chapter one: - republic of botswana - government · web viewit is in light of this backdrop...

SOUTHERN DISTRICT DEVELOPMENTPLAN 6 : 2003 – 2009

#K a n y e

“Towards Realisation of Vision 2016: Sustainable and Diversified Development Through

Competitiveness in Global Markets”

SOUTHERN DISTRICT COUNCILSOUTHERN DISTRICT DEVELOPMENT COMMITTEE

MINISTRY OF LOCAL GOVERNMENT

REPUBLIC OF BOTSWANA

P24-00

FOREWORDThe Southern District Development Plan 6 is a 6-year plan that will guide developments from the 1st April 2003 to 31st March 2009 in the entire district. It is indeed a true reflection of bottom up planning being a product of intense consultation and debate from all village institutions to the National District Development Committee.

This plan comes at a time when the macroeconomic outlook is considered bright notwithstanding that prudence in spending is still our main commitment. The theme for NDP 9 is “Towards Realisation of Vision 2016: Sustainable and Diversified Development through competitiveness in Global Markets.” The plan therefore has to deliver on a number of government initiatives, notably Vision 2016, while faced with challenges such as the deteriorating state of the environment due to the cyclical drought phenomenon, increasing population, HIV/AIDS scourge, cattle diseases to mention but a few. With the introduction of public service reforms such as Performance Management Systems (PMS), Work Improvement Teams, and ongoing Productivity Movement, we can make this country economically competitive and thereby create more wealth for ourselves. We have the capacity, let us now summon the will to do it.

I have no doubt that our communities will own this blue print for action and deliver as expected since the authorities were, but only mere facilitators and agents for harnessing energies and ideas. It is in light of this backdrop that I conclude with a word of appreciation to all stakeholders for the work well done.

Hon. Councillor P.L. SIELE

COUNCIL CHAIRMAN

JULY 2003

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TABLE OF CONTENTSForeword iTable of Contents iiAppendices xiList of Tables xiList of Maps xivList of Acronyms xiv

1 DISTRICT AND THE PEOPLE 1

1.1 REGIONAL AND GEOGRAPHIC SETTING 11.1.1 Location and size 1

1.2 DISTRICT LINKAGES 21.2.1 Communication Linkages 21.2.2 Economic Linkages 2

1.3 DISTRICT ENVIRONMENTAL FEATURES 31.3.1 Physical Features 31.3.2 Vegetation and Soil 41.3.3 Natural Resources 4

1.4 DISTRICT SOCIAL DEVELOPMENT 61.4.1 Culture/Ethnicity 61.4.2 Population Characteristics 61.4.3 Population density 61.4.4 Population Distribution and Settlement Patterns 61.4.5 Migration 71.4.6 Settlement Patterns in the District 81.4.7 Population Projections and Prospects 81.4.8 Age-Sex Structure 91.4.9 Employment and Unemployment 101.4.10 District HIV / AIDS Status 11

1.5 DISTRICT ECONOMIC DEVELOPMENT 111.5.1 Major Economic Activities and Developments 111.5.2 Major Infrastructure Developments 121.5.3 Institutional Framework 12

1.6 STRATEGIC ENVIRONMENTAL ASSESSMENT PRINCIPLES 13

2 REVIEW OF THE DDP5 AND LONG TERM DEVELOPMENT POTENTIAL 15

2.1 INTRODUCTION 152.1.1 Overview of DDP5 Goals and Objectives 15

2.2 ACHIEVEMENTS/OPPORTUNITIES – DDP5 15

2.3 SECTORAL ACHIEVEMENTS AND CONSTRAINTS – DDP5 162.3.1 Production 162.3.2 Physical Infrastructure 192.3.3 Industrial and Commercial Development 212.3.4 SERVICES 212.3.5 District Institutions 25

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2.4 CONSTRAINTS/CHALLENGES IN DDP5 27

2.5 LONG TERM POTENTIAL DEVELOPMENTS 272.5.1 Development Potential 282.5.2 Development Constraints 29

2.6 LINKS TO NDP9 THEME 29

3 DDP6 DEVELOPMENT GOALS & OBJECTIVES 30

3.1 PLANNING FRAMEWORK 303.1.1 Vision 2016 303.1.2 National and Environmental Key Issues 333.1.3 Ministry of Local Government - Strategic Plan 343.1.4 District Key Issues 343.1.5 Respective Long Term District Plans 36

3.2 DDP6 - OVERALL GOALS AND OBJECTIVES 363.2.1 Summary of Key Issues 363.2.2 DDP6 Development Goals 373.2.3 DDP6 Environmental Goals 383.2.4 Specific Objectives in relation to Overall Goals 383.2.5 Framework for Monitoring Sector Goals and Objectives - DDP6 393.2.6 Framework for Monitoring Environmental Goals and Objectives 40

3.3 FRAMEWORK FOR STRATEGIC ENVIRONMENTAL ASSESSMENT 413.3.1 Evaluation of Environmental Key Issues with overall goals and objectives of

DDP6 413.3.2 Evaluation of Policies and Programs against Overall Goals and Objectives for

DDP6 41

4 ENVIRONMENTAL CONSERVATION 42

4.1 INTRODUCTION: 424.1.1 Institutional Framework 424.1.2 Strategic Plans for Respective Departments 434.1.3 Environmental Priority Issues: 43

4.2 ENVIRONMENTAL POLICIES AND LEGISLATION 444.2.1 The National Conservation Policy: 444.2.2 Waste Management Act: 444.2.3 Environmental Impact Assessment Act: 454.2.4 Community Based Natural Resource Management Policy: 454.2.5 Wetlands Policy: 454.2.6 Biodiversity 454.2.7 Herbage Preservation Act number 27 of 1977 45

4.3 OVERALL ENVIRONMENTAL SECTOR GOALS AND OBJECTIVES: 464.3.1 Environmental Conservation Goals and Objectives: 46

4.4 FRAMEWORK FOR STRATEGIC ENVIRONMENTAL ASSESSMENT 464.4.1 Evaluation of Environmental Key Issues with sector Goals and Objectives 464.4.2 Evaluation of Sector Policies and Programs 46

4.5 PROPOSED PROJECTS/STRATEGIES 474.5.1 Evaluation of Negative Impacts on the Environment: 474.5.2 Performance Targets for DDP 6. 47

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4.6 RESOURCE REQUIREMENTS FOR DDP6 484.6.1 Issues (Weaknesses) and Strengths for DDP6 484.6.2 Plan monitoring Programme 48

5 LAND USE PLANNING 49

5.1 INTRODUCTION: 495.1.1 The Institutional Framework 495.1.2 Strategic Plans for Respective Departments 505.1.3 Land Use Planning Consultation Priories 50

5.2 LAND USE POLICIES AND LEGISLATION 525.2.1 Summary of Policies/Acts that have a bearing on land use planning 525.2.2 Integrated Land use Plan: 525.2.3 Wildlife Management Area 535.2.4 Other Conservation Measures 53

5.3 LAND USE PLANNING SECTOR GOALS AND OBJECTIVES: 535.3.1 Land Use Planning Sector Goals and Objectives 54

5.4 FRAMEWORK FOR STRATEGIC ENVIRONMENTAL ASSESSMENT: 545.4.1 Evaluation of Environmental Key Issues with Sector Goals and Objectives: 545.4.2 Evaluation of Sector Policies and Programs 55

5.5 PROPOSED STRATEGIES TO ACHIEVE LAND USE SECTOR GOALS AND OBJECTIVES 55

5.5.1 Proposed Land use Projects 555.5.2 Potential Impacts of Proposed Projects 56

5.6 RESOURCE REQUIREMENTS FOR DDP6: 565.6.1 Issues and Strengths in Land Use Planning: 565.6.2 Plan Monitoring Programme: 57

6 SETTLEMENT AND HOUSING 58

6.1 INTRODUCTION 586.1.1 Institutional Framework 586.1.2 Strategic Plans for Respective Ministries- Settlement and Housing 586.1.3 Settlement and Housing Consultation Priorities. 59

6.2 NATIONAL POLICIES AND LEGISLATION 596.2.1 National Settlement Policy 596.2.2 District Settlement Strategy 596.2.3 Physical Development Plans in the District 606.2.4 Town and Country Planning Act 1977 606.2.5 Tribal Land Act 616.2.6 National Housing Policy 616.2.7 Self Help Housing Agency (SHHA) 62

6.3 SETTLEMENT AND HOUSING 626.3.1 Settlement Pattern and Geomorphology 626.3.2 Physical Development Growth. 646.3.3 Housing. 646.3.4 General Infrastructure and Services. 67

6.4 SETTLEMENT AND HOUSING SECTOR GOALS AND OBJECTIVES 68

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6.5 FRAMEWORK FOR STRATEGIC ENVIRONMENTAL ASSESSMENT 696.5.1 Evaluation of environmental key issues with Sector Goals and Objectives. 696.5.2 Evaluation Sector Policies and Programmes against environmental issues 69

6.6 STRATEGIES TO ACHIEVE SETTLEMENTS AND HOUSING GOALS AND OBJECTIVES 70

6.6.1 Strategies to achieve Settlement and Housing Goals and Objectives. 706.6.2 Proposed Projects. 70

6.7 RESOURCE REQUIREMENTS FOR DDP6 766.7.1 Issues for Settlements and Housing 766.7.2 Strengths for Settlement and Housing 776.7.3 Performance Targets and Development Budget for DDP6. 776.7.4 Plan Monitoring Program 77

7 AGRICULTURE 78

7.1 INTRODUCTION 787.1.1 Institutional Framework 787.1.2 Strategic plan for respective Ministries 787.1.3 Agriculture Consultation Priorities 79

7.2 NATIONAL POLICIES AND LEGISLATION 797.2.1 Community Based Strategy for Rural Development 797.2.2 National Settlement Policy. 797.2.3 National Forest Policy 797.2.4 NAMPAADD 807.2.5 Tribal Land Act 807.2.6 Agricultural Resource Act. 807.2.7 Societies Co-operative Act 807.2.8 National Policy on Agricultural Development (Fencing Component) 81

7.3 AGRICULTURE SECTOR ACTIVITIES 817.3.1 Crop Sub-Sector 817.3.2 Livestock Sub-sector 817.3.3 Cooperatives sub-sector 82

7.4 AGRICULTURAL SECTOR GOALS AND OBJECTIVES 827.4.1 Crop Sub-Sector 827.4.2 Animal Health and production 827.4.3 Cooperative Sub Sector 83

7.5 FRAMEWORK FOR STRATEGIC ENVIRONMENTAL ASSESSMENT 837.5.1 Evaluation of Environmental Key Issues and Sector Goals and Objectives. 837.5.2 Evaluation Of Environmental Key Issues With Sector Policies And Programs84

7.6 STRATEGIES TO ACHIEVE THE AGRICULTURE SECTOR GOALS AND OBJECTIVES. 84

7.6.1 Proposed projects, Potential impacts and mitigation measures 84

7.7 RESOURCES REQUIREMENTS FOR DDP 6 847.7.1 Strengths for Agriculture 847.7.2 Implementation schedule 85

7.8 PLAN MONITORING PROGRAM 85

8 TRADE, INDUSTRY, WILDLIFE AND TOURISM 86

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8.1 INTRODUCTION 868.1.1 Institutional Framework 868.1.2 Strategic Plans for Respective Departments. 868.1.3 Role of the Private Sector 878.1.4 Consultation Priorities 87

8.2 NATIONAL POLICIES AND LEGISLATION 878.2.1 Industrial Development Policy 878.2.2 Small, Medium and Micro Enterprises Policy 888.2.3 Consumer Protection Act 888.2.4 The Local Licensing Act 888.2.5 Tourism Policy 888.2.6 Wildlife Conservation Policy 89

8.3 TRADE AND INDUSTRY 898.3.1 Citizen Entrepreneurship Development Agency 898.3.2 Wildlife and Tourism 898.3.3 Integrated Field Services and Consumers Protection Unit 908.3.4 National Food Technology Research Centre 908.3.5 Rural Industries Innovation Centre (RIIC) 90

8.4 TRADE, INDUSTRY, WILDLIFE AND TOURISM SECTOR GOALS AND OBJECTIVES 90

8.4.1 Summary of sector goals and objectives 91

8.5 FRAMEWORK FOR STRATEGIC ENVIRONMENTAL ASSESSMENT 918.5.1 Evaluation of Environmental Issues with Sector Goals and Objectives 91

8.6 PROPOSED STRATEGIES TO ACHIEVE TRADE, INDUSTRIES, TOURISM, WILDLIFE AND INDUSTRY GOALS AND OBJECTIVES. 92

8.6.1 Proposed projects 928.6.2 Potential Impact of Proposed Projects 92

8.7 RESOURCE REQUIREMENTS FOR DDP 6/UDP 2 928.7.1 Plan Monitoring Programme: 94

9 EDUCATION AND TRAINING 95

9.1 INTRODUCTION 959.1.1 Institutional Framework 959.1.2 Education and Training Consultation Priorities 97

9.2 NATIONAL POLICIES AND LEGISLATION 979.2.1 National Policy on Day Care Centre 979.2.2 Revised National Policy on Education (RNPE) 989.2.3 Policy on Tertiary Education 98

9.3 EDUCATION 989.3.1 Schools 989.3.2 Training 100

9.4 EDUCATION AND TRAINING SECTOR GOALS AND OBJECTIVES. 101

9.5 FRAMEWORK FOR STRATEGIC ENVIRONMENTAL ASSESSMENT. 102

9.6 STRATEGIES TO ACHIEVE EDUCATION AND TRAINING GOALS AND OBJECTIVES. 102

9.7 RESOURCE REQUIREMENTS FOR DDP6 102

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9.7.1 Issues and Strengths for Education and Training 1029.7.2 Performance Targets for DDP 6 1039.7.3 Development Budget for DDP 6 1039.7.4 Plan Monitoring Programme for DDP6 104

10 HEALTH 105

10.1 INTRODUCTION 10510.1.1 Institutional Framework 10610.1.2 Strategic Plans for Respective Ministries 10610.1.3 Role of Private Sector 10710.1.4 Health Consultation Priorities 107

10.2 NATIONAL POLICIES AND LEGISLATION 10810.2.1 National Policy on HIV/AIDS 10810.2.2 National Health Policy 10810.2.3 Health Strategy and Plans 10910.2.4 Waste Management Act 109

10.3 HEALTH 10910.3.1 Environmental Health 10910.3.2 Hospital Services 11010.3.3 District Health Systems 11010.3.4 Primary Health Care 11110.3.5 Control of Pandemic Diseases 111

10.4 HEALTH SECTOR GOALS AND OBJECTIVES 113

10.5 FRAMEWORK FOR STRATEGIC ENVIRONMENTAL ASSESSMENT11410.5.1 Evaluation of Environmental Key Issues with Sector Goals and Objectives 11410.5.2 Evaluation of Sector Policies and Programs 115

10.6 STRATEGIES TO ACHIEVE THE HEALTH SECTOR GOALS AND OBJECTIVES 115

10.6.1 Proposed Projects /Activities 11510.6.2 Potential Impacts of Proposed Projects 115

10.7 RESOURCE REQUIREMENTS FOR DDP6 11610.7.1 Issues and Strengths for Health 11610.7.2 Performance Targets and Development Budget for DDP6 11610.7.3 Plan Monitoring Program 117

11 LABOUR AND HOME AFFAIRS 118

11.1 INTRODUCTION 11811.1.1 Institutional Framework 11811.1.2 Culture and Social Consultation Priorities. 119

11.2 NATIONAL POLICIES AND LEGISLATION 11911.2.1 National Youth Policy. 11911.2.2 National Policy on Culture. 11911.2.3 National Archives Act 11911.2.4 Broadcasting Act 11911.2.5 National Registration Act 11911.2.6 Community Based Natural Resource Management Policy: 12011.2.7 Disability Policy 120

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11.3 LABOUR, CULTURE AND SOCIAL SERVICES 12011.3.1 Labour and Social Security 12011.3.2 Sports and Recreation 12011.3.3 Civil and National Registration 12011.3.4 Botswana National Library Services 12111.3.5 Information and Broadcasting 12111.3.6 National Museum, Monuments and Art Gallery 12111.3.7 National Archives and Records Services 12211.3.8 Culture and Youth 122

11.4 LABOUR, CULTURE AND SOCIAL SERVICE SECTOR GOALS AND OBJECTIVES. 122

11.5 FRAMEWORK FOR STRATEGIC ENVIRONMENTAL ASSESSMENT. 12411.5.1 Evaluation of Environmental Key Issues with Sector Goals and Objectives. 12411.5.2 Evaluation Environmental Issues with Sector Policies and Programmes. 124

11.6 STRATEGIES TO ACHIEVE THE LABOUR, CULTURE AND SOCIAL SERVICE SECTOR GOALS AND OBJECTIVES. 125

11.6.1 General Strategies 125

11.7 RESOURCE REQUIREMENTS FOR DDP 6 12511.7.1 Issues and Strengths for Culture and Social Services. 12511.7.2 Plan Monitoring Program for DDP 6 126

12 MINERALS, ENERGY AND WATER 127

12.1 INTRODUCTION 12712.1.1 The Institutional Framework 12712.1.2 The role of the private sector 12812.1.3 Consultation priorities 128

12.2 NATIONAL POLICIES AND LEGISLATION 12812.2.1 Minerals 12912.2.2 Energy 12912.2.3 Water 129

12.3 MINING, ENERGY AND WATER 12912.3.1 Mining Sector 12912.3.2 Energy Sector 12912.3.3 Water Sector 130

12.4 SECTOR GOALS AND OBJECTIVES 133

12.5 FRAMEWORK FOR STRATEGIC ENVIRONMENT ASSESSMENT 134

12.6 STRATEGIES TO ACHIEVE THE GOALS AND OBJECTIVES OF THE MINING, ENERGY AND WATER SECTOR 134

12.6.1 General Strategies 13412.6.2 Proposed Projects 13512.6.3 Potential impacts of Proposed Projects on the Environment and Mitigation

Measures. 136

12.7 RESOURCE REQUIREMENTS FOR DDP6 13612.7.1 Issues and Strengths for Water Sector 13612.7.2 Performance Targets 13712.7.3 Plan Monitoring Program 137

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13 WORKS, TRANSPORT AND COMMUNICATION 139

13.1 INTRODUCTION 13913.1.1 The Institutional Framework 13913.1.2 Strategic Plans For Respective Ministries 13913.1.3 Works and Transport Consultation Priorities 14013.1.4 The Role of the Private Sector 140

13.2 NATIONAL POLICIES AND LEGISLATION 14113.2.1 Vision 2016 14113.2.2 Road Traffic Act 14113.2.3 Road Safety Policy 14113.2.4 Town and Country Planning Act 14113.2.5 Urban Development Standards 14213.2.6 Public Health Act 142

13.3 WORKS, TRANSPORT AND COMMUNICATION 14213.3.1 Roads 14213.3.2 Transport and Road Safety 14213.3.3 Botswana Railways 14313.3.4 Central Transport Organisation 14313.3.5 Telecommunication 14313.3.6 Postal Services 14313.3.7 District Council 144

13.4 WORKS, TRANSPORT AND COMMUNICATION STRATEGIES, GOALS AND OBJECTIVES 144

13.4.1 Roads 14413.4.2 Meteorological Services 14413.4.3 Postal Services 14413.4.4 District Council Roads 144

13.5 POTENTIAL IMPACTS AND MITIGATION MEASURES 144

13.6 RESOURCE REQUIREMENTS FOR DDP6 14513.6.1 Issues and Strengths 14513.6.2 Performance Targets 14513.6.3 Development Budget 14613.6.4 Plan Monitoring Program 147

14 LAW, JUSTICE AND SECURITY 148

14.1 INTRODUCTION 14814.1.1 The Institutional Framework 14814.1.2 Strategic Plans for Respective Ministries 14814.1.3 The Role of the Private Sector 14914.1.4 Consultation Priorities 149

14.2 NATIONAL POLICIES AND LEGISLATION 15014.2.1 Botswana Police Act 15014.2.2 Immigration Act 15014.2.3 Prisons Act 150

14.3 LAW, JUSTICE AND SECURITY 15014.3.1 Botswana Police Service 15014.3.2 Directorate on Corruption and Economic Crime 15114.3.3 Immigration and Citizenship 151

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14.3.4 Prisons and Rehabilitation 15114.3.5 Defence 152

14.4 LAW, JUSTICE AND SECURITY GOALS AND OBJECTIVES 15214.4.1 Immigration and Citizenship 15214.4.2 Botswana Police Services 15214.4.3 Administration of Justice 15314.4.4 Prisons and Rehabilitation 153

14.5 FRAMEWORK FOR STRATEGIC ENVIRONMENTAL ASSESSMENT WITH SECTOR GOALS AND OBJECTIVES. 153

14.6 PROPOSED PROJECTS 154

14.7 RESOURCE REQUIREMENTS 15414.7.1 Issues and Strengths for Law, Justice and Security 15414.7.2 Plan Monitoring Program 155

15 CONTINGENCY PLANNING 156

15.1 INTRODUCTION 15615.1.1 The Institutional Framework 15615.1.2 Strategic Plans for Respective Ministries 15715.1.3 The role of the private sector 157

15.2 NATIONAL POLICIES AND LEGISLATION 15815.2.1 National Policy on Disaster Management 15815.2.2 National Disaster Management Plan 15815.2.3 Vision 2016 158

15.3 CONTINGENCY PLANS 15815.3.1 Drought Relief Management System 15815.3.2 Disaster Relief Plans 15915.3.3 Drought Relief Sector Priorities 160

15.4 FRAMEWORK FOR STRATEGIC ENVIRONMENTAL ASSESSMENT 161

15.5 PERFORMANCE INDICATORS FOR DDP6 161

15.6 RESOURCE REQUIREMENTS AND PLAN MONITORING FOR DDP6 161

16 LOCAL GOVERNMENT 163

16.1 INTRODUCTION 16316.1.1 The Institutional Framework 16316.1.2 Strategic Plans for Respective Ministries 16316.1.3 Role of the Private Sector 16616.1.4 Local Government Consultation Priorities 166

16.2 NATIONAL POLICIES AND LEGISLATION 16616.2.1 District Administration 16616.2.2 District Councils Act 16716.2.3 Tribal Land Act 16716.2.4 Waste Management Act 16716.2.5 National Settlement Policy 16716.2.6 The Revised Destitute Policy 168

16.3 LOCAL GOVERNMENT 168

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16.3.1 District Council 16816.3.2 Tribal Land Board 17516.3.3 District Administration 17616.3.4 Tribal Administration 177

16.4 LOCAL GOVERNMENT GOALS AND OBJECTIVES 17816.4.1 District Council 17816.4.2 Land Boards 18116.4.3 District Administration 18116.4.4 Tribal Administration 181

16.5 FRAMEWORK FOR STRATEGIC ENVIRONMENTAL ASSESSMENT18216.5.1 Evaluation of Sector Policies and Programs 183

16.6 STRATEGIES TO ACHIEVE LOCAL GOVERNMENT SECTOR GOALS AND OBJECTIVES 184

16.7 RESOURCE REQUIREMENTS FOR DDP6 18416.7.1 Issues and strengths 18416.7.2 Performance Targets for DDP6 18516.7.3 Development Budget for DDP6 18616.7.4 Plan Monitoring Program 208

17 PLAN MONITORING AND EVALUATION 210

17.1 INTRODUCTION 21017.1.1 The Institutional Framework 21017.1.2 Plan Management 210

17.2 ENVIRONMENTAL MONITORING ACTIVITIES 21017.2.1 Environmental Impact Assessment 21017.2.2 Strategic Environmental Assessment (SEA) 21017.2.3 Public Awareness 211

17.3 FINANCIAL AND PERSONNEL CONSTRAINTS 21117.3.1 Public Sector Resources 21117.3.2 Financial Resources 211

17.4 PROPOSED PLAN MONITORING ACTIVITIES DURING DDP6 21117.4.1 Project Performance Indicators 21117.4.2 Quarterly Progress Reports 21217.4.3 Annual Project Review 21217.4.4 Mid Term Review 212

APPENDICESAppendix A : DDP6 MATRIX 213

LIST OF TABLESTable 1.1 Water Supply for Kanye and Moshupa 4Table 1.2 Status of Council Water Supply 5Table 1.3 Wildlife Estimation 1994 & 2001 5Table 1.4 Population Density By District - 2001 6

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Table 1.5 Populations by Type and Size of Settlement in 1991 and 2001 7Table 1.6 Population present and previous Districts of residence 5 years ago 8Table 1.7 Population Projections of Southern District 9Table 1.8 Population Data by Sex & Age 10Table 1.9 Population Employed and Unemployed by Census District. 10Table 1.10 Population by Economic Activity 10Table 1.11 HIV/AIDS update information in Southern District 11Table 1.12 Population by census Districts and Major Industry 11Table 2.1 Achieved Projects – Arable Sector 16Table 2.2 Achieved Projects – Animal Health & Production 17Table 2.3 Achieved Projects - Roads 19Table 2.4 Achieved Projects - Water 20Table 2.5 FAP Grants During DDP 5 - Southern District 21Table 2.6 Achieved Projects - Health 22Table 2.7 Achieved Projects – Environmental Health 22Table 2.8 Achieved Projects - Education 23Table 2.9 Achieved Projects – Social & Community Development 23Table 2.10 Achieved Projects - RADP 24Table 2.11 Achieved Projects – Tribal Administration 26Table 2.12 Projects Implemented Under Maintenance of Public Facilitators 27Table 5.1 Resource Requirements and Performance Targets 57Table 6.1 Material of wall for Housing Units in Southern District 65Table 6.2 Local Authorities Housing Needs 2003/09. 66Table 6.3 Village development plans 2003 - 2009 71Table 6.4 District settlement strategy 71Table 6.5 Planned District Housing (Lh203) Projects- 2003/2004 71Table 6.6 Planned District Housing (Lh203) Projects- 2004/2005 72Table 6.7 Planned District Housing (Lh203) Projects- 2005/2006 73Table 6.8 Planned District Housing (Lh203) Projects- 2006/2007 74Table 6.9 Planned District Housing (Lh203) Projects- 2007/2008 75Table 6.10 Planned District Housing (Lh203) Projects- 2008/2009 76Table 6.11 Summary Of Cost Estimates For Planned District Housing projects (Lh 203)77Table 7.1 Livestock Population 81Table 7.2 Crop sector 85Table 8.1 Outline of Proposed Projects, Resources Needed, Implementation Schedule

and Budget. 93Table 9.1 Primary Schools Enrolment Projections 2002-2008 99Table 9.2 Development Budget 103Table 9.3 Summary of Cost Estimates( Primary Education) 103Table 10.1 Health Services and Service Providers 111Table 10.2 HIV/AIDS Prevalence per age and sex 111Table 10.3 Activities of the programme for the year 2002 112Table 10.4 Percentage Tested over the total New Anti - Natal Attendance 112Table 10.5 Sector goals, objectives and environmental issues 114Table 10.6 Projects, resources needed, performance targets, implementation schedule

and budget 116Table 11.1 Proposed Projects 125Table 11.2 Plan Implementation for DDP 6 126Table 12.1 Standards for Water Quality 130Table 12.2 Water Supply Kanye and Moshupa 131Table 12.3 Status of Council Water Supply 131Table 12.4 Daily Water Consumption in 2002 132Table 12.5 Proposed Projects 135

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Table 12.6 Potential Impacts of Proposed Projects on the Environment and Mitigation Measures 136

Table 12.7 Resource Requirement and Performance Targets 137Table 13.1 Services and Service Providers in the Works, Transport and Communication

Sector 139Table 13.2 Road Network 2002 142Table 13.3 Development Budget 146Table 14.1 Resource Requirements and Performance Targets 155Table 15.1 Performance Indicators for DDP6 161Table 16.1 Existing waste disposal facilities, vehicles and plant equipment in 2002 170Table 16.2 Social Problems in Southern District 171Table 16.3 Growth in number of cases 172Table 16.4 RAD- settlements and their main characteristics in 2002 174Table 16.5 Summary of Development Expenditure – Infrastructure Maintenance(LG

101) 186Table 16.6 Lg 102 – La Fleet Management 186Table 16.7 Summary Of Development Estimates For Lg 104 187Table 16.8 Development Cost Estimates For Lg 301 187Table 16.9 Lg 907 - Customary Courts 187Table 16.10 Summary Of Cost Estimates For Lg 901 187Table 16.11 Primary Education Facilities: 2003/04 188Table 16.12 Primary School Facilities: 2004/05 189Table 16.13 Primary Education Facilities:2005/06 190Table 16.14 Primary School Facilities: 2006/07 192Table 16.15 Primary School Facilities: 2007/08 192Table 16.16 Primary Education Facilities: 2008/09 193Table 16.17 Power Connection 193Table 16.18 Summary Cost For School Facilities (Lg 1102) 194Table 16.19 New Schools - Full Fledged 194Table 16.20 Two-Teachers Schools 194Table 16.21 Vehicles 195Table 16.22 Special Education Facilities 195Table 16.23 Summary of Cost Estimates for Primary School Facilities(LG1102) 195Table 16.24 Proposed Projects For Parks & Recreation 196Table 16.25 Summary Of Cost Estimates For Lg 1103 196Table 16.26 Planned Primary Health Facilities - 2003/2004 196Table 16.27 Planned Primary Health Facilities - 2004/2005 197Table 16.28 Planned Primary Health Facilities - 2005/2006 197Table 16.29 Planned Primary Health Projects Facilities - 2006/2007 198Table 16.30 Planned Primary Health Facilities - 2007/2008 198Table 16.31 Planned Primary Health Facilities – 2008/2009 198Table 16.32 Summary Of Development Expenditure – Primary Health Facilities 198Table 16.33 Planned Rural Administration Centre (Lg 1105) Projects 199Table 16.34 Summary Of Cost Estimates For Lg 1105-Racs 199Table 16.35 Planned Projects For Remote Area Development –Lg1106 199Table 16.36 Summary Of Cost Estimates For Remote Area Development (Lg 1106)199Table 16.37 Planned Labour Intensive Projects(Lg 1107) –2003/04-2008/09 200Table 16.38 Summary Of Cost Estimates For Lg1107 200Table 16.39 Planned Rural Sanitation Projects – 2003/2004 200Table 16.40 Planned Rural Sanitation Projects – 2004/2005 201Table 16.41 Planned Rural Sanitation Projects – 2005/2006 201Table 16.42 Planned Rural Sanitation Projects – 2006/2007 202Table 16.43 Planned Rural Sanitation Projects – 2007/2008 202Table 16.44 Planned Rural Sanitation Projects (Lg1108) – 2008/2009 202

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Table 16.45 Summary Of Cost Estimates For Rural Sanitation(Lg1108) 203Table 16.46 Planned Community Projects(Lg 1109) – 2003/2004 203Table 16.47 Planned Community Projects(Lg 1109) – 2004/2005 204Table 16.48 Planned Community Projects (Lg 1109)– 2005/2006 204Table 16.49 Planned Community Projects (Lg 1109) – 2006/2007 204Table 16.50 Planned Community Projects (Lg 1109) – 2007/2008 205Table 16.51 Planned Community Projects (Lg 1109) – 2008/2009 205Table 16.52 Development Expenditure for Social & Community Development 205Table 16.53 Planned District Water And Waste Water Projects(Lg 1110) 205Table 16.54 206Table 16.55 Summary Of Cost Estimates For Water And Waste Water (Lg 1110) 206Table 16.56 Planned village infrastructure projects (lg 1111) – 2003/04-2008/09 206Table 16.57 Summary Of Cost Estimate For Village Infrastructure (Lg1111) 207Table 16.58 Planned Municipal Services Projects 2003/04-2008/09 207Table 16.59 Summary Of Cost Esimates For Lg 1112-Municipal Services 207Table 16.60 Planned District Roads Projects 207Table 16.61 Summary Of Cost Estimates For District Road (Lg1115) 208

LIST OF MAPSMap 1.1 Location of Southern District 1Map 1.2 Location of major centres 2

LIST OF ACRONYMSAD Agricultural DemonstratorAIDS Acquired Immune Deficiency SyndromeALDEP Arable Land Development ProgrammeAOJ Administration of JusticeATTS Auto Trades Training SchoolBAMB Botswana Agricultural Marketing BoardBDF Botswana Defence ForceBHC Botswana Housing CorporationBISA Botswana Institutions Sports CouncilBMC Botswana Meat CommissionBML Building Material LoanBNOC Botswana National Olympic CommitteeBNPC Botswana National Productivity CentreBNSC Botswana National Sports CouncilBOCODOL Botswana College of Distance and Open LearningBOCONGO Botswana Council of Non-Governmental OrganisationsBPC Botswana Power CorporationBPS Botswana Postal ServicesBR Botswana Railways

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BTC Botswana Telecommunications CorporationCBNRM Community Based Natural Resource ManagementCBO Community Based OrganisationsCEDA Citizen Entrepreneurial Development AgencyCHA Controlled Hunting AreaCJSS Community Junior Secondary SchoolCSO Central Statistics OfficeCTO Central Transport OrganisationDA District AdministrationDABS Department of Architecture and Buildings ServicesDAHP Department of Animal Health and ProductionDAO District Agricultural Office (r)DCA Department of Civil AviationDC District CommissionerDDC District Development CommitteeDDP District Development PlanDET District Extension TeamDEMS Department of Electrical and Mechanical ServicesDHT District Health TeamDLUPU District Land Use Planning UnitDNFE Department of Non-Formal EducationDNTRS Department of National Transport and Road SafetyDO (D) District Officer (Development)DOT Daily Observed TherapyDRP Drought Relief ProgrammeDTRP Department of Town and Regional PlanningDWA Department of Water AffairsDWNP Department of Wildlife and National ParksEPF Economic Promotion FundEWTC Early Warning Technical CommitteeFAP Financial Assistance PolicyFWE Family Welfare EducatorHIV Human Immuno VirusHBC Home Based CareIFS Integrated Field ServicesIEC Information Education and CommunicationIHS Institute of Health Sciences

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ILO International Labour Organisation IMDC Interministerial Drought CommitteeIT Information TechnologyKSDA Kanye Seventh Day AdventistLA Local authorityLAC Livestock Advisory CentreLBRP Labour Based Relief ProgrammeMFDP Ministry of Finance and Development PlanningMLHA Ministry of labour and Home AffairsMLHE Ministry of Lands Housing and EnvironmentMLG Ministry of Local GovernmentMMEWA Ministry of Minerals Energy and Water AffairsMOA Ministry of AgricultureMOE Ministry of EducationMOH Ministry of HealthMSP Ministry of State PresidentMTP II Medium Term Plan IIMTTC Madirelo Training and Testing CentreMTIWT Ministry of Trade Industry Wildlife and TourismMTR Mid Term ReviewMWTC Ministry of Works Transport and CommunicationNAMPAADD National Master Plan for Arable Agriculture and Dairy DevelopmentNCS (CA) National Conservation Strategy (Coordinating Agency)NDB National Development BankNDP National Development PlanNFTRC National Food Technology Research CentreNGO Non-Governmental OrganisationNLB Ngwaketse Land BoardNSP National Settlement PolicyNWMP National Water Development Master PlanO&M Organisations and MethodsOP Office of the PresidentPHC Primary Health CarePLWHA People Living With HIV/AIDSPMC Plan Management CommitteePMS Performance Management System

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PMTCT Prevention of Mother To Child TransmissionPTA Parents and Teachers AssociationRADO Remote Area Development OfficerRADP Remote Area Development ProgrammeRIIC Rural Industries Innovation CentreS&CD Social and Community DevelopmentSHHA Self Help Housing ProgrammeSLB Sub Land BoardSMME Small and Medium Micro Enterprise STD sexually Transmitted Diseases TA Tribal Administration/Technical AssistantTEC Total Estimated CostTGLP Tribal Grazing Land PolicyTQM Total Quality ManagementUB University of BotswanaUDP Urban Development PlanVA Veterinary AssistantVCT Voluntary Counseling and TestingVDC Village Development CommitteeVET Village Extension TeamWMA Wildlife Management AreaWQMP WATER QUALITY MANAGEMENT PROJECT

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CHAPTER ONE1 DISTRICT AND THE PEOPLE1.1 REGIONAL AND GEOGRAPHIC SETTING

1.1.1 Location and size

Southern District is located in the south east of Botswana. It has an area of 26,876 square kilometres of which 98.8% is Tribal Land and 1.2 State Land. This district lies between 24 and 26 degrees south of the equator and 23 and 29 degrees east of Greenwich. It is the sixth largest district in the country after Central District, North West, Ghanzi, Kgalagadi and Kweneng District. The district is bordered to the north by Kweneng District, to the south by the Republic of South Africa (RSA), to the east by South East District, and to the West by the Kgalagadi District. (Refer to Map 1.1)

Map 1.1 Location of Southern District

The major centres in the district are Kanye and Jwaneng. The village of Kanye is the administrative and commercial centre. Jwaneng is a fast growing mining town and it is the commercial centre for Ngwaketse West. Sub-regional centres are Moshupa, Goodhope and Mabutsane. Mabutsane and Goodhope were declared sub district centres during DDP4, and Kanye/Moshupa will be considered during the next plan (DDP6). (Refer to Map 1.2)

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CENTRAL DISTRICT

GHANZI DISTRICT

NGAMILAND DISTRICT

KGALAGADI DISTRICT

KWENENG DISTRICT

CHOBEDISTRICT

KGATLENGDISTRICT

NORTH-EASTDISTRICT

SOUTHERN DISTRICT

SOUTH-EASTDISTRICT

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Map 1.2 Location of major centres

The existing land tenure pattern is laid down in the Southern District Land Use Plan, which will be gazetted under the Tribal Land Act. Table 1.2 shows a breakdown of land uses in the district.

1.2 DISTRICT LINKAGES

1.2.1 Communication Linkages

The district is linked to other districts through various road networks, the A2 - Trans-Kalahari Highway to the western region

and the A10 - Kanye-Gaborone – to the northern and eastern region. The district is linked to South Africa through the Ramatlabama and Phitshane Molopo border posts. The transport network has also improved as the district has daily inter-district buses. There is also a bus that connects the district to South Africa.

Most of the villages in the district are connected to telecommunications network. The villages that have not yet benefited will be connected in the current ‘Nteletsa” programme which is on going.

1.2.2 Economic Linkages

In terms of food and domestic supplies, the district is able to support itself but 30% of the commodities are obtained from Lobatse and Gaborone. About 90% of the district cattle sales are absorbed by the Botswana Meat Commission and the remaining 10% by local butcheries.

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Gathwane

Digawana

Mabutsane

Morwamosu

Mokgomane

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SelokolelaMagothwane

Ramatlabama

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Kgomokasitwa

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x Southern District Headquarters

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Apart from the major centres, South African towns near the border, such as Rustenburg and Mafikeng serve as supply and service centres to the district. Family and traditional relations intensify this across the border of the said country.

There are telecommunications and postal services in the district. However, more needs to be done regarding development of telecommunications in some parts of the district, particularly in the small villages.

The railway line in the eastern part of the district provides transport for people and goods to and from major centres such as Lobatse, Gaborone and Francistown.

1.3 DISTRICT ENVIRONMENTAL FEATURES

1.3.1 Physical Features

1.3.1.1 Topography

In very broad terms, the Southern District is composed of two distinct physiographic units: the hardveld and the sandveld. The terrain varies from nearly flat to hilly rock outcrops. The six most obvious landforms are plateaus, hills, plains, dry river valleys, pans and dunes. The hardveld\sandveld boundary runs north to south with the northern portion forming a gently sloping escarpment while the central and the southern portions gradually grades into one another and it is difficult to precisely distinguish the boundary.

The hardveld covers approximately one-third of the district and is located on its eastern margin, except for a 10 km wide belt (known as the hardveld tongue) immediately north of the old Ghanzi road and extending from Moshaneng to Samane. Apart from a few hills and rocky zones, the area is flat grazing land, described as woodland and savannah.

The sandveld covers the remaining two-thirds of the district and is nearly flat to undulating plains in the east, and to hummocky plains in the west. The sandveld area is generally used for extensive grazing of livestock and wildlife.

1.3.1.2 Geology

Geological interpretation is based on borehole information and geophysical surveys. The area is mostly covered by a significant, but highly variable thickness of Kgalagadi Beds (Recent to Tertiary). This consists of windborne fine to medium grained sand and gravel, calcrete, clay and minor silcrete, exceeding 100m in thickness. Generally, the thickness increases to the west.

1.3.1.3 Hydrology

The drainage pattern of the district is formed by high ground running from Hildavale through Kanye, and then north at the eastern edge of the Kgalagadi. This division differentiates the easterly flowing Limpopo river system and the westerly underground drainage of the Molopo and Kgalagadi systems.

The Limpopo river system includes the Metsemotlhaba and Notwane catchments where active ephemeral rivers are to be found. The mean annual runoff from these catchments is 10mm. Within the Kgalagadi and Molopo drainage systems, fossil rivers are found with occasional flows during heavy precipitation.

Ground water recharge is generally low due to the thick Kgalagadi beds, thereby limiting ground water exploitation potential over a substantial part of the district. Localized recharged aquifers are often encountered in shallow fossil river and pan sediments. Recharge also occurs where there is little bedrock cover, for example, in the area between Khakhea and Sekoma.

The district, therefore, has moderate ground water potentials, which can be divided, into five areas in terms of yield. These are the areas between Kanye and Mmathethe, the area

3

north of the Kanye-Jwaneng road, the Barolong area, the central part of the district, and the area west of Jwaneng.

1.3.1.4 Climate

Like the rest of the country the district has a semi-arid climate with summer rainfall. The potential evapo-transpiration is more than the mean annual rainfall. The rainfall season for the district is from November to March. The eastern part of the district receives more rainfall than the western part.

1.3.2 Vegetation and Soil

The hardveld is a flat grazing land, described as woodland and savannah. Dominant species are varieties of acacia and cobretum aplicatum. Mixed farming system is dominant in the, area with both livestock and arable agriculture.

The sandveld is a flat savannah, with vegetation mainly consisting of different acacia species. The sandveld area is generally used for extensive grazing of livestock and wildlife.

The soils in the hardveld are dark reddish-brown, medium textured, of varying depths and associated with dark-coloured clay soils and medium-to-fine textured brown-grey mottled soils in depressions. These soil units are the most fertile and are adequate for cultivation, combining as they are with the mean annual rainfall of 500-550mm.

In the sandveld the soils are brown and grey of medium-to-coarse texture with intrusions of Verdi soils and other fine textured clay soils in depressions, often highly saline and alkaline. These soils are generally not suitable for cultivation and rainfall is much lower (300-550mm) and more erratic than in the in the hardveld area.

1.3.3 Natural Resources

1.3.3.1 Water

The district relies on ground water for human and livestock consumption. There are few dams in the district that are able to hold water throughout the year, such as Moshupa and Mmakgodumo dams. The rivers in the district are ephemeral. The western part of the district is experiencing a water shortage and poor quality water, and water investigations are on going

Table 1.1 Water Supply for Kanye and Moshupa

Village Population 2001

Watersource

Tank capacity cubic metres

No. of public standpipes (12/07/02)

No of private connections (12/07/02)

No. of people per private con

Kanye 40 628 Borehole 6 375 165 7 628 5-6

Moshupa 16 922 Interconnection 63 3 199 5-6

Source: Southern District Council

The provision of Kanye and Moshupa with public standpipes and private connections is shown in table 1.1 above. The Department of Water Affairs will continue to source out small private water connections to small contractors to clear the backlog for all the major villages including Kanye.

The consumption for the two villages is in the region of 151 000 cubic metres which is equivalent to 5000 cubic metres per day. Water interruptions are normally experienced in the village mainly due to power failure and some pipe bursts.

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The Council provides 94 villages and settlements with water through a water supply system. A summary of the Council Water Supply is shown in the table 1.2 below, details per village/settlement are shown in the appendix.

Table 1.2 Status of Council Water Supply

Villages Pop.2001

No. of Villages/Settlements with Boreholes

Watertanks

PSP privateConne-ction.

VWSS

Inter-connection

WaterReliability (%)

Goodwaterquality

93 169 586 94 12 79 77 130 86 784 7 755


Key:

VWSS: Village Water Supply and Sanitation

PSP: Public Stand Pipe

1.3.3.2 Wildlife

Wildlife in the district is concentrated in the western part and the wildlife population in the district in 1994 and 2001 was estimated to be 27 770 and 10420 respectively, as shown in Table 1.3. In 1994 the springbok accounted for 49.3%, while hartebeest and ostriches accounted for 11.6% and 10.6% respectively whereas in 2001 springbok accounted for 29.5% while hartebeest and ostriches accounted for 28.5% and 12.7% respectively. Therefore, the wildlife species, which are in large numbers in the district, are springbok, ostrich, hartebeest, and steenbok. The dry season estimates show that the wildlife population decreased by 63% from 1994 to 2001.

Within the district there is a Wildlife Management Area with the primary use being wildlife related activities. Compared to the western and northern districts such as the Chobe and Kgalagadi, the Southern District has very limited wildlife.

Table 1.3 Wildlife Estimation 1994 & 2001

Species 1994 2001

NO. % NO. %

Kudu 371 1.3 137 1.3

Gemsbok 104 0.4 _ _

Hartebeest 3 215 11.6 2967 28.5

Wildebeest 677 2.4 589 5.7

Springbok 13 699 49.3 3077 29.5

Duiker 1 613 5.8 26 0.2

Steenbok 2 596 9.3 883 8.5

Ostrich 2 950 10.6 1321 12.7

Baboon 2 290 8.2 172 1.7

Jackal 255 0.9 55 0.5

Eland _ _ 341 3.3

Zebra _ _ 852 8.1

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Species 1994 2001

Total 27 770 100 10420 100

Source: Department of Wildlife and National Parks, Aerial Census of Animals in Botswana, Dry Season, 1994 and 2001.

1.3.3.3 Energy

The major source of energy in the district is fuel wood. Other sources are electricity, coal Liquid Petroleum Gas and petroleum. Like the rest of the country, the district has an abundance of sunshine. However, the contribution of solar energy remains insignificant in relation to contributions by other sources.

Fuel wood is particularly scarce in the Barolong area. The problem is now spreading to the rest of the district.

1.3.3.4 Minerals Various mineral deposits are found in the district with the most notable being diamonds at Jwaneng, manganese at Kgwakgwe hill, dolomite at Moshaneng, limestone at Sesung and slate at Dipotsana. The diamonds and dolomite mines are in operation, others are not because the economic return is insignificant.

1.4 DISTRICT SOCIAL DEVELOPMENT

1.4.1 Culture/Ethnicity

The district is predominantly Bangwaketse, followed by Barolong and Bakgalagadi. There are other ethnic tribes in the district such as Basarwa and Balala who are mostly found in the Remote Area settlements of Kutuku, Kanaku, Thankane and Sekhutlane.

1.4.2 Population Characteristics

The population and housing census of 2001 enumerated 171,652 people in the whole Southern District. The district is divided into three sub districts of Kanye/Moshupa, Good Hope and Mabutsane with populations of 113 704, 47 477 and 10 471 respectively.

1.4.3 Population density

With an area of 26 876 square kilometres, the district has a population density of 6.4 persons per square kilometre as compared to 4.7 persons per square kilometre in 1991. This shows an increase in population density of 36%. The western part of the district is sparsely populated and this is a constraint when it comes to service and infrastructure provision since most of the settlements do not meet threshold populations for services.

Table 1.4 Population Density By District - 2001

District Area (KM2) Population 2001 Density

No. % No. Person/km2 %

North East 5,311 0.9 49,399 9.3 8.9

Central 147,810 25.4 501,381 3.4 3.3

South East 907 0.2 60,623 66.8 64.4

Kweneng 38,122 6.6 230,235 6.0 5.8

Southern 26,876 4.6 171,652 6.4 6.2

Kgatleng 7,960 1.4 73,507 9.2 8.9

Kgalagadi 106,940 18.4 42,049 0.4 0.4

Ghanzi 117,910 20.3 32,481 0.3 0.3

Ngamiland 109,100 18.8 122,024 1.1 1.1

Chobe 20,800 3.6 18,258 0.9 0.9

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District Area (KM2) Population 2001 Density

TOTAL 581,736 100.0 1,301,609 103.8 100.2

Source: Population and Housing Census, CSO, 2001

1.4.4 Population Distribution and Settlement Patterns

The population distribution by type and size of settlement in the district in 1991 and 2001 is shown in table 1.3. In contrast in 1991, 53,986 people or 34% were urban based, and 104, 591 people or 66% were rural. In 2001 about 72,729 people or 39% were urban based, while114, 102 people or 61% were located in rural areas. The urban population has increased by 5% over the inter-censal period. According to the 2001 Population and Housing Census, Jwaneng, Kanye and Moshupa are still the only urban centres in the district.

In terms of the distribution of the rural population, in 2001 there were 60 settlements with a population of 500 people or more as compared to 46 in 1991. Out of these 60 settlements, 23 had a population range of 1000 to 4999.

In 2001 there were 799 settlements with a population range of less than 500 people, accounting for 114,102 people or 61% of the total population. This population category includes Remote Dwellers Settlements.

Table 1.5 Populations by Type and Size of Settlement in 1991 and 2001

Type and size of settlement No. of settlements Total Population

Urban 1991 2001 1991 2001

Kanye 1 1 31 354 40 628

Moshupa 1 1 11 444 16 922

Jwaneng 1 1 11 188 15 179

Sub Total 3 3 53 986 72 729

Rural 1991 2001 1991 2001

20 000 + - - - -

10 000-19 999 - - - -

5 000-9 999 - - - -

1 000-4 999 18 23 30 579 48 550

500-999 28 37 19 505 26 596

<500(RADs) 6 4 1 438 1 140

Sub Total 52 64 51 522 76 286

Other settlements - 795 53 069 37 816

Southern District 55 862 158 577 186 831


Developments have affected the natural growth rate of large villages as they experienced a lot of in-migration. The structure and pattern of settlements is also encouraged by socio-economic, political and technological changes

The factors influencing the growth and decline of settlements can be summarized as follows:

Introduction of boreholes and water pumping technology. This led to cattle ranches to move into the western parts of the country for new boreholes Issuing of trade licenses and land rights to entrepreneurs with freedom to locate business at places of their choice encourages establishment of settlements Provision of social amenities to settlements; (especially through drought relief programme under the disguise of drought relief and employment

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creation), which are predominately lands or cattle posts areas where the population of less than 500 people, has enhanced growth and permanency of such settlements.

1.4.5 Migration

The 2001 census indicates that there has been a growth of in-migration since 1991. This is probably due to increased job opportunities in government and other sectors.

Table 1.6 Population present and previous Districts of residence 5 years ago

Kanye / Moshupa

Barolong Ngwaketse West Total (Southern)

Central Tutume 200 57 26 283

North East 88 41 13 142

Ngamiland South 99 27 25 151

Ngamiland West 46 14 65 125

Chobe 52 15 2 69

Ngamiland Delta - - - -

Ghanzi 160 82 79 321

CKGR - 1 - 1

Kgalagadi South 281 112 166 559

Kgalagadi North 105 40 118 263

Abroad 1070 500 34 1604

Unknown 686 260 104 1050

Not Born 14 462 6 134 1 376 21 972


The columns show the present residence while the rows show the previous districts of some residents of the Southern District five years ago.

1.4.6 Settlement Patterns in the District

There are two major settlement types in the district. The Barolong area is characterised by dispersed homestead settlements. These settlements have all the three land uses of residential, grazing and arable together hence creating a more dispersed and less efficient settlement structure. This settlement pattern tends to promote the proliferation of small settlements, making the provision of services and infrastructure difficult and costly. However, this settlement type is good for agricultural production, as farmers do not have to travel long distances to their fields.

The other settlement type is the three tier, where there is the village, lands area and the cattle post operating in three different areas. In most parts of the district, drift fences demarcate them.

However, for agricultural purposes, this settlement pattern adversely affects agricultural production. As such there is a conflict as regards the appropriate type of settlement, which can either enhance agricultural production or facilitate the provision of infrastructure and services at least cost. People who have settled in lands areas and cattle posts have created numerous small settlements in the district, which are very expensive to service.

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1.4.7 Population Projections and Prospects

The population projections are based on the 1991 Central Statistics Office (CSO) Population and Housing Census. The 2001 population and housing census projections were not available as at end of April 2003. These projections have been made for a twenty-year planning period. Provisional figures from the CSO indicate that population would grow at 1.7% per annum from 1991 - 1996 and will slightly increase to 1.8% between the period 1997 and 2001. The growth rate will gradually decline until it reaches a minimum of 1.46% p.a. in the period 2017 to 2021.

The projected district growth rate is lower than the national average, which is in the range of 2.0 and 2.4%. According to provisional figures from CSO the projected five yearly growth rates indicate that from period 1991-1996 the projected national growth rate would be 2.4%, followed by 2.5% in period 1997-2001, 2.5% in period 2002-2006, 2.3% in period 2007-2011, 2.2% in period 2012 - 2016, and 2.0% in period 2017-2021.

The lower district growth rate is probably due to the fact that more and more women are exposed to family planning methods, education and employment and consequently opt for smaller families.

Table 1.7 Population Projections of Southern District

Year Population Growth (Number) Growth Rates %

2001 175,322

2002 178,432 3110 1.77

2003 181,597 3165 1.77

2004 184,818 3221 1.77

2005 188,097 3279 1.77

2006 191,433 3336 1.77

2007 194,680 3247 1.70

2008 197,983 3303 1.70

2009 201,341 3358 1.70

2010 204,757 3416 1.70

2011 208,230 3473 1.70

2012 211,461 3231 1.55

2013 214,742 3281 1.55

2014 218,074 3331 1.55

2015 221,457 3384 1.55

2016 224,893 3436 1.55

2017 228,186 3293 1.46

2018 231,153 3342 1.46

2019 234,918 3390 1.47

2020 238,359 3440 1.46

2021 241,849 3491 1.46


Comparison between Good Hope and Mabutsane Sub Districts indicates that the Mabutsane Sub District has a higher projected growth rate than the Good Hope Sub District between the periods 1991-2021.

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1.4.8 Age-Sex Structure

Table 1.8 shows the age distribution by sex and age for the Southern district. The table shows that the district has a youthful population of 0-19 years age group, which makes 53% of the district population. There is a decline in numbers as the years rise, which is between 20 –64 age group. The drop can be attributed to the scourge of HIV/AIDS, which has affected mostly this age group. The district population is mainly females, which makes 52% of the total district population.

Table 1.8 Population Data by Sex & Age

Five Year Age Group De-facto Population

Males Females

0-4 11022 10790

5-9 11914 11761

10-14 12225 11939

15-19 11253 10362

20-24 6098 7258

25-29 4842 5697

30-34 4102 4817

35-39 3379 4657

40-44 3165 4186

45-49 2953 3921

50-54 2253 2866

55-59 2189 2421

60-64 1808 2004

65+ 4955 6560

Unknown 380 45

Total 82568 89284


1.4.9 Employment and Unemployment

The district has a total of 42 362 economically active people. 76.6% of the economically active people are employed whilst 33.4% are not employed.

Table 1.9 Population Employed and Unemployed by Census District.

District Employed Unemployed

Kanye/Moshupa 21175 7494

Borolong 8783 2082

Ngwaketse West 2473 355

Total 32431 9931


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Table 1.10 Population by Economic Activity

District Employee Self- Employed Unpaid Family Helper

Workedin ownLands/Cattlepost(Unpaid)

Econ.Activity Unknown

Total

Paid Cash PaidIn Kind

Without Employees

With Employees

Kanye/Moshupa

15910 192 2420 767 395 2186 25 21178

Borolong 6629 116 823 238 307 663 7 8783

Ngwaketsewest

1998 28 122 47 25 253 - 2473

Total 23817 336 3365 1052 727 3102 32 32431


In 1991 out of the 29,722 employed, 59.4% were employed for cash, while in 2001, 23817or 73.4% of the economically active were paid in cash.11.3% were self-employed or employed in family business in 1991 compared to in 13.6% 2001.In 1991, 29.3% were working at lands, farms and cattle posts and this has decreased by 1.7% to 9.6 in 2001.1.4.10 District HIV / AIDS Status

Table 1.11 HIV/AIDS update information in Southern District

Year Number tested Number positive % Positive Deaths

1997 801 510 63.6 106

1998 614 389 63.4 140

1999 325 201 61.8 Not known

2000 648 389 60 Not known


NB: 2001 and 2002 statistics were not available at the time of compiling this report.

1.5 DISTRICT ECONOMIC DEVELOPMENT

1.5.1 Major Economic Activities and Developments

The dominant sector in terms of employment is agriculture as most of the people in the rural areas earn their living from farming. Activities are diverse and cover crop production, cattle rearing, horticulture, poultry and small stock farming. Crop production is more concentrated in the eastern hardveld, while cattle farming is practiced in the western part of the district. The second dominant sector is public administration due to the fact that the sector itself is labour intensive and due to decentralization more services are brought closer to the people therefore require more staff to dispense of such services.The third dominant sector is the trading sector comprised mainly by small general dealers; restaurants, bottle stores, and other commercial establishments that are predominant retail businesses located in almost all the villages.With construction of more schools in the District employment in the education sector has increased to 10.5% in 2001 as compared to 8.2%

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1991. Other economic activities that are carried out in the district include manufacturing, mining and hotels and restaurants.

Table 1.12 Population by census Districts and Major Industry

Type of industry Kanye/ Moshupa Borolong Ngwaketse West

Agriculture, hunting and forestry 4906 2450 760

Fishing - - -

Mining and quarrying 481 70 20

Manufacturing (includes repair of machinery and equipment)

1433 584 58

Electricity, gas and water supply 79 47 7

Construction 2246 1191 689

Wholesale and retail trade (includes repair of motor vehicles, and personal household goods)

2626 788 158

Hotels and restaurants 406 186 38

Transport, storage and communications 537 112 23

Financial intermediaries 119 15 6

Real estates, renting and business activities 412 56 21

Public administration 2786 1429 362

Education 2434 807 166

Health and social work 702 290 77

Other community, social and personal service activities

791 235 31

Private household with employed persons (for household surveys only)

1002 493 52

Foreign missions, international organisations 6 5 -

Unknown 109 61 5

Total 21175 8783 2473


1.5.2 Major Infrastructure Developments

The major village infrastructure that has been carried out during DDP5 are the education centre, National Food Technology Centre in Kanye, the construction of Lobatse-Kanye by pass and the police stations for Kanye and Mabutsane. Currently the major village infrastructure projects include: Goodhope phase 1 project, which is expected to be handed over on the 15th April 2003; Kanye phase IV stage works project, which has just started; and Council has been allocated funds amounting to 2 million for the design stage of the project: Moshupa Infrastructure Development Phase I.

1.5.3 Institutional Framework

1.5.3.1 District Council

The Southern District Council has its main offices in Kanye, which is the district head quarters, and Mabutsane and Goodhope, which is sub district, head quarters.

The council has the following statutory responsibilities:

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a. Primary Educationb. Rural water suppliesc. Primary health care and sanitationd. Bye-lawse. Regulatory and trade licensingf. Social and community developmentg. Self- help housingh. Labour intensive public worksi. Matimelaj. Remote area developmentk. Physical planning

1.5.3.2 District Administration

District Administration, has offices in Kanye, Good Hope and Mabutsane and the district head quarters is in Kanye.

It is responsible for the following core duties:

Coordination of central government program implementation and District development plans preparations. Provision of administrative supervision for all government departments at the local level. Facilitation of development in the district through its development and land use offices. Coordination of drought relief and other disaster programs. Provision of supplementary feeding to vulnerable groups and primary school children.

The department of District Administration has three main units of administration, development and food relief services. There are some offices, which are attached to the department, and these include: Civil registration, Election office, AIDS coordination and Lands. The department also has a task in administration of justice and solemnization of marriages.

1.5.3.3 Land Boards

There are two main Land boards in the district namely Ngwaketse and Rolong land boards. Rolong land board has its offices in Goodhope while Ngwaketse main land board has its offices in Kanye and subordinate land board offices in Mabutsane, Mmathethe, Moshupa and Phitshane Molopo. Their statutory responsibilities are as follows:

The granting of rights to use land. Authorizing transfers of tribal land. Authorizing changes of use of tribal land. Cancellation of the grant of any rights to use any land Imposition of restrictions on the use of tribal land.

1.5.3.4 Tribal Administration

In the Southern District there are two tribal administration authorities namely Barolong and Bangwaketse tribal authorities. They have their headquarters in Goodhope and Kanye respectively.

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The core duties of tribal administration are as follows:

Promotion of the welfare of members of the tribe. Informing the tribe of any development projects in the area, which affect them. Maintaining and preserving cultural norms and heritage. Encouraging peace and stability within the community. Encouraging and supporting rural development initiatives at the village level.

1.6 STRATEGIC ENVIRONMENTAL ASSESSMENT PRINCIPLES

Strategic Environmental Assessment (SEA) is an environmental assessment tool applied at the strategic level of the planning hierarchy, i.e. policies, plans and programmes. It is of paramount importance to include environmental issues in this plan as we have observed in the past plans that environmental issues were not thoroughly taken into account before formulation and implementation of projects.

The main aim of SEA is to identify opportunities and constraints that projects will have on the environment thus enabling comparison of alternative projects. This allows formulation of indicators and monitoring tools to be used during implementation of the plan. Strategic Environmental Assessment will therefore examine proposed developments within the context of ecological objectives of the district; national and international level thus promoting sustainable development and use of natural resources.

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CHAPTER TWO2 REVIEW OF THE DDP5 AND LONG TERM DEVELOPMENT POTENTIAL2.1 INTRODUCTION

The chapter aims to evaluate successes and failures of District Development Plan 5 in its long-term development potential as envisaged during the preparation of the plan, as well as to review sectoral performance on the plan.

2.1.1 Overview of DDP5 Goals and Objectives

District Development Plan 5 was founded on developmental oriented goals as summarized below. The development goals for DDP5 were based on the following:

Significant overall output depends on the productive work of a better-educated, well-trained and adequately equipped labour force. Productive education is power. Data has indicated that the stimulus for future growth must come from non-mining activities (in the private sector). The IFS, FAP, RIP and brigades provide the stimulus. The benefits of comparative advantages have not been fully exploited. It is projected that failures in the processing industries provide relevant opportunities to dissect their causes, propose solution and move forward. Exploration of reliable local resource base for the small scale processing industry will favour commercial industrialisation and boost diversification of the local economy. Often low market price of primary products acts as disincentive to farmers. Value added through processing mark-up prices is an important aspect of the strategy to diversify. Employment will generate household incomes and secure livelihoods. Basic social services are essential components of decentralisation of the district towards planning Areas and sub districts both now and in the future. Various programmes structured towards enhancement of human capital aim at offering equality of opportunities to all Diversification of the economy is necessary for the promotion of social justice rapid economic growth and sustained development.

2.2 ACHIEVEMENTS/OPPORTUNITIES – DDP5

The District Development Plan 5 was based on the following goals: -

To promote economic diversification with particular emphasis on creating alternative sources of livelihood for low income household and marginal communities. The objective has not been met largely because the whole plan period was characterised by drought therefore resources were channelled to drought relief measures. To promote the conservation of natural resources and their sustainable use toward diversification and broadening income earning opportunities in the rural areas. In this regard, wildlife utilisation as income earning projects will be promoted. Despite efforts to encourage the communities in Ngwaketse west to utilise Control Hunting Area (CHA) SO 2, the process has been very slow. However there has been some progress as the communities have registered a

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Trust, but the area is not yet demarcated. There is also an indication of declining population of wildlife in the CHA. To extend water supply to all villages to meet the minimum water supply demand. This has been done with some degree of success however the water situation in the Mabutsane sub-district continues to be a problem, as there is no groundwater. Groundwater investigations are continuing in the area. To develop the Health Care delivery system. The aim is to expand health care service district-wide (within financial limits) with a view to achieving the target of WHO’s "Health For All by the Year 2000". This has also been done with limited success because HIV/AIDS is over burdening the existing health facilities. The district is also facing the problem of transfers of staff without replacement and resignations of staff leave most of the health facilities with skeletal staff. To continue to provide physical and social infrastructure. The expansion of physical and social facilities derives from the policy of decentralisation to the sub-districts. The construction/maintenance of these infrastructures is also a major priority during DDP5. The district has continued to provide the facilities however delays were experienced as some contractors were deserting the projects incomplete. The other problem experienced was shortage of technical staff to inspect the projects, however after Mid-Term Review some professionals were employed. The cost escalations of projects also limited the number of projects that were supposed to be implemented in the district. Overall, the objective of providing facilities has been met. To revitalise the extension service to support and guide the efforts of the Plan and Communities. The Health, Agriculture and Social and Community Development, IFS will be strengthened to make them more responsive and result oriented. The district has not been able to make the extension service effective due to problems such as; the non-functioning of Village Extension Teams, VETs did not know their roles, this was the major problem identified, lack of orientation of newly employed officers, transfer of officers without replacement, lack of commitment, low morale of extension officers due to poor of working conditions e.g. shortage of housing accommodation and vehicles.

2.3 SECTORAL ACHIEVEMENTS AND CONSTRAINTS – DDP5

2.3.1 Production

2.3.1.1 Crop Production and Forestry

This sub-sector has not improved as projected in the subsequent plans due to a number of constraints drought inclusive. However labour shortage appears to be the major problem, majority of arable farmers are old as such they are unable to carry out the required crop husbandry procedures or increase production.The table shows the project/activities that were planned for DDP5 and what the district has been able to achieve.

Table 2.13 Achieved Projects – Arable Sector

Objective Planned Activity Achievement

To promote afforestation 650 000 seedlings provided 725 355 seedlings provided

Establish tree nursery Nursery established at Jwaneng

To Control Soil Erosion 1 288 diversion channels 111 diversion channels made

346 gully control structures 66 structures achieved

To manage veld fires 5 fire breaks constructed 11 fire breaks constructed

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Objective Planned Activity Achievement

Establish Agricultural projects 11 4B clubs to establish gardens 10 4B clubs established gardens

Establish Irrigation schemes 15 irrigation schemes 20 irrigation schemes installed

Promote appropriate land uses 15 drift fences maintained 8 fences maintained

16 new drift fences 3 new fences done

Establish horticultural projects 139 projects to be established 12 projects established

8 projects expanded 4 projects expanded

8 projects revived 2 projects revived

Establish bee colonies 38 bee colonies to be established 12 bee colonies established

14 bee colonies to be replaced 19 bee colonies established

Train farmers 10 458 farmers to be trained 7 019 farmers trained

2.3.1.2 Animal Health and Production

The department realised major success during the plan period. The period started off with drought and at the mid term review there was some element of flooding and good rains though late in the beginning of 2001.

Poultry production was the most successful enterprise during the plan period making the area self sufficient in poultry meat but not eggs.

The problems encountered during the first phase were shortage of manpower and shortage of transport. Marketing of produce of animal was a major constraint during this entire period and future programs should address this issue for continuity of the projects.

Table 2.14 Achieved Projects – Animal Health & Production

Proposed project Progress Outstanding

To build 4 T/A houses 10 T/A houses constructed Nil

Intensify extension by deploying more extension staff

Of the 15 extension areas 14 have extension agents

Four T/A requested

Conduct in-service courses for T/As and V/As

95% of T/A trained To be trained in the next plan

To train farmers Done on various fields On-going

Construct 5 loading rumps 2 complete (Mabule &Molopo)

Continue building crushes in district

Good progress in respect of new and renovating old ones

Still continuing on going exercise

Continue mobile LAC sales Two every year done Target achieved

Finish construction of AI houses at Tsatsu & Good hope

Complete Nil

Train farmers on AI Done once every year On-going exercise

Vaccination for Quarter Evil (Q/E), Anthrax, Contagious Abortion(C/A) and Rabies

1997 1998 1999 2000 2001

Anthrax

139 861

145 821

189 239

157 587

126 489

QE 47 420 62 120 80 011 86 628 57 966

C/A 18 034 - 19 302 14 262 -

Rabies 6 961 122 033

15 163 9 816 -

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Proposed project Progress Outstanding

Botulism

- 122 033

98 970 - -

LSD - - - 127 000

-

Establish sub-district office and LAC Warehouse

Good hope - construction on progressGasita – awaiting plot allocation.P/Molopo – plot available

Phitshane- MolopoGasita

Dairy Unit

Periodic visits to dairy projects and assessment of new sites were done to advice farmers during the plan period. There are 6 new projects established in the district of which one is defunct. Five dairy courses were conducted for farmers and dairy farmers attended 5 National Dairy Conferences from the district. One individual pasteurising plant has been established in Mmathethe. Government under NDP8 constructed a Milk Collection Centre for farmers as a co-operative in Pitsane.

Constraints:

Transport problems to visit projects. Land allocation for projects was slow. Dairy animals were not easily available locally and no animals could be imported from South Africa due to Foot and Mouth Disease outbreak.

Poultry

Government institutions such as Community Junior Secondary Schools were not allowed anymore to benefit from AE10 or FAP during the plan period. Farmer training courses conducted were 11 (eleven) and one workshop. A market survey was carried out for poultry products and 3 (three) Kgotla meetings were conducted to educate the community on government policies.

Constraints

There were disease outbreaks such as Newcastle that affected some projects. Poor management of projects by farmers was a major problem.

Small stock

Under SLOCA programme, six (6) small stock dip tanks and handling facilities were constructed at Malokaganyane, Sesung, Maisane, Lokgwathi, Metlojane and Mogobiakgomo. There were 56 FAP projects established during the plan period. Even though most projects were established, there was low off take to BMC. Farmers were trained on small stock courses and 12 were achieved.2.3.1.2 Department of Cooperatives

The major objective of the department is to provide technical advisory services that promote competitiveness, productivity and economic sustainability of cooperatives. Moshupa Multi-Purpose Cooperative Society expanded its operations by expanding the supermarket, opening a liquor restaurant and purchasing a truck. The society also leased properties from Ntlhantlhe Multi-Purpose. However the society has not done well in supplying agricultural inputs to farmers as the Department of Crop Production and Forestry have been supplying the farmers with the inputs. Tshwaraganang Dehuller Milling Group-Ranaka, Kanye Group, Phitshane Molopo and Ranaka multi purpose cooperatives are not functioning due to liquidity problems, lack of commitment from

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members and mismanagement problems. The Western Ngwaketse Marketing Cooperative has been only engaged in livestock marketing since 1996 after the retail section collapsed. The cooperatives are currently processing the leasing of its premises.

Pitsane Dairy Marketing Cooperative Group consists of nineteen (19) dairy farmers in the Barolong Farms catchment area. This group is in the process of registration and once registered it will assume the management of the milk pasteurising plant. The plant was constructed with the assistance of the Ministry of Agriculture at a cost of P1 700 000.00. The members have to raise funds to enable them to purchase a refrigerated van and to meet the running costs.

2.3.2 Physical Infrastructure

2.3.2.1 Transport and Communication

Roads

The DDP5 target was to provide reliable access to communities and to areas with economic potential and supporting decentralisation of services by improving/upgrading the external road network and strengthening the implementation capacity for development and maintenance of roads. At the end of the plan period, 62 out of 83 villages (with Primary Schools) can be accessed by tarred or gravel road.

Table 2.15 Achieved Projects - Roads

Planned Projects Implemented Projects

Upgrading of 392km road 61km upgraded to earth standard

394 to gravel standard

6km to bitumen standard

2 light duty vehicles 3 vehicles bought

4 tipper trucks 4 tipper trucks bought

3 motor grader 1 motor grader purchased

1 front-end loader Not realised

1 water bowser Not realised

1 compaction roller Not realised

Roads – Central Government

The planned projects for the plan were re-construction of Jwaneng – Sekoma road and construction of Mogobane – Ranaka road. The projects have started in DDP5 but will spill over to DDP6. Other projects that are being implemented are the Lobatse – Kanye by-pass that also spills over to DDP6 and the fencing of Kanye-Ramatlabama road has been carried over to NDP9.

Telecommunications

During DDP5, the projects planned were to develop the telecommunications network in the Barolong areas including Ngwaketse west. The project is still on going and it would be completed during the first year of DDP6.2.3.2.2 District Housing

The district has actually implemented more projects than planned. A total of 234 houses of which 61 are still ongoing were implemented compared to the 191, which were planned. Of these houses, 56 are for District Council, 28 for Land Boards, 87 for District Administration and 63 for Tribal Administration.

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2.3.2.3 Water Supply

Water and Waste Water

The DDP5 target was to improve the reliability of village water supply systems in the district by rehabilitating/upgrading village water supply systems, replacement of water tanks and construction of new water department offices at Good Hope and Mabutsane. The rehabilitation of water supply systems at Molapowabojang, Lotlhakane East and Mosi will be carried over to DDP6.

Table 2.16 Achieved Projects - Water


Rehabilitation/upgrading of 37 water supply systems All have been upgraded/rehabilitated

Replacement of 29 water tanks 20 tanks have been replaced

New Water offices at Good Hope and Mabutsane Offices constructed

8 new village water systems 8 established

Purchase of truck and 3 light duty vehicles Vehicles bought

91 villages to have reliable water supply 86 villages have reliable water source

Constraints

Areas with acute water shortage due to low groundwater potential (Ngwaketse West and Manyana/Ntlhantlhe/Ranaka/Kgomokasitwa area) Water wastage as a result of livestock watering from public standpipes Shortage of manpower at senior and junior level partly due to vacancies/transfers without replacement Shortage of transport due to limited funds.

Department Of Water Affairs

Additional boreholes have been drilled and equipped at Kgwakgwe and Ramonnedi. To this effect the water reticulation scheme has been completed as such water supply to Kanye and Moshupa have been augmented. Therefore the water supply is sufficient and more consumers are being provided with private water connections and the water works area has also been extended. The expansion in the water works area has resulted in increased number of water consumers with subsequent increase in revenue accruing from private water connections. The introduction of the computerized water billing system has significantly improved the efficiency in billing and revenue collection. However there is a serious shortage of trained computer personnel and the available ones are not easy to retain due to poor conditions of service and low salary offered by government.

2.3.2.4 Land Servicing/Village Infrastructure

The DDP5 target was improving/upgrading industrial, commercial and residential areas by providing the necessary physical infrastructure such as tarred roads, bus rank, parking space, storm water drainage, street lighting to 4 major villages of Kanye, Good hope, Moshupa, and Mabutsane. These projects have not been met in spite of increased funds due to the large amount of funds these projects require. Only 2 villages, Kanye and Good hope have improved their physical infrastructure during the plan period. Infrastructure development for Kanye stage 2, Moshupa and Mabutsane will be carried over to DDP6.

Constraints

Labour intensive methods delays road works as it attracts old people.

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Lack of adequate manpower to decentralise for better supervision of projects and other road works. This has reflected badly on Council’s performance (expenditures) and has sometimes resulted in the reduction of funds provided to Council. Lack of base maps and cadastral surveys. Delays in release of funds that are usually insufficient to undertake projects.

2.3.2.5 Power

Electricity

Electricity supply is improving through the village electrification programme. During DDP 5, all villages that were planned for power connection have been connected, these are: Mabutsane, Khakhea, Mabule, Metlojane, Rakhuna, Magotlhwane, Ntlhantlhe, Sedibeng, Ramatlabama, Moshaneng, Gathwane, Lotlhakane East, Lekgolobotlo, and Kgomokasitwa villages were electrified.

Solar Energy

Solar energy is mainly used for water heating through out the district, mostly in government and council houses. Council is also using the energy for health and school facilities for lighting.

2.3.3 Industrial and Commercial Development

2.3.3.1 Integrated Field Services (IFS)

IFS is charged with the responsibility of promoting the development of industry and the transfer of technology through a variety of public policies and programmes aimed at diversifying the economy, increasing employment opportunities, developing local entrepreneurship and increasing the participation of Batswana in industrial projects.

During DDP 5 much emphasis was placed on training. The department offered a number of short courses on business management and technical training. Even though training was provided, production on the small-scale projects did not improve.

Table 2.17 FAP Grants During DDP 5 - Southern District

Project type No. Of approved projects

Total investment in pula

Total FAP grant in pula

Projected employment

Agriculture 648 39 149 084.69 31 426 504.31 1 623

Industrial 488 48 511 222.77 15 179 954.58 1 840

TOTAL 1 136 87 660 307.46 46 606 458.89 3 463

Source: IFS - Southern

2.3.3.2 Wildlife & National Parks

The department was supposed to assist the community on the Bird Sanctuary at Mmakgodumo, but the project ha not yet started. The Vultury at Manyana project did not take off the ground due to the fact that the cape vulture, which used to nest at Manyana, migrated to Manyelanong as such there are no vultures in the area since 1998.

The Gasita Game Ranching project was not implemented due to the conflicts existing in the area as some borehole owners around the area are against the idea of having a game ranch.

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2.3.4 SERVICES

2.3.4.1 Health

The health goal has been to develop the health care delivery system and expand the health care services district-wide by providing sufficient manpower and necessary facilities.

Table 2.18 Achieved Projects - Health


1 clinic 1 clinic

4 maternity wards 3 maternity wards

2 health posts, 3 health posts

24 nurse’s houses 44 nurse’s houses

11 incinerators 8 incinerators

2 DHT offices 2 DHT offices

14 DHT houses 6 DHT houses

11 vehicles 11 vehicles

15 radio communications 9 radio communications

Constraints

Due to lack of accommodation (currently the shortfall is 74 houses), nurses have to seek accommodation in private homes and VDC houses outside clinic premises; this adversely affects service to patient after hours. Shortage of transport affects the management of programs by District Health Teams (shortfall of 15 vehicles). Shortage of manpower. This is worsened by transfers without replacement and resignations therefore clinics run with skeleton staff. DHTs have not been expanded to include specialised services like eye nurse, dentist, and occupational health. Insufficient and irregular supply of drugs.

2.3.4.2 Environmental Health

During DDP5, the goal for the Environmental unit was to maintain a high standard of environmental health services in order to reduce the incidence of preventable and communicable diseases.

Table 2.19 Achieved Projects – Environmental Health

Planned Projects Achieved Projects

Kanye landfill and 6 refuse disposal sites Not Done

3 vacuum tankers, 3 refuse trucks and 2 tipper trucks 4 Vacuum tankers, 5 Refuse trucks, 1 Tipper truck

Latrine construction by providing 3000 substructures 837 sub structures & 215 dry compost latrines

Constraints

The following constraints/problems have been identified:

Shortage of waste collection vehicles to cover adequately the whole district, including specialised vehicles for transporting medical waste and builders’ rubble.

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Lack of properly designed facilities to dispose off liquid waste, which is currently being disposed off in a burrow pit and seriously posing a threat to groundwater aquifers (contamination). With regard to the latrine construction program, beneficiaries take time to register and prepare the pits and some beneficiaries also take a very long time to build the superstructures. Funding was not released during the first two years of the plan because of the threat of these toilets to contaminate groundwater. Shortage of manpower to supervise sanitation activities at community level.

2.3.4.3 Education

Primary

The main goal of the district IS to improve primary education by providing the necessary facilities and equipment.

Table 2.20 Achieved Projects - EducationPlanned Projects Implemented Projects

314 classrooms 287 classrooms

238 teacher’s quarters 373 teacher’s quarters

14 administration blocks 5 administration blocks

9 school kitchens 5 kitchen/stores,

318 pit latrines, 200 toilets

1 special education facility (Kanye) 2 special education facilities

2 buses. 2 school buses, 2 mini buses, 2 trucks and 3 light duty vehicles

Secondary and Tertiary Education

There was a provision in DDP 5 to upgrade some CJSS in the district to increase capacity, but due to financial constraints most of the schools were not upgraded. The expansion of Seepapitso and Moshupa senior secondary schools is on gong and would spill over to DDP6. The Kanye Education Centre was constructed during the plan period and it is in operation. The Moshupa brigade has been established but the first intake for the brigade would be in 2004/05.

2.3.4.4 Social and Community Development

The Social and Community Development assists communities under the Community Projects programme to identify and solve their economic and social problems by providing financial support, skill and leadership training (running various training workshops) and strengthening the extension service.

Table 2.21 Achieved Projects – Social & Community Development

Planned Projects Achieved Projects

Assisting 19 villages with block grants 4 block grants have been issued

57 small projects 6 small projects

16 pilot components Not Done

38 micro projects Not Done

2 trucks and 1 light duty vehicle One truck has been provided

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Constraints

Continuously increasing, in the case of orphans escalating numbers of clients, whereas the necessary manpower and the supporting infrastructure, in particular transport, have not been made available (e.g. orphan care) or are not been increased to the same extent. For an ideal situation the staff need at least to be doubled in all three programmes. Specialised manpower is needed or the existing manpower better trained on acts, legislation, proclamations, policies and other blue prints like short- term plans and in handling disaster. Lack of education on the part of the community regarding the orphan care program. Communities find it difficult to raise the required contribution of 10% or 25% in some cases for Community Projects.

2.3.4.5 Remote Area Development Programme (RADP)

The DDP5 goal under this department was to promote economic diversification with particular emphasis on creating alternative sources of livelihood for low income households and marginalized communities by providing physical infrastructure, supporting institutional building, promoting productive income and employment opportunities and strengthening extension services.

Table 2.22 Achieved Projects - RADP


1 village water supply scheme

Assisting in 31 small-scale industrial projects 14 small-scale projects were initiated and 9 projects are operating

Distributing 400 goats, 275 cows and 12 bulls 560 heifers, 23 bulls, 650 female goats and 65 rams have been distributed to 239 beneficiaries.

2 light duty vehicles and 1 truck 1 truck and 3 light duty vehicles have been provided

2 staff houses Not Done

Constraints

The sustainability of the projects, in particular of most of the small-scale industrial projects but also of the cattle purchase scheme, is questionable, especially due to market problems, poor business management skills and lack of embarking on feasibility studies before engaging in the projects. There is a need for close monitoring the projects and timely interventions. Due to the low potential of potable groundwater in the Mabutsane Sub District, some RAD settlements in this area have a problem of water supply for the successful implementation of agricultural projects with a higher water demand, i.e. horticulture and poultry.

2.3.4.6 Labour and Social Security

The Department of Labour and Social Security provides labour administration services and these include mediation of labour disputes, provision of labour and factory inspectorate services, work permit processing, apprenticeship training and testing, workers safety and health management as well as workers compensation administration. During the DDP 5 plan period the department has been covering Southern District from Lobatse and Jwaneng offices, as they have not yet decentralised to the district. The

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Labour department will continue to provide these mobile services, until an office is constructed in Kanye.

2.3.4.7 National Museum, Monuments and Art Gallery

The primary goal of the National Museum is to preserve and promote Botswana’s cultural and natural properties for now and for posterity. Oral traditions also form an integral part of this process. A community museum, Kgosi Bathoen II (Segopotso), was established in Kanye in 1999. The museum is housed in the former District Administration offices. During DDP 5 plan period the museum carried out several exhibitions including; Local Artists, Bessie Head and World War II Veterans. The museum is having financial constraints to run planned activities.

2.3.4.8 Culture and Youth

In southern District there are two operating youth offices in Kanye and Good Hope. The Kanye office covers 50 villages whilst Good Hope office covers 49 villages. District Youth Office’s structure is very thin to the extent that district officers are over burdened and overstretched in terms of their areas of coverage.

Achievements Of Youth Affairs During DDP 5/ NDP 8

The department decentralized and established an office in the district to assist in youth issues Assisted youth with grants for youth empowerment i.e. is promoting youth initiatives and projects Review of District youth Councils to deal with all aspects of youth Development Developed networking, collaborative mechanisms and a directory of youth clubs particularly out of school groups. Conducted a variety of workshops, seminars, training, youth symposiums, youth festivals/ rallies and HIV/ AIDS campaigns

Constraints

Guidelines for funding these projects are not yet approved, and there is no committee in place to assess the projects, therefore the officer awards alone, yet the officer is not trained on project assessment and monitoring. There are no penalties for young people who default.

2.3.4.9 Botswana Police

During DDP5, two (2) police stations were planned for implementation. They have all been implemented and these are Sejelo Police Station in Kanye and Mabutsane Police Station. The housing units for Kanye, Mabutsane have been completed and Moshupa (10) will spill over to DDP6. The increase in manpower met the requirements of new facilities and extension of the existing stations. It was not possible to expand manpower to most existing stations due to lack of office and housing accommodation.

2.3.5 District Institutions

2.3.5.1 Tribal Administration

The table below shows the villages that the Customary Court Offices were built during DDP5 and those not implemented due to financial constraints.

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Table 2.23 Achieved Projects – Tribal Administration

Projects Realised – Kgotla Offices Projects not Done – Kgotla Offices

Kgoro, Tlhareseleele, Cwagare, Ramatlabama, Mmakgori, Ga Segwagwa, Mokgomane, Lotlhakane West, Manyana

Leporung, Mokhomma, Gasita, Molapowabojang, Sedibeng, Thankane & Kanye

2.3.5.2 Land Board

The district has planned to implement five (5) Land Board offices at Phitshane Molopo, Mmathethe, Moshupa, Mabutsane and Maokane. Three projects were implemented (Phitshane Molopo, Mmathethe and Moshupa). The rest would be carried over to DDP6.

2.3.5.3 District Administration

The coordination role played by District Administration in the district remains important, but it is limited by inadequate manpower and logistics such as transport. This is even made worse by the departments that are established in the district and the DA has to support them with the limited manpower and transport. The development/planning cadres still remain a problem and need to be increased so as to effectively and efficiently cope with the ever expanding government services to rural areas and strengthen further the institution’ coordination role. The warehouse that was planned for Mabutsane has been constructed and this has improved food distribution in the Ngwaketse west.

2.3.5.4 Council

Rural administration centres

One of the big projects implemented in the district during DDP5 is the Mabutsane Rural Administration Centre (RAC). Over and above the new RAC for Mabutsane, the district had planned to upgrade Kanye and Good Hope RACs but due to lack of funds these could not be done.

Council Chamber – Kanye

Construction of a Council Chamber in Kanye is ongoing at 98%. The project was funded under Development fund. Funds amounting to P1.06m have been allocated for the completion of the project for the 2003/04 financial year. The project is not left any major construction works and the funds will be mainly for utility services (power, water, telecommunications) and finishing stages.

Local Authority Development Grant

This programme has had a problem of funding for the whole plan period. All the planned projects two (2) Mechanical Workshops – for Good Hope and Mabutsane, Upgrading Workshop at Kanye and Warehouse at Mabutsane could not be implemented due to insufficient funding. The only projects that were implemented are purchase of vehicles – two (2) trucks for S&CD and RADP, a light duty vehicle for RADP and wiring of Council and Land Board houses at Mabutsane.

Maintenance of public facilities

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Poor maintenance of public facilities (especially education and health facilities) has been a public outcry in the entire district. Funding of maintenance projects under recurrent was quite insufficient to cope with the maintenance requirements of all the facilities. Introduction of the Maintenance of Public Facilities vote (a capital fund vote) came as a rescue because with the funds allocated under this vote a large scale of projects could be covered.

Currently the district is undertaking various projects worth P5, 706,747.00 across the district. Table 2.6 below shows the number and location of facilities that are covered under the first batch of the maintenance programme.

Table 2.24 Projects Implemented Under Maintenance of Public Facilitators

Project Component Qty Location

Upgrading of staff houses 19 Kanye (15), Pitsane (4)

Maintenance/ upgrading of health facilities

19 Pitseng, Moshupa, Digawana, Mmakgori, Khakhea Motsentshe, Tshidilamolomo, Khonkhwa, Tshwaane, Mokhomma, Lotlhakane West, Ralekgetho, MoshanaSelokolela, Magotlhwane, Sebego, Sekhutlane, Mabutsane, Lorolwane

Maintenance of Education facilities 17 Sebego, Motsatsing, Matsaakgang, Makaba, Rachele, Mokgadi, Kgabophuti, Lotlhakane East, Gatlhwane, Mokgomane, Kgoro, Phihetswane, Sedibeng, Thankane, Cwaanyaneng, Mokhomma, Samane

Maintenance of S&CD offices 4 Molapowabojang, Phitshane Molopo, Digawana, Mmathethe

Other Council facilities 2 Good Hope, Mabutsane Water offices,

2.4 CONSTRAINTS/CHALLENGES IN DDP5

Insufficient resource allocation for planned projects has led to postponement of projects. The District continues to experience cost overruns as a result of delay in implementation of development projects, policies and programmes caused by lack of capacity, unskilled personnel, brain drain and defaulting contractors. The management of transport remains a major challenge. Most departments are operating without adequate transport and equipment. The scarcity of drinking water especially in the Mabutsane sub district is still a problem. Most of the boreholes drilled, either have poor quality water or they are blank. This hampers some developments to be put up because of water scarcity. Unserviced commercial plots in major villages was a problem, but Kanye and God Hope, the servicing of the plots is on-going and will spill over to DDP6. Shortage of housing and office accommodation for both Central and Local Government needs to be critically looked into especially in the interest of productivity and decentralisation. Mushrooming of settlements is a serious problem. The settlements want to be provided with essential services such as health, water and primary education. Poverty and unemployment which has been exacerbated by HIV/AIDS epidemic has also been a major challenge for DDP5 and will continue so in DDP6

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Environmental degradation caused by over grazing. Poor waste disposal Veld fires.

2.5 LONG TERM POTENTIAL DEVELOPMENTS

Promotion of economic diversification: this will entail vigorous support in the form of training of entrepreneurs in the aspects of project identification, management and marketing. In this regard, relevant stakeholders such as IFS, Agriculture, RIIC, etc will be expected to take the lead. The manufacturing industry has grown from 3% in 1991 to 6.4% in 2001; therefore it can be intensified in the district to promote diversification. The tourism sector also has potential in the district, as there are some sites such as Manyana, Mmakgodumo, etc that can be developed. The National Master Plan for Arable Agriculture and Dairy Development (NAMPAADD) can also be utilised in Barolong farms area where the soils are very good for arable farming. Promotion of conservation of natural resources and their sustainable use for income earning opportunities:o The district needs to be strengthened to perform its role of extension effectively. Transport and provision of trained/re-training of existing manpower is necessary. o The promotion of alternative energy sources such as coal, solar power technology. Government institutions should take a lead role in promoting these technologies. o The district to vigorously educate communities on utilising natural resources to create income-earning opportunities.

Investigation and expansion of water resources to support agribusiness: o The small dams section in the Ministry of Agriculture should play a major role. o The district should also educate communities on conservation techniques on the use of water. o More research on groundwater investigations and uses should be done. Continued provision of physical and social infrastructure. o Service provision to also consider economic potential of regions. For example, productive areas to be given priority. This is not to disregard social dimensions. Cost Recovery. o It should be carefully implemented so as to target according to ability to pay and/or level of use by individuals. It should be consistent with re-distribution of resources from the better off to the needy, at the same time without being used as penalty or disincentive to the former.

2.5.1 Development Potential

There are a number of potential economic development growth areas that can be further looked into during the implementation of DDP6. These are:

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2.5.1.1 Agriculture

The growth potential for this sector will be based upon increasing the level of commercial farming. With the implementation of NAMPAADD, farmers can group themselves and venture into commercial farming. Areas around the Barolong area can venture into arable farming whilst those in the western part of the district can intensify pastoral farming, as there is potential for fencing ranches.

2.5.1.2 Tourism

There is potential for the tourism sector to be of importance to the district. The communities can be encouraged to utilise the Wildlife Management Areas (WMAs) in the district to go into eco-tourism, game farming and establish any other tourism related activities in the area. The Trans Kalahari Highway passes through the district and it serves as a link between South-Africa, Botswana and Namibia and it’s a coast-to-coast corridor (Maputo-Walvis Bay corridor) linking Botswana, Swaziland, Mozambique, Namibia and South Africa. Support infrastructure for tourism such as accommodation facilities, vehicle repair and related services, fuel points, etc is still limited, therefore it is an area that the district has potential.

2.5.1.3 Formal and Informal Businesses

With the servicing of Kanye and Good Hope villages, there is potential for plot owners within these areas to develop them so as to create formal and informal employment.

2.5.2 Development Constraints

The National Master Plan for Arable Agriculture and Dairy Development encourages farmers to group themselves so as to be productive. Experience has shown that syndicating is not effective in the country; most syndicates’ projects have collapsed.

Community projects can do very well, but it is still difficult for the benefits of these projects to trickle down to the household level. Most of the households within the community are not benefiting, except for those who are employed in the project.

The market for tourism in the country is still limited, and most people do not have the marketing and entrepreneurial skills to start and market their businesses.

2.6 LINKS TO NDP9 THEME

The theme for the National Development Plan 9 is ‘Towards Realisation of Vision 2016; Sustainable and Diversified Development Competitiveness in Global Markets.’ The DDP6 is enshrined in NDP9, which emphasises on economic diversification for employment creation and poverty alleviation and environmental conservation. The district’s development goals also try to address these issues.

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CHAPTER THREE3 DDP6 DEVELOPMENT GOALS & OBJECTIVES3.1 PLANNING FRAMEWORK

The theme for National Development Plan 9 is “ Towards Realisation of Vision 2016: Sustainable and Diversified Development through Competitiveness in Global Markets.” The District Development Plan is in line with the National Development Plan 9 goals and objectives and they will therefore make specific reference to the strategic plans of the Ministry of Local Government and other ministries, which are geared towards realisation of Vision 2016 goals. 3.1.1 Vision 2016

The vision envisages a society at full employment with equitable income and no absolute poverty. The National Development Plan 9 theme emphasises on competitiveness in the global market, which is essential for sustainable development, which in turn, will reduce unemployment and poverty. The Southern District Development Plan 6 through its set goals and objectives commits itself to actualizing all pillars of Vision 2016 with specific attention given to provision of basic infrastructure and services including safe water, waste disposal, telecommunication, health, education and recreational facilities3.1.1.1 An Educated, Informed Nation

The district through different sector will work towards improvement of the education systems and information dissemination. One the district’s goals is to improve the standards of living of the community in Southern District. Education has been viewed as an investment leading to higher quality of human capacity and productivity and better quality of life. The district has therefore put public education as its objective to achieve improved living standards for its community. Through different sectors the community will be educated on different aspects. Workshops will be conducted to educate the community on government schemes and programmes and the district will also provide entrepreneurial training for the youth and the Remote Area Dwellers (RADs).Under its goal of providing adequate and quality infrastructure the district has as one of its objectives, provision of adequate education facilities. This will target pre-primary, primary, secondary and non-formal education. Through provision of infrastructure the district will be improving access and quality of education. During DDP5 the district tried to implement the Revised National Policy on Education, especially in provision of teachers quarters, classrooms, toilets and Administration Blocks. In DDP6 the district aims at eradicating the backlog of education facilities – classrooms and teachers quarters (to attain classroom/pupil ratio of 1:35 and provide each teacher with a 2 bed – roomed house), toilets, construction of a few new primary schools to relieve the existing ones and to provide more access to areas that were not covered in DDP5. Provision has also been made for construction of Science Rooms, Resource Centres, Special

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Education Facilities, Administration Blocks and provision of power. Furthermore, the district is providing two teacher schools for small and Remote Area Development settlement. As an effort to enhance equity in provision of education, through the Remote Area Development and Social and Community Development departments the district is encouraging and also providing pupils with the necessary support for them to attend school. On secondary education there will be upgrading of Seepapitso and Moshupa Secondary Schools and construction of a new senior school for Goodhope. On tertiary education the district will upgrade Kanye Brigade and a proposal for a new brigade at Moshupa to increase access to technical education.The district also aims at improving access and quality of pre- school education through closer monitoring of licensing of pre – schools and through the Social and Community Development department, the district will assist in construction equipping and staffing community Day Care Centres, will also assist in training and running workshops for community Day Care Centre staff A regional office for the department of Information and Broadcasting will be constructed in Kanye and district offices will be constructed at Goodhope and Moshupa to provide adequate office accommodation. This will improve the district’s services on publication for BOPA, Radio Botswana and Botswana Television. The district also realises information dissemination through the National Library Services. A new public library, extension of Kanye public library as well as mobile libraries has been provided for in DDP6.3.1.1.2 A Prosperous, Productive and Innovative Nation

Public Sector Reform is one important aspect in achieving sustainable economic diversification. The government needs to make the public sector more efficient and accountable through implementation of programmes like Performance Management System, computerisation, decentralisation and privatisation.The district, like the rest of the country has had problems of poor implementation of planned projects/ programmes, which to some extent has been due to lack of productivity on the public sector. In an endeavour to address this problem the district has put as one of its goals, improvement of service delivery in the public services and that will be achieved through continuous training on Performance Management System for the entire public service. In addition to that further decentralisation of some functions, privatisation and computerisation will be continued in this plan period.Citizen empowerment through education and training and hand infrastructure development in the district will go a long way in encouraging industrialisation and foreign investment. The district plan has made provision for infrastructure development projects like the Moshupa internal roads, sewerage project in Goodhope and Kanye Infrastructure project (continuing from DDP5). The district also has six RADs settlements for which the plan has provided for entrepreneurial

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training and assistance for implementation of income generating projects.The Southern District is also facing a challenge to make agriculture productive and profitable. The district will implement agricultural policies and programmes aimed at improvement of food security through adoption of high productive resource efficient technologies and practices and promotion of natural resourcesAvailability of quality housing and shelter plays a major role in public health and productivity. When the programme was started during DDP5 it was based in the district headquarters of Kanye, Goodhope and Mabutsane. In DDP6 the district will be extending SHHA to cover more communities, recently few 18 more villages Moshupa, Manyana, Mabule, Pitsane, Phitshane Molopo, Mokgomane, Mmathethe, Digawana, Molapowabojang, Lotlhakane East, Mahotshwane, Sekoma, Keng, Khonhwa, Itholoke, Khakhea, Morwamosu and Kokong. Provision has been made in the plan for improvement in transport for material delivery and project supervision hence the programme would be easily extended to other areas. 3.1.1.3 A Compassionate Just and Caring Nation

Through implementation of government policies/ programmes the district will provide social safety nets like destitution, orphan care, home based care and pension. Poverty alleviation in the district is addressed by provision of economic resources especially for selected groups of the community like the Remote Area Dwellers and the youth through Remote Area Development Programme (RADP) and Youth development programme.By end of DDP5 the district needs with regard to provision of access to health facilities was not met. The district has been operating with only two hospitals, Goodhope Primary Hospital and Kanye Seventh Day Adventist hospital. The nearby towns of Jwaneng and Lobatse have assisted in provision of health services including environmental health services like the incinerator. The district has during this plan period proposed for two new hospitals to improve access to health services and a regional landfill with an incinerator in Kanye. In additional to that there will be construction of new clinics, health posts and upgrading of existing facilities, reduction of HIV/AIDS spread and impact through health education and Community Home Based Care. Furthermore the district will mainstream AIDS into development projects during implementation.3.1.1.4 An Open, Democratic and Accountable Nation

Openness, democracy and accountability can be realised where there is transparency, political freedom and where the community has an understanding of their role in governance. This can only be achieved through public education, and the district will with the assistance of the Independent Electoral Commission provide the public with information to make them aware of their responsibility in political leadership and the importance of their participation in selection of their leaders. The district, through department like Social and Community Development will also continue to educate community representatives like the Village Development Committees and village leaders on issues relating to government policies and programmes would encourage and programmes. Through continuous consultations and community mobilization on issues

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relating to developments of the local community the district will achieve openness, democracy and accountability as that will keep people aware of what is going on and also allow them to make contributions.

3.1.1.5 A Moral and Tolerant United and Proud Nation

Preservation and promotion of the community’s culture and history is an important aspect of pride, and tolerance and acceptance of other people’s cultural, ethnicity or spiritual values indicates morality and could encourage unity in the society. The district plan encourages and supports the community’s preservation through projects like the museums and monuments. The district’s community museum, Kgosi Bathoen II has carried out several exhibitions during DDP5 and plans to continue carrying out exhibitions and also increase its collection of cultural objects. Other projects include fencing and conservation of historical sites like the Gasita pan, “Lenao la ga Matsieng” in the Kanye area and Livingstone Tree in the Manyana area. The district also has in its plan the observation or commemoration of Youth Cultural day, Women’s Day lead by the department of Youth and Culture and BOFWA.

Sports and recreation is also used to display peoples norms and values, and they are also tool for unity and pride. To encourage sports and recreation the district will construct a sports stadium in Kanye and at least four Youth Centres and two recreational facilities will be constructed under the Community Development programme. One of the objectives for these recreational facilities is to discourage immoral practices like alcohol abuse, especially for the youth.

3.1.1.6 A Safe and Secure Nation

Safety and security can be ensured through protection and law enforcement by government institutions of Tribal administration, Botswana, Local Police and Prisons. The district is faced with crime to the same extent as other local districts, with cases varying from stock theft, robbery, assaults, rape and murder. The district plans to increase and improve its coverage in crime prevention through construction of customary courts in 20 villages. Social safety will be maintained by attending to natural disasters like fires, floods and drought through the Drought Committee and District Disaster Committee (operating in case of outbreaks – with the assistance of the National Disaster Committee and Office of the President.

3.1.2 National and Environmental Key Issues

The Key Environmental issues highlighted as the nations main concerns are; natural resource utilisation, land and water, wetlands conservation, pollution, waste management and use of firewood for energy. The main challenge facing the nation now is to work towards efficient and sustainable and optimal use of natural resources, to raise productivity of resources and reduce wastage.3.1.2.1 Pollution and Waste Management

The district has experienced air pollution, though very minimal and specific to large centres - Kanye and Goodhope. Due to poor waste management (lack of abattoir, lack of sewerage systems) some areas are characterised by bad smells from liquid waste from some of the village institutions like the primary hospital in Good hope, prison, the mall area in Kanye and also from some local butcheries. Land and soil pollution has also existed due to both untreated solid waste and littering.

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Underground water pollution was experienced in Mabutsane and the problem was attributed to the location of graveyards near a water source.3.1.2.2 Use of Firewood for Energy

Southern District as a rural district still has a majority of its population using firewood for energy. That has resulted in land degradation and it is evident that there has been depletion in firewood sources in village surroundings, as people now have to travel long distances to fetch firewood.3.1.2.3 Land

Overgrazing in some areas has occurred and that has resulted in land degradation. With persistent droughts, it will take time for the land to recover. The other issue on land is the high demand for land in residential areas, which has resulted in villages expanding into lands / farming areas.3.1.2.4 Water

Water shortage and poor water quality has been a problem especially in the western part of the district. Livestock watering in public standpipes is another issue of concern in the district. The communities have been addressed and efforts were also made to enforce byelaws on water misuse but with difficulties as the offenders normally water their livestock during the night.The district has a task to protect the environment through proper waste management, avoid pollution and discourage use of firewood for energy. It also has the responsibility to manage land use, to provide sufficient potable water and control / ensure proper use of water. 3.1.3 Ministry of Local Government - Strategic Plan

The Ministry of Local Government is charged with the responsibility to provide basic physical and social facilities to the communities. The Ministry's strategy is based on the seven pillars of Vision 2016 with the overall objective of being a competitive and customer focused centre of excellence. This would be achieved through embarking on comprehensive public sector reforms. The Ministry's Strategic Plan consist of six Key Result areas (KRAs) namely:a. Employee competencyb. Customer satisfactionc. Policy implementation effectivenessd. Ministry leadership effectivenesse. Community quality lifef. Productivity and organisation effectiveness

To achieve its goals the Ministry will roll out the PMS concept to Local Authorities and request them to produce strategic plans that are in line with the Ministry's strategic plan.

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All the local institutions in district are aware of PMS and have a responsibility to put PMS concepts into use. 3.1.4 District Key Issues

The district's Key issues are as follows: 3.1.4.1 Poor Implementation and Monitoring Of Planned Projects

Projects were not implemented as planned, some projects were either started later than planned or left out altogether without consulting the affected community. The implemented projects also took very long to complete. It was indicated that consultation is very important, in case projects are not taken up, either due to non-funding, change of priority or any other reasons, and even in case of slow progress in project implementation stakeholders should be informed. 3.1.4.2 Poverty/ Unemployment

Lack of employment opportunities in the district especially in the rural villages, which form the majority of the population. A large proportion of the population, especially the young, are affected and they tend to migrate to the district towns of Jwaneng and Lobatse and even Gaborone and also to the district centre - Even in case of slow progress in project implementation Kanye to look for employment.3.1.4.3 Shortage Of Education Facilities (Teachers' Quarters, Classrooms and Toilets)

The district has done a lot in trying to reduce the backlog on education facilities. On teachers quarters the district implemented more than planned, classroom 91 % of planned projects was implemented and toilets 63%. From the consultations the major outcry was on shortage and lack of maintenance of school toilets followed by shortage of teachers quarters which resulted in teachers sharing houses and some even commuting from nearby major villages/towns (commuting would also be for other reasons e.g. to stay with family) 3.1.4.4 General Shortage Of Office And Residential Accommodation For Tribal

Administration Staff

There is a general shortage of accommodation for Tribal Administration staff. VDC houses are used for both office and residential accommodation. 3.1.4.5 Poor Maintenance Of Facilities

This was a major outcry during the consultation. Public facilities especially schools were left for too long without being maintained. The district had problems of lack of capacity and shortage of funding as maintenance was done through recurrent. With the introduction of the new Public Facility Maintenance programme funded as a capital vote the district hopes to do much better since the problem of funding and poor capacity will be alleviated because the district can now contract most of the maintenance works3.1.4.6 Poor Waste Management

The district has a problem with both solid and liquid waste disposal. There is a serious need for a large-scale waste disposal site (a landfill)

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at one for the Kanye and one for Goodhope catchments areas. Clinical waste is currently disposed off at Lobatse from all areas in the district.Another equally serious problem is the lack of sewerage stabilisation ponds in Kanye. The village is the largest in the district and the fourth largest in the country (ref. 2001 Census report), with a population of over 42,000 people and a number of institutions like, the hospital, a Senior Secondary School, 6 Junior Secondary Schools, a Vocational School, Brigade and many others. The hospital has a sewerage pond that is too small to even accommodate it alone and waste generated by the hospital has become a health hazard to the nearby community. 3.1.4.7 Lack of Food Quality Monitoring Facilities

There is need for an abattoir/slaughter house in the district. There is not a single one in the district. Animals are slaughtered at butcheries and sold to people un-inspected.

3.1.4.8 Excavation/ Extraction Of Sand From Natural Sources

There was a concern that there is lack of control / management of excavation of sand/ pit sand from streams / rivers. And with the ongoing constructions around the district this has left the streams with no sand to hold water during the rainy seasons. The communities were advised to form committees that would be responsible to make sure that legal action is taken against anyone who excavates sand without a permit from Mining department. Contractors will have to produce their permits to the village leaders when they extract materials from their areas. 3.1.4.9 HIV/AIDS

HIV/AIDS has affected the district; even if there was still some sense of denial the communities are aware of the effects of the epidemic. In the rural areas agriculture is affected as the people (the labour force), are either sick or caring for the sick and leaving very little or even no time to do agricultural activities. 3.1.4.10 Water Shortage And Poor Water Quality

The district has water problems especially for villages in the Western part of the district (Mabutsane sub district). The water is either not adequate or not of good quality. A regional ground water survey has been undertaken for the Mabutsane area and the consultant is in the process of producing a report and that will probably assist in identifying better water sources for the region. 3.1.4.11 Productivity In Public Sector.

This was also an issue of major concern. It was in relation to the poor implementation of programmes and poor public relations by the public sector – a national outcry. The communities had a strong feeling that the slow implementation of projects was due to lack of supervision by the responsible workers. Also on maintenance the communities complained that even if maintenance needs were reported to the relevant office no action is taken.

3.1.5 Respective Long Term District Plans

The district has a draft District Settlement Strategy that was done in 1994 for a 20-year period (from 1991 to 2011). The purpose of this strategy is to come up with a settlement hierarchy and provide guidelines for the location of infrastructure and services to each

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level of settlements. It guides government developers as to which settlements to concentrate their resources depending on the settlement's growth potential.

Other district long - term (24 year) plans available for the district are the development plans for Manyana (1999 – 2023), Moshupa (2000 – (2024), Mmathethe (2000 – 2024), Kanye (1996 - 2020) and Mabutsane. These plans are aimed at addressing, in a rational comprehensive manner the development growth of the settlements. The plans set out policy statements and proposals, which deal with major issues of population, employment, land use, social and community needs, transportation and infrastructure development in the settlements. The scope of the plans is such that it makes proposals for the built up areas and preparation of detailed layout plans for the proposed zoning of the villages.

The district development plan covers partly the proposed projects for the Village Development plans. Some of the projects proposed for DDP6 are detailed layout plans for all villages, infrastructure development – design for Moshupa Internal Roads and Street Lighting, a bridge for Kolobeng river in Manyana, New Health Post and Primary Hospital at Moshupa, Primary Hospital at Mabutsane, a new clinic at Mmathethe, one additional school at Moshupa and at Manyana as well as provision of education facilities (classrooms, teachers quarters and toilets) to all the other villages.

3.2 DDP6 - OVERALL GOALS AND OBJECTIVES

3.2.1 Summary of Key Issues

3.2.1.1 Environmental

Waste Management - Council takes too long to collect refuse and that mainly because there is shortage of refuse collecting vehicles. There is a serious need for sewerage stabilization ponds in Kanye village. Lack of sewerage ponds in the village leaves the environment prone to pollution. Lack of Food Quality Monitoring Facilities. Without any facility for food quality monitoring (slaughter house/ abattoir) the district is faced with a serious problem because animals are slaughtered at butcheries and sold to the public not inspected and leaving the butchery back yards with unbearable smells. Over harvesting of natural resources (Excavation of sand, pit sand and gravel for construction and use of firewood for energy especially in rural areas). Water shortage for villages in the western part of the district. The water is either not adequate or of poor quality. Outbreak of veld fires - in the western part of the district (Mabutsane sub district) veld fires have been a common feature and have left the area completely depleted of it vegetation.

3.2.1.2 Social

Lack of recreational facilities in the district. Other than liquor outlets (bars, bottle stores) most of the villages in the district have no recreational facilities and with the problem of HIV/AIDS the communities, especially the youth need such facilities to help them refrain from bad sexual behaviour. Provision of extension services to the villages. There was a general request for further provision of extension services, in particular Adult Education, Agricultural Demonstrators, Social Worker and Nurses to the local communities.

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HIV/AIDS - like the rest of the country the district is affected by the epidemic. This has affected the social life of the communities as it leaves families with orphaned children; increase the burden on provision of social safety nets. This has exaggerated the need for extension services in villages. Poverty - Due to the occurrence of drought and HIV/AIDS more people who were dependent on farming have gradually become destitute and that also increases the burden on the government.

3.2.1.3 Economic

Poverty - In some settlements almost all the residents are living very poor lives and it was suggested that Council should consider assisting such settlements through the Remote Area Development Programme (RADP) i.e. declare them RADs. Productivity in the agricultural sector has gone down (especially due to the recurring drought) and that has worsened the situation since people are now not making any effort to produce just for subsistence purposes like before

Unemployment - There are very limited employment opportunities in the entire district.Provision of services in commercial and industrial centres. The district has not been able to service some of its commercial/ industrial land and that has made it difficult for investors especially small-scale investor to get in operation.3.2.1.4 Cross Cutting

Poor implementation and monitoring of planned Development Projects. There was a general concern that projects in the last development plan are implemented at a very slow pace, and sometimes projects are eliminated without informing or consulting the affected community. Health: there is a need for extension of health services to all settlements and upgrading of the existing facilities to improve the health situation for the communities. Health workers (especially nurses) should be availed in all villages and to that effect the number of training institutions should be increased in order to decrease shortage of nurses in the country. Lack of maintenance of the available structures; school facilities, teachers’ houses and nurses’ houses. Development/ improvement of physical infrastructure (e.g. provide electricity, water) Shortage of Education facilities (classrooms, teachers' quarters and toilets) was also sited as a major concern. Drought - the entire plan period was characterised by drought throughout the country. This has affected the communities' economic and social welfare as it depends mostly on agriculture.

3.2.2 DDP6 Development Goals

Improve standard of living of the community in the Southern District by improving access to available government scheme. To promote economic diversification for the Southern District communities To improve service delivery in the Public Sector for the district. To combat the spread of HIV/AIDS and mitigate AIDS effects on those already affected

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To provide adequate and quality physical and social infrastructure in the district

3.2.3 DDP6 Environmental Goals

To promote environmental conservation and sustainable utilisation of Natural Resources

3.2.4 Specific Objectives in relation to Overall Goals

Goal 1

Improve standard of living of the community in the Southern District by improving access to available government scheme.Objectives

To continue conducting public education on various government scheme and programmes for the Southern District communities throughout the plan period

Goal 2

To promote economic diversification for the Southern District communitiesObjective

To promote and encourage community participation in income generating activities during the plan period To promote livestock and arable farming through provision of vaccines, artificial insemination, and education for the farmers on farming programmes every year To promote dry land farming through encouragement of horticultural farming, poultry, small stock and dairy farming

Goal 3

To improve service delivery in the Public Sector for the district.Objectives

To adopt government programmes aimed at improving productivity e.g. improvement of conditions of service through provision of housing Continuous training on Performance Management System for the entire public service Advocate for further decentralisation (of authority) in decision - making

Goal 4

To combat the spread of HIV/AIDS and mitigate AIDS effects on those already affectedObjectives

Provision of health education on different aspects like PMTCT, introduction of ARV, Community Home Based Care (infection control for care givers), school health. This will be achieved through conducting workshops for community leaders, health workers, and caregivers at least twice every quarter for each sub district. Intensifying campaigns against spread of HIV/AIDS through health talks every two months at the clinics.

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Goal 5

To provide adequate and quality physical and social infrastructure in the districtObjectives

To provide adequate education (primary, secondary and non-formal education) facilities in the district by end of plan period. To assist communities in establishment, construction and equipping of pre - primary education facilities during the plan period. To provide adequate basic primary health care facilities for quality health care services during the DDP6. Improve transport infrastructure according to transport needs - accessibility, road safety and environmental standards To improve availability of affordable housing by provision of staff houses. To facilitate house acquisition through SHHA loans to community members all over the district by end of plan period

Goal 6

To promote environmental conservation and sustainable utilisation of Natural Resources Objectives

Facilitating effective and sustainable utilisation of resources through public education, community mobilisation and guidance throughout the plan period Conserving water resources by avoiding/ reducing misuse of water, water pollution and contamination through public education and enforcement of the existing bye-laws

3.2.5 Framework for Monitoring Sector Goals and Objectives - DDP6

To monitor achievement of the sector goals and objectives relevant departments will be preparing progress reports in order to establish the physical and financial status, to detect problems that may occur and find solutions. The district will also (through the department) re-prioritise projects were necessary.Monitoring will be done annually (during project review) and at mid term.3.2.5.1 Annual Review

Before the beginning of each financial year the previous annual plan is reviewed to look at the progress in implementation and the problems encountered. This will help in preparation of the next annual plan - ensure that problems are avoided.3.2.5.2 Mid - Term Review

Halfway through the plan the district will conduct the mid-term review. This will look at the progress in project implementation, constraints, and also look at the extent to which project implementation has led to the achievement of the sector goals and objectives. Finally the review will suggest the way forward for the last

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half with regard to implementation strategies and determining projects to be implemented.The set performance targets in relation to sectoral goals and objectives are as follows:

Improve standard of living of the community in the Southern District by improving access to available government scheme. The district through the different departments like Youth and Culture, Public Education Social and Community Development, Non- Formal Education will conduct workshops for different groups of the community (Youth, Women, Community Organisations) to educate them on available government schemes. A group of people from each of these different societies will be trained at least once a year. To promote economic diversification for the Southern District communities. The district aims at training people on different causes once a year, also to train people from different groups of the community like the RADs, Youth and Women in order to equip them with entrepreneurial skills to assist them engage in economic activities that will help improve their standards of living. Provision is also made for financial assistance of beneficiaries under RADP to help them start operation. Due to the persistent drought and perhaps other factors like HIV/AIDS, people have neglected agriculture (even for subsistence farming). The district will therefore continue encourage and promote sustainable agriculture through farmers education, strengthening of livestock by vaccinations, and artificial insemination, promotion of horticulture, poultry, small stock, and dairy for all communities including the RADs. To improve service delivery in the Public Sector for the district. The district has been concerned with the level of productivity, especially in the public sector. To address the situation the district plans to train the entire civil service on PMS. Workshops will be conducted every year for all departments to cover all employees. To combat the spread of HIV/AIDS and mitigate against AIDS effects on those already affected. This will also be done through public education, disseminating information on HIV/AIDS. Through the health education department, and other stakeholders like the Youth and Culture, BOFWA and with the assistance of the District Multi Sectoral AIDS Committee the awareness campaigns, workshops, school and clinic talks will be conducted. The district will also use funding from NACA to engage in activities to assist the affected. The district will also mainstream AIDS into development projects during implementation, for all development projects estimated to engage a relatively large group of people for a long period of time (e.g. over 10 people staying for a duration of over a month). To provide adequate and quality physical and social infrastructure in the district. The district has planned to improve physical infrastructure through constructing and upgrading of roads, eradicate the backlog on education facilities in existing schools, construct new schools, improve/upgrade health facilities as well as providing a few new facilities. The district will also provide staff housing through district housing and provide individual houses by assisting the community through SHHA.

3.2.6 Framework for Monitoring Environmental Goals and Objectives

Environmental goals and objectives are aimed at protecting the environment from possible unfavourable effects that may result from implementation of projects or even from inconsiderate use of natural

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resources and disposal of waste which may lead to environmental degradation.The district will monitor achievement of the goals by looking at the progress of projects aimed at reducing environmental problems e.g. the landfill, abattoir. The district will also put in place policies, legislation and regulatory measures such as National Conservation Policy, Waste Management Act, Wetlands Policy and Community Based Natural Resource Management regulatory to monitor environmental issues. Implementation of Environmental Impact Assessment (EIA), Strategic Environmental Assessment (SEA) to ensure that there is continued attention to environmental effects of implemented projects and to check if the planned mitigation measures are adequate.

3.3 FRAMEWORK FOR STRATEGIC ENVIRONMENTAL ASSESSMENT

Strategic Environmental Assessment (SEA) is a systematic process for evaluating the environmental consequences of proposed policy, plan or programme initiatives to ensure that environmental issues are dealt with at the appropriate policy, plan or programme level.3.3.1 Evaluation of Environmental Key Issues with overall goals and objectives of DDP6

The Strategic Environmental Assessment will examine the overall goals and objectives with a view to ensure that the proposed projects will not negatively affect the environment.

Goals and Objectives Environmental Key Issues Strategy

Improve standard of living of the community in the Southern District by improving access to available government scheme through public education

Littering Provide litter collection device

To promote economic diversification for the Southern District communities through promotion of arable and livestock farming and support of income generating project

Land degradation through overstocking & overgrazing and crop production.Excessive demand for water for livestock watering and irrigation (horticulture)

Farmers education, roof-top collection of water, fencing standpipes

To improve service delivery in the Public Sector for the district by provision of housing

Land degradation through concrete, sand harvesting, cutting down trees

Selective bush clearing & landscaping after constructionRehabilitation of borrow pits

To combat the spread of HIV/AIDS and mitigate AIDS effects on those already affected

Littering Provide litter collection device


Land degradation through concrete, sand harvesting, cutting down trees

Selective bush clearing & landscaping after constructionRehabilitation of borrow pits

3.3.2 Evaluation of Policies and Programs against Overall Goals and Objectives for DDP6

Environmental Policies and Programmes

Goals and Objectives Environmental Issues

National Conservation Policy

National Settlement Policy

Tribal Grazing Land Policy

National Policy on Agriculture Development

To promote economic diversification for the Southern District communities through promotion of arable and livestock farming and support of income generating project

Overgrazing

Soil erosion

Pressure on water sources

Decline in indigenous and woodlots

Environmental Impact To improve service delivery in the Public Sector for the district by provision of

Poor Waste Management

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Assessment Act


housing

Botswana Strategy of Waste Management

To combat the spread of HIV/AIDS and mitigate AIDS effects on those already affected

Poor waste management

Environmental Impact Assessment Act



Poor Waste Management

Pressure on water sources

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CHAPTER FOUR4 ENVIRONMENTAL CONSERVATION4.1 INTRODUCTION:

The 1990 National Policy on Natural Resource Conservation and Development is founded on the notion of sustainable development, more ably defined by Go Harlem Brandlend’s ‘Our Common Future’, which defines sustainable development as follows; That it is ‘the development that meets the needs of the present generation without compromising the ability of future generations to meet their own needs’. Development planning programmes should strive to meet the needs of the present generation for instance through poverty alleviation. This however should not be at the expense of future generations for instance through programmes that are not self-sustaining such as handouts in the name of subsidies. The environment performs vital economic functions including life support services and the provision of inputs for production and consumption.

Environmental conservation should be the overall cornerstone of development planning. Vision 2016 has also identified the environment as one of the challenges that should be tackled in order for the country to achieve sustainable development through its pillar of “A Prosperous, Productive and Innovative Nation”. Therefore the development objectives needs to be adjusted to promote economic growth and efficiency, to diversify the economy in order to reduce economic vulnerability, to promote social justice and meet people’s basic need and to promote sustainable environmental management as espoused in the national vision. The National Policy on Natural Resources Conservation and Development focuses on key environmental issues and solution packages such as the implementation of the NCS Action plan, the National Agenda 21, poverty alleviation, social equity measures and combating HIV-AIDS.


A major policy paper, Government Paper No.1 of 1990, the National policy on Natural Resources and Conservation and Development, governs environmental Conservation. Its primary goals are to:

Increase the effectiveness with which natural resources are used and managed, so that beneficial results are maximised and harmful environmental side-effects are minimised and Integrate the work of many sectoral Ministries and interest groups, thereby improving the development of natural resources through environmental conservation.

At the Ministry, Environmental conservation is the responsibility of an Advisory Board, under the chairmanship of the Minister of Lands, Housing and Environment. The Major responsibility of the board is to coordinate the implementation of the National Conservation Strategy. The NCS Agency is the secretariat and it is thus the implementation arm of the board. At the district level Institutional Framework for the Environmental Conservation programme is not well defined currently. There was a talk of establishing the post of Environmental Liaison Officer that never materialized. It has also been suggested that the Lands Officers could be co-opted to take over the responsibility of Environmental Conservation, but this also has not been realised. At the moment Lands Officers as line Ministry representatives, do still have the environmental conservation activities under land use planning but their efforts still need to be complemented, as their workload is excessive. The Ministry of Agriculture also has two

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aspects of environmental conservation falling under them namely Agricultural Resources Conservation and Sub Herbage Preservation.

4.1.2 Strategic Plans for Respective Departments

Department Strategic plans Action

Ministry of Mineral, Energy and Water Affairs

Conservation and protection of the environment

Provision of sewerage facilities to major villages

Crop Production and Forestry

Agriculture Resources Conservation (Conduct land resources inventories and land evaluation for land use planning)

Rehabilitation of degraded areas.

To improve land management practices

Wildlife and National Parks

Sustained Wildlife populations and habitats

Promotion of partnership in sustainable utilisation and management of wildlife resources

To develop and strengthened existing area management plans so as to protect sensitive habitats and rehabilitate degraded ones on continuous basis

4.1.3 Environmental Priority Issues:

4.1.3.1 Land and Water

Land scarcity and pressure are causing conflict. The absence of a coherent land policy has resulted in land degradation, speculative land acquisition, self-allocation, non-development, non-compliance with land use plans, encroachment and an increasing number of land disputes. Dual grazing rights add to a growing trend towards sub-optimal land management. Guided by the Land Policy review, DDP 6 will seek to improve the overall land management

Water has become an increasingly scarce resource. Whilst consumption is growing, boreholes and wells are drying up and aquifers become polluted. Ground water stocks are largely unknown.

4.1.3.2 Natural Resources Utilisation

Natural resources utilisation and conservation need to be pursued simultaneously. Natural resources need to be used more sustainably. Wildlife populations indicate a decline in species. With the advent of the implementation of the National Policy on Agricultural Development, wildlife populations will even be more displaced. Community Based Natural Resources Management activities should be encouraged to balance utilisation and management. Opportunities do exist to expand the scope of CBNRM e.g. veldt-products and forestry.

4.1.3.3 Biodiversity

Biodiversity loss and damage is probable but not documented. Discernible human influence in principally pristine areas, habitat loss, land-use change and climate change will further reduce Biodiversity.

4.1.3.4 Waste Management

Waste management has been a neglected issue in villages and has now been recognised as a critical health and environmental concern. The correct management of waste can help minimise or avoid associated risks.

Littering and uncontrolled dumping of refuse causes land and ground water pollution. Water pollution by effluent discharge especially in major villages such as Kanye as a result of lack of sewerage systems is on the increase. Medical waste production is also on the increase and there are currently no comprehensive collection and disposal

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systems. The home-based care programme has introduced a significant amount of medical waste, the management of which is a problem. Waste policy and legislation requires the preparation of district waste management plans.

The indiscriminate dumping of waste especially from the construction industry has a negative bearing on the environment. Borrow pits are being filled up with waste resulting in dumping of waste in undesignated places.

4.1.3.5 Energy

Firewood remains the traditional means of energy in rural areas. This poses a problem that relates to over harvesting. Therefore other forms of energy need to be explored, notably solar energy, which has enormous potential. Institutions such as schools and correctional facilities need to shift from intensive use of fuel-wood as an energy source.

4.1.3.6 Settlement Encroachment into Good Arable Lands

The Concentration of settlements in the eastern part of the district has resulted in the reduction of good arable lands and continues unabated. It would be an ideal thing to avoid further encroachment of settlements into good arable lands, by for example planning settlements at areas less suitable for arable farming.

4.1.3.7 Commercialisation of Sand and Gravel Extraction

The construction industry is putting more pressure on natural resources such as sand and gravel. The potential for over harvesting has some implications on the environment. Indiscriminate harvesting also impacts badly on the physical environment. Some regulatory mechanisms need to put in place to arrest the situation before it gets worse. Some contractors from outside the district come in to harvest sand and gravel mostly for commercial purposes.

4.1.3.8 High competition between livestock and Wildlife

The areas targeted for implementation of the fencing component of the National Policy on Agricultural Development are also habitats for wildlife. This obvious conflict will lead to wildlife disturbance, depletion and possible extinction. However, expansion into game farming could help save the situation. The bigger antelopes especially are becoming more and scarcer.

4.2 ENVIRONMENTAL POLICIES AND LEGISLATION

4.2.1 The National Conservation Policy:

The national Policy on Natural Resources Conservation and Development (National Conservation Strategy, 1990) focuses on key environmental issues and solution packages. It establishes the NCS Co-ordinating Agency together with its advisory body, the NCS Board and proposes environmental legislation. The NCS action plan, which captures on going and new projects, was drafted in 1997. The implementation of the action of the plan in the district is non-existence as the NCS Co-ordinating Agency is centralised in Gaborone. Decentralisation of the Agency to the district will aid the easy implementation of the action plan

4.2.2 Waste Management Act:

The Waste Management Act (CAP.40.01 of 1998) deals with the management of controlled and hazardous waste, provision of waste management plans and identification of water pollution. Though the Act calls for waste management plans the district has none of the above, the correct management of waste can help minimise or avoid associated risks. Under this Act, the District Council is to have its own landfill and collection vehicle registered with the Department of Sanitation and Waste Management. Construction of the landfill is in progress and is planned to be completed by end of June 2003.

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4.2.3 Environmental Impact Assessment Act:

The Environmental Impact Assessment (EIA) legislation is to be promulgated soon and its umbrella Environmental Management Act is in preparation. Most major projects in the district are still undertaken without EIA except those that are funded by NGOs who usually make EIA mandatory.

4.2.4 Community Based Natural Resource Management Policy:

The Community based Natural Resources Management refers to a situation where natural resources are managed and utilised by the local community, with proceeds accrued from utilisation going back to the community. This way, the community has a sense of ownership; hence the incentive to manage the resources in a sustainable manner. These policy will go a long way in improving the lives of the rural district especially Mabutsane sub district where arable farming is practical impossible. So far the community has formed a trust known as the Mekgatshi Wildlife Conservation Trust, duly registered with the Registrar of Societies.

Though the concept of CBNRM was meant to improve the lives of Ngwaketse west communities and facilitate the sustainable resources utilization, its contribution in Southern District is minimal mainly because there is no management plan to guide the utilization of the area and lack of capacity by the local communities to manage the resources.

4.2.5 Wetlands Policy:

The Government of Botswana ratified the Wetlands convention on 4th April 1997, which required countries to formulate national policies and strategies, which could be adopted for international recognition. Two national workshops, one in Kasane in 1996 and the other in Maun in 1997 culminated in the recommendation to develop the issues paper from which the policy on wetlands would emerge. Due to lack of the policy most of the people in the district especially in Barolong area establish cemetery within Molopo River.

4.2.6 Biodiversity

Biodiversity is the functional relationship of organisms within the environment or ecosystem. These include plants, insects, flora and fauna. Population increase has put pressure on the ecosystem and some species of plants and animals are becoming extinct due to loss of their habitat. Conflicts have rose especially between livestock and wildlife sectors as competition for the resources increases.

During DDP 6 increased human influence must be minimised to protect the ecosystem.

4.2.7 Herbage Preservation Act number 27 of 1977

This Act deals with control of veldt fires and stipulates penalties for offences. The Act has not been implemented fully due to lack of understanding of the Act by customary courts. Permit for controlled fire is to be given by the Agricultural Resource Board based on the purpose of the fire, time of the day and wind speed to anyone who might need to burn portion of his/her area.

In general, it is important to note that environmental law enforcement; compliance, implementation and monitoring issues require strengthening. Furthermore, preparations of other policies or legislation such as EIA, Environmental Management Act needs to be speeded up.

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4.3 OVERALL ENVIRONMENTAL SECTOR GOALS AND OBJECTIVES:

4.3.1 Environmental Conservation Goals and Objectives:

Sector Goal Sector Objectives Environmental Problems

To promote environmental conservation and sustainable utilisation of natural Resources.

Encourage tree plantation to replenish fuel wood stock resources

Indiscriminate cutting of live trees and over harvesting of thatching grasses

Encouraging the use of environmental friendly toilets and chemicals

Waste management and disposal

Incorporation of Environmental Impact Assessment (EIA) where feasible

Major projects

Promotion of proper land management to reduce land degradation

Encroachment into good arable lands and Over grazing

Create public awareness through workshops and Kgotla meetings

Sustainable utilisation of natural resources

Encourage the use of rain water catchments tanks

Water scarcity

Encouragement/promotion of community based natural resources management (CBNRM)

Indiscriminate cutting of live trees and over harvesting of thatching grasses, Harvesting and commercialisation of sand and gravel extraction.


4.4.1 Evaluation of Environmental Key Issues with sector Goals and Objectives

Sector Goal Sector Objectives Environmental Impact

To promote environmental conservation and sustainable utilisation of natural Resources.

Encourage tree plantation to replenish fuel wood stock resources

Enhance environment

Encouraging the use of environmental friendly toilets and chemicals

Enhance environment

Incorporation of Environmental Impact Assessment (EIA) where feasible

Enhance environment

Promotion of proper land management to reduce land degradation

Enhance environment

Create public awareness through workshops and Kgotla meetings

Enhance environment

Encourage the use of rain water catchments tanks

Enhance environment

Encouragement/promotion of community based natural resources management (CBNRM)

Enhance environment

4.4.2 Evaluation of Sector Policies and Programs

The policies discussed in this chapter enhance environmental conservation hence do not have negative impacts.

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4.5 PROPOSED PROJECTS/STRATEGIES

The environmental projects proposed for implementation as the District Environmental

Action Programme as a matter of priority is as follows:

The establishment of a co-ordinating agency (Environmental Liaison Officer) in the District Community education to sensitise them on environmental issueso -Sustainability in the use of fuel-woodo -Reduction in cutting live treeso -Positive off-take rate Subjecting all major projects to EIA

4.5.1 Evaluation of Negative Impacts on the Environment:

All the projects proposed do not have any environmental impacts.

4.5.2 Performance Targets for DDP 6.

Project Performance Implementation Schedule

Budget

Community education through four (4) workshops and ten (10) Kgotla meetings on sustainable utilisation of natural resources

Kgotla Meeting (1) Kgotla Meeting (1) and a workshopKgotla meetings (2) and a workshopKgotla Meeting (1) and a workshopKgotla Meeting (1) Kgotla Meeting (1) and a workshop

2003/042004/05

2005/06

2006/07

2007/082008/09

P100 000.00

Creation and filling of ELO post

-Post filled 2003/04

Establishing two CBNRM projects in the district

Mobilisation (two workshops per community)Preparation of constitution and RegistrationPreparation of terms of reference and sourcing of fundsPreparation of Management plansAdvertisement of the area

2003/04

2004/05

2005/06

2006/07

2007/08

P300, 000.00

Preparation of Land Use Plan

Plan prepared 2004/05 P1000, 000.00

EIA for all major projects

Number of Projects subjected to EIA increased

2003/09

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Project Performance Implementation Schedule

Budget

by 50%

4.6 RESOURCE REQUIREMENTS FOR DDP6

4.6.1 Issues (Weaknesses) and Strengths for DDP6

The fact that there are no officers responsible for environmental conservation is a threat for the performance of the plan. The environmental problems need to be monitored to see if there is any progress towards improvement. A lot of education is required on environmental awareness such as littering, waste disposal and environmental conservation. Without an officer responsible for this there are bound to be problems. Databases have to be developed for use in quantification of environmental issues. Resource requirements such as transport:

The strengths of DDP6 are that there are some environmental policies in place. The Preparation of DDP6 has put a lot of emphasis on environmental conservation probably more than ever before. This is a well come development, as environmental problems are usually not easy to correct. Species extinction is a case in point.

4.6.2 Plan monitoring Programme

Plan monitoring will be done at different levels thus from sub-committees to main committee. At the beginning of each financial year Annual plan will be prepared outlining all the projects earmarked to be implemented that financial year.

At every DLUPU meeting progress will be reported to the committee. Progress will further be reported to DDC.

Furthermore, quarterly progress reports will be prepared and submitted to the relevant Department or Ministry.

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CHAPTER FIVE5 LAND USE PLANNING 5.1 INTRODUCTION:

Like other rural districts, most Southern district’s population lives in the rural settlements and many rural families are poor with limited access to economic opportunities as such they entirely depend on land for food, fuel, shelter, etc. However, land is a finite resource, while the natural resources it supports can vary over time and according to management practices and uses whilst its use must be well co-ordinated. Integrated Land use Planning is an extremely practical way of achieving the above. Its purpose is to select and put into practices those land uses that will best meet the needs of the people while safeguarding resources for the future. In other words, land Use Planning aid in resolving land use conflicts, attaining optimal use of land and ensuring that land is used for its suitable purpose. This is therefore means land use planning should not loose sight of the protection of natural resources that are normally threatened by developments.

Southern district, as indicated in Chapter one is the sixth largest district in terms of the area and covers approximately 26 876 square kilometres. Land use planning in Southern District recognises two-land tenure system, namely; Tribal land, and State land.

State land comprises of Sedibeng corridor farms and Jwaneng Township, which falls under the responsibilities of Department of Lands. It occupies an area of 332 square kilometres that is 1.2% of the district area.

The tribal land, which is the most dominant, occupies about 26, 520 square kilometres that is 98.8% of the total area of the district. The Land board through Tribal Land Act manages the land. The tribal land accommodates a number of land use zones and these are Communal areas, Wildlife Management Areas, Communal Service Centre, AMA ranches, TGLP ranches, leasehold and NPAD commercial ranches.

5.1.1 The Institutional Framework

The responsibility of Land Use Planning is rested on the Ministry of Lands, Housing and Environment through the Department of Lands and Department of Town and Regional Planning. Other stakeholders are the Land Use Division from Agriculture, responsible for agricultural land use, the Agricultural Resources Board responsible for Natural Resources Conservation and the Land Board, responsible for tribal land allocation and management.

At the district level various departments that deal with land use-planning, discharges their mandates through District Land Use Planning unit. This is a technical committee that advises land board on land use issues and is also responsible for the preparation, implementation and general coordination of integrated land use planning. Members of the committee are from different government departments and local authorities such as Crop Production and Forestry, Wildlife and National Parks, Animal Health and Production, Land board and District Council.

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5.1.2 Strategic Plans for Respective Departments

5.1.2.1 Strategic plans for various Departments that deal with Land use planning

Department Responsibility Strategic plans Action

Lands Provide direction on all land related matters Formulating, implementing, coordinating and monitoring of land policies for the benefit and development of Botswana.

Speedy and efficient land allocationEfficient and effective land management system

Facilitate designation of land for implementation of Government policies

To develop an efficient and effective land management system to guide decision making

Town and Regional Planning

Preparation of District and local development plans: District settlement Strategy, Land use plans, settlement development plans for villages

Effective and efficient service delivery

Quality physical development plans

To strengthen existing planning policies and legislation by making them responsive to present day challenges.

To produce quality physical development plans through the use of trained manpower appropriate technology and timely acquisition of planning information.


Conduct land resources inventories and land evaluation for land use planning

Agriculture Resources Conservation


To improve land management practices


Sustained wildlife populations and habitats.

Promotion of partnership in sustainable utilisation and management of wildlife resources within WMAs

Sustained Wildlife populations and habitats

To develop and strengthened existing area management plans so as to protect sensitive habitats and rehabilitate degraded ones on continuous basis

5.1.3 Land Use Planning Consultation Priories

Land Use Planning priority issues did not arise from the consultation process, the fact that issues were not raised does not mean that there are no land related issues, but rather that the communities have a tendency to look at development in terms of infrastructure development projects. The following are burning issues in the district:

5.1.3.1 Indiscriminate Cutting of live trees and Over- harvesting of thatching grasses

There is a serious mismanagement of natural resources in the district; indiscriminate cutting of trees and over-harvesting of thatching grass are common problems. Appropriate measures need to be put in place to ensure that natural resources are used in a sustainable manner. Community Based Natural Resources Management activities should be encouraged to balance utilization and management.

5.1.3.2 Waste Management and Disposal

Waste management has been a neglected issue in villages and has now been recognized as a critical health and environmental concern. At the moment Kanye village which the district headquarters does not have a disposal site for liquid waste. Most of the institutions rely on septic tanks, which are health hazards for instance the RAC septic

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tanks, and hospital ponds, during the rainy season they spill over. There is a need for a District Waste Management Strategy.

5.1.3.3 Over-harvesting of fuel wood

Firewood remains the traditional means of energy in rural areas. Institutions such as Schools and Correctional Services still use fuel-wood as energy source, this poses a serious problem to the environment. Alternative sources of energy in the district need to be pursued and awareness campaigns pursued.

5.1.3.4 Overgrazing

Overgrazing is one of the serious problems in the district especially within communal areas and commercial areas. This is due to uncontrolled stocking rate leading to extinction of palatable species. Despite the fact that livestock farming is a commercial venture, the commercial outlook is still lacking among most farmers. Educational programmes that create awareness among farmers need to be intensified during this plan period.

5.1.3.5 Encroachment into Good Arable Lands

Due to the growth of the population in the district there is an increase demand for both residential and commercial plot. As a result built up area expands to fertile agricultural land, this lead to loss of fertile land. Furthermore proliferation of settlements within the lands areas also contributes to the loss of fertile agricultural land.

5.1.3.6 Harvesting and commercialisation of Sand and Gravel Extraction

The collection of sand and gravel in the district is done at a rate and manner in which replenishing is almost impossible. Both big and small contractors and individuals for construction purposes and commercial purposes collect Sand. This is mainly due to the fact that there are no areas designated for extraction of these resources and no regulatory mechanisms governing the extraction of these. Guidelines for extraction of sand and gravel need to be prepared during this plan period.

5.1.3.7 High competition between livestock and Wildlife

As the settlements expand to the lands areas, lands areas in turn expand to grazing areas and grazing areas in WMA. As a result there is a conflict between wildlife and livestock, this obvious conflict will lead to wildlife disturbance, depletion and possible extinction.

5.1.3.8 Outbreak of Veld-fire

The outbreak of bush-fire is one of the major environmental problems, which are common in the district. These fires are caused by negligence’s on part of the public. These fires destroy Grazing and properties. Public awareness campaigns need to be intensified.

5.1.3.9 Lack of Borehole Data Base

Southern district water point survey was conducted in 1991 by Geotechnical Consulting Services, but was never updated nor stored in reliable software. As a result all the information was misplaced which led to both double allocation and delay in land allocation. There is a need for a reliable and up-to-date registry of water points in the district, organised as a computerised data storage and retrieval system that will be compatible with other similar systems available with different Government Departments to aid efficient and efficient decision making.

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5.2 LAND USE POLICIES AND LEGISLATION

There are various existing policies, programmes and acts, administered by different departments, which have a bearing on land use planning and environmental conservation and are summarised below.

5.2.1 Summary of Policies/Acts that have a bearing on land use planning

Policy, Strategies, Programmes and Plans

Purpose of Policy District Environmental Problem(s)

Tribal Grazing Land Policy (1975) -Control grazing through limitation of the stocking

-Uncontrolled grazing and overgrazing.

National Policy on Land Tenure Rigorous enforcement of Conservation Act in all grazing areas, including communal areas, commercial grazing areas, state and freehold land

-Misuse and mismanagement of grazing areas

-Overstocking

Community Based Natural Resources Management Policy (Draft)

-Devolve management rights over natural resources directly to qualifying local communities

-Ensure communities benefit from the management of their natural resources

-Inadequate local capacity to manage natural resources-Competition between wildlife and livestock

National Policy on Agricultural Development (1991)

-Conserve agricultural land and other resources for future generations

-Ensure sustainable use of range resources

-Encroachment of residential use into agricultural land

-Erratic rainfall

Wildlife Conservation Policy (1986) -Ensure sustainable wildlife resource utilization

-Adverse effects inappropriate or incompatible land use practices-Competition between livestock and wildlife

Vision 2016 -Use renewable resources at sustainable rates i.e. the rate that is in balance with their generating capacity

-Direct benefit from and involve communities in the use and preservation of environment assets

-Depletion of Non-renewable resources

-Inadequate utilization of natural resource base, including wildlife.

National Policy on Natural Resource Conservation and Development (1990)

-Efficient and effective natural resource management

-Poor natural resources management

-Over/under utilization of natural resources

-Growing pressure on water resources

-Degraded range-land/pasture resources

5.2.2 Integrated Land use Plan:

Efforts were made in 1987 towards the preparation of Southern District Integrated Land Use plan/zones, but it was never completed nor gazetted. As a result the whole information is outdated due to changes that have occurred since 1987. There is a need to

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prepare an Integrated Land use Plan for the district and be gazetted. The gazetted land use zones will be demarcated on ground and management plans evolved for individual uses.

5.2.3 Wildlife Management Area

There is one Community Based Natural Resources Management Area in the Mabutsane Sub-District, known as the S02 Wildlife Management Area. Within this wildlife management area, the community has formed a trust known as the Mekgatshi Wildlife Conservation Trust, duly registered with the Registrar of Societies.

The objective of the trust is to protect and conserve the environment and the natural resources of the S02 area and generates revenue for the local community from tourism and sustainable harvesting of wildlife resources. The other purpose is to educate the community of Western Ngwaketse area on the importance of, and the most prudent management of their natural resources. Finally and most importantly is to facilitate and support research work relating to nature conservation and to equitably share the benefits of the natural resources.

Though the concept of WMA was meant to facilitate the sustainable resources utilization, its contribution in Southern District is minimal mainly because there is no management plan to guide the utilization of the area. Furthermore there is no clear boundary between the WMA and other land uses.

5.2.4 Other Conservation Measures

The other nature conservation trust within the Southern District is the Bathoen Dam Nature Sanctuary Management Trust also duly registered with the Registrar of Societies. The aim and objective, which is to protect the fragile eco-system around the Mmakgodumo dam and the adjoining hillsides otherwise, designated as the nature conservation areas. This also includes the sustainable utilisation of the natural resources of the area for the benefit and development of the Kanye community and to protect and conserve the natural resources of the area. The management trust intends to link the conservation based natural resources management of the area with improving the livelihoods of the community.

5.3 LAND USE PLANNING SECTOR GOALS AND OBJECTIVES:

Implementation of the land use-planning sector will be aligned to the vision 2016 specifically addressing pillar of “A Prosperous, Productive and Innovation Nation” and the mandate of the Department of Lands as reflected through strategic goals and objectives. In view of this the focus will be on speedy and efficient land allocation and efficient and effective land management system. The major thrust of land use planning sector will be to ensure that each piece of land is used according to its respective capacity and suitability as well as in harmony with the land user’s needs, aspirations and priorities as espoused by the National Vision. Land use-planning objectives for DDP6 are as follows: -

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5.3.1 Land Use Planning Sector Goals and Objectives

Sector Goal Sector Objective(s) Environmental issues

To develop an efficient and effective land management systems to guide decision making

To prepare and facilitate gazettement of Southern District Land Use Plan

-Conflict between different land uses

To prepare and implement Southern District Communal area management plan

-Conflict between different uses within communal area-Overgrazing-Over-harvesting of natural resources

To facilitate demarcation of different land use zones

-Conflict between different land uses

Facilitate designation of controlled extraction sites for extraction of sand and gravel

-Indiscrimination extraction of sand and gravel

To undertake water point survey -Conflict between different uses within communal area

To facilitate preparation of guidelines for extraction of sand and gravel

Commercialisation of sand and gravel

To promote environmental conservation and sustainable utilisation of natural resources

Encourage the public and government institutions to use other energy sources such as coal, solar etc

-Over harvesting of fuel wood and indiscriminate cutting of live trees

Promotion of Community Based Natural Resource management.

-Over harvesting of natural resources

Promotion of the use rain water catchments tanks

Inadequate and poor water resources

To speed up land allocation through streamlined processes and procedures

To facilitate designation of land for implementation of NPAD policy in Southern district

-Overgrazing-Land degradation

To facilitate the implementation of tourism policy (CBNRM) in Southern district

-Over harvesting of natural resources

5.4 FRAMEWORK FOR STRATEGIC ENVIRONMENTAL ASSESSMENT:

5.4.1 Evaluation of Environmental Key Issues with Sector Goals and Objectives:

Sector Goal Sector Objective(s) Environmental Impact

To develop an efficient and effective land management systems to guide decision making


-Enhance environment


Enhance environment


-Cutting down of trees-Air Pollution-Disturbance of the ecosystem-Soil erosion

Facilitate designation of controlled extraction sites for extraction of sand and gravel

-Air pollution-Over harvesting of the resources

To undertake water point survey - Enhance environment

To facilitate preparation of guidelines for extraction of sand and gravel

Enhance environment

To promote environmental conservation and

Encourage the public and government institutions to use other energy sources such as coal, solar etc

Enhance environment

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Sector Goal Sector Objective(s) Environmental Impact

sustainable utilisation of natural resources

Promotion of Community Based Natural Resource management.

- Enhance environment

Promotion of the use rain water catchments tanks

Enhance environment

To speed up land allocation through streamlined processes and procedures

To facilitate designation of land for implementation of NPAD policy in Southern district

-Blocking of wildlife migratory route-Bush clearing

To facilitate the implementation of tourism policy (CBNRM) in Southern district

Enhance environment


Policy, Strategies, Programmes and Plans

Purpose of Policy Environmental Impacts

Tribal Grazing Land Policy (1975)

-Control grazing through limitation of the stocking rate.

-Blockage/disturbance of migratory route-Overgrazing in communal areas-Bush clearing-Land shortage

National Policy on Agricultural Development (1991)

-Conserve agricultural land and other resources for future generations-Ensure sustainable use of range resources

-Encroachment of residential use into agricultural land

-Erratic rainfall

5.5 PROPOSED STRATEGIES TO ACHIEVE LAND USE SECTOR GOALS AND OBJECTIVES

5.5.1 Proposed Land use Projects

Preparation and Gazettment of the District Integrated Land Use Plan Ranch demarcation and implementation of the National Policy on Agricultural Development Production of management plans for various land use zones Establishment of Community Based Natural Resources Utilisation Designated and controlled extraction sites for natural resources such as sand and gravel Demarcation of WMA boundary Kgotla meetings and workshops Undertake Water Point Survey

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5.5.2 Potential Impacts of Proposed Projects

Proposed project Environmental impacts Mitigation measures

Integrated Land use plan No impact Enhances environment

Communal area management plan

No impact Enhances environment

Ranch demarcation -Blocking of wildlife migratory route-Bush clearing-Disturbances to the ecosystem

-Usage wildlife friendly fences-Population and land use survey

Demarcation of boundaries -Cutting down of trees-Air Pollution-Disturbance of the ecosystem-Soil erosion

-Avoiding big standing trees and replanting

Designation of extraction sites -Noise-Air pollution-Over harvesting of the resources

EIA

Implementation of CBNRM No impact Enhances environment

Water point survey No impact Enhances environment

5.6 RESOURCE REQUIREMENTS FOR DDP6:

5.6.1 Issues and Strengths in Land Use Planning:

The fact that land use policies and programmes are already put in place is in itself is a strength. The Division also has motivated and skilled manpower. There are however a number of issues, notably being the issue of centralisation of funds. Decentralisation is still a dream when it comes to the Department everything is centralised to an extent that it becomes difficult to plan. All votes are controlled in Gaborone including subsistence allowances this makes planning very difficult.

Another issue is disintegration of policies and legislation that deals with Land Use Planning. These policies and Legislation are administered from different departments this makes coordination difficult if not impossible. And lastly the issue of limited manpower, one officer mans each district, this makes it difficulty for them to effectively and efficiently prepare and monitor land use plans hence the engagement of consultancies.

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Table 5.25 Resource Requirements and Performance Targets

Objective Project ResourcesNeeded

Performance Indicators

ImplementationSchedule

Budget


Integrated Land Use Plan

FundsManpower

Plan prepared 2003/2004 P1 500 000.00


Communal area management plan

FundsManpower

Management plan prepared and implemented

2008/2009 P1 700 000.00

Facilitate designation of controlled extraction sites for extraction of sand and gravel per village

Designated extraction areas for natural resources such as sand and gravel

TransportFunds

Extraction points designated

2003/2004 P 500 000.00

To facilitate the implementation of tourism policy (CBNRM)

Land use and management plan for SO2 (WMA)

ManpowerFunds

Management plan prepared

2003/2009 P3000 000

To facilitate designation of land for implementation of NPAD policy

Implementation of NPAD PolicyIn Southern District

ManpowerFundsTransport

Policy implemented 2003/2009

Encourage the public and government institutions to use other energy sources such as coal, solar etc and sustainable use of other resources used.

Address 12 Kgotla meetings and conduct three workshops about utilisation of natural resources

ManpowerTransportFunds

Kgotla meeting (2) Kgotla meeting (2) and a workshopKgotla meeting (2)Kgotla meeting (2) and a workshopKgotla meeting (2)Kgotla meeting (2) and a workshop

2003/042004/05

2005/062006/07

2007/082008/09

P20 000.00


Demarcation of WMA boundary

ManpowerTransportFunds

Boundary demarcated 2003/2004 P 250 000.00

To undertake Water point survey

Water point survey ManpowerTransportFunds

Survey undertaken 2003/2005 P 200 000.00

5.6.2 Plan Monitoring Programme:


At every DLUPU meeting progress will be reported to the committee. Progress will further be reported to DDC.


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CHAPTER SIX6 SETTLEMENT AND HOUSING 6.1 INTRODUCTION


The settlement and Housing sector is mainly the primary responsibility of the Ministry of Lands, Housing and Environment. However a number of activities are being implemented by District Council (Ministry of Local Government) through delegated powers.

At the District level housing and settlement sectors are major responsibilities of District Council, Land Boards and the District Land Use Planning Unit. District Council is charged with preparation of detailed layouts for settlements and to enforce development control to guide development and growth. The land Board is responsible for zoning of land uses, allocation and demarcation of land.

Provision of institutional housing for all local authorities is vested with the District Council. The SHHA unit in Councils is mandated to facilitate provision of housing to low income category through loans and technical expertise.

DLUPU facilitates the implementation of government policies to assist in the production District Development Plans and advisors both councils and land boards on land issues and also resolves land conflicts.

The main of the Southern District Council is to utilize development plans and detailed layouts to secure adequate serviced land for prompt allocation to eligible customers. SHHA will be the main instrument for provision of housing for low-income households through the utilization of the building material loan scheme to facilitate access to basic shelter as enshrined in the Vision 2016 pillar of a Prosperous, Productive and Innovative nation.

6.1.2 Strategic Plans for Respective Ministries- Settlement and Housing

6.1.2.1 Ministry of Lands, Housing and Environment

The core responsibilities on the ministry is managing land and related functions, facilitation of national housing development programmes and promoting environmental management through out the country. Its key performances areas are to provide equitable distribution of land, facilitate housing delivery and home ownership through the following strategic objectives:

To secure land for distribution to eligible customers To facilitate equitable distribution of land through appropriate policies and legislation. To facilitate home ownership by providing SHHA loans to eligible citizens.

For these objectives to be realized, local authorities, in particular land boards and Council will undertake the following measures:

Securing land for distribution

The Land Boards will effectively zone, demarcate and allocate land under their jurisdiction for different uses within the parameters of their existing policies and legislature.

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Home ownership through SHHA loans

The district council will continue to facilitate affordable quality housing through SHHA loans and assisting eligible citizens with technical expertise.

6.1.3 Settlement and Housing Consultation Priorities.

Consultation priorities for settlement and housing that arose were:

Provision of adequate staff housing since accommodation plays a pivotal role as far as productivity of staff is concerned. Securing land in advance for housing projects Reduction of indiscriminate cutting of trees and over harvesting of grass for thatching Prevention and control of settlement growth into good arable land

6.2 NATIONAL POLICIES AND LEGISLATION

6.2.1 National Settlement Policy

The National Settlement Policy (NSP) has established a settlement hierarchy for the country to promote the development of concentrated settlements, which in turn will facilitate rural development. According to the NSP, services should only be provided to recognised gazetted villages, which serve as central places.

A recognised gazetted village is defined as a settlement with a minimum population of 500 people, and is more than 15 KM away from the periphery of the main or parent village. It should have a tribal authority and permanent water source, capable of supporting a small commercial/industrial business on a sustainable basis. It should be located outside national parks, game reserves, preserved fertile arable lands, forest reserves and environmentally sensitive areas.

There are other settlements in Southern District, which have services such as 2 teacher schools, health posts and water. But have a population of less than 500 people (Not Remote Area Dwellers Settlements). These are therefore not included in the settlement hierarchy. The population for these settlements ranges from 105 to 498 people.

According to the National Settlement Policy, settlements below Tertiary III level should either be regrouped or join larger villages within their vicinity. However, those, which have services, can be allowed to grow in order to utilise the services as long as they follow the guidelines for establishing a village.

In the Southern District misinterpretation of the National Settlement Policy coupled with political pressure has lead to areas, which are not recognised settlements to be provided with services therefore setting a precedence, which leads to proliferation of settlements which makes it impossible to provide services equitably and also leads to settlements encroaching into fertile agricultural areas as most of these settlements are in the lands and cattle post areas. The district is also characterised by scattered settlements especially in the western part this makes provision of services very costly as they failure to serve the purpose of service centres due to the distance.

6.2.2 District Settlement Strategy

Ideally the application of the NSP is through the preparation of a District Settlement Strategy where a comprehensive study of the settlement pattern, population distribution and socio – economic status is undertaken. This plan endeavours to resolve conflicts in allocation / distribution of resources/services to settlements and identifies potentials. It is therefore recommended that this plan be prepared during DDP 6.

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6.2.3 Physical Development Plans in the District

Southern District Council has a number of Village Development Plans at varying level of preparation, which will be complete at the beginning of this plan period. Though these plans are not prepared strictly according to the requirements of the Town and Country Planning Act since the villages are not planning areas, the Development Plans still play an important role of guiding and control of developments/developers. The following villages had plans prepared during DDP 5 and NDP 8. Mabutsane, Kanye, Manyana, Mmathethe and Moshupa. Plans have been approved and are being implemented.

Other settlements in the district need Development Plans during DDP 6.These are Goodhope, Molapowabojang, Lotlhakane East, Digawana, Phitshane Molopo, Mabule, Ranaka, Khakhea, and Pitsane. This is because of the high rate of population growth, the role they play and the existence of public and private sector investment in these areas that necessitates the plan to guide and coordinates development.

6.2.4 Town and Country Planning Act 1977

The aim of the Act is to make provision for the orderly and progressive development of land in urban and rural areas and to preserve and improve the amenities thereof: for the grant of permission to develop land and for other powers of control over the use of land: and for purposes ancillary to or connected with the matters aforesaid provided the settlement is declared a planning area.

There is only one Planning Area in Southern District, which is Kanye Village the district headquarters. Prior to the declaration of this major village as planning area there was no planning law guiding physical planning.

Issues resulting from areas not being declared planning areas

Haphazard developments characterized by incompatible land uses. Village sprawl, unplanned developments leading to overcrowding of housing units on the plots and construction of buildings, which are not structurally, sound. Inadequate access and circulation for fire fighting needs, draining of septic tanks and also compromises aesthetics.

This is evidenced in Kanye as the previous unplanned pattern and structure of land allocation and development is proving to be very costly to accommodate new infrastructure (Kanye phase iv infrastructure development) as either buildings and other structures have to be relocated after being compensated for. Lack of guiding instruments before it became a planning area has led to most commercial and industrial plot owners not providing on plot parking to cater for their customers and is proving to be a costly exercise, as now council has to incur all the costs in providing communal parking.

Implications of Declaring an Area a Planning Area.

Once an area is declared a Planning Area, the Town and Country Planning Act of 1977 becomes operational together with its supporting regulations like Development Control Code and the Urban Development Standards. The Minister of Lands and Housing has to prepare a Development Plan two (2) years after such a declaration. No development (residential, Commercial, Industrial and Civic and Community etc) shall take place without permission granted by the Town and Country Planning Act.

The Town and Country Planning Act defines development as

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“... the carrying out of building, engineering, mining or other operations in, on, over or under any land or the making of any material change in the use of any buildings…”

The ills of unplanned and uncontrolled developments are still evident in some of our settlements, especially those that experience rapid growth both in terms of population and physical development.

Settlements that need to be considered as Planning Areas during DDP 6 in Southern District are Moshupa, Goodhope, and Mabutsane, which are Sub-District Centres.

6.2.5 Tribal Land Act

The Tribal Land Act provides for the establishment of the tribal land boards and defines the powers and duties of such boards. The functions of Land Board under this Act are:

The granting of rights to use any land, for residential, commercial, industrial, arable and grazing. The cancellation of the grant of any rights to use any land including a grant made prior to the coming into operation of this Act; Hearing of appeals from, confirming or setting aside any decision of any subordinate land authority; .The imposition of restrictions on the use of tribal land. Monitoring Land use and settling land conflicts.

The Land board is an important institution playing a pivotal role in developments through timely provision of land. The Land board has over the years played a proactive role by ensuring that land allocation conformed to approved development plans and plot layout plans.

Problems associated with land allocations:

Lack of enforcement of Development and plot layout plans by land boards in land allocation results in uncoordinated developments and conflicting land uses. Delays in land allocations especially in major villages often results in squatting as evidenced in villages like Kanye. (Goorra Seno) Growth of settlements leads to land allocations encroaching into fertile arable lands. There are some settlements in the district which have services but are not recognized settlements therefore the land board does not allocate in these areas. This leads to uncoordinated developments and conflicting land uses.

6.2.6 National Housing Policy

The National Policy on Housing in Botswana was approved by the National Assembly on the 17th December, 1999 as a review of the 1982 Housing Policy which had become inadequate to address the current housing issues and needs. This policy is in fulfilment of the Botswana Vision 2016, which envisages that all Botswana will be able to obtain good quality basic shelter in both urban and rural areas.

In addressing current housing problems, the thrust of this policy is fourfold:

i. To change the emphasis of Government from home provision to facilitation in the various settlements in partnership with other stakeholders;

ii. To channel more Government resources (and emphasis) to low and middle lower income housing in both urban and rural areas;

iii. To promote housing as an instrument for economic empowerment and poverty alleviation; and

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iv. To foster a partnership with the Private Sector and all major employers in home development and facilitating home ownership.

In the Southern District (i), (ii), and (iii) would be achieved through the SHAA programme.

6.2.7 Self Help Housing Agency (SHHA)

In District Councils of particular interest is the establishment of Self Help Housing Agency (SHHA) to provide guidance and assistance to the eligible public in the improvement of quality of houses through provision of technical advice and financial assistance. This is in a bid to achieve Institutional Capacity Building.

The SHHA Department has been introduced in the Council and the initial focus is the entire Mabutsane Sub district and selected settlements in Kanye/Moshupa and Goodhope Sub districts. These are Molapowabojang Letlhakane East, Kanye, Moshupa, Manyana, Goodhope, Digawana, Mmathethe, Pitsane, Mokgomane, Phitshane Molopo and Mabule. This Department assists only the low-income category whether formerly employed or self employed to build suitable accommodation for themselves through the provision of the SHHA loan and the Technical expertise from council staff.

As the SHHA programme is rolled out to cover the whole district which has 104 recognised settlements during DDP6 much needs to be done in provision of office space, staff, transport and complete decentralisation of funds to the local authority for speedy delivery of the service.

Problems encountered during the implementation of SHHA.

Land certificates are one of the requirements that are needed in processing SHHA applications therefore later issuances of certificates to plot owners by land Boards is proving to be a hindrance, as funds cannot be approved without them. Issue of standard plans is not appreciated by most of the applicants but they are failing to produce plans of their own choice, which conform to the building control regulations and also complain of expenses incurred in engaging draughtsman, this is prevalent in Kanye. One of the requirements for extension of a housing unit is for it to have a maximum of 5 rooms anything more than that does not qualify. This is cumbersome, as most applicants over look this even when they don’t qualify forcing officers to go to the site to assess the current situation and this puts strain on the already limited staff.

6.3 SETTLEMENT AND HOUSING

6.3.1 Settlement Pattern and Geomorphology

Settlement pattern describes the way in which settlements are arranged in a geographic area. The description includes a group of homesteads in a settlement or a group of settlement in the district, region or country. Geomorphology in the other hand describes the condition of the landscape and its potentiality to different uses or activities. Geomorphology thus will have a bearing in the settlement pattern.

Human beings settle in the environment and interact with it so as to get the best out of it. Different people will therefore have different ways in which they relate with the environment hence different settlement patterns.

As indicated in earlier chapters, two distinct hypsographic areas that have had influence in the settlement pattern characterize Southern District. These are the hardveld in the north and the sandveld in the west. It must however be noted that though there are two

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physiographic areas there are on contrary three identifiable settlement patterns in the district. These are agro towns, dispersed homesteads and semi modern settlements.

6.3.1.1 The Agro Towns

The agro towns are prevalent in the Northern hardveld. These are old villages and have their establishment dating back to many years. The villages are characterized by a ward system that is breaking down especially in the new development areas. Wards in most cases consist of members of the community who are related patrimonialy. Villages consist of distant fields and cattle post that are placed in different areas sometimes the drift fences are used to divide these areas. Examples of these are villages such as Kanye, Moshupa, Ranaka Manyana, Mmathethe, Molapowabojang, Kgomokasitwa, Ntlhantlhe, Digawana, etc.

This type of settlement pattern promotes the proliferation of settlement with subsequent need for provision of services to these areas. This is because most of these lands or cattle posts, in no time assume natural growth acquiring the qualification of villages as stipulated by the national settlement policy hence need for services. Example here are Ralekgetho, Sesung, Tshwaane, Mosi, etc, which started as lands and have since been provided with services.

This situation thus over stretches the resources and services because most people in these settlements do not lose affiliation to their place of origin or bigger villages like Kanye and Moshupa. They build in two villages thus leading to double allocation of services.

Most settlements have thus outgrown the status of Lands area and are potential candidates of this transformation in terms of the national settlement policy criteria of population, functions and status.

6.3.1.2 Dispersed Settlements

The dispersed homestead pattern is found mostly in the Barolong area. This is made up of scattered homesteads either surrounded by fields or with fields not far from 5km. This however must not be disputed by the fact that there are some established villages in this area which are a result of the past government policies, effort and appeal to congregating people in one area for ease of provision of services but a substantial number of people still live in this manner. Most of the villages in this area have population less than 1000 inhabitants.

The problem with this pattern is the spatial coverage of these areas and the un-divorceable problem of hiked per capita associated with provision of services in such areas. There is also a problem of proliferation of settlement that is a result of natural growth. Good examples are Cwagare, Mogwalale, Sheepfarm, Ngwatsau, Madingwane, etc. which are graduates of the process of a transformation from Lands to Villages. There are also many prospective candidates of this.

The dispersed homesteads are also evident in the western part of the district in the Ngwaketse West and Mabutsane. The area is predominantly pastoral farming. Homesteads in these areas are mostly cattle posts and are usually grouped around a water source or with water source less than 8 km. Villages in this area are small with population of approximately 500 people. All Remote Area Dwellers Settlements in the district are found in this area. The area is thus the least populated.

The dispersed settlement is also identified in villages along the Molopo River. This appears as linear settlements. The villages owe their establishment from the Molopo River and the growth follow this river. Examples of this are Mokatako, Phitshane –Molopo, Leporung, Dikhukhung, and Mabule etc. The river was for a long time a source of water for both livestock and Domestic use. In dry seasons shallow wells can be dug on the riverbed.

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6.3.1.3 The Modern Commercial Towns

The third type of pattern is the modern commercial town. Jwaneng is the only modern commercial town that falls within the boundary of southern district. There is also Kanye and Moshupa that are slowly moving towards that status. The modern economy of cash employment is slowly taking over from the traditional sector economy based on agriculture.

The settlements are of high density. They have nucleated pattern. The traditional arrangement of the ward system is dying especially in the new areas where layout plans are prepared. This is because of in-migration that is made up of people who are not related coming from different parts of the country. Because of the population and urban dynamics as well as the functions these settlements perform they attract most investments.

6.3.2 Physical Development Growth.

With an area of 26 876 km2, the district had a density of 5,9 and 6 persons per km2 in 1991and 2001 respectively. There was a slight increase in the population density during the intercensal period.

The Southern district is the fifth most dense district in the country after Southeast, Northeast and Kgatleng districts. The district's population density is also higher than the national average which was 2,3 persons per square kilometre in 2001. In general, the district, especially the western part is sparsely populated. This is a constraint when it comes to the provision of infrastructure and services, as most settlements do not meet the threshold population for the services.

Most settlements in the District fall within 100 km from the railway and within a radius of 200 km from Gaborone the economic centre of Botswana. There are also the urban centre of Jwaneng and Lobatse that also provide services as well as employment to these villages. Some of the cash got from employment in these centres are invested in local economy in terms of house construction. This has, as a result, contributed to the physical development and high densities Service provision in these areas is therefore done at less per capita because of high densities.

Physical development in the western part of the district is very poor. This area is remote and poorly serviced due to low densities and population.

6.3.3 Housing.

Housing is a process in which accommodation is provided. It is determined by factors such as housing policy, land delivery systems, housing finance. All these have a bearing on the housing market forces of demand and supply.

6.3.3.1 Housing Demand

Housing demand is the sum total of dwelling units required in a settlement. It is measured by the total number of households against the total number of housing stock where housing stock refers to the total number of the minimum standard room that can meet the requirement of housing.

The 2001 population and housing census report that the total number of people in the district was 148,210 it also states that for the total number of rooms was 146,512. Using the crude method of one room per person, there will be a shortfall of 1698 rooms. It should however be noted that the census report does not give a clue on how many of these rooms are habitable. The number can thus fall far beyond this.

There are also some people who use traditional building materials in mud and poles as well as thatch. This should be considered as shortfall in housing stock particularly if we consider that the poles are depleted through deforestation. Thatch grasses are also

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depleted through overgrazing, drought, and desertification, which are threatening the western part of the district.

Table 6.26 Material of wall for Housing Units in Southern District

Material of wall No of housing units

Concrete bricks 16868

Mud bricks 4966

Mud and poles 1722

Poles and reeds 185

Corrugated iron 391

Asbestos 44

Wood 55

Stone 15

Others 187

Not recorded 30

Total 24463

Source: Population and Housing Census, CSO, 2001.

The 2001 census, indicate that, out of the total number of 24463 households, 16868 or 68.9% households used concrete bricks and cement mortar as plaster to build the main house. This shows that only 31.1 % of households in the district still use the inferior materials to build their main houses.

A number of reasons could be attributed to this.

Lack of cash employment opportunities to raise funds for housing. Lack of housing finance, e.g. schemes like SHHA which are only limited to urban areas. Lack of services Escalating prices of building materials coupled with the additional cost of having to transport these materials especially to remote areas.

6.3.3.2 Housing supply

There are three ways in which housing is supplied in the district. This is through Private housing, institutional housing, and rental housing.

Private Housing.

These are houses built by individual household on self-help efforts to cater for housing need of the family. These constitute the majority of the housing stock in the district. This type of housing is characterized by mixture of modern and traditional house types.

Due to the rapid depletion of traditional building materials, especially thatch materials and wooden poles, most houses are of cement and bricks with the exception for the western part of the District and the RAD settlements. Perhaps this is due to affordability in terms of monetary cost as well as distance to suppliers of these building materials.

This has thus resulted in people building using the mixture of modern and traditional materials in construction. Walls could be built using traditional mud bricks and then mixture of cow dung and mud is used as mortar and plastering material. This is common in the Borolong area and in the Kanye Moshupa but to a lesser extent.

In the western part of the district, most people use wooden poles for walls, which are then plastered with a mixture of cow dung and mud, perhaps this is due to poor

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conditions of sand aggregate in this area. The mud and cow dung mixture would be poor or inferior in quality no matter what mixing ratio and would dissolve with few drops of rain water. This was evidenced during the past heavy rains where most of the people in this area were left homeless after heavy rains. Some owners of such houses however give them cement covering to protect them from weathering.

Institutional housing

Institutional housing are built by various organisations to house their employees. This housing is a form of rental housing but it is restricted only to the workers of these organisations. They are not available for the rest of the housing market. These are of modern style built as detached dwellings with a single unit in a plot. There are also semi detached and to some extend double storey buildings these are however prevalent in Secondary Schools.

The organisations that build houses in the district are, central government departments, District council, tribal administration, and some few private and parastatal organisations found in the district though at an insignificant extent. These houses are in most cases grouped together or they can be located in various public facilities that are scattered with the district.

LG 203 provides institutional housing for District Councils and Central Government staff based at Districts, Sub-Districts, Headquarters and Villages.

Table 6.2 indicates the housing need for local authorities for the whole of DDP 6 plan period.

Table 6.27 Local Authorities Housing Needs 2003/09.

LA Number needed Existing housing stock Deficit

Council 621 309 312

Rolong Land board 32 16 16

Ngwaketse Land board 116 23 93

Tribal Admin 364 95 269

District admin 294 182 112

Table 6.2 indicates that there was inadequate housing for the District council and the land boards. Tribal and District administration also faced accommodation problem.

Inadequate housing as shown in Table 6.2. has grown especially with the expansion of Council operations both at District and the two Sub-District levels. Table shows housing problems for the Land boards. Tribal and District administration also face accommodation problem due to growth in government functions.

There is need to decentralize operations to the Subordinate Land Boards. These offices require Revenue Officers, Legal Advisors, Bye Law Enforcement officers, for effective business operations and there is also a need to make provision for their accommodation.

6.3.3.3 Rental Housing.

The housing market, particularly in the rural districts of Botswana is at an infant stage limited only to major urban centres and to a limited scale to urban villages which are undergoing transformation from traditional to urban centres as well as those which are in the periphery of towns alias peri-urban areas. Southern district is not an exception.

With only one urban centre in Jwaneng and urban villages such as Kanye and Moshupa as well as peri-urban areas such as Molapowabojang, Sese and Digawana, rental housing is limited to these areas and almost non-existent in rural areas of the district.

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The 2001 population and housing census report, stipulates that there were a total of 24463 households in the district and out of this 2317 h/h rented housing which amount to only 9.5% of the total number of households. This was from Government, Council, Individual and Companies. Rental from individual amounted to 1108 with the government and council accounting for 381 and 525, respectfully. The rest of rental accommodation goes to the companies and VDC.

It can be seen that most of the houses for rental is supplied by individual households. These houses are built either as separate houses structures from the main house or rooms within the main house. The latter is however prevalent in urban areas. Suppliers of these are the families for the purpose of income generation to meet the family needs or to supplement family income. Government and council are the second largest suppliers and companies contribute a small amount.

Housing accommodation provide by VDC is accessible to all members of the communities however priority is given to civil servants whose departments have not been able to provide accommodation.

The rents paid in all instances are very minimal and therefore cannot be able to

raise adequate funds to be ploughed back into the market to produce more housing

units.

6.3.4 General Infrastructure and Services.

Housing does not only refer to the structure but also the supporting facilities that are available. E.g. water, roads, sanitation, energy etc.

6.3.4.1 Water

All recognized settlements in the district are serviced with potable water. Members

of the community can obtain the service through private connections. Those who do

not afford private connections get the water from standpipes. For those who get

water from the standpipes, there is a problem with wastage through breakage caused

by animals, watering from standpipes, resulting in water authorities closing down

these services.

There is also a problem of settlements outgrowing the water works area especially in fast growing villages.

6.3.4.2 Sanitation.

Many residents excavate pits on their plots and fill them with domestic refuse, which they either burn or bury when the pit is full, and then they dig a new pit. Some times these are just thrown indiscriminately.

The sanitation department of council sometimes distributes plastic bags to members of the community to use for collection of refuse with the intension of collecting them when full. The council is however failing to do this and the plastic bags are often left for a long period and consequently get damaged and contents spilled and would be seen blown by wind all over the village.

The district council always explain its failure to lack of manpower, limited resources in terms of transport and funds to engage private sector as well as poor road condition which makes some of the residential plots inaccessible especially in Kanye. A handful of dustbins are distributed to all institutional houses.

A landfill is planned and is hoped will assist in the management of solid waste.

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According to 1991 census figures, only 2/3 of the households had access to a toilet facility either flush or pit latrine. The rest either used neighbours toilet or used the bush. This form of sanitation is a threat to pathogenic spread as well as contamination to underground water resources. No formal sewage system or treatment facility exists in any village except which the design has been completed and construction is to commence this year (2003).

6.3.4.3 Fuel For Lighting and Cooking.

Paraffin and candles were the principal sources of energy for lighting in 1991.

Few people used electricity perhaps this is due to the fact that very few villages were

connected to the national electricity grid. More villages have since been connected

and a shift from paraffin to electricity is expected.

Fuel wood on the other hand was a principal source of energy for cooking. This is a threat to the environment because it leads to deforestation exposing the soil to wind as well as water erosion.

6.3.4.4 Roads.

While the district council has made tremendous effort in making linkages between villages possible by either gravel or graded roads, the maintenance of this leaves a lot to be desired. The council however relates the problem to lack of manpower as well as financial resources that constrain them to engage private sector. There is also limited equipment.

Efforts are also made by the district council to improve the internal roads of most of the settlements. The improvements are done either through grading or gravelling. Tarring of internal roads in major Kanye and Goodhope is done through major village infrastructure programme.

6.3.4.5 Telecommunications.

Most villages are connected to the grid. 63 villages in the District will be covered by the Botswana Telecommunications Corporation under the Nteletsa project.

6.4 SETTLEMENT AND HOUSING SECTOR GOALS AND OBJECTIVES

Goal 1:

To promote physical development in a sustainable quality environment in the District settlements.

Objectives:

To ensure planned settlements through preparation of layout plans and development plans To recommend more settlements to be declared more settlements planning areas to ensure statutory planning.

Goal 2:

To facilitate provision of quality housing for all.

Objectives

To insure prompt provision of land through preparation of detailed plot layouts To ensure adherence to building standards and development control code.

Goal 3:

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To protect the Environment

Objectives

To ensure utilization of modern building material by extending SHHA to rural areas. To ensure proper management of aggregates sites.


6.5.1 Evaluation of environmental key issues with Sector Goals and Objectives.

Sector Goal Sector Objective Environmental Issues

To promote physical development in a sustainable quality environment in the District settlements

-To ensure planned settlements through the preparation of developments and layout plans

-To recommend more settlements to be declared more settlements planning areas to ensure statutory planning.

Encroachment into fertile arable land.


-To insure prompt provision of land through preparation of detailed plot layouts

-To ensure adherence to building standards and development control code.

Indiscriminate extraction of sand and gravel for construction.

Clearing of vegetation cover and cutting of trees.

Indiscriminate dumping of building rubble

Dust and noise pollution

To protect the Environment To ensure utilization of modern building material by extending SHHA to rural areas.

To ensure proper management of aggregates sites.

Nil

6.5.2 Evaluation Sector Policies and Programmes against environmental issues

Policy, Acts, Programmes and Plans

Purpose of Policy/Act/Plans District Environment Problem(s)

National Settlement Policy To establish a settlement hierarchy for the country to promote the development of concentration of settlements.To facilitate rural development.

Encroachment of residential use into agricultural land.

Physical Development Plan To guide and control developments Encroachment of residential use into agricultural land

Town and Country Planning Act It provides for the orderly and progressive development of land in urban and rural areas and to preserve and improve the amenities thereof.

Nil

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Tribal Land Act It vests tribal land in land boards and defines the powers and duties of land Boards.

Nil

National Housing Policy It facilitates stakeholders to obtain good quality basic shelter in both urban and rural areas.

Nil

6.6 STRATEGIES TO ACHIEVE SETTLEMENTS AND HOUSING GOALS AND OBJECTIVES

The strategies to achieve settlement and housing goals and objectives are threefold. They entail implementation of the following programmes in the district.

Preparation of the settlement district strategy. Preparation of village development plans and plot layout. The adoption of SHHA in the entire district and construction of institutional housing.

6.6.1 Strategies to achieve Settlement and Housing Goals and Objectives.

Goal/Objective Activity/Proposed Project Potential Impacts Proposed mitigation measures.

To promote physical development in a sustainable quality environment in the district.

Preparation of development and layout plans.

NIL NIL


Servicing of residential areas.

Construction of houses.

Cutting of trees Vegetation clearanceBuilding rubbleExtraction of sand and gravel

Planting trees

Identify sites for disposal of rubble.Identify some areas for extraction of sand and gravel,

To protect the environment.

Identify areas for extraction of sand and gravel and encourage use of modern building materials.

Loss of biodiversity EIA

6.6.2 Proposed Projects.

6.6.2.1 Proposed Village Development Plans.

The development proposals and prioritization is based on the following reasons.

High rate of population growth in a settlement, which calls for immediate intervention through preparation of a village development plan to guide spatial growth to avoid haphazard development. Settlement’s strategic role in terms of its existing and or potential function in the area/region e.g. administrative centre, agriculture production zone e.t.c. The existing public and private sector investment that perform a centrifugal force for further investment due to agglomeration economies.

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Table 6.28 Village development plans 2003 - 2009

Location Project component Capital cost Justification

Molapowabojang Village Development Plan. P500.000 High rate of population growth and spatial extent and Pop. 7499

Lotlhakane East. Village Development plan P500.000 Population and spatial extent.

Good hope Village development plan P5000.000 Sub district headquarters, population, public sector investment

Khakhea Village development plans P500.000 Rate of growth, spatial growth, biggest village in Mabutsane Sub-District

Digawana Village Development Plan P500.000 Proximity to Lobatse, population size, spatial extent.

Mabule, Ranaka, Moshaneng, Kanye Phitshane-Molopo, Ntlhantlhe, Mogonye,

Plot layout plans P100.000 each Population growth, spatial coverage.

Funds for these are centralized and controlled by the Department of town and regional Planning (DTRP). The District does not know which plans DTRP will implement first. The District has listed the plans in order of priority.

Table 6.29 District settlement strategy

Location Project component Capital Cost Justification

Southern District District Settlement Strategy.

P875.000 Implementation of NSP, to resolve a wide range of issues and land use conflicts.

6.6.2.2 Planned District Housing Table 6.30 Planned District Housing (Lh203) Projects- 2003/2004

Location Project Component Qty Unit cost Total Cost

a) Southern District Council

Kanye/Moshupa LA 2 House 4 200,000 1,390,000

LA 3 House 1 280,000

Senior Staff House 1 310,000

Moshupa LA 2 House 1 200,000 200,000

Keng LA 2 House –S&CD Extension staff 1 200,000 200,000

Pitseng LA 2 House – S&CD Extension Staff 1 200,000 200,000

Itholoke LA 2 House - RADP 1 200,000 200,000

Mabutsane LA 2 House 3 200,000 400,000

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Good Hope LA 2 House 3 200,000 400,000

Subtotal 16 3,390,000

b) District Administration

Kanye LA 2 House 5 200,000 1,000,000



Subtotal 11 2,200,000

c) Land Board

Kanye LA 2 House 2 200,000 400,000

Maokane LA 2 House 2 200,000 400,000


Sub total 6 1,200,000

C)Tribal Administration

Goodhope LA 2 House 2 200,000 400,000

Pitsane LA 2 House 1 200,000 200,000

Hebron LA 2 House 1 200,000 200,000

Cwagare LA 2 House 1 200,000 200,000

Ramatlabama LA 2 House 2 200,000 400,000

Magoriapitse LA 2 House 1 200,000 200,000

Mogojogojo LA 2 House 1 200,000 200,000

Lekgolobotlo LA 2 House 1 200,000 200,000

Ranaka LA 2 House 1 200,000 200,000

Khonkhwa LA 2 House 1 200,000 200,000

Sekoma LA 2 House 1 200,000 200,000

Moshaneng LA 2 House 1 200,000 200,000

Molapowabojang LA 2 House 1 200,000 200,000

Subtotal 15 3,000,000

TOTAL 9,790,000

Table 6.31 Planned District Housing (Lh203) Projects- 2004/2005



Kanye/Moshupa LA 2 House 5 200,000 1,590,000

LA 3 House 1 280,000


Mokgomane LA 2 House 1 200,000 200,000

Tsonyane LA 2 House –S&CD Extension staff 1 200,000 200,000

Digawana LA 2 House – S&CD Extension Staff 1 200,000 200,000

Kanaku LA 2 House - RADP 1 200,000 200,000


LA 3 House 1 280,000

Subtotal 15 3,270,000

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Moshupa LA 2 House 5 200,000 1,000,000



Subtotal 11 2,200,000

c) Land Board

Kanye LA 2 House 2 200,000 400,000

Mabutsane LA 2 Houses 4 200,000 800,000

Sub total 6 1,200,000

Tribal Administration


LA 3 House 1 280,000

Ditlharapa LA 2 House 1 200,000 200,000

Metlojane LA 2 House 1 200,000 200,000

Cwaanyaneng LA 2 House 1 200,000 200,000


Mokatako LA 2 House 1 200,000 200,000

T/dilamolomo LA 2 House 1 200,000 200,000

P/Molopo LA 2 House 1 200,000 200,000

Moshupa LA 2 House 1 200,000 200,000

Magotlhwane LA 2 House 1 200,000 200,000

Kokong LA 2 House 1 200,000 200,000

Morwamosu LA 2 House 1 200,000 200,000

Pitseng LA 2 House 1 200,000 200,000

Kgomokasitwa LA 2 House 1 200,000 200,000

Sub total 17 3,480,000

TOTAL 10,150,000




Moshupa LA 2 House 10 200,000 2,590,000

LA 3 House 1 280,000


Ranaka LA 2 House 1 200,000 200,000

Morwamosu LA 2 House –S&CD Extension staff 1 200,000 200,000

Thankane LA 2 House – S&CD Extension Staff 1 200,000 200,000

Kutuku LA 2 House - RADP 1 200,000 200,000


LA 3 House 1 280,000

Subtotal 19 4,070,000


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Moshupa LA 2 House 10 200,000 3,280,000

Kanye LA2 House 5 200,000

LA 3 House 1 280,000

Subtotal 16 3,280,000

c) Land Board


Maokane LA 2 House 1 200,000 200,000

Sub total 2 400,000



LA 3 House 1 280,000


Kgoro LA 2 House 1 200,000 200,000


Pitsane LA 2 House 2 200,000 400,000

Hebron LA 2 House 1 200,000 200,000

Mmathethe LA 2 House 1 200,000 200,000

Metlobo LA 2 House 1 200,000 200,000

Ntlhantlhe LA 2 House 1 200,000 200,000

Manyana LA 2 House 1 200,000 200,000


Khakhea LA 2 House 1 200,000 200,000

Gasita LA 2 House 1 200,000 200,000

Lotlhakane/East LA 2 House 1 200,000 200,000

Sub Total 18 3,680,000

TOTAL 18 11,430,000




Moshupa LA 2 House 7 200,000 2,240,000

LA 3 House 3 280,000


LA 3 House 1 280,000

Subtotal 13 2,920,000



Mabutsane LA2 House 3 200,000 600,000

Moshupa LA 2 House 3 200,000 600,000

Subtotal 9 1,800,000

c) Land Board

Kanye LA 2 House 2 200,000 400,000

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Maokane LA 2 House 1 200,000 200,000

Sub total 3 600,000


Papatlo LA 2 House 2 200,000 400,000

Rakhuna LA 2 House 1 200,000 200,000

Cwagare LA 2 House 1 200,000 200,000

Tlhareselele LA 2 House 2 200,000 400,000


Cwaanyaneng LA 2 House 1 200,000 200,000

Mabule LA 2 House 1 200,000 200,000

Sedibeng LA 2 House 1 200,000 200,000

Ranaka LA 2 House 1 200,000 200,000

Lotlhakane/West LA 2 House 1 200,000 200,000

Keng LA 2 House 1 200,000 200,000

Maokane LA 2 House 1 200,000 200,000

Kanye LA 2 House 2 200,000 400,000

Sese LA 2 House 1 200,000 200,000

Sub Total 18 3,600,000

TOTAL 8,920,000


Location Project Component Quantity Unit cost Total Cost


Kanye LA 2 House 3 200,000 880,000

LA 3 House 1 280,000


LA 3 House 1


LA 3 House 1

Subtotal 10 2,240,000


Good Hope LA 2 House 4 200,000 1,080,000

LA 3 House 1


LA 3 House 1 280,000


c) Land Board

Kanye LA 2 House 2 200,000 400,000

Sub total 2 400,000


Pitsane LA 2 House 1 200,000 200,000

Goodhope 4 LA 2 House 3 200,000 600,000

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Location Project Component Quantity Unit cost Total Cost

Hebron (2) LA 2 House 1 200,000 200,000

Ditlharapa LA 2 House 1 200,000 200,000

Segwagwa LA 2 House 1 200,000 200,000

Digawana LA 2 House 1 200,000 200,000

Ntlhantlhe LA 2 House 1 200,000 200,000

Mogonye LA 2 House 1 200,000 200,000

Mokhomma LA 2 House 1 200,000 200,000

Samane LA 2 House 1 200,000 200,000

Selokolela LA 2 House 1 200,000 200,000

M/powabojang LA 2 House 1 200,000 200,000

Sub Total 14 2,800,000

TOTAL 7,400,000




Kanye LA 2 House 2 200,000 680,000

1 280,000

Moshupa LA 2 House 3 200,000 880,000

LA 3 House 1 280,000



Subtotal 10 2,360,000


Good Hope LA 2 House 6 200,000 1,480,000

LA 3 House 1 280,000


LA 3 House 1 280,000




LA 3 House 1 280,000

Pitsane LA 2 House 1 200,000 200,000



Leporung LA 2 House 1 200,000 200,000

Mokgomane LA 2 House 1 200,000 200,000

Magotlhwane LA 2 House 1 200,000 200,000

Ranaka LA 2 House 1 200,000 200,000


Sekoma LA 2 House 1 200,000 200,000

Moshaneng LA 2 House 1 200,000 200,000

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Lotlhakane/East LA 2 House 1 200,000 200,000

Sub Total 14 2,880,000

TOTAL 33 7,600,000


6.7.1 Issues for Settlements and Housing

Uncoordinated settlement patterns that lead to proliferation of settlements. Settlement patterns that lead to sprawl that make provision of infrastructure and social services difficult and expensive. Fifty percent of the district population uses the traditional building materials that have a bearing on the depletion of natural resources. Lack of cash, employment opportunities to raise funds for housing. Poor quality houses Poor housing market in rural areas to attract the private sector to provide housing. Lack of adequate funds to provide institutional housing. Lack of services. Centralization of funds by Ministry of Lands, Housing and Environment.

6.7.2 Strengths for Settlement and Housing

Legislation and policies that are in place provide a framework within which to operate. Some villages have development plans, which serve as a guide for both development and growth of these villages. Skilled manpower.

6.7.3 Performance Targets and Development Budget for DDP6.

Implementation BudgetFigure 6.1 Total Number Of Houses To Be Constructed Under Lh 203 In Ddp6

Institution 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 Total

District Council 16 15 19 13 10 10 83

District Admin 11 11 16 9 9 9 65

Land Board 6 6 2 3 2 - 19

Tribal Admin 15 17 18 18 14 14 96

Total 48 49 55 43 35 33 263

Table 6.36 Summary Of Cost Estimates For Planned District Housing projects (Lh 203)

Institution 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 Total TEC

District Council 3,390,000 3,270,000 4,070,000 2,920,000 2,240,000 2,360,000 18,250,000

District Admin 2,200,000 2,200,000 3,280,000 1,800,000 1,960,000 2,360,000 13,800,000

Land Board 1,200,000 1,200,000 400,000 600,000 400,000 0 3,800,000

Tribal Admin 3,000,000 3,480,000 3,680,000 3,600,000 2,800,000 2,880,000 19,440,000

Total 9,790,000 10,150,000 11,430,000 8,920,000 7,400,000 7,600,000 55,290,000

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6.7.4 Plan Monitoring Program

Continuous monitoring of the plan will be necessary through preparation of annual plans. This can only be possible if the plan is made flexible and responsive to any situation that might arise. Monitoring will also be done through quarterly reports to PMC, DDC and Full Council.

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CHAPTER SEVEN7 AGRICULTURE7.1 INTRODUCTION


The Ministry of Agriculture has five departments. That is, Department of Animal Health and Production, Crop Production and Forestry, Agricultural Research, Cooperatives. Three divisions that include, Division of Agricultural Planning and Statistics, Division of Agricultural Information and Public Relations and Agricultural Resources Board, support the departments.

7.1.1.1 Animal Health and Production

The Animal Health and Production department in the district is responsible to support, train and education farmers on animal health and range management. Its activities include prevention and control of animal diseases, improvement of livestock production and provision of veterinary public health services.

7.1.1.2 Crops Production and Forestry

The department is responsible for promotion, education and assistance of farmers on profitable crop production.

7.1.1.3 Cooperatives

It is responsible for promoting, registration and development of cooperative societies and ensuring compliance with cooperative societies act.

There are two parastatals that fall under the auspices of the Ministry and these are Botswana Agricultural Marketing Board (BAMB), and Banyana Pty (Ltd) (former Molopo CDC ranches).

The BAMB provides a market for agricultural produce in the district. Banyana ranches are responsible for improvement of animal breeds in the district through research in mixed breeding as well as proving artificial insemination services.

7.1.2 Strategic plan for respective Ministries

7.1.2.1 Summary of Strategic plans for various Department, which deals with Agriculture

Department Responsibility Strategic plans District Action

Lands Provide direction on all land related matters Formulating, implementing, coordinating and monitoring land policies for the benefit and development of Botswana.

Speedy and efficient land allocation

Efficient and effective land management system

Prepares Integrated land use plans.Ensures adherence to plans and advises on all matters related to land use through DLUPU.


Advises farmers on all matters relating to Arable agriculture

Conduct land resources inventories and land evaluation for land use planning

Technology Transfer

Agriculture Resources Conservation

Runs workshops and train farmers on the use of modern technology in agriculture


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Department Responsibility Strategic plans District Action

Improve land management practices

Animal Health and Production

Control animal disease, advises on animal production and manages rangeland.

Healthy livestock cordon fencesvaccinationsrange assessment

Cooperatives


Sustained wildlife populations and habitats.

Promotion of partnership in sustainable utilisation and management of wildlife resources within WMAs

Sustained Wildlife populations and habitatsAnimal disease control

-Hunting quotas-Game farming-Patrols -Public education campaigns- formation of trust

7.1.3 Agriculture Consultation Priorities

Poor rains Shortage of extension officers Low prices at Botswana Agricultural Marketing Board Overgrazing and dual grazing Poor maintenance of fire breaks Outbreak of Veld fires Shortage of transport for extension Staff Inadequate staff accommodation Conflict between wildlife and livestock Encroachment of villages into arable land


7.2.1 Community Based Strategy for Rural Development

The policy gives the community power to utilize and manage natural resource in a sustainable manner with the accrued proceeds going back to the community. This is done through the Community Based Natural Resources Management. The District has many natural resources that can be utilized through this program, such as land for horticultural projects and grazing.

7.2.2 National Settlement Policy.

The requirement to provide basic services to settlements and villages with a population more than 250 encourages the proliferation of settlements. The problem is prevalent in Good Hope sub district and Kanye/ Moshupa area. This has impact in Agriculture land as these settlements eventually grow and take up agriculture land.

The district has a draft District Settlement Strategy that will be reviewed and updated during DDP 6 Plan period. The strategy will have bearing in agriculture, as it will guide the sector on resources distribution.

7.2.3 National Forest Policy

The main goal of the draft policy is to develop Legal framework for the management of woodlands in communal areas with the participation of local communities. The Forest Act of 1968 does not address this provision. Currently the Forestry section has no legal

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mandate to operate in communal areas and indeed has no mandate to work with communities on joint ventures or develop tourism activities/opportunities in the forest reserves. It is not implemented in the district as there are no declared forest areas in the area.

7.2.4 NAMPAADD

The Ministry has recently introduced an intervention for Agricultural development called National Agriculture Master Plan for Arable Agriculture and Dairy Development (NAMPAADD), the programme emphasizes on rainfed farming, dairy production and irrigation. However, the programme is still at infant stage as the community is still being sensitised by the programme. Southern District has been identified as pilot location for the irrigation and rainfed farming. However, for sustainable production, there should be more emphases on investigation on under ground water in the district. NAMPAADD proposes a farming area of 150 hectares to attain economies of scale, this therefore calls for more farm labourers which can lead to mushrooming of settlements in lands areas and eventually requiring service provision, contrary to the NSP.


The Tribal Land Act establishes the Land boards and gives them power over administration of the tribal land. The act also gives the Land boards power to make policies and guidelines to use in discharging its duties. Tribal Land, which includes arable, ranches, communal etc falls under the jurisdiction of Ngwaketse and Rolong Land Boards.

Currently the Land boards allocate arable fields at a size of 400mx400m 16(ha). This is a viable farm size for subsistence farming, however NAMPAADD promotes farming to be an economic venture recommends large farms in order to meet its objectives.

The recent farms under the fencing component of the Agriculture policy have a size of 6km x 6km. Other land for different activities is allocated according to recommendations of various guidelines.

There is also no provision of leasing and subletting of agricultural fields. However, with the emphasis in shifting from the agriculture as a social to an economic activity the question of land tenure systems must be looked into as NAMPAADD is recommending.

7.2.6 Agricultural Resource Act.

This provides for measures that increase the effectiveness with which Agricultural resources are used and managed so that beneficial interaction is optimised. The issues of overgrazing and overstocking are still rampant. Due to capacity constraints the agricultural resource board is unable to put this act into place in the district.

7.2.7 Societies Co-operative Act

The Co-operative Societies Act No.5 of 1989 states that producer co-operatives should have a minimum number of fifteen (15) where as under the defunct Agricultural Management Associations (AMA) only required a minimum of five (5) persons. The department has realized that registration of producer co-operatives is very difficult because of the highly restrictive minimum number of members required for registration. However after consultation with stakeholders a minimum of 10 members was deemed reasonable. Therefore the act is being reviewed to address in an effort to create a better and conducive statutory environment for co-operatives of all kinds.

The department is also planning to formulate a comprehensive Co-operative Development policy in consultation with stakeholders. This will provide the guiding principles for co-operative societies. This policy will also ensure that the banking policies of savings and credit co-operatives are in line with the banking act.

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7.2.8 National Policy on Agricultural Development (Fencing Component)

The policy is mandated to conservation of agricultural land and other resources for future generations as well as range management through fencing of ranches. Currently the problem faced by the district that majority of the subsistence farmers will be left out due to difficulty in land availability and affordability. Further more most of the communal land will be fenced and used as ranches hence depriving small farmers access to the land

7.3 AGRICULTURE SECTOR ACTIVITIES

7.3.1 Crop Sub-Sector

Crop Production in Southern District is at both subsistence and medium scale. The District is characterized by good soil on the South East and fragile on the West and North West coupled with erratic rainfalls. The production levels are always fluctuating due to the above trends.

There are three Agriculture districts in the District, these are, Kanye, Moshupa and Barolong. The District is subdivided into the Agriculture extension areas that are manned by extension officers. The extension officers advise farmers in all arable agriculture activities in order to promote high yields. It also assists in conservation of soils. The ALDEP II was phased out during DDP5 implementation as such there were farmers whose packages were still outstanding and hence they will be supplied during DDP6.

The sector is faced with the following problems:

Erratic Rainfalls Poor soils mainly in the western part of the district Lack of commitment by farmers, they leave farms non-attended. Low prices for agricultural produce by BAMB

7.3.2 Livestock Sub-sector

The department of animal health and production is responsible for the livestock sector. Its activities revolve around the following;

Prevention and control of animal diseases Effective extension service Provision of veterinary public health service Improvement of livestock production

To fulfil the above, the Southern Region is subdivided into 35 Extension areas with a total of 450 crushes. The region has a live stock population of 259,426 cattle, 23,728 sheep, 71,772 goats and 5,020 horses. Refer to table 7.2 below:

Table 7.37 Livestock Population

Jwaneng Kanye Lobatse Total

Cattle 75,418 134,377 49,631 259,426

Sheep 6,886 11,204 5,638 23,728

Goats 21,463 38,069 12,240 71,772

Horses 3,498 1,150 372 5,020

Donkeys 6,081 16,751 5,850 28,682

Source: Department of Animal Health & Production – Southern

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The department has problems of unavailability of surface water and it is difficult for most farmers to get underground water through borehole drilling.

7.3.3 Cooperatives sub-sector

The Department of Cooperatives is responsible for promoting, registration and development of cooperative societies and ensuring compliance with cooperative societies act. The department also provide business advice and human resource development programme to the cooperative movement.

The district has a total of 24 cooperative societies. A total of seven cooperatives were assisted during DDP 5. The major problems facing the Co-operatives department are mismanagement and lack commitment by members.

7.4 AGRICULTURAL SECTOR GOALS AND OBJECTIVES

7.4.1 Crop Sub-Sector

Goals Objectives

To enhance technology transfer through development and delivery of appropriate extension messages.

To train 4B Members on various agricultural disciplinesTo provide targeted extension messages to all extension areas.To promote establishment of projects in various disciplines of Crop Production and Forestry

To satisfy clients needs through provision of appropriate technologies.

To provide and develop irrigated Agriculture To clear ALDEP backlog

To conserve agricultural resources through provision of appropriate knowledge and skills on their sustainable use.

To rehabilitate degraded land To improve land management practicesTo provide land resource inventory and monitoring data

To motivate staff by providing a conducive working environment.

To build staff houses To build a Regional OfficeExtension of Pelotshetha Research station

To disseminate technical information through various media in Southern Region

To disseminate information through relevant media, e.g. radio, agric-facts, TV, pamphlets, kgotla meetings and workshops.

7.4.2 Animal Health and production

Goal Objectives

To promote a healthy livestock population through effective disease prevention and control strategies

To control four major disease of livestock (Anthrax, Quarter Evil, Brucellosis & Rabies)To monitor all dairy cattle for two zoonotic diseases (Brucellosis & TB)To erect cordon fence and provide boreholes along the Botswana/RS.A border.

To provide effective livestock extension service through education and advice to farmers.

To achieve extension agents – farmer ratio of 1:300 To train 955 farmers Expansion of AI camp at GoodhopeTo complete 3 Animal Health Centres at Gasita, Goodhope and Thankane

To motivate and promote staff by providing a conducive working environment

To construct 2 ALDEP type houses at Morwamosu and Sekgwasentsho To construct one Regional Veterinary Office at Kanye

To fulfil stakeholder /customer requirements through continuous consultation and timely delivery of service

To increase LITS coverage from 74% to 100% To facilitate the establishment of communal farmsTo conduct annual market surveys for all animal production disciplinesTo assist farmers with SLOCA grants

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7.4.3 Cooperative Sub Sector

Goal Objective

To maximize customer/stakeholder satisfaction through quality and client oriented service

To monitor performance of twenty four (24) co-operative societies

To provide a conducive working environment To construct an office block and two staff houses in Kanye

To provide skills and knowledge transfer through co-operative employee training and member education

To train twenty five (25) co-operative movement employees To educate two thousand (2000) co-operative members on corporate principles


7.5.1 Evaluation of Environmental Key Issues and Sector Goals and Objectives.

7.5.1.1 Crop production

Goal Objective Environmental Issue

To motivate staff by providing a conducive working environment

To build staff houses and offices Felling of trees and extraction of sand and gravel aggregates.

To satisfy clients needs through provision of appropriate technologies.

To provide and develop irrigated Agriculture

To clear ALDEP backlog

Ground water pollutionClearance of vegetation

7.5.1.2 Animal health and production


To promote a healthy livestock population through effective disease prevention and control strategies.

To erect cordon fence and provide boreholes along the Botswana/RSA border

•Uprooting of trees• soil erosion• overgrazing.

To provide conducive working environment

To construct 3 ALDEP type houses at Morwamosu and Sekgwasentsho To construct one Veterinary office at LobatseTo construct one Regional office at KanyeTo construct 13 loading ramps attached cattle crushes

• Uprooting trees• Extraction of sand from rivers

To fulfil stakeholder /customer requirements through continuous consultation and timely delivery of service

To facilitate the establishment of communal farmsTo construct livestock marketing facilitiesDairy improvement at PitsaneImprovement of AI services at Goodhope

Overgrazing due to dual rights problem

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7.5.1.3 Cooperatives


To provide a conducive working environment

To construct an office block and two staff houses in Kanye

Uprooting trees Extraction of sand from rivers

To provide skills and knowledge transfer through co-operative employee training and member education

To train twenty five (25) co-operative movement employees To educate two thousand (2000) co-operative members on corporate principles

Littering

7.5.2 Evaluation Of Environmental Key Issues With Sector Policies And Programs

Policy Objective Environmental Issues

NAMPAAD To increase food production hence enhancing food security and sustainability

Groundwater pollution because of pesticides.Cutting and felling of treesMushrooming of settlements

National Settlement Policy Provision of basic services to settlements with populationsOver 250.

Encroachment into fertile lands areas

Community Based Strategy Utilisation and management of natural resources

Over harvesting of resources

National Policy on Agricultural Development ( fencing component)

Conserve agricultural land and other resources for future generations

Overgrazing in communal areas Disturbance of free movement of gameCurtailed access to veld products

7.6 STRATEGIES TO ACHIEVE THE AGRICULTURE SECTOR GOALS AND OBJECTIVES.

7.6.1 Proposed projects, Potential impacts and mitigation measures

Proposed projects Potential impacts Mitigation measures

Construction and improvements of offices and staff housing

Vegetation destruction due to felling of trees.

Proper disposal of waste

Dam and irrigation development Vegetation destruction due to felling of trees.

Ground water pollution

Felling of trees.

Reducing grazing land thus promoting overgrazing

EIA Study

Afforest ration

Erection of cordon fence Cutting down of treesDestruction of vegetation

Avoid cutting of mature trees

Workshops and kgotla meetings Littering Provision of waste receptacles

Livestock marketing facilities Cutting down of treesDestruction of vegetation

7.7 RESOURCES REQUIREMENTS FOR DDP 6

7.7.1 Strengths for Agriculture

Pool of qualified staff Availability of land

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Policies and guidelines

7.7.2 Implementation schedule Table 7.38 Crop sector

Proposed Project Location ImplementationSchedule

Budget (P)

Clear ALDEP backlog District

Prepare course materials

Train 4B members

2003/09 1,360,000

Construction of 10 A/Ds houses Tsonyane

Moshupa, Ditharapa, Lotlhakane West, Mokgomane, Mokhomma,

Segwagwa, Mmathethe, Pelotshetha, Digawana

2003/04

2004/05

2005/06

2,202,380

SRTC Office Block Pelotshetlha 2007/08 3,204,355

Irrigation and Water Development Southern District 2003/09 8 035 000

To conduct 6 workshops on various Agric. Disciplines in Southern Region by March 2009

Southern District April - March2003/09

48 000

Livestock Marketing Facilities (Loading Ramps)

Good HopeHebronMokatakoPitsaneDigawanaMolapowabojang

Dairy Improvement Pitsane 2003/09 445 000

Animal Health Centres Good HopeGasitaThankane

2003/04 479 424478 126402 700

Regional Office – AH&P Kanye 2004/05 6 490 218

ALDEP Houses SekgwasentshoMorwamosu

2005/06 460 070

Improvement to Ais Good Hope 1 742 000

Cooperatives Development – Office & Staff Housing

Kanye 1 839 000

7.8 PLAN MONITORING PROGRAM

The plan-monitoring program should ensure that projects are implemented according to plan and that plan deviations are analysed and either remedy measures are taken or plan objectives revised. Relevant departments will regularly monitor the implementation of the approved projects and quarterly progress reports will be produced and presented to both the district plan monitoring bodies (e.g. District Development Committee, Plan Management Committee) and the Ministry. The plan will also be monitored annually through Project Review and half way through the plan by mid -Term Review

Quarterly progress reports will indicate whether the responsible departments have implemented projects/ activities in time and within the budget. For physical projects the planned projects should have been completed as per schedule.

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CHAPTER EIGHT8 TRADE, INDUSTRY, WILDLIFE AND TOURISM8.1 INTRODUCTION

The Government through different departments and also existing non-governmental organizations mainly spearheads this sector. It also comprises a growing private sector of both small, medium and large enterprises and industries. The sector has committed itself to implement efficiently existing policies and programmes and develop new ones in support of sustainable growth and diversification of the economy. This commitment is contained in the Ministry and Department’s Strategic Plans (2001 – 2009). The sector has incorporated in its strategic goals the crucial elements contained in vision 2016, as they relate to economic growth and diversification:-

Fostering skills development Promoting partnership arrangements between local and foreign investors Achieving citizen empowerment Protection and conservation of Botswana’s natural, scenic, aesthetic and cultural principles and values. Ensuring sustainable use of natural resources (Wildlife included) Contribution to poverty alleviation Playing advocacy role on behalf of the commercial and industrial sectors.


This sector comprises of several units in the Southern district. On the government side there is the department of Wildlife and National Parks, Industrial Field Services and Consumer’s Affairs unit as well as the District Council. These mainly serve as regulatory bodies and providing support services to the sector. There are several non-government organizations, cooperatives, consumer groups and other community based organizations of which some are non-profit driven but just providing support services.

The are also two major Parastatals which also provide skills and innovation to the sector namely the Rural Industries Innovation Centre, and National Food Technology Research Centre.

8.1.2 Strategic Plans for Respective Departments.

Sector Strategic Plan Action

Trade, Industry , Wildlife and Tourism

Conducive Environment for diversified sustainable economic activities established and maintained.

i)Formulation review, implementation and enforcement of policies.ii) Continuously rendering training to potential and existing businesses.

Wildlife and National Parks.

Sustained wildlife population and habitats as well as partnerships in sustainable utilization and management of wildlife resources.

i) To reduce major human –wildlife conflict.ii) consult on policies for the conservation of species of concerniii)all relevant communities utilizing the Southern WMA.

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Sector Strategic Plan Action

CEDA To ensure development of viable, sustainable citizen owned business enterprises able to add value to the economy.

To make application for loans non prohibitive for potential entrepreneurs.

Lands Speedy and efficient land allocation and management.

To develop land management systems to guide decision-making.

Finance and development Planning

To ensure efficient and sound economic management

To develop and implement appropriate monetary and fiscal policies.

Local Government To promote local governance through participatory development and to enhance service delivery.

Ensure development coordination effectiveness and improved service provision.

8.1.3 Role of the Private Sector

The role of private sector is mainly for provision of services such as retailing and banking

The banking fraternity in the Southern District consist of Barclays Bank, National Development Bank, First National Bank and Botswana Savings Bank through post offices. The banks help in providing funds for establishing and running of business enterprises. Though the district has numerous private contractors most major projects are still carried out by foreign firms from other countries. Retail enterprises are also numerous around the district settlements and mostly are citizen owned. There are major chain shops established in Kanye such as Score Supermarket, Friendly Grocer, Pep Stores as well as chain furniture shops.

The private sector through engagement of consultants is fully engaged in assisting plan formulations such as among others, preparation of village development plans.

8.1.4 Consultation Priorities

Below are some of the main issues raised during public consultations. The issues are an indicator of the public’s concerns and needs. Even though the plan emphasizes on resolving them it cannot be stated that all will be attained by the goals and objectives of this sector.

Lack of services industrial and commercial plots Establishment of CEDA offices in Mabutsane sub-district Problem animals Poor infrastructural developments Shortage of transport Shortage of skilled manpower Lack of adequate and appropriate office accommodation


8.2.1 Industrial Development Policy

This policy was developed and approved by Parliament in December 1997. The main emphasis of the policy is on diversification of the industrial base. The essential principles of the policy are much relevant and need to be advocated extensively in the Southern district. These are:

To encourage a highly productive and efficient export industry which emphasizes on utilization of local natural resources

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To promote and expand an efficient support services and component manufacturing, many of which will be small and medium size businesses and; To assist the district’s small-scale entrepreneurs. Local communities and non-government organizations will also be utilized to develop business activities and opportunities in the rural areas of the district.

The Southern district has structures in place to assist aspirant entrepreneurs to provide them with services they need. Such services include land allocation through the two land boards( Rolong and Ngwaketse), water, electric and telecommunication networks will be provided to create a conducive environment for business operations.

8.2.2 Small, Medium and Micro Enterprises Policy

The SMME policy was approved by Parliament in December 1998. The main objectives of the policy are;

To foster citizen entrepreneurship and empowerment To promote SMME exports To achieve economic diversification To encourage the development of a competitive and sustainable SMME community. To promote efficiency in the delivery of services.

Government of Botswana established the Citizen Entrepreneurship Development Agency that is charged with offering and administering SMME loans. An office has been opened in Kanye that serves the Southern district as well as Northern Kgalagadi and Ghanzi Districts. Most loans obtained were mostly utilized by the informal sector such as in the hawking business. This resulted in the mushrooming of tuck shops (dimausu) especially in most populated areas like Kanye, Mmathethe, Goodhope etc.

8.2.3 Consumer Protection Act

The Consumer Protection Act aims to provide protection of consumers by means of investigation, prohibition and control of unfair business practices. The act gives the Consumer Affairs office the mandate to protect the rights of consumers though it has already proven to have some loopholes e.g. on business inspection. The office does this on quarterly basis providing situational reports for each quarter. Thus the office does not have powers to condemn and destroy defective/spoiled goods without the help of Health Inspectors. However few consumer groups are in place in the district.

8.2.4 The Local Licensing Act

The Local Licensing Act empowers the District Council to issue licenses for certain trading activities in the district. Though the number of license has been issued to the business community the impact of the policy in terms of job creation and raising the economy of the district is very minimal, the major reason being lack of entrepreneurship skills among the community. Monitoring is also a constraint.

8.2.5 Tourism Policy

Tourism has been identified as a major sector for economic growth as shown by the development of a tourism policy. The general objective of the policy is to obtain, on a sustainable basis, the greatest possible net social and economic benefits for Botswana from their tourism resources, scenic beauty, wildlife and unique ecological, geological and cultural characteristics. Specifically it aims to:

Increase foreign exchange earnings Generate employment, mainly in rural areas Raise income in rural areas to reduce urban drift

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Generally promote rural development and to stimulate service provision in remote areas.

The Trans Kalahari road, amongst other cultural and ecological aspects of the Southern district, presents opportunities for tourism development. Also opportunities in the provision of accommodation services such as hotels, lodges and guesthouses would greatly enhance the sector during DDP 6. This policy should be exploited to maximize tourism in the district through popularization of the district’s historical sites. It is planned to come up with a District’s Tourism Plan that will guide implementation of this policy.

8.2.6 Wildlife Conservation Policy

This policy put emphasis on utilization of natural resources by communities in order for them to appreciate and conserve wildlife and other resources. The Southern district WMA is earmarked for utilization by the communities attached to it.

8.3 TRADE AND INDUSTRY

8.3.1 Citizen Entrepreneurship Development Agency

CEDA is an agency for the development of viable, sustainable citizen owned business enterprises. It provides financial assistance in the form of loans at subsidized interest rates. Through CEDA one can get a loan from P500 to P150 000 at a 5% interest rate per annum and P150 001 to P2 million at 7% per annum. Citizens aged 18 years and over qualify for such loans. One can fund expansion of an existing business or a totally new business venture.

There is a CEDA office based in Kanye that assist the district’s prospective entrepreneurs with financial assistance for viable, sustainable proposals. The office is incapacitated in that it serves a wide area. Its jurisdiction includes Northern Kgalagadi and Ghanzi district. This poses a problem of assessing applications of their suitability and viability as well as monitoring of projects.

8.3.2 Wildlife and Tourism

The Department of Wildlife and National Parks is responsible for coordination, development and implementation of policies and programs for the management and conservation of wildlife resources in the district. In Southern district the department has two divisions namely,

i. Management and Utilizationii. Community Extension and Outreach.

There is only one Community Wildlife Management Area (SO2) in Southern district in which communities around it have been mobilized for utilization of its resources. This though is still at an infant stage. Most work for the department is basically control of problem animals.

There is currently no Tourism office in Southern district. Any assistance sought in tourism is obtained in Gaborone. The district boasts of several tourism attractions such as historical sites namely:

Kanye Hill Stone Walls Makaba’s Tree Kgwakgwe Hills Pharing Gorge Sobe ruins Gokodisa Iron mine Ranaka old stone settlement and iron smelting ruins

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Historical Livingstone Tree Mmasechele Gorge

Utilization of these by communities living amongst them as tourist destinations could also create employment and bring income. The establishment of support services in accommodation and catering( food, transport etc) services at these sights and along the Trans Kalahari road presents viable opportunities. This and much more will be entailed in the District’s Tourism Plan to be prepared during DDP 6.

8.3.3 Integrated Field Services and Consumers Protection Unit

The Integrated Field Services division has offices both in the Sub Districts and district headquarters. It is charged with the responsibility of promoting industry development and technical transfer. The Consumers Protection Unit is charged with enforcing the Consumers Protection Act, Standards Act, Hire Purchase Act, Trade and Liquor Act amongst others. It has offices in Kanye. The unit establishes consumer groups throughout the district.

8.3.4 National Food Technology Research Centre

The NFTRC is a newly formed parastatal organization located in Kanye with a mandate to stimulate development in the food sector. The NFTRC has a broad based mandate to contribute to development of the country at the macro level through the following objectives:-

Provide relevant science and technology assistance to the local food industry Facilitate the improvement in the quality of locally processed food products, ensuring maintenance of food standards Promote the utilization of local food materials through product development, thereby facilitating import substitution To assist in creation of jobs by way of entrepreneurial skills development in the area of food technology.

The NFTRC has conducted four one-month courses through which 100 women were trained. Among the 100 women trained 25 women were from Southern district. The NFTRC has also produced educational booklets on nutrition and HIV/AIDS for the southern district.

8.3.5 Rural Industries Innovation Centre (RIIC)

RIIC is a parastatal institution that pursues a Technology Transfer Programme. This programme transfers the manufacture of viable technologies to local engineering workshops for commercial production. This programme has enhanced the manufacturing capacities of local workshops that work with it. The technologies involved includes manufacture of farming implements, sorghum dehuller, kgotetso oven, bush pump, chuff cutters, diamond mesh wire machines and plough planters

Another notable technology advanced by RIIC is in the provision of Solar Energy Utilisation for lighting and heating suitable for the rural areas where there is no electric grid. RIIC will continue to also identify technologies outside Botswana to mainstream them for manufacturing locally. This aims at increasing RIIC’s product range for onward transfer to local workshops.

8.4 TRADE, INDUSTRY, WILDLIFE AND TOURISM SECTOR GOALS AND OBJECTIVES

In line with the aspirations articulated by Botswana Vision 2016 of a prosperous, productive, innovative and accountable nation the following goals and objectives have been adopted in DDP 6.

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8.4.1 Summary of sector goals and objectives

GOALS OBJECTIVES

1. To reduce major human and wildlife conflicts. i) To reduce length of time taken to attend problem animal reports from 12 to 2 days.ii) To train at least 10 local communities to undertake problem animal control yearly.

2. To educate general public on importance of wildlife and beneficially engage in utilization.

i) To conduct two kgotla meetings per financial. ii) To establish two CBNRM projects.

3) To develop an entrepreneurial and business culture among southern district community

i) To conduct two workshops/seminars every year.

4) To support the development of small-scale indigenous enterprises in the rural areas.

To provide four (4) Managerial and technical business training every year.

5) To have in place a portfolio of Departmental products and services that effectively meet customer needs

i) To have established three (3) sustainable consumer groups at the end of each financial year

ii) To have established three active consumers school clubs at the end of every financial year.

To have in place suitable accommodation to support delivery of DTCA business and DWNP work

To construct offices for both Department of Consumer Affairs and Department Wildlife and National parks

To have in place highly motivated staff to deliver products and services that meet customer expectations.

To construct two staff houses


8.5.1 Evaluation of Environmental Issues with Sector Goals and Objectives

Goals Objectives Environmental Issues

1. To reduce major human and wildlife conflicts.

i) To reduce length of time taken to attend problem animal reports from 12 to 2 days.ii) To train at least 10 local communities to undertake problem animal control yearly.

Enhance environment

Enhance environment

2. To educate general public on importance of wildlife and beneficially engage in utilization.

i) To conduct two kgotla meetings per financial. ii) To establish two CBNRM projects.

Enhance environment

3) To develop an entrepreneurial and business culture among southern district community

i) To conduct two workshops/seminars every year.

Littering

4) To support the development of small-scale indigenous enterprises in the rural areas.

To provide four (4) Managerial and technical business training every year.

No environmental impact

5) To have in place a portfolio of Departmental products and services that effectively meet customer needs

i) To have established three (3) sustainable consumer groups at the end of each financial year


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Goals Objectives Environmental Issues

ii) To have established three active consumers school clubs at the end of every financial year.


To have in place suitable accommodation to support delivery of DTCA business and DWNP work

To construct offices for both Department of Consumer Affairs and Department Wildlife and National parks

-Bush clearing,-Sand and gravel extraction

To have in place highly motivated staff to deliver products and services that meet customer expectations.

To construct two staff houses -Bush clearing-Sand and gravel extraction

8.6 PROPOSED STRATEGIES TO ACHIEVE TRADE, INDUSTRIES, TOURISM, WILDLIFE AND INDUSTRY GOALS AND OBJECTIVES.

8.6.1 Proposed projects

Office block for the department of Wildlife and National Parks and Consumer Affairs Establishment of Community utilization groups (CBNRM projects). Educational and training Workshops, Seminars and Kgotla meetings Industrial and Commercial Business Development

8.6.2 Potential Impact of Proposed Projects

Proposed project Environmental Impacts Mitigation Measures

Office blocks and staff housing

-sand and gravel extraction Designating areas and user friendly form of extraction

CBNRM Projects No impact Enhances environment

Industrial DevelopmentCommercial development

-land degradation-pollution

-conserving vegetation and landscaping. -waste management

8.7 RESOURCE REQUIREMENTS FOR DDP 6/UDP 2

The strengths of this sector exert itself in that clear and comprehensive policies have been put in place. Consultations with all stakeholders are periodically undertaken to review such policies in order to harmonize them. This enables adaptation to evolving changes. Another strength is even though not adequate, the availability of trained and experienced manpower. There is also the availability of a potentially good tourism product.

The issues in the sector include unfavourable competition of foreign companies against Botswana due to external regulation of some industries as well as fronting. Lack of entrepreneurial skills and information is also of concern among the district population.

Performance targets are set out in the strategic plans of respective departments as well as periodic plans such as annual development plans. These through provision of progress reports are tools of monitoring DDP 6 program.

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Table 8.39 Outline of Proposed Projects, Resources Needed, Implementation Schedule and Budget.

Project Resources Needed Performance indicators

Implementation Schedule

Budget

Local training (10) people per year in problem animal control

FundsManpower

Ten people trained 2003/2009

Two CBNRM projects

FundsManpower

Mobilisation (two workshops per community)Preparation of constitution and RegistrationPreparation of terms of reference and sourcing of fundsPreparation of Management plansAdvertisement of the area

2003/04

2004/05

2005/06

2006/07

2007/08

P 300 000.00

To conduct two entrepreneurial and business workshops and four training yearly

ManpowerFunds

Two workshops conducted yearly

Four courses conducted per year

2003/2009

Three sustainable consumer group and three active consumer clubs per year

ManpowerFunds

Three consumer group and three clubs conducted yearly

2003/2009

DWNP Offices KanyeMabutsane

ManpowerFunds

Offices constructed 2005/20063 000500 000

DCA staff houses

ManpowerFunds

Houses constructed 1 260 623

NFTRCMaster PlanStaff HousingLab EquipmentInformation Technology

Plan CompletedProject CompletedProject CompletedProject Completed

6 125 5233 705 0007 804 500645 000

RIICIndustrial Satellite Service Centres

Centres Constructed 33610 000

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Project Resources Needed Performance indicators

Implementation Schedule

Budget

Technology Adaptation KanyeStaff HousingComplete HQ Refurbish PropertiesInformation Technology

Project CompletedProject CompletedBuilding CompletedProperties Complete

Project Completed

14 665 0001 545 0002 000 0001 300 000

1 070 000

IFSStaff House KanyeGoodhope

Houses complete1 101 168565 784

Tourism Master Plan

Plan Complete 1 000 000

Conservation InitiativesCBNRM

Proposals 100 000100 000

8.7.1 Plan Monitoring Programme:


Progress will further be reported to DDC.


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CHAPTER NINE9 EDUCATION AND TRAINING9.1 INTRODUCTION

Education is a valued basic need and a precondition for development. As economic development especially under globalisation depends on a highly skilled and productive workforce, applied and life-long education has to be given highest priority. Vision 2016 expects that Batswana will be an informed, educated, hard working and disciplined nation. To this end, the Ministry of Education and other ministries involved will provide quality education and training that is accessible to learners of all age groups to enable individuals to attain their potential and contribute to the national socio-economic and technical advancement.


The Ministry of education is responsible for national education policy formulation and managing the national education and training system. The ministry comprise of nine departments namely Primary Education, Secondary Education, Non Formal Education, Teachers and Development, Student Placement and Welfare Teaching Service Management, Vocational Education and Training, and Examinations Research Division. In order to execute its duties effectively, the department shares some of these responsibilities with other ministries such as Ministry of Local Government, Private Sector and Non Governmental Organisations such as Botswana College of Distance Learning (BOCODOL.)

At district level, the ministry is represented the following departments; Primary Education, Secondary Education, and Non Formal Education. The responsibility of primary education is shared between two Departments of Primary Education under the Ministry of Education and Southern District Council. The department of primary education under the Southern District Council is responsible for provision of infrastructure, stationary and equipment, provision of ancillary staff, transportation of teachers and pupils during educational tours and sporting activities. On the other hand, the department of Primary education under the ministry of education is responsible for the provision of curriculum materials to schools, management of schools, teachers’ welfare and recruitment. The department of secondary education is responsible for management, recruitment and the welfare of teachers in secondary schools. The department of Non Formal Education is responsible for provision of literacy education. There is only one Education Centre in the district responsible for in-service training for teachers at primary and secondary schools.

Southern District provides educational services and facilities for Pre-Primary, Primary and Secondary and Tertiary Education (Distant Education only). Service providers are the Government (Ministry of Education (MoE), Ministry of Labour and Home Affairs (MLHA), Southern District Council (SDC) and Non-Government Organisations (NGO), which can be Community Organisations or Private Organisations.

Responsible for Pre-Primary Education is the Ministry of Education and Southern District Council (S&CD –Home Economics), for Primary Education the Ministry of Education and Southern District Council, for Secondary Education the Ministries of Education and Labour & Home Affairs, for Tertiary Education the Ministry of Education

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9.1.1.1 Strategic Plan for the Ministry of Education.

The promotion of a culture of lifelong learning as a key component of national human resources development, involving Government, the private sector and Non-Government Organisations (NGOs). Lifelong learning can contribute to the achievement of many of Southern District’s economic and social goals.

9.1.1.2 Strategic Plan for the Ministry of Local Government.

The mandate of the Ministry of Local Government is to provide basic physical and social infrastructure in particular through provision and maintenance of primary school infrastructure and provision of social protection systems. This will be achieved through the following goals;

To improve the quality of life by providing primary school infrastructure in the district. To clear the maintenance backlog of primary school facilities in the district. To improve social safety net by targeting vulnerable groups, such as needy pupils, under the national strategy for poverty reduction To provide social protection by improving delivery of food and other amenities to vulnerable groups.

9.1.1.3 Strategic Plans - Ministries

Key Result Area Strategic Goal District Action

Ministry of education

A high level of HIV/AIDS awareness

To infuse HIV/AIDS concept in all curriculum at all levels of the Education and Training System.

Guidance and Counselling teachers have been recruited and posted to Schools in the District.

A competent national human resource

To integrate the development of employable skills in the delivery of the curriculum and facilitate exposure of students to the world of work.

To raise qualifications of serving teachers to a minimum of a diploma

Construct and equip vocational schools and Brigades in the District: Moshupa Brigade and Ravos.

Almost all secondary schools have a BOCODOL branch to address this issue.

Quality Education and Training To set a minimum for physical facilities, equipment and materials for all Education facilities

To develop an appropriate standard curriculum for Pre Primary schools.

All facilities in education facilities are either constructed or upgraded in the whole District.

More fully equipped Pre-schools are established in the district adhering to the standard curriculum.

An Enabling learning environment

To strengthen mechanisms for support to PTAs and Boards in educational institutions.

Workshops are being conducted throughout the District to resuscitate these committees.

Ministry of Local Government

Provision of Infrastructure To provide basic physical infrastructure.

-Construct and maintain education facilities

Social Protection To provide social protection -Timely purchase and delivery of school uniforms and other

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Key Result Area Strategic Goal District Action

amenities

Ministry of Labour and Home Affairs

Customer Satisfaction To improve customer satisfaction by providing services in an excellent, effective, efficient and friendly manner.

-Provision of Pension money.

Information Provision To generate, acquire and disseminate information through efficient services for purposes of education and research

-Up grade the Bathoen Memorial Museum.-Construction of a records centre in Kanye

9.1.1.4 Strategic Plan for the Ministry of Agriculture

The Ministry of Agriculture plans to increase Agricultural Technology Development and Transfer through the following strategic goals:

To promote science and technology based agricultural development through strong research extension linkages. To increase agricultural knowledge through regular targeted technology based training. That is developing specialized training modules according to the customer needs. At the district level there is the Ramatlabama Research Institute that trains on agricultural research.

9.1.1.5 Role of the Private Sector

The role of the private sector in providing educational services is to complement the capacity of educational services provided by the Government as well to provide an option in the ways to better education.

In the Southern District , the private sector is to some extent involved in the running of mostly Day Care Centres and some private schools. The private sector is mainly involved in the service provision of education equipment, stationery and the construction and maintenance of facilities.

9.1.2 Education and Training Consultation Priorities

Community Consultation:

Improvement of services for primary schools. Use of coal/solar/electricity for cooking or provision of firewood by Council. Shortage of classrooms, teacher’s quarters and toilets. The need for a Senior Secondary School in the District together with the relevant amenities. Backlog in basic education facilities. (Classrooms, teachers’ quarters, toilets, admin blocks, kitchen/dining halls etc.) Access to basic education for children living in small settlements and disabled. Strengthening planning and co-ordination capacity at District level for better utilization of resources. E.g. adjusting the enrolment of schools to their capacities

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9.2.1 National Policy on Day Care Centre

This Policy was adopted in 1980 based on the UN convention on the Rights of the child. All members states were to adhere to this in order promote the rights of the child. It is to this end that in Botswana in pursuance of this Declaration Pre- Schools were established.

9.2.2 Revised National Policy on Education (RNPE)

In 1992, a Presidential Commission was appointed to review the education system in Botswana with particular emphasis on universal access to basic education, vocational and training and preparation to the world of work. The commission’s report was adopted by Government as Paper no. 2 of 1994, the Revised National Policy on Education (RNPE).

The RNPE spells out the strategy for educational development whose long-term perspective is up to twenty-five years through the following main issues:

Access and equity; Effective preparation of students for life, citizenship and the world of work; Improvement and maintenance of quality of the education system; Enhancement of the performance and status of the teaching profession; Effective management of the education system; Cost effectiveness and cost sharing in the financing of the education system.

In the Southern District some of the recommendations of the policy have been achieved. For instance:

The transition from Primary to secondary schools although the shortage of facilities has a negative impact. The reduction of class size from 45-40 at primary level even though plans to reduce it further as per the Policy are hampered by the implementation capacity and limited funding.

9.2.3 Policy on Tertiary Education

On the backdrop of the Revised National Policy on Education of 1994, in 1999 an act was passed by Parliament that commissioned the establishment of the Tertiary Education Council (TEC). By this Policy, the TEC was given the mandate of coordinating the development of tertiary education and of determining and maintaining standards of teaching, examinations and research at this level.

In the Southern District this policy has enabled the establishment of private commercial schools that are allowed to operate. The only problem that is facing these schools is that government does not employ these schools graduates because it does not recognise their certificates. It therefore not clear as to why government has allowed them to operate in the first place. There is urgent need for proper monitoring of certification and accreditation of these institutions.

9.3 EDUCATION

9.3.1 Schools

9.3.1.1 Pre-School Education

These facilities offer reception classes to children of ages four to six with the aim of preparing them for Primary schools, they also offer baby sitting services for those

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parents who are working without maids/babysitters. In the Southern District there are quite a number of these facilities. They maybe owned by individuals or run by Communities through the Village Development Committees (VDC) as is the case in most Pre-Schools in the rural areas of the District. Trained Personnel where available is trained at Lobatse Day Care Centre.

9.3.1.2 Primary Education

The Southern District has a total of One hundred and four (104) primary schools with an estimated enrolment of thirty-five thousand three hundred and fifty (35 350) pupils for 2003.There are schools maintenance construction underway in order to address the increasing enrolment. (See Table 9.3.1.2 for the projected enrolment projection beyond 2003.)

Table 9.40 Primary Schools Enrolment Projections 2002-2008

2003 2004 2005 2006 2007 2008

Standard 1 5700 5738 5815 5540 5770 5760

Standard 2 5370 5500 5410 5400 5380 5360

Standard 3 4970 4800 4850 4750 4730 4770

Standard 4 5630 5650 5780 5800 5790 5760

Standard 5 4890 4895 4800 4790 4780 4750

Standard 6 4750 4780 4789 4790 4700 4750

Standard 7 4040 4680 4090 4710 4750 4780

Total 35350 36043 35534 35780 35900 35930

Source: Education Dept - Southern

9.3.1.3 Secondary School education

The District has twenty-four (24) Community Junior Secondary Schools and Two (2) Senior Secondary Schools that offer further education to the Primary School pupils. They enrol a total of Fourteen Thousand three hundred and sixty (14 360) and Three thousand and eighty(3 080) students respectively. Construction is on going at Seepapitso and Moshupa Senior Secondary Schools in order to cater for the growth in enrolment.

9.3.1.4 Private Schools

In Southern District there are two registered Private Schools. These exist to augment and accommodate all those students who could not be enrolled by the government schools either because of their grades or overcrowding. These are registered with the Ministry of Education, this is to ensure that they offer quality education and adhere to the existing syllabus. The two schools are:- Kanye Private Secondary School ( provides secondary education up to form five level) and Forest hill School which offers pre- school, Primary Education and Limited Secondary Education ( up To Junior Level).

9.3.1.5 Non – Formal Education

This sector experienced a decrease in the number of the participants and Literacy Group Leaders for the plan period and this was contributed by a number of factors. Literacy participants enrol in the programme for various reasons. For instance some enrol in order to learn to write their names and upon achieving the intended goals they quit. Some enrol in order to learn how to read and write and as soon as they master the skills they leave and all this is done irrespective of the fact that the number of the set primers has been completed or not. Domestic commitments also contribute to a large extent to the high-drop-out rate. With the HIV/AIDS pandemic on the scene the dropout rate became more and more severe as learners had to take care of the beloved members of

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family. Last but not least there were those who left after graduating from the programme. The decrease in the number of Literacy Group Leaders is however a result of the fact that most of them leave the programme for greener pastures.

Three clusters fell vacant when officers resigned. A reshuffle was effected therefore leaving Maokane, Hebron and Moshaneng vacant. These resignations contributed to the drop out rate in the number of learners because it became very difficult to supervise those clusters with the current officers.

9.3.1.6 Distance Education

The responsibility of distance learning has been transferred to the Botswana College of Distance Learning (BOCODOL) as per the recommendation of the Revised National Policy on Education. In the Southern District this facility exists in almost all the Secondary schools to offer the people a chance to continue their studies. However in the District enrolment continues to be the problem since people do not turn up in large numbers as expected.

9.3.2 Training

9.3.2.1 Tertiary Training

Ramatea Vocational School

This school offers vocational training to the students who could not find places in other institutions of higher learning. It is located in Kanye.

As regards our proposal, our strength is most of the villages are being electrified and urbanization is fast taking place in these areas. Coming with these urbanization is the desire of residents owning items such as TV, Refrigerators and Radios hence the introduction of a new course –TV, Radio and Refrigerator repair. It is hoped that graduates can easily find employment. If they fail to get employed in the formal sector, they can easily sustain themselves by establishing small-scale business units. Secondly we have also looked at the existing infrastructures in the school that can easily be converted to cater for this course.

With the proposal mentioned above, it has become necessary to increase the intake because of the number of aspiring candidates. The number has increased due to cancellation of Tirelo Sechaba and increase in population for Kanye Village. As an example of the school places demand, in 2001/2002 Secretarial, Computer and Accounts courses, 672 aspirants turned up for interviews and only 80 were taken on.

Courses offered currently are as follows; Livestock, Dressmaking, Fabric Dyeing and Printing and Administration Business and Computers.

Kanye Brigades Development Trust

Training Unit

Increase intake of students in existing courses, that is, in Auto Mechanics and Electrical Installation and Implementation. With the new building structure and equipment structures the Brigade had been approved by Ministry of Education to train up to NCC in Auto Mechanics and Electrical Trades.

Gasumana Hardware Unit

The Hardware Unit in order to increase its services to the community will have to expand the main Hardware Shop.

Purchases of vehicles to replace the old ones to facilitate delivery of building material to customers. The Unit needs replacement of 2 vehicles that is 4 ton Dyna Truck and a two (2) ton Hilux Bakkie.

Roof the yard to protect other building materials from the extreme weather conditions.

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Replacement of Hardware gatehouse

9.3.2.2 STUMP Vocational Training Institute

This is a Non- Government Institution established in 1989 located in Good Hope. Stump Development Trust runs it. It is made up of one office block, two workshops, a dormitory block, a church hall and a borehole in the campus yard. The institute offers the following courses; Carpentry, Dressmaking and Knitting. These are offered at certificate level i.e. Graduates are given MTTC Trade Certificates upon completion. Also offered is short term training courses to textile business. New courses that are to be introduced in the near future are as follows; Repair of Music Instruments and Computer Designing in Textiles. The institute has plans in place to increase their intake of students.

9.3.2.3 Barolong Vocational Training

This is a Community Based Learning/Training Institution located in Pitsane. It was established in 1994. The institution offers the following courses at certificate level (Trade C and B): Accountancy, Computer Skills, Carpentry, Horticulture, Textile, and Husbandry. Future expansion envisaged by the institution will enable them to step up on their intake of students. Still on these developments there are new courses to be introduced. These are ; Secretarial Course, Advanced Livestock Animal Husbandry. The intakes are done at the beginning of each year for the first three courses and for the rest it's in May of each year.

Kanye SDA College of Nursing

Kanye SDA College of Nursing is a mission institution that provides education and trains nurses to function within the philosophy and objectives of Seventh-day Adventist education worldwide. As it is affiliated with the University of Botswana and also supported by Ministry of Health, it accepts and supports the University’s mission of teaching and objectives of Ministry of Health. The college has a problem of lack of space for further development. It was planned for relocation in DDP5 but could not be implemented due to unavailability of funds.

9.4 EDUCATION AND TRAINING SECTOR GOALS AND OBJECTIVES.

Goal 1

To provide an enabling learning environment for all the learners by development of adequate and accessible infrastructure and provision of enough equipment and materials.

Objectives

To construct education facilities To provide facilities for special education Upgrade, expand and maintain existing secondary school facilities.

Goal 2

To provide HIV/AIDS counselling and strengthen the support system to those affected within the Education System.

Objectives

Develop HIV/AIDS work place programme. Develop teachers to offer guidance and counselling to students affected. Provide facilities for guidance and counselling.

Goal 3

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To provide vocational skills to a cross-section of students who are mostly Primary and Secondary school leavers through development of adequate and accessible infrastructure and equipment.

Objectives

To intensify training with production to give the students practical experience in the District by providing necessary equipment for training.

9.5 FRAMEWORK FOR STRATEGIC ENVIRONMENTAL ASSESSMENT. Objectives Potential Impacts Mitigation Measures

Construction Deforestation and Desertification due to the cutting down of trees during site clearance.Pressure on water sources and general pollution (underground water and soil erosion).Uncontrolled dumping of rubble.

Conduct an Environmental Impact Assessment (EIA). Replanting of trees and landscaping.The use of water conservatively in order to reduce pressure on the water sources both surface and underground.Controlled disposal of construction rubble by identifying a landfill site.

Consultation meetings- Workshops and Seminars on HIV/AIDS awareness.

Littering and other health hazards. Proper waste disposalProvision of waste disposal equipmentPublic education on Hygiene and Sanitation

Maintenance and upgrading of existing education facilities.

Noise PollutionDeforestationSoil ErosionUncontrolled disposal of rubble.

Controlled disposal of rubble e.g. LandfillRe-planting

9.6 STRATEGIES TO ACHIEVE EDUCATION AND TRAINING GOALS AND OBJECTIVES.

Proposed Projects Potential Impacts Mitigation Measures

Construction of Education facilities.

Deforestation and Desertification due to the cutting down of trees during site clearance.Pressure on water sources and general pollution of the environment( under ground water and soil erosion).Uncontrolled dumping of rubble.

Conduct an Environmental Impact Assessment (EIA)Re-planting of trees and landscaping.The use of water conservatively in order to ease the pressure on the water sources both surface and underground.Controlled disposal of construction rubble. E.g. Landfill.

Consultation meetings-Workshops and Seminars on HIV/AIDS awareness.

Littering and other sanitary hazards. Proper waste disposalProvision of waste disposal equipmentPublic Education on Hygiene and Sanitation.

Maintenance and upgrading of existing education facilities:

Noise pollutionDeforestationSoil ErosionUncontrolled disposal of rubble.

Controlled disposal of rubble. E.g. LandfillRe-planting of trees.

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9.7.1 Issues and Strengths for Education and Training

The realization of this plan will be hampered by the following major challenges:

Limited access Post-Secondary Education. The problem of HIV/AIDS which if left unchecked can reverse the gains that have been made in the development of the Education system. There is also a problem of limited funding. Shortage of implementation capacity. The plan has amongst others one major strength, which is geared towards cost recovery that is cost sharing amongst the various partners in the provision of Education. Availability of modern technology (machinery and computers)

9.7.2 Performance Targets for DDP 6

The performance targets for Education and Training will be measured in terms of project implementation during the plan period.

9.7.3 Development Budget for DDP 6 Table 9.41 Development Budget

Project Project Cost Implementation Period

Moshupa Brigade (New) National figure 2003/2004

Upgrade Brigade- Kanye P 10 000 000 2003/2004

Upgrading School- Kanye P 14 000 000(national) 2003/2004

Upgrade School-Moshupa P 32 000 000(National) 2003/2004

Senior Secondary(G/hope) P 59 000 000 (National)

Horticulture-Mmakgodumo (Kanye Brigade)

Pitsane CJSS facilities National figure

Maiteko CJSS facilities National figure

Game Farming Project at Ramatea Ranch

Note: The district does not have the implementation schedules for some of the projects implemented by the Ministry.

Table 9.42 Summary of Cost Estimates( Primary Education)

Projects 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 Total

Two-Teacher Schools 350,000 1,560,000 1,560,000 1,560,000 1,560,000 1,560,000 8,150,000

Full - Fledged Schools 3,640,000 3,640,000 3,640,000 3,640,000 14,560,000

Special Ed. Facilities 700,000, 700,000 700,000 2,100,000

Classrooms 5,850,000 3,600,000 2,250,000 1,800,000 450,000 300,000 14,250,000

Teacher's quarters 10,600,000 11,400,000 10,640,000 4,800,000 3,200,000 3,000,000 43,600,000

1x2 toilet 3,440,000 3,480,000 3,440,000 1,720,000 2,000,000 1,000,000 15,120,000

Administration block 0 1,200,000 900,000 1,500,000 1,200,000 1,200,000 6,000,000

A/B Extension 180,000 720,000 540,000 720,000 720,000 720,000 3,600,000

Libraries 0 900,000 900,000 900,000 600,000 600,000 3,900,000

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Projects 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 Total

Resources rooms 0 600,000 600,000 600,000 400,000 400,000 2,600,000

Science rooms 0 750,000 750,000 750,000 500,000 500,000 3,250,000

Grid Power connection 160,000 240,000 240,000 240,000 160,000 160,000 1,200,000

Solar power provision 800,000 300,000 300,000 200,000 200,000 200,000 2,000,000

Vehicles 200,000 570,000 770,000

TOTAL 21,380,000 29,290,000 26,330,000 19,130,000 15,330,000 9,640,000 121,100,000

9.7.4 Plan Monitoring Programme for DDP6

The plan-monitoring program should ensure that projects are implemented according to plan and that plan deviations are analysed and either remedial measures are taken or plan objectives revised. The planning stage indicates the number of projects funded under DDP6 and the anticipated timeframe until completion. The approved stage indicates that funds have been approved by PM, in the case of construction that land has been acquired, site and design plans are available and, if necessary, an EIA has been carried out. The tendering stage indicates that tender documents have been prepared, tenders invited, appraised and awarded. The implementation stage indicates that the project has been implemented and completed. The monitoring of the implementation will be done through the consultative committees such as the District Development Committee and the Plan Management Committee, which will address problems encountered during implementation of projects. These Committees meeting quarterly will offer remedial measures where possible and advice accordingly.

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CHAPTER TEN10 HEALTH10.1 INTRODUCTION

The Ministry Health is responsible for the Health Policy formulation on behalf of the government. The Ministry is committed to the Primary Health Strategy of attaining health for all through prevention, detection and control of environment hazards that detect human health and treatment of diseases as guided by the National Health Policy (1995).

Health is an integral and indispensable component for all the pillars of vision 2016. The country needs a healthy community as well as a healthy public service to attain the national vision. Provision of health service in the district goes a long way in "building a compassionate, just and caring nation", one of the pillars of vision 2016.

The district plans to increase its coverage in health care provision, working towards achievement of the policy regulation of provision of clinics with maternity wards to a 30km radius, clinics without maternity wards to 15km radius and mobile stops to 8km radius. To that effect, the plan has made provision for construction of 2 new hospitals at Moshupa and Mabutsane, upgrading of the mission hospital, construction of new clinics/ health post as well as upgrading some of the existing health facilities. Provision has also been made to improve sanitary services through provision of a regional landfill, provision of and abattoir for the district. Further to that the district has planned to intensify health education on issues relating to HIV/AIDS into the development plan so as to reduce the spread of the disease, intensify public education on issues of sanitation and environmental protection so as to control the out breaks of communicable diseases.

With all these in place the district will be improving the communities access to health care services as well as improving the health service itself, which in turn leads to achievement of the vision pillar of "a compassionate just and caring nation". The district will actually produce healthy community and a community that will be capable of achieving other vision pillars like:

"A Prosperous, Innovative and Productive Nation"- A healthy community will have people with healthy minds and bodies that would allow innovation and able to work towards prosperity and also work hard enough to improve productivity.

"An Educated and Informed Nation" - A healthy community will be capable of learning or educating others. For example, in the case of learning from the formal education systems both the learners and the teachers or educators need to be healthy in order for them to achieve their goals.

"A Moral, Tolerant, United and Proud Nation" - the community needs a healthy leadership that will be able to guide them effectively and allow them to be moral, tolerant, united and proud.

"A Safe and Secure Nation" - a healthy workforce that would be able to protect the community from crime. The community itself also needs to be healthy for it to participate in crime prevention. In terms of social safety and security, a healthy community would be able to engage in income generating activities to survive out breaks of natural disasters like drought and would also participate and save itself from floods or fire out breaks.

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Health service provision in Botswana (especially in rural areas) is mainly a responsibility of the government through the Ministry of Health and Ministry of Local Government (District Councils). The private sector plays a significant role mostly in urban areas.

The Ministry, through the hospitals covers diagnostic services, support to Primary Health Care curative services and management of health services. The hospitals provide the above-mentioned services and also act as referral facilities for the clinics and health posts in the district.

The District Council has two main health sections; the Clinics and Environmental Health section and they are run by District Health Teams (DHT). The district has three DHTs based at the three sub districts of Goodhope, Mabutsane and Kanye. The Environmental Health section also has offices at the all the three sub districts

10.1.2 Strategic Plans for Respective Ministries

Ministry of Health

The Ministry is responsible for the health policy formulation and facilitating implementation of the policy. It also has a duty to provide comprehensive preventive, promotive, curative and rehabilitative health care services.

The goals of Ministry of Health are as follows:

To improve the efficiency and cost effectiveness of health care delivery To ensure equitable distribution of health services To improve the quality of health care To train appropriate skilled personnel To strengthen Primary Health Care Programmes

The key result areas (KRAs) in the Ministry of Health Strategic Plans cover the following:

Improvement of Health status of the nation Customer satisfaction Organizational efficiency and effectiveness Human resource management

The district aims at improving the community's access to health services, improvement of the quality of health services, development of the health sector by providing adequate manpower and transport, which is in line with vision 2016. The district also wants to reduce the spread and impacts of HIV/AIDS through health education and support for the infected together with their families.

Ministry of Local Government

The Ministry's core business is to provide basic physical and social facilities to communities. Through the Local Government Service Management and the Sanitation and Waste Management departments the ministry is responsible for the provision primary health care services.

The Ministry's Key Result Areas include;

Customer Satisfaction Policy implementation effectiveness Productivity and organizational effectiveness

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Through the health institutions the district has a duty to ensure customer satisfaction through timely delivery of quality service. The district will also ensure sufficient provision of health facilities to make health services accessible to the communities.

National AIDS Coordinating Agency

NACA is responsible for ensuring a multi-sectoral action amongst all Ministries, sectors, districts, NGOs, community organizations PLWHA and private sector and also to mobilize resources for a long term, sustainable response to the epidemic.

The district will continue implement programmes such as Community Home Based Care and Prevention of Mother To Child Transmission, which are in line with the national vision pillar of caring and compassionate Nation.

10.1.3 Role of Private Sector

The role of the private sector in providing health services is to complement the capacity of health services provided by Government as well as to provide an option in the ways to better health.

There are 8 private medical practitioners, 1 dental clinic and 5 pharmacies in the district. These institutions complement the government by providing curative and prevention services and also counselling services.

The Jwaneng Mine Hospital together with the private medical practitioners at Jwaneng play an important role in the health services provision for the Southern District communities as the town is located within the district. Communities in the western part of the district are major beneficiaries of the Jwaneng private clinics

10.1.4 Health Consultation Priorities

10.1.4.1 Diseases

HIV/AIDS

The district is seriously affected by the pandemic. The HIV/AIDS prevalence rate for the district is about 34% with the 0-4 years, 30-44 and 45-59 years age brackets most affected. The number of people tested is relatively low but may be with the introduction of ARV therapy to the district more people will come up for testing. The district's proximity to towns like the Jwaneng mining town, Lobatse and Gaborone may influence a high rate of population mobility (especially the young looking for jobs) that may result in an increase in the rate of infection. The district like other rural districts is also characterized by high unemployment rates, teenage pregnancy, which also contributes to the spread of the disease.

TB

The number of cases has been rising due to the high prevalence of HIV.

Hypertension

There is a high proportion of people with hypertension especially old age persons.

10.1.4.2 Staff shortage

The district is still experiencing shortage of nurses due to transfers, promotions training and resignations.

10.1.4.3 Lack of Food Quality Monitoring Facilities

The Southern District is quite a large district with a population of over 171,000 people. Without any facility for food quality monitoring (slaughter house/ abattoir) the district is faced with a serious problem because animals are slaughtered at butcheries and sold to the public without proper inspection.

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10.1.4.4 Waste Management

The district has a problem of clinical waste disposal. Currently materials like sharps and expired drugs are disposed at Lobatse at a cost to the Council because the incinerators available at clinics are too small to handle such items.

There is a serious need for sewerage stabilization ponds for Kanye village. The village is the largest in the district and the fourth largest in the country with a population of over 42,000 people. It has a lot of institutions like the District hospital (KSDA hospital), a prison, a senior secondary school and 20 schools (Primary and Junior Secondary Schools), a vocational schools, Brigade a Rural Administration Centre and others. All these institutions plus the community use septic tanks and pit latrines and this poses a threat to the environment. The hospital has a sewerage pond that is too small to cater for the waste generated by the hospital. The ponds sometimes over spill and that become a health hazard. In addition to that the water table is also high and without proper sewerage disposal there is a possibility of underground pollution.

10.1.4.5 Transport

The environmental health department still needs more transport to be able to cover the district on refuse collection. The hospitals are also faced with a problem of shortage of transport for referrals and also for home visits.

10.1.4.6 Inadequacy of the Existing Health Post Structures

The old health post structure is too small to allow proper operations by the health staff. The structures need to be upgraded to open up more space for better service delivery.

10.1.4.7 Need for Additional Hospitals in the District

The need for primary hospitals was highlighted during community consultations. At Mabutsane sub district the nearest hospital is the Jwaneng Mine hospital that is a non-government institute and access to the hospital gives priority to the mineworkers.

For the Kanye/ Moshupa area, the existing hospital is a mission hospital and the community expressed dissatisfaction on the operations of the hospital. The hospital is too small to cater for both the Kanye and Moshupa populations, hence they requested for an additional hospital in Kanye and or Moshupa.


10.2.1 National Policy on HIV/AIDS

The National policy on HIV/AIDS suggests strategies that can be adopted, the rights and responsibilities of the infected and non-infected. The policies need to be updated to include relief measures like Anti-Retroviral Treatments.

MTPII calls for a multi-sectoral response to the epidemic. The Southern District has a District / Sub District Multi-Sectoral AIDS Committees (DMSAC) are mandated to establish Village AIDS Committees (VACs), which are responsible for carrying out community based activities. Some villages in the district like Moshaneng, Moshupa, Ranaka, Lothakane East, Lothakane West, Gasita, Sese, Maokane, Mokhomma, Kgomokasitwa, Magotlhwane, Ntlhantlhe, Molapowabojang, Pitseng have well-established VACs that are very effective in supporting the affected. Some of the activities carried out include establishment of vegetable gardens, awareness workshops and home visits to the sick to assist caregivers.

10.2.2 National Health Policy

The health care system of Botswana is based on the principles of Primary Health Care as contained in the Alma Ata declaration of 1978.

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The government, when planning its activities, puts health promotion and care, and disease prevention, among its priorities. The basic objectives of which shall be access by all citizens of Botswana to essential health care, whatever their financial resources or place of domicile, and the assurance of an equitable distribution of health resources and utilisation of health services.

Health services is structured and operated in such a way that they will be linked with each other as well as with social services.

The policy has a mandate to support the development of the private health sector and in particular the cooperation of such sector with the public sector will be encouraged.

The District's provision of primary health facilities (hospitals, public and private clinics) to the local communities is based on the policy regulation of providing clinics with maternity to a 30km radius, clinics without maternity ward to 15km and health posts to 8km radius.

10.2.3 Health Strategy and Plans

The Ministry of Health through the department of Primary Health Care has a responsibility to provide preventive, rehabilitative and curative health care services to the public. Through Hospitals department the Ministry is responsible for provision of diagnostic services and gives support to Primary Health Care

10.2.4 Waste Management Act

The Waste Management Act aims to make provision for the planning, facilitation and implementation of advanced systems for the regulating management of waste in order to prevent harm to human, animal and plant life. Also to minimise environmental pollution, conservation of natural resources and regulate the movement of hazardous waste and its disposal.

The district through the Environmental Health department implements the policy by providing and improving its waste disposal systems and also adoption of strategies such as the formation of enforcement committee to deal with the law offenders.

10.3 HEALTH

10.3.1 Environmental Health

The Environmental Health unit covers the following areas:

Sanitary refuse collection, storage and disposal Disposal of human excreta Food quality monitoring Water quality monitoring Pollution control Prevention, monitoring and control of communicable diseases

The section is responsible for the control of all factors that may have negative effect on the environment and also on human health. It has to ensure that households and business premises have safe sanitary facilities, (toilets and rubbish bins) and safe water supply, and also monitoring food hygiene in shops and restaurants.

The Southern District still has a lot to do to cover all concepts of environmental health. The department is trying its best to provide refuse collection services to most areas in the district. To further improve refuse collection services the district is planning to privatize in some areas.

There are however still some serious environmental health problems like disposal of waste, poor food quality - there are no facilities for ensuring food quality (abattoir/

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slaughter house). There is a serious need for implementation of the planned landfill (carry over from DDP5) as it will be able to cover a number of villages. The need for an abattoir/ slaughterhouse for ensuring food quality cannot be over emphasized for a district as large as the Southern.

10.3.2 Hospital Services

The district has one mission hospital and one primary hospital. The Primary Hospitals act as referral hospitals for the clinics in the district. They provide the following services:

Diagnostic service Support to Primary Health Care Treatment Services Research Professional standards Management of Health Services

Kanye Seventh Day Adventist (KSDA) hospital: coverage

The KSDA hospital (a mission hospital) provides services like laboratory services, x - ray, surgical services and dental services, and it has in-patient and out patient facilities. The hospital acts as a referral hospital for clinics, especially those in the central and northern part of the district. It is also open to individuals direct from the community (acting as a 24- hour clinic).

The hospital has a total of 7 Medical Doctors and 119 nurses (including those on study leave). Though there are no unfilled posts the hospital experiences shortage of nurses due to the current health conditions. The Ministry is therefore requested to revise the ceiling for nurses. The hospital also has a problem of lack of equipment but is trying its best to utilize what is available.

Good Hope Primary Hospital

The hospital has in-patient and outpatient facilities and it provides laboratory services, x - ray and surgical services. Dental services are offered by the Athlone hospital in Lobatse. The Good Hope hospital also acts as a referral hospital for clinics in the Southern part of the district (i.e. in the Good Hope sub district).

The hospital has 2 Medical Doctors and a total of 21 nurses and like the KSDA hospital it is also faced with a problem of shortage of staff (both nurses and doctors).

10.3.3 District Health Systems

The Southern District is a rural district and it depends mostly on the government through the Ministry of Health and Ministry of Local Government for health care services.

In addition to the two hospitals Kanye Seventh Day Adventist Hospital (a mission hospital) and Good Hope Primary Hospital mentioned above, the district runs a network of 11 clinics with maternity, 14 clinics without maternity, 50 health posts, and 53 mobile stops. These facilities cover the population as follows: 93% of the population is within 30km radius of clinics with maternity, 83% within 15km radius of clinics without maternity and 95% within 8km radius of mobile stops.

The Clinics section is responsible for provision of curative, preventive and rehabilitative health services through clinics, health posts and mobile stops as well as the district rehabilitation unit. Nurses and FWEs man clinics and health posts while doctors are based at the DHTs and only visit clinics twice per month. Doctors at the hospitals only attend to patients referred to the hospitals, they do not visit the health clinics.

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Though there has been some improvement during the course of the plan, the district still has a problem of staff and transport shortage. The clinics are staffed with three (3) instead of five (5) nurses, and most health posts have one nurse while others are manned by Family Welfare Educators (FWEs). On transport, 24 health posts are without ambulances.

10.3.4 Primary Health Care

The Primary Health Care in Southern District is mainly run by the Ministry of Local Government (District /Town Councils) through the District Health Team.

Southern District provides the health services as shown in table 10.1. Service provider is the Government (Ministry of Health (MoH)), Southern District Council (SDC), Non-Government Organisations (NGO) and the private sector.

Table 10.43 Health Services and Service Providers

Services provided Facility Service Provider

Limited PHC services Mobile Health Stop SDC

PHC including family planning, environmental health, MCH, school health, first aid treatment of common diseases, case finding and follow up; periodic visits by area clinic staff

Health PostStaffed by one nurse and FWEs

SDC

Maternal/child health; preventive work as health post; diagnosis and treatment of common diseases; simple laboratory tests; case finding and follow up with emphasis on TB

Clinic without maternity ward

SDC

As above but including deliveries Clinic with maternity ward

SDC

At clinic; general inpatient care; laboratory tests; X-rays and surgery Primary Hospital Level MoH

Preventive, promotive and curative health services District Hospital Level MoH

Preventive, promotive and curative health services Private doctors/ clinics Private sector

Rehabilitation of the disabled SDC, NGO

Environmental Health Services SDC

10.3.5 Control of Pandemic Diseases

10.3.5.1 HIV/AIDS

Currently the district is implementing programmes such as PMTCT, CHBC, Voluntary Counselling and Testing and there are committees such Village AIDS committees and District Multi- Sectoral AIDS Committee (DMSAC) responsible for implementation and monitoring of programmes aimed at mitigation of the impacts of AIDS. Health Education at all levels - individual, community and even at clinics is another tool for controlling the epidemic. Preparations to start Anti-Retroviral Therapy are underway and since it is still at inception stage there are no patients directly assisted by the district but they are referred to operating centres like Gaborone.

HIV/AIDS Status in the district is as follows:Table 10.44 HIV/AIDS Prevalence per age and sex

Gender Age Group (years)

15-19 20-24 25-29 30-34 35-39 40-49 Totals

Female 2030 2511 2932 2520 893 2641 13527

Male 380 645 1370 1789 764 2336 7283

Total 2410 3156 4302 4309 1657 4977 20810

% 15.6 33.0 43.9 44.7 18.1 26.7 30.4

Source: NACA – Botswana 2002 Second Generation HIV/AIDS Surveillance Report

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Prevention of Mother To Child Transmission (PMTCT)

PMTCT is one of the government's forms of intervention to prevent the spread of HIV/AIDS as well as relieve the impacts of the pandemic. The programme has been running in the Southern District since 2001 and like any other new programmes it has been faced with some teething problems in the initial stages. Problems like manpower shortage, which adversely affected the counselling component of the programme. The placement of Lay Counsellors some health facilities by the end of 2002, has tremendously improved the uptake and acceptance of the programme but there is however need to continue with community mobilisation to promote support of the clients. Improvement of resources has also been realized, focal persons like nurses for the programme have been appointed.

Table 10.45 Activities of the programme for the year 2002

Activities Kanye/ Moshupa

Goodhope Mabutsane Total

New Ante Natal Attendance 2176 847 266 3289

Pre- test counselled 1954 800 240 2994

Tested 955 420 156 1531

Tested Positive 233 146 37 416

No. on AZT at 34 weeks 169 42 17 228

Total Number of Deliveries 2063 646 102 2811

Infants enrolled on AZT 221 35 16 272

Infants tested at 18 months 7 0 0 7

Infants tested positive 0 0 0 0

Source: Southern District Heath Team

Table 10.46 Percentage Tested over the total New Anti - Natal Attendance

Kanye/Moshupa Goodhope Mabutsane

% Pre – test 89.8 94.4 90.2

% Tested 42 52.5 58.5

% Tested Positive 10 17.2 23.7

% Mothers on AZT 72.5 28.7 45.9

% Infants on AZT 10 5.4 15.6

Source: Southern District Heath Team

Community Home Based Care (CHBC)

The district through the District Health Team (DHT) and Social and Community Development (S&CD), is implementing the CHBC programme to assist the affected. Patients are registered and assisted or cared for according to their needs. The CHBC team among other things carries out activities like training CHBC volunteers and caregivers and visiting patients' homes to provide material as well as counselling. The programme has been faced with problems such as transport shortage and waste disposal facilities/transport. The landfill site construction provided for in this plan would help reduce the problem of waste disposal.

The district has a total of over 2688 Home Based Care clients (as at April 2003) who are supported with health and or social services. The number however keeps fluctuating due to deaths and new registrations.

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Efforts by Non-Governmental Organizations (NGOs) include the Total Community Mobilization (TCM), a programme that enhances awareness and mobilizes communities on HIV/AIDS issues. The district is currently in the process of recruiting personnel to undertake the programme.

Other organisations involved in the fight against AIDS are Tebelopele Testing and Counselling Centre and BOFWA Counselling Clinic providing testing and counselling services. The organisations have gone a long way in providing moral and emotional support to the infected.

Mainstreaming HIV/AIDS into Development Plans

Implementation of physical development projects, which involve movement of people from one, place to the other (contractors) increase the risk of spread of HIV/AIDS. The government has therefore decided to mainstream HIV/AIDS activities into development plans in order to control the epidemic. The district will make provision for HIV/AIDS activities aimed at controlling the spread of AIDS during preparation of project memoranda.

Tuberculosis

The prevalence of TB has shown an increase especially for the age group 20 - 49 and this has been attributed to the scenario of HIV/AIDS for the same age group. To control the disease the district is implementing the National TB policy - screening of patients, contact tracing and Daily Observed Therapy (DOT).

10.4 HEALTH SECTOR GOALS AND OBJECTIVES

The Health sector goals and objectives are as follows:

Goal 1

To improve the health quality for the Southern District communities through construction of basic primary health care facilities and delivery of quality health care services during the DDP6.

Objectives

To construct 2 new hospitals at and upgrade the existing mission hospital during the plan period. To construct 1x 24hour clinic, 2 maternity wards, 7 clinics, 6 health posts and upgrade 5 health posts to clinics by end of plan period.

Goal 2

To facilitate management of patient care, referral and out-reach services and health programmes.

Objectives

Providing every maternity ward with 2 ambulances, clinics and health posts with one vehicle during the plan

Goal 3

To reduce the prevalence of epidemics such as HIV/AIDS, Malaria, TB by intensifying health education in the Southern District.

Objectives

To conduct workshops for community leaders, health workers, and care givers twice every quarter for each sub district. Intensifying campaigns against spread of HIV/AIDS through health talks for schools, out of school youth and at clinics every two weeks.

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Goal 4

To improve the standard of environmental health in Southern District in order to avoid the incidence of preventable and communicable diseases through provision of proper sanitary facilities and public education through the plan period.

Objectives

To construct 2 regional land fill sites in Kanye and Good Hope by 2003/04 and 2006/08 respectively. To improve 1 existing dumping site in Mabutsane, upgrade 3 existing dumping sites at Sekhutlane, Thankane, and Lorolwane beginning 2003/04 to 2005/05. To privatize refuse collection in 3 villages at the beginning of the plan period. To provide appropriate equipment and vehicles for proper disposal and management of waste. To ensure safety of food through construction of 2 abattoirs in Kanye and Good hope in 2003/04 and 2006/07. To conduct monthly inspection of shops and other food outlets.


10.5.1 Evaluation of Environmental Key Issues with Sector Goals and Objectives Table 10.47 Sector goals, objectives and environmental issues


To improve the health quality for the Southern District communities through construction of basic primary health care facilities and delivery of quality health care services during the DDP6.

- To construct 2 new hospitals at and upgrade the existing mission hospital during the plan period.- To construct 1x 24hour clinic, 2 maternity wards, 7 clinics, 6 health posts and upgrade 5 health posts to clinics by end of plan period.

- Clearing of vegetation / soil erosion- Air pollution (dust)- Noise pollution- Interference with other activities- Accumulation of building rumble- Excavation of sand and gravel

To facilitate management of patient care, referral and out-reach services and health programmes.

- Providing every maternity ward with 2 ambulances, clinics and health posts with one vehicle during the plan

-

To reduce the prevalence of epidemics such as HIV/AIDS, Malaria, TB by intensifying health education in the Southern District.

- To conduct workshops for community leaders, health workers, and care givers twice every quarter for each sub district.

- Intensifying campaigns against spread of HIV/AIDS through health talks for schools, out of school youth and at clinics every two weeks.

Littering

To improve the standard of environmental health in Southern District in order to avoid the incidence of preventable and communicable diseases through provision of proper sanitary facilities and public education through the plan period.

- To construct 2 regional land fill sites in Kanye and Good Hope by 2003/04 and 2006/08 respectively.- To improve 1 existing dumping site in Mabutsane, upgrade 3 existing dumping sites at Sekhutlane, Thankane, and Lorolwane beginning 2003/04 to 2005/05.

- To privatize refuse collection in 3 villages at the beginning of the plan

Clearing of vegetation / soil erosion- Air pollution (dust)- Noise pollution- Interference with other activities- Accumulation of building rumble- Excavation of sand and gravel

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period.

- To provide appropriate equipment and vehicles for proper disposal and management of waste.

- To ensure safety of food through construction of 2 abattoirs in Kanye and Good hope in 2003/04 and 2006/07.

- To conduct monthly inspection of shops and other food outlets.

Environmental key issues of the health sector are

generation of hazardous medical waste safe terminal disposal of waste Poor food hygiene due to lack of meat inspection facilities Poor sanitary services due to lack of sewerage stabilisation ponds

Goals and objectives of the health sector are addressing the above environmental key issues


Goals and objectives of the health sector are in line with sector policies and programs and are not in conflict with goals and objectives of other sectors.

10.6 STRATEGIES TO ACHIEVE THE HEALTH SECTOR GOALS AND OBJECTIVES

10.6.1 Proposed Projects /Activities

The following projects will be implemented during the plan period;

Upgrading of mission hospital (KSDA) Moshupa Primary Hospital Mabutsane Primary Hospital Construction of MEMS workshop at Good Hope P. Hospital. Construction of clinics 10 clinics, 5 health posts Upgrading 6 health posts Provision of vehicles Construction of 2 Landfill sites Construction of an abattoir Conduct awareness campaigns, health education workshops across the district throughout the plan period.

10.6.2 Potential Impacts of Proposed Projects

Phases Potential Impacts Mitigation Measures

Construction/ upgrading of hospitals, clinics, health posts, houses

- Clearing of vegetation / soil erosion- Air pollution (dust)- Noise pollution- Accumulation of building rumble- Excavation of sand and gravel

- Selective bush clearing and tree planting or landscaping immediately after construction- Rehabilitation of burrow pits or finding alternative building materials where possible

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Phases Potential Impacts Mitigation Measures

Constriction of Landfill sites

- Clearing of vegetation / soil erosion- Air pollution (dust)- Noise pollution (during & post construction)- Accumulation of building rumble- Excavation of sand and gravel

- EIA - Proper site planning- Selective bush clearing and tree planting or landscaping immediately after construction- Rehabilitation of burrow pits or finding alternative building materials where possible

Construction of Abattoir

- Clearing of vegetation / soil erosion- Air pollution (dust, waste from abattoir)- Noise pollution (during construction)- Accumulation of building rumble- Excavation of sand and gravel- Pollution of ground water

- EIA - Proper site planning- Selective bush clearing and tree planting or landscaping immediately after construction- Rehabilitation of burrow pits or finding alternative building materials where possible- Recycle waste products from the abattoir


10.7.1 Issues and Strengths for Health

IssuesManpower shortage especially nurses.Infrastructure development - need for new facilities and upgrading the existing onesLack of implementation capacity, monitoring and evaluation of projects and programmes.HIV/AIDS: its impact on the Health Sector is depleting both health manpower and financial resources.

StrengthsAvailability and access to health servicesImplementation of Primary Health Care systemContinuous planning process for human resources development, budgeting and materialsAvailability of trained human resources Private sector consultative process enhances cross fertilization of ideas leading to effective communication and strong partnershipHIV/AIDS calls for national mobilisation of resources and formulation of appropriate strategies to negate its impact on the delivery of health servicesFree services delivery for non-health care activities enables the district to be more efficient

10.7.2 Performance Targets and Development Budget for DDP6 Table 10.48 Projects, resources needed, performance targets, implementation schedule

and budget

Objective Project Resources Needed

Performance Targets


Budget

Increase access to health facilities for Southern District Communities

Construction 2 primary hospitals

Funds Lands manpower

1 primary hospital at Moshupa

2009 50,000,000.00

1 primary hospital at Mabutsane

2009 52,000,000.00

Upgrading mission hospital

Funds Land 1 mission hospital upgrading

2009 29,312,667.00

Construction of MEMS workshop

Funds Land 1 MEMS workshop constructed by 2009

2009 Not indicated

Health Education intensified for the Southern District communities health,

Conduct workshops and campaigns on both public and environmental health issues

Funds 2 workshops per sub district each quarter, clinic talks every two months, school health workshops every year for each schools

2003/09 (360,000)Recurrent

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Objective Project Resources Needed

Performance Targets


Budget

workers, community leaders, care givers, schools

For projects implemented by the District Council the objectives include: to upgrade health facilities for growing villages, provide every nurse with a house, provide all clinics with maternity with incinerators and medical waste sheds, all health facilities with ambulances, telephones, radios and remote facilities with mobile radios. To provide full coverage in refuse collection, upgrade transport capacity and establish slaughter house/abattoir for the district. The performance are further detailed in Local Government chapter (Chapter 16)


The plan-monitoring program should ensure that projects are implemented according to plan and that plan deviations are analysed and either remedy measures are taken or plan objectives revised. Relevant departments will regularly monitor the implementation of the approved projects and quarterly progress reports will be produced and presented to both the district plan monitoring bodies (e.g. District Development Committee, Plan Management Committee) and the Ministry. The plan will also be monitored annually through Project Review and half way through the plan by mid -Term Review

Quarterly progress reports will indicate whether the responsible departments have implemented projects/ activities in time and within the budget. For physical projects the planned projects should have been completed as per schedule (see also Local Government chapter for Council projects)

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CHAPTER ELEVEN:11 LABOUR AND HOME AFFAIRS11.1 INTRODUCTION

Responsibilities for cultural and social services reviewed in this chapter fall under the mandate of various stakeholders namely; Ministry of Labour and Home Affairs (MLHA) and its affiliated Non-Governmental Organisations (NGOs), the Ministry of Local Government (through the Social Welfare and Social Benefit Divisions) and Ministry of Communications, Science and Technology (through the Department of Information and Broadcasting).

The Ministry of Labour and Home Affairs is a key provider of a wide range of cultural and social services that are essential for the social and economic development of our country. In the Southern district the ministry is responsible for the provision of both cultural and social services through the following departments; Pensions, Culture and Youth, Civil and National Registration and National Library Services.


At the district level the following departments; Immigration and Citizenship, National Library Services, Civil Registration, National Registration and Culture and Youth represent the Ministry. The failure by the Ministry to decentralise some critical services such as those provided by the Department of Labour and Social Security and Sports and Recreation has made their programmes and policies not to be effectively implemented at the district level. This is a serious problem that needs to be addressed during the NDP 9 / DDP 6 plan period by decentralising to the districts.

11.1.1.1 Strategic Plans for the Ministry of Labour and Home Affairs.

The ministry’s strategic plan is well defined through these basic strategic goals.

To improve customer satisfaction by providing services in an excellent, effective , efficient and friendly manner. To generate, acquire and disseminate information through efficient services for purposes of education, research creation, personal empowerment and socio-economic development.

The Ministry is responsible for the following;

Cultural Services

These are provided through the following departments;

Botswana National Library Services National Museum, Monument and Art Gallery National Archives and Records Services Culture and youth

Social Services

These are provided through the following departments;

Labour and Social Security Sports and Recreation Civil Registration National Registration

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Industrial Court Women’s Affairs

11.1.1.2 Strategic Plan for the Ministry of Local Government

The mandate of the Ministry of Local Government is to provide basic physical and social infrastructure in particular through the provision of social protection systems. In the Southern District the Departments of Social and Community Development and Remote Area Development have a mandate of providing social protection systems to those in need especially the vulnerable groups.

11.1.2 Culture and Social Consultation Priorities.

Production of Omang is centralized Delay in replacement of Identification cards, up to one year. Certificates done manually hence time consuming Late payments of pensions and effects of VAT. Youth grant/funds insufficient. No appraising committee for youth projects. Shortage of office accommodation


11.2.1 National Youth Policy.

This was adopted in 1996 and it came up with the National Action Plan for Youth that was approved by parliament in June, 2001. This programme came up with means on how to address the issues that are affecting the Youth and how they can be resolved thus the major campaigns to construct facilities for the Youth and offer guidance and counselling with respect to the HIV/AIDS scourge.

11.2.2 National Policy on Culture.

The National Policy on Culture was adopted in December 2001 by Parliament. The act empowers the Department of Culture and Youth to undertake programmes and activities that promote and preserve culture and the general public to participate in cultural development. The district will continue to undertake cultural activities and engage all stakeholders in order to preserve the culture in the district.

11.2.3 National Archives Act

This act mandates for the provision of an economic records management service to Government and the Parastatals, and to preserve public records of archival value for posterity and information purposes. The construction of the Records office in the district will go a long way in trying to address this issue.

11.2.4 Broadcasting Act

The act was adopted in 1998 and its was to free the airwaves for commercial and community broadcasting. A law to be enacted to augment this act is the Mass Media Communications Law, which will regulate the print media. The district does not have any commercialized broadcasting and the print media.

11.2.5 National Registration Act

The act was adopted in 1986 and mandates the Division of National Registration to register all citizens aged sixteen years and above and those who become citizens through registration or naturalization for purposes of issuing them with National Identity Cards (Omang). The issuance of these cards has a security element, which in the long run facilitate the attainment of a safe and secure nation. The problem with

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this act is that people are able to register for their Omang cards but fail to collect the cards.

11.2.6 Community Based Natural Resource Management Policy:

The Community based Natural Resources Management refers to a situation where natural resources are managed and utilised by the local community, with proceeds accrued from utilisation going back to the community. This way, the community has a sense of ownership; hence the incentive to manage the resources in a sustainable manner. These policy will go a long way in improving the lives of the rural district especially Mabutsane sub district where arable farming is practical impossible. So far the community has formed a trust known as the Mekgatshi Wildlife Conservation Trust, duly registered with the Registrar of Societies.

11.2.7 Disability Policy

The policy tries to integrate the people living with disability into the main society. The district has established some special education facilities at Bakgatla primary school at Moshupa and Segopotso Primary School in Kanye. Council through the clinics department assists in the rehabilitation of people living with disability by giving them equipment such wheel chairs etc.

11.3 LABOUR, CULTURE AND SOCIAL SERVICES

11.3.1 Labour and Social Security

The Department of Labour and Social Security provides labour administration services and these include mediation of labour disputes, provision of labour and factory inspectorate services, work permit processing, apprenticeship training and testing, workers safety and health management as well as workers compensation administration. These services promote stable industrial relations, which is an important pre-requisite for sustainable economic growth, prosperity and socio-economic development.

During the DDP 5 plan period the department has been covering Southern District from Lobatse and Jwaneng offices, as they have not yet decentralised to the district. The Labour department will continue to provide these mobile services, until an office is constructed in Kanye.

11.3.2 Sports and Recreation

The Department of Sports and Recreation was established in April 1997 as the primary government agency responsible for the formulation and implementation of policies and programmes pertaining to the development of sport and recreation in the country. The department is charged with the responsibility of ensuring equal opportunities for all citizens to participate in sport and recreation activities of their choice regardless of their age, sex, physical ability or socio-economic background.

The Department is not yet decentralised but will continue to cooperate with Local authorities in empowering district sports committees as part of community mobilization through district sports festivals. These will also be strengthened to play a major role in fostering club formation and community mobilization for sport in the districts. The need to decentralize to the district is very necessary so as to coordinate various sport activities taking place in the district.

11.3.3 Civil and National Registration

The Division of Civil Registration is responsible for the registration of births, deaths, marriages, societies, Trade Unions and Employers’ Federation as well as administration of the Lotteries and Betting Act and the Change of Name Act.

The Division of National Registration is mandated by the National Registration Act of 1986 to register all citizens aged sixteen (16) years and above and those who become

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citizens through registration or naturalization for purposes of issuing them with National Identity Cards (OMANG). Embedded in the issuance and use of Omang cards for identity purposes, is the security element. As such, the use of OMANG will in the long run facilitate, to some extent, the attainment of a safe and secure nation.

11.3.4 Botswana National Library Services

The Botswana National Library Service’s mission is to ‘provide the nation with information and promote its utilization for educational, research and recreational purposes. Provision of services is through a network of public, educational and special libraries.

Core responsibilities of the Department are;

To establish and manage the public library system through the establishment of branch libraries, reading rooms, and mobile libraries. To advise government, Parastatals, Non-Governmental Organisations in the development of their libraries and information centres. To collect and preserve for posterity, the literary culture of Botswana.

All these activities will contribute towards the achievement of an educated and informed nation that will in the long run translate into a prosperous, productive, innovative and accountable nation.

Library service in the Southern District is provided through two Public Libraries in Kanye and Moshupa, Eight Village Reading Rooms located in the Villages of Goodhope, Mabule, Phitshane, Khakhea, Mabutsane, Mogojogojo, Mmathethe and Manyana, and 37 Book Box service Points operating in the Barolong, Kanye and Moshupa areas.

11.3.5 Information and Broadcasting

The district has an Information and Broadcasting office in Kanye, which caters for the Kanye/Moshupa area. The Good Hope sub district is covered by Lobatse office and Mabutsane sub district by Jwaneng office. The responsibility of the office is to:

Interprets the policy and actions of government to the community by service of information and public relations. Distribute daily news newspaper to the public. To encourage and assist the people to take an increasing interest in and responsibility for the economic, cultural and political development in the country.

11.3.6 National Museum, Monuments and Art Gallery

The primary goal of the National Museum is to preserve and promote Botswana’s cultural and natural properties for now and for posterity. Oral traditions also form an integral part of this process. This is achieved through;

Collection of natural and cultural objects for storage and display. Information generation and dissemination to the public through available media. Research into art, natural sciences, ethnography, archaeology and education. Networking with other professional local and international organisations. Identification and establishment of cultural and natural monuments or landscapes.

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A community museum, Kgosi Bathoen II (Segopotso), was established in Kanye in 1999. The museum is housed in the former District Administration offices. During DDP 5 plan period the museum carried out several exhibitions including; Local Artists, Bessie Head and World War II Veterans.

Kgosi Bathoen II (Segopotso) museum faces financial constraints to run planned activities as it is only partly funded by government. The museum relies on private sponsors to meet its financial needs.

11.3.7 National Archives and Records Services

The Department is responsible for the provision of an economic records management service to the government and Parastatals and to preserve public records of archival value for posterity and information purposes as mandated by the National Archives Act of 1978. This responsibility is achieved through Registries, Records Centres and the Archives Administration Services. Provision of these services will facilitate the attainment of an educated, informed, open and accountable nation.

The National Archives serves as a centre for public information and guardian of the national documentary heritage. To decentralize its services, the department will construct a records centre in Kanye.

11.3.8 Culture and Youth

Youth work was initially with the Ministry of Local Government under the Department of Social and Community Development. The 1985 O&M Review Exercise recommended the transfer of Youth Affairs to the Ministry of Labour and Home Affairs. Only the coordination of youth affairs was transferred while implementation was left with Local Government where youth workers were based. This arrangement presented coordination and implementation as well as other logistical problems.

In 1996 the transfer of youth function (youth development) from Local Government to Central Government was effected to ensure that coordination and implementation are consolidated. It took sometime to transfer youth workers (officers) due to logistical problems. The transfer of youth workers was effected during the mid-term review of DDP5/NDP8. It was compounded with constraints of office accommodation, inadequate resources being financial and human.

The institutional capacity for implementing the youth policy at districts needs strengthening to enhance youth development programming, programmes implementation, monitoring and review at both national and district level as well as between government and non governmental sectors. The Department requires strengthening in terms of human resources, personnel trained in youth affairs, research and information, to enhance its capacity as both coordinator and secretariat of youth programme. There is also a need to strengthen its links with other government departments, district youth councils, Botswana National Youth Council, Non-Governmental Organisations, and other organs of the civil society through training, resource allocation, networking, information sharing and an efficient organization structure that embraces district and local level agencies. District Youth Office’s structure is very thin to the extent that district officers are over burdened and overstretched in terms of their areas of coverage.

In southern District there are two operating youth offices. These are in Kanye and Good Hope respectively. One officer covering 50 and 49 villages, respectively, mans each of the offices.

11.4 LABOUR, CULTURE AND SOCIAL SERVICE SECTOR GOALS AND OBJECTIVES.

Goal 1

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To improve efficiency in service delivery and bring services nearer to the people at various locations.

Objectives

Construct the Information and Broadcasting Regional offices in Kanye and the district offices at Good Hope and Moshupa. Construct a new branch library at Good Hope

Goal 2

To ensure that labour disputes are resolved amicably and timorously.

Objectives

To establish a unit that specializes in mediation and arbitration in Kanye.

Goal 3

To provide the District with information and promote it's utilization for educational, research and recreational purposes.

Objectives

To collect and preserve for posterity the literature culture of Botswana. Installation of on-line Public Access System at the Kanye public library. To offer extension services in the form of village reading rooms, book box services and mobile libraries.( Upgrading Ranaka Book Box to a Village Reading room and 30 more Book Box services) Establishment of a database and resource centres on HIV/AIDS information and research. To construct libraries in the district and extend the one in Kanye. Construct a record centre in Kanye

Goal 4

To improve information dissemination to the rest of the district

Objectives

To ensure continuous research in order to determine audience needs. To increase coverage of Radio Botswana Increase the distribution of the Daily news.

Goal 5

To encourage and support sport and recreational activities in the District.

Objectives

To organize or conduct sports festivals annually Construct a sports stadium in Kanye. Workshops and drama.

Goal 6

To empower women on their rights and responsibilities in this changing society.

Objectives

Increase support to women’s economic empowerment projects.

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To commemorate World women's Day annually. Conduct workshops/seminars on abuse, rape and children's rights. Establish an office in Kanye

Goal 7

To promote and preserve culture and to create an enabling environment for Youth and the general public to participate in cultural development in the District.

Objectives

Improve access to financial resources as well as offer training for youth in business. Encourage the use of historical and cultural aspects that relate to behavioural change to address HIV/AIDS amongst the Youth.

Goal 8

To provide an economic records management service to the public, and to preserve public records of archival value for posterity and information purposes in the District.

Objectives

To provide an effective records management as well as archives administration. To construct a records centre in Kanye

11.5 FRAMEWORK FOR STRATEGIC ENVIRONMENTAL ASSESSMENT.

11.5.1 Evaluation of Environmental Key Issues with Sector Goals and Objectives.

Objective Potential Impacts Mitigation Measures

Construction of Libraries, Records Centre and other facilities planned

Deforestation, Pressure on Water sources, Noise Pollution and uncontrolled disposal of rubble.

Conduct an Environmental Impact Assessment(EIA)Replant trees, identify and construct a Landfill site.Conservative usage of water during construction.

Maintenance of existing facilities

Deforestation, Noise Pollution, uncontrolled disposal of rubble.

Replanting trees, construction of a land fill site.

Consultative meetings such as seminars, rallies and Festivals

Littering, noise pollution Place waste disposal receptacles strategically to ensure maximum usage. These include waste bins and where necessary portable toilets.

Construction of sports stadium Felling of treesNoise pollutionDust Vegetation disturbance

Avoiding mature treesSprinkling water to reduce dust

11.5.2 Evaluation Environmental Issues with Sector Policies and Programmes.

Policies Environmental Issues Mitigation Measures

CBNRM Over harvesting of resources Resource monitoring

National Archives Act Nil Nil

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Broadcasting Act Nil Nil

National Policy on Culture Nil Nil

Sports and Recreation.

This sector has a programme that is aimed at protecting the environment: Sports and the Environment. Through this programme communities will be mobilized in order to promote public health and the protection of the environment.

National Library Services.

This sector plans to establish a database and resource centre on HIV/AIDS and the environment issues to increase awareness of environmental issues as well as HIV/AIDS.

National Museum, Monuments and Art Gallery.

Legislation on monuments, which stipulates that Environmental Impacts Assessment and the Archaeological Impacts Assessment, is mandatory before any construction of any project, will be implemented during this plan period. This legislation will ensure that all constructions adhere to the recommendations of the EIAs thus environment friendly.

11.6 STRATEGIES TO ACHIEVE THE LABOUR, CULTURE AND SOCIAL SERVICE SECTOR GOALS AND OBJECTIVES.

11.6.1 General Strategies

The following strategies will have been identified to implement the goals of the Ministry;

Human Resource Development Strategy, with a view to improving staff skills, motivation and productivity Decentralization of authority, to reduce delays in decision-making. Information Technology Strategy, with a view to improving efficiency and effectiveness of service delivery.

Table 11.49 Proposed Projects

Proposed Projects Environmental Issues Mitigation Measures

Construction of Libraries, Records Centre and other facilities planned

Deforestation, Pressure on Water sources, Noise Pollution and uncontrolled disposal of rubble.

Conduct an Environmental Impact Assessment(EIA)Replant trees, identify and construct a Landfill site.Conservative usage of water during construction.

Maintenance of existing facilities

Deforestation, Noise Pollution, uncontrolled disposal of rubble.

Replanting trees, construction of a land fill site.

Consultative meetings such as seminars, rallies and festivals

Littering, noise pollution Place waste disposal receptacles strategically to ensure maximum usage. These include waste bins and where necessary portable toilets.

11.7 RESOURCE REQUIREMENTS FOR DDP 6

11.7.1 Issues and Strengths for Culture and Social Services.

11.7.1.1 Strengths

This plan has in it a component of computerization for efficient and effective service delivery.

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HIV/AIDS mitigation measures and campaigns will be stepped up during this plan period.

Generally this plan is putting forward the needs of the consumer (customer based)

Manpower – Civil & National Registration

11.7.1.2 Weakness/Issues

Limited funds to carry out the planned projects.

Shortage of adequate human resources to implement /carry out to fulfilment items proposed (Counselling, Records keeping and others.)

Table 11.50 Plan Implementation for DDP 6

Project Funding Location Implementation period

Labour Office P 4 612 000 Kanye 2004/04 – 2005/6

Integrated Sports Facility P 14 000 000 Kanye 2004/05 – 2006/7

Library P 15 500 000 Good hope 2006/07 – 2007/08

Extension-Library P 1 711 300 Kanye 2004/05 – 2005/06

Mobile Library P 1 000 000 Kanye 2005/06

Computerization of Library P6 000 000 The figure is national

Kanye 2003/04 – 2006/07

Records Centre P16 245 794 Kanye 2003/2004

Regional Office – Information

P 7 500 000 Kanye 2005/06

District Office – Information

P 2 216 000 Good hope 2006/07

District Office – Information

P2 216 000 Moshupa 2007/08

National Sports Festival Budgeted under recurrent.

The district 1 per year

Women’s Day Commemoration

Budgeted under recurrent.


National Youth Rallies Budgeted under recurrent.


11.7.2 Plan Monitoring Program for DDP 6

The plan-monitoring program should ensure that projects are implemented according to the plan and that plan deviations are analysed and remedial measures are taken or plan objectives are revised. The planning stage indicates the number of projects funded under DDP 6 and the anticipated timeframe until completion. The approved stage indicates that funds have been approved by PM, in the case of construction that land has been acquired, site and design plans are available, and if necessary, an EIA has been carried out. The tendering stage indicates that tender documents have been prepared, tenders invited, appraised and awarded. The monitoring of the implementation stage indicates that the project has been implemented and completed. The monitoring of the implementation will be done through the consultative committees such as the District Development Committee and the Plan Monitoring Committee that will address problems encountered during implementation of projects. These Committees meeting quarterly will offer remedial measures where possible and advice accordingly.

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CHAPTER TWELVE12 MINERALS, ENERGY AND WATER12.1 INTRODUCTION


The Ministry of Minerals, Energy and Water Affairs (MMEWA) is responsible for the formulation, direction, coordination, development and implementation of national policies and programs for the minerals, energy and water resource sectors. The Ministry carries out these responsibilities through various divisions, departments and parastatals, namely: the Divisions of Ministry Management, Energy Affairs, and Minerals Affairs; the Departments of Geological Survey, Mines and Water Affairs and the two parastatals namely the Water Utilities Corporation (WUC) and the Botswana Power Corporation (BPC).

Botswana Power Corporation is a statutory body responsible for all matters concerning the generation, importation, transmission and supply of electricity.

At the district level the responsibility of providing water is shared by the Department of Water Affairs, which supplies two major villages being Kanye and Moshupa and Southern District Council water department that supplies small villages and settlements.

The goals and objectives of the aforesaid departments are armatures on which the possibilities of realizing Vision 2016: Sustainable and Diversified Development through Competitiveness in Global Markets.

12.1.1.1 Strategic Plans for Respective Ministries on Minerals, Energy and Water

The performance of the sub-sectors minerals, energy and water are guided by strategic plans of ministries/institutions as follows:

Ministry of Minerals, Energy & Water

The ministry strategic plan was designed to facilitate the implementation of the development plans in such a way that all goals are arrived at through the following strategies:

Decentralization of Authority Southern District local authorities, most notably the District Council, facilitate the exploitation of minerals such as river sand and gravel. It provides water to small villages and directs the use energy resources. Research and Development Strategy District local authorities facilitate research and develop strategies for minerals, energy and water within their jurisdiction. Information Technology Regional Co-operation Commercialisation/Privatisation Performance Management System

The Council cascades PMS and has so far introduced the system to most of its employees.

Ministry of Local Government Strategic Plan

The Ministry of Local Government is responsible for basic physical and social infrastructure such as provision of water. It ensures efficient operation of local

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authorities. This therefore holds that the realization of the sector key result areas is dependent on the commitment of local authorities as an extension arm of local government. Local authorities in Southern District ensure that the key result areas pertaining to Minerals, Water and Energy are realized.

12.1.2 The role of the private sector

Water Sector

Village water supply: Private companies are engaged in groundwater investigations, drilling of boreholes and the construction of water supply systems or components of them. This enables accelerated implementation with quality output. However, this calls for adequate staff to be placed in Council to ensure that work is done to standard and specification.

Agriculture: Private companies are engaged in drilling and equipping of boreholes and in their maintenance. As the farming community in rural areas competes for groundwater sources with other consumers, the most notable impact is the risk of pollution to aquifers because there are little or no measures taken to prevent the occurrence at private boreholes. Monitoring needs to be put in place that would include advising to the farmers on how to safely operate their boreholes.

Mineral Sector

Currently the private sector in Southern District the private sector is limited to small mining activities such as quarrying. A notable such activity is Moshana Quarries which has considerably supported the construction industry. However, the role of the private sector in other larger mining activities such as diamond mining in Jwaneng cannot be overemphasized. Private companies provide consultancy, equipment and are even engaged in other complementary activities such as construction of houses for miners and storerooms.

Energy Sector

The role of the private sector has been more prominent in this sector. Provision of fuel such as gas, paraffin and petrol has been largely the responsibility of private companies. Southern District has enjoyed the services of private companies in provision of energy.

12.1.3 Consultation priorities

The following main issues/priorities were arising from community consultations:

Accelerated provision of power, in particular for extension staff. Water shortage for villages in the Western part of the district (mostly in Mabutsane Sub district). The water is either not adequate or of poor quality. The non-reliability of only one borehole for a village- there is need for backup boreholes. High cost of private water connection. Villages are growing much faster than the rate of extension, resulting in long distances to standpipes, especially for villages that are not included in the plan Deterioration of water quality both bacterially and chemically High rate of livestock watering by village water supply schemes and failure to control due to lack of strong laws to prevent it. Long process of registration for extraction of sand and gravel.


The national policies and legislation which sets the political and legal framework for the Minerals, Energy and Water are as follows:

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12.2.1 Minerals

Waste Management Act (1998)

The Waste Management Act provides for the establishment of the Department of Sanitation and Waste Management; to make provision for the planning, facilitation and implementation of advanced systems for regulating the management of controlled waste in order to prevent harm to human, animal and plant life; to minimize pollution of the environment, to conserve natural resources; to cause the provisions of the Basel Convention to apply in regulating the trans-frontier movement of hazardous waste and their disposal; and for matters incidental to and connected to the foregoing.

12.2.2 Energy

Botswana National Settlement Policy (1998)

The Botswana National Settlement Policy emphasizes development and job creation in the least developed areas, especially rural ones. In Southern District the policy directs the reconciliation of settlements and mining activities such as the diamond mine in Jwaneng. Distribution of water and energy is also in line with the Policy. The district guides service provision.

12.2.3 Water

Tribal Land Act (AMENDED 1999)

The amended Tribal Land Act provides for the establishment of tribal land boards: to vest tribal land in such boards: to define the powers and duties of such boards and to provide for matters incidental thereto.

Tribal land is on the other hand subject to the provisions of the Mines and Minerals Act, the Water Act and the Mineral Rights in Tribal Territories Act.

Water Act (1968)

The Water Act seeks to define the ownership of any rights to the use of water; to provide for the grant of water rights and servitudes; and to make provision incidental thereto.

The district has, through Department of Water Affairs and Council Water Department, established impressive water systems in line with the Water Act. .

The policy states that settlements with population ranging from 150 to 249 shall be provided with potable water and Southern District has adhered to.

12.3 MINING, ENERGY AND WATER

12.3.1 Mining Sector

The only mining activity on large scale in Southern District is the diamond mine at Jwaneng. Small mining activities are taking place for extracting sand and gravel for construction work. There are also ongoing prospecting activities.

The Government has introduced regulations for mining of sand and gravel to control the impact of these activities on the environment.

Mining is one of the activities that consume large amounts of water and other forms of energy hence competing with other equally essential activities.

12.3.2 Energy Sector

Energy Sources

The main energy sources in Southern District are grid power, solar power, gas, paraffin, diesel and wood. The principal energy source for cooking, lighting and heating used by

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households in Southern District is firewood. The high dependency on fuel wood as a source of domestic energy has adverse effects on the environment.

The following villages in Southern District have been connected to the national power grid:

Kanye/Moshupa Sub-District: Kanye, Moshupa, Molapowabojang, Lotlhakane East, Ranaka, Manyana, Lekgotlobotlo, Ntlhantlhe, Magotlhwane, Kgomokasitwa Goodhope Sub-District: Mmathethe, Digawana, Pitshane/Molopo, Ramatlabama, Gathwane, Sedibeng, Metlojane, Mabule Mabutsane Sub-District: Mabutsane, Khakhea

Solar Energy:

In those villages where grid power is not accessible or connection is beyond resource constraints solar power has been provided to government institutions.

12.3.3 Water Sector

12.3.3.1 Water Quality

Groundwater, which is the main source of water for rural villages, is highly susceptible to pollution. The main pollution factors are:

Pit latrines Agricultural chemicals such as fertilizers and pesticides Animal waste from nearby boreholes, which share aquifers with those supplying people Natural changes in quality due to presence of certain unacceptable substances in the aquifer.

The most frequent determinants to be found in Southern District and the requirements for potable water for human consumption are shown in table 16 below.

Table 12.51 Standards for Water Quality

Chemical requirements Microbiological requirements

Inorganic Determinants

Upper limits and rangesmg/l

Determinants Units Allowable compliance contribution*

Ideal Accep-table

Maxallowable

95%min.

4%max.

1%max.

Chloride(salinity)

100 200 600 Totalcoliform

Count/100ml

Not detected

10 100

Flouride 0.7 1.0 1.5 Faecalcoliform

Count/100ml

1 10

Hardness(CaCO3)

20 200 500

Nitrate 45 45 45 Faecalstreptococci

Count/100ml

10 100

Nitrite 3.0 3.0 3.0

Sulfate 200 250 400

Source: Council Water - Southern

12.3.3.2 Supply and Demand

Kanye Water Supply scheme are supplied from 2 well fields namely Ramonnedi and Kgwakgwe with a total of 12 boreholes. Ramonnedi produce about 2000 cubic metres per hour, while Kgwakgwe produces 4900 cubic metres per hour. Moshupa Water Supply scheme is connected to the Kanye scheme. The combined output of 200 000 cubic metres per month supply both Kanye and Moshupa villages.

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The boreholes are pumped to the limit due to yields drop in the Ramonnedi well field, although supply situation has not yet reached a crisis point. Measures were undertaken to drill additional boreholes in the Kgwakgwe area during DDP 5. The storage capacity of the 7 reservoirs is equivalent to 125% of the projected demand.

The provision of Kanye and Moshupa with public standpipes and private connections is shown in table 12.1 below. The Department of Water Affairs will continue to source out small private water connections to small contractors to clear the backlog for all the major villages including Kanye.

Table 12.52 Water Supply Kanye and Moshupa

Village Population2001

Watersource

Tankcapacitycubic metres

No. of publicstandpipes(12/07/02)

No of private connections(12/07/02)

No. of peopleper privateconnection

Kanye 40 628 Borehole 6 375 165 7 628 5-6

Moshupa 16 922 Interconnecton 63 3 199 5-6

Source ; Dept of Water Affairs – Kanye & Moshupa

The consumption for the two villages is in the region of 151 000 cubic metres which is equivalent to 5000 cubic metres per day. Water interruptions are normally experienced in the village mainly due to power failure and some pipe bursts.

Water Supply

The main water source in Southern District is groundwater procured by boreholes and wells. Other sources are rainwater harvested in natural depressions (pans), dams and rainwater tanks attached to staff houses and public facilities. The latter sources are of importance for livestock during good rainfalls. As the potential of potable groundwater and its spatial occurrence in Southern District is likely not sufficient and unfavourable for a sustainable water supply, strong emphasis shall be given towards improvement and identification of reliable water sources and to stepping up interconnections to villages/areas with better sources.

Council provides 94 villages and settlements with water through a water supply system. A summary of the Council Water Supply is shown in the table below, details per village/settlement are shown in the appendix.

Table 12.53 Status of Council Water Supply

Villages/Settlement.

Pop.2001

No.of Villages/Settlements with Boreholes

Water-tanks

PSP PrivateconnectionsVWSS Inter-

connectionWater Reliability(%)

Good water quality

93 169586 94 12 79 77 130 86 784 7 755

Source: Council Water – Southern

Note:* The allowable compliance contribution shall be at least 95 % to the limits indicated in column 3, with a maximum of 4% and 1% respectively, to the limits indicated in columns 4 and 5. The objective of the disinfection should, nevertheless, be to attain 100% compliance to the limits indicated in column 3.

In 2002, there were 3 villages with serious water quality problems namely Kokong, Mokgomane, and Digawana.

Water Demand

In 2002, total daily water consumption in Southern District amounted to 18,152 cubic litres; daily water consumption per head amounted to 0.075cubic litres. It varies per village between seasons and litres per head. The daily water demand per selected area

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is shown in the table below while details per village are in the appendix. The main cause of high variations in water consumption is watering of livestock from public standpipes, especially in the dry season. In order to cope with the rapid increase especially in big villages and those near urban centres demand monitoring will be done. Measures will also be put in place to control livestock watering especially for villages near lands areas and cattle posts.

Table 12.54 Daily Water Consumption in 2002

Area Population2001

Water Consumption Cum/day

Water Consumptionper head Cum/day

Southern Districtwithout Kanye and Moshupa

169,586 10,175 0.06

Kanye village 56120 6454 0.115

Moshupa village 16,922 1523 0.09

Source: Water Affairs & Council Water

12.3.3.3 Water Conservation and Management

The Department of Water Affairs (DWA) has responded to this call for action and has of late prepared a National Water Conservation Policy and Strategy Framework. This document provides the rationale, methodology, and a recommended “way forward” process to facilitate the introduction of widespread water conservation practices and water demand management measures at the national and at local levels.

The successful implementation of water conservation programmes and initiatives relies on the active involvement of a number of stakeholders representing literally all segments of society, including the public and private sectors as well as rural and urban communities. The multitude of likely involved partners and the diversity of activities to be carried out call for some multi-disciplinary approach.

As a consequence, and in line with the recommendations provided in the water conservation strategy framework document, the preparatory steps have been taken for a special section for water conservation, source protection and environmental aspects, named Water Conservation Unit’s establishment is to institute a focal for the emerging water conservation programme tasks, and to create the required central coordinating body to spearhead and oversee implementation of the programme activities. The Water Conservation Unit will thus act as the lead partner in long-term campaign to promote and encourage water conservation practices and demand control measures in the district.

The expected outputs are:

Development of a fully negotiated water conservation policy, including action plans for implementation. The capacitating of the water conservation unit (once established), in order to ensure that the unit can actively pursue the development and implementation of water saving techniques, water re-use and recycling of wastewater. The development of guidelines and training material of awareness rising. The preparation of statutory orders etc. in order to create the administrative tools, including pricing mechanisms, and performance and quality standards, for different water uses.

Some of the conservation measures in place are :

Pollute Pace Principle To encourage private connection

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Piloting of meters

12.3.3.4 Water Protection

It is fact that water in Botswana is a valuable and scarce resource, which is also vulnerable to pollution. Water quality plays a crucial role despite its limited availability and competition between different users. About 80 % of our water emanates from underground sources and only a few represent surface water sources. Water sources often become polluted due to anthropogenic inputs from different water users, such as individuals, farmers and industry. These indiscriminately discharge their wastewater into open environment, with potential to contaminate these limited water resources. The increasing pollution risk is exacerbated by rapid urbanization and developing industrial activities. These warrant that water should be protected from such polluting activities.

The dams are more vulnerable to pollution than groundwater. The main pollution hazard to dams comes from domestic and industrial wastewaters and potential pollution accidents. The land use also creates a serious threat to dams, as there is conflict of industrial and agricultural developments that are increasingly locating on dam catchments. Groundwater is still relatively unpolluted in most places, though faecal and nitrate pollution is evident in some areas due to improper sanitation practices. Agricultural activities such as poultry farming, horticulture will inevitably have an impact on the water quality due to increased levels of nutrients and pesticides.

In an effort to protect our valuable water resources, Botswana developed protection zones and guidelines for major well fields, aquifers and dams. The protection zones have been delineated using the appropriate methodologies based upon the re-evaluation of existing hydrological and hydro-geological information. Groundwater vulnerability maps have been developed for 12 towns and major villages to provide guidance to planners and developers. Kanye is one of the well fields studied.

In addition, in 1997 a Water Quality Management Project (WQMP) was carried out with the aim of also providing guidelines and procedures for water resources protection and conservation.

12.3.3.5 Government Buildings

Construction has been one of the sectors that have increased pressure on water resources in the district and water departments have devised some cost recovery measures. Government departments are expected to pay for the water they use in construction of their of their buildings.

12.3.3.6 Agriculture vs. Water

Traditionally agriculture has not been a major threat to water security but since the commercialization of agricultural activities, there has been a higher demand for water. In Southern District a myriad of agricultural projects which most of them were funded by FAP have mushroomed and one of the requirements for funding was the identification of water sources. Livestock, piggeries, diary projects, horticulture, poultry projects have been identified as great consumers of water and Water Affairs department has began to decline from issuing water rights to these projects. Water Affairs department has however given rights to contaminated water sources and this has seen some of the boreholes being used for livestock watering and other agricultural projects. Some of these projects are situated along rivers.

12.4 SECTOR GOALS AND OBJECTIVES

The goals the next plan are as follows;

Goal 1

Promote the quality of life through a sustainable supply of safe water.

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Objective

To decontaminate water for human consumption and increase the rate of water connections in all major villages throughout the plan period.

Goal 2

Improve service delivery

Objectives

To provide Water Affairs offices in Moshupa by the year 2004. Continue to recruit officers for the delivery of services.

Goal 3

Reduce time and unit costs of delivering the services/products to stakeholders implementing effective policies, systems, procedures and structures.

Objectives

To encourage private water connections by speeding up the process. To enhance public awareness by using media fora.

Goal 4

To protect the environment by enforcing environmental protection legislation.

Objectives

To enforce legislation through the Council byelaw division. To minimize the exploitation of natural resources.

12.5 FRAMEWORK FOR STRATEGIC ENVIRONMENT ASSESSMENT

Sector goal Objectives Environmental Key Issues

Mitigation Measures

Sustainable supply of safe water.

Decontaminate water and increase the rate of public connections.

Cutting down of trees during clearing of water lines.

Planting of trees after bush clearing.

Improve service delivery

Provide Water Affairs offices in Moshupa

Bush clearing, extraction of river sand and gravel

Planting of trees, refilling of burrow pits

Reduce time and unit costs of delivering services.

Encourage private water connections

Cutting down of trees during clearing of water lines.

Planting of trees after bush clearing.

12.6 STRATEGIES TO ACHIEVE THE GOALS AND OBJECTIVES OF THE MINING, ENERGY AND WATER SECTOR

12.6.1 General Strategies

The following strategies will have been identified to implement the goals of the Ministry;

Human Resource Development Strategy, with a view to improving staff skills, motivation and productivity. Decentralization of authority, to reduce delays in decision-making. HIV/AIDS Strategy, with a view to counter the threat of manpower depletion posed by the HIV/AIDS pandemic which has not spared MMEWA from its devastating effects.

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Research and Development Strategy, in order to channel scarce resources to areas offering the most potential benefits. Information Technology Strategy, with a view to improving efficiency and effectiveness of service delivery. Regional Cooperation, in order to optimize the flow of economic benefits to Botswana and benefit from economies of scale particularly in the power and water sectors. Commercialisation /Privatisation of some activities to improve service delivery and reduce costs. Performance Management System, with a view to improving overall performance of MMEWA and integrate all performance improvement initiatives. Mineral Investment Promotion Strategy, to attract more investment and increase net economic benefits from mineral exploitation.

12.6.2 Proposed Projects

The proposed projects to achieve the set goals and objectives are shown in table 12.5 below.

Table 12.55 Proposed Projects

Sector Project Component No. Location Implementation period

Mining MR 217-Mineral exploration

Molopo FarmsComplex

1 Southern/Kgalagadi

2004

MR 413-Mining & Air Pollution Control

Expansion of air pollution monitoring network

1 Kanye 2005

Regional Core Shed 1 Molapowabojang 2004

Energy MR 124-National Power Supplies

Village electrification Pitsane Potlokwe 2003

Mokgomane

Sekoma

Metlobo

Mokatako

Selokolela 2004

Tlhareseleele

Mogojogojo

Kgoro 2005

Tshidilamolomo

Maokane 2006

Kokong

Leporung

Dinatshana

Bethel

MR 116-Renewable Energies

Photovoltaic Electrification

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Sector Project Component No. Location Implementation period

Water MR 316-Water Affairs Buildings

Office Block 1 Moshupa 2003/04

MR 337-Major Villages Water/Sanitation Development

Water Supply 1 Moshupa 2004/05

Connection to North-South Carrier

1 Kanye 2005/06

Sanitation 2 KanyeMoshupa

2003/04

12.6.3 Potential impacts of Proposed Projects on the Environment and Mitigation Measures.

Measures of potential impacts of proposed water and sewerage projects on the environment and mitigation are shown in table 12.6

Table 12.56 Potential Impacts of Proposed Projects on the Environment and Mitigation Measures

Phases Short-term Impacts Long-term Impacts Mitigation Measures

Construction Soil erosion Land requirement - EIA is required for- Proper site and implementation planning

Air pollution (dust)

Noise pollution

Interference with other activities

Operation – Water:

Water quantity: Pressure on water resources

- Water-saving applications- Rainwater tanks

Water quality: Pollution - Water protection zones- Water monitoring

Spills and leakage of water - Water monitoring

Connection to North-South Water Carrier

Air pollution - EIA is required- Monitoring- Planting of trees

Land degradation Desertification

Interference with other activities.

Operation - Sewerage

Land use/location conflicts

Water pollution - Planning with participation- EIA- Monitoring

Air pollution

Village electrification

Soil erosion Land degradation - Monitoring - Planting of trees

Interference with other activities


12.7.1 Issues and Strengths for Water Sector

The following constraints will affect the achievement of the water sector goals and objectives:

Lack of database on water resources No integrated planning on water requirement and management Dependence on DWA due to shortage of senior staff Lack of enforcement mechanism to conserve water

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Availability of human resources Availability of modern technology (computers)

12.7.2 Performance Targets

The implementation of the following projects, are the performance targets for DDP6 as per the planned implementation year:

Table 12.57 Resource Requirement and Performance Targets

Sector Project Component No Location Budget Implementationperiod

Mining MR 217-Mineral exploration

Molopo FarmsComplex

1 Southern/Kgalagadi

3,600,000 2005

MR 413-Mining & Air Pollution Control

Expansion of air pollution monitoring network

1 Kanye 465,000 2005

Regional Core Shed

1 Molapowabojang 2,000,000 2004

Energy MR 124-National Power Supplies

Village electrification

Pitsane Potlokwe 2003

Mokgomane

Sekoma

Metlobo

Mokatako

Selokolela 2004

Tlhareseleele

Mogojogojo

Kgoro 2005

Tshidlamolomo

Maokane 2006

Kokong

Leporung

Dinatshana

Bethel

MR 116-Renewable Energies

Photovoltaic Electrification

Water MR 316-Water Affairs Buildings

Office Block 1 Moshupa 6,430,000 2003/04

MR 337-Major Villages Water/Sanitation Development

Water Supply 1 Moshupa 61,104,000 2004/05

Connection to North-South Carrier

1 Kanye 61,104,000 2005/06

Sanitation 2 KanyeMoshupa

2003/04

Groundwater Investigations

1 Mabutsane 31,880,000 2003/2004


The plan-monitoring program should ensure that projects are implemented according to plan and that plan deviations are analyzed and either remedy measures are taken or plan objectives revised. Respective departments will be responsible for implementing their projects and monitoring progress throughout the plan period. Project Reviews will be

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used as implements for monitoring progress. Sub-DDC Committees shall sit regularly to review progress prior to reporting to DDC whose mandate shall be to analyze progress at district level. Furthermore, quarterly progress reports will be prepared to depict both physical and financial status of progress, and be sent to the Ministry of Local Government. The Mid-Term Review will be undertaken halfway through the plan period.

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CHAPTER THIRTEEN13 WORKS, TRANSPORT AND COMMUNICATION13.1 INTRODUCTION

District Roads infrastructure continues to be an important Government framework in service delivery and poverty alleviation for rural dwellers. Programmes such as labour Intensive Earth Roads construction have provided temporary employment to unskilled labour. Construction of roads in general plays a vital role for the people since it renders essential services such as easier access to health, education facilities etc. Transportation costs go down as a result of provision of roads hence improvements in the general standards of living of communities.


In Southern District services providers in the Works, Transport and Communication Sector are shown in Table 13.The service providers are the Ministry of Works, Transport and Communication (MWTC), Southern District Council (SDC), Parastatals such as Botswana Telecommunication Corporation (BTC) and the private sector.

Table 13.58 Services and Service Providers in the Works, Transport and Communication Sector

Services Service Providers

Works

- Architecture & Building Services

MWTC/DABSMLG/SDC

Responsible for providing and maintaining Government buildings are DABS and DEMS. District Councils are responsible for constructing Council and Land Board buildings, District and Tribal Administration staff houses and maintaining Council buildings. The Technical Unit in the MLG is providing technical and professional guidance.

- Electrical &Mechanical Services

MWTC/DEMSBPCMLG/SDC

- Meteorological Services MWTC Provides meteorological data to the district

- CTO MWTC Provide road transport service to government departments

Transport

- Roads MWTCMLG/SDC

Responsibility for public road construction and maintenance is shared by the MWTC/Roads Department (primary and secondary roads) and the MLG through District Councils (tertiary, access and internal roads)

- Railway MWTC,BR Provide rail transportation services

- Road Transport and Safety MWTC Promote and regulate safety

Communication

- Postal Services BPS Provides postal communication to the public and business community

- Telecommunications MWTC,BTA,BC Regulates and provides telecommunication services

13.1.2 Strategic Plans For Respective Ministries

Works, Transport and Communication

The responsibility of the ministry is to provide safe and secure transport, communication, building, meteorological, mechanical and electrical infrastructure so as to improve the overall quality of life in the District and the region. In order to achieve this the ministry has set the following key result areas;

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Customer satisfaction Delivery of products and services within set time and budget Provide safe, secure and accessible infrastructure.

Local Government

The mandate of the ministry is to improve the quality of life of Batswana by providing basic physical infrastructure and services. Southern district Council will ensure that the overall key result areas are attained through:

Improved quality of life of Communities. To coordinate and provide basic infrastructure Customer satisfaction. To ensure customer satisfaction through timely delivery of services

Lands, Housing and Environment

The Ministry is responsible for providing services in management and development of land as well as promoting environmental protection. To achieve this strategic plan the ministry will ensure availability of land for equitable distribution. In the district the responsibility to allocate land is vested on the Land Boards. The Land Board ensures that land is available for construction of roads in the District.13.1.3 Works and Transport Consultation Priorities

The following main issues/priorities were arising from community consultations:

Slow implementation of planned Development Projects. There was a general concern that projects in the last development plan were implemented at a very slow pace and some projects were deferred and no feedback was given to the concerned communities. Defaulting contractors have also worsened low implementation of planned projects. Inadequate supervision of contractors. This is largely due to shortage of trained personnel. There is therefore need to intensify supervision of contractors. Lack of maintenance of the available structures. Schools, teachers and nurses’ houses stay for too long without maintenance. Schools facilities are the most affected and that results in a non-conducive learning environment for the pupils. The water toilets (recently adopted by the Council) are either not properly done or not properly maintained. They are still new and almost all of them are not functioning. Communities were very much concerned about the road conditions in the district. They proposed that government should provide tarred roads or at the least gravel roads and do away with earth roads because they were a waste of funds since they do not last long. Vandalism of Public phone Vehicles take too long when they have gone for servicing at CTO and also CTO takes long to replace boarded vehicles. Stray animals are prevalent in most roads.

13.1.4 The Role of the Private Sector

In the Southern District construction work is let out to construction companies, which are registered with the Central Tender Board.

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Design and supervision work is rarely let out to the private sector despite the workload and manpower limitations. 13.2 NATIONAL POLICIES AND LEGISLATION

The National Policies and Legislation set the political and legal framework for the Works, Transport and Communication Sector.

13.2.1 Vision 2016

Vision 2016 spells out the following goals and strategies for the Works, Transport and Communication Sector:

Under the pillar to build a prosperous, productive and innovative nation, The quality of construction and maintenance of roads must be improved, particularly with regard to road signs and marking for improving road safety. Improving roads and communication in small and remote settlements must be accelerated. Botswana must ensure that every village has tarred and well-maintained roads linking it to other settlements. Road and rail network and local transport services must be improved to facilitate the orderly development of other sectors, particularly tourism. Under the pillar to build a safe and secure nation, Road safety and driving standards must be improved by means of the more stringent enforcement of the laws pertaining to vehicle use and roadworthiness, incorporating road safety in public education, training and information network, incorporating road safety into infrastructure design (fencing, pedestrian and cycle tracks).

13.2.2 Road Traffic Act

This is the act that provides for the registration and licensing of motor vehicles; issue of drivers licenses, regulation of traffic and for creation of offences relating to the use of vehicles. There is an office in Kanye that issues drivers licenses. Problems found in administering this act is that there are no frequent tests done for drivers license or vehicles because there is only one Instructor for the Southern Region (Lobatse, Kanye and Jwaneng).

13.2.3 Road Safety Policy

This is the policy that regulates and monitors road safety in the District. It makes it mandatory for the creation of District Road Safety Committee. During the plan period the Committee will continue to play a vital role in educating the community therefore the Roads Safety Department as a legislative member will ensure full participation at community level so that safety becomes a number one priority. The following form part of activities;

Running awareness seminars for school Children Making sure issues discussed at committees in villages form part of implementation plan for the department.

13.2.4 Town and Country Planning Act

This is planning tool that guides development in planning areas. Kanye is the only village declared Planning Area in the district. The act makes it a compulsory for developers to seek Planning and Building Permission before any buildings can be construction. In the other areas that are not yet declared planning areas we use Building

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control Act. The Town and Country Planning Act can also be applied in the rest of the District as advisory tool that guides development. Currently government departments and individuals are adhering to act, however Council is lagging behind.13.2.5 Urban Development Standards

These are the design standards that are used at the planning stage on the size of infrastructure (roads) to be built. In the District the standards are followed that is why when Kanye Village Infrastructure project was implemented existing roads were expanded to meet the standards. 13.2.6 Public Health Act

The Public Health Act provides the framework for regulating public health in all roads in the District. This act empowers Officers to use the provisions of the statute to ensure protection of all road users. There is a problem of littering in all roads and for Central Government roads private companies have been given the responsibility to pick litter and chase animals from the roads. The Council’s Environmental Health unit is responsible for picking litter in all internal roads.13.3 WORKS, TRANSPORT AND COMMUNICATION

13.3.1 Roads

In Southern District, road transport is a vital and necessary means to meet the basic need of mobility and a necessary condition to promote economic development. Therefore road transport is the only means in the district to transport persons and goods in larger quantities. Whilst the traffic volume within the district is still low, the development of the road sector is important because a major part of the road network needs permanent maintenance (grading) and many roads can only be used by vehicles with four-wheel drive.The total length of the road network in Southern District is 473 km. The District’s road network is shown in map 13. The breakdown of the road network according to category and type of roads is shown in Table 13.2. Details of all external roads and all internal roads in major villages are listed in table in the appendix.

Table 13.59 Road Network 2002

Road Category Total Km

Paved Gravel Earth Sand-double spur Total

Primary roads 285.9 189.4 473

Secondary roads 198.4 282.8 477.2

District roads 139 774 691 1604

Internal roads 40 68 78 196

Source: Roads Dept & Council Roads - Southern

13.3.2 Transport and Road Safety

Vision 2016 has identified road safety as one of the priority areas in the quest to build a ‘safe and secure nation” and identifies better traffic flow, enforcement, road safety education, better training and licensing, elimination of drunken driving etc. as the priority areas for policy intervention. While continuing with the on-going Road Safety

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Programme, a National Road Safety Strategic Plan was formulated to deal with road safety problems in a holistic manner. The vision of the department is to promote and regulate efficient, effective, safe, sustainable, customer oriented and environmentally sensitive road transport services to international standards which will meet the social, economic and mobility needs of the citizens of Botswana, the SADC region and beyond. The successful completion of the planned network of VTS will facilitate introduction of six monthly testing of public service vehicles (passenger and goods whose standards are rapidly deteriorating). Mandatory testing of all vehicles over the age of three years will also be introduced as a precondition of renewal of licenses. Furthermore, a sufficient of number of vehicle examiners will increase roadside testing of the compliance of critical roadworthy requirements, including transit vehicles.13.3.3 Botswana Railways

Botswana Railways is responsible for the provision of local and regional rail transport. The predominance of road transport network within the country, limited geographical coverage of the rail network and widespread availability of the private vehicles for shorter trips have generated new travel patterns and drew passengers from the rail. Due to the unsatisfactory service, rail transport has become a less attractive transport mode for travel within and outside the country. To promote the use of railways within an integrated transport system, strategies that emphasises network expansion, better customer service both in terms of speed and quality of service will be developed. In the district there is 48km of railway line from Lobatse to Ramatlabama border. This is used mainly for transportation of goods between Botswana and South Africa. 13.3.4 Central Transport Organisation

The Ministry through the Central Transport Organisation will further enhance private sector participation through the leasing of workshops and to, in the long term empower citizen employees to take over the workshops. This will contribute towards Vision 2016 pillar of creating a prosperous nation. The decentralization of the transport services will ensure that the various Ministries and Departments take responsibility for their transport requirements as it has been difficult to monitor and control these services from a central point due to lack of capacity.13.3.5 Telecommunication

Since the adoption of the Telecommunications Policy in 1995 there has been an increase in teledensity, availability of Information Communications Technologies (ICTs), and improvement in the range of telecommunications services. Further provision of ICTs infrastructure and services, especially in rural areas is essential to accelerate the pace of developments to achieve rapid integration of the country with the global economy. The challenge before Government is to narrow the digital divide in the shortest time possible. In this regard it is the aim of Botswana Telecommunications Corporation to improve the existing service and provide service to the rural communities. To achieve universal service and access, provision

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of funds to BTC to carry out rural telecommunications programmes, will be continued during NDP 9.13.3.6 Postal Services

Postal services still play a key role in maintaining communication links between the communities. Botswana Post is therefore committed to the continued postal services even where the postal agencies or offices are not making profit. The Government will however consider meeting the operational loss making entities in the event that the profit making entities can no longer support the loss making ones. There is need to carry general maintenance of post offices in the entire district. There is also need to provide additional staff housing. The district will continue to encourage the communities to provide Postal Agencies in areas where it is not economically viable to provide post offices.13.3.7 District Council

The major responsibility of Council is infrastructure provision. Under this sector Council is tasked with the responsibility to maintain and construct district roads (tertiary and access roads).

13.4 WORKS, TRANSPORT AND COMMUNICATION STRATEGIES, GOALS AND OBJECTIVES

The sector goals and objectives of the Works, Transport and Communication Sector are derived from Vision 2016, policies in places and planning standards in comparison with the existing situation, expressed in key issues.

13.4.1 Roads

Goals Objectives

To upgrade and extend the life of the roads

1.To control over loading in accordance to standards 2.To continue managing roads according to the recommendation of the Maintenance and Rehabilitation Plan

To provide and maintain adequate road infrastructure

1.To provide and maintain adequate road furniture 2.To reduce littering on the Public Highway Network

To respond timely to emergencies and correspondence

1.To attend to all emergencies within 12 Hours after occurrence

13.4.2 Meteorological Services

The goal of the department is to provide accurate weather and climate data and information on time. The objectives to meet the goal are:

To upgrade 3 climate stations in the District. To construct Office and residential accommodation at Lorolwana.

13.4.3 Postal Services

The department is committed to the delivery of services in a transparent, proactive, responsive and acceptable manner with available resources to ensure timely service delivery. The goal will be met through encouraging communities to run Postal agencies in their villages.

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13.4.4 District Council Roads

The goal is to provide reliable access to communities and areas of economic potential through continuous development and maintenance of district road network. The objectives are:

To improve roads to bitumen standards. To upgrade earth roads gravel roads and culverts in the district. To improve maintenance through purchase of equipment.

(For details on proposed projects see Chapter 16)

13.5 POTENTIAL IMPACTS AND MITIGATION MEASURES

The potential impacts of proposed projects on the environment and mitigation measures are shown in the table below.

Projects Short-term Impacts Long-term Impacts Mitigation Measures

Construction and operation of facilities

- Water consumption- Air pollution (dust)- Noise pollution- Waste generation

- Land consumption

- Water consumption

- Waste generation

- Energy consumption

- Proper site and implementation planning- Water-saving applicant- Rainwater tanks

- Use of environment-friendly materials- Proper disposal facilities- Energy-saving applicants- Solar power

Construction ofRoads

- Land use/location conflicts

- Ecosystem destruction- Landscape destruction (borrow pits)- Water consumption- Air pollution (dust)- Noise pollution

- Land consumption- Land use conflicts (wildlife movement)- Ecosystem destruction

- Air pollution (dust, motor vehicle emissions)- Noise pollution- Waste generation- Generating hazardous potentials (traffic accidents)

- EIA

- Borrow pit rehabilitation and enforcement of available legislation

- Traffic control, low-emitting vehicles

- Traffic control- Providing waste receptacles- Road marking, signing and traffic control- Separating traffic participants


13.6.1 Issues and Strengths

The following constraints will affect the achievement of sector goals and objectives:

Shortage of qualified manpower Poor performance of contractors

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Lack of funding for some projects such as tarring of Moshupa –Manyana, Phitshane- Mabule and some bridges.

13.6.2 Performance Targets

Sector Strategic Objective Key Performance Indicators

Botswana Railways Carryout Feasibility Study on the Trans Kalahari Rail Link

1.Study Completed2.Implemetation

Road Transport Control and Safety

Construction of Vehicle Testing Station, Driver Testing ground and refurbish Office

1.Tender Documentation2.Progress Reports3.Commissionning

Roads Department 1.Road Construction2.Construction of Bridges

1.Tender Documentation2.Progress Reports3.Commissionning

Metrological Services

1.Upgrading Climatic Stations 2.Constuction of Office and residential accommodation

Synoptic Stations Functional 1.Tender Documentation2.Progress Reports3.Commissionning

Central Transport Organisation

Electrification of Fuel Point Fuel Point Electrified

Department of Electrical and Mechanical Services

Construction of regional Office 1.Design Started2.Depot Operational

Postal Services Mobilize communities to run postal agencies

2 Postal agencies run by communities.

13.6.3 Development Budget Table 13.60 Development Budget

Proposed Projects Amount Year of Implementation

Botswana Railways

Feasibility Study on the Trans Kalahari Rail Link

1 500 000.00 -

Road Transport Control and Safety

Vehicle Testing Station-Kanye P10 658 000.00 -

Driver Testing Ground- Kanye P3 500 000.00 -

Refurbishment of Office-Kanye P1 300 000.00 -

Ramatlabama Weighbridge & Offices P2 200 000.00 2003/04

Department of Roads

Jwaneng –Sekoma Reconstruction P5 000 000.00 2003/04

Fencing Kanye- Ramatlabama Border Post P2 640 000.00 2003/04

Kanye By –Pass P6 000 000.00 2003/04

Mogobane- Ranaka (completion) P20 000 000.00 2003/04

Phitshane Molopo Bridge

Moshupa- Lotlhakane West

Moshupa River

Molapowabojang-Mogojogojo

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Proposed Projects Amount Year of Implementation

Kolobeng River ( Manyana)

Drainage-Moshupa P4 000 000.00 2003/04

Meteorological Services

Office and Residential accommodation Lorolwana

P400 000.00 -

Upgrading Climate Stations:

Pelotshetlha P300 000.00 -

- Kanye P300 000.00 -

Goodhope P300 000.00 -


Electrification of Fuel Point-Kanye P60 000.00 -

DEMS

DEMS Regional Office in Kanye P4 378 000.00

* The Plan Implementation Schedule for the Ministry was not ready at time of preparation.


The plan-monitoring program should ensure that projects are implemented according to plan and that plan deviations are analysed and either remedy measures are taken or plan objectives revised.

For this sector plan monitoring will be followed through monthly site meetings, quarterly meetings, annual plan and reports. The performance Indicators as shown on 13.7.3 will be used to monitor the different stages of the projects. The existing structures such as District Development Committee (DDC) and Plan Management Committee (PMC) will ensure that the performance targets are met.

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CHAPTER FOURTEEN14 LAW, JUSTICE AND SECURITY14.1 INTRODUCTION


The institutions involved in making and enforcing laws to ensure a stable and peaceful environment conducive to the nation’s development are as outlined below

Parliament

The Constitution provides for a unicameral legislature, the National Assembly. Members are directly elected from 57 constituencies and themselves elect specially elected members and a Speaker of the National Assembly. Out of 57 constituencies, six are in the Southern District namely Kanye South, Kanye North, Barolong, Ngwaketse South, Ngwaketse West and Moshupa.

Administration of Justice

Chapter IV of the Constitution established the Judiciary of the Republic of Botswana, which consists of the High Court and the Court of Appeal located in Lobatse. A Magistrate Court is situated in Kanye and it handles those cases that are within its jurisdiction. Customary courts that are the responsibility of the Ministry of Local Government mainly apply customary law and on rare cases apply common law. There are two Tribal Administration offices, one in Goodhope and one in Kanye, which try criminal and civil cases as well as settling disputes. In other centres of the district there are traditional kgotlas, which are manned by sub-chiefs and also execute customary law.

Botswana Police Service

The Police Service is deployed throughout the country to protect life and property, prevent and detect crime, repress internal disturbances, maintain security and public tranquillity, apprehend offenders, bring offenders to justice, duly enforce written laws with which it is charged, and generally maintain peace. The Police Service is headed by the Commissioner of Police and comes under the supervision of the Office of the President. The No 14 Police District is composed of 6 Police Stations at Jwaneng, Kanye (2), Moshupa, Phitshane-Molopo and Mabutsane. However Good Hope Police Station falls within Southern District though not under No 14 Police District. The District Headquarters is based in Kanye.


14.1.2.1 Ministry of Local Government Strategic Plan

To ensure understanding of laws and policies that govern the activities of customary courts through dissemination of information To ensure satisfaction through acceleration of cases put before customary courts.

The Ministry of Local Government through Southern district local authorities is responsible for enforcing law, providing security and justice.

The ministry facilitates law enforcement through Local Police that has its stations in many villages in the district.

Customary courts (kgotlas) are established and supported by the Ministry that ensures that they handle both criminal and civil cases within their jurisdiction efficiently. There

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are two tribal authorities (Ngwaketse and Rolong) that act as umbrella authorities over other subordinate kgotlas.

14.1.2.2 Botswana Police Strategic Plan

To provide a quality service to the people of Botswana which provides for their needs and focuses on the reduction of crime and making communities safer. To increase public confidence in the Police by developing a community style of policing which entails both consultation and partnership with the community.

The Police Service is headed by the Commissioner of Police and comes under the supervision of the Office of the President. The No. 14 Police District is composed of 6 Police Stations at Jwaneng, Kanye (2), Moshupa, Phitshane-Molopo and Mabutsane. However Good Hope Police Station falls within Southern District though not under No 14 Police District. The District Headquarters is based in Kanye.

14.1.2.3 Department of Prisons and Rehabilitation Strategic Plan

To provide safe custody of prisoners through improved prison facilities, reforms and adequate basic human needs. To facilitate rehabilitation of offenders through training and counselling. To provide quality and timely service delivery to customers through commitment and prompt action.

Southern district is served by the state prison in Kanye .The prison currently faces problems varying from congestion, inadequate accommodation for staff , shortage of transport and dilapidating buildings. However, some of these problems should be alleviated by the construction of a women’s wing in Moshupa and some improvements to the state prison in Kanye during NDP 9.

14.1.2.4 Department of Immigration and Citizenship Strategic Plan

To protect society against the entrance, residence and movement in and out of the country of people with undesirable behaviour, while at the same time ensuring the smooth passage of genuine travellers.

In Southern district there are immigration offices in Kanye, Pitsane/ Molopo, Ramatlabama, and Jwaneng.

14.1.3 The Role of the Private Sector

The private sector has a major role to play in the implementation of the objectives of the Law, Justice and Security sector. Private institutions have continued to work hard in ensuring a safe and secure environment for investment. There is a myriad of security companies operating in the district. They provide security services to both governmental and non-governmental institutions as well as to the communities at large. The private sector is also engaged in providing housing, offices and other implements to security departments.

14.1.4 Consultation Priorities

The following priorities arose during consultations with communities:

Trials of cases that are put before courts of law to be accelerated. Police patrols along national borders to be intensified. More chiefs of record be designated in various centres in the district to reduce the backlog of cases. Another police station be built in the district.

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14.2.1 Botswana Police Act

The Botswana Police Service performs its duties under the strength and the guidance of the Police Act, Cap. 21:01 and the regulations thereto. The Act is constituted in the Botswana Laws passed by Parliament.

Police District No.14 is composed of 6 police stations that provide service to the entire Southern District. Goodhope Police Station does not fall within district No.14 but it also serves the southern part of the Southern district.

14.2.2 Immigration Act

The department of Immigration and Citizenship acts under the guidance or strength of the Immigration Act CAP 25:02 which among other things protects society against the entrance, residence and movement in and out of the country of people with undesirable behaviour, while at the same time ensuring the smooth passage of genuine travellers.

In Southern district there are immigration offices in Kanye, Pitsane/ Molopo, Ramatlabama, and Jwaneng.

14.2.3 Prisons Act

The acts provides for custody of any individual who commits any offence punishable by law for the purpose of protecting the society and rehabilitate the prisoner. It further sets the procedures of custody and rehabilitation. In Southern district there is a State Prison in Kanye and a Boy’s Prison that is under construction in Moshupa. A Woman’s Wing is to be added during NDP 9.

14.3 LAW, JUSTICE AND SECURITY

14.3.1 Botswana Police Service

Botswana Police Service is charged with the responsibility of protecting lives, property, prevention of crime, maintenance of security, public tranquillity and enforcing law.

Botswana Police is therefore committed to developing more effective methods of reducing crime levels and making communities safer. In Southern District, there are police stations in Good-Hope, Phitshane/Molopo, Ramatlabama, Mabutsane and Kanye. The Southern District analysis of crime trend for the year 2002 reveals an increase in crimes such as Rape, Burglary and Shop/Store breaking. These crimes were prevalent at Kanye, Moshupa and Jwaneng. In breaking-in cases, items targeted were electrical gargets and cash. Moreover, data from the just ended District Annual Policing Plan shows that men and male juveniles are the perpetrators of crime whilst women and children are the victims in most incidents. These facts can be illustrated further as follows:

Penal Code Offences

Penal code offences continued to increase from 2591 in year 2000 to 2772 in 2001 and to 3003 in the year 2002.

Other offences

Other offences, which include Traffic, Stock theft and Drug, related offences shot up from 5180 in 2001 to 9597 in 2002.

Murder

Statistics show that 67% of all murder cases occur when people are either at or from drinking places, and that 87.5% of such cases involve people who are not related to each other. This shows that alcohol has an influence on the incidence of murder. Conflicts between lovers account for 33% of all murder cases that occurred during 2002 in No. 14

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district. In most of these cases an Okapi knife and/or sharp instrument is used. This prompted the police to embark on a stop and search mission, the sole aim of which is to minimize possession of dangerous weapons by our society

Rape and attempts

Fifty two percent (52%) of rape incidents occurred at night in the bush/street and between unrelated people. Most of the rape incidents (51%) that occur inside houses are those between people who know each other well, either ex-lovers or are relatives. In most incidents condoms are not used, further increasing the fear of HIV/AIDS.

Another observation of note is that due to the unavailability of streetlights in villages like Kanye and Moshupa women and children continue to be victims of rapists who take advantage of the darkness.

Robbery, Assaults and Break-ins

Analyses show that most victims are attacked at night at bus stops and terminals where there are no streets lights.

Assaults mostly occur at shebeen spots and at times it results in murder.

Cases of Burglary, house breaking and shop breaking are prevalent in major centres such as Kanye, Moshupa and Jwaneng. It has come to the Police attention that these cases are exacerbated by people leaving their residential places unattended for a long time, shop owners forgetting to switch-on security lights or shop owners employing elderly people. The Police therefore encourage people to form neighbourhood watch schemes or engage security companies.

Road Accidents

Causes of road accidents include among others drunken driving, over-speeding and driving without drivers licence. Statistics show that road accidents have increased from 945 in year 2000 to 971 in 2001 and to 1057 in 2002.

14.3.2 Directorate on Corruption and Economic Crime

The Directorate on Corruption and Economic Crime (DCEC) was established in September 1994 under the Corruption and Economic Crime Act No. 13 of 1994 to prevent and investigate suspected cases of corruption and economic crime in Botswana. DCEC has no offices in Southern District, therefore the district is served by officers from Gaborone. This has a negative impact as cases are not attended to satisfactorily.

14.3.3 Immigration and Citizenship

The Department of Immigration and Citizenship is part of the Ministry of Labour and Home Affairs. Its role is to protect society against the entrance, residence and movement in and out of the country of people with undesirable behaviour, while at the same time ensuring the smooth passage of genuine travellers. It also offers immigration related services to the public e.g. passport service and acquisition of Botswana Citizenship. The Regional offices are in Lobatse and the district offices are currently in Kanye. Therefore there is need to decentralize the offices to other parts of the district. The offices planned for DDP 5 at Mabutsane and Moshupa were deferred due to shortage of funds.

14.3.4 Prisons and Rehabilitation

The Department of Prisons and Rehabilitation falls under the Ministry of Labour and Home Affairs and is responsible for the safe custody of people detained under the law. The Department periodically reviews the relevance of Prisons Legislation and where necessary, makes recommendations for amendments. It further recommends and monitors the existence of various committees such as Parole Boards, Prison Councils,

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Prison Visiting Committees, Prison Advisory Committee as stipulated by the Prisons Act. The district has State Prison in Kanye and Boys Prison under construction at Moshupa and will be operational during DDP 6.

However, the state prison in Kanye is facing some problems such as congestion, office accommodation, rehabilitation of old buildings and inadequate housing for staff.

14.3.5 Defence

The Botswana Defence Force (BDF) was formed by an Act of Parliament in 1977 in response to incursions into Botswana arising from conflicts in neighbouring states. Since its formation, BDF has played a significant role in security operations, and anti-poaching activities. The Botswana Defence Force has a base in Pitsane that occasionally undertakes patrols along the South African border and mounts roadblocks to prevent entry of weapons.

14.4 LAW, JUSTICE AND SECURITY GOALS AND OBJECTIVES

14.4.1 Immigration and Citizenship

Goal 1

To reduce all forms of unlawful entry into the country by mounting regular cleanup operations in the district.

Objectives

To undertake regular clean up operations every six months.

Goal 2

To continue to keep consumers informed by dissemination of pertinent information to customers through kgotla meetings, seminars and other forums. Necessary activities will cover the whole district to ensure even distribution of information.

Objectives

To conduct public awareness campaigns on the functions of the department through kgotla meetings.

14.4.2 Botswana Police Services

Goal 1

To maintain a conducive environment by improving living conditions for police officers.

Objective

To provide 47 police houses in Kanye, and 26 in Phitsane/Molopo

Goal 2

To provide quality service to the people of Botswana which provides for their needs and focuses on the reduction of crime and making communities safer.

Objective

To reduce the number of deaths on our roads by 5% from 57 to 54 by 31st December 2003. To reduce the number of preventable crime by 10% fro 3959 to 3563 by 31st December 2003. To increase the Police detection rate by 8% by December 2003. To enhance the effectiveness of intelligence and information gathering To continuously and timorously give feedback to the people

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Goal 3

To increase public style of policing which entails both consultation and partnership with the community

Objectives

To develop the existing Crime Prevention Committees into effective consultative policing To develop local partnerships with a range of agencies to tackle problems.

14.4.3 Administration of Justice

Goal

To enhance access to legal assistance for the communities and individuals during the DDP6 plan period.

Objective

To develop magistrate court in Kanye.

14.4.4 Prisons and Rehabilitation

Goal

To continue to provide safe custody and rehabilitation to all prisoners.

Objective

To provide women’s wing in Moshupa Prison. Improvements to Kanye prison

14.5 FRAMEWORK FOR STRATEGIC ENVIRONMENTAL ASSESSMENT WITH SECTOR GOALS AND OBJECTIVES.

Evaluation of Environmental Key Issues.

Goal Objectives Environmental Key Issues

To provide a conducive working environment for police officers.

To provide 47 police houses in Kanye and 26 in Phitsane/Molopo

Land degradation as a result of cutting down of trees and extraction of building materials.

To enhance access to legal assistance.

To develop magistrate court in Kanye

Land degradation due to extraction of building material from the environment.

To continue to provide safe custody and rehabilitation to all prisoners.

To provide women’s wing in Moshupa Prison.

Land degradation as a result of cutting down of trees and extraction of building materials.

To reduce all forms of unlawful entry into the country by mounting regular clean-up operations

To undertake regular clean-up operations every six months

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14.6 PROPOSED PROJECTS

Projects Impacts Mitigation measures

Police housing Cutting down of treesInterference with river flow due to extraction of river sand

Avoid cutting down all the treesExtraction of river sand be monitored/regulated

Construction of a women’s wing

Cutting down of treesInterference with river flow due to extraction of river sand


Construction of a magistrate court

Cutting down of treesInterference with river flow due to extraction of river sand


Improvements to existing houses

Interference with river flow due to extraction of river sand

Extraction of river sand be monitored/regulated

Improvements to Phitshane/Molopo police station

Interference with river flow due to extraction of river sand

Extraction of river sand be monitored/regulated

Extension of VHF radio trucking

- -

Improvements to state prison in Kanye

14.7 RESOURCE REQUIREMENTS

14.7.1 Issues and Strengths for Law, Justice and Security

Summary of Strengths

Decentralization Teamwork and co-operation

Summary of weaknesses

Limited financial and human resources Responsibilities not well defined Forging of documents Inadequate transport

Summary of opportunities

Decentralization Regional integration in matters such as those of immigration. Changes in legislation Political and socio-economic stability Computerization

Summary of Threats

Increased crime and influx of illegal immigrants

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Impacts of HIV/AIDS Lack of project implementation capacity Brain drain

Table 14.61 Resource Requirements and Performance Targets

Project Location Implementation schedule Budget

Police Housing Kanye 2003/2004 16,000,000

Phitsane/Molopo 2003/2004 9,613,000

Moshupa prison women’s wing

Moshupa 14,518,619

Improvement to existing houses

Kanye 2003/2004 3,500,000

Phitshane/Molopo 2003/2004 600,000

Extension of VHF radio trucking

Construction of magistrate court

Kanye

Improvement to Police station

Phitshane/Molopo 2003/2004 9,090,000

Improvements to state prison

Kanye 2003/2004


The plan-monitoring program should ensure that projects are implemented according to plan and that plan deviations are analyzed and either remedy measures are taken or plan objectives revised. Respective departments will be responsible for implementing their projects and monitoring progress throughout the plan period. Project Reviews will be used as implements for monitoring progress. Sub-DDC Committees shall sit regularly to review progress prior to reporting to DDC whose mandate shall be to analyze progress at district level. Furthermore, quarterly progress reports will be prepared to depict both physical and financial status of progress, and be sent to the Ministry of Local Government. The Mid-Term Review will be undertaken halfway through the plan period.

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CHAPTER FIFTEEN15 CONTINGENCY PLANNING15.1 INTRODUCTION

Botswana is prone to a number of disasters, drought and veld fires being the most common. Other disasters that occur are transport and industrial accidents, chemical spills, animal diseases, etc. It is therefore imperative that some contingency plans need to be in place so as to respond to any disaster that may occur.


15.1.1.1 National Level

President

The President of the Republic of Botswana has the overall responsibility for ensuring the security, safety, social and economic well being of the citizens of the country. In this responsibility the Cabinet assists the President. Under the Disaster Management Act the President has the power to declare a state of disaster according to the provisions of the Act.

Cabinet

Cabinet has to define national policy on disaster management and ministerial and departmental responsibilities. They also call for disaster mitigation, risk and vulnerability reduction strategies and programmes to be integrated into the development planning process.

National Council on Disaster Management (NCDM)

The National Council on Disaster Management is the principal policy formulating and coordinating body. The council prepares and recommends the national disaster management plan and approves the budget for disaster management. The Permanent Secretary to the President who is the overall head of the disaster management system chairs the Council. Membership pf the council consists of Permanent Secretaries of key ministries, Commander of BDF, commissioner of Botswana Police Service, Directors of Botswana Red Cross Society and Botswana Council of Non-Governmental Organisations, representative from the Botswana Chamber of Commerce to represent the Private Sector and the UNDP Resident Representative as an ex-Officio member.

National Disaster Management Office (NDMO)

The National Disaster Management Office within the Office of the President is the centre of disaster management activities. The office is responsible for the management and administration of disaster activities and actions. The major responsibility of the office is to ensure a high state of disaster preparedness and capacity at national, district and community levels to ensure effective, appropriate and timely response to any disaster that may strike. It oversees the activities of responsible sectors to ensure that mitigation programmes are integrated into the national development plan.

Disaster Management Technical Committee (DMTC)

The DMTC is multi-sectoral advisory body chaired by the Director NDMO. The committee is composed of representatives from sectoral ministries, the Botswana Red Cross, the Botswana Defence Force and the Botswana Police Services and a representative of the UNDP. The committee will have the authority to co-opt any persons to provide specialized technical input on specific issues. Its main functions are

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to advise the Director and the National Council on Disaster Management on all disaster operations issues and activities and to review the national disaster management plan and recommend any changes or amendments to the NCDM.

15.1.1.2 District Level

District Disaster Management Committee

The district has Disaster Management Committee. The committee is multi-sectoral composed of heads of central government and Council departments or their designated representatives. The membership includes also both Botswana and Local Police Services, members of the Botswana Defence Force, Non-governmental organisations and representatives of the Private Sector. Its main functions are to provide an overview of disaster management programmes and priorities for the district and to act as a two-way channel of information to the NCDM on national disaster management objectives and community needs and priorities.


The water sector in the Ministry of Minerals, Energy and Water Affairs has the primary responsibility for the planning, investigation, assessment, development, management and protection of both the underground and surface water resources. Southern district is highly dependent upon underground water resource and as a result, during drought years, the situation worsens leading to drying up of some boreholes. During the plan period it will be ensured that the problem of water scarcity and water harvesting is solved even in times of drought.

Local Government strategic plan has been developed to assist its leadership establish the direction the ministry should take and guide its members to envision its future and develop the necessary procedures and operations to achieve the preferred future of excellence and continuous improvement. It also seeks to improve community quality of life of Batswana by coordinating and providing basic infrastructure. In terms of disaster management in the district, this will be achieved by timely implementation of projects and activities aimed at reducing the impact from future disasters and vulnerability of the population. It will also be insured that effective disaster preparedness measures are in place to cope with disasters and that the emergency response and recovery initiatives are in place when disaster strikes.

The Ministry of Lands Housing and Environment during DDP6 plan period will foster environment friendly practice through formulation, review and facilitation of implementation of relevant environmental policies and legislation. This will assist in wise management of the environment as the ministry will promote environmental education through public awareness programmes and will review environmental policies by the year 2003 in order to promote environmental friendly practices.

The Botswana Police Service will review their major Incident Plan and new contingency plans will be drawn up to deal with the most likely types of incidents they are called to respond to. The Police Service in the district intends to hold multi-agency training courses for various organisations to ensure their readiness to work with other agencies.

15.1.3 The role of the private sector

The Private Sector as a partner with government will be expected to play an active part in the management as members of the DDMC. They will be expected to assist in providing relief measures in times of disaster. As such there is need to increase collaboration with the private sector, in this regard awareness creation will remain an important tool in reaching the private sector during DDP 6.

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15.2.1 National Policy on Disaster Management

This policy emphasises the need to have a comprehensive district disaster management plan. It also indicates that all agencies, government, NGOs have to develop their own detailed internal disaster management plan. The areas for high risk of disaster need to be mapped and vulnerable populations within such areas so as to have an effective database. The district has already in place the District Disaster Committee, and during the plan period, emphasis would be on having a district database on areas with high risk of disaster and the available resources in the district that can be used in times of disaster.

15.2.2 National Disaster Management Plan

The National Disaster Management Plan is still in draft form, but is calls for districts to have a Disaster Management Officer appointed by the Director. This move will enable the district to have a coordinated Disaster Plans and implementation of these plans will be done, as there will an officer in place to the monitoring. This will also help in monitoring of disaster activities in the district and reduce the duplication of duties.

15.2.3 Vision 2016

The vision calls for a safe and secure nation. Although the district does not receive high amounts of rainfall, especially in the western part, the district is susceptible to the outbreak of floods (as was experienced in 2000/2001 rainy season) and drought is recurrent. Veld fires are also common in the district. It is the mandate of the district through the District Disaster Preparedness Committee and the Village Disaster Preparedness committees to make the public aware of disasters that might occur in the district and to make them to be on the alert always.

15.3 CONTINGENCY PLANS

Contingency Planning Goals and Objectives are:

To provide structures for coordination and management of disaster management resources and activities at community, district, national and regional levels. To provide structures and actions for dealing with disaster emergency. To provide functional responsibilities and the requirements for the various elements of disaster management, namely preparedness, recovery and rehabilitation. To outline a framework for incorporating disaster mitigation activities into development planning. To provide a framework for training and capacity building as disaster management support services. To provide the framework for disaster management early warning and information system.

15.3.1 Drought Relief Management System

As the Southern District comprises three sub-districts, the spatial management of the programme followed the same pattern. In this regard, all the sub-districts have Drought Relief Offices manned by a Drought Coordinator and a Technical Officer. These officers are lead agents in managing the programme, particularly with regard to the labour-relief aspect. Their immediate supervision falls under the Assistant Council Secretaries, Council Secretary and ultimately the District Drought Relief Committee.

To strengthen this mechanism, the Southern district has initiated the formation of drought committees at sub-district level, with similar membership found at district level.

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Presently, Good Hope and Mabutsane sub-districts are the only ones with operational committees. Kanye/Moshupa will follow during DDP6 once the Sub-District has been established

Other personnel involved in the management of the programme are as follows:

District Health and Nutrition Officer has the responsibility, through field staff, of implementing selection and efficient rationing to beneficiaries of direct and supplementary feeding schemes. Food Relief Depot Manager coordinates supply, storage, transportation, and delivery of food supplies to distribution points. The Regional Agricultural Officer, through field staff, promotes, implements and monitors agricultural assistance schemes. Senior Council Water Engineer coordinates operations and maintenance of village water supplies. Water bowsing is a major aspect of this responsibility. The Chief Community Development Officer (CCDO), again through field staff, assists VDCs in identification and implementation of appropriate development projects to be undertaken through relief programmes.Perhaps even more important, the CCDO's office, through the Senior Social Welfare Officer, identifies drought-induced destitute and implements, coordinates/manages, and monitors relief targeted at this category of beneficiaries. The Remote Area Development Officer coordinates relief efforts to remote area dwellers. The Council Treasurer ensures efficient accounting of drought relief funds allocated to the Council through the Ministry of Local Government.

As mentioned earlier, other relief efforts are implemented and managed through some central government departments. Funds allocated to these are accounted for by their line ministries, though regular reporting is made to the drought committee at district level.

With regard to logistics, problems relating to storage and transport inadequacy continued to constrain effective and efficient management of the programme. It is, therefore, important that during DDP 6 or the next drought cycle, these issues are addressed adequately. This should take the form of close monitoring of vehicles being assigned particular tasks to ensure that, for example a truck sent to deliver materials at a particular village does not do the job in more hours than it can be justified.

Further, apart from the need to purchase additional vehicles, transport resources will have to be pooled from various departments rather than perceive drought implementation a Council's responsibility alone.

Sufficient storage facilities need to be provided to facilitate immediate response and delivery of materials where they are needed. This should help improve on management, costs and time saving on programme delivery.

15.3.2 Disaster Relief Plans

The district has a Disaster Preparedness Committee, which has the responsibility to coordinate disaster response efforts such as acquisition and distribution of tents, food etc. to those affected. This committee operates under the umbrella of the DDC, and in theory must report regularly to the latter and ultimately to the National Disaster Committee.

Major disasters experienced in the district, like in other parts of the country, are veld fires.

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15.3.3 Drought Relief Sector Priorities

The drought relief programme is implemented by various sectors in the district such as council for labour-based programme, agriculture for agricultural programmes and District Administration for food distribution to the vulnerable groups.

Council – Labour Based Programme

In the drought programme the issue of productivity does not exist. Most of the works are done at snail pace as a deliberate act to increase the number of days worked. The number of days set for completion of the project has to be adhered to and close supervision of labourers will be done in order to reduce cost over runs in drought projects. Maintenance of drought projects is usually left to the VDCs for maintenance, but VDCs do not have capacity. During DDP 6, all projects that have been completed will be handed over to council for maintenance. There is always delay in material delivery to projects sites due to transport problems. During the plan, the supply of materials will be done by private hire, especially during mobilisation, so as not overstretch the drought relief vehicle fleet.


The department is charged with promoting, implementing and monitoring agricultural assistance schemes and maintenance of firebreaks in the district. During the plan period, the department will: -

Perform public awareness on various assistance packages that the department has for the farmers. Educate the public on the importance of reporting and participating in suppressing bush fires.

District Administration

The department is charged with the coordination of supply, storage, transportation, and delivery of food supplies to distribution points. During DDP6 the department will:

Regular and timely distribution of the food commodities to the intended beneficiaries. Address the transport problem so as not to inconvenience the beneficiaries.

Council Health

Council health has the responsibility of, through the field staff, implementing selection and efficient rationing to beneficiaries of direct and supplementary feeding scheme. The priorities of the sector will be to:

Conduct regular analysis of nutrition data from health facilities for action. Sensitise the communities on malnutrition so as to reduce the malnutrition rate from the current 12.9% to a figure less than 10% Educate the community on the importance of preparing the supplementary feeding foods to the intended beneficiaries.

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To prevent famine in the district

To provide a source of income for the marginalized groups during the drought period by engaging them in drought projects.

Cutting down of trees during the implementation of drought projects such as roads and drift fences.

To assist extension departments is speedy implementation of projects.

Excessive extraction of sand and gravel during construction of drought projects.

To deliver food commodities to the vulnerable groups on time.

Harvesting of fuel wood to cook the food delivered.

To promote environmental conservation

Educate the public on the negative impacts of veld fires

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15.5 PERFORMANCE INDICATORS FOR DDP6

During DDP 6, the district intends to undertake the following activities:Table 15.62 Performance Indicators for DDP6

Proposed Projects Resources Needed Performance Indicators

Decentralise the Disaster committee to sub-districts.

Manpower Quarterly meetings held by the sub committee.

Quarterly reports of the sub committee to main committee

Involve community institutions such as VDCs and village leaders in mobilising resources for disaster efforts.

TransportManpower

One (1) Kgotla meeting addressed per annum.

Formation of community forum on responding to and managing disaster situations

Maintaining the firebreaks to avoid excessive damage during fire outbreak in the district.

ManpowerFundsMachinery

Fire breaks maintained twice a year

Public awareness on the importance or reporting fire out breaks and voluntary participation in putting out the fires.

TransportManpower

Prompt reporting of veld fires.

Voluntarism in putting out fire

Disaster committee to enforce its efforts to seek contributions in kind or cash from the public at large.

TransportManpower

Contributions collected

People benefiting from contributions made.

Take stock of all existing resources that can be used during times of disaster and make sure that are always ready should disaster strike.

TransportManpower

Data base in place and is reviewed every year.

Identify and map all areas in the district that are of high risk to disaster and all the vulnerable people

TransportManpower

Data base in place and is reviewed every year.

15.6 RESOURCE REQUIREMENTS AND PLAN MONITORING FOR DDP6

Resources required for implementation of the disaster management contingency plan will be sourced from already existing resources held in different departments and organisations, and in so doing unnecessary expenditure will be avoided. Financial

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support needed for this plan period will be limited to facilitating education and training for all stakeholders involved in disaster management. Monitoring of the disaster activities will be done through the District Disaster Committee meetings, which would be held quarterly.

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CHAPTER 1616 LOCAL GOVERNMENT16.1 INTRODUCTION


Local Government as a decentralised arm of Government at district, sub-district and community level plays a crucial role in the development process by being responsible for the provision and management of basic infrastructure and services to the communities. Local Government is composed of four Local Authorities namely District and City/Town Councils, Tribal Administration, Tribal Land Boards, and District Administration. The overall responsibility of ensuring efficient operation of local government lies with the Ministry of Local Government, which is the parent ministry for all the four local authorities. The responsibilities of local authorities cut across various sectors of government. The Department of District Administration has the primary responsibility of effective coordination of central government departments at district level. Its role is that of overall development coordinator in the district to ensure effective coordination of government programmes. The district council is responsible for provision of basic physical and social infrastructure such as primary school facilities, primary health care facilities, public health and sanitation service, water, roads and various social welfare services. In addition, council also promote rural housing through administering the Self Help Hosing Agency (SHHA), which was recently introduced in district councils. Tribal Administration is composed of chiefs, sub chiefs, headmen, administrative staff, and local police. It is responsible for administration of justice under the system of customary law and also plays an important role in supporting development initiatives at community level. Tribal land boards on the other hand are responsible for allocation of tribal land for residential, commercial, industrial, arable and grazing use.

At district level Local Government is further decentralised by dividing Southern District into three areas viz; Kanye as the district head quarters, Good Hope Sub-District with headquarters in Good Hope, Mabutsane Sub-District with headquarters in Mabutsane. The four Local Authorities are represented at sub-district and community level through extension staff (teachers, health staff, social &community development staff, tribal administration staff). However the other two arms of local government being tribal administration and Tribal Land Boards are based at the two tribal territories of the Southern District namely Ngwaketse and Rolong. Ngwaketse tribal territory has its headquarters in Kanye and Rolong tribal territory has its headquarters in Good Hope.

The programmes and projects of local government have been designed to further the ideals of Vision 2016, which among other things call for a prosperous, productive and innovative Botswana. Efforts have been made to align the plan with overall national policies such as National Policy for Rural Development and strategic plans for all relevant ministries


In order for Local Authorities, to achieve their desired deliverables, their strategies must be aligned to the strategic plans for different ministries such as Ministry of Local Government, Ministry of Home Affairs, Ministry of Mineral Resources, Energy, and Water Affairs, and Ministry of Lands, Housing and Environment, and Ministry of Education. The strategic plans for some of these ministries are discussed as hereunder;

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16.1.2.1 Ministry of Local Government Strategic Plan

The mandate of the ministry of local government is to provide basic physical and social infrastructure, such as water provision, primary school and clinics construction, to the community. The other core business as stipulated in the ministry strategic plan is that of ensuring efficient operation of local authorities through policy direction, capacity building, and supervision. In order to achieve its core objectives the ministry has set itself key result areas in relation to local authorities as thus;

Customer satisfaction Social Protection Physical and social Infrastructure Provision Policy implementation effectiveness Productivity and organizational effectiveness

These key result areas have a direct bearing on the operations of local authorities and form a major part of their core business. Therefore, realization of these key result areas is dependent on the commitment of local authorities as an extension arm of local government. Local authorities in the Southern District will therefore ensure that the overall key result areas of the ministry are attained through the following goals;

Customer Satisfaction

To ensure customer satisfaction through timely delivery of quality service To ensure continuous improvement in service delivery through continuous consultation and communication with customers.

Physical and Social Infrastructure Provision

Construction and maintenance of basic infrastructure such as primary schools, primary health care, and sanitary facilities. Provide serviced land to facilitate diversification of the district economy Construct 1 storage and distribution facilities To construct 13 customary courts and upgrade 2 old offices

Social Protection Provision

Improve procurement and delivery of food to vulnerable youths such as youth Provide social safety nets to youth, destitute, the elderly and other vulnerable groups Continue to provide counselling services

Policy Implementation

Improve local authorities’ project implementation through timely submission of project memoranda and preparation of tenders. To ensure education, dissemination of information, and effective consultation of communities. Effective plan coordination

Improved quality of life of Communities

To undertake social mobilization and consultation with communities and provide an enabling environment for enhanced participatory development

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To promote sustainable self-reliance amongst the communities through programmes such as LG 1109 –Community Facilities, Community Based Natural Resource Management. To improve quality of life of Batswana, by coordinating and providing basic infrastructure and services. To reduce the level of crime by adopting community policing.

16.1.2.2 Ministry of Mineral Resources, Energy, and Water Affairs

The core responsibilities of the ministry are provision of sufficient and portable water to the major villages, supply and utilization of renewable energy resources, conservation and protection of the environment. The Ministry will undertake various water development projects and electrification of villages in the district in an endeavour to improve the standard of living of Batswana. Some of the responsibilities, such as provision of water and are shared with local authorities, in particular district councils. To this end, Southern District will undertake the following to ensure that the responsibility of providing adequate and safe water is met;

The Southern District Council, will undertake various water development projects during the plan to ensure that consumers get sufficient and safe water. Provide sewerage facilities during the plan period in Good Hope, and Moshupa Increase the private water connections in all the villages in the southern district during the DDP6.

16.1.2.3 Ministry of Lands, Housing and Environment

The primary responsibilities of the ministry is managing land and related functions, facilitation of national housing development programmes and promoting environmental management through out the country. Its key performance areas, with respect to local government are, availability and equitable distribution of land, housing delivery and home ownership facilitated, and environmental friendly conscious nation. The ministry, through council and land board, will achieve these key result areas through the following strategic objectives;

To secure/acquire land for distribution to eligible customers To facilitate equitable distribution of land through appropriate policies and legislation To facilitate home ownership by providing SHHA loans to eligible citizens.

16.1.2.4 Ministry of Health

The Departments of Primary Health Care in the ministry of Health is responsible for integration of Preventive, Promotive, Rehabilitative, and appropriate Curative Health Care through the participation and involvement of community groups at all levels of the health delivery system. The Primary Health Care delivery system in Botswana is managed with a two-tier system viz; Hospital services which are run by the Ministry of Health, and the clinics system, which is a responsibility of District/Town councils. The key result area of the ministry with respect to primary health care is improved health status of the nation. This will be achieved in collaboration with other stakeholders such as councils as stated below;

To improve the life expectancy of Batswana through implementation of the Primary Health Care Strategy. In particular the district will;o Intensify health education as a preventative measure.

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o Improve service deliveryo Construct health facilities in various villages of the country To provide quality health services to Batswana in order to improve their health status. This will be achieved through reduction in the occurrence of preventable diseases. To this end, the district will construct various sanitary facilities in selected parts of the district.

16.1.3 Role of the Private Sector

The role of the private sector in relation to local authorities will continue to be of paramount importance. Its role can be defined as supplier of goods and services, which are not produced by the public sector. In addition, the private sector implements projects, mainly construction projects, under the supervision of district council. Furthermore, the private sector is expected to take over some of the services currently provided by council through the privatisation initiatives implemented by various government departments. The hiving off of activities is expected to improve efficiency in service delivery. The Southern District Council has already started hiving off some activities such as servicing of vehicles and refuse collection. This process will continue during the plan, as more activities will be given to the private sector. Therefore, the role of the private sector in the southern district is seen as that of a partner in development.

16.1.4 Local Government Consultation Priorities

The following main issues/priorities arose from community consultations:

Provision of extension services to the villages. There was a general request for further provision of extension services, in particular Adult Education, Agricultural Demonstrators, Social Workers and Nurses to the local communities. Slow implementation of planned development projects. There was a general concern that projects in the last development plan were implemented at a very slow pace and some projects were deferred and no feedback was given to the concerned communities. The community representatives called for continuous education to improve the information dissemination/communication between VDCs and extension staff and enhance better co-ordination of activities. Maintenance of the available infrastructure; It was observed that the state of some of the public infrastructure such as buildings, and roads left a lot to be desired as some are dilapidated. General shortage of office and residential accommodation for extension officers especially of the department of Tribal Administration. Officers in the extension areas should be provided with the same houses of the same standard as those in major villages (i.e. with electricity and all the other amenities like tiled floors) Poverty - In some settlements almost all the residents are living far below the poverty datum line and it was suggested that Council should consider assisting such settlements through the Remote Area Development Programme (RADP) i.e. declare them RADs settlements. Low productivity in the Public Service. General shortage of facilities and services such as roads, primary school facilities, health facilities, water supply and village infrastructure. Inadequate funding to undertake projects.

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16.2.1 District Administration

The District Commissioner has legal powers to perform various functions as stipulated in the laws of Botswana. These judicial powers are in terms of the Magistrate Courts Act Section 8(3) and if she/he has been appointed by the president on the advise of the Judicial Service Commission. The District Commissioner then becomes a Judicial Officer or a magistrate and performs various duties performed by the Magistrate Grade I and II. Some of these legal duties are in terms of the Inquests CAP 07:01, Authentication of Documents CAP14:02, Prisons CAP 21:03, Local Police CAP21:04, Adoption of Children CAP28:01, Children’s Act CAP28:04, Deserted Wives and Children Protection CAP28:03, and Marriage ACT CAP29:01. These additional responsibilities require training in law to enable District Commissioners to carry out their duties effectively. Some of these responsibilities also require specialised manpower like Marriage Counsellors in the case of Marriage Act CAP29:01. There is therefore need to provide the department with necessary resources to enable them to carry out their duties more effectively and efficiently.

16.2.2 District Councils Act

The District Councils and Town Councils were established by an act of parliament with the responsibility to provide various infrastructure facilities and services to Batswana as elaborated in section 16.3.1 below.

Although district councils, in particular Southern District Council, continue to provide basic services they are faced with a lot of constraints. The increase in the number of small settlements makes it difficult for council to provide facilities and services effectively. This over stretches the scarce financial and human resources rendering service delivery not cost effective. The other problem relates to limited funding to carryout development projects. Southern District Council, like other councils in the country, is wholly dependent on government for funding and does not generate its own revenue.


Under the Tribal Land Act, land boards are tasked with the responsibility of granting of rights to use land, for residential, commercial, industrial, arable and grazing use, and monitoring land use and settling land conflicts in accordance with the existing laws and plans. However, there is a conflict with other policies such as the National Settlement Policy and the Remote Area Development Programme. The National Settlement Policy allows villages with a population of 250 and above to be provided with basic facilities such as 2 teacher schools and water. This encourages people to settle in such settlements on a permanent basis and other similar settlements to develop. On the other hand, according to the Tribal Land Act, land boards do not allocate land for residential purposes in such areas, which are not recognised villages. According to the National Settlement Policy, a settlement is only recognised as a village with a population of 500 and above. This result in uncoordinated developments in the areas affected and makes such settlements difficult to plan for and develop once they are recognised as villages.

16.2.4 Waste Management Act

Under the waste management act councils are tasked with the responsibility of collection and disposal of household waste within their areas of jurisdiction. This duty cannot be dealt with adequately without the necessary resources both human, financial, and machinery. Some of these resources as follows;

Sanitary landfill; the district does not have an engineered sanitary landfill. There is, however, increased risk of pollution with the current situation where waste is collected and dumped in dumping sites.

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Funding; Lack of sufficient funding for purchase of enough waste receptacles to be supplied to commercial and industrial areas also makes proper management of waste difficult.

16.2.5 National Settlement Policy

The National Settlement Policy (NSP) has established a settlement hierarchy for the country to promote the development of concentrated settlements, which in turn will facilitate rural development. According to the NSP, services should only be provided to recognised gazetted villages, which serve as central places. It uses the criteria of population, and importance of settlements for cost effective allocation of resources. It defines a recognised village as a settlement with a minimum population of 500 people and 15km away form the periphery of the main parent village. In the Southern District there are settlements with populations ranging from 105-498, such as Remote Area Dwellers Settlements, which are provided with basic services such as 2 teacher schools, health posts, and water. The NSP also allows provision of rudimentary services such as water and mobile health services to non Remote Area Dwellers Settlements, with populations of 250 and above. This overstretches the limited resources as it increases the cost of providing services.

16.2.6 The Revised Destitute Policy

The main aim of the new policy remains that of providing minimum assistance to genuine destitute persons to ensure their good health and social welfare. Although the basic goals of the policy remains the same, the policy has now been amended to take into consideration the significantly changed circumstances in Botswana since 1980. Under the new policy there is an exit policy, which excludes those individuals who refuse to participate in those activities that are intended to improve their livelihoods. Some of the highlight of the new policy is;

Increase of the food ration from P111 to P211.90 Introduction of the cash component for households to meet their non-food requirements. Under the new policy destitute are given P55.00 in cash to cater for other necessities. It also targets people whose incomes are not sufficient to buy enough food to cover the daily caloric requirements of all members of the household.

The Southern District Council started implementing the policy on the 1st April 2003. An extensive assessment of beneficiaries was carried out to prepare for implementation of the policy. Although implementation of the policy has recently started, there are already some teething problems especially with the payment of the cash component. Most beneficiaries have not received their payments due to unavailability of pay books, lack of identity cards, and distance to the paying points especially in cases where beneficiaries live at cattle posts. In order to ensure smooth implementation of the policy, the implementing departments have to resolve these problems.

16.3 LOCAL GOVERNMENT

16.3.1 District Council

The Southern District Council, like other district/urban councils in the country, has delegated powers stipulated by law. It has the power and discretion to allocate resources within its area of jurisdiction. The power base is local and the decisions reflect the aspirations of the communities of Southern District. It is accountable to the Ministry of Local Government through which the development grants are channelled. The Southern District Council has the following delegated functions;

Provision of primary education facilities Provision of primary health care facilities

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Construction and maintenance of district roads (tertiary and access roads) Construction and maintenance of village water supplies Provision of social services and promotion of community development including remote area development Provision of public health and sanitation services Promoting rural housing through administering Self Help Housing Agencies (SHHA)

There are other functions, which may be conferred to district councils, which cover sanitation services, promotion of rural housing through administering Self Help Housing Agency (SHHA), Municipal abattoirs, maintenance and control of market stalls, cemeteries and burial grounds, parks, recreational grounds, and public ground. Some of these functions are complemented by central government ministries and parastatals (e.g. education, health, water).

The above responsibilities or functions are exercised by various council departments namely Education, Health Clinics, Roads, Water & Sewerage, Social & Community Development, Remote Area Development, Environmental Health, and SHHA. These departments are providing services direct to the public. There are other Council Departments or Sections, which are providing general services or centralised services to the aforementioned departments. These departments are Secretariat, Treasury, Architecture and Buildings, and Transport.

There are other added general responsibilities due to the increasing role of district councils and their impact on national key issues which cut across various sectors and departments that is poverty reduction, environmental conservation and the fight against the HIV/AIDS epidemic.

Summary of Key Issues and Constraints

The above discussion indicates that council have been given a lot of additional responsibilities to perform. It must, however, be noted that these additional responsibilities have tremendously increased the workload of council as programmes are often pushed to councils without the corresponding manpower and transport resources. This has impacted negatively on service delivery. The following is a summary of constraints faced by council;

Manpower

Council is responsible for implementation of a lot of government programmes and policies. This has overstretched the available limited manpower. The situation has been worsened by the introduction of other programmes such as Self Help Housing Agency, Orphan Care Programme, Home Based Care, and Drought Relief, which did not come with manpower and other resources. Council is further hampered by the high staff turnover to central government and private sector. Furthermore, the Southern District Council is constrained by shortage of skilled manpower such engineers, quantity surveyors, and Architects for proper implementation, and monitoring of development projects which more often than not results in poor quality of projects.

Inadequacy of Supporting Infrastructure

Council is also hampered inadequate supporting infrastructure such as offices, staff accommodation, storage facilities, mechanical workshops, transport, and equipment. There is urgent need for additional office accommodation in Kanye of 42 offices and 16 offices in Good Hope. The construction of a new RAC in Moshupa, extension of Good Hope RAC, and Mmathethe Revenue Offices during the DDP6 would go along way in relieving office accommodation problems in the aforementioned areas.

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Regarding staff accommodation, council continues to renovate the existing housing stock through the Maintenance of Public Facilities Programme (LG 101) in an endeavour to improve the living conditions of its staff. An Additional 65 houses will be constructed during the plan period to augment the existing housing stock.

Delays by local contractors to complete projects

This problem of poor performing contractors is of major concern to Southern District Council. As a result, a number of projects especially under LG1102 – Primary School Facilities, LG 1115 –District Roads, and LH203 – District Housing have been carried forward from the DDP5. This has tremendously increased the cost of implementing projects in this district. Concerted efforts, aimed at detecting and dealing with unscrupulous contractors, will continue to be pursued during the DDP6.

Delays in release of approved funding

The delay in release of funding has adversely affected implementation of projects during the past plan.

Limited funding for implementation of projects

This has been a major concern during the past plan resulting in only a limited number of projects implemented as the ceilings did not take into account cost increases that are beyond the control of council.

16.3.1.1 Sanitation and Waste Management

Sanitation and Waste management in the Southern District is the responsibility of council, which is executed through the department of Environmental Health. The department provides the following services: Refuse and liquid waste disposal, pest control, water and food quality monitoring, scrutinizing of building plans and assistance in latrine provision through the National Rural Sanitation Programme.

Collection fees for refuse collection are currently only paid by Government employees. A policy is under preparation to authorize collection of fees from other clients.

The district has no proper waste disposal sites, no comprehensive medical waste collection system and no sewerage system. However, the design stage of the Kanye landfill site, which will cater for 17 villages in the Kanye/Moshupa area, is complete. Some of the waste is disposed at Lobatse and Jwaneng landfill sites. In an endeavour to improve health, the department will provide medical waste collection shed.

Table 16.63 Existing waste disposal facilities, vehicles and plant equipment in 2002

Facility Kanye/Moshupa Goodhope Mabutsane Total

Waste disposal facilities

Land fill site

Medium dumping site 2: Kanye, Moshupa 2

Small dumping site 2: M/wabojang, Manyana

4: Goodhope, Digawana, Phitshane/M,Mabule

3: Mabutsane,Khakhea,Sekoma

9

Very small dumping site 3: Borobadilepe, Mokgomane, Tshidilamolomo

3

Incinerators 3: Moshupa, Manyana Maokane

2: Digawana,Mmathethe 2: Khakhea, Mabutsane

7

Disposal site for liquid waste 1: Kanye 2: Mabutsane, Khakhea

3

Sewer ponds 3: Kanye,Moshupa 3

Source: Environmental Health Department – Southern District Council

Environmental Health Key Issues

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The following have been identified as key issues in the sector and have to be addresses during the DDP6:

Waste disposal equipment; Shortage of waste collection vehicles to adequately cover the whole district, including specialised vehicles for transporting medical waste and builders’ rubble. The southern district council, has planned to purchase clinical waste vehicles during this plan period in order to address the problem. Waste disposal facilities; Lack of properly designed facilities to dispose liquid waste, which is currently being disposed of in a borrow pit seriously poses a threat to groundwater aquifers contamination. The situation is expected to be improved by the planned sanitary landfill in Kanye and Good Hope. The council will also construct improved dumping sites in other parts of the district in order to improve the overall sanitary situation in the district. Sanitary facilities; With regard to the latrine construction program, beneficiaries take time to register and prepare the pits and some beneficiaries also take a very long time to build the superstructures. Other delays in the latrine construction program are anticipated because the new dry compost latrine is currently under pilot. Manpower; Shortage of manpower to supervise sanitation activities at community level. As a solution to the problem, the district has started to privatize refuse collection. Abattoir facilities; Due to lack of facilities such as abattoir, and slaughterhouses, no proper meat inspection is done, therefore the community remains at a greater risk of consuming infected meat and contracting zoonotic diseases. During the DDP6 2 abattoirs will be constructed in Kanye and Good Hope, which will go along way in improving proper meat inspection.

16.3.1.2 Social and Community Development

The department of Social and Community Development in the Southern District Council is responsible for social and community development in the district. The main responsibilities of the department are social welfare and community development. The department comprise of the following sections; General Administration, social welfare, Home Economics, Orphan Care, and Community Home Based Care. It operates through a network of extension offices, which are located in the following villages;

Kanye/Moshupa Area: Molapowabojang, Lotlhakane East, Ntlhantlhe, Ranaka, Moshupa, Lotlhakane West, Moshaneng, Pitseng, Maokane Goodhope Sub District: Mmathethe, Digawana, Pitsane, Ramatlabama, Metlojane, Mokgomane, Hebron, Phitshane/Molopo, Tshidilamolomo Mabutsane Sub District: Sekoma, Keng, Khakhea, Morwamosu

Social Welfare

Social welfare services in the Southern district are a responsibility of the department of Social and Community Development in the Southern District Council. The services provided at district level encompass a wide range of responsibilities such as child welfare and right, juvenile and after care services, orphan care services, destitution programme, elderly programme, community home based care programme, casework, and home economics. The main objective of social welfare services is to assist disadvantaged individuals, groups, and communities with resources with a view to improving their quality of life. During the DDP5, the section has dealt with a number of social problems and issues as shown in the table 16.2 and 3 below.

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Table 16.64 Social Problems in Southern District

Social Problem Main Causes Spatial Distribution

Destitution Poverty In all villages

Juvenile delinquency

Peer pressure, socio-economic status of their families, drug and alcohol influence, effects of martial conflicts, inability to cope with developmental transition

Concentration is in bigger villages and those villages, which are nearer to towns, e.g. Kanye, Moshupa, Sese, Digawana, and Goodhope

Marital problems Multiple partners, drug and alcohol influence, mismanagement of funds, inability to accept the HIV/AIDS status and opportunistic diseases if one partner is affected, children born out of wedlock

Concentration is in bigger villages, e.g. Kanye, Moshupa

Repatriation Migration due to employment opportunities, cohabitation, terminal and chronic diseases

Mostly in bigger villages and areas nearer to towns

Affiliation Cohabitation, negligence of children by men, multiple partners, men betray women and leave them with many children

In all villages

Adoption Children born out of wedlock, orphaned children, neglected, abused and dumped children

Mostly in bigger villages

Home based care HIV/AIDS and opportunistic diseases, chronic diseases e.g. cancer, mental illness, hypertension, epileptic

In all villages

Needy students Negligence of children by their parents, children from poverty stricken families

In all villages

Children in need of care

Neglected, abused and dumped children, children from poverty stricken families

In all villages

Disaster Heavy rains, storms, fire In all villages

Suicidal Love affairs, financial constraints, inability to accept the HIV/AIDS status and opportunistic diseases, marital disputes

In all villages

Source: Department of Social and Community Development – Southern District Council

Table 16.65 Growth in number of cases

Category 2000(Dec) 2001(July) 2002(Febr)

2002(Nov)

Destitute 1152 1783 2007 2209

Needy students 1020 1241 1326

Orphans 1939 2838 3239 3746

CHBC 401 780 847 1202

Source: Department of Social and Development – Southern District Council

The above table show a general increase in the number of destitute, orphans and CHBC cases. The growth is attributable to among other things, the impact of the HIV/AIDS scourge, and poverty, increasing social conflicts as a consequence of developmental transition, and further decentralisation of social services.

Community Development

In addition to the social welfare programme, the department also deals with community development. The main aim of community development is to enhance local institutional building and leadership and promote community participation through self-help activities and community projects (funded under LG 1109). The department

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therefore works closely with local institutions such as VDC in community development through its extension workers based at village level. There are currently 88 VDCs and Ward Development Committees (10 in Kanye and 4 in Moshupa) in operation in the southern district.

Social and Community Services Key Issues

The following issues were identified as the key issues under the sector;

The continuous increase in the number of social welfare programmes such as orphan care programme, and Community Home Based Care Programmes which were decentralized to the district without the necessary manpower and the supporting infrastructure, in particular transport. There is therefore need to provide the corresponding manpower and other resources for better implementation and monitoring of these programmes. Specialised manpower is needed or the existing manpower better trained on acts, legislation, proclamations, policies and other blue prints like short- term plans and in handling disaster. Lack of education on the part of the community regarding the orphan care program. Slow implementation of Community Projects (LG 1109; Communities find it difficult to raise the required contribution of 10% or 25% required under the Community Projects and Micro Projects Components. Community development is unintentionally but unavoidably neglected due to limited manpower and the higher priority given for obvious reasons to the Social Welfare, Orphan Care and Home Based Care programmes. There is only one project officer for the whole district, who is also assigned with social welfare duties. In order for community projects to be implemented successfully during the DDP6, the number of project officers has to be increased.

Lack of recreational facilities in the form of Community Halls, Youth Centres and play grounds to keep people (especially the youth) occupied so as to reduce the crime rate in rural areas.

The following key areas were identified from the review and consultations the under the social and community service sector and should be addressed during the DDP 6 plan period:

Active involvement of communities, CBOs and NGOs. Empowerment of Communities/local institutions to identify problems and provide solutions for themselves Sufficient resources (manpower, transport); There is need for more capacity building in the form of increasing social workers to plan, implement and monitor all the programmes.

16.3.1.3 Remote Area Development

The department of Remote Area Development, within council, is responsible for implementing the Remote Area Development Programme. There are 6 remote area settlements in the district namely, Sekhutlane, Thankane, Kutuku, Kanaku, Itholoke, and Mahotshwane. Sekhutlane is situated in the South West corner of the district while the rest of the settlements are in the western part of the district. The settlements are a compost of people from different ethnic origins viz; Bangwaketse, Barolong, Basarwa,

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and Balolo. Remote area development is guided by the Remote Area Development Programme. The primary aim of the policy is to integrate Remote Area Dwellers (RADs) into the mainstream society by providing access to economic opportunities and basic public services. Table 16.4 shows RAD settlement and their main characteristics.

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Table 16.66 RAD- settlements and their main characteristics in 2002

RAD settlement Population Distance to next village (road km)

Existing basicinfrastructure

Existing basicservices

Assisted economicactivities1991 2001

Thankane 311 503 30 Water supplySand track

Primary schoolHealth post

Livestock rearing

Sekhutlane 398 597 20 Water supplyGravel road


Livestock rearing

Mahotshwane 251 487 38 Water supplyGravel road


Livestock rearing

Kanaku 149 7 Water supplySand track

RAD schoolMobile stop

Livestock rearing

Itholoke 156 283 13 Water supplySand track


Livestock rearing

Kutuku 138 221 15 Water supplySand track

Mobile stop Livestock rearing

Source: CSO 1991 & 2001, and Department of Remote Area Development-Southern District Council

Constraints/Issues

The following constraints/problems have been identified:

The sustainability of most of the small-scale industrial projects and the cattle purchase scheme is questionable, especially due to market problems, poor business management skills and lack of embarking on feasibility studies before engaging in the projects. There is a need for close monitoring of the projects and timely interventions. RADs also abandon their projects when an easier income source is offered, e.g. implementation of drought relief projects. Due to the low potential of potable groundwater in the Mabutsane Sub District, some RAD settlements in this area in the have a problem of water supply for the successful implementation of agricultural projects with a higher water demand, i.e. horticulture and poultry. Encouraging and supporting young RADs children to go to school so as to achieve the development of skills towards realisation of self-sufficiency and social security. Revival of existing industrial projects in the settlements using different approaches as outlined in the project evaluation report made by Applied Research Unit of Ministry of Local Government. Improvement of extension services. The revival of projects will be boasted by the placement of trained personnel in RAD-settlements. Conducting workshops aimed at empowering the RADs and sensitizing them on Government assistance schemes and their rights. Monitoring of developments of settlements will be observed so that the aims of the programmes can be met by graduating some of the settlements to the village level.

16.3.1.4 Infrastructure Provision

Infrastructure provision is a major responsibility of council. The Southern District Council is tasked with the responsibility of providing infrastructure in the form of primary school facilities, primary health facilities, maintenance and construction of

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district roads, construction and maintenance of water supplies, and other public facilities. These functions are carried out through the departments of Buildings and Architecture, Water and Waste Water, and Roads. During the past plan, the council continued to provide infrastructure throughout the district. These facilities will continue to be provided during this plan period as elaborated in 16.7 of this chapter. However, the Southern District Council is constrained by limited funding, inadequate skilled manpower and the ever-increasing number of settlements that need to be provided with services.

16.3.2 Tribal Land Board

There are two tribal land board authorities in the Southern District namely Rolong Land Board for Barolong Tribal Land and Ngwaketse Land Board for Ngwaketse tribal land. Ngwaketse Land Board operates through a network of five subordinate land boards namely Kanye, Moshupa, Mmathethe, Pitshane-Molopo, and Mabutsane Sub Land Board. The Rolong Land Board on the other hand, which covers the Barolong tribal territory and it does not have any subordinate land board operating under it. The land board is a statutory land authority, and in terms of the act establishing it, it holds the land within its area of jurisdiction in trust for the citizens of Botswana. The responsibilities of a land board under the act can be summarised as follows;

The granting of rights to use land The cancellation of the grant of any rights to use any land The imposition of restrictions on the use of tribal land Authorising any change of use of tribal land Authorising any transfer of tribal land Hearing and adjudication of tribal disputes/appeals arising from decisions of subordinate land boards.

16.3.2.1 Ngwaketse Land Board

The Ngwaketse main land board operates with a network of five Sub Land Boards located at the Kanye, Moshupa, Pitshane Molopo, Mmathethe, and Mabutsane. It has a total establishment of 74 pensionable staff and 71 industrial employees. The functions of the Sub Land Boards are;

Hearing, granting or refusal of applications for customary Land Rights Receiving applications for boreholes and making recommendations to the main Land Board Receiving applications for Common Law Grants and making recommendations to the main Land Board Dispute resolution on Customary Land Rights matters

Issues/ Constraints

Office Accommodation. Office accommodation for the main Land Board and Sub Land Boards is adequate except Mabutsane. However, Sub Land Board Offices and conference hall for Mabutsane and Kanye Sub Land Boards respectively will be constructed during the first year of this plan. Staff Housing. Although accommodation is adequate for the Ngwaketse Land Board, its quality still leaves a lot to be desired. Some of the houses are very old while some need to be improved, as the houses in question do not have facilities such as toilets and bathrooms. However, the Land Board does not have funds to improve and maintain its housing stock. In order for the land board to deliver high quality services in line with the aspirations of vision 2016, there is need to improve accommodation for staff.

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Inadequate Transport. There is also inadequate transport for efficient and effective delivery of service. All the Subordinate Land Boards operate with one vehicle. This has resulted in delays in allocation of plots at especially at Subordinate land boards. In order to curb the problem, subordinate land boards should be provided with an additional vehicle. Inability to attract skilled staff. Land Boards are also unable to retain and attract attorneys as a result of low grading. As a result, Land Board is often compelled to seek advise on both legal and administrative matters which sometimes comes late.

16.3.2.2 Rolong Land Board.

The Rolong Land Board is located in Good Hope, the Sub District Head quarters. It does not have any subordinate land boards. It has an establishment of thirty eight (38) permanent and pensionable staff and thirty four (34) industrial employees. The following are some of the key issues raised concerning the land board;

Office Accommodation

Rolong Land Board is currently experiencing shortage of office space. The plan was to construct another block of 8 offices to alleviate the shortage. In addition, there is no proper storage facility hence storage of supplies and equipments is a problem. However, due to limited funding, the projects have not been funded. It must, however, be noted that the warehouse was a DDP5 project and was not implemented then due to lack of funding.

Land Allocation and Management

The Rolong Land Board has not experienced major setbacks in land allocation and management except. During the DDP6 the land board intends to expand village layout plans for Good Hope, Pitsane, and Hebron. In addition, lay out plans for 4 villages of Papatlo, Madingwane, Metlojane and Dinatshana have been proposed. A layout plan for Morule’s farm has bean approved and its implementation awaits tribalisation by parliament in July 2003.


The department of District Administration has been in existence since the colonial era and at one point it was a division within the Ministry of Management commonly known as Common Services. District Administration, which is headed by the district Commissioner, has the primary responsibility of ensuring effective representation of central government in the district. It plays the overall role of development coordinator in the southern district through coordination, compilation, and implementation of the district development plans, and annual plans. Apart form the planning responsibilities, the department, also performs various legal responsibilities as stipulated in the Botswana Laws. The department has its offices in Kanye, which is the head quarters, and the two sub districts of Mabutsane and Good Hope. The department is headed by the District Commissioner while the Sub district offices are headed by District Officers.

Problems/Constraints

Coordination

The main problem of the department at district level is that of coordination. The problem is with regard to coordination of central government departments who owe allegiance to their head offices.

Shortage of storage facilities

The department has the problem of storerooms in all its offices in the Southern District. In order to curb the problem, it is suggested that RAC offices be provided with enough

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storage when they are constructed. However, efforts are being made to construct storerooms through the drought relief programme.

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Vacancies

The department is also affected by vacancies especially for the post of District Officer Development (DOD) in Mabutsane Sub District. This seriously hampers implementation of government programmes and projects especially at sub district level.

16.3.4 Tribal Administration

There are two tribal administration institutions in the Southern District namely, Rolong Tribal Administration and Ngwaketse Tribal Administration. The institution operates through a network of customary courts headed by Sub chiefs and headmen of records located in all the villages in district. Tribal Administration, which has the Kgotla as its central organ, is one of the oldest institutions in Botswana society. It was in existence long before the introduction of the public service, which came into being during the colonial era. The main responsibility of tribal administration is administration of justice under the system of customary law; it conducts the network of customary courts, which handles the majority of criminal and civil cases in Botswana. Apart from the administration of justice, the department has developmental duties through supporting development initiatives, particularly at the community level.

16.3.4.1 Ngwaketse Tribal Administration

The Ngwaketse Tribal Administration comprise of 43 customary courts out of which 7 are headed by Senior Chief Representatives, 10 by chief representatives while 36 are headed by headmen of records.

16.3.4.2 Rolong Tribal Administration

The Rolong Tribal Administration is headed by the paramount chief. It operates through a network of customary courts which comprise14 customary courts of records and 19 courts of arbitration. These are headed by headmen of records and arbitration respectively.

16.3.4.3 Tribal Administration key issues/constraints

Staffing. The department is constrained by inadequate staff especially Court Clerks and local police officers. All the customary courts in the district have only one court clerk, which is not adequate considering the workload. The number of police officers per station is also not enough in view of the escalating crime especially along the boarder with the Republic of South Africa Lack of Sufficient Trained manpower. Inadequate trained manpower hampers service delivery. In an endeavour to address the problem, training has been stepped up by sending officers for further training at BIAC, IDM and the University of Botswana. Staff is also encouraged to upgrade their educational qualification by enrolling in part-time courses. Transport. The department does not have adequate transport to carry out its duties effectively. Adequate transport is needed to adequately fight crime especially cross border crime, and trace defaulters. Office and Residential Accommodation. Residential and office accommodation is also not adequate is impeding placement of officers in some parts of the district. This increases the workload in the other customary courts resulting in delays in hearing of cases. However, the problem will be addressed during the DDP6 through construction of 96 staff houses, and 13 type II customary offices. In addition Good Hope, Mabutsane and Pitsane customary courts have been planned for extension during this plan period to alleviate the congestion currently experienced.

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16.4 LOCAL GOVERNMENT GOALS AND OBJECTIVES

16.4.1 District Council

The goals and objectives of district council are in line with all the pillars of vision 2016 which sets out the long term planning guide for Botswana. The council will continue to provide infrastructure in the district, in line with the pillars of an educated and informed nation, and a prosperous, productive and innovative nation, with the aim of creating an environment where business and entrepreneurial activities can develop. To this end, the council will address implementation problems, and strengthen monitoring mechanisms. In pursuing the objective of infrastructure provision, particular attention will be paid to addressing environmental concerns as these activities have negative impacts on the environment. The district council, through the department of social and community will continue to engage in community institutional building, in line with the pillar of building an open, democratic and accountable nation. Furthermore, social safety nets will continue to be delivered through various welfare services provided by council in line with the pillar of a compassionate, safe, and caring nation. All in all, the pillars of vision 2016 are adequately addressed in the plan.

Goal 1

To improve the quality of pre-primary education by assisting the communities with adequate infrastructure, and training of teachers during the DDP6.

Objectives

To assist the communities in construction of 2 day care centres in the district every financial year, train 24 teachers, and conduct 2 seminars per annum. To provide a conducive learning environment by providing adequate teachers and supporting staff.

Goal 2

To create a conducive learning environment for a cross-section of pupils in the Southern District through provision of adequate and accessible primary school facilities and services during the plan period.

Objectives

To construct 92 classrooms, 218 teachers quarters and 380 toilets in all the 104 primary schools in the district during the plan period. To modify all facilities in order to improve accessibility by pupils with disabilities, and construct 3 special units in existing schools in 2004/2005, 2006/2007, and 2007/2008. To construct 4 new fully fledged schools and 5 two-teacher schools in the district during the plan period.

Goal 3

To improve the quality of education in the Southern District through provision of adequate supporting infrastructure during the plan period.

Objectives

To construct 40 administration blocks in large schools, 13 libraries, and 4 science labs through out the plan. To facilitate the operation, and running of schools through provision of one truck, 5 mini buses during the plan.

180

Goal 4

To improve the quality of health for residents of Southern District through construction of basic primary health care facilities, and delivery of quality health care services during the DDP6.

Objectives

To construct 1 x 24hour clinic, 6 health posts, 7 clinics, 2 maternity wards, and upgrading 5 health posts to clinics during the plan period. To facilitate management of patient care, referral and out-reach services and health programmes by providing 10 ambulances and 12 vehicles during the plan. To intensify health education in the Southern District Council as a preventive measure for combating epidemics such as HIV/AIDS, Malaria, and TB by conducting 2 seminars quarterly per sub district during the plan period.

Goal 5

To improve the standard of environmental health in the Southern District in order to avoid the incidence of preventable and communicable diseases through provision of proper sanitary facilities.

Objectives

To construct 2 regional landfill sites in Kanye and Good Hope by 2003/2004 and 2006/2008 respectively. To construct 1 new dumping site in Mabutsane, and upgrade 3 existing dumping sites at Sekhutlane, Thankane, and Lorolwane beginning 2003/2004 up to 2005/2006. To construct out collection of refuse in 3 villages at the beginning of the plan period. To provide appropriate equipment and vehicles for proper disposal and management of waste. To ensure safety of food through monthly inspection of shops and other food outlets. To construction of 2 abattoirs in Kanye and Good Hope in 2003/2004 and 2006/2007 respectively.

Goal 6

To improve the standard of public health through public education during the plan period

Objectives

To conduct 1 public health education workshops and seminars annually To conduct national commemoration on environmental cleanliness annually

Goal 7

To improve the general welfare of individuals, groups, and Southern district through provision of welfare services during the plan period.

Objectives

To assist the communities in provision of 31 large self-help projects, at least 1 small project per village, and 6 income-generating projects during the plan period.

181

To assist in community institutional building by conducting at 2 workshops and 1 leadership course per sub district in a year. To conduct 1 skills training courses per sub district on a quarterly basis

Goal 8

To promote economic diversification with particular emphasis on creating alternative sources of livelihood for low income households and marginalized communities

Objectives

To assist the disadvantaged communities in the remote areas of Southern District with income generating activities during the plan as follows;o To provide 700 heifers and 27 bulls in 6 settlementso To provide 1200 goats and 50 rams in 6 settlementso To assist 2 poultry projectso To assist 2 horticulture projectso To assist 2 settlement with drift fenceso To assist 2 settlements with 40 donkeys and 2 ploughso To assist all settlements in sustainable use of Sengaparile To improve the quality of life of RADs through provision of a 2 teacher school in Kanaku Settlement, construction of 2 small dumping sites, and other sanitary facilities during the plan.

Goal 9

To improve access to water and wastewater disposal services through provision, operation, and maintenance of village water supply and sewerage schemes during the DDP6.

Objectives

To implement and complete all water improvement and reticulation projects planned in the DDP6 within schedule in order to improve water supply in the district. To implement Good Hope sewage and sewerage scheme during 2003/2004.

Goal 10

To provide reliable access to communities and areas of economic potential through continuous development and maintenance of district roads network during the DDP6.

Objectives

To improve 60 kilometres of roads to bitumen standard by 2006/2007 To upgrade 48 kilometres of earth roads, 190 kilometres of gravel roads and 11 culverts in the district during the plan period. To improve maintenance of roads during DDP6 through purchase of 3 light duty vehicles, 2 tipper trucks, 2 motor graders, 1 front-end loader, 1 low bed transporters, and 1 bull dozer by 2004/2005.

Goal 11

To enhance the investment potential of major villages by providing serviced industrial, commercial, and residential areas.

Objectives

To upgrade village infrastructure in Moshupa during 2003/2004.

182

Goal 12

To promote and enhance employee motivation by creating a conducive environment

Objective

To construct 83 staff houses during the plan period

16.4.2 Land Boards

Land Boards goals and objectives are derived from Vision 2016, policies in place in comparison with the existing situation, expressed in the key issues and problems prevailing in the district. The overall goals and objectives to be met are as listed below;

Goal 1

Improving access to land for industrial, commercial, and residential to the community through timely delivery of services during the plan period.

Objectives

To construct sub land board offices at Mabutsane in 2003/2004 and establish new service stations in various villages in the district during the plan. To allocate 7000 plots for residential, commercial industrial use per annum during the plan period.

To promote and enhance staff motivation by creating a conducive work environment

Objective

To provide 16 staff houses for land boards staff


The following are the goals and objectives of District Administration in the district.

To provide co-ordination in the district development planning and policies coordination and linkage between national and local level planning and development machineries. To provide central government representation at the district or local level and coordination and monitoring locally based central government departments and extension services. To undertake all relevant ceremonial and statutory responsibilities. To respond effectively to food relief and deficiency needs as dictated by natural disasters and other deserving circumstances. To ensure that district administration authorities are provided with adequate resources and administrative support services To efficiently and effectively manage resources allocated to the department.

16.4.4 Tribal Administration

The goals and objectives for the department of district Administration were derived form the vision 2016 and other policies.

Goal

To improve efficiency in service delivery in the Southern District through provision of adequate infrastructure and supporting facilities during the plan period.

Objectives

To construct 3 customary courts offices every financial year from 2003/2004 to 2007/2008 during plan period.

183

To provide 96 staff houses for tribal administration staff during the plan To acquire 51 vehicles for efficient delivery of service in the whole district.

16.5 FRAMEWORK FOR STRATEGIC ENVIRONMENTAL ASSESSMENT Environmental Key Issues with Sector Goals and Objective Sector Goal

Sector Objective Environmental Issues

To improve the quality of life for all Batswana by providing basic health infrastructure, primary school facilities, and supporting infrastructure such as offices.

To construct primary school facilities in all the villages

To construct basic health facilities such as nurses houses, clinics in the district

Assist in self-help projects

Loss of vegetation and tree spices some of which have medicinal value during bush clearing


Indiscriminate extraction of sand and gravel


To improve access to water and wastewater disposal services

Implementation of water improvement and reticulation projects

Implementation of sewerage schemes at Good Hope and Kanye in 2003/2004

Bush clearing

Cutting of trees

To improve access to communities and areas of economic potential through development and maintenance of road network

To improve 60 km of roads to bitumen standard

To upgrade 48km of earth roads, 190km of gravel roads, and 11 culverts.

Indiscriminate extraction of gravel

Burrow pits

Contamination of underground water

To enhance investment potential of major villages by developing physical infrastructure

To upgrade village infrastructure in Moshupa in 2003/2004

Loss of vegetation and tree spices some of which have medicinal value during bush clearing




To improve communities’ access to land for various uses through decentralisation

To construct offices at Mabutsane

To produce village development plans

Demarcation of different land uses

Designation of controlled extraction sites


Conflicting land uses within communal area viz; overgrazing, overgrazing, over harvesting of natural resources


To maintain a high standard of Environmental health through construction of proper sanitary facilities, and public education

Construction of 2 regional land fills

Improving and rehabilitating the existing dumping sites

Construct 2 abattoirs for Good Hope and Kanye

Cutting of trees and shrubs

Noise pollution during construction

Unpleasant spells from dumping sites


Information dissemination Hold Workshops and seminars

Littering

184


Policies/Programmes Purpose of Policy/programme Environmental Issues

Revised National Policy on Education To provide education facilities in the district

Excessive extraction of sand and gravel

Pressure on natural resources such as water

Loss of vegetation and tree spices due to bush clearing

Unsightly and unhealthy environment as a result of careless disposal of building rubble

Tribal Land Act It vests tribal land in land boards and defines the powers and duties of land boards

No negative impact

Waste Management and Sanitation To provide appropriate facilities for collection and disposal of waste

No negative impact

Primary Health facilities To provide health facilities in the district

High risk of pollution arising from management of clinical waste

Pressure on natural resources such as sand, gravel and sand


Indiscriminate digging of burrow pits

District Roads Programme The major thrust of the programme is to access and communication in the district.

Indiscriminate digging of burrow pits

Loss of vegetation and tree spices during site clearing

Unsightly and unhealthy environment due to littering as a result of increased movement of people

Remote Area Development Programme

The main focus of the programme is to promote economic diversification with particular emphasis on economic empowerment of marginalized and low-income communities.

Incompatible land use practices

Competition between wildlife and livestock

overgrazing resulting from cattle grazing

Labour Intensive Public works programme

The main purpose of the policy is to generate employment by using labour intensive methods and simple tools to construct and maintain facilities.


185

Policies/Programmes Purpose of Policy/programme Environmental Issues

Community Projects Programme The main aim of the programme is to improve the economic and social welfare of communities through strengthening institutions such as VDCs, to plan and implement development activities; improving communities access to public facilities; and promoting employment and income generating activities




National Settlement Policy To establish a settlement hierarchy for the country to promote the development of concentration of settlements to facilitate rural development.

Encroachment of residential use into good agricultural land.

16.6 STRATEGIES TO ACHIEVE LOCAL GOVERNMENT SECTOR GOALS AND OBJECTIVES Proposed Project Environmental impacts Mitigation measures

Building construction projects Excessive extraction of sand and gravel

Pressure on natural resources such as water


Unsightly and unhealthy environment as a result of careless disposal of building rubble

Environmental Impact Assessment

Replanting of trees

Identification and management of gravel extraction sites

Implementation of the existing legislature such as waste Management Act

Village Infrastructure and Roads Projects Indiscriminate digging of burrow pits



Environmental Impact Assessment

Replanting of trees

Identification and management of gravel and sand extraction sites

Enforcement of existing legislature and laws

Workshops and Seminars Littering Provision of waste receptacles

Enforcement of bye-laws

Public education on waste management

Abattoirs –Post construction Pollution of underground water

Air Pollution

Proper and adequate waste water disposal systems


16.7.1 Issues and strengths

16.7.1.1 Strengths

The main strength of local authorities is that they are nearer to the communities they serve. As such, they are familiar with the needs of the communities. This is possible through the consultation of communities, which facilitates participatory development. Through the consultation process local authorities are able to constantly improve their

186

service delivery. It is against this background that local authorities can be said to have the following strengths;

Timely response to the needs of communities they serve Customer focused service Conversant with the felt needs and aspirations of people Provision of basic infrastructure and social services Consultations with communities on their development needs Decentralised services

16.7.1.2 Weaknesses

Despite the strengths that local authorities posses, they are constantly faced with a lot of constraints which hamper their ability to perform to the highest standard. Some of the weaknesses identified are;

Resource constraints in terms of manpower and finance Delay in implementation of projects Poor service delivery Poor coordination and supervision Low staff morale Centralised decision making Lack of comprehensive human resource development policy/strategy Inadequate monitoring and supervision

16.7.1.3 Opportunities

Privatisation policy Public service reforms Political and economic stability Community participation in development Emerging information technology

16.7.1.4 Threats

Epidemics like HIV/AIDS Population growth and mushrooming of settlements Brain drain Political pressure and other pressure groups Natural disasters Budgetary constraints Lack of harmonisation of policies and acts Resistance to change by external customers Economic uncertainty

16.7.2 Performance Targets for DDP6

The overall performance targets for Local Government will be measured in terms of project implementation schedule during the plan period as elaborated in section 16.7.3. For Land Boards, project implementation schedule is tabulated in the Chapter 6.

187

16.7.3 Development Budget for DDP6

LG 101 – MAINTENANCE OF PUBLIC INFRASTRUCTURETable 16.67 Summary of Development Expenditure – Infrastructure Maintenance(LG

101)

Projects 2003/04

2004/05

2005/06

2006/07

2007/08

2008/09

Total

Building maintenance

5,825,000 4,316,000 10,141,000

Roadsmaintenance

7,500,000 2,000,000 9,500,000

Watermaintenance

1,122,000 1,122,000

Total 14,447,000 6,316,000 20,763,000

Table 16.68 Lg 102 – La Fleet Management

Department Projects Location Qty UnitPrice

TotalCost

ImplementationPeriod

Secretariat S/cab L/duty vehicle Moshupa 2 150,000 300,000 2007/08

D/Cab Moshupa 33

180,000180,000

540,000540,000

2006/072007/08

Secretariat D/cab vehicles KanyeGoodHopeMabutsane

121

180,000180,000180,000

180,000360,000180,000

2003/042004/05 2005/06

Treasury S/cab vehicleD/cab vehicle

KanyeGood Hope

11

150,000180,000

150,000180,000

2003/042004/05

Supplies S/cab L/duty Good HopeMabutsane

11

150,000150,000

150,000150,000

2003/042004/05

H/duty vehicleTruck

KanyeMabutsane

11

250,000300,000

250,000300,000

2005/062006/07

Matimela L/duty vehicle-s/cab Good HopeMabutsane

11

150,000150,00

150,000150,000

2005/062006/07

H/duty vehicle Good Hope 1 250,000 250,000 2004/05

S&CD L/duty –S/cab Good HopeMabutsaneKanye

111

150,000150,000150,000

150,000150,000150,000

2004/052004/052005/06

Trucks MabutsaneGood Hope

11

250,000250,000

250,000250,000

2003/042004/05

SHHA L/Duty –d/cab vehicle KanyeGood HopeMoshupaMabutsane

1111

180,000180,000180,000180,000

180,000180,000180,000180,000

2003/042003/042005/062007/08

Arch & Buildings L/duty –d/cab vehicle Kanye 1 180,000 180,000 2003/04

L/duty-s/cab vehicle Kanye 1 150,000 150,000 2005/06

Workshops L/duty-d/cab vehicle Kanye 1 150,000 150,000 2004/05

L/duty-d/cab vehicle Mabutsane 1 180,000 180,000 2005/06

L/duty-d/cab vehicle Good Hope 1 180,000 180,000 2006/07

Commercial & Bye-Law

L/Duty-d/cab KanyeGood HopeMabutsane

111

180,000180,000180,000

180,000180,000180,000

2004/052005/062006/07

TOTAL 34 6,950,000

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Table 16.69 Summary Of Development Estimates For Lg 104

Projects 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 Total

L/duty vehicle-s/cab 450,0000 450,000 450,000 150,000 450,000 1,950,000

L/duty vehicle-d/cab 720,000 540,000 720,000 900,000 720,000 3,600,000

H/duty vehicle 0 250,000 250,000 0 0 500,000

Trucks 300,000 300,000 300,000 0 0 0 900,000

Total 1,520,000 1,520,000 1,520,000 1,270,000 1,120,000 6,950,000

LG 301 – FOOD STORAGE FACILITIESTable 16.70 Development Cost Estimates For Lg 301

Projects 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 Total

Food Storage facility 4,893,000

Total

Table 16.71 Lg 907 - Customary Courts

Project Component 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09

1. Extension of Office

Good Hope 1

Mabutsane 1

2. Type I Offices

Pitsane 1

Molapowabojang 1

Gasita 1

Cwaanyaneng 1

Metlojane 1

Thankane 1 1

Moshaneng 1

Sedibeng 1

Mokhomma 1

Magotlhwane 1

Mogonye 1

Lepurung 1

Mogojogojo 1

TOTALS 3 3 3 3 3

Table 16.72 Summary Of Cost Estimates For Lg 901

Project 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 Total

Extension of Office

931,600 - - 931,600 - - 1,863,200

Type 1 Offices 1,863,200 2,794,800 2,794,800 1,863,200 2,794,800 - 12,110,800

Total 2,794,800 2,794,800 2,794,800 2,794,800 2,794,800 13,974,000

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LG 1101 – LA PLANNING AND MANAGEMENT

The vote is centralised.

LG 1102 – PRIMARY SCHOOL FACILITIESTable 16.73 Primary Education Facilities: 2003/04

LOCATION CR TQ Toilets(1 x2)

A/B A/B(ext)

S/R LB RC

Kanye-Kuto 1

Kanye-Logaba 1

Kanye-Rachele 1 1

Kanye-Sebako 1

Kanye-Mokgadi 1

Kanye-Maranyane 2

Kanye-Maisantwa 1

Kanye-Makaba 1 1

Kanye-Matsaakgang 2

Kanye-Sebego 1 2

Moshupa-Bakoko 2 1 2

Moshupa-Bakgatla 1 2 1

Moshupa-Kgabophuti 2

Moshupa-Kgabosetso 1

Dipotsana 1 1

Kgomokasitwa 2

Lotlhakane E-Phutisutlha 1 1

Lotlhakane West-Ranoi 1 1

Magotlhwane 1

Manyana 1 1

Mogonye 1

Molapowabojang 1

Mosamowakwena 1 2

Moshaneng-Modisi 1 1 2

Ntlhantlhe 1 1

Ralekgetho 1 1

Ranaka 1 2

Segwagwa 1

Borobadilepe 1 1 1

Digawana 2 2 3

Dikhukhung 2

Dinatshana 3

Gamajaalela 1

Goodhope 1

Hebron-Marojane 2 1 1

Lejwana 1

Lorwana 2

Metlobo 3

Metlojane 1 1

Mmakgori 1 2

188


A/B A/B(ext)

S/R LB RC

Mmathethe 3

Mogwalale 1 2

Mokgomane 1

Mosi 1 1

Pitsane/Potlokwe 1 3

Pitsane-Maiphitlhwane 2 3 1

Rakhuna 3

Ramatlabama 3 1

Sedibeng 1 1

Tlhareseleele 1 2

Tswaaneng 2

Tswaanyaneng 1 2 1

Tswagare 1 3 1

Gasita 1 1 2

Itholoke 1

Keng 1 1

Khakhea 1 2 3

Khonkhwa 2

Lorolwane 2

Mabutsane 2 1 3

Mokhomma 1 2

Morwamosu 1 1 1

Pitseng 2 1 2

Samane 1 1

Sekoma 1 1 2

Selokolela 2 1 2

Sesung 1 2

Thankane 1

TOTAL 39 53 86 0 1

Table 16.74 Primary School Facilities: 2004/05


A/B A/B(ext)

S/R LB RC

Moshupa-Bakgatla 2 1

Moshupa-Mosielele 4 1

Kanye-Matlotlakgang 2 4 1

Kanye-Makaba 1 2 1

Moshupa-Kgabosetso 2 1 1

Moshupa-Kgabophuti 1

Moshupa-Kebonyekgotla 1 1

Kanye-Logaba 1 1

Kanye-Maranyane 2 1

Kanye-Mokgadi 2 4

Kanye-Maisantwa 2 4

Kanye-Segopotso 2 3

Kanye-Sebako 1 2

189


A/B A/B(ext)

S/R LB RC

Kanye-Mafhikana 2 4 1

Kanye-Rachele 2 1 1

Lotlhakane-Lothakane E 2

Lotlhakane-Phutisutlha 2 2

Lotlhakane West-Ranoi 2 2

Lekgolobotlo 2

Kgomokasitwa 2 1

M/wabojang-Pitsonyane 1 1 2

Moshaneng-Modisi 2 3

Ralekgetho 1 2

Manyana 2

Magotlhwane 2 2 1

Dinatshana 2

Gathwane 2 2

Goodhope 2 1

Madingwan-Mmaditlou 1 2

Magoriapitse 2 2

Mmathethe-Mmathethe 4 1 1 1

Mmathethe-Ramolefhe 2 2 2

Mogojogojo 2 1

Mokatako 2 1 2

Mokgomane 2

Papatlo 1 1

Phitshane-Molopo 3 2

Pitsane-Maiphitlhwane 2 2

Ramatlabama 2 1 2

Sekhutlane 2

Tshidilamolomo 2

Khakhea 1 2

Khonkhwa 1

Kokong 2

Mabutsane 2 1

Mahotshwane 1 2 2

Maokane 1 2 2

Mokhomma 1 1 2 1

Sese 2 2 2

TOTAL 24 57 87 4 4 3 3 3

Table 16.75 Primary Education Facilities:2005/06


A/B A/B(ext)

S/R LB RC

Diabo 1

Lotlhakane E-Phutisutlha 2

Moshupa-Bakoko 2 2

Moshupa-Kgabophuti 2 3

Moshupa-Mosielele 1 2

190


A/B A/B(ext)

S/R LB RC

Kanye-Mafhikana 2 4

Kanye-Rachele 2 2 1

Kanye-Motsatsing 2 2 1 1

Kanye-Sebego 2 1 1

Kanye-Matlotlakgang 1 2

Kanye-Makaba 1 2

Kanye-Logaba 1 2

Lotlhakane-Phutisutlha 1 2

Lotlhakane-L/East 1 4

Mosamowakwena 1 2

Segwagwa 1 2

Dipotsana 1 1

Manyana 3 2

Lotlhakane W-Ranoi 1 1

Ntlhantlhe 2 1

Tswaaneng 2 1

Digawana 1 3 2 1

Mmathethe-Mmathethe 2 2 1

Mmathethe-Ramolefhe 2 2

Pitsane-Maiphitlhwane 3 3

Goodhope 2 3 1

Mmakgori 1

Metlojane 1 1 2

Gamajaalela 1 2

Tswagare 2

Sekhutlane 3 3

Madingwan-Mmaditlou 1 1

Tlhareseleele 1 1

Pitsane/Potlokwe 2

Dikhukhung 1 1

Dinatshana 1

Lorwana 2 2 2

Leporung 1

Kgoro 1 3

Rakhuna 1

Hebron 1

Maokane 2 3 1

Mahotshwane 1 2

Khakhea 2 2 1

Pitseng 2

Sekoma 2 2 1

Mabutsane 1 2 1 1

Morwamosu 1

Samane 3

TOTAL 16 53 87 3 3 3 3 2

191


LOCATION CR TQ Toilets (1 x2)

A/B A/B(ext)

S/R LB RC

Kanye-Matsaakgang 2 2

Kanye-Sebako 1

Kanye-Kuto 2 2

Moshupa-Bakoko 1 2

Polokwe 1 2

Mogonye 1 1

Moshaneng-Modisi 2 3

Kgoro 1 1

Mabule 2 4

Metlobo 1

Metlojane 2

Mogwalale 1 1

Mogojogojo 1 3

Gathwane 2 2

Sekoma 2

Selokolela 2 2 1

Mabutsane 1 2 3

Keng 1 3 1

Khakhea 1 2 2 1

Sesung 1 2

Sese 1 5 1

Kokong 1 3 1

Itholoke 1

Lekgolobotlo 1

Molapowabojang 1 1 1

Ranaka 1 3 1

Kanye-Segopotso 1 1 1

Pitsane 1

Metlobo 1

Phitshane/Molopo 4 1

Digawana 2 1 1

TOTAL 11 24 43 5 4 2 3 2



A/B A/B(ext)

S/R LB RC

Kanye-Khuto 2 2 3

Kanye - Maranyane 2 3

Kanye-Rachele 2 3

Kanye-Mafhikana 2 1

Ranaka 3 1

Manyana 4 1

Lotlhakane East 3 1 1

Mosamowakwena 1 1 1

Goodhope 2 1

192


A/B A/B(ext)

S/R LB RC

Motsentshe 1 2

Pitsane-Maiphithwane 3 5

Hebron 2 1

Ngwatsau 1 3

Mabule 1 3 1

Leporung 1

Pitsane 2 1 1

Ramatlabama 1 1

Tshwaane 1 1

Lorolwane 2 1

Maokane 2

Sese 2 1

Seherelela 2

TOTAL 3 15 50 4 4 2 3 1

Table 16.78 Primary Education Facilities: 2008/09


A/B A/B(ext)

S/R LB RC

Kanye-Sebego 3 4 1

Kanye-Logaba 3

Mokgadi 2

Moshupa-Bakgatla 2

Moshupa-Bakoko 2

Ntlhantlhe 1 4 1

Manyana 1 4 1

Segwagwa 4 1

Mabule 2 4 1

Magoriapitse 1

Sesung 3 1

Selokolela 1

Maokane 1

Gasita 2 2 2 1

TOTAL 2 18 27 4 4 0 0 2

Table 16.79 Power Connection

Implementation Period Grid Power Solar Power

2003/04 Rakhuna, Metlojane Diabo,Dipotsana,Ralekgetho,Segwagwa,Tshwaane, Kanngwe, Hebron, Mosi, Motsentshe, Sekhutlane Tswaaneng,Gasita, Samane,Mokhomma, Khonkhwa, Lorolwane

2004/05 Lotlhakane West, Mokatako, Mokgomane Dikhukhung, Dinatshana,Ditlharapa,Ngwatsau, Sese Mabule

2005/06 Sekoma, Pitsane Potlokwe, Metlobo Pitseng, Thankane,Gathwane,Lejwana,Sesung, Selokolela

2006/07 Maokane, Tshidilamolomo, Kgoro Tsonyane,Madingwana,Magoriapitse,Ramatlabama

2007/08 Kokong, Tlhareseleele Mogwalale,Sedibeng,Tswaanyaneng,Tswagare

2008/09 Mogojogojo, Leporung Maiphitlhwane, Mmakgori, Mogwalale,Kutuku

Total 15 40

193

Table 16.80 Summary Cost For School Facilities (Lg 1102)

Project Component No. Cost per Unit Total cost

Classrooms 94 150,000 14,100,000

Teacher's quarters 220 200,000 44,000,000

1x2 toilet 380 40,000 15,200,000

Administration block 20 300,000 6,000,000

A/B Extension 20 180,000 3,600,000

Libraries 12 300,000 3,600,000

Resources rooms 10 200,000 2,000,000

Science rooms 10 250,000 2,500,000

Grid Power connection 15 80,000 1,200,000

Solar power provision 40 50,000 2,000,000

Total 94,200,000

Table 16.81 New Schools - Full Fledged


A/B SP GP Schoolkitchens

SchoolCost (P)

2004/05

Kanye(new) 7 7 14 1 1 1 3,640,000

2005/06

Gopong(new) 7 7 14 1 1 1 3,640,000

2006/07

Moshupa (New) 7 7 14 1 1 1 3,640,000

2007/08

Manyana 7 7 14 1 1 1 3,640,000

Total 28 28 56 4 1 3 4 14,560,000

Table 16.82 Two-Teachers Schools

LOCATION CL TQ Toilets(1 x2)

A/B SP Schoolkitchens

Cost

2003/04

Kutuku 1 ,350,000

Lefhoko 2 2 4 1 1 1 1,575,000

2004/05

Sheepfarm-2 teacher school 2 2 4 1 1 1 1,575,000

2005/06

Betesankwe 2 2 4 1 1 1 1,575,000

2006/07

Logagane 2 2 4 1 1 1 1,575,000

2007/08

Kanaku 2 2 4 1 1 1 1,575,000

2008/09

Molete 2 2 4 1 1 1 1,575,000

Total 10 10 20 5 5 6 9,800,000

194

Table 16.83 Vehicles

Project Location Year Cost

Truck Kanye 2005/06 370,000

Minibus Goodhope 2004/05 200,000

Minibus Mabutsane 2005/06 200,000

Total 770,000

Table 16.84 Special Education Facilities

Project Component Location ImplementationPeriod

Cost

Facility for Mentally handicapped

Mabutsane 2004/05 500,000

Goodhope 2006/07 500,000

Facility for visually impaired Khakhea 2007/08 500,000

Minibus for disabled Mabutsane 2004/05 200,000

Goodhope 2006/07 200,000

Khakhea 2007/08 200,000

Total 2,100,000

Table 16.85 Summary of Cost Estimates for Primary School Facilities(LG1102)

Projects 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 Total

Two-Teacher Schools 1,925,000 1,575,000 1,575,000 1,575,000 1,575,000 1,575,000 9,800,000


Special Ed. Facilities 700,000 700,000 700,000 2,100,000

Classrooms 5,850,000 3,600,000 2,250,000 1,800,000 450,000 300,000 14,250,000


1x2 toilet 3,440,000 3,480,000 3,480,000 1,720,000 2,000,000 1,080,000 15,200,000


A/B Extension 180,000 720,000 540,000 720,000 720,000 720,000 3,600,000

Libraries 0 900,000 900,000 900,000 900,000 0 3,600,000

Resources rooms 0 600,000 400,000 400,000 200,000 400,000 2,000,000

Science rooms 0 750,000 750,000 500,000 500,000 0 2,500,000



Vehicles 200,000 570,000 770,000

TOTAL 22,955,000 29,305,000 26,145,000 18,695,000 15,445,000 9,035,000 121,580,000

195

LG 1103 – Recreational Facilities

Recreation Facilities is a new programme under the Ministry of Local Government aimed at providing funds for assisting District Councils to carry out their statutory responsibility for the establishment of recreation grounds, parks, other public places and cemeteries. Council has not been involved in these activities and there exist no Department or Unit responsible for these activities. Council currently owns 2 multipurpose halls in Kanye, which are mainly used for meetings.

The proposed projects for recreation are shown in the table below;Table 16.86 Proposed Projects For Parks & Recreation

Projects Location Qty

Unit Cost

Total Cost

Implemperiod

Design-Central Park Kanye 1 100,000 100,000 2003/04

Establishing and furnishing Central Park

Kanye 1 600,000 600,000 2004/05

Design-Multipurpose Sports grounds

Moshupa, Good Hope, Mabutsane

1 100,000 100,000 2003/04

Multipurpose sports grounds Moshupa 1 2004/05

Good Hope 1 2005/06

Mabutsane 1 2006/07

Table 16.87 Summary Of Cost Estimates For Lg 1103

Projects 2003/04

2004/05 2005/06 2006/07 2007/08

2008/09

Total

Central Park 200,000 600,000 800,000

Sportsgrounds 200,000 200,000 200,000 600,000

Total 0 400,000 800,000 200,000 0 0 1,400,000

LG 1104 – PRIMARY HEALTH FACILITIESTable 16.88 Planned Primary Health Facilities - 2003/2004

Project Component Location Qty Unit cost Total Cost

New Clinic Good Hope 1 P1,205,000 P1,205,000

Kanye-Kgwatlheng 1 P1,205,000 P1,205,000

New Health Post Moshupa 1 P905,000 P905,000

Maternity Ward Molapowabojang 1 P2,205,000 P2,205,000

Upgrading H/Post to Clinic Sese 1 P1,205,000 P1,205,000

Kokong 1 P1,205,000 P1,205,000

Grid Power to Existing Facilities

Lotlhakane West, Mokatako, Mokgomane,

3 P35,000 P105,000

Solar Power to Existing Facilties

Lotlhakane/W,Segwagwa, Sesung, Gasita, Mokhomma, Tsonyane, Mmakgori,Papatlo, Magoriapitse, Motshentse, Tshwaane, Mogonye

12 P20,000 P240,000

Nurses Houses Good Hope, Sese 2 P171,000 P342,000

Moshupa, 1 P171,000

Kanye-Main 2 P342,000

Mmathethe 1 P171,000

Moshupa –New H/Post 1 P171,000

Mabule 1 P171,000

Incinerators Pitshane/M, Mabule, Kanye-Main Pitsane, Ntlhantlhe,

5 P250,000 P1,250,000

Medical waste sheds Kanye-main, Manyana, Digawana, Khakhea, 14 P20,000 P280,000

196


Mmathethe, Moshupa, Goodhope, Mabutsane, Maokane, Phitshane/M, Mabule, Hebron, Ntlhantlhe, Pitsane

Ambulances Goodhope,Kanye-Sebego, Gamajaalela 3 P200,000 P600,000

DHT H/quarters Vehicles Goodhope,Kanye/Moshupa, Mabutsane 5 P210,000 P1,050,000

Rehabilitation Vehicles Kanye, Good Hope, Mabutsane 3 P160,000 P480,000

Design–District Drug store Kanye 1 P100,000 P100,000

Table 16.89 Planned Primary Health Facilities - 2004/2005


New Clinic Mmathethe, Ramatlabama 2 P1,205,000 P2,410,000

New Health Post Kanye-Dilolwe,Moshupa 2 P905,000 P1,810,000

Maternity Ward Pitsane 1 P2,205,000 P2,205,000

24 Hour Clinic Kanye-Main 1 P5,005,000 P5,005,000

Upgrading H/Post to Clinic Rakhuna, Sekuma 2 P1,205,000 P2,410,000

Grid Power Connection to existing facilities

Sekoma, Selokolela, Hebron, Mogojogojo 4 P35,000 P140,000

Solar Power to Existing Facilties

Dikhukhung, Ralekgetho, Dipotsana, Diabo, Samane, Kanngwe, Sekhutlane

7 P20,000 P140,000

Nurses Houses Kanye-Kgwatheng, Ramatlabama 2 P171,000 P342,000

Hebron, Tshidilamolomo 2 P171,000 P342,000

Molapowabojang, Kokong 2 P171,000 P342,000

Good Hope, Rakhuna 2 P171,000 P342,000

Incinerators Molapowabojang 1 P250,000 P250,000

Medical waste sheds Molapowabojang 1 P20,000 P20,000

District Drug Depot Kanye 1 P1,908,000 P1,908,000

Ambulances Rakhuna,,Kanye-Dilolwe, P/Potlokwe 3 P200,000 P600,000

DHT H/Quarters vehicles Mabutsane, Kanye 3 P170,000 P510,000

Rehabilitation Vehicles Goodhope,Kanye/Moshupa, Mabutsane 3 P160,000 P480,000


Project Component Location Quantity Unit cost Total Cost

New Clinic Ntlhantlhe, Digawana 2 P1,205,000 P2,410,000

New Health Post Lorwana 1 P905,000 P905,000

Nurses Houses Rakhuna, Lorwana 1 P171,000 P171,000

Pitseng, Morwamosu 2 P171,000 P342,000

Pitshane/Molopo 1 P171,000 P171,000

Kanye-Main 2 P171,000 P342,000


Kgoro, Tlhareseleele, Ts/lamolomo,

3 P26,666 P80,000

Ambulances Kanye-Main, Phihetshwane, Kgoro,

3 P200,000 P600,000

DHT H/Quarters vehicles Good Hope, Mabutsane, Kanye

3 P170,000 P510,000

Supply VehiclesSmall VehiclesTruck

Kanye 2 P175,000 P350,000

Kanye 1 P450,000 P450,000

Rehabilitation Vehicles Kanye 2 P150,000 P300,000

197

Table 16.91 Planned Primary Health Projects Facilities - 2006/2007


New Clinic Khakhea 1 P1,205,000 P1,205,000

New Health Post Lorolwane 1

Upgrading H/Post to Clinic

Moshana 1 P1,205,000 P1,205,000

Nurses Houses Metlobo, Manyana 2 P171,000 P342,000

Moshana, Sekoma 2 P171,000 P342,000


Kokong, Maokane, Leporung,

3 P26,666 P80,000

Ambulances Lorwana 1 P200,000 P200,000



New Health Post Keng, Tlhareseleele 2 P905,000 P1,810,000

Nurses Houses Keng, Tlhareseleele, Magotlhane

3 P171,000 P513,000

Table 16.93 Planned Primary Health Facilities – 2008/2009


New Health Post Magotlhwane 1 P905,000 P905,000

Nurses Houses Phihetshwane, Mokatako, Lepurong

3 P171,000 P513,000

Table 16.94 Summary Of Development Expenditure – Primary Health Facilities

Projects 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 Total

24 hour clinic (structure)

5,005,000 5,005,000

Clinic (structure) 4,820,000 4,820,000 2,410,000 2,410,000 14,460,000

Maternity ward 2,205,000 2,205,000 4,410,000

Health post (structure) 905,000 905,000 905,000 905,000 1,810,000 905,000 6,335,000

Nurses houses 1,368,000 1,368,000 1,026,000 684,000 513,000 513,000 5,472,000

Power supply 340,000 240,000 80,000 80,000 740,000

Incinerator 1,250,000 250,000 1,500,000

Medical waste store 280,000 20,000 300,000

District medical store 100,000 1,908,000 2,008,000

Ambulances 600,000 600,000 600,000 200,000 2,000,000

Headquarters vehicles 1,050,000 510,000 510,000 2,070,000

Supply vehicles 800,000 800,000

Rehabilitation vehicles 480,000 480,000 300,000 1,260,000

Total 13,398,000 18,311,000 6,631,000 4,279,000 2,323,000 1,418,000 46,360,000

198

LG 1105 – RURAL ADMINISTRATION CENTRETable 16.95 Planned Rural Administration Centre (Lg 1105) Projects

Projects Location No Unit Cost Total Cost Implementationperiod

Design-RAC Moshupa 1 500,000 500,000 2003/04

Rural Administration Centre Moshupa 1 19,700,000 19,700,000 2004/05

Provision of Revenue offices Mmathethe 1 150,000 150,000 2004/05

Extension of RAC Goodhope 1 6,000,000 6,000,000 2005/06

Table 16.96 Summary Of Cost Estimates For Lg 1105-Racs

Projects 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 Total

RAC Moshupa 500,000 19,700,000 20,200,000

Extension of RAC –Good Hope 100,000 6,000,000 6,100,000

Extension offices- Mmathethe 150,000 150,000

Total 600,000 20,850,000 6,000,000 0 0 0 26,450,000

LG 1106 – REMOTE AREA DEVELOPMENTTable 16.97 Planned Projects For Remote Area Development –Lg1106

Projects Qty Location TotalCost

ImplemPeriod

Cows+Bulls

700cows+28bulls

Kanaku,Kutuku (25c+1b each) Mahotshwane,Itholoke (125c+ 5b each) Thankane,Sekhutlane (100c+ 4b each)Kanaku,Kutuku (100c+4b each)

91,500457,500366,000366,000

2003/042004/052005/062006/07

Goats + rams

1200g+50rams

Thankane,Sekhutlane (100g +4r each)Kanaku,Kutuku (200g +8r each)Mahotshwane,Itholoke (150g +6r each)Thankane,Sekhutlane (150g +7r each)

103,600207,200155,400158,800

2003/042004/052005/062006/07

Poultry 2 Itholoke,Kutuku 75,000 2007/08

Drift fence 1(8km)2(8km)

Thankane Kanaku,Kutuku

120,000120,000

2004/052005/06

Donkeys for draft power 80 Kanaku,Kutuku (40 each) 240,000 2006/07

Ploughs 4 Kanaku,Kutuku (2 each) 30,000 2006/07

Horticulture 2 Sekhutlhane,Thankane 25,000 2004/05

Conservation of Sengaparile 1 Thankane 25,000 2003/04

Leather Work 1 Sekhutlane 25,000 2004/05

Purchase of farms 1 1,200,000 2004/05

1 1,200,000 2006/07

Table 16.98 Summary Of Cost Estimates For Remote Area Development (Lg 1106)

Projects 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 Total

Cattle 91,500 457,500 366,000 366,000 1,281,000

Smallstock 103,600 207,200 155,400 158,800 625,000

Arable farming 240,000 240,000 30,000 510,000

Farmland purchase 1,200,000 1,200,000 2,400,000

Small-scale projects 25,000 50,000 75,000 150,000

Total 220,100 2,154,700 761,400 1,754,800 75,000 0 4,966,000

199

LG 1107 – LABOUR INTENSIVE PUBLIC WORKSTable 16.99 Planned Labour Intensive Projects(Lg 1107) –2003/04-2008/09

Projects Location Qty UnitPrice

TotalCost

ImplementationPeriod

Handstamper’s shelter Kanye,Pitseng,Seherelela, Hebron,Kgoro, 5 25,000 125,000 2003/04

Mogojogojo,Tshidilamolomo,Leporung, Lejwana,

4 25,000 100,000 2004/05

Guard shelter (pr/schools) Moshupa(Mosielele), Tshwaane, Hebron, Gathwane, Metlojane, Selokolela

6 20,000 120,000 2003/04

Ramatlabama, Manyana, Kanye,Phihetswane,Lotlhakane/W, Pitseng

6 20,000 120,000 2004/05

P/Potlokwe, Ralekgetho, Mogonye, Madingwane,Dinatshana, Phitshane/M

6 20,000 120,000 2005/06

D/toilets for health facilities K-Dada,Pitsane,Ranaka 3 20,000 60,000 2004/05

S&CD extension offices Ntlhantlhe,Mmathethe,Maokane,Pitshane/M,

5 65,000 304,167 2003/04

Ranaka,Hebron,Keng,MorwamosuTsonyane, Metlojane,

5 65,000 325,000 2004/05

1 65,000 65,000 2005/06

RAD extension offices Sekhutlane 1 60,833 60,833 2003/04

Matimela storeroom Goodhope 1 30,000 60,000 2003/04

Table 16.100 Summary Of Cost Estimates For Lg1107

Projects 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 Total

H/stampers shelter 125,000 100,000 225,000

Guard shelter (pr/school) 120,000 120,000 360,000

Double toilet(health fac) 60,000 60,000

Extension offices 325,000 325,000 65,000 715,000

Storeroom(Matimela) 30,000 30,000

Total 600,000 605,000 185,000 1,390,000

LG 1108 – RURAL SANITATION PROGRAMMETable 16.101 Planned Rural Sanitation Projects – 2003/2004


Land Fill Site Kanye 1 P14,500,000 P14,500,000

New Dumping Site Sekhutlane 1 P50,000 P50,000

Upgrading Dumping Site Mabutsane 1 P150,000 P150,000

Refuse Compactor Kanye, Good Hope, Mabutsane

3 P550,000 P1,650,000

Skip Carriers Kanye 1 P220,000 P220,000

Skips Kanye 10 P20,000 P200,000

Tipper Trucks Kanye 1 P300,000 P300,000

Medical Waste Vehicles Kanye, Mabutsane, Good Hope

3 P300,000 P900,000

Vacuum Tanker Mabutsane 1 P350,000 P350,000

Latrine Substructures Rakhuna 25 P6,000 P150,000

Good Hope 40 P6,000 P240,000

200

Mabutsane 35 P6,000 P210,000

Sheepfarm 20 P6,000 P120,000

Manyana 30 P6,000 P180,000

Abattoir/Slaughter House-Design

Kanye 1 P200,000 P200,000

Supervision Vehicles GoodHope, Mabutsane 2 P165,000 P330,000

Table 16.102 Planned Rural Sanitation Projects – 2004/2005


New Dumping Site Thankane 1 P50,000 P50,000

Refuse Compactor Kanye 1 P550,000 P550,000

Skip Carriers Kanye 1 P220,000 P220,000

Skips Mabutsane 4 P20,000 P80,000

Good Hope 6 P20,000 P120,000

Medical Waste Vehicles Good Hope 1 P300,000 P300,000

Latrine Substructures Ralekgetho 20 P6,000 P120,000

Sese 25 P6,000 P150,000

Lotlhakane/E 40 P6,000 P240,000

Digawana 40 P6,000 P240,000

Kutuku 10 P6,000 P60,000

P/Potlokwe 15 P6,000 P90,000

Abattoir/Slaughter House Kanye 1 P3,650,000 P3,650,000

Refrigerated Truck Kanye 1 P300,000 P300,000

Supervision Vehicles Kanye/Moshupa 1 P150,000 P150,000



New Dumping Site Lorolwane 1 P50,000 P50,000

Refuse Compactor Good Hope, 1 P550,000 P550,000

Tipper Truck Kanye 1 P300,000 P300,000

Vacuum Tanker Good Hope 1 P350,000 P350,000

Medical Waste Vehicles Kanye-Main 2 P300,000 P600,000

Latrine Substructures Mabule 30 P6,000 P180,000

Moshupa 40 P6,000 P240,000

M/wabojang 40 P6,000 P240,000

Phihetshwane 15 P6,000 P90,000

Keng 25 P6,000 P150,000

Supervision Vehicles Kanye/Moshupa 1 P180,000 P180,000

201



Design- Landfill Good Hope 1 P900,000 P900,000

Refuse Compactor Mabutsane 1 P550,000 P550,000

Latrine Substructures Mmathethe 35 P6,000 P210,000

Lefhoko 15 P6,000 P90,000

Polokwe 15 P6,000 P90,000

Gathwane 10 P6,000 P60,000

Papatlo 15 P6,000 P90,000

Ditlharapeng 20 P6,000 P120,000

Mmakgori 15 P6,000 P90,000

Leporung 10 P6,000 P60,000

Gamajaalela 15 P6,000 P90,000

Abattoir/Slaughter House Good Hope 1 P3,650,000 P3,650,000

Refrigerated Truck Good Hope 1 P300,000 P300,000



New Landfill Site Good Hope 1 P14,500,000 P14,500,000

Vacuum Tanker Kanye 1 P350,000 P350,000

Latrine Substructures Phitshane/M 25 P6,000 P150,000

Ranaka 30 P6,000 P180,000

Mogonye 20 P6,000 P120,000

Khonkwa 20 P6,000 P120,000

Khakhea 30 P6,000 P180,000

Ntlhantlhe 25 P6,000 P150,000

Table 16.106 Planned Rural Sanitation Projects (Lg1108) – 2008/2009


Latrine Substructures Samane 20 P6,000 P120,000

Selokolela 20 P6,000 P120,000

Maokane 20 P6,000 P120,000

Pitseng 20 P6,000 P120,000

Pitsane 20 P6,000 P120,000

Magotlhwane 15 P6,000 P90,000

Dikhukhung 15 P6,000 P90,000

Thankane 10 P6,000 P60,000

Mokhomma 10 P6,000 P60,000

202

Table 16.107 Summary Of Cost Estimates For Rural Sanitation(Lg1108)

Projects 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 Total

Land fill site + plant 14500,000 900,000 14500,000 29900,000

Upgrading dumping site

150,000 150,000

New dumping sites 50,000 50,000 50,000 150,000

Refuse compactors 1650,000 550,000 550,000 550,000 3300,000

Skip carrier + skips 420,000 420,000 840,000

Tipper truck 300,000 300,000 600,000

Medical waste vehicles

900,000 300,000 600,000 1800,000

Vacuum tanker 350,000 350,000 350,000 1050,000

Front-end loader 350,000 350,000

Latrine substructures 900,000 900,000 900,000 900,000 900,000 900,000 5400,000

Slaughter house 200,000 3650,000 3650,000 7500,000

Refrigerated truck 300,000 300,000 600,000

Supervision vehicles 330,000 150,000 180,000 660,000

Privatisation 1000,000 1000,000

Total 19750,000 7670,000 2930,000 6300,000 15750,000 900,000 53300,000

LG 1109 - Community ProjectsTable 16.108 Planned Community Projects(Lg 1109) – 2003/2004

Projects Location Quantity UnitCost Total Cost

1. Small Projects

Day Care Centre Maokane, Mmathethe, Kokong 3 160,000 480,000

2. Pilot Component

Vegitable garden Hebron, Mokatako, Ralekgetho, Molapowabojang

4 20,000 80,000

3. Block Grant villages to be determined 10 6,000 60,000

4. Training Component

Training Mabutsane, Good Hope, and Kanye/Moshupa sub

3 6,000 18,000

5. Light Duty Vehicle (extension)

Kanye/Moshupa 1 180,000 180,000

203

Table 16.109 Planned Community Projects(Lg 1109) – 2004/2005


1. Small Projects

Community Hall Manyana, Morwamosu, , Moshupa 3 160,000 480,000

2. Pilot Component

Vegetable Garden Kgomokasitwa, Mafhikana, Maokane, Molapowabojang

4 20,000 80,000

3. Block Grant Villages to be determined 10 6,000 60,000


Workshops, seminars and district conferences

Mabutsane, Good Hope, and Kanye/Moshupa sub districts

3 6,000 18,000

5. Light Duty Vehicle – Extension

Good Hope 1 180,000 180,000

Table 16.110 Planned Community Projects (Lg 1109)– 2005/2006


1. Small Projects

Day Care Centres Gathwane, Kgomokasitwa, Sekoma

3 160,000 480,000

2. Pilot Component

VDC House Ntlhanthe, 1 80,000 80,000





3 6,000 18,000

5. Light Duty Vehicle – Extension

Mabutsane 1 180,000 180,000

Table 16.111 Planned Community Projects (Lg 1109) – 2006/2007


1. Small Projects

Community Hall Tshidilamolomo, Mmakgori, Lotlhakane East

3 160,000 480,000

2. Pilot Component

VDC House Selokolela 1 80,000 80,000





3 6,000 18,000

204



1. Small Projects

Day Care Centre Sese, Dikhukhung, Dilolwe 3 160,000 480,000

2. Pilot Component

VDC House Sebako, 1 80,000 80,000





3 6,000 18,000



1. Small Projects

Community Halls Mmakgori, Magoriapitse, Lotlhakane West

3 160,000 480,000

2. Pilot Component

Knitting and Sewing House

Tshwaane, Seherelela, Mogonye 4 80,000

3. Block Grant villages to be determined 10 6,000 60,000




3 6,000 18,000

Table 16.114 Development Expenditure for Social & Community Development

Projects 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 Total

Micro projects

Small projects 480,000 480,000 480,000 480,000 480,000 480,000 2,880,000

Pilot component 80,000 80,000 80,000 80,000 80,000 80,000 480,000

Block grant 60,000 60,000 60,000 60,000 60,000 60,000 360,000

Training & Logistics 18,000 18,000 18,000 18,000 18,000 18,000 108,000

Vehicles 180,000 180,000 180,000 540,000

Total 818,000 818,000 818,000 638,000 638,000 638,000 4,368,000

LG 1110 – DISTRICT WATER AND WASTE WATERTable 16.115 Planned District Water And Waste Water Projects(Lg

1110)

Projects Location Qty Cost Implem period

New Water Supply System New villages 2 2004/09

Rehabilitation of WSS with inter-connection &tank

Ranaka, Molabowabojang 2 2003/04

Rehabilitation of WSS with new boreholes and tank

Lejwana, Lotlhakane EastSekomaMosiMaokane

5 2003/042004/062005/072006/08

205


Rehabilitation of WSS with new boreholes

Pitsane,Keng,Mabule,Lorolwane, Tswaane

Tswaneng,Khakhea,TshidilamolomoMagoriapitse,Mokgomane,SeherelelaKokong, MagotlhwaneGoodhope,Metlojane,Sedibeng,Dipotsana,Sesung

18 2004/06

2005/072006/08

2007/09

Extension of reticulation/Additional public stand pipes*

MabutsanePitsane/PotlokweTshwanyaneng,Gamoswaana,Sese,Maisane/MosamowakwenaPhitshane/Molopo,Mmakgori

8 2003/042004/052005/06

2006/07

Workshops Goodhope, Mabutsane 1 2005/06

Light duty vehicle Mabutsane, Goodhope 2 2003/05

Truck Mabutsane 1 2004/05

Truck with crane Goodhope 1 2003/04

Table 16.116


Sewer Ponds Good Hope 1 11,500,000 2004/05

L/Duty Vehicles Kanye 1 150,000 2004/05

Table 16.117 Summary Of Cost Estimates For Water And Waste Water (Lg 1110)

Projects 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 Total

Water:

New w/supply system 1150,000 563,000 1150,000 563,000 3,426,000

Rehabilitation 4740,000 8202,000 7163,000 8303,000 6737,000 1692,000 36,017,000

Ext. of reticulation 380,000 235,000 660,000 187,000 1,462,000

Workshop 1560,000 1,560,000

Vehicles 520,000 430,000 950,000

Sewerage:

Sewer ponds 11500,000 11,500,000

Vehicle 11500,000 150,000

Total 5640,000 20697,000 10906,000 9640,000 7300,000 1692,000 55,065,000

LG 1111 – VILLAGE INFRASTRUCTURETable 16.118 Planned village infrastructure projects (lg 1111) –

2003/04-2008/09

Projects Location Qty Unit Cost Total Cost ImplementationPeriod

Design–Village Infrastructure Moshupa 1 1,500,000 1,500,000 2003/04

Upgrading of village infrastructure (30 km tarred roads, drainage)

Moshupa 1 57,000,000 57,000,000 2004/05

Upgrading of village infrastructure (30 km tarred roads, drainage)

Kanye (stage II works) 1 50,100,000 50,100,000 2005/2006

L/duty vehicle – station wagon Kanye (HQ) 1 250,000 500,000 2003/04

Aerial platform vehicle Kanye 1 300,000 300,000 2003/04

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Table 16.119 Summary Of Cost Estimate For Village Infrastructure (Lg1111)

Projects 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 Total

Village infrastructure 1,500,000 57,000,000 50100,000 108600,000

Vehicles 800,000 800,000

Total 2300,000 57000,000 50100,000 109,400,000

LG 1112 – MUNICIPAL SERVICESTable 16.120 Planned Municipal Services Projects 2003/04-2008/09

Project Location Quantity Unit Cost Total Cost Implementation year

Supplies Warehouse

Kanye 4 4,260,000 2003/04

Goodhope 2,110,000 2003/04

Mabutsane 2,110,000 2004/05

Moshupa 2,110,000 2005/06

Mechanical Workshop

Kanye 1 3,410,000 3,410,000 2005/06

Mabutsane 1 2,210,000 2,210,000 2004/05

Table 16.121 Summary Of Cost Esimates For Lg 1112-Municipal Services

Projects 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 Total

Warehouse-big 4,260,000 4,260,000

Warehouse-small 2,110,000 2,110,000 2,110,000 6,330,000

Mech. Workshop-big 3,410,000 3,410,000

Mech. Workshop-sm 2,210,000 2,210,000 4,420,000

Total 6,370,000 4,320,000 5,520,000 2,210,000 18,420,000

LG 1115 – DISTRICT ROADSTable 16.122 Planned District Roads Projects


Upgrading to earth roads Goodhope-Mogwalale 8km 230,000 230,000 2004/05

Bikwe-Fikeng 10km 287,500 287,500 2003/04

Moshupa-Pyetle 16km 460,000 460,000 2003/04

Pyetle-Manyana 10km 287,500 287,500 2003/04

Upgrading to gravel roads Leporung-Tshidilamolomo 42km 3,460,800 3,460,800 2003/04

Lorolwane-Sekhutlane 38km 3,131,200 2004/05

Ralekgetho-Pitseng 17km 1,400,800 2004/05

Lotlhakane West-Moshana 16km 1,318,400 2004/05

Lefoko-Mokhomma 15km 1,236,000 2004/05

SUBTOTAL 7,086,400

Sesung-Selokolela 14km 1,153,600 2005/06

Pitseng-Naledi 22km 1,812,800 2005/06

Mosi-B101 jct. 7km 576,800 2005/06

SUBTOTAL 3,543,200

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Keng-Itholoke 12km 988,800 2006/07

Mabutsane-Kanaku 7km 576,800 2006/07

Pitseng-Mosepele 17km 1,400,800 2006/07

SUBTOTAL 2,966,400

Upgrading to bitumen roads Kgomokasitwa-Tshweneyagae 14km 16,660,000 2005/06

Moshupa-Lotlhakane West 10km 11,900,000 2006/07

Phitshane/M-Mokatako- 10km 11,960,000 2004/05

Subtotal 40,520,000

Construction of culverts Lotlhakane West-Polokwe 2 100,000 200,000 2003/04

Lotlhakane West-Moshana 1 100,000 100,000 2003/04

Kgomokasitwa-Magotlhwane 3 100,000 300,000 2003/04

Molapowabojang-Lorwana 2 100,000 200,000 2004/05

Mmathethe-Metlobo 3 100,000 300,000 2004/05

Sub Total 11 1,100,000

Construction of bridges See under MWTC

Construction of road depot Kanye/Moshupa 1 1,360,200 2005/06

Light duty vehicles Kanye/M,Goodhope,Mabutsane 3 150,000 450,000 2003/06

Trucks/crane Kanye 1 500,000 500,000 2004/05

Tipper truck Goodhope-2 2 350,000 700,000 2003/04

Motor grader GoodhopeMabutsane

2 1,000,000 2,000,000 2003/042005/06

Roller Goodhope 1 850,000 850,000 2004/05

F/end loader Kanye 1 700,000 700,000 2004/05

Bulldozer Kanye 1 2,147,000 2,147,000 2003/04

Low-bed transporter Kanye 1 600,000 600,000 2003/04

Table 16.123 Summary Of Cost Estimates For District Road (Lg1115)

Projects 2003/04

2004/05

2005/06

2006/07 2007/08

2008/09

Total

Upgrading to earth roads 1035,000 230,000 1265,000

Upgrading to gravel roads 3460,800 7086,400 3543,200 2966,400 17056,800

Upgrading to tar roads 900,000 11,900,000 16600,000 11900,000 40460,000

Culverts 600,000 500,000 1100,000

Road depot 100,000 1260,200 1360,200

L/duty vehicles 150,000 150,000 150,000 450,000

H/duty vehicles 700,000 450,000 1150,000

Plant equipment 3747,000 1550,000 1000,000 6297,000

Total 10692,800 22226,400 22253,400 13966,400 69139,000

Roads maintenance (LG104) 7,500,000 2,000,000 9,500,000


The plan monitoring program should ensure that projects are implemented according to plan and that plan deviations are analysed and either remedy measures are taken or plan objectives revised. In addition to the implementation schedule detailed above, plan monitoring will be undertaken through the existing tools such as quarterly financial and physical progress reports, monthly reports, Annual Development plans, Project review exercises, and the midterm reviews.

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Quarterly Financial and Physical Progress Reports

Quarterly Financial and Physical Reports will be produced which will show the physical and financial status of the projects implemented. This will enable the implementing departments in reviewing whether projects are completed within their time frame and budget as stipulated in the contracts. In addition, monthly reports site meetings for big projects will be held where progress will be discussed.

Project Review

Project Review meetings will also be held on annual basis between the district and the ministry to for purposes of reviewing overall progress in project implementation and consideration of project proposals for the following financial year. Implementation constraints will be discussed and resolved during these meetings to facilitate smooth implementation of projects.

Annual Development Plans

The annual development plans detailing a priority list of development projects to be implemented in the following financial year will be prepared. For project implementation to start on schedule, these plans will be completed in February to enable other pre-tender activities to be done before the financial year begins.

Mid-Term Review

The mid-term review will be held midway through the plan period. The main aim of the tool is to review progress on programme and project implementation during the DDP6 with a view to identifying achievements, failures, and proposing plan changes where necessary.

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CHAPTER SEVENTEEN17 PLAN MONITORING AND EVALUATION17.1 INTRODUCTION

Plan monitoring and evaluation ensures smooth implementation and management of the plan. It makes it possible to identify constraints that hinder implementation and find remedial measures to address these constraints.


The preparation and monitoring of the district development plan is the responsibility of the District Development Committee with the District Commissioner and the Council Secretary being the two co-managers. The Council Planning Officer and the District Development Officer assist in the coordination and implementation of the plan.

17.1.2 Plan Management

The responsibility of plan monitoring and evaluation of the plan generally lie with the District Development Committee as the plan overseer and the District Full Council as the ultimate approver of all implementation strategies. Other stakeholders like Parastatals, non-governmental organizations, and to some extent the private sector, especially the contractors that are involved in the construction industry also have a significant role in this process. The plan managers and the planners will continue to link all players involved in the implementation of the plan.

To facilitate proper monitoring and evaluation, periodic preparations of reports on programmes and projects implementation are being prepared, which state the targets each department sets to achieve annually. Based on the annual plans the departments are expected to report quarterly to the District Development Committee on the progress in implementation and outlining any constraints experienced. This arrangement helps the district to take timely and corrective measures in cases there are deviations on project implementation.

The communities through the Village Development Committees also have limited monitoring on the plan especially when projects are delayed or when plot is being sort for a particular project.

17.2 ENVIRONMENTAL MONITORING ACTIVITIES

17.2.1 Environmental Impact Assessment

Before any major project can be implemented in the district, there has to be an environmental audit to check on those projects that would have to undergo the environmental impact assessment so as to identify all positive and negative impacts to the environment. The implementing body has to make sure that all recommended mitigation measures are carried out during the implementation of the project. Where it is not possible to carry out an intensive EIA, the concerned departments have to come up with potential impacts of the project and some mitigation measures.

17.2.2 Strategic Environmental Assessment (SEA)

The main aim of SEA is to identify opportunities and constraints that the projects will have on the environment thus enabling comparison of alternative projects. This allows formulation of indicators and monitoring tools to be used during implementation of the plan. Strategic Environmental Assessment will therefore examine proposed developments within the context of ecological objectives of the district; national and international level thus promoting sustainable development and use of natural resources.

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17.2.3 Public Awareness

To ensure that projects do not have negative impact on the environment in the district, management and the private sector will facilitate community education on environmental awareness and make use of policies, legislation and regulatory measures in place. In addition advices will continually be sought from NCSA and similar conservation bodies on how to address environmental issues.

17.3 FINANCIAL AND PERSONNEL CONSTRAINTS

17.3.1 Public Sector Resources

At the end of District Development Plan 5, Southern district was running short of technical officers in order to effectively implement the projects planned, this is so especially in the Labour Based Public Works which needs Technical officers for efficient supervision and monitoring of implemented projects. The district is also faced with the problems of ministries placing junior officers at the district level that cannot take decisions on their own without firstly contacting headquarters. This brings delays in project implementation.

In order to achieve the intended objectives of the plan adequately trained and experienced

Personnel should be made available to implement, monitor and review the development plan. The need to have experienced and adequately trained personnel cannot be over emphasized.

17.3.2 Financial Resources

Councils still have dependence on central government for financial resources. The ceilings set by the ministries mainly determine the capital budget. These ceilings are normally lower than the proposed budget due to the economic situation of the country and the priorities set by government. Lack of capacity is also a factor affecting the ceilings offered to districts programmes.

For the council to implement a project/programme funding has to be sourced from the ministry, this sometimes takes long and end up with cost over runs. The ministry usually delays in approving funds being requested, as it has to wait for all project memoranda from all districts before funds can be released to the district. This results in poor performance on project implementation, as there is sometimes a gap between estimated financial requirements and actual earnings.

The recurrent budget constraint is affecting the replacement of machinery and equipment that are vital for effective implementation of projects and programmes. This problem creates shortage of transport and the few available are over stretched and results in regular breakdowns.

As DDP6 is Performance Management Systems complaint, the limited financial resources allocated will be used to the optimal use to avoid cost over runs on projects. Implementation of programmes and projects will depend on the availability, timely approval and disbursement of funds on yearly basis.

17.4 PROPOSED PLAN MONITORING ACTIVITIES DURING DDP6

17.4.1 Project Performance Indicators

For plan monitoring to be effective, project performance indicators set in the plan need to be revisited now and then to check on the progress made. The project performance indicators will indicate if at all there are some achievement or progress made, if not, they need to be revisited and find best ways in which they can be achieved.

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17.4.2 Quarterly Progress Reports

The quarterly progress reports is one of the most important ways in which the district can identify any constraints that may hinder the progress of the project and improve project management. It provides information on implementation progress to all interested parties and helps in checking whether progress is being made as planned in carrying out programmes and projects.

17.4.3 Annual Project Review

Annual Project Review will be part of the plan monitoring and evaluation process that the district will endeavour to promote during the implementation of DDP6. The review will:

Review the implementation status of programmes and projects for each financial year. Devise strategies to achieve programme goals and objectives for the annual plan. Justify projects proposed for the next financial year Make trade-offs where necessary.

Local level organizations, departments and agencies should be involved in the implementation of the projects more so that they are end users and sometimes may have to provide basic facilities such as land, roads and water to make such projects operational.

17.4.4 Mid Term Review

Mid term review is conducted mid way of the implementation of the District Development Plan. The aim of the review is to:

Review policies and assess the performance of the plan Address major or controversial issues and suggest re-prioritisation alternatives for policies, strategies, programmes and projects where appropriate. Serve as future ground work for the next plan Ensure the highest success in the implementation of the remaining part of the plan.

All stakeholders need to be involved when the mid term review is conducted. Successful project implementation and monitoring depends solely on the availability of supportive resources like manpower, funding and availability of competent contractors. Transfers of key personnel during project implementation does have an effect on the plan, hence it need to be done cautiously. Public enterprises such as Botswana Power Corporation and Botswana Telecommunications Corporation need to provide the essential services in the shortest possible time to avoid cost overruns especially for power connection.

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APPENDIX A : DDP6 MATRIX

Projects Qty Unit Cost 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 DDP6 TEC

MINISTRY OF LOCAL GOVERNMENT

LG 101 – Maintenance of Public infrastructure

Building maintenance 5,825,000 4,316,000 10,141,000

Roads maintenance 7,500,000 2,000,000 9,500,000

Water maintenance 1,122,000 1,122,000

Subtotal 14,447,000 6,316,000 20,763,000

LG104 – LA Fleet Management

L/duty vehicle-s/cab 13 150,000 450,000 450,000 450,000 150,000 450,000 0 1,950,000

L/duty vehicle-d/cab 20 180,000 720,000 540,000 720,000 900,000 720,000 0 3,600,000

H/duty vehicle 2 250,000 0 250,000 250,000 0 0 0 500,000

Trucks 3 300,000 300,000 300,000 300,000 0 0 0 900,000

Subtotal 38 1,520,000 1,520,000 1,520,000 1,270,000 1,120,000 0 6,950,000

LG 301 – Food Storage Facilities

Food Storage facility (LG301) 4,893,000 4,893,000

LG 901 – Customary Courts

Extension of Office 2 931,600 931,600 931,600 0 0 1,863,200

Customary Court Offices 13 931,600 1,863,200 2,794,800 2,794,800 1,863,200 2,794,800 0

Subtotal 15 931,000 2,794,800 2,794,800 2,794,800 2,794,800 2,794,800 13,974,000

LG1101 – LA Planning & Management

LG 1102 –Primary School Facilities

Two-Teacher Schools 1,925,000 1,575,000 1,575,000 1,575,000 1,575,000 1,575,000 9,800,000

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Special Ed. Facilities 700,000 700,000 700,000 2,100,000

Classrooms 5,850,000 3,600,000 2,250,000 1,800,000 450,000 300,000 14,250,000


1x2 toilet 3,440,000 3,480,000 3,480,000 1,720,000 2,000,000 1,080,000 15,200,000


A/B Extension 180,000 720,000 540,000 720,000 720,000 720,000 3,600,000

Libraries 0 900,000 900,000 900,000 900,000 0 3,600,000

Resources rooms 0 600,000 400,000 400,000 200,000 400,000 2,000,000

Science rooms 0 750,000 750,000 500,000 500,000 0 2,500,000



Vehicles 200,000 570,000 770,000

TOTAL 22,955,000 29,305,000 26,145,000 18,695,000 15,445,000 9,035,000 121,580,000

LG 1103 – Recreational Facilities

Central Park 1 0 200,000 600,000 800,000

Sports Grounds 1 0 200,000 200,00 200,000 600,000

LG 1104 – Primary Health Facilities

400,000 800,000 200,000 0 0 1,400,000

24 hour clinic (structure) 5005,000 5,005,000

Clinic (structure) 4820,000 4820,000 2410,000 2410,000 14,460,000

Maternity ward 2205,000 2205,000 4,410,000

Health post (structure) 905,000 905,000 905,000 905,000 1810,000 905,000 6,335,000

Nurses houses 1368,000 1368,000 1026,000 684,000 513,000 513,000 5,472,000

Power supply 340,000 240,000 80,000 80,000 740,000

Incinerator 1250,000 250,000 1,500,000

Medical waste store 280,000 20,000 300,000

District medical store 100,000 1908,000 2,008,000

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Ambulances 600,000 600,000 600,000 200,000 2,000,000

Headquarters vehicles 1050,000 510,000 510,000 2,070,000

Supply vehicles 800,000 800,000

Rehabilitation vehicles 480,000 480,000 300,000 1,260,000

Subtotal 13,398,000 18,311,000 6,631,000 4,279,000 2,323,000 1,418,000 46,360,000

LG 1105 – Rural Administration Centre

RAC Moshupa 500,000 19,700,000 20,200,000

Extension of RAC-Good Hope 100,000 6,000,000 6,100,000

Extension offices 150,000 150,000

Subtotal 600,000 20,850,000 6,000,000 0 0 0 26,450,000

LG 1106 – Remote Area Development

Cattle 728 91,500 457,500 366,000 366,000 1,281,000

Smallstock 1250 103,600 207,200 155,400 158,800 625,000

Arable farming 240,000 240,000 30,000 510,000

Farmland purchase 2 1,200,000 1,200,000 2,400,000

Small-scale projects 6 25,000 50,000 75,000 150,000

Subtotal 220,100 2,154,700 761,400 1,754,800 75,000 0 4,966,000

LG 1107 – Labour Intensive Public Works Programme

Hand /Stampers 9 125,000 100,000 225,000

Guard Shelter (pr/school) 18 120,000 120,000 120,000 300,000

Double Toilet (Health facility) 3 0 60,000 60,000

Extension Offices 11 325,000 325,000 65,000 770,000

Storeroom (matimela) 1 30,000

Subtotal 600,000 605,000 185,000 1,390,000

LG 1108 – Rural Sanitation

Land fill site + plant 2 14,500,000 14500,000 900,000 14500,000 29900,000

215


Upgrading dumping site 1 150,000 150,000 150,000

New dumping sites 3 50,000 50,000 50,000 50,000 150,000

Refuse compactors 6 550,000 1650,000 550,000 550,000 550,000 3,300,000

Skip carrier 2 220,000 220,000 220,000

Skips 20 20,000 200,000 200,000 840,000

Tipper truck 2 300,000 300,000 300,000 600,000

Medical waste vehicles 6 300,000 900,000 300,000 600,000 1,800,000

Vacuum tanker 3 350,000 350,000 350,000 350,000 1,050,000

Front-end loader 1 350,000 350,000 350,000

Latrine substructures 900 6,000 900,000 900,000 900,000 900,000 900,000 900,000 5400,000

Slaughter house 2 3,650,000 200,000 3650,000 3650,000 7500,000

Refrigerated truck 2 300,000 300,000 300,000 600,000

Supervision vehicles 4 330,000 150,000 180,000 660,000

Privatization 1,000,000 1,000,000

Total 19750,000 7670,000 2930,000 6300,000 15750,000 900,000 53,300,000

LG 1109 – Community Projects

Micro projects

Small projects 480,000 480,000 480,000 480,000 480,000 480,000 2,880,000

Pilot component 80,000 80,000 80,000 80,000 80,000 80,000 480,000

Block grant 60,000 60,000 60,000 60,000 60,000 60,000 360,000

Training & Logistics 18,000 18,000 18,000 18,000 18,000 18,000 108,000

Vehicles 180,000 180,000 180,000 540,000

Total 818,000 818,000 818,000 638,000 638,000 638,000 4,368,000

LG 1110 – District Water Supply

New w/supply system 1150,000 563,000 1150,000 563,000 3426,000

Rehabilitation 4740,000 8202,000 7163,000 8303,000 6737,000 1692,000 36017,000

Ext. of reticulation 380,000 235,000 660,000 187,000 1,462,000

Workshop 1560,000 1,560,000

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Vehicles 520,000 430,000 950,000

Sewerage:

Sewer ponds 1,1500,000 11,500,000

Vehicle 1,1500,000 150,000

Subtotal 5,640,000 2,0697,000 1,0906,000 9,640,000 7,300,000 1,692,000 55,065,000

LG 1111 – Village Infrastructure

Village infrastructure 1,500,000 57,000,000 50,100,000 108,600,000

Vehicles 800,000 800,000

Total 2,300,000 57,000,000 50100,000 109,400,000

LG1112 – Municipal Services

Warehouse-big 3,660,000 3,660,000

Warehouse-small 2,110,000 2,110,000

Mech.Workshop-big 3,010,000 3,010,000

Mech.Workshop-sm 1,610,000 1,610,000

Subtotal 2,110,000 5,270,000 3,010,000 10,390,000

LG 1115 – District Roads

Upgrading to earth roads 1035,000 230,000 1265,000

Upgrading to gravel roads 3460,800 7086,400 3543,200 2966,400 17056,800

Upgrading to tar roads 900,000 12260,000 16300,000 11000,000 40460,000

Culverts 600,000 500,000 1100,000

Road depot 100,000 1260,200 1360,200

L/duty vehicles 150,000 150,000 150,000 450,000

H/duty vehicles 700,000 450,000 1150,000

Plant equipment 3747,000 1550,000 1000,000 6297,000

Subtotal 10692,800 22,226,400 22,253,400 13,966,400 69,139,000

MINISTRY OF LANDS, HOSING AND ENVIRONMENT

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LH 203 – District Housing

Staff Houses – DA 110 3,035,000 3,035,000 3,035,000 3,035,000 3,035,000 3,033,000 18,208,000

Staff Houses – TA 17,600,000

Staff Houses – Council 97 2,770,000 2,700,000 2,770,000 2,770,000 2,770,000 2,770,000 16,620,000

Staff Houses – Land Board 2,720,000

Subtotal 55,298,000.00

LH 1001 – District Land Use Plan 1,600,000 800,000 1,600,000 4,000,000

Sub Land Board Offices 1,200,000 - 1,200,000 2,400,000

Vehicles 400,000 360,000 400,000 1,160,000

GSP Equipment 440,000 440,000

LH 1102- Land Use Planning 1,200,000 200,000 700,000 - - 875,000 2,975,000

MINISTRY OF FINANCE & DEVELOPMENT PLANNING

Revenue Offices &Staff Houses 3,900,000 3,900,000 7,800,000

Customs & Excise;

Ramatlabama Offices 12,900,000 12,900,000

Phitshane /Molopo Offices 3,700,000 3,700,000

MINISTRY OF LABOUR & HOME AFFAIRS

HA 41/120 –National Archives & Records Services

Kanye Records Centre 16,245,794 16,245,794

HA 301 – Prison Facilities

Moshopa Women’s Prison 1 22,097,606 2,000,000 20,097,606 22,097,606

Improvement to Kanye Prison 1 3,883,999 1,000,000 2,883,999 3,883,999

HA 419 – Labour Facilites

Kanye Labour Office 1,000,000 3,612,100 4,612,100

HA 502 – National Library Services

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Kanye Extension 1 1,711,300 711,300 1,000,000 1,711,300

Goodhope Library 1 15,500,000 1,000,000 14,500,000 15,500,000

Kanye mobile library 1 1,000,000 1,000,000 1,000,000

Village Reading Rooms* To be decided

Book Box Services* To be decided

HA 902 – Sports & Recreation

Kanye Stadium 1 1,000,000 6,000,000 7,000,000 14,000,000

MINISTRY OF MINERALS, ENERGY &WATER AFFAIRS

MR101/104 MMEWR Facilities

Moshupa Office 1 6,330,000 2,281,000 4,049,000 6,330,000

MR 124- National Power Development

Village Electrification

Village Electrification (20km form existing grid)

MR 215-Geological Survey Facilities

Molapowabojang Coresheds 2,000,000

MR217- Mineral Exploration

Molopo Farms Complex 1 5,200,000 5,200,000 5,200,000

Molopo Weir 1 215,000 215,000 215,000

MR315 – Water Affairs Facilities

Moshupa Office Block 2,281,000 4,149,000 6,430,000

MR302-Major Village Water Supply & Development

3,853,000 4,598,000 12,771,000 39,882,000 61,104,000

Thamaga/ Moshupa water supply & Dev

1 3,853,000 4,598,000 12,771,000 39,882,000 61,104,000

Kanye Connection to N-S carrier 1 28,848,000 2,281,000 11,855,000 14,712,000 - - - 28,848,000

MR342- Village Water Supplies and

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Energy

Mabutsane Ground Water Investigation

1 31,880,000 17,314,000 13,312,000 1,255,000 31,880,000

Good Hope Area Resource Evaluation Project

1 19,000,000 8,000,000 11,000,000 19,000,000

MR413- Mining and Air pollution Control

Expansion of air pollution monitoring network (Kanye)

465,000 465,000

Rehabilitation of old and abandoned Shafts (Moshaneng)

285,000 2,371,000 3,065,000 5,721,000

MINISTRY OF EDUCATION

ED 107- Regional Education Offices

Kanye 3,300,000

ED801-Community Junior Secondary Schools

Additional Facilities 24 44,301,450

ED 802 – Senior Secondary Schools

New Senior Sec. School-Gooodhope 59,200,000

Senior sec. School upgrading-Moshupa

16,731,000

Senior sec. School upgrading Seepapetso

9,250,000

ED 201 – Brigades Development

Moshupa 13,000,000

MINISTRY OF AGRUCULTURE

AG 105-NAMPAADD

AG 101 – Livestock Marketing Facilities

Goodhope,Hebron, Mokatako, Pitsana, Digawana, Molapowabojang

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AG 104 – Dairy Improvement

Sunnyside, Pitsane 445,000

AG 206 - SLOCA

Ramatlabama 17,950,000

AG 216- Improvement to Disease Control

Animal Health Centre -Goodhope 479,424 479,424

Regional Office -Kanye 6,490,218 6,490,218

Animal Health Centre -Gasita 478,126 478,126

Animal Health Centre -Thankane 402,700 402,700

ALDEP House-Sekgwasentsho 230,035 230,035

ALDEP House-Phuduhudu 230,035 230,035

ALDEP House-Morwamosu 237,984 237,984

AG 270 – Artificial Insemination Services

Goodhope & Tsatsu 1,742,000

AG 301 - ALDEP 1,360,000

AG 302 – Irrigation and Water Development

Southern District 8,035,000

AG 315 –Development of Extension Services

A/Ds Moshopa 220,238 220,238

A/Ds Tsonyane 220,238 220,238

A/Ds Ditlharapeng 220,238 220,238

A/Ds Lotlhakane West 220,238 220,238

A/Ds Mokgomane 220,238 220,238

A/Ds Mokhomma 220,238 220,238

A/Ds Segwagwa 220,238 220,238

A/Ds Mathethe 220,238 220,238

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A/D’sPelotshetlha 220,238 220,238

A/Ds Digawana 220,238 220,238

SRTC Pelotshetlha 440,476 440,476

SRTC Office Block/HE -Pelotshetlha

3,204,355 3,204,355

AG 406-Research Programme Support

Goodhope & Selokolela 1,381,980

AG 423-Agricultural Research

Southern District Villages 5,631,650

AG 501-Coorporative Development

Kanye 1,839,000

MINISTRY OF HEALTH

MD 101 – MOH Computarisation

Computerization of SDA School of Nursing

MD 201–Institute of Health Sciences

Upgrading of SDA School of Nursing

29,312,670

MD 405- Primary Hospitals 3,140,335

Primary Hospital-Moshupa 50,000,000

50 bed Hospital - Mabutsane 52,000,000

MD 425 – Oral Health Services

SDA Hospital 6,000,000

MD 511 – Improvement to Technical Support Services Infrastructure

Construction of MEMS Workshop at Goodhope Primary Hospital

7,000,000

MINISTRY OF TRADE

222


INDUSTRY & WILDLIFE

Local Enterprise Development

Construction of Staff house Phase I Kanye

1,101,168

Construction of Staff houses Phase II Goodhope

565,784

Rural Industries Promotion

Construction of Industrial Satellite Service Centres

3,610,000

Technology Adaptation (Kanye) 14,665,000

Staff housing 1,545,000

Completion of H/Q Building (Kanye)

2,000,000

Refurbishment of RIIC Properties (Kanye)

1,300,000

Information Technology 1,070,000

Food Technology Research Services

NFTRC Master Plan 6,125,523

Staff Housing 3,705,000

Lab Equipment 7,804,500

Information Technology 645,000

Development of DTCA

Staff houses - Kanye 1,260,623

Development of Tourism

Development of the District Tourism Plan

1,000,000

Development of the Department of Wildlife and National Parks

Office Block – Kanye 3,000,000

Extension to Office Block–Mabutsane

500,000

Community Private Sector

223


Initiatives

Conservation Initiatives 100,000

CBRNM 100,000

MINISTRY OF WORKS, TRANSPORT AND COMMUNICATIONS

Botswana Railway Finances

Feasibility study on Trans-Kalahari Rail link

1500,000

Road Transport Control & Safety

Ramatlabama w/bridge office & equipment

583,400

Vehicle Testing Station-Kanye 10,658,000

Driver Testing Ground-Kanye 3,500,000

Refurbishment of Office-Kanye 1,300,000

WT502-Bitumen Roads Improvement

Jwaneng-Sekoma 5,000,000

Sekoma-Kokotsha 30,000,000

Mogobane-Ranaka 20,000,000

Rehabilitation Projects;

Thamaga-Kanye 15,320,000

Boatle-Ramatlabama 36,385,000

Lobatse-Kanye 16,852,000

Kanye Shoulder Reseal 4,704,000

Phitshane-Molopo Bridge

Moshopa-Lotlhakane

WT508(91/508)- Trunk Roads in Urban Roads

224


Kanye by Pass 18,000,000

WT509(91/509)- Secondary Roads Construction

Phitshane - Mabule 60,000,000

Mogobane-Ranaka 20,000,000

WT521(91/521)- Bridge Construction

Phitshane/Molopo(Boarder)

Mosope River in Moshopa

Molapowabojang-Mogojogojo

Kolobeng river (Manyana)

Moshupa-Lotlhakane West

Metereological Services

Office & Residential Accommodation

Upgrading Climatic Stations 900,000


Electrification of Fuel point-Kanye 60,000

Electrical & Mechanical Services

DEMS Regional Office-Kanye 4,378,000

MINISTRY OF STATE PRESIDENT

OP 413(21/413)- Development of Broadcasting Network

UHF/VHF Bands- RB1,RB2 & TV 2,560,000

Medium Wave(Mmathethe & Khakhia)

2 4,000,000 8,000,000

225


District Offices & Housing - Goodhope

1 2,216,000 2,216,000

Regional Offices – Kanye 1 7,500,000 7,500,000

Improvement to Police Stations

Phitshane-Molopo Police station 1 9,090,000 9,090,000 9,090,000

OP 413 (21/413) – Police Housing

Phitshane-Molopo 26 9,613,000 9,613,000

Kanye 47 16,000,000 16,000,000

Improvement to Existing Houses

Pitshane-Molopo 6 100,000 600,000 600,000

Kanye 35 100,000 3,500,000 3,500,000

Police Telecommunication & Equipment

Extension of VHF Radio trunking

226