Beaufort West Provincial JPI Report_1

8/10/2019 Beaufort West Provincial JPI Report_1

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BEAUFORT WEST MUNICIPALITY

Consolidated Provincial

Joint Planning Initiative (JPI)

Report

Western Cape Provincial Government

September/October 2014


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Joint Planning Initiative (JPI) Provincial Consolidated Report for Beaufort West Municipality 2

Sept/Oct 2014

TABLE OF CONTENTS

LIST OF ACRONYMS 6

SECTION 1: INTRODUCTION 8

1.1 Purpose of the Report 8

1.2 Methodology 9

SECTION 2: SOCIO - ECONOMIC ANALYSIS 10

2.1 Status Quo Analysis 10

2.1.1 Population 10

2.1.2 Education 10

2.1.3 Economic Performance 10

2.1.4 Employment 11

2.1.5 Poverty 12

2.1.6 Access to Basic Services 12

2.1.7 Provincial and Local Government Spending 13

2.2 Development Trends in the Municipality 14

2.3 Economic Development 15

2.3.1 Service Delivery Challenges 15

2.3.2 Critical Interventions 15

2.4 Social Development 15

2.4.1 Status Quo Analysis 15



SECTION 3: MUNICIPAL PLANNING (IDP) ANALYSIS 17


3.2 Service Delivery Challenges 17

3.3 Critical Interventions 17

SECTION 4: SPATIAL ANALYSIS 19



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4.3.1 Housing and Settlements: 20

4.3.2 Water: 20

4.3.3 Solid waste: 21

4.3.4 Electricity: 21

SECTION 5: ENVIRONMENTAL ANALYSIS 22




SECTION 6: SECTOR ANALYSIS 23

6.1 Agriculture 23




6.2 Human Settlements 24




6.3 Public WorksRoads and Transport & EPWP 24




6.4 Health 27




6.5 Education 30





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6.6 Safety and Security 32


32



6.7 Cultural Affairs and Sport 33




SECTION 7: SYNTHESIS OF GAME CHANGERS IN BEAUFORT WEST MUNICIPALITY 35

SECTION 8: CONCLUSION 36

8.1 Challenges, Constraints and Risks 36

8.1.1 Economic performance 36

8.1.2 Unemployment and poverty 36

8.1.3 Development Planning 36

8.1.4 Agriculture 37

8.1.5 Education 37

8.1.6 Health 37

8.1.7 Environment 37

8.2 KEY ISSUES 37

8.2.1 Developing a strong rural economy by strengthening key economic

drivers: 37

8.2.2 Improving education: 38

8.2.3 Social protection 38

8.2.4 Improving the Municipal Balance Sheet: 38

8.2.5 Infrastructure and long-term planning: 39

8.2.6 Settlement Restructuring and Integration: 39


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LIST OF TABLES

Table 1: Provincial Departmental Transfers to Beaufort West Municipality 13

Table 2: Beaufort West Municipal Operating, Capital and Total Expenditure 2014/15 to 2016/17

14

Table 3: Key developmental challenges being addressed by the municipality 17

Table 4: Beaufort West Municipality Learner enrolment figures 30

Table 5: Percentage Learners progressing through schooling (2013) within the Municipality 30

Table 6: Academic Performance Situational Overview 31

LIST OF FIGURES

Figure 1: Beaufort West Sectoral Composition: 2011 11

Figure 2: Beaufort West Unemployment Rates, 2001-2011 11

Figure 3: Percentage of Beaufort West households living in poverty 2001-2010 12

Figure 4: Access to Household Services Hexagon 13

Figure 5: Academic Comparative FET phase learner retention within the related District 31

Figure 6: Assault GBH 2012/2013 32

Figure 7: Burglary at Residential Premises 2012/2013 32


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LIST OF ACRONYMS

BOD Burden of Disease

CAMP Custodian Asset Management

Plan

CBS Community-based ServicesCPF Community Policing Forum

CYWP Chrysalis Youth Work Programme

CKD Central Karoo District

DCAS Department of Cultural Affairs

and Sport

DEA National Department of

Environmental Affairs

DEADP Department of EnvironmentalAffairs and Development

Planning

DEDAT Department of Economic

Development and Tourism

DHS Department of Human

Settlements

DLG Department of Local

Government

DOA Department of Agriculture

DOH Department of Health

DORA Division of Revenue Act 10 of

2014

DSD Department Social Development

DTPW Department of Transport and

Public Works

ECD Early Childhood Development

EPP Expanded Partnership

Programme

EPWP Expanded Public Works

Programme

FAS Foetal Alcohol Syndrome

FET Further Education and Training

GDPR Gross Domestic Product per

Region

GBH Grievous Bodily Harm

GPS Growth Potential Study of Towns

HAST HIV and AIDS / STI / TB

HIV Human Immunodeficiency Virus

HSP Human Settlement PlanICT Information and

Communications Technology

IDMS Infrastructure Delivery

Management System

IDP Integrated Development Plan

IIWG IDP Indaba Working Group

IRDP Integrated Residential

Development ProgrammeITP Integrated Transport Plan

JPI Joint Planning Initiative

LED Local Economic Development

LGMTEC Local Government Medium Term

Expenditure Committee

MBT Mini Bus Taxi

MCR Medical Care Ratio

MERO Municipal Economic Review and

Outlook

MH Mental Health

MMF Municipal Managers Forum

MOD Mass participation and

Opportunity Development

MSA Municipal Systems Act 32 of 2000

NADO Nelspoort Advice &

Development Office

NDP National Development Plan

NGO Non-Governmental Organisation

NHW Neighbourhood Watch

NPO Non-Profit Organisation

PHC Public Health Care

PNP Policing Needs and Priorities

PRASA Passenger Rail Agency of South

Africa


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PRTMCC Provincial Road Traffic

Management Coordinating

Committee

PSP Provincial Strategic Plan

RP Rectification Programme

SANRAL South African National Roads

Agency Limited

SAPS South African Police Service

SARS South African Revenue Services

SDF Spatial Development Framework

SMME Small, Medium and Micro

Enterprises

SoPA State of the Province Address

TB Tuberculosis

WCD West Coast District

WCED Western Cape Education

Department

WSDP Water Services Development Plan

WWTW Waste Water Treatment Works


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SECTION 1: INTRODUCTION

1.1 Purpose of the Report

The Joint Planning Initiative (JPI) of the Western Cape Province is propelled by the National

Development Plan (NDP) that has set an important vision to address challenges facing South Africa.

The ONE CAPE 2040, the current draft Provincial Strategic Plan (PSP), as well as other Western CapeGovernment initiatives generated considerable insight regarding development challenges in the

Western Cape Province.

Over the past three years the Western Cape Province has explored ways of fostering

intergovernmental planning and implementation. This process has evolved and is now set to enable

the implementation of the NDP, on the one hand, and to enhance the development and

implementation of the PSP, on the other. Planning in the province has matured to a phase where joint

planning and implementation is a fundamental element in ensuring sustainable and integratedservice delivery.

During the 2014 State of the Province Address (SoPA), the Premier stated that the Western Cape

Government supports most of the objectives of the NDP. Our Provincial Development Plan (PDP)

extending to 2030, will coordinate the plans and actions of all governmental roleplayers, and ensure

that the budgets of all organs of state are aligned to achieve maximum socio-economic impact. The

coordination of the government plans and actions will be achieved through a Joint Planning Initiative

(JPI).

The JPI will consist of a set of priorities agreed upon by the Western Cape Government through the PSP

and sector departmental initiatives and its municipalities Integrated Development Plans (IDP). In turn

game changers will be identified to address these critical priorities. In this context, the term Game

changersis used to refer to strategic interventions that will significantly change a prevailing undesired

situation in a municipal area, where limited resources are harnessed in a focused way so that planned

initiatives or actions yield the greatest positive impact through collective collaboration. Game

changers can also be explained by The Pareto Principle1. The definition of the game changer given in

the above equally applies to the term critical interventions that will be identified by sector

departments.

The purpose of this report is to capture a synthesis of the Western Cape Governments list of key

challenges that are identified by Provincial sector departments, then to highlight the specific priorities,

1The Pareto principle is also known as the "80/20 Rule" which is the idea that 20 percent of causes generate 80percent of results. With this tool, we're trying to find the 20 percent of work that will generate 80 percent of the

results that doing all of the work would deliver.


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and in turn to define the suggested game changers that will respond to those prioritised development

challenges.

1.2 Methodology

In view of the transversal nature of this project, the Department of Local Government (DLG) ensured

that sector departments are involved in the conceptual stages of the project. This was achieved

through the IDP Indaba Working Group (IIWG) which is an inter-departmental joint-planning forum

coordinated by the DLG.

The Western Cape Government has established a core team comprising four departments

(Departments of the Premier, Local Government, Environmental Affairs and Development Planning,

and Provincial Treasury) to lead the JPI in consultation with a core team from the Municipal Managers

nominated by the Municipal Managers Forum (MMF).

The drafting of the Provincial Summary Report consists of a consolidation of inputs from various sector

departments. The inputs from each department focused on three main areas, namely:

i. Key programmes/services/facilities that each sector department provides in the municipal

area and resources allocated to it (in terms of human and financial resources);

ii.

Key challenges that each sector department faces in delivering services or support in the

municipalities; and

iii. A set of key priorities within the respective sector departments functional areas up until 2030.

The Provincial Summary Report is a synthesis that consists of inputs provided by the following

departments:

a. Provincial Treasury,

b. Community Safety,

c. Education,

d. Human Settlements,

e. Agriculture,

f. Cultural Affairs and Sport,

g. Social Development,

h.

Transport and Public Works,

i. Environmental Affairs and Development Planning, and

j. Health.

The provincial synthesis report provides a provincial perspective of the storyline of the municipality. In

return, all municipalities in the province have to undertake a similar process individually. Both the

provincial report and individual municipal reports will form the basis for a robust dialogue that will lead

to 4 6 agreed game changers for each municipality and an action plan that is set to be

implemented collectively by the Western Cape Government in the municipal space. The agreed

game changers will be determined based on the critical interventions identified by sector

departments, as contained in the consolidated report together with the municipal report.


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SECTION 2: SOCIO - ECONOMIC ANALYSIS

2.1 Status Quo Analysis

2.1.1 Population

As per Census 2011, the Western Cape population composes of 11.25 percent of the total population

of the country with 5.8 million persons. The Western Cape population grew at a rate of 2.6 percent per

annum between 2001 and 2011 (having 4.5 million in 2001). This is faster than the national population

growth rate of 1.5 percent and is largely due to immigration to the Western Cape, where individuals

believe they can obtain jobs and better standards of living.

In 2011, Beaufort West had the largest population size in the Central Karoo District (CKD) consisting of

49 586 persons growing at an average annual rate of 2.9 per cent. This is much faster than the District

growth rate of 1.6 per cent per annum, indicating that net in-migration may be occurring within this

municipal area. Beaufort Wests population age distribution consist of the following: children (0-14

years) 31.5 per cent, working age (15-64 years) 62.6 per cent and aged (65 years and above) 5.9 per

cent. The total dependency ratio is thus 59.7 per cent having decreased from 62.4 per cent in 2001.

This implies a lower strain on the incomes of the working age population.

2.1.2 Education

The literacy rate2in the Western Cape is (87.2 per cent) is higher than the literacy rate in the country as

a whole (80.9 per cent). At 74.9 per cent, Beaufort West literacy rate is above parand also the highest

in the Central Karoo District (CKD), but it is still low compared to the provincial average. This could be

due to the high dropout rates in Beaufort West(43.1 per cent in 2013) as a result of learners having to

leave school due to a lack of finances, teenage pregnancies, gangsterism and substance abuse

among the youth.

Beaufort West has the largest number of FET institutions (19) and the largest of number of no fee

schools (16) within the District. This is largely due to it having the largest population size, it is also

testament to the provincial governments focus on improving education in the municipal area.

However, learner enrolment decreased marginally from 10 710 in 2012 to 10 688 in 2013, and the

matric pass rate in 2012 was 88 percent and lower than the other two municipalitiesin the District.

2.1.3 Economic Performance

The CKD is an agrarian district, making only a marginal contribution to Western Capes Gross Domestic

Product per Region (GDPR) - which amounted to 0.6 per cent in 2013. The CKD economy grew by 4.0

per cent per annum from 2000 to 2011, with Beaufort West growing marginally higher at 4.1 per cent.

2The literacy rate is an indication of the levels of education and skill in the economy. It measures the proportion of

persons aged 15 years and older with an education qualification of higher than Grade 7.


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Beaufort West is the 18thranked non-metro municipality according to growth and size in the province,

with a percentage contribution to real GDPR at 1.4 per cent. According to the Growth Potential of

Towns study, all three municipalities in the CKD are ranked between 21 23 out of 24 non-metro

municipalities in the Western Cape in terms of economic potential (Van Niekerk, A, November 2013:

28).

Between 20002011 the sectors that recorded the highest GDPR growth within Beaufort West

Municipality were; mining (15.8 percent); manufacturing (9.5 percent) and construction (8.0 percent),

while the sectoral composition was dominated by the finance, Insurance, real estate & business (27.8

percent), transport and storage (14.8 per-cent) and General Government (14.8 percent) and

Wholesale & retail trade (14.7 percent). Demonstrated by Figure 1 below, Finance, insurance and real

estate was the greatest proportion of the economy at 17.6 percent, followed by Transport, storage

and communication (14.8 percent) and Electricity, gas and water (14.8%).

Figure 1: Beaufort West Sectoral Composition: 2011

5.3%

0.1%

10.1%0.7%

4.4%

14.7%

14.8%

27.6%

7.4%

14.8%

Agriculture, forestry & fishing

Mining & quarrying

Manufacturing

Electricity, gas & water

Construction

Wholesale & retail trade,

catering & a ccommodation

Transport, storage &

communication

Finance, insurance, real estate

& business services

Community, social & personal

services

Source: Quantec Research

2.1.4

Employment

The unemployment rate of the CKD was estimated at 22.7% in 2011 - higher than the provincial

unemployment rate at the time (21.6%).

Figure 2: Beaufort West Unemployment Rates, 2001-2011

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

Beaufort West Western Cape South Africa

Beaufort West - Unemployment rate

2001 2011

Source: Statistics South Africa Census 2001 and 2011


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In 2011, Beaufort Wests unemployment rate was 25.5%(see Figure 2 above), which although higher

than the District rate, is a big improvement from the unemployment rate to 38.2 %in 2001 (see figure

1.1). Beaufort West had the highest youth unemployment rate in the CKD, but declined from 49.7%in

2001 to 34.5%in 2011.

2.1.5

Poverty

The Central Karoo District showed improvement in its poverty3rates from 38.7% in 2001 to 32.5%in 2010

although it still remains higher than the Provincial average and 22.1%. Although Beaufort Wests

poverty rate dropped significantly from 37.5% in 2001 to 29.1% in 2011 (see Figure 3), this is still high and

may be a result of the high unemployment levels and low literacy rates.

Figure 3: Percentage of Beaufort West households living in poverty 2001-2010

2001 2007 2010

Western Cape 26.7% 22.7% 22.1%

Central Karoo District 38.7% 34.0% 32.5%

Beaufort West 37.5% 31.5% 29.1%

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

35.0%

40.0%

45.0%

Source: IHS Global Insight, 2013

In 2011 approximately 9.5% of households in Beaufort West earned no income. This, and the high Gini-

coefficient of 0.57, indicates that the improving economic conditions may be slow to benefit the wider

proportion of individuals within the municipality.

2.1.6 Access to Basic Services

Beaufort West municipality outperformed the Western Cape Province in terms of the provision of

minimum basic electricity, sanitation, water and housing (see Figure 4 below). The housing waiting list

decreased by 12% to 5 221 houses in 2012/13. Over 90% of households have access to water,

sanitation, electricity and housing.

3The poverty income line used is based on the Bureau of Market Researchs Minimum Living Level (BMR report

No. 235 and later editions, Minimum and Supplemented Living Levels in the main and other selected urban areas

of the RSA, August 1996)


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Beaufort West shows best performance with regard to basic service delivery in the Central Karoo

District. Only the provision of minimum refuse removal in Beaufort West (85%) was lower than the level

for the Western Cape Province as a whole (89%).

Figure 4:Access to Household Services Hexagon

Source: Statistics South Africa Census 2011

2.1.7 Provincial and Local Government Spending

Table 1 and 2 below demonstrate the provincial and municipal spending on Beaufort West. Trading

Services is prioritised in the 2014/15 municipal budget as it received a 56.0% allocation showing

commitment towards service delivery. Electricity received the largest allocation of 37.2% of which

R4.860 million goes towards capital expenditure on electricity. Only 4.3% of the total budget is spent

on waste management. Considering the backlogs in access to refuse removal, this has to be

amended in future.

Table 1: Provincial Departmental Transfers to Beaufort West Municipality

2014/ 15 2015/ 16 2016/ 17 2014/ 15 2015/ 16 2016/ 17

Department of Health 77 438 89 782 84 436

Department of Education 130 917 140 897 143 621

Department of Human Settlements 5 257 5 092 5 160 5 257 5 092 5 160

Department of Transport and Public Works 22 070 62 452 50 663 79 4

Department of Agriculture14 379 13 470 14 140

Department of Sport s and Cultural Affairs4 451 4 346 4 607 4 451 4 346 4 607

Department of Social Development 117 729 124 793 131133

Department of Local Government414 435 457 414 435 457

Total T ransfers372 655 441 267 434 217 10 916 9 873 10 224

P ro vincial P ayments and Estimates P ro vincial T ransfersDepartment and Transfer in R'000

Source: Beaufort West Provincial Transfers 2014/15

0%

20%

40%

60%

80%

100%Water

Sanitation

EnergyRefuse Removal

Housing

Beaufort West

Western Cape

2011


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Table 2: Beaufort West Municipal Operating, Capital and Total Expenditure 2014/15 to 2016/17

Vote Description

R thousand 2014/15 2015/16 2016/17 2014/15 2015/16 2016/17 2014/15 2015/16 2016/17

Governance and administration 992 742 320 43 258 45 866 48 588 44 250 46 608 48 908 16.1% 16.5% 15.8% 5.1%

Ex ecutiv e and council 31 14 980 15 843 16 732 15 011 15 843 16 732 5.5% 5.6% 5.4% 5.6%

Budget and treasury office 104 15 169 16 168 17 272 15 273 16 168 17 272 5.6% 5.7% 5.6% 6.3%

Corporate serv ices 857 742 320 13 109 13 855 14 584 13 966 14 597 14 904 5 .1% 5.2% 4.80% 3.3%

Community and p ublic safety 4 173 1 500 37 041 37 553 39 324 41 214 39 053 39 324 15.0% 13.9% 12.7% -2.3%

Community and social serv ices 490 9 231 8 884 9 493 9 721 8 884 9 493 3.5% 3.2% 3.1% -1.2%

Sport and recreation 3 200 1 500 6 827 7 214 7 637 10 027 8 714 7 637 3.6% 3.1% 2.5% -12.7%

Public safety 465 14 570 15 131 15 721 15 035 15 131 15 721 5.5% 5.4% 5.1% 2.3%

Housing 18 6 413 6 324 6 473 6 431 6 324 6 473 2.3% 2.2% 2.08% 0.3%

Health 0.0% 0.0% 0.0% #DIV/0!

Economic and environm ental services 7 520 6 624 3 891 27 563 25 838 27 623 35 083 32 462 31 514 12.8% 11.5% 10.1% -5.2%

Planning and dev elopment 397 220 4 805 4 885 5 184 5 202 5 105 5 184 1.9% 1.8% 1.7% -0.2%

Road transport 7 123 6 404 3 891 22 758 20 953 22 439 29 881 27 357 26 330 10.9% 9.7% 8.5% -6.1%

Environmental protection 0.0% 0.0% 0.0% #DIV/0!

Trading services 16 601 14 588 29 847 137 449 148 792 160 523 154 050 163 380 190 370 56.0% 58.0% 61.3% 11.2%

Electricity 4 860 3 853 2 917 97 543 107 226 116 883 102 403 111 079 119 800 37.2% 39.4% 38.6% 8.2%

Water 5 859 10 451 18 394 22 752 23 529 24 672 28 611 33 980 43 066 10.4% 12.1% 13.9% 22.7%

Waste w ater management 4 942 56 7 036 6 341 6 651 6 972 11 283 6 707 14 008 4.1% 2.4% 4.5% 11.4%

Waste management 940 228 1 500 10 813 11 386 11 996 11 753 11 614 13 496 4.3% 4.1% 4.3% 7.2%

Other 332 357 383 332 357 383 0.1% 0.1% 0.1% 7.4%

To tal Cap ital Expen ditu re - Standard 29 286 23 454 34 058 245 643 258 406 276 441 274 929 281 860 310 499 100% 100% 100% #DIV/0!

Composition

Capital Expenditure - Standard Operating Expenditure - Standard Total Expenditure - Standard otal BudgeTotal Budget

Change

Source: Beaufort West 2014/15 Final Budget Tables: A2, A5

The provincial government estimates to have R372.655 million plus R10.916 million in transfers to

Beaufort West during 2014/15 budget year. Relatively large expenditure from the Departments of

Education, Social Development and Health show strong commitment towards improving the quality of

education, social well-being and health within the municipal area.

Spending from the Department of Agriculture is geared towards supporting the agriculture sector

within the region. The preceding analysis requires further investigation on the actual projects by

departments. Provincial transfers are the largest from the Department of Human Settlements, showing

some commitment towards reducing housing backlogs.

2.2 Development Trends in the Municipality

The Beaufort West Municipality prioritised its Capex on electricity (37.2 per cent), Road transport (10.9

per cent) and water (10.4 percent) which re-enforces the supply of basic services. This demonstrates

measures taken by the municipality in relation to bolstering the required infrastructure to aid the

Economic recovery both in Beaufort West and the CKD. The 2014/115 Capex Budget is responsive to

the socio-economic needs as well as setting the enabling environment for Economic Growth.

According to Mero 2013, economic activity in the CKD is highly concentrated around Beaufort West,

with vibrant light industry and financial and business services being almost the exclusive source of

growth.


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2.3 Economic Development

Beaufort Wests rowing sectors include Construction (10.4 per cent); Manufacturing (9.7 per cent); and

Finance & Business services (8.1 per cent), while the three slowest growing (or declining) sectors are

identified as Agriculture (-2 per cent); transport, storage & communication (1.7 per cent); and

government services (0.2 per cent).

The municipality intends addressing its economic priorities through the support of small business;

SMMEs training; Community member training for tourism; support of local artisans and crafters; job

creation through infrastructure development, the provision of employment safety net and partnering

on the EPWP programme. Beaufort Wests budget is responsive to local economic development (LED)

with an allocation of R5 million to LED projects.

2.3.1 Service Delivery Challenges

The demand-driven nature of the work and the support interventions provided by the department

(like, access to finance for enterprises) is dependent on uptake by the private sector and the demand

generated by businesses and citizens to equip them for economic improvement. It is also necessary

for municipalities to be able to identify (i) key areas of challenge,(ii) economic interventions and (ii)

lead departments. Municipalities must therefore be equipped for LED sensitivities and be able to

articulate the support needed from the department.

2.3.2 Critical Interventions

Participation in LED efforts that improve municipal performance to target economic development

objectives has been identified as a key a key lever, and allocated a R5 million budget. In addition to

this, critical interventions include the following:

Productive Economy sectors like Agro-processing

Visitor Economy (Tourism)

In addition, the department has established cross-cutting programmes in:

Skills Development

Red Tape Reduction

Entrepreneurship

2.4 Social Development

2.4.1 Status Quo Analysis

The Department of Social Development deliver Social Welfare and Community Development Services

throughout the Beaufort West Municipal area ward 1 to 7. The most prevalent social challenges in

Beaufort West relate to:

Child abuse family dysfunction


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Teenage pregnancy

Fatherhood and developmental programmes for men and boys

Mainstreaming disability into all municipal programs and directorates

In /out of school youth - youth at risk - lack of youth opportunities

Unemployed youth

2.4.2

Service Delivery Challenges

Key service delivery challenges relate to the following:

Challenges relating to morality

Crime and substance abuse

Lack of social cohesion

Low illiteracy level

Lack of public transport and vast distances


Potential interventions identified include:

Expansion/ strengthening of ECD services,

Intensify integrated family support services with specific emphasis on child protection

interventions.(Parental and Fatherhood training)

Intensify Victim Support Services.

Youth Links to employment or furthering of studies partnership with funded organizations.

Mainstreaming of DisabilityInfrastructure development-Building access plans.

In addition, the following were identified as possible joint ventures:

Youth hub

Skills programs with South Cape College.

Capacity building with Shell SA


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SECTION 3: MUNICIPAL PLANNING (IDP) ANALYSIS


Beaufort West is a low growth potential municipality with a potential for development around building

the economy and employment as presented by the 2014 GPS. The Beaufort West Municipalitys

Strategic Objectives identified at the start of the 2012-2017 five year IDP period, have not remainedconstant throughout the IDP cycle. Based on analysis of the Beaufort West IDP, the municipality is more

focused on addressing challenges around the economy and employment, economic infrastructure

and developing an inclusive rural economy and health care.

3.2 Service Delivery Challenges

As demonstrated by the graph below, one can ascertain that within Beaufort West; the majority of

issues raised by municipality are related to the following four themes:

Economy and Employment

Economic Infrastructure

Inclusive Rural Economy

Health Care

3.3 Critical Interventions

From Table 3 below, it can be deduced that the municipality has set tangible outcomes to address

some of its service delivery challenges. However, the extent to which these action plans have been

implemented and/or address the identified challenges is yet to be determined.

Table 3: Key developmental challenges being addressed by the municipality

Key Development Challenge Action Plans (2014/15)

Economy and Employment: (Work and skills

programme and consumer advice office

project).

Community Work Programme.

Food for Waste.

Economic Infrastructure: (Bridge between

Kwa-Mandlenkosi and the Lande and

stormwater canals).

Maintain quality of final waste water

outflow.

Construct new roads Phase II in Beaufort

West, Hillside II, Rustdene & Kwa

Mandlenkosi.

During the 2013/14 IDP Indaba 2 process a number of projects and interventions were identified and

agreed upon by the Municipality and Provincial sector departments. These projects and interventions

are currently being implemented and monitored on an on-going bases and upon closure, should aid

in elevating some of the municipal challenges identified. These interventions include:


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Transport of community to and from Hospital.

Safety in schools and after school programme.

Impoundment Centre.

Licensing of Waste sites in Merweville and Murraysburg.

Merweville Road.


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SECTION 4: SPATIAL ANALYSIS


Beaufort West is the primary settlement within the municipality, with a high socio-economic need with

a low growth potential relative to other settlements in the Western Cape (Growth Potential of Towns

Study, 2013). However it has a key regional service role to play as other settlements within BeaufortWest have a very low growth potential.

The recently developed SDF and HSP adequately encapsulated the principles of spatial restructuring,

integration and densification. Now that the frameworks are in place (yet not council approved), it is

critical that the municipality implement these through correctly directing the private sectors

infrastructure development, land use approvals and new low income, GAP and market housing

human settlement projects. If Beaufort West development path, it is at risk of pursuing a financially

unsustainable sprawl-settlement development trajectory. In all settlements (Beaufort West, Merweville,Murraysburg and Nelspoort), adequate land has been identified for future infill residential and mixed-

use development inside settlements. There is therefore no need to develop on the periphery until such

time that currently available land is utilised.


Whilst Beaufort West has recently developed its SDF which has the correct policy and spatial planning

ideals, it must be noted that past and current development has been largely mono-functional, low

density in nature and not in-line with Karoo-style architecture, which ultimately detracts from the

appeal and attractiveness of the towns from a heritage and tourism perspective. In addition, service

delivery intentions include the following:

The possible re-alignment of the N1 highway around Beaufort West poses a significant threat to the

economic vitality of the town and should only be allowed for freight traffic as the realignment will

serve to cut people off from services and facilities and make it dangerous for passengers to cross the

N1.

Low-income residential development is outpacing the development of GAP and middle income

residential development within Beaufort West. This results the development of low-income

neighbourhoods which arelargelynot rates contributors, but which depend upon the provision of

free basic services, resulting in a financially unsustainable position of the municipality. Furthermore,

low-income residential development is, more often than not, undertaken on the periphery of the

settlements furthest from economic opportunities and facilities. This results in the underutilisation of

significant tracts of better-located land and infrastructure.


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Sept/Oct 2014

Water availability is a significant concern for the municipality within all towns, and perhaps poses the

greatest growth and development constrainer for the future of all its settlements, as well as for

agriculture, particularly if shale gas fracturing is pursued in the future, as the majority of water used in

the settlements is extracted from boreholes.

Based on the All Towns Study (2010), shortfalls have been anticipatedfor all growth scenarios within

the short-term (5 year) for Beaufort West under normal circumstances. This shortfall is expected to

increase to 0.586 million m per year by 2035 for the medium growth scenario and to 1.152 million m

per year for the high growth scenario.

As reflected in the LGMTEC assessment, the Beaufort West Municipality IDP is silent on sanitation

services. Based on the Water Services Development Plan (WSDP) it appears that there is a significant

financial shortfall of some R100m to cover the maintenance and capital costs related to the water and

sanitation infrastructure, with only R17million allocated in the 13/14 financial years. While Beaufort-

West, Merweville and Nelspoort are reportedly of adequate capacity, however they are in need of

higher maintenance as sludge has started to build up in many of the oxidation ponds.

Existing solid waste disposal sites are inadequate. The Vaalkoppies site within Beaufort West has a

year of airspace left until it is completely depleted. Furthermore, the waste site in Murraysburg is

unlicensed and potentially sitting within the water table, potentially polluting the towns water.

Similarly, the Nelspoort site is poorly located in the salt-river salt plains.

Lastly, mobility and access to services and facilities is extremely limited by expensive and poorly

developed public transport services.


The following interventions are recommended:

4.3.1 Housing and Settlements:

The housing pipeline should prioritize those projects that are closer to the town centres, in denser

housing typologies than what is currently being rolled out. Strict adherence to the SDF proposals

should be observed.

Subsidy housing should not be rolled out to very low growth potential settlements, in favour of

settlements, which have higher economic growth and development potential.

Addressing the need for an upgraded Beaufort West Waste Water Treatment Works WWTW,

water network and electric network issues must be addressed as a matter of priority.

4.3.2

Water:

Installation of an additional Wastewater reservoir is critical for Beaufort West.


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Sept/Oct 2014

Hydrogeological exploration for the town of Beaufort West is urgently required

Full implementation of a Water Conservation and Demand Management Strategy must be

implemented thought all of the towns.

Re-use of water must be explored and promoted.

Incremental groundwater development should be pursued.

4.3.3

Solid waste:

The waste site at Nelspoort needs to be relocated from the Salt River salt plains.

The waste site at Murraysburg needs to be relocated outside of the water table / aquifer.

A proposed Material Recovery Facility in Beaufort West has the potential to extend the life of the

current Vaalkoppies site, which is to reach capacity within the short term.

4.3.4 Electricity:

A strategy to reduce the electrical infrastructure backlog should be developed andimplemented to ensure that maintenance and capital backlog does not increase over time.

It should be considered that the municipality has significant solar power potential, adequate

land availability and could be a significant energy contributor to the national grid.


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SECTION 5: ENVIRONMENTAL ANALYSIS


The municipality is a rural one, covered predominantly with extensive agricultural activity and naturally

occurring Nama-Karoo vegetation. Rivers are all non-perennial and vulnerable eco-systems. The Sout

River catchment, however, is extremely degraded and has become somewhat of a dust bowl.Problematically, this is where many of the land reform initiatives have been located.


In terms of the environment, challenges include the following:

Shale gas fracturing has the potential to both bring growth and development, as well as

threaten water and biodiversity systems, and if pursued, mitigation steps must be undertaken.

Many land reform initiatives have been located within the South River dustbowl of extremely

degraded landwhich threatens the viability of these land reform projects.

Cultivated land is only limited to the relatively wetter Murraysburg area, at the base of the

Sneeuberg Mountains.

Beaufort West is a major stop for trucks and their emissions impact on air quality within the town.

High particulate concentrations are likely to occur in low-income residential areas where wood

and other fuels are used for cooking and heating. Similarly, brick manufacturing results in

elevated particulate concentrations in the vicinity of their operations. Lastly, dust roads and

increasing traffic will significantly increase air quality concerns.


The following interventions have been recommended:

Rehabilitation of the Sout Rivier catchment is paramount for the sustainable use of the land for

agriculture through the land reform projects. Future land reform initiatives should focus on land

that is not degraded. Sheep farming practices (extensive agriculture) should not exceed the

carrying capacity of the land, as this will lead to further land degradation.

Critical Biodiversity Areas should be avoided if future shale gas fracturing is pursued.

The tarring of these key roads (or adequate alternative) should be considered if the use of future

dust roads is markedly increased.


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SECTION 6: SECTOR ANALYSIS

6.1 Agriculture


The Department of Agriculture currently offers a number of services including support to subsistence,

smallholder and commercial farmers on regular basis, and food security interventions. According to

MERO 2013, the agricultural sector is a major contributor to employment of unskilled and semi-skilled

labour, especially in the Beaufort West Municipality. With the Agricultural sector having shrank by -2

per cent, attention must be paid to service delivery challenges and interventions.


Key Service Delivery challenges include:

Unavailability of land and insufficient water for expansion especially for farmers on

commonages.

Lack of access to finance.

Low compliance to legislative requirements (SARS and minimum wage).

Exacerbating these issues are high levels of poverty and societal problems, including youth

unemployment, low levels of literacy and few matriculants have passed mathematics and sciences

subjects. Considering this, there is reluctance amongst external host employers to place interns.

6.1.3

Critical Interventions

Critical interventions include: household gardens, community gardens, provide extension and advisory

service to commercial, smallholder and communal farmers. In addition the following projects have

been implemented:

Financial Record Keeping

Nelspoort Advice & Development Office (NADO) (Life skills training and development)

Foundation for Alcohol Related Research

AgriMega Farm Worker Magazine (Life skills development and substance abuse magazine)

In addition, the following potential levers have been identified:

Facilitation of access to low interest loans.

Facilitation of information session between farmers and department of labour and SARS.

Capacity building through training.

Engaging with WCED to improve education.

Working with local councillors and community development workers.


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Sept/Oct 2014

6.2 Human Settlements


Aligned the national Department of Human Settlements, the DHS delivers services as required by the

national housing code, and targets areas with the greatest need. Beaufort West has a significant

housing backlog, with 5138 houses on the waiting list and a current delivery pipeline which could

deliver 1340 houses to address housing needs. DHS DORA allocation for Beaufort West amounts to

R5 257 000 for 2014/2015.


The current service delivery challenges include:

Misalignment between the provincial financial year and municipal financial year.

Insufficient bulk infrastructure causing human settlement to be reprioritised and essentially

placed on hold.

Perceived difficulties in the managers of contractors once appointed and lengthy, complex

supply chain processes.

Difficulties with regard to the approvals of potential beneficiaries, causing delays to completion

of projects.

6.2.3


Beaufort West has highlighted the need to concentrate on Human Settlements. One of the biggest

priorities for the next 5 years in Beaufort West is the Site S1 development. The project is expected todeliver 800 opportunities in the next few years. In addition, the following key programmes are being

implemented: Integrated Residential Development Programme (IRDP) and the Rectification

Programme (RP).

6.3 Public WorksRoads and Transport & EPWP


Roads Increased roads maintenance backlogs.

Rehabilitation of borrow pits and gravel roads

Public Transport

Growing instability in Mini Bus Taxi (MBT) industry causing public transport service pressures

Oversupply of public transport in the form of Mini Bus Taxi (MBT) causing possible violence due to

overtrading

Poor infrastructure to support public transport

Limited access to safe and efficient transport

Traffic Management


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Sept/Oct 2014

Increased road user volumes based on population growth will place higher demands on traffic

management services.

Increased vehicle population which will place higher burdens on transport regulations and

traffic management services.

Increased pedestrian fatalities

Road crash fatalities contribute significantly to the burden of disease and these are caused by

un-roadworthy vehicles, drivers driving under the influence, pedestrian and road user behaviour

that is not conducive to a safe road environment.

Provincial Infrastructure and Property Management

Increased maintenance backlogs in schools, clinics and office accommodation as a result of

population growth and increased demand for services.

Vandalism increases pressure of the maintenance portfolio

Underutilised vacant properties causing social issues at community level. (i.e. squatting)

Expanded Public Works Programme Challenges in creating sustainable jobs aligned to Strategic Initiatives and IDP Priorities


Roads

Gravel borrow pits availability

Much better integration is needed between municipal approvals of land-use developments,

spatial development planning and the impacts these make on the proclaimed road network,

the current N1, 2 and 7 Corridor Working Groups are not effectively addressing joint planning

ideals.

Funding needs

Technical staff capacity.

Public Transport

Limited Transport planning capacity focusing on public transport

Insufficient Law Enforcement personnel and limited efficiencies gained through alignment

between local authorities and provincial traffic management

Traffic Management

Lack of capacity to respond the growing demands

Lack of involvement in integrated municipal planning

Provincial Infrastructure and Property Management

Timeous acquisition of land suitable for social infrastructure delivery is negatively affected due to

the location of land and the environmental value, which prohibits development. This could lead

to delays in delivery of infrastructure.

None consideration of life cycle costing and management of the provincial property portfolio


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Sept/Oct 2014

Limited Alignment of spatial configuration of investment in infrastructure and the legislative

environment that the Province needs to operate within.

Limited available budgets and capacity to maintain existing infrastructure and to deliver new

infrastructure to respond to population growth and new demands.

Expanded Public Works Programme

HR Capacity limitation at Municipal Level and limited knowledge and experience pertaining to

intensive labour methodologies.

Compliance with the Ministerial determination with regards to VAT & UIF matters.


Roads

Road Planning, Design, Construction and Maintenance programmes in conjunction with EPWP

and skills development.

Freeway Improvement Schemes (N1 capacity improvements, N2 Borcherds Quarry InterchangeImprovements and N7 Interchange and auxiliary road works improvements) R 250 Mill

George and Stellenbosch Bypasses- to improve through-traffic accommodation and mobility

and alleviate congestion and improve economic outputs R 300 Mill

N12 Corridor Improvements between George and Beaufort West to improve road classification,

road condition and safety along a much needed mobility corridor with huge job creation,

public transport and regional economic development benefits- R 2 billion

R61 duelling and upgrade project between Worcester, Robertson and Ashton to serve freight,

commuting and mobility needs generating huge job creation and economic benefits for theregion R 1,2 billion

Public Transport

Support is provided to municipalities in developing their Integrated Transport Plans as a critical

component of their municipal Integrated Development Plans.

The collaborative efforts from key transport role players such as the municipal planning

authorities, PRASA, SANRAL, and Transnet, and all spheres of government, continue to be crucial

for integrated public transport network plans of the Province.

Achieving road safety on Western Cape roads is a collaborative effort including various critical

partners which include the bus and mini-bus taxi industries, and prosecutorial and law

enforcement agencies.

With the transfer of the Traffic Management function to this Department, a single point of

leadership and a holistic approach to road safety, which combines the elements of

enforcement, education, and engineering, is possible and will reduce coordination constraints

of past arrangements which hampered effective implementation.

Most importantly it is the behaviour of road users that is fundamental to achieving overall

success.


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Sept/Oct 2014

With regard to the implementation of the Administrative Adjudication of Road Traffic Offences

Act, 1998 (Act 46 of 1998) in the Western Cape, the Department is ensuring an adequate level of

preparedness by conducting refresher courses for operational staff.

Traffic Management

Traffic Management inclusion in ITP & IDP

Provincial Infrastructure and Property Management The Department is mainly responsible for the provision of office accommodation and as

implementing agent for user departments for the delivery of their infrastructure requirements.

This includes the acquisition of land. The Department is highly dependent on municipalities to

identify and acquire land.

The Department identify potential surplus land parcels and consulted it with the relevant s

stakeholders. The Department will dispose of those land parcels that are surplus to government

requirements or to other custodians if where such a need was indicated. Due to all the legal

processes that need to be followed and it will take some time.

Expanded Public Works Programme

Development of Policy and Implementation Framework

Information sharing sessions with Councillors and Senior Managers at Local Municipalities

Regional EPWP Coordinator provides one-on-one technical support

Compliance Monitoring facilitates site verification to support compliance to Ministerial

Determination

Facilitate the drafting of municipal business plans, signing off of Conditional Grant and Protocol

Agreement

6.4 Health


The purpose of the progamme District Health Services is to render facility-based services (at clinics,

community health centres and district hospitals) and community-based health services (CBS) to the

district. Health care services supporting the Beaufort West area include:

Beaufort West and Murraysburg District Hospitals, and Nelspoort Specialised Hospital;

Primary Health Care Facilities in Beaufort West, Nelspoort, Merweville and Murraysburg;

Mobile Clinic Service; and

Community-based health services (CBS) to the population of Beaufort West Sub District.

In addition there are the following Sub-programmes:

District Management: Management of District Health Services, corporate governance and

quality assurance.

Community Health Clinics: Rendering a nurse-driven PHC service at fixed, satellite and mobile

clinics.


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Sept/Oct 2014

Oral health services: Prevention, promotion and acute oral health services to clinics, schools,

Correctional Services and communities via outreach campaigns (Mobile Dental Services to be

implemented).

Community Based Service: Home-based care, community care workers, caring for victims of

abuse, mental and chronic care, and school health.

Nutrition: Rendering a nutrition service in order to address malnutrition.

HIV and AIDS: Rendering a PHC service for HIV disease, AIDS, sexually transmitted infections and

tuberculosis.


Service delivery trends Changes in trends and possible impact

Migration/seasonal workers and

increased population

Negative impact on environmental health e.g.

sanitation, water supply, waste removal leading to

increase in infectious diseases.

Negatively impacts on retention in care e.g. TB/HIV.

Infrastructure Congested PHC facilities.

Moving from illness to wellness

approach

Patient responsibility towards wellness and positive

impact on BOD.

High burden of dental caries

Increase demand for extractions especially young

children.

Teeth loss impact on childhood development e.g.

speech.

Inadequate way finding to health

facilities

Signage needed

Womens Health and Child Health

challenges

Teenage pregnancies

Non-communicable disease Violence and Injuries

Mental Health BOD

Drug and Alcohol abuse

Developing gangsterism

Communities are ill-informed

about structures and functions of

District Health Services, e.g.

booking, ambulance and referral

services.

Unnecessary complaints land up at the Local

Government offices and patients get frustrated,

blaming the Department of Health.


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Sept/Oct 2014

6.4.3


Communication:

Internal & external communications system is required in each municipal area for more effective

patient complaint management; and to ensure the clinic committee system is up and running over

the next few years; patient-doctor/nurse communication. In addition, the following have been

identified as key interventions:

CHILD HEALTH

Wellness Bus

Diarrhoeal planper sub district in place, with involvement of

environmental health officers of the municipality. Seasonal (Dec

Jan) incidence are higher.

Mother Baby Friendly Initiative:Start the training and work towards

MBFI-Status. Provincial Audit complete, awaiting report.

Immunisations: plans are in place for immunization and

developmental assessments. Plans must be implemented and

maintained.

WOMENS HEALTH

Burden of Disease: Implanon best for all patients with chronic

diseases

Sterilizations:sterilizations are critical in CKD because of distances of

rural areas.

JHHESA and RMCH partnershipto reduce teenage pregnancies and

late Antenatal clinic bookings.

Foetal Alcohol Syndrome (FAS), & Nutrition: Promotion-programmes

at the clinics by Health Promoters to prevent the use of alcohol

during pregnancies

Vitamin A:must be given to each child twice per year. District Health

Services currently attempts to conduct door-to-door visits every 7

months to target those who do not visit the clinic for their Vitamin A.

Post Natal Care: thelink with CBS to be maintained

HAST

All clients that enter clinics and hospitals must be screened for TB &

HIV: The district has to focus on prevention of infectious diseases e.g.

TB & HIV to contribute to MDG 6 (Combat HIV/AIDS, malaria and

other diseases).

TB screening must improve: The TB case notification rate for Beaufort

West Sub District is 908 per 100 000 population compared to the 1

000 per 100 000 of the Western Cape Province.

Improve the number of patients on anti-retroviral treatment

remaining in care, and to improve on the number of patients with

suppressed viral loads


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Sept/Oct 2014

NON

COMMUNICABLE

DISEASES

Appointment system for MH clients

MH Competency training for staff

ORAL HEALTH

School health wellness bus

Integration of services: including school health and RTH in facilities

(to target child health) and MCR (to target womens health)

Chronic care patient

6.5 Education


There are 15 Primary schools and 5 secondary schools within Beaufort West Municipality. With respect

to Early Child Development (ECD), 10 schools and 7 independent sites provide Gr R education.

Enrolment rates reflect a consistent increase in enrolment across early, primary and secondary phases

of education since 2012 as is demonstrated by the Table 4 below.

Table 4: Beaufort WestMunicipality Learner enrolment figures

2012 2013 2014 2012 2013 2014 2012 2013 2014

Total GR R learners Total GR 1-7 learners Total GR 8-12 learners

544 727 722 6,796 6,803 6,766 3,890 3,894 3,996

Academic progression from Gr 1 to Gr 11 is relatively high, with over 80% of learners progressing to

further grades in 2013 (please see Table 5 below).

Academic Progression

Table 5: Percentage Learners progressing through schooling (2013) within the Municipality

Grades Gr 1-3 Gr 4-7 Gr 8-9 Gr 10 - 11

Year 2012 2013 2012 2013 2012 2013 2012 2013

Municipality 89.61% 85.6% 94.4% 92.8% 82.4% 87.4% 74.5% 83.3%

WCED 89.4% 94.1% 93.2% 82.7% 84.6% 77.1% 83.7% 89.4%

However, the situational overview below (Table 6) highlights a poor academic performance by

schools in the municipality. Less than half (44%) of learners in Gr 3 achieved the required level in

national numeracy and literacy assessments. Similarly, a minority of learners in Gr 6 (44 per cent) and

Gr 9 (22 per cent) achieved the required level in language and mathematics assessments. Poor

performance in the aforementioned phases is contributing to poor quality matric results, with 29% of Gr

12s having passed at a bachelor level in 2013. Furthermore, 27 per cent of Gr 12s achieved 50 per

cent or more in mathematics, and 22 per cent achieved 50 per cent or more in physical science.


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Sept/Oct 2014

Table 6:Academic Performance Situational Overview

BeaufortWestMunicip

ality

%oflearnersingrades3achievingattherequired

levelintheannualnationalasse

ssmentsinliteracy

andnumeracy

%ofgrade6learnersachievingattherequired

levelintheannualnationalas

sessmentsinfirst

additionallanguageandhomelanguageand

mathematics

%ofgrade9learnersachievingattherequired

levelintheannualnationalasse

ssmentsinHome

andfirst

additionallangua

ge

%

ofGrade12learnerspassing

atbachelorlevel

NumberofGrade12achieving50%ormorein

Mathematics(POSc

hools)

%

ofGrade12achieving50%ormorein

Mathematics(POSc

hools)

NumberofGrade12achieving50%ormorein

PhysicalScience(PO

Schools)

%ofGrade12achieving50%o

rmoreinPhysical

Science(PO

Scho

ols)

44% 33% 22% 29% 19 27% 14 22%

The following figure (Figure 5) highlights that Beaufort West has a relatively high learner retention rate

compared to the rest of the CKD; however the rate is significantly less than the provincial rate.

Figure 5: Academic Comparative FET phase learner retention within the related District


Learners who leave school before completing Grades 112 or who under-perform.

Often, early school-leaving often happens because learners academic performance

deteriorates until they believe they wont pass the next year. In addition, they drop out because

they are needed as breadwinners or because they fall prey to various social ills.

Infrastructure and accommodation challenges.

This is a problem in the Western Cape overall as there are 15000 new learners enrolling in schools

in the province per annum. This makes the building and planning processes very complicated,

and the following challenges arise:

o Shortage of places in schools with the language medium of choice, overcrowding in

certain grades,

o Aging or inappropriate infrastructure,


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Sept/Oct 2014

o Lack of funding for water, electricity rates bills and upkeep of sports fields,

o Vandalism,

o Problems with refuse or stormwater drainage.


Potential levers that can be harnessed to unblock the above challenges include:

Participation of parents, communities and the municipality in target-setting, ensuring school

attendance, and helping with preparation for the world of work.

Prior joint planning and steps taken to ensure that teaching and learning and after-school

programmes can take place supported by the best facilities.

6.6 Safety and Security

6.6.1

Status Quo Analysis

Regarding police stations, the Beaufort West Municipality has 2 police stations, situated in Murraysburg

and Beaufort West. With respect to contact crime, Beaufort West has a lower rate of crime than the

provincial ratio, but a higher rate of reported common assault and assault GBH cases than Laingsburg

and Prince Albert (see Figure 6 below). Regarding property related crime, theft out of motor vehicles

and burglary at residential premises, Beaufort West has higher rates of reporting than Prince Albert.

Interestingly, Beaufort West has a lower ratio for drug-related crime and driving under the influence of

substance abuse than the district and Western Cape ratio.

Figure 6:Assault GBH 2012/2013

Figure 7: Burglary at Residential Premises 2012/2013


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Sept/Oct 2014

6.6.2


Service Delivery Challenges include the following:

Service Service Delivery Challenges

Policing Needs and Priorities

(PNPs)

Access to safety related data

Municipal boundaries do not cover the same SAPS

cluster precincts.

Greater ownership by the Municipality

Neighbourhood Watches (NHWs) The availability of NHW volunteers on date of training.

Chrysalis Youth Work

Programme (CYWP)

Signing a MOU to formalise the partnership between

the Municipality and the Department.

Community Police Forums (CPFs) The lack of participation of CPFs on Expanded

Partnership Programme (EPP), and lack of CPFs

understanding of roles and responsibilities.

6.6.3


The following have been identified as critical interventions:

Better cooperation is required between provincial departments and local government.

Improved commitment and application of resources to execute partnership agreements

between provincial government, municipalities and CPF entities.

Uniform support of CPFs by all relevant entities and role-players including municipalities to

strengthen outputs and outcomes of CPF and department initiatives.

6.7 Cultural Affairs and Sport


Cultural Affairs and Sport refers to Arts and Culture, Archive services, Library Services, Heritage and

Geographical Names Services, Sport Promotion, Sport Development and Museum Services.

There is a need for a more co-ordinated approach to the roll out of arts and culture initiatives and the

sharing of information related to resources and organisations prevalent in the area. With respect to

Archive services, the core function is to ensure proper record keeping. Municipal cooperation with the

Western Cape Archives and compliance with the stipulations of the Provincial Archives and Records

Service of the Western Cape Act, 2005 is essential in this regard. In addition, municipalities are invited

to attend training provided by the Archive Services in implementing a functional record system that

upholds transparency accountability. The Library services provide a maintenance service for the

computer systems and new library material on a quarterly basis. Every 1 to 3 years the ICT equipment is

refreshed and training is provided.


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Sept/Oct 2014

In terms of sport promotion, here has been a focused and improved approach from municipalities

with regards to planning and provision of sport infrastructure and support for major events after

workshops and Indabas held with municipalities and federations by DCAS.

Sport development is facilitated through provision of equipment; and sport development through

training, workshops and various coaching clinics, mass participation, skills development, talent

identification, club creation and league sport. In addition, a number of MOD centres have been

established at various schools in the area. MODs partner with WCED and DSD to roll out the

programme, where the following activities are provided forbaseball, rugby and softball, arts and

culture, music and library activities. MOD centres aim to provide a safe space for the youth to develop

skills and enjoy a healthy lifestyle.

6.7.2


It has been experienced that Arts and Culture is not a priority for municipalities. The complete value

chain is not considered and its impact on socio-economic trends in a community. In terms of

partnership-building, most NPOs and NGOs arewelfare based organisations, and many NPOs and

NGOs focusing on art are not formally registered, impacting on negatively on partnerships and

project implementation

With respect to Archive services, the municipality does not have sufficient funds to attend the training

sessions and the Records Management Forum meetings and activities during Archives Week. The

negligent management of records in municipalities are due to a lack of facilities and/or trained staff

and could impact negatively on auditing processes. Similarly, Library services are underfunded

mandates. Provision of comprehensive funding to municipalities remains a challenge. Regarding Sport

Development, limited infrastructural and human resources in the region prevents extension of

programmes to rural communities.


A potential lever of Arts and Culture services could be to stimulate the use of cultural products of the

region as economic drivers and facilitate networks and integration through DCAS programmes by

building partnerships with festivals, and affording opportunities for skills development. Provision of

effective funding for Library services should be considered. Finally, Sport Promotion should be

prioritised of sport by municipalities, including adequate long term planning for sport infrastructure and

development.

Currently, key activities that take place at the MOD centres are: Feeding programme, educators

training, special events linked to days of significance, inclusion of neighbouring schools in activities,

equipment, attire and transport.


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SECTION 7:

SYNTHESIS OF GAME CHANGERS IN BEAUFORT WEST MUNICIPALITY

SERVICE DELIVERY

CHALLENGEGAME CHANGERS

LEAD

SECTOR

SUPPORTING

SECTOR (S)

ECONOMIC

GROWTH

1. Productive Economy sectors like Agro-processing

2. Addressing economic priorities through the support of small business and LED strategy

3. Cross cutting Skills Development interventions

DEDAT

DOA

Beaufort West

SOCIALPROTECTION and

EDUCATION

1. Transport of community to and from Hospital and Wellness Bus

2.

A game changer is needed in the area of education, as academic performance in schools is poor,and a lack of skills in Beaufort West is negatively impacting economic and social development in the

area.DSD

WCED

DOH

DEADP

Beaufort West

ENVIRONMENT 1. Shale Gas FracturingDEA

Beaufort West

DEDAT

DEADP

LIVING

ENVIRONMENT

1. Site S1 development

2. The housing pipeline should prioritize those projects that are closer to the town centers Identification of

suitable land and land banking for future developments

3. Upgrading Beaufort West Waste Water Treatment Works WWTW, water network and electric network

issues

4. Water Conservation and Demand Management Strategy

5. Beaufort West has significant solar power potential, adequate land availability and could be a

significant energy contributor to the national grid.

DEADP

DOH

DLG

DHS

DTPW

Beaufort West


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SECTION 8: CONCLUSION

In view of all the departmental baseline reports highlighted above, Provincial government

should concentrate efforts in supporting Beaufort Municipality through meaningful

engagement with the Municipal sphere to achieve the service delivery outcomes this

Province expects of us. As such, building collaborative structures that function between

departments to ensure challenges are addressed with transversal solutions is critical. Similarly,

whole of society approach highlights the need for civil and private stakeholder in put in

governance. While various departments highlight the need to partner with the private sector,

provincial support could contribute to achieving this.

While government sector constantly faces the challenge of reconciling inadequate resources

with extensive need, resource distribution (specifically financial resources) for reportedly

underfunded or deprioritised mandates (e.ge Human Settlements and Arts and Culture)should

be considered.

8.1 Challenges, Constraints and Risks

The challenges, constraints and risks associated with the Beaufort West municipal area, are

summarised as follows:

8.1.1

Economic performance

Despite being a major contributor to employment of unskilled and semi-skilled labour in

Beaufort West, the Agricultural sector is declining (-2 per cent).In addition, transport, storage &

communication (1.7 per cent); and government services (0.2 per cent) are the slowest

growing sectors in the municipality.

8.1.2 Unemployment and poverty

Beaufort West has a key economic development role in the region; however the municipality

has high levels of poverty (29.1 per cent in 2011) and youth unemployment (34.5 per cent in

2011).

8.1.3

Development Planning

Low-income residential development is outpacing the development of GAP and middle

income residential development within the settlements in Beaufort West, with could contribute

to a financially unsustainable position of the municipality. Furthermore, low-income residential

development is, usually undertaken on the periphery of towns, furthest from economic


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opportunities and facilities, contributing to the underutilisation of better-located land and

infrastructure. In addition, the possible re-alignment of the N1 highway around Beaufort West

poses a significant threat to the economic vitality of the town it could cut people off from

services and facilities. Water availability is also a significant concern for the municipality within

all towns, and is perhaps poses the greatest growth and development constrainer for the

future of all its settlements. Finally, Beaufort West has an electrical infrastructure backlog which

needs to be addressed.

8.1.4 Agriculture

In addition to a lack of resources (especially regarding farmers on commonages), the lack of

skills development and poor academic performance contributes to the decline of the sector,

for example it creates reluctance amongst external host employers to place interns.

8.1.5 Education

Beaufort West experiences increasing learner enrolment, and relatively high learner

progression through primary and secondary education. However, findings highlight poor

academic performance by schools, characterised by high drop-out rates and poor

achievement in national assessments. One of the outcomes of this is that only 29 per cent of

Gr 12s passed at a bachelor level in 2013.

8.1.6

Health

Migrant and/or seasonal workers have a negative impact on environmental health to a

temporary, increased demand on services e.g. sanitation, water supply and waste removal,

which leads to increase in infectious diseases Other challenges include oral health, teenage

pregnancy rates and violence and injuries.

8.1.7 Environment

Shale gas fracturing could provide significant benefits and risks to the CKD, and should be

investigated further. Should fracturing move forward, regulatory steps should be taken to

ensure environmental damage is minimized.

8.2 KEY ISSUES

8.2.1

Developing a strong rural economy by strengthening key economic drivers:

a. The reasons for the notable contraction of the agricultural sector need to be clearly

understood and plans established to address these issues.


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b. The LED Strategy of Beaufort West should be aligned to the WCD Strategy to strengthen

the rural economy.

8.2.2 Improving education:

a. Discussions related to turning around the low literacy rate and high average school

drop-out rate and poor academic performance should be taken to a higher level.

b. To target education challenges the WCED transports learners to and from education

facilities. The relationship between the provision of learner transport and improved

educational results should be investigated. In addition, MOD centres should be

assessed to understand how they are contributing to improved education outcomes

amongst learners.

8.2.3 Social protection

a.

Generally speaking the provision of adequate services to the non-urbanised

population is very challenging. This is a particular concern with the provision of on-

going services such as education and health care. In order to target this, there is a

greater emphasis on the spatial accessibility of health services using mobile clinics and

providing community transport to hospitals. In addition, MOD centres aim to assist

learners in developing (amongst other areas) skills and a healthy life style by

developing safe hubs for the youth within communities.

b.

The transient nature of seasonal and migrant labour is a challenge in mostMunicipalities. The temporary increase in the population places the service

infrastructure under severe strain. In some instances this strain leads to infrastructure

operating over capacity. However the transient nature of this workforce makes the

planning and provision of sufficient infrastructure capacity very difficult.

c. Furthermore, the transient nature of seasonal and migrant labour is a challenge with

regards to the provision of adequate and appropriate health care to the public

because of increased pressure on environmental health and health services.

8.2.4 Improving the Municipal Balance Sheet:

a.

The financial sustainability of the Beaufort West Municipality should be determined.

Not only does this apply to the provision and upgrading of critical infrastructure but

also the long-term income and expenses balance sheet.

b. Municipalities should strive to adopt innovative approaches to increasing investment

whilst still securing a steady income stream. Such an approach could be for

Municipalities to invest in the production of renewable energy.


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c. Beaufort West must strive to maximise the use of their existing infrastructure capacity.

This can be achieved by encouraging development to occur within the existing built

urban form. This approach is put forward in the Municipal Financial Sustainability

Study, 2014.

8.2.5 Infrastructure and long-term planning:

a. A long term housing pipeline for low income developments is needed to review the

financial sustainability of the municipality.

b. Many Municipalities face growing infrastructure maintenance and repair backlogs.

This situation is worsened by the demands of inappropriately located new

developments. In order to ensure sustainable service delivery, investment in municipal

infrastructure must take into account the requirements of both new developments

and general upgrading and maintenance.

c. Infrastructure backlogs are extensive in most Municipalities. The lack of service

infrastructure capacity could lead to reduced private and public developments and

ultimately a negative impact on the economic development of the region.

8.2.6 Settlement Restructuring and Integration:

a. A critical review of the housing typologies within the confines of the National Housing

Subsidy is needed in order to determine how the subsidised housing programme can

be actively utilised to achieve urban restructuring, densification and compaction.b. Housing delivery should prioritise the development of strategically located sites which

will work towards settlement restructuring. In the case of Beaufort West, adequate

land has been identified for future residential and mixed-use development within the

urban edge. Settlements should not be developed on the periphery until available

land is utilised.

c. Discussions aimed at securing the strategically located land should be initiated.

Beaufort West Provincial JPI Report_1

Documents

Transcript of Beaufort West Provincial JPI Report_1