deliverables
150 | Sedibeng Intergrated Development Plan 2010 Our area, our people, our institution and service delivery
5 STRATEGIES & KEY DELIVERABLES
STRATEGY PROJECT
Youth development
• Implementation of District Youth Development Strategy Plan;
• Expansion of the Youth Advisory Centres; Establishment of the Fully Fledged Youth
Advisory Centre;
• Implement project linked to the NYS/ EPWP; and
• Launch all NYS/ EPWP Youth Programmes
Promote HIV and AIDS
understanding, treatment,
care and support.
• Abstinence Week Campaign in February (community mobilisation towards secondary
abstinence);
• WALK THE TALK Motivational Campaign in June, (Youth Month motivational talks to
institutions e.g. prisons, schools, hospices, hospitals, etc);
• Sedibeng AIDS Cultural Festival in September: Included as part of Heritage Month
Festival, (fund raising for Drop-in centres for OVCs and poverty alleviation programmes
e.g. food gardens, bead-work etc);
• Bucket of Love event (Children on ARVs) in December, (Toys, clothing etc.);
• Quarterly Households Door-to-Door educational campaigns, (STI/TB/HIV&AIDS, teenage
pregnancies, substance abuse etc);
• Local media education campaigns, (community STI/TB/HIV&AIDS empowerment);
• Project “WIN”, (targeted community mobilisation, Midvaal);
• Bophelo/Impilo Project, (Targeted community mobilisation, Emfuleni); and
• Khomanani Project ( targeting Sicelo and Bophelong extension)
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STRATEGY PROJECT
Promote a safe and secure
environment
• Expansion of CCTV Project;
• Outsourcing of the CCTV Surveillance Centre in terms of Operator function, Maintenance
and Marketing;
• Formalization of Memorandum of Understanding with relevant stakeholders (SAPS,
Business Sector and Local Municipalities);
• Installation of mobile CCTV Cameras at identi?ed 2010 Viewing Places;
• Establishment of a Regional Community Policing Forum and Centre;
• Provision of stipend for volunteers for special events including 2010 activities;
• Training of volunteers in community safety for 2010;
• Training of community volunteers in crime prevention and victim trauma counselling;
• Expand and develop existing partnerships with Businesses and Business Forum;
• Purchasing of equipments and vehicles for the VIP Protection Unit; and
• Purchasing of K78 Trailer for Joint Operations and Road Safety.
Promote e?cient delivery
of primary health care
and emergency medical
services
• Maximise EMS Services in Evaton and Devon.
Promote social
development of our
communities
• Control and monitoring of Cholera outbreak and other communicable diseases;
• Promotion of community participation in primary health care through active involvement
of PHC facility committees;
• Implementation of strategic mainstreaming plans for designated and vulnerable
groups;
• Facilitation for the implementation of Ex-Combatants Programme;
• Implementation of Gender Mainstreaming Strategy;
• Capacity building of the Ex-Combatants and people with disabilities;
• Provision of Social Health relief for the terminally ill Ex-Combatants;
• External bursary Award to deserving needy students; and
• Administration of donations policy.
152 | Sedibeng Intergrated Development Plan 2010 Our area, our people, our institution and service delivery
5 STRATEGIES & KEY DELIVERABLES
STRATEGY PROJECT
Ensure ?nancial sustainable
local government including
of revenue collection,
management and ?nancial
mobilisation
• Develop programme to support Local SMME’s and Local Businesses to bid for
Government tenders; and
• Implement the full operation of tender advisory centre programme.
Promote and develop the
heritage of our region
• Human Rights and Heritage festivals;
• Sharpeville Precinct Development Project;
• 2010 Soccer World Cup.
Nurture the development
of people’s potential
through sport, recreation,
arts and culture.
• Sport mass participation programme to include establishment of multi – coded hubs:
Ratanda, Devon, Sicelo, Sharpeville, Bophelong, Boipatong and at Saul Tsotetsi Sport
Centre in Sebokeng. Including establishment of:
• A regional sports council;
• A regional colours programme; and
• A comprehensive water based sports program;
• Implementation of summit resolutions as approved by Council;
• A possible soccer academy hosting 2010 Soccer Teams and a dedicated school
programme to nurture youth development in partnership with GPG and GDE;
• Key priorities to include:
• Partnership with Aaron Mokoena Foundation;
• Establishing Public Viewing Site – Civic Precinct;
• Upgrading George Thabe Stadium;
• Hosting of Provincial or National Tournaments; and
• Finalising 2010 Safety and Security Plan in consultation with SAPS.
• Alignment with Precinct Development projects and other local initiatives;
• Establishment of craft Hub in Sharpeville Police Station in the interim;
• Develop a comprehensive heritage strategy, aligned to National, Province and the
Precinct;
• Development Project Plan including:
• Database of anti-apartheid activists, victims and survivors;
• Approach towards heritage monuments, interpretation centres and museums; and
a
• Focus on Evaton, homes of Duma Nokwe and Gert Sibande and the upgrading of
the Roman Catholic Church in Small Farms as heritage sites.
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STRATEGY PROJECT
Develop and maintain high
quality municipal facilities
• Upgrading of taxi rank infrastructure;
• Fencing of the airport (palisade) Vereeniging & Heidelberg;
• Paving of Taxi ways – Heidelberg;
• Paving of the drive way & car parking Vereeniging Airport;
• Replacement of leaking roof at Vereeniging Fresh Produce Market;
• Upgrading of facilities for accessibility of disabled people;
• Upgrading Theatres;
• Upgrading of Constitutional Square, Market Street;
• Corporatisation of the Fresh Produce Market; and
• Finalize second stage of turnaround strategy for Airports.
Render e?ective IT services
• Wire-less networks at Fan sites.
Plan and provide for
e?ective e?cient
and sustainable road
infrastructure
• Facilitation and coordination of the improvement of certain sections of the regional
road network, e.g. parts of R82, re-alignment of R42.
Plan and develop accessible,
safe and a?ordable public
transport systems and
facilities
• Develop Sedibeng ITP which guides how we manage public transport, airports, freight
and waterways; and
• Work with SARCC/Metrorail on the upgrading of the rail infrastructure.
E?ective, E?cient, and
Sustainable Infrastructure
for Basic Services
• Facilitate implementation of the Sedibeng Regional Sewer Scheme.
Create healthy environment
through e?ective
environmental health
management
• Ensure the development and adoption of the Municipal Health Services Bylaws; and
• Establish an e?ective Air Quality Licensing Authority.
Promote conservation of
environmental resources
and biodiversity
• Develop and implement tree planting and greening initiatives.
Ensure the minimization
of waste and the maximize
recycling of waste
• Pilot environmentally sustainable measures in respect of land?ll site management.
154 | Sedibeng Intergrated Development Plan 2010 Our area, our people, our institution and service delivery
5 STRATEGIES & KEY DELIVERABLES
STRATEGY PROJECT
Ensure e?ective, competent
and motivated sta?
• PMS Review;
• Increase department capacity and reduce centralization of Labour Relations;
• Institutionalize and implement the change engagement management programme of
Batho Pele as follows:-
• Batho Pele Forum;
• Public Service Week;
• Africa Public Service Day;
• Batho Pele Day;
• Awareness;
• Unannounced visits;
• Batho Pele launch;
• Batho Pele Learning Network Internal;
• Know your service rights campaign;
• Distribute and display BP belief set and principles posters and charter at all SDM
buildings and community centers;
• KHAEDO Project; and
• SDIP - Service Delivery Improvement Plan.
Facilitate access to relevant
information and Promote
knowledge
• Establish Skills Forum;
• Promoting KM policy to SDM and its Locals;
• Establish Research Unit; and
• Establish Key data sets for SDM and its Locals
Ensuring a corruption free
municipality
• Develop and implement an approach to address the non-technical skill gap in Licensing
Service Centers.
Build high level of
stakeholder relations and
e?ective communications
and branding
• 2010 marketing;
• Marketing Vaal 21;
• HR Month Programme to Flagship Event; and
• New Website usage.
Our area, our people, our institution and service delivery Sedibeng Intergrated Development Plan 2010 | 155
STRATEGY PROJECT
Vibrant Democracy
• Hosting of SALGA Inter-municipal games;
• Establishment of SDM Anti-Fraud and Corruption Hotline;
• Vaal 21 Initiative.
• Support and facilitate implementation Youth development programmes / initiatives e.g.
participation in elections, institutional arrangements “forums”, leadership development
etc;
• Implement capacity building initiatives for the Executive Mayor, PMT & Members of the
Mayoral Committee;
• Key Commemorative events; and
• Stakeholder relations.
Ensure public participation
• Governance model pertaining to the separation of powers between council and the
executive with aim of strengthening oversight and accountability;
• Tool to measure deepening democracy;
• Ward based planning system for decentralized planning in the local municipalities - Pilot
project on Ward based IDP for Lesedi Local Municipality; and
• Petition Management System – Electronic log-in system for service delivery complaints/
requests.

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