click to download the full MLM IDP 2017-18 document <



In terms of the Municipal Systems Act 2000 (Act No 32 of 2000), municipalities need to annually review their IDP’s in order to assess their performance and changing circumstances. The following are the reasons to review an IDP:


  • To inform other components of the municipality’s processes including institutional financial planning and budgeting;
  • To ensure proper integration and alignment; and
  • To reflect on internal and external changes that might have an impact on priority issues, objectives, strategies, projects and programmes.


The outcomes of the aforementioned process may lead to:


  • Revised or new strategies, including strategies to improve implementation;
  • Revised or new projects; and
  • Reflection of the above in the revised Integrated Plans and programmes including a revised Medium Term Expenditure Framework.






Mahikeng Local Municipality approved its first five-year IDP in 2006. This document was used to guide the activities of the municipality. In May 2011, the second 5 year IDP was developed and approved by the Council to guide the development interventions for the term 2011-16. This five-year IDP responded to the national imperatives in relation to local government including, amongst others, ensuring universal access to basic services, strengthening the developmental capacity of the state and improving the performance of municipalities.


The Local Government Turnaround Strategy as well as the 12 Outcomes of Government (with a focus on Outcome 9 for local government) were some of the key pillars that shaped the city’s development priorities as contained in the approved IDP 2011/16. This IDP review seeks to ensure that the municipality continues to deliver on its five year-promise while also identifying areas of improvement in line with the emerging policy shifts and trends.


National Development Plan


In 2010/11 the national government initiated a series of dialogue sessions which were aimed at understanding the challenges that the country faced. This was a step towards understanding the country towards the development of a long term vision that is not only aspirational but responds to some of the challenges of the country as well. As a result of this process, a diagnostic report on the state of the country was developed and published and it highlighted the following:


  • Too few people work;
  • Corruption levels are high;
  • South Africa remains a divided society;
  • Spatial divides hobble inclusive development;
  • Public services are uneven and often of poor quality;
  • The public health system cannot meet the demand or sustain quality;
  • The economy is unsustainably resources intensive; and
  • Infrastructure is poorly located, inadequate and under-maintained.


This report emphasized the need to reduce poverty and eliminate inequality to address the challenges highlighted above. These two elements – poverty reduction and poverty elimination are a focus on the National Development Plan (NDP) that was approved by Cabinet in November 2012 following a Diagnostic Report. The NDP provided a vision for the society that South Africa aspires for in 2030. Central to the NDP are the following areas of intervention:


  • Bringing about faster economic growth, higher investment and greater labour absorption;
  • Promoting active citizenry to strengthen development, democracy and accountability;
  • Focus on key capabilities of people and the state;
  • Building a capable and developmental state;
  • Encouraging strong leadership throughout society to work together to solve problems; and
  • Uniting all South Africans around common programme to achieve prosperity and equality.



The work done by the municipality has been and will continue to be in line with the national objectives. The key programmes implemented in line with the NDP will be continued during the long, medium and short term to address the varying challenges and needs of the citizens.


The municipality recognises that there are still a number of challenges that it faces, which characterises the development phase through which most South African cities are undergoing. It is for this reason that in compiling this IDP review, attention is paid towards accelerating some of the municipality’s interventions to improve the social and economic state of the citizens while pursuing a sustainable path towards development.


Provincial Strategic Objectives and Priorities





This section provides a brief overview of the contents of each chapter of this IDP document. Consideration has been made to ensure that the document is in line with Chapter 5 of the Municipal Systems Act regarding process towards the development of the IDP and the contents thereof.


IDP document consists of core components as required by the legislation. Thus this IDP document has the following contents:


Section A – Executive Summary


This section provides a brief overview of the study area, population distribution, population groups, age and gender distribution and household income. This demographic information is sourced from the 2011 Census Statistics South Africa.


Section B – Situation Analysis


The section will give an overview of the realistic situation at Municipal level. It also provides a brief overview of the study area, an analysis of the demographic, economic, institution, financial and socio-economic issues of the municipality. The section also discusses service delivery backlogs.





Section C – Strategic goals and alignment


It expresses Municipality’s vision and mission as well as the development strategies linked to priority issues, National Key Performance Areas in order to address the service delivery backlogs and community priorities. This is the section that will form the municipality’s basis for 2017/18 budgeting and the SDBIP thereof.


Section D-


It stresses the role of community and stakeholder outreach, which includes public consultation (IDP Road Shows).During this process the local community and stakeholders provide the municipality with the inputs and priorities that inform the IDP.



Section E


It explains the IDP prioritization model and projects to be undertaken for the next financial year (201718).


Section F


It provides all Sectoral plans, from such as Performance Management Plan, which is essential part of the inclusive nature of the IDP.


Section F1  to F7 presents the National pre-determined KPA’s for local government, wherein  Section F6 lays out the Financial Plan for 2017/18 financial Year and Section F 7 presents KPA – Good Governance where all structures consulted and processes followed towards the compilation of this document.


Section G provides information on capital projects identified and resources allocated to for implementation during 2017/18 financial year. It also tables all sources of funding which include but not limited to Municipal Infrastructure Grants and funding from Sector departments as well as the district municipality. Implemented progress report on projects from that were identified during 2015/16 will also be presented hereunder.

























































  1. Introduction

The area is known as the Mahikeng Local Municipality (NW383) and is situated in the North West Province 20 kilometers south of the Botswana Border. It is the Capital City of North West Province and used to be known as the City Council of Mafikeng. The municipality is a considerably big local municipality as compared to other four local municipalities (Category B Municipalities) constituting Ngaka Modiri Molema District Municipality established in terms of the Municipal Demarcation Act (Act No. 27 of 1998). Those neighboring local municipalities which border the Ngaka Modiri-Molema District Municipality are: Ramotsere Moiloa Local Municipality, Tswaing Local Municipality, Ditsobotla Local Municipality and Ratlou Local Municipality.


Map depicting District Municipalities in the North West Province


Mahikeng LM: 305 291 (35.6%)



The total area of the Mahikeng Local Municipality is approximately 3 703km². It is divided into 31 Wards consisting of 102 villages and suburbs. According to the recently released Census results Statistics South Africa (Stats SA 2011), the population of the municipality is estimated at 305 291 people. Approximately 75% of the area is rural. The rural areas are in the southern and western part of the municipality and are under tribal control.


  1. Institutional analysis




The existing employed officials and Councillors in the employ of the Council are currently housed at the main building in Mmabatho at Corner University and Hector Peterson Avenue. The other officials are housed at the Mahikeng Museum, industrial site (stores) as well as at Montshiwa (fire department) adjacent to Connie Munchin primary school. The civic building at Mmabatho (main building) was extended during 2010 to ease office space problem and is currently occupied by the Political Leadership.




Decision making structures


There are various decision making structures within Council which include the following:


  • Municipal Council;
  • Executive Mayor and Mayoral Committee
  • Portfolio Committees, including
    • Section 80 Committees
    • Section 79 Committees
  • Officials with delegated powers.


Committees established in terms of Section 79 of the Municipal Structures Act referred to as council committees established for the effective and efficient performance of council functions or the exercise of any of the council powers. Section 80 committees are established if a Municipal Council has an Executive Mayor. In the case of Mahikeng Local Municipality, councillors are appointed to assist the Executive Mayor in execution of her duties.


The municipality has six (6) Portfolio Committees. Each Committee is chaired by a Member of the Mayoral Committee with an average of seven (7) deployed Councillors including the Executive Mayor. Listed below are the ten Portfolio Committees of the municipality:


  • Corporate Support Services;
  • Finance;
  • Infrastructure development;
  • Community services;
  • Public safety;
  • Planning and Development and Local Economic Development



Decisions within these structures are governed by various municipal by-laws, Council policies, legislation and the municipal IDP.


The municipality has also appointed the Municipal Public Accounts Committee (MPAC). A fulltime chairperson has been appointed and the committee is also established.


Political and administration functional competencies


The Governance model comprises of the Council, made up of the Speaker of Council, Chief Whip, and Section 79 Portfolio and Standing Committees. On the other hand, the Executive is comprised of the Executive Mayor and Members of the Mayoral Committee (MMCs) and the administration led by the Municipal Manager. The intention of the model is to ensure that the municipality executes its functions through the leadership of the Executive Mayor while the Council oversees the activities of the executive for transparency and accountability.




The Council consists of 62 elected Councillors, of which 35 are ward councillors and the remainder Proportional Representation (PR) Councillors. The role of the Council in line with the Municipal Systems Act, (Act 32 of 2000) is to engage in meaningful discussion on matters of development for the Municipality. The key functions of Council are:


  • Approval of legislation;
  • Providing oversight on the planned and implemented interventions of the municipality; and
  • Ensuring community and stakeholder participation.


In line with the roles highlighted above, the Council is responsible for the approval of municipal by-laws, IDP, budget and tariffs. Further, the Council, through its various committees, monitors and scrutinises delivery and outputs as carried out by the Executive. In relation to public participation, the Council is tasked with the responsibility of facilitating stakeholder and community participation in the affairs of the municipality through the ward committee system of the Municipal Structures Act.


Speaker of Council


The role of the Speaker of the Council is per Section 160(1)(b) of the Constitution and Section 36 of the Municipal Structures Act. The person elected as chairperson of the Council is designated the Speaker. The Speaker performs the duties and exercises the powers delegated in terms of the Municipal Structures Act. Councillor P. Tabane is the Speaker of the Council for Mahikeng Local Municipality.


The Speaker of the Council is entrusted with ensuring that the functions of the Council – legislation, oversight and ensuring community and stakeholder participation – are effectively implemented.


Chief Whip


The Chief Whip plays a pivotal role in the overall system of governance by ensuring and sustaining cohesiveness within the governing party, and also maintaining relationships with other political parties. Councillor G. Kgwadibane was elected as the Council Single Whip. The main functions of the Council’s Single Whip are to


  • Ensure proper representation of political parties in the various committees;
  • Maintain sound relations with the various political parties represented on the Council; and
  • Attend to disputes between political parties and building consensus.


Executive Mayor and Mayoral Committee


The Executive Mayor, Councillor B. Diakanyo assisted by the Mayoral Committee, heads the executive arm of the Municipality. The Executive Mayor is at the centre of the system of governance since executive powers are vested in her by the Council to manage the daily affairs of the municipality. This means that she has the overarching strategic and political responsibility. Each member of the Mayoral Committee is responsible for a particular portfolio, as listed below:


KB Diakanyo Executive Mayor Female
B Ngobeni MMC Finance Male
N Moiloa MMC Infrastructure Female
N Monnapula MMC Corporate Services Female
M Makolomakoa MMC Public Safety Female
S Vanrooyen MMC Community Services Male
K Phetha MMC Town Planning And Development Female






Administrative Arrangements


The Acting Municipal Manager of Mahikeng Local Municipality is Mr Thabo Mokwena who is the Accounting Officer, as defined by the Municipal Structures Act. The responsibilities of the Municipal Manager include managing the financial affairs and service delivery in the municipality. The Municipal Manager and his directors constitute the Top Management, which is comprised as follows:


Position Responsibilities Name 
Acting Municipal Manager Mr Thabo Mokwena


Acting Chief Financial Officer


Budgeting, Supply Chain Management  and Financial Reporting

Revenue and Debtor Management

Expenditure and Asserts Management Services

Information Technology

Financial Accounting

Mr Terrance Mathe
Acting Director Public Safety


Law enforcement and Traffic management services

Testing and Licensing Services (Vehicle and Drivers)

Fire, Rescue and Disaster Management

Security and fleet management services

Mr Thabo Marumo
Acting Director Community Services


Health Services

Community Facilities (Parks, Cemeteries, Sport and Recreation)

Environmental Health

Informal Trading


Waste Management

Mr. K. Komane
Acting Director Planning and Development  Public Transportation Planning

Housing Provision

Tourism and Marketing of SMME products

Local Economic Development

Environmental Management

Development Planning

Mr.Rodger Groenewald
Director Corporate Support Services Provide efficient administrative support

Integrated secretariat support

Human resource management services

Legal & valuation services

Events management & cleaning services

Acting Director Infrastructure Water and Sanitation services

Roads and Storm-water services

Electrical Mechanical and Public Works Services





Population distribution

Evidence based decision making is a universally recognized paradigm of efficient management of economic and social affairs and of effective governance of society today. The most important aspect in any society is human capital. In order to provide a numerical profile of the nation which is the outcome of evidence based decision making at all levels, the following questions need to be answered


  • How many are we?
  • Who are we? In terms of age, sex, education, occupation, economic activity and other important characteristics; and
  • Where do we live in terms of housing, access to water, availability of essential facilities etc


Census information therefore becomes the demographic, population and economic baseline information that is collected periodically to inform planning, monitoring and evaluation at all three spheres of government. Census information is also indispensable for monitoring universally recognized and internationally adopted Millennium Development Goals.  The census plays an essential role in public administration. The results are used to ensure:


  • equity in distribution of government services;
  • distributing and allocating government funds among various regions and districts for education and health services;
  • and measuring the impact of industrial development, to name a few.


On the basis of the above, Statics South Africa undertook a population community survey which was defined as “the total process of collecting, compiling, evaluating, analyzing and publishing or otherwise disseminating demographic, economic and social data pertaining, at a specific time, to all persons in a country or well-defined part of the county”. This information has since been officially released.


The 2016 official Community Survey indicates that the population of Mahikeng Local municipality has grown to 314 394 since 2016. It also indicated that the municipality has a predominantly African population with fewer Coloureds, Whites and Indian groups.


            Demographic Indicators

TABLE: Population Distribution    
Year Gender Totals Total Population
CENSUS 1996 Male 114211 242 146
Female 127935
CENSUS 2001 Male 125607 259 502
Female 133871
CENSUS 2011 Male 141642 291 527
Female 149885
Community Survey 2016 Male 153094  

314 394

Female 161300
Population Growth Rate

(2011 – 2016)



As per the above graph, it is estimated that the population growth has been 1.51%. The demographics indicate also that the municipality has a high population of women than men. Also refer to the population composite structure and pyramid. Statistics indicate that the municipality has the highest population of youth, therefore all programmes and budgeting must be directed at youth development and empowerment.


Population composition and structure


The table shows

YOUNG (0-14) Male 37 750
Female 38 945
WORKING AGE (15-64) Male 110 669
Female 113 618
Elderly (65+) Male 4 676
Female 13 299
DEPENDANCY RATIO (<15+>65/(15-64) 55.28





























Population group


Male Female Total
Black African 148 434 156 708 305 142
Coloured 2 461 2 634 5 096
Indian/asian 1 040 848 1 888
White 1 158 1 110 2 268
Total 153 094 161 300 314 394





The municipality is, as per the graph above, populated by the black community amounting to 278282 of the total population as opposed to other population groupings (Coloureds 6691and 2328 Indian or Asian as well as 3770 Whites respectively.


Population distribution


The table shows that the area size of Mahikeng municipality is 3,698 KM2. Most of the land in the municipality is farm area (55%) and then traditional area (44%). Less than 2% of the Mafikeng area is urban area. Mafikeng municipality is the most densely populated area in Ngaka Modiri Molema, with 78 people per square Kilometer.

AREA (Km2) 3,698
TRADITIONAL  AREA 1,617 (43.73%)
FARM AREA 2,030 (54.88%)















Population size by ward


The table below shows the population size of wards in Mahikeng municipality by sex and broad age-groups. The table shows that ward 63803007 has the highest population in the municipality – ward 63803005 has the lowest population size in the district. The table shows that in general there are more females than males in the municipality.


Ward number 0 – 4 5-14 15 – 34 35 – 64 65 + Total
Male Female Male Female Male Female Male Female Male Female
63803001 720 696 1205 1210 1628 1837 1117 1317 266 357 10353
63803002 497 478 868 840 1339 1394 988 1194 194 262 8054
63803003 481 481 834 817 1437 1342 1151 1371 241 426 8581
63803004 633 542 912 743 1834 1487 1296 1224 205 308 9184
63803005 150 196 364 354 670 650 437 486 51 135 3493
63803006 625 603 1006 884 1931 2009 1635 1677 203 219 10792
63803007 775 765 1489 1360 2952 2663 2286 2471 171 227 15159
63803008 206 241 385 398 1801 1975 704 835 126 243 6914
63803009 559 471 883 860 2026 1939 1851 2094 217 377 11277
63803010 280 230 496 488 1236 1529 901 1310 80 117 6667
63803011 288 315 538 582 1090 1099 682 875 83 116 5668
63803012 503 453 1011 1018 1466 1766 1433 1750 64 115 9579
63803013 836 836 1558 1499 2499 3038 1919 2640 53 108 14986
63803014 773 814 1419 1309 2428 2403 1612 2018 201 287 13264
63803015 389 396 648 599 1634 1497 1161 1171 196 371 8062
63803016 535 568 861 898 2319 2142 1237 1505 208 351 10624
63803017 451 429 765 718 1485 1412 879 1252 194 293 7878
63803018 531 571 910 878 1759 1722 1203 1396 242 442 9654
63803019 301 302 511 508 892 1000 656 904 142 206 5422
63803020 269 265 458 468 1165 1162 755 890 123 247 5802
63803021 466 484 870 885 1505 1470 1014 1253 136 219 8302
63803022 744 756 1345 1240 2199 2210 1551 1872 219 368 12504
63803023 474 480 794 783 1356 1382 949 1206 250 364 8038
63803024 584 621 987 996 1392 1339 1123 1309 279 382 9012
63803025 512 518 918 879 1180 1315 998 1140 249 398 8107
63803026 709 712 1217 1168 1378 1621 906 1170 244 348 9473
63803027 813 681 1111 1018 2227 1679 1522 1292 291 313 10947
63803028 709 720 1267 1246 2220 2099 1385 1379 143 193 11361
63803029 619 661 1069 1104 2240 2097 1433 1528 141 208 11100
63803030 429 403 647 679 2180 2112 892 1182 123 193 8840
63803031 829 816 1428 1312 2076 2141 1399 1880 224 326 12431





Ward No Black African Other % Black African % Other
 63803001: Ward 1 10240 112 98.92% 1.08%
63803002: Ward 2 7990 64 99.21% 0.79%
63803003: Ward 3 8493 90 98.95% 1.05%
63803004: Ward 4 8428 755 91.78% 8.22%
63803005: Ward 5 3465 27 99.23% 0.77%
63803006: Ward 6 9832 962 91.09% 8.91%
63803007: Ward 7 12450 2708 82.13% 17.87%
63803008: Ward 8 6780 133 98.08% 1.92%
63803009: Ward 9 6036 5241 53.52% 46.48%
63803010: Ward 0 6379 287 95.69% 4.31%
63803011: Ward 11 5586 83 98.54% 1.46%
63803012: Ward 12 9490 90 99.06% 0.94%
63803013: Ward 13 14628 356 97.62% 2.38%
63803014: Ward 14 13187 77 99.42% 0.58%
63803015: Ward 15 8011 51 99.37% 0.63%
63803016: Ward 16 10560 64 99.40% 0.60%
63803017: Ward 17 7846 33 99.58% 0.42%
63803018: Ward 18 9583 71 99.26% 0.74%
63803019: Ward 19 5384 36 99.34% 0.66%
63803020: Ward 20 5743 59 98.98% 1.02%
63803021: Ward 21 8272 30 99.64% 0.36%
63803022: Ward 22 12437 67 99.46% 0.54%
63803023: Ward 23 8013 26 99.68% 0.32%
63803024: Ward 24 8847 164 98.18% 1.82%
63803025: Ward 25 8053 55 99.32% 0.68%
63803026: Ward 26 9412 62 99.35% 0.65%
63803027: Ward 27 10367 579 94.71% 5.29%
63803028: Ward 28 10735 626 94.49% 5.51%
63803029: Ward 29 10906 193 98.26% 1.74%
63803030: Ward 30 8787 56 99.37% 0.63%
63803031: Ward 31 12342 88 99.29% 0.71%


The above table indicates the population group per ward. It further elaborates the fact that Mahikeng Local Municipality is a predominantly black municipality. The highest number of population of the municipality is at ward 13 which is inclusive of unit 8,9,10 and Ext39. Ext 39 is the RDP section of the wards wherein it was established for a new settlement to house residents from various wards; the total number of households at Ext 39 alone is more than 2500.


Households per wards

This table shows number of households found per ward as well as the percentage of female headed households. The table shows that of all the wards found in Ward 63803017, half of them are female headed households; Ward 63803008, 63803010 and 63803013 have more female headed households than male headed households.


 Ward # Households Female Headed Households (%)    Ward # Households Female Headed Households (%)
63803001 2523 42.1%   63803013 5450 52.8%
63803002 2338 44.8%   63803014 3616 44.0%
63803003 2693 44.1%   63803015 2754 46.0%
63803004 2593 33.9%   63803016 3649 44.1%
63803005 895 44.9%   63803017 2183 50.0%
63803006 3253 40.7%   63803018 2627 47.1%
63803007 4932 38.2%   63803019 1447 48.8%
63803008 3781 51.5%   63803020 2114 48.6%
63803009 2909 42.0%   63803021 2215 49.4%
63803010 2803 51.1%   63803022 3281 46.7%
63803011 1525 47.2%   63803023 2150 48.7%
63803012 3170 42.8%   63803024 2406 42.9%
63803025 2081 43.5%
63803026 2066 47.4%  
63803027 2629 41.4%  
63803028 2901 32.3%  
63803029 3184 36.4%  
63803030 3549 48.6%  
63803031 3085 44.1%  




Household income

The municipality is a predominantly rural municipality and its rural economy is unable to provide individuals with remunerative jobs or self employment opportunities. An estimated amount of about 13755 people in the municipality had no income in 2011. This amounts to 4.72%. Taking the 1.16% annual growth to date this therefore means that to date this figure has risen to 14 405. In general terms, the majority of households in the municipality earns less than the poverty line (about R1, 600 per household per month) and can be considered poor. Those classified as economically active are employed in the services sector. This sector is dominated by the services in terms of the various departments that render services such as health, justice, local government, education, SAPS, etc. Table below indicates the income categories within the municipality


Annual household income by Geography
 for Household weighted
North West DC38: Ngaka Modiri Molema NW383: Mahikeng
No income 176090 34587 14 405
R 1 – R 4800 44720 11335 4223
R 4801 – R 9600 76068 21338 7525
R 9601 – R 19 600 200531 51572 16506
R 19 601 – R 38 200 210842 48975 15338
R 38 201 – R 76 400 162965 24052 9368
R 76 401 – R 153 800 93223 15891 7365
R 153 801 – R 307 600 56610 11416 5827
R 307 601 – R 614 400 28028 5360 2987
R 614 001 – R 1 228 800 8266 1506 854
R 1 228 801 – R 2 457 600 2629 516 257
R 2 457 601 or more 2025 450 231




The income profile of households within the municipality has shown a marked improvement since 2001. It should also be noted that most of the households with some form of income rely on social grants e.g. old age pension and disability and child support grants.




House or brick/concrete block structure on a separate stand or yard or on a farm 80.57
Traditional dwelling/hut/structure made of traditional materials 1.76
Flat or apartment in a block of flats 1.68
Cluster house in complex 0.29
Townhouse (semi-detached house in a complex) 0.05
Semi-detached house 0.33
House/flat/room in backyard 4.41
Informal dwelling (shack; in backyard) 3.26
Informal dwelling (shack; not in backyard; e.g. in an informal/squatter settlement or on a farm) 7.19
Room/flatlet on a property or larger dwelling/servants quarters/granny flat 0.41
Caravan/tent 0.05
Total 100.00


An estimated total of 80.57% of dwelling within the municipal area are house or bricks/concrete block structure on a separate stand or yard or on a farm.




Basic service delivery

Geography by piped water for households weight

Area Piped (tap) water inside dwelling/institution Piped (tap) water inside yard Piped (tap) water on community stand: distance less than 200m from dwelling/institution Piped (tap) water on community stand: distance between 200m and 500m from dwelling/institution Piped (tap) water on community stand: distance between 500m and 1000m (1km) from dwelling /institution Piped (tap) water on community stand: distance greater than 1000m (1km) from dwelling/institution No access to piped (tap) water
North West 310885 425154 152119 50997 22770 10966 89123
DC38: Ngaka Modiri Molema 57219 59222 52486 16063 7209 3158 31644
NW383: Mafikeng 25990 18529 18 354 4423 1847 696 14180


The municipality is NOT the Water Services Authority.


The number of households within the municipal area was estimated at 84239 as per the 2011 Census. This therefore means with a growth rate of 1.16%, to date the total number of households is 88 217 househols Comparative analysis is made between the province, district and the municipality, indicates that of the total households 25990 households have access to piped (tap) water inside dwelling. It should be noted that these are urban households. This leaves 14 180 households with no access to piped water, these are rural households.






Geography source of water for households weighted



Regional/local water scheme (operated by municipality or other water services provider) Borehole Spring Rain water tank Dam/pool/stagnant water River/stream Water vendor Water tanker Other
DC38: Ngaka Modiri Molema 136788 61890 959 645 801 677 1939 16307 6994
North West 789545 161643 3291 2921 4488 2092 21080 46253 30702
NW383: Mafikeng 48812 26271 321 143 205 59 892 4592 2944



The highest number of households at 4592 depends on water tankers as the source of water, these are mostly rural households who does not have access to other sources of water. It is indicated that households estimated at 2944 depend on other sources of water, this include amongst others wells.


Access to electricity


According to the current statistics 90% (79 396) of the households within municipality have access to grid electricity. The remaining 10% (8 822) of backlogs consist of new extensions in the villages, RDP houses as well as rural low density areas which were previously classified as cattle posts.


There different energy methods used by households, they are as follows:








Geography by energy or fuel for heating for household weighted


Electricity Gas Paraffin Wood Coal Animal dung Solar Other None
DC38: Ngaka Modiri Molema 125531 3827 8911 54684 1353 3347 309 14 29024
North West 655940 15639 53378 170625 5989 5136 1999 59 153250
NW383: Mafikeng 51994 2182 3957 12578 241 1046 128 4 12110


51994 households use electricity for heating as compared to 12578 households which uses wood for heating.


Geography by energy or fuel for lighting for household weighted


Electricity Gas Paraffin Candles (not a valid option) Solar None Unspecified
DC38: Ngaka Modiri Molema 182600 330 2451 40418 510 691
North West 892424 1543 21893 140489 2616 3051
NW383: Mafikeng 71216 125 1176 11291 213 217


11291 households within the municipality do not have access to electricity since they depend in candles for lighting. This is the total backlog that the municipality and Eskom must try eliminate during the coming years.


Geography by energy or fuel for cooking for household weighted


Electricity Gas Paraffin Wood Coal Animal dung Solar Other None Unspecified
DC38: Ngaka Modiri Molema 155141 6038 21730 39825 502 2892 268 42 564
North West 799300 24646 119024 108352 1643 4083 1514 710 2741
NW383: Mahikeng 64903 2924 7494 7229 137 1253 108 29 162


Geography by refuse disposal  for household weighted


Removed by local authority/private company at least once a week Removed by local authority/private company less often Communal refuse dump Own refuse dump No rubbish disposal Other
DC38: Ngaka Modiri Molema 80370 3118 3543 123133 13980 2856
North West 517688 15907 20293 428923 67712 11492
NW383: Mahikeng 50407 1666 956 26246 4218 745



Geography by toilet facilities for household weighted


None Flush toilet (connected to sewerage system) Flush toilet (with septic tank) Chemical toilet Pit toilet with ventilation (VIP) Pit toilet without ventilation Bucket toilet Other Unspecified
DC38: Ngaka Modiri Molema 17078 63480 7826 1530 29372 100633 2774 4308
North West 62034 446819 35288 9021 120335 363411 10647 14459
NW383: Mahikeng 3979 24566 2613 463 13081 38813 615















The total kilometres of roads within the municipality is estimated to be 274.8km Surfaced roads infrastructure within the urban part of the municipality are reported to be more than 50 years old; thus some requiring persistent pothole patching and resealing while some require total reconstruction. About 100kms of rural roads are gravel roads. Internal roads in all the rural wards need major constructions and constant maintenance.


Some of the issues raised during ward level consultation with regards to roads and storm water include amongst others tarring / rehabilitation of main and internal roads in rural and urban areas and regular maintenance thereof; there is generally a confusion amongst communities as to which roads are national roads, provincial, and municipal roads. This developmental are affected all the 35 wards which constitute Mahikeng Local Municipality. It has also been indicated in the urban part of the municipality that there is inadequate storm water system (water fogs in the streets during rainy periods). This development area has been identified as problematic especially along main roads (taxi and bus routes) in the rural areas where public transports and other developmental services does not reach the public.




In terms of the National Environmental Management: Waste Act No 59 of 2008 section 9, municipalities are obligated to provide waste collection services. The municipality collects refuse from the kerbs at domestic service points once per week for all the households as they are issued 240 litter bins. Refuse from business premises and industrial areas are removed at least once per week, but service points handling food are provided with a collection service twice per week. Institutions in the area (such as schools) are provided with an appropriate number of drums which are cleared twice weekly.


Municipal skips were previously provided in and around Mafikeng for garden refuse and rubble disposal. They were used for central collection of domestic waste in areas that do not receive door to door waste collection service.  However majority of the skips have been destroyed by the fire that residents made to burn the refuse.


Litter drums are provided at points of high litter generation (such as taxi ranks, bus stops and communal areas) and are cleared twice weekly. Illegal dumps are removed as and when required.


The streets and communal areas within the municipality are litter-picked on a weekly basis by municipal employees, but this has not proved sufficient in maintaining the general appearance of the area. Staff, specifically employed for litter picking, is deployed in groups within the municipality. In complete contrast, the areas serviced by a service provider using a labour intensive contractor model , are constantly cleaned and are free of litter.


The waste management function resides within the Community Services Directorate of the municipality and comprises of 171 employees .The Waste Management function deals primarily with waste collection in the urban areas of the municipality, including wheelie bins, kerbside collections and skip collections, street cleaning and contract management of the landfill site. The municipality has bought a new yellow and white fleet for the provision of waste management services.




The contractor on the operation of the landfill site has made good progress in managing and operating the landfill site. A concrete proposal has been submitted to DEA to amend the business plan of the composting facility so as to release some funds to fence the landfill site and improve access control among others. The acquisition of the yellow fleet has also assisted great deal. Among other heavy equipment purchased is the steel wheel compactor, front end loader, Joe crusher and tipper trucks. The security has been provided The Auditor General has also noted the progress made at the landfill site.


An estimated 5 000 tonnes of waste is received per month for disposal at the landfill. In 2011 a study was carried to mark the actual boundaries of the landfill so as to establish the exact footprint with a view to fencing off the site and improving its management and operations to comply with permit conditions and applicable legislation. The study revealed that the landfill boundaries have been encroached by both the Municipal town Planning department and the local Traditional Authority leadership. The municipality is now seeking funds to demarcate the remaining portion of the landfill as an erven. The Municipality is looking into a possibility of relocating the land fill site as the buffer zone has significantly been reduced by the encroachment of people who occupy sites nearby. Interimly though in order to contain solid waste a procurement of fencing the site with palisade fencing is currently underway.

















The following activities are intended going forward in order to ensure that there is full management of the solid waste site:




3.6 km Concrete palisade fence (8ft) and 2x6m sliding gates (Mend



4 063 400.00


Weighbridge (turnkey) – (Richter scale) 450 000.00


Office upgrade 60 000.00


Gravel service road1km 160 000.00


Levelling and cleaning of landfill site 111 000.00


Cell excavations

Capping of filled areas

Planting of grass on rehabilitated areas – R5/m² (Hydromulch)

300 000.00


The request or application for the above funding was made however the application is not yet successful. In the meantime it is mandatory that the municipality look for funds to upgrade the landfill.






The following challenges in Mahikeng Municipality’s waste collection service were identified in their draft Integrated Waste Management Plan.


Waste Minimization
No recycle and reuse strategy in place


No composting of organic waste

No processing capability for recyclables (except for scrap metal)

A small portion is recycled informally, the rest goes to landfill

No paper bank

Inadequate recycling plan in place for landfill sites at source

No formal waste treatment facilities or programmes in place

Inappropriate and dangerous informal waste reclamation


Informal waste reclamation is dangerous

Informal reclaimers on landfill site create security problems and are a liability for site management

Informal housing on landfill site

Waste service delivery
No management and control of skips Domestic waste is disposed of in and around garden skips

No reinvestment in skips (this should be integrated in the collection strategy)

Skips are unmanned and unfenced

Lack of capacity to manage landfill site


Landfill reaches the classification of an informal dumping site

Litter is visible in the buffer zone of the landfill

Operational standards of the landfill do not meet minimum requirements

The contractor has insufficient capacity

Poor contract management by the municipality

Management of the site is not according to legislation guidelines

No internal capacity to  operate the landfill site

Inadequate waste collection service Not all residents receive waste management services

Refuse is not collected regularly

Waste management services are not rendered in the whole municipality (more than 27,000 households still not serviced in 2010)

Integrated waste management planning
National requirements and legislation not met Waste minimisation programmes and national objectives are not met

Minimum expectations in terms of Agenda 21 are not implemented

Lack of appropriate or adequate plans and policies No plans in place to replicate the DWCP

No commitment of resources to ensure sustainability of DWCP

Waste management not viewed as a priority

Mafikeng municipality has a draft IWMP which needs to be adopted by council and to have an allocated budget

Waste management previously  not included in the IDP

Ineffective monitoring and evaluation


Lack of available waste-related information

Reports have minimum value

Unreliable statistics on waste volumes

No detailed information systems are in place

No accurate measurement of waste entering landfill site

Lack of effective monitoring and information systems for waste management

No reporting systems in place for hazardous waste

No scientific research in place for waste management

Domestic hazardous waste is not managed


No systems in place to recycle used oil

Hazardous waste entering site pollutes groundwater[1]

Domestic hazardous waste is sent to the landfill

Inadequate controls to manage hazardous waste disposal

Budget and Resources
Lack of funds and efficient systems.


Waste service run at a loss.

Breakdown of service due to lack of funds.

Municipal service cost twice as much as the DWCP

Culture of non-payment of rates

Waste collection tariffs are frequently not paid

Inadequate and inappropriate equipment Inappropriate equipment at the landfill site.

Equipment not suitable.

No vehicle replacement policy.

Overuse and poor maintenance of trucks subject to frequent breakdowns.

Inadequate infrastructure at landfill site


No weighbridge –means inaccurate estimates of quantities of waste.

Landfill site partially fenced-waste pickers active.

Poor access control at the landfill site.

Human resources and Organisational Development
Lack of skills development programmes and limited capacity within the municipality to manage waste effectively


No existing or planned learner ships in waste management.

Skills investment not focused on developing waste management skills.

Number of waste management staff participating in the ABET programme unclear.

Limited capacity within the municipality to drive waste minimisation and recycling initiatives.

No capacity to deal with recycling

Waste management is lost in Community Services.

Refuse service managed poorly.

Current staff profile inadequate to plan or manage programme to extend waste services


Poor staff relations High incidence of “strike” or on “go slow” actions
Inability to keep the town clean Mahikeng is dirty

Weekly litter-picking is inadequate

No or inadequate transport for litter-pickers

Threat to the health of residents

Inability to develop and enforce by-laws


By-laws are not enforced

By-laws are not comprehensive

Widespread illegal dumping and littering

Informal dumps do not meet licensing requirements and are therefore illegal

By-laws are not focused specifically on waste management

No dedicated resources allocation for community liaison and PR





DWCP waste services commenced on 1 September 2009 and the project was officially launched by the Deputy Minister of national Department of Environmental Affairs (DEA) on 3 September 2009. DEA selected Mahikeng Local Municipality to participate in the Domestic Waste Collection pilot, which is an Expanded Public Works Programme (EPWP) initiative designed towards job creation, poverty alleviation and skills development within communities.  Based on the lessons learnt through the pilot, DEA aims to establish a model for municipal waste management that eradicates backlogs in service delivery in the rest of the country. This pilot has enormous potential to influence the roll-out of domestic waste collection services to the rest of South Africa, and it is important that its implementation is effective.


An economically viable model has been developed, consisting of the delivery of domestic waste collection services to approximately 30,000 households in Year 1 and has now expanded to 31,232 households thereafter.


Resources have been transferred to the Mahikeng LM by DEA in kind rather than in cash. This as per contractual arrangements is in the form of making available the Implementer and Service Provider to render the service on behalf of the Municipality, as well as direct technical assistance which is provided by the Implementer. This assistance supports the Municipality in complying with the programme’s requirements and strengthening its capacity to manage the rendering of the service.


The production of this IWMP and its subsequent integration into the local municipality’s IDP represents a critical step in addressing waste management challenges.

Challenges faced by the Municipality in the provision of Waste Services


  • Budget restrictions
  • Imbalance between income and expenditure.
  • Rampant Illegal dumping.
  • Waste service backlog
  • Public awareness.
  • Recycling
  • Enforce by laws.
  • Contract Management.



In terms of the National Environmental Management Act: Waste Act, No: 59 of 2008, it is mandatory for the municipality to develop and implement an Integrated Waste Management Plan (IWMP), which outlines the management of waste generated within its area of jurisdiction. The overall objective of Integrated Waste Management is: “To integrate and optimise waste management, in order to maximise efficiency and minimise the associated environmental impacts and financial costs, and to improve the quality of life of all South Africans”[2]


The objectives for the development of Mahikeng IWMPs, were:

  • To identify and plan for future waste management needs and requirements;
  • To provide an integrated and holistic approach to waste management which ensures that each stage of the waste hierarchy is addressed;
  • To align the IWMP with the institutional and financial capacity of the institution preparing it;
  • To minimise waste management costs by optimising the efficiency of the waste management system in terms of usage of infrastructure, labour and equipment; and
  • To minimise adverse social and environmental impacts related to waste management.


In addition to these overall objectives, certain key priorities in developing the IWMP were:


  • Sustainable protection of the environment and public health;
  • Provision of adequate waste collection services for all;
  • Achievement of a municipal Waste Information System which feeds information into the National Waste Information System (SAWIS) and that provides an integrated approach to waste management activities and practices;
  • An integrated approach to waste management regulations or by-laws[3] within the municipality;
  • Development of a holistic and integrated environmental planning capability that takes into account cross-cutting implications;
  • Effective monitoring and enforcement of waste management measures and regulations;
  • Achievement of full cost accounting for waste services.


The IWMP looked at the situational analysis to determine the needs for the municipality. The situation analysis consisting of a desktop review (documents and reports) as well as the collection of primary data (interviews, field and site visits, surveys and participative workshops) formed the key input into the strategic planning process for the IWMP. Selected private sector operators were consulted.

The problems Identified in the IWMP were:

  • No recycle and reuse strategy in place
  • Inappropriate and dangerous informal waste reclamation
  • No management and control of skips
  • Lack of capacity to manage landfill site
  • Inadequate waste collection service
  • National requirements and legislation not met
  • Lack of appropriate or adequate plans and policies
  • Ineffective monitoring and evaluation
  • Domestic hazardous waste is not managed
  • Lack of funds and efficient systems.
  • Inadequate and inappropriate equipment
  • In adequate and inappropriate equipment
  • Poor staff relations
  • Lack of skills development programmes and limited capacity within the municipality to manage waste effectively
  • Inability to keep the town clean

To address these challenges Mafikeng municipality identified 6 strategic goals, informed by the situational analysis, the problem analysis and needs analysis and in line with legislative requirements, international and national targets as well as the draft National Waste Management Strategy.


The six goals forming the framework of the Mafikeng IWMP are listed as follows:


Goal 1   :           Effective waste minimisation, re-use, recycling and recovery of waste;

Goal 2   :           Effective and efficient delivery of waste services provided throughout Mafikeng

Goal 3   :           Plans and policies enable effective waste management services and are integrated into all municipal    plans

Goal 4   :           Adequate and appropriate physical resources in place to ensure cost-effective waste management

Goal 5   :           Sufficient and appropriately skilled staff utilised optimally to ensure that waste management is effectively                       carried out

Goal 6   : The people of Mafikeng are aware of the impact of waste on their health, well being and the environment,   and are informed of the waste management programmes planned by the municipality.


Several key objectives under each goal were identified which would contribute to the achievement of these goals. To ensure that the plan can be properly monitored and the performance of implementers assessed, indicators were developed against each of the identified goals and objectives, a means of verification was identified and targets set for a five year review.


Indicators (how success can be measured), targets (the incremental measure of the indicators) and the means of verification (what will be used to verify the outcomes of an assessment) were identified against each of the goals and this formed the logical framework of the IWMP. An implementation Plan is imbedded in the IWMP .The IWMP is a 5 year plan and must be reviewed annually to ensure that the objectives can eventually be met.  To this end the IWMP of the Municipality has been approved by the relevant provincial sector Department and will indeed be reviewed on annual basis.







There are five police stations situated in the area of Mahikeng Local Municipality i.e Mmabatho, Mafikeng, Mooifontein, Ottoshoop and Lomanyaneng. Crime and security is perceived to be the second biggest problem in Mahikeng and the need for police stations and improved safety is an important priority for the municipality. The tables below present the status of police stations within the Mafikeng Municipality area. Focus was on the two main police stations, which is Mmabatho and Mafikeng police stat


COURTS IN MAHIKENG (Magisterial and High court)

Molopo Magisterial Court in Mahikeng consists of The Regional and District Courts. Although these two courts work hand in hand when it comes to criminal matters, The Regional court deals with more serious offences than The District Court. Previously it dealt with criminal matters only, but civil matter has since been introduced and will be in operation soon. The District court is also known as the court of First Appearances. Any offence that is reported will first appear at the District Court, but because it has maximum sentence of 3 years, anything beyond that is referred to The Regional Court. The table below indicates the types of cases that the Regional and District court deal with as well as its personnel.



·         Criminal Court ·         Maintenance Court

·         Small Claim Court

·         Domestic Court

·         Criminal Court

·         Equality Court

·         Divorce Court

4 Magistrates 6 Magistrates 4 Magistrates 6 Magistrates 2 Magistrates 2 Magistrates



In Mafikeng we have a high court (formerly known as the Supreme Court) which is established in all nine provinces and have the power to hear Civil, Criminal and Constitutional cases. Any person bringing a constitutional case to the high court may appeal to the Constitutional court if he/she is unhappy about the outcome of the case. In non-Constitutional cases, the right to appeal is to the supreme court of appeal.


  • All Civil Cases
  • All Criminal Cases
  • All Appeals and Reviews from lower courts
  • Labour Matters
  • Land Claims
  • Divorce
  • Tax
1 Judge President

4 Judges


1 Judges President

4 Judges


1 Judge




The Mafikeng Provincial Hospital and Bophelong Psychiatric Hospital is managed by the Provincial Department of Health of the North West Province. The Victoria Hospital was built according to original Victorian architectural style and dates back to early 1900’s. This is also a private hospital run by a consortium of doctors and businesspersons. All these hospitals are, however, accessible to the community 24hrs a day. Construction is underway for the construction of the Bophelong psychiatric hospital which will house all the 368 psychiatric wards of the hospital.


As indicated through the IDP consultation processes, not enough has been done regarding the gathering of information on the status of the HIV/AIDS pandemic in the Mahikeng Local Municipality area. However, Mahikeng Municipal Council approved a policy on HIV/AIDS in the workplace and the Provincial Local Aids Council is one other institution targeting to deal with HIV/AIDS related matters in the community.




Mafikeng Provincial Hospital 412
Bophelong Psychiatric Hospital 368 – New hospital currently under construction
Gelukspan Hospital 250
Victoria Private Hospital 93



The municipality is served by twenty-eight (28) clinics and community health centers as well as five (5) mobile clinics servicing rural wards where there are no clinics. All those clinics and community health centers in the Greater Mafikeng Sub District are listed below:



  1. Modimola Clinic
1 1
  1. Montshioa Stadt Community Health Center
15 11
  1. Unit 9 Community Health Center
11 13
  1.  Ramatlabama Community Centre
8 6
  1. Lekoko Community Health Centre
7 5
  1. Tshunyane Clinic
3 1
  1. Maureen Roberts Clinic*
3 2
  1. Gelukspan Gateway Clinic
6 3
  1.  Weltevreden Clinic
3 1
  1. Dithakong Clinic
3 1
  1. Matshepe Clinic
2 1
  1. Mafikeng Gateway Clinic
6 5
  1. Magogwe Clinic
6 3
  1.  Matlhonyane Clinic
2 2
  1. Rapulana Clinic*
5 3
  1. Lonely Park Clinic
5 3
  1. Tsetse Clinic
2 2
  1.  Tlapeng Clinic
2 2
  1. Miga Clinic
2 2
  1. Mogosane Clinic*
2 2
  1. Lokaleng Clinic
2 1
  1. Mocoseng Clinic
5 2
  1. Motlhabeng Clinic
4 3
  1. Montshioatown Clinic
9 4
  1. Setlopo Clinic*
4 2
  1. Makouspan Clinic*
0 0
  1. Masutlhe I Clinic
2 2
  1. Masutlhe II Clinic
0 0



1.       Montshioastad Mobile 1 1
2.       Modimola Mobile 1 1
3.       Ramatlabama Mobile 1 1
4.       Gelukspan Mobile 1 1





















This section of the IDP is based on the strategic programme of action, which was compiled as part of this process. Strategy formulation is a long term plan that addresses the ‘what?’ of an organization. What is it that we want to become? What is it that we need to elevate in order to achieve our vision, mission and KPA’s? it also structures the intended plans to achieve the outcomes. It gives a framework on how to allocate resources, how to address a balance between addressing basic services while focusing enough on economic growth and a sustainable future.


The strategies formulation also involves choosing which strategies will benefit the municipality and its communities most effectively. Such decisions commit the municipality to specific interventions and development programmes over a specific period of time. A well developed strategy also assists the municipality in developing a focused and disciplined organization that directs its energy towards the right things.




The municipality has during the past term (2006 – 2011) developed vision and mission that is intended to be guiding principles for the long, medium, and short term objectives.





A vision is a compelling picture of the future. It involves the heart and minds of the employees of a municipality to motivate them towards co-operation to create the idealized picture.


  • The following vision was created for the municipality To be a City that will create and promote an enabling environment for the private and public sector investment in building rural economy of the municipality in the context of the Villages, Townships and Small Dorpies through National Development Plan




A mission describes the purpose of a municipality. it describes the area on which the municipality should focus in order to achieve its vision.


The municipality had decided on the following mission statement:


To foster local democracy through regular public participation and transparency for service delivery

  • To Provide and maintain infrastructure through the concept of Villages, Townships and Small Dorpies.
  • To Reconstruct and develop Villages, Townships and Small Dorpies through the municipality’s Integrated Development Plan.
  • To accelerate the concept of Rebranding, Repositioning and Renewal of the City in collaboration with social partners.



This chapter highlights the continuous strengthening of Intergovernmental Relations (IGR) and rigorous sectoral engagements with other stakeholders. It reflects and highlights some of the key national and provincial implementation frameworks to which the municipality aligns its interventions.


Background to Intergovernmental Relations


Intergovernmental Relations (IGR) refers to the complex and interdependent relations amongst the national, provincial and local spheres of government as well as the coordination of public policies amongst these three spheres. In essence, this means that the governance, administrative and fiscal arrangements operating at the interface between national, provincial and local governments must be managed to promote the effective delivery of services.


This is guided by the Intergovernmental Relations Framework Act, 2005 (Act 13 of 2005), which aims to provide within the principle of co-operative government set out in Chapter 3 of the Constitution, a framework for the national government, provincial governments and local governments, and all organs of state, to facilitate coordination in the implementation of policy and legislation, including:


  • coherent government;
  • effective provision of services;
  • monitoring implementation of policy and legislation; and
  • realisation of national priorities.


According to the MSA (2003), 24(1-4), the planning of local government, must at all times be integrated and aligned to the planning and strategies of the national and provincial spheres of government. In addition, any organ of state which is initiating legislation at national or provincial level that affects the planning at local government level, must first consult with organised local government before the legislation can be duly effected. The sections below give effect to Intergovernmental Relations by considering national and provincial imperatives especially for the 2015/16 financial year that are used to guide the development of this IDP.


Mahikeng Local Municipality, within the spirit of Inter-government relations, supports and aligned to the national and provincial strategies such as Government 12 Outcome Delivery Agreement, National Development Perspective, Local Government Turn- around Strategy, and the National Development Plan, amongst others.


Government 12 Outcome Delivery Agreement


In 2010, Cabinet approved 12 national outcomes to address the strategic priorities of government. Each outcome has a limited number of outputs and sub outputs as well as clear targets. These outcomes and outputs will be the strategic focus of the government until the year 2014. The following is the list of the 12 outcomes as well as the role of the City in relation to each outcome.


Outcome 1: Improve the quality of basic education

Outcome 2: Improve health and life expectancy

Outcome 3: All people in South Africa protected and feel safe

Outcome 4: Decent employment through inclusive economic growth

Outcome 5: A skilled and capable workforce to support inclusive growth

Outcome 6: An efficient, competitive and responsive economic infrastructure network

Outcome 7: Vibrant, equitable and sustainable rural communities and food security

Outcome 8: Sustainable human settlements and improved quality of household life

Outcome 9: A responsive and accountable, effective and efficient local government system

Outcome 10: Protection and enhancement of environmental assets and natural resources

Outcome 11: A better South Africa, a better and safer Africa and world

Outcome 12: A development-orientated public service and inclusive citizenship


Outcome 9

The vision of Outcome 9


The vision of Outcome 9 is a responsive, accountable, effective and efficient local government system whereby we have restored the confidence of our people in the local sphere of government as the primary expression of the developmental state by 2011 and beyond. Key ways to achieve this vision are by:


  1. Ensuring that municipalities meet the basic service needs of communities
  2. Building clean, effective, efficient, responsive and accountable local government
  • Improving performance and professionalism in municipalities
  1. Improving national and provincial policy, oversight and support
  2. Strengthening partnerships between local government, communities and civil society


The output objectives set-out on the Outcome 9 are as follows;


Outcome 9 Outputs

Output 1: improve access to basic services

Sub-outputs: Improve universal access to basic services by 2014 as follows:

  • Water from 92% to 100%
  • Sanitation from 69% to 100%
  • Refuse removal from 64% to 75%
  • Electricity from 81% to 92%

Establishment of Bulk Infrastructure Fund

Establishment of special purpose vehicle for municipal infrastructure


Output 2: Implement the Community Works Programme

Sub outputs:

      • Implement the CWP in at least 2 wards per municipality
      • CWP to support the creation of 4.5 million EPWP job opportunities
      • 30% of all CWP job opportunities can be associated with functional co-operatives at local levels by 2014 functional.


Output 3: Action supportive of Human Settlement outcomes

            Sub outputs:

  • Initiating actions to increase density in Metros and large towns by 2014
  • Release public land for low income and affordable housing to support delivery of 400 000 housing units in well located land

Output 4: Deepen democracy through a refined ward committee model

Sub outputs:

  • Broaden participation of and better organise various sectors at local level
  • New approach to better resource and fund work and activities of Ward Communities
  • Put support measure in place to ensure at least 90% of Wards are fully functional


Output 5: Improve Municipal Finance and Administrative capacity


Sub – outputs:


  • Unqualified Audit from municipalities
  • Average monthly collection on billing raised to 90%
  • Debtor more than 50% of own revenue from 24% to 12%
  • Ensure that percentage of municipalities that are overspending on OPEX improve 8% to 4%;
  • Municipalities under-spending on CAPEX reduce from 63% to 30%
  • Spending less 5% on OPEX repairs and maintenance reduce from 92% to 45%


National Spatial Development Perspective


Government is committed to economic growth, employment creation, sustainable   service delivery, poverty alleviation programmes and the eradication of historic inequalities. In order to ensure that infrastructure investment and development programmes are channeled towards these objectives, the National Spatial Development Perspective (NSDP) was formulated. The principles enshrined in the NSDP are thus of great importance to local government investment, through the IDP and capital expenditure.


The National Spatial Development Vision is as follows:


South Africa will become a nation in which investment in infrastructure and development programmes support government’s growth and development objectives:


  • By focusing economic growth and employment creation in areas where this is most effective and sustainable;
  • By supporting restructuring where feasible to ensure greater competitiveness;
  • By fostering development on the basis of local potential; and
  • By ensuring that development institutions are able to provide basic needs throughout the country.

The NSDP thus seeks to focus the bulk of fixed investment of government on those areas with the potential for sustainable economic development, as it is in these areas where government’s objectives of promoting economic growth and alleviating poverty will best be achieved.



The President appointed the National Planning Commission in May 2010 to draft a vision and national development plan. The commission started its work with a baseline study and released a diagnostic report in June 2011 wherein it identified South Africa’s achievements and shortcomings since 1994; two primary reasons were identified such as:


  • Failure to implemented policies,
  • An absence of broad partnerships to work towards post 1994 objectives,


The report also identified nine primary challenges and they are as follows:

  1. Too few people work
  2. The quality of school education for black people is poor
  3. Infrastructure is poorly located, inadequate and under-maintained
  4. Spatial divides hobble inclusive development
  5. The economy is unsustainably resource intensive
  6. The public health system cannot meet demand or sustain quality
  7. Public services are uneven and often of poor quality
  8. Corruption levels are high
  9. South Africa remains a divided society.

The NDP in brief aims to achieve the following by 2030:

  • Eliminate income poverty > Reduce the proportion of households with a monthly income below R419 per person (in 2009 prices) from 39 percent to zero.
  • Reduce inequality – The Gini coefficient should fall from 0.69 to 0.6.

The following milestones have also been set to achieve the NDP

  • Increase employment from 13 million in 2010 to 24 million in 2030.
  • Raise per capita income from R50 000 in 2010 to R120 000 by 2030.
  • Increase the share of national income of the bottom 40 per cent from 6 per cent to 10 per cent.
  • Establish a competitive base of infrastructure, human resources and regulatory frameworks.
  • Ensure that skilled, technical, professional and managerial posts better reflect the country’s racial, gender and disability makeup.
  • Broaden ownership of assets to historically disadvantaged groups.
  • Increase the quality of education so that all children have at least two years of preschool education and all children in grade 3 can read and write.
  • Provide affordable access to quality health care while promoting health and wellbeing.
  • Establish effective, safe and affordable public transport.
  • Produce sufficient energy to support industry at competitive prices, ensuring access for poor households, while reducing carbon emissions per unit of power by about one-third.
  • Ensure that all South Africans have access to clean running water in their homes.
  • Make high-speed broadband internet universally available at competitive prices.
  • Realise a food trade surplus, with one-third produced by small-scale farmers or households.
  • Ensure household food and nutrition security.
  • Entrench a social security system covering all working people, with social protection for the poor and other groups in need, such as children and people with disabilities.
  • Realise a developmental, capable and ethical state that treats citizens with dignity.
  • Ensure that all people live safely, with an independent and fair criminal justice system.
  • Broaden social cohesion and unity while redressing the inequities of the past.
  • Play a leading role in continental development, economic integration and human rights.


On the basis of the of the above milestones to achieve the NDP, 10 critical actions were also identified

  1. A social compact to reduce poverty and inequality, and raise employment and investment.
  2. A strategy to address poverty and its impacts by broadening access to employment, strengthening the social wage, improving public transport and raising rural incomes.
  3. Steps by the state to professionalise the public service, strengthen accountability, improve coordination and prosecute corruption.
  4. Boost private investment in labour-intensive areas, competitiveness and exports, with adjustments to lower the risk of hiring younger workers.
  5. An education accountability chain, with lines of responsibility from state to classroom.
  6. Phase in national health insurance, with a focus on upgrading public health facilities, producing more health professionals and reducing the relative cost of private health care.
  7. Public infrastructure investment at 10 per cent of gross domestic product (GDP), financed through tariffs, public-private partnerships, taxes and loans and focused on transport, energy and water.
  8. Interventions to ensure environmental sustainability and resilience to future shocks.
  9. New spatial norms and standards – densifying cities, improving transport, locating jobs where people live, upgrading informal settlements and fixing housing market gaps.
  10. Reduce crime by strengthening criminal justice and improving community environments.

Municipalities and other spheres of government alike, need therefore to develop, plans and strategies which are geared towards achieving the aims, objectives and actions of the National Development Plan



Section 26(c) of the Municipal Systems ACT 2000 (Act No. 32 of 2000) stipulates that an Integrated Development Plan must reflect, The Council’s development priorities and objectives for its elected term, including its local economic development aims and its internal transformation needs”.





The newly elected Council took office in 2016 and have expressed its political objectives for their term (2016- 2021). The Strategic objectives are intended to set programmes in motion for the five- year IDP programme. The Strategic objectives emanating from that Political Lekgotla are summarized as follows:


  • To increase access to basic services and infrastructure development;
  • Water, sanitation, roads, refuse removal, housing and electricity,
  • To create an environment that promotes development of the local economy and facilitates job creation.
  • To promote the culture of participation, effective governance and accountability
  • To improve financial viability and management


The abovementioned objectives were translated into the municipal Programme of Action and implemented from 2012/13 financial year onwards.  They were also aligned or compounded within the broader Local Government KPA’s as prescribed to the municipal environment by DPLG Regulation R805, 2006:


  • Basic Service Delivery and Infrastructure Development
  • Municipal Transformation and Institutional (capacity) Development
  • Municipal Financial Viability and Management
  • Local Economic Development
  • Corporate Governance, Public Participation and Ward Committee Systems














The following priorities areas where committed for implementation duration of the political term and going forward:




LG Manifesto


2014 Manifesto


Development Objectives



Priority area

Improve local public services and broaden access to them



Transform our rural areas

Ensure decent living conditions and sustainable human settlement


Improve and expand education and training


Ensure quality health care for  all


Expand comprehensive social security

To increase access to basic services and infrastructure development Roads
High Mass Lights
RDP Houses
Water –Stand Pipes
Community Hall/Multipurpose Centre
Vip Toilets
Build local economies to create more employment decent work and sustainable livelihoods Build an inclusive economy that creates jobs To create an environment that promotes development of the local economy and facilitates job creation.


LED and Job creation
Promoting more active community participation in Local Government To promote the culture of participation, effective governance and accountability


Ensure more effective, accountable and clean local government that works together with national and provincial government Fight corruption and crime To improve financial viability and management










KPA  Strategic Objective Performance Indicator Baseline




5 Yr Targets
Yr 1



Yr 2



Yr 3



Yr 4



Yr 5



To provide Water services Number of reports on water provision Reports 4 4 4 4 4
To provide Sanitation services Number of reports on provision of sanitation services Reports 4 4 4 4 4
To construct , Upgrade and Maintain Roads Number of reports on the constructed. Upgraded and maintained roads Reports 4 4 4 4 4
To retrofit & maintain Public Lighting Number of reports on retrofitted and maintained lighting Reports 4 4 4 4 4



KPA  Strategic Objective Performance Indicator Baseline




5 Yr Targets
Yr 1



Yr 2



Yr 3



Yr 4



Yr 5



Landfill electrification Number of reports on electrified landfill New projects Business plan Implement N/a N/a N/a
Fencing of the central parking for municipal parking Number of reports on provision of sanitation services Reports Business plan Implement N/a N/a N/a
To construct , Upgrade and Maintain Roads Number of reports on the constructed. Upgraded and maintained roads Reports 4 4 4 4 4
Maintenance of civic buildings Number of reports on maintained building Reports Business plan Implement N/a N/a N/a




KPA  Strategic Objective Performance Indicator Baseline




5 Yr Targets
Yr 1



Yr 2



Yr 3



Yr 4



Yr 5



To manage the EPWP Number of reports on EPWP Reports 4 4 4 4 4
To Construct Infrastructure (PMU) Number of reports on construction of infrastructure projects (MIG) Reports 4 4 4 4 4












KPA  Strategic Objective Performance Indicator Baseline




5 Yr Targets
Yr 1



Yr 2



Yr 3



Yr 4



Yr 5



To provide waste management Number of reports on waste management Reports 4 4 4 4 4
To manage and maintain parks and cemeteries Number of reports on maintenance of parks and cemeteries Reports 4 4 4 4 4
To manage and maintain community facilities Number of reports on on maintenance of community facilities Reports 4 4 4 4 4








Good governance is about governing the area, municipality and its citizens in accordance with the spirit of the constitution of the Republic of South Africa. It includes community consultation, participation and empowerment as a central feature. Focus is directed towards strengthening wards, ward based plans and the institution, in order to improve community participation and the governance of the municipality.  Consideration was given to the quality and the extent of participation in municipal affairs as prescribed by chapter 4 of the Municipal Systems Act 32 of 2000.


Below is an outline of the legislative framework steps and the process towards the development of the 2015/16 reviewed IDP of Mahikeng Local Municipality.





Section 25(1) of MSA (32 of 2000) and section 21 of MFMA (56 0F 2003) compel municipalities to develop and adopt a single, inclusive and strategic process plan for the development of the municipality.


The process plan is referred to in section 28 of MSA as a ‘process set out in writing to guide the planning, drafting, adoption and review’ of the Integrated Development Plan. The said plan for 2015/16 review was specifically designed to provide the municipality with the necessary approach and information to achieve planning imperatives as expeditiously as possible..





External Structures


North West Provincial Department of Local Government and Traditional Affairs


Assessment comments by the MEC for Local Government are considered in accordance with chapter 5 of the Municipal Systems. The assessment report was not issued by the office of the MEC but the comments submitted in the prior year have been taken into account towards the compilation of this draft document.


National Treasury


The first consultation was done in the February month towards the tabling of the draft document. The purpose of the engagement was to assess the municipality’s readiness for tabling the draft as well as compliance to the adopted Process Plan.  The second engagement will be conducted during April 2015 after tabling of the draft; this annual engagement is meant to assess if the tabled document was done in accordance with following:


  • Compliance with the council approved schedule of key deadlines for the review of the IDP and compilation of the annual budget and its associated challenges
  • Political and management oversight on the over the development processes,
  • Alignment of municipal priorities with National, Provincial and sector priorities


District IDP Managers Forum


The District IDP Managers Forum is made up of the IDP managers from all the five category B municipalities that constitute Ngaka Modiri Molema District Municipality; and it is chaired by the IDP Unit at the district. This Forum set out to ensure the alignment of the District’s IDP to those of category B’s.


District IDP Representative Forum


The first District IDP Forum meeting has not yet being held. This serves as a forum for sector departments to provide members with progress on projects and programmes implementation, as well as to provide the municipalities in the district with new projects identified and approved for the 2015/16 financial year.

Local IDP Representative Forum


This is the Forum that has been established in line with the IDP guidelines to institutionalize and guarantee representative participation in the IDP process; as well as to conform to the principles of Inter-Governmental Relations Act.


This engagement amongst  is to:


  • Provide feedback on projects and or programmes implementation as they appear in the 2014/15 IDP document;
  • To provide and receive projects and programmes for 2015/16 financial year from the municipality and other stakeholders,
  • To discuss general service delivery challenges.



The composition of the Local IDP Representative Forum is confirmed as follows:









Chief Whip

Ward Committee Members

Traditional Leaders- Dikgosi

Municipal Manager

IDP Manager

All Directors

Chief Financial Officer

Head Office of the Executive Mayor

Head Office of the Municipal Manager

Head Budget and Financial Reporting

Dept of Education

Dept of Human Settlement

Dept of Health and Social Development

Dept of Sports, Arts & Culture

Dept of Agriculture, Conservation, Environment  and Rural Development

Dept of Economic Development

And Tourism

Dept of Transport, Roads and Public Work

Department of Community Safety

Dept of Environmental Affairs and Tourism

Provincial Aids Council




North West University (Mafikeng Campus)

National Development Agency (NDA)


Barolog Boo-Ratshidi Tribal Authority

Atamelang Bus Services

North West Taxi associations (Mafikeng)

Mafikeng Chamber of Commerce &Industry.

Hawkers Union

Women in Business

Kopano Trust

NEDBANK Mafikeng

First National Bank

Standard Bank






Institutional Analysis


The internal consultation is continuous with the assessment of the existing level of internal development. This was done in compliance with the proposed process plan which was subsequently adopted by council. The process included extensive and constant consultation (formal and informal) with all directorates. Consultation has been continuous until the final document is consolidated for Council approval.



The IDP/Budget steering committee is a committee established to act as a working committee, which manages the day-to-day activities of the IDP and budget process. This committee is also responsible for finalizing IDP, budget and PMS. The committee will be convened several times to ensure proper planning and budgeting.

The table below indicates all members who served in the IDP/Budget steering committee.



KB Diakanyo Executive Mayor Female
P Tabane Council Speaker Male
G Kgwadibane Single Whip Of Council Male
B Ngobeni MMC Finance Male
N Moiloa MMC Infrastructure Female
N Monnapula MMC Corporate Services Female
M Makolomakoa MMC Public Safety Female
S Vanrooyen MMC Community Services Male
K Phetha MMC Town Planning And Development Female
Mr. Thabo Mkwena Acting Municipal Manager Male
Mr. Thabo Marumo Acting Director: Public Safety Male
Mr. Terrance Mathe Acting Chief Financial Officer Male
Vacant Acting Director: Infrastructure Vacant
Mr. K. Komane Acting Director: Community Services Male
Mr. Rodger Goenewaldt Acting Director: Planning & Development Male
None Director: Corporate Services Female
Mr. T Tswaile Head: Budget and Reporting Male
Mr. S S Malongwa Head:Officeof the Municipal Manager Male
Mr. R. Mothupi Head: Office of the Speaker Male
Mr. J. Mashego  Head: Office of the Executive Mayor Male

Community Consultation

The MSA, Chapter 4 deals with Community participation. With specific reference to the IDP and Budget processes. Section 16(1) (a) and (iv) stipulates that a municipality must encourage, and create conditions for, the community to participate in the affairs of the municipality, including in the preparation, implementation and review of its integrated development plan and the preparation of its budget.

The Mahikeng Local Municipality placed great emphasis on the involvement of communities and all its stakeholders in the integrated development plan review process. All the 31 wards constituting the municipality were consulted  in clusters for the purpose of this review. Consultative meetings were held during the course of January 2015.


Communication for meetings were made prior to meetings, notices were disseminated across all the wards. The following means of communication were also utilized;


  • Loud-hailing, mobilisation through ward councillors and ward committees
  • Local community newspaper and radio



Meeting Venues and times


All venues were selected in a manner that ensure and enhanced easy access for all community members to attend. Time was also chosen for the meetings to ensure maximum participation, some meetings were held after hours to accommodate people that are working.



Meetings were held in clustered wards, the Executive Mayor delegated members of the Mayoral Committee to facilitate meetings were part of the meeting.


The main objective of the presentation was:


  • To provide progress report on services delivery per ward, and
  • To identify and re-prirotise development priorities at ward level,



Interactions were conducted in Setswana in order to facilitate maximum participation.

Summary of ward needs

The following needs were raised by the community during consultation meetings. They are a consolidation of inputs from all the visited wards and clusters. They will therefore determine the municipality’s allocation of resources for the financial years; they had also set the tone for municipal priority setting which shall then be translated into the Municipal Programme of Action for the next year.




Roads 26 1
High Mass Lights 25 2
RDP Houses 24 3
Water –Stand Pipes 22 4
Community Hall/Multipurpose Centre 20 5
Clinic 13 6
Vip Toilets 11 7
Unemployment 10 8
Electricity 9 9
Parks 8 10
PARKS 2 14































Basic Service Area Type of service Affected Ward Brief analysis
Roads and storm water and bridges Tarring, re-gravelling and patching, new bridges 1,2,3,4,5,6,7,8,9,10,



Some of the issues raised with regards to roads and storm water include amongst others tarring / rehabilitation of main and internal roads in rural and urban areas and regular maintenance thereof.

It was also indicated that there is inadequate storm water system (water fogs in the streets during rainy periods e.g farrow in front of Bop Flats at unit 7, farrow at Ext 38 and behind Mmabatho high school and culverts for stagnant water at Setlopo).


This development area has been identified as problematic especially along main roads (taxi and bus routes) in the rural areas where public transports and other developmental services does not reach the public.  In brief, 1000kms of rural roads require gravelling (90% of the roads), 250kms of surfaced urban roads need maintenance.







House-holds 1,2,3,4,6,9,12,14,15,16,17,18,19,22,





The need for high mast lights is still very high especially at rural villages since they are perceived to be contributing to crime reduction. Maintenance of streetlights within the urban part of the municipality has also been identified as an area requiring urgent attention.


Rehabilitation and maintenance of streetlights in urban areas have been further prioritized for 2014/15 financial year. A number of high-mast lights projects have also prioritized in various ward 15,14 10 amongst others


There are streetlights in the areas surrounding the CBD which have been left for a long time which also need maintenance to reduce the need at those areas.


Electricity High-mast and street lights 1,2,3,4,5,6,7,8,9,


Housing RDP/Low cost houses 1,2,3,4,5,6,9,11,14,15,16,17,18,19,20,21,22,23,24,25,27,28,29,30 This developmental area is most prevalent in almost all visited wards. It entails the provision of housing in the form of RDP houses.


furthermore, there are identified challenges that the municipality still need to attend to as a matter of urgency; i.e  a reported renting of houses at Danville, Ext 38, unoccupied RDP houses within the locality, handling of housing beneficiary lists, as well as communication of disapproval reasons by the department







Water Stand Pipes 2,3,4,5,6,9,11,12,


The  is reported that water  supply in most rural areas by the district municipality is problematic in that boreholes are drilled but not equipped, engines not supplied with petrol, or lack of boreholes drilling. Where the water is supplied through tanks, communities stay for weeks without supply while water is sold privately by drivers.





Community Halls/Multi-Purpose Centers Community Facilities 2,3,4,5,6,9,11,12,


The community suffers when they need to hold community activities like meetings. This facilities could assist with other services brought closer to the communities like pension pay-outs, Home Affairs and others. The youth will utilize the facility for youth activities.
Clinic Health Facility The clinics needs to operate for 24 hours to cater for emergencies. They did not have medicine and were understaffed. There were wards that did not have a clinic at all. The mobile clinics were not consistent and lacked medicines.
Sanitation VIP Toilets 2,3,4,5,6,9,11,12,


From all indications, sanitation problems still persist in rural parts of the municipality relying on Pit latrines. Of the 31 wards, about 11 wards are still desperate for proper sanitation facilities.


Identified and confirmed sanitation projects by the district are  not implemented



Job Creation Employment opportunities 1,2,4,5,6,7,8,9,10,



The rate of unemployment is high and affects the youth mostly. When there are opportunities like the EPWP only few people participates. There is no clear criterion of selection.
Electricity House-holds 1,2,3,4,6,9,12,14,15,16,17,18,19,22,


This aspect is the 10 most prevailing service delivery area. The need for electricity has scaled down tremendously as compared to previous years, the current major need is electricity in-fills in wards and full electrification program for some villages


A comprehensive list of community needs per ward is attached as annexure A to this document




Ward Councillors are major stakeholders in the planning process of the Municipality as they serve as a link between communities.

Below is a list of all Ward Councillors of 31 wards which constitute Mafikeng Local Municipality which have also been part of the development of this draft document.


1 N.D MOSEKI MALE 083 983 6191 ANC
2 T. MOTSHABI MALE 083 448 9217 ANC
3 T.G.E. MALEBADI MALE 076 674 6711 ANC
4 M.G.MOKGOSI MALE 078 148 8132 ANC
5 K.L. PHETHA MALE 078 531 3499 ANC
6 M.C.SEGOE MALE 078 220 6142 ANC
7 S.L. MOLEFE MALE 073 125 7155 ANC
8 S.T.M.M.GASEALAHWE MALE 073 660 76603 ANC
9 P.I.MOKGELE MALE 083 877 0851/083 710 7496 ANC
10 K.I.MOTALANE MALE 079 969 2976 ANC
11 K.A.PHASHE MALE 078 571 9387 ANC

MALE 073 0687 407 ANC ü
13 D.K. MOLEMA MALE 082 968 3770 ANC




15 T.B.MAKOLOMAKWA MALE 082 6954 468/073 8211 175 ANC ü
16 M.C.SEGWE MALE 073 374 5075 ANC
17 S.J.VAN ROOYEN MALE 079 070 6585 ANC
18 N.V.MOILWA FEMALE 079 543 6200 ANC
19 A.M.MODISE MALE 072 855 1416 ANC

MALE 083 346 1894 ANC ü
21 M. PHUTHEGO MALE 078 763 7620 ANC
22 B .S. NGOBENI MALE 073 886 8644 ANC ü
23 P.D.SEELE MALE 072 541 8304 ANC
24 S.N.MOKWENA MALE 073 264 3255 ANC
25 G.N.MONNAPULA FEMALE 079 441 9777 ANC
26 C.M.MOSETLO FEMALE 063 067 4395 ANC
27 M.DICHABE MALE 0083 631 8491 ANC
28 K.P.MOTSUMI MALE 079 165 1248 ANC
29 K.M.DLAMINI MALE 0083 9572241 ANC
30 K.G. MATHAKATHAKA MALE 072 371 4890/073 748 4391 ANC ü
31 T.G.DAMANITI MALE 072 921 0198 ANC
32 M.E.LEKHOBE MALE 083 4961 724 ANC ü
33 K.C.SEHERI MALE 078 917 7446 ANC ü
34 T.J.MATOANE MALE 083 363 8696 ANC
35 N.M.NLOVU FEMALE 073 601 9275 ANC




KGOSI SHOLE MALE 0827001306/0716007938 ü




1.       K.B.DIAKANYO

fax 018 384 9593

FEMALE 083 583 5045 ANC ü
2. T.NEBE MALE 083 867 6043 ANC ü
3. G.A.MASIBI MALE 078 598 9812 ANC


FEMALE 082 063 2314 ANC
5. G.A.SEATLHOLO FEMALE 0082 608 8534 ANC ü
6. M.J.MONERE MALE 084 351 9042 ANC
7. M.C.MAKOLEMAKO FEMALE 0078 940 0219 ANC ü


FEMALE 083 233 9365 ANC
9. M.N.E.MOROENG MALE 078713 7733 EFF
10. P.P.MOKOLOPI MALE 082 046 2122 EFF
11.B.K.DINOKO MALE 073046 4010 EFF
12.K.T.C.PHINDA FEMALE 073 467 7056 EFF
13. G.S.NKITSENG FEMALE 074 061 6678 EFF
14.T.J.RAKGOMO MALE 073 7596245 EFF
15. M.G.BILLIOT FEMALE 063 111 6726 EFF
16. P.J.MASWABI MALE 082 2568300 EFF
17. S.K.MATSHEKA FEMALE 060 922 0109 EFF
18. A.L.GAOGANEDIWE MALE 073 491 5754 EFF
20.  D.M.MOROE MALE 078 293 8627 EFF
21. M.M.CHANDA FEMALE 078 851 8932 DA ü
22. L.R.MANGE FEMALE 060 326 9996 DA
23. T.L.SELEPE MALE 072 183 7700 DA ü
24. MOTAU MALE 072 697 8746 DA
25. D.E.VAN ROOYEN MALE 076 063 5802 DA
26.L. SCHICHERLING FEMALE 083 631 8439 DA ü
27. W.N.BOHNER MALE 082 872 9327 DA ü
28. K.I.MBANA FEMALE 079 681 7567/078 066 2440 F4SD
29. M.J.RABOTAPI MALE 078 378 3485 F4SD
30. O.J.MOTSEPE MALE 078 123 4692/078 124 4692 F4SD
31. E.O.E.SELEKE MALE 078 320 2922 UCDP
32.G.K.KGAJE FEMALE 083 398 1700 UCDP ü
33.M.E.DINGILE MALE 074 6548109 ACDP ü
34.L.J.KGOSINOKA MALE 073 008 1533 COPE



It is also a legislative imperative that Traditional Leaders be involved and actively participate in the affairs of the Municipality. The following Traditional Leaders are found within the boundaries of Mafikeng Local Municipality and have been duly consulted and interacted with.


Kgosi Jeff Montshiwa Montshiwa Stadt Village
Kgosigadi Seatlholo Lotlhakane Village
Kgosi Malefo Tsetse Village
Kgosi Shole Ramatlabama Village



The following Traditional Councils are found within the boundaries of Mahikeng Local Municipality and have been consulted during the Integrated Development Planning process.


Barolong Boora Tshidi Montshiwa Stadt Village
Barolong Boora Rapulana Lotlhakane Village
Batloung Tsetse Village


The process outlined above demonstrates the municipality’s commitment towards fostering participatory democracy. This process exceeds the legislative requirements for community participation in the development of IDPs. To ensure the credibility of the process, various stakeholders through appropriate platforms have been engaged during the development of the draft IDP.




KPA  Strategic Objective Performance Indicator Baseline




5 Yr Targets
Yr 1



Yr 2



Yr 3



Yr 4



Yr 5



To Promote Good Governance To promote community participation Number of community and stakeholder consultation meetings on the IDP and Budget coordinated per ward Idp forum, Ward consultations, website 4 4 4 4 4
Realignment  of Section 79 committees Number of reports on the realignment Not aligned committees 1 1 Implementation, review and reporting Implementation, review and reporting Implementation, review and reporting
To capacitate and train ward committees Number of training programmes facilitated for the ward committees Orientation 1 1 1 1 Review
To conduct Setsokotsane and Letsema  programme Number of Setsokotsane and Letsema  programme conducted qurterly 4


4 4 4


To monitor the impact of Reconcilliation, Healing and renewal programme in the municipality Number of reports on  Reconcilliation, Healing and renewal programme conducted Programme implemented 4 4 4 4 4
To monitor the impact of  Saamwerk and Saamtrek programme in the municipality Number of reports on Saamwerk and Saamtrek programme Programme implemented 4 4 4 4 4
To monitor the impact of  Agriculture, culture and Tourism programme in the municipality Number of Agriculture, culture and Tourism programme conducted Not monitored 4 4 4 4 4
To monitor the impact of Villages, Townships and Small dorpies progmme conducted Number of reports on  Villages, Townships and Small dorpies progmme conducted Notmonitored 4 4 4 4 4
  Promote Sound Legal Support Services Number of reports on legal, matters Reports submitted 4 4 4 4 4






Provide Effective and Efficient Risk Management services Number of reports on Risk Management services Risk not effective and effective 4 4 4 4 4
Provide Effective and Efficient Internal Audit Services Number of reports on internal audit services Shared services 4 4 4 4 4
Provide planning Develop and review  the IDP and reporting thereon IDP continuous 4 4 4 4 4
Provide Institutional Performance Management Number of reports on performance management Reports submitted 4 4 4 4 4
To  coordinate council meetings Number of council meetings held Meeting held quarterly 4 4 4 4 4












Mahikeng Local Municipality is faced by development problem in that a mix of urban and rural economies characterizes the municipal area of jurisdiction, thus ranging from a relatively strong economic performance to relatively isolated rural settlements with high levels of poverty. As a municipality, it has a specific coordination and facilitation responsibilities, which need to be addressed in an innovative manner to initiate and promote integrated and sustainable LED as well as to attract investments.


The municipality’s LED Strategy was reviewed in 2012. The purpose of the MLM LED Strategy is to collate all economic information and investigate the coordinated and integrated options and opportunities available to broaden the economic base of the study area, packaged as a strategic implementation framework in order to address the creation of employment opportunities, investment and business development and the resultant positive spin-off effects throughout the district economy.


This section will provide an assessment of some of the critical relevant economic activities within the main economic sectors namely: Agriculture, Mining, Manufacturing, Trade and Tourism. The Standard Industrial Classification does not define Tourism as an economic sector, but because it is such an important industry in terms of potential job creation, it will also be assessed in this section.


Each sector will be discussed in terms of its provincial and local context and will result in detailed opportunities and constraints. This section is concluded with a summary of sectoral opportunities and constraints which will serve as the basis for possible future Local Economic Development projects.




Agricultural Overview


The Agriculture Sector incorporates establishments, which are primarily engaged in farming activities. Also included under this sector are establishments engaged in commercial hunting, game propagation and forestry, logging and fishing. The following subsections will provide an overview of the current situation within the agricultural sector of Mafikeng LM and will analyze its potential for economic growth.


Agriculture is of extreme importance to the North West economy. It contributes about 6.2% of the total GDP and 19% of formal employment. Some 5.6% of the South African GDP and 16.9% of total labour in agriculture are based in the North West (2003). The province is an important food basket in South Africa. Maize and sunflowers are the most important crops while the Province is also a major producer of white maize in the country. Some of the largest cattle herds in the world are found at Stella and near Vryburg.


Agriculture in Mafikeng LM


Subsistence agriculture is practiced widely by rural communities while commercial agriculture contributed almost R146m (3.5%) to the total GDP for 2004. Between 2001 and 2004, strong growth (6.6% p.a.) was reported for the local agricultural sector. During 2004 this sector accounted for 5.2% of the local labour Force.


The overall land use pattern in Mahikeng LM is dominated by areas classified as bushveld and thicket, which make up 1 100km². Furthermore broad land-use categories include temporary cultivated semi-commercial and subsistence dry-land farming (861km²), unimproved grasslands (770km²), and areas classified as degrade thicket and bushlands (485km²). Only a very small percentage of land situated in the North Eastern part of the municipal area could be classified as prime agricultural land, although 35% of the area is covered by cultivated agricultural land. Mahikeng LM has a low economic output in the Agricultural Sector, and the land is degraded as a result of over grazing and bad management practices. Approximately 22.0% of the cultivated land could be categorised as semi-commercial /or subsistence dryland.


Commodities currently being farmed in the Mahikeng LM area include: maize, sunflowers, peanuts, small scale ground nuts, cattle (for a dairy and meat provision purposes), sheep, chickens (mainly for their egg produce) and game. “Backyard gardens” are a common occurrence in rural areas – these “backyard gardens” usually comprise of just enough vegetable produce to sustain the household. This is also very often accompanied by some free-range chickens and/ other livestock (municipality provided) grazing in the backyard. This is typically a prelude to subsistence farming.


Mahikeng LM is bordered by the Upper Molopo River, that later joins the Orange River, which also serves partly as the border between Mahikeng LM and Botswana. Mafikeng LMs’ Agricultural sector is reliant on water supplied by underground streams and the Molopo River. The Mahikeng LM area is characterized by a high diverse rainfall pattern. January is regarded as the wettest month of the year with an average rainfall of 118mm (also recorded as the month with the highest number of rain days in the year). During the winter months, June, July and August, Mafikeng gets, less than 5mm of rain and this is regarded as the dry season. Dust storms are also regarded as frequent occurrences in Mafikeng and the surrounding areas.


Development Potential


  • Introduction of new technology production. This could include organic-farming and biotechnology.


  • Additional products could be introduced into the agricultural sector such as herbs, fresh fruit – with accompanying markets, vegetable produce, packing and storage, horticultural products for local and export use. Organic food production, oil extraction and fish farming can also be added as development potential. It has been noted that a couple of green houses has been erected in the Mafikeng LM area with the focus on horticulture.



Broiler Production.


These types of projects can help the Agricultural Sector of Mafikeng LM to add value to their already established poultry industry. This is aimed at slowly incorporating and providing all the services and materials needed to harvest, package and sell the chickens and the eggs they produce.


Bio-Fuel Production.


The bio-fuel industry involves production of fuel derived from any biomass. There are many forms of biomass that can be used to produce bio-fuel, namely, liquid (ethanol, butanol etc.), solid (wood, crops, etc), and other. One of the major sources for bio-fuel is crops that are converted into liquid biomass. For example, sugarcane is usually used for production of ethanol that is further used as automotive fuel, while corn is used to produce liquid biomass for usage as a gasoline additive.



Other areas of development potential


  • Marketing

SADC membership encourages exports to neighbouring states of South Africa, especially maize. South Africa is a net importer of wheat and export prices have increased since 1992.

Mafikeng LM is ideally positioned to export to South Africa’s northern neighbours.


  • Game farming

This industry can help alleviate poverty in Mafikeng LM. Game farming includes linkages to agribusiness, like processed venison products. Game farms also provide opportunities for ecotourism development and the settlement of emerging farmers/tourist operators. Mafikeng LM has excellent potential for Game Farm development.


  • Livestock Produce

This entails the production, processing, packaging and distribution of products from livestock. Intentions regarding this project would be to add value to the primary products and increase the economic spin off effects. The main spin off regarding cattle includes meat, milk, cream and other milk products, the tanning, processing and treatment of hides. Spin off produce regarding chickens include the production and packaging of the eggs and meat.


  • Goat Farming:

Goat meat represents an important source of protein, particularly to the rural households. Goat milk and milk products such as cheese and yoghurt offer real potential for downstream products. Cashmere can also be harvested, if the hair of the goat qualifies for cashmere. Goat manure also presents a few opportunities such as paper manufacturing. These present particular opportunities on the micro level with strong linkages to the Tourism sector. Alternatively, the manure can be sold in its raw form as fertilizer, or mixed with soil to produce pot soils.


  • Ostrich Farming:


This type of farming could be feasible in Mafikeng LM due to the terrain and climate.


Development Constraints


  • Threat of HIV/AIDS

Workers usually reside on the farms where they work with their families. AIDS kill, the economically active worker, who is also the breadwinner of the family, with the wife and or children being left abandoned and without refuge. This in turn places a higher dependency on the farmer/farm owner and government to take care of these families.


  • Shortage of water

One of the most important constraints to agricultural expansion in Mafikeng LM and in South Africa is the availability and cost of water. Almost 50% of South Africa’s water is used for agricultural purposes. In Mafikeng LM the agricultural sector is mainly reliant on underground water supplies and water supplied by the Molopo River. Traditional agriculture is especially sensitive to the supply of water whereas contemporary production methods are more sustainable using technological farming methods. Agriculture in Mafikeng LM has suffered from drought conditions over recent years.


  • Capitalisation and Mechanisation

Throughout South Africa, agriculture is becoming increasingly mechanised through a process substituting labour for capital. This means that that the demand for farm produce is becoming less labour intensive. Some farmers also prefer to employ workers from especially Botswana, Zimbabwe and other neighbouring countries due to the minimum wages associated with South African farm workers.


  • Lack of Mechanisation and capitalisation

The reverse of the above is true for rural subsistence farmers. These farmers cannot afford the high input costs for machinery and farming equipment and has to rely on themselves (labour) and farm animals to work the fields. Furthermore, these farmers do not have sufficient crops to become commercial farmers – leading to them not being able to hire additional help.


  • Lack of information

Not all farmers in Mafikeng LM employ the latest production techniques and biotechnology. The main reason for this is a general lack of information about these techniques, which can make farming more profitable and sustainable. The Agriculture Research Council (ARC) and the Centre for Scientific and Industrial Research (CSIR) are the authority on biotechnology in South Africa. The involvement of these institutions as providers of farming advice and information on scientific production techniques can make a positive impact on the sustainability and growth of the local Agriculture sector.


  • High Input Cost


Farmers in Mafikeng LM have continuously experienced rising input costs such as labour, plant material, etc. especially over the last five years. This coupled with the strengthening value of the Rand and the over supply of maize in the South African market (i.e. lower market prises), have seen the commercial viability of many farmers in South Africa reduced dramatically.


  • Stock Theft


This type of crime has been identified as a major constraint regarding cattle farming in Mafikeng LM. This problem is escalated by the fact that Mafikeng LM borders Botswana – this creates a window for cross-border theft to occur.




In terms of mining legislation recently passed in South Africa, including the Minerals and Petroleum Resources Development Act (MPRDA), the Broad-based Socio-economic Charter for the Mining Industry (the Mining Charter) was developed in consultation between the Mining and Minerals Industry and Government, ratified in October 2002. The goal of the Charter is to ‘create a mining industry that will proudly reflect the promise of a nonracial South Africa’. Government then produced measures for assessing the progress of mining companies in respect of a number of key areas as they relate to socio-economic goals. This document is known as the ‘Mining Scorecard’


The nine elements of mining of the Mining Scorecard are listed below. Each element has a number of sub-requirements.


  • Human resource development ,
  • Employment equity ,
  • Migrant labour,
  • Mine community and rural development,
  • Housing and living conditions,
  • Procurement,
  • Ownership and JVs’,
  • Beneficiation,

Mining in Mahikeng LM


Development Potential


The local Mining sector of Mahikeng LM is currently not very active. However, small-scale mining can hold tremendous potential in certain areas. Mining in Mahikeng LM can be a powerful source in economic development and poverty reduction. Mining in Mahikeng LM can help fight poverty in a number of ways:


  • It can be a catalyst for further private sector development.
  • It can create jobs directly and indirectly as well as opportunities for growth for lateral or downstream businesses.
  • There are also indirect linkages through investments, which in turn enable better social services and catalyse improvements in physical infrastructure.
  • Large mining operations, often invest in Local Economic Development through training, social services and public goods such as clean water, transport, energy and other infrastructure.
  • There are also many tourism opportunities linked to the mining sector, which includes the manufacturing of arts and crafts and group tours, as done by Slurry.


The Council of Geo-science indicated that the north-east area of Mafikeng LM showed an abundance of mineral deposits. The most common mineral deposits found within the Municipal area were the following:


  • Mn – Manganese Ore
  • Au – Gold Ore
  • Ls – Lime Stone
  • F – Fluorspar (industrial mineral)
  • QB – Building Sand (silica)
  • An – Andalusite (industrial mineral)
  • DA – Diamonds (alluvial)
  • Pb – Lead
  • CK – Kaolin (clay)
  • SI – Sillimanite (industrial mineral)


To which extent these mineral deposits represent economically viable mining opportunities will depend on the outcome of a detailed geological surveys and feasibility studies.


With the MIDZ, being developed there lays great potential in Mineral beneficiation. Mineral beneficiation is the treatment of mined material, making it more concentrated or richer. The process of crushing, grinding, and often froth-flotation to remove waste rock from ore does this. The metal content is increased and the waste removed. This bares linkage to the manufacturing sector.


Development Constraints


  • The Mining houses of South Africa are very concerned about the effect HIV/AIDS has on the industry. HIV/AIDS affects between 25% and 30% of the South African Mining Sectors’ labour force. HIVHIV/AIDS in general holds negative implications for productivity, labour costs and skills development.


  • The cost of Mining inputs has soared over the recent years. Special mention has to be made to steel and labour costs. Other mining inputs include; machinery, timber, explosives, chemicals, piping, foodstuffs, cabling etc.


An initiative by the community of ward 2





Manufacturing is defined as the physical or chemical transformation of materials or compounds into new products. This section explores the current situation within the Sector as well as future possibilities for economic development within Mahikeng LM.


Manufacturing in the North West contributes 6.9% of the province’s GDP and 9% of its employment opportunities. It provides 2.6% of the South African manufacturing sector’s contribution to GDP. Manufacturing is almost exclusively dependent on the performance of a few sectors in which the province enjoys a competitive advantage. These are fabricated metals (51%), the food sector (18%) and nonmetallic metals (21%). Industrial activity is centered around the towns of Brits, Klerksdorp, Vryburg and Rustenburg. The Brits industries concentrate mostly on manufacturing and construction, while those at Klerksdorp are geared towards the mining industry and those at Vryburg and Rustenburg towards agriculture.


Manufacturing in Mahikeng LM


The Manufacturing sector of Mahikeng LM contributed only 4.8% to the local economy (GGP) and 5.0% to local employment in 2004. During the period 2000 to 2004 this sector experienced a growth rate of 1.1% on average per annum. This indicated a very small and sensitive sector concerning market fluctuations. Currently the manufacturing sector of Mahikeng LM comprises mainly of small-scale light industries, with a diverse base. Manufacturing of construction material is the most prominent with the automotive sector following suite. When moving a bit further away from Mahikeng LM, towards Lichtenburg, industries become more large-scale than in Mahikeng LM itself. There are two cement factories located in and around Lichtenburg.


Just outside Mafikeng is the PPC Cement Slurry factory. Immense deposits of Limestone were discovered on the Rietvlei farm in the Marico District. Today this facility is used as a manufacturing plant and a distribution point. The majority of the employment opportunities created by these entities are low- to semi- skilled with few opportunities for high skilled individuals. These higher skilled vacancies are usually associated with management and technical expertise.


Development Potential


The manufacturing potential of Mahikeng LM is mainly related to processing activities in the Primary sector of the economy. Great potential lies in the establishing of a link between the primary sector and industries in the Secondary sector through agro-processing and value adding to mining produce.


The demarcation of an Industrial Development Zone (IDZ) is underway at the Mafikeng Airport (MA), focusing on the manufacturing and exporting of:


  • Hi-tech electronic components and systems.

The aim with this IDZ is to establish a world-class hub for the manufacturing of hi-tech electronic components, wire-less tracking and tracing equipment and systems.


  • Mineral beneficiation.

Mineral beneficiation is the treatment of mined material, making it more concentrated or richer. The process of crushing, grinding, and often froth-flotation to remove waste rock from ore does this. The metal content is increased and the waste removed. This will particularly focus on diamond cutting.


  • Aircraft Repairs and Maintenance Centre.

Development potential reared its head in the form of Russia’s Samara province showing interest in establishing an aircraft repair and maintenance centre at Mafikeng Airport.


  • Agro-processing.

Mafikeng LM is a gateway to Africa, being linked by rail to Botswana and Angola. This provides the ideal opportunity for agro-processing and beneficiation exports. Value addition to primary products could expand the market and create economic opportunities for both the investor (monetary return on exports of beneficiated goods) as well as the job market for those who are unemployed within the Municipality. Opportunities exist within the wider agribusiness framework for Mafikeng to take advantage of its latent strengths and comparative advantages.


This can help with the development of a support base for emergent farmers. Such opportunities include cooperative/syndicated meat processing units, vegetable processing, citrus production and emergent agribusiness (like tractor servicing, fertilizer distribution, transport contractors, etc.).



Development Constraints


  • Small base

The Manufacturing sector of Mafikeng LM is concentrated – meaning that the majority of industries located in this area are light industries. Diversification, especially towards acquiring large-scale industries can expand the market share and prove beneficial towards Mafikeng LMs’ economy.


  • Lack of industrial incentives

Mafikeng LM does not currently attract new industrial plants or SMME’s in this sector through the provision of development incentives. This strategy of investment attraction is very popular in the USA while local authorities in South Africa are starting to catch on.


An Industrial Development Zone (IDZ) is classified as being a customs free area – this means that no taxes are applicable to products being manufactured and exported. It became evident from existing Industrial Development Zones’, in South Africa, that there is a 40% rebate on tax. In order for the MIDZ to succeed the proper tax legislature and structure has to be in place. Currently this MIDZ does not offer this 40% TAX rebate.


  • Lack of developed residential areas

In Mafikeng LM, there is a lack of both housing and land available for residential development. This unfortunately has a negative effect on investors, as they cannot relocate their families due to the shortage of housing. There is however the opportunity to rectify this via

the rezoning of land and by making the land available for residential development.












Tourism is not an economic sector on its own, but is composed of many different products and services that are woven into the economy. The major components of this sector are accommodation, travel, catering, and entertainment and travel organisers. Tourism forms linkages with other sectors such as the Trade, Transport and Finance sectors. However, due to its increasing importance as an income and employment generator in South Africa, it is believed that this sector should be discussed separately from the other sectors.


The fastest-growing segment of tourism in South Africa is ecological tourism (ecotourism), which includes nature photography, bird watching, botanical studies, snorkeling, hiking and mountaineering. Community tourism is becoming increasingly popular, with tourists wanting to experience South Africa’s rural villages and townships.


The geographical location of the North West Province – the main comparative advantage for tourism –provides the base for development of tourism on a competitive level. This comparative advantage stems from the locality of Gauteng (one of the largest urban areas in the Sub-Saharan Africa) as well as its northern neighbouring African countries.


According to the North West Parks Board it is estimated that about three million domestic tourists and 633,000 international tourists visit the province. The Tourism Master Plan for the North West Province indicates the following as future market focal points:


  • Eco-Tourism
  • Culture Tourism
  • Shopping and Entertainment
  • Travel & Investment
  • MICE (meetings, incentives, conferences and exhibitions)


Tourism in Mahikeng LM


It is being believed that tourism development in Mahikeng LM should focus on both local and international tourists. Big Five game reserves in this area (Mafikeng Game Reserve) are considered areas with substantial international potential. Also, Mafikeng LM forms part of the Anglo-Boer /South African War siege site.


Existing Attractions in Mahikeng LM


  • World Centre for Science and Environment of the Scout Movement

Located on the border of the Mafikeng Game Reserve, this international scouting centre is the foundation for providing skills training, leadership and team building for local and international students.


  • Mahikeng museum.

Mafikeng is a town with a rich and fascinating history, the museum is host to an array of ethnographic, and Anglo Boer War exhibits.


  • Mmabana Cultural Centre

This centre aims at restoring and enhancing the quality of life through personal achievement. Regular exhibitions are held together with conferences.


  • Mahikeng Game Reserve.

This 4,600ha game reserve is home to a wide variety of wild animals and is regarded as a principal breeding park for the White Rhinoceros.



  • Game Viewing.


Mafikeng provides ample opportunity to explore the wild, with a variety of game farms and establishments, like the Botsalano Game Reserve.


  • Lotlamoreng Cultural Reserve.

Located to the south of Mafikeng is a cultural village, (recreational area) that provides tourist activities in the form of fishing, swimming and a demarcated waterfowl sanctuary. Lotlamoreng has been refurbished to serve as one of the tourist destination in Mafikeng.


  • Modimola and Disaneng Dam.

Modimola Dam is the perfect location for recreational angling and weekend picnics. Disaneng Dam proves to be a spectacular sight even though it is not developed to its full potential. The dam hosts the Mafikeng Yacht Club, an array of water sports and angling on weekends.


  • Olympic Sports Stadium

This futuristic stadium, built by investors from Israel, is one of many sports facilities located in Mafikeng LM. This creates an opportunity to build on Mafikeng LMs’ sporting tourism scene.



  • Mmbabato Conference Centre.

This spectacular venue can host a seated banqueting dinner for up to 2500 delegates and is a prime attraction for Mafikeng LM.


  • BOP Recording Studio.

Used by many local and international artists – this studio gave life to the “Lion King” soundtrack and has seen and heard many famous personalities. The studio is currently under-utilized.


  • Molopo Eye

This is where the Molopo River rises. In the past, the Molopo River joined the Orange River and cojointed, they flowed into the Atlantic Ocean. A dam wall was built across the river on the orders of President Kruger to prevent residents of Mafikeng from receiving water. It was little realised that the river flowed underground through Mafikeng anyway. This was also the only source of water for Bakerville during the Diamond Rush.


  • Kalahari Goldridge Gold Mine.

This opencast goldmine was only recently established outside of Mafikeng.


  • Slurry Cement Factory.

This cement factory is part of the PPC group of companies and was founded in 1916. Tours are available on prior appointment.


Accommodation in Mahikeng LM is plentiful and ranges from low-budget back packers facilities up to 4star luxury establishments.






Development Potential


The large number of diverse historical and cultural elements in the Mahikeng LM area can attract a limited number of special interest tourists. Packaging these products is essential. Mahikeng LM is also seen as a Shopping and Entertainment Mecca for residents of Botswana. Special care has to be given to the development of the following products in order to expand the tourism base for Mafikeng LM:


  • Mahikeng Game Reserve.

Game Reserves that have the Big Five residing in them are considered areas with substantial international potential. Not only is the Reserve an important recreational facility but also a breeding centre for a wide variety of game species.


  • Mahikeng museum.

The museum exhibits the Siege of Mafeking (now Mafikeng) and is an excellent starting point for any historical trip to Mafikeng LM.


  • Lotlamoreng Cultural Reserve.

A truly African cultural experience can be enjoyed. This can be built on by expanding cultural activities and having tourists partaking in events. The center has been refurbished.



  • Leisure Railway Trip

Due to the already established railway link between Mafikeng LM and its neighbouring African countries, Botswana and Angola as well as linkages with the remainder of South Africa – this provides an interesting opportunity for the development of a luxury passenger rail.


Tourism development in Mahikeng LM is constrained by the following key factors:


  • Standard and condition of the road network varies considerably. The railway network is limited and does not serve the Tourism Industry to any great extent.


  • The Tourism Information service is fragmented and not very accessible. The material that does exist is of varying quality.


  • According to the Tourism Master Plan for the North West Province – a further constraint is the lack of a sustainable water supply, for tourism development, in order to develop recreational activities. Also furthering the limitations are the fluctuating water levels caused by erratic rainfall and downstream irrigation systems.


  • Route network is not sufficient. When considering Gauteng as entry point into the country there is a lack of routes leading to Mahikeng LM. Furthermore, the revoking of Mahikeng Airports’ international status limits access to Mahikeng LM even more in a local and international context.


The potential to attract more tourists to Mahikeng LM exists in terms educational- and eco-tourism. The area is currently regarded as having good natural and historical amenities with little marketing and tourism facilities. This means that although tourists do visit the area, they usually do not stay very long (about 3 days on average). The focus of tourism development in Mafikeng LM is thus on developing central amenities. The main issue regarding a lack of visitors to Mahikeng LM can be addressed by obtaining proper marketing plan and by correctly packaging tourist attractions available in Mahikeng LM.






This section presented a sectoral potential analysis of the key development sectors in the Mahikeng local economy. The strength of Mahikeng LM is mainly concentrated in the Government, Finance, Transport and Trade Sectors of the economy. From a development perspective, the Finance and Government Sectors are demand driven, meaning, that growth in these sectors is a reaction to growth in the other sectors. (i.e. demand driven) of the economy and will thus expand if the other sectors in the economy grows.


Some of the sectors that were experiencing high growth rate to certain extend due to locational factors include the Agricultural and Manufacturing sectors. Due also to the development of Mafikeng Industrial Development Zone (MIDZ), MLM will definitely show an increase regarding growth and comparative advantages in the Manufacturing sector.


The potential analysis furthermore revealed the importance of the Tourism sector. This sector is currently regarded as very small with small-scale development taking place. The area does however have good growth potential in this sector especially around Eco-tourism including the Mafikeng Game Reserve. The focus here should fall on the correct packaging of the tourism products. The importance of growth in the tourism sector is not only limited to employment creation but also regarded as a central player in the marketing of Mafikeng LM as an attractive investment environment.






KPA  Strategic Objective Performance Indicator Baseline




5 Yr Targets
Yr 1



Yr 2



Yr 3



Yr 4



Yr 5



To establish a new LED directorate An established LED Directorate Fall under Planning and Development Establish the LED directorate  LED Directorate reports to council LED Directorate reports to council LED Directorate reports to council LED Directorate reports to council
To establish and support a functional  LED Forum Established and reports generated in five years None Establishment and reports Implementation, review and reporting Implementation, review and reporting Implementation, review and reporting Implementation, review and reporting
To review the LED strategy Reviewed LED strategy Outdated LED strategy Review LED Strategy Implement the strategy Implement the strategy Implement the strategy Review LED Strategy
Identification of land for development expansion Number of land acquired Mahikeng landlocked Indemnification of land an Business plan d Application to DRDLR Hand-over Implementation Progress reporting and review
To enhance and support 80 SMMEs by 2021 80 SMMEs supported by 2021 Too few SMMEs supported 20 SMMEs eupported


20 SMMEs eupported 20 SMMEs eupported 20 SMMEs eupported


To support  the infrastructure development through MRRRP Number of MRRRP meeting attended No meeting attended 4 4 4 4 4
To source relevant project specific funding for all prioritized  high impact projects Number of  reports on prioritized  high impact projects none 4 4 4 4 4
To ensure continuous skills development support in order to enhance requisite skills for the economic landscape of the region Number of SMMEs trained Too few 10 10 10 10 10 and Review
To upgrade and market tourism sites Number of tourism site upgraded and marketed Ad hock done Business plan development and application Upgrading of facilities Marketing Marketing Marketing and Review

















































The municipality has not filled any positions of section 57 Manager. There are employees appointed in these positions on acting capacity. The process is however at an advanced stage for the appointment of the substantive directors for these posts.  The institutional organogramme has recently been approved by Council with a view of ensuring that the organogramme talks to the current challenges as it was not reviewed for a very long timed.




Acting Municipal Manager Vacant


Mr, T. Mokwena has over 5 years’ experience of Municipal management from a position of a director to Acting Municipal Manager
Acting Chief Financial Officer Vacant Mr T Mathe is a Chartered Accountant and poses experience of municipal audit which serves as an advantage for correcting systems and procedure to correct the Auditor General findings.
Acting Director Corporate Support Services Vacant
Acting Director Planning and Development Vacant Mr. R. Groenewald has over 25 years of experience I municipal environment and consistently Mahikeng Local Municipality
Acting Director Infrastructure Vacant


Acting Director Public Safety


Vacant Mr. T. Marumo has possesses  municipal management experience in Law enforcement sector
Acting Director Community Services


Vacant Mr. Komane is a municipal practitioner with vast experience in the waste management.



Mahikeng Local Municipality like other municipalities in South Africa, is mandated by section 153 (a) of the Constitution of South Africa Act 108 of 1996 “To structure and manage its administration, budget and planning processes to give priority to the basic needs of the community through proved policies and plans. The Municipality derives its responsibilities and powers from both National and Provincial legislation. The Council is also empowered to formulate by-laws and land use management mechanisms to regulate land uses. In order to ensure sustainable service delivery, certain policy documents have been developed. Policies covering the following aspects have been adopted or are in the process of development:







Employment Equity Policy To ensure that appointment of employees are done in terms of the Employment Equity Act Reviewed
Placement Policy To ensure the orderly placement of personnel in all the posts of the Organizational Structure Reviewed
Succession Plan Policy To ensure that junior officials are empowered for purpose of transferring skills by the time the above one leaves office Reviewed
Training And Study Aid Scheme For Councilors & officials To provide a mechanism for councilors and officials to undergo training in order to improve services delivery Reviewed
Workplace Skills Development Plan To promote the development of skills in the workplace Reviewed
Recruitment Policy To prescribe the process to be followed in the recruitment and appointment of personnel. Reviewed
Retention Strategy To prescribe the process to be followed in ensuring that skilled personnel are retained by the municipality. Reviewed
Experiential Training Policy To make provision for experiential training where a student has to undergo practical experience as part of the curriculum of the course. Reviewed
Policy on Attendance of Conferences etc. To provide guidelines to delegates to conferences, workshops, meetings etc. Reviewed
Study Aid/Bursary Policy To provide study aid to employees to better their skills Reviewed
Leave Policy Reviewed
Sexual Harassment Policy Reviewed
HIV Policy Reviewed
Employee Assistance Programme Policy  


Occupational Health and Safety Policy Reviewed
Induction of new employees Reviewed
Probation Policy Reviewed
Grievance Procedure Reviewed
Communication Policy Reviewed
Budget policy To give guidance to the basis, format and information that are included in the budget document. Reviewed
Procurement Policy (Supply Chain Management) To provide guidelines for the procurement of goods and services Reviewed
Credit Control Policy To formalize credit control and debt collection. Reviewed
Investment Policy To guard the activities of responsible financial officials to manage cash flow and investments of the municipality Reviewed
Fixed Assed Policy Reviewed
Credit Control Policy Reviewed
Asset Management Policy Reviewed
Petty Cash Policy To give guidance with respect to purchases of small items and assist with the adherence to supply chain management policies. Reviewed
Virement Policy To assist with the management day to day expenditure budget and ensure that the municipality does not incur unauthorized expenditure before the compilation of the adjustment budget Reviewed
Indigent Policy Reviewed
Fraud and Corruption policy To provide a framework within which employees, councillors and other interested parties of the municipality should report suspected corrupt activities without compromising their identity and safety
Indigent Burial policy To provide a decent burial for qualifying indigents who die and the families have no resources to pay for the interment cost at the time of death Reviewed
Revenue / income policy To guide officials handling, controlling and managing cash and cash equivalents that belong to the municipality Reviewed
Risk Management Policy To allow for the management of risk within defined risk/return parameters, risk appetite and tolerances as well as risk management standards. To also provide a framework for the effective identification, evaluation, management, measurement and reporting of the municipality’s risk Reviewed
Code of Conduct Policy Reviewed
Performance Management Policy and Framework Reviewed
Signed Performance Agreements Performance agreements of section 57 Directors signed for each financial year Reviewed
Evidence of Performance Management System Ensuring that performance management is cascaded to Unit Managers and other levels of employees of the Municipality Reviewed
Service Delivery Budget Implementation Plan Tracking of implementation of the projects Not Reviewed
Where Is The IDP Driven? In the Municipality Managers (MM) office or next to the MM 5 year Municipal Strategic document that is reviewed annually in conjunction with Communities of the Municipality. Driven by the Strategic Management Directors and the IDP Manager Reviewed
IDP for 2016-2017 in place 5 year Municipal Strategic document that is reviewed annually in conjunction with Communities of the Municipality. Which also informs municipal budgeting Reviewed
Spatial Development Framework Not Reviewed
Integrated Waste Management Plan Effective waste management Reviewed
Local Economic Development Strategy Not Reviewed
Housing Policy Reviewed
Integrated Transport Policy To formalize the use of Municipal Vehicles Not Reviewed
Uniform Tariff  Policy To ensure a uniform tariff structure for water supply to all residents of  MLM and to implement a free basic service to consumer Reviewed
Policy on Subsidy Scheme for Indigent Households To administer the subsidy scheme for indigent households Reviewed
Travel and Subsistence Allowances To provide guidelines for travel and subsistence allowances paid to Councilors and Officials when delegates to attend conferences, workshops etc. Reviewed


The policies and procedures will be reviewed for transparency and governance; they will be implemented in compliance with applicable legislation and monitored for compliance and implementation. The Municipality will through the appropriate Human Resources and other policies, ensure the creation of an environment where employees are empowered, productive and motivated. Employee Assistance Programmes are also critical in this regard; EAP is required for an analysis of (amongst others) reasons for absenteeism from work and terminations. Formulate responses, secure budget, communicate to staff, implement and monitor.


The process of reviewing the high level and detailed unit level organizational structure is at advanced. The fully operational organizational design will ensure the realization of the Municipality’s strategic objectives as contained in this IDP document.





























Performance Management System is part of the broader system of strategic management. Performance Management System is designed to facilitate Mahikeng Local Municipality to achieve its objectives as set out in the Integrated Development Plan.


The Integrated Development Plan (IDP), Budgeting and Performance Management System should be seamlessly integrated. The performance measures will be tightly aligned with the performance contracts of senior employees and should form the basis for work plans of lower employees. The performance management of the municipality is about the setting and measurement of desired outputs and outcomes of the activities of the organization. It starts with the organizational strategy which cascades to directorate plans and individual performance plans and appraisals.




The performance Management System is located within a legislative framework derived from the following pieces of legislation:


  • White Paper on Local Government
  • Municipal Structures Act
  • Municipal Systems Act
  • Integrated Development Planning and Local Government Performance Management Regulations of 2001 and 2006
  • Municipal Finance Management Act (MFMA)
  • Municipal Performance regulations of August 2006



Performance Management is intended to manage and monitor progress against identified strategic objectives and priorities. It is a process through which municipality sets its targets, monitor, assess, evaluate and review organizational and employee performance. The performance management system should:


  • Drive change and improve the performance of the organization
  • Measure overall performance against set objectives
  • Identify success as well as failure
  • Identity good practice and learning
  • To make informed decisions on the allocation of resources
  • To alert decision makers timeously about the risks threatening the attainment and fulfillment of the council’s objective



The Performance Management Policy Framework regulating the performance management in the municipality is currently being reviewed, draft is already in place and currently being consulted with internal stakeholders. A final document which will provide guidelines on the development and implementation of the organizational and individual performance management system will be submitted for approval by Council in May. This will enable the municipality to cascade PMS to departmental Heads and Unit managers during 2017/18 financial year.





Approach 1:  Performance Contracts and Performance Agreements


This approach applies to the Municipal Manager, CFO and all other directors (section 57’s). These will be signed on an annual basis in compliance with legislative requirements and best practices.


Approach 2: Personal scorecards Approach                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                           


Performance management is currently being implemented only at section 57 level; the system is currently being reviewed in order to be cascaded down firstly to departmental heads and unit managers with effect from the beginning of the next financial year: Approach 2 will apply to all employees as indicated above. The link to reward will initially be non-financial. Financial rewards will ultimately be determined through the Collective Bargaining process at South African Local Government Bargaining Council (SALGABC).


To ensure the above, the following is vital:


  • Performance management policy and procedure – * the system is currently being reviewed and awaiting adoption by council*
  • Procedures for management of poor work performance * captured in the current review policy*
  • Performance Reward scheme * captured in the current review policy*
  • Non-financial rewards for permanent employees * captured in the current review policy*
  • Remuneration Policy*




The Performance Management System (PMS) will be cascaded to all Municipal employees in order to implement an assessment tool that will help in the monitoring and evaluation of the performance of employees. The reviewed Performance Management Policy Framework reflects these initiatives. Cascading the PMS down to all employees is expected to be phased in to various occupations categories with financial periods.



6.1 Performance Management Process


IDP Process:           Formulation of Vision, Mission, Identifying priorities and setting objectives.


Top layer SDBIP:     Municipal Score card

Contains municipality’s objectives, indicators and targets

Inputs, outputs and outcomes of a municipality as a whole that should be achieved as per IDP.

These should be available to the public


Technical SDBIPS:        Departmental scorecards are based on the Top layer SDBIPS,

which will form the basis of performance agreements for Heads of Departments.


Individual:                     These are work plans for all individuals which should assist

Performance            in achieving objectives as outlined in the technical SDBIPS

Work Plans                  Indicators at this level should be broken down into activities, to align with job descriptions.





The performance management framework sets out the monitoring process, to see how the municipality performs throughout the year in meeting its targets. This should provide the basis for early detection of underperformance and provide corrective measures where there is under-performance. The municipality can therefore undertake performance review to ensure that the municipality is still in the right track. The review can also be done to employ best strategies to improve performance. Municipalities are also expected to report on their performance as a means to ensure accountability. In order to insure proper reporting a schedule as well as reporting formats should be sent to all Departments. The reporting process should be reviewed and suggested improvements should be considered.




COUNCIL ·         Adopt priorities and objectives in the IDP

·         Approves the PMS framework

·         Review performance of the Municipal Council, its committees and the administration on annual basis, in the form of a tabled annual report at the end of the financial year

·         Approves Municipal Managers and Directors performance appraisal

EXECUTIVE COMMITTEE(EXCO) ·         Reviews performance of the administration quarterly and annually, with the reports received from the Municipal Manager

·         Reports to Council on the recommendations for the improvement of the performance management system

MUNICIPAL MANAGER ·         Overall management and co-ordination responsibility to ensure that all relevant role-players are involved.

·         Review performance of the managers

PORTFOLIO COMMITTEES ·         Receives reports from Directors responsible for their portfolios before they are tabled at EXCO and Council

·         Reports to EXCO on the recommendations for the improvement of performance management system

HEADS OF DEPARTMENTS ·         Provides information relating to performance measures and targets in their respective sectors

·         Collating the drafting and performance plan of directorates

PMS MANAGER ·         Responsibility for day to day management of PMS

·         Collating the drafting and performance plan of directorates

INTERNAL AUDIT ·         Participate in the development of the audit charter, and audit annual plan

·         Assesses the functionality of the PMS

·         Audit the performance measures of the municipality

·         Submit quarterly reports to the Municipal Manager and the audit committee

PERFORMANCE AUDIT COMMITTEE ·         Formulates the Audit Committee Charter and Audit plan

·         Reviews quarterly reports from the departments and internal audit.

·         Reports quarterly to the audit Council

STAFF ·         Participate in the development and review of the SDBIPs and their performance plans

·         Responsible for the achievement of goals of the municipality

COMMUNITY ·         Participate in setting of the KPIs and targets of the municipality

·         Hold the municipality accountable by receiving annual reports


F5.8 PLANS FOR 2017/18

  • Facilitation of improved accountability- The performance management system will be strengthened to ensure increased accountability between the community and the Council also between administrative and political components of the municipality.
  • Proper alignment between the planning, budget and performance management
  • Training and support for all role-players
  • Service level agreements that contains Key Performance Indicators and Targets for service providers.
  • Improvement of key performance indicators and place more emphasis on output and outcome indicators
  • Cascading performance management system to heads and unit manager levels
  • Implementation of performance auditing – by appointing the Performance Audit Committee


Adoption of the revised PMS framework June annually
Performance Reporting Quarterly, Midyear  and Annually
Auditing of Financial statement and results on performance measurement 31 September annually
Report from Auditor-General and development of Audit Recovery Plan 31 December annually
Municipality tables annual report to council 31 January annually
Municipality makes copies to distribute within 14 days after adoption Mid February annually
Municipality prepare an oversight report March annually
Municipality submit copies to MEC for local government, Auditor- General and other institutions March annually



































  Measurable Objective Key Performance Indicator Baseline 5 YRS  TARGETS
KPA`s Y 1 Y 2 Y 3 Y 4
  Provide Human Resources Management Timeous submission of the HRMD Draft Strategy to Council for approval Draft HRMD Strategy  in placed






Number of HR reports on policies Developed  and approved by Council Draft HR Policies exit 4  Implementation and review Implementation and review Implementation and review
Timeous Review of the Organizational Structure for,  adoption and implementation by Council Draft Structure exists 1 implementation and review implementation and review implementation and review
Retain skilled and diverse staff Development  and review of retention policy No policy 1 policy developed implementation and review implementation and review implementation and review
Implement and report on Workplace Skills Plan Developed and Submitted to LGSETA 2015/16 Work place skill plan available Implement and report Implement and report Implement and report Review the WSP
Number of reports on all vacant and critical positions filled  within 3 months of the posts being vacant Vacant and Critical new posts identified and costed 4 4 4 4
  Achieve Positive Employee climate Number of reports on Labour cases received and resolved All Labour disputes /Referrals to SALGBC attended 4 Status report on  labour cases received and resolved 4 Status report on  labour cases received and resolved 1 Status report on  labour cases received and resolved 1 Status report on  labour cases received and resolved



Number of reports on  Employee Health &  Wellness plan The EH & W unit exists. EH & W plan not in place Develop and implement the plan Implement and review the plan Implement and review the plan Implement and review the plan
  Number of  reports on Local labour Forums meetings held LLF structure exist and functional 4 4 4 4






acting Chief Financial Officer’s Foreword


The Budget and Treasury Office’s core functional strategy is the provision of sound financial management services to the Municipality in a bid to ensure goal congruence with other Municipal directorates’ in-order to achieve the ultimate Local Government mandate of effective service delivery. The Municipal budgeting process is a crucial process that influences the performance of the Municipality in achieving its key service delivery objectives. The budget is aligned to the strategic document of the municipality termed the Integrated Development Plan (IDP) 2017/18 – 2021/22, hence, an essential tool in ensuring key performance indicators and related targets are achieved efficiently and effectively. A healthy financial position, thus, strengthens the Municipality’s ability to exceed the expectations of its community.


It is essential that the municipality embarks on a strategy to becoming a self-sustainable institution in the long term with minimal reliance on Government Grants and Subsidies. The 2017/18 MTREF budget is drafted on a backbone of extensive revenue enhancement and cost containment measures. Consideration is also focused on implementing best practices in the areas of asset and liability management. The Budget and Treasury office has prepared a revised 2017/18 MTREF Financial Plan aimed at addressing key revenue enhancement and cost containment initiatives to achieve sustainable growth in the foreseeable long term. The financial highlights of the 2017/18 MTREF Financial Plan outlined below are aligned to the Integrated Development Plan (IDP) 2017/18 – 2021/22.



Property rates taxes constitute the second largest source of Municipal revenue after Government Grants and Subsidies. A new general valuation roll will be implemented as from the 1st of July 2017. Special consideration was made in the new general valuation roll to incorporate all schools within the Mahikeng jurisdiction in addition to other newly established Government, residential and business properties. The new general valuation roll resulted in an increase in the total property values from the previous valuation roll of above R 1.2 billion rands which will ultimately result in a considerable increase in revenue from property rates taxes.


The provision of sustainable water services has become a significant National as well as International concern as safe drinking water is becoming a scarce resource due to national and global environmental aspects. It has become a paramount priority to promote the effective use of water to prevent wastage. The Municipality has embarked on an extensive project to repair and replace faulty water meters in-order to prevent water loses through leakages and unaccounted for consumption.


The maintenance of the water distribution network infrastructure including implementing automated water metering systems will aid in the efficient and effective water management function. The Municipality has also introduced a fixed basic water charge to cater for the increasing cost of providing water services. The number of water consumption brackets according to the water tariffs schedule has been drastically reduced in a bid to promote water consumption saving and a simultaneous increase in revenue for “luxury” consumers. The aforementioned initiatives are estimated to result in an increase in revenue services by over 25 million rands from the 2017/18 financial year.


The Municipality is in possession of immovable assets termed investment property as the properties are currently held for capital appreciation and rental purposes. The 2017/18 MTREF Financial Plan outlines various initiatives aimed at ensuring the utilization of the aforementioned properties to get the best value for money and increase the Municipal revenue base. The total current market value of all the investment property is R 240 million and an estimated return of investment of 7% to 10% targeted in the long term.


Government grants and subsidies constitute 42% of the total Municipal revenue. This verifies conclusively that the Municipality’s dependency on Government Grants and Subsidies is increasing annually but has not surpassed the 50% norm were it will be evaluated as mainly relying on government grants and subsidies for operations. Organic growth towards self-sustainability is greatly driven by the Municipal revenue enhancement activities. Since the ultimate objective is to increase revenue generated from internal sources, thus, reduce dependency on National Transfers and Subsidies, the revenue enhancement strategy will become part of the blueprint of the Municipality’s goal to long term financial self-sustainability.


The Division of Revenue Act has allocated in total 306 million rands (2017/18), 318 million rands (2018/19) and 346 million rands (2019/20) in Government grants and subsidies to the Municipality.

Additional revenue sources are being investigated by the Budget and Treasury Office. This process requires extensive research into the City and determines the current and future needs of the community and how the needs are currently being satisfied. Possible revenue sources (list not exhaustive) to be investigated include childcare facilities, air pollution levies, additional property categories for property rates purposes (i.e. vacant land), leasing of farming land, leasing sub-stations land to Eskom and provision of electricity services.


Expenditure management is essentially critical for the achievement of the Municipality’s mandate of Service Delivery. The primary focus areas for the 2017-18 MTREF budget on expenditure was on expenditure that directly and indirectly affect the provision of Municipal Services with the ultimate aim of attaining value for money. The level of expenditure budgeted for will be aligned to the available funding and contingency planning will be factored into the budgeting process.


The Municipal immovable property constitutes the largest asset category in terms of monetary value and service delivery tool. All the basic services provided by the Municipality require the use of immovable property. The Municipality implemented for the 2017-18 MTREF budgeting process the requirements of MFMA circular 77 for Infrastructure Procurement and Delivery Management to prepare the procurement plans for infrastructure assets.


The Budget and Treasury office will remain committed in the long term to provide sound strategic financial management in a bid to efficiently and effectively assist the Municipality achieve its core Municipal mandate of sound service delivery to the residents of Mahikeng.













Strategic  Objective Key Performance Indicator Baseline 5 Years
1 2 3 4
To promote accountability & transparency Report on  Submissions of Annual Financial Statement to Office of the Auditor General Submitted AFS submitted to Auditor General AFS submitted to Auditor General AFS submitted to Auditor General AFS submitted to Auditor General
   Budget approved by Council Budget approved Approved budget Approved budget Approved budget Approved budget
  Budget Policies and Tariffs Approved by Council  Budget Policies and Tariffs Approved Approvedpolicies Approved policies Approved policies Approved policies
  Adjustment Budget approved by Council Adjustment Budget Approved Approved adjustment budget Approved adjustment budget Approved adjustment budget Approved adjustment budget
  Number of Section 71 Reports submitted to the Mayor and Provincial treasury within 10 working days after the end of the month (Income and expenditure reports) Monthly 12 Section 71 Reports submitted to the Mayor and Provincial treasury within 10 working days after the end of the month 12  Section 71 Reports submitted to the Mayor and Provincial treasury within 10 working days after the end of the month 12  Section 71 Reports submitted to the Mayor and Provincial treasury within 10 working days after the end of the month 12  Section 71 Reports submitted to the Mayor and Provincial treasury within 10 working days after the end of the month
  Number of Section 52 (Quarterly) Reports submitted to Municipal Manager Quarterly 1 Section 52 1 Section 52 1 Section 52 1 Section 52
  Number of MFMA Sec 11,4(a) Consolidated quarterly reports submitted  to Municipal Manager  within 30 days after the end of each Quarter Quarterly 4 MFMA Sec 11,4(a) Consolidated quarterly reports 4 MFMA Sec 11,4(a) Consolidated quarterly reports 4 MFMA Sec 11,4(a) Consolidated quarterly reports 4 MFMA Sec 11,4(a) Consolidated quarterly reports
  % of Grants Spending on revenue received Quarterly 100 % 100 % 100 % 100 %
Revenue Enhancement Review and adoption of  Revenue Enhancement strategy by Council Strategy developed Review and adoption of  Revenue Enhancement strategy by Council Review and adoption of  Revenue Enhancement strategy by Council Review and adoption of  Revenue Enhancement strategy by Council Review and adoption of  Revenue Enhancement strategy by Council
Number Monthly Billing reports issued by 19th of each month 24th of each monthly 12  Monthly Billing reports issued by 19th of each month 12  Monthly Billing reports issued by 19th of each month 12  Monthly Billing reports issued by 19th of each month 12  Monthly Billing reports issued by 19th of each month
Number of Debtors Analysis Management Report submitted to council Monthly 3 Debtors Analysis Management Report submitted to council 3 Debtors Analysis Management Report submitted to council 3 Debtors Analysis Management Report submitted to council 3 Debtors Analysis Management Report submitted to council
% Improvement on revenue collection 70% 80% 80% 80% 80%
Number of Report  on Bad Debt Written-off submitted to council None Not applicable 1 Report  on Bad Debt Written-off submitted Not applicable 1 Report  on Bad Debt Written-off submitted
Number of report on Indigents households receiving Free Basic Services 2300 4 4 4 4
Expenditure management and controls Number of  MFMA Sec 65(2)(F) reports that Comply with statutory commitments submitted to the Accounting officer (tax, levies, duties, pension, medical aid audit and SALGA Fees 4 4  MFMA Sec 65(2)(F) reports that Comply with statutory commitments submitted 4  MFMA Sec 65(2)(F) reports that Comply with statutory commitments submitted 4  MFMA Sec 65(2)(F) reports that Comply with statutory commitments submitted 4  MFMA Sec 65(2)(F) reports that Comply with statutory commitments submitted
Number of reports submitted to Council  % of operational budget spent on repairs and maintenance Quarterly 1 reports submitted to Council on the % of operational budget spent on repairs and maintenance submitted to the council 1 reports submitted to Council on the % of operational budget spent on repairs and maintenance submitted to the council 1 reports submitted to Council on the % of operational budget spent on repairs and maintenance submitted to the council 1 reports submitted to Council on the % of operational budget spent on repairs and maintenance submitted to the council
Number of MFMA Sec 65(2)h  Positive monthly working capital (cash flow)  report submitted to council Quarterly 3 MFMA Sec 65(2)h  Positive monthly working capital (cash flow)  report submitted to council 3 MFMA Sec 65(2)h  Positive monthly working capital (cash flow)  report submitted to council 3 MFMA Sec 65(2)h  Positive monthly working capital (cash flow)  report submitted to council 3 MFMA Sec 65(2)h  Positive monthly working capital (cash flow)  report submitted to council
Achieve clean  audit Number of Financial management trainings for directors; heads and managers Training not done  1 Financial management trainings for directors; heads and managers 1 Financial management trainings for directors; heads and managers 1 Financial management trainings for directors; heads and managers 1 Financial management trainings for directors; heads and managers
Number of MFMA Sec 32 Reports on Deviation, Fruitless and Irregular expenditure submitted to council Report not submitted 1 MFMA Sec 32 Reports on Deviation, Fruitless and Irregular expenditure submitted to council 1 MFMA Sec 32 Reports on Deviation, Fruitless and Irregular expenditure submitted to council 1 MFMA Sec 32 Reports on Deviation, Fruitless and Irregular expenditure submitted to council 1 MFMA Sec 32 Reports on Deviation, Fruitless and Irregular expenditure submitted to council
Number of MSA Sec 21 Monthly reports on  awarded bids advertised on municipal website and National  Treasury Not placed 4 MSA Sec 21 Monthly reports on awarded bids  advertised on municipal website and National  Treasury 4  MSA Sec 21 Monthly reports on awarded bids  advertised on municipal website and National  Treasury 4  MSA Sec 21 Monthly reports on awarded bids  advertised on municipal website and National  Treasury 4  MSA Sec 21 Monthly reports on awarded bids  advertised on municipal website and National  Treasury




2016 – 2021

Moshawane village The main road(gravel) does not have proper drainage 1,5km of 600mm 75Ddiameter pipes installation to channel rain water from the road to the stream R 1 180.00/m

R 1 770 000.00

Signal Hill village Encroachment to Zeerust link road Developers to make access for storm water channel
Setumo Park village Encroachment to Zeerust link road Developers to make access for storm water channel
Extension 39 formal settlement No proper storm water drainage 2km of open storm water channel R 1 381.68/m³

R 1 657 200.00

Majemantsho/Lomanyaneng villages No storm water drainage 3km construction of storm water drainage system R 1 381,68/m

R 1 658 016.00


Dr A Luthuli dr open channel Vegetation growth with littering Cleaning and concrete lining of 2,4km channel R 650.00/m²

R 468 000.00

Visser street Vegetation growth with littering 1km concrete lining R 650.00/m²

R 195 000.00





Unit  14 (Defects structurally :Base course)

Mabele Crescent (600mx5m)

Lephoi close (200mx5m)

Kgaka close (300mx5m)

Tswere close (300mx5m)

Katse close (300mx5m)

Tsintsitlhoane close (300mx5m)

Mamagwaile street (300mx5m)

Motswetswejane Crescent (700mx6m)

Dikhutlane Str (450mx5m)


of 6.7km roads (Milling and surfacing)

Milling R300/m³

Surfacing R150/m² @5,1 m width

R  6 683 150.00

Imperial Reserve (Defects structurally : Base course)

Roads (3500mx5m)


Unit 8 (Defects structurally: Base course)

Thagale Str (300mx5m)

Kwena Str (170mx5m)

Thutlwa Str (150mx5m)

Seleke Str (480mx5m)

More Str ( 180mx6m)

A B Mothusi Str (570mx6m)

Motlhamme Crescent (610mx5m)

Gopane Str (350mx6m)

Kgokong Dr (365mx5m)

B M Mookitime Dr (1140mx6m)

Phuti Str (180mx6m)

Ditlhage Str (230mx6m)

Tire Str (260mx5m)

Matsaunyane Rd (310mx5m)


of roads 5km (Milling and surfacing)

Milling R300/m³

Surfacing R150/m² @6,3m width

R 6 142 500.00




Unit 13 (Defects structurally :Base course)

Tsamai Close (550mmx4,2m)

Moonyana Close (350mx4,2m)

Mokhure Close (350mx4,2m)

Lorwana Close (450mx5m)

Tsitlwane Str (150mx4,2)


of roads 4,1km (Milling and surfacing)

Milling R300/m³

Surfacing R150/m² @3,8m width

R 3 038 100.00

Unit 12 (Defects structurally :Base course)

Amalia Crescent (660mx5,5m)

Gypsy Crescent (480mx4m)

Monica Crescent (340mx4m)

Unit 10 (Defects structurally :Base course)

Ockie Ackerman Crescent(300mx4m)

Dave Lawrence Str(150mx4m

Arthur Lilly Str (180mx3,8)

Cocktail Crescent (180mx3,8m)




Unit 9 (Defects structurally: Base course)

Solomon Mpedi Close (360mx6m)

John Bosigo Crescent (425mx6m)

Zweli Ntuli Dr (355mx6m)


of roads 6,4km (Milling and surfacing)

Milling R300/m³

Surfacing R150/m² @ 5m width

R 6 240 000.00

Montshioa (Defects structurally :Base course)

Mosiane Crescent (720mx6m

Molale Str (345mx6m

Jerry Reid Str (365mx6m

Ngaka Mokgoro Str (420mx5,1m)

Manyapelo Str (840mx5m

Seroke Str (370mx5,1m)

Neo Moagi Str (375mx5,1m

Petso Str (775mx5,1m

Hendrick Tlou Str (300mx5m

Seremane Str (745mx5m




Montshioa (Defects structurally: Base course)

Tsheko Moloko Str (260mx5m)

Monoane Zebediela Str (235mx5,1m)

Lekgetha Str (135mx5,2m)

Kole Str (375mx5m)

Ngaka Tsatsi Str (420mx5,1m)


of roads 2,2km (Milling and surfacing)

Milling R300/m³

Surfacing R150/m² @ 4.4m width

R 1 887 600.00

Unit 15 (Defects structurally: Base course)

Monstera Str (155mx4,7m)

Beruit( Unit 5) (Defects structurally: Base course)

Streets (600mx6m)



Industrial Site (Defects structurally :Base course)

James Watt ( 1000mx12m)

First Street ( 735mx12m)

Second Street (1165mx8,2m

Aerodrome Rd (480mx12.3m

Aerodrome Crescent (980mx10m)


of roads 7,6km (Milling and surfacing)

Milling R300/m³

Surfacing R150/m² @ 9,5m width

R 14 079 000.00

Libertas (Defects structurally :Base course)

William RoosenburgStr (220mx9,1m)

D F Malan Ave (905mx8,2m

Cecil Rhodes Ave (755mx8,2m

Jan Viljoen Ave (710mx8,3m

Warren Goodyear Str (390mx8,2m

Hertzog Str (300mx8,2m)













Mahikeng CBD (Defects structurally :Base course)

Dr N Mandela Rd (750mx14m)

South Street (560mx14,6m

Molopo Rd (560mx12,8m

Main Str (535mx12.8m

Martin Str (560mx12,8m

Warren Str (660mx13,2m

Robinson Str (445mx12,8m

Tillard Str (560mx12,8m


of roads 7,6km (Milling and surfacing)

Milling R300/m³

Surfacing R150/m² @ 10.2m width

R 15 116 400.00

Danville (Defects structurally :Base course)

End Str (670mx6,9m)

Indus Ave (350mx7m)

Aster Str (330mx7,1m)

Lang Str (500mx6m)

Delphinium Str (250mx7,2m

School Str (860mx7,2m)

Dahlia Str (530mx6m)











Golf View (Defects structurally :Base course)

Proctor Ave (580mx9,2m)

Tillard Str (1610mx9,2m)

Molopo Rd (640m12,9m)

Churchhill Ave (35mx7,1m)

Cooke Str (540mx7,7m)

Gordon Str (540mx7,7m)

Bontbok Str (350mx7,2m)

Gemsbok Str (730mx12m)


of roads 8,7km (Milling and surfacing)

Milling R300/m³

Surfacing R150/m² @ 8,5m width

R 14 420 250.00

Riviera Park (Defects structurally :Base course)

Crocodile Str (320mx5,5m)

Shark Str (315mx5,2m)

Constantia Dr (670mx8m)

Da Gama Ave (370mx10m)

Apollo Drive (420mx10m)

Langenhoven Dr (1820mx7,2m)













Unit 6 (Defects structurally :Base course)

Diutlwileng Str (365mx7,1m)

Makhene Rd (1035mx7,1m)

Thekisho Rd (435mx7,1m)


of roads 3,8km (Milling and surfacing)

Unit 3 (Defects structurally :Base course)

Sol Plaatjie Dr (1300mx5,1m)

Boipuso Str (670mx5,1m)


Unit 5 Cracks and wearing of surfacing aggregates

Tawana Crescent


of 670m

Surfacing R150/m² @ 7,1m width

R 713 550.00

Unit 2 Cracks and wearing of surfacing aggregates

Motsatsi Dr


of 755m

Surfacing R150/m² @ 7m width

R 792 750.00

Montshioa Cracks and wearing of surfacing aggregates

Robert Sobukwe Dr


of 1990m

Surfacing R150/m² @ 9,6m width

R 2 865 600.00

Riviera Park Cracks and wearing of surfacing aggregates

Andesiet Dr


of 900m

Surfacing R150/m² @ 7,2m width

R 972 000.00

                                                   RE-SURFACING TOTAL COST ESTIMATES = R 5 343 900.00
















Project Title Deliverables Registeded MIG Funds 17/18 FY Funding 18/19 FY Funding 19/20 FY Funding
Upgrading of Sekame Road 1km     5 000 000.00     5 000 000.00                      –                     –
Upgrading of Modimola Road to join N18 7,2km   36 000 000.00   10 000 000.00   10 000 000.00   16 000 000.00
Upgrading of road from Mooipan to Deelpan 7,3km   37 000 000.00   10 000 000.00   10 000 000.00   17 000 000.00
Upgrading of high mast lights in various Wards 38 lights   10 000 000.00   10 000 000.00                      –                     –
Upgrading of land fill site   23 000 000.00   13 500 750.00     9 499 250.00                     –
Construction of fresh produce and flee market     4 000 000.00     4 000 000.00                      –                     –
Construction of Lotlhakane Sports Fields – Phase II     8 000 000.00     8 000 000.00
PMU Admin Fees     3 184 250.00     3 184 250.00
63 685 000.00  

29 499 250.00

  33 000 000.00



DIHATSHWANE WATER SUPPLY Village 27 Design                      –  5 000 000.00  15 000 000.00 10 000 000.00                       –
DIBONO AND MANAWANA WATER SUPPLY Village 2 Design                      –   5 000 000.00  15 000 000.00   5 000 000.00                       –
DITHAKONG TSA GA SEHUBA (DHITAKONG EAST &WEST, DITSHILONG AND DIHATSHWANE) WATER SUPPLY Village 27 Design                      –   5 000 000.00  20 000 000.00 10 000 000.00                       –
LONELY PARK WATER SUPPLY Village 29 Design                      –    3 000 000.00   9 000 000.00  10 000 000.00
LOTLHAKANE WATER SUPPLY Village 23 Design                      –    3 000 000.00 11 000 000.00  10 000 000.00
MADIBE-A-TAU WATER SUPPLY Village 26 Design                      –                      –    6 000 000.00 12 000 000.00    8 000 000.00
LETLHOGORING WATER SUPPLY Village 26 Design                      –                      –    5 000 000.00 10 000 000.00  10 000 000.00
MORWATSHETLHA WATER SUPPLY Village 26 Design                      –                      –    5 000 000.00   8 000 000.00    8 000 000.00
SEBOWANA WATER SUPPLY Village 26 Design                      –                      –    6 000 000.00 13 000 000.00                       –


SEIPONE WATER SUPPLY Village 26 Design                      –                      –    5 000 000.00   5 000 000.00  10 000 000.00
MANJA WATER SUPPLY Village 26 Design                      –                      –    6 000 000.00   5 000 000.00  10 000 000.00
MAKGOKGOANE WATER SUPPLY Village 33 Construction   4 850 000.00                      –                        –                      –                       –
MAGOGOE KOIKOI AND MAGOGOE CENTRAL WATER SUPPLY Village 19 Design 10 000 000.00                      –                        –                      –                       –
MAJEMANTSHO WATER SUPPLY Village 21 Design 10 000 000.00   8 000 000.00                        –                      –                       –
MAKHUBUNG WATER SUPPLY Village 1 Design                      –   7 000 000.00  10 000 000.00   5 000 000.00                       –
MOGOSANE WATER SUPPLY Village 6 Retention      600 000.00                      –                        –                      –                       –



MOLETSAMONGWE WATER SUPPLY Village 6 Retention 1 000 000.00                      –                        –                      –                       –
MORAKA WATER SUPPLY                      –                        –    3 000 000.00                       –
MOTLHABENG(MAFIKENG) WATER SUPPLY  –                      –                        –    3 000 000.00                       –
SCHOONGEZIGHT WATER SUPPLY Village 27  –                      –  8 045 661.00                        –                      –                       –
SETLOPO WATER SUPPLY Village 22  –                      –                      –    3 000 000.00    8 000 000.00  9 000 000.00
SEWEDING , MAGOGOE TAR, PHOLA & PHATSIMA, MOCOSENG,. TLOUNG WATER SUPPLY Village 14, 11,  –                      – 10 000 000.00                        –                      –                       –
TOP VILLAGE BWS & RETICULATION Village 7 Retention   260 000.00                      –                        –                      –                       –
TOTAL WATER   26 710 000.00 48 045 661.00 102 000 000.00 117 000 000.00  75 000 000.00
MAHIKENG RURAL SANITATION PROGRAMME  Village  Multiple Wards  –                      – 18 071 000.00    10 000 000.00                      –  20 000 000.00
TOTAL SANITATION                        –   18 071 000.00    10 000 000.00                      –    20 000 000.00
TOTAL MAHIKENG LOCAL MUNICIPALITY PROJECTS   26 710 000.00 66 116 661.00  112 000 000.00   117 000 000.00  95 000 000.00




















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