An institutional framework for the implementation of the IDP and to address the internal transformation of the municipality. Finally, the Law on Municipal Systems clearly states that the IDP must include a vision for the long-term development of the municipality.
LOCAL GOVERNMENT TURNAROUND STRATEGY
Furthermore, the Municipal Turnaround Strategy will help restore the confidence of the majority of people in the municipality, as the primary delivery engine of service delivery. Other aspects of the Municipality turnaround strategy remain relevant and are important strategic focus areas for this term of office.
Create a better South Africa and contribute to a better and safer Africa and World
CONCLUSION
CHAPTER TWO
SITUATIONAL ANALYSIS
- INTRODUCTION
- DEMOGRAPHIC PROFILE AND STATISTICAL DATA
- THE ECONOMIC ENVIRONMNET
- EMPLOYMENT STATUS
- EMPLOYMENT BY SECTOR
- INCOME LEVEL
- HIGHEST EDUCATIONAL LEVEL
- PRODUCTION PROFILE
- RELATIVE CONTRIBUTION TO THE ECONOMY
The Free State Province had the highest unemployment rate in the country at 30.5% in 2012. The unemployment rate in Lejweleputswa was well above the provincial average at 38.6% in 2012. The unemployment rate in Lejweleputswa has consistently been above the provincial norm. Inequality in Lejweleputswa has also increased; from 0.56 in 1996 to 0.60 in 2012. The level of inequality has increased in all local municipalities in Lejweleputswa.
AGRICULTURE AND RURAL DEVELOPMENT
The Mangaung region is the largest employer in the province, employing 30% of the workforce in the province; this is in line with its 31% contribution to provincial GDP. The largest regional economy (Fezile Dabi), with a GDP share of around 35%, employs only 19% of those employed in the province, although its share has increased from just 15% in 2002.
OVERVIEW OF SPATIAL LOCATION OF MATJHABENG LOCAL MUNICIPALITY IN THE FREE STATE PROVINCE
- FREE STATE PROVINCE
- MATJHABENG MUNICIPAL AREA
Bulchiinsa Magaalaa Naannoo Matjhabeng magaalota armaan gadii of keessaa qabu: Welkom, Virginia, Odendaalsrus, Hennenman, Ventersburg fi Allanridge. Qabeenyi kun North-Eastern Free State keessatti kan argamu yoo ta'u, tilmaamaan kibba Johannesburg irraa km 250 fi kaaba Bloemfontein irraa km 160 fagaatee argama.
INFRASTRUCTURE
ENERGY
However, a change in cost recovery and their subsidy policy has made it very expensive to electrify the rural areas, and this includes farms and farming communities that need such basic power support. The government's plan is to electrify all areas by the end of 2014 and Matjhabeng is well positioned to meet its plan.
HOUSEHOLD ENERGY/FUEL SOURCES
ENERGY SOURCE FOR COOKING
ACCESS TO WATER
The absence of a comprehensive Water Services Development Plan (WSDP) in the municipality is an indictment. The table below illustrates that over the years, Matjhabeng has gradually reduced the level of lack of access to water while expanding household access to both RDP water standard and higher level of water access (piped water in farm and home).
SANITATION
The other challenge that came with the expansion of service was the capacity of wastewater treatment plants and pumping stations. As indicated above there are 12 treatment plants and all are in need of major upgrading and renovation.
ROADS AND TRANSPORTATION
The rail network that runs through Hennenman and Virginia is the main line connecting the municipality to Gauteng, Kwazulu Natal, Eastern Cape and the Western Cape. Matjhabeng remains the main route of national bus services, but there is no local bus service in Matjhabeng municipality other than special transport for miners.
WASTE MANAGEMENT .1 REFUSE REMOVAL
CEMETRIES
- PUBLIC SAFETY
- CRIME
The high rate of HIV and AIDS in the region is reaching alarming proportions and should be taken into account in cemetery planning. There should be an alignment between the prevalence of HIV/AIDS in the district and the budget for land use for cemeteries.
CHAPTER THREE (3)
DEVELOPMENTAL STRATEGIES
- OUR VISION
- MISSION STATEMENT OF MATJHABENG LOCAL MUNICIPALITY
PLANNING FOR LONG TERM: VISION 2030
- BACKGROUND AND CONTEXT
- AN OVERVIEW OF VISION 2030 STRATEGIC FRAMEWORK
- VISION VALUES AND DEVELOPMENT PRINCIPALS
- THE CITY`S LONG-TERM PERSPECTIVE: VISION STRATEGIC GOALS AND OBJECTIVES
- LONG TERM GOALS AND STRATEGIC OBJECTIVES
- SMME DEVELOPMENT
- TOURISM AS A KEY ECONOMIC SECTOR
- FREE STATE PROVINCIAL INTERVENTION TO SUPPORT SMME DEVELOPMENT – FREE STATE DEPARTMENT OF ECONOMIC DEVELOPMENT,
Skilled and innovative workforce is a critical element in the success of the city and its new vision. Continuous capacity building and human capital development will be ensured for the sustainable development of the city.
BUSINESS INCUBATION
- IMPROVED FARMING TECHNIQUES AND/OR YIELD
- INCREASED UTILISATION OF BY PRODUCTS
- IMPROVED TREATMENT OR PREVENTION OF DISEASES IN CROPS AND LIVESTOCK
- IMPROVED MINING TECHNIQUES
Increased sales will follow because everyone will be happy with the products, resulting in an economic boost. With dwindling resources, improvements in mining techniques will allow miners to run their businesses viable and optimally.
RESEARCH PROMOTION
Increased efforts may uncover some minerals that might otherwise be discarded with mine tailings. Controlling or preventing such outbreaks thus gives farmers leverage over competitors and ensures healthy products for their customers.
EDUCATION AND TRAINING
In addition to the direct loss of livestock or crops, customer confidence will be severely damaged. The introduction of new mining methods and technology will enable miners to extract precious metals from the earth more easily and affordably.
THE TECHNO-PARK CONCEPT AND MATJHABENG
Sustainable management of the future Metro's waste streams through waste avoidance, reduction, recycling and reduced disposal. Diversification of the energy sources on which the future Metro will rely and proactive management of energy demand and,.
CLASSIFICATION OF INTERVENTIONS
- MATJHABENG METRO VISION AND VALUES 2030 STATEMENT
- VALUES AND DEVELOPMENTAL PRINCIPLES WHICH SHAPED AND DEFINED THE ABOVE VISION 2030 STATEMENT
- INSTITUTIONAL OVERVIEW AND ORGANIZATIONAL STRUCTURE
Shift from predominantly mining economy to a more diverse economy Identified needs project is a project that aims to improve the population's quality of life and is driven solely by population growth. The idea is - where necessary - to change the structure so that it meets the operational and strategic requirements of the municipality.
MUNICIPAL MANAGER
MACRO STRUCTURE
EMPLOYMENT EQUITY PLAN
Council has committed the municipality to achieving the employment equality goals and objectives set out in the Employment Equality Plan, not only as required by legislation, but also to maximize the benefits of diversity, equal opportunity and fair treatment of employees, with the aim of maximizing capacity to serve the Matjhabeng community.
SKILLS DEVELOPMENT PLAN
FINANCIAL PLAN
INTRODUCTION
MEDIUM-TERM REVENUE AND EXPENDITURE FRAMEWORK
The municipality should justify all increases above the 6% upper limit of the South African Reserve Bank's inflation target. The Equitable share award is a grant that supplements the municipality's own resources to provide the necessary basic level of service to every poor household within their jurisdiction. The municipality's collection rate for recent financial years varied between 55% and 60%, resulting in a negative cash flow position.
The following strategies have been applied to improve the efficiency of financial management and the financial position of the municipality. Approved the property policy of the council in terms of the Municipal Property Rates Act, 2004 (Act 6 of 2004) (MPRA);
CAPITAL INVESTMENT FRAMEWORK
IMPLEMENTATION .1 INTRODUCTION
- INSTITUTIONAL SCORE CARD
SERVICE DELIVERY AND INFRASTRUCTURE DEVELOPMENT
- COMMUNITY SERVICES DEPARTMENT 7.2.2 WASTE MANAGEMENT SERVICES
- SPORTS AND RECREATION Provision of burial land and burial services
- SAFETY, SECURITY AND TRANSPORT
Providing a waste collection service to all residents and businesses in terms of the Waste Management Act. Drafting and implementation of an integrated waste management plan for the municipality with a focus on avoiding, reusing, reducing and recycling waste. The safety and security of all residents, business community, tourists and property is the primary focus of this municipality.
In doing so, the municipality focuses on crime prevention, disaster relief, traffic and road safety, fire and emergency services and internal security services. To create a safe and secure environment in Matjhabeng Municipality, the full and maximum participation of all stakeholders including our residents, mines and industry is required in addressing the following challenges;.
2015/2016 CONSOLIDATED SUMMARY OF PROJECTS PER WARD
Control measures must be in place to control the movement of foreign nationals into our country. Paving of the following streets: Mmolai Street, George Mooi Street, Lebogang Street, Motshei Street, Tsotetsi Street, Bakodi Street, Mokgomo Street, Ndaki Street.
OFFICE OF THE EXECUTIVE MAYOR
GOOD GOVERNANCE AND PUBLIC PARTICIPATION
- PUBLIC PARTICIPATION
- SPECIAL PROGRAMMES
- YOUTH DEVELOPMENT
- KEY INTERVENTIONS IN THIS REGARD INCLUDE THE FOLLOWING
Issues of poverty and unemployment affect our country's youth, and Matjhabeng in particular remains central to our development agenda.
OFFICE OF THE MUNICIPAL MANAGER
MUNICIPAL TRANSFORMATION AND ORGANISATIONAL DEVELOPMENT People-focused municipal transformation and organisational development is central to service
- STRATEGIC PLANNING AND INTEGRATION
- INFORMATION AND COMMUNICATIONS TECHNOLOGY
- LEGISLATIVE COMPLIANCE AND CORPORATIVE GOVERNANCE
As reflected in the introductory chapter, the IDP is one of the main strategic tools for integration in the Municipality. In this regard, it is vital that the Municipality overcomes the so-called digital divide, so that residents have access to digital technology, affordable high-speed Internet and voice services. In this direction, the Legal Services and Internal Audit business units of the Municipality play a central role.
The challenges faced by the Municipality require a cooperative approach with other spheres of government, parastatals, institutions of higher education and other relevant actors. Furthermore, inter-municipal and international connections offer the Municipality an opportunity to share knowledge, experiences and best practices.
DIRECTORATE: CORPORATE SUPPORT SERVICES
DIRECTORATE: LOCAL ECONOMIC DEVELOPMENT & PLANNING
INTEGRATED HUMAN SETTLEMENT
Business plan for the renovation development of the required infrastructure tourism sites approved by the MAYCO by September 2015. To facilitate the planning and implementation of the Mining Social Plans in Matjhabeng Local Municipality.
OFFICE OF THE CHIEF FINANCIAL OFFICER: FINANCE
FINANCIAL SUSTAINABILITY AND VIABILITY
Increasing awareness of financial policies Implementation of action plans, financial accounting and internal controls in accordance with professional standards, financial management to. Calculation of financial ratios on a monthly basis, comparison of baseline and deviation reports with recommendations. On additions and excess assets 2 asset count reports 4 depreciation accuracy reports.
To increase payment levels Improve and maintain an effective financial system Improve the financial research desk.
DIRECTORATE: COMMUNITY SERVICES AND LAW ENFORCEMENT
Number of equipment purchased for the landfills There is quite a fleet. All Landfill Compactors Grade Frontend Loaders. Ventersburg Main Building Hennenman Main Building Allanridge Main Building Traffic College Building Thabong Toll Point Bronville Toll Point.
DIRECTORATE: INFRASTRUCTURE
INFRASTRUCTURE DEVELOPMENT
- PROVISION OF BASIC SERVICES
- WATER SERVICES
- Critical Challenges
- SANITATION
- Key Strategic Goals and Challenges
- KEY SUPPORTING OBJECTIVES OF THE SANITATION MASTER PLAN SHOULD INCLUDE THE FOLLOWING
- Critical challenges
- ROADS AND STORM WATER
Number of kilometers of rainwater cans throughout Matjhabang per year.
CHAPTER EIGHT (8)
THE FREE STATE PROVINCE
Source: Free Provincial Growth and Development Strategy; 2005 to 2014). Source: www.dining-out.co.za/images/FreeState.gif). These are again divided into three to five local municipalities each, for a total of 20 local municipalities. 8 Fezile Dabi in the north 9 Thabo Mofutsanyane in the east 10 Motheo in the south-east 11 Xhariep in the south.
THE LEJWELEPUTSWA DISTRICT
MATJHABENG MUNICIPAL AREA
THE LEGISLATIVE ENVIRONMENT FOR SPATIAL DEVELOPMENT
- DEVELOPMENT FACILITATION ACT 67/1995
- MUNICIPAL SYSTEMS ACT, 32/2000
- LAND USE MANAGEMENT BILL
A competent authority at national, provincial and local government level should coordinate the interests of the various sectors involved in or affected by land development in order to minimize conflicting demands on scarce resources. m) Policy, administrative practice and laws relating to land development should stimulate the effective functioning of a land development market based on open competition between suppliers of goods and services. The Land Use Management Bill aims to normalize land use management throughout the country by setting out further principles in Section 4. 1) The general principle is that spatial planning, land development and land use management must promote and improve. Policy and other measures on spatial planning, land development and land use management must -. a) ensure the best use of available resources;.
Policy and other measures on spatial planning, land development and land use management must -. a) promote efficient, optimally functional and integrated settlement patterns;. In order to ensure the sustainable management and use of the resources that make up the natural and built environment, policies and other measures on spatial planning, land development and land use management must -. a) ensure that land is only used or developed in accordance with the law;.
SPATIAL EDVELOPMENT STRUCTURE OF MATJHABENG
THE MATJHABENG SPATIAL DEVELOPMENT FRAMEWORK PLAN 1 THE SPATIAL DEVELOPMENT FRAMEWORK
- CURRENT STATUS
- GENERAL DIRECTION, PRINCIPLES AND NORMS ADOPTED
- LOCALISED GENERAL SPATIAL DEVELOPMENT PRINCIPLES
All open spaces in the various urban areas that were previously earmarked for residential development should be developed as a first priority. Land development of abandoned or undeveloped mining areas, when necessary for urban development (rehabilitation through urban development), should be governed by the following:. Existing industrial areas should be incorporated into any future detailed urban planning as industrial areas.
Existing security training areas should be used as community facilities, for example a school, orphanage, nursing home, etc. These roads are assets and should be incorporated into future development plans as internal/external links.
