Kgatleng district council kgatleng district development committee ministry of local government

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16.7Resource Requirement for DDP 6

16.7.1Issues and strengths

Kgatleng District is prone to veldt fire outbreaks but the community is reluctant to assist in fire suppression activities. There has not been many domestic fire outbreaks but the possibility of putting up and equipping a fire station cannot be ruled out, as a contingency measure.

16.7.2Performance Targets, Budget and Plan Monitoring

Table 16.73 Proposed Projects, Performance Targets, Budget and Plan Monitoring

Proposed Project

Performance Target


Plan Monitoring

Conduct workshops

Construction of Fire breaks

Workshops conducted

Fire breaks constructed

Not available

Budget not Available

Quarterly progress report

Collect inventory of areas prone to floods and map evacuation routes

Building plans must comply to safety measures

Construction of warehouse

Inventory collected and evacuation routes mapped

Compliant plans designed

Ware house constructed

Budget not Available

Budget not Available

Budget not Available

Quarterly progress report

Conduct workshops

Maintenance of the existing agricultural infrastructure

Workshops conducted

Agricultural Infrastructure maintained

Budget not Available

Budget not Available

Quarterly progress report

Mainstream disaster management into development Planning

Disaster management mainstreamed

Budget not Available

Quarterly progress report

Make an inventory of existing private sector in the district

Conduct workshops

Inventory of existing private sector made

Workshops conducted

Budget not Available

Quarterly progress report

16.7.3Resource Requirements for DDP6

Resources required to accomplish the projects in this chapter are perhaps moderate. The most important resource is finance. Indeed the proposed warehouse, equipment and materials do carry cost implications. All other operations also have cost attached to them. Management will also play a crucial role as a resource input. The challenge to management will be to remain prepared for disaster even without any sign of possible threat; which in fact is the essence of contingency planning. Apart from meeting regularly, the DDMC will also have to ensure that the various components of the response mechanism remain in tune through regular rehearsals.
The current situation where the DDMC does not have any capital outlay and of course materials also is most regressive. What happens is that the committee relies on government agencies and non-government organisations for such needs. Thus, there is no warehouse, no tents, no blankets no first aid equipment, no money no offices. In the past tents used in relief operations were borrowed from the Elections office and the Red Cross Society. Transport was provided by the District Council and other government departments office accommodation and stationery were provided by District Administration and Council. There were no materials deserving mention, and the headquarters could not assist because it was also equally deprived. This is the scenario, which must be changed. The DDMC must be transformed into a well-endowed body with desirable resources.
Although government has in the past had difficulties in providing for contingency planning requirements, growing recognition of the need to treat disaster management as an aspect of development process because of the enormous benefits that are associated with this approach, are sensitising us towards transforming our response mechanisms from a state of dormancy to action, dependency to at least partial independence, budget absence to budget allocation, management by crisis to preparedness.
Despite the overbearing budget constraints associated with such operations we are convinced that the new trend will prove to be worthwhile.

16.7.4Plan Monitoring Program






Key Performance Indicator

Safety and Security measure

Compassionate, Just and Caring.

Construction of a District Disaster Management Warehouse, purchase of equipment, purchase of stock.

Construction of fire station in Mochudi.

Construction of fire breaks network throughout the District.

May 2004

April 2004

June 2004

October 2004

April 2005

June 2005

Build capacity for providing relief aid to 4000 persons at once.

Response time of under four minutes.

Cover the whole District.

Safety and security measure.

Compassionate, just and caring

Establishment of disaster Management Relief Fund

April 2003

March 2009

Two million Pula.

Education and Information of society

Mounting of educational workshop to sensitise members of the community and prepare them for the unlikely occurrences of disaster.

April 2003

April 2004

The whole District.

Education and Information of society

Train specific individuals as Team Leaders in disaster operations.

April 2004

September 2004

Two people from each settlement.

Safety and Security

Revive DDMC and widen its scope beyond that of preparedness for relief to that of Disaster Avoidance and re-construction.

April 2004


The committee to meet regularly at least 4 times in a year.


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