Beaufort West Provincial JPI Report - 1

BEAUFORT WEST MUNICIPALITY
Consolidated Provincial
Joint Planning Initiative (JPI)
Report
Western Cape Provincial Government
September/October 2014
TABLE OF CONTENTS
LIST OF ACRONYMS
SECTION 1:
INTRODUCTION
1.1
Purpose of the Report
1.2
Methodology
SECTION 2:
SECTION 3:
SECTION 4:
SOCIO - ECONOMIC ANALYSIS
10
2.1
Status Quo Analysis
10
2.1.1
Population
10
2.1.2
Education
10
2.1.3
Economic Performance
10
2.1.4
Employment
11
2.1.5
Poverty
12
2.1.6
Access to Basic Services
12
2.1.7
Provincial and Local Government Spending
13
2.2
Development Trends in the Municipality
14
2.3
Economic Development
15
2.3.1
Service Delivery Challenges
15
2.3.2
Critical Interventions
15
2.4
Social Development
15
2.4.1
Status Quo Analysis
15
2.4.2
16
2.4.3
16
MUNICIPAL PLANNING (IDP) ANALYSIS
17
3.1
Status Quo Analysis
17
3.2
17
3.3
17
SPATIAL ANALYSIS
19
4.1
19
Status Quo Analysis
Joint Planning Initiative (JPI) Provincial Consolidated Report for Beaufort West Municipality
Sept/Oct 2014
SECTION 5:
SECTION 6:
4.2
19
4.3
20
4.3.1
Housing and Settlements:
20
4.3.2
Water:
20
4.3.3
Solid waste:
21
4.3.4
Electricity:
21
ENVIRONMENTAL ANALYSIS
22
5.1
Status Quo Analysis
22
5.2
22
5.3
22
SECTOR ANALYSIS
23
6.1
Agriculture
23
6.1.1
Status Quo Analysis
23
6.1.2
23
6.1.3
23
6.2
Human Settlements
24
6.2.1
Status Quo Analysis
24
6.2.2
24
6.2.3
24
6.3
Public Works Roads and Transport & EPWP
24
6.3.1
Status Quo Analysis
24
6.3.2
25
6.3.3
26
6.4
Health
27
6.4.1
Status Quo Analysis
27
6.4.2
28
6.4.3
29
6.5
Education
30
6.5.1
Status Quo Analysis
30
6.5.2
31
6.5.3
32
Sept/Oct 2014
6.6
Safety and Security
32
6.6.1
Status Quo Analysis
32
32
6.6.2
33
6.6.3
33
6.7
Cultural Affairs and Sport
33
6.7.1
Status Quo Analysis
33
6.7.2
34
6.7.3
34
SECTION 7:
SYNTHESIS OF GAME CHANGERS IN BEAUFORT WEST MUNICIPALITY
35
SECTION 8:
CONCLUSION
36
8.1
Challenges, Constraints and Risks
36
8.1.1
Economic performance
36
8.1.2
Unemployment and poverty
36
8.1.3
Development Planning
36
8.1.4
Agriculture
37
8.1.5
Education
37
8.1.6
Health
37
8.1.7
Environment
37
8.2
KEY ISSUES
37
8.2.1
Developing a strong rural economy by strengthening key economic

drivers:
37
8.2.2
Improving education:
38
8.2.3
Social protection
38
8.2.4
Improving the Municipal Balance Sheet:
38
8.2.5
Infrastructure and long-term planning:
39
8.2.6
Settlement Restructuring and Integration:
39
Sept/Oct 2014
LIST OF TABLES
Table 1: Provincial Departmental Transfers to Beaufort West Municipality
13
Table 2: Beaufort West Municipal Operating, Capital and Total Expenditure 2014/15 to 2016/17
14
Table 3: Key developmental challenges being addressed by the municipality
17
Table 4: Beaufort West Municipality Learner enrolment figures
30
Table 5: Percentage Learners progressing through schooling (2013) within the Municipality
30
Table 6: Academic Performance Situational Overview
31
LIST OF FIGURES
Figure 1: Beaufort West Sectoral Composition: 2011
11
Figure 2: Beaufort West Unemployment Rates, 2001-2011
11
Figure 3: Percentage of Beaufort West households living in poverty 2001-2010
12
Figure 4: Access to Household Services Hexagon
13
Figure 5: Academic Comparative FET phase learner retention within the related District
31
Figure 6: Assault GBH 2012/2013
32
Figure 7: Burglary at Residential Premises 2012/2013
32
Sept/Oct 2014
LIST OF ACRONYMS
BOD
Burden of Disease
GPS
Growth Potential Study of Towns
CAMP
Custodian Asset Management
HAST
HIV and AIDS / STI / TB
Plan
HIV
Human Immunodeficiency Virus
CBS
Community-based Services
HSP
Human Settlement Plan
CPF
Community Policing Forum
ICT
Information and
CYWP
Chrysalis Youth Work Programme
CKD
Central Karoo District
DCAS
Department of Cultural Affairs
DEA
DEADP
DEDAT
DHS
DLG
Communications Technology
IDMS
Infrastructure Delivery
Management System
and Sport
IDP
Integrated Development Plan
National Department of
IIWG
IDP Indaba Working Group
Environmental Affairs
IRDP
Integrated Residential
Department of Environmental
Development Programme
Affairs and Development
ITP
Integrated Transport Plan
Planning
JPI
Joint Planning Initiative
Department of Economic
LED
Local Economic Development
Development and Tourism
LGMTEC Local Government Medium Term
Department of Human
Expenditure Committee
Settlements
MBT
Mini Bus Taxi
Department of Local
MCR
Medical Care Ratio
Government
MERO
Municipal Economic Review and
DOA
Department of Agriculture
Outlook
DOH
Department of Health
MH
Mental Health
DORA
Division of Revenue Act 10 of
MMF
Municipal Managers Forum
2014
MOD
Mass participation and
DSD
Department Social Development
Opportunity Development
DTPW
Department of Transport and
MSA
Municipal Systems Act 32 of 2000
Public Works
NADO
Nelspoort Advice &
ECD
Early Childhood Development
EPP
Expanded Partnership
NDP
National Development Plan
Programme
NGO
Non-Governmental Organisation
Expanded Public Works
NHW
Neighbourhood Watch
Programme
NPO
Non-Profit Organisation
FAS
Foetal Alcohol Syndrome
PHC
Public Health Care
FET
Further Education and Training
PNP
Policing Needs and Priorities
GDPR
Gross Domestic Product per
PRASA
Passenger Rail Agency of South
EPWP
Region
GBH
Development Office
Africa
Grievous Bodily Harm
Sept/Oct 2014
PRTMCC Provincial Road Traffic
SMME
Management Coordinating
Small, Medium and Micro

Enterprises
Committee
SoPA
State of the Province Address
PSP
Provincial Strategic Plan
TB
Tuberculosis
RP
Rectification Programme
WCD
West Coast District
WCED
Western
SANRAL South African National Roads

Agency Limited
Cape
Education
Department
SAPS
South African Police Service
WSDP Water Services Development Plan
SARS
South African Revenue Services
WWTW
SDF
Spatial Development Framework
Waste Water Treatment Works
Sept/Oct 2014
SECTION 1:
INTRODUCTION
1.1 Purpose of the Report

The Joint Planning Initiative (JPI) of the Western Cape Province is propelled by the National
Development Plan (NDP) that has set an important vision to address challenges facing South Africa.
The ONE CAPE 2040, the current draft Provincial Strategic Plan (PSP), as well as other Western Cape
Government initiatives generated considerable insight regarding development challenges in the
Western Cape Province.
Over the past three years the Western Cape Province has explored ways of fostering
intergovernmental planning and implementation. This process has evolved and is now set to enable
the implementation of the NDP, on the one hand, and to enhance the development and
implementation of the PSP, on the other. Planning in the province has matured to a phase where joint
planning and implementation is a fundamental element in ensuring sustainable and integrated
service delivery.
During the 2014 State of the Province Address (SoPA), the Premier stated that the Western Cape
Government supports most of the objectives of the NDP. Our Provincial Development Plan (PDP)
extending to 2030, will coordinate the plans and actions of all governmental roleplayers, and ensure
that the budgets of all organs of state are aligned to achieve maximum socio-economic impact. The
coordination of the government plans and actions will be achieved through a Joint Planning Initiative
(JPI).
The JPI will consist of a set of priorities agreed upon by the Western Cape Government through the PSP
and sector departmental initiatives and its municipalities Integrated Development Plans (IDP). In turn
game changers will be identified to address these critical priorities. In this context, the term Game
changers is used to refer to strategic interventions that will significantly change a prevailing undesired
situation in a municipal area, where limited resources are harnessed in a focused way so that planned
initiatives or actions yield the greatest positive impact through collective collaboration.
Game
changers can also be explained by The Pareto Principle1. The definition of the game changer given in
the above equally applies to the term critical interventions that will be identified by sector
departments.
The purpose of this report is to capture a synthesis of the Western Cape Governments list of key
challenges that are identified by Provincial sector departments, then to highlight the specific priorities,
The Pareto principle is also known as the "80/20 Rule" which is the idea that 20 percent of causes generate 80
percent of results. With this tool, we're trying to find the 20 percent of work that will generate 80 percent of the
results that doing all of the work would deliver.
1
Sept/Oct 2014
and in turn to define the suggested game changers that will respond to those prioritised development
challenges.
1.2 Methodology
In view of the transversal nature of this project, the Department of Local Government (DLG) ensured
that sector departments are involved in the conceptual stages of the project. This was achieved
through the IDP Indaba Working Group (IIWG) which is an inter-departmental joint-planning forum
coordinated by the DLG.
The Western Cape Government has established a core team comprising four departments
(Departments of the Premier, Local Government, Environmental Affairs and Development Planning,
and Provincial Treasury) to lead the JPI in consultation with a core team from the Municipal Managers
nominated by the Municipal Managers Forum (MMF).
The drafting of the Provincial Summary Report consists of a consolidation of inputs from various sector
departments. The inputs from each department focused on three main areas, namely:
i.
Key programmes/services/facilities that each sector department provides in the municipal

area and resources allocated to it (in terms of human and financial resources);
ii.
Key challenges that each sector department faces in delivering services or support in the
municipalities; and
iii.
A set of key priorities within the respective sector departments functional areas up until 2030.
The Provincial Summary Report is a synthesis that consists of inputs provided by the following
departments:
a.
Provincial Treasury,
b.
Community Safety,
c.
Education,
d.
Human Settlements,
e.
Agriculture,
f.
Cultural Affairs and Sport,
g.
Social Development,
h.
Transport and Public Works,
i.
Environmental Affairs and Development Planning, and
j.
Health.
The provincial synthesis report provides a provincial perspective of the storyline of the municipality. In
return, all municipalities in the province have to undertake a similar process individually. Both the
provincial report and individual municipal reports will form the basis for a robust dialogue that will lead
to 4 6 agreed game changers for each municipality and an action plan that is set to be
implemented collectively by the Western Cape Government in the municipal space. The agreed
game changers will be determined based on the critical interventions identified by sector
departments, as contained in the consolidated report together with the municipal report.
Sept/Oct 2014
SECTION 2:
SOCIO - ECONOMIC ANALYSIS
2.1 Status Quo Analysis

2.1.1 Population
As per Census 2011, the Western Cape population composes of 11.25 percent of the total population
of the country with 5.8 million persons. The Western Cape population grew at a rate of 2.6 percent per
annum between 2001 and 2011 (having 4.5 million in 2001). This is faster than the national population
growth rate of 1.5 percent and is largely due to immigration to the Western Cape, where individuals
believe they can obtain jobs and better standards of living.
In 2011, Beaufort West had the largest population size in the Central Karoo District (CKD) consisting of
49 586 persons growing at an average annual rate of 2.9 per cent. This is much faster than the District
growth rate of 1.6 per cent per annum, indicating that net in-migration may be occurring within this
municipal area. Beaufort Wests population age distribution consist of the following: children (0-14
years) 31.5 per cent, working age (15-64 years) 62.6 per cent and aged (65 years and above) 5.9 per
cent. The total dependency ratio is thus 59.7 per cent having decreased from 62.4 per cent in 2001.
This implies a lower strain on the incomes of the working age population.
2.1.2 Education
The literacy rate2 in the Western Cape is (87.2 per cent) is higher than the literacy rate in the country as
a whole (80.9 per cent). At 74.9 per cent, Beaufort West literacy rate is above par and also the highest
in the Central Karoo District (CKD), but it is still low compared to the provincial average. This could be
due to the high dropout rates in Beaufort West(43.1 per cent in 2013) as a result of learners having to
leave school due to a lack of finances, teenage pregnancies, gangsterism and substance abuse
among the youth.
Beaufort West has the largest number of FET institutions (19) and the largest of number of no fee
schools (16) within the District. This is largely due to it having the largest population size, it is also
testament to the provincial governments focus on improving education in the municipal area.
However, learner enrolment decreased marginally from 10 710 in 2012 to 10 688 in 2013, and the
matric pass rate in 2012 was 88 percent and lower than the other two municipalities in the District.
2.1.3 Economic Performance
The CKD is an agrarian district, making only a marginal contribution to Western Capes Gross Domestic
Product per Region (GDPR) - which amounted to 0.6 per cent in 2013. The CKD economy grew by 4.0
per cent per annum from 2000 to 2011, with Beaufort West growing marginally higher at 4.1 per cent.
2The
literacy rate is an indication of the levels of education and skill in the economy. It measures the proportion of
persons aged 15 years and older with an education qualification of higher than Grade 7.
Sept/Oct 2014
10
Beaufort West is the 18th ranked non-metro municipality according to growth and size in the province,
with a percentage contribution to real GDPR at 1.4 per cent. According to the Growth Potential of
Towns study, all three municipalities in the CKD are ranked between 21 23 out of 24 non-metro
municipalities in the Western Cape in terms of economic potential (Van Niekerk, A, November 2013:
28).
Between 20002011 the sectors that recorded the highest GDPR growth within Beaufort West
Municipality were; mining (15.8 percent); manufacturing (9.5 percent) and construction (8.0 percent),
while the sectoral composition was dominated by the finance, Insurance, real estate & business (27.8
percent), transport and storage (14.8 per-cent) and General Government (14.8 percent) and
Wholesale & retail trade (14.7 percent). Demonstrated by Figure 1 below, Finance, insurance and real
estate was the greatest proportion of the economy at 17.6 percent, followed by Transport, storage
and communication (14.8 percent) and Electricity, gas and water (14.8%).
Figure 1: Beaufort West Sectoral Composition: 2011
Agriculture, f orestry & fis hing
0.1%
5.3%
Mini ng & quarrying
14.8%
10.1%
0.7%
4.4%
7.4%
Manufacturing
Electricity, gas & water
Construction
14.7%
Wholesale & retail trade,

catering & accommodation
Transport, storage &
communication
27.6%
Finance, insurance, real estate

& business services
14.8%
Communi ty, social & personal

serv ices
Source: Quantec Research
2.1.4 Employment
The unemployment rate of the CKD was estimated at 22.7% in 2011 - higher than the provincial
unemployment rate at the time (21.6%).
Figure 2: Beaufort West Unemployment Rates, 2001-2011
Beaufort West - Unemployment rate
50.0%
40.0%
30.0%
20.0%
10.0%
0.0%
Beaufort West
Western Cape
2001
South Africa
2011
Source: Statistics South Africa Census 2001 and 2011

Sept/Oct 2014
11
In 2011, Beaufort Wests unemployment rate was 25.5%(see Figure 2 above), which although higher
than the District rate, is a big improvement from the unemployment rate to 38.2 %in 2001 (see figure
1.1). Beaufort West had the highest youth unemployment rate in the CKD, but declined from 49.7%in
2001 to 34.5%in 2011.
2.1.5 Poverty
The Central Karoo District showed improvement in its poverty3 rates from 38.7% in 2001 to 32.5%in 2010
although it still remains higher than the Provincial average and 22.1%. Although Beaufort Wests
poverty rate dropped significantly from 37.5% in 2001 to 29.1% in 2011 (see Figure 3), this is still high and
may be a result of the high unemployment levels and low literacy rates.
Figure 3: Percentage of Beaufort West households living in poverty 2001-2010

45.0%
40.0%
35.0%
30.0%
25.0%
20.0%
15.0%
10.0%
5.0%
0.0%
2001
2007
2010
Western Cape
26.7%
22.7%
22.1%
Central Karoo District
38.7%
34.0%
32.5%
Beaufort West
37.5%
31.5%
29.1%
Source: IHS Global Insight, 2013
In 2011 approximately 9.5% of households in Beaufort West earned no income. This, and the high Ginicoefficient of 0.57, indicates that the improving economic conditions may be slow to benefit the wider
proportion of individuals within the municipality.
2.1.6 Access to Basic Services
Beaufort West municipality outperformed the Western Cape Province in terms of the provision of
minimum basic electricity, sanitation, water and housing (see Figure 4 below). The housing waiting list
decreased by 12% to 5 221 houses in 2012/13. Over 90% of households have access to water,
sanitation, electricity and housing.
The poverty income line used is based on the Bureau of Market Researchs Minimum Living Level (BMR report
No. 235 and later editions, Minimum and Supplemented Living Levels in the main and other selected urban areas
of the RSA, August 1996)
Sept/Oct 2014
12
Beaufort West shows best performance with regard to basic service delivery in the Central Karoo
District. Only the provision of minimum refuse removal in Beaufort West (85%) was lower than the level
for the Western Cape Province as a whole (89%).
Figure 4: Access to Household Services Hexagon
Water
2011
Housing
100%
80%
60%
40%
20%
0%
Sanitation
Beaufort West
Western Cape
Refuse Removal
Energy
Source: Statistics South Africa Census 2011
2.1.7 Provincial and Local Government Spending

Table 1 and 2 below demonstrate the provincial and municipal spending on Beaufort West. Trading
Services is prioritised in the 2014/15 municipal budget as it received a 56.0% allocation showing
commitment towards service delivery. Electricity received the largest allocation of 37.2% of which
R4.860 million goes towards capital expenditure on electricity. Only 4.3% of the total budget is spent
on waste management. Considering the backlogs in access to refuse removal, this has to be
amended in future.
Table 1: Provincial Departmental Transfers to Beaufort West Municipality
P ro v inc ia l P a ym e nt s a nd E s t im a t e s
P ro v inc ia l T ra ns f e rs
D e pa rt m e nt a nd T ra ns f e r in R ' 0 0 0
2 0 14 / 15
2 0 15 / 16
2 0 16 / 17
2 0 14 / 15
2 0 15 / 16
2 0 16 / 17
Department o f Health
77 438
89 782
84 436
Department o f Educatio n
130 917
140 897
143 621
5 257
5 092
5 160
5 257
22 070
62 452
50 663
794
14 379
13 470
14 140
4 451
4 346
4 607
117 729
124 793
131133
414
435
457
4 14
435
457
372 655
441 267
4 3 4 2 17
10 9 16
9 873
10 2 2 4
Department o f Human Settlements

Department o f Transpo rt and P ublic Wo rks
Department o f A griculture
Department o f Spo rts and Cultural A ffairs
Department o f So cial Develo pment
Department o f Lo cal Go vernment
T o t a l T ra ns f e rs
4 451
5 092
4 346
5 16 0
4 607
Source: Beaufort West Provincial Transfers 2014/15
Sept/Oct 2014
13
Table 2: Beaufort West Municipal Operating, Capital and Total Expenditure 2014/15 to 2016/17
Vote Description
R thousand
Governance and administration
Capital Expenditure - Standard

2014/15
2015/16
Operating Expenditure - Standard
2016/17
2014/15
2015/16
Total Expenditure - Standard
2016/17
2014/15
2015/16
Total Budget
Total Budget
Composition
2016/17
Change
992
742
320
43 258
45 866
48 588
44 250
46 608
48 908
16.1%
16.5%
15.8%
5.1%
31
14 980
15 843
16 732
15 011
15 843
16 732
5.5%
5.6%
5.4%
5.6%
Budget and treasury office
104
15 169
16 168
17 272
15 273
16 168
17 272
5.6%
5.7%
5.6%
6.3%
Corporate serv ices
857
742
320
13 109
13 855
14 584
13 966
14 597
14 904
5.1%
5.2%
4.80%
3.3%
4 173
1 500
37 041
37 553
39 324
41 214
39 053
39 324
15.0%
13.9%
12.7%
-2.3%
Ex ecutiv e and council
Community and public safety

Community and social serv ices
Sport and recreation
Public safety
490
9 231
8 884
9 493
9 721
8 884
9 493
3.5%
3.2%
3.1%
-1.2%
3 200
1 500
6 827
7 214
7 637
10 027
8 714
7 637
3.6%
3.1%
2.5%
-12.7%
465
14 570
15 131
15 721
15 035
15 131
15 721
5.5%
5.4%
5.1%
2.3%
Housing
18
6 413
6 324
6 473
6 431
6 324
6 473
2.3%
2.2%
2.08%
0.3%
Health
0.0%
0.0%
7 520
6 624
3 891
27 563
25 838
27 623
35 083
32 462
31 514
12.8%
11.5%
10.1%
-5.2%
397
220
4 805
4 885
5 184
5 202
5 105
5 184
1.9%
1.8%
1.7%
-0.2%
7 123
6 404
3 891
22 758
20 953
22 439
29 881
27 357
26 330
10.9%
9.7%
8.5%
-6.1%
0.0%
0.0%
0.0% #DIV/0!
Economic and environmental services

Planning and dev elopment
Road transport
Env ironmental protection
Trading services
0.0% #DIV/0!
16 601
14 588
29 847
137 449
148 792
160 523
154 050
163 380
190 370
56.0%
58.0%
61.3%
Electricity
4 860
3 853
2 917
97 543
107 226
116 883
102 403
111 079
119 800
37.2%
39.4%
38.6%
8.2%
Water
5 859
10 451
18 394
22 752
23 529
24 672
28 611
33 980
43 066
10.4%
12.1%
13.9%
22.7%
Waste w ater management
4 942
56
7 036
6 341
6 651
6 972
11 283
6 707
14 008
4.1%
2.4%
4.5%
11.4%
940
228
1 500
10 813
11 386
11 996
11 753
11 614
13 496
4.3%
4.1%
4.3%
7.2%
332
357
383
332
357
383
0.1%
0.1%
0.1%
245 643
258 406
276 441
274 929
281 860
310 499
Waste management
Other
Total Capital Expenditure - Standard
29 286
23 454
34 058
100%
100%
100%
11.2%
7.4%
#DIV/0!
Source: Beaufort West 2014/15 Final Budget Tables: A2, A5
The provincial government estimates to have R372.655 million plus R10.916 million in transfers to
Beaufort West during 2014/15 budget year. Relatively large expenditure from the Departments of
Education, Social Development and Health show strong commitment towards improving the quality of
education, social well-being and health within the municipal area.
Spending from the Department of Agriculture is geared towards supporting the agriculture sector
within the region. The preceding analysis requires further investigation on the actual projects by
departments. Provincial transfers are the largest from the Department of Human Settlements, showing
some commitment towards reducing housing backlogs.
2.2 Development Trends in the Municipality

The Beaufort West Municipality prioritised its Capex on electricity (37.2 per cent), Road transport (10.9
per cent) and water (10.4 percent) which re-enforces the supply of basic services. This demonstrates
measures taken by the municipality in relation to bolstering the required infrastructure to aid the
Economic recovery both in Beaufort West and the CKD. The 2014/115 Capex Budget is responsive to
the socio-economic needs as well as setting the enabling environment for Economic Growth.
According to Mero 2013, economic activity in the CKD is highly concentrated around Beaufort West,
with vibrant light industry and financial and business services being almost the exclusive source of
growth.
Sept/Oct 2014
14
2.3 Economic Development

Beaufort Wests rowing sectors include Construction (10.4 per cent); Manufacturing (9.7 per cent); and
Finance & Business services (8.1 per cent), while the three slowest growing (or declining) sectors are
identified as Agriculture (-2 per cent); transport, storage & communication (1.7 per cent); and
government services (0.2 per cent).
The municipality intends addressing its economic priorities through the support of small business;
SMMEs training; Community member training for tourism; support of local artisans and crafters; job
creation through infrastructure development, the provision of employment safety net and partnering
on the EPWP programme. Beaufort Wests budget is responsive to local economic development (LED)
with an allocation of R5 million to LED projects.
2.3.1 Service Delivery Challenges
The demand-driven nature of the work and the support interventions provided by the department
(like, access to finance for enterprises) is dependent on uptake by the private sector and the demand
generated by businesses and citizens to equip them for economic improvement. It is also necessary
for municipalities to be able to identify (i) key areas of challenge,(ii) economic interventions and (ii)
lead departments. Municipalities must therefore be equipped for LED sensitivities and be able to
articulate the support needed from the department.
2.3.2 Critical Interventions
Participation in LED efforts that improve municipal performance to target economic development
objectives has been identified as a key a key lever, and allocated a R5 million budget. In addition to
this, critical interventions include the following:
Productive Economy sectors like Agro-processing
Visitor Economy (Tourism)
In addition, the department has established cross-cutting programmes in:
Skills Development
Red Tape Reduction
Entrepreneurship
2.4 Social Development

2.4.1 Status Quo Analysis
The Department of Social Development deliver Social Welfare and Community Development Services
throughout the Beaufort West Municipal area ward 1 to 7. The most prevalent social challenges in
Beaufort West relate to:
Child abuse family dysfunction
Sept/Oct 2014
15
Teenage pregnancy
Fatherhood and developmental programmes for men and boys
Mainstreaming disability into all municipal programs and directorates
In /out of school youth - youth at risk - lack of youth opportunities
Unemployed youth
Key service delivery challenges relate to the following:
Challenges relating to morality
Crime and substance abuse
Lack of social cohesion
Low illiteracy level
Lack of public transport and vast distances
Potential interventions identified include:
Expansion/ strengthening of ECD services,
Intensify integrated family support services with specific emphasis on child protection
interventions.(Parental and Fatherhood training)
Intensify Victim Support Services.
Youth Links to employment or furthering of studies partnership with funded organizations.
Mainstreaming of Disability Infrastructure development-Building access plans.
In addition, the following were identified as possible joint ventures:
Youth hub
Skills programs with South Cape College.
Capacity building with Shell SA
Sept/Oct 2014
16
SECTION 3:
MUNICIPAL PLANNING (IDP) ANALYSIS

Beaufort West is a low growth potential municipality with a potential for development around building
the economy and employment as presented by the 2014 GPS. The Beaufort West Municipalitys
Strategic Objectives identified at the start of the 2012-2017 five year IDP period, have not remained
constant throughout the IDP cycle. Based on analysis of the Beaufort West IDP, the municipality is more
focused on addressing challenges around the economy and employment, economic infrastructure
and developing an inclusive rural economy and health care.
3.2 Service Delivery Challenges

As demonstrated by the graph below, one can ascertain that within Beaufort West; the majority of
issues raised by municipality are related to the following four themes:
Economy and Employment
Economic Infrastructure
Inclusive Rural Economy
Health Care
3.3 Critical Interventions

From Table 3 below, it can be deduced that the municipality has set tangible outcomes to address
some of its service delivery challenges. However, the extent to which these action plans have been
implemented and/or address the identified challenges is yet to be determined.
Table 3: Key developmental challenges being addressed by the municipality
Key Development Challenge
Action Plans (2014/15)
Economy and Employment: (Work and skills
Community Work Programme.
programme and consumer advice office
Food for Waste.
project).
Economic Infrastructure: (Bridge between
Kwa-Mandlenkosi and the Lande and
stormwater canals).
Maintain quality of final waste water

outflow.
Construct new roads Phase II in Beaufort
West, Hillside II, Rustdene & Kwa
Mandlenkosi.
During the 2013/14 IDP Indaba 2 process a number of projects and interventions were identified and
agreed upon by the Municipality and Provincial sector departments. These projects and interventions
are currently being implemented and monitored on an on-going bases and upon closure, should aid
in elevating some of the municipal challenges identified. These interventions include:
Sept/Oct 2014
17
Transport of community to and from Hospital.

Safety in schools and after school programme.
Impoundment Centre.
Licensing of Waste sites in Merweville and Murraysburg.
Merweville Road.
Sept/Oct 2014
18
SECTION 4:
SPATIAL ANALYSIS

Beaufort West is the primary settlement within the municipality, with a high socio-economic need with
a low growth potential relative to other settlements in the Western Cape (Growth Potential of Towns
Study, 2013). However it has a key regional service role to play as other settlements within Beaufort
West have a very low growth potential.
The recently developed SDF and HSP adequately encapsulated the principles of spatial restructuring,
integration and densification. Now that the frameworks are in place (yet not council approved), it is
critical that the municipality implement these through correctly directing the private sectors
infrastructure development, land use approvals and new low income, GAP and market housing
human settlement projects. If Beaufort West development path, it is at risk of pursuing a financially
unsustainable sprawl-settlement development trajectory. In all settlements (Beaufort West, Merweville,
Murraysburg and Nelspoort), adequate land has been identified for future infill residential and mixeduse development inside settlements. There is therefore no need to develop on the periphery until such
time that currently available land is utilised.

Whilst Beaufort West has recently developed its SDF which has the correct policy and spatial planning
ideals, it must be noted that past and current development has been largely mono-functional, low
density in nature and not in-line with Karoo-style architecture, which ultimately detracts from the
appeal and attractiveness of the towns from a heritage and tourism perspective. In addition, service
delivery intentions include the following:
The possible re-alignment of the N1 highway around Beaufort West poses a significant threat to the
economic vitality of the town and should only be allowed for freight traffic as the realignment will
serve to cut people off from services and facilities and make it dangerous for passengers to cross the
N1.
Low-income residential development is outpacing the development of GAP and middle income
residential development within Beaufort West. This results the development of low-income
neighbourhoods which are largely not rates contributors, but which depend upon the provision of
free basic services, resulting in a financially unsustainable position of the municipality. Furthermore,
low-income residential development is, more often than not, undertaken on the periphery of the
settlements furthest from economic opportunities and facilities. This results in the underutilisation of
significant tracts of better-located land and infrastructure.
Sept/Oct 2014
19
Water availability is a significant concern for the municipality within all towns, and perhaps poses the
greatest growth and development constrainer for the future of all its settlements, as well as for
agriculture, particularly if shale gas fracturing is pursued in the future, as the majority of water used in
the settlements is extracted from boreholes.
Based on the All Towns Study (2010), shortfalls have been anticipated for all growth scenarios within
the short-term (5 year) for Beaufort West under normal circumstances. This shortfall is expected to
increase to 0.586 million m per year by 2035 for the medium growth scenario and to 1.152 million m
per year for the high growth scenario.
As reflected in the LGMTEC assessment, the Beaufort West Municipality IDP is silent on sanitation
services. Based on the Water Services Development Plan (WSDP) it appears that there is a significant
financial shortfall of some R100m to cover the maintenance and capital costs related to the water and
sanitation infrastructure, with only R17million allocated in the 13/14 financial years. While BeaufortWest, Merweville and Nelspoort are reportedly of adequate capacity, however they are in need of
higher maintenance as sludge has started to build up in many of the oxidation ponds.
Existing solid waste disposal sites are inadequate. The Vaalkoppies site within Beaufort West has a
year of airspace left until it is completely depleted. Furthermore, the waste site in Murraysburg is
unlicensed and potentially sitting within the water table, potentially polluting the towns water.
Similarly, the Nelspoort site is poorly located in the salt-river salt plains.
Lastly, mobility and access to services and facilities is extremely limited by expensive and poorly
developed public transport services.

The following interventions are recommended:
4.3.1 Housing and Settlements:
The housing pipeline should prioritize those projects that are closer to the town centres, in denser
housing typologies than what is currently being rolled out. Strict adherence to the SDF proposals
should be observed.
Subsidy housing should not be rolled out to very low growth potential settlements, in favour of
settlements, which have higher economic growth and development potential.
Addressing the need for an upgraded Beaufort West Waste Water Treatment Works WWTW,
water network and electric network issues must be addressed as a matter of priority.
4.3.2 Water:
Installation of an additional Wastewater reservoir is critical for Beaufort West.
Sept/Oct 2014
20
Hydrogeological exploration for the town of Beaufort West is urgently required

Full implementation of a Water Conservation and Demand Management Strategy must be
implemented thought all of the towns.
Re-use of water must be explored and promoted.
Incremental groundwater development should be pursued.
4.3.3 Solid waste:
The waste site at Nelspoort needs to be relocated from the Salt River salt plains.
The waste site at Murraysburg needs to be relocated outside of the water table / aquifer.
A proposed Material Recovery Facility in Beaufort West has the potential to extend the life of the
current Vaalkoppies site, which is to reach capacity within the short term.
4.3.4 Electricity:
A strategy to reduce the electrical infrastructure backlog should be developed and
implemented to ensure that maintenance and capital backlog does not increase over time.
It should be considered that the municipality has significant solar power potential, adequate
land availability and could be a significant energy contributor to the national grid.
Sept/Oct 2014
21
SECTION 5:
ENVIRONMENTAL ANALYSIS

The municipality is a rural one, covered predominantly with extensive agricultural activity and naturally
occurring Nama-Karoo vegetation. Rivers are all non-perennial and vulnerable eco-systems. The Sout
River catchment, however, is extremely degraded and has become somewhat of a dust bowl.
Problematically, this is where many of the land reform initiatives have been located.

In terms of the environment, challenges include the following:
Shale gas fracturing has the potential to both bring growth and development, as well as
threaten water and biodiversity systems, and if pursued, mitigation steps must be undertaken.
Many land reform initiatives have been located within the South River dustbowl of extremely
degraded land which threatens the viability of these land reform projects.
Cultivated land is only limited to the relatively wetter Murraysburg area, at the base of the
Sneeuberg Mountains.
Beaufort West is a major stop for trucks and their emissions impact on air quality within the town.
High particulate concentrations are likely to occur in low-income residential areas where wood
and other fuels are used for cooking and heating. Similarly, brick manufacturing results in
elevated particulate concentrations in the vicinity of their operations. Lastly, dust roads and
increasing traffic will significantly increase air quality concerns.

The following interventions have been recommended:
Rehabilitation of the Sout Rivier catchment is paramount for the sustainable use of the land for
agriculture through the land reform projects. Future land reform initiatives should focus on land
that is not degraded. Sheep farming practices (extensive agriculture) should not exceed the
carrying capacity of the land, as this will lead to further land degradation.
Critical Biodiversity Areas should be avoided if future shale gas fracturing is pursued.
The tarring of these key roads (or adequate alternative) should be considered if the use of future
dust roads is markedly increased.
Sept/Oct 2014
22
SECTION 6:
SECTOR ANALYSIS
6.1 Agriculture
The Department of Agriculture currently offers a number of services including support to subsistence,
smallholder and commercial farmers on regular basis, and food security interventions. According to
MERO 2013, the agricultural sector is a major contributor to employment of unskilled and semi-skilled
labour, especially in the Beaufort West Municipality. With the Agricultural sector having shrank by -2
per cent, attention must be paid to service delivery challenges and interventions.
Key Service Delivery challenges include:
Unavailability of land and insufficient water for expansion especially for farmers on
commonages.
Lack of access to finance.
Low compliance to legislative requirements (SARS and minimum wage).
Exacerbating these issues are high levels of poverty and societal problems, including youth
unemployment, low levels of literacy and few matriculants have passed mathematics and sciences
subjects. Considering this, there is reluctance amongst external host employers to place interns.
Critical interventions include: household gardens, community gardens, provide extension and advisory
service to commercial, smallholder and communal farmers. In addition the following projects have
been implemented:
Financial Record Keeping
Nelspoort Advice & Development Office (NADO) (Life skills training and development)
Foundation for Alcohol Related Research
AgriMega Farm Worker Magazine (Life skills development and substance abuse magazine)
In addition, the following potential levers have been identified:

Facilitation of access to low interest loans.
Facilitation of information session between farmers and department of labour and SARS.
Capacity building through training.
Engaging with WCED to improve education.
Working with local councillors and community development workers.
Sept/Oct 2014
23
6.2 Human Settlements

Aligned the national Department of Human Settlements, the DHS delivers services as required by the
national housing code, and targets areas with the greatest need. Beaufort West has a significant
housing backlog, with 5138 houses on the waiting list and a current delivery pipeline which could
deliver 1340 houses to address housing needs. DHS DORA allocation for Beaufort West amounts to
R5 257 000 for 2014/2015.
The current service delivery challenges include:
Misalignment between the provincial financial year and municipal financial year.
Insufficient bulk infrastructure causing human settlement to be reprioritised and essentially
placed on hold.
Perceived difficulties in the managers of contractors once appointed and lengthy, complex
supply chain processes.
Difficulties with regard to the approvals of potential beneficiaries, causing delays to completion
of projects.
Beaufort West has highlighted the need to concentrate on Human Settlements. One of the biggest
priorities for the next 5 years in Beaufort West is the Site S1 development. The project is expected to
deliver 800 opportunities in the next few years. In addition, the following key programmes are being
implemented: Integrated Residential Development Programme (IRDP) and the Rectification
Programme (RP).
6.3 Public Works Roads and Transport & EPWP

Roads
Increased roads maintenance backlogs.
Rehabilitation of borrow pits and gravel roads
Public Transport
Growing instability in Mini Bus Taxi (MBT) industry causing public transport service pressures
Oversupply of public transport in the form of Mini Bus Taxi (MBT) causing possible violence due to
overtrading
Poor infrastructure to support public transport
Limited access to safe and efficient transport
Traffic Management
Sept/Oct 2014
24
Increased road user volumes based on population growth will place higher demands on traffic
management services.
Increased vehicle population which will place higher burdens on transport regulations and
traffic management services.

Increased pedestrian fatalities
Road crash fatalities contribute significantly to the burden of disease and these are caused by
un-roadworthy vehicles, drivers driving under the influence, pedestrian and road user behaviour
that is not conducive to a safe road environment.
Provincial Infrastructure and Property Management
Increased maintenance backlogs in schools, clinics and office accommodation as a result of
population growth and increased demand for services.
Vandalism increases pressure of the maintenance portfolio
Underutilised vacant properties causing social issues at community level. (i.e. squatting)
Expanded Public Works Programme
Challenges in creating sustainable jobs aligned to Strategic Initiatives and IDP Priorities
Roads
Gravel borrow pits availability
Much better integration is needed between municipal approvals of land-use developments,
spatial development planning and the impacts these make on the proclaimed road network,
the current N1, 2 and 7 Corridor Working Groups are not effectively addressing joint planning
ideals.
Funding needs
Technical staff capacity.
Public Transport
Limited Transport planning capacity focusing on public transport
Insufficient Law Enforcement personnel and limited efficiencies gained through alignment
between local authorities and provincial traffic management
Traffic Management
Lack of capacity to respond the growing demands
Lack of involvement in integrated municipal planning
Timeous acquisition of land suitable for social infrastructure delivery is negatively affected due to
the location of land and the environmental value, which prohibits development. This could lead
to delays in delivery of infrastructure.
None consideration of life cycle costing and management of the provincial property portfolio
Sept/Oct 2014
25
Limited Alignment of spatial configuration of investment in infrastructure and the legislative

environment that the Province needs to operate within.
Limited available budgets and capacity to maintain existing infrastructure and to deliver new
infrastructure to respond to population growth and new demands.
HR Capacity limitation at Municipal Level and limited knowledge and experience pertaining to
intensive labour methodologies.
Compliance with the Ministerial determination with regards to VAT & UIF matters.
Roads
Road Planning, Design, Construction and Maintenance programmes in conjunction with EPWP
and skills development.
Freeway Improvement Schemes (N1 capacity improvements, N2 Borcherds Quarry Interchange
Improvements and N7 Interchange and auxiliary road works improvements) R 250 Mill
George and Stellenbosch Bypasses- to improve through-traffic accommodation and mobility
and alleviate congestion and improve economic outputs R 300 Mill
N12 Corridor Improvements between George and Beaufort West to improve road classification,
road condition and safety along a much needed mobility corridor with huge job creation,
public transport and regional economic development benefits- R 2 billion
R61 duelling and upgrade project between Worcester, Robertson and Ashton to serve freight,
commuting and mobility needs generating huge job creation and economic benefits for the
region R 1,2 billion
Public Transport
Support is provided to municipalities in developing their Integrated Transport Plans as a critical
component of their municipal Integrated Development Plans.
The collaborative efforts from key transport role players such as the municipal planning
authorities, PRASA, SANRAL, and Transnet, and all spheres of government, continue to be crucial
for integrated public transport network plans of the Province.
Achieving road safety on Western Cape roads is a collaborative effort including various critical
partners which include the bus and mini-bus taxi industries, and prosecutorial and law
enforcement agencies.
With the transfer of the Traffic Management function to this Department, a single point of
leadership and a holistic approach to road safety, which combines the elements of
enforcement, education, and engineering, is possible and will reduce coordination constraints
of past arrangements which hampered effective implementation.
Most importantly it is the behaviour of road users that is fundamental to achieving overall
success.
Sept/Oct 2014
26
With regard to the implementation of the Administrative Adjudication of Road Traffic Offences
Act, 1998 (Act 46 of 1998) in the Western Cape, the Department is ensuring an adequate level of
preparedness by conducting refresher courses for operational staff.
Traffic Management
Traffic Management inclusion in ITP & IDP
The Department is mainly responsible for the provision of office accommodation and as
implementing agent for user departments for the delivery of their infrastructure requirements.
This includes the acquisition of land. The Department is highly dependent on municipalities to
identify and acquire land.
The Department identify potential surplus land parcels and consulted it with the relevant s
stakeholders. The Department will dispose of those land parcels that are surplus to government
requirements or to other custodians if where such a need was indicated. Due to all the legal
processes that need to be followed and it will take some time.
Development of Policy and Implementation Framework
Information sharing sessions with Councillors and Senior Managers at Local Municipalities
Regional EPWP Coordinator provides one-on-one technical support
Compliance Monitoring facilitates site verification to support compliance to Ministerial
Determination
Facilitate the drafting of municipal business plans, signing off of Conditional Grant and Protocol
Agreement
6.4 Health
The purpose of the progamme District Health Services is to render facility-based services (at clinics,
community health centres and district hospitals) and community-based health services (CBS) to the
district. Health care services supporting the Beaufort West area include:
Beaufort West and Murraysburg District Hospitals, and Nelspoort Specialised Hospital;
Primary Health Care Facilities in Beaufort West, Nelspoort, Merweville and Murraysburg;
Mobile Clinic Service; and
Community-based health services (CBS) to the population of Beaufort West Sub District.
In addition there are the following Sub-programmes:
District Management: Management of District Health Services, corporate governance and
quality assurance.
Community Health Clinics: Rendering a nurse-driven PHC service at fixed, satellite and mobile
clinics.
Sept/Oct 2014
27
Oral health services: Prevention, promotion and acute oral health services to clinics, schools,
Correctional Services and communities via outreach campaigns (Mobile Dental Services to be
implemented).
Community Based Service: Home-based care, community care workers, caring for victims of
abuse, mental and chronic care, and school health.
Nutrition: Rendering a nutrition service in order to address malnutrition.
HIV and AIDS: Rendering a PHC service for HIV disease, AIDS, sexually transmitted infections and
tuberculosis.
Service delivery trends
Changes in trends and possible impact
Negative impact on environmental health e.g.
Migration/seasonal workers and
sanitation, water supply, waste removal leading to
increased population
increase in infectious diseases.
Infrastructure
Moving from illness to wellness
Negatively impacts on retention in care e.g. TB/HIV.
Congested PHC facilities.
Patient responsibility towards wellness and positive

impact on BOD.
approach
High burden of dental caries
Increase demand for extractions especially young

children.
Teeth loss impact on childhood development e.g.

speech.
Inadequate way finding to health
Signage needed
Teenage pregnancies
Violence and Injuries
Drug and Alcohol abuse
Developing gangsterism
Unnecessary complaints land up at the Local
facilities
Womens Health and Child Health
challenges
Non-communicable disease
Mental Health BOD
Communities are ill-informed
about structures and functions of
Government offices and patients get frustrated,
District Health Services, e.g.
blaming the Department of Health.
booking, ambulance and referral

services.
Sept/Oct 2014
28

Communication:
Internal & external communications system is required in each municipal area for more effective
patient complaint management; and to ensure the clinic committee system is up and running over
the next few years; patient-doctor/nurse communication. In addition, the following have been
identified as key interventions:
Wellness Bus
Diarrhoeal plan per sub district in place, with involvement of
environmental health officers of the municipality. Seasonal (Dec
Jan) incidence are higher.
CHILD HEALTH
Mother Baby Friendly Initiative: Start the training and work towards
MBFI-Status. Provincial Audit complete, awaiting report.
Immunisations: plans are in place for immunization and
developmental assessments. Plans must be implemented and
maintained.
Burden of Disease: Implanon best for all patients with chronic
diseases
Sterilizations: sterilizations are critical in CKD because of distances of
rural areas.
JHHESA and RMCH partnership to reduce teenage pregnancies and
late Antenatal clinic bookings.
WOMENS HEALTH
Foetal Alcohol Syndrome (FAS), & Nutrition: Promotion-programmes

at the clinics by Health Promoters to prevent the use of alcohol
during pregnancies
Vitamin A: must be given to each child twice per year. District Health
Services currently attempts to conduct door-to-door visits every 7
months to target those who do not visit the clinic for their Vitamin A.
Post Natal Care: thelink with CBS to be maintained
All clients that enter clinics and hospitals must be screened for TB &
HIV: The district has to focus on prevention of infectious diseases e.g.
TB & HIV to contribute to MDG 6 (Combat HIV/AIDS, malaria and
other diseases).
HAST
TB screening must improve: The TB case notification rate for Beaufort

West Sub District is 908 per 100 000 population compared to the 1
000 per 100 000 of the Western Cape Province.
Improve the number
of patients
on
anti-retroviral
treatment
remaining in care, and to improve on the number of patients with

suppressed viral loads
Sept/Oct 2014
29
NON
Appointment system for MH clients
COMMUNICABLE
MH Competency training for staff
DISEASES
School health wellness bus

Integration of services: including school health and RTH in facilities
ORAL HEALTH
(to target child health) and MCR (to target womens health)
Chronic care patient
6.5 Education
There are 15 Primary schools and 5 secondary schools within Beaufort West Municipality. With respect
to Early Child Development (ECD), 10 schools and 7 independent sites provide Gr R education.
Enrolment rates reflect a consistent increase in enrolment across early, primary and secondary phases
of education since 2012 as is demonstrated by the Table 4 below.
Table 4: Beaufort West Municipality Learner enrolment figures
2012
2013
2014
Total GR R learners
544
727
2012
2013
2014
2012
Total GR 1-7 learners
722
6,796
6,803
2013
2014
Total GR 8-12 learners
6,766
3,890
3,894
3,996
Academic progression from Gr 1 to Gr 11 is relatively high, with over 80% of learners progressing to
further grades in 2013 (please see Table 5 below).
Academic Progression
Table 5: Percentage Learners progressing through schooling (2013) within the Municipality
Grades
Year
Gr 1-3
Gr 4-7
Gr 8-9
Gr 10 - 11
2012
2013
2012
2013
2012
2013
2012
2013
Municipality
89.61%
85.6%
94.4%
92.8%
82.4%
87.4%
74.5%
83.3%
WCED
89.4%
94.1%
93.2%
82.7%
84.6%
77.1%
83.7%
89.4%
However, the situational overview below (Table 6) highlights a poor academic performance by
schools in the municipality. Less than half (44%) of learners in Gr 3 achieved the required level in
national numeracy and literacy assessments. Similarly, a minority of learners in Gr 6 (44 per cent) and
Gr 9 (22 per cent) achieved the required level in language and mathematics assessments. Poor
performance in the aforementioned phases is contributing to poor quality matric results, with 29% of Gr
12s having passed at a bachelor level in 2013. Furthermore, 27 per cent of Gr 12s achieved 50 per
cent or more in mathematics, and 22 per cent achieved 50 per cent or more in physical science.
Sept/Oct 2014
30
44%
33%
22%
29%
19
27%
14
Science (PO Schools)
% of Grade 12 achieving 50% or more in Physical
Physical Science (PO Schools)
Number of Grade 12 achieving 50% or more in
Mathematics (PO Schools)
% of Grade 12 achieving 50% or more in
Mathematics (PO Schools)
Number of Grade 12 achieving 50% or more in
at bachelor level
% of Grade 12 learners passing
additional language
and first
level in the annual national assessments in Home
mathematics
% of grade 9 learners achieving at the required
additional language and home language and
level in the annual national assessments in first
% of grade 6 learners achieving at the required
and numeracy
level in the annual national assessments in literacy
% of learners in grades 3 achieving at the required
Beaufort West Municipality
Table 6: Academic Performance Situational Overview
22%
The following figure (Figure 5) highlights that Beaufort West has a relatively high learner retention rate
compared to the rest of the CKD; however the rate is significantly less than the provincial rate.
Figure 5: Academic Comparative FET phase learner retention within the related District

Learners who leave school before completing Grades 1 12 or who under-perform.
Often, early school-leaving often happens because learners academic performance
deteriorates until they believe they wont pass the next year. In addition, they drop out because
they are needed as breadwinners or because they fall prey to various social ills.
Infrastructure and accommodation challenges.
This is a problem in the Western Cape overall as there are 15000 new learners enrolling in schools
in the province per annum. This makes the building and planning processes very complicated,
and the following challenges arise:
o
Shortage of places in schools with the language medium of choice, overcrowding in

certain grades,
Aging or inappropriate infrastructure,
Sept/Oct 2014
31
Lack of funding for water, electricity rates bills and upkeep of sports fields,
Vandalism,
Problems with refuse or stormwater drainage.

Potential levers that can be harnessed to unblock the above challenges include:
Participation of parents, communities and the municipality in target-setting, ensuring school
attendance, and helping with preparation for the world of work.
Prior joint planning and steps taken to ensure that teaching and learning and after-school
programmes can take place supported by the best facilities.
6.6 Safety and Security

Regarding police stations, the Beaufort West Municipality has 2 police stations, situated in Murraysburg
and Beaufort West. With respect to contact crime, Beaufort West has a lower rate of crime than the
provincial ratio, but a higher rate of reported common assault and assault GBH cases than Laingsburg
and Prince Albert (see Figure 6 below). Regarding property related crime, theft out of motor vehicles
and burglary at residential premises, Beaufort West has higher rates of reporting than Prince Albert.
Interestingly, Beaufort West has a lower ratio for drug-related crime and driving under the influence of
substance abuse than the district and Western Cape ratio.
Figure 6: Assault GBH 2012/2013
Figure 7: Burglary at Residential Premises 2012/2013
Sept/Oct 2014
32

Service Delivery Challenges include the following:
Service
Policing

Needs
and
Priorities
(PNPs)
Access to safety related data

Municipal boundaries do not cover the same SAPS
cluster precincts.
Greater ownership by the Municipality
Neighbourhood Watches (NHWs)
The availability of NHW volunteers on date of training.
Chrysalis
Signing a MOU to formalise the partnership between
Youth
Work
Programme (CYWP)
Community Police Forums (CPFs)
the Municipality and the Department.

The lack of participation of CPFs on Expanded
Partnership Programme (EPP), and lack of CPFs
understanding of roles and responsibilities.

The following have been identified as critical interventions:
Better cooperation is required between provincial departments and local government.
Improved commitment and application of resources to execute partnership agreements

between provincial government, municipalities and CPF entities.
Uniform support of CPFs by all relevant entities and role-players including municipalities to
strengthen outputs and outcomes of CPF and department initiatives.
6.7 Cultural Affairs and Sport

Cultural Affairs and Sport refers to Arts and Culture, Archive services, Library Services, Heritage and
Geographical Names Services, Sport Promotion, Sport Development and Museum Services.
There is a need for a more co-ordinated approach to the roll out of arts and culture initiatives and the
sharing of information related to resources and organisations prevalent in the area. With respect to
Archive services, the core function is to ensure proper record keeping. Municipal cooperation with the
Western Cape Archives and compliance with the stipulations of the Provincial Archives and Records
Service of the Western Cape Act, 2005 is essential in this regard. In addition, municipalities are invited
to attend training provided by the Archive Services in implementing a functional record system that
upholds transparency accountability. The Library services provide a maintenance service for the
computer systems and new library material on a quarterly basis. Every 1 to 3 years the ICT equipment is
refreshed and training is provided.
Sept/Oct 2014
33
In terms of sport promotion, here has been a focused and improved approach from municipalities
with regards to planning and provision of sport infrastructure and support for major events after
workshops and Indabas held with municipalities and federations by DCAS.
Sport development is facilitated through provision of equipment; and sport development through
training, workshops and various coaching clinics, mass participation, skills development, talent
identification, club creation and league sport. In addition, a number of MOD centres have been
established at various schools in the area. MODs partner with WCED and DSD to roll out the
programme, where the following activities are provided forbaseball, rugby and softball, arts and
culture, music and library activities. MOD centres aim to provide a safe space for the youth to develop
skills and enjoy a healthy lifestyle.
It has been experienced that Arts and Culture is not a priority for municipalities. The complete value
chain is not considered and its impact on socio-economic trends in a community. In terms of
partnership-building, most NPOs and NGOs are welfare based organisations, and many NPOs and
NGOs focusing on art are not formally registered, impacting on negatively on partnerships and
project implementation
With respect to Archive services, the municipality does not have sufficient funds to attend the training
sessions and the Records Management Forum meetings and activities during Archives Week. The
negligent management of records in municipalities are due to a lack of facilities and/or trained staff
and could impact negatively on auditing processes. Similarly, Library services are underfunded
mandates. Provision of comprehensive funding to municipalities remains a challenge. Regarding Sport
Development, limited infrastructural and human resources in the region prevents extension of
programmes to rural communities.
A potential lever of Arts and Culture services could be to stimulate the use of cultural products of the
region as economic drivers and facilitate networks and integration through DCAS programmes by
building partnerships with festivals, and affording opportunities for skills development. Provision of
effective funding for Library services should be considered. Finally, Sport Promotion should be
prioritised of sport by municipalities, including adequate long term planning for sport infrastructure and
development.
Currently, key activities that take place at the MOD centres are: Feeding programme, educators
training, special events linked to days of significance, inclusion of neighbouring schools in activities,
equipment,
attire
and
Sept/Oct 2014
transport.
34
SECTION 7:
SYNTHESIS OF GAME CHANGERS IN BEAUFORT WEST MUNICIPALITY
SERVICE DELIVERY
GAME CHANGERS
CHALLENGE
ECONOMIC
1.
Productive Economy sectors like Agro-processing
GROWTH
2.
Addressing economic priorities through the support of small business and LED strategy
3.
Cross cutting Skills Development interventions
1.
Transport of community to and from Hospital and Wellness Bus
2.
A game changer is needed in the area of education, as academic performance in schools is poor,
SOCIAL
SUPPORTING
SECTOR
SECTOR (S)
DOA
PROTECTION and
and a lack of skills in Beaufort West is negatively impacting economic and social development in the
EDUCATION
area.
ENVIRONMENT
LEAD
DEDAT
Beaufort West
WCED
DOH
DSD
DEADP
Beaufort West
Beaufort West
1. Shale Gas Fracturing
DEA
DEDAT
DEADP
1. Site S1 development
2. The housing pipeline should prioritize those projects that are closer to the town centers Identification of
DOH
suitable land and land banking for future developments
LIVING
ENVIRONMENT
DLG
3. Upgrading Beaufort West Waste Water Treatment Works WWTW, water network and electric network
issues
Beaufort West
5. Beaufort West has significant solar power potential, adequate land availability and could be a
significant energy contributor to the national grid.
Sept/Oct 2014
DHS
DTPW
4. Water Conservation and Demand Management Strategy
DEADP
35
SECTION 8:
CONCLUSION
In view of all the departmental baseline reports highlighted above, Provincial government
should
concentrate
efforts
in
supporting
Beaufort
Municipality
through
meaningful
engagement with the Municipal sphere to achieve the service delivery outcomes this
Province expects of us.
As such, building collaborative structures that function between
departments to ensure challenges are addressed with transversal solutions is critical. Similarly,
whole of society approach highlights the need for civil and private stakeholder in put in
governance. While various departments highlight the need to partner with the private sector,
provincial support could contribute to achieving this.
While government sector constantly faces the challenge of reconciling inadequate resources
with extensive need, resource distribution (specifically financial resources) for reportedly
underfunded or deprioritised mandates (e.ge Human Settlements and Arts and Culture)should
be considered.
8.1 Challenges, Constraints and Risks

The challenges, constraints and risks associated with the Beaufort West municipal area, are
summarised as follows:
8.1.1 Economic performance
Despite being a major contributor to employment of unskilled and semi-skilled labour in
Beaufort West, the Agricultural sector is declining (-2 per cent).In addition, transport, storage &
communication (1.7 per cent); and government services (0.2 per cent) are the slowest
growing sectors in the municipality.
8.1.2 Unemployment and poverty
Beaufort West has a key economic development role in the region; however the municipality
has high levels of poverty (29.1 per cent in 2011) and youth unemployment (34.5 per cent in
2011).
8.1.3 Development Planning
Low-income residential development is outpacing the development of GAP and middle
income residential development within the settlements in Beaufort West, with could contribute
to a financially unsustainable position of the municipality. Furthermore, low-income residential
development is, usually undertaken on the periphery of towns, furthest from economic
Sept/Oct 2014
36
opportunities and facilities, contributing to the underutilisation of better-located land and

infrastructure. In addition, the possible re-alignment of the N1 highway around Beaufort West
poses a significant threat to the economic vitality of the town it could cut people off from
services and facilities. Water availability is also a significant concern for the municipality within
all towns, and is perhaps poses the greatest growth and development constrainer for the
future of all its settlements. Finally, Beaufort West has an electrical infrastructure backlog which
needs to be addressed.
8.1.4 Agriculture
In addition to a lack of resources (especially regarding farmers on commonages), the lack of
skills development and poor academic performance contributes to the decline of the sector,
for example it creates reluctance amongst external host employers to place interns.
8.1.5 Education
Beaufort West experiences increasing learner enrolment, and relatively high learner
progression through primary and secondary education.
However, findings highlight poor
academic performance by schools, characterised by high drop-out rates and poor

achievement in national assessments. One of the outcomes of this is that only 29 per cent of
Gr 12s passed at a bachelor level in 2013.
8.1.6 Health
Migrant and/or seasonal workers have a negative impact on environmental health to a
temporary, increased demand on services e.g. sanitation, water supply and waste removal,
which leads to increase in infectious diseases Other challenges include oral health, teenage
pregnancy rates and violence and injuries.
8.1.7 Environment
Shale gas fracturing could provide significant benefits and risks to the CKD, and should be
investigated further. Should fracturing move forward, regulatory steps should be taken to
ensure environmental damage is minimized.
8.2 KEY ISSUES

8.2.1 Developing a strong rural economy by strengthening key economic drivers:
a. The reasons for the notable contraction of the agricultural sector need to be clearly
understood and plans established to address these issues.
Sept/Oct 2014
37
b. The LED Strategy of Beaufort West should be aligned to the WCD Strategy to strengthen
the rural economy.
8.2.2 Improving education:
a. Discussions related to turning around the low literacy rate and high average school
drop-out rate and poor academic performance should be taken to a higher level.
b. To target education challenges the WCED transports learners to and from education
facilities. The relationship between the provision of learner transport and improved
educational results should be investigated.
In addition, MOD centres should be
assessed to understand how they are contributing to improved education outcomes

amongst learners.
8.2.3 Social protection
a. Generally speaking the provision of adequate services to the non-urbanised
population is very challenging. This is a particular concern with the provision of ongoing services such as education and health care. In order to target this, there is a
greater emphasis on the spatial accessibility of health services using mobile clinics and
providing community transport to hospitals. In addition, MOD centres aim to assist
learners in developing (amongst other areas) skills and a healthy life style by
developing safe hubs for the youth within communities.
b. The transient nature of seasonal and migrant labour is a challenge in most
Municipalities. The temporary increase in the population places the service
infrastructure under severe strain. In some instances this strain leads to infrastructure
operating over capacity. However the transient nature of this workforce makes the
planning and provision of sufficient infrastructure capacity very difficult.
c. Furthermore, the transient nature of seasonal and migrant labour is a challenge with
regards to the provision of adequate and appropriate health care to the public
because of increased pressure on environmental health and health services.
8.2.4 Improving the Municipal Balance Sheet:
a. The financial sustainability of the Beaufort West Municipality should be determined.
Not only does this apply to the provision and upgrading of critical infrastructure but
also the long-term income and expenses balance sheet.
b. Municipalities should strive to adopt innovative approaches to increasing investment
whilst still securing a steady income stream. Such an approach could be for
Municipalities to invest in the production of renewable energy.
Sept/Oct 2014
38
c. Beaufort West must strive to maximise the use of their existing infrastructure capacity.
This can be achieved by encouraging development to occur within the existing built
urban form. This approach is put forward in the Municipal Financial Sustainability
Study, 2014.
8.2.5 Infrastructure and long-term planning:
a. A long term housing pipeline for low income developments is needed to review the
financial sustainability of the municipality.
b. Many Municipalities face growing infrastructure maintenance and repair backlogs.
This situation is worsened by the demands of inappropriately located new
developments. In order to ensure sustainable service delivery, investment in municipal
infrastructure must take into account the requirements of both new developments
and general upgrading and maintenance.
c. Infrastructure backlogs are extensive in most Municipalities. The lack of service
infrastructure capacity could lead to reduced private and public developments and
ultimately a negative impact on the economic development of the region.
8.2.6 Settlement Restructuring and Integration:
a. A critical review of the housing typologies within the confines of the National Housing
Subsidy is needed in order to determine how the subsidised housing programme can
be actively utilised to achieve urban restructuring, densification and compaction.
b. Housing delivery should prioritise the development of strategically located sites which
will work towards settlement restructuring. In the case of Beaufort West, adequate
land has been identified for future residential and mixed-use development within the
urban edge. Settlements should not be developed on the periphery until available
land is utilised.
c. Discussions aimed at securing the strategically located land should be initiated.
Sept/Oct 2014
39

Beaufort West Provincial JPI Report - 1

Caricato da

Informazioni sul documento

Titolo originale

Copyright

Formati disponibili

Condividi questo documento

Condividi o incorpora il documento

Opzioni di condivisione

Hai trovato utile questo documento?

Questo contenuto è inappropriato?

Copyright:

Formati disponibili

Beaufort West Provincial JPI Report - 1

Caricato da

Copyright:

Formati disponibili

BEAUFORT WEST MUNICIPALITY

Western Cape Provincial Government

Purpose of the Report

SOCIO - ECONOMIC ANALYSIS

Status Quo Analysis

Access to Basic Services

Provincial and Local Government Spending

Development Trends in the Municipality

Service Delivery Challenges

Status Quo Analysis

Service Delivery Challenges

MUNICIPAL PLANNING (IDP) ANALYSIS

Status Quo Analysis

Service Delivery Challenges

Status Quo Analysis

Service Delivery Challenges

Housing and Settlements:

Status Quo Analysis

Service Delivery Challenges

Status Quo Analysis

Service Delivery Challenges

Status Quo Analysis

Service Delivery Challenges

Public Works Roads and Transport & EPWP

Status Quo Analysis

Service Delivery Challenges

Status Quo Analysis

Service Delivery Challenges

Status Quo Analysis

Service Delivery Challenges

Safety and Security

Status Quo Analysis

Service Delivery Challenges

Cultural Affairs and Sport

Status Quo Analysis

Service Delivery Challenges

SYNTHESIS OF GAME CHANGERS IN BEAUFORT WEST MUNICIPALITY

Challenges, Constraints and Risks

Unemployment and poverty

Developing a strong rural economy by strengthening key economic

Improving the Municipal Balance Sheet:

Infrastructure and long-term planning:

Settlement Restructuring and Integration:

Table 4: Beaufort West Municipality Learner enrolment figures

Table 6: Academic Performance Situational Overview

Figure 2: Beaufort West Unemployment Rates, 2001-2011

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

Figure 4: Access to Household Services Hexagon

Figure 6: Assault GBH 2012/2013

Figure 7: Burglary at Residential Premises 2012/2013

Growth Potential Study of Towns

Custodian Asset Management

HIV and AIDS / STI / TB

Human Immunodeficiency Virus

Human Settlement Plan

Community Policing Forum

Chrysalis Youth Work Programme

Central Karoo District

Department of Cultural Affairs

Integrated Development Plan

IDP Indaba Working Group

Affairs and Development

Integrated Transport Plan