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8/10/2019 Beaufort West Provincial JPI Report_1
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BEAUFORT WEST MUNICIPALITY
Consolidated Provincial
Joint Planning Initiative (JPI)
Report
Western Cape Provincial Government
September/October 2014
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TABLE OF CONTENTS
LIST OF ACRONYMS 6
SECTION 1: INTRODUCTION 8
1.1 Purpose of the Report 8
1.2 Methodology 9
SECTION 2: SOCIO - ECONOMIC ANALYSIS 10
2.1 Status Quo Analysis 10
2.1.1 Population 10
2.1.2 Education 10
2.1.3 Economic Performance 10
2.1.4 Employment 11
2.1.5 Poverty 12
2.1.6 Access to Basic Services 12
2.1.7 Provincial and Local Government Spending 13
2.2 Development Trends in the Municipality 14
2.3 Economic Development 15
2.3.1 Service Delivery Challenges 15
2.3.2 Critical Interventions 15
2.4 Social Development 15
2.4.1 Status Quo Analysis 15
2.4.2 Service Delivery Challenges 16
2.4.3 Critical Interventions 16
SECTION 3: MUNICIPAL PLANNING (IDP) ANALYSIS 17
3.1 Status Quo Analysis 17
3.2 Service Delivery Challenges 17
3.3 Critical Interventions 17
SECTION 4: SPATIAL ANALYSIS 19
4.1 Status Quo Analysis 19
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4.2 Service Delivery Challenges 19
4.3 Critical Interventions 20
4.3.1 Housing and Settlements: 20
4.3.2 Water: 20
4.3.3 Solid waste: 21
4.3.4 Electricity: 21
SECTION 5: ENVIRONMENTAL ANALYSIS 22
5.1 Status Quo Analysis 22
5.2 Service Delivery Challenges 22
5.3 Critical Interventions 22
SECTION 6: SECTOR ANALYSIS 23
6.1 Agriculture 23
6.1.1 Status Quo Analysis 23
6.1.2 Service Delivery Challenges 23
6.1.3 Critical Interventions 23
6.2 Human Settlements 24
6.2.1 Status Quo Analysis 24
6.2.2 Service Delivery Challenges 24
6.2.3 Critical Interventions 24
6.3 Public WorksRoads and Transport & EPWP 24
6.3.1 Status Quo Analysis 24
6.3.2 Service Delivery Challenges 25
6.3.3 Critical Interventions 26
6.4 Health 27
6.4.1 Status Quo Analysis 27
6.4.2 Service Delivery Challenges 28
6.4.3 Critical Interventions 29
6.5 Education 30
6.5.1 Status Quo Analysis 30
6.5.2 Service Delivery Challenges 31
6.5.3 Critical Interventions 32
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6.6 Safety and Security 32
6.6.1 Status Quo Analysis 32
32
6.6.2 Service Delivery Challenges 33
6.6.3 Critical Interventions 33
6.7 Cultural Affairs and Sport 33
6.7.1 Status Quo Analysis 33
6.7.2 Service Delivery Challenges 34
6.7.3 Critical Interventions 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
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LIST OF TABLES
Table 1: Provincial Departmental Transfers to Beaufort West Municipality 13
Table 2: Beaufort West Municipal Operating, Capital and Total Expenditure 2014/15 to 2016/17
14
Table 3: Key developmental challenges being addressed by the municipality 17
Table 4: Beaufort West Municipality Learner enrolment figures 30
Table 5: Percentage Learners progressing through schooling (2013) within the Municipality 30
Table 6: Academic Performance Situational Overview 31
LIST OF FIGURES
Figure 1: Beaufort West Sectoral Composition: 2011 11
Figure 2: Beaufort West Unemployment Rates, 2001-2011 11
Figure 3: Percentage of Beaufort West households living in poverty 2001-2010 12
Figure 4: Access to Household Services Hexagon 13
Figure 5: Academic Comparative FET phase learner retention within the related District 31
Figure 6: Assault GBH 2012/2013 32
Figure 7: Burglary at Residential Premises 2012/2013 32
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LIST OF ACRONYMS
BOD Burden of Disease
CAMP Custodian Asset Management
Plan
CBS Community-based ServicesCPF Community Policing Forum
CYWP Chrysalis Youth Work Programme
CKD Central Karoo District
DCAS Department of Cultural Affairs
and Sport
DEA National Department of
Environmental Affairs
DEADP Department of EnvironmentalAffairs and Development
Planning
DEDAT Department of Economic
Development and Tourism
DHS Department of Human
Settlements
DLG Department of Local
Government
DOA Department of Agriculture
DOH Department of Health
DORA Division of Revenue Act 10 of
2014
DSD Department Social Development
DTPW Department of Transport and
Public Works
ECD Early Childhood Development
EPP Expanded Partnership
Programme
EPWP Expanded Public Works
Programme
FAS Foetal Alcohol Syndrome
FET Further Education and Training
GDPR Gross Domestic Product per
Region
GBH Grievous Bodily Harm
GPS Growth Potential Study of Towns
HAST HIV and AIDS / STI / TB
HIV Human Immunodeficiency Virus
HSP Human Settlement PlanICT Information and
Communications Technology
IDMS Infrastructure Delivery
Management System
IDP Integrated Development Plan
IIWG IDP Indaba Working Group
IRDP Integrated Residential
Development ProgrammeITP Integrated Transport Plan
JPI Joint Planning Initiative
LED Local Economic Development
LGMTEC Local Government Medium Term
Expenditure Committee
MBT Mini Bus Taxi
MCR Medical Care Ratio
MERO Municipal Economic Review and
Outlook
MH Mental Health
MMF Municipal Managers Forum
MOD Mass participation and
Opportunity Development
MSA Municipal Systems Act 32 of 2000
NADO Nelspoort Advice &
Development Office
NDP National Development Plan
NGO Non-Governmental Organisation
NHW Neighbourhood Watch
NPO Non-Profit Organisation
PHC Public Health Care
PNP Policing Needs and Priorities
PRASA Passenger Rail Agency of South
Africa
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PRTMCC Provincial Road Traffic
Management Coordinating
Committee
PSP Provincial Strategic Plan
RP Rectification Programme
SANRAL South African National Roads
Agency Limited
SAPS South African Police Service
SARS South African Revenue Services
SDF Spatial Development Framework
SMME Small, Medium and Micro
Enterprises
SoPA State of the Province Address
TB Tuberculosis
WCD West Coast District
WCED Western Cape Education
Department
WSDP Water Services Development Plan
WWTW Waste Water Treatment Works
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SECTION 1: INTRODUCTION
1.1 Purpose of the Report
The Joint Planning Initiative (JPI) of the Western Cape Province is propelled by the National
Development Plan (NDP) that has set an important vision to address challenges facing South Africa.
The ONE CAPE 2040, the current draft Provincial Strategic Plan (PSP), as well as other Western CapeGovernment initiatives generated considerable insight regarding development challenges in the
Western Cape Province.
Over the past three years the Western Cape Province has explored ways of fostering
intergovernmental planning and implementation. This process has evolved and is now set to enable
the implementation of the NDP, on the one hand, and to enhance the development and
implementation of the PSP, on the other. Planning in the province has matured to a phase where joint
planning and implementation is a fundamental element in ensuring sustainable and integratedservice delivery.
During the 2014 State of the Province Address (SoPA), the Premier stated that the Western Cape
Government supports most of the objectives of the NDP. Our Provincial Development Plan (PDP)
extending to 2030, will coordinate the plans and actions of all governmental roleplayers, and ensure
that the budgets of all organs of state are aligned to achieve maximum socio-economic impact. The
coordination of the government plans and actions will be achieved through a Joint Planning Initiative
(JPI).
The JPI will consist of a set of priorities agreed upon by the Western Cape Government through the PSP
and sector departmental initiatives and its municipalities Integrated Development Plans (IDP). In turn
game changers will be identified to address these critical priorities. In this context, the term Game
changersis used to refer to strategic interventions that will significantly change a prevailing undesired
situation in a municipal area, where limited resources are harnessed in a focused way so that planned
initiatives or actions yield the greatest positive impact through collective collaboration. Game
changers can also be explained by The Pareto Principle1. The definition of the game changer given in
the above equally applies to the term critical interventions that will be identified by sector
departments.
The purpose of this report is to capture a synthesis of the Western Cape Governments list of key
challenges that are identified by Provincial sector departments, then to highlight the specific priorities,
1The Pareto principle is also known as the "80/20 Rule" which is the idea that 20 percent of causes generate 80percent of results. With this tool, we're trying to find the 20 percent of work that will generate 80 percent of the
results that doing all of the work would deliver.
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and in turn to define the suggested game changers that will respond to those prioritised development
challenges.
1.2 Methodology
In view of the transversal nature of this project, the Department of Local Government (DLG) ensured
that sector departments are involved in the conceptual stages of the project. This was achieved
through the IDP Indaba Working Group (IIWG) which is an inter-departmental joint-planning forum
coordinated by the DLG.
The Western Cape Government has established a core team comprising four departments
(Departments of the Premier, Local Government, Environmental Affairs and Development Planning,
and Provincial Treasury) to lead the JPI in consultation with a core team from the Municipal Managers
nominated by the Municipal Managers Forum (MMF).
The drafting of the Provincial Summary Report consists of a consolidation of inputs from various sector
departments. The inputs from each department focused on three main areas, namely:
i. Key programmes/services/facilities that each sector department provides in the municipal
area and resources allocated to it (in terms of human and financial resources);
ii.
Key challenges that each sector department faces in delivering services or support in the
municipalities; and
iii. A set of key priorities within the respective sector departments functional areas up until 2030.
The Provincial Summary Report is a synthesis that consists of inputs provided by the following
departments:
a. Provincial Treasury,
b. Community Safety,
c. Education,
d. Human Settlements,
e. Agriculture,
f. Cultural Affairs and Sport,
g. Social Development,
h.
Transport and Public Works,
i. Environmental Affairs and Development Planning, and
j. Health.
The provincial synthesis report provides a provincial perspective of the storyline of the municipality. In
return, all municipalities in the province have to undertake a similar process individually. Both the
provincial report and individual municipal reports will form the basis for a robust dialogue that will lead
to 4 6 agreed game changers for each municipality and an action plan that is set to be
implemented collectively by the Western Cape Government in the municipal space. The agreed
game changers will be determined based on the critical interventions identified by sector
departments, as contained in the consolidated report together with the municipal report.
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SECTION 2: SOCIO - ECONOMIC ANALYSIS
2.1 Status Quo Analysis
2.1.1 Population
As per Census 2011, the Western Cape population composes of 11.25 percent of the total population
of the country with 5.8 million persons. The Western Cape population grew at a rate of 2.6 percent per
annum between 2001 and 2011 (having 4.5 million in 2001). This is faster than the national population
growth rate of 1.5 percent and is largely due to immigration to the Western Cape, where individuals
believe they can obtain jobs and better standards of living.
In 2011, Beaufort West had the largest population size in the Central Karoo District (CKD) consisting of
49 586 persons growing at an average annual rate of 2.9 per cent. This is much faster than the District
growth rate of 1.6 per cent per annum, indicating that net in-migration may be occurring within this
municipal area. Beaufort Wests population age distribution consist of the following: children (0-14
years) 31.5 per cent, working age (15-64 years) 62.6 per cent and aged (65 years and above) 5.9 per
cent. The total dependency ratio is thus 59.7 per cent having decreased from 62.4 per cent in 2001.
This implies a lower strain on the incomes of the working age population.
2.1.2 Education
The literacy rate2in the Western Cape is (87.2 per cent) is higher than the literacy rate in the country as
a whole (80.9 per cent). At 74.9 per cent, Beaufort West literacy rate is above parand also the highest
in the Central Karoo District (CKD), but it is still low compared to the provincial average. This could be
due to the high dropout rates in Beaufort West(43.1 per cent in 2013) as a result of learners having to
leave school due to a lack of finances, teenage pregnancies, gangsterism and substance abuse
among the youth.
Beaufort West has the largest number of FET institutions (19) and the largest of number of no fee
schools (16) within the District. This is largely due to it having the largest population size, it is also
testament to the provincial governments focus on improving education in the municipal area.
However, learner enrolment decreased marginally from 10 710 in 2012 to 10 688 in 2013, and the
matric pass rate in 2012 was 88 percent and lower than the other two municipalitiesin the District.
2.1.3 Economic Performance
The CKD is an agrarian district, making only a marginal contribution to Western Capes Gross Domestic
Product per Region (GDPR) - which amounted to 0.6 per cent in 2013. The CKD economy grew by 4.0
per cent per annum from 2000 to 2011, with Beaufort West growing marginally higher at 4.1 per cent.
2The literacy rate is an indication of the levels of education and skill in the economy. It measures the proportion of
persons aged 15 years and older with an education qualification of higher than Grade 7.
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Beaufort West is the 18thranked non-metro municipality according to growth and size in the province,
with a percentage contribution to real GDPR at 1.4 per cent. According to the Growth Potential of
Towns study, all three municipalities in the CKD are ranked between 21 23 out of 24 non-metro
municipalities in the Western Cape in terms of economic potential (Van Niekerk, A, November 2013:
28).
Between 20002011 the sectors that recorded the highest GDPR growth within Beaufort West
Municipality were; mining (15.8 percent); manufacturing (9.5 percent) and construction (8.0 percent),
while the sectoral composition was dominated by the finance, Insurance, real estate & business (27.8
percent), transport and storage (14.8 per-cent) and General Government (14.8 percent) and
Wholesale & retail trade (14.7 percent). Demonstrated by Figure 1 below, Finance, insurance and real
estate was the greatest proportion of the economy at 17.6 percent, followed by Transport, storage
and communication (14.8 percent) and Electricity, gas and water (14.8%).
Figure 1: Beaufort West Sectoral Composition: 2011
5.3%
0.1%
10.1%0.7%
4.4%
14.7%
14.8%
27.6%
7.4%
14.8%
Agriculture, forestry & fishing
Mining & quarrying
Manufacturing
Electricity, gas & water
Construction
Wholesale & retail trade,
catering & a ccommodation
Transport, storage &
communication
Finance, insurance, real estate
& business services
Community, social & personal
services
Source: Quantec Research
2.1.4
Employment
The unemployment rate of the CKD was estimated at 22.7% in 2011 - higher than the provincial
unemployment rate at the time (21.6%).
Figure 2: Beaufort West Unemployment Rates, 2001-2011
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
Beaufort West Western Cape South Africa
Beaufort West - Unemployment rate
2001 2011
Source: Statistics South Africa Census 2001 and 2011
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In 2011, Beaufort Wests unemployment rate was 25.5%(see Figure 2 above), which although higher
than the District rate, is a big improvement from the unemployment rate to 38.2 %in 2001 (see figure
1.1). Beaufort West had the highest youth unemployment rate in the CKD, but declined from 49.7%in
2001 to 34.5%in 2011.
2.1.5
Poverty
The Central Karoo District showed improvement in its poverty3rates from 38.7% in 2001 to 32.5%in 2010
although it still remains higher than the Provincial average and 22.1%. Although Beaufort Wests
poverty rate dropped significantly from 37.5% in 2001 to 29.1% in 2011 (see Figure 3), this is still high and
may be a result of the high unemployment levels and low literacy rates.
Figure 3: Percentage of Beaufort West households living in poverty 2001-2010
2001 2007 2010
Western Cape 26.7% 22.7% 22.1%
Central Karoo District 38.7% 34.0% 32.5%
Beaufort West 37.5% 31.5% 29.1%
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
35.0%
40.0%
45.0%
Source: IHS Global Insight, 2013
In 2011 approximately 9.5% of households in Beaufort West earned no income. This, and the high Gini-
coefficient of 0.57, indicates that the improving economic conditions may be slow to benefit the wider
proportion of individuals within the municipality.
2.1.6 Access to Basic Services
Beaufort West municipality outperformed the Western Cape Province in terms of the provision of
minimum basic electricity, sanitation, water and housing (see Figure 4 below). The housing waiting list
decreased by 12% to 5 221 houses in 2012/13. Over 90% of households have access to water,
sanitation, electricity and housing.
3The poverty income line used is based on the Bureau of Market Researchs Minimum Living Level (BMR report
No. 235 and later editions, Minimum and Supplemented Living Levels in the main and other selected urban areas
of the RSA, August 1996)
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Beaufort West shows best performance with regard to basic service delivery in the Central Karoo
District. Only the provision of minimum refuse removal in Beaufort West (85%) was lower than the level
for the Western Cape Province as a whole (89%).
Figure 4:Access to Household Services Hexagon
Source: Statistics South Africa Census 2011
2.1.7 Provincial and Local Government Spending
Table 1 and 2 below demonstrate the provincial and municipal spending on Beaufort West. Trading
Services is prioritised in the 2014/15 municipal budget as it received a 56.0% allocation showing
commitment towards service delivery. Electricity received the largest allocation of 37.2% of which
R4.860 million goes towards capital expenditure on electricity. Only 4.3% of the total budget is spent
on waste management. Considering the backlogs in access to refuse removal, this has to be
amended in future.
Table 1: Provincial Departmental Transfers to Beaufort West Municipality
2014/ 15 2015/ 16 2016/ 17 2014/ 15 2015/ 16 2016/ 17
Department of Health 77 438 89 782 84 436
Department of Education 130 917 140 897 143 621
Department of Human Settlements 5 257 5 092 5 160 5 257 5 092 5 160
Department of Transport and Public Works 22 070 62 452 50 663 79 4
Department of Agriculture14 379 13 470 14 140
Department of Sport s and Cultural Affairs4 451 4 346 4 607 4 451 4 346 4 607
Department of Social Development 117 729 124 793 131133
Department of Local Government414 435 457 414 435 457
Total T ransfers372 655 441 267 434 217 10 916 9 873 10 224
P ro vincial P ayments and Estimates P ro vincial T ransfersDepartment and Transfer in R'000
Source: Beaufort West Provincial Transfers 2014/15
0%
20%
40%
60%
80%
100%Water
Sanitation
EnergyRefuse Removal
Housing
Beaufort West
Western Cape
2011
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Table 2: Beaufort West Municipal Operating, Capital and Total Expenditure 2014/15 to 2016/17
Vote Description
R thousand 2014/15 2015/16 2016/17 2014/15 2015/16 2016/17 2014/15 2015/16 2016/17
Governance and administration 992 742 320 43 258 45 866 48 588 44 250 46 608 48 908 16.1% 16.5% 15.8% 5.1%
Ex ecutiv e and council 31 14 980 15 843 16 732 15 011 15 843 16 732 5.5% 5.6% 5.4% 5.6%
Budget and treasury office 104 15 169 16 168 17 272 15 273 16 168 17 272 5.6% 5.7% 5.6% 6.3%
Corporate serv ices 857 742 320 13 109 13 855 14 584 13 966 14 597 14 904 5 .1% 5.2% 4.80% 3.3%
Community and p ublic safety 4 173 1 500 37 041 37 553 39 324 41 214 39 053 39 324 15.0% 13.9% 12.7% -2.3%
Community and social serv ices 490 9 231 8 884 9 493 9 721 8 884 9 493 3.5% 3.2% 3.1% -1.2%
Sport and recreation 3 200 1 500 6 827 7 214 7 637 10 027 8 714 7 637 3.6% 3.1% 2.5% -12.7%
Public safety 465 14 570 15 131 15 721 15 035 15 131 15 721 5.5% 5.4% 5.1% 2.3%
Housing 18 6 413 6 324 6 473 6 431 6 324 6 473 2.3% 2.2% 2.08% 0.3%
Health 0.0% 0.0% 0.0% #DIV/0!
Economic and environm ental services 7 520 6 624 3 891 27 563 25 838 27 623 35 083 32 462 31 514 12.8% 11.5% 10.1% -5.2%
Planning and dev elopment 397 220 4 805 4 885 5 184 5 202 5 105 5 184 1.9% 1.8% 1.7% -0.2%
Road transport 7 123 6 404 3 891 22 758 20 953 22 439 29 881 27 357 26 330 10.9% 9.7% 8.5% -6.1%
Environmental protection 0.0% 0.0% 0.0% #DIV/0!
Trading services 16 601 14 588 29 847 137 449 148 792 160 523 154 050 163 380 190 370 56.0% 58.0% 61.3% 11.2%
Electricity 4 860 3 853 2 917 97 543 107 226 116 883 102 403 111 079 119 800 37.2% 39.4% 38.6% 8.2%
Water 5 859 10 451 18 394 22 752 23 529 24 672 28 611 33 980 43 066 10.4% 12.1% 13.9% 22.7%
Waste w ater management 4 942 56 7 036 6 341 6 651 6 972 11 283 6 707 14 008 4.1% 2.4% 4.5% 11.4%
Waste management 940 228 1 500 10 813 11 386 11 996 11 753 11 614 13 496 4.3% 4.1% 4.3% 7.2%
Other 332 357 383 332 357 383 0.1% 0.1% 0.1% 7.4%
To tal Cap ital Expen ditu re - Standard 29 286 23 454 34 058 245 643 258 406 276 441 274 929 281 860 310 499 100% 100% 100% #DIV/0!
Composition
Capital Expenditure - Standard Operating Expenditure - Standard Total Expenditure - Standard otal BudgeTotal Budget
Change
Source: Beaufort West 2014/15 Final Budget Tables: A2, A5
The provincial government estimates to have R372.655 million plus R10.916 million in transfers to
Beaufort West during 2014/15 budget year. Relatively large expenditure from the Departments of
Education, Social Development and Health show strong commitment towards improving the quality of
education, social well-being and health within the municipal area.
Spending from the Department of Agriculture is geared towards supporting the agriculture sector
within the region. The preceding analysis requires further investigation on the actual projects by
departments. Provincial transfers are the largest from the Department of Human Settlements, showing
some commitment towards reducing housing backlogs.
2.2 Development Trends in the Municipality
The Beaufort West Municipality prioritised its Capex on electricity (37.2 per cent), Road transport (10.9
per cent) and water (10.4 percent) which re-enforces the supply of basic services. This demonstrates
measures taken by the municipality in relation to bolstering the required infrastructure to aid the
Economic recovery both in Beaufort West and the CKD. The 2014/115 Capex Budget is responsive to
the socio-economic needs as well as setting the enabling environment for Economic Growth.
According to Mero 2013, economic activity in the CKD is highly concentrated around Beaufort West,
with vibrant light industry and financial and business services being almost the exclusive source of
growth.
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2.3 Economic Development
Beaufort Wests rowing sectors include Construction (10.4 per cent); Manufacturing (9.7 per cent); and
Finance & Business services (8.1 per cent), while the three slowest growing (or declining) sectors are
identified as Agriculture (-2 per cent); transport, storage & communication (1.7 per cent); and
government services (0.2 per cent).
The municipality intends addressing its economic priorities through the support of small business;
SMMEs training; Community member training for tourism; support of local artisans and crafters; job
creation through infrastructure development, the provision of employment safety net and partnering
on the EPWP programme. Beaufort Wests budget is responsive to local economic development (LED)
with an allocation of R5 million to LED projects.
2.3.1 Service Delivery Challenges
The demand-driven nature of the work and the support interventions provided by the department
(like, access to finance for enterprises) is dependent on uptake by the private sector and the demand
generated by businesses and citizens to equip them for economic improvement. It is also necessary
for municipalities to be able to identify (i) key areas of challenge,(ii) economic interventions and (ii)
lead departments. Municipalities must therefore be equipped for LED sensitivities and be able to
articulate the support needed from the department.
2.3.2 Critical Interventions
Participation in LED efforts that improve municipal performance to target economic development
objectives has been identified as a key a key lever, and allocated a R5 million budget. In addition to
this, critical interventions include the following:
Productive Economy sectors like Agro-processing
Visitor Economy (Tourism)
In addition, the department has established cross-cutting programmes in:
Skills Development
Red Tape Reduction
Entrepreneurship
2.4 Social Development
2.4.1 Status Quo Analysis
The Department of Social Development deliver Social Welfare and Community Development Services
throughout the Beaufort West Municipal area ward 1 to 7. The most prevalent social challenges in
Beaufort West relate to:
Child abuse family dysfunction
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Teenage pregnancy
Fatherhood and developmental programmes for men and boys
Mainstreaming disability into all municipal programs and directorates
In /out of school youth - youth at risk - lack of youth opportunities
Unemployed youth
2.4.2
Service Delivery Challenges
Key service delivery challenges relate to the following:
Challenges relating to morality
Crime and substance abuse
Lack of social cohesion
Low illiteracy level
Lack of public transport and vast distances
2.4.3 Critical Interventions
Potential interventions identified include:
Expansion/ strengthening of ECD services,
Intensify integrated family support services with specific emphasis on child protection
interventions.(Parental and Fatherhood training)
Intensify Victim Support Services.
Youth Links to employment or furthering of studies partnership with funded organizations.
Mainstreaming of DisabilityInfrastructure development-Building access plans.
In addition, the following were identified as possible joint ventures:
Youth hub
Skills programs with South Cape College.
Capacity building with Shell SA
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SECTION 3: MUNICIPAL PLANNING (IDP) ANALYSIS
3.1 Status Quo Analysis
Beaufort West is a low growth potential municipality with a potential for development around building
the economy and employment as presented by the 2014 GPS. The Beaufort West Municipalitys
Strategic Objectives identified at the start of the 2012-2017 five year IDP period, have not remainedconstant throughout the IDP cycle. Based on analysis of the Beaufort West IDP, the municipality is more
focused on addressing challenges around the economy and employment, economic infrastructure
and developing an inclusive rural economy and health care.
3.2 Service Delivery Challenges
As demonstrated by the graph below, one can ascertain that within Beaufort West; the majority of
issues raised by municipality are related to the following four themes:
Economy and Employment
Economic Infrastructure
Inclusive Rural Economy
Health Care
3.3 Critical Interventions
From Table 3 below, it can be deduced that the municipality has set tangible outcomes to address
some of its service delivery challenges. However, the extent to which these action plans have been
implemented and/or address the identified challenges is yet to be determined.
Table 3: Key developmental challenges being addressed by the municipality
Key Development Challenge Action Plans (2014/15)
Economy and Employment: (Work and skills
programme and consumer advice office
project).
Community Work Programme.
Food for Waste.
Economic Infrastructure: (Bridge between
Kwa-Mandlenkosi and the Lande and
stormwater canals).
Maintain quality of final waste water
outflow.
Construct new roads Phase II in Beaufort
West, Hillside II, Rustdene & Kwa
Mandlenkosi.
During the 2013/14 IDP Indaba 2 process a number of projects and interventions were identified and
agreed upon by the Municipality and Provincial sector departments. These projects and interventions
are currently being implemented and monitored on an on-going bases and upon closure, should aid
in elevating some of the municipal challenges identified. These interventions include:
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Transport of community to and from Hospital.
Safety in schools and after school programme.
Impoundment Centre.
Licensing of Waste sites in Merweville and Murraysburg.
Merweville Road.
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SECTION 4: SPATIAL ANALYSIS
4.1 Status Quo Analysis
Beaufort West is the primary settlement within the municipality, with a high socio-economic need with
a low growth potential relative to other settlements in the Western Cape (Growth Potential of Towns
Study, 2013). However it has a key regional service role to play as other settlements within BeaufortWest have a very low growth potential.
The recently developed SDF and HSP adequately encapsulated the principles of spatial restructuring,
integration and densification. Now that the frameworks are in place (yet not council approved), it is
critical that the municipality implement these through correctly directing the private sectors
infrastructure development, land use approvals and new low income, GAP and market housing
human settlement projects. If Beaufort West development path, it is at risk of pursuing a financially
unsustainable sprawl-settlement development trajectory. In all settlements (Beaufort West, Merweville,Murraysburg and Nelspoort), adequate land has been identified for future infill residential and mixed-
use development inside settlements. There is therefore no need to develop on the periphery until such
time that currently available land is utilised.
4.2 Service Delivery Challenges
Whilst Beaufort West has recently developed its SDF which has the correct policy and spatial planning
ideals, it must be noted that past and current development has been largely mono-functional, low
density in nature and not in-line with Karoo-style architecture, which ultimately detracts from the
appeal and attractiveness of the towns from a heritage and tourism perspective. In addition, service
delivery intentions include the following:
The possible re-alignment of the N1 highway around Beaufort West poses a significant threat to the
economic vitality of the town and should only be allowed for freight traffic as the realignment will
serve to cut people off from services and facilities and make it dangerous for passengers to cross the
N1.
Low-income residential development is outpacing the development of GAP and middle income
residential development within Beaufort West. This results the development of low-income
neighbourhoods which arelargelynot rates contributors, but which depend upon the provision of
free basic services, resulting in a financially unsustainable position of the municipality. Furthermore,
low-income residential development is, more often than not, undertaken on the periphery of the
settlements furthest from economic opportunities and facilities. This results in the underutilisation of
significant tracts of better-located land and infrastructure.
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Water availability is a significant concern for the municipality within all towns, and perhaps poses the
greatest growth and development constrainer for the future of all its settlements, as well as for
agriculture, particularly if shale gas fracturing is pursued in the future, as the majority of water used in
the settlements is extracted from boreholes.
Based on the All Towns Study (2010), shortfalls have been anticipatedfor all growth scenarios within
the short-term (5 year) for Beaufort West under normal circumstances. This shortfall is expected to
increase to 0.586 million m per year by 2035 for the medium growth scenario and to 1.152 million m
per year for the high growth scenario.
As reflected in the LGMTEC assessment, the Beaufort West Municipality IDP is silent on sanitation
services. Based on the Water Services Development Plan (WSDP) it appears that there is a significant
financial shortfall of some R100m to cover the maintenance and capital costs related to the water and
sanitation infrastructure, with only R17million allocated in the 13/14 financial years. While Beaufort-
West, Merweville and Nelspoort are reportedly of adequate capacity, however they are in need of
higher maintenance as sludge has started to build up in many of the oxidation ponds.
Existing solid waste disposal sites are inadequate. The Vaalkoppies site within Beaufort West has a
year of airspace left until it is completely depleted. Furthermore, the waste site in Murraysburg is
unlicensed and potentially sitting within the water table, potentially polluting the towns water.
Similarly, the Nelspoort site is poorly located in the salt-river salt plains.
Lastly, mobility and access to services and facilities is extremely limited by expensive and poorly
developed public transport services.
4.3 Critical Interventions
The following interventions are recommended:
4.3.1 Housing and Settlements:
The housing pipeline should prioritize those projects that are closer to the town centres, in denser
housing typologies than what is currently being rolled out. Strict adherence to the SDF proposals
should be observed.
Subsidy housing should not be rolled out to very low growth potential settlements, in favour of
settlements, which have higher economic growth and development potential.
Addressing the need for an upgraded Beaufort West Waste Water Treatment Works WWTW,
water network and electric network issues must be addressed as a matter of priority.
4.3.2
Water:
Installation of an additional Wastewater reservoir is critical for Beaufort West.
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Hydrogeological exploration for the town of Beaufort West is urgently required
Full implementation of a Water Conservation and Demand Management Strategy must be
implemented thought all of the towns.
Re-use of water must be explored and promoted.
Incremental groundwater development should be pursued.
4.3.3
Solid waste:
The waste site at Nelspoort needs to be relocated from the Salt River salt plains.
The waste site at Murraysburg needs to be relocated outside of the water table / aquifer.
A proposed Material Recovery Facility in Beaufort West has the potential to extend the life of the
current Vaalkoppies site, which is to reach capacity within the short term.
4.3.4 Electricity:
A strategy to reduce the electrical infrastructure backlog should be developed andimplemented to ensure that maintenance and capital backlog does not increase over time.
It should be considered that the municipality has significant solar power potential, adequate
land availability and could be a significant energy contributor to the national grid.
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SECTION 5: ENVIRONMENTAL ANALYSIS
5.1 Status Quo 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.
5.2 Service Delivery Challenges
In terms of the environment, challenges include the following:
Shale gas fracturing has the potential to both bring growth and development, as well as
threaten water and biodiversity systems, and if pursued, mitigation steps must be undertaken.
Many land reform initiatives have been located within the South River dustbowl of extremely
degraded landwhich threatens the viability of these land reform projects.
Cultivated land is only limited to the relatively wetter Murraysburg area, at the base of the
Sneeuberg Mountains.
Beaufort West is a major stop for trucks and their emissions impact on air quality within the town.
High particulate concentrations are likely to occur in low-income residential areas where wood
and other fuels are used for cooking and heating. Similarly, brick manufacturing results in
elevated particulate concentrations in the vicinity of their operations. Lastly, dust roads and
increasing traffic will significantly increase air quality concerns.
5.3 Critical Interventions
The following interventions have been recommended:
Rehabilitation of the Sout Rivier catchment is paramount for the sustainable use of the land for
agriculture through the land reform projects. Future land reform initiatives should focus on land
that is not degraded. Sheep farming practices (extensive agriculture) should not exceed the
carrying capacity of the land, as this will lead to further land degradation.
Critical Biodiversity Areas should be avoided if future shale gas fracturing is pursued.
The tarring of these key roads (or adequate alternative) should be considered if the use of future
dust roads is markedly increased.
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SECTION 6: SECTOR ANALYSIS
6.1 Agriculture
6.1.1 Status Quo Analysis
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.
6.1.2 Service Delivery Challenges
Key Service Delivery challenges include:
Unavailability of land and insufficient water for expansion especially for farmers on
commonages.
Lack of access to finance.
Low compliance to legislative requirements (SARS and minimum wage).
Exacerbating these issues are high levels of poverty and societal problems, including youth
unemployment, low levels of literacy and few matriculants have passed mathematics and sciences
subjects. Considering this, there is reluctance amongst external host employers to place interns.
6.1.3
Critical Interventions
Critical interventions include: household gardens, community gardens, provide extension and advisory
service to commercial, smallholder and communal farmers. In addition the following projects have
been implemented:
Financial Record Keeping
Nelspoort Advice & Development Office (NADO) (Life skills training and development)
Foundation for Alcohol Related Research
AgriMega Farm Worker Magazine (Life skills development and substance abuse magazine)
In addition, the following potential levers have been identified:
Facilitation of access to low interest loans.
Facilitation of information session between farmers and department of labour and SARS.
Capacity building through training.
Engaging with WCED to improve education.
Working with local councillors and community development workers.
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6.2 Human Settlements
6.2.1 Status Quo Analysis
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.
6.2.2 Service Delivery Challenges
The current service delivery challenges include:
Misalignment between the provincial financial year and municipal financial year.
Insufficient bulk infrastructure causing human settlement to be reprioritised and essentially
placed on hold.
Perceived difficulties in the managers of contractors once appointed and lengthy, complex
supply chain processes.
Difficulties with regard to the approvals of potential beneficiaries, causing delays to completion
of projects.
6.2.3
Critical Interventions
Beaufort West has highlighted the need to concentrate on Human Settlements. One of the biggest
priorities for the next 5 years in Beaufort West is the Site S1 development. The project is expected todeliver 800 opportunities in the next few years. In addition, the following key programmes are being
implemented: Integrated Residential Development Programme (IRDP) and the Rectification
Programme (RP).
6.3 Public WorksRoads and Transport & EPWP
6.3.1 Status Quo Analysis
Roads Increased roads maintenance backlogs.
Rehabilitation of borrow pits and gravel roads
Public Transport
Growing instability in Mini Bus Taxi (MBT) industry causing public transport service pressures
Oversupply of public transport in the form of Mini Bus Taxi (MBT) causing possible violence due to
overtrading
Poor infrastructure to support public transport
Limited access to safe and efficient transport
Traffic Management
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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
6.3.2 Service Delivery Challenges
Roads
Gravel borrow pits availability
Much better integration is needed between municipal approvals of land-use developments,
spatial development planning and the impacts these make on the proclaimed road network,
the current N1, 2 and 7 Corridor Working Groups are not effectively addressing joint planning
ideals.
Funding needs
Technical staff capacity.
Public Transport
Limited Transport planning capacity focusing on public transport
Insufficient Law Enforcement personnel and limited efficiencies gained through alignment
between local authorities and provincial traffic management
Traffic Management
Lack of capacity to respond the growing demands
Lack of involvement in integrated municipal planning
Provincial Infrastructure and Property Management
Timeous acquisition of land suitable for social infrastructure delivery is negatively affected due to
the location of land and the environmental value, which prohibits development. This could lead
to delays in delivery of infrastructure.
None consideration of life cycle costing and management of the provincial property portfolio
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Limited Alignment of spatial configuration of investment in infrastructure and the legislative
environment that the Province needs to operate within.
Limited available budgets and capacity to maintain existing infrastructure and to deliver new
infrastructure to respond to population growth and new demands.
Expanded Public Works Programme
HR Capacity limitation at Municipal Level and limited knowledge and experience pertaining to
intensive labour methodologies.
Compliance with the Ministerial determination with regards to VAT & UIF matters.
6.3.3 Critical Interventions
Roads
Road Planning, Design, Construction and Maintenance programmes in conjunction with EPWP
and skills development.
Freeway Improvement Schemes (N1 capacity improvements, N2 Borcherds Quarry InterchangeImprovements and N7 Interchange and auxiliary road works improvements) R 250 Mill
George and Stellenbosch Bypasses- to improve through-traffic accommodation and mobility
and alleviate congestion and improve economic outputs R 300 Mill
N12 Corridor Improvements between George and Beaufort West to improve road classification,
road condition and safety along a much needed mobility corridor with huge job creation,
public transport and regional economic development benefits- R 2 billion
R61 duelling and upgrade project between Worcester, Robertson and Ashton to serve freight,
commuting and mobility needs generating huge job creation and economic benefits for theregion R 1,2 billion
Public Transport
Support is provided to municipalities in developing their Integrated Transport Plans as a critical
component of their municipal Integrated Development Plans.
The collaborative efforts from key transport role players such as the municipal planning
authorities, PRASA, SANRAL, and Transnet, and all spheres of government, continue to be crucial
for integrated public transport network plans of the Province.
Achieving road safety on Western Cape roads is a collaborative effort including various critical
partners which include the bus and mini-bus taxi industries, and prosecutorial and law
enforcement agencies.
With the transfer of the Traffic Management function to this Department, a single point of
leadership and a holistic approach to road safety, which combines the elements of
enforcement, education, and engineering, is possible and will reduce coordination constraints
of past arrangements which hampered effective implementation.
Most importantly it is the behaviour of road users that is fundamental to achieving overall
success.
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With regard to the implementation of the Administrative Adjudication of Road Traffic Offences
Act, 1998 (Act 46 of 1998) in the Western Cape, the Department is ensuring an adequate level of
preparedness by conducting refresher courses for operational staff.
Traffic Management
Traffic Management inclusion in ITP & IDP
Provincial Infrastructure and Property Management The Department is mainly responsible for the provision of office accommodation and as
implementing agent for user departments for the delivery of their infrastructure requirements.
This includes the acquisition of land. The Department is highly dependent on municipalities to
identify and acquire land.
The Department identify potential surplus land parcels and consulted it with the relevant s
stakeholders. The Department will dispose of those land parcels that are surplus to government
requirements or to other custodians if where such a need was indicated. Due to all the legal
processes that need to be followed and it will take some time.
Expanded Public Works Programme
Development of Policy and Implementation Framework
Information sharing sessions with Councillors and Senior Managers at Local Municipalities
Regional EPWP Coordinator provides one-on-one technical support
Compliance Monitoring facilitates site verification to support compliance to Ministerial
Determination
Facilitate the drafting of municipal business plans, signing off of Conditional Grant and Protocol
Agreement
6.4 Health
6.4.1 Status Quo Analysis
The purpose of the progamme District Health Services is to render facility-based services (at clinics,
community health centres and district hospitals) and community-based health services (CBS) to the
district. Health care services supporting the Beaufort West area include:
Beaufort West and Murraysburg District Hospitals, and Nelspoort Specialised Hospital;
Primary Health Care Facilities in Beaufort West, Nelspoort, Merweville and Murraysburg;
Mobile Clinic Service; and
Community-based health services (CBS) to the population of Beaufort West Sub District.
In addition there are the following Sub-programmes:
District Management: Management of District Health Services, corporate governance and
quality assurance.
Community Health Clinics: Rendering a nurse-driven PHC service at fixed, satellite and mobile
clinics.
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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.
6.4.2 Service Delivery Challenges
Service delivery trends Changes in trends and possible impact
Migration/seasonal workers and
increased population
Negative impact on environmental health e.g.
sanitation, water supply, waste removal leading to
increase in infectious diseases.
Negatively impacts on retention in care e.g. TB/HIV.
Infrastructure Congested PHC facilities.
Moving from illness to wellness
approach
Patient responsibility towards wellness and positive
impact on BOD.
High burden of dental caries
Increase demand for extractions especially young
children.
Teeth loss impact on childhood development e.g.
speech.
Inadequate way finding to health
facilities
Signage needed
Womens Health and Child Health
challenges
Teenage pregnancies
Non-communicable disease Violence and Injuries
Mental Health BOD
Drug and Alcohol abuse
Developing gangsterism
Communities are ill-informed
about structures and functions of
District Health Services, e.g.
booking, ambulance and referral
services.
Unnecessary complaints land up at the Local
Government offices and patients get frustrated,
blaming the Department of Health.
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6.4.3
Critical Interventions
Communication:
Internal & external communications system is required in each municipal area for more effective
patient complaint management; and to ensure the clinic committee system is up and running over
the next few years; patient-doctor/nurse communication. In addition, the following have been
identified as key interventions:
CHILD HEALTH
Wellness Bus
Diarrhoeal planper sub district in place, with involvement of
environmental health officers of the municipality. Seasonal (Dec
Jan) incidence are higher.
Mother Baby Friendly Initiative:Start the training and work towards
MBFI-Status. Provincial Audit complete, awaiting report.
Immunisations: plans are in place for immunization and
developmental assessments. Plans must be implemented and
maintained.
WOMENS HEALTH
Burden of Disease: Implanon best for all patients with chronic
diseases
Sterilizations:sterilizations are critical in CKD because of distances of
rural areas.
JHHESA and RMCH partnershipto reduce teenage pregnancies and
late Antenatal clinic bookings.
Foetal Alcohol Syndrome (FAS), & Nutrition: Promotion-programmes
at the clinics by Health Promoters to prevent the use of alcohol
during pregnancies
Vitamin A:must be given to each child twice per year. District Health
Services currently attempts to conduct door-to-door visits every 7
months to target those who do not visit the clinic for their Vitamin A.
Post Natal Care: thelink with CBS to be maintained
HAST
All clients that enter clinics and hospitals must be screened for TB &
HIV: The district has to focus on prevention of infectious diseases e.g.
TB & HIV to contribute to MDG 6 (Combat HIV/AIDS, malaria and
other diseases).
TB screening must improve: The TB case notification rate for Beaufort
West Sub District is 908 per 100 000 population compared to the 1
000 per 100 000 of the Western Cape Province.
Improve the number of patients on anti-retroviral treatment
remaining in care, and to improve on the number of patients with
suppressed viral loads
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NON
COMMUNICABLE
DISEASES
Appointment system for MH clients
MH Competency training for staff
ORAL HEALTH
School health wellness bus
Integration of services: including school health and RTH in facilities
(to target child health) and MCR (to target womens health)
Chronic care patient
6.5 Education
6.5.1 Status Quo Analysis
There are 15 Primary schools and 5 secondary schools within Beaufort West Municipality. With respect
to Early Child Development (ECD), 10 schools and 7 independent sites provide Gr R education.
Enrolment rates reflect a consistent increase in enrolment across early, primary and secondary phases
of education since 2012 as is demonstrated by the Table 4 below.
Table 4: Beaufort WestMunicipality Learner enrolment figures
2012 2013 2014 2012 2013 2014 2012 2013 2014
Total GR R learners Total GR 1-7 learners Total GR 8-12 learners
544 727 722 6,796 6,803 6,766 3,890 3,894 3,996
Academic progression from Gr 1 to Gr 11 is relatively high, with over 80% of learners progressing to
further grades in 2013 (please see Table 5 below).
Academic Progression
Table 5: Percentage Learners progressing through schooling (2013) within the Municipality
Grades Gr 1-3 Gr 4-7 Gr 8-9 Gr 10 - 11
Year 2012 2013 2012 2013 2012 2013 2012 2013
Municipality 89.61% 85.6% 94.4% 92.8% 82.4% 87.4% 74.5% 83.3%
WCED 89.4% 94.1% 93.2% 82.7% 84.6% 77.1% 83.7% 89.4%
However, the situational overview below (Table 6) highlights a poor academic performance by
schools in the municipality. Less than half (44%) of learners in Gr 3 achieved the required level in
national numeracy and literacy assessments. Similarly, a minority of learners in Gr 6 (44 per cent) and
Gr 9 (22 per cent) achieved the required level in language and mathematics assessments. Poor
performance in the aforementioned phases is contributing to poor quality matric results, with 29% of Gr
12s having passed at a bachelor level in 2013. Furthermore, 27 per cent of Gr 12s achieved 50 per
cent or more in mathematics, and 22 per cent achieved 50 per cent or more in physical science.
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Table 6:Academic Performance Situational Overview
BeaufortWestMunicip
ality
%oflearnersingrades3achievingattherequired
levelintheannualnationalasse
ssmentsinliteracy
andnumeracy
%ofgrade6learnersachievingattherequired
levelintheannualnationalas
sessmentsinfirst
additionallanguageandhomelanguageand
mathematics
%ofgrade9learnersachievingattherequired
levelintheannualnationalasse
ssmentsinHome
andfirst
additionallangua
ge
%
ofGrade12learnerspassing
atbachelorlevel
NumberofGrade12achieving50%ormorein
Mathematics(POSc
hools)
%
ofGrade12achieving50%ormorein
Mathematics(POSc
hools)
NumberofGrade12achieving50%ormorein
PhysicalScience(PO
Schools)
%ofGrade12achieving50%o
rmoreinPhysical
Science(PO
Scho
ols)
44% 33% 22% 29% 19 27% 14 22%
The following figure (Figure 5) highlights that Beaufort West has a relatively high learner retention rate
compared to the rest of the CKD; however the rate is significantly less than the provincial rate.
Figure 5: Academic Comparative FET phase learner retention within the related District
6.5.2 Service Delivery Challenges
Learners who leave school before completing Grades 112 or who under-perform.
Often, early school-leaving often happens because learners academic performance
deteriorates until they believe they wont pass the next year. In addition, they drop out because
they are needed as breadwinners or because they fall prey to various social ills.
Infrastructure and accommodation challenges.
This is a problem in the Western Cape overall as there are 15000 new learners enrolling in schools
in the province per annum. This makes the building and planning processes very complicated,
and the following challenges arise:
o Shortage of places in schools with the language medium of choice, overcrowding in
certain grades,
o Aging or inappropriate infrastructure,
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o Lack of funding for water, electricity rates bills and upkeep of sports fields,
o Vandalism,
o Problems with refuse or stormwater drainage.
6.5.3 Critical Interventions
Potential levers that can be harnessed to unblock the above challenges include:
Participation of parents, communities and the municipality in target-setting, ensuring school
attendance, and helping with preparation for the world of work.
Prior joint planning and steps taken to ensure that teaching and learning and after-school
programmes can take place supported by the best facilities.
6.6 Safety and Security
6.6.1
Status Quo Analysis
Regarding police stations, the Beaufort West Municipality has 2 police stations, situated in Murraysburg
and Beaufort West. With respect to contact crime, Beaufort West has a lower rate of crime than the
provincial ratio, but a higher rate of reported common assault and assault GBH cases than Laingsburg
and Prince Albert (see Figure 6 below). Regarding property related crime, theft out of motor vehicles
and burglary at residential premises, Beaufort West has higher rates of reporting than Prince Albert.
Interestingly, Beaufort West has a lower ratio for drug-related crime and driving under the influence of
substance abuse than the district and Western Cape ratio.
Figure 6:Assault GBH 2012/2013
Figure 7: Burglary at Residential Premises 2012/2013
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6.6.2
Service Delivery Challenges
Service Delivery Challenges include the following:
Service Service Delivery Challenges
Policing Needs and Priorities
(PNPs)
Access to safety related data
Municipal boundaries do not cover the same SAPS
cluster precincts.
Greater ownership by the Municipality
Neighbourhood Watches (NHWs) The availability of NHW volunteers on date of training.
Chrysalis Youth Work
Programme (CYWP)
Signing a MOU to formalise the partnership between
the Municipality and the Department.
Community Police Forums (CPFs) The lack of participation of CPFs on Expanded
Partnership Programme (EPP), and lack of CPFs
understanding of roles and responsibilities.
6.6.3
Critical Interventions
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
6.7.1 Status Quo Analysis
Cultural Affairs and Sport refers to Arts and Culture, Archive services, Library Services, Heritage and
Geographical Names Services, Sport Promotion, Sport Development and Museum Services.
There is a need for a more co-ordinated approach to the roll out of arts and culture initiatives and the
sharing of information related to resources and organisations prevalent in the area. With respect to
Archive services, the core function is to ensure proper record keeping. Municipal cooperation with the
Western Cape Archives and compliance with the stipulations of the Provincial Archives and Records
Service of the Western Cape Act, 2005 is essential in this regard. In addition, municipalities are invited
to attend training provided by the Archive Services in implementing a functional record system that
upholds transparency accountability. The Library services provide a maintenance service for the
computer systems and new library material on a quarterly basis. Every 1 to 3 years the ICT equipment is
refreshed and training is provided.
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In terms of sport promotion, here has been a focused and improved approach from municipalities
with regards to planning and provision of sport infrastructure and support for major events after
workshops and Indabas held with municipalities and federations by DCAS.
Sport development is facilitated through provision of equipment; and sport development through
training, workshops and various coaching clinics, mass participation, skills development, talent
identification, club creation and league sport. In addition, a number of MOD centres have been
established at various schools in the area. MODs partner with WCED and DSD to roll out the
programme, where the following activities are provided forbaseball, rugby and softball, arts and
culture, music and library activities. MOD centres aim to provide a safe space for the youth to develop
skills and enjoy a healthy lifestyle.
6.7.2
Service Delivery Challenges
It has been experienced that Arts and Culture is not a priority for municipalities. The complete value
chain is not considered and its impact on socio-economic trends in a community. In terms of
partnership-building, most NPOs and NGOs arewelfare based organisations, and many NPOs and
NGOs focusing on art are not formally registered, impacting on negatively on partnerships and
project implementation
With respect to Archive services, the municipality does not have sufficient funds to attend the training
sessions and the Records Management Forum meetings and activities during Archives Week. The
negligent management of records in municipalities are due to a lack of facilities and/or trained staff
and could impact negatively on auditing processes. Similarly, Library services are underfunded
mandates. Provision of comprehensive funding to municipalities remains a challenge. Regarding Sport
Development, limited infrastructural and human resources in the region prevents extension of
programmes to rural communities.
6.7.3 Critical Interventions
A potential lever of Arts and Culture services could be to stimulate the use of cultural products of the
region as economic drivers and facilitate networks and integration through DCAS programmes by
building partnerships with festivals, and affording opportunities for skills development. Provision of
effective funding for Library services should be considered. Finally, Sport Promotion should be
prioritised of sport by municipalities, including adequate long term planning for sport infrastructure and
development.
Currently, key activities that take place at the MOD centres are: Feeding programme, educators
training, special events linked to days of significance, inclusion of neighbouring schools in activities,
equipment, attire and transport.
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SECTION 7:
SYNTHESIS OF GAME CHANGERS IN BEAUFORT WEST MUNICIPALITY
SERVICE DELIVERY
CHALLENGEGAME CHANGERS
LEAD
SECTOR
SUPPORTING
SECTOR (S)
ECONOMIC
GROWTH
1. Productive Economy sectors like Agro-processing
2. Addressing economic priorities through the support of small business and LED strategy
3. Cross cutting Skills Development interventions
DEDAT
DOA
Beaufort West
SOCIALPROTECTION and
EDUCATION
1. Transport of community to and from Hospital and Wellness Bus
2.
A game changer is needed in the area of education, as academic performance in schools is poor,and a lack of skills in Beaufort West is negatively impacting economic and social development in the
area.DSD
WCED
DOH
DEADP
Beaufort West
ENVIRONMENT 1. Shale Gas FracturingDEA
Beaufort West
DEDAT
DEADP
LIVING
ENVIRONMENT
1. Site S1 development
2. The housing pipeline should prioritize those projects that are closer to the town centers Identification of
suitable land and land banking for future developments
3. Upgrading Beaufort West Waste Water Treatment Works WWTW, water network and electric network
issues
4. Water Conservation and Demand Management Strategy
5. Beaufort West has significant solar power potential, adequate land availability and could be a
significant energy contributor to the national grid.
DEADP
DOH
DLG
DHS
DTPW
Beaufort West
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SECTION 8: CONCLUSION
In view of all the departmental baseline reports highlighted above, Provincial government
should concentrate efforts in supporting Beaufort Municipality through meaningful
engagement with the Municipal sphere to achieve the service delivery outcomes this
Province expects of us. As such, building collaborative structures that function between
departments to ensure challenges are addressed with transversal solutions is critical. Similarly,
whole of society approach highlights the need for civil and private stakeholder in put in
governance. While various departments highlight the need to partner with the private sector,
provincial support could contribute to achieving this.
While government sector constantly faces the challenge of reconciling inadequate resources
with extensive need, resource distribution (specifically financial resources) for reportedly
underfunded or deprioritised mandates (e.ge Human Settlements and Arts and Culture)should
be considered.
8.1 Challenges, Constraints and Risks
The challenges, constraints and risks associated with the Beaufort West municipal area, are
summarised as follows:
8.1.1
Economic performance
Despite being a major contributor to employment of unskilled and semi-skilled labour in
Beaufort West, the Agricultural sector is declining (-2 per cent).In addition, transport, storage &
communication (1.7 per cent); and government services (0.2 per cent) are the slowest
growing sectors in the municipality.
8.1.2 Unemployment and poverty
Beaufort West has a key economic development role in the region; however the municipality
has high levels of poverty (29.1 per cent in 2011) and youth unemployment (34.5 per cent in
2011).
8.1.3
Development Planning
Low-income residential development is outpacing the development of GAP and middle
income residential development within the settlements in Beaufort West, with could contribute
to a financially unsustainable position of the municipality. Furthermore, low-income residential
development is, usually undertaken on the periphery of towns, furthest from economic
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opportunities and facilities, contributing to the underutilisation of better-located land and
infrastructure. In addition, the possible re-alignment of the N1 highway around Beaufort West
poses a significant threat to the economic vitality of the town it could cut people off from
services and facilities. Water availability is also a significant concern for the municipality within
all towns, and is perhaps poses the greatest growth and development constrainer for the
future of all its settlements. Finally, Beaufort West has an electrical infrastructure backlog which
needs to be addressed.
8.1.4 Agriculture
In addition to a lack of resources (especially regarding farmers on commonages), the lack of
skills development and poor academic performance contributes to the decline of the sector,
for example it creates reluctance amongst external host employers to place interns.
8.1.5 Education
Beaufort West experiences increasing learner enrolment, and relatively high learner
progression through primary and secondary education. However, findings highlight poor
academic performance by schools, characterised by high drop-out rates and poor
achievement in national assessments. One of the outcomes of this is that only 29 per cent of
Gr 12s passed at a bachelor level in 2013.
8.1.6
Health
Migrant and/or seasonal workers have a negative impact on environmental health to a
temporary, increased demand on services e.g. sanitation, water supply and waste removal,
which leads to increase in infectious diseases Other challenges include oral health, teenage
pregnancy rates and violence and injuries.
8.1.7 Environment
Shale gas fracturing could provide significant benefits and risks to the CKD, and should be
investigated further. Should fracturing move forward, regulatory steps should be taken to
ensure environmental damage is minimized.
8.2 KEY ISSUES
8.2.1
Developing a strong rural economy by strengthening key economic drivers:
a. The reasons for the notable contraction of the agricultural sector need to be clearly
understood and plans established to address these issues.
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b. The LED Strategy of Beaufort West should be aligned to the WCD Strategy to strengthen
the rural economy.
8.2.2 Improving education:
a. Discussions related to turning around the low literacy rate and high average school
drop-out rate and poor academic performance should be taken to a higher level.
b. To target education challenges the WCED transports learners to and from education
facilities. The relationship between the provision of learner transport and improved
educational results should be investigated. In addition, MOD centres should be
assessed to understand how they are contributing to improved education outcomes
amongst learners.
8.2.3 Social protection
a.
Generally speaking the provision of adequate services to the non-urbanised
population is very challenging. This is a particular concern with the provision of on-
going services such as education and health care. In order to target this, there is a
greater emphasis on the spatial accessibility of health services using mobile clinics and
providing community transport to hospitals. In addition, MOD centres aim to assist
learners in developing (amongst other areas) skills and a healthy life style by
developing safe hubs for the youth within communities.
b.
The transient nature of seasonal and migrant labour is a challenge in mostMunicipalities. The temporary increase in the population places the service
infrastructure under severe strain. In some instances this strain leads to infrastructure
operating over capacity. However the transient nature of this workforce makes the
planning and provision of sufficient infrastructure capacity very difficult.
c. Furthermore, the transient nature of seasonal and migrant labour is a challenge with
regards to the provision of adequate and appropriate health care to the public
because of increased pressure on environmental health and health services.
8.2.4 Improving the Municipal Balance Sheet:
a.
The financial sustainability of the Beaufort West Municipality should be determined.
Not only does this apply to the provision and upgrading of critical infrastructure but
also the long-term income and expenses balance sheet.
b. Municipalities should strive to adopt innovative approaches to increasing investment
whilst still securing a steady income stream. Such an approach could be for
Municipalities to invest in the production of renewable energy.
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c. Beaufort West must strive to maximise the use of their existing infrastructure capacity.
This can be achieved by encouraging development to occur within the existing built
urban form. This approach is put forward in the Municipal Financial Sustainability
Study, 2014.
8.2.5 Infrastructure and long-term planning:
a. A long term housing pipeline for low income developments is needed to review the
financial sustainability of the municipality.
b. Many Municipalities face growing infrastructure maintenance and repair backlogs.
This situation is worsened by the demands of inappropriately located new
developments. In order to ensure sustainable service delivery, investment in municipal
infrastructure must take into account the requirements of both new developments
and general upgrading and maintenance.
c. Infrastructure backlogs are extensive in most Municipalities. The lack of service
infrastructure capacity could lead to reduced private and public developments and
ultimately a negative impact on the economic development of the region.
8.2.6 Settlement Restructuring and Integration:
a. A critical review of the housing typologies within the confines of the National Housing
Subsidy is needed in order to determine how the subsidised housing programme can
be actively utilised to achieve urban restructuring, densification and compaction.b. Housing delivery should prioritise the development of strategically located sites which
will work towards settlement restructuring. In the case of Beaufort West, adequate
land has been identified for future residential and mixed-use development within the
urban edge. Settlements should not be developed on the periphery until available
land is utilised.
c. Discussions aimed at securing the strategically located land should be initiated.
Recommended