MATJHABENG LOCAL Section 10 deals with budget implications of servicing the housing backlog, • Section 11 analyse the performance of the planning function at municipal level. about

Municipal Profile

Matjhabeng Local Municipality : Municipal Profile. Developed by i@Consulting (Pty) Ltd on behalf of the Housing Development Agency - 2014 Page 1

The Housing Development Agency (“HDA”) is a nationalpublic development agency that promotes sustainablecommunities by making well located and appropriatelyplanned land and buildings available foe the development ofhuman settlements. The Agency has developed anddeployed an information system which includes municipalprofiles for selected municipalities. The intent of this profileis to provide guidelines and advice to Provincial Departmentof Human Settlements as well as municipalities on efficientutilization of land and economic government infrastructureinvestments in support of integrated human settlementsdevelopment.

introduction

The template was compiled for the Housing DevelopmentAgency using a number of different data sources. The 2011Census information from StatsSA was used extensively torepresent socio-economic information.

The financial profile data was extracted from themunicipalities’ most recent financial statements. TheIntegrated Development Plan (IDP), Housing DevelopmentPlan (MHDP) and Spatial Development Framework of eachmunicipality also provided inputs into the municipal profile.Where possible, each source of information is quoted aspart of the specific figure, table or chart.

The municipal profile is structured in the following sections:• Section 1 provides background information on the

municipality, including land use data;• Section 2 deals with demographic information such as

population growth and income;• Section 3 provides an economic overview of the

municipality;• Section 4 investigates the financial status of the

municipality;• Section 5 gives headline data on the property market in

the municipality;• Section 6 looks at housing demand and historic delivery

of RDP houses;• Section 7 displays a land rent analysis• Section 8 provides a snapshot of water, sanitation and

electricity delivery;• Section 9 displays a cost surface analysis• Section 10 deals with budget implications of servicing the

housing backlog,• Section 11 analyse the performance of the planning

function at municipal level.

about the template

Matjhabeng Local Municipality is located in the FreeState Province, within the Lejweleputswa DistrictMunicipality. The municipality is almost 516 103hectares in extent, of which 5% is developed.

Contact Details:Postal: PO Box 708, Welkom, 9460Physical: 319 Stateway, WelkomTel: 057 391 3100/3911Fax: 057 357 4393Web: www.matjhabeng.fs.gov.za

Matjhabeng Local Municipality

MATJHABENG LOCAL MUNICIPALITY

Source: Municipal Demarcation Board , 2011

The municipality does not contain any Tribal areas, but a numberof informal settlements do occur.

Section 1: Background

Source: National Geo-spatial Information (NGI), National Land Cover 2000 (NLC 2000).

Agriculture is a major land use inMatjhabeng (in terms of geographic area)with 34,91% of land in the municipal areaconsumed.

Mining, although a very importanteconomic industry, consumes only about1,5% of the surface area of Matjhabeng.More than 60% of the municipality iscurrently vacant/undeveloped.

Page 2

Source: South African National Land Cover

Demarcation Board - 2011

StatsSA -2011

Land Cover Category Hectare

Thicket, Bushland, Bush Clumps & High Fynbos 0,6%

Grassland 56,4%

Forest Plantations (Eucalyptus spp) 0,1%

Waterbodies 0,5%

Wetlands 3,8%

Natural surface 0,2%

Erosion 0,1%

Degraded land 0,2%

Cultivated land 34,8%

Urban / Built-up : residential 1,7%

Urban / Built-up : commercial 0,1%

Urban / Built-up : industrial / transport 0,1%

Mines and quarries 1,5%

Matjhabeng Local Municipality : Municipal Profile. Developed by i@Consulting (Pty) Ltd on behalf of the Housing Development Agency - 2014


Municipal Profile

% population residing in farms

2,26%

% population residing in

Urban Areas

97,7%

The total extent of Matjhabeng LM is 516 103 hectares.

Source: Statistics South Africa, 2011

108 264

15 408

Households that may qualify for subsidies based on income - 2001

Less than R 3500/month R 3 500 - R12 801/Month

From 2001 - 2011, the % people earning less than R3500/month reduced with: 2,66% per annum.

Section 2: Demographics

Matjhabeng has the second largest population in the

Free State Province with 406 461 people (StatsSA, 2011). Thelast 3 census figures indicate that the municipality has infact decreased in population since 1996.

Matjhabeng LM has a VERY LOW POPULATIONDENSITY OF 0,79 people per hectare, largely due to

96,64% of the municipality not being developed.

population

1996 to 2001 2001 to 2011

-2.85% -0.04 %

Growth

By 2020, the population of Matjhabeng LM is

expected to be 558 601

income

People in Matjhabeng are relatively poor with almost

16,09% of the households earning no income at all.There has been significant growth in the incomebracket earning between R 3500 and R 12800/month– a clear signal for rental or gap market housingoptions.

Page 3

YearRSA

PopulationMatjhabeng Population %

1996 40 340 660 475 895 1,17%

2001 44 816 888 408 169 0.91%

2011 51 770 560 406 461 0.79%



Municipal Profile

475 892

408 169 406 461

y = 891,58x2 - 3 577 188,59x + 3 588 476 521,08R² = 1,00

19

96

19

98

20

00

20

02

20

04

20

06

20

08

20

10

20

12

20

14

20

16

20

18

20

20

Population 1996 - 2020

0

5 000

10 000

15 000

20 000

25 000

No

inco

me

R 1

- R

40

0

R 4

01

- R

80

0

R 8

01

- R

1 6

00

R 1

60

1 -

R 3

20

0

R 3

20

1 -

R 6

40

0

R 6

40

1 -

R 1

2 8

00

R 1

2 8

01

- R

25

60

0

R 2

5 6

01

- R

51

20

0

R 5

1 2

01

- R

10

2 4

00

R 1

02

40

1 -

R 2

04

80

0

R 2

04

80

1 o

r m

ore

Household Monthly Income 2011

79 432

30 572

Households that may qualify for subsidies based on income - 2011

Less than R 3500/month R 3 500 - R12 801/Month

From 2001 - 2011, the % people earning between R 3500 to R12801/month grew at: 9,84% per annum.

0 10 000 20 000 30 000 40 000 50 000 60 000 70 000 80 000

No schooling

Grade 0

Grade 1 / Sub A

Grade 2 / Sub B

Grade 3 / Standard 1 / ABET 1 (Kha Ri Gude,SANLI)

Grade 4 / Standard 2

Grade 5 / Standard 3 / ABET 2

Grade 6 / Standard 4

Grade 7 / Standard 5 / ABET 3

Grade 8 / Standard 6 / Form 1

Grade 9 / Standard 7 / Form 2 / ABET 4



NTC I / N1 / NIC / (V) Level 2

NTC II / N2 / NIC / (V) Level 3

Certificate with less than Grade 12 / Std 10

Diploma with less than Grade 12 / Std 10

Grade 12 / Std 10 / Form 5

Grade 12 / Standard 10 / Form 5 / Matric / NTC111

NTC III / N3 / NIC / (V) Level 4

NTC IV / N4

NTC V / N5

NTC VI / N6

Certificate with Grade 12 / Std 10

Diploma with Grade 12 / Std 10

Higher Diploma

Post Higher Diploma (Masters, Doctoral Diploma)

Bachelors Degree

Bachelors Degree and Post graduate Diploma

Honours degree

Higher Degree (Masters / PhD)

Other

Number of people

Hig

hes

t le

vel o

f ed

uca

tio

n a

chie

ved

in

20

11

Highest level of education 2011

level of education

Section 2: Demographics

gender distribution


In 2011, the male gender constituted

approximately 49,54% of the total population.

This is down from

around 55,31% in 1996. This may be due to a

declining mining sector.

4PageMatjhabeng Local Municipality : Municipal Profile. Developed by i@Consulting (Pty) Ltd on behalf of the Housing Development Agency - 2014


Municipal Profile

The percentage of population with no

schooling decreased between 2001 and

2011 with 8,69%

55,31%

49,08% 49,54%44,69%

50,92% 50,46%

0%

10%

20%

30%

40%

50%

60%

1996 2001 2011

Nu

mb

er o

f p

eop

le

Gender Distribution 1996 - 2011

Male Female

Section 3: Economics

Page 5

economic sector & strength

The dominant economic sector in is clearly Mining,which contributes to more than 40,51% of theGVA of the municipality. This sector employs morethan 13,36% of Majthabeng’s people. All othereconomic sectors contribute less than 15% each ofthe GVA of Matjhabeng LM.

In 2011, theunemploymentrate was:

37%

0 50000 100000 150000

2004

2005

2006

2007

2008

2009

2010

2011

Economic Strength - GVA (R Millions

Metro Average Matjhabeng Local Municipality



Municipal Profile

In 2011, Matjhabeng LM contributed to 0,77%of the National GVA.

0%

10%

20%

30%

40%

50% 40,51%

13,36%

% S

har

e

Economic sector

Economic strength

Share of GVA Share of employment

-6%

-4%

-2%

0%

2%

4%

6%

8%

2007 2008 2009 2010 2011

Comparison of Economic Growth Rates (2007 - 2011)

Matjhabeng LM Metro Average

Free State GVA National GDP Of the 8 metropolitan municipalities in SouthAfrica, only Nelson Mandela Bay exhibits alower average annual economic growth rate(2008-2011) than Matjhabeng LM.

MunicipalityEconomic Growth Rate

2008 2009 2010 2011 Average

City of Cape Town 4,0% -1,1% 3,0% 3,0% 3,1%

Buffalo City LM 3,3% -1,3% 1,2% 2,1% 2,0%

Nelson Mandela Bay Metro

0,0% -4,6% 0,6% 0,6% -0,2%

Mangaung 4,8% -0,9% 1,8% 2,4% 2,8%

eThekwini 2,9% -1,6% 2,1% 2,4% 2,2%

Ekurhuleni 4,1% -3,5% 3,3% 3,8% 2,7%

City of Johannesburg 5,7% -1,0% 2,9% 3,8% 3,6%

City of Tshwane 2,6% 3,1% 3,0% 3,1% 3,7%

Matjhabeng LM -1,4% -4,9% 6,9% 0,6% 0,48%

Service charges

Infrastructure carrying value

R 0

R 1 000

R 2 000

R 3 000

R 4 000

R 5 000

2012(Rand/million)

2013(Rand/million)

R 735 R 783

R 4 654 R 4 433

R 0

R 200

R 400

R 600

R 800

R 1 000

2013 (Rand/million)

Revenue billed R 960

Renevue collected R 639

Loss in cash flow R 321

RA

ND

/MIL

LIO

N

Annual Collection Rate (2013)

Section 4: Financial Status of the municipality

annual collection rate

66,56% of all billed revenue has been collected, the benchmark is 95%

The payment level of 66,56% resulted in a loss of R 320 million in cash flow which should have been utilised in service delivery or in capital investment.

Future sustainability and growth is dependent on a collection rate of approximately 95% and a focused revenue collection strategy should be implemented.

own revenue to total operating revenue

71,67% of the Municipality’s revenue was internally generated in 2013, this has

increased from 71,46% during 2012, which indicates a decreasing dependency on government grants to sustain operations.

asset turnover Service revenue to assets employed (asset turnover)measures whether there is sufficient investment ineconomic assets. The benchmark is 20%

Page 6

15,80% 17,66%



Municipal Profile

The historic infrastructure base is sufficient tosupport the current service delivery demands.

The upward trend indicates the municipalities growthin economic assets thus ensuring excellent revenuegrowth.

R 0 R 200 R 400 R 600 R 800 R 1 000 R 1 200 R 1 400 R 1 600

Operational grants; R 438

Own revenue; R 1 108

Total Revenue (excl. Capital grants); R 1 546

RAND/MILLION

0

20

40

60

80

100

120

140

160

No

of

Tran

sfer

s

Total Number of Transfers (above 20 transfers)

Section 4: Financial status of the municipality

budget implementation

Indicates to what extent the Municipality is able to deliver on its planned budget. The

target is 100%.

70,27% actual expenditure on capital budget

121,68% actual expenditure on operational budget

95,60% actual revenue realised

Page 7

Section 5: Property market



Municipal Profile

R 0

R 500 000 000

R 1 000 000 000

R 1 500 000 000

R 2 000 000 000

CapitalExpenditure

OperatingExpenditure

OperatingRevenue

70,27%

121,68%

95,60%

Revenue and expenditure management

Budgeted Actual

R 104,24

R 130,25

R 1 326,26

R 242,98

R 19,77

R 47,82

R 31,12

R 3 282,74

R 0,58

R 370,15

Agricultural

Instututional

Business

Industrial

Mining

Municipal

Private Open Space

Residential

State-Owned

Vacant

Average land value(R/m²) per land use

R 0

R 50000000

R 100000000

R 150000000

R 200000000

R 250000000

Highest Transfers (above R1 million)

Source: Matjhabeng Valuation Roll 2011/2015

Section 6: Housing demand and supply

dwelling type & housing backlog

The municipal housing backlog reduced from

41 310 in 1996 to almost 24 442 in 2011

housing delivery

Annual housing delivery target:(IDP 2013/2014)

Page 8

4 250

Average annual delivery:(StatsSA Building plans approved 2011-2012) 206

Current total number of units planned:

(IDP 2013/2014)

4 250



Project name 2013 -2014

2014 -2015

Thabong Thandanami housing project 750 750

Proposed Township establishment of Matjhabeng 3500 3500



Municipal Profile

0 20 000 40 000 60 000 80 000 100 000

House

Traditional dwelling

Flat or apartment

Cluster house

Townhouse

Semi-detached house

House/flat/room in backyard

Backyard shack

Informal settlement

Servants quarters/granny flat

Other

89 561

444

2567

245

656

477

2736

8121

16179

466

1670

Households

Dwelling type

41 310

49 586

24 433

Housing backlog

2011 2001 1996

0

100

200

300

400

500

600

Dwelling HousesCompleted

Flats &TownhousesCompleted

Dwelling HousesSmaller than 80

(m2)

Number of Residential Buildings Completed

2007 2008 2009 2010 2011 2012

0

50

100

150

200

250

300

350

400

450

500

2010 2011 2012

4

461

355

Annual Delivery of RDP Houses

Dwelling Houses Smaller than 80 (m2)

The building plan statistics indicates that

355 RDP house were built in 2012.

R 0

R 50

R 100

R 150

R 200

R 250

R 300

R 350

R 400

0-5 5-10 10-15 15-20 20-25 25-30 30-35 35-40 40-45

Ran

d p

er/m

²

Time in min from CBD

Average Total Property value –Residential Properties

Source: Matjhabeng Valuation Roll 2011/2015

Municipal Profile

Page 9

Section 7: Land Rent Analysis


The land rent theory is a geographical economic theory that refers to how the price and demand for real estatechange as the distance from the central business district (CBD) increases. It states that different land users willcompete with one another for land close to the city centre.

land rent


R 0

R 100

R 200

R 300

R 400

R 500

R 600

R 700

R 800

R 900

0-5 5-10 10-15 15-20 20-25 25-30 30-35 35-40 40-45

Ran

d p

er/m

²


Average Total Property value –Business Properties

R 0

R 50

R 100

R 150

R 200

0-5 5-10 10-15 15-20 20-25 25-30 30-35 35-40 40-45

Ran

d p

er/m

²


Average Total Property value –Industrial Properties

R 0

R 10

R 20

R 30

R 40

R 50

R 60

R 70

R 80

R 90

0-5 5-10 10-15 15-20 20-25 25-30 30-35 35-40 40-45

Ran

d p

er/m

²


Average Total Property value –Municipal Properties

R 0

R 100

R 200

R 300

R 400

R 500

R 600

R 700

R 800

0-5 5-10 10-15 15-20 20-25 25-30 30-35 35-40 40-45

Ran

d p

er/m

²


Average Total Property value –State-Owned Properties

R 0

R 5

R 10

R 15

R 20

R 25

R 30

0-5 5-10 10-15 15-20 20-25 25-30 30-35 35-40 40-45

Ran

d p

er/m

²


Average Total Property value –Vacant Properties

Section 8: Water, sanitation & electricity

water

Page 10

Municipal Profile




sanitation

electricity

0 20 000 40 000 60 000 80 000

Water inside dwelling

Water inside yard

Water on community stand: <200m fromdwelling

Water on community stand: >200mfrom dwelling

No access to piped water

Number of Households

Access to Piped Water: 2011

0%

20%

40%

60%

80%

100%

% in 2001 % in 2011

% Access to Piped Water: 2001-2011

No access to piped water

Water on communitystand: >200m fromdwelling

Water on communitystand: <200m fromdwelling

Water inside yard

Water inside dwelling

0 20000 40000 60000 80000 100000 120000

Sanitation

None

Flush toilet (connected to sewerage…

Flush toilet (with septic tank)

Chemical toilet

Pit toilet with ventilation (VIP)

Pit toilet without ventilation

Bucket toilet

Other

Number of households

Sanitation 2011

0%

20%

40%

60%

80%

100%

% in 2001 % in 2011

% Access to Sanitation: 2001- 2011

Other

Bucket toilet

Pit toilet withoutventilation

Pit toilet with ventilation(VIP)

Chemical toilet

Flush toilet (with septictank)

Flush toilet (connected tosewerage system)

None

0 20000 40000 60000 80000 100000 120000

Electricity

Gas

Paraffin

Candles

Solar

None

Number of households

Source of Lighting 2011

0%

20%

40%

60%

80%

100%

% in 2001 % in 2011

% Access to Electricity: 2001- 2011

None

Solar

Candles

Paraffin

Gas

Electricity

Municipal Profile

Page 11

Section 9: Cost surface analysis



cost surface analysis

To develop land everywhere in the municipality does not necessarily cost the same. Often vacant land isdeveloped at a cost significantly higher than elsewhere in the municipality. This cost surface map for themunicipality will indicate the premium payable based on certain environmental and geological constraints.

Municipal Profile

Page 12

Section 10: Spatial development framework



Matjhabeng LM SDF

Source: Matjhabeng Local Municipality, Integrated Development Plan 2014 – 2015.


Page 13

Municipal Profile


This map tests housing projects identified in the SDF in terms of how accessible these projects are to the CBD of theMunicipality (essentially a test to see if proposals attempt a “compact city” design).


accessibility analysis from CBD


Page 14

Municipal Profile


This map tests housing projects identified in the SDF in terms of how accessible these projects are to employmentopportunities. Since mining is the major employer in the municipality, all active mines were used as origins.


accessibility analysis from active mines


Page 15

budget implications of the SDF

The current housing backlog for Matjhabeng is approximately 24 442 units

Municipal Profile



R0

R200 000 000

R400 000 000

R600 000 000

R800 000 000

R1 000 000 000

R1 200 000 000

R1 400 000 000

35 69 90 100 110 140 160 200

GROSS DENSITY (UNITS/HECTARE

Budget required to service Annual Housing Target (at different densities)

Water Sewer Electricity Roads & Storm water Top Structures

R0

R1 000 000 000

R2 000 000 000

R3 000 000 000

R4 000 000 000

R5 000 000 000

R6 000 000 000

R7 000 000 000

R8 000 000 000

35 69 90 100 110 140 160 200

GROSS DENSITY (UNITS/HECTARE

Budget required to service Total Housing Backlog (at different densities)

Water Sewer Electricity Roads & Storm water Top Structures

The annual housing target must be 4 250 units in order to complete the planned projects by 2015.

Section 11: Planning practises assessment

summary

Page 16

scope of planning practises

Municipal Profile



0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Sets out 20 year(+) vision of the municipality in achieving its development objectives

Identify long term development objectives

Incorporates national and provincial planning directives

Incorporates the long term vision from GDS

Expresses the municipality’s most critical developmental and internal transformation needs

Assesses the existing level of development in the municipality,

Identifies communities which do not have access to basic municipal services

Includes Spatial Development Framework (SDF)

Includes three year capital budget allocation

Includes key performance indicators and performance targets.

Any requirements to include in future IDP? Elements the IDP is lacking?

SDF a reflection of the current development status in municipality

SDF includes desired spatial form and land use patterns for municipality

SDF identifies growth areas, nodes and priority investment areas

SDF defines the linkage and corridors between nodes or settlements

Indicates areas of protection and conservation

Implementation of urban edge or urban growth boundary

Quantifies current social facilities and number of facilities needed to accommodate growth from GDS

Include basic guidelines/implications for the LUMS of the municipality

Adequate number of staff to deal with SDF

Staff adequately skilled to deal with SDF

Any requirements to include in future SDF? Elements the SDF is lacking?

Wall-to-wall land use management scheme in place

LUMS updated on a regular basis

Amendments to the LUMS recorded

Scheme Clauses in place

All development controls reflected in the Scheme Clauses

Map 3s in place

"Informality" (this can refer to informal settlements, rural villages, or informal business) is accommodated…

LUMS include innovative practises to promote integration between strategic planning documents and LUMS

Land use data available

Land use data updated annually

Information system in place to deal with amendments to the LUMS

Adequate number of staff to deal with land use management in the municipality

Linkage with billing systems / LIS to record changes in land use / zoning / tariffs

Is staff adequately trained to deal with land use management issues?

Any requirements to include in future LUS? Elements the LUS is lacking?

Lon

g te

rmst

rate

gic

pla

nIn

tegr

ated

Dev

elo

pm

ent

Plan

(ID

P) in

pla

ceSp

atia

l Dev

elo

pm

ent

Fram

ewo

rk (

SDF)

inp

lace

Lan

d U

se M

anag

em

ent

Sch

eme

(LU

MS)

in p

lace

0% 10% 20% 30% 40% 50%

Information Systems

Non-statutory Plans/Policies

Organisational Tactics

Statutory Compliance

Town Planning Activities

Town planning practices assessmentThe purpose of this practises assessment for the municipality was to:• audit planning capacity within the municipality, as it

relates to;• land use management capacity;• spatial planning capacity;

• audit the actual planning systems, tools and methodologies of the municipality;

• long term development strategy;• spatial development frameworks;• integrated development plans;• land use management systems, land use

schemes, zoning schemes or town planning schemes;

• other policies and frameworks such as densification policies, nodal plans etc.;

• audit planning governance within the municipality;• processes used to compile and implement

the plans listed in the previous point;• audit any software tools, systems and data used in the

compilation of the above planning products or in support of planning governance.


planning activities

Page 17

systems

Municipal Profile



0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Up to date building plan register in place

Electronic system available to deal with development applications

Regular site inspections held

Applications distributed to internal and external stakeholders

Comments from stakeholders collated

Recommendation formulated

Application finalised within allocated time span

Inspections carried out

Certificates issued within allocated timespan

Processes (including legal) in place to deal with non compliance of building…

Linkage with valuation roll system to inform supplementary valuations

Up to date amendment scheme register in place

Electronic system available to deal with development applications

Regular site inspections held

Applications distributed to internal and external stakeholders

Comments from stakeholders collated

Town planning recommendation formulated

Application finalised within allocated time span

Internal and external stakeholders consulted

Bu

ildin

g P

lan

Ap

pro

val

Dev

elo

pm

ent

app

licat

ion

s

Co

nsu

ltat

ion

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Cadastral changes are recorded and updated on a regular basis

GIS can be linked to other systems (Billing, valuation roll, LIS)

Cadastral records are accurately described using the Surveyor General…

GIS stores historical data

GIS is linked to the LUMS

GIS is 'user-friendly' and readily accessible to all staff

Staff use system and system functionality as appropriate for their role

GIS strategy in place

Partnerships in place to ensure access to provincial and national datasets

Networking with and participation at district or provincial GIS forums

Models available to forecast population growth (in Support of GDS)

Models available to forecast future land use based on population and…

Models available to quantify need for social facilities

Models available to measure level of service for social facilities

System links with GIS

System links with billing systems

System links with valuation roll

System links with LUMS

System stores historical data

LIS is 'user-friendly' and readily accessible to all staff

GIS

Spat

ial

anal

ysis

an

dm

od

ellin

gto

ols

Lan

d in

form

atio

nsy

stem

This section investigates the legislative requirements of having an IDP, SDF and land use scheme in place. Though not legislated, it also

includes a long term strategic plan (e.g. a growth and development strategy). On the whole it the planning scope of practises in the

municipality can be seen as “competent” . All the requirements of legislation are met.

The various planning tools and products at the disposal of a municipality are supported by various information systems. These systems can

be relatively large and complex (e.g. an agent based transport and land use modelling system) or relatively simple (such as an excel spread

sheet calculating the number of social facilities to be provided as for different population scenarios). Information systems can thus be defined

in this particular context as the means by which skilled municipal officials use software and information to support the process of spatial

restructuring.


organisational tactics

Page 18

human resources

Municipal Profile



0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Town Planning policies and plans are well aligned and have strong linkages toensure corporate objectives are achieved

Customer KPIs for IDP and Planning function are aligned

Corporate data required for Strategic Planning is easily available and usedconsistently across the organisation

Skill gaps in Town Planning are assessed

Staff regularly attend workshops as appropriate to close skill gaps

Level of Town Planning expertise is appropriate to each job

Is the planning function adequate (capacity, trainining, skills etc) to give effectto proposals from the SDF / other plans?

Is any skills required to ensure detail project proposals (e.g. designframework) is implemented? Project packaging and implementation?

Organisation monitors possible legislative changes or changes in standardsthat may have an impact on its operations or policies

Organisation informs staff of legislative changes affecting their work

Organisation takes an active role in participating in steering groups/workingparties and or preparing submissions on proposed legislative changes

Stra

tegi

cal

ign

men

tH

um

an r

eso

urc

esC

han

ge c

on

tro

l

Planning & Human Settlement

Function/Section No. of Approved Posts No. of employees Vacancies

Office of the Municipal Manager 52 25 27

Economic and Spatial Planning 31 23 8

Housing 33 23 10

Infrastructure (Electrical) 178 79 99

Infrastructure (Engineering) 1160 395 765

Integrated Development Plan 2 11 -9

Source: Matjhabeng Local Municipality, Annual Report 2010-2011.

The organisational tactics, or rather the extent to which the organisation support the Planning function can at best be described as being in

its “awareness” phase. It is largely left up to individuals to up skill themselves or to acquire necessary information required for personal

growth. More interaction with planning role-players are required for the planning function to grow the municipality. This includes access to

information and networking with planners at other municipalities or other spheres of government.

Documents

MATJHABENG LOCAL Section 10 deals with budget implications of servicing the housing backlog, • Section 11 analyse the performance of the planning function at municipal level. about