Annual Report 2005

1. Background and Functions

1.1. Community Participation

Apart from conducting proceedings of the Council meetings, the office of the Speaker’s main functions revolves around issues of public participation.

As such the Speaker ensures the following three elements:

· That the District fosters participation in –

ü The IDP process;

ü The evaluation of its performance through performance management;

ü The budget process; and

ü Strategic decisions regarding service delivery.

· That the District enables participation through capacity building of the community (ward committees in particular) and of the staff and councillors.

· Funds are allocated and utilized for the above purposes.

1.2. Work of Council

1.2.1. Council Items

The Council is the legislative authority of the Municipality responsible for passing relevant by-laws, policies and other strategic documents. This comes to Council as items the agenda of which is signed by the Speakers as an when he calls Council meetings. It is the responsibility of the Speaker to make sure that the Items are in line with the legislation assisted by the Corporate Department. The Speakers ratifies the Council Items prior to the issuing of the Agenda.

1.2.2. Standing Rules of Council

The meetings of Council and Committees are governed by Standing Rules of Council. The Speakers is the custodian of these Rules and he ensures that they are adhered to.

1.2.3. Code of Conduct of Councillors

The Municipal Systems Act provides for a Code of Conduct for Councillors which is intended to ensure that Councillors promote the best interest of their constituencies by performing their duties in good faith, attending meetings, disclosing financial interests and providing procedures for a breach of these measures. It is incumbent in the Speaker to ensure that Councillors do not breach the Code of Conduct as set out by Council and that corrective measures are taken in case such breach is committed.

1.2.4. Monitor Council Resolutions

The Speaker as Chair of Council presides over meetings where decisions are taken in a form of resolutions. It is as such his duty to ensure that these decisions as taken by Council are implemented and if not investigate the reasons why and where necessary seek reports to that effect.

1.3. Councillors Support

The Speaker has to ensure, amongst others, that all Councillors are well capacitated and are provided with the relevant training that will continually improve their work as Councillors and also to help them beyond their term as Councillors. The Speaker also has to ensure that Councillors get all the support they need in performing their functions with ease without any hindrance.

1.4. Other Delegated Functions

The Speakers Office was until the end of the 06/07 financial year responsible for youth development programs in the District. This function was returned back to the Executive Mayors’ Office with effect from the 07/08 financial year.

2. Objectives

The Speaker has a duty to ensure the following in the Municipality:

A stable and fully functioning Council
Proper functioning of the Committees of Council
Councillors are well capacitated
Good conduct amongst Councillors
Proper functioning of Ward Committees
Strengthen local community participation
Enhanced democracy and good governance
Good relations between Council, Councillors and stakeholders.

3. Work of Council

The Speaker with the assistance of the Corporate and Legal Serviced managed to call 20 Council meetings and 3 Special Council meetings which were all properly constituted and proceeded without any problems. Council agendas were distributed to all the councillors in accordance to the Standing Orders of Council.

4. Public Participation

The Office of the Speaker in collaboration with the Local B Muicipalities conducted IDP/Budget Public Participation meetings throughout the District. All Wards were clustered according to their proximities and converged into a single venue, to solicit inputs to the IDP and Budgets of both the District and the Locals.

The Office also coordinated two meetings with all the 20 Ward Committees in the District, in Kungwini and Nokeng tsa Taemane Local Municipalities respectively, to present the draft Growth and Development Strategy and to solicit inputs and comments. This was a build up towards the Metsweding Growth and Development Summit.

As part of the outreach program, the Office of the Speaker assisted in coordinating and hosting the Land Affairs Workshop. This workshop was organized following the increase in the number of eviction cases reported particularly in the KLM. The workshop targeted the general communities of the said areas or wards. Its intention was to educate the community regarding their rights as farm dwellers and those of the farm owner. The office also assisted in coordinating and hosting the World Environmental Day in collaboration with the Department of Agriculture. The event also coincided with the Provincial Launch of the Litter free campaign.

The Office conducted capacity building workshops for Ward Committees and broad stakeholders across the District. The workshop was intended to capacitate the newly elected Ward Committee members and the structures that they come from of the responsibilities of the Ward Committees and of the community pertaining to public participation and the general functioning of local government.

The Office also conducted a capacity building workshop for the CDW’s in the District. The workshop was intended at clarifying the roles of the Ward Councillor, PR Councillor, Public Participation Officer (in the municipality) and Ward Committee member vis-à-vis the role of the CDW. This workshop was initiated as a result of concerns from some Councillors who felt “undermined” by some CDW’s who they alleged does not respect and consult them.

To ensure that the Ward Committee system functions as well as expected, the office developed a Policy Framework on the Establishment of Ward Committees. The framework is also intended to guide and inform a uniformed approach of establishing ward committees in the District.

We developed a Complaints and Petitions Policy considering that one of the effective ways of participation by the community is through the petitioning process. The Policy will ensure the effective processing of petitions right from the day of submission up till the resolution of the complaint.

5. Training and Capacity Building of Councillors

Two major training programs were organized for Councillors across the district (i.e. in KLM and NTTLM) and the office bearers of the Metsweding District. The training for all councillors lasted for six months whilst the training for office bearers was a four month course. All training were offered by the University of Pretoria.

A role clarification workshop was also organized in conjunction with the Department of Local Government. The workshop sought to clarify the roles of the Executive Mayors vis-à-vis the Municipal Managers; Speakers; Chief Whips; MMC’s; and Ward Councillors vis-à-vis PR Councillors. The workshop was necessitated by the fact that a considerable number of councillors in the District are new to the Local Government arena and there seemed to be some confusion around the roles they ought to be playing in their respective positions.

6. Youth Development Programs (Delegated Function)

As part of the youth development program, the Office coordinated Ward Youth Dialogues throughout the District building towards a Youth Economic Summit. The intention of the dialogues was to establish issues of concern from the young people on the ground and solicit ideas of how those issues can be resolved. The exercise was also intended to inform the agenda of the Summit so that it can address the expectations of the youth.

The Office coordinated and hosted the Youth Economic Summit. All the 20 Wards in the District were represented in the two day Summit. Presentations to the Summit were made by representatives from various institutions and Departments.

The Summit had resolved that the report should be taken to the young people on the ground across the District. The report back sessions were duly held. In all the sessions young people were agreeable to the resolutions taken by the Summit, the only concerns the young people in most of the sessions raised were around issues of service delivery, and such concerns were recorded.

1. Overview of the Office of the Executive Mayor

The Office of the Executive Mayor is made up of the Executive Mayor and her three Members of the Mayoral Committee who head respective Portfolio Committees, and the administrative support that is led by the Senior Manager and the Personal Assistant to the Executive Mayor, the Driver/Bodyguard and the Secretary to Members of the Mayoral Committee.

· Executive Mayor – Cllr Agnes Mlondobozi

· Members of the Mayoral Committee:

o Cllr Jabu Mabona – Finance, LED and Tourism Portfolio Committee

o Cllr Rachel Seoketsa – Infrastructure, Community and Social Services Portfolio Committee

o Cllr Jacob Masango – Institutional and Legal Portfolio Committee

· Administrative Support:

o Mr. Nau’d Moitsi – Senior Manager

o Ms Makhumo Pheko – Personal Assistant to Executive Mayor

o Mr. Robert Matjebe - Driver/Bodyguard

o Mr. Abie Motsubela – Secretary to Members of the Mayoral Committee

2. Programs undertaken

The Office of the Executive Mayor developed a program designed to interact with its stakeholders during the financial year in review:

· Women

· Youth

· Elderly

· Children and

· People with Disabilities

It made recognition of approaching its interface with these stakeholders in a different way.

1. Events alone would not make the desired impact on these stakeholders;

2. Most of these are vulnerable groups that need one form of support and assistance;

3. Providing that support and assistance is not only the responsibility of the municipality; and

4. There are already forms of intervention already in place from government and other government and independent agencies.

As a result issues of gender, women and youth were to be addressed through the establishment of a Development Resource Centre. The Centre brief was later expanded to include Elderly, Children and People with Disabilities and to be known as a Special Programs Centre. The concept of a Centre is not a physical structure but a virtual centre that is program and project-driven. It is an Intergovernmental Relations Approach-driven initiative that seeks to bring together all municipalities in the district, and all other government departments in our district to channel all their programs in the centre and work together and not in competition or duplication of resources and programs. The immediate step in this direction was to ensure that the concept of a Special Programs Centre is accepted and integrated in our IDP and budgeted for, and this has been achieved and will be implemented in the coming financial year.

Another approach was to mobilise communities, especially the business community to support municipal efforts to make a difference in the lives of vulnerable groups. To this effect, a Social Fund was established to raise funds and resources for vulnerable groups. Events already planned to interact with all stakeholders were utilised to involve business and solicit their contribution towards the Social Fund. The following specific events were organised:

1. Mayoral Awards – These targeted a wide range of sectors under the following categories, that included:

a. Education – Matriculants

b. Community Development

c. Best Entrepreneur

d. Youth Development

e. Women Development

f. Sports, Arts and Culture

g. Local Economic Development

2. Mayoral Golf Day – This event targeted businesspeople in and outside the district and solicited their contribution towards the Social Fund.

3. Event for the Aged – The event targeted the elderly in the Kungwini local municipality area on the rotational basis, as it was held in Nokeng Tsa Taemane area last year.

4. Executive Mayor’s Birthday – celebrating with local business and contractors

5. Valentine’s Day – celebrating with People with Disabilities

6. Women’s Summit – The event targeted women formations in the District, as well as those in the Councils as Councillors and Officials.

7. Youth Summit – The event also targeted youth formations in the District and Councillors and Officials in municipalities.

8. Growth and Development Summit – the summit was preceded by extensive consultation with communities in Kungwini and Nokeng Tsa Taemane, as well as stakeholder groups. All stakeholders were in attendance and made valuable contribution during the proceedings. The Draft Growth and Development Strategy was developed as a basis to proceed and develop specific strategies and business plans to implement the GDS.

3. Challenges

The biggest challenge afflicting the Office of the Executive Mayor is understaffing.

1. The Senior Manager is the only strategic support to the Executive Mayor responsible for the following:

· Managing the Office of the Executive Mayor

o Staff

o Budget and resources

o Executive Mayor’s Programs

o Interface with administration

o Interface with public

o Administrative effects of the Executive Mayor

· Intergovernmental Relations

· Research & Speechwriting

· Political Advise to Council and the Executive Mayor

· Communications

· Media liaison

· Growth and Development Strategy (GDS) Management

· Municipal International Relations

· Stakeholder Management

· Special Programs:

o Women

o Youth

o Children

o People with Disabilities

o Elderly

· Protocol

· Representation of the District in various provincial forums like:

o Gauteng Intergovernmental Communication Forum

o Gauteng Intergovernmental Youth Forum

o Intergovernmental Gender Forum

o Sports, Arts, Recreation and Culture Protocol Team

o SALGA Gender, Youth, Disability, Elderly and Children Technical Committee

o Provincial Inter-Sectoral Committee

o GDS Steering Committee

· Representation in other provincial meetings and events organised by various departments and agencies like the Youth Commission, etc.

Many of the roles and responsibilities above are independent competencies on their own and this places an almost impossible burden on one individual.

2. The Personal Assistant (PA) is also doubling as the Secretary of the office, thus not able to provide personal support services to the Executive Mayor like accompanying her to functions and other engagements as expected from a PA.

3. The Secretary to Members of the Mayoral Committee (MMCs) also has to service three (3) individuals, managing their diaries and providing administrative support to their work. This is work that has now gone beyond that of a Secretary.

4. The Driver/Bodyguard also is all alone and this places immense pressure as at times, to allow him time to take a break could compromise the Executive Mayor’s safety as she end up having to drive herself to her engagements.

The other challenge is the limited budget in the midst of overwhelming needs and gaps that we need to address. The overall budget of the municipality is moderate and not able to address the many things that we would have liked to. Now the biggest problem for Councillors and the Executive Mayor especially is that, as they interact with communities, they come across many difficulties facing these communities and can unfortunately not most of the time address these challenges due to budgetary constraints. Many stakeholder formations have certain expectations to be given assistance in their programs but it is not in most cases possible for us to intervene.

4. Outlook

The Office of the Executive Mayor has plans to do the following in improving its profile in its work:

1. Develop a Communications Strategy Framework and Plan to guide implementation of:

o Annual Communications Strategy

§ A strategy linked with our IDP, outlining how our Strategic Objectives will be profiled. It will also include our quarterly programs (Calendar of Events).

o Internal Communications Strategy and Program

§ A strategy and program designed to harness internal efforts and energies into a formidable force to interact with the external environment.

o Risk Communications Strategy

§ A strategy to keep all communities informed about what to do during disaster and emergency situations.

o Development Communications Strategy

§ A strategy of how to engage and facilitate participation of communities in developmental programs.

o Communications Policy

§ A policy that will provide a framework for Council and the municipality governing all communications efforts internally and externally.

o Introduce an A-Z brochure of all district and local level municipal services, contact and all other essential details that improve access and profile of the municipalities

o Corporate Identity and Branding to forge an identity of one municipality

o District Gazette that provides official and un-opinionated factual information on decisions taken by Councils or Mayoral Committees, opportunities, invitations to comment or participate in policy, strategy or programmatic initiatives.

o Municipal Newsletter that provides a platform for municipalities to interact with communities and stakeholders, providing update on its programs and projects, getting feedback and keeping communities informed about latest developments in municipalities.

o Social and Multi Media Program – this will involve the introduction of e-communication to provide a platform for residents who prefer such media but also as a first step to introduce it to those who do not have access and knowledge. The program will include:

§ Intranet that will only be internal

§ Community On-line

§ Website that is already in operation but to be regularly updated

§ Encourage blogging

§ Utilise projectors, podcasting and video-casting during Council Proceedings and events

§ Establishment of an image library

§ A link with Thusong Service Centres

2. Develop Municipal International Relations Plan to provide guidance in our exploration of opportunities to establish partnerships with our international counterparts.

3. Establish Stakeholder Advisory and Participatory Structures to ensure input and participation of various stakeholders in the Growth and Development of our region.

4. Develop Vulnerable Groups Policy Frameworks that will help guide and set standards for various policies that will be developed by local municipalities in addressing the plight of vulnerable groups.

5. Establish Special Programs Centre to harness all government efforts at provincial, district and local levels to interface with women, youth, children, elderly and people with disabilities intended to improve their lives.

6. Outreach Program that will mark important calendar events that have significance on our stakeholders and with national and international bearing on our existence as a municipality. The outreach program will also seek to engage and activate participation of communities in programs, projects, and policy and strategy processes of the municipalities.

7. Resuscitate and strengthen the Intergovernmental Relations between the District, Local and neighbouring municipalities and other spheres of government.

We hope that through this program, the Office of the Executive Mayor will truly become the repository of municipal leadership and mobilise all the resources and energies towards fulfilling our Constitutional mandate.

1. General Profile

1.1 Economic Activity and Potential

The Metsweding District Municipality (MDM) is situated in the north-eastern corner of Gauteng and comprises a number of natural, cultural and historic attractions. The area is in close proximity to the economic areas of Johannesburg and Tshwane, and easy access is provided via the N1 and N4 freeways.

Metsweding has always been seen as a rural area with a significant, but somewhat underdeveloped agricultural base. However, the greatest strength in respect of agriculture of this area relates to its central location and access to markets, the east-west transport network and proximity to the urban centres within Gauteng.

Metsweding is also an important centre for diamond mining. Cullinan, for example, developed because of the diamond mining activities, which produced the world’s largest diamond and the world’s largest cut diamond. The mining history of this area has also contributed to the tourism potential of the area.

The “new” economy in the region is Tourism. Existing visitor attractions, ranging from recreation-oriented activity at Roodeplaat Dam to mining and heritage tours in Cullinan, also offer opportunities for further development. The types of opportunities are concentrated in adventure and eco-tourism, and cultural heritage tourism, and include:

Visitor attractions (museums, natural areas, conservation areas)

Visitor activities (eco-tours, conservation activities, cultural events)

Recreation areas and activities (boating, fishing, hiking, biking, etc)

Accommodations, food and beverage

Provincial Youth Dialogue

Conference and meeting facilities (avoid over-supply)

Retail trade (especially at nodes)

Manufacturing and distribution in support of tourist trade

Animal husbandry and agricultural supply in support of game reserve

Through Blue IQ’s Dinokeng initiatives, a significant commitment has been made to conservation and the development of an eco-tourism industry in the region. Dinokeng will focus on existing tourism activities in the area and will also provide capacity to develop these activities in the area and the proposed nodes for development within Dinokeng.

It is believed that through the ongoing commitment from the stakeholders in the region, that the focus of the manufacturing base can be changed, resulting in better growth and a larger contribution to the region’s economy.

1.2 Spatial Structure and Land Use

The District is characterised by a mix of peri-urban land use (e.g. low-density residential expansion from Tshwane on its western border), agricultural activities, mining (mainly in the Cullinan area), and natural areas with tourism potential (Dinokeng area in Nokeng LM). The region is in a developing phase and the spatial structure is currently fairly disjointed, with the two activity centres of Bronkhorstspruit / Ekandustria (in Kungwini) and Cullinan (in Nokeng LM) and the N4 / ‘Maputo Corridor’ serving as the main distinguishable elements.

New residential developments are occurring around Roodeplaat and Bronkhorstspruit dams, as well as on the region’s western boundary with Tshwane. These developments will have to be managed carefully to ensure that the value that they create is in line with the DM’s vision and priorities.

There are numerous tourism and recreation facilities that, if managed well in terms of how they are developed, will form an important structuring and place-making element in the district.

1.3 Poverty and Need

Creating sustainable communities who have access to the aforementioned economic opportunities is an important strategy of the MDM in order to address poverty (45%) and unemployment (19%) in the district. The MDM is finalising a comprehensive economic strategy that will not only target the 32% economically inactive part of its community for training, but will also create the relevant economic activity that can act as an entry point for relevant skilled and trained people. Higher economic growth will also allow the MDM to address its service provision concerns.

The provision of services is a national challenge and priority and the MDM is no different. With an average of 25% of the population not having access to most of the basic services1, the MDM’s focus, together with the local municipalities, will be to address the service backlogs, Table 1.1, in line with the targets set by the national and provincial governments.

Table 1.1: Backlogs

1 Source: MIG estimates presented at IDP Hearings in 2005

*Service*	*Backlog %*
Water	16%
Sanitation	31%
Electricity	30%

The intention is, however, to ensure that basic service delivery is addressed within a sustainable infrastructure investment framework that includes the maintenance of current infrastructure investments and the development of new infrastructure for growth.

1.4 Financial Challenges

Like so many growing and developing regions, the MDM is at a sensitive point in its growth path. On the one hand, it has to address current needs whilst on the other, it has to, at the same time, nurture the potential of the region despite limited financial capacity. The challenge is to address current backlogs and, simultaneously, invest in growth that will, in future, ensure that more funding is available to address basic needs.

The intention of the MDM is to achieve the delivery and growth strategy through the creation of partnerships with role players, public and private, well-planned investment strategies and a clear measuring and monitoring process.

1.5 Institutional Capacity

The MDM was newly established at the time of the demarcation process in 2000. With no base from which to work, the focus during the first two years was on devoting the majority of its financial and institutional resources towards establishing the administration and dealing with committed projects inherited from the former Eastern Gauteng Services Council. Institutional issues such as staff recruitment and retention, a comprehensive performance management system and ensuring relevant planning capacity in general will have to be addressed on a continuous basis.

The focus of the next stage is to consolidate its role as a facilitator and coordinator of development and growth for the region in terms of its legal mandate.

1.6 Strategy

Against the backdrop of current reality and challenges, as well as the potential in the region, the MDM developed a strategic framework that addresses the basic building blocks for the development of the region and one that will permit the region to take up its role as a tourism destination and future growth area for the province.

The MDM strategy development process was transformed from an organisational strategic planning process to an integrated and measurable management strategy that does not only focus on the MDM as an institution, but combines the institutional capacity with the impact area and physical development of the region.

2. Social profile

The following Table provides an indication of the composition of the population.

Table 2.1.1 – Composition of the population of South Africa, Gauteng and Metsweding, 2004

Indicator	South Africa	Gauteng	Metsweding		Nokeng Tsa Taemane		Kungwini
Total Population	45 857 655	8 927 378	176 315		52 314		124 001
Population Growth p.a.	1.0%	0.7%	2.9%		0.7%		4.5%
HIV&AIDS +	10.9%	12.1%	11.9%		12.4%		11.5%
Population Groups
African Asian Coloured White	36 390 157 1 120 407 4 099 960 4 247 131	6 637 555 222 215 338 392 1 729 216		137 878 353 2 116 35 968		38 194 54 1 248 14 757	101 681 248 868 21 204
Gender Percentage Male Female	48.0% 52.0%	49.2% 50.8%		52.5% 47.5%		56.8% 43.2%	50.3% 49.7%

Source: Quantec Research as in Metsweding LED, 2005

The population of Metsweding is estimated at (176 000 in 2004) and it grew by 2.9% on average per annum between 2001 and 2004 while the provincial growth rate was recorded at 0.7%. The majority of the local population is resident in Kungwini LM (approximately 70%). According to the Metsweding SDF (2006), closer examination of the distribution of people in the district indicates that larger numbers of the people are concentrated in Refilwe, Cullinan, Rayton, Zithobeni, Ekangala, and Bronkhorstspruit area.

It is also relevant to note that Provincial net in-migration for Gauteng was 1 186 335 people (2001 to 2004). Gauteng provincial migration accounts for 35% of the national total (Draft Gauteng Spatial Development Perspective, as in DIB, 2005, Net Population Gains and Losses for the period 2001-2004.). A challenge that confronts Metsweding is a lack of information relating to in and out migration.

The following Diagram provides an indication of the HIV and AIDS prevalence.

The HIV and AIDS prevalence rate of Metsweding was estimated at 11.9% during 2004 compared to 12.1% for Gauteng as a whole. A higher HIV and AIDS prevalence rate was estimated in Nokeng Tsa Taemane LM (12.4%) than in Kungwini LM (11.5%).

Diagram 2.1.2 HIV & AIDS prevalence in GP, Metsweding, Kungwini and Nokeng Tsa Taemane

The following Table provides a summary of the education profile.

Table 2.1.3 Education Profile of Gauteng and Metsweding, 2001

Level of Education	% of Metsweding	% of Nokeng Tsa Taemane	% of Kungwini	% of Gauteng
None	17.01%	12.49%	20.42%	8.4%
Some Primary	15.15%	14.56%	15.60%	11.2%
Completed Primary	6.15%	6.49%	5.88%	5.5%
Some Secondary	29.36%	33.23%	26.44%	34.3%
Grade 12/ Std 10	21.64%	23.49%	20.24%	28.0%
Higher	10.69%	9.73%	11.42%	12.6%
Total	100.0%	100.0%	100.0%	100.0%

Source: Quantec Research as in Metsweding LED, 2006

Less than 33% of the Metsweding population has a Grade 12 or higher education qualification while 17% have no schooling at all. Kungwini has the largest concentration of adults (18.4%) who did not have any form of formal education while only 32.0% had at least a Grade 12 qualification. Nokeng Tsa Taemane (87.5%) had a higher adult literacy rate than Kungwini (81.6%).

The Metsweding SDF (2006) reveals that following status quo with regards to Health and social infrastructure:

Emergency services: The Metsweding District Municipality is fully responsible for the provision of emergency services. Fire and Rescue activities are carried out by Nokeng Tsa Taemane and Kungwini municipalities. Fire and rescue activities are carried out from Kungwini and Nokeng Tsa Taemane Municipalities and so are the emergency services of the district. The district has 2 primary response vehicles, one rescue vehicle, ten ambulances and 1 utility vehicle to service the rest of its jurisdictional area and immediate areas in a case of an emergency.

Medical services: The District only has one major private hospital, the Bronkhorstspruit Hospital. There are only 20 beds for public patients, which is not sufficient for the number of people in Metsweding.

Educational facilities: The provision of crèches, primary and secondary schools is very limited in both the local municipalities. Although the provision of primary and secondary education is critical, most needed are tertiary and adult education facilities in the district.

Community centres: Within the different areas of the District there exists at least one community centre in each community. The centres appear to be used by the community for local functions. There is however a management and a resource issue related to these facilities.

Social infrastructure: In terms of community centres and health services, the district is fairly well serviced. The only concern relates to the standard of these services and the staff required for the servicing of the patients.