ATC110916: Report National Council of Provinces: Provincial Week: 12 – 16 September 2011

NCOP Women, Children and People with Disabilities








12 – 16 SEPTEMBER 2011



Theme: “Parliament in Action – advancing citizen involvement in addressing service delivery challenges in our communities”










SECTION ONE: INTRODUCTION                                                                                  


SECTION TWO:  PROVINCIAL REPORTS                                                                  


I.                   EASTERN CAPE                                                                                                   


1.        Meeting with the Premier and Executive Council                                          

2.        Cacadu District Municipality                                                                            

3.        Site Visits                                                                                                          

3.1.           Eagle Wings, Jeffreys Bay                                                                   

3.2.           Humansdorp Hospital                                                                                       

3.3.           Foster Care Development, Alexandra                                                

3.4.           Housing projects: Sunday River Municipality                         

3.5.           Diversion and monitoring project, Port Alfred                        

3.6.           Settlers Hospital, Grahamstown                                                          

3.7.           Midlands Hospital                                                                                 

3.8.           Somerset East Victim Support Centre                                               

3.9.           Housing projects: Ikwezi local municipality                                         

3.10.      Andries Vosloo Hospital                                                                        









II.                 FREE STATE                                                                                                          


1.                  Meeting with the provincial Auditor-General                                             

2.                  Meeting with the Provincial Treasury                                                         

3.                  Meeting with the department of COGTA                                                   

4.                  Oversight report on Health and Social Services                                       


5.                  Oversight report on Agriculture and Rural Development             


6.               Oversight report on Police, Roads and Transport                         

7.               Oversight report on Education, Sport, Arts and Culture                            

8.               Oversight report on Cooperative Governance, Traditional

Affairs and Human Settlements                                                                   

9.               Oversight report on Public Works, Economic Development,

Tourism and Environmental Affairs                                                             

10.           Public Meetings                                                                                             

10.1.       Education                                                                                           

10.2.       Health                                                                                                  

10.3.       Crime                                                                                                  

11.           Meeting with Municipalities on spending of Grants                                               

11.1.       Dihlabeng local municipality                                                             

11.2.       Naledi local municipality                                                                   

11.3.       Masilonyana local municipality                                                         

11.4.       Phumelela local municipality                                                

11.5.       Tokologo local municipality                                                              

11.6.       Mohokare local municipality                                                             

11.7.       Setsoto local municipality                                                                 

            12        Presentations by municipal entities                                                           

                        12.1.   Fezile Dabi District Municipality Trust                                           

                        12.2.   Maluti-a-Phofung Water                                                                  

                        12.3.   Centlec (Pty) Ltd                                                                              



III.              GAUTENG                                                                                                               


1.                  Presentation by the Premier                                                                       

2.                  Discussion on progress and other matters                                                           

3.                  Presentation on Environmental risks and hazards

pertaining to Acid Mine Drainage and radioactivity

within the Witwatersrand goldfields                                                            

4.                  Presentation on potential flooding of the Central Basin

Mine Void System                                                                                        

5.                  Presentation by the deputy Director General of the

Provincial department of Local Government and Housing                      

6.                  Visit to Cullinan Diamond Mine                                                                  

7.                  Public meeting at Refilwe Community Hall, Cullinan                                

8.                  Presentation by Gold Fields Mining on sustainable

development and acid mine drainage                                                       

9.                  Public Hearing, Merafong Civic Centre                                                     

10.             Debriefing                                                                                                     














IV.            KWAZULU – NATAL                                                                                                         


1.                  Meeting with the Premier and other leaders in the

Provincial Legislature                                                                                  

2.                  Utukela District Municipality                                                            

2.1.      Meeting with Mayors, councillors, municipal

            managers and Salga                                                                       

            2.1.1.  Imbabazane local municipality                                            

            2.1.2.  Umtshezi local municipality                                     

            2.1.3.  Indaka local municipality                                                     

2.2.      Visit to Ilangalethu Primary School                                    

2.3.      Visit to Mbelembele Primary School                                             

2.4.      Visit to Impolwane High School                                                      

2.5.      Visit to Driefontein clinic                                                                 

2.6.      Visit to Visit to Ladysmith Provincial Hospital                              

2.7.      Visit to Kwa Jeke Farm                                                                   

2.8.      Visit to Thuthuka Mugwenyn Farms                                               

2.9.      Visit to Bumbano Chicory Farming Project                                  

3.         Public Hearing at Umtshezi local municipality                                          

4.         Debriefing meeting with provincial legislature, Salga and











V.               LIMPOPO                                                                                       


1.                  Meeting with the Legislature                                                                       

2.                  Meeting with the Premier and MEC’s                                                        

3.                  Presentation by the MEC’S and Departments                                         

3.1.           Department of Safety, Security and Liaison                                 

3.2.           Department of Agriculture                                                               

3.3.           Department of Roads and Transport                                             

3.4.           Department of COGTA                                                                               

3.5.           Department of Education                                                                

3.6.           Department of Public Works                                                          

3.7.           Department of Finance and Treasury                                            

3.8.           Department of Health                                                                      

3.9.           Discussion                                                                                        

3.10.       Department of Economic Development, Environmental

Affairs and Tourism                                                                         

4.                  Meeting with Salga                                                                                      

5.                  Meeting with Vhembe District Municipality                                               

6.                  Visit to Tshilidzini Hospital                                                                          

7.                  Nandoni Dam Project                                                                                              

8.                  Visit to Dumasi Village                                                                                

9.                  Mutale Community Health Centre                                                               

10.             Mutale local municipality                                                                              

11.             Musina local municipality                                                                             

12.             Makhado local municipality                                                                                     






VI.            MPUMALANGA                                                                   


1.                  Meeting with the Provincial Legislature                                         

2.                  Visit to Libangeni Test Centre                                                        

3.                  Visit to Itereleng Poultry Project                                                      

4.                  Presentation on Mmamethlake Beef Farming Projects               

5.                  Presentation on Mkhombo Nature reserve                                   

6.                  Visit to Lefiso Primary Schoo                                                         

7.                  Visit to Marapyne district offices                                                                

8.                  Public Hearings on various matters                                               

9.                  Public Hearings in Social Cluster                                                   

10.             Visit to Mampane Family                                                                

11.             Visit to Matshiding Housing Project                                               

12.             Visit to Vusanami Service Care Centre                                        

13.             Visit to King Mabhoko Palace                                                        

14.             Visit to Duduzile Secondary School                                               

15.             Visit to Weltevrede clinic                                                                 

16.             Siyabuswa public library                                                                  

17.             Visit to Kameelrivier Housing Project                                            










VII.          NORTH WEST                                                                               


1.                  Introduction                                                                                                    

2.                  Meeting with the Premier and MEC’s                                                        

3.                  Meeting with Kgosi Nyalala Pilane, Rustenburg                                                   

4.                  Public meeting at Mokgalwana Village                                                     

5.                  Meeting with Salga and municipalities                                                      

6.                  Meeting with Wesizwe Platinum Mine                                                       

7.                  Special meeting with Bakubung Concerned Group                                 

8.                  Meeting with Moses Kotane local municipality                                         

9.                  Debriefing                                                                                                     

















VIII.       NORTHERN CAPE                                                                        


1.                  Meeting with the Premier                                                                            

2.                  Meeting with the Speaker of the Legislature                                             

3.                  Briefing by Kai! Garip local municipality                                                    

4.                  Kenhardt Water Project                                                                               

5.                  Visit to Riemvasmaak Clinic                                                                       

6.                  Visit to Agricultural projects in Riemvasmaak                                          

7.                  Report on Vredesvallei                                                                                

8.                  Visit to Upington Hospital                                                                            

9.                  Visit to Upington 915 Housing Project                                                       

10.             Briefing on flood damages                                                                          

11.             Briefing on Black Fly epidemic                                                                   

12.             Briefing by Siyanda District Municipality                                                   

13.             Briefing by !Kheis local municipality                                                          

14.             Meeting with community of Groblershoop                                                 

15.             Briefing by acting Premier on floods                                                          

16.             General briefing by the acting Premier                                                      

17.             Briefing by the Auditor-General                                                                    










IX.            WESTERN CAPE                                                                          


1.                  Introduction                                                                                                    

2.                  Oversight visits                                                                                             

2.1.           Klapmuts Primary School                                                                

2.2.           Nondzame Primary School, Stellenbosh                                                   

2.3.           Khayamandi Clinic                                                                           

2.4.           Stellenbosch Hospital                                                                      

2.5.           Disaster Management Centre, Worcester                        

2.6.           De La Bat School for the blind                                                        

2.7.           Unobuntu Thusong Service Centre, Worcester                            

2.8.           Stofland informal settlement housing project, De Doorns                       

2.9.           Engagement with producers, farmers, etc                        

2.10.       Paarl East Police Station                                                                

2.11.       Mbekweni Clinic, Paarl                                                                    

2.12.       Houses adjacent to the railway line at Mbekweni             

3.                  Public hearing on Housing, Paarl                                                               

4.                  Conclusion                                                                                                    














The Provincial Week Programme of the National Council of Provinces (NCOP) took place from 12 – 16 September 2011 under the theme: “Parliament in Action – advancing citizen involvement in addressing service delivery challenges in our communities”.

During the Provincial Week, permanent delegates to the National Council of Provinces meet with the leaders of the various provincial legislatures, including Premiers, Members of the Executive Council (MEC’s), Speakers, Chief Whips and Chairpersons of Committees, and other stakeholders such as local government leaders and the South African Local Government Association (SALGA).

The Provincial Week is intended to provide permanent delegates to the NCOP, members of provincial legislatures the opportunity to interact and engage with various government departments, municipalities and members of the communities to consider the Provincial and Municipal Plans and Programmes, encourage citizen involvement and participation in responding to service delivery challenges facing the communities and to undertake oversight visits in order to obtain “first hand” information on local issues and also on provincial issues that should be placed on the agenda of Parliament. Permanent delegates and their respective provincial counterparts also visit projects to ascertain and assess the extent and nature thereof and the progress that the government is making regarding issues that were raised by the communities and in meeting the needs of the people and ensuring development in the communities where the people live.

Among others the NCOP week is also aimed in establishing how best to synergize the programmes of the NCOP and the Legislatures; to strengthen and support communities on understanding the role of the NCOP in order to ensure that the work done by the different spheres of government complement each other; to explain how the NCOP plans its activities in such a way that there is integration and in general to strengthen liaison and communication between the NCOP and the Legislatures.

During the period of the provincial week, permanent delegates of the NCOP and members the Provincial Legislature furthermore engage in briefing sessions with different role players like the Office of the Auditor-General, SALGA, Provincial Treasury and departments and others and also conduct public hearings with the communities.  

At the end of the provincial week programme, a report is tabled in NCOP with clear, achievable recommendations. Implicit in the objective of this programme is the understanding that the NCOP considers, amends and adopts the report. Importantly, the recommendations and timeframes emanating from the report must be implemented and monitored closely.










The Premier gave an overview on the provincial priorities and highlighted the following:


1.1.           Job creation

In alignment with the New Growth Path, the provincial government is in the process of developing a provincial framework to achieve more equitable and more labour intensive growth which is characterized by:

1.1.1.     large scale logistic and infrastructure projects and thereby repositioning the Eastern Cape in the national and global economies;


1.1.2.     measures to increase investment and to grow sectors that create jobs, especially in the manufacturing and agriculture value chains; and


1.1.3.     EPWP & co-operatives development.



1.2.           Education

Although there are still major challenges much progress has been made, such as:

1.2.1.     a turn-around Plan that was developed in 2010 and further improved at the beginning of 2011;

1.2.2.     4066 temporary Educators have been reappointed;

1.2.3.     650 Maths and Science educators have been approved for appointment;

1.2.4.     Of 347 displaced educators most have been placed;

1.2.5.     The management of scholar transport has been transferred to the provincial Department of Transport and the service resumed on 18th of July 2011;

1.2.6.     Section 100 (1) (b) intervention:

i).         The Provincial Government is engaging with national Government on a more appropriate legal framework for educational support to the Province;

ii).        The establishment of a Task Team based on the President’s guidance and consisting of five members from the national government and five members from the provincial government, for political management of the intervention;  and

iii).       Clarity on the legal interpretation and implications of legislation with respect to the powers and responsibilities of the provincial Head of the Department.


1.3.           Health

1.3.1.     The provincial department is progressing well on the implementation of a Turn-around Plan. The following interventions have been made:


i).         Contract and project management systems were improved to address irregular and fruitless expenditure plaguing the department;

ii).        Disciplinary steps have been taken and criminal charges laid against officials who were allegedly involved in corrupt practices;

iii).       Primary Health Care services have been strengthened with 31 Community Health Centres implementing 24 hour services and 85% of children (under the age of 1) have been fully immunized;

iv).       The fight against HIV/ AID’s, has been prioritized by a well-functioning Provincial AIDS Council with the following achievements:


a)                   Through the HIV Counselling and Testing campaign more than 1 400 000 people have been tested;

b)                   Currently 123,552 patients are on ART treatment supported by 147 facilities;

c)                    More than 75 000 patients access Home Based Care;

d)                   The provincial PMTCT programme is currently implemented by all health care facilities in the province and the new born baby PMTCT uptake is 83.3%; and

e)                   more than 500 000 female condoms have been distributed.

v).        TB is still a challenge. The TB cure rate is 62.4% and 96% of TB patients have been screened for HIV.  Eighty four percent (84%) of co-infected patients have started with CPT (cotrimoxazole prophylaxis therapy), and 84% of confirmed XDR-TB patients have started with treatment.



1.4.           Re-alignment of Provincial Government and Entities:

1.4.1.     Special Programmes have been transferred to the department of Social development;

1.4.2.     The transfer of the external training function to the department of Education is being finalised;

1.4.3.     The merger of the Tourism and Parks Boards has been finalised; and

1.4.4.     The establishment of the RDA could not be finalised by 1 April 2011 as envisaged due to delays in passing legislation.


1.5.           Improving Government Communication

1.5.1.     The current perceived decline in the image of the Province impacts negatively on:


i)        attracting investments;

j)        promotion of tourism; and   

k)      attraction and retention of skills


1.5.2.     To intensify the implementation of the Provincial Communication Strategy:


i).   a Provincial Government Spokesperson has been appointed;

ii).  a branding and marketing strategy is being developed;

iii). the quality of service delivery and governance in the Province has been improved.


1.6.           Intensifying the Fight against Corruption

The Anti-corruption Programme of Action has been reviewed and intensified by:


1.6.1.     a sustained and consistent anti-corruption message from leadership of provincial government;

1.6.2.     building anti-corruption capacity in municipalities;

1.6.3.     concrete action against government officials in departments such as Health and Education;

1.6.4.     vetting of senior government officials, in supply chain management and suppliers; and

1.6.5.     working with GIZ in developing departmental fraud prevention plans.


1.7.           Transformation of the Provincial Administration

1.7.1.     All but one HOD posts (12 out of 13) have been filled, whereof three are women;

1.7.2.     The recruitment process for the filling of the post of the HOD for Transport is in the process of being finalised;

1.7.3.     SMS females appear to be decreasing on a monthly basis, dropping from 33% in March 2011 to 31% in April 2011 and to 30% in May 2011;

1.7.4.     The Department of Social Development as well as Special Programmes have since regained its 50% female status at SMS levels;

1.7.5.     The current percentage of women at middle management level is 42%.

1.7.6.     The provincial government has recently adopted a Provincial Equity Strategy which includes the development of a Succession Planning Policy and currently focuses on the implementation thereof.


1.8.           Coordination and Monitoring

1.8.1.     The Office of the Premier is being strengthened as a centre of coordination in the Province;

1.8.2.     The Provincial Coordination and Monitoring Team has been institutionalized to strengthen monitoring and reporting in government;

1.8.3.     Quarterly one-on-one sessions between the Premier and MEC’s have been instituted;

1.8.4.     Consultations with departments on the Provincial Monitoring and Reporting Framework are being finalized.




The NCOP delegates and Members of the Eastern Cape Provincial Legislature met with the mayors, councillors and officials in the Cacadu District municipality to assess the progress made with regard to issues raised in the previous provincial week report.

2.1.      Achievements

2.1.1.      All critical posts in most municipalities have been filled;

2.1.2.      The district municipality assisted the local municipalities with the following:


i).       Augmenting of bulk water supply in Miller and Vondeling;

ii).      upgrading of sport facilities;

iii).     Rehabilitation of roads and storm water;

iv).      Renovations at the Jansenville and Marselle clinics (currently in process);

v).       Drought relief projects in Makana and Ndlambe municipalities;

vi).      Development of infrastructure plans for the Blue Crane Route as well as Ikwezi-, Baviaans- and Sunday River Valley municipalities;

vii).     Financial and technical support to all municipalities with regard to the review and assessment of their IDP’s;

viii).    Facilitation of the provision of grants from the provincial department for capacity building and employment of people to effectively perform the LED function;

ix).      Support to the Blue Crane Route as well as Sunday River Valley-, Ikwezi- and Baviaans municipalities to upgrade their IT infrastructure. The support was based on identified needs;

x).       establishment of systems to deal with disaster and fire management; and

xi).      eradication of housing backlogs in all the municipalities.

2.2.            Key issues

2.2.1.      Water quality problems persist in many local municipalities due to inadequate resources. The district depends predominantly on ground water for human consumption and agricultural activity. The low inland rainfall results in sporadic droughts, consequently drying up supply boreholes to towns and villages;

2.2.2.      Inadequate provision for repairs and maintenance of the road infrastructure. The district municipality has recently developed a roads prioritization model to guide economic infrastructure investment and lobby the provincial and national government for funding;

2.2.3.      Very little economic activity in most municipalities are generally characterised by unemployment and poverty;

2.2.4.      Skills deficiency in critical areas. To attract qualified staff to work in rural areas especially poses a challenge;

2.2.5.      The provincial department of Cooperative and Traditional Affairs had to extend the contract of the appointed administrator in the Sundays River Valley Municipality;

2.2.6.      The department of Cooperative Affairs and Traditional Affairs provided financial assistance to municipalities that had experienced administrative, financial and service delivery challenges;

2.2.7.      “Fracking” in Camdeboo: The Karoo region is under threat of being negatively affected by mining operations to extract natural gas by using the technique known as hydraulic fracturing or 'fracking'. This would lead to catastrophic drinking water pollution and health risks for people and animals. The municipality was not consulted on the matter.


2.3.            Challenges

2.3.1.      Maintaining financially sustainable institutions and being able to finance functions;

2.3.2.      The roads that link the Metro with Cacadu’s tourists’ attractions are in a bad condition bumpy and almost impassable. Also Da Gama Road through Jeffrey Bay requires maintenance. Support from the department to address the maintenance of roads is requested;

2.3.3.      Shifting to results orientated performance as well as effective monitoring and evaluation role;

2.3.4.      Ageing infrastructure in all municipalities;

2.3.5.      Most projects and programmes can only be implemented by using conditional grants funding. To make a meaningful impact the budget has to be increased, and financed by interest earnings and contributions from reserves;

2.3.6.      Loss of MIG funding for multiyear projects: Since 1 June 2011, no further MIG allocations had been made to the Cacadu District Municipality due to the demarcation process. The municipality is therefore unable to complete its multi-year projects;

2.3.7.      In view of the funding challenges the municipality is pursuing options such as tapping into other funds like the Jobs Fund and the Rural Development Fund;

2.3.8.      Instability at administrative level in Kouga Local Municipality. The Municipal Manager was requested to resign and the Chief Financial Officer was suspended;

2.3.9.      The district municipality intends to relocate its offices to Kirkwood as one of the measures to cut costs and efficiently achieve its strategic goals and objectives. In order to achieve this, the assistance from the provincial department is sought;

2.3.10. The rail network that was an important and vibrant support to the economy of the district has been neglected and is in a state of dilapidation.


2.4.            Recommendations

2.4.1.      That the NCOP engages with National Treasury regarding the loss of MIG funding to the Cacadu District Municipality with a view of obtaining such funding for the municipality;

2.4.2.      That the NCOP facilitates a meeting between the municipalities and the Development Bank of South Africa (DBSA) with a view to access the recently launched R9 billion jobs fund.


3.                       SITE VISITS

Visits to various sites and projects were undertaken to assess progress on issues raised during the previous provincial week in September 2010.


3.1.            Eagle Wings: Jeffrey’s Bay


3.1.1.      Achievements:

i).         Financial support of the project has increased through the increase of the budget allocation by the department and also through donor funding;

ii).        The frequency of monitoring and support of the centre has improved.


3.1.2.      Challenges:

i).         No structured platform exists to discuss issues of mutual interest with relevant stakeholders;

ii).        The organisation lacks office space due to a lack of communication with the local municipality.


3.1.3.      Recommendations:

i).         A mechanism must developed and implemented to assist in strengthening of relationships with relevant stakeholders;

ii).        The organisation should consider the possibility of relocating so as to address the challenge of the office space;

iii).       A Board must be established to assist with managing the affairs of the organisation;

iv).       The organisation must record and report on its challenges in order to develop its profile. 


3.2.            Humansdorp Hospital

3.2.1.      Achievements:

Each hospital now has its own manager and no more delays are experienced with the provision of drugs.



3.2.2.      Challenges:

i).         Delays are experienced with the filling of vacant positions due to the central recruitment policy;

ii).        The security system in the hospital needs to be improved and the need for a more technological advanced system exists.

3.2.3.      Recommendations:

i).         The visibility of security personnel appointed in the hospital must be improved;

ii).        The department must revise the recruitment policy to avoid more delays.


3.3.            Development Foster Care: Alexandria

The project in Alexandria has collapsed.


3.3.1.      Recommendations

i).         That the Department of Social development investigates the reasons for the collapse and the activities of the centre.

ii)         That the Centre submits a detailed report to the Speaker of the Eastern Cape Provincial Legislature within 90 days from the date of the visit on the following:

a).        How the project was established;

b).        The method of approving of funds;

c).        The basis on which funds were redirected to an alternative project for skills development of foster parents;

d).        Full details of the real owner/participants of the project?


3.4.            Housing Projects: Sunday River Valley municipality

A follow up visit was undertaken to assess the progress with the Moses Mabida; the Besheba and Nomathamsanqa housing projects.


3.4.1.      Progress

Several interventions have been made by the municipality and the provincial department of local government to address the issues that were raised during the previous Provincial Week in September 2010. The following progress was highlighted:

i).         Assessments on all the housing projects had been conducted;

ii).        The department is in the process of appointing a structural engineer;

iii).       All blocked projects due to maladministration have been unblocked;

iv).       The department has appointed contractors in order to revive and complete the projects;

v).        The department will complete the projects before the end of the financial year;

vi).       All creditors have been paid by the department.



3.4.2.      Recommendations

i).         Challenges with electrification and the sewer-connections must be addressed during the process of reviewing the IDP’s;

ii).        That the department of human settlement deploys a technical team in the Sunday River Valley Municipality to monitor progress;

iii).       That the department conducts a site audit verification in conjunction with the municipality and the community. Such verification should include the beneficiary list.


3.5.            Diversion and mentoring project: Port Alfred

3.5.1.      Achievements

i).         The department developed a data base of all the children on the award program;

ii).        Fifteen youths that are on the program were referred to St John’s Ambulances for a first aid training course;

iii).       A team building session was organised for all the children on the award program from Port Alfred and Grahamstown to boost the morale of the children;

iv).       The program is available to school children as well as non-scholars. The school children are made aware of bursary opportunities made available at the department of social development.


3.5.2.   Challenges

i).         During the previous financial year of 2010/11 the programme had a total budget allocation of R200 000 that was to be made available in two equal tranches. Due to the low spending, the programme did not receive the second tranche of R100 000;

ii).        Migration of children enrolled to the programme to other cities/towns disrupts the programme.


3.5.2.      Recommendations

i).         That the centre develops a stakeholder engagement plan to ensure that the communities are actively involved in the activities of the centre;

ii).        That the centre submits a business plan to the department in order to ensure the project continuation.


3.6.            Settlers Hospital:   Grahamstown


3.6.1.      Achievements

           i).          No maternal deaths;

           ii).         Wheelchairs are received within 19-20 days;

           iii).        Decline in transfers to secondary hospitals.

           iv).        A surgeon has recently been appointed;

           v).         Decline in referrals of ARV patients;

           vi).        No irregular expenditure;

           vii).       Suppliers are paid within 30 days;

           viii).      The Choice of Termination of Pregnancy services (CTOP) is operational;

           ix).        Dental services is also operational A dentist has been appointed and the appointment of a dental assistant as well as the procuring a dental machine is in process.

3.6.2.      Challenges

i).         Low bed utilization rate;

ii).        High caesarean section rate;

iii).       Need for an information manager in the hospital;

iv).       Shortage of staff in Human Resources Department;

v).        Turn-around time of Human Resources submissions (OSD, overtime etc.). A task team has been established to address the matter;

vi).       Some wards are outside the PPP boundary which creates a challenge as the access roads to those wards become impassable during the rainy season.


3.6.3.      Recommendation

That the Department and the PPP work hand in hand to ensure that the establishment of the new hospital wards does not adversely affect the hospital.


3.6.4.      Observations

The hospital is well managed and the management and the staff are commended for their dedication and hard work.


3.7.            Midlands Hospital

3.7.1.      Background

i).         The Graaff-Reinett / Midlands Hospital plays a pivotal role in supporting the primary health care of communities and is also a gateway to more specialist care in the Cacadu District. It provides level 1 (generalist) services to in-patients and out-patients (ideally on referral from a community health centre or clinic). The hospital has a 24 hour emergency and operating theatre.

ii).        The Hospital was extended to accommodate the pharmacy as well as the casualty and out-patients facilities.

3.7.2.      Achievements

i).         Two Tunisian doctors and three pharmacists have been appointed.

ii).        A pharmacist that will oversee the drug ordering system has also been appointed;

iii).       The lack of sufficient budgetary allocation is being addressed by the provincial department of Health; and


3.7.3.      Challenges

i).         87 critical posts are vacant; and

ii).        the hospital building is very old and requires urgent renovation.


3.7.8.   Recommendations

i).         That the hospital and the department of Health liaise and negotiate with the doctor in Jansenville seeking employment with a view to appoint him as such;

ii).        That the hospital and the department engage with the MEC of Safety and Liaison to address drug abuse by communities as it also affects the functioning of the hospital; and

iii).       That the hospital consider to shift funds from sub-programmes that are not performing to other programmes that are able to perform and that the provincial Portfolio Committee on Health monitors progress;


3.8.            Somerset East Victim Support Centre

3.8.1.      Challenges

i).         A lack of good relationship between SAPS and the centre;

ii).        Difference in rape statistics between the criminal justice system and the centre;  

iii).       Failure of police officers to refer victims of rape to the centre. During 2010 no rape victims were referred. The acting Station Commander of SAPS however gave assurance that this matter will be dealt with urgency;

iv).       Lack of communication tools for volunteers to perform their work;

v).        Failure of investigation officers to assist with rape cases efficiently and effectively as the perpetrators are not successfully prosecuted. A contributing factor to this is also victims that are withdrawing their cases. Currently there are seven investigators of which four are trained for domestic violence;

vi).       Volunteers are not paid the same stipends as other departments in the province;

vii).      Failure by the Portfolio Committee on Social Development to visit the Centre since the previous visit of the NCOP;

viii).     Lack of suitable premises. A nearby spacious structure has however since been secured for the use by the centre;

ix).       Stipends are paid to volunteers in the department of Social Development at different rates. It also differs from that department to the department of Health.


3.8.2.      Recommendations

i).         That the Portfolio Committee on Safety and Liaison engages with SAPS and the courts with a view to create synergy and to ensure that victims of rape are referred to the Centre;

ii)                   That a forum be established between the affected departments in order to campaign jointly in marketing the Centre;

iii)                 That government departments apply a uniform rate of payment of stipends to volunteers;

iv)                  That the Department of Social Development considers to increase funding to the Centre;

v)                    That the courts and the Criminal Justice System enforce the law against drug dealers in the area and that workshops on domestic violence and the abuse of drugs be facilitated and conducted.

vi)                  That the challenges faced by the Centre be reported to the MEC of Social Development  and the South African Social Security Agency; and


3.9.            Housing Projects: Ikwezi Local Municipality

A follow up visit was undertaken to the Klipplaat 418- and the Jansenville Housing Projects to assess the progress since the previous visit by the NCOP during September 2010

3.9.1.      Challenges

i).         Poor workmanship and quality of the houses with no ceilings and internal doors despite the extreme weather conditions in the area of hot summers and cold winters;

ii).        Difficulty to get approval for a Solar Technology and Energy Farm. The matter has been reported to the Premier; and

iii).       Poor state of the roads. The construction of some roads has been stopped due to a lack of funding;

3.9.2.      Recommendations

i).         That the Technical Report on the Klipplaat 418 housing project by the Provincial Department of Human Settlement that was tabled, be approved by the project appraisal committee of the department;

ii).        That the Provincial Department of Human Settlement addresses the necessity of ceilings in all the houses;

iii).       That the Provincial Department of Human Settlement prepares a similar technical report for the Jansenville housing project in order to address the shortcomings;

iv).       That the National Department of Human Settlement considers to monitor the rectification of the shortcomings;

v).        That unoccupied houses be transferred to beneficiaries on the waiting list;

vi).       That all cases where RDP houses are utilised for business purposes like the funeral undertakers, Shweme and Shweme in Jansenville, be investigated to establish whether the municipality has rezoned the properties or has granted a right of departure in respect thereof;

vii).      That it be ensured that the standard of RDP houses be improved and are of the same standard in all areas; and

viii).     that the office of the Premier be requested to assist the municipality with the proposed Solar Technology and Energy Farm in order to create more sustainable jobs to alleviate poverty.

3.10.       Andries Vosloo Hospital

3.10.1.         Challenges

i).     Although an amount of R 5 million had been allocated by the Provincial Department of Health for upgrading and renovations to the hospital, the work has not commenced yet;

ii).    Despite negotiations since 2005 for a nursing training college (Lilitha College) and despite a proper structure being available for that purpose, no further progress had been made;

iii).   The collection of debtors and staff shortages remain a challenge;

iv).   Lack of a proper fence.


3.10.2.         Recommendations

i).     That the MEC for Health be engaged on the Lilitha Nursing Training College;

ii).    That local contractors be used for maintenance to the buildings; and

iii).   That the MEC for Health and the Provincial Department of Agriculture be engaged regarding the fence.







1.1.            Challenges

1.1.1.      Verification of assets included in the asset register;

1.1.2.      Weaknesses in the daily and monthly control processes of the municipalities resulting in incomplete and inaccurate information on receivables;

1.1.3.      Lack of weekly and monthly reconciliations contributing to qualified reports in 11 municipalities in the case of revenue and 9 municipalities in the case of expenditure;

1.1.4.      No punitive measures/sanctions  in place for poor performance;

1.1.5.      Unauthorized, irregular, fruitless and wasteful expenditure;  

1.1.6.      Material misrepresentations on financial statements that are submitted for audit; 

1.1.7.      Lack of understanding of principle accounting standards;

1.1.8.      Consultants are relied on to prepare financial statements for auditing purposes;

1.1.9.      Lack of financial sustainability manifested through high reliance on government grants, capacity constrains in debt collection and current liability exceeding current asset;  


1.2.            Achievements

1.2.1.      Of the 8 local municipalities and 2 municipal entities only the Pumelela Municipality has a recovery plan;

1.2.2.      Marginal improvement on audit opinions over the previous financial year (6 improved, 13 unchanged and 1 regressed).


1.3.            Recommendations

1.3.1.      That an intervention in terms of Section 139 in the affected municipalities will be a short term solution;

1.3.2.      That municipal staff undergo appropriate training in compiling of financial statements and in other fields;




2.1.            Challenges

2.1.1.      Disclaimers and adverse audit opinions in respect of certain municipalities;

2.1.2.      Lack of leadership and oversight;

2.1.3.      Lack of document management and technical expertise

2.1.4.      Lack of capacity and commitment;

2.1.5.      Lack of effective governance structures such as internal audit units and risk management systems;

2.1.6.      Non-compliance with supply chain management regulations;  

2.1.7.      Previous irregular and unauthorized expenditure were not investigated timeously and submitted to Council for consideration;

2.1.8.      Audit action plans to address prior audit issues were/are not properly managed and monitored by management.


2.2.            Achievements

2.2.1.      Development of 10 new accounting standards to be implemented in 2012/13 and issuing of transitional arrangements for medium and low capacity municipalities; 

2.2.2.      Development of standardized policies and business processes for roll-out to all municipalities within Xhariep District Municipality including Letsemeng, Kopanong and Mohokare as well as the section 139 intervention municipalities of Thabo Mofutsanyane and Masilonyana;   

2.2.3.      A seminar was held in November 2010 on National Treasury Asset Management for all municipalities;

2.2.4.      A work session on Infrastructure Asset Management for all municipalities was held in February 2011

2.2.5.      A generic document management system policy and procedure for application in all municipalities had been developed to assist in fast tracking processes and to enhance document management;

2.2.6.      Capacity building is being conducted on operational activities of asset management, asset register requirements, GRAP 17, auditing, management, reporting on performance management and accredited supply chain management to all municipalities on SCM bid Committees, Construction Industry Development Board and compliance;  

2.2.7.      Capturing of contracts in excess of R100, 000 on the national database to enhance compliance of Matjabeng, Nala, Moghaka, Naledi and Mafube Municipalities;         

2.2.8.      Assistance to Mohokare and Phumelela municipalities with investigation into irregular expenditure as well as year activities; 

2.2.9.      Assistance to Masilonyana, Mohokare, Setsoto and Xhariep with the compilation of 2010/11 draft annual report.  


2.3.            Leadership   

2.3.1.      Building a culture of honesty, sound business practices, good governance and promoting the best interest of the municipality/ entities throughout all departments in the municipalities;   

2.3.2.      Effective execution of political and administrative oversight in financial and performance reporting, internal control and legislative compliance;  

2.3.3.      Maintain sound HR recruitment and employment practices and ensure budget provision to employ suitably qualified personnel immediately after critical posts are vacated and their performance monitored; 

2.3.4.      Council approval for the implementation of sound policies and procedures to capacitate staff to comply with policies and business processes;

2.3.5.      Development and implementation of a framework to ensure IT systems meet the municipal’s business requirements; 

2.3.6.      Development, implementation and monitoring of action plans to address short comings in internal control and the municipal’s information technology systems;   

2.3.7.      Taking action to address non-compliance.  


2.4.            Governance 

2.4.1.      Building risk management capacity through the appointment of a Chief Risk Officer; 

2.4.2.      Development, approval, implementation and monitoring of an effective risk management strategy which includes a fraud prevention plan and controls to mitigate identified risks;

2.4.3.      Appointment of Audit Committees to promote accountability and service delivery by providing oversight over the effectiveness of the internal controls;

2.4.4.      Adequate resourced and effective functioning of internal audit unit which complies with the public sector internal audit framework as well as internal audit standards.


2.5.            Financial and performance management 

2.5.1.      Customize the generic document management policy and procedures to the municipality’s requirements, obtain council approval, implement and monitor to enhance the availability, completeness and audit credibility of records, vouchers and supporting documentation; 

2.5.2.      Implementation, monitoring and timely submission of key control matrix to the Mayor and tabling such report in Council and provide a copy to Provincial Treasury;  

2.5.3.      Usage of the Case Ware Tool to compile bi-annual financial statements which must be reviewed by the Chief Financial Officer, assessed by the Municipal Manager and tabled in Council;                 

2.5.4.      The Chief Financial Officer to consolidate and review quarterly predetermined objectives reporting to be assessed by the Municipal Manager and tabled in Council.


2.6.            Recommendations

2.6.1.      That the Provincial Treasury submits annual performance plans to the Provincial Legislature detailing among others, a concrete plan to assist municipalities towards the achievements of 2014 Municipal Clean Audit.     



3.1.            Challenges

3.1.1.      Municipal infrastructure grant funds which are used for operations and which results into non-payment of service providers;

3.1.2.      Slow procurement process resulting to non-appointment of service providers after completion of tender evaluation;

3.1.3.      Lack of technical staff and project management skills within municipalities.

3.2.            Achievements

3.2.1.      Monthly monitoring of Municipal Division of Revenue Act reports of 219 projects in the 19 municipalities;

3.2.2.      Submission of consolidated Division of Revenue Act report to National Department of Co-operative Governance;

3.2.3.      Convening quarterly meetings on monitoring of Municipal Infrastructure Grant; 

3.2.4.      Intervening in municipalities with slow and low expenditure;

3.2.5.      Supporting municipalities with advice to unblock infrastructure projects;

3.2.6.      Advise municipalities on contract management, cash flows and management of consultants;

3.2.7.      Rendering of technical support to municipalities through development bank of South Africa;

3.2.8.      Evaluating and verify business plans submitted by the municipalities to the department for registration;

3.2.9.      Monitoring of the performance of project management units established in all municipalities and engaging in site visits to selected projects.


3.3.            Recommendations

3.3.1.      Municipalities who fail to spend the funding received from the MIG should no longer receive funding.




4.1.            Itemoheng District Hospital and Senekal, Boitumelo and Matwabeng clinics.


4.1.1.      Challenges

i).         Ambulances are not sufficiently equipped and response time is generally slow;

ii).        A shortage of staff. A number of vacant positions need to be filled; 

iii).       High infant mortality rate and a lack of an advanced midwife service. The maternity ward forms part of the general ward;

iv).        Lack of medical equipment in hospitals and major shortcomings and challenges in the hospital referral systems;

v).         Incomplete patient details put the collection of revenue from patients under pressure.


4.1.2.      Achievements

i).         Some of the critical vacant positions had been filled;

ii).        Perinatal Mortality Review meetings are held on a monthly basis with the referral clinic and DRH. The infant mortality rate dropped by 2,3%;

iii).       More ambulances were purchased;

iv).       The shortage of certain equipment has been addressed.


4.1.3.      Recommendations

i).         That the department of Health provides a comprehensive report reflecting full details of the critical positions that had been filled;




5.1.            Terblanche Broilers


5.1.1.      Challenges

i).         Lack of transport for livestock to the slaughtering facilities;

ii).        Lack of sufficient freezing facilities;

iii).       Need to expand production.


5.1.2.      Achievements

i).         An abattoir had been constructed on the farm with the assistance of the Department;

ii).         A cold room had been constructed;

iii).       During the 2010/2011 financial year beneficiaries received funding for 3500 chickens and feed which will ensure seven production cycles.









5.2.            Oppermans Irrigation (African Spirit)


5.2.1.      Challenges

i).          A breach of contract between African Spirit and the company sub-leasing land to Uitsig Partnership.

ii).        Beneficiaries requires financial assistance of R 2 million from the Department for mechanization and production inputs.

5.2.2.      Achievements

i).         Outstanding issues between all relevant stakeholders had been resolved;

ii).        The Department provided beneficiaries with a tractor and implements.




6.1.            Ladybrandt Stock Theft Unit 


6.1.1.      Challenges


i).       A general lack of office space;

ii).      Lack of capacity to investigate theft and a serious need for police intelligence.  The involvement and assistance from the SANDF is a huge challenge;

iii).     Need for more horses, quad bikes, vehicles and other equipment as well as urgent assistance for the maintenance of vehicles;

iv).      Lack of proper radio communication with farmers along the border;

v).       Difficult terrain with a lack of night sight;

vi).      Huge delays in obtaining relevant authorization to cross the border into Lesotho and reluctance by the prosecuting authority to pursue charges of theft.

6.1.2.      Achievements

i).       The involvement and assistance of the SANDF was obtained as of 1 April 2011;

ii).      Helicopter assistance received from SANDF.  More vehicles were received. Other equipment such as laptops and 2-way radios also received;

iii).        Authority for crossing the Lesotho border has been decentralized to Cluster Commanders in order to process authorization for border crossing.




7.1.            Bartimea School for the Deaf and Blind in Thaba Nchu


7.1.1.      Challenges

                                    i).       Lack of financial assistance for learners from poor families;

                                    ii).      The cupboards at the school are not in a good condition and Street lights are installed from the budget of the school;

iii).     Sign language is not recognized as an official language and the curriculum of the learners is not accredited;

                      iv).       High costs of equipment for blind learners. 


7.1.2.      Achievements

                      i).         The school received a donation from the national lottery fund to upgrade the sports grounds;

                       ii).      The Department of Public Works in partnership with the Department of Education has offered financial assistance of R10 Million to build 5 new class rooms and to renovate the school and the hostels. 


7.1.3.      Recommendations

                       i).       That the Department of Education consider accessing the funds that had been made available as per the relevant policy for learners from disadvantaged families; 

                       ii).      That the Departments of Public Works and Education submit a report setting out the breakdown of the R10 Million for the building of the class rooms and renovation of the school and hostels.






8.1.            Malti-a-Phofung District.


8.1.1.      Challenges


i).       Constant delays with the paving project in Tshiame A and with the sewer reticulation project in Tshaime B;

ii).      Delays in the construction of the House of  the Traditional leader;

iii).     The clinic is too small and does not sufficiently provide in the needs of the community and does not have running water or a telephone

8.1.2.      Achievements 

i).       The Tshiame A project was completed on 30 June 2011 and officially  handed over on 22 August 2011. The standard of the road is of good quality.  Phase 2 of the project will start in the new financial year;

ii)       The Tshiame B project was completed on 3 March 2011.  Some sites are not occupied as yet;

iii).     Approximately 80% of the brickwork; 90% of the roof and 40% of the electrical installation relating to the construction of the house for the Traditional Leader has been completed. The flooring, plumbing and plastering also still need to be completed;

iv).      The Clinic was only temporary and a site has now been identified by the Department to build a clinic.




9.1.            Bethulie (Xariep District) and meeting with the different contractors nl. Baeperiki Danny’s Contruction; Reyakopele Trading 73CC; Thomas Koelman Contruction; Ihlathi Trading 62 and TAJ Rose Construction.



9.1.1.      Challenges


                     i).       The contractors are not registered for VAT while the South African Revenue Services demands that they pay VAT; 

                     ii).      Disputes between employees and the contractors referred to the CCMA;

                     iii).     The Department informed the contractors that out of 50 companies in Xariep District only 33 qualified for training yet no reasons are supplied;

                     iv).      Contractors cannot pay the rent in respect of storage and office space which they rent from the farmers resulting in the farmers exercising their lien in respect of the equipment until payment;

                     v).       The project manager instructed the contractors to buy trucks and claimed R70 000 from the Department for each contractor claiming that he had paid for their trucks in full;

                     v).       The above issues have not yet been resolved and impacts negatively on the progress of the projects. 


9.1.2.    Recommendations


i).          That the Department offers training to contractors and ensure that the contractors are compliant with labour related matters;

ii).         That contracts be drafted in the language of preference of the contractors and/or employees and;

iii).        That contractors / employees receive payments /salaries within the stipulated time.




10.1.       EDUCATION


10.1.1                Botshabelo 




i).      Hohle Primary School –

a).       Learners have a general lack of respect for educators as well as their parents;

b).      programmes that have been initiated to assist educators require funding;

c).       Due to absenteeism of educators, learners did not get their school reports in May 2011.


ii).     Walter Senior School –

a).      Absenteeism of educators. Some are absent for 3-6 months.


iii).    Leratong and Reenkeng Schools 

a).       Drug and alcohol abuse at schools;

b).       Learners carrying dangerous weapons such as knives;

c).        Lack of cooperation between the school principal (Mr Sithole) and the parents;

d)        Lack of maintenance to and upkeep of the school buildings for a number of years, such as broken windows that are not replaced, etc;

e).      Lack of enough schools, especially in Botshabelo West. Currently learners from other areas are gaining access to the school while learners from the immediate area are turned away;


iv).     Seithati Primary School 

a).       Learners are over-age and drink alcohol and steal from the school.


v).      Tjhaba Maketse High School –

a).    Learners obtain liquor from a tavern opposite the school and bring it onto the school grounds.


10.1.2.              Bultfontein



i).    Bultfontein has only two high schools;

ii).   Gangsterism among learners and fighting, involving also non-learners;

iii).  Carrying of dangerous weapons by some learners.



10.1.3.              Theunissen



i).    Theunissen High –

Abuse of scholars and lack of cooperation from the principal.


ii).   Masilo School –

Gangsterism and learners carrying dangerous weapons, rape and drug abuse.


iii).  Concordial School –

Gangesterism and lack of security.


iv).  Masilonyana School (Ward 10) –

Lack of participation and assistance by parents.


10.1.4.              Tweespruit



i).    Lack of sport facilities;

ii).   Out dated and broken computers.


10.1.5.              Verkeerdevlei



i).    Many children, some who are orphans, have been expelled from school and may resort to crime unless they are allowed back into school;

ii).   Lack of scholar transport, especially for learners from the farm areas who have to walk long distances of up to 10 km to and from school in harsh weather conditions;

iii).  Lack of security at the school.


10.1.6.              Winburg



i).    Tlongkganyeng School –

a).    Parents cannot afford to pay the costs of computer training for their children;

b).    Lack of sport facilities.


10.1.7.              Wesselsbron



i).    Iphateleng, Monyakeng and Ithabeleng Scools –

a).    Gangsterism;

b).     Theft of computers and equipment;


10.1.8.              Excelsior



i).    Reutlwahetse School –

a).     Physical Science teacher not qualified;

b).     Many orphans expelled from school.

c).     Lack of qualified educator or person to give computer training. (School received 30 Computers from the Department)


10.1.9.              General


Transversal challenges

i).    Inequality of infrastructure and equipment between different schools;

ii).   Lack of laboratories and libraries;

iii).   Lack of job opportunities and skills for learners after they have completed matric;

iv).   Lack of text books / learning material at schools;

v).   Teenage pregnancies; 

vi).   The majority (70%) of the Educators live outside of the township where they are teaching.




i).    A sound working relationship has been developed between the Masilonyana Municipality and the private sector as a result whereof 23 learners in Masilonyana received bursaries;

ii).    A bursary fund of R 1 million was made available to learners. The Mining Sector contributed 70% of the funding and the municipality the remaining 30%;

iii).  The Provincial Government also renders assistance to schools.


10.2.      HEALTH


10.2.1.              Botshabelo



i).    Pulesetso Phasa Clinic in Section U - closes at 15H00;

ii).   This clinic serves 4 different sections;

iii).  Sometimes referrals are declined three times before they get to see a doctor;

iv).  Only a certain number of patients are seen per day;

v).   Mobile clinics have been decommissioned;

vi).  Dr Petso and Winnie Mandela Clinics in Ward 28:

a).   The clinics are only open between 08H00 and 16H00;

b).   Patients, especially pregnant mothers must walk far to get to the clinics;

c).   Shortage of staff (only 2 nursing sisters, one nurse, a cleaner and a clerk at the Dr Petso Clinic and only one doctor and a few nurses at the Winnie Mandela Clinic to serve a vast area).

vii).    Poor and unhygienic conditions at the clinics;

viii).   Lack of security;

ix).     Mokgoto clinic:

a).   lack of monitoring to ensure that legislative prescripts are followed;

b).   general lack of accountability;

c).   the clinic lacks sufficient capacity.

x).      no doctors available after 20H00;

xi).     HIV patients separated from general patients feel discriminated against.



10.2.2.              Bultfontein



The Phahameng Clinic only has one doctor who visits the clinic irregularly.



10.2.3.              Brandfort



i).    The clinic has only one ambulance to transfer patients to and from Hoopstad;

ii).   Clinics are not clean and hygienic (assistance by volunteers with cleaning cannot be maintained);ii).

iii).  Lack of security;

iv).  The Maranta Clinic is too small to accommodate the community;

v).   Only one ambulance available for the township and the farms and to take patients to Bloemfontein;

vi).  Patients queue from 05H30 without shelter for the ambulance that takes patients to Bloemfontein.


10.2.4.              Excelsior



i).   The doctor visits the clinic only once a month;

ii).  The clinic building, a former municipal building, old and in a state of disrepair;

iii). Patients sleep outside the clinic when visiting the clinic to ensure that they be attended to the next day.


10.2.5.              Soutpan



i).   No ambulance in Soutpan and the ambulances of Bultfontein and Brandfort are used if and when available;

ii).  Poor condition of the roads;





10.2.6.              Theunissen



i).   Long distance between Theunissen and Virginia (80km) impacts negatively on response time of ambulance;

ii)     The Lusaka Clinic is too small to accommodate the needs of the community;

Iii).  Masilo Clinic –

a).      The clinic should be open for 24 hours but closes at 16H00 daily;

b).      Lack of ambulances and the response time is slow;

c).      Lack of security and the nurses have to fulfil this duty as well;

d).     Shortage of medication;

e).      Need for a physiotherapist at the clinic.


10.2.7.              Tweespruit



i).   Lack of proper hygiene;

ii).  The clinic only opens at 07H00 and is too small to accommodate the needs of the community;

iii). Long waiting times and at times patients are not attended to on the day that they visit the clinic.


10.2.8.              Verkeerdevlei



i).   Patients have to walk long distances, at times at night or in the dark to reach the ambulance or the clinic;

ii).  Lack of shelter for patients while waiting for the ambulance;

ii).  The route of the ambulance to Bloemfontein via Masilonyana, Winburg and Theunissen is too long.

10.2.9.              Winburg



i).    Shortage of medication at the clinic;

ii).   Only one doctor;

iii).  Doctor ill-treats patients and is available only once a week;

iv).  At times patients have to wait up to 10 hours to be attended to;

v).   The conditions at the hospital are poor and unhygienic.


10.2.10.         Thaba nchu



Shortage of doctors;


10.2.11.         Hoopstad



Mohau hospital 

a).   general lack of skills

b).   nurses ill-treat patients who cannot feed themselves and at times they take the food of patients for themselves.


10.2.12.         General


Transversal Challenges

i).    Shortage of nurses at hospitals;

ii).   Shortage of medication at hospitals and clinics;

iii).  Lack of efficient ambulance services;

iv).  General lack of security at hospitals;

v).   Lack of space and beds;

vi).  limited hours - hospitals to be open for 24 hours.


10.3.        CRIME


10.3.1.              Botshabelo



i).    The Local Crime Prevention Strategy that was launched in Botshabelo is not implemented;

ii).   Gangsterism;

iii).  Cases against children of police officers who are involved in crime are dropped without reason;

iv).  Taverns gives rise to crime;

v).   Theft and other crimes at schools. Parents often buy stolen computers, etc.

vi).  Police officers use children to steal sheep.


10.3.2.              Verkeerdevlei



i).    A victim of rape laid a charge. The perpetrator was arrested on a Friday but released the following Monday.  On enquiry she was informed that she had dropped the case;

ii).   Investigators at the Police station lack the knowledge and skills required to perform their duties properly;

iii).  High level of police incompetence.


10.3.3.              Brandfort



i).    The police are reluctant to cooperate and/or to act;

ii).   Lack of competency and resources;

iii).  Shortage of police vehicles and vehicles are often used for other purposes;

iv).  Police officers often abuse their power; 

v).   Taverns in the area allow access to children.


10.3.4.              Hoopstad



i).    Illegal immigrants and their shops contribute to the increase of crime;

ii).   Police Stations are dirty;

iii).  Shortage of staff, vehicles, etc.








10.3.5.              General


Transversal challenges

i).    Prison cells are dirty and overcrowded;

ii).   Lack of cleaning staff;

iii).  Lack of knowledge and skills of police officers, especially on taking statements as perpetrators are often released on technicalities and the poor quality of statements;  

iv).  Need for rehabilitation programmes for convicted persons/criminals;

v).   Disappearing of police dockets;

vi).  Lack of co-operation and follow-up from the police when given information by members of the community on illegal activities;

vii). Response time of the police is poor due to various reasons, such as lack of professionalism, shortage of police officers, vehicles and other resources, broken vehicles, etc;

viii).           Lack of awareness campaigns for communities;  

ix).  The Police is reactive but not innovative or pro-active in any way;

x).   Computers stolen from schools and sold in the communities are not reported;

xi)   Taverns and illegal liquor outlets contributes to illegal activities and crime and police are regular patrons thereof;

xii). Illegal selling of cigarettes to children.




11.1.       Dihlabeng local Municipality


11.1.1.         Municipal Infrastructure Grants: 2010/11   

i).     The upgrading of roads in Fateng tse Ntso was completed in June 2011. The budget allocation of R 3 303 524 for this project was totally spent. The project created jobs for 8 men, 4 women, 19 youths (men and women) and 6 local sub-contractors were employed;

ii).    The upgrading of streets in Bohlokong was completed in February 2011. The budget allocation of R 9 million for this project was also totally spent. The project created jobs for 7 men, 2 women, 28 youths (men and women) and 8 local sub-contractors were employed;

iii).   The upgrading of roads in Mautse was completed in June 2011. The budget allocation of R 4 142 000 for this project was also totally spent. The project created jobs for 3 men, 4 youths (men and women) and 4 local sub-contractors were employed;    

iv).   The upgrading of the sports and recreation facilities in Fouriesburg/Mashaeng was completed in June 2011. The budget allocation of R 4,2 million for this project was likewise spent in total. The project created jobs for 13 men, 7 women, 22 youths (men and women and 4 disabled persons;

v).    The upgrading of the waste water treatment works in Clarens/Khubetwana was completed in June 2011. The budget allocation of R 12 million for this project was also spent in total and the project created jobs for 2 men, 1 woman, 6 youths (men and women) and 1 disabled person; 

vi).   The paving of roads and the stormwater channel in Dihlabeng/Khubetswana was completed in June 2011. The budget allocation of R 4,1 million for this project was spent in total and jobs were created for 3 men, 7 women and 5 youths and 4 local sub-contractors were employed.


11.1.2.         MIG projects: 2009/10  

i).     The upgrading of sports and recreation facilities in Fateng Tse Ntsho was completed in March 2010. The budget allocation of R 8, 6 million for this project was totally spent and jobs were created for 12 men, 14 women, 25 youths (men and women) and, 2 local sub-contractors were employed;      

ii).    The upgrading of the cemeteries in Fateng Tse Ntsho was completed in March 2010. The budget allocation of R 5 061 144 for this project was spent in full and the project created jobs for 9 men, 15 women, 17 youths (men and women) and 1 local sub-contractor was employed;

iii).   The upgrading of roads in Fateng Tse Ntsho was completed in June 2011. The budget allocations of R4 182 286 for this project was also totally spent and jobs were creation for 8 men, 4 women, 19 youths (men and women) and 6 local sub-contractors were employed;

iv).   The upgrading of streets in Bohlokong was completed in February 2011. The budget allocation of R 7 403 743 for this project was spent in full and jobs were created for 11 men, 2 women, 10 youths (men and women) and 4 local sub-contractors were employed;

v).    The upgrading of the waste water treatment works in Clarens/Khubetswana was completed in February 2011. The budget allocated to the project was R 5 290 778 which was spent in total. The project created jobs for 2 men, 1 woman, 6 youths (men and women) and 1 disabled person was employed.


11.2.       Naledi local Municipality


11.2.1.         Conditional Grants: 2009/2010  

i).     Only 73% of the Financial Management Grant of R 1 million was spent due to political instability and non-attendance of training by the finance department during the financial year;

ii).    The Equitable Share allocation of R 23 469 000 was spent in total;

iii).   The Municipal Systems Improvement Grant of R 1, 3 million was overspent by 17% on fixed assets due to the conversion of GRAP compliance;

iv).   Only 88% of the Municipal Infrastructural Grant of R 10 219 000 was spent due to political instability and the temporary delay of the registration and payments resulting in the projects being put on hold;


11.2.2.         Projects started during 2009/10  


i).     An amount of R 510 950, 00 that was allocated to the project management unit was spent in full;

ii).    An amount of R 228 370, 86 was allocated for the construction of a 1.5 ML reservoir in Qibing/ Wepener. The allocation was spent in full and the project 100% completed;

iii).   An amount of R 6 465 869 was allocated for the construction of a sport facility in Thapelong/Van Stadenrus.  After having spent 99% of the allocation the project has been put on hold due to overspending on rock and lack of a geotechnical assessment;

iv).   Only 56% of the amount of R3 525 060 allocated for the paving of roads (2.98km) in  Dewesdorp/Morojaneng was spent due to political instability and the business plan that was not approved, resulting in the project being put on hold;


11.2.3.         Conditional Grants 2010/11 

i).     Only 80% of the Financial Management Grant of R 1,2  million was spent due to political instability and non-attendance of training by the finance department during the financial year;

ii).    The Equitable Share allocation of R 29 881 000 was spent in full;

iii).   Only 35% of the Municipal Systems Improvement Grant of R 1 million due to political instability and the implementation of financial systems not having materialized;

iv).   Only 97% of the Municipal Infrastructural Grant of R 11 764 000 was spent due to political instability and the temporary delay of the registration and payments, resulting in the projects being put on hold;


11.2.4.         Projects started during 2010/11

i).     The project management unit was allocated R580 000.00 which was spent in full;

ii).    Only 96% of the amount of R 6 959 093 allocated for the paving of roads in Dewetsdorp/Morojaneng was spent due to savings on the project;

iii).   Only 98% of the amount of R 1 111 260 allocated for the refurbishment and equipping of boreholes in Naledi local municipality had been spent.  However, the supply line from the four boreholes in Dewetsdorp is leaking and needs urgent attention;

iv).   The amount of R 1 387 244 was allocated for the upgrading of the waste water treatment works in Van Stadensrus. The project only started during May 2011 and is still in progress;

v).    An amount of R1 725 927 was allocated for the construction of the low-level bridge and access road in Wepener. The project only started in May 2011 and is still in progress.




11.3.       Masilonyana local Municipality 


11.3.1.         Projects started during 2009/10

i).     An amount of R 5 830 000 was allocated for the upgrading of sewer ponds, effluent disposal and sewer collector mains in Soutpan. The total amount spent as at June 2010 was R3 802 920 and the project is still incomplete;

ii).    An amount of R 4, 1million was allocated for the eradication of bucket system (400 buckets) in Soutpan/Ikgomotseng The amount spent as at June 2010 was R 3 972 078;

iii).   R 7, 8 million was allocated for the upgrading of the water reticulation network and isolation valves in Makeleketla/Boitumelo. As June 2010 the amount of R 1 539 433 was spent and the project is still incomplete;

iv).   An amount of R 8 030 507 was allocated for the upgrading of the water purification plan project in Brandfort/Majwemasweu. The amount spent as at June 2010 was R 1 023 728 and the project is still incomplete;

v).    R 6 846 000 was allocated for the water reticulation network in Winburg/Makeleketla. As at June 2010 an amount of R 4 185 646 was spent. The project is however still incomplete.

11.3.2.      Projects started during 2010/2011 

i)              An amount of R 5 830 000 was allocated for the upgrading of sewer ponds, effluent disposal and sewer collector mains in Soutpan. The project is complete

ii)           A further amount of R 6 138 910 was allocated for the eradication of the bucket system in Soutpan/Ikgomotseng whereof R 6 022 907 was spent as at June 2011. The project is completed.

iii)              An amount of R 5 850 000 was allocated for the upgrading of the water reticulation network and isolation valves in Makeleketla/Boitumelo. As at June 2011 the amount of R 5 633 365 and the project is still incomplete;

iv)              An amount of R 8 030 507 was allocated for the upgrading of the water purification plant in Brandfort/Majwemasweu and as at June 2011 the amount of R 4 490 116 was spent. The project is still in progress;

v)                The amount of R 6 846 000 was allocated for the water reticulation network in Winburg/Makeleketla. The actual expenditure as at June 2011 was R 6 808 373 and the project is completed;

vi)              The upgrading of streets to surface roads project in Theunissen was allocated an amount of R 18 240 000. The total allocation was spent as at June 2011 and the project is completed;   

vii)            R 32, 063, 807 was allocated for the eradication of the buckets system (2 265 buckets) in Theunissen. As at June 2011 the sum of R 31 538 815 was spent and the project is still on-going;   

viii)          An amount of R 5 898 837 for the construction of a community hall and sports complex in Soutpan.  As at June 2011 an amount of R 4 507 492 and the project is not completed as yet;

ix)              For the upgrading of storm water drainage in Winburg/Makeleketla an amount of R 3 188 007 was allocated. Whereof an amount of R 1 578 658 was spent as at June 2011. The project is still in progress.


11.4.      Phumelela local Municipality


11.4.1.    Project Expenditure during 2010/2011


i).       R 11 290 000 was allocated for the upgrading of the bulk sewer project in Warden/Ezenzeleni whereof an amount of R 772 250 is spent. The project is 50% completed;

ii).      An amount of R 7 041 344 was allocated for the sewer outfall pumps and rising main project in Memel/Zamani. An amount of R 4 22,617 has already been spent and the project is 80% completed;

iii)           An amount of R 3 899 543 was allocated for the construction of a paved road (1.5km) in   Thembalihle. The project had been completed at a cost of R 1 143 108;

iv)           R 15 168 655 was allocated for the construction of a sewer network in Thembalihle Ext 4. An amount of R 7 206 583 had already been spent and 60% of the project is completed;

v)             An amount of R 9 330 645 was allocated for the construction of a paved road (3km) in Vrede whereof R 2 382 757 had already been spent. The project is still in progress;

vi)           R 3 00 297 was allocated for the installation of high mast lights in Phumelela whereof R 2 262 426 was spent. The project is completed;

vii)         The upgrading of the sewer pump-station in Vrede was allocated R1 282 300. The total costs of the project which is still in process is R 182 271;

viii)       An amount of R 4 955 428 was allocated for the construction of internal paved roads, including storm water drainage in Memel/Zamani. The total expenditure was R 2 710 689 and the project is completed;

ix)           R 4 895 160 was allocated for the completion and upgrading of the water purification plants in Memel/Zamani. An amount of R 3 499 467 had already been spent and 88% the project is completed;

x)             An amount of R 12, 4 million was allocated for the construction of 4km paved road in Thembalihle whereof R 3 239 411 had already been spent.                      


11.5.       Tokologo local Municipality


11.5.1.    MIG Projects for 2009/2010 


i).       The total MIG allocation for 2009/10 was R12, 850 Million:

a).        R 4 million was spent on the installation of water meters in Hertzoville and the project is completed;

b).        R 2,8 million was utilised for the rehabilitation of reservoirs in Boshof which project had been completed;

c).        R 600 000 had been utilised to fence the cemeteries in Hertzoville. The project is completed;

d).        The upgrading of the water network in Hertzoville had been completed at a cost of R1, 9 Million;

e).        R 2 million was spent on the upgrading of the water network Dealesville and the project is completed.



11.5.2.    MIG Projects for 2010/2011 


i).       The MIG allocation of R14 845 million for projects in 2010/2011 was utilised as follows:

 a).        R 1, 357 million for water meters in Dealesvile which had been completed;

b).         R 1, 975 million for water meters in Boshof. The project is completed;

c).         R 2, 220 million for the VIP project in Dealesville. The project is completed;

d).         R 3, 450 Million for boreholes in Dealesville. The project is completed.


11.5.3.    MIG Projects for 2011/2012


i).       The total MIG allocation for 2011/2012 amounted to R 18, 545 million for the following projects:

a).        Boreholes in Hertzoville. Work has started and the anticipated completion date is 31 November 2012;

b).        Boreholes in Boshof. Tenders had been requested and it is anticipated to complete the work towards 31 May 2012;

c).        Upgrading of the water network in Boshof.  The project is in the tender process and the anticipated date for completion of the project is 15 May 2012;

d).        Upgrading of roads in Dealesville (Seretse Phase 1). The project is in the tender phase and is anticipated to be completed at 31 March 2012.


11.6.      Mohokare local Municipality


11.6.1.    MIG funding


i).       An amount of R 12, 9 million was allocated to the municipality for the 2010/11 financial year;

ii).      Approval is required for the roll-over of R 11, 48 million from the previous financial year and if approval is obtained, the municipality will have a total allocation of R24.4 million.




11.6.2.    Challenges


i).       The municipality experienced a deficit of R 5,7 million on its MIG funds during the previous financial year and at the end of that financial year, the municipality managed to spend only 3% of its year allocation;

ii).      The municipality has now submitted a request to the National Treasury for the roll-over of the remaining amount. However, the unspent amount is no longer in the municipal account and has since been subjected to a forensic audit;

iii).     Despite an action plan relating to the utilisation of the MIG funds, the recovery of the unaccounted funds is a major challenge. The expenditure rate for the current financial year is 23.49%.   


11.6.3.    Reasons for non-spending


i).       The Municipality utilized and amount of R 5, 28 million to complete projects in Zastron in respect whereof R3, 5 million was funded by the Department of Cooperative Governance and Traditional Affairs;

ii).      An amount of R 24 million was spent on the implementation of the Health and Hygienic project which was not registered as a MIG project;

iii).     MIG projects were put on hold due to cash flow problems and the municipality was unable to collect the aforesaid deficit of R 5, 7 million from its own revenue due to the high poverty rate of 80%.


11.6.4.    Remedial measures taken by the Municipality

i).       Filling of vacant posts;

ii).      Implementation of bylaws as part of the revenue collection strategy;

iii).     On-going consultation with provincial treasury for support on financial matters;

iv).      On-going consultation with the Auditor-General in aligning the municipality with the national target for clean audits by 2014.





11.7.      Setsoto local Municipality


11.7.1.    Municipal Infrastructure Grand (MIG) Projects

i).       R 21 469 431 for the augmentation of raw water supply in Marquard. The expenditure to date is R 16 734 733 and 95% of the project is completed;

ii).      R 7 763 400 for the upgrading of the water treatment works in Marquard. The expenditure to date is R 2 957 363;

iii).     R 21 051 559 for the upgrading of the waste water treatment in Senekal. The expenditure to date is R 15 492 475 and the project is completed;

iv).      R 15 million for the upgrading of the oxidation ponds in Marquard. The expenditure to date is R 5 944 726;

v).       R 35 087 719 for the upgrading of the bulk water supply in Ficksburg. The expenditure to date is R 10 973 689;

vi).      R 21 561 925 for boreholes in Senekal. R6 462 428 has been spent to date;

vii).     R 5, 5 million for the upgrading of paved roads (2km) in Marquard. The expenditure to date is R 2 263 485;

viii).    R 6, 325 million for the upgrading of paved roads (2.3km) in Ficksburg. The expenditure to date is R 2 423 982;

ix).      R 5 842 544 for the upgrading of paved roads (2.1km) in Clocolan. The expenditure to date is R 1 595 567;

x).       R 6, 050 million for the upgrading of paved roads (2.2km) in Senekal whereof R 3 641 129 has been spent to date;

xi).      R 4 429 800 for the installation of 4815 water meters in Marquard. An amount of R 3 786 638 has been spent to date and 95% of the project is completed;

xii).     R 5 229 280 for the installation of 5684 water meters in Clocolan. To date R 4 935 292 has been spent and 95% of the project is completed;

xiii).    R 10 493 327 for the installation of 11521 water meters in Ficksburg. The exenditure to date is R 9 692 372 and the project is 95% completed;

xiv).    R 6 944 448 for the installation of 7576 water meters in Senekal. The actual expenditure to date is R 3 761 936;

xv).     R 1 468 122 for the installation of 5 high mast lights in Senekal. The expenditure to date is R 1 211 006;

xvi).    R 2 043 184 for the installation of 7 high mast lights in Ficksburg. The expenditure to date is R 1 603 488;

xvii).   R 635 999 for the installation of 2 high mast lights in Clocolan. The expenditure to date is R 54 258. 


11.8.       Recommendations


In order to remedy and rectify the above challenges, municipalities must:

i).         implement proper monitoring control and provide leadership regarding financial management including financial statements and supporting records;

ii).        take action against officials who cause errors in financial reporting;

iii).       review the financial statements and other information in the annual report before submission for audit purposes;

iv).       manage the financial affairs of the municipality on a continued basis and not only during the audit process.



12.1.       Fezile Dabi District Municipality Trust


12.1.1.         Background

On 13 October 2006 the Council approved the establishment of the trust to facilitate and manage arts and cultural activities as well as a bursary scheme and authorized the accounting officer of the municipality to appoint trustees for the trust. This trust was registered during May 2009 and on 29th June 2009 the municipality transferred an amount of R100 000 to the trust as a donation for establishment costs.


12.1.2.         The Report by the Auditor-General 


The Auditor-General advised that the trust was founded by the municipality and as such the trust is a municipal entity and that the municipality as the founder retains sole control of the trust. The trustees only have administrative powers and the municipality is therefore responsible for the financial management of the trust and the preparation of its financial statements.


12.1.3.         2009/10 Audit Outcome


             The trust received a disclaimer from the Auditor–General for the 2009/10 financial year


12.1.4.         Key issues


i).     The trust was established without seeking legal opinion first and without business- and operational plans;

ii).    The trust did not make any progress in terms of its functions relating to arts, culture and a bursary scheme;

iii).   The costs incurred by the trust relates only to entertainment, accommodation and travelling;

iv).   The trust had since its establishment received disclaimers from the Auditor-General;

v).    The council since resolved to remove Mr Josh Nocanda as a trustee and oppose any claim by him;

vi).   The council has further resolved to dissolve the Fezile Dabi District Municipality Trust and to register the Fezile Dabi Trust as an independent entity;


12.1.5.         Recommendations


i).     That the trustees submit a detailed report to the provincial Portfolio Committee on Cooperative Governance, Traditional Affairs and Human Settlement on the full history of the trust and all activities since its establishment;

ii).    That government agencies such as the Hawks, and/or the Special Investigation Unit and/or the Public Protector conduct a forensic investigation into the financial affairs and all the activities of the trust since its establishment.






12.2.       Maluti a Phofung Water


12.2.1.         Background


Maluti a Phofung Water was established as a municipal entity in 2006 by the Maluti a Phofung Municipality with the amalgamation of Sedibeng water board and Amaziwethu;


12.2.2.         Challenges


i).     Lack of technical skills and some officials not qualified for their positions as pointed out by the Auditor- General in his audit report of the 29 June 2011;

ii).    Poor internal control and supervision;

iii).   No proper hand over of all movable assets and asset register from Sedibeng and Amaziwethu to Maluti a Phofung Water;


12.2.3.         Interventions to date


i).     Financial structure reviewed;

ii).    Financial manager appointed;

iii).   All assets verified and tagged and included in the asset register;

iv).   Established an audit with weekly interaction with the municipal manager;

v).    Developed a financial plan and control mechanisms with time frames monitored by the Board and the Audit Committee;

vi).   Engaging with SARS regarding VAT on grants and subsidies;

12.2.4.         Recommendation

That all the issues raised be properly investigated and a report thereon be submitted to the Select Committee on Co-operative Governance and Traditional Affairs of the NCOP.










12.3.       Centlec (Pty) Ltd


12.3.1.         Background/Audit outcomes  


i).     Centlec was established as a municipal entity with the amalgamation of the Mangaung Water Board. 

ii).    For the past five financial years Centlec received disclaimers from the Auditor General.  The Auditor General identified shortcomings and challenges in the following fields and/or categories: Property plant and equipment; Other financial assets; Inventories; Trade and other receivables; Loans from Shareholders; Other financial liabilities; Trade and other Payables; Revenue; Other income; Operating Expenses; Consumer deposits; Commitments; Contingent Liabilities; Finance Costs; Irregular Expenditure; Fruitless and Wasteful Expenditure; Cash Flow Statement; Presentation and disclosure; etc.


12.3.2.         Remedial steps taken during 2010/2011 financial year:

i).     As from 1 July 2011, the accounting system of Centlec was separated;


ii).    Address and monitor the accurate capturing of data;


iii).   Valuation of assets finalised and updating asset register;


iv).   Policies, procedures and key agreements are under review and/or have been finalised;


12.4.       Recommendations

i).         That proper monitoring and control mechanisms be introduced and Implemented regarding financial management including capturing of data, drafting of financial statements and supporting records;

ii).        That action be taken against officials who fail in their duty;

iii).       That financial statements and other information included in the annual report be review before submission thereof for audit purposes;

iv).        That the financial affairs of the entity be properly managed on a continued basis and not only during the audit process.





1.1              Gauteng Provincial Priorities and Outcomes

The Premier gave a short overview of the 12 Provincial priorities and outcomes, among others quality basic education; decent employment; vibrant and sustainable rural communities; sustainable human settlements; responsive, accountable, efficient and effective local government.

            1.2       Gauteng-wide strategic thrust

The Premier outlined the provincial government’s strategic thinking and planning which is to advance the position of Gauteng as an economically active and sustainable city region. In particular she emphasized the fact that Gauteng is an urban province as opposed to certain rural provinces and that it necessitates the equitable share formula to be revised and a coherent national policy on national development to be developed, etc. She highlighted the following:

i)                     Growing and managing GCR knowledge-based economy;


ii)                   Advance the positioning of Gauteng as an economically active and sustainable city region;


iii)                 Integrated planning, implementation and coordination of economic growth and competitiveness strategies;


iv)                 Integrated planning, implementation and coordination of social development, inclusion and cohesion strategies;


v)                   Improved coordination, collective decision-making and resource sharing across departments and municipalities;


vi)                 Integration and alignment of economic strategies through GEGDS framework;




vii)               Collective decision-making and resource sharing through revised PCF system, GPC, intergovernmental planning and range of jointly funded intergovernmental projects;

viii)             Addressing spatial inequality and social inclusion strategies through GSDF and initiatives such as 20 PTP, 50 poorest wards, etc; and


ix)                 Efforts to promote inner-city development in West Rand, Sedibeng and Ekurhuleni.   




            1.3       Gauteng Planning Commission

The Commission was established to compliment the National Planning Commission and among others to advise on province-wide strategic planning, monitoring and evaluation; information and data management; frontline service delivery, monitoring and institutional performance assessment; etc.

To perform the functions of the Commission, the Gauteng Advisory Council (GAC) was established with its members consisting of experts and representatives of key civil society sectors. The GAC has adopted Vision 2055.

            1.4       Flagship Projects

The Premier highlighted certain flagship projects which are in line with Provincial priorities and strategic planning. These are aimed at resolving the challenges that Gauteng faces such as the fact that in 2015 Gauteng will be water scarce. The question will be what plans are in place for this.

            1.5       Key Challenges

                                    The following key challenges were highlighted and elaborated on:

1.5.1        Rapid urbanization and in-migration;


1.5.2        Infrastructure development;


1.5.3        Water resources;


1.5.4        High cost of land and lack of available land;


1.5.5        Equitable share – the migration patterns to Gauteng are not catered for;


1.5.6        Urban policy vacuum – lack of coherent national development strategy and policy on urban development and territorial policy;


1.5.7        Cross-boundary service provision i.e. where people come to Gauteng to work and later go back to their province of origin.


1.6              Key focus areas: 2011/12


1.6.1        Gauteng Infrastructure Master Plan;


1.6.2        Gauteng –wide Spatial development Planning;


1.6.3        Project management capacity




1.7              Recommendations by the Premier


The Premier recommended the following NCOP interventions:

1.7.1        That the NCOP influence policy positions on:


i)                 Urban policy;


ii)               Equitable share;


iii)             Land use policy.


1.7.2        That the following matters be followed up:


i)                 that Permanent delegates utilise private members bills to advance provincial interests;


ii)               that issues which needs to be sponsored by the permanent delegates be identified and debates thereon called;


iii)             that the role of the NCOP be re-asserted and that synergy be created among delegates in the interests of a province, as opposed to political party interests;


iv)             that based on the Vision 2055 Long Term Planning issues, legislative issues that need to be addressed in the NA and NCOP be identified.


1.7.3        That the following issues be advocated on behalf of Gauteng:


i)                 water management, including acid mine drainage (AMD);


ii)               policing issues, inter alia consideration of a single police service for South Africa, and consideration and introduction of international best practices;


iii)             a housing delivery model which includes serviced sites and also the need to consider whether the existing subsidy option is viable;


iv)             urban diversification, because of lack of land in Gauteng;


v)               reducing the cost of doing business in Gauteng;


vi)             the environmental impact of mining with specific reference to acid mine drainage. National government has provided R255 million to address the problem of acid water whereas it is estimated that the amount of R6 billion is required;


vii)           supply of water to the Province in the long term.


2.         DISCUSSION

2.1              Progress on issues raised during Provincial Week 2010


2.1.1        Craft Centre at Garankuwa


Delegates reported that questions on the matter had been put to the Minister of Arts and Culture for written reply. Although the questions appeared on the Question Paper no reply has been given yet.

2.1.2        Poor workmanship and incomplete houses at Duduza


Delegates reported that a question on the matter had been put to the Minister for Human Settlements for written reply and in particular that the matter needs to be investigated. In his reply the Minister confirmed that the matter would be investigated and since then the Municipality has confirmed that the investigation is continuing.

2.1.3        Fulltime membership of Salga in the NCOP with full voting powers


Delegates reported that the issue was raised with the Minister of Justice and Constitutional Development who expressed the view that the matter be debated in the NCOP and the appropriate amendment of the Constitution be considered. A discussion document will be prepared and referred to the Chairperson of the NCOP.

2.1.4        The issue of the Premier being the head of the provincial delegation in the NCOP.


The issue demands an amendment to the Constitution if this provision is to be changed. The Chairperson has recently briefed the President on this issue and the discussions are on-going.

2.2              Other issues


2.2.1        Equitable share


Delegates reported that although the Minister of Finance admitted that there are inadequacies in respect of equitable share formula, he has expressed the view that the motivation given by provinces for a review of the equitable share formula is mostly based on the same facts namely, population and influx of people. The Minister has in fact requested that provinces should consider alternative motivations. Research in this regard is also necessary.


The MEC of Finance, NCOP delegates and the provincial Leader of Government Business will meet to develop a scientific formula proposition, which will among others speak to issues of in-migration (de-population) from rural provinces to Gauteng, urban development, etc.

2.2.2        Interaction between provinces and the NCOP


Provinces should interact with one another on transversal issues such as the review of the equitable share formula, etc and also on issues that are not common to all provinces, inter alia the fact that some provinces have Metro Police and others not and to develop a common position in the NCOP.




3.1              She gave a lengthy technical presentation, highlighting the environmental and health risks of mining waste and in particular that  the “problems related to mining waste may be rated as second only to global warming and stratospheric ozone depletion in terms of ecological risk. The release to the environment of mining waste can result in profound, generally irreversible destruction of ecosystems”


3.2              Waste from gold mines constitute the largest single source of waste and pollution in South Africa and there is wide acceptance that acid mine drainage is responsible for the most costly environmental and socio-economic impacts.


3.3              Likewise acid mine drainage has serious health risks, inter alia:


i)                     small uranium particles carried in dust are inhaled;


ii)                   the ground is also contaminated by radioactivity which poses serious health risks, especially in informal settlements where houses do not have concrete floors;


iii)                 long term exposure to acid mine drainage. Polluted drinking water may lead to increased rates of cancer, decreased cognitive function and appearance of skin lesions;


iv)                 heavy metals in drinking water could compromise the neural development of the foetus which can result in mental retardation.




4.1              The presentation is based on a recent study commissioned by Absa and Standard banks in Johannesburg assessing the risk of potential flooding to underground building structures in central Johannesburg due to rising water levels in the mine void system of the Central Rand;


4.2              Some of the findings of the study relate to the risk of flooding; sinkhole formation; stream pollution and the quantity and quality of the expected decant. It was however found;


4.2.1        that there is no immediate risk for flooding or sinkholes for the CBD of Johannesburg;


4.2.2        ingress sources mainly come from the surface whereof many are manageable;


4.2.3        that smaller than predicted decant volume is present and that stream pollution is lesser than predicted;


4.2.4        that primary pollution sources are mainly on the surface and not on the ground.


4.3              The following solutions are suggested:


4.3.1        Pump mine water to the surface to artificially maintain a water level below the environmental critical level. This will however result in perpetual pumping which will be very costly;


4.3.2        Low energy and low cost alternatives that would address the root cause of the problem instead of only the symptoms and with a greater chance of achieving long-term sustainability should therefore be explored. In this regard several sustainable users of untreated mine water are conceivable and are to be investigated and considered namely;


i)                     dilution with sewage effluents;


ii)                   use to aid nitrification in sewage works;


iii)                 dust suppression;


iv)                  water for surface reclamation; and


v)                    saline agriculture (biofuel)


Allocated funds can then be used to rehabilitate the surface areas in the mining belt.




5.1              An inter-ministerial committee on acid mine drainage was established by the national government. To assist the committee with its work an inter-governmental task team consisting of the Directors-General of various provincial departments was also established. The task team appointed a team of experts with the following terms of reference:


5.1.1        reappraisal of the risks due to acid mine drainage and mine water;


5.1.2        assess what has been done by various institutions;


5.1.3        assess available solutions and technology;


5.1.4        interrogate and assess viability and costs of critical short-term interventions;


5.1.5        propose integrated lasting and sustainable medium-and long term solutions; and


5.1.6        explore possible partnership with private sector.


5.2              The following recommendations of the team of experts were accepted by the committee:


5.2.1        prevent mine water from decanting by pumping on the ground mine water to protect the environmental critical level;


5.2.2        implement ingress control to reduce flooding rate;


5.2.3        treatment of acid mine drainage and water quality management by neutralisation and removal of metal in the immediate and short term;


5.2.4        removal of salt loads from river systems in the medium-to long term;


5.2.5        improve monitoring and undertake research;


5.2.6        manage and monitor other asset mine drainage sources;


5.2.7        investigate and implement an environmental levy on operating mines to help cover the costs of mining legacies.


5.3              Cabinet has since approved the report and recommendations of the committee and resolved:


5.3.1        to install pumps for pumping underground mine water;


5.3.2        to construct a treatment plant in each basin and/or to upgrade existing plants;


5.3.3        to install infrastructure to convey treated water to nearby watercourses;


5.3.4        to facilitate a model for operation of pumps and treatment plants (the Department of Water Affairs is to assume responsibility for operations and maintenance of pumps and treatment plants);


5.3.5        to establish institutional arrangements and processes to ensure meaningful participation of all relevant stakeholders.


5.4              Challengers/solutions


5.4.1        Budget constraints. A request for funding of the capital expenditure in the amount of  R924 million was submitted to national treasury;


5.4.2        The private sector exploiting potential solutions for profit making;


5.4.3        Processes should be managed in accordance with legislation and policies;


5.4.4        Time frames. An implementation plan with realistic target dates to be formulated;


5.4.5        Reputation risk. Keep public and key stakeholders informed via the media;


5.4.6        Identification of a suitable entity to operate and maintain the infrastructure. The solution is that Rand Water will be appointed by a ministerial directive to perform operations and maintenance of short-term solutions;


5.4.7        Lack of reliable monitoring data. Ensure strategic monitoring of programmes to support interventions;


5.4.8        Regulatory challenges i.e. environmental authorizations, environmental impact assessments (EIA’s). Review and expedite processes;


5.4.9        Mining industry avoiding responsibility. The Department of Mineral Resources should ensure that mine closure strategies are active; mines to revise and address the environmental liability and the Department of Water Affairs considering to invoke sections 19 and 20 of the Water Act;


5.4.10   The impact of neutralized mine water discharged into water courses.


5.5              Conclusion/way forward


5.5.1        identify information gaps to support long term solutions;


5.5.2        expand surface- and ground water monitoring;


5.5.3        review short term recommendations;


5.5.4        implement emergency  engineering solutions;


5.5.5        expropriate land and appoint service providers;


5.5.6        consult all interested and affected parties;


5.5.7        investigation and research to be done.


5.6              Key issues


5.6.1        Only government appears to be involved in solving the problem while mining companies are doing very little or nothing. Instead they leave the mines un-rehabilitated when they move out or close the mines;


5.6.2        Strict conditions should be imposed for rehabilitation of land and mines during and after the mines have closed;


5.6.3        Communities are not aware of the origin, impact and risks of acid mine drainage and should be properly informed and educated. Communities should not only be informed via the media but should be properly informed by public participation and other means of communication;


5.6.4        The amendment of existing legislation (i.e. NEMA) or the introduction of new legislation should be considered with retrospective effect to force mining companies to deal with the legacy of un-rehabilitated mines and environmental hazards that they leave;


5.6.5        Water treatment plants for neutralization of acidic water are old and outdated and should be replaced. This will however increase costs further;


5.6.6        Government should involve and partner with all role players including communities, the private sector, academia, researchers, other experts and the like. 



6.1             Presentation by the mine management:


6.1.1        The Cullinan mine, a kimberlite mine, was acquired by Petra Diamonds Cullinan Consortium during 2008. The consortium owns 7 other producing kimberlite mines in Free State, North West, Mpumalanga and KZN which include inter alia Koffiefontein, Kimberley, Sedibeng and others.


6.1.2        Ownership of the mine vests in Cullinan Investment Holding Ltd (74%), employees of the mine (12%) and a BEE partner, Thembinkosi Mining investments (Pty) Ltd (14%). The employee’s share will vest in a community trust which is to be established by December 2011.


6.1.3        All legal commitments made in the Environmental Management Programme are implemented and managed on a day to day basis. The following are however high risk areas at the mine:


i)                     the influx of treated effluent from Refilwe sewage works in to the slimes dam;


ii)                   the fencing around the slimes dam, especially next to Refilwe, that are damaged from time to time;


iii)                 keeping the seepage in a close circuit due to cable and transformer theft;


iv)                  heritage sites which have an impact on tourism.


6.1.4        Environmental management plans are in place and environmental monitoring, including the monitoring of erosion; fall out dust; water and rehabilitation is conducted frequently and on an on-going basis.


6.1.5        The mine has a set range of social initiatives to continue making meaningful impact on the lives of the communities. The mine inter alia contributes to the following projects:


i)                     SMME Support and Skills Department;


ii)                   Cullinan Sports Centre;


iii)                 Imfundiso Jewellery School;


iv)                  Cullinan Field Band;


v)                    Local NGO’s;


vi)                  Health awareness at local schools.


6.1.6        The mine supports local economic development and currently supports and funds the following projects:


i)                     Agricultural hydroponics project;


ii)                   Irrigated food gardens;


iii)                 Brick making. The company which has been registered for this purpose is not in operation yet.


6.1.7        Approximately 1000 workers are employed by the mine and 85% of the workforce comes from the local community.


6.1.8        The mine opened a training centre where it assists the community with skills training. Four bursaries per year are made available for studies in the engineering field.


6.1.9        Tailings from the mining operations are not contaminated by uranium and other dangerous substances. Radio-activity is constantly monitored and no signs of radio activity are present. Likewise the dust is not contaminated by any dangerous substances and it consists of normal nuisance dust. Although the waste water in the slime dam is not used, it is fit for human consumption and fish are thriving in the dam. The risk of the mine to the community is therefore very low as opposed to gold and coal mines.



6.1.10      Recommendations:                        


i)                 That the mine improves its communication with the municipality and interact with the municipality in order to resolve the problems, including the sewage problem;


ii)               That the community be informed fully about the health risks and that they be kept informed at all times and be properly educated in that regard;


iii)             That the mine involve and partner with all interested parties and stakeholders;


iv)             That the mine identify, evaluate and address all risk factors at all times.




7.1             The NCOP permanent delegate and Gauteng Provincial whip gave a brief background of the purpose of the meeting as follows:


i)                   to solicit views of the community members on the impact of acid mine drainage;


ii)                 find amicable solutions to the challenges faced by the community of Refilwe; and


iii)               devise means to ensure that the Petra Diamond Mine takes responsibility for the management of the mining waste


7.2.     Key issues


7.2.1.     It transpired that children in the village of Machaka suffer from an illness which is caused by playing in the mining waste.

7.2.2.     The community disputed allegations made earlier by the mining management that community members have been involved in cutting the mining fence.


7.2.3.     Petra Diamond Mine does not have any programme on corporate social responsibility.


7.2.4.     Communities suffer from illnesses due to mining activities taking place in the area.


7.2.5.     It is alleged that Petra Diamond mine fraudulently obtained a certificate of corporate social responsibility. The programme has never been implemented. It was further alleged that the company colluded with councillors in obtaining the certificate.


7.2.6.    The local business community do not benefit from economic development and opportunities that are as a result of the mining area.


7.2.7.     It was alleged that the Petra Diamonds continues to exploit youth as cheap labour. In some instances people working in the mine earn R100 a day.


7.2.8.     The company (Petra Diamonds) is not willing to forge working relations with the local non-governmental organizations.


7.2.9.     The trade unions have regular meetings with the mining company but none of the resolutions and recommendations is implemented.


7.2.10.   Senior management positions in the mine are still reserved for white people and there is no transformation.


7.3      Challenges


7.3.1.      Petra Diamonds is still using labour brokers with strong links to the mine management;


7.3.2.      Ex-employees of the mine have been diagnosed with illnesses and the mine company does not want to take responsibility and compensate them;


7.3.3.      The mine prefer to employ people that come from outside the village;


7.3.4.      Mine workers have been evicted from the mining hostel, “Chris Hani”, under the pretence that the hostel is earmarked for renovations and no alternative accommodation has been arranged. Instead, the workers must now reside on the mine dumps;


7.3.5.      The community is not consulted by  Petra Diamonds on issues that have an impact on the environment;


7.3.6.      All communication channels that former employees and “pensioners” had with De Beers (the former owners of the mine), have been closed by Petra Diamonds.


7.3.7.      Racism is still rife at Petra Diamonds;


7.3.8.      The building of a non-governmental organisation that looks after elderly people is sinking as a result of the impact caused by the mining. The Department of Social Development is aware of this challenge;


7.3.9.      There is no hospital where mine workers can receive medical care; 


7.4.           Recommendations

7.4.1.      The focus on fighting the impact of acid mine drainage should not only be on Petra Diamonds but on all mining houses;


7.4.2.      Government should amend legislation to ensure that there is compliance with the law specifically in trying to control the impact of acid mine drainage;


7.4.3.      The community members must join hands and fight the issues of environment and mining dump by Petra Diamonds;


7.4.4.      The ward councillors should assist the NGO’s in fighting mining houses that continue to dump acid mine drainage;


7.4.5.      Petra Diamonds should take full responsibility of the challenges facing the community of Refilwe and provide compensation;


7.4.6.      Community members should document all the illnesses so that those affected can be properly compensated;


7.4.7.      Community members including residents of Refilwe must hold their elected leaders accountable through Parliamentary Democracy Offices (PDOs);


7.4.8.      Mining houses including Petra Diamonds must develop an integrated plan aimed at mitigating sewage mine waste;


7.4.9.      Petra Diamonds must meet with the community to deal with the issue of sewage in the area;


7.4.10. The Chris Hani flats must be renovated and upgraded;


7.4.11. Petra Diamonds must submit a plan on how its game reserve will assist with unemployment;


7.4.12. Dust pollution must be controlled, monitored and managed;


7.4.13. Employment equity statistics must be submitted by Petra Diamonds;


7.4.14. Oversight over Petra Diamonds and other mining companies must be strengthened;


7.4.15.    Employment from the local community must be enforced.



 8.1      The presentation started by outlining the vision, strategy and target of the mine, which is to be the global leader in sustainable gold mining. The mine lamented the fact that the whole industry is today painted with the same brush for the damage caused by some mines in the past and currently. It, however, stated that Goldfields has zero AMD site.

8.2       The issues that the mine is confronted with include the following:

i)                     Legacy issues – Wonderfonteinspruit which is “no-man’s land”;


ii)                   Land – informal settlements make the land not to be managed properly;


iii)                 Waste – problem or opportunity – e.g. waste can be recycled to energy;


iv)                 Licensing and authorisations – these include environmental management plans (EMPs) delays;


v)                   Regulatory processes – the process is cumbersome because of, inter alia, little or no cooperative governance. e.g. Departments of Mineral Resources and Land Affairs do not cooperate in dealing with land issues arising from mining;


vi)                 Issuing of illegal licensing in one of their mines;


vii)               Collateral compliance

8.3       The sustainable development vision of the mine is to operate within a low carbon economy and to close all operations with self-sustained and integrated end-land uses, without residual liability post closure. However, to be achieved resources such as land and water are needed.

8.4       The Mine also has water strategy objective which is to develop and implement a sustainable business solution for long-term water management in the Far Western Basin. It has developed Water Strategy and Protocol as a solution-based approach, which includes the following:

i)                     long-term environmental objectives of zero discharge of process water, potable water quality, removal of heavy metal and salts, proper treatment as opposed to lime dosing, etc;


ii)                   sound and proven technical solutions such as pilot plants;


iii)               strategic issues such as “re-watering” concept, stakeholder engagement and closure planning;


iv)                Liquid Gold Project which is environment-friendly.


8.5       Way forward and resolutions are needed and these include the following:

i)                     high-level support and buy-in from political principals;


ii)                   agreement on Business Plan fundamentals;


iii)                 finalization of integrated Water Use Licenses (WULs);


iv)                 finalization of acceptable business model;


v)                   on-going partnership in the sustainable business solution.


8.6.      Visit to the fissure water treatment plant of the mine

The Engineer explained that the pilot project is to treat fissure water for human consumption. The by-products of this exercise include carbon which is used in metallurgical plant; uranium which is used for uranium recovery plant; liquid nitrate and sulphur used for fertilization.


8.7.      Visit to the Dumping Site

The Goldfields took the delegation to one of the dumping sites for water drainage and treatment, but it transpired that this is not the site it uses. Instead is the site for one of the other four subsidiaries in the KDM group. Members agreed that this has to be followed up.


9.1       The Panel gave an overview of the Provincial Week as well as what has been happening in the two past days since at programme started.

            9.2.     Issues raised by the community of Merafong:

i)                     The dolomite holes and sinking houses. Why are the mines not filling the holes like they used to do in the past?


ii)                   The Mines must be held responsible for the health conditions of those disabled by the mines, be it ex-miners or ordinary people;


iii)                 At Sinqobile children drown in the ponds created by the mines;


iv)                 At Phase 3 water is seeping to the surface and houses are sinking;


v)                   The mines must recycle the huge volume of water they discharge for bio-energy and electricity purposes;


vi)                 At Blyvooruitzicht people get sick from inhaling the dust from the nearby mine;


vii)               There was no proper communication of this meeting hence the poor attendance;


viii)             Drainage pipes are open because of theft of the steel lids and causes a serious risk to children;


ix)                 At Tudor Shaft acidic water (yellow and green in colour) constantly seeps to the surface and causes skin rash;


x)                   People were relocated from Tudor Shaft to Soul City, but the land is inhabitable;


xi)                 The dynamites used at the mines are noisy and shake the ground;


xii)               At Khutsong people do not sleep peacefully because of the imminent danger of houses that are sinking;


xiii)             Requests from Merafong Council that the mine removes the white dust (mine deposit) from the area, has been ignored;


xiv)              Shortage of land in Merafong because the mines are occupying most of the land;


xv)                Another open-cast mine will be opened soon 7 km from Merafong which will exacerbate the problem of mine dust inhalation;


xvi)              Cyanide in the water in Merafong causes cancer;


xvii)            The state of the roads is poor and causes many car accidents;


xviii)          Some people of Khutsong were relocated to Extension 11, despite that land also having dolomite;

xix)              Although most residents in Masakhane informal settlement are mineworkers, the mines do not provide housing for them;


xx)                Poor ex-miners occupy a dumping site;


xxi)              Mines need to guide and educate their workers on retirement or when they are retrenched by informing them how to manage their retirement or retrenchment money responsibly to prevent them becoming a burden on the state;


xxii)            Mines no longer offer learnerships for the people of the area;


xxiii)          Mines must sponsor sports and other recreations for the children of the area;


xxiv)          A lack of resources in the local schools while the mines do not render any support or assitance;


xxv)            The National Union of Mineworkers (NUM)  does not care about the welfare of ex-miners and the people of the area;


xxvi)          The clinic and school at Rest-in-peace are closed because they are sinking;


xxvii)        A serious problem of alcoholism among learners exists;


xxviii)      The state of the sewage system in Merafong is critically poor, yet nothing is being done about it;


xxix)          Public-Private partnerships (PPP’s) with the mines in the area are lacking;


xxx)            Mines in the area must be instructed to build water reticulation sites to deal with the AMD in the area;


xxxi)          Regulations on mines must be tightened, especially regarding mine dust;


xxxii)        The only solution to mine-related problems is the nationalisation of mines;


xxxiii)      Springs at Kokosi and Zenzele must be visited;


xxxiv)       Ward 6 in Merafong has no storm water drainage;


xxxv)         A big sinkhole in Randfontein is a matter of concern.





9.3.     Responses/Recommendations

i)                     The Provincial Portfolio Committee of Agriculture and Environmental Affairs will visit the area to familiarise it with these concerns and monitor them;


ii)                   The Committee will engage with the mining company to ensure that appropriate measures are put in place at the dumping site to minimise the dust and hazardous gases;


iii)                 Regarding nationalisation, a comprehensive study must be done and not only mines should be targeted. It must also be borne in mind that there is currently no policy on nationalisation;


iv)                 Nationalisation and land expropriation can only be implemented by amending the Constitution, which requires a two-third support of NA votes and the support of at least six provinces in the NCOP;


v)                   The N14 road is closed and tenders are now invited for the reconstruction of the road. It is expected that the project will start soon;


vi)                 The Council for Nuclear Energy has conducted a study in Tudor Shaft and recommended that the people of the area be relocated. The matter will be referred to the MEC of Housing Hon Mmemezi for appropriate action;


vii)               Mogale City must bear the blame for allowing people to settle on this dangerous land;


viii)             To win the fight against acid mine drainage (AMD) education must be a starting point in order that engineers, artisans, etc needed by the mining industry are trained;


ix)                 Economic struggle is more difficult than the struggle against apartheid and to win it education is needed, especially for the youth;


x)                   A Public-Private Partnership must be established for AMD and the Goldfields Water Purification Pilot Project must be part of this;


xi)                 The National Youth Development Agency (NYDA) is currently visiting all provinces with a campaign to place graduates in various jobs. The youth of Merafong must use this opportunity when the NYDA visits Gauteng;


xii)               Environmental activists in Merafong must be revived to assist in taking up the challenge of AMD with relevant authorities;

xiii)             People must use available structures such as PCO’s, ward committees and ward councillors, etc to air their grievances. 


10.       DEBRIEFING

                        The report is tabled and discussed and unanimously adopted with certain amendments.






























1.1      Achievements

Achievements since the previous provincial week during September 2010:

i).         Liaison and communication between the NCOP and the Legislature have been improved by the appointment of a full-time Liaison Officer;


ii).        Participation of MEC’s and Members of Provincial Legislature in NCOP debates has improved


iii).       An oversight mechanism has been developed by national parliament to avoid oversight stampede.


1.2              Key issues

i).         It is imperative for NCOP Delegates and Members of the Provincial Legislature to participate in debates in both spheres, when necessary;


ii).        In view of the Legislature’s oversight function over the executive it is advisable that MEC’s who are not available be represented by another MEC during debates in the NCOP instead of an MPL to avoid conflict of interest.


iv).        The Premier is also a member of the provincial executive and in view of the Legislature’s oversight function, the fact that the provincial delegation to the NCOP is led by the Premier should therefore be reviewed;


iv).        The Chief Whip of the NCOP must in writing invite special delegates to debates in the NCOP, addressed to the Chief Whip of the Legislature;


1.3              Challenges

i).         Time constraints regarding the deadlines to deal with S76 Legislation;


ii).        The video conference facility has not yet been effectively used;


iii).       NCOP delegates are restricted in terms of numbers and time and find it sometimes impossible perform their functions effectively;

iv).        Provincial issues do not always receive appropriate attention in the National Parliament;


v).         The time allocated to members during debates are too short and should be reviewed;


1.4.      Recommendations

i).         That MEC’s brief the Legislature on all S76 legislation proposed in MinMEC;

ii).        That all S76 Bills be introduced in the NCOP as they affect the interest of provinces;

iii).       That video conferencing also be used for the purposes of debates and briefings on legislation to save costs;

iv).       That all Legislatures ensure that their video conferencing facilities are operative and functioning properly;

v).        That the number of provincial representatives to the NCOP be reviewed;

vi).       That the programmes of the NCOP, Provincial Legislature and SALGA be aligned;

vii).      That NCOP delegates and Members of the Provincial Legislature be proactive in proposing new legislation affecting the Province;

viii).     That a workshop for NCOP delegates and members of the Provincial Legislature be arranged to improve and enhance working relations;

ix).       That the amount of R1, 28 million budgeted for scholar transport be increased;

x).        That the challenge of water shortage in the province and especially in UMkhanyakude District be prioritised and fast tracked.



2.1.      Meeting with Mayors Councillors, Municipal Managers, and SALGA and briefing by UMmtshezi Municipality.


2.1.1        Background


i).         UThukela District Municipality comprises of five local municipalities, namely Mbabazane-, UMtshezi-, UKhahlamba-, UMnambithi and Indaka local municipalities

ii).        The District Municipality is a water service authority and a licensed electricity distributor;

iii).       71,2% of households has potable water; 76,1% has a sanitation facility; 71,3% has electricity supply and 59% receives free basic water     

iv).        An amount of R24, 9 million has been budgeted and allocated to the five local municipalities for food security; mechanization; livestock production and liming and fertilization.

v).         The District Municipality and three local municipalities received unqualified audit reports.


2.1.2.   Imbabazane Local Municipality

i).         The Council inherited poor infrastructure as a result whereof certain infrastructure backlogs relating to water, sanitation and electricity exist; 

ii).        Certain challenges exist between the political leadership and the administration as a result whereof no sittings of council have taken place since the local government elections.


2.1.3.   Umtshezi Local Municipality

                                    i).         The council has adopted its IDP for  2010/2011; 

ii).         The budget, including the related plans and policies were approved and adopted;

iii).        The council received MIG funding of R10 m (which is the lowest) and an equitable share allocation of R25 m;

iv).        Infrastructure backlogs exist in respect of water, sanitation; electricity and road infrastructure;

v).         A number of housing projects await approval;

vi).        Although council has short term plans for job creation, it has no long term plans; 

vii).      Council has established a Standing Committee on Public Accounts;

viii).     Council has received unqualified audit reports for 3 years in succession.


2.1.4.   Indaka Local Municipality

i).         The municipality has the highest levels of HIV/AIDS and TB infections in the district;

ii).        4 different Administrators was appointed to the municipality the S139 intervention in 2009 resulting in certain backlogs relating to payments and infrastructure;

iii).       A progress report on its turn-around strategy was tabled to the NCOP;

iv).       The council met the deadlines with the approval of its budget and IDP;


2.1.5.     Challenges

i).          Some provincial and national departments fail to pay for municipal services;


ii).         Lack of participation of SALGA in the parliamentary and committee activities of the NCOP and the Legislature;


iii).        Two of the local municipalities received qualified audit reports;


iv).        Infrastructure backlogs relating to water, sanitation, and electricity:


a).        The water infrastructure in particular is very old. Despite funding of R 6 million from the Department of Water Affairs that was spent on the upgrading of water infrastructure it still requires further upgrade;

b).        While R 29 million is required to eradicate water service backlogs, provision for only R 6 million was made in the budget for the current financial year;


b).        Likewise while R 6,8 million is required to eradicate the electricity backlog only R 6,5 million was provided for in the budget for the current financial year;


v).        Although the District Municipality provides water services to the local municipalities it has no engineer;


2.1.6.     Recommendations

i).          That the participation of SALGA in the parliamentary and committee activities of the NCOP and the Legislature be encouraged;


ii).         That intergovernmental relations and co-operation between the NCOP, Province and SALGA be encouraged and enhanced;


iii).        That all the municipalities strive towards receiving unqualified audit reports;


iv).        That the provincial portfolio committee and COGTA render assistance and support to the Umtshezi local municipality regarding the delays with approval of housing projects;


v).         That a comprehensive report be submitted to the NCOP on the turn-around-strategy to put Indaka and Ukhahlamba Local Municipalities on the road of full recovery in order to end the S139 interventions in these municipalities and that support be rendered by SALGA and COGTA to the municipalities in this regard;


vi).        That funds be allocated to approved projects and that the municipalities avoid unfunded mandates;


vii).       That municipal business plans be aligned with national priorities and that municipalities submit plans for job creation in line with the President’s state of the nation address;


viii).      That the municipalities adopt and implement indigent policies and also mechanisms to identify the beneficiaries thereof; 


ix).        That the district municipality submits its priority plan regarding water service as well as a skills development and retention plan to the NCOP;


x).         That the NCOP facilitate payment to municipalities for services rendered to government departments;   


xi).        That the equitable share allocation to municipalities be reviewed;


xii).       That councillors and traditional leaders interact on a regular basis;


xiii).      That it be ensured that politics do not negatively impact on effective and efficient service delivery;  


2.2.      Visit to Ilangalethu Primary School

The school was built in 1969 by the community.





2.2.1.  Key issues / challenges

i).         The school was recently renovated but the quality of the workmanship by the contractor was very poor. Among others the floors are cracking; the roof is in a poor condition; the toilets needs urgent attention, etc;

ii).        The school does not have access to proper water and a borehole will contribute to solving the problem;

iii).        The school is in need of a media centre;


iv).        The school grounds need to be levelled;


v).         High rate of poverty and unemployment;


vi).        Poverty, unemployment and crime.


2.2.3    Recommendations

i).          That a good working relationship be established with the Municipality to address the water problem and the levelling of the school grounds;


ii).         That follow-up visits to the school be conducted.


2.3.      Visit to Mbelelembele Primary School 


2.3.1.  Background / key issues

i).         The school is a quintile 1 school (no school fees) in the rural community that was established in 1999. It is well maintained and in particular the school grounds and the toilets are in a good and clean condition; 

ii).        Currently the school comprises of 9 classrooms and 313 learners from Grade R to Grade 7. It has 10 educators whereof 2 are unqualified. The community and parent involvement in the school and cooperation is good;

iii).       With the assistance of the Department of Basic Education the school received funding from the National Lottery Fund to fund its numeracy programme in english from early grades;


iv)                Numeracy and Literacy workshops for Educators are held;


v).        A new service provider for the school nutrition programme has been appointed;


vi).       In 2010 the school had a pass rate of 77%.


vii).      The medium of instruction/teaching is English and IsiZulu;


viii).      The school has no water and is reliant on 4 water tanks for water;


ix).       An amount of R 12 000 was provided by the Department of Health to support the OVC Orphans and Vulnerable Children (OVC) programme.


2.3.2.   Challenges

i).         English only was formally used as the medium of instruction/teaching in Grade 4, resulting in a pass rate of  20% only;


ii).        Lack of a library and reading material;


iii).       Lack of water and water reticulation;


2.3.3.   Recommendations

i).         That the District- and Local Municipality assist the school to access water and submit a report to the NCOP in this regard within two weeks;


ii).        That the school nutrition programme be awarded to individuals rather than local cooperates;


iii).       That a summit be held in UThukela District to address challenges relating to school nutrition programmes;


iv).       That the school partner with other schools regarding access to reading material.


2.4.      Visit to Impolwane High School


2.4.1.   Background


The school, quintile 3 school, was built in 1975 by the community and is the only high school in this destitute rural area. The school was recently upgraded to a Section 21 school and has 27 teachers whereof 3 are in training and 3 are unqualified.


2.4.2.   Key Issues / challenges


i).          The security personnel that renders security services at the school are properly trained but the Department pays only for security service during the day. The costs of security services during the night must be paid by the School Governing Body;


ii).         Crime, including burglary and vandalism are taking place inside the school premises at night despite the security services;


iii).        A large percentage of the school’s budget is spent on renovations and repairs instead of on school activities and equipment;


iv).        Because of poverty learners and parents are dependent on social grants and cannot afford to assist the school financially or to buy proper school uniforms;


v).         High rate of drug and substance abuse by learners;


vi).        Lack of involvement of the community and parents in the activities and/or governance of the school;


vii).       Lack of equipment, a laboratory and library;


viii).      Shortage of furniture in classrooms;


ix).        The roof requires urgent upgrading and/or repairs;


x).         Lack of infrastructural development due to the school being situated in a deep rural area.


xi).        Lack of water and access thereto and an urgent need for a borehole;


xii).       The fact that school is graded as a quintile 3 school instead of a quintile 1 school jeopardizes the school;


2.4.3.  Recommendations


i).          That former learners who have left school be encouraged to be involved in the development of the school and the area;


ii).         That the community be educated on the importance of maintaining the school and the infrastructure;


iii).        That the municipalities urgently assist the school to get access to water;


iv).       That the criminal activities and theft at the school despite the presence of security be investigated and a report and that regard be provided to the delegation;


v)                  That the provincial portfolio committee and the provincial department of education as well as the school and other role players engage and deal with the crime and security issues at the school.  



2.5.     Visit to Driefontein Clinic


2.5.1.   Background


i).         The Clinic serves 10 areas and a population of 11583;

ii).        It is a category B facility functioning 7 days a week from 07h00 – 16h00;

iii).       The staff component is 19 (8 at the mobile clinics) and assisted by 11 support groups;


2.5.2.   Challenges


i).         Nurses quarters are in urgent need of renovation;

ii).        Lack of consulting rooms;

iii).       Lack of fax and internet lines;

iv).       Nurses are recruited but no accommodation is provided for them; 

v).        Lack of proper hearing devices;


vi).       Lack of policy guidelines for the Clinic Committee; poor attendance of meetings by clinic committee due to lack of transport and/or that they must pay for transport;


viii).     Lack of job creation projects or plans;


ix).       Old prefab facility used as a counselling room for HIV positive patients.



2.5.3.   Recommendation

i).         That a nurses’ home be urgently considered;  


ii).        That hearing devices be required;


iii).       That proper consulting rooms for HIV patients be acquired;


iv).       That schools be visited regularly and dedicated programmes and plans be developed for that purpose;

2.6.     Visit to Ladysmith Provincial Hospital

            2.6.1.   Background

i).          Ladysmith Provincial Hospital in Uthukela District with 452 beds is a regional hospital built in 1940;

ii).         The hospital serves a population of 648 377 and in the absence of a district hospital in the area, it also serves as district hospital for a population of 331 008 in the district (i.e. Emnambithi and Indaka);

iii).        The hospital is also responsible for 17 clinics scattered throughout the areas of Indaka and Emnambithi Local Municipalities;

iii).        The hospital has a psychiatric ward and also the services of specialists;

iv).        A hospital board has been established; 

v).         Outreach programmes to the most remote areas have been implemented;

vi).        Provision has been made for internship programmes and community health workers are available.

            2.6.1.   Key Issues / challenges


i).       Shortage of staff and lack of staff retention strategy. Critical posts are not filled and about 70% of posts are currently vacant;


ii).      Lack of specialised doctors;


iii).     Doctors on call are not available for emergencies;


                                      iv).      Lack of supervision of junior doctors;

v).       Shortage of beds resulting in patients having to share beds and Caesarean patients being delayed and not attended to on time;


                                                 vi).      Shortage and/or lack of essential equipment;


 vii).     Lack of accommodation for hospital staff;


 viii).     Lack of a radiology department and equipment;


  ix).      Poor state of facilities like wards, mortuary, outpatient wards, labour wards, isolation wards, laboratories, pharmacy, etc;


                                     x).       Mobile clinics not visiting communities frequently;


                                    xi).       Shortage of medication;


xii).       High rate of infections and staff infected and effected by HIV/AIDS and TB;


xiii).     Failure of hospital board to hold meetings;


xiv).     Cross-border patients from Free State, Lesotho, etc become increasingly a burden;


xv).      Cumbersome supply chain procedures;


xvi).     The growing population;


xvii).    Lack of funding. 

2.6.2.   Recommendations

i).           That the Hospital develops a turn-around strategy to address the challenges;


ii).          That critical and other posts to be filled without delay;


iii).         That the hospital board schedule regular meetings to ensure proper management;


iv).         That instances of doctors failing to attend to calls and otherwise and all cases of missing blood samples and files be properly investigated and a report in that regard be submitted to the NCOP; 


v).        That hospitals in the area collaborate with one another in order to share and ease the workload;


vi).        That the Department of Health reviews the health budget and allocation to the hospital;


vii).       That the submits a strategic report outlining the implementation of the NHI;


viii).      That cases of staff having been infected with diseases being assessed and that such staff be compensated appropriately;


ix).        That the provincial portfolio committee and the provincial department of health monitor the situation on an regular basis.   


2.7.      Visit to Kwa Jeke Farm

2.7.1.  Background

i).         This commercial farm of 485,421 hectares in the UMtshezi Local Municipality was transferred to farm tenants through the Land Reform Project in 1998/1999 whereby 30 tenants benefited from the project;

ii).        The farm is managed by a trust with 5 trustees.

iii).       The Department of Agriculture provided the following funding:

a).        R 232 505 to buy tractor a plough and a planter;


b).        R 234 909 to drill 3 boreholes and to acquire 3 ox ploughs; 10 oxen and certain garden equipment.



2.7.2.   Challenges

i).         The department bought 400 goats but the beneficiaries received only six;


ii).        The tractor is second hand with small capacity and constantly require repairs at large costs. An amount of R11 550 had already been spent by the beneficiaries on repairs;


iii).       Lack of fencing resulting into livestock damaging the crops.





2.7.3.   Recommendations

i).         That the municipality engages with relevant departments to resolve the challenges;


ii).        That the purchase of the goats and the tractor be appropriately investigated and that the department provide the delegation with the sale agreements and other supporting documents;


iii).       That clarification on the purchase of the farm; the ownership thereof and all supporting documents be provided to the delegation;


iv).       That a proper list of the beneficiaries be made available to the delegation;


v).        That a detailed breakdown of the budget for the project be made available to the delegation;


vi).       That guidance and technical advice by provided to the beneficiaries by local extension officers;


vii).      That a copy of the report on the investigation by the Department of Rural Development and Land Reform in its Ladysmith office be submitted to the relevant provincial portfolio committee and the NCOP. 


2.8.      Visit to Thuthuka Mngwenya Farms


2.8.1.  Background

i).         The commercial farm of 2099 ha was transferred to farm tenants through the Land Reform Programme during 2000/01, benefiting 150 families (totalling 830 people);


ii).      The current livestock consists of 700 cattle and 1500 goats with three dip tanks that are available;


iii).     The cost of the project amounted to R 1,4 million. Livestock production equipment to the value of R 9 157 and fire equipment of R 5 000 are on the farm


iv).      Farmers are assisted with fencing material;


v).       A borehole has been drilled and a reservoir still need to be built.


2.8.2.   Key issue / challenges

i).         Goats for farming that was promised but not received;


ii).        Lack of training for farmers;


iii).       Lack of sufficient rain and drought. About 200 cattle died as a result of the drought;


iv).       Failure to spend allocated funds;


v).        Poverty and the high unemployment rate;


vi)                Lack of electricity and water supply.


2.8.3.  Recommendations


i).         That the municipality and the provincial departments of Agriculture and of Rural Development and Land Reform develop and implement developmental programmes to support the emerging farmers and the project;   

ii).        That farmers grow crops that need little water such as sorghum and peanuts;


iii).       That it be ensured that canal water be utilised for the optimal benefit of the farming community;


 iv).      That the beneficiaries be provided with tractors and farming equipment; 


2.9.      Visit to the Bumbano Chicory Farming Project


2.9.1.  Background

i).         The project comprising 25 ha was started as a partnership between the local farmers, the Department of Agriculture and Nestle during 2009 and is managed by Lima Management Committee;


ii).        R495 000 was spent on crops and R 6 million on machinery;


iii).       The budgetary provision for irrigation and fencing for 2011/12 is R3, 750 million;


iv).       12 emerging farmers including 2 women have been mentored;

v).        The average yield from the farming activity is currently projected at between 40% - 60% and it is envisaged to increase it substantially;


v).        The products from the project (chicory) are sold to Nestle who has provided funding of R 8 million as part of its investment to purchase production machinery and equipment;


vi).       80% of chicory is currently imported from India.


2.9.2.  Benefits flowing from the project

i).         The lives of the beneficiaries and the surrounding communities will be improved;


ii).        Job opportunities are created and it contributes generally towards economic development, and growth, not only in the Umtshezi municipal area but also in the district as a whole;



2.9.3.  Challenges

i).         Lack of more funding for irrigation systems;


ii).        Lack of fencing to protect the crops;


iii).       Chicory needs to be alternated every 4 years which poses a challenge;



2.9.4.  Recommendations

i)                    That financial institutions be involved in the project to benefit and develop the surrounding community;


ii)                   That it be endeavoured to increase the average yield from the project to between 60% - 100% per year;


iii)                 That the viability, suitability and sustainability to grow other crops be investigated especially in view of the fact that chicory needs to be alternated every 4 years;



iv)                 That the possibility to develop and/or  produce a variety of chicory products be investigated.  



                        3.1.      Key issues / challenges


3.1.1.  Economic Development

i),         Community programs and projects require financial assistance and support;


ii).        Appropriate training and technical assistance for development is required


v)                  Industries such as poultry farming, laundries, dressmaking, tourism, entertainment and driving schools can create job opportunities;


vi)                 A need to create youth development programs and youth employment opportunities;


vii)               A need for access to land by communities for business opportunities;


viii)               Lack of business centres in the area and the need to develop such centres.




3.1.2.  Social Development

A need for the following facilities/centres:


i)                    Facilities/centres for the disabled;


ii)                   Orphanage homes;


iii)                 Crèches;


iv)                 One Stop Centres;


v)                  Drop in centres for orphans.


3.1.3.  Human Settlements

i).         Shortage of housing;

ii).        A proper and clear process and system for the allocation of housing should be developed.





3.1.4.  Local Government

i).         Lack of water and access to water in Umtshezi Municipality;


ii).        A need to install facilities to enable the communities to communicate in cases of emergency.




3.1.5.  Transport

i).         Transport tariffs are too high.


ii).        Government should clearly define the rules and prescripts regulating the taxi industry;


iii).       The conditions of the roads are poor and inaccessible, especially during rainy seasons;


iv).       Streets lights are not working



3.1.6.  Community Safety

High crime rate in the community.


3.1.7.   Education

i).         The municipality and all other role players must ensure that after care facilities and/or programmes are made available at schools, especially when schools close earlier, to ensure that learners are in a safe environment.; and

ii).        Subsidised scholar transport is essential in the area of Umtshezi Municipality.


3.1.8.   Arts and Culture

The need for emerging local artists to be afforded the opportunity to participate or to perform during government events without necessarily ignoring established artists. . 



4.1.      Tabling of Report

The draft report was tabled at the debriefing session for consideration and comments relating thereto were noted.

4.2.      Discussion

i).         The principle of co-operative government as envisaged in Chapter 3 of the Constitution must be respected and fostered, especially as far as it relates to the participation of SALGA in parliamentary processes;



ii).        The presence of most of the Councillors and certain Amakhosi during the process was welcomed and appreciated;



iii).       SALGA undertook to play a prominent role in the activities of both the NCOP and Provincial Legislature;


iv).       SALGA will engage the municipalities on infrastructure programmes;


v).         SALGA is planning to host a provincial Lekgotla at the end of October 2011 to address some of the concerns raised by the delegations during the visit.


4.3.      Recommendations

i).         That the proposed workshop on the working relations and leadership be extended to include SALGA;


ii).        That COGTA ensure that all municipalities are operational In order to guarantee the delivery of proper services to the people;


iii).       That SALGA visits all the provincial districts and submit a comprehensive report thereon to the NCOP;


iv).       That the NCOP and the Provincial Legislature ensure that the Memoranda of Understanding entered into between the Departments and municipalities regarding service delivery are honoured;


v).        That SALGA and the Provincial Legislature be invited to participate in the debate when the Provincial Week Report is debated in the NCOP.












1.                  MEETING THE LEGISLATURE.


1.1.           Discussion

i).         The need to strengthen the capacity of the liaison office in Constitution House by appointing a researcher. Researchers at provincial level are also important to do research to empower delegates on follow-up visits and to render technical support.


ii).        Questions to the executive should relate to issues affecting the province;


iii).       Programmes of the NCOP and the province must coordinated, communicated and synergized. It is important to complement each other’s programmes;


iv).       The NCOP cycle regarding legislation remains a challenge especially the time constraints to obtain mandates and the limited time for public participation;












v).        The provincial week report must also be tabled and debated in the legislature and be referred to the various standing committees;


vi).       Provincial meetings must take place on a regular basis and at least quarterly;


vii).      Oversight visits must be well planned and coordinated to avoid oversight stampede, in particular it must be avoided that different committees from different spheres visit the same areas and/or province.


viii).     Liaison between municipalities and the province must be improved in order to integrate the work of the councils and the province. The municipalities must be involved at the planning stage and a need exist to engage them properly, not only at an administrative level, but also at a political level.


ix).       Regular follow-up visits must be conducted and regular  engagement, liaison and monitoring must take place between the NCOP, the legislature, municipalities, SALGA and departments to assess to what extend issues that had been raised, had been attended to and to what extent services are delivered. I

x),        The Constitutional mandate of the NCOP is to represent the interests of the province at a national level. Premiers as the leaders of the respective NCOP delegates are therefore instrumental but often find it difficult to attend plenaries of the participate in debates when topical issues and important Bills are debated.


xi),       Reports must be tabled, debated and adopted in the legislature.


xii).      Video conferencing remain a challenge and consideration should be given to the NCOP taking overall responsibility for the facility and its functioning.


xiii).     Bills to be introduced by ministers should be circulated to the legislature ahead of time to enable the legislature to deal with it timeously and to overcome the challenges relating thereto including the timeframes in terms of the NCOP cycle.

xiv).     A lack of service delivery necessitates regular oversight and engagement.

xv).      The perception that the functions of the NCOP duplicate the functions of the National Assembly must be rectified and clarified.  The functions of each sphere are clearly defined by the Constitution and the different spheres must compliment each other through their work.

xvi).     Consideration should be given to combine the provincial week with taking the provincial legislature to the people as was the case in Mpumalanga during this provincial week.


xvii).    The provincial week report must also be referred to the various provincial standing committees and be tabled and debated in the legislature.





2.1.      Address by the Premier

i).         The Premier emphasized the importance of engagement and interaction between the province and the NCOP and to keep the NCOP informed of the various challenges in the province and the progress in addressing same.

ii).        Although there are challenges which are being addressed,   the legislature has done well in that five of its departments having received unqualified audit reports and is committed to improve.

2.2.      Address by the Chairperson of the NCOP

The Chairperson highlighted the following:

i).         Improving the working relationship between the legislature and the special- and permanent delegates and regular Interaction and engagement to obtain fresh mandates are important;


ii).        The importance of co-ordinating the programmes of the different spheres and strengthening and capacitating the liaison office in Constitution House;


iii).       Questions to the executive must be relevant to issues in the province in order to facilitate and ensure improvement of service delivery and rectification of challenges;


iv).       To follow-up on issues raised during the 2010 provincial week.


v).        A need for the Director General to consolidate all reports;


vi).       That Limpopo improved significantly on housing delivery, especially quality houses and also on road infrastructure;


vii).      The progress with the building of the dams such as Nandoni in Venda’s Vhembe District, De Hop Dam in Sekhukhune District and others;


viii).     Lebowakgomu Hospital is reported to the best managed hospital in the country;


ix).       The province is on the forefront with job creation and education has also improved.




                        3.1.      Department of Safety, Security and Liaison


3.1.1.     Witpoort Police Station

Crime prevention operations were developed, implemented and operationalized and a cluster task team was established to investigate crime.     Challenges

i).      Shortage of staff.  A recruitment process is however underway;

ii).     Shortage of equipment such as vehicles and computers. Fifteen vehicles are allocated while the station only has 10 vehicles;

iii).    No fuel is available in close proximity of the station and long distances have to be travelled to fill up vehicles;


3,1.2.  Villa Nora Police Station

i).         The shortage of cells at the station and police accommodation have been attended to and addressed;           

ii).        The station had been provided with a high frequency radio system to improve connectivity;

iii).       The area of jurisdiction of the station has been demarcated into two sectors to ensure more effective and efficient policing.

iv).       Community policing forums are established and are functioning to mobilise local communities and other role players.     Challenges

i).         A shortage of staff. Of the 43 posts allocated only 33 are filled and although provision is made for 3 cleaners, only 1 has been appointed. The provincial office is however assisting in addressing the shortage;

ii).        Eleven vehicles are allocated to the station but only 7 are functional with 3 that are not in a running condition. The detective unit however has enough vehicles.

 iv).      A shortage of telephone lines is also a challenge and Telkom has been engaged on the matter;


3.2.      Department of Agriculture

i).         During the 2010 provincial week the NCOP visited the Medupi project; the Lephalale Agricultural Corridor; the Rietfontein Itereleng Agricultural Project and the Witpoort Hospital when the challenges and issues raised were among others, food security, crop inputs and repair of fence.

ii).        In the meantime the Land Care Project has commenced with erecting a 15 km fence in Seleka; the District Land Care Awareness took place and the department has also erected a fence along the main roads.

iii).       A business plan for the provision of water to livestock has been submitted to the provincial disaster unit and many farmers were assisted.

iv).       New milking facilities were approved for the dairy farm in August 2011. Plans are to be submitted and it is envisaged that construction will start by end October 2011.

v).        Regarding the Tswelopele Agricultural project:

a).        there was a delay with the installation of the pumping equipment due to vandalism;

b).        one of the beneficiaries of the project undergone training;

c).        assistance with soil sampling was rendered and the department provided tomato seedlings and fertilizer in terms of its support policy;

vi).       Assistance was rendered to the Morwe Utlwanang Project with the construction of a store room, an office; a drip irrigation system and a water filter.


3.3.      Department of Roads and Transport

The department reported on progress regarding issues that were raised during the previous NCOP visit relating to the improving/upgrading of access, including roads to public amenities and assistance to local municipalities on road infrastructure projects.

3.3.1.  Upgrading of the R37 Road

i).         Concerns were raised regarding the condition of portion of the road between Polokwane and Burgersfort which carries high traffic volume. The road is the responsibility of the South African National Roads Agency Limited (SANRAL).

ii).        During the 2010/11 financial year 35 km of the road between Oliphant River and Driekop was reconstructed while 91 km between Polokwane and Oliphant River was resealed in the 2009/2010 financial year.

3.3.2.  Upgrading of R33

i).         The 12 km section of the road between Modimolle and Mabatlane was reconstructed during the 2009/10 financial year.

ii).        A similar section is currently under reconstruction and has been 25% completed.

iii).       Reconstruction of Phase 2 consisting of the section between the N11 (Marble Hall) and Modimolle will start in the 2012/2013 financial year and the contractor for that phase had already been appointed.

3.3.3.  Upgrading of access roads to public amenities

Projects undertaken and completed to improve access to hospitals, clinics and schools include the improving and/or upgrading of the access roads to Mohodi clinic; Hanyani Thomo High School; Siphamele Primary School and the Makonde clinic as well as the sidewalks to Malamulele Hospital; Nchabeleng Hospital; Nkhensani Hospital; Philadelphia Hospital and Siloam Hospital.


3.3.4.     Assistance to local municipalities on road infrastructure projects

i).         Despite the assistance from the department huge backlogs still exist as certain roads and certain bridges need urgent upgrading. In fact, certain bridges are in a state of collapse;

ii).        The Department is developing a master plan for the upgrading of roads that is aligned with the Limpopo Employment Growth and Development Plan (LEGDP). Prioritisation is undertaken by the District Municipalities in consultation with the Local Municipalities in their respective areas of jurisdiction.

iii).       The department envisages that the bridge in Tubatse will be opened in October 2011.

iv).       The Limpopo Roads Agency and the department  are responsible for the upgrading of provincial roads.

v).        Departmental road maintenance centres have been aligned linked with local municipalities in order to improve service delivery on road maintenance. Planning and the implementation of road maintenance activities are undertaken jointly by the department and local municipalities.




 3.4.     Department of COGTA on housing delivery

i).         The progress of the Housing project in Lephalale has improved. 800 houses are being built and service delivery has improved;.

ii).        In Molemole local municipality 375 houses are to be handed over to beneficiaries soon. The houses were built and completed within four months.

3.5.      Department of Education

i).         The departmental programme of building schools is linked with its programme of job creation project;

ii).        The department experienced certain damages to infrastructure in the past but managed to restrict it through a process of consultation and support of the local government;

iii).       Seven schools were damaged by storms in Sekhukhune which lead to the national government intervening and the schools have been rebuilt.

iv).       Further projects include the following:

v).        Various other departmental projects were undertaken, including the construction of additional classrooms; a multi-purpose centre; 16 toilets; a nutrition centre and the storing of rain-water;

vi).       Quality monitoring is undertaken on a regular basis and Professional Service Providers report on a weekly basis on the progress. Quality management is also satisfactory;

vii).      Joint sessions with consultants and contractors forged relationships to the benefit of the various projects;

viii).     Projects are properly planned as a result whereof of variations are limited. Also the provision of contingencies in the budget is beneficial when urgent renovations and alterations are to be undertaken.

ix).       Literacy programmes are established.

3.6.      Department of Public Works

i).         The department has developed and implemented a very successful job creation programme.

ii).        No other issues were raised.

3.7.      Department of Finance and Treasury

The department has a good of performance no other issues were raised.

3.8.      Department of Health


3.8.1.  Challenges

i).         lack of sufficient funding;

ii).        lack of equipment in the various health facilities;

iii).       no ARV facilities at hospitals and clinics;

iv).       pharmacies are not well-equipped

v).        infrastructures that had been damaged or in a poor state;

vi).       lack of adequate staff accommodation despite the department having built two accommodation facilities for certain health centres;   

vii).      Lack of sufficient infrastructure and equipment;

viii).     Shortage of staff, especially doctors and professional nurses;

ix).       Long waiting periods especially at Tshilidzini Hospital in Venda.

3.9.      Discussion / Issues raised


i).         The shortage of staff (doctors and nurses) and the lack of adequate accommodation for staff was also raised during the 2010 provincial week;

ii).        Certain road infrastructure challenges were not attended to adequately;

iii).       Time frames must be set for the recruitment of staff;

iv).       Infrastructure, including road infrastructure must be planned, developed and constructed simultaneously with the construction of houses;

v).        Long waiting time at health facilities must be rooted out;

vi).       Any negligence at health facilities must be reported and appropriate steps taken;

vii).      The building of schools are planned and based on the size of the population in a particular area;

                                    viii)      Learner transport remains a challenge;

ix).       Alternative solutions such as mobile classes can address the shortage of classrooms;

x).        Challenges must be addressed without delay and especially the quality of service delivery in the department of health must be improved urgently;


3.10.   Department of Economic Development, Environment and Tourism

i).         The Department of Trade and Industry is being involved in the activities of the department;


ii).        Skills development is undertaken and 23 young people are being trained as artisans;


iii).       Mining activities contribute to economic development and the development of local communities is priority.



4.                       MEETING WITH SALGA


                        4.1.      Challenges / Issues

                                    i).         Lack of participation of SALGA in the NCOP;

ii).        Part-time councillors;

iii).       Lack of funding to fulfil its role;

iv).       The challenge to coordinate the processing of new legislation nationally although he Constitution obliges SALGA to participate;


v).        Lack of engagement on the poor performance of some municipalities;


vi).       Careful consideration should be given to all facts and circumstances before embarking on Section 139 interventions;





vii).      Site visits that are not always well co-ordinated;



            4.2.      Presentation by SALGA


                                    4.2.1.  Introduction

i).         The role and functions of SALGA as the voice of organised local are highlighted and the presentation he dealt mainly with the following aspects:

a).        The Organizational Framework;



b).        Strategic priorities of SALGA for the previous 5 years;




c).        MTSF outcomes;


d)                 Service Delivery Audit Reports of the Districts Municipalities;

e).        Councillor support;

f).         Impact Assessment study on Migration: Musina;

g).        Intergovernmental Relations and Cooperative Governance;

h).        The state of the infrastructure;

i).         Institutional issues;

j).         Funding and the costs of service;

k).        Bulk infrastructure;

l).         Skills development;

m).       Water services;

n).        Solid Waste Management;

o).        Road and Transport Funding;

p).        Electricity and Distribution;

q).        Energy efficiency and renewable energy;

r).         Human Settlement Development;

s).        Environmental affairs and climate change;

t).         Payments due to Municipalities;

u).        Municipal Institutional Development;

v).        Community Development Programmes;

w).       Municipal Finance;

x).        Local Economic Development;

y).        Provincial Growth and the role of municipalities;

z).        Job creation in all districts.


ii).        The houses of councillors that were set alight in Soweto is a matter of concern;


4.2.2.   Issues / Challenges / Matters raised

i).         A need to review SALGA’s strategies exists;

ii).         1319 Councillors attended a councillor induction programme;

iii).       Certain aspects of the Councillor Pensions Fund remains a challenge;

iv).       Workshops for councillors relating to Members’ interest were conducted;

v).        The establishing and induction of ward committees is in process;

vi).       The state of infrastructure in some municipalities are very poor;

vii).      Smaller municipalities do not have the necessary capacity and expertise to prepare business plans, financial statements and the like and are forced to use consultants;

viii)      Although an estimated 83% of households in Limpopo has access to electricity, water and bulk infrastructure as well as a lack of funding remains a challenge;

ix).       Skills shortage and a lack of qualified engineers and technicians are serious challenges. SALGA however developed a strategy to attract and retain appropriate professionals and other skills;

x).        Job creation mainly takes place through Extended Public Works Programmes;

xi).       No municipality in Limpopo received an adverse audit report;

xii).      SALGA received an unqualified audit report with no emphasis of matter;

xiii).      SALGA is represented by officials while councillors are not available. This is a matter of concern;

xiv).     A need exist for Councillor training-, capacity building- and support programmes and WITS university can be approached in this regard;


xv).      Co-opting traditional leaders in different structures that are aligned with the NCOP could assist in solving certain challenges.

xvi).     The population growth necessitates the review of the equitable share formula;

xvii).    SALGA and the audit committee of the district municipality render assistance and support to municipalities as far as possible;

xviii).   Challenges relating to water are being raised via SALGA with the relevant department;

xix)             More attention should be given to the issuing  of water licences;

xx).      Climatic change poses a challenge to the communities;

xxi).     Ageing infrastructure since 1994 are being attended to.

xxii).    Sekhukhune is the only district In Limpopo, where less than 50% of households has access to water. It is however envisaged that the De Hoop Water Dam will ease the situation;

xxiii).   It was recommended at the Water Summit that a provincial water plan be developed and that resources be shared;

xxiv).    Platinum mining activity requires a lot of water and dam infrastructures must be able to meet the demand;.

xxv).     Nandoni Dam and the pipeline to Giyani will contribute towards solving the challenge of water supply;

xxvi).    SALGA is committed itself to targets and timeframes to engage the relevant role players on issues raised.

xxvii).   Phalaborwa is faced with a unique water challenge;

xxvii).   Many municipalities need to pay outstanding accounts to the Water Board;

xxviii).  Despite the challenge that Limpopo generally has rural municipalities, SALGA nevertheless supports the appointment of competent officials;

4.2.3.   Recommendations

i).         That SALGA and the NCOP join hands to facilitate the reviewing of certain legislation to develop appropriate developmental plans;


ii).        That SALGA extend its services and support role;


iii).       That disciplinary measures be enforced and training programmes be developed and implemented to improve the performance of municipalities;


iv).       That municipalities strive towards obtaining clean and unqualified audit reports;


v).        That the department of Water Affairs and the Development Bank of SA partner in certain projects;


vi).       That municipalities pay their outstanding debts to the Water Boards and other service providers;


vii).      That an urgent assessment be done on the level of service delivery;


viii).     That the Office of the Premier utilizes the new Growth Fund for needy projects in order to create jobs;

ix).      That ground water be monitored;


x).       That SALGA and municipalities encourage communities to use water sparingly;

xi).       That anti-corruption strategies not only be focused on councillors but on all representatives and role players, including the executive;


xii).      That communication on all levels be strengthened;


xiii).     That the disclosure of members’ interest for councillors be complied with to avoid compromising ethical conduct;.





5.1.      Introduction

The chairperson of the NCOP emphasised:


i).         the importance of cooperative government as prescribed in chapter 3 of the Constitution;


ii).        that local government is the sphere of government closest to the people and therefore at the forefront of service delivery;


iii).       that at the same time and in many instances local government fulfils the function of service providers at provincial and national level;


5.2.      Presentation by Mr Makumule Thomas


5.2.1.  Vhembe District has four local municipalities, namely Makhado Local Municipality; MusinaLlocal Municipality; Mutale Local Municipality and Thulamela Local Municipality.

5.2.2   The main objectives in terms of the IDP and the SDBIP are:

i).         Municipal Transformation and Organizational Development;

ii).        Local Economic Development;

iii).       Basic Service Delivery; and

iv).       Municipal financial sustainability and management.

5.2.3.  Agricultural activity has improved in the area of Masakona. An agricultural equipment depot exists and tractors are available to farmers for hire at an affordable rate;

5.2.4.. The Itsani pig project has in particular empowered women and is managed by 8 women and funded by a strategic partner;

5.2.5.  Communities are being encouraged to be tested for HIV/AIDS.


5.2.6.  Except for Makhado local Municipality, the audit reports indicates improvement in all the local municipalities and among others, Musina local Municipality received a clean audit report and Thulamela local Municipality improved from a disclaimer in the previous year to qualified report.


An organizational review on the internal audit was conducted and is an on-going process and the officials as well as the audit committee are committed to further improve management and control/


5.2.7.  Challenges

i).         Important challenges relates to the regional water scheme; bulk water supply; water and sanitation; municipal roads; lack of adequate resources; lack of strategic partnerships and the dispute relating to the ownership of land in Mhinga cultural village;

ii).        The community of Kutama-Sinthumule will largely depend on the Nandoni Dam for its water supply from. Although construction of the dam has been completed, the reticulation system is not operational yet;


iii).       Pending litigation since 2009 relating to the Nandoni Dam is a burden;


iv).       The communities of Thohoyandou and Sibasa do not get water after 15:00;


v).        Lack of water supply to the community of Capricon;


vi).       Lack of allocation of sufficient funds in general and in particular in Musina and Mutale;


vii).      Vandalism and cable theft;


viii).     Poverty and unemployment remain one of the biggest challenges and the rate of unemployment in Vhembe District is 53%;

ix).       Service delivery remains a challenge.


5.2.8.   Recommendations

i).         That the supply of electricity be improved;


ii).        That timeframes be set for the supply of to the communities;


iii).       That Ministers of Water Affairs and of COGTA be engaged  on the challenges relating to the Nandoni Dam;

iv).       That the different departments urgently be engaged on the challenges and the issued that were raised;

v).        That the municipalities strive towards unqualified audit reports;

vi).       That the sanitation project  in Musina be assessed in view of the apparent under spending;


vii).      That the Awelani Community LED Project be evaluated and monitored.


viii).     That the report on the Water Summit be submitted to the Legislature and the NCOP and be debated by the Legislature;


ix).       That the provincial week report also be tabled and debated in the Legislature.


6.                       VISIT TO TSHILIDZINI HOSPITAL


6.1.      Challenges

i).         A lack of specialists and a shortage of doctors, nurses and support staff;


ii).        High mortality rate of patients;


iii).       Lack of sufficient funds due to Insufficient budget provision and/or under spending;


v)                   The Psychiatric unit was destroyed by fire in July 2010 and was not restored or replaced since;


vi).       Most of the buildings are old and not fit for occupation and the CSIR recommended that it be demolished.


vii).      Lack of as designated orthopaedic unit;


viii).     The ICU and the operating theatre are of substandard.


ix).       Shortage of beds. Currently there are only 5 beds in the ICU.


x).        The equipment is old and out-dated;


xi).       Vacancies are not filled and lack of recruitment plans.


            xii).      Lack of sufficient water supply being available; 


xiii).     Shortage of linen and other equipment;


xiv).     A need to develop health activism and a campaign for health lifestyle.


xv).      Lack of sufficient communication equipment;


xvi).     Long waiting times;




6.2.      Recommendations


i).         That measures be implemented to bring down the patient mortality rate;


ii).        That the department of health intervenes to resolve the challenges and problems at the hospital and to provide the necessary funding;


iii).       That vacant posts be filled and a recruitment strategy be developed and implemented;


iv).        That a full assessment and feasibility study be done to build a new and fully equipped hospital;



7.                       NANDONI DAM PROJECT


7.1.      Challenges

i).         Although the dam is located near several villages, the communities are still without water; 

ii).        The reticulation system that had been installed is a serious challenge relating to burst pipes, defects on the pipe lines the malfunctioning of the pipe lines and poor workmanship by the contractor;

iii).       The Department of Public Works and the Department of Water Affairs were unable to resolve the dispute about the defects on the pipe lines  with the result that the contractor was sued and litigation is still on-going. This situation poses a serious challenge.

iv).       The dispute is between the department and the contractor as a result whereof the department is not allowed to replace the defective pipes. The municipality can therefore not deliver on its promises to the communities;

v).        Security risk at the dam with the presence of hippos and crocodiles and incidents of drowning;


7.2.      Recommendations

i).         That a comprehensive report outlining all the issues and challenges on the dam with the progress to date and further timeframes be submitted;

ii).        That the district municipality develops and submits a detailed strategy and plan of action to address and resolve the lack of water supply to the communities and the Tshilidzini Hospital;

iii).       That the engineers and technical staff in the meantime address the technical issues pending the outcome of the litigation;

iv).       That the relevant Ministers and their departments be engaged on the challenges with the dam.

v).        That an appropriate report urgently be submitted to the Department of Co-operative Government and Traditional Affairs and that the department then intervenes appropriately;


vi).       That other lead departments, including Water Affairs, Treasury as well as provincial departments also be engaged to assist in resolving the challenges;


8.                       VISIT TO DUMASI VILLAGE


The village with approximately 700 households is situated approximately 10 km east of Thohoyandou town, and 2 km north-west of Nandoni Dam.


8.1.      Challenges

i).         Water reticulation infrastructure and supply are far below RDP standards;

ii).        Communal taps are scattered and located far apart and are more than often without water. Only one tap provides water only at night between 23h30 and 02h00.

iii).       There is only one borehole, which is in a poor condition, with a capacity of 1, 3 litres per second for less than 8 hours per day is a day;

iv).       Several engagements with the Department of Water Affairs to solve the problem with the Nandoni Water Scheme were unsuccessful to date;

 v).       A temporary measure to ease the lack of water supply, is to make use of water tankers to bring water to the village;  

vi).       Poor workmanship on the houses of those who were relocated when the dam was constructed while the affected families were offered compensation of only R11 000 per family;

vii).      The lack of water supply poses various other challenges such as no water being available for cooking and washing, including the washing of clothes.

8.2.      Recommendations

i).         That the municipality engages on an on-going basis with the communities, including traditional- and other leaders and role players to resolve the water challenge;

ii).        That the municipalities likewise engages with the provincial legislature to deliver on their promises;

iii).       That the municipality addresses the problem with the borehole and ensures that it is functional.




9.1.      Background

I).         The facility with 40 beds located in Mutale Local Municipality was established in 1984;

ii).        It serves the communities of Lukau village; Tshadama village; Phalama village and Tshilamba village with a population of approximately 89 200.

iii).       Sixteen clinics are also located in the area and the referral hospital is Donald Fraser Hospital 35 km from Mutale.

iv).       Services rendered by the health centre include minor ailments; antenatal care; deliveries; post natal care; child health; chronic diseases; reproductive health; oral health; HIV/AIDS treatment; school health services; treatment of TB and mental health care services.

v).        The centre received 2 Gold Awards during the District Service Excellence awards;

vi).       A new wellness ART site had been established;

vii).      The centre does not experience shortages of medication and has clean and spacious wards.

9.2.      Challenges, achievements and interventions

i).         Infrastructure such as roads and pavements in and around the building are in a poor condition;

ii).        On the other does the lack of proper roads and bridges impact negatively on service delivery;

iii).       Lack of a permanent medical officer and a shortage of health professionals, support staff;

iv).       Difficulty with maintaining the area surrounding the buildings and clearing the bush;

v).        Lack of paving on walk ways, etc;

vi).       Lack of office accommodation for nursing staff;

vii).      The roof and ceiling needs attention and Cold Room is out dated and out of order..



                        10.1.   Introduction

i).         Planning capacity; The municipality’s planning capacity is enhanced by the Infrastructure Development Planning section;

ii).        Spatial Planning: The municipality adopted its Spatial Development Framework in 2007 and will review and update it as and when required;

iii).       Infrastructure Planning: This function is located in the Town Planning and Housing Unit in the Technical Services Directorate

iv).       Infrastructure Capital Plan: The municipality developed and infrastructure Capital Plan in order to identify the needs in all wards.



10.2.       Challenges

i).         Shortage of water despite the fact that the Nandoni Dam had been constructed;  

ii).        The quality of available water is a serious problem while there is a lack of adequate sources and/or equipment for water purification and water purification plants are a priority. Currently only four tankers are available for the entire community.

iii).        The current 7 municipal projects is not progressing and pose a serious challenge;

iv).        Certain connecting roads to theN1 and other national roads are still gravel roads. Other roads such as the Matavhela Road and the road to Tshandama which is the joint responsibility of the municipality and the National Department of Transport, require urgent upgrading;

v).        Certain bridges are in a poor and need to be reconstructed or upgraded; 

vi).       Lack of a stadium despite promises that were made to the community;

vii).      The tennis court is not being used has become a white elephant while it is vandalised;

viii).     Lack of electricity connections despite request to ESCOM to speed up connections;

ix).       Primary health care poses various challenges;


10.3.       Recommendations

i).         That the municipality engages and co-operates with all stakeholders to improve service delivery;

ii).         That the municipality engages with the district municipality regarding the lack of sufficient funding;

iii).        That EPWP programmes be optimally utilized to address job creation;

iv).       That volunteers be recruited and be involved in the various projects.







Presentation by Municipal Manager:


11.1    Background

i).         Musina Municipality has a population of 57 890 people and include the areas of Malale, Tada, Tshikhuduni and Domboni.

ii).        The municipality improved from a disclaimer to an unqualified audit report;

iii).       The Musina Mall that was developed at a cost of R 600 million rand created 170 job opportunities;


iv).        Influx of people from Zimbabwe has a major socio-economic impact. On average 190 000 people enter South Africa per month through the border at Musina.


                        11.2.   Planning /Development

i).         New erven is under way in Musina and Nancefield;

ii).        Sites have also been developed in Nancefield for R.D.P housing and in Musina for various land uses;

iii).       300 housing sites are underway in Nancefield Ext 7 and 500 sites adjacent to Nancefield Ext 6 for R.D.P housing;


11.3.    LED Projects and economic development

i).         A Memorandum of Understanding (MOU) between the Municipality and SEDA has been signed and Incentive policies have been finalized. The allocation of funding is however awaited;

ii).        The Municipality, in partnership with LIBSA, SEDA and LEDET has trained 109 LED project managers.

iii).       To eradicate the operation of businesses in backyards, the Municipality assists with identifying appropriate business premises and 63 applications in this regard is in process;

iv).       SMME’s are promoted for purposes of economic growth and job creation. For this purpose workshops were arranged on 11 February 2011 on 24 February 2011which attracted 217 and 98 participants respectively;

v).        Monthly statistics are being kept on capital projects and job creation and 290 jobs were created in the public sector and 321 in the private sector; 

vi).       LED projects include the China Mall; Coal of Africa; Venetia Underground Mining; Aquaculture Project; Anglo American Thermal Coal; MUTASSHI Project and the Greening Town Project.

vii).      The outbreak of cholera in Zimbabwe recently posed a challenge as it resulted in people moving southwards. However, the municipality entered into a twinning agreement with Beitbridge Rural District Council in Zimbabwe to work together in economic development, disaster management, health matters and the tourism industry.

11.4.       Electricity supply

i).         The municipality is the licence holder for electricity supply in the area under its jurisdiction;

ii).        The provision of electricity is satisfactory with distribution losses of only 2,95% which is well within the norm.

iii).       Although cable theft has stopped, the electrical reticulation network is overloaded and requires urgent upgrading. In fact, the network is on maximum capacity and cannot accommodate any further development without upgrading thereof;

iv).       To ease the load on the network in the meantime the following measures have been identified as interim interventions, namely to split the supply to Nancefield and Blikkiesdorp and to install new switchgear in the main substation;

v).        Escom has increased the Notified Maximum Demand (permissible consumption) from 10MVA to 15MVA. Application for a further increase has been submitted.

11.5.       Water supply

i).         Although all villages (Madimbo, Malale, Domboni, Tada and Tshikhudini) are connected to water supply there is a shortage of water, especially in the farming areas;

ii).        The Limpopo River supplies water to these areas;

iii).       No household needs fetch water more than 100 metres away.

11.6.       Roads and Storm water

i).         The tar roads in town are in a poor condition but no funding is available to maintain these roads;

ii).        Despite the lack of funding the 5km of concrete roads in Nancefield as well as the re-building of streets in Bergview and Blikkiesdorp have been completed by Vhembe districtmunicipality with MIG funding;

iii).       A labour intensive method of resurfacing roads are currently under construction in Nancefield Ext4;

iv).        Although the water delivery is satisfactory, the road infrastructure is poor particularly in the town centre. Although R 36 Million has been allocated for road infrastructure, an amount of R110 million is required.


11.7         Sewerage

Although the sewerage system is a challenge in general, progress is being made with replacing the septic tank system with a waterborne system. The upgrading of oxidation ponds in Musina and Nancefield is also in process the installation of a sewer system RDP Houses in Nancefield Ext 7 and Ext 14 is completed.

                        11.8.   Refuse removal

Although there is a shortage of refuse removal vehicles, refuse removal in general is satisfactory except in the CBD area where it should be improved.

11.9.   Parks

The parks need upgrading. Maintenance and cleaning of the parks is a challenge especially because of littering which requires more manpower to clean up regularly.   


11.10.  Further Challenges and constraints

In addition to the challenges listed above the following further challenges exist:  

i)          Three members of the senior management team of the municipality namely the Municipal Manager, the Chief Financial Officer and the Manager of Corporate Services Manager are acting;

ii).        Shortage of staff and vacancies;.

iii).       Lack of appropriate premises for SMME’s to operate from.

iv).       No LED policy exists;

v).        There is a need for a primary school in Tshikhudini;

vi).       The influx of foreigners from Zimbambwe and elsewhere puts tremendous strain on service delivery and in particular on:  

a).        health services and facilities;

b).        resources and municipal services;

c).        food security, job opportunities, the environment, and social development;

d).        education due to overcrowding, children without parents, etc;

e).        services rendered by the local office of the department of Home Affairs;

f).         law enforcement as people are becoming increasingly lawless;

 vii).   Complaints from the communities about the lack of proper communication and consultation with communities by the municipality;

viii).   A lack of old age facilities. 


ix).     Farmworkers are still being exploited;


11.11.  Temporary Refugee Camp

i).         The camp was donated by a church and the reverend of the church manages the facility with some foreign funding;

ii).        It is a temporary facility, in a shocking poor state with no proper facilities and not maintained at all. Refugees are sleeping on the floor in a crowded small old tent.


.                 11.12. Schools in Musina municipal area


i).         All the schools in the area are overcrowded. In Domboni for instance 75 learners are crowded in an old muddy hut.

ii).        Learners must walk up 15 km to and from school;

iv)                The community has to contribute towards the salary of the teacher;

v)                  The challenges relating to the schools have been referred to the provincial department of education

11.13  Social Development

i).         The influx of minor children from foreign countries who are unaccompanied by their parents, is a challenge;

ii).        The youth centre which is a private facility is utilised as a shelter and only children under the age of 18 years are allowed to stay in the shelter. With no proof of age of the children it is difficult to manage;


iii).       A lack of policy and law enforcement with regard to these children is also a major challenge;


iv).       No separate provision is made on the municipal budget to deal with the challenges relating to these children. The municipality must seriously consider making land available for shelter facilities.


11.14. Recommendations


i).         That the municipality develops measures to improve communication and consultation with the communities and that municipal officials visits communities regularly and keep them properly informed;


ii).        That the border post be the first point of check if the documents of foreigners are in order before they are allowed to enter. For this purposes the department of Home Affairs must consider opening an office at the border post.


iii).       That an appropriate policy on social development be developed and implemented to also deal with children from foreign countries;


iv)                That measures be developed and implemented to prevent or to minimize the influx of foreign children who are unaccompanied;


v).        That the acting positions be filled with permanent appointees and that vacant positions be filled and that the Department of Cooperative Government and Traditional Affairs be engaged to assist the municipality;  


v)                  That induction and training programmes be developed and implemented for councillors;  


vi).       That the interests of farm workers be advanced and protected;

vii).      That a report on the water study in the area be submitted by the municipality within three weeks;

viii).      That cooperatives be established in Musina in order to empower the communities;

ix).        That the municipality manages and spends its budget wisely; complies with procurement processes and policies and related legislation guard against fiscal dumping;


x).         That the municipality ensure that it spent the money allocated in the IDP correctly in order to deliver on its promises to the community;


xi)                 That the municipality ensures that scholar transport is accessible to all areas in  Musina municipality;


xii).       That expenditure of the budget be monitored in view of the fact that the municipality is not utilizing all the funds allocated;

xiii),     The tent at the refugee camp be replaced immediately;


11.15. Musina Hospital

12.1.       Challenges

i).         The hospital was built in the 1950s and is old and in a very poor state and should be replaced with a new health care centre;  

ii).        Currently there are no proper wards and no section for out-patients and temporary container structures are used to render service around the hospital;

iii).       The equipment inadequate, old and out dated;

iv).       The budgetary provision is insufficient;

v).        The emergency generator is old and needs to be replaced;

vi).       Shortage of doctors and nurses. The staff turnover is high and 85% of people recruited, comes from areas outside Musina.

vii).      A lack of accommodation for nursing staff;

viii).     A lack of funding for HIV/AIDS programmes.


11.16.  Office of Home Affairs


11.16.1.          Challenges of influx control and related matters

i).         In-land influx challenges;


ii).        Musina as port of entry;


 iii).      A temporary office at Musina showground;


iv).       Agreement between all stakeholders, including foreign institutions and the local office of the department of Home Affairs as well as the municipality on the establishment of a permanent refugee centre;


v).        Beit Bridge has grown into an established business area;


vi)                Necessity of transit facilities to accommodate people who are waiting;


vii).      Necessity to upgrade computer systems and programmes to improve service delivery;


viii).     Effective roadblocks and lack of authority of Home Affairs to deport the people to Zimbabwe;


ix).       The impact of the Refugees Act of 1998 and subsequent amendments;


x).        The distinction between an asylum seeker and a refugee;


xi).       Foreigners who are in the country for work or study purposes;


xii).      Shortage of staff;


xiii).     Corruption;


xiv).     Infrastructural challenges and need to relocate the offices;


xv).      Using of asylum permits for work or study purposes;


xvi).     Passports and asylum documents often do not correspond.



11.16.2.                    Questions and Comments


i).         Whether the Department of Home Affairs has record of the people entering the country through the borders on a daily and yearly basis?


ii).        What measures are in place to take care of children who are not accompanied by their parents?


iii).       What are the timeframes of the Department relating to the processing of applications?


iv).       What monitoring- or border control systems are in place when people enter the Country through the border?




11.16.3.                    Responses from the department


i).         The department acknowledges that challenges exist with the processing of documents and in other areas but that it is being addressed;


ii).        Although deportations do take place the deportation of Zimbabweans had been suspended;


iii).       Measures should be implemented to avoid that people who had been deported return to South Africa again;


iv).       A challenge exists of asylum seekers who did not enter through the borders;


v).        Crime levels have increased substantially and the department urges that the border posts be strengthened.


vi).       Many foreigners know the local languages and dialect and it is not always possible to distinguish them from the local population or to establish for what period have they been in the country;


vii).      Certainty should be that no contradictions exist between the Refugee Act and the Immigration Act, particularly regarding the regulations or the implementation thereof;


viii).     There is only certainty about the number of people who worked through the offices of the department;


ix).       There is a limited number of refugees in South Africa. However, approximately 2, 3 million asylum seekers are in the country who are not recognised;


x).        There is a need for more case workers;


xi).       The challenge of children entering the country unaccompanied is being addressed by the department;


xii).      People who are seriously ill get priority;




11.16.4.                    Recommendations


i).         That control systems describe the exact status of a person i e whether that person has overstayed or whether the person has transgressed or contravened any law, etc;


ii).        That the capturing of the fingerprints and the face be done at the port of entry;


iii).       That people who have entered the country illegally be deported;


iv).       That the challenge of minor children having entered the country unaccompanied but who have been issued with documentation since 2008, be resolved as soon as possible;


v).        That a special office be established to deal with minors and to establish their status


vi).       That challenges be identified and appropriate solutions thereto be developed;


vii).      That crime and crime levels be monitored and controlled and not be allowed to escalate;


11.17.  Site visit to the refugee centre


11.17.1.                    Observations          

 i).        The refugee centre which is apparently a temporary facility for refugees is tent structure, apparently donated by the South African Defence Force;

 ii).       The centre is managed by a pastor/reverend with international funding;

 iii).      The facility is in an absolute poor state and a health hazard with the refugees sleeping crowded on the dusty floors; poor sanitation and no privacy at all

                                                iv).       The refugees are very poorly fed.


11.17.2.                     Recommendations

i).         That the Department of Home Affairs intervenes as a matter of urgency;

ii).        The NCOP delegation engages with the Minister of Home Affairs.


11.18.  Visit to the offices of Home Affairs


11.18.1.                    Observations :


The offices are well-kept and very busy and deals with approximately 400 people per day. This poses a challenge as more than 1000 foreigners are waiting daily to be assisted. Extra staff is therefore urgently needed.


11.18.2.                    Recommendations


i).         That the capacity of the staff be increased;

ii).        That an extra office opened at the border post in order to improve service delivery.




                        12.1.   Background

i).         The municipality with an estimated population of 495 261 comprises of 4 regions namely Vuwani, Dzanani, Waterval and Makhado and it is envisioned that Makhado Municipality will be the next City/Metro in Limpopo by 2025.

ii).        The municipality is in the process of implementing the inter-modal transport facility of R200 million at the Eltivillas Taxi Rank through the Department of Roads and Transport.

             The facility will not only provide a modern, safe and integrated transport system to commuters but it will also provide public transport services that will link the Eltivillas business centre with the main economic centres in town;

            Furthermore the facility will enhance the industrial development zone of Makhado.

iii).       An amount of R300 million is available to upgrade the road between Makhado to Musina fromMolemole;

iv).       A railway project is also planned that will be utilised by the Makhado and Vele coal mines;

v).         A water supply project in Eltivillas is in the process of being planned. Currently the Albasin Dam is the main source of water supply to the town;           

vi).        The Makhado municipal area has been identified In the Provincial Spatial Development Framework as an area with the highest potential for socio-economic infrastructure development in the province;

vii).      The Levubu Citrus Valley in the area of jurisdiction of the municipality contributes a large percentage to the GDP of the area;

viii).      To ease the challenge of water shortage, water is being supplied with water tankers on an on-going basis and maintenance on boreholes is likewise being done on-going;

ix).        Vhembe District municipality is responsible for maintaining existing water schemes;

x).         The municipality intends to upgrade the existing animal loading facilities in the regions to impound stray animals or to build new facilities. A new loading truck has also been purchased. Pound rangers are in the process of being appointed;

xi).        At least two public participation processes will be arranged per quarter;

xii).       A Participatory Budgeting Pilot Project in the Makhado region involving all 6 wards will be implemented in partnership with PlanAct;

xiii).      The municipality is a licensed distributor of electricity.


12.2.    Challenges

i).         The internal streets in Eltivillas has deteriorated and have reached its lifespan and require urgent rehabilitation. The storm water infrastructure also requires upgrading

            Although a consultant has been appointed for re-surfacing of the internal streets at a cost of R16 million, the project is temporarily suspended due to a lack of funding.

Provision for funding of the project has however since been made is in the adjustment budget towards the end of this year;

ii).        A serious shortage of water exists in the entire Makhado municipal area;

iii).       Also the bulk supply of electricity and the bulk water supply is a challenge to the intended industrial development, including the planned Makhado and Vele mines and the Regional Mall.

iv).        Eskom should increase the scope of the electricity licence to enable the municipality to increase the revenue base and subsequent capacities to meet the growing demands of energy and infrastructure.

v).         Although the influx of people in Makhado as gateway to other African countries presents opportunities it also poses certain challenges;

vi).        Long outstanding land claims in Makhado impact negatively on development plans.

vii).       The bulk water supply pipeline from Nandoni.Makhado to supply water to Makhado was installed at a cost of more than R100 million but is not operational yet;

viii).     Theft of the borehole equipment;

ix).       Over concentration of chemicals such as nitrate in the water causes a health risk and the quality of the water must be tested constantly.


            12.3.   IDP Projects for 2011/2012

i).         A programme to repair potholes at a cost of R 8 million has been implemented;

ii).        Upgrading of streets, refuse removal services and facilities in the villages are on-going;

iii).       Public participation events will be conducted at least twice per quarter.

                        12.4.   Visit to Kutama/Sinthumule area and Tshiozwi royal village


12.4.1.   Introduction

i).      It is reported that the municipality has a good working relationship with traditional leaders;

ii).     Most of the communities in this area are supplied with electricity;

iii).    As security for the communities and to prevent crime, the municipality is installing flood lights in certain areas;

12.4.2.   Challenges

i).      A lack of adequate water supply in the Kutama-Sinthumule area and communities are dependant on groundwater;

ii).     Boreholes are running dry;

iii).    Illegal water and electricity connections;

iv).    Theft of borehole- and electrical equipment and taps puts further strain on water supply;

v).     Animals straying and crossing the roads creates a serious for road users;

vi).    Flooding during rainy season;

vii).   Poor workmanship with recently built toilets at Madombidzha in Ward 22;

viii).  Water- and other pipes are aging and need to be upgraded or replaced;

ix).    Machinery, especially the graders used for road maintenance, are old and not in running/working condition and only 4 of the 14 graders are in a working condition;

x).     Demands from traditional leaders are on the rise and is a challenge in itself. There are 181 traditional leaders in Limpopo Province and since the beginning of this year the province received 551 disputes.  

12.4.3.   Recommendations

i).      That the municipality attends to infrastructure development in the area, in particular roads, bridges, water and electricity supply- and connections and improvement of sanitation;  

ii).     That health care and health care facilities be improved;














1.1.           Introduction


i).         A workshop was intended to deal with matters that have arisen during the provincial week of September 2010.  The workshop could however not take place as yet due to the municipal elections in May 2011 as well as other commitments;

ii).        It is agreed that such workshop still be scheduled as soon as possible, preferably on a Monday to discuss and resolve the matters raised and/or still outstanding;

iii).       Regarding “Taking the Legislator to the People”, the Speaker pointed out that in terms of the Rules of the Legislature permanent delegates are to join members of the provincial legislature during its programme of Taking the Legislature to the People (TLTP). Permanent delegates however registered their dissatisfaction on the late submission of the TLTP programme by the Legislature;

iv).       A comprehensive report relating to certain projects and matters of national competency in the province which impact negatively on the province was tabled and permanent delegates were requested to study the report and to engage on these projects and matters at a national level in order to assist the province in resolving these matters and certain challenges relating thereto and/or to seek clarity thereon.


1.2       Projects and matters of national competency referred to in paragraph 1.1(iv) above


i).         Mosakong Apple Project initiated by the former national Department of Environmental Affairs and Tourism during 2007 at Daggakraal in the Pixley Ka Seme Municipality;

ii).        Higher Education:

 a).       Closure of the Ndebele College of Education at Siyabuswa in the JS Moroko Municipality;

 b).       The need for a university in the province;

iii).       Various challenges regarding the South African Police Services in Mpumalanga, among others relating to:

a)                   the shortage of staff and vehicles;

b)                   a lack of women in management positions;

c)                   the necessity of 4x4 vehicles in certain areas as   well as the need to replace old vehicles;

d)                   a lack of funding and resources for community policing forums and other challenges;

e)                   the moratorium on the recruitment of reservists should be lifted;

f)                     challenges relating to forensic services;

g)                   budgetary constraints and a lack of resources;

h)                   challenges relating to sector policing;

i)                     challenges relating to Masoyi police station;

j)                      challenges relating to Mbalenhle police station;

iv).       Challenges relating to Agriculture; Rural Development and Land Reform; Economic Development, Environment and Tourism, among others regarding:

             a).        agricultural projects;

 b).       land claims, including the Mahlabane land claim as well as the Loopspruit Wineries land claim;

 c).        implementation of the Comprehensive Rural Development Programme;

v).         Challenges regarding cooperative governance and related    issues, among others relating to:

a).        bulk water supply and support from the Department of Water Affairs;

 b).       the Delmas water project and related projects and challenges;

c).         the National Youth Develpment Agency (NYDA);

d).        Escom and the lack of access to electricity in certain areas;

vi).        Challenges regarding health services, among others the need for a tertiary hospital for the province and challenges relating to paternity tests;

vii).       Challenges relating referral of mandates.  



            2.         VISIT TO LIBANGENI TEST CENTRE

                        2.1.      Background

i).         The test centre under the jurisdiction of the provincial department of Safety and Security is a local government facility and was built by the municipality without any involvement of the provincial government and was opened during 2007;

ii).        The main services rendered by the centre are vehicle registration and licensing; driver’s licences and testing of vehicles;

iii).       The staff can attend to only 24 applicants for driver’s licences per day and only three sessions for learners’ licences can be conducted per week. Despite this, the waiting time for a learner license is 2 to 3 weeks;

iv).       The two satellite stations located at Moretele and Mdutjhana respectively are meant to ease the work load on the centre and attends specifically to the renewal of motor vehicle licenses as well as driver’s licenses.


 v).       A new and bigger centre has been built at Siyabuswa and it is envisaged that it will be operational from December 2011. It will be equipped with 12 computers;

vi).       Plans are also underway to expand and upgrade the testing centre at Mathanjana to provide service on all transactions. Weigh bridge would be built during the 2011-12 financial year in order to generate funds. Officers have been mandated to make 20 arrests per day and vehicles would be impounded and be released by payment in order to generate revenue.

2.2.      Challenges

i).         Shortage of staff mainly due to low remuneration levels.  The staff component currently consist of only 1 x chief licensing officer, 5 x training officers, 4 x assistant training officers, 5 x traffic officers, 2 x road and safety officers and 2 x admin officers;

ii).        High turnover of staff as well as a lack of qualified staff are also challenges. None of the examiners are qualified;

ii).        Shortage of vehicles for operational purposes;

iii).       Theft among others of the e-natis system as well as cash from the safe is also a challenge;

iv).       Revenue generated by the centre, whereof 80% is paid to the department, is not sufficient and sustainable. Revenue is lost as a result of vehicles being registered in other provinces. For instance, the Putco busses that transport workers to and from Pretoria, are not registered in Mpumalanga but in Gauteng. Likewise other vehicle owners register their vehicles in Gauteng;

v).        In view of vehicles being registered in other provinces, it is difficult to trace traffic offenders with the result of further loss of revenue from traffic fines. The withdrawal of traffic fines by the magistrate’s court also put strain on the revenue sources;

2.3.      Recommendations

i).         That recruitment of staff be focused on unemployed persons with driver’s licences and that staff so recruited:

a).        be trained at a training college;

b).        be employed on a contract of at least five years and that it be managed in such a manner that contracts do not expire at the same time;

c).        be penalised if they resign or terminate the contract before expiry thereof by compelling them for instance to repay the cost of their training; 

ii).        That the province appoint examiners and second them to the centre;

iii).       That the department considers to upgrade the centre station to at least a grade 5 station in order to attract more staff.

iv).       That security cameras be installed to prevent theft;

v),        That the public be encouraged to register their vehicles where they reside;

vi).       That the municipality engages with the department regarding the payment of 80% of the revenue to the department;

vii).      That the public pay for the services rendered to them by the centre;



            3.1.      Background

i).         This egg producing project was established in 2006 with 16 beneficiaries, comprising of women, members of the youth and one disabled person.

ii).        The project was initially funded by the Comprehensive Agriculture Development Fund. During the 2007/08 financial year an amount of R 610 459 was allocated to the project as a first phase and R300 000 for the second phase. This project however collapsed within a year;

iii).       The HOD of the department of Agriculture, Rural Development and Land Administration could not provide any further information on the project and relied on the Extension Officer and the area manager who however contradicted each other.

3.2.      Recommendation

That the HOD investigates the matter and that he submits a comprehensive report to the Legislature by not later than 30 September 2011.




4.1.      Background

i).         The meeting was attended by the Acting Mayor, Councillors, the Department of Agriculture, Rural Development and Land Administration and the beneficiaries of the project.

ii).        This farming projects comprised the three projects namely Baruakgomo-, BK- and Mmatshaane farmers and was established in 2000 with 91 farmers and more than units of 850;

iii).       The department initially funded the project in the 2005/06 financial year and later developed a business plan to support the three cooperatives with infrastructure development in the amount of R 5 156 214;

iv).       The funding was mainly used for constructing of facilities to handle the animals or related to the activities such as electricity connections; dipping tanks; boreholes; water tanks; drinking troughs; ablution facilities; guard houses; and fencing of grazing tanks.

v).        The main objective of the project is to develop self sustainable commercial farmers that can produce quality cattle for the formal and informal beef markets.


4.2.      BK Farmers

i).         This group is farming on an area of 800 ha with 350 cattle with 21 beneficiaries consisting of three women, and 18 men.

ii).        The department constructed and/or installed a handling facility; a dipping tank; eight drinking troughs; 17 kilometre of fencing; a guard room; electricity; two water tanks and 2km of water pipeline.


4.3.      Baruakgomo Farmers

i).         The group of ten farmers included four women and 116 units of livestock and they are were farming on 760 ha of land.

i).         Likewise the department construction and/or installed a handling facility; a dipping tank; 2 water tanks; 2 km of water pipeline; 6 drinking troughs; a guardroom; electricity; 12 km of fencing; a store room without a roof; a shed as well as ablution facilities.


4.4.      Mmachaane Farmers

The following concerns and issues were raised:

i).         Absence of fire belts;


ii).        The drinking throughs are too deep;


iii).       Land ownership;


iv).       Lack of training to farmers on nutrition and diseases;





v).        Immunisation of the cattle must take place seasonally;


vi).       A need for a veterinary;


vii).      Due to a lack of adequate grazing area grazing can not be rotated;


4.5.      Challenges

i).         Theft of fencing, stock and transformer;


ii).        Grazing land is also used by others for communal grazing;


iii).       Overstocking and overgrazing;


iv).       Absence of fire belts;


v).        Dipping tanks and drinking troughs are too deep;


vi).       Inconsistency in decisions by traditional authority regarding land provided;


vii).      Lack of training of farmers;


viii).     Land ownership;


ix).       Lack of clarity on the role of the departmental and its assistance;


x).        Extension Officers are not well skilled and visible.


4.6.      Recommendations

i).         That the department meets with the Chief and his council and explain the risks in the farms;


ii).        That the department separates the budget of the 3 projects;


iii).       That farmers combine resources to buy a another transformer;


iv).       That farmers develop a plan for fire belts;


v).        That the departments provides training to the beneficiaries including training in nutrition;


vi).       That the problem with drinking troughs and dipping tanks that are too deep be resolved to prevent drowning of calves;


vii).      That land ownership be clarified with the Chief;


viii).     That the department provides state veterinary services.


ix).       The department resolves the issues and challenges with the farmers.




The presentation by the Department of Economic Development, Environment and Tourism was unsatisfactory and it was resolved that the department be summoned to appear before the provincial committee in the Legislature for further interaction.



i).         The old school building is replaced by a new structure which is in the process of construction. At time of the visit the construction was almost completed and the delegation was satisfied with the work.

ii).        The contract was awarded to KJM Business Enterprises at an amount of R 8 756 851 and construction started on 26 January 2011 and will be completed on 26 September 2011.







7.1.      Background

i).         The project involved the construction of district offices for the Department of Social Development.

ii).        The contract was awarded to Ascul Construction at a contract price of R 12 156 125 and construction started on 02 November 2010 with the completion date 02 August 2011. As a result of strikes and bad weather certain delays were caused with the result that the completion date was since extended to 30 November 2011 with no extra costs.

iii).       At the time of the visit construction was approximately 80% completed.

7.2.      Issues

i).         The department failed to pay service providers within 30 days as prescribed;


ii).        The department failed to consult with ward councillors and to inform them beforehand.




            8.1.      Public Works- and related programmes

The Community enquired whether the youth that was trained in terms of the Extended Public Works Programme can be part of the Public Works contractors. The department explained that the Sakh’abakhi programme recruits contractors on grade 2 & 3 levels to be trained and put on the database for future purposes. The department also informed the public about the Siyatentela project that recruits women for roads maintenance.

8.2.      Road construction

The Community required the following roads to be constructed and/or upgraded:

i).         Road to Matshiding – Siyabuswa;


ii).        Katjebane – Limpopo;

iii).       Mapotla road;

iv).       Roads in Ward 10.


8.3.      Busses to accommodate people with disabilities

The Community enquired whether the Department of Public Works; Roads and Transport could negotiate to have busses converted to accommodate people with disabilities. The department explained that busses used in the Dr JS Moroka Municipality resort under the jurisdiction Gauteng but they will engage on the matter with the bus company.

8.4.      SA Police Service

The community requested:

i).         That satellite police stations be established. It was however explained that sector policing was encouraged and implemented instead.


In the Dr JS Moroka there are 4 clusters and the community is encouraged to participate in Community Policing Forums (CPF’s), and Sector Crime Forums;


ii).        That CPF’s be paid stipends. However, members of CPF’s serve on a on a voluntary basis and can not be compensated;


iii).       That visible policing be done in the communities and that police vehicles be visible in the communities. A shortage of police vehicles however poses a challenge in this regard;




8.5.      Agriculture

The Chairperson of the Masibuyel’ emasimini project indicated that they will use their own funds to coordinate meetings. The HOD however explained that a decision had been taken to compensate them through a service provider as proof of expenditure was required.


8.6.           Title Deeds


The community was concerned about the long time that it taking for them to receive their title deeds. It is explained that the deeds registry is a national competency provincial departments only have facilitation role.


8.7.      Economic Development

The community complained that they do not receive feedback on their business plans when submitted to MEGA. The MEC however gave assurance that the department responded to all the plans received and that his office should be contacted regarding any complaint.


8.8.      Job creation

The community proposed that a lodge be built at Mkhombo Nature Reserve for job creation purposes and that a private partnership be explored to manage the nature reserve.


8.8.      Municipality

            8.8.1.  Concerns raised and demands

i).         The municipal procurement policy is not being adhered to by the municipality. The mayor however explained that policy will be reviewed and aligned with the requirements of the Municipal Finance Management Act;

ii).        The ward committee of ward 13 must be dissolved. The mayor however responded that the matter was;

iii).       The councillor for ward 10 must be expelled. The mayor informed the community that it was not within her power to expel or fire councillors and explained the procedures to be followed and that a valid reason and motivation are required;

iv).       The water supply is inadequate and more boreholes are required. Plans are underway to resolve the challenge;

8.9.      Human Settlement

8.9.1.  Issues raised

i).         Poor workmanship on RDP houses relating among others to leaking roofs, poor construction of walls and structures that are not completed;

 ii).       House are not allocated to the rightful beneficiaries;

iii).       Owners do not receive title deeds to their properties;

8.9.2.     Response

The department instructed the municipality to identify all the effected houses and to address the problems.  



The provincial departments in the social cluster namely Arts and Culture; Cooperative Governance and Traditional Affairs; Education; Health; Human Settlement; Safety, Security and Liaison; and Social Development convened public hearings on cross cutting social issues relating to social service delivery. The relevant MEC’s also attended.

9.1.      Concerns raised by the community

i).         Philadelphia hospital is the nearest hospital, about 12 kilometres from Dr JS Moroka Local Municipality, but fails to attend to or treat patients. In stead patients are referred to Mmamethlake hospital in Mpumalanga 74 kilometres from there.


ii).        Operating hours at the clinic and the shortage of nurses is also a concern;


iii).       Houses constructed in Ward 5, Mukazi in terms of the rural development programme are in a poor condition with structural defects, roof leaks, etc due to poor workmanship;


iv),       The toilet project in Ward 5 that was awarded to a contractor has not progressed at all. The contractor has since left the project;


v).        The shortage of water;


vi).       Zamokuhle Senior Secondary School that was closed due to a decline in learner numbers has become a centre for criminals;


vii).      Shops and supermarkets refuse to accept or honour vouchers issued to members of the community members by the SA Social Security Agency;


viii).     Failure by government to use local talent in certain arts and culture events;


ix).       Traditional leaders complain about Inadequate remuneration or stipends and feel neglected by the provincial government;


x).        Service providers are not get paid within 30 days;


xi).       Daramawe building construction company that constructed the Ebodweni Primary School (project MTB7042) has not been paid since 2008. despite the fact that construction was completed in November 2008 and handed over to the department of Education shortly thereafter;


xii).      An agricultural project in the area funded by government at a cost of R 15 million has collapsed and is not producing anything;


xiii).     Despite the high rate of HIV/Aids infections the Department of Health is under-spending on its HIV/Aids budget;


xiv).     The municipal gymnasium that is fully equipped is not accessible to the local community;

xv).      The conduct of members of the police is poor resulting into a poor relationship with the community;


xvi).     Taverns located close to the schools is also a serious concern;.


9.2.      Recommendations

i).         That the Department of Health addresses the problems with Philadelphia hospital;


ii).        That the Department of Health increases the number of bursary beneficiaries in order to address the shortage of nurses. As an interim measure in order to relieve the work load on medical staff, the provincial department of health should consider to transport patients to Mmamethlake hospital;


iii).       That the SA Social Security Agency investigates why certain shops or supermarkets refuse to accept their vouchers from beneficiaries. The community should also be alerted to their right to report these problems to te regional or satellite offices of SASSA;


iv).       That the issue of criminals using Zamokuhle Senior Secondary School that has closed down for criminal activities, be addressed by the police;


v).        That the Department of Safety, Security, and Liaison and the CPF’s enhance good relations between the community and the police;


vi).       That the Department of Arts and Culture encourage all provincial stakeholders to utilize local talent during local events;


vii).      That the Department of Human Settlements addresses and rectifies the problems with the RDP houses in ward 5 as a priority;


viii).     That the Departments of Public Works and Education investigate the failure to pay Daramawe Building Construction company and establishes what happened to the funds and ensure that the company be paid in full within three months;


ix).       That all service providers be paid within 30 days as per government policy;


x).        That proper monitoring of small contractors be strengthened and that they address and rectify their poor workmanship and performance;

xi).       That proper consultation and interaction take place with the community when the municipality approves or reviews its Integrated Development Plan and that communication and the relationship between the community and the municipality be strengthened; 


xii).      That the Department of Economic Development and the Liquor Board tighten criteria and processes to award liquor licenses to tavern owners and that proper consultation takes place when considering applications for such licences;


xiii).     That the respective portfolio committees follow up regularly with provincial departments to ensure that the issues raised are being addressed appropriately.



At the request of the councillor for Ward 12, the delegation visited the Mampane family. The family of 9 with 4 adults and 5 5 school going children has a two bedroom flat. The other house was dilapidated and was not conducive for usage and the other house had cracks on the walls. Ms Magalane Nancy Mampane (Cellphone number 073 082 4561 and ID 7204180449085) who is the head of the family is working as a cook in School Nutrition Programme. She informed the delegation that the family had in the past applied for a house on three occasions but every time their application was procedurally declined.


10.1.   Recommendations

Although the visit was not part of the oversight visit, it is nevertheless recommended:

i).         That the Dr JS Moroka municipality addresses the problem as a matter of priority;


ii).        That the ward councillor assists the family with their application;


iii).       That possible donations from the private sector and elsewhere be explored and obtained to build a house for the family;





11.1.   Background           

i).         This housing project comprises 25 units with toilets. The contractor and the Department of Human Settlement however amended the specifications and excluded the toilets because of the unavailability of water supply and also as VIP toilets were provided by the municipality.

ii).        The houses were re-designed and in stead of the toilets the kitchens are bigger and the internal walls of the houses are plastered and painted;


11.2.   Issues raised

The houses do not have toilets.


.                       11.3.   Recommendations

i).         That the provincial committee on Human Settlement establishes what the actual cost will be to construct a toilet inside the house as oppose to the costs of plastering the interior walls and extending the kitchen;


ii).        That installation of electricity be part of the specifications for housing projects.




12.1.   Background

i).         The centre was established in 1993 and but registered as a non-profit organisation only in March 2011.

ii).        It is located was in the Ga-Phaahla area within Mdutjana Magisterial District and was established by elderly people who realised the need for such a facility to assist them in dealing with social issues, etc

iii).       The facility is open during from Mondays to Fridays between 09h00 and 14h00.

iv).       The main objectives of the centre is to provide healthy nutrition meals to elderly people; to provide a home based care service to failed elderly persons and to offer religious upliftment and support to the elderly.

v).        The centre has 40 members of which 19 are active and is managed by a committee of 6. Three caregivers are assisting the old people and members who have difficulty in visit the centre, are visited by home based care workers.

v).        Apart from a donation of R30 000 received from the Department of Social Development, the centre has been funded by the department since its establishment in the amount of R 10 080 per quarter.



12.2.   Achievements

i).         The centre has since acquired its own land and is in the process of construction a functional facility consisting inter alia of 2 working rooms, a bathroom, and 2 toilets for males and a working room, a bathroom and a toilet for females as well as a boardroom and a storeroom for food and products:

ii).        The members are generating extra funds by selling arts- and craft work, material,  beed work, knitting, etc, produced by themselves. 

ii).        The centre also has a food garden where members grow vegetables that is used in the food.


12.3    Challenges

i).         Due to a lack of funds, funds for food are utilised to finance the construction costs;


ii).        Lack of funding to buy sewing machines to generate income;


iii).       Lack of markets to sell their products;


iv).       Lack of transport to and from the centre for the those who struggle to walk;


12.4.   Recommendations

i).         That plastic chairs and tables and sewing equipment be provided for the centre;


ii).        That the municipality provided free water and electricity to the centre in terms if its indigent policy;


iii).       That the centre be assisted with preparing of a business plan and to market the hand work;


iv).       That funding or donations be facilitated for the centre.




i).         The delegation paid a courtesy visit to King Mabhoko Palace to inform the Queen of the programme of the provincial legislature of Taking the Legislature to the People in the Dr JS Moroka Municipality. The Queen appreciated the visit.

ii).        The Queen used the opportunity to bring the lack of adequate water supply and also of tractors for ploughing to the delegation’s attention.


13.1.    Recommendations

i).         That the municipality ensures that sufficient water is available for the tribe, especially because the majority of them were indigent;


ii).        That the Department of Agriculture assist with the provision of tractors during ploughing season.





14.1.   Background

i).         The school is located in the small rural village of Ramokgeletsane in the Siyabuswa circuit.

ii).        The school offers classes for both guaranteed education tuition (grades 7-9) and further education and training (grades 10-12). There are two classes for grade 7 and one for grade 8 and 9 and 2 classes for each of the FET classes, being 1 for commerce and 1 for science. The average number of learners per class is 35.

iii).       According to the budget allocation for 2011 the school will receive R250 207 whereof R148 854 will be available for the school and R88 493 centralised. The outstanding balance will be paid during the last quarter of 2011 academic year. The school was declared a no fee school with effect from January 2011.

iv).       The school qualifies for a management team of 3 members consisting of the principal and two departmental heads. A further 2 of the senior educators are part of the senior management team and in addition hereto there are 14 educators, 1 administrator and 2 general workers;

v).        Learners numbers increased from 317 in 2010 to 373 in 2011 with a teacher ratio of 1:26.7;


vi).       The school is underperforming academically with a pass rate for grade 12 that varied between 61% and 77% during 2006 and 2009. However in 2010 it dropped to 34, 3 %


vii).      The management has implemented extra classes for all subjects of grades 10-12 and for grade 9 for English and Mathematics;


viii).     Monthly motivational talks are arranged by the school through the Culture of Learning and Teaching Committees (COLTS).


14.2.   Challenges

i).         The low pass rate;


ii).        Class room windows were damaged in a storm during 2009 but are repaired or replaced as yet;   


iii).       The infrastructure including the buildings, the roof, the fencing and school play ground are in a poor condition. And the roof is leaking. Also the floors in the classrooms are rough and unfinished since construction;


iv).       No offices for administration purposes;


v).        Lack of computers and computer equipment;


vi).       Lack of involvement of the parents in the activities of the school;


vii).      Lack of adequate commitment from teachers and learners;


 viii).    The national curriculum statement policy document was implemented correctly by the school; and


ix).       The School Governing Body (SGB) is not always available to address urgent issues.


14.3.   Recommendations

i).         That a turn around strategy be developed and implemented at the school as a matter of urgent priority;


ii).        The Department of Education urgently addresses the challenges and problems and attend to renovations and/or upgrading and submit a comprehensive report thereon as well as progress made to the Legislature before 31 October 2011; and


iii).       That the Department of Education submits the detailed turnaround strategy.




15.1.   Background

i).         The clinic was built by the community in 1977 and provides health services in the area of Mdutjana;

ii).        The community is involved in the management of the clinic which is operational 8 hours a day;

iii).       The nearest community health centre (CHC) and hospital are the Siyabuswa CHC 6 kilometres away and the Mmamethlake hospital 50 kilometres away.

iv)        The clinic consists of the following facilities; a small waiting room; a consulting room; a nursing care room; a dressing room; a room for an admin assistant;, a small dispensary room, a linen room and 2 toilets;

v).        The following services are offered by the clinic: minor ailments for children and adults; child health care: ante-natal care; chronic health; emergencies; preventing mother-to-child transmissions: initiates and provides counselling and testing; sexual and reproductive health care, HIV/Aids treatment; counselling on choice on termination of pregnancy and with the assistance of the department the clinic is able to dispose professionally of human waste;

vi).       A doctor, a dentist and a physiotherapist visit the clinic once a week and the staff component consist of a manager,  2 professional nurses and 2 enrolled nurses. Each nurse attends to approximately 70 patients per day;

vii).      A functional management committee is in place;


15.2.   Challenges

i)                    Waiting area is too small with having to wait outside;


ii).        The nearby Philadelphia hospital refuses to accept patients referred to it by the clinic due to the hospital being in another province;


iii).       A shortage of staff. As such the clinic lacks an enrolled nursing assistant; a pharmacy assistant; a caretaker and a data capturer;


iv).       Lack of sufficient water supply to the clinic as well as taps;


v).        A shortage of drugs supply and at times nurses must use their own transport to fetch drugs;


vi).       The infrastructure is ageing and in a poor condition and the roof is leaking;


vii).      Lack of medical equipment;


viii).     A lack of reliable transport for patients.




15.3.   Recommendations

i).         That the department ensures that the clinic has enough drugs at all times and that the clinic manages and monitors drugs carefully;


ii).        That the poor condition of the clinic and the infrastructure be addressed urgently and be renovated and/or upgraded;


iii).       That the provincial department considers the implementation of a reliable transport system; and


iv).       That the Department of Health expands the clinic within two years.




16.1.   Background

i).         The library was constructed in 2009 by the Department of Public Works at a cost of R 3, 8 million with grant funding;

ii).        On completion, the library was handed over to Dr JS Moroka local municipality with a variety of books; audiovisual material; magazines and newspapers and the municipality took responsibility for security as well as the management of the library;

iii).       An assistant librarian has been appointed. The library render library serves to the community of Siyabuswa and is mainly used by the youth and students from the University of South Africa.

iv).       The library has a special arrangement with the regional library to exchange books from time to time;


v).        The community established a committee called friends of the library programme to promote the library services and to take ownership for the community.



16.2.   Challenges

i).         Lack of internet connection, internet services and facilities;


ii).        Lack of sufficient security;


iii).       Shortage of staff;


iv).       Lack of photocopying services; and


v).        Lack of Braille services;


vi).       Lack of a user count system;



16.3.   Recommendations

i).         That the Librarian develops and implements a count system even by means of an ordinary register;


ii).        That appropriate steps be taken for the library to also accommodate disabled persons; and


iii).       That more staff including a security guard should be prioritised.





17.1.   Basckground

i).         Mafata Housing and Projects CC obtained approval from the former Housing Development Board to built 1000 houses in Kameelrivier (Moripe Gardens Extension 1). The company then entered into an agreement with the Department of Human Settlements in March 2001 whereafter the land was purchased;

ii).        The project was however subsequently stopped due to a dispute between one Mr Paul Mojapelo and Mafata Housing and Projects CC. The department of human settlements intervened and terminated the contract with Mafata Housing and Projects. At that stage the planning had been done and certain services had already been installed, namely:

a).        Certain engineering services, in respect of bulk infrastructure funded by a grant from the Consolidated Municipal Infrastructure Programme (CMIP);


b).        Water connections had been installed at 410 sites;


c).        Slabs for 200 VIP toilets had been casted; and


d).        Walls were constructed for 80 VIP toilets with the trenches left open;


iii).       The High Court subsequently ruled that the serviced land belongs to Mafata Housing and Project CC.

iv).       The department is currently engaged in negotiations with Mafata Housing and Project to buy the land.


17.2.   Challenges

i).         No progress has since been made with the project;


ii).        The infrastructure and services that were installed more than 7 years ago have since deteriorated.


17.3.   Recommendations

                              That before any further funds are allocated to or spent on this project, that the department of Human Settlement submits a full report on the project including a statement of expenditure as well as a business plan and the amount paid to the contractor/developer to date, the outstanding balance, if any as well as a detailed costing of the project.

































          1.       INTRODUCTION


1.1.           Moses Kotane local municipality (in Mogwase area, Rustenburg) in the district of Bojanala Platinum will be hosting the NCOP Provincial week programme;

1.2.           The province has 19 local municipalities and four districts municipalities as follows:

i).         Bojanala Platinum district municipality in the Eastern district;


ii).        Dr Ruth Mompati district municipality in the Western district;


iii).       Dr Kenneth Kaunda district municipality in the Southern district; and


iv).       Ngaka Modiri Molema district municipality in the Central district.


1.3.           The delegation will follow up on the progress made on the issues that were raised during previous provincial week in September 2010 in order to ensure that the province and municipalities did implement measures and programmes to address the issues and challenge and to comply with the recommendations made;



                                                C                                               ertain

2.1.      Observations, issues raised and challenges


i).         Certain departments are required to improve substantially in certain areas, especially the departments entrusted with the responsibility to advance government priorities of education; rural development and land reform; health; public safety : crime and job creation;


ii).        It is noted with concern that nine of the provincial departments have Acting Heads of Department (HOD) who have been acting as such for quite some time;


iii).       A shortage of qualified Town Planners, Municipal Managers and Chief Financial Officers;


iv).       The Youth Development Trust (YDT) has failed to address the needs and the interests of the youth and its functions in the province must be taken over by the National Youth Development Agency;

v).        Potchefstroom hospital is under pressure as it renders services both as level one and as level two and also renders services to the community of Klerksdrop when there floods. The department is in process of renaming the hospitals in the province;  


vi).       Asset Management on municipal level is still a challenge and as such it is an 80% contributing factor to qualified audit reports.


vii).      As a result of the shortage of qualified chief financial officers, municipalities make use of consultants to prepare financial statements, etc;

viii).     Municipalities are also lacking internal legal services resulting in municipalities not being able to draft and enforce by-laws. The provincial government has since established a Legal Reform Forum to assist municipalities;


ix).       Accessibility of schools and education for children in the remote rural areas remains a serious challenge due to the long distances that children have to walk to and from school because of a lack of scholar transport and a general lack of public transport;


x).        Certain disputes that exist in the traditional council of Bakubung baga a Ratheo while the term of office of the council has already expired. An election for a new democratically elected council should be facilitated.



2.2.            Recommendations



i).         That departments that are yet to implement the recommendations of the NCOP in 2010 to do so as a matter of urgency;


ii).        That the provincial Department of Local Government and Traditional Affairs heads the commitment by President Zuma In his State of the Nation Address in February 2011, that “Government must fill all funded vacant posts” and that the department accelerates the process of recruiting and appointing Municipal Managers, Chief Financial Officers, Engineers and Planners in critical posts.


iii).       That the following nine vacant HOD posts as well as the post of Director General in the Office of the Premier be filled before the end of the 2011/2012 financial year:


a).        Office of the Premier;


b).        Education;

c).        Economic Development, Environment and Tourism;

d).        Finance;

e).        Health;

f).         Human Settlements, Safety and Liaison

g).        Social Development, Women, Children and Persons with Disability;

h).        Public Works, Roads and Transport;

i).         Local Government and Traditional Affairs.

iv).       That the provincial government develops a recruitment strategy to attract people with appropriate qualifications and skills;


v).        That the North West Youth Development Trust be dissolved and its services be transferred to the Provincial branch of the National Youth Development Agency;.

vi).       That the Provincial Department of Local Government and Traditional Affairs finalises its Turn Around Strategy before the end of the 2011/12 financial year, in order to enhance the administration of Municipalities.


vii).      That the Provincial Department of Local Government and Traditional Affairs provides for appropriate mechanisms and procedures to establish Legal Reform Forums in Municipalities to assist and empower Councillors;


viii).     That the Provincial Department of Finance roll out the Generally Accepted Accounting Principles (Gaap) implementation plan to assist municipalities to manage finances properly by complying with accounting principles.


ix).       That the Provincial Department of Finance stabilises the audit committee and fill the post of a director as a matter of urgency in order to assist municipalities with finance related matters.


x).        That MEC’s attend and participate in debates in the NCOP relating to issues and/or mandates relevant to his/her department;


xi).       That the provincial government revives the intergovernmental forum with the following key objectives:


a).        to create a platform for the coordination of legislation and actions of provincial and local governments;


b)                 to encourage an integrated approach to service delivery;


c).        to promote the principle of integrated development in the province and, in particular to consolidate the thrust towards a provincial Growth and Development Plan;


d)         to monitor the implementation of national programmes and policies and to provide a supportive role in respect thereof;


e).        to create a channel of communication between the province and local governments.


xii).      That the provincial government blacklists individuals and companies who have failed to perform or have performed poorly;


xiii).     That the delegation engages with the Minister of Roads and Transport to assist the province with road maintenance and upgrading;.


xiv).     That investigations relating to officials that are suspended and related processes be expedited and that official not be suspended with full benefits for long periods;


xv).      That the department of social services engages the department of finance to solicit funding for building an old age home in Taung;


xvi).     That the department of local government and traditional affairs appoints a mediator to resolve the disputes in the traditional council of Bakubung baga a Ratheo ;


xvii).    That the department of education assists the farm school in Klerksdorp (that was erected on state land) with resources to enable the school to function and operate properly;


xviii).   That the provincial Government sustains and maintains the subsidy for learner transport to enable learners to be transported to and from schools;


xix).     That the provincial department of Agriculture and Rural Development submits written responses on the questions relating to progress on the pilot project on Rural Development in Mokgalwana.






The delegation paid a courtesy visit to Kgosi Nyalala Pilane of the Bakgatla Ba Kgafela as part of respecting the institutions of traditional councils and to strengthen relations between members of parliament and the traditional leaders in the North West.

The delegation was received and welcomed by representatives of Kgosi Pilane, who appealed for a continuous engagement with public representatives in order to work together to overcome challenges facing rural communities. 




                        4.1.      Issues raised

i).         Police Station:

Crime is common in Mokgalwana and a request is made for a satellite police station. Currently a police station in Mogwase 70 km’s from there is used. When the community goes to the nearest police stations in Nathan and Drawers, 15 and 25 km’s away, they are turned away by the police officers advising them that the two police stations are under the jurisdiction of Limpopo Province and not North West Province.

ii).        Demarcation of wards:


The demarcation of wards must be reviewed to include wards adjacent or nearer to each other.


iii).       Non-payment of workers by department of Public Works:


The department fail to pay workers from the village who are employed in terms of the Expanded Public Works Programme and they appeal that the NCOP intervenes.


iv).       Alcohol abuse:  


Alcohol abuse by the youth is increasingly becoming a challenge. Poor control over issuing of liquor licenses resulting in licences being approved for taverns in residential areas and near to schools and health care centres. Such facilities generate noise and a nuisance to the community. Lack of control allows growing numbers of minor children access to taverns to consume alcohol.




v).        Lack of sport and recreation facilities:


The lack of sport and recreation facilities in general and in the rural areas, and the apparent reluctance to address it or to rectify is concerning. In particular the youth living continues to be disadvantaged and deprive them the right to develop their sport and art talents.


v).        Agriculture:


a).        Lack of support to emerging farmers;


b).        Lack of follow up on farmer support projects funded by the Department of Agriculture;


c).        Stock theft;


vi).       Health


a).        Lack of medication and equipment in clinics;


b).        Shortage of ambulances at clinics;


c).        Long response time on emergency calls or to receive emergency treatment;


d).        Most patients need to travel long distances to access a Hospital and more than often without having transport;


e).        Poor road and road infrastructure impedes the effectiveness of the Emergency Services;


vii).      Schools


a).        Lack of water supply within the school premises;


b).        Lack of a library and offices for administration purposes and otherwise;


c).        Lack of recreational facilities, and  poor or no  playgrounds;


d).        Poor condition of school buildings, infrastructure and equipment.


                        viii).     Infrastructure


Infrastructure in general and also relating to water, sanitation, roads, electricity, housing, etc is old and dilapidated and requires urgent replacement and/or upgrading.

4.2.      Responses:


i).         In view of members of the legislature and MEC’s not being present responses could not be obtained from the provincial government.

ii).        The Mayor however informed the community that the Council has approved the service provider for water provision in the communities of Mokgalwana; Moseki and Ditlametlo and that  electricity will be installed in phases in Mokgalwana.




The purpose of this meeting was to assess the service delivery intervention plan in municipalities and in particular in municipalities under Section 139 intervention.

Unfortunately the provincial leadership of Salga and the municipal leadership did not attend despite having accepted the invitation and the meeting was cancelled.




6.1       Background

i).         The main objective of the meeting was to assist Wesizwe mine and the Lediga community to resolve their differences and challenges and to further assist them to work together for the benefit of development in the community of Lediga.

ii).        In attendance were the NCOP delegation, the Chief Whip of the legislature, councillors and mayor of Moses Kotane local municipality, councillors from Platinum District municipality,  board members of Wesizwe Platinum Mine,  members of the royal family of the Bakubung Ba-Ratheo, members of the outgoing traditional council and members of the community of Lediga.

iii).       It appeared that that there were certain issues that gave rise to tension among the community, the royal family, the traditional council and mine and the parties apparently struggle to work together in addressing the socio-economic conditions affecting the people of Lediga.



6.2.           Presentation by the mine

i).         Wesizwe Platinum Mining Company Limited was founded in 2005 and received a mining licence from the department of Minerals and Energy in 2007. Shortly thereafter the company was listed on the Johannesburg Stock Exchange.


                                 ii).     The current staff component of the mine is 36. In 2008 however, they employed 51 poeple.


                                 iii).    The 2010 Employment Equity report of the company was submitted to the Department of Labour in January 2011 and was gazetted in the government gazette in June 2011.


                                       iv).     The following is a summary of social and labour plan commitments of the company:


Year contribution



R 11 000 000 contributed to Bakubung development trust

R 923 228 contributed to  Medical Care for Kgosi, Security for Kgosi , and Traditional Council



R 943 273 contributed to Traditional Council legal expenses, Security for Kgosi and Traditional Council



R 4 065 808. contributed to Water Supply tanks, Payment to Musa Capital for community projects



R 9 244 122 contributed Water supply tanks, SLP projects, community meeting, baseline research , feasibility studies, perception survey, purchase of vehicle for BEDU



R 7 295 4057 contributed Phase 1 water supply infrastructure, SLP projects, community newsletter, community office



6.3.      Concerns raised by the Royal Family

i).         No development is happening in the community of the Bakubung Ba-Ratheo in Ledig and as a result, the mine failed to make a sustainable contribution to the community in compliance with its obligations under the Mining Charter. Furthermore the mine is reluctant to meet with the Royal Family;


                                 ii).     The Royal family has been disrespected and undermined by the members of the outgoing traditional council.


                                 iii).    The community of Ledig is no longer share holders in Wesizwe mine as oppose to 2005 when the community held 33% of shares.


                                 iv).     The Royal Family has never received any money from the mining company and if is alleged that money was donated proof thereof must be provided.


                                 v).      Wesizwe mine has interfered with the leadership structures in the community and has caused friction between the traditional council and the royal family.


6.4.      Comments by the outgoing Traditional Council

                         i).      Wesizwe must deliver on its commitments and its socio-economic development obligations to the community in terms of legislation;.


                         ii).     An amount of R 200 million rand is left in the coffers of the Bakubung Ba- Ratheo traditional community.


                         iii).    The community should be be support to obtain additional shares in Wesizwe through its shareholding in Africa Continental Resources Ventures.



6.5.      Findings of the Delegation


i).         The delegation noted that it was an emotional meeting and appealed to the traditional council to respect the royal family.


ii).        It was also noted that tension among the outgoing traditional council, the royal bafokeng and the mining company  and the delegation appealed on them to resolve their differences amicably.


iii).       It was noted that despite the serious developmental challenges facing the community of Ledig, an amount of R 500 million was provided to the community by the mining company and it was invested in corporate companies such as IDC and ACRV. The delegation is however of the view that this money should have been invested in infrastructure for the benefit of the community such as building of schools, libraries, roads,  bridges and the like..


iv).       It is further noted that the current balance left in the community account is R 200 million with an amount of R 100 million currently invested in IDC and an amount of R 100 million in ACRV, a subsidiary company of Wesizwe.

                           v).      The social labour plans of Wesizw are apparently coming to an end in 2012. The company should align their plans according to time lines for the mine project. 


                           vi).     Wesizwe is called upon to develop the community of Bakubung Ba Ratheo in ledig. 


                           vii).    Wezizwe must recruit the local people to work in the mines and empower the youth and create jobs.


                           viii).   The mining company must also invest in infrastructure such as roads, hospitals, schools, and the like;


                           ix).     Apparently the community of the Bakubung Ba- Ratheo has a 4, 5 % shareholding.




7.1.      Background

The meeting was requested by the group as a follow up of a previous meeting with the Bakubung community, the royal house and Wesizwe mine. A report is tabled outlining the issues raised by the group as well as recommendation by the committee and the way forward.

7.2.      Concerns raised by the Group

i).         The on-going fight within royal family for chieftainship has reached alarming proportions and assistance is seeked to resolve it as efforts to engage the provincial government to assist was unsuccessful;

ii).        Alleged unlawful claim to chieftainship:

iii).       Alleged ill-treatment and disrespect of some community members, especially those not speaking Setswana;

iv).       A request to meet with the traditional council was turned down because the group is perceived not to be part of Ledig community;

v).        The group is not being consulted by the royal house on major issues relating to the development of Ledig community;

vi).       Ward councillors are apparently actively involved in the traditional council;

vii).      Allegations of corruption between some members of the royal family, the traditional council and Wesizwe mine;

viii).     Ordinary members from the Ledig community do not benefit anyhow from the facilities of mining company due to the inaccessibility libraries, schools and clinics;

ix).       Nepotism and favouritism are playing a role in providing services.

7.3.      Recommendation:

That the matters and allegations raised be investigated and verified and that all relevant parties as well as Premier and the MEC for local government and traditional affairs be engaged to find solutions to concerns and challenges.




                        The aim of the meeting was to receive a report on the progress since the new leadership assumed office after the local government elections in May 2011;


8.1.   Report

ii).        The municipality is a multi-award winning municipality;

ii).        The dominant sector that drives the economy is tourism, complimented by mining and manufacturing;

iii).       The municipality is constituted of 30 wards and with 60 councillors. Its area of jurisdiction is mainly rural, comprising 109 villages and the two small townships of Mogwase and Madikwe;

iv).       The mayoral committee took office on 31 May 2011;


v).        The municipality is still awaiting a report on the Section 139 intervention from the MEC of local government and traditional affairs.


vi).       A turn around strategy had been developed and implemented;


vii).      It has since come to light that the previous council appointed officials without appropriate experience or qualifications and skills and in some instances, without having made provision in the budget for such appointments;


viii).     The CEO of the Moses Kotane Development Agency failed to comply with the provisions of the Municipal Finance Management Act and the future of the agency is currently uncertain;


ix).       Four disciplinary matters are pending, including disciplinary action against the municipal manager and the acting PMU manager.


9.         DEBRIEFING


9.1.      Briefing by the MEC of Human Settlement, Safety and Liason

            The MEC briefed the delegation on the current state of illegal occupation at Jouberton extension 24 that was raised during the last visit of the NCOP.

i).         Extension 24 is part of the pilot project of 2005 in respect of 500 units that was implemented as a Greenfield development;







ii).        Initially the Matlosana municipality was the developer and the subsidy administration function was outsourced to a private company, Vivid Solutions;


iii).       A total number of 2 084 subsidies had been processed and approved;


iv).       A task team, comprising of officials from the provincial department of Human Settlements and ward field workers, is in the process of doing door-to-door visits in order to identify illegal occupants and also to verify the rightful beneficiaries.
















1.1.      Introduction / Background


i).         The meeting was attended by the Premier, the Director General, the MEC and HOD of COGSTA, MEC for Sports, Arts and Culture, the Chief Whip of the provincial Legislature and the Chairperson of committees.      

ii).        The aim of the meeting was to receive a report on progress regarding service delivery matters and issues raised during the previous provincial week during September 2010.


1.2.           Progress


1.2.1.  Community Development:

i).         The provincial legislature and the executive are having quarterly meetings with communities;

ii).        A monitoring and evaluation unit has also been established;

iii).       The executive has aligned itself to the key priorities of government and is specifically focusing on job creation and service delivery;

1.2.2.     Sport::

The province has established itself as an extreme sport destination and has implemented training initiatives that empower the youth to become community and tourism development workers.

1.2.3.     Education:

The education system is running smoothly. An education programme to encourage learners to go to school has been implemented. During the June school holiday, camps were held to prepare matriculants for the year end examinations.         

1.2.4.  Health:

The departments of Health and of Cooperative Governance and Traditional Affairs have appointed Heads of Department as from on 1 September 2011 who will be attending the Lekgotla later that morning;

1.2.5.     Social Development:

 95% of households had been profiled. The aim is to do an analysis of the information to get a sense of the reality communities are dealing with in order to act.  It is an ongoing programme which requires various mechanisms to be put in place.

1.2.6.     Public Works:

i).         EPWP principles and strategies have been implemented as a result whereof the department had exceeded its target and will exceed it again this financial year;

ii).        A strategy to promote the province as an extreme sport destination has been implemented and the province is using EPWP principles to achieve this;

iii).       Jobs are continuously being created.


1.2.6.  Sport, Arts and Culture:

i).         A bloodhound event will be taking place and the province will also be hosting the 7th International Wildlife Conference in November 2011;

ii).        The province is following an integrated approach by involving all departments in the events and thereby creating a sense of a unique Northern Cape Province;

iii).       Sport initiatives have been implemented to promote tourism and sport in the province. The Maloof Money Cup will be taking place from 30 September to 2 November 2011 in Kimberly;

iv).       A new International Conference Centre is under construction.      


1.2.7.     Economic Development:

i).         The State Diamond Trade that is not coming to the province as a concern. Numerous meetings had been held with the national Minister however it seems that a decision had been taken without input from the province. The State Diamond Trade would ensure that money is kept in the province and raw materials would not be taken out of the province without beneficiation of its people;

ii).        As part of the strategy to enhance the economic profile of the province, four students are busy with training.

iii).       There is a lot of interest from the USA to erect the biggest casino in Upington.    


1.2.7.  Report of the Auditor General:

Apart from the two departments mentioned in the AG’s report that that have regressed, all other departments are progressing well and the province is working towards a clean audit.


1.3.      Challenges

i).         Tuberculosis is still a threat in the province.

ii).        Economic Development is one of the matters to be reflected on as the province is concerned that it is not being consulted when decisions are taken on the economic future of the province.

iii).       The two departments as mentioned in 1.1.7 above and as mentioned in the Auditor General’s report that have regressed is a concern and a challenge.


1.4.      Way forward

That the miscommunication challenges that has been plaguing the provincial week programme since the last programme be addressed and resolved.

The NCOP delegation expressed its discontent at this recurring problem and resolved that a special meeting be held to ascertain what went wrong and propose solutions to ensure that this situation is not repeated in the future.

It was agreed that the programme will start earlier on Friday morning to provide the executive the opportunity to present a consolidated and comprehensive report to the delegation.

The delegation requested that the report should include provincial government’s involvement in addressing the flood damage as it has a serious impact on the survival of the farmers as well as a report on the international sporting competitions that will be held in the province.



2.1.      The aim of the meeting was to discuss communication problems in the arrangement of the briefing meeting which was scheduled for the first day of the programme;

2.2.      The Speaker indicated that he had received a briefing from the Manager: Parliamentary Affairs, Northern Cape Provincial Legislature on progress regarding preparation for the programme.

2.3.      Communication had been sent to the executive indicating that a report would have to be presented at the meeting. The Speaker apologized for the problems that occurred and suggested that there may have been a communication gap between the offices of the executive and the members of the executive. The reason for miscommunication may have been that some of the MECs were on international visits until the previous evening.




3.1.           Introduction / Background


i).         The municipality is in the area of jurisdiction of the Siyanda District Municipality and covers an area of 7 449 square km;


ii).        The residents of Kai! Garib do not live in favourable conditions;


iii).       The income distribution is distorted to the disadvantage of the less economically secured people, who is the majority group in the municipal area. According to STATS SA: Community Survey, 2007, the total population of Kai! Garib Municipality was then 55 501. It is estimated that there are currently 24 890 households, including Riemvasmaak, which is a service area added to the municipality after 18 May 2011.  




3.2.           Capital projects


i).         Roads & Storm water;

ii).        Electricity;

iii).       Water and waste water;

iv).       Solid waste;

v).        Sanitation


3.3.           Roads and Storm water


The Municipality has submitted business plans to Public Works and MIG offices for all road construction and access roads but still has to use its own funds to reseal roads. An amount of R 700 000 had been used for this purpose and a further amount of R 300 000 to install pavements, kerbs, channels and storm water drains.


3.3.1.     Challenges


i).         A backlog of 2093 km of roads that need maintenance;


ii).        The small towns such as Augrabies, Marchandt, Cillie, Lutzburg, Alheit, Lennertsville and certain Island areas do not have tarred roads and it is a challenge to maintain these gravel roads;


iii).       The lack of funding for road maintenance places a burden on municipal resources for resealing of roads, storm water, kerbing, and surface water management.


3.4.           Electricity


i).         The Municipality supplies 50kw of free basic electricity to communities;

ii).        It has reviewed the use of street lights and opted for the more economically viable High Mast lighting alternative and has provided High Mast lighting to small settlement areas including Warmsand and Blaauwskop.


3.4.1.  Challenges:

i).         A substantial backlog on reticulation.


ii).        The maintenance of mini-substations is costly and the maintenance is becoming unaffordable. This exacerbates the challenge of supplying electricity to farming areas where a greater need exists.



3.5.           Water and waste water


i).         The Municipality supplies 10kl of free basic water to communities;


ii).        the water purification plants have been upgraded and water reticulation have been upgraded at foundation phase;


iii).       An amount of R 870 000 has been allocated construct:


a).        a new final treatment pond which will be used for disinfection;


b).        a drainage system that will channel the overflow from the Kakamas oxidation pond through the location in an acceptable manner;

c).        fencing and to clear and grub the Keimoes and Kakamas  oxidation ponds;


d).        store and waiting area at the Kenhardt and Kakamas oxidation ponds.


3.5.1.  Challenges:

i).         Poverty. An estimated 2 944 of the people are indigent and approximately 1859 households do not have access to clean drinking water. The Municipality transports water to the informal settlements with water trucks to fill the green water tanks.


ii).        The water purification plants at Lutzburg, Marchandt, Cillie and Augrabies cannot meet the high demand from the communities.



3.6.           Solid waste


i).         The Municipal Infrastructure Grant (MIG) allocation was R1 516 086 and the Municipality appointed consulting engineers to do feasibility studies for new dumping sites.

ii).        An amount of R1, 3 million had been budgeted for waste and sanitation maintenance.

iii).       Portion of the budget will be used to upgrade the sites in order to meet the required standards and the rest will be used for general maintenance

3.6.1.     Challenges:


i).         High occurrence of theft and vandalism at the dumping sites;

ii).        Illegal dumping;

iii).       A shortage of waste removal trucks and the maintenance costs of these trucks that are escalating.

3.7.           Sanitation


i).         Sanitation is also funded by the MIG allocation of R1 516 086. Part of the funding will however be utilised to pay the consulting engineers for the feasibility studies and the balance will be used for the construction of new oxidation dams.

ii).        The Council budgeted R1, 3 million for the maintenance of waste and sanitation and plans to build new oxidation dams in order to relieve the load on existing dams.

iii).       The building of a treatment plant instead of using natural treatment is also planned. The servicing of the fleet of trucks is a priority.

3.7.1.     Challenges:


i).         A major challenge is to convince informal settlements to abandon the bush toilets and to start using VIP latrines or UDS;

ii).        The current backlog of 2871 sanitation points escalates due to the municipality having difficulty to obtain land in Augrabies for new oxidation dams.

iii).       Distances of 80km per trip to transport sewerage impact on the lifespan of trucks and increase service costs and downtimes.

iv).       A shortage of sanitation trucks and lack of a back-up when a truck is sent for service or repair.

v).        The service area increased in size after the May 2011 elections resulting in an increase in demand that exceeds the capacity to supply services. The lack of water in informal settlements increases the problem as only 50% of households are connected to the reticulation network.


3.8.           Financial management


The municipality strives towards receiving a clean audit report. A new Chief Financial Officer (CFO) has been appointed after the previous CFO was suspended.

3.8.1.     Challenges


i).         The financial statements were submitted late;

ii).        The Annual Report of the municipality will be late due to the late submission of the financial statements. This is due to ineffective reporting procedures.

iii).       Lack of an internal audit committee. A risk policy has however been adopted;

iii).       Only 50% of the total debt of R 56 million owed to the municipality, is collectable.

iv).       14 key posts are vacant in the finance department. Recruitment is however in process and it is expected that the vacancies will be filled by November 2011.


3.9.      COGTA housing projects


            3.9.1.  Challenges  

i).         The current backlog is 2000 while there is a shortage or a lack of service providers to build houses in the Northern Cape.

ii).        Another concern is the high building costs in the province.  The costs to build a house in Khai !Garib is approximately R20 000 more than in Gauteng.

iii).       Fragmentation of resources is also a concern. Water services and sanitation services are fragmented and should be funded by a consolidated fund to expedite matters.





4.1.      Briefing


i).         The Kenhardt Water project comprising among others of a reservoir with a capacity of 966 kilo litre, was established to provide water to Kenhardt and Lennertsville and it is estimated that it will satisfy the their water needs for the next 25 years.

ii).        The water is pumped from the river to the reservoir and from there the water gravitates at a rate of 10 litre/second to Kenhardt and Lennertsville through 30 km of pipeline.

iii).       The costs of the project was approximately R 82 million whereof R 69 million was funded by the Department of Water Affairs and Forestry and the balance by the municipality.

iv).       The building of dams in the region can supplement the need for water. However, to obtain approval to build further dams will take time, even years, and will be subject to the outcome of feasibility studies.

v).        The dam planned for Vioolsdrift in the Namaqua region is currently on tender for a feasibility study and it is estimated that completion of construction will not be before 2026.

vi).       The Orange River estuary is an international conservation site with the burden on the country to maintain it as such. The effect hereof is that a certain amount of water from the dams must feed the estuary and maintain the ecology of the region.

vii).      Construction of the Torkai Dam is ready to commence but priority is given to the Vioolsdrift Dam. The reason therefore is because of the Orange River being the border between South Africa and Namibia and the claim from Namibia to share in the water supply from Vioolsdrift Dam.




                        5.1.      Background

i).         The clinic provide primary health care services to a number of surrounding areas including the commercial farms. The population on the farms varies from 100 to 300 people per farm. The clinic also provides basic health care serves to Vredesvallei.

ii).        The medical waste is stored in a container which is being collected by the department from time to time as and when it is full.

iii).       Ambulance services will be available at the clinic from October 2011.


5.2.      Challenges

i).         Lack of a structure or facility in Vredesvallei to assist with the provision of basic health care services to the community.

ii).        A shortage of staff. The clinic currently operates with one sister and one nurse while they must attend to all the patients of Riemvasmaak, Vredesvallei and the surrounding farms. The doctor only visits twice a month at Riemvasmaak and twice a month at Vredesvallei.  

iii).       When the sister is absent for whatever reason it also poses a major challenge.

iv).       The facility is not fully equipped as yet with the necessary equipment and other medical necessities to, in particular  do assist female patients with certain medical procedures.

v).        The clinic has no electricity and was also with a telephone connection for three months.

vi).       The supplementation of medical supplies and medicines, specifically TB medicine and ARVs takes time. Seasonal workers increase the pressure on the availability of medicines.

vii).      The clinic has been without water for some time and is dependant water supply from the nearby residences.

viii).     Lack of cleaning materials since the clinic opened.

ix).       Lack of sufficient funding and a dedicated budget;

x).        The fax machine can not operate without electricity and documentation must be delivered by hand to the regional office. The fax machine at the regional office is in any event also defective;   

xi).       Lack of provision of emergency services available. The sister is not available on call and she is at the clinic only until 4 pm in the afternoon.


5.3.      Recommendations           

i).         That the container previously used by the clinic be moved to Vredesvallei to be used as an interim and that that it be considered to provide a mobile clinic Vredesvallei.

ii).        That water tanks be provided to store rainwater;

iii).       That the Police Services be engaged on possible assistance in the interim;

iv).       That a generator be installed to provided electricity and to serve as a back and that Escom be engaged on the provision of electricity to the clinic. 





6.1.      Background  

i).         The 3 agricultural projects in Riemvasmaak consist of the kraal project; the upgrading of outer fencing in communal areas and the water for livestock project;

ii).        The department purchased 23 farms of 46 ha each;

iii).       56 boreholes have been tested in Riemvasmaak and farmers have been requested to identify critical water points to address the water shortage;

iv).       Windmills have been erected;

v).        Two people have been trained as welders and they will be provided with a welding equipment to ensure to do repairs on the projects. The aim is to allow the community to take ownership of the projects provided by government. 

vi).       The building of the “kraal” was to remove livestock out of the town. It is also used as a facility for veterinary services and dipping of livestock and also to perform vaccinations. Farmers also use the kraal when selling livestock and especially when speculators come to buy livestock.

vii).      An extension officer had been appointed to from Riemvasmaak, among others to engage with auctioneers and to facilitate livestock auctions.

viii).     Home gardens have been started in Vredesvallei despite the water shortage.


6.2.      Challenges

i).         The shortage of water in Riemvasmaak and Vredesvallei is a major challenge. There are only two boreholes in Vredesvallei;

ii).        Solar panels were stolen and the department had to incur more costs to erect windmills;.

iii).       Lack of skilled people and service contractors to do repairs on the projects.

.                                   iv).       Veterinary services are only available in Kakamas. 





7.1.      Background  

i).         The Department of Rural Development constructed a community hall and a crèche for the community of Vredesvallei;

ii).        The Siyanda District Municipality tarred certain roads and constructed a soccer stadium and during Soccer World Cup 2010 a DSTV connection was also provided;

iii).       The community has an internet cafe with 10 computers and a fax facility. The facility is maintained by an IT manager and two IT technicians employed by the community from the area.

iv).       The community has also been provided with a structure for a library. A fulltime librarian manages the library;

v).        The Department has built 20 houses with solar panels that provide 400 watts of electricity which is sufficient for electric lighting in the houses;

vi).       The Departments of Rural Development and Agriculture have embarked on the following initiatives for economic upliftment and development of the community:

a).        Training in the mining industry;

b).        The department of rural development allocated R 5 million to develop the potential of tourism activities and –attractions such as the hot water springs, 4x4 adventure trips and river rafting;

c),        The department of agriculture allocated an amount of R 14 million to improve the bulk water infrastructure. In addition the department has identified 1000 hectares that is not currently being irrigated, to pilot a grape export project that will create jobs for the local community who will own and manage the vineyard;

d).        A group of women have also been empowered by assisting them to produce and maintain a cash crop. The small scale infrastructure is in place for irrigation whereby women will be further empowered to gain experience planting techniques,  maintenance, harvesting, marketing and reinvestment in their project to create more returns; 

7.2.      Challenges


A lack of cistern toilets due to the lack of sufficient water supply is a challenge. The community currently uses the VIP toilets.




8.1.      Introduction / Background


i).         The new hospital that is under construction in Upington will provide quality health care level 1 and 2 services and be able to accommodate level 1 and 2 referrals from the Western Region of the province including the municipalities of Nama Khoi, Hantam, Richtersveld, Kamiesberg and Khai-Ma and from other areas like Alexander Bay, Springbok and De Aar. The projected completion date is March 2012.

ii).        The hospital with 267 beds plus 50 beds in the TB unit and 4 beds for psychiatric patients will also be equipped with the latest medical technology such a CD scanner, renal dialysis units, an oncology unit, 5 operating theatres and an ICU designed according to the latest specifications. The TB unit of Gordonia Hospital will be also relocated to the new hospital;

iii).       Other facilities will include a district pharmacy, a forensic mortuary and a housing complex;.

iv).       The concept of the design of the hospital is energy efficient by reducing the usage of electricity from 6 megawatt supply to 3 megawatt supply;

v).        Local labour is being used for construction and training programmes have implemented for on site training of local artisans mainly in bricklaying, plastering, scaffolding and health and safety and (SMME) contractors are trained  and developed under mentorship;

vi).       Economic growth in the region and the international airport has led to an influx of people from surrounding areas which increased the demand for improved health services.

vii).      The construction of the hospital does not only create job opportunities in itself but it also has other spin-offs such as the construction of staff accommodation, internal roads and the like. Currently 36 subcontractors and suppliers are involved in the project whereof 26 are local contractors and suppliers.




9.1.      Background


i).         The project include Khara Hais municipality where 520 houses are to be built and Bapalelo where 500 houses are to be built; 

ii).        911 houses are completed. Due to a lack of capacity of the main contractor the municipality had to contract two sub-contractors as well. The main contractor has however since left the site and the subcontractors are in the process of constructing the remaining houses.

iii).       Despite this project, the demand for housing as still substantial due to the number of informal settlements in areas such a Bapalelo, Rosedale and Louisville as well as nine other smaller settlements;

9.2.      Challenges

i).         Delay in completing the project;

ii).        Delays and procedural challenges with the approval of beneficiaries. One beneficiary still awaits approval.   

9.3.      Recommendation


That all housing projects be an integrated process and that the solar programme of the Department of Energy be considered and implemented in all housing projects.




                        10.1.   Background


i).         In the Douglas area floods were experienced during December 2010, January 2011 and in February 2011.

ii).        The main areas affected by the floods are:

a).        the upper region of Vaal River area near Douglas;

b).        the middle region of the Middlebrug/Orange River area from the Van Der Kloof Dam to the Vaal River convergence; and

c).        the lower region of the Orange River area from Boegoeberg to the Atlantic Ocean.

iii).       A total of approximately 7 674 hectares have been flooded as follows:

a).        approximately 894 hectares In the upper region of Vaal River area;

 b).       approximately 1 008 hectares in the middle region of Middelbrug/ Orange River area; and

c).        approximately 5 772 hectares in the lower region of Boegoeberg/Orange River area.

iv).       Apart from other damage, equipment such pumps, cavils electricity installations and the like were damaged or destroyed;

v).        A total of 1188 farmers were affected by the floods and include 11 farmers in the lower region; 59 farmers in the middle region; 813 commercial farmers; 293 small scale farmers and 12 emerging farmers in the lower region..   

v).        Many job losses were caused by the floods. The floods further affected approximately 200 permanent workers in the upper region and approximately 3 900 permanent workers in the middle to lower regions. Seasonal and contract workers were also affected and the job losses amounted to 2 500 in the upper region and approximately 53 000 in the middle to lower region.

vi).       Damage to crops  is estimated at R 2, 4 billion as follows: Approximately R 88 million in the upper region; Approximately R 11 million in the middle region and approximately R 2, 3 billion in the lower region;

vii).      Damage to infrastructure such as roads, bridges, storm water systems and other infrastructure is estimated at R 943 million as follows: Approximately R5, 3 million in the upper region; R3, 4 million the middle region and R 935 Million the lower region.

viii).     According to a government assessment of the damage dated 6 July 2011 eventually quantified the damage at R1, 4 billion, excluding damage crops and job losses suffered.

ix).       Apparently insurance companies do not provide insurance packages that include flood damages because the risk is considered minimal. Apart from the recent floods, the last flood in the region occurred in 1988. However, government does not compensate farmers for crop losses due to floods as they can obtain insure cover against flood damage.

x).        Many farmers can however not afford to carry or repair the damages. Farmers have already lost the December 2010 harvest and they were not able to plant for the next year due to the floods in 2011.  Weirs and other infrastructure also need to be replaced or repaired urgently for future storms and floods.

xi).       The Minister of Agriculture announced in Government Gazette of July 2011 that the following levels of assistance would be offered:

a).        Emerging farmers (less than 2 hectares) - 90% subsidy.

b).        Small scale farmers (less than 10 hectares) - 80% subsidy.

c).        Commercial farmers - 60% subsidy.

xii).      The Minister of Finance confirmed that R 600 million had been set aside for flood damage.

10.2.       Background

i).         That the relevant provincial- and national departments as well as MEC’s and Ministers be engaged to expedite the matter;

                               ii).             That an urgent meeting with the Ministers of Agriculture and of Water Affairs as well as the IDC, the Land Bank and all relevant stakeholders be arranged to resolve the matter and to determine the way forward.





11.1.   Background

i).         The Black fly, or more commonly known as the “miggie”, has a seven stage cycle and to control the epidemic requires intervention at the fifth stage. Thereafter the Black fly lives approximately six months and requires temperatures of 45 degree Celsius to kill it.

ii).        The Water Research Commission assessed the problem and reported an annual loss of R 1, 4 billion to sheep farmers alone.

iii).       The Black fly female requires protein to survive and sucks blood from sheep to feed it. This leads to sickness and death in lambs.

iv).       To control the epidemic requires the use of a helicopter to spray the river banks. The helicopter has been out of commission since 2009 and requires maintenance and parts that amount to approximately R11 Million.


11.2.   Challenges

i).         Access to funding to compensate for damages is a major challenge and no framework or process to access funding have thus far been communicated to the affected farmers.

ii).        The Department of Agriculture confirmed that no money had been allocated to farmers. A request had however been made for money to be made available but National Treasury indicated that funding will only be allocated after the 2011 adjustments.

11.3.   Recommendations

i).         That the Minister of Agriculture be engaged to assist farmers as a matter of urgency;

ii).        That the Minister of Defence and Military Veterans be engaged to assist the farmers and to consider using military helicopters and light aircraft to spray the affected areas against black fly.




12.1.   Background

i).         A political Intergovernmental Relations Forum has been established which meets quarterly with the aim to ensure synergy in planning and implementation of projects.

ii).        A Youth Development Officer had been appointed in the office of the Mayor.

iii).       There is an internal audit unit as well as a risk manager in the office of the Municipal Manager. Strategic Managers are employed to deal with compliance in terms of the Constitution and legislation. 

iv).       The municipality has improved from disclaimers to qualified reports and is determined to strive for unqualified audits reports in future.

v).        A comprehensive audit recovery plan had been designed where monthly forums takes place with middle management to ensure that issues identified by the Auditor General are addressed.

 vi).      Officials of Roads and District municipal Areas have been transferred to the Department of Roads and Public Works and Kai !Garib and Mier Local Municipalities as from 01/07/11.

vii).      Skills Audits are being conducted in order to identify training needs and gaps;.

viii).     A Retention Strategy and a Succession Plan is in the process of being drafted.

ix).       The Technical IGR structure meets quarterly.

x).        A number of infrastructure projects had been completed

xi).       DM officials are part of major stakeholder forums in the legislature where planning for services are discussed

xii).      A scientific performance management system has been introduced to assess the performance of municipalities and personnel in order to introduce remedial action if necessary.

12.2.       Key Issues raised by the NCOP delegation

i).         The NCOP Select Committee on Finance had a session on 5 March 2011 with municipalities in Upington and the same challenges were presented to the committee. 

ii).        Whether there is a plan to deal with the flood damage and infrastructure repair and whether the district is aware of and involved in initiatives by provincial and national government to address the damage to infrastructure.

iii).       Whether the municipality outsource any services, especially in view the turn-around strategy by the Minister of COGTA wherein municipalities are requested to rely less on outsourcing and instead render the services themselves.

iv).       The Auditor-General indicated that municipalities are not aware of the different grants that they can access in the various government departments.


12.3.       Challenges

i).         The jurisdictional area of the district municipality stretches over a vast with furthest town, 300 km away;

ii).        A lack of own funding for capital projects and apparently no MIG funding will be available in future years as well. A portion of the MIG funds (5%) which was used for administration purposes is not available again and certain projects cannot be proceeded with. The development of rural nature projects can also not proceed because of the priorities of the local municipalities.

iii).       The municipality has a mandate of Environmental Health but not enough funds to render the service in the total area.

iv).       The gravel roads are in poor condition.

v).        A lack of capacity and experience of officials, especially in the finance departments  of local municipalities.

vi).       A lack of LED (local economic development) units at local municipalities.


12.4.        Recommendations / Resolutions


i).         That the Department of COGTA and Provincial Treasury be engaged to assist municipalities in terms of section 154 of the Constitution and section 34 of the MFMA;

ii).        That spending of the MIG funds improves.

iii).       That plans be submitted to the Department of Arts and Culture in order to obtain grant funding for libraries.  

iv).       That the municipality grasps the opportunity of the solar park to enhance the quality of life of the people.

v).        That the municipality engage with the various government departments to alert themselves as to the different grants that are available to it.

vi).       That the municipality scrutinises the 2010 Provincial Week report to be informed of the mining companies’ response regarding its commitment to assist municipalities.  

vii).      That the NCOP Select Committee on Finance visits municipalities again in January 2012 or to assess the progress.

viii).     That it be established the extent to which the mining companies have honored the commitments made by them during the provincial week of 2010 and if they have failed, to establish to what extent they have failed and why.




13.1.   Introduction / Background


i).         The Municipality with a population of 16 027 has four wards and its area of jurisdiction includes Groblershoop (the main town), Gariep, Grootdrink, Topline, Wegdraai, Opwag and Boegoeberg.

ii).        The bucket system had been totally eradicated and the bulk water supply in Boegoeberg and Topline had been upgraded.

iii).       The streets in Wegdraai, Topline and Grootdrink have been paved.

iv).       Although the municipality has purchased a new sewerage truck and has built oxidation ponds in Topline and in Groblershoop, sanitation still needs improvement.

v).        High mast lighting have been installed in all the communities.

vi).       The Kalahari Kid goat project has been commercialised although the sustainability of the programme is a challenge.

vii).      The financial position of municipality has improved and the overdraft has been totally redeemed. The deadline for submission of the financial statements has been met and an action plan to address the audit findings of the Auditor-General has been tabled and adopted during the previous financial year;


13.2.   Challenges


i).         Lack of skills and high levels of unemployment is a major challenge and 70% of the community is indigent.

ii).        A lack of effective systems and appropriate policies and programmes.

iii).       During the last five years the municipality has received disclaimers from the Auditor-General.

iv).       A lack of experienced and qualified staff and managers. To retain staff is also a challenge and as soon as they are trained, they leave for better opportunities.

v).        Long outstanding departmental debt;

vi).       The municipality only managed to spent 86% of its capital budget, especially its MIG funding which is mainly due  to problems experience with regular supply of materials because of the distance from suppliers. An application has been submitted for approval for a rollover of the funds.

vii).      Lack of sufficient water n some areas.

viii).     A housing backlog of 1 500 units.

ix).       Poor roads infrastructure and a lack of storm water and adequate sanitation systems remain challenges.

x).        Lack of quality health care and emergency medical services. It is even a challenge to retain the services of a doctor.

xi).       A lack of sufficient cemetery areas, sporting facilities, and licenced dumping sites.

xii).      A lack of a proper telecommunication system.

xiii).     Lack of an internal auditor and an audit committee;

 xiv).    Challenge to implement the credit control policy due to certain constraints;


13.3.   Recommendations


i).         That the Standing Committee on    Finance engages with the department of Finance and provincial treasury on the rollover of the funds;

ii).        That the National and Provincial departments of COGTA as well as SALGA be engaged on the challenges in the municipality,


The NCOP delegation accompanied by the Mayor, councillors, municipal manager and officials of the municipality met the community in the community hall in Groblershoop. The NCOP delegation addressed the community on the mandate of the NCOP and informed the community that the delegation has been made aware of the challenges facing the community in a briefing session with the municipal council and also informed them of the recommendations to address the challenges. The Mayor also undertook to keep the community informed on the progress.




            In addition to the information given to the delegation during the briefing as set out in paragraph 10 above, the acting Premier briefed the delegation further as follows:

15.1.       Introduction

The Northern Cape experienced flooding during the period December 2010 until February 2011, especially in the Vaal and Orange catchment areas, Vaal-Middle Orange River (Barkley Wes/Douglas), Lower Orange (Upington/Keimoes/Kakamas) and flash floods in Postmastburg and Barley West and with the flooding in 7 other provinces, the Minister declared it a national disaster as set out in the notice in Government Gazette no. 33949 dated 21 January 2011.

15.2.        Affected areas, communities and deaths and injuries

i).     The municipalities affected include Frances Baard District (Sol Plaatje, Dikgatlong, Magareng),  Pixley Ka Seme District (Siyacuma), Namakwa District (Khai Ma, Nama Khoi and Richtersveld) and Siyanda District ( //Khara Hais, Kai! Garib, Kheis and Tsantsabane).

ii).    2 083 identified households were affected.

iii).    Several roads were washed away and bridges were damaged. Vineyards, crops, lusern and cotton were damaged or washed away.

iv).    10 people died and 38 were injured.

v).     16 schools in Keimoes and Kakamas areas were affected.

vi).    55 605 seasonal workers were affected and lost their employment and income.


15.3.    Funding for damages

An amount of R10 350 000 has been allocated to the provincial department of Human Settlements and R 60 960 000 for Roads and infrastructure. Agriculture has not received any allocation.


15.4.    Key issues

i).         That in view of funding apparently being available from IDC and the Land Bank in the form of soft loans that could be accessed by farmers, that government creates awareness about such funding and how to access it.

ii).        That government be engaged to repair infrastructure that was damaged, especially storm water systems. 



In addition to the information given to the delegation during the meeting with the Premier as set out in paragraph 1 above, the acting Premier briefed the delegation further as follows:

16.1.    Introduction / Background


He presented an outline of the accomplishments of the provincial government during the tenure of the current administration and highlighted the following:

i).         While the provincial government is mindful of the various challenges good progress has been made in various aspects that affect the people directly.

ii).        The provincial government is primarily informed by national government’s five priority areas namely education, health, rural development and agrarian reform, the fight against crime and corruption and the creation of decent work.

iii).       Regulations are being drafted to ensure that municipalities appoint qualified and experienced Chief Financial Officers. 


16.2.    Education

i).         Comprehensive support is being provided to poor and vulnerable learners in the form of no fee schools, transport and nutrition.

ii).        The matric pass rate in 2010 improved from 61, 3% in the previous year to 72, 3%. Of 10 182 matric candidates, 21,1% qualified to study for Bachelor’s Degrees, which is also an increase of 3% from 2009.

iii).       During the July school holidays 1 393 Grade 10 educators received training at cluster workshops on Curriculum Assessment Policy Statement (CAPS).   

iv).       2 124 foundation phase educators received training on strategies for teaching, reading and creative writing using English as the first additional language.

v).        Learner and teacher attendance were monitored through use of SA-SAMS core modules. 448 schools are currently reporting on attendance using SA-SAMA.

vi).       351 youth learner ships have been created to improve the collection of data and reporting from schools and districts.

vii).       District conferences have been held in Upington and Kimberley during February and March 2011 for principals in five districts to analyse results from grade 1-11 and 12 per circuit. Two conferences were held.   

viii).     The province will be hosting the Bloodhound project next year and fast-track the roll out of a science and technology programme.

ix).       In terms of higher education, children from poor backgrounds who qualify for their final year will receive a bursary instead of a loan. Students in further education and training colleges who qualify for financial aid are exempted from paying fees.

x).        The school nutrition programme is being utilised to create jobs and 1 524 food assistants are employed at schools and paid a stipend of R640 each per month which will increase in the new financial year.

xi).       Jobs have also been created through the ECD programme as part of EPWP.

a).        A total of 502 grade R teachers in public schools and 153 in community based facilities are employed and paid a stipend of R1000 each per month.

b).       318 ABET practitioners are employed in 125 Adult Learning Centres.

c).        107 learner ships dealing with SA-SAMS have been placed in schools whereof 50 are in the safety section and others as admin officers while 191 has been placed as data capturers for the SNP. All learner ships started on 1 July 2011 and are paid a stipend of R 1 680 each through the special public works programme incentive grant.

xii.       A further 529 job opportunities were created through the school infrastructure programme.

xiii).     Regarding the establishment of the University in the Northern Cape, the executive council has appointed a provincial task team to make submissions to the national task team established by the Minister of Higher Education.


16.3.    Health

i).         In terms of the infrastructure programme:

a).        clinics have been opened in Hondeklipbaai in Namakwa, Olifantshoek and Jan Witbooi in John Taolo Gaetsewe districts.

b).          upgrading of the casualty and records sections at Galeshewe Day Hospital is scheduled to be completed during 2011 and will provide 24 hours service to the community.

c).        The construction if the new hospitals in Upington and De Aar are proceeding as announced. The Upington Hospital will be opening soon.

ii).        The Department of Health has appointed medical personnel, professional nurses, environmental health practitioners and dental assistants who have been placed in facilities to improve care in respect of HIV/AIDS, TB and other diseases.

ii).        The province is in partnership with Cuba for the training of medical personnel and currently 36 students are undergoing training .

iii).       Progress has been made with the HIV Testing Campaign and to date 3 914 new patients have been enrolled on ART with the testing rate currently at 96%.

iv).       The Department reached an agreement with Kumba Iron Ore to fund the replacement of 60 EMS ambulances and 12 patient transport vehicles which will be delivered by end of December 2011. 

v).        The department also employed over 2 050 TB tracers, peer educators, care givers and mentors and further enrolled more than 90 internships and learner ships in different fields ranging from administration to ambulance drivers.




16.4.    Crime and road safety

i).         Partnerships have been formed with SANTAGO regarding Operation Hlokomela for safer taxis and training is being provided on road safety measures.

ii).        A provincial transport inspectorate has been established and Road safety councils have been established in the John Taolo Gaetsewe, Siyanda and Pixley Ka Seme areas.

iii).       The province launched Operation Zero Tolerance which is based on the principles of Operation Pula Nala referred in paragraph 16.11 below. This project created 200 job opportunities for volunteers.

iv).       SAPS members have been trained in the Victim Empowerment Programme and 58 victim friendly rooms have been established at police stations.

v).        All schools are linked to police stations and police officers are appointed in accordance with the Adopt -a -Cop programme.

vi).        A sound relationship exists between the office of the MEC for Safety and Transport and the office of the Provincial Commissioner.

16.5.    Rural Development and Agrarian Reform

i).         20 Farmers received MAFISA loans to the value of R 885 000 for various production needs. One agricultural cooperative was established in the first quarter of 2011 and 15 food safety campaigns were conducted to ensure that the public consumes safe food.

ii).        183 km fencing was installed at Riemvasmaak during the first quarter creating 159 jobs.

iii).       334 members of rural communities have been trained in agricultural and business management skills, whereof 93 were youth and women.

iv).       Implementation of the two major Illima-Letsema programmes, namely Rooibos Tea processing facility and the revitalisation of the Vaalharts Irrigation Scheme is continuing.

v).        The Kalahari Kid programme is ongoing. Two farms had been bought in Groblershoop which is used as production farms for lambs and market to agricultural corporations.

16.6.    Maloof Money Cup

i).         The Maloof Money Cup is the richest international skateboard event and will be hosted by the Northern Cape from 30 September to 2 October 2011. This event is utilised by Northern Cape as a vehicle to launch the Northern Cape Extreme Brand and to entrench the brand in the minds of local, national and international communities.

ii).        Construction a 15 000 square feet concrete skate park is underway and is designed to pay tribute to Kimberley’s heritage.

16.7.    Square Kilometre Array Radio Telescope (SKA)

The country is bidding to host the SKA which is located in Carnarvon in the Northern Cape. The province successfully delivered on its commitment to build the Karoo Array telescope also known as the KAT7. In view of the cooperation with other African countries the bid for the SKA is now viewed as an African bid.

16.8.    Job creation

i).         The labour force of the province shows a decline.

ii).        Job creation will however be boosted by:

a).        Transnet Freight’s plans to upgrade the rail corridor in order to accommodate increased volumes produced by mining companies.

b).        The conference held in Upington in 2010 with the aim to generate investor interest in plans for a 5 000 Megawatt solar park.

16.9.    Operation Clean Audit

i).         The provincial government has established a task team under the chairmanship of the Director-General to oversee Operation Clean Audit across sector departments and municipalities, an initiative between the provincial government, the office of the Auditor-General and the Development Bank of South Africa.

ii).        In the meantime the provincial department of co-operative governance has visited several municipalities to assess their readiness to submit Annual Financial Statements.     

16.10. Local Government Turn-around Strategy

i).         The province implemented a turn-around strategy for municipalities with special attention to areas such as strengthening of basic administrative systems, financial management and customer care.

ii).        The strategy supported certain municipalities to improve on service delivery. The province is currently third in the country in meeting the target for providing access to basic services to communities. In the Northern Cape the majority of the people have access to the following basic services:

a).       92% has access to water;

b).        81% to electricity;

c)          69% to sanitation; and

d).        64% to the removal of refuse.


16.11  Operation Pula Nala

i).         As part of addressing the identified developmental needs of the people, the province adopted Operation Pula Nala aimed at ensuring growth, development and improved service delivery throughout the province. The initiative aims to expedite the revitalisation of townships and rural development by creating the necessary conditions to improve the lives of people.

ii).        Since the local government elections of 2006, government has consistently funded a number of key projects in communities such as eradicating the bucket toilet system, paving and tarring of streets, upgrading of community sanitation systems, replacement of water supply pipes, supply of bulk water services and construction of houses and multi-purpose community centres.

iii).       Job creation initiatives and projects were funded across districts, including waste recycling projects, development and upgrading of tourism information centres, and the development of community vegetable gardens as well as a number of local economic development projects.

16.12. Balelapa Project

i).         This project is an extension of the War on Poverty programme aimed at ensuring that poor and vulnerable households are provided with an integrated basket of services and development support including access to education, nutrition, basic services, and economic empowerment opportunities.

ii).        During June 2011 the Deputy President visited the Renosterberg Municipality as part of the anti-poverty strategy. The province has since received a report on the Deputy President’s visit and is monitoring the work that is being done in Renosterberg.    





16.13.            Recommendations


i).         That the Department of Agriculture submits a comprehensive report as a matter of urgency on issues relating to agriculture and agrarian reform raised during the provincial week in 2010.

ii).        That the MEC of COCTA; the Director–General and Provincial Treasury consider establishing regional teams to assist with implementation of the local government turn- around strategy as well as operation clean audit.

iii).       That all role players attend the meeting at the end of November 2011 with the Ministers of COGTA and of Finance on the local government fiscal framework.

iv).       That political representatives of the Northern Cape engage with municipal managers and mayors on issues and challenges and submit a report to the provincial executive.

v).        That the provincial government utilises the NCOP as a platform to raise issues of provincial interest and importance.

vi).       That the province positions itself in such a way to enable it to benefit in terms of economic development.

vii).      That the province become more involved in COP17 preparations as the green economy is a key driver in the global economy.

viii).     That the relevant Ministers be engaged to intervene in infrastructure developments such as the Vioolsdrift and Douglas dams.

ix).       That the FFC be engaged by the province regarding special recommendations in terms of allocations.  

 x).        That the provincial government engages with the Minister of Minerals and Energy regarding the Upington Cargo Hub; the Rail Revitalisation Programme and the Solar Energy Park in Upington.

xi).       That the dealing with Operation Clean Audit to be assigned to each district to focus on municipalities experiencing disclaimers

xii).      That the provincial Executive and the Chief Whip of the Legislature consider measures to improve interaction and utilise NCOP to raise issues.      

xiii).     That a progress report on the Kalahari Kid project be submitted, highlighting the measuring of outputs vs. inputs.

xiv).     That the provincial government considers the possibility of supplying goat meat to Eastern Airlines as they have expressed interest approximately four years ago.





17.1.   Introduction / Background


i).         The Office of the Auditor-General (AG) briefed the delegation on the audit outcomes of municipalities in the Northern Cape for the 2009/10 financial year and on the key control measurements determining whether there has been any improvement. Key controls measurements are done on a quarterly basis before the actual audit process.

ii).        The AG implemented the Key Control project to align itself to assist municipalities. To achieve a clean audit it is essential to monitor progress on a daily, weekly, monthly, quarterly and yearly basis and to assess compliance on a quarterly basis.

iii).       He further emphasised that It is essential that the political leadership of the municipality exercises control and oversight and monitors that the key control measures are complied with by the municipal administration.

iv).       From 2008/09 financial year to 2009/10 financial year there was a decline in disclaimers from 22 to 15. However, the qualified opinions increased from four to seven. The AG commended the Frans Baard municipality for again being the only municipality to receive a clean audit report with no emphasis of matter or comments by the AG.

                        17.2.   Financial statements

i).         Certain audits are still outstanding due to the late submission of financial statements. Only two municipalities had submitted their financial statements on time during the particular financial year and had improved on their audit opinion. During the current year however, 19 municipalities had submitted their statements on time.

ii).        One of the main reasons for late submission of financial statements is that municipalities do not have qualified and experienced staff to prepare the financial statements and are compelled to outsource it and are therefore dependent on consultants. Even some CFO’s are still relying on consultants to prepare the statements.



17.3.    Performance information and predetermined objectives

Performance information and reports on predetermined objectives must be submitted with the financial statements and naturally also remain a serious concern.

17.4.   Failure Non-compliance

i).         In addition to late the late submission or failure to submit financial statements and performance information and reports on predetermined objectives, the following are further areas of failure:

a).        Ineffective monitoring of GRAP implementation plans;

b).        errors relating to lack of processing weekly and monthly reconciliations;

 c).        lack of sufficient and appropriate documentation;

d).        previous misstatements that were not corrected.

e).        Lack of supporting documentation.

ii).        Other areas of concern are:

a)                 the late implementation of corrective action plans;

b)                 lack of support of Provincial Departments to municipalities.


17.5.   Compliance with legislation and regulations

Areas of non-compliance include:

i).         Supply chain management prescripts;

ii).        The Municipal Systems Act;

iii)                The Municipal Finance Management Act;

iv)                Treasury regulations;

v)                  Unauthorised, fruitless, irregular and wasteful expenditure.

17.6.   Audit committees

 Audit committees are not established or are not functioning.


            17.7.   Recommendations


The AG recommends the following:

i).         That effective leadership based on a culture of honesty be implemented;

ii).        That internal oversight of financial and performance reporting be improved;

iii)                That effective HR management plans be implemented to retain qualified staff;

iv).       That essential policies and procedures be developed and implemented;

v).        That an understanding of implementing internal support procedures be developed;

vi).       That internal action plans be developed, implemented and monitored;

vii).      That an IT governance framework be established and implemented. It is noted that some municipalities procure expensive IT infrastructure but are unable to produce the required information without the assistance of IT consultants.


















IX.     WESTERN CAPE                                                                                    



i).         The initiative for provinces and municipalities to develop Service Delivery Implementation Plans is intended to highlight and develop necessary interventions to deal with capacity constraints in the delivery of quality services to communities.

ii).        Areas concentrated on are those previously visited by the NCOP and Provincial delegates as part of the Taking Parliament to the People programme of 2007 with the purpose of ascertaining progress made with regards to issues that were raised by communities.

iii).       Mr Grootboom from the Premier’s Office gave an overview on the progress made since the Taking Parliament to the People programme in 2007.


Members of the Provincial Parliament and the NCOP were however of the view that Mr Grootboom’s overview did not respond to key issues raised within the 2007 Taking People to the Parliament report, but that it rather provided an overview on generic issues, concerns and achievements of the various departments. It was agreed that the provincial Executive presents a report that responds to the issues raised within the 2007 report; and detail subsequent interventions.


2.                  OVERSIGHT VISITS


2.1.            Klapmuts Primary School, Stellenbosch


2.1.1.   Background


i).      Klapmuts Primary School was established in July 1976. During 2009 the school was demolished and a new school was built during 2010 at a contract price of R 27 million.


                                                                                           i.  3 000 of the 9 000 residents in Klapmuts receive social grants.


iii).       The school is a quintile 1 school and accommodates approximately 1000 learners from Grade R through to Grade 7.


iv).        The language policy of the school is Afrikaans and Xhosa. At admission 25 or more learners in a grade are Xhosa learners and as per the government policy, the medium of instruction for these learners will be their mother tongue.


2.1.2.      Findings


i).         The school has 28 classrooms, a public library as well as a computer centre. The library can provide internet access to the entire community. These facilities were made possible by a partnership between the Western Cape Education Department (WCED), IDT, the Western Cape Library Services, the Municipality of Stellenbosch and the school itself;


ii).        The school has the following further facilities: Five Grade R classes; Three projectors for interactive teaching that were donated; an alarm system;


iii).       Adult Basic Education and Training (ABET) classes are provided at the school. Learners, including those affected by foetal alcohol syndrome (FAS), are assisted by “Reading Mommies”;


iv).        1 250 trees have been donated by the Department of Environmental Affairs in partnership with the Stellenbosch Municipality and the private Sector. An Edupark has been developed with further developments planned;


v).         A fully equipped kitchen and a dining area to accommodate 40 learners for the school nutrition scheme is currently under construction;


vi).        In terms of sport, four learners competed in the Boland Cross Country race and three Learners are playing basketball at the Boland district level;


vii).       The school has been able to develop and sustain itself in partnering with the municipality, private sector, government departments as well as instilling a feeling of community ownership of the school and library;


viii).     Specialist classes for music, art, technology and science laboratories are needed. Generally more classrooms are required;


ix).       The learner dropout rate is high and a strategy is required to remedy this;


x).        FAS occurrences as well as the high teen pregnancy rate in the area require attention; and


xi).       The absence of counselling centres was raised as a concern and members considered the establishment of such a centre as imperative.


2.1.3.      Recommendations


i).         That other schools also consider the idea of incorporating the community library at the school;


ii).        That the province intervenes by addressing socio economic challenges affecting learners in the area.


2.2.            Nondzame Primary School, Stellenbosch


2.2.2.      Background


i).          The School was established during January 1983 for Xhosa speaking learners in the Drakenstein area and started with 64 learners ranging from grade 1 to 7 and two teachers. The school currently has 71 learners.


ii).         90 percent of the learners and their parents migrated from the Eastern Cape as a result of the parents being seasonal workers on Anglo American farms. The school is classified as a quintile 2 school and a nutrition scheme is provided for by the Western Cape Education Department (WCED).


2.2.3.      Findings


i).          The school has done well in competitions and projects that it participated in. These include winning the Berg River Dam project twice; the Franschoek Museum project twice and also winning the Boschendal Estate competition at Boland district level;


ii).        The dispute regarding integration with Pniel Primary which is underutilized is a key issue and is still pending. Sanitation services, especially the lack of toilets need to be resolved as soon as possible;


iii).       Toilets are not available at the school and thus toilets from the neighbouring Pniel Primary are used. This results in chaos with learners walking around during school hours. Complaints of learners misbehaving in this regard have been lodged;

iv).       There is no paving on the school premises resulting in learners being compelled to play on the neighbouring school grounds;


v).        There is no store room resulting in the kitchen and classrooms being used for storage;












vi).       There is also no library and sick bay;








vii).      The electricity and water for this school is connected to the neighbouring school and creates problems, especially with payments.


2.2.4.      Recommendations


i).         That the WCED immediately install mobile toilets;


ii).        That the language issue be investigated immediately, due to  changes of the compositions of rural areas and the provision of being taught in the mother tongue of the learners.


ii).        That all stakeholders be engaged to investigate and consider the issues relating to integration and the underutilisation of space at Pniel Primary School;


iii).       That the WCED addresses the socio economic issues in the area affecting learners.


2.3.            Khayamandi Clinic, Stellenbosch


2.3.1.  Background


The Clinic opened in 2007.


2.3.2.      Findings


i).         Patient numbers currently increase by approximately 10 new patients per week;


ii).        The clinic currently renders health services to 7 500 - 8 000 patients per month, or 260 - 270 per day;


iii).       The patient to staff ratio is informed by the Comprehensive Service Plan of the provincial Department of Health;


iv).       The clinic has close relationships with a number of NGO’s in the area such as Legacy - Achaia Lempilo Home; Anova - Funding ARV staff; and At Heart - Lay Counsellors;


v).        TB and HIV/AIDS are the main causes of death in the community and the main burden of disease is hypertension;


vi).       The clinic’s health forum disbanded in 2010;


vii).      Some of the challenges facing the community and the clinic are the increase of TB in the community;  the increase of the number of households in informal settlements; poor living conditions;  poor sanitation and the lack of  water and  electricity;


viii).     The clinic lacks space in general and the waiting room in particular is very small;


ix).       The ARV building is not fitted with the correct electrical voltage installation;


x).        Discussions are in process to secure land next to the clinic to build a new clinic;


xi).       Tracing patients in the informal settlement of Khayamandi is a challenge; and


xii).      Limited life style education regarding chronic disease management is also a challenge as only one health official has been appointed to  educate patients and the community.


2.3.3.      Recommendations



i).         That the ARV building be rewired with the correct voltage of electrical wiring in accordance with legislation and prescripts;


ii).        That the clinic be expanded and/or renovated and that the current discussion with the Head Office of the Western Cape Department of Health in this regard be finalised urgently in order to secure the vacant adjacent property;


iii).       That the houses in the informal settlement of Khayamandi be numbered in order to trace patients from the community;


iv).        That additional health officials be appointed to educate patients and the community on lifestyle relating to chronic disease management; and


v).         That the unhygienic toilets that are adjacent to the clinic be properly cleaned and the clinic ensures that the toilets are kept cleaned on a daily basis and that the provincial department of local government monitors this matter.



2.4.            Stellenbosch Hospital, Stellenbosch


2.4.1.  Background


The Hospital was erected in 1944 and has currently a capacity of 85 beds.

2.4.1.   Findings


i).         The hospital provides inclusive medical care, including Emergency Medical Services, Obstetrics, Medicine and Anaesthetics serves as a feeder to the smaller medical facilities in the sub-district;


ii).        The average time that a patient in the hospital is 3 days whereafter the patient is transferred either to Paarl Hospital or to Tygerberg Hospital if extended care is required;


iii).        Current the average cost per patient is R 1 200 and during the first quarter of the current financial year, the hospital accommodated 2 042 patients and attended to 9 267 casualties;


iv).        The building and facilities are very old and require to be upgraded;


v).         Staff have to respond to the effects of the burden of diseases such as high incidents of Infectious diseases, chronic diseases, mental health and trauma related matters to alcohol abuse;


vi).       Recruitment and in particular retaining of skilled and qualified medical staff is a challenge;


2.4.2.      Recommendations


i).         That the hospital buildings be refurbished and the equipment be upgraded;


 ii).        That the high rate of abortions be addressed and reported on;


iii).       That the Hospital Facility Board process be finalised as a matter of urgency; and


iv).        That measures be developed and implemented by the Hospital Facility Board to boost the morale of the staff;



2.5.            Disaster Management Centre, Worcester


2.5.1.  Introduction / Background


i).         The Disaster Management Act provides for the establishment of a disaster management centre at a district or metro level.

ii).        The Cape Winelands District Council resolved to establish and locate the Cape Winelands Disaster Management Centre at the Emergency Medical Services Centre located at the Worcester Regional Hospital. The Provincial Disaster Management Centre (PDMC) is assisting with this project. Local municipalities have however objected to this development as there was no consultation with them regarding this initiative.

iii).       The Disaster Management Act only requires local municipalities to compile disaster management plans and to coordinate events/occurrences within its Municipal boundaries. Should a local municipality not have sufficient resources or capacity or should an occurrence or disaster impact on more than one municipal area, then the District Disaster Management Centre will coordinate the resources required to respond to such an occurrence or disaster.

iv).       The Emergency Operational Centre of the Breede Valley local municipality is situated at the Worcester fire Station and was established to strengthen and capacitate the existing local emergency services, instead of building a disaster management centre. The Chief Fire Officer is the head of the emergency operational centre (EOC) as well as the head of fire, rescue and disaster management services.


v).        Regarding the Provincial Disaster Management Centre's (PDMC) ability to coordinate disasters, the PDMC is only required to coordinate a disaster when it impacts on more than one district or upon request of a District Municipality/ Metro.

The PDMC have assisted districts with the management of various previous flood disasters.  Likewise, the Department of Local Government managed and coordinated the social conflict in 2008 as well as the recent drought which affected the Eden and Central Karoo districts. The Department also assisted the Breede Valley municipality with the successful closure of the De Doorns Safety Camp in October 2010. Assistance is currently being rendered to the Department of Agriculture in coordinating the outbreak of avian influenza.

vi).       The structure of the PDMC has been transformed in 2010 from a directorate to a chief directorate with two directorates namely, disaster operations -risk reduction and a sub-directorate responsible for fire services.

Disaster Operations are responsible for:

a).         disaster preparedness and -response (disaster plans, disaster centres and disaster exercises/events);

b).         intergovernmental relations (disaster management, IGR, disaster management frameworks); and

c).         disaster recovery (disaster rehabilitation and reconstruction).

vii).       The directorate for Disaster Risk reduction is responsible for risk reduction planning, risk assessments, mitigation, awareness, research, early warnings as well as training and capacity building.

viii).     Provincial assistance include the provision of funding (i.e. funding on an annual basis to the City and the district municipalities for the provision of aerial fire fighting) and awareness and capacity building programmes that are rolled out throughout the province. All municipalities are regularly invited to such training and capacity building initiatives.

a).        This year the province already rolled out Sphere Minimum Standards and Risk Assessment training as well as Camp Management training relevant to mass displacement.

b).        The annual flood and fire awareness programme was previously rolled out throughout the province.

c).        Earlier this year, the Province provided the Breede Vally Municipality the opportunity to be part of the South African search and rescue team that was deployed to Japan. The provincial special response vehicle was also made available to the Breede Valley Municipality.

d).        During previous disasters when areas were declared as disaster disasters, millions of rands were spent on municipal and provincial infrastructure. Damages to roads, agricultural, housing and the like were all funded through disaster recovery funding.

ix).        Early warnings are key to planning and ensuring adequate responses. The PDMC receives weather forecasts, fire index as well as dam level data which are monitored and disseminated prior and during emergency situations. The Council for Geoscience is one of the Disaster Management Advisory Forum members. They do assess active seismic activities within the Western Cape.

2.5.2.      Findings


i).         The EOC is operating at 27 percent capacity;


ii).         Given the limited resources available, the fire station has a “keep it simple” approach to disaster management. Daily warnings are communicated from the South African Weather Service;


iii).       The EOC is assisted by reservists who are skilled professionals and who are able to train and educate officials in various areas of expertise. Apart from their normal duties, municipal employees may also be requested to perform various ad-hoc tasks related to fire services and disaster management;






iv).       Cape Winelands district municipality has undertaken a scientific risk assessment in terms whereof it was ascertained that flooding is a regular occurrence in the Breede Valley;


v).        A Joint Incident Management Committee was established for the Breede Valley Municipality and all the relevant stakeholders serve on this committee including, amongst other, the South African Police Service and Forensic Pathology Service;


vi).        The local municipality has a Fire, Health and Safety Programme. In terms of this programme a trained professional psychologist has been contracted to debrief those involved in disaster management incidents. All staff younger than 35 years must complete biennial medical exams while staff older than 35 years must complete annual medical exams:


vii).      The EOC is in 24hour communication with the Provincial Disaster Management Centre;


viii).     The EOC has previously utilised the capacity and resources of national departments such as the Navy Fire Services. A formal relationship between the various stakeholders, both provincial and national, via the PDMC exists;


ix).       Regarding municipal services tariffs, the costs relating to assisting with fire services in areas outside the municipal boundary are recovered from the client. Back-to–back agreements have however been concluded between local municipalities to allow for assistance without requiring the normal 30% surcharge to be levied;


x).        Staff at the EOC attend professional development courses and workshops on a continued basis to keep them abreast of the required responses to various disasters;


xi).       The EOC is the only fire station in the Western Cape that has a swift water response unit;


xii).      The EOC has a public education and awareness programme through which the municipality and other role-players educate communities on aspects such as paraffin safety, floods and veld fires;


xiii).     An amount of R18 000 has been allocated for building maintenance at both Zwelethemba and Breede Valley Fire Stations. The funding is however not sufficient.


xiv)              No business plan exists to capacitate fire brigades;


xv).      In the Western Cape there are less than 2000 fire fighters whereof only 60 percent is qualified; and


xvi).     Regarding the responsibility of the province assigned to it by the Fire Services Act, the municipality reported that it receives limited support from the province.


xvii).    Disaster management as such is deemed by municipalities as an unfunded mandate.


2.5.3.      Recommendations


i).         That Provincial Treasury be engaged regarding financial assistance;

ii).        That Worcester hospital be utilised as the District Disaster Management Centre because of it having emergency services available on its premises;


iii).       That SALGA and the local and district municipalities as well as the department of Local Government identify their responsibilities in order to ensure that disaster management capacity in the district is strengthened;


iv).       That in view of the EOC currently not receiving early warnings for earthquakes, a closer relationship is required regarding the monitoring of seismic events with the national office responsible for monitoring of  these events to ensure notification to the local municipality when an event has occurred; and


v).        That a disaster management summit be held to enable the Standing Committee on Governance to get a better understanding of disaster management capabilities in the province.


2.6.            De La Bat School for the Deaf, Worcester


2.6.1.  Background


i).         The “Doofstomme- en Blinde Instituut” was founded in 1881 by the Dutch Reformed Church.   Early during 1981 and as a result of new legislation, the church separated from the Institute for the blind and the name was changed to De La Bat School.


ii).        Tuition at the school starts at nursery level and caters from grade 1 to grade 12 and concentrates on academic tuition, art and agriculture as well as home economics. It also provides for multi disabled learners as well as deaf and autistic learners. Learners are accommodated in boarding homes and are able to go home over holidays.


iii).       The support system includes psychologists, social workers, technical services, teachers and assistants.  The school has currently 102 teachers, of which 14 are deaf and 47 are being paid by the School Governing Body (SGB).


2.6.2.      Findings


i).       Teachers at the school are able to apply bilingualism as well as sign language as a mode of instruction. Literacy is also emphasized.


ii).      A sign language curriculum has been developed as a project in the Premier’s office.


iii).     The school has been identified as a resource centre;


iv).      A lecturer at the University of the Free State lecturer offers a course for teachers on how to use sign language. Education programmes have also been established for parents of deaf learners as well as for the community;


v).        Standardization of sign language has been implemented at the school and is being used. The school has the capacity to accommodate all hearing impaired and deaf learners from all provinces and from abroad;


vi).       A social competency programme that was conceptualized in the Netherlands has been implemented at the school;


vii).      The matric pass rate of the school is 100 percent;


viii).     The school is subsided with R 1.7 million by the Western Cape Education Department and learners do not pay school fees.


ix).       The operating costs of the school however amount to approximately R 5 million per year and to balance the budget is therefore a challenge.


x).        Group meetings for parents are difficult as most of parents do not reside in the area. This is a challenge as parent associations do not exist to assist with fundraising. Fundraising by the school is the main source of income as donor funding is also a challenge;


xi).       Another challenge that had been identified is to assist autistic learners and learners who have lost their hearing ability to learn sign language; and


xii).      Deaf learners find it extremely difficult to find employment after they have matriculated or graduated.


2.6.3.   Recommendations  


i).         That parental support to the school governing body be increased and that the transport challenges of parents be addressed;


ii).        That further financial assistance be solicited for the school; and


iii).       That an increased support structure for parents be considered.


2.7.            Unobuntu Thusong Service Centre, Worcester


 2.7.1.  Introduction / Background


The Unobuntu Service Centre was established in 2000 to render assistance the community to access government services they need.


2.7.2.   Findings


i).         The Department of Local Government (“the department”) is currently conducting an accessibility study to assist municipalities to identify services that should be prioritised for different Thusong Centres. Through this study, norms and standards will be developed for establishment of more Thusong Centres.  The department also provides an accredited junior management training course for Thusong centre managers. Currently 26 centre managers are being trained through this initiative;


ii).        Community Development Workers (CDW’s allocated to the Cape Winelands district municipality manage the programmes at the Thusong Centre. CDW’s also assist with the hosting of Jamborees and mobile Thusongs at the centre. Jamborees are sessions or workshops to inform about government services and how they can access such services;


iii).       The building needs to be upgraded dilapidated and should be regularly maintained;


iv).       Unobuntu Service Centre and some other Thusong centres are established in poor wards and are not sustainable


v).        Funding for the operating costs of the centre, is allocated via the Integrated Development Plan (IDP) but this funding is limited to cleaning and repairs at the Centre. The department has therefore submitted a medium term expenditure proposal that the centre be prioritised for funding;


vi).       Although the department provides funding to municipalities in the amount of R190 000 per year for Thusong Centre operations, mainly for salaries of the centre manager and other support staff, the local municipality is not included with municipalities benefiting from such allocation;


vii).      The department also provided funding to build the centre, yet very limited services, like services provided by the South African Social Services Agency (SASSA) and a nutrition programme support by Stellenbosch University, are provided at the centre;


viii).     According to the centre manager three centre managers had been appointed at the Thusong Centre since its establishment, however political interference prevented the board from operating effectively;


ix).       A brickwork project of the Department of Economic Development and Tourism is now dormant but the equipment is still at the centre. The Department of Local Government is however considering ways and means to revive the project;


x).        The centre is understaffed;


2.7.3.     Issues raised by the community:-


i).       The centre is a disaster;


ii).      A shortage of staff;


iii).     The centre manager has no interest in the centre;


iv).      The centre needs to be upgraded;


v).       The drainage system is not functioning;


vi).      A lack  of job creation opportunities;


vii).     Computers have been stolen;


viii).    Government departments do not operate from the centre and the centre is neglected;


ix).      The management committee of the centre has not convened a meeting since 2003 and the functioning of the committee is jeopardized by the lack of funding from the municipality;


x).       The offices of Government Communication and Information Services (GCIS) at the centre are rarely open.


2.7.4.     Recommendations


i).         That the municipality and CDW’s consider ways in which it can increase community ownership in the centre;


ii).        That all stakeholders cooperate in improving the management of the Centre;


iii).       That the centre manager submits a list of all the challenges to the municipality and that the municipality addresses and resolves same.


2.8.            Stofland informal settlement housing project, De Doorns


2.8.1.     Background


i).         The Stofland Housing Project consists of 200 low income houses earmarked for the residents from De Doorns (Hexvalley). Beneficiaries were identified according to the housing waiting list and invited to apply;

ii).        Asla contractors appointed RR housing management to administer the processing of applications for subsidies and the deeds of sale.

a).        The first letter issued invites applicants to apply for housing subsidy and a follow-up letter to applicants whose applications have been provisionally approved, to sign the deed of sale;

b),        All the applications are reviewed by the provincial Department of Human Settlements for final approval and beneficiaries are informed in writing accordingly and advised of the erf number.

c).        14 days before the handing over date, beneficiaries are advised of the handing over date and requested to be present;

iii).       The municipality in liaison with Asla hands the houses over to beneficiaries. 

a).        The first 20 houses were handed over on the 19th and 22nd August 2011;

b).        A further 90 houses will be handed over on the 12th, 13th and 15th September 2011; and the balance will be handed over on the completion date which is expected at end September 2011;

                                    2.8.2.  Challenges

Some beneficiaries could not be traced in time for the handing over. Four beneficiaries did not claim their houses at the first handing over. Delays in handing over of houses may result in such houses being illegally occupation by people who did not qualify for a housing subsidy. 


2.8.3.  Issues raised by the community:


i).         They are not consulted on how the municipal budget is to be spent - they are simply informed afterwards;


ii).        The community was informed during February last year that a show house will be built but to date this has not been constructed;


iii).       The municipality just decided who will get houses and started building the houses without consulting the community; and


iv).       The municipality is not using the housing list to allocate houses because young people are given houses, while people who were in the area for a long time and have been on the waiting list for a long time do not get houses.


2.8.4.  Response by the Municipality:


i).         That the municipality followed the correct procedure in the allocation of houses and based on the waiting list;


ii).        There has been peaceful and legal occupation of houses in the project;


iii)                The sites have been fully serviced but people to not not see the investment. The municipality has therefore decided to build 200 houses and to hand it over in tranches;


iv).       Before the development was started, a project Steering Committee was established and the relevant ward councillor and ward committee representatives served on this committee;


v).        A housing backlog of 13 500 exists in Breede Valley municipality while only R 32 million is available for housing development in the entire municipality;


vi).       People staying in danger zones and in most inhumane conditions have received priority and have been relocated to fully serviced erven in Stofland.


2.8.5.     Findings


Members expressed concern that the municipality did not first ensure that the subsidies for the potential beneficiaries had been approved. Although the contractor was able to cover the costs of this development, the municipality is challenged by the fact that it is building houses without beneficiaries first having been identified and their subsidies approved.


2.8.6.     Recommendations


i).         That before construction of new projects commences the municipality should build a show house so as to inform the community about the type of houses that are to be built; and


ii).        That the municipality submits a copy of the criteria used in the allocation of houses to the provincial Standing Committee on Governance, including the lists of beneficiaries who have received houses in the project;


iii).       That the communication between the community and the municipality be improved; and


iv).       That the Standing Committee on Governance undertakes an oversight visit to the area and report thereon. 


2.9.            Engagement with producers, farmers and winner of the farmer of the year competition, De Doorns


2.9.1.   Background


i).          The visit to BEE agriculture projects was delayed due to the late departure from Worcester and the time taken to complete the visit to Stofland Informal Settlement. The delay resulted in the farm workers having left before they could participate.

ii).         A presentation on the farmworker of the year competition by Mr D Niemand was not attended by members of the ANC as the Chief Chip of the NCOP expressed the view that the presentation not be part of the programme. The visit to the BEE farms with Mr Kriel consequently took place during the late afternoon. Mr Kriel provided background on the economic viability of the projects; the expansion of the projects and on the constraints facing new farmers relating to finance production.

2.9.2.   Recommendation


That in view that the visit not having been completed that the Standing Committee on Agriculture and Environmental Planning and the NCOP delegation reschedule the visit..


2.10.       Visit to Paarl East Police Station, Paarl


2.10.1. Briefing by the Station Commander


i).       The station commander briefed the delegation on the following matters relating to the station:

a).      Manpower and resources;








b).      Crime trends;


c).      Relationship between the station, the Community Police Forums (CPF) and the Neighbourhood watch and the functioning of the different structures;


d).     Channels relating to the infrastructure, equipment and resources;


ii).      The area of jurisdiction of the police station include the areas of Groenheuwel, Chicago, New Orleans, Charleston Hill, Klein Nederburg and Amstelhof.

iii).     The station has a shortage of staff which impacts negatively on the execution of their operational obligations. Currently 14 members in uniform are operational per shift;


iv).      Promotions and transfers of staff are some of the main reasons for the staff turn-over;


v).       The most prevalent crimes in the various sectors are house breaking (residential and businesses), assault, rape, robbery, theft in particular from motor vehicles, and common robbery. Rape appears to be on the rise due to the high rate of alcohol and drug abuse;


vi).      Cable and copper theft is a challenge and an Investigation is currently underway to establish where and to whom it is sold;


vii).     The acting positions at the station will be filled from 1 October 2011;


viii).    Good relationships exist between the CPF’s and the police;


ix).      The station has 5 vehicles which have done more than 300 000 kilometres;


x).       The E-docket system, is being used which scans documents for integrity and security;


xi).      A request that the old Paarl East police station be utilised as a satellite station was declined by the previous provincial Commissioner;


xii).     Due to influx of people and the growth of informal settlements in Paarl East, staff shortages exist which must be addressed in line with the prescribed Resource Allocation Guide (RAG);


xiii).    Computers, software and IT equipment is out dated and must be replaced;


xiv).    A need for appropriate vehicles that are compatible with the terrain, especially during the rainy season, are needed. The Corsa utility vehicles that are currently used are not suitable for all the areas;


2.10.5.    Recommendations


i).       That the following reports be submitted:

a).        the statistics on the total number of learners participating in projects offered at schools as well as the type of projects offered to promote social crime prevention;


b).        detailing the crime statistics of the areas;


c).        on the demographics of the staff; and


d).        on the cases of corruption.


ii).        That clarity be given to officers on the wearing of bullet proof vests.


2.11.       Mbekweni clinic, Paarl


2.11.1.  Background


i).       The clinic renders medical services to a population of 91 000. 

ii).      The following number of patients attended the clinic from January to July:


January-         7504

February-       9633

March-            9532

April-               7266

May-                7557

June-               6932

July -               7491


iii).     The clinic strives to render services despite the socio economic challenges of poverty and unemployment;


iv).      The main causes of death in the community are (1) TB, (2) HIV/ AIDS and (3) Chronic Illnesses;

v).       The NGOs that partner with the clinic are:




Hospice (Home Base Care); and



vi).      The normal waiting time of patients is from 07:00 to 12:00;


vii).     The clinic still operates on the manual filing system, but envisages to switch to an electronic system in the near future;


viii).    A Health Committee Forum is operational;


ix).      Limited space at the clinic causes overcrowding; and


x).       The influx of patients from other areas and patients changing address constantly, make the tracking of such patients very difficult for the staff.


2.11.2.    Recommendations


That the signage in the reception area relating to payment by patients be removed immediately.


2.12.       Houses next to the railwayline at Mbekweni, Paarl


2.12.1. Background


i).       Mbekweni has been a prioritized settlement for Transnet for a number of years and negotiations with the Drakenstein Municipality regarding the relocation of the settlement had been ongoing since 2003/04. However, due to land and capacity constraints, the relocation had not yet materialized.

ii).      In terms of the Illegal Eviction and Occupation of Land Act (Act 19 0f 1998), residents of informal settlements may not be evicted unless the land owner first obtains an eviction order from a competent court. Eviction without a court order is illegal and persons so evicted may institute action against the person having evicted them.

iii).     Transnet has launched a general safety awareness campaign in the area, including a community “door to door” education campaign with specific focus on the adult community. This included distribution of educational material and engaging in informal talks on safety with the community.

iv).      Transnet has also launched a general safety awareness campaign in partnership with the SA Police Services, to strengthen relations with the Mbekweni community to ensure rail safety in the area. Initiatives like these have reached 1 200 individuals, including children.

v).       Transnet has been negotiating with Drakenstein Municipality on a process to move people living adjacent to the railway line. Spoornet’s engagement with residents in this regard is via the municipality and the relevant ward councillors;


vi).      A working group of representatives from Drakenstein Municipality, Transnet and the Provincial Government has been established;


vii).     Transnet has introduced a number of measures through which it intends to improve safety, including quarterly awareness sessions with the community. The speed limit of 80 km/h has been reduced to 30 km/h for trains passing through. In addition a hooter warns residents when a train approaches the settlement;


viii).    It was initially requested that a safety wall be built 29 meters from the railway line. It was however subsequently decided that the wall be built 15 meters from the railway line as the machinery used for infrastructure maintenance requires approximately 15 meters space to operate. The remaining 14 meters will be alienated to municipality. An amount of R8, 5 million has been provided for the construction of the wall as soon as people living in the 15 meter area have been relocated. Clearing of the area has commenced;


ix)       Following the death of two toddlers hit by a train, the Road Safety Regulator (RSR) directed Transnet to improve railway safety in Mbekweni. The initial directive by RSR was to erect a fence between the railway line and the dwellings but the experience is that fences do not last, hence the decision the built a wall; and


x).       Unsafe railway passages are a problem country-wide with some passages belonging to PRASA and others to Transnet.


2.12.2. Recommendations


i).         That the community be informed of the reason why it is unsafe to stay adjacent to the railway line and why 15 meters has to be cleared.


ii).        That the municipality facilitates engagement between Transnet and the community on the relocation process.





3.1.      Background


The delegation attended a public hearing on housing with the specific aim to assess the progress and challenges in the delivery of services as well as community participation and involvement in the delivery of services.


3.2.            Findings, concerns and issues raised


3.2.1.     Regarding Drommedaris


i).         Members raised concern about the conflicting information contained in two documents submitted by the municipality. The first document titled “NCOP Visit: 15 July 2011, Report on Human Settlements” refers to the Drommedaris Special Housing Project (page 4). The second document titled “Report: Progress onDrommedaris Project (Ministerial Property Project) – NCOP Presentation” (item 2.4.) refers to a council resolution “that the demands by the currentDrommedaris Informal Settlement residents are not to be considered as they were not part of the project”; and


ii).        The community maintained that the project has been delayed for more than eight years and they wanted to know what the reason for this delay was;


3.2.2.     Regarding Simondium, - concerns raised by the community:


i).         For the past 15 years no provision was made in the budget for housing development in Simondium. The community was previously told that funds are available but that suitable land must still be found. Now the community is told that land is available but that funding is not available;


ii).        The Western Cape Education Department has indicated that it will make land available if the municipality undertakes to install the services;


iii).       The community is waiting for the municipality to pay for land that has been made available by a farmer for the purpose of housing; and


iv).       Regular evictions from farms occur in this area and as these people have no hope of getting land from the farmer they are now on the waiting list in Drakenstein.


3.2.3.     Response by the Municipality:


i).         The Drommedaris project has been designated as a national ministerial project which has additional requirements such as the completion of a memorandum of understanding (MOU) and which has caused delays;


ii).        The houses in Drommedaris will still be built and the agreement made by the previous council is still in place. The temporary site is only a temporary intervention for the people living in dangerous areas, such as those adjacent to the railway line;


iii).       Further delays are caused as a result of disputes between backyard dwellers and residents of informal settlements.


3.2.4       Further issues raised by the Community:


i).         The Community does not want to be relocated to a temporary site if it means that they must move from one shack to another shack;


ii).        Councillors do not attend community meetings when they are invited;


iii)                The community wants to know why the Department of Human Settlements cannot engage with farmers to purchase land for housing in rural areas, especially where suitable land has been identified;


iv).       Documents were submitted in evidence that the owner of a house died without having occupied her house. Her house was however allocated to another person without her knowledge or the knowledge of her beneficiaries after her death;


iv)                Numerous incidents exist of the illegal allocation of houses by officials in that the allocations were not based on the waiting list. Four officials were identified and it was insisted that they be removed from their positions;


v).        Households wait for a house as a family and not as individuals but when the head of the household passes away, the house is given to someone else, regardless of the family having been on the waiting list for 20 years or longer; and


vi).       When the community have complained in the past about the poor workmanship and quality of the houses that were built, they are told to fix their own houses.


3.2.5.     Recommendations


i).         That the Municipality consults with the community on new housing projects without delay; and


ii).        That the community provides evidence to support the allegations of corruption;


4.                      CONCLUSION


                        The delegation agreed to meet on Thursday 20 October 2011 for a debriefing and to consider the draft report and that the different government departments address the findings and recommendations in the report.




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