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LEKWA LOCAL MUNICIPALITY : 2015/2016 ANNUAL REPORT : 1ST DRAFT | CONTENTS 2
CONTENTS
CONTENTS .......................................................................................................................................................... 2
REVISED ANNUAL REPORT TEMPLATE ..................................................................................................... 8
CHAPTER 1 – MAYOR’S FOREWORD AND EXECUTIVE SUMMARY .................................................... 9
COMPONENT A: MAYOR’S FOREWORD ................................................................................................. 9
COMPONENT B: EXECUTIVE SUMMARY .............................................................................................. 11
1.1. MUNICIPAL MANAGER’S OVERVIEW ........................................................................................ 11
1.2. MUNICIPAL FUNCTIONS, POPULATION AND ENVIRONMENTAL OVERVIEW ................ 11
1.3. SERVICE DELIVERY OVERVIEW ................................................................................................ 16
1.4. FINANCIAL HEALTH OVERVIEW ................................................................................................. 19
1.5. ORGANISATIONAL DEVELOPMENT OVERVIEW .................................................................... 22
1.6. AUDITOR GENERAL REPORT ..................................................................................................... 22
1.7. STATUTORY ANNUAL REPORT PROCESS ............................................................................. 23
CHAPTER 2 – GOVERNANCE ....................................................................................................................... 25
COMPONENT A: POLITICAL AND ADMINISTRATIVE GOVERNANCE ........................................... 25
2.1 POLITICAL GOVERNANCE ........................................................................................................... 25
2.2 ADMINISTRATIVE GOVERNANCE .............................................................................................. 28
COMPONENT B: INTERGOVERNMENTAL RELATIONS ..................................................................... 30
2.3 INTERGOVERNMENTAL RELATIONS ........................................................................................ 30
COMPONENT C: PUBLIC ACCOUNTABILITY AND PARTICIPATION ............................................... 32
2.4 PUBLIC MEETINGS ......................................................................................................................... 32
2.5 IDP PARTICIPATION AND ALIGNMENT ..................................................................................... 34
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COMPONENT D: CORPORATE GOVERNANCE ................................................................................... 34
2.6 RISK MANAGEMENT ...................................................................................................................... 34
2.7 ANTI-CORRUPTION AND FRAUD ................................................................................................ 37
2.8 SUPPLY CHAIN MANAGEMENT .................................................................................................. 38
2.9 BY-LAWS ........................................................................................................................................... 38
2.10 WEBSITES ........................................................................................................................................ 39
2.11 PUBLIC SATISFACTION ON MUNICIPAL SERVICES .............................................................. 40
CHAPTER 3 – SERVICE DELIVERY PERFORMANCE (PERFORMANCE REPORT PART I) ........... 42
COMPONENT A: BASIC SERVICES ......................................................................................................... 42
3.1. WATER PROVISION ....................................................................................................................... 44
3.2 WASTE WATER (SANITATION) PROVISION ............................................................................. 51
3.3 ELECTRICITY ................................................................................................................................... 57
3.4 WASTE MANAGEMENT (THIS SECTION TO INCLUDE: REFUSE COLLECTIONS,
WASTE DISPOSAL, STREET CLEANING AND RECYCLING) ........................................................ 62
3.5 HOUSING .......................................................................................................................................... 67
3.6 FREE BASIC SERVICES AND INDIGENT SUPPORT .............................................................. 72
COMPONENT B: ROAD TRANSPORT ..................................................................................................... 75
3.7 ROADS ............................................................................................................................................... 75
3.8 TRANSPORT (INCLUDING VEHICLE LICENSING & PUBLIC BUS OPERATION) ............. 80
3.9 WASTE WATER (STORMWATER DRAINAGE) ......................................................................... 83
COMPONENT C: PLANNING AND DEVELOPMENT ............................................................................. 87
3.10 PLANNING ......................................................................................................................................... 88
3.11 LOCAL ECONOMIC DEVELOPMENT (INCLUDING TOURISM AND MARKET PLACES) . 91
COMPONENT D: COMMUNITY & SOCIAL SERVICES ......................................................................... 98
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3.12 LIBRARIES; ARCHIEVES; MUSEUMS; GALLERIES; COMMUNITY FACILITIES; OTHER
(THEATRES, ZOOS, ETC) ...................................................................................................................... 98
3.13 CEMETORIES AND CREMATORIUMS ..................................................................................... 102
3.14 CHILD CARE; AGED CARE; SOCIAL PROGRAMMES .......................................................... 104
COMPONENT E: ENVIRONMENTAL PROTECTION ........................................................................... 105
3.15 POLLUTION CONTROL ................................................................................................................ 105
3.16 BIO-DIVERSITY; LANDSCAPE (INCL. OPEN SPACES); AND OTHER (EG. COASTAL
PROTECTION) ........................................................................................................................................ 105
COMPONENT F: HEALTH ......................................................................................................................... 107
3.17 CLINICS ........................................................................................................................................... 107
3.18 AMBULANCE SERVICES ............................................................................................................. 108
3.19 HEALTH INSPECTION; FOOD AND ABBATOIR LICENSING AND INSPECTION; ETC . 108
COMPONENT G: SECURITY AND SAFETY.......................................................................................... 110
3.20 TRAFFIC LAW ENFORCEMENT ................................................................................................. 110
3.21 FIRE .................................................................................................................................................. 112
3.22 OTHER (DISASTER MANAGEMENT, ANIMAL LICENCING AND CONTROL, CONTROL
OF PUBLIC NUISANCES AND OTHER) ............................................................................................. 115
COMPONENT H: SPORT AND RECREATION...................................................................................... 116
3.23 SPORT AND RECREATION ......................................................................................................... 116
COMPONENT I: CORPORATE POLICY OFFICES AND OTHER SERVICES ................................. 119
3.24 EXECUTIVE AND COUNCIL ........................................................................................................ 119
3.25 FINANCIAL SERVICES ................................................................................................................. 127
3.26 HUMAN RESOURCE SERVICES................................................................................................ 133
3.27 INFORMATION AND COMMUNICATION TECHNOLOGY (ICT) SERVICES ...................... 140
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3.28 PROPERTY; LEGAL; RISK MANAGEMENT AND PROCUREMENT SERVICES .............. 144
COMPONENT J: MISCELLANEOUS ....................................................................................................... 148
COMPONENT K: ORGANISATIONAL PERFOMANCE SCORECARD ............................................. 148
CHAPTER 4 – ORGANISATIONAL DEVELOPMENT PERFORMANCE ............................................... 250
(PERFORMANCE REPORT PART II) .......................................................................................................... 250
COMPONENT A: INTRODUCTION TO THE MUNICIPAL PERSONNEL .......................................... 250
4.1 EMPLOYEE TOTALS, TURNOVER AND VACANCIES........................................................... 250
COMPONENT B: MANAGING THE MUNICIPAL WORKFORCE ....................................................... 252
4.2 POLICIES ......................................................................................................................................... 254
4.3 INJURIES, SICKNESS AND SUSPENSIONS ........................................................................... 256
4.4 PERFORMANCE REWARDS ....................................................................................................... 259
COMPONENT C: CAPACITATING THE MUNICIPAL WORKFORCE ............................................... 260
4.5 SKILLS DEVELOPMENT AND TRAINING ................................................................................. 262
COMPONENT D: MANAGING THE WORKFORCE EXPENDITURE................................................. 265
4.6 EMPLOYEE EXPENDITURE ........................................................................................................ 265
CHAPTER 5 – FINANCIAL PERFORMANCE ............................................................................................ 269
COMPONENT A: STATEMENTS OF FINANCIAL PERFORMANCE ................................................. 269
5.1 STATEMENTS OF FINANCIAL PERFORMANCE .................................................................... 270
5.2 GRANTS .......................................................................................................................................... 273
5.3 ASSET MANAGEMENT ................................................................................................................ 275
5.4 FINANCIAL RATIOS BASED ON KEY PERFORMANCE INDICATORS .............................. 278
COMPONENT B: SPENDING AGAINST CAPITAL BUDGET.............................................................. 285
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5.5 CAPITAL EXPENDITURE ............................................................................................................. 286
5.6 SOURCES OF FINANCE .............................................................................................................. 286
5.7 CAPITAL SPENDING ON 5 LARGEST PROJECTS ................................................................ 288
5.8 BASIC SERVICE AND INFRASTRUCTURE BACKLOGS – OVERVIEW ............................. 289
COMPONENT C: CASH FLOW MANAGEMENT AND INVESTMENTS ............................................ 291
5.9 CASH FLOW ................................................................................................................................... 292
5.10 BORROWING AND INVESTMENTS ........................................................................................... 294
5.11 PUBLIC PRIVATE PARTNERSHIPS .......................................................................................... 298
COMPONENT D: OTHER FINANCIAL MATTERS ................................................................................ 298
5.12 SUPPLY CHAIN MANAGEMENT ................................................................................................ 298
5.13 GRAP COMPLIANCE .................................................................................................................... 299
CHAPTER 6 – AUDITOR GENERAL AUDIT FINDINGS .......................................................................... 300
COMPONENT A: AUDITOR-GENERAL OPINION OF FINANCIAL STATEMENTS 2014/2015 .... 300
6.1 AUDITOR GENERAL REPORT : 2014/2015 FINANCIAL YEAR .............................................. 300
COMPONENT B: AUDITOR-GENERAL OPINION : 2015/2016 .......................................................... 301
6.2 AUDITOR GENERAL REPORT : 2015/2016 FINANCIAL YEAR .............................................. 301
GLOSSARY ...................................................................................................................................................... 303
APPENDICES .................................................................................................................................................. 306
APPENDIX A – COUNCILLORS; COMMITTEE ALLOCATION AND COUNCIL ATTENDANCE .. 306
APPENDIX B – COMMITTEES AND COMMITTEE PURPOSES........................................................ 307
APPENDIX C –THIRD TIER ADMINISTRATIVE STRUCTURE .......................................................... 308
APPENDIX D – FUNCTIONS OF MUNICIPALITY / ENTITY ............................................................... 309
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APPENDIX E – WARD REPORTING ....................................................................................................... 310
APPENDIX F – WARD INFORMATION ................................................................................................... 311
APPENDIX G – RECOMMENDATIONS OF THE MUNICIPAL AUDIT COMMITTEE YEAR 0 ...... 312
APPENDIX H – LONG TERM CONTRACTS AND PUBLIC PRIVATE PARTNERSHIPS ............... 313
APPENDIX I – MUNICIPAL ENTITY/ SERVICE PROVIDER PERFORMANCE SCHEDULE ........ 198
APPENDIX J – DISCLOSURES OF FINANCIAL INTERESTS ............................................................ 199
APPENDIX K: REVENUE COLLECTION PERFORMANCE BY VOTE AND BY SOURCE ........... 200
APPENDIX K (i): REVENUE COLLECTION PERFORMANCE BY VOTE ......................................... 200
APPENDIX K (ii): REVENUE COLLECTION PERFORMANCE BY SOURCE .................................. 201
APPENDIX L: CONDITIONAL GRANTS RECEIVED: EXCLUDING MIG ......................................... 202
APPENDIX M: CAPITAL EXPENDITURE – NEW & UPGRADE/RENEWAL PROGRAMMES ..... 203
APPENDIX M (i): CAPITAL EXPENDITURE - NEW ASSETS PROGRAMME.................................. 203
APPENDIX M (ii): CAPITAL EXPENDITURE – UPGRADE/RENEWAL PROGRAMME ................. 205
APPENDIX N – CAPITAL PROGRAMME BY PROJECT YEAR 0 ...................................................... 207
APPENDIX O – CAPITAL PROGRAMME BY PROJECT BY WARD YEAR 0 .................................. 208
APPENDIX P – SERVICE CONNECTION BACKLOGS AT SCHOOLS AND CLINICS................... 209
APPENDIX Q – SERVICE BACKLOGS EXPERIENCED BY THE COMMUNITY WHERE
ANOTHER SPHERE OF GOVERNMENT IS RESPONSIBLE FOR SERVICE PROVISION .......... 210
APPENDIX R – DECLARATION OF LOANS AND GRANTS MADE BY THE MUNICIPALITY ...... 211
APPENDIX S – NATIONAL AND PROVINCIAL OUTCOMES FOR LOCAL GOVERNMENT ........ 212
VOLUME II: ANNUAL FINANCIAL STATEMENTS ................................................................................ 213
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REVISED ANNUAL REPORT TEMPLATE
The purpose of this Annual Report is to provide for improved, consolidated content and
quality of Municipal Annual Reports, which gives effect to the legal framework requirement,
concepts and principals espoused in the White Paper on Local Government towards
improving local government performance. It reflects the ethos of public accountability. The
content gives effect to information required for better monitoring and evaluation of
government programmes in support of policy decision making. This document provides an
overview of municipal affairs by combining the annual performance report data required in
terms of section 46 of the Municipal Systems Act, with annual report requirements as also
referred to in the Municipal Finance Management Act (MFMA), 56 of 2003.
This Annual Report makes its contribution by attempting to forge linkages and reporting on
information from the Integrated Development Plan (IDP), Service Delivery and Budget
Implementation Plan (SDBIP), Budget Reform Regulations, In-year Reports, Annual Financial
Statements and Performance Management information of a municipality. It relates to the
Medium Term Strategic Framework particularly through the IDP strategic objectives; the
cross cutting nature of services offered by different spheres of government, municipal service
outcome indicators; and the contextual information as set out in Chapters 3, 4 & 5. It also
provides information on good management practices in Chapter 4; risk management in
Chapter 2; and Supply Chain Management in Chapter 5. It also addresses the Auditor
General’s Report, dealing with financial and performance management arrangements in
Chapter 6. This opens up greater possibilities for financial and non-financial comparisons
between municipalities and improved value for money.
This document must provide information on probity, including anti-corruption strategies;
disclosure of financial interests by officials and councillors; disclosure of grants from external
parties and disclosure of loans and grants by municipalities. The appendices provide more
detail including disaggregated information on municipal wards, and capital projects per ward
among others.
The financial years contained in this template are explained as follows:
Year -1: The previous financial year: 2014/2015
Year 0: The financial year of reporting: 2015/2016
Year 1: The following year, mostly requires future targets: 2016/2017
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CHAPTER 1 – MAYOR’S FOREWORD AND EXECUTIVE SUMMARY
COMPONENT A: MAYOR’S FOREWORD
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MAYOR’S FOREWORD
a. Vision:
A succinct narrative on the direction of travel, key strategic objectives and the major changes that are
being addressed. This is the most important single statement in the Annual Report.
b. Key Policy Developments:
This is based on Strategic alignment to the Provincial Growth and Development Strategy, and the IDP
strategies included in the IDP especially with focus on impact and outcome achieved – bearing in
mind that foreword provides details that should be included in the chapters to follow.
c. Key Service Delivery Improvements:
Comment on the major successes of the year included and provide an indication of challenges
overcome.
d. Public Participation:
Methods and/or processes used to increase public awareness on service availability engage public in
decision making and improve accountability to communities.
e. Future Actions:
Initiatives committed whereby service delivery will be improved over the next few years.
f. Agreements / Partnerships: Announcements on special partnerships initiated.
g. Conclusion: Final thoughts on the year.
(Signed by :) __________________________
Mayor/Executive Mayor
Delete Directive note once comment is completed – The Mayor may wish to make brief mention of
initiatives attempted that were not entirely successful in the interests of accountability and forming a
closer, trusting relationship with the community.
T 1.0.1
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COMPONENT B: EXECUTIVE SUMMARY
1.1. MUNICIPAL MANAGER’S OVERVIEW
MUNICIPAL MANAGER’S OVERVIEW
Delete Directive note once comment is completed - Municipal Manager to provide brief comments
on improvements made to service delivery and ‘mechanisms’ or initiatives’ initiated during the year to
improve overall efficiency and effectiveness of municipal activities. Provide specific references with
regard to: (i) the alignment of services to IDP indicators and Council priorities; (ii) service delivery
performance; (iii) financial sustainability as represented by the financial health ratios; (iv) the efforts
the municipality is making to conserve power and water in its offices and other facilities to compliment
the conservation measures its residents are being requested to adopt in their own housekeeping; and
(v) provide details of administrative policies made during the year reflecting the pressures from the
world recession that impact on everyone (e.g. restrictions on conferences and other events outside
your municipality and the use of meeting accommodation other than your municipality’s own venues).
Please describe any shared service arrangements (e.g. sharing ICT; payroll, billing, revenue
collection; or internal audit) your municipality has entered into with other municipalities (or other
organisations). Give the reasons and the effects. The Municipal Manager to briefly describe changes
resulting from demarcation process and assignment of functions to the municipality, if any.
T 1.1.1
1.2. MUNICIPAL FUNCTIONS, POPULATION AND ENVIRONMENTAL OVERVIEW
INTRODUCTION TO BACKGROUND DATA
The data contained in this section is extracted from the 2011 Census figures of StatsSA. In addition,
data obtained from the Mpumalanga Department of Finance’s economic development division as well
as data collected by the Municipality has also been used to provide the statistical data. Wherever
possible, comparative data has been provided in respect of contributions made by the Municipality
towards satisfying the basic requirements for water, sanitation, electricity, solid waste removal,
housing, local economic development, roads, stormwater and town planning.
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T 1.2.1
Population Details
Population '000
Age 1996 2001 *2011
Male Female Total Male Female Total Male Female Total
Age: 0 - 4 4,291 4,484 8,775 5,267 5,396 10,663 6,003 5,985 11,988
Age: 5 - 9 4,919 4,783 9,702 5,361 5,451 10,812 5,275 5,270 10,545
Age: 10 - 14 5,061 5,091 10,152 5,961 5,700 11,661 5,329 5,169 10,498
Age: 15 - 19 4,743 4,738 9,481 5,775 5,921 11,696 5,549 5,524 11,073
Age: 20 - 24 4,389 4,499 8,888 4,489 4,652 9,141 6,227 5,374 11,601
Age: 25 - 29 4,006 4,001 8,007 4,495 4,562 9,057 5,531 5,296 10,827
Age:30 - 34 3,652 3,666 7,318 3,856 3,960 7,816 4,436 4,184 8,620
Age: 35 - 39 3,271 3,074 6,345 3,453 3,714 7,167 3,879 3,902 7,781
Age: 40 - 44 2,466 2,498 4,964 3,213 3,187 6,400 3,343 3,432 6,775
Age: 45 - 49 2,015 1,901 3,916 2,464 2,505 4,969 2,961 3,439 6,400
Age: 50 - 54 1,545 1,543 3,088 2,018 1,977 3,995 2,669 2,915 5,584
Age: 55 - 59 1,184 1,289 2,473 1,417 1,548 2,965 2,315 2,233 4,548
Age: 60 - 64 798 1,057 1,855 1,118 1,384 2,502 1,497 1,743 3,240
Age: 65 - 69 688 868 1,556 627 959 1,586 988 1,246 2,234
Age: 70 - 74 422 510 932 526 764 1,290 627 977 1,604
Age: 75 - 79 327 406 733 278 412 690 335 605 940
Age: 80 - 84 134 232 366 189 325 514 229 373 602
Age: 85+ 91 172 263 119 220 339 156 252 408
TOTAL 44,002 44,812 88,814 50,626 52,637 103,263 57,349 57,919 115,268
*Source: Statistics SA T 1.2.2
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T1.2.3
Socio Economic Status Year Housing
Backlog (Informal
dwellings)
Unemployment Rate
Poverty Rate Informal Sector Employment
*HIV/AIDS Prevalence
Illiterate people 20+
years no schooling
2014/2015 23,9% 25,9% 33,5% 16,8% 32,5% 11,2%
2015/2016 23,9% 25,9% 28,8% 16,8% 47,4% 11,2%
*HIV prevalence rate - survey (pregnant women attending antenatal clinic 15-49 years old) T 1.2.4
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T 1.2.5
*Overview of Neighbourhoods within Lekwa Local Municipality
Settlement Type Households Population
Towns
Standerton 11936 44966
Morgenzon 376 1893
Sub-Total 12312 46859
Townships
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Sakhile 11987 40418
Sivukile 1722 5754
Thuthukani 893 2664
Thuthuka 29 67
Sub-Total 14631 48903
Rural settlements
Lekwa Non-urban 4127 20901
Sub-Total 4127 20901
Informal settlements
Mandela Camp 417 834
Sisulu Camp 33 82
Welamlambo Camp 126 630
C Camp 45 67
Mahala Park 76 114
Slovo Camp 142 497
Shivovo Camp 300 900
Enkanini Camp 164 574
Taxi Rank 80 280
Stand 3995 40 140
TLC Camp 62 248
Farm adjacent Sakhile 150 900
Enkanini Sivukile 42 126
Sub-Total 1677 5392
Total 31070 116663
*Key Stats 2011: Stats SA T 1.2.6
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Natural Resources
Major Natural Resource Relevance to Community
Grootdraai Dam 10th largest dam in South Africa. Can contribute significantly to tourism development which can create job opportunities
Municipal and state-owned land Land availability for economic development
T 1.2.7
COMMENT ON BACKGROUND DATA:
Noting the above socio-economic factors, Lekwa must find ways to improve the impact it has on the
local community. Key challenges facing Lekwa are the following:
(a) a high proportion of population aged 0-34 years (youth)
(b) an increase in the number of informal dwellings
(c) high inequality and low economic growth with dependence on a few industries
In order to address these challenges, the following will be critical:
Resources must be channelled to youth development, with key focus on skills development and job
creation, through a clear strategy that will include all designated groups within Lekwa, targeting youth,
women and people with disabilities. Equally important is the attracting of new businesses through an
investment strategy and active LED forum and strategic private sector partnerships. Through the
identification of key industries and sectors that can drive the economy sustainably into the future, the
role of tourism, manufacturing, trade, agriculture and mining will be critical.
T 1.2.8
1.3. SERVICE DELIVERY OVERVIEW
SERVICE DELIVERY INTRODUCTION
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Delete Directive note once comment is completed - Provide a brief introduction to basic service
delivery achievements and challenges including a brief specific comment on service delivery to
indigents.
T 1.3.1
2012/2013 2013/2014 2014/2015 2015/2016
Electricity service connections 89% 89% 92% 89%
Water - available within 200 m from dwelling 90% 98% 92% 98%
Sanitation - Households with at leats VIP service 86% 95% 88% 96%
Waste collection - kerbside collection once a week 83% 76% 77% 79%
Proportion of Households with minimum level of Basic services
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T 1.3.2
COMMENT ON ACCESS TO BASIC SERVICES:
Delete Directive note once comment is completed - Explain the shortfalls in service contained in
the diagram above.
T 1.3.
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1.4. FINANCIAL HEALTH OVERVIEW
FINANCIAL OVERVIEW
Delete Directive note once comment is completed - Provide a brief introduction on the financial
sustainability of the municipality commenting on key successes and outcomes in Year 0 (Current Year)
and those things that were challenging and required rectification – state how such challenges are
being addressed. Comment also on the financial health of the municipality as derived from the financial
ratios in Chapter 5.
T 1.4.1
Financial Overview: 2015/2016
R' 000
Details Original budget Adjustment Budget Actual
Income:
Grants 200 205 203
Taxes, Levies and tariffs 345 355 365
Other 100 80 78
Sub Total 645 640 646
Less: Expenditure 644 640 645
Net Total* 1 0 1
* Note: surplus/(deficit)
T 1.4.2
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2015/2016 Operating Ratios
Detail %
Employee Cost
Repairs & Maintenance
Finance Charges & Impairment
T 1.4.3
COMMENT ON OPERATING RATIOS:
Delete Directive note once comment is completed - Explain variances from expected norms:
‘Employee Costs’ expected to be approximately 30% to total operating cost; ‘Repairs and
maintenance’ 20%; Finance Charges and Impairment 10%.
T 1.4.3
Total Capital Expenditure: 2013/14 - 2015/16
R'000
Detail 2013/2014 2014/2015 2015/2016
Original Budget 400 480 508
Adjustment Budget 450 475 520
Actual 28.6 27.19 28.24
T 1.4.4
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0
100
200
300
400
500
600
Year -2 Year -1 Year 0
Total Capital Expenditure
Original Budget Adjustment Budget Actual
T 1.4.5
COMMENT ON CAPITAL EXPENDITURE:
Delete Directive note once comment is completed – Explain variations between Actual and the
Original and Adjustment Budgets.
T 1.4.5.1
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1.5. ORGANISATIONAL DEVELOPMENT OVERVIEW
ORGANISATIONAL DEVELOPMENT PERFORMANCE
The Human Resource profile of the municipality is to some extent reflective of the local community and
the country. The human resource management of the municipality comprises of activities relating to
the rendering of a comprehensive human resource management function to Council by ensuring an
efficient personnel administration system, recruitment and selection, sound labour relations, human
resources development, implementation of affirmative action measures, occupational health and safety
of employees and compliance with all relevant labour legislation.
T 1.5.1
1.6. AUDITOR GENERAL REPORT
AUDITOR GENERAL REPORT: 2015/2016 FINANCIAL YEAR
The audit opinion has remained unchanged as an unqualified audit outcome received for the
2015/2016 financial year. The auditor’s opinion was that the annual financial statements present fairly,
in all material respects, the financial position of the Lekwa Local municipality as at 30 June 2016 and
its financial performance and cash flows for the year ended, in accordance with SA Standards of
GRAP and the requirements of the MFMA and DoRA.
Maintaining of the audit outcome indicates that more work be done to put adequate systems of internal
controls in place with a clear commitment to work at ensuring that the Municipality remains financially
sound. To improve further over the next year, a clear action plan be put in place to progress from the
current outcome to a clean audit.
T 1.6.1
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1.7. STATUTORY ANNUAL REPORT PROCESS
No. Activity Timeframe
1 Implementation and monitoring of approved Budget and IDP commences (In-
year financial reporting). Quarterly
2 Finalise the 4th quarter Report for previous financial year July
3 Municipal entities submit draft annual reports to MM N/A
4
Consideration of next financial year’s Budget and IDP process plan. Except for
the legislative content, the process plan should confirm in-year reporting
formats to ensure that reporting and monitoring feeds seamlessly into the
Annual Report process at the end of the Budget/IDP implementation period
August
5 Submit draft 2015/2016 Annual Report to Internal Audit
6 Audit/Performance committee considers draft Annual Report of municipality
and entities (where relevant)
7 Mayor tables the unaudited Annual Report
8 Municipality submits draft Annual Report including consolidated annual
financial statements and performance report to Auditor General
9 Annual Performance Report as submitted to Auditor General to be provided as
input to the IDP Analysis Phase
10 Auditor General audits Annual Report including consolidated Annual Financial
Statements and Performance data September -
November
11 Municipalities receive and start to address the Auditor General’s comments
December
12 Mayor tables Annual Report and audited Financial Statements to Council
complete with the Auditor- General’s Report January
13 Audited Annual Report is made public and representation is invited
14 Oversight Committee assesses Annual Report February -
March 15 Council adopts Oversight report
16 Oversight report is made public
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17 Oversight report is submitted to relevant provincial councils
April 18
Commencement of draft Budget/ IDP finalisation for next financial year. Annual
Report and Oversight Reports to be used as input into next planning phase
T 1.7.1
COMMENT ON THE ANNUAL REPORT PROCESS:
Adherence to the above timelines is imperative in ensuring the achievement the above deadlines in
preparing the Annual Report closer to the end of a specific financial year. This is critical towards
providing inputs and a reflection on the next cycle of budgeting processes. The alignment between the
IDP, Budget and the Performance Management System for reporting against predetermined objectives
as dealt with at item 1 or the schedule. Explain any failures to achieve the above timescales.
T 1.7.1.1
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25
CHAPTER 2 – GOVERNANCE
INTRODUCTION TO GOVERNANCE
Delete Directive note once comment is completed - Provide brief introduction to the nature of
governance and the relationship between the four components in this Chapter.
T 2.0.1
COMPONENT A: POLITICAL AND ADMINISTRATIVE GOVERNANCE
INTRODUCTION TO POLITICAL AND ADMINISTRATIVE GOVERNANCE
Note: The Constitution section 151 (3) states that the council of a municipality has the right to govern on its own
initiative, the local government affairs of the local community.
Delete Directive note once comment is completed - Provide brief introduction to Political and
Administrative governance at your municipality.
T 2.1.0
2.1 POLITICAL GOVERNANCE
INTRODUCTION TO POLITICAL GOVERNANCE
Note: MFMA section 52 (a): The Mayor must provide general political guidance over the fiscal and financial affairs
of the municipality
Delete Directive note once comment is completed - Provide brief introduction to Political
governance at your municipality, particularly the key committees, how the political system works at the
top. State whether there is an Audit Committee attached to your municipality that provides opinions
and recommendations on financial processes and performance and provides comments to the
Oversight Committee (or some other stated committee) on the Annual Report. State whether your
municipality has established an Oversight Committee, comprised of non-executive councillors, with the
specific purpose of providing your Council with comments and recommendations on the Annual
Report. Confirm that the Oversight Committee report will be published separately in accordance with
MFMA guidance.
LEKWA LOCAL MUNICIPALITY : 2015/2016 ANNUAL REPORT : 1ST DRAFT | CHAPTER 2 – GOVERNANCE 26
POLITICAL STRUCTURE
EXECUTIVE MAYOR
(LINDOKUHLE BLESSING ROBERT DHLAMINI)
SPEAKER
(HARRIET MAKHOSAZANA KHOTA)
CHIEF WHIP
(VALENCIA THOKOZILE MALINGA)
LEKWA LOCAL MUNICIPALITY : 2015/2016 ANNUAL REPORT : 1ST DRAFT | CHAPTER 2 – GOVERNANCE 27
T 2.1.1
COUNCILLORS
Delete Directive note once comment is completed - Provide a brief paragraph on the Councilors,
indicating the total number of Councilors and making a distinction between ward councilors and those
appointed on a proportional basis. Refer to Appendix A where a full list of Councilors can be found
(including committee allocations and attendance at council meetings).
Also refer to Appendix B which sets out committees and committee purposes.
T 2.1.2
POLITICAL DECISION-TAKING
Delete Directive note once comment is completed – Explain how political decisions are taken and
provide the percentage of Council Resolutions implemented against the number of decisions taken.
List those not implemented and indicate why not.
T 2.1.3
MEMBERS OF THE MAYORAL COMMITTEE
MARIA MANKOMO NTULI BUSI SEKHONDE
MMC: Technical Services and MMC: Corporate Services and
Development and Planning Community Services and Safety
LEKWA LOCAL MUNICIPALITY : 2015/2016 ANNUAL REPORT : 1ST DRAFT | CHAPTER 2 – GOVERNANCE 28
2.2 ADMINISTRATIVE GOVERNANCE
INTRODUCTION TO ADMINISTRATIVE GOVERNANCE
Note: MFMA section 60 (b): The Municipal Manager of a municipality is the accounting officer of the municipality
for the purposes of this Act and must provide guidance on compliance with this Act to political structures; political
office bearers, and officials of the municipality and any entity under the sole or shared control of the municipality.
Delete Directive note once comment is completed – Comment as appropriate e.g. more general
explanations than can be given in the table set out below concerning the roles of Municipal Manager,
Deputy Municipal Managers and Executive Directors. Explain how they work together corporately in
their thematic and service group roles to make the greatest impact on service delivery. Explain any
major structural changes made or structural reviews commenced during the year.
T 2.2.1
Municipal
Manager
Morgenzon Satellite
Office; Risk; Internal
Audit; PMS
Executive Manager
Corporate Services
Chief Financial Officer
Executive Manager
Technical Services
Executive Manager
Community
Services & Safety
Executive Manager
Development &
Planning
Key Performance Areas o Legal
Services o Secretariat
Services o Human
Resources o Intergovernm
ental Relations
o Communications
o Information Technology
o Political Offices
Key Performance Areas
o Budget &
Financial Reporting
o Income o Expenditure o Debt
Collection o Supply
Chain
Key Performance Areas
o Electricity o Water &
Sanitation o Roads &
Works o Project
Management Unit
Key Performance Areas o Traffic Law
Enforcement & Safety
o Licensing o Fire and
Disaster Management
o Parks, Environment, Sport,
o Recreation, Arts & Culture
o Environmental Health Services
o Libraries
Key Performance Areas
o Land
Development & Town Planning
o Human Settlement
o Local Economic Development (LED)
o Integrated Development Planning (IDP)
LEKWA LOCAL MUNICIPALITY : 2015/2016 ANNUAL REPORT : 1ST DRAFT | CHAPTER 2 – GOVERNANCE 29
TIER 1
MUNICIPAL MANAGER
Employment term
Performance Contract Term
TIER 2
TOP ADMINISTRATIVE STRUCTURE
LINDA BERNARD TSHABALALA
1 August 2012 – 31 July 2017
1 July 2015 – 30 June 2016
EXECUTIVE MANAGER: DEVELOPMENT AND
PLANNING
Employment Contract Term
Performance Contract Term
EXECUTIVE MANAGER: CORPORATE SERVICES
Employment Contract Term
Performance Contract Term
EXECUTIVE MANAGER: COMMUNITY SERVICES
AND SAFETY
Employment Contract Term
Performance Contract Term
EXECUTIVE MANAGER: TECHNICAL SERVICES
Employment Contract Term
Performance Contract Term
CHIEF FINANCIAL OFFICER
Employment Contract Term
Performance Contract Term
SEBOTE THABITHA MATLADI
2 September 2013 – 31 August 2018
1 July 2015 – 30 June 2016
SOLOMON SIPHO NKOSI
2 January 2014 – 31 December 2019
1 July 2015 – 30 June 2016
MAKHAZASI ELINACIA RADEBE
1 January 2015 – 31 December 2020
1 July 2015 – 30 June 2016
MAKGOADI HERBERT SHAI
17 June 2015 – 15 June 2018
1 July 2015 – 30 June 2016
REUBEN ATTIE MORRIS
1 July 2015 – 30 June 2018
1 July 2015 – 30 June 2016
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COMPONENT B: INTERGOVERNMENTAL RELATIONS
INTRODUCTION TO CO-OPERATIVE GOVERNANCE AND INTERGOVERNMENTAL RELATIONS
Note: MSA section 3 requires that municipalities exercise their executive and legislative authority within the
constitutional system of co-operative governance envisage in the Constitution section 41.
Delete Directive note once comment is completed - Provide a brief overview of co-operative
governance and intergovernmental relations for your municipality. Explain the various contributions to
service delivery offered by those involved.
T 2.3.0
2.3 INTERGOVERNMENTAL RELATIONS
NATIONAL INTERGOVERNMENTAL STRUCTURES
Delete Directive note once comment is completed - Explain the participation of your municipality in
National Forums and the benefit derived from these forums.
T 2.3.1
PROVINCIAL INTERGOVERNMENTAL STRUCTURE
Delete Directive note once comment is completed - Describe meetings attended by your
municipality to progress issues of mutual interest with neighboring municipalities, provincial
government and national government to address policy and practice matters. Explain the value
obtained from these activities in year 0.
T 2.3.2
RELATIONSHIPS WITH MUNICIPAL ENTITITIES
Delete Directive note once comment is complete – Explain how your municipal entities take
decisions at the top and how they are held accountable to your municipality and your citizens for the
quantity, quality and value for money of the services they deliver. Refer to policy development,
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coordination and monitoring arrangements used to support your entities. A complete list of entities and
delegated functions should be set out in Appendix D.
T 2.3.3
DISTRICT INTERGOVERNMENTAL STRUCTURES
Delete Directive note once comment is completed - Explain the mechanisms by which relationships
between municipalities within your Municipal District are conducted and specifically how your
municipality benefits from these arrangements – for district and local municipalities
T 2.3.4
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32
COMPONENT C: PUBLIC ACCOUNTABILITY AND PARTICIPATION
OVERVIEW OF PUBLIC ACCOUNTABILITY AND PARTICIPATION
Note: MSA section 17 (2): requires a municipality to establish and organise its administration to facilitate a culture
of accountability amongst its staff. Section 16 (1): states that a municipality must develop a system of municipal
governance that compliments formal representative governance with a system of participatory governance.
Section 18 (a) - (d): requires a municipality to supply its community with information concerning municipal
governance, management and development.
Delete Directive note once comment is completed - Provide a brief comment on how your
municipality carries out these responsibilities, improvements made during the year and benefits
derived from these activities during the year.
T 2.4.0
2.4 PUBLIC MEETINGS
COMMUNICATION, PARTICIPATION AND FORUMS
Delete Directive note once comment is completed - Include brief examples of public
communication and participatory initiatives employed by your municipality. Ensure that the reader
understands that consultation takes place throughout the year on various issues including matters
raised by members of the community. Make specific reference to the IDP/Budget and Performance
Management Representative forums, timing of meetings, approximate numbers attending, the purpose
of the meetings and the groups usually represented at each meeting. Indicate methods used to
improve the efficiency and effectiveness of these forums. Explain the use of municipal websites and
opinion surveys as referred to later in this chapter.
T 2.4.1
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WARD COMMITTEES
Delete Directive note once comment is completed - Set out the key purposes of ward committees,
the major issues that the ward committee system has dealt with during the year. Refer to Appendix E
which contains further details on ward committee governance and to Appendix F that contains
performance data on a ward by ward basis.
T 2.4.2
Nature and purpose of meetingDate of
events
Number of
Participating
Municipal
Councillors
Number of
Participating
Municipal
Administrators
Number of
Community
members
attending
Issue
addressed
(Yes/No)
Dates and manner of
feedback given to community
T 2.4.3
Public Meetings
COMMENT ON THE EFFECTIVENESS OF THE PUBLIC MEETINGS HELD:
Delete Directive note once comment is completed – Set out the key benefits for the municipality
and the public from the above mentioned meetings.
T 2.4.3.1
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2.5 IDP PARTICIPATION AND ALIGNMENT
IDP Participation and Alignment Criteria* Yes/No
Does the municipality have impact, outcome, input, output indicators? Yes
Does the IDP have priorities, objectives, KPIs, development strategies? Yes
Does the IDP have multi-year targets? No
Are the above aligned and can they calculate into a score? Yes
Does the budget align directly to the KPIs in the strategic plan? No
Do the IDP KPIs align to the Section 57 Managers Yes
Do the IDP KPIs lead to functional area KPIs as per the SDBIP? Yes
Do the IDP KPIs align with the provincial KPIs on the 12 Outcomes Partially
Were the indicators communicated to the public? Yes
Were the four quarter aligned reports submitted within stipulated time frames? Yes
* Section 26 Municipal Systems Act 2000
T 2.5.1
COMPONENT D: CORPORATE GOVERNANCE
OVERVIEW OF CORPORATE GOVERNANCE
Delete Directive note once comment is completed - Please explain in brief the scope of corporate
governance.
T 2.6.0
2.6 RISK MANAGEMENT
RISK MANAGEMENT
Note: MFMA section 62 (i) (c) requires a municipality to have and maintain an effective, efficient and transparent
system of risk management.
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Delete Directive note once comment is completed – Explain briefly the need for risk management
(See MFMA section 62 (1) (c) (i)); explain the service department role; and state the top five risks to
the municipality.
0
1
2
3
4
5MaximumRisk
High Risk
MediumRisk
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Risk Magnitude No of Risk per Magnitude Percentage
Maximum 4 44%
High Risk 5 56%
Medium Risk 0 0%
Low Risk 0 0%
Minimum Risk 0 0%
Total number of Risk identified 9 100%
Risk management activities and risk strategy
The 2015/2016 risk assessment was conducted during June 2015 in preparation for its implementation
for the year under review. The risk assessment was informed by the approved IDP and its related
strategic objectives. After numerous engagements, the Risk Management Committee recommended
the Risk Register for approval to the Municipal Manager and was signed off by the MM on 2015-09-18.
The top maximum risks that were identified during the 2015/2016 risk assessment were the following:
STRATEGIC RISK
NO.
IDP STRATEGIC
OBJECTIVE
RISK AREA RESIDUAL RISK
RATING
SR4 Effective Leadership,
Good Governance and
Public Participation
Insufficient measures to
alleviate poverty
25
SR6 Financial Sustainability Poor revenue collection 20
SR8 Creation of a linked
ecological open space
and environmental
sustainability
Non-compliance with the
Environmental Act
20
SR9 Establishment of efficient
access and integrated
mobility
Inadequate transport
network/nodes
25
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Through the risk assessment exercise covering all sections of Lekwa Local Municipality, it was
discovered that risks classified as maximum, made up four of the risks constituting 44%, 5 high risk
areas comprising 56%, with no medium and other risk areas. Risk has prioritized and with the
assistance of the Risk Management Committee, management was able to pay additional attention to
these risks as they fall within the unacceptable risk appetite of the Municipality, which is at a level that
is not to be tolerated.
The Internal Audit Unit will continue to use its professional judgment when evaluating the system of
internal controls for identified risks to ensure that such controls are effectively implemented.
T 2.6.1
2.7 ANTI-CORRUPTION AND FRAUD
FRAUD AND ANTI-CORRUPTION STRATEGY
The primary responsibility for preventing and detecting fraud rests with management and those
charged with governance. The MFMA and its regulations clearly stipulate that matters such as
incurring unauthorised, irregular as well as fruitless and wasteful expenditure; the possible abuse of
the SCM system (including fraud and improper conduct); and allegations of financial misconduct
should be investigated and that disciplinary steps should be taken based on the results of the
investigations.
The fraud prevention plan and awareness strategy, private work and declaration of interest policy and
the whistle blowing policy was reviewed on 2015-07-15 by the Audit Committee after it was duly
considered by the Risk Management Committee. As part of the anti-fraud and anti-corruption
awareness raising campaign, 2 such workshops were held to raise awareness among employees on
matters relating to fraud and corruption.
T 2.7.1
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2.8 SUPPLY CHAIN MANAGEMENT
OVERVIEW SUPPLY CHAIN MANAGEMENT
Note: MFMA section 110 - 119; SCM Regulations 2005; and relevant MFMA circulars set out required
processes and guidance manuals to help ensure that SCM arrangements provide appropriate goods
and services, offer best value for money and minimize the opportunities for fraud and corruption.
Delete Directive note once comment is completed - Provide a brief narrative on the SCM policies
and processes, and indicate improvements contributing to effective service delivery. Also indicate
challenges experienced to attain the standards set out in Section 112 of the MFMA (see SCM
Implementation checklist MFMA Circular 40). Refer to information on long term contracts which is set
out in Appendix H. Explain remedial action being taken to address these shortfalls. Refer to further
comments set out under the Financial Performance – Chapter 5, Component D.
T 2.8.1
2.9 BY-LAWS
By-laws Introduced during 2015/2016
Newly Developed Revised Public Participation Conducted Prior to Adoption of By-Laws
(Yes/No)
By-Laws Gazetted* (Yes/No)
Property rates, Tariffs and Credit Control and debt Collection By-law
Developed and adopted by Council on 2015-10-29
Notices in local newspaper of record and on municipal website
No
COMMENT ON BY-LAWS:
Note: MSA 2000 s11 (3) (m) provides municipal councils with the legislative authority to pass and
implement by-laws for the betterment of the community within the terms of the legislation.
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Delete Directive note once comment is completed - Indicate the nature of the public participation
that was conducted and on how the new by-laws will be enforced.
T 2.9.1.1
2.10 WEBSITES
Municipal Website: Content and Currency of Material
Documents published on the Municipality's / Entity's Website Yes / No
2015/2016 annual and adjustments budgets and all budget-related documents Yes
2016/2017 annual and adjustments budgets and all budget-related documents Yes
All current budget-related policies Yes
The previous annual report 2014/2015 Yes
The 2015/2016 Annual Report To be
published
2015/2016 performance agreements required in terms of section 57(1)(b) of the Municipal Systems Act and resulting scorecards Yes
All service delivery agreements 2015/2016 No
All long-term borrowing contracts (Year 0) N/A
All supply chain management contracts above a prescribed value for 2015/2016 No
An information statement containing a list of assets over a prescribed value that have been disposed of in terms of section 14 (2) or (4) during Year 1 No
Contracts agreed in 2015/2016 to which subsection (1) of section 33 apply, subject to subsection (3) of that section No
Public-private partnership agreements referred to in section 120 made in 2015/2016 N/A
All quarterly reports tabled in the council in terms of section 52 (d) during 2015/2016 No
Note: MFMA s75 sets out the information that a municipality must include in its website as detailed above. Municipalities are, of course encouraged to use their websites more extensively than this to keep their community and stakeholders abreast of service delivery arrangements and municipal developments.
LEKWA LOCAL MUNICIPALITY : 2015/2016 ANNUAL REPORT : 1ST DRAFT | CHAPTER 2 – GOVERNANCE 40
COMMENT MUNICIPAL WEBSITE CONTENT AND ACCESS:
The municipal website is updated as and when information is received or when important
announcements and notices must be placed no the website. The website underwent some upgrades
to make it more user friendly.
T 2.10.1.1
2.11 PUBLIC SATISFACTION ON MUNICIPAL SERVICES
PUBLIC SATISFCATION LEVELS
Delete Directive note once comment is completed - Provide a brief overview of public satisfaction
with municipal service delivery.
T 2.11.1
Subject matter of survey Survey method Survey
date
No. of people
included in
survey
Survey results indicating
satisfaction or better
(%)*
Overall satisfaction with:
(a) Municipality
(b) Municipal Service Delivery
(c) Mayor
Satisfaction with:
(a) Refuse Collection
(b) Road Maintenance
(c) Electricity Supply
(d) Water Supply
(e) Information supplied by
municipality to the public
(f) Opportunities for consultation
on municipal affairs
T 2.11.2
Satisfaction Surveys Undertaken during: Year -1 and Year 0
* The percentage indicates the proportion of those surveyed that believed that relevant
performance was at least satisfactory
Concerning T 2.11.2:
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Delete Note once table T 2.11.2 is complete - It is not intended that municipalities should necessarily
commission new surveys to complete the above table (T 2.11.2). This material should be obtained
from existing surveys undertaken during year -1 and year 0 and by analysing complaints and other
service feedback. The services specified in the table (a. Refuse; b. Road Maintenance; c. Electricity; d.
Water) are provided for illustration only. Although they are key services and should be included if data
is available, other services should be included too where data exists. Where future questionnaires are
planned then municipalities should have regard to national priorities; demographic variations; and
poverty.
T 2.11.2.1
COMMENT ON SATISFACTION LEVELS:
Delete Directive note once comment is completed – Indicate the efforts that were made to improve
satisfaction levels and to communicate successfully with the public on key issues of service delivery. It
is not intended that municipalities should commission new surveys to complete the above table
(T2.11.2). This material should be obtained from existing survey undertaken during year -1 and year 0
and by analyzing complaints and other service feedback. The services specified in the table (a.
Refuse; b. Road Maintenance; c. Electricity; d. Water) are provided for illustration only. Although they
are key services and should be included if data is available, other services should be included too
where data exists.
T 2.11.2.2
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CHAPTER 3 – SERVICE DELIVERY PERFORMANCE (PERFORMANCE
REPORT PART I)
INTRODUCTION
Delete Directive note once comment is completed - Provide an overview of the key service
achievements of the municipality that came to fruition during year 0 in terms of the deliverables
achieved compared to the key performance objectives and indicators in the IDP. It is important to give
a multi-year strategic overview on achievement. Give particular attention to your key priorities for
development and where applicable and relevant to your municipality’s priorities refer to basic services,
local economic development health and security and safety services. Provide a brief overview on the
contribution of municipal entities to service delivery. Refer to the functions of the municipality and its
entities (if any) included at Appendix D and the performance table for the Municipal Entities included
at Appendix I. Provide a brief reference to service delivery performance at ward level included at
Appendix F. Kindly also provide a narrative providing information on the staff critical to service
delivery and shortage thereof to accompany an employee table related to a service. Municpalities
should report for employees where cost centers are allocated.
As you go through this Chapter, comment on the contributions made by municipal entities and the
support given to informal settlements, as appropriate.
T 3.0.1
COMPONENT A: BASIC SERVICES
This component includes: water; waste water (sanitation); electricity; waste management; and housing
services; and a summary of free basic services.
INTRODUCTION TO BASIC SERVICES
The 2015/2016 financial year saw some further progress being made towards meeting service delivery
objectives, with a number of projects undertaken on water, sanitation and electricity provision. There
has however also been severe pressure on existing infrastructure as most of the bulk infrastructure is
functioning at beyond its maximum capacity with the expansion of especially residential developments
without an equivalent upgrade and regular maintenance of such infrastructure over the past few years.
To this end, concerted efforts were made to address bulk infrastructure challenges through the gradual
upgrade and refurbishment of water, sanitation and electricity infrastructure.
The Municipality does not have any entities under its management. The functions of the Municipality
are included in Appendix D.
The pressing need to meet basic service provisioning standards remained a challenge. The policy
objectives as outlined in this Chapter is based on the service delivery targets set for the 2015/2016
financial year, with indicated achievement levels against set targets. This was done in accordance
with the approved 2015/2016 Institutional SDBIP. The achievements as outlined provide additional
operational information as well as information that is in line information contained in the Annual
Performance Report (APR) as prepared in terms of section 46 of the MSA which was submitted to the
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43
Auditor-General for auditing. Full details on the audited APR, is contained and reflected on in detail in
Component K dealing with organisational performance.
T 3.1.0
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44
3.1. WATER PROVISION
INTRODUCTION TO WATER PROVISION
GSDM together with COGTA has identified a very urgent need to reduce water losses and improve
operation and water use efficiency levels in Standerton as not only a way to delay and provide
sufficient time for the planning and development of the next augmentation scheme for the area, but
also because preliminary studies undertaken on the upgrading of the bulk water infrastructure and
replacement of AC pipes opportunities in the scheme identified that there is a business case for
upgrading the bulk water infrastructure, reconfiguring the water supply network by installing dedicated
bulk pipelines from Standerton WTW to the service reservoirs as well as replacing the AC pipes which
are contributing to the high leakage. In addition the condition of the reservoirs was found to be poor
and in need of refurbishment due to the high numbers of water leakages. This also includes the control
of the overflow from these reservoirs in order to improve operating efficiency of the water supply
system.
The situation assessment study identified the following issues
• The existing configuration of the Standerton water supply system is affecting the efficient and
equitable supply of water to the low pressure supply areas.
• In addition because the bulk pumping mains from the Standerton Water Treatment Works to the 3
reservoir sites are connected to the water reticulation network which supplies the old Standerton town,
the reservoirs are not filling up during peak periods. As a result the new areas which are connected to
the reservoirs and are only supplied from the reservoirs do not always get water during peak periods
and when the reservoirs are low.
• It was identified that the condition of the rising mains to the Concor Reservoir, Round Reservoirs and
the Kieser Street reservoirs are old and AC. The poor condition of the infrastructure is affecting the
quality of supply to the system.
• The field assessment conducted identified that the reservoirs at new Standerskop and Kieser Street
were leaking badly. The water supply system is therefore losing a lot of water. There is a risk of the
reservoirs not being operational and reducing the storage capacity of the Standerton water supply
system.
The Morgenzon Water Treatment Plant needs to be refurbished, but there is currently no budget
available for its refurbishment. The capacity of the Morgenzon Water Treatment plant is currently
adequate for this community’s water supply needs. There is only one reservoir at Morgenzon that
supply water to ward 14.
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45
There is a backlog on the supply of piped water in the rural wards 9, 12, and 13 and sufficient budget
was not available to address the backlogs. 40 boreholes were installed in the rural areas during the
year under review. Other rural areas are provided with water on an ongoing basis using water tankers.
The Municipality is the Water Services Authority and it did not have contracts with any water services
providers during 2015/16. The Municipality depends on grants for the extension and provision of water
services, but such funds are not adequate in addressing all backlogs.
T 3.1.1
Agriculture Forestry Industrial DomesticUnaccountable water
losses
Year -1 50 40 35 150 10
Year 0 50 44 46 9 11
Total Use of Water by Sector (cubic meters)
T 3.1.2
0
20
40
60
80
100
120
140
160
Agriculture Forestry Industrial Domestic Unaccountable water losses
Cu
bic
met
er
Water use by Sector
Year -1
Year 0
T 3.1.2.1
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46
COMMENT ON WATER USE BY SECTOR:
From the 2014/2015 audited AFS there has been a substantial increase in unaccounted water losses
from 61.0% to 94% in the 2015/2016 financial year, as per the audited financial statements. These
losses consist of technical and financial losses.
T 3.1.2.2
Water Service Delivery Levels
Households
Description 2012/2013 2013/2014 2014/2015 2015/2016
Actual Actual Actual Actual
No. No. No. No.
Water: (above min level)
Piped water inside dwelling 17154 17154 17154 17154
Piped water inside yard (but not in dwelling) 10993 10993 10993 11181
Using public tap (within 200m from dwelling ) 1493 1493 1403 1911
Other water supply (within 200m)
Minimum Service Level and Above sub-total 29.64
29.64 29.55
30.25
Minimum Service Level and Above Percentage 95% 95% 95% 96%
Water: (below min level)
Using public tap (more than 200m from dwelling)
Other water supply (more than 200m from dwelling 1493 1493 1403 1403
No water supply
Below Minimum Service Level sub-total 1493 1493 1403 1403
Below Minimum Service Level Percentage 5% 5% 5% 4%
Total number of households* 31133 31133 30953 31649
* - To include informal settlements T 3.1.3
Households - Water Service Delivery Levels below the minimum Households
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Description 2012/2013 2013/2014 2014/2015 2015/2016
Actual Actual Actual Original Budget
Adjusted Budget
Actual
No. No. No. No. No. No.
Formal Settlements
Total households 31133 31133 30953 30953 31649 31649
Households below minimum service level 1439 1439 1403 1403 1403 1403
Proportion of households below minimum service level 5% 5% 5% 5% 4% 4%
Informal Settlements
Total households 1439 1439 1403 1403 1403 1403 Households at below minimum service level 1439 1439 1403 1403 1403 1403
Proportion of households at below minimum service level 100% 100% 100% 100% 100% 100%
T 3.1.4
* Means access to 25 liters of potable water per day supplied within 200m of a household and with a
minimum flow of 10 liters per minute
# 6,000 liters of potable water supplied per formal connection per month T 3.1.5
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Proportion of households with
access to water points*
Proportion of households
with access to piped water
Proportion of
households receiving 6
kl free#
2013/2014 29640 31133 3640
2014/2015 29550 32195 2989
2015/2016 30246 32891 3937
T 3.1.5
Access to Water
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Water Service Policy Objectives Taken From IDP IDP REF NO
Service Objectives Outline Service Targets
2015/2016
Target Actual
Service Indicators *Current Year
(i) (ii) (iii) (iv)
Service Objective xxx
BSD-03 Capital projects implemented on time and within budget
Installation of water services to informal Settlements
Installation of communal stand pipes and Jojo Tanks
Installation of water and sanitation services to targeted informal communities.
BSD-04 Capital projects implemented on time and within budget
Boreholes installed in rural areas
40 Boreholes installed in rural areas
36 Boreholes installed in rural areas
BSD-08 Improve water quality for blue drop status
Blue drop status improved from 34,4% to 44%
100% clean water supply Inspected the reports (internal report 364799-814 and external report 367681-700) from the water quality laboratory which was addressed to the municipality on 04/05/2016 which stated that all the determinants tested for potable water samples for the above mentioned report, met the requirements of the drinking water standards (SANS: 241:2015), however the report did not state the blue drop rating
BSD-09 Reduction in unaccounted water distribution losses
Reduced unaccounted technical water losses within the norm of 10%
Reduce unaccounted water losses within norm of 10%
2%
BSD-10 Sustainable provision of water to all formal households
Households provided with potable water provision
Provide 28146 households with piped water. Reduce water interruptions.
Also inspected a 2013 department of water affairs report.
BSD-11 Sustainable provision of water to households in rural wards
households in rural areas with access to water provision
4394 Households in rural areas with access to water provision
The repair and maintenance of windmills and delivery of water in the rural wards
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Employees: Water Services
Job Level
2014/2015 2015/2016
Employees Posts Employees Vacancies (fulltime
equivalents)
Vacancies (as a % of
total posts)
No. No. No. No. %
0 - 3 1 1 1 0 0%
4 - 6 1 4 2 2 50%
7 - 9 2 12 12 0 0%
10 - 12 0 0 0 0 #DIV/0!
13 - 15 0 0 0 0 #DIV/0!
16 - 18 27 30 20 14 47%
19 - 20 0 0 0 0 #DIV/0!
Total 31 47 35 16 34%
Totals should equate to those included in the Chapter 4 total employee schedule. Employees and Posts numbers are as at 30 June. *Posts must be established and funded in the approved budget or adjustments budget. Full-time equivalents are calculated by taking the total number of working days lost (excluding weekends and public holidays) while a post remains vacant and adding together all such days lost by all posts within the same set (e.g. ‘senior management’) then dividing that total by 250 to give the number of posts equivalent to the accumulated days. T3.1.7
Year -1
Actual Original Budget Adjustment
Budget
Actual Variance to
Budget
Total Operational Revenue 120 125 100 95 -32%
Expenditure:
Employees 125 244 250 248 2%
Repairs and Maintenance 25 244 250 248 2%
Other 45 244 250 248 2%
Total Operational Expenditure 195 732 750 744 2%
Net Operational Expenditure 75 607 650 649 6%
T 3.1.8
Financial Performance Year 0: Water Services
Details
Year 0
R'000
Net expenditure to be consistent with summary T 5.1.2 in Chapter 5. Variances are calculated by dividing the difference between the Actual
and Original Budget by the Actual.
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Budget Adjustment
Budget
Actual
Expenditure
Variance from
original
budget
Total Project
Value
Total All 260 326 378 31%
Project A 100 130 128 22% 280
Project B 80 91 90 11% 150
Project C 45 50 80 44% 320
Project D 35 55 80 56% 90
T 3.1.9
Capital Expenditure Year 0:
Water Services
Capital Projects
R' 000
Year 0
Total project value represents the estimated cost of the project on approval by council (including past
and future expenditure as appropriate.
COMMENT ON WATER SERVICES PERFORMANCE OVERALL:
• Conditional assessments were not done on water infrastructure to inform the routine water
infrastructure maintenance plan and budget. Refer to Infrastructure assessment report done at
yearend.
Delete Directive note once comment is completed – Confirm your year 5 targets set out in the IDP
schedule can be attained within approved budget provision and if not then state how you intend to
rectify the matter. Explain any failure to meet performance targets for the current year. Explain the
priority of the four largest capital projects and explain variances from budget for net operating and
capital expenditure. Also explain any likely variation to the total approved project value (arising from
year 0 and/or previous year actuals, or expected future variations).
T 3.1.10
3.2 WASTE WATER (SANITATION) PROVISION
INTRODUCTION TO SANITATION PROVISION
The Municipality refurbished its Waste Water Treatment Plant at Standerton. The Morgenzon Waste
Water Treatment Plant is not functioning optimally and it needs to be refurbished. It is planned to be
implemented in the 2017/2018 financial year. The Municipality has submitted applications for funding
to the provincial government for the refurbishment of the Morgenzon Waste Water Treatment Plant. In
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the 2016/2017 financial year the Municipality will further upgrade the Waste Water Treatment Plant,
focusing on the commissioning of the Standerton WWTW.
There is a backlog in the provision of sanitation services in the rural wards (Ward 9,12 and 13).
Every financial year the Municipality sets aside a budget to address the sanitation backlogs, however,
the allocated budget is insufficient to eradicate the backlogs.
T 3.2.1
–
100
200
300
400
500
600
700
800
900
Sanitation/Sewerage: (above minimum level) - Year 1
T 3.2.2
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Year -3 Year -2 Year -1
Outcome Outcome Outcome Actual
No. No. No. No.
Sanitation/sewerage: (above minimum level)
Flush toilet (connected to sewerage) 942 600 720 930
Flush toilet (with septic tank) 712 952 502 535
Chemical toilet 535 535 511 601
Pit toilet (ventilated) 124 135 103 100
Other toilet provisions (above min.service level) 13 13 15 11
Minimum Service Level and Above sub-total 2,325 2,236 1,851 2,178
Minimum Service Level and Above Percentage 68.9% 59.9% 55.5% 63.1%
Sanitation/sewerage: (below minimum level)
Bucket toilet 502 952 938 720
Other toilet provisions (below min.service level) 535 535 535 535
No toilet provisions 10 11 12 15
Below Minimum Service Level sub-total 1,047 1,498 1,485 1,271
Below Minimum Service Level Percentage 31.1% 40.1% 44.5% 36.9%
Total households 3,372 3,734 3,336 3,449
T 3.2.3*Total number of households including informal settlements
Sanitation Service Delivery Levels
DescriptionYear 0
*Households
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Year -3 Year -2 Year -1
Actual Actual ActualOriginal
Budget
Adjusted
BudgetActual
No. No. No. No. No. No.
Formal Settlements
Total households 100,000 100,000 100,000 100,000 100,000 100,000 Households below minimum service
level 25,000 25,000 25,000 25,000 25,000 25,000 Proportion of households below
minimum service level 25% 25% 25% 25% 25% 25%
Informal Settlements
Total households 100,000 100,000 100,000 100,000 100,000 100,000
Households ts below minimum service 25,000 25,000 25,000 25,000 25,000 25,000 Proportion of households ts below
minimum service level 25% 25% 25% 25% 25% 25%
Households - Sanitation Service Delivery Levels below the minimum
Year 0
Households
T 3.2.4
Description
69
69.5
70
70.5
71
71.5
72
72.5
Proportion of households with access to sanitation
Access to Sanitation
Year -2
Year -1
Year 0
T 3.2.5
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IDP Ref. No.
Waste Water (Sanitation) Service Policy Objectives Taken From IDP Service Objectives Outline Service
Targets 2015/2016
Target Actual
Service Indicators *Current Year
(i) (ii) (iii) (iv)
Service Objective xxx
BSD-02 Capital projects implemented on time and within budget
Standerton waste water treatment plant upgraded according to approved specifications
Standerton waste water treatment plant with upgraded chlorination room
Obtained and inspected the minutes and progress report for September 2015 and confirmed that the project status provided by the contractors (Ngani Projects and T K Vuwani) stated that The Guard House was 95% completed, the Pump House was 80% completed and the Inlet works was 75% completed. The Contractor was busy fixing the steel and the shutters on the Inlet works, as well as the remedial work on the concrete
BSD-05 Capital projects implemented on time and within budget
Sanitation services installed in rural areas
87 rural sanitation toilets installed
87 rural sanitation toilets installed
BSD-07 Capital projects implemented on time and within budget
Installation of sanitation services in informal settlements
Installation of sanitation services in informal settlements
Installation of water and sanitation services to targeted informal communities
BSD-12 Improved green drop status
green drop status improved from 54% to 64%
Improvement of green drop status
Inspected the department of water affairs green drop rating report for 2013 and confirmed the following: 2009 rating - 75%; 2011 - 63.8%; 2013 - 81.63%
BSD-13 Sustainable provision of sanitation services to households in rural wards
households in rural areas provided with sanitation services
516 Households in rural areas provided with sanitation services via VIP toilets
87 rural sanitation toilets installed
BSD-14 Provision of formal domestic customers with access to removal of waste water and refuse by means of sewers
Households receiving sanitation services
All formal domestic customers with access to removal of waste water and refuse by means of sewers
28918 formal domestic customers with provision to sewerage services
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Year -1
Employees Posts Employees Vacancies (fulltime
equivalents)
Vacancies (as a % of
total posts)
No. No. No. No. %
0 - 3 1 1 1 0 0%
4 - 6 3 3 3 0 0%
7 - 9 6 8 6 2 25%
10 - 12 7 15 7 8 53%
13 - 15 9 15 9 6 40%
16 - 18 11 21 11 10 48%
19 - 20 18 30 18 12 40%
Total 55 93 55 38 41%
Employees: Sanitation Services
Job Level
Year 0
Totals should equate to those included in the Chapter 4 total employee schedule. Employees and Posts numbers are as at 30 June. *Posts
must be established and funded in the approved budget or adjustments budget. Full-time equivalents are calculated by taking the total
number of working days lost (excluding weekends and public holidays) while a post remains vacant and adding together all such days lost by
all posts within the same set (e.g. ‘senior management’) then dividing that total by 250 to give the number of posts equivalent to the
accumulated days. T 3.2.7
Year -1
Actual Original Budget Adjustment
Budget
Actual Variance to
Budget
Total Operational Revenue 120 125 100 95 -32%
Expenditure:
Employees 125 244 250 248 2%
Repairs and Maintenance 25 244 250 248 2%
Other 45 244 250 248 2%
Total Operational Expenditure 195 732 750 744 2%
Net Operational Expenditure 75 607 650 649 6%
T 3.2.8
Financial Performance Year 0: Sanitation Services R'000
Details
Year 0
Net expenditure to be consistent with summary T 5.1.2 in Chapter 5. Variances are calculated by dividing the difference between the Actual
and Original Budget by the Actual.
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Budget Adjustment
Budget
Actual
Expenditure
Variance from
original
budget
Total Project
Value
Total All 260 326 378 31%
Project A 100 130 128 22% 280
Project B 80 91 90 11% 150
Project C 45 50 80 44% 320
Project D 35 55 80 56% 90
T 3.2.9
Capital Expenditure Year 0: Sanitation Services
R' 000
Capital Projects
Year 0
Total project value represents the estimated cost of the project on approval by council (including past
and future expenditure as appropriate.
COMMENT ON SANITATION SERVICES PERFORMANCE OVERALL:
Delete Directive note once comment is completed - Explain the priority of the four largest capital
projects and explain variances from budget for operating and capital expenditure. Confirm your year 5
targets set out in the IDP schedule can be attained within approved budget provision and if not then
state how you intend to rectify the matter. Explain the priority of the four largest capital projects and
explain variances from budget for net operating and capital expenditure. Also explain any likely
variation to the total approved project value (arising from year 0 and/or previous year actuals, or
expected future variations).
T 3.2.10
3.3 ELECTRICITY
INTRODUCTION TO ELECTRICITY
Note: Recent legislation includes the Electricity Amendment Acts 1989; 1994; 1995; and the Electricity
Regulation Act 2006.
Delete Directive note once comment is completed – Provide brief introductory comments on your
strategy for the provision of electricity at household level and the progress being made to redress
service backlogs and achieve the National basic standard for Electricity provision by 2014 (include
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your top 3 service delivery priorities and the impact you have had on them during the year). Set out
measures taken to improve performance and the major efficiencies achieved by your service during
the year. Discuss the major successes achieved and challenges faced in year 0. Indicate how your
municipality identifies and responds to those communities that are living in poverty and are deficient in
this basic service. Give the name and extent of service provision of any municipal entity(ies)
responsible for rendering Electricity Services within the municipality.
T 3.3.1
–
100
200
300
400
500
600
700
800
900
1,000
Electricity (at least min.service level) Electricity - prepaid (min.service level) Electricity (< min.service level) Electricity - prepaid (< min. service level)
Electricity
Year -2 Year -1 Year 0
T 3.3.2
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Year -3 Year -2 Year -1 Year 0
Actual Actual Actual Actual
No. No. No. No.
Energy: (above minimum level)
Electricity (at least min.service level) 655 547 565 523
Electricity - prepaid (min.service level) 565 587 846 565
Minimum Service Level and Above sub-total 1,220 1,134 1,411 1,088
Minimum Service Level and Above Percentage 52.8% 52.8% 66.3% 62.1%
Energy: (below minimum level)
Electricity (< min.service level) 112 123 124 124
Electricity - prepaid (< min. service level) 955 865 565 487
Other energy sources 24 26 28 54
Below Minimum Service Level sub-total 1,091 1,014 717 664
Below Minimum Service Level Percentage 47.2% 47.2% 33.7% 37.9%
Total number of households 2,310 2,147 2,127 1,753
Electricity Service Delivery Levels
T 3.3.3
Households
Description
Year -3 Year -2 Year -1
Actual Actual ActualOriginal
Budget
Adjusted
BudgetActual
No. No. No. No. No. No.
Formal Settlements
Total households 100,000 100,000 100,000 100,000 100,000 100,000
Households below minimum service level 25,000 25,000 25,000 25,000 25,000 25,000
Proportion of households below minimum
service level 25% 25% 25% 25% 25% 25%
Informal Settlements
Total households 100,000 100,000 100,000 100,000 100,000 100,000
Households ts below minimum service level 25,000 25,000 25,000 25,000 25,000 25,000
Proportion of households ts below minimum
service level 25% 25% 25% 25% 25% 25%
Households - Electricity Service Delivery Levels below the minimum
Year 0
T 3.3.4
Households
Description
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IDP Ref. No
Electricity Service Policy Objectives Taken From IDP Service Objectives Outline Service Targets 2015/2016
Actual
Service Indicators *Current Year
(i) (ii) (vi) (vii)
Service Objective xxx
BSD-06 Capital projects implemented on time and within budget
Electrification of RDP houses in Standerton extension 8
1 Report generated by December 2015 on data collected on electrical equipment containing PBCs
Collecting data in all equipment using oil.
BSD-15 Data collected on all electrical equipment containing Polychlorinated Biphenyls (PBC)
Data collected and report generated by 30 December 2015 on all electrical equipment containing Polychlorinated Biphenyls (PBC)
100 street lights and highmast lights maintained and repaired
451 street lights and 65 highmast has been repaired.
BSD-16 Maintenance and repairs of street and high mast lights
Number of street lights and high mast maintained and repaired
40% of the network audited electrical network has been audited and findings: 45 kiosk’s and cubicles has been vandalised and damaged, it need replacement. 11 kv overhead farm lines need replacement and to be fully refurbished.
BSD-17 Electrical network audit conducted
Conduct audit on the network infrastructure
40% of electrical network reasonably maintained
3 x 33/11 kv transformers maintained in substation B and C respectively. All electrical protection system maintained and tested.
BSD-18 Maintenance of network equipment
Maintenance of substations, mini-substations and power lines
20% of aging and stolen electrical equipment to be replaced
CA-mini substation has been replaced, Ext-2 between Q, T and S 11kv cable has been replaced, 315kva faulty transformers has been replaced in Sakhile, 11kv poles, disks has been replaced in farm lines
BSD-19 Electrical Network refurbished Replace all aging and vandalised electrical equipment
20% of aging and stolen electrical equipment to be replaced
CA-mini substation has been replaced, Ext-2 between Q, T and S 11kv cable has been replaced, 315kva faulty transformers has been replaced in Sakhile, 11kv poles, disks has been replaced in farm lines
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Employees: Electricity Services
Job Level
2014/2015 2015/2016
Employees Posts Employees Vacancies (fulltime
equivalents)
Vacancies (as a % of total
posts)
No. No. No. No. %
0 - 3 2 3 3 0 0%
4 - 6 3 2 1 1 50%
7 - 9 10 14 13 1 7%
10 - 12 0 0 0 0 #DIV/0!
13 - 15 0 0 0 0 #DIV/0!
16 - 18 31 34 33 1 3%
19 - 20 0 0 0 0 #DIV/0!
Total 46 53 50 3 6%
Totals should equate to those included in the Chapter 4 total employee schedule. Employees and Posts numbers are as at 30 June. *Posts must be established and funded in the approved budget or adjustments budget. Full-time equivalents are calculated by taking the total number of working days lost (excluding weekends and public holidays) while a post remains vacant and adding together all such days lost by all posts within the same set (e.g. ‘senior management’) then dividing that total by 250 to give the number of posts equivalent to the accumulated days. T 3.3.6
Year -1
Actual Original Budget Adjustment
Budget
Actual Variance to
Budget
Total Operational Revenue 120 125 100 95 -32%
Expenditure:
Employees 125 244 250 248 2%
Repairs and Maintenance 25 244 250 248 2%
Other 45 244 250 248 2%
Total Operational Expenditure 195 732 750 744 2%
Net Operational Expenditure 75 607 650 649 6%
T 3.3.7
Financial Performance Year 0: Electricity Services R'000
Details
Year 0
Net expenditure to be consistent with summary T 5.1.2 in Chapter 5. Variances are calculated by dividing the difference between the Actual
and Original Budget by the Actual.
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Budget Adjustment
Budget
Actual
Expenditure
Variance from
original
budget
Total Project
Value
Total All 260 326 378 31%
Project A 100 130 128 22% 280
Project B 80 91 90 11% 150
Project C 45 50 80 44% 320
Project D 35 55 80 56% 90
T 3.3.8
Capital Expenditure Year 0: Electricity Services
R' 000
Capital Projects
Year 0
Total project value represents the estimated cost of the project on approval by council (including past
and future expenditure as appropriate.
COMMENT ON ELECTRICITY SERVICES PERFORMANCE OVERALL:
Delete Directive note once comment is completed – Explain the priority of the four largest capital
projects and explain variances from budget for operating and capital expenditure. Confirm your year 5
targets set out in the IDP schedule can be attained within approved budget provision and if not then
state how you intend to rectify the matter. Explain the performance on agreements reached with
ESKOM if not already covered. Explain the priority of the four largest capital projects and explain
variances from budget for net operating and capital expenditure. Also explain any likely variation to the
total approved project value (arising from year 0 and/or previous year actuals, or expected future
variations).
T 3.3.9
3.4 WASTE MANAGEMENT (THIS SECTION TO INCLUDE: REFUSE COLLECTIONS,
WASTE DISPOSAL, STREET CLEANING AND RECYCLING)
INTRODUCTION TO WASTE MANAGEMENT
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The Waste Management Division is rendering refuse collection service to 25946 households within
Lekwa out of 31071 households. 85.46% of households have access to refuse collection services.
Reporting as per the Annual performance report is based on the number of points serviced per week
over a twelve-month period for both residential and business premises, translating to 949 728
residential points and 15 321 businesses provided with weekly solid waste collection service annually.
The Waste Management Division has only six refuse collection vehicles to render waste collection
services. The existing fleet is not sufficient to render a service equal to all residents within Lekwa.
Due to the establishment of new township developments 11 refuse collection vehicles is required to
replace old vehicles as well as to extend services to new developments. The total volume of waste
collected on a daily basis calculates to 49 tons per day.
On a daily basis, street-cleaning services are rendered within the Central Business District (CBD),
open spaces and main entrances/exits through town.
Due to resource and capacity constraints, street-cleaning services cannot currently be extended to all
areas within Lekwa. The Community Works programme and Phezukomkhono projects have however
been instrumental in ensuring a cleaner environment for the residents.
T 3.4.1
Solid Waste Service Delivery Levels
Households
Description 2012/2013 2013/2014 2014/2015 2015/2016
Actual Actual Actual Actual
No. No. No. No.
Solid Waste Removal: (Minimum level)
Removed at least once a week 21843 22636 23212 25946
Minimum Service Level and Above sub-total 21843 22636 23212 25946
Minimum Service Level and Above percentage 81,0% 81,5% 84,0% 85,4%
Solid Waste Removal: (Below minimum level)
Removed less frequently than once a week 0 0 0 0
Using communal refuse dump 0 0 0 0
Using own refuse dump 0 0 0 0
Other rubbish disposal 0 0 0 0
No rubbish disposal 5125 5125 4419 4419
Below Minimum Service Level sub-total 5125 5125 4419 4419
Below Minimum Service Level percentage 19,0% 18,5% 16,0% 14,6%
Total number of households 26968 27761 27631 30365
T 3.4.2
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Households - Solid Waste Service Delivery Levels below the minimum
Households
Description
2012/2013 2013/2014 2014/2015 2015/2016
Actual Actual Actual Original Budget
Adjusted Budget
Actual
No. No. No. No. No. No.
Formal Settlements
Total households 21843 22636 23212 30365 0 30365 Households below minimum service level 5125 5125 4419 4419 0 4419 Proportion of households below minimum service level
23,5% 22,6% 19,0% 14,6% #DIV/0! 14,6%
Informal Settlements
Total households 7120 7120 7120 7120 0 7120 Households at below minimum service level 5125 5125 4419 4419 0 4419 Proportion of households at below minimum service level
72% 72% 62% 62% #DIV/0! 62%
T 3.4.3
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IDP Ref. No.
Waste Management Service Policy Objectives Taken From IDP Service Objectives Outline Service Targets 2015/2016
Target Actual
Service Indicators Current year
(i) (ii) (iii) (iv)
Service Objective xxx
BSD-24 Provide solid waste collection services to formal households
Number of points provided with weekly kerbside solid waste collection services according to 25 zonal plan
949 728 points provided with weekly solid waste collection service annually
949728
BSD-25 Provide solid waste collection services to businesses
Number of businesses provided with at least weekly solid waste collection service according to 2 zonal plans
15 321 Businesses provided with weekly solid waste collection service
15321
BSD-26 Extend access to solid waste collection services
Number of additional households where solid waste refuse removal services to be provided
1000 Additional households provided with access to weekly kerbside solid waste removal service
1000
BSD-27 Provide street cleaning service in CBD and along main route entrances
Areas in CBD and along main routes entrance cleaned according to zonal plan
4 reports on the Implementation of street cleaning services as per monthly schedule
4 Reports
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Employees: Solid Waste Management Services
Job Level
2014/2015 2015/2016
Employees Posts Employees Vacancies (fulltime equivalents)
Vacancies (as a % of total posts)
No. No. No. No. %
0 – 3 1 2 2 0 0%
4 – 6 2 1 1 0 0%
7 – 9 1 1 1 0 0%
10 – 12 11 8 8 0 0%
13 – 15 3 3 3 0 0%
16 – 18 65 59 57 2 3%
19 – 20 0 0 0 0 #DIV/0!
Total 83 74 72 2 3%
Totals should equate to those included in the Chapter 4 total employee schedule. Employees and Posts numbers are as at 30 June. *Posts must be established and funded in the approved budget or adjustments budget. Full-time equivalents are calculated by taking the total number of working days lost (excluding weekends and public holidays) while a post remains vacant and adding together all such days lost by all posts within the same set (e.g. ‘senior management’) then dividing that total by 250 to give the number of posts equivalent to the accumulated days. T3.4.5
COMMENT ON WASTE MANGEMENT SERVICE PERFORMANCE OVERALL:
In view of the financial constraints faced by the Municipality, the Council could not undertake any
capital expenditure in respect of waste management services.
The following are critical challenges faced in respect of delivering efficient waste management
services:
(a) Insufficient personnel to render waste management and street cleaning services;
(b) Inaccessibility to some areas due to bad road conditions especially during the raining session;
(c) Exposure of employees and refuse removal vehicles to excessive use due to double shifts
introduced due to a shortage of refuse collection fleet and the expansion of residential developments;
(d) Since July 2015 the Municipality leased three refuse collection vehicles from a contracted service
provider due to the current fleet being beyond its useful lifespan, which does have dire financial
implications
(e) Insufficient refuse collection fleet to service all areas equally;
(f) The extending of waste management services is not adjusted according to the development
of the town;
(g) Littering and illegal dumping of waste on street corners and public open spaces remains a
challenge, while the unit continues to make every effort to remove such waste as well as to educate
communities not to litter in public.
(h) Some areas in respect of waste collection services requires a service of twice a week to reduce
illegal dumping, but due to a shortage of fleet resources this exercise is currently not sustainable.
In respect of landfill sites, same are not operated and maintained according to permit requirements
which inter alia stipulates the following:
(a) on a daily basis, dumped solid waste must be covered with 150mm;
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(b) the waste must be compacted with a landfill compactor unit to enhance the lifespan of the
sites.
The state of the Morgenzon landfill site is also a cause for concern as the site has reached its full
capacity three years earlier than anticipated due to soil covering and compaction has not been done.
This site has however been identified by the Department of Environmental Affairs as one of 25 landfill
sites within Mpumalanga for decommissioning and closure. The planned closure will be a process that
will be undertaken during the 2016/2017 financial year.
T 3.4.10
3.5 HOUSING
INTRODUCTION TO HOUSING
The Municipality has echoed the call by the Minister of the National Department of Human
Settlements, Honourable Lindiwe Sisulu that to make a significant dent in the lack of decent housing
for our people. Focus must be shifted from small projects that do not make that much impact on the
massive housing need, which is mostly manifested in the form of informal settlements. The Housing
Chapter having been adopted and approved by the Council during the 2015/2016 financial year has
become the strategic document that serves as a guide to provide strategic solutions to integrated
human settlements developments including ways of tackling the present challenge of settling our
people. Guided by the Housing Chapter, the Municipality has been able to facilitate the construction of
150 government-subsidised houses under the Upgrading of Informal Settlements Programme. These
housing units were built in Ward 1, Ward 5 and Ward 7. A further 60 government subsidised houses
were built in Ward 3 and Ward 7 under the Integrated Residential Development Programme.
The Municipality has also fully participated in the Restoration Programme initiated by Minister Lindiwe
Sisulu which seeks to afford all beneficiaries of government subsidised houses with security of tenure
for their houses. This effectively transfers the ownership of the erven upon which the RDP houses
were built into the name of the beneficiaries. This further affords the beneficiaries with a sense of
ownership and economic wellbeing, as they are awarded with an economic asset. The ownership of
more than 2000 government subsidised houses have been transferred. Nevertheless the Municipality
is still facing the following challenges which still need to be resolved namely:
(a) The outstanding finalisation of the level 1 accreditation application of the Municipality.
(b) Assessments still to be carried out on some of the old, dilapidated pre-1994 housing stock.
(c) Poor and shoddy workmanship by contractors appointed by the Department of Human Settlements
(d) Shortage of Municipal Building Inspectors to assist the Provincial Building Inspectors in terms of
quality assurance during the construction process as well as to give technical advice as and when
required.
(e) The illegal sale of RDP houses by the beneficiaries.
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(f) The illegal sale of stands by those who benefitted during the formalisation of township extensions
(g) Illegal land invasion
(h) The eviction by farm owners of farm dwellers and employees prior to consultation with the
Municipality
(l) The inability of the Municipality to access the pockets of land owned by parastatals around the
Municipality suitable for human settlements.
(k) The process of deletion, which has denied potential beneficiaries
(l) Some beneficiaries reluctant to allow the Municipality to demolish the old dilapidated houses after
the construction of new houses.
(m) Operating with limited resources, such as vehicles to carry out the duties assigned to the Division
effectively.
T 3.5.1
Percentage of households with access to basic housing Year end Total households
(including in formal and informal settlements)
Households in formal settlements
Percentage of HHs in formal settlements
2010/2011 29648 28798 97,1%
2011/2012 30523 28798 94,3%
2012/2013 32796 31071 94,7%
2014/2015 34071 31071 91,2%
2015/2016 32843 31071 94,6%
T 3.5.2
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IDP Ref. No
Housing Service Policy Objectives Taken From IDP Service Objectives Outline Service Targets 2015/2016
Target Actual
Service Indicators
(i) (ii) (iii) (iv)
Service Objective xxx
SR-01 Regulated alienation and disposal of municipal owned land
Approval of Land Alienation Policy submitted to Council by the end October 2015
Land Alienation Policy approved by the Municipal Council by the end October 2015
Land Alienation policy approved on 2016-04-29
SR-02 Upgrading plans of all existing informal settlements for future development
Approved informal settlements upgrading plans by end June 2016
Approved Informal Settlements upgrade plans by the end of June 2016
Draft National Support Upgrade Programme (NUSP) Report submitted
SR-03 Level 1 accreditation of the Municipality by the Department of Human Settlements
To have the Municipality accredited on Level 1 by the end of the 4th quarter.
Level 1 accreditation of the Municipality by end of the 4th quarter
In a meeting held on the 25/07/2015 with officials from Human Settlements an indication was given by the Director Appasamy that the Department will prefer to receive the entire IDP document other that the housing Chapter. An explanation was given that such will be done as soon as the printed IDP documents are available
SR-04 Establishment of the Lekwa Social Housing Association
Establishment of Lekwa Housing Association for the management and maintenance of the Community Residential Units (CRU) by end of the 4th quarter
Established Lekwa Housing Association for the management and maintenance of the CRU by the end of the 4th quarter
Not achieved
SR-05 Effective housing related complaints management system
Establishment of housing related complaints management system by the end of the 3rd quarter
To have a complaints and resolution mechanism in place by the end of the 3rd quarter
Complaints management system in place but complaints resolution not reported on
SR-06 Compilation of an up to date housing need register
Compilation of an up to date housing need register by the 3rd quarter
To have a credible Housing Register linked to DoHS by the end of the 3rd quarter
Not achieved
SR-07 Creation of integrated and sustainable human settlements.
Number of reports submitted on implementation of government housing subsidy projects
4 reports on implementation of government housing subsidy projects annually
4 reports submitted
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Employees: Housing Services
Job Level
2014/2015 2015/2016
Employees Posts Employees Vacancies (fulltime
equivalents)
Vacancies (as a % of total posts)
No. No. No. No. %
0 - 3 1 1 1 0 0%
4 - 6 1 2 1 1 50%
7 - 9 4 3 3 0 0%
10 - 12 3 4 4 0 0%
13 - 15 0 0 0 0 #DIV/0!
16 - 18 0 0 0 0 #DIV/0!
19 - 20 0 0 0 0 #DIV/0!
Total 9 10 9 1 10%
Totals should equate to those included in the Chapter 4 total employee schedule. Employees and Posts numbers are as at 30 June. *Posts must be established and funded in the approved budget or adjustments budget. Full-time equivalents are calculated by taking the total number of working days lost (excluding weekends and public holidays) while a post remains vacant and adding together all such days lost by all posts within the same set (e.g. ‘senior management’) then dividing that total by 250 to give the number of posts equivalent to the accumulated days.
T 3.5.4
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Financial Performance 2015/2016: Housing Services R'000
Details
2014/2015 2015/2016
Actual Original Budget
Adjustment
Budget
Actual
Variance to
Budget
Total Operational Revenue 120 125 100 95 -32%
Expenditure:
Employees 125 244 250 248 2%
Repairs and Maintenance 25 244 250 248 2%
Other 45 244 250 248 2%
Total Operational Expenditure 195 732 750 744 2%
Net Operational Expenditure 75 607 650 649 6%
Net expenditure to be consistent with summary T 5.1.2 in Chapter 5. Variances are calculated by dividing the difference between the Actual and Original Budget by the Actual. T 3.5.5
Capital Expenditure 2015/2016: Housing Services R' 000
Capital Projects
2015/2016
Budget Adjustment Budget
Actual Expenditure
Variance from original
budget
Total Project Value
Total All 0 0 378 100%
500 Housing units 0 0 128 100% 280
150 Housing units 0 0 90 100% 150
60 Housing units 0 0 80 100% 320
11 Housing units 0 0 80 100% 90
Total project value represents the estimated cost of the project on approval by council (including past and future expenditure as appropriate. T 3.5.6
COMMENT ON THE PERFORMANCE OF THE HOUSING SERVICE OVERALL:
Noting that the mandate in respect of the delivery of houses resides with the National and Provincial
departments of Human Settlements, the Municipality only plays a facilitating by making land available
and identifying potential beneficiaries. When the Municipal Council took a decision that the Municipality
must apply for Level 1 Accreditation it wanted to change this situation so that the Municipality can have
a much greater role to play in planning and delivering housing to its residents. It is regrettable that no
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significant movement has taken place on this front. The Municipality shall however persist in engaging
the department of human settlements on this matter. Informed by the above, a deliberate decision was
taken to place more focus on taking greater control and have more involvement in the implementation
of housing projects. Focus has been given to projects that fall within the sphere of control of the
Municipality. It must be mentioned that the burning of Sakhile Municipal Offices in October 2014 was a
real set back for the housing unit. Equipment, tools and resources were destroyed or damaged during
the community unrest and the housing unit has not yet fully recovered from this. The ability to access
the Housing Subsidy Portal was also lost.
T 3.5.7
3.6 FREE BASIC SERVICES AND INDIGENT SUPPORT
INTRODUCTION TO FREE BASIC SERVICES AND INDIGENT SUPPORT
Delete Directive note once comment is complete – Provide brief introductory comments on the
progress being made to achieve Free Basic Services and summarise your municipality’s policies
towards indigent support.
T 3.6.1
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–
10
20
30
40
50
60
70
80
90
100
Year -3 Year -2 Year -1 Year 0
Ho
use
ho
lds
('00
0)Free Basic Household Services
Water (6 kilolitres per household per month)
Sanitation (free minimum level service)
Electricity/other energy (50kwh per household per month)
Refuse (removed at least once a week)
Data sourced from MBRR A10
T 3.6.2
Free Basic Services To Low Income Households
Number of households
Total
Households earning less than R1,100 per month
Free Basic Water Free Basic Sanitation
Free Basic Electricity
Free Basic Refuse
Total Access % Access % Access % Access %
2014/2015 26 744 26 744 2 989 11% 2 989 11% 2 989 11% 2 989 11%
2015/2016 30 125 30 125 3 973 13% 3 973 13% 3 973 13% 3 973 13%
T 3.6.3
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Year -1
Actual Budget Adjustment
Budget
Actual Variance to
Budget
Water 200 244 250 248 2%
Waste Water (Sanitation) 220 240 250 245 2%
Electricity 100 120 130 135 11%
Waste Management (Solid Waste) 105 110 120 125 12%
Total 625 714 750 753 5%
Financial Performance Year 0: Cost to Municipality of Free Basic Services Delivered
Services Delivered Year 0
T 3.6.4
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OMMENT ON FREE BASIC SERVICES AND INDIGENT SUPPORT:
Delete Directive note once comment is completed – Comment on the support given to low earners
and in particular those affected by shortfalls in basic service provision. Provide detail of indigent
policy, expenditure and grants received in year 0 and explain how these have been translated into
programmes designed to improve levels of self sufficiency.
T 3.6.6
COMPONENT B: ROAD TRANSPORT
This component includes: roads; transport; and waste water (stormwater drainage).
INTRODUCTION TO ROAD TRANSPORT
Delete Directive note once comment is completed - Provide brief introductory comments on the
strategy, priorities and provision regarding road development and maintenance and transport including
public bus services.
T 3.7
3.7 ROADS
INTRODUCTION TO ROADS
Urban road transport infrastructure is facing many problems in South Africa. The Government
acknowledges the challenges facing road transport and infrastructure. To this end, the drafting of new
policy is underway which will eliminate or at least alleviate many of the problems being experienced.
The Land Transport Act of 2000, the Land Transport Bill of 2008 and the 3 “way win” Strategy of 2006
which saw all three spheres of government working together to improve road infrastructure. Currently
the South African Department of Transport is drawing up a National Transport Master Plan (NATMAP)
intended to guide government policy up to 2050, some of the issues to be addressed by NATMAP
includes the development of suitable facilities and road infrastructure to facilitate efficient transport
services.
T 3.7.1
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Gravel Road Infrastructure Kilometers
Total gravel roads
New gravel roads constructed
Gravel roads upgraded to tar
Gravel roads graded/maintained
2014/2015 252 0 0 11
2015/2016 252 0 0 0.2
T 3.7.2
Total tarred roads New tar roadsExisting tar roads
re-tarred
Existing tar roads
re-sheeted
Tar roads
maintained
Year -2 85 10 23 18 100
Year -1 98 14 25 15 120
Year 0 114 20 30 25 140
T 3.7.3
Tarred Road Infrastructure
Kilometers
New Gravel - Tar Maintained New Re-worked Maintained
Year -2 450000 1700000 250000 1950000 1050000 400000
Year -1 475000 1800000 260000 2020000 1220000 500000
Year 0 490000 1900000 280000 2300000 1300000 550000
T 3.7.4
Cost of Construction/Maintenance
Gravel Tar
R' 000
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0
500000
1000000
1500000
2000000
2500000
Year -2 Year -1 Year 0
Ran
d V
alu
eRoad Infrastructure costs
Gravel New
Gravel - Tar
Gravel - Maintained
Tar - New
Tar Re-worked
Tar Maintained
T 3.7.5
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IDP Ref. No.
Road Service Policy Objectives Taken From IDP Service Objectives Outline Service Targets 2015/2016
Target Actual
Service Indicators Current year
(i) (ii) (iii) (iv)
Service Objective xxx
BSD-20 Maintenance of municipal paved roads
175 km Distance of roads to be well maintained 25km of roads maintained through pothole patching
18.3km Paved finished Roads maintained through pothole patching
BSD-21 Gravelling of municipal roads 247.8 Km's Distance of gravel roads to be gravelled and bladed 5km of roads gravelled 0,2km of Roads gravelled around Lekwa Municipality
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Employees: Roads and Storm water Services
Job Level
2014/2015 2015/2016
Employees Posts Employees Vacancies (fulltime
equivalents)
Vacancies (as a % of
total posts)
No. No. No. No. %
0 - 3 1 1 1 0 0%
4 - 6 0 2 0 2 100%
7 - 9 4 4 4 0 0%
10 - 12 10 10 10 0 0%
13 - 15 4 7 6 1 14%
16 - 18 37 29 28 1 3%
19 - 20 0 0 0 0 #DIV/0!
Total 56 53 49 4 8%
Totals should equate to those included in the Chapter 4 total employee schedule. Employees and Posts numbers are as at 30 June. *Posts must be established and funded in the approved budget or adjustments budget. Full-time equivalents are calculated by taking the total number of working days lost (excluding weekends and public holidays) while a post remains vacant and adding together all such days lost by all posts within the same set (e.g. ‘senior management’) then dividing that total by 250 to give the number of posts equivalent to the accumulated days. T3.7.7
Year -1
Actual Original Budget Adjustment
Budget
Actual Variance to
Budget
Total Operational Revenue 120 125 100 95 -32%
Expenditure:
Employees 125 244 250 248 2%
Repairs and Maintenance 25 244 250 248 2%
Other 45 244 250 248 2%
Total Operational Expenditure 195 732 750 744 2%
Net Operational Expenditure 75 607 650 649 6%
T 3.7.8
Financial Performance Year 0: Road Services
R'000
Details
Year 0
Net expenditure to be consistent with summary T 5.1.2 in Chapter 5. Variances are calculated by dividing the difference between the Actual
and Original Budget by the Actual.
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Budget Adjustment
Budget
Actual
Expenditure
Variance from
original
budget
Total Project
Value
Total All 260 326 378 31%
Project A 100 130 128 22% 280
Project B 80 91 90 11% 150
Project C 45 50 80 44% 320
Project D 35 55 80 56% 90
T 3.7.9
Capital Expenditure Year 0: Road Services
R' 000
Capital Projects
Year 0
Total project value represents the estimated cost of the project on approval by council (including past
and future expenditure as appropriate.
COMMENT ON THE PERFORMANCE OF ROADS OVERALL:
Delete Directive note once comment is completed - Explain the priority of the four largest capital
projects and explain variances from budget for operating and capital expenditure. Confirm your year 5
targets set out in the IDP schedule can be attained within approved budget provision and if not then
state how you intend to rectify the matter. Explain the priority of the four largest capital projects and
explain variances from budget for net operating and capital expenditure. Also explain any likely
variation to the total approved project value (arising from year 0 and/or previous year actuals, or
expected future variations). Where provincial roads have been delegated to your municipality ensure
that this is presented as an additional major issue in this section.
T 3.7.10
3.8 TRANSPORT (INCLUDING VEHICLE LICENSING & PUBLIC BUS OPERATION)
INTRODUCTION TO LICENSING AND TRANSPORT
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The Licensing section main functions include the registering and licensing of vehicles and drivers for
the purpose of maintaining order and legality and to promote road safety in general, especially on our
roads.
The section has been faced with challenges which include the following:
- Insufficient personnel (Examiners). The demand for driver’s licenses versus available manpower to
test requires a workable ratio of at least 5:5. The current ratio is 3:5 due to one of the examiners being
transferred to the fire department due to misconduct and one other vacant position. It should be noted
that two of these examiners are assisting with this function, while they are in fact part of the Traffic Law
Enforcement unit.
- Limited cashiers, which allows the best practice module not to be implemented, which requires that
there must be an enquiries clerk and a verification clerk of which is non-existent within the license
section.
- Insufficient office space which is also a security risk as the public uses the same ablution facilities as
the employees. An additional security risk is that the public move behind the cashiers to gain excess
to the supervisors’ office for enquiries, thus exposing them to a security risk. The Licensing offices
suffered two burglaries in during December 2015.
Alternatives will be investigated to secure and safe guard the employees and the cash collected at the
licensing section.
The opening of a new private vehicle testing station has had a negative impact on applications for
roadworthiness testing, which had a negative revenue impact on the section.
In order to minimize the handling of cash on site, a drop safe has been installed after the burglaries.
This has minimised the risk of holding cash at hand. The existing offices have been installed with two
air conditioners behind the cash hall as this area becomes extremely hot during the summer season.
T 3.8.1
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IDP Ref. No
Transport Service Policy Objectives Taken From IDP Service Objectives Outline Service Targets 2015/2016
Target Actual
Service Indicators Current year
(i) (ii) (iii) (iv)
Service Objective xxx
BSD-29 Drivers and vehicle licensing activities undertaken
Number of vehicles tested for registration and licensing and reported on monthly
12 Monthly Reports on the registered and licensing of vehicles
12 Reports
BSD-30 Testing for Learners Licences Number of applicants tested for learners licenses and reported on monthly
12 Monthly Reports on applicants tested for learners license
12 Reports
BSD-31 Testing for Drivers Licences Number of applicants tested for drivers’ license and reported on monthly
12 Monthly Reports on applicants tested for drivers’ license
12 Reports
BSD-32 Testing of Vehicles for roadworthiness Number of vehicles tested for roadworthiness and reported on monthly
12 Monthly Reports on applications for testing of vehicles for roadworthiness
12 Reports
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Employees: Licensing Services
Job Level
2014/2015 2015/2016
Employees Posts Employees Vacancies (fulltime
equivalents)
Vacancies (as a % of total posts)
No. No. No. No. %
0 - 3 0 0 0 0 #DIV/0!
4 - 6 1 0 1 0 #DIV/0!
7 - 9 2 0 2 0 #DIV/0!
10 - 12 0 0 0 0 #DIV/0!
13 - 15 3 0 0 0 #DIV/0!
16 - 18 0 0 3 0 #DIV/0!
19 - 20 0 0 0 0 #DIV/0!
Total 6 0 6 0 #DIV/0!
Totals should equate to those included in the Chapter 4 total employee schedule. Employees and Posts numbers are as at 30 June. *Posts must be established and funded in the approved budget or adjustments budget. Full-time equivalents are calculated by taking the total number of working days lost (excluding weekends and public holidays) while a post remains vacant and adding together all such days lost by all posts within the same set (e.g. ‘senior management’) then dividing that total by 250 to give the number of posts equivalent to the accumulated days. T3.8.4
COMMENT ON THE PERFORMANCE OF TRANSPORT OVERALL:
Delete Directive note once comment is completed - Explain the priority of the four largest capital
projects and explain the variations from budget for net operating and capital expenditure. Confirm your
year 5 targets set out in the IDP schedule can be attained within approved budget provision and if not
then state how you intend to rectify the matter. Explain the priority of the four largest capital projects
and explain variances from budget for net operating and capital expenditure. Also explain any likely
variation to the total approved project value (arising from year 0 and/or previous year actuals, or
expected future variations).
T 3.8.7
3.9 WASTE WATER (STORMWATER DRAINAGE)
INTRODUCTION TO STORMWATER DRAINAGE
Delete Directive note once comment is completed – Provide brief introductory comments on the
progress being made to improve stormwater drainage and discuss the major successes achieved and
challenges faced in year 0 (include your top 3 service delivery priorities and the impact you have had
on them during the year). Set out measures taken to improve performance and the major efficiencies
achieved by your service during the year. Refer to support given to informal settlement and rural
development. Refer to support given to those communities that are living in poverty. Give the name
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and extent of service provision of any municipal entity(ies) responsible for rendering Stormwater
Drainage Services within the municipality.
T 3.9.1
Total Stormwater
measures
New stormwater
measures
Stormwater measures
upgraded
Stormwater measures
maintained
Year -2 145 15 10 100
Year -1 160 20 12 120
Year 0 166 25 14 140
T 3.9.2
Stormwater Infrastructure
Kilometers
New Upgraded Maintained
Year -2 1,700,000 600,000 280,000
Year -1 1,800,000 700,000 330,000
Year 0 1,900,000 900,000 420,000
T 3.9.3
Cost of Construction/Maintenance
Stormwater Measures
R' 000
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0
200,000
400,000
600,000
800,000
1,000,000
1,200,000
1,400,000
1,600,000
1,800,000
2,000,000
Year -2 Year -1 Year 0
Stormwater infrastructure costs
New Upgraded Maintained
T 3.9.4
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IDP Ref. No.
Road Service Policy Objectives Taken From IDP Service Objectives Outline Service
Targets 2015/2016
Target Actual
Service Indicators Current year
(i) (ii) (iii) (iv)
Service Objective xxx
BSD-22 Cleaning and maintenance of stormwater drainage systems
178km Distance of stormwater structures cleaned and maintained
30km of stormwater structures cleaned and maintained
23.2km of Storm water structures cleaned and well maintained
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Year -1
Actual Original Budget Adjustment
Budget
Actual Variance to Budget
Total Operational Revenue 120 125 100 95 -32%
Expenditure:
Employees 125 244 250 248 2%
Repairs and Maintenance 25 244 250 248 2%
Other 45 244 250 248 2%
Total Operational Expenditure 195 732 750 744 2%
Net Operational Expenditure 75 607 650 649 6%
T 3.9.7
Financial Performance Year 0: Stormwater Services R'000
Details
Year 0
Net expenditure to be consistent with summary T 5.1.2 in Chapter 5. Variances are calculated by dividing the difference between the Actual
and Original Budget by the Actual.
COMMENT ON THE PERFORMANCE OF STORMWATER DRAINAGE OVERALL:
Delete Directive note once comment is completed – Explain the priority of the four largest capital
projects and explain the variations from budget for net operating and capital expenditure. Confirm your
year 5 targets set out in the IDP schedule can be attained within approved budget provision and if not
then state how you intend to rectify the matter. Explain the priority of the four largest capital projects
and explain variances from budget for net operating and capital expenditure. Also explain any likely
variation to the total approved project value (arising from year 0 and/or previous year actuals, or
expected future variations).
T3.9.9
COMPONENT C: PLANNING AND DEVELOPMENT
This component includes: planning; and local economic development.
INTRODUCTION TO PLANNING AND DEVELOPMENT
The Town Planning, building regulation and enforcement unit deals with all matters relating to
improved spatial planning. There were no major service delivery priorities undertaken for the year
under review.
The Land & Planning Department deliver the following services to the community:
• Building Control and Regulation – All building plans are submitted to the unit and if compliant
with the National Building Regulations, it is approved. Regular inspections are carried out on all
construction sites. During 2015/2016 the unit approved 92 building plans and completed 407
inspections on construction sites
• Town Planning – The implementation of the SDF and compliance to the Town Planning
Scheme is dealt with by this unit. This includes all land use changes and transgressions as well as the
enforcement thereof. The unit also guides current and future development in Lekwa via the SDF as
well as the National Development Plan. During 2015/2016 the unit did not deal with any land use
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change applications due to a Council moratorium on land use applications and issued 78 letters of
contravention
• Geomatics – This section deals with the issue of land encroachment and the identification of
stand boundaries as per the relevant Surveyor-General diagrams. During 2015/2016 the unit re-
pegged 128 stands.
It further inspects all subdivision and consolidation of stands applied for. During 2015/2016 it approved
6 applications for subdivisions and consolidations.
• This Department is also responsible for the Geographic Information System (GIS), but all
positions related thereto are vacant.
T 3.10
3.10 PLANNING
INTRODUCTION TO PLANNING
T 3.10.1
Applications for Land Use Development Detail Formalisation of
Townships Rezoning Built Environment
2014/2015 2015/2016 2014/2015 2015/2016 2014/2015 2015/2016
Planning applications received 0 0 0 0 135 92
Determination made in year of receipt 0 0 0 0 135 92
Determination made in following year 0 0 0 0 0 0
Applications withdrawn 0 0 0 0 0 0
Applications outstanding at year end 0 0 0 0 0 0
T 3.10.2
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IDP Ref. No
Planning Policy Objectives Taken From IDP Service Objectives Outline Service Targets 2015/2016
Actual
Service Indicators *Current Year
(i) (ii) (vi) (vii)
SR-08 Reviewed Spatial Development Framework Reviewed SDF in line with SPLUMA by end January 2016 Reviewed SDF in line with SPLUMA by January 2016
SDF not reviewed
SR-09 Implementation of Standerton Town Planning Scheme (Land Use Scheme)
Number of applications evaluated for the processing of land use applications within 180 days after receipt of all outstanding and relevant information and documents submitted
10 Applications evaluated 0 applications evaluated
SR-10 Enforcement of National Building Regulations Evaluate building plans within 30 days of building plans received, complete 3-4 inspections per building plan received
Approve 110 building plans, complete 400 inspections
building plans and inspections completed
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Employees: Planning Services
Job Level
2014/2015 2015/2016
Employees Posts Employees Vacancies (fulltime
equivalents)
Vacancies (as a % of
total posts)
No. No. No. No. %
0 - 3 6 6 4 2 33%
4 - 6 2 6 4 2 33%
7 - 9 1 3 2 1 33%
10 - 12 0 0 0 0 #DIV/0!
13 - 15 0 0 0 0 #DIV/0!
16 - 18 0 0 0 0 #DIV/0!
19 - 20 0 0 0 0 #DIV/0!
Total 9 15 10 5 33%
Totals should equate to those included in the Chapter 4 total employee schedule. Employees and Posts numbers are as at 30 June. *Posts must be established and funded in the approved budget or adjustments budget. Full-time equivalents are calculated by taking the total number of working days lost (excluding weekends and public holidays) while a post remains vacant and adding together all such days lost by all posts within the same set (e.g. ‘senior management’) then dividing that total by 250 to give the number of posts equivalent to the accumulated days. T 3.10.4
COMMENT ON THE PERFORMANCE OF PHYSICAL PLANNING OVERALL:
With the ever-increasing demand for land required for both residential, commercial and mixed used
residential development, there has been a dramatic increase over the last few years. The densification
of urban areas has put some strain on available bulk infrastructure supply and this must be balanced
against the investment and local economic growth opportunities that can be created through such
developments. With the Spatial Development Framework in place and with the finalisation of the Land
Use Management System, the future spatial planning and integrated development planning will see
much more integrated well-structured development nodes.
Since the Lekwa SDF was adopted by Council under item A73 dated 2012-04-26, the following actions
listed in the Implementation Framework has been achieved:
1) Approval of SDF
2) The SDF was incorporated into the Lekwa IDP
3) A Land Use Management System is currently being compiled by National Government
4) Council has introduced a Performance Management System as required by the Municipal Systems
Act of 2000
5) Standerton Extension 8 was established and will be the first mixed income housing development in
Lekwa. The construction of houses for Phase 1 is currently underway.
6) Upgrading of existing road network on the R23 & R39 is currently underway
7) Santa road was paved
8) Upgrading of entrance roads has partially been done, including Dr Nelson Mandela Drive
9) The following by-laws are in draft format and has been distributed for comments: Open Space Plan,
Urban Edge Policy and Encroachment Policy
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10) A copy of the Lekwa SDF was delivered to the Department of Agriculture, Forestry & Fisheries on
2013-01-18 to assist them in land use applications for the area.
11) In line with SPLUMA, a Spatial Planning and Land Use Management by-law was developed
12) A At district level, a Joint Municipal Planning Tribunal (JMPT) has been established to deal with the
land use and development applications classified under Category B in terms of SPLUMA
13) The Municipality conducted a Land Audit. This document will guide Council regarding the
alienation of properties under the area of jurisdiction within Lekwa.
Challenges
1. The enforcement of the Town Planning Scheme, National Building Regulations and dealing
with such related transgressions are not effective. This is mainly due to the minimal fines that are
currently in place that may be imposed. It is suggested that the penalties for transgressions be of such
a magnitude that it will discourage anyone from not complying with all legislation.
2. Council informed the public, in the past via the local papers, regarding all legislation related to
building control and land uses. This exercise of educating the community should be done on a regular
basis.
3. Officials of the Land & Planning Department should also be in possession of a “Law
Enforcement Officer” accreditation status to assist them with their daily duties to deal with
transgressions.
4. The fact that this Department is not prioritised when capital funds are allocated via the budget
makes it impossible to address issues mentioned in the implementation framework of the Lekwa SDF.
5. Currently the Municipality does not have a GIS in operation. It is currently being addressed via
the SLA between Council and the Gert Sibande District Municipality. The position of the GIS Operator
has been vacant for the past 4 years and needs to be filled urgently.
6. With the implementation of SPLUMA and the wall to wall land use scheme for Lekwa, the need
for land use inspectors will become critical.
T 3.10.7
3.11 LOCAL ECONOMIC DEVELOPMENT (INCLUDING TOURISM AND MARKET
PLACES)
INTRODUCTION TO ECONOMIC DEVLOPMENT
Local government, being responsible for creating an enabling environment for local economic
development and growth and as part of its core mandate for the provision of infrastructure and
services such as water, electricity and waste removal, becomes critical in alleviating the triple threat of
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inequality, poverty and unemployment. The recent investment within Lekwa by Noble Resources and
Meadow Feeds have in some way contributed positively to the economy of this town, including the
surrounding areas.
Through collective efforts by the Municipality and other sector departments such as DEDET, DARDLA,
DWA and COGTA, these investments were realised. The support received from these stakeholders
was vital to attract the above-mentioned investments, which contributed much in opportunities for our
local communities.
T 3.11.1
Economic Activity by Sector R '000
Sector 2015/2016
Agriculture 9,7
Mining 19,3
Manufacturing 6,4
Utilities 14,7
Construction 2,1
Trade 9,6
Transport 9,8
Finance 9,3
Community services 20
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Agriculture9,7%
Mining 19,3%
Manufacturing6,4%
Utilities 14,7%Construction
2,1%Trade 9,6%
Transport8,9%
Finance 9,3%
Community services 20,0%
Economic activity by sector
Based on StatsSA 2012 figures, Lekwa contributed 10.4% to the Gert Sibande economy and utilities
contributed 43.6% and agriculture 23.2% to the relevant district industries.
Economic Employment by Sector
Sector 2015/2016
Agriculture 18,9
Mining 21,9
Manufacturing 7,1
Utilities 2,4
Construction 4,2
Trade 13,2
Transport 2,6
Finance 3,4
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Community services 17,8
Private households 8,5
Total 100,0
Agriculture18,9%
Mining 21,9%Manufacturing
7,1%Utilities 2,4%Construction
4,2%
Trade 13,2%
Transport2,6%
Finance 3,4%
Community services17,8%
Private households
8,5%
Employment by sector
Lekwa’s unemployment rate, using the strict definition was 25.9% in 2011, which translates to 11 895
unemployed as a percentage of the economically active population of 46 013. It is a concern that the
unemployment rate for females stood at 33.9% and males at 19.5% while the youth unemployment
rate was at 35.2% in 2011.
Highest unemployment rate in Ward 14 (39.5%) & lowest in Ward 10 (5.5%).
Employment increased by 7 534 between 2001 & 2011.
Employment number 13.2% of Gert Sibande's employed.
Formal sector 71.4% & informal sector 16.8%
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COMMENT ON LOCAL JOB OPPORTUNITIES:
The leading industries for local job opportunities includes mining (21.9%), agriculture (18.9%) and
community services (17.8%). There is also a noted increasing role/share of mining and community
services and decreasing role/share of agriculture and trade as employer.
T 3.11.4
EPWP Projects Jobs created through EPWP
projects
No. No.
Year -2 40 2,000
Year -1 50 2,900
Year 0 66 4,500
* - Extended Public Works Programme T 3.11.6
Job creation through EPWP* projects
Details
LABOUR INDICATORS Census 2011
Working age population (15-64) 76 784
Economically Active Population (EAP)/Labour Force 46 013
Number of employed 34 118
Number of unemployed 11 895
Unemployment rate (%) 25.9%
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IDP Ref. No
Local Economic Development Policy Objectives Taken From IDP Service Objectives Outline Service Targets 2015/2016
Target Actual
Service Indicators *Current Year
(i) (ii) (iii) (iv)
Service Objective xxx
LED-01 Revised LED strategy developed LED strategy updated and submitted for approval by Council by end July 2015
Updated and revised LED Strategy submitted for approval by Council end July 2015
LED Strategy approved on 2016-04-29
LED-02 Conducive economic policy developed to attract investment opportunities
Investment Incentive policy submitted to Council by end July 2015
Updated and revised Investment Incentive Policy submitted for approval by Council by end July 2015
Investment & Incentive policy approved on 2016-04-29
LED-03 Functional LED Forum Number of LED Forum meetings held quarterly to enhance creation economic growth opportunities
4 LED Forum meetings convened annually 2 out of 4 LED meetings held
LED-04 Profiling of businesses Quarterly updated database of all businesses operational in Lekwa
Quarterly updated database of businesses operational in Lekwa
3 business database update reports developed
LED-05 SMME & Cooperatives support Number of training interventions coordinated for SMMEs and cooperatives quarterly
4 training interventions coordinated for SMMEs and cooperatives annually
2 out of 4 training interventions coordinated
LED-06 Implementation of 2011 LED Job Summit Resolutions
Number of reports submitted quarterly on implementation of 2011 LED Job Summit Resolutions
4 quarterly reports submitted on implementation of 2011 LED Job Summit held
0 reports submitted
LED-07 LED Job Summit hosted LED Job summit hosted by end May 2016 LED Job Summit held by end May 2016 Job Summit not held
LED-08 SMME Exhibition hosted SMME Exhibition hosted by end September 2015 to showcase skills and products
SMME Exhibition held by end September 2015 SMME Exhibition not held
LED-09 Job opportunities created Opportunities created for supporting skills development through EPWP and reported on quarterly
4 quarterly reports on opportunities created for skills development through EPWP
0 reports submitted
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Employees: Local Economic Development Services
Job Level
2014/2015 2015/2016
Employees Posts Employees Vacancies (fulltime
equivalents)
Vacancies (as a % of
total posts)
No. No. No. No. %
0 - 3 3 1 1 0 0%
4 - 6 1 1 0 1 100%
7 - 9 0 0 0 0 #DIV/0!
10 - 12 0 0 0 0 #DIV/0!
13 - 15 0 0 0 0 #DIV/0!
16 - 18 0 0 0 0 #DIV/0!
19 - 20 0 0 0 0 #DIV/0!
Total 4 2 1 1 50%
Totals should equate to those included in the Chapter 4 total employee schedule. Employees and Posts numbers are as at 30 June. *Posts must be established and funded in the approved budget or adjustments budget. Full-time equivalents are calculated by taking the total number of working days lost (excluding weekends and public holidays) while a post remains vacant and adding together all such days lost by all posts within the same set (e.g. ‘senior management’) then dividing that total by 250 to give the number of posts equivalent to the accumulated days. T 3.11.8
COMMENT ON LOCAL ECONOMIC DEVELOPMENT PERFORMANCE OVERALL:
The constitution mandates Municipalities to play an important role in the development of the local
economy within its area of jurisdiction, necessitating the development of a new skills base within
Municipalities. The prosperity and welfare of communities in municipalities depends on the capacity of
Municipalities to take advantage of economic opportunities for sustainable employment and enterprise
growth. Sound LED practices can facilitate an appropriate environment for economic growth that can
positively influence an enabling environment, job creation opportunities and poverty reduction.
Therefore, the quality of economic development planning and facilitation is of critical importance to
developing good LED practice, which is crucial to both sound pragmatic LED initiatives and improved
economic performance.
More should be done in the year ahead in order to get identified LED projects off the ground, as
previous years did not see any capital expenditure relating to the implementation of LED projects. The
LED strategy was only revised by end April 2016, which did not allow sufficient time for the
implementation of projects.
T 3.11.11
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COMPONENT D: COMMUNITY & SOCIAL SERVICES
This component includes libraries and archives; museums arts and galleries; community halls;
cemeteries and crematoria; childcare; aged care; social programmes, theatres.
3.12 LIBRARIES; ARCHIEVES; MUSEUMS; GALLERIES; COMMUNITY FACILITIES;
OTHER (THEATRES, ZOOS, ETC)
INTRODUCTION TO LIBRARIES; ARCHIEVES; MUSEUMS; GALLERIES; COMMUNITY FACILITIES
The service delivery objectives for the library section includes the following:
• To provide relevant information to the public especially on current affairs
• To provide a safe and user friendly environment
• To market and encourage library use among disadvantaged communities, with services that
are free and affordable
• To assist library users with computer use with free internet and Wi-Fi and making photocopies
• Providing information to the community by making sure the necessary resources are available
to the public.eg computer centre, reference books, periodicals and information desk.
• Making sure that the library is user friendly and easy to use, being catalogued correctly.
• To run library awareness programmes to inter alia promote the following: library week,
national literacy day, world book day, Youth Day, Mandela day, Breast
cancer month, 16 Days of Activism against women and child abuse, World Aids Day.
• Research and retrieval of information through SITA Library Information Management System
(SLIMS) database. This software is run under the auspices of SITA (State Information
Technology Agency).
Challenges facing the library section includes the following:
• Library resource materials are out dated with minimal supply of new material from the
Provincial Department of Sports, Arts and Culture responsible for libraries;
• Limited space within the library which requires repairs and maintenance, including making it
disability friendly
• Stanwest and Thuthukani libraries also require upgrade
• Shortage of library staff members
• No capital budget has been made available to improve the current state of the libraries
Noting the challenges faced by the library section, the following are some of the achievements for the
year under review:
• SLIMS training was provided to library staff
• Captured and registered membership on SLIMS database
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• Received nine new computers and a camera from the Department of Sports, Arts and Culture.
• One Librarian was appointed at Standerton Public Library and one work-integrated learning
student has been seconded by the Department of Arts and Culture
• 3 Work-integrated learning students have also been placed by the Department and Stanwest
and Thuthukani libraries
T3.12.1
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IDP Ref. No.
Libraries, Community and Municipal Facilities Service Policy Objectives Taken From IDP
Service Objectives Outline Service Targets 2015/2016
Target Actual
Service Indicators Current year
(i) (ii) (iii) (iv)
Service Objective xxx
BSD-23 Maintenance of municipal building and structures
128 Municipal buildings to be well maintained for safety and proper accessibility to all users
9 Municipal structures to be maintained and revamped
15 Municipal buildings and structures were well maintained and revamped
BSD-34 Functional library service Number of library community awareness campaigns conducted quarterly
4 Library community awareness campaigns conducted annually
4 Reports
BSD-35 Functional library service Number of new members recruited to join Lekwa libraries
4 Reports on increase in library readership annually
4 Reports
BSD-38 Maintenance of sports and recreational facilities
Existing sports and recreational facilities maintained according to monthly plan
4 Reports on maintenance of facilities prepared annually
4 Reports
BSD-39 Maintenance of parks, gardens and open spaces
Existing parks, gardens and open spaces maintained according to monthly plan
4 Reports on maintenance of facilities prepared annually
4 Reports
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Employees: Libraries; Parks and Gardens; Other
Job Level
2014/2015 2015/2016
Employees Posts Employees Vacancies (fulltime
equivalents)
Vacancies (as a % of total
posts)
No. No. No. No. %
0 - 3 1 3 1 2 67%
4 - 6 0 1 1 0 0%
7 - 9 2 1 1 0 0%
10 - 12 5 4 4 0 0%
13 - 15 6 5 5 0 0%
16 - 18 26 25 25 0 0%
19 - 20 0 0 0 0 #DIV/0!
Total 40 39 37 2 5%
Totals should equate to those included in the Chapter 4 total employee schedule. Employees and Posts numbers are as at 30 June. *Posts must be established and funded in the approved budget or adjustments budget. Full-time equivalents are calculated by taking the total number of working days lost (excluding weekends and public holidays) while a post remains vacant and adding together all such days lost by all posts within the same set (e.g. ‘senior management’) then dividing that total by 250 to give the number of posts equivalent to the accumulated days. T 3.12.4
Year -1
Actual Original Budget Adjustment
Budget
Actual Variance to
Budget
Total Operational Revenue 120 125 100 95 -32%
Expenditure:
Employees 125 244 250 248 2%
Repairs and Maintenance 25 244 250 248 2%
Other 45 244 250 248 2%
Total Operational Expenditure 195 732 750 744 2%
Net Operational Expenditure 75 607 650 649 6%
T 3.12.5
Financial Performance Year 0: Libraries; Archives; Museums; Galleries; Community Facilities; OtherR'000
Details
Year 0
Net expenditure to be consistent with summary T 5.1.2 in Chapter 5. Variances are calculated by dividing the difference between the Actual
and Original Budget by the Actual.
COMMENT ON THE PERFORMANCE OF LIBRARIES; ARCHIVES; MUSEUMS; GALLERIES;
COMMUNITY FACILITIES; OTHER (THEATRES, ZOOS, ETC) OVERALL:
The Division strives to maintain and keep environment, parks and gardens clean, tidy and organised.
• The Division cleans and maintains sport facilities in suitable conditions.
• The Division cleans and maintain recreational facilities to the acceptable standards.
• The Division cleans cemeteries and prepare burial sites
• The Division assists community members by tracing graves numbers if such requests arise.
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F. SERVICE DELIVERY OBJECTIVES
• To clean and maintain environment, parks and gardens
• To clean and preparation of sports and recreational facilities
• To clean cemeteries and prepare burial sites by digging graves
• Coordinate and interact with funeral directors
G. CHALLENGES
• Old and redundant machinery and equipment
• Lack of additional and up to date machinery and equipment
• Additional land for burial purposes
• Insufficient personnel staff members to cater for three sections in the division
H. ACHIEVEMENTS
• Ability to clean and maintain facilities as per weekly programme
• Ability to respond to community requests on the preparation of burial sites
• The high response in assisting the community with tracing of needed graves.
T 3.12.7
3.13 CEMETORIES AND CREMATORIUMS
INTRODUCTION TO CEMETORIES & CREMATORIUMS
During the year under review, no capital projects were undertaken to create additional burial space.
The maintenance and upkeep of cemeteries and crematoriums is done according to weekly plans on a
needs basis and the number of burials have shown a steady increase, which has affected available
burial grounds.
T 3.13.1
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IDP Ref. No.
Cemeteries and Crematoriums Policy Objectives Taken from IDP
Service Objectives
Outline Service Targets
2015/2016
Target Actual
Service Indicators Current year
(i) (ii) (iii) (iv)
Service Objective xxx
BSD-36 Maintenance of cemeteries Existing cemeteries maintained according to monthly plan 8 Cemeteries cleaned according to monthly plan
4 Reports
BSD-37 Provide burial grounds Weekly preparation of burial sites 4 Reports of burial space prepared annually
4 Reports
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Employees: Cemeteries and Crematoriums
Job Level
2014/2015 2015/2016
Employees Posts Employees Vacancies (fulltime
equivalents)
Vacancies (as a % of total posts)
No. No. No. No. %
0 - 3 0 0 0 0 #DIV/0!
4 - 6 0 0 0 0 #DIV/0!
7 - 9 1 1 1 0 0%
10 - 12 1 1 1 0 0%
13 - 15 1 2 2 0 0%
16 - 18 11 10 9 1 10%
19 - 20 0 0 0 0 #DIV/0!
Total 14 14 13 1 7%
Totals should equate to those included in the Chapter 4 total employee schedule. Employees and Posts numbers are as at 30 June. *Posts must be established and funded in the approved budget or adjustments budget. Full-time equivalents are calculated by taking the total number of working days lost (excluding weekends and public holidays) while a post remains vacant and adding together all such days lost by all posts within the same set (e.g. ‘senior management’) then dividing that total by 250 to give the number of posts equivalent to the accumulated days. T 3.13.4
COMMENT ON THE PERFORMANCE OF CEMETORIES & CREMATORIUMS OVERALL:
The burial space currently available within the Municipality is depleting at a rate much faster than
anticipated and projected. The current crisis of limited burial space will require the identification of
additional burial space.
T 3.13.7
3.14 CHILD CARE; AGED CARE; SOCIAL PROGRAMMES
INTRODUCTION TO CHILD CARE; AGED CARE; SOCIAL PROGRAMMES
Within the Corporate Services Department, the Intergovernmental Relations unit has been responsible
for implementing social programmes focusing on children, the aged and persons with disabilities.
These social programmes were aimed at these specific target groups, through a number of projects
throughout the year. Another focus area was also to embark on the gender based violence
programme through awareness. The section has developed the quarterly targets were set, aimed at
reaching the various focus groups.
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COMPONENT E: ENVIRONMENTAL PROTECTION
This component includes: pollution control; biodiversity and landscape; and costal protection.
INTRODUCTION TO ENVIRONMENTAL PROTECTION
Environmental health is the science and practice of preventing human injury and illness, promoting
well-being by identifying and evaluating environmental sources and hazardous agents, limiting
exposures to hazardous physical, chemical, and biological agents in air, water, soil, food, and
other environmental media or settings that may adversely affect human health.
Environmental Health Services within the Province is being rendered at District level. The Provincial
Environmental Health Practitioners provide support mostly were a challenge still remains in the
devolution of the function to Municipalities due to human resource constraints. The District is
responsible for environmental pollution control through municipal health and environmental services
and provide support to sector departments in terms of biodiversity and landscape.
T 3.14
3.15 POLLUTION CONTROL
INTRODUCTION TO POLLUTION CONTROL
The Gert Sibande District Municipality is responsible for monitoring water quality on a monthly basis,
within the Municipality. Compliance to SANAS 241 standards for drinking water is tested. Surveillance
of surface water and sampling of boreholes for possible pollution by heavy metals or other chemical or
biological contaminants is conducted. The District, as a licensing authority manages air pollution
through regulatory services and compliance monitoring services, including environmental pollution
control, incident management and pollution prevention through awareness campaigns. The impact of
the service has seen increased awareness and community participation in pollution prevention.
3.16 BIO-DIVERSITY; LANDSCAPE (INCL. OPEN SPACES); AND OTHER (EG.
COASTAL PROTECTION)
INTRODUCTION BIO-DIVERSITY AND LANDSCAPE
Within the South African context, ecological infrastructure refers to naturally functioning ecosystems
that deliver valuable services to people, such as healthy mountain catchments, rivers, wetlands,
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coastal dunes, and nodes and corridors of natural habitat, which together form a network of
interconnected structural elements in the landscape. Investing in ecological infrastructure has its
foundation in simultaneously identifying critical services flowing from naturally functioning ecosystems,
and identifying those organisations that would benefit from or have a key responsibility for investing in
these naturally functioning systems. The ecosystem services that are primarily being focused on for
attracting investment in South African are largely related to water and disaster risk reduction, with
climate change adaptation elements in both of these. The primary stakeholders that would be
interested in these services are government related, although this should not discount the potential for
private sector stakeholder involvement.
The entire economy relies to some extent on services flowing from ecological infrastructure – clean
water flowing from healthy catchments being one obvious example. Unless this infrastructure is
secured, the economy will suffer. Investing in ecological infrastructure should be seen as a means of
risk reduction.
Water is South Africa’s most critical natural resource, and is a vital element for sustainable economic
growth - supporting agriculture, energy generation, industry and forestry, as well as domestic use. The
effects of climate change are expected to place additional pressures on the country’s already stretched
water resources. South Africa is a developing country facing a number of challenges relating to
poverty, unemployment and inequality. Investing in ecological infrastructure has the potential to
contribute to national development goals, including job creation, poverty alleviation and rural
development.
Mainstreaming biodiversity into land-use planning and decision-making, resource management and
biodiversity stewardship is critical. The mandate for managing ecological infrastructure is shared
between all three spheres of government in South Africa. For example, land use decisions made at the
municipal level affect the existence and state of ecological infrastructure, such as the maintenance of
healthy wetlands that provide a disaster risk reduction role for human settlements, while the
enforcement of buffers along river stretches on agricultural land by provincial agricultural departments
has a direct impact on river health and water quality.
The private sector also has a critical role to play in investing in ecological infrastructure both as an
investor, and as a landowner. There are a number of motivations for private sector investment in
ecological infrastructure, and one of the main motivators is to manage risk. Within the Municipality, not
enough has been done to date to mainstream this critical element towards sustainable environmental
health.
T 3.16.1
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COMPONENT F: HEALTH
INTRODUCTION TO HEALTH
This component includes clinics, ambulance services and health inspections, which are all functions
that are not directly provided by the Municipality. These services are rendered by the Department of
Health and the District respectively.
T 3.17
3.17 CLINICS
INTRODUCTION TO CLINICS
Clinic services and primary health care is no longer under the control of the Municipality. This service
is provided by the Department of Health. The following table provides some critical statistics in respect
of clinic services within the Municipality and as a proportion of clinic services within the District.
T 3.17.1
HEALTH INDICATORS 2009 2010 2011 Ranking: best (1) – worst (18)
HIV prevalence rate - survey (pregnant women attending antenatal clinic 15-49 years old)
28.9% 50.0% 32.5% 5
HIV prevalence rate – DHIS (excluding pregnant women)
34.6% 22.8% 19.9% 6
2010 2011 2012
Ranking: best (1) – worst (18)
TB cases 1 106 843 611 5
PUBLIC HEALTH FACILITIES 2012
Number of clinics 7
Number of community health centres (CHC) 1
Number of hospitals 1
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HIV prevalence rate of pregnant women 32.5% - decreasing between 2010 and 2011.
HIV prevalence rate excluding pregnant women 19.9% - decreasing trend.
TB cases – decreasing between 2010 and 2012.
Clinics in Lekwa, seven of Gert Sibande’s 62 clinics.
Community health centres in Lekwa is 1 of Gert Sibande’s 18Community Health Care centers.
Hospitals, one of Gert Sibande’s 9 hospitals.
3.18 AMBULANCE SERVICES
INTRODUCTION TO AMBULANCE SERVICES
Emergency Medical Services (EMS) or ambulance services consists of teams of healthcare
professionals who are responsible for providing pre-hospital emergency care and transportation of the
sick and injured. Medical care is usually provided within three components, namely operations,
specialised standby services and hospital inter-facility transfers. Within Lekwa, this service is provided
by the Department of Health and thus the Municipality does not have any competence in rendering this
service.
T 3.18.1
3.19 HEALTH INSPECTION; FOOD AND ABBATOIR LICENSING AND INSPECTION;
ETC
INTRODUCTION TO HEALTH INSPECTIONS; FOOD AND ABATTOIR LICENCING AND
INSPECTIONS, ETC
Municipal Health Services has been extended by the District through compliance inspections for the
following services, namely food control, environmental pollution control, water quality monitoring,
health surveillance including premises. Monthly inspections to premises, including targeted food and
water sampling is conducted. Through training and awareness campaigns, communities and
stakeholders are capacitated. There is a continuous campaigning to do licensing of all food premises
with regular and continuous compliance monitoring and enforcement.
The District, being mandated to provide municipal health services, has extended compliance
inspection in the areas of food control, environmental pollution control, water quality monitoring and
health surveillance of business premises. A significant number of inspections are done on a monthly
basis, targeting food and water sampling. Awareness and training campaigns are done to capacitate
communities and stakeholders. There is a continuous campaigning to do licensing of all food premises
with continuous compliance monitoring and enforcement. It being a District function, it has managed
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to increase its monitoring and licensing regime and programme, including the number of awareness
programmes to capacitate communities and stakeholders and be actively involved in municipalities
within the District.
T 3.19.1
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COMPONENT G: SECURITY AND SAFETY
INTRODUCTION TO SECURITY & SAFETY
This component includes: traffic law enforcement; fire; disaster management, licensing and control of
animals, and control of public nuisances, etc.
T 3.20
3.20 TRAFFIC LAW ENFORCEMENT
INTRODUCTION TO TRAFFIC LAW ENFORCEMENT
The main function of the Traffic Law Enforcement section is to enforce traffic laws and promote road
safety in the Municipal jurisdiction. Some of the critical challenges faced by this section includes the
following:
- Shortage of equipment to conduct special road blocks for the collection of outstanding fines
- Shortage of personnel specially on funeral escorts during weekends;
- Storage of our court documents
Considering the challenges faced by the section, it has also achieved the following for the year under
review:
- Acquired new, roadworthy vehicles used to promote and enforce road safety and;
- Progress in firearms training and procurement
T 3.20.1
Traffic Law Enforcement Data
Details 2014/2015 2015/2016
Actual No.
Estimate No.
Actual No.
1 Enforce traffic laws 5020 1080 5217
2 Trace outstanding fines 24 24 24
T 3.20.2
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IDP Ref. No.
Traffic Law Enforcement Policy Objectives Taken From IDP Service Objectives Outline Service Targets 2015/2016
Target Actual
Service Indicators Current year
(i) (ii) (iii) (iv)
Service Objective xxx
BSD-33
Traffic Law Enforcement Number of reports on traffic law enforcement activities undertaken quarterly
4 Reports on traffic law enforcement activities undertaken annually
4 Reports
Employees: Traffic Officers
Job Level 2014/2015 2015/2016
Police Employees Posts Employees Vacancies (fulltime
equivalents)
Vacancies (as a % of total posts)
Administrators No. No. No. No. %
Chief Police Officer & Deputy
Other Police Officers
0 - 3 2 1 1 0 0%
4 - 6 4 2 2 0 0%
7 - 9 34 20 14 6 30%
10 - 12 5 3 2 1 33%
13 - 15 0 0 0 0 #DIV/0!
16 - 18 8 4 4 0 0%
19 - 20 0 0 0 0 #DIV/0!
Total 53 30 23 7 23%
Totals should equate to those included in the Chapter 4 total employee schedule. Employees and Posts numbers are as at 30 June. *Posts must be established and funded in the approved budget or adjustments budget. Full-time equivalents are calculated by taking the total number of working days lost (excluding weekends and public holidays) while a post remains vacant and adding together all such days lost by all posts within the same set (e.g. ‘senior management’) then dividing that total by 250 to give the number of posts equivalent to the accumulated days. T 3.20.4
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3.21 FIRE
INTRODUCTION TO FIRE SERVICES
Within the Municipality, fire and disaster management falls within the same unit. Disaster
management is a service that is run on an agency basis by the Municipality on behalf of the Gert
Sibande District Municipality.
There are critical challenges within the unit especially in respect of adequate staff, safety gear,
equipment and the requisite fleet to effectively and efficiently perform its functions.
T 3.21.1
Municipal Fire Service Data
Details 2014/2015 2015/2016
Actual No. Actual No.
1 Total house/building fires attended in the year 122 92
2 Total veld/grass fires attended in the year 263 133
3 Total motor vehicle accidents attended in the year 16 16
4 Total fire safety inspections conducted on business premises in the year 130 199
5 Total fire hydrant inspections conducted in the year 231 268
6 Fire fighters in post at year end 26 30
T 3.21.2
IDP Ref. No
Fire Service Policy Objectives Taken From IDP Service Objectives Outline Service
Targets 2015/2016
Target Actual
Service Indicators Current year
(i) (ii) (iii) (iv)
Service Objective xxx
BSD-28 Functional Fire Brigade Services
Number of reports on fire brigade and emergency rescue services rendered submitted quarterly
4 Reports on fire brigade and emergency rescue services rendered annually
4 Reports
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Employees: Fire Services Job Level 2014/2015 2015/2016
Fire Fighters Employees Posts Employees Vacancies (fulltime
equivalents)
Vacancies (as a % of
total posts) Administrators No. No. No. No. %
Chief Fire Officer & Deputy
Other Fire Officers
0 - 3 1 1 1 0 0%
4 - 6 2 0 0 0 #DIV/0!
7 - 9 21 34 28 6 18%
10 - 12 2 1 1 0 0%
13 - 15 0 0 0 0 #DIV/0!
16 - 18 0 0 0 0 #DIV/0!
19 - 20 0 0 0 0 #DIV/0!
Total 26 36 30 6 17%
Totals should equate to those included in the Chapter 4 total employee schedule. Employees and Posts numbers are as at 30 June. *Posts must be established and funded in the approved budget or adjustments budget. Full-time equivalents are calculated by taking the total number of working days lost (excluding weekends and public holidays) while a post remains vacant and adding together all such days lost by all posts within the same set (e.g. ‘senior management’) then dividing that total by 250 to give the number of posts equivalent to the accumulated days. T 3.21.4
Year -1
Actual Original Budget Adjustment
Budget
Actual Variance to
Budget
Total Operational Revenue 120 125 100 95 -32%
Expenditure:
Fire fighters
Other employees 125 244 250 248 2%
Repairs and Maintenance 25 244 250 248 2%
Other 45 244 250 248 2%
Total Operational Expenditure 195 732 750 744 2%
Net Operational Expenditure 75 607 650 649 6%
T 3.21.5
Financial Performance Year 0: Fire Services
R'000
Details
Year 0
Net expenditure to be consistent with summary T 5.1.2 in Chapter 5. Variances are calculated by dividing the difference between the Actual
and Original Budget by the Actual.
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Budget Adjustment
Budget
Actual
Expenditure
Variance from
original budget
Total Project
Value
Total All 260 326 378 31%
Project A 100 130 128 22% 280
Project B 80 91 90 11% 150
Project C 45 50 80 44% 320
Project D 35 55 80 56% 90
T 3.21.6
Capital Expenditure Year 0: Fire Services
R' 000
Capital Projects
Year 0
Total project value represents the estimated cost of the project on approval by council (including past and
future expenditure as appropriate.
COMMENT ON THE PERFORMANCE OF FIRE SERVICES OVERALL:
The Fire, Rescue and Disaster Management unit operates on a four shift system, 24 hours a day and
seven days a week. Each shift operates with a minimum of two Fire Fighters and a Control Room
Attendant which is far less than the required standard for effectively manning a fire station per shift.
The problem is also compounded by the fact that most of the fire fighting vehicles have been scrapped
due to it being beyond its useful lifespan, while other vehicles have not been repaired either from
involvement in accidents or due to maintenance and repairs. Maintenance and repairs to these
vehicles have become a very costly exercise due to the age of these vehicles.
Service delivery is hampered and the lives of fire fighters are at times at risk due to protective clothing
not being replaced on a regular basis as it becomes damaged.
The above has a negative impact in the ability to ensure that in all instances the average turnaround
time to respond to incidents in both urban and rural is not always within the specified acceptable
standard to reach an emergency incident. The unit however always strives to respond to their call of
duty with utmost dedication and commitment.
T 3.21.2.1
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3.22 OTHER (DISASTER MANAGEMENT, ANIMAL LICENCING AND CONTROL,
CONTROL OF PUBLIC NUISANCES AND OTHER)
INTRODUCTION TO DISASTER MANAGEMENT, ANIMAL LICENCING AND CONTROL, CONTROL
OF PUBLIC NUISANCES, ETC
The Disaster Management function is mandated by the Disaster Management Act (57 of 2002) and
other supporting legislation has been devolved as a District function. Measures aimed at preventing or
reducing risks associated with hazards prevailing within the district is being implemented. It is a
continuous and integrated multi-sectoral, multi-disciplinary process of planning and implementation of
projects and programmes aimed at improving capacity to deal with disasters and emergencies.
The District supports local municipalities and other stakeholders with firefighting training in order to
improve their capacity to prevent, reduce and or respond to the fire incidents and emergencies. The
Municipality relies on the District for assistance in rendering disaster management services.
T 3.22.1
COMMENT ON THE PERFORMANCE OF DISASTER MANAGEMENT, ANIMAL LICENCING AND
CONTROL OF PUBLIC NUISANCES, ETC OVERALL:
The GSDM has a functional Disaster Management Advisory Forum, which holds quarterly meetings.
The Forum consist of stakeholders from diverse sectors to advise and assist the district in the planning
and implementation of programmes that are aimed at prevention and reduction the risk of disasters,
mitigating the severity of disasters, preparedness, responding to incidents and post disaster recovery
and rehabilitation. The Municipality participates in District and Provincial Disaster Management
Advisory Forums and other Disaster and Emergency Services Technical Committees and Structures
within the district and the province.
T 3.22.7
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COMPONENT H: SPORT AND RECREATION
INTRODUCTION TO SPORT AND RECREATION
This component includes community parks; sports fields; sports halls; stadiums; swimming pools; and
camp sites. The main objective of this section within the Community Services and Safety are the
following:
• To clean and maintain open spaces, parks and gardens
• To clean and maintain sports and recreational facilities
• To clean and maintain cemeteries and prepare burial sites
T 3.23
3.23 SPORT AND RECREATION
SERVICE STATISTICS FOR SPORT AND RECREATION
Service Objectives *Current Year actual
Clean and maintain 39 Parks and Gardens to
be cleaned and maintained
39 Parks and gardens cleaned and maintained
Clean and maintain 15 Sport and 7 Recreation
facilities
15 Sport facilities and 7 recreation
Prepare graves for burial at Walter Sisulu,
Meyerville, Azalea and Morgenzon
cemeteries
702
T 3.23.1
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IDP Ref. No.
Sport and Recreation Policy Objectives Taken From IDP Service Objectives Outline Service Targets 2015/2016
Actual
Service Indicators *Current Year
(i) (ii) (vi) (vii)
Service Objective xxx
BSD-38 Maintenance of sports and recreational facilities Existing sports and recreational facilities maintained according to monthly plan
4 Reports on maintenance of facilities prepared annually
4 Reports
BSD-39 Maintenance of parks, gardens and open spaces
Existing parks, gardens and open spaces maintained according to monthly plan
4 Reports on maintenance of facilities prepared annually
4 Reports
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Employees: Sport and Recreation
Job Level
2014/2015 2015/2016
Employees Posts Employees Vacancies (fulltime
equivalents)
Vacancies (as a % of
total posts)
No. No. No. No. %
0 - 3 0 1 0 1 100%
4 - 6 0 1 0 1 100%
7 - 9 0 0 0 0 #DIV/0!
10 - 12 0 0 0 0 #DIV/0!
13 - 15 0 1 1 0 0%
16 - 18 17 17 16 1 6%
19 - 20 0 0 0 0 #DIV/0!
Total 17 20 17 3 15%
Totals should equate to those included in the Chapter 4 total employee schedule. Employees and Posts numbers are as at 30 June. *Posts must be established and funded in the approved budget or adjustments budget. Full-time equivalents are calculated by taking the total number of working days lost (excluding weekends and public holidays) while a post remains vacant and adding together all such days lost by all posts within the same set (e.g. ‘senior management’) then dividing that total by 250 to give the number of posts equivalent to the accumulated days. T 3.23.3
Year -1
Actual Original Budget Adjustment
Budget
Actual Variance to
Budget
Total Operational Revenue 120 125 100 95 -32%
Expenditure:
Employees 125 244 250 248 2%
Repairs and Maintenance 25 244 250 248 2%
Other 45 244 250 248 2%
Total Operational Expenditure 195 732 750 744 2%
Net Operational Expenditure 75 607 650 649 6%
T 3.23.4
Financial Performance Year 0: Sport and Recreation
R'000
Details
Year 0
Net expenditure to be consistent with summary T 5.1.2 in Chapter 5. Variances are calculated by dividing the difference between the Actual
and Original Budget by the Actual.
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COMPONENT I: CORPORATE POLICY OFFICES AND OTHER SERVICES
This component includes: corporate policy offices, financial services, human resource services, ICT
services, property services.
INTRODUCTION TO CORPORATE POLICY OFFICES, Etc
Delete Directive note once comment is completed – Provide brief introductory comments.
T 3.24
3.24 EXECUTIVE AND COUNCIL
This component includes: Executive office (mayor; councilors; and municipal manager).
INTRODUCTION TO EXECUTIVE AND COUNCIL
The information herein reported also took into consideration the findings of the Auditor General.
T 3.24.1
SERVICE STATISTICS FOR THE EXECUTIVE AND COUNCIL
T 3.69.2
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IDP Ref. No.
The Executive and Council Policy Objectives Taken From IDP Service Objectives Outline Service Targets 2015/2016
Target Actual
Service Indicators Current year
(i) (ii) (v) (vii)
Service Objective xxx
GG-01 Maintain audit outcome Non-regression from 2013/2014 audit outcome and no more than 15 other matters raised in the 2014/2015 audit outcome to be received by November 2015
2014/2015 unqualified audit outcome with no more than 15 other matters raised
2014/15 unqualified audit outcome
GG-02 Action plan developed to address audit findings
Action plan developed and reported on quarterly to address audit findings
4 Quarterly reports on addressing audit findings in the audit action plan
1 out 4 reports submitted on addressing audit findings
GG-03 Functional audit committee Number of Audit committee meetings convened annually
4 Audit Committee meetings held annually 6 Audit committee meetings held
GG-04 Functional audit committee Number of Audit committee reports prepared for timely submission to Council quarterly
4 Audit Committee reports submitted to council annually
3 out of 4 AC reports submitted to Council
GG-05 Functional audit committee Audit Committee charter developed and submitted to council by end July 2015
Audit Committee Charter reviewed and submitted to Council
2015/16 Audit Committee Charter approved by Council on 2015-07-30
GG-12 Compliance with legislated provisions for effective performance management
Number of quarterly performance reports prepared and submitted to Council
4 Performance reports prepared and submitted to Council annually
3 out of 4 performance reports submitted
GG-13 Compliance with legislated provisions for effective performance management
2014/2015 Annual Performance Report prepared in compliance with section 46 of MSA prepared and submitted to AG by end August 2015
1 Annual Performance Report submitted to AG by end August 2015
Annual performance report submitted to AG on 2015-08-31
GG-14 Compliance with legislated provisions for effective performance management
2014/2015 Annual Report submitted to be tabled to Council by no later than end January 2016
1 Annual Report tabled to Council before end January 2016
Annual report tabled to Council on 2016-01-29
GG-15 Compliance with legislated provisions for effective performance management
2014/2015 Oversight report on annual report prepared and submitted to Council in compliance with section 129 of MFMA before end March 2016
1 Oversight Report on annual Report prepared and submitted for adoption by Council before end March 2016
Oversight report adopted on 2016-03-24
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IDP Ref. No.
The Executive and Council Policy Objectives Taken From IDP Service Objectives Outline Service Targets 2015/2016
Target Actual
Service Indicators Current year
(i) (ii) (v) (vii)
GG-16 SDBIP aligned to the IDP and the budget
Approved 2016/2017 SDBIP aligned to IDP and budget, within 28 days after budget approval
SDBIP aligned to IDP and budget approved within 28 days after budget approval
2015/16 SDBIP approved on 2016-07-30
GG-17 Credible IDP development Reviewed and approved 2016/2017 IDP by end May 2016
2016/2017 IDP approved by end May 2016 2016/17 IDP approved on 2016-06-15
GG-18 Credible IDP development 2016/2017 IDP/Budget/PMS Process Plan adopted by Council by August 2015
IDP/Budget/PMS process plan adopted by end August 2016
2016/17 IDP/Budget/PMS process plan adopted on 2015-08-31
GG-19 Credible IDP development Number of IDP Technical Steering Committee meetings held quarterly to consolidate inputs into draft IDP
4 IDP Technical Steering Committee meetings held annually
1 out of 4 IDP Technical Committee meetings held
GG-20 Credible IDP development Number of IDP Representative Forum meetings held quarterly for consolidation of sector department inputs into draft IDP
4 IDP Representative Forum meetings held annually
1 out of 4 IDP Representative Forum meetings held
GG-21 Developing of schedule of council and committee activities
Schedule of all activities of Council and its committees developed by end June 2016
Schedule developed of all activities of Council and its committees
2015/16 schedule approved on 2015-07-29
GG-22 Adherence to schedule of council meetings
Ordinary sitting of Council meetings as per approved schedule held quarterly
4 Ordinary Council meetings held annually Ordinary council meetings held on 2015-07-29; 2015-10-29; 2016-01-29; 2016-04-29
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IDP Ref. No.
The Executive and Council Policy Objectives Taken From IDP Service Objectives Outline Service Targets 2015/2016
Target Actual
Service Indicators Current year
(i) (ii) (v) (vii)
GG-23 Monitor implementation of Council resolutions
Quarterly reports on progress on implementation of council resolutions
4 Reports on progress on implementation of council resolutions submitted to Council annually
2 out of 4 reports on progress on implementation of council resolutions submitted
GG-24 Functional section 79 committees of council
Number of Rules, Ethics, By-laws and Policies Committee meetings held in line with the Council approved schedule
4 Rules, Ethics, By-laws and Policies Committee meetings held annually
4 Rules & ethics meetings held
GG-25 Functional section 79 committees of council
Number of MPAC meetings held in line with the Council approved schedule
4 MPAC meetings held annually 4 MPAC meetings held
GG-26 Functional section 79 committees of council
Number of Ward Councillors Forum meetings held in line with the Council approved schedule
12 Ward Councillors Forum meetings held annually
5 ward councillors forum meeting sat as per approved schedule
GG-27 Functional section 79 committees of council
Number of Local Geographical Names Committee meetings held in line with the Council approved schedule
4 Local Geographical Names Committee meetings held annually
4 Local Geographical Names Committee meetings held
GG-28 Functional section 79 committees of council
Number of Budget & Treasury Oversight Committee meetings held in line with the Council approved schedule
4 Budget &Treasury Oversight Committee meetings held annually
3 Budget &Treasury Oversight Committee meetings held
GG-29 Functional section 79 committees of council
Number of Corporate & Community Services Oversight Committee meetings held in line with the Council approved schedule
4 Corporate & Community Services Oversight Committee meetings held annually
4 Corporate & Community Services Oversight Committee meetings held
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IDP Ref. No.
The Executive and Council Policy Objectives Taken From IDP Service Objectives Outline Service Targets 2015/2016
Target Actual
Service Indicators Current year
(i) (ii) (v) (vii)
GG-30 Functional section 79 committees of council
Number of Technical Services Committee meetings held in line with the Council approved schedule
4 Technical Services Oversight Committee meetings held annually
3 Technical Services Oversight Committee meetings held
GG-31 Functional Mayoral Committee
Number of Mayoral Committee meetings held as per Council approved schedule
At least 24 Mayoral Committee meetings held annually
9 Mayoral committee meetings held
GG-32 Records management system implemented
Records Management Policy and Standard Operating Procedures developed by September 2015
Records Management Policy and Standard Operating Procedures developed by September 2015
Records management policy approved
GG-33 To regulate the affairs and services provided by the Municipality
Number of By-laws identified for review, updating and consulted upon quarterly
4 By-laws identified, reviewed and consulted upon
1 by-law identified and reviewed
GG-34 Improved customer care Finalise and publicise adopted Municipal service charter by end July 2015
Municipal Service Charter adopted by end July 2015
Draft Municipal Service Charter in place
GG-35 Review of Communications Policy
Communications Policy and Strategy reviewed by end January 2016
Communications Policy and Strategy reviewed by January 2016
Communications Strategy approved on 2015-10-29
GG-36 Continuous interaction with communities
Number of reports on activities undertaken on interaction with communities through print media
4 Reports on interaction with communities through print media
4 Reports on interaction with communities through print media produced
GG-37 Continuous interaction with communities
Number of external newsletters issued quarterly 4 Editions of the Lekwa Gazette municipal newsletter issued annually
1 editions of Lekwa Gazette published
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IDP Ref. No.
The Executive and Council Policy Objectives Taken From IDP Service Objectives Outline Service Targets 2015/2016
Target Actual
Service Indicators Current year
(i) (ii) (v) (vii)
GG-38 Establishment of functional local IGR Forum
Number of local IGR Forums meetings held quarterly 4 Local IGR Forum meetings convened annually
10 Local IGR Forum meetings held
GG-39 Special programmes conducted quarterly for the elderly, children, youth and persons with disabilities
Special programmes conducted for the elderly, children, youth and persons with disabilities
8 Special programmes conducted for the elderly, children, youth and persons with disabilities as per annual plan
23 Special programmes conducted
GG-40 Community involvement in the affairs of the municipality
Community participation in the affairs of the municipality through mayoral izimbizo held annually
6 mayoral izimbizo to be held annually 3 IDP meetings , 4 budget consultive meetings and 1 mayoral imbizo meetings were held
GG-41 Established and functional Ward Committees
Ward operational plans developed and approved by end July 2015
15 ward operational plans developed and approved
15 ward operational plans developed and approved
GG-42 Established and functional Ward Committees
Number of reports on the implementation of ward operational plans submitted to Council quarterly
4 Reports on the implementation of ward operational plans submitted to Council annually
4s report on implementation of ward operational plans
GG-43 Functional whippery office Number of whippery meetings convened annually 12 Whippery meetings convened annually Not all whippery meetings sat as per approved schedule
GG-44 Functional caucus structure Number of caucus meetings convened annually 4 Caucus meetings convened annually 4 Caucus meetings convened
GG-45 Functional multiparty forum Number of multiparty forums convened annually 4 Multiparty Forum meetings convened annually
1 out of 4 Multiparty Forum meetings convened
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IDP Ref. No.
The Executive and Council Policy Objectives Taken From IDP Service Objectives Outline Service Targets 2015/2016
Target Actual
Service Indicators Current year
(i) (ii) (v) (vii)
GG-46 Visiting of projects Number of projects visited quarterly 8 Projects visited annually Projects not visited
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Employees: The Executive and Council
Job Level
2014/2015 2015/2016
Employees Posts Employees Vacancies (fulltime equivalents)
Vacancies (as a % of total posts)
No. No. No. No. %
0 - 3 12 15 12 3 20%
4 - 6 3 5 1 4 80%
7 - 9 8 20 14 6 30%
10 - 12 4 6 4 2 33%
13 - 15 1 1 1 0 0%
16 - 18 13 14 14 0 0%
19 - 20 0 0 0 0 #DIV/0!
Total 41 61 46 15 25%
Totals should equate to those included in the Chapter 4 total employee schedule. Employees and Posts numbers are as at 30 June. *Posts must be established and funded in the approved budget or adjustments budget. Full-time equivalents are calculated by taking the total number of working days lost (excluding weekends and public holidays) while a post remains vacant and adding together all such days lost by all posts within the same set (e.g. ‘senior management’) then dividing that total by 250 to give the number of posts equivalent to the accumulated days. T 3.24.4
Year -1
Actual Original Budget Adjustment
Budget
Actual Variance to
Budget
Total Operational Revenue 120 125 100 95 -32%
Expenditure:
Employees 125 244 250 248 2%
Repairs and Maintenance 25 244 250 248 2%
Other 45 244 250 248 2%
Total Operational Expenditure 195 732 750 744 2%
Net Operational Expenditure 75 607 650 649 6%
T 3.24.5
Financial Performance Year 0: The Executive and CouncilR'000
Details
Year 0
Net expenditure to be consistent with summary T 5.1.2 in Chapter 5. Variances are calculated by dividing the difference between the Actual
and Original Budget by the Actual.
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Budget Adjustment
Budget
Actual
Expenditure
Variance from
original budget
Total Project
Value
Total All 260 326 378 31%
Project A 100 130 128 22% 280
Project B 80 91 90 11% 150
Project C 45 50 80 44% 320
Project D 35 55 80 56% 90
T 3.24.6
Capital Expenditure Year 0: The Executive and Council
R' 000
Capital Projects
Year 0
Total project value represents the estimated cost of the project on approval by council (including past and
future expenditure as appropriate.
COMMENT ON THE PERFORMANCE OF THE EXECUTIVE AND COUNCIL:
Delete Directive note once comment is completed – Explain the priority of the four largest capital
projects and explain the variations from budget for net operating and capital expenditure. Confirm your
year 5 targets set out in the IDP schedule can be attained within approved budget provision and if not
then state how you intend to rectify the matter. Explain the priority of the four largest capital projects
and explain variances from budget for net operating and capital expenditure. Also explain any likely
variation to the total approved project value (arising from year 0 and/or previous year actuals, or
expected future variations).
T 3.24.7
3.25 FINANCIAL SERVICES
INTRODUCTION FINANCIAL SERVICES
Delete Directive note once comment is complete – Provide brief introductory comments. Set out
priorities and the impact you have had on them during the year. Explain the measures taken to
improve performance and the major efficiencies achieved by financial service during the year.
T 3.25.1
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Actual for
accounts
billed in
year
Proportion
of accounts
value billed
that were
collected in
the year %
Billed in
Year
Actual for
accounts
billed in year
Proportion
of accounts
value billed
that were
collected %
Estmated
outturn for
accounts
billed in year
Estimated
Proportion
of accounts
billed that
were
collected %
Property Rates
Electricity - B
Electricity - C
Water - B
Water - C
Sanitation
Refuse
Other
T 3.25.2
B- Basic; C= Consumption. See chapter 6 for the Auditor General's rating of the quality of the financial
Accounts and the systems behind them.
Year 1
R' 000
Debt Recovery
Details of the
types of account
raised and
recovered
Year -1 Year 0
Concerning T 3.25.2
Delete Directive note once table is completed – The proportion of account value billed is calculated
by taking the total value of the year’s revenues collected against the bills raised in the year by the
year’s billed revenues.
T 3.25.2.1
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IDP Ref. No.
Financial Service Policy Objectives Taken From IDPIDP Ref. No.
Service Objective
Outline Service targets
2015/2016
Target Actual
Service Indicators Current year
Service Objective xxx
MFV-01 Administration of the Municipal Bank Accounts
Favourable bank balance maintained in the primary bank account throughout the financial period
Bank Balance in Primary Bank Account R 4 million as at end June 2016
Bank Balance in Primary Bank Account R 4 million as at end June 2016
MFV-02 Financial Management Increased levels of investments Accumulated investments amounting to R 15 million in the investment account by 30 June 2016
Accumulated investments amounting to R 15 million in the investment account by 30 June 2016
MFV-03 Improved system of internal controls
System of Internal Control and Reporting Procedures developed in line with section 95 of the MFMA on general financial management for submission to Council by end July 2015
System of Internal Control and Reporting Procedures developed for submission to Council by end July 2015
System of Internal Control and Reporting Procedures developed for submission to Council by end July 2015
MFV-04 Revenue enhancement Revenue generation increased to 80% monthly average
Improved revenue collection rate from 64% to 80% annually
Not Achieved
MFV-05 Revenue Management, debt collection and credit control
Reduction in outstanding debtors in excess of R 468 million
Reduction in the Outstanding Debtors from 468 million to R 360 Million
Reduction in the Outstanding Debtors from 468 million to R 360 Million
MFV-06 Timely IDP and Budget Review
Time schedule of key deadlines submitted to Council 10 months before start of next budget year as per s21 MFMA provisions
Submit time schedule of 2016/2017 key deadlines to Council by end August 2015
Schedule of key deadlines submitted to Council on 2015-08-31
MFV-07 Preparation of credible budget in line with NT budgeting guidelines/regulations
Budget approved within the budget time frames as approved by Council
Budget Approved before end May 2016 Budget Approved before end May 2016
MFV-08 Improved accounting standards
Pilot Project for the implementation of the MSCOA Project by 30 June 2016
SCOA Pilot Project implemented by 30 June
SCOA Pilot Project implemented by 30 June
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IDP Ref. No.
Financial Service Policy Objectives Taken From IDPIDP Ref. No.
Service Objective
Outline Service targets
2015/2016
Target Actual
Service Indicators Current year
MFV-09 Improved accounting standards
Number of reports towards the implementation of the Municipal Standard Chart of Accounts (MSCOA) quarterly
4 Progress reports on activities undertaken by the MSCOA Steering Committee
4 Progress reports on activities undertaken by the MSCOA Steering Committee
MFV-10 Timely Financial Reporting Number of section 71 reports submitted within 10 working days from end of a month
12 monthly s71 reports submitted annually
12 monthly s71 reports submitted annually
MFV-11 Timely Financial Reporting Number of section 52 reports submitted to Council within 30 days of the end of a quarter
4 quarterly section 52 reports submitted annually
4 quarterly section 52 reports submitted annually
MFV-12 Timely Financial Reporting Number of midyear budget and performance assessment report 72 reports submitted to Council in terms of section 5(1)(f) of MFMA by end January annually
1 midyear assessment report submitted to Council by end January 2016
Midyear assessment report submitted to Council on 2016-01-29
MFV-13 Timely Financial Reporting 2014/2015 AFS submitted to Council and AG by end August 2015
2014/2015 AFS submitted to Council and AG by end August 2015
2014/2015 AFS submitted to Council and AG by end August 2015
MFV-14 Improved system of internal controls
System of Internal Control and Reporting Procedures developed in line with section 65 on expenditure management for submission to Council by end December 2015
System of Internal Control and Reporting Procedures developed by end December 2015
System of Internal Control and Reporting Procedures developed for submission to Council by end July 2015
MFV-15 Expenditure management Reports submitted quarterly to Council on expenditure management
4 reports annually on withdrawals not approved and salaries and wages expenditure
4 reports annually on withdrawals not approved and salaries and wages expenditure
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IDP Ref. No.
Financial Service Policy Objectives Taken From IDPIDP Ref. No.
Service Objective
Outline Service targets
2015/2016
Target Actual
Service Indicators Current year
MFV-16 Effective procurement systems
Number of reports submitted to Council quarterly on implementation of supply chain management policy in line with the Reg 6 of the Supply Chain Management Regulations
4 reports submitted annually on the implementation of the Supply Chain Management Regulations
4 reports submitted annually on the implementation of the Supply Chain Management Regulations
MFV-17 Contract Management Finalisation of Service Level Agreements with appointed service providers within stipulated timeframes as per appointment letter and updated in the contracts register
Finalisation of Service Level Agreements with appointed service providers within stipulated timeframes as per appointment letter and updated in the contracts register
Finalisation of Service Level Agreements with appointed service providers within stipulated timeframes as per appointment letter and updated in the contracts register
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Employees: Financial Services
Job Level
2014/2015 2015/2016
Employees Posts Employees Vacancies (fulltime equivalents)
Vacancies (as a % of total posts)
No. No. No. No. %
0 - 3 4 8 5 3 38%
4 - 6 5 11 8 3 27%
7 - 9 14 23 14 9 39%
10 - 12 20 36 25 11 31%
13 - 15 0 0 0 0 #DIV/0!
16 - 18 6 7 6 1 14%
19 - 20 0 0 0 0 #DIV/0!
Total 49 85 58 27 32%
Totals should equate to those included in the Chapter 4 total employee schedule. Employees and Posts numbers are as at 30 June. *Posts must be established and funded in the approved budget or adjustments budget. Full-time equivalents are calculated by taking the total number of working days lost (excluding weekends and public holidays) while a post remains vacant and adding together all such days lost by all posts within the same set (e.g. ‘senior management’) then dividing that total by 250 to give the number of posts equivalent to the accumulated days. T 3.25.4
Year -1
Actual Original Budget Adjustment
Budget
Actual Variance to
Budget
Total Operational Revenue 120 125 100 95 -32%
Expenditure:
Employees 125 244 250 248 2%
Repairs and Maintenance 25 244 250 248 2%
Other 45 244 250 248 2%
Total Operational Expenditure 195 732 750 744 2%
Net Operational Expenditure 75 607 650 649 6%
T 3.25.5
Financial Performance Year 0: Financial ServicesR'000
Details
Year 0
Net expenditure to be consistent with summary T 5.1.2 in Chapter 5. Variances are calculated by dividing the difference between the Actual
and Original Budget by the Actual.
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Budget Adjustment
Budget
Actual
Expenditure
Variance from
original budget
Total Project
Value
Total All 260 326 378 31%
Project A 100 130 128 22% 280
Project B 80 91 90 11% 150
Project C 45 50 80 44% 320
Project D 35 55 80 56% 90
T 3.25.6
Capital Expenditure Year 0: Financial Services
R' 000
Capital Projects
Year 0
Total project value represents the estimated cost of the project on approval by council (including past and
future expenditure as appropriate.
COMMENT ON THE PERFORMANCE OF FINANCIAL SERVICES OVERALL:
Delete Directive note once comment is completed – Explain the priority of the four largest capital
projects and explain the variations from budget for net operating and capital expenditure. Confirm your
year 5 targets set out in the IDP schedule can be attained within approved budget provision and if not
then state how you intend to rectify the matter. Explain the priority of the four largest capital projects
and explain variances from budget for net operating and capital expenditure. Also explain any likely
variation to the total approved project value (arising from year 0 and/or previous year actuals, or
expected future variations).
T 3.25.7
3.26 HUMAN RESOURCE SERVICES
INTRODUCTION TO HUMAN RESOURCE SERVICES
Delete Directive note once comment is complete – Provide brief introductory comments. Set out
priorities and the impact you have had on them during the year. Explain the measures taken to
improve performance and the major efficiencies achieved by HR service during the year.
T 3.26.1
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SERVICE STATISTICS FOR HUMAN RESOURCE SERVICES
T 3.26.2
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IDP Ref. No
Human Resource Services Policy Objectives Taken From IDP Service Objectives Outline Service Targets 2015/2016
Target Actual
Service Indicators Current year
(i) (ii) (iii) (iv)
Service Objective xxx
MTOD-01 Development of a Performance Management framework
Updated and approved Performance Management framework by end July 2015
Updated Performance Management Framework submitted to Council for approval by end July 2015
Performance Management Framework revised and submitted to Council on 2016-04-29 and referred to Rules & Ethics Committee
MTOD-02 Implementation of performance management system
Performance agreements of section 57 senior managers signed within prescribed timeframe annually by end July 2015
6 Performance agreements of section 57 senior managers signed within prescribed timeframe annually
6 signed performance agreements
MTOD-03 Implementation of performance management system
Quarterly performance reviews conducted for section 54/56 managers and reported on quarterly to Council
24 quarterly performance reviews conducted annually
Quarterly performance reviews not held as per schedule; One-on-one interactions done ad-hoc
MTOD-04 Implementation of performance management system
Evaluating of performance of s54/56 managers conducted annually
6 annual performance evaluations conducted for s54/56 managers in terms of section 27 of the Municipal Performance Regulations, 2001
2014/15 annual performance evaluations conducted for MM
MTOD-05 Filling of posts in line with the approved Organogram and Budget for the 2015/2016 financial year
Number of posts filled as per the approved 2015/2016 staff establishment
Filling of vacancies in line with the approved and funded Organogram and Budget for the 2015/2016 financial year and reported on quarterly
Vacancies filled within resource constraints
MTOD-06 Job descriptions developed to monitor employee performance
Number of job descriptions developed in line with task job evaluation system by end December 2015
Outstanding Job descriptions developed by end December 2015
106 out of 2013 job descriptions developed
MTOD-07 Improved labour relations Number of Local Labour Forum meetings held monthly and reported on quarterly
12 sittings of Local Labour Forums meetings annually
Meetings did not take place as scheduled
MTOD-08 Equitable employment opportunities created
Employment Equity meetings Training Committee meetings held and reported on quarterly
4 Employment Equity meetings held annually
3 out of 4 Employment Equity meetings held
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IDP Ref. No
Human Resource Services Policy Objectives Taken From IDP Service Objectives Outline Service Targets 2015/2016
Target Actual
Service Indicators Current year
(i) (ii) (iii) (iv)
MTOD-09 Creation of a skilled and capacitated workforce
Training Committee meetings held and reported on quarterly
4 Training Committee meetings held annually
4 meetings held
MTOD-10 Creation of a safe and healthy working environment
Occupational Health and Safety meetings convened and reported on quarterly
4 Occupational Health and Safety meetings held annually
3 out of 4 Occupational Health & safety meetings held
MTOD-11 Implementation of the Workplace Skills Plan
Annual Training Report (ATR) and Workplace Skills Plan (WSP) submitted to LGSETA annually by 30 April
ATR and Workplace Skills Plan submitted to LGSETA by 30 April 2016
ATR and WSP submitted on 2016-04-29
MTOD-12 Implementation of the Workplace Skills Plan
Percentage training interventions implemented in terms of the approved WSP (actual training interventions implemented / total training interventions planned)
60% of training interventions implemented in terms of the approved WSP and reported on quarterly
Training interventions implemented
MTOD-13 Development of Bursary Policy for Internal Staff
Development and submission to Council of Bursary Policy for Internal Staff by end October 2015
Bursary Policy for Internal staff developed and submitted to Council by end October 2015
Bursary policy for internal staff approved
MTOD-14 Bursary funding for Internal Staff Rand value of bursary budget spent on training of internal staff through the Bursary Policy for Internal Staff
R 100 000.00 spent on the training of internal staff through bursary funding
Budget allocation not spent
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IDP Ref. No
Human Resource Services Policy Objectives Taken From IDP Service Objectives Outline Service Targets 2015/2016
Target Actual
Service Indicators Current year
(i) (ii) (iii) (iv)
MTOD-15 Create opportunities for internships and learnership programmes in line with approved WSP
Number of Internships and learnership opportunities created per approved WSP
Internships and learnerships implemented as per WSP
MTOD-16 Recruitment of financial interns Number of Finance interns appointed by end July 2015 in terms of FMG standards
Five (5) interns appointed in terms of FMG standards by end September 2015
5 interns appointed
MTOD-17 Implementation of the Workplace Skills Plan
Percentage of municipality’s budget actually spent on implementing its workplace skills plan (WSP) (Actual amount spent on training /total funds allocated for training)
60% of budget spent on implementation of WSP
60% of budget spent on implementation of WSP
MTOD-18 Approval of an Employment Equity Plan (EEP)
Employment Equity Plan approved and submitted to the Department of Labour by end October 2015
Employment Equity Plan approved and submitted to the Department of Labour
Employment Equity Plan submitted
MTOD-19 Implementation of the Employment Equity Plan (EEP)
Number of people from employment equity target groups employed in the three highest levels of management in compliance with the approved Employment Equity Plan
Recruit and appoint an additional 7 female and or disabled employees in the first 3 levels of management
1 female appointed at post level 5
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IDP Ref. No
Human Resource Services Policy Objectives Taken From IDP Service Objectives Outline Service Targets 2015/2016
Target Actual
Service Indicators Current year
(i) (ii) (iii) (iv)
MTOD-20 Implementation of the Employment Equity Plan
Number of reports submitted on employees employed in accordance with approved EEP targets and reported on quarterly
4 reports submitted on employees employed in accordance with approved EEP targets and reported on quarterly
2 out of 4 reports submitted
MTOD-22 Development of Scarce Skills Policy
Scarce Skills Policy developed for submission to Council by end October 2015
Scarce Skills Policy developed for submission to Council by end October 2015
Scarce Skills Policy approved on 2015-10-29
MTOD-23 Development of Staff Retention Policy
Staff Retention Policy developed for submission to Council by end January 2016
Staff Retention Policy developed for submission to Council by end January 2016
Staff Retention Policy developed in Q3 but not yet submitted to Council
MTOD-24 Telephone Usage Policy developed
Telephone Usage Policy developed for submission to Council by end April 2016
Telephone Policy developed for submission to Council by end April 2016
Telephone Policy developed but not yet submitted to Council
MTOD-25 Submission of Return on Earnings Report to the Compensation Fund
Submission of Return on Earnings Report to the Compensation Fund by end March 2016
Return of Earnings Report submitted by end of March 2016
Submission date extended by DoL to 31 May 2016 but no proof of submission by new deadline
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Employees: Human Resource Services
Job Level
2014/2015 2015/2016
Employees Posts Employees Vacancies (fulltime
equivalents)
Vacancies (as a % of total
posts)
No. No. No. No. %
0 - 3 1 1 1 0 0%
4 - 6 3 2 2 0 0%
7 - 9 0 0 0 0 #DIV/0!
10 - 12 2 4 2 2 50%
13 - 15 0 0 0 0 #DIV/0!
16 - 18 0 0 0 0 #DIV/0!
19 - 20 0 0 0 0 #DIV/0!
Total 6 7 5 2 29%
Totals should equate to those included in the Chapter 4 total employee schedule. Employees and Posts numbers are as at 30 June. *Posts must be established and funded in the approved budget or adjustments budget. Full-time equivalents are calculated by taking the total number of working days lost (excluding weekends and public holidays) while a post remains vacant and adding together all such days lost by all posts within the same set (e.g. ‘senior management’) then dividing that total by 250 to give the number of posts equivalent to the accumulated days. T3.26.4
Year -1
Actual Original Budget Adjustment
Budget
Actual Variance to
Budget
Total Operational Revenue 120 125 100 95 -32%
Expenditure:
Employees 125 244 250 248 2%
Repairs and Maintenance 25 244 250 248 2%
Other 45 244 250 248 2%
Total Operational Expenditure 195 732 750 744 2%
Net Operational Expenditure 75 607 650 649 6%
T 3.26.5
Financial Performance Year 0: Human Resource ServicesR'000
Details
Year 0
Net expenditure to be consistent with summary T 5.1.2 in Chapter 5. Variances are calculated by dividing the difference between the Actual
and Original Budget by the Actual.
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Budget Adjustment
Budget
Actual
Expenditure
Variance from
original budget
Total Project
Value
Total All 260 326 378 31%
Project A 100 130 128 22% 280
Project B 80 91 90 11% 150
Project C 45 50 80 44% 320
Project D 35 55 80 56% 90
T 3.26.6
Capital Expenditure Year 0: Human Resource Services
R' 000
Capital Projects
Year 0
Total project value represents the estimated cost of the project on approval by council (including past and
future expenditure as appropriate.
COMMENT ON THE PERFORMANCE OF HUMAN RESOURCE SERVICES OVERALL:
Delete Directive note once comment is completed – Explain the priority of the four largest capital
projects and explain the variations from budget for net operating and capital expenditure. Confirm your
year 5 targets set out in the IDP schedule can be attained within approved budget provision and if not
then state how you intend to rectify the matter. Explain the priority of the four largest capital projects
and explain variances from budget for net operating and capital expenditure. Also explain any likely
variation to the total approved project value (arising from year 0 and/or previous year actuals, or
expected future variations).
T 3.26.7
3.27 INFORMATION AND COMMUNICATION TECHNOLOGY (ICT) SERVICES
This component includes: Information and Communication Technology (ICT) services.
INTRODUCTION TO INFORMATION AND COMMUNICATION TECHNOLOGY (ICT) SERVICES
Delete Directive note once comment is completed – Provide brief introductory comments. Set out
priorities and the impact you have had on them during the year. Explain the measures taken to
improve performance and the major efficiencies achieved by ICT service during the year.
T 3.27.1
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SERVICE STATISTICS FOR ICT SERVICES
T 3.27.2
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IDP Ref. No.
Information and Communication Technology (ICT) Services Taken From IDP Service Objectives Outline Service Targets 2015/2016
Target Actual
Service Indicators Current year
(i) (ii) (v) (vii)
Service Objective xxx
MTOD-21
Improved ITC governance and management
ICT policies for Disaster Recovery Plan (DRP) and Business Continuity Plan (BCP) developed by end July 2015
Develop ICT policies for Disaster Recovery Plan (DRP) and Business Continuity Plan (BCP) by end July 2015
ICT policies for Disaster Recovery Plan (DRP) and Business Continuity Plan (BCP) approved by Council on 2015-10-29
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Employees: ICT Services
Job Level
2014/2015 2015/2016
Employees Posts Employees Vacancies (fulltime equivalents)
Vacancies (as a % of total posts)
No. No. No. No. %
0 - 3 0 1 0 1 100%
4 - 6 1 2 2 0 0%
7 - 9 0 0 0 0 #DIV/0!
10 - 12 0 0 0 0 #DIV/0!
13 - 15 0 0 0 0 #DIV/0!
16 - 18 0 0 0 0 #DIV/0!
19 - 20 0 0 0 0 #DIV/0!
Total 1 3 2 1 33%
Totals should equate to those included in the Chapter 4 total employee schedule. Employees and Posts numbers are as at 30 June. *Posts must be established and funded in the approved budget or adjustments budget. Full-time equivalents are calculated by taking the total number of working days lost (excluding weekends and public holidays) while a post remains vacant and adding together all such days lost by all posts within the same set (e.g. ‘senior management’) then dividing that total by 250 to give the number of posts equivalent to the accumulated days. T3.27.4
Year -1
Actual Original Budget Adjustment
Budget
Actual Variance to
Budget
Total Operational Revenue 120 125 100 95 -32%
Expenditure:
Employees 125 244 250 248 2%
Repairs and Maintenance 25 244 250 248 2%
Other 45 244 250 248 2%
Total Operational Expenditure 195 732 750 744 2%
Net Operational Expenditure 75 607 650 649 6%
T 3.27.5
Financial Performance Year 0: ICT Services R'000
Details
Year 0
Net expenditure to be consistent with summary T 5.1.2 in Chapter 5. Variances are calculated by dividing the difference between the Actual
and Original Budget by the Actual.
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Budget Adjustment
Budget
Actual
Expenditure
Variance from
original budget
Total Project
Value
Total All 260 326 378 31%
Project A 100 130 128 22% 280
Project B 80 91 90 11% 150
Project C 45 50 80 44% 320
Project D 35 55 80 56% 90
T 3.27.6
Capital Expenditure Year 0: ICT Services
R' 000
Capital Projects
Year 0
Total project value represents the estimated cost of the project on approval by council (including past and
future expenditure as appropriate.
COMMENT ON THE PERFORMANCE OF ICT SERVICES OVERALL:
Delete Directive note once comment is completed – Explain the priority of the four largest capital
projects and explain the variations from budget for net operating and capital expenditure. Confirm your
year 5 targets set out in the IDP schedule can be attained within approved budget provision and if not
then state how you intend to rectify the matter. Explain the priority of the four largest capital projects
and explain variances from budget for net operating and capital expenditure. Also explain any likely
variation to the total approved project value (arising from year 0 and/or previous year actuals, or
expected future variations).
T3.27.7
3.28 PROPERTY; LEGAL; RISK MANAGEMENT AND PROCUREMENT SERVICES
This component includes: property; legal; risk management and procurement services.
INTRODUCTION TO PROPERTY; LEGAL; RISK MANAGEMENT AND PROCUREMENT SERVICES
Delete Directive note once comment is completed – Provide brief introductory comments. Set out
priorities and the impact you have had on them during the year. Explain the measures taken to
improve performance and the major efficiencies achieved by Property, legal, risk management and
procurement services during the year.
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T3.28.1
SERVICE STATISTICS FOR PROPERTY; LEGAL; RISK MANAGEMENT AND PROCUREMENT
SERVICES
T 3.28.2
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IDP Ref. No
Property; Legal; Risk Management; and Procurement Services Policy Objectives Taken From IDP Service Objectives Outline Service Targets 2015/2016
Target Actual
Service Indicators Current year
(i) (ii) (v) (vii)
Service Objective xxx
GG-06 Effective enterprise risk management Enterprise-wide risk register developed and submitted to Council by end July 2015
Enterprise-wide risk register developed and adopted by Council
2015/16 Enterprise wide risk register developed and approved by MM on 18/09/2015
GG-07 Functional Risk Management Committee Number of Risk Management Committee meetings held annually
4 Risk Management Committee meetings held annually
5
GG-08 Functional Risk Management Committee Number of Risk Management Committee reports compiled for submission to the Audit Committee quarterly
4 Risk Management Committee reports submitted to the Audit Committee annually
3
GG-09 Ensure sustainable anti-corruption capacity
Number of anti-corruption and ethics awareness raising workshops conducted quarterly
4 Anti-corruption and ethics awareness raising workshops conducted annually
2
GG-10 Review of Risk Management Policy Risk Management Policy and Risk Management Strategy adopted by Council April 2015
Review Risk Management Policy and Risk Management Strategy for submission to Council by end June 2016
Risk Management Policy and Strategy not reviewed during period under review
GG-11 Review Fraud Prevention Plan and Awareness Strategy on Fraud and Corruption
Fraud Prevention Plan and Awareness Strategy on Fraud and Corruption reviewed for submission to Council by end June 2016
Review Fraud Prevention Plan and Awareness Strategy on Fraud and Corruption
Fraud prevention plan and awareness strategy, private work and declaration of interest policy and the whistle blowing policy was reviewed on 22/07/2015 by audit committee
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Year -1
Actual Original Budget Adjustment
Budget
Actual Variance to
Budget
Total Operational Revenue 120 125 100 95 -32%
Expenditure:
Employees 125 244 250 248 2%
Repairs and Maintenance 25 244 250 248 2%
Other 45 244 250 248 2%
Total Operational Expenditure 195 732 750 744 2%
Net Operational Expenditure 75 607 650 649 6%
T 3.28.5
Financial Performance Year 0: Property; Legal; Risk Management and Procurement ServicesR'000
Details
Year 0
Net expenditure to be consistent with summary T 5.1.2 in Chapter 5. Variances are calculated by dividing the difference between the Actual
and Original Budget by the Actual.
Budget Adjustment
Budget
Actual
Expenditure
Variance from
original budget
Total Project
Value
Total All 260 326 378 31%
Project A 100 130 128 22% 280
Project B 80 91 90 11% 150
Project C 45 50 80 44% 320
Project D 35 55 80 56% 90
T 3.28.6
Capital Expenditure Year 0: Property; Legal; Risk Management and Procurement Services
R' 000
Capital Projects
Year 0
Total project value represents the estimated cost of the project on approval by council (including past and
future expenditure as appropriate.
COMMENT ON THE PERFORMANCE OF PROPERTY SERVICES OVERALL:
Delete Directive note once comment is completed – Explain the priority of the four largest capital
projects and explain the variations from budget for net operating and capital expenditure. Confirm your
year 5 targets set out in the IDP schedule can be attained within approved budget provision and if not
then state how you intend to rectify the matter. Explain the priority of the four largest capital projects
and explain variances from budget for net operating and capital expenditure. Also explain any likely
variation to the total approved project value (arising from year 0 and/or previous year actuals, or
expected future variations).
T 3.28.7
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COMPONENT J: MISCELLANEOUS
INTRODUCTION TO MISCELLANEOUS
This component includes the provision of airports, abattoirs, municipal courts and forestry as municipal
enterprises. The Municipality does not provide any of these services within its area of jurisdiction.
COMPONENT K: ORGANISATIONAL PERFOMANCE SCORECARD
This component deals with the Annual Performance Scorecard Report for the year under review and
forms the basis for the audit of predetermined objectives. It seeks to give an overview of its
performance against predetermined objectives and to report on progress made towards meeting set
service delivery projections and targets for the period 1 July 2015 to 30 June 2016.
Every effort has been made to ensure that the Annual Performance Report (APR) reflects on non-
financial performance information as accurately as possible and to give a true reflection on the levels
of achievement against predetermined objectives and key performance indicators, in line with the
approved 2015/2016 Service Delivery and Budget Implementation Plan (SDBIP) targets that were set
for the year under review.
The audit of predetermined objectives is regarded as an annual procedure on reported actual
performance against set predetermined objectives of the Municipality to provide assurance to Council,
members of the public and other relevant stakeholders that the “actual performance reported” is useful
and reliable. Reporting on performance information is essential as it allows the public, oversight and
governance structures to focus its attention on whether public institutions such as municipalities are
delivering services as required and planned, by comparing their performance against their budgets and
strategic plans.
The objective of an audit of predetermined objectives is to enable the Auditor-General to conclude
whether the reported performance against predetermined objectives is useful and reliable, in all
material respects, based on predetermined audit criteria. This audit is executed as an integral part of
the annual regularity audit, to confirm compliance with applicable laws and regulations as well as the
usefulness and reliability of the reported performance information to be published in the annual report
of the Municipality.
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Through the auditing of predetermined objectives, the independent audit of measures is to ensure the
economical procurement and efficient and effective utilisation of resources and key concepts to this
are:
1. Economy: for the procurement of resources of the right quality in the right quantities at the right
time and place at the lowest possible cost;
2. Efficiency: To achieve the optimal relationship between the output of goods, services or results
and the resources used to produce them;
3. Effectiveness: To achieve policy objectives, operational goals and other intended effects.
This is all in an attempt to strengthen democracy by enabling oversight, accountability and good
governance in the public sector through the audit of predetermined objectives and to then report on the
findings.
INTRODUCTION
Every municipality and municipal entity must prepare and adopt an annual report for each financial
year in accordance with the Local Government: Municipal Finance Management Act, Act 56 of
2003(MFMA) and the Local Government: Municipal Systems Act, Act 32 of 2000 (MSA) as amended.
Section 46 of the MSA provides that an annual performance report must be submitted to the municipal
council. It is against this backdrop that the 2015/2016 Annual Performance Report of Lekwa Local
Municipality has herewith been prepared and is submitted in terms of section 46 (1) and (2) of the
MSA, as amended and National Treasury MFMA Circulars 11 and 63 on annual reporting. This report
covers the performance information for the period 01 July 2015 to 30 June 2016 and focuses on the
operationalization and implementation of the Service Delivery Budget and Implementation Plan
(SDBIP), in relation to the objectives as encapsulated in the Municipality’s 2015/20165 Integrated
Development and Plan (IDP).
This report will seek to reflect on actual performance of the Municipality as measured against the
performance indicators and targets as contained in its approved 2015/2016 Service Delivery and
Budget Implementation Plan (SDBIP). The report will also endeavour to report on the Municipality’s
performance in line with the six (6) Key Performance Areas (KPAs) for local government, which are:
Basic Service Delivery;
Municipal Organisational Transformation and Development
Local Economic Development
Municipal Financial Viability and Management
Good Governance and Public Participation
Spatial Rational.
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The report will further reflect the Municipality’s Key Performance Indicators (KPIs) per KPA. Each KPA
have Municipal Key Focus Areas (KFA’s) which were developed to help focus the Municipality on its
developmental initiatives in a more coherent and organised manner.
FRAMEWORK FOR REPORTING ON PREDETERMINED OBJECTIVES
The Annual Performance Report is herewith presented in accordance with the Municipality’s
Performance Management Framework, applicable legislation, regulations, circulars, including
guidelines from National Treasury on the Framework for Managing Programme Performance
Information (FMPPI) as well as the Framework for Strategic Plans and Annual Performance Plans. In
preparation for the 2015/2016 financial year a strategic review session was held between 3 – 5 March
2015 at Loskop Dam, Middelburg, where critical issues were deliberated on which informed the
finalisation of the 2015/2016 IDP and SDBIP, in order to improve on the alignment of these two very
strategic documents. Sessions were also subsequently held with Executive and divisional managers
to determine the quarterly targets that informed the SDBIP.
LEGISLATIVE MANDATE
This Annual Performance Report has been compiled in compliance with the requirements of section 46
(1) of the Local Government: Municipal Systems Act, 2000; which stipulates the following:
(1) A municipality must prepare for each financial year a performance report reflecting—
(a) the performance of the Municipality and each external service provider during that financial year;
(b) a comparison of the performance referred to in paragraph (a) with targets set for performance in
the previous financial year; and
(c) measures taken to improve performance.
In addition, Regulation 7 (1) of the Local Government: Municipal Planning and Performance
Management Regulations, 2001 states that “A Municipality’s Performance Management System entails
a framework that describes and represents how the municipality’s cycle and processes of performance
planning, monitoring, measurement, review, reporting and improvement will be conducted, organised
and managed, including determining the roles of the different role players.”
Performance management is not only relevant to the organisation as a whole, but also to the
individuals employed in the organisation as well as the external service providers and municipal
entities. The Performance Management System (PMS) Framework as adopted by the Municipality
inter alia, reflects the linkage between the IDP, Budget, SDBIP and individual performance.
SDBIP.
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PERFORMANCE MANAGEMENT PROCESSES AND OVERVIEW
The PMS function is located in the office of the Municipal Manager and the PMS unit still needs to be
beefed up. The key focus of the unit is to coordinate organisational performance management related
processes as well as to facilitate the regulated individual performance assessments of senior
management. Currently, a manual performance management system is operational within the
Municipality.
The 5 year IDP was developed for the 2012-2016 period and was reviewed for the 2015/2016 financial
year. The process towards the review culminated in the IDP consultation processes that took place
during October and November 2014. The Draft IDP was tabled to Council during March 2015 and was
finally approved on 29 May 2015. The 2015/2016 SDBIP was also thereafter approved by the
Executive Mayor, to form the basis for implementation for the year under review.
Appointment of senior management
For the 2015/2016 financial year, the municipal manager and the following senior managers directly
accountable to him were in place:
JOB TITLE NAME EMPLOYMENT CONTRACT
TERM
2015/2016
PERFORMANCE
CONTRACT PERIOD
Municipal Manager Mr. L B Tshabalala 1 August 2012 – 31 July 2017 1 July 2015 – 30 June
2016
Executive Manager:
Development & Planning
Mrs. T S Matladi 2 September 2013 – 31 August
2018
1 July 2015 – 30 June
2016
Executive Manager: Corporate
Services
Mr. S S Nkosi 2 January 2014 – 01 January
2019
1 July 2015 – 30 June
2016
Executive Manager:
Community Services & Safety
Ms M E Radebe 2 January 2015 – 31 December
2020
1 July 2015 – 30 June
2016
Executive Manager: Technical
Services
Mr. M H Shai 17 June 2015 – 15 June 2018 1 July 2015 – 30 June
2016
Chief Financial Officer Mr. R A Morris
1 July 2015 – 30 June 2018 1 July 2015 – 30 June
2016
Performance agreements were also developed and signed as required by the Municipal Performance
Regulations, 2006. Quarterly performance reports in line with the institutional SDBIP, with supporting
evidence were prepared by managers directly accountable to the Municipal Manager. These quarterly
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performance reports were also objectively and independently audited by the Internal Audit unit to verify
and confirm performance information as reflected in the reports.
Auditing of Performance
As per the provisions of the Municipal Planning and Performance Management Regulation 14(2) (c),
the Municipality utilised its established Audit Committee as its Performance Audit Committee. The
following are dates on which the committee met for the year under review:
LEGEND:
P = PRESENT A = APOLOGY
SUBMITTED
X = ABSENT
WITHOUT
APOLOGY
NI = NOT
INVITED
The following table also depicts management’s attendance of Audit Committee meetings:
Meeting Dates A C Keyser N Balkrishen D W Prenzler Z Fihlani (till
2015-10-29)
2015-07-22 P P P X
2015-08-24 P X P X
2015-10-13 P P A X
2016-01-12 P P P -
2016-01-29 p A P -
2016-04-18
(NO QUORUM)
P A A -
2016-05-03
(POSTPONED
FROM 2016-04-18)
P P P -
DATE MM CFO EMCS EMDP EMCSS EMTS M:IA PMS RM AG PT GSDM
2015-07-22 P P P X A P P P P A X NI
2015-08-24 P P A P P P P P P NI NI NI
2015-10-13 P P P P P P P P P P P P
2016-01-12 A A P P P P P P P P A A
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The current Audit Committee members were appointed by Council, during its Meeting held on 2014-
04-25, per Resolution A58. The continued absence from meetings by Mr Z Fihlani put the effective
functioning of the Audit Committee under tremendous strain. Interactions by the Chairperson with Mr
Z Fihlani was ongoing but was formalised in a letter dated 2015-09-10 regarding his continued
absence. The non-response by Mr Z Fihlani resulted in the Audit Committee submitting a report to this
effect to Council. Council therefore resolved during its meeting held on 2015-10-29, under Resolution
A173 to terminate his services. The Municipal Manager was also tasked to expedite the replacement
of member so that it does not hamper the Committee’s functioning. The additional members are due
to be appointed in the 2016/2017 financial year.
2014/2015 Oversight Report
As part of strengthening governance, accountability and oversight, the Council tasked the Municipal
Public Accounts Committee (MPAC) to exercise its oversight role in respect of the 2014/2015 Annual
Report. The MPAC met on the following dates to deal with the 2014/2015 Annual Report:
MUNICIPAL PUBLIC ACCOUNTS COMMITTEE (MPAC)
MEMBERS S M Zacarias
(Chairperson)
N Z E
Sitshoni
M S
Khumalo
S S
Mosia
A S
Ngwenya
F
Sarang
P T
Schnetler
J J van
der
Wath
S S
Gumede
POLITICAL
PARTY ANC ANC ANC ANC ANC ANC DA DA PAC
GENDER F F F M M F M M M
DATES AND ATTENDANCE OF MPAC MEETINGS
2016-02-17 P A P X P P A P X
2016-03-03 P X X X A P P P X
2016-03-15 P P P A X P A P X
Legend: P=Present; A = Apology submitted; X= Absent without Apology
2016-01-29
2016-04-18
(NO QUORUM)
P P P A P P P P P P A A
2016-05-03
(POSTPONED
FROM 2016-04-
18)
P A A P P P P P P
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The general lack of attendance of MPAC meetings was largely due to clashes of meetings and other
activities. The matter has received attention and relevant officials and senior management will be
attending future meetings as required.
The 2014/2015 Annual Report was tabled to Council on 29 January 2016. Subsequent to the said
meetings as referred to above, the MPAC submitted its Oversight Report to Council on 31 March 2016.
Council resolved as follows per Council Resolution A31:
“(1) That the report of the Municipal Public Accounts Committee in respect of the Oversight Report
on the 2014/2015 Annual Report BE NOTED;
(2) That the Oversight Report on the 2014/2015 Annual Report as prepared and considered
by the Municipal Public Accounts Committee (MPAC) during its meetings held on 2016-02-
17, 2016-03-03 and 2016-03-15, including the following BE NOTED:
(a) It must however be noted that due to the SAMWU strike, MPAC could not find
Management in order to respond on any questions from MPAC and the second
attempt was made on the week of the 22nd of March 2016 where MPAC finds that all
Management were on leave;
(b) That it be noted that the office of the Auditor General was also invited on the 3rd of
March 2016 on an observer status;
(c) The major deficiencies in the original report were that not all the important reporting
requirements and information were complete.
(d) It must be noted that since the submission of the 1st draft of the Annual Report to
Council and the Auditor General, not much progress has been made to date in respect
of updating information in respect of the following components:
Chapter 1: Component A
Chapter 2: Component B, C, D
Chapter 3: Basic Service Delivery Performance
Chapter 5: Financial Performance
Chapter 6: Auditor General Findings
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(e) It must however be noted that as at the time of the MPAC meeting on 2016-03-15
during which meeting the draft Annual Report was considered, it was noted that the
following components were outstanding:
(i) Cemeteries and crematoriums
(ii) Fire and Disaster Services
(iii) Sports and Recreation
(f) MPAC noted with serious concern that for the 2011/2012, 2012/2013, 2013/2014 and
2014/2015 Annual Reports the same above divisions, once again had not submitted
complete information and neither did they comply with the time-frames given to ensure
the submission of requested outstanding information
(g) Information on the following components is also outstanding:
(i) Complete information on public participation and public satisfaction survey
levels
(ii) Libraries
(iii) Traffic Law Enforcement
(iv) Corporate policy offices and other services
(3) That Council, having fully considered the revised Annual Report of Lekwa Local
Municipality for the 2014/2015 financial year and representations thereon and the
Oversight Report for the 2014/2015 Financial Year, the 2014/2015 Annual Report NOT BE
APPROVED due to the reasons stated in (2) (a) – (g) above but that the 2014/2015
Annual Report BE REFERRED BACK for revision of all the components that can be
revised, as provided for in terms of section 129 (1) (c) of the MFMA;
(4) That the Accounting Officer TO TAKE ACTION on all Managers who have not complied in
terms of submitting the required information on the revised Annual report for 2014/2015
financial year in order to curb the presidency of not submitting the relevant information as
required;
(5) That the Oversight Report BE MADE PUBLIC in accordance with Section 129 (3) of the
Municipal Finance Management Act, Act No 56 of 2003;
(6) That the Oversight Report BE SUBMITTED to the Mpumalanga Provincial Legislature in
accordance with Section 132 (2) of the Municipal Finance Management Act, Act No 56 of
2003;
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(7) That the Municipal Public Accounts Committee continue to MONITOR AND EVALUATE as
part of its oversight role, every Department in respect of service delivery issues and other
internal processes cited by the Auditor-General.”
The non-submission of outstanding information for completion of the annual report has been
strengthened with the establishment of a team that will coordinate information per department to assist
with the compilation of the 2015/2016 annual report.
2015/2016 AUDITED ANNUAL PERFORMANCE REPORT: PLANNED VS ACTUAL
The 2015/2016 annual performance report has been prepared based on the institutional Performance
Scorecard (SDBIP) of the Municipality. This report is herewith submitted in line with section 126 (1) (a)
of the MFMA, within two months after the end of the financial year to which the statements relate. The
report was submitted to the Audit Committee, Council and subsequently to the Auditor-General for
auditing together with the Draft 2015/2016 Annual Financial Statements.
The annual performance report, as incorporated into this 2015/2016 Annual Report, as provided for by
section 121 (3) (c), stipulates that the annual report inter alia must also include the audited Annual
Performance Report of the Municipality as prepared in terms of section 46 of the MSA. The annual
report also includes the audited Annual Financial Statements and the Auditor-General’s Report on both
the Annual Financial Statements and Performance Information for the financial year under review.
This section of the report relates to the level of performance against predetermined objectives. This
section of the Annual Performance Report reflects on the Municipality’s actual performance against the
planned targets as contained in the Municipality’s approved 2015/2016 SDBIP as per the six (6)
KPA’s.
As required in terms of sections 4 and 20 of the Public Audit Act, read with the general notice issued in
terms thereof, the Auditor General audited the reported performance information of the following
selected objectives as presented in the Annual Performance Report of the Municipality for the year
ended 30 June 2016:
(a) Objective 1: Basic Service Delivery
(b) Objective 5: Good Governance and Public participation
The Auditor General evaluated the usefulness of the reported performance information to determine
whether it was consistent with planned objectives. In addition, tests were performed to determine
whether indicators and targets were well-defined, verifiable, specific, measurable, time bound and
relevant, as required by the National Treasury’s Framework for Managing Programme Performance
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Information (FMPPI). An assessment on the reliability of the reported performance information to
determine whether it was valid, accurate and complete was also performed.
The Auditor General, further as stated in the management report, is of the opinion that the evidence
obtained from the work performed provided an appropriate basis for the reasonable assurance
conclusion on the usefulness and reliability of the reported performance information and expressed the
following conclusion on the usefulness and reliability of the reported performance information:
Selected Objectives Usefulness Reliability
Objective 1 Basic service delivery Qualified Qualified
Objective 5 Good governance and public participation Qualified Qualified
In respect of the Objective 1 on Basic service delivery, the Auditor General found the basis for the
qualified conclusion in respect of usefulness, based on consistency of development objectives and
targets, where reported objectives and targets were not consistent with planned objectives and targets.
Section 41(c) of the Municipal Systems Act requires that the annual performance report, integrated
development plan and service delivery and budget implementation plan must form the basis for the
annual report, therefore requiring consistency of objectives, indicators and targets between planning
and reporting documents. 76% reported targets were not consistent with the service delivery budget
implementation plan (SDBIP).
The basis for a qualified of conclusion on reliability of reported performance information relates to that
the FMPPI requires auditees to have appropriate systems to collect, collate, verify and store
performance information to ensure reliable reporting of actual achievements against planned
objectives, indicators and targets. The reported achievements against planned targets of important
indicators were not reliable when compared to the evidence provided.
In the opinion of the Auditor General, and the qualified conclusion on usefulness and reliability, except
for the effect of disagreement on misstatements of the matters described as the basis for the qualified
conclusion, the reported performance information of Lekwa Local Municipality on basic service delivery
is useful and reliable, in all material respects, in accordance with the identified performance
management and reporting framework.
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In respect of Objective 5 on Good governance and public participation, the Auditor General found the
basis for the qualified conclusion in respect of usefulness on the basis of consistency of development
objectives and targets.
Section 41(c) of the Municipal Systems requires that the annual performance report, integrated
development plan and service delivery and budget implementation plan must form the basis for the
annual report, therefore requiring consistency of objectives, indicators and targets between planning
and reporting documents. 52% reported targets were not consistent with those in the service delivery
budget implementation plan (SDBIP).
The basis for the qualified conclusion on reliability of reported performance information is in view
thereof that the FMPPI requires auditees to have appropriate systems to collect, collate, verify and
store performance information to ensure reliable reporting of actual achievements against planned
objectives, indicators and targets. The reported achievements against planned targets of important
indicators were not reliable when compared to the evidence provided.
The qualified conclusion on usefulness and reliability, in the opinion of the Auditor General, except for
the effect of disagreement on misstatements of the matters described in the basis for qualified
conclusion, the reported performance information of good governance and public is useful and reliable,
in all material respects, in accordance with the identified performance management and reporting
framework.
The following table below is a breakdown of the Key Performance Indicators (KPIs) per Key
Performance Area (KPA), taking into consideration the Auditor General’s findings on performance
information:
TOTAL KPIs KEY PERFORMANCE
AREA
Achieved % Not Achieved %
39 Basic Service Delivery 31 79 8 21
25 Municipal Transformation 12 48 13 52
9 LED 2 22 7 78
17 Financial Viability 12 71 5 29
46 Good Governance 23 50 23 50
10 Spatial Rational 3 30 7 70
146 83 57% 63 43%
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The graph below also depicts the levels of performance per KPA:
BasicServiceDelivery
MunicipalTransforma
tionLED
FinancialViability
GoodGovernance
SpatialRational
Achieved 31 12 2 12 23 3
Not Achieved 8 13 7 5 23 7
31
12
2
12
23
38
13
7 5
23
7
05
101520253035
2015/2016 PERFORMANCE REPORT PER KPA
Achieved Not Achieved
Figure 1: 2015/2016 Performance per KPA
o The graph, in line with the table above depicts that of the 146 KPIs, the following is a
summary of performance per KPA: 83 targets achieved (57%)
o 63 targets not achieved (43%);
The table below depicts performance per Department:
Achieved Not achieved
TOTAL KPIS DEPARTMENT No. % No. %
20 Municipal Manager 10 50 10 50
47 Corporate Services 23 49 24 51
17 Budget & Treasury 12 71 5 29
23 Technical Services 15 65 8 35
16 Community Services & Safety 16 100 0 0
23 Development & Planning 7 30 16 70
146 TOTALS 83 57 63 43
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The graph below also depicts the levels of performance per Department:
Figure 2: Performance per Department
Of the total of 146 annual KPIs, the overall level of performance indicates an above average level of
achievement.
It must be noted that for the year under review, reporting on performance information has been difficult
to report against due to inter alia the following general findings, which has also been corroborated by
the Internal Audit unit during their audit of quarterly performance information reports:
(a) Performance information not submitted in a timely manner (Recurring)
(b) SDBIP KPI targets not achieved (Recurring)
(c) Corrective actions are not supplied for under/non-performance (Recurring)
The late or non-submission of information by some Departments which has resulted in the overall
levels of achievement being below par and reporting was not always not done in line with approved
SDBIP through the amendment, removal or non-reporting against certain targets;
The Municipality has put measures in place to respond to areas of underperformance, including
adherence to all scheduled submissions to ensure the timely auditing and submission of reports to the
Mayoral Committee, Audit Committee and Council.
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The Auditor General has also found critical areas during its audit of predetermined objectives, upon
evaluating the reliability and usefulness of reported information, as contained in the Annual
Performance Report. There was some level of consistency in that reported information could be
traced to the supporting portfolio of evidence but it was also identified that some of the information
reported was not complete, accurate nor validated by substantial supporting evidence.
The following are key findings in respect of the audit of predetermined objectives:
performance targets were not measurable, verifiable and well defined
Inconsistency between the planned and reported target
Information reported in the APR is not reliable
Indicator reported with the planned target than actual activity done.
Planned targets as per the SDBIP and APR are not measurable
Target not verifiable, well defined and measurable.
Non-adherence to internal controls relating to evidence of reported information
Standard operating procedures that supports the input, processing and output phase of
reporting on predetermined objectives is not in place
The impact of these findings may result in incorrect targets being reported on in the Annual
performance report, making it difficult to conclude if a specific target was achieved or not, as
management did not sufficiently review consistencies between planned and reported on targets in the
IDP, SDBIP and APR.
In the final analysis, as also recommended by the Auditor General, management, being responsible for
the reporting on the Municipality’s performance for the different departments, should all equally ensure
that there is availability of valid information supporting the performance that they report on quarterly
and at the end of the financial year. With the finalisation of the quarterly and annual performance
report management must ensure that there are proper reviews of the reports prior to it being submitted
for approval to avoid reporting invalid, inaccurate or incomplete performance information.
CONCLUSION
It must be noted that credible performance information must be recognised as playing a very
significant governance and accountability role within any organisation. The greater the focus there is
on the quality and timely auditing of information reported on, greater assurance can be given that the
performance information provided can be trusted as reliable and correct. The main objective is to
increase accountability and to ensure the credibility of information being strengthened as performance
reporting is increasingly becoming an integral part of an effective accountability framework.
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Performance information and reporting focuses the attention of the public and oversight bodies on
whether public institutions such as municipalities are delivering value for money, by comparing their
performance against their budgets and service delivery plans. It is also intended to alert managers to
areas where corrective action is required. The most important reason for measuring performance is
that what gets measured is done. If an institution knows that its performance is being monitored, it is
more likely to perform the required tasks and perform them well. This can greatly enhance the level of
public confidence that communities and other stakeholders can once again have in the Municipality.
The tables below provide the detailed Annual Performance Report as submitted and audited by the
Auditor General.
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IDP REF NO
PROGRAMME
OWNER
OBJECTIVE KEY PERFORMAN
CE INDICATOR
BASELINE BUDGET ANNUAL TARGETS
ANNUAL TARGET ACTUAL
ACHIEVED
ACHIEVEMENT
STATUS (ACHIEVED
/ NOT ACHIEVED)
CHALLENGES \
REASONS FOR
DEVIATION
MEASURES TAKEN TO IMPROVE
PERFORMANCE
PORTFOLIO OF
EVIDENCE W
AR
D
BSD-01
TECHNICAL SERVICES
Effective expenditure management of capital project funding
MIG conditional grants spent in accordance with applicable frameworks
100% expenditure of Municipal Infrastructure including roll- overs
R 27,978,000 100% of Municipal Infrastructure Grant (MIG) spent (Rand value)
R27 978 000
ACHIEVED NONE N/A MIG June 2016 expenditure report (annexure A)
All
KEY PERFORMANCE AREA 1: BASIC SERVICE DELIVERY
LLM 2: Improve services and broaden access to them
SFA 1: Equitable provision of services
SFA 5: Establishment of efficient access and integrated mobility
Outcome: Improved access to services
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BSD-02
TECHNICAL SERVICES
Capital projects implemented on time and within budget
Standerton waste water treatment plant upgraded according to approved specifications
Current effluent inflow 13ML per day; designed to treat 11ML per day but treating only 9ML per day
R 15 000 000 Standerton waste water treatment plant with upgraded chlorination room
Obtained and inspected the minutes and progress report for September 2015 and confirmed that the project status provided by the contractors (Ngani Projects and T K Vuwani) stated that The Guard House was 95% completed, the Pump House was 80% completed and the Inlet works was 75% completed. The Contractor was busy fixing the steel and the shutters on the Inlet works, as well as the
ACHIEVED NONE N/A MIG June 2016 expenditure report(annexure A)
1-8, 10-11, 15
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BSD-03
TECHNICAL SERVICES
Capital projects implemented on time and within budget
Installation of water services to informal Settlements
New KPI R 4 272 950 Installation of communal stand pipes and Jojo Tanks
Installation of water and sanitation services to targeted informal communities.
ACHIEVED NONE N/A MIG June 2016 expenditure report and completion certificate(annexures A & B)
2,3,5,6,7, 11,14 & 15
BSD-04
TECHNICAL SERVICES
Capital projects implemented on time and within budget
Boreholes installed in rural areas
28145 (90.6%) households with piped water in dwelling; 2195 households with access to communal taps; 731 no water
R 6 000 000 36 Boreholes installed in rural areas
36 Boreholes installed in rural areas
ACHIEVED NONE N/A MIG June 2016 expenditure report and completion certificate(annexures A & C)
9, 12, 13
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provision
BSD-05
TECHNICAL SERVICES
Capital projects implemented on time and within budget
Sanitation services installed in rural areas
81 rural sanitation (enviro-loos) installed
R 1 306 150 87 rural sanitation toilets installed
87 rural sanitation toilets installed
ACHIEVED NONE N/A MIG June 2016 expenditure report and completion certificate(annexure A & D)
9, 12, 13
BSD-06
TECHNICAL SERVICES
Capital projects implemented on time and within budget
Electrification of RDP houses in Standerton extension 8
New KPI R 1 700 000 110 RDP houses electrified in Standerton Extension 8
Budget planned utilised but project not commissioned due to it being a multiyear project.
NOT ACHIEVED
Developer is to counter fund the project for it to be completed and commissioned.
Developer informed to complete project.
Emails to Developer (annexure E)
15
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BSD-07
TECHNICAL SERVICES
Capital projects implemented on time and within budget
Installation of sanitation services in informal settlements
New KPI R 1 173 000 000
Installation of sanitation services in informal settlements
Inspected the June 2016 progress report by Thamis and Sisters signed and confirmed that project is not completed
NOT ACHIEVED
N/A N/A N/A 15-Jan
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BSD-08
TECHNICAL SERVICES
Improve water quality for blue drop status
Blue drop status improved from 34,4% to 44%
90% to 100% provision of clean water
R 4 000 000 100% clean water supply
Inspected the reports (internal report 364799-814 and external report 367681-700) from the water quality laboratory which was addressed to the municipality on 04/05/2016 which stated that all the determinants tested for potable water samples for the above mentioned report, met the requirements of the drinking water standards (SANS: 241:2015), however the report did not state the blue drop rating
ACHIEVED Turbidity does not comply with the SANS 241. Water Safety planning not developed
The replacement of sand filter media. Requested funds for the development of Water Safety Planning.
Proof payments and water quality results
All
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BSD-09
TECHNICAL SERVICES
Reduction in unaccounted water distribution losses
Reduced unaccounted technical water losses within the norm of 10%
Non-revenue water losses accounted for 14% (2013/2014 audited financial statements), and 57,2% from 2012/2013 audited AFS (only 10% of such losses can be accounted for as technical losses)
R 3 500 000 Reduce unaccounted water losses within norm of 10%
NOT ACHIEVED
Pipes are constantly bursting due to the ageing infrastructure and there is a shortage of staff. There are no funds to replace ageing pipes.
Water leakages are repaired. Water meters are repaired. The repair of 450 mm pipe Marais Street.
Daily job cards.
1,2,3,4,5,6,7,8,9,10.11,12,13,14 & 15
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BSD-10
TECHNICAL SERVICES
Sustainable provision of water to all formal households
Households provided with potable water provision
28146 (90.6%) households with piped water in dwelling; 2194 households with access to communal taps; 731 no water provision (StatsSA); water interruptions due to aging infrastructure
R27 257 252 Provide 28146 households with piped water. Reduce water interruptions.
Also inspected a 2013 department of water affairs report.
Not Achieved
The water demand is greater than the water supply
The replacement of sand filter media. Solicit funds for the development of water safety planning.
Invoices and Proof of payments
1,2,3,4,5,6,7,8,9, 10, 11,12,13,14 & 15
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BSD-11
TECHNICAL SERVICES
Sustainable provision of water to households in rural wards
households in rural areas with access to water provision
4394 Households in rural areas with access to water
R27 257 252 4394 Households in rural areas with access to water provision
The repair and maintenance of windmills and delivery of water in the rural wards
Achieved The budget is inadequate to repair all the broken boreholes in rural areas
The delivery of water through water tankers.
daily Job cards and Proof of payments
9,12 & 13
BSD-12
TECHNICAL SERVICES
Improved green drop status
green drop status improved from 54% to 64%
54% green drop status, ranked 4th in the province
R27 257 252 Improvement of green drop status
Inspected the department of water affairs green drop rating report for 2013 and confirmed the following:
Not Achieved
Waste Water Abatement Plan (W2RAP) not developed. Shortage of qualified staff. The capacity of the treatment plant does
Requested funding for the development of W2RAP from MISA and COGTA
Proof of payments
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REASONS FOR
DEVIATION
MEASURES TAKEN TO IMPROVE
PERFORMANCE
PORTFOLIO OF
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not meet the demand
BSD-13
TECHNICAL SERVICES
Sustainable provision of sanitation services to households in rural wards
households in rural areas provided with sanitation services
29791 (86.6%) households with flush or chemical toilets; 316 VIP toilets; 1980 pit latrines, 1280 no toilet
R 1 306 150 516 Households in rural areas provided with sanitation services via VIP toilets
ACHIEVED NONE N/A MIG June 2016 expenditure report and completion certificate(annexure A & D)
9, 12, 13
BSD-14
TECHNICAL SERVICES
Provision of formal domestic customers with access to removal of waste water and refuse by means of sewers
Households receiving sanitation services
28918 formal domestic customers with provision to sewerage services
R 450 000 All formal domestic customers with access to removal of waste water and refuse by means of sewers
2009 rating - 75%
Achieved None The Department of Water and Sanitation appointed the contractor for the refurbishment of the pump stations
Proof of payments
1,2,3,4,5,6,7,8,9,10,11,12,13,14 &15
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STATUS (ACHIEVED
/ NOT ACHIEVED)
CHALLENGES \
REASONS FOR
DEVIATION
MEASURES TAKEN TO IMPROVE
PERFORMANCE
PORTFOLIO OF
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BSD-15
TECHNICAL SERVICES
Data collected on all electrical equipment containing Polychlorinated Biphenyls (PBC)
Data collected and report generated by 30 December 2015 on all electrical equipment containing Polychlorinated Biphenyls (PBC)
Equipment (transformers, switch gear, circuit breakers) older than 1989 with Polychlorinated Biphenyls oils (PBC) as an insulation mechanism must be replaced with more bio-friendly oil that does not contain PCB in line with the Regulations
R20 400 1 Report generated by December 2015 on data collected on electrical equipment containing PBCs
2011- 63.80%
ACHIEVED NONE N/A Report in PCB data collection
1,2,3,4,5,6,7,8,9,10,11,12,13 &15
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REASONS FOR
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MEASURES TAKEN TO IMPROVE
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to phase out the use of PCB materials and PCB contaminated materials of 2014
BSD-16
TECHNICAL SERVICES
Maintenance and repairs of street and high mast lights
Number of street lights and high mast maintained and repaired
0ver 2000 street lights and high mast
R 3 000 000,00
100 street lights and high mast lights maintained and repaired
2013- 81.63%
Achieved In Ext-3 Morgenzon one high mast cannot be lowered due to the Eskom line next to it. 2. SIFO-SETHU SCHOOL EXT-6 3. THUTO-THEBE SCHOOL
proposal to replace with street lights
quarterly reports
1 - 8, 9,10 - 11 & 15
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STATUS (ACHIEVED
/ NOT ACHIEVED)
CHALLENGES \
REASONS FOR
DEVIATION
MEASURES TAKEN TO IMPROVE
PERFORMANCE
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RDP 4. BASEMENT GROUND SAKHILE 5. NYADENI SCHOOL SAKHILE 6. LESEDI SCHOOL 2x EXT-4 ROOIKOPPEN
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REASONS FOR
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MEASURES TAKEN TO IMPROVE
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BSD-17
TECHNICAL SERVICES
Electrical network audit conducted
Conduct audit on the network infrastructure
The current network is not reliable, it is old, fault, damaged and not well maintained (To identify the aging equipment, for the purpose of repairs and maintain affected network equipment)
Internal processes
40% of the network audited
Electrical network audited and findings: 45 kiosks and cubicles has been vandalised and damaged, it need replacement. 11 kv overhead farm lines need replacement and to be fully refurbished.
Achieved none N/A Reports 1,2,3,4,5,6,7,8,9,10,11,12,13 &15
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/ NOT ACHIEVED)
CHALLENGES \
REASONS FOR
DEVIATION
MEASURES TAKEN TO IMPROVE
PERFORMANCE
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BSD-18
TECHNICAL SERVICES
Maintenance of network equipment
Maintenance of substations, mini-substations and power lines
There was no proper maintenance and many equipment they are operating at less than 50% of their life span (All electrical equipment to be maintained and repaired)
R 7,500,000 40% of electrical network reasonably maintained
3 x 33/11 kv transformers maintained in substation B and C respectively. All electrical protection system maintained and tested.
Achieved 11kv breaker in A-substation Ext-7 and RDP are sharing.
new 11kv circuit breaker is required to separate the two feeders
Maintenance reports
1,2,3,4,5,6,7,8,9,10,11,12,13&15
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ACHIEVED
ACHIEVEMENT
STATUS (ACHIEVED
/ NOT ACHIEVED)
CHALLENGES \
REASONS FOR
DEVIATION
MEASURES TAKEN TO IMPROVE
PERFORMANCE
PORTFOLIO OF
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BSD-19
TECHNICAL SERVICES
Electrical Network refurbished
Replace all aging and vandalised electrical equipment
some of the equipment are more than 40 years old need to be replaced
R2,200,000 20% of aging and stolen electrical equipment to be replaced
CA-mini substation has been replaced, Ext-2 between Q, T and S 11kv cable has been replaced, 315kva faulty transformers has been replaced in Sakhile, 11kv poles, disks has been replaced in farm lines
Achieved None N/A Maintenance reports
1,2,3,4,5,6,7,8,9,10,11,12,13 &15
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STATUS (ACHIEVED
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CHALLENGES \
REASONS FOR
DEVIATION
MEASURES TAKEN TO IMPROVE
PERFORMANCE
PORTFOLIO OF
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BSD-20
TECHNICAL SERVICES
Maintenance of municipal paved roads
175 km Distance of roads to be well maintained
98km's of roads are well maintained and 77km's of paved finished roads are stressed, with potholes, sidewalk cracks and severe deterioration
R 900 000,00 25km of roads maintained through pothole patching
18.3km Paved finished Roads maintained through pothole patching
NOT ACHIEVED
Budget constraints and cash flow
Improve cash flow Quarterly reports with weekly and daily sheets submitted
1,2,3,4,5,6,7,8,10,11,14&15
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STATUS (ACHIEVED
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CHALLENGES \
REASONS FOR
DEVIATION
MEASURES TAKEN TO IMPROVE
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BSD-21
TECHNICAL SERVICES
Gravelling of municipal roads
247.8 Km's Distance of gravel roads to be gravelled and bladed
11 km's of gravel roads gravelled, 9km's inaccessible or never gravelled and Municipal borrow pit has been established in process of registration
R1.5million 5km of roads gravelled
0,2km of Roads gravelled around Lekwa Municipality
NOT ACHIEVED
Budget constraints and cash flow
Improve cash flow Quarterly reports with weekly and daily sheets submitted
11
BSD-22
TECHNICAL SERVICES
Cleaning and maintenance of storm water drainage systems
178km Distance of storm water structures cleaned and maintained
80Km's of storm water structures have efficient flow and 98.3 are blocked and used for
R 100 000,00 30km of storm water structures cleaned and maintained
23.2km of Storm water structures cleaned and well maintained
NOT ACHIEVED
Budget constraints and cash flow
Improve cash flow Quarterly reports with weekly and daily sheets submitted
1,2,3,4,5,6,7,8,9,10,11,12,13,14
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STATUS (ACHIEVED
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CHALLENGES \
REASONS FOR
DEVIATION
MEASURES TAKEN TO IMPROVE
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dumping &15
BSD-23
TECHNICAL SERVICES
Maintenance of municipal building and structures
128 Municipal buildings to be well maintained for safety and proper accessibility to all users
14 municipal are well maintained and user friendly, whereas 30are vandalised
R 430 000,00 9 Municipal structures to be maintained and revamped
15 Municipal buildings and structures were well maintained and revamped
Achieved Quarterly reports with weekly and daily sheets submitted
4,10,14,3,5,8
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STATUS (ACHIEVED
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CHALLENGES \
REASONS FOR
DEVIATION
MEASURES TAKEN TO IMPROVE
PERFORMANCE
PORTFOLIO OF
EVIDENCE W
AR
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BSD-24
COMMUNITY SERVICES & SAFETY
Provide solid waste collection services to formal households
Number of points provided with weekly kerbside solid waste collection services according to 25 zonal plan
19786 points with access to weekly solid waste collection service out of 21606 points
R7 472 265 949 728 points provided with weekly solid waste collection service annually
927552- inspected the weekly plans of service to be rendered and on the same plan the actual performance is recorded, however there was no information supporting the actual performance
Achieved Not Applicable
Not Applicable Monthly Reports
All
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ACHIEVEMENT
STATUS (ACHIEVED
/ NOT ACHIEVED)
CHALLENGES \
REASONS FOR
DEVIATION
MEASURES TAKEN TO IMPROVE
PERFORMANCE
PORTFOLIO OF
EVIDENCE W
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BSD-25
COMMUNITY SERVICES & SAFETY
Provide solid waste collection services to businesses
Number of businesses provided with at least weekly solid waste collection service according to 2 zonal plans
15, 312 business points serviced
R7 472 265 15 321 Businesses provided with weekly solid waste collection service
15321- inspected the weekly plans of service to be rendered and on the same plan the actual performance is recorded, however there was no information supporting the actual performance
Achieved Not Applicable
Not Applicable Monthly Reports
All
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ACHIEVED
ACHIEVEMENT
STATUS (ACHIEVED
/ NOT ACHIEVED)
CHALLENGES \
REASONS FOR
DEVIATION
MEASURES TAKEN TO IMPROVE
PERFORMANCE
PORTFOLIO OF
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BSD-26
COMMUNITY SERVICES & SAFETY
Extend access to solid waste collection services
Number of additional households where solid waste refuse removal services to be provided
1820 households with no access to solid waste removal service (Thuthukani RDP - 520; Rooikoppen - 350; Mandela Camp - 250)
R7 472 265 1000 Additional households provided with access to weekly kerbside solid waste removal service
1000 Achieved Not Applicable
Not Applicable Monthly Reports
All
BSD-27
COMMUNITY SERVICES & SAFETY
Provide street cleaning service in CBD and along main route entrances
Areas in CBD and along main routes entrance cleaned according to zonal plan
Street cleaning in CBD areas and main routes done daily
R7 472 265 4 reports on the Implementation of street cleaning services as per monthly schedule
4 Reports Achieved Not Applicable
Not Applicable Monthly Reports
All
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ACHIEVED
ACHIEVEMENT
STATUS (ACHIEVED
/ NOT ACHIEVED)
CHALLENGES \
REASONS FOR
DEVIATION
MEASURES TAKEN TO IMPROVE
PERFORMANCE
PORTFOLIO OF
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BSD-28
COMMUNITY SERVICES & SAFETY
Functional Fire Brigade Services
Number of reports on fire brigade and emergency rescue services rendered submitted quarterly
4 Reports on fire brigade and emergency rescue services rendered prepared
R7 763 938 4 Reports on fire brigade and emergency rescue services rendered annually
4 Reports Achieved Old and redundant equipment
Refer to Capital Requests
Monthly Reports
BSD-29
COMMUNITY SERVICES & SAFETY
Drivers and vehicle licensing activities undertaken
Number of vehicles tested for registration and licensing and reported on monthly
No. Of vehicles licensed
R 1 135 426 12 Monthly Reports on the registered and licensing of vehicles
12 Reports Achieved Not Applicable
N/a Monthly Reports
BSD-30
COMMUNITY SERVICES & SAFETY
Testing for Learners Licences
Number of applicants tested for learners licenses and reported on monthly
No. Of Learners tested
R 1 135 426 12 Monthly Reports on applicants tested for learners license
12 Reports Achieved Not Applicable
Not Applicable Monthly Reports
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IDP REF NO
PROGRAMME
OWNER
OBJECTIVE KEY PERFORMAN
CE INDICATOR
BASELINE BUDGET ANNUAL TARGETS
ANNUAL TARGET ACTUAL
ACHIEVED
ACHIEVEMENT
STATUS (ACHIEVED
/ NOT ACHIEVED)
CHALLENGES \
REASONS FOR
DEVIATION
MEASURES TAKEN TO IMPROVE
PERFORMANCE
PORTFOLIO OF
EVIDENCE W
AR
D
BSD-31
COMMUNITY SERVICES & SAFETY
Testing for Drivers Licences
Number of applicants tested for drivers’ license and reported on monthly
No. Of drivers
R 1 135 426 12 Monthly Reports on applicants tested for drivers’ license
12 Reports Achieved Not Applicable
Not Applicable Monthly Reports
BSD-32
COMMUNITY SERVICES & SAFETY
Testing of Vehicles for roadworthiness
Number of vehicles tested for roadworthiness and reported on monthly
No. Of vehicles tested
R 1 135 426 12 Monthly Reports on applications for testing of vehicles for roadworthiness
12 Reports Achieved Not Applicable
Not Applicable Monthly Reports
BSD-33
COMMUNITY SERVICES & SAFETY
Traffic Law Enforcement
Number of reports on traffic law enforcement activities undertaken quarterly
4 Reports R5 185 608 4 Reports on traffic law enforcement activities undertaken annually
4 Reports Achieved Not Applicable
Not Applicable Monthly Reports
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187
IDP REF NO
PROGRAMME
OWNER
OBJECTIVE KEY PERFORMAN
CE INDICATOR
BASELINE BUDGET ANNUAL TARGETS
ANNUAL TARGET ACTUAL
ACHIEVED
ACHIEVEMENT
STATUS (ACHIEVED
/ NOT ACHIEVED)
CHALLENGES \
REASONS FOR
DEVIATION
MEASURES TAKEN TO IMPROVE
PERFORMANCE
PORTFOLIO OF
EVIDENCE W
AR
D
BSD-34
COMMUNITY SERVICES & SAFETY
Functional library service
Number of library community awareness campaigns conducted quarterly
New KPI R709 216 4 Library community awareness campaigns conducted annually
4 Reports Achieved Not Applicable
Not Applicable Monthly Reports
All
BSD-35
COMMUNITY SERVICES & SAFETY
Functional library service
Number of new members recruited to join Lekwa libraries
New KPI R709 216 4 Reports on increase in library readership annually
4 Reports Achieved Not Applicable
Not Applicable Monthly Reports
All
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188
IDP REF NO
PROGRAMME
OWNER
OBJECTIVE KEY PERFORMAN
CE INDICATOR
BASELINE BUDGET ANNUAL TARGETS
ANNUAL TARGET ACTUAL
ACHIEVED
ACHIEVEMENT
STATUS (ACHIEVED
/ NOT ACHIEVED)
CHALLENGES \
REASONS FOR
DEVIATION
MEASURES TAKEN TO IMPROVE
PERFORMANCE
PORTFOLIO OF
EVIDENCE W
AR
D
BSD-36
COMMUNITY SERVICES & SAFETY
Maintenance of cemeteries
Existing cemeteries maintained according to monthly plan
Cemeteries cleaned
R1 239 040 8 Cemeteries cleaned according to monthly plan
4- inspected the weekly plans of service to be rendered and on the same plan the actual performance is recorded, however there was no information supporting the actual performance
Achieved Old and redundant equipment
Refer to Capital Requests
Monthly Reports
All
BSD-37
COMMUNITY SERVICES & SAFETY
Provide burial grounds
Weekly preparation of burial sites
Burial sites prepared
R1 239 040 4 Reports of burial space prepared annually
4 Reports Achieved Old and redundant equipment
Refer to Capital Requests
Monthly Reports
All
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IDP REF NO
PROGRAMME
OWNER
OBJECTIVE KEY PERFORMAN
CE INDICATOR
BASELINE BUDGET ANNUAL TARGETS
ANNUAL TARGET ACTUAL
ACHIEVED
ACHIEVEMENT
STATUS (ACHIEVED
/ NOT ACHIEVED)
CHALLENGES \
REASONS FOR
DEVIATION
MEASURES TAKEN TO IMPROVE
PERFORMANCE
PORTFOLIO OF
EVIDENCE W
AR
D
BSD-38
COMMUNITY SERVICES & SAFETY
Maintenance of sports and recreational facilities
Existing sports and recreational facilities maintained according to monthly plan
Facilities maintained as per monthly plan
R3 399 751 4 Reports on maintenance of facilities prepared annually
4 Reports Achieved Old and redundant equipment
Refer to Capital Requests
Monthly Reports
All
BSD-39
COMMUNITY SERVICES & SAFETY
Maintenance of parks, gardens and open spaces
Existing parks, gardens and open spaces maintained according to monthly plan
Areas maintained as per monthly plan
R3 399 751 4 Reports on maintenance of facilities prepared annually
4 Reports Achieved Old and redundant equipment
Refer to Capital Requests
Monthly Reports
All
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KEY PERFORMANCE AREA 2: MUNICIPAL TRANSFORMATION AND ORGANISATIONAL DEVELOPMENT
LLM 4: Ensure more effective, accountable and clean local government that works
SFA 6: Creation of a functional hierarchy
Outcome: Transformed organisation
IDP
REF NO
PROGRAMME
OWNER
OBJECTIVE KEY
PERFORMANC
E INDICATOR
BASELI
NE
BUDG
ET
ANNUAL
TARGETS
ANNUAL
TARGET
ACTUAL
ACHIEVED
ACHIEVEME
NT STATUS
(ACHIEVED /
NOT
ACHIEVED)
CHALLENGE
S \
REASONS
FOR
DEVIATION
MEASURES
TAKEN TO
IMPROVE
PERFORMANCE
PORTFOLIO
OF
EVIDENCE
WA
RD
MTOD-
01
MUNICIPAL
MANAGER
Developmen
t of a
Performance
Management
framework
Updated and
approved
Performance
Management
framework by
end July 2015
Perfor
mance
Manag
ement
framew
ork
approv
ed in
June
2013
R401
670
Updated
Performan
ce
Manageme
nt
Framework
submitted
to Council
for
approval
by end July
2015
Performance
Management
Framework
revised and
submitted to
Council on
2016-04-29
and referred
to Rules &
Ethics
Committee
Not achieved Revised
draft
submitted to
Rules &
Ethics before
adoption by
Council
Prepare report to
indicate status
quo to MayCo and
Council to
expedite
finalisation of
revised PMS
policy
Council
Resolution
A37: 2016-
04-25;
Report &
Revised
draft PMS
Policy under
KPI Q4
All
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191
IDP
REF NO
PROGRAMME
OWNER
OBJECTIVE KEY
PERFORMANC
E INDICATOR
BASELI
NE
BUDG
ET
ANNUAL
TARGETS
ANNUAL
TARGET
ACTUAL
ACHIEVED
ACHIEVEME
NT STATUS
(ACHIEVED /
NOT
ACHIEVED)
CHALLENGE
S \
REASONS
FOR
DEVIATION
MEASURES
TAKEN TO
IMPROVE
PERFORMANCE
PORTFOLIO
OF
EVIDENCE
WA
RD
MTOD-
02
MUNICIPAL
MANAGER
Implementati
on of
performance
management
system
Performance
agreements of
section 57
senior
managers
signed within
prescribed
timeframe
annually by
end July 2015
6
Perfor
mance
agreem
ents
signed
for sec
54/56
manag
ers
R401
670
6
Performan
ce
agreement
s of section
57 senior
managers
signed
within
prescribed
timeframe
annually
6 signed
performance
agreements
Achieved Timely circulation
of prepared
performance
agreements and
follow up for
signing with all
required
annexures
Signed
performance
agreements
All
MTOD-
03
MUNICIPAL
MANAGER
Implementati
on of
performance
management
system
Quarterly
performance
reviews
conducted for
section 54/56
managers and
reported on
quarterly to
Council
Perfor
mance
reviews
not
conduct
ed
R401
670
24
quarterly
performanc
e reviews
conducted
annually
Quarterly
performance
reviews not
held as per
schedule;
One-on-one
interactions
done ad-hoc
Not achieved Schedule of
performance
reviews not
adhered to
Adhere to
performance
review schedule
and timelines
through
formalised,
adequately
documented
sessions
Attendance
registers;
Reports
All
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IDP
REF NO
PROGRAMME
OWNER
OBJECTIVE KEY
PERFORMANC
E INDICATOR
BASELI
NE
BUDG
ET
ANNUAL
TARGETS
ANNUAL
TARGET
ACTUAL
ACHIEVED
ACHIEVEME
NT STATUS
(ACHIEVED /
NOT
ACHIEVED)
CHALLENGE
S \
REASONS
FOR
DEVIATION
MEASURES
TAKEN TO
IMPROVE
PERFORMANCE
PORTFOLIO
OF
EVIDENCE
WA
RD
MTOD-
04
MUNICIPAL
MANAGER
Implementati
on of
performance
management
system
Evaluating of
performance
of s54/56
managers
conducted
annually
Annual
perform
ance
reviews
not
conduct
ed
6 annual
performanc
e
evaluations
conducted
for s54/56
managers
in terms of
section 27
of the
Municipal
Performan
ce
Regulation
s, 2001
2014/15
annual
performance
evaluations
conducted
for MM
Not achieved Schedule of
annual
performance
evaluation
not adhered
to
Develop annual
schedule for
performance
evaluations to be
adhered to
according to
signed
performance
agreements
Attendance
registers;
Reports
All
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193
IDP
REF NO
PROGRAMME
OWNER
OBJECTIVE KEY
PERFORMANC
E INDICATOR
BASELI
NE
BUDG
ET
ANNUAL
TARGETS
ANNUAL
TARGET
ACTUAL
ACHIEVED
ACHIEVEME
NT STATUS
(ACHIEVED /
NOT
ACHIEVED)
CHALLENGE
S \
REASONS
FOR
DEVIATION
MEASURES
TAKEN TO
IMPROVE
PERFORMANCE
PORTFOLIO
OF
EVIDENCE
WA
RD
MTOD-
05
CORPORATE
SERVICES
Filling of
posts in line
with the
approved
Organogram
and Budget
for the
2015/2016
financial
year
Number of
posts filled as
per the
approved
2015/2016
staff
establishment
Vacanc
y rate
at
25.72%
R205
757
Filling of
vacancies
in line with
the
approved
and funded
Organogra
m and
Budget for
the
2015/2016
financial
year and
reported
on
quarterly
Vacancies
filled within
resource
constraints
Achieved All
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194
IDP
REF NO
PROGRAMME
OWNER
OBJECTIVE KEY
PERFORMANC
E INDICATOR
BASELI
NE
BUDG
ET
ANNUAL
TARGETS
ANNUAL
TARGET
ACTUAL
ACHIEVED
ACHIEVEME
NT STATUS
(ACHIEVED /
NOT
ACHIEVED)
CHALLENGE
S \
REASONS
FOR
DEVIATION
MEASURES
TAKEN TO
IMPROVE
PERFORMANCE
PORTFOLIO
OF
EVIDENCE
WA
RD
MTOD-
06
CORPORATE
SERVICES
Job
descriptions
developed to
monitor
employee
performance
Number of job
descriptions
developed in
line with task
job evaluation
system by end
December
2015
New
KPI
R205
757
Outstandin
g Job
description
s
developed
by end
December
2015
106 out of
2013 job
descriptions
developed
Not achieved Outstanding
job
descriptions
took longer
to be
developed
Contract a service
provider to fast-
track finalisation
of outstanding job
descriptions
All
MTOD-
07
CORPORATE
SERVICES
Improved
labour
relations
Number of
Local Labour
Forum
meetings held
monthly and
reported on
quarterly
Non-
adhere
nce to
schedul
e of
forum
meetin
gs
R205
757
12 sittings
of Local
Labour
Forums
meetings
annually
Meetings did
not take
place as
scheduled
Not achieved Meetings not
sitting as per
schedule;
Clash of
activities and
postponeme
nt of
scheduled
sittings
Agendas,
minutes,
attendance
registers
All
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195
IDP
REF NO
PROGRAMME
OWNER
OBJECTIVE KEY
PERFORMANC
E INDICATOR
BASELI
NE
BUDG
ET
ANNUAL
TARGETS
ANNUAL
TARGET
ACTUAL
ACHIEVED
ACHIEVEME
NT STATUS
(ACHIEVED /
NOT
ACHIEVED)
CHALLENGE
S \
REASONS
FOR
DEVIATION
MEASURES
TAKEN TO
IMPROVE
PERFORMANCE
PORTFOLIO
OF
EVIDENCE
WA
RD
MTOD-
08
CORPORATE
SERVICES
Equitable
employment
opportunities
created
Employment
Equity
meetings
Training
Committee
meetings held
and reported
on quarterly
Non-
adhere
nce to
schedul
e of
forum
meetin
gs
R205
757
4
Employme
nt Equity
meetings
held
annually
3 out of 4
Employment
Equity
meetings
held
Not achieved Meetings not
sitting as per
schedule;
Clash of
activities and
postponeme
nt of
scheduled
sittings
Develop annual
schedule of all
council activities
and establishment
of Planning and
Programming
Committee to
coordinate all
such activities
Agendas,
minutes,
attendance
registers
All
MTOD-
09
CORPORATE
SERVICES
Creation of a
skilled and
capacitated
workforce
Training
Committee
meetings held
and reported
on quarterly
Non-
adhere
nce to
schedul
e of
forum
meetin
gs
R205
757
4 Training
Committee
meetings
held
annually
4 meetings
held
Achieved Agendas,
minutes,
attendance
registers
All
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196
IDP
REF NO
PROGRAMME
OWNER
OBJECTIVE KEY
PERFORMANC
E INDICATOR
BASELI
NE
BUDG
ET
ANNUAL
TARGETS
ANNUAL
TARGET
ACTUAL
ACHIEVED
ACHIEVEME
NT STATUS
(ACHIEVED /
NOT
ACHIEVED)
CHALLENGE
S \
REASONS
FOR
DEVIATION
MEASURES
TAKEN TO
IMPROVE
PERFORMANCE
PORTFOLIO
OF
EVIDENCE
WA
RD
MTOD-
10
CORPORATE
SERVICES
Creation of a
safe and
healthy
working
environment
Occupational
Health and
Safety
meetings
convened and
reported on
quarterly
Non-
adhere
nce to
schedul
e of
forum
meetin
gs
R205
757
4
Occupation
al Health
and Safety
meetings
held
annually
3 out of 4
Occupational
Health &
safety
meetings
held
Not achieved Meetings not
sitting as per
schedule;
Clash of
activities and
postponeme
nt of
scheduled
sittings
Develop annual
schedule of all
council activities
and establishment
of Planning and
Programming
Committee to
coordinate all
such activities
Agendas,
minutes,
attendance
registers
All
MTOD-
11
CORPORATE
SERVICES
Implementati
on of the
Workplace
Skills Plan
Annual
Training
Report (ATR)
and Workplace
Skills Plan
(WSP)
submitted to
LGSETA
annually by 30
April
Annual
Trainin
g
Report
(ATR)
and
Workpl
ace
Skills
Plan
(WSP)
submitt
ed to
R205
757
ATR and
Workplace
Skills Plan
submitted
to LGSETA
by 30 April
2016
ATR and
WSP
submitted on
2016-04-29
Achieved Proof of
submission
from LGSeta
website.
Refer Q4
KPI: MTOD-
11
All
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197
IDP
REF NO
PROGRAMME
OWNER
OBJECTIVE KEY
PERFORMANC
E INDICATOR
BASELI
NE
BUDG
ET
ANNUAL
TARGETS
ANNUAL
TARGET
ACTUAL
ACHIEVED
ACHIEVEME
NT STATUS
(ACHIEVED /
NOT
ACHIEVED)
CHALLENGE
S \
REASONS
FOR
DEVIATION
MEASURES
TAKEN TO
IMPROVE
PERFORMANCE
PORTFOLIO
OF
EVIDENCE
WA
RD
LGSET
A by 30
April
2015
MTOD-
12
CORPORATE
SERVICES
Implementati
on of the
Workplace
Skills Plan
Percentage
training
interventions
implemented
in terms of the
approved
WSP (actual
training
interventions
implemented /
total training
interventions
planned)
Workpl
ace
Skills
Plan
implem
ented
at 50%
of
planne
d
training
R205
757
60% of
training
interventio
ns
implement
ed in terms
of the
approved
WSP and
reported
on
quarterly
Training
interventions
implemented
Achieved Training
reports and
competency
certificates
All
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198
IDP
REF NO
PROGRAMME
OWNER
OBJECTIVE KEY
PERFORMANC
E INDICATOR
BASELI
NE
BUDG
ET
ANNUAL
TARGETS
ANNUAL
TARGET
ACTUAL
ACHIEVED
ACHIEVEME
NT STATUS
(ACHIEVED /
NOT
ACHIEVED)
CHALLENGE
S \
REASONS
FOR
DEVIATION
MEASURES
TAKEN TO
IMPROVE
PERFORMANCE
PORTFOLIO
OF
EVIDENCE
WA
RD
MTOD-
13
CORPORATE
SERVICES
Developmen
t of Bursary
Policy for
Internal Staff
Development
and
submission to
Council of
Bursary Policy
for Internal
Staff by end
October 2015
Draft
Bursary
Policy
for
Internal
Staff
develop
ed
R205
757
Bursary
Policy for
Internal
staff
developed
and
submitted
to Council
by end
October
2015
Bursary
policy for
internal staff
approved
Achieved Council
Resolution
A159: 2015-
10-29;
Bursary
Policy
All
MTOD-
14
CORPORATE
SERVICES
Bursary
funding for
Internal Staff
Rand value of
bursary budget
spent on
training of
internal staff
through the
Bursary Policy
for Internal
Staff
New
KPI
R205
757
R 100
000.00
spent on
the training
of internal
staff
through
bursary
funding
Budget
allocation
not spent
Not achieved Budget
constraints
All
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199
IDP
REF NO
PROGRAMME
OWNER
OBJECTIVE KEY
PERFORMANC
E INDICATOR
BASELI
NE
BUDG
ET
ANNUAL
TARGETS
ANNUAL
TARGET
ACTUAL
ACHIEVED
ACHIEVEME
NT STATUS
(ACHIEVED /
NOT
ACHIEVED)
CHALLENGE
S \
REASONS
FOR
DEVIATION
MEASURES
TAKEN TO
IMPROVE
PERFORMANCE
PORTFOLIO
OF
EVIDENCE
WA
RD
MTOD-
15
CORPORATE
SERVICES
Create
opportunities
for
internships
and
learnership
programmes
in line with
approved
WSP
Number of
Internships
and
learnership
opportunities
created per
approved
WSP
26
Interns
(Work
Integrat
ed
Learnin
g) and
8
learner
s
particip
ating in
learner
ship (s)
appoint
ed
R205
757
Internships
and
learnership
s
implement
ed as per
WSP
Achieved Training
reports and
competency
certificates
All
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200
IDP
REF NO
PROGRAMME
OWNER
OBJECTIVE KEY
PERFORMANC
E INDICATOR
BASELI
NE
BUDG
ET
ANNUAL
TARGETS
ANNUAL
TARGET
ACTUAL
ACHIEVED
ACHIEVEME
NT STATUS
(ACHIEVED /
NOT
ACHIEVED)
CHALLENGE
S \
REASONS
FOR
DEVIATION
MEASURES
TAKEN TO
IMPROVE
PERFORMANCE
PORTFOLIO
OF
EVIDENCE
WA
RD
MTOD-
16
CORPORATE
SERVICES
Recruitment
of financial
interns
Number of
Finance
interns
appointed by
end July 2015
in terms of
FMG
standards
Only
three
interns
appoint
ed/ one
absorb
ed
R205
757
Five (5)
interns
appointed
in terms of
FMG
standards
by end
September
2015
5 interns
appointed
Achieved Appointment
letters
All
MTOD-
17
CORPORATE
SERVICES
Implementati
on of the
Workplace
Skills Plan
Percentage of
municipality’s
budget
actually spent
on
implementing
its workplace
skills plan
(WSP) (Actual
amount spent
on training
/total funds
allocated for
Workpl
ace
Skills
Plan
implem
ented
at 50%
of
planne
d
training
R205
757
60% of
budget
spent on
implement
ation of
WSP
60% of
budget spent
on
implementati
on of WSP
Achieved Training
reports and
competency
certificates
All
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201
IDP
REF NO
PROGRAMME
OWNER
OBJECTIVE KEY
PERFORMANC
E INDICATOR
BASELI
NE
BUDG
ET
ANNUAL
TARGETS
ANNUAL
TARGET
ACTUAL
ACHIEVED
ACHIEVEME
NT STATUS
(ACHIEVED /
NOT
ACHIEVED)
CHALLENGE
S \
REASONS
FOR
DEVIATION
MEASURES
TAKEN TO
IMPROVE
PERFORMANCE
PORTFOLIO
OF
EVIDENCE
WA
RD
training)
MTOD-
18
CORPORATE
SERVICES
Approval of
an
Employment
Equity Plan
(EEP)
Employment
Equity Plan
approved and
submitted to
the
Department of
Labour by end
October 2015
Employ
ment
Equity
Plan
approv
ed by
Januar
y 2015
R205
757
Employme
nt Equity
Plan
approved
and
submitted
to the
Departmen
t of Labour
Employment
Equity Plan
submitted
Achieved EE Plan All
MTOD-
19
CORPORATE
SERVICES
Implementati
on of the
Employment
Equity Plan
(EEP)
Number of
people from
employment
equity target
groups
employed in
the three
highest levels
of
management
in compliance
with the
A total
of nine
(9)
employ
ees
from
disadva
ntaged
groups
(black
females
) in the
R205
757
Recruit
and
appoint an
additional
7 female
and or
disabled
employees
in the first
3 levels of
manageme
nt
1 female
appointed at
post level 5
Not achieved Equity
imbalances
not yet
addressed
due to
historical
circumstanc
es
Improved
adherence to EEP
by all departments
Appointment
letter
All
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IDP
REF NO
PROGRAMME
OWNER
OBJECTIVE KEY
PERFORMANC
E INDICATOR
BASELI
NE
BUDG
ET
ANNUAL
TARGETS
ANNUAL
TARGET
ACTUAL
ACHIEVED
ACHIEVEME
NT STATUS
(ACHIEVED /
NOT
ACHIEVED)
CHALLENGE
S \
REASONS
FOR
DEVIATION
MEASURES
TAKEN TO
IMPROVE
PERFORMANCE
PORTFOLIO
OF
EVIDENCE
WA
RD
approved
Employment
Equity Plan
first 3
levels
MTOD-
20
CORPORATE
SERVICES
Implementati
on of the
Employment
Equity Plan
Number of
reports
submitted on
employees
employed in
accordance
with approved
EEP targets
and reported
on quarterly
New
KPI
R205
757
4 reports
submitted
on
employees
employed
in
accordanc
e with
approved
EEP
targets and
reported
on
quarterly
2 out of 4
reports
submitted
Not achieved Equity
imbalances
not yet
addressed
due to
historical
circumstanc
es
Improved
adherence to EEP
by all departments
All
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IDP
REF NO
PROGRAMME
OWNER
OBJECTIVE KEY
PERFORMANC
E INDICATOR
BASELI
NE
BUDG
ET
ANNUAL
TARGETS
ANNUAL
TARGET
ACTUAL
ACHIEVED
ACHIEVEME
NT STATUS
(ACHIEVED /
NOT
ACHIEVED)
CHALLENGE
S \
REASONS
FOR
DEVIATION
MEASURES
TAKEN TO
IMPROVE
PERFORMANCE
PORTFOLIO
OF
EVIDENCE
WA
RD
MTOD-
21
CORPORATE
SERVICES
Improved
ITC
governance
and
management
ICT policies for
Disaster
Recovery Plan
(DRP) and
Business
Continuity
Plan (BCP)
developed by
end July 2015
Draft
policies
in place
R205
757
Develop
ICT
policies for
Disaster
Recovery
Plan (DRP)
and
Business
Continuity
Plan (BCP)
by end July
2015
ICT policies
for Disaster
Recovery
Plan (DRP)
and
Business
Continuity
Plan (BCP)
approved by
Council on
2015-10-29
Achieved Report,
Council
Resolution
A144 dated
2015-10-29
All
MTOD-
22
CORPORATE
SERVICES
Developmen
t of Scarce
Skills Policy
Scarce Skills
Policy
developed for
submission to
Council by end
October 2015
New
KPI
R205
757
Scarce
Skills
Policy
developed
for
submission
to Council
by end
October
2015
Scarce Skills
Policy
approved on
2015-10-29
Achieved Council
Resolution
A159: 2015-
10-29;
Scarce Skills
Policy
All
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IDP
REF NO
PROGRAMME
OWNER
OBJECTIVE KEY
PERFORMANC
E INDICATOR
BASELI
NE
BUDG
ET
ANNUAL
TARGETS
ANNUAL
TARGET
ACTUAL
ACHIEVED
ACHIEVEME
NT STATUS
(ACHIEVED /
NOT
ACHIEVED)
CHALLENGE
S \
REASONS
FOR
DEVIATION
MEASURES
TAKEN TO
IMPROVE
PERFORMANCE
PORTFOLIO
OF
EVIDENCE
WA
RD
MTOD-
23
CORPORATE
SERVICES
Developmen
t of Staff
Retention
Policy
Staff Retention
Policy
developed for
submission to
Council by end
January 2016
New
KPI
R205
757
Staff
Retention
Policy
developed
for
submission
to Council
by end
January
2016
Staff
Retention
Policy
developed in
Q3 but not
yet
submitted to
Council
Not achieved Draft Staff
Retention
Policy
All
MTOD-
24
CORPORATE
SERVICES
Telephone
Usage Policy
developed
Telephone
Usage Policy
developed for
submission to
Council by end
April 2016
New
KPI
R205
757
Telephone
Policy
developed
for
submission
to Council
by end
April 2016
Telephone
Policy
developed
but not yet
submitted to
Council
Not achieved Draft
Telephone
Policy
All
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IDP
REF NO
PROGRAMME
OWNER
OBJECTIVE KEY
PERFORMANC
E INDICATOR
BASELI
NE
BUDG
ET
ANNUAL
TARGETS
ANNUAL
TARGET
ACTUAL
ACHIEVED
ACHIEVEME
NT STATUS
(ACHIEVED /
NOT
ACHIEVED)
CHALLENGE
S \
REASONS
FOR
DEVIATION
MEASURES
TAKEN TO
IMPROVE
PERFORMANCE
PORTFOLIO
OF
EVIDENCE
WA
RD
MTOD-
25
CORPORATE
SERVICES
Submission
of Return on
Earnings
Report to the
Compensati
on Fund
Submission of
Return on
Earnings
Report to the
Compensation
Fund by end
March 2016
Return
of
Earning
s
Report
submitt
ed to
Compe
nsation
Fund
R205
757
Return of
Earnings
Report
submitted
by end of
March
2016
Not achieved Submission
date
extended by
DoL to 31
May 2016
but no proof
of
submission
by new
deadline
All
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KEY PERFORMANCE AREA 3: LOCAL ECONOMIC DEVELOPMENT
LLM 3: Build local economies to create more employment, decent work and sustainable livelihoods
SFA 9: Boosting the local economy and job creation
Outcome: Improved economic growth
IDP
REF
NO
PROGRAMME
OWNER
OBJECTIVE KEY
PERFOR
MANCE
INDICAT
OR
BASELINE BUDGET ANNUAL
TARGETS
ANNUAL
TARGET
ACTUAL
ACHIEVED
ACHIEVEMENT
STATUS
(ACHIEVED /
NOT
ACHIEVED)
CHALLENGES \
REASONS FOR
DEVIATION
MEASURES
TAKEN TO
IMPROVE
PERFORMANCE
PORTFOLIO
OF
EVIDENCE
WA
RD
LED-
01
DEVELOPMEN
T & PLANNING
Revised LED
strategy
developed
LED
strategy
updated
and
submitte
d for
approval
by
Council
by end
July
2015
LED
strategy
approved
by Council
but
requires
review and
updating
R168
467
Updated
and
revised
LED
Strategy
submitted
for
approval
by
Council
end July
2015
LED
Strategy
approved on
2016-04-29
Achieved Council
resolution
A52: 2016-
04-29; Copy
of LED
Strategy
All
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207
IDP
REF
NO
PROGRAMME
OWNER
OBJECTIVE KEY
PERFOR
MANCE
INDICAT
OR
BASELINE BUDGET ANNUAL
TARGETS
ANNUAL
TARGET
ACTUAL
ACHIEVED
ACHIEVEMENT
STATUS
(ACHIEVED /
NOT
ACHIEVED)
CHALLENGES \
REASONS FOR
DEVIATION
MEASURES
TAKEN TO
IMPROVE
PERFORMANCE
PORTFOLIO
OF
EVIDENCE
WA
RD
LED-
02
DEVELOPMEN
T & PLANNING
Conducive
economic
policy
developed to
attract
investment
opportunities
Investme
nt
Incentive
policy
submitte
d to
Council
by end
July 2015
Draft
Investment
Incentive
Policy
developed
R168
467
Updated
and
revised
Investme
nt
Incentive
Policy
submitted
for
approval
by
Council
by end
July 2015
Investment
& Incentive
policy
approved on
2016-04-29
Achieved Council
Resolution
A52: 2016-
04-29; Final
Investment &
Incentive
policy copy
All
LED-
03
DEVELOPMEN
T & PLANNING
Functional
LED Forum
Number
of LED
Forum
meetings
held
quarterly
to
enhance
LED
Forum
relaunched
R168
467
4 LED
Forum
meetings
convened
annually
2 out of 4
LED
meetings
held
Not achieved Planned LED
Forum Meeting
clashing with
other activities
Make sure to
reschedule LED
Forum Meeting
within a quarter
All
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IDP
REF
NO
PROGRAMME
OWNER
OBJECTIVE KEY
PERFOR
MANCE
INDICAT
OR
BASELINE BUDGET ANNUAL
TARGETS
ANNUAL
TARGET
ACTUAL
ACHIEVED
ACHIEVEMENT
STATUS
(ACHIEVED /
NOT
ACHIEVED)
CHALLENGES \
REASONS FOR
DEVIATION
MEASURES
TAKEN TO
IMPROVE
PERFORMANCE
PORTFOLIO
OF
EVIDENCE
WA
RD
creation
economic
growth
opportuni
ties
LED-
04
DEVELOPMEN
T & PLANNING
Profiling of
businesses
Quarterly
updated
database
of all
business
es
operation
al in
Lekwa
New KPI R168
467
Quarterly
updated
database
of
business
es
operation
al in
Lekwa
3 business
database
update
reports
developed
Not achieved All
LED-
05
DEVELOPMEN
T & PLANNING
SMME &
Cooperative
s support
Number
of
training
interventi
ons
coordinat
ed for
SMMEs
4 training
interventio
ns
conducted
for
2014/2015
R168
467
4 training
interventi
ons
coordinat
ed for
SMMEs
and
cooperati
2 out of 4
training
intervention
s
coordinated
Not achieved All
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IDP
REF
NO
PROGRAMME
OWNER
OBJECTIVE KEY
PERFOR
MANCE
INDICAT
OR
BASELINE BUDGET ANNUAL
TARGETS
ANNUAL
TARGET
ACTUAL
ACHIEVED
ACHIEVEMENT
STATUS
(ACHIEVED /
NOT
ACHIEVED)
CHALLENGES \
REASONS FOR
DEVIATION
MEASURES
TAKEN TO
IMPROVE
PERFORMANCE
PORTFOLIO
OF
EVIDENCE
WA
RD
and
cooperati
ves
quarterly
ves
annually
LED-
06
DEVELOPMEN
T & PLANNING
Implementati
on of 2011
LED Job
Summit
Resolutions
Number
of reports
submitte
d
quarterly
on
impleme
ntation of
2011
LED Job
Summit
Resolutio
ns
New KPI R168
467
4
quarterly
reports
submitted
on
implemen
tation of
2011
LED Job
Summit
held
0 reports
submitted
Not achieved Budget
constraints
Request for
budget
All
LED-
07
DEVELOPMEN
T & PLANNING
LED Job
Summit
hosted
LED Job
summit
hosted
by end
May
LED Job
Summit
held in
2011
R168
467
LED Job
Summit
held by
end May
2016
Job Summit
not held
Not achieved Budget
constraints
Request for
budget
All
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210
IDP
REF
NO
PROGRAMME
OWNER
OBJECTIVE KEY
PERFOR
MANCE
INDICAT
OR
BASELINE BUDGET ANNUAL
TARGETS
ANNUAL
TARGET
ACTUAL
ACHIEVED
ACHIEVEMENT
STATUS
(ACHIEVED /
NOT
ACHIEVED)
CHALLENGES \
REASONS FOR
DEVIATION
MEASURES
TAKEN TO
IMPROVE
PERFORMANCE
PORTFOLIO
OF
EVIDENCE
WA
RD
2016
LED-
08
DEVELOPMEN
T & PLANNING
SMME
Exhibition
hosted
SMME
Exhibitio
n hosted
by end
Septemb
er 2015
to
showcas
e skills
and
products
New KPI R168
467
SMME
Exhibition
held by
end
Septemb
er 2015
SMME
Exhibition
not held
Not achieved Budget
constraints
Request for
budget
All
LED-
09
DEVELOPMEN
T & PLANNING
Job
opportunities
created
Opportun
ities
created
for
supportin
g skills
develop
ment
through
EPWP
New KPI R168
467
4
quarterly
reports
on
opportuni
ties
created
for skills
developm
ent
0 reports
submitted
Not achieved All
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211
IDP
REF
NO
PROGRAMME
OWNER
OBJECTIVE KEY
PERFOR
MANCE
INDICAT
OR
BASELINE BUDGET ANNUAL
TARGETS
ANNUAL
TARGET
ACTUAL
ACHIEVED
ACHIEVEMENT
STATUS
(ACHIEVED /
NOT
ACHIEVED)
CHALLENGES \
REASONS FOR
DEVIATION
MEASURES
TAKEN TO
IMPROVE
PERFORMANCE
PORTFOLIO
OF
EVIDENCE
WA
RD
and
reported
on
quarterly
through
EPWP
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KEY PERFORMANCE AREA 4: MUNICIPAL FINANCIAL VIABILITY AND MANAGEMENT
LLM 4: Ensure more effective, accountable and clean local government that works
SFA 7: Financial sustainability
Outcome: Financial viability
IDP
REF
NO
PROGRAMME
OWNER
OBJEC
TIVE
KEY
PERFORMAN
CE
INDICATOR
BASELIN
E
BUDG
ET
ANNUAL
TARGETS
ANNUAL
TARGET
ACTUAL
ACHIEVED
ACHIEVEMENT
STATUS
(ACHIEVED / NOT
ACHIEVED)
CHALLENGES \
REASONS FOR
DEVIATION
MEASURES
TAKEN TO
IMPROVE
PERFORMANCE
PORTFOLI
O OF
EVIDENCE
WA
RD
MFV-
01
CHIEF
FINANCIAL
OFFICER
Adminis
tration
of the
Municip
al Bank
Account
s
Favourable
bank balance
maintained in
the primary
bank account
throughout
the financial
period
Favourab
le bank
balance
of R 2
499 627
in the
Primary
Account
as at 30
June
2014
R3 67
3 986
Bank
Balance in
Primary
Bank
Account R
4 million as
at end June
2016
Bank
Balance in
Primary
Bank
Account R
4 million as
at end June
2016
Achieved N/A N/A Bank
Statements
All
MFV-
02
CHIEF
FINANCIAL
OFFICER
Financi
al
Manage
Increased
levels of
investments
Municipal
ity had
investme
R3 67
3 986
Accumulate
d
investment
Accumulate
d
investment
Not Achieved Not Achieved N/A Bank
Statement
All
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IDP
REF
NO
PROGRAMME
OWNER
OBJEC
TIVE
KEY
PERFORMAN
CE
INDICATOR
BASELIN
E
BUDG
ET
ANNUAL
TARGETS
ANNUAL
TARGET
ACTUAL
ACHIEVED
ACHIEVEMENT
STATUS
(ACHIEVED / NOT
ACHIEVED)
CHALLENGES \
REASONS FOR
DEVIATION
MEASURES
TAKEN TO
IMPROVE
PERFORMANCE
PORTFOLI
O OF
EVIDENCE
WA
RD
ment nts
amountin
g to R 12
168 625
in the call
account
as at 30
June
2014
s
amounting
to R 15
million in
the
investment
account by
30 June
2016
s
amounting
to R 15
million in
the
investment
account by
30 June
2016
MFV-
03
CHIEF
FINANCIAL
OFFICER
Improve
d
system
of
internal
controls
System of
Internal
Control and
Reporting
Procedures
developed in
line with
section 95 of
the MFMA on
general
financial
management
for
New KPI R3 67
3 986
System of
Internal
Control and
Reporting
Procedures
developed
for
submission
to Council
by end July
2015
System of
Internal
Control and
Reporting
Procedures
developed
for
submission
to Council
by end July
2015
Achieved Achieved N/A Draft
System of
Internal
controls
All
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214
IDP
REF
NO
PROGRAMME
OWNER
OBJEC
TIVE
KEY
PERFORMAN
CE
INDICATOR
BASELIN
E
BUDG
ET
ANNUAL
TARGETS
ANNUAL
TARGET
ACTUAL
ACHIEVED
ACHIEVEMENT
STATUS
(ACHIEVED / NOT
ACHIEVED)
CHALLENGES \
REASONS FOR
DEVIATION
MEASURES
TAKEN TO
IMPROVE
PERFORMANCE
PORTFOLI
O OF
EVIDENCE
WA
RD
submission
to Council by
end July
2015
MFV-
04
CHIEF
FINANCIAL
OFFICER
Revenu
e
enhanc
ement
Revenue
generation
increased to
80% monthly
average
Average
revenue
collection
rate of
64%
R3 67
3 986
Improved
revenue
collection
rate from
64% to
80%
annually
Not
Achieved
Not Achieved Not Achieved N/A Report on
%
All
MFV-
05
CHIEF
FINANCIAL
OFFICER
Revenu
e
Manage
ment,
debt
collectio
n and
credit
control
Reduction in
outstanding
debtors in
excess of R
468 million
Debtors
are
outstandi
ng in
excess of
(R 468
million)
R3 67
3 986
Reduction
in the
Outstandin
g Debtors
from 468
million to R
360 Million
Reduction
in the
Outstandin
g Debtors
from 468
million to R
360 Million
Not Achieved Not Achieved To segment the
debtors book and
intensify cut off
Report on
reduced
debtors
All
LEKWA LOCAL MUNICIPALITY : 2015/2016 ANNUAL REPORT : 1ST DRAFT | CHAPTER 3 – SERVICE DELIVERY PERFORMANCE (PERFORMANCE REPORT PART I)
215
IDP
REF
NO
PROGRAMME
OWNER
OBJEC
TIVE
KEY
PERFORMAN
CE
INDICATOR
BASELIN
E
BUDG
ET
ANNUAL
TARGETS
ANNUAL
TARGET
ACTUAL
ACHIEVED
ACHIEVEMENT
STATUS
(ACHIEVED / NOT
ACHIEVED)
CHALLENGES \
REASONS FOR
DEVIATION
MEASURES
TAKEN TO
IMPROVE
PERFORMANCE
PORTFOLI
O OF
EVIDENCE
WA
RD
MFV-
06
CHIEF
FINANCIAL
OFFICER
Timely
IDP and
Budget
Review
Time
schedule of
key
deadlines
submitted to
Council 10
months
before start
of next
budget year
as per s21
MFMA
provisions
2014/201
5 Key
deadlines
approved
before
end
August
R3 67
3 986
Submit
time
schedule of
2016/2017
key
deadlines
to Council
by end
August
2015
Schedule
of key
deadlines
submitted
to Council
on 2015-
08-31
Achieved N/A N/A Council
Resolution
A122:
2015-08-
31 as
contained
under Q1
report
All
MFV-
07
CHIEF
FINANCIAL
OFFICER
Prepara
tion of
credible
budget
in line
with NT
budgeti
ng
guidelin
Budget
approved
within the
budget time
frames as
approved by
Council
Budget
approved
by 28th
May
2014
R3 67
3 986
Budget
Approved
before end
May 2016
Budget
Approved
before end
May 2016
Achieved N/A N/A Approved
Budget
Resolution
Council
Resolution
A59(1)
All
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216
IDP
REF
NO
PROGRAMME
OWNER
OBJEC
TIVE
KEY
PERFORMAN
CE
INDICATOR
BASELIN
E
BUDG
ET
ANNUAL
TARGETS
ANNUAL
TARGET
ACTUAL
ACHIEVED
ACHIEVEMENT
STATUS
(ACHIEVED / NOT
ACHIEVED)
CHALLENGES \
REASONS FOR
DEVIATION
MEASURES
TAKEN TO
IMPROVE
PERFORMANCE
PORTFOLI
O OF
EVIDENCE
WA
RD
es/regul
ations
MFV-
08
CHIEF
FINANCIAL
OFFICER
Improve
d
account
ing
standar
ds
Pilot Project
for the
implementati
on of the
MSCOA
Project by
30 June 2016
New KPI R3 67
3 986
MSCOA
Pilot
Project
implemente
d by 30
June
MSCOA
Pilot
Project
implemente
d by 30
June
Not Achieved Project
postponed to
2016/2017
To be
implemented in
2017/2018 FY (1
July 2017)
Reports to
be
produced
quarterly
All
MFV-
09
CHIEF
FINANCIAL
OFFICER
Improve
d
account
ing
standar
ds
Number of
reports
towards the
implementati
on of the
Municipal
Standard
Chart of
Accounts
(MSCOA)
quarterly
New KPI R3 67
3 986
4 Progress
reports on
activities
undertaken
by the
MSCOA
Steering
Committee
4 Progress
reports on
activities
undertaken
by the
MSCOA
Steering
Committee
Not Achieved Project
postponed to
2016/2017
To be
implemented in
2017/2018 FY (1
July 2017)
Reports to
be
produced
quarterly
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IDP
REF
NO
PROGRAMME
OWNER
OBJEC
TIVE
KEY
PERFORMAN
CE
INDICATOR
BASELIN
E
BUDG
ET
ANNUAL
TARGETS
ANNUAL
TARGET
ACTUAL
ACHIEVED
ACHIEVEMENT
STATUS
(ACHIEVED / NOT
ACHIEVED)
CHALLENGES \
REASONS FOR
DEVIATION
MEASURES
TAKEN TO
IMPROVE
PERFORMANCE
PORTFOLI
O OF
EVIDENCE
WA
RD
MFV-
10
CHIEF
FINANCIAL
OFFICER
Timely
Financi
al
Reporti
ng
Number of
section 71
reports
submitted
within 10
working days
from end of a
month
R3 67
3 986
12 monthly
s71 reports
submitted
annually
12 monthly
s71 reports
submitted
annually
Achieved N/A N/A Monthly
Reports
MFV-
11
CHIEF
FINANCIAL
OFFICER
Timely
Financi
al
Reporti
ng
Number of
section 52
reports
submitted to
Council
within 30
days of the
end of a
quarter
R3 67
3 986
4 quarterly
section 52
reports
submitted
annually
4 quarterly
section 52
reports
submitted
annually
Achieved N/A N/A 1 Report
per
Quarter
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IDP
REF
NO
PROGRAMME
OWNER
OBJEC
TIVE
KEY
PERFORMAN
CE
INDICATOR
BASELIN
E
BUDG
ET
ANNUAL
TARGETS
ANNUAL
TARGET
ACTUAL
ACHIEVED
ACHIEVEMENT
STATUS
(ACHIEVED / NOT
ACHIEVED)
CHALLENGES \
REASONS FOR
DEVIATION
MEASURES
TAKEN TO
IMPROVE
PERFORMANCE
PORTFOLI
O OF
EVIDENCE
WA
RD
MFV-
12
CHIEF
FINANCIAL
OFFICER
Timely
Financi
al
Reporti
ng
Number of
midyear
budget and
performance
assessment
report 72
reports
submitted to
Council in
terms of
section
5(1)(f) of
MFMA by
end January
annually
Midyear
budget
and
performa
nce
assessm
ent
submitted
on 29
January
2015
R3 67
3 986
1 midyear
assessmen
t report
submitted
to Council
by end
January
2016
Midyear
assessmen
t report
submitted
to Council
on 2016-
01-29
Achieved N/A N/A Mid-Year
Report
MFV-
13
CHIEF
FINANCIAL
OFFICER
Timely
Financi
al
Reporti
ng
2014/2015
AFS
submitted to
Council and
AG by end
August 2015
AFS
submitted
to
Council
and AG
by end
August
R3 67
3 986
2014/2015
AFS
submitted
to Council
and AG by
end August
2015
2014/2015
AFS
submitted
to Council
and AG by
end August
2015
Achieved Achieved N/A AFS
2014/2015
Produced
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IDP
REF
NO
PROGRAMME
OWNER
OBJEC
TIVE
KEY
PERFORMAN
CE
INDICATOR
BASELIN
E
BUDG
ET
ANNUAL
TARGETS
ANNUAL
TARGET
ACTUAL
ACHIEVED
ACHIEVEMENT
STATUS
(ACHIEVED / NOT
ACHIEVED)
CHALLENGES \
REASONS FOR
DEVIATION
MEASURES
TAKEN TO
IMPROVE
PERFORMANCE
PORTFOLI
O OF
EVIDENCE
WA
RD
MFV-
14
CHIEF
FINANCIAL
OFFICER
Improve
d
system
of
internal
controls
System of
Internal
Control and
Reporting
Procedures
developed in
line with
section 65 on
expenditure
management
for
submission
to Council by
end
December
2015
New KPI R3 67
3 986
System of
Internal
Control and
Reporting
Procedures
developed
by end
December
2015
System of
Internal
Control and
Reporting
Procedures
developed
for
submission
to Council
by end July
2015
Achieved Achieved N/A Draft
System of
Internal
controls
All
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IDP
REF
NO
PROGRAMME
OWNER
OBJEC
TIVE
KEY
PERFORMAN
CE
INDICATOR
BASELIN
E
BUDG
ET
ANNUAL
TARGETS
ANNUAL
TARGET
ACTUAL
ACHIEVED
ACHIEVEMENT
STATUS
(ACHIEVED / NOT
ACHIEVED)
CHALLENGES \
REASONS FOR
DEVIATION
MEASURES
TAKEN TO
IMPROVE
PERFORMANCE
PORTFOLI
O OF
EVIDENCE
WA
RD
MFV-
15
CHIEF
FINANCIAL
OFFICER
Expendi
ture
manage
ment
Reports
submitted
quarterly to
Council on
expenditure
management
New KPI R3 67
3 986
4 reports
annually on
withdrawals
not
approved
and
salaries
and wages
expenditure
4 reports
annually on
withdrawals
not
approved
and
salaries
and wages
expenditure
Achieved Achieved N/A Section 11
MFMA
Report
All
MFV-
16
CHIEF
FINANCIAL
OFFICER
Effectiv
e
procure
ment
system
s
Number of
reports
submitted to
Council
quarterly on
implementati
on of supply
chain
management
policy in line
with the Reg
6 of the
Supply Chain
Quarterly
Reports
on
withdraw
als and
deviation
s
submitted
R3 67
3 986
4 reports
submitted
annually on
the
implementa
tion of the
Supply
Chain
Manageme
nt
Regulation
s
4 reports
submitted
annually on
the
implementa
tion of the
Supply
Chain
Manageme
nt
Regulation
s
Achieved Achieved N/A Quarterly
report for
SCM
All
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IDP
REF
NO
PROGRAMME
OWNER
OBJEC
TIVE
KEY
PERFORMAN
CE
INDICATOR
BASELIN
E
BUDG
ET
ANNUAL
TARGETS
ANNUAL
TARGET
ACTUAL
ACHIEVED
ACHIEVEMENT
STATUS
(ACHIEVED / NOT
ACHIEVED)
CHALLENGES \
REASONS FOR
DEVIATION
MEASURES
TAKEN TO
IMPROVE
PERFORMANCE
PORTFOLI
O OF
EVIDENCE
WA
RD
Management
Regulations
MFV-
17
CHIEF
FINANCIAL
OFFICER; ALL
HODS
Contrac
t
Manage
ment
Finalisation
of Service
Level
Agreements
with
appointed
service
providers
within
stipulated
timeframes
as per
appointment
letter and
updated in
the contracts
register
New KPI R3 67
3 986
Finalisation
of Service
Level
Agreement
s with
appointed
service
providers
within
stipulated
timeframes
as per
appointmen
t letter and
updated in
the
contracts
register
Finalisation
of Service
Level
Agreement
s with
appointed
service
providers
within
stipulated
timeframes
as per
appointmen
t letter and
updated in
the
contracts
register
Achieved Achieved N/A Copied of
Singed
SLA
All
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KEY PERFORMANCE AREA 5: GOOD GOVERNANCE AND PUBLIC PARTICIPATION
LLM 3: Promote more active community participation in local government
SFA 8: Effective leadership, good governance and public participation
Outcome: Improved accountability and transparency
IDP REF NO
PROGRAMME OWNER
OBJECTIVE KEY PERFORMANCE INDICATOR
BASELINE BUDGET
ANNUAL TARGETS
ANNUAL TARGET ACTUAL
ACHIEVED
ACHIEVEMENT STATUS (ACHIEVED /
NOT ACHIEVED)
CHALLENGES \
REASONS FOR
DEVIATION
MEASURES TAKEN TO IMPROVE
PERFORMANCE
PORTFOLIO OF
EVIDENCE
WARD
GG-01
MUNICIPAL MANAGER
Maintain audit outcome
Non-regression from 2013/2014 audit outcome and no more than 15 other matters raised in the 2014/2015 audit outcome to be received by November 2015
2013/2014 Unqualified audit opinion
R401 670
2014/2015 unqualified audit outcome with no more than 15 other matters raised
2014/15 unqualified audit outcome
Achieved 2014/15 Auditor General report under Q2 KPI GG-01
All
GG-02
MM-02 Action plan developed to address audit findings
Action plan developed and reported on quarterly to address audit findings
2013/2014 Audit action plan developed
R401 670
4 Quarterly reports on addressing audit findings in the audit action plan
1 out 4 reports submitted on addressing audit findings
Not achieved Report All
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IDP REF NO
PROGRAMME OWNER
OBJECTIVE KEY PERFORMANCE INDICATOR
BASELINE BUDGET
ANNUAL TARGETS
ANNUAL TARGET ACTUAL
ACHIEVED
ACHIEVEMENT STATUS (ACHIEVED /
NOT ACHIEVED)
CHALLENGES \
REASONS FOR
DEVIATION
MEASURES TAKEN TO IMPROVE
PERFORMANCE
PORTFOLIO OF
EVIDENCE
WARD
GG-03
MM-03 Functional audit committee
Number of Audit committee meetings convened annually
Adherence to Audit Committee schedule of meetings
R401 670
4 Audit Committee meetings held annually
6 Audit committee meetings held
Achieved Agendas, minutes, attendance registers
All
GG-04
MM-04 Functional audit committee
Number of Audit committee reports prepared for timely submission to Council quarterly
4 audit committee reports prepared and submitted to Council
R401 670
4 Audit Committee reports submitted to council annually
3 out of 4 AC reports submitted to Council
Not achieved No quorum for 4th quarter meeting. Reconvened on 2016-05-03. No subsequent Ordinary Council meeting where report could be submitted due to LGE
prepare reports for submission
Council Resolutions; reports
All
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IDP REF NO
PROGRAMME OWNER
OBJECTIVE KEY PERFORMANCE INDICATOR
BASELINE BUDGET
ANNUAL TARGETS
ANNUAL TARGET ACTUAL
ACHIEVED
ACHIEVEMENT STATUS (ACHIEVED /
NOT ACHIEVED)
CHALLENGES \
REASONS FOR
DEVIATION
MEASURES TAKEN TO IMPROVE
PERFORMANCE
PORTFOLIO OF
EVIDENCE
WARD
GG-05
MUNICIPAL MANAGER
Functional audit committee
Audit Committee charter developed and submitted to council by end July 2015
2014/2015 Approved Audit Committee Charter
R401 670
Audit Committee Charter reviewed and submitted to Council
2015/16 Audit Committee Charter approved by Council on 2015-07-30
Achieved Council Resolution A110: 2015-07-30; Report, 2015/2016 Audit Committee & Internal Audit Charters under Q1 GG-04
All
GG-06
MUNICIPAL MANAGER
Effective enterprise risk management
Enterprise-wide risk register developed and submitted to Council by end July 2015
2014/2015 Risk register developed
R401 670
Enterprise-wide risk register developed and adopted by Council
2015/16 Enterprise wide risk register developed and approved by MM on 18/09/2015
Achieved Signed 2015/16 Risk Register under Q1 KPI GG-06
All
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IDP REF NO
PROGRAMME OWNER
OBJECTIVE KEY PERFORMANCE INDICATOR
BASELINE BUDGET
ANNUAL TARGETS
ANNUAL TARGET ACTUAL
ACHIEVED
ACHIEVEMENT STATUS (ACHIEVED /
NOT ACHIEVED)
CHALLENGES \
REASONS FOR
DEVIATION
MEASURES TAKEN TO IMPROVE
PERFORMANCE
PORTFOLIO OF
EVIDENCE
WARD
GG-07
MUNICIPAL MANAGER
Functional Risk Management Committee
Number of Risk Management Committee meetings held annually
New KPI R401 670
4 Risk Management Committee meetings held annually
5 Risk Management Committee meetings held annually
Achieved Minutes, attendance registers
All
GG-08
MUNICIPAL MANAGER
Functional Risk Management Committee
Number of Risk Management Committee reports compiled for submission to the Audit Committee quarterly
New KPI R401 670
4 Risk Management Committee reports submitted to the Audit Committee annually
3 Risk Management Committee reports submitted to the Audit Committee
Not Achieved Risk Management Committee reports
All
GG-09
MUNICIPAL MANAGER
Ensure sustainable anti-corruption capacity
Number of anti-corruption and ethics awareness raising workshops conducted quarterly
New KPI R401 670
4 Anti-corruption and ethics awareness raising workshops conducted annually
2 out of 4 Anti-corruption and ethics awareness raising workshops conducted
Not achieved Clash of activities, poor attendance
Develop schedule of sessions for inclusion in Planning and Programming meetings
Workshop material, attendance registers
All
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IDP REF NO
PROGRAMME OWNER
OBJECTIVE KEY PERFORMANCE INDICATOR
BASELINE BUDGET
ANNUAL TARGETS
ANNUAL TARGET ACTUAL
ACHIEVED
ACHIEVEMENT STATUS (ACHIEVED /
NOT ACHIEVED)
CHALLENGES \
REASONS FOR
DEVIATION
MEASURES TAKEN TO IMPROVE
PERFORMANCE
PORTFOLIO OF
EVIDENCE
WARD
GG-10
MUNICIPAL MANAGER
Review of Risk Management Policy
Risk Management Policy and Risk Management Strategy adopted by Council April 2015
Risk Management Policy and Risk Management Strategy reviewed for submission to Council by end June 2016
R401 670
Review Risk Management Policy and Risk Management Strategy for submission to Council by end June 2016
Risk Management Policy and Strategy approved by April 2015
Not achieved Newly approved policy and strategy with no immediate need for review due to no significant changes in current situation since adoption by RMC on 2015-07-08
Prepare revised Risk Management Strategy and Implementation Plan for approval by end Q1 of 2016/17
2015/16 approved Risk Management Policy under Q1 KPI GG-10
All
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IDP REF NO
PROGRAMME OWNER
OBJECTIVE KEY PERFORMANCE INDICATOR
BASELINE BUDGET
ANNUAL TARGETS
ANNUAL TARGET ACTUAL
ACHIEVED
ACHIEVEMENT STATUS (ACHIEVED /
NOT ACHIEVED)
CHALLENGES \
REASONS FOR
DEVIATION
MEASURES TAKEN TO IMPROVE
PERFORMANCE
PORTFOLIO OF
EVIDENCE
WARD
GG-11
MUNICIPAL MANAGER
Review Fraud Prevention Plan and Awareness Strategy on Fraud and Corruption
Fraud Prevention Plan and Awareness Strategy on Fraud and Corruption reviewed for submission to Council by end June 2016
Fraud Prevention Plan and Awareness Strategy on Fraud and Corruption approved by Council in November 2011
R401 670
Review Fraud Prevention Plan and Awareness Strategy on Fraud and Corruption
Fraud prevention plan and awareness strategy, private work and declaration of interest policy and the whistle blowing policy was reviewed on 22/07/2015 by audit committee
Not achieved Newly approved policy and strategy with no immediate need for review due to no significant changes in current situation since adoption by RMC on 2015-07-08
Prepare revised Fraud Prevention Policy and Plan for approval by end Q1 of 2016/17
Council Resolution A110: 2015-07-30 Fraud Prevention Policy; Fraud Prevention Plan and Awareness Strategy; Whistleblowing Policy; Private Work & Declaration of Interest Policy under Q1 KPI GG-11
All
GG-12
MUNICIPAL MANAGER
Compliance with legislated provisions for effective performance
Number of quarterly performance reports prepared and submitted to Council
4 performance reports submitted
R401 670
4 Performance reports prepared and submitted to Council
3 out of 4 performance reports submitted
Not achieved Local Government election preparations clashed with scheduled
Council resolutions, Performance reports
All
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IDP REF NO
PROGRAMME OWNER
OBJECTIVE KEY PERFORMANCE INDICATOR
BASELINE BUDGET
ANNUAL TARGETS
ANNUAL TARGET ACTUAL
ACHIEVED
ACHIEVEMENT STATUS (ACHIEVED /
NOT ACHIEVED)
CHALLENGES \
REASONS FOR
DEVIATION
MEASURES TAKEN TO IMPROVE
PERFORMANCE
PORTFOLIO OF
EVIDENCE
WARD
management annually Council sitting
GG-13
MUNICIPAL MANAGER
Compliance with legislated provisions for effective performance management
2014/2015 Annual Performance Report prepared in compliance with section 46 of MSA prepared and submitted to AG by end August 2015
Annual Performance Report submitted on 28 August 2014
R401 670
1 Annual Performance Report submitted to AG by end August 2015
Annual performance report submitted to AG on 2015-08-31
Achieved Council Resolution A125: 2015-08-31; 2014/2014 APR; Proof of submission
All
GG-14
MUNICIPAL MANAGER
Compliance with legislated provisions for effective performance management
2014/2015 Annual Report submitted to be tabled to Council by no later than end January 2016
Annual Report tabled on 29 January 2015
R401 670
1 Annual Report tabled to Council before end January 2016
Annual report tabled to Council on 2016-01-29
Achieved Council resolution; Draft 2014/15 Annual Report
All
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IDP REF NO
PROGRAMME OWNER
OBJECTIVE KEY PERFORMANCE INDICATOR
BASELINE BUDGET
ANNUAL TARGETS
ANNUAL TARGET ACTUAL
ACHIEVED
ACHIEVEMENT STATUS (ACHIEVED /
NOT ACHIEVED)
CHALLENGES \
REASONS FOR
DEVIATION
MEASURES TAKEN TO IMPROVE
PERFORMANCE
PORTFOLIO OF
EVIDENCE
WARD
GG-15
MUNICIPAL MANAGER
Compliance with legislated provisions for effective performance management
2014/2015 Oversight report on annual report prepared and submitted to Council in compliance with section 129 of MFMA before end March 2016
2013/2014 Oversight Report adopted on 30 March 2015
R401 670
1 Oversight Report on annual Report prepared and submitted for adoption by Council before end March 2016
Oversight report adopted on 2016-03-24
Achieved Council resolution, Oversight report
All
GG-16
MUNICIPAL MANAGER
SDBIP aligned to the IDP and the budget
Approved 2016/2017 SDBIP aligned to IDP and budget, within 28 days after budget approval
Approved SDBIP
R401 670
SDBIP aligned to IDP and budget approved within 28 days after budget approval
2015/16 SDBIP approved on 2016-07-30
Achieved All
GG-17
DEVELOPMENT & PLANNING
Credible IDP development
Reviewed and approved 2016/2017 IDP by end May 2016
Council approved IDP
R168 467
2016/2017 IDP approved by end May 2016
2016/17 IDP approved on 2016-06-15
Achieved Council Resolution A58: 2016-06-15; IDP Copy under KPI GG-17 Q4
All
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IDP REF NO
PROGRAMME OWNER
OBJECTIVE KEY PERFORMANCE INDICATOR
BASELINE BUDGET
ANNUAL TARGETS
ANNUAL TARGET ACTUAL
ACHIEVED
ACHIEVEMENT STATUS (ACHIEVED /
NOT ACHIEVED)
CHALLENGES \
REASONS FOR
DEVIATION
MEASURES TAKEN TO IMPROVE
PERFORMANCE
PORTFOLIO OF
EVIDENCE
WARD
GG-18
DEVELOPMENT & PLANNING
Credible IDP development
2016/2017 IDP/Budget/PMS Process Plan adopted by Council by August 2015
2015/2016 IDP/Budget/PMS process plan adopted by Council
R168 467
IDP/Budget/PMS process plan adopted by end August 2016
2016/17 IDP/Budget/PMS process plan adopted on 2015-08-31
Achieved Council resolution A122: 2015-08-31; Report; Adopted IDP/Budget/PMS process plan;
All
GG-19
DEVELOPMENT & PLANNING
Credible IDP development
Number of IDP Technical Steering Committee meetings held quarterly to consolidate inputs into draft IDP
New KPI R168 467
4 IDP Technical Steering Committee meetings held annually
1 out of 4 IDP Technical Committee meetings held
Not achieved Agendas, minutes, attendance registers
All
GG-20
DEVELOPMENT & PLANNING
Credible IDP development
Number of IDP Representative Forum meetings held quarterly for consolidation of sector
New KPI R168 467
4 IDP Representative Forum meetings held annually
1 out of 4 IDP Representative Forum meetings held
Not achieved Agendas, minutes, attendance registers
All
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IDP REF NO
PROGRAMME OWNER
OBJECTIVE KEY PERFORMANCE INDICATOR
BASELINE BUDGET
ANNUAL TARGETS
ANNUAL TARGET ACTUAL
ACHIEVED
ACHIEVEMENT STATUS (ACHIEVED /
NOT ACHIEVED)
CHALLENGES \
REASONS FOR
DEVIATION
MEASURES TAKEN TO IMPROVE
PERFORMANCE
PORTFOLIO OF
EVIDENCE
WARD
department inputs into draft IDP
GG-21
CORPORATE SERVICES
Developing of schedule of council and committee activities
Schedule of all activities of Council and its committees developed by end June 2016
2014/2015 Schedule developed
R384 228
Schedule developed of all activities of Council and its committees
2015/16 schedule approved on 2015-07-29
Not achieved Schedule for 2016/17 not approved due to Local Government Elections preparations
2015/2016 Council schedule under Q1 KPI Secretariat-01
All
GG-22
CORPORATE SERVICES
Adherence to schedule of council meetings
Ordinary sitting of Council meetings as per approved schedule held quarterly
Schedule of council meetings adhered to
R384 228
4 Ordinary Council meetings held annually
Ordinary council meetings held on 2015-07-29; 2015-10-29; 2016-01-29; 2016-04-29
Achieved Council minutes
All
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IDP REF NO
PROGRAMME OWNER
OBJECTIVE KEY PERFORMANCE INDICATOR
BASELINE BUDGET
ANNUAL TARGETS
ANNUAL TARGET ACTUAL
ACHIEVED
ACHIEVEMENT STATUS (ACHIEVED /
NOT ACHIEVED)
CHALLENGES \
REASONS FOR
DEVIATION
MEASURES TAKEN TO IMPROVE
PERFORMANCE
PORTFOLIO OF
EVIDENCE
WARD
GG-23
CORPORATE SERVICES
Monitor implementation of Council resolutions
Quarterly reports on progress on implementation of council resolutions
1 Report submitted on implementation of council resolutions
R384 228
4 Reports on progress on implementation of council resolutions submitted to Council annually
2 out of 4 reports on progress on implementation of council resolutions submitted
Not achieved Non-adherence to approved schedule by dept. oversight committees
Adherence to approved Council Schedule by dept. oversight committees
Reports, Newspaper clippings
All
GG-24
CORPORATE SERVICES
Functional section 79 committees of council
Number of Rules, Ethics, By-laws and Policies Committee meetings held in line with the Council approved schedule
Committee not sitting as per schedule
R384 228
4 Rules, Ethics, By-laws and Policies Committee meetings held annually
4 Rules & ethics meetings held
Achieved Agendas, minutes, attendance registers
All
GG-25
CORPORATE SERVICES
Functional section 79 committees of council
Number of MPAC meetings held in line with the Council approved schedule
New KPI R384 228
4 MPAC meetings held annually
4 Achieved No quorum formed
Adherence to Council schedule
Agendas, minutes, attendance registers
All
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IDP REF NO
PROGRAMME OWNER
OBJECTIVE KEY PERFORMANCE INDICATOR
BASELINE BUDGET
ANNUAL TARGETS
ANNUAL TARGET ACTUAL
ACHIEVED
ACHIEVEMENT STATUS (ACHIEVED /
NOT ACHIEVED)
CHALLENGES \
REASONS FOR
DEVIATION
MEASURES TAKEN TO IMPROVE
PERFORMANCE
PORTFOLIO OF
EVIDENCE
WARD
GG-26
CORPORATE SERVICES
Functional section 79 committees of council
Number of Ward Councillors Forum meetings held in line with the Council approved schedule
New KPI R384 228
12 Ward Councillors Forum meetings held annually
5 Ward Councillors Forum meetings held annually
Not achieved Non-adherence to approved schedule by dept. oversight committees
Adherence to approved Council Schedule by dept. oversight committees
Agendas, minutes, attendance registers
All
GG-27
CORPORATE SERVICES
Functional section 79 committees of council
Number of Local Geographical Names Committee meetings held in line with the Council approved schedule
New KPI R384 228
4 Local Geographical Names Committee meetings held annually
4 Local Geographical Names Committee meetings held
Achieved Non-adherence to approved schedule by dept. oversight committees
Adherence to approved Council Schedule by dept. oversight committees
Agendas, minutes, attendance registers
All
GG-28
CORPORATE SERVICES
Functional section 79 committees of council
Number of Budget & Treasury Oversight Committee meetings held in line with the Council
New KPI R384 228
4 Budget &Treasury Oversight Committee meetings held annually
3 Budget &Treasury Oversight Committee meetings held
Not achieved Non-adherence to approved schedule by dept. oversight committees
Adherence to approved Council Schedule by dept. oversight committees
Agendas, minutes, attendance registers
All
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IDP REF NO
PROGRAMME OWNER
OBJECTIVE KEY PERFORMANCE INDICATOR
BASELINE BUDGET
ANNUAL TARGETS
ANNUAL TARGET ACTUAL
ACHIEVED
ACHIEVEMENT STATUS (ACHIEVED /
NOT ACHIEVED)
CHALLENGES \
REASONS FOR
DEVIATION
MEASURES TAKEN TO IMPROVE
PERFORMANCE
PORTFOLIO OF
EVIDENCE
WARD
approved schedule
GG-29
CORPORATE SERVICES
Functional section 79 committees of council
Number of Corporate & Community Services Oversight Committee meetings held in line with the Council approved schedule
New KPI R384 228
4 Corporate & Community Services Oversight Committee meetings held annually
4 Corporate & Community Services Oversight Committee meetings held annually
Achieved Non-adherence to approved schedule by dept. oversight committees
Adherence to approved Council Schedule by dept. oversight committees
Agendas, minutes, attendance registers
All
GG-30
CORPORATE SERVICES
Functional section 79 committees of council
Number of Technical Services Committee meetings held in line with the Council approved schedule
New KPI R384 228
4 Technical Services Oversight Committee meetings held annually
3 Technical Services Oversight Committee meetings held
Not achieved Non-adherence to approved schedule by dept. oversight committees
Adherence to approved Council Schedule by dept. oversight committees
Agendas, minutes, attendance registers
All
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IDP REF NO
PROGRAMME OWNER
OBJECTIVE KEY PERFORMANCE INDICATOR
BASELINE BUDGET
ANNUAL TARGETS
ANNUAL TARGET ACTUAL
ACHIEVED
ACHIEVEMENT STATUS (ACHIEVED /
NOT ACHIEVED)
CHALLENGES \
REASONS FOR
DEVIATION
MEASURES TAKEN TO IMPROVE
PERFORMANCE
PORTFOLIO OF
EVIDENCE
WARD
GG-31
CORPORATE SERVICES
Functional Mayoral Committee
Number of Mayoral Committee meetings held as per Council approved schedule
New KPI R384 228
At least 24 Mayoral Committee meetings held annually
9 Mayoral committee meetings held
Not Achieved Agendas, minutes, attendance registers
All
GG-32
CORPORATE SERVICES
Records management system implemented
Records Management Policy and Standard Operating Procedures developed by September 2015
Records management system need updating
R384 228
Records Management Policy and Standard Operating Procedures developed by September 2015
Records management policy approved
Not achieved All
GG-33
CORPORATE SERVICES
To regulate the affairs and services provided by the Municipality
Number of By-laws identified for review, updating and consulted upon quarterly
Outdated by-laws
R384 228
4 By-laws identified, reviewed and consulted upon
1 by-law identified and reviewed
Not Achieved Council Resolutions A147 & 162: 2015-10-29; By-laws; Refer to Q2 KPI GG-33
All
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IDP REF NO
PROGRAMME OWNER
OBJECTIVE KEY PERFORMANCE INDICATOR
BASELINE BUDGET
ANNUAL TARGETS
ANNUAL TARGET ACTUAL
ACHIEVED
ACHIEVEMENT STATUS (ACHIEVED /
NOT ACHIEVED)
CHALLENGES \
REASONS FOR
DEVIATION
MEASURES TAKEN TO IMPROVE
PERFORMANCE
PORTFOLIO OF
EVIDENCE
WARD
GG-34
CORPORATE SERVICES
Improved customer care
Finalise and publicise adopted Municipal service charter by end July 2015
Service Charter developed
R384 228
Municipal Service Charter adopted by end July 2015
Draft Municipal Service Charter in place
Not achieved All
GG-35
CORPORATE SERVICES
Review of Communications Policy
Communications Policy and Strategy reviewed by end January 2016
Communications Strategy approved in September 2013 and needs review
R384 228
Communications Policy and Strategy reviewed by January 2016
Communications Strategy approved on 2015-10-29
Achieved Council Resolution A143: 2015-10-29; Communications Strategy & Plan under Q2 KPI GG-35
All
GG-36
CORPORATE SERVICES
Continuous interaction with communities
Number of reports on activities undertaken on interaction with communities through print media
4 reports on print media interaction with communities
R384 228
4 Reports on interaction with communities through print media
4 reports Achieved Reports, Newspaper clippings
All
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IDP REF NO
PROGRAMME OWNER
OBJECTIVE KEY PERFORMANCE INDICATOR
BASELINE BUDGET
ANNUAL TARGETS
ANNUAL TARGET ACTUAL
ACHIEVED
ACHIEVEMENT STATUS (ACHIEVED /
NOT ACHIEVED)
CHALLENGES \
REASONS FOR
DEVIATION
MEASURES TAKEN TO IMPROVE
PERFORMANCE
PORTFOLIO OF
EVIDENCE
WARD
GG-37
CORPORATE SERVICES
Continuous interaction with communities
Number of external newsletters issued quarterly
2 Editions issued
R384 228
4 Editions of the Lekwa Gazette municipal newsletter issued annually
1 out of 4 editions of Lekwa Gazette published
Not achieved Depts. do not submit articles as requested.
Depts. should adhere to requests to submit articles on time.
Lekwa Gazette publication
All
GG-38
CORPORATE SERVICES
Establishment of functional local IGR Forum
Number of local IGR Forums meetings held quarterly
New KPI R384 228
4 Local IGR Forum meetings convened annually
10 Local IGR Forum meetings held
Achieved Agendas, minutes, attendance registers
All
GG-39
CORPORATE SERVICES
Special programmes conducted quarterly for the elderly, children, youth and persons with disabilities
Special programmes conducted for the elderly, children, youth and persons with disabilities
Special programmes conducted for the elderly, children, youth and persons with disabilities as per annual plan
R384 228
8 Special programmes conducted for the elderly, children, youth and persons with disabilities as per annual plan
23 Special programmes conducted
Achieved Photographs, attendance registers
All
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IDP REF NO
PROGRAMME OWNER
OBJECTIVE KEY PERFORMANCE INDICATOR
BASELINE BUDGET
ANNUAL TARGETS
ANNUAL TARGET ACTUAL
ACHIEVED
ACHIEVEMENT STATUS (ACHIEVED /
NOT ACHIEVED)
CHALLENGES \
REASONS FOR
DEVIATION
MEASURES TAKEN TO IMPROVE
PERFORMANCE
PORTFOLIO OF
EVIDENCE
WARD
GG-40
CORPORATE SERVICES
Community involvement in the affairs of the municipality
Community participation in the affairs of the municipality through mayoral izimbizo held annually
Annual consultation on IDP and Budget held in November 2014 and April 2015 respectively
R4 731 187
6 mayoral izimbizo to be held annually
3 IDP meetings , 4 budget consultive meetings and 1 mayoral imbizo meetings were held
Not achieved Agendas, minutes, attendance registers
All
GG-41
CORPORATE SERVICES
Established and functional Ward Committees
Ward operational plans developed and approved by end July 2015
14 of the 15 ward committees functional
R3 335 179
15 ward operational plans developed and approved
15 ward operational plans developed and approved
Achieved 15 Ward operational plans under Q1: KPI 41
All
GG-42
CORPORATE SERVICES
Established and functional Ward Committees
Number of reports on the implementation of ward operational plans submitted to Council quarterly
New KPI R3 335 179
4 Reports on the implementation of ward operational plans submitted to Council annually
4 report on implementation of ward operational plans
Achieved Consolidated ward reports
All
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IDP REF NO
PROGRAMME OWNER
OBJECTIVE KEY PERFORMANCE INDICATOR
BASELINE BUDGET
ANNUAL TARGETS
ANNUAL TARGET ACTUAL
ACHIEVED
ACHIEVEMENT STATUS (ACHIEVED /
NOT ACHIEVED)
CHALLENGES \
REASONS FOR
DEVIATION
MEASURES TAKEN TO IMPROVE
PERFORMANCE
PORTFOLIO OF
EVIDENCE
WARD
GG-43
CORPORATE SERVICES
Functional whippery office
Number of whippery meetings convened annually
New KPI R3 335 179
12 Whippery meetings convened annually
Not all whippery meetings sat as per approved schedule
Not achieved Meetings postponed
Adherence to approved schedule of meetings
Agendas, minutes, attendance registers
All
GG-44
CORPORATE SERVICES
Functional caucus structure
Number of caucus meetings convened annually
New KPI R3 335 179
4 Caucus meetings convened annually
4 Caucus meetings convened
Achieved Agendas, minutes, attendance registers
All
GG-45
CORPORATE SERVICES
Functional multiparty forum
Number of multiparty forums convened annually
New KPI R3 335 179
4 Multiparty Forum meetings convened annually
1 out of 4 Multiparty Forum meetings convened
Not achieved Non-adherence to approved schedule by dept. oversight committees
Development and finalisation of delegation of powers and terms of reference of multiparty forum
Agendas, minutes, attendance registers
All
GG-46
CORPORATE SERVICES
Visiting of projects
Number of projects visited quarterly
New KPI R3 335 179
8 Projects visited annually
Projects not visited
Not achieved No projects were identified
Whippery members must identify projects
All
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KEY PERFORMANCE AREA 6: SPATIAL RATIONAL
LLM 5: Build more united, non-racial, integrated and safer communities
SFA 2: Creation of integrated and sustainable human settlements
SFA 3: Creation of linked ecological open spaces and environmental sustainability
SFA 4: Delineation of urban edge
Outcome: Improved settlement patterns
IDP
REF
NO
PROGRAMME
OWNER
OBJECTIV
E
KEY
PERFORMANCE
INDICATOR
BASELINE BUDGET ANNUAL
TARGET
S
ANNUAL
TARGET
ACTUAL
ACHIEVED
ACHIEVEM
ENT
STATUS
(ACHIEVED
/ NOT
ACHIEVED)
CHALLENGES
\ REASONS
FOR
DEVIATION
MEASURES
TAKEN TO
IMPROVE
PERFORMAN
CE
PORTFOLIO
OF
EVIDENCE
WA
RD
SR-
01
DEVELOPMENT
& PLANNING
Regulated
alienation
and
disposal of
municipal
owned
land
Approval of
Land Alienation
Policy submitted
to Council by the
end October
2015
Draft Land
Alienation
Policy
adopted by
the Council
on 2014-
10-30
R12, 094 Land
Alienatio
n Policy
approved
by the
Municipal
Council
by the
end
October
2015
Land
Alienation
policy
approved
on 2016-
04-29
Achieved Council
Resolution
A52: 2016-
04-29
All
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IDP
REF
NO
PROGRAMME
OWNER
OBJECTIV
E
KEY
PERFORMANCE
INDICATOR
BASELINE BUDGET ANNUAL
TARGET
S
ANNUAL
TARGET
ACTUAL
ACHIEVED
ACHIEVEM
ENT
STATUS
(ACHIEVED
/ NOT
ACHIEVED)
CHALLENGES
\ REASONS
FOR
DEVIATION
MEASURES
TAKEN TO
IMPROVE
PERFORMAN
CE
PORTFOLIO
OF
EVIDENCE
WA
RD
SR-
02
DEVELOPMENT
& PLANNING
Upgrading
plans of all
existing
informal
settlement
s for future
developme
nt
Approved
informal
settlements
upgrading plans
by end June
2016
Profiling,
socio-
economic
survey and
geotechnic
al study
completed
R12, 094 Approved
Informal
Settleme
nts
upgrade
plans by
the end
of June
2016
Draft
National
Support
Upgrade
Programm
e (NUSP)
Report
submitted
Not
achieved
Draft report,
Council
resolution
All
SR-
03
DEVELOPMENT
& PLANNING
Level 1
accreditati
on of the
Municipalit
y by the
Departmen
t of Human
Settlement
s
To have the
Municipality
accredited on
Level 1 by the
end of the 4th
quarter.
Council
approved
application
for
accreditati
on for
Level 1 of
the
Municipalit
y on 2014-
10-30
R12, 094 Level 1
accredita
tion of
the
Municipal
ity by
end of
the 4th
quarter
In a
meeting
held on the
25/07/2015
with
officials
from
Human
Settlement
s an
indication
was given
Not
achieved
In view of
the fact that
this KPA is
not entirely
within the
control of the
Municipality
it has been
expunged
from
subsequent
SDBIP.
All
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IDP
REF
NO
PROGRAMME
OWNER
OBJECTIV
E
KEY
PERFORMANCE
INDICATOR
BASELINE BUDGET ANNUAL
TARGET
S
ANNUAL
TARGET
ACTUAL
ACHIEVED
ACHIEVEM
ENT
STATUS
(ACHIEVED
/ NOT
ACHIEVED)
CHALLENGES
\ REASONS
FOR
DEVIATION
MEASURES
TAKEN TO
IMPROVE
PERFORMAN
CE
PORTFOLIO
OF
EVIDENCE
WA
RD
by the
Director
Appasamy
that the
Departmen
t will prefer
to receive
the entire
IDP
document
other that
the
housing
Chapter.
An
explanatio
n was
given that
such will
be done as
soon as
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IDP
REF
NO
PROGRAMME
OWNER
OBJECTIV
E
KEY
PERFORMANCE
INDICATOR
BASELINE BUDGET ANNUAL
TARGET
S
ANNUAL
TARGET
ACTUAL
ACHIEVED
ACHIEVEM
ENT
STATUS
(ACHIEVED
/ NOT
ACHIEVED)
CHALLENGES
\ REASONS
FOR
DEVIATION
MEASURES
TAKEN TO
IMPROVE
PERFORMAN
CE
PORTFOLIO
OF
EVIDENCE
WA
RD
the printed
IDP
documents
are
available
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244
IDP
REF
NO
PROGRAMME
OWNER
OBJECTIV
E
KEY
PERFORMANCE
INDICATOR
BASELINE BUDGET ANNUAL
TARGET
S
ANNUAL
TARGET
ACTUAL
ACHIEVED
ACHIEVEM
ENT
STATUS
(ACHIEVED
/ NOT
ACHIEVED)
CHALLENGES
\ REASONS
FOR
DEVIATION
MEASURES
TAKEN TO
IMPROVE
PERFORMAN
CE
PORTFOLIO
OF
EVIDENCE
WA
RD
SR-
04
DEVELOPMENT
& PLANNING
Establishm
ent of the
Lekwa
Social
Housing
Associatio
n
Establishment of
Lekwa Housing
Association for
the
management
and
maintenance of
the Community
Residential
Units (CRU) by
end of the 4th
quarter
Council
approved
the
establishm
ent of the
Lekwa
Social
Housing
Company
on 2014-
10-30
R12, 094 Establish
ed Lekwa
Housing
Associati
on for the
manage
ment and
maintena
nce of
the CRU
by the
end of
the 4th
quarter
Not
achieved
Not
achieved
The process to
have the new
units occupied
has
unexpectedly
taken a very
long period of
time which has
affected other
processes like
the registration
of the Social
housing
company.
The Social
Housing
Agency
(SHA) shall
be requested
to visit the
municipality
to make a
presentation
on the whole
process of
establishme
nt and
registration
of a Social
Housing
Company.
All
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IDP
REF
NO
PROGRAMME
OWNER
OBJECTIV
E
KEY
PERFORMANCE
INDICATOR
BASELINE BUDGET ANNUAL
TARGET
S
ANNUAL
TARGET
ACTUAL
ACHIEVED
ACHIEVEM
ENT
STATUS
(ACHIEVED
/ NOT
ACHIEVED)
CHALLENGES
\ REASONS
FOR
DEVIATION
MEASURES
TAKEN TO
IMPROVE
PERFORMAN
CE
PORTFOLIO
OF
EVIDENCE
WA
RD
SR-
05
DEVELOPMENT
& PLANNING
Effective
housing
related
complaints
manageme
nt system
Establishment
of housing
related
complaints
management
system by the
end of the 3rd
quarter
Council
approved
establishm
ent of the
Complaint
manageme
nt system
on 2014-
10-30
R12, 094 To have
a
complaint
s and
resolutio
n
mechanis
m in
place by
the end
of the 3rd
quarter
Complaints
manageme
nt system
in place
but
complaints
resolution
not
reported
on
Not
achieved
All
SR-
06
DEVELOPMENT
& PLANNING
Compilatio
n of an up
to date
housing
need
register
Compilation of
an up to date
housing need
register by the
3rd quarter
Council
approved
the
establishm
ent of the
Lekwa
Housing
Need
Register
R12, 094 To have
a
credible
Housing
Register
linked to
DoHS by
the end
of the 3rd
Not
achieved
Not
achieved
The notice
could not be
published
since there’s
no budget
allocation for
2015/16 FY.
The Division
does not have
Copy of an
internal
memorandu
m requesting
funds to
purchase
computers.
All
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IDP
REF
NO
PROGRAMME
OWNER
OBJECTIV
E
KEY
PERFORMANCE
INDICATOR
BASELINE BUDGET ANNUAL
TARGET
S
ANNUAL
TARGET
ACTUAL
ACHIEVED
ACHIEVEM
ENT
STATUS
(ACHIEVED
/ NOT
ACHIEVED)
CHALLENGES
\ REASONS
FOR
DEVIATION
MEASURES
TAKEN TO
IMPROVE
PERFORMAN
CE
PORTFOLIO
OF
EVIDENCE
WA
RD
on 2014-
10-30
quarter tools of trade
like computers
that are
required to
register
potential
beneficiaries
on the housing
needs register.
A memo was
written to the
Accounting
Officer on
same.
SR-
07
DEVELOPMENT
& PLANNING
Creation of
integrated
and
sustainable
human
settlement
s.
Number of
reports
submitted on
implementation
of government
housing subsidy
projects
Reports
submitted
R12, 094 4 reports
on
impleme
ntation of
governm
ent
housing
4 reports
submitted
Achieved Quarterly
reports
All
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IDP
REF
NO
PROGRAMME
OWNER
OBJECTIV
E
KEY
PERFORMANCE
INDICATOR
BASELINE BUDGET ANNUAL
TARGET
S
ANNUAL
TARGET
ACTUAL
ACHIEVED
ACHIEVEM
ENT
STATUS
(ACHIEVED
/ NOT
ACHIEVED)
CHALLENGES
\ REASONS
FOR
DEVIATION
MEASURES
TAKEN TO
IMPROVE
PERFORMAN
CE
PORTFOLIO
OF
EVIDENCE
WA
RD
subsidy
projects
annually
SR-
08
DEVELOPMENT
& PLANNING
Reviewed
Spatial
Developme
nt
Framework
Reviewed SDF
in line with
SPLUMA by end
January 2016
Current
SDF not in
line with
SPLUMA
R690,
019
Reviewe
d SDF in
line with
SPLUMA
by
January
2016
SDF not
reviewed
Not
achieved
Budget
Constraints /
Lack of
available
budget
A
memorandu
m requesting
for budget
was drafted
and only
approved in
May 2016
All
SR-
09
DEVELOPMENT
& PLANNING
Implement
ation of
Standerton
Town
Planning
Scheme
(Land Use
Scheme)
Number of
applications
evaluated for the
processing of
land use
applications
within 180 days
after receipt of
all outstanding
and relevant
Approved
10
application
s
R690,
019
10
Applicati
ons
evaluate
d
0
application
s
evaluated
Not
achieved
No
applications
received.
Council
Resolution
A38 dated
2015-04-30
put a
moratorium on
all land use
Awaiting
Dept of
Technical
services to
finish
upgrading
their bulk
service then
densification
can be
All
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IDP
REF
NO
PROGRAMME
OWNER
OBJECTIV
E
KEY
PERFORMANCE
INDICATOR
BASELINE BUDGET ANNUAL
TARGET
S
ANNUAL
TARGET
ACTUAL
ACHIEVED
ACHIEVEM
ENT
STATUS
(ACHIEVED
/ NOT
ACHIEVED)
CHALLENGES
\ REASONS
FOR
DEVIATION
MEASURES
TAKEN TO
IMPROVE
PERFORMAN
CE
PORTFOLIO
OF
EVIDENCE
WA
RD
information and
documents
submitted
changes,
especially
densification
allowed
again
SR-
10
DEVELOPMENT
& PLANNING
Enforceme
nt of
National
Building
Regulation
s
Evaluate
building plans
within 30 days of
building plans
received,
complete 3-4
inspections per
building plan
received
Approve
100
building
plans,
completed
350
inspections
R690,
019
Approve
110
building
plans,
complete
400
inspectio
ns
building
plans and
inspections
completed
Achieved General slow
down of the
economy thus
less
development.
Densification
suspended via
Council
resolution A38
dated 2015-
04-30.
Awaiting
Dept of
Technical
services to
finish
upgrading
their bulk
service then
densification
can be
allowed
again
Building plan
register,
Copies of
letters at
records and
evidence file.
All
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250
CHAPTER 4 – ORGANISATIONAL DEVELOPMENT PERFORMANCE
(PERFORMANCE REPORT PART II)
INTRODUCTION
Delete Directive note once comment is completed - Provide a brief introduction to your
municipality’s organisational development function.
T 4.0.1
COMPONENT A: INTRODUCTION TO THE MUNICIPAL PERSONNEL
4.1 EMPLOYEE TOTALS, TURNOVER AND VACANCIES
Employees
Description
2014/2015 2015/2016
Employees Approved
Posts Employees Vacancies Vacancies
No. No. No. No. %
Water 31 47 36 11 23
Waste Water (Sanitation) 39 43 29 14 33
Electricity 44 55 46 9 16
Waste Management 76 92 83 9 10
Housing 9 9 9 0 0 Waste Water (Stormwater
Drainage) 0 0 0 0 #DIV/0!
Roads 50 93 56 37 40
Transport 6 7 6 1 14
Planning 9 9 9 0 0
Local Economic Development 1 9 1 8 89 Planning (Strategic &
Regulatory) 0 0 0 0 #DIV/0!
Local Economic Development 0 1 0 1 100
Community & Social Services 114 178 114 64 36
Environmental Protection 0 0 0 0 #DIV/0!
Health 0 0 0 0 #DIV/0!
Security and Safety 0 0 0 0 #DIV/0!
Sport and Recreation 17 32 17 15 47 Corporate Policy Offices and
Other 110 150 97 50 33
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251
Totals 506 725 503 219 30
Headings follow the order of services as set out in chapter 3. Service totals should equate to those included in the Chapter 3 employee schedules. Employee and Approved Posts numbers are as at 30 June, as per the approved organogram. T 4.1.1
Vacancy Rate: 2015/2016 Designations *Total
Approved Posts
*Vacancies (Total time
that vacancies exist using
fulltime equivalents)
*Vacancies (as a proportion of total posts in each category)
No. No. %
Municipal Manager 1 0 0.00
CFO 1 0 0.00
Other S57 Managers (excluding Finance Posts) 4 0 0.00
Other S57 Managers (Finance posts) (Deputy CFO) 1 1 100.00
Police officers 0 0 #DIV/0!
Fire fighters 25 7 28.00
Senior management: Levels 13-15 (excluding Finance Posts) 29 3 10.34
Senior management: Levels 13-15 (Finance posts) 6 2 33.33
Highly skilled supervision: levels 9-12 (excluding Finance posts) 19 16 84.21
Highly skilled supervision: levels 9-12 (Finance posts) 6 0 0.00
Total 92 29 31.52
Note: *For posts which are established and funded in the approved budget or adjustments budget (where changes in employee provision have been made). Full-time equivalents are calculated by taking the total number of working days lost (excluding weekends and public holidays) while a post remains vacant and adding together all such days lost by all posts within the same set (e.g. ‘senior management’) then dividing that total by 250 to give the number of posts equivalent to the accumulated days.
T 4.1.2
Turn-over Rate
Details
Total Appointments as of beginning of Financial
Year
Terminations during the Financial Year
Turn-over Rate*
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No. No.
2013/2014 11 31 282%
2014/2015 36 23 64%
2015/2016 31 19 61%
* Divide the number of employees who have left the organisation within a year, by total number of employees who occupied posts at the beginning of the year
T 4.1.3
COMMENT ON VACANCIES AND TURNOVER:
Delete Directive note once comment is completed - Detail the attempts made to fill the posts of
senior management and highly skilled supervision and explain why there are no appropriate internal
staff to fill the vacancies. Explain how long, at a minimum, the section 57 vacancies (including MM
and CFO) have remained unfilled and the reasons for this. Give reasons for the turnover rate
experienced by your municipality. Explain measures taken to successfully attract and retain staff.
T 4.1.4
COMPONENT B: MANAGING THE MUNICIPAL WORKFORCE
INTRODUCTION TO MUNICIPAL WORKFORCE MANAGEMENT
The Human Resource profile of the municipality is to some extent reflective of the local community and
the country. The human resource management of the municipality comprises of activities relating to
the rendering of a comprehensive human resource management function to Council by ensuring an
efficient personnel administration system, recruitment and selection, sound labour relations, human
resources development, implementation of affirmative action measures, occupational health and safety
of employees and compliance with all relevant labour legislation.
The staff of the municipality is informed and supportive of municipality vision and mission and strategic
direction.
The gender composition and people with disabilities continues to be a challenge as reflected by the
workplace profile of the institution.
Gender composition in the total workforce for the period ending on 30 June 2016 was as follows:
Black Males account for 70.59% against Black Females of only 24.71%, a slight improvement from
23.25% last year. The Economically Active Population figures stands at 50.40% for Black Males and
and 41.30% for Black Females. The workforce profile analysis indicates an under-representation of
16.59% in Black Females against 41.30% of the workplace profile in line with the regional
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Economically Active Population figures. Recruitment of Black Females therefore remains our priority in
areas where under-representation has been indicated. People with disabilities account for only 0.78%
of the total workforce of 510.
People with disabilities generally still continue to hover below the 1% mark. Government initially made
an undertaking that the representation of people with disabilities should have constituted 2% of the
Public Service by the end of 2005. However, this was not reached and government moved the
achievement of the 2% target to 2010. As at the end of the 2015/2016 financial year, the
representation of people with disabilities within the Municipality, government and in the private sector
is still well below the 1% mark.
An Employment Equity Plan responding to the above challenges i.e. gender and people with
disabilities representation will be developed, monitored and implemented as one of the priorities of the
institution. However, for the year under review, only 20% percent of planned employment equity
targets were achieved due to financial constraints.
The area of skills development is characterised by a need based approach for both municipal
councillors and officials which culminates in the submission and implementation of the Workplace
Skills Plan to the Local Government Sector Education and Training Authority (LGSETA) in line with the
requirements of the Skills Development Act.
T 4.2.0
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4.2 POLICIES
HR Policies and Plans
Name of Policy Completed Reviewed Date adopted by council or comment on failure to adopt
% %
1 Affirmative Action Forms part of the Employment Equity Plan
2 Attraction and Retention Planned for development in Q2 of 2016/2017 financial year
3 Code of Conduct for employees Municipal Systems Act provision
4 Delegations, Authorisation & Responsibility
Draft
5 Disciplinary Code and Procedures Main Collective Agreement provision
6 Essential Services Will be finalised in 2016/2017 financial year
7 Employee Assistance / Wellness Completed 12-Dec-2014
8 Employment Equity Completed 30-Oct-2014
9 Exit Management Completed Checklist in place
10 Grievance Procedures Main Collective Agreement
11 HIV/Aids Completed 30-Oct-2014
12 Human Resource and Development Completed 30-Oct-2014
13 Information Technology Not developed
14 Job Evaluation Done nationally
15 Leave Main Collective Agreement
16 Occupational Health and Safety Completed 29-Jul-2011
17 Official Housing Policy will be developed in 2016/2017
18 Official Journeys Reviewed 28-May-2014
19 Official transport to attend Funerals Completed 31-Jul-2007
20 Overtime Policy Completed 31-Jul-2007
21 Organisational Rights Main Collective Agreement
22 Payroll Deductions Remuneration Policy will be developed in 2016/2017
23 Performance Management and Development
Completed
24 Recruitment, Selection and Appointments
Completed Policy will be reviewed in 2016/2017
25 Remuneration Scales and Allowances Job Evaluation exercise completed in August 2016
26 Resettlement Not developed
27 Sexual Harassment Completed Policy will be reviewed in 2016/2017
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28 Skills Development Completed Policy will be reviewed in 2016/2017
29 Smoking Completed Policy will be reviewed in 2016/2017
30 Special Skills Policy will be reviewed in 2016/2017
31 Work Organisation Not developed
32 Uniforms and Protective Clothing Policy will be developed in 2016/2017
33 Cellphone Policy Completed Policy will be reviewed in 2016/2017
34 Policy on Experiential Training Completed Policy will be reviewed in 2016/2017
35 Subsistence Travelling Allowance Policy
Completed Policy will be reviewed in 2016/2017
36 Transport Allowance Policy Completed Policy will be reviewed in 2016/2017
37 Funeral Policy for Councillors and Officials
Completed Policy will be reviewed in 2016/2017
38 Attendance and Punctuality Policy Completed Policy will be reviewed in 2016/2017
39 Incapacity Due to Ill-Health Completed Policy will be reviewed in 2016/2017
40 Incapacity Due to Poor Work Performance
Completed Policy will be reviewed in 2016/2017
41 Intoxicating Substance Abuse Policy Completed Policy will be reviewed in 2016/2017
42 Name Tag Policy Completed Policy will be reviewed in 2016/2017
43 Whistleblowing Policy Completed Policy will be reviewed in 2016/2017
Use name of local policies if different from above and at any other HR policies not listed. T 4.2.1
COMMENT ON WORKFORCE POLICY DEVELOPMENT:
Delete Directive note once comment is completed – Comment on progress made during the year
and plans for completing this work.
T 4.2.1.1
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4.3 INJURIES, SICKNESS AND SUSPENSIONS
Number and Cost of Injuries on Duty Type of injury Injury Leave
Taken Employees using injury
leave
Proportion employees using sick leave
Average Injury Leave
per employee
Total Estimated
Cost
Days No. % Days R'000
Required basic medical attention only
17 3 18% 6 103360
Temporary total disablement
0 0 0
Permanent disablement 0 0 0
Fatal 0 0 0
Total 17 3 18% 6 103360
T 4.3.1
Number of days and Cost of Sick Leave (excluding injuries on duty)
Salary band
Total sick leave
Proportion of sick leave
without medical
certification
Employees using sick
leave
Total employees
in post*
*Average sick leave
per Employees
Estimated cost
Days % No. No. Days R' 000
Lower skilled (Levels 1-2) 561 1% 85 265 2.12 219409
Skilled (Levels 3-5) 200 7% 36 61 3.15 103315
Highly skilled production (levels 6-8)
368 0% 37 72 5.11 299224
Highly skilled supervision (levels 9-12)
78 9% 12 31 2.51 83164
Senior management (Levels 13-15) 76 17% 15 30 2.53 104613
MM and S57 9 11% 3 6 3.00 34755
Total 1292 45% 188 465 2.78 844480
* - Number of employees in post at the beginning of the year
T 4.3.2 *Average is calculated by taking sick leave in column 2 divided by total employees in column 5
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T 4.3.3
COMMENT ON INJURY AND SICK LEAVE:
Delete Directive note once comment is completed – Comment on injury and sick leave indicated in
the above tables. Explain steps taken during the year to reduce injuries and follow-up action in relation
to injury and sick leave (e.g. are injuries examined by the municipality’s own doctor; are those taking
long or regular periods of sick leave monitored by municipality’s doctor; and are personal records
maintained of the number of instances of sick leave and amount of time taken each year?)
T 4.3.4
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Number and Period of Suspensions
Position Nature of Alleged
Misconduct
Date of
Suspension
Details of Disciplinary
Action taken or Status
of Case and Reasons
why not Finalised
Date Finalised
General
Assistant
Displayed a rude,
provocative, intimidatory
or aggressive behaviour
towards a fellow employee
and Supervisor
2015-04-10
Ten (10) days
suspension as sanction
2015-07-08
T 4.3.5
Disciplinary Action Taken on Cases of Financial Misconduct Position Nature of Alleged Misconduct and
Rand value of any loss to the municipality
Disciplinary action taken Date Finalised
None
T 4.3.6
COMMENT ON SUSPENSIONS AND CASES OF FINANCIAL MISCONDUCT:
Delete Directive note once comment is complete – Comment on suspension of more than 4 months
and on other matters as appropriate.
T 4.3.7
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4.4 PERFORMANCE REWARDS
Performance Rewards By Gender
Designations Beneficiary profile
Gender Total number
of employees
in group
Number of
beneficiaries
Expenditure on rewards:
2014/2015
Proportion of
beneficiaries
within group
R' 000 %
Lower skilled (Levels
1-2)
Female
Male
Skilled (Levels 3-5) Female
Male
Highly skilled
production (levels 6-8)
Female
Male
Highly skilled
supervision (levels 9-
12)
Female
Male
Senior management Female
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(Levels 13-15) Male
MM and S57 Female
Male
Total
Has the statutory municipal calculator been used as part of the evaluation process?
Note: MSA 2000 S51(d) requires that … ‘performance plans, on which rewards are based should be aligned with the
IDP’… (IDP objectives and targets are set out in Chapter 3) and that Service Delivery and Budget Implementation Plans
(developed under MFMA S69 and Circular 13) should be consistent with the higher level IDP targets and must be
incorporated appropriately in personal performance agreements as the basis of performance rewards. Those with disability
are shown in brackets '(x)' in the 'Number of beneficiaries' column as well as in the numbers at the right hand side of the
column (as illustrated above). T 4.4.1
COMMENT ON PERFORMANCE REWARDS:
Delete Directive note once comment is completed – Comment as appropriate.
T 4.4.1.1
COMPONENT C: CAPACITATING THE MUNICIPAL WORKFORCE
INTRODUCTION TO WORKFORCE CAPACITY DEVELOPMENT
Note: MSA 2000 S68 (1) requires municipalities to develop their human resource capacity to a level
that enables them to perform their functions and exercise their powers in an economical, effective,
efficient and accountable way.
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Delete Directive note once comment is completed – Discuss the way ahead and the improvements
made and the challenges faced for capacity development in your municipality.
T 4.5.0
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4.5 SKILLS DEVELOPMENT AND TRAINING
Skills Matrix Management level Gender Employees
in post as at 30 June
2016
Number of skilled employees required and actual as at 30 June 2015
Learnerships Skills programmes & other short courses
Other forms of training Total
No.
Actual: End
2014/ 2015
Actual: End
2015/ 2016
2015/ 2016
Target
Actual: End
2014/ 2015
Actual: End
2015/ 2016
2015/ 2016
Target
Actual: End 2014 /2015
Actual: End
2015/ 2016
2015/ 2016
Target
Actual: End
2014/ 2015
Actual: End 2015/ 2016
2015/2016 Target
MM and s57 Female 0 0 0 0 0 0 0 0 0 0 0 0 0
Male 0 0 0 0 0 0 0 0 0 0 0 0 0
Councillors, senior officials and managers
Female 0 0 0 0 0 0 0 0 0 0 0 0 0
Male 0 0 0 0 0 0 0 0 0 0 0 0 0
Technicians and associate professionals*
Female 0 0 0 0 0 0 0 0 0 0 0 0 0
Male 0 0 0 0 0 0 0 0 0 0 0 0 0
Professionals Female 0 0 0 0 0 0 0 0 0 0 0 0 0
Male 0 0 0 0 0 0 0 0 0 0 0 0 0
Sub total Female 0 0 0 0 0 0 0 0 0 0 0 0 0
Male 0 0 0 0 0 0 0 0 0 0 0 0 0
Total 0 0 0 0 0 0 0 0 0 0 0 0 0
*Registered with professional Associate Body e.g. CA (SA) T 4.5.1
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Financial Competency Development: Progress Report* Description A.
Total number of officials employed by municipality (Regulation 14(4)(a) and (c))
B. Total number of officials employed by municipal entities (Regulation 14(4)(a) and (c)
Consolidated: Total of A and B
Consolidated: Competency assessments completed for A and B (Regulation 14(4)(b) and (d))
Consolidated: Total number of officials whose performance agreements comply with Regulation 16 (Regulation 14(4)(f))
Consolidated: Total number of officials that meet prescribed competency levels (Regulation 14(4)(e))
Financial Officials
Accounting officer 1 0 1 0 0 0
Chief financial officer 1 0 1 0 0 0
Senior managers 4 0 4 0 0 0
Any other financial officials
16 0 16 0 0 0
Supply Chain Management Officials
Heads of supply chain management units
1 0 1 0 0 0
Supply chain management senior managers
0 0 0 0 0 0
TOTAL 23 0 23 0 0 0
* This is a statutory report under the National Treasury: Local Government: MFMA Competency Regulations (June 2007) T 4.5.2
Skills Development Expenditure
R'000
Management level
Gender
Employees as at 1
July 2015
Original Budget and Actual Expenditure on skills development : 2015/2016
Learnerships Skills programmes &
other short courses
Other forms of training
Total
No. Original Budget
Actual Original Budget
Actual Original Budget
Actual Original Budget
Actual
MM and S57 Female 1 16000 16000 5000 0 0 0 21000 16000
Male 4 32000 32000 0 0 0 0 32000 32000
Legislators, senior
officials and managers
Female 18 96000 80000 75000 3000 0 0 171000 83000
Male 33 160000 48000 150000 15000 0 0 310000 63000
Professionals Female 6 32000 0 20000 0 0 0 52000
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Male 12 48000 16000 50000 30000 0 0 98000 46000
Technicians and associate professionals
Female 3 16000 0 10000 5000 0 26000 5000
Male 36 48000 0 60000 10000 550000 10000 658000 20000
Clerks Female 45 176000 0 70000 100000 0 0 246000 100000
Male 26 320000 0 75000 40000 0 0 395000 40000
Service and sales workers
Female 15 16000 16000 50000 35000 0 0 66000 51000
Male 41 160000 32000 110000 40000 0 0 270000 72000
Plant and machine
operators and assemblers
Female 0 0 0 0 0 0 0
Male 43 0 0 50000 45000 0 0 50000 45000
Elementary occupations
Female 37 0 0 90000 10000 0 0 90000 10000
Male 226 0 0 110000 75000 0 0 110000 75000
Sub total Female 88 352000 112000 230000 143000 0 0 582000 255000
Male 152 768000 128000 445000 135000 550000 10000 1763000 273000
Total 240 1120000 240000 675000 278000 550000 10000 2345000 528000
*% and *R value of municipal salaries (original budget) allocated for workplace skills plan. %* *R
T4.5.3
COMMENT ON SKILLS DEVELOPMENT AND RELATED EXPENDITURE AND ON THE FINANCIAL
COMPETENCY REGULATIONS:
Delete Directive note once comment is completed – Comment on the adequacy of training plans
and the effectiveness of implementation at your municipality. Explain variances between actual and
budgeted expenditure. Also comment on the adequacy of funding (e.g. is it intended to increase or
decrease this level of spending in future years and how is the value of the training activity assessed?)
Refer to MFMA Competency Regulations, the range of officials to which it relates and the deadline of
2013 by which it will become fully effective. Discuss the progress made on implementation at your
municipality as reflected in T4.5.4 above.
T 4.5.4
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COMPONENT D: MANAGING THE WORKFORCE EXPENDITURE
INTRODUCTION TO WORKFORCE EXPENDITURE
Delete Directive note once comment is completed – Explain the importance of managing workforce
expenditure, the pressures to overspend and how spending is controlled (e.g. within approved
establishment and against budget and anticipated vacancy rates arising from turnover). Also explain
how municipality seeks to obtain value for money from work force expenditure.
T 4.6.0
4.6 EMPLOYEE EXPENDITURE
19,000
20,000
21,000
22,000
23,000
24,000
25,000
26,000
Year -3 Year -2 Year -1 Year 0
Workforce Expenditure Trends (R' 000)
Source: MBRR SA22 T 4.6.1
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COMMENT ON WORKFORCE EXPENDITURE:
Delete Directive note once comment is completed – Explain the spending pattern in the context of
the actual and two previous years plus the budget year. Refer to implications for workforce ratio in
Chapter 5. Comment on factors influencing workforce expenditure during the year.
T 4.6.1.1
Number Of Employees Whose Salaries Were Increased Due To Their Positions Being Upgraded
Beneficiaries Gender Total
Lower skilled (Levels 1-2) Female 0
Male 0
Skilled (Levels 3-5) Female 0
Male 0
Highly skilled production
(Levels 6-8)
Female 0
Male 0
Highly skilled supervision (Levels9-12) Female 0
Male 0
Senior management (Levels13-16) Female 0
Male 0
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MM and S 57 Female 0
Male 0
Total 0
Those with disability are shown in brackets '(x)' in the 'Number of beneficiaries' column as well as in the numbers at the right hand
side of the column (as illustrated above).
T 4.6.2
Employees Whose Salary Levels Exceed The Grade Determined By Job Evaluation
Occupation Number of employees Job evaluation level Remuneration level Reason for deviation
T 4.6.3
Employees appointed to posts not approved
Department Level Date of
appointment No. appointed
Reason for appointment when no established post exist
T 4.6.4
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COMMENT ON UPGRADED POSTS AND THOSE THAT ARE AT VARIANCE WITH NORMAL
PRACTICE:
Delete Directive note once comment is completed – Comment on T4.6.2 as appropriate and give
further explanations as necessary with respect to T4.6.3 and T4.6.4.
T 4.6.5
DISCLOSURES OF FINANCIAL INTERESTS
Delete Directive note once comment is completed – Refer to disclosures made by officials and
councillors concerning their financial interests as required by PM Regulations 805 of 2006 are set out
in Appendix J. Make other comments as appropriate.
T 4.6.6
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CHAPTER 5 – FINANCIAL PERFORMANCE
INTRODUCTION
Chapter 5 contains information regarding financial performance and highlights specific
accomplishments. The chapter comprises of three components:
Component A: Statement of Financial Performance
Component B: Spending Against Capital Budget
Component C: Other Financial Matters
Delete Directive note once comment is completed - Please explain how your municipality sought to
contain inflationary pressures during the financial year. Take the 5 most expensive consultancy
arrangements in year 0 and explain the costs, the reasons for the engagements and the results.
Include such other introductory remarks as you wish.
T 5.0.1
COMPONENT A: STATEMENTS OF FINANCIAL PERFORMANCE
INTRODUCTION TO FINANCIAL STATEMENTS
Note: Statements of Revenue Collection Performance by vote and by source are included at
Appendix K.
Delete Directive note once comment is completed - This component provides an overview of the
financial performance of the municipality and focuses on the financial health of the municipality.
T 5.1.0
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5.1 STATEMENTS OF FINANCIAL PERFORMANCE
Description
R thousands
Original
Budget
Budget
Adjustments
(i.t.o. s28 and
s31 of the
MFMA)
Final
adjustments
budget
Shifting of
funds
(i.t.o. s31 of the
MFMA)
Virement
(i.t.o. Council
approv ed
policy )
Final Budget Actual
Outcome
Unauthorised
expenditure
Variance Actual
Outcome as %
of Final
Budget
Actual
Outcome as %
of Original
Budget
Reported
unauthorised
expenditure
Expenditure
authorised in
terms of
section 32 of
MFMA
Balance to be
recovered
Restated
Audited
Outcome
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Financial Performance
Property rates – –
Serv ice charges – –
Inv estment rev enue – –
Transfers recognised - operational – –
Other ow n rev enue – –
Total Revenue (excluding capital transfers and
contributions)
Employ ee costs – –
Remuneration of councillors – –
Debt impairment – –
Depreciation & asset impairment – –
Finance charges – –
Materials and bulk purchases – –
Transfers and grants – –
Other ex penditure – –
Total Expenditure
Surplus/(Deficit)
Transfers recognised - capital – –
Contributions recognised - capital & contributed assets – –
Surplus/(Deficit) after capital transfers & contributions
Share of surplus/ (deficit) of associate – –
Surplus/(Deficit) for the year
Capital expenditure & funds sources
Capital expenditure
Transfers recognised - capital – –
Public contributions & donations – –
Borrow ing – –
Internally generated funds – –
Total sources of capital funds
Cash flows
Net cash from (used) operating – –
Net cash from (used) inv esting – –
Net cash from (used) financing – –
Cash/cash equivalents at the year end
Year 0 Year -1
T 5.1.1
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272
Year -1
ActualOriginal
Budget
Adjustments
BudgetActual
Original
Budget
Adjustment
s Budget
Operating Cost
Water 26,485 23,572 28,075 23,042 -2.30% -21.84%
Waste Water (Sanitation) 8,541 8,285 9,054 8,456 2.02% -7.07%
Electricity 12,355 10,254 12,478 13,219 22.43% 5.61%
Waste Management 14,232 13,235 13,662 12,097 -9.41% -12.94%
Housing 6,542 5,496 5,954 6,346 13.40% 6.19%
Component A: sub-total 68,155 60,842 69,222 63,161 3.67% -9.60%
Waste Water (Stormwater Drainage) 5,643 5,530 5,925 5,304 -4.26% -11.70%
Roads 5,643 5,530 5,925 5,304 -4.26% -11.70%
Transport 5,322 4,470 5,747 4,630 3.45% -24.14%
Component B: sub-total 16,607 8,455 8,624 9,554 11.50% 9.73%
Planning 1,254 1,003 1,191 1,354 25.93% 12.04%
Local Economic Development 2,516 2,063 2,264 2,340 11.83% 3.23%
Component B: sub-total 3,769 3,066 3,455 3,693 17.00% 6.46%
Planning (Strategic & Regulatary) 12,546 10,413 11,793 11,542 9.78% -2.17%
Local Economic Development 2,355 2,190 2,425 2,402 8.82% -0.98%
Component C: sub-total 14,900 12,603 14,218 13,944 9.62% -1.97%
Community & Social Services 4,565 3,698 4,337 4,291 13.83% -1.06%
Enviromental Proctection 5,649 4,971 6,157 4,971 0.00% -23.86%
Health 5,649 4,971 6,157 4,971 0.00% -23.86%
Security and Safety 5,649 4,971 6,157 4,971 0.00% -23.86%
Sport and Recreation 5,649 4,971 6,157 4,971 0.00% -23.86%
Corporate Policy Offices and Other 5,649 4,971 6,157 4,971 0.00% -23.86%
Component D: sub-total 32,808 28,552 35,122 29,145 2.04% -20.51%
Total Expenditure 136,240 113,518 130,642 119,497 5.00% -9.33%
T 5.1.2
In this table operational income is offset agaist operational expenditure leaving a net operational expenditure total for each service as
shown in the individual net service expenditure tables in chapter 3. Variances are calculated by dividing the difference between
actual and original/adjustments budget by the actual.
Year 0 Year 0 Variance
Financial Performance of Operational Services
R '000
Description
COMMENT ON FINANCIAL PERFORMANCE:
Delete Directive note once comment is completed – Comment on variances above 10%.
T5.1.3
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273
5.2 GRANTS
Year -1
Actual Budget Adjustments
Budget
Actual Original
Budget
(%)
Adjustments
Budget
(%)
Operating Transfers and Grants
National Government: 33,977 – – 24,756
Equitable share 21,565 17,303
Municipal Systems Improvement 4,524 2,182
Department of Water Affairs 6,665 4,283
Levy replacement 1,222 988
Other transfers/grants [insert description]
Provincial Government: 18,925 – – 5,994
Health subsidy 8,645 3,786
Housing 4,865 1,502
Ambulance subsidy 846 219
Sports and Recreation 4,568 489
Other transfers/grants [insert description]
District Municipality: – – – –
[insert description]
Other grant providers: – – – –
[insert description]
Total Operating Transfers and Grants 52,902 – – 30,751
T 5.2.1
Variances are calculated by dividing the difference between actual and original/adjustments budget by the actual.
Full list of provincial and national grants available from published gazettes.
Description
R' 000
Grant Performance
Year 0 Year 0 Variance
COMMENT ON OPERATING TRANSFERS AND GRANTS:
Note: For Municipal Infrastructure Grant (MIG) see T5.8.3. For other conditional transfers including
Neighborhood Development Partnership Grant (NDPG); Public Transport Infrastructure and Systems
Grant (PITS) see Appendix L.
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Delete Directive note once comment is completed – Comment on the variances in the above table
and other and indicate high value projects & total the remaining project.
T 5.2.2
Details of Donor Actual
Grant
Year -1
Actual
Grant
Year 0
Year 0
Municipal
Contribution
Date Grant
terminates
Date
Municipal
contribution
terminates
Nature and benefit from the grant
received, include description of any
contributions in kind
A - "Project 1"
A - "Project 2"
B - "Project 1"
B - "Project 2"
A - "Project 1"
A - "Project 2"
B - "Project 1"
B - "Project 2"
A - "Project 1"
A - "Project 2"
B - "Project 1"
B - "Project 2"
T 5.2.3
Grants Received From Sources Other Than Division of Revenue Act (DoRA)
Parastatals
Foreign Governments/Development Aid Agencies
Private Sector / Organisations
Provide a comprehensive response to this schedule
COMMENT ON CONDITIONAL GRANTS AND GRANT RECEIVED FROM OTHER SOURCES:
Delete Directive note once comment is completed – Use this box to provide additional information
on grant benefits or conditions and reason for acceptance. Please also provide comments on grant
surrendered to the National Revenue Fund with reasons that led to this.
T 5.2.4
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5.3 ASSET MANAGEMENT
INTRODUCTION TO ASSET MANAGEMENT
Delete Directive note once comment is completed - Provide a brief overview on Asset Management
as practiced within your organisation and outline the key elements of your Asset Management Policy.
Explain how asset management is organised, the staff involved and the key delegations. Describe key
issues under development. Indicate the approach to capacity development for this activity. Refer to
the illustrations of asset management approach in relation to the new assets set out below.
T 5.3.1
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Name
Description
Asset Type
Key Staff Involved
Staff Responsibilities
Year -3 Year -2 Year -1 Year 0
Capital Implications
Future Purpose of Asset
Describe Key Issues
Policies in Place to Manage Asset
Name
Description
Asset Type
Key Staff Involved
Staff Responsibilities
Year -3 Year -2 Year -1 Year 0
Capital Implications
Future Purpose of Asset
Describe Key Issues
Policies in Place to Manage Asset
Name
Description
Asset Type
Key Staff Involved
Staff Responsibilities
Year -3 Year -2 Year -1 Year 0
Capital Implications
Future Purpose of Asset
Describe Key Issues
Policies in Place to Manage Asset
T 5.3.2
TREATMENT OF THE THREE LARGEST ASSETS ACQUIRED YEAR 0
Asset 1
Asset Value
Asset 2
Asset Value
Asset 3
Asset Value
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COMMENT ON ASSET MANAGEMENT:
Delete Directive note once comment is completed – With reference to the three projects approved
in the year, set out above, describe how these projects were evaluated from a cost and revenue
perspective, including Municipal tax and tariff implications (See MFMA section 19 (2) (a) & (b) and
MSA section 74 (2) (d), (e) & (i)). Ensure that these projects are maintained on files that are readily
accessible for audit inspection. Financial data regarding asset management may be sourced from
MBRR Table A9
T 5.3.3
Original Budget Adjustment Budget Actual Budget variance
Repairs and Maintenance Expenditure 125 129 128 -2%
T 5.3.4
Repair and Maintenance Expenditure: Year 0
R' 000
COMMENT ON REPAIR AND MAINTENANCE EXPENDITURE:
Delete Directive note once comment is completed – Comment on adequacy of Repair &
Maintenance Expenditure and variances show in T5.3.4 above and on the implications of the
proportion of operating budget spend on repairs and maintenance over the past four years set out
below. Note that the repairs and maintenance expenditure in T5.3.4 must reconcile with the
operational repairs and maintenance expenditure for all services set out in Chapter 3.
T 5.3.4.1
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5.4 FINANCIAL RATIOS BASED ON KEY PERFORMANCE INDICATORS
0.9 0.9
1.1
0.9
0.8
0.9
0.9
1.0
1.0
1.1
1.1
Year -3 Year -2 Year -1 Current: Year 0
Liquidity Ratio
Liquidity Ratio – Measures the municipality’s ability to pay its bills and is calculated by dividing the monetary assets (due within one year ) by the municipality’s current liabilities. A higher ratio is better.
Data used from MBRR SA8
T 5.4.1
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1.5
1.9
1.4
0.8
–
0.2
0.4
0.6
0.8
1.0
1.2
1.4
1.6
1.8
2.0
Year -3 Year -2 Year -1 Current: Year 0
Cost Coverage
iii. Cost coverage
Cost Coverage– It explains how many months expenditure can be coveredby the cash and other liquid assets available to the Municipality excluding utilisation of grants and is calculated
Data used from MBRR SA8
T 5.4.2
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64.0%
62.0%
68.0%
60.5%
56.0%
58.0%
60.0%
62.0%
64.0%
66.0%
68.0%
70.0%
Year -3 Year -2 Year -1 Current: Year 0
Total Outstanding Service Debtors
ii.O/S Service Debtors to Revenue
Total Outstanding Service Debtors – Measures how much money is still owed by the community for water, electricity, waste removal and sanitation compared to how much money has been paid for these services. It is calculated by dividing the total outstanding debtors by the total annual revenue. A lower score is better.
Data used from MBRR SA8
T 5.4.3
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2.1
1.3
1.5
1.2
–
0.5
1.0
1.5
2.0
2.5
Year -3 Year -2 Year -1 Current: Year 0
Debt Coverage
i. Debt coverage
Debt Coverage– The number of times debt payments can be accomodated within Operating revenue (excluding grants) . This in turn represents the ease with which debt payments can be accomodated by the municipality
Data used from MBRR SA8
T 5.4.4
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96.0%
88.0%
75.0% 77.0%
0.0%
20.0%
40.0%
60.0%
80.0%
100.0%
120.0%
Year -3 Year -2 Year -1 Current: Year 0
Creditors System Efficiency
Creditors System Efficiency
Creditor System Efficiency – The proportion of creditors paid within terms (i.e. 30 days). This ratio is calculated by outstanding trade creditors divided bycredit purchases
Data used from MBRR SA8
T 5.4.5
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52.0% 54.0% 56.0%
100.0%
0.0%
20.0%
40.0%
60.0%
80.0%
100.0%
120.0%
Year -3 Year -2 Year -1 Current: Year 0
Capital Charges to Operating Expenditure
Capital Charges to Operating Expenditure
Capital Charges to Operating Expenditure ratio is calculated by dividing the sum of capital interest and principle paid by the total operating expenditure.
Data used from MBRR SA8
T 5.4.6
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64.0%
92.0% 93.0%
50.0%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
90.0%
100.0%
Year -3 Year -2 Year -1 Current: Year 0
Employee Costs
Employee costs
Employee cost – Measures what portion of the revenue was spent on paying employee costs. It is calculated by dividing the total employee cost by the difference between total revenue and capital revenue.
Data used from MBRR SA8
T 5.4.7
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87.0%
54.0%
68.0%
63.0%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
90.0%
100.0%
Year -3 Year -2 Year -1 Current: Year 0
Repairs & Maintenance
Repairs & Maintenance
Repairs and Maintenance – This represents the propotion of operating expenditure spent and is calculated by dividing the total repairs and maintenace.
Data used from MBRR SA8
T 5.4.8
COMMENT ON FINANCIAL RATIOS:
Delete Directive note once comment is completed - Comment on the financial health of the
municipality / municipal entities revealed by the financial ratios set out above. These ratios are derived
from table SA8 of the MBRR.
T 5.4.9
COMPONENT B: SPENDING AGAINST CAPITAL BUDGET
INTRODUCTION TO SPENDING AGAINST CAPITAL BUDGET
Delete Directive note once comment is completed – Capital expenditure relates mainly to
construction projects that will have value lasting over many years. Capital expenditure is funded from
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grants, borrowings and operating expenditures and surpluses. Component B deals with capital
spending indicating where the funding comes from and whether Municipalities are able to spend the
available funding as planned. In this component it is important to indicate the different sources of
funding as well as how these funds are spend. Highlight the 5 largest projects (see T5.7.1) and
indicate what portion of the capital budget they use. In the introduction briefly refer to these key
aspects of capital expenditure (usually relating to new works and renewal projects) and to Appendices
M (relating to the new works and renewal programmes), N (relating to the full programme of full capital
projects, and O (relating to the alignment of projects to wards).
T 5.5.0
5.5 CAPITAL EXPENDITURE
12.03%
87.97%
–
200
400
600
800
1,000
1,200
R m
illio
n
Capital Expenditure: Year 0
Capital Expenditure
Operating Expenditure
T 5.5.1
5.6 SOURCES OF FINANCE
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Year -1
Actual Original
Budget (OB)
Adjustment
Budget
Actual Adjustment to
OB Variance
(%)
Actual to OB
Variance (%)
Source of finance
External loans 3542 5500 5520 5511 0.36% 0.20%
Public contributions and donations 248 300 390 421 30.00% 40.33%
Grants and subsidies 3451 3700 3700 3856 0.00% 4.22%
Other 2451 4500 4600 4565 2.22% 1.44%
Total 9692 14000 14210 14353 32.59% 46.19%
Percentage of finance
External loans 36.5% 39.3% 38.8% 38.4% 1.1% 0.4%
Public contributions and donations 2.6% 2.1% 2.7% 2.9% 92.1% 87.3%
Grants and subsidies 35.6% 26.4% 26.0% 26.9% 0.0% 9.1%
Other 25.3% 32.1% 32.4% 31.8% 6.8% 3.1%
Capital expenditure
Water and sanitation 1845 4300 4250 4256 -1.16% -1.02%
Electricity 1562 2400 2480 2453 3.33% 2.21%
Housing 1243 2700 2800 2685 3.70% -0.56%
Roads and storm water 1352 1500 1400 1486 -6.67% -0.93%
Other 3690 3500 3450 3473 -1.43% -0.77%
Total 9692 14400 14380 14353 -2.22% -1.08%
Percentage of expenditure
Water and sanitation 19.0% 29.9% 29.6% 29.7% 52.4% 95.2%
Electricity 16.1% 16.7% 17.2% 17.1% -150.1% -205.4%
Housing 12.8% 18.8% 19.5% 18.7% -166.8% 51.7%
Roads and storm water 13.9% 10.4% 9.7% 10.4% 300.2% 86.8%
Other 38.1% 24.3% 24.0% 24.2% 64.3% 71.7%
T 5.6.1
Capital Expenditure - Funding Sources: Year -1 to Year 0
Year 0
Details
R' 000
COMMENT ON SOURCES OF FUNDING:
Delete Directive note once comment is completed – Explain any variations from the approved
budget of more than 10% and discuss the total capital expenditure as a viable proportion of total
expenditure.
T 5.6.1.1
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5.7 CAPITAL SPENDING ON 5 LARGEST PROJECTS
Original BudgetAdjustment
Budget
Actual
Expenditure
Original
Variance (%)
Adjustment
variance (%)
A - Name of Project 26,000 26,500 25,700 1% -2%
B - Name of Project 19,500 19,750 19,900 -2% -1%
C - Name of Project 15,700 15,700 15,500 1% 0%
D - Name of Project 12,000 11,800 11,700 3% 2%
E - Name of Project 11,500 11,000 11,250 2% 4%
Name of Project - A
Objective of Project
Delays
Future Challenges
Anticipated citizen benefits
Name of Project - B
Objective of Project
Delays
Future Challenges
Anticipated citizen benefits
Name of Project - C
Objective of Project
Delays
Future Challenges
Anticipated citizen benefits
Name of Project - D
Objective of Project
Delays
Future Challenges
Anticipated citizen benefits
Name of Project - E
Objective of Project
Delays
Future Challenges
Anticipated citizen benefits
T 5.7.1
Capital Expenditure of 5 largest projects*
Name of Project
Current: Year 0 Variance: Current Year 0
R' 000
* Projects with the highest capital expenditure in Year 0
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COMMENT ON CAPITAL PROJECTS:
Delete Directive note once comment is completed - Provide information in the template above on
the 5 largest projects, ranked according to their approved budget provision year 0. Comment on the
variance between the original and adjustment budgets and on availability of future Budget provision to
operate the projects and lessons learnt in the year about capital project implementation on time to
budget.
T 5.7.1.1
5.8 BASIC SERVICE AND INFRASTRUCTURE BACKLOGS – OVERVIEW
INTRODUCTION TO BASIC SERVICE AND INFRASTRUCTURE BACKLOGS
Delete Directive note once comment is completed – Explain that need and cost of backlogs are the
result of migration into an area; migration out of an area; the trend towards disaggregation of families
into more than one housing unit; and the cost of renewing and upgrading core infrastructure. Explain
how this balance effects net demand in your municipality and how your municipality is responding to
the challenges created.
T 5.8.1
No. HHs % HHs No. HHs % HHs
Water % %
Sanitation % %
Electricity % %
Waste management % %
Housing % %
T 5.8.2
% HHs are the service above/below minimum starndard as a proportion of total HHs. 'Housing' refrs to * formal and
** informal settlements.
Service Backlogs as at 30 June Year 0
Households (HHs)
*Service level above minimun standard **Service level below minimun standard
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Budget Adjust-
ments
Budget
Infrastructure - Road transport % %
Roads, Pavements & Bridges % %
Storm water % %
Infrastructure - Electricity % %
Generation % %
Transmission & Reticulation % %
Street Lighting % %
Infrastructure - Water % %
Dams & Reservoirs % %
Water purification % %
Reticulation % %
Infrastructure - Sanitation % %
Reticulation % %
Sewerage purification % %
Infrastructure - Other % %
Waste Management % %
Transportation % %
Gas % %
Other Specify: % %
% %
% %
% %
Total % %
T 5.8.3
R' 000
Municipal Infrastructure Grant (MIG)* Expenditure Year 0 on Service backlogs
Major conditions applied by donor (continue
below if necessary)
* MIG is a government grant program designed to fund a reduction in service backlogs, mainly: Water;
Sanitation; Roads; Electricity. Expenditure on new, upgraded and renewed infrastructure is set out at
Appendix M; note also the calculation of the variation. Variances are calculated by dividing the difference
between actual and original/adjustments budget by the actual.
Details
Budget Adjustments
Budget
Actual Variance
COMMENT ON BACKLOGS:
Delete Directive note once comment is completed - Comment on how MIG grants have been
utilised to redress the backlogs and on the variances in T 5.8.3. If appropriate, comment that
Appendix P contains details of schools and clinics that have been established that do not have ready
access to one or more basic services and Appendix Q contains details of those services provided by
other spheres of government (whether the municipality is involved on an agency basis or not) that
carry significant backlogs.
T 5.8.4
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COMPONENT C: CASH FLOW MANAGEMENT AND INVESTMENTS
INTRODUCTION TO CASH FLOW MANAGEMENT AND INVESTMENTS
Delete Directive note once comment is completed – Give a brief comment on the importance of
cash flow management. Refer to the scope of this activity as indicated in this component and what you
regard as the key management features of your municipality’s approach. Refer to any other cash flow
issues of current relevance to your municipality that are not adequately provided for in the format of
this component.
T 5.9
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5.9 CASH FLOW
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Year -1
Audited
Outcome
Original
Budget
Adjusted
BudgetActual
CASH FLOW FROM OPERATING ACTIVITIES
Receipts
Ratepayers and other
Government - operating
Government - capital
Interest
Dividends
Payments
Suppliers and employees
Finance charges
Transfers and Grants
NET CASH FROM/(USED) OPERATING ACTIVITIES – – – –
CASH FLOWS FROM INVESTING ACTIVITIES
Receipts
Proceeds on disposal of PPE
Decrease (Increase) in non-current debtors
Decrease (increase) other non-current receivables
Decrease (increase) in non-current investments
Payments
Capital assets
NET CASH FROM/(USED) INVESTING ACTIVITIES – – – –
CASH FLOWS FROM FINANCING ACTIVITIES
Receipts
Short term loans
Borrowing long term/refinancing
Increase (decrease) in consumer deposits
Payments
Repayment of borrowing
NET CASH FROM/(USED) FINANCING ACTIVITIES – – – –
NET INCREASE/ (DECREASE) IN CASH HELD – – – –
Cash/cash equivalents at the year begin: –
Cash/cash equivalents at the year end: – – – Source: MBRR A7 T 5.9.1
Current: Year 0
Cash Flow Outcomes
R'000
Description
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COMMENT ON CASH FLOW OUTCOMES:
Delete Directive note once comment is completed - Supply a brief summary about the cash flow
status of the municipality. Explain variances from Original and Adjustment Budget to Actual. Include
information on operating activities and what effect they had on cash flow and on cash backing of
surpluses. Information regarding cash flow may be sourced from Table A7 of the MBRR.
T 5.9.1.1
5.10 BORROWING AND INVESTMENTS
INTRODUCTION TO BORROWING AND INVESTMENTS
Delete Directive note once comment is completed – Explain briefly the relevance of borrowing and
investments to you municipality with reference to the tables below and your municipality’s
requirements in the year. Information may be sourced from table SA3 AND SA15 in the MBRR.
T 5.10.1
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Instrument Year -2 Year -1 Year 0
Municipality 300 382 355
Long-Term Loans (annuity/reducing balance) 200 250 270
Long-Term Loans (non-annuity)
Local registered stock
Instalment Credit
Financial Leases
PPP liabilities
Finance Granted By Cap Equipment Supplier
Marketable Bonds
Non-Marketable Bonds
Bankers Acceptances
Financial derivatives
Other Securities
Municipality Total 500 632 625
Municipal Entities
Long-Term Loans (annuity/reducing balance)
Long-Term Loans (non-annuity)
Local registered stock
Instalment Credit
Financial Leases
PPP liabilities
Finance Granted By Cap Equipment Supplier
Marketable Bonds
Non-Marketable Bonds
Bankers Acceptances
Financial derivatives
Other Securities
Entities Total 0 0 0
T 5.10.2
Actual Borrowings: Year -2 to Year 0
R' 000
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0
50
100
150
200
250
300
350
400
Year -2 Year -1 Year 0
R m
illio
n
Actual Borrowings
Municipality
Municipal Entities
T 5.10.3
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Year -2 Year -1 Year 0
Actual Actual Actual
Municipality
Securities - National Government
Listed Corporate Bonds
Deposits - Bank
Deposits - Public Investment Commissioners
Deposits - Corporation for Public Deposits
Bankers Acceptance Certificates
Negotiable Certificates of Deposit - Banks
Guaranteed Endowment Policies (sinking)
Repurchase Agreements - Banks
Municipal Bonds
Other
Municipality sub-total 0 0 0
Municipal Entities
Securities - National Government
Listed Corporate Bonds
Deposits - Bank
Deposits - Public Investment Commissioners
Deposits - Corporation for Public Deposits
Bankers Acceptance Certificates
Negotiable Certificates of Deposit - Banks
Guaranteed Endowment Policies (sinking)
Repurchase Agreements - Banks
Other
Entities sub-total 0 0 0
Consolidated total: 0 0 0
T 5.10.4
Municipal and Entity Investments
Investment* type
R' 000
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COMMENT ON BORROWING AND INVESTMENTS:
Delete Directive note once comment is completed – Make clarifying comments on the above tables
as necessary. All investments whether in the form of loans (in cash or kind) made by the municipality
but not to one or more of the organisations set out above and all grants (in cash or kind) made to any
form of organisation must be set out in full at Appendix R.
T 5.10.5
5.11 PUBLIC PRIVATE PARTNERSHIPS
PUBLIC PRIVATE PARTNERSHIPS
The Municipality did not have any public private partnerships for the year under review.
T 5.11.1
COMPONENT D: OTHER FINANCIAL MATTERS
5.12 SUPPLY CHAIN MANAGEMENT
SUPPLY CHAIN MANAGEMENT
Delete Directive note once comment is completed - Provide a brief narrative that describes the
progress made by your municipality in developing and implementing policies and practices in
compliance with the guidelines set out in SCM Regulations 2005. State the number of Supply Chain
officials that have reached the prescribed levels required for their positions (See MFMA Competency
Regulation Guidelines) and state the number of prescribed officials that are yet to reach the necessary
competency levels; and set out any remarks made in the previous Auditor-General’s report or the
report for year 0 concerning the quality of Supply Chain Management and detail the remedial action
taken. Note comments made in Chapter 2, under section 2.8.
T 5.12.1
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5.13 GRAP COMPLIANCE
GRAP COMPLIANCE
GRAP is the acronym for Generally Recognized Accounting Practice and it provides the rules by which
municipalities are required to maintain their financial accounts. Successful GRAP compliance will
ensure that municipal accounts are comparable and more informative for the municipality. It will also
ensure that the municipality is more accountable to its citizens and other stakeholders. Information on
GRAP compliance is needed to enable National Treasury to assess the pace of progress and consider
the implications.
Delete Directive note once comment is completed – Follow the above with information on progress
with GRAP compliance at your municipality. Detail any instances where the municipality has deviated
from the GRAP standards currently applicable.
T 5.13.1
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CHAPTER 6 – AUDITOR GENERAL AUDIT FINDINGS
INTRODUCTION
The Constitution S188 (1) (b) states that the functions of the Auditor General include the auditing and
reporting on the accounts, financial statements and financial management of all municipalities. MSA
section 45 states that the results of performance measurement must be audited annually by the
Auditor General. The Annual Financial Statements as set out in Volume II and the timescale for the
audit of these accounts and the audit of performance and the production of reports on these matters by
the Auditor General are out in this Chapter.
T 6.0.1
COMPONENT A: AUDITOR-GENERAL OPINION OF FINANCIAL STATEMENTS
2014/2015
6.1 AUDITOR GENERAL REPORT : 2014/2015 FINANCIAL YEAR
Auditor-General Report on Financial Performance: 2014/2015
Audit Report Status*: Unqualified
Non-Compliance Issues Remedial Action Taken
The audit recovery action plan is attached as Appendix T6.1
Note:*The report status is supplied by the Auditor General and ranges from unqualified (at best); to unqualified with other matters specified; qualified; adverse; and disclaimed (at worse)
T 6.1.1
Auditor-General Report on Service Delivery Performance: 2014/2015
Audit Report Status: Disclaimer
Non-Compliance Issues Remedial Action Taken
The audit recovery action plan is attached as Appendix T6.1
T 6.1.2
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COMPONENT B: AUDITOR-GENERAL OPINION : 2015/2016
6.2 AUDITOR GENERAL REPORT : 2015/2016 FINANCIAL YEAR
Auditor-General Report on Financial Performance 2015/2016
Status of audit report: Unqualified
Non-Compliance Issues Remedial Action Taken
The audit recovery action plan is attached as Appendix T6.2
Note:* The report's status is supplied by the Auditor General and ranges from unqualified (at best); to unqualified with other matters specified; qualified; adverse; and disclaimed (at worse). This table will be completed prior to the publication of the Annual report but following the receipt of the Auditor- General Report on Financial Performance Year 0.
T 6.2.1
Auditor-General Report on Service Delivery Performance: 2015/2016 Status of audit report**: Qualified
Non-Compliance Issues Remedial Action Taken
The audit recovery action plan is attached as Appendix T6.2
* This table will be completed prior to the publication of the Annual report but following the receipt of the Auditor- General Report on Service Delivery Performance Year 0
** Inclusion of "Status" depends on nature of AG's remarks on Performance Data.
T 6.2.2
AUDITOR GENERAL REPORT ON THE ANNUAL FINANCIAL STATEMENTS: 2015/2016
The 2015/2016 Annual Financial Statements for the year ended 30 June 2016 is attached under
Volume II to the Annual Report
T 6.2.3
COMMENTS ON AUDITOR GENERAL’S OPINION: 2015/2016
Delete Directive note once comment is completed - Provide comments from the Municipal Manager
/ CFO on the Auditor-General’s opinion. Include comments on year 0 if it provides useful context.
T 6.2.4
COMMENTS ON MFMA SECTION 71 RESPONSIBILITIES:
LEKWA LOCAL MUNICIPALITY : 2015/2016 ANNUAL REPORT : 1ST DRAFT | CHAPTER 6 – AUDITOR GENERAL AUDIT FINDINGS
302
Section 71 of the MFMA requires municipalities to return a series of financial performance data to the
National Treasury at specified intervals throughout the year. The Chief Financial Officer states that
these data sets have been returned according to the reporting requirements.
Signed (Chief Financial Officer)………………………………………………………..... Dated
T 6.2.5
LEKWA LOCAL MUNICIPALITY : 2015/2016 ANNUAL REPORT 1ST DRAFT | GLOSSARY 303
GLOSSARY
Accessibility
indicators
Explore whether the intended beneficiaries are able to access services
or outputs.
Accountability
documents
Documents used by executive authorities to give “full and regular”
reports on the matters under their control to Parliament and provincial
legislatures as prescribed by the Constitution. This includes plans,
budgets, in-year and Annual Reports.
Activities The processes or actions that use a range of inputs to produce the
desired outputs and ultimately outcomes. In essence, activities
describe "what we do".
Adequacy
indicators
The quantity of input or output relative to the need or demand.
Annual Report A report to be prepared and submitted annually based on the
regulations set out in Section 121 of the Municipal Finance
Management Act. Such a report must include annual financial
statements as submitted to and approved by the Auditor-General.
Approved Budget The annual financial statements of a municipality as audited by the
Auditor General and approved by council or a provincial or national
executive.
Baseline Current level of performance that a municipality aims to improve when
setting performance targets. The baseline relates to the level of
performance recorded in a year prior to the planning period.
Basic municipal
service
A municipal service that is necessary to ensure an acceptable and
reasonable quality of life to citizens within that particular area. If not
provided it may endanger the public health and safety or the
environment.
Budget year The financial year for which an annual budget is to be approved –
means a year ending on 30 June.
Cost indicators The overall cost or expenditure of producing a specified quantity of
outputs.
Distribution
indicators
The distribution of capacity to deliver services.
Financial
Statements
Includes at least a statement of financial position, statement of
financial performance, cash-flow statement, notes to these statements
and any other statements that may be prescribed.
General Key
performance
indicators
After consultation with MECs for local government, the Minister may
prescribe general key performance indicators that are appropriate and
applicable to local government generally.
LEKWA LOCAL MUNICIPALITY : 2015/2016 ANNUAL REPORT : 1ST DRAFT | GLOSSARY 304
Impact The results of achieving specific outcomes, such as reducing poverty
and creating jobs.
Inputs All the resources that contribute to the production and delivery of
outputs. Inputs are "what we use to do the work". They include
finances, personnel, equipment and buildings.
Integrated
Development Plan
(IDP)
Set out municipal goals and development plans.
National Key
performance areas
• Service delivery & infrastructure
• Economic development
• Municipal transformation and institutional development
• Financial viability and management
• Good governance and community participation
Outcomes The medium-term results for specific beneficiaries that are the
consequence of achieving specific outputs. Outcomes should relate
clearly to an institution's strategic goals and objectives set out in its
plans. Outcomes are "what we wish to achieve".
Outputs The final products, or goods and services produced for delivery.
Outputs may be defined as "what we produce or deliver". An output is
a concrete achievement (i.e. a product such as a passport, an action
such as a presentation or immunization, or a service such as
processing an application) that contributes to the achievement of a
Key Result Area.
Performance
Indicator
Indicators should be specified to measure performance in relation to
input, activities, outputs, outcomes and impacts. An indicator is a type
of information used to gauge the extent to
which an output has been achieved (policy developed, presentation
delivered, service rendered)
Performance
Information
Generic term for non-financial information about municipal services
and activities. Can also be used interchangeably with performance
measure.
Performance
Standards:
The minimum acceptable level of performance or the level of
performance that is generally accepted. Standards are informed by
LEKWA LOCAL MUNICIPALITY : 2015/2016 ANNUAL REPORT : 1ST DRAFT | GLOSSARY 305
legislative requirements and service-level agreements. Performance
standards are mutually agreed criteria to describe how well work must
be done in terms of quantity and/or quality and timeliness, to clarify the
outputs and related activities of a job by describing what the required
result should be. In this EPMDS performance standards are divided
into indicators and the time factor.
Performance
Targets:
The level of performance that municipalities and its employees strive
to achieve. Performance Targets relate to current baselines and
express a specific level of performance that a municipality aims to
achieve within a given time period.
Service Delivery
Budget
Implementation
Plan
Detailed plan approved by the mayor for implementing the
municipality’s delivery of services; including projections of the revenue
collected and operational and capital expenditure by vote for each
month. Service delivery targets and performance indicators must also
be included.
Vote: One of the main segments into which a budget of a municipality is
divided for appropriation of money for the different departments or
functional areas of the municipality. The Vote specifies the total
amount that is appropriated for the purpose of a specific department or
functional area.
Section 1 of the MFMA defines a “vote” as:
a) one of the main segments into which a budget of a municipality is
divided for the appropriation of money for the different departments or
functional areas of the municipality; and
b) which specifies the total amount that is appropriated for the
purposes of the department or functional area concerned
LEKWA LOCAL MUNICIPALITY ; 2015/2016 ANNUAL REPORT : 1ST DRAFT | APPENDICES 306
APPENDICES
APPENDIX A – COUNCILLORS; COMMITTEE ALLOCATION AND COUNCIL
ATTENDANCE
Full Time
/ Part
Time
FT/PT % %
T A
Councillors, Committees Allocated and Council Attendance
Committees Allocated *Ward and/ or Party RepresentedCouncil Members
Note: * Councillors appointed on a proportional basis do not have wards allocated to them
Percentage
Council
Meetings
Attendance
Percentage
Apologies
for non-
attendance
Concerning T A
Delete Directive note before publication: Provide comments on the above table.
T A.1
LEKWA LOCAL MUNICIPALITY ; 2015/2016 ANNUAL REPORT : 1ST DRAFT | APPENDICES 307
APPENDIX B – COMMITTEES AND COMMITTEE PURPOSES
Municipal Committees
T B
Committees (other than Mayoral / Executive Committee) and Purposes of Committees
Purpose of Committee
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APPENDIX C –THIRD TIER ADMINISTRATIVE STRUCTURE
Directorate Director/Manager (State title and name)
Use as a spill-over schedule if top 3 tiers cannot be
accomodated in chapter 2 (T2.2.2). T C
Third Tier Structure
LEKWA LOCAL MUNICIPALITY ; 2015/2016 ANNUAL REPORT : 1ST DRAFT | APPENDICES 309
APPENDIX D – FUNCTIONS OF MUNICIPALITY / ENTITY
MUNICIPAL FUNCTIONS Function Applicable to
Municipality (Yes / No)*
Function
Applicable to
Entity
(Yes / No)
Constitution Schedule 4, Part B functions:
Air pollution
Building regulations
Child care facilities
Electricity and gas reticulation
Firefighting services
Local tourism
Municipal airports
Municipal planning
Municipal health services
Municipal public transport
Municipal public works only in respect of the needs of municipalities in the
discharge of their responsibilities to administer functions specifically assigned to
them under this Constitution or any other law
Pontoons, ferries, jetties, piers and harbours, excluding the regulation of
international and national shipping and matters related thereto
Stormwater management systems in built-up areas
Trading regulations
Water and sanitation services limited to potable water supply systems and domestic
waste-water and sewage disposal systems
Beaches and amusement facilities
Billboards and the display of advertisements in public places
Cemeteries, funeral parlours and crematoria
Cleansing
Control of public nuisances
Control of undertakings that sell liquor to the public
Facilities for the accommodation, care and burial of animals
Fencing and fences
Licensing of dogs
Licensing and control of undertakings that sell food to the public
Local amenities
Local sport facilities
Markets
Municipal abattoirs
Municipal parks and recreation
Municipal roads
Noise pollution
Pounds
Public places
Refuse removal, refuse dumps and solid waste disposal
Street trading
Street lighting
Traffic and parking
T D
Municipal / Entity Functions
* If municipality: indicate (yes or No); * If entity: Provide name of entity
LEKWA LOCAL MUNICIPALITY ; 2015/2016 ANNUAL REPORT : 1ST DRAFT | APPENDICES 310
APPENDIX E – WARD REPORTING
Ward Name (Number) Name of Ward Councillor and
elected Ward committee
members
Committee
established
(Yes / No)
Number of monthly
Committee
meetings held
during the year
Number of monthly
reports submitted
to Speakers Office
on time
Number of
quarterly public
ward meetings
held during year
T E
Functionality of Ward Committees
LEKWA LOCAL MUNICIPALITY ; 2015/2016 ANNUAL REPORT : 1ST DRAFT | APPENDICES 311
APPENDIX F – WARD INFORMATION
R' 000
No. Project Name and detail Start Date End Date Total Value
Ward Title: Ward Name (Number)
Capital Projects: Seven Largest in Year 0 (Full List at Appendix O)
T F.1
Detail Water Sanitation Electricity Refuse Housing
Households with minimum service delivery
Households without minimum service delivery
Total Households*
Houses completed in year
Shortfall in Housing units
T F.2
Basic Service Provision
*Including informal settlements
No. Priority Name and Detail Progress During Year 0
Top Four Service Delivery Priorities for Ward (Highest Priority First)
T F.3
ELECTED WARD MEMBERS (STATING NUMBER OF MEETING ATTENDED – MAXIMUM 12
MEETINGS)
Names: xxx (8); xxx (7)…
T F.3
LEKWA LOCAL MUNICIPALITY ; 2015/2016 ANNUAL REPORT : 1ST DRAFT | APPENDICES 312
APPENDIX G – RECOMMENDATIONS OF THE MUNICIPAL AUDIT COMMITTEE
YEAR 0
Date of Committee Committee recommendations during Year 0 Recommendations adopted (enter Yes) If not adopted
(provide explanation)
T G
Municipal Audit Committee Recommendations
LEKWA LOCAL MUNICIPALITY ; 2015/2016 ANNUAL REPORT : 1ST DRAFT | APPENDICES 313
APPENDIX H – LONG TERM CONTRACTS AND PUBLIC PRIVATE
PARTNERSHIPS
Name of Service Provider (Entity or
Municipal Department)
Description of Services Rendered by the Service
Provider
Start Date of
Contract
Expiry date of
Contract
Project manager Contract Value
T H.1
Long Term Contracts (20 Largest Contracts Entered into during Year 0)
R' 000
R' 000
Name and Description of Project Name of Partner(s) Initiation Date Expiry date Project manager Value
2008/09
T H.2
Public Private Partnerships Entered into during Year 0
LEKWA LOCAL MUNICIPALITY : 2015/2016 ANNUAL REPORT : 1ST DRAFT | APPENDICES
APPENDIX I – MUNICIPAL ENTITY/ SERVICE PROVIDER PERFORMANCE SCHEDULE
Name of Entity & Purpose (a) Service Indicators Year 2
Target Actual Actual
*Previous Year *Previous Year *Current Year *Current Year *Current Year *Following Year
(i) (ii) (iii) (iv) (v) (vi) (vii) (viii) (ix) (x)
T I
Note: This statement should include no more than the top four priority indicators. * 'Previous Year' refers to the targets that were set in the Year -1 Budget/IDP round; *'Current Year' refers to the targets set in the Year 0 Budget/IDP round. *'Following Year' refers to the targets
set in the Year 1 Budget/IDP round. Note that all targets must be fundable within approved budget provision. In column (ii) set out the Service Indicator (In bold italics) then the Service Target underneath (not in bold - standard type face) to denote the difference.
(b) Service Targets
Municipal Entity/Service Provider Performance Schedule
Year 0 Year 1 Year 3
Target Target
LEKWA LOCAL MUNICIPALITY : 2015/2016 ANNUAL REPORT : 1ST DRAFT | APPENDICES
APPENDIX J – DISCLOSURES OF FINANCIAL INTERESTS
Position Name Description of Financial interests*
(Nil / Or details)
(Executive) Mayor
Member of MayCo /
Exco
Councillor
Municipal Manager
Chief Financial
Officer
Deputy MM and
(Executive)
Directors
Other S57 Officials
Period 1 July to 30 June of Year 0 (Current Year)
Disclosures of Financial Interests
* Financial intersests to be disclosed even if they incurred for only part of the year. See MBRR SA34A T J
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APPENDIX K: REVENUE COLLECTION PERFORMANCE BY VOTE AND BY
SOURCE
APPENDIX K (i): REVENUE COLLECTION PERFORMANCE BY VOTE
R' 000
Year -1
Actual Original
Budget
Adjusted
Budget
Actual Original
Budget
Adjustments
Budget
Example 1 - Vote 1
Example 2 - Vote 2
Example 3 - Vote 3
Example 4 - Vote 4
Example 5 - Vote 5
Example 6 - Vote 6
Example 7 - Vote 7
Example 8 - Vote 8
Example 9 - Vote 9
Example 10 - Vote 10
Example 11 - Vote 11
Example 12 - Vote 12
Example 13 - Vote 13
Example 14 - Vote 14
Example 15 - Vote 15
Total Revenue by Vote – – – – – –
T K.1
Revenue Collection Performance by Vote
Current: Year 0 Year 0 Variance
Vote Description
Variances are calculated by dividing the difference between actual and original/adjustments budget by the actual.
This table is aligned to MBRR table A3
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APPENDIX K (ii): REVENUE COLLECTION PERFORMANCE BY SOURCE
Year -1
Actual Original
Budget
Adjustments
Budget
Actual Original
Budget
Adjustments
Budget
Property rates 26,485 23,572 28,075 23,042 -2% -22%
Property rates - penalties & collection charges 8,541 8,285 9,054 8,456 2% -7%
Service Charges - electricity revenue 12,355 10,254 12,478 13,219 22% 6%
Service Charges - water revenue 14,232 13,235 13,662 12,097 -9% -13%
Service Charges - sanitation revenue 6,542 5,496 5,954 6,346 13% 6%
Service Charges - refuse revenue 1,865 1,622 1,865 1,510 -7% -23%
Service Charges - other 5,643 5,530 5,925 5,304 -4% -12%
Rentals of facilities and equipment 5,643 5,530 5,925 5,304 -4% -12%
Interest earned - external investments 5,322 4,470 5,747 4,630 3% -24%
Interest earned - outstanding debtors 8,455 8,455 8,624 9,554 12% 10%
Dividends received 1,254 1,003 1,191 1,354 26% 12%
Fines 2,516 2,063 2,264 2,340 12% 3%
Licences and permits 6,846 6,230 7,256 6,640 6% -9%
Agency services 12,546 10,413 11,793 11,542 10% -2%
Transfers recognised - operational 2,355 2,190 2,425 2,402 9% -1%
Other revenue 48,542 40,776 48,542 46,115 12% -5%
Gains on disposal of PPE 4,565 3,698 4,337 4,291 14% -1%
Enviromental Proctection 5,649 4,971 6,157 4,971 0% -24%
Total Revenue (excluding capital transfers
and contributions)
179,353 157,791 181,274 169,118 6.70% -7.19%
T K.2Variances are calculated by dividing the difference between actual and original/adjustments budget by the actual. This table is aligned to
MBRR table A4.
Revenue Collection Performance by Source
R '000
Description
Year 0 Year 0 Variance
LEKWA LOCAL MUNICIPALITY : 2015/2016 ANNUAL REPORT : 1ST DRAFT | APPENDICES 202
APPENDIX L: CONDITIONAL GRANTS RECEIVED: EXCLUDING MIG
Budget Adjustments
Budget
Neighbourhood Development
Partnership Grant
Public Transport Infrastructure
and Systems Grant
Other Specify:
Total
T L
* This includes Neighbourhood Development Partnership Grant, Public Transport Infrastructure and Systems
Grant and any other grant excluding Municipal Infrastructure Grant (MIG) which is dealt with in the main
report, see T 5.8.3. Variances are calculated by dividing the difference between actual and
original/adjustments budget by the actual. Obtain a list of grants from national and provincial government.
Conditional Grants: excluding MIG
R' 000
Details
Budget Adjustments
Budget
Actual Variance Major conditions applied by donor (continue below
if necessary)
COMMENT ON CONDITIONAL GRANTS EXCLUDING MIG:
Delete Directive note once comment is completed – Use this box to provide additional information
on grant benefits or conditions and reasons for acceptance.
T L.1
LEKWA LOCAL MUNICIPALITY : 2015/2016 ANNUAL REPORT : 1ST DRAFT | APPENDICES 203
APPENDIX M: CAPITAL EXPENDITURE – NEW & UPGRADE/RENEWAL
PROGRAMMES
APPENDIX M (i): CAPITAL EXPENDITURE - NEW ASSETS PROGRAMME
Year -1
ActualOriginal
Budget
Adjustment
Budget
Actual
ExpenditureFY + 1 FY + 2 FY + 3
Capital expenditure by Asset Class
Infrastructure - Total – – – – – –
Infrastructure: Road transport - Total – – – – – –
Roads, Pavements & Bridges
Storm water
Infrastructure: Electricity - Total – – – – – –
Generation
Transmission & Reticulation
Street Lighting
Infrastructure: Water - Total – – – – – –
Dams & Reservoirs
Water purification
Reticulation
Infrastructure: Sanitation - Total – – – – – –
Reticulation
Sewerage purification
Infrastructure: Other - Total – – – – – –
Waste Management
Transportation
Gas
Other
Community - Total – – – – – –
Parks & gardens
Sportsfields & stadia
Swimming pools
Community halls
Libraries
Recreational facilities
Fire, safety & emergency
Security and policing
Buses
Clinics
Museums & Art Galleries
Cemeteries
Social rental housing
Other
Table continued next page
Year 0 Planned Capital expenditure
Capital Expenditure - New Assets Programme*
Description
R '000
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Table continued from previous page
Year -1
ActualOriginal
Budget
Adjustment
Budget
Actual
ExpenditureFY + 1 FY + 2 FY + 3
Capital expenditure by Asset Class
Heritage assets - Total – – – – – –
Buildings
Other
Investment properties - Total – – – – – –
Housing development
Other
Other assets – – – – – –
General vehicles
Specialised vehicles
Plant & equipment
Computers - hardware/equipment
Furniture and other office equipment
Abattoirs
Markets
Civic Land and Buildings
Other Buildings
Other Land
Surplus Assets - (Investment or Inventory)
Other
Agricultural assets – – – – – –
List sub-class
Biological assets – – – – – –
List sub-class
Intangibles – – – – – –
Computers - software & programming
Other (list sub-class)
Total Capital Expenditure on new assets – – – – – –
Specialised vehicles – – – – – –
Refuse
Fire
Conservancy
Ambulances
T M.1* Note: Information for this table may be sourced from MBRR (2009: Table SA34a)
Capital Expenditure - New Assets Programme*
Year 0 Planned Capital expenditureDescription
R '000
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APPENDIX M (ii): CAPITAL EXPENDITURE – UPGRADE/RENEWAL
PROGRAMME
Year -1
ActualOriginal
Budget
Adjustment
Budget
Actual
ExpenditureFY + 1 FY + 2 FY + 3
Capital expenditure by Asset Class
Infrastructure - Total – – – – – –
Infrastructure: Road transport -Total – – – – – –
Roads, Pavements & Bridges
Storm water
Infrastructure: Electricity - Total – – – – – –
Generation
Transmission & Reticulation
Street Lighting
Infrastructure: Water - Total – – – – – –
Dams & Reservoirs
Water purification
Reticulation
Infrastructure: Sanitation - Total – – – – – –
Reticulation
Sewerage purification
Infrastructure: Other - Total – – – – – –
Waste Management
Transportation
Gas
Other
Community – – – – – –
Parks & gardens
Sportsfields & stadia
Swimming pools
Community halls
Libraries
Recreational facilities
Fire, safety & emergency
Security and policing
Buses
Clinics
Museums & Art Galleries
Cemeteries
Social rental housing
Other
Heritage assets – – – – – –
Buildings
Other
Table continued next page
Capital Expenditure - Upgrade/Renewal Programme*
Year 0 Planned Capital expenditure
Description
R '000
LEKWA LOCAL MUNICIPALITY : 2015/2016 ANNUAL REPORT : 1ST DRAFT | APPENDICES 206
Table continued from previous page
Year -1
ActualOriginal
Budget
Adjustment
Budget
Actual
ExpenditureFY + 1 FY + 2 FY + 3
Capital expenditure by Asset Class
Investment properties – – – – – –
Housing development
Other
Other assets – – – – – –
General vehicles
Specialised vehicles
Plant & equipment
Computers - hardware/equipment
Furniture and other office equipment
Abattoirs
Markets
Civic Land and Buildings
Other Buildings
Other Land
Surplus Assets - (Investment or Inventory)
Other
Agricultural assets – – – – – –
List sub-class
Biological assets – – – – – –
List sub-class
Intangibles – – – – – –
Computers - software & programming
Other (list sub-class)
Total Capital Expenditure on renewal of existing
assets – – – – – –
Specialised vehicles – – – – – –
Refuse
Fire
Conservancy
Ambulances
T M.2* Note: Information for this table may be sourced from MBRR (2009: Table SA34b)
Capital Expenditure - Upgrade/Renewal Programme*
Year 0 Planned Capital expenditure
Description
R '000
LEKWA LOCAL MUNICIPALITY : 2015/2016 ANNUAL REPORT : 1ST DRAFT | APPENDICES 207
APPENDIX N – CAPITAL PROGRAMME BY PROJECT YEAR 0
Capital Project Original
Budget
Adjustment
Budget
Actual Variance
(Act - Adj)
%
Variance
(Act - OB)
%
Water
"Project A" 82 85 92 8% 11%
"Project B" 82 85 92 8% 11%
"Project C" 85 90 95 5% 11%
Sanitation/Sewerage
"Project A" 82 85 92 8% 11%
"Project B" 85 90 95 5% 11%
Electricity
"Project A" 82 85 92 8% 11%
"Project B" 85 90 95 5% 11%
Housing
"Project A" 82 85 92 8% 11%
"Project B" 85 90 95 5% 11%
Refuse removal
"Project A" 82 85 92 8% 11%
"Project B" 85 90 95 5% 11%
Stormwater
"Project A" 82 85 92 8% 11%
"Project B" 85 90 95 5% 11%
Economic development
"Project A" 82 85 92 8% 11%
"Project B" 85 90 95 5% 11%
Sports, Arts & Culture
"Project A" 82 85 92 8% 11%
"Project B" 85 90 95 5% 11%
Environment
"Project A" 82 85 92 8% 11%
"Project B" 85 90 95 5% 11%
Health
"Project A" 82 85 92 8% 11%
"Project B" 85 90 95 5% 11%
Safety and Security
"Project A" 82 85 92 8% 11%
"Project B" 85 90 95 5% 11%
ICT and Other
"Project A" 82 85 92 8% 11%
"Project B" 85 90 95 5% 11%
Capital Programme by Project: Year 0
T N
R' 000
LEKWA LOCAL MUNICIPALITY : 2015/2016 ANNUAL REPORT : 1ST DRAFT | APPENDICES 208
APPENDIX O – CAPITAL PROGRAMME BY PROJECT BY WARD YEAR 0
Capital Project Ward(s) affected Works completed
(Yes/No)
Water
"Project A"
"Project B"
Sanitation/Sewerage
Electricity
Housing
Refuse removal
Stormwater
Economic development
Sports, Arts & Culture
Environment
Health
Safety and Security
ICT and Other
Capital Programme by Project by Ward: Year 0
T O
R' 000
LEKWA LOCAL MUNICIPALITY : 2015/2016 ANNUAL REPORT : 1ST DRAFT | APPENDICES 209
APPENDIX P – SERVICE CONNECTION BACKLOGS AT SCHOOLS AND
CLINICS
Establishments lacking basic services Water Sanitation Electricity Solid Waste
Collection
Schools (NAMES, LOCATIONS)
Clinics (NAMES, LOCATIONS)
T P
Service Backlogs: Schools and Clinics
Names and locations of schools and clinics lacking one or more services. Use 'x' to mark lack of service at appropriate
level for the number of people attending the school/clinic, allowing for the proper functioning of the establishment
concerned.
LEKWA LOCAL MUNICIPALITY : 2015/2016 ANNUAL REPORT : 1ST DRAFT | APPENDICES 210
APPENDIX Q – SERVICE BACKLOGS EXPERIENCED BY THE COMMUNITY
WHERE ANOTHER SPHERE OF GOVERNMENT IS RESPONSIBLE FOR
SERVICE PROVISION
Services and Locations Scale of backlogs Impact of backlogs
Clinics:
Housing:
Licencing and Testing Centre:
Reseviors
Schools (Primary and High):
Sports Fields:
T Q
Service Backlogs Experienced by the Commmunity where another Sphere of Government is the Service Provider
(where the municipality whether or not act on agency basis)
LEKWA LOCAL MUNICIPALITY : 2015/2016 ANNUAL REPORT : 1ST DRAFT | APPENDICES 211
APPENDIX R – DECLARATION OF LOANS AND GRANTS MADE BY THE
MUNICIPALITY
All Organisation or Person in receipt
of Loans */Grants* provided by the
municipality
Nature of project Conditions attached to
funding
Value
Year 0
R' 000
Total Amount
committed over
previous and
future years
T R
Declaration of Loans and Grants made by the municipality: Year 0
* Loans/Grants - whether in cash or in kind
LEKWA LOCAL MUNICIPALITY : 2015/2016 ANNUAL REPORT : 1ST DRAFT | APPENDICES 212
APPENDIX S – NATIONAL AND PROVINCIAL OUTCOMES FOR LOCAL
GOVERNMENT
Outcome/Output Progress to date Number or
Percentage
Achieved
Output: Improving access to basic services
Output: Implementation of the Community Work
Programme
Output: Deepen democracy through a refined Ward
Committee model
Output: Administrative and financial capability
National and Provincial Outcomes for Local Government
* Note: Some of the outputs detailed on this table may have been reported elsewhere in the Annual Report. Kindly ensure that this information
consistent.
T S
LEKWA LOCAL MUNICIPALITY : 2015/2016 ANNUAL REPORT : 1ST DRAFT | APPENDICES
VOLUME II: ANNUAL FINANCIAL STATEMENTS
The Annual Financial Statements (AFS) in respect of the 2015/2016 financial year for the period ended
30 June 2016, as submitted to the Auditor General and subsequently audited is hereto annexed as
Volume II of the 2015/2016 Annual Report.