Ents Alfred Nzo District Municipality strategic Agenda

Core components of integrated development plans
According to Section 26 of the Local Government Municipal Systems Act, 2000, an integrated development plan must reflect-

a) the municipal council's vision for the long term development of the municipality with special emphasis on the municipality's most critical development and internal transformation needs;

b) an assessment of the existing level of development in the municipality, which must include an identification of communities which do not have access to basic municipal services;

c) the council's development priorities and objectives for its elected term, including its local economic development aims and its internal transformation needs;

d) the council's development strategies which must be aligned with any national or provincial sectoral plans and planning requirements binding on the municipality in terms of legislation;

e) a spatial development framework which must include the provision of basic guidelines for a land use management system for the municipality;

f) the council's operational strategies;

g) applicable disaster management plans;

h) a financial plan, which must include a budget projection for at least the next three years; and

i) the key performance indicators and performance targets determined in terms of section 41.

^{Alfred Nzo District Municipality strategic}

Agenda


VISION
Self-sustainable communities with equitable access to basic services
MISSION
To be a responsive and capable institution that effectively delivers basic services and innovative development programmes with a strong orientation to rural development in

partnership with its communities and other social partners

STRATEGIC GOALS 2017-22
1. Inclusive Growth and Development

2. Basic Services Delivery and Community Empowerment

3. Effective Public Participation, Good Governance and Partnerships

4. A capable and financially viable institution
^{Foreword from the Executive Mayor}

The Constitution urges us all to build local government that has the capacity to:

 Promote social and economic development

 Promote a safe and healthy environment

 Encourage involvement of communities and community

 Provide democratic and accountable government for local communities

 Ensure the provision of services to communities in a sustainable manner

 Organisations on matters of local government.

Local government is the sphere of government in which communities have the most direct contact with the government. Our communities must therefore have a say in who leads them, how they are led, and on the type of development that takes place where they live. This exercise of people’s power must happen in a respectful, peaceful and democratic manner. We therefore encourage all residents to be active in the affairs of the Alfred Nzo district and join us in building better communities where all people enjoy political freedom, have access to basic services and contribute to uniting the country and its people.
In its previous vision statement ANDM committed itself to strive to become “A self- sustainable municipality that guarantees effective and efficient rural development”. This approach was further clarified in our 2016/17 IDP Review which identified priority programmes to confront the challenges that are continuously faced by the people we serve.
Before last year’s local government elections we pledged in our Manifesto, that, working with

communities we would:

 Build further on achievements made in delivering basic services to the people

• Improve access to municipal services and reduce outsourcing in municipalities

• Further improve public participation and accountability of councillors

• Enhance the capacity of the local state to deliver on its mandate

• Develop and strengthen local economies, create jobs and promote job placements, especially for the youth

• Intensify the fight against fraud and corruption in local government and crimes in communities

• Promote education as the apex priority

• Improve health

• Help communities to adapt to climate change

• Build spatially-integrated communities, and

• Promote nation-building and social cohesion.
2017 presents us with an opportunity to reflect on our performance and challenges, and to identify gaps and develop a new plan for the next five years. As a Constitutional democratic state, we collectively undertake this process together. The new IDP remains a people’s plan which places our residents at the centre of development. Local government is in the hands of the people it serves. And it is only through collective effort that will demonstrate our ability to radically transform the socio-economic conditions of the people we serve.
It is my pleasure to present this 2017/22 IDP which sets out how we intend to achieve our

Manifesto commitments and our Apex Strategic Priorities for the next five years.

Executive Mayor

^{Cllr. S Mehlomakhulu
Message from the Municipal Manager}

ANDM and its local municipalities use integrated development planning to map out future development in our district. We however continue to face some difficult challenges. Apartheid planning left us with rural towns and villages that:

 Were underdeveloped and largely un-serviced

 Were economically marginalised

 Remained heavily dependent on remittances and welfare grants

 Are able to contribute very little to the ANDM and local municipality fiscuses via rates and service charges

 Are badly planned to cater for the poor, with long travelling distances to work and poor access to business and other services.
The current approach to local government is developmental and aims to overcome the poor planning of the past. It involves the entire municipality and its residents in finding the best solutions to achieve good long-term development.
This Integrated Development Plan (IDP) is a “super-plan” for our district that lays down an overall framework for development. It aims to co-ordinate the work of district, local and other spheres of government in a coherent plan to improve the quality of life for all the people living in Alfred Nzo district:
 It takes into account the existing conditions and problems and resources available for development

 It looks at economic and social development for the area as a whole

 It sets a framework for how land should be used, what infrastructure and services are needed and how the environment should be protected.
As part of its responsibility to produce the IDP, the municipality has drawn in all stakeholders in the area who can impact on and/or benefit from development in the area. The approved IDP will be the basis for all municipal planning and projects. The annual council budget is based on the IDP.
Other government departments working in the area should take the IDP into account when making their own plans.
We are proud to deliver this 2017 - 22 IDP, developed with the community through our public participation process. The participation process helped us to shape and to guide the IDP. This community partnership makes us proud and demonstrates that it is indeed a genuine social compact, a living document that can bring socio-economic change to the people we serve.
This is our plan. Let us make it work for all. Together let us move Alfred Nzo District

Municipality forward!

Municipal Manager
Mr Z. Sikhundla


1 Introduction and Background
1.1 Process plan document – how this IDP was drawn up

This IDP was drawn up in terms of an IDP Process Plan to ensure the proper management of the planning process.

This plan outlined:
 Structures to manage the planning process

 How the public could participate and structures to ensure this participation

 A time schedule for the planning process

 Who is responsible for what; and

^{ How the process would be monitored.}
At District Council level, a framework was developed in consultation with all our local municipalities. This ensured co-ordination, consultation and alignment between the district council and local municipalities. The framework also guides the development of an IDP process plan for each local municipality.
The process undertaken to produce this IDP consisted of 5 phases:
Phase 1 Analysis
During this phase information was collected on the existing conditions within the municipality. It focused on the types of problems faced by people in the area and the causes of these problems. Identified problems were assessed and prioritised. This phase allowed the municipality to provide:
 An assessment of the existing level of development

 Details on priority issues and problems and their causes

^{ Information on available resources}
Phase 2: Strategies
During this phase, the municipality worked on finding solutions to the problems assessed in phase one.
This entailed:
 Developing a vision
The vision is a statement of the ideal situation the municipality would like to achieve in the long term once it has addressed the problems outlined in phase one. The following is an example of a vision statement:
An economically vibrant municipality with citizens living in a secure, healthy and comfortable environment
 Defining development objectives
Development objectives are clear statements of what the municipality intends to achieve in the medium term to deal with the problems outlined in phase one.
For example: Provide access to clean water for all residents living in informal settlements
 Development strategies
Once the municipality worked out where it wanted to go and what we needed to do to get there, we worked out how to get there. Our development strategies are about finding the best way for the municipality to meet its development objectives.
For example: Co-operate with the Department of Water Affairs to provide one water stand pipe for every 20 households.
 Project Identification
Once we had identified the best methods to achieving our development objectives we went on to the identification of specific projects.
Phase 3: Projects
During this phase the municipality worked on the design and content of projects identified during Phase 2.
Clear details for each project had to be worked out in terms of:
 Who is going to benefit from the project?

 How much is it going to cost?

 How will it be funded?

 How long will it take to complete?

^{ Who is going to manage the project?}
Clear targets were set and indicators worked out to measure performance as well as the impact of individual projects.
Phase 4: Integration
Once all projects had been identified, the municipality checked again that they contributed to meeting the objectives outlined in Phase 2. These projects provide an overall picture of our development plans.
All the development plans now had to be integrated. In addition, the municipality has also drawn up strategies for issues like poverty alleviation and disaster management. These are integrated with the overall IDP.
Phase 5: Approval
The IDP is then presented to the council for consideration, adoption and public comment, before approval of a finalised IDP.
^{2 National and Provincial Policy Context}

Over the last few years there have been key changes in national and provincial policy that have reshaped the strategic environment. There is now a stronger commitment to ensuring harmony and alignment between the three spheres of government. The National Development Plan Vision for 2030, and other key national and provincial strategies are seen as primary mechanisms through which this will be achieved.

This IDP document has been developed on the basis of critical reflection on the following key policy documents.

2.1 National Development Plan (NDP) - Vision For 2030

The National Development Plan (NDP) offers a long-term perspective. It defines a desired destination and identifies the role different sectors of society need to play in reaching that goal.

As a long-term strategic plan, it serves four broad objectives:

1. Providing overarching goals for what we want to achieve by 2030.

2. Building consensus on the key obstacles to us achieving these goals and what needs to be done to overcome those obstacles.

^{3. Providing a shared long-term strategic framework within which more detailed}

planning can take place in order to advance the long-term goals set out in the NDP.

^{4. Creating a basis for making choices about how best to use limited resources.}
The Plan aims to ensure that all South Africans attain a decent standard of living through the elimination of poverty and reduction of inequality. The core elements of a decent standard of living identified in the Plan are:
 Housing, water, electricity and sanitation

 Safe and reliable public transport

 Quality education and skills development

 Safety and security

 Quality health care

 Social protection

 Employment

 Recreation and leisure

 Clean environment

^{ Adequate nutrition}
The NDP aims to eliminate poverty and reduce inequality by 2030. South Africa can realise these goals by drawing on the energies of its people, growing an inclusive economy, building capabilities, enhancing the capacity of the state, and promoting leadership and partnerships throughout society.
The NDP highlights the increasing levels of urbanisation with approximately 70% of the

country’s population expected to live in cities by 2030.

NDP targets by 2030 include the elimination of income poverty (i.e. reduce the proportion of households with a monthly income below R419 per person - in 2009 prices - from 39 percent to zero) and reduce the country’s Gini coefficient from 0.69 to 0.6. In order to do this, a number of enabling milestones are detailed:
• Increase employment from 13 million in 2010 to 24 million in 2030.

• Raise per capita income from R50 000 in 2010 to R120 000 by 2030.

• Increase the share of national income of the bottom 40 percent from 6 percent to 10 percent.

• Establish a competitive base of infrastructure, human resources and regulatory frameworks.

• Ensure that skilled, technical, professional and managerial posts better reflect the

country’s racial, gender and disability makeup.

• Broaden ownership of assets to historically disadvantaged groups.

• Increase the quality of education so that all children have at least two years of preschool education and all children in Grade 3 can read and write.

^{• Provide affordable access to quality health care while promoting health and}

wellbeing.

• Establish effective, safe and affordable public transport.

• Produce sufficient energy to support industry at competitive prices, ensuring access for poor households, while reducing carbon emissions per unit of power by about one-third.

• Ensure that all South Africans have access to clean running water in their homes.

• Make high-speed broadband internet universally available at competitive prices.

• Realise a food trade surplus, with one-third produced by small-scale farmers or households.

• Ensure household food and nutrition security.

• Entrench a social security system covering all working people, with social protection for the poor and other groups in need, such as children and people with disabilities.

• Realise a developmental, capable and ethical state that treats citizens with dignity.

• Ensure that all people live safely, with an independent and fair criminal justice system.

• Broaden social cohesion and unity while redressing the inequities of the past.

• Play a leading role in continental development, economic integration and human rights.
Critical actions that may affect ANDM include the need for a strategy to address poverty through broadening access to employment, strengthening the social wage, improving public transport and raising rural incomes. Investment should be increased in labour-intensive areas.

2.2 National Government’s Outcomes - Role of Local Government

National Government has agreed on 12 outcomes which have been expanded into high-level outputs and activities. These in turn form the basis of a series of performance agreements between the President and relevant ministers.
All of the outcomes can to some extent be supported through the work of local government, but Outcome 9 (A responsive, accountable, effective and efficient local government system) is particularly important. ANDM aims to comply with the following 12 outcomes by taking them into consideration in this IDP process:
 Improve the quality of basic education;

 Improve health and life expectancy;

 All people in South Africa protected and feel safe;
 Decent employment through inclusive growth;

 A skilled and capable workforce to support inclusive growth;

 An efficient, competitive and responsive economic infrastructure network;

 Vibrant, equitable and sustainable rural communities and food security;

 Sustainable human settlements and improved quality of household life;

 A responsive, accountable, effective and efficient local government system;

 Protection and enhancement of environmental assets and natural resources;

 A better South Africa, a better and safer Africa and world; and

 A development-orientated public service and inclusive citizenship.

2.3 Medium-Term Strategic Framework (MTSF) 2014-19

The central focus of the 2014-2019 MTSF is on ensuring sustainable and reliable access to basic services, particularly in weaker municipalities which have the highest unmet demand 28 for basic services.
The NDP proposes that by 2030 the proportion of people with access to the electricity grid should rise to at least 90%, with non-grid options available for the remainder of households. Full access to affordable and reliable water and sanitation is envisaged before 2030. Where municipalities lack technical capacity, regional utilities or alternative institutional mechanisms should be used so that basic services are not compromised. Key targets for the MTSF include:

 Increase in the percentage of households with access to a functional water service from 85% in 2013 to 90% by 2019.

^{ Increase in the percentage of households with access to a functional sanitation service}

from 84% in 2013 to 90% by 2019, including elimination of bucket sanitation in the formal areas.

 1.4 million additional households to be connected to the grid between 2014 and 2019, and 105 000 additional non-grid connections.

 Income support to the unemployed through expansion of the Community Work

Programme to reach 1 million participants in 2019.

 An increase in the level of public trust and confidence in local government from 51%

in 2012 to 65% in 2019, as measured by the IPSOS survey.

 An improvement in overall municipal audit outcomes, with at least 75% of municipalities receiving unqualified audits by 2019.

Some of the targets that should be realised by 2030 are summarised below:

^Inf^r^a^st^r^uctu^r^e^d^eve^l^op^me^n^t

^S^ou^t^h^A^f^rica’s^i^n^f^ra^s^t^r^u^c^tu^re^is^see^i^n^g^a^major^b^oost^w^i^t^h^th^e^u^p^gra^d^i^n^g^of^m^aj^o^r^r^o^a^d^s and the building of power stations

^D^ams^are^r^e^c^eivi^n^g^p^ri^o^r^i^t^y^f^r^o^m^governme^n^t^,^w^h^ile^rail^i^n^f^ras^t^r^u^c^tu^r^e^h^as^n^ot^b^e^e^n^le^f^t behind, with the Gautrain linking OR Tambo International Airport with the two major cities in Gauteng (Johannesburg and Pretoria).

^T^h^e^P^asse^n^ger^Rail^Age^nc^y^o^f^S^o^u^t^h^A^f^rica^is^al^s^o^i^nt^r^o^du^c^i^n^g^a^n^ew^f^le^e^t^o^f^t^ra^i^n^s.^A^b^o^u^t^3 600 trains, valued at R51 billion are expected to be delivered over a 10-year period from 2015.

^J^o^b^c^r^ea^t^i^o^n

^T^h^e^N^D^P^s^u^gges^t^s^th^e^c^r^e^at^i^o^n^of^11^mi^l^l^i^on^j^o^b^s^,^i^n^c^r^e^ased^i^n^f^ras^t^r^u^ct^u^r^e^d^evel^o^p^ment, using mineral resources to benefit everyone while at the same time making sure that such resources can be used in the long-term.

^I^m^p^r^o^v^i^n^g^e^duc^a^t^i^o^n^a^n^d^t^r^a^i^n^i^n^g

^F^o^r^S^ou^t^h^A^f^r^i^c^a^t^o^r^e^ali^s^e^Vision^2^0^3^0^,^e^d^u^c^a^t^i^on s^h^o^u^ld^t^a^k^e^a^c^e^nt^ral^r^o^l^e.^A^lot^of^w^ork has been done in ensuring that access to education is improved and more still needs to be done.

^T^h^e^N^D^P^se^t^s^o^u^t^w^h^at^s^h^o^u^ld^b^e^d^o^n^e^in^t^h^e^n^ext^years^t^o^e^n^s^u^re^t^h^at^t^h^e^c^o^u^nt^ry achieves its goals. Among others, there should be an increase in teacher training output by expanding the bursary scheme "Funza Lushaka", which means to educate the nation, to attract learners into teaching, especially those with good passes in maths, science and languages.

Teachers should also be regularly tested in the subjects they teach to determine their level of knowledge and competence, while teacher pay should be linked to learner performance improvements.

^Q^u^a^li^t^y^h^ea^l^t^h^c^a^r^e

At the centre of achieving all the plans of a thriving nation is a healthy nation. The NDP sets out what should be done to ensure quality health care for all South Africans. Coverage of anti-retroviral treatment to all HIV-positive people should be increased.

^Comm^un^i^t^y^s^p^ecialis^t^s^s^h^o^u^l^d^b^e^t^ra^i^n^ed^i^n^m^e^d^i^c^i^n^e,^s^u^rge^r^y^i^n^c^l^u^d^i^n^g^a^n^a^e^s^th^e^t^i^c^s, obstetrics, paediatrics and psychiatry, while between 700 000 and 1,3 million community health workers should be recruited, trained and deployed to implement community- based health care.

^Wo^r^k^i^n^g^to^ge^th^e^r

^T^h^e^N^D^P^is^a^p^l^a^n^f^or^t^h^e^w^h^o^l^e^c^o^u^nt^ry.^Go^ve^r^n^ment^w^ill^e^n^gage^w^i^t^h^all^se^c^t^ors^t^o understand how they are contributing to implementation, and particularly to identify any obstacles to them fulfilling their role effectively.

^T^h^e^N^D^P^se^t^s^o^u^t^am^b^i^t^io^u^s^goals^f^o^r^p^ove^r^t^y^r^edu^c^t^io^n^,^ec^o^n^omic^gr^o^w^th^,^eco^n^o^m^ic transformation and job creation. The private sector has a major role to play in achieving these objectives.

^Lo^n^g^-^t^erm^p^la^n^n^i^n^g^a^n^d^i^n^ves^t^m^e^n^t^i^n^t^h^e^f^u^tu^re^i^s j^u^st^as^i^m^p^or^t^a^n^t^f^or^t^h^e^p^riva^t^e^as^th^e public sector. Government is clearly stating its commitment to the NDP, and it is important that the private sector does the same.

^W^h^ere^t^h^e^p^riva^t^e^sec^t^or^f^aces^o^b^s^t^acles,^se^c^t^oral^d^ial^o^g^u^es^w^ill^t^a^k^e^p^lace^t^o^i^d^e^n^t^i^f^y how these obstacles can be addressed within the parameters laid out by the NDP.

Citizen participation in local government processes will continue to be promoted. Cooperative governance arrangements will be strengthened to better support and empower municipalities. A long-term approach will be taken to skills development and capacity building for the local government sector. Institutional problems will be addressed to improve the quality of municipal administrative and management practices including human resources

and recruitment practices, supply chain and financial management, and anticorruption initiatives

2.4 Back to Basics Local Government Programme

Our National Development Plan makes it clear that meeting our transformation agenda requires functional municipalities and a capable machinery at a local level that can create safe and healthy and economically sustainable areas where citizens and people can work, live and socialise. Our goal is to improve the functioning of municipalities to better serve communities by getting the basics right. The Department of Cooperative Governance is tasked to build and strengthen the capability and accountability of municipalities.
Building blocks for the Back-to-Basics approach are: Basic services: Creating decent living conditions Municipalities must:

Develop fundable consolidated infrastructure plans. They should ensure infrastructure maintenance and repairs to reduce losses with respect to:

 Water and sanitation.

 Human Settlements.

 Electricity.

 Waste Management.

 Roads.

 Public Transportation.

 Ensure the provision of Free Basic Services and the maintenance of Indigent register.