ANNUAL REPORT 2017/18 - STLM Reports... · ANNUAL REPORT 2017/18 The number one African City in...
Transcript of ANNUAL REPORT 2017/18 - STLM Reports... · ANNUAL REPORT 2017/18 The number one African City in...
ANNUAL REPORT 2017/18
The number one African City in Service Delivery, Innovation and
Good Governance
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CONTENTS
CONTENTS ...................................................................................................................................................... ii
CHAPTER 1 – MAYOR’S FOREWORD AND EXECUTIVE SUMMARY ........................................................ 1
COMPONENT A: EXECUTIVE MAYOR’S FOREWORD .................................................................................................... 1
1.1. EXECUTIVE MAYOR’S FOREWORD ................................................................................................................... 1
COMPONENT B: EXECUTIVE SUMMARY ..................................................................................................................... 2
MUNICIPAL MANAGER’S FOREWORD ...................................................................................................................... 3
1.2. MUNICIPAL FUNCTIONS, POPULATION, AND ENVIRONMENTAL OVERVIEW.................................................. 4
1.3. SERVICE DELIVERY OVERVIEW ......................................................................................................................... 9
1.4. FINANCIAL HEALTH OVERVIEW ..................................................................................................................... 11
1.5. ORGANISATIONAL DEVELOPMENT OVERVIEW ............................................................................................. 13
1.6. AUDITOR-GENERAL’S REPORT ....................................................................................................................... 13
1.7. STATUTORY ANNUAL REPORT PROCESS ...................................................................................................... 133
CHAPTER 2 – GOVERNANCE ..................................................................................................................... 16
COMPONENT A: POLITICAL AND ADMINISTRATIVE GOVERNANCE ........................................................................... 16
2.1. POLITICAL GOVERNANCE ............................................................................................................................... 17
2.2. ADMINISTRATIVE GOVERNANCE ................................................................................................................... 20
COMPONENT B: INTERGOVERNMENTAL RELATIONS ................................................................................................ 22
2.3. INTERGOVERNMENTAL RELATIONS ............................................................................................................... 22
COMPONENT C: PUBLIC ACCOUNTABILITY AND PARTICIPATION ............................................................................. 24
2.4. PUBLIC MEETINGS ......................................................................................................................................... 24
2.5. IDP PARTICIPATION AND ALIGNMENT........................................................................................................... 26
COMPONENT D: CORPORATE GOVERNANCE ............................................................................................................ 27
2.6. RISK MANAGEMENT ...................................................................................................................................... 27
2.8. SUPPLY CHAIN MANAGEMENT ...................................................................................................................... 29
2.9. BY-LAWS ........................................................................................................................................................ 30
2.10. WEBSITES ....................................................................................................................................................... 31
2.11. PUBLIC SATISFACTION ON MUNICIPAL SERVICES .......................................................................................... 32
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CHAPTER 3 – SERVICE DELIVERY PERFORMANCE (PERFORMANCE REPORT PART I) .................. 34
COMPONENT A: BASIC SERVICES .............................................................................................................................. 34
3.1. WATER PROVISION ........................................................................................................................................ 36
3.2. WASTE WATER (SANITATION) PROVISION .................................................................................................... 42
3.3. ELECTRICITY ................................................................................................................................................... 48
3.4. WASTE MANAGEMENT (THIS SECTION TO INCLUDE: WASTE COLLECTIONS, WASTE DISPOSAL, STREET
CLEANING, AND RECYCLING) ......................................................................................................................... 53
3.5. HOUSING ....................................................................................................................................................... 62
3.6. FREE BASIC SERVICES AND INDIGENT SUPPORT ............................................................................................ 66
COMPONENT B: ROAD TRANSPORT AND Storm water drainage .............................................................................. 69
3.7. ROADS............................................................................................................................................................ 69
3.8. WASTE WATER (STORM WATER DRAINAGE)................................................................................................. 77
3.9. TRANSPORT (LICENSING) SERVICES ............................................................................................................... 79
3.10. COMPONENT C: PLANNING AND DEVELOPMENT ............................................................................................ 82
3.10. PLANNING INTRODUCTION TO PHYSICAL PLANNING ................................................................................... 83
3.11. LOCAL ECONOMIC DEVELOPMENT ................................................................................................................ 89
COMPONENT D: COMMUNITY AND SOCIAL SERVICES .............................................................................................. 93
3.12(A). LIBRARIES .................................................................................................................................................. 94
3.12(B).MUNICIPAL BUILDINGS .............................................................................................................................. 99
3.13. CEMETERIES AND CREMATORIUMS ............................................................................................................ 104
3.14. CHILDCARE, AGED CARE, AND SOCIAL SPECIAL PROGRAMMES .................................................................. 108
3.15. YOUTH DEVELOPMENT ................................................................................................................................ 112
COMPONENT E: ENVIRONMENTAL PROTECTION ................................................................................................... 115
3.16. POLLUTION CONTROL .................................................................................................................................. 116
3.17. SERVICE STATISTICS FOR ENVIRONMENTAL PROTECTION ......................................................................... 116
COMPONENT F: TRAFFIC, SECURITY, AND SAFETY ........................................................................................... 119
3.18. TRAFFIC AND SECURITY ............................................................................................................................... 119
3.19. FIRE SERVICES AND DISASTER MANAGEMENT ............................................................................................ 123
COMPONENT G: SPORT AND RECREATION ............................................................................................................. 127
3.20. PARKS, SPORT, AND RECREATION ............................................................................................................... 127
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COMPONENT H: CORPORATE POLICY OFFICES AND OTHER SERVICES .................................................................... 134
3.21. EXECUTIVE AND COUNCIL ........................................................................................................................... 135
3.22. FINANCIAL SERVICES .................................................................................................................................... 138
3.23. HUMAN RESOURCE SERVICES ..................................................................................................................... 141
3.24. INFORMATION AND COMMUNICATION TECHNOLOGY SERVICES .............................................................. 145
3.25. INTEGRATED DEVELOPMENT PLAN SERVICES ............................................................................................. 152
3.26. PROPERTY, LEGAL, RISK MANAGEMENT, AND PROCUREMENT SERVICES .................................................. 155
COMPONENT I: ORGANISATIONAL PERFORMANCE SCORECARD............................................................................ 160
CHAPTER 4
ORGANISATIONAL DEVELOPMENT PERFORMANCE (PERFORMANCE REPORT PART II) ............ 161
COMPONENT A: INTRODUCTION TO THE MUNICIPAL PERSONNEL ........................................................................ 162
4.1. EMPLOYEE TOTALS, TURNOVER, AND VACANCIES ...................................................................................... 160
COMPONENT B: MANAGING THE MUNICIPAL WORKFORCE .................................................................................. 167
4.2. POLICIES ....................................................................................................................................................... 168
4.3. INJURIES, SICKNESS, AND SUSPENSIONS ..................................................................................................... 170
4.4. PERFORMANCE REWARDS ........................................................................................................................... 172
COMPONENT C: CAPACITATING THE MUNICIPAL WORKFORCE .............................................................................. 172
4.5. SKILLS DEVELOPMENT AND TRAINING .......................................................................................................... 173
COMPONENT D: MANAGING THE WORKFORCE EXPENDITURE .............................................................................. 177
4.6. EMPLOYEE EXPENDITURE ............................................................................................................................ 177
CHAPTER 5 – FINANCIAL PERFORMANCE ............................................................................................ 180
COMPONENT A: STATEMENTS OF FINANCIAL PERFORMANCE ............................................................................... 180
5.1. STATEMENTS OF FINANCIAL PERFORMANCE .............................................................................................. 182
5.2. GRANTS ........................................................................................................................................................ 186
5.3. ASSET MANAGEMENT ................................................................................................................................. 188
5.4. FINANCIAL RATIOS BASED ON KEY PERFORMANCE INDICATORS ............................................................... 191
COMPONENT B: SPENDING AGAINST CAPITAL BUDGET ......................................................................................... 192
5.5. CAPITAL EXPENDITURE ................................................................................................................................ 193
5.6. SOURCES OF FINANCE ................................................................................................................................. 197
5.7. CAPITAL SPENDING ON FIVE LARGEST PROJECTS ........................................................................................ 198
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5.8. BASIC SERVICE AND BACKLOGS – OVERVIEW ...................................................................................................... 202
COMPONENT C: CASH FLOW MANAGEMENT AND INVESTMENTS ......................................................................... 204
5.9. CASH FLOW .................................................................................................................................................. 205
5.10. BORROWING AND INVESTMENTS ............................................................................................................... 207
COMPONENT D: OTHER FINANCIAL MATTERS ........................................................................................................ 209
5.11. SUPPLY CHAIN MANAGEMENT .................................................................................................................... 209
5.12. GRAP COMPLIANCE ..................................................................................................................................... 209
CHAPTER 6 – AUDITOR-GENERAL AUDIT FINDINGS ................................................................................................ 210
COMPONENT A: AUDITOR-GENERAL OPINION OF FINANCIAL STATEMENTS .......................................................... 211
6.1. AUDITOR-GENERAL REPORTS PREVIOUS YEAR ........................................................................................... 211
COMPONENT B: AUDITOR-GENERAL OPINION CURRENT YEAR .............................................................................. 212
6.2. AUDITOR-GENERAL REPORT – CURRENT YEAR ........................................................................................... 212
GLOSSARY ................................................................................................................................................. 214
APPENDICES 216
APPENDIX A - COUNCILLORS; COMMITTEE ALLOCATION AND COUNCIL ATTENDANCE .......................................... 216
APPENDIX B - COMMITTEES AND COMMITTEE PURPOSES ..................................................................................... 219
APPENDIX C - THIRD TIER ADMINISTRATIVE STRUCTURE ....................................................................................... 221
APPENDIX D - FUNCTIONS OF MUNICIPALIty.......................................................................................................... 223
APPENDIX E - WARD REPORTING ........................................................................................................................... 224
APPENDIX F - WARD INFORMATION ...................................................................................................................... 227
APPENDIX G - seven largest capital projects.................................................................................................. 232
APPENDIX H - RECOMMENDATIONS OF THE AUDIT COMMITTEE ........................................................................... 232
APPENDIX I - LONG-TERM CONTRACTS AND PUBLIC-PRIVATE PARTNERSHIP ........................................................ 236
APPENDIX J - MUNICIPAL ENTITY/SERVICE PROVIDER PERFORMANCE SCHEDULE ................................................ 236
APPENDIX K - DISCLOSURE OF FINANCIAL INTEREST .............................................................................................. 239
APPENDIX L(I) - REVENUE COLLECTION PERFORMANCE BY VOTE ........................................................................... 242
APPENDIX LII) - REVENUE COLLECTION PERFORMANCE BY SOURCE ....................................................................... 244
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APPENDIX M - CONDITIONAL GRANTS RECEIVED (EXCLUDING MIG) ...................................................................... 245
APPENDIX N (i, II) - CAPITAL EXPENDITURE -New assets programme and upgrade/Renewal Programme .... 247
APPENDIX O- CAPITAL PROGRAMME BY PROJECT YEAR 2018 ................................................................................ 251
APPENDIX P- CAPITAL PROGRAME BY PROJECTS BY WARD CURRENT YEAR ........................................................... 277
APPENDIX Q - SERVICE CONNECTION BACKLOGS AT SCHOOL AND CLINICS ............................................................ 285
APPENDIX R - SERVICE BACKLOGS EXPERIENCED BY THE COMMUNITY WHERE ANOTHER SPHERE OF GOVERNMENT
IS RESPONSIBLE FOR SERVICE PROVISION....................................................................................... 286
APPENDIX S - DECLARATION OF GRANTS MADE BY THE MUNICIPALITY ................................................................. 287
APPENDIX T- DECLARATION OF RETURNS NOT MADE IN DUE TIME UNDER MFMA S71 ......................................... 293
APPENDIXU - NATIONAL AND PROVINCIAL OUTCOME FOR LOCAL GOVERNMENT ................................................ 297
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ABBREVIATIONS AND ACRONYMS ABET Adult Basic Education and Training B-BBEE Broad-Based Black Economic Empowerment CBD Central Business District CBO Community-Based Organisation CCIFSA Creative Culture Industries Federation of South Africa CDW Community Development Worker CETA Construction Education and Training Agency CFO Chief Financial Officer CHBC Community Home-Based Care COGTA Department of Cooperative Governance and Traditional Affairs COP 17 17th Conferences of the Parties CRR Capital Replacement Reserve CWP Community Works Programmed DoRA Division of Revenue Act EEA Employment Equity Act EPWP Expanded Public Works Programme ESKOM Electricity Supply Commission FBS Free Basic Services FMG Financial Management Grant GAMAP Generally Accepted Municipal Accounting Practice GDP Gross Domestic Product GIS Geographic Information System GRAP Generally Recognised Accounting Practice HH Household HIV/AIDS Human Immunodeficiency Virus/Acquired Immune Deficiency Syndrome HOD Head of Department HR Human Resource HRD Human Resource Development ICT Information and Communication Technology IDP Integrated Development Plan IEM Integrated Environmental Management IGR Intergovernmental Relations INEP Integrated National Electrification Programme ISDF Integrated Spatial Development Framework ISRDP Integrated Sustainable Rural Development Programme ITP Integrated Transport Plan IWMP Integrated Waste Management Plan KPA Key Performance Area KPI Key Performance Indicator KPR Key Performance Results LED Local Economic Development LGDS Local Government Development Services LGSETA Local Government Sector Education Training Authority LM Local Municipality LRAD Land Reform for Agricultural Development LRC Local Reference Committee M&E Monitoring and Evaluation MDG Millennium Development Goals MEC Member of Executive Council MFMA Municipal Finance Management Act MIG Municipal Grant
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MM Municipal Manager MMC Member of the Mayoral Committee MP313 Steve Tshwete Municipality (Middelburg Municipality 313) MPAC Municipal Public Accounts Committee MPCC Multi-Purpose Community Centre MSA Local Government Municipal Systems Act MSA Local Government Structures Act MSIG Municipal Systems & Implementation Grant MSP Master System Plan MVA Mega Volt Amp NAFCOC National African Federated Chamber of Commerce and Industry NDM Nkangala District Municipality NDOT National Department of Transport NDP National Development Plan NEMA National Environmental Management Act NEPAD New Partnership for Africa’s Development NER National Electricity Regulator NGO Non-Governmental Organisation NSDP National Spatial Development Perspective NWMS National Waste Management Strategy OB Operational Budget OHS Occupational Health and Safety ORHVS Operating Regulations for High Voltage Systems OVS Operation Vuka Sisebente PGDS Provincial Growth and Development Strategy PHC1 Primary Health Care PHD2 Provincial Health Department PMS Performance Management System PPP Public-Private Partnership RDP Reconstruction Development Programme REDS Regional Electricity Distribution System ROD Record of Decision RSC Regional Service Council SABS South African Bureau of Standards SACOB South African Chamber of Business SALGA South African Local Government Association SANAC South African National AIDS Council SANS South African National Standards SAPS South African Police Service SCADA Supervisory Control and Data Acquisition SCM Supply Chain Management SDBIP Service Delivery Budget Implementation Plan SDF Spatial Development Framework SDP Skills Development Plan SETA Sector Education Training Authority SG Surveyor-General SLA Service Level Agreement SMME Small, Medium and Micro Enterprises STLM Steve Tshwete Local Municipality VAT Value-Added Tax WPSP White Paper on Strategic Planning
WSA Water Services Authority WWTW Waste Water Treatment Works FTE Full Time Equivalent
Chapter 1 – Mayor’s Foreword and Executive Summary ANNUAL REPORT – 2017/18
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CHAPTER1 – MAYOR’S FOREWORD AND EXECUTIVE SUMMARY
COMPONENT A: EXECUTIVE MAYOR’S FOREWORD
1.1. EXECUTIVE MAYOR’S FOREWORD
2017/2018 marks the second term of our Municipality after the 2016 Local Government election
which was a huge success. During this year under review, the Municipality had moved just a step
towards attaining our vision, which is:
“The number one African city in service delivery, innovation and good governance”
The Municipality has been religiously adopting its reviewed IDP and Budget within the specified
timeframe which allowed for proper monitoring of all priorities as outlined in the IDP. Section 79
which is the political monitoring committee as well as Section 80 comprises of the Portfolio
Committees are tasked with the responsibility to oversee the oversight outcome reports based on
the Municpal perfomance reporting system. This process allowed all committees of council to be
abreast with all challenges and projects implement within the year under review hence overall
perfomance on capital expenditure is sitting at above 92% and 100 % on MIG spending.
Although the Municipality is still faced with an economic downfall as the whole country is affected
by such, greater strides had been made to reachout to all our rural and farming communities with
regards to services delivery. Major challenges which occurred around water provision in Hendrina
and surrounding areas were resolved within a short space of time to allow continuous service
delivery. The Municipality managed to handover 250 title deeds to our previously disadvantaged
communities, this action ensured that the Municipality brought dignity to its continuency.
This is achieved through observing good inter-governmental relations with other spheres of
government. The Municipality participated actively in the Premiers Coordinating Forum, Munmec’s,
the Chief Financial Officers Forum, SALGA, Local Government Communicators Forum and the
District Mayor’s Forum.
Quarterly meetings were contineously held as resolved by council that all ward councillors should
convene community meetings two weeks after each ordinary council sitting and outreach meetings.
Issues raised by ward committees were reported to all the portfolio committees of council on a
quarterly basis. The enlarged benefit of having implemented the Operation Vuka Sisebente (OVS)
programme is significally showing positive results, all stakeholders from national and private
sectors are now closer to our communities, where they are need the most.
This financial year under review, the Municipality had implemented the Mscoa for the first time,
although that process had teething problems; with the capable and dedicated staff compliment that
they have shown high levels of commitment throughout the years. On the same breath gratitude
must be extended to all municipal employees for their service excellence. According to the
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community satisfaction survey conducted for the 2017/18 financial year, over 76% indicated that
their happy with the general service delivery at the Municipality.
As part of the future action of the office of the Executive Mayor, an executive decision has been
taken that this office will be extended to Kwazamokuhle and Hendrina through frequent visitation
by the office. This process will enable the office to reachout to this contituency as often as possible.
In conclusion, my office would like to acknowledge the loss of dedicated men and women in the
Municipality whom we lost to death. We wish to extend the message of condolences to their families
and may their souls rest in eternal peace. To those employees who have retired, we wish them an
undisturbed retirement. We would like them to enjoy their resting period after serving this
Municipality with distinction.
____________________ Cllr BJ Tolo Executive Mayor
COMPONENT B: EXECUTIVE SUMMARY
MUNICIPAL MANAGER’S FOREWORD
MUNICIPAL MANAGER’S OVERVIEW
The 2017/18 Annual Report reflects the tremendous achievements and priorities which are aligned
to the Back to Basics principles.
During the year under review, our budget expectations were not fully realized. We budgeted for
income amounting to R 1 461 661 776 and expenditure of R 1 442 559 808. By the close of our
books at the end of the year, we had obtained an income of R1 258 575 734 (excluding capital
grants received and public contributions), and we spent R 1 347 727 101, resulting in a surplus of
R 178 125 558. Capital grants & public contributions was R 267 276 926.
The Municipality received an unqualified audit opinion with matters on procurement and contract
management for the year ending 30 June 2017. Based on the Auditor General opinion a detailed
audit action plan developed and monitored on a monthly basis to track compliance and resolving
all outstanding issues. This has since made it possible for the municipality to be at above 80% in
resolving all the matters raised by AG.
During the 2017/2018 financial year, the Municipality continued to comply with the King IV
principles. Wherein, Council committees were established with proper terms of reference
instituted, annual schedule of meetings and activities officiated, and separation of powers made
clear. These committees were established to frequently monitor the implementation of Council
resolutions and activities. The Municipality has also identified strategic risks which it continues to
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monitor on quarterly basis. These risks include amongst others, fraud and corruption, labour
unrest and environmental pollution. We have put in place control measure to mitigate these
identified risks
In addition, council continue to encourage and empower communities and stakeholders with
regard to decision-making, implementation, and monitoring. This is done through ward
participatory systems such as community consultation meeting and council events e.g. Izimbizo,
Budget indaba, Mayoral outreaches, various stakeholders’ forums, and the introduction of
Operation Vuka Sisebente projects (OVS). We will continue to deepen our relationships with our
key stakeholders. More importantly, public participation remains a critical pillar to our governance.
The Municipality continues to face challenges in certain areas. This includes ageing water systems
and use of asbestos-cement pipes. The municipality is addressing these challenges. These
challenges are being addressed in order to minimise water distribution challenges and disruption
of services however, the complete eradication of old is hampered by dwindling resources. During
the period under review the Municipality had to function without key executive officials namely the
Municipal Manager, Executive Directors for both Corporate and Services (Section 56 Managers).
The Municipal Manager was seconded to stabilise the administrative leadership of the
municipality.
On behalf of the administration of Steve Tshwete Local Municipality, we wish to express our
profound gratitude to the political leadership provided by the Executive Mayor and his executive
council. Without their support, leadership and oversight very little would have been achieved under
the period in review. Our staffs continue to play an important role in ensuring that service delivery
is accelerated as our people demand that we expeditiously discharge our mandate. We shall
continue accelerating the delivery of services through service delivery innovations.
_______________________________________________
BM Khenisa
Municipal Manager
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1.2. MUNICIPAL FUNCTIONS, POPULATION, AND ENVIRONMENTAL OVERVIEW
Introduction
According to Statistic South Africa, in 2016 the Municipality had a population of 278 749 with a
4.4% annual population growth rate. The population for 2030 is estimated at more or less 410 000
people given the historic population growth per annum which will put pressure on the existing,
increased demand for basic service delivery and also sustainable job creation in the long run. The
unemployment rate of Steve Tshwete Local Municipality decreased slightly from 19.7% in 2011 to
17.3% in 2016.The Municipality has over 86000 formal households with access to basic Municipal
services. The main economic activities are Coal Mining, Manufacturing, Trade, Community
Services, and Agriculture, with an average of 1% economic growth.
This is Category B Municipality comprising of 58 elected councillors (29 ward representatives and 29 proportional representatives).
The political head of the Municipality is the Executive Mayor who is working alongside six (6)
Members of the Mayoral Committee (MMCs) elected in terms ofSection 60 of the Municipal
Systems Act. Council established the Section 80 committees comprising of six (6) councillors
tasked with the oversight role on behalf of the Executive Mayor. Furthermore, Council established
eight (8) Section 79 committees to play a political oversight role on the functions of Council.
Thesecommittees included the Municipal Public Accounts Committee (MPAC) and the Rules and
Ethics Committee.
The Speaker of the Council played a role of being the Chairperson of the Council and leading the
process of public participation in consultation with the Executive Mayor. The Council Whip assists
the Speaker with councillor’s affairs and ensuring that all pieces of legislation, policies, and
procedures are observed. Council further established other independent committees, namely, the
Audit Committee shared with Nkangala District Municipality (NDM) and the Risk Committee that
plays a more technical role in assisting Council in executing its functions.
The administration role of the Municipality is headed by the Acting Municipal Manager currently
acting as the Accounting Officer. He is assisted by four (4) executive directors (Section 56
employees) and a staff complement of over 1400 with proper organisational structure and job
descriptions. The delegation of authority document was approved by Council and is being
implemented.
The community is involved in the functions of the Council through established ward committees
chaired by ward councillors and administratively supported by Municipal officials and community
development workers (CDWs). There is a system developed for all items to and from ward
committees in order to find a structured way to Council.
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INTRODUCTION TO BACKGROUND DATA
The Steve Tshwete Local Municipality is a Category B Municipality situated in the Nkangala District
of Mpumalanga Province. It is positioned some 150 km east of Pretoria on the way to Mbombela,
and it covers a geographic area of 3 997 km². The Municipality is well located, in that it is traversed
by the Maputo Development Corridor, the Middelburg/Steelpoort Mining resource link, as well as
the Middelburg/Bethal/Ermelo/Richards Bay Corridor. Furthermore, a number of national and
provincial roads also run through the area.
Steve Tshwete Local Municipality derives its mandate from Section 152 of the Constitution. It
provides most of the services as stated in the powers and functions of local Municipalities as stated
in the Constitution, schedule 4, part B (see Appendix D).
The Municipality is comprised of two primary nodal points. These are Middelburg/Mhluzi, which is
the main commercial and administrative centre, and the much smaller Hendrina/Kwazamokuhle
near the south/east boundary. Other than Middelburg and Hendrina, the remainder of the Municipal
area consists of three settlement categories described below for planning purposes.
The first category consists of small agricultural service villages, such as Somaphepha (Kwa-
Makalane), Sikhululiwe (Mafube), and Doornkop that provide a “corner shop” function to a small,
localised farming and rural community. Amenities are very limited and focus on only the most basic
business and social needs.
The second category of settlement includes the holiday towns of Presidentsrus and Kranspoort.
Development in these towns is strictly regulated to maintain a specific character.
The third category of settlement is the towns associated with the mines and power stations in the
Steve Tshwete area of jurisdiction. These towns have been developed by Eskom and include
Rietkuil, Pullenshope, and Komati. Mining villages, namely, Blinkpan/Koornfontein, Naledi, and
Lesedi were developed to accommodate mine employees. Kanhym, a farming company,
developed Thokoza and Eikeboom villages. Social services and amenities are usually better
developed in the abovementioned settlements.
In between the villages and settlements referred to above, the area consists of private agricultural
properties where mainly maize is cultivated.
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Figure 1: Steve Tshwete Locality Map
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Population Distribution by Age 2011 Census and 2016 Community Survey
Age 2001 2016
Male Female Total Male Female Total
Age: 0-4 11 127 11 117 22 245 12203 12468 24671
Age: 5-9 9 048 9 059 18 107 10871 11482 22353
Age: 10-19 18 147 17 979 36 127 23011 21201 44212
Age: 20-29 27 298 22 452 49 750 32901 28511 61411
Age: 30-39 20 730 17 388 38 118 28296 22062 50358
Age: 40-49 15 061 14 239 29 300 18248 16953 35201
Age: 50-59 10 785 9 610 20 395 13125 10215 23341
Age: 60-69 4 836 4 979 9 816 5219 5880 11099
Age: 70+ 2 377 3 597 5 974 1619 2802 4421
Total 119 411 110 421 229 831 146079 132671 278749
HOUSEHOLDS
The population size in terms of the 2016 Community survey was 278 749, and the number of households
was 86 713. This yields an average household size of 3.4 persons per household. The community survey
indicated that the Municipal population grows by 4.4% per annum.
Socio-economicStatus
Year Unemployment Rate Proportion of Households with No Income
HIV/AIDS Prevalence
2011 19.7% 13% 43%
2015 16.4% 52.3%
Overview of Neighborhoods within Steve Tshwete Local Municipality
Settlement Type Households Population
Towns.
Middelburg. 23563
Hendrina. 682
Subtotal. 24245 0
Townships.
Mhluzi. 22401
Kwazamokuhle. 5874
Subtotal. 28275 0
Rural settlements & Villages.
Piet Tlou. 1352/300
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Overview of Neighborhoods within Steve Tshwete Local Municipality
Settlement Type Households Population
Rietkuil. 1107
Blinkpan. 445
Hope. 144
Pullenshope. 1120
Sizanane Former Mapimpane/Piet Tlou. 818
Komati. 642/300
Kranspoort. 197/326
Somaphepa. 325
Sikhululiwe. 415
Subtotal. 5681 0
Informal settlements.
Doornkop CPA. 4500/5 577
Newtown. 4000/8 364
Kwazamokuhle informal area. 850/778
Others Presidentsrus/Rural farms/Informal settlements. 4900/16 503
Subtotal. 14250 0
Total. 724511/73 670 0
T 1.2.6
Natural Resources
Major Natural Resource Relevance to Community
Coal. Power, Empowerment, Work Opportunities.
Water (Dams). Consumption, Industrial Use and Agriculture, Recreation.
Land. Human Settlement, Agriculture and Industries, Business.
USE OF NATURAL RESOURCES AND LOCAL ECONOMIC DEVELOPMENT
The Steve Tshwete Local Municipality’s economy is the second-most dominant in the Nkangala region.
Economic activities vary from Mining, Power Generation, Metallurgic Industries, dry land and
subsistence Agriculture to Eco-Tourism. The strong manufacturing industry is dependent on the
relatively cheap supply of coal. Coal Mining is mainly carried out by opencast techniques, high extraction
underground operations, conventional board and underground pillar operations. The coal mines also
provide essential fuel to the local power stations of Hendrina, Komati, and Arnot. Major industries in the
Middelburg area include Columbus Steel, Middelburg Ferrochrome, Kanhym Feedlot, and Twizza.
The agriculture, Mining, and Manufacturing sectors are the main contributors to economic
growth and employment creation in the Municipality. There is competition for land between
the Agricultural sector and the Mining sector.
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Industrial investment within the Municipality is increasing at a high rate, which, with other
economic spin-offs contributes to the Municipal Local Economic Development.
COMMENT ON BACKGROUND DATA
The Municipality uses the 2016 census data as the basis for planning together with the STLM
administrative data.
T 1.2.8
1.3. SERVICE DELIVERY OVERVIEW
SERVICE DELIVERY INTRODUCTION
As a Water Services Authority (WSA), the Municipality’s mandated is to provide water and
sanitation services to all communities within its area of jurisdiction. The Municipality is both a
Water Services Authority and Water Service Provider. The Municipality did not perform Section
78 of the Municipal Systems Act.
Currently, the provision of water services in Middelburg Town and Mhluzi are achieved through
bulk water abstraction from Middelburg Dam, purification, storage, and distribution. Sanitation
services rendered include sewerage collection, treatment, and disposal. Hendrina Town and
Kwazamukuhle Township are served with portable water supplied by Optimum Coal Mine. In
rural areas where bulk water services are not available yet, water supplies are providedthrough
boreholes supplemented by water tankering, whereas basic sanitation services are in the form
of biological toilets.
The Municipality strives to achieve and sustain water services in the manner that satisfies the
Blue and Green Drop Certification Programme of the Department of Water and Sanitation.
Rapid developments and population increase in Middelburg and surroundings have
necessitated the expansion of the main water and wastewater treatment works, namely,
Vaalbank WTW and Boskrans Waste Water Treatment Works (WWTW). The upgrading at the
Vaalbank WTP include construction of two new rapid sand filters, a distribution box and related
pipe work which was handed to the Municipality in November 2016. As part of the multi-year
project, two contractors were appointed for construction of the new Inlet Works. The civil
contractor commenced from April 2016, whereas the mechanical & electrical contractor
commenced from January 2017, and the new Inlet Works are expected to be commissioned
by September 2017. A section of the maturation ponds was also refurbished as the Boskrans
WWTW. All upgrading and refurbishment work are aimed at improving the effluent quality as
well as the Green Drop Certification Programme score of the Municipality.
Furthermore, those who are indigent continue to benefit from the 10 kL free basic water and
basic sanitation services. To create an enabling environment for economic growth, the
Municipality continues to provide and maintain new municipal road networks. These include
streets in both urban and rural areas – surfaced and gravelled. Minor district roads that serve
Chapter 1 – Mayor’s Foreword and Executive Summary ANNUAL REPORT – 2017/18
10
small communities are also maintained due to irregular maintenance by the relevant
authorities. The majority of municipal roads are tarred and paved, with gravel roads comprising
only 16% of all municipal roads. The condition of most roads is fair to good.
As a NERSAlicence holder, the Municipality supplies, upgrades, and maintains electricity to all
formal townships in accordance with the license conditions. The total energy loss for the
2016/2017 financial year was 10.35%, which is in line, if not better than the national average.
The Municipality will ensure that all energy meters are regularly monitored to detect and correct
any losses. Monthly free basic energy (50 kWh) is provided to indigents. The local economy is
the second-most dominant in the Nkangala region. Mining, Manufacturing, and Agriculture are
the main contributors to our economic growth and job creation although the retail sector and
service industries are also starting to show considerable growth.
The opening of the Mhluzi Mall and the development of several service industries have
contributed largely to the continuous economic expansion. During the year under review, the
Municipality acquired the remaining +/-160 industrial stands in Middelburg Ext 33, which will
enable the Municipality to attract industrial investment through the provision of appropriate
incentives.
Proportion of Households with Minimum Level of Basic services
Municipality Services Total Number of HHs
Number of HHs with Access
% Number of HHs without Access
%
Steve Tshwete LM Water. 86713 83 468 96.25% 3245 3.75%
Steve Tshwete LM Sanitation. 86713 80 736 93% 5977 7%
Steve Tshwete LM Electricity. 86713 79638 91% 7075 9%
Steve Tshwete LM Refuse removal.
86713 73939 85.26% 12774 14.74%
Service Total Municipal km of roads
Km of roads constructed to date
% Total km of gravel roads
%
Steve Tshwete LM Roads and Storm water
823 696.74 81.3 153.77 18%
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COMMENT ON ACCESS TO BASIC SERVICES
Although the above graph indicates that the provision of basic services is steadily increasing,
the number of informal households is simultaneously increasing at a substantial rate, especially
in areas such as Doornkop, Newtown, and Kwazamokuhle. This influx is steadily increasing
the pressure on Council’s resources for the provision of basic services.
T 1.3.3
1.4. FINANCIAL HEALTH OVERVIEW
The Municipality is one of the fastest-growing Municipalities in the country within the average
of 4.9% population growth; this is also placing additional pressure on our resources. During the
year under review, our budget expectations were not fully realized. We budgeted for income
amounting to R 1 461 661 776 and expenditure of R 1 442 559 808. By the close of our books
at the end of the year, we had obtained an income of R1 258 575 734 (excluding capital grants
received and public contributions), and we spent R 1 347 727 101, resulting in a surplus of R
178 125 558. Capital grants & public contributions was R 267 276 926.
For the 2016/2017 financial year, the Municipality received an unqualified audit opinion with
matters on procurement and contract management from the Auditor-General. It should be
mentioned that the Auditor-General this year not only concentrated on financial matters but
also focused on performance management, thereby ensuring that almost all service delivery
objectives are fully implemented. The Municipality’s capital expenditure increased to 83%
(2016: 79%) by the end of 2017. Serious attempts have to be made to ensure that the entire
capital budget is fully spent each year.
Financial Overview: 2017/2018
R' 000
Details Original budget Adjustment Budget Actual
Income:
Grants R 267,474,058 R 271,307,802
R 267,276,926
Taxes, Levies and tariffs
R1,067,236,337
R 1,077,884,253
R 1,071,785,498
Other R 267,474,058
R 163,131,770
R 186,790,236
Sub Total R 1,461,661,776
R 1,512,323,825
R 1,525,852,659
Less: Expenditure R 1,422,559,808
R 1,443,822,625
R 1,347,727,101
Net Total* R 39,101,968
R 68,501,200
R 178,125,558
* Note: surplus/(deficit) T 1.4.2
Chapter 1 – Mayor’s Foreword and Executive Summary ANNUAL REPORT – 2017/18
12
Operating Ratios
Detail %
Employee Cost. 35%
Repairs & Maintenance. 6%
Finance Charges & Impairment. 90%
T 1.4.3
COMMENT ON OPERATING RATIOS
Employee Costs constituted 35% of the total operating budget. Repairs and Maintenance
amounted to 6%, but the figure only includes materials. Overall, the municipal assets are in a
good state of health. Finance Charges and Redemption contributes 2% to total operating costs.
This low percentage enables the Municipality to take up additional external funding whenever
the need arises. The national norm in this regard is 10% of the operational budget.
T 1.4.3
Total Capital Expenditure: 2015/2016 to 2017/2018 2017/2018
Detail 2015/2016 2016/2017 2017/2018
Original Budget. R 217,042,522 R 236,368,760 R 282,174,766
Adjustment Budget. R 300,092,819 R 323,877,956 R 290,154,333
Actual. R 266,164,932 R 274,433,242 R 267,780,291
Capital Expenditure %. 88.69% 84.73% 92.29%
T 1.4.4
-
50 000 000
100 000 000
150 000 000
200 000 000
250 000 000
300 000 000
350 000 000
2015/2016 2016/2017 2017/2018
Total Capital Expenditure
Original Budget Adjustment Budget Actual
Chapter 1 – Mayor’s Foreword and Executive Summary ANNUAL REPORT – 2017/18
13
COMMENT ON CAPITAL EXPENDITURE
During the financial year under review, the original budget of R1 461 661 776 was adjusted to
R 1 512 323 825. This includes projects envisaged by the District Municipality to the amount of
R39 526 644. The table indicates that 93% of the capital budget was implemented. From the
325 projects, projects were completed, and projects to the value of R14.4 million were rolled
over to the 2018/2019 financial year. This means that 93% of projects planned were
successfully implemented.
T 1.4.5.1
1.5. ORGANISATIONAL DEVELOPMENT OVERVIEW
ORGANISATIONAL DEVELOPMENT PERFORMANCE
The Municipal organisation structure provides for 1 529 permanent positions. By the financial
year end, 1 397 positions were filled, with a staff turnover of 2.7%. New appointments are made
taking into consideration the implementation of the Employment Equity Act 55, 1998. According
to the demographic profile of the municipality, black employees constitute 92.4%, coloured
2.4%, Asian 0.5 %, and white 4.7%. Male and female employees constitute 64.1% and 35.9%
respectively.
The Acting Municipal Manager is the head of Administration assisted by four (4) Executive
Directors, who are responsible for the departments under their directorates.
The Executive Mayor is the political head and is assisted by six Members of the Mayoral
Committee.
1.6. AUDITOR-GENERAL’S REPORT
AUDITOR-GENERAL’S REPORT: 30 JUNE 2018
T 1.6.1
1.7. STATUTORY ANNUAL REPORT PROCESS
Chapter 1 – Mayor’s Foreword and Executive Summary ANNUAL REPORT – 2017/18
14
No. Activity Timeframe
1
Consideration of the 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. July
2 Implementation and monitoring of approved Budget and IDP commences (In-year financial reporting.)
3 Finalise the 4thQuarter Performance Report for the previous financial year.
4 Submit draft Annual Report including Annual Financial Statements and Performance Report to Auditor-General.
August
5 Annual Performance Report as submitted to Auditor-General to be provided as input to the IDP Analysis Phase.
6 Auditor-General audits Annual Report including Annual Financial Statements and Performance data.
September/ October
7 Municipalities receive and start to address the Auditor-General’s findings.
8 Commencement of draft Budget/IDP finalisation for next financial year. Annual Report and Oversight Reports to be used as input.
9 Receive management letter and provide final comments on findings. November
10 Auditor-General submits audit opinion.
11 Mayor tables Annual Report and audited Financial Statements to Council complete with the Auditor-General’s Report.
January
12 Audited Annual Report is made public and representation is invited.
February 13 Oversight Committee assesses Annual Report.
14 Council adopts Oversight Report.
March
15 Council tables next financial year Budget/IDP and invites public representation.
16 Oversight Report is made public.
April
17 Oversight Report is submitted to relevant national and provincial stakeholders and legislature.
18 Council approves next financial year Budget/IDP. May
19 Make public approved Budget and IDP
June
20 Finalize Service Delivery Budget Implementation Plan (SDBIP) and Performance Agreements for next financial year.
21 Make public SDBIP and Performance Agreements. July
Chapter 1 – Mayor’s Foreword and Executive Summary ANNUAL REPORT – 2017/18
15
COMMENT ON THE ANNUAL REPORT PROCESS
The Municipality compiles its annual report with the guidance of the Municipal Finance
Management Act (MFMA) and adopted it on time, having obtained information for the planning
and budgeting processes for the subsequent year. This ensures proper planning. The
alignment between IDP, Budget, and Performance Management Systems continues to be one
of management’s priorities.
T 1.7.1.1
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CHAPTER2 – GOVERNANCE
INTRODUCTION TO GOVERNANCE
The highest decisionmaking body of the Municipality is the Council. It constitutes public
representatives elected during Municipal elections as per the Electoral Act and the Constitution
of the Republic of South Africa
Once Council is instituted, the Speaker, Chief Whip, and the Executive Mayor are designated.
The Executive Mayor then appoints Members of the Mayoral Committee (MMCs) from amongst
the elected Councilors.
The Executive Mayor is assisted by six (6) Members of the Mayoral Committee.
Section 79 Committees assist Council in executing its responsibilities. These committees
include Portfolio Committees, Municipal Public Accounts Committee, Audit and Performance
Audit Committee (APAC), Ward Committees, and other sub-committees.
Furthermore, Administrative Committees comprises of the, Risk Management, Anti-Fraud and
Anti-Corruption Committee, Information and Communication Technology (ICT) Steering
Committee, Executive Management Committee and Management Committee. These
committees assist Council with governance issues and are chaired by the Acting Municipal
Manager (AMM) who is also the Accounting Officer. Sub-committee and other meetings such
as departmental meetings, etc, are chaired by the Heads of Departments (HODs) respectively.
T 2.0.1
COMPONENT A: POLITICAL AND ADMINISTRATIVE GOVERNANCE
INTRODUCTION TO POLITICAL AND ADMINISTRATIVE GOVERNANCE
Section 151 (3) of the Constitution states that the Council of the Municipality has the right to
Govern its own initiative and the local Government affairs of the local community.
The Steve Tshwete Local Municipality is a Category B Municipality situated in the Nkangala
District of Mpumalanga Province. The political structure of the Steve Tshwete Local
Municipality comprises of a Municipal council consisting of fifty eight (58) councillors and is
chaired by the Speaker. The Municipality has a Mayoral Executive system.
The Acting Municipal Manager is the administrative head and acts as a link between politicians
and the administration. The Municipal Manager is supported by four executive directors.
Chapter 3 – SERVICE DELIVER PERFOMANCE (PART 1) ANNUAL REPORT – 2017/18
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2.1. POLITICAL GOVERNANCE
INTRODUCTION TO THE POLITICAL GOVERNANCE
The Speaker is the chairperson of Council meetings in accordance with the approved rules of
order. This is a full-time appointment linked to a term office.
The Council Whip monitors councilors from various political parties to ensure that they carry
out their duties in a responsible manner. The Council Whip deals with the well-being and
monitor attendance of all councilors to meetings.
The Municipal council consists of fifty eight (58) councillors, twenty nine (29) ward councillors
and twenty nine (29) proportional councillors. Council has an Executive Mayoral System
inclusive of Section 79 and 80 committees.
Section 79 committees of the Council have been established in accordance with the terms of
reference of such committees determined by Council. They are chaired by non-executive
councillors and provide general oversight and monitoring of the Municipal service delivery
mandate.
Section 80 Committees assist and report direct to the Executive Mayor. The Executive Mayor
appoints a Mayoral Committee Member as chairperson for each committee.
The Audit Committee was established by Nkangala District Municipality. Although, it is also
shared by Steve Tshwete Local Municipality and other Municipalities based within the
Nkangala region. The Audit Committee meets at least four times a year and is an independent
advisory body that advises Council, political office-bearers, the Accounting Officer, and the
management of the Municipality on matters related to internal control, internal audit, risk
management, accounting policies, reliability and accuracy of financial reporting and
information, performance management, effective governance, compliance with the MFMA, and
the Division of Revenue Act. It also provides comments to the MPAC and Council on the annual
report.
MPAC is a Section 79 oversight committee comprising of non-executive councillors, with a
specific purpose of providing oversight over the executive functionaries of Council. Whilst, also
to ensure good financial governance within the Municipality. MPAC make separate
recommendations and comments on the annual report to Council through the Mayoral
Committee.
Chapter 3 – SERVICE DELIVER PERFOMANCE (PART 1) ANNUAL REPORT – 2017/18
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POLITICAL STRUCTURE
THE EXECUTIVE COMMITTEE
EXECUTIVE MAYOR
ALD M.A. Masina
Up to march 2018
Responsible for performing Council’s executive functions.
EXECUTIVE MAYOR
Cllr Tolo
From April 2018– to date
Responsible for performing Council’s executive functions.
SPEAKER
Cllr A.M Mabena
Chairperson of Council.
CHIEF WHIP
Cllr SD Nkadimeng
Manage councillors and maintain discipline in Council.
MEMBERS OF THE MAYORAL COMMITTEE
Cllr D.J. Motsepe
MMC: Development & Service Delivery.
Chapter 3 – SERVICE DELIVER PERFOMANCE (PART 1) ANNUAL REPORT – 2017/18
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Cllr MTE Mnguni
MMC: Spatial Development, Human Settlement, and
Housing Administration.
Cllr Mashiane
MMC: Environmental Health, Public Facilities, and
Cultural Services.
Cllr JM Michell.
MMC: Community Protection Services.
Cllr SM Malapeng.
MMC: Corporate Services.
Cllr JM Kgalema.
MMC: Finance and Local Economic Development.
COUNCILORS
Steve Tshwete Local Municipality (STLM) comprises of fifty eight (58) councilors in which
twenty nine (29) councilors are ward representatives and another twenty nine (29) are
proportional representation. There are nine (9) full-time councilors, namely, the Executive
Mayor, one (1) Council Speaker, one (1) Council Whip, and six (6)MMCs. 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
Chapter 3 – SERVICE DELIVER PERFOMANCE (PART 1) ANNUAL REPORT – 2017/18
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POLITICAL DECISION-TAKING
Council is chaired by the Speaker. The policy decisions and resolutions are taken by the
Council per recommendation from the Executive Mayor.
The Executive Mayor and six (6) Mayoral Committee Members are required to execute council
resolutions. The MMC’s are also required to resolve matters delegated to the Executive Mayor
by Council.
An administration is headed by the Acting Municipal Manager and four (4) Executive Directors
together they are responsible for the implementation of Council and Mayoral Committee
resolutions. Reports regarding policy matters and non-delegated administrative matters are
prepared by the administration and submitted to the Mayoral Committee together with
recommendations from the Acting Municipal Manager. At the Mayoral Committee, reports are
considered and recommendations or resolutions formulated by the Executive Mayor from
subsequent submissions to the Council.
T 2.1.3
2.2. ADMINISTRATIVE GOVERNANCE
INTRODUCTION TO THE ADMINISTRATIVE GOVERNANCE
The administration is led by the Acting Municipal Manager, who is appointedin terms ofSection
54 of the Municipal Systems Act. The acting Municipal Manager is employed on a contract
basis, which includes an annual performance agreement with performance objectives, targets,
and procedures for evaluating performance. The Municipal Manager is also the Municipality’s
Accounting Officer.
The Acting Municipal Manager and the four(4) Executive Directors implement council
resolutions, advise Council and its committees, and oversee the Integrated Development Plan
(IDP), Budget planning and implementation processes. There are functions that are delegated
by Council to the Acting Municipal Manager, who, in turn sub-delegated certain functions to the
Executive Directors respectively. Under their leadership, Municipal officials are assigned with
the task to attend community consultative meetings and report in management meetings on
plans and progress in addressing community issues.
T 2.2.1
Chapter 3 – SERVICE DELIVER PERFOMANCE (PART 1) ANNUAL REPORT – 2017/18
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TOP ADMINISTRATIVE STRUCTURE
FUNCTION
ACTING MUNICIPAL MANAGER
Mr S.M. Mnguni
Up to October 2017
Head of administrative
support to Municipal
Manager’s office –
second in charge to the MM
ACTING MUNICIPAL MANAGERS
Mr B.M. Khenisa
From November 2017-to date
Head of administrative
support to Municipal
Manager’s office –
second in charge to the MM
ACTING EXECUTIVE DIRECTOR:
CORPORATE SERVICES
Mr S. Mothibe.
Provides corporate services
to ensure efficient support of
organisational processes
EXECUTIVE DIRECTOR: SERVICES
Michael Lelaka
Up to June 2018
Provisions development,
maintenance, and service
delivery to ensure sustainable
services to all communities
EXECUTIVE DIRECTOR:
COMMUNITY SERVICES
Ms C Hlatshwayo
Renders integrated
community services to
all of the municipality’s
communities
EXECUTIVE DIRECTOR:
FINANCE SERVICES
Ms E Wassermann
Provides and manages
financial services to ensure
financial viability, compliance,
and reporting
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COMPONENT B: INTERGOVERNMENTAL RELATIONS
INTRODUCTION TO THECO-OPERATIVE GOVERNANCE AND
INTER-GOVERNMENTAL RELATIONS
The purpose of inter-governmental relations is to achieve the constitutional mandate for local
government by mobilizing resources and strategic partnerships which will ensure cooperation
and co-ordination by all stakeholders (national, provincial, and local).
2.3. INTERGOVERNMENTAL RELATIONS
NATIONAL INTERGOVERNMENTAL STRUCTURES
National Treasury – It coordinates the development of the Local Government fiscal
framework applicable to Municipalities within the context of the Division of Revenue Act. It
manages the development of the Local Government Equitable Share formula and ensures
compliance with the MFMA to modernise local government budgeting and financial
management processes and practices. It provides assistance to improve financial
governance and to maximize Municipal capacity to deliver services through efficiency,
effectiveness and sustainability, and by dealing with corruption. It sets up the accountability
cycle by ensuring proper linkages between IDPs, Budgets, SDBIPs, In-Year Reports,
Annual Financial Statements, Annual Reports, Oversight Reports, and Audit Reports
The Department of Cooperative Governance and Traditional Affairs (COGTA) – It
develops various policies and guidelines to enable sustainable development to eradicate
poverty and develops a service-orientated culture that requires the active particitipation of
the wider community. Community inputs are essential to improve integrated development
planning and service delivery. Linked to this is the establishment of performance
management, which is a crucial mechanism to improve living conditions for all citizens.
SALGA – Is the national representative body of local government and has a
constitutionally defined mandate. It responds to challenges facing organised local
government and addresses past weaknesses.
PROVINCIAL INTERGOVERNMENTAL STRUCTURE
OFFICE OF THE PREMIER – It focuses on cooperative and good governance through the
provision of advice and information, coordination, monitoring, and support to local
government.
PROVINCIAL TREASURY– The functions of provincial treasuries are to promote
cooperative Government amongst role-players and assist National Treasury in
Chapter 3 – SERVICE DELIVER PERFOMANCE (PART 1) ANNUAL REPORT – 2017/18
23
implementing the MFMA, monitor Municipal budgets and outcomes, analyse in-year
reports, and take intervention measures to assist Municipalities that breach the MFMA.
Provincial Treasury has established various units to assist and monitor the Municipality.
These units specialise in revenue enhancement, assets, accounting standards, and in year
reporting. Through the Munimec meeting and Technical Munimec meetings, various
Municipal issues in the province are discussed to formulate solutions and plans to improve
Governance and service delivery. These meetings were conducted quarterly during the
financial year.
COGTA MPUMALANGA – To assist and provide guidence in building a clean, effective,
efficient, responsive, and accountable local government. Strengthen partnerships between
local government and communities and ensure Municipalities meet their mandate of
providing basic services.
SALGA – It is the official representative of local government, an employer’s organization
for all Municipalities, and sits as the employer in the South African Local Government
Bargaining Council.
RELATIONSHIPS WITH MUNICIPAL ENTITIES
The Municipality does not have any Municipal entities.
T 2.3.3
DISTRICT INTERGOVERNMENTAL STRUCTURES
The Nkangala District Municipality has a supporting role to play in the planning and
coordinating of activities within its boundaries to ensure the provision of services in the district.
It is therefore imperative that the capital allocations from the district be based on community
needs. These projects are implemented by the District Municipality and transferred to the
Municipality on completion. For the financial year under review, projects to the value of R25.9
million were transferred to the Municipality.
The District Municipality also assists the Municipality with the establishment of the District
Shared Audit Committee. This Audit Committee performs both the function of financial and
performance auditing. Through this initiative, the Municipalities in the district save substantially
on the cost of the Audit Committee member’s fees, reimbursement costs, and indirect costs
such as printing of agendas, delivery, and taking of minutes.
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COMPONENT C: PUBLIC ACCOUNTABILITY AND PARTICIPATION
OVERVIEW OF PUBLIC ACCOUNTABILITY AND PARTICIPATION
The following is done by the Municipality to ensure widespread and conducive stakeholder
participation and accountability:
Media such as local Newspapers ward community meetings, local radio stations, Municipal
bills, and local communicators forum are utilised to inform communities and stakeholders of
Council’s activities.
All messages/information is conveyed in a language/s understood by the general
community.
The venues and times for public meetings are well communicated. Furthermore, the
Municipality ensures that meetings are held at such times convenient for all stakeholders.
Adequate time is allowed for the community, representatives of organisations, and business
to report back to their relevant forums and make inputs.
Council meetings are open to the public, and residents are invited to attend. Important
documents such as IDP, Budget, and Valuation roll are available at all public libraries within
the Municipal area.
Ward committee and ward community bi-monthly meetings are convened and serve as a
platform for interaction, engagement, and sharing of information.
Various forum’s exists on local, District and Provincial level
At least six Mayoral Outreaches were held during the year throughout the Municipal area.
CDWs act as a link between government and the community.
2.4. PUBLIC MEETINGS
COMMUNICATION, PARTICIPATION, AND FORUMS
On a regular basis, the Municipality engages the community at consultation meetings in an
effortto provide feedback on progress in relation to the level of development and in this
process the Municipality will also gather inputs from communities in relation to service delivery
needs and to disseminate information on the roles and responsibilities of the Municipality.
The Mayoral Outreach Programme is regarded as another form of community consultation.
Four Mayoral Outreach meetings were scheduled for the financial year, but eventually as
many as 11 were held. The main purpose of this consultation is to ensure that the political
Chapter 3 – SERVICE DELIVER PERFOMANCE (PART 1) ANNUAL REPORT – 2017/18
25
principals get closer to the communities and afford members of the community a chance to
voice their needs.
The ward committee structures are used to narrow the gap between the Municipality and
communities, since ward committees have the knowledge and understanding of the residents
and communities they represent. Community development workers act as a link between
accessing communities in relation to community development initiatives/programmes.
The IDP forum is constituted by councillor representatives from business organisations,
Mining companies, NGOs/CBOs, Government Departments, Agricultural organisations,
Parastatal organisations, and stakeholder representatives of unorganised groups. The
representatives are given an opportunity to represent community interests and contribute
knowledge and ideas, building consensus and support for the planning process itself and
ensuring a broader ownership of the outcomes.
Weekly media briefings are held to update the media about the latest information of the
Municipality. A bulk SMS system is used to disseminate prompt information to the
community.Quarterly integrated community Izimbizo were held to market and educate the
community about government programmes and services. Weekly radio slots were utilised to
inform and educate the community about Municipal programmes and projects. Quarterly
community newsletters were produced and distributed throughout the Municipality.
Both the IDP and Multi-year Budget process for the period 2017/2018 was open to the public
for comment. The documents were available for inspection at all Municipal libraries and on
the Municipal website: www.stlm.gov.za.
WARD COMMITTEES
The purpose of the ward committee system is to provide a channel for public participation and
general interaction between the community and Council.The Municipality has an intensive
community consultation process that is done at ward level in line with the community-based
planning approach. This process stimulates participatory Governance by affording community
members a fair opportunity to deliberate on issues affecting them in their respective wards.
Moreover, this approach was implemented to inevitably include the local community in
decision-making, planning, and in generally allowing them to play an active part in their own
development. To facilitate this community consultation process, 29 ward committees were
established, chaired by the ward councillor, and supported by 10 ward committee members.
The ward councillor ensures that the interests of all people in the ward are presented in Council.
Ward committees meet monthly to discuss, amongst other things, resolutions taken by Council.
Appendix E provides details on the effecteness of the ward committees.
Chapter 3 – SERVICE DELIVER PERFOMANCE (PART 1) ANNUAL REPORT – 2017/18
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2.5. IDP PARTICIPATION AND ALIGNMENT
2017/2018 Public Meetings
Nature and Purpose of Meeting
Date 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
Mayoral Outreach (Doornkop).
20/08/2017
7
4
335
Service Delivery
Bimonthly
Mayoral Outreach (Sikhululiwe).
27/08/2017
4
5
125
Service Delivery
Bimonthly
Mayoral Outreach (Pullenshope).
17/09/2017
5
1
139
Service Delivery
Bimonthly
Mayoral Outreach (Komati).
12/11/2017
7
1
105
Service Delivery
Bimonthly
Mayoral Outreach (Newtown).
10/12/2017
11
2
285
Service Delivery
Bimonthly
Mayoral Outreach (Adelaide Tambo).
04/03/2018 14
4
122
Issuing of Title Deeds
Bimonthly
IDP Participation and Alignment Criteria* Yes/No
Does the municipality have impact, outcome, input, and output indicators? Yes
Does the IDP have priorities, objectives, key performance indicators (KPIs), and development strategies? Yes
Does the IDP have multi-year targets? Yes
Are the above aligned and can they be calculated into a score? Yes
Does the budget align directly to the KPIs in the strategic plan? Yes
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? Yes
Were the indicators communicated to the public? Yes
Were the four-quarter aligned reports submitted within the stipulated time frames to the Auditor-General (AG)? Yes
*Section 26 Municipal Systems Act 2000
Chapter 3 – SERVICE DELIVER PERFOMANCE (PART 1) ANNUAL REPORT – 2017/18
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COMPONENT D: CORPORATE GOVERNANCE
OVERVIEW OF CORPORATE GOVERNANCE
The Municipality has implemented a system of Corporate Governance that encourages the
effective, efficient, and economic use of resources towards better service delivery and ensures
accountability and responsibility for the stewardship of those resources. This Governance
framework supports sound financial decision-making, ensuring affordable services to the
community, guiding funding and financing priorities, and facilitating performance monitoring
and review.
During the year under review, the following key Governance responsibilities were functional:
Internal audit function, which operates in terms of an Internal Audit Charter and Risk Based
Audit Plan.
Approved internal audit plan.
Audit and Performance Audi Committee (APAC), which operates in accordance with
approved terms of reference.
A risk assessment was conducted, which includes a risk management strategy and
monitoring of key risks according to a risk register.
An approved Fraud Prevention Plan exists.
A strategic plan was prepared and approved for the financial year, which forms the basis
for performance monitoring against the SDBIP, the Municipal mandate, predetermined
objectives, outputs, indicators, and targets.
A performance management system is in place.
An approved system of delegations exists to maximise administrative and operational
efficiency and to provide for adequate checks and balances as required in terms ofSection
59 to 65 of the Municipal Systems Act 32 of 2000.
2.6. RISK MANAGEMENT
RISK MANAGEMENT
Section 62(1) (c) (I) of the Municipal Finance Management Act compels the accounting officer
to establish and maintain, among others, a system of managing risks faced by the Municipality.
The STLM has in place a system of risk management for the Municipality to provide some
assurance that risks across all functions and levels, that may have an impact on the
achievement of objectives, are adequately and proactively anticipated and mitigated.
Risk Management processes are coordinated, supported and championed by the Risk
Management Department, led by the Chief Risk Officer. The Governance model of operation
Chapter 3 – SERVICE DELIVER PERFOMANCE (PART 1) ANNUAL REPORT – 2017/18
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of the STLM system of managing risk is a decentralized one, wherein departments are
responsible for performing risk identification, evaluation, mitigation and reporting processes.
STLM has in place a shared service of Risk Management and Anti - Fraud and Anti- Corruption
Committee and Audit and Performance Audit Committee with the District Municipality. The Risk
Committee, which comprises of independent external members, is responsible for overseeing
the entire risk management system of the Municipality. STLM’sRisk Management and Anti -
Fraud and Anti-Corruption committee also supports the Risk Committee in its risk oversight
role.
The effective management of risk is prioritisedto ensure that business risks across the
organisation are identified and managed on an ongoing basis for the achievement of the
Municipality “the number one African city in service delivery and good Governance”.The risk
categories have been aligned to the strategic objectives in order to identify those risks that
directly affect and/or impede the Municipality’s ability to achieve those strategic and business
objectives.
During the risk assessment process, management took into account the following five (6) key
performance areas (KPAs):
KPA 1: Good Governance and Public Participation
KPA 2: Municipal Transformation and Organisational Development
KPA 3: Financial Viability
KPA 4: Local Economic Development
KPA 5: Service Delivery and Development
KPA 6: Spatial and Community Development
Risk management in the Municipality is guided and monitored by various committees at Council
and administrative levels. These committees include the Senior Management Committee, Risk
Management Committee, and the Audit Committee. In addition, the Municipality appointed a
Chief Risk Officer as part of the reasonable steps taken to maintain an effective, efficient, and
transparent system of financial and general risk management.
Council has adopted the Risk Management Policy, Risk Management Strategy, Risk
implementation Plan and Risk registers (strategic and operational) that enable management to
proactively identify and respond appropriately to all significant risks, that could impact business
objectives. In line with the approved Risk Management Policy and Risk Management Strategy,
a top-down approach has been adopted in developing the risk profiles of the organisation. The
results of the strategic and operational assessments were used to compile a risk register.
The top five risks identified in the Municipality are as follows:
1. Fraud and corruption,
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2. Labour unrest,
3. HIV/AIDS,
4. Lack of capacity in IT section and,
5. Environmental pollution.
FRAUD AND ANTI-CORRUPTION STRATEGY
A Fraud Prevention, Response Plan Policy and a National Anti – Corruption Strategy to curb
fraud and corruption are implemented. An Anti-Fraud toll free hotline has been launched to
help combat fraud and corruption in partnership with the Presidential Hotline. The hotline is a
National shared service.
The hotline provides an opportunity to anyone wishing to report anonymously on unethical
activities or dishonest behaviour that affects the Municipality. Fraud Hotline number is 0800
701701.
Steve Tshwete Municipality is committed to maintaining the highest standards of honesty,
integrity and ethical conduct and has adopted a zero tolerance to fraud and corruption. Any
fraud and corruption committed against the Municipality is a major concern to the council
Draft Whistle Blowing Policy.
2.8. SUPPLY CHAIN MANAGEMENT
OVERVIEW OF SUPPLY CHAIN MANAGEMENT
The Council has developed a Supply Chain Management (SCM) Policy and practices in
compliance with the guidelines set out by the Supply Chain Management Regulations, 2005,
which was approved with effect from 1 March 2006. The new Preferential Procurement
Regulations, 2017, with effect from 1 April 2017, were incorporated into the policy and adopted.
The SCM Policy incorporating the above-mentioned regulations, as well as all other relevant
pieces of legislation, regulations, and circulars, are annually reviewed during the budget
process. The newly adopted CSD (Central Supplier Database) was implemented as from 1
July 2016 as where a supplier has to be registered on CSD before he/she can be considered.
The Municipality has established the three (3) bid committee system. No councilors are
members of a committee of the committees handling supply chain processed. During the year
under review, 201 items were considered, of which 133 were successfully adjudicated.
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SUPPLY CHAIN MANAGEMENT
Supply chain officials attend accredited training modules to meet the requirements of the
minimum competency levels. During the year, stock items to the value of R43.7 million were
purchased, while R19.6 million worth of stock items was issued for operations, a total of R23
655 orders were placed to the value of R89.5 Million. One hundred and frothy eight (148)
contracts above R100 000 were awarded, with the B-BBEE status level contributions below.
B-BBEE Status Level Number Amount
No Certificate 32 R 30 853 751.69
Level 1 92 R425 116 093.35
Level 2 9 R 41 376 686.33
Level 3 2 R 14 972 083.73
Level 4 9 R 3 306 048.71
During the year under review, the normal procurement process has to be deviated from in 148
(2016:517 million) instances to the amount of R5.24 million (2016:51.9 million) as per Section
40 of the Supply Chain Management Policy. These deviations constitute 5.6 % (2016/17: 7.4)
of the total procurement transaction.
2.9. BY-LAWS
Newly Developed
Revised
Public Participation Conducted Prior to Adoption of By-laws (Yes/No)
Dates of Public Participation
By-laws Gazette* (Yes/No)
No Standing Rules of Orders By-laws
Yes 26/08/2016 to 30/09/2016
Yes
COMMENT ON BY-LAWS
Note: MSA 2000 Section 11(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.
The by-laws were advertised as per legislation in the local media for public comments and
inputs, which were then consolidated into a report to Council for consideration and approval.
The enforcement thereof will be implemented by the Law Enforcement Division within the
Community Services Directorate.
T 2.9.1.1
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2.10. WEBSITES
Municipal Website: Content and Currency of Material
Documents Published on the Municipality Website Yes/No Publishing Date
Current annual and adjustment budgets and all budget-related documents
Yes After approval by Council
All current budget-related policies Yes Annually
The previous annual report (2014) Yes Annually
The annual report (2015) published/to be published Yes After approval by Council
All current performance agreements required in terms ofSection 57(1)(b) of the Municipal Systems Act (2000) and resulting scorecards
Yes Annually
All service delivery agreements Yes After approval by Council
All long-term borrowing contracts Yes After approval by Council
All supply chain management contracts above R200 000 Yes After approval by Council
An information statement containing a list of assets over a prescribed value that havebeen disposed of in terms ofSection 14(2) or (4) during 2014
Yes After approval by Council
Contracts to which subsection (1) of Section 33 apply, subject to subsection (3) of that section
Yes After approval by Council
All quarterly reports tabled in the Council in terms ofSection 52 (d) during Year 2014
Yes After approval by Council
T 2.10.1
COMMENT ON MUNICIPAL WEBSITE CONTENT AND ACCESS
ICT Services as a support function within the Municipality works with other directorates and
departments to ensure that services reach the community through such facilities as
community libraries and multi-purpose community centres (MPCCs). Furthermore, access
has been increased by ensuring upwards and backwards compatibility of our systems, to
ensure that anyone with a device that can process data and that has access to the Internet
can open and access our website content.The Municipality should monitor and report on the
use of its website by the public, for example, by measuring the number of hits on the website.
T 2.10.1.1
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2.11. PUBLIC SATISFACTION ON MUNICIPAL SERVICES
PUBLIC SATISFACTION LEVELS
The Municipality is committed to increasing service delivery, which required a deeper insight
into the level of satisfaction of its citizens. To do this, STLM has undertaken to conduct a
Community Satisfaction Survey. This survey was conducted across all 29 wards and also
looked at the informal and formal business sector.
T 2.11.1
Satisfaction Surveys Undertaken During: 2017/2018
Subject Matter of Survey
Survey Method Survey Date No. of People Included in Survey
Survey Results Indicating Satisfaction or Better (%)*
Overall satisfaction
(a) Municipality Fieldwork 1 April –31 May 2018 1300 68%
(b) Municipal Service Delivery
Fieldwork 1 April –31 May 2018 1300 72%
(c) Mayor Fieldwork 1 April –31 May 2018 1300 48%
Satisfaction with:
(a) Waste Collection Fieldwork 1 April –31 May 2018 1300 82%
(b) Road and Storm water
Fieldwork 1 April –31 May 2018 1300 63%
(c) Electricity Supply Fieldwork 1 April –31 May 2018 1300 84%
(d) Water Supply Fieldwork 1 April –31 May 2018 1300 71%
(e) Sanitation Fieldwork 1 April –31 May 2018 1300 73%
(f) Information supplied by Municipality to the public
Fieldwork 1 April –31 May 2018 1300
69%
T 2.11.2
COMMENT ON SATISFACTION LEVELS
The final analysis of the community satisfaction survey produced a rating of 3,3 on the
customer first scale from 1 – 5.
The overall satisfaction and unsatisfactory levels of the Municipality can be summarized as follows: ▪ Enhancement of communication levels between the Municipality and the community will be
given attention.
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▪ Water supply is a recurring key concern in several wards, including the tariffs being
charged. The Business - sector resonated with the same views
▪ Improvements of the sanitation and sewerage services particularly in ward 17 and in the
Business - sector should be investigated.
▪ Electricity supply services have also been highlighted as a dominant concern. Many
households and Business - sector have challenges with ‘’ sudden cut-offs’’ and excessive
charges.
▪ Street Lights and Road maintenance have yet again been highlighted as concerns that
Need prioritisation.
▪ Developmental local government needs to be given priority particularly around social and
economic upliftment of the communities through enhanced LED programmes.
▪ The Municipality is encouraged to foster partnerships with Government programmes particularly around the Youth Development and Job Creation initiatives.
Overall the Municipality’s’ performance levels are rated as ‘’ satisfactory’’ based on the total
results according to the customer satisfaction index.
Departments have been made aware of the above areas that need improvement and are
expected to come up with an action plan as to how they plan to improve on the above.
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CHAPTER 3 – SERVICE DELIVERY PERFORMANCE (PERFORMANCE REPORT PART I)
COMPONENT A: BASIC SERVICES
INTRODUCTION TO BASIC SERVICES
The main basic services rendered by the services directorate of this Municipality include water,
sanitation, and electricity. The Municipality is both a WSA and Water Service Provider; hence, it is
mandated to provide water and sanitation to its community.
The funding for the provision of basic services is sourced from internal reserves, municipal, and INEPT
funding, particularly for the development of low-income areas. The Municipality provides free 6kL of
water per household to all consumers in its water supply area. Indigents are receiving free basic water
up the 10kL and free basic sanitation. All consumers in urban areas are connected to the water network
with yard connections. Residents in the rural villages and informal settlements are receiving water and
sanitations services free of charge. Residents on farms who do not get water from the farm owner are
being provided with water through water tankers – also as free basic services. The daily demand for
water by the households and various sectors has resulted in the permitted water extraction from the
Middelburg Dam being exceeded.
The Municipality also provides new while upgrading existing services. It also strives to achieve and
sustain water services in the manner that meets the standard requirements of Blue Drop and Green
Programme of the Department of Water and Sanitation. Phase I of the Boskrans Waste Water Treatment
Works has been completed to address the demand owing to the rapid growth of the town.
The Municipality purchases electricity from Eskom and then distributes and sells the electricity to the
consumers in its licensed area. Some 50kWh of electricity is provided to the indigents free of charge on
a monthly basis. There is still a backlog of 14.4% of households that do not have access to electricity.
The affected households are mainly farm dwellers.
New road networks are provided, while existing ones are maintained to improve linkages and enhance
economic growth. In general, the condition of the Municipal roads is fair to good. Road congestion
isbeing experienced due to growth of the town. Trucks passing through the town and those hauling coal
contribute to traffic congestion.
Currently, 82.86% of the households have access to water-borne sanitation, while rural and farm
dwellers have access to biological toilets or pit latrine/pit toilet.
Phase I upgrade of the Boskrans Waste Water Treatment Works is completed and will improve the
effluent quality and Green Drop Certification requirements. Phase II of the upgrading which comprises
new inlet works, raw sewerage pump station, and new BNR reactor has commenced and is at the design
stage.
There has been increasing demand for basic services due to increasing population growth; hence,
Middelburg has been declared one of the fast-growing mining towns within the Province.
Some 400 stands in Newtown and 395 stands in Kwazamokuhle Ext 8 have been serviced, while 170
stands in Rockdale and 133 stands in Aerorand West were serviced.
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CONCLUSION
The following are the main challenges facing the Municipality pertaining to provision of basic
services:
Because of farm owners who refuse farm dwellers access to water supply, this could make it
difficult to meet the target of 100% access to potable water.
About 16 093 farm dwellers are below the minimum service level of sanitation.
The Municipality has exceeded the permitted water extraction quota from the dam.
Drought calls for the investigation of an alternative water source, which is a costly exercise.
Aging resulting in frequent power interruptions and water losses due to continuous water pipe
bursts was estimated at 28% in the previous financial year.
RECOMMENDATIONS
As much as the Municipality is doing well in addressing the issues of provision of basic
services within its limited resources, not all challenges of basic service provision have been
addressed. Therefore, the following is recommended:
- Operating budget for planned maintenance should be prioritized as opposed to capital
budget.
- Investigation in terms of Section 78 of the Municipal Systems Act should be conducted for
provision of services including provision of services to some of the holiday towns such as
Kranspoort.
- The draft Roads Master Plan and Local Integrated Transport Plans (ITPs) should be
reviewed and implemented as a matter of urgency.
- A Long-term Plan should be compiled and adopted with the aim of addressing all service
provision-related issues.
T 3.1.0
This component includes water; waste water (sanitation); electricity; roads and Stormwater,
sports, parks and recreation, Municipal buildings, cemeteries, waste management; and
housing services; and a summary of free basic services.
Chapter 3 – SERVICE DELIVER PERFOMANCE (PART 1) ANNUAL REPORT – 2017/18
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3.1. WATER PROVISION
INTRODUCTION TO WATER PROVISION
Our strategy is to provide quality potable water to all households within the Municipality. The
aim is to encourage the operators of the Eskom Water Systems to maintain their Blue Drop
status. Workshops and training of personnel are regularly provided to our personnel to keep
them up to date with technology and provide assistance to other municipalities.
The challenges faced in our water systems are ageing infrastructure and increased population.
Reclaimed mine water from Middelburg Mines (South 32) has been identified as an additional water
source to augment the water supplies in Middelburg Town.
T 3.1.1
Total Use of Water by Sector (cubic meters)
Agriculture Business Industrial Domestic Unaccountable Water Losses
Welfare & Schools
Municipal
2016/17 3 486 2 805 299 66 218 8 595 805 3 886 922 351 133 340 097
2017/18
231 517.69 6 493 310.75 7 996 378.90 45 247 169.22 8 048 092.84
4 078 054.83
6 742 865.05
T 3.1.2
COMMENT ON WATER USE BY SECTOR
Currently, the daily water demand from all sectors exceeds the permitted volume from the
Middelburg Dam. The Municipality has the right to supply treated sewerage effluent to some of
the industries which will be done when the upgrading of the Boskrans WWTW is completed.
Raw water from Middelburg Damis currently supplied to Columbus SS, Ferro Chrome, and
Molare Piggery. The construction of the supply of reclaimed mine water from South 32 is
currently in the plan and design. The availability of the reclaimed mine water will relieve the
water demand to some extent and will benefit the whole of Middelburg. Because of the limited
yield of the Klein Olifants River, the mine water is the considerable alternative source.
T 3.1.2.2
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Water Service Delivery Levels
Households
Description 2016/2017 2017/2018
Actual Actual Target
No. No. No.
Water: (above min level) 73 395 83 468 86 720
Minimum Service Level and Above (percentage) 99.9% 96.25% 100%
Water: (below min level)
Total number of households* 73 395 83 468 86 720
* - To include informal settlements ** -based on the previous census *** -growth experienced from 2011 to date T 3.1.3
Access To Water
Access to Water
Proportion of Households with Access to Water Points*
Proportion of Households with Access to Piped Water
Proportion of Households Receiving 6kL Free#
2015/2016 99.9% 99.9% 100%
2016/2017 100% 99.9% 100%
2017/2018 100% 96.25% 100%
T 3.1.5
* Means access to 25 litres of potable water per day supplied within 200m of a household and with a minimum flow of 10 litres per minute
# 6 000 litres of potable water supplied per formal connection per month
Chapter 3 – SERVICE DELIVER PERFOMANCE (PART 1) ANNUAL REPORT – 2017/18
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Water Service Policy Objectives Taken From IDP
Service Objectives Outline Service Targets 2016/17 2017/18 2018/2019
Target Actual Target Actual Target
Service Indicators *Previous Year
*Previous Year
*Current Year
(i) (ii) (iii) (iv) (v) (vi) (vii) (viii)
To provide quality and sufficient water supply and an environment not harmful to human health or well-being.
% of HHs (64 971) with access to clean and safe drinking water.
100%
100.3%
100.3%
96.25%
*96.25%
96%
% of water loss in all water systems. 25% 23.1% 23.1% 21% - -
Hours taken to respond to a water pipe burst.
5 4.03 5 5 3.69 5
T 3.1.6.
Chapter 3 – SERVICE DELIVER PERFOMANCE (PART 1) ANNUAL REPORT – 2017/18
39
Employees - Water
Years 1- (2017) YEAR 0 (2018)
Job Level Employee number Posts Number
Employee number Vacancies Vacancies %
0-3 3 3 2 1 33
4-6 5 5 5 0 0
7-9 9 22 8 14 64
10-12 18 23 18 5 22
13-15 5 7 4 3 43
16-18 1 1 1 0 0
19-20 47 50 47 3 6
Total 88 111 85 26 23
Financial Performance 2017/2018 Water Services
R'000
Details
2016/2017 2017/2018
Actual Original Budget
Adjustment Budget
Actual Variance to Budget
Total Operational Revenue R98,752,655
R100,917,874 R95,477,865 R99,765,738 -1%
Expenditure:
Employees R27,065,505 R28,177,260 R29,799,156 R27,065,505 -4%
Repairs and Maintenance R5,511,453 R6,507,906 R6,196,413 R5,058,765 -22%
Other R42,603,554 R51,474,473 R60,175,684 R52,719,380 2%
Total Operational Expenditure R75,180,512 R86,159,639 R96,171,253 R84,843,650 -2%
Net Operational Expenditure R-23,572,143
R-14,758,235 R-693,388 R-14,922,087 1%
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 3.1.8
Chapter 3 – SERVICE DELIVER PERFOMANCE (PART 1) ANNUAL REPORT – 2017/18
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Capital Expenditure Water Services
CAPITAL PROJECTS
2017/2018
Budget Adjustment Budget
Actual Expenditure
% Variance from Adjusted budget
Total Project Value
Total All R24,439,500 R40,883,143
R27,676,794 -32.3%
Install bulk flow meters (560/...) R420,000
R599,000
R325,664 -45.6%
R325,664
Water Distri M/Burg Replace Old Water Pipes (560/..)
R1,700,000
R1,700,000
R94,575 -94.4%
R94,575
Replace Equipment Vaakbank WTW (561/...)
R 550,000 R550,000
R364,029 -33.8%
R364,029
Water Distr Repl Water Pipes Hendrina/Kwaza (566/..) R100,000 R200,000
R28,700 -85.7%
R28,700
Water Distr Repl Water Meters Hendrina/Kwaza (566/…) R180,000
R180,000
R178,274 -1.0%
R178,274
New water connections (565/...)
R830,500
R830,500
R828,320 -0.3%
R828,320
Replace Valves & Other Items Bulk Supply Line: 561
R200,000
R325,000
R37,623 -88.4%
R37,623
Water Villages Water Services Rural Areas (567/...)
R250,000
R333,500
R160,829 -51.8%
R160,829
Replace Pump Vaalbank WTW (561/...)
R720,000
R720,000
R584,823 -18.8%
R584,823
Replace Water Pump (566/...)
R34,000
R34,000
R27,600 -18.8%
R27,600
Replace Stihl Brushcutters (564/...)
R20,000
R20,000
R17,400 -13.0%
R17,400
Replace Underwater Pressure Drill (560/...)
R60,000
R60,000
R52,000 -13.3%
R52,000
Mine Water project Woestalleen Hendrina ppln (566/…) R - R - R - 0.0% R -
Water Distr M/Burg Repl Old Water Meters (560/...)
R840,000
R840,000
R827,166 -1.5%
R827,166
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Water Replace Water Meters Eskom Towns (567/...)
R 160,000
R160,000
R159,518
-0.3%
R159,518
Upgrade Telemetry system (561/...) R - R - R - 0.0% R -
Replace Fences At Reservoirs (561/...) R750,000 R750,000 R747,354 -0.4% R747,354
Vaalbank WTP Plan & design upgrading of elec (561/) R - R97,210 R97,210 0.0% R97,210
Replace Sandfilters Kruger Dam (563/...) R120,000 R112,500 R88,526 -21.3% R88,526
Water Distrib Replace Pipes Villages (567/...) R150,000 R234,600 R100,702 -57.1% R100,702
Replace Equipment Kruger dam WTW (563/...) R120,000 R127,500 R114,287 -10.4% R114,287
Replace Plant & Equipment (560/...) R60,000 R55,935 R53,200 -4.9% R53,200
Upgrade Pipeline Vaalbank & Skietbaan (560/...) R2,500,000 R2,500,000 R - -100.0% R -
Replace Plant & Equipment (561/...) R2,060,000 R5,560,000 R3,235,706 -41.8% R3,235,706
Water network Newtown (560/...) R - R1,313,400 R1,313,400 0.0% R1,313,400
Water Distr Replace Water Pipes Mhluzi (560/...) R1,800,000 R1,869,100 R548,645 -70.6% R548,645
Water Distribution Move Meters To Street (560/...) R350,000 R350,000 R307,330 -12.2% R307,330
Construction of reservoir at Kwaza x9 (571/...) R7,915,000 R328,298 R328,298 0.0% R328,298
New 2ml reservoir Rietkuil (567/...) R500,000 R300,000 R - -100.0% R -
1700062-Water network M/burg mine to Pienaardam (560/..) R - R - R - 0.0% R -
Water network M/burg x33 (560/...) R750,000 R998,800 R616,788 -38.2% R616,788
Upgrade Skietbaan/Graspan Bulk line (560/...) R - R113,800 R43,732 -61.6% R43,732
Handterminals for water meter installations (560/…) R - R - R - 0.0% R -
Chlorine Booster station (561/...) R150,000 R150,000 R118,395 -21.1% R118,395
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Water Purification Refurbish Uitkyk Reservr (561/…) R200,000 R200,000 R174,079 -13.0%
R174,079
Paving & stormwater Vaalbank WTP (561/...) R450,000 R450,000 R447,423 -0.6% R447,423
Elec Fencing Reservoirs & Pump Stations (564/...) R300,000 R300,000 R230,676 -23.1% R230,676
Storage Area at Vaalbank WTW (561/...) R 200,000 R200,000 R168,563 -15.7% R168,563
Drilling of Boreholes Somaphepha (567/...) R - R500,000 R447,489 -10.5% R447,489
Refurbish Hendrina WTW (571/...) R - R8,606,301 R8,606,301 0.0% R8,606,301
Re-instatement of raw water supply line-bulk (566) R - R3,000,000 R1,391,950 -53.6% R1,391,950
Refurbish Hendrina WTW pumpstation (571) R - R5,393,699 R4,558,548 -15.5% R4,558,548
New water meters RDP Newtown W17: 560 R - R820,000 R251,671 -69.3% R251,671
Total project value represents the estimated cost of the project on approval by council (including past and future expenditure as appropriate. T 3.1.9
COMMENT ON THE OVERALL WATER SERVICES PERFORMANCE
According to the 2016 community survey the number of Household has increased from 64 971
to 82 638 HH, this implies that the number of household has increased by 17 847 from 2011
CENSUS. The Municipality is planning to achieve 95% of HH having access to water base on
the 2016 community survey for 2017/18 FY. Our five-year target is to provide 99.9% of HHs
with access to water services. Failure to meet the target could arise from farm owners who
refuse to supply farm dwellers with water and continuous uncontrolled influx. Upgrading of the
pump line from Vaalbank Water Treatment Works to Skietbaan Reservoir site commenced
towards the end of the 2017/2018 financial year. This additional bulk supply pipe line will
transfer treated water to service Mhluzi and Middelburg in response to the increasing water
demand.
T 3.1.10
3.2. WASTE WATER (SANITATION) PROVISION
INTRODUCTION TO SANITATION PROVISION
The Municipality is committed to ensuringprovision of new sanitation while upgrading existing
within MP313 areas. Currently,82.86%% of Steve Tshwete Local Municipality households
Chapter 3 – SERVICE DELIVER PERFOMANCE (PART 1) ANNUAL REPORT – 2017/18
43
have access to water-borne sanitation, whereas rural and farm dwellers have access to
biological toilets or pit latrine which are continually maintained by the Municipality.
Phase I upgrade of the Boskrans Waste Water Treatment Works is completed and will
contribute towards the improvement of the effluent quality and Green Drop Certification
requirements. Phase II of the upgrading which comprises new inlet works, raw sewerage
pump station, and new BNR reactor has commenced and is at the design stage.
T 3.2.1
Sanitation Service Delivery Levels
*Households
Description Ref
2015/2016 2016/2017 2017/2018
Outcome Outcome Actual Target Actual
No. No. No. No. No. (2017/18)
Sanitation/sewerage: (above minimum level)
Flush toilet (connected to sewerage) 38 606
38 881 38 881 38 952 39 718
Flush toilet (with septic tank) 415 422 422 0.00 (422) 422
Chemical toilet Biological 10 832 10 932 10 969 11 009 10 979
Pit toilet (ventilated) 0 0 0 0 0 Other toilet provisions (above min. service level)
Minimum Service Level and Above
(subtotal) 49 853 50 235 50 272 50 383 51 119
Minimum Service Level and Above (percentage) 68% 68% 63% 63% 63.3%
Sanitation/sewerage: (below minimum level)
Bucket toilet (No bucket system) 00 00 0.00 0.00 0.00 Other toilet provisions (below min. service level)
No toilet provisions
Below Minimum Service Level
(sub-total farm dwellers) 29 707 29 607 29 607 29 647 29 617
Below Minimum Service Level
(percentage) 46%
40% 37% 35.8% 36.7%
Total households 64 560 73 670 79 879 80 0030 80 736
*Total number of households (including informal settlements) T 3.2.3
Chapter 3 – SERVICE DELIVER PERFOMANCE (PART 1) ANNUAL REPORT – 2017/18
44
Access to Sanitation
Proportion of Households with Access to Sanitation
2015/2016 73 670
2016/2017 80030
2017/2018 80736
Chapter 3 – SERVICE DELIVER PERFOMANCE (PART 1) ANNUAL REPORT – 2017/18
45
Waste Water (Sanitation) Service Policy Objectives Taken From IDP
Service Objectives Outline Service Targets 2016/2017 2017/2018 2018/2019
Target Actual Target Actual Target
Service Indicators *Previous Year
*Previous Year
*Current Year
*Current Year
(i) (ii) (iii) (iv) (v) (vi) (vii)
Provision of toilets within standard.
Additional Households (HHs) provided with minimum sanitation during the year (Number of HHs remaining without minimum sanitation at year end). Informal settlements & farm dwellers.
100 16 164
100 16 164
100 16 164
71 16 093
706 15 387
200 15 187
T 3.2.6
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Employees - Sanitation (Waste Water)
Years 1 (2017) YEAR 0 (2018)
Job Level Employee number Posts Number
Employee number Vacancies Vacancies %
0-3 1 1 1 0 0
4-6 1 2 2 0 0
7-9 8 30 8 22 73
10-12 17 34 17 17 50
13-15 7 9 7 2 22
16-18 13 15 13 2 13
19-20 64 73 66 7 10
Total 111 164 114 50 30
Financial Performance : Sanitation Services
2017/2018
R'000
Details
2016/2017 2017/2018
Actual Original Budget
Adjustment Budget
Actual Variance to Budget
Total Operational Revenue R97,997,281 R79,725,327 R86,641,175 R87,743,740 10%
Expenditure:
Employees R36,176,324 R39,012,719 R38,701,844 R34,520,974 -12%
Repairs and Maintenance R5,729,276 R7,235,141 R7,040,773 R5,131,353 -29%
Other R22,665,240 R26,009,758 R26,505,597 R20,633,336 -21%
Total Operational Expenditure R64,570,840 R72,257,618 R72,248,214 R60,285,662 -17%
Net Operational Expenditure R-33,426,441 R-7,467,709 R-14,392,961 R-27,458,078 268%
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 3.2.8
Chapter 3 – Service Delivery Performance (Report Part I) \ REPORT – 2017/18
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Capital Expenditure : Sanitation Services
R' 000
Capital Projects
2017/2018
Budget Adjustment Budget
Actual Expenditure
% Variance from adjusted budget
Total Project Value
Total All R53,843,346 R27,023,350 R24,988,460 -8%
Sewerage Replace Sewer Lines M/Burg/Mhluzi (550/... R165,000 R125,000 R62,400 -50.1% R62,400
Replace Pumps (552/...) R410,000 R450,000 R353,546 -21.4% R353,546
Replace Equipment Kwaza WWTW (553/...) R400,000 R400,000 R326,865 -18.3% R326,865
Refurbish Blinkpan WWTW R150,000 R150,000 R118,497 -21.0% R118,497
Refurbish Komati WWTW (547/...) R180,000 R300,000 R155,716 -48.1% R155,716
Sewerage Connections (551/...) R188,350 R188,350 R28,024 -85.1% R28,024
Rural Sanitation (547/...) R900,000 R2,280,000 R2,205,858 -3.3% R2,205,858
Replace Boskrans WWTW Equipment (552/...) R150,000 R150,000 R10,600 -92.9% R10,600
Upgrade Boskrans Sewer Plant (552/...) R9,999,996 R3,082,734 R2,470,216 -19.9% R2,470,216
Sanitation For Newtown X1A (550/...) R - R162,500 R162,500 0.0% R162,500
Upgrading sleeping quarters Presidents water (547/…) R350,000 R350,000 R345,228 -1.4% R345,228
Design & construction WWTW (547/...) R - R130,000 R94,900 -27.0% R94,900
Sewerage Network X 33 (550/...) R700,000 R1,100,000 R545,294 -50.4% R545,294
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Boskrans WWTW Phase 2 (552/...) R40,000,000 R17,904,766 R17,904,766 0.0% R17,904,766
Outfall Sewer Lines Mall &German Dev (550/…) R250,000 R250,000 R204,050 -18.4% R204,050
Total project value represents the estimated cost of the project on approval by council (including past and future expenditure as appropriate. T 3.2.9
COMMENT ON THE OVERALL PERFORMANCE OF SANITATION SERVICES
The aim is to ensure provision of new sanitation while upgrading existing. The department
has serviced more than 400 stands in Newtown. In addition, 395 stands have also been
serviced in Kwazamokuhle Ext 8, 170 stands in Rockdale, and 133 stands in Aerorand West.
Planning for servicing of Kwamokuhle Extension 9 will be in the next financial year.
Phase I upgrade of the Boskrans Waste Water Treatment Works has been completed. The
new Inlet Works under Phase II upgrading was completed in November 2017, and
commissioning of the works commenced in December 2017.
T 3.2.10
3.3. ELECTRICITY
INTRODUCTION TO ELECTRICAL ENGINEERING
The Electrical Engineering Services Department is licensed to supply the following areas with
electricity: Middelburg, Hendrina, Kwazamokuhle, Doornkop (Piet Tlou), Komati, Blinkpan,
and Koornfontein. The structure of the department comprises the following divisions:
Customer Services and Connections, Substation Automation, and Planning and Designs.
Customer Services and Connections Division’s functions are as follows:
Tariffs determination and management
Management of not more than 80A electrical connections and meters
Premises electrical installation safety compliance
Implementation of the Free Basic Electricity Policy
Streetlight maintenance
Substation Automation Division’s functions are as follows:
Management and implementation of all types of electrical maintenance
Operating in terms of the Operating Regulations for High Voltage Systems (ORHVS)
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Continuity of supply, and safety of personnel and equipment
Preparations of annual reports in terms of NERSA requirements
Power outage management
Maintenance of Electrical Network and equipment
Planning and Design Division’s functions are as follows:
Implementation of capital projects
Preparation and approval of electrical designs
Compilation and implementation of IDP, Budget, and SDBIP
Project management
Management of the Supervisory Control and Data Acquisition (SCADA) system
The main planning strategies for the department are as follows:
Installation of bulk to cater for services
Increasing the supply capacity of substations in response to increasing demand
Implementation of the Electricity master plan
Installation and upgrade of and equipment to render a service
Providing and connections to all new developments when required
Implementing the Free Basic Electricity Policy
Discouraging tampering by using real-timemonitoring systems
Developing a policy and encouraging the utilisation of alternative energy
Contributing towards the mitigation of climate change impacts by reducing carbon
emissions
In line with the above-listed strategies, the following were achieved:
Electrification of 100 stands in Kwazamokuhle Extension 8
Electrification of 200 Stands in Newtown was upgraded by replacing meter boxes,
replacement of an MV and LV cable in order to ensure reliability of power supply.
Installation of high masts in Mhluzi (x6) and (x3) in Kwazamokuhle Extension 8.
Upgrade of high masts lights in Mhluzi, Kwazamokuhle and Newtown
T 3.10.1
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Electricity Service Delivery Levels
Households
Description
2014/2015 2015/2016
2016/2017
2017/2018
Actual Actual Actual Actual
No. No. No. No.
Energy: (above minimum level).
Electricity (at least min. service level). 2 450 3 566 3 450 3 265
Electricity – prepaid (min. service level). 37 857 37 380 37 066 36 891
Minimum Service Level and Above (subtotal). 40 307 40 946 40 516 40 958
Minimum Service Level and Above (percentage). 62.04% 55.79% 46.72% 51,43
Energy: (below minimum level).
Electricity (<min. service level). 0 0 0 0
Electricity – prepaid (<min. service level). 0 0 0 0
Other energy sources. 0 0 0 0
Below Minimum Service Level (subtotal). 0 0 0 0
Below Minimum Service Level (percentage). 0 0 0 0
Total number of households. 64 971 73 395 76 715 79638
T 3.3.3
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Electricity Service Policy Objectives Taken From IDP
Service Objectives
Outline Service Targets 2016/2017 2017/2018 2018/19
Target Actual Target Actual Target
Service Indicators
*Previous Year
*Previous Year
*Current Year
*Current Year
(i) (ii) (iii) (iv) (v) (vi) (vii) (viii)
To ensure the provision of affordable and sustainable basic services by upgrading existing and providing new
To provide efficient and sustainable electricity supply to consumers throughout the Municipal area.
% of HHs with access to electricity in the licensed area.
60.8% (321 additional household)
283 additional household
51,4% (450 additional household)
450 additional household
546 additional household
300 additional household
% of area outages successfully restored within 4 hours (other than equipment failure).
83% 81% 85% 75% 68% 75%
% of area outages successfully restored within 12 hours (equipment failure, e.g. switchgear, mini-substations, transformers.
75%
20% 80% 82%
No equipment failure encountered during 2017/18 financial year. 82%
5 of free basic services consumers register for free basic electricity.
100% 302 Consumers
100% 300 Consumers
126 Consumers
100%
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Employees - Electrical Services
Years 1- (2017) YEAR 0 (2018)
Job Level Employee number Posts Number
Employee number Vacancies Vacancies %
0-3 3 4 4 0 0
4-6 6 7 5 2 29
7-9 34 37 34 3 8
10-12 17 19 18 1 5
13-15 1 1 1 0 0
16-18 17 19 18 1 5
19-20 29 29 25 4 14
Total 107 116 105 11 9
Financial Performance : Electricity Services
2017/2018
R'000
Details
2016/2017 2017/2018
Actual Original Budget
Adjustment Budget
Actual Variance to Budget
Total Operational Revenue R556,122,250 R550,555,645 R556,182,548 R540,310,592 -2%
Expenditure:
Employees R39,696,580 R44,008,519 R44,999,922 R43,491,290 -1%
Repairs and Maintenance R22,651,161 R27,017,772 R27,955,372 R23,029,266 -15%
Other 439,399,432
461,438,268
460,126,630
440,822,927 -4%
Total Operational Expenditure R501,747,173 R532,464,559 R533,081,924 R507,343,483 -5%
Net Operational Expenditure R54,375,077 R18,091,086 R23,100,624 R32,967,109 82%
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 3.3.7
COMMENT ON THE OVERALL PERFORMANCE OF ELECTRICITY SERVICES
In line with the above-listed strategies, the following were achieved:
Electrification of 100 stands in Kwazamokuhle Extension 1
Electrification of 200 Stands and provision of link in Newtown
was upgraded by replacing meter boxes, replacement of an MV and LV
Chapter 3 – Service Delivery Performance (Report Part I) \ REPORT – 2017/18
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Cable in order to ensure reliability of power supply.
Installation of high masts in Mhluzi (x6) and (x3) in Kwazamokuhle Extension 8.Installation of streetlights in Dr Mandela Road.
Upgrade of streetlights Newtown, Mhluzi and Kwazamokuhle
3.4. WASTE MANAGEMENT (THIS SECTION TO INCLUDE: WASTE
COLLECTIONS, WASTE DISPOSAL, STREET CLEANING, AND RECYCLING)
INTRODUCTION TO ENVIRONMENTAL AND WASTE MANAGEMENT
Waste removal service
The total number of households with access to waste removal services is 73939, which
brings the total percentage of households with access to waste removal service to 85.26%.
The Municipal service extends to all Municipal towns and Eskom towns but excludes the
mining towns – which are self-serviced – Somaphepha, Mafube, and rural areas. Waste
removal service is also provided at Kranspoort and Sikhululiwe Village using a communal
waste storage facility or bins. The Middelburg area is experiencing spatial growth, both
residential and business areas. As a result, the current departmental resources are under
pressure to meet the demand for waste collection.
The garden waste removal service is provided through private contractors, and a total of
about 20876 households are beneficiaries of the project with a total budget of about R11
Million. The service will be maintained in the following areas within the Municipality during the
2018/2019 financial year: Mhluzi, Hlalamnandi, Nasaret, Middelburg Ext 24, and Rockdale.
The street cleaning and clearing of illegal dumping
The street cleaning and clearing of illegal dumping services is done by permanent and
temporary employees for all the streets in towns, main entrances, and open spaces.
Temporary employees are appointed to assist with street cleaning services. The garden
service project incorporates street cleaning in certain identified areas. The clearing of illegal
dumping is done through Municipal officials and private contractors.
Waste storage and disposal
Currently, there are nine (9) waste transfer stations within the Municipality which are located
in Hendrina, Komati, Rietkuil, Doornkop, Dennisig, Rockdale, Middelburg Ext 49, Sikhululiwe
and Bankfontein. There is one class B permitted landfill site in Middelburg. The Middelburg
landfill site was extended due to the challenge experienced with the spatial growth and lack
of air space at the landfill site. Construction of about 9 160m2 disposal cell was done in the
2017/2018 financial year through MIG funds.
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Recycling
There only is one buy-back centre in Mhluzi, and reclamation activities are taking place at the
landfill site in Middelburg. A total of 1903 tons of recyclables were processed at the Buy back
centre and a total of 6505 tons were reclaimed at the landfill site for 2017/18 finacial year.
The Municipality also has a database of informal recyclers within the Municipal area.
Environmental education and awareness
A total of 12 awareness campaigns were conducted during the course of the financial year.
Measures taken to improve performance include the acquisition of additional equipment
(three rear-end loading compactors) annually and appointment of additional personnel to
meet the increasing demand for waste management services. They also include the
introduction of the garden waste removal service which is incorporated with street cleaning in
historically disadvantaged areas; five companies were appointed for a period of 12 months
and the contract was extended with few months.
All indigent households, including those at informal settlements (Newtown), are provided
with a kerbside waste collection service at least once a week. Where there is no kerbside
waste collection services, bulk containers are provided in certain areas at strategic points for
collection by the Municipality.
Solid Waste Service Delivery Levels
Households
Description 2016/2017 2016/2017 2017/2018
Solid Waste Removal: (Minimum level)
Removed at least once a week 62284 67086 73939
Minimum Service Level and Above (subtotal) 62284 67086 73939
Minimum Service Level and Above (percentage) 95.86% 77.4 % 85.26%
Solid Waste Removal: (Below minimum level)
Removed less frequently than once a week
Using communal waste dump
Using own waste dump
Other rubbish disposal
No rubbish disposal 2687 19627 12774
Below Minimum Service Level (subtotal) 2687 19627 12774
Below Minimum Service Level (percentage) 4.14 22.6% 14.74%
Total number of households 64 971 86713 86713
T 3.4.2
Waste Management Service Policy Objectives Taken From IDP
Service Objectives Outline Service Targets
2016/2017 2017/2018 2018/2019
Target Actual Target Actual
Service Indicators *Previous Year
*Previous Year
*Current Year
*Current Year
(i) (ii) (iii) (iv) (v) (vi) (vii) (viii)
To ensure a clean and healthy environment through the provision of regular waste removal services to existing and new developments
*% of HHs with access to solid waste removal services.
HHs with access to waste removal services by June 2018.
96.3% 64971 of HH with waste removal service by June 2017.
62284 of HH with access to solid waste removal services by June 2017 additional of 69 HH, 0.1% increase 95.86%.
96.3% 64971 of HH with waste removal service by June 2017.
85.38% of HH with access to solid waste removal services (0.46% (400) additional) serviced by June 2018.
85.26% of HH with access to solid waste removal services (295 additional) by June 2018.
85.38% of HH with access to solid waste removal services (0.46% (400) additional) serviced by June 2018.
% of additional commercial, institutional, and industrial centres with access to solid waste removal services.
Additional commercial, institutional, and industrial centres serviced by June 2018.
4 Additional commercial centers to be serviced by June 2017.
2 additional commercial centres serviced by June 2017
4 Additional commercial centers to be serviced by June 2017.
04 new businesses with access to solid waste removal services buy June 2018.
04 new businesses with access to solid waste removal services by June 2018.
04 new businesses with access to solid waste removal services by June 2018.
Number of households provided with garden waste services.
HHs provided with garden waste services.
20876 HH Maintained with garden waste removal services by June 2017.
20876 HH maintained with Garden waste removal services by June 2017.
20876 HH maintained with Garden waste removal services by June 2017.
20876 existing HH maintained with garden waste removal services by June 2018.
20876 existing HH maintained with garden waste removal services by June 2018.
20876 HH maintained with Garden waste removal services by June 2018.
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Waste Management Service Policy Objectives Taken From IDP
Service Objectives Outline Service Targets
2016/2017 2017/2018 2018/2019
Target Actual Target Actual
Service Indicators *Previous Year
*Previous Year
*Current Year
*Current Year
(i) (ii) (iii) (iv) (v) (vi) (vii) (viii)
% compliance with permit conditions (Landfill site).
Compliance with permit conditions.
78% Compliance with permit conditions by June 2017.
92% compliance with permit conditions by June 2017.
92.2 % Compliance with permit conditions as at 31 March 2017.
93% compliance with permit conditions by 2018.
80% compliance with permit conditions by 2018.
93% compliance with permit conditions by June 2018.
% compliance with permit conditions (Transfer stations).
Compliance with permit conditions and standards.
Report not available at a time of reporting.
65% compliance with permit conditions by June 2017.
70% compliance with permit conditions by June 2017.
70 % compliance with permit conditions by June 2018.
52.75 % compliance with permit conditions by June 2018.
70 % compliance with permit conditions by June 2018.
% progress towards feasibility of a new landfill site.
Progress towards feasibility of a new landfill site by June 2018.
Project
completed.
Project
completed.
Project
completed.
Project
completed.
Project
completed.
Not targeted.
To ensure maintenance of greenest municipality status
Number of GMC reports submitted to Province.
GMC reports submitted to Province.
4 reports submitted to Province.
4 reports submitted to Province by June 2017.
4 reports submitted to Province by June 2017.
4 reports submitted to province by June 2018.
4 reports submitted to province by June 2018.
4 reports submitted to province by June 2018.
To ensure compliance with national legislation/policies by reducing the amount of waste disposed at landfill sites through the implementation of appropriate waste minimization strategies.
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Waste Management Service Policy Objectives Taken From IDP
Service Objectives Outline Service Targets
2016/2017 2017/2018 2018/2019
Target Actual Target Actual
Service Indicators *Previous Year
*Previous Year
*Current Year
*Current Year
(i) (ii) (iii) (iv) (v) (vi) (vii) (viii)
Number of waste minimization projects.
Waste minimization projects established by June 2018.
1 waste minimization project established by June 2017.
1 waste minimization project established by June 2017.
1 waste minimization project established by June 2017.
1 Waste minimization project implemented in partnership with private organizations by June 2018.
1 Waste minimization project implemented in partnership with Coca Cola Beverages South Africa by June 2018.
1 Waste minimization project implemented in partnership with private organizations by June 2018.
To contribute towards the growth of the green economy through implementation of waste projects
Number of Full Time Equivalent (FTE) jobs created to improve the level of employment.
FTEs created by the end of June 2018.
80 FTE’s jobs created in the waste sector by end of June 2017.
131.59 FTE’s jobs created in the waste sector by end of June 2017.
80 FTE’s jobs created in the waste sector by end of June 2017.
133 FTE’s jobs created in the waste sector by end of June 2018.
148.53 FTE’s
jobs were
created in the
waste section
by June 2018.
133 FTE’s jobs created in the waste sector by end of June 2018.
To ensure that people are aware of the impact of waste on their health, well-being, and the environment.
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Waste Management Service Policy Objectives Taken From IDP
Service Objectives Outline Service Targets
2016/2017 2017/2018 2018/2019
Target Actual Target Actual
Service Indicators *Previous Year
*Previous Year
*Current Year
*Current Year
(i) (ii) (iii) (iv) (v) (vi) (vii) (viii)
Number of environmental awareness campaigns conducted.
Awareness campaigns to be conducted by June 2018.
12 Awareness campaigns to be conducted by June 2017.
64 environmental awareness campaigns conducted June 2017.
12 awareness campaigns to be conducted by June 2017.
12 environmenta
l public participation sessions conducted in 5 public areas, 4 schools and 3 wards by June 2018.
12
environmental
public
participation
sessions
conducted by
June 2018
12 environmental
public
participation
sessions
conducted in 5
public areas, 4
schools and 3
wards by June
2018
Employees - Solid Waste Management
Years 1- (2017) YEAR 0 (2018)
Job Level Employee number Posts Number
Employee number Vacancies Vacancies %
0-3 1 1 1 0 0
4-6 2 2 2 1 50
7-9 2 2 2 0 0
10-12 7 7 7 1 14
13-15 22 23 21 2 9
16-18 9 10 9 1 10
19-20 151 156 151 5 3
Total 194 201 193 10 5
Financial Performance : Solid Waste Management Services
2017/2018
R'000
Details
2016/2017 2017/2018
Actual Original Budget
Adjustment Budget
Actual Variance to Budget
Total Operational Revenue R93,311,909 R98,561,283 R101,464,266 R101,049,167 3%
Expenditure:
Employees R42,027,072 R48,598,773 R47,769,211 R46,710,832 -4%
Repairs and Maintenance R3,315,210 R3,567,221 R3,230,869 R2,762,931 -23%
Other R33,143,289 R34,789,629 R35,716,072 R33,379,747 -4%
Total Operational Expenditure R78,485,572 R86,955,623 R86,716,152 R82,853,511 -5%
Net Operational Expenditure R14,826,337 R11,605,660 R14,748,114 R18,195,657 57%
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 3.4.7
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Capital Expenditure : Waste Management Services
Capital Projects
2017/2018
Budget Adjustment Budget
Actual Expenditure
% Variance from adjusted budget
Total Project Value
Total All R 12,605,000 R 14,380,023 R 14,256,826 -1%
New LDV (420/...) R500,000 R987,775 R319,500 -68% R319,500
Replace 1.75 Cub Meter Containers (420/...) R165,000 R160,204 R142,989 -11% R142,989
Replace Street Bins (420/...) R80,000 R80,000 R67,850 -15% R67,850
New Skip Loader Truck (420/...) R - R1,524,633 R1,524,633 0% R1,524,633
6m3 Tipper truck (420/...) R1,450,000 R1,232,650 R1,221,350 -1% R1,221,350
20.5m3 Refuse compactor (420/...) R3,500,000 R3,271,900 R3,271,900 0% R3,271,900
Upgrade Waste Transfer Station Hendrina (422/...) R200,000 R171,050 R171,050 0% R171,050
Extend Middelburg Landfill Site (430/...) R6,000,000 R5,949,994 R5,949,994 0% R5,949,994
New Trailer For Containers (420/...) R500,000 R500,000 R392,150 -22% R392,150
Guardhouse Rietkuil Waste Transfer Station (422/...) R70,000 R - R - 0% R -
Palisade Gate Dennesig Waste Transf Station (422/) R140,000 R119,500 R119,500 0% R119,500
Replace Street bins (420/...) R - R150,000 R128,700 -14% R128,700
Guardhouse Rietkuil Waste Transfer station (422/...) R - R232,317 R222,233 -4% R222,233
Rehablitation Landfill Site: 430 R - R - R724,977 0% R724,977
Total project value represents the estimated cost of the project on approval by council (including past and future expenditure as appropriate. T 3.4.9
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61
COMMENT ON THE OVERALL PERFORMANCE OF ENVIRONMENTAL AND WASTE MANAGEMENT
Waste collection: An additional 295 HHs were provided with the waste collection service and
04 new businesses were serviced in 2017/18.The department is aiming to increase access to
waste removal services by 400 HH and 4 businesses in 2018/2019 financial year. The service
is also inundated with challenges posed by inadequate resources and an aging fleet and the
rate at which the development is growing. To address these challenges, a detailed
investigation will be carried out to ascertain the status quo and make recommendations for
improvement.
In addition, the Municipality will be replacing the aged fleet every year. The department will
maintain garden waste services at 20 876 in the 2018/2019 financial year. The service could
not be extended to other areas due to shortage of resources. The Municipality is investigating
alternative methods of providing the service that can include the collection of garden waste.
Street cleaning service: Street cleaning was done by own and temporary personnel through
the EPWP programme. 10 temporary personnel were appointed for street cleaning. Street
cleaning and litter picking is also done by garden waste contractors. The Shortage of staff is
making it difficult to maintain the Town, open spaces, parks and streets clean at all times.
Illegal dumping: The clearing of illegal dumping is done through Municipal officials and
private contractors. The Municipality is failing to keep the area clean and free of illegal
dumping due to shortage of resources. Awareness campaigns are conducted as per the
Departmental schedule in order make people aware of the impacts and consequences of
illegal dumping. Illegal dumping within the Municipal area is increasing at an alarming rate.
Waste storage and disposal facilities: Currently, there are nine (9) waste transfer stations
within the Municipality which are located in Hendrina, Komati, Rietkuil, Doornkop, Dennisig,
Rockdale, Middelburg Ext 49, Sikhululiwe and Bankfontein. There is one class B permitted
landfill site in Middelburg. The Middelburg landfill site was extended due to the challenge
experienced with the spatial growth and lack of air space at the landfill site.
The absence of a landfill site in Hendrina increases transport costs for the disposal of waste
in Middelburg landfill. There is a need for a landfill site to cater for Hendrina and surrounding
areas. Investigation is currently underway for the establishment of landfill sites in Middelburg.
The closure of Eskom disposal site in Rietkuil has put on an immense pressure on the transfer
station and illegal dumping is increasing vastly in the area. The transfer station does not have
a capacity to handle the quantities of incoming waste. Investigation is being done to upgrade
the existing transfer station or to establish a bigger facility.
There is a need to establish waste transfer stations in areas such as Presidentsrus and
Kranspoort to reduce the haulage costs for the disposal of waste at Middelburg landfill site.
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Awareness and waste minimization programmes: Twelve (12) awareness campaigns
were done in the 2017/2018 financial year. One waste minimization project was done in
partnership with Coca-Cola Beverages South Africa. Waste minimization project is planned
to be implemented at Sikhululiwe waste transfer station. There is a need for buy back in
Hendrina and a material reclamation facility in Middelburg to improve recycling.
3.5. HOUSING
INTRODUTION TO HOUSING SERVICES
Steve Tshwete Local Municipality subscribes to the notion of integrated and sustainable human
settlements. Therefore the identification and acquisition of well-located land, adequate access
to Municipal services, social and economic annuities including transport services continued to
be the key determinant to achieve high levels of integration and sustainable human
settlements. Steve Tshwete Local Municipality was granted level 2 accreditation status
therefore imply that the Municipality is expected to perform Level 1 accreditation functions
which entail beneficiary management, subsidy budget planning and allocation and Level 2
accreditation functions which entail full programme and project management in addition to the
level 1 accreditation functions. In the 2016/2017 financial year 525 housing opportunities have
been allocated to qualifying beneficiaries. Subsequently in the 2017/2018 financial year 316
housing opportunities have been allocated to qualifying beneficiaries. In the 2018/2019
financial year the process to allocate housing opportunities is underway. Thus far 781
houses handed over. It is important to highlight: that the number of housing opportunities per
financial year is directly dependent on the number of housing subsidies approved. Perhaps it
is also relevant to state that 1389 housing beneficiaries have benefitted from the housing
consumer education programme through one on one sessions and interactive workshops
during the year under review.
In addition, the inter-governmental framework that advocates cooperation and collaboration
amongst the different spheres of Government to deliver services that the citizens are entitled
to is very critical to promote efficient and effective housing delivery. As a result the Municipality
has not experienced community upheavals due to fair administrative practises and strict
adherence to transparency. However the mismatch between housing delivery and housing
demands continues to be a source for grave concern for the Municipality in general and the
Department of Human Settlements in particular. It is also worth mentioning that the private
sector enterprises (e.g. South32 Coal, Exxaro Coal and Wescoal Mining) contribution to reduce
the backlog through their social labour plans initiatives has been noted with the greatest
commendation.
The Municipality has been actively participating in the processes that led to the development
and publishing of the Human Settlements white paper that would eventually lead to the
promulgation of the Human Settlements Act in the near future.
T 3.5.2
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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
2015/2016 66 799 55 759 83.4%
2016/2017 86 713 71 022 81,9%
2017/2018 86 714 71.338 82%
T 3.5.2
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Housing Service Policy Objectives Taken From IDP
Service Objectives Outline Service Targets
2016/2017 2017/2018 2018/2019
Target Actual Target Actual Target
Service Indicators *Previous Year
*Previous Year
*Current Year
*Current Year
(i) (ii) (iii) (iv) (v) (vi) (vii) (viii)
To provide safety and security to human life
To ensure effective coordination and implementation of housing provision.
Number of consumers educated.
1 000 1 880 1 880 500 316 500
To prevent illegal occupation of land.
Number of notices issued.
100
127
127
100 110 110
Number of illegal structures demolished.
10 72 72 20 19 20
T 3.5.3
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Employees - Housing
Years 1- (2017) YEAR 0 (2018)
Job Level Employee number Posts Number
Employee number Vacancies Vacancies %
0-3 1 1 1 0 0
4-6 2 2 2 0 0
7-9 4 5 5 0 0
10-12 19 22 19 3 14
13-15 0 0 0 0 0
16-18 0 0 0 0 0
19-20 0 0 0 0 0
Total 26 30 27 3 10
Financial Performance : Housing Services
2017/2018
R'000
Details
2016/2017 2017/2018
Actual Original Budget Adjustment Budget
Actual Variance to Budget
Total Operational Revenue R318,229 R1,500 R742,274 RR13,282 785%
Expenditure:
Employees R9,739,324 R11,889,833 R10,783,716 R9,869,265 -17%
Repairs and Maintenance R879,519 R232,555 R357,455 R202,804 -13%
Other R1,697,269 R1,968,386 R2,221,814 R886,360 -55%
Total Operational Expenditure R12,316,112 R14,090,774 R13,362,985 R10,958,429 -22%
Net Operational Expenditure R11,997,883 R14,089,274 R12,620,711 R10,945,147 -22%
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
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Capital Expenditure : Housing Services
Capital Projects
2017/2018
Budget Adjustment Budget
Actual Expenditure
% Variance from adjusted budget
Total Project Value
Total All R365,000.00 R1,059,000.00 R 1,016,655.00 -4%
Replace motorbikes (460/...) R365,000.00 R365,000.00 R326,955.00 -10% R326,955.00
New LDV (454/...) R - R332,000.00 R330,500.00 0% R330,500.00
New LDV (454/...) R - R332,000.00 R330,500.00 0% R330,500.00
New Sign Boards (452/...) R - R30,000.00 R 28,700.00 -4% R28,700.00
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 OVERALL PERFORMANCE OF HOUSING SERVICES
The Department of Housing Services overall performance for 2017/2018 financial year is
satisfactory. However serious delays in handing over houses caused by procurement
challenges in some of the projects hampered the housing delivery performance. In order to
avert unnecessary community protests that generally happen due to lack of information the
Department resolved to upscale the implementation of housing consumer education initiatives
It must be borne in mind that STLM is implementing all National and Provincial programmes
delegated to the Municipality in terms of the Municipality Accreditation framework developed
by the National Department of Human Settlements.
3.6. FREE BASIC SERVICES AND INDIGENT SUPPORT
INTRODUCTION TO FREE BASIC SERVICES AND INDIGENT SUPPORT
The purpose of the indigent policy is to implement the national initiative to improve the lives of
indigents and to improve access to free basic services. The policy is aimed at providing a social
safety net to relieve poverty within communities.
The indigent policy has three (3) parts, namely:
Physical access to the Municipal services;
Functional and maintenance of services provided; and
Access to services must be properly targeted.
The Council does not have a social welfare division to keep a register of and to evaluate all
applications for indigent support. A control system linked to the demand for electricity current
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(circuit breaker size) must be operated and maintained. This means that all residential
consumers for whom it is possible to receive electricity current limited to and controlled by a
20-amp circuit breaker qualify for the free services.
The following free basic services are provided to qualifying indigents:
50kWh (units) of free basic electricity per month.
10kL of free water per month.
100% rebate on assessment rates.
The waste removal rate in respect of indigents, which will be fully discounted.
The sewerage rate in respect of indigents, which will be fully discounted.
T 3.6.1
YEAR Free Basic Water
Free Basic Sanitation
Free Basic Electricity
Free Basic Refuse
-
2 000
4 000
6 000
8 000
10 000
12 000
14 000
16 000
18 000
20 000
Free Basic Water Free Basic Sanitation Free Basic Electricity Free Basic Refuse
Ho
use
ho
lds
('00
0)
Free Basic Household Services
2013/2014
2014/2015
2015/2016
2016/2017
Data sourced from MBRR A10
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2013/2014 12,681
17,100
13,722
16,740
2014/2015 13,500
17,384
14,252
16,977
2015/2016 13,783
17,730
16,237
17,286
2016/2017 14,452
17,738
16,707
17,227
2017.2018
Free Basic Service Policy Objectives Taken From IDP
Service Objectives
Outline Service Targets
2016/2017 2017/18
Target Actual Target Actual Target
Service Indicators
*Previous Year
*Previous Year
*Current Year
*Current Year
(i) (ii) (iii) (iv) (v) (vi) (vii)
Provision of alternative support to low-income households that receive all free basic services.
Number of indigent households.
18 107 18 107
18107
17738
T 3.6.5
Financial Performance : Cost to Municipality of Free Basic Services Delivered
2017/2018
Services Delivered
2016/2017 2017/2018
Actual Budget Adjustment Budget
Actual Variance to Budget
Water R26,575,466 R29,522,124 R24,243,461 R22,123,474 -25%
Waste Water (Sanitation) R17,822,580 R20,025,800 R20,206,784 R20,336,703 2%
Electricity R8,061,524 R8,827,932 R8,227,932 R8,004,498 -9%
Waste Management (Solid Waste) R22,590,691 R24,769,835 R25,283,674 R25,436,846 3%
Total R75,050,261 R83,145,691 R77,961,851 R75,901,521 -9%
COMMENT ON FREE BASIC SERVICES AND INDIGENT SUPPORT
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The Municipality has a self-managing indigent support system where indigent residents
decide for themselves whether they will be able to manage with only a 20-amp electricity
supply. The number of indigents decreased during the year by 369 to 17 738 mainly due to
the review of the indigent register to remove those that do not qualify for the support. Indigent
relief is annually provided from an equitable share to the amount of R70.1 million.
T 3.6.6
COMPONENT B: ROAD TRANSPORT ANDSTORM WATER DRAINAGE
This component includes roads and waste water (storm water drainage).
3.7. ROADS
INTRODUCTION TO ROADS
The strategy is to ensure the provision of road and storm water , while upgrading existing in
all new developments, and existing areas as well as maintaining existing roads. The current
baseline is at 77.45 km of new roads constructed through capital budget funding. Municipal
funds are utilized for the construction of roads in middle- and high-income areas, while the
MIG is utilised for construction of new roads in low-income areas.
T 3.7.1
Gravel Road
Kilometres
Total gravel roads
New gravel roads constructed
Gravel roads upgraded to tar
Gravel roads graded/maintained
2015/2016 174.64 0 7.56 186.77
2016/2017 162.44 3.96 7.51 190.40
2017/2018 153.77 0 8.67 220.26
T 3.7.2
Tarred Road
Kilometres
Total tarred roads
New tar roads
Existing tar roads re-tarred *(rebuild roads)
Existing tar roads re-sheeted *(resealed roads)
Tar roads maintained
2015/2016 653.81 7.563 0.00 9.33 2016/2017 668.07 7.511 0.28 7.08
2017/2018 696.74 8.674 0.459 22.086
T 3.7.3
Cost of Construction/Maintenance
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Gravel Tar
New Gravel – Tar Maintained New Reworked Maintained
2015/2016 R - R37 447 830 R812 220 R37 447 830 R - R9 400 000
2016/2017 R60 000 R48 745 899 R39 758 339 R2 250 000 R9 700 000
2017/2018 R - R51 288 920 R51 288 920 R3 210 000 R12 000 000.00
T 3.7.4
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Road Service Policy Objectives Taken From IDP
Service Objectives
Outline Service Targets
2016/2017 2017/2018 2018/2019
Target Actual Target Actual
Service Indicators
*Previous Year
*Previous Year
*Current Year
*Current Year
(i) (ii) (iii) (iv) (v) (vi) (vii) (viii)
To ensure provision of affordable and sustainable basic services by upgrading existing and providing new
To ensure the provision of new roads and storm water while upgrading existing.
kms of newly tarred roads constructed. kms of new storm water systems constructed.
7.00 4.00
7.51 5.82
7.00 4.00
7.00 4.00
8..674 7.735
7 4
kms of gravel roads graded and bladed.
150.00 194.40 150 150 220.26 150
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Employees - Roads and Storm water
Years 1- (2017) YEAR 0 (2018)
Job Level Employee number Posts Number
Employee number Vacancies Vacancies %
0-3 1 3 2 1 33
4-6 3 3 3 0 0
7-9 3 4 4 0 0
10-12 8 7 6 1 14
13-15 5 4 4 0 0
16-18 7 7 6 1 14
19-20 62 73 69 4 5
Total 89 101 94 7 7
Financial Performance : Road Services
2017/2018
R'000
Details
2016/2017 2017/2018
Actual Original Budget
Adjustment Budget
Actual Variance to Budget
Total Operational Revenue R21,375,420 R16,933,695 R26,520,222 R26,497,201 56%
Expenditure:
Employees R16,195,734 R21,130,078 R22,499,629 R21,457,903 2%
Repairs and Maintenance R3,622,592 R5,414,422 R5,077,487 R5,068,236 -6%
Other R55,091,887 R61,899,990 R61,079,183 R58,776,186 -5%
Total Operational Expenditure R74,910,213 R88,444,490 R88,656,299 R85,302,325 -4%
Net Operational Expenditure R53,534,793 R71,510,795 R62,136,077 R58,805,124 -18%
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 3.7.8
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Capital Expenditure : Road Services
Capital Projects
2017/2018
Budget Adjustment Budget
Actual Expenditure
% Variance from adjusted budget
Total Project Value
Total All R 56,638,920 R69,485,249 R69,376,397 0%
Paving & Kerbs Hendrina & Kwaza W1 (542/...) R200,000 R200,000 R193,196 -3% R193,196
Roads Middelburg Replace Road Barriers (540/...) R100,000 R100,000 R98,780 -1% R98,780
Upgrade Bridges (540/...) R200,000 R200,000 R199,046 0% R199,046
Roads Aerorand West W12 (540/...) R12,000,000 R13,370,000 R13,369,924 0% R13,369,924
Paving & Kerbs Villages & Rural W4 (543/...) R200,000 R200,000 R193,366 -3% R193,366
Replace Paving & Kerbs (540/...) R250,000 R 250,000 R249,899 0% R249,899
Roads New Taxi Laybyes W1 (540/...) R100,000 R100,000 R99,273 -1% R99,273
Roads Hendrina W3 (542/...) R2,200,000 R2,110,000 R2,105,938 0% R2,105,938
Roads New Taxi Lay byes W2 (540/...) R100,000 R100,000 R99,273 -1% R99,273
Roads New Taxi Lay byes W25 (540/...) R100,000 R100,000 R99,273 -1% R99,273
Roads Middelburg Reseal Roads M/burg W17 (540/...) R500,000 R311,778 R311,778 0% R311,778
Reseal Roads Hendrina/Kwaza Ward 2 (542/...) R300,000 R 296,539 R296,539 0% R296,539
Reseal Roads Rural & Eskom Towns (543/...) R1,500,000 R1,532,506 R1,532,505 0% R1,532,505
Replace Equipment (542/...) R170,000 R155,000 R154,420 0% R154,420
Roads Middelburg Reseal Roads R500,000 R179,003 R179,003 0% R179,003
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M/burg W20 (540/...)
Roads Middelburg Reseal Roads M/burg W21 (540/...)
R500,000
R374,345
R374,345
0%
R374,345
Roads Middelburg Reseal Roads M/burg W15 (540/...) R1,200,000 R185,881 R185,801 0% R185,801
Roads Middelburg Reseal Roads M/burg W14 (540/...) R500,000 R887,650 R887,649 0% R887,649
Roads Middelburg Reseal Roads M/burg W13 (540/...) R1,200,000 R2,133,654 R2,133,654 0% R2,133,654
Roads Middelburg Reseal Roads M/burg W12 (540/...) R500,000 R 283,048 R283,047 0% R283,047
Roads Middelburg Reseal Roads M/burg W11 (540/...) R500,000 R1,612,539 R1,612,539 0% R1,612,539
-Roads Middelburg Reseal Roads M/burg W10 (540/...) R500,000 R142,690 R142,690 0% R142,690
Roads Middelburg Reseal Roads M/burg W8 (540/...) R500,000 R308,390 R308,390 0% R308,390
Roads Middelburg Reseal Roads M/burg W16 (540/...) R500,000 R1,058,107 R1,048,106 -1% R1,048,106
Roads Middelburg Reseal Roads M/burg W22 (540/...) R500,000 R - R - 0% R -
Roads Middelburg Reseal Roads M/burg W23 (540/...) R1,100,000 R794,345 R 794,171 0% R794,171
Roads Middelburg Reseal Roads M/burg W25 (540/...) R500,000 R398,681 R398,681 0% R398,681
Reseal Roads Hendrina/Kwaza Ward 1 (542/...) R700,000 R665,324 R633,249 -5% R633,249
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Reseal Roads Hendrina/Kwaza Ward 3 (542/...) R500,000 R499,541 R473,645 -5% R473,645
Middelburg Reseal Roads W28
R - R110,150 R92,221 -16% R92,221
Middelburg Reseal Roads W19 (540/...)
R - R225,829 R 221,557 -2% R 221,557
Edge Beams Primary/Secondary Routes (540/...) R250,000 R250,000 R 250,000 0% R250,000
Roads Middelburg Rebuild Roads M/burg (540/...) R3,000,000 R - R - 0% R -
Roads Rebuild M/burg W19 (540/...) R - R3,210,000 R3,209,899 0% R3,209,899
Roads Presidentsrus (543/...) R3,000,000 R3,195,000 R3,194,882 0% R3,194,882
New Equipment (542/...) R20,000 R24,772 R24,772 0% R24,772
Paving & Kerbs Low income areas (540) R1,270,000 R1,270,000 R1,269,742 0% R1,269,742
Roads & Storm water Low Income Areas W28 (540/...) R3,000,000 R4,114,054 R4,114,054 0% R 4,114,054
Roads & Storm water Low Income Areas W6 (540/...) R3,000,000
R 9,238,208 R9,238,208 0% R9,238,208
Roads & Storm water Low Income Areas W2 (540/...) R2,000,000 R8,143,884 R8,143,884 0% R8,143,884
Roads & Storm water Low Income Areas W1 (540/...) R1,000,000 R3,114,903 R3,114,903 0% R3,114,903
Roads & Storm water Low Income Areas W23 (540/...) R2,419,720 R - R - 0% R -
Upgrade Taxi Ranks Middelburg (557/...) R800,000 R - R - 0% R -
Replacement Machinery & Equipment (540/...) R90,000 R100,228 R105,472 5% R105,472
Replace Kerbs Inlets Middelburg/Mhluzi W12 (540/...) R60,000 R60,000 R59,927 0% R59,927
Replace Kerbs Inlets Middelburg/Mhluzi W14 (540/...) R40,000 R40,000 R39,893 0% R39,893
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Replace Kerb s Inlets Middelburg/Mhluzi W20 (540/...) R40,000 R 40,000 R 39,894 0% R39,894
Replace Kerbs Inlets Middelburg/Mhluzi W23 (540/...) R20,000 R 20,000 R19,999 0% R19,999
Replace Kerbs Inlets Middelburg/Mhluzi W24 (540/...) R20,000 R20,000 R19,999 0% R19,999
Replace Kerbs Inlets Middelburg/Mhluzi W17 (540/...) R60,000 R60,000 R59,926 0% R59,926
Replace Kerbs Inlets Middelburg/Mhluzi W13 (540/...) R40,000 R40,000 R39,894 0% R39,894
Replace Kerbs Inlets Middelburg/Mhluzi W21 (540/...) R20,000 R20,000 R19,999 0% R19,999
Upgrade Parking Area Civic Centre W11 (540/...) R1,200,000 R1,200,000 R1,199,900 0% R1,199,900
Roads x18 Hope City W11 (540/...) R7,669,200 R 6,439,200 R6,439,192 0% R6,439,192
Total project value represents the estimated cost of the project on approval by council (including past and future expenditure as appropriate. T 3.7.9
COMMENT ON THE OVERALL PERFORMANCE OF ROADS
A total of 7.51 km of new roads in the MP313 area were constructed using Municipal capital
funds and MIG funds as per the forecast budget. The priority is to construct roads in newly
developed areas such as Aerorand, Middelburg Ext 18, Mhluzi, Tokologo, Middelburg Ext 24,
Rockdale, Hendrina, and Kwazamokuhle, Kranspoort areas. Challenges arise from the influx
of heavy vehicles using the internal roads for access to the main roads such as the N11 to
Hendrina and Groblersdal and R555 eMalahleni to Stoffberg and R35 to Bethal and R104 to
Belfast. The high volume of heavy vehicles passing through Hendrina to Ermelo, Carolina, and
Bethal from provincial and national roads is a challenge also faced at Hendrina.
T 3.7.10
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3.8. WASTE WATER (STORM WATER DRAINAGE)
INTRODUCTION TO STORM WATER DRAINAGE
Storm water drainage is installed with every new road constructed. For the 2017/2018 financial
year, 7.735km of new storm water drainage was installed. The storm water in low-income areas
is funded by the MIG. Middle- income and high-income areas are funded from the Council’s
own capital budget. In the informal settlements, gravel V-drains are constructed as and when
required. T 3.9.1
Storm Water
Kilometres
Total Storm water measures
New Storm water measures
Storm water measures upgraded
Storm water measures maintained
2015/2016 318.70 3.83 0 35
2016/2017 322.53 5.82 0 328.35
2017/2018 328.35 7.735 0 336.08
T 3.9.2
Cost of Construction/Maintenance
Storm Water Measures
New Upgraded Maintained
2015/2016 R10 375 226 0 R300 000
2016/2017 R14 676 736 0 R420 000
2017/2018 R14 818 635 0 R0
T 3.9.3
Storm Water Policy Objectives Taken From IDP
Service Objectives Outline Service Targets
2016/2017 2017/2018 2018/2019
Target Actual Target Actual
Service Indicators
*Previous Year
*Previous Year
*Current Year
*Current Year
(i) (ii) (iii) (iv) (v) (vi) (vii) (viii)
To ensure provision of new roads and storm water while upgrading existing
To ensure the provision of new roads and storm water while upgrading existing.
Kilometers of storm water drainage systems constructed.
4 5.82 4 4 7.735 4
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Financial Performance : Road Services
2017/2018
R'000
Details
2016/2017 2017/2018
Actual Original Budget
Adjustment Budget
Actual Variance to Budget
Total Operational Revenue R21,375,420 R16,933,695 R26,520,222 R26,497,201 56%
Expenditure:
Employees R16,195,734 R21,130,078 R22,499,629 R21,457,903 2%
Repairs and Maintenance R3,622,592 R5,414,422 R5,077,487 R5,068,236 -6%
Other R55,091,887 R61,899,990 R61,079,183 R58,776,186 -5%
Total Operational Expenditure R74,910,213 R88,444,490 R88,656,299 R85,302,325 -4%
Net Operational Expenditure R53,534,793 R71,510,795 R62,136,077 R58,805,124 -18%
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 3.7.8
Capital Expenditure : Storm water Services
Capital Projects
2017/2018
Budget Adjustment Budget
Actual Expenditure
% Variance from adjusted budget
Total Project Value
Total All R9,830,000 R9,010,000 R11,108,928 23%
Storm water Kwaza x2 (542/...) R600,000 R600,000 R598,880 0% R598,880
Subsurface Drains Hendrina/Kwaza (542/...) R350,000 R350,000 R348,470 0% R348,470
Stormwater Villages (543/...) R500,000 R500,000 R498,650 0% R498,650
Stormwater Aerorand West (540/...) R6,000,000 R6,000,000 R5,999,915 0% R5,999,915
Stormwater Middelburg/Mhluzi W27 (540/...) R700,000 R - R - 0% R -
Stormwater Middelburg/Mhluzi W23 (540/...) R350,000 R1,050,000 R1,049,114 0% R1,049,114
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Stormwater Middelburg/Mhluzi W25 (540/...) R700,000 R - R - 0% R -
Stormwater Hendrina (542/...) R630,000 R510,000 R508,204 0% R508,204
Stormwater Presidentsrus (543/...) R750,000 R750,000 R745,795 -1% R745,795
Stormwater Middelburg x18 W11 (540/...) R1,500,000 R1,360,000 R1,359,900 0% R1,359,900
Stormwater Mhluzi W21 (540/...) R3,000,000 R2,998,653 R2,998,653 0% R2,998,653
Stormwater Middelburg/Mhluzi W25 (540/...) R - R700,000 R699,607 0% R699,607
COMMENT ON OVERALL PERFORMANCE OF STORM WATER DRAINAGE
The Municipality has targeted 20 km of new storm water drainage for the five (5) financial years
from 2017/2018. The installation of storm water drainage will be funded using the Municipal
capital budget, funds from the District Municipality, and the MIG. The Municipality faces a
challenge in some of the developed areas like Mhluzi and Kwazamokuhle and its extensions
where there is no adequate stormwater drainage system. A request for funding to MIG in order
to address the backlog has been submitted for approval.
T3.9.9
3.9. TRANSPORT (LICENSING) SERVICES
INTRODUCTION TO TRANSPORT (LICENSING) SERVICES
Steve Tshwete Licensing and Testing Services carries out the licensing and testing function in
terms of the Service Level Agreement entered into between Steve Tshwete Local Municipality
and Mpumalanga Provincial Department of Community Safety, Security & Liaison. Steve
Tshwete Local Municipality has two centres: Middelburg also offers vehicle testing services,
and Hendrina does not offer such services due to inadequate facility.
Licensing Department offers the following services:
1. Vehicle Registrations and Renewal of Vehicle Licenses.
2. Issuing of learners and drivers licenses.
3. Issuing of roadworthy certificates and professional driving permits.
4. Conversion of foreign drivers licenses into South African licenses.
5. Issuing of instructor certificates, business licenses and dog licenses.
6. Fitting of microdot on the motor vehicles.
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7. Issuing of motor trade numbers, temporary and special permits.
8. Deregistration of motor vehicles.
9. Maintaining 7 working days turnaround time for the processing of learners and drivers
licenses.
CHALLENGES ARE AS FOLLOWS:
1. Population has increased therefore there is also an increased demand for licensing
services, but the facilities have not been upgraded to meet the customers’ demands.
2. There is a need to upgrade the existing facilities and to build the new one as our Municipality
is the fastest growing town.
3. Inadequate new eye testing machines to process the application for learners, driver’s
licenses and professional driving licenses.
4. Shortage of personnel especially at the testing station, currently there is only one
Management Representative, who is the supervisor and there is no one to assist him. The
supervisor is expected to compile a report giving the monthly statistics on vehicles tested for
roadworthy. Additional personnel are required in order to improve service delivery.
T 3.23
(Licensing Service Policy Objectives Taken From IDP
2016/17 2017/2018 2018/2019
Target Actual Target Actual Actual Target
Service indicators
Previous year
Actual
Previous year
Current year
Actual
Estimated
(i) (ii) (iii) (iv) (v)
Number of vehicles registered within the Municipal area.
Vehicles to be registered by June 2018.
28000 23298 28 000 21303 21303
25000
Number of vehicles licensed within the Municipal area.
Vehicles to be licensed by June 2018. 118200 109137 118200 113534
113534
115000
Number of applications processed for drivers licenses.
Application to be processed for drivers licenses by June 2018.
14000 11463 14000 9542 9542
11000
Number of driver’s license
Driver’s licenses to be
24000 22360 24000 23860 23860 25000
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issued and converted.
issued by June 2018.
Number of learner’s license applications processed.
Applications to be processed for learners licenses by June 2018.
13000 17509 13000 17335 17335
18000
Number of learner’s licenses issued.
Learner’s licenses to be issued by June 2018.
11000 13228 11000 13511 13511
15000
Number of vehicles tested for road worthiness.
Vehicles to be tested for road worthiness by June 2018.
1600 1856 1600 1720 1720
`1800
Financial Performance : Transport(Licensing) Services
2017/2018
R'000
Details
2016/2017 2017/2018
Actual Original Budget
Adjustment Budget
Actual Variance to Budget
Total Operational Revenue R29,503,035 R27,212,518 R26,360,025 R30,916,108 14%
Expenditure:
Employees R17,020,418 R19,399,585 R19,163,381 R18,027,338 -7%
Repairs and Maintenance R205,965 R281,075 R283,075 R161,239 -43%
Other R1,764,690 R2,779,215 R2,845,111 R1,521,165 -45%
Total Operational Expenditure R18,991,073 R22,459,875 R22,291,567 R19,709,742 -12%
Net Operational Expenditure R10,511,962 R4,752,643 R4,068,458 R11,206,366 136%
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 3.8.5
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Capital Expenditure : Transport(Licensing) Services 2017/2018
R' 000
Capital Projects
2017/2018
Budget Adjustment Budget
Actual Expenditure
Variance from original budget
Total Project Value
Total All R1,673,000 R1,817,000 R1,537,504 -15%
Traffic Calming Measures (310/...)
R350,000 R350,000 R348,619 0% R348,619
Replace vehicles (310/...) R1,150,000 R1,150,000 R931,203 -19%
R931,203
Replace Furniture & Office Equipment (310/...)
R55,000 R55,000 R50,941 -7%
R50,941
Alcohol Testing Equipment (310/...)
R36,000 R180,000 R132,125 -27%
R132,125
Shelves for the pound: 310
R40,000 R40,000 R35,405 -11%
R35,405
Filing cabinets: 310 R42,000 R42,000 R39,211 -7% R39,211
Total project value represents the estimated cost of the project on approval by council (including past and future expenditure as appropriate. T 3.8.6
COMMENT ON THE PERFORMANCE OFTRANSPORT (LICENSING) SERVICES
The department had numerous challenges regarding eye test machines which were out of
order from time to time which led to poor service and unhappy customers. This has dented
the image of the Municipality as the Licensing Department was considered as one of the
most performing department within the Province.
3.10. COMPONENT C: PLANNING AND DEVELOPMENT
This component includes planning and local economic development.
INTRODUCTION TO PLANNING AND DEVELOPMENT
The economic base of this Municipality is built mainly on Mining, Agriculture, Manufacturing,
and Retail trade sectors respectively. These sectors are the major employers of the people
living within this Municipality. The existing mines that still have lifespans ranging between 5
and 30 years are seen as opportunity from an economic point of view. However, the
challenge is that the Mining and Manufacturing economies are not green development and
hence contribute to unsustainable development. These economies contribute to emission of
carbon footprints, destruction of highpotential lands, water and atmospheric pollution. The
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road networks are under serious pressure due to increasing traffic volumes owing to the
continued economic development and population growth.
The concept of green buildings is not yet grasped by many public members; as a result there
are only a few energy-efficient buildings. The huge initial costs of designing green buildings
and retrofitting of energy-efficient equipment to the existing buildings are the main deterrents.
Therefore Municipality has, in partnership with ICLEI, developed Green Buildings Guidelines
which are already being implemented.
The Municipal owned land is not big enough to accommodate the demand for proclaimed and
serviced land owing to the high population growth and economic growth. This is
demonstrated by the mushrooming of informal settlement and land grab mainly close to areas
where there are work opportunities. The National Department of Human Settlement has
assisted theMunicipality to develop a policy and strategy on upgrading of informal settlement
in an effort to reduce and control the rapid growth of informal settlements. The Mpumalanga
Department of Human Settlement and Steve Tshwete Local Municipality have purchased a
piece of land measuring 557 hectares in extent in order to develop an integrated human
settlement to comprise residential units in excess of 6000.
The Spatial Development Framework has been reviewed mainly to be aligned with the
development principles advocated by the Spatial Planning and Land Use Management Act
No. 16 of 2013 which are spatial justice, spatial sustainability, efficiency, spatial resilience
and good administration. In addition, the objective is also to extend the urban edge with an
objective to unlock potential of strategically located additional farm portions to address the
demand for serviced land. Another reason to review the SDF was to align it with the following
planning resource documents:
-2016 Community Survey.
-Recent Land Audit commissioned by the Nkangala District Municipality.
-Rural Development Plan commissioned by the Nkangala District Municipality.
-National Upgrading of Informal Settlement Programme.
T 3.10
3.10. PLANNING INTRODUCTION TO PHYSICAL PLANNING
INTRODUCTION TO PLANNING
The main planning strategies for the Municipality are as follows:
Regulation of land uses and building activities through enforcement of the Municipal Spatial
Development Framework and the Steve Tshwete Town Planning Scheme, 2004, as well
as the National Building Regulations and Building Standards Act No. 103 of 1977. Spatial
Planning and Land Use Management Act No 16 of 2013 and Steve Tshwete By-law on
Spatial Planning and By-law, 2016.
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Establishment of integrated human settlements to provide residential, business, industrial,
and institutional sites to address the demand by the community
Promote spatial transformation to correct the historically segregated, low density and mono
functional towns.
Formalisation of informal settlements.
Creation of rural villages.
Formulation and enforcement of densification policy.
Encouragement of mixed land use.
Promotion of infill development.
Formulation of long term development plans.
Enforcement of green building principles.
In line with the aforementioned strategies, the following were achieved:
Newtown Extension Township and Kwazamokuhle Extension 9 Township were registered.
The latter townships are designed and planned in a manner that upholds the principles of
integrated human settlement as advocated by the Breaking New Ground Housing Plan for
integrated and sustainable human settlements. The settlement addresses the demand for
residential, business, institutional, industrial, educational, and recreational stands and the
need for security of tenure for the households that are currently residing at Newtown
informal settlement.
With the assistance of the Nkangala District Municipality and Department of Human
Settlement, the process of establishment of integrated human settlements known as
Newtown Extension 01, Rondebosch Integrated Human Settlement and Upgrading of
Newtown Informal Settlement it was commenced with. All required specialist studies were
conducted and subsequently an application for township establishment was submitted to
Council for approval.
838 transgression notices were issued to discourage illegal building work and illegal land
uses. Thiswas followed by the submission and approval of 100 consent use applications
in compliance with the issued transgression notices.
3.10.1
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Detail Formalization of
Townships Rezoning Built Environment
2016/2017 2017/2018 2016/2017 2017/2018 2016/2017 2017/2018
Planning application received.
2 2 36 37 1550 1387
Determination made in year of receipt.
0 0 9 8 1280
1247 (62 receipt in previous year)
Determination made in following year.
2 2 27 28 142 202
Applications withdrawn.
0 0 1 1 128 0
Applications outstanding at year end.
2 2 26 28 142 202
T 3.10.2
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Planning Policy Objectives Taken From IDP
Service Objectives Outline Service Targets
2016/2017 2017/2018 2018/2019
Target Actual Target Actual Target
Service Indicators *Previous Year
*Previous Year
*Current Year
*Current Year
(i) (ii) (iii) (iv) (v) (vi) (vii)
To ensure coordinated rural and urban planning and development within MP313 area of jurisdiction in order to meet the needs of the communities in a sustainable manner
To ensure orderly
spatial planning and
sustainable
development within
the Municipal area
towards the
integration of
communities.
Number of notices issued for illegal building activities.
220 447 220 150 527 150
Number of notices issued for illegal land uses.
100 181 100 100 311 100
Number of established townships.
3 1 3 2 0 2
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Employees - Town Planning
Years 1- (2017) YEAR 0 (2018)
Job Level Employee number Posts Number
Employee number Vacancies Vacancies %
0-3 2 2 2 0 0
4-6 3 4 4 0 0
7-9 8 10 9 1 10
10-12 3 5 4 1 20
13-15 0 0 0 0 0
16-18 0 0 0 0 0
19-20 0 0 0 0 0
Total 16 21 19 2 10
Financial Performance : Planning Services
2017/2018
R'000
Details
2016/2017 2017/2018
Actual Original Budget
Adjustment Budget
Actual Variance to Budget
Total Operational Revenue R37,662,473 R1,319,253 R1,941,894 R2,222,509 68%
Expenditure:
Employees R7,322,082 R9,568,574 R8,996,291 R8,685,366 -9%
Repairs and Maintenance R- R3,000 R3,000 R- -100%
Other R2,322,217 R3,888,108 R3,886,097 R2,237,536 -42%
Total Operational Expenditure R9,644,299 R13,459,682 R12,885,388 R10,922,902 -19%
Net Operational Expenditure R28,018,174 R12,140,429 R10,943,494 R8,700,393 -28%
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 3.10.5
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Capital Expenditure : Planning Services 2017/2018
R' 000
Capital Projects
2017/2018
Budget Adjustment Budget
Actual Expenditure
%Variance from adjusted budget
Total Project Value
Total All R220,000 R297,800 R218,232 -27%
Township Development Newtown (502/...) R- R - R - 0% R-
Filing Cabinets (502/...) R10,000 R- R- 0% R-
Township development Kwaza x9 Vaalbank 177I (502/) R- R- R- 0% R-
Township development Somaphepha (502/...) R- R60,800 R20,348 -67% R20,348
Township Establishment Rockdale North (502/...) R210,000 R237,000 R197,884 -17% R197,884
Total project value represents the estimated cost of the project on approval by council (including past and future expenditure as appropriate. T 3.10.6
COMMENT ON THE OVERALL PERFORMANCE OF PHYSICAL PLANNING
There are two (2) township establishment capital projects implemented in the 2017/2018
financial year, namely Development of 300 Stands at Somaphepha Village and Rockdale North
Extension 1. The priority for the latter projects is to create additional residential, business,
institutional, and industrial stands in order to address the demand and contribute to the
economic growth of the Municipality.
The By-Law on Spatial Planning and Land Use Management was promulgated and the Spatial
Planning and Land Use Act No 13 of 2013 are being implemented.
The five-year targets for this section are as follows:
Establishment of two (2) integrated and sustainable human settlements
Adoption of densification policy
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Upgrading of 5 informal settlements
Purchasing of additional hectares of land for the establishment of integrated human
settlements and rural village to address the demand for serviced and creation of a
condusive environment for economic growth to take place within the Municipal area.
Establishment of 3 additional rural villages.
The budgetary provision for attaining the foregoing targets will be borne by the Municipality.
When needs are financial in nature, assistance including grants, will be sourced from the
relevant government departments.
The achievements attained thus far are as follows:
Obtaining approval of Dennesig North Extension 01 Township by the Municipal Planning
Tribunal. Pegging of the township and framing it into a general plan were also realised.
Registration of Newtown Extension Township and Kwazamokuhle Extenstion 9
Township.
Draft for review and alignment of the Municipal Spatial Development Framework with the
Spatial Planning and Land Use Management Act No. 16 of 2013 and Steve Tshwete By-
law on Spatial Planning and Land Use Management Act, 2016 was produced.
Draft policy on Development Charges as required by the SPLUMA was done.
3.11. LOCAL ECONOMIC DEVELOPMENT
The final LED strategy was approved by Council in May 2016 with Council resolution number
C29/05/2016; the implementation of the strategy then commenced.
The defunctional LED Forum was resuscitated in November 2016 and is now fully functional with
active sub committees. Government and business are forming part of the executive committee.
Ten LED Forum Executive Committee meetings were held in 2017.
A breakfast session with businesses was held in 2017 by the office of the Mayor; Municipal long
term plans were presented for business to give their input. Tourism exhibition was held in
partnership with Middelburg Chamber of Commerce and Industry at the Middelburg Mall. Crafters
from the Little Elephant projects displayed and exhibited their art and beads.
Business training for women in business was conducted by Business Skills SA and sponsored
by PwC. Further training was conducted by Liberty Life on basic financial literacy for Community
Works Program and EPWP participants in January 2017.
A regional hospital is being built next to Middelburg Mall increasing the footprint of socio-
economic around the industries and the N4 Corridor. The Municipality is coordinating the project
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steering committee in order ensure that some of the procurement and employment opportunities
are accessed by local residents.
The property between the Sasol fuel station and Mhluzi Mall has been designated as a flea
market and will be housing the Galitos and Dunlop containers, as part of the township economic
revitalization strategy. The district Municipality is supporting this strategy (township revitalization)
by establishing car wash projects in Mhluzi.
Five companies have been shortlisted in an effort to establish a hotel and conferencing facility in
Mhluzi. Land has been designated next the Middelburg Mall for this purpose; accessible to the
N4 and N11 Corridors.
A five hectare land has been made available by the Municipality in order to expand the steel
incubation program. The expanded program will included welding and the tooling initiatives.
T3.11.1
Economic Activity by Sector
Sector 2014/2015 2015/2016 2016/2017
Agriculture, forestry, and fishing.
Installation of hydroponic structures.
Establishment of an agriculture incubation (Fortune 40) by DARDLEA on a mine rehabilitated land – Elandspruit.
Establishment of a rabbit breeding project on N11.
Mining and quarrying.
Revival of Londani Mine along N4 Acquisition of Nungu Mine by SBS Mining. Establishment of the new mining site by Mafube Coal (Lifex Project). Kleinfontein Colliery has been given mining permit to establish its operation in Vaalbank area.
Manufacturing. Expansion of the Volvo Babcock plant.
Allocation of land for the expansion of the skills incubation program
Wholesale and retail trade.
Expansion of Middelburg Mall.
Expansion of the Eastdene complex.
Establishment of the flea market between Mhluzi Mall and Sasol garage. The Galitos and Dunlop containers will be located on this property.
Finance & property.
Expansion of Mid-Med Hospital.
Establishment of a boutique hotel at Riverside Estate conferencing centre. Establishment of the regional hospital next to Middelburg Mall. A private healthcare facility is being constructed in Dennesig.
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Government, community, and social services.
- Investment Summit - Investor Breakfast - Investor Symposium. - LED Strategy Draft adoption.
- Franchise Expo LED Roundtable discussion. - LED Strategy approval. - Township Economy and Industries. - Job Skills Summit. - Skills Audit and Profiling.
Upgrading of the D20 road to Olifants River Lodge – 15 km of the road is now tarred.
Services.
Hydroponic structures in Mhluzi, Ext 24, and Magasyn.
Expansion of the tourism centre. Upgrade of facilities of the Little. Elephant. 160 industrial stands acquired.
T 3.11.2
Economic Employment by Sector
Jobs
Sector 2014/2015 2015/2016 2016/2017
No. No.
Wholesale and retail trade. 350 50
Government, community, and social services 1 000 1 003 966
Total. 1 350 1053 966
T 3.11.3
Jobs Created during 2014/2015 by LED Initiatives (Excluding EPWP Projects)
Total Jobs Created/Top 3 Initiatives
Jobs Created Jobs Lost/Displaced by Other Initiatives
Net Total Jobs Created in Year
Method of Validating Jobs Created/Lost
No. No. No.
Total (all initiatives).
2014/2015 1 092 126 966 Work/payroll registers.
2015/2016 1 003 0 1 003 Work/payroll registers.
2016/2017 976
Job Creation through EPWP* Projects
Details
EPWP Projects Jobs Created through EPWP Projects
No.
No.
2014/2015 242
2015/2016 631
2016/2017
*Extended Public Works Programme T 3.11.6
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Local Economic Development Policy Objectives Taken From IDP
Service Objectives
Outline Service Targets 2015/2016 2016/2017 2017/2018
Target Actual Target Actual
Service Indicators
*Previous Year *Previous Year
*Current Year
*Current Year
(i) (ii) (iii) (iv) (v) (vi) (vii) (viii)
To contribute towards a better life for society by coordinating sustainable, social, and economic developmental programmes
To create a conducive environment for business investment and growth for job creation.
Number of LED related summits coordinated. 2
4 0 0 0 0
Number of skills development programmes coordinated. 1 3 1 3 3 0
Development of LED strategy. 1 1 0 0 0 0
Number of FET jobs created to improve the level of employment. 450 69.5
Number of participants recruited in Community Work Programme. 1 100 1 003 1100 1150 976 976
To contribute towards a better life for the community by coordinating sustainable Socio-economic development programmes.
Number of LED structures that are establishedin line with the LED strategy.
1 LED Stakeholders Forum.
2 Stakeholders Forums.
1 LED Forum establishment
1 LED Forum establishment.
1 LED Forum established 0
T3.17
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Employees – LED
Years 1 (2016) Year 0 (2017)
Job Level
Number of Employees
Number of Posts
Number of Employees
Vacancies (Number)
Vacancies (%)
0-3 1 1 1 0 0
4-6 0 0 0 0 0
7-9 0 0 0 0 0
10-12 0 0 0 0 0
13-15 0 0 0 0 0
16-18 0 0 0 0 0
19-20 0 0 0 0 0
Total 1 1 1 0 0
Financial Performance : Local Economic Development Services
2017/2018
R'000
Details
2016/2017 2017/2018
Actual Original Budget
Adjustment Budget
Actual Variance to Budget
Total Operational Revenue R- R- R75,700 R- 0.00%
Expenditure:
Employees R582,232 R4,133,892 R4,282,710 R4,031,944 -2%
Repairs and Maintenance R- R- R- R- 0%
Other R491,956 R1,040,772 R1,750,558 R913,014 -12%
Total Operational Expenditure R1,074,188 R5,174,664 R6,033,268 R4,944,957 -4%
Net Operational Expenditure R1,074,188 R5,174,664 R5,957,568 R4,944,957 -4%
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 3.11.9
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Capital Expenditure : Economic Development Services 2017/2018
R' 000
Capital Projects
2017/2018
Budget Adjustment Budget
Actual Expenditure
%Variance from adjusted budget
Total Project Value
Total All R13,000 R13,000 R10,500 -19%
Replace Furniture & Office Equipment (114/...) R10,000 R10,000 R7,894 -21% R7894
Replace Furniture & Office Equipment (124/...) R3,000 R3,000 R2,606 -13% R2606
Total project value represents the estimated cost of the project on approval by council (including past and future expenditure as appropriate.
T3.11.10
COMMENT ON THE PERFORMANCE OF LOCAL ECONOMIC DEVELOPMENT
EPWP and CWP have contributed positively in maintaining a safety net for the poor
communities and alleviating poverty where it matters the most. About 242 full-time equivalent
jobs were created through our LED initiative while the CWP has maintained the training of all
the participants. To date, about 1003 participants are still active with some minimal challenges
absenteeism from time to time. The tendencies of absenteeism is crippling the programme and
through the Local Reference Committee (LRC), a resolution was taken to recruit more
participants who will stay on the waiting list to avert the problem of none expenditure due to
absenteeism.
COMPONENT D: COMMUNITY AND SOCIAL SERVICES
This component includeslibraries and archives, art museums and galleries, community halls,
cemeteries and crematoriums, childcare, aged care, social programmes, and theatres.
INTRODUCTION TO COMMUNITY AND SOCIAL SERVICES
Community services are responsible for providing the services as follows:
The department of Solid Waste & Environmental Management, Libraries, Sports, Arts and
Culture, Fire & Rescue Services, Traffic and Security Services, Licensing Services, and
Housing.
The core departmental functions are as follows:
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1. Solid Waste & Environmental Management Services
Refuse collection for households and businesses; refuse storage and removal of illegal
dumping, the picking and regulation of private companies involved in waste removal and private
storage.
2. Libraries, Sports, Arts and Culture
The Municipal is responsible for the provision of information to the public through libraries by
the contributing to nation building and recreation through Sports, Arts and Culture.
3. Fire & Rescue Services
Fire Fighting and prevention, including Disaster Management. Rescue life emanating from the
accidents. Hazardous material transport of storage regulated e.g. licensing.
4. Traffic & Security Services
To provide Road safety for pedestrians and vehicles, traffic law enforcement to control the
street trading and public transport control. Funeral and VIP escorts.
Security Services ensure that the Municipality’s facilities are safe for staff and the public. They
also ensure procurement of private security contractors and monitor their performance.
5. Licensing Services
Is responsible for the licensing of vehicles and learner driver testing and also includes
businesses and the approval of applications for the posters on the street pavements.
6. Housing Services
Mandate is to select beneficiaries for low cost housing, staff and the public rental of Municipal
residential facilities including informal settlement. Law Enforcement against land invasion and
demolishing the shacks emanating from it.
3.12(A).LIBRARIES
INTRODUCTION TO LIBRARIES FACILITIES
The library operates with the mission of providing comprehensive resources and services in
support of the research, teaching and learning needs of the community. The libraries’ top 3
priorities are the following:
Visiting schools in rural areas: Services were taken to schools that are in rural/remote
areas that are previously disadvantaged, without school libraries. Schools were assisted
with the establishment of functioning libraries. The library liaised with relevant stakeholders
to donate containers that can be used as libraries. This further involves communities that
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have no access to libraries at all, and because of the information provided to schools, the
Matric pass rate has increased, especially at schools that did not previously have Library
services
Visiting Old Age Homes and conducting home visits to render library services to senior
citizens in the Municipality.
Running marketing campaigns in the community to make the public aware of the
services rendered by libraries and providing information based on community needs. After
every campaign, questionnaires were designed to evaluate performance, as to whether
expectations were realised. Our campaigns are structured in such a manner that they are
rolled out in different areas in the Municipality.
Supporting the Cultural and Creative Industries Federation of South Africa (CCIFSA)
events: The CCIFSA event was officially launched during the 2016/17 financial year. The
purpose was to support the artistic community within the MP313 to be their own architects
in taking their future into their own hands. This translated into active citizens who will be
agents of the change they want to see.
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Libraries Policy Objectives Taken From IDP
Service Objectives Outline Service Targets 2015/2016 2016/2017 2017/2018
Target Actual Target Actual
Service Indicators *Previous Year
*Previous Year
*Current Year
*Current Year
(i) (ii) (iii) (iv) (v) (vi) (vii) (viii)
To visit schools within the MP313 area to render library services.
Assisting as many schools as possible and improve usage of library material.
80 84 80 80 82 60
To visit Old Age Homes. Rendering library services to senior citizens.
161 161 144 144 133 130
To run marketing campaigns.
Making the community aware of the services offered and instilling a reading culture in the community.
4 4 4 4 4 4
To put up displays for monthly awareness.
Putting up displays for monthly awareness in current issues and themes.
431 431 360 132 160 160
To support quarterly CCIFSA events.
Supporting artists in being self-sufficient and well developed.
4
4
4 4 4 4
To monitor the running of the Special Library at the Middelburg Centre of Excellence.
Ensuring that the library is fully functional and utilised.
12 12 12 12 11 12
To monitor the running of the Special Library at the 4SAI Battalion Military Base.
Ensuring that the library is fully functional and utilised.
New Indicator
New Indicator
New Indicator
New Indicator
New Indicator
12
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Employee - Cultural Services (Library)
Years 1- (2017) YEAR 0 (2018)
Job Level Employee number Posts Number
Employee number Vacancies Vacancies %
0-3 1 1 1 0 0
4-6 0 0 0 0 0
7-9 4 5 4 1 20
10-12 28 29 26 3 10
13-15 0 1 0 1 100
16-18 0 0 0 0 0
19-20 2 1 0 1 100
Total 35 37 31 6 16
Financial Performance : Libraries; 2017/2018
R'000
Details
2016/2017 2017/2018
Actual Original Budget
Adjustment Budget
Actual Variance to Budget
Total Operational Revenue R120,996 R157,800 R164,000 R170,209 8%
Expenditure:
Employees R8,716,121 R10,391,609 R9,670,828 R8,928,604 -14%
Repairs and Maintenance R431,164 R504,819 R618,487 R418,690 -17%
Other R1,973,109 R2,184,346 R2,301,941 R1,617,844 -26%
Total Operational Expenditure R11,120,394 R13,080,774 R12,591,256 R10,965,138 -16%
Net Operational Expenditure R10,999,399 R12,922,974 R12,427,256 R10,794,929 -16%
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 3.12.5
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Capital Expenditure : Libraries; 2017/2018 R' 000
Capital Projects
2017/2018
Budget Adjustment Budget
Actual Expenditure
%Variance from adjusted budget
Total Project Value
Total All R612,000 R1,852,000 R1,767,737 -4.5%
Purchase Library Books (140/...) R440,000 R440,000 R429,820 -2.3% R429,820
Purchase Library Books: 140 R- R440,000 R389,140 -11.6% R389,140
Upgrad Library Facilities (140/...) R150,000 R950,000 R927,197 -2.4% R927,197
Replace Furniture & Office Equipment (140/...) R22,000 R22,000 R 21,580 -1.9% R21,580
Total project value represents the estimated cost of the project on approval by council (including past and future expenditure as appropriate. T 3.12.6
COMMENT ON THE PERFORMANCE OF LIBRARIES
In the 2017/2018 financial year, there has been an increase in the number of people visiting
the library and making use of library facilities in the MP313 area.
The library marketing campaigns that were launched had a positive impact in terms of how the
community views libraries and how library services are rendered. Outreach programmes were
run throughout the year, thus enhancing the effective and efficient library services that are
provided to the community.
The CCIFSA was launched during the 2015/2016 financial year. Its role is to advocate and
promote the cultural diversity and heritage within the Municipality.
The 4SAI Battalion Special Library was launched in 2016/17 financial year catering for the
Military Army community.
All libraries are equipped with more computers and free Wi-Fi with the assistance of the
Department of Arts &Culture.
Mzanzi Library Online (MLO) programme rendered by the National library was launched in
2017/18 financial year. This assists users in accessing online information easier. 70% of
libraries were provided with computers, laptops, tablets 2 (Cyber-cadets) personnel were
deployed by the National library to facilitate this project.
The allocated budget has been utilised to its maximum, ensuring that the vision of the
Municipality is accomplished.
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3.12(B). MUNICIPAL BUILDINGS
INTRODUCTION TO MUNICIPAL BUILDINGS
This department is responsible for the planning and provision of new Municipal buildings,
maintenance, and cleaning of various facilities. These include pay points, libraries, community
halls, Municipal offices, service centres, Thusong centres, dumping site offices, public
ablutions and taxi ranks, flats, and other leased Municipal buildings.
The strategies of this department are as follows:
-Implementing programmes to upgrade existing Municipal buildings and facilities.
-Constructing new facilities for enhanced service delivery.
-Constructing facilities closer to the communities.
-Installing and implementing security measures that minimise vandalism and theft at Municipal
buildings.
-Raising awareness of energy saving for users of Municipal buildings.
-Ensuring continuous usage of green materials for energy-saving retrofits on new and existing
buildings.
-Contributing towards the mitigation of climate change impacts by reducing carbon emissions.
The service delivery priorities are to interact smoothly with the community and other
departments without disturbance to ensure accurate implementation of planning, construction
and maintenance of Municipal buildings and facilities, while adhering to the National Building
Regulations Act, while observing project management principles and further ensure that good
quality work is achieved.
SERVICE STATISTICS OFFICES, CLINIC BUILDINGS, LIBRARIES, SPORT BUILDINGS, PAY POINTS, LEASED BUILDINGS, AND COMMUNITY HALLS - 10 Pay points - 10 Libraries - 6 Community halls - 5 Municipal offices - 2 Service centres - 3 Thusong Centres - 1 Dumping site office and 4 mini-site offices - Approximately 230 flats and other leased Municipal buildings
T 3.12.2
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Municipal Buildings Other Policy Objectives Taken From IDP
Service Objectives
Outline Service Targets
2016/2017 2017/2018 2018/2019
Target Actual Target Actual Target
Service Indicators
*Previous Year *Previous Year *Current Year
*Current Year (viii)
(i) (ii) (iii) (iv) (v) (vi) (vii)
Provide accessible Municipal Building Facilities.
Number of new Municipal buildings and facilities constructed.
Designs of Somaphepha Thusong Centre completed by June 2017.
Designs of Somaphepha Thusong Centre completed by June 2017.
Designs of Somaphepha Thusong Centre completed by June 2017.
One new building facility designed by June 2018. Nazareth Taxi Facility.
Appointment of service provider to design one new building facility Nazareth Taxi Facility.
Designs of Rockdale, Kwaza Thusong Centres and Nazareth Taxi Facility completed by June 2019.
Number of Municipal buildings plan.
1 Draft Municipal buildings master plan completed by June 2017.
1 Draft Municipal buildings master plan completed by June 2017.
1 Draft Municipal buildings master plan completed by June 2017.
Municipal buildings master plan completed and adopted by June 2018.
Municipal buildings master plan completed and adopted by June 2018.
None.
Number of Municipal building facilities upgraded.
3 Municipal buildings and facilities upgraded and adapted by June 2017 (Mhluzi HEDC, Indoor Sports Facility-Kees Taljaard, Traffic Office &StoresServices Centre).
3 Municipal buildings and facilities upgraded and adapted by June 2017 (Mhluzi HEDC, Indoor Sports Facility-Kees Taljaard, Traffic Office &StoresServices Centre).
3 Municipal buildings and facilities upgraded and adapted by June 2017 ( Mhluzi HEDC, Indoor Sports Facility-Kees Taljaard, Traffic Office & Stores-Services Centre)
3 Municipal buildings and facilities upgraded by June 2018. (Ext 7 paypoint -24 hours -Ndondo Mampane fire station).
3 Municipal buildings and facilities upgraded by June 2018. (Ext 7 paypoint -Ndondo Mampane fire station and Ext 8 Waste water works).
5 Municipal buildings and facilities upgraded by June 2019. (Upgrade workshop at Service Centre, Upgrade old age Flats, Install generators, Replace roofs at HEDC, Reconstruct Floors at Eric Jiyane hall, Upgrade Sleeping Quarters).
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Employees - Building and Fleet Management
Years 1- (2017) YEAR 0 (2018)
Job Level Employee number Posts Number
Employee number Vacancies
Vacancies %
0-3 1 3 2 1 33
4-6 2 4 4 0 0
7-9 3 3 3 0 0
10-12 3 5 5 0 0
13-15 1 4 2 2 50
16-18 0 1 1 0 0
19-20 69 89 88 1 1
Total 79 109 105 4 4
Financial Performance :Municipal Buildings Etc 2017/2018
R'000
Details
2016/2017 2017/2018
Actual Original Budget Adjustment Budget
Actual Variance to Budget
Total Operational Revenue R2,773,036.5 R41,152,946.0 R71,293,269.0 R61,256,802.0 49%
Expenditure:
Employees R16,040,776.4 R14,705,687.0 R15,398,773.0 R15,754,297.9 7%
Repairs and Maintenance R3,157,050.5 R4,144,442.0 R4,029,303.0 R3,406,237.7 -18%
Other R17,154,650.4 R29,595,816.0 R31,585,870.0 R28,948,536.1 -2%
Total Operational Expenditure R36,352,477.3 R48,445,945.0 R51,013,946.0 R48,109,071.7 -1%
Net Operational Expenditure R33,579,440.8 R7,292,999.0
R-20,279,323.0 R13,147,730.3 -280%
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 3.22.5
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Capital Expenditure Year 0: Municipal Buildings, Etc
R' 000
Capital Projects
2017/2018
Budget Adjustment Budget
Actual Expenditure
% Variance from adjusted budget
Total Project Value
Total All R11,055,000 R8,477,560 R7,044,272 -17%
Upgrade Old Age Flats (221/...) R400,000 R400,000 R391,308 -2% R391,308
Replace Air conditioners At Civic Centre (150/...) R90,000 R 290,000 R 289,982 0% R289,982
Replace Fence At Airfield (555/...) R2,300,000 R2,300,000 R2,241,900 -3% R2,241,900
Replace Tools For Cleaning Buildings (555/...) R190,000 R190,000 R166,578 -12% R166,578
Purchase new vehicle (555/...) R - R312,600 R311,100 0% R311,100
Replace Air Conditioners At Hendrina/Kwaza (154/... R75,000 R75,000 R57,116 -24% R57,116
Sealing Of Roof (153/...) R1,000,000 R1,600,000 R646,687 -60% R646,687
Replace Internal Fencing Service Centre (554/...) R500,000 R500,000 R467,005 -7% R467,005
Carports At Service Centre (554/...) R - R200,000 R162,502 -19% R162,502
Replace Roof At Service Centre (554/...) R550,000 R100,000 R 76,000 -24% R76,000
Replace Roofing At Mhluzi HEDC (555/...) R650,000 R100,000 R91,000 -9% R91,000
Upgrade Offices & Security (150/...) R400,000 R383,644 R270,160 -30% R270,160
Upgrade electricity meter at Mhluzi HEDC (555/...) R - R226,820 R100,800 -56% R100,800
Air Conditioner Adelaide Tambo (555/...) R500,000 R500,000 R498,106 0% R498,106
Fixed Property Upgrade R1,000,000 R - R - 0% R -
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Electricity HEDC (555/...)
Service Centre Upgrade Solid Waste Stores (554/...) R400,000 R80,000 R62,452 -22% R62,452
Replace Roof At Civil Centre (150/...) R400,000 R - R - 0% R -
Replace Floor Covering Civic Centre (150/...) R - R - R - 0% R -
Replace Roller Shutters Service Centre (554/...) R400,000 R400,000 R395,200 -1% R395,200
Replace aluminum windows (150/...) R200,000 R200,000 R196,880 -2% R200,000
Fence At Civic Centre (150/...) R2,000,000 R619,496 R619,496 0% R619,496
Total project value represents the estimated cost of the project on approval by council (including past and future expenditure as appropriate. T 3.22.6
COMMENT ON THE PERFORMANCE OF MUNICIPAL BUILDINGS
The Municipal Building Services reached the targeted performance as indicated in the SDBIP and Departmental Performance Plan of the said financial years.
3.13. CEMETERIES AND CREMATORIUMS
INTRODUCTION TO CEMETERIES AND CREMATORIUMS
Currently, eight (8) cemeteries are maintained in Middelburg area and four (4) in Hendrina and Kwazamokuhle. The new cemetery at Hendrina/Kwaza is operational but development of roads and ablutions are still in progress. The community in the rest of the incorporated areas in the Steve Tshwete Local Municipality area utilises the cemeteries in the nearest vicinity.
The service delivery priorities are to provide and maintain cemeteries, to continuously update and keep record of cemetery registers – also captured on electronic database. Plan and develop future cemeteries to ensure that sufficient space is available. Another priority is to maintain and upgrade the existing equipment, vehicles, system, and procedures to ensure a quality service to the community.
The foregoing priorities were met through maintaining all cemeteries by cutting grass, removal of weeds, and planting of trees. The database is kept up to date, and the cemetery registers are updated regularly. Areas were identified where possible suitable land will be used to develop new cemeteries all over the MP313 area to bring the facilities closer to communities. The vehicles and machinery were maintained and repaired where necessary. EPWP projects were introduced to clean cemeteries on a ad-hoc basis, and through that, local people received an income and cemeteries were cleaned.
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SERVICE STATISTICS FOR CEMETERIES AND CREMATORIUMS
Number of Burials
Phumolong 775 Fontein 210
Nasaret 140 Voortrekker 18 Hendrina/Kwaza 199
Avalon and Crossroads 02
T 3.13.2
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Cemeteries and Crematoriums Policy Objectives Taken From IDP
Service Objectives
Outline Service Targets
2016/2017 2017/2018 2018/19
Target Actual Target Actual
Service Indicators *Previous Year
*Previous Year
*Current Year
*Current Year
(i) (ii) (iii) (iv) (v) (vi) (vii) (viii)
To provide new cemeteries while upgrading existing cemeteries according to prioritized community needs.
Number of cemeteries upgraded or developed.
4 cemetery upgrading projects implemented by June 2017.
4 cemetery upgrading projects implemented by June 2017.
4 projects implemented to upgrade cemeteries for 2016/17 financial year.
3 cemetery upgrading projects implemented by June 2018. (Fontein cemetery ablutions, Phumolong roads, Kwaza/ Hendrina roads [New development).
4x Upgrading projects at Fontein Ablutions, Phumolong road, Kwaza/ Hendrina roads (New development) Nasaret Cemetery Fence. (Funds became available on the adjustment Budget)
1 cemetery
To provide new cemeteries while upgrading existing cemeteries according to prioritized community needs.
Number cemeteries upgraded.
2 cemetery upgrading projects implemented by June 2019. (Nasaret cemetery Ablutions, Kwaza/ Hendrina roads (New development).
T 3.13.3
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Employees - Cemeteries
Years 1- (2017) YEAR 0 (2018)
Job Level Employee number Posts Number
Employee number Vacancies Vacancies %
0-3 0 0 0 0 0
4-6 0 0 0 0 0
7-9 0 0 0 0 0
10-12 1 1 1 0 0
13-15 1 1 1 0 0
16-18 2 2 2 0 0
19-20 15 15 15 0 0
Total 19 19 19 0 0
Financial Performance : Cemeteries and Crematoriums
2017/2018
R'000
Details
2016/2017 2017/2018
Actual Original Budget Adjustment Budget
Actual Variance to Budget
Total Operational Revenue R2,722,539 R2,504,300 R2,604,300 R2,843,239 14%
Expenditure:
Employees R3,678,671 R4,248,381 R4,639,574 R4,616,960 9%
Repairs and Maintenance R261,997 R387,724 R347,884 R257,150 -34%
Other R2,966,355 R5,115,898 R4,696,297 R4,625,172 -10%
Total Operational Expenditure R6,907,022 R9,752,003 R9,683,755 R9,499,282 -3%
Net Operational Expenditure R4,184,483 R7,247,703 R7,079,455 R6,656,043 -8%
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 3.13.5
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Capital Expenditure : Cemeteries and Crematoriums 2017/2018
R' 000
Capital Projects
2017/2018
Budget Adjustment Budget
Actual Expenditure
% Variance from adjusted budget
Total Project Value
Total All R2,900,000 R3,699,899 R3,684,988 0%
Develop Cemeteries Low Income Areas (505/...) R2,000,000 R1,999,899 R1,999,899 0% R1,999,899
Expansion Phumolong Cemetery (505/...) R450,000 R450,000 R449,973 0% R449,973
Develop New Cemeteries (505/...) R- R800,000 R800,000 0% R800,000
Replace Roof Fontein Street Cemetery Ablutions (505/.. R450,000 R450,000 R435,116 -3% R435,116
Total project value represents the estimated cost of the project on approval by council (including past and future expenditure as appropriate. T 3.13.6
COMMENT ON THE OVERALL PERFORMANCE OF CEMETERIES AND CREMATORIUMS
Priority was given to the development of new cemeteries and the maintenance of existing
cemeteries according to the IDP and available allocated budgets. The targets set in the five-year
IDP schedule will be met provided that the budget allocations are approved and suitable land is
available for future development. Current variances on budgets are caused by savings or value-
added tax (VAT) not claimed back from the South Africa Revenue Service.
3.14. CHILDCARE, AGED CARE, AND SOCIAL SPECIAL PROGRAMMES
INTRODUCTION TO SPECIAL PROGRAMMES
The Gender and Social Development Unit aims to ensure effective and efficient management of
institutional mechanisms for social and economic empowerment, equalization of opportunities, and
access to resources for various individuals and organizations.
These include gender, children, persons with disability, elderly persons, and those affected and
infected by HIV and AIDS issues including organizations working with special programs.
The aim of the programmes is to work with and strengthen collaboration with relevant departments,
the private sector, labour, and civil society in mainstreaming issues related to the targeted groups
at Steve Tshwete Local Municipality.
AIDS STRATEGY
Gender and Social Development managed to align and implement the 2012 -2016 AIDS Strategy
and the Implementation Plan, which was adopted by the Council with Resolution M05/11/2014.
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The new 2017 – 2022 AIDS Strategy is launched by the Deputy President, the Implementation
Plan must be developed and needs to be taken to the Council for approval. Local Aids Council are
held quarterly and chaired by the Executive Mayor. HIV/AIDS prevalence in Steve Tshwete Local
Municipality managed to decrease from 52, 3% to 43, and 1% according to the antenatal survey
from the Department of Health.
CHILDREN
Child Ambassador for Steve Tshwete Local Municipality since 2013 managed to represent the
Province and was in the front page of In session (monthly magazine of the Parliament of Republic
of South Africa), was awarded a bursary for 2017 by Nkangala District is now studying at the UCT.
Steve Tshwete Local Municipality participated in availing a land and involving private sector to
donate an is 98% complete. Gender and Social Development also managed to request funding on
behalf of 20 ECD Centre’s which was R500 000 00 and they received R25 000.00 each in
December 2016. Child Welfare had no transport but through the Municipality they managed to get
a Polo VW car which was handed by the Executive Mayor in 2016 July, for services in Doornkop,
extension 24 and Rockdale.
NGO’S
The Municipality through this office, donated Municipal buildings (ward 18) to Petra Home Base
Care, used also as an office for Civil Society Organization, a stand for Healing Hands in ext. 24
(ward 8) dealing with Orphans and Vulnerable Children. Donated land to Stimulation Centers
(ward 1 & 25) for Children with disability.
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Childcare, Aged Care, and Social Programmes Policy Objectives Taken from IDP
Service Objectives Outline Service Targets 2015/2016 2016/2017 2017/2018
Target Actual Target Actual Target
Service Indicators *Previous
Year
*Previous Year
*Current Year
(i) (ii) (iii) (iv) (v) (vi) (vii)
Service Objective
To contribute towards improving quality of life through integrated services for children, women, persons with disabilities, the elderly, and persons living with HIV and AIDS.
Number of activities initiated to develop guidelines for the Mainstreaming of Special Programmes adopted by the Council and implemented.
1
2
3
4
1
1
Number of activities initiated to develop the HIV and AIDS Strategy for 2012-2016 adopted by the Council and implemented.
3
2
4
4
1
1
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Employees – Childcare, Aged care, and Social Programmes
Years 1 (2016) Year 0 (2017)
Job Level
Number of Employees
Number of Posts
Number of Employees
Vacancies (Number)
Vacancies (%)
0-3 1 1 1 0 0
4-6 1 0 0 0 0
7-9 0 1 1 0 0
10-12 0 0 0 0 0
13-15 0 0 0 0 0
16-18 0 0 0 0 0
19-20 0 0 0 0 0
Total 2 2 2 0 0
Financial Performance : Child Care; Aged Care; Social Programmes
2017/2018
R'000
Details
2016/2017 2017/2018
Actual Original Budget
Adjustment Budget
Actual Variance to Budget
Total Operational Revenue R- R338,559 R344,679 R344,853 2%
Expenditure:
Employees R936,809 R - R - R- 0%
Repairs and Maintenance R- R479,245 R469,693 R 431,737 -10%
Other R2,387,086 R- R- R- 0%
Total Operational Expenditure R3,323,894 R479,245 R469,693 431,737 -10%
Net Operational Expenditure R 3,323,894 R140,686 R125,014 R86,884 -38%
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 3.14.5
COMMENT ON THE PERFORMANCE OF CHILDCARE, AGED CARE, AND SOCIAL
PROGRAMMES
In as far as planning and performance for special programmes, the Municipality is improving,
although it is faced with various challenges developing as a result of migration for
employment opportunities, which does not single out social issues. This includes issues such
as poverty, unemployment and inequality, the issue of substance abuse escalating, high
prevalence of HIV/AIDS, and vulnerable and orphaned children. Community Survey 2016
indicators show increasing poverty and increasing population of children between the ages of
0 to 9 as well as the youth of Steve Tshwete Local Municipality. Nevertheless, the collective
responsibility of the local Municipality, stakeholders, and civil society will focus on providing
services for the special groups through the War Rooms entailed in the Operation Vuka
Sisebente (OVS) and other stakeholder forums.
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3.15. YOUTH DEVELOPMENT
INTRODUCTION TO YOUTH DEVELOPMENT
The biggest challenge facing the Municipality is high rate of unemployment, substance abuse
and HIV/AIDS infection amongst young people. Another major challenge is the limited financial
resources available to coordinate Youth Development Programmes.
This challenge can be best resolved by introducing mainstreaming of youth development in all
departments in the Municipality and the strengthening of private public partnership in order to
maximize youth participation in the economy.
Youth development is the ongoing growth process in which all young people are engaged in
attempting to:
meet their basic personal and social needs to be safe, feel cared for, valued, useful, and
spiritually grounded;
build their skills, talent, and competencies that allow them to function and contribute in
their daily lives; and
Provide guidance on educational, economic, development Art &Cultural, and Sports
development, including income generation and wealth creating activities.
Youth development also refers to engaging young women and men in developmental activities
as participants in decision-making processes and as beneficiaries. The target youth as per the
National Youth Policy is young people between the ages of 14 and 35.
In addressing youth development, the Municipality is focusing on the following areas:
Education and skills development.
Health care, well-being and combating substance abuse.
Sports, recreation Art &Culture.
Economic participation and transformation.
Moral regeneration, social cohesion, and nation building.
Based on the above-mentioned focus areas through private-publicpartnership (PPP), we are
awarding bursaries on an annual basis to well-deserving students who come from previously
disadvantaged communities. Thus far, we have awarded 10 students with bursaries in the
2017/2018 financial year.
In partnership with the department of social development the Municipality has five youth
development centers in the following area:
1. Mhluzi: Colour my world Youth Development Centre.
2. Mhluzi: Transformers house Youth Development Centre.
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3. Doornkop: Tseladimatlapa Youth Development Centre.
4. Somaphepha : Khuphukani Youth Development Centre.
5. Hendrina : kwazamokuhle Youth Development Centre.
The Youth Development Centers focuses on the following objectives:
Career guidance through one-on-one sessions and also visiting schools.
Online job application and bursary application.
Job preparation workshops.
Entrepreneurship development workshop (expo).
Life skills.
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Youth Management Policy Objectives Taken from IDP
Service Objectives
Outline Service Targets
2016/17 2017/2018 2018/19
Target Actual Target Actual Target
Service Indicators
*Previous Year *Previous Year *Current Year
*Current Year
(i) (ii) (iii) (iv) (v) (vi) (vii)
Address the
challenges of
youth.
Number of social
programs initiated
and implemented to
address the well-
being of youth.
5 11 12 12 19 12
Number of programmes created to assist youth in improving their livelihoods.
4 9 9 6 13 6
T 3.15.3
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Employees - Youth Affairs
Years 1- (2017) YEAR 0 (2018)
Job Level Employee number Posts Number
Employee number Vacancies Vacancies %
0-3 1 1 0 1 100
4-6 0 0 0 0 0
7-9 1 0 0 0 0
10-12 2 2 2 0 0
13-15 0 0 0 0 0
16-18 0 0 0 0 0
19-20 0 0 0 0 0
Total 4 3 2 1 33
Financial Performance : Youth Management
2017/2018
R'000
Details
2016/2017 2017/2018
Actual Original Budget
Adjustment Budget
Actual Variance to Budget
Total Operational Revenue R- R- R1,515,000 R60,904 0%
Expenditure:
Employees R2,708,653 R2,940,712 R2,642,045 R2,662,108 -9%
Repairs and Maintenance R- R6,957 R- R- 0%
Other R574,129 RR1,478,732 RR2,165,823 R2,144,137 45%
Total Operational Expenditure R3,282,782 R4,426,401 R4,807,868 R4,806,245 9%
Net Operational Expenditure R3,282,782 R4,426,401 R3,292,868 R4,745,341 7%
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 3.15.5
COMPONENT E: ENVIRONMENTAL PROTECTION
COMMENT ON OVERALL PERFORMANCE OF YOUTH MANAGEMENT
The overall performance of the Youth Management Unit was impressive. One of the pinnacle
moment was the adoption of the draft Integrated Youth Development Strategy which proposes
mainstreaming as the strategic approach for youth development in the municipality. The strategy
seeks to create a framework within which all youth –related work in Steve Tshwete could be
coordinated and linked in all the departments.
The Esther Mahlangu foundation assisted the Municipality with two bursaries.
Recreation, sport development, art and culture programmes were held in the following areas:
Mayor’s fun day: cosmos park in Hendrina.
January ‘Che’’ Masilela art festival cosmos hall in Hendrina.
In promoting health care and combating substance abuse, the Municipality hosted a successful
dialogue on substance abuse at Somaphepha Village .The Municipality hosted a successful Youth
Summit and the 2018/2019 youth development programmes will be informed by those resolutions.
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3.16. POLLUTION CONTROL
INTRODUCTION TO NUISANCE INSPECTIONS: PREMISES INSPECTIONS
The priorities of the environmental management services section are to ensure a safe and
healthy environment for the community through the following:
• Ensure compliance with environmental legislation through monitoring and
enforcement. Air, water, and land.
• Give technical input on environmental issues with regard to new developments.
• Water monitoring.
• Environmental pollution control.
• Facilitate pauper’s burials.
• Scrutinizing building plans.
• Control & monitoring of hazardous substances.
Inspection of premises and public facilities.
Investigation of complaints and addressing nuisance control.
T 3.19.1
SERVICE STATISTICS FOR ENVIRONMENTAL PROTECTION
1870 water samples were collected for quality testing in accordance with SANS 241
standards.
All complaints regarding vector and rodents infestation were investigated, and all
nuisances were removed.
All complaints received were attended to, and when necessary, notices were issued.
All building plans received were scrutinised and approved.
30 pauper burials were done.
All environmental impact assessment report were noted and comments given to
relevant stakeholder.
Monitoring was done in all hazardous substances spillages occurred around the
Municipality.
T 3.19.2
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Health inspections Policy Objectives Taken From IDP
Service Objectives Outline Service Targets
2016/2017 2017/2018 2018/19
Target Actual Target Actual *Current
Year Service Indicators
*Previous Year
*Previous Year
*Current Year
(i) (ii) (iii) (iv) (v) (vi) (vii) (viii)
premises inspection 600 370- - - - -
Complaints attended 100 100 100 100 100
Pest control and nuisance 100 100 100 100 100
Tobacco control 100 100 - - -
Financial Performance : Health Inspection and Etc
2017/2018
R'000
Details
2016/2017 2017/2018
Actual Original Budget
Adjustment Budget
Actual Variance to Budget
Total Operational Revenue R228,223.86 R302,000.00 R268,200.00 R346,518.96 15%
Expenditure:
Employees R286,158.46 R2,963,146.00 R1,862,444.00 R893,803.05 -70%
Repairs and Maintenance R372,287.49 R202,500.00 R202,500.00 R161,368.62 -20%
Other R3,844,537.68 R3,113,425.00 R3,349,013.00 R2,398,583.16 -23%
Total Operational Expenditure R4,502,983.63 R6,279,071.00 R5,413,957.00 R3,453,754.83 -45%
Net Operational Expenditure R4,274,759.77 R5,977,071.00 R5,145,757.00 R3,107,235.87 -48%
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 3.19.5
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Capital Expenditure : Health Inspection 2017/2018
R' 000
Capital Projects
2017/2018
Budget Adjustment Budget
Actual Expenditure
% Variance
from adjusted budget
Total Project Value
Total All R- R199,700 R175126 -12%
Equipment to Monitor Air pollution (400/...) R- R199,700 R175,126 -12% R175,126
Total project value represents the estimated cost of the project on approval by council (including past and future expenditure as appropriate. T 3.19.6
COMMENT ON THE PERFORMANCE OF ENVIRONMENTAL PROTECTION
Training and mentoring was given to the student from different university on environmental
issues. Vacant stands that create a nuisance to the community were attendedto. Food
premises inspections target couldn’t be achieved due to devolution process.
Target for 2017/18 were not set as the health service is transferred to Nkangala District
Municipality and going forward.
The department developed the control of undertakings that sell liquor to the public by-laws and
it was approved by the council.
Review of environmental management policy was done and awaiting council approval.
Procurement of service provider to develop Air quality management plan was done and a draft
plan is currently available the on public participation stage.
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COMPONENT F: TRAFFIC, SECURITY, AND SAFETY
This component includes Traffic, Security and Fire FightingServices, and Disaster Management.
3.18. TRAFFIC AND SECURITY
INTRODUCTION TO TRAFFIC AND SECURITY
The main function of Traffic Services is to make the roads safe and ensure the free flow of
traffic at all times. Thisis done through visible law enforcement, speed enforcement, road
safety campaigns, installation of traffic calming measures and road awareness programmes.
Selective law enforcement is done at all accident zones where different law enforcement
duties are conducted. Traffic Wardens are deployed at different areas to control the flow of
traffic in congested intersections and to assist scholars to cross busy intersections. Road
accidents remain a challenge for the Municipality however law enforcement interventions are
introduced wherein drunken driving operations are conducted and high accident prone areas
are patrolled.
Security Services is responsible for the safeguarding of all Municipal property and personnel.
It is also responsible for monitoring private security companies that provide security services
to the Municipality.
Traffic and Security Services Data
Details 2017/2018 2017/2018 2018/2019
Actual No. Estimated No. Actual No.
Estimated No.
1 Number of road traffic accidents during the year. 2942 2990 2967 2945
2 Number of by-law infringements attended. 85 90 110 130
3 Number of traffic officers in the field on an average day. 32 32 32 32
4 Number of traffic officers on duty on an average day. 37 37 37 37
T 3.20.2
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Traffic and Security Services Policy Objectives Taken from IDP Service Objectives
Outline Service Targets
2016/2017 2017/2018 2018/19
Target Actual Target Actual Target
Service Indicators
*Previous Year
*Previous Year *Current Year
(i) (ii) (iii) (iv) (v) (vi) (vii) To provide safety and security to human life
To improve road safety.
Number of new traffic calming measures installed.
20 32 32 15 48 50
To improve the free flow of traffic.
Number of new traffic signals installed. 0 0 0 0 0 0
To provide effective and efficient law enforcement.
Number of road traffic law enforcement campaigns conducted. 650 1004 1004 1020 770 650
T 3.20.3
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Employee - Public Safety: Licensing and Testing
Years 1- (2017) YEAR 0 (2018)
Job Level Employee number
Posts Number
Employee number
Vacancies
Vacancies %
0-3 1 1 1 0 0
4-6 0 0 0 0 0
7-9 20 24 21 3 13
10-12 31 31 29 2 6
13-15 4 4 4 0 0
16-18 0 0 0 0 0
19-20 2 2 2 0 0
Total 58 62 57 5 8
Financial Performance : Traffic and Security Services
2017/2018
R'000
Details
2016/2017 2017/2018
Actual Original Budget
Adjustment Budget
Actual Variance to
Budget
Total Operational Revenue R18,197,563.7 RR11,477,360.0 R12,812,460.0 R18,515,393.4 61%
Expenditure:
Other employees R28,030,838.7 RR30,286,053.0 R30,150,428.0 R28,693,769.4 -5%
Repairs and Maintenance R3,446,744.6 R4,011,824.0 R3,951,824.0 RR3,060,128.9 -24%
Other R27,017,041.3 R11,116,167.0 R11,248,629.0 R2,356,802.8 -79%
Total Operational Expenditure R58,494,625 R45,414,044 R45,350,881 R34,110,701 -25%
Net Operational Expenditure R40,297,061 R33,936,684 R32,538,421 R15,595,308 -54%
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 3.20.5
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Capital Expenditure : Traffic and Security Service 2017/2018
R' 000
Capital Projects
2017/2018
Budget Adjustment Budget
Actual Expenditure
% Variance
from adjusted budget
Total Project Value
Total All R2,549,000 R3,176,300 R2,567,269 -19%
Traffic Calming Measures (310/...) R350,000 R350,000 R348,619 0% R348,619
Replace vehicles (310/...) R1,150,000 R1,150,000 R931,203 -19% R931,203
Portable Guard House (311/...) R76,000 R76,000 R62,039 -18% R62,039
Replace Furniture & Office Equipment (310/...) R55,000 R55,000 R50,941 -7% R50,941
Alcohol Testing Equipment (310/...) R36,000 R180,000 R132,125 -27% R132,125
Shelves for the pound: 310 R40,000 R40,000 R35,405 -11% R35,405
Filing cabinets: 310 R42,000 R42,000 R39,211 -7% R39,211
Digital Monitoring Measures (311/...) R800,000 R800,000 R622,610 -22% R622,610
Digital Monitoring Measures (311/...) R- R483,300 R345,116 -29% R345,116
Total project value represents the estimated cost of the project on approval by council (including past and future expenditure as appropriate. T 3.20.6
COMMENT ON THE PERFORMANCE OF TRAFFIC AND SECURITY
Public transport remains the challenge for the Municipality wherein there is lack of public transport facilities and taxi violence in certain areas; this is caused by the lack of public transport enforcement.
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3.19. FIRE SERVICES AND DISASTER MANAGEMENT
INTRODUCTION TO FIRE SERVICES AND DISASTER MANAGEMENT
The Steve Tshwete Local Municipality provides Fire, Rescue, and Disaster Management
services to a community of about 278749 inhabitants. The Municipality performs firefighting
in respect of permanent structures, informal settlements, as well as vehicle-relatedfires. It
also attends to vehicle accidents, hazardous material incidents, rescue services inclusive of
rope rescue, water rescue, high-angle rescue, and structural collapse, and trench rescue.
Fire prevention forms an integral part of the daily functions of the service, not only fire safety
but also disaster management activities to ensure a safer community. The department also
makes use of a 24-hour information centre that is fully computerized including an emergency
control centre situated at the fire station. Dangers surrounding veld fires resulted in the
establishment of a Fire Protection Association, and this is properly supported by the
Municipality in providing fire equipment (Skid Units) for making fire breaks between the
Municipal boundaries and private land.
Being part of the Nkangala District Municipality local authorities’ area of jurisdiction, these
services are not only rendered inside the MP313 area but also rendered outside the STLM
area – but within the entire Nkangala area on a regular basis.
SERVICE STATISTICS FOR FIRE, RESCUE, AND DISASTER MANAGEMENT
Middelburg/Hendrina
Motor vehicle accidents 934 146 Pedestrian accidents 72 09 Fires 440 104 Rescue 46 12 Special services 80 55
Fire Services Data
No. Details 2015/2016 2016/2017
Actual No. Estimated No. Actual No.
1 Total fires attended during the year. 560 530 544
2 Total of other incidents attended during the year. 1 262 1200 1354
3 Average turnout time – urban areas. 11 minutes 8 minutes 11 minutes
4 Average turnout time – rural areas. 24 minutes 20 minutes 24 minutes
5 Firefighters in post at year end. 58 60 58
6 Total fire appliances at year end. 28 31 28
7 Average number of appliances off the road during the year. 6 3 6
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Fire Service Policy Objectives Taken from IDP Service Objectives
Outline Service Targets
2015/2016 2016/2017 2017/2018
Target Actual Target Actual
Service Indicators
*Previous Year
*Previous Year *Current Year
*Current Year
(i) (ii) (iii) (iv) (v) (vi) (vii) (viii)
To provide effective and efficient emergency services
To provide effective and efficient emergency services.
Number of awareness sessions conducted for the community.
72 32 24 24 35 11
To provide a safe and secure environment for the community.
Number of fire prevention inspections conducted.
900 439 350 300 340 310
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Years 1- (2017) YEAR 0 (2018)
Job Level Employee number Posts
Number Employee number Vacancies Vacancies %
Chief Fire officer & Deport 1 1 1 0 0
Fire Officers 48 49 49 0 0
0-3 0 0 0 0 0
4-6 3 3 3 0 0
7-9 6 0 0 0 0
10-12 26 26 26 0 0
13-15 0 5 5 0 0
16-18 0 0 0 0 0
19-20 3 3 3 0 0
Total 87 87 87 0 0
Financial Performance : Fire Services
2017/2018
R'000
Details
2016/2017 2017/2018
Actual Original Budget Adjustment Budget
Actual Variance to Budget
Total Operational Revenue R275,776 R587,538 R797,898 R475,890 -19%
Expenditure:
Fire fighters R33,090,674 R36,123,776 R38,329,631 R37,517,643 4%
Other employees R-
1,277,676
1,242,822 R1,369,329 7%
Repairs and Maintenance R2,365,200 R2,446,501 R2,224,750 R1,820,752 -26%
Other R8,089,481 R8,919,440 R8,390,965 R7,237,185 -19%
Total Operational Expenditure R43,545,355 R48,767,393 R50,188,168 R47,944,909 -2%
Net Operational Expenditure R43,269,579 R48,179,855 R49,390,270 R47,469,018 -1%
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 3.21.5
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Capital Expenditure : Fire Services 2017/2018
R' 000
Capital Projects
2017/2018
Budget Adjustment Budget
Actual Expenditure
% Variance
from adjusted budget
Total Project Value
Total All R3,127,000 R3,R127,000 R2,634,814 -16%
Replace Jaws Rescue Set (515/...) R500,000 R500,000 R353,319 -29% R353,319
Replace 4x4 veld fire vehicles (515/...) R500,000 R500,000 R433,758 -13% R433,758
Furniture & office equipment (515/...) R25,000 R25,000 R24,900 0% R24,900
Disaster Management Workstations/Equipment (515/... R450,000 R450,000 R283,668 -37% R283,668
Replace Fire Equipment (515/...) R62,000 R62,000 R59,142 -5% R59,142
New Fire Equipment (515/...) R40,000 R40,000 R33,800 -16% R33,800
Replace Garage Doors At Fire Station (515/...) R600,000 R600,000 R538,459 -10% R538,459
Upgrade fence at Middelburg Fire Station (515/...) R700,000 R500,000 R462,770 -7% R500,000
Upgrade Rest Rooms-(515/...) R250,000 R450,000 R444,998 -1% R450,000
Total project value represents the estimated cost of the project on approval by council (including past and future expenditure as appropriate. T 3.21.6
COMMENT ON THE PERFORMANCE OF FIRE SERVICES AND DISASTER MANAGEMENT
On the approved Disaster Management Plan six (6) risks were identified of which the following Flood
preventionwas prioritised for 2017/2018 financial year. Training of councilors, administration staff,
and community members is in progress to ensure a resilient community. The expansion of the vehicle
fleet, equipment, and personnel is kept within the available budget.
An additional fire station is envisaged to be established at Rockdale area which will serve the eastern
area of the town and In Mhluzi to serve the western part of the town. Satellite station is also planned
for the Piet Tlou area to comply with the South African National Standards 10090 of 2003
requirements.
\
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COMPONENT G: SPORT AND RECREATION
This component includes community parks, sports fields, sports halls, stadiums, swimming pools,
and campsites.
3.20. PARKS, SPORT, AND RECREATION
INTRODUCTION TO SPORT AND RECREATION
The Physical and Environmental Department provides a wide range of services to the community.
This reaches from the administration of sports and recreational facilities to the maintenance of all
parks and recreational facilities and resorts such as Middelburg Dam.
The service delivery priorities are to provide and maintain sports facilities, parks, Municipal swimming
pools, resorts, and public open spaces, as well as the seasonal maintenance of pavements and all
Council-owned open areas. Where necessary, pesticides, herbicides, and arboriculture are applied
to problem areas. These priorities were met through maintaining all facilities by cutting grass,
removing weeds, planting trees, pruning trees, and selectively applying chemicals. Seasonal
employees were appointed, and EPWP projects were introduced to ensure job creation and a safe
environment.
SERVICE STATISTICS FOR SPORT AND RECREATION FACILITIES
Aerobics 01
Badminton 03
Basketball 05
Bowls 02
Cricket 01
Gymnastics 01
Hockey 00
Jukskei 36
Karate 02
Korfball 06
Marathon 03
Netball 08
Parks 97
Pigeon clubs 02
Rugby 02
Soccer (grass fields) 10
Soccer fields 32
Squash 02
Tennis 20
Volleyball 03
Wrestling 01
T 3.23.1
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Parks Sport and Recreation Policy Objectives Taken from IDP
Service Objectives
Outline Service Targets
2016/2017 2017/2018 2018/2019
Target Actual Target Actual
Service Indicators
*Previous Year
*Previous
Year *Current Year
*Current Year
(i) (ii) (iii) (iv) (v) (vi) (vii) (viii)
To provide new parks while upgrading existing parks and open areas according to prioritized community needs.
Number of parks and open spaces upgraded or developed.
2 Parks and open spaces developed. 2 Existing parks and open spaces upgraded.
2 Parks and open spaces developed. 3 Existing parks and open spaces upgraded.
2 Parks and open spaces developed. 2 Existing parks and open spaces upgraded.
2 Parks developed by June 2018. (Stand number 7740 Ext 23,Middelburg, Develop Park Rockdale). 3 Existing parks and open spaces upgraded by June 2018. Fence at Park 9866 Ext 18 -Van Blerk Plane -Park 1259 Moetanalo Street).
2x Park developments Stand number 7740 Ext 23,Middelburg, Develop Park Rockdale. 5x Upgrading Projects. Van Blerk plane upgrade, Fence at Park 9866 Ext 18, Park 1259 Moetanalo Street, Ext 2 Park fence, Pongola Park Fence. (Funds became available on the adjustment Budget).
To provide new parks while upgrading existing parks and open areas according to prioritized community needs.
Number of open spaces developed.
3 Open spaces developed. (Kwaza Ext 7, Newtown and Erf 3882 Mhluzi).
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To provide new parks while upgrading existing parks and open areas according to prioritized community needs.
Number of parks upgraded.
6 Existing parks upgraded by June 2019. (Fence at Park Ext 18, Playing equipment at Park Ext 2 Mhluzi, Playing equipment OR Tambo Park Mhluzi, Upgrade Civic Garden, Upgrade Mafred Park, Upgrade park 2544 Gholfsig).
To contribute towards the mitigation of climate change impacts.
Number of trees planted and propagated in the MP313 area.
5 000 trees planted in the MP313 area. 8 000 propagated trees.
4 612 trees planted in the MP313 area. 7 796 propagated trees.
5 000 trees planted in the MP313 area. 8 000 propagated trees
4000 trees planted in the MP313 area by June 2018 8000 trees propagated in the MP313 area by June 2018.
Q4 2935 + 693 + 957 + 1175 trees planted Q4 2440 + 3465 + 2542 trees propagated.
Contribute towards the mitigation of climate change impacts.
Number of trees planted in the MP313.
4000 trees planted in the MP313 area.
Contribute towards the mitigation of climate change impacts.
Number of trees propagated in the MP313.
8000 trees propagated in the MP313 area.
To provide new sport and recreation facilities while upgrading existing facilities
Number of sporting facilities developed or upgraded.
2 x New Graded soccer fields.
2 new graded soccer fields. Multi-purpose
2 New Graded soccer fields and 2 Basic multipurpose facilities
5 basic sports facilities developed in previously disadvantaged areas by June 2018.
5 x Multipurpose, Netball, Basic Soccer field and Skate park at Rockdale. Multipurpose court at Mhluzi Park.
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according to prioritized community needs.
court and Skateboard park.
developed in previously disadvantaged areas by June 2017.
(- Multipurpose Netball and Skate park at Rockdale -Multipurpose at Pongola Park, Multipurpose at Park 7740 Ext 23 Middelburg). 4x Facilities to be upgraded by June 2018. 1. Eastdene tennis court. 2. Themba Senamela Stadium upgrade. 3. Kees Taljaard lights upgrade. 4. Bicycle lanes at Klein Olifants.
Q3 2x Multipurpose court at Pongola Park, 5aside Soccer Park 7740 EXT 23.Middelburg. 3 x Upgrades Eastdene tennis court. Themba Senamela Stadium upgrade. Kees Taljaard lights upgrade. 2 x Upgrading projects. Bicycle Lane, Themba Senamela courts, (Funds became available on the adjustment Budget).
To provide new sport and recreation facilities while upgrading existing facilities according to the prioritized community needs.
Number of sporting facilities developed.
5 Basic sport facilities developed by March 2019. (Newtown Multipurpose and Soccer field, Kwaza Multipurpose and Soccer field. Multipurpose Eco Park Cosmos Kwaza/Hendrina.
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To provide new sport and recreation facilities while upgrading existing facilities according to the prioritized community needs.
Number of sporting facilities upgraded.
4 Facilities to be upgraded by June 2019. 1.Themba Senamela Tennis court 2. Themba Senamela Stadium Upgrade. 3. Nasaret Stadium Upgrade. 4. Upgrade Ablutions at Middelburg Dam.
T 3.23.2
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Employees - Sport and Recreation
Years 1- (2017) YEAR 0 (2018)
Job Level Employee number Posts
Number Employee number Vacancies Vacancies %
0-3 2 2 2 0 0
4-6 0 0 0 0 0
7-9 8 10 9 1 10
10-12 11 13 12 1 8
13-15 4 19 16 3 16
16-18 40 41 40 1 2
19-20 87 90 85 5 6
Total 152 175 164 11 6
Financial Performance : Parks, Sport and Recreation
2017/2018
R'000
Details
2016/2017 2017/2018
Actual Original Budget
Adjustment Budget
Actual Variance to
Budget
Total Operational Revenue R4,744,935.60 R9,875,465.00 R9,939,430.00 R10,163,574.41 3%
Expenditure:
Employees R32,434,108.80 R33,506,077.00
R32,829,996.00 R32,819,142.50 -2%
Repairs and Maintenance R11,641,113.52
R12,011,573.00
R12,449,849.00 R12,350,367.50 3%
Other R17,256,168.19 R15,071,174.00
R13,218,306.00 R12,866,418.68 -15%
Total Operational Expenditure R61,331,391 R60,588,824 R58,498,151 R58,035,929 -4%
Net Operational Expenditure R56,586,455 R50,713,359 R48,558,721 R47,872,354 -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 3.23.4
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Capital Expenditure : Parks, Sport and Recreation
Capital Projects
2017/2018
Budget Adjustment Budget
Actual Expenditure
% Variance from adjuste
d budget
Total Project Value
Total All R11,995,500 R13,161,485 R13,120,704 0%
Replace Synthetic Tennis Courts Kees Taljaard (530/…) R 200,000 R139,650 R139,650 0% R139,650
Renovations Mhluzi Stadium Pavilion (530/...) R2,000,000 R1,999,996 R1,999,996 0% R1,999,996
Develop Park C/O Pongola & Kammannassie Aero (533/…) R700,000 R1,200,000 R1,200,000 0% R1,200,000
Lawn Mower Sidewalks (533/...) R115,500 R114,600 R 105,000 -8% R105,000
Pool Equipment Middelburg/ Mhluzi (530/...) R100,000 R126,450 R126,450 0% R126,450
Refurbish Swimming Pool Kees Taljaard (530/...) R200,000 R200,000 R171,832 -14% R171,832
Brush cutters & Chainsaws R120,000 R120,000 R117,122 -2% R117,122
Replace Playing Equipment (533/...) R310,000 R310,000 R 309,900 0% R309,900
Develop Park Rural & Low Income Areas (533/...) R2,000,000 R1,999,893 R1,999,893 0% R1,999,893
Basic Sport Low Income Areas (530/...) R3,000,000 R2,999,996 R2,999,996 0% R2,999,996
Upgrade Rugby stadium lights (530) R1,000,000 R673,300 R673,300 0% R673,300
Upgrade Van Blerk Plein (533/...) R600,000 R600,000 R599,996 0% R599,996
Fence at Parks (533/...) R350,000 R1,050,000 R1,050,000 0% R1,050,000
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Bicycle & Run Lanes at Klein Olifants (533/...) R1,300,000 R1,300,000 R1,300,000 0% R1,300,000
Replace Temba Senamela Stadium Courts (530/...) R - R 326,700 R 326,700 0% R326,700
Replace furniture & office equipment: 533 R- R900 R869 -3% R869
Total project value represents the estimated cost of the project on approval by council (including past and future expenditure as appropriate. T 3.23.5
COMMENT ON THE OVERALL PERFORMANCE OFSPORTS PARKS AND RECREATION
Priority was given to the development of new and the maintenance of existing parks and
sports facilities according to the IDP and available budgets. The target set in the 5 year IDP
schedule will be met provided that the budget allocated is approved and, suitable land is
available for future development. Current variation on budget is caused by savings or VAT
not claimed back from the South African Revenue Services.
COMPONENT H: CORPORATE POLICY OFFICES AND OTHER SERVICES
This component includes corporate policy offices, financial services, human resource (HR)
services, ICT services, and property services.
INTRODUCTION TO CORPORATE POLICY OFFICES AND OTHERS
All policies have to serve at Council, and procedure manuals serve at Management
Committees for their endorsement.Other working documents are approved atdirectorate and
department level depending on the effects and the stretch of the effects, as to how many
departments are affected.
Most of the policies and guiding documents are in the following directorates and/or
departments: Finance (14), Human Capital Management (33), and Information
Communication Technology (37), with Council having 40 by-laws.
T 3.24
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3.21. EXECUTIVE AND COUNCIL
This component includesthe executive office: Mayor, councilors, and Municipal Manager.
INTRODUCTION TO EXECUTIVE AND COUNCIL
The executive is composed of the Executive Mayor, who is elected by other councillors during
the first council sitting. The Executive Mayor then appoints MMCs from amongst the members
of Council. In addition to the Executive Mayor, the executive is also made up forms. They assist
the Executive Mayor to execute his duties.
The Municipal Council has 29 wardcouncillors and 29 proportional representative councillors.
For Council to take a decision, it needs simple majority, where the meeting forms a quorum i.e.
50%of councillors plus one councillor.
T 3.24.1
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The Executive and Council Policy Objectives Taken from IDP
Service Objectives
Outline Service Targets
2015/2016 2016/2017 2017/2018
Target Actual Target Actual Target
Service Indicators
*Previous Year
*Previous Year
*Current Year
*Current Year
(i) (ii) (iii) (iv) (v) (vi) (vii) (viii)
To promote effective community participation.
Coordination and
facilitation of Mayoral
Outreaches.
6
6
6
6
6
6
T 3.24.3
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Financial Performance : The Executive and Council
2017/2018
R'000
Details
2016/2017 2017/2018
Actual Original Budget Adjustment Budget
Actual Variance to Budget
Total Operational Revenue R70,592,033 R78,881,118 R74,928,158 R82,222,606 4%
Expenditure:
Employees R37,781,765 R27,953,203 R29,285,306 R35,084,028 26%
Repairs and Maintenance R542,693 R98,723 R56,113 R44,399 -55%
Other R58,867,223 R37,797,489 R39,366,536 R40,500,339 7%
Total Operational Expenditure R97,191,681 R65,849,415 R68,707,955 R75,628,766 15%
Net Operational Expenditure R26,599,647 R13,031,703 R6,220,203 R6,593,840 -49%
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 3.24.5
Capital Expenditure : The Executive and Council Year 0
R' 000
Capital Projects
2017/2018
Budget Adjustment Budget
Actual Expenditure
% Variance
from adjusted budget
Total Project Value
Total All R223,000 R223,000 R185,716 -17%
Furniture & Office Equipment (110/...) R25,000 R4,000 R3,869 -3% R3,869
Furniture & Office Equipment (111/...) R18,000 R18,000 R11,377 -37% R11,377
Furniture & office equipment: 105 R180,000 R201,000 R170,470 -15%
R170,470
Total project value represents the estimated cost of the project on approval by council (including past and future expenditure as appropriate. T 3.24.6
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COMMENT ON THE PERFORMANCE OF THE EXECUTIVE AND COUNCIL
The department managed to successfully implement their projects as per the SDBIP. The legal
services had a challenge with the procurement of the Executive Support vehicle due to under
budgeting.
T 3.24.7
3.22. FINANCIAL SERVICES
INTRODUCTION TO FINANCIAL SERVICES
The directorate is responsible for the function of budgetary and accounting, expenditure and
revenue management, and maintenance of the financial system. Financial management
strategies are important to guide the Municipality to maximise the available financial
resources to ensure long-term financial viability through the following strategies:
● To Manage revenue, expenditure, assets, and liabilities in a responsible manner.
● A Well thoughtout budget and financial planning processes in line with budget
and reporting regulations.
● Effective supply chain management.
● Effective cash flow management.
T 3.25.1
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Debt Recovery
R' 000
Details of the types of account raised and recovered
2016/2017 2017/2018 2018/2019
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 %
Estimated outturn for accounts billed in year
Estimated Proportion of accounts billed that were collected %
Property Rates R287 879 131 R287 879 131 R314 696 093 R306 879 137 R340 745 485 (90%)
Electricity - B R7 332 286 R7 332 286 R8 180 266 R7 487 175 R8 642 038 (87%)
Electricity - C R489 155 095 R489 155 095 R541 847 558 R552 605 694 R552 605 694 (96%)
Water - B R1 119 393 R1 119 393 R1 290 318 R998 918 R1 374 344 (73%)
Water - C R88 039 735 R88 039 735 R102 524 042 R74 986 073 R84 695 508 (89%)
Sanitation R52 625 498 R52 625 498 R56 212 019 R53 643 559 R60 199 572 (89%)
Refuse R54 809 211 R54 809 211 R62 314 625 R67 809 107 R61 701 008 (91%)
Other
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. T 3.25.2
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Employees - Financial Services
Years 2- (2015) Year -1 (2016) Year 0 (2017)
Job Level
Employee number
Posts Number
Employee number Vacancies
Vacancies %
Posts Number
Employee number
Vacancies Vacancies %
0-3 3 6 5 1 17 5 3 2 40
4-6 14 20 15 5 25 21 19 2 10
7-9 11 14 12 2 14 14 11 3 21
10-12 25 28 27 1 4 27 26 1 4
13-15 23 25 24 1 4 28 27 1 4
16-18 1 1 1 0 0 1 1 0 0
19-20 2 2 2 0 0 2 2 0 0
Total 79 96 86 10 10 98 89 9 9
Financial Performance : Financial Services
2017/2018
R'000
Details
2016/2017 2017/2018
Actual Original Budget
Adjustment Budget
Actual Variance to Budget
Total Operational Revenue R396,889,444
373,994,559 R381,459,420 R401,339,849 7%
Expenditure:
Employees R35,841,618 R35,805,365 R33,476,132 R33,487,838 -6%
Repairs and Maintenance R2,687,593 R3,492,489 R3,640,931 R3,537,177 1%
Other R39,755,646 R36,398,782 R42,379,698 R36,748,280 1%
Total Operational Expenditure R78,284,857 R75,696,636 R79,496,761 R73,773,295 -3%
Net Operational Expenditure R-318,604,587
R-298,297,923
R -301,962,659
R-327,566,555 10%
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 3.25.5
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Capital Expenditure : Financial Services 2017/2018
R' 000
Capital Projects
2017/2018
Budget Adjustment Budget
Actual Expenditure
Variance from original budget
Total Project Value
Total All R256,000 R2,266,100 R1,832,302 -19%
Replace Furniture & Office Equipment (200/...) R73,500 R43,500 R38,616 -11% R38,616
Replace vehicle (200/...) R175,000 R175,000 174,551 0% R174,551
Alarm System Redundant Asset Store (200/...) R7,500 RR7,500 R- -100% R-
Replace current financial system (205/...) R- R1,586,757 R1,169,000 -26% R1,169,000
Upgrade paypoint x7 (200/...) R- R423,343
423,343 0%
423,343
New Furniture and equipment (200/..) R- R30,000 R26,792 -11% R26,792
Total project value represents the estimated cost of the project on approval by council (including past and future expenditure as appropriate. T 3.25.6
COMMENT ON THE OVERALL PERFORMANCE OF FINANCIAL SERVICES
The projects above are for service delivery requirements to ensure all functions are performed
in the Finance Department. Sixty nine per cent (69%) of the capital budget has been spent, 1
of the projects that have not been completed is the printer project, and the new printers were
not required due to the migration to a new financial system.
T 3.25.7
3.23. HUMAN RESOURCE SERVICES
INTRODUCTION TO HUMAN RESOURCE SERVICES
The Human Capital Management Department of the Steve Tshwete Local Municipality is
focused on providing the best personnel services through fair and transparent processes and
procedures. It is also focused on effective recruitment procedures, training and staff
empowerment, and providing expert and professional advice to staff and management on
human resources-related issues.
The Human Resources Department maintained its strategy during 2015/2016 to recruit
qualified and competent staff to fill vacancies. Structured interviews were conducted together
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with work sampling-based tests to assist with the selection of the best candidates for
appointment. Verification of qualifications, working record/history, possible fraudulent activities,
and criminal record are being done for selected positions through an independent service
provider before appointments are made. This prevented the Municipality from appointing staff
without the necessary skills, competencies, and qualifications.
In addition to the foregoing, a Workplace Skills Plan is being compiled, submitted to the Local
Government Sector Education Training Authority (LGSETA) on an annual basis, and
implemented accordingly to attend to the most critical skills development needs. It is usually
complemented by the bursary scheme, which caters for longer-term qualification strategies.
The Local Labour Forum, Staff Wellness Meetings, and Human Resources Development
Meetings were being planned to take place on a monthly basis.
SERVICE STATISTICS FOR HUMAN RESOURCE SERVICES
During the 2017/2018 financial year, 74 new posts were created within the Steve Tshwete
Local Municipality. The staff complement for the 2017/2018 period consisted of 1 590
permanent positions, of which 1 414 posts are filled, whereas the services of 61 employees
were terminated due to factors such as retirement and resignations.
T 3.26.2
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Human Resource Services Policy Objectives Taken from IDP
Service Objectives Outline Service Targets 2016/2017 2017/2018 2018/19
Target Actual Target Actual Target
Service Indicators *Previous Year
*Previous Year
*Current Year
*Current Year (viii)
(i) (ii) (iii) (iv) (v) (vi) (vii)
To ensure compliance with the EEA.
2 employees from EEA target groups to be employed at the three highest levels.
2 2 2 2 2 2
1 EE Plan to be submitted to the Department of Labour by the end of October annually.
1 1 1 1 1 1
To capacitate employees in order to enhance service delivery.
Number of WSP developed and submitted.
1 1 1 1 1 1
To create a safe and healthy environment for personnel.
5 activities to be conducted annually for OHS Policy.
12 28 12 10 20 10
T 3.25.3
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Employees - Human Resources Services
Years 1- (2017) Year 0 (2018)
Job Level Employee number Posts Number
Employee number Vacancies
Vacancies %
0-3 3 3 3 0 0
4-6 7 8 7 1 13
7-9 3 4 2 2 50
10-12 2 2 1 1 50
13-15 0 1 1 0 0
16-18 0 0 0 0 0
19-20 1 1 1 0 0
Total 16 19 15 4 21
Financial Performance : Human Resource Services
2017/2018
R'000
Details
2016/2017 2017/2018
Actual Original Budget
Adjustment Budget
Actual Variance to Budget
Total Operational Revenue R308,085 R785,638 R940,742 R883,004 12%
Expenditure:
Employees R7,371,406 R8,808,820 R9,236,139 R8,188,860 -7%
Repairs and Maintenance R57,486 R89,250 R89,250 R56,039 -37%
Other R4,954,673 R5,982,609 R6,217,505 R4,709,721 -21%
Total Operational Expenditure R12,383,565 R14,880,679 R15,542,894 R12,954,620 -13%
Net Operational Expenditure R12,075,479 R14,095,041 R14,602,152 R12,071,616 -14%
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 3.26.5
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Capital Expenditure : Human Resource Services 2017/2018
R' 000
Capital Projects
2017/2018
Budget Adjustment Budget
Actual Expenditure
% Variance
from adjusted budget
Total Project Value
Total All R17,000 R337,000 R164,700 -51%
Furniture & Office Equipment (141/...) R17,000 R17,000 R- -100% R-
HR software & fingerprint readers (141/...) R- R320,000 R164,700 -49% R164,700
Total project value represents the estimated cost of the project on approval by council (including past and future expenditure as appropriate. T 3.26.6
COMMENT ON THE PERFORMANCE OF HUMAN RESOURCE SERVICES OVERALL
Furniture and office equipment were HR projects. An amount of R11 762 was spent for the
necessary furniture on the SDBIPs, which means that 98% of the budgeted capital expenditure
of R12 000 was spent. The capital items included a water dispenser, digital safe, microwave
oven, and two office chairs. Operational expenditure was 92.2%.
T 3.26.7
3.24. INFORMATION AND COMMUNICATION TECHNOLOGY SERVICES
This component includesInformation and Communication Technology (ICT) services.
INTRODUCTION TO ICT SERVICES
Information Communication Technology Services Department provides a platform to enable
the Municipality to use ICT systems and ICT services to provide the much needed services to
the Community of Steve Tshwete Local Municipality.
ICT Services functions includes setting systems and providing services that enable various
departments in the Municipality to provide their products and services to the community by
hosting such systems on ICT .
We have continued to host financial, human resources, electrical, civil engineering, planning,
audit, records, communication, traffic and call centre systems to enable departments to provide
efficient and reliable products and services. We have improved our server and networking
through the provision of backup and retentions services, introducing new buildings to municipal
network . We have also improved our wireless network capacity, provided tools of trade to our
users, introduced a mobile app to improve communication, continued the use of SMSs to
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communicate with the community, provision of telecommunication services and data services,
and enabling a platform for our users.
We have improved on our ICT Governance and put in Governance structures in place, while
ensuring that we cut on bureau critic tape. We developed and implemented the ICT Master
Systems Plan. We increased all systems available.
SERVICE STATISTICS FOR ICT SERVICES.
● Ninety-eight percent (98%) wireless network availability.
● Ninety nine percent (99%) restoration of backups.
● Ninety nine percent(99%) ICT Services incidents reports generated resolved.
● Hundred percent (100%) of information received published on the website and
Intranet.
● Eighty five percent (85%) availability of Servers, routers, switches and other
hardware.
● Ninety percent (90%) availability of telephone services.
● Ninety five percent (95%) availability of internet services.
● Ninety five percent (95%) availability of email services.
● Hundred percent (100%) ICT Governance structures meetings and workshops.
● Hundred percent (100%) response to all ICT related Audit queries.
● Ninety five percent (95%) of all calls responded within SLA times.
T3.27.2
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ICT Services Policy Objectives Taken from IDP
Service Objectives
Outline Service Targets
2016/2017 2017/2018 2018/19
Target Actual Target Actual Target
Service Indicators
*Previous Year *Previous Year *Current Year
*Following Year (x)
(i) (ii) (iii) (iv) (v) (vi) (vii)
Provisioning of ICT equipment.
Provider computers, printers, servers, scanners, projectors, phones, UPSes, etc.
100% capital budget spent on provisioning of ICT Equipment by June 2017.
53% capital budget spent. 63 PC’s. 23 Notebooks, 1 QNAP NAS, 5 printers for cashiers. 1 all in one printer. 15 hard drives. 2 projectors. 5 WAN wireless connection. 1 brother labelling machine. 5 OKI and 2 epson printers. 1 scanner and 1 server. 7 phones. 1 mini projector.
100% capital budget spent on provisioning of ICT Equipment by June 2017.
3 million capital budgets spent on provisioning of ICT Equipment by June 2018.
R 3 336 905 capital budget spent on provisioning of ICT Equipment. 84%. 83% capital budget spent. UPS R103295.40. Big UPS R444800. Two way Radios R 68625. Office Furniture R10795.73. Laptops R 212000. Computers R520000. Server R 1227706.96. Projector and screen R51000 Scanners R30000 External Communication R348682. Backbone R320000.
R11 000 000 capital budget spent on provisioning of ICT Equipment by June 2019.
ICT systems maintenance
Provide end user
4500 incidents reported and
5889 incidents reported and
4500 incidents
4500 incidents reported and
4966 incidents reported and
5000 incidents reported and
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ICT Services Policy Objectives Taken from IDP
Service Objectives
Outline Service Targets
2016/2017 2017/2018 2018/19
Target Actual Target Actual Target
Service Indicators
*Previous Year *Previous Year *Current Year
*Following Year (x)
(i) (ii) (iii) (iv) (v) (vi) (vii)
and end user support.
maintenance and support
resolved by June 2016.
5881 resolved. reported and resolved by June 2017.
resolved by June 2018.
resolved by June 2018.
resolved by June 2019.
Generation of the reports for update of municipal website.
Provide website and intranet services.
12 reports on information published within 4 working hours.
12 reports on information published within 4 working hours. 505 quotation adverts, 108 tenders, 19 vacancy adverts, 28 notices published on Municipal website 68 Media Releases.
12 reports on information published within 4 working hours.505 quotation adverts, 108 tenders, 19 vacancy adverts, 28 notices published on Municipal website 68 Media Releases.
12 reports on information published within 4 working hours.
12 reports on information published within 4 working hours. 505 quotation adverts, 108 tenders, 19 vacancy adverts, 28 notices published on Municipal website 68 Media Releases.
12 reports on information published within 4 working hours. 585 quotation adverts, 113 tenders, 41 vacancy adverts, 68 notices published on Municipal website 5 Media Releases.
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ICT Services Policy Objectives Taken from IDP
Service Objectives
Outline Service Targets
2016/2017 2017/2018 2018/19
Target Actual Target Actual Target
Service Indicators
*Previous Year *Previous Year *Current Year
*Following Year (x)
(i) (ii) (iii) (iv) (v) (vi) (vii)
Provision and
maintenance of
wireless, data,
and radio
support.
Provide radio
communicatio
n services.
4 reports on wireless network availability. Wireless Network
Average Availability: 96% Fire Station: 97% Vaalbank: 98% Libraries: 99% Infrastructure: 99% Pay Points: 98% Service Centre: 99%. Hendrina: 98%. Golfsig: 98%. Kanonkop: 98%.
4 reports on wireless network availability
Wireless Network Average Availability: 96% Fire Station. 97% Vaalbank. 98% Libraries. 99% Pay Points: 98% Service Centre: 99%. Hendrina: 98%. Golfsig: 98%. Kanonkop: 98%.
Wireless Network Average Availability: 94% Fire Station: 92%. Vaalbank: 99%. Libraries: 99%. Infastructure: 99%. Pay Points: 99%. Service Centre: 99%. Hendrina: 92%. Golfsig: 99%. Kanonkop: 99%.
Wireless Network Average Availability: 96%. Fire Station: 97%. Vaalbank: 98%. Libraries: 99%. Infrastructure: 99%. Pay Points: 98%. Service Center: 99%. Hendrina: 98%. Golfsig: 98% Kanonkop: 98%
T 3.27.3
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Employees - ICT Services
Years 1- (2017) Year 0 (2018)
Job Level Employee number Posts Number
Employee number Vacancies Vacancies %
0-3 1 2 2 0 0
4-6 2 3 3 0 0
7-9 2 9 8 1 11
10-12 3 3 2 1 33
13-15 0 0 0 0 0
16-18 0 0 0 0 0
19-20 0 0 0 0 0
Total 8 17 15 2 12
Financial Performance : ICT Services
2017/2018
R'000
Details
2016/2017 2017/2018
Actual Original Budget
Adjustment Budget
Actual Variance to Budget
Total Operational Revenue R27,801 R29,750 R29,750 R29,810 0%
Expenditure:
Employees R3,707,136 R4,508,648 R6,838,004 R6,832,870 52%
Repairs and Maintenance R5,108,607 R4,088,070 R2,533,610 R2,418,063 -41%
Other R7,641,731 R9,701,698 R9,080,161 R4,018,972 -59%
Total Operational Expenditure R16,457,474 R18,298,416 R18,451,775 R13,269,906 -27%
Net Operational Expenditure R16,429,672 R18,268,666 R18,422,025 R13,240,096 -28%
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 3.27.5
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Capital Expenditure : ICT Services 2017/2018
R' 000
Capital Projects 2017/2018
Budget Adjustment Budget
Actual Expenditure
% Variance from adjusted budget
Total Project Value
Total All R3,590,000 R4,028,000 R3,432,540 -15%
Backbone & VOIP (122/...)
R300,000 R358,273 R358,273 0% R358,273
Computer equipment UPS (122/...) (Incorrect)
R-
R458,166 R445,344 -3% R445,344
Server New IT Systems (122/...)
R1,800,000 R1,721,561 R1,227,707 -29% R1,227,707
Communication To External Facilities (122/...)
R350,000 R350,000 R348,682 0% R348,682
Computer Systems (122/...)
R600,000 R584,000 R582,677 0% R582,677
Renewal Printers (122/...)
R30,000 R30,000 R27,873 -7% R27,873
Scanners (122/...) R75,000 R33,000 R30,000 -9% R30,000
Projector & Screen (122/...)
R40,000 R61,000 R44,384 -27% R44,384
Replace Furniture & Office Equipment (122/...)
R15,000 R30,000 R22,646 -25% R22,646
Renewal Laptops (122/...)
R180,000 R212,000 R186,507 -12% R186,507
Replace 2 Way Radios (122/...)
R80,000 R70,000 R68,625 -2% R68,625
Computer Equip UPS (122/...)
R120,000 R120,000 R89,822 -25% R120,000
Total project value represents the estimated cost of the project on approval by council (including past and future expenditure as appropriate.
T 3.27.6
COMMENT ON THE OVERALL PERFORMANCE OF ICT SERVICES
Since this was the final year of the IDP, most of the projects have been attained. Capital
projects for 2017/2018 are upgrade of network backb one and VOIP, communication radio
links, increase of storage project, UPS, computer systems, and laptops. The only variation
was that the projects were not completedin the months planned for, on the SDBIP.
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3.25. INTEGRATED DEVELOPMENT PLAN SERVICES
INTRODUCTION TO IDP SERVICES
The development of the IDP was guided by national and provincial imperatives. Council prides
itself in public participation processes that ensure that its citizens’ inputs are taken into
consideration during the planning and budget processes. The existing IDP structures ensure
that the communities are in the know as far as Municipal performance is concerned. Council
strives to ensure that there is alignment between the IDP, Performance Management System
(PMS), and budget in order to ensure that it meets its objectives.
T3.28.1
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IDP Services Policy Objectives Taken from IDP
Service Objectives Outline Service Targets
2016/2017 2017/2018 2018/19
Target Actual Target Actual Target
Service Indicators *Previous Year
*Previous Year
*Current Year
*Current Year
(i) (ii) (iii) (iv) (v) (vi) (vii) (viii)
To guide and inform the Municipal planning, budget and management, and development actions.
Develop and review the IDP of the organisation. 1 1 1 1 1 1
T 3.28.3
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Development and strategic Support (IDP, PMS,)
Years 1- (2017) YEAR 0 (2018)
Job Level Employee number Posts Number
Employee number Vacancies
Vacancies %
0-3 3 3 3 0 0
4-6 0 1 1 0 0
7-9 0 0 0 0 0
10-12 1 1 1 0 0
13-15 0 0 0 0 0
16-18 0 0 0 0 0
19-20 1 0 0 0 0
Total 5 5 5 0 0
Financial Performance : IDP Services 2017/2018
R'000
Details
2016/2017 2017/2018
Actual Original Budget
Adjustment Budget
Actual Variance to Budget
Total Operational Revenue R- R- R- R- 0%
Expenditure:
Employees R2,708,653 R- R- R- 0%
Repairs and Maintenance R- R - R- R- 0%
Other R574,129 R- R - R - 0%
Total Operational Expenditure R3,282,782 R - R- R- 0%
Net Operational Expenditure R3,282,782 R- R- R- 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. T 3.28.5
COMMENT ON THE OVERALL PERFORMANCE OF IDP SERVICES
Council adopted its 2017/2018 IDP as per legislative requirements. Furthermore, priorities
identified in the budget, IDP informed resource allocation.
T 3.28.7
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3.26. 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
Property valuation: The department is responsible for providing an updated basis for the
levying of property rates. During the 2015/2016 financial year, the 4th supplementary
valuation roll for the, 2013-2018 general valuation roll was compiled and submitted in January
2016.The department is also responsible for the alienation of Council’s properties as per the
prescripts of the relevant legislation.
Legal and administration services: The department is responsible for the provision of legal
advice, ensuring legal compliance, and providing support services to Council. It also has the
responsibility for contract management, administration and management of tenders.
Risk management services: The department is responsible for providing guidance on risk
mitigation strategies in line with the approved risk management strategy and policy. On an
annual basis, the risk workshop is held to review organisational risk and new emerging risks
to develop strategic and operational risk plans.
Procurement services: The department is responsible for the acquisition of supplies and
services in support of the Municipality’s business. It ensures that all procurement processes
are fair, equitable, competitive and cost effective and that it complies with the regulatory
framework and consistent with all applicable legislation.
SERVICE STATISTICS FOR PROPERTY, LEGAL, RISK MANAGEMENT, AND
PROCUREMENT SERVICES
Tenders : 97
Contracts : 103
Supplementary valuations : 3206
Policies : 38
By-laws : 2
T 3.28.2
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Property, Legal, Risk Management, and Procurement Services Policy Objectives Taken from IDP
Service Objectives Outline Service Targets 2016/2017 2017/18 2018/19
Target Actual Target Actual Target
Service Indicators
*Previous Year
*Previous Year
*Current Year
*Current Year
(i) (ii) (iii) (iv) (v) (vi) (vii) (viii)
To ensure compliance with the Fraud Prevention Plan.
Number of activities implemented on Fraud Prevention Plan.
4
To render effective secretariat services.
Develop an annual schedule of Council, Mayoral, and other committees.
1 1 1 1 1 1
To maintain a proper Records Management System.
Review of the File Plan. 1 1 1 1 1 1
Number of reports submitted in monitoring incoming and outgoing correspondence.
6 11 11 11 11 12
To improve legal compliance.
Number of activities to be undertaken to improve legal compliance.
5 5
5
4
4
4
To promote cooperative governance.
Number of activities undertaken to comply with King III Report.
5 5
5
5 5
5
To maintain a comprehensive and uniform valuation roll.
% of supplementary taxes implemented.
100% 100% 100% 100% 100% 100%
Facilitate and coordinate risk management functions and processes.
Number of strategic risk registers approved by Council. 1 1 1 1 1 1
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To fully comply with Supply Chain Regulation and National Treasury Guide on procurement processes.
Number of compliant in-year reports submitted on time. 4 quarterly
reports,
Annual reports,
12monthly deviation reports.
4 quarterly reports,
Annual reports,
12monthly deviation reports.
4 quarterly reports,
Annual reports,
12monthly deviation reports.
4 quarterly reports,
Annual reports,
12monthly deviation reports.
4 quarterly reports,
Annual reports,
12monthly deviation reports
4 quarterly reports,
Annual reports,
12monthly deviation reports
T 3.28.3
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Employees – Property, Legal, and Risk Management
Years 1 (2016) Year 0 (2017)
Job Level
Number of Employees
Number of Posts
Number of Employees
Vacancies (Number)
Vacancies (%)
0-3 5 6 6 0 0
4-6 10 12 10 2 17
7-9 12 14 13 1 7
10-12 11 11 11 0 0
13-15 2 2 2 0 0
16-18 0 0 0 0 0
19-20 6 5 5 0 0
Total 46 50 47 3 6
Financial Performance : Legal, Property and Procurement
2017/2018
R'000
Details
2016/2017 2017/2018
Actual Original Budget
Adjustment Budget
Actual Variance to Budget
Total Operational Revenue R 2,924,158 R3,413,865 R3,404,285 R2,066,589 -65%
Expenditure:
Employees R24,544,697 R34,401,297 R33,124,361 R32,062,925 -7%
Repairs and Maintenance R560,801 R7,007,174 R 6,833,850 R 623,388 -1024%
Other R10,912,991 R26,094,528 R30,972,049 R35,835,376 27%
Total Operational Expenditure R36,018,489 R67,502,999 R70,930,260 R68,521,689 1%
Net Operational Expenditure R33,094,331 R64,089,134 R67,525,975 R66,455,099 4%
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 3.15.5
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Capital Expenditure : Legal, Property and Procurement 2017/2018
R' 000
Capital Projects
2017/2018
Budget Adjustment Budget
Actual Expenditure
Variance from original budget
Total Project Value
Total All R6,340,500 R7,857,200 R7,372,439 -6%
Replace Tractor 55KW- 539/...) R350,000 R310,000 R309,540 0% R309,540
Replace vehicles for water & sewer (575/...) R900,000 R900,000 R898,160 0% R898,160
Furniture & Office Equipment: 230 R85,000 R85,000 R46,554 -45% R46,554
Furniture & Office Equipment: 230 R85,000 R85,000 R46,554 -45% R46,554
Replace Vehicles (539/...) R400,000 R366,800 R366,300 0% R366,300
Bulk Filing Cabinets (120/...) R200,000 R163,000 R162,291 0% R162,291
Replace Furniture & Office Equipment (120/...) R10,000 R6,000 R4,605 -23% R4,605
Replace tractor at Boskrans WWTW (575/...) R- R640,000 R630,000 -2% R630,000
Camera-(123/...) R8,000 R8,000 R6,974 -13% R8,000
Civil Fleet 3 Ton Crew Cab For Roads (575/...) R- RR450,000 R445,077 -1% R450,000
Replace Tractors (539/...) R350,000 R310,000 R309,540 0% R310,000
Walk behind Mowers R70,000 R70,000 R66,399 -5% R70,000
Replace Back actor (575/...) R1,000,000 R1,000,000 R925,140 -7% R1,000,000
Replace Compressor (539/...) R350,000 R433,200 R376,650 -13% R 433,200
Replace Venter Test Trailer (750/...) R1,450,000 R1,450,000 R1,250,136 -14% R1,450,000
Steam Cleaner (539/...) R70,000 R62,200 R58,185 -6% R 62,200
Equipment & Tools (539/...) R82,500 R83,100 R81,687 -2% R83,100
Chapter 4 – Organization Development Performance ANNUAL REPORT – 2016/2017
160
Fencing Around Main Store Yard (230/...) R100,000 R100,000 R99,000 -1% R100,000
Upgrade Paint Store (230/...) R200,000 R189,900 R168,740 -11% R189,900
Replace vehicles for roads (575/...) R450,000 R450,000 R449,080 0% R450,000
Furniture & Office Equipment (120/...) R100,000 R141,000 R140,552 0% R141,000
Video Camera (121/...) R20,000 R20,000 R19,500 -3% R20,000
Aerial Photos & Pictometry R - R474,000 R473,775 0% R474,000
Shelves At SCM (230/...) R60,000 R60,000 R38,000 -37% R60,000
Total project value represents the estimated cost of the project on approval by council (including past and future expenditure as appropriate. T 3.25.6
COMMENT ON THE OVERALL PERFORMANCE OF PROPERTY SERVICES
All the departments managed to successfully implement their projects as per the SDBIP.
Legal services had a challenge with the procurement of the executive support vehicle due to
under-budgeting. T 3.28.7
COMPONENT J: ORGANISATIONAL PERFORMANCE SCORECARD
This component includesa performance summary of the Annual Performance Scorecard Report for the 2015/2016 financial year.
Refer to Appendix V for a full report.
Chapter 4 – Organization Development Performance ANNUAL REPORT – 2016/2017
161
CHAPTER 4 – ORGANISATIONAL DEVELOPMENT PERFORMANCE
(PERFORMANCE REPORT PART II)
INTRODUCTION
To ensure that the organization’s effectiveness is increased, the Municipality conducts a
personnel needs analysis and makes the necessary provision in the Municipal Budget on an
annual basis. To ensure effectiveness and efficiency within the organisation, the Municipality
annually develops a Workplace Skills Plan, after conducting a training needs analysis. The
necessary training is then provided depending on available financial resources. Employees are
also provided with all the necessary tools including, but not limited to, ICT tools, furniture, and
machinery.
Necessary policies, systems, procedures, and mechanisms are put in place to ensure
organizational development. These include, but are not limited to, recruitment, selection,
training, discipline, and the retention of staff. Employees are developed as far as possible to
assist them to function effectively as human beings and to reach their full potential.
Changes in business process and changing environment requires the organization to review
its organizational structure on a regular basis.
Chapter 4 – Organization Development Performance ANNUAL REPORT – 2016/2017
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COMPONENT A: INTRODUCTION TO THE MUNICIPAL PERSONNEL
4.1. EMPLOYEE TOTALS, TURNOVER, AND VACANCIES
EMPLOYEE TOTALS, TURNOVER, AND VACANCIES
Department Description
2015/2016 2016/2017 2017/2018
Vote Allocation
Approved Posts
Number of Employees
Approved Posts
Number of Employees
Number of Vacancies
Vacancies (%)
Approved Posts
Number of Employees
Number of Vacancies
Vacancies (%)
Water (Water General).
500, 560, 561, 562, 563, 564, 566, 567, 571, 575 81 74 84 73 11 13 111 85 26 23
Waste water (Sanitation and Public Toilets).
546, 547, 550, 552, 553, 410 132 118 139 121 18 13 173 123 50 29
Electricity. 700 115 111 111 108 3 3 116 105 11 9
Waste Management. 420, 425 196 187 202 195 7 4 203 193 10 5
Housing (Housing and Security). 452, 460 30 28 30 26 4 13 30 27 3 10
Roads (Road Transport, Licensing, and Taxi Terminals buildings).
300, 540, 542, 543, 557 161 146 169 155 14 8 172 160 12 7
Transport. None 0 0 0 0 0 0 0 0 0 0
Planning (Development and Strategic Support IDP, Town Planning Services). 114, 502 23 20 25 22 3 12 25 23 2 8
Chapter 4 – Organization Development Performance ANNUAL REPORT – 2016/2017
163
EMPLOYEE TOTALS, TURNOVER, AND VACANCIES
Department Description
2015/2016 2016/2017 2017/2018
Vote Allocation
Approved Posts
Number of Employees
Approved Posts
Number of Employees
Number of Vacancies
Vacancies (%)
Approved Posts
Number of Employees
Number of Vacancies
Vacancies (%)
Local Economic Development. 1 1 1 1 1 0 0 1 1 0 0
Planning (Strategic & Regulatory) [Office of the Municipal Manager, Deputy Municipal Manager, Exec Director: Public Services, Exec Director: Services, Exec Director: Corporate Services, Exec Director: Financial Services, Internal Audit.
110,118, 111, 112, 113, 109, 109 19 15 20 16 4 20 24 21 3 13
Community and Social services (Gender and Social Development, Library, Youth Development, Events and Facility Management (Community Halls), Cemetery and Age Care).
117, 140, 116, 161 505 82 74 81 74 7 9 81 72 9 11
Chapter 4 – Organization Development Performance ANNUAL REPORT – 2016/2017
164
EMPLOYEE TOTALS, TURNOVER, AND VACANCIES
Department Description
2015/2016 2016/2017 2017/2018
Vote Allocation
Approved Posts
Number of Employees
Approved Posts
Number of Employees
Number of Vacancies
Vacancies (%)
Approved Posts
Number of Employees
Number of Vacancies
Vacancies (%)
Environmental Protection (Pollution control, Biodiversity,Landscape, and Environmental Health). None 0 0 0 0 0 0 0 0 0 0
Health. 400, 440, 441, 442 6 5 7 4 3 43 7 5 2 29
Security and Safety (Traffic, Emergency Services, and Street Lights).
310, 311, 515, 177 166 178 171 7 4 180 172 8 4
Sport and Recreation. 530, 533, 539 162 157 162 153 9 6 175 164 11 6
Corporate Policy Offices and others (Legal and Admin, HCM, IT, Property and Evaluation, Communication, Mayoral admin, Stores, Financial Data Processing, Municipal Buildings).
105, 120, 121, 122 123, 126 141, 200, 205, 210, 230, 555, 292 270 308 278 30 11 292 263 29 10
TOTAL 1 477 1 373 1529 1397 132 8 1590 1414 176 11
Chapter 4 – Organization Development Performance ANNUAL REPORT – 2016/2017
165
Chapter 4 – Organization Development Performance ANNUAL REPORT – 2016/2017
166
Vacancy Rate: Year 1 (2016/2017) Vacancy rate year 0: 2017/2018
Designation
Total Approved
Posts Vacancie
s %Vacancie
s
Total Approved
Posts Vacancie
s %Vacancies
Municipal Manager.
1 1 100 1 1 100
Deputy Municipal Manager.
1
0
0
1 1 100
CFO. 1 0 0 1 0 0
Other Section 57 Managers (excluding Finance).
3
2
67
3
1
33
Other Section 57 Managers (Finance).
0
0
0
0
0
0
Police Officers None None None None None None
Fire-fighters 54 1 2 54 0 0
Senior Management Level 13-15 (excluding Finance) {1-3}
47
7
15
49
4
9
Senior Management Level 13-15 (Finance) {1-3}
7
1
15
6
2
33
Highly Skilled Supervision Level 9-12 (excluding Finance) {4-6}
63
4
6
63
5
8
Highly Skilled Supervision Level 9-12 (Finance) {4-6}
30
6
20
34
5
15
Turnover Rate 2017/2018
Details
Total of Appointments as of the Beginning of the Financial Year
Terminations during the Financial Year
Turnover Rate (%)
2015/2016 90 64 71%
2016/2017 102 37 36.2%
2017/2018 123 61 4.3%
Chapter 4 – Organization Development Performance ANNUAL REPORT – 2016/2017
167
COMMENT ON VACANCIES AND TURNOVER
All vacancies are advertised in the press according to policies in this regard. All senior
management positions are occupied. Appointments on an acting basis were made where
there were vacancies occurred. Internal staff can apply for promotional positions if they meet
the requirements in qualifications, skills, and experience. Internal promotions were done
where our internal candidates were found to be meeting the requirements for the posts. The
Employment Equity Plan is always taken into account when making appointments. The
turnaround time for the filling of vacant posts varies depending on the scarcity of skills in the
labour market, qualifications and experience required. The target is to fill a vacancy within
three months.
The reason for turnover is mainly due to resignations, retirement, death, and dismissals.
Employees mainly resign as a result of career advancement. We have an active Employee
Assistance Programme in place and also had staff wellness events during the year. There is
also a long service recognition system in place which is implementedin terms of the
conditions of service and internal policies. Retention measures such as scarcity allowances
have been introduced and are implemented. However, due to other institutions offering more
benefits than we can afford, it is not always possible to retain scarce and skilled employees.
T 4.1.4
COMPONENT B: MANAGING THE MUNICIPAL WORKFORCE
INTRODUCTION TO MUNICIPAL WORKFORCE MANAGEMENT
An Employment Equity Plan has been developed and implemented and is annually reviewed.
Annual reports on the implementation of the plan are sent to the Department of Labour at the
end of September as required by law. A variety of policies were developed and implemented
as indicated in Section 4.2 on policies.
T 4.2.0
Chapter 4 – Organization Development Performance ANNUAL REPORT – 2016/2017
168
4.2. POLICIES
HR Policies and Plans
No. Name of Policy Completed
(%)
Reviewed
(%)
Date Adopted by
Council or Comment on
Failure to Do so
1 Affirmative Action. 100% S51/06/2001
2 Attraction and Retention. 100% 100%
3 Code of Conduct for
Employees.
100% S01/01/2001
4 Delegation, Authorization,
and Responsibility.
100% C28/06/2012
5 Disciplinary Code and
Procedures.
100% M28/08/2010
6 Essential Services. 100% LRA GN R1216 GG
18276 OF 12 SEP 1997
7 Employee
Assistance/Wellness.
100% M24/08/2002
8 Employment Equity Plan. 100% EEA ACT 55 OF 1998
S51/06/2001
9 Exit Management (Part of
Retention Policy).
100% M08/07/2010
10 Grievance Procedures. 100% MCA 01 MAY 2007
11 HIV/AIDS Policy. 100% M06/03/2010
12 Human Resource and
Development.
100% M44/05/2012
13 Information Technology. 100% 07 AUGUST 2009
14 Job Evaluation. 100% SM06/12/2012
15 Leave (According to
Conditions of Service).
100% MCA 01 MAY 2007
16 Occupational Health and
Safety.
100% 22 APRIL 2012
17 Official Housing. 100% M17/05/2008
18 Official Journeys. 100% S27/08/2000
19 Official Transport to attend
Funeral.
100% M19/11/2011
20 Official Working Hours and
Overtime.
100% 01 MAY 2007
21 Organizational Rights. 100% 01 MAY 2007
22 Payroll Deductions. 100% MAIN COLLECTIVE
AGREEMENT BCEA
23 Performance Management
and Development.
100% M08/08/2010
24 Recruitment, Selection, and
Appointment.
100% 100% M07/07/2010
Chapter 4 – Organization Development Performance ANNUAL REPORT – 2016/2017
169
HR Policies and Plans
No. Name of Policy Completed
(%)
Reviewed
(%)
Date Adopted by
Council or Comment on
Failure to Do so
25 Remuneration, Scales, and
Allowances.
100% MCA M05/08/2012
26 Resettlement. 100% M07/07/2010
27 Sexual Harassment. 100% M64/08/2006
28 Skills Development. 100% ACT 97 OF 1998
29 Smoking Policy. 100% S31/09/2001
30 Special Skills. 100% M22/11/2006
31 Work Organization. 100% C34/09/2012
32 Uniforms & Protective
Clothing.
100% 22 APRIL 2010
33 Other Policies/Procedures.
33.1 Absence from Work without
Leave (Only procedures.)
100% 2004/05/05
33.2 Accident and Incident
ReportingProcedure.
100% M04/11/2012
33.3 Acting Allowance Policy
(Only draft).
100% Condition of Services
C63/11/2013
33.4 Bereavement Policy. 100% M19/11/2011
33.5 Bursary By-laws. 100% C23/03/2011
33.6 Cell phones. 100% M03/10/2004
M07/12/2010
M25/12/2012
33.7 Clocking Systems Policy.
33.8 Conditions of Service. 100% C63/11/2013
33.9 Education, Training, and
Development.
100% M14/11/2009
33.10 Fraud Prevention Policy. 100% 29/08/2012
17/03/2011
33.11 Performance Appraisal. 100% M08/08/2010
33.12 Private Work Policy. 100% 2012/11/19 Section 4 of
Code of Conduct for
Municipal Staff. Schedule
2 Municipal Systems Act
33.13 Retention & Succession. 100% M08/08/2010
08/07/2010
Chapter 4 – Organization Development Performance ANNUAL REPORT – 2016/2017
170
COMMENT ON WORKFORCE POLICY DEVELOPMENT
Workplace policies are developed and reviewed as and when necessary in consultation with
labour as prescribed by the relevant pieces of labour legislation and signed collective
agreements.
T 4.2.1.1
4.3. INJURIES, SICKNESS, AND SUSPENSIONS
Number and Cost of Injury on Duty 2017/2018
Type of Injury
Injury Leave Taken (Days)
Employees Using Injury Leave (Number)
Proportion Employees Using Sick Leave (%)
Average Injury Leave per Employee (Days)
Total Estimated Cost
Required basic medical attention only. 1 days 1 Employee 8877 1 Days R1202.24
Temporary total disablement. 41 days 4 Employees 10.2 Days R64163.72
Permanent disablement. None
Fatal. None
Total 42 Days 3 Employees 8877 Employees 11.2 R65365.96
Number of Days and Cost of Sick Leave (Excluding Injury on Duty) 2017/2018
Salary Band
Total Sick Leave (Days)
Proportion of Sick Leave without Medical Certification (%)
Employees Using Sick Leave (Number)
Total Employees in Post (Number)
Average Sick Leave per Employee (Number)
Estimated cost
Lower Skilled (Level 14-20). 3433
226 days 6.6% 345 720 9.91 days
Skilled (Level 11-13). 2323
209 days 8.99% 172 237 13.5 days
Highly Skilled Production (Level 8-10). 2016
310 days 15.37% 205 259 9.8 days
Highly Skilled Supervision (Level 4-7). 960
135 days 14% 102 145 9.4 days
Senior Management (Level 1-3). 154
26days 16.88% 28 49 5.5 days
MM and S57. 0 0% 0 4 0 days
Total 8875 906 days 10.2% 852 1414 9.92 days
Chapter 4 – Organization Development Performance ANNUAL REPORT – 2016/2017
171
T 4.3.3
COMMENT ON INJURY AND SICK LEAVE
Special sick leave is taken in the case of injury on duty. An Occupational Health and Safety
(OHS) Policy is in place and displayed at all workplaces. All departments are required to
follow this policy. Regular OHS inspections and safety audits are carried out during the year
to identify any new health and safety risks. Departments were advisedin terms of handling
OHS matters. Training was done on a regular basis (e.g. first aid and safety representative).
Accidents and injuries on duty were investigatedin terms of relevant legislation. Sick leave
was monitored by HODs, and proper record was kept of all leave and sick leave taken.
Where necessary, officials may be sent to medical practitioners appointed by Council for
second opinions in cases of extended sick leave.
T 4.3.4
Number and Period of Suspensions 2017/2018 Position Nature of
Alleged Misconduct
Date of Suspension
Details of Disciplinary Action Taken or Status of Case and Reasons Why not Finalised
Date Finalised
Assistant Director. Negligence and Assault.
2018/03/14 Disciplinary hearing finalised on awaiting an outcome only.
2018/07/04
T 4.3.6
9.8
12.9
10.7
7.4 7.3 7
0
2
4
6
8
10
12
14
Lower Skilled(Level 14-20)
Skilled (Level11-13)
Highly SkilledProduction(Level 8-10)
Highly SkilledSupervision(Level 4-7)
SeniorManagement
(Level 1-3)
MM and S57
Average Number of Days Sick Leave (excluding IOD)
Chapter 4 – Organization Development Performance ANNUAL REPORT – 2016/2017
172
Performance Rewards By Gender 2017/2018 Designations Beneficiary profile
Gender Total Number of Employees in Group
Number of Beneficiaries
Expenditure on Rewards – Year 1
Proportion of Beneficiaries within Group
R’ 000 %
Section 54 M 1 1 = Acting None
F 0
Section 56 M 5 2 1 = acting None
F 2 None
Others managers
M 55 31 None
F 16 None
Total
Has the statutory municipal calculator been used as part of the evaluation process?
Yes/No
T 4.4.1
4.4. PERFORMANCE REWARDS
COMMENT ON PERFORMANCE REWARDS
Performance management system is applied to Municipal Manager and Section 57 executive
directors who report to the Municipal Manager. Assessments were done and bonuses paid to
all managers who were assessed.
COMPONENT C: CAPACITATING THE MUNICIPAL WORKFORCE
INTRODUCTION TO WORKFORCE CAPACITY DEVELOPMENT
The Municipality affords employees an opportunity to study by providing bursaries. Annually, a
skills gap analysis is conducted, Workplace Skills Plan developed, and training provided in
terms thereof. Employees are also continuously sent to workshops and seminars to improve
their capacity.
T4.5.0
Chapter 4 – Organization Development Performance ANNUAL REPORT – 2016/2017
173
4.5. SKILLS DEVELOPMENT AND TRAINING
Skills Matrix
Managem
ent Level
Gender Employee
s in Post
as at 30
June
2017
Number of Skills Employees Required and Actual as at 30 June 2018
Learnerships
Skills Programmes and
Other Short
Courses
Other Forms of Training Total
Number
Actual
: End
of
2016/
2017
Actual
: End
of
2017/
2018
2017/
2018
Target
Actual:
End of
2016/17
Actual:
End of
2017/
2018
2017/201
8 Target
Actua
l: End
of
2016/
2017
Actual:
End of
2017/
2018
2017/
2018
Target
Actual:
End of
2016/
2017
Actual:
End of
2017/
2018
2017/
2018
Target
MM and
S57
Female
Male
Councilor,
senior
officials,
and
managers
Female 1 1 10 6 7 1 10
Male 1 6 2 14 9 16 2
Technician
s and
associate
profession
als*
Female 12 2 45 165 2 5 4 45 182
Male 13 4 153 220 4 21 24 8 174 257
Profession
s
Female 1 4 2 8 1 5 2 9
Male 8 10 8 5 13 10 8
Subtotal Female 1 13 6 48 183 9 5 16 48 201
Male 1 13 18 165 242 18 21 24 37 186 279
Total 2 2
6
24 213 425
5
2
7
21 29 53 234 480
*Registered with professional associate body, e.g. CA(SA)
Chapter 4 – Organization Development Performance ANNUAL REPORT – 2016/2017
174
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
1494)(a)
and (c))
Consolidate
d: Total of
A and B
Consolidated:
Competency
Assessments
Completed for
A and B
(Regulation
14(4)(b) and
(d))
Consolidated:
Total Number
of Officials
With
Performance C
Agreements
Who 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 1 1
Chief
Financial
Officer
1 0 1 0 1 1
Senior
Managers
5 0 5 0 0 4
Any Other
Financial
Officials
11 0 11 0 0 7
Supply
Chain
Managemen
t Officials
Head of
Supply
Chain Units
1 0 1 0 0 1
Supply
Chain
Managemen
t – Senior
Managers
2 0 2 0 0 2
Total 21 0 21 0 2 16
Chapter 4 – Organization Development Performance ANNUAL REPORT – 2016/2017
175
Skills Development Expenditure
Management Level
Gender
Employees as at the Beginning of the Financial Year
Original Budget and Actual Expenditure on Skills Development – Year 1
Learnership Skills Programmes and Other Short Courses
Other Forms of Training
Total
Number Original Budget
Actual Original Budget
Actual Original Budget
Actual Original Budget
Actual
MM and S57 Female 2
Male 1
Legislators, senior officials, and managers.
Female 29 R58500 R52000 R55625 R114125 R52000
Male 49 R58500 R52000 R55625 R41463 R32813 R2529 R146938 R95992
Professionals Female 25 R55625 R23155 R32813 R4990 R88437 R28145
Male 29 R55625 R14735 R55625 R6519 R111250 R21254
Technicians and associate professionals.
Female 17 85625 R7778 R55625 R141250 R7778
Male 119 R65625 R10353 R65625 R47310 R131250 R57663
Clerks. Female 202 R95625 R78050 R45625 R17328 R141250 R95378
Male 59 R75625 R48719 R45625 R121250 R48719
Service and sales workers. Female 54 R20000
R102192 R85625 R78295 R45625 R4332 R151250 R184819
Male 97 R131250 R132741 R85625 R79535 R45625 R17328 R262500 R229604
Plant and machine operators and assemblers.
Female 6 R45625 RR3889 R65625 R9643 R111250 R13532
Male 67 R45625 R3889 R65625 R59959 R131250 R63848
Elementary occupations. Female 240 R95625 R89120
R131250 R72253 R226875 R161355
Male 540 R95625 R89102 R272500 R269533 R368125 R358635
Chapter 4 – Organization Development Performance ANNUAL REPORT – 2016/2017
176
Subtotal Female 575 R78500
R154192 R519375 R280268
R376563 R108546 R974438 R543006
Male 961 R189750 R184741 R479375 R287795
R583438 R403178 R1252563 R875714
Total 1536 R268250 R338933 R998750 R568064
R960000 R511724 R2227000 R1418721
Chapter 4 – Organization Development Performance ANNUAL REPORT – 2016/2017
177
COMMENTS ON SKILLS DEVELOPMENT AND RELATED EXPENDITURE AND THE
FINANCIAL COMPETENCY REGULATIONS
Employees are trained as per the Workplace Skills Plan adopted by the employer in
consultation with labour.However, financial constraints continuously prevent the full
implementation of all the skills development needs. A concerted effort is made to ensure that
all the relevant employees are trained to be compliant with the MFMA Competency
Regulations.
T 4.5.4
COMPONENT D: MANAGING THE WORKFORCE EXPENDITURE
INTRODUCTION TO WORKFORCE EXPENDITURE
All the expenditure incurred should be in line with the approved budget. When the staff
establishment is approved, provision is made in the budget for all the posts which can be filled
and the time frames in respect thereof. No unfunded posts may be filled.The Municipality
ensures that it recruits employees that are capable of effectively rendering the service towards
achieving its strategic goals. T 4.6.0
4.6. EMPLOYEE EXPENDITURE
Source: MBRR SA22 T 4.6.1
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)
Chapter 4 – Organization Development Performance ANNUAL REPORT – 2016/2017
178
COMMENT ON WORKFORCE EXPENDITURE
SDBIPs were developed and implemented for the operational as well as the capital
budgets.STLM recruited and appointed qualified, experienced, and skilled employees.We also
provided continuous training in terms of the Workplace Skills Plan and the bursary scheme.
T 4.6.1.1
Number of Employees Whose Salaries Were Increased Due to Their Positions Being Upgraded
Beneficiaries Gender Total
Lower Skilled (Level 1-2). Female According to the 2017/2018 budget – None.
Male According to the 2017/2018 budget – None.
Skilled (Level 3-5). Female According to the 2017/2018 budget – None.
Male According to the 2017/2018 budget – None.
Highly Skilled Production (Level 6-8).
Female According to the 2017/2018 budget – None
Male According to the 2017/2018 budget – None.
Highly Skilled Supervision (Level 9-12).
Female According to the 2017/2018 budget – None.
Male According to the 2017/2018 budget – None.
Senior Management (Level 13-16). Female According to the 2017/2018 budget – None.
Male According to the 2017/2018 budget – None.
MM and S57. Female According to the 2017/2018 budget – None.
Male According to the 2017/2018 budget – None.
Total 0 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
None
T 4.6.3
Employees Appointed to Posts Not Approved
Department Level Date of Appointment
NumberAppointed
Reason for Appointment When No Established Post Exists
None
T 4.6.4
Chapter 4 – Organization Development Performance ANNUAL REPORT – 2016/2017
179
COMMENT ON UPGRADED POSTS AND THOSE THAT ARE AT VARIANCE WITH NORMAL PRACTICE
1. In terms of the policy of Council, no occupied post can be upgraded; therefore,
No employees had their salaries increased due to the positions being upgraded.
2. The job evaluation process has not been completed yet, and employees are paid in terms
of the Industrial Council determination. As soon as the job evaluation process has been
finalised, the results thereof will be considered for finalisation.
3. No employees are appointed to posts not approved, and no employees are appointed to
unfunded positions.
T 4.6.5
DISCLOSURES OF FINANCIAL INTERESTS
Refer to disclosures made by officials and councillors concerning their financial interests as
required by Municipal Systems Act Schedule 1 and 2 as set out in Appendix J. make other
comments where appropriate.
T 4.6.6
Chapter 5 – Financial Performance ANNUAL REPORT – 2016/17
180
CHAPTER 5 – FINANCIAL PERFORMANCE
INTRODUCTION
This chapter contains information regarding financial performance and highlights specific
accomplishments.
The chapter comprises three components:
Component A: Statement of Financial Performance.
Component B: Spending against Capital Budget.
Component C: Cash Flow Management and Investment.
Component D: Other Financial Matters.
The overall operating results achieved for the past financial year closed off with a surplus of
R148.0 million compared to a budgeted surplus of R 42.1 million. Operating revenue for the
year is R1 454.7 billion (2016: R1 420.1 billion), which reflects an increase of 2%. The
operating expenditure for the year is R1 306.7 billion (2016: R1 259.6 billion), which reveals a
decrease of 4%.
The total capital expenditure capitalized for the year in respect of property, plant, and
equipment amounted to R321.0 million. This includes R89.1 million from government grants,
and R189.7 million from own cash resources.
Cash and short-term investments decreased by 0.61% to R482 million (2016: R485 million).
The cash balance at financial year end was R 83.9 million.
COMPONENT A: STATEMENTS OF FINANCIAL PERFORMANCE
INTRODUCTION TO FINANCIAL PERFORMANCE
Note: Statements of Revenue Collection Performance by vote and by sourceare
includedinAppendix G.
Operating revenue excluding capital grants and subsidies for the year is R1 338.5 billion
(2016: R1 301.1 billion), which shows a decrease of 1.7%. Included in the above figure are
operating government grants to the amount of R141.1 million, which constitute 10.7% of total
revenue.
Service charges jointly comprise 55% of total revenue and increased by R43.7 million from
2016 (R 680.1 million) to R723.8 million in the reporting financial year, which is R5.4 million
less than the adjusted budget (R729.3 million). Electricity remains the largest source of
income and contributes 40% to Municipal revenue.
Chapter 5 – Financial Performance ANNUAL REPORT – 2016/17
181
Property rates constitute 23% of revenue and increased by 6.44% from the previous financial
year.
Interest received has increased from R39.8 million to R47.9 million, which can mainly be
attributed to the interest rate increase during the year.
The revenue from Municipal fines decreased by R1.3 million the previous year, while the
remaining revenue sources are R36.1 million less than the adjusted budget. This is mainly for
the sale of land / even that did not materialize.
The operating expenditure for the year is R1 306.7 billion (2016: R1 259.6 billion), which
indicates a increase of 3.74% from the previous financial year. The main expenditures are
employee-related costs at R417.5 million, bulk purchases at R410.8 million, and depreciation
at R157.9 million.
Repairs and maintenance increased by 8% to R73.4 million (2016: R 67.9 million) and
comprises 6% of total operating expenditure. Grant and subsidies paid increased by 0.5%
from R5.2 million to R5.9 million as a result of additional free basic services which were
provided to indigent households.
Capital expenditure for the year amounted to R321.0 million. This includes capital grants of
R89.0 million and internally generated funds of R189.6 million.
Chapter 5 – Financial Performance ANNUAL REPORT – 2016/17
182
5.1. STATEMENTS OF FINANCIAL PERFORMANCE
Reconciliation of Table A1 Budget Summary
2017/2018 2016/2017
Description
Original Budget
Budget Adjustments
(into. s28 and s31 of the MFMA)
Final adjustments budget
Final Budget Actual Outcome
Variance Actual Outcome as % of Final Budget
Actual Outcome as % of Original Budget
Restated Audited Outcome
1 2 3 4 5 6 7 8 9
Financial Performance
Property rates R322,145,304 R3,406,897 R325,552,201 R325,552,201 R332,769,107 R7,216,906 102% 103% R309,753,630
Service charges R745,091,033 R7,241,019 R752,332,052 R752,332,052 R739,016,391 R13,315,661 98% 99% R723,831,162 Investment revenue R12,285,300 R516,930 R12,802,230 R12,802,230 R 14,817,210 R2,014,980 116% 121% R47,867,886 Transfers recognized-operational R215,169,338 R3,501,262 R218,670,600 R218,670,600 R214,641,582 R4,029,018 98% 100% R141,123,061 Other own revenue R114,666,081 R35,663,459 R150,329,540 R150,329,540 R171,973,026 R21,643,486 114% 150% R100,403,410
Total Revenue (excluding capital transfers and contributions)
R1,409,357,056
R50,329,567
R1,459,686,623
R1,459,686,623
R1,473,217,315
R13,530,692
101% 105% R1,322,979,149
Employee costs R486,042,929 R955,430 R486,998,359 R486,998,359 R472,560,480 R-14,437,879 97% 97% R417,546,634 Remuneration of councilors R21,291,599 R584,493 R21,876,092 R21,876,092 R21,891,024 R14,932 100% 103% R19,588,849
Debt impairment R16,188,288 R - R16,188,288 R16,188,288 R-2,147,961 R-18,336,249 -13% -13% R29,180,141 Depreciation& asset impairment R164,836,871 R - R164,836,871 R164,836,871 R164,396,580 R-440,291 100% 100% R157,925,811
Finance charges R21,115,922 R 4,761,754 R16,354,168 R16,354,168 R-10,978,889 R-5,375,279 67% 52% R18,639,974 Materials and bulk purchases R426,940,474 R1,066,940 R 428,007,414 R428,007,414 R420,114,535 R -7,892,879 98% 98% R410,753,825
Chapter 5 – Financial Performance ANNUAL REPORT – 2016/17
183
Transfers and grants R1,995,000 R30,000 R2,025,000 R2,025,000 R1,819,386 R205,614 90% 91% R 5,963,573 Other expenditure R284,148,725 R23,387,708 R307,536,433 R307,536,433 R258,114,168 R49,422,265 84% 91% R247,066,722
Total Expenditure
R1,422,559,808 R21,262,817
R1,443,822,625
R1,443,822,625
R1,347,727,101 R96,095,524 93% 95% R1,306,665,529
Surplus/ (Deficit) R13,202,752 R29,066,750 R15,863,998 R15,863,998 R125,490,214
R109,626,216 791% -950% R16,313,620
Transfers recognized capital R52,304,720 R332,000 R52,636,720 R52,636,720 R52,634,862 R1,858 100% 101% R49,604,679 Contributions recognized capital& contributed assets R - R482 R482 R 482 R482 R - 100% #DIV/0! R82,098,785
Surplus/ (Deficit) after capital transfers & contributions
R39,101,968
R29,399,232
R68,501,200
R68,501,200
R178,125,558
R109,624,358
260%
456%
R148,017,084
Surplus/ (Deficit) for the year
R39,101,968 R29,399,232 R68,501,200 R68,501,200 R178,125,558
R109,624,358 260% 456% R 148,017,084
Capital expenditure & funds sources Capital expenditure Transfers recognized capital R52,304,720 R482,000 R52,786,720 R52,786,720 R52,763,562 R23,158 100% 101% R89,031,323 Public contributions & donations R - R - R - R - R - R - R42,312,141
Borrowing R134,789,996 R7,042,791 R127,747,205 R127,747,205 R R127,747,205 0% 0% R101,863,599
Internally generated funds R95,080,050 R14,540,358 R109,620,408 R109,620,408 R215,018,307
R105,397,899 196% 226% R87,802,248
Total sources of capital funds R282,174,766 R7,979,567 R290,154,333 R290,154,333 R267,781,869 R22,372,464 92% 95% R321,009,311
Chapter 5 – Financial Performance ANNUAL REPORT – 2016/17
184
Cash flows Net cash from (used) operating R167,822,486 R15,242,017 R183,064,503 R183,064,503 R206,766,677 R23,702,174 113% 123% R369,427,029 Net cash from (used) investing R264,230,020 R25,979,313 R290,209,333 R290,209,333 R290,209,333 R - 100% 110% R -325,851,843 Net cash from (used) financing R129,113,448 R6,963,391 R122,150,057 R122,150,057 R122,150,057 R - 100% 95% R -11,064,328 Cash/cash equivalents at the year end R56,205,025 R42,701,781 R98,906,807 R98,906,807 R122,608,980 R 23,702,174 124% 218% R114,865,624
T 5.1.1
Financial Performance of Operational Services
R '000
Description
2016/2017 2017/2018 2017/2018 Variance
Actual Original Budget Adjustments Budget
Actual Original Budget
Adjustments Budget
Operating Cost
Water R -34,900,069 R-14,758,235 R693,388 R-14,922,087 1.11% -2252.05%
Waste Water (Sanitation) R-33,426,441 R -7,467,709 R-14,392,961 R -27,458,078 267.69% 90.77%
Electricity R-56,063,945 R-18,091,086 R-23,100,624 R-32,967,109 82.23% 42.71%
Waste Management R-14,826,337 R -11,605,660 R-14,748,114 R-18,195,657 56.78% 23.38%
Housing R11,693,017 R14,089,274 R12,620,711 R10,945,147 -22.32% -13.28%
Component A: sub-total R-127,523,774 R -37,833,416 R-38,927,600 R -82,597,783 118.32% 112.18%
Waste Water (Storm water Drainage)
0.00% 0.00%
Roads R-40,821,644 R-60,033,435 R-49,323,617 R-40,289,731 -32.89% -18.32%
Transport R2,201,187 R-4,752,643 R -4,068,458 R-11,206,366 135.79% 175.45%
Component B: sub-total R43,022,831 R 55,280,792 R45,255,159 R29,083,365 -47.39% -35.73%
Planning R -28,018,174 R14,180,671 R12,986,340 R10,740,058 -24.26% -17.30%
Local Economic Development R 4,356,969 R5,174,664 R5,957,568 R4,944,957 -4.44% -17.00%
Component B: sub-total R-23,661,205 R19,355,335 R18,943,908 R15,685,016 -18.96% -17.20%
Chapter 5 – Financial Performance ANNUAL REPORT – 2016/17
185
Planning (Strategic & Regulatory) R- R- R - R - 0.00% 0.00%
Local Economic Development R- R- R - R - 0.00% 0.00%
Component C: sub-total R - R- R - R - 0.00% 0.00%
Community & Social Services R120,947,765 R24,737,764 R22,924,593 R22,283,197 -9.92% -2.80%
Environmental Protection R- R- R - R- 0.00% 0.00%
Health R4,274,760 R5,977,071 R5,145,757 R3,107,236 -48.01% -39.62%
Security and Safety R79,234,119 R82,116,539 R81,928,691 R63,064,326 -23.20% -23.03%
Sport and Recreation R56,586,455 R50,713,359 R48,558,721 R47,872,354 -5.60% -1.41%
Corporate Policy Offices and Other R-272,610,436 R166,410,773 R-303,580,079 R -255,541,314
-253.56% -15.82%
Component D: sub-total R-11,567,338 R329,955,506 R-145,022,317 R-119,214,201 -136.13% -17.80%
Total Expenditure R-119,729,485 R366,758,217 R-119,750,850 R-157,043,603 -142.82% 31.14%
In this table operational income is offset against 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.
T 5.1.2
COMMENT ON FINANCIAL PERFORMANCE
The actual performance indicates less expenditure was incurred than the budget, resulting in a favourable variance.
Chapter 5 – Financial Performance ANNUAL REPORT – 2016/17
186
5.2. GRANTS
Grant Performance
R' 000
Description
2016/2017 2017/2018 2017/2018
Variance
Actual Budget Adjustments Budget
Actual Original Budget (%)
Adjustments Budget (%)
Operating Transfers and Grants
National Government:
R141,035,603
R87,654,153
R83,184,130 R81,124,158 -8.05% -2.54%
Equitable share
R136,037,000 R83,145,691
R77,961,851 R75,901,521
-9.54% -2.71%
Municipal Systems Improvement R -
R - R- R-
0.00% 0.00%
Department of Water Affairs R- R- R- R-
0.00% 0.00%
Levy replacement R - R- R- R-
0.00% 0.00%
Other transfers/grant
s
MIG R2,406,989 R1,308,462 R2,022,279 R2,022,279 35.30% 0.00%
EPWP R 966,614 R1,500,000 R1,500,000 R1,500,358 0.02% 0.02%
FMG R1,625,000 R1,700,000 R1,700,000 R1,700,000 0.00% 0.00%
Provincial Government: R87,458 R R390,874 R207,741 100.00% -88.15%
Health subsidy R- R- R R 0.00% 0.00%
Housing R87,458 R- R390,874 R207,741 100.00% -88.15%
Ambulance subsidy
Sports and Recreation
Other transfers/grants
Total Operating Transfers and Grants
R141,123,061
R87,654,153
R83,575,004
R81,331,898 -7.77% -2.76%
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.
T 5.2.1
Chapter 5 – Financial Performance ANNUAL REPORT – 2016/17
187
COMMENT ON OPERATING TRANSFERS AND GRANTS
The equitable share is an unconditional grant, and the full Gazetted amount of R136.0 million was
received.
The Finance Management Grant was utilised for the intern programme and for consultants to
assist with the implementation of the new GRAP standards and compilation of an asset register.
An amount of R1 625 000 was spent for the period.
The EPWP incentive grant is utilised for job creation projects. During the year, R966 614 was
spent to employ temporary workers for street cleaning and cleaning of overgrown main streets.
Grants Received From Sources Other Than Division of Revenue Act (DoRA)
Details of Donor Actual Grant
Actual Grant
2017/ 2018
Date Grant terminates
Date Municipal contribution terminates
Nature and benefit from the grant received, include description of any contributions in kind
2016/2017 2017/ 2018
Municipal Contribution
Private Sector / Organisations
DONATIONS HUMAN SETTLEMENT. R-
Transfer station at dennesig and ext 49.
DEVELOPERS DONATIONS. R36,282,068
Land donated by developers.
DONATIONS. R2,607,135
Electricity donation by developers.
DONATIONS EQUIPMENT. R8,000 Equipment donated.
MPCC DONATION. R3,414,938 MPCC donated by Mafube.
MINE DONATION. R10,000 Glencore mine donation.
NKANGALA DISTRICT MUNICIPALITY. R39526644
Donation by District Municipality.
Provide a comprehensive response to this schedule T 5.2.3
COMMENT ON GRANT PERFORMANCE
Hundred per cent (100%) of the 2017/2018 MIG allocation was spent by 30 June 2017. There
were no MIG roll-over funds for the 2016/2017 financial year.
Chapter 5 – Financial Performance ANNUAL REPORT – 2016/17
188
5.3. ASSET MANAGEMENT
Overview of Asset Management
The Asset Management Policy is developed to comply with all relevant legislative requirements
and complies with the standards specified by the Accounting Standards Board. Asset
management within the Municipality is overseen by the Executive Director: Financial Services.
Financial Asset Register
The CFO established and maintained an asset register containing key financial data on each item
of property, plant, or equipment that satisfies the criterion for recognition.
Organizing Asset Management, Staff Involved, and Delegations
The CFO is responsible to the Municipal Manager and needs to ensure that the financial
investment in the Municipality’s assets is safeguarded and maintained.
The Asset Manager must ensure that appropriate physical management and control systems are
established and maintained for all assets in their area of responsibility and that the Municipal
resources assigned to them are utilized effectively, efficiently, economically, and transparently.
The Asset Champion must assist the Asset Manager in performing his/her functions and duties
in terms of asset management.
TREATMENT OF THE THREE LARGEST ASSETS ACQUIRED 2017/2018
Asset 1
Name. Boskrans Waste treatment Plant.
Description. Upgrade Boskrans Waste Treatment Plant_ Construction of New 45 Ml/d capacity Inlet Works (work in progress).
Asset Type. Sewerage Purification.
Key Staff Involved. Municipal Manager, Executive Director Services, Civil Engineer Department.
Staff Responsibilities. Oversee implementation of project, account for transaction.
Asset Value.
2014/2015 2015/2016 2016/2017 2017/2018
R10,785,164 R13,553,312 R30,139,688 R17,904,766
Capital Implications. The asset was financed from own internal funds.
Future Purpose of Asset. Wastewater treatment.
Describe Key Issues. Construction work and management of tender.
Policies in Place to Manage Asset. Yes.
Asset 2
Name. Roads Aerorand West Ward 12.
Description. Construction of roads in Aerorand West.
Chapter 5 – Financial Performance ANNUAL REPORT – 2016/17
189
Asset Type. Roads.
Key Staff Involved. Executive Director Services, PMU, Assistant Director Roads & Storm water.
Staff Responsibilities. Prepare & evaluate tender document, Monitor implementation of project.
Asset Value.
2014/2015 2015/2016 2016/2017 2017/2018
R7,999,033 R7,999,133 R12,497,465 R13,369,924
Capital Implications. The asset was financed from own internal funds.
Future Purpose of Asset. Roads in Aerorand West.
Describe Key Issues.
Policies in Place to Manage Asset. Yes.
Asset 3
Name. MV Networks HT Links Ward 27.
Description. Construction of 11kV Switching Station and Installation of Primary Links between Mhluzi main and Newtown substation.
Asset Type. Electrical.
Key Staff Involved Executive Director Electrical Engineering, Assistant Director Electrical Engineering.
Staff Responsibilities. Prepare & evaluate tender document, Monitor implementation of project.
Asset Value.
2014/2015 2015/2016 2016/2017 2017/2018
R R R R34,222,484
Capital Implications. The asset was financed from borrowings.
Future Purpose of Asset. Electrical in Newtown.
Describe Key Issues.
Policies in Place to Manage Asset. Yes
T 5.3.2
COMMENT ON ASSET MANAGEMENT
With reference to the three projects approved in the year, these projects were evaluated from a
cost and revenue perspective, including Municipal tax and tariff implications in accordance with
Section 19(2)(a) and (b) and MSA Section 74(2)(d), (e) and (i).
The responsible implementing departments ensure that project files are maintained, and these
files are readily accessible for audit inspection. Financial data regarding asset management may
be sourced from MBRR Table A9.T 5.3.3
Chapter 5 – Financial Performance ANNUAL REPORT – 2016/17
190
Repair and Maintenance Expenditure: 2017/2018
R' 000
Original Budget
Adjustment Budget
Actual Budget variance
Repairs and Maintenance Expenditure. R90,080,780 R88,549,780 R75,269,362 16%
T 5.3.4
COMMENT ON REPAIRS AND MAINTENANCE EXPENDITURE
The aging of the Municipality in actual fact requires that larger amounts be made available for the
maintenance and replacement of especially water pipes in the Mhluzi area. However, the pressure
placed on budget provision for the extension of to cater for new developments limits the availability
of funds for maintenance purposes. The intention is to substantially increase maintenance
expenditure in future budgets. The amount spent on repairs and maintenance is for materials only
and decline proportionate to the budget considering the increases in other expenditures.
T 5.3.4.1
Chapter 5 – Financial Performance ANNUAL REPORT – 2016/17
191
5.4. FINANCIAL RATIOS BASED ON KEY PERFORMANCE INDICATORS
4.52%
5.29% 5.56%
6.38%6.38%
0.00%
1.00%
2.00%
3.00%
4.00%
5.00%
6.00%
7.00%
2012/2013 2013/2014 2014/2015 2015/16
Repair & Maintenance % of OPEX
This graph indicates repair & maintenance as a percentage of operational expenditure.
1.8
2.1 2.0 2.2
–
0.5
1.0
1.5
2.0
2.5
2014/15 2015/16 2016/17 Current Year 2017/18
Liquidity Ratio
Liquidity Ratio – This Ratio measures the extent to which the Municipality has Cash and Short Term Investments available to settle Short-term Liabilities. If the Cash and Short Term Investments do not exceed Current Liabilities it means liquidity problems i.e. insufficient cash to meet financial obligations. The higher the ratio the better.
Chapter 5 – Financial Performance ANNUAL REPORT – 2016/17
192
1.3
1.1 1.0 1.0
–
0.2
0.4
0.6
0.8
1.0
1.2
1.4
1.6
2014/15 2015/16 2016/17 Current Year 2017/18
Cost Coverage
Cost Coverage– It explains how many months expenditure can be covered by the cash and other liquid assets available to the Municipality excluding utilisation of grants. The norm is between 1 to 3 months. (Data used from MBRR SA8)
10.3%9.7%
9.0%
6.9%
0.0%
2.0%
4.0%
6.0%
8.0%
10.0%
12.0%
2014/15 2015/16 2016/17 Current Year 2017/18
Total Outstanding Service Debtors To Revenue
Total Outstanding Service Debtors To Revenue – It is calculated by dividing the total outstanding debtors by the total annual revenue. A lower score is better. The ratio focuses on the proportion of amounts that are deemed to be recoverable as a percentage of Annual Billed Revenue. It therefore only takes into account the major revenue sources that give rise to Consumer Debtors, excluding Bad Debts Provisions and also indicates the effectiveness of Credit Control procedures and enables assessment of the sufficiency of the Provision for Bad Debts. The norm is 8,3% which is equates to the same as 30 days’ worth of Outstanding Debtors.
Chapter 5 – Financial Performance ANNUAL REPORT – 2016/17
193
20.7
18.0
25.9 24.1
–
5.0
10.0
15.0
20.0
25.0
30.0
2014/15 2015/16 2016/17 Current Year 2017/18
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
Chapter 5 – Financial Performance ANNUAL REPORT – 2016/17
194
1.9%
1.8%
2.1%
1.8%
1.6%
1.7%
1.8%
1.9%
2.0%
2.1%
2.2%
2014/15 2015/16 2016/17 Current Year 2017/18
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. The Ratio indicates the cost required to service external Interest on borrowings and Redemption. It assesses the affordability of Debt expressed as a percentage of Operating Expenditure. The lower the Ratio the more the capacity of the Municipality to take up additional funding to Invest in Infrastructure Projects . There norm is 6%
27.5%29.4%
31.6%
34.8%
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
35.0%
40.0%
2014/15 2015/16 2016/17 Current Year 2017/18
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.
Chapter 5 – Financial Performance ANNUAL REPORT – 2016/17
195
COMMENT ON FINANCIAL RATIOS
The liquidity ratio measures the extent to which the Municipality has cash and short term
investments available to settle short-term liabilities. The ratio has increased, meaning the
Municipality is able to settle its short-term liabilities with cash and short-term investments.
The cost coverage ratio indicates the time taken to pay for expenditure incurred; this has
decreased. It thus indicates that we can pay creditors faster.
The total outstanding service Debtors to Revenue has decreased. This reveals that more
accounts are recoverable in proportion to billed revenue.
Debt coverage ratio indicates the ease with which debt payments can be honoured. The
Municipality has a healthy debt coverage ratio.
Repairs and maintenance has decreased. This highlights that less spending has been incurred
on repairs and maintenance.
These ratios are derived from table SA8 of the MBRR.
T 5.4.9
COMPONENT B: SPENDING AGAINST CAPITAL BUDGET
COMMENTS ON SPENDING AGAINST CAPITAL BUDGET AND SOURCES OF FUNDING
Capital expenditure relates mainly to the construction of assets that will have value, lasting over
many years. Capital expenditure is funded from grants, borrowings, and operating expenditures
and surpluses.
During the financial year under review, capital expenditure amounted to R277.9 million. The
capital expenditure for the year has increasedby 1%, when compared to the previous year
expenditure. From the 264 projects, 203 projects were completed, and 43 projects to the value of
R34.4 million have been rolled over to the 2017/2018 financial year.
The capital expenditure realised on roads and storm water amounts of R70.5 million, water and
sanitation amount to R105.8 million, electricity amounts to R39.5 million, and other capital
expenditure amounts to R62.1 million. Capital on core services constitutes 78% of total capital
expenditure.
The capital budget was funded by internal cash reserves to the amount of R189.3 million. National
and provincial government grants amount to R88.6 million.
Chapter 5 – Financial Performance ANNUAL REPORT – 2016/17
196
5.5. CAPITAL EXPENDITURE
R million Original Budget Adjustment Budget
Un-audited Full Year Total
Original Budget variance
Adjusted Budget Variance
Capital Expenditure. R282,174,766 R290,154,333 R267,781,869 5.1% 7.7%
R282,174,766 R290,154,333 R267,781,869 5.1% 7.7%
Operating Expenditure. R1,422,559,808 R1,443,822,625 R1,347,727,101 5.3% 6.7%
R1,422,559,808 R1,443,822,625 R1,347,727,101 5.3% 6.7%
Total expenditure 1,704,734,574
1,733,976,958
1,615,508,970 5.2% 6.8%
Water and sanitation. R78,282,846 R67,910,558 R52,669,319 32.7% 22.4%
Electricity. R65,538,000 R70,772,992 R68,342,903 -4.3% 3.4%
Housing. R365,000 R727,000 R686,155 -88.0% 5.6%
Roads, Pavements, Bridges and storm water. R71,718,920 R84,303,902 R84,183,585 -17.4% 0.1%
Other. R66,270,000 R66,439,881 R61,899,907 6.6% 6.8%
R282,174,766 R290,154,333 R267,781,869 5.1% 7.7%
External Loans. R134,789,996 R127,747,205 R118,639,344 12.0% 7.1%
Internal contributions. R95,080,050 R109,620,408 R96,378,963 -1.4% 12.1%
Grants and subsidies. R52,304,720 R52,786,720 R52,763,562 -0.9% 0.0%
Other. R- R- R-
R282,174,766 R290,154,333 R267,781,869 5.1% 7.7%
External Loans. R62,210,000 R111,591,291 R66,765,898 -7.3% 40.2%
Grants and subsidies. R56,725,760 R67,880,333 R99,714,807 -75.8% -46.9%
Investments Redeemed. R- R- R-
Statutory Receipts (including VAT). R- R- R-
Other Receipts. R150,540,100 R168,615,558 R96,378,963 36.0% 42.8%
R207,265,860 R236,495,891 R196,093,770 5.4% 17.1%
Salaries, wages and allowances. R507,334,528 R508,874,451 R494,451,504 2.5% 2.8%
Cash and creditor payments. #REF! #REF! R82,354,766 #REF! #REF!
Capital payments. R207,265,860 R236,495,891 R196,093,770 5.4% 17.1%
Investments made. #REF! #REF! R597,711,609 #REF! #REF!
External loans repaid. R- R- R11,699,116
Statutory Payments (including VAT). R- R- R-
Other payments. R- R- -
Chapter 5 – Financial Performance ANNUAL REPORT – 2016/17
197
5.6. SOURCES OF FINANCE
Capital Expenditure - Funding Sources:
Details
2016/2017 2017/2018
Actual Original Budget (OB)
Adjustment Budget
Actual Actual to AB
Variance (%)
Actual to OB
Variance (%)
Source of finance
External loans. R101,863,599
R134,789,996
R127,747,205
R118,639,344 -7.13% -11.98%
Public contributions and donations. R42,312,141 R- R - R- 0.00% 0.00%
Grants and subsidies. R49,504,679 R52,304,720 R52,786,720 R52,763,562 -0.04% 0.88%
District Municipality. R39,526,644 R- R- R- 0.00% 0.00%
Internal Funds (Own Revenue). R87,802,248 R95,080,050
R109,620,408 R96,378,963 -12.08% 1.37%
Total R321,009,311
R282,174,766
R290,154,333
R267,781,869 -19.25% -9.74%
Percentage of finance
External loans. 31.7% 47.8% 44.0% 44.3% 37.0% 123.0%
Public contributions and donations. 13.2% 0.0% 0.0% 0.0% 0.0% 0.0%
Grants and subsidies. 15.4% 18.5% 18.2% 19.7% 0.2% -9.0%
District Municipality. 12.3% 0.0% 0.0% 0.0% 0.0% 0.0%
Internal Funds (Own Revenue.) 27.4% 33.7% 37.8% 36.0% 62.7% -14.0%
Capital expenditure.
Water and sanitation. R 69,072,975 R78,282,846 R67,910,558 R52,669,319 -13.25% -32.72%
Electricity. R48,477,623 R65,538,000 R70,772,992 R68,342,903 7.99% 4.28%
Housing. R518,546 R365,000 R727,000 R686,155 99.18% 87.99%
Roads and storm water. R54,809,322 R71,718,920 R84,303,902 R84,183,585 17.55% 17.38%
Other. R101,554,776 R66,270,000 R66,439,881 R61,899,907 0.26% -6.59%
Total R274,433,242
R282,174,766
R290,154,333
R267,781,869 111.72% 70.33%
Chapter 5 – Financial Performance ANNUAL REPORT – 2016/17
198
Percentage of expenditure.
Water and sanitation. 25.2% 27.7% 23.4% 19.7% -11.9% -46.5%
Electricity. 17.7% 23.2% 24.4% 25.5% 7.1% 6.1%
Housing. 0.2% 0.1% 0.3% 0.3% 88.8% 125.1%
Roads and storm water. 20.0% 25.4% 29.1% 31.4% 15.7% 24.7%
Other. 37.0% 23.5% 22.9% 23.1% 0.2% -9.4%
T 5.6.1
External loans44%
Public contributions and donations
0%
Grants and subsidies
20%District Municpality
0%
Internal Funds (Own Revenue)
36%
Percentage of Finance
Chapter 5 – Financial Performance ANNUAL REPORT – 2016/17
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COMMENT ON SOURCES OF FUNDING
The actual funding on external loans was less than the budget funding due to delays in some
projects.
Water and sanitation
20%
Electricity26%
Housing0%
Roads and storm water31%
Other23%
Percentage of Capital Expenditure
R -
R 50 000 000
R 100 000 000
R 150 000 000
Actual Original Budget(OB)
AdjustmentBudget
Actual
2016/2017 2017/2018
Source of Finance and Capital Expenditure
External loans
Chapter 5 – Financial Performance ANNUAL REPORT – 2016/17
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T 5.6.1.1
Chapter 5 – Financial Performance ANNUAL REPORT – 2016/17
201
5.7. CAPITAL SPENDING ON FIVE LARGEST PROJECTS
Capital Expenditure of 5 largest projects*
R' 000
Name of Project
Current: 2017/2018 Variance: Current
2017/2018
Original Budget Adjustment Budget
Actual Expenditure
Original Variance (%)
Adjustment variance (%)
Roads Aerorand West W12 (540/...) R12,000,000 R13,370,000 R13,369,924 11% 0%
MV Networks HT Links W27 (700/...) R5,736,000 R34,227,319 R34,222,484 497% 0%
- Roads & Storm water Low Income Areas W6 (540/...) R3,000,000 R9,238,208 R9,238,208 100% 0%
Boskrans WWTW Phase 2(552/...) R40,000,000 R17,904,766 R17,904,766 100% 0%
Refurbish Hendrina WTW (571/...) R - R8,606,301 R8,606,301 0% 0%
* Projects with the highest capital expenditure in
2017/2018
Name of Project - A Roads Aerorand West W12(540/...) P0008042
Objective of Project. Roads in Aerorand West.
Delays.
Future Challenges.
Anticipated citizen benefits. Roads in Aerorand West.
Name of Project - B. MV Networks HT Links W27 (700/...) P0008356.
Objective of Project. Construction of 11kV Switching Station and Installation of Primary Links between Mhluzi main and Newtown substation.
Delays.
Future Challenges.
Anticipated citizen benefits. Mhluzi
Name of Project - C. - Roads & Storm water Low Income Areas W6 (540/...) P1200146
Objective of Project. Construction of roads and Storm water in Rockdale Ward 6.
Delays. None Completed.
Future Challenges. None.
Anticipated citizen benefits. New Roads and Storm water in Rockdale.
Name of Project - D. Boskrans WWTW Faze 2 (552/...) P1700035.
Objective of Project. Construct new inlet works and a new pump station at the Boskrans WWTW. The constructed units will enable the wastewater treatment.
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Delays. None.
Future Challenges. None.
Anticipated citizen benefits. Whole Middelburg and Mhluzi.
Name of Project - E. Refurbish Hendrina WTW (571/...) P1800104.
Objective of Project. Refurbish Water Supply. Reinstate the Hendrina water treatment system to ensure security of water supplies in Hendrina and Kwazamokuhle.
Delays. Delays in manufacturing of site-specific equipment.
Future Challenges. None.
Anticipated citizen benefits. Hendrina and Kwazamokuhle.
T 5.7.1
COMMENT ON CAPITAL PROJECTS
Variance is on the Rockdale electrification. The challenge with this project is the unavailability of
houses to carry out the project. T 5.7.1.1
5.8. BASIC SERVICE AND BACKLOGS – OVERVIEW
INTRODUCTION TO BASIC SERVICE AND BACKLOGS
The need and cost of backlogs are the result of migration into the area, as well as the trend of
families disaggregating into more than one household. The Municipality addresses this challenge
by spending as well as on new capital projects on providing new bulk. T 5.8.1
Service Backlogs as at 30 June 2017/2018
Households (HHs)
*Service Level above Minimum Standard **Service Level below Minimum Standard
No. HHs % HHs No. HHs % HHs
Water. 86713 83 468 96.25% 3245
Sanitation. 86713 80 736 93% 5977
Electricity. 86713 79638 91% 7075
Waste management.
86713 73939 85.26%% 12774
Housing. 71 022 81,9% 12 480 14.4% T 5.8.2
COMMENT ON BACKLOGS
The MIG funds have been used to construct new water networks and to provide sanitation for
stands, as well as new roads and storm water for low-income areas.
T 5.8.4
Chapter 5 – Financial Performance ANNUAL REPORT – 2016/17
203
Municipal Grant (MIG)* Expenditure
Details
Budget
Adjustments Budget
Actual
Variance Major conditions applied by donor (continue below if necessary)
Budget Adjustments Budget
Road transport R 14,419,720 R 27,609,702 R27,609,702 91.47% 0.00%
Roads, Pavements & Bridges. R 11,419,720
R 24,611,049 R 24,611,049
115.51% 0.00%
Storm water R3,000,000 R2,998,653 R2,998,653 0.00% 0.00%
Electricity R3,000,000 R2,999,992 R2,999,992 0.00% 0.00%
Generation. R R R
Transmission & Reticulation. R - R - R - 0.00% 0.00%
Street Lighting. R3,000,000 R 2,999,992 R2,999,992 0.00% 0.00%
Water R7,915,000 R1,641,698 R1,641,698 -79.26% 0.00%
Dams & Reservoirs. R7,915,000 R328,298 R328,298 0.00% 0.00%
Water purification. R - R - R - 0.00% 0.00%
Reticulation. R - R1,313,400 R1,313,400 #DIV/0! 0.00%
Sanitation R - R162,500 R162,500 #DIV/0! 0.00%
Reticulation. R - R162,500 R 162,500 #DIV/0! 0.00%
Sewerage purification. R - R - R - 0.00% 0.00%
Other R6,200,000 R6,121,044 R6,121,044 -1.27% 0.00%
Waste Management. R6,200,000 R6,121,044 R6,121,044 -1.27% 0.00%
Transportation. R - R - R - 0.00% 0.00%
Gas. R - R - R - 0.00% 0.00%
Other Specify: R19,022,279 R12,022,063 R12,022,063 -36.80% 0.00%
Parks & Gardens. R - R - R - #DIV/0! #DIV/0!
Sports field & Stadia. R7,000,000 R6,999,885 R6,999,885 0.00% 0.00%
Community halls. R8,000,000 R1,000,000 R1,000,000 -87.50% 0.00%
Recreational facilities. R - R - R - 0.00% 0.00%
Security and policing. R - R - R - 0.00% 0.00%
Cemeteries. R2,000,000 R1,999,899 R1,999,899 -0.01% 0.00%
General vehicles. R - R - R - 0.00% 0.00%
Specialized vehicles (Refuse). R - R - R - 0.00% 0.00%
Specialized vehicles (Fire). R - R - R - 0.00% 0.00%
Plant & equipment. R - R - R - 0.00% 0.00%
Computers - hardware/equipment. R - R - R - 0.00% 0.00%
Chapter 5 – Financial Performance ANNUAL REPORT – 2016/17
204
Furniture and other office equipment. R - R - R - 0.00% 0.00%
Civic Land and Buildings. R - R - R - 0.00% 0.00%
Other Buildings. R - R - R - 0.00% 0.00%
Other Land. R - R - R - 0.00% 0.00%
Computers - software & programming. R - R - R - 0.00% 0.00%
PMU Cost. R2,022,279 R2,022,279 R2,022,279 0.00% 0.00%
Total R50,556,999 R50,556,999 R 50,556,999 0.00% 0.00%
* 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 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.
T 5.8.3
COMPONENT I: CASH FLOW MANAGEMENT AND INVESTMENTS
INTRODUCTION TO CASH FLOW MANAGEMENT AND INVESTMENTS
Proper cash flow management is a critical element to ensure the Municipality meets its
obligations. A stable positive cash flow balance relative to the growth of the Municipality is a
good indication of the Municipality financial position and health. Cash flow projections are done
on a monthly basis, and cash not immediately required are invested for a better return on the
short term.
Chapter 5 – Financial Performance ANNUAL REPORT – 2016/17
205
5.9. CASH FLOW
Cash Flow Outcomes
Description
2016/2017 2017/2018
Audited Outcome
Original Budget Adjusted Budget Actual
CASH FLOW FROM OPERATING ACTIVITIES.
Receipts
Ratepayers and other. R1,236,713,034 R1,147,878,061 R1,190,262,631 R1,193,478,489
Government – operating. R141,123,061 R162,864,618 R165,883,880 R214,641,582
Government – capital. R 49,604,679 R 52,304,720 R52,786,720 R52,634,862
Interest. R 22,193,358 R 46,309,657 R50,753,392 R 65,097,245
Payments
Suppliers and employees. R-1,006,696,890 R -1,218,423,648 R -1,258,242,952 R -1,306,287,225
Finance charges. R -9,718,816 R -21,115,922 R-16,354,168 R -10,978,889
Transfers and Grants. R -63,791,397 R -1,995,000 R -2,025,000 R -1,819,386
NET CASH FROM/(USED) OPERATING ACTIVITIES R369,427,029 R167,822,486 R183,064,503 R206,766,677
CASH FLOWS FROM INVESTING ACTIVITIES.
Receipts
Proceeds on disposal of PPE. R128,571 R -55,250 R-55,000 R-55,000
Decrease (increase) in non-current investments. R-60,000,000 R18,000,000 R - R -
Payments
Capital assets. R-265,980,414 R-282,174,770 R-290,154,333 R -290,154,333
NET CASH FROM/(USED) INVESTING ACTIVITIES R-325,851,843 R-264,230,020 R-290,209,333 R-290,209,333
CASH FLOWS FROM FINANCING ACTIVITIES.
Receipts
Short term loans. R - R - R - R -
Borrowing long term/refinancing. R - R134,790,000 R129,826,609 R129,826,609
Increase (decrease) in consumer deposits. R1,890,403 R5,765,991 R 3,765,991 R3,765,991
Payments
Repayment of borrowing. R -12,954,731 R-11,442,543 R -11,442,543 R-11,442,543
NET CASH FROM/(USED) FINANCING ACTIVITIES R-11,064,328 R129,113,448 R122,150,057 R122,150,057
Chapter 5 – Financial Performance ANNUAL REPORT – 2016/17
206
NET INCREASE/ (DECREASE) IN CASH HELD. R32,510,858 R32,705,914 R15,005,228 R38,707,401
Cash/cash equivalents at the year begin: R82,354,766 R23,499,111 R83,901,579 R83,901,579
Cash/cash equivalents at the year end: R114,865,624 R56,205,025 R 98,906,807 R122,608,980
Source: MBRR A7 T 5.9.1
COMMENT ON CASH FLOW
The cash flow from operating activities indicates a positive cash flow of R362.1 million. Further, R325.8 million was utilized on
investment activities mainly to purchase property, plant, and equipment to the value of R265.9 million. Investments increased by R75
million from R410 million to R485 million. The cash flow from financing activities indicates an outflow of R11 million, which is mainly
attributable to the repayments on borrowings.
Considering the above movements, the net cash position at financial year end is R107.6 million, which indicates an increase of 31%.
The net cash position of the Municipality has remained stable over the past three years. This is a good indication that the Municipality
has and will meet its obligations in the future.
Chapter 5 – Financial Performance ANNUAL REPORT – 2016/17
207
5.10. BORROWING AND INVESTMENTS
INTRODUCTION TO AND COMMENTS ABOUT BORROWING AND INVESTMENTS
External borrowings are obtained to supplement the Municipal capital programme. During the
financial year under review, no new external loans were taken up,resulting in borrowings
decreasing by R11.7 million.
Surplus cash not immediately required for operations and cash backed internal reserves are
invested on a short-term basis. Funds are only invested with A1 rating banks and according to
the Municipal investment policy. Despite a huge capital outflow funded from internal reserves over
the past three years, the Municipal investments have remained stable and have decreased from
R485 million to R482 million. The cash inflow from the sale of serviced land is one of the
contributing factors making the net cash position strong.
Actual Borrowings: 2015/2016 to 2017/2018
R' 000
Instrument 2015/2016 2016/2017 2017/2018
Municipality
Long-Term Loans (annuity/reducing balance). R77,100,161
R66,765,898
R183,012,266
Municipality Total R77,100,161
R66,765,898
R183,012,266
T 5.10.2
-
50
100
150
2015/2016 2016/2017 2017/2018
R m
illio
n
Mill
ion
s Actual Borrowings
Long-Term…
Chapter 5 – Financial Performance ANNUAL REPORT – 2016/17
208
Municipal and Entity Investments
R' 000
Investment* type
2015/2016 2016/2017 2017/2018
Actual Actual Actual
Municipality
Deposits - Bank R485,000,000 R482,000,000 R 597,711,609
Municipality sub-total R485,000,000 R482,000,000 R597,711,609
Consolidated total: R485,000,000 R482,000,000 R597,711,609
T 5.10.4
COMMENT ON BORROWING AND INVESTMENTS
All grants (in cash or in any kind) made to any form of organisation has been set out in full in
Appendix R.
Chapter 5 – Financial Performance ANNUAL REPORT – 2016/17
209
COMPONENT J: OTHER FINANCIAL MATTERS
5.11. SUPPLY CHAIN MANAGEMENT
SUPPLY CHAIN MANAGEMENT
The Council has developed an SCM Policy and practices in compliance with the guidelines set
out by the Supply Chain Management Regulations, 2005, which was approved with effect from 1
March 2006. The new Preferential Procurement Regulations, 2017, with effect from 1 April 2017,
was incorporated in the policy and adopted.
The SCM Policy incorporating the above-mentioned regulations, as well as all other relevant
pieces of legislation, regulations, and circulars are annually reviewedduring the budget process.
The Municipality has established the three (3) bid committee system. No councillors are members
of any committee of the committees handling supply chain processes.
The supply chain officials are currently attending accredited training modules to meet the
requirements of the minimum competency levels. One senior and two supply chain officials are
yet to complete the necessary competency levels.
T 5.12.1
5.12. GRAP COMPLIANCE
GRAP COMPLIANCE
GRAP is the acronym for Generally Recognized Accounting Practice. 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 to 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.
The Municipality fully complies with all the required GRAP standards as has been confirmed by
the findings of the Auditor-General.
T 5.13.1
Chapter 6 – Auditor-General Audit Findings ANNUAL REPORT – 2016/17
210
CHAPTER 6 – AUDITOR-GENERAL AUDIT FINDINGS
INTRODUCTION
Note: The Constitution S188 (1) (b) states that the functions of the Auditor-General includes
the auditing and reporting on the accounts, financial statements, and financial management
of all Municipalities. Section 45 of the MSA further states that the results of performance
measurement must also be audited annually by the Auditor-General. Section 121(3) of the
MFMA required that the audit report be included in the annual report to be tabled.
Every Municipality must for each financial year prepare annual financial statements which
Fairly present the state of affairs of the Municipality, its performance against its budget,
its management of revenue, expenditure, assets and liabilities, its business activities, its
financial results, and its financial position as at the end of the financial year; and
Disclose the information required in terms of Sections 123, 124 and 125 of the MFMA.
Annual financial statements must be prepared within two months after the end of the financial
year to which those statements relate and submit the statements to the Auditor-General for
auditing.
The accounting officer is responsible to at least once per year measure and review the
performance of the Municipality. The results of the performance measurement must be
audited annually by the Auditor-General. Therefore, the performance results are submitted
with the annual financial statements.
The Auditor-General must audit the financial statements and performance results and submit
an audit report to the accounting officer within three months of receipt of the statements.
Chapter 6 – Auditor-General Audit Findings ANNUAL REPORT – 2016/17
211
COMPONENT A: AUDITOR-GENERAL OPINION OF FINANCIAL STATEMENTS
6.1. AUDITOR-GENERAL REPORTS PREVIOUS YEAR
Auditor-General Report on Financial Performance 2016/2017
Status of Audit Report: Unqualified audit opinion with matters.
Non-compliance Issues Remedial Action Taken
Procurement and contract management:
An audit plan will detail the remedial action to be put in place to rectify the findings.
1. Some goods and services with a transaction value below R 200 000 were procured in contravention of Supply Chain Management regulation 17 (a) And (c).
Heads of Departments will be encouraged to apply Supply Chain regulations when procuring goods and services as well as Supply Chain officials to ensure that all documentation is obtained from suppliers and adherence to the Supply Chain Policy.
4. Some goods and services with a transaction value above R 200 000 were procured in contravention of Supply Chain Management regulation 19 (a). Deviations were approved in
contravention of Supply Chain
Management regulation 36 (1).
Heads of Departments will be encouraged to apply Supply Chain regulations when procuring goods and services as well as Supply Chain officials to ensure that all documentation is obtained from suppliers and adherence to the Supply Chain Policy. Deviations will be scrutinised to ensure that they are only signed only in cases where it is impractical to invite competitive bids.
5. Bid documentation for the procurement of commodities designated for local content and production did not stipulate the minimum threshold for local production and content, as required by Preferential Procurement Regulation 9 (1).
Future Bid documentation will be amended to include compliance to regulation 9 (1).
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 disclaimer (at worst). 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
Chapter 6 – Auditor-General Audit Findings ANNUAL REPORT – 2016/17
212
COMPONENT B: AUDITOR-GENERAL OPINION CURRENT YEAR
6.2. AUDITOR-GENERAL REPORT – CURRENT YEAR
AUDITOR-GENERAL REPORT ON THE FINANCIAL STATEMENTS: YEAR 2015
See Appendix W. T 6.2.3
COMMENTS ON AUDITOR-GENERAL’S OPINION FOR YEAR 2016
See Appendix X.
T 6.2.4
COMMENTS ON MFMA SECTION 71 RESPONSIBILITIES
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.
I, E Wassermann, Chief Financial Officer, herewith confirms that the following data sets have been submitted to National Treasury according to the reporting requirements:
File Name Number of Reports
Description
AC_M01-M12 12 Age Analysis of Creditors – Monthly.
AD_M01-M12 12 Age Analysis of Debtors – Monthly.
AM_Y 1 Capital Asset Management Information (Budget) – Annually.
BEC_Y 1 Budget Evaluation Checklist (Budget) – Annually.
BM_Q1-Q4 4 External debt created, repaid or redeemed and expected borrowing – Quarterly
BSAC_M01-M12 12 Statement of Financial Position Actual – Monthly.
BSAP_Y 1 Statement of Financial Position Audited Actual – Annually.
BS_Y 1 Statement of Financial Position (Budget) – Annually.
CAA_M01-M12 12 Capital Actual Acquisition and Sources of Funding – Monthly.
CA_Y 1 Capital Actual Acquisition and Sources of Funding (Budget) – Annually.
CAAA_Y 1 Capital Acquisition and Sources of Funding Audited Actual – Annually.
CFA_M01-M12 12 Cash Flow Statement Actual/forecasts – Monthly.
CFAA_Y 1 Cash Flow Statement Audited Actual – Annually.
Chapter 6 – Auditor-General Audit Findings ANNUAL REPORT – 2016/17
213
File Name Number of Reports
Description
CFB_Y 1 Cash Flow Statement Budget – Annually.
FMG_M01-M12 12 Finance Management Grant – Monthly.
GSG_Y 1 Grants and Subsidies Given (Budget) – Annually.
GSR_Y 1 Grants and Subsidies Received (Budget) – Annually.
INEG_M01-M12 12 Integrated National Electricity Grant – Monthly.
LTC_Q1-Q4 4 Long-term Contracts – Quarterly.
ME_Q1-Q4 4 Municipal Entities – Quarterly.
MFM1_Q1-Q4 4 MFMA Implementation and Monitoring Template – Quarterly.
MIG_M01-M12 12 Municipal Grant – Monthly.
MSIG_M01-M12 12 Municipal Systems Improvement Grant.
NDPG_M1-M12 12 Neighborhood Development Partnership Grant.
OSA_M01-M12 12 Statement of Financial Performance Actual – Monthly.
OSAA_Y 1 Statement of Financial Performance Audited Actual – Annually.
OSB_Y 1 Statement of Financial Performance Budget – Annually.
PWPG_M01-M12 12 Expanded Public Works Programme Integrated Grant – Monthly.
RME_M01-M12 12 Repairs and Maintenance by Expenditure Types – Monthly.
ROGS_M01-M12 12 Approved Rolled Over Grant Spending – Monthly.
SP_Y 1 Strategic Plan/IDP Budget – Annually.
REPORT OF AUDIT COMMITTEE FOR THE YEAR END 30 JUNE 2016
See Appendix G. T 6.2.3
214
GLOSSARY
Accessibility
indicators
Explore whether the intended beneficiaries can 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
reports, 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 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 Members of Executive Council (MECs) for local
government, the Minister may prescribe general key performance
indicators that are appropriate and applicable to local government
generally.
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.
215
National Key.
Performance
Areas.
• Service delivery and
• 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, or 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 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 their 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.
A 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
into 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 appropriatedfor the purposes of
the department or functional area concerned?
STEVE TSHWETE MUNICIPALITY | APPENDICES 216
APPENDICES
APPENDIX A – COUNCILLORS; COMMITTEE ALLOCATION AND COUNCIL ATTENDANCE
FS Financial Services. EHP Environmental Health & Public Facility Services. RE Rules & Ethics.
CS Corporate Services. SDH Spatial Development & Human Settlement. MPAC Municipal Public Accounts Committee.
CPS Community Protection Services. IS Development & Service Delivery. PR Proportional Councilor.
COUNCILLORS, COMMITTEES ALLOCATED AND COUNCIL ATTENDANCE : JULY 2017 TO JUNE 2018
COUNCIL MEMBERS FULL TIME/PART TIME
COMMITTEE ALLOCATED
WARD/PR
PARTY
Percentage Council Meetings Attendance
Parentage Apologies for non-attenance
SURNAME NAME SECTION 80 SECTION 79 20 meetings were arranged %
%
1 Masina (Resigned end of March 2018)
Michael Amos Full Time PR ANC (14/15) 93% (0/1) 0
1 Tolo (Elected on 11/04/2018)
Bagudi Jonathan Full Time PR ANC (4/4) 100% 0
2 Matshiane Johan Full Time IDS/ACEH (interchanged from May 2018)
7 ANC (17) 85% (3/3) 100%
3 Kgalema Mondli Itumeleng Full Time FS 20 ANC (20) 100% 0 4 Motsepe Diphale Joseph Full Time ACEH/IDS
(interchanged from May 2018) PR ANC (19) 95% (1/1) 100%
5 Mnguni Muka Thandi Elizabeth Full Time SDH PR ANC (17) 85% (2/3) 67% 6 Mitchell Johanna Magdalena Full Time CS
(until April 2018)
IDS (from May 2018)
CSS (from May 2018)
8 ANC (19) 95% (1/1) 100%
7 Mkhuma Nobesuthu Catherine Full Time IDS (until Apr 2018) CS (from May 2018)
MPAC; CSS (until April 2018)
4 ANC (14) 70% (6/6) 100%
8 Malepeng Sonto Martha Full Time CSS PR ANC (15) 75% (5/5) 100% 9 Mabena Andries Mavula Full Time PR ANC (20) 100% 0 10 Nkadimeng Semakaleng Dorah Full Time PR ANC (18) 90% (2/2) 100% 11 Skhosana Doctor Joseph Part Time CSS FS 1 ANC (19) 95% (1/1) 100% 12 Masina Musawenkosi Part Time CS MPAC
FS (from July 2017)
2 ANC (20) 100% 0
13 Mahlangu Lindiwe Khelina Part Time CSS 3 ANC (19) 95% (1/1) 100% 14 Mphego Manakedi Caroline Part Time CSS ACEH;
MPAC (from May 2018)
5 ANC (20) 100% 0
15 Motloung Thapelo Sarrel Part Time ACEH MPAC; IDS 6 ANC (20) 100% 0
STEVE TSHWETE MUNICIPALITY | APPENDICES 217
COUNCILLORS, COMMITTEES ALLOCATED AND COUNCIL ATTENDANCE : JULY 2017 TO JUNE 2018
COUNCIL MEMBERS FULL TIME/PART TIME
COMMITTEE ALLOCATED
WARD/PR
PARTY
Percentage Council Meetings Attendance
Parentage Apologies for non-attenance
SURNAME NAME SECTION 80 SECTION 79 20 meetings were arranged %
%
16 Skosana Johannes Part Time CSS RE; IDS 9 ANC (16) 80% (2/4) 50% 17 Mnisi Thabo Petrus Part Time ACEH 10 ANC (20) 100% 0 18 Struwig Ammelia Part Time ACEH MPAC 11 DA (15) 75% (4/5) 80% 19 Niemann Hendrik Frederick Part Time CSS RE 12 DA (17) 85% (3/3) 100% 20 Wait Susan-Mari Part Time CS CS 13 DA (18) 90% (2/2) 100% 21 Pretorius Jozua Petrus Part Time IDS IDS 14 DA (19) 95% (1/1) 100% 22 De Klerk Helena Gertruida Part Time FS 15 DA (17) 85% (3/3) 100% 23 Dyason Johann Part Time IDS IDS 16 DA (19) 95% (1/1) 100% 24 Sekgwele Marumo Jim Part Time ACEH MPAC; IDS 17 ANC (19) 95% (1/1) 100% 25 Motsepe Elphus Thabo Part Time CS SDH 18 ANC (19) 95% (1/1) 100% 26 Mamogale Ratsatsi Grencenia Part Time SDH 19 ANC (19) 95% (1/1) 100% 27 Masilela Petros Mhlonishwa Part Time IDS RE; FS 21 ANC (19) 95% (1/1) 100% 28 Motau Thabo Patric Part Time SDH RE; FS 22 ANC (17) 85% (3/3) 100% 29 Zondo Linah Joyce
Ntombikayise Part Time SDH ACEH 23 ANC (17) 85% (3/3) 100%
30 Paul Dion Leonard Part Time CSS 24 ANC (20) 100% 0 31 Mbatiwe Michael Part Time CS FS (until July 2017)
CSS (from May
2018)
25 ANC (17) 85% (3/3) 100%
32 Skhosana Mandla Marks Part Time SDH CS; RE 26 ANC (19) 95% (1/1) 100% 33 Mahlangu Abram Mbete Part Time IDS ACEH;
CSS (until April
2018)
27 ANC (20) 100% 0
34 Morufane Thabang Nathaniel Part Time FS CS; SDH 28 ANC (20) 100% 0 35 Mathibela Maria Nomgqibelo Part Time ACEH CS 29 ANC (20) 100% 0 36 Marumo Asaph Bhekumuzi Part Time MPAC; IDS PR ANC (19) 95% (1/1) 100% 37 Vilakazi Rose Part Time FS SDH PR ANC (20) 100% 0 38 Xaba Robert Mphikeleli Part Time FS MPAC; CS PR ANC (19) 95% (1/1) 100% 39 Bruiners Elias Morgan Part Time FS FS PR DA (20) 100% 0 40 Du Toit Elizabeth Part Time CSS CSS PR DA (18) 90% (2/2) 100% 41 Grobler Anna Sophia Part Time ACEH PR DA (15) 75% (5/5) 100% 42 Mobango Palesa Part Time RE;
(until Dec 2017)
SDH (from Oct 2017)
PR DA (20) 100% 0
STEVE TSHWETE MUNICIPALITY | APPENDICES 218
COUNCILLORS, COMMITTEES ALLOCATED AND COUNCIL ATTENDANCE : JULY 2017 TO JUNE 2018
COUNCIL MEMBERS FULL TIME/PART TIME
COMMITTEE ALLOCATED
WARD/PR
PARTY
Percentage Council Meetings Attendance
Parentage Apologies for non-attenance
SURNAME NAME SECTION 80 SECTION 79 20 meetings were arranged %
%
43 Mogola Sophia Mamy Part Time ACEH ACEH PR DA (18) 90% (2/2) 100% 44 Phasha Khulong Justice Part Time SDH PR DA (18) 90% (2/2) 100% 45 Romijn Gysbertus Hendrik
Ernest Part Time CS CS PR DA (20) 100% 0
46 Roos Stephanus Johannes Part Time SDH MPAC PR DA (20) 100% 0 47 Sithole Paulina Nicolene Part Time SDH
(until Aug 2017)
SDH (until Aug 2017)
PR DA (1/5) 20% (4/5) 80%
47 Thabatha Anele Odwa Part Time SDH (from Nov 2017)
RE (from Jan 2018)
PR DA (12/12) 100% 0
48 Stuurman Daniel Andries Part Time FS MPAC PR DA (20) 100% 0 49 Van Zyl Thomas Nicolas Part Time CSS PR DA (20) 100% 0 50 Duvenhage Johannes Petrus Part Time MPAC PR FF+ (18) 90% (1/2) 50% 51 Uys Karel Philippus Jacob Part Time PR FF+ (17) 85% (1/3) 34% 52 Mailola Poppy Part Time IDS IDS PR EFF (9) 45% (8/11) 72% 53 Mangcotywa Akhona Part Time CS CS PR EFF (9) 45% (10/11) 91% 54 Hadebe Maria Part Time RE PR EFF (11) 55% (8/9) 89% 55 Masemola Lebogang Clement Part Time FS MPAC; FS PR EFF (7) 35% (11/13) 85% 56 Mosoma Christina Makhosi Part Time ACEH ACEH PR EFF (8) 40% (12/12) 100% 57 Mthombeni Johanna Ntombizodwa Part Time SDH SDH PR EFF (12) 60% (8/8) 100% 58 Sebesho Enos Part Time CSS CSS PR EFF (14) 70% (6/6) 100%
219
APPENDIX B – COMMITTEES ANDCOMMITTEE PURPOSES
Committees (other than Mayoral/Executive Committee) and Purposes of Committees
Purpose of Committee
Section 79 committees Purpose of Committee
Corporate Services.
To monitor and the activities of the MMC and the
relevant administrative department in respect of
administration, Human Resource and Education
activities.
To advise council through the Mayoral Committee on
improvements that could be affected.
Financial Services.
To monitor and the activities of the MMC and the
relevant administrative department in respect of finance
and auditing activities.
To advise council through the Mayoral Committee on
improvements that could be affected.
Development and Service Delivery.
To monitor and the activities of the MMC and the
relevant administrative department in respect of
Development and Service Delivery activities.
To advise council through the Mayoral Committee on
improvements that could be affected.
Spatial Development, Human Settlement and Housing Administration.
To monitor and the activities of the MMC and the
relevant administrative department in respect of Human
Settlement and Agriculture activities.
To advise council through the Mayoral Committee on
improvements that could be affected.
Community Protection Services.
To monitor and the activities of the MMC and the
relevant administrative department in respect of Traffic
Emergency, Transport, Safety & Security activities.
To advise council through the Mayoral Committee on
improvements that could be affected.
Environmental health, public facilities and cultural services.
To monitor and the activities of the MMC and the
relevant administrative department in respect of
Environmental health, public facilities and cultural
services activities.
To advise council through the Mayoral Committee on
improvements that could be affected.
Municipal public account committee.
To ensure that Municipal finances are properly managed
and to advice council through the Mayoral Committee on
improvements on ways and means whereby utilising and
monitoring of Municipal expenditure and income
management can be improved.
220
Rules and ethics committee. To consider and recommend to Council on matters
relating to conduct of councillors.
Section 80: Portfolio Committee Purpose of Committee
Corporate Services.
To advise and assist the Executive Mayor in respect of
operational issues regarding Administration, Human
Resource & Education.
Financial Services. To advise and assist the Executive Mayor in respect of
operational issues regarding Financial services matters.
Development and Service Delivery.
To advise and assist the Executive Mayor in respect of
operational issues regarding Development and Service
Delivery.
Spatial Development, Human Settlement and Housing Administration.
To advise and assist the Executive Mayor in respect of
operational issues regarding Town Planning, Human
Settlement and Housing Administration.
Community Protection Services.
To advise and assist the Executive Mayor in respect of
operational issues regarding Traffic Emergency,
Transport, Safety & Security.
Environmental health, public facilities and cultural services.
To advise and assist the Executive Mayor in respect of
operational issues regarding Environmental health,
public facilities and cultural services.
221
APPENDIX C –THIRD TIER ADMINISTRATIVE STRUCTURE
Third tier structure
Directorate Director (State title) Manager (State name)
Office of the Executive Mayor.
Personal Assistant to the Mayor. Mr P Nkosi.
Deputy Director in the Office of the Mayor. Ms D Mngomezulu.
Manager: Youth Development. Mr M Masemola.
Manager: Gender & Social Development. Ms L Legabi.
Office of Municipal Manager.
Deputy Municipal Manager. Mr SM Mnguni (Acting). MM.
Director Development & Strategic Support. Ms SS Madlopha.
Assistant Director IDP. Ms NP Mabuza.
Assistant Director LED. Mr M Nkosi.
Assistant Director Internal Audit. Mr J Ramphisa
Assistant Director Risk Management. Vacant.
Assistant Director PMS. Mr J Silas.
Corporate services.
Director Human Capital Management. Mr M Khumalo.
Director Legal & Administration. Mr M Masilela.
Director Property Valuation Services. Mr J Victor.
Director Information Communication Technology. Mr S Mothiba.
Assistant Director Administration. R L Bronkhorst.
Assistant Director Legal Services. Mr T Mokoena.
Assistant Director: Stakeholder Liason. Mr Mthethwa.
Assistant Director Communication & Stakeholder Liaison.
Ms P Magutle.
Community services.
Deputy Director Emergency Services. Mr A Mashiloane.
Deputy Director Traffic, Law Enforcement and Security Services.
Ms P Mkosi.
Director Public Safety. Vacant since01/01/15.
Assistant Director Cultural Services. Mr S Xulu.
Directory Environnemental & Solid Waste Management.
Ms A Masia.
Services.
Director Town Planning &Human Settlement. Mr M Mahamba.
Director Civil Engineering Services. Vacant.
Deputy Director: Civil Engineering Services. Mr PR Bouwer.
Assistant Director: Rural Areas. Mr S Mbatha.
Assistant Director: Water Services. Mr L Badiroang.
Assistant Director: Roads &Storm water. Ms LG Silolo.
222
Assistant Director: Water Quality. Mr CM Makgatha.
Assistant Director Buildings & Fleet Management. Ms S Msebe.
Director Electrical Engineering. M I Khalaki.
Director Physical Environmental Development. Ms D Lambrechts.
Deputy Director Project & Programme Management. Ms T Janse Van Ransburg.
Financial services.
Deputy Director Financial Services. Ms Maryam Tayob.
Assistant Director budget Office. Mr B J Booyens.
Assistant Director SCM Unit. Mr PL van der Merwe.
Assistant Director financial statements and assets. Ms F E Khoza.
Assistant Director Treasury Office. Ms P Melato.
Spill-over schedule of3 tiers not included in chapter 2
223
APPENDIX D – FUNCTIONS OF MUNICIPALITY
Municipal Functions
Constitution Schedule 4, Part B functions: Function Applicable to Municipality (Yes/No)*
Air pollution. Yes
Building regulations. Yes
Childcare facilities. Yes
Electricity and gas reticulation. Yes
Fire fighting services. Yes
Local tourism. Yes
Municipal airports. Yes
Municipal planning. Yes
Municipal health services. Yes
Municipal public transport. Yes
Storm water management systems in built-up areas. Yes
Trading regulations. Yes
Water and sanitation services limited to potable water supply systems and domestic waste-water and sewage disposal systems.
Yes
Beaches and amusement facilities. No
Billboards and the display of advertisements in public places. Yes
Cemeteries, funeral parlours and crematoria. Yes
Cleansing. Yes
Control of public nuisances. Yes
Control of undertakings that sell liquor to the public. Yes
Facilities for the accommodation, care and burial of animals. Yes
Fencing and fences. Yes
Licensing of dogs. Yes
Licensing and control of undertakings that sell food to the public. Yes
Local amenities. Yes
Local sport facilities. Yes
Markets. Yes
Municipal abattoirs. Yes
Municipal parks and recreation. Yes
Municipal roads. Yes
Noise pollution. Yes
Pounds. Yes
Public places. Yes
Waste removal, waste dumps and solid waste disposal. Yes
Street trading. Yes
Street lighting. Yes
Traffic and parking. Yes
224
APPENDIX E –WARD REPORTING
WCM: Ward Committee Meetings: WGM: Ward General Meetings:
Ward Councilor Meetings
Aug 17 No of Community members attended
Oct 17 Community members attended
Dec 17 No of Community members attended
Feb 18 No of Community members attended
Apr 18 No of Community members attended
June 18 No of Community members attended
1
Cllr DJ Skosana
WCM 07/08/2017 02/10/17 - 30/01/18 12/04/2018
WGM 09/08/2017 10/10/17 - 02/02/18 - -
2
Cllr M Masina
WCM 30/08/2017 02/10/17 - 05/02/18 - 14/06/2018
WGM 09/08/2017 05/10/17 - 06/02/18 - 14/06/2018
3
Cllr LK Mahlangu
WCM 07/08/2017 05/10/17 14/12/2017 31/01/18 12/04/2018 04/06/2018
WGM 10/08/2017 06/10/17 12/12/2017 01/02/18 12/04/2018 04/04/2018
4
Cllr NC Mkhuma
WCM 07/08/2017 - 04/12/2017 05/02/18 10/04/2018 10/06/2018
WGM 07/08/2017 - 11/12/2017 08/02/18 - 13/06/2018
5
Cllr MC Mphego
WCM 06/08/2017 07/10/17 05/12/2017 08/02/18 07/04/2018 05/06/2018
WGM 06/08/2017 07/10/17 09/12/207 08/02/18 07/04/2018 10/06/2018
6
Cllr TS Motloung
WCM 01/08/2017 05/10/17 - 31/02/18 - 13/06/2018
WGM 06/08/2017 - - 03/02/18 - 24/06/2018
7
Cllr J Matshiane
WCM 06/08/2017 11/10/17 13/12/2017 28/01/18 15/04/2018 -
WGM 06/08/2017 - - 29/01/18 17/04/2018 -
8
Cllr JM Mitchell
WCM 02/08/2017 - 14/12/2017 31/01/18 05/04/2018 06/06/2018
WGM 02/08/2017 10/10/17 14/12/2017 01/02/18 09/04/2018 12/06/2018
9
Cllr J Skosana
WCM 06/08/2017 30/09/17 02/12/2017 10/02/18 15/04/2018 09/06/2018
WGM 06/08/2017 01/10/17 03/12/2017 11/02/18 15/04/2018 09/06/2018
10
Cllr TP Mnisi WCM 14/08/2017 03/10/17 30/11/2017 03/02/18 05/04/2018 03/06/2018
WGM 14/08/2017 08/10/17 04/12/2017 11/02/18 08/04/2018 10/06/2018
11
Cllr A Struwig
WCM 14/08/2017 19/10/17 18/12/2017 08/02/18 10/04/2018 20/06/2018
WGM 22/08/2017 19/10/17 - 15/02/18 18/04/2018 20/06/2018
12
Cllr HF Niemann
WCM 08/08/2017 04/10/17 06/12/2017 07/02/18 04/04/2018 06/06//2018
WGM 04/10/17 06/12/2017 07/02/18 04/04/2018 06/06/2018
13
Cllr SM Wait WCM 03/08/2017 03/10/17 05/12/2017 30/02/18 03/04/2018 06/06/2018
225
WGM 03/08/2017 03/10/17 05/12/2017 30/02/18 03//04/2018 06/06/2018
14
Cllr JP Pretorius WCM 03/08/2017 03/10/17 07/12/2017 01/02/18 10/04/2018 -
WGM - 07/12/2017 01/02/18 10/04/2018 -
15
Cllr HG De Klerk
WCM 01/08/2017 03/10/17 05/12/2017 - 03/04/2018 05/06/2018
WGM 01/08/2017 03/10/17 05/12/2017 - 03/04/2018 05//06/2018
16
Cllr J Dyason WCM 10/08/2017 04/10/17 29/11/2017 01/02/18 10/04/2018 05/06/2018
WGM 10/08/2017 04/10/17 29/11/2017 01/02/18 10/04/2018 05/06/2018
17
Cllr MJ Sekgwele
WCM 03/10/17 06/12/2017 06/02/18 03/04/2018 -
WGM 13/10/17 - 09/02/18 13/04/2018 -
18
Cllr ET Motsepe WCM 05/08/2017 03/10/17 05/12/2017 08/02/18 13/04/2018 12/06/2018
WGM 07/08/2017 11/10/17 14/12/2017 08/02/18 13/04/2018 14/06/2018
19
Cllr RG Mamogale
WCM 02/08/2017 28/09/17 01/12/2017 01/02/18 02/04/2018 02/06/2018
WGM 02/80/2017 04/10/17 06/12/2017 06/02/18 10/04/2018 06/06/2018
20
Cllr MI Kgalema WCM - 04/12/2017 - 10/04/2018 07/06/2018
WGM - 07/12/2017 - 12/04/2018 14/06/2018
21
Cllr PM Masilela WCM 06/08/2017 07/10/17 10/12/2017 04/02/18 08/04/2018 10/06/2018
WGM 06/80/2017 06/10/17 10/12/2017 04/02/18 08/04/2018 10/06/2018
22
Cllr TP Motau WCM 25/08/17 - - 04/04/2018 -
WGM 25/08/17 - - 06/04/2018 -
23
Cllr LJN Zondo
WCM 03/08/2017 05/10/17 07/12/2017 06/02/18 12/04/2018 07/06/2018
WGM 03/80/2017 06/10/17 07/12/2017 06/02/18 12/04/2018 07/06/2018
24
Cllr DL Paul WCM 04/08/2017 05/10/2017
12/12/2017 06/02/18 05/04/2018 08/06/2018
WGM 04/08/2017 05/10/17 12/2017 06/02/18 05/04/2018 08/06/2018
25
Cllr MM Mbatiwe
WCM 02/08/2017 29/09/17 - 31/01/18 08/04/2018 -
WGM 05/08/2017 - - - 08/04/2018 -
26
Cllr MM Skhosana
WCM 02/08/2017 03/10/17 13/12/2017 14/02/18 16/04/2018 14/06/2018
WGM 10/08/2017 19/10/17 14/12/2017 14/02/18 17/04/2018 14/06/2018
27
Cllr AM Mahlangu
WCM 12/10/17 08/12/2017 04/02/18 08/04/2018 -
WGM 10/10/17 12/12/2017 - 12/04/2018 -
28
Cllr TN Morufane
WCM 01/08/2017 30/09/17 07//12/2017 01/02/18 05/04/2018 07/06/2018
WGM 04/08/2017 01/09/17 10/12/2017 04/02/18 08/04/2018 10/06/2018
226
29
Cllr MN Mathibela
WCM 01/08/2017 05/10/17 11/12/2017 01/02/18 05/04/2018 10/06/2018
WGM 05/08/2017 07/10/17 13/12/2017 03/02/18 14/04/2018 24/06/2018
227
APPENDIX F –WARD INFORMATION
Wards 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29
Water
Households with minimum service delivery 1
159
3025
1864
1203
1246
1829
1257
2874
763
3369
3247
3682
2012
1811
1662
1838
737
1287
1731
1122
1610
861
3384
439
3871
621
135
6629
409
Households without minimum service delivery 1
9
617
173
763
107
279
238
716
559
89
22
63
21
15
11
189
1635
2
14
7
4
6
55
2
46
7
2117
76
1400
Total Households* 1
178
3642
2037
1966
1353
2108
1494
3633
1323
3458
3267
3745
2034
1826
1672
2028
2372
1290
1745
1129
1615
867
3439
441
3916
627
2252
6705
1809
Sanitation
Households with minimum service delivery 1
150
3024
1750
1072
1141
1672
1195
2794
250
3364
3232
3674
1986
1789
1651
1259
710
1278
1726
1117
1594
866
3394
434
3730
582
52
6496
202
Households without minimum service delivery 2
8
618
287
895
212
436
299
840
1073
93
36
70
48
38
21
769
1663
12
19
12
21
1
45
5
186
45
2200
209
1607
Total Households* 1
178
3642
2037
1966
1353
2108
1494
3633
1323
3458
3267
3745
2034
1826
1672
2028
2372
1290
1745
1129
1615
867
3439
441
3916
627
2252
6705
1809
Electricity
Households with minimum service delivery 1
162
3056
1845
1111
1277
1903
1366
2801
638
3392
3217
3702
2005
1802
1654
1718
2255
1280
1621
1112
1594
860
3390
438
3856
623
2085
6557
707
Households without minimum service delivery 1
8
586
191
855
76
205
128
833
687
66
51
44
29
24
18
311
117
10
125
18
21
7
49
3
60
4
167
148
1101
Total Households* 1
178
3642
2037
1966
1353
2108
1494
3633
1323
3458
3267
3745
2034
1826
1672
2028
2372
1290
1745
1129
1615
867
3439
441
3916
627
2252
6705
1809
Waste
Households with minimum service delivery 1
159
2999
1702
1066
1117
1486
1119
2770
36
3286
3223
3643
1927
1756
1648
1077
1840
1101
1689
1126
1590
867
3365
434
3869
477
1829
6390
430
Households without minimum service delivery 1
9
643
335
900
237
622
375
862
1286
172
45
101
107
70
23
951
532
189
55
3
25
0
75
7
48
151
423
315
1378
Total Households* 1
178
3642
2037
1966
1353
2108
1494
3633
1323
3458
3267
3745
2034
1826
1672
2028
2372
1290
1745
1129
1615
867
3439
441
3916
627
2252
6705
1809
228
Ward 1 Ward 2 Ward 3 Ward 4
1. Formalization of informal settlements to access basic Services.
1. Electrification of informal Settlements.
1. Community Hall.
1. Agri-village for farm dwellers.
2. Upgrading of Kwazamokuhle Stadium.
2. Resettlement of informal Settlements to serviced land.
2. Serviced residential stands.
2. Toilets at rural areas.
3. Tarring of roads and Speed Humps.
3. Container toilets for informal settlements with 24 hour security for operation 24 hrs.
3. Speed humps.
3. Community Hall.
4. Servicing of Eskom stands in Kwazamokuhle Ext 2 (water, sanitation & electricity)
4. Serviced residential stands. 4. Street lights at Snyman Street in Hendrina.
4. High mast lights at Komati/Blinkpan and Koornfontein.
5. Thusong Centre at Cosmos Multipurpose Centre.
5. High mast lights and street lights in the informal settlements.
5. High mast lights at Malfred and in Makhosini Street.
5. Church sites at Komati.
Ward 5 Ward 6 Ward 7 Ward 8
1. 1. Establishment of an 2. Agri -Village.
1. Serviced residential stands in Rockdale.
1. Access road to Sikhululiwe village.
1. Serviced residential stands in Nasaret.
2. Cemetery. 2. Community Hall Rockdale. 2 Cemeteries at Sikhululiwe village and Rietkuil.
2. Tarring of roads in Ext 24.
3. Community Hall. 3. Tarring of roads in Rockdale. 3. Tarring of roads at Sikhululiwe village.
3. Storm Water drains in Ext 24 and in Fortnapier Street No 1.
4. Church sites. 4. Construction of pedestrian bridge between Ext 24 & Rockdale down the stream next to the kraals by the pipes.
4. High Mast at Rietkuil. 4. Street Lights in Ext 24.
5. Electrification for farm residents. 5. Sewer drainage system in Rockdale.
5. Alternative source of water at Sikhululiwe village and Access water to all the farm communities.
5. Cemetery with ablution facilities.
Ward 9 Ward 10 Ward 11 Ward 12
1. Water pipes in the 300 pegged stands.
1. Community Hall. 1. Paving or tarring of the Taxi rank at the OK Supermarket (Mineralia).
1. Tarring of gravel roads in Aerorand West.
2. Biological toilets in the 300 pegged stands.
2. Toilets at Marikana. 2. Slipway/robot/stop sign at Jeppe & Mandela Street.
2. Storm water drainage systems in the new area in Aerorand West.
229
3. RDPs in Somaphepha. 3. High mast lights. 3. Speed humps.
4. High mast lights at all parks, Athlone dam and open area along the stream between Hexrivier and Mandela streets.
4. Church sites in Somaphepha. 4. RDP Houses. 4.Repairs to the road and paving by the entrance at the OK supermarket (Mineralia)
4. Street lights.
5. Cemeteries. 5. Serviced residential stands to build.
5. Robot at Hector & Mandela Street. 5. Taxi facility and dustbins on open area from Midwater Centre.
Ward 13 Ward 14 Ward 15 Ward 16
1. Physical. 1. High mast lights. 1.Installation of Floodlights at the Cricket Stadium for night cricket
1. Ten (100m high mast lights.
2. Water supply. 2. Resealing of Streets:
2. Installation of 1X High mast light at Lions Park c/o Lillian Ngoyi and Oribi Street.
2. Tarring of roads in Dennesig.
3. Sanitation. 3. Paving of Streets.
3.Upgrading of the whole of Kanonkop’s old water supply system
3.2 x paved walkways.
3. Electricity supply. 4. Speed hump. 4. Upgrading of storm water drainage in the area.
4. Informal Taxi Rank between the R555 and Sipres Avenue in Kanonkop need to be developed with the necessary amenities (water, toilets etc.) for the users.
5. Roads. 5. Upgrade the water reticulation system for the supply of up to standard quality water. To avoid so many pipes bursts.
5. Building of concrete fence between Springbok Street and Meyer Street (Stoffberg Road) is still a priority.
5. More refuse bins at parks and green areas and notice boards that read: NO DUMPING, No Quads, No Motorcycles & Vehicles in parks.
230
Ward 21 Ward 22 Ward 23 Ward 24
1. Storm water drainage at the street (Mavuso Street and Mandela Drive).
1. Serviced residential stands. 1. Storm water drains. 1. Storm Water Drainage.
2. High mast lights at Ext 23 and Mashiteng Street.
2. Storm water drainage in Streets. 2. Park at Jamaica Section. 2. Kerb stones along Streets.
3. Construction of a barrier wall on perimeter of Ext 23 on Beyers Naude Street.
3. High mast at 1656 Ellah Street & Bashele Street.
3. Tarring of the Streets.3. 3. High mast lights.
4. Paving of the passages. 4. Road network to connect Bashele Street and Chromeville Flats.
4. Resealing of Streets. 4. Serviced residential stands.
5.Speed Humps 5.Street lights in dark Streets. 5. Speed Humps. 5. Church stands.
Wards 25 Wards 26 Ward 27 Ward 28
1. Upgrading of sewer pipes. 1. Serviced residential stands. 1. Water and sanitation. 1. Tarring of roads in Tokologo.
2. Upgrading of Street lights to LED lighting.
2. Tarring of road – 34th Street. 2. Electrification of all outlined stands with lease agreements.
2. Serviced residential stands.
3. Roads and storm water between ext 8 and 6.
3. Storm water drainages. 3. Construction of a connecting road from Newtown to Ext 2.
3. High mast lights in Tokologo and Malope village.
Ward 17 Ward 18 Ward 19 Ward 20
1. Parks and Sports Centre. 1. Storm water drainage at Protea Street.
1. Street lights at ( Tlou Street; Nhlanhla Street; Maredi Street; Masina street; Harmans Street; Gogo Nambuyisa Street.
1. Street lights at Sibanyoni Street.
2. Street lights at the new area.
2. Speed Humps at Lekoko Street and Reabota Street.
2. Storm water drainage. 2. Storm water drainage at (The pool; Ikageng Street; Kgame Street; Metsi Street; Masemola Street).
3. Paving on sidewalk next to the main road in to Newtown.
3.24 hour clinic. 3. Business stands at Crossroads. 3.Replacement of Asbestos pipes
4. Pound for straying animals. 4. Conversion of Block 6 at Reabota into family units.
4. Speed Humps at Sam Fischer Selala and Tlale Street.
4. Walking bridge at Eloffriver for children to Elusindisweni Primary School.
5. Speed Humps on busy roads in Newtown.
5. Renovation of the building next to Sizabaswele Home into a Skills Development Centre.
5. Paving of pavement at Malema Street.
5.Paving at: - Masemola Street. - Sam Fischer Street.
231
4. Speed hump next to 10367 and next to stand 11200.
4. Establishment of Parks (Imaging) Street).
4. MPCC Centre. 4. Additional streets and passages in Tokologo.
5. 5. Residential stands at Rietfontein J285.
5. Storm Water drainage systems. 5. Speed Humps between Ext 4, 5, Tokologo and Malope village.
Ward 29
1Water connection in the yards in Piet Tlou village.
Grave yard.
Tarring of roads.
Extension of tap water in the streets.
Electrification in Doornkop (CPA land).
Housing: to date about 10 492 RDPs have been built around Steve Tshwete and currently there are about 18047 people in the Municipal waiting
list.
232
APPENDIX G SEVEN LARGEST CAPITAL PROJECTS
STEVE TSHWETE
Capital Projects: Seven Largest in 2017/2018 (Full List at Appendix O)
R' 000
No. Project Name and detail WARD Start Date End Date Total Value
1 MV Networks HT Links W27 (700/...) 27 0000/00 0000/00 R34,222,484
2 Boskrans WWTW Phase 2 (552/...) Boskrans 0000/00 0000/00 R17,904,766
3 Roads Aerorand West W12 (540/...) 12 0000/00 0000/00 R13,369,924
4 Roads & Storm water Low Income Areas W6 (540/...)
6 0000/00 0000/00 R9,238,208
5 Refurbish Hendrina WTW (571/...) Hendrina 0000/00 0000/00 R8,606,301
6 Roads & Storm water Low Income Areas W2 (540/...)
2 0000/00 0000/00 R8,143,884
7 Roads x18 Hope City W11 (540/...) 11 0000/00 0000/00 R6,439,192
T F.1
APPENDIX H: RECOMMENDATIONS OF THE AUDIT COMMITTEE
MUNICIPAL AUDIT COMMITTEE
Date of the
AC meeting
Committee recommendations during the
2017/2018 FY
Recommendations adopted
(Enter yes) if not adopted provide
explanation
14 Aug 2017 1. That critical vacancy budgeted for filled
including Chief Risk Officer. Yes
2. That a framework on combined assurance should be developed. Yes
3. Those Suppliers be paid within 30 days as MFMA prescripts. Yes
4. That the Quarterly financial report be noted. Yes
29 Aug 2017 5. That corrections recommended be rectified on
the Annual Financial Statement. Yes
13 Nov 2017 1. That the risk management committee report for
quarter ending 30 September 2017 be noted. Yes
2. That whistle blowing policy is developed. Yes
233
3. That internal audit progress report is noted. Yes
4. That Internal Audit Methodology is approved with no changes. Yes
5. That the Internal Audit Charter be approved and recommended for further approval by Council.
Yes
6. That progress on implementation of Council resolution is noted. Yes
7. That litigation register be noted. Yes
8. That cost benefit analysis is conducted on matters litigations matters undertaken to determine value for money.
Yes
9. That the contract management policy be noted
and further recommended for approval. Yes
10. That the information and communication
technology governance framework policy
progress report be noted.
Yes
11. That disaster recovery site is established. No. The second DR site to be
outsourced in the 2018/2019 FY.
12. The vacancy report is noted. Yes
13. That the finance quarterly report ending September 2017 be noted. Yes
14. That the audit action plan as at 30 September be noted. Yes
15. That the investment policy be noted and recommended for further approval. Yes
16 Nov 2017 16. That the performance report for the 1st quarter
2017/2018 be noted. Yes
22 Feb 2018 1. That the progress report on Council resolution
should indicate timeframes and be separated in financial years to track unimplemented resolutions.
Yes
2. That the vacancy report be summarized indicate position filled and vacant. Yes
234
3. The Municipality benchmark with other Municipalities or financial sectors on the development of the investment policy.
Yes
4. That expenditure report to date on spent legal fees versus the matter with attorneys is developed.
Yes
5. That management submits insurance report to the committee. Yes
6. That items served in the Risk Management Committee also be tabled to the Audit Committee.
Yes
24 Feb 2018 7. The Mid-Year Performance Report for the
2017/2018 financial year has been noted. Yes
14 May 2018 1. That the approval of internal audit progress for
3rd quarter 2017/2018 financial year be noted. Yes
2. That the Municipal directorates to report to the committee on plans to address or resolve audit findings quarterly.
Yes
3. That the internal audit charter for 2018/19 be approved and recommend to Council for adoption.
Yes
4. That the Combined Assurance Policy Framework be approved and recommended for Council adoption.
5. That implementation plans to realize the combined assurance policy framework is instituted.
Yes
6. That the Internal Audit Methodology be approved.
7. That in implementation of the methodology awareness is made with management on the reviewed document.
Yes
8. That the financial report be approved. 9. That a report on circumstance relating to the
loss of Jaws of Life be prepared.
Yes
No. Investigation on the loss being
conducted.
10. That progress on the audit action be noted and mitigations applied by management to resolve AGSA findings.
Yes
11. That the Investment policy be noted and recommend to Council for adoption. Yes
12. That the ICT Governance framework policy progress report be noted. Yes
235
13. That the Risk Management Steering Committee presents the report in the Special Audit Committee.
14. That the report of the Chairperson be accompanied by the annexure referring to the report.
Yes
Yes
15. That a benchmark on the litigation cost breakdown with District Municipalities for proper reporting.
16. That the litigation cost breakdown and report be noted.
Yes
Yes
17. That the vacancy report be noted. Yes
18. That the progress report on the implementation of Council resolution be noted. Yes
2June 2019 19. That the 3rd quarter performance progress
report be noted. Yes
20. That the IDP be noted. Yes
21. That the SBBIP be noted and recommended to Council. Yes
22. That the MTREF be noted. Yes
23. That the ICT policies and frameworks be noted and recommended to Council for adoption. Yes
24. That the Annual Report be noted. Yes
25. That the risk management committee report be noted. Yes
Legend
Q1 Recommendations (Jul – Sep 2017) = 5
Q2 Recommendations (Oct – Dec 2017) = 16
Q3 Recommendations (Jan – Mar 2018) = 7
Q4 Recommendations (Apr – Jun 2018) = 25
236
APPENDIX I: LONG-TERM CONTRACTS AND PUBLIC-PRIVATE PARTNERSHIP
Long Term Contracts (20 Largest Contracts Entered into during 2017/2018
R' 000
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
Utilities World
Pre-paid vending service provider 2-Jan-13 31-Dec-21
L Bruwer / P Taljaard R1,444,608.00
T H.1
APPENDIX J – MUNICIPAL ENTITY/SERVICE PROVIDER PERFORMANCE SCHEDULE
ELECTRICAL SERVICES
S/
N
Consultant/
Contractor
Contractual
Period
Expected
Expire
date
Project
Descriptio
n
Amount Progress Remedial
Action
1 Mayivuthe
Contractors.
10 Months Nov-18 P0008356M
V Networks
HT Links
W27
(700/...)
R31 078
275
99% completed Busy with
snag list
2 Mayivuthe
Contractors.
3 Months Feb-18 P0008079N
etwork
reinforceme
nt Replace
cables
(700/...)
R4 021 822 Completed None
3 Mayivuthe
Contractors.
5 Months May-18 P0008370
MV Replace
Mini
Substations
W15
(700/...)
R2 982 450 Completed None
4 Mayivuthe
Contractors.
3 Months Mar-18 P1300012M
V Networks
R2 896 546 Completed None
237
Electrificatio
n Newtown
W27
(700/...)
5 Mayivuthe
Contractors.
3 Months Jan-18 P1900014
MV
Networks
Electrificatio
n Kwaza x8
W3 (700/...
R2 877 560 Completed None
MUNICIPAL BUILDINGS
S/N Consultancy/
Contractor -
Firm Name
Contractual
Period
Expected
Expiry Date
Progress Remedial
Action
Contractual
Value
1 Khonza Izwe
Consulting cc.
2017/18 2019/20 Structural
Designs,
Architectural
plans,
procurement
documents for
the contractor
and Site
supervision and
monitoring.
None R18,0mill
2 Bijojo Traders
cc.
2017/18 2017/18 Fencing at The
Airfield.
Completed.
None R2,3mil
3 Kelnorda
Trading.
LCD Aluminium.
2017/18 2017/18 Upgrading at the
fire station.
Completed.
None R170 000
R185 000
4 Excellent
Electrical.
2017/18 2017/18 Upgrading at the
fire station
.Completed.
None R1,5mil
238
5 Auto Door 2017/18 2017/18 Installation
Completed
None R300 000.00
6 Nomsa Electrical 2017/18 2017/18 The award was
made in June
and therefore the
contractor was
could complete
the work.
The work
will be
completed
in 2018/19
R1,577mil
239
APPENDIX K– DISCLOSURE OF FINANCIAL INTEREST
Abbreviations FS: Financial Services CS: Community Safety IDS: Development Services CSS: Corporate and Support Services ACEH: Arts, Culture and Environmental Health SDH: Spatial Development and Human Settlement MMC: Member of Mayoral Committee PR: Proportional Councilor
DISCLOSURE OF FINANCIAL INTERESTS
PERIOD: 1 JULY 2017 TO 30 JUNE 2018
POSITION SURNAME NAME
Description of Financial Interest (Nil/or details)
1 Executive Mayor (PR) (resigned end of March 2018)
Masina Michael Amos
1 Executive Mayor (PR) (elected on 11/04/2018)
Tolo Bagudi Jonathan Shares –Sanlam Multichoice Landlord – Flats Mhluzi Pension - Sanlam
2 MMC: IS/ACEH (interchanged from May 2018) (Ward 7)
Matshiane Johan Nil
3 MMC: FS (Ward 20)
Kgalema Mondli Itumeleng Shares – Faulu Trading Director –Faulu Trading
4 MMC: ACEH/IDS (PR) (interchanged from May 2018)
Motsepe Diphale Joseph Shares – Motlabaile Member of Close Corporation – Motlabaile Enterprise Director – Motlabaile Enterprise
5 MMC: SDH (PR) Mnguni Muka Thandi Elizabeth Nil
6 MMC: CS (until Apr 2018) (Ward 8)
Mitchell Johanna Magdalena Director:Thushanang Stimulation Centre Tiny Bubbles Creche GEPF Disability Pension
7 MMC: CCS (PR) Malepeng Sonto Martha Nil
8 Speaker (PR) Mabena Andries Mavula Director: Vulajabu Mining Board member : Isindebele Language (travelling allowance)
9 Chief Whip (PR) Nkadimeng Semakaleng Dorah Nil
10 Ward 1 Skhosana Doctor Joseph Nil
240
DISCLOSURE OF FINANCIAL INTERESTS
PERIOD: 1 JULY 2017 TO 30 JUNE 2018
POSITION SURNAME NAME
Description of Financial Interest (Nil/or details)
11 Ward 2 Masina Musawenkosi Shares – Amabhunu Amnyama Coop Jozeweni (Pty) Ltd
12 Ward 3 Mahlangu Lindiwe Khelina Nil
13 MMC : CS (from May 2018) (Ward 4)
Mkhuma Nobesuthu Catherine Nil
14 Ward 5 Mphego Manakedi Caroline Nil
15 Ward 6 Motloung Thapelo Sarrel Shares – Sasol Inzalo Vodacom Yeboyethu Owner of Close Corporation - Sefefong Trading Enterprise
16 Ward 9 Skosana Johannes
17 Ward 10 Mnisi Thabo Petrus Paid employment : Lover’s Corner Taver
18 Ward 11 Struwig Ammelia Nil
19 Ward 12 Niemann Hendrik Frederick Employee : Pro-Eng Consulting Engineers Owner – Residential Stand – Aerorand
20 Ward 13 Wait Susan-Mari Financial interest in Hyper Liq Owner – Property – Shelly Beach
21 Ward 14 Pretorius Jozua Petrus Owner/Landlord residential property – Gholfsig
22 Ward 15 De Klerk Helena Gertruida Owner – Residential property – Aerorand
23 Ward 16 Dyason Johann Owner – Residential property
24 Ward 17 Sekgwele Marumo Jim Nil
25 Ward 18 Motsepe Elphus Thabo Close Corporation – HSMT (Pty) Ltd
26 Ward 19 Mamogale Ratsatsi Grencenia Nil
27 Ward 21 Masilela Petros Mhlonishwa Shares – Hamba Industrial Ockymcota Trading Hamba Uzobuye Cleaning Services
28 Ward 22 Motau Thabo Patric Director – Motau-Shiteng Geranal Trading
29 Ward 23 Zondo Linah Joyce Ntombikayise Old Mutual Policy
30 Ward 24 Paul Dion Leonard Nil
31 Ward 25 Mbatiwe Michael Owner – Industrial stand - Mhluzi
32 Ward 26 Skhosana Mandla Marks Nil
33 Ward 27 Mahlangu Abram Mbete Nil
34 Ward 28 Morufane Thabang Nathaniel Nil
35 Ward 29 Mathibela Maria Nomgqibelo Nil
241
DISCLOSURE OF FINANCIAL INTERESTS
PERIOD: 1 JULY 2017 TO 30 JUNE 2018
POSITION SURNAME NAME
Description of Financial Interest (Nil/or details)
36 PR Marumo Asaph Bhekumuzi Close Corporation – Izwelethu Trading (Pty) Ltd Employee : Rotek Engineering
37 PR Vilakazi Rose Nil
38 PR Xaba Robert Mphikeleli Nil
39 PR Bruiners Elias Morgan Director : Nada (Drug Awareness)
40 PR Du Toit Elizabeth Residential property – Western Cape
41 PR Grobler Anna Sophia Employee – Grobler & Ass Dietitians Owner – Residential property - Clubville
42 PR Mobango Palesa Nil
43 PR Mogola Sophia Mamy Nil
44 PR Phasha Khulong Justice Member of Close Corporation – Nozinja Security Director : GNRC Nozinja Security Gifts received: Laptops, chair, table & cabinet
45 PR Romijn Gysbertus Hendrik Ernest Owner of residential property – Golfsig Pension - GEPF
46 PR Roos Stephanus Johannes Shares – R&W Drankwinkel (Pty) Ltd Director – R&W Drankwinkel (Pty) Ltd Owner of residential property – Gholfsig
47 PR Sithole Paulina Nicolene (passed away in Aug 2017)
47 PR Thabatha Anele Odwa (from Nov 2017) Nil
48 PR Stuurman Daniel Andries Nil
49 PR Van Zyl Thomas Nicolaas Nil
50 PR Duvenhage Johannes Petrus Nil
51 PR Uys Karel Philippus Jacob Nil
52 PR Mailola Poppy
53 PR Mangcotywa Akhona Child grant
54 PR Hadebe Maria Nil
55 PR Masemola Lebogang Clement Nil
56 PR Mosoma Christina Makhosi Nil
57 PR Mthombeni Johanna Ntombizodwa
58 PR Sebesho Enos Nil
242
APPENDIX L(I) – REVENUE COLLECTION PERFORMANCE BY VOTE
Revenue Collection Performance by Vote
Vote Description
2016/2017 Current: 2017/2018 2017/2018
Variance
Actual Original Budget Adjusted Budget
Actual Original Budget
Adjustments Budget
Vote 1 - Executive & Council R 70,592,033 R78,881,118 R74,928,158 R82,222,606
4% 10%
Vote 2 - Budget & Treasury R376,842,329 R418,211,370 R455,774,274 R463,581,613
11% 2%
Vote 3 - Corporate Services R29,474,359 R28,377,906 R27,713,217 R32,910,550
16% 19%
Vote 4 - Planning Development R37,662,473 R3,341,533 R4,039,874 R4,234,398
27% 5%
Vote 5 - Health Services R228,224 R302,000 R268,200 R346,519
15% 29%
Vote 6 - Community & Social Services R7,921,807 R11,607,442 R6,384,762 R5,387,052
-54% -16%
Vote 7 - Human Settlements R 318,229 R1,500 R742,274 R13,282
785% -98%
Vote 8 - Public Safety R22,087,900 R587,538 R797,898 R475,890
-19% -40%
Vote 9 - Sport & Recreation R4,744,936 R9,875,465 R9,939,430 R10,163,574
3% 2%
Vote 10 - Waste Management R93,311,909 R98,561,283 R101,464,266 R101,049,167
3% 0%
Vote 11 - Waste Water Management R97,997,281 R79,725,327 R86,641,175 R87,743,740
10% 1%
Vote 12 - Road Transport R50,878,455 R28,411,055 R39,332,682 R45,012,595
58% 14%
Vote 13 - Water R110,080,581 R100,917,874 R95,477,865 R99,765,738
-1% 4%
Vote 14 - Electricity R552,542,098 R550,555,645 R556,182,548 R540,310,592
-2% -3%
Total Revenue by Vote R1,454,682,614 R1,409,357,056
R1,459,686,623 R1,473,217,315
5% 1%
243
Variances are calculated by dividing the difference between actual and original/adjustments budget by the actual. This table is aligned to MBRR table A3 T K.1
244
APPENDIX L(II) – REVENUE COLLECTION PERFORMANCE BY SOURCE
Revenue Collection Performance by Source
Description
2016/2017 2017/2018 2017/2018
Variance
Actual Original Budget
Adjustments Budget
Actual Original Budget
Adjustments Budget
Property rates R309,753,630 R322,145,304 R325,552,201 R332,769,107 3% 2%
Service Charges electricity revenue R529,484,025 R535,775,805 R542,047,946 R524,372,215
-2% -3%
Service Charges water revenue R77,008,478 R83,231,482 R78,480,450 R82,505,756
-1% 5%
Service Charges sanitation revenue R55,616,239 R59,234,813 R62,518,061 R63,352,353
7% 1%
Service Charges refuse revenue R61,722,420 R66,848,933 R69,285,595 R68,786,067
3% -1%
Rentals of facilities and equipment R15,411,119 R1,689,823 R1,871,811 R2,158,782
28% 15%
Interest earned external investments R47,867,886 R46,309,657 R50,753,392 R65,097,245
41% 28%
Interest earned outstanding debtors R3,425,188 R- R - R-
0% 0%
Fines R18,316,692 R11,697,925 R13,085,434 R18,846,661 61% 44%
Licenses and permits R8,893,633 R8,636,500 R7,771,300 R8,707,796
1% 12%
Agency services R20,345,495 R- R - R- 0% 0%
Transfers recognized operational R141,123,061 R215,169,338 R218,670,600 R214,641,582
0% -2%
Other revenue R 27,988,307 R58,617,476 R89,649,833 R91,979,752 57% 3%
Gains on disposal of PPE R6,022,976 R- R - R-
0% 0%
Environmental Protection
Total Revenue (excluding capital transfers and contributions)
R1,322,979,149
R1,409,357,056
R1,459,686,623
R1,473,217,315
5%
1%
Variances are calculated by dividing the difference between actual and original/adjustments budget by the actual. This table is aligned to MBRR table A4. T K.2
245
APPENDIX M – CONDITIONAL GRANTS RECEIVED (EXCLUDING MIG
Conditional Grants: excluding MIG
Details
Budget
Adjustments Budget
Actual
Variance Purpose of Grant
Budget
Adjustments Budget
Equitable Share.
R43,024,356 R42,100,847 R41,728,703 -3% -1%
The purpose of the grant is to provide free basic services to indigent households.
Finance Management grant.
R1,700,000 R1,700,000 R1,700,000 0% 0%
This grant is used to promote and support reforms to Municipal financial management and to fund the internship programme.
EPWP. R1,500,000 R1,500,000 R1,500,358 0% 0%
This grant is used for a special performance based incentive to create job opportunities to previously unemployed people.
Municipal Grant.
R1,308,462 R 2,022,279 R2,022,279 55% 0%
This grant is used for basic Municipal to provide basic services for the benefit of poor households.
INEP R- R - R- 0% 0%
This grant is used to address the electrification backlog of occupied residential dwellings and
246
the installation of bulk. .
Total
* This includes Neighborhood Development Partnership Grant, Public Transport and Systems Grant and any other grant excluding Municipal 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.
T L
COMMENT ON CONDITIONAL GRANTS EXCLUDING MIG
Purpose for grants are indicated next to each grant.
247
APPENDIX N (I, II) – CAPITAL EXPENDITURE -NEW ASSETS PROGRAMME
AND UPGRADE/RENEWAL PROGRAMME
Capital Expenditure - New Assets Programme* Description
2016/2017 2017/2018 Planned Capital expenditure
Actual Original Budget
Adjustment Budget
Actual Expenditure
2018/2019 2019/2020 2019/2021
Capital expenditure by Asset Class
- Total R173,586,351
R156,298,270
R151,432,540 R146,993,498 R166,630,124
R201,734,383 R148,272,825
: Road transport - Total R58,131,034 R53,588,920 R66,763,902 R66,732,296 R43,071,000 R57,265,620 R59,046,016
Roads, Pavements & Bridges R42,441,102 R38,508,920 R51,945,249 R51,925,108 R35,161,000 R40,655,620 R45,489,120
Storm water R15,689,932 R15,080,000 R14,818,653 R14,807,188 R7,910,000 R16,610,000 R13,556,896
: Electricity - Total R23,540,302 R46,863,000 R54,606,861 R52,906,570 R43,013,004 R61,351,038 R49,954,704
Transmission & Reticulation R17,410,812 R42,663,000 R51,346,869 R49,663,120 R38,813,004 R58,451,038 R 44,294,700 Street Lighting R6,129,490 R4,200,000 R3,259,992 R3,243,450 R4,200,000 R2,900,000 R5,660,004
: Water - Total R32,366,876 R11,015,500 R6,289,998 R4,677,448 R21,017,120 R32,719,225 R20,419,605
Dams & Reservoirs R14,986,726 R- R- R- R - R10,000,000
R -
Water purification R5,735,798 R8,515,000 R928,298 R894,116 R6,700,000 R8,100,000
R -
Reticulation R11,644,352 R2,500,500 R5,361,700 R3,783,332 R14,317,120 R14,619,225 R20,419,605
: Sanitation - Total R56,336,995 R41,788,350 R21,765,616 R20,941,342 R37,360,000 R43,810,000 R8,535,000
Reticulation R25,840,807 R1,788,350 R3,860,850 R3,036,576 R7,360,000 R13,810,000 R8,535,000 Sewerage purification R30,496,188 R40,000,000 R17,904,766 R17,904,766 R30,000,000 R30,000,000 R -
: Other - Total R3,211,144 R3,042,500 R2,006,163 R1,735,842 R22,169,000 R6,588,500 R10,317,500
Waste Management R2,449,543 R70,000 R232,317 R222,233 R250,000 R800,000 R6,000,000
Other R761,601 R2,972,500 R1,773,846 R1,513,609 R21,919,000 R5,788,500 R4,317,500
Community - Total R12,634,229 R18,150,000 R13,149,788 R13,148,380 R18,035,000 R34,559,000 R26,270,000
Parks & gardens R1,762,801 R4,350,000 R5,549,893 R5,549,893
R 2,000,000 R4,750,000 R4,750,000
Sports fields & stadia R1,999,940 R3,000,000
R 2,999,996 R 2,999,996 R - R5,300,000 R3,400,000
248
Swimming pools R-
R - R- R- R - R -
R -
Community halls R4,214,938 R8,000,000 R1,000,000 R1,000,000 R11,000,000 R19,000,000 R12,000,000
Libraries R- R - R- R- R450,000 R464,000 R 470,000
Recreational facilities R-
R - R- R - R - R -
R -
Fire, safety & emergency R-
R - R- R- R - R -
R -
Security and policing R1,412,285 R350,000 R350,000 R348,619 R 2,885,000 R3,045,000 R3,650,000
Cemeteries R 3,244,265 R2,450,000 R3,249,899 R3,249,872 R1,700,000 R2,000,000 R 2,000,000
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Capital Expenditure - New Assets Programme* Description
2016/2017 2017/2018 Planned Capital expenditure
Actual Original Budget
Adjustment Budget
Actual Expenditure
2018/2019 2019/2020 2019/2021
Capital expenditure by Asset Class
Heritage assets - Total
R - R - R R - R - R -
R -
Investment properties - Total
R - R - R
R -
R - R -
R -
Other assets R46,987,095 R4,963,000 R9,520,472 R8,290,753 R38,732,000 R7,776,100 R4,230,300
General vehicles R1,146,519 R1,000,000 R4,107,008 R3,322,960 R18,150,000 R3,950,000
R -
Specialized vehicles R- R - R - R - R - R -
R -
Plant & equipment R2,196,754 R1,696,000 R1,867,837 R1,823,150 R12,625,000 R2,681,100 R3,330,000 Computers - hardware/equipment R5,426,104 R885,000 R1,700,439 R1,481,205 R7,065,000 R 830,000 R 615,300 Furniture and other office equipment R323,663 1,382,000 R1,845,188 R1,663,438 R892,000 R315,000 R285,000
Civic Land and Buildings R1,185,472 R - R - R - R - R -
R -
Other Buildings R426,515 R - R - R - R - R -
R -
Other Land R36,282,068 R - R - R - R - R - R -
Agricultural assets
R - R -
R -
R - R -
R -
249
Biological assets R - R - R - R - R -
R -
Intangibles R750,000 R800,000 R1,283,300 R967,726 R - R - R -
Computers - software & programming R750,000 R800,000 R1,283,300 R967,726 R- R -
R -
Total Capital Expenditure on new assets R233,957,675
R180,211,270
R175,386,100 R169,400,357
R223,397,124
R244,069,483 R178,773,125
Specialized vehicles R - R - R- R - R - R -
R -
Refuse R - R - R - R - R - R - R -
Fire R - R - R - R - R - R -
R -
* Note: Information for this table may be sourced from MBRR (2009: Table SA34a) T M.1
Capital Expenditure - Upgrade/Renewal Programme*
Description
2016/2017 2017/2018 Planned Capital expenditure
Actual Original Budget
Adjustment Budget
Actual Expenditure
2018/2019 2019/2020 2019/2021
Capital expenditure by Asset Class
- Total R43,729,538 R70,214,996 R78,855,918 R67,639,189 R102,678,720
R99,513,000 R100,616,600
: Road transport -Total R13,413,984 R16,750,000 R16,465,655
R16,372,454 R12,663,500
R26,827,200 R17,523,000
Roads, Pavements & Bridges R13,413,984 R16,750,000 R16,465,655
R16,372,454 R12,663,500
R 26,827,200 R17,523,000
Storm water R - R - R - R - R - R - R -
: Electricity - Total R18,222,586 R18,035,000 R15,811,131
R15,119,904 R48,432,220
R45,364,100 R69,451,700
Transmission & Reticulation R16,177,347 R16,735,000 R13,571,131
R12,890,628 R34,039,420
R35,964,100 R66,751,700
Street Lighting R 2,045,239 R1,300,000 R2,240,000 R2,229,276 R14,392,800 R9,400,000 R2,700,000
: Water - Total R6,914,595 R9,480,000 R27,028,210 R18,424,152 R23,526,000
R24,406,600 R10,647,400
Dams & Reservoirs R28,720 R300,000 R300,000 R 230,676 R - R 800,000 R - Water purification R - R1,150,000 R15,247,210
R14,352,055 R4,425,000 R3,265,000 R1,040,000
Reticulation R6,885,875 R8,030,000 R11,481,000 R3,841,421 R19,101,000 R20,341,600 R9,607,400
: Sanitation - Total R4,721,637 R10,944,996 R4,107,734 R3,237,610 R12,167,000 R2,490,100 R2,549,500
Reticulation R 69,148 R945,000 R1,025,000 R 767,394 R2,887,000 R858,850 R860,700 Sewerage purification R4,652,489 R9,999,996 R3,082,734 R2,470,216 R9,280,000 R1,631,250 R1,688,800
250
: Other - Total R456,736 R15,005,000 R15,443,188 R14,485,069 R5,890,000 R 425,000 R 445,000
Waste Management R456,736 R6,340,000 R6,240,544 R6,965,521 R5,890,000 R 425,000 R 445,000
Other R - R8,665,000
R9,202,644 R7,519,548 R - R - R -
Community R6,478,487 R7,036,000 R7,386,646 R7,202,953 R16,070,300 R17,237,000 R 16,600,000
Parks & gardens R753,130 R1,110,000 R1,110,000 R1,081,728 R1,885,000 R2,435,000 R 530,000 Sports fields & stadia R1,444,308 R3,200,000 R3,139,646 R3,139,646 R5,825,000 R6,095,000 R8,630,000
Swimming pools R - R - R - R - R - R - R - Community halls R 445,368 R500,000 R111,000 R111,000 R4,050,000 R1,050,000 R 400,000
Libraries R591,085 R150,000 R950,000 R927,197 R250,000 R - R - Recreational facilities R - R - R - R - R - R - R -
Fire, safety & emergency R - R1,550,000 R1,550,000 R1,446,227 R2,410,000 R6,332,000 R 5,725,000 Security and policing R3,165,233 R76,000 R76,000 R62,039 R1,300,300 R1,325,000 R1,315,000
Cemeteries R 79,363 R 450,000 R450,000 R 435,116 R350,000 R - R -
Heritage assets R - R - R - R - R - R -
Buildings
Other
Table continued next page
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Capital Expenditure - Upgrade/Renewal Programme*
R '000
Description
2016/2017 2017/2018 Planned Capital expenditure
Actual Original Budget
Adjustment Budget
Actual Expenditure
2018/2019 2019/2020 2019/2021
Capital expenditure by Asset Class
Investment properties R - R - R R - R - R -
R -
Housing development
Other assets R35,422,286 R22,372,500 R26,783,524 R21,698,427 R32,263,400 R28,583,075 R37,920,600
General vehicles R4,962,900 R9,090,000 R9,171,350 R8,888,579 R15,720,000 R15,470,000 R15,360,000 Specialized vehicles R16,436,344 R - R - R -
R - R -
R -
Plant & equipment R9,870,653 R10,319,000 R14,730,637 R10,503,808 R12,615,400 R 12,526,975 R22,139,600
251
Computers - hardware/equipment R1,606,756 R2,610,000 R2,547,561 R2,024,764 R3,730,000 R 450,000 R 290,000 Furniture and other office equipment R 491,238 R353,500 R333,976 R281,276 R198,000 R136,100 R131,000
Civic Land and Buildings R2,054,395 R - R - R - R - R -
R -
Agricultural assets R - R - R - R - R -
R -
Biological assets R - R - R - R - R -
R -
Intangibles R1,421,325 R - R - R - R - R - R -
Computers - software & programming R1,421,325 R - R - R - R - R -
R -
Total Capital Expenditure on renewal of existing assets R87,051,636 R99,623,496
R113,026,088 R96,540,569
R151,012,420 R 145,333,075 R155,137,200
Specialized vehicles R16,436,344 R - R - R R - R -
R -
Refuse R15,495,500 R - R- R - R - R - R -
Fire R 940,844 R - R- R - R - R - R -
* Note: Information for this table may be sourced from MBRR (2009: Table SA34b) T M.2
321,009,311 279,834,766
288,412,188 265,940,926 374,409,544 389,402,558 333,910,325
APPENDIX O – CAPITAL PROGRAMME BY PROJECT YEAR 2018
Capital Programme by Project:
Capital Project
Responsible Department
Project Number
Original Budget
Adjustment Budget
Actual Variance original Budget %
Variance adjusted budget %
Backbone & VOIP (122/...)
Information Technology P0000001
R300,000 R 358,273 R 358,273 19% 0%
Upgrade Old Age Flats (221/...)
Property Services
P0000013 R 400,000 R400,000 R 391,308 -2% -2%
Develop Cemeteries Low Income Areas (505/...)
Cemeteries Funeral Parlors and Crematoriums P0000066
R2,000,000 R1,999,899 R1,999,899 0% 0%
252
Replace Tractor 55KW- 539/...)
Fleet Management
P0000080
R350,000 R310,000 R309,540 -12% 0%
Replace Synthetic Tennis Courts Kees Taljaard (530/
Sports Grounds and Stadiums
P0000121
R200,000 R139,650 R139,650 -30% 0%
Renovations Mhluzi Stadium Pavilion (530/...)
Sports Grounds and Stadiums
P0000134
R2,000,000 R1,999,996 R1,999,996 0% 0%
Develop Park C/O Pongola & Kammannassie Aero (533/.
Community Parks (including Nurseries)
P0000178
R700,000
R1,200,000
R1,200,000 71% 0%
Lawn Mower Sidewalks (533/...)
Community Parks (including Nurseries) P0000203
R115,500 R114,600 R105,000 -9% -8%
Paving & Kerbs Hendrina & Kwaza W1 (542/...)
Roads
P0000205
R 200,000 R200,000 R193,196 -3% -3%
Replace Jaws Rescue Set (515/...)
Fire Fighting and Protection P0000211
R500,000 R500,000 R353,319 -29% -29%
Replace 4x4 veld fire vehicles (515/...)
Fire Fighting and Protection
P0000221
R500,000 R500,000 R433,758 -13% -13%
Equipment to Monitor Air pollution (400/...)
Health Services
P0007162
R - R199,700 R175,126 0% -12%
Storm water Kwaza x2 (542/...)
Roads P0007307
R600,000 R600,000 R598,880 0% 0%
Subsurface Drains Hendrina/Kwaza (542/...)
Roads
P0007328
R350,000 R350,000 R348,470 0% 0%
RDP House connections Ntown/Kwaza/x24/x6 (700)
Electricity
P0007423
R 20,000 R 20,000 R - -100%
-100%
Computer equipment UPS (122/...) (Incorrect)
Information Technology
P0007526
R - R458,166 R 445,344 0% -3%
253
Server New IT Systems (122/...)
Information Technology
P0008003 R1,800,000 R1,721,561 R1,227,707 -32% -29%
Replace Air conditioners At Civic Centre (150/...)
Property Services
P0008006
R90,000 R 290,000 R289,982 222%
0%
Traffic Calming Measures (310/...)
Police Forces Traffic and Street Parking Control P0008013
R350,000 R350,000 R348,619 0% 0%
Replace vehicles (310/...)
Police Forces Traffic and Street Parking Control P0008015
R1,150,000
R1,150,000 R 931,203
-19% -19%
New LDV (420/...)
Solid Waste Removal P0008018
R 500,000 R 987,775 R 319,500 -36% -68%
Replace motorbikes (460/...)
Informal Settlements
P0008021 R365,000 R365,000 R326,955 -10% -10%
Pool Equipment Middelburg/Mhluzi (530/...)
Recreational Facilities
P0008025
R100,000 R126,450 R126,450 26% 0%
Roads Middelburg Replace Road Barriers (540/...)
Roads
P0008035
R100,000 R100,000 R98,780 -1% -1%
Upgrade Bridges (540/...)
Roads P0008039
R200,000 R200,000 R199,046 0% 0%
Roads Aerorand West W12 (540/...)
Roads
P0008042
R12,000,000 R13,370,000 R13,369,924 11% 0%
Sewerage Replace Sewer Lines M/Burg/Mhluzi (550/...
Sewerage
P0008049
R165,000 R125,000 R62,400 -62% -50%
Replace Pumps (552/...)
Waste Water Treatment
P0008053 R410,000 R450,000 R353,546 -14% -21%
Install bulk flow meters (560/...)
Water Distribution
P0008055 R420,000 R599,000 R325,664 -22% -46%
Water Distri M/Burg Replace Old Water Pipes (560/..
Water Distribution
P0008057
R1,700,000 R1,700,000 R94,575 -94% -94%
254
Replace Equipment Vaakbank WTW (561/...)
Water Treatment
P0008061
R550,000 R550,000 R364,029 -34% -34%
Water Distr Repl Water Pipes Hendrina/Kwaza (566/..
Water Distribution
P0008062
R100,000 R200,000 R 28,700 -71% -86%
Replace vehicles for water & sewer (575/...)
Fleet Management
P0008066
R900,000 R900,000 R898,160 0% 0%
LV Replace Meter Kiosk W13 (700/...)
Electricity P0008071
R200,000 R200,000 R190,618 -5% -5%
-MV Ring Main Units at Switching Gear W13 (700/...)
Electricity
P0008077
R1,200,000 R1,136,605 R1,130,205 -6% -1%
Network reinforcement Replace cables (700/...)
Electricity
P0008079
R - R4,021,822 R4,021,822 0% 0%
MV Networks HT Links W17 (700/...)
Electricity P0008080
R7,104,000 R - R - -100%
0%
Replace Equipment Kwaza WWTW (553/...)
Waste Water Treatment
P0008089
R 400,000 R400,000 R326,865 -18% -18%
Refurbish Blinkpan WWTW
Sewerage P0008091
R150,000 R150,000 R118,497 -21% -21%
Refurbish Komati WWTW (547/...)
Sewerage
P0008092
R180,000 R300,000 R155,716 -13% -48%
- LV Upgrade Existing High Masts W17 (731/...)
Street Lighting and Signal Systems P0008098
R 200,000 R320,000 R309,297 55% -3%
Replace Fence At Airfield (555/...)
Property Services
P0008127
R2,300,000 R2,300,000 R2,241,900 -3% -3%
Air conditioners At Testing Station (300/...)
Licensing and Regulation
P0008129
R50,000 R46,455 R40,750 -19% -12%
255
Storm water Villages (543/...)
Roads P0008140
R500,000 R500,000 R498,650 0% 0%
Paving & Kerbs Villages & Rural W4 (543/...)
Roads
P0008144
R200,000 R200,000 R193,366 -3% -3%
Replace Paving & Kerbs (540/...)
Roads P0008145
R250,000 R250,000 R249,899 0% 0%
Roads New Taxi Lay byes W1 (540/...)
Roads P0008147
R100,000 R100,000 R99,273 -1% -1%
Communication To External Facilities (122/...)
Information Technology
P0008157
R350,000 R350,000 R348,682 0% 0%
Water Distr Repl Water Meters Hendrina/Kwaza (566/.
Water Distribution
P0008163
R180,000 R180,000 R178,274 -1% -1%
Storm water Aerorand West (540/...)
Roads
P0008180
R6,000,000 R6,000,000 R5,999,915 0% 0%
Sewerage Connections (551/...)
Sewerage P0008184
R188,350 R188,350 R28,024 -85% -85%
Replace Polisher (161/...)
Community Halls and Facilities P0008187
R40,000 R40,000 R38,009 -5% -5%
LV Electrical Connections Prepaid (710/...)
Electricity
P0008189
R1,650,000 R1,650,000 R1,552,208 -6% -6%
MV Networks Bulk Connections Ward 23 (700/...)
Electricity
P0008190
R - R400,000 R - 0% -100%
Purchase Library Books (140/...)
Libraries and Archives
P0008192 R440,000 R440,000 R429,820 -2% -2%
Purchase Library Books: 140
Libraries and Archives
P0008193 R - R440,000 R 389,140 0% -12%
Computer Systems (122/...)
Information Technology
P0008197 R600,000 R584,000 R582,677 -3% 0%
256
Renewal Printers (122/...)
Information Technology
P0008198 R30,000 R30,000 R27,873 -7% -7%
Scanners (122/...)
Information Technology P0008199
R75,000 R33,000 R30,000 -60% -9%
New water connections (565/...)
Water Distribution
P0008201 R830,500 R830,500 R828,320 0% 0%
Portable Guard House (311/...)
Security Services
P0008202 R76,000 R76,000 R62,039 -18% -18%
Upgrade Library Facilities (140/...)
Libraries and Archives
P0008217
R150,000 R950,000 R927,197 518%
-2%
Roads Hendrina W3 (542/...)
Roads P0008219
R2,200,000 R2,110,000 R2,105,938 -4% 0%
-HV Feasibility Study Verdoorn S/station (700/...)
Electricity
P0008223
R500,000 R - R - -100%
0%
Rural Sanitation (547/...)
Sewerage P0008236
R900,000 R2,280,000 R2,205,858 145%
-3%
Replace Valves & Other Items Bulk Supply Line: 561
Water Treatment
P0008255
R200,000 R325,000 R37,623 -81% -88%
Water Villages Water Services Rural Areas (567/...)
Water Distribution
P0008256
R250,000 R333,500 R160,829 -36% -52%
Electrical Connections Bulk (710/...)
Electricity P0008275
R800,000 R2,380,000 R1,966,848 146%
-17%
Replace Furniture & Office Equipment (310/...)
Police Forces Traffic and Street Parking Control
P0008300
R55,000 R 55,000 R50,941 -7% -7%
Furniture & office equipment (515/...)
Fire Fighting and Protection
P0008314
R25,000 R25,000 R 24,900 0% 0%
Refurbish Swimming Pool Kees
Recreational Facilities
P0008345 R200,000 R200,000 R171,832 -14% -14%
257
Taljaard (530/...)
-MV Ring Main Units at Switching Gear W11 (700/...)
Electricity
P0008354
R - R240,000 R 240,000 0% 0%
MV Networks HT Links W27 (700/...)
Electricity P0008356
R5,736,000 R34,227,319 R34,222,484 497%
0%
MV Networks HT Links W20 (700/...)
Electricity P0008357
R1,236,000 R - R - -100%
0%
- LV Upgrade Existing High Masts W28 (731/...)
Street Lighting and Signal Systems P0008359
R100,000 R160,000 R160,000 60% 0%
- LV Upgrade Existing High Masts W22 (731/...)
Street Lighting and Signal Systems P0008360
R200,000 R480,000 R480,000 140%
0%
- LV Upgrade Existing High Masts W20 (731/...)
Street Lighting and Signal Systems P0008361
R100,000 R160,000 R160,000 60% 0%
- LV Upgrade Existing High Masts W19 (731/...)
Street Lighting and Signal Systems P0008362
R400,000 R800,000 R799,979 100%
0%
- LV Upgrade Existing High Masts W2 (731/...)
Street Lighting and Signal Systems P0008363
R300,000 R320,000 R320,000 7% 0%
Roads New Taxi Lay byes W2 (540/...)
Roads P0008364
R100,000 R100,000 R99,273 -1% -1%
Roads New Taxi Lay byes W25 (540/...)
Roads P0008365
R100,000 R100,000 R99,273 -1% -1%
MV Replace Mini Substations W15 (700/...)
Electricity
P0008370
R3,650,000
R3,010,447
R3,009,506
-18% 0%
LV Electrical Connections Bulk Whole Mun (710/...)
Electricity
P0008382
R413,000 R413,000 R - -100%
-100%
Replace Pump Vaalbank WTW (561/...)
Water Treatment
P0900059
R720,000 R720,000 R584,823 -19% -19%
Replace Boskrans WWTW
Waste Water Treatment
P0900063 R150,000 R150,000 R10,600 -93% -93%
258
Equipment (552/...)
Brush cutters & Chainsaws
Community Parks (including Nurseries) P0900064
R120,000 R120,000 R117,122 -2% -2%
Replace Water Pump (566/...)
Water Distribution
P0900096 R34,000 R34,000 R27,600 -19% -19%
Replace Stihl Brush cutters (564/...)
Water Storage
P0900105 R20,000 R20,000 R17,400 -13% -13%
Furniture & Office Equipment (141/...)
Human Resources
P0900131
R17,000 R17,000 R - -100%
-100%
Furniture & Office Equipment Halls (161/...)
Community Halls and Facilities
P0900181
R115,000 R115,000 R106,797 -7% -7%
-Roads Middelburg Reseal Roads M/burg W17 (540/...)
Roads
P0900212
R500,000 R311,778 R311,778 -38% 0%
- Reseal Roads Hendrina/Kwaza Ward 2 (542/...)
Roads
P0900213
R300,000 R296,539 R296,539 -1% 0%
Reseal Roads Rural & Eskom Towns (543/...)
Roads
P0900214
R1,500,000 R1,532,506
R1,532,505
2% 0%
Upgrade Boskrans Sewer Plant (552/...)
Waste Water Treatment
P0900244
R9,999,996 R3,082,734
R2,470,216
-75% -20%
Replace Equipment (542/...)
Roads P0900251
R170,000 R155,000 R154,420 -9% 0%
Furniture & Office Equipment: 230
Supply Chain Management
P0900260
R85,000 R85,000 R46,554 -45% -45%
-Roads Middelburg Reseal Roads M/burg W20 (540/...)
Roads
P0900261
R 500,000 R179,003 R179,003 -64% 0%
-Roads Middelburg Reseal Roads
Roads P0900262
R500,000 R374,345 R374,345 -25% 0%
259
M/burg W21 (540/...)
-Roads Middelburg Reseal Roads M/burg W15 (540/...)
Roads
P0900263
R1,200,000 R185,881
R185,801
-85% 0%
-Roads Middelburg Reseal Roads M/burg W14 (540/...)
Roads
P0900264
R500,000 R887,650 R887,649 78% 0%
-Roads Middelburg Reseal Roads M/burg W13 (540/...)
Roads
P0900265
R1,200,000 R2,133,654
R2,133,654
78% 0%
-Roads Middelburg Reseal Roads M/burg W12 (540/...)
Roads
P0900266
R500,000 R283,048 R283,047 -43% 0%
-Roads Middelburg Reseal Roads M/burg W11 (540/...)
Roads
P0900267
R500,000 R1,612,539 R1,612,539 223%
0%
-Roads Middelburg Reseal Roads M/burg W10 (540/...)
Roads
P0900268
R500,000 R142,690 R142,690 -71% 0%
- Roads Middelburg Reseal Roads M/burg W8 (540/...)
Roads
P0900269
R500,000 R308,390 R308,390 -38% 0%
-Roads Middelburg Reseal Roads M/burg W16 (540/...)
Roads
P0900270
R500,000 R1,058,107 R1,048,106 110%
-1%
Roads Middelburg Reseal Roads M/burg W22 (540/...)
Roads
P0900271
R500,000 R- R- -100%
0%
Roads Middelburg Reseal Roads M/burg W23 (540/...)
Roads
P0900272
R1,100,000 R794,345
R794,171
-28% 0%
Roads Middelburg
Roads P0900273
R500,000 R398,681 R398,681 -20% 0%
260
Reseal Roads M/burg W25 (540/...)
Reseal Roads Hendrina/Kwaza Ward 1 (542/...)
Roads
P0900274
R700,000 R665,324 R633,249 -10% -5%
Reseal Roads Hendrina/Kwaza Ward 3 (542/...)
Roads
P0900275
R500,000 R499,541 R473,645 -5% -5%
Middelburg Reseal Roads W28
Roads P0900276
R- R110,150 R92,221 0% -16%
Middelburg Reseal Roads W19 (540/...)
Roads P0900277
R- R225,829 R221,557 0% -2%
Replace Vehicles (539/...)
Fleet Management
P1000004 R400,000 R366,800 R366,300 -8% 0%
Replace Playing Equipment- (533/...)
Community Parks (including Nurseries) P1000050
R310,000 R310,000 R309,900 0% 0%
Replace Furniture & Office Equipment (140/...)
Libraries and Archives
P1000069
R22,000 R22,000 R21,580 -2% -2%
Storm water Middelburg/Mhluzi W27 (540/...)
Roads
P1000076
R700,000 R- R- -100%
0%
Storm water Middelburg/Mhluzi W23 (540/...)
Roads
P1000077
R350,000 R1,050,000 R1,049,114 200%
0%
Storm water Middelburg/Mhluzi W25 (540/...)
Roads
P1000078
R700,000 R- R- -100%
0%
Replace 1.75 Cub Meter Containers (420/...)
Solid Waste Removal
P1000080
R165,000 R160,204 R142,989 -13% -11%
Edge Beams- Primary/Secondary Routes (540/...)
Roads
P1000097
R250,000 R250,000 R250,000 0% 0%
Bulk Filing Cabinets (120/...)
Administrative and Corporate Support P1000118
R200,000 R163,000 R162,291 -19% 0%
261
Roads Middelburg Rebuild Roads M/burg (540/...)
Roads
P1000119
R3,000,000 R- R- -100%
0%
Roads Rebuild M/burg W19 (540/...)
Roads
P1000120
R- R3,210,000 R3,209,899 0% 0%
Replace Underwater Pressure Drill (560/...)
Water Distribution
P1000129
R60,000 R60,000 R52,000 -13% -13%
Mine Water project Woestalleen Hendrina ppln (566/.
Water Distribution
P1000131
R- R- R- 0% 0%
Water Distr M/Burg Repl Old Water Meters (560/...)
Water Distribution
P1000132
R840,000 R840,000 R827,166 -2% -2%
Water Replace Water Meters Eskom Towns (567/...)
Water Distribution
P1000133
R160,000 R160,000 R159,518 0% 0%
Upgrade Telemetry system (561/...)
Water Treatment
P1000137
R- R- R- 0% 0%
Storm water Hendrina (542/...)
Roads P1000150
R630,000 R510,000 R508,204 -19% 0%
Replace Furniture & Office Equipment (120/...)
Administrative and Corporate Support
P1000155
R10,000 R6,000 R4,605 -54% -23%
LV Networks Electrification Kwaza x8 W3 (700/...)
Electricity
P1000173
R- R1,029,132 R1,029,132 0% 0%
Projector & Screen (122/...)
Information Technology
P1000193 R40,000 R61,000 R44,384 11% -27%
Replace Tools For Cleaning Buildings (555/...)
Property Services
P1000205
R190,000 R190,000 R166,578 -12% -12%
Replace Fences At
Water Treatment P1000207
R750,000 R750,000 R747,354 0% 0%
262
Reservoirs (561/...)
Vaalbank WTP Plan & design upgrading of elec (561/)
Water Treatment
P1000217
R- R97,210 R97,210 0% 0%
Replace tractor at Boskrans WWTW (575/...)
Fleet Management
P1000244
R- R640,000 R630,000 0% -2%
Camera-(123/...)
Valuation Service P1000250
R8,000 R8,000 R6,974 -13% -13%
Replace Furniture & Equipment (700/...)
Electricity
P1000277
R30,000 R32,800 R30,293 1% -8%
Fencing Outdoor Equipment (700/...)
Electricity
P1000278
R85,000 R85,000 R82,736 -3% -3%
Replace Furniture & Office Equipment (200/...)
Finance
P1000282
R73,500 R43,500 R38,616 -47% -11%
Bulk filing cabinets: 300
Licensing and Regulation P1000284
R35,000 R25,087 R25,087 -28% 0%
Replace Furniture & Office Equipment (300/...)
Licensing and Regulation
P1000286
R50,000 R45,776 R45,775 -8% 0%
Replace Street Bins (420/...)
Solid Waste Removal
P1000289 R80,000 R80,000 R67,850 -15% -15%
Replace Sandfilters Kruger Dam (563/...)
Water Treatment
P1000298
R120,000 R112,500 R88,526 -26% -21%
Water Distrib Replace Pipes Villages (567/...)
Water Distribution
P1000299
R150,000 R234,600 R100,702 -33% -57%
Disaster Management Workstations/Equipment (515/...
Fire Fighting and Protection
P1000301
R450,000 R450,000 R283,668 -37% -37%
Feasibility Study Upgrade lang
Electricity P1000309
R380,000 R- R - -100%
0%
263
S/station (700/...)
New Skip Loader Truck (420/...)
Solid Waste Removal
P1000354 R- R1,524,633 R1,524,633 0% 0%
Replace Furniture & Office Equipment (122/...)
Information Technology
P1100042
R15,000 R30,000 R22,646 51% -25%
6m3 Tipper truck (420/...)
Solid Waste Removal P1100046
R1,450,000 R1,232,650 R1,221,350 -16% -1%
Civil Fleet 3 Ton Crew Cab For Roads (575/...)
Fleet Management
P1100071
R- R450,000 R445,077 0% -1%
Roads Presidentsrus (543/...)
Roads P1100098
R3,000,000 R3,195,000
R3,194,882 6% 0%
Storm water Presidentsrus (543/...)
Roads P1100100
R750,000 R 750,000 R745,795 -1% -1%
Replace Tractors (539/...)
Fleet Management
P1100108 R350,000 R310,000 R309,540 -12% 0%
Walk behind Mowers
Fleet Management P1100110
R70,000 R70,000 R66,399 -5% -5%
New Equipment (542/...)
Roads P1100129
R20,000 R24,772 R24,772 24% 0%
Replace Equipment Kruger dam WTW (563/...)
Water Treatment
P1100133
R120,000 R127,500 R114,287 -5% -10%
Replace Back actor (575/...)
Fleet Management P1100148
R1,000,000 R1,000,000 R925,140 -7% -7%
Replace Equipment (700/...)
Electricity P1100174
R230,000 R322,200 R286,136 24% -11%
Hendrina substation W3 (700/...)
Electricity P1100175
R400,000 R- R- -100%
0%
Replace Fire Equipment (515/...)
Fire Fighting and Protection P1100199
R62,000 R62,000 R59,142 -5% -5%
New Fire Equipment (515/...)
Fire Fighting and Protection P1100200
R40,000 R40,000 R33,800 -16% -16%
Develop Park Rural & Low Income Areas (533/...)
Community Parks (including Nurseries) P1100210
R2,000,000 R1,999,893 R1,999,893 0% 0%
264
Paving & Kerbs Low income areas (540)
Roads
P1100212
R1,270,000 R1,270,000 R1,269,742 0% 0%
Basic Sport Low Income Areas (530/...)
Roads P1100213
R3,000,000 R2,999,996
R2,999,996
0% 0%
Replace Plant & Equipment (560/...)
Sports Grounds and Stadiums P1100216
R60,000 R55,935 R53,200 -11% -5%
Replace Furniture & Equipment (108/...)
Water Distribution
P1200006
R17,000 R17,000 R12,200 -28% -28%
Furniture & Office Equipment (110/...)
Governance Function
P1200007
R25,000 R4,000 R3,869 -85% -3%
Replace Furniture & Office Equipment (114/...)
Municipal Manager Town Secretary and Chief Executive P1200010
R10,000 R10,000 R7,894 -21% -21%
Renewal Laptops (122/...)
Corporate Wide Strategic Planning (IDPs LEDs) P1200016
R180,000 R212,000 R186,507 4% -12%
Replace 2 Way Radios (122/...)
Information Technology
P1200019 R80,000 R70,000 R68,625 -14% -2%
20.5m3 Refuse compactor (420/...)
Information Technology
P1200046
R3,500,000 R3,271,900
R3,271,900
-7% 0%
Replace Compressor (539/...)
Solid Waste Removal
P1200047 R350,000 R433,200 R376,650 8% -13%
Purchase new vehicle (555/...)
Fleet Management
P1200076 R- R312,600 R311,100 0% 0%
Upgrade Pipeline Vaalbank & Skietbaan (560/...)
Property Services
P1200082
R2,500,000 R2,500,000
R-
-100%
-100%
Replace Plant & Equipment (561/...)
Water Distribution
P1200084 R2,060,000
R5,560,000
R3,235,706
57% -42%
Upgrade Rugby stadium lights (530)
Water Treatment
P1200088
R1,000,000 R 673,300 R673,300 -33% 0%
265
LV Networks Replace Stolen Services (700/...)
Sports Grounds and Stadiums
P1200100
R200,000 R200,000 R- -100%
-100%
ASCO LV Cables (700/...)
Electricity P1200101
R400,000 R- R- -100%
0%
- MV Replace Stolen Services (700/...)
Electricity
P1200102
R400,000 R400,000 R- -100%
-100%
- Roads & Storm water Low Income Areas W28 (540/...)
Electricity
P1200118
R3,000,000 R4,114,054 R4,114,054 37% 0%
Alcohol Testing Equipment (310/...)
Roads
P1200133
R36,000 R180,000 R132,125 267%
-27%
LV Streetlights Main Entrances W14 (731/...)
Police Forces Traffic and Street Parking Control
P1200135
R1,200,000 R-
R-
-100%
0%
LV Highmasts Low income areas W2 (731/...)
Street Lighting and Signal Systems P1200136
R750,000 R1,010,002 R1,010,002 35% 0%
LV Highmasts Low Income Areas W24 (731/...)
Street Lighting and Signal Systems P1200137
R500,000 R330,000 R330,000 -34% 0%
LV Highmasts Low Income Areas W25 (731/...)
Street Lighting and Signal Systems P1200138
R750,000 R660,000 R660,000 -12% 0%
LV Highmasts Low Income Areas W28 (731/...)
Street Lighting and Signal Systems P1200139
R1,000,000 R999,990
R999,990
0% 0%
Township Development Newtown (502/...)
Street Lighting and Signal Systems P1200144
R- R- R- 0% 0%
Roads & Stormwater Low Income Areas W6 (540/...)
Town Planning Building Regulations and Enforcement and City Engineer P1200146
R3,000,000 R9,238,208
R9,238,208
208%
0%
266
Roads & Stormwater Low Income Areas W2 (540/...)
Roads
P1200147
R2,000,000 R8,143,884 R8,143,884 307%
0%
Roads & Stormwater Low Income Areas W1 (540/...)
Roads
P1200148
R1,000,000 R3,114,903
R3,114,903
211%
0%
MV Replace Cables W11 (700/...)
Roads P1200157
R8,000,000 R- R- -100%
0%
Roads & Storm water Low Income Areas W23 (540/...)
Electricity
P1200158
R2,419,720 R- R- -100%
0%
LV Streetlights install additional fittings W21(73)
Roads
P1200160
R- R260,000 R243,458 0% -6%
Replace Venter Test Trailer (750/...)
Street Lighting and Signal Systems P1300005
R1,450,000 R1,450,000
R1,250,136
-14% -14%
MV Networks Electrification Newtown W27 (700/...)
Fleet Management
P1300012
R4,850,000 R2,978,627
R2,978,626
-39% 0%
Steam Cleaner (539/...)
Electricity P1300041
R70,000 R62,200 R58,185 -17% -6%
Equipment & Tools (539/...)
Fleet Management P1300042
R82,500 R83,100 R81,687 -1% -2%
Sanitation For Newtown X1A (550/...)
Fleet Management
P1300047 R- R162,500 R162,500 0% 0%
Filing Cabinets (502/...)
Sewerage P1300053
R10,000 R- R- -100%
0%
Water network Newtown (560/...)
Town Planning Building Regulations and Enforcement and City Engineer P1300057
R- R1,313,400 R1,313,400 0% 0%
Replace vehicle (200/...)
Water Distribution
P1300060 R175,000 R175,000 R174,551 0% 0%
267
Replace Air Conditioners At Hendrina/ Kwaza (154/...)
Finance
P1300061
R75,000 R75,000 R57,116 -24% -24%
Alarm System Redundant Asset Store (200/...)
Property Services
P1300091
R7,500 R7,500 R- -100%
-100%
Township development Kwaza x9 Vaalbank 177I (502/)
Finance
P1300093
R- R- R- 0% 0%
LV Networks Electrification Newtown W27 (700/...)
Town Planning Building Regulations and Enforcement and City Engineer P1300094
R- R2,067,080 R1,887,111 0% -9%
Upgrading sleeping quarters Presidents water (547/.
Electricity
P1400004
R350,000 R350,000 R345,228 -1% -1%
LV Mhluzi Cables W18 (700/...)
Sewerage P1400024
R400,000 R- R- -100%
0%
Replace 88KV Cable (700/...)
Electricity P1400025
R500,000 R- R- -100%
0%
Fencing Around Main Store Yard (230/...)
Electricity
P1400046
R100,000 R100,000 R99,000 -1% -1%
Upgrade Paint Store (230/...)
Supply Chain Management
P1400048 R200,000 R189,900 R168,740 -16% -11%
Sealing Of Roof (153/...)
Supply Chain Management P1400057
R1,000,000 R1,600,000 R646,687 -35% -60%
Replace Internal Fencing Service Centre (554/...)
Property Services
P1400062
R500,000 R500,000 R467,005 -7% -7%
Carports At Service Centre (554/...)
Property Services
P1400063
R- R200,000 R162,502 0% -19%
268
New MPCC Somaphepha (161/...)
Property Services
P1400067 R8,000,000
R1,000,000
R1,000,000
-88% 0%
Upgrade Taxi Ranks Middelburg (557/...)
Community Halls and Facilities
P1400071
R800,000 R- R- -100%
0%
Shelves for the pound: 310
Taxi Ranks P1400090
R40,000 R40,000 R35,405 -11% -11%
Filing cabinets: 310
Police Forces Traffic and Street Parking Control P1400096
R42,000 R42,000 R39,211 -7% -7%
Replace vehicles for roads (575/...)
Police Forces Traffic and Street Parking Control P1400115
R450,000 R450,000 R449,080 0% 0%
Furniture & Office Equipment (120/...)
Fleet Management
P1400121
R100,000 R141,000 R140,552 41% 0%
Furniture & Office Equipment (111/...)
Administrative and Corporate Support P1400125
R18,000 R18,000 R11,377 -37% -37%
Furniture & office equipment: 105
Municipal Manager Town Secretary and Chief Executive P1400129
R180,000 R201,000 R170,470 -5% -15%
Upgrade Van Blerk Plein (533/...)
Mayor and Council
P1500020 R600,000 R600,000 R599,996 0% 0%
Expansion Phumolong Cemetery (505/...)
Fleet Management
P1500029
R450,000 R450,000 R449,973 0% 0%
Township development Somaphepha (502/...)
Community Parks (including Nurseries) P1500031
R- R60,800 R20,348 0% -67%
Digital Monitoring Measures (311/...)
Cemeteries Funeral Parlors and Crematoriums P1500040
R800,000 R800,000 R622,610 -22% -22%
Halls Generator (161/...)
Town Planning Building Regulations and Enforcement P1500053
R1,600,000 R1,589,000
R1,599,688
0% 1%
269
and City Engineer
Replace Furniture & Office Equipment (124/...)
Security Services
P1500063
R3,000 R3,000 R2,606 -13% -13%
Video Camera (121/...)
Community Halls and Facilities P1500067
R20,000 R20,000 R19,500 -3% -3%
Water Distr Replace Water Pipes Mhluzi (560/...)
Corporate Wide Strategic Planning (IDPs LEDs) P1500069
R1,800,000 R1,869,100 R548,645 -70% -71%
Water Distribution Move Meters To Street (560/...)
Marketing Customer Relations Publicity and Media Co-ordination P1500070
R350,000 R350,000 R307,330 -12% -12%
Upgrade Waste Transfer Station Hendrina (422/...)
Water Distribution
P1500089
R200,000 R171,050 R171,050 -14% 0%
Aerial Photos & Pictometry
Water Distribution P1600003
R- R474,000 R473,775 0% 0%
Shelves At SCM (230/...)
Solid Waste Removal P1600014
R60,000 R60,000 R38,000 -37% -37%
Extend Middelburg Landfill Site (430/...)
Valuation Service
P1600018
R6,000,000 R5,949,994 R5,949,994 -1% 0%
- Develop New Cemeteries (505/...)
Supply Chain Management
P1600022
R- R800,000 R800,000 0% 0%
Replace Garage Doors At Fire Station (515/...)
Solid Waste Disposal (Landfill Sites)
P1600023
R600,000 R600,000 R538,459 -10% -10%
Fence at Parks (533/...)
Cemeteries Funeral Parlors and Crematoriums P1600030
R350,000 R1,050,000 R1,050,000 200%
0%
Replacement Machinery & Equipment (540/...)
Fire Fighting and Protection
P1600033
R90,000 R100,228 R105,472 17% 5%
Design & construction
Community Parks P1600038
R- R130,000 R94,900 0% -27%
270
WWTW (547/...)
(including Nurseries)
Construction of reservoir at Kwaza x9 (571/...)
Roads
P1600041
R7,915,000 R328,298
R328,298
-96% 0%
Replace Roof At Service Centre (554/...)
Sewerage
P1600046
R550,000 R100,000 R76,000 -86% -24%
Replace Roofing At Mhluzi HEDC (555/...)
Water Treatment
P1600048
R650,000 R100,000 R91,000 -86% -9%
New 2ml reservoir Rietkuil (567/...)
Property Services
P1600057
R500,000 R300,000 R- -100%
-100%
1700062-Water network M/burg mine to Pienaardam (56
Property Services
P1600059
R- R- R- 0% 0%
Replace Stolen Services (Streetlights) (700/...)
Water Distribution
P1600063
R100,000 R100,000 R38,485 -62% -62%
Upgrade Offices & Security (150/...)
Water Storage
P1600071
R400,000 R383,644 R270,160 -32% -30%
Replace Kerb Inlets Middelburg/Mhluzi W12 (540/...)
Electricity
P1600072
R60,000 R60,000 R59,927 0% 0%
Replace Kerb Inlets Middelburg/Mhluzi W14 (540/...)
Property Services
P1600073
R40,000 R40,000 R39,893 0% 0%
Replace Kerb Inlets Middelburg/Mhluzi W20 (540/...)
Roads
P1600074
R40,000 R40,000 R39,894 0% 0%
Replace Kerb Inlets Middelburg/Mhluzi W23 (540/...)
Roads
P1600075
R20,000 R20,000 R19,999 0% 0%
271
Replace Kerb Inlets Middelburg/Mhluzi W24 (540/...)
Roads
P1600076
R20,000 R20,000 R19,999 0% 0%
Replace Kerb Inlets Middelburg/Mhluzi W17 (540/...)
Roads
P1600077
R60,000 R60,000 R59,926 0% 0%
Replace Kerb Inlets Middelburg/Mhluzi W13 (540/...)
Roads
P1600078
R40,000 R40,000 R39,894 0% 0%
Replace Kerb Inlets Middelburg/ Mhluzi W21 (540/...)
Roads
P1600105
R20,000 R20,000 R19,999 0% 0%
HR software & fingerprint readers (141/...)
Roads
P1700003
R- R320,000 R164,700 0% -49%
Community Halls Reconstruct Stage Floors (161/...)
Roads
P1700004
R500,000 R111,000 R111,000 -78% 0%
Township Establishment Rockdale North (502/...)
Human Resources
P1700014
R210,000 R237,000 R197,884 -6% -17%
Replace Roof Fontein Street Cemetery Ablutions (505/..
Community Halls and Facilities
P1700017
R450,000 R450,000 R435,116 -3% -3%
Sewerage Network X 33 (550/...)
Town Planning Building Regulations and Enforcement and City Engineer P1700032
R700,000 R1,100,000 R545,294 -22% -50%
Boskrans WWTW Phase 2 (552/...)
Cemeteries Funeral Parlors and Crematoriums P1700035
R40,000,000 R17,904,766 R17,904,766 -55% 0%
Upgrade electricity meter at
Sewerage P1700038
R- R226,820 R100,800 0% -56%
272
Mhluzi HEDC (555/...)
Air Conditioner Adelaide Tambo (555/...)
Waste Water Treatment
P1700040
R500,000 R500,000 R498,106 0% 0%
Water network M/burg x33 (560/...)
Property Services
P1700043
R750,000 R998,800 R616,788 -18% -38%
Upgrade Skietbaan/ Graspan Bulk line (560/...)
Property Services
P1700044
R- R113,800 R43,732 0% -62%
Hand terminals for water meter installations (560/..
Water Distribution
P1700046
R- R- R- 0% 0%
- MV Replace Faulty Equipment (700/...)
Water Distribution
P1700053
R1,100,000 R4,177,257 R4,177,256 280%
0%
Replace current financial system (205/...)
Water Distribution
P1700057
R- R1,586,757 R1,169,000 0% -26%
New LDV (454/...)
Electricity P1700064
R- R 332,000 R330,500 0% 0%
Fixed Property Upgrade Electricity HEDC (555/...)
Finance
P1800001
R1,000,000 R- R- -100%
0%
Service Centre Upgrade Solid Waste Stores (554/...)
Housing
P1800003
R400,000 R80,000 R62,452 -84% -22%
Replace Roof At Civil Centre (150/...)
Housing
P1800005
R400,000 R- R- -100%
0%
Replace Floor Covering Civic Centre (150/...)
Property Services
P1800006
R- R- R- 0% 0%
Upgrade fence at Middelburg
Property Services
P1800009 R700,000 R500,000 R462,770 -34% -7%
273
Fire Station (515/...)
Replace Roller Shutters Service Centre (554/...)
Property Services
P1800013
R400,000 R400,000 R395,200 -1% -1%
Upgrade Rest Rooms (515/...)
Property Services
P1800014 R250,000 R450,000 R444,998 78% -1%
Replace aluminum windows (150/...)
Fire Fighting and Protection
P1800015
R200,000 R200,000 R196,880 -2% -2%
Fence At Civic Centre (150/...)
Property Services
P1800016 R2,000,000 R619,496 R619,496 -69% 0%
New intake substation W3 (700/...)
Fire Fighting and Protection P1800024
R400,000 R- R- -100%
0%
Electrical Software Programmed (700/...)
Property Services
P1800025
R250,000 R155,000 R- -100%
-100%
New Internal Audit Software (108/...)
Property Services
P1800026
R250,000 R250,000 R57,001 -77% -77%
Furniture & Office Equipment (300/...)
Electricity
P1800027
R30,000 R39,101 R29,950 0% -23%
New Trailer For Containers (420/...)
Electricity
P1800028
R500,000 R500,000 R392,150 -22% -22%
Guardhouse Rietkuil Waste Transfer Station (422/...)
Governance Function
P1800029
R70,000 R- R- -100%
0%
Palisade Gate Dennesig Waste Transfer Station (422/)
Licensing and Regulation
P1800030
R140,000 R119,500 R119,500 -15% 0%
Chlorine Booster station (561/...)
Solid Waste Removal
P1800033
R150,000 R150,000 R118,395 -21% -21%
Water Purification
Solid Waste Removal P1800038
R200,000 R200,000 R174,079 -13% -13%
274
Refurbish Uitkyk Reserve (561/..
Paving & storm water Vaalbank WTP (561/...)
Solid Waste Removal
P1800039
R450,000 R450,000 R447,423 -1% -1%
Elec Fencing Reservoirs & Pump Stations (564/...)
Water Treatment
P1800040
R300,000 R300,000 R230,676 -23% -23%
Storage Area at Vaalbank WTW (561/...)
Water Treatment
P1800042 R200,000 R200,000 R168,563 -16% -16%
Alarm System at Licensing Offices (300/...)
Water Treatment
P1800044
R15,000 R9,755 R9,754 -35% 0%
Installation of Trellidoors (300/...)
Water Storage
P1800045 R150,000 R140,640 R126,000 -16% -10%
Bicycle & Run Lanes at Klein Olifants (533/...)
Water Treatment
P1800053
R1,300,000 R1,300,000 R1,300,000 0% 0%
Upgrade Parking Area Civic Centre W11 (540/...)
Licensing and Regulation
P1800057
R1,200,000 R1,200,000 R1,199,900 0% 0%
Replace Temba Senamela Stadium Courts (530/...)
Licensing and Regulation
P1800073
R- R326,700 R326,700 0% 0%
Roads x18 Hope City W11 (540/...)
Community Parks (including Nurseries) P1800076
R7,669,200 R6,439,200 R6,439,192 -16% 0%
Storm water Middelburg x18 W11 (540/...)
Community Parks (including Nurseries) P1800077
R1,500,000 R1,360,000 R1,359,900 -9% 0%
Outfall Sewer Lines Mall &German Dev (550/
Roads
P1800078
R250,000 R250,000 R204,050 -18% -18%
Storm water Mhluzi W21 (540/...)
Roads P1800086
R3,000,000 R2,998,653 R2,998,653 0% 0%
275
MV Switching station Newtown W17 (700/...)
Sports Grounds and Stadiums
P1800088
R2,880,000 R3,149,151 R3,149,151 9% 0%
MV Networks Bulk Connections W23 (700/...)
Roads
P1800089
R7,356,000 R- R- -100%
0%
MV Networks Bulk Connections W22 (700/...)
Roads
P1800095
R5,748,000 R- R- -100%
0%
MV Networks Bulk Connections W21 (700/...)
Sewerage
P1800096
R1,620,000 R- R- -100%
0%
Digital Monitoring Measures (311/...)
Roads
P1800097
R- R483,300 R345,116 0% -29%
New Sign Boards (452/...)
Electricity P1800098
R- R30,000 R28,700 0% -4%
Replace Street bins (420/...)
Electricity P1800100
R- R150,000 R128,700 0% -14%
Upgrade pay point x7 (200/...)
Electricity P1800101
R- R423,343 R423,343 0% 0%
Guardhouse Rietkuil Waste Transfer station (422/...
Electricity
P1800102
R- R232,317 R222,233 0% -4%
Drilling of Boreholes Somaphepha (567/...)
Security Services
P1800103
R- R500,000 R447,489 0% -11%
Refurbish Hendrina WTW (571/...)
Housing P1800104
R- R8,606,301 R8,606,301 0% 0%
Re-instatement of raw water supply line bulk (566)
Solid Waste Removal
P1800105
R- R3,000,000 R1,391,950 0% -54%
Refurbish Hendrina WTW pump station (571)
Finance
P1800106
R- R5,393,699 R4,558,548 0% -15%
New Furniture and equipment (200/..)
Solid Waste Removal
P1800107
R- R30,000 R26,792 0% -11%
276
New water meters RDP Newtown W17: 560
Water Distribution
P1800108
R- R820,000 R251,671 0% -69%
Replace furniture & office equipment: 533
Water Treatment
P1800109
R- R900 R869 0% -3%
Rehabilitation Landfill Site: 430
Water Distribution
P1800110 R- R- R724,977 0% 0%
Laboratory Equipment: 560
Water Treatment
P1800111 R- R4,065 R4,065 0% 0%
Insurance Assets: Computer Equipment: 250
Finance
P1800112
R- R- R233,245 0% 0%
Insurance Assets: Machinery & Equipment: 250
Water Distribution
P1800113
R- R- R43,040 0% 0%
MV Networks Electrification Kwaza x8 W3 (700/…)
Community Parks (including Nurseries) P1900014
R2,200,000 R2,877,560 R2,877,560 31% 0%
Computer Equip UPS (122/...)
Solid Waste Disposal (Landfill Sites) P1900043
R120,000 R120,000 R89,822 -25% -25%
Storm water Middelburg/Mhluzi W25 (540/...)
Electricity
P1900044
R- R700,000 R699,607 #DIV/0!
0%
R282,174,766
R290,154,333
R267,781,869
-5% -8%
277
APPENDIX O – CAPITAL PROGRAME BY PROJECTS BY WARD CURRENT
YEAR
Capital Programme by Project by Ward: 2017/2018
R' 000
Capital Project Ward(s) affected Amount Works completed (Yes/No)
Backbone & VOIP (122/...) Whole of the Municipality
R358,273.00 PARTIALLY
Upgrade Old Age Flats (221/...) Whole of the Municipality
R391,308.00 YES
Develop Cemeteries Low Income Areas (505/...)
Whole of the Municipality
R1,999,899.00 YES
Replace Tractor 55KW- 539/...) Whole of the Municipality
R309,540.00 YES
Replace Synthetic Tennis Courts Kees Taljaard (530/
Whole of the Municipality
R139,650.00 YES
Renovations Mhluzi Stadium Pavilion (530/...) Whole of the Municipality
R1,999,996.00 YES
Develop Park C/O Pongola & Kammannassie Aero (533/.
Whole of the Municipality
R1,200,000.00 YES
Lawn Mower Sidewalks (533/...) Whole of the Municipality
R105,000.00 YES
Paving & Kerbs Hendrina & Kwaza W1 (542/...) Hendrina
R193,196.00 YES
Replace Jaws Rescue Set (515/...) Whole of the Municipality
R353,319.00 YES
Replace 4x4 veld fire vehicles (515/...) Whole of the Municipality
R433,758.00 YES
Equipment to Monitor Air pollution (400/...) Whole of the Municipality
R175,126.00 PARTIALLY
Storm water Kwaza x2 (542/...) Hendrina R598,880.00 YES
Subsurface Drains Hendrina/Kwaza (542/...) Hendrina R348,470.00 YES
RDP House connections Ntown/Kwaza/x24/x6 (700)
Whole of the Municipality
R- NO
Computer equipment UPS (122/...) (Incorrect)
Whole of the Municipality
R445,344.00 YES
Server New IT Systems (122/...) Whole of the Municipality
R1,227,707.00 YES
Replace Air conditioners At Civic Centre (150/...)
Whole of the Municipality
R289,982.00 YES
Traffic Calming Measures (310/...) Whole of the Municipality
R348,619.00 YES
Replace vehicles (310/...) Whole of the Municipality
R931,203.00 YES
New LDV (420/...) Whole of the Municipality
R319,500.00 YES
Replace motorbikes (460/...) Whole of the Municipality R326,955.00 YES
278
Pool Equipment Middelburg/Mhluzi (530/...) Whole of the Municipality
R126,450.00 YES
Roads Middelburg Replace Road Barriers (540/...)
Whole of the Municipality
R98,780.00 YES
Upgrade Bridge (540/...) Whole of the Municipality
R199,046.00 YES
Roads Aerorand West W12 (540/...) Whole of the Municipality
R13,369,924.00 YES
Sewerage Replace Sewer Lines M/Burg/Mhluzi (550/...)
Whole of the Municipality
R62,400.00 YES
Replace Pumps (552/...) Whole of the Municipality
R353,546.00 YES
Install bulk flow meters (560/...) Whole of the Municipality
R325,664.00 PARTIALLY
Water Distribution Middleburg Replace Old Water Pipes (560/..)
Whole of the Municipality
R94,575.00 YES
Replace Equipment Vaakbank WTW (561/...) Whole of the Municipality
R364,029.00 YES
Water Distr Repl Water Pipes Hendrina/Kwaza (566/.. Hendrina
R28,700.00 YES
Replace vehicles for water & sewer (575/...) Whole of the Municipality
R898,160.00 YES
LV Replace Meter Kiosk W13 (700/...) Ward 13 R190,618.00 YES
-MV Ring Main Units at Switching Gear W13 (700/...) Ward 13
1,130,205.00 YES
Network reinforcement Replace cables (700/...)
Whole of the Municipality
R4,021,822.00 YES
MV Networks HT Links W17 (700/...) Ward 17 R- NO
Replace Equipment Kwaza WWTW (553/...) Whole of the Municipality
R326,865.00 YES
Refurbish Blinkpan WWTW Whole of the Municipality
R118,497.00 YES
Refurbish Komati WWTW (547/...) Whole of the Municipality
R155,716.00 PARTIALLY
- LV Upgrade Existing High Masts W17 (731/...) Ward 17
R309,297.00 YES
Replace Fence At Airfield (555/...) Whole of the Municipality
R2,241,900.00 YES
Air conditioners At Testing Station (300/...) Whole of the Municipality
R40,750.00 YES
Storm water Villages (543/...) Whole of the Municipality
R498,650.00 YES
Paving & Kerbs Villages & Rural W4 (543/...) Whole of the Municipality
R193,366.00 YES
Replace Paving & Kerbs (540/...) Whole of the Municipality
R249,899.00 YES
- Roads New Taxi Lay byes W1 (540/...) Ward 1 R99,273.00 YES
Communication To External Facilities (122/...) Whole of the Municipality
R348,682.00 YES
279
Water Distr Repl Water Meters Hendrina/Kwaza (566/. Hendrina
R178,274.00 YES
Storm water Aerorand West (540/...) Whole of the Municipality
R5,999,915.00 YES
Sewerage Connections (551/...) Whole of the Municipality
R28,024.00 YES
Replace Polisher (161/...) Whole of the Municipality
R38,009.00 YES
LV Electrical Connections Prepaid (710/...) Whole of the Municipality
R1,552,208.00 YES
MV Networks Bulk Connections Ward 23 (700/...) Ward 23
R- NO
Purchase Library Books (140/...) Whole of the Municipality
R429,820.00 YES
Purchase Library Books: 140 Whole of the Municipality
R389,140.00 YES
Computer Systems (122/...) Whole of the Municipality
R582,677.00 YES
Renewal Printers (122/...) Whole of the Municipality
R27,873.00 YES
Scanners (122/...) Whole of the Municipality
R30,000.00 YES
New water connections (565/...) Whole of the Municipality
R828,320.00 YES
Portable Guard House (311/...) Whole of the Municipality
R62,039.00 YES
Upgrade Library Facilities (140/...) Whole of the Municipality
R927,197.00 YES
Roads Hendrina W3 (542/...) Hendrina R2,105,938.00 YES
HV Feasibility Study Verdoorn S/station (700/...) Ward 11
R- NO
Rural Sanitation (547/...) Whole of the Municipality
R2,205,858.00 YES
Replace Valves & Other Items Bulk Supply Line: 561
Whole of the Municipality
R37,623.00 PARTIALLY
Water Villages Water Services Rural Areas (567/...
Whole of the Municipality
R160,829.00 PARTIALLY
Electrical Connections Bulk (710/...) Whole of the Municipality
R1,966,848.00 YES
Replace Furniture & Office Equipment (310/...)
Whole of the Municipality
R50,941.00 YES
Furniture & office equipment (515/...) Whole of the Municipality
R24,900.00 YES
Refurbish Swimming Pool Kees Taljaard (530/...)
Whole of the Municipality
R171,832.00 YES
-MV Ring Main Units at Switching Gear W11 (700/...) Ward 11
R240,000.00 YES
MV Networks HT Links W27 (700/...) Ward 27 R34,222,484.00 YES
MV Networks HT Links W20 (700/...) Ward 20 R- NO
280
- LV Upgrade Existing High Masts W28 (731/...) Ward 28 R160,000.00 YES
LV Upgrade Existing High Masts W22 (731/...) Ward 22
R480,000.00 YES
LV Upgrade Existing High Masts W20 (731/...) Ward 20
R160,000.00 YES
LV Upgrade Existing High Masts W19 (731/...) Ward 19
R799,979.00 YES
LV Upgrade Existing High Masts W2 (731/...) Ward 2 R320,000.00 YES
Roads New Taxi Lay byes W2 (540/...) Ward 2 R99,273.00 YES
Roads New Taxi Lay byes W25 (540/...) Ward 25 R99,273.00 YES
MV Replace Mini Substations W15 (700/...) Ward 15 R3,009,506.00 YES
LV Electrical Connections Bulk Whole Mun(710/...)
Whole of the Municipality
R- NO
Replace Pump Vaalbank WTW (561/...) Whole of the Municipality
R584,823.00 YES
Replace Boskrans WWTW Equipment (552/...)
Whole of the Municipality
R10,600.00 YES
Brush cutters & Chainsaws Whole of the Municipality
R117,122.00 YES
Replace Water Pump (566/...) Hendrina R27,600.00 YES
Replace Stihl Brushcutters (564/...) Whole of the Municipality
R17,400.00 YES
Furniture & Office Equipment (141/...) Whole of the Municipality
R- NO
Furniture & Office Equipment Halls (161/...) Whole of the Municipality
R106,797.00 YES
Roads Middelburg Reseal Roads M/burg W17 (540/...) Ward 17
R311,778.00 YES
Reseal Roads Hendrina/Kwaza Ward 2 (542/...) Ward 2
R296,539.00 YES
Reseal Roads Rural & Eskom Towns (543/...) Whole of the Municipality
R1,532,505.00 YES
Upgrade Boskrans Sewer Plant (552/...) Whole of the Municipality
R2,470,216.00 YES
Replace Equipment (542/...) Hendrina R154,420.00 YES
Furniture & Office Equipment: 230 Whole of the Municipality
R46,554.00 YES
Furniture & Office Equipment: 230 Whole of the Municipality
R46,554.00 YES
Roads Middelburg Reseal Roads M/burg W20 (540/...) Ward 20
R179,003.00 YES
Roads Middelburg Reseal Roads M/burg W21 (540/...) Ward 21
R374,345.00 YES
Roads Middelburg Reseal Roads M/burg W15 (540/...) Ward 15
R185,801.00 YES
281
Roads Middelburg Reseal Roads M/burg W14 (540/...) Ward 14
R887,649.00 YES
Roads Middelburg Reseal Roads M/burg W13 (540/...) Ward 13
R2,133,654.00 YES
Roads Middelburg Reseal Roads M/burg W12 (540/...) Ward 12
R283,047.00 YES
Roads Middelburg Reseal Roads M/burg W11 (540/...) Ward 11
R1,612,539.00 YES
Roads Middelburg Reseal Roads M/burg W10 (540/...) Ward 10
R142,690.00 YES
Roads Middelburg Reseal Roads M/burg W8 (540/...) Ward 8
R308,390.00 YES
Roads Middelburg Reseal Roads M/burg W16 (540/...) Ward 16
R1,048,106.00 YES
Roads Middelburg Reseal Roads M/burg W22 (540/...) Ward 22
R- NO
Roads Middelburg Reseal Roads M/burg W23 (540/...) Ward 23
R794,171.00 YES
Roads Middelburg Reseal Roads M/burg W25 (540/...) Ward 25
R398,681.00 YES
Reseal Roads Hendrina/Kwaza Ward 1 (542/...) Ward 1
R633,249.00 YES
Reseal Roads Hendrina/Kwaza Ward 3 (542/...) Ward 3
R473,645.00 YES
Middelburg Reseal Roads W28 Ward 28 R92,221.00 YES
Middelburg Reseal Roads W19 (540/...) Ward 19 R221,557.00 YES
Replace Vehicles (539/...) Whole of the Municipality
R366,300.00 YES
Replace Playing Equipment- (533/...) Whole of the Municipality
R309,900.00 YES
Replace Furniture & Office Equipment (140/...)
Whole of the Municipality
R21,580.00 YES
Storm water Middelburg/Mhluzi W27 (540/...) Ward 27
R- NO
Storm water Middelburg/Mhluzi W23 (540/...) Ward 23 R1,049,114.00 YES
Storm water Middelburg/Mhluzi W25 (540/...) Ward 25
R- NO
Replace 1.75 Cub Meter Containers (420/...) Whole of the Municipality
R142,989.00 YES
Edge Beams- Primary/Secondary Routes (540/...)
Whole of the Municipality
R250,000.00 YES
Bulk Filing Cabinets (120/...) Whole of the Municipality
R162,291.00 YES
Roads Middelburg Rebuild Roads M/burg (540/...)
Whole of the Municipality
R- NO
Roads Rebuild M/burg W19 (540/...) Ward 19 R3,209,899.00 YES
Replace Underwater Pressure Drill (560/...) Whole of the Municipality
R52,000.00 YES
282
Mine Water project Woestalleen Hendrina ppln (566/.
Whole of the Municipality
R- NO
Water Distr M/Burg Repl Old Water Meters (560/...)
Whole of the Municipality R827,166.00 YES
Water Replace Water Meters Eskom Towns (567/...)
Whole of the Municipality
R159,518.00 YES
Upgrade Telemetry system (561/...) Whole of the Municipality
R- NO
Storm water Hendrina (542/...) Hendrina R508,204.00 YES
Replace Furniture & Office Equipment (120/...)
Whole of the Municipality
R4,605.00 YES
LV Networks Electrification Kwaza x8 W3 (700/...) Ward 3
R1,029,132.00 YES
Projector & Screen (122/...) Whole of the Municipality
R44,384.00 YES
Replace Tools For Cleaning Buildings (555/...)
Whole of the Municipality
R166,578.00 YES
Replace Fences At Reservoirs (561/...) Whole of the Municipality
R747,354.00 YES
Vaalbank WTP Plan & design upgrading of elec (561/)
Whole of the Municipality
R97,210.00 YES
Replace tractor at Boskrans WWTW (575/...) Whole of the Municipality
R630,000.00 YES
Camera-(123/...) Whole of the Municipality
R6,974.00 YES
Replace Furniture & Equipment (700/...) Whole of the Municipality
R30,293.00 YES
Fencing Outdoor Equipment (700/...) Whole of the Municipality
R82,736.00 YES
Replace Furniture & Office Equipment (200/...)
Whole of the Municipality
R38,616.00 YES
Bulk filing cabinets: 300 Whole of the Municipality
R25,087.00 YES
Bulk filing cabinets: 300 Whole of the Municipality
R25,087.00 YES
Replace Furniture & Office Equipment (300/...)
Whole of the Municipality
R45,775.00 YES
Replace Street Bins (420/...) Whole of the Municipality
R67,850.00 YES
Replace Sandfilters Kruger Dam (563/...) Whole of the Municipality
R88,526.00 YES
Water Distrib Replace Pipes Villages (567/...) Whole of the Municipality
R100,702.00 PARTIALLY
Disaster Management Workstations/Equipment (515/...
Whole of the Municipality
R283,668.00 YES
Feasibility Study Upgrade lang S/station (700/...) Ward 13
R- NO
New Skip Loader Truck (420/...) Whole of the Municipality
R1,524,633.00 YES
Replace Furniture & Office Equipment (122/...)
Whole of the Municipality
R22,646.00 YES
283
6m3 Tipper truck (420/...) Whole of the Municipality
R1,221,350.00 YES
Civil Fleet 3 Ton Crew Cab For Roads (575/...)
Whole of the Municipality R445,077.00 YES
Roads Presidentsrus (543/...) Whole of the Municipality
R3,194,882.00 YES
Storm water Presidentsrus (543/...) Whole of the Municipality
R745,795.00 YES
Replace Tractors (539/...) Whole of the Municipality
R309,540.00 YES
Walk behind Mowers Whole of the Municipality
R66,399.00 YES
New Equipment (542/...) Hendrina R24,772.00 YES
Replace Equipment Kruger dam WTW (563/...)
Whole of the Municipality
R114,287.00 YES
Replace Back actor (575/...) Whole of the Municipality
R925,140.00 YES
Replace Equipment (700/...) Whole of the Municipality
R286,136.00 YES
Hendrina substation W3 (700/...) Ward 3 R- NO
Replace Fire Equipment (515/...) Whole of the Municipality
R59,142.00 YES
New Fire Equipment (515/...) Whole of the Municipality
R33,800.00 YES
Develop Park Rural & Low Income Areas (533/...)
Whole of the Municipality
R1,999,893.00 YES
Paving & Kerbs Low income areas (540) Whole of the Municipality
R1,269,742.00 YES
Paving & Kerbs Low income areas (540) Whole of the Municipality
R1,269,742.00 YES
Basic Sport Low Income Areas (530/...) Whole of the Municipality
R2,999,996.00 YES
Replace Plant & Equipment (560/...) Whole of the Municipality
R53,200.00 YES
Replace Furniture & Equipment (108/...) Whole of the Municipality
R12,200.00 YES
Furniture & Office Equipment (110/...) Whole of the Municipality
R3,869.00 YES
Replace Furniture & Office Equipment (114/...)
Whole of the Municipality
R7,894.00 YES
Renewal Laptops (122/...) Whole of the Municipality
R186,507.00 YES
Replace 2 Way Radios (122/...) Whole of the Municipality
R68,625.00 YES
20.5m3 Refuse compactor (420/...) Whole of the Municipality
R3,271,900.00 YES
Replace Compressor (539/...) Whole of the Municipality
R376,650.00 YES
Purchase new vehicle (555/...) Whole of the Municipality
R311,100.00 YES
284
Upgrade Pipeline Vaalbank & Skietbaan (560/...)
Whole of the Municipality
R- NO
Replace Plant & Equipment (561/...) Whole of the Municipality
R3,235,706.00 PARTIALLY
Upgrade Rugby stadium lights (530) Whole of the Municipality R673,300.00 YES
LV Networks Replace Stolen Services (700/...)
Whole of the Municipality
R- NO
ASCO LV Cables (700/...) Whole of the Municipality
R- NO
MV Replace Stolen Services (700/...) Whole of the Municipality
R- NO
Roads & Storm water Low Income Areas W28 (540/...) Ward 28
R4,114,054.00 YES
Alcohol Testing Equipment (310/...) Whole of the Municipality
R132,125.00 YES
LV Streetlights Main Entrances - W14 (731/...) Ward 14
R- NO
LV High masts Low income areas W2 (731/...) Ward 2
R1,010,002.00 YES
LV High masts Low Income Areas W24 (731/...) Ward 24
R330,000.00 YES
LV High masts Low Income Areas W25 (731/...) Ward 25
R660,000.00 YES
LV High masts Low Income Areas W28 (731/...) Ward 28
R999,990.00 YES
Township Development Newtown (502/...) Whole of the Municipality
R- NO
Roads & Storm water Low Income Areas W6 (540/...) Ward 6
R9,238,208.00 YES
Roads & Storm water Low Income Areas W2 (540/...) Ward 2
R8,143,884.00 YES
Roads & Storm water Low Income Areas W1 (540/...) Ward 1
R3,114,903.00 YES
MV Replace Cables W11 (700/...) Ward 11 R- NO
Roads & Storm water Low Income Areas W23 (540/...) Ward 23
R- NO
LV Streetlights install additional fittingsW21(731) Ward 21
R243,458.00 YES
Replace Venter Test Trailer (750/...) Whole of the Municipality
R1,250,136.00 YES
MV Networks Electrification Newtown W27 (700/...) Ward 27
R2,978,626.00 YES
Steam Cleaner (539/...) Whole of the Municipality
R58,185.00 YES
Equipment & Tools (539/...) Whole of the Municipality
R81,687.00 YES
Sanitation For Newtown X1A (550/...) Whole of the Municipality
R162,500.00 YES
Filing Cabinets (502/...) Whole of the Municipality
R- NO
285
Water network Newtown (560/...) Whole of the Municipality
R1,313,400.00 YES
Replace vehicle (200/...) Whole of the Municipality
R174,551.00 YES
Replace Air Conditioners At Hendrina/Kwaza (154/... Hendrina
R57,116.00 YES
Alarm System Redundant Asset Store (200/...)
Whole of the Municipality
R- NO
Township development Kwaza x9 Vaalbank 177I (502/)
Whole of the Municipality
R- NO
LV Networks Electrification Newtown W27 (700/...) Ward 27
R1,887,111.00 YES
Upgrading sleeping quarters Presidents water (547/.
Whole of the Municipality
R345,228.00 YES
- LV Mhluzi Cables W18 (700/...) Ward 18 R- NO
Replace 88KV Cable (700/...) Whole of the Municipality
R- NO
Fencing Around Main Store Yard (230/...) Whole of the Municipality
R99,000.00 YES
Upgrade Paint Store (230/...) Whole of the Municipality
R168,740.00 YES
Sealing Of Roof (153/...) Whole of the Municipality
R646,687.00 YES
Replace Internal Fencing Service Centre (554/...)
Whole of the Municipality
R467,005.00 YES
Carports At Service Centre (554/...) Whole of the Municipality
R162,502.00 YES
New MPCC Somaphepha (161/...) Whole of the Municipality
R1,000,000.00 YES
Upgrade Taxi Ranks Middelburg (557/...) Whole of the Municipality
R- NO
Shelves for the pound: 310 Whole of the Municipality
R35,405.00 YES
Shelves for the pound: 310 Whole of the Municipality
R35,405.00 YES
Filing cabinets: 310 Whole of the Municipality
R39,211.00 YES
Filing cabinets: 310 Whole of the Municipality
R39,211.00 YES
Replace vehicles for roads (575/...) Whole of the Municipality
R449,080.00 YES
Furniture & Office Equipment (120/...) Whole of the Municipality
R140,552.00 YES
Furniture & Office Equipment (111/...) Whole of the Municipality
R11,377.00 YES
Furniture & office equipment: 105 Whole of the Municipality
R170,470.00 YES
Furniture & office equipment: 105 Whole of the Municipality
R170,470.00 YES
#N/A Whole of the Municipality
R- NO
286
Upgrade Van Blerk Plein- (533/...) Whole of the Municipality
R599,996.00 YES
Expansion Phumolong Cemetery (505/...) Whole of the Municipality
R449,973.00 YES
Township development Somaphepha (502/...) Whole of the Municipality
R20,348.00 PARTIALLY
Digital Monitoring Measures (311/...) Whole of the Municipality R622,610.00 YES
Halls Generator (161/...) Whole of the Municipality
R1,599,688.00 YES
Replace Furniture & Office Equipment (124/...)
Whole of the Municipality
R2,606.00 YES
Video Camera (121/...) Whole of the Municipality
R19,500.00 YES
Water Distr Replace Water Pipes Mhluzi (560/...)
Whole of the Municipality
R548,645.00 PARTIALLY
Water Distribution Move Meters To Street (560/...)
Whole of the Municipality
R307,330.00 YES
Upgrade Waste Transfer Station Hendrina (422/...) Hendrina
R171,050.00 YES
Aerial Photos & Pictometry Whole of the Municipality
R473,775.00 YES
Shelves At SCM (230/...) Whole of the Municipality
R38,000.00 YES
Extend Middelburg Landfill Site (430/...) Whole of the Municipality
R5,949,994.00 YES
- Develop New Cemeteries (505/...) Whole of the Municipality
R800,000.00 YES
Replace Garage Doors At Fire Station (515/...)
Whole of the Municipality
R538,459.00 YES
Fence at Parks (533/...) Whole of the Municipality
R1,050,000.00 YES
Replacement Machinery & Equipment (540/...)
Whole of the Municipality
R105,472.00 YES
Design & construction WWTW (547/...) Whole of the Municipality
R94,900.00 PARTIALLY
Construction of reservoir at Kwaza x9 (571/...)
Whole of the Municipality
R328,298.00 YES
Replace Roof At Service Centre (554/...) Whole of the Municipality
R76,000.00 YES
Replace Roofing At Mhluzi HEDC (555/...) Whole of the Municipality
R91,000.00 YES
New 2ml reservoir Rietkuil (567/...) Whole of the Municipality
R- NO
1700062-Water network M/burg mine to Pienaardam (56
Whole of the Municipality
R- NO
Replace Stolen Services (Streetlights) (700/...)
Whole of the Municipality
R38,485.00 YES
Upgrade Offices & Security (150/...) Whole of the Municipality
R270,160.00 YES
Replace Kerb Inlets Middelburg/Mhluzi W12 (540/...) Ward 12
R59,927.00 YES
287
Replace Kerb Inlets Middelburg/Mhluzi W14 (540/...) Ward 14
R39,893.00 YES
Replace Kerb Inlets Middelburg/Mhluzi W20 (540/...) Ward 20
R39,894.00 YES
Replace Kerb Inlets Middelburg/Mhluzi W23 (540/...) Ward 23
R19,999.00 YES
Replace Kerb Inlets Middelburg/Mhluzi W24 (540/...) Ward 24
R19,999.00 YES
Replace Kerb Inlets Middelburg/Mhluzi W17 (540/...) Ward 17
R59,926.00 YES
Replace Kerb Inlets Middelburg/Mhluzi W13 (540/...) Ward 13
R39,894.00 YES
Replace Kerb Inlets Middelburg/Mhluzi W21 (540/...) Ward 21
R19,999.00 YES
HR software & fingerprint readers (141/...) Whole of the Municipality
R164,700.00 YES
Community Halls Reconstruct Stage Floors (161/...)
Whole of the Municipality
R111,000.00 PARTIALLY
Township Establishment Rockdale North (502/...)
Whole of the Municipality
R197,884.00 PARTIALLY
Replace Roof Fontein Street Cemetery Ablutions (505/..
Whole of the Municipality
R435,116.00 YES
Sewerage Network X 33 (550/...) Whole of the Municipality
R545,294.00 PARTIALLY
Boskrans WWTW Phase 2 (552/...) Whole of the Municipality
R17,904,766.00 PARTIALLY
Upgrade electricity meter at Mhluzi HEDC (555/...)
Whole of the Municipality
R100,800.00 YES
Air Conditioner Adelaide Tambo (555/...) Whole of the Municipality
R498,106.00 YES
Water network M/burg x33 (560/...) Whole of the Municipality
R616,788.00 PARTIALLY
Upgrade Skietbaan/Graspan Bulk line (560/...)
Whole of the Municipality
R43,732.00 PARTIALLY
Hand terminals for water meter installations (560/..
Whole of the Municipality
R- NO
- MV Replace Faulty Equipment (700/...) Whole of the Municipality
R4,177,256.00 YES
Replace current financial system (205/...) Whole of the Municipality
R1,169,000.00 PARTIALLY
New LDV (454/...) Whole of the Municipality
R330,500.00 YES
New LDV (454/...) Whole of the Municipality
R330,500.00 YES
Fixed Property Upgrade Electricity HEDC (555/...)
Whole of the Municipality
R- NO
Service Centre Upgrade Solid Waste Stores (554/...)
Whole of the Municipality
R62,452.00 YES
Replace Roof At Civil Centre (150/...) Whole of the Municipality
R- NO
Replace Floor Covering Civic Centre (150/...) Whole of the Municipality
R- NO
288
Upgrade fence at Middelburg Fire Station (515/...)
Whole of the Municipality
R462,770.00 YES
Replace Roller Shutters Service Centre (554/...)
Whole of the Municipality
R395,200.00 YES
Upgrade Rest Rooms-(515/...) Whole of the Municipality
R444,998.00 YES
Replace aluminium windows (150/...) Whole of the Municipality
R196,880.00 YES
Fence At Civic Centre (150/...) Whole of the Municipality R619,496.00 YES
New intake substation W3 (700/...) Ward 3 R- NO
Electrical Software Programme (700/...) Whole of the Municipality
R- NO
New Internal Audit Software (108/...) Whole of the Municipality
R57,001.00 YES
Furniture & Office Equipment (300/...) Whole of the Municipality
R29,950.00 YES
New Trailer For Containers (420/...) Whole of the Municipality
R392,150.00 YES
Guardhouse Rietkuil Waste Transfer Station (422/...)
Whole of the Municipality
R- NO
Palisade Gate Dennesig Waste Transfer Station (422/)
Whole of the Municipality
R119,500.00 YES
Chlorine Booster station (561/...) Whole of the Municipality
R118,395.00 YES
Water Purification Refurbish Uitkyk Reserve (561/..
Whole of the Municipality
R174,079.00 YES
Paving & storm water Vaalbank WTP (561/...) Whole of the Municipality
R447,423.00 YES
Elec Fencing Reservoirs & Pump Stations (564/...)
Whole of the Municipality
R230,676.00 YES
Storage Area at Vaalbank WTW (561/...) Whole of the Municipality
R168,563.00 YES
Alarm System at Licensing Offices (300/...) Whole of the Municipality
R9,754.00 YES
Installation of Trellidoors (300/...) Whole of the Municipality
R126,000.00 YES
Bicycle & Run Lanes at Klein Olifants (533/...) Whole of the Municipality
R1,300,000.00 YES
Bicycle & Run Lanes at Klein Olifants (533/...) Whole of the Municipality
R1,300,000.00 YES
Upgrade Parking Area Civic Centre W11 (540/...)
Whole of the Municipality
R1,199,900.00 YES
Upgrade Parking Area Civic Centre W11 (540/...)
Whole of the Municipality
R1,199,900.00 YES
Replace Temba Senamela Stadium Courts (530/...)
Whole of the Municipality
R326,700.00 YES
Roads x18 Hope City W11 (540/...) Whole of the Municipality
R6,439,192.00 YES
Storm water Middelburg x18 W11 (540/...) Whole of the Municipality
R1,359,900.00 YES
289
Outfall Sewer Lines Mall &German Dev (550/ Whole of the Municipality
R204,050.00 YES
Storm water Mhluzi W21 (540/...) Ward 21 R2,998,653.00 YES
MV Switching station Newtown W17 (700/...) Ward 17 R3,149,151.00 YES
MV Networks Bulk Connections W23 (700/...) Ward 23 R- NO
MV Networks Bulk Connections W22 (700/...) Whole of the Municipality
R- NO
MV Networks Bulk Connections W21 (700/...) Ward 21 R- NO
Digital Monitoring Measures (311/...) Whole of the Municipality
R345,116.00 YES
New Sign Boards (452/...) Whole of the Municipality
R28,700.00 YES
Replace Street bins (420/...) Whole of the Municipality
R128,700.00 YES
Upgrade pay point x7 (200/...) Ward 24 R423,343.00 YES
Guardhouse Rietkuil Waste Transfer station (422/...)
Whole of the Municipality
R222,233.00 YES
Drilling of Boreholes Somaphepha (567/...) Whole of the Municipality
R447,489.00 YES
Refurbish Hendrina WTW (571/...) Whole of the Municipality
R8,606,301.00 YES
Re-instatement of raw water supply line-bulk (566)
Whole of the Municipality
R1,391,950.00 YES
Refurbish Hendrina WTW pump station (571) Whole of the Municipality
R4,558,548.00 YES
New Furniture and equipment (200/..) Whole of the Municipality
R26,792.00 YES
New water meters RDP Newtown W17: 560 Ward 17 R251,671.00 YES
Replace furniture & office equipment: 533 Whole of the Municipality
R869.00 YES
Rehabilitation Landfill Site: 430 Middelburg R724,977.00 YES
MV Networks Electrification Kwaza x8 W3 (700/...) Ward 3
R2,877,560.00 YES
Computer Equipment UPS (122/...) Whole of the Municipality
R89,822.00 YES
Storm water Middelburg/Mhluzi W25 (540/...) Ward 25 R699,607.00 YES
T O
290
APPENDIX R – SERVICE CONNECTION BACKLOGS AT SCHOOL AND CLINICS
Service Backlogs: Schools and Clinics 2015/2016
Establishments lacking basic services Water Sanitation Electricity Solid Waste Collection
Schools (NAMES, LOCATIONS)
Middelburg Laerskool x x X x
Laerskool Staatpresident CR Swart x x X x
Kanonkop Laerskool x x X x
Future achievers x x X x
Dennisig Laerskool x x X x
Eastdene Primary School x x X x
Mthombeni Public School x x X x
Zikhuphule Primary School x x X x
Elusindisweni SP School x x X x
Reatlagile LP School x x X x
Mhluzi Lp School x x X x
Laerskool Rietkuil x x X x
Koorenfontein Laeskool
Maziya Primary School x x X x
Hendrina Primary School x x X x
Mvuzo Primary School x x X x
Thushanang HP School x x X x
Tshwenyane HP School x x X x
Makhathini Lp School x x X x
Manyano Lp School x x X x
Arnot Colliety Primary Borehole Biological toilets X x
Mphephethe School x x X x
Tsiki Naledi School x x X x
Eikeboom Primary School x x X x
291
Alex Benjamin Secondary School x x X x
Middelburg Hoerskool x x X x
Tegniese Hoerskool x x X x
Nasaret Combined school x x X x
Kragveld Skool
Steelcrest High School x x X x
LD Moetanelo School x x X x
Eastdene Indian High School x x X x
Kanonkop Hoerskool x x X x
Sofunda Secondary School x x X x
Mpanama Comprehensive High School x x X x
Ekwazini High School x x X x
Hoerskool Hendrina x x X x
Kwazamokuhle Secondary School x x X x
Moses Magagula Christian School x x X x
ST Peters Christian School x x X x
Sozama School x x X x
Nkangala FET College x x X x
Clinics (NAMES, LOCATIONS)
Civic Centre clinic x x X x
Mhluzi Ext 4 (Smunye) clinic x x X x
Mhluzi Ext 6 clinic x x X x
Avalon-Newtown Parkhome x x X x
Nasaret clinic x x X x
Eastdene clinic x x X x
Hendrina Clinic x x X x
Kwazamokuhle clinic x x X x
Newtown clinic x x X x
Doornkop clinic x x X x
Sr Mashiteng Clinic x x X x
Pullenshope Clinic
Midmed Hospital x x X x
Middelburg Hospital x x X x
T P
APPENDIX S – SERVICE BACKLOGS EXPERIENCED BY THE COMMUNITY
WHERE ANOTHER SPHERE OF GOVERNMENT IS RESPONSIBLE FOR
SERVICE PROVISION
292
Service Backlogs Experienced by the Community where another Sphere of Government is the Service Provider (where the municipality whether or not act on agency basis) Services and Locations
Impact of backlogs
Clinics: Ward 1,4, 6,7,8,11,28 requested clinics. People travelling long distances to access health care.
Housing: Ward 1,2,3,5 ,24,26,29 requested RDPs. Increasing waiting list.
Ward 9,24,29, requested residential stands. Increased demand for land.
Licensing and Testing Centre: Service provided by the Municipality. N/A
Reservoirs Service provided by the Municipality. N/A
Schools (Primary and High):
Requests for primary/high school schools in ward 4,6,10,12,27,28,29.
Sports Fields: Service provided by the Municipality. N/A
APPENDIX T – DECLARATION OF GRANTS MADE BY THE MUNICIPALITY
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 R' 000
Total Amount committed over previous and future years
2017/2018
BUSINESS LINKAGE.
The centre provides a link to third parties in order to support, advice and assist smmes as well as corporate companies enquires.
Annual and monthly expenditure report must be submitted to the accounting officer of the Municipality.
R300,000 R1,320,000
M/BURG TOURIST INF CENTRUM.
The chamber is incurring monthly expenses in respect of the tourist information centre that are administered for the benefit of the town.
Annual and monthly expenditure report must be submitted to the accounting officer of the Municipality.
R400,000 R1,350,000
ANIMAL PROTECTION SPCA.
To assist the spca with animal care as part of the Municipality functions.
Annual and monthly expenditure report must be submitted to the accounting officer of the Municipality.
R850,000 R3,150,000
FOREVER RESORT LOSKOP MARATHON
50km race that starts from steve tshwete Municipal office in Middelburg to loskop dam.
Annual expenditure report must be submitted to the accounting officer of the Municipality.
R45,000 R425,000
293
OPERATIONAL GRANT
Ad hoc grant and support to Municipal recreation club.
Annual expenditure report must be submitted to the accounting officer of the Municipality.
R160,000 R1,173,000
R1,755,000 R7,418,000
* Loans/Grants - whether in cash or in kind T R
APPENDIX U – DECLARATION OF RETURNS NOT MADE IN DUE TIME UNDER
MFMA S71
All Declaration of returns was made on time.
APPENDIX U – NATIONAL AND PROVINCIAL OUTCOME FOR LOCAL
GOVERNMENT
National and Provincial Outcomes for Local Government
Outcome/Output Progress to date(2017/2018) Number or Percentage Achieved
Output: Improving access to basic services:
Water 830 Households provided with new water connections. 830hh
sanitation 706Householdsprovided with new sanitation connections. 706hh
Electricity 546new households were electrified. 546hh
New Roads 8.674km of new roads were constructed. 8.674km
Storm water drainages
7.735km of Storm water was installed. 7.735km
Waste removal 295new households received the service in ward 3,6,17. 295hh
Output: Implementation of the Community Work Programme
Local Economic Development
For the 2017/2018 financial year about R 10 729 886,01was budgeted for on the CWP and the following wards were identified for the implementation; 1, 2,3,4, 5,7, 9 and `29 targeting 1003 participants. The CWP is operating in the social and health, Environment, Agriculture, construction and Education.
1003jobs created
Output: Deepen democracy through a refined Ward Committee model
Public participation 29 Ward committees were established. 29 Ward operational plans were developed. 6 Mayoral Outreaches took place.
100%
Output: Administrative and financial capability
Administrative capabilities
The Municipal organisation structure provides for 1 590 permanent positions. By financial year end, 1414 positions were filled, with a staff turnover of 4.3%.
4.3% turnover
Institutional development
Employees were trained on various trainings. 425
Financial capabilities During the year under review, our budget expectations were not fully
realized. We budgeted for income amounting to R 1 461 661 776 and expenditure of R 1 442 559 808. By the close of our books at the end of
R 157 607 918 Surplus
294
the year, we had obtained an income of R1 258 575 734 (excluding capital grants received and public contributions), and we spent R 1 347 727 101, resulting in a surplus of R 178 125 558. Capital grants & public contributions was R 267 276 926.
Average Payment rate
For the year we achieved an average payment rate in excess of 103% because some residence has paid in advance.
103%
Audit opinion Unqualified with matters audit Opinion from the Auditor-General for 2016/2017.
Unqualified
Capital expenditure Although we did not spend our full annual capital budget, we have been able to maintain our spending to 93% (2017:83%).Serious attempts have to be made to ensure that the entire capital budget is fully spent each year.
93%